HomeMy WebLinkAboutFY2017 Adopted Budget and FY2016-FY2018 Financial PlanFY2017
ADOPTED BUDGET
&
FY2016-2018
FINANCIAL PLAN
The cover of this year’s budget report features the Iowa City Municipal Airport, which was
established in 1929 as a public operation. The City’s Airport is located two miles southwest
of downtown Iowa City in Johnson County and exists to serve the needs of the greater
Iowa City Community, including the University of Iowa, the University of Iowa Hospitals
and Clinics, area business and economic development communities.
The Airport is the third most active general aviation airport in Iowa. Eighty-nine aircraft
are based at the Iowa City Municipal Airport and it conducts approximately 36,000 flight
operations annually. These operations generate $11.2 million of activity into the local
economy.
Existing Iowa City Municipal Airport facilities include two runways, the terminal building,
a maintenance facility, hangars, and fueling facilities. The existing runway dimensions
are 3,900x75 feet (Runway 12-30), and 5,004x100 feet (Runway 7-25), and are able to
accommodate larger aircraft than many other general aviation airports. The airport
terminal includes a pilot’s lounge, a weather briefing room, a lobby, a classroom, and
administrative office facilities. Fueling facilities are provided for the Fixed Base Operator.
The Fixed Base Operator offers fuel sales, charter service, maintenance, flight lessons, and
other airport support services.
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City of Iowa City
Adopted Budget for the
Fiscal Year Ending June 30, 2017 &
FY2016 - 2018 Financial Plan
Council:
CITY MANAGER ASSISTANT CITY MANAGER FINANCE DIRECTOR
Tom Markus Geoff Fruin Dennis Bockenstedt
BUDGET ANALYST
Nickolas Schaul
FINANCE ASSISTANT TO
SECRETARY THE CITY MANAGER
Cyndi Ambrose Simon Andrew
Terry Dickens
DISTRICT B
Pauline Taylor
DISTRICT A
John Thomas
DISTRICT C
Kingsley Botchway II
Mayor Pro-Tem
AT-LARGE
Jim Throgmorton
Mayor
AT-LARGE
Susan Mims
AT-LARGE
Rockne Cole
AT-LARGE
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CITY OF IOWA CITY
Adopted Budget for the
Fiscal Year Ending June 30, 2017
and the
FY2016 – 2018 Financial Plan
TABLE OF CONTENTS PAGE
Introduction
City Manager Address…… .......................................................................................................... 11
Strategic Plan .............................................................................................................................. 28
Other Planning Processes ........................................................................................................... 31
Organizational Chart ................................................................................................................... 33
Department Summaries .............................................................................................................. 34
Budgetary Fund Structure............................................................................................................ 60
Departments and Divisions by Fund ............................................................................................ 63
Financial Summary
Preparation of the Financial Plan ................................................................................................ 69
Financial and Fiscal Policies ....................................................................................................... 75
Long Range Financial Planning ................................................................................................... 82
All Funds:
Fund Summaries ................................................................................................................... 88
Revenue Summary by Fund ................................................................................................. 93
Revenue Summary by Type .................................................................................................. 94
Expenditure Summary by Fund ............................................................................................. 96
Expenditure Summary by Department .................................................................................. 97
Inter Fund Transfer Schedules ............................................................................................. 98
Personnel Full-Time Equivalents ................................................................................................ 101
General Fund
General Fund Summary .............................................................................................................. 107
Assigned, Committed & Restricted Fund Balance ...................................................................... 118
General Fund Revenues ............................................................................................................. 119
General Fund Expenditures ......................................................................................................... 120
City Council .................................................................................................................................. 121
City Clerk ..................................................................................................................................... 123
City Attorney ................................................................................................................................ 128
City Manager ............................................................................................................................... 131
Communications Office ......................................................................................................... 136
Human Resources ................................................................................................................ 143
Human Rights ....................................................................................................................... 147
Finance Department:
Finance Administration ......................................................................................................... 151
Accounting ........................................................................................................................... 159
Purchasing ............................................................................................................................ 163
Revenue ................................................................................................................................ 167
Police Department:
Police Administration............................................................................................................. 170
Administrative Services ......................................................................................................... 174
Field Operations .................................................................................................................... 178
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Fire Department:
Fire Administration ................................................................................................................ 182
Emergency Operations ......................................................................................................... 187
Fire Prevention ...................................................................................................................... 192
Fire Training .......................................................................................................................... 197
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 201
Recreation ............................................................................................................................. 206
Park Maintenance ................................................................................................................. 213
Cemetery Operations ............................................................................................................ 221
Library:
Library Operations ................................................................................................................. 224
Library Foundation………………………………………………………………………... ............ 232
Senior Center:
Senior Center Operations ..................................................................................................... 234
Neighborhood & Development Services (NDS):
NDS Administration ............................................................................................................... 244
Neighborhood Services ......................................................................................................... 250
Economic Development ........................................................................................................ 264
Development Services .......................................................................................................... 269
Public Works:
Public Works Administration ................................................................................................. 278
Engineering ........................................................................................................................... 281
Transportation Services:
Transit Administration ........................................................................................................... 285
Special Revenue Funds
Community Development Block Grant (CDBG) ......................................................................... 291
Community Development Block Grant Operations .............................................................. 293
H.O.M.E. Program ....................................................................................................................... 298
H.O.M.E Operations .............................................................................................................. 300
Road Use Tax Fund (RUT) ........................................................................................................ 304
Road Use Tax Operations .................................................................................................... 308
Other Shared Revenues .............................................................................................................. 316
Energy Efficiency & Conservation Block Grant Fund .................................................................. 319
UniverCity Neighborhood Partnerships Fund .............................................................................. 322
Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 325
Metropolitan Planning Organization of Johnson County Operations .................................... 327
Employee Benefits Fund ............................................................................................................. 333
Affordable Housing Fund ............................................................................................................. 336
Peninsula Apartments Fund ........................................................................................................ 339
Tax Increment Financing (TIF) Districts ...................................................................................... 342
Downtown Self Supporting Municipal Improvement District (SSMID) ......................................... 349
Debt Service Fund
Debt Service Fund Summary ...................................................................................................... 355
Debt Schedules ........................................................................................................................... 360
Enterprise Funds
Parking:
Parking Fund Summary ........................................................................................................ 373
Parking Operations ............................................................................................................... 378
Parking Debt Service ........................................................................................................... 385
Transit:
Transit Fund Summary ......................................................................................................... 386
Transit Operations ................................................................................................................ 390
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Wastewater Treatment:
Wastewater Fund Summary ................................................................................................. 399
Wastewater Treatment Operations ....................................................................................... 404
Wastewater Debt Service ..................................................................................................... 413
Water:
Water Fund Summary ........................................................................................................... 419
Water Operations .................................................................................................................. 423
Water Debt Service ............................................................................................................... 432
Refuse Collection:
Refuse Collection Fund Summary ........................................................................................ 438
Refuse Collection Operations ............................................................................................... 442
Landfill:
Landfill Fund Summary ......................................................................................................... 451
Landfill Operations ................................................................................................................ .456
Airport:
Airport Fund Summary .......................................................................................................... 464
Airport Operations ................................................................................................................. 467
Storm Water Management:
Storm Water Management Fund Summary .......................................................................... 471
Storm Water Management Operations ................................................................................. 474
Cable Television:
Cable Television Fund Summary .......................................................................................... 478
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 481
Housing Authority Operations ............................................................................................... 484
Capital Project Funds
Fund Summary............................................................................................................................. 493
Summary by Division ................................................................................................................... 495
Summary by Funding Source ....................................................................................................... 501
Project Summary by Name .......................................................................................................... 509
Unfunded Projects ....................................................................................................................... 587
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 595
Equipment Operations .......................................................................................................... 598
Risk Management:
Risk Management Fund Summary ....................................................................................... 603
Risk Management Operations: ............................................................................................. 605
Information Technology Services (ITS):
ITS Fund Summary ............................................................................................................... 608
ITS Operations ...................................................................................................................... 610
Central Services:
Central Services Fund Summary .......................................................................................... 616
Central Services Operations ................................................................................................. 618
Health Insurance Reserve ........................................................................................................... 621
Dental Insurance Reserve ........................................................................................................... 624
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Statistics
General Information ...................................................................................................................... 629
U.S. Census Data ......................................................................................................................... 633
Property Tax Valuations ................................................................................................................ 634
Property Tax Levies ...................................................................................................................... 638
Principal:
Taxpayers ............................................................................................................................. 639
Employers……… .................................................................................................................. 640
Sewer Customers ................................................................................................................. 641
Water Customers .................................................................................................................. 642
Operating Indicators ...................................................................................................................... 643
Department Statistics:
Police .................................................................................................................................... 644
Fire……… ............................................................................................................................. 648
Library ................................................................................................................................... 650
Senior Center ........................................................................................................................ 656
Transportation Services ........................................................................................................ 659
Economic Overview ..................................................................................................................... 661
Revenue Comparisons:
Property Tax ......................................................................................................................... 668
General Fund ........................................................................................................................ 668
Hotel/Motel Tax .................................................................................................................... 669
Utility Franchise Tax Rates ................................................................................................... 669
Utility Rates ........................................................................................................................... 670
Appendix
Department Expenditure Comparison to State Forms ............................................................... 673
Budget Resolutions .................................................................................................................... 674
State Forms ................................................................................................................................ 676
Glossary....................................................................................................................................... 683
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INTRODUCTION
City Manager Address
Strategic Plan
Other Planning Processes
Organizational Chart
Department Summaries
Budgetary Fund Structure
Departments and Divisions
by Fund
F
Y
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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 2016-2017
fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-
year financial plan (fiscal years 2016-2018) and five-year capital improvement program (2016-
2020) are also included for planning purposes. The budget is one of the most important
documents the City prepares because it identifies the services to be provided and the
mechanisms that finance those services.
This budget aims to continue Iowa City's tradition of providing a balanced budget utilizing
conservative assumptions while strengthening core municipal services that our residents value.
Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget
contains prudent contingency line items and reserve levels that can adequately support the
City’s services. Any future modifications of this budget will be fully disclosed to the City Council
and the general public through formal City Council actions at public meetings, in accordance
with State of Iowa law.
Four financial goals guided the preparation of this
document. First, the City continues to respond to the
State’s 2013 property tax reforms. When the reforms
were passed, City staff estimated the impact over the first
ten years to be over $50 million in lost revenue, with
approximately $15 million eligible to be backfilled by the
state. Early figures of the actual effects of reform
indicate that the early projections were accurate. Thus
far the City has received approximately $3 million in
backfill payments; however, there is no guarantee that
these payments will continue to be provided to local
governments. The projected backfill payment for fiscal
year 2017 represents a 25% drop from the previous year.
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. Council’s
adopted fund balance and debt policies are all consistent with Moody’s best practices and are
intended to preserve our top bond rating. Bond ratings have real impacts on community well-
being; dollars used to make interest payments compete with those used to provide important
Financial Goals
Continue to implement steps to
respond to the property tax shortfall
resulting from 2013 legislative
changes while maintaining service
levels
Maintain the City’s Moody’s Aaa
bond rating for the 43th consecutive
year
Maintain an affordable tax and fee
environment for residents and
businesses
Continue to achieve the GFOA
Distinguished Budget Award and
Certificate of Achievement for
Excellence in Financial Reporting
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services. It is imperative to minimize interest payments in order to provide sustainable services
to the public.
Third, the budget strives to maintain an affordable tax and fee environment for residents and
businesses. Sharp increases in property taxes or fees for services can have a significant
impact on families’ monthly budgets. We pursue efficient service delivery, review fees annually,
and maintain adequate reserves in order to avoid severe, immediate impacts to residents’
household finances. This also holds true for businesses. Maintaining a stable environment for
the controllable costs of doing business in our community helps to create an atmosphere
conducive to small business development. Increased costs may have a disproportionate impact
on new or family-owned businesses that may not have the resources to weather a sharp uptick
in expenses.
Finally, we will attempt to continue to earn the Government Financial Officers Association
(GFOA) Distinguished Budget Award and the GFOA Certificate of Achievement for Excellence
in Financial Reporting for the City’s Comprehensive Annual Financial Report. These awards
are strong indicators of transparency and accountability in financial reporting.
In addition to pursuing these broad financial goals, staff refers to the City Council's strategic
plan priorities for additional guidance when 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.
City Council held strategic plan update sessions between November 2015 and February 2016.
The City’s strategic plan was officially updated on March 1, 2016 for the 2016-2017 planning
period. The budget as initially proposed incorporated items identified by Council during the
November strategic planning session and additional changes were made during the January
and February meetings. City Council’s strategic plan priorities for 2016-2017 are:
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City
1. Promote a Strong and Resilient Local Economy
2. Encourage a Vibrant and Walkable Urban Core
3. Foster Healthy Neighborhoods throughout the City
4. Maintain a Solid Financial Foundation
5. Enhance Community Engagement and Intergovernmental Relations
6. Promote Environmental Sustainability
7. Advance Social Justice and Racial Equity
The financial resources in this budget will allow the City to continue to pursue initiatives that
support these priorities. For instance, this budget provides new resources to update the City’s
bike master plan, conduct a natural area inventory and management plan, provide a new
funding source for complete streets improvements, and the establishment of a full-time
community outreach position in the Police Department. This budget also continues existing
efforts through the UniverCity program and systematic neighborhood park improvements.
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Accessibility projects also receive a greater focus in this year’s budget. The budget doubles the
amount of capital funding for the ADA curb ramp project for the second straight year, to
$100,000 annually. While most curb ramps are constructed or replaced with road construction,
reconstruction, and pavement rehabilitation projects, this is an important budget line for
addressing community requests at specific locations and addressing locations identified as
having the greatest need in the Metropolitan Planning Organization’s sidewalk inventory.
Furthermore, $100,000 in Community Development Block Grant funds were set aside for curb
ramp projects in the fiscal year 2015-2016 budget; these projects will be completed in calendar
year 2016. New funds are also included for accessibility improvements in park facilities.
Finally, the annual pavement rehabilitation project is increased to approximately $1.5 million
annually, triple the amount in the fiscal year 2013-2014 budget. This is an important use of
Road Tax dollars as we catch up on deferred maintenance largely due to the City’s focus on
flood recovery during the last several budget cycles. Typically, 15-20% of pavement
rehabilitation dollars are used to install new curb ramps.
Similar resources are provided for in this budget to make progress toward each of the Council’s
strategic plan priorities.
While there are certainly unfunded projects that could further the organization’s efforts toward
these goals, a fiscally responsible balance needs to be sought and is provided in this budget.
Approximately every four months, staff provides Council with a Strategic Plan Status Report that
details progress on each priority. The most recent update of the 2014-2015 status report was
presented in November 2015 and can be viewed at icgov.org/strategicplan or by request
through the City Clerk’s Office.
With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the
organization's priorities, achieves the stated financial goals, and continues to improve the health
and livability of the community.
Community Outlook
Iowa City benefits from a strong local economy anchored by the presence of the University of
Iowa. The local economy consists of a diverse set of successful industries that together help
sustain one of the lowest unemployment rates in the nation. As an organization, the City has a
rich tradition of cautious economic policies that has created a strong financial foundation. This
foundation helped the community weather economic recessions while sustaining service
delivery and continues to serve as a cornerstone for the community’s future. In 2016, Moody’s
Investors Service noted that, “The city's financial operations are expected to remain healthy,
given strong financial management, significant operating fund reserves and sufficient revenue
raising flexibility…Iowa City's management team is strong, as indicated by its sound operating
performance and history of positive budget to actual variances,” and reaffirmed its highest
quality bond rating (Aaa) for the City’s general obligation debt with a stable outlook. Iowa City is
one of only two cities in Iowa that currently holds the distinction of a Moody’s Aaa bond rating.
Moody’s report also notes factors that could potentially drop the City’s bond rating, including:
deterioration of the tax base, weakening socioeconomic indicators, reductions in financial
reserves, or growth in the City’s debt burden.
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Despite the increasing health of the economy and strong financial position of the organization,
the community needs to be cognizant of the trends, pressures and opportunities that are
shaping the community in various fashions. Our community has many attributes that attract new
residents to our City. A strong job market, good schools, and great cultural amenities all
contribute to the desirability of our area for families, retirees, and young professionals to make
their permanent homes. The University is also expected to add an additional 2,000 students to
its enrollment over the next four years. Population growth has a profound effect on service
delivery, land use, and housing affordability. City Council has adopted a number of policies and
initiatives in recent years to maintain and enhance our positive attributes in light of this
population growth, including the form based code, complete streets policy, and affordable
housing policies. This budget continues to fund programs to help meet the demands of a
growing community, including the UniverCity program, enhanced bicycle facilities, and
additional transit amenities.
Of course these programs and services must be evaluated
within the context of all funding requests and Council
priorities. Many City services are supported entirely or in
part by property taxes. The information table to the right
shows the property tax rate disparity between Iowa City and
other Eastern Iowa cities. Iowa City’s higher rate also
reflects enhanced level of services in Iowa City (e.g. paid
full-time fire department, Senior Center, Animal Shelter,
Airport, Human Rights Office, etc.), unique State or federal
mandates (e.g. public safety pension contributions), and
other factors such as a significant number of University of
Iowa affiliated tax-exempt properties within the jurisdiction
with no history of payment in lieu of taxes agreements that
neighboring communities have successfully sought.
Forces that are outside of our control also influence Iowa City’s ability to attract and retain
businesses and a socially and economically diverse population. Lower costs of land and
aggressive economic incentives from neighboring jurisdictions are outside of our span of control
yet have a great impact on the City’s economy. However, we need to be cognizant of those
variables and leverage our unique assets and character in ways that clearly illustrate value that
cannot be matched in other communities.
Fiscal Year 2016-2017 Budget Overview
In preparing this budget document City staff accounted for the previously-mentioned financial
goals, strategic plan, and the controllable factors that influence desired growth and development
in the region. By adhering to these principles, the staff has compiled a budget that balances
both the short-term needs and the long-term health and stability of the community.
The 2016-2017 City budget includes projected expenditures totaling $168,305,526. Of the total
budget, $54,585,584 is for the General Fund, $40,011,218 is directed to Capital Projects and
$49,194,789 is related to the operations of various enterprise or business funds.
FY 2015-2016 Municipal
Property Tax Rates in
Eastern Iowa
North Liberty $11.03
Coralville $13.53
Cedar Rapids $15.22
Iowa City $16.65
Davenport $16.78
* Iowa City’s tax rate for FY 2016-2017 is
$16.58. At this time the certified FY17 tax
rates of other listed jurisdictions have not
been posted by the Iowa Department of
Management. See the statistics section of
this document for a full list of comparison
cities.
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A breakdown of the 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.
General Enterprise
Special
Revenue Debt Service Capital Projects
FY2017 $54,585,584 $49,194,789 $9,367,708 $15,146,227 $40,011,218
$‐
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
FY 2016-2017 Expenditure Comparison by Fund Type
excludes transfers
3.8%
19.1%23.3%
5.3%15.8%
4.2%
14.7%
‐0.5%
8.9%
‐5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
$‐
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
FY2017 Expenditures by State Budget Category & Percent Change from
Previous Year Adopted Budget
excludes transfers
15
Iowa City derives the majority of its revenues through property taxes and charges for services.
The following table and pie chart details Iowa City's revenue mix across all fund types. The
increase in Other City Taxes is primarily due to an increase in TIF revenue. The increase in
Miscellaneous Revenue is the result of recalculating the administrative chargeback to enterprise
funds. Other Financial Sources increased due to debt sales for infrastructure projects.
All Funds Revenue Comparison of FY2016 versus FY2017
FY2016
Adopted
FY2017
Adopted
Percent
Change
Taxes $ 52,033,986 $ 55,330,224 6.3%
Other City Taxes $ 3,806,415 $ 5,050,336 32.7%
Licenses & Permits $ 2,249,335 $ 2,463,182 9.5%
Use of Money & Prop $ 2,016,112 $ 2,297,691 14.0%
Intergovernmental $ 30,296,422 $ 32,581,046 7.5%
Charges for Services $ 40,086,092 $ 40,359,768 0.7%
Miscellaneous $ 5,032,647 $ 6,422,129 27.6%
Other Financial Sources $ 14,403,630 $ 18,615,427 29.2%
Total $149,924,639 $163,119,803 8.8%
Taxes
34%
Other City Taxes
3%
Licenses & Permits
2%Use of Money &
Prop
1%
Intergovernmental
20%
Charges for
Services
25%
Misc.
4%Other Financial
Sources
11%
All Funds Revenue Sources
16
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 $16.58, the lowest Iowa City tax rate since fiscal
year 2001-2002. Just five years ago, Iowa City's rate was $17.84, which means the fiscal year
2016-17 rate represents a 7.1% decrease over five years. The amount of services provided,
such as water, sewer and stormwater vary considerably among businesses and therefore total
financial impact numbers are not able to be quantified for a 'typical' business. However, the ten
percent reduction in the taxable value of commercial properties mandated by the state was fully
phased in fiscal year 2015-16, thus the majority of businesses in the Iowa City community will
pay less in taxes and fees compared to previous years. However, in comparison to other
nearby cities, Iowa City businesses will still be paying higher property tax rates.
On the residential side, it is easier to determine an overall financial impact to an average
household. The following bar chart illustrates the estimated financial impact to the average
household in Iowa City. With a lower property tax rate and increased stormwater fee, it is
estimated that a household with $100,000 assessed home value will pay approximately $0.50
more per month, or $6 per year, in taxes and fees for basic city services in fiscal year 2016-
2017. $100,000 assessed value is used for this table so that readers may easily calculate tax
payments based on their own home value.
*Home value defined as $100,000 for comparison purposes.
FY2012 FY2013 FY2014 FY2015 FY2016 FY2017
Property Taxes $866 $876 $888 $909 $928 $922
Stormwater $30 $36 $42 $42 $42 $54
Refuse $186 $186 $186 $191 $191 $191
Sewer ‐ 800 cubic feet $433 $433 $433 $433 $433 $433
Water‐‐ 800 cubic feet $328 $328 $328 $344 $362 $362
Total $1,843 $1,859 $1,877 $1,919 $1,956 $1,962
Percent Change 2.2% 0.9% 0.9% 2.3% 1.9% 0.3%
$0
$500
$1,000
$1,500
$2,000
$2,500
Annual Financial Impact to Residential Households
17
General Fund Highlights
The General Fund, which includes services such as police, fire, parks and recreation, and
general government, represents approximately 32% of the total budget. General Fund
operations are largely supported by property taxes, which constitute approximately 64% of the
total revenue in this fund. A complete breakdown of General Fund revenue sources can be
viewed in the following pie chart.
The taxable valuation of property subject to all levies in Iowa City increased 6.4% for FY 2016-
2017, despite a reduction in the taxable valuation of multi-family residential properties. The
taxable value of these multi-family properties will continue to drop in the coming years. The
following chart depicts the change in taxable valuations over the last six years.
Property Taxes
64%
Other City Taxes
5%
Licenses & Permits
5%
Use of Money &
Property
1%
Intergovernmental
7%
Charges for Fees &
Services
3%Miscellaneous
12%
Other Financing
Sources
3%
FY2017 Revenues & Other Financing Sources
excludes transfers
FY2012 FY2013 FY2014 FY2015 FY2016 FY2017
Taxable Valuations $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 $3,102,525,407 $3,303,748,512
Percent Change 3.3%4.6%2.6%3.1%1.1%6.5%
$‐
$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
18
Moving forward, valuation growth will be substantially slowed by the state’s 2013 property tax
reforms. One of the provisions of the state legislation lowered the allowable annual statewide
growth for residential and agricultural properties from four percent to three percent. While this
does not sound significant, the effect of this limitation compounds over time and is difficult to
estimate.
Perhaps the most significant property tax reform provision for Iowa City’s budget is the
reclassification of multi-family residential properties, none of which is subject to state backfill
payments. Prior to assessment year 2013, multi-family properties were classified as
commercial and taxed at 100% of assessed value. These properties dropped to 95% and 90%
taxability in assessment years 2014 and 2015, respectively. The graph below illustrates the
dropping taxable percentage of multi-family properties in the coming years. Of particular note is
the fact that after assessment year 2021 the taxable percentage of multi-family properties will
drop to match the residential taxable percentage. This percentage has been as low as 44% in
recent years. It is imperative that these future reductions in revenue are incorporated into
budget decisions in the coming years.
The budget reflects a reduction of $0.07 in the tax levy rate, which will bring Iowa City's rate to
$16.58. This marks the fifth straight year of property tax rate decreases; we are unaware of any
cities in Iowa that have been able to implement tax rate decrease during each of the last five
years. The reduction has been achieved through several internal strategies and increases in
taxable valuations. This year’s reduction is in the debt service portion of the property tax levy,
largely achieved through recent debt restructuring and early bond retirement strategies.
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Taxable %
of Multi‐Family 100.00% 95.00% 90.00% 86.25% 82.50% 78.75% 75.00% 71.25% 67.50% 63.75%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Taxable % of Multi‐Family Residential Properties
19
The projected property tax rate of $16.58 in this budget reflects the lowest level it has been
since 2001-02. This combined with the state-mandated decrease in the taxable percentage of
commercial properties has reduced commercial property owners’ property taxes significantly, as
is depicted in the chart above. 2013 State legislation also enacted the Iowa Business Property
Tax Credit program to lower property tax burden on businesses; savings from this program are
not reflected in the chart.
For residential property owners, the property tax rate will mean that a property assessed at
$100,000 will pay an estimated $6 less in City property taxes in the coming year. It will be
important to remain mindful of the effect commercial property tax reform has on residential
taxpayers, so as not to shift the entire burden of state reform to individual homeowners.
The following chart is provided for a greater historical perspective on Iowa City’s municipal tax
rate. Tax levy rate reductions in recent years were made possible by prudent debt strategies,
operational efficiencies, and an increase in the taxable percentage of residential properties
determined at the state level. The last of these trends is not expected to continue, in fact, the
taxable percentage of existing properties will likely decline with the combination of decreasing
taxability of multi-family properties and the downward pressure on residential taxable values
from the 3% growth limitation and peaking agricultural values.
FY2012 FY2013 FY2014 FY2015 FY2016 FY2017
City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,493 $7,462
$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
$1,459 over a six year period
20
Below is a detailed breakdown of the City’s property tax asking for fiscal year 2016-2017
compared to the previous year:
LEVIES
FY2016 FY2017
Dollars
Tax Rate
Dollars
Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $25,111,399 8.100 $26,746,537 8.100
Transit $2,945,164 0.950 $3,136,939 0.950
Tort Liability $906,056 0.290 $959,045 0.290
Library $837,047 0.270 $891,551 0.270
Subtotal: $29,799,666 9.610 $31,734,072 9.610
Agland Levy $4,771 3.004 $5,127 3.004
General Fund Property Taxes $29,804,437 $31,739,199
Special Revenue Levies:
Employee Benefits $9,652,480 3.113 $10,382,114 3.144
Subtotal: $9,652,480 3.113 $10,382,114 3.144
Debt Service $12,312,386 3.928 $12,919,875 3.828
Total City Levy Property Taxes: $51,769,303 16.651 $55,041,188 16.583
% Change from prior year 0.86% -0.32% 6.32% -0.41%
SSMID Levy $264,683 2.000 $289,036 2.000
Total Property Taxes $52,033,986 ---- $55,330,224 ----
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Iowa City Tax Rate 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583
Percent Change ‐2.41%‐0.03% 2.43% 0.77%‐0.54% 0.48%‐3.21%‐2.69%‐0.60%‐0.32%‐0.41%
$12.00
$13.00
$14.00
$15.00
$16.00
$17.00
$18.00
Iowa City Property Tax Rate Trend
21
On the expense side, General Fund operations largely consist of personnel related expenses. In
the fiscal year 2016-2017 budget, an estimated 72% of General Fund expenditures are
personnel related. A complete view on General Fund expenditures by category can be viewed in
the following pie chart.
Efforts to control General Fund expenses in recent years have struggled to keep up with rising
salary and benefit costs.
The General Fund budget provides funding for many of the City’s core services including Parks
& Recreation, Library, and Public Safety. The budget incorporates programs and initiatives
intended to address each of City Council’s strategic plan priorities, including those that meet
sustainability, inclusivity, and social justice goals. Staff remains committed to identifying
efficiencies that strengthen our operation while continuing to provide the services our
community expects. Items of note in the General Fund budget include:
Funding for an intern in the Sustainability Office and increased hours for part-time
historic preservation staff.
Increased funding for nonprofit agencies through the Human Rights Office and the
creation of an Iowa City social service endowment fund with the Community Foundation
of Johnson County.
Funding for additional bus shelters, bicycle facilities, and a bike master plan update.
The budget incorporates various fee increases approved by Council for the Parks and
Recreation Department in December of 2015 and includes funds to update the
Department’s 2008 Parks and Recreation Master Plan.
Business incentives to positively affect employment opportunities for persons of color
and youths
Enhanced street tree planting program
Enterprise / Business Fund Highlights
Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining,
or without the need for subsidy from property taxes or revenue sources other than fees collected
Personnel
72%
Services
18%
Contingency
1%
Supplies
3%
Capital Outlay
5%
Other Financial
Uses
1%
General Fund Expenditures by Category
excludes transfers
22
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
6/30/17
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2017
Unassigned
Balance as
% of Exp &
Trans Out
Parking 5,625,275 3,490,001 628,364 11,881,504 5,885,583 5,995,921 145.59%
Transit 7,120,613 3,408,464 10,251,640 186,000 5,157,813 863,251 4,294,562 41.14%
Wastewater
Treatment 12,588,588 4,656,246 10,593,521 6,931,246 20,079,801 9,422,517 10,657,284 60.81%
Water 9,111,655 2,020,178 8,558,937 3,437,303 10,152,866 4,247,910 5,904,956 49.22%
Refuse
Collection 3,173,900 3,142,730 1,163,183 1,163,183 37.01%
Landfill 5,977,982 1,094,208 4,505,413 1,665,844 25,155,345 23,410,898 1,744,447 28.27%
Airport 359,500 113,209 372,709 270,800 440,185 100,000 340,185 52.86%
Stormwater
Management 1,516,221 624,077 615,000 1,282,644 1,282,644 103.52%
Housing
Authority 8,501,333 7,655,761 46,087 7,081,683 3,012,175 4,069,508 52.84%
Each of the City's enterprise funds are in varying, yet stable conditions. This budget includes an
increase in the Stormwater Utility fee of $1.00 per ERU per month. This fee increase will help
fund $100,000 in FY2016-2017 to create a natural area inventory and management plan for the
City and necessary infrastructure maintenance. Stormwater Fund transfers to the capital
improvements fund are budgeted at $914,279 in fiscal year 2016 and $615,000 in fiscal year
2017 for storm sewer maintenance projects. The fee increase is expected to generate an
additional $327,710 in revenue.
Internal Service Fund Highlights
Internal Service Funds serve needs that are internal to the City as an organization. The
budgeted revenues, expenditures and corresponding fund balances are detailed in the following
table.
Fund Estimated
Revenues
Budgeted
Expenditures
Transfers
Out
Est Fund
Balance,
6/30/2017
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2017
% of Exp &
Trans Out
Equipment 6,379,763 4,809,294 1,100,000 11,904,005 8,846,716 3,057,289 51.74%
Risk Management
Loss Reserve 1,623,145 1,571,941 3,494,455 3,494,455 222.30%
Information
Technology 2,150,510 2,108,294 500,000 1,996,977 816,708 1,180,269 45.25%
Central Services 269,844 251,840 617,481 617,481 245.19%
Health Insurance
Reserve 8,027,508 8,002,151 10,607,319 4,541,076 6,066,243 75.81%
Dental Insurance
Reserve 382,627 375,896 167,958 167,958 44.68%
23
All funds are in good condition with healthy balances. Strong balances create reserves that can
provide flexibility to deal with unexpected costs or opportunities.
Capital Improvement Plan Highlights
The capital budget for fiscal year 2016-2017 totals $39,845,520 and the five year Capital
Improvement Plan (CIP) totals $175,580,892. The majority of CIP projects in the five year period
improve the local transportation network and municipal utility system. The five year program
continues to reflect the City Council’s priorities established in previous fiscal years.
As funding allows, non-committed dollars are directed toward critical infrastructure projects and
initiatives that address the City Council’s strategic plan priorities. Of particular note is the use of
the funds collected through the flood mitigation local option sales tax that was in place from
2009-2013. This 1% sales tax generated approximately $35 million for the expansion of the
South Wastewater Treatment Plant and the Gateway Project. The wastewater project has been
completed; the Gateway Project will begin construction in 2016.
Staff is projecting general obligation bond issues of $9.67 million in 2016, $14.45 million in
2017, and $13.72 million in 2018 including 2% for bond issuance costs. The use of general
obligation bonds is required in order to carry out the projects that are being recommended. The
level of bonding projected is well below the thresholds established by the State of Iowa and is
consistent with Iowa City’s own internal debt policies.
Streets, Bridges, and
Traffic Engineering
63%
Water/Wastewater/
Stormwater
10%
Landfill
1%
Transit & Parking
12%
Culture & Rec
8%
Public Safety
2%
Airport
2%
Community &
Economic Development
2%
Capital Improvement Projects by Category 2016-2020
24
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 2016-2017. Projected costs include those already incurred
in prior years and costs anticipated in future years. Capital improvements utilize multiple funding sources.
Flood Recovery and Mitigation
Gateway project ($53.4 million)
Critical Infrastructure Need / Committed Projects
Annual Pavement Rehabilitation ($7.5 million)
Washington Street Reconstruction ($5.3 million)
American Legion Rd. - Scott to Taft ($7.8 million)
Annual Sewer Main replacement ($2.5 million)
Mormon Trek and Benton Intersection/Road Diet ($1.2 million)
Strategic Economic Development Activities
Towncrest Area Redevelopment ($0.6 million)
Riverfront park at former wastewater site ($1.0 million)
A Strong Urban Core
1st Ave / IAIS RR Crossing Grade Separation ($4.5 million)
Parking facility restoration repair ($1.4 million)
Riverside Drive pedestrian tunnel ($1.5 million)
Burlington/Madison intersection and median ($2.3 million)
Burlington/Clinton intersection improvements ($1.1 million)
Black Hawk Mini Park/Pedestrian Mall ($2.3 million)
East/West Wing Pedestrian Mall Reconstruction ($4.2 million)
Healthy Neighborhoods
Annual Complete Streets Improvements ($1.2 million)
Elementary school recreation facility partnership ($0.8 million)
Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items
Multiple neighborhood park improvements (Frauenholtz-Miller, Pheasant Hill,
Creekside, Highland)
Debt Service
The State of Iowa limits City debt to no more than 5% of the total assessed value of taxable
property within the corporate limits as established by the City Assessor. The budget anticipates
an outstanding debt of $58.96 million at FY2016-2017 year end, which is 1.1% of total
valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is
carrying debt equal to roughly 22.0% of the allowable level. The following chart provides a
historical view of Iowa City’s debt in relation to the allowable debt level.
25
Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30% of the
total property tax levy. The FY2016-2017 budget includes a debt service levy that is
approximately 23% of the total levy.
The budget continues to reflect prudent borrowing practices, which help preserve financial
flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has
worked to reduce its debt load, which in turn has allowed the City to devote more financial
resources to service delivery and fewer resources to interest payments. Recent early bond
redemptions include $5.2 million in FY13, $3.8 million in FY15, $2.1 million in FY16, and a
planned $3.1 million in FY17. These redemptions will reduce future debt service payments by a
total of over $2 million.
Issues on the Horizon
This year’s budget was again developed with an understanding that revenue sources in future
years will be dramatically affected by 2013 reforms at the state level concerning commercial
property taxes, the tax classification of multi-family buildings, and the allowable growth
percentage. The statewide changes will disproportionately affect growing communities with
large multi-family residential markets like Iowa City.
Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on
property tax revenue and ensure services are being delivered in the most efficient manner
possible. Prudent financial decisions in recent years, including those that streamline operations
and reduced debt loads has provided the City some flexibility in dealing with declining property
tax revenue, however, in order to maintain services at or near current levels this level of
planning must continue. To do otherwise is to risk precipitous drops in service levels or rapidly
increasing tax rates as the effects of state reforms are fully realized.
This budget continues the policy of contributing general fund balance in excess of 30% of
expenditures to the emergency fund. The emergency fund is in part intended to be available in
the event that the state does not continue backfill funding. Other potential uses for such
emergency funds include disaster relief and mitigation funding; health care, insurance, or
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
26
pension funding anomalies or emergencies; the avoidance of any defaults from the payment of
long term or bonded debts; or any other financial emergency declared by the City Council.
With the decreasing taxable percentage of commercial property, property tax rate increases
would disproportionately affect residential property owners. Thus, covering the entire revenue
shortfall through tax rate increases is not the most desirable option. Rather, it is more realistic
that a combination of expense reductions and revenue enhancements will need to be
considered by the community.
The City’s enterprise funds are in stable condition. Recent and ongoing capital investments in
Water and Wastewater plants will provide a solid utility foundation; however aging distribution
infrastructure has necessitated a review of fees. Water rates were increased in fiscal years 2015
and 2016; this budget includes an increase in the Stormwater Utility fee.
From a capital investment standpoint, years of increasing construction costs and deferred
maintenance during flood recovery make it imperative that the City invests in street
rehabilitations, water main repair and replacement, park and recreation facility maintenance,
and similar ongoing preventative maintenance projects that improve services and pay financial
dividends in the long run. This budget includes a significant increase in street maintenance
funds.
Conclusion and Acknowledgements
This budget document reflects Iowa City’s focus on providing high quality municipal services in
a fiscally responsible manner. It was crafted with guidance provided by the City Council through
the Strategic Plan.
The City’s financial condition remains strong and our reserve levels provide sufficient flexibility
in the event of unexpected conditions. Activities associated with further recovery from the recent
recession and rebuilding from the 2008 flood are projected to provide economic stability in the
region. While property tax reform will create funding challenges in the upcoming years, with
proper planning and realistic priority setting the City will be in a position to achieve our long-term
goals.
In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads,
supervisors, and staff in submitting responsible spending plans for the coming year. I would like
to specifically recognize the efforts of the Finance Department, led by Director Dennis
Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget
Analysts Deb Mansfield and Nick Schaul, and Administrative Secretary Cyndi Ambrose. The
compilation of this complex document requires a significant amount of work, which was largely
performed by these four employees in the Finance Department.
Sincerely,
Thomas M. Markus
City Manager
27
City of Iowa City, Iowa
Strategic Plan
Strategic Plan and the Budget
This Fiscal Year 2017 budget was prepared with a strategic plan serving as a guide. 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 the City Council’s strategic plan goals, and
2. Direct discretionary funding to projects and initiatives that directly align with the stated
priorities of the Strategic Plan, and
3. Continue to strengthen the City’s strong financial foundation and enhance the budget
document through the incorporation of best practices in the industry.
During the Fiscal Year 2017 budget process, the strategic plan was modified or updated, and
the City Council’s top priorities changed. The strategic plan priorities in place during the budget
preparation were as follows:
Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to:
• Healthy Neighborhoods
• A Strong Urban Core
• Strategic Economic Development Activities
• A Solid Financial Foundation
• Enhanced Communication and Marketing
The following is a summary of the new strategic plan priorities and initiatives that was adopted
by the City Council along with the Fiscal Year 2017 budget. Department and division goals,
objectives, and measures will be updated and modified to incorporate the changes to the
strategic plan priorities and initiatives in future budget documents.
Priorities
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City.
1. Promote a Strong and Resilient Local Economy
2. Encourage a Vibrant and Walkable Urban Core
3. Foster Healthy Neighborhoods throughout the City
4. Maintain a Solid Financial Foundation
5. Enhance Community Engagement and Intergovernmental Relations
6. Promote Environmental Sustainability
7. Advance Social Justice and Racial Equity
28
Projects, Programs, Policies and Initiatives
Promote a Strong and Resilient Local Economy
Identify how the City and local partners can effectively market and grow the local foods
economy
Review and consider amending the City’s Tax Increment Finance (TIF) policy
Promote neighborhood commercial districts and build stronger relations with business
owners throughout the community
Work closely with the University of Iowa and Kirkwood Community College on future
facilities and economic development opportunities, especially in the Riverfront Crossings
District
Work closely with the ICCSD, Kirkwood Community College, labor organizations, Iowa
Works and others to explore the feasibility of an industrial arts/crafts facility in Iowa City
Proactively seek opportunities to facilitate development of our interstate entryways in a
manner consistent with this strategic plan
Develop programs aimed to enhance small business development and retention with a
focus on diverse communities
Encourage a Vibrant and Walkable Urban Core
Consider creating a new City Council committee with a focus on the sustainable built
environment
Support historic preservation efforts
Initiate public dialogue about the meaning and importance of a walkable neighborhood
and how to achieve it
Encourage diverse housing types and price points for a variety of income levels
Foster Healthy Neighborhoods throughout the City
Consider amending the City’s Annexation Policy to require the provision of affordable
housing in residential/mixed-use areas
Evaluate the implementation of a Form Based Code in one or two parts of the
community
Develop strategies to diversify the membership of neighborhood associations
Substantially improve access and use of public spaces through improvements to
sidewalks, streetscapes, parks, and schools
Maintain a Solid Financial Foundation
Continue to monitor the impact of the 2013 property tax reform and evaluate alternative
revenue sources as determined necessary
Continue to build the City’s Emergency Fund
Monitor potential changes to Moody’s rating criteria and maintain the City’s Aaa bond
rating
Continue to reduce the City’s property tax levy
Maintain healthy fund balances throughout the City’s diverse operations
29
Enhance Community Engagement and Intergovernmental Relations
Provide timely and appropriate input on the ICCSD’s planned 2017 bond referendum
Televise regular City Council work sessions
Significantly improve the Council and Staff’s ability to engage with diverse populations
on complex or controversial topics
Promote Environmental Sustainability
Raise Iowa City’s Bicycle Friendly Community status from Silver to Gold by 2017 and
aspire toward a Platinum status in the future
Evaluate and consider implementation of a plastic bag policy
Undertake a project in FY 2017 that achieves a significant measurable carbon emission
reduction
Set a substantive and achievable goal for reducing city-wide carbon emissions by 2030,
and create an ad-hoc climate change task force, potentially under an umbrella STAR
Communities committee, to devise a cost-effective strategy for achieving the goal
Collaborate with community partners on sustainability efforts
Advance Social Justice and Racial Equity
Develop and implement a racial / socioeconomic equity review toolkit
Support the Housing First initiative and other local homeless efforts including the
temporary winter shelter
Consider creating a City Council committee with a focus on social justice and racial
equity
Evaluate initiatives to effectively engage the community’s youth
Identify and Implement an achievable goal to reduce disproportionality in arrests
Create a racial equity grant program
Develop a partnership with the University of Iowa and other key stakeholders that will aid
efforts to recruit and retain a greater minority workforce
Identify a substantive and achievable goal for the provision of affordable housing in Iowa
City and implement strategies to achieve this goal
30
City of Iowa City
Other Planning Processes
Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa
City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a
strategy for realizing the vision and sets policies for the growth and development of specific
geographic areas of the city. The Comprehensive Plan guides decisions on planning and
development issues as they arise. The plan evolves as amendments are made.
The plan divides the community into ten planning districts. Detailed plans will be conducted for
each planning district to address the unique issues, features and goals of the different parts of
the city. This process involves extensive citizen participation so that the people of Iowa City help
determine the future of their community. Once adopted by the City Council, the district plans
become part of the Iowa City Comprehensive Plan.
Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation
needs of the greater Iowa City community. This strategic plan is to guide the direction of the
Iowa City Municipal Airport and is updated every five years. Through implementation of the
1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be
maintained and upgraded to comply with the latest safety features and Federal Aviation
Administration regulations.
Fire Strategic Plan - In an effort to work toward self-improvement, the Iowa City Fire
Department (ICFD) contracted with the Center for Public Safety Excellence (CPSE) to facilitate
a method to document the department’s path into the future - this resulted in the development
and implementation of a “Community-Driven Strategic Plan.” The strategic plan was written in
accordance with the guidelines set forth in the CFA I Fire & Emergency Service Self-
Assessment Manual 8th Ed., and is intended to guide the organization within established
parameters set forth by the authority having jurisdiction.
The CPSE utilized the Community–Driven Strategic Planning process to go beyond just the
development of a document. It challenged the membership of the ICFD to critically examine
paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the
best interest of the “team.” Furthermore, it provided the membership with an opportunity to
participate in the development of their organization’s long-term direction and focus. Members of
the department’s external and internal stakeholders’ groups performed an outstanding job in
committing to this important project and remain committed to the document’s completion.
The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission
statement that provides the agency with a clear path into the future. Additionally, this strategic
plan identifies the core values that embody how the agency’s members, individually and
collectively, will carry out the agency’s mission. In the following pages, the ICFD identifies its
goals, objectives, and strategies that will allow the agency to realize its vision.
31
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
community-driven plan establishes a clear direction to guide city staff, advisory committees, and
elected officials in their efforts to enhance the community’s parks system, open space, trails,
recreation facilities, programs, and services.
Iowa City Public Library Strategic Plan – The Library’s strategic plan establishes the library’s
long range values, objectives, and goals. The plan also establishes three primary goals
including connecting people to information essential for daily living and offering them
opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater
participation in community life; and contributing to the quality of life in Iowa City by offering
opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The
library strategic plan is updated every five years.
Long Range Transportation Plan - The Long Range Transportation Plan is the transportation
vision for the community in the same way that a comprehensive plan is the land use vision for a
municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision
laws in a municipality, and the long range transportation plan should provide a similar basis for
the programming of projects for all modes of transportation, specifically federally-funded
transportation. The Long Range Transportation Plan should be consistent with the land use
plans of individual entities that belong to Metro Planning Organization of Johnson County
(MPOJC). The Long Range Transportation Plan is subject to a public comment process which
assures that members of the public have had adequate opportunity to comment on the
provisions of the proposed plan. The Plan should reflect priorities for the community that can be
translated into politically and financially feasible transportation projects.
Metro Bicycle Master Plan - The Metro Planning Organization of Johnson County (MPOJC)
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.
32
City of Iowa City
Organization Chart
Community
City Manager
City Manager
Communications Office
Human Resources
Human Rights
Airport
Airport Operations
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
Finance
Administration
Accounting
Purchasing
Revenue
Risk Management
Information Technology
Services
Senior
Center
Neighborhood &
Development Services
Administration
Development Services
Neighborhood Services
Economic Development
Metropolitan Planning
Organization of Johnson County
Public Works
Administration
Engineering
Streets
Wastewater
Water
Storm Water
Equipment
Transportation &
Resource
Management
Administration
Parking
Public Transportation
Landfill
Refuse Collection
City Council
Appointed
Departments
& Divisions
Elected
City Manager
City Clerk
City Attorney
33
City Clerk: Marian Karr
Office Location: 410 E. Washington St.
Phone: (319) 356-5043
Boards and Commissions:
The Community Police Review Board, based on a community initiative, was established in
1997. The board reviews police policies, procedures, and practices and may recommend
modifications to them. The CPRB also reviews reports prepared after investigation of
complaints about alleged police misconduct and then issues its own written report. The Board is
also required to maintain a central registry of complaints and holds at least one community
forum each year for the purpose of hearing the community’s views on the policies, practices and
procedures of the Iowa City Police Department.
City Clerk Personnel:
FY2015 FY2016 FY2017
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 Community Police Review Board (CPRB).
34
City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356-5030
City Attorney Personnel:
FY2015 FY2016 FY2017
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.
35
City Manager: Tom Markus
Office Location: 410 E. Washington St.
Phone: (319) 356-5010
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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Boards and Commissions:
The Human Rights commission’s duties include:
1. Disseminating information to educate the public on illegal discrimination and civil rights,
such as organizing and facilitating educational public forums that address one or more of
the broad range of topics included within the rubric of human rights
2. Making recommendations to the City Council for such further legislation concerning
discrimination as it may deem necessary and desirable
3. Cooperating within the limits of any appropriations made for its operation with other
agencies or organizations both public and private whose purposes are not inconsistent
with those of Title 2 of the City Code (Human Rights Ordinance)
4. Planning programs and activities designed to eliminate racial, religious, cultural and
other intergroup tensions including but not limited to sex, color, creed, disability, gender
identity, sexual orientation, marital status, age and national origin.
The Civil Service Commission approves all entrance and promotional examinations used by the
City of Iowa City for civil service positions; holds appeal hearings involving the suspension,
demotion, or discharge of employees holding civil service rights. Ascertains to the best of its
ability the facts of the case to determine matters involving the rights of civil service employees
and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa.
The Telecommunications Commission serves as a review board to resolve disputes between
any subscriber or potential subscriber and the cable company; reviews and audits reports by the
cable company to the City as required by the Cable Television Ordinance; works with the public,
the media, the City, and the cable company for the purpose of making recommendations on
various issues; monitors and promotes community programming and the use of the local access
channels by a wide range of individuals, institutions, and organizations; informs and educates
citizens on matters related to cable TV and other communications systems; and monitors and
reviews State and Federal legislative and regulatory action or change.
City Manager Personnel:
FY2015 FY2016 FY2017
Total FTEs 16.63 15.50 15.50
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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:
FY2015 FY2016 FY2017
Total FTE’s 35.18 35.78 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 Risk Management division is responsible for managing the City’s property and casualty
risks and selecting prudent and cost effective solutions to minimize the financial impact of losses
to the City. Risk Management also coordinates the City’s safety and OSHA programs.
The Information Technology Service (ITS) division provides server management, legacy
system management, software development, system integration, desktop computer
management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
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Police Chief: Chief Sam Hargadine
Office Location: 410 E. Washington St.
Phone (Front desk/non-emergency): (319) 356-5275
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.
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Police Department Personnel:
FY2015 FY2016 FY2017
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.
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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:
FY2015 FY2016 FY2017
Total FTE’s 64.00 64.00 64.00
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Parks & Recreation Director: Juli Seydell Johnson
Parks Division Office Location: 2275 South Gilbert Street
Phone: (319) 356-5107
Recreation Division Office Location: 220 South Gilbert Street
Phone: (319) 356-5100
PARKS & RECREATION
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:
FY2015 FY2016 FY2017
Total FTEs 44.25 43.75 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 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 a center of community life that connects people of all ages
with information, engages them with the world of ideas, and with each other, and enriches
the community by supporting learning, promoting literacy, and encouraging creativity.
The Library values and is committed to: intellectual freedom, excellence in customer
service, community building, working collaboratively, minimizing barriers to use, providing a
welcoming environment, and a well-trained staff.
DEPARTMENT DESCRIPTION
The Iowa City Public Library is the busiest public library building in the state of Iowa. On
average, over 244 people enter the building every hour and an average of over 4,300 items
are checked out each day. Five public meeting rooms are booked more than 2,100 times a
year for a variety of community uses. Programs for children are offered almost every day
and in-house computer and wireless use is over 211,000 per year. Online access at
www.icpl.org makes collections and information available 24/7.
Iowa City Public
Library Divisions:
Library Operations
Library Foundation
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Boards and Commissions:
Nine-member Library Board of Trustees appointed by the City Council with powers to set
policy, employ a Director and staff, expend tax funds allocated by the City Council, contract
with other jurisdictions, and receive and spend gift funds and other revenues.
Library Personnel:
FY2015 FY2016 FY2017
Total FTEs 45.63 44.77 46.17
The Library is governed by a semi-autonomous nine-member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and objectives,
direct the use of monies appropriated or gifted to the Library, and to employ staff.
Services are offered to residents of Iowa City and, through contract, residents of University
Heights, Hills, Lone Tree, and rural Johnson County. Reciprocal agreements with other
public libraries across Iowa provide for a sharing of services through the Open Access
Program.
Approximately 82% of funding comes from Iowa City tax support which includes a voter
approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include
contracts for service, library fines, gifts, and building rent.
The Iowa City Public Library is separated into two budgetary divisions: Library Operations
and the Library Foundation. Operations accounts for Library programs, services, materials,
and building maintenance. The Library Foundation’s budget accounts for personnel costs in
the Iowa City Public Library Friends Foundation Development Office. These expenditures
are fully reimbursed by the Foundation.
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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:
FY2015 FY2016 FY2017
Total FTEs 6.50 6.50 7.00
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
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 Neighborhood Services
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.
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Metropolitan Planning Organization of Johnson County (MPOJC)
The MPOJC is the County-wide planning organization for Johnson County, Iowa. Assistance is
provided to MPOJC member agencies in three specific program areas: transportation planning,
transportation assistance to small communities, and general human service issues.
Boards and Commissions:
The Planning and Zoning Commission is charged with drafting and implementation of the
zoning code and subdivision regulations in accordance with the Comprehensive Plan.
Commission members review annexations and requests for rezoning and subdivision;
making a final recommendation to City Council.
The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
The Public Art Advisory Committee administers the Public Art Program by determining the
placement of public art, the type of art to be used in a specific project, and the artist to be
engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and
disposition of public art; and overseeing expenditures of the Public Art Program budget.
Housing and Community Development Commission assesses and reviews policies and
planning documents related to the provision of housing, jobs, and services for low and
moderate income residents, reviews policies and programs of the Neighborhood Services
division and makes recommendations regarding the use of public funds to meet the needs
of low and moderate income residents. The Commission also seeks public participation in
assessing needs and identifying strategies to meet these needs.
The Board of Appeals holds appeal hearings on and determines the suitability of alternate
materials and methods of construction and to provide for reasonable interpretation of the
International Building Code, International Residential Uniform Plumbing Code, National
Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building
Code and the Iowa City Housing Code.
Neighborhood & Development Services Personnel:
FY2015 FY2016 FY2017
Total FTEs 41.27 41.37 40.42
Neighborhood & Development Services is a new department beginning in FY2016. The old
departments of Housing & Inspection Services and Planning & Community Development were
combined.
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Public Works Director: Ron Knoche
Administrative Office Location: 410 E. Washington St.
Phone: (319) 356-5138
PUBLIC WORKS
Public Works Department Divisions
General Fund:
Administration ● Engineering
Special Revenue:
Streets Operations (Road Use Tax Fund)
Enterprise:
Wastewater Treatment ● Water
Storm Water
Internal Service:
Equipment
MISSION STATEMENT
The Public Works Department exists to provide the essential infrastructure and services
necessary for the health, safety, and welfare of our community. These services are provided
in a manner that will enhance the quality of life of our citizens today and for generations to
come.
DEPARTMENT DESCRIPTION
The Public Works Department is comprised of seven operational areas which operate from
various locations throughout the city.
The Public Works Administration division manages and coordinates the activities of the
department’s seven divisions.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers and storm water 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:
FY2015 FY2016 FY2017
Total FTEs 154.60 117.15 118.00
The Wastewater Treatment division ensures the public health and safety of the citizens of
Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The
division provides proper care, operation, and maintenance of City wastewater and storm
water collection systems, treatment plants, and the local environment. The division is
supported primarily through user fees.
The Water division is responsible for maintaining clean, safe drinking water for the
community. Because of the many water sources on two water well sites, Iowa City has the
ability to provide an excellent blend of high quality water as well as an abundant capacity.
The division produces and distributes high quality water in a quantity sufficient to meet the
residential, commercial, industrial, and firefighting needs of the City. The division is
supported primarily through user fees.
The Storm Water Management division is administered by the Engineering Division of the
Public Works Department. The City of Iowa City has developed programs to reduce the
discharge of pollutants carried by storm water into our local waterways. Revenue to support
its mission is derived from monthly storm water 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 & Resource
Management 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 & RESOURCE MANAGEMENT
Transportation &
Resource Management
Department Divisions:
General Fund:
Administration
Enterprise Funds:
Parking
Public Transportation
Refuse Collection
Landfill
MISSION STATEMENT
The Iowa City Transportation & Resource Management Department is committed to providing
convenient, safe and courteous service to the citizens and visitors of Iowa City.
DEPARTMENT DESCRIPTION
The Transportation & Resource Management Department manages the City’s Parking, Public
Transportation, Refuse Collection and Landfill divisions. All divisions are self-supporting enterprise
funds with the exception of the Administration division that is located in the General Fund. The
Public Transportation division was transferred out of the General Fund and into its own enterprise
fund starting in fiscal year 2013.
The Administration division manages the activities of the four divisions and also oversees the
Central Business District maintenance operations.
The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp
operations. The division oversees the operation of four parking structures with 2,486 off-street
spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter
spaces.
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Transportation & Resource Management Personnel:
FY2015 FY2016 FY2017
Total FTEs 77.50 107.61 106.76
The Public Transportation division consists of Administration, Mass Transit Operations, Fleet
Maintenance, and Court Street Transportation Center management. The division operates and
maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting
with Johnson County SEATS for paratransit service. The Court Street Transportation Center is
maintained and operated by the Transit Division.
The Refuse Collection division protects the health safety and welfare of our community by
providing prompt and safe curbside collection of waste materials. The division is supported
primarily through user fees.
The Landfill division serves Johnson County, Kalona and Riverside. Each year, the landfill takes
in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state
regulations to ensure that environmental protection is in place. The division is supported primarily
through user fees.
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Operations Specialist: Michael Tharp
Location: 1801 S. Riverside Drive
Phone: (319) 356-5045
Boards and Commissions:
The Airport Commission exercises all the powers granted to cities and towns under Chapter 330
of the Code of Iowa, except the power to sell said airport. All funds derived from taxation or
otherwise for airport purposes shall be under the full and absolute control of the Airport
Commission, deposited with the City Treasurer, and disbursed only on the written warrants or
order of the Airport Commission.
AIRPORT
MISSION STATEMENT
The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of
Iowa City and to meet the needs of its stakeholders.
DEPARTMENT DESCRIPTION
Iowa City’s Municipal Airport is a general aviation airport located in the southwest part of
Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113
pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation
airports in the state.
A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight
instruction, and charter services. The airport has approximately 30,000 take-offs and
landings and sells over 270,000 gallons of jet fuel and aviation gasoline to aircraft operators
annually.
Airport staff is responsible for daily operation and maintenance of all airport facilities,
including 59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and
equipment. The Operations Specialist staffs an administrative office, manages leased areas
and contracts, plans and oversees airport-related capital improvements.
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The Airport Zoning Commission’s duties are:
1. To recommend amendments to the current Iowa City Airport Zoning regulations,
including the repeal thereof.
2. To recommend the adoption of new Airport Zoning regulations.
The Airport Zoning Board of Adjustment’s duties are:
1. To hear and decide appeals where it is alleged there is an error in any order,
requirement, decision or determination made by an administrative official in the
enforcement of the Airport Zoning Chapter.
2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon
which such board is required to pass under the Airport Zoning Chapter.
3. To authorize upon appeal in specific cases such variance from the terms of the Airport
Zoning Chapter as will not be contrary to the public interest, where owing to special
conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result
in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be
observed and substantial justice done.
Airport Personnel:
FY2015 FY2016 FY2017
Total FTEs 1.00 1.00 1.00
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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
Affordable Housing
(2500)
Cable Television
(78**)Project Green (9102)
Peninsula Apartments
(2510)
Public Housing
Authority (79**)
Tax Increment
Financing (26**)
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 program areas: general government, public works, public safety, culture and
recreation, community and economic development, and health and social services.
Special Revenue funds account for proceeds from specific sources (other than those
accounted for within capital projects funds) which are usually required by law or regulation
to be accounted for in separate funds and to be expended for specific purposes. Examples
include the employee benefits tax levy; Community Development Block Grant (CDBG),
Road Use Tax receipts; membership contributions to the Metropolitan Planning
Organization of Johnson County (formerly known as JCCOG), taxes generated for a Self-
Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF)
property tax receipts.
The Debt Service Fund accounts for principal and interest payments on the City’s
general long-term debt. Funding is provided by the debt service property tax levy,
transfers from Water Operations, and loan repayments.
Capital Project funds account for the acquisition and/or construction of major facilities
and assets in excess of $25,000.
Permanent funds account for resources in which the entity is restricted to expending
earnings and not principal for purposes that support a specific program. The City has one
permanent fund, the Perpetual Care fund, which supports the City’s cemetery.
Proprietary Funds
Enterprise funds are primarily self-supporting in that they are financed by program and/or
user fees for the services provided. Such functions for the City of Iowa City include
Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm
Water Management. The Airport and Iowa City Housing Authority are also classified as
enterprise funds. The Iowa City Housing Authority’s primary funding source is through the
Department of Housing and Urban Development (HUD)’s federal grant and voucher
programs. The Transit and Airport funds both receive an operating subsidy from the
General Fund. Cable Television operations were reclassified as part of the General Fund
in fiscal year 2016.
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Internal Service funds (non-budgetary) are also self-supporting and financed on a cost-
reimbursement basis through charges to the departments and divisions (budgetary units)
which utilize their goods and services. Such activities are not reportable, based on the
State of Iowa’s budget filing requirements, nor are they reflected in the government-wide
financial statements. These funds are also not included in the Major fund determinations.
Funds in this category include Equipment, Information Technology Services, Risk
Management, Central Services, and the Health and Dental Reserves.
Fiduciary Funds
Agency funds (non-budgetary) are fiduciary funds that account for resources held for
the benefit of parties outside the city government. For this reason, agency funds are not
appropriated through the budget process, nor are they reflected in the government-wide
financial statements. The City has one agency fund presented, Project Green. Agency
funds do not report revenues and expenditures; they only report assets and liabilities.
Major Funds
During the preparation of the City’s Comprehensive Annual Financial Report, (CAFR), funds are
evaluated based upon the level of their assets, liabilities, revenues, and expenditures/expenses
to determine whether or not they are a major fund. Governmental accounting standards sets
forth the following minimum provisions for determining which governmental and enterprise
funds to treat as a major fund:
The City’s main operating fund, the General Fund is always reported as major. Other funds
would be classified as major if the following two conditions are met:
1. Total assets, liabilities, revenues, or expenditures/expenses of the individual
governmental or enterprise fund are at least 10 percent of the corresponding total of all
funds of that category; and
2. Total assets, liabilities, revenues or expenditures/expenses of the individual
governmental or enterprise fund are at least 5 percent of the total for all governmental and
enterprise funds combined.
If a fund is determined to be a major fund, its financial information is reported separately in the
City’s CAFR and cannot be reported in aggregate with other nonmajor funds of its fund
category (governmental or enterprise). For budgetary presentation, all of the City’s funds are
presented individually.
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City Council Neighborhood & Development Services
NDS Administration
Development Services
City Clerk Neighborhood Services
Economic Development
City Attorney
Parks & Recreation
City Manager Parks & Recreation Administration
City Manager Recreation Administration
Communications Office Park Maintenance
Human Resources Cemetery Operations
Human Rights
Finance Library
Finance Administration Library General
Accounting Library Foundation
Purchasing
Revenue Senior Center
Police Public Works
Police Administration Public Works Administration
Police Administrative Services Engineering Services
Police Field Operations
Fire Transportation & Resource Management
Fire Administration Transportation & Resource Management
Fire Emergency Operations Administration
Fire Prevention
Fire Training
Debt Service
Finance
Finance Administration
Departments & Divisions by Fund
General Fund
Debt Service Fund
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CDBG Fund Affordable Housing Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
HOME Grant Fund Peninsula Apartments Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
Road Use Tax Fund Tax Increment Financing Fund
Public Works Neighborhood & Development Services
Streets Operations Economic Development
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 & Resource Management Transportation & Resource Management
Parking Operations Landfill Operations
Transit Fund Airport Fund
Transportation & Resource Management Airport
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 Transportation & Resource Management
Water Operations Refuse Collection
Cable Television Housing Authority Fund
City Manager Neighborhood & Development Services
Communcations Office Neighborhood Services
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
65
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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
7
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PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for Fiscal Years 2016 through 2018, which begins July 1
and ends June 30. The Financial Plan includes the current year revised budget (Fiscal
Year 2016), the one-year annual budget as required by Iowa Code (Fiscal Year 2017),
and provides an additional projection year (Fiscal Year 2018) 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 budgets for
the proprietary funds: enterprise and internal service funds. Internal service fund activities
are considered non-budgetary in that they are not formally appropriated, reported to the
State of Iowa or included in the adopted budget resolution approved by City Council each
year. This is in accordance with the state’s filing requirements. Financial summaries for
“All Funds” exclude these non-budgetary funds.
Budget projections are summarized by major revenue and expenditure categories within
each division. A separate multi-year Capital Improvements Program (CIP) shows
budgeted revenue and expenditures for years 2016 through 2020.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the City’s
Fiscal Year 2017 budget for all funds and fund types including proprietary funds. Fiscal
Year 2015 was the City’s first budget using the modified accrual basis of accounting,
whereas prior year budgets were prepared using the cash basis of accounting. The
modified accrual basis of accounting used in the preparation of the Fiscal Year 2017
budget is similar to the accounting basis used in 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
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the balance sheet. Under the modified accrual basis, revenue is recognized when
susceptible to accrual, which is in the period in which it becomes both available (collectible
within the current period or soon thereafter to be used to pay liabilities of the current
period) and measurable (the amount of the transaction can be determined). Revenue
accrued includes property taxes, intergovernmental revenue, and interest earned on
investments (if they are collected within 60 days after the year-end). Expenditures are
recorded when the related fund liability is incurred. Principal and interest on long-term
debt, as well as expenditures related to compensated absences and claims and
judgments, are recorded only when payment is due. This basis differs from that used in
the CAFR for the government-wide financial statements and the proprietary fund
statements.
The government-wide financial statements and the proprietary fund statements are
accounted for on the flow of economic resources measurement focus and use the accrual
basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus
and use the accrual basis of accounting. Under the accrual method, revenues are
recorded when earned and expenses are recorded at the time liabilities are incurred. The
City applies all applicable Financial Accounting Standards Board pronouncements issued
on or before November 30, 1989, except those that conflict with GASB pronouncements,
in accounting and reporting for these funds.
Annual Preparation Schedule
The City Manager instructs the Department Heads on whether any changes in level of
service can be factored into the proposed financial plan. This is done before the actual
budget process starts. Changes to the financial plan are done annually during the budget
process. All revenue and expenditure estimates are re-evaluated and revised if necessary.
In August each year, the Finance Department meets with Department Directors and
Division Heads to review and discuss their goals and performance measures. These are
reviewed against the City’s long-term strategic plan and updated as necessary. The
Finance Department then collects the data from each division and prepares the
performance measurement results.
In September, forms and instructions are delivered to departments for the annual update
to the Five-Year Capital Improvement Program. The status of prior year projects is
reviewed as well as the long-term debt projections. Updates to projects already in the
Program, requests for new projects including their cost estimate, availability of outside
funding sources, operating impact, and rating score are submitted by departments.
In early October, Department Directors and Division Heads are able to access their
respective budget projections. They can make adjustments to their operating budget
during this time. The Finance Department compiles salary projections, history of each
department/division’s actual line item expenditures, and projected revenues and costs
covered by the Financial Plan. (The Finance Department projects revenues individually
and uses a combination of inflation factors and individual costs to project expenditures.)
During October, the Finance Department produces the preliminary Capital Improvement
Program. This is reviewed through a series of meetings by a Capital Project Review
Committee and modifications are made based on project timing and coordination,
community development, funding availability, and other factors.
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In late October, budget entry is restricted and only accessible to the Finance Department.
The Finance Department issues the proposed Five-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. The Proposed Financial Plan document is then printed.
City Council reviews the Proposed Financial Plan during the month of January.
In February, The Proposed Financial Plan and a memo of Council’s changes are
presented to the public. A public hearing is held at least one week prior to the final
adoption.
In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program
are adopted by the City Council. The State of Iowa requires a one-year budget be
adopted by March 15 of each year. The applicable year in Iowa City’s Three-Year
Financial Plan is adopted as the annual budget to satisfy State requirements. Fiscal Year
2017 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.
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2) The amount of the appropriation may not be lower than the lesser of 1) one
percent of the activity‟s budget, or 2) $5,000.
3) All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
In addition to these carry forward requests, there are many capital improvement projects
that span across fiscal years. These projects must be re-appropriated in accordance with
State budget law. The Finance Department compiles a summary of capital projects and
their remaining, unspent appropriations, and then these unspent project appropriations are
included as part of the budget amendment for the following fiscal year. These two types of
budget carry forwards are the primary basis for the first budget amendment of the year.
The second budget amendment is compiled during the annual budget process. While
department budget requests for the next year are being compiled during the budget
process, departments also submit their revised budget requests for the current year.
These requests help formulate the revised budget for the current year. Revisions to the
current year budget must still comply with the City‟s budget amendment policy. Following
the completion of the next year‟s budget process and approval in March, the second
budget amendment is compiled and submitted for City Council approval.
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 2017 budget forms are included on pages 676 to 682
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, 2015
Finance Department meets with each division to review division performance measures
and goals, and their alignment with City Council strategic plan. Performance
measurement data is compiled and summarized.
September 2, 2015
Capital Improvement Program forms and instructions are distributed to departments.
September 28, 2015
Capital Improvement Program forms are due to the Finance Department.
October 1, 2015
At the department staff meeting, directors will review fiscal policies and priorities, present
special budget issues, distribute budget manuals, and instruct staff on budget
preparation process and schedule.
October 1 – October 23, 2015
Munis system is available for departments to update line item budgets and to add budget
requests for each activity. Finance Department develops personnel budget through
consultation with the Human Resource department and each individual department.
October 9, 2015
Finance Department produces preliminary Five-Year Capital Improvement Program with
project rankings.
October 15, 2015
Capital Improvement Program review committee reviews project requests and rankings;
committee makes amendments to the preliminary Program.
October 23, 2015
Department directors deliver budget summary to City Manager’s office and Finance
Department. Munis financial system is closed for departmental updates.
Finance Department produces amended Five-Year Capital Improvement Program with
updated project rankings.
October 29, 2015
Capital Improvement Program review committee reviews amended program and makes
final Program adjustments.
November 2 – November 20, 2015
City Manager and Finance Director meet with each department to discuss their divisions’
budget requests and submittals, performance measures, and goals.
Finance Department reviews and updates long range financial plans.
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November 21 – December 4, 2015
City Manager’s office reviews budget requests to determine budget issues and
discussion items; a comprehensive summary of significant budget issues is prepared.
The Finance Department combines budget requests and long range financial plans, and
prepares financial summaries.
December 11, 2015
City Manager and Finance Department finalize departmental budget requests, Five-Year
Capital Improvement Program, division goals and performance measures, and long
range financial plans.
December 18, 2015
City Manager and City Council discuss budget process overview, budget environment,
and preliminary budget issues. Preliminary City budget document including the Three-
Year Financial Plan, the Five-Year Capital Improvement Program, and division goals
and performance measures is distributed to City Council.
January 2 – February 2, 2016
City Council meets with City Manager to discuss proposed budget, Capital Improvement
Program, significant budget issues, and to incorporate Council policy preferences.
February 16, 2016
City Council approves notice of public hearing on the proposed Fiscal Year 2017 budget
and revised Fiscal Year 2016 budget.
February 19, 2016
Publication of notice of public hearing on the proposed Fiscal Year 2017 budget and
revised Fiscal Year 2016 budget. City budget made available for public inspection at city
hall and library.
March 1, 2016
Following public hearings, the Fiscal Year 2017 budget, the Three-Year Financial Plan,
the Fire-Year Capital Improvement Program, and the revised Fiscal Year 2016 budget
are adopted by City Council.
March 8, 2016
Adopted Fiscal Year 2017 budget certified with Johnson County Auditor.
March 15, 2016
City Council adopts service fee and rate changes for Fiscal Year 2017.
April 1, 2016
Amended and adopted budgets distributed to department directors.
July 1, 2016
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
- 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
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OPERATING BUDGET PREPARATION CRITERIA
General Guidelines:
Maintain the fiscal integrity of the City’s operating and capital improvement budgets in order
to provide services and to construct and maintain the City’s infrastructure.
Maintain the City’s responsible fiscal position and Aaa bond rating.
Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three-year planning perspective. Provide the City Council with a
summary of the three-year forecasts.
Encourage community involvement in the annual budget decision-making process through
public hearings, informal meetings, budget briefs and related informational efforts.
Service Level Guidelines:
Deliver service levels which are consistent with the community’s willingness to pay and the
City's available resources.
Base decisions to reduce service levels or eliminate programs on City-wide priorities.
Recognize that City employees are one of the City government's most valuable resources
and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
Property tax levy rates will not exceed the limits as established by the State of Iowa.
Revise user fee rate structures to charge the costs of service provided to the benefiting
customers, while maintaining sensitivity to the needs of low income citizens.
Expenditure Guidelines:
Support responsible management efforts to increase productivity by providing resources for
office automation, preventive maintenance, risk management/employee safety, and
employee training.
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.
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The finance goal of Recreation programs is for fees to provide 50% of departmental funding.
Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be self-
supporting through user fees. Self-supporting shall be defined as maintaining a positive net
income after depreciation but before capital contributions, transfers, and extraordinary items.
Rate adjustments will be submitted to the City Council by ordinance if state or locally
legislated, or by resolution (if not state or locally legislated).
ECONOMIC DEVELOPMENT POLICIES
It shall be the policy of Iowa City to use the City Council Strategic Plan as the basis for its
economic development activities. Inherent in the plan is to attract new development
including residential, commercial and industrial uses to grow the tax base. Further, the
purpose of the plan is to retain the city's existing business operations and to encourage
them to expand and foster spin-off business operations. The city's plan also supports
organizations which help to incubate, grow, foster, and create new business operations by
providing non-traditional collaborative environments.
The expected results of the economic development plan are: increased economic activity,
more jobs, lower unemployment, higher wages, greater property values, more tax revenues,
more ownership and entrepreneurial opportunities and revitalization of underutilized or
blighted areas.
The City will consider the use of incentive programs including city, state and federal
economic development funds, tax increment financing, public private partnerships and other
tools in order to achieve the expected results.
For Tax Increment Financing, rebates shall be the preferred arrangement.
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.
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When incentive programs are utilized they will be used to maximize the benefits to the City
of Iowa City. The dollar amount of the incentive and time duration of the incentive shall be
smallest amount necessary to achieve the maximum amount of city benefit as determined
by the City of Iowa City, City Council.
Despite the need for the program to be flexible and nimble in order to respond to the ever
changing economic conditions of the marketplace it will be the policy of the City to insure
that the process of using incentives is an open and transparent public process which instills
confidence in the public’s understanding of how economic development incentives are
utilized.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a multi-year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible with the
Comprehensive Plan whenever possible.
The complete multi-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
Funding for projects should be obtained through borrowing from:
- bond market, general obligation or revenue bonds
- enterprise fund operations and reserves
- internal loans
The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund will match up to
$100,000 in grants received per year.
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.
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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 revenues and transfers in, with a ceiling of 30%. Fund
balances in excess of 30% will be transferred to the City’s Emergency fund, used to retire
outstanding debt, and/or be used to provide property tax relief.
The City will maintain an Emergency fund and will strive to maintain the balance at an
amount equal to the State reimbursement for commercial/industrial property tax replacement
plus the City’s pension and OPEB liabilities.
Reserves will be maintained in the Water, Wastewater, and Parking funds, and all business-
type funds that have issued revenue bonds, in accordance with the applicable bond
covenant provisions.
Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow
throughout the year as well as funds for capital repairs and infrastructure replacement.
Unassigned reserves shall be limited to accumulated depreciation plus 30% of revenues
and transfers in. Excess reserve balances will be transferred to the Emergency fund, used
to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital
improvement needs.
Reserves will be maintained for equipment replacement and for unexpected major repairs in
the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement,
Information Technology Services, Central Services, and Library Computer Equipment.
Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve,
Medical and Dental Insurance Funds. Excess reserve balances may be transferred to the
Emergency fund if the City’s OPEB liabilities are not fully funded.
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).
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DEBT POLICIES
Debt shall only be used to finance capital improvement projects, firefighting equipment,
affordable housing developments, or economic development projects. Funding non-
emergency capital improvement projects shall not be authorized by the City Council unless
the project has been included in the Five-Year Capital Improvement Plan (CIP).
The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when
possible.
The City shall manage its debt program so that the amount of net direct debt outstanding at
any time does not exceed 1.50% of the City's total assessed value. The City shall strive to
meet the Moody’s Aaa benchmark of net direct debt outstanding of .75% of the City's total
assessed value. The City’s total outstanding long-term debt will adhere to State law which
sets the limit at 5% of the city’s total assessed value. The use of annually appropriated debt
obligations for the purpose of circumventing the debt limits of this policy is prohibited.
The City’s debt service property tax levy shall not exceed 30% of the total property tax levy.
The City may finance capital needs through the issuance of revenue-secured debt
obligations. For new issues, the amount of revenue-secured debt obligations issued should
have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service
at issuance.
Debt will be structured for the shortest period consistent with a fair allocation of costs to
current and future beneficiaries or users. General obligation bonds will be limited to State
law as to the length of debt.
To the extent possible, repayment of debt should be structured so as to rapidly pay down
principal and should use a level principal or other rapidly amortizing structure whenever
possible. Long-term bonded debt should, as a general rule, be structured with level debt
service payments.
The City may use lease-purchase obligations in lieu of bonded debt. Use of these
instruments will be limited to specific projects or purposes and will not be utilized as a
general practice for the financing of capital improvement projects.
The City may enter into agreements with commercial banks or other financial entities for
purposes of acquiring lines of credit that shall provide access to credit under terms and
conditions as specified in such agreements.
The City may choose to issue Bond Anticipation Notes (BANs) or similar structures as a
source of interim financing. Tax and Revenue Anticipation Notes will be used only on an
emergency basis and will not be used as a general practice to finance ongoing operations.
General Obligation new money bonds shall be issued by competitive sale. Debt, except for
General Obligation new money bonds, may be sold through a negotiated sale or a private
placement or limited public offering where it is determined to be the best method to achieve
a lower interest cost and/or effectively market the debt.
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The City may issue refunding bonds when legally permissible and prudent. The net present
value savings for an advanced refunding should equal or exceed seven percent. The net
present value savings for a current refunding should equal or exceed five percent. The City
may choose to refund outstanding indebtedness when existing bond covenants or other
financial structures impinge on prudent and sound financial management regardless of
projected net present value savings.
The City’s preferred rating agency will be Moody’s Investors Service. The City will strive to
maintain a Moody’s bond rating of ‘Aaa’ for its General Obligation Unlimited Tax (GOULT)
bonded indebtedness. The City will strive to maintain a Moody’s rating of ‘A3’or higher for
its revenue bonded indebtedness.
The City, as a practice, will not use derivative products in financing transactions.
The Finance Director shall provide the City Manager and City Council an annual long-term
debt disclosure report within 210 days after the fiscal year-end regarding the City’s
outstanding debt and debt program.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared.
A three-year financial plan for all operating funds will be prepared by the City Manager and
presented to the City Council for their review. This will include the current revised year and
two projected years.
A Multi-Year Capital Improvement Program budget will be prepared, reviewed and revised
annually.
An independent audit will be performed annually for all City funds.
The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with
generally accepted accounting principles as outlined by the Governmental Accounting
Standards Board.
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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
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
F Y21 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
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from the payment of long term or bonded debts, 5) for any other financial emergencies declared by the
City Council. The Emergency Reserve estimated balance for Fiscal Year 2017 is $4,698,779, which
can be found as part of the General Fund section on page 118. The backfill revenue received from the
State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial
property was $1,048,359 in Fiscal Year 2015, and is currently estimated to be $2,080,153 in Fiscal
Year 2016 and $1,587,388 in Fiscal Year 2017.
Bus & Equipment replacement reserves
The City maintains long-term replacement reserves including cable television equipment, library
equipment, vehicles and heavy equipment, information technology equipment replacement, and public
transportation buses. Included in the operating budget are transfers and internal charges to the
replacement reserves for the purpose of funding the replacement of these types of equipment. The
transfers are equivalent to the annual depreciation on the equipment so that these replacements are
fully funded when they are necessary. The replacement reserve for buses is funded at 20% of
accumulated depreciation due to the availability of state and federal grants to make these purchases.
These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for
the equipment replacement funds for Fiscal Year 2017 are as follows:
Reserve Fund Balance
Library equipment equipment General 194,586$
Public transportation buses Transit 863,251$
Vehicles and heavy equipment Equipment 8,846,716$
Cable television equipment General 128,804$
Info technology equipment ITS 816,708$
Risk Management and Health Insurance Reserves (OPEB)
The City contracts for actuarial services for the purpose of calculating and maintaining reserves that
are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future
expenditures are determined for risk management (liability, workers compensation, and property
insurance) payments, health insurance payments, and retiree health insurance benefits. Actuarial
calculations are updated annually and help determine internal charge rates and premium rates for risk
management and health insurance charges. The estimated Risk Management fund reserve for Fiscal
Year 2017 is $3,494,455. The estimated Health Insurance reserve for Fiscal Year 2017 is
$10,607,319 of which $4,541,076 is being reserved for Other Post Employment Benefit (OPEB)
liabilities. The Risk Management Fund is presented on page 603, and the Health Insurance Fund is
presented on page 621.
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:
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FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY20252008B G.O. Refunding 1998, 1999 & 2000 Capital Loan Notes17,005,000 2018 3,055,000 1,639,300 1,622,675 1,602,938 - - - - - - - 2009C G.O. / Multi-purpose6,685,000 2019 2,210,000 792,000 791,300 795,000 795,600 - - - - - - 2010B G.O. / Multi-purpose7,420,000 2020 3,115,000 813,775 819,275 824,375 832,163 837,413 - - - - - 2011A G.O. Capital Loan Notes7,925,000 2021 3,940,000 987,044 983,031 986,531 984,981 985,406 357,506 - - - - 2011C G.O. Refunding 2002 G.O.110,930,000 2021 6,235,000 1,374,838 1,378,963 1,374,463 1,373,313 1,373,013 1,378,213 - - - - 2012A GO - Multi-purpose9,070,000 2022 5,680,000 1,018,813 1,016,113 1,013,113 1,009,813 1,016,213 1,017,113 1,027,613 - - - 2012 TIF Revenue Bonds2,655,000 2032 2,525,000 205,335 204,035 207,345 205,185 207,485 204,545 206,325 207,845 203,945 204,745 2013A GO - Multi-purpose7,230,000 2023 5,750,000 845,875 858,325 865,575 872,675 877,613 880,723 887,363 887,400 - - 2014A GO - Multi-purpose11,980,000 2024 8,870,000 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 - 2015 GO - Proposed7,785,000 2025 7,090,000 852,175 853,713 854,513 855,013 865,213 868,000 872,300 881,200 884,600 897,600 Subtotal48,470,000 10,965,478 10,930,254 9,597,976 7,994,866 7,216,179 5,757,174 4,036,175 3,027,195 2,144,295 1,102,345 2016 GO - Proposed9,666,426 2026- - 1,130,972 1,130,972 1,130,972 1,130,972 1,130,972 1,130,972 1,130,972 1,130,972 1,130,972 2017 GO - Proposed14,445,240 2027- - - 1,690,093 1,690,093 1,690,093 1,690,093 1,690,093 1,690,093 1,690,093 1,690,093 2018 GO - Proposed13,722,968 2028- - - - 1,605,587 1,605,587 1,605,587 1,605,587 1,605,587 1,605,587 1,605,587 2019 GO - Proposed9,721,447 2029- - - - - 1,137,409 1,137,409 1,137,409 1,137,409 1,137,409 1,137,409 2020 GO - Proposed9,955,547 2030- - - - - - 1,164,799 1,164,799 1,164,799 1,164,799 1,164,799 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: 48,470,000 10,965,478 12,061,226 12,419,041 12,421,518 12,780,240 12,486,034 11,935,035 12,096,055 12,383,155 12,511,205 G.O. Debt Service Abatement (estimated): GRIP (TARP) loan repayments(40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) Aniston Village(20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) Southgate Development Loan Repaymnents(151,350) (90,850) G.I.C.H.F. Loan RepaymentsBerry Court LP(25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) (25,940) Peninsula(46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) Water User Fees (306,800) (300,900) (205,335) (204,035) (207,345) (205,185) (207,485) (204,545) (206,325) (207,845) (203,945) (204,745) William St. TIF Property tax revenue(33,944) (63,177) (64,107) (64,649) (65,179) (65,548) (65,780) (66,276) (66,279) Lower Muscatine TIF Property tax revenue(46,528) (66,829) (67,474) (67,850) (68,218) (68,474) Lower Muscatine TIF Property tax revenue(91,911) (91,477) (91,030) (90,869) (90,691) (90,494) CBD TIF Property tax revenue(22,001) (40,948) (41,551) (41,902) (42,246) (42,485) (42,635) (42,957) (42,959) 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) Towncrest TIF Property tax revenue(40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) (40,892) 2015 City-University / Riverside TIF revenue(243,017) (60,370) (60,406) (61,126) (61,323) (61,627) (62,256) (62,496) (63,414) 2016 City-University / Riverside TIF revenue(300,000) (150,000) (150,000) (150,000) (150,000) (150,000) (150,000) (150,000) 2017 City-University / Riverside TIF revenue(1,029,276) (514,638) (514,638) (514,638) (514,638) (514,638) (514,638) Debt Service Fund - Interest Income(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:(1,158,311) (1,401,017) (1,130,309) (2,008,278) (1,496,866) (1,493,470) (1,336,673) (1,338,728) (1,335,950) (1,188,075) 9,807,167$ 10,660,208$ 11,288,732$ 10,413,241$ 11,283,374$ 10,992,564$ 10,598,362$ 10,757,328$ 11,047,206$ 11,323,130$ Debt Service Payments Debt Service Levy Requirement: Issue / Use of Funds Amount of Issue Fiscal Year Debt Paid in Full Principal OutstandingJune 30, 2016 Park @ 201 TIF Property Tax Revenue 84
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:
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The parking structure acquisition is expected to take place in Fiscal Year 2017, and a parking rate
adjustment is planned for Fiscal Year 2018. Actual lease-purchase payments are now expected to
begin at the start of Fiscal Year 2018. The Parking Fund summary is presented starting on page 373.
Water Rate Study
In May 2008, HDR Engineering completed a comprehensive water rate study for the City. In that
study, they identified the City’s challenge to maintain capital funding rates equal to or greater than
depreciation to ensure the replacement of existing infrastructure. They also recommended that the
City implement rate increases of 5% in Fiscal Year 2010 and 3% in Fiscal Year 2011 to Fiscal Year
2017. Since that study, the City implemented rate increases of 5% in both Fiscal Years 2015 and
2016 and no rate adjustments are currently planned for Fiscal Year 2017. Implementation of the water
rate study was delayed due to the economic downturn in 2009 and the drought conditions from 2012
through 2014. The table below was taken from that rate study. The City’s Water Fund is presented on
page 419.
Landfill Replacement & Closure Reserves
The Landfill Fund maintains a number of reserves that serve various purposes. Some of these
reserves are required by law and some are created by management to financially prepare for future
occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve to
ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order
to comply with these funding requirements, the City hires a certified landfill engineering firm to
calculate the future cost requirements and to provide us with a certified report. The City is required to
have a pro-rated share of this funding placed into the proper closure and post-closure funds based
upon the amount of tonnage that the landfill can accept versus how much has actually been deposited.
The City maintains these accounting records and files a funding report with the State of Iowa annually.
The estimated balances for Fiscal Year 2017 in the closure and post-closure funds are $2,311,355 and
$9,989,874, respectfully.
Actual Actual
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenues:
Charges for Service 8,081$ 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 2017 is $9,722,690. Discussion of the Landfill Fund can
be found starting on page 451.
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 2016 – 2020 are $175,580,892.
The 2017 budgeted expenditure total is $40,011,218. The five-year plan is presented in the Capital
Improvement Projects Fund section of the City’s budget document starting on page 493.
2016 2017 2018 2019 2020 Total
Airport 500,000$ 546,000$ 1,498,300$ 410,000$ 1,170,000$ 4,124,300$
Development Services 150,000 400,000 300,000 850,000
Finance Administration 100,000 550,000 50,000 50,000 50,000 800,000
Fire 700,000 810,000 60,000 895,000 500,000 2,965,000
Landfill 1,033,000 800,000 1,833,000
Library 55,000 250,000 305,000
Neighborhood Services 600,000 1,000,000 1,600,000
Parking Operations 550,000 400,000 570,000 200,000 100,000 1,820,000
Parks Maintenance 1,635,862 4,139,730 1,378,000 4,700,830 275,000 12,129,422
Police 129,890 129,890
Public Works Administration 140,000 3,034,000 5,450,000 8,624,000
Recreation 353,000 975,000 65,000 280,000 65,000 1,738,000
Storm Water 715,000 615,000 590,000 315,000 915,000 3,150,000
Street Operations 36,422,401 24,334,565 17,881,166 6,265,049 16,421,049 101,324,230
Transit Operations 50,000 50,000 20,000,000 20,100,000
Wastewater Treatment 1,450,000 975,000 2,050,000 4,000,000 500,000 8,975,000
Water Operations 969,275 966,225 802,100 654,950 1,720,500 5,113,050
TOTAL 45,423,538$ 39,845,520$ 30,824,456$ 17,770,829$ 41,716,549$ 175,580,892$
Capital Improvement Plan 2016-2020
Summary by Division
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Community
Development Employee Wastewater
General Block Grant Benefits Debt Service Parking Transit Treatment
Fund (10**)Fund (2100)Fund (2400)Fund (50**)Fund (710*)Fund (715*)Fund (720*)
Estimated Fund Balance 7/1/2016 33,655,716$ 139,807$ 1,632,725$ 5,649,800$ 10,374,594$ 5,066,376$ 20,359,734$
Revenues
Property Taxes 31,739,199$ -$ 10,382,114$ 12,919,875$ -$ -$ -$
TIF Revenues - - - - - - -
Other City Taxes 2,430,717 - 153,556 189,110 - - -
Licenses, Permits, & Fees 2,450,882 - - - - - 8,000
Use of Money and Property 706,673 4,000 - 40,666 35,000 145,000 290,898
Intergovernmental 3,655,921 549,700 609,301 358,354 - 4,861,745 -
Charges for Fees and Services 1,358,601 - - - 5,261,554 2,107,665 12,204,100
Miscellaneous 5,695,083 1,300 - - 328,721 6,203 85,590
Other Financial Sources 2,007,295 151,000 - 137,132 - - -
Sub-Total Revenues 50,044,371 706,000 11,144,971 13,645,137 5,625,275 7,120,613 12,588,588
Transfers In 10,060,745 - - 1,567,182 - 3,408,464 4,656,246
Total Revenues & Transfers In 60,105,116$ 706,000$ 11,144,971$ 15,212,319$ 5,625,275$ 10,529,077$ 17,244,834$
Expenditures by Department
City Council 109,426$ -$ -$ -$ -$ -$ -$
City Clerk 536,351 - - - - - -
City Attorney 738,002 - - - - - -
City Manager 2,522,542 - - - - - -
Finance 4,243,949 - 1,212,865 15,146,227 - - -
Police 13,313,328 - - - - - -
Fire 7,876,883 - - - - - -
Parks & Recreation 8,079,337 - - - - - -
Library 6,347,022 - - - - - -
Senior Center 954,090 - - - - - -
Neighborhood & Dvlpmt Services 6,892,339 719,713 - - - - -
Public Works 2,317,845 - - - - - 10,593,521
Transportation & Resource Mgmt 654,470 - - - 3,490,001 10,251,640 -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 54,585,584 719,713 1,212,865 15,146,227 3,490,001 10,251,640 10,593,521
Transfers Out 13,388,407 - 9,426,031 - 628,364 186,000 6,931,246
Total Expenditures & Transfers Out 67,973,991$ 719,713$ 10,638,896$ 15,146,227$ 4,118,365$ 10,437,640$ 17,524,767$
Estimated Fund Balance 6/30/2017 25,786,841$ 126,094$ 2,138,800$ 5,715,892$ 11,881,504$ 5,157,813$ 20,079,801$
Restricted, Committed, Assigned 6,692,038 - - 1,110,593 5,885,583 863,251 9,422,517
Unassigned Fund Balance 6/30/2017 19,094,803$ 126,094$ 2,138,800$ 4,605,299$ 5,995,921$ 4,294,562$ 10,657,284$
City of Iowa City
All Fund Summary
Fiscal Year 2017
88
Public
Refuse Stormwater Housing Capital Non-Major Total Total
Water Collection Landfill Management Authority Projects Budgetary Budgetary Non-Budgetary All
Fund (730*)Fund (7400)Fund (750*)Fund (770*)Fund (79**)Funds Funds Funds Funds Funds
11,017,273$ 1,132,013$ 24,254,412$ 1,005,500$ 6,282,198$ 747,805$ 7,383,826$ 128,701,777$ 28,674,214$ 157,375,991$
-$ -$ -$ -$ -$ -$ 289,036$ 55,330,224$ -$ 55,330,224$
- - - - - - 2,276,953 2,276,953 - 2,276,953
- - - - - - - 2,773,383 - 2,773,383
- 4,300 - - - - - 2,463,182 - 2,463,182
171,750 3,000 145,674 4,500 301,530 - 449,000 2,297,691 106,500 2,404,191
- - - - 8,152,443 5,906,982 8,486,600 32,581,046 787,038 33,368,084
8,925,646 3,166,600 5,781,822 1,477,710 - 41,070 35,000 40,359,768 629,335 40,989,103
14,259 - 50,486 34,011 22,360 150,000 34,116 6,422,129 17,205,524 23,627,653
- - - - 25,000 16,187,000 108,000 18,615,427 105,000 18,720,427
9,111,655 3,173,900 5,977,982 1,516,221 8,501,333 22,285,052 11,678,705 163,119,803 18,833,397 181,953,200
2,020,178 - 1,094,208 - - 20,550,993 734,167 44,092,183 - 44,092,183
11,131,833$ 3,173,900$ 7,072,190$ 1,516,221$ 8,501,333$ 42,836,045$ 12,412,872$ 207,211,986$ 18,833,397$ 226,045,383$
-$ -$ -$ -$ -$ -$ -$ 109,426$ -$ 109,426$
- - - - - - - 536,351 - 536,351
- - - - - - - 738,002 - 738,002
- - - - - - - 2,522,542 - 2,522,542
- - - - - - - 20,603,041 12,310,122 32,913,163
- - - - - - - 13,313,328 - 13,313,328
- - - - - - - 7,876,883 - 7,876,883
- - - - - - - 8,079,337 - 8,079,337
- - - - - - - 6,347,022 - 6,347,022
- - - - - - - 954,090 - 954,090
- - - - 7,655,761 - 1,465,367 16,733,180 - 16,733,180
8,558,937 - - 624,077 - - 5,969,763 28,064,143 4,809,294 32,873,437
- 3,142,730 4,505,413 - - - - 22,044,254 - 22,044,254
- - - - - - 372,709 372,709 - 372,709
- - - - - 35,493,295 - 35,493,295 - 35,493,295
- - - - - 4,517,923 - 4,517,923 - 4,517,923
8,558,937 3,142,730 4,505,413 624,077 7,655,761 40,011,218 7,807,839 168,305,526 17,119,416 185,424,942
3,437,303 - 1,665,844 615,000 46,087 225,000 5,942,901 42,492,183 1,600,000 44,092,183
11,996,240$ 3,142,730$ 6,171,257$ 1,239,077$ 7,701,848$ 40,236,218$ 13,750,740$ 210,797,709$ 18,719,416$ 229,517,125$
10,152,866$ 1,163,183$ 25,155,345$ 1,282,644$ 7,081,683$ 3,347,632$ 6,045,958$ 125,116,055$ 28,788,195$ 153,904,250$
4,247,910 - 23,410,898 - 3,012,175 - 559,642 55,204,606 14,204,500 69,409,106
5,904,956$ 1,163,183$ 1,744,447$ 1,282,644$ 4,069,508$ 3,347,632$ 5,486,316$ 69,911,448$ 14,583,695$ 84,495,143$
City of Iowa City
All Fund Summary
Fiscal Year 2017
89
Other Energy Eff.UniverCity Metro
Road Shared & Cons.Neighborhd.Planning Org.Affordable Peninsula
HOME Use Tax Revenue Block Grant Partnership of Jo. Co.Housing Apartments
Fund (2110)Fund (2200)Fund (2300)Fund (2310)Fund (2315)Fund (2350)Fund (2500)Fund (2510)
Estimated Fund Balance 7/1/2016 141,702$ 4,836,144$ (109)$ -$ -$ 315,996$ 1,000,000$ 127,059$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$ -$
TIF Revenues - - - - - - - -
Other City Taxes - - - - - - - -
Licenses, Permits, & Fees - - - - - - - -
Use of Money and Property 15,000 - - - - - - 74,000
Intergovernmental 298,000 7,837,116 - - - 319,369 - -
Charges for Fees and Services - 35,000 - - - - - -
Miscellaneous - 34,116 - - - - - -
Other Financial Sources 108,000 - - - - - - -
Sub-Total Revenues 421,000 7,906,232 - - - 319,369 - 74,000
Transfers In - 330,600 - - - 290,358 - -
Total Revenues & Transfers In 421,000$ 8,236,832$ -$ -$ -$ 609,727$ -$ 74,000$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - - -
City Attorney - - - - - - - -
City Manager - - - - - - - -
Finance - - - - - - - -
Police - - - - - - - -
Fire - - - - - - - -
Parks & Recreation - - - - - - - -
Library - - - - - - - -
Senior Center - - - - - - - -
Neighborhood & Dvlpmt Services 428,108 - - - - 616,729 - 56,879
Public Works - 5,969,763 - - - - - -
Transportation & Resource Mgmt - - - - - - - -
Airport - - - - - - - -
Governmental Projects - - - - - - - -
Enterprise Projects - - - - - - - -
Sub-Total Expenditures 428,108 5,969,763 - - - 616,729 - 56,879
Transfers Out - 2,662,054 - - - - 1,000,000 -
Total Expenditures & Transfers Out 428,108$ 8,631,817$ -$ -$ -$ 616,729$ 1,000,000$ 56,879$
Estimated Fund Balance 6/30/2017 134,594$ 4,441,159$ (109)$ -$ -$ 308,994$ -$ 144,180$
Restricted, Committed, Assigned - - - - - - - -
Unassigned Fund Balance 6/30/2017 134,594$ 4,441,159$ (109)$ -$ -$ 308,994$ -$ 144,180$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2017
90
Tax SSMID Total
Increment Downtown Cable Non-Major
Financing District Perpetual Airport Television Budgetary
Fund (26**)Fund (2820)Fund (6001)Fund (7600)Fund (780*)Funds
236,071$ -$ 115,978$ 610,985$ -$ 7,383,826$
-$ 289,036$ -$ -$ -$ 289,036$
2,276,953 - - - - 2,276,953
- - - - - -
- - - - - -
- - 500 359,500 - 449,000
- 32,115 - - - 8,486,600
- - - - - 35,000
- - - - - 34,116
- - - - - 108,000
2,276,953 321,151 500 359,500 - 11,678,705
- - - 113,209 - 734,167
2,276,953$ 321,151$ 500$ 472,709$ -$ 12,412,872$
-$ -$ -$ -$ -$ -$
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
42,500 321,151 - - - 1,465,367
- - - - - 5,969,763
- - - - - -
- - - 372,709 - 372,709
- - - - - -
- - - - - -
42,500 321,151 - 372,709 - 7,807,839
2,010,047 - - 270,800 - 5,942,901
2,052,547$ 321,151$ -$ 643,509$ -$ 13,750,740$
460,477$ -$ 116,478$ 440,185$ -$ 6,045,958$
459,642 - - 100,000 - 559,642
835$ -$ 116,478$ 340,185$ -$ 5,486,316$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2017
91
Health Dental
Risk Information Central Insurance Insurance Total
Equipment Management Technology Services Reserves Reserves Non-Budgetary
Fund (810*)Fund (8200)Fund (830*)Fund (8400)Fund (8500)Fund (8600)Funds
Estimated Fund Balance 7/1/2016 11,433,536$ 3,443,251$ 2,454,761$ 599,477$ 10,581,962$ 161,227$ 28,674,214$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$
TIF Revenues - - - - - - -
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 39,000 13,000 12,000 2,500 39,500 500 106,500
Intergovernmental 787,038 - - - - - 787,038
Charges for Fees and Services 1,500 - 1,800 - 598,663 27,372 629,335
Miscellaneous 5,452,225 1,610,145 2,131,710 267,344 7,389,345 354,755 17,205,524
Other Financial Sources 100,000 - 5,000 - - - 105,000
Sub-Total Revenues 6,379,763 1,623,145 2,150,510 269,844 8,027,508 382,627 18,833,397
Transfers In - - - - - - -
Total Revenues & Transfers In 6,379,763$ 1,623,145$ 2,150,510$ 269,844$ 8,027,508$ 382,627$ 18,833,397$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - 1,571,941 2,108,294 251,840 8,002,151 375,896 12,310,122
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services - - - - - - -
Public Works 4,809,294 - - - - - 4,809,294
Transportation & Resource Mgmt - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 4,809,294 1,571,941 2,108,294 251,840 8,002,151 375,896 17,119,416
Transfers Out 1,100,000 - 500,000 - - - 1,600,000
Total Expenditures & Transfers Out 5,909,294$ 1,571,941$ 2,608,294$ 251,840$ 8,002,151$ 375,896$ 18,719,416$
Estimated Fund Balance 6/30/2017 11,904,005$ 3,494,455$ 1,996,977$ 617,481$ 10,607,319$ 167,958$ 28,788,195$
Restricted, Committed, Assigned 8,846,716 - 816,708 - 4,541,076 - 14,204,500
Unassigned Fund Balance 6/30/2017 3,057,289$ 3,494,455$ 1,180,269$ 617,481$ 6,066,243$ 167,958$ 14,583,695$
City of Iowa City
Non-Budgetary Fund Summary
Fiscal Year 2017
92
2013
Actual
2014
Actual
2015
Actual
2016
Revised
2017
Budget
2018
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 50,939,996$ 47,909,615$ 46,753,570$ 48,614,309$ 50,044,371$ 49,708,208$
Special Revenue Funds
2100 Community Dev Block Grant 1,249,318 1,063,854 685,596 1,706,962 706,000 706,000
2110 HOME 749,760 680,968 533,378 1,153,965 421,000 421,000
2200 Road Use Tax Fund 6,591,930 6,854,375 7,414,926 7,887,080 7,906,232 7,906,232
2300 Other Shared Revenue 3,179,010 833,364 129,659 1,240,308 - -
2310 Energy Eff & Cons Block Grant 100,251 72,318 1,168 - - -
2315 UniverCity Neighborhood Pship 1,284,035 - - - - -
2350 Metro Planning Org of Johnson Co 317,399 371,754 321,768 331,761 319,369 328,216
2400 Employee Benefits 9,689,814 9,809,865 9,782,477 10,520,961 11,144,971 11,144,971
2500 Affordable Housing - - - 1,000,000 - -
2510 Peninsula Apartments 60,559 70,119 73,697 70,119 74,000 75,480
26** Tax Increment Financing 408,274 434,670 640,244 1,020,126 2,276,953 2,164,517
2820 SSMID-Downtown District 277,672 275,805 296,141 294,092 321,151 321,151
Debt Service Fund
5*** Debt Service 14,072,873 15,081,928 13,651,221 13,230,050 13,645,137 13,211,296
Permanent Funds
6001 Perpetual Care 405 259 432 96 500 -
Enterprise Funds
710* Parking 4,959,159 5,364,605 5,619,653 10,828,876 5,625,275 5,865,275
715* Mass Transit 3,896,478 4,590,737 4,419,840 4,523,468 7,120,613 4,425,510
720* Wastewater 13,283,613 12,854,215 12,592,429 12,965,154 12,588,588 12,587,530
730* Water 8,993,449 8,627,583 8,753,178 9,412,456 9,111,655 9,111,655
7400 Refuse Collection 2,945,036 3,057,759 3,182,296 3,057,022 3,173,900 3,173,900
750* Landfill 5,095,703 5,528,481 6,037,167 5,833,264 5,977,982 5,941,036
7600 Airport 652,283 567,877 1,281,691 324,100 359,500 359,500
7700 Stormwater 972,369 1,099,702 1,374,913 1,140,978 1,516,221 1,516,221
780* Cable Television 829,637 775,908 754,999 - - -
79** Housing Authority 7,340,886 7,318,167 8,091,662 8,633,411 8,501,333 8,501,333
Capital Project Funds
Governmental Projects 7,884,828 22,531,949 17,267,580 23,265,528 19,594,154 14,773,890
Enterprise Projects 27,887,837 16,404,995 3,414,404 1,446,725 2,690,898 1,579,110
Total Budgetary Revenues 173,662,574$ 172,180,871$ 153,074,089$ 168,500,811$ 163,119,803$ 153,822,031$
Non-Budgetary Fund Revenues
Capital Project Funds
Internal Service Projects -$ 83$ 100,760$ -$ -$ -$
Internal Service Funds
810* Equipment 5,858,464 6,102,522 6,343,244 6,446,145 6,379,763 6,503,040
8200 Risk Management 1,273,402 1,191,171 1,581,498 1,474,136 1,623,145 1,654,968
830* Information Technology 1,860,961 1,743,239 1,765,501 2,092,829 2,150,510 2,190,255
8400 Central Services 236,554 236,445 251,501 256,208 269,844 275,186
8500 Health Insurance Reserves 7,619,744 7,502,409 7,508,804 7,841,907 8,027,508 8,426,908
8600 Dental Insurance Reserves 352,828 360,977 362,316 377,699 382,627 393,270
Total Non-Budgetary Expenditures 17,201,953$ 17,136,846$ 17,913,624$ 18,488,924$ 18,833,397$ 19,443,628$
Total Revenues - All Funds 190,864,527$ 189,317,717$ 170,987,713$ 186,989,735$ 181,953,200$ 173,265,658$
City of Iowa City
All Funds
Revenues by Fund
93
2013
Actual
2014
Actual
2015
Actual
2016
Revised
2017
Budget
2018
Projected
Budgetary Fund Revenues
Property Taxes 50,419,618$ 50,051,578$ 51,496,352$ 52,033,986$ 55,330,224$ 54,992,560$
TIF Revenues 376,192 434,670 640,244 1,020,126 2,276,953 2,164,517
Other City Taxes 11,216,538 3,309,479 2,877,888 2,786,289 2,773,383 2,768,056
General Use Permits 76,896 89,072 103,958 87,011 104,047 104,047
Food & Liq Licenses 109,068 100,437 120,434 99,912 120,650 120,650
Professional License 18,190 16,610 18,704 16,610 18,660 18,660
Franchise Fees 821,183 773,019 750,167 727,698 720,000 720,000
Misc Permits & Licenses 9,914 11,679 13,882 11,679 12,600 12,600
Const Per & Ins Fees 1,553,320 1,427,856 1,537,002 1,280,144 1,463,225 1,463,225
Misc Lic & Permits 21,983 27,998 24,233 26,281 24,000 24,000
Licenses, Permits, & Fees 2,610,554 2,446,671 2,568,380 2,249,335 2,463,182 2,463,182
Interest Revenues 1,038,618 809,418 1,139,734 742,838 927,820 887,354
Rents 1,095,260 1,208,668 1,291,672 1,192,640 1,256,057 1,257,537
Parking Meter Revenue 789,191 - - - - -
Parking Lot Revenue 212,500 - - - - -
Parking Ramp Revenue 4,136,730 - - - - -
Misc Parking Revenue 132,547 - - - - -
Royalties & Commissions 75,562 81,630 105,454 80,634 113,814 113,814
Use Of Money And Property 7,480,408 2,099,716 2,536,860 2,016,112 2,297,691 2,258,705
Fed Intergovnt Revenue 29,151,485 19,630,929 13,160,509 24,328,895 15,181,625 12,435,011
Property Tax Credits 57,528 72,550 1,135,396 2,152,703 1,671,368 1,671,368
Road Use Tax 6,508,053 6,744,663 7,230,663 7,837,116 7,837,116 7,837,116
State 28E Agreements 1,761,212 1,810,341 1,753,673 1,820,083 1,785,000 1,690,000
Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743
Disaster Assistance 261,106 183,941 61,259 86,927 - -
Other State Grants 16,699,487 13,613,285 10,543,117 3,700,058 4,978,045 2,045,125
Local 28E Agreements 998,153 981,226 989,787 980,701 1,038,149 1,046,366
Intergovernmental 55,513,718 43,127,003 34,958,530 40,996,550 32,581,046 26,814,730
Building & Devlpmt 476,716 501,386 694,796 1,358,082 442,820 401,750
Police Services 269,023 88,193 226,621 31,335 44,121 44,121
Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000
Fire Services 10,529 8,573 11,404 7,500 9,000 9,000
Transit Fees 1,292,339 1,384,792 1,448,151 1,385,691 1,448,900 1,477,860
Culture & Recreation 728,364 768,033 741,912 805,961 812,093 812,093
Library Charges 57 46 39 - - -
Misc Charges For Services 57,590 47,228 67,073 52,236 66,692 66,692
Water Charges 8,679,147 8,448,340 8,531,499 9,271,112 8,931,156 8,931,156
Wastewater Charges 12,889,204 12,555,994 12,180,738 12,555,993 12,201,600 12,201,600
Refuse Charges 3,321,736 3,446,255 3,925,946 3,446,256 3,608,800 3,608,800
Landfill Charges 4,733,705 4,967,453 5,043,246 5,269,970 5,341,722 5,341,722
Stormwater Charges 969,936 1,082,733 1,147,390 1,140,000 1,477,710 1,477,710
Parking Charges - 5,758,372 5,972,285 5,751,956 5,965,154 6,218,274
Charges For Fees And Services 33,437,219$ 39,066,628$ 40,001,045$ 41,086,092$ 40,359,768$ 40,600,778$
City of Iowa City
All Funds
Revenues by Type
94
2013
Actual
2014
Actual
2015
Actual
2016
Revised
2017
Budget
2018
Projected
City of Iowa City
All Funds
Revenues by Type
Code Enforcement 451,306$ 415,839$ 322,537$ 415,841$ 300,500$ 300,500$
Parking Fines 673,223 512,997 614,363 512,997 620,000 620,000
Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000
Contrib & Donations 941,615 729,355 547,781 1,121,279 517,519 383,088
Printed Materials 44,196 46,507 49,104 43,136 44,326 44,326
Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000
Misc Merchandise 62,252 55,924 66,801 59,036 53,522 53,522
Intra-City Charges 2,587,123 2,849,665 2,760,448 3,237,534 4,003,743 4,063,259
Other Misc Revenue 877,624 719,078 930,739 1,710,511 708,915 687,775
Special Assessments 1,013 979 604 979 604 604
Miscellaneous 5,831,390 5,515,567 5,472,074 7,288,039 6,422,129 6,326,074
Debt Sales 2,690,020 20,114,973 7,866,773 9,476,888 16,187,000 13,453,890
Sale Of Assets 1,997,537 2,701,837 2,316,495 8,469,982 993,389 813,389
Insurance Recoveries 7,520 - - - - -
Loans 2,081,860 3,312,749 2,339,448 1,077,412 1,435,038 1,166,150
Other Financial Sources 6,776,937 26,129,559 12,522,716 19,024,282 18,615,427 15,433,429
Total Budgetary Revenues 173,662,574$ 172,180,871$ 153,074,089$ 168,500,811$ 163,119,803$ 153,822,031$
Non-Budgetary Fund Revenues
Capital Project Funds -$ 83$ 100,760$ -$ -$ -$
Internal Service Funds 17,201,953 17,136,763 17,812,864 18,488,924 18,833,397 19,443,628
Total Non-Budgetary Revenues 17,201,953$ 17,136,846$ 17,913,624$ 18,488,924$ 18,833,397$ 19,443,628$
Total Revenues - All Funds 190,864,527$ 189,317,717$ 170,987,713$ 186,989,735$ 181,953,200$ 173,265,658$
Property Taxes
34%
TIF Revenues
1%
Other City Taxes
2%
Licenses, Permits, & Fees
2%
Use Of Money And
Property
1%
Intergovernmental
20%
Charges For Fees And
Services
25%
Miscellaneous
4%
Other Financial Sources
11%
Budgetary Fund Revenues by Type
95
2013
Actual
2014
Actual
2015
Actual
2016
Revised
2017
Budget
2018
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 44,405,272$ 49,786,353$ 49,320,669$ 54,180,253$ 54,585,584$ 55,190,457$
Special Revenue Funds
2100 Community Dev Block Grant 1,453,301 1,069,301 535,735 1,711,569 719,713 659,686
2110 HOME 741,437 679,030 387,664 1,145,121 428,108 437,077
2200 Road Use Tax Fund 5,091,336 4,701,997 5,563,553 5,919,223 5,969,763 6,112,960
2300 Other Shared Revenue 2,421,381 753,426 129,831 1,459,187 - -
2310 Energy Eff & Cons Block Grant 90,507 - - - - -
2315 UniverCity Neighborhood Pship 950,383 (547) - - - -
2350 Metro Planning Org of Johnson Co 643,917 674,335 541,601 610,325 616,729 633,797
2400 Employee Benefits 616,602 714,090 976,606 1,091,539 1,212,865 1,237,670
2500 Affordable Housing - - - - - -
2510 Peninsula Apartments 55,036 50,662 59,957 48,206 56,879 58,669
26** Tax Increment Financing 7,098 145,319 18,670 42,500 42,500 292,500
2820 SSMID-Downtown District 277,672 277,395 296,141 294,092 321,151 321,151
Debt Service Fund
5*** Debt Service 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058
Permanent Funds
6001 Perpetual Care - - - - - -
Enterprise Funds
710* Parking 3,770,254 3,758,909 11,228,816 3,395,921 3,490,001 4,673,948
715* Mass Transit 6,155,701 7,080,024 6,556,267 7,250,374 10,251,640 7,068,055
720* Wastewater 11,523,353 9,916,268 10,384,032 10,644,078 10,593,521 10,825,935
730* Water 12,624,784 7,728,440 7,646,828 8,606,087 8,558,937 8,706,572
7400 Refuse Collection 2,929,934 2,886,776 2,922,269 2,975,446 3,142,730 3,219,084
750* Landfill 4,142,885 4,314,300 4,677,884 4,699,796 4,505,413 4,657,082
7600 Airport 321,256 363,552 365,460 346,072 372,709 380,517
7700 Stormwater 695,405 482,255 1,095,239 793,193 624,077 639,018
780* Cable Television 662,800 747,541 687,397 - - -
79** Housing Authority 7,644,701 7,614,681 7,730,524 8,217,730 7,655,761 8,818,079
Capital Project Funds
Governmental Projects 21,665,402 17,042,914 24,859,198 56,597,763 35,493,295 25,264,056
Enterprise Projects 39,151,506 20,313,054 6,485,716 14,450,028 4,517,923 5,675,040
Total Budgetary Expenditures 187,212,505$ 154,260,231$ 159,678,838$ 199,688,738$ 168,305,526$ 157,292,408$
Non-Budgetary Funds Expenditures
Capital Project Funds
Internal Service Projects -$ 60,266$ 62,526$ 465,596$ -$ -$
Internal Service Funds
810* Equipment 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036
8200 Risk Management 2,474,803 1,106,268 1,435,706 1,329,373 1,571,941 1,605,362
830* Information Technology 1,746,003 1,990,743 1,786,707 2,118,404 2,108,294 2,151,432
8400 Central Services 206,049 281,955 308,846 315,258 251,840 264,475
8500 Health Insurance Reserves 5,931,135 7,465,001 7,285,127 7,880,283 8,002,151 8,402,259
8600 Dental Insurance Reserves 322,709 344,693 354,318 359,275 375,896 387,173
Total Non-Budgetary Expenditures 15,829,967$ 15,760,254$ 16,427,718$ 18,458,937$ 17,119,416$ 17,626,737$
Total Expenditures - All Funds 203,042,472$ 170,020,485$ 176,106,556$ 218,147,675$ 185,424,942$ 174,919,146$
City of Iowa City
All Funds
Expenditures by Fund
96
2013
Actual
2014
Actual
2015
Actual
2016
Revised
2017
Budget
2018
Projected
Budgetary Funds Expenditures
City Council 103,002$ 123,298$ 97,273$ 121,412$ 109,426$ 112,171$
City Clerk 489,167 533,845 518,724 576,888 536,351 611,768
City Attorney 654,800 676,519 690,901 712,939 738,002 759,683
City Manager 2,131,556 2,248,213 2,492,620 2,339,031 2,522,542 2,540,286
Finance 23,355,933 17,350,070 21,937,188 20,359,031 20,603,041 18,008,101
Police 11,443,807 12,248,973 12,389,622 13,015,803 13,313,328 13,649,571
Fire 7,093,507 7,401,786 7,598,771 7,795,901 7,876,883 8,113,583
Parks & Recreation 7,168,745 7,382,727 7,628,887 8,192,788 8,079,337 8,243,208
Library 5,692,845 5,877,520 5,908,777 6,280,211 6,347,022 6,607,368
Senior Center 840,519 825,124 834,813 937,254 954,090 936,626
Neighborhood & Dvlpmnt Services 18,920,206 19,860,768 16,658,430 21,862,030 16,733,180 17,498,520
Public Works 31,181,478 23,971,859 25,827,222 27,780,050 28,064,143 28,626,309
Transportation & Resource Mgmt 16,998,774 18,040,009 25,385,236 18,321,537 22,044,254 20,265,601
Airport 321,256 363,552 365,460 346,072 372,709 380,517
Governmental Projects 21,665,402 17,042,914 24,859,198 56,597,763 35,493,295 25,264,056
Enterprise Projects 39,151,506 20,313,054 6,485,716 14,450,028 4,517,923 5,675,040
Total Budgetary Expenditures 187,212,505$ 154,260,231$ 159,678,838$ 199,688,738$ 168,305,526$ 157,292,408$
Non-Budgetary Funds Expenditures
Internal Service Projects -$ 60,266$ 62,526$ 465,596$ -$ -$
Finance 10,680,699 11,188,660 11,170,704 12,002,593 12,310,122 12,810,702
Public Works 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036
Total Non-Budgetary Expenditures 15,829,967$ 15,760,254$ 16,427,718$ 18,458,937$ 17,119,416$ 17,626,737$
Total Expenditures - All Funds 203,042,472$ 170,020,485$ 176,106,556$ 218,147,675$ 185,424,942$ 174,919,146$
City of Iowa City
All Funds
Expenditures by Department
City Council
0%
City Clerk
1%
City Attorney
1%
City Manager
2%
Finance
16%
Police
10% Fire
6%
Parks & Recreation
6%
Library
5% Senior Center
1%
Neighborhood & Dvlpmnt
Services
13%
Public Works
22%
Transportation & Resource
Mgmt
17% Airport
0%
Budgetary Fund Expenditures by Department
(excluding Capital Projects)
97
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,776,627$ 316,946$ 16,805,554$ 160,052$ 3,232,477$ 22,291,656$
Special Revenue Funds:
Empl Benefits Levy 8,992,897 396,370 9,389,267
Road Use Tax 78,624 204,487 2,809,188 3,092,299
Transfers from TIF Districts 3,261 20,714 718,415 742,390
Enterprise Funds:
From Parking Operations 550,000 221,437 5,500,000 6,271,437
From Transit Operations 50,000 165,651 215,651
From Wastewater Operations 1,950,000 4,488,036 6,438,036
From Water Operations 1,815,275 306,800 2,010,716 4,132,791
From Landfill Operations 1,183,000 1,450,327 2,633,327
From Airport Operations 100,000 100,000
From Storm Water Operations 914,279 914,279
From Broadband 1,571,324 1,571,324
From IC Housing Authority 45,184 45,184
Capital Project Funds 100,000 200,000 300,000
Internal Service Funds:
From Equipment 40,000 40,000
From Info. Technology 50,000 50,000
Total Transfers In:12,467,917$ 917,803$ -$ 26,388,010$ 1,185,267$ -$ 5,269,892$ 11,998,752$ 58,227,641$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 1,776,627$ 9,071,521$ 3,261$ 1,616,508$ 12,467,917$
Road Use Tax Fund 396,370 396,370
Other Special Revenue Funds 316,946 204,487 521,433
Debt Service Fund 160,052 718,415 306,800 1,185,267
Enterprise Funds 3,232,477 200,000 1,837,415 5,269,892
Debt Service Reserves 11,998,752 11,998,752
Capital Project Funding 16,805,554 2,809,188 20,714 100,000 90,000 6,562,554 26,388,010
Total Transfers Out:22,291,656$ 12,481,566$ 742,390$ 300,000$ -$ 90,000$ 22,322,029$ -$ 58,227,641$
Transfers In
Transfers Out
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2016
98
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 74,616$ 9,795,644$ 60,052$ 3,385,673$ 13,388,407$
Special Revenue Funds:
Empl Benefits Levy 9,095,431 330,600 9,426,031
Road Use Tax 74,312 215,742 2,372,000 2,662,054
Transfers from TIF Districts 772,493 31,324 1,206,230 2,010,047
Affordable Housing 1,000,000 1,000,000
Enterprise Funds:
From Parking Operations 400,000 228,364 628,364
From Transit Operations 50,000 136,000 186,000
From Wastewater Operations 2,500,000 4,431,246 6,931,246
From Water Operations 1,116,225 300,900 2,020,178 3,437,303
From Landfill Operations 800,000 865,844 1,665,844
From Airport Operations 270,800 270,800
From Storm Water Operations 615,000 615,000
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
From Info. Technology 500,000 500,000
Total Transfers In:10,060,745$ 620,958$ -$ 20,550,993$ 1,567,182$ -$ 4,840,881$ 6,451,424$ 44,092,183$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,169,743$ 772,493$ 46,087 10,060,745$
Road Use Tax Fund 330,600 330,600
Other Special Revenue Funds 74,616 215,742 290,358
Debt Service Fund 60,052 1,206,230 300,900 1,567,182
Enterprise Funds 3,385,673 225,000 1,230,208 4,840,881
Debt Service Reserves 6,451,424 6,451,424
Capital Project Funding 9,795,644 3,372,000 31,324 1,600,000 5,752,025 20,550,993
Total Transfers Out:13,388,407$ 13,088,085$ 2,010,047$ 225,000$ -$ 1,600,000$ 13,780,644$ -$ 44,092,183$
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2017
Transfers In
Transfers Out
99
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 82,659 1,433,049$ 60,052$ 3,393,475$ 5,041,657$
Special Revenue Funds:
Empl Benefits Levy 9,095,431 330,600 9,426,031
Road Use Tax 74,312 215,742 3,147,000 3,437,054
Transfers from TIF Districts 750,000 1,097,189 1,847,189
Enterprise Funds:
From Parking Operations 570,000 235,310 729,112 1,534,422
From Transit Operations 1,000,000 136,000 1,136,000
From Wastewater Operations 3,000,000 4,334,830 7,334,830
From Water Operations 802,100 2,016,628 2,818,728
From Refuse Operations 700,000 700,000
From Landfill Operations 865,844 865,844
From Airport Operations 308,830 308,830
From Storm Water Operations 890,000 890,000
From IC Housing Authority 47,009 47,009
Capital Project Funds 225,000 225,000
Internal Service Funds:
From Equipment 1,000,000 1,000,000
Total Transfers In:10,039,174$ 629,001$ -$ 12,850,979$ 1,157,241$ -$ 4,855,629$ 7,080,570$ 36,612,594$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,169,743$ 750,000$ 47,009$ 10,039,174$
Road Use Tax Fund 330,600 330,600
Other Special Revenue Funds 82,659 215,742 298,401
Debt Service Fund 60,052 1,097,189 1,157,241
Enterprise Funds 3,393,475 225,000 1,237,154 4,855,629
Debt Service Reserves 7,080,570 7,080,570
Capital Project Funding 1,433,049 3,097,000 1,000,000 7,270,930 12,800,979
Total Transfers Out:5,041,657$ 12,813,085$ 1,847,189$ 225,000$ -$ 1,000,000$ 15,635,663$ -$ 36,562,594$
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2018
Transfers In
Transfers Out
100
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
Change in
FTEs
FY2016-
2017
Budgetary Funds
General Fund
City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 -
City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 -
City Attorney 5.60 5.60 5.60 5.60 5.60 5.50 5.50 -
City Manager:
City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Communications Office 3.50 4.00 2.00 3.00 3.00 7.50 7.50 -
Human Resources 4.00 4.00 4.00 3.00 3.00 3.00 3.00 -
Human Rights 2.50 2.50 2.00 2.00 2.00 2.00 2.00 -
Finance:
Finance Adminstration 2.86 2.65 2.65 3.65 3.15 3.15 3.15 -
Accounting 7.00 8.00 8.00 8.00 7.00 7.60 7.60 -
Purchasing (1)4.00 4.00 3.94 3.44 3.44 3.44 3.50 0.06
Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 -
Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Disaster Assistance 0.40 0.40 0.40 0.38 - - - -
Police:
Police Administration (2)5.00 5.00 5.00 5.00 5.00 5.00 6.00 1.00
Police Administrative Services (3)18.00 18.00 18.00 20.00 20.00 20.00 19.00 (1.00)
Police Field Operations 81.00 80.00 80.00 80.00 80.00 80.00 80.00 -
Fire:
Fire Administration 4.00 3.00 4.00 4.00 3.00 3.00 3.00 -
Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 -
Fire Prevention 2.00 2.00 1.00 1.00 1.00 1.00 1.00 -
Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Housing & Inspection Services:
Housing and Inspection Admin 2.00 2.00 2.00 2.00 2.00 - - -
Parks and Recreation:
Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Government Buildings (4)4.96 4.83 4.83 4.83 4.83 5.33 4.33 (1.00)
Recreation (4)15.42 15.42 15.42 15.42 15.42 14.42 15.42 1.00
Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 1.00 1.00 -
Park Maintenance Operations (5)11.00 11.00 11.00 11.00 11.00 12.00 15.00 3.00
Forestry 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
CBD Maintenance Operations (5)3.00 3.00 3.00 3.00 3.00 3.00 - (3.00)
Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Library:
General Library (6)42.39 42.89 42.88 42.38 42.38 42.27 43.67 1.40
Library Board Controlled Funds 0.75 0.75 0.75 1.25 1.25 0.50 0.50 -
Library Foundation Office - - - 2.00 2.00 2.00 2.00 -
Senior Center Administrations (7)6.31 6.50 6.50 6.50 6.50 6.50 7.00 0.50
Neighborhood & Dvlpmnt Services:
Neighborhood & Dvlpmnt Admin 2.55 2.55 2.55 2.55 2.55 1.55 1.55 -
Sustainability Services - - - - 1.00 1.00 -
Community Development (8)1.05 0.85 1.20 1.75 1.75 1.55 3.63 2.08
Economic Development (9)1.00 1.00 1.00 1.00 1.00 2.00 1.00 (1.00)
Urban Planning 3.50 3.50 2.50 2.50 2.50 3.50 3.50 -
Building Inspection 7.80 7.80 7.80 6.30 6.30 7.30 7.30 -
Neighborhood Services (8)1.00 1.00 1.00 1.00 1.00 1.05 1.95 0.90
Housing Inspection (8)5.75 5.75 5.75 5.25 5.25 5.55 6.20 0.65
Human Services (8)- - 0.15 0.15 0.15 0.15 - (0.15)
Public Works:
Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Engineering Services (10)12.10 12.10 12.10 12.10 12.10 12.00 16.00 4.00
City of Iowa City
Personnel Full-Time Equivalents
Last Seven Years
101
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
Change in
FTEs
FY2016-
2017
City of Iowa City
Personnel Full-Time Equivalents
Last Seven Years
Transportation & Resource Mgmt:
Transportation & Resource Admin (11)- - - - - - 2.00 2.00
CBD Maintenance Operations (11)- - - - - - 1.00 1.00
Mass Transit 56.25 56.25 - - - - - -
Sub-total General Fund 411.57 411.22 351.90 354.93 352.05 356.74 368.18 11.44
Special Revenue Funds
Community Development Block Grant (8)2.88 2.88 2.63 2.48 2.48 2.38 - (2.38)
HOME Program (8)0.95 0.95 0.70 0.50 0.50 0.45 - (0.45)
Road Use Tax:
Traffic Engineering (12-a)4.15 4.15 4.15 4.15 4.15 3.90 4.50 0.60
Streets System Maintenance (12-a)25.50 25.50 25.50 25.50 25.50 25.25 25.50 0.25
Other Shared Revenues 1.60 1.60 1.60 1.62 - - - -
UniverCity Neighborhood Partnership - 0.20 0.20 - - - - -
Metro Planning Org of Johnson Co 6.60 6.60 5.60 5.60 5.60 4.70 4.70 -
Employee Benefits 0.26 0.55 0.55 0.55 0.55 0.55 0.55 -
Sub-total Special Revenue Funds 41.94 42.43 40.93 40.40 38.78 37.23 35.25 (1.98)
Enterprise Funds
Parking (12-b)32.75 32.75 29.25 26.25 26.25 23.13 21.63 (1.50)
Mass Transit (12-b)- - 51.75 51.25 51.25 51.13 50.63 (0.50)
Wastewater (12-c)25.60 25.40 25.40 24.40 24.65 24.65 25.40 0.75
Water (13)32.75 32.75 32.75 31.75 32.00 32.00 31.75 (0.25)
Refuse Collection (12-d)20.35 20.35 20.35 19.35 19.35 17.85 17.50 (0.35)
Landfill (12-e)15.50 17.50 17.50 16.50 16.50 15.50 14.00 (1.50)
Airport Operations 1.75 1.75 1.00 1.00 1.00 1.00 1.00 -
Storm Water (13)1.90 2.10 2.10 2.10 2.60 2.60 2.10 (0.50)
Cable Television 6.69 6.63 6.63 6.63 5.63 - - -
Housing Authority (14)13.25 13.25 13.18 12.19 10.19 10.19 9.60 (0.59)
Sub-total Enterprise Funds 150.54 152.48 199.91 191.42 189.42 178.05 173.61 (4.44)
Capital Project Funds
ERP Software-Finances & HR/Payroll 1.00 1.00 1.00 1.00 - - - -
Fire Station #4 1.00 1.00 - - - - - -
Iowa City Gateway Project (10)- 1.00 1.00 1.00 1.00 1.00 - (1.00)
420th Street Industrial Park 1.00 1.00 - - - - - -
West Side Levee Project (10)- - 1.00 1.00 1.00 1.00 - (1.00)
Rocky Shore Lift Station Project (10)- - - - - 2.00 - (2.00)
S Wastewater Plant Expansion - 1.00 3.00 3.00 3.00 - - -
Sub-total Capital Project Funds 3.00 5.00 6.00 6.00 5.00 4.00 - (4.00)
Total Budgetary Funds 607.05 611.13 598.74 592.75 585.25 576.02 577.04 1.03
Non-Budgetary Funds
Internal Service Funds
Equipment 11.26 11.26 10.75 10.75 10.75 10.75 10.75 -
Risk Management 2.01 1.80 1.80 1.80 1.80 1.80 1.80 -
Information Technology Services (1)11.30 11.80 10.86 9.86 9.86 9.86 9.80 (0.06)
Central Services 0.75 0.75 0.76 0.50 0.50 0.50 0.50 -
Sub-total Internal Service Funds 25.32 25.61 24.17 22.91 22.91 22.91 22.85 (0.06)
Agency Funds
Library Foundation Office 1.00 1.00 1.00 - - - - -
Sub-total Agency Funds 1.00 1.00 1.00 - - - - -
Total Non-Budgetary Funds 26.32 26.61 25.17 22.91 22.91 22.91 22.85 (0.06)
Total Full-Time Equivalents 633.37 637.74 623.91 615.66 608.16 598.93 599.89 0.96
102
(1) The Buyer I position in Purchasing Division will no longer be allocated 0.06 of a FTE to the ITS Operations.
(2) The Police Department added 1.00 FTE for a CSO/Community Outreach Assistant.
(3) The police records staff was reorganized in the FY 2017 budget. This reorganization resulted in the elimination of the 1.0 FTE Records
Supervisor position. Also, 2.00 FTE Police Records Clerks and 2.00 FTE Senior Police Records Clerks were reclassified to 4.00 FTE
Police Records Technicians.
(4) There was a restructuring of the custodian and maintenance worker positions in FY 2017. As a result of this restructuring, a 1.0 FTE
Custodian moved into the Recreation division in FY 2017 budget from the Parks & Recreation Administration division – Government
Buildings activity. The restructuring of these positions caused a number of the Maintenance Worker positions to have title/grade changes.
(5) The 1.0 FTE Maintenance Worker II and 1.0 FTE Senior Maintenance Worker that were in the CBD Maintenance Operations were
moved into Park Maintenance Operations. The other 1.0 FTE Maintenance Worker II that was in the CBD Maintenance Operations shifted
to Transportation & Resource Management Administration division. There was a new 1.0 FTE Maintenance Worker I added to Park
Maintenance Operations.
(6) A 0.50 FTE Library Assistant III position was reduced to a 0.50 FTE Library Assistant I position in the Library Controlled Funds activity in
the FY 2017 budget. With the launch of the bookmobile, the Library will add a 1.00 FTE Library Assistant III position and also increase a 0.60
FTE Library Assistant III to a 1.00 FTE Library Assistant III.
(7) A 0.50 FTE Development Specialist that would focus exclusively on fundraising is new for the FY 2017 budget. They would be involved
with volunteer coordination, training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising.
(8) There are no overall staff increases or decreases in the Neighborhood Services division. There has been a change to how the FTEs
are being allocated. No FTE’s are now being allocated directly to CDBG and HOME activities in FY 2017. Employees that work on these
programs will be billed to the programs for their actual time in lieu of FTE allocations. Estimates of these billed costs are based upon the
available administrative funding in the program and are reflected in the programs’ expenditure totals. Also, there was a 0.25 FTE Housing
Assistant position and 0.40 FTE Building Inspector position that were re-allocated from the Housing Authority enterprise fund budget to the
Housing Inspections budget.
(9) The departure of the Economic Development Administrator and the elimination of the position eliminated 1.0 FTE.
(10) The 4.0 FTE Special Projects positions are being moved from the Capital Projects Fund to the Engineering Service activity in FY 2016.
(11) The 3.0 FTE in the FY 2017 budget comes from moving the of 1.0 FTE Maintenance Worker II from the CBD Maintenance Operations
that was in the Parks and Recreation Department and the 1.0 FTE Transportation & Resource Management Director and 1.0 FTE
Associate Director that were in the Parking and Transit enterprise fund budgets into this newly created division.
(12) During FY 2016, the Public Works and Transportation Services departments went through a re-organization. Oversight of the Refuse
Collection, Landfill, and Recycling Operations moved from the Public Works department to the Transportation Services and was then
renamed the Transportation and Resource Management department. Those changes will take effect in FY 2017.
(a) This resulted in changes to staffing levels as the 0.35 FTE for the Streets/Solid Waste Superintendent and the 0.50 FTE Clerk/Typist
are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. These
staffing changes added 0.60 FTE to the Traffic Engineering activity and 0.25 FTE to the Streets System Maintenance activity for a total
increase of 0.85 FTE in the Streets Operations.
(b) This resulted in changes to the staffing levels in the Parking Operations and Transit Operations as the 0.50 FTE for the Transportation
and Resource Management Director and the 0.50 FTE for the Associate Director are being moved entirely to the Transportation & Resource
Management Administration budget in the General Fund and out of the Parking Administration budget. Also, changed was a restructuring of
the Customer Service Representative positions in the Parking and Transit funds. The result of this change is that the Customer Service
Representatives in the Parking On-street Operations budget decreased from 1.50 FTE to 1.00 FTE and moved to the Parking Administration
budget and the Customer Service Representative in the Transit Administration budget increased from 0.50 FTE to 1.00 FTE.
(c) This resulted in changes to staffing levels as the 0.50 FTE for the Wastewater Superintendent and the 0.50 FTE Senior Clerk/Typist
are being moved entirely to the Wastewater Fund budget and out of the Landfill Administration budget. Also, the 0.25 FTE Project Support
Assistant position was eliminated.
(d) This resulted in changes to staffing levels as the 0.35 FTE for the Streets/Solid Waste Superintendent and the 0.50 FTE Clerk/Typist
are being moved entirely to the Streets Operations budget in the Road Use Tax Fund and out of the Refuse Administration budget. Also,
changed was a restructuring of the Clerk positions in the Refuse and Landfill funds. The result of this change is that the Recycle Clerk in
the Landfill Operations was replaced with a Customer Service Representative that is now split 50/50 between the Landfill Administration
and the Refuse Administration activities.
(e) This resulted in changes to staffing levels as the 0.50 FTE for the Wastewater Superintendent and the 0.50 FTE Senior Clerk/Typist
are being moved entirely to the Wastewater Fund budget and out of the Landfill Administration budget. Also, changed was a restructuring
of the Clerk positions in the Refuse and Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was
replaced with a Customer Service Representative that is now split 50/50 between the Landfill Administration and the Refuse Administration
activities. In the Landfill Operations activity budget, the 1.00 FTE Senior Maintenance Worker position and the 2.00 FTE Maintenance
Worker III positions were reclassified as Maintenance Worker I positions in FY 2017.
(13) The 1.00 FTE Project Support Assistant position is being eliminated. There was 0.25 FTE in the Wastewater and Water enterprise
funds and 0.50 FTE in the Storm Water enterprise fund.
(14) The Section 8 Coordinator was increased from a 0.94 FTE position to a 1.00 FTE position. Also, the allocations for the Building
Inspector (1.00 FTE) and Housing Assistant (0.25 FTE) positions that were partially allocated to both the Housing Voucher Program and the
Public Housing Program were re-allocated so that only 0.60 FTE of the Building Inspector is now being allocated to the Housing Authority
and none of the Housing Assistant is now being allocated to the Housing Authority. The 0.65 FTE from those two positions have been
re-allocated to the Housing Inspection activity in the General Fund.
City of Iowa City
Personnel Full-Time Equivalents
Last Seven Years
103
0
100
200
300
400
500
600
700
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
City of Iowa City
FTE Summary by Fund Type
Last Seven Years
General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds
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GENERAL FUND SUMMARY
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Expenditures
Division Summaries
F
Y
2
0
1
7
106
Revenues & Other Financing Sources 2015
Actual
2016
Revised
2017
Budget
2018
Projected
Property Taxes 29,421,531$ 29,804,437$ 31,739,199$ 31,739,199$
Other City Taxes 2,487,767 2,428,855 2,430,717 2,430,717
Licenses And Permits 1,805,901 2,235,526 2,450,882 2,450,882
Use Of Money And Property 800,227 556,656 706,673 706,673
Intergovernmental 3,519,060 3,801,259 3,655,921 3,625,813
Charges For Fees And Services 1,509,496 1,277,691 1,358,601 1,358,601
Miscellaneous 4,446,754 5,082,272 5,695,083 5,749,028
Other Financial Sources 2,762,834 3,427,613 2,007,295 1,647,295
Sub-total Revenues & Other Financing
Sources (excluding Transfers In):46,753,570 48,614,309 50,044,371 49,708,208
Transfers In 10,642,456 12,467,917 10,060,745 10,039,174
Total Revenues, Other Financing
Sources, & Transfers In 57,396,026$ 61,082,226$ 60,105,116$ 59,747,382$
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 Fiscal Year 2017, with revenue and expenditures projected
at $60.1 and $68.0 million, respectively. The excess amount of expenditures is a transfer from
local option sales tax funds of $8.3 million to the Capital Projects Fund for the Iowa City Gateway
Project (Dubuque Street) and is out of restricted fund balance. In Fiscal Year 2016, the Cable
Television operations have merged into the General Fund. Prior year activity for the Cable
Television operations can be found in the Cable Television Fund in the Enterprise Fund section of
the budget.
A. General Fund Revenues
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1. Property Taxes - Property tax revenue of $31.7 million is the primary funding source for
General Fund operations, providing approximately 64% of total revenue, excluding
transfers in, in Fiscal Year 2017. The Fiscal Year 2017 budget is an increase of 6.5% of
the Fiscal Year 2016 revised budget of $29.8 million and there is an average increase of
3.5% over the last five years. These totals do not include the transfer-in of the
Employee Benefits property tax levy from the Employee Benefits Fund. There are a
number of factors which determine the City’s tax levy each year: property valuations by
class, the state’s annual Assessment Limitation Order (rollback), TIF district valuations
and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal
Policies, restrictions from external entities on other financing sources, and funding
requirements for projected expenditures.
100% Assessment - Property valuations are set by the City and County Assessor. State
law requires that all real property be reassessed every two years, specifically in odd-
numbered years. Since 2003, valuations within the Iowa City corporate limits have
increased an average of 6.8% in revaluation years and 2.3% in non-revaluation years.
Valuations reported by the Johnson County Auditor’s office for January 1, 2015 served as
the basis for determining property tax revenue in Fiscal Year 2017. Their report indicates
an 8.1% increase in total assessed value in the last year, from $4.95 billion to $5.35 billion.
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Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth
limitation of three percent (3%) annually on taxable residential property valuations. Each
year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by
class which, when applied, determines taxable valuations. The growth restriction is applied
to the residential valuations, limiting the growth percentage in taxable value to agricultural
valuations. In other words, the percentage change in taxable valuations for urban
residential property each year is limited to either three percent (3%) or the growth in
agricultural property, whichever is lower. Growth restrictions and rollbacks for current and
future years were changed with state legislation in 2013 with Iowa Senate File 295; the
resulting reduction in City revenue will be monitored and started with Fiscal Year 2015
taxable valuation. The growth limitation of three percent (3%) started in Fiscal Year 2015
was a decrease from four percent (4%) annually on taxable residential and agricultural
property valuations. In Fiscal Year 2015 the commercial, industrial, and railroad property
classes had a rollback of ninety-five percent (95%) and the commercial and industrial
property rollback will be backfilled by the State. Also, the commercial, industrial, and
railroad property classes roll back will further lower to ninety percent (90%) and the
commercial and industrial property rollback will continue to be backfilled by the State in
Fiscal Year 2016 and the backfill amount will be locked at the Fiscal Year 2017 amounts
going forward. In Fiscal Year 2017 there is a new property class of multi-residential that
has a rollback of eighty-six and quarter percent (86.25%) and will lower to eighty-two and a
half percent (82.5%) in Fiscal Year 2018.
The following graph illustrates the impact of the rollback on taxable valuations. In Fiscal
Year 2008 the rollback exempted $1.5 billion of Iowa City’s assessed valuation. In Fiscal
Year 2017 the rollback will exempt $1.9 billion of assessed valuations. The residential and
agricultural rollbacks for Fiscal Year 2017 are 55.6259% and 46.1068%, respectively,
compared to Fiscal Year 2016 rollbacks of 55.7335% and 44.7021%, respectively. Also, in
Fiscal Year 2017 the commercial, industrial, and railroad rollback will exempt additional
amounts of commercial, industrial, and railroad assessed valuations are 90%, which is the
same as Fiscal Year 2016. The multi-residential rollback will exempt additional amounts of
assessed valuations in Fiscal Year 2017 with a rate of 86.25%.
109
2. Other City Taxes - This category, estimated at $2.4 million in Fiscal Year 2017, includes
Hotel Motel Taxes of $1,057,000, $432,000 in gas and electric excise taxes, and $902,000
in utility franchise taxes. The Fiscal Year 2017 budget is an increase of 0.1% of the
Fiscal Year 2016 revised budget of $2.4 million and there is an average decrease of
18.1% over the last five years. The change is from the local option sales tax, which
ended June 30, 2013.
a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at
$1,057,000 in Fiscal Year 2017, the seven percent (7%) tax on gross hotel/motel room
rental receipts is distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the
generation, distribution, and delivery of electricity and natural gas. This tax replaced
the taxation on utility property in 1999. Cities are required to calculate property tax
revenues with and without gas and electric utility property valuations. The calculated
difference is required to establish the General Property Tax Equivalents which is the
basis of the Iowa Department of Revenue distribution formula.
110
c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa
state legislature during its 2009 session, establishing cities’ right to impose a franchise
tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed
and approved an ordinance establishing a one percent (1%) tax to be expended for the
following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican Energy
Company’s gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency services.
3) Public infrastructure to support commercial and industrial economic
development.
Of the $902,000 estimate for Fiscal Year 2017, approximately $609,000 will remain in the
City’s general fund for maintenance of the right-of-way and operational costs associated
with Fire Station #4. The remaining $293,000 is for recurring capital improvement projects
(CIP) in the right of way.
3. Licenses & Permits - This category consists of revenue received for building and rental
housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer,
liquor and cigarette permit/license fees (state regulated), sign permits, burial permits,
animal licensing and some miscellaneous fees. Fiscal Year 2017 budget for Licenses and
Permits is estimated at $2.5 million. The Fiscal Year 2017 revenue is an increase of
9.6% of the Fiscal Year 2016 revised budget of $2.2 million and there is an average
increase of 14.3% over the last five years. These increases are from the estimates in
construction permits and licenses revenue and the addition of franchise fees from Cable
Television operations moving into the General Fund in Fiscal Year 2016.
4. Use of Money & Property - This revenue source consists of interest income and rents
and is budgeted at $707,000 for Fiscal Year 2017. The Fiscal Year 2017 budget is an
increase of 27.0% of the Fiscal Year 2016 revised budget of $557,000; however, there is
an average decrease of 6.6% over the last five years. The increase from the Fiscal Year
2016 estimate is from an increase in estimated interest income; the average decrease
over the last five years is a result of moving of transit operations into an enterprise fund
in Fiscal Year 2013.
5. Intergovernmental - This revenue category includes state and federal grants, 28-E
agreements, and contracts with local governmental entities. Intergovernmental revenue
is budgeted at $3.7 million in Fiscal Year 2017. The Fiscal Year 2017 budget is a
decrease of 3.8% of the Fiscal Year 2016 revised budget of $3.8 million and there is an
average decrease of 3.4% over the last five years. The decrease from the Fiscal Year
2016 amount is from estimates in the property tax credits from property tax backfill from
the state and the average decrease is a result of moving the transit operations into an
enterprise fund in Fiscal Year 2013.
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The majority of intergovernmental revenue is the result of 28E agreements with local
entities for services provided to area residents, as shown in the following schedule. The
largest of these agreements is for fire protection services to the University of Iowa,
estimated at $1.75 million in Fiscal Year 2017, with $1.4 million receipted into the General
Fund. The remainder is deposited into the employee benefits fund as reimbursement for a
percentage of Fire employee benefits and into the capital projects fund as reimbursements
for a percentage of Fire capital assets.
FY2015 FY2016 FY2017 FY2018
Intergovernmental Funding Actual Revised Budget Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 234,105$ 218,550$ 225,985$ 225,985$
IC Comm. Schools - Mercer Pool 98,250 91,633 99,000 99,000
County, Univ Heights, Hills - Library 435,601 466,491 461,333 466,225
Johnson County - Senior Center 59,224 59,224 59,224 59,224
Downtown District - Police Department 10,000 10,000 10,000 10,000
University Heights - Fire Department - - 30,000 30,000
Local Governmental Revenue:837,180 845,898 885,542 890,434
State Revenue:
Public Safety Grants 186,715 194,103 233,640 233,640
University of Iowa - Fire Protection 1,330,770 1,397,715 1,375,000 1,375,000
University of Iowa - NDS Analysis - - 35,000 -
Operating Grants 84,126 90,067 89,743 89,743
Property Tax Credits 681,436 1,256,102 986,598 986,598
Other State Grants 14,650 - - -
State Disaster Assistance 28,553 - - -
Total State Revenue:2,326,250 2,937,987 2,719,981 2,684,981
Federal Revenue:
Public Safety Grants 130,575 17,374 50,398 50,398
FEMA Assistance / Reimbursements 225,055 - - -
Total Federal Revenue:355,630 17,374 50,398 50,398
Total - Intergovernmental Funding: 3,519,060$ 3,801,259$ 3,655,921$ 3,625,813$
6. Charges for Fees and Services – These revenues are for direct fees and charges for the use
of a City service, facility, or program. Divisions with fee-based services include: Parks and
Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building
Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are
budgeted at $1.4 million in Fiscal Year 2017. The Fiscal Year 2017 revenue is an increase of
6.3% of the Fiscal Year 2016 revised budget of $1.3 million; however, there is an average
decrease of 9.1% over the last five years. The increase from the Fiscal Year 2016 estimate
is due to the increase in the estimates in the building and development fees; the average
decrease is from moving the transit operations into an enterprise fund in Fiscal Year 2013.
7. Miscellaneous - Miscellaneous revenue is budgeted at $5.7 million in Fiscal Year 2017. This
112
category includes a variety of revenue sources, including parking fines ($370,000), magistrate
court fines and surcharges related to code enforcement ($301,000) and library fines
($160,000). Also included within this category are internal chargebacks of $4.0 million to the
City’s capital project funds and proprietary funds for services rendered by administrative
divisions. The Fiscal Year 2017 revenue is an increase of 12.1% of the Fiscal Year 2016
revised budget of $5.1 million and there is an average increase of 5.6% over the last five
years. The increase from the Fiscal Year 2016 and the average increase amounts are due
to the administrative chargebacks for the Transportation & Resources Management
Administration division that are starting in Fiscal Year 2017 and the Engineering Division
that are starting in Fiscal Year 2016.
8. Other Financing Sources – Other financing sources include a limited number of special
transactions that are used to account for non-operating revenues/receipts such as the
proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $2.0
million in Fiscal Year 2017, which is a decrease of 41.4% from the revised budget in Fiscal
Year 2016 of $3.4 million. The decrease is from an approximate $1.9 million that is from the
sale of assets for homes in the UniverCity program. The UniverCity activity is budgeted at
$1.8 million in Fiscal Year 2017, which consists of the proceeds from the sale of assets
($900,000) and loan proceeds from financial institutions ($900,000). There is an average
increase of 44.2% over the last five years. The change is from moving the UniverCity
program activity into the General Fund in Fiscal Year 2013.
9. Transfers In - includes an approximate $9.1 million transfer-in of the Employee Benefits Levy
from the Employee Benefits Special Revenue Fund. This category also includes allocation of
funds to equipment replacement reserves, and operating support from other funds for specific
staff positions and expenditures. The category is budgeted at $10.1 million in Fiscal Year
2017.
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B. General Fund Expenditures
Expenditures &2015 2016 2017 2018
Transfers Out Actual Revised Budget Projected
Personnel 34,881,306$ 37,444,399$ 39,114,449$ 40,338,729$
Services 8,534,211 9,169,920 9,720,849 9,799,404
Supplies 1,272,811 1,486,970 1,490,298 1,520,104
Capital Outlay 3,477,841 2,967,679 2,968,988 2,408,960
Debt Service 1,154,500 2,800,000 900,000 720,000
Contingency - 311,285 391,000 403,260
Sub-total Expenditures:49,320,669 54,180,253 54,585,584 55,190,457
Transfers Out 6,823,285 22,291,656 13,388,407 5,041,657
Total Expenditures &
Transfers Out 56,143,954$ 76,471,909$ 67,973,991$ 60,232,114$
114
1. Personnel - Personnel costs account for approximately 71.7% of budgeted expenditures
(excluding transfers out) within the General Fund in Fiscal Year 2017. Employee benefit costs
are discussed in greater detail in this document’s transmittal letter.
2. Services - Expenditures for services are budgeted at $9.7 million in Fiscal Year 2017. Initial
projections were based on Fiscal Year 2015 actual expenditures and projected at 1.78%
annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI-U)
over the last five fiscal years.
A number of operating costs within the services category have more specific inflationary
guidelines and methods of projection. This includes funding for liability, fire & casualty
insurance premiums; professional and consultant services; internal service fund charges
(Equipment, Information Technology Services, Risk Management, and Central Services);
training & education; building and equipment repair and maintenance services; vehicle and
equipment rentals. These costs are adjusted individually each year, based on specific
operating plans and projects, claims/loss history, trend analysis, and operations-specific
needs, each year.
The Services category also includes funding for initiatives such as Aid to Human Service
Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors
Bureau, and Community and Economic Development Assistance, as follows:
$350,000 Aid to Human Service Agencies
$363,900 Community Event / Program Funding
$264,346 ICCVB – Community / Economic Development Assistance
$100,000 Economic Development Assistance
3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such
as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of
buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.5 million in
Fiscal Year 2017. Individual items under $5,000 which is in line with the capitalization
threshold utilized in the comprehensive annual financial report.
4. Capital Outlay – The general fund capital outlay is budgeted at $3.0 million in Fiscal Year
2017 and includes police vehicle replacements, library materials, operating equipment,
UniverCity Properties, and building maintenance and improvements of $5,000 or greater.
5. Debt Service - This category is budgeted at $900,000 in Fiscal Year 2017. This consists from
loan repayments to financial institutions that are from the homes sold in the UniverCity
program
115
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 (.75%) of general fund expenditures (excluding transfers) -
approximately $391,000 in Fiscal Year 2017.
7. Transfers Out - This category is budgeted at $13.4 million in Fiscal Year 2017. The majority
of transfers out is the result of local option sales tax funds of $8.3 million to capital projects
fund for the Iowa City Gateway Project (Dubuque Street) and transit property taxes of $3.3
million that is transferring into the transit fund.
C. Fund Balance
It is part of the City’s Financial Reserves policy that general fund’s unassigned fund balance
not fall below twenty percent (20%) of total revenues and transfers in, with a ceiling of thirty
percent (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 Fiscal Year 2013, $1.9 million of the
unassigned balance was used to repay the Landfill Fund for construction of Fire Station #2
($946,000), Fire Station #4 ($822,000), Terry Trueblood Rec Area ($111,000), and Senior
Center Building Envelope ($15,000). In Fiscal Year 2014 and Fiscal Year 2015, $1.7 million
and $1.3 million, respectively, of the unassigned balance was used to transfer into the City’s
Emergency fund. Also, $1.7 million in Fiscal Year 2016 of unassigned balance will be used to
transfer into the City’s Emergency fund.
General Fund’s unassigned fund balance is relied upon to provide cash flow during the first
quarter of the fiscal year as the majority of property taxes are not received until
October/November. The following chart demonstrates how expenditures have exceeded
receipts in the first three months over the past ten years.
3 Months @
Sept. 30 Receipts Expenditures Shortfall
FY2016 11,380,173$ 15,661,322$ (4,281,149)
FY2015 10,366,653 16,959,430 (6,592,777)
FY2014 11,705,632 15,145,130 (3,439,498)
FY2013 9,727,204 16,725,202 (6,997,998)
FY2012 12,090,490 15,441,933 (3,351,443)
FY2011 8,976,380 13,778,695 (4,802,315)
FY2010 8,934,768 13,186,810 (4,252,042)
FY2009 6,496,526 13,877,093 (7,380,567)
FY2008 7,041,379 12,484,773 (5,443,394)
FY2007 7,881,225 13,014,632 (5,133,407)
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2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 46,294,999$ 44,499,871$ 47,793,327$ 49,045,399$ 33,655,716$ 25,786,841$
Revenues:
Property Taxes 27,939,637$ 28,440,226$ 29,421,531$ 29,804,437$ 31,739,199$ 31,739,199$
Other City Taxes 10,536,839 2,947,501 2,487,767 2,428,855 2,430,717 2,430,717
Licenses And Permits 1,777,267 1,659,843 1,805,901 2,235,526 2,450,882 2,450,882
Use Of Money And Property 619,227 647,032 800,227 556,656 706,673 706,673
Intergovernmental 2,661,403 2,789,683 3,519,060 3,801,259 3,655,921 3,625,813
Charges For Fees And Services 1,469,628 1,357,363 1,509,496 1,277,691 1,358,601 1,358,601
Miscellaneous 4,484,836 4,502,885 4,446,754 5,082,272 5,695,083 5,749,028
Other Financial Sources 1,451,159 5,565,082 2,762,834 3,427,613 2,007,295 1,647,295
Sub-Total Revenues 50,939,996 47,909,615 46,753,570 48,614,309 50,044,371 49,708,208
Transfers In:
Operating Transfers In 9,339,373 10,870,809 10,642,456 12,467,917 10,060,745 10,039,174
Sub-Total Transfers In 9,339,373 10,870,809 10,642,456 12,467,917 10,060,745 10,039,174
Total Revenues & Transfers In 60,279,369$ 58,780,424$ 57,396,026$ 61,082,226$ 60,105,116$ 59,747,382$
Expenditures by Department:
City Council 103,002$ 123,298$ 97,273$ 121,412$ 109,426$ 112,171$
City Clerk 489,167 533,845 518,724 576,888 536,351 611,768
City Attorney 654,800 676,519 690,901 712,939 738,002 759,683
City Manager 1,468,756 1,500,672 1,805,223 2,339,031 2,522,542 2,540,286
Finance 3,568,749 3,475,824 3,751,801 4,057,257 4,243,949 4,349,374
Police 11,443,807 12,248,973 12,389,622 13,015,803 13,313,328 13,649,571
Fire 7,093,507 7,401,786 7,598,771 7,795,901 7,876,883 8,113,583
Parks and Recreation 7,168,745 7,382,727 7,628,887 8,192,788 8,079,337 8,243,208
Library 5,692,845 5,877,520 5,908,777 6,280,211 6,347,022 6,607,368
Senior Center 840,519 825,124 834,813 937,254 954,090 936,626
Neighborhood & Development Services 4,725,280 8,597,166 6,958,307 8,333,300 6,892,339 6,277,562
Public Works 1,156,093 1,142,899 1,137,570 1,817,469 2,317,845 2,341,825
Transportation & Resource Management - - - - 654,470 647,432
Sub-Total Expenditures 44,405,272 49,786,353 49,320,669 54,180,253 54,585,584 55,190,457
Transfers Out:
Capital Project Fund 8,269,562 769,848 1,605,164 16,805,554 9,795,644 1,433,049
GO Bond Abatement 266,650 158,624 195,537 160,052 60,052 60,052
General Levy 209,729 190,470 187,489 219,996 187,825 203,670
Emergency Fund - 1,656,058 1,338,516 1,704,205 - -
Transfers Out - Transit Fund 4,027,141 2,858,163 2,972,534 3,110,548 3,272,464 3,272,464
Misc Transfers Out 2,832,102 67,452 524,045 291,301 72,422 72,422
IntrFund Loan 1,954,435 - - - - -
Sub-Total Transfers Out 17,559,619 5,700,615 6,823,285 22,291,656 13,388,407 5,041,657
Total Expenditures & Transfers Out 61,964,891$ 55,486,968$ 56,143,954$ 76,471,909$ 67,973,991$ 60,232,114$
Fund Balance, June 30 44,609,478$ 47,793,327$ 49,045,399$ 33,655,716$ 25,786,841$ 25,302,109$
Adjustments to Cash/Non-Cash Asset/Liab (90,477) - - - - -
Change in Accounting Method (19,130) - - - - -
Adjusted Fund Balance, June 30 44,499,871 47,793,327 49,045,399 33,655,716 25,786,841 25,302,109
Restricted / Committed /Assigned 27,380,775 29,808,720 29,738,181 14,988,662 6,692,038 6,853,555
Unassigned Balance 17,119,096$ 17,984,607$ 19,307,218$ 18,667,054$ 19,094,803$ 18,448,553$
% of Revenues & Transfers In 28%31%34%31%32%31%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
General Fund (1000 - 1023)
Fund Summary
117
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 264,249$ 653,297$ 737,512$ 788,254$ 855,572$ 920,811$
Library Escrow 383,431 - - - - -
Library Foundation Development (1,968) (2,242) (4,087) - - -
Library Equipment Replacement Reserve 108,578 143,824 185,242 132,164 194,586 232,008
Library Computer Replacement Reserve 76,977 - - - - -
Senior Center Gift Funds 33,633 33,709 33,835 - - -
New Horizons Band 7,636 1,546 362 131 131 131
Cable Replacement Reserves - - - 153,804 128,804 133,804
Emergency Funds - 1,656,058 2,994,574 4,698,779 4,698,779 4,698,779
Energy Efficiency Revolving Loan Fund - - 101,053 60,885 22,116 75,972
Fire Equipment Replacement Reserve 626,562 626,562 496,549 496,549 496,549 496,549
Honor Guard Donation 3,529 - - - - -
Police Department Donations 1,106 - - - - -
Park Land Acquisition Reserve 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 - - - - -
1,713,990$ 3,321,799$ 4,568,477$ 6,354,003$ 6,419,974$ 6,581,491$
Restricted:
(Not available for general operations)
Police Forfeiture Share 630,118$ 528,507$ 454,084$ 316,072$ 216,072$ 216,072$
Police Abandon Property - - 55,992 55,992 55,992 55,992
Local Option Sales Tax 23,335,333 25,252,557 24,282,784 8,262,595 - -
Restricted (Unspent Bond Proceeds)- 705,857 376,844 - - -
Restricted (Develop/Constr Escrows)1,701,334 - - - - -
25,666,785$ 26,486,921$ 25,169,704$ 8,634,659$ 272,064$ 272,064$
Total Assigned / Committed / Restricted:27,380,775$ 29,808,720$ 29,738,181$ 14,988,662$ 6,692,038$ 6,853,555$
Unassigned:17,119,096 17,984,607 19,307,218 18,667,054 19,094,803 18,448,553
General Fund Ending Fund Balance 44,499,871$ 47,793,327$ 49,045,399$ 33,655,716$ 25,786,841$ 25,302,109$
City of Iowa City
General Fund
Assigned, Committed & Restricted Fund Balance
118
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Property Taxes
Property Taxes 27,939,637$ 28,440,226$ 29,421,531$ 29,804,437$ 31,739,199$ 31,739,199$
Other City Taxes
Other City Taxes 10,536,839 2,947,501 2,487,767 2,428,855 2,430,717 2,430,717
Licenses And Permits
General Use Permits 71,396 82,747 99,658 80,686 99,747 99,747
Food & Liq Licenses 109,068 100,437 120,434 99,912 120,650 120,650
Professional License 18,190 16,610 18,704 16,610 18,660 18,660
Franchise Fees - - - 727,698 720,000 720,000
Misc Permits & Lic 3,310 4,195 5,870 4,195 4,600 4,600
Const Per & Ins Fees 1,553,320 1,427,856 1,537,002 1,280,144 1,463,225 1,463,225
Misc Lic & Permits 21,983 27,998 24,233 26,281 24,000 24,000
Use Of Money And Property
Interest Revenues 240,017 201,307 298,894 102,177 236,746 236,746
Rents 341,012 418,631 462,939 431,454 436,163 436,163
Parking Ramp Revenue 17,035 - - - - -
Royalties & Commiss 21,163 27,094 38,394 23,025 33,764 33,764
Intergovernmental
Fed Intergovnt Rev 66,936 120,228 355,630 17,374 50,398 50,398
Property Tax Credits 57,528 72,550 681,435 1,256,102 986,598 986,598
State 28E Agreements 1,504,557 1,370,309 1,330,770 1,397,715 1,410,000 1,375,000
Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743
Disaster Assistance 122,522 3,633 25,621 - - -
Other State Grants 178,284 308,935 204,298 194,103 233,640 233,640
Local 28E Agreements 654,882 823,961 837,180 845,898 885,542 890,434
Charges For Fees And Services
Building & Devlpmt 393,429 401,648 404,629 335,347 366,750 366,750
Police Services 269,023 88,193 226,621 31,335 44,121 44,121
Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000
Fire Services 10,529 8,573 11,404 7,500 9,000 9,000
Transit Fees - - 2,320 900 900 900
Culture & Recreation 728,364 768,033 741,912 805,961 812,093 812,093
Library Charges 57 46 39 - - -
Misc Charges For Svc 53,188 44,802 62,998 49,810 62,527 62,527
Water Charges 5,869 6,094 5,511 6,094 5,510 5,510
Refuse Charges 296 574 77 574 100 100
Parking Charges - 30,170 44,040 30,170 47,600 47,600
Miscellaneous
Code Enforcement 451,306 415,839 322,537 415,841 300,500 300,500
Parking Fines 420,040 315,419 365,522 315,419 370,000 370,000
Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000
Contrib & Donations 390,624 318,367 345,690 366,386 367,519 383,088
Printed Materials 38,874 45,674 45,320 43,136 44,326 44,326
Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000
Misc Merchandise 25,462 23,376 27,913 26,488 24,422 24,422
Intra-City Charges 2,585,123 2,847,665 2,758,448 3,235,534 3,967,732 4,027,248
Other Misc Revenue 379,356 350,343 401,023 491,763 446,980 425,840
Special Assessments 1,013 979 604 979 604 604
Other Financial Sources
Sale Of Assets 549,549 1,683,887 1,383,359 2,969,982 993,389 813,389
Bonds - 1,000,000 - - - -
Loans 901,610 2,881,195 1,379,475 457,631 1,013,906 833,906
Total Revenues 50,939,996$ 47,909,615$ 46,753,570$ 48,614,309$ 50,044,371$ 49,708,208$
City of Iowa City
General Fund
Revenues by Type
119
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
City Council
City Council 103,002$ 123,298$ 97,273$ 121,412$ 109,426$ 112,171$
City Clerk
City Clerk 489,167 533,845 518,724 576,888 536,351 611,768
City Attorney
City Attorney 654,800 676,519 690,901 712,939 738,002 759,683
City Manager
City Manager 566,010 538,785 584,585 614,346 644,337 642,394
Communications Office 257,001 285,044 439,963 883,721 910,791 905,307
Human Resources 412,215 414,271 453,730 487,350 572,497 587,505
Human Rights 233,530 262,572 326,945 353,614 394,917 405,080
Finance
Finance Adminstration 1,543,026 1,447,968 1,757,721 1,938,660 2,044,413 2,089,028
Accounting 785,592 764,176 710,865 780,698 801,385 824,329
Purchasing 283,274 309,725 327,709 335,165 365,299 375,826
Revenue 956,857 953,955 955,506 1,002,734 1,032,852 1,060,190
Police
Police Administration 737,532 741,617 776,957 890,444 988,144 1,015,882
Police Administrative Services 1,712,112 1,820,848 1,715,223 2,060,451 1,981,159 2,039,853
Police Field Operations 8,994,163 9,686,508 9,897,442 10,064,908 10,344,025 10,593,836
Fire
Fire Administration 791,222 758,093 734,520 950,136 926,478 961,198
Fire Emergency Operations 5,957,389 6,271,096 6,453,712 6,447,092 6,524,338 6,708,844
Fire Prevention 185,249 191,601 243,664 209,300 219,961 225,889
Fire Training 159,647 180,996 166,875 189,373 206,106 217,651
Parks and Recreation
Park and Rec Admin 797,858 760,043 1,233,412 1,018,733 1,126,181 1,154,824
Recreation 2,870,350 2,852,525 2,888,434 3,037,900 3,159,740 3,224,379
Park Maintenance 3,184,891 3,452,490 3,186,281 3,782,398 3,436,642 3,497,302
Cemetery Operations 315,647 317,669 320,760 353,757 356,774 366,702
Library
Library Operations 5,560,202 5,767,401 5,731,114 6,105,382 6,153,371 6,407,907
Library Foundation Office 132,644 110,119 177,663 174,829 193,651 199,461
Senior Center
Senior Center 840,519 825,124 834,813 937,254 954,090 936,626
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin 544,553 614,051 454,015 603,824 694,735 514,761
Neighborhood Services 2,601,543 6,079,302 4,289,283 5,251,049 3,726,417 3,356,247
Economic Development 588,884 810,266 931,813 1,078,932 976,723 997,686
Development Services 990,299 1,093,547 1,283,196 1,399,495 1,494,464 1,408,868
Public Works
Public Works Administration 279,099 285,641 295,082 307,369 311,451 320,613
Engineering Services 876,994 857,258 842,488 1,510,100 2,006,394 2,021,213
Transportation & Resource Mgmt
Administration - - - - 654,470 647,432
Total Expenditures:44,405,272$ 49,786,353$ 49,320,669$ 54,180,253$ 54,585,584$ 55,190,457$
City of Iowa City
General Fund
Expenditures by Department and Division
120
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:
FY2015 FY2016 FY2017
Total FTE’s 7.00 7.00 7.00
Financial Highlights:
Service expenditures include the City’s dues for the Iowa League of Cities and the National
League of Cities. Outside printing was reduced by $1,000, as printing welcome letters for
University of Iowa incoming freshmen has been less expensive than was projected.
121
City of Iowa City
Activity: City Council (110100)Fund: General (1000)
Division: City Council (110100)Department: City Council
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 102,334$ 121,449$ 97,273$ 121,412$ 109,426$ 112,171$
Miscellaneous
Other Misc Revenue 668 1,849 - - - -
Total Revenues 103,002$ 123,298$ 97,273$ 121,412$ 109,426$ 112,171$
Expenditures:
Personnel 54,364$ 54,515$ 54,515$ 55,451$ 55,672$ 57,342$
Services 46,952 66,844 40,682 58,899 49,246 50,231
Supplies 1,685 1,939 2,076 7,062 4,508 4,598
Total Expenditures 103,002$ 123,298$ 97,273$ 121,412$ 109,426$ 112,171$
Personnel Services - FTE 2013 2014 2015 2016 2017
City Council 7.00 7.00 7.00 7.00 7.00
Total Personnel 7.00 7.00 7.00 7.00 7.00
Activity Summary
122
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. In addition, the Clerk's office provides
service to Boards and Commissions by announcing and publishing vacancies; monitoring
applications and appointments; notifying applicants and updating the City website of members.
The office provides staff support to the Community Police Review Board (CPRB), which was
formed based on a community initiative and established in 1997. The board reviews police
policies, procedures, and practices and may recommend modifications to them. The CPRB also
reviews reports prepared after investigation of complaints about alleged police misconduct and
then issues its own written report. The Board is also required to maintain a central registry of
complaints and holds at least one community forum each year for the purpose of hearing the
community’s views on the policies, practices and procedures of the Iowa City Police
Department.
HIGHLIGHTS
Recent Accomplishments:
Continued conversion of microfilm to Laserfiche for 1853-1976 meeting folders
Indexing 1980 meeting folders including OCR’ing and organizing records for quicker
public retrieval
Upcoming Challenges:
Agenda Management software
Board and Commission online application process and submittal
Ongoing updates of on the older sections of Oakland Cemetery; issuance of electronic
deeds
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 4.00 4.00 4.00
123
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 service expenditures are estimated to decrease $60,180 or 43% from Fiscal
Year 2016, which included funds to cover the costs for the City’s biennial election. Capital
Outlay expenditures include funds to cover the costs for the purchase of agenda management
software.
124
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Ordinances & Resolutions Received
and Finalized (including attached
documents e.g. Contracts)
560 439 584 408 485
Hours Processing Initiatives and
Referendum Petitions
New
Measure
New
Measure
New
Measure 238 N/A
Legal Publications Published New
Measure
New
Measure
New
Measure 489 433
Council Meeting and Information
Packets Distributed
New
Measure
New
Measure
New
Measure 111 116
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Number of Licenses and Permits
Processed
New
Measure
New
Measure
New
Measure 772 769
Board & Commission Applications
Processed
New
Measure
New
Measure
New
Measure 64 102
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods; A Strong Urban Core; Strategic
Economic Development Activities; A Solid Financial Foundation;
& Enhanced Communication and Marketing
Provide support to the City Council, City staff, and individuals to
implement strategic plan.
Healthy Neighborhoods & A Strong Urban Core
Assist in dissemination of City Code information and in
enforcement; Accept subdivision applications; liquor licenses;
taxicab licenses; entertainment venues; special exceptions;
cigarette permit; solid waste container permits.
125
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Number of Committees/
Commissions Meetings Staffed
(Diversity; Charter Review; Citizens
Police Review Board; Senior
Services)
New
Measure
New
Measure
New
Measure 20 53
Number of folders converted from
microfilm
New
Measure
New
Measure
New
Measure
New
Measure 102
Number of Images converted from
microlfim
New
Measure
New
Measure
New
Measure
New
Measure 26,082
Number of Images Electronically
Archived (JC Recorder and Project
Files)
New
Measure
New
Measure
New
Measure 14,005 3,449
Number of Board and Commission
Meeting Packets Archived
New
Measure
New
Measure
New
Measure 173 201
Provide support to the City Council, City staff, and individuals to
Efficient and timely release of information from Council and City
departments as requested (agenda packets, press releases,
etc.); and ad hoc committees. Archive documents as required by
state code.
Enhanced Communication and Marketing
126
City of Iowa City
Activity: City Clerk (120100)Fund: General (1000)
Division: City Clerk (120100)Department: City Clerk
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 453,793$ 490,850$ 472,060$ 537,297$ 497,630$ 572,914$
Licenses And Permits
Professional License 15,335 13,825 16,044 13,825 16,000 16,000
Miscellaneous
Code Enforcement 4,200 5,990 3,233 5,990 3,000 3,000
Other Misc Revenue 11,512 13,266 12,972 12,966 13,000 13,000
Printed Materials 94 57 52 - 50 50
Total Revenues 484,934$ 523,988$ 504,361$ 570,078$ 529,680$ 604,964$
Expenditures:
Personnel 407,730$ 411,831$ 418,089$ 423,761$ 438,041$ 451,182$
Services 69,291 105,929 82,973 139,873 79,694 151,288
Supplies 7,913 6,228 3,299 6,444 2,445 2,494
Capital Outlay - - - - 9,500 -
Total Expenditures 484,934$ 523,988$ 504,361$ 570,078$ 529,680$ 604,964$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
License Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.00 4.00 4.00 4.00 4.00
Capital Outlay 2016 2017
Software -$ 9,500$
Total Capital Outlay -$ 9,500$
Activity: Community Police Review Board (120200)Fund: General (1000)
Division: City Clerk Department: City Clerk
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 4,233$ 9,857$ 14,363$ 6,810$ 6,671$ 6,804$
Total Revenues 4,233$ 9,857$ 14,363$ 6,810$ 6,671$ 6,804$
Expenditures:
Personnel -$ 585$ -$ -$ -$ -$
Services 4,233 9,272 14,363 6,810 6,671 6,804
Total Expenditures 4,233$ 9,857$ 14,363$ 6,810$ 6,671$ 6,804$
Activity Summary
Activity Summary
127
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:
FY2015 FY2016 FY2017
Total FTE’s 5.60 5.50 5.50
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 intra-city charges are estimated to decrease $38,940 or 45% from Fiscal Year
2016 that is a result of the City Attorney budget now being included as part of the administrative
chargeback to the enterprise funds that is recorded in Finance Administration.
128
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Ordinances & Resolutions Approved
(including attached documents
e.g. Contracts)
560 439 584 408 485
Public Meetings of City Council,
Boards and Commissions Staffed by
City Attorney’s Office
New
Measure
New
Measure
New
Measure 90 122
Cases in State and Federal Courts
and Administrative Agencies
New
Measure
New
Measure
New
Measure 51 44
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Prosecution of Simple Misdemeanors 378 469 462 366 326
Municipal Infraction Trials New
Measure
New
Measure
New
Measure 32 47
Housing Authority Hearings New
Measure
New
Measure
New
Measure 50 43
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Number of Closings 47 52 24 27 21
Professional handling of acquisition and purchases of homes in
programs endorsed by City Council (e.q. UniverCity and flood
buyout).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods; A Strong Urban Core; Strategic
Economic Development Activities, A Solid Financial Foundation,
& Enhanced Communication and Marketing
Provide professional legal advice and representation to the City
Council, City Manager, Department Directors and Staff and City
Assessor.
Healthy Neighborhoods & A Strong Urban Core
Provide Professional Representation to City in enforcement of
the City Code and rules of the Housing Authority.
Healthy Neighborhoods
129
City of Iowa City
Activity: City Attorney (130100)Fund: General (1000)
Division: City Attorney (130100)Department: City Attorney
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 554,601$ 591,999$ 599,489$ 625,095$ 689,347$ 710,328$
Miscellaneous
Code Enforcement 612 764 858 764 800 800
Intra-City Charges 96,430 82,271 89,409 85,595 46,655 47,355
Other Misc Revenue 3,157 1,485 1,145 1,485 1,200 1,200
Printed Materials - 44 150 - 100 100
Other Financial Sources
Sale Of Assets - - 5 - - -
Total Revenues 654,800$ 676,563$ 691,051$ 712,939$ 738,102$ 759,783$
Expenditures:
Personnel 618,798$ 636,717$ 647,802$ 671,398$ 692,118$ 712,882$
Services 28,634 32,902 32,214 33,813 37,650 38,403
Supplies 7,368 6,900 10,885 7,728 8,234 8,399
Total Expenditures 654,800$ 676,519$ 690,901$ 712,939$ 738,002$ 759,683$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 2.00 1.50 1.50
City Attorney 0.60 0.60 0.60 1.00 1.00
First Asst City Attorney 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.60 5.60 5.60 5.50 5.50
Activity Summary
130
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 three divisions within the department: the
Communications Office, Human Resources, and Human Rights.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
The Administrative Analyst position was upgraded to an Assistant to the City Manager and is
reflected in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
131
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $45,480 or 9% from Fiscal
Year 2016. This is due to an increase in permanent full-time personnel expenditures through a
staff promotion and an due to an increase of $15,000 in temporary staff expenditures for a
management intern. Health insurance premiums also increased by 17% for Fiscal Year 2017.
132
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Permit Processed 159 154 151 129 122
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Strategic Plan Report Updates
Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
> 3 New
Measure
New
Measure 3 3 3*
Keep the City Council informed with the City’s accomplishments
and future plans that further the strategic plan goals.
*includes adoption of the 2014-15 strategic plan
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Strong Urban Core
Support the cultural and economic vibrancy of the City while
allowing citizens to use City-owned property.
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.
Enhanced Communication and Marketing
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.
133
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
United Way and Iowa City Area Development Group (ICAD) Functions Attended
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
New
Measure 40 69 67 46
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Affordable and workforce housing units created
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
New
Measure
New
Measure
New
Measure
New
Measure 12
Inclusivity; Healthy Neighborhoods
Encourage the development of affordable and workforce housing
units
10% of residential units in City-incented projects devoted to
affordable housing (new measure)
Strategic Economic Development Activities & Enhanced
Communication and Marketing
Enhance community relations to encourage cooperative projects
to help improve residents’ lives in the community.
Engage with local community and economic development
organizations to develop collaborative relationships to coordinate
service delivery and foster economic development.
134
City of Iowa City
Activity: City Manager (210100)Fund: General (1000)
Division: City Manager (210100)Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 565,510$ 538,622$ 584,071$ 612,683$ 643,837$ 641,894$
Licenses And Permits
Parade/Assembly Permit Fee - - - 1,500 - -
Miscellaneous
Other Misc Revenue 500 163 514 163 500 500
Total Revenues 566,010$ 538,785$ 584,585$ 614,346$ 644,337$ 642,394$
Expenditures:
Personnel 445,186$ 464,084$ 491,640$ 511,533$ 557,017$ 573,728$
Services 118,598 73,449 91,316 100,838 85,676 66,990
Supplies 576 1,252 1,629 1,975 1,644 1,677
Capital Outlay 1,650 - - - - -
Total Expenditures 566,010$ 538,785$ 584,585$ 614,346$ 644,337$ 642,394$
Personnel Services - FTE 2013 2014 2015 2016 2017
Adm Assistant To City Manager 1.00 1.00 - - -
Administrative Analyst - - 1.00 1.00 -
Assistant To The City Manager - 1.00 - - 1.00
Asst City Manager 1.00 - 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
135
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 city and community events, actively participates in local
events to engage with the public and provide information about the city, and supports customer
service functions throughout the organization. The Communications Office also staffs the front
lobby information desk, which serves as the customer service hub of City Hall and provides
direction, support and creative services to the Parks and Recreation Department and their
Customer Engagement Program Supervisor.
Cable TV Administration
Administration oversees Cable office operations, monitors cable franchise agreement
compliance, provides a complaint resolution service for subscribers with the local cable
company, monitors the public access service contract compliance, and supports other local
cable television programming channels. Administration also serves as staff for the Iowa City
Telecommunications Commission (ICTC) and conducts special projects such as research or
community surveys. Administration monitors changes in Federal and State laws and regulations
and relevant legal decisions related to cable television.
Cable staff produces local government and community video programming including public
meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City
Foreign Relations Council; balanced political programming such as League of Women Voters
and other NGO forums; informational programming such as City departmental and community
organizational profiles, services, projects, or activities, and a wide variety of local musical
performances, as well as providing weekly and monthly news features that provide information
on Iowa City events.
The Cable office also schedules programming on City Channel 4, operates InfoVision channel
5, an interactive service providing local video programming on demand, and manages Channel
4's web presence, including streaming video.
Cable TV Reserves
Cable TV’s annual budget includes transfers to an equipment replacement reserve that are
used to purchase equipment and supplies, including computer hardware and software.
136
HIGHLIGHTS
The Cable TV office was merged into the Communications Office last year. This allowed the
Communications Office to have primary oversight of City-produced news, streamlining our news
coordination efforts and reducing overlap and expenses. The Cable TV operations were
previously accounted for in an Enterprise Fund but were transferred to the General Fund in
Fiscal Year 2016.
Recent Accomplishments:
Launch of a redesigned website that is streamlined, user-friendly and intuitive. The new
website gives individual departments and divisions ownership and responsibility for their
own pages so that information is reviewed and kept current by responsible and dedicated
staff.
New web pages are now ADA-compliant and offer Google Translate, increasing access to
public information for numerous populations.
Website training and documentation for staff was completed in all departments and
divisions.
Expansion of Laserfiche software offers improved public access to City documents
Implementation of Govdelivery, and e-subscription service which provides a low-cost system
utilized by several government entities to disseminate information via media releases and
calendar postings.
Launch of a public relations campaign, “We Love Iowa City” with participation in several
public events: RAGBRAI, Iowa Arts Festival, and Jazz Fest, where staff helped coordinate
Downtown efforts and/or set up information tables to share information with the public and
distribute City of Iowa City promotional items.
Collaboration and cohesiveness with local partner organizations, such as the Chamber of
Commerce, Iowa City Convention and Visitors Bureau, the Downtown Association, ICAD,
the Iowa City Community School District, and sister municipalities.
Transition of Parks & Recreation monthly newsletter, the “Park Bench,” to an e-newsletter .
Implementation and expansion of a new social media tool, Nextdoor, geared specifically to
neighborhoods.
Support for a successful ribbon-cutting and grand opening ceremony for the new Animal
Care and Adoption Center through preparation of media releases, signage and print pieces.
Ongoing support of numerous Wellness Committee activities: blog maintenance,
promotional flyers, and events planning.
Coordination of promotional efforts with Sustainability Coordinator to keep public informed of
City efforts.
Increased volume of information being released through media releases and social media
posts.
Establishing successful partnerships with new media staff at Parks and Recreation
Department and Cable Division.
Creation of weekly Iowa City Update program on Cable TV, which offers news of upcoming
events.
137
Addition of bilingual staff for improved customer service at the City Hall Information Desk.
In January 2015, the Cable TV Office assisted the Iowa City Telecommunications
Commission with the development, distribution, and reporting of a community survey on
public perceptions of local cable access channels. The survey included questions to gauge
the awareness of the channels and their programming, to learn of the public's preferences
for programming types and methods for viewing, and to measure the public's perception of
value of the access channels, including the impact of the presence of these local channels
on choosing a video provider. The survey results are being used by many of the local
access channels to develop strategies to improve the services provided to the community
and the awareness of programming content.
Also in 2015, the Cable TV Office introduced a weekly news and information program
entitled "Iowa City Update" as one of its efforts to contribute to the overall enhanced
communications goals of the City. The short-format series has been designed to present
timely information to residents regarding upcoming City events and activities, newly
available programs and initiatives, and more.
Upcoming Challenges:
Creating a cohesive communications program in which the six communications specialists
from the Communications / Cable Office, Public Library and Parks and Recreation.
Department work in partnership to organize and streamline our communications efforts.
Continuing to grow our outreach and engagement with the University and other diverse
groups.
Producing local programming in new ways to make the finished content more accessible to
the public. This requires creative solutions for distributing programs through multiple and
new outlets to stay current with viewing trends. Increased promotion of this material is also a
key element required to elevate the potential for public awareness. As the Cable TV Office
continues to strengthen its connection within the Communications Office, it will be important
to work together to develop strategies for maximizing the potential for engaging the
residents of Iowa City through the distribution of news and information across multiple
platforms.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.00 7.50 7.50
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
138
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 Communications Office supplies expenditures are estimated to increase
$40,950 or 258% from Fiscal Year 2016. The increase is from the annual costs for various
software packages, which includes all of the City’s Laserfiche software costs.
139
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Social media growth and digital outreach using e-subscription service
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Twitter New
Measure
New
Measure 574 2,742 4,557
Facebook New
Measure
New
Measure 520 1,191 2,414
Media release activity 706 751 813 826 769
E-subscriptions New
measure
New
measure
New
measure
New
measure 6,883
Video Programming FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Programming promoting downtown
activities and organizations 25 34 42 54 53
Programming promoting general City
initiatives, projects, and public input 125 142 160 150 176
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
Increase opportunities for citizen engagement and education.
Utilize social media, website, video messaging and media
outreach to provide access to a wide audience.
Note: Includes full-length and short programs, public service announcements, & program segments
140
City of Iowa City
Activity: Communications Office (210200)Fund: General (1000)
Division: Communications Office (210200)Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 257,001$ 285,044$ 439,926$ 425,768$ 432,479$ 444,249$
Total Revenues 257,001$ 285,044$ 439,926$ 425,768$ 432,479$ 444,249$
Expenditures:
Personnel 239,874$ 256,834$ 271,318$ 289,113$ 312,085$ 321,448$
Services 14,942 26,539 88,781 61,770 63,579 64,851
Supplies 2,186 1,671 13,608 15,870 56,815 57,951
Capital Outlay - - 66,219 59,015 - -
Total Expenditures 257,001$ 285,044$ 439,926$ 425,768$ 432,479$ 444,249$
Personnel Services - FTE 2013 2014 2015 2016 2017
Communications Assistant - 1.00 1.00 1.00 1.00
Communications Coordinator - 1.00 1.00 1.00 1.00
Document Services Supv 1.00 - - - -
Digital Communications Spec - 1.00 1.00 1.00 1.00
Sr. Document Specialist 1.00 - - - -
Total Personnel 2.00 3.00 3.00 3.00 3.00
Capital Outlay 2016 2017
Office Equipment 3,300$ -$
Software 55,715 -
Total Capital Outlay 59,015$ -$
Activity Summary
141
City of Iowa City
Activity: Cable Administration (210510)Fund: General Fund (1000)
Division: Communications Office (210200)Department: City Manager
* Activity Prior to FY2016 in Enterprise Fund
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees -$ -$ -$ 727,698$ 720,000$ 720,000$
Use Of Money And Property
Interest Revenues - - - 835 - -
Miscellaneous
Other Misc Revenue - - - 144 144 144
Total Revenues -$ -$ -$ 728,677$ 720,144$ 720,144$
Expenditures:
Personnel -$ -$ -$ 364,137$ 387,890$ 399,527$
Services - - 37 50,452 49,440 50,429
Supplies - - - 9,564 5,982 6,102
Total Expenditures -$ -$ 37$ 424,153$ 443,312$ 456,057$
Personnel Services - FTE 2013 2014 2015 2016 2017
Clerical Assistant - Cable T.V. - - - 0.50 0.50
Communications Tech - Cable - - - 1.00 1.00
Media Production Service Coordinator - - - 1.00 1.00
Production Asst - Cable T.V. - - - 1.00 1.00
Special Projects Asst - Cable - - - 1.00 1.00
Total Personnel - - - 4.50 4.50
Activity: Cable Reserves (210520)Fund: Cable Replacement Reserves (1007)
Division: Communications Office (210200)Department: City Manager
* Activity Prior to FY2016 in Enterprise Fund
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Transfer In:
Transfer-In from Cable Operations -$ -$ -$ 10,000$ 10,000$ 10,000$
Total Transfer In -$ -$ -$ 10,000$ 10,000$ 10,000$
Expenditures:
Capital Outlay -$ -$ -$ 33,800$ 35,000$ 5,000$
Total Expenditures -$ -$ -$ 33,800$ 35,000$ 5,000$
Capital Outlay 2016 2017
Video Production Equipment 33,800$ 35,000$
Total Capital Outlay 33,800$ 35,000$
Activity Summary
Activity Summary
142
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 Police Department promotional testing resulting in certified promotional lists
for the ranks of Sergeant, Lieutenant, and Captain in compliance with Chapter 400 of the
Code of Iowa
Completed Fire Department promotional testing resulting in certified promotional lists for
the ranks of Lieutenant, Captain, Battalion Chief, and Deputy Chief in compliance with
Chapter 400 of the Code of Iowa
Completed mandatory biennial EEO-4 reporting
Implemented new seasonal employment staffing model to maintain compliance with
ACA regulations
Implemented process for monitoring hours worked in regard to the measurement periods
established by the ACA
Created additional informational materials for use in job fairs
Assisted Human Rights with coordination of City-wide mandatory diversity and privilege
training for City staff
Negotiated voluntary five-year settlement with AFSCME labor union and reached a one
–year agreement with the Police Labor Relations Organization through an arbitrator’s
award.
Provided leadership and oversight for an active Employee Wellness Committee.
143
Upcoming Challenges:
Continued compliance with ACA requirements including the first required filing of 1095
reports to employees and the IRS.
Negotiation of labor contract with Police union
Negotiation of labor contract with Fire union
Resurvey of employees as a result of updated EEO reporting guidelines
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $69,820 or 59% from Fiscal
Year 2016. The increase is primarily due to moving the expenditures for attorney services for
the collective bargaining process from the City Manager’s budget to the Human Resources
budget and due to costs added for promotional testing in the Police and Fire departments.
144
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of Internal Hires 21 15 26 25 40
Number of External Hires 103 99 105 98 83
Positions posted but not filled 5 6 9 13 7
Averages FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Days to Fill Vacant Position 45.47 38.23 43.65 44.18 56.34
Advertising Expense per External
Hire $241.10 $268.21 $240.62 $68.14 $119.41
Applicants per Hire 11.61 10.43 9.97 8.32 12.54
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
City Employee Turnover Rate 6.62%4.26%5.19%7.01%7.24%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Recruitment for permanent and temporary positions in
compliance with Chapter 400 of the Iowa Code, applicable
collective bargaining agreements and City policies.
To employ effective and efficient recruitment practices in a
cost-effective manner.
Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or
Recreation program hourly staff.
145
City of Iowa City
Activity: Human Resources (210300)Fund: General (1000)
Division: Human Resources (210300)Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 404,607$ 396,119$ 440,842$ 487,041$ 572,297$ 587,305$
Charges For Fees And Services
Misc Charges For Svc 70 90 200 90 200 200
Intra-City Charges 7,538 17,843 12,653 - - -
Other Misc Revenue - 219 35 219 - -
Total Revenues 412,215$ 414,271$ 453,730$ 487,350$ 572,497$ 587,505$
Expenditures:
Personnel 289,562$ 303,406$ 317,036$ 338,464$ 355,838$ 366,513$
Services 114,312 87,037 106,390 117,604 187,423 191,171
Supplies 8,341 23,828 30,304 31,282 29,236 29,821
Total Expenditures 412,215$ 414,271$ 453,730$ 487,350$ 572,497$ 587,505$
Personnel Services - FTE 2013 2014 2015 2016 2017
Human Resources Administrator - 1.00 1.00 1.00 1.00
Human Resources Assistant - 1.00 1.00 1.00 1.00
Human Resources Generalist - 1.00 1.00 1.00 1.00
Personnel Administrator 1.00 - - - -
Personnel Assistant 2.00 - - - -
Personnel Generalist 1.00 - - - -
Total Personnel 4.00 3.00 3.00 3.00 3.00
Activity Summary
146
HUMAN RIGHTS
The Human Rights Office receives, investigates and makes decisions on complaints alleging
unlawful discrimination. The Office also provides trainings and presentations on civil rights and
illegal discrimination to the public, local businesses and organizations. The Office cooperates
with other agencies and organizations in the planning and conducting of programs to educate
on civil and human rights and to address areas of concern to the community. In addition, the
office prepares specialized materials including pamphlets, brochures and advertisements on
civil rights, provides yearly specialized reports to state agencies, serves as staff to the
Commission, and prepares the annual report for the Human Rights Commission. Trainings and
continuing legal educations are attended throughout the year by staff to remain knowledgeable
on relevant laws concerning civil rights and unlawful discrimination.
The responsibilities of the Equity Director include but are not limited to: enforcement of the
Contract Compliance Program; serving as an advisor to the City Manager on issues of equity,
inclusion and diversity; implementing programming for City staff that promotes the goals of
equity; liaison to City staff in promoting and measuring equity within City operations; publishing
the quarterly diversity implementation updates and annual report on equity and providing
training for City staff and board/commission members on matter of equity.
HIGHLIGHTS
Recent Accomplishments:
Publication of the second annual report on equity.
Mandatory diversity, oppression and privilege training for all permanent full-time City staff
and Council members.
Professional training on how to conduct fair housing testing.
Joining the Government Alliance on Race & Equity.
Fair Lending Training to local bankers and lenders.
Upcoming Challenges:
To provide ongoing outreach, training and opportunity to City staff to explore matters of
diversity and inclusion in a continual yet cost effective manner.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
147
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $31,150 or 25% from Fiscal
Year 2016. Increases in service expenditures include increases in professional diversity
training, Racial Equity Roundtable grant program, printing for outreach materials, costs to
participate in GARE (Government Alliance on Race and Equity), and additional community
outreach events.
148
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Complaints Filed New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Resolved Complaints New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of Requests New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Requests Fulfilled New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of Outreach Efforts New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Enhanced Communication and Marketing & Making City More
Inclusive
To foster inclusiveness and assist in making the City a more
inclusive, welcoming place for all.
To assist in increasing the diversity of membership on City
Boards and Commissions through outreach and education
efforts.
Respond to requests from civic organizations, businesses, and
other entities for training and/or information regarding human
rights, discrimination, and the functions of the department.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
To address the problem of discrimination through education,
outreach, and enforcement.
Enforce the Human Rights Ordinance by investigating and
resolving complaints of discrimination.
Enhanced Communication and Marketing, Healthy
Neighborhoods, & Making City More Inclusive
To address the problem of discrimination through education,
outreach, and enforcement.
149
City of Iowa City
Activity: Human Rights (210400)Fund: General (1000)
Division: Human Rights (210400)Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 223,235$ 250,937$ 320,765$ 349,764$ 393,417$ 403,580$
Licenses And Permits
Misc Lic & Permits 90 - 180 - - -
Special Events 8,418 2,250 2,800 2,250 1,000 1,000
Contrib & Donations 100 100 - 100 - -
Other Misc Revenue 1,687 9,285 3,200 1,500 500 500
Total Revenues 233,530$ 262,572$ 326,945$ 353,614$ 394,917$ 405,080$
Expenditures:
Personnel 195,609$ 203,290$ 210,661$ 218,424$ 226,451$ 233,245$
Services 33,519 53,516 108,008 129,199 161,348 164,575
Supplies 4,402 5,766 8,276 5,991 7,118 7,260
Total Expenditures 233,530$ 262,572$ 326,945$ 353,614$ 394,917$ 405,080$
Personnel Services - FTE 2013 2014 2015 2016 2017
Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00
Human Rights Investigator 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
150
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.
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.
151
Local Option Sales Tax: A one percent (1%) sales tax was approved by voter referendum in
May, 2009. These funds are transferred out to the respective capital projects in Fiscal Year
2012 and 2013. The sunset for this tax was June 30, 2013.
Community Event and Program Funding: The City’s Community Events and Programming
budget has financially supported groups that have requested funding for various community
events.
HIGHLIGHTS
Maintained the City’s Aaa bond rating from Moody’s Investors Service
The City’s Fiscal Year 2016 budget document earned the GFOA Distinguished Budget
Presentation Award
Recent Accomplishments: Upcoming Challenges:
Kronos time-keeping software was
implemented during Fiscal Year 2015
Updated Debt Management Policy
Prepared five-year capital improvement
program through Plan-It! software
Outsourced bond paying agent services
Continue development of financial policy
manual and to create new internal audit
program
Continue to assess impact from 2013
property tax reform legislation
Continue to address changes in
municipal bond oversight by SEC and
IRS
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 4.15 4.15 4.15
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 intra-city charges are estimated to increase $455,840 or 17% from Fiscal Year
2016 that is a result of City Attorney’s Office and Transportation & Resource Management
Administration being included in the administrative chargeback to the enterprise funds.
152
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Moody’s Aaa Bond Rating
(maintained)Yes Yes Yes Yes Yes
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Budget Award Did not
Apply
Did not
Apply Yes Yes Yes
Earn the GFOA Distinguished Budget Presentation Award.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Maintain the City’s Overall Sustainable Financial Health.
Maintain the City’s Aaa Bond Rating.
A Solid Financial Foundation
Accurate and Timely Financial Reporting.
153
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quarterly Return on Investment
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
First Quarter 0.63%0.54%0.45%0.47%0.43%
Second Quarter 0.56%0.51%0.46%0.54%0.46%
Third Quarter 0.65%0.47%0.46%0.39%0.40%
Fourth Quarter 0.59%0.42%0.46%0.38%0.44%
Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days)
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
First Quarter 0.19%0.12%0.10%0.10%0.07%
Second Quarter 0.19%0.09%0.13%0.08%0.07%
Third Quarter 0.19%0.07%0.14%0.08%0.14%
Fourth Quarter 0.16%0.08%0.14%0.07%0.11%
Amount Quarterly Return is higher (lower) than U.S. Treasury Bill
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
First Quarter 0.44%0.42%0.35%0.37%0.36%
Second Quarter 0.37%0.42%0.33%0.46%0.39%
Third Quarter 0.46%0.40%0.32%0.31%0.26%
Fourth Quarter 0.43%0.34%0.32%0.31%0.33%
A Solid Financial Foundation
The City of Iowa City’s investment objectives are safety, liquidity
and yield. The primary objective of the City of Iowa City’s
investment activities is the preservation of capital and the
protection of investment principal.
In investing public funds, the City’s cash management portfolio is
designed with the objective of regularly exceeding the average
return on the six month U.S. Treasury Bill. The Treasury Bill is
considered a benchmark for riskless investment transactions
and therefore comprises a minimum standard for the portfolio’s
rate of return.
154
City of Iowa City
Activity: Finance Adminstration (310100)Fund: General (1000)
Division: Finance Adminstration (310100)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 23,493,844$ 23,966,558$ 24,793,505$ 25,116,170$ 26,751,664$ 26,751,664$
Other City Taxes 415,403 407,630 445,515 410,576 397,493 397,493
Licenses And Permits
Food & Liq Licenses 108,788 99,912 117,789 99,912 118,000 118,000
General Use Permits 51,425 66,246 79,735 66,246 79,775 79,775
Use Of Money And Property
Interest Revenues 204,196 167,135 258,522 67,930 200,000 200,000
Intergovernmental
Property Tax Credits 57,528 72,550 587,921 1,070,284 845,073 845,073
Miscellaneous
Code Enforcement 418,463 394,104 269,758 394,104 270,000 270,000
Intra-City Charges 2,480,670 2,747,381 2,656,295 2,747,356 3,203,193 3,251,241
Other Misc Revenue 11 569 68 569 - -
Parking Fines 420,040 315,419 365,522 315,419 370,000 370,000
Printed Materials - 5 - - - -
Other Financial Sources
Sale Of Assets - 26,000 22,216 - - -
Transfer In - Bus Type Funds 18,000 18,414 18,727 18,914 19,292 19,678
Total Revenues & Transfer In 27,668,368$ 28,281,923$ 29,615,573$ 30,307,480$ 32,254,490$ 32,302,924$
Expenditures:
Personnel 366,855$ 351,957$ 376,427$ 389,433$ 407,136$ 419,350$
Services 82,680 65,071 33,079 52,304 53,618 54,690
Supplies 3,308 3,759 1,504 2,726 1,736 1,771
Capital Outlay 6,120 - 14,613 - 6,000 -
Total Expenditures 458,963$ 420,787$ 425,623$ 444,463$ 468,490$ 475,811$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Budget Management Analyst 1.00 2.00 2.00 2.00 2.00
Finance Director 0.90 0.90 0.90 0.90 0.90
Management Analyst *0.50 - - - -
Total Personnel 2.65 3.15 3.15 3.15 3.15
* Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption.
Capital Outlay 2016 2017
Kronos Timeclocks -$ 6,000$
Total Capital Outlay -$ 6,000$
Activity Summary
155
City of Iowa City
Activity: Disaster Assistance (310720/310730)Fund: General (1000)
Division: Finance Administration Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy -$ 10,591$ 102,539$ -$ -$ -$
Intergovernmental
Fed Intergovnt Revenue 43,428 1,571 170,331 - - -
Disaster Assistance 122,522 2,834 22,857 - - -
Other State Grants - 13,353 - - - -
Use Of Money And Property
Interest Revenues 7 - - - - -
Miscellaneous
Other Misc Revenue 794 - - - - -
Transfer-In 26,027 - - - - -
Total Revenues & Transfer In 192,778$ 28,349$ 295,727$ -$ -$ -$
Expenditures:
Personnel 40,200$ 25,694$ 12,590$ -$ -$ -$
Services 3,453 2,655 283,137 - - -
Total Expenditures 43,653$ 28,349$ 295,727$ -$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 0.40 - - - -
Total Personnel 0.40 - - - -
Activity Summary
156
City of Iowa City
Activity: Tort Liability (310630)Fund: General (1000)
Division: Finance Administration Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 907,870$ 864,583$ 894,414$ 906,056$ 959,045$ 959,045$
Other City Taxes 16,051 14,708 16,075 14,627 14,281 16,074
Intergovernmental
Property Tax Credits - - 18,073 35,507 27,351 27,351
Total Revenues 923,921$ 879,291$ 928,562$ 956,190$ 1,000,677$ 1,002,470$
Expenditures:
Personnel 114,916$ 121,156$ 118,260$ 129,531$ 133,546$ 137,552$
Services 812,567 764,102 825,923 939,500 918,432 936,801
Supplies 4,884 5,002 5,239 5,185 5,426 5,535
Total Expenditures 932,368$ 890,260$ 949,422$ 1,074,216$ 1,057,404$ 1,079,888$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 2,754,939$ 2,810,355$ 2,907,321$ 2,945,164$ -$ -$
Other City Taxes 8,664,389 878,792 345,301 373,577 293,049 293,049
Use Of Money And Property
Rents 5,500 6,000 6,000 6,000 6,000 6,000
Intergovernmental
Property Tax Credits - - 58,746 117,172 - -
Miscellaneous
Code Enforcement - - 9,230 - - -
Misc Merchandise 18 9 14 - - -
Other Misc Revenue 6,952 - - - - -
Other Financial Sources
Sale Of Assets 101,162 - - - - -
Transfer-In - Employee Benefits 8,705,258 8,768,255 8,536,094 8,992,897 9,095,431 9,095,431
Total Revenues & Transfer In 20,238,217$ 12,463,411$ 11,862,706$ 12,434,810$ 9,394,480$ 9,394,480$
Expenditures:
Services 107,443$ 106,426$ 86,949$ 106,471$ 127,519$ 130,069$
Supplies 600 2,146 - 2,225 - -
General Fund Contingency - - - 311,285 391,000 403,260
Total Expenditures 108,043$ 108,572$ 86,949$ 419,981$ 518,519$ 533,329$
Activity Summary
Activity Summary
157
City of Iowa City
Community Event and Program Funding
Non-Operational Administration (310710)
Services Expenditures
Funding Requests for
Community Events & Programs
2014
Actual
2015
Actual
2016
Budget
2017
Requested
2017
Budget
Annual Northside Oktoberfest 1,000 1,500 - - -
Annual Iowa City Juneteenth Celebration 275 1,000 2,000 2,000 2,000
Think Bicycles:
Bike to Work Month 1,000 1,000 1,500 - -
1st Annual Hand Built Bicycle Exhibition - 3,700 - - -
Iowa City Community String Orchestra 400 - - - -
Landlocked Film Festival 3,000 3,000 3,000 - -
Mission Creek Festival 4,000 - - - -
Public Space One: 52 Weeks/Works in
Progress Festival (WiP5)500 - - - -
Riverside Theatre - Summer Season 5,000 5,000 - 5,000 5,000
Annual ADA Celebration - 1,000 - 1,000 1,000
Diversity Focus FlyOver Fashion Fest - - 1,000 - -
ICDD Public Pianos - - - 5,000 5,000
Contingency - - 7,675 - 3,200
Community Event Program Funding 15,175 16,200 15,175 13,000 16,200
City Sponsored Events 2014
Actual
2015
Actual
2016
Budget
2017
Requested
2017
Budget
Summer of the Arts 67,000 67,000 67,000 - 67,000
4th of July Fireworks (City of Iowa City) 23,000 - 23,000 - 23,000
City Sponsored Event Funding 90,000 67,000 90,000 - 90,000
Aid to Agencies 2014
Actual
2015
Actual
2016
Budget
2017
Requested
2017
Budget
United Way Disaster Preparedness Contribution - - - - 20,045
Aid-to-Agency Funding - - - - 20,045
158
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 Fiscal Year
2013 earned the Government Finance
Officers Association (GFOA) Certificate
of Achievement for Excellence in
Financial Reporting for the 30th
consecutive year. The Certificate is the
highest form of recognition for
excellence in state and local financial
reporting.
Upcoming Challenges:
Implementation of the City’s new time
and attendance software.
4 FEMA disasters to account for and
close out.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 7.00 7.60 7.60
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
159
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $2,270 or 2% from Fiscal
Year 2016. The services expenditures includes fees to audit the Comprehensive Annual
Financial Report have continued to increase since Fiscal Year 2014. This expenditure accounts
for most of the increase in service expenditures since that time.
160
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
Target
CAFR Certificate Yes Yes Yes Yes Yes
Audited Financial Statements FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
Target
Auditor's Opinion on Financial
Statements Unqualified Unqualified Unmodified Unmodified Unmodified
Internal Control Deficiencies FY 2011 FY 2012 FY 2013 FY 2014
FY 2015
Target
Significant Deficiencies 10000
Material Weaknesses 00100
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
W-2s Delivered Electronically New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Vendors Paid Via ACH New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Increase the number of transactions conducted electronically
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Accurate and timely financial reporting.
Earn the GFOA Certificate of Achievement for Excellence in
Financial Reporting, receive an Unqualified/Unmodified opinion
on Financial Statements from External Auditors and not have
any significant deficiencies or material weaknesses in internal
control
Enhanced Communication and Marketing
Improve customer service through expanded receipt/delivery
options
161
City of Iowa City
Activity: Accounting (310200)Fund: General (1000)
Division: Accounting (310200)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 780,016$ 758,603$ 686,544$ 775,295$ 794,973$ 817,917$
Use Of Money And Property
Interest Revenues - - 271 - - -
Intergovernmental
Fed Intergovnt Revenue - - 13,977 - - -
Disaster Assistance - - 1,469 - - -
Miscellaneous
Intra-City Charges 485 170 91 - - -
Other Misc Revenue 4,075 4,424 7,909 4,424 5,808 5,808
Printed Materials 3 - - - - -
Special Assessments 1,013 979 604 979 604 604
Total Revenues 785,592$ 764,176$ 710,865$ 780,698$ 801,385$ 824,329$
Expenditures:
Personnel 613,019$ 613,186$ 607,095$ 673,509$ 691,622$ 712,371$
Services 167,861 147,822 100,653 104,270 106,538 108,669
Supplies 4,711 3,168 3,117 2,919 3,225 3,290
Total Expenditures 785,592$ 764,176$ 710,865$ 780,698$ 801,385$ 824,329$
Personnel Services - FTE 2013 2014 2015 2016 2017
Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00
Accountant - Payroll 1.00 1.00 1.00 1.00 1.00
Assistant Controller 1.00 1.00 1.00 1.00 1.00
Controller 1.00 1.00 1.00 1.00 1.00
Grant Accountant 1.00 1.00 - 0.60 0.60
Internal Auditor 1.00 1.00 - - -
Sr Accountant - Accounting 1.00 1.00 2.00 2.00 2.00
Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00
Total Personnel 8.00 8.00 7.00 7.60 7.60
Activity Summary
162
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
Recent Accomplishments:
In Fiscal Year 2015 the Purchasing Division
Developed and Issued 85 new solicitations including Request for Bids, Request for
Proposals,
and Request for Quotes.
Administered over 134 City contracts.
Procured over $3.7 million in goods and services.
Sold over $232,000 of surplus equipment and vehicles.
Implementation and staff training on the new purchasing policy.
Training staff on the purchase requisition and contracts module in MUNIS.
A new procurement card policy was developed by Finance staff with assistance from
University of Iowa students enrolled in the advanced auditing course.
Upcoming Challenges:
Training staff on the new procurement card policy.
Training staff on the purchase requisition and contracts module in MUNIS.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.44 3.44 3.50
163
Staffing Level Change Summary:
The Buyer I – Purchasing position will no longer be allocated .06 of a FTE to the ITS
Operations.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $15,270 or 57% from Fiscal
Year 2016. The increase is primarily from the costs for commission to GovDeals for surplus
equipment being sold on-line for all City Departments and this expenditure has a corresponding
increase in other commissions revenue. Also, there is an increase cost for support and licensing
of the MUNIS ERP software.
164
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quantity of Solicitations and Dollar Value
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Request for Proposals 18 19 11 22 22
Request for Bids, Request for
Quotes, & Cooperative Agreements 48 38 36 64 63
Other (Purchase Agreements, Sole
Source Purchases, Contract
Renewals, & Emergency Purchases)
21 24 46 66 49
Dollar Value of Procurements*
(in millions)$1.9 $2.5 $4.2 $3.7 $3.7
Request for Bids, Request for Quotes, and Cooperative Agreements
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Estimated Cost Savings
(rounded to the nearest thousand)$325,000 $218,000 $200,000 $204,000 $122,000
Request for Bids, Request for Proposals, and Request for Quotes
FY 2011 FY 2012 FY 2013 FY 2014**FY 2015
Average Number of Bids, Proposals
and Quotes Received (excluding
cooperative agreements)
New
Measure
New
Measure
New
Measure 2.8 3
**Quantities from April 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system
through the encouragement of fair and open competition.
Provide assistance to City employees in the purchase of
commodities and services while ensuring inclusivity in the
procurement process through fair and open competition.
*amount does not include all City-Wide Contract Procurements
165
City of Iowa City
Activity: Purchasing (310300)Fund: General (1000)
Division: Purchasing (310300)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 277,577$ 296,805$ 302,206$ 322,245$ 340,452$ 350,979$
Miscellaneous
Other Misc Revenue 3,739 3,943 4,848 3,943 4,847 4,847
Other Commissions 1,958 8,977 20,655 8,977 20,000 20,000
Total Revenues 283,274$ 309,725$ 327,709$ 335,165$ 365,299$ 375,826$
Expenditures:
Personnel 270,291$ 281,400$ 294,538$ 307,758$ 322,117$ 331,781$
Services 11,736 26,768 31,672 26,872 42,143 42,986
Supplies 1,247 1,557 1,499 535 1,039 1,060
Total Expenditures 283,274$ 309,725$ 327,709$ 335,165$ 365,299$ 375,826$
Personnel Services - FTE 2013 2014 2015 2016 2017
Buyer I - Purchasing 1.00 0.94 0.94 0.94 1.00
Buyer II 1.00 1.00 1.00 1.00 1.00
Purchasing Agent 1.00 1.00 1.00 1.00 1.00
Purchasing Clerk 0.94 0.50 0.50 0.50 0.50
Total Personnel 3.94 3.44 3.44 3.44 3.50
Activity Summary
166
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 27,400 customer calls and answered 76% of calls within 20 seconds
Processed 316,340 receipt transactions
Recent Accomplishments:
Implementation of Munis CIS software
Implementation of the IVR system for
utility and general billing payments.
Upcoming Challenges:
Remodel of the Cashier area
Upgrade to Munis 11.2
Implement citywide daily
receipts/deposit policy
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 7.88 7.88 7.88
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $9,560 or 3% from Fiscal
Year 2016. The increase is primarily from the costs for financial services and charges from
processing financial transactions of the City.
167
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Active Accounts 25,902 26,268 26,510 26,894 27,510
Total Calls*24,119 23,907 24,228 23,081 27,473
Service Level**86.96%87.28%86.40%87.28%76.58%
Web Start/Stop Service
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Customer Transactions 3,801 4,242 4,372 4,495 5,262
% Change 11.40%11.60%3.06%2.81%17.06%
Payment Method
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Total Receipt Transactions 303,028 298,262 307,770 302,970 316,340
Web Transactions*74,889 83,811 90,700 97,891 98,271
% Web Transactions of Total
Transactions 24.71%28.10%29.47%32.31%31.06%
Change in Web Transactions (%)13.60%11.91%8.22%7.93%0.39%
Change in % Web Transactions of
Total (%)13.20%13.70%4.88%9.64%-3.85%
*Note: New online payment system for utilities and general billing March 2015.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
Improve customer service through expanded payment/service
request options.
Increase the number of transactions conducted online.
**percent of calls answered within 20 seconds
*Note: New utility billing software and online payment software implemented March 2015. Experienced
large increase in call volume.
168
City of Iowa City
Activity: Revenue (310400)Fund: General (1000)
Division: Revenue (310400)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 951,130$ 947,063$ 947,639$ 995,894$ 1,024,733$ 1,052,071$
Charges For Fees And Services
Water Charges 5,869 6,094 5,511 6,094 5,510 5,510
Miscellaneous
Misc Merchandise - 286 1,942 286 1,942 1,942
Other Misc Revenue (141) 512 414 460 667 667
Total Revenues 956,857$ 953,955$ 955,506$ 1,002,734$ 1,032,852$ 1,060,190$
Expenditures:
Personnel 591,759$ 618,453$ 638,409$ 646,334$ 668,133$ 688,177$
Services 359,919 330,093 310,698 348,532 358,096 365,258
Supplies 5,179 5,409 6,399 7,868 6,623 6,755
Total Expenditures 956,857$ 953,955$ 955,506$ 1,002,734$ 1,032,852$ 1,060,190$
Personnel Services - FTE 2013 2014 2015 2016 2017
Cashier - Revenue 1.38 1.38 1.38 1.38 1.38
Customer Service Rep - Revenue 5.00 5.00 5.00 5.00 5.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.88 7.88 7.88 7.88
Activity Summary
169
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 Department partnered with the Iowa City Fire Department, Johnson County Ambulance
Service, Diversity Focus, The Dream Center, and Learning for Life in the development of a
Johnson County Public Safety Explorer Program. This program had recruitment efforts in
April and May of 2015 and proceeded throughout the remainder of the year with selection of
participants, monthly meetings, and a Youth Academy.
The Department continues to contract with St. Ambrose University to analyze traffic contact
data. A new memorandum of understanding to continue the project through 2016 was
agreed upon.
The Department created a new temporary part time position called Community Outreach
Assistant. The Department will be working with the ICCSD to determine how the
Community Outreach Assistant can be utilized to benefit both organizations.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 5.00 5.00 6.00
Staffing Level Change Summary:
There is an additional 1.0 FTE in Fiscal Year 2017 budget. The Department added a full time
CSO/Community Outreach Assistant. This position would assist current Officers assigned to
Community Policing positions as well as work independently to increase outreach and
relationship building between the Police Department and Community.
170
Service Level Change Summary:
The Police Department will be expanding the outreach and relationship between the Police
Department and Community with the additional CSO/Community Outreach Assistant position.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $67,760 or 9% from Fiscal
Year 2016. The increase is primarily from the costs for the additional CSO/Community
Outreach Assistant position.
171
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Maintain compliance of CALEA accreditation
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Yes Yes Yes Yes Yes
Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent
manslaughter, forcible rape, robbery, and aggravated assault)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Iowa City 183 163 185 228 213
Average of Comparable Cities
in Iowa*373 333 339 282***300
Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and
motor vehicle theft)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Iowa City 1,533 1,580 1,842 1,850 1,756
Average of Comparable Cities
in Iowa*2,527 2,658 2,932**2,838***2,515
(***CY 2013 does not include Waterloo)
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing & Healthy
Neighborhoods
Commit to excellence in leadership, resource management,
service-delivery, and improving our city and neighborhoods.
Maintain Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) accredited agency status compliance
each year.
**Average does not include Dubuque because FBI determined that the agency’s data were over-
reported, and consequently were not included in their tables
*Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo
172
City of Iowa City
Activity: Police Administration (410100)Fund: General (1000)
Division: Police Administration (410100)Department: Police
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 737,513$ 741,617$ 776,957$ 890,444$ 988,144$ 1,015,882$
Miscellaneous
Other Misc Revenue - - 18 - - -
Other Financial Sources
Sale Of Assets 20 - - - - -
Total Revenues 737,532$ 741,617$ 776,975$ 890,444$ 988,144$ 1,015,882$
Expenditures:
Personnel 671,317$ 689,782$ 690,710$ 729,779$ 797,537$ 821,463$
Services 54,205 38,834 74,658 148,438 178,100 181,662
Supplies 12,010 13,001 11,589 12,227 12,507 12,757
Total Expenditures 737,532$ 741,617$ 776,957$ 890,444$ 988,144$ 1,015,882$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 1.00 1.00 1.00 - -
Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 1.00
CSO/Community Outreach - - - - 1.00
Police Administrative Coordinator - - - 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.00 5.00 5.00 5.00 6.00
Activity Summary
173
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.
174
HIGHLIGHTS
Recent Accomplishments:
Construction was completed on the new
animal shelter.
A new animal services supervisor was
hired.
Recognizing the importance of conflict
resolution, the Department had
supplemental verbal de-escalation
training for all Officers at this year’s
annual April training sessions. Currently
all Officers attending basic training at
ILEA receive 8 hours of verbal judo
training. The Department also recently
amended its Use of Force Policy
clarifying to Officers when verbal de-
escalation it to be used.
Upcoming Challenges:
Animal Services staff shortages due to
employee injury. To maintain current
level of customer service this will require
additional overtime and/or part time
temporary assistance.
The Department continues to
experience difficult in the hiring and
retention of crossing guards. North
Liberty recently advertised to paying
crossing guards $16.08/hour. The
Department is requesting a pay increase
to enhance recruitment and retention of
$16.25/hour.
COPS grant funding for two Officers will
expire in November 2016. The City is
responsible to maintain these positions
for another year. Based upon the
number and calls for service and
wanting to provide the best possible
service to the Community, the
Department would like to retain current
staffing levels beyond the City’s one
year obligation.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 20.00 20.00 19.00
Staffing Level Change Summary:
The police records staff was reorganized in the Fiscal Year 2017 budget. This reorganization
resulted in the elimination of the 1.0 FTE Records Supervisor position. Also, 2.00 FTE Police
Records Clerks and 2.00 FTE Senior Police Records Clerks were reclassified to 4.00 FTE
Police Records Technicians.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to decrease $98,380 or 6% from Fiscal
Year 2016. The decrease is primarily from the costs for the Records Supervisor position.
175
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Community Presentations 117 129 174 186 259
Youth Related Programs New
Measure
New
Measure
New
Measure 11 19
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Pets Micro-chipped 1,100 1,075 1,150 980 911
Licensed Pets 3,602 3,500 3,834 2,811 4,272
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.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing & Healthy
Neighborhoods
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.
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.
Enhanced Communication and Marketing & Healthy
Neighborhoods
Increase the efficiency in which lost pets and owners are
reunited.
176
City of Iowa City
Activity: Police Administrative Services (410200)Fund: General (1000)
Division: Police Administrative Services (410200)Department: Police
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,526,537$ 1,471,410$ 1,351,222$ 1,667,751$ 1,590,939$ 1,649,633$
Licenses And Permits
Misc Lic & Permits 21,383 27,613 24,053 24,781 24,000 24,000
Intergovernmental
Local 28E Agreements 71,382 228,160 234,105 218,550 225,985 225,985
Charges For Fees And Services
Animal Care Services 8,873 9,230 9,945 10,000 10,000 10,000
Misc Charges For Svc 3,879 2,880 3,085 3,442 3,100 3,100
Miscellaneous
Animal Adoption 10,620 9,557 12,912 11,060 13,000 13,000
Code Enforcement - - 1,510 - 1,200 1,200
Contrib & Donations - 1,270 1,759 51,540 51,050 51,050
Misc Merchandise 7,887 5,966 6,786 7,000 6,800 6,800
Other Misc Revenue 39,088 28,699 39,506 36,284 26,432 26,432
Printed Materials 22,434 29,363 28,934 27,043 28,653 28,653
Other Financial Sources
Sale Of Assets 29 6,700 1,406 3,000 - -
Total Revenues 1,712,112$ 1,820,848$ 1,715,223$ 2,060,451$ 1,981,159$ 2,039,853$
Expenditures:
Personnel 1,405,753$ 1,440,940$ 1,395,757$ 1,555,446$ 1,457,064$ 1,500,776$
Services 223,533 296,831 238,290 395,972 384,087 391,769
Supplies 60,532 69,674 81,176 109,033 115,008 117,308
Capital Outlay 22,295 13,403 - - 25,000 30,000
Total Expenditures 1,712,112$ 1,820,848$ 1,715,223$ 2,060,451$ 1,981,159$ 2,039,853$
Personnel Services - FTE 2013 2014 2015 2016 2017
Animal Care Technician 2.00 2.00 2.00 2.00 2.00
Animal Center Assistant 1.00 1.00 1.00 1.00 1.00
Animal Control Supervisor 1.00 1.00 1.00 1.00 1.00
Animal Services Officer 2.00 2.00 2.00 2.00 2.00
CSO/Station Master 5.00 5.00 5.00 5.00 5.00
Police Officer 1.00 3.00 3.00 3.00 3.00
Police Records Clerk 2.00 2.00 2.00 2.00 -
Police Records Technician - - - - 4.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Records Supervisor 1.00 1.00 1.00 1.00 -
Sr Police Records Clerk 2.00 2.00 2.00 2.00 -
Total Personnel 18.00 20.00 20.00 20.00 19.00
Capital Outlay 2016 2017
Animal Services Transport Vehicle -$ 25,000$
Total Capital Outlay -$ 25,000$
Activity Summary
177
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 two canine units, bicycle officers, a Neighborhood Resource Officer, a
Downtown Business District Officer, a Crime Prevention Officer, Community Service
Officers, a Special Response Team (SRT), a Crisis Negotiation Team (CNT) and
provides Crime Scene Technicians (CST) for the processing of crime scenes.
Investigations: The Investigations section is responsible for the investigation of criminal
activity beyond that which is conducted by the patrol section. The Investigations section
is headed by a Lieutenant and a Sergeant. The Investigations section has investigators
assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street
Crimes Unit, in addition to general crime investigators.
Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution
of a defendant and requires that the government indict (charge) the property used or
derived from the crime along with the defendant. The money or items that are forfeited
can only be used by law enforcement for law enforcement equipment or law
enforcement related activities. The money or items cannot be used to supplant a budget
or budgeted item. Forfeiture is governed by State of Iowa Code chapter 1133 in addition
to federal guidelines.
HIGHLIGHTS
Recent Accomplishments:
Chief Hargadine sent Officer Kevin Bailey to Georgetown University for an intensive, week-
long training, along with representatives from our local judicial branch, schools, juvenile
court and community based organizations. The Georgetown Team, as they are now known,
were tasked with reviewing current practices to see if there are researched-based solutions
that we can incorporate in our local system to keep low-level offenders out of the formal
Juvenile Court system. The Georgetown Team has developed a PRE-referral diversion
concept, for all juveniles cited for Disorderly Conduct, which was implemented August 19,
2014, the first day of the 2014-2015 school year. The diversion program requires the
juvenile to complete a series of assignments which include an impact letter, thinking errors
curriculum, and community service. The benefit to the juvenile, if they complete the
diversion program, is they are never entered into the Juvenile Court’s ISIS System. The
juvenile could say with certainty that they were never formally referred to Juvenile Court.
The Department purchased and deployed body worn cameras for all officers.
178
Upcoming Challenges:
The Department has begun wearing body cameras. This has doubled the department’s
video retention and subsequent requests. The community service officer assigned to
evidence has begun to accumulate overtime. The Department expects an increase in
overtime for this position to maintain the current level of customer service.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 80.00 80.00 80.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There is a planned change in the overlapping of police patrol shifts that will allow for additional
staffing coverage during the peak hours of operation. It is anticipated that two to three
additional officers will be on patrol during these hours.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $270,030 or 3% from Fiscal
Year 2016. The increase is primarily from the costs of health insurance premiums that are
projected to increase by 17% in Fiscal Year 2017.
Capital outlay includes $114,000 for two new fully outfitted squad cars as part of the service
level change.
179
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
OWI Arrests 319 452 476 598 559
Traffic Stops 11,804 13,728 11,981 13,040 13,637
Traffic Accidents and Average Damage
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Accidents*1,889 1,886 2,047 2,429 2,374
Average Damage, Reportable
Accident*$4,488 $4,421 $3,276 $4,800 $4,770
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Bar Checks Performed 976 1,800 1,365 1,362 1,343
Compliance Checks 25 149 273 341 165
Response Time: Loud Party Complaints (in minutes)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Call to Dispatch 18:07 11:30 9:03 7:04 7:44
Dispatch to On Scene 9:25 4:19 4:01 4:09 4:38
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Traffic crash reduction.
Address the impact of underage drinking on downtown and near
downtown neighborhoods.
Increase OWI and traffic enforcement.
Continue alcohol compliance checks, bar checks, and directed
party patrols, reduce response time to loud party calls.
* 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 $1,000.
180
City of Iowa City
Activity: Police Field Operations (410300)Fund: General (1000)
Division: Police Field Operations (410300)Department: Police
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 8,034,265$ 8,692,280$ 8,786,128$ 9,290,364$ 9,459,608$ 9,709,419$
Other City Taxes 396,304 459,348 502,258 450,000 502,258 502,258
Use Of Money And Property
Interest Revenues 95 21 107 - - -
Intergovernmental
Fed Intergovnt Rev 23,508 118,657 130,575 17,374 50,398 50,398
Local 28E Agreements - 10,000 10,000 10,000 10,000 10,000
Other State Grants 180,233 209,538 186,715 194,103 233,640 233,640
Charges For Fees And Services
Fire Services 5,305 4,570 7,775 4,500 6,000 6,000
Police Services 269,023 88,193 226,620 31,335 44,121 44,121
Miscellaneous
Code Enforcement 1,587 998 579 1,000 500 500
Other Misc Revenue 42,252 18,501 12,234 12,000 7,500 7,500
Contrib & Donations - 11,680 - - - -
Misc Merchandise - 6 583 - - -
Other Financial Sources
Sale Of Assets 41,590 72,716 33,868 54,232 30,000 30,000
Total Revenues 8,994,163$ 9,686,508$ 9,897,442$ 10,064,908$ 10,344,025$ 10,593,836$
Expenditures:
Personnel 7,867,958$ 8,512,295$ 8,608,002$ 8,804,007$ 9,074,039$ 9,346,260$
Services 635,273 663,980 629,805 637,679 599,823 611,819
Supplies 194,863 204,987 199,287 172,612 204,663 208,756
Capital Outlay 296,068 305,246 460,348 450,610 465,500 427,000
Total Expenditures 8,994,163$ 9,686,508$ 9,897,442$ 10,064,908$ 10,344,025$ 10,593,836$
Personnel Services - FTE 2013 2014 2015 2016 2017
Comm 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 2016 2017
Automobiles 236,900$ 335,500$
PC Hardware 25,000 -
Software 9,466 -
Vehicle Equipment 21,832 10,000
Other Operating Equipment 157,412 120,000
Total Capital Outlay 450,610$ 465,500$
Activity Summary
181
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 and State laws, and City of Iowa
City ordinances. The Deputy Fire Chief is the second in command and is responsible for
homeland security initiatives, fire service accreditation, the maintenance and purchase of
computer hardware and software, and other special projects. The Battalion Chief assigned to
the Administration division is responsible for maintenance of buildings and grounds, calendar
administration, the safety and wellness committees, uniforms, physicals and immunizations.
Fire administration also manages the weather alert sirens and the City of Iowa City Command
Post budget.
The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the
City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are
community driven documents. The Iowa City Fire Department was accredited by the
Commission on Fire Accreditation International (CFAI) in August of 2008. The department was
reaccredited in 2013 and will position itself for reaccreditation in 2018. The maintenance of fire
service accreditation requires a commitment to a model of continuous quality improvement.
The budget for Fire Administration governs the acquisition, maintenance, and empowerment of
all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire
Training. The budget includes oversight of fixed facilities as well as the furnishings and
resources that enable emergency operations personnel to be fit and ready to respond 24/7. The
majority of the Administration budget goes towards routine maintenance and upkeep of the fire
stations and department personnel.
HIGHLIGHTS
Fire apparatus are equipped with mobile data computers (MDCs). Eleven MDCs were
replaced this year as part of the computer replacement chargeback process. Improved
performance and reliability were achieved. The onboard computers receive and convey
emergency response information while en route to emergency incidents.
Standard Operating Procedures were updated to formalize the dispatch and response
performance of the administrative staff chief officer(s) assigned to incidents as part of an
Effective Response Force (ERF).
Promotional assessment centers were conducted for all ranks and rank order lists of
eligible candidates were certified for each rank by the civil service commission.
Hosted a Data Analysis and Presentation class in May through the Center for Public
Safety Excellence (CPSE).
182
Recent Accomplishments:
RFP and budget authority provided
to facilitate the development of a
Community Risk and Standard of
Cover document. The 6 – 8 month
project is currently under way.
Budget authority is provided to
construct a new community driven
Strategic Plan. The work will
commence when the Standard of
Cover project is complete.
Efforts to reduce the number of
personnel categorized as obese or
morbidly obese have seen a
decrease from 31% to 25% in two
years.
To reduce the incidence of training
related injuries safety information
and warm-ups prior to conducting
physically demanding training was
instituted. Non-incident injuries
dropped from 13 in 2013 to 3 in
2014.
Upcoming Challenges:
Articulating space needs within
existing facilities to create a long-
range facilities master plan to drive
capital improvement pursuits.
Meeting travel time goals will
become more of a problem. Traffic
pre-emption equipment may be
proposed in ongoing efforts to
achieve travel time goals.
GIS capabilities will be required and
no in-house expertise currently
exists.
The lack of a training center forces
crews to conduct hands-on training
wherever they can find space to do
so. The situation causes units to
move about the city and complicates
the task of assuring district
coverage.
Employee uniform expenses are
exceeding budget authority. A
quartermaster system may become
necessary to better manage costs.
Video conferencing equipment
needs to be replaced. It has
become less and less reliable.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
183
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to decrease $39,940 or 12% from
Fiscal Year 2016. The decrease is primarily from the costs for consultant services to
partner with Center for Public Safety Excellence to complete update of Community
Hazards and Risk Assessment & Standards of Cover documents that is required in the
accreditation process in Fiscal Year 2016.
Fiscal Year 2017 capital outlay includes the purchase and installation of two new
weather alert sirens needed to increase coverage in the growing areas of the city at a
projected cost of $40,000 (siren, radio controller, and mounting pole).
184
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
ACR Submitted Yes Yes Yes Yes*Yes
Number of reaccreditation report adopted recommendations implemented
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Strategic Recommendations (7)New
Measure
New
Measure
New
Measure 1 of 7 2 of 7
Specific Recommendations (9)New
Measure
New
Measure
New
Measure 2 of 9 4 of 9
Maintain ISO Class 2 rating
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Rating 3 3 2 2 2
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
Increase two-way communication with customers seeking
information or feedback.
Maintain Commission on Fire Accreditation International (CFAI)
accredited agency status by timely submission of Annual
Compliance Report (ACR).
Implement strategic and specific recommendations accepted
from 2013 CFAI reaccreditation report.
Maintain Insurance Services Office (ISO) Public Protection
Classification of 2.
*Reaccredited Year
185
City of Iowa City
Activity: Fire Administration (450100)Fund: General (1000)
Division: Fire Administration (450100)Department: Fire
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
State 28E Agreements 1,400,183$ 1,370,309$ 1,330,770$ 1,397,715$ 1,375,000$ 1,375,000$
Local 28E Agreements - - - - 30,000 30,000
Miscellaneous
Contrib & Donations 2,550 - 200 - - -
Printed Materials 4 - - - - -
Other Misc Revenue 121 726 80 - - -
Other Financial Sources
Sale Of Assets 595 - - - - -
Total Revenues 1,403,453$ 1,371,035$ 1,331,050$ 1,397,715$ 1,405,000$ 1,405,000$
Expenditures:
Personnel 537,848$ 480,393$ 472,253$ 480,042$ 494,673$ 509,513$
Services 196,106 196,673 199,227 322,202 282,259 287,904
Supplies 57,269 71,027 52,830 112,603 101,746 103,781
Capital Outlay - 10,000 10,210 35,289 47,800 60,000
Total Expenditures 791,222$ 758,093$ 734,520$ 950,136$ 926,478$ 961,198$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 1.00 1.00 - - -
Battalion Chief 1.00 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 4.00 4.00 3.00 3.00 3.00
Capital Outlay 2016 2017
Weather Alert Siren(s)20,000$ 40,000$
Other Operating Equipment 15,289 7,800
Total Capital Outlay 15,289$ 47,800$
Activity Summary
186
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 mitigate various types of fires. They’re also required
to investigate false alarms. Firefighting activities typically require more resources
(personnel, equipment, etc.) than any other type of emergency. Fires have a greater
potential to harm people and property than do other types of emergencies. The
department continually looks for ways to decrease response times to all emergencies
and to reduce the number and severity of fires.
Emergency Medical Services: All ICFD personnel are certified to at least the Emergency
Medical Technician (EMT) level. The department does not transport patients, but rather
serves as EMS first responders. The Johnson County Ambulance Service provides ALS
care and transport service. Together we provide a tiered EMS response system.
Technical Rescue: Technical rescue incidents are those incidents that require highly
specialized knowledge, skills, tools, and techniques to safely mitigate the event. The
ICFD provides several technical rescue services: water and ice rescue, trench and
structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and
confined space rescue. The Special Operations Response Team (SORT) provides a
core group of highly trained technicians that provide team training in addition to regular
company and shift level training on the various rescue disciplines.
Hazardous Materials Response: The department continues to be active in haz-mat
response and takes a leading role with the Johnson County Hazardous Materials
Response Team (JCHMRT), which includes 14 ICFD personnel. The JCHMRT includes
30 members who are trained and certified to the Hazmat Technician level.
HIGHLIGHTS
The demand for emergency service continues to increase in Iowa City. The ICFD is on
track to respond to over 6000 incidents in 2015. That total would represent a four
percent increase over 2014 calls for service. The call volume will have increased by
approximately 23% in the last five years. The department is currently averaging just over
16 emergency calls for service per day.
As of 10/19/2015, fire personnel have responded to 162 fire emergencies this year,
resulting in just over $1 million in property damage. The pre-incident value of the
affected property is over $97 million, resulting in a total saved value of more than $96
million. The largest single fire loss as of this date was estimated at $250,000, for a fire
that occurred in a large recreational vehicle.
187
The ICFD continues to experience an increasing number of simultaneous emergency
calls for service. In calendar year 2014, 22.7% of emergency incidents were
overlapping. Overlapping calls for service will negatively affect response reliability when
a response vehicle is already committed. Response times to the emergency will be
longer because a more distant unit will have to respond to the call.
Recent Accomplishments:
The first unit on scene total response
time, city wide, decreased for the fourth
straight year.
Of the 38 building fires in 2014, 25 were
confined to the room of origin.
The department has purchased a new
special operations response trailer which
will improve on scene response
capabilities for technical rescue incidents.
The hazardous materials team has taken
advantage of federally funded hazardous
materials training in Pueblo, Co. Courses
taken there include: crude oil by rail,
highway emergency response specialist,
and tank car specialist.
In calendar year 2014, 20% of cardiac
arrest victims tended to by the ICFD were
converted to a perfusable heart rhythm.
Upcoming Challenges:
Calls for service increased by 621
incidents between 2012 and 2014. The
department will likely respond to over
6000 calls in 2015.
Cooking fires continue to trend as the
city’s leading cause of building fires.
The department continues to see an
increase in overlapping calls for service.
The department is experiencing a
significant increase in calls categorized as
invalid assist.
Meeting established response time goals
is a challenge that will possibly stretch
even further our capabilities. Growth and
development on the east, southeast and
west will soon produce population
densities that impose even shorter
response time goals.
FD storage is out of position to allow for
rapid response when retrieving
equipment.
False alarm incidents increased by 14.8%
in 2014.
The city’s EMS transport agency is getting
busier and we are seeing extended arrival
times for an ambulance. The department
is exploring a service enhancement from
an EMT first responder service to a
provisional paramedic service.
Station design at fire station 1 is
inappropriate for personnel to turnout
within the prescribed benchmark goal.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 59.00 59.00 59.00
188
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $117,810 or 2%
from Fiscal Year 2016. The increase is primarily from the costs of health insurance
premiums that are projected to increase by 17% in fiscal year 2017. Apparatus slated
for replacement in 2017 include one engine and one command vehicle. The CIP request
is for $810,000. The CIP will replace a 2000 Toyne/Spartan engine with 70,488 miles
and a 2009 Ford E350 command vehicle
189
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Emergent Fire Response (All)
Urban Target CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% Compliance 90%98%98%99%96%100%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Suburban Target CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% Compliance 90%94%100%99%96%94%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
EMS Response
Urban Target CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% Compliance 90%95%96%96%96%97%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Suburban Target CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% Compliance 90%83%89%92%91%89%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Fire Control
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Building Fires 42 44 42 39 38
10 5 2 6 6
20 19 24 17 19
0 1 2 1 7
6 7 10 13 6
1 6 1 0 0
Fires confined to room of origin
Fires confined to floor of origin
Beyond the building of origin
Confined to building of origin
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Reduce emergency response times to reduce property loss and
risk to civilians.
Arrive at incident location within six minutes of dispatch center
notification, 90% of the time.
Confine fires to the room or object of origin for at least 40% of all
commercial and residential fires.
Fires confined to object of origin
190
City of Iowa City
Activity: Fire Emergency Operations (450200)Fund: General (1000)
Division: Fire Emergency Operations (450200)Department: Fire
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 5,423,942$ 5,629,410$ 5,901,517$ 5,855,052$ 5,989,341$ 6,173,847$
Other City Taxes
Other City Taxes 521,476 585,611 531,997 589,040 531,997 531,997
Charges For Fees And Services
Fire Services 3,000 3,287 3,000 3,000 3,000 3,000
Miscellaneous
Other Misc Revenue 2,855 3,755 2,648 - - -
Other Financial Sources
Sale Of Assets 6,116 49,033 14,550 - - -
Total Revenues 5,957,389$ 6,271,096$ 6,453,712$ 6,447,092$ 6,524,338$ 6,708,844$
Expenditures:
Personnel 5,579,298$ 5,906,639$ 6,007,284$ 6,049,133$ 6,166,949$ 6,351,957$
Services 207,082 253,911 352,499 263,099 262,236 267,481
Supplies 84,219 90,087 86,404 91,860 87,653 89,406
Capital Outlay 86,789 20,459 7,525 43,000 7,500 -
Total Expenditures 5,957,389$ 6,271,096$ 6,453,712$ 6,447,092$ 6,524,338$ 6,708,844$
Personnel Services - FTE 2013 2014 2015 2016 2017
Battalion Chief 2.00 2.00 2.00 2.00 2.00
Fire Captain 3.00 3.00 3.00 3.00 3.00
Fire Lieutenant 12.00 12.00 12.00 12.00 12.00
Firefighter 42.00 42.00 42.00 42.00 42.00
Total Personnel 59.00 59.00 59.00 59.00 59.00
Capital Outlay 2016 2017
Vehicle Equipment 10,000$ -$
Trench Rescue Trailer 33,000 -
Other Operating Equipment - 7,500
Total Capital Outlay 43,000$ 7,500$
Activity Summary
191
FIRE PREVENTION
The Fire Prevention Bureau (FPB) continues to serve the Iowa City community through
fire code compliance, plans review, fire origin and cause determination, and public
education programs.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal that
reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing
all fire prevention activities, including fire/arson investigation, code enforcement
inspections, plan reviews, and public education activities. A shift fire inspector conducts
inspections of liquor license establishments, schools, day care centers, churches, and
City buildings. Emergency operations personnel conduct fire safety inspections of all
commercial and University of Iowa buildings.
The FPB continues to conduct regular inspections for businesses, churches, daycares,
schools, and university buildings. Multiple educational opportunities exist with each and
every inspection: first, we’re provided an opportunity to increase fire safety awareness
by carefully explaining all violations and associated hazards; second, firefighters gain
first hand familiarity with the buildings in their response districts; and third, we have a
unique opportunity to grow our relationships in the community through mutual respect
and goodwill.
The wide range of activities provided by fire and life-safety educators includes the
following: daycare/preschool and school presentations, Kids Safety House visits, Safety
Village, UI Resident Assistant Fire Academy training, senior safety tips for older adults,
and crowd manager training for assembly occupancy employees. Building on a long
partnership with SAFE KIDS Johnson County, the department has trained child safety
seat technicians and fire station 4 serves as a child safety seat “FIT Station.” The
department is hoping to pilot a new program this year called “Fired Up About Reading”
that uses firefighter mentors to encourage at-risk school kids to read outside of school.
The program provides at-risk youth an opportunity to interact in a meaningful way with
public safety providers. The firefighter serves as a positive role model and the reading
habits that we hope to convey may be life changing.
Investigation of fires is an integral part of fire prevention. All reported fires are
investigated by a company officer and/or a member of the fire investigation team in an
effort to determine the origin and cause of the fire. Fire investigation team members
receive specialized training and are required to complete continuing education
requirements. The Fire Marshal is a certified peace officer and works closely with the
law enforcement community in our efforts to combat the crime of arson.
192
HIGHLIGHTS
As of October 15, 2015, the FPB has conducted 1,574 fire and life-safety
inspections.
As of October 15, 2015, the FPB has investigated 157 fire incidents to determine the
origin and cause of the fire. As in years past, the kitchen is area of origin for the
majority of our fires; unattended cooking accounted for the largest number of these
fires.
Recent Accomplishments:
Fire Marshal Greer received a
passing grade on his last Applied
Research Project, completing the
Executive Fire Officer Program
(EFOP).
The 2015 International Fire Code
along with local amendments was
unanimously adopted by City
Council.
iPads for fire inspectors to conduct
fire and life-safety inspections was
funded through the computer charge
back replacement program.
Completed 58 child safety seat
installations as of October 15, 2015.
Upcoming Challenges:
Identify methods to better manage
the inspection workload against the
demands of providing emergency
service and requisite training.
Obtain training and education
necessary to gain fire code and
origin and cause certifications for the
Fire Marshal.
Identify programs available to
provide fire and life-safety education
to at-risk neighborhoods and
schools.
Conduct public education programs
that support neighborhood
stabilization initiatives such as “Fire
Up About Reading”
Target educational campaigns
directed to at-risk audiences in
efforts to reduce the incidence of
cooking related fires.
Develop a long-term plan reference
the configuration and staffing of the
fire prevention bureau by compiling
a report on activities per NFPA
1730.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 1.00 1.00 1.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
193
Service Level Change Summary:
The fire prevention bureau is planning to test the Fired Up About Reading program at
Alexander Elementary.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $8,590 or 6% from
Fiscal Year 2016. The increase is primarily from the costs of health insurance premiums
that are projected to increase by 17% in Fiscal Year 2017.
194
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public education/fire prevention community contacts and staff hours
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Contacts (200 - Goal)108 147 175 241 265
Staff Hours 615 746 806 821 1117
Fire & life-safety building inspections conducted
Type CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Bureau 686 458 507 430 520
Commercial 956 855 1,052 818 1,095
University 415 435 399 401 429
Increase presence and condition of smoke alarms encountered in fire incidents to 100%
Smoke Alarm Status CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Working 48 22 56 28 23
Not Working 3 2 5 3 1
None Present/Undetermined 19 10 18 8 14
Incidents 70 44 79 39 38
Percent Working 68.6%50.0%70.9%71.8%60.5%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods & A Strong Urban Core
Ensure fire prevention core programs meet projected
jurisdictional and regional service delivery demands & needs.
Provide fire prevention services by collaborating with and
educating the public, enforcing the codes, reviewing planned
development, and identifying the mitigating hazards so that life
and property are protected and disasters prevented.
195
City of Iowa City
Activity: Fire Prevention (450300)Fund: General (1000)
Division: Fire Prevention (450300)Department: Fire
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 184,398$ 191,071$ 226,488$ 209,300$ 219,961$ 225,889$
Miscellaneous
Other Misc Revenue 851 530 - - - -
Other Financial Sources
Sale Of Assets - - 17,176 - - -
Total Revenues 185,249$ 191,601$ 243,664$ 209,300$ 219,961$ 225,889$
Expenditures:
Personnel 140,530$ 127,359$ 135,626$ 144,261$ 152,848$ 157,433$
Services 38,568 25,479 40,169 48,343 47,894 48,852
Supplies 6,151 21,768 13,300 16,696 19,219 19,603
Capital Outlay - 16,995 54,569 - - -
Total Expenditures 185,249$ 191,601$ 243,664$ 209,300$ 219,961$ 225,889$
Personnel Services - FTE 2013 2014 2015 2016 2017
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
196
FIRE TRAINING
The Fire Training division operates under the direction of the Battalion Chief in charge of
Training and the Training Officer. They plan, develop, and coordinate in-house training
activities with the assistance of a Training Committee. This division is directly responsible for
the administration of all fire department training. Areas of emphasis include but are not limited
to: emergency medical services, technical rescue, fire suppression, and hazardous materials.
HIGHLIGHTS
Calendar year 2014 department training activities include:
For the year: 2,920 classes; 6,694 attendees; 11,891 hours
Company training: 1,049 classes; 3,839 attendees; 4,924 hours
Department training: 132 classes; 1,816 attendees; 3,895 hours
Outside training & education: 338 hours
Physical fitness training: 1,460 classes; 6,150 hours
Firefighter entry level orientation training: 133 classes; 557 hours
Training Center utilized by other agencies/departments (prior to demolition): 29 hours
Recent Accomplishments:
Completed 1st Annual Youth Emergency
Services Academy for high school, junior
high and elementary aged students. The
academy is a joint venture with the Iowa
City Police Department and the Johnson
County Ambulance Service.
Conducted four (4) six-week candidate
orientation classes for five (5) new hires.
Certified eight department members in
Blue Card Incident Command.
Thirty-three members completed the two-
day National Fire Academy Incident
Safety Officer class.
Upcoming Challenges:
Decommissioned the Fire Department
Training Center in the fall of 2014.
Currently working out of a temporary
storage facility located outside of the city
limits.
Budgeting personnel costs for all-hands
competency based training evolutions,
four (4) times per year per shift.
Long-term planning for a new fire training
center complex. Securing property and
modest funding are high priorities.
Time that is required to acquire and prep
vacated structures for fire department
training.
Maintaining district coverage throughout
the acquisition and training process.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 1.00 1.00 1.00
197
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
The Iowa City Fire Department Training Center was decommissioned in December 2014. The
Fire Department is currently working out of a rented storage facility and utilizing the classroom
in the basement of Fire Station 4. The Training Division has constructed multiple training props
to fill this void. The Training Division is working with the City, the University of Iowa and private
developers to secure the rights and make available safe sites to conduct fire and special
operations training in buildings slated for demolition. These opportunities are unpredictable as
to when they will occur and come to us with narrow timeframes within which to conduct our
training.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $24,020 or 20% from Fiscal
Year 2016. The increase is primarily from the costs of overtime funds to hire back three (3)
crews for three (3) half-day competency based training sessions (one time for each of our three
shifts), four (4) times per year. The training will take place in acquired structures or at the
Coralville Fire Department Training Center. The request is necessary to provide appropriate
district coverage during the hands-on training.
198
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Training hours completed per individual (% achieved)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% Achieved % Achieved % Achieved % Achieved % Achieved
New
Measure
New
Measure
New
Measure 100%93%
New
Measure
New
Measure
New
Measure 76%63%
Certifications obtained
Safety Officer Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Certified New
Measure
New
Measure
New
Measure
New
Measure 33
In Process New
Measure
New
Measure
New
Measure
New
Measure 0
Fire Officer Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Certified New
Measure
New
Measure
New
Measure 2 2
In Process New
Measure
New
Measure
New
Measure 12 2
Haz Mat Tech Goal CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Certified New
Measure 50 62 62 64
In Process New
Measure 14 2 2 0
Goal (160)
64
30
64
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Provide a service to the community that is prepared to respond
to emergencies, natural disasters, catastrophic acts, and other
events that threaten the health and safety of the public.
Train personnel to respond to emergencies, natural disasters,
hazardous materials events, and other such high risk events that
threaten the health and safety of the public.
Hours
Minimum (96)
During CY 2014, two personnel were on extended leave and unable to participate in training.
199
City of Iowa City
Activity: Fire Training (450400)Fund: General (1000)
Division: Fire Training (450400)Department: Fire
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 156,393$ 173,120$ 166,246$ 189,373$ 206,106$ 217,651$
Charges For Fees And Services
Fire Services 2,224 717 629 - - -
Miscellaneous
Other Misc Revenue 530 - - - - -
Other Financial Sources
Sale Of Assets 500 7,159 - - - -
Total Revenues 159,647$ 180,996$ 166,875$ 189,373$ 206,106$ 217,651$
Expenditures:
Personnel 105,094$ 110,959$ 118,972$ 118,306$ 142,330$ 146,600$
Services 32,651 28,689 41,220 51,014 48,915 55,893
Supplies 15,902 9,175 6,683 20,053 14,861 15,158
Capital Outlay 6,000 32,173 - - - -
Total Expenditures 159,647$ 180,996$ 166,875$ 189,373$ 206,106$ 217,651$
Personnel Services - FTE 2013 2014 2015 2016 2017
Fire 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
200
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.
Parkland Acquisition
This activity accounts for the costs association with acquiring parkland.
Farmers’ Market
The Iowa City Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods,
foodstuffs, handcrafts, and flowers available to the general public. The market season runs May
through October and is held on Wednesday evenings and Saturday mornings at the Chauncey
Swan parking facility. Additional markets are held on Tuesdays at Mercer Park.
Market Music features performances by local musicians on Wednesdays, June through
October, in Chauncey Swan Park before and during the Farmers’ Market.
Government Buildings
Government Buildings staff provides routine custodial and maintenance services at City Hall
and other public buildings utilizing a combination of in-house and contracted approaches. Staff
provides daily cleaning and maintenance for the 64,445 square foot City Hall building, including
Police and Fire facilities which are in operation 24/7. HVAC zones are also maintained daily for
optimal energy efficiency, productivity, and comfort.
HIGHLIGHTS
The Director of Parks & Recreation retired after 32 years with the department.
Chadek Green Park Community Garden program began.
The City of Iowa City and Project GREEN received a REAP Grant for the restoration and
redevelopment of landscape and gardens at the Ashton House.
The operation of the Iowa City Farmers Market was contracted out to Avacentre, an
event management company that serves a number of other City facilities.
Expanded the farmers market music season through October.
The Government Buildings Division restructured staffing to help with better cross-
coverage of facilities and to allow for a more efficient operation.
The building of an automated system for further monitoring and improvement of energy
use city-wide is ongoing.
201
Recent Accomplishments:
Chadek Green Park was acquired
and now serves the public.
Chadek Green Community Gardens
officially launched and sold out of
garden plots.
In cooperation with Blue Zone
initiatives, the department now offers
a Neighborhood Garden program.
Completed numerous park upgrades
at Tower Court, Reno Street, Willow
Creek, Kiwanis, Mercer, Hickory
Trail and other locations.
Initiated planning for Lower City
Park, Hickory Hill Park and the an
east side sports complex.
Upcoming Challenges:
Address the demand for more
community garden plots.
Continue to strengthen
neighborhood parks consistent with
the City Council strategic plan.
Develop a reinvestment strategy for
older parks, aquatic centers and
indoor recreation centers.
Continue working with affiliate
groups to develop a positive
relationship while developing
solutions for future funding
challenges.
Develop new programming to further
engage the community.
Continue efforts to increase
customer service and program
awareness.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 6.83 7.33 6.33
Staffing Level Change Summary:
There was a restructuring of the custodian and maintenance worker positions in Fiscal Year
2017. As a result of this restructuring, a 1.0 FTE Custodian moved into the Recreation division
in Fiscal Year 2017 budget from the Parks & Recreation Administration division – Government
Buildings activity.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures for administration are estimated to increase $85,100 or
363% from Fiscal Year 2016. The increase is primarily from the costs for consultant services to
update the parks and recreation master plan.
202
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Endowments CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Iowa City Parks and Recreation
Foundation $80,895 $118,125 $165,194 $114,736 $89,066
Community Foundation
of Johnson County*NA NA $10,373 $17,864 $23,853
Donations & Grant Funding FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Donations**$64,157 $56,541 $258,063 $129,395 $54,828
Grant Funding**$62,702 $448,780 $1,820,930 $438,190 $335,157
Total $126,859 $505,321 $2,078,993 $567,585 $389,985
Per capita calculation
(used 2010 US Census)$1.869 $7.446 $30.636 $8.364 $5.747
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Programs New
Measure
New
Measure
New
Measure 168 177
Participants New
Measure
New
Measure
New
Measure 59,486 62,672
Strategic Economic Development Activities
Develop programs and events that support Iowa City business
economically and promotionally.
Enhance and expand program offerings to include targeted
groups that will bring patrons to use local businesses.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Monitor/utilize endowments, donations, and grant funding
sources to decrease reliance on general fund subsidies.
Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson County,
which provides unique memorial opportunities and support of the
Iowa City Parks and Recreation Department. Continue to
research and apply for possible grant funding sources to benefit
the Iowa City Parks and Recreation Department.
* Community Foundation started in CY 2012
** Amounts include both General Fund and Capital Improvement Project Funds
203
City of Iowa City
Activity: Park and Rec Admin (510100)Fund: General (1000)
Division: Park and Rec Admin (510100)Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 264,037$ 283,961$ 540,834$ 265,817$ 348,089$ 358,087$
Charges For Fees And Services
Parking Charges - 9,780 22,400 9,780 22,400 22,400
Miscellaneous
Other Misc Revenue - 309 - 309 - -
Total Revenues 264,037$ 294,050$ 563,234$ 275,906$ 370,489$ 380,487$
Expenditures:
Personnel 235,643$ 241,845$ 246,996$ 251,357$ 258,823$ 266,588$
Services 26,393 49,865 34,217 23,446 108,543 110,714
Supplies 2,002 2,340 2,021 1,103 3,123 3,185
Capital Outlay - - 280,000 - - -
Total Expenditures 264,037$ 294,050$ 563,234$ 275,906$ 370,489$ 380,487$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
Activity Summary
204
City of Iowa City
Activity: Farmers Market (510200)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 6,866$ -$ -$
Use Of Money And Property
Rents 69,115 76,319 76,581 66,875 85,008 85,008
Charges For Fees And Services
Misc Charges For Svc 2,919 3,126 2,977 3,262 4,386 4,386
Miscellaneous
Contrib & Donations 3,043 5,650 4,700 3,100 4,700 4,700
Misc Merchandise 4,012 3,121 3,098 4,765 1,800 1,800
Total Revenues 79,088$ 88,216$ 87,356$ 84,868$ 95,894$ 95,894$
Expenditures:
Personnel 16,124$ 31,134$ 15,988$ -$ 44,417$ 45,750$
Services 28,552 31,921 41,971 84,320 29,562 30,153
Supplies 5,197 5,054 6,782 548 8,106 8,268
Total Expenditures 49,873$ 68,109$ 64,741$ 84,868$ 82,085$ 84,171$
Activity: Government Buildings (510300)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 483,947$ 397,884$ 605,437$ 657,959$ 673,607$ 690,166$
Total Revenues 483,947$ 397,884$ 605,437$ 657,959$ 673,607$ 690,166$
Expenditures:
Personnel 300,807$ 234,214$ 269,713$ 283,026$ 308,717$ 317,979$
Services 161,314 138,838 303,781 354,562 337,306 344,052
Supplies 21,827 24,832 31,943 20,371 27,584 28,136
Total Expenditures 483,947$ 397,884$ 605,437$ 657,959$ 673,607$ 690,166$
Personnel Services - FTE 2013 2014 2015 2016 2017
Custodian - Govt Bldgs 2.50 2.50 2.50 3.00 2.00
M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
M.W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
Facilities Manager - - - 0.33 0.33
Rec. Maint. Supr 0.33 0.33 0.33 - -
Total Personnel 4.83 4.83 4.83 5.33 4.33
Activity Summary
Activity Summary
205
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
Program Supervisor – Customer Engagement. Administration provides oversight and support
for the division.
Rec Center Operations
The Iowa City Recreation Division provides recreational facilities for everyone. The Robert A.
Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium,
fitness room, pool, game room, racquetball court, arts and crafts room, social hall, and potter’s
studio. A kitchen and meeting rooms are also available for public use. Open gym and game
room play includes basketball, volleyball, table tennis, billiards, foosball, and table games. In
addition to scheduled programs, day-to-day open public use is available in the fitness room.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides gymnasiums, a
game room, free fitness room and multipurpose rooms. Scanlon Gymnasium offers rentals
including gym rentals and birthday party packages. With 2 full courts hosts many tournaments
(soccer, volleyball, basketball) bringing many participants throughout Iowa. Also hosts
elementary school nights, family fun nights, tot time and other special events.
Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth sports,
basketball, volleyball and taekwondo. Offers open gym when RALCC and MPACSG are full.
Offer free skate nights on Friday Night.
Building Maintenance
Recreation Division staff are responsible for maintenance, repair, and improvements at the
City’s recreation facilities. This includes recreation equipment within these facilities.
Social/Cultural/Environmental Activities
Cultural, social and environmental education programs are provided year-round for all ages.
Most art programs are offered in 4, 5, 8 and 10 week sessions and are available 48 weeks of
the year. The division also supports and cooperates with the Young Footliters Children’s
Theatre and the Iowa City Community Theatre. A Potter’s Studio, Painting and Printing facilities
and a Craft Room are available year round.
206
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.
207
Special Populations Involvement
Special Populations Involvement (SPI) programs provide year-round recreation for persons with
special needs of all ages and ability levels. A principal goal for the programs is to enhance
independent leisure skills and lifestyles of persons with various disabilities. The SPI program
offers year-round Special Olympics sports training and competition. SPI programs promote skill
development and offer educational activities, while maintaining the recreational values. The SPI
programs are offered year-round through four and eight week programming sessions. Each
session includes programs and activities in the following recreation areas: sports and fitness,
arts, music and movement, independent living skills, special events, clubs, and social activities.
Youth Sports
Youth sports and wellness programs offered by the Iowa City Recreation Division are diverse
and well-attended by community residents. Year-round programs are established for all ages.
Youth sports include flag football, basketball, volleyball, softball, baseball, tennis, skateboarding,
taekwondo, and a variety of special events such as the Hershey Track and Field Meet and
Youth Triathlon. The youth sports programs follow a basic philosophy that the child and
learning come first and competition second. Programs are designed to allow for instruction, full-
participation, and fun. The Recreation Division also works cooperatively with local sports
associations to provide program opportunities.
Tennis lessons for youth run approximately eight weeks in the summer (two four-week
sessions) at both City Park and Mercer Park. In addition to our regular tennis program, the Iowa
City Recreation Division works closely with the United States Tennis Association (USTA) to
provide classes, tournaments, and special events.
Gymnastics instruction is offered year-round. Parent Tot Tumbling (2-3 year olds) and Tiny
Tumblers (3-5 year olds) meet twice weekly during the school year. Saturday classes (2-8 year
olds) are offered for five-week sessions, meeting one time per week throughout the year.
Teen programming provides various after-school activities and special events for teens to
participate in including intramural basketball and game room tournaments. The Scanlon
Gymnasium’s main focus is to provide a safe environment for teens.
Adult Sports
Adult sports programs include men’s, women’s and co-recreational basketball, volleyball, and
softball leagues. Over 100 teams participate in our summer softball leagues and 40 in the fall
league. Up to 100 teams are involved in volleyball and 50 teams in basketball. Competitive and
recreational fall, winter, and spring leagues are established to meet participants’ interests.
Aerobics, fitness, and wellness classes run year-round. Classes are established for those
persons just beginning to those individuals who are advanced. Both low-impact and high-
intensity aerobics are offered. Step aerobics, aquacise, and exercise classes are popular.
208
HIGHLIGHTS
Hired new Program Supervisor – Customer Engagement to lead improving customer
service/marketing of division programs and services.
City Park pool improvements
ICCSD gym partnership at Alexander Elementary
Positive engagement with sports affiliates on cost recovery strategies
Over 1,000 activities are offered annually
Recent Accomplishments:
Customer service staff and facility
supervision staff at RALCRCC and
MPAC have been combined to meet the
needs of a more diverse customer
service base by not limiting customer
service to regular business hours, which
can create a barrier to service for
working families. Additionally, customer
service staff at both facilities has come
under the supervision of the newly
created Program Supervisor for
Customer Engagement position. The
creation of this position addresses both
the internal need to provide more
uniform training and support for
customer service staff, as well as
addresses the need to reach new
recreation users through strategic
marketing and communications.
City Park pool improvement project
included the replacement of wading pool
to meet ADA guidelines, expanded lawn
area, and shade structures.
Formation of Youth Sports Council to
assist in developing strategies for cost
recovery for youth sports affiliates and
the ICPRD facility maintenance costs.
Upcoming Challenges:
Working with ICCSD in 28E agreements
and shared facility use.
Maintaining and upgrading aging
recreation centers to meet the needs of
today and future citizens.
Staying relevant with innovative
programming.
Economic and transportation barriers to
recreation services, programs, and
facilities.
Ongoing master planning projects:
Lower City Park, Eastside Sports
Complex, City Park Log Cabin
Restoration.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 15.42 14.42 15.42
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Staffing Level Change Summary:
There was a restructuring of the custodian and maintenance worker positions in Fiscal Year
2017. As a result of this restructuring, a 1.0 FTE Custodian moved into the Recreation division
in Fiscal Year 2017 budget from the Parks & Recreation Administration division – Government
Buildings activity.
The restructuring of these positions caused a number of the Maintenance Worker positions to
have title and grade changes. The net impact on the overall cost was negligible.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $60,120 or 3% from Fiscal
Year 2016. The increase is primarily from the costs of temporary employees to account for
minimum wage adjustments and health insurance premiums that are projected to increase by
17% in Fiscal Year 2017.
210
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Recreation program cost recovery
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Budget
50%46%41%40%36%38%37%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY2016
Budget
New
Measure
New
Measure
New
Measure 1 1 2
New
Measure
New
Measure
New
Measure $12,226 $7,275 $10,352
New
Measure
New
Measure
New
Measure 0 0 0
New
Measure
New
Measure
New
Measure 11 30 30-45
Partner with ICCSD regarding planned improvements to older
schools and the development of new elementary schools that
collectively contribute to stronger neighborhoods designed for
long-term sustainability.
Enhance partnership with ICCSD in joint facility development and
usage to provide recreational opportunities at the neighborhood
level.
Number of Schools
Operation Expenses
Capital Expenses
Number of Activities
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Relate program fees to the full cost of providing service.
Set program fees to recover more of direct program costs in
order to rely less on general fund subsidies.
Healthy Neighborhoods
211
City of Iowa City
Activity: Recreation (520100)Fund: General (1000)
Division: Recreation Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,822,827$ 1,772,327$ 1,759,171$ 1,926,376$ 2,001,616$ 2,066,255$
Other City Taxes 239,719 265,939 290,781 260,000 290,781 290,781
Use Of Money And Property
Rents 96,760 102,851 113,586 104,646 110,500 110,500
Royalties & Commiss 12,319 9,200 8,431 9,188 8,500 8,500
Intergovernmental
Other State Grants - 6,882 14,650 - - -
Local 28E Agreements 99,404 99,404 98,250 91,633 99,000 99,000
Charges For Fees And Services
Culture & Recreation 569,311 588,301 566,102 623,635 627,086 627,086
Transit Fees - - 2,320 900 900 900
Misc Charges for Services 17 - - - - -
Miscellaneous
Contrib & Donations 22,030 1,850 27,478 15,350 15,000 15,000
Misc Merchandise 3,512 4,710 4,282 4,989 4,730 4,730
Other Misc Revenue 4,451 1,013 2,536 1,183 1,627 1,627
Other Financial Sources
Sale Of Assets - 48 847 - - -
Total Revenues 2,870,350$ 2,852,525$ 2,888,434$ 3,037,900$ 3,159,740$ 3,224,379$
Expenditures:
Personnel 2,082,737$ 2,087,769$ 2,071,949$ 2,223,921$ 2,284,040$ 2,352,561$
Services 520,080 512,048 540,120 562,288 587,661 599,414
Supplies 231,133 172,179 201,970 177,691 208,239 212,404
Capital Outlay 36,400 80,529 74,395 74,000 79,800 60,000
Total Expenditures 2,870,350$ 2,852,525$ 2,888,434$ 3,037,900$ 3,159,740$ 3,224,379$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 - -
Custodian - Govt Buildings - - - - 3.75
M.W. I - Pools 1.00 1.00 1.00 - -
M.W. I - Recreation 2.75 2.75 2.75 2.75 -
M.W. II - Recreation 1.00 1.00 1.00 1.00 -
M.W. II - Pools - - - - 1.00
M.W. III - Pools 1.00 1.00 1.00 1.00 -
M.W. III - Govt Bldgs - - - - 1.00
Facilities Manager - - - 0.67 0.67
Rec. Maint. Supr 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 6.00 6.00
Total Personnel 15.42 15.42 15.42 14.42 15.42
Capital Outlay 2016 2017
Facility Improvements 10,000$ 5,000$
Park & Rec Equipment 15,000 2,800
Fitness Equipment 11,000 12,000
Starting Blocks 8,000 -
RALRC Edible Landscape - 15,000
Maintenance And Repairs 30,000 -
Diving Board - 5,000
Pool Deck Tile/Grate Replacement - 25,000
City Pool Front Desk Replacement - 15,000
Total Capital Outlay 74,000$ 79,800$
Activity Summary
212
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, 22 restroom facilities, 2 dog parks and 3
splash pad/spray pad facilities. The Horticulture sector designs and manages the planters and
planting beds in the central business district area and all parks and assists with natural areas
management. The division manages approximately 60 miles of trails by mowing, clearing snow
and pruning vegetation. The Forestry sector manages ROW and parkland trees encompassing
the City’s expanding urban forest, which includes 2,000 EAB susceptible ash trees.
Park Maintenance Administration
Administrative personnel include the Superintendent of Parks & Forestry which provides
oversight and management of the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom
and shelter facilities and providing for trash removal.
Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year.
Staff is responsible for continual cleaning, maintenance and repair, which includes
siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and
construction of new shelters and additions.
Playgrounds: Staff is responsible for installation of new play equipment, inspection and
repairs of the existing 130 pieces of playground equipment and play surfaces to meet
industry safety standards.
Sports Fields: Staff is responsible for 23 competition level ball fields, 4 practice fields, 20
competitive soccer fields and 5 general purpose/multi use sport fields. Ball fields are
prepped daily for practices and games from May through October. Soccer fields are re-
seeded, re-lined, moved to spread spot ware, daily, weekly and monthly.
Mowing: Scheduled mowing thin the 1600+ acres of maintenance include residential-
style turf, prairies and 200+ acres of non-parkland along highways, water retention areas
and ROWs.
Snow and ice removal: Access roads, parking areas, 61 miles of trails and sidewalks
and the City Park ice skating area are maintained during winter months.
Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are
inspected and repaired as needed by staff during winter months.
Horticulture: Provides daily horticultural grounds maintenance in the City Plaza
(Pedestrian Mall), City Hall and Chauncey Swan Park, all city owned planter beds and
natural areas. Design, installation and maintenance of planting beds with annuals and
perennials in the aforementioned areas and various city parks. Assists Parks
Maintenance with snow and ice removal to various City-owned park areas, bridges, and
right-of-ways on assigned routes, as needed.
213
Forestry
Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and
planting trees located in the city right-of-way and city parks. Forestry staff responds to
emergency storm damage of public and private trees when public facilities or services are
impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree
planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff
regarding tree protection during construction and/or demolition projects, species selection for
building permits and zoning requests.
Central Business District (CBD) Maintenance
CBD Maintenance Operations shifted into two different places. The horticulture activities shifted
into Park Maintenance Operations and the daily ground maintenance shifted into the
Transportation & Resource Management Administration.
HIGHLIGHTS
Redesign of Tower Court Park
Recent Accomplishments:
Addition of Tower Court Park spray pad
Addition of restroom facilities at
Fairmeadows Park
Installation of Chadek Green Gardens
Phase I Willow Creek/Kiwanis Park
redesign
Installed new benches at Water Works
Park
Upcoming Challenges:
Planning for effective management of
expanding parks, trails and natural
areas
Equitably managing the 200+ acres of
City-owned non-parkland
Managing the inevitable Emerald Ash
Borer (EAB) infestation
Expanding, enhancing and developing
new recreational opportunities
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 19.00 19.00 19.00
Staffing Level Change Summary:
The 1.0 FTE Maintenance Worker II and 1.0 FTE Senior Maintenance Worker that were in the
CBD Maintenance Operations were moved into Park Maintenance Operations. The other 1.0
FTE Maintenance Worker II that was in the CBD Maintenance Operations shifted to
Transportation & Resource Management Administration division.
214
There was a new 1.0 FTE Maintenance Worker I added to Park Maintenance Operations; the
cost of this position was offset by reducing a 1.0 FTE Maintenance Worker II to a Maintenance
Work I and by reducing hours for temporary summer workers.
Service Level Change Summary:
The daily ground maintenance for CBD Maintenance shifted to Transportation & Resource
Management Administration division. A cross country course has been the Soccer Complex.
Financial Highlights:
Park Maintenance Operations includes $47,000 in capital outlay in Fiscal Year 2017 for the
installation of fences at City Park and Mercer Park fields. $39,000 was also included in the
Fiscal Year 2016 budget for this purpose.
CBD Maintenance Operations expenditures are shifting into Transportation & Resource
Management Administration starting in Fiscal Year 2017.
Forestry services expenditures in Fiscal Year 2017 are estimated to increase $71,360 or 37%
from Fiscal Year 2016. The increase in service expenditures is for a comprehensive tree
inventory study for the street tree planting program.
215
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Acres of Developed Parkland 1,354 1,441 1,506 1,511 1,511
Acres of Undeveloped Parkland 327 248 186 186 186
Total Acres of Parkland 1,681 1,689 1,692 1,697 1,697
Total Acres per 1,000 Population
(used 2010 US Census)24.77 24.89 24.93 25.01 25.01
Total Non-Parkland*---200 200
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
FY 2011 FY 2012 FY 2013 FY 2014*FY 2015
Operating Expenses $2,597,523 $2,742,135 $2,582,975 $2,904,176 $2,776,572
Per Acre Cost $1,545 $1,624 $1,527 $1,531 $1,464
Create effective sustainable methods of operating and
maintaining facilities that accurately distribute the costs, benefits
and current level of service to the public.
Efficiently and equitably manage Parkland areas, open spaces
and facilities utilizing sustainable techniques.
*Starting in FY 2014 calculation includes non-parkland acres, which more accurately reflects cost per
acre.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes of
planning, education and volunteerism. Review and update the
master plan every five years to reflect current and future needs
of the community.
*Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions.
FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
A Solid Financial Foundation
216
City of Iowa City
Activity: Park Maintenance Administration (530100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 229,303$ 221,313$ 189,146$ 141,079$ 147,019$ 151,115$
Total Revenues 229,303$ 221,313$ 189,146$ 141,079$ 147,019$ 151,115$
Expenditures:
Personnel 194,545$ 181,859$ 160,107$ 103,314$ 115,611$ 119,079$
Services 29,373 31,369 24,153 32,095 26,680 27,214
Supplies 5,385 8,085 4,886 5,670 4,728 4,823
Total Expenditures 229,303$ 221,313$ 189,146$ 141,079$ 147,019$ 151,115$
Personnel Services - FTE 2013 2014 2015 2016 2017
Clerk/Typist - Parks & Forest 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 1.00 1.00
Activity Summary
217
City of Iowa City
Activity: Park Maintenance Operations (530200)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,801,485$ 1,965,991$ 1,802,124$ 2,431,874$ 2,304,142$ 2,343,961$
Use Of Money And Property
Rents 59,867 108,843 172,516 129,314 197,000 197,000
Royalties & Commiss - 1,984 2,398 1,984 2,500 2,500
Intergovernmental
Fed Intergovnt Revenue - - 36,608 - - -
Disaster Assistance - 798 1,294 - - -
Other State Grants - 22,195 2,933 - - -
Charges For Fees And Services
Culture & Recreation 82,412 101,957 104,681 101,957 105,232 105,232
Miscellaneous
Contrib & Donations 2,500 585 2,450 585 16,000 16,000
Misc Merchandise - 508 1,400 508 - -
Other Misc Revenue 973 3,854 6,525 3,820 200 200
Other Financial Sources
Sale Of Assets 5,522 1,830 1,408 - - -
Total Revenues 1,952,759$ 2,208,545$ 2,134,337$ 2,670,042$ 2,625,074$ 2,664,893$
Expenditures:
Personnel 1,157,949$ 1,254,252$ 1,196,263$ 1,549,285$ 1,545,707$ 1,592,078$
Services 621,688 753,829 751,323 845,850 822,293 838,739
Supplies 147,780 170,565 154,090 206,907 200,074 204,075
Capital Outlay 25,342 29,899 32,661 68,000 57,000 30,000
Total Expenditures 1,952,759$ 2,208,545$ 2,134,337$ 2,670,042$ 2,625,074$ 2,664,893$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. I - Parks - - - 1.00 3.00
M.W. II - Parks 5.00 5.00 5.00 5.00 4.00
M.W. II - Horticulture - - - - 1.00
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 - Horticulture Specialist - - - - 1.00
Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 11.00 11.00 11.00 12.00 15.00
Capital Outlay 2016 2017
Fences at City & Mercer Fields 39,000$ 47,000$
Maintenance Truck 24,000 -
City Park Equipment Improvements 5,000 -
Irrigation Improvements - 10,000
Total Capital Outlay 68,000$ 57,000$
Activity Summary
218
City of Iowa City
Activity: Forestry (530300)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 388,908$ 405,110$ 379,104$ 479,553$ 561,220$ 577,965$
Other City Taxes 5,285 5,929 9,017 5,970 9,017 9,017
Intergovernmental
Fed Intergovnt Revenue - - 4,140 - - -
Miscellaneous
Contrib & Donations 20,000 20,000 20,200 20,000 20,000 20,000
Misc Merchandise - 100 - 100 - -
Other Misc Revenue 366 - - - - -
Other Financial Sources
Sale Of Assets 595 - - - - -
Transfer In -Govt Activities 70,582 73,078 73,290 78,624 74,312 74,312
Total Revenues & Transfer In 485,736$ 504,217$ 485,751$ 584,247$ 664,549$ 681,294$
Expenditures:
Personnel 256,775$ 280,253$ 280,182$ 337,384$ 345,406$ 355,768$
Services 147,840 192,633 174,983 191,191 262,549 267,800
Supplies 21,640 31,331 30,586 55,672 56,594 57,726
Capital Outlay 59,480 - - - - -
Total Expenditures 485,736$ 504,217$ 485,751$ 584,247$ 664,549$ 681,294$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
219
City of Iowa City
Activity: CBD Maintenance Operations (535100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 505,968$ 510,930$ 366,596$ 379,545$ -$ -$
Licenses And Permits
General Use Permits 10,467 7,340 8,051 7,340 - -
Food & Liq Licenses - - 2,400 - - -
Miscellaneous
Other Misc Revenue 659 145 - 145 - -
Total Revenues 517,093$ 518,415$ 377,047$ 387,030$ -$ -$
Expenditures:
Personnel 342,345$ 339,052$ 213,004$ 219,936$ -$ -$
Services 146,144 154,341 137,719 139,166 - -
Supplies 28,604 16,982 26,324 12,928 - -
Capital Outlay - 8,040 - 15,000 - -
Total Expenditures 517,093$ 518,415$ 377,047$ 387,030$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
M. W. II - CBD 2.00 2.00 2.00 2.00 -
Sr M.W. - CBD 1.00 1.00 1.00 1.00 -
Total Personnel 3.00 3.00 3.00 3.00 -
Capital Outlay 2016 2017
Fixture Replace & Surface Repair 15,000$ -$
Total Capital Outlay 15,000$ -$
Activity Summary
220
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:
Reduction in seasonal staff for a savings
of $11,000 in Fiscal Year 2015.
Upcoming Challenges:
The challenge in Fiscal Year 2017 will
be taking on more maintenance without
increasing permanent or seasonal staff.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
The Cemetery staff will begin assisting Parks Maintenance Operations with the maintenance of
Reno, Happy Hollow and Hickory Hill Parks in Fiscal Year 2017.
Financial Highlights:
Fiscal Year 2017 miscellaneous charges for service and sale of assets are estimated to
increase $17,130 or 20% from Fiscal Year 2016. The increase is based on historical activity
and the increased rates and charges in Fiscal Year 2016.
221
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Full Burials 30 34 27 19 35
Cremation 28 44 39 48 40
Report burial trends to effectively estimate the current longevity
of the Cemetery. Use the results to assist with the strategic
planning for future expansions and needs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Track and compare the number of full burials verse cremation
burials for each fiscal year.
222
City of Iowa City
Activity: Cemetery Operations (540100)Fund: General (1000)
Division: Cemetery Operations (540100)Department: Parks and Recreation
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 242,814$ 242,440$ 208,775$ 269,162$ 255,044$ 264,972$
Charges For Fees And Services
Misc Charges For Svc 31,845 25,499 40,135 31,845 38,341 38,341
Miscellaneous
Contrib & Donations - - 400 - - -
Other Misc Revenue 1,423 - - - - -
Other Financial Sources
Sale Of Assets 39,565 49,730 71,450 52,750 63,389 63,389
Total Revenues 315,647$ 317,669$ 320,760$ 353,757$ 356,774$ 366,702$
Expenditures:
Personnel 243,511$ 248,835$ 248,139$ 273,125$ 279,257$ 287,635$
Services 52,328 56,205 57,904 65,283 63,614 64,886
Supplies 14,637 12,629 14,717 15,349 13,903 14,181
Capital Outlay 5,170 - - - - -
Total Expenditures 315,647$ 317,669$ 320,760$ 353,757$ 356,774$ 366,702$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
223
LIBRARY OPERATIONS
The Iowa City Public Library is the busiest public library building in the state of Iowa. Community
surveys conducted in 2014 as part of the Library’s strategic planning process showed 94.3% of
respondents said the Iowa City Public Library was either essential or very important to the quality
of life in the community, the highest rating the planning consultants had ever seen. The Library
Operations budget is organized into General Library, Library Materials, Board Controlled Funds,
Gifts & Bequests, and Gifts – Materials, and Library Replacement Reserves.
General Library
This activity accounts for the bulk of the Library’s budget, accounting for Library staffing, programs,
public services, building repair & maintenance, and activities associated with the Library’s
commercial space. This budget also includes transfers to computer and equipment replacement
reserves.
Library Materials
This activity accounts for the acquisition and replacement of Library materials. Materials budgets
are organized into Children’s Materials and Adult Materials. An increasing number of materials
acquisitions in recent years are in electronic or downloadable formats.
Board Controlled Funds
This activity is funded largely through State funded Library Open Access (reciprocal borrowing) and
Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing.
Gifts & Bequests
This activity includes contributions and donations, both designated and undesignated, for Library
operations, programs, and building improvements.
Gifts – Materials
These are donated funds designated for materials acquisitions.
Library Replacement Reserves
Funded through a transfer from Library General, this activity accounts for funds set aside for the
scheduled replacement of Library equipment and computer hardware.
HIGHLIGHTS
By the numbers Fiscal Year 2015:
o 64,957 cardholders
o 1,391,482 circulation
o 826,217 visits
o 108,345 computer users
o 40,337 attended children’s programs
o 9,382 social media followers
224
Recent Accomplishments:
Set records in Fiscal Year 2015 for the
number of people entering the building and
attendance at adult, teen, and children’s
programs.
Began a partnership with the Coralville
Public Library and the North Liberty
Community Library to share electronic
books and audiobooks. This provides a
wider range of titles to all of our users.
Installed Iowa DOT service kiosk.
Continued emphasis on service to
younger children through UI Delta Center
“Playing is Learning” initiative and visits to
all local elementary schools to issue
library cards.
Upcoming Challenges:
Introduce bookmobile service.
Improve library website.
Work with local partners to keep
children reading in the summer.
Expand and improve the Digital History
Project.
Offer laptop computers for checkout.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 43.13 42.77 44.17
Staffing Level Change Summary:
A 0.50 FTE Library Assistant III position was reduced to a 0.50 FTE Library Assistant I position in
the Library Controlled Funds activity in the Fiscal Year 2017 budget. With the launch of the
bookmobile, the Library will add a 1.00 FTE Library Assistant III position and also increase a 0.60
FTE Library Assistant III to a 1.00 FTE Library Assistant III.
Service Level Change Summary:
The Library will introduce a bookmobile in later winter/early spring of 2017. The bookmobile is
planned to be in use four days a week during the school year and five days a week during the
summer.
Financial Highlights:
Fiscal Year 2017 library levy property taxes are estimated to increase $54,504 or 7% from Fiscal
Year 2016, which is primarily from the increase in a revaluation year. Also, Fiscal Year 2017 rent
income are estimated to decrease $98,480 or 80% from Fiscal Year 2016, which is from the rental
of the commercial space that will be rented by ICAD.
225
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Children Registering for Summer Reading Programs
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Goal
FY 2017
Goal
1,599 2,280 2,178 3,160 3,564 3,721 3,800
Number of Summer Library Bus Riders
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Goal
FY 2017
Goal
1,126 1,103 1,401 1,783 2,943 3,100 3,200
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Library Website Use (Measured by Page Views)
FY 2011*FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Goal
FY 2017
Goal
810,728 1,122,935 1,187,582 1,354,795 1,198,756 1,400,000 1,500,000
* Home Page Only
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
The Iowa City Public Library connects people to information
essential for daily living and offers them opportunities for
enjoyment and personal growth.
Continue to grow Summer Reading Program partnerships.
Enhanced Communication and Marketing
The Iowa City Public Library actively encourages discovery,
learning, and greater participation in community life.
Introduce the website as a virtual branch library.
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City of Iowa City
Activity: General Library (550100)Fund: General (1000)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 3,019,609$ 3,179,390$ 3,214,383$ 3,377,972$ 3,651,254$ 3,856,650$
Property Taxes 782,984 798,731 826,291 837,047 891,551 891,551
Other City Taxes 13,847 13,588 14,850 13,640 13,249 14,850
Use Of Money And Property
Rents 107,947 122,484 80,757 122,484 24,000 24,000
Royalties & Commiss 3,027 2,647 2,315 2,612 2,500 2,500
Intergovernmental
Property Tax Credits - - 16,696 33,139 25,268 25,268
Local 28E Agreements 413,750 427,033 435,601 466,491 461,333 466,225
State 28E Agreements 35,000 - - - - -
Charges For Fees And Services
Library Charges 57 46 39 - - -
Miscellaneous
Library Fines & Fees 182,418 175,666 166,785 175,666 160,000 160,000
Contrib & Donations - - - - 15,569 31,138
Misc Merchandise - - 63 - - -
Other Misc Revenue 62,535 19,626 15,697 - - -
Other Financial Sources
Sale Of Assets - 255 1,043 - - -
Transfer In-Bus Type Funds 55,000 55,000 55,000 - - -
Total Revenues & Transfer In 4,676,173$ 4,794,466$ 4,829,520$ 5,029,051$ 5,244,724$ 5,472,182$
Expenditures:
Personnel 3,886,479$ 3,928,169$ 4,091,765$ 4,237,696$ 4,439,919$ 4,623,963$
Services 627,682 633,087 584,635 622,319 656,764 697,337
Supplies 149,539 178,888 143,250 156,036 142,041 144,882
Capital Outlay 12,473 54,322 9,870 13,000 6,000 6,000
Total Expenditures 4,676,173$ 4,794,466$ 4,829,520$ 5,029,051$ 5,244,724$ 5,472,182$
Personnel Services - FTE 2013 2014 2015 2016 2017
Custodian - Library 2.00 2.00 2.00 2.00 2.00
IT Support Specialist - 1.00 1.00 1.00 1.00
Librarian II 7.00 6.00 6.00 6.00 6.00
Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00
Library Assistant I 2.50 5.50 5.50 5.63 5.63
Library Assistant II 1.00 1.00 1.00 1.00 1.00
Library Assistant III 5.23 5.23 5.23 5.36 6.76
Library Building Manager 1.00 1.00 1.00 1.00 1.00
Library Clerk 6.25 2.75 2.75 2.38 2.38
Library Coordinator 6.00 5.00 5.00 5.00 5.00
Library Director 1.00 1.00 1.00 1.00 1.00
Library Web Specialist 1.00 1.00 1.00 1.00 1.00
M. W. II - Library 1.00 1.00 1.00 1.00 1.00
Microcomputer Specialist - Lib 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 0.65
Sr Librarian 1.00 2.00 2.00 2.00 2.00
Sr Library Assistant 3.75 3.75 3.75 3.75 3.75
Supervising Librarian - 1.00 1.00 1.00 1.00
Total Personnel 42.88 42.38 42.38 42.27 43.67
Capital Outlay 2016 2017
RFID tags 6,000$ 6,000$
Exterior Doors 7,000 -
Total Capital Outlay 13,000$ 6,000$
Activity Summary
227
City of Iowa City
Activity: Library Materials (550200)Fund: General (1000)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 631,163$ 659,205$ 650,421$ 648,000$ 660,960$ 660,960$
Total Revenues 631,163$ 659,205$ 650,421$ 648,000$ 660,960$ 660,960$
Expenditures:
Services 319$ -$ -$ -$ -$ -$
Capital Outlay 630,845 659,205 650,421 648,000 660,960 660,960
Total Expenditures 631,163$ 659,205$ 650,421$ 648,000$ 660,960$ 660,960$
Capital Outlay 2016 2017
Adult Library Materials 548,000$ 558,960$
Children's Library Materials 100,000 102,000
Total Capital Outlay 648,000$ 660,960$
Activity Summary
228
City of Iowa City
Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues -$ 1,302$ 3,006$ 638$ 600$ 600$
Intergovernmental
Operating Grants 76,694 90,067 84,126 90,067 89,743 89,743
Charges For Fees And Services
Refuse Charges 296 574 77 574 100 100
Miscellaneous
Misc Merchandise 1,965 1,798 2,956 1,799 2,000 2,000
Other Misc Revenue 21,745 22,304 20,139 22,008 20,139 20,139
Printed Materials 15,606 15,087 15,224 15,087 15,223 15,223
Other Financial Sources
Sale Of Assets - 673 - - - -
Total Revenues 116,306$ 131,805$ 125,528$ 130,173$ 127,805$ 127,805$
Expenditures:
Personnel 30,529$ 32,756$ 22,689$ 28,445$ 28,512$ 29,367$
Services 30,843 53,747 48,505 25,728 42,482 43,332
Supplies 3,602 3,890 3,716 24,223 33,777 34,453
Capital Outlay 42,692 45,921 48,336 27,000 25,000 25,000
Total Expenditures 107,665$ 136,314$ 123,246$ 105,396$ 129,771$ 132,152$
Personnel Services - FTE 2013 2014 2015 2016 2017
Library Assistant I - - - - 0.50
Library Assistant III 0.50 0.50 0.50 0.50 -
Library Clerk 0.25 0.25 0.25 - -
Total Personnel 0.75 0.75 0.75 0.50 0.50
Capital Outlay 2016 2017
IT Hardware 12,000$ -$
Software 15,000 -
Furniture & Office Equipment - 25,000
Total Capital Outlay 27,000$ 25,000$
Activity Summary
229
City of Iowa City
Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 1,150$ -$ -$ -$ -$ -$
Miscellaneous
Contrib & Donations 199,854 134,422 150,344 175,000 150,000 150,000
Other Misc Revenue 3,700 1,625 2,372 6,400 2,000 2,000
Total Revenues 204,705$ 136,047$ 152,716$ 181,400$ 152,000$ 152,000$
Expenditures:
Personnel -$ -$ -$ 29,146$ 27,979$ 28,818$
Services 13,415 21,288 13,203 21,671 24,287 24,773
Supplies 17,955 24,379 28,964 24,618 18,650 19,023
Capital Outlay 2,349 13,612 3,082 80,000 - -
Total Expenditures 33,719$ 59,279$ 45,249$ 155,435$ 70,916$ 72,614$
Capital Outlay 2016 2017
Meeting Room AV Equipment 80,000$ -$
Total Capital Outlay 80,000$ -$
Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 70,299$ 17,340$ 36,140$ 52,000$ 35,200$ 35,200$
Total Revenues 70,299$ 17,340$ 36,140$ 52,000$ 35,200$ 35,200$
Expenditures:
Capital Outlay 41,180$ 13,984$ 61,674$ 52,000$ 47,000$ 45,000$
Total Expenditures 41,180$ 13,984$ 61,674$ 52,000$ 47,000$ 45,000$
Capital Outlay 2016 2017
Adult Library Materials 40,000$ 35,000$
Children's Library Materials 12,000 12,000
Total Capital Outlay 52,000$ 47,000$
Activity Summary
Activity Summary
230
City of Iowa City
Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
2013 2014 2015 2016 2017 2018
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 62,959$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$
Expenditures:
Services 30$ -$ -$ -$ -$ -$
Supplies 21,953 15,816 - 45,000 - -
Capital Outlay 48,318 88,337 21,004 70,500 - 25,000
Total Expenditures 70,301$ 104,153$ 21,004$ 115,500$ -$ 25,000$
Capital Outlay 2016 2017
Operating Equipment Replacement 20,500$ -$
Meeting Room AV Equipment 50,000 -
Total Capital Outlay 70,500$ -$
Activity Summary
231
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:
Increased annual unrestricted use grant to
the Library by $14,000, to $114,000.
Raised $190,446 in unrestricted gifts.
Received in-kind gifts valued at $134,316
to present as prizes for special initiatives
including Summer Reading Programs.
Successfully worked with volunteers to
increase income from sales at used
bookstore to $30,400; $5,400 above goal.
Introduced new fundraising event in spring
to cultivate new donors and increase
support.
Upcoming Challenges:
Develop new multi-year Friends
Foundation Strategic plan.
Plan for Friends Foundation 25th
Anniversary.
Increase visibility in increasingly
competitive environment.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no general funding utilized for this
activity.
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City of Iowa City
Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office (550600)Department: Library
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Misc Revenue 132,644$ 109,845$ 175,818$ 178,916$ 193,651$ 199,461$
Total Revenues 132,644$ 109,845$ 175,818$ 178,916$ 193,651$ 199,461$
Expenditures:
Personnel 132,644$ 110,119$ 177,663$ 174,829$ 193,651$ 199,461$
Total Expenditures 132,644$ 110,119$ 177,663$ 174,829$ 193,651$ 199,461$
Personnel Services - FTE 2013 2014 2015 2016 2017
Library Coord - Development 1.00 1.00 1.00 1.00 1.00
Sr Library Assistant - 1.00 1.00 1.00 1.00
Total Personnel 1.00 2.00 2.00 2.00 2.00
Activity Summary
233
SENIOR CENTER OPERATIONS
The Iowa City/Johnson County Senior Center has been serving adults age 50 and above since
1981, which is located in a beautifully restored historic post office on the corner of Linn and
Washington Streets in downtown Iowa City. In 2016, it will celebrate 35 years of providing
opportunities for people to stay active, intellectually curious, and connected to others throughout
the second half of life.
The Center offers a full array of classes, activities, volunteer opportunities, and services. In
addition to the fact that these programs and services fulfill interests and meet the needs of
participants and community members, they are known to support and extend a person’s health,
wellbeing, and independence by fostering social connections, promoting mental and physical
exercise, and encouraging community involvement.
The Center does not just serve people over 50 years of age. Many programs are
intergenerational, community events are common, and college age volunteers are often seen
around The Center. In addition, The Center hosts practicum students and interns from a variety
of academic departments at the University, including but not limited to Social Work, Public
Health, and Recreational Studies.
Senior Center Administration
Administration oversees and supports the operation of Center programs, building maintenance,
and development. Administration also supports the activities of the Senior Center Commission,
and Senior Center Steering Council and Working Committees.
Services provided at the Center are also supported by Administration. These programs require
varying degrees of staff oversight, organization, volunteer training, scheduling, and problem
solving. Most are open to all members of the community. All require a designated space in
which they can be carried out. Examples include: Senior Health Insurance Counseling (SHIIP);
Volunteer Lawyers; University of Iowa Counseling Services; The AARP Tax Aide Program;
Honoring Your Wishes advanced directives counseling; health care provided by the Visiting
Nurses Association, and congregate dining provided by Elder Services, Inc. These programs
extend The Center’s reach out into the community bringing in people of all ages, from all walks
of life.
Senior Center Programs (1000)
There are four budget subdivisions in the Programs activity:
Senior Center Classes - Classes cover everything from literature and fitness, music, and
art education. They are often open to non-members or intergenerational. A volunteer
based Program Committee is active in determining the quarterly curriculum. Classes are
taught by volunteers or independent contractors.
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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.
Senior Center New Horizons Band (1004)
The Band’s mission is to provide the opportunity for all persons age 50 and older to learn and
make music. The NHB has student instructors who are identified through a cooperative
agreement with the College of Music Education at the University of Iowa. The New Horizons
Band no longer has a City managed account. In the future, New Horizons Band will managing
its own activity outside of the City.
Gifts & Memorials (1003)
This activity accounts for contributions and donations made to the Senior Center Gift Fund.
Staff has been asked by the Senior Center Commission to use the funding in this account to
purchase necessary equipment and upgrades until all funding has been spent. In the future, all
donations will be directed to the operational budget or Friends of The Center in accordance with
donor wishes.
HIGHLIGHTS
There was a 3.6% increase in the number of visits to Senior Center sponsored programs from
Fiscal Year 2014 to Fiscal Year 2015 with participation increasing to 112,729
At the end of Fiscal Year 2015 membership increased by 3% from the previous year to 1,620.
Over 600 volunteers provided services to support programs and services during Fiscal Year 2015.
Continued to facilitate the work of the City Council’s Ad Hoc Committee on Senior Services,
received final report, met with City Administration, and initiated action as appropriate.
Hosted the Iowa premier of the award winning documentary film, The Age of Love; brought the
filmmaker to Iowa City to respond to questions following the film; and shortly thereafter sponsored
a successful speed dating event for people over 50—the first in Iowa City.
The Center was recognized by the Governor’s office and the State’s Senior Health Insurance
Information Program (SHIIP) Director for hosting a SHIIP site and counselors since the program’s
inception 25 years ago.
235
Recent Accomplishments:
With support from the Community
Foundation of Johnson County, The
Center’s intergenerational folk choir, the
Family Folk Machine, produced a music
video of Tom Chapin’s song “Brown Gold,”
a celebration of composting. The video was
posted on the Senior Center YouTube
channel and had over 1,000 views in the
first few weeks.
The assistance of fundraising, marketing,
and graphic design professionals has been
secured to assist in the development of
strategic financial and marketing plans for
The Center.
Eight targeted focus groups were conducted
and a survey was developed and distributed
online and in hard copy at a variety of
community locations. There were over
1,000 responses. The results have
provided valuable information related to
such things as public perceptions of The
Center, fundraising potential, and marketing
approaches.
Attended fundraising seminars at the
University of Iowa, North Liberty, and Quad
Cities as well as monthly lunch and learns
focusing on fundraising to expand
knowledge base.
Cost recovery rates and current fees were
reviewed by a participant-based committee
and Senior Center Commission. Recovery
rate targets and fee increases were
recommended as deemed appropriate by
the Committee and approved by the
Commission. After speaking with a
professional event coordinator, both the
committee and Commission recommended
making changes to the Assembly Room,
lobby, and kitchen to make the area more
appealing to renters. An RFP is being
developed to secure proposals and cost
estimates.
Upcoming Challenges:
Diversify The Center’s funding.
Implement fee changes recommended by
Committee A and approved by the Senior
Center Commission in Fiscal Year 2017.
Secure a Development Specialist as a staff
member.
Finish the strategic fundraising plan and
implement it successfully. Evaluate and
modify as needed.
Effectively work with volunteers to
SUCCESSFULLY engage them in
fundraising.
Develop successful marketing techniques
and incorporate them into the new Program
Guide design, promotional materials, and
development plan.
Continue to expand knowledge base in
fundraising area.
Motivate the Senior Center Commission and
Board of Friends of the Center to become
more active advocates and fundraisers.
In January 2017, develop 2016-2020
Mission, Goals and Objectives for the
Senior Center that are reflective of priorities
identified by City Council.
Maintain the level and quality of programs
and services currently offered.
Secure (free) and learn fundraising
software.
Obtain the total estimated Fiscal Year 2017
budget amount to determine the estimated
Fiscal Year 2017 cost recovery goal.
Re-design and organize the Program Guide
and reduce the publication to three times
each year beginning January 1, 2016.
Begin re-vamping second floor classrooms.
Pursue modifications to the Assembly
Room, lobby, and kitchen that will make the
spaces more appealing to renters, create
more storage space, and provide additional
instructional space and equipment.
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Staffing:
FY2015 FY2016 FY2017
Total FTE’s 6.50 6.50 7.00
Staffing Level Change Summary:
A 0.50 FTE Development Specialist that would focus exclusively on fundraising is new for the
Fiscal Year 2017 budget. They would be involved with volunteer coordination, training, and
oversight, and work in cooperation with the Coordinator to accomplish all areas of fundraising.
Any fundraising effort for the Senior Center will involve Friends of The Center. For this reason
Friends of The Center will be asked for a first year contribution of $10,000 towards the salary of
this person, with the intention the position will generate enough revenue to cover the annual
salary in the future.
A temporary front desk position was expanded in Fiscal Year 2017 from 18 hours per week to
25 hours per week to provide better coverage.
Service Level Change Summary:
The three changes in the department of the operational budget are the New Horizon Band, Gifts
and Memorials, and the Development Specialist position. First, The New Horizons Band no
longer has a City managed account, so the operational budget is no longer included. Second,
the Gifts and Memorials Fund was eliminated. Staff has been asked by the Senior Center
Commission to use the funding in this account to purchase necessary equipment and upgrades
until all funding has been spent. In the future, all donations will be directed to the operational
budget or Friends of The Center in accordance with donor wishes. Third, the Development
Specialist will focus exclusively on fundraising, and will be involved with volunteer coordination,
training, and oversight, and work in cooperation with the Coordinator to accomplish all areas of
fundraising.
Financial Highlights:
Fiscal Year 2017 New Horizons Band and Gifts and Memorials revenues and expenditures are
eliminated from the operating budget.
Fiscal Year 2017 membership revenues are estimated to increase from Fiscal Year 2016. The
increase is primarily from a participant committee that recommended increases in the annual
membership dues.
Also, the contributions and donations are estimated to increase $13,090 or 28% based on
anticipated increase in fundraising and endowment contributions with the new Development
Specialist position.
237
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Each quarter* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions
of Wellness
FallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummer
Random Class Evaluations (done throughout the year)
Overall Satisfation
Rating
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
To be synonymous with the highest quality programs that
promote optimal aging; thereby encouraging individuals to
become their best selves regardless of personal challenges.
Each quarter throughout the year, offer diverse program
opportunities in seven dimensions of wellness: emotional;
environmental; intellectual/cognitive; physical;
professional/vocational; social; and spiritual.
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
> 95%New
Measure
New
Measure 91%96%91%
New
Measure
New
Measure
New
Measure
* A quarter, corresponds with the publication of the Senior Center Program Guide. The Fall Program
Guide covers September through November; Winter, December through February; Spring, March
through May; and Summer, June through August. The Program guide is released two weeks prior to
the beginning of the quarter.
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
238
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Percent of Members using On-line Class Registration and/or Membership Renewals
Y 2012 FY 2013 FY 2014 FY 2015
Senior Center Endowment’s Annual Contribution to the Operational Budget
Cost Recovery Percentage
A Solid Financial Foundation & Enhanced Communication and
Marketing
To improve stability and diversity of financing.
Move toward electronic communication as a cost saving
measure and for customer convenience.
FY 2011
New
Measure
New
Measure
New
Measure
New
Measure 120%
New
Measure
New
Measure
New
Measure 5%11%Percent of Members
Change in Percent
(Goal of > 5% increase)
$34,250
Change in Contribution
(Goal of 4 - 8% increase)
New
Measure 16.3%-2.3%31.6%12.7%
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Annual Contribution $20,323 $23,632 $23,077 $30,380
25% and to
Increase %15%25%25%29%27%
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
239
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Participation of Racial Minorities in the Senior Center Programming
(Based on Annual On-site Demographic Survey)
Percent of Respondents with Incomes at or below Department of Health and Human Services
Each quarter** had a Minimum of 4 Successful Programs that Targeting At Risk and
In Need Adults Over 50
FallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummer
Enhanced Communication and Marketing
To increase cultural diversity among participants and promote an
environment of inclusion.
Use available resources to expand the participant base for both
on-site and off-site programming.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure
New
Measure -1%
New
Measure
New
Measure
New
Measure 5%4%Percent of Participation
Change in Percent
(Goal of 1 - 2% increase)*
4 - 6.1%*New
Measure
New
Measure
New
Measure 12%9%
* At least until levels reflect community demographics of the 50 + population
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
* 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.
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
** 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.
New
Measure
New
Measure
New
Measure
240
City of Iowa City
Activity: Senior Center Administrations (570100)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 618,795$ 598,506$ 616,579$ 651,974$ 666,277$ 647,732$
Use Of Money And Property
Parking Ramp Revenue 17,035 - - - - -
Rents 1,624 2,135 2,312 2,135 2,465 2,465
Royalties & Commiss 322 264 287 264 264 264
Intergovernmental
Local 28E Agreements 70,000 59,224 59,224 59,224 59,224 59,224
Charges For Fees And Services
Culture & Recreation 54,701 57,926 54,229 57,354 69,000 69,000
Misc Charges For Svc 14,459 2,037 85 - - -
Parking Charges - 20,390 21,640 20,390 25,200 25,200
Miscellaneous
Contrib & Donations 37,130 41,911 48,032 46,911 60,000 60,000
Misc Merchandise 7,736 6,091 5,341 6,091 5,400 5,400
Other Misc Revenue 6,719 18,488 1,612 2,500 20,600 20,600
Other Financial Sources
Sale Of Assets - 191 - - - -
Total Revenues 828,520$ 807,163$ 809,341$ 846,843$ 908,430$ 889,885$
Expenditures:
Personnel 508,023$ 526,825$ 550,984$ 563,229$ 605,323$ 623,483$
Services 209,364 218,241 202,920 229,975 236,471 241,200
Supplies 44,144 62,097 30,681 31,639 24,708 25,202
Capital Outlay 66,989 - 24,756 22,000 41,928 -
Total Expenditures 828,520$ 807,163$ 809,341$ 846,843$ 908,430$ 889,885$
Personnel Services - FTE 2013 2014 2015 2016 2017
Development Specialist - Sr Center - - - - 0.50
M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00
M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00
Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.50 6.50 6.50 6.50 7.00
Capital Outlay 2016 2017
Contracted Improvements 15,000$ -$
Other Operating Equipment 7,000 41,928
Total Capital Outlay 22,000$ 41,928$
Activity Summary
241
City of Iowa City
Activity: Senior Center Programs (570200)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 15,259$ 9,235$ 10,316$
Charges For Fees And Services
Culture & Recreation - 8,588 10,057 11,700 9,775 9,775
Misc Charges For Svc - 11,171 16,517 11,171 16,500 16,500
Miscellaneous
Misc Merchandise - 780 1,251 950 1,750 1,750
Other Misc Revenue - - 2,753 6,400 8,400 8,400
Total Revenues -$ 20,539$ 30,578$ 45,480$ 45,660$ 46,741$
Expenditures:
Personnel -$ -$ 2,261$ 16,163$ 16,736$ 17,238$
Services - 1,672 6,874 9,517 8,149 8,312
Supplies - 83 10,155 19,800 20,775 21,191
Total Expenditures -$ 1,755$ 19,290$ 45,480$ 45,660$ 46,741$
Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004)
Division: Senior Center Operations Department: Senior Center
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Charges For Fees And Services
Culture & Recreation 10,736$ 9,010$ 4,043$ 9,065$ -$ -$
Miscellaneous
Contrib & Donations 3,157 1,106 950 1,800 - -
Misc Merchandise - - 5 - - -
Total Revenues 13,893$ 10,116$ 4,998$ 10,865$ -$ -$
Expenditures:
Personnel 6,244$ 5,813$ 2,691$ 8,628$ -$ -$
Services 3,601 7,126 2,080 1,001 - -
Supplies 1,625 3,267 1,411 1,467 - -
Total Expenditures 11,469$ 16,206$ 6,182$ 11,096$ -$ -$
Activity Summary
Activity Summary
242
City of Iowa City
Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 120$ 76$ 126$ -$ -$ -$
Total Revenues 120$ 76$ 126$ -$ -$ -$
Expenditures:
Supplies 530$ -$ -$ 20,598$ -$ -$
Capital Outlay - - - 13,237 - -
Total Expenditures 530$ -$ -$ 33,835$ -$ -$
Capital Outlay 2016 2017
Building Improvements 13,237$ -$
Total Capital Outlay 13,237$ -$
Activity Summary
243
NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS)
ADMINISTRATION
Administration
Neighborhood and Development Services (NDS) Administration is responsible for oversight and
support of the department’s six operating divisions, Administration, Economic Development,
Development Services, Neighborhood Services, Metropolitan Planning of Johnson County
(MPOJC) and the Housing Authority.
Sustainability
Iowa City is committed to being a leader in sustainable community development. The
Sustainability Coordinator helps ensure that our public services and planning efforts are rooted
in sustainable principles. Efforts towards sustainability are also focused in municipal energy
savings, community-wide greenhouse gas emissions, natural area management and
collaborating with other city departments on other topics pertaining to sustainability. Current
projects include tracking streetlight conversion to LED lighting, prioritizing energy conservation
projects for municipal facilities and updating the community greenhouse gas emissions
reporting. Climate adaption planning with other departments, communication of the City’s
sustainability efforts through electronic media, and completing the application for the STAR
Sustainability Rating System are also projects that involve the Sustainability office. In addition,
many City departments have begun partnering in sustainability projects with the University of
Iowa, enhancing the ability to broaden the work on sustainability within the community.
Energy Efficiency Revolving Fund
The fund was transferred from the Energy Efficiency and Conservation Block Grant special
revenue fund in the revised Fiscal Year 2015 budget. The fund is being used as an inter-fund
energy efficiency reimbursement program. The facilities and funds that received improvements
through the fund will be repaying the fund annually based on the expected savings from the
improvements.
Housing & Inspection Administration
The Housing & Inspection Services and Planning & Community Development Departments
were combined in the revised Fiscal Year 2015 budget. The schedule presented show the
operations of the Housing & Inspection Administration in the General Fund through Fiscal Year
2014 after which the activities will be merged within the operations of Neighborhood &
Development Administration.
HIGHLIGHTS
The NDS Department continues increasing the usage of a web-based plan and document
workflow system that was implemented which allows citizens, architects, and developers to
initiate and complete plan submission, reviews, and approval.
The NDS remodel and physical merger of Housing & Inspection Services with Planning &
Community Development. This merger has resulted in providing a “one-stop shop” for
customers seeking development information.
244
Recent Accomplishments:
Climate report finalized with projection
data for the Iowa City area.
Eleven sustainability projects completed
in collaboration with University of Iowa,
coordinated with several other city
departments.
Will begin tracking sustainability
features in permitting process for budget
reporting.
Upcoming Challenges:
Need to review solar and wind
ordinance, as well as sensitive areas
ordinance and consider revising or
updating.
STAR Community Rating System
certification should be awarded in
2016 and next steps can be
evaluated.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.55 2.55 2.55
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2017 budget.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 services expenditures are estimated to increase $111,330 or 252% from
Fiscal Year 2016. The increase is primarily from the costs for consultant services for
bike/pedestrian master plan and housing market analysis for university impact area.
245
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of implemented City funded projects with sustainability standards
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
External Communications FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of subscribers of sustainable
news escubscriptions
New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Number of public outreach events New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Enhanced Communication and Marketing
Increase awareness of sustainability within the community.
External outreach within the community focusing on
sustainability.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Economic Development Activities
Encourage new development to include sustainability features.
Monitor City funded projects which include sustainability features
such as alternative energy, biocells, permeable pavement, green
roofs and other green building practices.
246
City of Iowa City
Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin (610100)Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 288,401$ 314,954$ 247,130$ 248,112$ 318,297$ 292,025$
Intergovernmental
State 28E Agreements - - - - 35,000 -
Charges For Fees And Services
Building & Devlpmt - - 1,500 1,300 1,500 1,500
Miscellaneous
Code Enforcement - - 37,370 13,983 25,000 25,000
Other Misc Revenue 34 31,800 2,298 31,800 2,300 2,300
Printed Materials - - 8 - - -
Transfer In -Enterprise Activities - - 26,010 26,270 26,795 27,331
Total Revenues & Transfer In 288,435$ 346,754$ 314,316$ 321,465$ 408,892$ 348,155$
Expenditures:
Personnel 259,604$ 268,307$ 263,983$ 274,253$ 248,565$ 256,022$
Services 21,092 75,497 48,800 44,267 155,599 87,311
Supplies 7,739 2,950 1,533 2,945 4,728 4,823
Total Expenditures 288,435$ 346,754$ 314,316$ 321,465$ 408,892$ 348,155$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 - -
NDS Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.55 2.55 2.55 1.55 1.55
* Position eliminated on 12-31-15
Activity Summary
247
City of Iowa City
Activity: Sustainability Services (610150)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 137,835$ 111,223$ 162,343$ 166,606$
Miscellaneous
Other Misc Revenue - 33,200 1,864 - - -
Total Revenues -$ 33,200$ 139,699$ 111,223$ 162,343$ 166,606$
Expenditures:
Personnel -$ 3,005$ 88,745$ 89,673$ 101,574$ 104,621$
Services - 378 49,869 20,150 58,769 59,944
Supplies - 32 1,085 1,400 2,000 2,040
Total Expenditures -$ 3,415$ 139,699$ 111,223$ 162,343$ 166,606$
Personnel Services - FTE 2013 2014 2015 2016 2017
Sustainability Coordinator - - - 1.00 1.00
Total Personnel - - - 1.00 1.00
Activity: Sustainability Services (610150)Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue -$ -$ 50,961$ 130,968$ 84,731$ 53,856$
Transfers In - Misc - - 50,092 - - -
Total Revenues & Transfer In -$ -$ 101,053$ 130,968$ 84,731$ 53,856$
Expenditures:
Capital Outlay -$ -$ -$ 171,136$ 123,500$ -$
Total Expenditures -$ -$ -$ 171,136$ 123,500$ -$
Capital Outlay 2016 2017
Energy Efficiency Improvements 171,136$ 123,500$
Total Capital Outlay 171,136$ 123,500$
Activity Summary
Activity Summary
248
City of Iowa City
Activity: Housing and Inspection Admin (470100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 203,259$ 222,988$ -$ -$ -$ -$
Charges For Fees And Services
Building & Devlpmt 1,400 1,300 - - - -
Miscellaneous
Code Enforcement 26,444 13,983 - - - -
Other Misc Revenue - 9 - - - -
Printed Materials 16 27 - - - -
Transfer In -Enterprise Activities 25,000 25,575 - - - -
Total Revenues & Transfer In 256,118$ 263,882$ -$ -$ -$ -$
Expenditures:
Personnel 238,175$ 240,899$ -$ -$ -$ -$
Services 17,943 22,983 - - - -
Total Expenditures 256,118$ 263,882$ -$ -$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
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: Housing Authority Administration (490100)Fund: General (1000)
Division: Housing Authority Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Royalties & Commissions 3,538$ 4,022$ 4,307$ -$ -$ -$
Total Revenues 3,538$ 4,022$ 4,307$ -$ -$ -$
Activity Summary
Activity Summary
249
NEIGHBORHOOD SERVICES
The Neighborhood Services Division is responsible for the administration of various
housing services, housing programs and revitalization efforts that focus on sustaining
healthy neighborhoods. The division provides housing inspection services, facilitates
communication and outreach services to neighborhood associations and coordinates
Iowa City's public art and PIN Grant programs. Iowa City's federal Community Block
Grant (CDBG) and HOME programs are also administered through the Neighborhood
Services Division.
Community Development
Community Development staff are committed to providing Iowa City residents with
access to safe and affordable housing, jobs and services. This is accomplished by
coordinating efforts with local organizations, businesses and other community partners,
and by administering and coordinating activities relating to city, state, and federal
housing and community and economic development programs.
Economic development activities include:
Neighborhood redevelopment
Entrepreneurial and microenterprise business development
Working with financial institutions
The Housing Rehabilitation program works to help residents maintain and update their
homes by providing financial assistance to income eligible homeowners. The availability
of affordable, low or no-interest loans provides lower income homeowners the
opportunity to make repairs and improve energy efficiency to their homes and ultimately
helps to maintain Iowa City's housing stock. Funding is available through the federally-
funded Community Development Block Grant (CDBG) and HOME Investment
Partnership programs, and through the General Rehabilitation and Improvement
Program (GRIP), which is funded by general obligation bonds. CDBG and HOME
descriptions can be found in the Special Revenue Fund section of this budget.
Housing Inspection
Housing Inspection’s mission is to ensure that Iowa City’s housing facilities are of the
quality necessary to protect and promote the health, safety, and welfare of those
persons utilizing these facilities and the general public. The division strives to achieve
these goals and contribute to the overall mission of the City by:
The inspection of all rental properties located in the City on a two year cycle.
The inspection of all housing related to the Housing Authority’s Housing Choice
Voucher Program.
Investigating and resolving housing and nuisance complaints for all properties.
250
The City of Iowa City began the rental housing inspection division in the mid 1970's. The
division has four full-time inspectors, inspecting more than 18,000 rental units bi-
annually. Housing Inspection works with owners, property managers and tenants to
ensure conformance with the Iowa City Housing Code, which establishes minimum
health and safety standards necessary to protect and promote the welfare of tenants and
the general public as well. Housing Inspection achieves this purpose by inspecting all
rental property on a systematic basis. Currently, multi-family structures (e.g. those
buildings with three or more units), single family, and duplex structures are inspected
every two years. Fraternities and sororities are inspected annually. Complaint inspection
may be made upon request. In an effort to promote healthier neighborhoods, staff has
shifted to more pro-active inspections in our core neighborhoods to address nuisance
trash and litter violations.
Human Services
The Human Services division coordinates with the United Way of Johnson County and
the Housing and Community Development Commission in providing funds for human
service agencies.
This division was new with the Fiscal Year 2013 budget proposal and assumes some of
the duties previously provided by the Metropolitan Planning Organization of Johnson
County’s Human Services Division. The City Council makes annual allocations to the
area’s human service agencies as part of the Aid to Agencies budget process.
Neighborhood Outreach
Neighborhood Outreach provides a conduit between all City departments and the
network of neighborhood associations within Iowa City, and facilitates the distribution of
funds made available by the City Council for small-scale neighborhood improvements.
Neighborhood Outreach supports and encourages citizens to help shape the future of
their neighborhood. By assisting in the establishment and coordination of 33
neighborhood associations, this division seeks to encourage action by providing ideas
and resources that help associations address their needs and interests within the goals
of the larger community.
The City Council has made funds available to neighborhood associations through the
Program for Improving Neighborhoods (PIN) grant program, with $15,000 available
annually. Administration of this program involves making applications available to the
neighborhoods, clarifying the administrative rules, assisting with project development,
coordinating staff review of the applications as well as execution of contract documents
and implementation of projects.
251
HIGHLIGHTS
Maintained a two-year inspection cycle for all rental properties
Added 100 properties to the rental permit roles
Fifty-six properties have been acquired to date throughout the four phases of the
UniverCity Neighborhood Partnership Program. Fifty of these have been
completed and sold as owner occupied properties. There is one purchase offer
pending and five homes are currently underway or are complete but not yet sold.
These six homes are anticipated to be completed and sold by the summer of
2016. Two additional homes will be purchased in Fiscal Year 2016.
The Program for Improving Neighborhoods (PIN) funded several neighborhood
initiatives, including Grant Wood/Wetherby neighborhood’s re-establishment of
the Summer Playgrounds at Fairmeadows and Wetherby Parks and providing
extra police enforcement in the neighborhoods specifically on weekend evenings.
Northside received funding to purchase and plant additional perennials to North
Market Square. Goosetown will again be hosting 2 “Movie in the Park” events
and printing and mailing newsletters to announce movies and share other
neighborhood news and Creekside will receive funding to create the “Creekside
Eco Grove” in Creekside Park.
The Neighborhood Outreach division also oversees the Iowa City Public Art
program with funding made available for the maintenance of the existing public
art inventory as well as funding smaller projects. In 2015, the StairStep project
was created to seek out and commission the painting of the College Green Park
steps. A matching fund program was also established to encourage other public
and private entities to work together to produce public art in Iowa City. The
Poetry in Public Program, in its 11th year, showcased 86 poems written by both
adults and students. The division also staffs the Public Art Advisory Committee
which serves as an advisory committee to all public art installations regardless of
funding source.
252
Recent Accomplishments:
98.1% of rental cases brought into
voluntary compliance.
Expanded the use of ICgovXpress, a
cloud based complaint tracking
software.
Awarded a HMGP grant to acquire
up to eight homes along the 100-
year Iowa River and Ralston Creek
floodplains.
Continued partnership with local
commercial lenders to offer the
Building Change Program. Two
businesses approved for 0% interest
loans for façade and building
improvements.
Completed the William Street
Streetscape project. The façade
improvement program assisted the
7- unit residential property on
Muscatine Ave. and another façade
improvement grant approved to
Abbe Center for Community Mental
Health on Arthur St.
Completed eight GRIP owner-
occupied housing rehabilitation
projects.
Upcoming Challenges:
Continue to monitor all available
resources to find over-occupied
rentals and properties rented without
permits.
Staff capacity to investigate and
mitigate increasing number of
complaints due to the expansion of
ICgovXpress to all City departments.
Expand pro-active neighborhood
code enforcement efforts.
Continue to promote the availability
of affordable housing and assist
local businesses despite decreasing
CDBG and HOME funding.
Transition neighborhood
associations to utilizing “Nextdoor”
networking site to replace
neighborhood newsletters.
Secure and administer funding
through the Iowa Homeland Security
& Emergency Management to
purchase and dedicate to green
space remaining properties in the
Normandy, Taft and Creekside 100-
year flood plains.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 8.15 8.30 11.78
Staffing Level Change Summary:
There are no overall staff increases or decreases in the Neighborhood Services division.
There has been a change to how the FTEs are being allocated. No FTE’s are now being
allocated directly to CDBG and HOME activities in Fiscal Year 2017. Employees that
work on these programs will be billed to the programs for their actual time in lieu of FTE
allocations. Estimates of these billed costs are based upon the available administrative
funding in the program and are reflected in the programs’ expenditure totals.
253
There was also a .25 FTE Housing Assistant position and .40 FTE Building Inspector
position that were re-allocated from the Housing Authority enterprise fund budget to the
Housing Inspections budget.
Service Level Change Summary:
In the Community Development activity, the number of UniverCity homes is five with a
total acquisition price of $900,000 and a renovation budget $50,000 per home or
$250,000.
Financial Highlights:
Fiscal Year 2017 Human Services activity services expenditures are estimated to
increase $50,000 or 17% from Fiscal Year 2016. The increase is from an aid to
agencies increase to the Iowa Community Foundation to establish an Iowa City
Community Fund.
254
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
3,768 3,890 4,003 4,190 4,317
16,780 16,979 17,171 17,828 18,010
1,844 1,354 1,864 1,755 1,650
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure 87%84%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Rental Properties Converted to Single Family Homes (UniverCity)
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
5 16 9 8 6
Owner-Occupied Homes Rehabilitated (GRIP)
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
6 13 13 14 8
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Effectively resolve complaints to protect the health, safety, and
livability of Iowa City’s neighborhoods.
Expand proactive neighborhood code enforcement efforts.
Rental Permits
Rental Units
Housing, Zoning & Nuisance
Healthy Neighborhoods
Invest in the City’s private residential building stock.
Stabilize neighborhoods through UniverCity and GRIP
reinvestment programs.
255
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
Number of
neighborhoods with
active leadership and
established community
link.*
New
Measure
New
Measure
New
Measure
New
Measure 19 19
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
PIN Grant Projects funded
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
New
Measure 10 10 10 10 8
Healthy Neighborhoods
Facilitate Communication & Cooperation between the City and
the neighborhood associations.
Maintain an updated active list of neighborhood association
contacts so as to sustain communication with neighborhoods.
Encourage alternatives to neighborhood newsletters such as
email lists, Facebook and NextDoor so that communication can
continue within the neighborhood.
Healthy Neighborhoods
Facilitate Communication & Cooperation between the City and
the neighborhood associations.
Use Program for Improving Neighborhood (PIN) grants to
promote family-friendly neighborhood events, activities or
projects.
*Funding for neighborhood newsletters discontinued in FY2015. $360 in uncommitted PIN grant
funding available for one FY16 newsletter to be printed and mailed.
256
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Meetings Coordinated to Address Above Objective
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
New
Measure 24 26 22 8*10
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Council Meetings
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
New
Measure 3 4 11 8 8
Healthy Neighborhoods
Healthy Neighborhoods
*Elimination of newsletters severely limits the options available for meeting notifications within
neighborhoods. Numbers included in FY15 and FY16 reflect specific City projects including park and
street improvements for which meeting notice mailing funds are still available.
Facilitate Communication & Cooperation between the City and
the neighborhood associations.
Coordinate communication between neighborhood associations
through meetings and activities of the Neighborhood Council.
Facilitate Communication & Cooperation between the City and
the neighborhood associations.
Continue to work with City Departments in coordinating
neighborhood meetings to distribute information, request
feedback on City initiated projects and encourage cooperation
and partnership in addressing issues.
257
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Good Neighborhood Meetings
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
New
Measure
New
Measure
New
Measure 11 8 14
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public Art Installations
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
New
Measure
New
Measure 1 3 3 1
Healthy Neighborhoods
Healthy Neighborhoods/Strong Urban Core
Utilize Public Art Program funding to encourage the creation of
public art within the downtown core as well as the
neighborhoods as well as overseeing the review of proposals for
public art installations in the City by the Public Art Advisory
committee.
Facilitate Communication & Cooperation between developers
proposing land use changes (rezonings, subdivisions, special
exceptions, etc.) and residents near the subject property by
assisting in the implementation of the Good Neighbor Program.
Coordinate communication between developers and residents
through meetings and other public input opportunities.
To enhance the appearance of the City through the selection
and integration of art in the public environment.
258
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Aid to Agencies FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
Funds Spent $414,094 $422,950 $391,829 $378,700 $397,510 $378,700
Agencies Assisted 15 19 16 19 18 13
Create/enhance suitable living environments, provide decent
housing and create economic development opportunities.
Healthy Neighborhoods & Enhanced Communication and
Marketing
Allocate grant and City funds to serve the needs of low-to-
moderate income (LMI) residents in the following areas:
housing, homelessness, and community development (various
services for at-risk and LMI persons).
259
City of Iowa City
Activity: Community Development (610200)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 14,293$ -$ 658,214$ 919,877$ 592,709$ 552,971$
Use Of Money And Property
Interest Revenues 32,423 32,143 36,466 32,143 36,146 36,146
Intergovernmental
Other State Grants - 56,967 - - - -
Miscellaneous
Contrib & Donations 25,578 82,175 53,000 - - -
Other Misc Revenue 397 7,413 950 6,557 30,435 30,435
Printed Materials - - 10 - - -
Other Financial Sources
Loans 886,360 2,871,767 1,347,062 457,631 1,013,906 833,906
Sale Of Assets 353,319 1,469,552 1,219,389 2,800,000 900,000 720,000
Bond Proceeds - 1,000,000 - - - -
Transfers In - GO Bonds 317,623 - - - - -
Transfers In - Misc - 170,465 20,000 - - -
Total Revenues & Transfer In 1,629,993$ 5,690,482$ 3,335,091$ 4,216,208$ 2,573,196$ 2,173,458$
Expenditures:
Personnel 123,182$ 169,169$ 172,688$ 139,692$ 179,849$ 185,244$
Services 307,578 335,291 349,813 257,700 243,087 247,949
Supplies 706 686 13,007 724 260 265
Capital Outlay 860,527 3,272,182 1,645,083 1,018,092 1,250,000 1,020,000
Other Financial Uses 338,000 1,408,000 1,154,500 2,800,000 900,000 720,000
Total Expenditures 1,629,993$ 5,185,328$ 3,335,091$ 4,216,208$ 2,573,196$ 2,173,458$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 0.35 0.35 0.35 0.35 1.00
Building Inspector - - - 0.60 1.00
Community Development Coord 0.30 0.30 0.30 - -
Housing Rehab Specialist 1.00 1.00 1.00 - -
Code Enforcement Specialist - - - 0.50 1.00
Program Asst - Comm Devel 0.10 0.10 0.10 0.10 0.63
Total Personnel 1.75 1.75 1.75 1.55 3.63
Capital Outlay 2016 2017
House Acquisitions for UniverCity 400,000$ 900,000$
Rehab Costs of UniverCity Houses 468,092 250,000
Rehab Costs of Downtown Façade Program 150,000 100,000
Total Capital Outlay 1,018,092$ 1,250,000$
Activity Summary
260
City of Iowa City
Activity: Neighborhood Services (610710/610720)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 123,028$ 132,253$ 128,849$ 157,356$ 164,068$ 168,225$
Use Of Money And Property
Rents - - 11,188 - - -
Miscellaneous
Contrib & Donations 250 - - - - -
Misc Merchandise - - 192 - - -
Other Misc Revenue 1,000 - - - - -
Printed Materials 141 258 150 258 150 150
Total Revenues 124,419$ 132,511$ 140,379$ 157,614$ 164,218$ 168,375$
Expenditures:
Personnel 99,495$ 103,461$ 107,576$ 115,109$ 117,277$ 120,795$
Services 20,155 19,918 12,546 28,252 29,925 30,524
Supplies 4,770 4,132 7,182 253 2,016 2,056
Capital Outlay - 5,000 13,075 14,000 15,000 15,000
Total Expenditures 124,419$ 132,511$ 140,379$ 157,614$ 164,218$ 168,375$
Personnel Services - FTE 2013 2014 2015 2016 2017
Neighborhood Services Coordinator - - - 0.30 0.70
Associate Planner 1.00 1.00 1.00 0.75 1.00
Administrative Secretary - - - - 0.25
Total Personnel 1.00 1.00 1.00 1.05 1.95
Capital Outlay 2016 2017
Maint. of the Public Art Pieces 14,000$ 15,000$
Total Capital Outlay 14,000$ 15,000$
Activity Summary
261
City of Iowa City
Activity: Housing Inspections (610730)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 670$ -$ -$
Licenses And Permits
Misc Permits & Lic 1,360 2,080 1,600 2,080 1,600 1,600
Const Per & Ins Fees 631,695 533,947 655,855 560,644 660,000 660,000
Charges For Fees And Services
Building & Devlpmt - - - - 14,000 14,000
Miscellaneous
Other Misc Revenue - - 142 - - -
Printed Materials 60 - 60 - - -
Total Revenues 633,115$ 536,027$ 657,657$ 563,394$ 675,600$ 675,600$
Expenditures:
Personnel 418,237$ 442,939$ 445,196$ 507,116$ 563,039$ 579,930$
Services 57,983 50,876 46,080 52,465 73,555 75,026
Supplies 8,715 2,202 2,500 3,813 2,409 2,457
Capital Outlay 66,500 - - - - -
Total Expenditures 551,435$ 496,017$ 493,776$ 563,394$ 639,003$ 657,413$
Personnel Services - FTE 2013 2014 2015 2016 2017
Building Inspector - 3.00 3.00 3.00 3.40
Housing Assistant 0.75 0.75 0.75 0.75 1.00
Housing Inspector 3.00 - - - -
Housing Inspector Asst 0.50 0.50 0.50 0.50 0.50
Housing/Devel Reg Inspector 0.50 - - - -
Neighborhood Services Coordinator - - - 0.30 0.30
Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.75 5.25 5.25 5.55 6.20
Activity Summary
262
City of Iowa City
Activity: Human Services (610820)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 292,997$ 264,333$ 319,722$ 313,833$ 350,000$ 357,000$
Total Revenues 292,997$ 264,333$ 319,722$ 313,833$ 350,000$ 357,000$
Expenditures:
Personnel 13,021$ 14,143$ 13,821$ 13,640$ -$ -$
Services 279,976 250,190 305,901 300,193 350,000 357,000
Total Expenditures 292,997$ 264,333$ 319,722$ 313,833$ 350,000$ 357,000$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 0.15 0.15 0.15 0.15 -
Total Personnel 0.15 0.15 0.15 0.15 -
Activity: Donation Stations (610830)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 1,078$ 278$ 36$ -$ -$ -$
Total Revenues 1,078$ 278$ 36$ -$ -$ -$
Expenditures:
Services 2,700$ 1,113$ 315$ -$ -$ -$
Total Expenditures 2,700$ 1,113$ 315$ -$ -$ -$
Activity Summary
Activity Summary
263
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:
Assisted in getting projects to
Development Agreement stage:
Riverside West apartments in Riverside
Drive Urban Renewal Area (URA)
Hilton Garden Inn in City-University
URA
The Chauncey in City-University URA
Harrison Street Condos in City-
University URA
The RISE student housing and hotel
development in City University URA
Upcoming Challenges:
Continue to work to develop office
sector in Moss Ridge and at Dubuque
Street interchange
Continue planning for future
development in the Riverfront Crossings
district south of downtown
Continue work with prospective in-fill
developers and their ideas for
redevelopment of city-owned parking
lots in Civic District
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 1.00 2.00 1.00
Staffing Level Change Summary:
The departure of the Economic Development Administrator and the elimination of the position
eliminated 1.0 FTE.
264
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to decrease $161,550 or 53% from
Fiscal Year 2016. The decrease is primarily from the costs for the elimination of 1.0 FTE.
265
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value 233,727,970 111,829,760 66,008,360 68,277,450 77,078,890
Base Value 127,864,760 30,239,640 20,432,178 20,432,178 20,791,196
percent increase 82.8%269.8%223.1%234.2%270.7%
City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value 47,161,650 55,429,540 63,115,750
Base Value 15,361,532 15,361,532 16,030,276
percent increase --207.0%260.8%293.7%
SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value (SSMID portion)125,552,670 68,235,470 76,424,244 75,435,176
Base Value (SSMID portion)97,625,120 50,047,502 50,047,502 49,688,484
percent increase -28.6%36.3%52.7%51.8%
SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value (SSMID portion)56,179,810 60,349,050 60,383,690
Base Value (SSMID portion)42,023,548 42,023,548 41,354,804
percent increase --33.7%43.6%46.0%
City-University Urban Renewal Area (Totals from Above Areas)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value 233,727,970 237,382,430 237,585,290 260,480,284 276,013,506
Base Value 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760
percent increase 82.8%85.7%85.8%103.7%115.9%
City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area)
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value Base Year 118,148,120 125,973,470 126,218,820
Base Value 117,071,480 117,071,480 117,071,480 117,071,480
percent increase --0.9%7.6%7.8%
-
--
-
--
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Economic Development Activities
Build tax base and add employment opportunities.
Work with public and private sectors to build economic
development infrastructure.
266
Towncrest Urban Renewal Area
Jan 2010 Jan 2011 Jan 2012 Jan 2013 Jan 2014
Current Value Base Year 32,847,880 33,896,500 35,452,760
Base Value 32,550,010 32,550,010 32,550,010 32,550,010
percent increase --0.9%4.1%8.9%
Building Development Projects
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Under development; working w/staff New
Measure
New
Measure
New
Measure
New
Measure 16
Agreements completed New
Measure
New
Measure
New
Measure
New
Measure 6
Business Development Projects
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Under development; working w/staff New
Measure
New
Measure
New
Measure
New
Measure 6
Agreements completed New
Measure
New
Measure
New
Measure
New
Measure 1
Non-Profit Development Projects
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Under development; working w/staff New
Measure
New
Measure
New
Measure
New
Measure 10
Agreements completed New
Measure
New
Measure
New
Measure
New
Measure 6
Urban Renewal Areas
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New New
Measure
New
Measure
New
Measure
New
Measure 0
Amended New
Measure
New
Measure
New
Measure
New
Measure 5
Total Urban Renewal Areas New
Measure
New
Measure
New
Measure
New
Measure 12
-
267
City of Iowa City
Activity: Economic Development (610500)Fund: General (1000)
Division: Economic Development (610500)Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 320,843$ 568,504$ 666,785$ 838,871$ 678,694$ 722,150$
Other City Taxes 208,581 241,762 264,346 236,800 264,346 264,346
Use Of Money And Property
Rents - - - - 11,190 11,190
Transfer In - Bus Type Funds 59,460 - - - - -
Transfer In - Govt Activities - - 682 3,261 22,493 -
Total Revenues & Transfer In 588,884$ 810,266$ 931,813$ 1,078,932$ 976,723$ 997,686$
Expenditures:
Personnel 122,197$ 127,828$ 255,463$ 304,361$ 142,811$ 147,095$
Services 466,572 681,449 675,616 774,012 831,716 848,350
Supplies 115 989 734 559 2,196 2,240
Total Expenditures 588,884$ 810,266$ 931,813$ 1,078,932$ 976,723$ 997,686$
Personnel Services - FTE 2013 2014 2015 2016 2017
Economic Development Administrator - - - 1.00 -
Economic Development Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 2.00 1.00
Activity Summary
268
DEVELOPMENT SERVICES
Building Inspection
The Building Inspection Division is responsible f or facilitating the development process from
Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit,
Building Inspections, to Final Certificate of Occupancy. Building Inspection Services is also
responsible for enforcement of codes and ordinances regulating the protection of the public
health, safety and general welfare as it relates to the built environment and maintenance of
existing structures. Issuance of all permits for new construction, additions, alterations, repairs
and signs is one of the key functions to the Development Services division. The Building
Inspections Services Office enforces the following construction codes:
2015 International Building / Residential Code, as amended
Mechanical Code current state adopted code.
Plumbing Code current state adopted code.
2015 International Fire Code
National Electrical Code current version adopted by the state of Iowa.
In addition to the above codes, the Building Inspection Services Office enforces the Zoning,
Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and
Construction Site Runoff Ordinances.
The Building Inspections Services Office provides staffing for the Board of Appeals. The
Board of Appeals hears and decides appeals of orders, decisions or determinations made by
City staff relative to the application and interpretation of the Iowa City Building, Electrical,
Mechanical, Plumbing, Fire and Housing Codes.
Urban Planning
The Urban Planning Office promotes sustainable growth and development within the city by
applying the vision, goals, and strategies of the Comprehensive Plan (including district plans
and master plans for specific sections of the community) and administering zoning,
subdivision and historic preservation regulations. The guiding principle of these regulations
and policies are to preserve and enhance the best qualities of the city‟s existing residential,
commercial, and employment areas while promoting new development opportunities that
create long-term value for the community. The division fulfills state statutory requirements
pertaining to zoning, development, and historic preservation.
The division provides staffing for the following boards and commissions, which are associated
with developmental regulations and zoning. Staffing includes preparation of agendas and
information packets, attendance at all meetings, minutes, and preparation of ordinances,
resolutions and historic preservation certificates related to proposed development and
renovation projects.
269
The Planning and Zoning Commission is charged with drafting and updating the
Comprehensive Plan, and implementation of the Plan through zoning code and
subdivision regulations. Commission members review annexations and requests for
rezonings, subdivisions and code amendments ; and making recommendations to City
Council.
The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
Urban Planning staff work with prospective applicants to review requirements for new
development and construction and to create solutions for properties that confront obstacles to
development, renovation, or reuse. Once an application is filed, staff reviews the proposal,
coordinates feedback from various departments, provides advice to the applicant, and writes
reports, including recommendations to boards and commissions. Staff also administers the
design review process for infill applications.
HIGHLIGHTS
NDS remodel and physical merger of Planning and Community Development staff with
Building and Housing Inspections staff. This action has resulted in providing a “one stop
shop” for clients seeking development information from the City staff.
Continued implementation of the Downtown and Riverfront Crossings Master Plan
including preparation of a detailed plan for the riverfront park and streetscape design for
South Riverside Drive. Facilitated the rezoning and development review process for
several Riverfront Crossings projects including:
o The Rise (Court St / Linn St) – CA Ventures
o Hilton Garden Inn (Clinton St) – Kinseth / HD Capital Partners
o UI Art Museum – UI / HD Capital Partners
o Tate Arms Property – Jeff Clark
o Kum & Go (Riverside Dr / Benton St) – Kum & Go
o Bruegger‟s Bagels (Riverside Dr / Benton St) – Noah Kemp
o Midwest One Bank (Clinton St) – Midwest One Bank
o Sabin Townhomes and City Parking Facility – In conjunction with Midwest One
Bank property
Facilitated several significant rezoning and development projects including: new medical
offices at North Dodge/Dubuque Road and Olde Towne Village, annexation and
subdivision of Churchill Meadows, new location for St. Andrew Presbyterian Church on
Camp Cardinal Road, 70 units of multifamily housing in Saddlebrook, and the corner of
College St / Gilbert St for „The Chauncey.‟
In 2015 continued to update the South District Plan. The draft plan was released for
public comment and a series of public hearings were held by the Planning and Zoning
Commission. Follow up meetings were held with developers and owners of large
properties in the area. As a result of those meetings the plan was refined to show
opportunities for additional multifamily development. The Planning and Zoning
270
Commission recommended that the City Council adopt the South District Plan Update and
it is scheduled for a public hearing on October 20, 2015.
Finalized a process to update the Comprehensive Plan for a majority of the two „gap‟
areas near downtown which were not a part of the downtown master plan or the Central
Planning District, by adding these areas to the Central Planning District. Continued work
on the Comprehensive Plan process to address the three blocks, the majority of which are
owned by the City, north of Burlington St and east of Gilbert St.
In conjunction with the Downtown District, participating in a consultant-led review of
Downtown District façade and signage design standards, with a goal of preparing a
guidebook of „best practices‟ for building façade and signage designs; and to develop
recommendations for changes to our design review process to both provide more
guidance, and to allow more flexibility particularly for signage.
Facilitated a committee of for-profit and non-profit developers, banking, and affordable
housing advocates to reach consensus and make a recommendation on parameters for an
Inclusionary Housing ordinance for the Riverfront Crossings District.
Recent Accomplishments:
Plan update with the Riverfront Crossings Master Plan, which will guide the community
preservation and redevelopment efforts for a large area in the center of the city generally
bounded by Burlington St. on the north, Highway 6 on the south, Gilbert St. on the east
and Riverside Dr. on the west. The Plan details new opportunities for housing,
business, recreation, transportation improvements, arts and entertainment. Key features
include mixed-use and pedestrian- oriented development, local and regional rail service,
an artists‟ district with live-work space and galleries, and a landscaped promenade linking
downtown to a riverfront park, which will replace the flood-damaged North Wastewater
Treatment Plant.
Adopted the most recent version of the Building Code. The Code update allowed an
opportunity to review all chapters of the City‟s Building and Housing Code. Specifically the
plumbing, mechanical and electrical chapters were modified to correspond to State
requirements.
Activated process to allow inspection activities to be emailed to clients after each
inspection. This gives clients immediate access to inspection reports, which has created
time savings in addressing issues.
Upcoming Challenges:
The Urban Planning Office will work to implement the Riverfront Crossing Master Plan
through a form based zoning code, a detailed plan for the riverfront park and review of infill
development proposals. This includes administering both private development projects,
and public projects such as the Riverfront Crossings Park.
Continuing to administer historic and conservation districts to implement the strategic plan
initiative to create and sustain healthy neighborhoods.
Finalizing the Inclusionary Housing (IH) Ordinance, and administering the IH Ordinance.
Staying current on International Building Code amendments, local zoning code
amendments, and changes in federal legislation which affect local codes and ordinances.
271
Update of technology to increase efficiency and enhance customer service.
Increase electronic submittals of plan documents for subdivision and rezoning
applications.
Scanning of subdivisions files to make accessible electronically.
Develop electronic applications for all permits regulated by Development Services.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 8.80 10.80 10.80
Staffing Level Change Summary:
In the Urban Planning activity, temporary wages were increased by $34,000 for additional
Historic Preservation plan reviews and for additional student interns.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017 budget.
Financial Highlights:
Fiscal Year 2017 licenses & permits and charges for fees and services are estimated to
increase $75,000 or 8% from Fiscal Year 2016. The increase is primarily from several fee
changes were adopted as a part of the Fiscal Year 2016 Budget:
Subdivision, rezoning and Board of Adjustment fees are updated annually based on the
rate of inflation.
A nominal fee ($25) for requests for official zoning confirmation letters. These letters are
typically requested by financial institutions, realtors and appraisers – we currently do not
charge for this service.
A fee for minor site plans fee to $100 for minor site plan development applications for
any project over three units in size (would not apply to single family and duplex), and
increases the fee for major site plans from $250 to $350.
Elimination of the fee waiver for building permits for public buildings (school district and
county).
272
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
New
Measure 91%89%95%97%
New
Measure 100%97%99%99%
New
Measure 75%80%81%70%
New
Measure 88%91%93%87%
New
Measure 96%97%98%94%
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
108 80 143 171 176
779 750 758 842 780
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
New
Measure 23%47%33%17%
New
Measure 54%68%66%58%
New
Measure 92%95%100%75%
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
New
Measure 25%17%0%7%
New
Measure 50%42%3%33%
New
Measure 83%83%77%53%
New
Measure 100%100%92%80%
Total Value of Construction (in millions)
10 Year
Average CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
$125.1 $96.0 $81.7 $169.2 $184.9 $152.6
27.8%-14.9%107.1%9.3%-17.5%
Major Site Plans Approved
% approved within 7 day of receipt
% approved within 30 day of receipt
% approved within 60 day of receipt
% approved within 90 day of receipt
Total Building Permits
Minor Site Plans Approved
% approved within 10 day of receipt
% approved within 25 day of receipt
% approved within 58 day of receipt
New Single Family Dwellings
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Economic Development Activities
Efficiently enforce public health and safety regulations related to
building and housing codes.
Review building permit and site plan applications to protect the
health and safety of citizens while facilitating economic
development opportunities.
Building Permit Applications
% reviewed within 2 day of receipt
% reviewed within 6 day of receipt
% issued within 14 day of receipt
% issued within 30 day of receipt
% issued within 60 day of receipt
273
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
3 0 1 3 2
15 13 29 19 29
6 5 7 11 9
4 0 0 0 14
5 13 11 11 3
2 0 6 2 2
0 3 2 0 4
2 1 2 3 2
37 35 58 49 65
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
11 15 13 11 16
1 0 2 2 0
0 1 1 1 1
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
71 80 93 108 83
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure
New
Measure 19.8
New
Measure
New
Measure
New
Measure
New
Measure 125.5
New
Measure
New
Measure
New
Measure
New
Measure 85.9
New
Measure
New
Measure
New
Measure
New
Measure 35.1
New
Measure
New
Measure
New
Measure
New
Measure 85.9
New
Measure
New
Measure
New
Measure
New
Measure 150
New
Measure
New
Measure
New
Measure
New
Measure 19
Project Reviews
Final Plats
Code Amendments
Comprehensive Plan Amendments
Right-of-way Vacations
County Zoning Items
Total
Board of Adjustment
Special Exceptions
Appeals
Variances
Historic Preservation Commission
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.
Review application proposals, coordinate feedback from various
departments, provide advice to the applicants, and write reports,
including recommendations to boards and commissions.
Participate in public meetings, both formal and informal, to
communicate proposals, solicit input, and respond to questions
about the approval process.
Planning & Zoning Commission
Annexations
Rezonings
Preliminary Plats
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities, Communication
Development Activity Metrics
Acres Annexed
Acres Zoned Residential
Acres Zoned Commercial
Acres Zoned Mixed-Use / RF
Crossings
Acres Zoned Commercial / Office
Residential Lots Final Platted /
Created
Commercial Lots Final Platter /
Created
274
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure
New
Measure 20
New
Measure
New
Measure
New
Measure
New
Measure 8
New
Measure
New
Measure
New
Measure
New
Measure 11
New
Measure
New
Measure
New
Measure
New
Measure 13
New
Measure
New
Measure
New
Measure
New
Measure 9
New
Measure
New
Measure
New
Measure
New
Measure 12
Public Meetings Staffed
Planning and Zoning
Board of Adjustment
Historic Preservation
Comp. Plan-related
Good Neighbor
Other public meetings
275
City of Iowa City
Activity: Building Inspection (610610/610630)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
General Use Permits 9,504$ 9,161$ 11,872$ 7,100$ 11,872$ 11,872$
Food & Liq Licenses 280 525 245 - 250 250
Professional License 2,855 2,785 2,660 2,785 2,660 2,660
Misc Permits & Lic 1,950 2,115 4,270 2,115 3,000 3,000
Const Per & Ins Fees 874,203 847,425 806,404 687,500 743,225 743,225
Misc Lic & Permits 510 385 - - - -
Use Of Money And Property
Interest Revenues 1,095 631 396 631 - -
Intergovernmental
Local 28E Agreements 346 140 - - - -
Charges For Fees And Services
Building & Devlpmt 338,830 348,393 342,303 283,997 297,500 297,500
Miscellaneous
Other Misc Revenue - 400 - 6,000 - -
Printed Materials - 85 - - - -
Other Financial Sources
Loans 15,250 9,428 32,413 - - -
Sale Of Assets - - - 60,000 - -
Total Revenues 1,244,824$ 1,221,473$ 1,200,563$ 1,050,128$ 1,058,507$ 1,058,507$
Expenditures:
Personnel 568,442$ 582,081$ 702,645$ 722,812$ 744,417$ 766,750$
Services 98,092 154,201 135,471 151,139 125,827 128,344
Supplies 4,613 25,338 3,540 5,469 5,949 6,068
Capital Outlay - - - 60,000 - -
Total Expenditures 671,148$ 761,620$ 841,656$ 939,420$ 876,193$ 901,161$
Personnel Services - FTE 2013 2014 2015 2016 2017
Building Inspector 5.00 4.00 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 - - - -
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 6.30 6.30 7.30 7.30
Capital Outlay 2016 2017
Condemned Properties 60,000$ -$
Total Capital Outlay 60,000$ -$
Activity Summary
276
City of Iowa City
Activity: Urban Planning (610620)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 278,256$ 294,074$ 403,570$ 422,222$ 580,521$ 469,957$
Charges For Fees And Services
Building & Devlpmt 40,675 37,550 37,750 37,550 37,750 37,750
Miscellaneous
Printed Materials 221 303 220 303 - -
Total Revenues 319,152$ 331,927$ 441,540$ 460,075$ 618,271$ 507,707$
Expenditures:
Personnel 265,298$ 271,137$ 401,064$ 425,096$ 457,056$ 470,768$
Services 50,730 58,261 39,176 32,966 160,291 35,997
Supplies 3,123 2,529 1,300 2,013 924 942
Total Expenditures 319,152$ 331,927$ 441,540$ 460,075$ 618,271$ 507,707$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 1.50 1.50 1.50 1.50 1.50
Development Services Coordinator - - - 0.50 0.50
Code Enforcement Specialist - - - 0.50 0.50
Senior Planner 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.50 2.50 2.50 3.50 3.50
Activity Summary
277
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, and Water. Engineering provides direction to the Stormwater Management
program.
Administration personnel include the Public Works Director and a Program Assistant. The
division provides oversight and support for the department’s operating divisions.
HIGHLIGHTS
The Public Works Administration has funding in the Capital Project Funds to update the
new public works facility master plan
Over the past two years, the management staff has completely turned over.
Recent Accomplishments:
Reorganization of Solid Waste and
Landfill operations.
State fuel tax increase.
Upcoming Challenges:
Continue to develop the new
management staff.
Increasing interest in the Sidewalk Café
and Street Café program.
Coordination for University of Iowa
Construction Projects.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes budgeted for Fiscal Year 2017.
Service Level Change Summary:
There are no service level changes for Fiscal Year 2017.
Financial Highlights:
There are no major financial highlights in the Public Works Administration budget.
278
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Sidewalk Cafes 23 24 24 25 30
Street Cafes*New
Measure
New
Measure
New
Measure 1 2
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Use of ROW 8 3 15 15 5
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
License Agreements Issued 0 3 3 0 0
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Issue permits and provide site inspections for sidewalk and
street cafes.
* started in 2013
Effectively regulate the use of public right-of-way necessary to
facilitate construction of building projects.
Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health and
safety.
Healthy Neighborhoods, A Strong Urban Core, & Strategic
Economic Development Activities
Effectively regulate the use of public right-of-way necessary to
facilitate construction and operation of fiber
optic/telecommunications projects.
Issue license agreements for use of public right-of-way fiber
optic/telecommunications projects while protecting the public
interest, health and safety.
279
City of Iowa City
Activity: Public Works Administration (710100)Fund: General (1000)
Division: Public Works Administration (710100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 278,173$ 284,858$ 294,719$ 306,769$ 311,151$ 320,313$
Miscellaneous
Other Misc Revenue 926 783 363 600 300 300
Total Revenues 279,099$ 285,641$ 295,082$ 307,369$ 311,451$ 320,613$
Expenditures:
Personnel 271,075$ 278,671$ 287,970$ 290,163$ 293,271$ 302,069$
Services 7,243 6,939 6,256 16,806 17,167 17,510
Supplies 782 31 856 400 1,013 1,033
Total Expenditures 279,099$ 285,641$ 295,082$ 307,369$ 311,451$ 320,613$
Personnel Services - FTE 2013 2014 2015 2016 2017
Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
280
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 Harrison Street
Reconstruction Project
Completion of the North Dubuque Street
Pedestrian Bridge over I-80 Project
Completion of the Sycamore Street
Improvements Project
Completion of the design for the Iowa
City Gateway Project
Upcoming Challenges:
Construction of the Iowa City Gateway
Project
Complete construction of the First
Avenue Grade Separation Project
Design of 4-Lane to 3-Lane Conversion
Projects on First Ave. and Mormon Trek
Blvd.
Design of the Riverside Drive
Pedestrian Tunnel Project
Adopt the Statewide Urban Design
Standards and Construction
Specifications
Development of a Right-of-Way
Management Ordinance
Development of Electronic/Online
Permitting and Bidding Processes
281
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 12.10 12.00 16.00
Staffing Level Change Summary:
The 4.0 FTE Special Projects positions are being moved from the Capital Projects Fund to the
Engineering Service activity during Fiscal Year 2016. This cost will be partially offset by hourly
service charges to capital projects for the time those position work on capital improvement
projects.
Service Level Change Summary:
There are no service level changes in Fiscal Year 2017.
Financial Highlights:
Fiscal Year 2017 personnel expenditures are estimated to increase $440,900 or 32% from
Fiscal Year 2016. The increase is from the costs for the additional 4.0 FTE positions and will be
partially offset by hourly service charges to capital projects for the time those position work on
capital improvement projects.
282
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Accepted Public Improvements FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
# of Projects Accepted 35 39 30 24 16
# of Subdivision Accepted 8 7 7 14 13
Streets (miles)0.44 3.11 1.08 3.03 2.20
Water Main (miles)0.50 2.21 1.55 3.00 2.07
Sanitary Sewer (miles)0.90 2.15 1.38 2.86 2.24
Storm Sewer (miles)1.98 3.40 1.28 3.00 2.37
Fire Hydrants 18 55 37 55 30
Trails/Sidewalks (miles)1.43 2.93 0.53 1.54 1.36
Lift Station 0 0 1 0 1
Traffic Signals 2 0 1 1 0
Pedestrian Bridge 0 0 1 1 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Excavation Permits Issued 438 356 339 348 398
Sidewalk Hazards
Identified Addresses 210 445 474 556 728
Sidewalk Hazards
Identified # of Squares 806 1,631 1,704 1,583 2,442
Provide plan review and inspection to ensure safety of our
citizens and conformance to City standards when work is
performed in the City Right-of-ways.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods & Strategic Economic Development
Activities
Continue the investment and reinvestment in infrastructure.
Provide plan review and inspection of infrastructure which will
become City assets.
Healthy Neighborhoods
Provide oversight of private construction on City Right-of-ways.
283
City of Iowa City
Activity: Engineering Services (710200)Fund: General (1000)
Division: Engineering Services (710200)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 721,281$ 710,129$ 645,125$ 967,947$ 1,122,733$ 1,126,783$
Other City Taxes 66,065 74,194 67,627 74,625 67,627 67,627
Licenses And Permits
Const Per & Ins Fees 47,422 46,484 74,743 32,000 60,000 60,000
Charges For Fees And Services
Building & Devlpmt 12,524 14,404 23,077 12,500 16,000 16,000
Miscellaneous
Other Misc Revenue 29,406 11,602 31,403 20,000 22,000 22,000
Printed Materials 296 445 513 445 150 150
Intra-City Charges - - - 402,583 717,884 728,652
Total Revenues 876,994$ 857,258$ 842,488$ 1,510,100$ 2,006,394$ 2,021,213$
Expenditures:
Personnel 743,224$ 736,331$ 704,777$ 1,363,180$ 1,804,083$ 1,858,205$
Services 127,413 114,987 127,237 139,604 150,746 153,761
Supplies 6,357 5,940 10,474 7,316 9,065 9,246
Capital Outlay - - - - 42,500 -
Total Expenditures 876,994$ 857,258$ 842,488$ 1,510,100$ 2,006,394$ 2,021,213$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 1.00 1.00
Construction Inspector II 2.00 2.00 2.00 2.00 2.00
Engineering Technician *0.10 0.10 0.10 - -
Special Projects Administrator - - - - 2.00
Special Projects Engineer - - - - 1.00
Special Projects Inspector - - - - 1.00
Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00
Sr Engineer 2.00 2.00 2.00 3.00 3.00
Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00
Survey Party Chief 1.00 1.00 1.00 1.00 1.00
Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00
Total Personnel 12.10 12.10 12.10 12.00 16.00
* Position eliminated on 12-31-15
Capital Outlay 2016 2017
City Survey Equipment -$ 42,500$
Total Capital Outlay -$ 42,500$
Activity Summary
284
TRANSPORTATION & RESOURCE MANAGEMENT
ADMINISTRATION
The Transportation & Resource Management Department Administration division is located in
the General Fund and is responsible for oversight and support of the department’s four
operating divisions. This includes the City’s Parking, Public Transportation, Refuse Collection
and Landfill divisions, all of which are self-supporting enterprise funds. The division’s budget is
organized into two activities: Administration and Central Business District (CBD) Maintenance.
Administration
Administration personnel include the Transportation & Resource Management Director and an
Associate Director.
Central Business District (CBD) Maintenance
CBD staff provides daily grounds maintenance in the City Plaza (Pedestrian Mall), City Hall and
Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+
events a year.
Assist organizations and persons in preparations for special events held in the Central
Business District areas (Farmer’s Market, SOTA, 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.
Maintenance of site furnishings: play equipment and surfaces, trash receptacles, bicycle
racks, benches, kiosks, posting pillars, drinking fountains, trellises, the Weather Dance
Fountain, recycling units and tree grates.
HIGHLIGHTS
CBD Maintenance operations moved from the Parks & Recreation Department to the
Transportation & Resource Management Department during Fiscal Year 2016.
Landfill and Refuse Collection moved from the Public Works Department to the
Transportation & Resource Management Department during Fiscal Year 2016.
Recent Accomplishments:
Reorganization of Solid Waste and
Landfill operations.
Merger of CBD Maintenance operations
into department.
Upcoming Challenges:
Reconstruction of Washington Street
capital project.
Master planning for the Landfill and the
new Public Works/Public Transportation
facility.
Managing service changes in the
Downtown and Riverfront Crossings
area with University and other economic
development projects
285
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 0.00 0.00 3.00
Staffing Level Change Summary:
The 3.0 FTE in this budget comes from moving the of 1.0 FTE Maintenance Worker II from the
CBD Maintenance Operations that was in the Parks and Recreation Department and the 1.0
FTE Transportation & Resource Management Director and 1.0 FTE Associate Director that
were in the Parking and Transit enterprise fund budgets into this newly created division. The
Administration budget is being included in the administrative chargeback to the enterprise funds
that is recorded in Finance Administration.
Service Level Change Summary:
There are no service level changes anticipated; however, the activity in this division is a change
in the reporting of activities that were formerly in the CBD Maintenance Operations in the Parks
& Recreation Department in the General Fund and in the Parking Administration and Transit
Administration budgets in the Parking and Transit enterprise funds.
Financial Highlights:
There are no major financial highlights in the Transportation & Resource Management
Administration budget. This is a new division that was created as a result of the restructuring of
the Refuse Operations and the Landfill Operations and the CBD Maintenance Operations.
286
City of Iowa City
Activity: Transportation & Resource Admin (810100)Fund: General (1000)
Division: Transportation & Resource Admin (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes -$ -$ -$ -$ 3,136,939$ 3,136,939$
Other City Taxes - - - - 46,619 46,619
Intergovernmental
Property Tax Credits - - - - 88,906 88,906
Total Revenues -$ -$ -$ -$ 3,272,464$ 3,272,464$
Expenditures:
Personnel -$ -$ -$ -$ 356,465$ 367,159$
Total Expenditures -$ -$ -$ -$ 356,465$ 367,159$
Personnel Services - FTE 2013 2014 2015 2016 2017
Transportation Svc Director - - - - 1.00
Assoc Dir -Trans Service - - - - 1.00
Total Personnel - - - - 2.00
Activity: CBD Maintenance (810200)Fund: General (1000)
Division: Transportation & Resource Admin (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ -$ 287,505$ 269,773$
Licenses And Permits
General Use Permits - - - - 8,100 8,100
Food & Liq Licenses - - - - 2,400 2,400
Total Revenues -$ -$ -$ -$ 298,005$ 280,273$
Expenditures:
Personnel -$ -$ -$ -$ 78,838$ 81,203$
Services - - - - 187,419 191,167
Supplies - - - - 7,748 7,903
Capital Outlay - - - - 24,000 -
Total Expenditures -$ -$ -$ -$ 298,005$ 280,273$
Personnel Services - FTE 2013 2014 2015 2016 2017
M. W. II - CBD - - - - 1.00
Total Personnel - - - - 1.00
Capital Outlay 2016 2017
Operating Equipment -$ 24,000$
Total Capital Outlay -$ 24,000$
Activity Summary
Activity Summary
287
288
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
Affordable Housing
Peninsula Apartments
Tax Increment Financing (TIF) Districts
Downtown Self Supporting Municipal
Improvement District (SSMID)
F
Y
2
0
1
7
290
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
Community Development Block Grant (CDBG) funds are provided to the City of Iowa
City on an annual basis from the U.S. Department of Housing and Urban Development
(HUD). CDBG funds are used throughout the community to address the needs of lower
income citizens. CDBG funds may be used for a variety of activities (e.g. public services,
public facilities, housing, economic development, fair housing, and job training). Iowa
City is an entitlement city (over 50,000 in population), and receives an annual allocation
from HUD based on a formula that looks at information such as poverty rates, age of
housing stock, etc. Congress approves the program budgets annually so the City’s
allocation may change from year to year.
The CDBG fund has a budgeted ending cash balance of $126,094 in fiscal year 2017
versus an estimated ending cash balance of $139,807 in fiscal year 2016. This is a
decrease of 9.8%. The decrease is related to a decrease in program income.
Revenues:
78% of revenue comes from Federal grants, with most of the remainder from loan
repayments. This revenue source has decreased from $1,070,399 in fiscal year 2013 to
an estimated $549,700 in fiscal year 2017, a decrease of 48.6%.
Expenditures:
Fiscal year 2017 adopted expenditures represent a 57.95% decline from fiscal year
2016. Most of the reduction represents a decrease in services due to a decrease in
revenues, a carryover of funds from fiscal year 2015 to fiscal year 2016, and due to the
reallocation of grants and loans that were repaid in fiscal year 2016.
$75,000 in public improvement expenditures were included in fiscal year 2017 for ADA
curb/ramp improvements and for playground equipment at Highland Park.
1%
78%
0%
21%
FY17 Estimated - $706,000
Interest Revenue
Federal Grants
Misc
Loan Repayment
29%
60%
1%
10%
FY17 Estimated - $719,713
Personnel
Services
Supplies
Capital Outlay
291
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 386,694$ -$ (5,447)$ 144,414$ 139,807$ 126,094$
Revenues:
Use Of Money And Property
Interest Revenues 6,339$ 3,307$ 3,883$ 5,337$ 4,000$ 4,000$
Intergovernmental
Federal Intergovernmental Revenue 1,070,399 951,943 324,990 705,000 549,700 549,700
Miscellaneous
Other Misc Revenue 5,012 1,100 1,325 848,100 1,300 1,300
Other Financial Sources
Loans 167,568 107,504 355,398 148,525 151,000 151,000
Total Revenues 1,249,318$ 1,063,854$ 685,596$ 1,706,962$ 706,000$ 706,000$
Expenditures:
CDBG & CDBG Rehab 1,453,301$ 1,069,301$ 535,735$ 1,711,569$ 719,713$ 659,686$
Sub-Total Expenditures 1,453,301 1,069,301 535,735 1,711,569 719,713 659,686
Transfers Out:
Misc Transfers Out 330,000 - - - - -
Sub-Total Transfers Out 330,000 - - - - -
Total Expenditures & Transfers Out 1,783,301$ 1,069,301$ 535,735$ 1,711,569$ 719,713$ 659,686$
Fund Balance, June 30 (147,289)$ (5,447)$ 144,414$ 139,807$ 126,094$ 172,408$
Change in Accounting Method 147,289 - - - - -
Adjusted Fund Balance, June 30 - (5,447) 144,414 139,807 126,094 172,408
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ (5,447)$ 144,414$ 139,807$ 126,094$ 172,408$
% of Revenues 0%-1%21%8%18%24%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
CDBG & CDBG Rehab (2100)
Fund Summary
292
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. 70% of the funds received must benefit low-moderate income persons.
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 $34 million in CDBG funds have been invested in Iowa City since 1974
In fiscal year 2015, programs leveraged $558,298 in private and public funds
In fiscal year 2015, programs assisted 334 persons who are homeless with support
services
Provided operational funding to non-profits that assisted 1,402 persons during fiscal year
2015
Assisted in the expansion of a micro-enterprise business
Completed one façade improvements in the City-University Urban Renewal Area.
Fiscal year 2017 funding for ADA curb/ramp improvements and playground equipment
for Highland Park
Fiscal year 2016 projects are identified in the FY16 Annual Action Plan at
www.icgov.org/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City’s Citizen Participation Plan.
293
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.
Cold Stone Façade Improvement Project
Washington/Dubuque
Before
After
Arc of Southeast Iowa
Installation of a disability friendly playground
294
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.48 2.38 0.00
Staffing Level Change Summary:
No FTE’s are being allocated directly to CDBG and HOME activities starting in fiscal year 2017.
Actual time that employees work on these programs will be billed to the programs. Estimates of
these billed costs are based upon the available administrative funding in the program and are
reflected in the programs’ expenditure totals.
Service Level Change Summary:
There are no service level changes in fiscal year 2017.
Financial Highlights:
Federal revenue in fiscal year 2017 is estimated to decrease by $155,300 or 22% from the fiscal
year 2016 estimate. This decrease is due to a smaller allocation from the Federal government in
fiscal year 2017 and due to a carryover of funds from fiscal year 2015 to fiscal year 2016.
In fiscal year 2016, the City received repayments of loans and grants from recipients that are
expected to be reallocated. This has caused an increase in Other Miscellaneous Revenue and
an increase in Services expenditures in the fiscal year 2016 revised budget.
CDBG funds will be used for public improvement projects:
$50,000 for ADA curb/ramp improvements
$25,000 for playground equipment for Highland Park
295
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CDBG Funds Only FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
Funds Spent $865,109 $2,402,893 $1,778,290 $1,046,763 $530,033 $863,256
Local, State & Other
Funds Leveraged $3,688,070 $896,263 $2,847,719 $1,123,407 $446,798 $933,650
Housing Units Assisted 28 26 86 37 14 26
Public Facilities Assisted 5 10 6 8 1 3
Persons Receiving
Services 2,882 11,478 1,457 3,874 1,663 1,425
Businesses Assisted in
Creating Low-Moderate
Income Jobs
2 2 3 1 0 0
Businesses Assisted
with Façade
Improvements in a URA
2 2 3 1 1 4
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Economic Development Activities
Allocate grant and City funds to serve the needs of low-to-
moderate income residents in the following areas: housing,
homelessness, and community and economic development.
Create/enhance suitable living environments, provide decent
housing, and create economic development opportunities.
296
City of Iowa City
Activity: Community Development Block Grant (610300)Fund: CDBG & CDBG Rehab (2100)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 6,339$ 3,307$ 3,883$ 5,337$ 4,000$ 4,000$
Intergovernmental
Federal Intergovernmental Revenue 1,070,399 951,943 324,990 705,000 549,700 549,700
Miscellaneous
Other Misc Revenue 5,012 1,100 1,325 848,100 1,300 1,300
Other Financial Sources
Loans 167,568 107,504 355,398 148,525 151,000 151,000
Total Revenues 1,249,318$ 1,063,854$ 685,596$ 1,706,962$ 706,000$ 706,000$
Expenditures:
Personnel 197,819$ 194,874$ 169,869$ 213,550$ 207,878$ 214,114$
Services 1,250,546 873,909 364,067 1,497,524 432,961 441,620
Supplies 4,936 518 1,799 495 3,874 3,951
Capital Outlay - - - - 75,000 -
Total Expenditures 1,453,301$ 1,069,301$ 535,735$ 1,711,569$ 719,713$ 659,686$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 0.25 0.25 0.25 0.25 -
Associate Planner 0.25 0.20 0.20 0.45 -
Neighborhood Services Coord - - - 0.25 -
Community Development Coord 0.40 0.50 0.50 - -
Housing Rehab Specialist 1.20 1.00 1.00 - -
Code Enforcement Specialist - - - 0.50 -
Building Inspector - - - 0.40 -
Program Asst - Comm Development 0.53 0.53 0.53 0.53 -
Total Personnel 2.63 2.48 2.48 2.38 -
Capital Outlay 2016 2017
ADA curb/ramp improvements -$ 50,000$
Playground equipment at Highland Park - 25,000
Total Capital Outlay -$ 75,000$
Activity Summary
297
HOME PROGRAM FUND
The HOME Program Fund accounts for HOME Investment Partnerships program
(HOME) funds that are provided to the City on an annual basis from the U.S.
Department of Housing and Urban Development (HUD). HOME funds are given directly
to states and local governments for the exclusive use of affordable housing activities.
Iowa City is an entitlement city (over 50,000 in population), and receives an annual
allocation from HUD based on a formula that looks at information such as poverty rates,
age of housing stock, etc. Congress approves the program budgets annually so the
City’s allocation may change from year to year.
Budgeted fund balance at the end of fiscal year 2017 is $134,594 which is a 5.0%
decrease from the fiscal year 2016 revised estimate. A fund balance adjustment due to
a change in accounting method occurred in fiscal year 2013 which reduced fund balance
by $6,873. The City’s budgetary basis was changed from a cash basis to a modified
accrual basis. The reduction primarily represents wage and accounts payable accruals.
Revenues:
71% of HOME revenue is from Federal grants with most of the remainder from loan
repayments and loan interest. The amount of Federal HOME funding has decreased the
past five years from the fiscal year 2011 receipts of $862,299 to a fiscal year 2017
budgeted amount of $298,000, a decrease of 65% in six years.
Expenditures:
Fiscal year 2017 expenditures represent a 62.6% decrease from the fiscal year 2016
estimate. This decrease is primarily due to a reduction in housing grants and projects
and the reallocation of grants that were repaid by recipients during fiscal year 2016.
71%
3%
26%
FY17 Estimated - $421,000
Federal Grants
Interest
Loan
Repayment
9%
91%
0%
FY17 Estimated - $428,108
Personnel
Services
Supplies
298
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (4,358)$ (7,695)$ (4,096)$ 132,858$ 141,702$ 134,594$
Revenues:
Use Of Money And Property
Interest Revenues 21,922$ 22,340$ 23,285$ 22,340$ 15,000$ 15,000$
Intergovernmental
Fed Intergovnt Rev 603,846 552,132 226,071 875,129 298,000 298,000
Other Financial Sources
Loans 123,992 106,496 284,022 256,496 108,000 108,000
Sub-Total Revenues 749,760 680,968 533,378 1,153,965 421,000 421,000
Transfers In:
Transfers In-Govt Activities - 2,819 - - - -
Sub-Total Transfers In - 2,819 - - - -
Total Revenues & Transfers In 749,760$ 683,787$ 533,378$ 1,153,965$ 421,000$ 421,000$
Expenditures:
HOME Program 741,437$ 679,030$ 387,664$ 1,145,121$ 428,108$ 437,077$
Sub-Total Expenditures 741,437 679,030 387,664 1,145,121 428,108 437,077
Transfers Out:
Misc Transfers Out 4,787 1,158 8,760 - - -
Sub-Total Transfers Out 4,787 1,158 8,760 - - -
Total Expenditures & Transfers Out 746,224$ 680,188$ 396,424$ 1,145,121$ 428,108$ 437,077$
Fund Balance, June 30 (822)$ (4,096)$ 132,858$ 141,702$ 134,594$ 118,517$
Change in Accounting Method (6,873) - - - - -
Adjusted Fund Balance, June 30 (7,695) (4,096) 132,858 141,702 134,594 118,517
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (7,695)$ (4,096)$ 132,858$ 141,702$ 134,594$ 118,517$
% of Revenues & Transfers In -1%-1%25%12%32%28%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
HOME Program (2110)
Fund Summary
299
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 $10.3 million in HOME funds invested in Iowa City since 1994
In fiscal year 2015, the program leveraged $483,493 in private and public funds
The program assisted 41 affordable rental and/or owner-occupied units in fiscal year
2015
Fiscal year 2016 projects are identified in the FY16 Annual Action Plan at
www.icgov.org/actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City’s Citizen Participation Plan.
FY15 Rental Rehabilitation
The Housing Fellowship – Affordable Rental
Housing
300
Recent Accomplishments:
Rental assistance to five families
Twenty-one rental units rehabilitated
Fourteen homeowner rehab projects
One UniverCity house rehabilitated
and sold
Upcoming Challenges:
Securing funds to provide affordable,
decent housing in a high land cost
community despite decreasing
CDBG and HOME funding
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 0.50 0.45 0.00
Staffing Level Change Summary:
No FTE’s are being allocated directly to CDBG and HOME activities starting in fiscal year 2017.
Actual time that employees work on these programs will be billed to the programs. Estimates of
these billed costs are based upon the available administrative funding in the program and are
reflected in the programs’ expenditure totals.
Service Level Change Summary:
There are no service level changes in fiscal year 2017.
Financial Highlights:
Federal revenue in fiscal year 2017 is estimated to decrease by $577,129 or 65.9% from fiscal
year 2016. This decrease is due to smaller allocations from the Federal government and due to
several grant repayments in fiscal year 2016.
301
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
HOME Funds Only FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
Funds Spent $1,025,067 $864,797 $746,224 $698,443 $394,579 $962,128
Local, State & Other
Funds Leveraged $6,597,045 $3,184,232 $2,486,405 $1,425,994 $467,002 $1,011,377
Housing Units Assisted 47 47 40 12 41 22
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Allocate grant and City funds to provide safe, decent, affordable
housing for low-moderate income residents.
Create/enhance suitable living environments and provide decent,
affordable housing opportunities.
302
City of Iowa City
Activity: HOME (610400)Fund: HOME Program (2110)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 21,922$ 22,340$ 23,285$ 22,340$ 15,000$ 15,000$
Intergovernmental
Fed Intergovnt Rev 603,846 552,132 226,071 875,129 298,000 298,000
Other Financial Sources
Loans 123,992 106,496 284,022 256,496 108,000 108,000
Total Revenues 749,760$ 680,968$ 533,378$ 1,153,965$ 421,000$ 421,000$
Expenditures:
Personnel 66,139$ 60,424$ 48,833$ 44,948$ 40,639$ 41,858$
Services 673,503 618,606 338,831 1,100,173 387,469 395,218
Supplies 1,795 - - - - -
Total Expenditures 741,437$ 679,030$ 387,664$ 1,145,121$ 428,108$ 437,077$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 0.25 0.30 0.30 0.30 -
Neighborhood Services Coord - - - 0.15 -
Community Development Coord 0.45 0.20 0.20 - -
Total Personnel 0.70 0.50 0.50 0.45 -
Activity Summary
303
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 (RUT) include gasoline taxes, weight taxes, and license fees
collected through a state and deposited into the Iowa Road Use Tax Fund (RUTF). After some
off-the-top diversions, receipts into the RUTF are distributed according to a formula of 47.5
percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent
for farm-to-market county roads, and 20 percent for city streets.
In 2008, an additional source of state revenue was established through legislation creating a
separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and
construction of certain primary highways in the state (60 percent), but also of secondary roads
(20 percent) and municipal streets (20 percent). The new revenue stream was created by
changing certain vehicle registration fees and schedules and by increasing trailer and title fees.
City use of road use taxes is restricted for street and storm sewer maintenance, repair, and
construction. This includes engineering, street lighting, streets signs and signals, snow
removal, street cleaning, right-of-way maintenance, and related activities.
The road use tax funds are allocated to cities on a per capita basis. The population counts used
for distribution are based on the U.S. Census Bureau figures, which are updated every ten
years. The 2010 census was finalized in the summer of 2011 and resulted in an increase in the
City’s population from 62,220 in 2000 to 67,862 in 2010. This result caused the City’s road use
revenues to take a step-up during fiscal year 2012.
The Road Use Tax Fund fund balance grew substantially during fiscal years 2013 through 2015.
Road Use Tax Fund fund balance on June 30, 2015 was $5.56 million, an increase of 22.6%
over the fiscal year 2014 year-end balance.
(1) FY16 and FY17 figures are estimates.
FY13 FY14 FY15 FY16 FY17
Unassigned $2,841,586 $4,539,578 $5,564,216 $4,836,144 $4,441,159
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Fund Balance (1)
304
This growth in fund balance reflects a combination of factors. One factor was the growth of
Road Use Tax Fund revenues due to the City’s increased share of the RUT funding stemming
from the population growth. Also, in fiscal year 2014, it was discovered that the City had been
over-billed by Mid-American Energy for the street light operations. A refund of over $500,000
was received which boosted the fund’s ending fund balance. Another significant impact was the
$.10 per gallon fuel excise tax increase passed by the State of Iowa in March 2015. This
increase caused an influx in revenue late in fiscal year 2015.
This increase in the RUT revenues has had a direct impact of the capital improvement plan; the
street capital improvement program has been boosted significantly. Starting in fiscal year 2015,
RUT funding for the annual asphalt overlay program increased from $642,665 to $930,812. In
fiscal year 2016, the funding was increased again to $1,369,188 and then to $1,382,000 in fiscal
year 2017. In addition, new capital improvement project spending from RUT has been added.
A project to reconstruct brick street on Davenport Street ($675,000 in fiscal year 2016), a project
to annually install LED streetlights ($75,000 per year), an increase to the ADA curb ramp
program ($100,000 per year instead of every-other-year), and a new annual complete streets
program ($300,000 starting in fiscal year 2017) are all changes made to the streets capital
improvement program. These figures are reflected in the Transfers Out to the Capital Projects
Fund.
Due to the increase in capital improvement project funding, the fiscal year 2016 projected fund
balance is a 13.1% decrease compared to fiscal year 2015, and the fiscal year 2017 projected
fund balance is projected to decrease 8.2% over fiscal year 2016 end at $4.44 million.
In fiscal year 2013, ending fund balance was adjusted upward by $361,578 due to the change in
accounting method from cash basis to modified accrual basis. The adjustment primarily reflects
the road use tax payment due at year-end from the State less outstanding wages and accounts
payable.
Revenues:
In fiscal year 2017, Road Use Tax Fund revenues are projected to be over $7.9 million, which is
virtually no change over the fiscal year 2016 estimated revenue. Road Use Tax Fund revenues
have increased 19.9% since fiscal year 2013. Road Use Tax shared revenue represents 99%
of the revenue in the Road Use Tax Fund.
99%
1%
FY17 Estimated ‐$7,906,232
Road Use Tax
Misc
305
Expenditures:
Fiscal year 2017 budgeted expenditures excluding transfers are higher than fiscal year 2016
expenditures by less than 1%. Street maintenance activities are the largest program funded by
Road Use taxes (72%) followed by Traffic Engineering activities (25%).
Transfers out to the Capital Projects Fund are $2,809,188 and $2,372,000 in fiscal year 2016
and 2017, respectively.
48%
33%
13%
6%
FY17 Budget ‐$5,969,763
Personnel
Services
Supplies
Capital Outlay
306
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 1,632,521$ 2,841,586$ 4,539,578$ 5,564,216$ 4,836,144$ 4,441,159$
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ -$ 60,482$ -$ -$ -$
Disaster Assistance - 3,919 6,579 - - -
Other State Grants 17,790 45,138 14,187 - - -
Road Use Tax 6,508,053 6,744,663 7,230,663 7,837,116 7,837,116 7,837,116
Charges For Fees And Services
Building & Devlpmt 26,345 22,735 49,597 22,735 35,000 35,000
Miscellaneous
Misc Merchandise 3,179 2,041 - 2,041 - -
Other Misc Revenue 36,563 35,879 52,364 25,188 34,116 34,116
Other Financial Sources
Sale Of Assets - - 1,054 - - -
Sub-Total Revenues 6,591,930 6,854,375 7,414,926 7,887,080 7,906,232 7,906,232
Transfers In:
Transfers In-Govt Activities 425,659 405,477 390,414 396,370 330,600 330,600
Sub-Total Transfers In 425,659 405,477 390,414 396,370 330,600 330,600
Total Revenues & Transfers In 7,017,589$ 7,259,852$ 7,805,340$ 8,283,450$ 8,236,832$ 8,236,832$
Expenditures:
Road Use Tax Administration 2,406$ 2,095$ 77,691$ 82,172$ 82,786$ 84,442$
Sidewalk Inspection 45,412 43,653 74,163 81,523 90,669 91,345
Traffic Engineering 1,485,931 782,966 1,430,031 1,477,390 1,492,670 1,522,626
Streets System Maintenance 3,557,587 3,873,283 3,981,668 4,278,138 4,303,638 4,414,547
Sub-Total Expenditures 5,091,336 4,701,997 5,563,553 5,919,223 5,969,763 6,112,960
Transfers Out:
Capital Projects Fund 790,627 561,617 921,954 2,809,188 2,372,000 3,147,000
Misc Transfers Out 288,139 298,246 295,195 283,111 290,054 290,054
Sub-Total Transfers Out 1,078,766 859,863 1,217,149 3,092,299 2,662,054 3,437,054
Total Expenditures & Transfers Out 6,170,102$ 5,561,860$ 6,780,702$ 9,011,522$ 8,631,817$ 9,550,014$
Fund Balance, June 30 2,480,008$ 4,539,578$ 5,564,216$ 4,836,144$ 4,441,159$ 3,127,977$
Change in Accounting Method 361,578 - - - - -
Adjusted Fund Balance, June 30 2,841,586 4,539,578 5,564,216 4,836,144 4,441,159 3,127,977
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 2,841,586$ 4,539,578$ 5,564,216$ 4,836,144$ 4,441,159$ 3,127,977$
% of Revenues & Transfers In 40%63%71%58%54%38%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Road Use Tax (2200)
Fund Summary
307
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.
308
Recent Accomplishments:
Patched approximately 2,800 potholes and
replaced 122 street panels in fiscal year
2015
Leaf program picked up 575 loads totaling
1581 tons in fiscal year 2015
Replaced 1,510 street signs in fiscal year
2015 to comply with Federal retro-
reflectivity requirements.
Sprayed all pavement markings including a
second fall application on major streets.
Completed four street sweeping passes of
the entire street network.
Assisted with traffic control for several
special events including RAGBRAI,
Summer of the Arts, and the Iowa
Homecoming Parade.
Assisted other Divisions and Departments
with tasks such as bike trail repairs, water
main breaks, and traffic control.
Upcoming Challenges:
Limited road use tax revenues
inhibit our ability to perform
adequate preventive maintenance
on City streets.
This deferred maintenance will
result in poorer pavement quality
and increased demand for patching
and temporary repairs.
Automation of the leaf collection
program.
Completing existing work
assignments such as pavement
repairs, leaf collection, and snow
plowing with current revenue and
resource levels.
Upgrading the Streets Division
campus.
Converting City owned lighting to
LED fixtures for energy
conservation.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 29.65 29.15 30.00
Staffing Level Change Summary:
In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works
department to the Transportation and Resource Management department. This resulted in
changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the
.50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use
Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect
in fiscal year 2017 and added .60 FTE to the Traffic Engineering activity and .25 FTE to the
Streets System Maintenance activity for a total increase of .85 FTE in the Streets Operations.
309
Service Level Change Summary:
No service levels changes are planned.
Financial Highlights:
The State of Iowa passed a $.10 increase in the gasoline excise tax in March 2015. Due to this
tax increase, the Road Use Tax revenue increased 7.47% in fiscal year 2015 and is estimated
to increase 8.39% in fiscal year 2016. As a result of this increase, transfers to the Capital
Projects fund have increased from $921,954 in fiscal year 2015 to $2,809,188 in fiscal year
2016 and $2,372,000 in fiscal year 2017.
Capital outlay has been included in fiscal year 2017 to paint traffic signal poles and to paint light
poles for $90,000 and $27,500, respectively.
310
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
3,191 5,265 4,566 3,614 1,510
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Dump Truck Loads of Sweeping Debris
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
274 277 189 339 313
2,192 2,216 1,512 2,712 2,504
Packer Truck Loads of Sweeping Debris
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
33 133 28 30 5
264 1,072 224 240 40
Leaf Vacuum Pickup Season
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
445 672 663 761 575
1,335 2,016 1,989 2,093 1,581
Tons
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
Complete Retro-reflectivity Standards.
Continue sign replacements.
Signs Replaced
Healthy Neighborhoods & Enhanced Communication and
Marketing
Provide Street Sweeping/Cleaning of Public Streets and Leaf
Removal to Residents & Businesses.
Efficiently Sweep & Clean Public Streets and Continue Leaf
Vacuum Program.
Number of Loads
Number of Loads
Tons
Number of Loads
Tons
311
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Input Measures: Materials Used
5 Year
Average FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Concrete (yards)1,364.65 1,336.25 1,781.50 1,599.75 1,011.00 1,094.75
Asphalt (tons)425.68 450.68 402.37 570.61 411.34 293.38
Rock (tons)343.45 301.94 143.23 432.30 266.99 572.78
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
3,000 3,500 3,300 3,400 2,800
120 160 200 110 122Street Panels –
Removal/Replacement
Healthy Neighborhoods & Strategic Economic Development
Activities
Provide Street Maintenance & Repairs.
Efficiently Maintain & Repair Public Streets.
Workload Measures
Potholes Patched
312
City of Iowa City
Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Road Use Tax 6,508,053$ 6,744,663$ 7,230,663$ 7,837,116$ 7,837,116$ 7,837,116$
Transfers In-Govt Activities 425,659 405,477 390,414 396,370 330,600 330,600
Total Revenues & Transfers In 6,933,712$ 7,150,140$ 7,621,077$ 8,233,486$ 8,167,716$ 8,167,716$
Expenditures:
Services 2,406$ 2,095$ 77,691$ 82,172$ 82,786$ 84,442$
Total Expenditures 2,406$ 2,095$ 77,691$ 82,172$ 82,786$ 84,442$
Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Devlpmt 26,345$ 22,735$ 49,597$ 22,735$ 35,000$ 35,000$
Miscellaneous
Other Misc Revenue - 150 - 150 - -
Total Revenues 26,345$ 22,885$ 49,597$ 22,885$ 35,000$ 35,000$
Expenditures:
Personnel 9,939$ 9,587$ 13,650$ 16,264$ 16,263$ 16,751$
Services 2,125 2,830 8,317 4,859 8,987 9,167
Supplies 88 331 405 400 419 427
Capital Outlay 33,260 30,905 51,791 60,000 65,000 65,000
Total Expenditures 45,412$ 43,653$ 74,163$ 81,523$ 90,669$ 91,345$
Capital Outlay 2016 2017
Sidewalk And R.O.W. Repairs 60,000$ 65,000$
Total Capital Outlay 60,000$ 65,000$
Activity Summary
Activity Summary
313
City of Iowa City
Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ -$ 49,339$ -$ -$ -$
Disaster Assistance - - 6,579 - - -
Miscellaneous
Misc Merchandise 1,535$ 1,625$ -$ 1,625$ -$ -$
Other Misc Revenue 24,321 8,014 42,311 8,014 25,536 25,536
Total Revenues 25,856$ 9,639$ 98,229$ 9,639$ 25,536$ 25,536$
Expenditures:
Personnel 572,879$ 553,041$ 568,209$ 485,505$ 490,302$ 505,011$
Services 586,036 14,021 546,045 590,640 579,390 590,978
Supplies 200,891 146,604 180,693 181,245 182,978 186,638
Capital Outlay 126,125 69,300 135,084 220,000 240,000 240,000
Total Expenditures 1,485,931$ 782,966$ 1,430,031$ 1,477,390$ 1,492,670$ 1,522,626$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 0.25 0.50
Supt Streets/Solid Waste 0.15 0.15 0.15 0.15 0.50
Total Personnel 4.15 4.15 4.15 3.90 4.50
Capital Outlay 2016 2017
Painting Equipment 100,000$ -$
Paint traffic signal poles - 90,000
Paint light poles - 27,500
Traffic Signal Equipment 120,000 122,500
Total Capital Outlay 220,000$ 240,000$
Activity Summary
314
City of Iowa City
Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ -$ 11,143$ -$ -$ -$
Disaster Assistance - 3,919 - - - -
Other State Grants 17,790 45,138 14,187 - - -
Miscellaneous
Misc Merchandise 1,644 416 - 416 - -
Other Misc Revenue 12,242 27,715 10,053 17,024 8,580 8,580
Other Financial Sources
Sale Of Assets - - 1,054 - - -
Total Revenues 31,676$ 77,188$ 36,437$ 17,440$ 8,580$ 8,580$
Expenditures:
Personnel 1,990,876$ 2,117,865$ 2,061,979$ 2,399,829$ 2,380,586$ 2,452,004$
Services 1,033,871 1,300,058 1,236,890 1,275,067 1,303,132 1,329,195
Supplies 530,155 422,477 665,895 561,242 596,420 608,348
Capital Outlay 2,685 32,883 16,904 42,000 23,500 25,000
Total Expenditures 3,557,587$ 3,873,283$ 3,981,668$ 4,278,138$ 4,303,638$ 4,414,547$
Personnel Services - FTE 2013 2014 2015 2016 2017
Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50
M. W. II - Signs 1.00 1.00 1.00 1.00 1.00
M.W. I - Streets 6.00 6.00 6.00 6.00 6.00
M.W. II - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Streets 7.00 7.00 7.00 7.00 7.00
Mw III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Streets 0.50 0.50 0.50 0.25 0.50
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50
Total Personnel 25.50 25.50 25.50 25.25 25.50
Capital Outlay 2016 2017
Type III Barricades -$ 7,500$
End Loader Bucket 17,000 -
Crack Sealing Broom 5,000 -
Traffic Control Signage - 10,000
Electronic Message Board 20,000 -
Utility Trailer - 6,000
Total Capital Outlay 42,000$ 23,500$
Activity Summary
315
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: 141 owner-occupied affordable housing units have
been constructed and sold. Approximately $6.0 million has been expended for down
payment assistance.
Infrastructure: CDBG Public Infrastructure funding, management, and monitoring is
being provided for the Wastewater Treatment Facility relocation, Rocky Shore Lift
Station project, construction of the East Side Levee and West Side Levee projects, and
flood proofing protection of the water well heads at the Water Treatment Facility site.
In the fiscal year 2016 revised budget, the budget has been revised to reflect the City’s
application for a flood mitigation buyout grant to purchase and remove six homes in the flood
plain. The federal grant share is $1,094,390, the State of Iowa’s share is $145,918, and the
City’s share will be $218,879. The City’s share may be in kind or in cash and is shown as a
transfer in from the General Fund. The total project is $1,459,187.
No grant or project activity is budgeted for fiscal year 2017.
316
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (1,283,445)$ (79,875)$ 63$ (109)$ (109)$ (109)$
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ -$ -$ 1,094,390$ -$ -$
Other State Grants 3,179,010 833,364 129,659 145,918 - -
Sub-Total Revenues 3,179,010 833,364 129,659 1,240,308 - -
Transfers In:
Misc Transfers In 4,101 - - 218,879 - -
Sub-Total Transfers In 4,101 - - 218,879 - -
Total Revenues & Transfers In 3,183,111$ 833,364$ 129,659$ 1,459,187$ -$ -$
Expenditures:
Community Development Grants:
Hazard Mitigation Flood Buyout 5,513$ -$ -$ 1,459,187$ -$ -$
Jumpstart Business Rental Assistance 20,857 10,181 - - - -
Non-Hazard Mitigation Grant Buyout 1,436,473 37,437 1,760 - - -
Supplemental CDBG - Res. Proj. Delivery 951,984 655,446 19,007 - - -
Supplemental CDBG - Residential 6,554 50,362 109,064 - - -
Total Expenditures 2,421,381$ 753,426$ 129,831$ 1,459,187$ -$ -$
Fund Balance, June 30 (521,715)$ 63$ (109)$ (109)$ (109)$ (109)$
Change in Accounting Method 441,840 - - - - -
Adjusted Fund Balance, June 30 (79,875) 63 (109) (109) (109) (109)
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (79,875)$ 63$ (109)$ (109)$ (109)$ (109)$
% of Revenues & Transfers In -3%0%0%0%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Other Shared Revenue (2300)
Fund Summary
317
City of Iowa City
Activity: Community Development (610200)Fund: Other Shared Revenue (2300)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Fed Intergovnt Rev -$ -$ -$ 1,094,390$ -$ -$
Other State Grants 3,179,010 833,364 129,659 145,918 - -
Misc Transfers In 4,101 - - 218,879 - -
Total Revenues & Transfers In 3,183,111$ 833,364$ 129,659$ 1,459,187$ -$ -$
Expenditures:
Personnel 154,879$ 91,317$ 17,832$ -$ -$ -$
Services 951,412 651,372 111,999 - - -
Capital Outlay 1,315,090 10,737 - 1,459,187 - -
Total Expenditures 2,421,381$ 753,426$ 129,831$ 1,459,187$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
Associate Planner 1.60 - - - -
Total Personnel 1.60 - - - -
Activity Summary
318
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 was converted into an inter-fund energy efficiency reimbursement
program. The facilities and funds that received improvements through the grant
(Phase I) will be repaying the funds annually based on the expected savings from
the improvements. The first year of repayment was fiscal year 2014. A schedule
of the cost of improvements (net of rebates), the annual savings, and payback
period is presented is as follows:
Facility/Project Net Cost
Annual
Savings
Predicted
Estimated
Payback
Period
Phase I:
Wastewater blower $253,266 $20,000 12.66
Wastewater lighting $60,511 $2,060 29.37
Water Detailed Studies $44,960 $10,000 4.50
Water Plant Lighting $168,941 $9,596 17.61
Mercer/Scanlon $91,789 $5,130 17.89
Rec Center $66,934 $3,492 19.17
Phase I Totals $686,401 $50,278
In fiscal year 2015, as part of the combination of the Community & Economic
Development department and the Housing & Inspection Services department, a
new Sustainability Services activity was established in the new Neighborhood &
Development Services department in the General fund.
The energy efficiency revolving loan activity was subsequently moved to the
General Fund as part of the Sustainability Services activity for fiscal year 2015,
and these loan activities can be found there as part of the fiscal year 2016 and
2017 budgets.
319
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (33,138)$ (23,394)$ 48,924$ -$ -$ -$
Revenues:
Intergovernmental
Federal Intergovernmental Revenue 36,075$ -$ -$ -$ -$ -$
Miscellaneous
Other Misc Revenue 64,176 72,318 1,168 - - -
Total Revenues 100,251$ 72,318$ 1,168$ -$ -$ -$
Expenditures:
Environmental Coordinator 22,634$ -$ -$ -$ -$ -$
Municipal Energy Conservation 67,873 - - - - -
Sub-Total Expenditures 90,507 - - - - -
Transfers Out:
Misc Transfers Out - - 50,092 - - -
Sub-Total Transfers Out - - 50,092 - - -
Total Expenditures & Transfers Out 90,507$ -$ 50,092$ -$ -$ -$
Fund Balance, June 30 (23,394)$ 48,924$ -$ -$ -$ -$
Adjustments to Cash/Non-Cash Asset/Liab - - - - - -
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 (23,394) 48,924 - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (23,394)$ 48,924$ -$ -$ -$ -$
% of Revenues -23%68%0%0%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Energy Efficiency & Conservation Block Grant (2310)
Fund Summary
320
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
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 36,075$ -$ -$ -$ -$ -$
Miscellaneous
Other Misc Revenue 64,176 72,318 1,168 - - -
Total Revenues 100,251$ 72,318$ 1,168$ -$ -$ -$
Expenditures:
Personnel 20,463$ -$ -$ -$ -$ -$
Services 6,010 - - - - -
Supplies 112 - - - - -
Capital Outlay 63,922 - - - - -
Total Expenditures 90,507$ -$ -$ -$ -$ -$
Activity Summary
321
UNIVERCITY NEIGHBORHOOD PARTNERSHIPS FUND
The UniverCity Neighborhood Partnership program is a collaboration between the City
and the University of Iowa. The program purchases rental homes in designated
neighborhoods, restores them to single-family homes, and then sells them to income-
qualifying families.
The property renovations are to be between $40,000 and $50,000, and the University
provides down payment assistance to University employees. Local lenders provide low-
interest loans for the purchase of properties. Homebuyers who are selected to purchase
one of the homes will pay the original acquisition price plus loan and carrying costs,
which may include interest for the time that the property is held in City ownership,
recording fee for construction loan mortgage, mowing and snow removal, utilities, real
estate taxes, and insurance. The cost of renovations will NOT be passed on to the
homebuyers so long as the homebuyers retain ownership of the property as their
primary residence for seven years. In addition, all homes must be maintained as owner-
occupied housing and affordable housing for twenty years.
The program began in fiscal year 2010 when the City initially received $1.25 million
through the State of Iowa I-JOBS program. The first ‘round’ of the UniverCity program
(using I-JOBS funds) renovated 26 homes. The program celebrated the sale of its 50th
home in the fall of 2015.
The fiscal year 2013 budget included funding for four homes. The program was
expanded in fiscal year 2014 with funds for 12 homes (included two funded through the
Housing Authority) and was continued with 10 additional homes in fiscal year 2015. For
fiscal year 2016, the number of homes to be converted was reduced to two. The fiscal
year 2017 budget includes funding for four homes.
In fiscal year 2013, the activity for this program was moved to the Community
Development activity in the Neighborhood Services division of the Neighborhood and
Development Services department in the General Fund.
322
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (342,856)$ (2,645)$ -$ -$ -$ -$
Revenues:
Miscellaneous
Contrib & Donations (41,750)$ -$ -$ -$ -$ -$
Other Misc Revenue 844 - - - - -
Other Financial Sources
Loans 270,538 - - - - -
Sale Of Assets 1,054,403 - - - - -
Sub-Total Revenues 1,284,035 - - - - -
Transfers In:
Misc Transfers In 8,657 2,098 - - - -
Sub-Total Transfers In 8,657 2,098 - - - -
Total Revenues & Transfers In 1,292,692$ 2,098$ -$ -$ -$ -$
Expenditures:
Univercity Neighborhood Partnership 950,383$ (547)$ -$ -$ -$ -$
Total Expenditures 950,383$ (547)$ -$ -$ -$ -$
Fund Balance, June 30 (547)$ -$ -$ -$ -$ -$
Change in Accounting Method (2,098) - - - - -
Adjusted Fund Balance, June 30 (2,645) - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (2,645)$ -$ -$ -$ -$ -$
% of Revenues & Transfers In 0%0%0%0%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
UniverCity Neighborhood Partnership (2315)
Fund Summary
323
City of Iowa City
Activity: Community Development (610200)Fund: UniverCity Neighborhood Partnership (2315)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Miscellaneous
Contrib & Donations (41,750)$ -$ -$ -$ -$ -$
Other Misc Revenue 844 - - - - -
Other Financial Sources
Loans 270,538 - - - - -
Sale Of Assets 1,054,403 - - - - -
Misc Transfers In 8,657 - - - - -
Total Revenues & Transfers In 1,292,692$ -$ -$ -$ -$ -$
Expenditures:
Personnel 8,854$ -$ -$ -$ -$ -$
Services 35,967 (547) - - - -
Supplies 24 - - - - -
Other Financial Uses 905,538 - - - - -
Total Expenditures 950,383$ (547)$ -$ -$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
Housing Rehab Specialist 0.20 - - - -
Total Personnel 0.20 - - - -
Activity Summary
324
METROPOLITAN PLANNING ORGANIZATION (MPOJC)
OF JOHNSON COUNTY
The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special
revenue fund that accounts for the operations of the MPO.
Funding for the MPOJC is derived from multiple sources including the City’s General
Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s
other government members in Johnson County and from State of Iowa grants.
Revised revenues and transfers-in for fiscal year 2016 are expected to be lower by 4.3%
from fiscal year 2015 due to estimated lower contributions from members. Budgeted
revenues and transfers-in in fiscal year 2017 are 3.9% lower than the revised fiscal year
2016 estimate due to a projected decrease in miscellaneous revenues and grant
funding.
Fund balance in the MPO fund has increased steadily since fiscal year 2013 from
$130,144 to $308,994. The fund balance as a percentage of revenues and transfers in
has increased from 20% in fiscal year 2013 to 51% in fiscal year 2017.
An adjustment to fund balance is presented in fiscal year 2013 for the City’s change from
cash basis accounting to modified accrual basis of accounting. The downward
adjustment of $11,561 primarily represents wages and accounts payable at year-end.
325
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 140,937$ 130,144$ 170,860$ 292,006$ 315,996$ 308,994$
Revenues:
Intergovernmental
Local 28E Agreements 121,772$ 119,462$ 120,045$ 99,281$ 120,045$ 123,370$
Other State Grants 175,000 235,061 199,324 215,249 199,324 204,845
Miscellaneous
Other Misc Revenue 20,627 17,231 2,399 17,231 - -
Sub-Total Revenues 317,399 371,754 321,768 331,761 319,369 328,216
Transfers In:
Transfer-In from General Fund and RUT 327,286 343,297 340,979 302,554 290,358 298,401
Sub-Total Transfers In 327,286 343,297 340,979 302,554 290,358 298,401
Total Revenues & Transfers In 644,685$ 715,051$ 662,747$ 634,315$ 609,727$ 626,616$
Expenditures:
Metro Planning Org of Johnson County 643,917$ 674,335$ 541,601$ 610,325$ 616,729$ 633,797$
Total Expenditures 643,917$ 674,335$ 541,601$ 610,325$ 616,729$ 633,797$
Fund Balance, June 30 141,705$ 170,860$ 292,006$ 315,996$ 308,994$ 301,813$
Change in Accounting Method (11,561) - - - - -
Adjusted Fund Balance, June 30 130,144 170,860 292,006 315,996 308,994 301,813
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 130,144$ 170,860$ 292,006$ 315,996$ 308,994$ 301,813$
% of Revenues and Transfers In 20%24%44%50%51%48%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Metro Planning Organization of Johnson County (2350)
Fund Summary
326
METROPOLITAN PLANNING ORGANIZATION (MPO)
OF JOHNSON COUNTY OPERATIONS
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill
state and federal requirements necessary and beneficial to receive state and federal
transportation capital and operating funds; to conduct transportation and traffic studies related to
public and private development projects; to provide traffic data collection and analysis services,
prepare and administer transportation-related grants; and serve as a body for regional policy
and project-related discussions.
Metropolitan Planning Organization (MPO) designations are made by the Governor of the State
of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes
Iowa City, Coralville, North Liberty, Tiffin, University Heights, and the University of Iowa. The
MPO coordinates planning efforts for all of Johnson County in: transportation planning, data
collection and analysis, and assistance to small communities. Member agencies outside of the
Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon,
and Swisher.
The Transportation Planning Division fulfills federal requirements involving the transportation
planning process in order to maintain eligibility for grant programs through the Federal Transit
Administration (FTA) and Federal Highway Administration (FHWA). The "3-C" transportation
planning process consists of a comprehensive, coordinated and continuing planning effort for all
modes of transportation. Projects include short and long-range transportation development
plans, corridor studies, intersection analyses, survey reports, and review of development
projects. The Transportation Planning Division also prepares state and federal grant
applications and fulfills the associated administration and regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, joint animal control facilities, a Joint Emergency
Communications Center, and affordable housing issues.
Although funding is received from all MPO members, the MPO is organized under the City of
Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of
MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle
pool expenditures.
HIGHLIGHTS
Recent Accomplishments:
Completion of the fiscal year 2015 MPOJC Transportation Planning Work Program & adoption
of the fiscal year 2016 Work Program
Completion of an Update to the 2007 Affordable Housing Market Analysis for the Iowa City
Metro Area
327
Acceptance of the fiscal year 2015 update to the MPOJC Passenger Transportation Plan
Completion of University of Iowa Cambus & City of Coralville Transit FTA Triennial Reviews –
planning and reporting
Allocation of MPOJC Surface Transportation Program and Transportation Alternative
Program funds through a competitive grant process
Upcoming Challenges:
Revising the MPOJC Long Range Transportation Plan – to be completed in May 2017
Updating the MPOJC Metro Area Bike Master Plan
Completion of the year-end National Transit Database Annual Reports for Iowa City and
Coralville Transit and University of Iowa Cambus system
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 5.60 4.70 4.70
Staffing Level Change Summary:
There are no staffing changes for fiscal year 2017.
Service Level Change Summary:
There are no service level changes for fiscal year 2017.
Financial Highlights:
The fiscal year 2017 budget shows an increase for software appropriations as new versions of
the traffic modeling and data collection software are required. Similarly, we are now funding
part of the City’s geographic information system (GIS) software which adds an annual software
appropriation.
The MPO also intends to replace 3-4 traffic counters annually – which has been the practice for
some time. This allows us to replace equipment that is malfunctioning. Nearly all of the MPO
work requires traffic data collection and the equipment is abused as a result. Traffic counters
are approximately $1,400 each.
328
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Transportation Improvement
Program
Transportation Planning Work
Program
Long Range Transportation Plan
(required every 5 yrs.)
Passenger Transportation Plan
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods, A Strong Urban Core, Strategic
Economic Development Activities, A Solid Financial Foundation,
& Enhanced Communication and Marketing
Provide transportation (traffic, transit, bicycle and pedestrian)
planning services including data collection, analysis, grant
application and administration, development review, long range
planning, traffic studies, traffic modeling, and coordination with
other local governments and the University of Iowa.
Provide these necessary services that are beneficial for the area
to continue to receive federal transportation funding, including
transit capital and operations funds, streets and trails
infrastructure funds and discretionary grant funds, to help
improve residents’ lives in the community.
Federal and State Requirements: Following are formal documents required to be completed
and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa
Department of Transportation. MPO staff provide planning, programming, and administrative
efforts to complete these documents to ensure that Iowa City remains eligible to receive federal
transportation funding, including transit capital and operation funds, streets and trails
infrastructure funds, and discretionary grant funds.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
329
Peak-hour intersection counts 88 71 90 87 96
Traffic volume, intersection &
speed counts 24 22 17 20 34
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.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
49 53 53 44 64
Traffic Counts: The MPO/Transportation Planning Division conducts a traffic count program to
Work orders for signage and traffic control: The majority of work orders are for signage and
changes to traffic control in response to citizen and neighborhood requests, and are based on an
evaluation and/or data collection to ensure consistency with traffic sign rules and regulations.
Work orders are typically consistent with neighborhood stabilization efforts.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
$50,000 DNR Low
Head Dam grant
$283,027 RISE
Grant - Northgate
Dr. extension
*Includes all planning and legal documents, grant preparation and administration, and IDOT/FTA
reporting
$152,000 Iowa
Great
Places Grant
$50,000 Iowa
DNR Grant for
Iowa River Dam
Safety
$500,000 Traffic
Safety Grant for
Mormon Trek 4-3
lane conversion
$60,000 for Urban
Waters Grant
$500,000 Traffic
Safety Grant for
1st Ave 4-3 lane
$200,000
REAP grant for
Trueblood Park
$441,000 State
Trails Grant –
Dubuque Street
Ped. Bridge
$1,900,000 RISE
Grant for Moss
Ridge Road
$200,000 Traffic
Safety Grant for
Burlington
St/Clinton St
$930,000
MPO/STP funds
for IWV Road
Improvments
$200,000 REAP
grant for
Iowa River Trail
$50,000 US EPA
Grant for
Riverfront
Crossings Park
$500,000
MPO/TAP funds
for Hwy 1 Trail
construction
$1,218,202
Federal Transit
Grant for Iowa
City Transit*
$1,262,652
Federal Transit
Grant for Iowa
City Transit*
$1,211,970
Federal Transit
Grant for Iowa
City Transit*
$1,400,381
Federal Transit
Grant for Iowa
City Transit*
$1,439,334
Federal Transit
Grant for Iowa
City Transit*
$1,200,000
RECAT grant for
Trueblood Park
$2,400,000
MPO/STP funds
for First Ave
Grade Separation
$6,000,000
MPO/STP funds
for Gateway
Project
(multiple years)
$500,000 Traffic
Safety Grant for
Burlington St
Median
$2,240,660
MPO/STP funds
for American
Legion Road
Reconstruction
Iowa City’s Capital Improvements Program priorities.
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve
330
Trip Generation Study 1 0 0 2 2
Speed Study 2 1 1 3 2
Traffic Calming Study 1 4 1 0 2
Signal Warrant Study 1 3 4 3 7
All-Way Stop Study 2 1 7 3 3
Bike and Ped. Study 2 2 2 5 3
Corridor Study 4 2 4 4 3
Neighborhood Study 2 1 0 2 0
Formal Studies: Formal studies include reports and evaluations for which significant
documentation is required due to policy and/or funding decisions being made based on the
information. Formal studies include significant staff time due to data collection, analysis, report
preparation, and (depending on the study) public involvement. Formal studies differ from ‘work
orders’ in that a formal report is published.
In Iowa City FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
331
City of Iowa City
Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350)
Division: Metro Planning Org of Jo Co (610810)Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Local 28E Agreements 121,772$ 119,462$ 120,045$ 99,281$ 120,045$ 123,370$
Other State Grants 175,000 235,061 199,324 215,249 199,324 204,845
Miscellaneous
Other Misc Revenue 20,627 17,231 2,399 17,231 - -
Transfer-In from General Fund and RUT 327,286 343,297 340,979 302,554 290,358 298,401
Total Revenues & Transfers In 644,685$ 715,051$ 662,747$ 634,315$ 609,727$ 626,616$
Expenditures:
Personnel 533,160$ 555,415$ 421,006$ 474,113$ 473,348$ 487,548$
Services 98,997 108,797 101,402 127,575 125,570 128,081
Supplies 11,760 10,123 19,193 8,637 17,811 18,167
Total Expenditures 643,917$ 674,335$ 541,601$ 610,325$ 616,729$ 633,797$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 0.20 0.20 0.20 0.20 0.20
Associate Planner 4.00 4.00 4.00 3.50 3.50
Engineering Technician *0.40 0.40 0.40 - -
MPO Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.60 5.60 5.60 4.70 4.70
* Position to be eliminated on 12-31-15
Activity Summary
332
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
thirty percent (30%) of total fund revenues. The fund’s cash balances versus revenues
since fiscal year 2013 are as follows:
FY2013 FY2014 FY2015 FY2016 FY2017
Actual Actual Actual Revised Budget
Revenues 9,689,814$ 9,809,865$ 9,782,477$ 10,520,961$ 11,144,971$
Fund Balance 1,791,164$ 1,713,207$ 1,592,570$ 1,632,725$ 2,138,800$
Percentage 18.49% 17.46% 16.28% 15.52% 19.19%
The City converted its budget basis in fiscal year 2014 to modified accrual from cash
basis. An adjustment to the fiscal year 2013 ending fund balance was made which
increased the Employee Benefits fund balance by $75,745. This increase primarily
reflects taxes receivable at year-end.
The Employee Benefits property tax levy for fiscal year 2016 was $3.11277 per $1,000
of valuation. For fiscal year 2017, this levy will remain unchanged at $3.11277 per
$1,000 of valuation.
333
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 1,773,124$ 1,791,164$ 1,713,207$ 1,592,570$ 1,632,725$ 2,138,800$
Revenues:
Property Taxes 9,263,545$ 9,357,793$ 9,068,802$ 9,652,480$ 10,382,114$ 10,382,114$
Other City Taxes 163,781 159,183 162,998 157,935 153,556 153,556
Intergovernmental
Property Tax Credits - - 183,244 383,367 294,301 294,301
State 28E Agreements 256,655 281,548 315,605 327,179 315,000 315,000
Miscellaneous
Other Misc Revenue 5,833 11,341 51,828 - - -
Total Revenues 9,689,814$ 9,809,865$ 9,782,477$ 10,520,961$ 11,144,971$ 11,144,971$
Expenditures:
General Government Employee Benefits 353,125$ 359,450$ 378,170$ 407,313$ 384,805$ 393,048$
Public Safety Employee Benefits 263,477 354,640 598,436 684,226 828,060 844,621
Sub-Total Expenditures 616,602 714,090 976,606 1,091,539 1,212,865 1,237,670
Transfers Out:
Empl Benefits Levy to Gen Fund & RUT 9,130,917 9,173,732 8,926,508 9,389,267 9,426,031 9,426,031
Sub-Total Transfers Out 9,130,917 9,173,732 8,926,508 9,389,267 9,426,031 9,426,031
Total Expenditures & Transfers Out 9,747,519$ 9,887,822$ 9,903,114$ 10,480,806$ 10,638,896$ 10,663,701$
Fund Balance, June 30 1,715,419$ 1,713,207$ 1,592,570$ 1,632,725$ 2,138,800$ 2,620,070$
Change in Accounting Method 75,745 - - - - -
Adjusted Fund Balance, June 30 1,791,164 1,713,207 1,592,570 1,632,725 2,138,800 2,620,070
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,791,164$ 1,713,207$ 1,592,570$ 1,632,725$ 2,138,800$ 2,620,070$
% of Revenues 18%17%16%16%19%24%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Employee Benefits (2400)
Fund Summary
334
Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 9,263,545$ 9,357,793$ 9,068,802$ 9,652,480$ 10,382,114$ 10,382,114$
Other City Taxes 163,781 159,183 162,998 157,935 153,556 153,556
Intergovernmental
Property Tax Credits - - 183,244 383,367 294,301 294,301
Total Revenues 9,427,326$ 9,516,976$ 9,415,044$ 10,193,782$ 10,829,971$ 10,829,971$
Expenditures:
Personnel 50,905$ 49,554$ 51,466$ 52,828$ 54,732$ 56,374$
Services 302,220 309,896 326,704 354,485 330,073 336,674
Total Expenditures 353,125$ 359,450$ 378,170$ 407,313$ 384,805$ 393,048$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 256,655$ 281,548$ 315,605$ 327,179$ 315,000$ 315,000$
Miscellaneous
Other Misc Revenue 5,833 11,341 51,828 - - -
Total Revenues 262,488$ 292,889$ 367,433$ 327,179$ 315,000$ 315,000$
Expenditures:
Services 263,477$ 354,640$ 598,436$ 684,226$ 828,060$ 844,621$
Total Expenditures 263,477$ 354,640$ 598,436$ 684,226$ 828,060$ 844,621$
Activity Summary
Activity Summary
335
AFFORDABLE HOUSING FUND
The Affordable Housing fund is a new fund created during fiscal year 2016. The fund
accounts for developer fees and contributions towards the development of affordable
housing throughout the City.
During 2014, the City issued a Request for Proposals for the development of a parcel of
land that the City owns at the corner of Court and Linn Streets, which is also the former
site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected
as the developer for this property.
As part of the development of this property, C.A. Ventures has agreed to a purchase
price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund.
The developer has committed to constructing a project totaling $74 million that will
include 2 towers containing 20,000 square feet of office space, 320 residential units, a
152 room hotel, and retail space. The developer has also agreed to lease 32 one-
bedroom units (10% of the total number of units) to qualified households with incomes at
or below 80% of the Area Median Income and to make a contribution of $1,000,000 to
the City’s Affordable Housing Fund.
In fiscal year 2017, the City has budgeted a transfer out of $1,000,000 to the Capital
Projects fund for an affordable housing project.
Revenue: Revenue is revised in fiscal year 2016 to be $1,000,000 from a developer
contribution. No revenue is projected at this time for fiscal year 2017.
Fund Balance: The fiscal year 2016 revised fund balance is $1,000,000. In fiscal year
2017, the ending fund balance is projected to be $0.
336
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ -$ -$ -$ 1,000,000$ -$
Revenues:
Charges for Fees & Services
Building & Development -$ -$ -$ 1,000,000$ -$ -$
Total Revenues -$ -$ -$ 1,000,000$ -$ -$
Transfers Out:
Capital Projects Fund -$ -$ -$ -$ 1,000,000$ -$
Total Transfers Out -$ -$ -$ -$ 1,000,000$ -$
Fund Balance, June 30 -$ -$ -$ 1,000,000$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ 1,000,000$ -$ -$
% of Revenues 0%0%0%100%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Affordable Housing (2500)
Fund Summary
337
City of Iowa City
Activity: Affordable Housing (490190)Fund: Affordable Housing (2500)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges for Fees & Services
Building & Development -$ -$ -$ 1,000,000$ -$ -$
Total Revenues -$ -$ -$ 1,000,000$ -$ -$
Activity Summary
338
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, 2016 will be $138,897.
Also as part of the financing structure, The Housing Fellowship issued an interest-only
loan to the Housing Authority for $210,784 for the Peninsula Apartments. The
repayment of the full principal balance will be due in a balloon payment in fiscal year
2025. These interest-only payments are accounted for in this fund.
Revenue: Rental income is projected at $74,000 in fiscal year 2017, an increase of
5.5% from the estimated fiscal year 2016 estimate.
Fund Balance: The fiscal year 2017 ending fund balance is projected at $144,180.
Cash balance will be allowed to increase until reaching $210,784. This is the amount of
a lump sum payment which is due in fiscal year 2025 as part of the original financing for
this project.
339
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 71,515$ 71,949$ 91,406$ 105,146$ 127,059$ 144,180$
Revenues:
Use Of Money And Property
Rents 60,559$ 70,119$ 73,697$ 70,119$ 74,000$ 75,480$
Total Revenues 60,559$ 70,119$ 73,697$ 70,119$ 74,000$ 75,480$
Expenditures:
Housing Authority Property Management 55,036$ 50,662$ 59,957$ 48,206$ 56,879$ 58,669$
Total Expenditures 55,036$ 50,662$ 59,957$ 48,206$ 56,879$ 58,669$
Fund Balance, June 30 77,038$ 91,406$ 105,146$ 127,059$ 144,180$ 160,991$
Change in Accounting Method (5,089) - - - - -
Adjusted Fund Balance, June 30 71,949 91,406 105,146 127,059 144,180 160,991
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 71,949$ 91,406$ 105,146$ 127,059$ 144,180$ 160,991$
% of Revenues 119%180%175%264%253%274%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Peninsula Apartments (2510)
Fund Summary
340
City of Iowa City
Activity: Peninsula Apartments (490192)Fund: Peninsula Apartments (2510)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 60,559$ 70,119$ 73,697$ 70,119$ 74,000$ 75,480$
Total Revenues 60,559$ 70,119$ 73,697$ 70,119$ 74,000$ 75,480$
Expenditures:
Services 43,571$ 38,781$ 47,645$ 35,447$ 43,657$ 44,967$
Other Financial Uses 11,465 11,881 12,312 12,759 13,222 13,702
Total Expenditures 55,036$ 50,662$ 59,957$ 48,206$ 56,879$ 58,669$
Activity Summary
341
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
12/1/15
Estimated
TIF Receipts
FY16
Estimated
TIF Receipts
FY17
Estimated TIF
Debt 6/30/2017
2603 - City-University I 4,209,356$ 10,402,313$ 496,283$ 805,965$ 13,309,421$
2604 - Sycamore & 1st Ave 2,683,628 5,874 373,676 388,586 1,927,240
2607 - Scott 6 Industrial 1,682,660 5,157 - 750,000 937,817
2608 - Heinz Road 170,323 - 42,823 42,500 85,000
2613 - Moss Green Village * 2,161,102 - - - 2,161,102
2614 - Towncrest Area 2,199,500 - 86,459 144,992 1,968,049
2615 - Riverside Drive 21,143 1,954,785 20,885 144,910 1,810,133
Total 13,127,712$ 12,368,129$ 1,020,126$ 2,276,953$ 22,198,762$
* Has not been certified yet
342
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (75,855)$ 2,129$ 19,664$ 835$ 236,071$ 460,477$
Revenues:
TIF Revenues 376,192$ 434,670$ 640,244$ 1,020,126$ 2,276,953$ 2,164,517$
Use Of Money And Property
Interest Revenues 287 - - - - -
Other Financing Sources
Sale of Assets 31,795 - - - - -
Sub-Total Revenues 408,274 434,670 640,244 1,020,126 2,276,953 2,164,517
Transfers In:
Transfers In 36,150 113 - - - -
Sub-Total Transfers In 36,150 113 - - - -
Total Revenues & Transfers In 444,424$ 434,783$ 640,244$ 1,020,126$ 2,276,953$ 2,164,517$
Expenditures By Urban Renewal Area:
Highway 6 Industrial Park -$ 1,604$ -$ -$ -$ -$
City-University I 6,050 - - - - -
Sycamore & 1st Ave - - - - - 250,000
Northgate Corporate Park - 8,496 - - - -
Scott 6 Industrial 1,048 - 5,079 - - -
Heinz Road - 135,361 13,591 42,500 42,500 42,500
Moss Green Village - (142) - - - -
Sub-Total Expenditures 7,098 145,319 18,670 42,500 42,500 292,500
Transfers Out:
TIF Debt Transfers Out 94,612 271,929 640,403 742,390 2,010,047 1,847,189
Sub-Total Transfers Out 94,612 271,929 640,403 742,390 2,010,047 1,847,189
Total Expenditures & Transfers Out 101,710$ 417,248$ 659,073$ 784,890$ 2,052,547$ 2,139,689$
Fund Balance, June 30 266,859$ 19,664$ 835$ 236,071$ 460,477$ 485,305$
Change in Accounting Method (264,730) - - - - -
Adjusted Fund Balance, June 30 2,129 19,664 835 236,071 460,477 485,305
Restricted / Committed /Assigned - - - 235,236 459,642 484,470
Unassigned Balance 2,129$ 19,664$ 835$ 835$ 835$ 835$
% of Revenues & Transfers In 0%5%0%0%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Tax Increment Financing (2601 - 2615)
Fund Summary
343
City of Iowa City
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 18,442$ 1,604$ -$ -$ -$ -$
Revenues:
TIF Revenues 106,165$ -$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 141 - - - - -
Total Revenues 106,306$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration -$ 1,604$ -$ -$ -$ -$
Total Expenditures -$ 1,604$ -$ -$ -$ -$
Fund Balance, June 30 124,748$ -$ -$ -$ -$ -$
Change in Accounting Method (123,144) - - - - -
Adjusted Fund Balance, June 30 1,604 - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,604$ -$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (180,237)$ (26,214)$ 1,102$ 391$ 391$ 391$
Revenues:
TIF Revenues 128,072$ 290,263$ 501,628$ 496,283$ 805,965$ 793,693$
Use Of Money And Property
Interest Revenues (284) - - - - -
Other Financing Sources
Sale of Fixed Assets 31,795 - - - - -
Total Revenues 159,583$ 290,263$ 501,628$ 496,283$ 805,965$ 793,693$
Expenditures:
TIF Administration 6,050$ -$ -$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out - 262,947 502,339 496,283 805,965 793,693
Total Expenditures & Transfers Out 6,050$ 262,947$ 502,339$ 496,283$ 805,965$ 793,693$
Fund Balance, June 30 (26,704)$ 1,102$ 391$ 391$ 391$ 391$
Change in Accounting Method 490 - - - - -
Adjusted Fund Balance, June 30 (26,214) 1,102 391 391 391 391
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (26,214)$ 1,102$ 391$ 391$ 391$ 391$
*Fund Balance is Cash Balance for July 1, 2013
Highway 6 Industrial Park (2601)
Fund Summary
City-University Project I (2603)
Fund Summary
344
City of Iowa City
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 94,382$ -$ -$ 256$ 235,492$ 459,898$
Revenues:
TIF Revenues 22$ -$ 77,777$ 373,676$ 388,586$ 433,332$
Use Of Money And Property
Interest Revenues 208 - - - - -
Total Revenues 230$ -$ 77,777$ 373,676$ 388,586$ 433,332$
Expenditures:
TIF Rebate -$ -$ -$ -$ -$ 250,000$
Transfers Out:
TIF Debt Transfers Out 94,612 - 77,521 138,440 164,180 158,504
Total Expenditures & Transfers Out 94,612$ -$ 77,521$ 138,440$ 164,180$ 408,504$
Fund Balance, June 30 -$ -$ 256$ 235,492$ 459,898$ 484,726$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 - - 256 235,492 459,898 484,726
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 256$ 235,492$ 459,898$ 484,726$
*Fund Balance is Cash Balance for July 1, 2013
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 8,473$ 8,496$ -$ -$ -$ -$
Revenues:
Use Of Money And Property
Interest Revenues 23$ -$ -$ -$ -$ -$
Total Revenues 23$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration -$ 8,496$ -$ -$ -$
Total Expenditures -$ 8,496$ -$ -$ -$ -$
Fund Balance, June 30 8,496$ -$ -$ -$ -$ -$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 8,496 - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 8,496$ -$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
Sycamore & 1st Avenue (2604)
Fund Summary
Northgate Corporate Park (2606)
Fund Summary
345
City of Iowa City
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 6,111$ 5,079$ 5,079$ -$ -$ -$
Revenues:
TIF Revenues -$ -$ -$ -$ 750,000$ 750,000$
Use Of Money And Property
Interest Revenues 16 - - - - -
Total Revenues 16$ -$ -$ -$ 750,000$ 750,000$
Expenditures:
TIF Administration 1,048$ -$ 5,079$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out - - - - 750,000 750,000
Total Expenditures & Transfers Out 1,048$ -$ 5,079$ -$ 750,000$ 750,000$
Fund Balance, June 30 5,079$ 5,079$ -$ -$ -$ -$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 5,079 5,079 - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 5,079$ 5,079$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 13,409$ 13,591$ 13,591$ -$ -$ -$
Revenues:
TIF Revenues 141,933$ 135,361$ -$ 42,823$ 42,500$ 42,500$
Use Of Money And Property
Interest Revenues 183 - - - - -
Total Revenues 142,116$ 135,361$ -$ 42,823$ 42,500$ 42,500$
Expenditures:
TIF Rebate -$ 135,361$ 13,591$ 42,500$ 42,500$ 42,500$
Transfers Out:
TIF Debt Transfers Out - - - 323 - -
Total Expenditures & Transfers Out -$ 135,361$ 13,591$ 42,823$ 42,500$ 42,500$
Fund Balance, June 30 155,525$ 13,591$ -$ -$ -$ -$
Change in Accounting Method (141,934) - - - - -
Adjusted Fund Balance, June 30 13,591 13,591 - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 13,591$ 13,591$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
346
City of Iowa City
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (113)$ (113)$ -$ -$ -$ -$
Transfers In:
Transfers In -$ 113$ -$ -$ -$ -$
Total Transfers In -$ 113$ -$ -$ -$ -$
Expenditures
TIF Administration -$ -$ -$ -$ -$ -$
Total Expenditures -$ -$ -$ -$ -$ -$
Fund Balance, June 30 (113)$ -$ -$ -$ -$ -$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 (113) - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (113)$ -$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (36,150)$ (142)$ -$ -$ -$ -$
Transfers In:
Transfers In 36,150 - - - - -
Total Transfers In 36,150$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration -$ (142)$ -$ -$ -$ -$
Total Expenditures -$ (142)$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Change in Accounting Method (142) - - - - -
Adjusted Fund Balance, June 30 (142) - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (142)$ -$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
Lower Muscatine Road (2611)
Fund Summary
Moss Green Village (2613)
Fund Summary
347
City of Iowa City
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (64)$ (64)$ -$ 188$ 188$ 188$
Revenues:
TIF Revenues -$ 9,046$ 40,105$ 86,459$ 144,992$ 144,992$
Total Revenues -$ 9,046$ 40,105$ 86,459$ 144,992$ 144,992$
Transfers Out:
TIF Debt Transfers Out -$ 8,982$ 39,917$ 86,459$ 144,992$ 144,992$
Total Transfers Out -$ 8,982$ 39,917$ 86,459$ 144,992$ 144,992$
Fund Balance, June 30 (64)$ -$ 188$ 188$ 188$ 188$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 (64) - 188 188 188 188
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (64)$ -$ 188$ 188$ 188$ 188$
*Fund Balance is Cash Balance for July 1, 2013
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 (108)$ (108)$ (108)$ -$ -$ -$
Revenues:
TIF Revenues -$ -$ 20,734$ 20,885$ 144,910$ -$
Total Revenues -$ -$ 20,734$ 20,885$ 144,910$ -$
Transfers Out:
TIF Debt Transfers Out - - 20,626 20,885 144,910 -
Total Transfers Out -$ -$ 20,626$ 20,885$ 144,910$ -$
Fund Balance, June 30 (108)$ (108)$ -$ -$ -$ -$
Change in Accounting Method - - - - - -
Adjusted Fund Balance, June 30 (108) (108) - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (108)$ (108)$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
Fund Summary
Riverside Drive (2615)
Fund Summary
Towncrest Area (2614)
348
DOWNTOWN SELF-SUPPORTED MUNICIPAL IMPROVEMENT
DISTRICT (SSMID)
In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created
a Self-Supporting Municipal Improvement District (SSMID) as allowed under Iowa
property tax code in downtown Iowa City.
The City levies a property tax at a maximum rate of $2.00 per $1,000 of taxable valuable
on property that is within the boundaries of the downtown district. The taxes that are
collected are then remitted to the Iowa City Downtown District (ICDD) which uses the
funds to promote and enhance the downtown district. In addition to the property tax funds,
the ICDD receives annual assistance from the University of Iowa. The SSMID was
renewed for a ten year period starting on July 1, 2016 and ending on June 30, 2026. The
maximum rate was approved to increase to $2.50 per $1,000 of taxable value on July 1,
2021. Below is a map of the improvement district:
All of the funds received by the City through the SSMID property tax levy are remitted to
the ICDD, therefore the fund does not maintain a fund balance. SSMID payments to ICDD
in fiscal year 2015 totaled $296,141. The estimated payments in fiscal year 2016 total
$294,092, and the budgeted collections in fiscal year 2017 are $321,151 including the
State backfill for commercial property taxes. Fiscal year 2017 payouts are projected to
increase by 9.2% over fiscal year 2016. This is due to increased property valuations in the
district and a slight expansion of the district to include more properties in the area.
349
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ 1,590$ -$ -$ -$ -$
Revenues:
Property Taxes 277,672$ 275,805$ 280,790$ 264,683$ 289,036$ 289,036$
Intergovernmental
Property Tax Credits - - 15,351 29,409 32,115 32,115
Total Revenues 277,672$ 275,805$ 296,141$ 294,092$ 321,151$ 321,151$
Expenditures:
SSMID 277,672$ 277,395$ 296,141$ 294,092$ 321,151$ 321,151$
Total Expenditures 277,672$ 277,395$ 296,141$ 294,092$ 321,151$ 321,151$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Change in Accounting Method 1,590 - - - - -
Adjusted Fund Balance, June 30 1,590 - - - - -
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,590$ -$ -$ -$ -$ -$
% of Revenues 1%0%0%0%0%0%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
SSMID-Downtown District (2820)
Fund Summary
350
Activity: Community Development Fund: SSMID-Downtown District (2820)
Division: Neighborhood Services Department: Neighborhood and Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 277,672$ 275,805$ 280,790$ 264,683$ 289,036$ 289,036$
Intergovernmental
Property Tax Credits - - 15,351 29,409 32,115 32,115
Total Revenues 277,672$ 275,805$ 296,141$ 294,092$ 321,151$ 321,151$
Expenditures:
Services 277,672$ 277,395$ 296,141$ 294,092$ 321,151$ 321,151$
Total Expenditures 277,672$ 277,395$ 296,141$ 294,092$ 321,151$ 321,151$
Activity Summary
351
352
DEBT SERVICE FUND
Fund Summary
Debt Schedules
F
Y
2
0
1
7
354
DEBT SERVICE FUND
This fund accounts for annual principal and interest payments due on the City’s general
obligation and tax increment revenue bonded debt. Funding is provided by the debt
service property tax levy, tax increment financing, transfers from Water Operations, and
loan repayments.
Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a
debt service fund and certify taxes to be levied in the amount necessary to pay for the
principal and interest on general obligation bonds issued by the city.
The debt service levy for fiscal year 2017 is $3.83 per $1,000 in valuation – this is a
reduction of $.10 per $1,000 from the fiscal year 2016 levy. Future general obligation
bond issues are estimated at $9.67 million in 2016, $14.45 million in 2017, and $13.72
million in 2018 including 2% for bond issuance costs.
Annual principal and interest payments (not including estimated annual payments for the
2016 proposed bond issue) as of June 30, 2016 are projected to be as follows:
Fiscal
Year
Principal Interest Total
2017 9,705,000 1,225,254 10,930,254 48,470,000
2018 8,600,000 997,976 9,597,976 38,765,000
2019 7,225,000 769,866 7,994,866 30,165,000
2020 6,640,000 576,179 7,216,179 22,940,000
2021 5,360,000 397,174 5,757,174 16,300,000
2022 3,780,000 256,175 4,036,175 10,940,000
2023 2,850,000 177,195 3,027,195 7,160,000
2024 2,030,000 114,295 2,144,295 4,310,000
2025 1,035,000 67,345 1,102,345 2,280,000
2026 160,000 45,095 205,095 1,245,000
2027 165,000 39,975 204,975 1,085,000
2028 170,000 34,365 204,365 920,000
2029 175,000 28,245 203,245 750,000
2030 185,000 21,770 206,770 575,000
2031 190,000 14,925 204,925 390,000
2032 200,000 7,800 207,800 200,000
Totals at June
30, 2016 48,470,000 4,773,634 53,243,634
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
355
City’s Debt Policies
There are currently three benchmarks used by the City of Iowa City to evaluate its
financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal
restriction on the debt service levy of 30% of the City’s total levy, and 3) the level of
outstanding general obligation and tax increment revenue bonded debt against the City’s
total assessed valuation. These three benchmarks are included in the new Debt
Management policy that the City Council adopted in October 2015.
Statutory limitations which govern the issuance of debt in Iowa include Article XI Section
3 of the state constitution, entitled “Indebtedness of Political or Municipal Corporations.”
Language in this section restricts the level of indebtedness for Iowa municipalities to five
percent (5%) of “the value of …taxable property within such county or corporation.” This
is commonly referred to as the “debt ceiling or debt limit.”
The graph below compares Iowa City’s outstanding general obligation (G.O.) and tax
increment financing revenue debt with the statutory debt limit. Total valuations for Iowa
City for fiscal year 2017 are approximately $5.35 billion. The debt limit, or five percent
(5%) of this amount, is about $267.6 million. Outstanding G.O. debt at June 30, 2017, is
estimated to be $58.96 million, which is 22.0% of the debt limit and 1.10% of total
valuations. The City’s general obligation and tax increment revenue bonded debt versus
the State imposed legal debt limit has been on a declining trend since fiscal year 2011.
* FY16, FY17, and FY18 figures are estimates
0
50
100
150
200
250
300
Millions of Dollars ($) Bonded Debt Outstanding
Versus Legal Debt Limit
Debt Limit Outstanding Debt
at June 30
356
This City’s Debt Management policy, which limits its ability to levy taxes for repayment of
debt, states that debt service levy shall not exceed 30% of the city levy in any one fiscal
year.
The following chart shows the debt service levy as a percentage of the city levy rate for
fiscal year 2010 through fiscal year 2018. Fiscal years 2017 & 2018 are based on
estimated financing requirements for the City’s five-year capital improvement program.
The City’s debt service levy rate for fiscal year 2017 is $3.83 per $1,000 of value while the
City’s total property tax levy rate is $16.583 per $1,000 of value. The debt service levy
rate is projected to decrease another $.10 in fiscal year 2018.
Also, as part of the Debt Management policy, the City Council set a goal to reduce its
outstanding general obligation and tax increment revenue bonded debt as a percentage of
its total assessed property valuations to .75%. The following chart is trend of that
comparison for fiscal years 2010 through 2018.
23.6%
25.0% 26.1% 25.7%
24.0% 24.7%
23.6% 23.1% 22.6%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
FY10 FY11 FY12 FY13 FY14 FY15 FY16 *FY17 *FY18Percentage of Total Levy 1.71% 1.81%
1.67%
1.33%
1.44%
1.28%
1.17% 1.10% 1.14%
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
1.80%
2.00%
FY10 FY11 FY12 FY13 FY14 FY15 *FY16 *FY17 *FY18Perecntage of Assessed Valuations 357
Bond Rating
The City obtains its General Obligation bond rating from Moody’s Investors Service each time
a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s Aaa bond
is a strategic priority for the City.
Fund Balance
The estimated ending fund balance in the Debt Service fund for fiscal year 2015 is
$6,444,718. This is a decline of $2,423,335 or 27.33% from the fiscal year 2014 ending fund
balance. The decrease in fund balance is primarily related to refunding bonds that were held
on hand at the end of fiscal year 2014 and were subsequently used in fiscal year 2015 to
refund bonds.
Ending fund balance for fiscal year 2016 is estimated to be $5,649,800 which is a decrease of
$794,918 or 12.33% from fiscal year 2015. This decrease is due to the early call of the 2008A
general obligation bonds of $2,095,000. The estimated ending fund balance for fiscal year
2017 is projected to be $5,715,892 which is an increase of $66,092 or 1.17%. The fiscal year
2017 budget includes an early call of the 2011A general obligation bonds of $3,080,000.
Although, the entire fund balance for the Debt Service fund is restricted debt service
expenditures, an additional restriction is shown for funds that are being held as a reserve for
the 2012D Tax Increment Revenue Bonds. Restricted fund balance is shown as $1,110,593
for fiscal year 2017.
In fiscal year 2013, an adjustment is presented for the change in budget basis from cash basis
to modified accrual basis of accounting. This change resulted in an upward adjustment of
$124,841 in fund balance. This adjustment primarily relates to taxes and accounts receivable
at year-end.
358
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 10,146,622$ 5,820,298$ 8,868,053$ 6,444,718$ 5,649,800$ 5,715,892$
Revenues:
Property Taxes 12,938,764$ 11,977,754$ 12,725,229$ 12,312,386$ 12,919,875$ 12,582,211$
Other City Taxes 227,873 202,795 227,123 199,499 189,110 183,783
Use Of Money And Property
Interest Revenues 125,012 64,998 74,553 45,929 40,666 38,704
Intergovernmental
Property Tax Credits - - 255,366 483,825 358,354 358,354
Charges For Fees And Services
Building & Devlpmt - - 190,784 - - -
Miscellaneous
Contrib & Donations 170,143 - - - - -
Other Financial Sources
Loan Repayments 535,150 176,381 178,166 188,411 137,132 48,244
Debt Sales 75,931 2,660,000 - - - -
Sub-Total Revenues 14,072,873 15,081,928 13,651,221 13,230,050 13,645,137 13,211,296
Transfers In
Transfers-In 1,101,066 6,515,322 1,134,225 1,185,267 1,567,182 1,157,241
Sub-Total Transfers In 1,101,066 6,515,322 1,134,225 1,185,267 1,567,182 1,157,241
Total Revenues & Transfers In 15,173,939$ 21,597,250$ 14,785,446$ 14,415,317$ 15,212,319$ 14,368,537$
Expenditures:
Financial Services & Charges 6,372$ 545$ -$ 10,000$ 5,000$ 5,000$
Issuance Costs - 11,962 - - - -
GO Bonds Principal 16,770,000 11,200,000 15,525,000 13,480,000 13,495,972 10,583,318
GO Bonds Interest 2,356,124 1,872,314 1,608,446 1,514,900 1,441,220 1,625,395
Revenue Bonds Principal - - - 130,000 130,000 135,000
Revenue Bonds Interest 38,086 75,335 75,335 75,335 74,035 72,345
Sub-Total Expenditures 19,170,582 13,160,156 17,208,781 15,210,235 15,146,227 12,421,058
Transfers Out:
Misc Transfers Out 454,522 5,389,339 - - - -
Sub-Total Transfers Out 454,522 5,389,339 - - - -
Total Expenditures & Transfers Out 19,625,104$ 18,549,495$ 17,208,781$ 15,210,235$ 15,146,227$ 12,421,058$
Fund Balance, June 30 5,695,457$ 8,868,053$ 6,444,718$ 5,649,800$ 5,715,892$ 7,663,371$
Change in Accounting Method 124,841 - - - - -
Adjusted Fund Balance, June 30 5,820,298 8,868,053 6,444,718 5,649,800 5,715,892 7,663,371
Restricted / Committed /Assigned 662,510 662,658 667,748 816,378 1,110,593 1,401,498
Unassigned Balance 5,157,788$ 8,205,395$ 5,776,970$ 4,833,422$ 4,605,299$ 6,261,873$
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Debt Service Fund (5000 - 5999)
Fund Summary
359
FY2016 FY2017 FY2018
2008B G.O. Refunding 17,005,000$ 2018 3,055,000$ 1,639,300$ 1,622,675$ 1,602,938$
2009C G.O. Multi-purpose 6,685,000 2019 2,210,000 792,000 791,300 795,000
2010B G.O. Multi-purpose 7,420,000 2020 3,115,000 813,775 819,275 824,375
2011A G.O. Multi-purpose 7,925,000 2021 3,940,000 987,044 983,031 986,531
2011C G.O. Refunding 10,930,000 2021 6,235,000 1,374,838 1,378,963 1,374,463
2012A G.O. Multi-purpose 9,070,000 2022 5,680,000 1,018,813 1,016,113 1,013,113
2012D TIF Revenue Bonds 2,655,000 2032 2,525,000 205,335 204,035 207,345 100% TIF
2013A G.O. Multi-purpose 7,230,000 2023 5,750,000 845,875 858,325 865,575
2014 G.O. Multi-purpose/
Refunding
11,980,000 2024 8,870,000 2,436,325 2,402,825 1,074,125
2015 G.O. Multi-Purpose 7,785,000 2025 7,090,000 852,175 853,713 854,513
2016 G.O. Proposed 9,666,426 2026 9,666,426 - 1,130,972 1,130,972
2017 G.O. Proposed 14,419,740 2027 - - - 1,687,110
Total - General Obligation Debt Service: 58,136,426$ 10,965,478$ 12,061,226$ 12,416,058$
Principal
Outstanding
June 30, 2016
General Obligation Bonds/TIF Revenue Bonds
Outstanding Debt Obligation
Summary by Individual Issue
Debt Service Payments
Issue / Use of Funds
Fiscal Year
Debt Paid in
Full
Amount of
Issue
360
Fiscal
Year Principal Interest Total
2017 1,510,000 112,675 1,622,675 1,622,675 3,055,000 3.625%
2018 1,545,000 57,938 1,602,938 1,602,938 1,545,000 3.750%
Totals 3,055,000 170,613 3,225,613 3,225,613
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Refunded 1998 GO Bonds 2,750,000$
Refunded 1999 GO Bonds 4,750,000
Refunded 2000 GO Bonds 9,580,000
Issuance Costs 113,345
Bond Premium (188,345)
Amount of Issue 17,005,000$
2008B General Obligation Refunding Bond Issue
Principal: $17,005,000
Dated: October 15, 2008
Callable: June 1, 2016
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
361
Fiscal
Year Principal Interest Total
2017 710,000 81,300 791,300 791,300 2,210,000 3.000%
2018 735,000 60,000 795,000 795,000 1,500,000 4.000%
2019 765,000 30,600 795,600 795,600 765,000 4.000%
Totals 2,210,000 171,900 2,381,900 2,381,900
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Airport Runways 303,923$
Lower Muscatine Rd - Kirkwood 125,000
Highway 6 Widening-Scott Blvd.1,150,000
Annual Traffic Signals 120,000
Sidewalk Infill 100,000
1st Ave Railroad Overpass 500,000
420th Street Improvemnts 1,500,000
Salt Storage Building 700,000
Public Wks Facility Sitework 280,000
Parks Annual Improvments 200,000
Soccer Field Renovation 100,000
Napolean Park Softball Renovation 180,000
Public Art 50,000
Rec Center Roof 263,779
Rec Center Elevator 70,000
Wetherby Park Splashpad 100,000
Mercer Pool Filter System 250,000
Fire Apparatus 509,000
City Hall-Other Projects 50,000
Senior Center Roof 50,000
Issuance Costs 83,298
Amount of Issue 6,685,000$
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Property Tax
Revenue
2009C General Obligation Bond Issue
Principal: $6,685,000
Dated: June 8, 2009
Callable: June 1, 2017
Coupon
Rate
362
Fiscal
Year Principal Interest Total
2017 745,000 74,275 819,275 819,275 3,115,000 2.000%
2018 765,000 59,375 824,375 824,375 2,370,000 2.250%
2019 790,000 42,163 832,163 832,163 1,605,000 2.500%
2020 815,000 22,413 837,413 837,413 815,000 2.750%
Totals 3,115,000 198,225 3,313,225 3,313,225
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Rehab Runway 7/25 & 12/30 Intersection 151,090$
Lower Muscatine - Kirkwood to First Avenue 65,678
Sycamore-Highway 6 to CityLimit 1,930,000
Traffic Signal Projects 120,000
Gilbert Street Streetscape 310,000
Bowery Street Brick Repair 300,000
Sidewalk Infill 100,000
Burlington/Madison Intersection 290,000
Iowa River Power Dam Pedestrian Bridge 27,500
Dodge St/I-80 Pedestrian Bridge 550,000
Parks Annual Improvements 162,000
Cemetery Resurfacing 50,000
Terry Trueblood Recreation Area 606,388
City Park-Old Shop Repairs 128,000
Cemetery Storage Building 40,000
Infant Columbarium and Sculpture 85,000
Butler Bridge Pedestrian Trail 82,500
Radio System Upgrade & Migration 300,000
Fire Station #4 700,000
Public Works Fuel Facility 700,000
Soccer Park Shelters 38,117
Soccer Field Renovation 111,883
Recreation Center Elevator Upgrade 70,000
Evidence Storage Facility 273,000
City Hall - Other Projects 50,000
Space Needs Study 80,000
Issuance Costs 98,844
Amount of Issue 7,420,000$
2010B General Obligation Bond Issue
Principal: $7,420,000
Dated: August 2, 2010
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
363
Fiscal
Year Principal Interest Total
2017 860,000 123,031 983,031 983,031 3,940,000 2.500%
2018 885,000 101,531 986,531 986,531 3,080,000 3.000%
2019 910,000 74,981 984,981 984,981 2,195,000 3.250%
2020 940,000 45,406 985,406 985,406 1,285,000 3.500%
2021 345,000 12,506 357,506 357,506 345,000 3.625%
Totals 3,940,000 357,456 4,297,456 4,297,456
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Airport Runway 7 Parallel Grading 90,750$
Airport Hangar L - 6 units 300,000
Airport Equipment Shelter 7,500
Airport Hangar Maintenance 36,000
Northside Mrktp Strtscp 500,000
Lower Muscatine - Kirkwood to First Ave 1,091,261
Sycamore - Brns to City Lmt 1,095,000
Traffic Signal Project 120,000
ADA Curb Ramps 50,000
Scott Blvd Overlay 400,000
Sidewalk Infill 100,000
Iowa River Power Dam Pedestrian Bridge 100,000
Parks Annual Improvements 200,000
Hickory Hill Restroom & Bridge 150,000
Terry Trueblood Recreation Area 250,000
Court Hill Park Restroom 95,000
College Green Light Replacement 90,000
Park Sidewalk Replacement 85,000
Intra-city Bike Trails 50,000
Butler Bridge Ped Trail 340,000
Terry Trueblood Trail Connection 94,000
Rec Center Improvements 225,000
N. Market Square Park Redevelopment 280,000
Fire Apparatus 754,000
Fire Station #4 Vehicles 1,278,000
City Hall-Other Projects 50,000
Issuance Costs 93,489
Amount of Issue 7,925,000$
2011A General Obligation Bond Issue
Principal: $7,925,000
Dated: June 8, 2011
Callable: June 1, 2017
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
364
Fiscal
Year Principal Interest Total
2017 1,180,000 198,963 1,378,963 1,378,963 6,235,000 2.500%
2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 3.000%
2019 1,240,000 133,313 1,373,313 1,373,313 3,850,000 3.250%
2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 3.500%
2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 3.625%
Totals 6,235,000 642,963 6,877,963 6,877,963
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Advance Refunded 2002 GO Bonds 10,580,000$
Amount Placed with Escrow Agent 505,231
Issuance Costs 112,681
Bond Premium (267,912)
Amount of Issue 10,930,000$
2011C General Obligation Refunding Bond Issue
Principal: $10,930,000
Dated: June 8, 2011
Callable: June 1, 2017
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
365
Fiscal
Year Principal Interest Total
2017 900,000 116,113 1,016,113 955,616 60,496 5,680,000 2.00%
2018 915,000 98,113 1,013,113 952,795 60,318 4,780,000 2.00%
2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00%
2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00%
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 5,680,000 419,975 6,099,975 5,736,801 363,174
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Runway 7-25 Taxiway 232,000$
First Ave Storm Sewer 710,000
Lower Muscatine - Kirkwood to First Avenue 540,000
Traffic Signals Project 120,000
Sidewalk Infill 100,000
Brick Street Construction 290,000
First Ave/IAIS Railroad Overpass 2,190,000
Dubuque St. Pedestrian Bridge 380,000
West Side Levee 400,000
East Side Levee 100,000
Normandy Dr. & Manor Intersect 80,000
Parks Annual Improvements 200,000
Cemetery Road Resurfacing 50,000
Terry Trueblood Recreation Area 500,000
Intra-city Bike Trails 50,000
Highway 1 Sidewalk/Trail 1,000,000
Fire Apparatus 634,000
New Animal Shelter 700,000
Fire Station #1 Kitchen Remodel 129,905
Police Crime Lab 82,600
Police Station Remodel 198,450
Police Breakroom/Restroom Remodel 59,250
City Hall Improvements 141,300
City Hall Security Camera Upgrade 75,000
Issuance Costs 107,495
Amount of Issue 9,070,000$
2012A General Obligation Bond Issue
Principal: $9,070,000
Dated: June 20, 2012
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
366
Fiscal
Year Principal Interest Total
2016 130,000 75,335 205,335 205,335 2,655,000 1.000%
2017 130,000 74,035 204,035 204,035 2,525,000 1.30%
2018 135,000 72,345 207,345 207,345 2,395,000 1.60%
2019 135,000 70,185 205,185 205,185 2,260,000 2.00%
2020 140,000 67,485 207,485 207,485 2,125,000 2.10%
2021 140,000 64,545 204,545 204,545 1,985,000 2.30%
2022 145,000 61,325 206,325 206,325 1,845,000 2.40%
2023 150,000 57,845 207,845 207,845 1,700,000 2.60%
2024 150,000 53,945 203,945 203,945 1,550,000 2.80%
2025 155,000 49,745 204,745 204,745 1,400,000 3.00%
2026 160,000 45,095 205,095 205,095 1,245,000 3.20%
2027 165,000 39,975 204,975 204,975 1,085,000 3.40%
2028 170,000 34,365 204,365 204,365 920,000 3.60%
2029 175,000 28,245 203,245 203,245 750,000 3.70%
2030 185,000 21,770 206,770 206,770 575,000 3.70%
2031 190,000 14,925 204,925 204,925 390,000 3.75%
2032 200,000 7,800 207,800 207,800 200,000 3.90%
Totals 2,525,000 763,630 3,288,630 3,288,630
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Park @ 201 Project 2,330,000$
Debt Service Reserve 207,845
Capitalized Interest 38,086
Issuance Costs 79,069
Amount of Issue 2,655,000$
2012D Taxable Urban Renewal Revenue Bonds
Principal: $2,655,000
Dated: November 29, 2012
Callable: June 1, 2021
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Tax
Increment
Financing
367
Fiscal
Year Principal Interest Total
2017 775,000 83,325 858,325 708,148 150,177 5,750,000 1.00%
2018 790,000 75,575 865,575 714,129 151,446 4,975,000 1.00%
2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25%
2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45%
2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 5,750,000 379,673 6,129,673 5,057,192 1,072,481
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,610,000$
Lower Muscatine-Kirkwood to First Ave 375,000
Traffic Signals Project 250,000
Sidewalk Infill Program 100,000
Taft Speedway Levee Project 100,000
Warm Storage Building, Napolean Park 300,000
CBD Streetscape Project 350,000
William Street Reconstruction 540,000
Parks Annual Improvements 200,000
Hickory Hills Restroom/Saferoom 34,000
Terry Trueblood Recreation Area 2,000,000
Normandy Drive Restoration Project 409,050
Fairmeadows Restroom & Splash Pad 95,000
Intra-city Bike Trails 50,000
Scott Park Development & Trail 140,000
City Hall Projects 116,400
Projectdox Quickstart 306,000
Library Public Space Remodeling 100,000
Fire Station #3 Kitchen Remodel 35,000
Issuance Costs 119,550
Amount of Issue 7,230,000$
Property Tax
Revenue
Tax
Increment
Financing
2013A General Obligation Bond Issue
Principal: $7,230,000
Dated: July 16, 2013
Callable: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
368
Fiscal
Year Principal Interest Total
2017 2,185,000 217,825 2,402,825 1,768,017 333,908 300,900 8,870,000 2.00%
2018 900,000 174,125 1,074,125 741,054 333,071 - 6,685,000 2.00%
2019 910,000 156,125 1,066,125 735,535 330,590 - 5,785,000 3.00%
2020 925,000 128,825 1,053,825 727,049 326,776 - 4,875,000 3.00%
2021 950,000 101,075 1,051,075 725,152 325,923 - 3,950,000 3.00%
2022 970,000 72,575 1,042,575 719,287 323,288 - 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 724,927 325,823 - 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 728,377 327,373 - 1,030,000 2.50%
Totals 8,870,000 927,050 9,797,050 6,869,397 2,626,753 300,900
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,890,000$
First Ave/IAIS Railroad Crossing Improvements 1,000,000
Sycamore Street - City Limits to South Gilbert Street 2,500,000
CBD Streetscape Project 1,000,000
Normandy Drive Restoration Project 409,050
City Park Master Plan & Pool Upgrade 650,000
Willow Creek/Kiwanis Park Master Plan 50,000
Library Public Space Remodeling 100,000
Fire SCBA/Air System Replacement 500,000
UniverCity Neighborhood Partners 500,000
Public Works Facility Master Plan 310,000
2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000
City Hall-Other Projects 244,165
Issuance Costs 166,785
Amount of Issue 11,980,000$
Property Tax
Revenue
Tax
Increment
Financing
Water
Revenue
2014 General Obligation/Refunding Bond Issue
Principal: $11,980,000
Dated: June 3, 2014
Callable: June 1, 2020
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
369
Fiscal
Year Principal Interest Total
2017 710,000 143,713 853,713 681,847 171,866 7,090,000 2.00%
2018 725,000 129,513 854,513 794,142 60,370 6,380,000 2.00%
2019 740,000 115,013 855,013 794,607 60,406 5,655,000 2.00%
2020 765,000 100,213 865,213 804,086 61,126 4,915,000 2.00%
2021 785,000 83,000 868,000 806,677 61,323 4,150,000 2.00%
2022 805,000 67,300 872,300 810,673 61,627 3,365,000 2.00%
2023 830,000 51,200 881,200 818,944 62,256 2,560,000 2.00%
2024 850,000 34,600 884,600 822,104 62,496 1,730,000 2.00%
2025 880,000 17,600 897,600 834,186 63,414 880,000 2.00%
Totals 7,090,000 742,150 7,832,150 7,167,267 664,883
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 200,000$
City Hall-Other Projects 100,000
City Hall Remodel-NDS 2nd Floor 466,299
Fiber Optic Infill Program 100,000
CBD Streetscape Project 350,000
Riverside Drive Pedestrian Tunnel 100,000
Lower City Park Emergency Access Road 220,000
Mercer Park Playground 150,000
Intra-City Bike Trails 50,000
Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000
Elementary School Recreation Facility Partnership 700,000
Tennis Court/Pickle Ball Court Resurfacing 70,000
Youth Sports Complex Feasibility Study 50,000
Harrison Street Reconstruction 500,000
Sidewalk Infill Program 100,000
Burlington & Clinton Street Intersection Improvements 840,000
First Ave/IAIS Railroad Crossing Improvements 3,050,000
Dubuque Street/I-80 Pedestrian Bridge 276,158
Issuance Costs 112,543
7,785,000$
2015 General Obligation Bond Issue
Principal: $7,785,000
Dated: June 2, 2015
Callable: June 1, 2023
Project
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
Tax
Increment
Financing
370
ENTERPRISE FUNDS
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Stormwater Management
Cable Television
Housing Authority
F
Y
2
0
1
7
372
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 and a waiver for the customer’s first
parking fine. 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
intended effect is to lower parking ramp revenue but raise parking meter revenue.
The Parking fund’s unassigned fund balance on June 30, 2015 was $3.3 million, a 32.75%
decrease from fiscal year 2014. This decrease was due to the early defeasance of the 2009
parking revenue bonds. Using parking cash balances and a $2.5 million loan from the Landfill
Fund, the 2009 parking revenue bonds were defeased by placing approximately $7.3 million
with a trustee.
The fiscal year 2016 year-end unassigned fund balance is estimated to increase 34.91% from
$3.33 million to $4.49 million. In fiscal year 2017, the unassigned fund balance is estimated to
increase 33.57% to $5.996 million. These increases are primarily due to the reduction of debt
service expenditures.
(1) FY16 and FY17 figures are estimates
Estimated restricted fund balance at June 30, 2017 is $5,885,583. This restricted fund balance
represents funds held in accordance with the parking impact fee ordinance and funds from the
anticipated sale of the parking lot at the corner of Court & Linn Streets. Prior year restricted
373
fund balances also included funds that were held in accordance with revenue bond provisions
that were eliminated when the 2009 revenue bonds were defeased.
The City has signed a development agreement for the sale of the parking lot at the corner of
Court & Linn Streets for $5.5 million. Completion of the sale is expected to take place in the
spring of 2016. These funds will be placed into the Parking Debt Service Reserve to be used to
make lease-purchase payments on the proposed Harrison Street parking facility.
A parking facility impact fee, which deals with off-street parking requirements, is required for
residential development in most of the Near Southside Neighborhood. The Near Southside is
bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east,
and the Iowa Interstate Railway main-line to the south. The revenues from the impact fee are
used by the City to provide parking facilities in the Near Southside. A formula is used to
determine the amount of required off-street parking and the amount of required parking impact
fee. The Neighborhood & Development Services department collects the fee, which may be
paid in three installments, with the first installment due before the certificate of occupancy is
issued.
During fiscal year 2012, the Parking Facility and Enforcement Automation capital project began.
The project involved the automation of operations in the parking decks and the upgrade of
parking meters on street to a smart meter system. Additional pay on foot and pay in lane
equipment was placed in Capitol St., Dubuque St., and Tower Place facilities. The on-street
parking meters were upgraded to allow credit card payment and pay by cell options. This has
created the ability to push real-time parking data to customers related to parking availability on
street. This also allows for better access and more convenient payment options for our
customers while enhancing operational efficiencies. The total project cost was approximately
$2.2 million and was funded entirely from parking revenues. The Parking fund transferred $2.15
million towards this project in fiscal years 2012 through 2015.
The City has entered into an agreement for the construction of a 600 space parking facility
along Harrison Street between Dubuque and Clinton Streets. The facility is part of a larger
development that includes Midwest One Bank and the 28-unit Sabin townhome development.
The lease purchase is being funded through Capital One Public Funding and will cost
approximately $15.3 million to build. The facility is expected to be completed in the spring of
2017 and lease payments are expected to begin in July 2017.
In FY13, an accounting adjustment was also recorded for the change in accounting basis from
cash to modified accrual. This resulted in a decrease to fund balance of $172,945. The
decrease was primarily due to accounts and contracts payable.
Revenue:
Rates for the Parking System are set by the City Council. Parking System rates are reviewed
annually. The following tables list hourly and monthly Parking System rates and charges as
approved by the City Council. These rates include the most recent hourly rate adjustments that
were approved by the City Council on June 4, 2013, and became effective July 1, 2013 and the
proposed monthly permit rate adjustments that were approved by the City Council on June 2,
2009 and became effective July 1, 2009.
374
Hourly Rates and Charges
Fiscal
Year
Capitol Street
Garage
Dubuque Street
Garage
Chauncey Swan
Garage
Tower Place
Garage
2014* $1.00 $1.00 $0.75 $1.00
2007 0.75 0.75 0.60 0.75
2002 0.60 0.60 0.50 0.60
2001 0.50 0.50 0.40 0.60
1997 0.50 0.50 0.40 --
1993 0.50 0.45 0.40 --
*Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free.
Monthly Rates and Charges
Fiscal
Year
Capitol Street
Garage
Dubuque Street
Garage
Chauncey Swan
Garage
Tower Place
Garage
2011 $80.00 $80.00 $80.00 $80.00
2010 80.00 80.00 70.00 80.00
2007 75.00 65.00 60.00 75.00
2004 70.00 60.00 55.00 70.00
2002 60.00 50.00 45.00 60.00
2001 55.00 45.00 40.00 60.00
Fiscal year 2017 revenue is estimated to increase 5.6% when compared to fiscal year 2016
estimated revenue (not including the sale of land.) This increase is anticipated due to increased
revenue due to the change in the parking rate structure. Parking service charges are
approximately 94% of fund revenues and parking fines are about 4%. Parking fine revenues
have decreased due to the waiver of first violations for drivers that was instituted with the new
revenue structure.
94%
4%
1% 1%
FY17 Estimated - $5,625,275
Service Charges
Fines
Other
Interest Income
375
Expenditures:
Fiscal year 2017 budgeted expenditures represent a 2.8% increase from fiscal year 2016
estimated expenditures. This is primarily due to an increase in capital outlay expenditures.
The Parking Fund is budgeting $400,000 for transfers to the capital project funds for parking
facility restoration and repairs.
376
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 6,747,310$ 6,428,562$ 6,867,952$ 3,713,076$ 10,374,594$ 11,881,504$
Revenues:
Use Of Money And Property
Interest Revenues 47,422$ 44,062$ 35,207$ 27,765$ 35,000$ 35,000$
Rents 21,790 - - - - -
Parking Meter Revenue 789,191 - - - - -
Parking Lot Revenue 212,500 - - - - -
Parking Ramp Revenue 3,466,776 - - - - -
Misc Parking Revenue 132,547 - - - - -
Charges For Fees And Services
Refuse Charges 43 - - - - -
Parking Charges - 5,096,819 5,253,013 5,076,208 5,261,554 5,501,554
Miscellaneous
Parking Fines 253,183 197,578 248,841 197,578 250,000 250,000
Other Misc Revenue 35,707 26,146 82,592 27,325 78,721 78,721
Other Financial Sources
Sale Of Assets - - - 5,500,000 - -
Sub-Total Revenues 4,959,159 5,364,605 5,619,653 10,828,876 5,625,275 5,865,275
Transfers In:
Transfer In - Interfund Loan from Landfill Res - - 2,495,350 - - -
Transfer In - Tax Increment Financing - 18,850 - - - -
1) Debt Service Transfers 844,150 840,350 3,943,875 5,500,000 - 729,112
Sub-Total Transfers In 844,150 859,200 6,439,225 5,500,000 - 729,112
Total Revenues & Transfers In 5,803,309$ 6,223,805$ 12,058,878$ 16,328,876$ 5,625,275$ 6,594,387$
Expenditures:
Parking Administration 946,746$ 1,082,938$ 1,227,040$ 1,219,795$ 1,304,558$ 1,283,441$
On Street Operations 786,887 741,712 833,273 949,234 911,311 910,042
Parking Lot Operations 2,738 - - - - -
Parking Ramp Operations 1,194,908 1,095,959 1,194,953 1,226,892 1,274,132 1,365,770
Parking Debt Service 838,975 838,300 7,973,550 - - 1,114,695
Sub-Total Expenditures 3,770,254 3,758,909 11,228,816 3,395,921 3,490,001 4,673,948
Transfers Out:
Capital Improvement Projects 827,266 1,185,156 (103,318) 550,000 400,000 570,000
1) Debt Service Transfers 844,150 840,350 3,943,875 5,500,000 - 729,112
Interfund Loan Repayment to Landfill 507,442 - 144,381 221,437 228,364 235,310
Sub-Total Transfers Out 2,178,858 2,025,506 3,984,938 6,271,437 628,364 1,534,422
Total Expenditures & Transfers Out 5,949,112$ 5,784,415$ 15,213,754$ 9,667,358$ 4,118,365$ 6,208,370$
Fund Balance, June 30 6,601,507$ 6,867,952$ 3,713,076$ 10,374,594$ 11,881,504$ 12,267,521$
Change in Accounting Method (172,945) - - - - -
Adjusted Fund Balance, June 30 6,428,562 6,867,952 3,713,076 10,374,594 11,881,504 12,267,521
Restricted / Committed /Assigned 1,666,646 1,919,908 385,583 5,885,583 5,885,583 5,500,000
Unassigned Balance 4,761,916$ 4,948,044$ 3,327,493$ 4,489,011$ 5,995,921$ 6,767,521$
% of Revenues & Transfers In 82%80%28%27%107%103%
1) Same Fund Transfers
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Parking (7100 - 7102)
Fund Summary
377
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 a 25% cost share of the Transportation &
Resource Management Administration budget, 2.50 FTE Operations Supervisors, .38
FTE Operations Specialist, and 1.0 Customer Service Representative positions.
Administration oversees the operation of:
On-Street Operations
Short-term meters (1-2 hours) are concentrated in the core of the downtown. These
meters are intended for shopper's use.
Parking Lot Operations
North Area
Schumann Lot (near
Market & Dubuque)
Market Street Lot
(near Gilpin's Paint)
Central Area
Recreation Center Lot
Burlington Street Lot
(near Mill Restaurant)
South Area
Maiden Lane Parking
Lot (west of Gilbert
Street)
Parking Ramp Operations
Cashiered Garages:
Dubuque Street Garage (220 S. Dubuque Street) One block south of the Public
Library
Capitol Street Garage (Burlington & Capitol Street) Adjoins Old Capitol Town Center
Unattended Garages:
Chauncey Swan Garage (Washington Street across from City Hall)
Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use
commercial/parking facility
Court Street Transportation Center (Dubuque and Court Street) mixed-use
commercial/parking facility. Managed by the Transit Division.
Parking Debt Service
Parking debt service consists of principal and interest payments on parking revenue
bonds, which are repaid with parking revenue.
378
HIGHLIGHTS
Completion of arrangements for lease purchase of Harrison Street project
Completed second year of First Hour Free resulting in over 1.3 million hours of free
parking
Joint project with University of Iowa to implement a bicycle sharing program
Recent Accomplishments:
Absorbed oversight of CBD
Maintenance operations
Contracted with ABM and Shelter
House for cleaning services in CBD
Completed $500,000 facility
restoration project
Completed RFI for Capitol Street
Facility façade improvements
Upcoming Challenges:
University of Iowa Project to
construct building on parking lot at
corner of Iowa Ave. and Gilbert
Street
Development of the College &
Gilbert and Court & Linn properties
and the impact they could have on
parking inventory
Increase in demand for bicycle
accommodation
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 26.25 23.13 21.63
Staffing Level Change Summary:
In fiscal year 2016, the Transportation and Resource Management department was part of a re-
organization with the Public Works department. This resulted in changes to the staffing levels in
the Parking Operations as the .50 FTE for the Transportation and Resource Management
Director and the .50 FTE for the Associate Director are being moved entirely to the
Transportation & Resource Management Administration budget in the General Fund and out of
the Parking Administration budget. These staffing changes will take effect in fiscal year 2017.
Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative
positions in the Parking and Transit funds. The result of this change is that the Customer
Service Representatives in the Parking On-street Operations budget decreased from 1.50 FTE
to 1.00 FTE and moved to the Parking Administration budget.
379
Service Level Change Summary:
There were no service level changes requested as a part of the fiscal year 2017 budget.
Financial Highlights:
With the reorganization of the Transportation & Resource Management department and the re-
allocation of the Administration staff, an administrative chargeback was added to the Parking
Administration budget. The Transportation & Resource Management Administration budget
was added to the General Fund. 25% of this budget is being allocated to the Parking operations
to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an
increase in Services costs in the Parking Administration budget.
There is currently one capital project budgeted for 2017 which consists of a $400,000 parking
facility restoration project; this is shown as a transfers out. The operating budget contains
$108,500 in capital outlay items which include expansion of the recently installed Big Belly trash
and recycling units, increased bicycle amenities, and replacement of parking access control
equipment.
There is $5.5 million of sale of assets revenue that is being revised into the fiscal year 2016
budget. This is from the anticipated sale of the parking lot at the corner of Court & Linn Streets
that is currently part of a development agreement. These funds will be placed into the Parking
Debt Service Reserve to be used to make lease-purchase payments on the proposed Harrison
Street parking facility.
380
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
4,215,164 4,337,326 4,453,418 4,762,105 5,145,968
0.3%2.9%2.7%6.9%8.1%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Credit Card Usage – Access Controlled Facilities
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
42%43%53%62%67%
Percent Change
Enhanced Communication and Marketing
Increase convenience and access for parking customers.
Increase credit card usage as a payment mechanism to 75%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Strong Urban Core
Provide convenient parking options.
Increase transient hours parked in downtown on-street and off-
street spaces.
Transient Hours Parked
381
City of Iowa City
Activity: Parking Administration (810110)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 47,422$ 44,062$ 35,207$ 27,765$ 35,000$ 35,000$
Miscellaneous
Parking Fines 253,183 197,578 248,841 197,578 250,000 250,000
Other Misc Revenue (849) 2,044 5,112 - - -
Other Financial Sources
Sale Of Assets - - - 5,500,000 - -
Total Revenues 299,756$ 243,684$ 289,160$ 5,725,343$ 285,000$ 285,000$
Expenditures:
Personnel 371,104$ 413,930$ 432,162$ 452,639$ 379,216$ 390,592$
Services 573,436 665,724 794,878 767,156 925,342 892,849
Supplies 2,206 3,284 - - - -
Total Expenditures 946,746$ 1,082,938$ 1,227,040$ 1,219,795$ 1,304,558$ 1,283,441$
Personnel Services - FTE 2013 2014 2015 2016 2017
Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 -
Customer Service Rep - Transp. Serv.- - - - 1.00
Operations Supv - Trans Serv 3.00 3.00 3.00 2.50 2.50
Operations Specialist - Transp. Serv.- - - 0.38 0.38
Transportation and Res Mgmt Director 0.50 0.50 0.50 0.50 -
Total Personnel 4.00 4.00 4.00 3.88 3.88
Activity Summary
382
City of Iowa City
Activity: On Street Operations (810120)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Parking Meter Rev 789,191$ -$ -$ -$ -$ -$
Parking Lot Revenue 197,380 - - - - -
Misc Parking Revenue 48,075 - - - - -
Charges For Fees And Services
Parking Charges - 1,583,111 1,662,535 1,623,230 1,675,554 1,675,554
Miscellaneous
Other Misc Revenue 594 1,067 (1,415) - - -
Total Revenues 1,035,240$ 1,584,178$ 1,661,120$ 1,623,230$ 1,675,554$ 1,675,554$
Expenditures:
Personnel 612,512$ 493,594$ 471,367$ 647,358$ 578,438$ 595,791$
Services 152,103 215,124 321,252 269,721 260,084 265,286
Supplies 20,932 20,520 13,345 8,905 8,789 8,965
Capital Outlay 1,340 12,474 27,309 23,250 64,000 40,000
Total Expenditures 786,887$ 741,712$ 833,273$ 949,234$ 911,311$ 910,042$
Personnel Services - FTE 2013 2014 2015 2016 2017
Customer Service Rep - Pkg 1.00 1.50 1.50 1.50 -
Electronics Technician - Transp. Serv.- - 1.00 1.00 1.00
MW II - Transportation Serv. 3.00 3.00 2.00 2.00 2.00
Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00
Total Personnel 9.00 9.50 9.50 9.50 8.00
Capital Outlay 2016 2017
Bike racks - replacement/expansion -$ 12,000$
Bicycle parklets - 25,000
Big Belly trash receptacles (3)- 24,000
Bicycle fix it stations - 3,000
Parking meters 23,250 -
Total Capital Outlay 23,250$ 64,000$
Activity: Parking Lot Operations (810130)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Parking Lot Revenue 15,120$ -$ -$ -$ -$ -$
Total Revenues 15,120$ -$ -$ -$ -$ -$
Expenditures:
Services 2,738$ -$ -$ -$ -$ -$
Total Expenditures 2,738$ -$ -$ -$ -$ -$
Activity Summary
Activity Summary
383
City of Iowa City
Activity: Parking Ramp Operations (810140)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 21,790$ -$ -$ -$ -$ -$
Parking Ramp Revenue 3,466,776 - - - - -
Charges For Fees And Services
Refuse Charges 43 - - - - -
Parking Charges - 3,429,236 3,590,478 3,452,978 3,586,000 3,826,000
Miscellaneous
Other Misc Revenue 35,962 23,035 78,895 27,325 78,721 78,721
Total Revenues 3,524,571$ 3,452,271$ 3,669,373$ 3,480,303$ 3,664,721$ 3,904,721$
Expenditures:
Personnel 713,089$ 638,129$ 588,614$ 608,352$ 654,560$ 674,197$
Services 434,189 416,636 578,498 567,948 553,517 654,587
Supplies 38,455 37,649 27,841 27,712 21,555 36,986
Capital Outlay 9,175 3,545 - 22,880 44,500 -
Total Expenditures 1,194,908$ 1,095,959$ 1,194,953$ 1,226,892$ 1,274,132$ 1,365,770$
Personnel Services - FTE 2013 2014 2015 2016 2017
Cashier - Parking 11.25 9.75 9.75 6.75 6.75
M.W. I - Parking Systems 4.00 2.50 2.50 2.50 2.50
M.W. I - Transit 0.50 - - - -
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 16.25 12.75 12.75 9.75 9.75
Capital Outlay 2016 2017
Industrial parking PC's (17)-$ 25,500$
Point-of-sale (POS) units (4)- 12,000
20-bike stackable rack - 7,000
Total Capital Outlay -$ 44,500$
Activity Summary
384
City of Iowa City
Activity: Parking Debt Service (810180)Fund: Parking (7101)
Division: Parking (810100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Misc Parking Revenue/Charges
Parking Impact Fees 84,472$ 84,472$ -$ -$ -$ -$
Transfers In:
Transfer In - Interfund Loan fr Landfill Res - - 2,495,350 - - -
Debt Service Transfer
(From Parking Unrestricted to
Restricted for Debt Service)844,150 840,350 3,943,875 5,500,000 - 729,112
Total Revenues & Transfers In 928,622$ 924,822$ 6,439,225$ 5,500,000$ -$ 729,112$
Expenditures:
Lease-purchase Payments -$ -$ -$ -$ -$ 1,114,695$
Revenue Bonds Principal
& Interest Payments 838,975 838,300 7,973,550 - - -
Total Expenditures & Transfers Out 838,975$ 838,300$ 7,973,550$ -$ -$ 1,114,695$
Activity Summary
385
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.
In fiscal year 2015, total fund balance grew by 20.1% or $796,636 over fiscal year 2014 as
operating revenues exceeded projections and were greater than operating expenditures. In
addition, the planned purchase of four buses was not completed prior to June 30. The fiscal
year 2016 projected total fund balance is estimated as 6.4% or $303,991 higher than fiscal year
2015 and is budgeted to grow another 1.8% or $91,557 in fiscal year 2017.
(1) FY16 and FY17 figures are estimates
The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year
2017, the assigned fund balance is estimated at $863,251. Funds are transferred from the
Transit operations to the bus replacement reserve at 20% of depreciation expense. Bus grants
typically cover about 80% of the cost of replacement, and the bus replacement reserves are
expected to cover the remaining 20%. Bus replacements are scheduled in fiscal years 2016
and 2017.
In fiscal year 2013, an adjustment to fund balance was made for the change in accounting
method from cash basis to accrual basis. This resulted in a downward adjustment of $456,213
in fund balance. This decrease was a result of accounts and contracts payable at year-end.
FY13 FY14 FY15 FY16 FY17
Assigned $1,745,925 $1,131,918 $1,268,156 $1,350,068 $863,251
Unassigned $2,113,868 $2,833,831 $3,494,229 $3,716,308 $4,294,682
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Fund Balance (1)
386
Revenues:
The Transit fund is funded through several revenue sources:
Federal Operating Assistance: Based on an MPOJC formula, these funds
are distributed annually between Cambus, Coralville Transit, and Iowa City
Transit. State Operating Assistance: Job Access and Reverse Commute
Program (JARC), is a Federally-funded, application-based grant program,
with annual allocations. This is 20.4% of fiscal year 2017 budgeted revenue.
Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the
legal authority for municipalities to levy additional taxes, including “a tax for
the operation and maintenance of a municipal transit system…” Iowa City
transit property tax levy is $.95 per thousand of valuation. These property tax
funds are collected in the General fund and transferred to the Transit fund.
Bus Fares: Fares amount to 20.3% of the Transit fund revenue. No fare
increases are being proposed for fiscal year 2017.
Court Street Transportation Parking and Rent Revenues: These revenues
include all hourly ($1.00 per hour after the first hour) and permit ($80 per
month) parking as well as rent from the commercial properties.
Other Revenue: The Transit fund also receives revenue from advertising and
other miscellaneous sources.
Fiscal year 2017 revenue is projected to increase from the fiscal year 2016 revised revenue
estimates by 57.4%. The increase is directly related to the bus grants to be received in
fiscal year 2017. 68% of the Transit Fund’s revenue comes from intergovernmental funding
in fiscal year 2017.
The Transit Property Tax Levy estimated at $3.27 million will be transferred into the Transit
fund from the General fund in fiscal year 2017. Combined with the funding from other
governments, approximately $8.13 million of the $10.53 million in revenues and transfers in
or 77.25% is from sources of revenue that are not generated by the transit operations. This
is an increase from last year’s budget of 70.38% due to an increase in bus replacement
grants.
30%
68%
2%0%
FY17 Estimated - $7,120,613
Charges for Services
Intergovernmental
Use of Money & Property
Miscellaneous
387
Expenditures:
Fiscal year 2017 budgeted expenditures represent a 41.4% increase from the fiscal year
2016 revised expenditure budget. The primary difference is an increase in capital outlay
expenditures for bus replacements.
The fiscal year 2017 budget includes a $50,000 capital project transfer for new and
replacement bus shelters.
37%
21%
9%
33%
FY17 Estimated - $10,251,640
Personnel
Services
Supplies
Capital Outlay
388
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 -$ 3,859,793$ 3,965,749$ 4,762,385$ 5,066,376$ 5,157,933$
Revenues:
Use Of Money And Property
Interest Revenues 11,353$ 6,952$ 16,063$ 2,521$ 13,000$ 13,000$
Rents 124,530 128,739 131,943 128,739 132,000 132,000
Parking Ramp Revenue 652,919 - - - - -
Intergovernmental
Fed Intergovnt Rev 1,043,854 1,400,381 1,439,334 1,440,000 1,450,000 1,450,000
Other State Grants 644,416 975,113 642,211 882,542 3,379,183 642,000
Local 28E Agreements 120,413 37,803 32,562 35,522 32,562 32,562
Charges For Fees And Services
Transit Fees 1,292,339 1,384,792 1,445,831 1,384,791 1,448,000 1,476,960
Misc Charges For Svc 3,016 410 2,665 410 2,665 2,665
Refuse Charges 1,541 1,738 810 1,738 1,000 1,000
Parking Charges - 631,383 675,232 645,578 656,000 669,120
Miscellaneous
Printed Materials - 60 30 - - -
Misc Merchandise 1,361 376 1,098 376 1,100 1,100
Other Misc Revenue 736 14,100 32,061 1,251 5,103 5,103
Other Financial Sources
Sale Of Assets - 8,890 - - - -
Sub-Total Revenues 3,896,478 4,590,737 4,419,840 4,523,468 7,120,613 4,425,510
Transfers In:
Transfers In - General Fund 4,027,141 - - - - -
Transfer In - Transit Property Tax Levy 2,754,939 2,858,163 2,972,534 3,110,548 3,272,584 3,272,584
Transfer In - Operations to Bus Reserve 1,892,475 (614,007) 136,238 136,000 136,000 136,000
Sub-Total Transfers In 8,674,555 2,244,156 3,108,772 3,246,548 3,408,584 3,408,584
Total Revenues & Transfers In 12,571,033$ 6,834,893$ 7,528,612$ 7,770,016$ 10,529,197$ 7,834,094$
Expenditures:
Mass Transit Admin 345,618$ 385,144$ 436,566$ 427,978$ 415,836$ 425,467$
Mass Transit Operations 4,112,979 4,961,243 4,528,971 4,653,290 4,812,023 4,939,599
Fleet Maintenance 1,539,029 1,570,311 1,420,644 1,645,090 1,474,141 1,509,251
Court St Transportation Center 158,075 163,326 170,086 153,128 189,640 193,737
Bus Replacement Reserve - - - 370,888 3,360,000 -
Sub-Total Expenditures 6,155,701 7,080,024 6,556,267 7,250,374 10,251,640 7,068,055
Transfers Out:
Capital Project Fund 152,622 207,596 (16,917) 50,000 50,000 1,000,000
InterFund Loan Repay Landfill 54,229 55,324 56,388 29,651 - -
Bus Reserve Transfers Out 1,892,475 (614,007) 136,238 136,000 136,000 136,000
Sub-Total Transfers Out 2,099,326 (351,087) 175,709 215,651 186,000 1,136,000
Total Expenditures & Transfers Out 8,255,027$ 6,728,937$ 6,731,976$ 7,466,025$ 10,437,640$ 8,204,055$
Fund Balance, June 30 4,316,006$ 3,965,749$ 4,762,385$ 5,066,376$ 5,157,933$ 4,787,972$
Change in Accounting Method (456,213) - - - - -
Adjusted Fund Balance, June 30 3,859,793 3,965,749 4,762,385 5,066,376 5,157,933 4,787,972
Restricted / Committed /Assigned 1,745,925 1,131,918 1,268,156 1,350,068 863,251 999,251
Unassigned Balance 2,113,868$ 2,833,831$ 3,494,229$ 3,716,308$ 4,294,682$ 3,788,721$
% of Revenues & Transfers In 17%41%46%48%41%48%
* Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Transit (7150 - 7151)
Fund Summary
389
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 a 25% cost share of the Transportation &
Resource Management Administration budget, a .50 FTE Operations Supervisor, and a
1.0 FTE Customer Service Representative. Administration oversees the operation of:
Mass Transit Operations (fixed-route and paratransit services)
Iowa City Transit fixed route operations include 19 routes during weekday peak service
within the corporate limits of Iowa City and University Heights. Fixed route bus service is
operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from
5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways
while providing hourly service during off-peak and Saturdays. Complimentary paratransit
service is provided mirroring the hours of operation of the fixed route service. These
services are contracted through an agreement with Johnson County SEATS with
vehicles provided by the City of Iowa City.
Fleet Maintenance
Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 11 para-transit
buses, all of which are ADA accessible.
Court Street Transportation Center
In addition to operating the public transit services, Iowa City Transit also operates the
Court Street Transportation Center. This multi-use facility houses a 600 space parking
facility and four commercial properties. This facility was FTA funded resulting in all
revenues being directed to the transit fund.
Bus Replacement Reserve
This reserve holds fund for the replacement of buses. Funds equal to 20% of the
accumulated depreciation of the City’s bus fleet are maintained in this reserve to be
used as a match for state or federal grants to replace buses. This reserve also accounts
for the bus replacement grant and purchase activity.
390
HIGHLIGHTS
Provided just over 1.9 million passenger trips in fiscal year 2015
Provided service covering nearly 710,000 miles and 55,000 hours
Contracted paratransit service provided 104,000 passenger trips in fiscal year 2015
Recent Accomplishments:
Took delivery of four new paratransit
vehicles that received FTA funding
Received additional grant funds to
fund 10 replacement heavy duty
buses
Upcoming Challenges:
Property tax reform and the
impact it could have on transit
levy funds
Relocation of the current transit
maintenance and storage facility
away from the unregulated dump
site it is currently on.
Entering year four of paratransit
services contract. Discussions
will soon begin to discuss future
services.
Continued growth of Iowa City,
including additional schools and
ability to provide transportation
to these areas.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 51.25 51.13 50.63
Staffing Level Change Summary:
In fiscal year 2016, the Transportation and Resource Management department was part of a re-
organization with the Public Works department. This resulted in changes to the staffing levels in
the Transit Operations as the .50 FTE for the Transportation and Resource Management
Director and the .50 FTE for the Associate Director are being moved entirely to the
Transportation & Resource Management Administration budget in the General Fund and out of
the Transit Administration budget. These staffing changes will take effect in fiscal year 2017.
Also changed for fiscal year 2017 was a restructuring of the Customer Service Representative
positions in the Parking and Transit funds. The result of this change is that the Customer
Service Representative in the Transit Administration budget increased from .50 FTE to 1.00
FTE.
391
Service Level Change Summary:
There are no service level changes included in the FY2017 budget.
Financial Highlights:
With the reorganization of the Transportation & Resource Management department and the re-
allocation of the Administration staff, an administrative chargeback was added to the Transit
Administration budget. The Transportation & Resource Management Administration budget
was added to the General Fund. 25% of this budget is being allocated to the Transit operations
to cover the cost of oversight for this fund. The result is a decrease in Personnel costs and an
increase in Services costs in the Transit Administration budget.
$50,000 has been included for the replacement and expansion of bus shelters in the Capital
Projects Fund for fiscal year 2017. This brings the total to $100,000 over two years, 2016 and
2017.
Funds are included in fiscal year 2017 for the replacement of nine heavy duty buses totaling
$3.36 million. State grants have been awarded for these replacements, and the City’s match is
funded from the bus replacement reserve. Grants awarded for the replacement buses total
$2,737,183.
392
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.20 36.85
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Fare-box/Expense Ratio 22%21%27%29%31%
Fare-box revenues to cover 33% of operating costs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Provide safe, courteous, and quality transportation services.
Increase Rides per Revenue Hour to 37.
A Solid Financial Foundation
Increase fare-box/expense ratio.
393
City of Iowa City
Activity: Mass Transit Admin (810210)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 11,353$ 6,952$ 16,063$ 2,521$ 13,000$ 13,000$
Miscellaneous
Printed Materials - 60 30 - - -
Other Misc Revenue 345 979 2,478 - 2,478 2,478
Transfers In:
Transfer In - Transit Property Tax Levy 2,754,939 2,858,163 2,972,534 3,110,548 3,272,584 3,272,584
Transfer In - Imprv Resrv to Operations 1,618,372 - - - - -
Total Revenues & Transfers In 4,385,009$ 2,866,154$ 2,991,105$ 3,113,069$ 3,288,062$ 3,288,062$
Expenditures:
Personnel 195,840$ 234,601$ 244,967$ 248,635$ 131,460$ 135,404$
Services 150,707 149,154 191,599 179,343 284,376 290,064
Supplies (929) 1,389 - - - -
Total Expenditures 345,618$ 385,144$ 436,566$ 427,978$ 415,836$ 425,467$
Personnel Services - FTE 2013 2014 2015 2016 2017
Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 -
Customer Service Rep - Trans Serv - 0.50 0.50 0.50 1.00
Operations Supv - Trans Serv 2.00 2.00 2.00 0.50 0.50
Transportation and Res Mgmt Director 0.50 0.50 0.50 0.50 -
Total Personnel 3.00 3.50 3.50 2.00 1.50
Activity Summary
394
City of Iowa City
Activity: Mass Transit Operations (810220)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 1,043,854$ 1,400,381$ 1,439,334$ 1,440,000$ 1,450,000$ 1,450,000$
Other State Grants 644,416 975,113 642,211 565,742 642,000 642,000
Local 28E Agreements 120,413 37,803 32,562 35,522 32,562 32,562
Charges For Fees And Services
Transit Fees 1,292,339 1,384,792 1,445,831 1,384,791 1,448,000 1,476,960
Misc Charges For Svc 3,016 410 2,665 410 2,665 2,665
Miscellaneous
Other Misc Revenue 142 15 73 - - -
Other Financial Sources
Sale Of Assets - 8,890 - - - -
Total Revenues 3,104,180$ 3,807,404$ 3,562,676$ 3,426,465$ 3,575,227$ 3,604,187$
Expenditures:
Personnel 2,886,328$ 2,990,884$ 3,002,652$ 3,059,621$ 3,133,592$ 3,227,600$
Services 1,193,827 1,451,976 1,507,832 1,577,698 1,663,091 1,696,353
Supplies 28,592 24,273 18,487 15,971 15,340 15,647
Capital Outlay 4,232 494,110 - - - -
Total Expenditures 4,112,979$ 4,961,243$ 4,528,971$ 4,653,290$ 4,812,023$ 4,939,599$
Personnel Services - FTE 2013 2014 2015 2016 2017
Customer Service Rep - Transit 1.00 - - - -
M.W. I - Transit 2.00 2.00 2.00 2.00 2.00
Mass Transit Operator 37.75 37.75 37.75 37.75 37.75
M.W. II - Transit 1.00 1.00 1.00 1.00 1.00
Operations Supervisor - Transp. Serv.- - - 1.00 1.00
Operations Specialist - Transp. Serv.- - - 0.38 0.38
Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 42.25 41.25 41.25 42.63 42.63
Activity Summary
395
City of Iowa City
Activity: Fleet Maintenance (810230)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 1,541$ 1,738$ 810$ 1,738$ 1,000$ 1,000$
Miscellaneous
Misc Merchandise 1,361 376 1,098 376 1,100 1,100
Other Misc Revenue 249 1,251 2,623 1,251 2,625 2,625
Total Revenues 3,151$ 3,365$ 4,531$ 3,365$ 4,725$ 4,725$
Expenditures:
Personnel 485,485$ 509,076$ 536,595$ 546,212$ 562,723$ 579,605$
Services 32,409 40,847 26,595 34,871 30,194 30,798
Supplies 896,863 1,020,388 857,454 1,064,007 881,224 898,848
Capital Outlay 124,272 - - - - -
Total Expenditures 1,539,029$ 1,570,311$ 1,420,644$ 1,645,090$ 1,474,141$ 1,509,251$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
Total Personnel 6.00 6.00 6.00 6.00 6.00
Activity Summary
396
City of Iowa City
Activity: Court St Transportation Center (810240)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 124,530$ 128,739$ 131,943$ 128,739$ 132,000$ 132,000$
Parking Ramp Revenue 652,919 - - - - -
Charges For Fees And Services
Parking Charges - 631,383 675,232 645,578 656,000 669,120
Miscellaneous
Other Misc Revenue - 11,855 26,887 - - -
Total Revenues 777,449$ 771,977$ 834,062$ 774,317$ 788,000$ 801,120$
Expenditures:
Personnel 62,629$ 41,539$ 29,835$ 29,664$ 30,438$ 31,351$
Services 93,716 109,269 133,353 119,964 153,848 156,925
Supplies 1,730 3,933 6,898 3,500 5,354 5,461
Capital Outlay 8,585 - - - -
Total Expenditures 158,075$ 163,326$ 170,086$ 153,128$ 189,640$ 193,737$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Activity Summary
397
City of Iowa City
Activity: Bus Replacement Reserve (810280)Fund: Transit (7151)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Other State Grants -$ -$ -$ 316,800$ 2,737,183$ -$
Other Financial Sources
Transfer In from Transit Operations 1,892,475 (614,007) 136,238 136,000 136,000 136,000
Total Revenues & Transfers In 1,892,475$ (614,007)$ 136,238$ 452,800$ 2,873,183$ 136,000$
Expenditures:
Capital Outlay -$ -$ -$ 370,888$ 3,360,000$ -$
Total Expenditures -$ -$ -$ 370,888$ 3,360,000$ -$
Capital Outlay 2016 2017
Replace 4 Light Duty Buses 370,888$ -$
Replace 9 Heavy Duty Buses - 3,360,000
Total Capital Outlay 370,888$ 3,360,000$
Activity Summary
398
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 two waste treatment plants,
the sanitary sewer collection system, and the wastewater monitoring operations. The
Wastewater fund is primarily supported through user fees.
The wastewater operations are undergoing a major transformation for the last few years. The
City completed expansion of the South Wastewater Plant and relocated the North Wastewater
Treatment Plant operations into the South Plant during fiscal year 2015. The project cost was
$55 million, and was funded from $41.4 million from state and federal grants, $8.6 million from
Local Option Sales Tax revenue, and $5 million from Wastewater user fees. A project to
demolish and remove the North Treatment Plant and establish wetlands was undertaken at an
estimated cost of $6 million with the assistance of a State sales tax flood mitigation grant.
Estimated completion for that project is the fall of 2016.
Reconstruction of the North River Corridor Trunk Sewer is scheduled for fiscal years 2016
through 2018 and is to be constructed in conjunction with the Gateway project. It will replace
two existing sewers with a single sewer that will be sized to the existing drainage area plus
5,700 acres of the Rapid Creek watershed north of I-80. The existing sewers were constructed
in 1983 and 1936. Total project cost estimate is $5.1 million and is to be funded from
Wastewater user fees. The fiscal year 2016, 2017, and 2018 budgets include transfers to the
Capital Projects Fund of $500 thousand, $2.0 million, and $2.0 million, respectively, for this
project.
(1) FY16 and FY17 figures are estimated
The Wastewater fund’s unassigned fund balance at fiscal year 2015 year-end was fairly lower
from fiscal year 2014 by approximately $4.17 million This decrease was due to a $6 million loan
to the capital projects fund for the demolition of the North Wastewater Treatment Plant. This
FY13 FY14 FY15 FY16 FY17
Unassigned $14,063,169 $14,094,619 $9,928,329 $10,707,688 $10,657,284
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
Fund Balance (1)
399
loan is being repaid with a State sales tax grant for flood mitigation removal projects. The loan
payment schedule is as follows:
In fiscal years 2016 and 2017, unassigned fund balance is expected to remain relatively flat as
the Sewer Fund is expected to transfer $1.95 million and $2.50 million, respectively, to capital
improvement projects.
The Sewer fund also maintains restricted fund balance reserves due to its outstanding revenue
bonds. These funds are restricted in accordance with revenue bond covenants. Bond covenant
requirements are monitored annually on an accrual basis and reported in the City’s
Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to
$9.42 million in fiscal year 2017. It is projected that the City will issue an additional $2,025,000
is sewer revenue bonds in fiscal year 2017 for the Scott Boulevard trunk sewer extension
project that is part of the 2017 capital improvement program.
In fiscal year 2013, the Sewer Funds fund balance received an upward adjustment for the
change in accounting method from cash basis to modified accrual basis. The adjustment
primarily represents sewer fees receivable at year end.
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
400
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 fiscal year 2017 budgeted revenue is estimated at 2.90% lower than the fiscal year
2016 estimate. The decrease stems primarily from an expected decrease in water consumption
due to weather changes. No changes are proposed in the fiscal year 2017 budget to the City’s
sewer rate structure.
Use of Money & Property primarily consists of interest on investments.
401
Expenditures:
The fiscal year 2017 budgeted expenditures totals are estimated to be almost the same as
the fiscal year 2016 expenditures and are lower by less than 0.5%.
44% of the Wastewater Fund’s expenditures are for debt service. The utility has outstanding
bonds of $25,065,000 as of June 30, 2016; all of the outstanding bonds will become callable
over the next few fiscal years.
402
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 25,451,053$ 24,137,050$ 24,069,885$ 19,788,658$ 20,359,734$ 20,079,801$
Revenues:
Licenses And Permits
Misc Permits & Lic 6,604$ 7,484$ 8,012$ 7,484$ 8,000$ 8,000$
Intergovernmental
Fed Intergovnt Rev - - 21,427 - - -
Disaster Assistance - 2,923 2,064 - - -
Other State Grants - 21,924 - - - -
Use Of Money And Property
Interest Revenues 291,054 195,639 286,055 331,426 290,698 289,640
Royalties & Commiss 274 277 208 277 200 200
Charges For Fees And Services
Misc Charges For Svc 1,386 2,016 1,410 2,016 1,500 1,500
Wastewater Charges 12,889,204 12,555,994 12,180,738 12,555,993 12,201,600 12,201,600
Refuse Charges - 1,223 720 1,223 1,000 1,000
Miscellaneous
Misc Merchandise 524 1,375 4,149 1,375 - -
Intra-City Charges - - - - - -
Other Misc Revenue 94,567 65,360 86,459 65,360 85,590 85,590
Other Financial Sources
Sale Of Assets - - 1,187 - - -
Sub-Total Revenues:13,283,613 12,854,215 12,592,429 12,965,154 12,588,588 12,587,530
Transfers In:
Interfund Loans - - 200,000 200,000 225,000 225,000
1) Bond Ordinance Trans 4,581,311 4,570,067 4,559,963 4,488,036 4,431,246 4,334,830
Sub-Total Transfers In 4,581,311 4,570,067 4,759,963 4,688,036 4,656,246 4,559,830
Total Revenues & Transfers In 17,864,924$ 17,424,282$ 17,352,392$ 17,653,190$ 17,244,834$ 17,147,360$
Expenditures:
Wastewater Administration 1,447,946$ 1,616,982$ 1,621,483$ 1,795,808$ 1,841,298$ 1,880,859$
Wastewater Treatment Plant Ops 2,824,314 2,876,190 3,242,646 3,176,661 3,237,287 3,391,387
Lift Stations - - 6,419 50,802 87,595 90,156
Wastewater Collection Systems 839,205 754,414 838,584 924,488 766,566 800,757
Wastewater Debt Service 6,411,888 4,668,682 4,674,900 4,696,319 4,660,775 4,662,775
Sub-Total Expenditures 11,523,353 9,916,268 10,384,032 10,644,078 10,593,521 10,825,935
Transfers Out:
Capital Project Fund 4,584,177 3,005,112 689,624 1,950,000 2,500,000 3,000,000
1) Debt Service Funding 4,581,311 4,570,067 4,559,963 4,488,036 4,431,246 4,334,830
Interfund Loans - - 6,000,000 - - -
Operating Subsidy 23,784 - - - - -
Sub-Total Transfers Out 9,189,272 7,575,179 11,249,587 6,438,036 6,931,246 7,334,830
Total Expenditures & Transfers Out 20,712,625$ 17,491,447$ 21,633,619$ 17,082,114$ 17,524,767$ 18,160,765$
Fund Balance, June 30 22,603,352$ 24,069,885$ 19,788,658$ 20,359,734$ 20,079,801$ 19,066,396$
Change in Accounting Method 1,533,698 - - - - -
Adjusted Fund Balance, June 30 24,137,050 24,069,885 19,788,658 20,359,734 20,079,801 19,066,396
Restricted / Committed /Assigned 10,073,881 9,975,266 9,860,329 9,652,046 9,422,517 9,094,572
Unassigned Balance 14,063,169$ 14,094,619$ 9,928,329$ 10,707,688$ 10,657,284$ 9,971,824$
% of Revenues & Transfers In 79%81%57%61%62%58%
1) Same Fund Transfers required by bond covenants
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Wastewater Treatment (7200 - 7201)
Fund Summary
403
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 10.2 million gallons of wastewater per day.
Staff members measure and report 120 different tests per month to the Iowa Department of
Natural Resources (DNR) for both influent waste and treated effluent.
Other major work elements for this division include sewer main repairs, preventative
maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for
operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The
division’s budget is organized into five activities:
Wastewater Administration
Wastewater Administration personnel consists of 1.0 FTE Wastewater Superintendent,
1.0 FTE Assistant Superintendent, and 1.0 FTE Senior Clerk/Typist. Administration
oversees the wastewater treatment operations.
Wastewater Treatment Plant Operations
The Wastewater division operates and maintains one treatment plant. The Plant (f.k.a.
as the “South Plant”), located at 4366 Napoleon St. SE, was expanded in 2013 to
accommodate more stringent water quality standards and future growth in residential
and industrial customers. The North Plant was in service for 79 years and the site has
been decommissioned and restored.
Lift Stations
The Wastewater division operates and maintains 16 wastewater lift stations and 5 storm
water stations throughout the city. The wastewater lift station work in conjunction with
the wastewater collection system. Wastewater lift stations are facilities designed to move
wastewater from lower to higher elevation, particularly where the elevation of the source
is not sufficient for gravity flow and/or when the use of gravity conveyance will result in
excessive excavation depths and high sewer construction costs. The storm water lift
stations are facilities designed to move storm water from flood protection areas to
receiving streams thereby reducing the threat of flood damage to private and public
property.
Wastewater/Stormwater Collection Systems
The Wastewater division maintains 300 miles of sanitary sewers and 110 miles of
dedicated storm sewers. The wastewater collection system works in conjunction with
404
the wastewater lift stations. The stormwater collection system works in conjunction with
the stormwater collection system. The sanitary sewer and stormwater collection
systems are maintained by jetting and vacuuming. Portions are periodically televised to
determine status and to calculate repair priorities.
Wastewater Debt Service
Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
HIGHLIGHTS
The total treatment capacity for the City plant is 10.2 million gallons/day under average
conditions.
Treatment Plant operations accomplish 95.5% removal of CBOD, suspended solids, and
ammonia nitrogen – the key pollutants required to be monitored.
Preventive maintenance jetting of the sewer collection system covers 15% per year and
video inspection covers 5% per year of the 300 miles of public sewer.
Sewer emergency call response takes place within 30 minutes, 24 hours per day.
Recent Accomplishments:
Construction at the Wastewater Plant to make the process operable to achieve
Biological Nutrient Removal.
Finalizing construction for the Rocky Shore, West Side Levee 1 & 2 Storm Water Pump
Stations.
Finalized the demolition and restoration of the North Treatment plant site.
Removal of gas chlorine/sulfur dioxide for the chlorination/dechlorination process.
Upcoming Challenges:
Replace the 3 biosolids dewatering presses, including ventilation system.
Replace existing 1KW Generator with a 2KW generator, that is capable of operating with
the full plant electrical load in emergency conditions.
Replace the rake mechanisms in primary clarifier.
405
Replace the aging rake mechanisms in remaining 25 year old primary and secondary
clarifier’s.
Continue with the yearly sewer maintenance program.
Upgrade and provide flood protection for West Park Lift Station.
Continue to eliminate lift stations where applicable and to modernize those that remain
to extend their useful life.
Replace process pumps in the treatment plant proper. These included three (3) Return
Activated Sludge (RAS) pumps, and three (3) Sludge Recirculation Pumps (digester
building).
Continue the process of determining solutions to problems that are related to upcoming
mandated effluent limits. A by-product of Biological Nutrient Removal is a mineral
deposit in piping and equipment that cause blockages and maintenance related issues.
Replace anaerobic digester equipment as needed including 15 year old heat exchangers
in the anaerobic sludge complex.
Replace Atomic Adsorption Machine with a version that tests for the specific metals
required by our discharge permit. The existing machine is 15 plus years old and requires
a yearly maintenance contract that is greater than the cost of a smaller unit and its
maintenance contract.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 24.65 24.65 25.40
Staffing Level Change Summary:
In fiscal year 2016, oversight of the Landfill and Recycling Operations moved from the Public
Works department to the Transportation and Resource Management department. This resulted
in changes to staffing levels as the .50 FTE for the Wastewater Superintendent and the .50 FTE
Senior Clerk/Typist are being moved entirely to the Wastewater Fund budget and out of the
Landfill Administration budget. These staffing changes will take effect in fiscal year 2017. Also
in fiscal year 2017, the .25 FTE Project Support Assistant position is being eliminated.
406
Service Level Change Summary:
We do not anticipate any changes in the service levels currently provided by the wastewater
treatment plant of collection system maintenance.
Financial Highlights:
The staffing changes in the fiscal year 2016 revised budget and the fiscal year 2017 budget
increased the personnel costs in the Wastewater Administration activity but also added intra-city
charge revenue.
The wastewater budget includes $1,950,000 for transfers to the Capital Projects Fund in fiscal
year 2016 and $2,500,000 in fiscal year 2017.
Interfund loan repayments are budgeted for $225,000 in fiscal year 2017 from the Capital
Projects Fund that is derived from the State sales tax flood mitigation grant program.
407
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal*
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
98.0%97.7%97.8%97.0%99.1%99.4%
Total Suspended Solids (TSS) – Percent Removal*
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
98.0%97.1%97.3%97.6%97.8%99.2%
Ammonia (NH3) – Percent Removal*
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
97.0%91.9%91.3%96.7%93.3%99.1%
Strategic Plan Goal:
Department Goal:
Department Objective:
Protect public and private property from water damage and
health hazards.
Control Sanitary Sewer Overflows (SSO – sewer backups).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods, Strategic Economic Development
Activities, & Enhanced Communication and Marketing
Protect the City’s natural resources and waterways for public
health, recreation opportunities and development.
Meet or exceed DNR permit requirements for sanitary sewer
systems.
* Higher Number is Better
Healthy Neighborhoods, Strategic Economic Development
Activities, & Enhanced Communication and Marketing
408
Performance Measures:
Number of SSOs per Year**
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
5 4 9 9 8 6
Sewer Jetting, Miles per Year*
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
40.0 39.1 45.5 47.5 39.3 48.0
Video Inspection, Miles per Year*
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimate
4.5 15.7 19.2 24.7 19.5 25.0
* Higher Number is Better
** Lower Number is Better
409
City of Iowa City
Activity: Wastewater Administration (720110)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 291,054$ 195,639$ 286,055$ 331,426$ 290,698$ 289,640$
Intergovernmental
Fed Intergovnt Rev - - (556) - - -
Charges For Fees And Services
Wastewater Charges 12,880,269 12,540,069 12,180,738 12,540,068 12,201,600 12,201,600
Miscellaneous
Intra-City Charges - - - - - -
Other Misc Revenue 941 14,775 - 14,775 - -
Total Revenues 13,172,264$ 12,750,483$ 12,466,237$ 12,886,269$ 12,492,298$ 12,491,240$
Expenditures:
Personnel 192,845$ 207,561$ 216,845$ 347,330$ 313,456$ 322,860$
Services 1,207,636 1,370,271 1,343,590 1,389,011 1,457,134 1,486,277
Supplies 47,465 39,150 51,048 39,467 50,708 51,722
Capital Outlay - - 10,000 20,000 20,000 20,000
Total Expenditures 1,447,946$ 1,616,982$ 1,621,483$ 1,795,808$ 1,841,298$ 1,880,859$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 1.00
Wastewater Superintendent 0.50 0.50 0.50 0.50 1.00
Project Support Assistant - - 0.25 0.25 -
Total Personnel 2.00 2.00 2.25 2.25 3.00
Capital Outlay 2016 2017
Laboratory Equipment 20,000$ 20,000$
Total Capital Outlay 20,000$ 20,000$
Activity Summary
410
City of Iowa City
Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Royalties & Commissions 274$ 277$ 208$ 277$ 200$ 200$
Charges For Fees And Services
Misc Charges For Services 1,386 2,016 1,410 2,016 1,500 1,500
Refuse Charges - 1,223 720 1,223 1,000 1,000
Miscellaneous
Misc Merchandise - - 4,149 - - -
Other Misc Revenue 92,911 49,487 85,869 49,487 85,000 85,000
Total Revenues 94,571$ 53,003$ 92,356$ 53,003$ 87,700$ 87,700$
Expenditures:
Personnel 1,283,238$ 1,322,599$ 1,353,204$ 1,441,899$ 1,485,465$ 1,530,029$
Services 933,266 1,041,471 1,139,656 1,079,288 1,149,783 1,172,779
Supplies 489,887 505,337 606,743 505,474 577,039 588,580
Capital Outlay 117,923 6,783 143,043 150,000 25,000 100,000
Total Expenditures 2,824,314$ 2,876,190$ 3,242,646$ 3,176,661$ 3,237,287$ 3,391,387$
Personnel Services - FTE 2013 2014 2015 2016 2017
Chemist 1.00 1.00 1.00 1.00 1.00
Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00
Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00
Laboratory Technician - WW 2.00 1.00 1.00 1.00 1.00
M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00
Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00
M.W. II - Wastewater Trtmnt Plnt 3.00 2.00 3.00 3.00 3.00
Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00
Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00
TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00
Total Personnel 18.00 16.00 17.00 17.00 17.00
Capital Outlay 2016 2017
Facility Repairs 110,000$ -$
Process Equipment 40,000 25,000
Total Capital Outlay 150,000$ 25,000$
Activity: Lift Stations (720130)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Expenditures:
Services -$ -$ -$ 50,802$ 80,951$ 83,380$
Supplies - - 6,419 - 6,644 6,777
Total Expenditures -$ -$ 6,419$ 50,802$ 87,595$ 90,156$
Activity Summary
Activity Summary
411
City of Iowa City
Activity: Wastewater Collection Systems (720140)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses 6,604$ 7,484$ 8,012$ 7,484$ 8,000$ 8,000$
Intergovernmental
Fed Intergovnt Rev - - 21,983 - - -
Disaster Assistance - 2,923 2,064 - - -
Other State Grants - 21,924 - - - -
Charges For Fees And Services
Wastewater Charges 8,935 15,925 - 15,925 - -
Miscellaneous
Misc Merchandise 524 1,375 - 1,375 - -
Other Misc Revenue 715 1,098 590 1,098 590 590
Other Financial Sources
Sale Of Assets - - 1,187 - - -
Total Revenues 16,778$ 50,729$ 33,836$ 25,882$ 8,590$ 8,590$
Expenditures:
Personnel 412,998$ 435,925$ 452,776$ 450,913$ 466,017$ 479,998$
Services 205,339 224,749 263,187 188,289 194,078 197,960
Supplies 38,251 48,441 64,983 80,286 66,471 67,800
Capital Outlay 182,617 45,299 57,638 205,000 40,000 55,000
Total Expenditures 839,205$ 754,414$ 838,584$ 924,488$ 766,566$ 800,757$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. III - Wastewater Collect. 1.80 1.80 1.80 1.80 1.80
M.W. II - Wastewater Trtmnt Plnt 2.70 3.70 2.70 2.70 2.70
Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 0.90
Total Personnel 5.40 6.40 5.40 5.40 5.40
Capital Outlay 2016 2017
Inflow & Infiltration Repair 55,000$ 40,000$
Lift Station Process Instruments 150,000 -
Total Capital Outlay 205,000$ 40,000$
Activity Summary
412
City of Iowa City
Activity: Wastewater Debt Service (720800)Fund: Wastewater Treatment (7201)
Division: Wastewater (720100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Transfers In:
Bond Ordinance Trans 4,581,311$ 4,570,067$ 4,559,963$ 4,488,036$ 4,431,246$ 4,334,830$
Total Revenues & Transfers In 4,581,311$ 4,570,067$ 4,559,963$ 4,488,036$ 4,431,246$ 4,334,830$
Expenditures:
Services -$ -$ -$ 1,200$ 1,200$ 1,200$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 6,411,888 4,668,682 4,674,900 4,695,119 4,659,575 4,661,575
Total Expenditures 6,411,888$ 4,668,682$ 4,674,900$ 4,696,319$ 4,660,775$ 4,662,775$
Activity Summary
413
Issue / Use of Funds Amount of
Issue FY2016 FY2017 FY2018
2008C Sewer Revenue Refunding
of Series 1996, 1997 and 1999 Revenue Bonds 24,280,000 2023 12,460,000 2,482,594 2,468,350 2,478,750
2009A Sewer Refunding
of Series 2000 Revenue Bonds 8,660,000 2026 6,275,000 786,325 786,525 785,925
2010A Sewer Revenue Refunding
of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 6,330,000 1,426,200 1,404,700 1,396,900
Total Sewer Revenue Bonds:25,065,000 4,695,119 4,659,575 4,661,575
Principal
Outstanding
Fiscal Year
Debt Paid
in Full
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2016
Summary by Individual Issue
414
Fiscal
Year Principal Interest Total
2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000
2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000
2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000
2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000
2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000
2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000
2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000
2024 700,000 93,250 793,250 793,250 2,215,000
2025 740,000 57,250 797,250 797,250 1,515,000
2026 775,000 19,375 794,375 794,375 775,000
Totals 25,065,000 4,131,438 29,196,438 29,196,438
Payments Principal
Outstanding
Beginning of
Fiscal Year
Paid by Sewer
Revenue
Sewer Revenue Bonds - Summary
Debt Repayment Schedule
415
Fiscal
Year Principal Interest Total
2017 1,945,000 523,350 2,468,350 2,468,350 12,460,000 4.00%
2018 2,035,000 443,750 2,478,750 2,478,750 10,515,000 4.00%
2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 4.00%
2020 2,205,000 264,125 2,469,125 2,469,125 6,385,000 5.00%
2021 1,775,000 164,625 1,939,625 1,939,625 4,180,000 5.00%
2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 5.00%
2023 555,000 13,875 568,875 568,875 555,000 5.00%
Totals 12,460,000 1,844,875 14,304,875 14,304,875
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 1996 Sewer Revenue Bonds 12,650,000$
Refunded 1997 Sewer Revenue Bonds 7,600,000
Refunded 1999 Sewer Revenue Bonds 4,560,000
Issuance Costs 48,122
Bond Premium (578,122)
Amount of Issue 24,280,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Coupon
Rate
2008C Sewer Revenue Refunding Capital Loan Notes
Principal: $24,280,000
Dated: October 15, 2008
Callable: July 1, 2016
Project
416
Fiscal
Year Principal Interest Total
2017 505,000 281,525 786,525 786,525 6,275,000 4.00%
2018 525,000 260,925 785,925 785,925 5,770,000 4.00%
2019 550,000 238,050 788,050 788,050 5,245,000 4.50%
2020 575,000 212,738 787,738 787,738 4,695,000 4.50%
2021 605,000 186,188 791,188 791,188 4,120,000 4.50%
2022 635,000 158,288 793,288 793,288 3,515,000 4.50%
2023 665,000 127,375 792,375 792,375 2,880,000 5.00%
2024 700,000 93,250 793,250 793,250 2,215,000 5.00%
2025 740,000 57,250 797,250 797,250 1,515,000 5.00%
2026 775,000 19,375 794,375 794,375 775,000 5.00%
Totals 6,275,000 1,634,963 7,909,963 7,909,963
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2000 Sewer Revenue Bonds 8,920,000$
Issuance Costs 183,073
Bond Premium (443,073)
Amount of Issue 8,660,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Sewer
Revenue
2009A Sewer Revenue Refunding Capital Loan Notes
Principal: $8,660,000
Dated: May 18, 2009
Callable: July 1, 2017
Project
417
Fiscal
Year Principal Interest Total
2017 1,175,000 229,700 1,404,700 1,404,700 6,330,000 4.00%
2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 4.00%
2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00%
2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00%
2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 4.00%
Totals 6,330,000 651,600 6,981,600 6,981,600
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2001 Sewer Revenue Bonds 10,250,000$
Refunded 2002 Sewer Revenue Bonds 5,590,000$
Issuance Costs 124,077
Bond Premium (884,077)
Amount of Issue 15,080,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Coupon
Rate
2010A Sewer Revenue Refunding Capital Loan Notes
Principal: $15,080,000
Dated: April 15, 2010
Callable: July 1, 2018
Project
418
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 fiscal year 2015 was
approximately $8.14 million. Although user fees are currently sufficient to cover annual
operating costs, they are insufficient to cover capital improvement project expenditures,
and the fund has a downward trend in fund balance. The financial plan presented
includes a 5% rate increase for both fiscal years 2015 and 2016.
(1) FY16 and FY17 figures are estimates
Fiscal year 2016 year-end unassigned fund balance is estimated to decrease 16.44%
compared to fiscal year 2015. The decrease is directly due to water capital improvement
projects in the Capital Projects Fund. The fiscal year 2017 unassigned fund balance is
estimated to decrease another 12.71% from fiscal year 2016. The decrease is also
directly due to transfers out for water capital improvement projects in the Capital Projects
Fund.
The Water fund will have an estimated $4.25 million in restricted fund balance at the end
of fiscal year 2017 for revenue bond covenants.
Fiscal year 2013 fund balance includes an upward adjustment of $265,032 due to the
change in accounting method from cash basis to modified accrual basis. This increase
primarily represented accrued water fee revenues at year-end.
FY13 FY14 FY15 FY16 FY17
Unassigned $7,988,259 $7,365,753 $8,138,400 $6,800,394 $5,904,956
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
Fund Balance (1)
419
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
Meter Size (inches) FY17 Rate
5/8 (residential) $7.07
3/4 $7.72
1 $9.10
1½ $18.15
2 $24.41
3 $45.11
4 $78.69
6 $158.33
Cubic Feet FY17 Rate
First 100/mo. MMC (varies)
101-3,000/mo. $3.30/100 cu. ft.
3,001 and over $2.37/100 cu. ft.
Single Purpose Meter Charges
First 100/mo. MMC (varies)
Over 101/mo. $3.30/100 cu. ft.
A flat 5% rate increase was adopted for both fiscal year 2015 and 2016 for all usage
levels and meter sizes. The residential meter rate increased from $6.41 per month in
fiscal year 2014 and to $7.07 in fiscal year 2016 and thereafter. Approximately 98% of
Water operations are funded through charges for services. The estimated change in
revenues from fiscal year 2016 to fiscal year 2017 is a 3.2% decrease. The decrease is
based on an anticipated decrease in customer consumption.
Use of Money & Property primarily consists of interest on investments.
98%
2%0%
FY17 Estimated - $9,111,655
Charges for Fees &
Services
Use of Money & Property
Misc Revenue
420
Expenditures:
The fiscal year 2017 expenditures are 0.5% lower than the fiscal year 2016 revised
expenditures. The largest expenditure decrease was in the services budget of the Water
Treatment Plant operations; this was due to the timing of maintenance costs including
the replacement of activated carbon filters. Revenue bond principal and interest
payments are 23% of the Water fund’s expenditure budget for fiscal year 2017.
Other financing uses include transfers out of $1,116,225 for capital improvement
projects.
32%
31%
8%
6%
23%
FY17 Estimated - $8,558,937
Personnel
Services
Supplies
Capital Outlay
Debt Service
421
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 17,950,722$ 12,138,269$ 11,541,132$ 12,332,979$ 11,017,273$ 10,152,866$
Revenues:
Use Of Money And Property
Interest Revenues 144,268$ 153,347$ 170,614$ 130,169$ 171,000$ 171,000$
Rents 1,000 750 - 750 - -
Royalties & Commiss 913 723 772 723 750 750
Intergovernmental
Fed Intergovnt Rev - - 41,920 - - -
Disaster Assistance - - 347 - - -
Other State Grants - 3,653 270 - - -
Charges For Fees And Services
Water Charges 8,673,278 8,442,246 8,525,988 9,265,018 8,925,646 8,925,646
Miscellaneous
Printed Materials 12 13 29 - - -
Misc Merchandise 12,350 8,537 12,802 8,537 7,000 7,000
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 143,303 5,259 (1,612) 5,259 5,259 5,259
Other Financial Sources
Sale Of Assets 16,325 11,055 48 - - -
Sub-Total Revenues 8,993,449 8,627,583 8,753,178 9,412,456 9,111,655 9,111,655
Transfers In:
1) Bond Ordinance Transfers In 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628
Misc Transfers In 16,878 - - - - -
Sub-Total Transfers In 2,012,993 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628
Total Revenues & Transfers In 11,006,442$ 10,637,898$ 10,761,893$ 11,423,172$ 11,131,833$ 11,128,283$
Expenditures:
Water Administration 1,209,463$ 1,178,390$ 1,221,915$ 1,511,158$ 1,608,731$ 1,643,504$
Water Treatment Plant Ops 1,935,659 1,989,276 2,017,234 2,371,099 2,218,988 2,302,132
Water Distribution System 1,248,942 1,410,846 1,090,836 1,527,193 1,470,961 1,482,115
Water Customer Service 1,099,863 1,109,258 1,271,251 1,150,856 1,212,438 1,221,421
Water Public Relations 67,769 55,724 56,077 57,365 58,672 60,297
Water Debt Service 7,063,088 1,984,946 1,989,515 1,988,416 1,989,147 1,997,103
Sub-Total Expenditures 12,624,784 7,728,440 7,646,828 8,606,087 8,558,937 8,706,572
Transfers Out:
Capital Project Fund 2,078,787 1,151,955 - 1,815,275 1,116,225 802,100
1) Debt Service Funding 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628
GO Bond Abatement 360,457 344,325 314,503 306,800 300,900 -
Operating Subsidy 23,784 - - - - -
Sub-Total Transfers Out 4,459,143 3,506,595 2,323,218 4,132,791 3,437,303 2,818,728
Total Expenditures & Transfers Out 17,083,927$ 11,235,035$ 9,970,046$ 12,738,878$ 11,996,240$ 11,525,300$
Fund Balance, June 30 11,873,237$ 11,541,132$ 12,332,979$ 11,017,273$ 10,152,866$ 9,755,849$
Change in Accounting Method 265,032 - - - - -
Adjusted Fund Balance, June 30 12,138,269 11,541,132 12,332,979 11,017,273 10,152,866 9,755,849
Restricted / Committed /Assigned 4,150,010 4,175,379 4,194,579 4,216,879 4,247,910 4,267,435
Unassigned Balance 7,988,259$ 7,365,753$ 8,138,400$ 6,800,394$ 5,904,956$ 5,488,414$
% of Revenues & Transfers In 73%69%76%60%53%49%
1) Same Fund Transfers required by bond covenants
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Water (7300 - 7301)
Fund Summary
422
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 water exceeds all required standards set by the Environmental Protection Agency,
with over 200 water quality tests performed each day by professional staff to ensure that quality
standards are attained. Water quality data is available through the
Consumer Confidence Report that is released to the public annually. The division’s budget is
organized into five activities:
Water Administration
Water Administration personnel consists of the Water Superintendent and Assistant
Superintendent. Administration oversees the operation of:
Water Treatment Plant Operations
Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive,
has a 16.7 million gallon per day capacity.
Water Distribution System
The division operates and maintains 270 miles of water main and appurtenances that
date back to 1882.
Customer Service
27,201 (Fiscal Year 2015) service accounts are read and billed monthly.
Public Information/Education
The Water Division creates and delivers the Consumer Confidence Report to all
customers and updates the industrial water quality report for review on the City’s
website. The division also generates informative inserts for the customers’ water bills.
Water Debt Service
Water debt service consists of principal and interest payments on water revenue bonds,
which are repaid with water revenue.
423
HIGHLIGHTS
Identification and mapping of critical customers with updated contact information for
hospitals, clinics, industries, restaurants, etc. This will enable streamlined notification of
critical customers in case of emergencies or planned projects which will result in
disruption of service.
Completed the Automated Water Meter Reading (AMR) system in fiscal year 2016.
Water service stop box project was started in 2012. The goal is to collect, record, and map
stop box data for approximately 22,000 service lines in Iowa City. This will better assist
customers during emergencies and for water main replacement projects. At this time we
have completed 5,571 stop box locations.
Actively participated in development and conversion to Munis Utility Billing System.
The Student Operator Program was created in 2012 as a cooperative endeavor with
the University Of Iowa College Of Engineering, this program provides training and
experience for students that is beneficial for the Water Division and the students. This
program was expanded in fiscal year 2015 to (6) students to perform weekend
operations and summer distribution and customer service work.
Inspection, repair and replacement of distribution system assets, i.e. hydrants,
valves, and water main, by distribution staff has been supported by the
introduction of asset management software and hardware.
Total water main breaks declined from 98 in fiscal year 2014 to 52 in fiscal year 20 15.
Recent Accomplishments
Drinking water compliance rate is 100%.
Repaired 52 water main breaks in fiscal
year 2015 down from 98 in fiscal year
2014
City added 11,981 feet of water main in
2014 and 11,310 feet (YTD) in 2015.
Automated Water Meter Reading (AMR)
Project to be completed in fiscal year
2016.
Mapping system conversion to GIS
format.
Implementation of Cartegraph Asset
Management System in Water
Distribution.
Upcoming Challenges
Transition to distribution infrastructure
appurtenance predictive and
preventative repair and/or replacement.
Hydrants, valves, and water mains are
be evaluated to address aging or
undersized infrastructure components.
Maintaining and upgrading aging plant,
equipment and system computer control
hardware & software.
Planning and implementation of
pressure zones and additional
storage as the City water system
continues to grow.
Assess the need for expanding raw water
resources.
424
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 32.00 32.00 31.75
Staffing Level Change Summary:
In fiscal year 2017, the .25 FTE Project Support Assistant position was eliminated.
Service Level Changes for FY2017:
Water rate increases were approved for capital improvement program funding in both fiscal
years 2015 and 2016. Each year was a 5% across-the-board increase.
Continued expansion of the student operator program where students are hired to train and
develop skills as water operators.
Financial Highlights:
Consulting fees of $50,000 were added to the Water Administration services budget for a study
of the service distribution system pressure zones around the city. The loss reserve payment in
the Water Administration services budget was also increased by $50,000 due to an increase in
the risk management claims against the city.
Capital outlay in the Water Distribution activity was reduced to from $312,000 to $230,000.
This change was made to reflect the transfer of funds for water main break repairs, saddle
service replacement, fire hydrant repair/replacement, valve repair/replacement and cathodic
protection to a services line item from a Capital Outlay line item.
425
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
5 Year
Average FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Water Pumped
(millions of gallons)2,006.3 1,989.3 2,008.2 2,031.6 2,058.7 1,943.8
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
1,787 4,119 12,947 7,227 11,490
3,407 4,398 510 105 491
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
9,382 3,966 11,226 7,632 1,216
264 264 266 267 268
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Goal FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Bacterial Samples 840 890 920 948 1,013 1,036
5 Year
Average FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Main Breaks 71 56 57 94 98 52
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015*
3,691 5,441 3,596 3,192 2,665
Ensure high quality water is supplied in abundant quantities to
the residents of Iowa City.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Strategic Economic Development Activities
Ensure the water distribution system delivers high quality water
in sufficient quantities to meet development opportunities.
Use Comprehensive Distribution Plan to ensure distribution
system will meet current and future water demand. This
includes: pressure zoning; asset management; rehabilitation and
replacement model and plan; and the GIS migration plan.
New Water Main (feet)
Subdivisions
Projects
Water Main Replaced (feet)
Miles of Main
Enhanced Communication and Marketing
Surpass EPA water quality standards and minimize service
disruptions.
Service Work Orders
The radio read meter reading system has helped to greatly improve efficiency, including Service Work
Orders
426
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
5 Year
Average FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Non-Account
Water Percentage 8.1%11.0%8.3%7.1%11.9%2.3%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
3,240 3,316 3,330 3,355 3,391
3,300 3,924 4,004 4,004 1,964Number of Hydrants Flushed
A Solid Financial Foundation
Efficiently distribute high quality water to a growing city.
Identify energy and leak efficiency opportunities.
Healthy Neighborhoods
Maintain Insurance Services Office (ISO) rating to maintain high
level of service and safety for property owners and residents in
Iowa City.
Ensure reliable water supplies for public safety purposes.
Number of Hydrants
427
City of Iowa City
Activity: Water Administration (730110)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 144,253$ 153,347$ 170,614$ 130,169$ 171,000$ 171,000$
Royalties & Commiss 913 723 772 723 750 750
Intergovernmental
Fed Intergovnt Rev - - 39,316 - - -
Charges For Fees And Services
Water Charges 8,261,741 8,027,042 8,130,167 8,849,814 8,529,516 8,529,516
Miscellaneous
Printed Materials 12 13 29 - - -
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 2,377 5,259 (1,612) 5,259 5,259 5,259
Other Financial Sources
Sale Of Assets 98 - - - - -
Transfers In:
Misc Transfers In 16,878 - - - - -
Total Revenues & Transfers In 8,428,272$ 8,188,384$ 8,341,286$ 8,987,965$ 8,708,525$ 8,708,525$
Expenditures:
Personnel 236,466$ 247,331$ 247,404$ 268,847$ 259,824$ 267,619$
Services 968,897 926,862 971,065 1,238,733 1,344,477 1,371,367
Supplies 4,100 4,197 3,446 3,578 4,430 4,519
Total Expenditures 1,209,463$ 1,178,390$ 1,221,915$ 1,511,158$ 1,608,731$ 1,643,504$
Personnel Services - FTE 2013 2014 2015 2016 2017
Asst Supt - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Project Support Assistant - - 0.25 0.25 -
Total Personnel 2.00 2.00 2.25 2.25 2.00
Activity Summary
428
City of Iowa City
Activity: Water Treatment Plant Ops (730120)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Other State Grants -$ 3,653$ 270$ -$ -$ -$
Charges For Fees And Services
Water Charges - 156 - 156 - -
Miscellaneous
Other Misc Revenue 140,926 - - - - -
Other Financial Sources
Sale of Assets 362 - 44 - - -
Total Revenues 141,288$ 3,809$ 314$ 156$ -$ -$
Expenditures:
Personnel 873,952$ 907,108$ 862,888$ 931,730$ 916,413$ 943,905$
Services 698,569 672,305 683,410 963,434 859,828 877,025
Supplies 357,683 394,793 373,390 433,935 422,747 431,202
Capital Outlay 5,455 15,070 97,546 42,000 20,000 50,000
Total Expenditures 1,935,659$ 1,989,276$ 2,017,234$ 2,371,099$ 2,218,988$ 2,302,132$
Personnel Services - FTE 2013 2014 2015 2016 2017
Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50
Maintenance Operator - Water 4.00 3.00 3.00 3.00 3.00
M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00
T.P.O. - Water 4.00 4.00 4.00 4.00 4.00
Total Personnel 11.50 10.50 10.50 10.50 10.50
Capital Outlay 2016 2017
Fire alarm panel replacement 35,000$ -$
Ammonia room heat system 7,000 -
Flow meters at collection wells-replacement - 20,000
Total Capital Outlay 42,000$ 20,000$
Activity Summary
429
City of Iowa City
Activity: Water Distribution System (730130)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 1,000$ 750$ -$ 750$ -$ -$
Charges For Fees And Services
Water Charges 72,437 77,048 76,832 77,048 77,140 77,140
Miscellaneous
Misc Merchandise 10,785 5,377 2,399 5,377 2,000 2,000
Other Financial Sources
Sale of Assets - 11,055 4 - - -
Total Revenues 84,222$ 94,230$ 79,235$ 83,175$ 79,140$ 79,140$
Expenditures:
Personnel 669,959$ 718,663$ 642,336$ 702,708$ 713,471$ 734,875$
Services 193,581 219,441 208,834 270,245 275,745 281,260
Supplies 128,887 110,761 126,341 242,240 211,745 215,980
Capital Outlay 256,515 361,981 113,325 312,000 270,000 250,000
Total Expenditures 1,248,942$ 1,410,846$ 1,090,836$ 1,527,193$ 1,470,961$ 1,482,115$
Personnel Services - FTE 2013 2014 2015 2016 2017
M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00
M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00
Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00
Water Engineer - - 1.00 1.00 1.00
Utilities Technician - Water 1.00 1.00 - - -
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2016 2017
Leak detection equipment -$ 20,000$
Tapping machine replacement - 20,000
Water main repairs-contracted improvement 312,000$ 230,000$
Total Capital Outlay 312,000$ 270,000$
Activity Summary
430
City of Iowa City
Activity: Water Customer Service (730140)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 339,100$ 338,000$ 318,989$ 338,000$ 318,990$ 318,990$
Miscellaneous
Misc Merchandise 1,565 3,160 10,403 3,160 5,000 5,000
Other Financial Sources
Sale Of Assets 15,865 - - - - -
Total Revenues 356,530$ 341,160$ 329,392$ 341,160$ 323,990$ 323,990$
Expenditures:
Personnel 758,713$ 753,876$ 796,483$ 805,469$ 842,005$ 867,265$
Services 130,806 107,787 114,070 118,602 129,594 132,186
Supplies 12,661 11,665 20,214 21,060 21,539 21,970
Capital Outlay 197,683 235,930 340,484 205,725 219,300 200,000
Total Expenditures 1,099,863$ 1,109,258$ 1,271,251$ 1,150,856$ 1,212,438$ 1,221,421$
Personnel Services - FTE 2013 2014 2015 2016 2017
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 2016 2017
Radio read devices 20,725$ 15,000$
Handheld radio read data collectors (2)- 10,000
Underground utility locator - 8,300
Water Meters 185,000 186,000
Total Capital Outlay 205,725$ 219,300$
Activity Summary
431
City of Iowa City
Activity: Water Public Relations (730150)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ -$ 2,604$ -$ -$ -$
Disaster Assistance - - 347 - - -
Total Revenues -$ -$ 2,951$ -$ -$ -$
Expenditures:
Personnel 40,605$ 41,926$ 43,333$ 43,520$ 45,163$ 46,518$
Services 26,370 13,521 12,589 13,588 13,354 13,621
Supplies 794 277 155 257 155 158
Total Expenditures 67,769$ 55,724$ 56,077$ 57,365$ 58,672$ 60,297$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 15$ -$ -$ -$ -$ -$
Transfers In:
Bond Ordinance Transfers In 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 2,016,628
Total Revenues & Transfers In 1,996,130$ 2,010,315$ 2,008,715$ 2,010,716$ 2,020,178$ 2,016,628$
Expenditures:
Services 12,810$ -$ -$ 1,200$ 1,200$ 1,200$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 7,050,278 1,984,946 1,989,515 1,987,216 1,987,947 1,995,903
Total Expenditures 7,063,088$ 1,984,946$ 1,989,515$ 1,988,416$ 1,989,147$ 1,997,103$
Activity Summary
Activity Summary
432
Issue / Use of Funds Amount of
Issue FY2016 FY2017 FY2018 Y
2008 Water Revenue Refunding
of 1999B Capital Loan Notes 7,115,000 2025 4,510,000 602,838 602,694 605,825
2009 Water Revenue Refunding
of Series 2000 Revenue Bonds 9,750,000 2026 6,870,000 846,338 844,338 846,438
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 3,565,000 538,040 540,915 543,640
Total - Water Revenue Bonds 14,945,000 1,987,215 1,987,946 1,995,903
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2016
Summary by Individual Issue
Debt Service Payments
433
Fiscal
Year Principal Interest Total
Paid by Water
Revenue
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 14,945,000 2,781,698 17,726,698 17,726,698
Payments
Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds - Summary
Debt Repayment Schedule
by Fiscal Year
434
Fiscal
Year Principal Interest Total
2017 425,000 177,694 602,694 602,694 4,510,000 3.75%
2018 445,000 160,825 605,825 605,825 4,085,000 4.00%
2019 460,000 142,725 602,725 602,725 3,640,000 4.00%
2020 475,000 124,025 599,025 599,025 3,180,000 4.00%
2021 495,000 104,625 599,625 599,625 2,705,000 4.00%
2022 515,000 84,103 599,103 599,103 2,210,000 4.13%
2023 540,000 62,006 602,006 602,006 1,695,000 4.25%
2024 565,000 38,172 603,172 603,172 1,155,000 4.38%
2025 590,000 12,906 602,906 602,906 590,000 4.38%
Totals 4,510,000 907,081 5,417,081 5,417,081
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 1999B Water Revenue Bonds 7,045,000$
Issuance Costs 105,433
Bond Premium (35,433)
Amount of Issue 7,115,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water
Revenue
Coupon
Rate
2008D Water Revenue Refunding Capital Loan Notes
Principal: $7,115,000
Dated: October 15, 2008
Callable: July 1, 2016
Project
435
Fiscal
Year Principal Interest Total
2017 560,000 284,338 844,338 844,338 6,870,000 4.00%
2018 585,000 261,438 846,438 846,438 6,310,000 4.00%
2019 610,000 237,538 847,538 847,538 5,725,000 4.00%
2020 635,000 212,638 847,638 847,638 5,115,000 4.00%
2021 665,000 185,806 850,806 850,806 4,480,000 4.25%
2022 695,000 156,038 851,038 851,038 3,815,000 4.50%
2023 725,000 124,088 849,088 849,088 3,120,000 4.50%
2024 760,000 90,675 850,675 850,675 2,395,000 4.50%
2025 800,000 55,575 855,575 855,575 1,635,000 4.50%
2026 835,000 18,788 853,788 853,788 835,000 4.50%
Totals 6,870,000 1,626,919 8,496,919 8,496,919
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2000 Water Revenue Bonds 9,895,000$
Issuance Costs 219,743
Bond Premium (364,743)
Amount of Issue 9,750,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Water
Revenue
2009B Water Revenue Refunding Capital Loan Notes
Principal: $9,750,000
Dated: May 18, 2009
Callable: July 1, 2017
Project
436
Fiscal
Year Principal Interest Total
2017 480,000 60,915 540,915 540,915 3,565,000 1.50%
2018 490,000 53,640 543,640 543,640 3,085,000 1.50%
2019 495,000 46,253 541,253 541,253 2,595,000 1.50%
2020 510,000 37,440 547,440 547,440 2,100,000 2.00%
2021 520,000 27,140 547,140 547,140 1,590,000 2.00%
2022 530,000 16,640 546,640 546,640 1,070,000 2.00%
2023 540,000 5,670 545,670 545,670 540,000 2.10%
Totals 3,565,000 247,698 3,812,698 3,812,698
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2002 Water Revenue Bonds 5,015,000$
Issuance Costs 15,725
Bond Premium (80,725)
Amount of Issue 4,950,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water
Revenue
Coupon
Rate
2012C Water Revenue Refunding Capital Loan Notes
Principal: $4,950,000
Dated: June 20, 2012
Callable: July 1, 2020
Project
437
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, 2015 was $1,050,437, a 17.97%
increase from fiscal year 2014. The increase primarily resulted from an increase in the garbage
collection fee of $.40 per month.
(1) FY16 and FY17 figures are estimates
Fiscal year 2016 fund balance is projected to increase by 2.75%. This increase is primarily due
to the staff restructuring in the Transportation and Resource Management and Public Works
departments. Fiscal year 2017 fund balance is projected to continue to increase by 5.03% to
$1,163,183.
In fiscal year 2013, there was an adjustment upward of $272,859 due to the change in
accounting methodology from cash basis to modified accrual basis. The increase primarily
represented refuse collection fees receivable at year end.
The Refuse Collection fund has no restricted or assigned fund balances.
FY13 FY14 FY15 FY16 FY17
Unassigned 719,427 890,410 1,050,437 1,132,013 1,163,183
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Fund Balance (1)
438
Revenues:
The Refuse Collection operations are funded primarily by user fees. The following schedule
presents current user fees and the current fiscal year 2017 fees. There are additional fees not
listed, including the pickup of tires, TVs, and computer monitors. The fiscal year 2017 budget
does not propose any changes to refuse collection fees.
Refuse charges for services fund nearly 100% of refuse collection operations. General use
permits and interest on investments comprise less than 1% of Refuse Collection estimated
revenue. Fiscal year 2017 revenue is estimated at 3.8% higher than fiscal year 2016 estimated
revenue based upon the actual collections last fiscal year. A fee increase of $.40 per month
was implemented in fiscal year 2015.
100%
0%
FY17 Estimated - $3,173,900
Charges for Services
All others
Current
Garbage Collection $11.80
Curbside Recycling per Unit $4.10
Appliance Collection $20.00
Bulky Item Pickup:
First item $12.50
Additional items $6.00
Yard Waste:
Per bag $1.25
Annual sticker $25.00
439
Expenditures:
The fiscal year 2017 expenditure budget represents a 5.62% increase from fiscal year 2016
estimated expenditures. The increase is primarily from increases in internal service vehicle
maintenance and replacement charges.
Capital outlay costs include the purchase of refuse carts and lids and total only 1% of the
operating budget.
43%
55%
1% 1%
FY17 Proposed - $3,142,730
Personnel
Services
Supplies
Capital Outlay
440
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 487,466$ 719,427$ 890,410$ 1,050,437$ 1,132,013$ 1,163,183$
Revenues:
Licenses And Permits
General Use Permits 5,500$ 6,325$ 4,300$ 6,325$ 4,300$ 4,300$
Use Of Money And Property
Interest Revenues 1,131 1,095 2,929 357 3,000 3,000
Charges For Fees And Services
Refuse Charges 2,936,096 3,050,189 3,175,019 3,050,190 3,166,600 3,166,600
Miscellaneous
Other Misc Revenue 2,309 150 48 150 - -
Total Revenues 2,945,036$ 3,057,759$ 3,182,296$ 3,057,022$ 3,173,900$ 3,173,900$
Expenditures:
Refuse Administration 530,439$ 509,622$ 485,586$ 388,743$ 501,017$ 512,574$
Refuse Operations 1,268,670 1,208,826 1,297,720 1,296,257 1,435,390 1,468,585
Yard Waste Collection 276,988 326,884 318,483 340,582 281,705 288,811
Curbside Recycling Collection 658,437 688,554 682,433 765,233 754,908 774,872
White Goods/Bulky Collection 195,400 152,890 138,047 184,631 169,710 174,242
Sub-Total Expenditures 2,929,934 2,886,776 2,922,269 2,975,446 3,142,730 3,219,084
Transfers Out:
Capital Project Fund 56,000 - 100,000 - - 700,000
Sub-Total Transfers Out 56,000 - 100,000 - - 700,000
Total Expenditures & Transfers Out 2,985,934$ 2,886,776$ 3,022,269$ 2,975,446$ 3,142,730$ 3,919,084$
Fund Balance, June 30 446,568$ 890,410$ 1,050,437$ 1,132,013$ 1,163,183$ 417,999$
Change in Accounting Method 272,859 - - - - -
Adjusted Fund Balance, June 30 719,427 890,410 1,050,437 1,132,013 1,163,183 417,999
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 719,427$ 890,410$ 1,050,437$ 1,132,013$ 1,163,183$ 417,999$
% of Revenues 24%29%33%37%37%13%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Refuse Collection (7400)
Fund Summary
441
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 Transportation and Resource Management Department. Crews provide curbside pickup of
household waste, recycling, yard waste, bulky items, and appliances to 15,405 households on a
weekly basis in Iowa City. Services are provided to residential properties ranging from one to
four units. In addition, Solid Waste crews provide elderly and handicap carryout service to
residents whom document need. The Refuse Collection budget is organized into five activities:
Refuse Collection Administration
Refuse Collection Administration personnel consists of a 15% cost share of the
Transportation & Resource Management Administration budget, a 1.0 FTE Assistant
Superintendent, and a .50 FTE Customer Service Representative. Administration
oversees the operation of:
Refuse Collection Operations
The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)-
356-5151 for pickup schedules. Tipper carts have now been delivered to 14,750 Iowa
City residents, making the collection process safer and more efficient. The conversion to
tipper carts has been a 11 year process.
Yard Waste Collection
Yard waste such as grass, leaves and garden residue can be bagged in special Iowa
City yard waste bags imprinted with the City logo. The bags are available for purchase at
participating Iowa City grocery, hardware and general merchandise stores, and at the
City Hall Cashier (410 E. Washington St.). Residents may also purchase annual yard
waste stickers. This sticker is to be placed on a container no larger than 35 gallons that
residents supply. These stickers are effective beginning April 1 and are valid for one
year.
Curbside Recycling Collection
A recycling container is provided for each single-family residence and each multiple unit
dwelling of 4 units or fewer.
White Goods/Bulky Items
Customers may call the Solid Waste Division (319) 356-5151 to schedule special item
collection; additional fees apply. Items available for pickup include furniture, electronics,
appliances, and tires. Usable furniture in good condition may also be donated to Habitat
for Humanity’s Furniture Project, which provides good, used furniture to households in
need while diverting material from the landfill.
442
HIGHLIGHTS
In fiscal year 2015 Refuse Collection handled:
• 9,210 tons of refuse
• 1,696 tons of yard waste
• 1,508 tons of recycling
• 2,746 bulk items from the curbside
• 199 appliances from the curbside
• 241 electronics from the curbside
• 15,405 households serviced weekly
Recent Accomplishments: Upcoming Challenges:
Continued evaluating data from
single stream recycling pilot program
Implementation of food scrap waste
pilot program
Implementing programs to increase
awareness and participation in
recycling programs
Facility does not meet needs of
existing operations
Evaluation of routing due to
continued growth of Iowa City
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 19.35 17.85 17.50
Staffing Level Change Summary:
In fiscal year 2016, oversight of the Refuse Collection Operations moved from the Public Works
department to the Transportation and Resource Management department. This resulted in
changes to staffing levels as the .35 FTE for the Streets/Solid Waste Superintendent and the
.50 FTE Clerk/Typist are being moved entirely to the Streets Operations budget in the Road Use
Tax Fund and out of the Refuse Administration budget. These staffing changes will take effect
in fiscal year 2017.
Also changed for fiscal year 2017 was a restructuring of the Clerk positions in the Refuse and
Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was
replaced with a Customer Service Representative that is now split 50/50 between the Landfill
Administration and the Refuse Administration activities.
443
Service Level Change Summary:
No service level changes are proposed at this time.
Financial Highlights:
With the reorganization of the Transportation & Resource Management department and the re-
allocation of the Administration staff, an administrative chargeback was added to the Refuse
Administration budget. The Transportation & Resource Management Administration budget
was added to the General Fund. 15% of this budget is being allocated to the Refuse Collection
operations to cover the cost of oversight for this fund. The result is a decrease in Personnel
costs and an increase in Services costs in the Refuse Administration budget.
Capital Outlay in the amount of $31,300 is proposed for fiscal year 2017 for refuse carts.
444
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Residential Refuse Collection
Accounts 14,960 15,030 15,177 15,331 15,405
Refuse Tonnages 8,969 8,935 8,956 9,160 9,210
Recycling Tonnages 1,471 1,528 1,542 1,496 1,508
Yard Waste Tonnages 1,730 1,638 1,433 1,629 1,696
White Goods – Scheduled Pickups
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Bulk Items 2,414 2,382 2,323 2,251 2,746
Appliances 245 243 193 197 199
Electronics 191 203 292 209 241
Tires 20 10 11 21 43
White Goods Route Total Tonnages 258.76 280.91 253.65 254.17 269.56
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Bulk Items 34 53 43 38 36
Appliances 10 9 4 0 0
Electronics 10 9 13 11 4
Tires 38 14 6 5 12
Deer 10 20 27 22 25
Maintain clean and safe neighborhoods.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing & Healthy
Neighborhoods
Provide sustainable and cost-effective services for residents that
divert material from the landfill.
Continue to provide exceptional curbside recycling, yard waste,
appliance, and electronic waste collection services to Iowa City
residents.
Healthy Neighborhoods
Continue the collection of illegally dumped material on City
property and rights of way.
445
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Bulk Items 53 63 76 77 106
Appliances 9 12 10 4 2
Electronics 12 6 6 11 9
A Strong Urban Core
Continue the collection of illegally dumped material in the Central
Business District alleys.
Maintain a clean and safe environment for a vibrant downtown.
446
City of Iowa City
Activity: Refuse Administration (740110)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,131$ 1,095$ 2,929$ 357$ 3,000$ 3,000$
Charges For Fees And Services
Refuse Charges 200 275 775 275 775 775
Miscellaneous
Other Misc Revenue - 74 48 74 - -
Total Revenues 1,331$ 1,444$ 3,752$ 706$ 3,775$ 3,775$
Expenditures:
Personnel 213,723$ 203,577$ 182,798$ 111,597$ 153,639$ 158,248$
Services 315,872 302,958 301,750 275,537 346,345 353,272
Supplies 844 3,087 1,038 1,609 1,033 1,054
Total Expenditures 530,439$ 509,622$ 485,586$ 388,743$ 501,017$ 512,574$
Personnel Services - FTE 2013 2014 2015 2016 2017
Asst Supt Solid Waste 1.00 1.00 1.00 1.00 1.00
Clerk/Typist - Solid Waste 1.00 1.00 1.00 0.50 -
Customer Service Rep - Solid Waste - - - - 0.50
Supt Streets/Solid Waste 0.35 0.35 0.35 0.35 -
Total Personnel 2.35 2.35 2.35 1.85 1.50
Activity Summary
447
City of Iowa City
Activity: Refuse Operations (740120)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits 5,500$ 6,325$ 4,300$ 6,325$ 4,300$ 4,300$
Charges For Fees And Services
Refuse Charges 2,047,890 2,090,029 2,181,087 2,090,030 2,183,000 2,183,000
Miscellaneous
Other Misc Revenue 2,266 - - - - -
Total Revenues 2,055,656$ 2,096,354$ 2,185,387$ 2,096,355$ 2,187,300$ 2,187,300$
Expenditures:
Personnel 473,964$ 448,650$ 397,225$ 428,713$ 441,274$ 454,512$
Services 698,053 728,471 857,611 824,087 956,041 975,162
Supplies 5,838 7,735 7,965 12,157 6,775 6,911
Capital Outlay 90,815 23,970 34,919 31,300 31,300 32,000
Total Expenditures 1,268,670$ 1,208,826$ 1,297,720$ 1,296,257$ 1,435,390$ 1,468,585$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. I - Refuse 4.00 3.00 2.00 2.00 2.00
M.W. II - Refuse 4.00 4.00 4.00 3.00 3.00
M. W. III - Refuse - 1.00 1.00 1.00 1.00
Total Personnel 8.00 8.00 7.00 6.00 6.00
Capital Outlay 2016 2017
Refuse carts and lids 31,300$ 31,300$
Total Capital Outlay 31,300$ 31,300$
Activity Summary
448
City of Iowa City
Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 115,036$ 166,924$ 192,731$ 166,924$ 192,825$ 192,825$
Total Revenues 115,036$ 166,924$ 192,731$ 166,924$ 192,825$ 192,825$
Expenditures:
Personnel 153,907$ 159,250$ 190,787$ 163,907$ 147,221$ 151,638$
Services 105,623 132,921 103,401 136,850 109,325 111,512
Supplies 17,458 34,713 24,295 39,825 25,159 25,662
Total Expenditures 276,988$ 326,884$ 318,483$ 340,582$ 281,705$ 288,811$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. I - Refuse 2.00 1.00 2.00 2.00 2.00
M.W. II - Refuse 1.00 - - - -
M. W. III - Refuse 1.00 - - - -
Total Personnel 4.00 1.00 2.00 2.00 2.00
Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 751,391$ 765,814$ 757,718$ 765,814$ 760,000$ 760,000$
Miscellaneous
Other Misc Revenue 43 - - - - -
Total Revenues 751,434$ 765,814$ 757,718$ 765,814$ 760,000$ 760,000$
Expenditures:
Personnel 421,717$ 430,224$ 427,621$ 476,302$ 486,632$ 501,231$
Services 236,620 246,990 238,447 272,631 251,329 256,356
Supplies 100 11,340 16,365 16,300 16,947 17,286
Total Expenditures 658,437$ 688,554$ 682,433$ 765,233$ 754,908$ 774,872$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. II - Refuse 5.00 6.00 6.00 6.00 6.00
Total Personnel 5.00 6.00 6.00 6.00 6.00
Activity Summary
Activity Summary
449
City of Iowa City
Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 21,579$ 27,147$ 42,708$ 27,147$ 30,000$ 30,000$
Miscellaneous
Other Misc Revenue - 76 - 76 - -
Total Revenues 21,579$ 27,223$ 42,708$ 27,223$ 30,000$ 30,000$
Expenditures:
Personnel 142,120$ 101,377$ 85,296$ 131,266$ 113,749$ 117,161$
Services 53,280 51,513 52,751 53,365 55,961 57,080
Total Expenditures 195,400$ 152,890$ 138,047$ 184,631$ 169,710$ 174,242$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. I - Refuse 1.00 2.00 2.00 2.00 2.00
Total Personnel 1.00 2.00 2.00 2.00 2.00
Activity Summary
450
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, 2015 was $24.05 million, a 0.88% decrease
from the fiscal year 2014 year-end fund balance. Of the $24.05 million, $21.56 million was
restricted in use per Iowa State code for site closure, post closure, and environmental protection
costs and reserved for landfill cell replacement. The total fund balance decrease was primarily
due to an internal loan to the Parking Fund from the Landfill Cell Replacement Reserve for
$2,495,350 in order to call the 2009 parking revenue bonds in early.
(1) FY16 and FY17 figures are estimates
The fiscal year 2015 unassigned fund balance of $2,493,314 was a 35.38% or $651,600
increase over the fiscal year 2014 unassigned fund balance. This change was a result of no
transfers for capital improvements from the Landfill Fund during fiscal year 2015 and also from
an increase in refuse charges stemming from the mercury abatement from the North
Wastewater Treatment site. In fiscal year 2016, the unassigned fund balance is estimated to
decrease $401,936 or 16.12%. This decrease is primarily due to a transfer to the capital
improvement program. In fiscal year 2017, the unassigned balance is projected to drop by
$346,931 to $1,744,447 and also due to capital improvement program transfers.
The Landfill maintains a reserve for the cell replacement. Previously, a flat amount was
transferred to the cell replacement reserve annually. Through Engineering, a cost analysis was
completed based on the new cell construction to calculate a per-ton cost to open new cells
during fiscal year 2014. Based on the Landfill’s tipping rates, we were able to transfer $4.00 per
ton to the replacement reserve. Based upon the cell replacement cost figures, we would need
FY13 FY14 FY15 FY16 FY17
Unassigned $(141,273) $1,841,714 $2,493,314 $2,091,378 $1,744,447
Assigned $24,757,612 $22,423,720 $21,559,542 $22,163,034 $23,410,898
-$5,000,000
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Fund Balance (1)
451
$7.79 per ton to properly fund the cell replacement reserves. A landfill tipping fee increase was
implemented during fiscal year 2016 of $4.00 per ton. $2.00 per ton is budgeted to go to the
cell replacement reserve fund, and the remaining $2.00 per ton will be used to help fund
operations (including the East Side Recycling Center), capital outlay, and capital improvements.
The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2017 is
$9.72 million.
The City also maintains separate reserves as required by State law. Iowa State law requires
landfill fund balance restrictions as follows:
Financial Assurance for Closure and Post-Closure: The State of Iowa requires that the
owner/operator of a landfill set aside funds to provide for the costs associated with closing
the landfill and ongoing maintenance of the closed landfill site. The City is mandated to
provide for the future costs associated with closing the landfill in a manner that satisfies
State environmental and safety requirements, including minimizing infiltration and erosion;
and sufficient to provide for the costs related to post-closure requirements.
Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of
user fees for environmental protection, waste reduction, and recycling programs. The Solid
Waste Surcharge Reserve in the Landfill fund balance is reserved for these uses and is not
accessible for other City projects.
The Landfill will have estimated restricted fund balances of $13.69 million at the end of fiscal
year 2017 in accordance with State laws.
In fiscal year 2013, an adjustment was made for the conversion from the cash basis method of
accounting to the modified accrual basis. This resulted in an adjustment of fund balance
upward by $652,943. The increase was primarily due to the insurance recovery receivable
pertaining to the landfill fire in 2012.
The Landfill fund has several outstanding inter-fund loans. Over the past two years, the Landfill
has called most of its inter-fund loans due to the fire event in the FY09 cell. The following loan
is expected to remain outstanding at the end of fiscal year 2016:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/16
Total
Payment
FY17
FY17
Principal
FY17
Interest
Parking Fund
2009F Revenue Bond
Defeasance 11/1/2014 $ 2,495,350 2024 $ 2,129,525 $ 289,143 $ 228,364 $ 60,779
452
Revenues:
The Landfill Fund is primarily supported by user fees. The major fees charged are summarized
as follows:
FY17 Disposal Rates
Iowa City residents: $42.50 per ton
Non-Iowa City residents: $47.50 per ton
FY17 Rates
Iowa City Community Compost (per ton) $20
Iowa City Community Compost (minimum) $2
Wood chip mulch (per ton) $10
Wood chip mulch (minimum)
$2
TV or monitor (<18”, includes peripherals) $10
TV or monitor (≥ 18”, includes peripherals) $15
Bulk electronic waste (with no TV or
monitor) $2 per item
There was a tipping fee increase in fiscal year 2016 of $4.00 per ton for both Iowa City and non-
Iowa City residents. This is expected to generate additional revenue of approximately $480,000
per year.
Landfill charges of $5,341,722 and Refuse charges of $440,100 comprise approximately 97% of
the landfill’s budgeted revenue for fiscal year 2017. Total revenues are estimated to increase
by 1.36% from fiscal year 2016 due to a marginal increase in landfill usage.
97%
2%1%
FY17 Estimated - $5,977,982
Landfill & Refuse
Charges for
Services
Use of Money &
Property
Misc Revenue
453
Expenditures:
Fiscal year 2017 budgeted expenditures represent a 4.14% decrease or $194,383 from the
fiscal year 2016 revised budget. This decrease is primarily due to a decrease in capital outlay
expenditures in the Landfill Operations budget. The Landfill Fund fiscal year 2017 budget does
not include any capital outlay expenditures.
The budget does include $800,000 in transfers for capital improvements.
27%
70%
3%
FY17 Estimated - $4,505,413
Personnel
Services
Supplies
454
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 22,343,555$ 24,616,339$ 24,265,434$ 24,052,856$ 24,254,412$ 25,155,345$
Revenues:
Use Of Money And Property
Interest Revenues 114,833$ 49,537$ 122,495$ 69,207$ 92,780$ 55,834$
Rents 25,311 50,245 49,655 50,245 52,894 52,894
Intergovernmental
Fed Intergovnt Revenue - - 24,541 - - -
Other State Grants (210,815) 12,242 - - - -
Charges For Fees And Services
Refuse Charges 383,760 392,531 743,008 392,531 440,100 440,100
Landfill Charges 4,733,705 4,967,453 5,043,246 5,269,970 5,341,722 5,341,722
Miscellaneous
Contrib & Donations 400 713 382 - - -
Misc Merchandise 19,376 20,219 20,839 20,219 21,000 21,000
Other Misc Revenue 29,133 35,541 33,001 31,092 29,486 29,486
Sub-Total Revenues 5,095,703 5,528,481 6,037,167 5,833,264 5,977,982 5,941,036
Transfer In:
Interfund Loans 2,795,347 235,836 879,914 251,088 228,364 235,310
Misc Transfers In - 6,421,324 583,755 1,450,327 865,844 865,844
Sub-Total Transfers In 2,795,347 6,657,160 1,463,669 1,701,415 1,094,208 1,101,154
Total Revenues & Transfers In 7,891,050$ 12,185,641$ 7,500,836$ 7,534,679$ 7,072,190$ 7,042,190$
Expenditures:
Landfill Administration 647,597$ 736,362$ 1,018,633$ 677,748$ 863,115$ 881,916$
Landfill Operations 3,402,742 3,486,272 3,564,599 3,927,155 3,543,452 3,674,455
Solid Waste Surcharge Reserve 92,546 91,666 94,652 94,893 98,846 100,711
Sub-Total Expenditures 4,142,885 4,314,300 4,677,884 4,699,796 4,505,413 4,657,082
Transfers Out:
Capital Project Funding 2,128,324 1,800,922 (43,575) 1,183,000 800,000 -
Misc Transfers Out - 6,421,324 583,755 1,450,327 865,844 865,844
Interfund Loan - - 2,495,350 - - -
Sub-Total Transfers Out 2,128,324 8,222,246 3,035,530 2,633,327 1,665,844 865,844
Total Expenditures & Transfers Out 6,271,209$ 12,536,546$ 7,713,414$ 7,333,123$ 6,171,257$ 5,522,926$
Fund Balance*, June 30 23,963,396$ 24,265,434$ 24,052,856$ 24,254,412$ 25,155,345$ 26,674,609$
Change in Accounting Method 652,943 - - - - -
Adjusted Fund Balance*, June 30 24,616,339 24,265,434 24,052,856 24,254,412 25,155,345 26,674,609
Restricted / Committed /Assigned 24,757,612 22,423,720 21,559,542 22,163,034 23,410,898 24,724,600
Unassigned Balance (141,273)$ 1,841,714$ 2,493,314$ 2,091,378$ 1,744,447$ 1,950,010$
% of Revenues & Transfers In -2%15%33%28%25%28%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Landfill (7500 - 7504)
Fund Summary
455
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 Transportation and Resource
Management department. The Landfill serves Johnson County, Kalona and Riverside. Trash is
landfilled according to stringent federal and state regulations to ensure that environmental
protection is in place.
The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items
from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This
initiated recycling programs for these items that are still in place today. The Landfill’s budget is
organized into five activities:
Landfill Administration
Landfill Administration personnel consists of a 30% cost share of the Transportation &
Resource Management Administration budget, a 1.0 FTE Assistant Superintendent, and
a .50 FTE Customer Service Representative. Administration oversees the operation of:
Landfill Operations
The landfill takes in about 123,000 tons of trash and collects hundreds of groundwater
and stormwater samples to evaluate environmental compliance annually. The landfill
has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is
about 400 acres in size; about half which contains buried trash. Remaining land is used
as a buffer for surrounding properties and wetlands.
The Eastside Recycling Center was completed in fiscal year 2012 and is located at 2401
Scott Boulevard. Facilities include an environmental education building, bulk water and
concrete washout stations, and drop-off areas for waste oil and electronic items. The
complex also provides space for the Furniture Project and Salvage Barn.
In an effort to meet the State of Iowa's waste reduction goals, Iowa City has
implemented garbage and recycling programs to encourage waste reduction. These
programs are designed to promote recycling and re-use of materials rather than disposal
of these materials into the City's landfill.
Landfill Replacement Reserve
This activity accounts for funds that are assigned for the replacement of closed landfill
cells. These activities include acquiring land, land improvements, and cell construction.
456
Solid Waste Surcharge Reserve
This activity accounts for the portion of user fees required by state law to be set aside for
environmental protection, waste reduction, and recycling programs.
Landfill Assurance Reserves for Closure and Post-Closure
Assurance Reserves account for state-mandated set-asides for costs associated with
closing the landfill and ongoing maintenance of the closed landfill site in accordance with
Iowa Department of Natural Resources environmental requirements.
HIGHLIGHTS
Iowa City Community Compost is produced from local yard waste and food waste. The
annual production of nearly 4,000 tons is often “sold out”.
The household hazardous waste facility accepts material from 3,000 households and small
businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill.
Landfill recycling programs continue to expand:
o Three drop-off sites collect about 769 tons of materials annually.
o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 37
local non-profit groups with the proceeds.
o The electronic waste recycling program has been expanded to the East Side Recycling
Center.
Recent Accomplishments: Upcoming Challenges:
Implemented shingle recycling
program partnering with L.L. Pelling
Began landfilling operations in most
recently constructed cell
Began master plan for landfill site
Replacement of aging equipment
and facilities
Expansion of landfill gas collection
system
Impact of increased participation in
food scrap program on composting
operations
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 16.50 15.50 14.00
457
Staffing Level Change Summary:
In fiscal year 2016, oversight of the Landfill and Recycling Operations moved from the Public
Works department to the Transportation and Resource Management department. This resulted
in changes to staffing levels as the .50 FTE for the Wastewater Superintendent and the .50 FTE
Senior Clerk/Typist are being moved entirely to the Wastewater Fund budget and out of the
Landfill Administration budget. These staffing changes will take effect in fiscal year 2017.
Also changed for fiscal year 2017 was a restructuring of the Clerk positions in the Refuse and
Landfill funds. The result of this change is that the Recycle Clerk in the Landfill Operations was
replaced with a Customer Service Representative that is now split 50/50 between the Landfill
Administration and the Refuse Administration activities.
In the Landfill Operations activity budget, the 1.00 FTE Senior Maintenance Worker position and
the 2.00 FTE Maintenance Worker III positions were reclassified as Maintenance Worker I
positions in fiscal year 2017.
Service Level Change Summary:
No service level changes for fiscal year 2017.
Financial Highlights:
There are two Capital Improvement Program projects proposed by the Landfill for the revised
fiscal year 2016 budget. The first is an $83,000 project to install fiber optic cable and thermal
cameras around the landfill site. This will help in monitoring the working face of our active cells.
The second project is a large expansion of our landfill gas collection system for $950,000 which
will be partially paid for by the Landfill Closure/Post-closure Reserves. This will involve the
installation of vertical and horizontal wells in various locations on the landfill site to collect
methane produced by the waste in the landfill. A third project is the proposed replacement of
the two landfill equipment buildings for an estimated $800,000 in fiscal year 2017. These
projects are shown as transfers out to the Capital Projects Fund.
With the reorganization of the Transportation & Resource Management department and the re-
allocation of the Administration staff, an administrative chargeback was added to the Landfill
Administration budget. The Transportation & Resource Management Administration budget
was added to the General Fund. 30% of this budget is being allocated to the Landfill to cover
the cost of oversight for this fund. The result is a decrease in Personnel costs and an increase
in Services costs in the Landfill Administration budget.
458
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Tons of Solid Waste Landfilled
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
116,954 111,790 112,104 115,642 123,410
Organics (Food Waste) Tons Diverted to Composting
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
59 192 246 484 439
Recycling Drop Site Tons Collected
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
569 661 762 723 769
Amount (%) of All Solid Waste Recycled
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
8.2%13.6%12.2%14.0%14.1%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Communication and Marketing
Provide innovative and cost-effective services for residents that
divert material from the landfill.
Provide residents with convenient and efficient recycling
opportunities.
459
City of Iowa City
Activity: Landfill Administration (750110)Fund: Landfill (7500)
Division: Landfill (750100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 35,949$ 13,202$ 41,554$ -$ 30,000$ -$
Miscellaneous
Other Misc Revenue 509 - 715 - - -
Total Revenues 36,458$ 13,202$ 42,269$ -$ 30,000$ -$
Expenditures:
Personnel 184,193$ 164,977$ 190,985$ 111,712$ 153,908$ 158,525$
Services 462,615 570,789 472,496 565,134 708,668 722,841
Supplies 789 596 2,962 902 539 550
Capital Outlay - - 352,190 - - -
Total Expenditures 647,597$ 736,362$ 1,018,633$ 677,748$ 863,115$ 881,916$
Personnel Services - FTE 2013 2014 2015 2016 2017
Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Solid Waste - - - - 0.50
Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 0.50 -
Wastewater Superintendent 0.50 0.50 0.50 0.50 -
Total Personnel 2.00 2.00 2.00 2.00 1.50
Activity Summary
460
City of Iowa City
Activity: Landfill Operations (750120)Fund: Landfill (7500)
Division: Landfill (750100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 25,973$ 1,177$ 10,508$ 1,177$ 2,000$ 2,000$
Rents 25,311 50,245 49,655 50,245 52,894 52,894
Intergovernmental
Fed Intergovnt Revenue - - 24,541 - - -
Other State Grants (210,815) 12,242 - - - -
Charges For Fees And Services
Refuse Charges 383,760 392,531 743,008 392,531 440,100 440,100
Landfill Charges 3,753,129 4,788,513 4,851,524 5,091,030 5,150,000 5,150,000
Miscellaneous
Contrib & Donations 400 713 382 - - -
Misc Merchandise 19,376 20,219 20,839 20,219 21,000 21,000
Other Misc Revenue 28,624 35,541 32,286 31,092 29,486 29,486
Total Revenues 4,025,758$ 5,301,181$ 5,732,743$ 5,586,294$ 5,695,480$ 5,695,480$
Expenditures:
Personnel 1,001,389$ 1,088,149$ 1,087,998$ 1,166,518$ 1,013,364$ 1,043,765$
Services 2,224,688 2,192,243 2,326,512 2,214,924 2,411,798 2,460,034
Supplies 96,481 179,799 129,364 151,141 118,290 120,656
Capital Outlay 80,184 26,081 20,725 394,572 - 50,000
Total Expenditures 3,402,742$ 3,486,272$ 3,564,599$ 3,927,155$ 3,543,452$ 3,674,455$
Personnel Services - FTE 2013 2014 2015 2016 2017
Environmental Coord/Landfill 1.00 1.00 1.00 - -
Landfill Operator 6.00 5.00 5.00 5.00 8.00
M.W. I - Landfill 1.00 - - - -
M.W. II - Eastside Recycling - 1.00 1.00 1.00 1.00
M.W. III - Landfill 2.00 2.00 2.00 2.00 -
Recycle Clerk - Landfill 1.00 1.00 1.00 1.00 -
Recycling Coordinator 0.25 0.25 0.25 0.25 0.25
Scalehouse Operator 1.50 1.50 1.50 1.50 1.50
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Sr. M.W. - Landfill 1.00 1.00 1.00 1.00 -
Total Personnel 14.75 13.75 13.75 12.75 11.75
Activity Summary
461
City of Iowa City
Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501)
Division: Landfill (750100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 52,911$ 35,158$ 70,433$ 68,030$ 60,780$ 53,834$
Other Financial Sources
Transfer In from Landfill Operations 500,000 463,289 494,768 707,423 742,152 742,152
Interfund Loans 2,795,347 235,836 879,914 251,088 228,364 235,310
Total Revenues & Transfers In 3,348,258$ 734,283$ 1,445,115$ 1,026,541$ 1,031,296$ 1,031,296$
Transfers Out:
Capital Project Fund -$ 300,000$ -$ -$ -$ -$
InterFund Loan - Disbursed to Other Funds 1,823,926 - 2,495,350 - - -
Total Transfers Out 1,823,926$ 300,000$ 2,495,350$ -$ -$ -$
Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502)
Division: Landfill (750100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 170,298$ 178,940$ 191,722$ 178,940$ 191,722$ 191,722$
Total Revenues 170,298$ 178,940$ 191,722$ 178,940$ 191,722$ 191,722$
Expenditures:
Personnel 54,328$ 56,333$ 57,243$ 59,569$ 61,089$ 62,922$
Services 38,218 35,324 36,704 35,324 37,048 37,789
Supplies - 9 705 - 709 -
Total Expenditures 92,546$ 91,666$ 94,652$ 94,893$ 98,846$ 100,711$
Personnel Services - FTE 2013 2014 2015 2016 2017
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
462
City of Iowa City
Activity: Landfill Assurance Closing Reserves (750230/240)Fund: Landfill (7503/4)
Division: Landfill (750100)Department: Transportation & Resource Management
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Transfer In from Landfill Operations 810,278$ 2,551,272$ 88,987$ 117,904$ 123,692$ 123,692$
Total Revenues 810,278$ 2,551,272$ 88,987$ 117,904$ 123,692$ 123,692$
Transfers Out:
Landfill Operations -$ 5,406,721$ -$ 625,000$ -$ -$
Total Expenditures -$ 5,406,721$ -$ 625,000$ -$ -$
Activity Summary
463
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, 2015 was $611,028, a 41.99% increase over the
fiscal year 2014 year-end fund balance. The increase in fund balance was primarily the result of
the sale of the remaining lots in the Airport North Commerce Park.
In fiscal year 2016, fund balance is estimated to hold steady at $610,985. In fiscal year 2017,
the fund balance is project to decrease by $170,800 or 27.95% to $440,185. This decrease is a
result of transfers to the Capital Projects Fund of $270,800.
(1) FY16 and FY17 figures are estimates
An adjustment was made in fiscal year 2013 for the change from cash basis accounting to
modified accrual basis of accounting. This resulted in a decrease in fund balance of $14,399
primarily due to contracts and accounts payable.
The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport.
Revenue:
For fiscal year 2017, 90% of Airport fund revenue is provided through rentals of airport property.
In addition to the revenue presented in the chart below, the general fund will provide a subsidy
to the Airport in fiscal year 2017. General fund property tax subsidy for operations has been
reduced to $13,209 in fiscal year 2017, a reduction of 39.76% from the fiscal year 2016
operating subsidy of $21,929. A transfer of $100,000 was added from the General Fund to the
Airport Fund in fiscal year 2016 to fund the Airport’s capital improvement program. This transfer
was added in lieu of using General Obligation bonds to fund Airport capital improvements.
FY13 FY14 FY15 FY16 FY17
Total $298,497 $430,344 $611,028 $610,985 $440,185
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Fund Balance (1)
464
Expenditures:
In the fiscal year 2017 budget, operating expenditures increase from the fiscal year 2016 budget
by 7.7% to $372,709. This increase reflects an increase in snow and ice control expenditures,
equipment maintenance costs, and insurance expenditures. Capital outlay of $20,000 is
budgeted for unspecified building improvements at the airport facilities.
90%
10%
FY17 Estimated - $359,500
Rents
Royalties &
Commissions
20%
73%
1%
6%
FY17 Estimated - $372,709
Personnel
Services
Supplies
Capital Outlay
465
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 676,370$ 298,497$ 430,344$ 611,028$ 610,985$ 440,185$
Revenues:
Use Of Money And Property
Interest Revenues 1,236$ (578)$ (1,988)$ -$ -$ -$
Rents 289,305 300,491 323,682 298,000 323,000 323,000
Royalties & Commiss 24,696 27,049 27,445 26,100 36,500 36,500
Miscellaneous
Contrib & Donations - 28,410 1,709 - - -
Other Misc Revenue 110 - - - - -
Other Financial Sources
Sale Of Assets 336,936 212,505 930,843 - - -
Sub-Total Revenues 652,283 567,877 1,281,691 324,100 359,500 359,500
Transfers In:
Transfer In from General Fund - Subsidy 100,000 72,342 68,415 121,929 113,209 121,011
Sub-Total Transfers In 100,000 72,342 68,415 121,929 113,209 121,011
Total Revenues & Transfers In 752,283$ 640,219$ 1,350,106$ 446,029$ 472,709$ 480,511$
Expenditures:
Airport Operations 321,256$ 363,552$ 365,460$ 346,072$ 372,709$ 380,511$
Sub-Total Expenditures 321,256 363,552 365,460 346,072 372,709 380,511
Transfers Out:
Capital Project Fund 503,369 (35,693) 124,817 100,000 270,800 308,830
Operating Subsidy - General Fund 11,892 - - - - -
InterFund Loan Repay Principal - Landfill 279,240 180,513 679,145 - - -
Sub-Total Transfers Out 794,501 144,820 803,962 100,000 270,800 308,830
Total Expenditures & Transfers Out 1,115,757$ 508,372$ 1,169,422$ 446,072$ 643,509$ 689,341$
Fund Balance, June 30 312,896$ 430,344$ 611,028$ 610,985$ 440,185$ 231,355$
Change in Accounting Method (14,399) - - - - -
Adjusted Fund Balance, June 30 298,497 430,344 611,028 610,985 440,185 231,355
Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000
Unassigned Balance 198,497$ 330,344$ 511,028$ 510,985$ 340,185$ 131,355$
% of Revenues & Transfers In 26%52%38%115%72%27%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Airport (7600)
Fund Summary
466
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 annually hosts the SERTOMA fly-in/drive-in pancake breakfast and car show
The Iowa Department of Transportation estimates that the Airport has an economic impact
of over $11 million on the Iowa City area annually
Recent Accomplishments:
Repaid all debt
Began Airport Master Plan Update
Rehabilitated Fuel Farm
Upcoming Challenges:
Obstruction mitigation obligations
Change in state grant program
regarding funding of pavement
maintenance projects
General Levy allocations for projects
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 1.00 1.00 1.00
467
Staffing Level Change Summary:
There are no staffing changes for fiscal year 2017.
Service Level Change Summary:
Snow and ice control services will be expanded in the winter of 2015/2016 on a trial basis at a
cost of approximately $11,000. It is estimated that this cost will be partially offset by additional
fuel sales commission revenue of $9,000 from not having to close the runways during periods of
wintry weather.
Financial Highlights:
In fiscal year 2017, capital outlay for building improvements is budgeted for $20,000 and
transfer to the Capital Projects Fund are budgeted at $270,800. A subsidy of the operating and
capital activities at the Airport are budgeted at $113,209 for fiscal year 2017.
468
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Revenue Generated through Airport
Land Sales $376,500 $400,000 $336,936 $212,505 $930,843
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Outstanding Loan Balance $1,462,780 $1,138,898 $859,658 $679,145 $0
Inter-Fund Loan Repayments FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Principal $42,317 $323,882 $279,240 $180,513 $679,145
Interest $59,442 $57,877 $39,464 $32,834 $20,843
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Hangar Rental Revenue $235,283 $238,266 $243,658 $250,383 $275,683
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Fuel Flowage, as a Proxy for Airport Activity
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Jet Fuel Sold 111,426 153,525 165,644 202,307 217,617
Av Gas Sold 67,799 70,989 63,339 74,097 64,133
Total Gallons Sold 179,225 224,514 228,983 276,404 281,750
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Based Aircraft
(Number of Aircraft Based at IOW)84 84 85 85 85
Increase the usefulness of the Airport for economic
development.
On an annual basis, track the number of flights by type.
Allow for privately funded hangar construction.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Develop and maintain adequate funding mechanisms for airport
operations and improvements; increase revenue generated by
airport operations.
Accelerate loan repayments through the sale of airport land for
development.
Annual review of hangar rates to maximize revenue.
Note: 70% of land sale revenue is directed to inter-fund loan repayments
Strategic Economic Development Activities
469
City of Iowa City
Activity: Airport Operations (850110)Fund: Airport (7600)
Division: Airport Operations (850100)Department: Airport
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,236$ (578)$ (1,988)$ -$ -$ -$
Rents 289,305 300,491 323,682 298,000 323,000 323,000
Royalties & Commiss 24,696 27,049 27,445 26,100 36,500 36,500
Miscellaneous
Contrib & Donations - 28,410 1,709 - - -
Other Misc Revenue 110 - - - - -
Other Financial Sources
Sale Of Assets 336,936 212,505 930,843 - - -
Transfers In:
Transfer In from General Fund - Subsidy 100,000 72,342 68,415 121,929 113,209 121,011
Total Revenues & Transfers In 752,283$ 640,219$ 1,350,106$ 446,029$ 472,709$ 480,511$
Expenditures:
Personnel 64,264$ 68,450$ 71,375$ 72,625$ 75,414$ 77,676$
Services 232,752 286,166 279,064 235,601 272,255 277,700
Supplies 5,342 4,221 5,321 4,346 5,040 5,141
Capital Outlay 18,898 4,715 9,700 33,500 20,000 20,000
Total Expenditures 321,256$ 363,552$ 365,460$ 346,072$ 372,709$ 380,517$
Personnel Services - FTE 2013 2014 2015 2016 2017
Airport Operations Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Capital Outlay 2016 2017
Life Cycle Rehabilitation 33,500$ -$
Building improvements - 20,000
Total Capital Outlay 33,500$ 20,000$
Activity Summary
470
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, 2015 was $1,571,994 which
was a 17.11% increase from the fiscal year 2014. The fiscal year 2016 fund balance is
estimated to decrease 36.04% from fiscal year 2015 to $1,005,500. This decrease is primarily
due to transfers to the Capital Projects Fund totaling $914,279. Fiscal year 2017 projected fund
balance represents a 27.56% increase over the fiscal year 2016 estimated year-end balance at
$1,282,644. This is due to a proposed increase in the Storm Water Utility fee of $1.00 per
Equivalent Residential Unit (ERU) per month in fiscal year 2017 which is expected to generate
an additional $327,710 of revenue.
(1) FY16 and FY17 figures are estimates
In fiscal year 2013, the ending fund balance was adjusted upward by $77,172 for the change in
accounting method from cash basis to modified accrual basis. This increase primarily
represents storm water fees receivable at year end.
Revenues:
98% of the Storm Water fund’s operations are funded through storm water utility charges.
Interest on investments and miscellaneous revenue comprise the remaining 2% of Storm Water
fund’s revenue. Fiscal year 2017 revenues are estimated to increase from fiscal year 2016 by
10.78% due to a storm water utility fee increase.
FY13 FY14 FY15 FY16 FY17
Unassigned $773,102 $1,342,320 $1,571,994 $1,005,500 $1,282,644
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Fund Balance (1)
471
A storm water utility rate increase is recommended for fiscal year 2017. In fiscal year 2017, the
Equivalent Residential Unit (ERU) is proposed to be increased from $3.50/month to
$4.50/month.
Expenditures:
Fiscal year 2017 adopted expenditures represent a 21.32% decrease from the fiscal year 2016
estimated expenditures. The decrease is primarily attributed to moving of the $240,000 for
storm sewer maintenance projects to the Capital Projects Fund. In addition, 50% of a Project
Support Assistant position is being eliminated in fiscal year 2017. This position was split
between the Storm Water, Water, and Wastewater funds. Also in fiscal year 2017, $100,000
has been added for the creation of a wetland management plan for the city.
98%
0%2%
FY17 Estimated - $1,516,221
Charges for Services
Interest
Misc Revenue
39%
60%
1%0%
FY17 Estimated - $624,077
Personnel
Services
Supplies
Capital Outlay
472
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 742,906$ 773,102$ 1,342,320$ 1,571,994$ 1,005,500$ 1,282,644$
Revenues:
Use Of Money And Property
Interest Revenues 1,919$ 2,300$ 5,641$ 834$ 4,500$ 4,500$
Intergovernmental
Fed Intergovnt Revenue - - 200,055 - - -
Disaster Assistance - 254 21,026 - - -
Other State Grants - 3,542 376 - - -
Charges For Fees And Services
Building & Devlpmt - 10,704 - - - -
Storm Water Charges 969,936 1,082,733 1,147,390 1,140,000 1,477,710 1,477,710
Miscellaneous
Printed Materials - 25 425 - - -
Intra-City Charges - - - - 34,011 34,011
Other Misc Revenue 514 144 - 144 - -
Total Revenues 972,369$ 1,099,702$ 1,374,913$ 1,140,978$ 1,516,221$ 1,516,221$
Expenditures:
Storm Water Operations 695,405$ 482,255$ 1,095,239$ 793,193$ 624,077$ 639,018$
Sub-Total Expenditures 695,405 482,255 1,095,239 793,193 624,077 639,018
Transfers Out:
Capital Project Fund 323,940 48,229 50,000 914,279 615,000 890,000
Sub-Total Transfers Out 323,940 48,229 50,000 914,279 615,000 890,000
Total Expenditures & Transfers Out 1,019,345$ 530,484$ 1,145,239$ 1,707,472$ 1,239,077$ 1,529,018$
Fund Balance, June 30 695,930$ 1,342,320$ 1,571,994$ 1,005,500$ 1,282,644$ 1,269,847$
Change in Accounting Method 77,172 - - - - -
Adjusted Fund Balance, June 30 773,102 1,342,320 1,571,994 1,005,500 1,282,644 1,269,847
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 773,102$ 1,342,320$ 1,571,994$ 1,005,500$ 1,282,644$ 1,269,847$
% of Revenues 80%122%114%88%85%84%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Storm Water Management (7700)
Fund Summary
473
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
Recent Accomplishments:
Hosted 25 events, where volunteers logged 1,800 hours of service to clean up the City’s
watersheds, waterways, wetlands, prairies, and other natural spaces in 2014.
The Storm Water Quality Best Management Practices Program participated in a total of
17 projects aimed at improving storm water runoff water quality throughout the
community, funding approximately half of the $146,000 total combined project costs.
Initiated creek repair projects on Willow Creek and Ralston Creek to repair damage from
the significant rain events in 2013.
Completed design and construction on a project to repair damaged storm sewer
infrastructure at various locations within the City.
Upcoming Challenges:
On-going maintenance and repair of aging storm water infrastructure.
Completion of creek maintenance projects.
Improving the quality of storm water runoff related to the City’s MS4 permit.
Maintenance of storm water detention basins.
474
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 2.60 2.60 2.10
Staffing Level Change Summary:
In fiscal year 2017, the .50 FTE Project Support Assistant position was eliminated.
Service Level Change Summary:
There are no service level changes for fiscal year 2017.
Financial Highlights:
In fiscal year 2016 amended budget, the annual storm sewer maintenance capital outlay of
$240,000 is being moved to the Capital Projects Fund and is shown as a transfer out rather than
as a capital outlay. The fiscal year 2016 budget also has a carry-forward of $240,000 in storm
sewer maintenance from fiscal year 2015 that was not completed due to flooding in the prior
years and the vacancy in the Storm Water Senior Engineer position. Total transfers to the
Capital Projects Fund in fiscal year 2016 are $914,279 and in fiscal year 2017 are $615,000.
In fiscal year 2017, there is an increase in the Storm Water Utility fee of $1.00 per ERU per
month; it is expected to generate an additional $327,710 of revenue. There is $100,000
budgeted in fiscal year 2017 to create a wetland management plan for the city.
475
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Quality BMP – Grant Applications
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number Funded 11 10 13 7 16
Amount $25,000 $48,000 $36,000 $51,431 $71,737
Creek Maintenance – Grant Applications
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number Funded 7 7 4 2 1
Amount $53,000 $50,000 $20,000 $12,069 $1,750
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Volunteer Program CY 2010*CY 2011*CY 2012*CY 2013**CY 2014**
Events 15 15 31 34 25
Volunteers 410 435 1,171 1,341 529
Volunteer Hours 1,422 1,868 3,300 4,439 1,800
Value $23,108 $30,355 $53,625 $77,904 $31,590
Integrate volunteers to perform labor intensive water quality
related projects.
Cost effectively satisfy the regulatory requirements of our
stormwater permit while engaging the public in activities and
education.
** amount is calculated using FEMA’s Volunteer Rate of 17.55/hour
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods & Strategic Economic Development
Activities
Continue the investment and reinvestment in Best Management
Practices.
Provide plan review and inspection of Best Management
Practices for stormwater quality improvements.
* amount is calculated using FEMA’s Volunteer Rate of $16.25/hour
Healthy Neighborhoods & Enhanced Communication and
Marketing
476
City of Iowa City
Activity: Storm Water Operations (770110)Fund: Storm Water Management (7700)
Division: Storm Water (770100)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,919$ 2,300$ 5,641$ 834$ 4,500$ 4,500$
Intergovernmental
Fed Intergovnt Revenue - - 200,055 - - -
Disaster Assistance - 254 21,026 - - -
Other State Grants - 3,542 376 - - -
Charges For Fees And Services
Building & Devlpmt - 10,704 - - - -
Storm Water Charges 969,936 1,082,733 1,147,390 1,140,000 1,477,710 1,477,710
Miscellaneous
Printed Materials - 25 425 - - -
Intra-City Charges - - - - 34,011 34,011
Other Misc Revenue 514 144 - 144 - -
Total Revenues 972,369$ 1,099,702$ 1,374,913$ 1,140,978$ 1,516,221$ 1,516,221$
Expenditures:
Personnel 198,736$ 149,359$ 173,190$ 275,621$ 245,904$ 253,281$
Services 198,578 244,600 391,188 275,054 374,622 382,114
Supplies 2,559 2,092 3,537 2,518 3,551 3,622
Capital Outlay 295,532 86,204 527,324 240,000 - -
Total Expenditures 695,405$ 482,255$ 1,095,239$ 793,193$ 624,077$ 639,018$
Personnel Services - FTE 2013 2014 2015 2016 2017
M.W. III - Wastewater Collection 0.20 0.20 0.20 0.20 0.20
M.W. 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 2.60 2.60 2.10
Capital Outlay 2016 2017
Storm Sewer Maintenance 240,000$ -$
Total Capital Outlay 240,000$ -$
Activity Summary
477
CABLE TELEVISION FUND
The Cable Television enterprise fund had accounted for the City’s cable television
administration and the City’s media production unit through fiscal year 2015. The fund’s
activities had been primarily supported by City franchise fees collected by the City’s
primary cable television operator, Mediacom. The fund had also accounted for the
equipment replacement activities of the media production unit. The Cable Television
fund’s budget had been organized into two activities, Administration and Reserves.
Cable 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.
In fiscal year 2016, the Cable Television operations and reserves were transferred to the
General Fund. The unreserved fund balance of $1,393,720 and the cable equipment
replacement reserves of $177,604 were transferred to the General Fund and are now
incorporated into the General Fund budget.
478
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 1,597,031$ 1,765,355$ 1,558,722$ 1,571,324$ -$ -$
Revenues:
Licenses And Permits
Franchise Fees 821,183$ 773,019$ 750,167$ -$ -$ -$
Use Of Money And Property
Interest Revenues 5,357 2,719 4,737 - - -
Miscellaneous
Other Misc Revenue 3,048 170 91 - - -
Other Financial Sources
Sale Of Assets 49 - 4 - - -
Sub-Total Revenues 829,637 775,908 754,999 - - -
Transfers In:
Transfer Into Equip Reserve from Oper.11,500 25,000 25,000 - - -
Sub-Total Transfers In 11,500 25,000 25,000 - - -
Total Revenues & Transfers In 841,137$ 800,908$ 779,999$ -$ -$ -$
Expenditures:
Cable Administration 662,800$ 747,541$ 687,397$ -$ -$ -$
Sub-Total Expenditures 662,800 747,541 687,397 - - -
Transfers Out:
Capital Projects Fund - 180,000 - - - -
Operating Subsidy - General Fund 55,000 55,000 55,000 - - -
Transfers Out - to General Fund - - - 1,571,324 - -
Misc Transfers Out - to Equip Reserve 11,500 25,000 25,000 - - -
Sub-Total Transfers Out 66,500 260,000 80,000 1,571,324 - -
Total Expenditures & Transfers Out 729,300$ 1,007,541$ 767,397$ 1,571,324$ -$ -$
Fund Balance, June 30 1,708,868$ 1,558,722$ 1,571,324$ -$ -$ -$
Change in Accounting Method 56,487 - - - - -
Adjusted Fund Balance, June 30 1,765,355 1,558,722 1,571,324 - - -
Restricted / Committed /Assigned 243,524 152,604 177,604 - - -
Unassigned Balance 1,521,831$ 1,406,118$ 1,393,720$ -$ -$ -$
% of Revenues & Transfers In 181%176%179%N/A N/A N/A
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Cable Television (7800 - 7801)
Fund Summary
479
City of Iowa City
Activity: Cable Administration (210510)Fund: Cable Television (7800)
Division: Communications Office Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees 821,183$ 773,019$ 750,167$ -$ -$ -$
Use Of Money And Property
Interest Revenues 5,357 2,719 4,737 - - -
Miscellaneous
Other Misc Revenue 3,048 170 91 - - -
Other Financial Sources
Sale Of Assets 49 - 4 - - -
Total Revenues 829,637$ 775,908$ 754,999$ -$ -$ -$
Expenditures:
Personnel 517,279$ 502,960$ 422,072$ -$ -$ -$
Services 136,382 238,577 255,977 - - -
Supplies 9,139 6,004 9,348 - - -
Total Expenditures 662,800$ 747,541$ 687,397$ -$ -$ -$
Personnel Services - FTE 2013 2014 2015 2016 2017
Cable T.V. Administrator 1.00 1.00 - - -
Clerical Assistant - Cable T.V. 0.75 0.75 0.75 - -
Communications Tech - Cable 1.00 1.00 1.00 - -
Community Programmer 1.00 - - - -
Custodian - Govt Bldgs 0.13 0.13 0.13 - -
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 - -
Special Projects Asst - Cable 0.75 0.75 0.75 - -
Total Personnel 6.63 6.63 5.63 - -
Activity: Cable Reserves (210520)Fund: Cable Television (7801)
Division: Communications Office Department: City Manager
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Transfers In:
Transfer-In from Cable Operations 11,500$ 25,000$ 25,000$ -$ -$ -$
Total Transfers In 11,500$ 25,000$ 25,000$ -$ -$ -$
Activity Summary
Activity Summary
480
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, 2015 was approximately $5.91
million, an increase of $305,161 or 5.44% from the fiscal year 2014 year-end fund balance. The
increase in fiscal year 2015 was due to a 14% increase in the Housing Voucher administrative
fee. At the end of fiscal year 2015, an estimated $2.945 million in fund balance will be restricted
for Housing Authority operations, subsidy payments to landlords, maintenance and development
of Public Housing units, and development of affordable homeownership opportunities.
Restricted fund balance does not reflect further limitations and restrictions on the use of housing
funds placed by HUD that exists on the unassigned fund balance. Fund balance history is as
follows:
(1) FY16 and FY17 are estimates
Fiscal year 2016 revised year-end fund balance is expected to increase by 6.27% or $370,497
over the fiscal year 2015 ending balance. Fiscal year 2017 projected fund balance is expected
to increase by 12.73% over the fiscal year 2016 fund balance to $7.08 million. This projected
increase is due to an anticipated, continued increase in federal funding for the Housing Voucher
Program.
At the end fiscal year 2013, an adjustment converting the accounting method from cash basis to
modified accrual basis is presented. This adjustment was a decrease in fund balance of
$331,983 in fiscal year 2013 primarily due to accounts and contracts payable.
FY13 FY14 FY15 FY16 FY17
Unassigned $3,303,981 $2,776,056 $2,966,555 $3,306,023 $4,069,508
Restricted $2,811,904 $2,830,484 $2,945,146 $2,976,175 $3,012,175
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
Fund Balance (1)
481
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$8.15 million in federal funding through HUD in fiscal year 2017. This is a 2.22% decrease from
fiscal year 2016 projections.
Expenditures:
Fiscal year 2017 estimated expenditures are expected to decrease from the fiscal year 2016
estimated expenditures by 6.84% which primarily represents a decrease in landlord payments.
88% of the Housing fund budget is to provide services to citizens.
96%
3% 1%
FY17 Estimated - $8,501,333
Federal
Rents
Interest Revenue
Royalties &
Commissions
Misc Revenue
12%
88%
FY17 Estimated - $7,655,761
Personnel
Services
Supplies
Capital Outlay
482
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 6,793,632$ 6,115,885$ 5,606,540$ 5,911,701$ 6,282,198$ 7,081,683$
Revenues:
Use Of Money And Property
Interest Revenues 23,025$ 11,169$ 20,787$ 4,680$ 20,930$ 20,930$
Rents 203,286 212,816 237,306 213,333 238,000 238,000
Royalties & Commissions 28,516 26,487 38,635 30,509 42,600 42,600
Intergovernmental
Fed Intergovnt Rev 6,985,739 6,720,374 7,629,448 8,337,892 8,152,443 8,152,443
Miscellaneous
Other Misc Revenue 16,338 20,648 23,099 20,648 22,360 22,360
Other Financial Sources
Loan Repayments 83,002 41,173 142,387 26,349 25,000 25,000
Sale Of Assets 980 285,500 - - - -
Sub-Total Revenues 7,340,886 7,318,167 8,091,662 8,633,411 8,501,333 8,501,333
Misc Transfers In 4,787 1,158 8,760 - - -
Sub-Total Transfers In 4,787 1,158 8,760 - - -
Total Revenues & Transfers In 7,345,673$ 7,319,325$ 8,100,422$ 8,633,411$ 8,501,333$ 8,501,333$
Expenditures:
Voucher Program 7,055,349$ 6,891,723$ 7,205,702$ 7,631,208$ 7,228,345$ 7,380,328$
Public Housing Program 589,352 722,958 524,822 586,522 427,416 1,437,751
Sub-Total Expenditures 7,644,701 7,614,681 7,730,524 8,217,730 7,655,761 8,818,079
Transfers Out:
Capital Project Fund 3,736 - - - - -
Operating Subsidy - PILOT Gen Fund 18,000 18,414 18,727 18,914 19,292 19,678
Misc Transfers Out - Director Reimb 25,000 25,575 26,010 26,270 26,795 27,331
General Fund - UniverCity program - 170,000 20,000 - - -
Sub-Total Transfers Out 46,736 213,989 64,737 45,184 46,087 47,009
Total Expenditures & Transfers Out 7,691,437$ 7,828,670$ 7,795,261$ 8,262,914$ 7,701,848$ 8,865,088$
Fund Balance, June 30 6,447,868$ 5,606,540$ 5,911,701$ 6,282,198$ 7,081,683$ 6,717,928$
Change in Accounting Method (331,983) - - - - -
Adjusted Fund Balance, June 30 6,115,885 5,606,540 5,911,701 6,282,198 7,081,683 6,717,928
Restricted / Committed /Assigned 2,811,904 2,830,484 2,945,146 2,976,175 3,012,175 2,047,175
Unassigned Balance 3,303,981$ 2,776,056$ 2,966,555$ 3,306,023$ 4,069,508$ 4,670,754$
% of Revenues & Transfers In 45%38%37%38%48%55%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
483
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 1292
HCV and VASH vouchers. These Owners/landlords receive approximately $6.5
million/year in rental subsidy paid on behalf of Housing Authority participants.
Public Housing
The City of Iowa City owns 81 public housing units; the Housing Authority serves as the
landlord and rents these units to eligible tenants. They are low-density units scattered
throughout Iowa City and were constructed to conform and blend into the existing
neighborhood architecture.
HIGHLIGHTS
The Housing Choice Voucher Program will pay approximately $6.3 million in Housing
Assistance Payments to landlords/owners of rental properties in Johnson County in fiscal
year 2015.
The Housing Authority paid over $290,000 to private sector Iowa City contractors for the
capital improvement, general maintenance, and repair of Public Housing properties in fiscal
year 2015.
484
Since 1998, 186 families have moved to homeownership with assistance from the Housing
Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down payment Assistance,
and UniverCity).
Recent Accomplishments:
Achieved High Performance Status for
the Housing Choice Voucher program
for fiscal year 2015.
Received an additional 20 VASH
vouchers in calendar year 2015.
In fiscal year 2015, maintained a 101%
lease-up rate for the combined HCV and
VASH programs.
In fiscal year 2015 maintained a 98% for
Public Housing.
Maintained a 100% lease-up rate for the
Peninsula Apartments.
Upcoming Challenges:
HUD funds the Housing Authority on a
calendar year basis; however, we never
know what our actual budgets are until
May or June of the calendar year.
Dispelling damaging myths regarding
Housing Authority programs and
participants.
Maintain lease-up rates of at least 98%
for the HCV, VASH, and Public Housing
programs in spite of staff reductions due
to budget cuts.
Continue efforts to ensure program
integrity by monitoring landlord/tenant
compliance with program
responsibilities.
Continue to support homeownership
opportunities.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 10.19 10.19 9.60
Staffing Level Change Summary:
In fiscal year 2017, there are several changes to the staffing for the Housing Authority. The
Section 8 Coordinator was increased from a .94 FTE position to a 1.00 FTE position. Also, the
allocations for the Building Inspector (1.00 FTE) and Housing Assistant (.25 FTE) positions that
were partially allocated to both the Housing Voucher Program and the Public Housing Program
were re-allocated so that only .60 FTE of the Building Inspector is now being allocated to the
Housing Authority and none of the Housing Assistant is now being allocated to the Housing
Authority. The .65 FTE from those two positions have been re-allocated to the Housing
Inspection activity in the General Fund.
485
Service Level Change Summary:
There are no service level changes for fiscal year 2017.
Financial Highlights:
In fiscal year 2017, the Housing Voucher administrative fee revenue is expected to increase by
10.44% and Housing Voucher HAP revenue is expected to increase by 5.37% over fiscal year
2016.
The fiscal year 2017 federal revenue and budgeted expenditures in the Public Housing Program
do not reflect a projected amount for a capital award from HUD. Therefore, the budgeted
federal revenue and total expenditures are lower than the revised budget in fiscal year 2016.
486
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
Total Participants 134 135 139 156 177
% of Participants with Escrow
Accounts 73%69%64%73%81%
% of Participants with Reduced or
Eliminated Family Investment
Program Cash Assistance
15%16%27%20%
No longer a
FSS grant
reporting
requirement.
% of Participants with Increased
Income versus Prior Year 43%27%41%52%53%
FSS Graduates 11 16 23 24 24
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Actual Occupancy Rate for Fiscal
Year (Goal – 95%)95%95%98%97%97%
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
% of All Emergency Work Orders
Completed within 24 hours
(Goal – 100%)
100%100%100%100%100%
Average Number of Calendar Days of
All Non-Emergency Work Orders
(Goal – < 25 days)
2.7 days 2.3 days 1.9 days 1.6 days 1.9 days
Affordable Rental Housing: Provide affordable, decent and safe
rental housing for eligible low-income families, elderly persons,
and persons with disabilities.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Healthy Neighborhoods
Assist low income families in bridging the economic gap through
building assets, improving employment opportunities, and
transitioning from renters of units to owners of homes.
The Family Self-Sufficiency (FSS) Program: Promote self-
sufficiency and asset development by providing supportive
services to participants to increase their employability, to
increase the number of employed participants, and to encourage
increased savings through an escrow savings program.
Healthy Neighborhoods
Maintain a scattered sites Public Housing program.
487
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
HCVP Homeownership Vouchers $122,713 $124,288 $108,029 $103,583 $74,996
HCVP Non-Elderly Disabled
Vouchers
Not Reported
Separately
Not Reported
Separately $340,446 $340,728 $317,995
HCVP Portable Vouchers $356,874 $193,943 $198,815 $206,207 $208,845
VASH Vouchers $93,562 $115,605 $141,878 $147,750 $204,079
All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 $4,815,043 $5,185,345
Total Voucher Utilization
(# of vouchers leased on the first day
of the month)
97%96%102%94%98%
Total Voucher Utilization
(# of vouchers leased on the last day
of the month)
98%97%103%97%100%
Healthy Neighborhoods & Strategic Economic Development
Activities
Increase affordable housing choices for low-income families, the
elderly, and persons with disabilities in private market rental
units.
Provide homeownership opportunities through the HCV
homeownership program.
Affordable Rental Housing: Pay rental subsidies directly to
private market landlords on behalf of eligible families.
Provide mortgage assistance payments to lenders on behalf of
eligible families.
488
City of Iowa City
Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910)
Division: Neighborhood Services Department: Neighborhood & Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,870$ (900)$ (37)$ -$ -$ -$
Royalties & Commiss 28,251 26,184 38,195 26,184 38,200 38,200
Intergovernmental
Fed Intergovnt Rev 6,676,733 6,300,282 7,300,167 7,927,279 7,894,875 7,894,875
Miscellaneous
Other Misc Revenue 11,865 9,567 14,139 9,567 14,000 14,000
Transfers In:
Misc Transfers In 4,787 1,158 8,760 - - -
Total Revenues & Transfers In 6,723,506$ 6,336,291$ 7,361,224$ 7,963,030$ 7,947,075$ 7,947,075$
Expenditures:
Personnel 868,160$ 796,665$ 723,973$ 737,003$ 741,604$ 763,852$
Services 6,181,562 6,090,434 6,477,363 6,870,317 6,482,331 6,611,978
Supplies 5,627 4,624 4,366 23,888 4,410 4,498
Total Expenditures 7,055,349$ 6,891,723$ 7,205,702$ 7,631,208$ 7,228,345$ 7,380,328$
Personnel Services - FTE 2013 2014 2015 2016 2017
Building Inspector - 0.71 0.50 0.50 0.30
F.S.S. Program Coordinator 0.95 0.95 0.50 0.50 0.50
Housing Administrator 0.95 0.95 0.78 0.78 0.78
Housing Assistant 1.19 1.19 0.24 0.24 -
Housing Inspector 0.71 - - - -
Housing Office Manager 0.95 0.95 0.96 0.96 0.96
Housing Program Assistant 5.75 4.75 3.84 3.84 3.84
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Section 8 Coord 0.88 0.89 0.94 0.94 1.00
Total Personnel 11.88 10.89 8.26 8.26 7.88
Activity Summary
489
City of Iowa City
Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*)
Division: Neighborhood Services Department: Neighborhood & Development Services
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 21,155$ 12,069$ 20,824$ 4,680$ 20,930$ 20,930$
Rents 203,286 212,816 237,306 213,333 238,000 238,000
Royalties & Commissions 265 303 440 4,325 4,400 4,400
Intergovernmental
Fed Intergovnt Rev 309,006 420,092 329,281 410,613 257,568 257,568
Miscellaneous
Other Misc Revenue 4,473 11,081 8,960 11,081 8,360 8,360
Other Financial Sources
Loans 83,002 41,173 142,387 26,349 25,000 25,000
Sale Of Assets 980 285,500 - - - -
Total Revenues 622,167$ 983,034$ 739,198$ 670,381$ 554,258$ 554,258$
Expenditures:
Personnel 109,240$ 181,185$ 184,554$ 190,169$ 178,675$ 184,035$
Services 441,729 434,233 330,268 389,009 247,546 252,497
Supplies 8,092 8,394 5,549 7,344 1,195 1,219
Capital Outlay 30,291 99,146 4,451 - - 1,000,000
Total Expenditures 589,352$ 722,958$ 524,822$ 586,522$ 427,416$ 1,437,751$
Personnel Services - FTE 2013 2014 2015 2016 2017
Building Inspector 0.29 0.29 0.50 0.50 0.30
F.S.S. Program Coordinator 0.05 0.05 0.50 0.50 0.50
Housing Administrator 0.05 0.05 0.22 0.22 0.22
Housing Assistant 0.06 0.06 0.01 0.01 -
Housing Office Manager 0.05 0.05 0.04 0.04 0.04
Housing Program Assistant 0.25 0.25 0.16 0.16 0.16
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Section 8 Coord 0.05 0.05 - - -
Total Personnel 1.30 1.30 1.93 1.93 1.72
Activity Summary
490
CAPITAL PROJECT FUNDS
Fund Summary
Summary by Division
Summary by Funding Source Project Summary by Name
Unfunded Projects
F
Y
2
0
1
7
492
CAPITAL IMPROVEMENT PROJECTS FUND
The Capital Improvement Projects fund accounts for the collection and disbursement of
funds related to capital improvements or significant capital equipment.
Capital projects involve construction, purchase, or renovation of city facilities or property.
They are generally non-recurring major improvements to the City's physical plant which
necessitate long-term financing and are permanent in nature. The funding sources for
these projects are generally not from operating funds but are instead from bond
proceeds, grants, donations, or other one-time sources of income.
The City annually updates and issues a five-year capital improvement program (CIP).
This program is the planning guide for the City’s issuance of general obligation bonded
debt and for the construction and replacement of the City’s buildings and infrastructure.
The City’s total five-year for the 2016-2020 capital improvement program is
$175,580,892 utilizing funding sources of $175,532,832.
Changes to the 2016 capital improvement program are amended into the fiscal year
2016 operating budget, and the 2017 projected capital improvement program is certified
as part of the 2017 operating budget. The 2016 capital projects fund budget also
includes totals for the carry forward of prior year projects that must be re-appropriated
with the State. These amounts being carried forward are not included in the current five-
year CIP. The revised capital improvement program expenditures for fiscal year 2016
are $71,513,387; the revised budget includes project carry forwards of $25,923,591.
Starting in fiscal year 2015, the North Treatment Plant Removal project received a 20-
year internal loan from the Sewer Fund which is being repaid with a State of Iowa sales
tax grant. The Capital Project Funds total expenditures includes interest expense paid
to the Sewer fund of $166,258, $165,698, and $164,640 for year 2016, 2017, and 2018,
respectively. These amounts are also not reflected in the five-year capital improvement
program totals.
The capital improvement projects for 2017 total $39,845,520. Budgeted fiscal year
2017 expenditures including $165,698 of interest expense to the Sewer Fund total
$40,011,218. The 2017 program is being funded with sources totaling $42,414,023;
Capital Projects Fund revenues also include the State sales tax grant funding of
$390,698 and a transfer in from the TIF funds to reimburse for prior year expenditures of
$31,324. These equal total budgeted revenues and transfer in of $42,836,045. State
sales tax grant revenues in fiscal year 2018 are expected to be $389,640.
Fund balance in the Capital Improvement Projects fund primarily represents unspent
bond proceeds. This fluctuates based on the timing of the issuance of the bonds and
the timing of the project expenditures. With the conversion from cash basis accounting
to modified accrual basis of accounting in fiscal year 2013, a conversion adjustment is
presented for a decrease in fund balance of $7,028,078. This adjustment primarily
represents unpaid contract progress payments and retainages. The estimated ending
fund balance for fiscal year 2017 is $3,347,632.
493
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 25,102,181$ 12,756,766$ 22,942,341$ 21,460,929$ 747,805$ 3,347,632$
Revenues:
Other City Taxes 288,045$ -$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 3,038 50,965 76,147 - - -
Rents 28,467 26,877 12,450 - - -
Intergovernmental
Fed Intergovnt Rev 19,344,636 9,885,872 2,836,611 11,859,110 4,681,084 1,934,470
Disaster Assistance 138,584 173,212 5,622 86,927 - -
Other State Grants 12,715,802 11,174,313 9,352,792 2,262,246 1,165,898 964,640
State 28E Agreements - 158,484 107,298 95,189 60,000 -
Local 28E Agreements 101,086 - - - - -
Charges of Fees & Services
Development Fees 56,942 66,299 49,786 - 41,070 -
Refuse Charges - - 6,312 - - -
Miscellaneous
Contrib & Donations 422,198 381,865 200,000 754,893 150,000 -
Printed Materials 5,310 735 3,300 - - -
Other Misc Revenue 39,448 63,348 164,893 177,000 - -
Other Financial Sources
Sale Of Assets 7,500 500,000 - - - -
Insurance Recoveries 7,520 - - - - -
Debt Sales 2,614,089 16,454,973 7,866,773 9,476,888 16,187,000 13,453,890
Internal Service (Non-Budgetary):
ITS Fund - 83 100,760 - - -
Sub-Total Revenues 35,772,665 38,937,027 20,782,744 24,712,253 22,285,052 16,353,000
Transfers In:
Transfers-In from Governmental
Funds 9,142,201 1,331,465 2,538,057 19,635,456 12,198,968 4,580,049
Transfers-In from Enterprise Funds 10,670,820 7,507,624 611,007 6,652,554 7,352,025 8,270,930
Transfers-In from G.O. Bonds 19,638,960 55,354 323,845 100,000 - -
Misc Transfers-In 330,000 (37,524) 6,009,687 - 1,000,000 -
Internal Service (Non-Budgetary):
ITS Fund - 297,921 189,624 - - -
Sub-Total Transfers In 39,781,981 9,154,841 9,672,220 26,388,010 20,550,993 12,850,979
Total Revenues & Transfers In 75,554,646$ 48,091,868$ 30,454,964$ 51,100,263$ 42,836,045$ 29,203,979$
Expenditures:
Governmental:
General Government 840,951$ 2,222,593$ 787,206$ 875,867$ 940,000$ 350,000$
Culture & Recreation 5,769,746 2,702,586 737,073 4,440,865 5,124,730 1,443,000
Community and Economic Dvlpmnt 3,139,390 572,355 567,228 1,283,072 1,250,000 -
Public Safety 1,857,913 281,073 3,123,348 1,374,099 810,000 189,890
Public Works 10,057,402 11,264,307 19,644,343 48,623,860 27,368,565 23,281,166
Enterprise:
Parking Operations 684,502 133,121 85,206 965,851 400,000 570,000
Public Transportation 854,571 101,286 (1,617) 208,264 50,000 -
Wastewater Treatment 31,529,955 11,565,366 4,664,170 7,744,701 1,140,698 2,214,640
Water Operations 2,202,669 179,652 923,583 1,521,480 966,225 802,100
Landfill 705,470 1,133,663 146,648 2,461,529 800,000 -
Storm Water 372,789 1,228,955 88,962 663,611 615,000 590,000
Airport 2,801,550 5,971,011 578,764 884,592 546,000 1,498,300
Internal Service (Non-Budgetary):
ITS Fund - 60,266 62,526 465,596 - -
Sub-Total Expenditures 60,816,908 37,416,234 31,407,440 71,513,387 40,011,218 30,939,096
Transfers Out:
Capital Project Fund 19,956,583 115,620 323,845 100,000 - -
Debt Service Funding 133 - - - - -
Misc Transfers Out 98,359 374,439 205,090 200,000 225,000 225,000
Sub-Total Transfers Out 20,055,075 490,059 528,935 300,000 225,000 225,000
Total Expenditures & Transfers Out 80,871,983$ 37,906,293$ 31,936,375$ 71,813,387$ 40,236,218$ 31,164,096$
Fund Balance, June 30 19,784,844$ 22,942,341$ 21,460,930$ 747,805$ 3,347,632$ 1,387,515$
Change in Accounting Method (7,028,078) - - - - -
Adjusted Fund Balance, June 30 12,756,766$ 22,942,341$ 21,460,930$ 747,805$ 3,347,632$ 1,387,515$
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Capital Project Funds
Fund Summary
494
Capital Improvement Plan 2016-2020
City of Iowa City, Iowa
DIVISION SUMMARY
thru2016 2020
TotalCategory20162017201820192020
Airport 500,000 546,000 1,498,300 410,000 1,170,000 4,124,300
Development Services 150,000 400,000 300,000 850,000
Finance Administration 100,000 550,000 50,000 50,000 50,000 800,000
Fire 700,000 810,000 60,000 895,000 500,000 2,965,000
Landfill 1,033,000 800,000 1,833,000
Library 55,000 250,000 305,000
Neighborhood Services 600,000 1,000,000 1,600,000
Parking Operations 550,000 400,000 570,000 200,000 100,000 1,820,000
Parks Maintenance 1,635,862 4,139,730 1,378,000 4,700,830 275,000 12,129,422
Police 129,890 129,890
Public Works Administration 140,000 3,034,000 5,450,000 8,624,000
Recreation 353,000 975,000 65,000 280,000 65,000 1,738,000
Storm Water 715,000 615,000 590,000 315,000 915,000 3,150,000
Street Operations 36,422,401 24,334,565 17,881,166 6,265,049 16,421,049 101,324,230
Transit Operations 50,000 50,000 20,000,000 20,100,000
Wastewater Treatment 1,450,000 975,000 2,050,000 4,000,000 500,000 8,975,000
Water Operations 969,275 966,225 802,100 654,950 1,720,500 5,113,050
45,423,538 39,845,520 30,824,456 17,770,829 41,716,549 175,580,892TOTAL
495
Airport, $4,124,300
Finance, $800,000
Fire, $2,965,000
Development Services, $850,000
Landfill, $1,833,000
Library, $305,000
Parks Maintenance, $12,129,422
Parking Operations,
$1,820,000
Transit Operations, $20,100,000
Neighborhood Services,
$1,600,000
Police, $129,890
Public Works Administration,
$8,624,000 Recreation, $1,738,000
Storm Water, $3,150,000
Street Operations, $101,324,230
Wastewater Treatment,
$8,975,000
Water Operations, $5,113,050
Capital Improvement Program
by Division
2016-2020
$175,580,892
496
Capital Improvement Plan 2016-2020
City of Iowa City, Iowa
PROJECTS BY DIVISION
2016 2020thru
Total20162017201820192020CategoryProject#Priority
Airport
A3430 1,238,3001,238,300Apron Reconstruction & Connecting Taxiway 1
A3461 536,000250,000 286,000Airfield Pavement Rehabilitation 2
A3462 780,000260,000 260,000 260,000Hangar A Door Replacement 2
A3464 250,000250,000Runway 7/25 Design Category Conversion 1
A3465 150,000150,000Runway 7 Environmental Assessment 1
A3466 1,170,0001,170,000Runway 7 Extension (213')1
4,124,300500,000 546,000 1,498,300 410,000 1,170,000Airport Total
Development Services
E4513 300,000150,000 150,000Riverfront Crossing Development 1
E4520 100,000100,000Carbon Emissions Reduction Project 3
G4720 300,000300,000Permitting Software Upgrade 1
G4721 150,000150,000City Hall Remodel for NDS Integration 2
850,000150,000 400,000 300,000Development Services Total
Finance Administration
G4704 250,00050,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
G4722 550,00050,000 500,000Phone System Replacement 2
800,000100,000 550,000 50,000 50,000 50,000Finance 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
Y4437 500,000500,000Fire Training Center Relocation 2
2,965,000700,000 810,000 60,000 895,000 500,000Fire Total
Landfill
L3326 83,00083,000Landfill Surveillance Cameras 2
L3327 950,000950,000Landfill Gas Collection System Expansion 1
L3328 800,000800,000Landfill Equipment Building Replacement 2
1,833,0001,033,000 800,000Landfill Total
Library
R4333 250,000250,000Library Bookmobile 1
R4334 55,00055,000Replace Library HVAC Controls 1
305,00055,000 250,000Library Total
Neighborhood Services
E4514 600,000600,000Towncrest Area Redevelopment 4
497
Total20162017201820192020CategoryProject#Priority
E4519 1,000,0001,000,000Affordable Housing Development 1
1,600,000600,000 1,000,000Neighborhood Services Total
Parking Operations
T3004 1,400,000400,000 400,000 300,000 200,000 100,000Parking Facility Restoration Repair 2
T3009 270,000270,000Parking Facility & Enforcement Automation 3
T3017 150,000150,000Capitol & Dubuque Street Façade Improvements 4
1,820,000550,000 400,000 570,000 200,000 100,000Parking Operations Total
Parks Maintenance
R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4132 125,00025,000 25,000 25,000 25,000 25,000Park Annual ADA Accessibility Improvements 1
R4137 191,070191,070Frauenholtz-Miller Park Development 2
R4185 1,000,000500,000 500,000Riverfront Crossings Riverbank/Park Development 2
R4189 375,00075,000 75,000 75,000 75,000 75,000Emerald Ash Borer Response Plan 1
R4191 60,86260,862Pheasant Hill Park Renovation 2
R4192 150,000150,000Happy Hollow Shelter & Bathroom Upgrades 4
R4193 155,000155,000Ashton House Patio Improvements 4
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 Park & Trail Redesign & Development 1
R4225 753,000753,000Highway 1 Sidewalk/Trail 3
R4226 125,00025,000 25,000 25,000 25,000 25,000Sustainable Roadway Vegetation Management Program 3
R4228 250,000250,000Waterworks Park Boat Ramp 5
R4322 300,000150,000 150,000Willow Crk/Kiwanis Park Improvements 2
R4332 535,000295,000 240,000Upgrade Building BAS Controls 3
R4339 2,255,6602,255,660Black Hawk Mini Park/Pedestrian Mall 1
R4340 4,175,8304,175,830East/West Wing Pedestrian Mall Reconstruction 1
R4341 328,000328,000Creekside Park Redevelopment 2
12,129,4221,635,862 4,139,730 1,378,000 4,700,830 275,000Parks Maintenance Total
Police
Y4438 129,890129,890Police Department Flooring & Cabinets 4
129,890129,890Police Total
Public Works Administration
P3957 1,140,00040,000 1,100,000Vehicle Wash System at New Public Works Site 1
P3959 5,950,000500,000 5,450,000Public Works Facility 3
P3974 1,534,000100,000 1,434,000Riverside Drive Pedestrian Tunnel 2
8,624,000140,000 3,034,000 5,450,000Public Works Administration Total
Recreation
R4187 200,000200,000City Park Cabin Restoration 2
R4188 65,00065,000City Park Pool Cabana Shelters 2
R4329 215,000215,000Recreation Center Phase 2 Improvements 3
R4330 310,00050,000 65,000 65,000 65,000 65,000Annual Recreation Center Improvements 1
R4331 750,000750,000Elementary School Recreation Facility Partnership 2
R4335 38,00038,000Mercer Aquatic Center/Scanlon Gym Improvements 2
R4336 160,000160,000Recreation Center Lobby Remodel 2
1,738,000353,000 975,000 65,000 280,000 65,000Recreation Total
Storm Water
M3629 375,00025,000 350,000Normandy Drive Storm Sewer Replacement 3
498
Total20162017201820192020CategoryProject#Priority
M3630 375,00025,000 350,000Stevens Drive Storm Sewer Improvements 3
M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2
M3632 750,00075,000 675,000Lower Muscatine Area Storm Sewer Improvements 2
P3976 450,000450,000Idyllwild Storm Water Drainage Diversion 3
3,150,000715,000 615,000 590,000 315,000 915,000Storm Water Total
Street Operations
S3809 53,416,14921,061,516 18,469,516 13,885,117Iowa 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 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3823 100,00020,000 20,000 20,000 20,000 20,000Brick Street Repairs 2
S3824 7,496,8761,500,000 1,499,219 1,499,219 1,499,219 1,499,219Annual Pavement Rehabilitation 1
S3826 897,873194,553 175,830 175,830 175,830 175,830Underground Electrical Facilities 2
S3827 1,200,000300,000 300,000 300,000 300,000Annual Complete Streets Improvements 3
S3828 200,000100,000 100,000Sidewalk Infill Program 2
S3830 543,000181,000 181,000 181,000Alley Assessment 1
S3834 2,300,0002,300,000Burlington & 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
S3850 675,000675,000Davenport Brick Street Reconstruction 2
S3854 7,800,000350,000 7,450,000American Legion Rd-Scott Blvd to Taft Ave 2
S3868 1,150,0001,150,000Mormon Trek - Right Turn at Benton & 3 Lane Conv 3
S3871 4,500,0004,500,0001st Ave / IAIS RR Crossing Grade Separation 1
S3910 250,00050,000 50,000 50,000 50,000 50,000Annual Bridge Maintenance & Repair 1
S3932 375,00075,000 75,000 75,000 75,000 75,000LED Streetlight Replacement 2
S3933 900,000900,000Myrtle/Riverside Intersection Signalization 2
S3934 3,375,000350,000 3,025,000McCollister Blvd - Gilbert to Sycamore 2
S3935 1,150,000125,000 1,025,000Prentiss Street Bridge Replacement 1
S3936 4,000,000250,000 3,750,000Melrose Avenue Improvements 2
S3937 275,000275,000First Avenue Three-Lane Conversion 3
S3938 5,282,0005,282,000Washington Street Reconstruction 1
101,324,23036,422,401 24,334,565 17,881,166 6,265,049 16,421,049Street Operations Total
Transit Operations
T3055 20,000,00020,000,000Transit Facility Relocation 2
T3059 100,00050,000 50,000Transit Bus Shelter Replacement & Expansion 2
20,100,00050,000 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 800,000800,000Sludge Biosolid Dewatering Equip Replacement 2
V3143 3,500,0003,500,000Backup Generator & Electrical System Upgrade 1
V3144 150,000150,000Wastewater Clarifier Repairs 1
V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 1
8,975,0001,450,000 975,000 2,050,000 4,000,000 500,000Wastewater Treatment Total
Water Operations
W3212 637,100637,100First Avenue (400-500 Block) Water Main Replace 2
W3213 235,175113,275 121,900Ground Storage Reservoir VFD Upgrades 2
W3214 27,50027,500Reseal Treatment Plant Building 2
W3216 217,350217,350Spruce St. (1300-1400 Block) Water Main Repl 3
499
Total20162017201820192020CategoryProject#Priority
W3221 300,00050,000 250,000Aquifer Storage and Recovery (ASR) Project 3
W3222 551,97550,000 501,975Dill St. Water Main Replacement 1
W3223 630,000630,000Douglas St./Douglas Ct. Water Main Replacement 1
W3224 195,500195,500Lee St/Highwood St Water Main Replacement 1
W3225 241,60020,000 70,000 70,000 81,600Water Treatment Plant Filter #6 Buildout 2
W3226 209,50099,500 55,000 55,000Water Plant Computer Control System(s) Replacement 2
W3300 306,00040,000 266,000Bradford Drive Water Main Replacement 3
W3301 1,000,0001,000,000Herbert Hoover Water Booster Pump Station 1
W3302 246,35029,000 217,350Giblin Drive Water Main Replacement 1
W3303 315,00040,000 275,000Sixth Avenue Water Main Replacement 1
5,113,050969,275 966,225 802,100 654,950 1,720,500Water Operations Total
GRAND TOTAL 175,580,89245,423,538 39,845,520 30,824,456 17,770,829 41,716,549
500
Capital Improvement Plan 2016-2020
City of Iowa City, Iowa
FUNDING SOURCE SUMMARY
2016 thru 2020
TotalSource20162017201820192020
AFFORDABLE HOUSING FUND 1,000,0001,000,000
AIRPORT FUND 996,630100,000 270,800 308,830 200,000 117,000
CONTRIBUTIONS & DONATIONS 830,000565,000 150,000 15,000 100,000
EQUIPMENT FUND 2,140,00040,000 1,100,000 1,000,000
FEDERAL GRANTS 32,740,5415,766,327 4,681,084 1,934,470 135,000 20,223,660
GENERAL FUND 3,620,000460,000 1,240,000 1,140,000 390,000 390,000
GO BONDS 56,483,9489,476,888 14,162,000 13,453,890 9,630,830 9,760,340
ITS FUND 550,00050,000 500,000
LANDFILL FUND 1,833,0001,033,000 800,000
LOCAL OPTION SALES TAX 24,282,78416,020,189 8,262,595
MISC TRANSFERS IN 3,300,0003,300,000
OTHER LOCAL GOVERNMENTS 1,600,0001,600,000
OTHER STATE GRANTS 2,280,200855,000 775,200 575,000 75,000
PARK DEDICATION FEES 76,93235,862 41,070
PARKING FUND 1,820,000550,000 400,000 570,000 200,000 100,000
REFUSE COLLECTION FUND 700,000700,000
REVENUE BONDS 3,025,0002,025,000 1,000,000
ROAD USE TAX FUND 12,322,1882,509,188 2,372,000 3,147,000 2,147,000 2,147,000
STORM WATER FUND 3,527,334792,334 615,000 890,000 315,000 915,000
TAX INCREMENT FINANCING 20,71420,714
TRANSIT FUND 1,100,00050,000 50,000 1,000,000
UNIVERSITY OF IOWA 125,00060,000 65,000
UTILITY FRANCHISE TAX 1,497,561325,365 293,049 293,049 293,049 293,049
UTILITY REBATES 177,000177,000
WASTEWATER FUND 11,375,0001,950,000 2,500,000 3,000,000 2,875,000 1,050,000
WATER FUND 5,109,0001,815,275 1,116,225 802,100 654,900 720,500
42,592,142 42,414,023 28,814,339 16,995,779 41,716,549 172,532,832GRAND TOTAL
501
Utility Franchise Tax, $1,497,561
Affordable Housing Fund,
$1,000,000
Federal Grants,
$32,740,541
University of Iowa, $125,000
Other State Grants, $2,280,200
Other Local Governments,
$1,600,000
Park Dedication Fees, $76,932
Contributions & Donations,
$830,000
General Fund , $3,620,000
Road Use
Tax Fund,
$12,322,188
Local Option Sales Tax,
$24,282,784
Tax Increment Financing, $20,714
Wastewater
Fund, $11,375,000
Wastewater Fund,
$11,375,000
Parking Fund, $1,820,000
Transit Fund, $1,100,000
Airport Fund, $996,630
Refuse Collection Fund, $700,000
Landfill Fund, $1,833,000
Storm Water Fund, $3,527,334
ITS Fund, $550,000
Equipment Fund, $2,140,000
GO Bonds, $56,483,948
Revenue Bonds, $3,025,000
Utitlity Rebates, $177,000
Misc Transfers In, $3,300,000
Capital Improvement Program
by Funding Source
2016-2020
$172,532,832
502
Capital Improvement Plan 2016-2020
City of Iowa City, Iowa
PROJECTS BY FUNDING SOURCE
2016 2020thru
TotalSourceProject#Priority 2016 2017 2018 2019 2020
AFFORDABLE HOUSING FUND
E4519 1,000,0001,000,000Affordable Housing Development 1
1,000,0001,000,000AFFORDABLE HOUSING FUND Total
AIRPORT FUND
A3430 123,830123,830Apron Reconstruction & Connecting Taxiway 1
A3461 160,80075,000 85,800Airfield Pavement Rehabilitation 2
A3462 555,000185,000 185,000 185,000Hangar A Door Replacement 2
A3464 25,00025,000Runway 7/25 Design Category Conversion 1
A3465 15,00015,000Runway 7 Environmental Assessment 1
A3466 117,000117,000Runway 7 Extension (213')1
996,630100,000 270,800 308,830 200,000 117,000AIRPORT FUND Total
CONTRIBUTIONS & DONATIONS
R4187 15,00015,000City Park Cabin Restoration 2
R4329 15,00015,000Recreation Center Phase 2 Improvements 3
R4333 150,000150,000Library Bookmobile 1
S3854 100,000100,000American Legion Rd-Scott Blvd to Taft Ave 2
S3871 550,000550,0001st Ave / IAIS RR Crossing Grade Separation 1
830,000565,000 150,000 15,000 100,000CONTRIBUTIONS & DONATIONS
Total
EQUIPMENT FUND
P3957 1,140,00040,000 1,100,000Vehicle Wash System at New Public Works Site 1
P3959 1,000,0001,000,000Public Works Facility 3
2,140,00040,000 1,100,000 1,000,000EQUIPMENT FUND Total
FEDERAL GRANTS
A3430 1,114,4701,114,470Apron Reconstruction & Connecting Taxiway 1
A3464 225,000225,000Runway 7/25 Design Category Conversion 1
A3465 135,000135,000Runway 7 Environmental Assessment 1
A3466 1,053,0001,053,000Runway 7 Extension (213')1
S3809 7,711,4114,541,327 3,170,084Iowa City Gateway Project (Dubuque St)1
S3834 1,511,0001,511,000Burlington & Madison Intersection Improvements 3
S3840 500,000500,000Burlington & Clinton Intersection Improvements 2
S3854 2,240,6602,240,660American Legion Rd-Scott Blvd to Taft Ave 2
503
TotalSourceProject#Priority 2016 2017 2018 2019 2020
S3868 500,000500,000Mormon Trek - Right Turn at Benton & 3 Lane Conv 3
S3935 820,000820,000Prentiss Street Bridge Replacement 1
S3936 930,000930,000Melrose Avenue Improvements 2
T3055 16,000,00016,000,000Transit Facility Relocation 2
32,740,5415,766,327 4,681,084 1,934,470 135,000 20,223,660FEDERAL GRANTS Total
GENERAL FUND
G4704 250,00050,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
P3959 750,000750,000Public Works Facility 3
R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4132 125,00025,000 25,000 25,000 25,000 25,000Park Annual ADA Accessibility Improvements 1
R4187 30,00030,000City Park Cabin Restoration 2
R4189 375,00075,000 75,000 75,000 75,000 75,000Emerald Ash Borer Response Plan 1
R4206 250,00050,000 50,000 50,000 50,000 50,000Intra-city Bike Trails 2
R4226 125,00025,000 25,000 25,000 25,000 25,000Sustainable Roadway Vegetation Management Program 3
R4330 310,00050,000 65,000 65,000 65,000 65,000Annual Recreation Center Improvements 1
R4331 750,000750,000Elementary School Recreation Facility Partnership 2
R4333 100,000100,000Library Bookmobile 1
R4334 55,00055,000Replace Library HVAC Controls 1
3,620,000460,000 1,240,000 1,140,000 390,000 390,000GENERAL FUND Total
GO BONDS
E4513 300,000150,000 150,000Riverfront Crossing Development 1
E4514 600,000600,000Towncrest Area Redevelopment 4
E4520 100,000100,000Carbon Emissions Reduction Project 3
G4720 300,000300,000Permitting Software Upgrade 1
G4721 150,000150,000City Hall Remodel for NDS Integration 2
P3959 700,000700,000Public Works Facility 3
P3974 1,434,0001,434,000Riverside Drive Pedestrian Tunnel 2
R4137 150,000150,000Frauenholtz-Miller Park Development 2
R4185 1,000,000500,000 500,000Riverfront Crossings Riverbank/Park Development 2
R4187 130,000130,000City Park Cabin Restoration 2
R4188 65,00065,000City Park Pool Cabana Shelters 2
R4191 25,00025,000Pheasant Hill Park Renovation 2
R4192 150,000150,000Happy Hollow Shelter & Bathroom Upgrades 4
R4224 600,000200,000 200,000 200,000Hickory Hill Park & Trail Redesign & Development 1
R4225 253,000253,000Highway 1 Sidewalk/Trail 3
R4228 250,000250,000Waterworks Park Boat Ramp 5
R4322 300,000150,000 150,000Willow Crk/Kiwanis Park Improvements 2
R4329 200,000200,000Recreation Center Phase 2 Improvements 3
R4332 358,000118,000 240,000Upgrade Building BAS Controls 3
R4335 53,00053,000Mercer Aquatic Center/Scanlon Gym Improvements 2
R4336 160,000160,000Recreation Center Lobby Remodel 2
R4339 2,250,0002,250,000Black Hawk Mini Park/Pedestrian Mall 1
R4340 4,175,8304,175,830East/West Wing Pedestrian Mall Reconstruction 1
R4341 328,000328,000Creekside Park Redevelopment 2
S3809 17,875,0005,900,000 11,975,000Iowa City Gateway Project (Dubuque St)1
S3828 200,000100,000 100,000Sidewalk Infill Program 2
S3830 543,000181,000 181,000 181,000Alley Assessment 1
504
TotalSourceProject#Priority 2016 2017 2018 2019 2020
S3839 2,150,000100,000 2,050,000Foster Rd Extension - Dubuque to Prairie Du Chien 2
S3854 5,459,340350,000 5,109,340American Legion Rd-Scott Blvd to Taft Ave 2
S3868 650,000650,000Mormon Trek - Right Turn at Benton & 3 Lane Conv 3
S3871 1,546,2221,546,2221st Ave / IAIS RR Crossing Grade Separation 1
S3933 900,000900,000Myrtle/Riverside Intersection Signalization 2
S3934 3,375,0003,375,000McCollister Blvd - Gilbert to Sycamore 2
S3935 205,000205,000Prentiss Street Bridge Replacement 1
S3936 1,470,000250,000 1,220,000Melrose Avenue Improvements 2
S3937 275,000275,000First Avenue Three-Lane Conversion 3
S3938 4,133,6664,133,666Washington Street Reconstruction 1
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
Y4437 500,000500,000Fire Training Center Relocation 2
Y4438 129,890129,890Police Department Flooring & Cabinets 4
56,483,9489,476,888 14,162,000 13,453,890 9,630,830 9,760,340GO BONDS Total
ITS FUND
G4722 550,00050,000 500,000Phone System Replacement 2
550,00050,000 500,000ITS FUND Total
LANDFILL FUND
L3326 83,00083,000Landfill Surveillance Cameras 2
L3327 950,000950,000Landfill Gas Collection System Expansion 1
L3328 800,000800,000Landfill Equipment Building Replacement 2
1,833,0001,033,000 800,000LANDFILL FUND Total
LOCAL OPTION SALES TAX
S3809 24,282,78416,020,189 8,262,595Iowa City Gateway Project (Dubuque St)1
24,282,78416,020,189 8,262,595LOCAL OPTION SALES TAX Total
MISC TRANSFERS IN
T3055 3,300,0003,300,000Transit Facility Relocation 2
3,300,0003,300,000MISC TRANSFERS IN Total
OTHER LOCAL GOVERNMENTS
S3936 1,600,0001,600,000Melrose Avenue Improvements 2
1,600,0001,600,000OTHER LOCAL GOVERNMENTS
Total
OTHER STATE GRANTS
A3461 375,200175,000 200,200Airfield Pavement Rehabilitation 2
A3462 225,00075,000 75,000 75,000Hangar A Door Replacement 2
R4187 25,00025,000City Park Cabin Restoration 2
505
TotalSourceProject#Priority 2016 2017 2018 2019 2020
R4193 155,000155,000Ashton House Patio Improvements 4
R4225 500,000500,000Highway 1 Sidewalk/Trail 3
S3834 500,000500,000Burlington & Madison Intersection Improvements 3
S3871 500,000500,0001st Ave / IAIS RR Crossing Grade Separation 1
2,280,200855,000 775,200 575,000 75,000OTHER STATE GRANTS Total
PARK DEDICATION FEES
R4137 41,07041,070Frauenholtz-Miller Park Development 2
R4191 35,86235,862Pheasant Hill Park Renovation 2
76,93235,862 41,070PARK DEDICATION FEES Total
PARKING FUND
T3004 1,400,000400,000 400,000 300,000 200,000 100,000Parking Facility Restoration Repair 2
T3009 270,000270,000Parking Facility & Enforcement Automation 3
T3017 150,000150,000Capitol & Dubuque Street Façade Improvements 4
1,820,000550,000 400,000 570,000 200,000 100,000PARKING FUND Total
REFUSE COLLECTION FUND
P3959 700,000700,000Public Works Facility 3
700,000700,000REFUSE COLLECTION FUND Total
REVENUE BONDS
V3145 2,025,0002,025,000Scott Boulevard Trunk Sewer 1
W3301 1,000,0001,000,000Herbert Hoover Water Booster Pump Station 1
3,025,0002,025,000 1,000,000REVENUE BONDS Total
ROAD USE TAX FUND
P3959 1,000,0001,000,000Public Works Facility 3
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 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3823 100,00020,000 20,000 20,000 20,000 20,000Brick Street Repairs 2
S3824 6,897,1881,369,188 1,382,000 1,382,000 1,382,000 1,382,000Annual Pavement Rehabilitation 1
S3827 1,200,000300,000 300,000 300,000 300,000Annual Complete Streets Improvements 3
S3834 100,000100,000Burlington & Madison Intersection Improvements 3
S3843 100,00020,000 20,000 20,000 20,000 20,000Annual RR Crossings City Wide 2
S3850 675,000675,000Davenport Brick Street Reconstruction 2
S3910 250,00050,000 50,000 50,000 50,000 50,000Annual Bridge Maintenance & Repair 1
S3932 375,00075,000 75,000 75,000 75,000 75,000LED Streetlight Replacement 2
S3935 125,000125,000Prentiss Street Bridge Replacement 1
12,322,1882,509,188 2,372,000 3,147,000 2,147,000 2,147,000ROAD USE TAX FUND Total
506
TotalSourceProject#Priority 2016 2017 2018 2019 2020
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
M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2
M3632 750,00075,000 675,000Lower Muscatine Area Storm Sewer Improvements 2
P3959 300,000300,000Public Works Facility 3
P3976 450,000450,000Idyllwild Storm Water Drainage Diversion 3
S3938 77,33477,334Washington Street Reconstruction 1
3,527,334792,334 615,000 890,000 315,000 915,000STORM WATER FUND Total
TAX INCREMENT FINANCING
P3974 20,71420,714Riverside Drive Pedestrian Tunnel 2
20,71420,714TAX INCREMENT FINANCING Total
TRANSIT FUND
P3959 1,000,0001,000,000Public Works Facility 3
T3059 100,00050,000 50,000Transit Bus Shelter Replacement & Expansion 2
1,100,00050,000 50,000 1,000,000TRANSIT 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 599,688130,812 117,219 117,219 117,219 117,219Annual Pavement Rehabilitation 1
S3826 897,873194,553 175,830 175,830 175,830 175,830Underground Electrical Facilities 2
1,497,561325,365 293,049 293,049 293,049 293,049UTILITY FRANCHISE TAX Total
UTILITY REBATES
R4332 177,000177,000Upgrade Building BAS Controls 3
177,000177,000UTILITY REBATES Total
WASTEWATER FUND
P3959 500,000500,000Public Works Facility 3
S3809 4,500,000500,000 2,000,000 2,000,000Iowa City Gateway Project (Dubuque St)1
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 800,000800,000Sludge Biosolid Dewatering Equip Replacement 2
V3143 2,375,0002,375,000Backup Generator & Electrical System Upgrade 1
V3144 150,000150,000Wastewater Clarifier Repairs 1
11,375,0001,950,000 2,500,000 3,000,000 2,875,000 1,050,000WASTEWATER FUND Total
507
TotalSourceProject#Priority 2016 2017 2018 2019 2020
WATER FUND
S3809 150,000150,000Iowa City Gateway Project (Dubuque St)1
S3840 100,000100,000Burlington & Clinton Intersection Improvements 2
S3938 746,000746,000Washington Street Reconstruction 1
W3212 637,100637,100First Avenue (400-500 Block) Water Main Replace 2
W3213 235,175113,275 121,900Ground Storage Reservoir VFD Upgrades 2
W3214 27,50027,500Reseal Treatment Plant Building 2
W3216 217,300217,300Spruce St. (1300-1400 Block) Water Main Repl 3
W3221 300,00050,000 250,000Aquifer Storage and Recovery (ASR) Project 3
W3222 551,97550,000 501,975Dill St. Water Main Replacement 1
W3223 630,000630,000Douglas St./Douglas Ct. Water Main Replacement 1
W3224 195,500195,500Lee St/Highwood St Water Main Replacement 1
W3225 241,60020,000 70,000 70,000 81,600Water Treatment Plant Filter #6 Buildout 2
W3226 209,50099,500 55,000 55,000Water Plant Computer Control System(s) Replacement 2
W3300 306,00040,000 266,000Bradford Drive Water Main Replacement 3
W3302 246,35029,000 217,350Giblin Drive Water Main Replacement 1
W3303 315,00040,000 275,000Sixth Avenue Water Main Replacement 1
5,109,0001,815,275 1,116,225 802,100 654,900 720,500WATER FUND Total
172,532,83242,592,142 42,414,023 28,814,339 16,995,779 41,716,549GRAND TOTAL
508
Description
Expand Aircraft Parking Apron and Connect to Runway 7/25 Parallel taxiway
Project #A3430
Priority Critical (1)
Justification
Aircraft parking space is short. Conflicts occur during high traffic days and when there are special events being held in the area (or on the airport). This project
expands the ramp to provide for the allowable ramp space per FAA formulas.
Budget Impact/Other
Expansion of apron will require additional maintenance over long term. Replacement of exisiting apron would decrease current maintenance costs, but will increase
snow plowing and ice removal costs. Total annual expenditure impact is less than $10,000 per year.
Useful Life 50 years
Project Name Apron Reconstruction & Connecting Taxiway
Category Airport
Type One Phase
Total Project Cost:$1,238,300
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 67
Status Active
Total20162017201820192020Expenditures
190,500190,500PLANNING/DESIGN
1,047,8001,047,800CONSTRUCTION
1,238,300 1,238,300Total
Total20162017201820192020Funding Sources
123,830123,830AIRPORT FUND
1,114,4701,114,470FEDERAL GRANTS
1,238,300 1,238,300Total
Project Summary by Name
509
Description
Airfield Pavement Rehabilitation - Phase 1
Project #A3461
Priority Essential (2)
Justification
This project prepares for pavement replacement near the terminal building by placing additional pavement on the west of the aircraft parking apron in order to main
the existing avialable parking area during reconstruction. Project would not proceed without state funding in each year.
Budget Impact/Other
Runway Pavements are approaching 10 years old. This project would add minor additonal expenses related to pavement maintenance and snow plowing/clearing
operations. Annual cost savings is expected to be less than $10,000.
Useful Life 30 Years
Project Name Airfield Pavement Rehabilitation
Category Airport
Type Multi-Phase
Total Project Cost:$536,000
Contact Michael Tharp
Department AIRPORT
MATCH %70%
GRANTEE IDOT
TIF DISTRICT None
SCORE 70
Status Active
Total20162017201820192020Expenditures
91,00043,000 48,000PLANNING/DESIGN
445,000207,000 238,000CONSTRUCTION
250,000 286,000 536,000Total
Total20162017201820192020Funding Sources
160,80075,000 85,800AIRPORT FUND
375,200175,000 200,200OTHER STATE GRANTS
250,000 286,000 536,000Total
Project Summary by Name
510
Description
Hangar A door replacement (phase 1 of 3)
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. Phases will
replace approximately 4 of 10 doors pending bids.
Budget Impact/Other
Minor decrease in operating expenses due to decreased maintenance and repair expenses on the doors. The decrease in operating expenditures is less than $10,000.
Useful Life 50 years
Project Name Hangar A Door Replacement
Category Airport
Type Multi-Phase
Total Project Cost:$780,000
Contact Michael Tharp
Department AIRPORT
MATCH %70%
GRANTEE IDOT
TIF DISTRICT None
SCORE 74
Status Active
Total20162017201820192020Expenditures
126,00042,000 42,000 42,000PLANNING/DESIGN
654,000218,000 218,000 218,000CONSTRUCTION
260,000 260,000 260,000 780,000Total
Total20162017201820192020Funding Sources
555,000185,000 185,000 185,000AIRPORT FUND
225,00075,000 75,000 75,000OTHER STATE GRANTS
260,000 260,000 260,000 780,000Total
Project Summary by Name
511
Description
The conversion of Runway 7/25 from a C-II design to a B-II design. This conversion will require a repainting of the runway markings as well as a relocation of the
approach lighting. The runway was designated a C-II runway during the 1996 Airport Master Plan, but the critical aircraft to support that category did not
materialize.
Project #A3464
Priority Critical (1)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This conversion will increase the available landing distance by
approximately 700 feet.
Budget Impact/Other
The operating impact is negligible.
Useful Life 20 years
Project Name Runway 7/25 Design Category Conversion
Category Airport
Type One Phase
Total Project Cost:$250,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 75
Status Active
Total20162017201820192020Expenditures
37,50037,500PLANNING/DESIGN
212,500212,500CONSTRUCTION
250,000 250,000Total
Total20162017201820192020Funding Sources
25,00025,000AIRPORT FUND
225,000225,000FEDERAL GRANTS
250,000 250,000Total
Project Summary by Name
512
Description
Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the
Runway 7 end of Runway 7/25.
Project #A3465
Priority Critical (1)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and
will extend the Runway 7/25 runway by approximately 213 feet.
Budget Impact/Other
The operating impact is negligible.
Useful Life 10 years
Project Name Runway 7 Environmental Assessment
Category Airport
Type One Phase
Total Project Cost:$150,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 69
Status Active
Total20162017201820192020Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20162017201820192020Funding Sources
15,00015,000AIRPORT FUND
135,000135,000FEDERAL GRANTS
150,000 150,000Total
Description
This project will construct an extension to runway 7/25 of approximately 213.
Project #A3466
Priority Critical (1)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and
will extend the Runway 7/25 runway by approximately 213 feet.
Budget Impact/Other
This project will add additional runway to clear during inclement weather and to provide additional maintenance and repairs. The estimated additional expenditures
are less than $10,000 per year.
Useful Life 50 years
Project Name Runway 7 Extension (213')
Category Airport
Type One Phase
Total Project Cost:$1,170,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
SCORE 69
Status Active
Total20162017201820192020Expenditures
235,000235,000PLANNING/DESIGN
935,000935,000CONSTRUCTION
1,170,000 1,170,000Total
Total20162017201820192020Funding Sources
117,000117,000AIRPORT FUND
1,053,0001,053,000FEDERAL GRANTS
1,170,000 1,170,000Total
Project Summary by Name
513
Description
Annual appropriation for improvements to City Hall.
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:$350,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20162017201820192020Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Prior
100,000
Total
Total20162017201820192020Funding 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
Prior
100,000
Total
Description
The first phase of the project will be to design the final system with input from outside vendors to ensure the best solution without wasted resources. Phase two will
be to replace the core phone system that provides phone services for all city departments. The replacement system will be built with a voice over IP platform to
allow for enhanced capability and resiliency. The new phone system will replace the infrastructure in the city’s primary datacenter and the current phone handsets
that don't support voice over IP.
Project #G4722
Priority Essential (2)
Justification
The phone system is critical to operations of all city departments including the police and fire departments. This current phone system is 12 years old. The company
that built the phone system was purchased by another company and hardware for the current phone system is becoming harder to attain in the event repairs are
required.
Budget Impact/Other
The impact of this project on the operating budget is negligible.
Useful Life 10 years
Project Name Phone System Replacement
Category Finance Administration
Type One Phase
Total Project Cost:$550,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20162017201820192020Expenditures
50,00050,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
50,000 500,000 550,000Total
Total20162017201820192020Funding Sources
550,00050,000 500,000ITS FUND
50,000 500,000 550,000Total
Project Summary by Name
514
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
Total20162017201820192020Expenditures
1,765,000810,000 60,000 895,000EQUIPMENT
810,000 60,000 895,000 1,765,000Total
Total20162017201820192020Funding 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
Project Summary by Name
515
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 due 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
Total20162017201820192020Expenditures
700,000700,000CONSTRUCTION
700,000 700,000Total
Total20162017201820192020Funding Sources
700,000700,000GO BONDS
700,000 700,000Total
Project Summary by Name
516
Description
This project will construct a fire training building to address all aspects of emergency service delivery including fire suppression, technical resuce (confined space,
rope, trench, vehicle) and hazardous materials mitigation. The training building includes a burn room, stair tower and laddering, rappelling and search areas. The
facility will be used for continuing education for firefighters, new recruits, and shared with Johnson Mutual Aid Association members. The project will provide
land development, site utilities, building construction costs, and design fees. The proposed building location is the Public Works Campus.
Project #Y4437
Priority Essential (2)
Justification
The previously unfunded project proposal (Unfunded 80 - Fire Training Facility) has been revised and downsized, vastly reducing the project cost and land space
requirements. The project will replace the fire training facility lost to the revitilization of the north wastewater site. Project justification is indicated in the Iowa
City Fire Department Strategic Plan Addendum, Goal 1, Objective 1B and the city facilities space needs study. The project will provide an accessible training area
that keeps emergency responders in the city and readily available for calls for service.
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 about $50,000 per year.
Useful Life 25 years
Project Name Fire Training Center Relocation
Category Fire
Type One Phase
Total Project Cost:$500,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20162017201820192020Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Total20162017201820192020Funding Sources
500,000500,000GO BONDS
500,000 500,000Total
Project Summary by Name
517
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 incur additional staffing, maintenance, and operating expenses. Some new staff will also be needed to provide operations staff. The
additional cost per year is approximately $100,000 which includes an additional 1.4 FTE of staff, fuel, insurance, and other expenditures.
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
Total20162017201820192020Expenditures
250,000250,000EQUIPMENT
250,000 250,000Total
Total20162017201820192020Funding Sources
150,000150,000CONTRIBUTIONS &
DONATIONS
100,000100,000GENERAL FUND
250,000 250,000Total
Project Summary by Name
518
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
Total20162017201820192020Expenditures
55,00055,000CONSTRUCTION
55,000 55,000Total
Total20162017201820192020Funding Sources
55,00055,000GENERAL FUND
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:$500,000
Contact Wendy Ford
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 40
Status Active
Total20162017201820192020Expenditures
300,000150,000 150,000CONTINGENCY
150,000 150,000 300,000Total
Prior
200,000
Total
Total20162017201820192020Funding Sources
300,000150,000 150,000GO BONDS
150,000 150,000 300,000Total
Prior
200,000
Total
Project Summary by Name
519
Description
Towncrest Urban Renewal Area founded in 2010 on slum and blight. Primary goal of the plan is to stimulate, through public involvelment and committment,
private investment in the revitalization of the Towncrest neighborhood. Developer proposes to acquire an existing property at 1030 Williams St. and construct a new
41 unit housing development for seniors 55 and older. 36 of the units rented to those under 60% median income and 4 unrestricted market rent units. Total
estimated project cost of $6.8 million. Developer requesting $600,000 from City.
Project #E4514
Priority Aesthetic Improvement (4)
Justification
The goal is to revitalize a key eastside neighborhood. A Low Income Housing Tax Developer will apply for tax credits for a 41 unit senior housing development.
The land is zoned for senior housing and an ideal location for seniors. The project will demolish a blighted, vacant structure to add a three story, brick residential
building. See attached elevation. Developer requests a City contribution of $600,000. If not awarded tax credits, the request is withdrawn. To secure enough
points to get awarded tax credits, a City contribution is required.
Budget Impact/Other
This project will have a negligible impact on the operating budget.
Useful Life 40 Years
Project Name Towncrest Area Redevelopment
Category Neighborhood Services
Type One Phase
Total Project Cost:$600,000
Contact Tracy Hightshoe
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Towncrest
SCORE 40
Status Active
Total20162017201820192020Expenditures
600,000600,000CONTINGENCY
600,000 600,000Total
Total20162017201820192020Funding Sources
600,000600,000GO BONDS
600,000 600,000Total
Project Summary by Name
520
Description
This project is to construction an affordable housing project. Funding for this project will be from the developer's cash donation from the sale of the Court/Linn
property that is intended to be used for affordable housing purposes. This project is contingent on the completed sale of that property.
Project #E4519
Priority Critical (1)
Justification
Iowa City has a critical shortage of affordable housing for low to middle income residents. This project is intended to address those needs.
Budget Impact/Other
Revenues and expenditures for the operation of this housing development could vary greatly. Estimated revenues and expenses are approximately $100,000 each
per year.
Useful Life 40 Years
Project Name Affordable Housing Development
Category Neighborhood Services
Type One Phase
Total Project Cost:$1,000,000
Contact Doug Boothroy
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 64
Status Active
Total20162017201820192020Expenditures
100,000100,000PLANNING/DESIGN
850,000850,000CONSTRUCTION
50,00050,000INSPECTION
1,000,000 1,000,000Total
Total20162017201820192020Funding Sources
1,000,0001,000,000AFFORDABLE HOUSING
FUND
1,000,000 1,000,000Total
Description
This is an unspecified project that is intended to reduce carbon emissions in the City.
Project #E4520
Priority Efficiency Improvement (3)
Justification
Global warming and environmental sustainability are strategic priorities for the City. This project is intended to work towards reducing carbon emissions that
contribute to global warming and to move the City in a more sustainable long-term energy mix.
Budget Impact/Other
The operating impact of this project is negligible.
Useful Life 25 years
Project Name Carbon Emissions Reduction Project
Category Development Services
Type One Phase
Total Project Cost:$100,000
Contact Geoff Fruin
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 46
Status Active
Total20162017201820192020Expenditures
100,000100,000CONSTRUCTION
100,000 100,000Total
Total20162017201820192020Funding Sources
100,000100,000GO BONDS
100,000 100,000Total
Project Summary by Name
521
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
Total20162017201820192020Expenditures
300,000300,000OTHER
300,000 300,000Total
Total20162017201820192020Funding Sources
300,000300,000GO BONDS
300,000 300,000Total
Project Summary by Name
522
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 2017.
Project #G4721
Priority Essential (2)
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:$491,299
Contact Doug Boothroy
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 49
Status Active
Total20162017201820192020Expenditures
10,00010,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
10,00010,000CONTINGENCY
150,000 150,000Total
Prior
341,299
Total
Total20162017201820192020Funding Sources
150,000150,000GO BONDS
150,000 150,000Total
Prior
341,299
Total
Description
Annual appropriations for maintenance and improvements in the parks.
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:$587,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
500,000100,000 100,000 100,000 100,000 100,000CONSTRUCTION
100,000 100,000 100,000 100,000 100,000 500,000Total
Prior
87,000
Total
Total20162017201820192020Funding Sources
500,000100,000 100,000 100,000 100,000 100,000GENERAL FUND
100,000 100,000 100,000 100,000 100,000 500,000Total
Prior
87,000
Total
Project Summary by Name
523
Description
Consultation study and implementation for ADA compliance measures and initiatives for at least one park each year.
Project #R4132
Priority Critical (1)
Justification
To work towards compliance requirements of the Americans with Disabilities Act (ADA.)
Budget Impact/Other
The operating impact on the budget is negligible.
Useful Life 20 years
Project Name Park Annual ADA Accessibility Improvements
Category Parks Maintenance
Type Annual
Total Project Cost:$125,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 68
Status Active
Total20162017201820192020Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Total20162017201820192020Funding 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
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:$191,070
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
191,070191,070CONSTRUCTION
191,070 191,070Total
Total20162017201820192020Funding Sources
150,000150,000GO BONDS
41,07041,070PARK DEDICATION FEES
191,070 191,070Total
Project Summary by Name
524
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:$1,000,000
Contact John Yapp
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 47
Status Active
Total20162017201820192020Expenditures
1,000,000500,000 500,000CONSTRUCTION
500,000 500,000 1,000,000Total
Total20162017201820192020Funding Sources
1,000,000500,000 500,000GO BONDS
500,000 500,000 1,000,000Total
Project Summary by Name
525
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:$200,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE REAP
TIF DISTRICT None
SCORE 36
Status Active
Total20162017201820192020Expenditures
200,000200,000CONSTRUCTION
200,000 200,000Total
Total20162017201820192020Funding Sources
15,00015,000CONTRIBUTIONS &
DONATIONS
30,00030,000GENERAL FUND
130,000130,000GO BONDS
25,00025,000OTHER STATE GRANTS
200,000 200,000Total
Project Summary by Name
526
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
Total20162017201820192020Expenditures
65,00065,000CONSTRUCTION
65,000 65,000Total
Total20162017201820192020Funding 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:$450,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 67
Status Active
Total20162017201820192020Expenditures
375,00075,000 75,000 75,000 75,000 75,000CONSTRUCTION
75,000 75,000 75,000 75,000 75,000 375,000Total
Prior
75,000
Total
Total20162017201820192020Funding 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
Prior
75,000
Total
Project Summary by Name
527
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:$60,862
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %50%
GRANTEE NONE
TIF DISTRICT None
SCORE 73
Status Active
Total20162017201820192020Expenditures
6,8626,862PLANNING/DESIGN
50,00050,000CONSTRUCTION
4,0004,000CONTINGENCY
60,862 60,862Total
Total20162017201820192020Funding Sources
25,00025,000GO BONDS
35,86235,862PARK DEDICATION FEES
60,862 60,862Total
Description
Replace shelter and restroom facilities at Happy Hollow Park.
Project #R4192
Priority Aesthetic Improvement (4)
Justification
Existing facilities are inadequate for the current usage needs.
Budget Impact/Other
The operating impact is negligible.
Useful Life 30 Years
Project Name Happy Hollow Shelter & Bathroom Upgrades
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$150,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 41
Status Active
Total20162017201820192020Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20162017201820192020Funding Sources
150,000150,000GO BONDS
150,000 150,000Total
Project Summary by Name
528
Description
To construct a pergola, renovate/expand patio area, install landscaping at the Ashton House.
Project #R4193
Priority Aesthetic Improvement (4)
Justification
This project will improve the usability and aesthetics of the patio area at the Ashton House. Design has been completed by Project Green.
Budget Impact/Other
This project will increase maintenance costs due to the improvements. Anticipated additional expenditures are less than $10,000 per year.
Useful Life 20 years
Project Name Ashton House Patio Improvements
Category Parks Maintenance
Type One Phase
Total Project Cost:$155,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE REAP
TIF DISTRICT None
SCORE 55
Status Active
Total20162017201820192020Expenditures
155,000155,000CONSTRUCTION
155,000 155,000Total
Total20162017201820192020Funding Sources
155,000155,000OTHER STATE GRANTS
155,000 155,000Total
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 and amenities. 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:$300,000
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Prior
50,000
Total
Total20162017201820192020Funding 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
Prior
50,000
Total
Project Summary by Name
529
Description
This project will include the use of existing plans and new consultant plans for the re-development of the park and 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 Park & Trail Redesign & Development
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$600,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE FRIENDS OF HICKORY HILL
TIF DISTRICT None
SCORE 60
Status Active
Total20162017201820192020Expenditures
600,000200,000 200,000 200,000CONSTRUCTION
200,000 200,000 200,000 600,000Total
Total20162017201820192020Funding Sources
600,000200,000 200,000 200,000GO BONDS
200,000 200,000 200,000 600,000Total
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:$753,000
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
SCORE 55
Status Active
Total20162017201820192020Expenditures
75,00075,000PLANNING/DESIGN
678,000678,000CONSTRUCTION
753,000 753,000Total
Total20162017201820192020Funding Sources
253,000253,000GO BONDS
500,000500,000OTHER STATE GRANTS
753,000 753,000Total
Project Summary by Name
530
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:$150,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 49
Status Active
Total20162017201820192020Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Prior
25,000
Total
Total20162017201820192020Funding 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
Prior
25,000
Total
Description
This project is to add a boat ramp to access the Iowa River in the northeast corner of Waterworks Park. Improvements include a boat ramp, boat trailer parking, a
boat dock, and an access road.
Project #R4228
Priority Non-essential (5)
Justification
This project will improve the recreation opportunities along the Iowa River for boaters and other recreation users of the river.
Budget Impact/Other
This project will increase the annual operating expenditures due to the additional maintenance of the ramp, parking, and dock. The estimated increase is less than
$10,000 per year.
Useful Life 50 years
Project Name Waterworks Park Boat Ramp
Category Parks Maintenance
Type One Phase
Total Project Cost:$250,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 15
Status Active
Total20162017201820192020Expenditures
250,000250,000CONSTRUCTION
250,000 250,000Total
Total20162017201820192020Funding Sources
250,000250,000GO BONDS
250,000 250,000Total
Project Summary by Name
531
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. There is three phases to this project.
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 Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$700,000
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
300,000150,000 150,000CONSTRUCTION
150,000 150,000 300,000Total
Prior
400,000
Total
Total20162017201820192020Funding Sources
300,000150,000 150,000GO BONDS
150,000 150,000 300,000Total
Prior
400,000
Total
Description
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.
Project #R4329
Priority Efficiency Improvement (3)
Justification
The Recreation Center is an old and heavily used facility providing citizens with a wide range of health and leisure activities. This project will enhance the
divisions service delivery to our citizens and improve the overall aesthetics of the facility.
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 Recreation Center Phase 2 Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$215,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE WELLMARK
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
215,000215,000CONSTRUCTION
215,000 215,000Total
Total20162017201820192020Funding Sources
15,00015,000CONTRIBUTIONS &
DONATIONS
200,000200,000GO BONDS
215,000 215,000Total
Project Summary by Name
532
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:$360,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
310,00050,000 65,000 65,000 65,000 65,000CONSTRUCTION
50,000 65,000 65,000 65,000 65,000 310,000Total
Prior
50,000
Total
Total20162017201820192020Funding Sources
310,00050,000 65,000 65,000 65,000 65,000GENERAL FUND
50,000 65,000 65,000 65,000 65,000 310,000Total
Prior
50,000
Total
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:$1,500,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 62
Status Active
Total20162017201820192020Expenditures
750,000750,000OTHER
750,000 750,000Total
Prior
750,000
Total
Total20162017201820192020Funding Sources
750,000750,000GENERAL FUND
750,000 750,000Total
Prior
750,000
Total
Project Summary by Name
533
Description
Upgrade Building Automation System (BAS)/ Energy Managemant Control System (EMCS) controls to Robert A. Lee Recreation Center (2016), City Hall (2016),
and Mercer/Scanlon HVAC Systems (2017).
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. The
cost is $170,000 for the Rec Center with a $102,000 utility rebate; $125,000 for City Hall with a $75,000 utility rebate; $240,000 for Mercer/Scanlon with $0
utility rebate.
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
Total20162017201820192020Expenditures
535,000295,000 240,000CONSTRUCTION
295,000 240,000 535,000Total
Total20162017201820192020Funding Sources
358,000118,000 240,000GO BONDS
177,000177,000UTILITY REBATES
295,000 240,000 535,000Total
Project Summary by Name
534
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
Total20162017201820192020Expenditures
2,0002,000PLANNING/DESIGN
36,00036,000CONSTRUCTION
38,000 38,000Total
Prior
15,000
Total
Total20162017201820192020Funding Sources
53,00053,000GO BONDS
53,000 53,000Total
Project Summary by Name
535
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
Total20162017201820192020Expenditures
15,00015,000PLANNING/DESIGN
145,000145,000CONSTRUCTION
160,000 160,000Total
Total20162017201820192020Funding Sources
160,000160,000GO BONDS
160,000 160,000Total
Project Summary by Name
536
Description
This project is part of the downtown streetscape master plan. This project reconstructs the Black Hawk Mini Park and the northern portion of the pedestrian mall.
Improvements include utility upgrdes and improved public space anchored by a significant public art piece.
Project #R4339
Priority Critical (1)
Justification
The north end of the pedstrian mall was identified as a high priority project in the master plan. The improvements look to create a more usable open space through
enhanced public art, seating and planting areas.
Budget Impact/Other
This project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000
per year.
Useful Life 40 Years
Project Name Black Hawk Mini Park/Pedestrian Mall
Category Parks Maintenance
Type One Phase
Total Project Cost:$2,255,660
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 61
Status Active
Total20162017201820192020Expenditures
315,599315,599PLANNING/DESIGN
1,527,2151,527,215CONSTRUCTION
229,082229,082INSPECTION
183,764183,764CONTINGENCY
2,255,660 2,255,660Total
Total20162017201820192020Funding Sources
2,250,0002,250,000GO BONDS
2,250,000 2,250,000Total
Prior
5,660
Total
Project Summary by Name
537
Description
This project is part of the downtown streetscape master plan. This project updates the east and west wings of the pedestrian mall. The project includes replacing
brick pavers, new landscape and lighting, enhanced fountain lighting , and a performance stage.
Project #R4340
Priority Critical (1)
Justification
The pedestrian mall is a central gathering place for all in Iowa City and is in poor condition. The brick pavers, lighting, and utilities are in poor condition. This
project will replace and enhance those features and add new amenities for this gathering space.
Budget Impact/Other
This project should increase operating expenditures due to the addition of new amenities which should offset the savings achieved from replacing the poor
infrastructure. The estimated increase in operating expenditures is between $10,000 and $20,000 per year.
Useful Life 40 Years
Project Name East/West Wing Pedestrian Mall Reconstruction
Category Parks Maintenance
Type One Phase
Total Project Cost:$4,175,830
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 61
Status Active
Total20162017201820192020Expenditures
382,574382,574PLANNING/DESIGN
3,060,6003,060,600CONSTRUCTION
273,567273,567INSPECTION
459,089459,089CONTINGENCY
4,175,830 4,175,830Total
Total20162017201820192020Funding Sources
4,175,8304,175,830GO BONDS
4,175,830 4,175,830Total
Description
Renovate Creekside Park as recommended in the Parks & Receation Master Plan.
Project #R4341
Priority Essential (2)
Justification
Identified as a priority in the Parks and Recreation Master Plan.
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 less than $10,000 per year.
Useful Life 40 Years
Project Name Creekside Park Redevelopment
Category Parks Maintenance
Type One Phase
Total Project Cost:$328,000
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 58
Status Active
Total20162017201820192020Expenditures
328,000328,000CONSTRUCTION
328,000 328,000Total
Total20162017201820192020Funding Sources
328,000328,000GO BONDS
328,000 328,000Total
Project Summary by Name
538
Description
Flooring replacment for the Police Department, this includes furniture moving and storage, and the demolition and removal of existing flooring material in cooridors
and offices at approximately $6.60/sf for carpet tile in first (6334 sf) and second floor (2654 sf) is $6.60 (8988 gross sf)= $59,320.80 and resiliant vinyl in stairwell
(between police and fire, from lower level to second floor) is $3,400., and urethane flooring in lower level (2372 sf) is $35,580 ; for a total of $98,300.80 for
flooring replacement. Demolition and replacing floor and wall cabinets in the first floor record and report writing room are commercial/industrial built in cabinets
$5,589.
Project #Y4438
Priority Aesthetic Improvement (4)
Justification
Current flooring in the Police Department is worn and stained. This project would include new flooring for the lower level (possibly an epoxy or somethign similar),
new flooring for the main level(to inlcude carpet squares in office space and heavy duty vinyl in hallways), new flooring for the uppper level (carpet squares), and
floor wrap for the stair case between the Police and Fire Departments. The Department routinely has members of the public that enter the Department to report
crime, speak with officers and take tours. One community member recently commented on how "run down" the Department appeared.
Budget Impact/Other
This project would reduce repair and maintenance expenditures due to replacement of worn flooring and cabinets. Estimated savings is less than $10,000 per year.
Useful Life 10 years
Project Name Police Department Flooring & Cabinets
Category Police
Type One Phase
Total Project Cost:$129,890
Contact Douglas Hart
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 46
Status Active
Total20162017201820192020Expenditures
129,890129,890CONSTRUCTION
129,890 129,890Total
Total20162017201820192020Funding Sources
129,890129,890GO BONDS
129,890 129,890Total
Project Summary by Name
539
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 50 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
Total20162017201820192020Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
25,000 350,000 375,000Total
Total20162017201820192020Funding Sources
375,00025,000 350,000STORM WATER FUND
25,000 350,000 375,000Total
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 50 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
Total20162017201820192020Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
25,000 350,000 375,000Total
Total20162017201820192020Funding Sources
375,00025,000 350,000STORM WATER FUND
25,000 350,000 375,000Total
Project Summary by Name
540
Description
This is an annual project that will repair and/or improve stormwater infrastructure throughout the City.
Project #M3631
Priority Essential (2)
Justification
This project is required to maintain the existing stormwater system and to make improvements where necessary.
Budget Impact/Other
The impact of this project on the operating budget is negligible.
Useful Life 50 years
Project Name Annual Storm Water Improvements
Category Storm Water
Type Annual
Total Project Cost:$1,200,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 51
Status Active
Total20162017201820192020Expenditures
1,200,000240,000 240,000 240,000 240,000 240,000CONSTRUCTION
240,000 240,000 240,000 240,000 240,000 1,200,000Total
Total20162017201820192020Funding Sources
1,200,000240,000 240,000 240,000 240,000 240,000STORM WATER FUND
240,000 240,000 240,000 240,000 240,000 1,200,000Total
Description
This project will install new storm sewer and intakes along Deforest Avenue, Franklin Street, Ash Street, Pine Street and Spruce Street near their intersections with
Lower Muscatine Road and Sycamore Street.
Project #M3632
Priority Essential (2)
Justification
Most streets in the neighborhood around Lower Muscatine Road have minimal storm sewer/intakes. During heavier rain events, storm water running down side
streets creates flooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water from the side streets prior to it collecting on
Lower Muscatine Road and Sycamore Street.
Budget Impact/Other
Additional storm sewer and intakes will result in additional future maintenace costs. The estimated increase in operating expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Lower Muscatine Area Storm Sewer Improvements
Category Storm Water
Type One Phase
Total Project Cost:$750,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 27
Status Active
Total20162017201820192020Expenditures
75,00075,000PLANNING/DESIGN
525,000525,000CONSTRUCTION
50,00050,000INSPECTION
100,000100,000CONTINGENCY
75,000 675,000 750,000Total
Total20162017201820192020Funding Sources
750,00075,000 675,000STORM WATER FUND
75,000 675,000 750,000Total
Project Summary by Name
541
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
Total20162017201820192020Expenditures
40,00040,000PLANNING/DESIGN
1,100,0001,100,000CONSTRUCTION
40,000 1,100,000 1,140,000Total
Total20162017201820192020Funding Sources
1,140,00040,000 1,100,000EQUIPMENT FUND
40,000 1,100,000 1,140,000Total
Project Summary by Name
542
Description
This project replaces the equipment storage, offices, and maintenance facilities for the streets, traffic engineering, storm and sanitary sewer maintenance, refuse
collection, and equipment divisions.
Project #P3959
Priority Efficiency Improvement (3)
Justification
The current facilities are in poor condition and are very inefficient. The City also leases facilities around the area due to the lack of adequate storage space The
current facilities occupy a space that is a prime commercial location adjacent to the Riverfront Crossings area. The Master Plan for the new facility is currently
being updated.
Budget Impact/Other
The operating costs of a new facility should be lower due to the better use of space and energy efficiency; however, insurance on the new facility may be higher.
The net impact on operations should be negligible.
Useful Life 40 Years
Project Name Public Works Facility
Category Public Works Administration
Type One Phase
Total Project Cost:$5,950,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 47
Status Active
Total20162017201820192020Expenditures
500,000500,000PLANNING/DESIGN
5,250,0005,250,000CONSTRUCTION
200,000200,000INSPECTION
500,000 5,450,000 5,950,000Total
Total20162017201820192020Funding Sources
1,000,0001,000,000EQUIPMENT FUND
750,000750,000GENERAL FUND
700,000700,000GO BONDS
700,000700,000REFUSE COLLECTION FUND
1,000,0001,000,000ROAD USE TAX FUND
300,000300,000STORM WATER FUND
1,000,0001,000,000TRANSIT FUND
500,000500,000WASTEWATER FUND
700,000 5,250,000 5,950,000Total
Project Summary by Name
543
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
Total20162017201820192020Expenditures
100,000100,000PLANNING/DESIGN
1,434,0001,434,000CONSTRUCTION
100,000 1,434,000 1,534,000Total
Prior
20,714
Total
Total20162017201820192020Funding Sources
1,434,0001,434,000GO BONDS
20,71420,714TAX INCREMENT FINANCING
20,714 1,434,000 1,454,714Total
Prior
100,000
Total
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
Total20162017201820192020Expenditures
450,000450,000CONSTRUCTION
450,000 450,000Total
Prior
71,000
Total
Total20162017201820192020Funding Sources
450,000450,000STORM WATER FUND
450,000 450,000Total
Prior
71,000
Total
Project Summary by Name
544
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 and replaces water main from Davenport to Park Road.
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:$59,433,731
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE EDA/STP
TIF DISTRICT None
SCORE 71
Status Active
Total20162017201820192020Expenditures
38,243,19214,341,197 14,341,197 9,560,798CONSTRUCTION
3,824,3191,274,773 1,274,773 1,274,773INSPECTION
7,648,6382,549,546 2,549,546 2,549,546CONTINGENCY
3,700,0002,896,000 304,000 500,000OTHER
21,061,516 18,469,516 13,885,117 53,416,149Total
Prior
6,017,582
Total
Total20162017201820192020Funding Sources
7,711,4114,541,327 3,170,084FEDERAL GRANTS
17,875,0005,900,000 11,975,000GO BONDS
24,282,78416,020,189 8,262,595LOCAL OPTION SALES TAX
4,500,000500,000 2,000,000 2,000,000WASTEWATER FUND
150,000150,000WATER FUND
21,061,516 19,482,679 13,975,000 54,519,195Total
Prior
4,915,395
Total
Project Summary by Name
545
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:$900,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
750,000150,000 150,000 150,000 150,000 150,000EQUIPMENT
150,000 150,000 150,000 150,000 150,000 750,000Total
Prior
150,000
Total
Total20162017201820192020Funding Sources
750,000150,000 150,000 150,000 150,000 150,000ROAD USE TAX FUND
150,000 150,000 150,000 150,000 150,000 750,000Total
Prior
150,000
Total
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:$150,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Prior
25,000
Total
Total20162017201820192020Funding 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
Prior
25,000
Total
Project Summary by Name
546
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:$150,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
125,00025,000 25,000 25,000 25,000 25,000CONSTRUCTION
25,000 25,000 25,000 25,000 25,000 125,000Total
Prior
25,000
Total
Total20162017201820192020Funding 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
Prior
25,000
Total
Description
Biennial appropriation for the construction of ADA accessible curb ramps.
Project #S3822
Priority Critical (1)
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 Annual
Total Project Cost:$600,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 65
Status Active
Total20162017201820192020Expenditures
450,00090,000 90,000 90,000 90,000 90,000CONSTRUCTION
50,00010,000 10,000 10,000 10,000 10,000ADMINISTRATION
100,000 100,000 100,000 100,000 100,000 500,000Total
Prior
100,000
Total
Total20162017201820192020Funding Sources
500,000100,000 100,000 100,000 100,000 100,000ROAD USE TAX FUND
100,000 100,000 100,000 100,000 100,000 500,000Total
Prior
100,000
Total
Project Summary by Name
547
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:$120,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
100,00020,000 20,000 20,000 20,000 20,000CONSTRUCTION
20,000 20,000 20,000 20,000 20,000 100,000Total
Prior
20,000
Total
Total20162017201820192020Funding 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
Prior
20,000
Total
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:$8,352,688
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 65
Status Active
Total20162017201820192020Expenditures
500,000100,000 100,000 100,000 100,000 100,000PLANNING/DESIGN
6,496,8761,300,000 1,299,219 1,299,219 1,299,219 1,299,219CONSTRUCTION
250,00050,000 50,000 50,000 50,000 50,000INSPECTION
250,00050,000 50,000 50,000 50,000 50,000ADMINISTRATION
1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876Total
Prior
855,812
Total
Total20162017201820192020Funding Sources
6,897,1881,369,188 1,382,000 1,382,000 1,382,000 1,382,000ROAD USE TAX FUND
599,688130,812 117,219 117,219 117,219 117,219UTILITY FRANCHISE TAX
1,500,000 1,499,219 1,499,219 1,499,219 1,499,219 7,496,876Total
Prior
855,812
Total
Project Summary by Name
548
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:$1,092,426
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
897,873194,553 175,830 175,830 175,830 175,830CONSTRUCTION
194,553 175,830 175,830 175,830 175,830 897,873Total
Prior
194,553
Total
Total20162017201820192020Funding Sources
897,873194,553 175,830 175,830 175,830 175,830UTILITY FRANCHISE TAX
194,553 175,830 175,830 175,830 175,830 897,873Total
Prior
194,553
Total
Description
This is an annual project to study and reconstruct some of the City's major street and road corridors for conversion to "complete" streets. Improvement projects will
include construction of bike lanes, sidewalks, and other features that will improve roadways and streets to promote equal access and usability for all modes of
transportation including bicycles, pedestrians, buses, and cars. Projects will also fund the conversion of four lane roads into three lane roads in certain areas that are
highly used by all of the various modes of transportation.
Project #S3827
Priority Efficiency Improvement (3)
Justification
This project implements the complete streets plan that meets the City's goals for a greener, more walkable community that is pedestrian and bicycle friendly and
helps build a more sustainable environment.
Budget Impact/Other
The impact of the operating budget is negligible.
Useful Life 40 Years
Project Name Annual Complete Streets Improvements
Category Street Operations
Type Annual
Total Project Cost:$1,200,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 45
Status Active
Total20162017201820192020Expenditures
200,00050,000 50,000 50,000 50,000PLANNING/DESIGN
1,000,000250,000 250,000 250,000 250,000CONSTRUCTION
300,000 300,000 300,000 300,000 1,200,000Total
Total20162017201820192020Funding Sources
1,200,000300,000 300,000 300,000 300,000ROAD USE TAX FUND
300,000 300,000 300,000 300,000 1,200,000Total
Project Summary by Name
549
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
Total20162017201820192020Expenditures
200,000100,000 100,000CONSTRUCTION
100,000 100,000 200,000Total
Prior
100,000
Total
Total20162017201820192020Funding Sources
200,000100,000 100,000GO BONDS
100,000 100,000 200,000Total
Prior
100,000
Total
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:$543,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
543,000181,000 181,000 181,000CONSTRUCTION
181,000 181,000 181,000 543,000Total
Total20162017201820192020Funding Sources
543,000181,000 181,000 181,000GO BONDS
181,000 181,000 181,000 543,000Total
Project Summary by Name
550
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:$2,538,524
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP/STP
TIF DISTRICT City-University
SCORE 72
Status Active
Total20162017201820192020Expenditures
2,200,0002,200,000CONSTRUCTION
100,000100,000INSPECTION
2,300,000 2,300,000Total
Prior
238,524
Total
Total20162017201820192020Funding Sources
1,511,0001,511,000FEDERAL GRANTS
500,000500,000OTHER STATE GRANTS
100,000100,000ROAD USE TAX FUND
2,111,000 2,111,000Total
Prior
427,524
Total
Project Summary by Name
551
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
Total20162017201820192020Expenditures
100,000100,000PLANNING/DESIGN
2,600,0002,600,000CONSTRUCTION
100,000 2,600,000 2,700,000Total
Total20162017201820192020Funding Sources
2,150,000100,000 2,050,000GO BONDS
550,000550,000WASTEWATER FUND
100,000 2,600,000 2,700,000Total
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
Total20162017201820192020Expenditures
1,138,3321,138,332CONSTRUCTION
1,138,332 1,138,332Total
Prior
1,668
Total
Total20162017201820192020Funding Sources
500,000500,000FEDERAL GRANTS
100,000100,000WATER FUND
600,000 600,000Total
Prior
540,000
Total
Project Summary by Name
552
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:$120,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20162017201820192020Expenditures
100,00020,000 20,000 20,000 20,000 20,000CONSTRUCTION
20,000 20,000 20,000 20,000 20,000 100,000Total
Prior
20,000
Total
Total20162017201820192020Funding 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
Prior
20,000
Total
Description
This project will reconstruct multiple blocks of brick street on Davenport 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, and reconstruction of existing storm sewer.
Project #S3850
Priority Essential (2)
Justification
This project repairs and replaces aged and damaged brick streets to improve vehicle travel and to reduce necessary repairs. The pavement condition in these areas is
poor, and several areas have utilities that are in need of repair/replacement, which is contributing to the deterioration of the street.
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 Davenport Brick Street Reconstruction
Category Street Operations
Type Multi-Phase
Total Project Cost:$675,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 55
Status Active
Total20162017201820192020Expenditures
70,00070,000PLANNING/DESIGN
570,000570,000CONSTRUCTION
17,50017,500INSPECTION
17,50017,500ADMINISTRATION
675,000 675,000Total
Total20162017201820192020Funding Sources
675,000675,000ROAD USE TAX FUND
675,000 675,000Total
Project Summary by Name
553
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:$7,800,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE STP
TIF DISTRICT None
SCORE 70
Status Active
Total20162017201820192020Expenditures
250,000250,000PLANNING/DESIGN
100,000100,000LAND/ROW ACQUISITION
7,300,0007,300,000CONSTRUCTION
100,000100,000INSPECTION
50,00050,000ADMINISTRATION
350,000 7,450,000 7,800,000Total
Total20162017201820192020Funding Sources
100,000100,000CONTRIBUTIONS &
DONATIONS
2,240,6602,240,660FEDERAL GRANTS
5,459,340350,000 5,109,340GO BONDS
350,000 7,450,000 7,800,000Total
Project Summary by Name
554
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:$1,150,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP
TIF DISTRICT None
SCORE 64
Status Active
Total20162017201820192020Expenditures
150,000150,000PLANNING/DESIGN
750,000750,000CONSTRUCTION
50,00050,000INSPECTION
100,000100,000ADMINISTRATION
100,000100,000CONTINGENCY
1,150,000 1,150,000Total
Total20162017201820192020Funding Sources
500,000500,000FEDERAL GRANTS
650,000650,000GO BONDS
1,150,000 1,150,000Total
Project Summary by Name
555
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:$10,965,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
4,000,0004,000,000CONSTRUCTION
100,000100,000INSPECTION
50,00050,000ADMINISTRATION
350,000350,000CONTINGENCY
4,500,000 4,500,000Total
Prior
6,465,000
Total
Total20162017201820192020Funding Sources
550,000550,000CONTRIBUTIONS &
DONATIONS
1,546,2221,546,222GO BONDS
500,000500,000OTHER STATE GRANTS
2,596,222 2,596,222Total
Prior
8,368,778
Total
Project Summary by Name
556
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:$300,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 60
Status Active
Total20162017201820192020Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Prior
50,000
Total
Total20162017201820192020Funding 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
Prior
50,000
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 Annual
Total Project Cost:$425,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20162017201820192020Expenditures
375,00075,000 75,000 75,000 75,000 75,000EQUIPMENT
75,000 75,000 75,000 75,000 75,000 375,000Total
Prior
50,000
Total
Total20162017201820192020Funding Sources
375,00075,000 75,000 75,000 75,000 75,000ROAD USE TAX FUND
75,000 75,000 75,000 75,000 75,000 375,000Total
Prior
50,000
Total
Project Summary by Name
557
Description
Signalization of the intersection based on warrants. The project will also included necessary ADA paving improvments.
Project #S3933
Priority Essential (2)
Justification
This project will be necessary to provide a safe pedestrian crossing of Riverside Drive. This project has become necessary with the decision to move forward with
the Riverside Drive Pedestrian Tunnel project.
Budget Impact/Other
Operating and maintence costs will be minimal until replacment is needed. Additional expenditures are estimated at less than $10,000 per year.
Useful Life 20 years
Project Name Myrtle/Riverside Intersection Signalization
Category Street Operations
Type One Phase
Total Project Cost:$900,000
Contact Kent Ralston
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 45
Status Active
Total20162017201820192020Expenditures
900,000900,000CONSTRUCTION
900,000 900,000Total
Total20162017201820192020Funding Sources
900,000900,000GO BONDS
900,000 900,000Total
Project Summary by Name
558
Description
Extend McCollister Blvd from its current terminus east of Gilbert St to Sycamore St.
Project #S3934
Priority Essential (2)
Justification
Project is consistent with the arterial street plan and South District Plan. With the opening of Alexander School, the need for better east-west traffic circulation has
become important. Project will also serve as a catalyst for further residential development in the South District. Project will also reduce traffic pressure on
Langenburg Ave, a residential street.
Budget Impact/Other
Normal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year.
Useful Life 50 years
Project Name McCollister Blvd - Gilbert to Sycamore
Category Street Operations
Type One Phase
Total Project Cost:$3,375,000
Contact John Yapp
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
300,000300,000PLANNING/DESIGN
2,500,0002,500,000CONSTRUCTION
75,00075,000INSPECTION
125,00050,000 75,000ADMINISTRATION
375,000375,000CONTINGENCY
350,000 3,025,000 3,375,000Total
Total20162017201820192020Funding Sources
3,375,0003,375,000GO BONDS
3,375,000 3,375,000Total
Project Summary by Name
559
Description
This project will include the removal and replacement of the existing triple corrugated metal pipe culverts with new reinforced concrete box culverts. The project
will also include removal and replacement of downstream Ralston Creek slope protection, upsizing storm sewer along Prentiss Street and removal and replacement
of street pavement.
Project #S3935
Priority Critical (1)
Justification
The initial report from the 2015 bridge inspection included bulging and severe corrosion of the corrugated metal pipe culverts, damaged and undermined inlet and
headwall, and cracked street pavement in this location. The Consultant will also be recommending the City post this structure with a 20-ton weight embargo due to
its current condition. In addition, the existing storm sewer along Prentiss Street is undersized and has a history of surcharging during large rain events.
Budget Impact/Other
This project is replacing existing infrastructure and should reduce future maintenance costs. The estimated decrease in operating expenditures is less than $10,000
per year.
Useful Life 50 years
Project Name Prentiss Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$1,150,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE IDOT
TIF DISTRICT City-University
SCORE 80
Status Active
Total20162017201820192020Expenditures
125,000125,000PLANNING/DESIGN
825,000825,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
125,000 1,025,000 1,150,000Total
Total20162017201820192020Funding Sources
820,000820,000FEDERAL GRANTS
205,000205,000GO BONDS
125,000125,000ROAD USE TAX FUND
125,000 1,025,000 1,150,000Total
Project Summary by Name
560
Description
This project will reconstruct Melrose Avenue/IWV Road from Highway 218 to Hebl Avenue, and is a joint project between the City of Iowa City and Johnson
County.
Project #S3936
Priority Essential (2)
Justification
Melrose Avenue/IWV Road is in poor condition and needs to be reconstructed to current design standards.
Budget Impact/Other
This project is replacing existing infrastructure and should reduce future maintenance costs. The estimated decrease in operating expenditures is less than $10,000
per year.
Useful Life 50 years
Project Name Melrose Avenue Improvements
Category Street Operations
Type One Phase
Total Project Cost:$4,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
SCORE 55
Status Active
Total20162017201820192020Expenditures
200,000200,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
3,400,0003,400,000CONSTRUCTION
150,000150,000INSPECTION
200,000200,000CONTINGENCY
250,000 3,750,000 4,000,000Total
Total20162017201820192020Funding Sources
930,000930,000FEDERAL GRANTS
1,470,000250,000 1,220,000GO BONDS
1,600,0001,600,000OTHER LOCAL
GOVERNMENTS
250,000 3,750,000 4,000,000Total
Project Summary by Name
561
Description
This project will convert First Avenue from a four-lane cross-section to a three-lane cross-section with bike lanes between Mall Drive and Highway 6.
Project #S3937
Priority Efficiency Improvement (3)
Justification
Conversion to a three-lane section is expected to increase safety throughout the corridor and will provide additonal on-street bicycle facilities.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name First Avenue Three-Lane Conversion
Category Street Operations
Type One Phase
Total Project Cost:$275,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20162017201820192020Expenditures
25,00025,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
15,00015,000INSPECTION
10,00010,000ADMINISTRATION
25,00025,000CONTINGENCY
275,000 275,000Total
Total20162017201820192020Funding Sources
275,000275,000GO BONDS
275,000 275,000Total
Project Summary by Name
562
Description
This project is a high priority part of the downtown streetscape master plan. This project reconstructs Washington Street from Clinton Street to Linn Street
including the intersections with Clinton and Linn. The project also improves sidewalk pavement, addresses a critical update to the water main, provides stormwater
enhancement and upgrades of private utilities. The completed project will enhance the retail environment with streetscape components.
Project #S3938
Priority Critical (1)
Justification
Washington Street is a main corridor in downtown Iowa City. This corridor has been deemed a priority after a major water main break in 2013. It is also adjacent
to the ped mall and is a high traffic, high profile area that is centralized for many downtown events.
Budget Impact/Other
This project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000
per year.
Useful Life 50 years
Project Name Washington Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$5,282,000
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 61
Status Active
Total20162017201820192020Expenditures
511,000511,000PLANNING/DESIGN
2,699,0002,699,000CONSTRUCTION
511,000511,000INSPECTION
850,000850,000CONTINGENCY
711,000711,000OTHER
5,282,000 5,282,000Total
Total20162017201820192020Funding Sources
4,133,6664,133,666GO BONDS
77,33477,334STORM WATER FUND
746,000746,000WATER FUND
4,957,000 4,957,000Total
Prior
325,000
Total
Project Summary by Name
563
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:$3,000,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 71
Status Active
Total20162017201820192020Expenditures
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
Prior
500,000
Total
Total20162017201820192020Funding 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
Prior
500,000
Total
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:$2,200,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 56
Status Active
Total20162017201820192020Expenditures
800,000800,000CONSTRUCTION
800,000 800,000Total
Prior
1,400,000
Total
Total20162017201820192020Funding Sources
800,000800,000WASTEWATER FUND
800,000 800,000Total
Prior
1,400,000
Total
Project Summary by Name
564
Description
This project will upgrade the Wastewater Treatment Plant electricial distribution system and backup power generation capabilities. This upgrade also provides
flood protection for the generator.
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 upgrades the
backup generator for peak time load interruption and associated the electrical distribution system. During the last flood event, considerable expense was incurred
protecting the backup system. This project would construct permanent flood mitigation measures to protect the backup system against future flood events.
Budget Impact/Other
This will have a negligible impact on the operating budget.
Useful Life 20 years
Project Name Backup Generator & Electrical System Upgrade
Category Wastewater Treatment
Type One Phase
Total Project Cost:$3,525,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 71
Status Active
Total20162017201820192020Expenditures
300,000300,000PLANNING/DESIGN
3,000,0003,000,000CONSTRUCTION
50,00050,000INSPECTION
150,000150,000CONTINGENCY
3,500,000 3,500,000Total
Prior
25,000
Total
Total20162017201820192020Funding Sources
2,375,0002,375,000WASTEWATER FUND
2,375,000 2,375,000Total
Prior
1,150,000
Total
Project Summary by Name
565
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
Total20162017201820192020Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Prior
150,000
Total
Total20162017201820192020Funding Sources
150,000150,000WASTEWATER FUND
150,000 150,000Total
Prior
150,000
Total
Project Summary by Name
566
Description
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.
Project #V3145
Priority Critical (1)
Justification
In addition to residential development that has occurred in the area, the Iowa City Community School District has plans to build a new elementary school on the
south side of American Legion Road. A new trunk sewer will be needed to accommodate continued growth in the area.
Budget Impact/Other
The construction of additional sanitary sewer will result in additional future maintenance costs. The estimated impact on the operating budget is less than $10,000.
Useful Life 50 years
Project Name Scott Boulevard Trunk Sewer
Category Wastewater Treatment
Type One Phase
Total Project Cost:$2,025,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 30
Status Active
Total20162017201820192020Expenditures
175,000175,000PLANNING/DESIGN
300,000300,000LAND/ROW ACQUISITION
1,300,0001,300,000CONSTRUCTION
100,000100,000INSPECTION
150,000150,000CONTINGENCY
475,000 1,550,000 2,025,000Total
Total20162017201820192020Funding Sources
2,025,0002,025,000REVENUE BONDS
2,025,000 2,025,000Total
Project Summary by Name
567
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:$637,100
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
60,00060,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
121,100121,100INSPECTION
76,00076,000CONTINGENCY
637,100 637,100Total
Total20162017201820192020Funding Sources
637,100637,100WATER FUND
637,100 637,100Total
Project Summary by Name
568
Description
Replacement of two Variable Frequency Drives at Sycamore GSR in 2015.
Replacement of two Variable Frequency Drives at Rochester GSR in 2016.
Replacement of two Variable Frequency Drives at Bloomington St. GSR in 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:$326,175
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
34,00016,000 18,000PLANNING/DESIGN
155,00075,000 80,000CONSTRUCTION
46,17522,275 23,900INSPECTION
113,275 121,900 235,175Total
Prior
91,000
Total
Total20162017201820192020Funding Sources
235,175113,275 121,900WATER FUND
113,275 121,900 235,175Total
Prior
91,000
Total
Project Summary by Name
569
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 Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
25,00025,000CONSTRUCTION
2,5002,500CONTINGENCY
27,500 27,500Total
Total20162017201820192020Funding Sources
27,50027,500WATER FUND
27,500 27,500Total
Project Summary by Name
570
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:$217,350
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
20,00020,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
41,35041,350INSPECTION
26,00026,000CONTINGENCY
217,350 217,350Total
Total20162017201820192020Funding Sources
217,300217,300WATER FUND
217,300 217,300Total
Project Summary by Name
571
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 Kevin Slutts
Department PUBLIC WORKS
MATCH %50%
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20162017201820192020Expenditures
125,00050,000 75,000PLANNING/DESIGN
175,000175,000CONSTRUCTION
50,000 250,000 300,000Total
Total20162017201820192020Funding Sources
300,00050,000 250,000WATER FUND
50,000 250,000 300,000Total
Project Summary by Name
572
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:$551,975
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
50,00050,000PLANNING/DESIGN
360,000360,000CONSTRUCTION
67,47567,475INSPECTION
2,5002,500ADMINISTRATION
72,00072,000CONTINGENCY
50,000 501,975 551,975Total
Total20162017201820192020Funding Sources
551,97550,000 501,975WATER FUND
50,000 501,975 551,975Total
Project Summary by Name
573
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:$630,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
50,00050,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
405,000405,000CONSTRUCTION
45,00045,000INSPECTION
80,00080,000CONTINGENCY
630,000 630,000Total
Total20162017201820192020Funding Sources
630,000630,000WATER FUND
630,000 630,000Total
Project Summary by Name
574
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:$195,500
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
20,00020,000PLANNING/DESIGN
140,000140,000CONSTRUCTION
25,50025,500INSPECTION
10,00010,000CONTINGENCY
195,500 195,500Total
Total20162017201820192020Funding Sources
195,500195,500WATER FUND
195,500 195,500Total
Project Summary by Name
575
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:$241,600
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 42
Status Active
Total20162017201820192020Expenditures
20,00020,000PLANNING/DESIGN
221,60070,000 70,000 81,600CONSTRUCTION
20,000 70,000 70,000 81,600 241,600Total
Total20162017201820192020Funding Sources
241,60020,000 70,000 70,000 81,600WATER FUND
20,000 70,000 70,000 81,600 241,600Total
Project Summary by Name
576
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. 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 #W3226
Priority Essential (2)
Justification
The SCADA File Server at the Water Plant has reached the end of it's reliable lifecycle. The City's ITS Department has recommended replacement of the existing
File Server and addition of a Backup Server due to the criticality of the File Server at the Water Plant. Installation of the File Servers will require upgrading and
integration of new software and hardware into the existing Water Plant SCADA Control System. The operating systems for the operating and viewing nodes also
require upgrades according to ITS. This will require and present the opportunity to upgrade the treatment plant control system(s) to be more stable, secure, and
robust. It is also due to the need for upgrades in hardware, software, and firmware that are 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:$273,900
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20162017201820192020Expenditures
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
Prior
64,400
Total
Total20162017201820192020Funding Sources
209,50099,500 55,000 55,000WATER FUND
99,500 55,000 55,000 209,500Total
Prior
64,400
Total
Project Summary by Name
577
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 550 feet of 6-inch cast-iron pipe (vintage 1956) will be
replaced with 1250 feet of 8-inch PVC.
Project #W3300
Priority Efficiency Improvement (3)
Justification
The existing water main has been subject to numerous water main breaks and has reached the end of its useful life. This project would also make the distribution
system more robust by adding an additional looped feed to the system. This water main feeds Southeast Junior High School, and ranks in the top ten of the water
main replacement matrix.
Budget Impact/Other
This water main replacement project will reduce operations and maintenance cost associated with emergency/after hours repairs. The estimated decrease in
operating expenditures is less than $10,000 per year.
Useful Life 70 years
Project Name Bradford Drive Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$306,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
40,00040,000PLANNING/DESIGN
266,000266,000CONSTRUCTION
40,000 266,000 306,000Total
Total20162017201820192020Funding Sources
306,00040,000 266,000WATER FUND
40,000 266,000 306,000Total
Project Summary by Name
578
Description
This project will install a new water booster pump station near Herbert Hoover Highway.
Project #W3301
Priority Critical (1)
Justification
Proposed development along Herbert Hoover Highway is expected to create additional demands on the City's water system. The area is relatively high in elevation
and engineering calculations for proposed developments in the area show water pressures are expected to approach the minimum of the desired range.
Budget Impact/Other
There will be additional expenditures associated with the operation and maintenance of an additional pump station including insurance, utilities, and operation.
Additional operating expenditures are estimated between $10,000 and $20,000 per year.
Useful Life 20 years
Project Name Herbert Hoover Water Booster Pump Station
Category Water Operations
Type One Phase
Total Project Cost:$1,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 45
Status Active
Total20162017201820192020Expenditures
75,00075,000PLANNING/DESIGN
125,000125,000LAND/ROW ACQUISITION
600,000600,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
1,000,000 1,000,000Total
Total20162017201820192020Funding Sources
1,000,0001,000,000REVENUE BONDS
1,000,000 1,000,000Total
Project Summary by Name
579
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 620 feet of 6-inch cast-iron pipe (vintage 1953) will be
replaced with 8" PVC.
Project #W3302
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. Ranks in the top ten of the water main
replacement matrix.
Budget Impact/Other
This water main replacement project will reduce operations and maintenance cost associated with emergency/after hours repairs. The estimated decrease in
operating expenditures is less than $10,000 per year.
Useful Life 70 years
Project Name Giblin Drive Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$246,350
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %85%
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
29,00029,000PLANNING/DESIGN
3,0003,000LAND/ROW ACQUISITION
147,000147,000CONSTRUCTION
30,35030,350INSPECTION
2,0002,000ADMINISTRATION
35,00035,000CONTINGENCY
29,000 217,350 246,350Total
Total20162017201820192020Funding Sources
246,35029,000 217,350WATER FUND
29,000 217,350 246,350Total
Project Summary by Name
580
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 650 feet of 6-inch cast-iron pipe (vintage 1974) will be
replaced with 8" PVC.
Project #W3303
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. This projects also includes completing two new
creek crossings to improve overall system network for the area. Ranks in the top ten of the water main replacement matrix.
Budget Impact/Other
This water main replacement project will reduce operations and maintenance cost associated with emergency/after hours repairs. The estimated decrease in
operating expenditures is less than $10,000 per year.
Useful Life 70 years
Project Name Sixth Avenue Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$315,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20162017201820192020Expenditures
40,00040,000PLANNING/DESIGN
220,000220,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
45,00045,000CONTINGENCY
40,000 275,000 315,000Total
Total20162017201820192020Funding Sources
315,00040,000 275,000WATER FUND
40,000 275,000 315,000Total
Project Summary by Name
581
Description
This project consists of the installation of fiber optic cable and infrared surveillance cameras in three locations at the landfill site. They will include sites throughout
the landfill so that we have 360 degree vision of the site.
Project #L3326
Priority Essential (2)
Justification
This technology allows for the surveillance of heat sources and the ability to send alerts when alrms are triggered. As we continue to expand our site and open new
landfill cells, this would be useful in allowing us to better monitor our site.
Budget Impact/Other
There will be additional expenses to maintain the video cameras and fiber optic cables. Additional expenses are anticipated to be less than $10,000 per year.
Useful Life 7 years
Project Name Landfill Surveillance Cameras
Category Landfill
Type One Phase
Total Project Cost:$83,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 42
Status Active
Total20162017201820192020Expenditures
8,0008,000PLANNING/DESIGN
75,00075,000CONSTRUCTION
83,000 83,000Total
Total20162017201820192020Funding Sources
83,00083,000LANDFILL FUND
83,000 83,000Total
Description
This project consists of design and construction of additonal vertical and horizontal gas wells to allow for the expansionof the landfill gas collection system.
Project #L3327
Priority Critical (1)
Justification
Due to our movement into FY09 landfill cell and necessity to add additonal vertical collection wells. This is funded in part by the closure reserves for the landfill.
Budget Impact/Other
Minimal operational impact as we are already conducting sampling on the current gas wells. Estimated annual operating costs are less than $10,000.
Useful Life 25 years
Project Name Landfill Gas Collection System Expansion
Category Landfill
Type One Phase
Total Project Cost:$950,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 75
Status Active
Total20162017201820192020Expenditures
125,000125,000PLANNING/DESIGN
825,000825,000CONSTRUCTION
950,000 950,000Total
Total20162017201820192020Funding Sources
950,000950,000LANDFILL FUND
950,000 950,000Total
Project Summary by Name
582
Description
This project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B.
Project #L3328
Priority Essential (2)
Justification
These buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary
wear and excessive downtime.
Budget Impact/Other
Should be minimal decrease in operating cost due to poor condition of current structures. Decrease in estimated annual expenditures are less than $10,000 per year.
Useful Life 35 Years
Project Name Landfill Equipment Building Replacement
Category Landfill
Type One Phase
Total Project Cost:$800,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 47
Status Active
Total20162017201820192020Expenditures
60,00060,000PLANNING/DESIGN
740,000740,000CONSTRUCTION
800,000 800,000Total
Total20162017201820192020Funding Sources
800,000800,000LANDFILL FUND
800,000 800,000Total
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:$2,248,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20162017201820192020Expenditures
1,400,000400,000 400,000 300,000 200,000 100,000CONSTRUCTION
400,000 400,000 300,000 200,000 100,000 1,400,000Total
Prior
848,000
Total
Total20162017201820192020Funding Sources
1,400,000400,000 400,000 300,000 200,000 100,000PARKING FUND
400,000 400,000 300,000 200,000 100,000 1,400,000Total
Prior
848,000
Total
Project Summary by Name
583
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 & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20162017201820192020Expenditures
270,000270,000CONSTRUCTION
270,000 270,000Total
Prior
982,500
Total
Total20162017201820192020Funding Sources
270,000270,000PARKING FUND
270,000 270,000Total
Prior
982,500
Total
Description
This project involves design of façade improvements for the Capitol Street and Dubuque Street parking facilities.
Project #T3017
Priority Aesthetic Improvement (4)
Justification
These facilites were constructed in 1979 and as a part of the streetscape planning process, these facilities have been identified as needing aesthetic improvements as
the areas along Burlington Street redevelop.
Budget Impact/Other
There would be no aditional staff needed for this project and minimal O & M costs.
Useful Life 20 years
Project Name Capitol & Dubuque Street Façade Improvements
Category Parking Operations
Type One Phase
Total Project Cost:$150,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 29
Status Active
Total20162017201820192020Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20162017201820192020Funding Sources
150,000150,000PARKING FUND
150,000 150,000Total
Project Summary by Name
584
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 & RESO
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
SCORE 73
Status Active
Total20162017201820192020Expenditures
20,000,00020,000,000CONSTRUCTION
20,000,000 20,000,000Total
Total20162017201820192020Funding Sources
16,000,00016,000,000FEDERAL GRANTS
700,000700,000GO BONDS
3,300,0003,300,000MISC TRANSFERS IN
20,000,000 20,000,000Total
Project Summary by Name
585
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:$150,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 35
Status Active
Total20162017201820192020Expenditures
100,00050,000 50,000OTHER
50,000 50,000 100,000Total
Prior
50,000
Total
Total20162017201820192020Funding Sources
100,00050,000 50,000TRANSIT FUND
50,000 50,000 100,000Total
Prior
50,000
Total
Project Summary by Name
586
Project Name Description Unfunded Amt
1 - Bridges
1 BURLINGTON ST BRIDGE-
SOUTH
This project is a replacement of the Burlington Bridge over
the Iowa River that will also increase the number of lanes.
$16,000,000
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 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at
Second Avenue and will include sidewalks.
$773,000
5 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$773,000
6 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of
Ralston Creek at Third Avenue.
$773,000
2 - Streets
7 BENTON STREET -
ORCHARD TO OAKNOLL
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,150,000
8 DODGE ST - GOVERNOR TO
BOWERY
Street reconstruction and storm sewer improvements. This
is a joint project with the IDOT.
$10,712,000
9 DUBUQUE RD PAVING -
BRISTOL TO DODGE
Reconstruct and upgrade to urban cross sections.$1,339,000
10 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
11 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
12 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
13 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
14 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
City of Iowa City
Capital Improvement Program
Unfunded Projects
587
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
15 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
16 MCCOLLISTER - SYCAMORE
ST TO SCOTT BLVD
Extend proposed McCollister Boulevard from Sycamore
Street to Scott Boulevard.
$9,088,000
17 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
18 OAKDALE BLVD This project would construct an extension north across I-80
to a new intersection with Iowa Hwy 1.
$15,000,000
19 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
20 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
21 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
22 ROHRET RD
IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards.$1,813,000
23 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
24 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
25 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
26 SYCAMORE-HWY 6 TO
HIGHLAND
This project involves additional lanes to improve capacity
and storm sewer improvements.
$750,000
27 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
28 TAFT AVENUE Herbert Hoover Hwy to 420th Street.$17,399,000
588
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
29 LAURA DRIVE
RECONSTRUCTION
Reconstruction of entire length of Laura Drive to standard 2 lane
width with curb, storm sewer and sidewalk.
$2,000,000
30 LINN STREET
RECONSTRUCTION,
BURLINGTON TO IOWA
This project is part of the downtown streetscape master plan. This
project reconstructs Linn Street from Burlington Street to Iowa
Avenue. Project also improves sidewalk pavement, addresses
critical update to water main, replaces and relocates storm sewer
between Washington & Iowa.
$1,935,000
31 DUBUQUE STREET
RECONSTRUCTION,
WASHINGTON TO IOWA
This project reconstructs Dubuque Street from Washington to Iowa
Avenue. The project also improves sidewalk pavement, addresses
critical utility updates, and enhances the retail environment with
streetscape components.
$1,364,500
32 CLINTON STREET
STREETSCAPE
Improve Clinton Street Streetscape south of Burlington Street
consistent with the Riverfront Crossings Plan. Minor pavement
improvements and lane striping a part of project.
$1,500,000
33 FAIRCHILD BRICK STREET
RECONSTRUCTION
This project will reconstruct multiple blocks of brick street on
Davenport Street and will include complete removal of the existing
pavement, salvage of existing bricks, and construction of new a 7
inch concrete pavement base with asphalt setting bed and brick
surface.
$325,000
34 INTERSTATE 80 AESTHETIC
IMPROVEMENTS
Landscaping and aesthetic treatments in the Interstate 80 corridor.
The objective of this project is to mitigate the visual impact of the
addition of a third lane to I-80 and to provide cohesive and pleasing
feel to the Iowa City corridor.
$300,000
35 TOWNCREST DRIVE
RECONSTRUCTION
A private street that the 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.
$600,000
3 - Transportation Services
36 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
40 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
41 HWY 6 TRAIL -BROADWAY
TO SYCAMORE
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
$2,588,000
42 HWY 6 TRAIL - SYCAMORE
TO HEINZ
Extend existing trail along Hwy 6 between Sycamore Street
and Heinz Road.
$1,899,920
43 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
589
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
44 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
45 IOWA RIVER TRAIL, BENTON
TO STURGIS PARK
This project will estend the Iowa River Trail from Benton
Street to Sturgis Park on the west side of the Iowa River.
$2,258,000
5 - Wastewater
46 NORTH BRANCH DAM TRUNK
SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
47 NORTHEAST TRUNK SEWER Reconstruction of an under-sized sewer through the
northeast neighborhoods.
$5,221,000
48 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
6 - Water
49 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
50 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
51 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
52 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
53 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
54 OLYMPIC COURT
STORMWATER
Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
55 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
590
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
56 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
57 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
58 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
59 SECOND PARKING LOT AT
ASHTON HOUSE
Provides for additional parking on the north side of the
Ashton House to support larger events at the facility.
$130,000
60 EXPANDED PARKING AT
TERRY TRUEBLOOD REC
AREA
Expands parking the existing parking lot at the Lodge
building.
$75,000
61 LOWER CITY PARK MASTER
PLAN IMPROVEMENTS
Implement changes to make the park more resilient to
flooding. Follows from the 2015 master plan.
TBD
62 EAST SIDE SPORTS
COMPLEX IMPROVEMENTS
Build out of a new 73 acre park on the City’s east side. The
park includes expansion of various field sports as well as
serves as a neighborhood amenity. Follows from the 2015
master plan.
TBD
63 UPPER CITY PARK POOL
AQUATIC ENHANCEMENTS
The project includes design and construction of aquatic
enhancements to Upper City Park. Includes renovation of
the existing pool and the addition of modern aquatic features
possibly including splash pads, slides and other family-
friendly amenities.
$4,500,000
9 - Other Projects
64 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
65 CEMETERY COLUMBARIUM Construction of a columbarium.$405,000
66 POLICE EVIDENCE STORAGE
FACILITY
Construction of a permanent evidence storage facility.$929,000
67 FIRE STATION #1
RELOCATION
Relocate and expand / modernize Central Fire Station #1.$11,593,000
68 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District.$2,898,000
69 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
591
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
70 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
71 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
72 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
73 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
74 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
75 AIRPORT EQUIPMENT
SHELTER
Snow removal equipment was previously stored in United
Hangar. Equipment Shelter would provide enclosed storage
for equipment.
$337,500
76 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling
vehicles to travel to south development area.
$267,700
77 SOUTH AIRPORT SITE
DEVELOPMENT
South General Aviation area site development with access
roadway and utilities.
$2,125,100
78 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit
Street Historic District.
$302,000
79 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
80 BURLINGTON STREET DAM the modification of the Burlington Street Dam to address
public safety concerns, improve riverbank stability, improve
fish habitat, and create recreation opportunities. Once the
study has been completed, the dam safing and recreational
opportunities will be created.
$6,435,000
TOTAL - UNFUNDED PROJECTS 255,135,720$
592
INTERNAL SERVICE FUNDS
Equipment Replacement
Risk Management
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
F
Y
2
0
1
7
594
EQUIPMENT FUND
The Equipment Fund is an internal service fund created to account for the City’s fuel facility,
maintenance of the City’s vehicle and equipment fleet, and the accumulation of funds for the
replacement of vehicles and equipment.
Internal customers and departments and other local governments are charged labor and parts
for the cost to repair vehicles and equipment by the City’s fleet maintenance division. Those
charges are designed to cover the division’s actual cost of service. Fuel has also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve designated fund balance.
The Equipment Fund also charges departments for the replacement cost of their vehicles and
equipment. These charges are calculated at the estimated replacement cost less the estimated
resale value of the piece of equipment. Purchases of new vehicles and equipment are
budgeted in the departmental budgets. When new equipment is added, the departments are
then charged by the reserve for their future replacement.
The graph below represents the Equipment Fund’s actual and projected fund balances. While
the equipment fund’s total fund balance has been trending upward, there are $1.94 million in
replacement expenditures anticipated for fiscal year 2016 and $1.18 million in replacement
expenditures budgeted for fiscal year 2017. In addition, $1,100,000 of unassigned cash is
projected to be transferred to the capital project funds in fiscal year 2017 for the relocation of the
vehicle wash bay to the new public works facility location. Due to these expenditures, the
Equipment Fund’s unreserved fund balance levels off in fiscal year 2016 and begins to
decrease in fiscal year 2017. Total fund balance continues to trend upward with, however, with
approximately $8.8 million designated for equipment replacement in fiscal year 2017.
FY13 FY14 FY15 FY16 FY17
Designated for Equip $6,268,060 $7,291,464 $7,759,190 $7,869,907 $8,846,716
Unassigned $2,212,131 $2,577,919 $3,258,949 $3,563,629 $3,057,289
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
Equipment Fund
Fund Balance
595
An adjustment to fund balance is presented in fiscal year 2013 for the conversion from cash
basis accounting to modified accrual basis. The adjustment was a reduction of $358,344
primarily representing outstanding accounts payable at year end.
The table below presents the actual and projected number and cost of vehicles and equipment
replaced:
FY13
Actual
FY14
Actual
FY15
Actual
FY16
Budget
FY17
Projection
Number of
Vehicles/Equipment 21 21 31 33 18
Total Projected Cost $1,788,349 $908,305 $1,156,142 $1,800,900 $1,141,000
In fiscal year 2013, the City’s fuel facility was replaced with a new fuel facility at the site of the
future public works facility on South Gilbert Street. The fuel facility replacement was funded
from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges
have been adjusted to accumulate funds for the future replacement of the facility.
The relocation of the remaining equipment maintenance and storage facilities to the new public
works facility location is included as part of the five-year capital improvement programs. The
relocation of the vehicle wash bay is programmed for fiscal year 2017 in the capital
improvement program at an estimated cost of $1,100,000 with the remaining facilities to be
relocated in fiscal year 2018.
596
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 8,129,339$ 8,480,191$ 9,869,383$ 11,018,139$ 11,433,536$ 11,904,005$
Revenues:
Use Of Money And Property
Interest Revenues 29,221$ 24,011$ 40,018$ 10,187$ 39,000$ 39,000$
Intergovernmental
Fed Intergovnt Revenue - - 2,059 - - -
Disaster Assistance - - 311 - - -
Local 28E Agreements 899,008 989,164 715,489 1,049,617 787,038 802,779
Charges For Fees And Services
Refuse Charges 6,024 7,280 4,684 7,280 1,500 -
Miscellaneous
Misc Merchandise - - 111 - - -
Intra-City Charges 4,663,122 5,027,245 5,313,327 5,297,620 5,451,819 5,560,855
Other Misc Revenue 370 341 15,407 341 406 406
Other Financial Sources
Sale Of Assets 260,719 54,481 251,838 81,100 100,000 100,000
Total Revenues 5,858,464$ 6,102,522$ 6,343,244$ 6,446,145$ 6,379,763$ 6,503,040$
Expenditures:
General Fleet Maintenance 3,577,941$ 3,844,527$ 3,289,701$ 4,047,047$ 3,627,173$ 3,709,505$
Equipment Replacement Reserves 1,571,327 666,801 1,904,787 1,943,701 1,182,121 1,106,530
Sub-Total Expenditures 5,149,268 4,511,328 5,194,488 5,990,748 4,809,294 4,816,036
Transfers Out:
Capital Project Fund - 202,002 - 40,000 1,100,000 1,000,000
Sub-Total Transfers Out - 202,002 - 40,000 1,100,000 1,000,000
Total Expenditures & Transfers Out 5,149,268$ 4,713,330$ 5,194,488$ 6,030,748$ 5,909,294$ 5,816,036$
Fund Balance, June 30 8,838,535$ 9,869,383$ 11,018,139$ 11,433,536$ 11,904,005$ 12,591,010$
Change in Accounting Method (358,344) - - - - -
Adjusted Fund Balance, June 30 8,480,191 9,869,383 11,018,139 11,433,536 11,904,005 12,591,010
Restricted / Committed /Assigned 6,022,119 7,291,464 7,759,190 7,869,907 8,846,716 9,939,995
Unassigned Balance 2,458,072$ 2,577,919$ 3,258,949$ 3,563,629$ 3,057,289$ 2,651,015$
% of Revenues 42%42%51%55%48%41%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Equipment (8100 - 8101)
Fund Summary
597
EQUIPMENT OPERATIONS
The Equipment division exists to ensure that City vehicles and major equipment operate safely,
reliably, and meet the needs of our staff while minimizing lifecycle cost.
The Equipment division provides repair, preventive maintenance and equipment management
services for all major City-owned vehicular equipment with the exception of Transit buses.
Fueling services are also the responsibility of the Equipment division, along with acquisition of
new vehicles/equipment and disposition of replaced vehicles/equipment. The Equipment
Division operates as an internal service fund.
HIGHLIGHTS
The Equipment division managed four fuel sites that dispensed a combined total of 629,840
gallons of fuel for City vehicles and outside entities (Not including Transit Buses)
The division maintains 534 vehicles and major equipment with 3,291 repair orders this past
fiscal year.
Recent Accomplishments:
Transition to new Superintendent
effective January 2015.
Upcoming Challenges:
Vehicle wash bay replacement in
2017 CIP budget
Planning for future replacement of
equipment maintenance facility
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 10.75 10.75 10.75
Staffing Level Change Summary:
All staffing FTE’s were moved into the General Fleet Maintenance activity and none are being
allocated to the Equipment Replacement activity starting in fiscal year 2017. There are no other
staffing level changes in the Equipment division in fiscal year 2017.
598
Service Level Change Summary:
There are no service level changes in the Equipment division in fiscal year 2017.
Financial Highlights:
Capital outlay for equipment replacement expenditures in fiscal year 2017 total
$1,141,000.
The fiscal year 2017 budget includes a $1,100,000 transfer to the Capital Project Funds
for the replacement and relocation of the Vehicle Wash System to the new public works
facility site.
The average fuel price in fiscal year 2015 was 26% less than the price in fiscal year
2014, resulting in lower overall operating costs.
599
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Sale of Autos & Equipment $124,366 $227,519 $260,719 $54,481 $251,837
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Total Vehicles & Equipment
Maintained 516 524 522 527 534
Percent of Repairs Completed in less
than 1 Day
New
Measure 88.5%87.9%87.6%86.9%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Hours Billed as a Percent of Hours
Available 69%74%73%74%75.9%
Percent of Expenditures Contracted
with Outside Vendors 14%14%18%34%29.0%
Maintain City vehicles and equipment cost effectively and
respond to internal service requests in a timely manner.
A Solid Financial Foundation
Provide Fleet Maintenance Services Cost-Effectively.
Recover costs when applicable and contract with outside
vendors when efficient.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Maximize Revenue from Surplus Vehicles/Equipment.
Dispose of all Replaced Units.
Enhanced Communication and Marketing
Serve Internal Customers Efficiently and Effectively.
600
City of Iowa City
Activity: General Fleet Maintenance (710510)Fund: Equipment (8100)
Division: Equipment (710500)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 20,734$ 13,042$ 24,208$ 1,700$ 24,000$ 24,000$
Intergovernmental
Fed Intergovnt Revenue - - 2,059 - - -
Disaster Assistance - - 249 - - -
Local 28E Agreements 899,008 989,164 715,489 1,049,617 787,038 802,779
Charges For Fees And Services
Refuse Charges 6,024 7,280 4,684 7,280 1,500 -
Miscellaneous
Misc Merchandise - - 111 - - -
Intra-City Charges 2,907,827 3,155,869 3,207,465 3,331,789 3,407,889 3,476,047
Other Misc Revenue 338 341 15,407 341 406 406
Other Financial Sources
Sale Of Assets - 680 1,059 1,000 - -
Total Revenues 3,833,931$ 4,166,376$ 3,970,731$ 4,391,727$ 4,220,833$ 4,303,232$
Expenditures:
Personnel 766,241$ 823,299$ 836,504$ 869,499$ 978,897$ 1,008,264$
Services 324,934 583,332 497,558 622,902 522,693 533,147
Supplies 2,486,766 2,437,896 1,955,639 2,554,646 2,125,583 2,168,095
Total Expenditures 3,577,941$ 3,844,527$ 3,289,701$ 4,047,047$ 3,627,173$ 3,709,505$
Personnel Services - FTE 2013 2014 2015 2016 2017
Buyer I - Equipment - - - - 0.75
Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Superintendent 0.50 0.50 0.50 0.50 1.00
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 9.50 9.50 9.50 9.50 10.75
Activity Summary
601
City of Iowa City
Activity: Equipment Replacement Reserves (710520)Fund: Equipment (8101)
Division: Equipment (710500)Department: Public Works
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 8,487$ 10,969$ 15,810$ 8,487$ 15,000$ 15,000$
Intergovernmental
Fed Intergovnt Revenue - - 62 - - -
Miscellaneous
Intra-City Charges 1,755,295 1,871,376 2,105,862 1,965,831 2,043,930 2,084,809
Other Misc Revenue 32 - - - - -
Other Financial Sources
Sale of Assets 260,719 53,801 250,779 80,100 100,000 100,000
Total Revenues 2,024,533$ 1,936,146$ 2,372,513$ 2,054,418$ 2,158,930$ 2,199,809$
Expenditures:
Personnel 112,002$ 116,182$ 109,777$ 119,890$ -$ -$
Services 23,100 21,254 75,771 22,411 40,482 48,578
Supplies 234 16 520 500 639 652
Capital Outlay 1,435,991 529,349 1,718,719 1,800,900 1,141,000 1,057,300
Total Expenditures 1,571,327$ 666,801$ 1,904,787$ 1,943,701$ 1,182,121$ 1,106,530$
Personnel Services - FTE 2013 2014 2015 2016 2017
Buyer I - Equipment 0.75 0.75 0.75 0.75 -
Equipment Superintendent 0.50 0.50 0.50 0.50 -
Total Personnel 1.25 1.25 1.25 1.25 -
Capital Outlay 2016 2017
Bucket truck -$ 132,900$
TV Sewer Inspection Truck 143,800 -
Recycle Truck 493,900 -
Refuse Trucks 404,700 421,900
Automobiles 85,800 20,600
Other operating equipment 215,800 464,100
Snow Removal Equipment 18,700 18,000
Tractors 127,800 -
Other Vans & Trucks 310,400 83,500
Total Capital Outlay 1,800,900$ 1,141,000$
Activity Summary
602
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, 2016 the City purchased property, liability, and workers’
compensation insurance under the program that provides for a $100,000 self-insured retention
per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability,
and a $500,000 self-insured retention on workers’ compensation losses. Liability insurance
provides coverage for claims in excess of the aforementioned self-insured retention up to a
maximum of $21.0 million annual aggregate of losses paid. Settled claims have not exceeded
this commercial coverage in any of the past twenty four fiscal years.
The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk
Management Association. The remaining funds participate in the Loss Reserve Fund.
The fiscal year 2016 revised fund balance is $3.443 million which is 4.39% higher than the fiscal
year 2015 ending fund balance. The budgeted ending fund balance for fiscal year 2017 is $3.49
million, which is higher than the 2016 revised fund balance by 1.49%. The fund balance is
expected to remain stable over the next two years.
In fiscal year 2013, an adjustment is presented for the change from cash basis accounting to
modified accrual basis of accounting that increases the fund balance by $1,151,874. This
increase primarily reflects the insurance proceeds receivable from the landfill fire event.
603
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 3,117,320$ 3,067,793$ 3,152,696$ 3,298,488$ 3,443,251$ 3,494,455$
Revenues:
Use Of Money And Property
Interest Revenues 8,389$ 8,043$ 12,900$ 3,481$ 13,000$ 13,000$
Miscellaneous
Intra-City Charges 986,959 1,134,174 1,542,726 1,421,700 1,591,174 1,622,997
Other Misc Revenue 278,054 48,954 25,872 48,955 18,971 18,971
Total Revenues 1,273,402$ 1,191,171$ 1,581,498$ 1,474,136$ 1,623,145$ 1,654,968$
Expenditures:
Risk Management Loss Reserve 2,474,803$ 1,106,268$ 1,435,706$ 1,329,373$ 1,571,941$ 1,605,362$
Total Expenditures 2,474,803$ 1,106,268$ 1,435,706$ 1,329,373$ 1,571,941$ 1,605,362$
Fund Balance, June 30 1,915,919$ 3,152,696$ 3,298,488$ 3,443,251$ 3,494,455$ 3,544,061$
Change in Accounting Method 1,151,874 - - - - -
Adjusted Fund Balance, June 30 3,067,793 3,152,696 3,298,488 3,443,251 3,494,455 3,544,061
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,067,793$ 3,152,696$ 3,298,488$ 3,443,251$ 3,494,455$ 3,544,061$
% of Revenues 241%265%209%234%215%214%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Risk Management Loss Reserve (8200)
Fund Summary
604
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:
Implemented the City’s Safety Certification program
Implemented City wide NIMS training programs
Provided 507 hours of safety related training to City staff
Upcoming Challenges:
Create Safety procedures handbook
Bid Third-Party-Administrator (TPA) services
Revamp injury rate report
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 1.80 1.80 1.80
Staffing Level Change Summary:
There are no staffing changes proposed for fiscal year 2017.
Service Level Change Summary:
There are no service level changes proposed for fiscal year 2017.
Financial Highlights:
Service charges are estimated to exceed $1,000,000 for the next three years and to increase by
21.9% between fiscal years 2016 and 2017.
605
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Hours of safety training provided to employees
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
170 400 377 593 559
Injury Rate (percentage of workers injured in a given year)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
9.01%7.16%7.53%6.72%6.33%
Lost Day Rate (percentage of workers who missed work days due to work related injury)
CY 2010 CY 2011 CY 2012 CY 2013 CY 2014
4.04%3.33%3.77%2.90%2.83%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Protect the resources and assets of the City of Iowa City.
Work with City divisions to protect employees from injury and
promote accident prevention.
606
City of Iowa City
Activity: Risk Management (310600)Fund: Risk Management Loss Reserve (8200)
Division: Risk Management (310600)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 8,389$ 8,043$ 12,900$ 3,481$ 13,000$ 13,000$
Miscellaneous
Intra-City Charges 986,959 1,134,174 1,542,726 1,421,700 1,591,174 1,622,997
Other Misc Revenue 278,054 48,954 25,872 48,955 18,971 18,971
Total Revenues 1,273,402$ 1,191,171$ 1,581,498$ 1,474,136$ 1,623,145$ 1,654,968$
Expenditures:
Personnel 255,347$ 178,450$ 196,233$ 190,212$ 198,262$ 204,210$
Services 1,646,079 907,898 1,230,437 1,118,237 1,363,570 1,390,841
Supplies 73,762 19,920 9,036 20,924 10,109 10,311
Capital Outlay 499,615 - - - - -
Total Expenditures 2,474,803$ 1,106,268$ 1,435,706$ 1,329,373$ 1,571,941$ 1,605,362$
Personnel Services - FTE 2013 2014 2015 2016 2017
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Finance Director 0.05 0.05 0.05 0.05 0.05
Occ Safety & Trng Spec 1.00 1.00 1.00 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.80 1.80 1.80 1.80 1.80
Activity Summary
607
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 Geographical Information System (GIS) software and hardware.
Internal customers are charged annual service fees depending on the number of devices they
use, how many users they have, how many phone sets they have, the number of hours spent
on special applications, and other factors. Internal customers are also responsible for budgeting
funds for new computer equipment, however, replacement costs are then recovered by the ITS
fund for the future replacement of that equipment.
The ITS fund has an estimated ending fund balance of $2.45 million at June 30, 2016. This is a
decrease of $75,575 or 2.99% from fiscal year 2015. Fund balance is expected to decline even
further during fiscal year 2017 by $457,784 or 18.65% to $2.00 million. The reduction in fund
balance is directly related to transfers to the Capital Projects fund in 2016 and 2017. In 2016, the
reserve for replacement was re-designed to restrict funds to replace computer equipment that
costs more than $5,000. The estimated fund balance restricted for this purpose if $747,114 in
fiscal year 2016 and $816,708 and fiscal year 2017.
In fiscal year 2013, an adjustment is being presented for the conversion from cash basis
accounting to modified accrual basis of accounting as a reduction of fund balance of $42,782.
This reduction primarily represents outstanding accounts payable and contracts payable at year
end.
608
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 2,726,870$ 2,799,046$ 2,551,542$ 2,530,336$ 2,454,761$ 1,996,977$
Revenues:
Use Of Money And Property
Interest Revenues 11,336$ 6,729$ 11,817$ 2,576$ 12,000$ 12,000$
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 1,843,841 1,734,710 1,751,884 2,088,453 2,131,710 2,171,455
Other Misc Revenue 1 - - - - -
Other Financial Sources
Sale Of Assets 3,983 - - - 5,000 5,000
Total Revenues 1,860,961$ 1,743,239$ 1,765,501$ 2,092,829$ 2,150,510$ 2,190,255$
Expenditures:
Information Technology 1,565,835$ 1,637,229$ 1,543,896$ 1,962,469$ 2,028,404$ 2,051,432$
Info Technology Equipment Replacement 167,610 212,355 204,511 118,601 79,890 100,000
Police Computer Equipment Replacement 12,558 141,159 38,300 37,334 - -
Sub-Total Expenditures 1,746,003 1,990,743 1,786,707 2,118,404 2,108,294 2,151,432
Transfers Out:
Capital Project Fund - - - 50,000 500,000 -
Sub-Total Transfers Out - - - 50,000 500,000 -
Total Expenditures & Transfers Out 1,746,003$ 1,990,743$ 1,786,707$ 2,168,404$ 2,608,294$ 2,151,432$
Fund Balance, June 30 2,841,828$ 2,551,542$ 2,530,336$ 2,454,761$ 1,996,977$ 2,035,799$
Change in Accounting Method (42,782) - - - - -
Adjusted Fund Balance, June 30 2,799,046 2,551,542 2,530,336 2,454,761 1,996,977 2,035,799
Restricted / Committed /Assigned - - - 747,114 816,708 866,192
Unassigned Balance 2,799,046$ 2,551,542$ 2,530,336$ 1,707,647$ 1,180,269$ 1,169,607$
% of Revenues 150%146%143%82%55%53%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Information Technology (8300 - 8302)
Fund Summary
609
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 2015, ITS managed:
41 fiber connected facilities
97 network switches
21 traffic switches
80 virtual servers
30 Virtual PCs
8 VMware hosts
152 Terabytes of hard disk space
17 physical servers
11 construction projects with fiber optic cable or duct
4 core data infrastructure facilities
1 telephone system with voice mail and Automated Call Distribution systems with
approximately 750 ports.
610
Recent Accomplishments:
Implement Geographical Information
System Enterprise Server
Complete reroute of fiber to allow for
demolition of North Waste Water
Plant
Implement redundancy for the core
network routing and switching
Iowa One Call positive response
application
Laserfiche RIO upgrade
Utility billing moved to Munis system
Upcoming Challenges:
Upgrade Munis to version 11.2
Plan and design for the upgrade of
the legacy phone system
Microsoft Office upgrade and user
training
Upgrade storage area network
Microsoft Office licensing changes
Expansion of Geographic
Information System utilization
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 9.86 9.86 9.80
Staffing Level Change Summary:
ITS division will be eliminating one Database Administrator position and creating a Geographical
Information System (GIS) Coordinator position. .06 FTE of a Buyer I – Purchasing position will
no longer be allocated to the ITS Operations.
Service Level Change Summary:
The ITS division will be expanding its GIS activities and will work to coordinate and expand the
use of the City’s GIS within all of the City’s departments.
Financial Highlights:
The ITS division re-organized its structure for fiscal year 2017. This consolidated much of the
activity in its two replacement reserves into its operations and eliminated its Police Computer
Replacement Reserve. In addition, ITS internal charges increased due to the change in
licensing fees for Microsoft Office which also increased the activity’s operating expenditures.
For capital outlay, the ITS Operations has budget $100,000 for the installation of fiber optic
cable and conduit and $65,070 for the replacement of file servers. There is also a transfer
budgeted in fiscal years 2016 and 2017 to the Capital Projects fund totaling $550,000 for the
replacement of the City’s phone system.
611
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Total number of Kilowatt hours of electricity consumed
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Kilowatt Hours 125,526 124,050 127,409 121,303 114,314
Change (year/year)-1.9%-1.2%2.7%-4.8%-5.8%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of Iowa City school facilities connected to City backbone fiber cable
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Facilities Connected 10 15 16 17 18
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Uptime Percentage New
Measure
New
Measure 99.40%99.50%99.92%
As the fiber optic network changes, include schools in planning
for access where they deem appropriate.
Healthy Neighborhoods, Strategic Economic Development
Activities, & A Solid Financial Foundation
Strive for 99.99% (Four-9’s standard) uptime for internet
services.
Internet service is critical for public safety access, email
communication, and citizen access to City information on iowa-
city.org website at 99.99% (maximum 4.32 minutes downtime
per month).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
Reduce datacenter electric consumption to be sustainable via
Virtualization.
Control growth of Datacenter Electricity Consumption year over
year, and be energy conscious in decisions.
Healthy Neighborhoods, Strong Urban Core, & Enhanced
Communications and Marketing
Facilitate Fiber Connectivity to School Facilities.
612
City of Iowa City
Activity: Information Technology (310500)Fund: Information Technology (8300)
Division: Information Technology (310500)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 11,336$ 6,729$ 11,817$ 2,576$ 12,000$ 12,000$
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 1,353,752 1,217,498 1,217,460 1,295,718 1,987,226 2,026,971
Other Misc Revenue 1 - - - - -
Total Revenues 1,366,889$ 1,226,027$ 1,231,077$ 1,300,094$ 2,001,026$ 2,040,771$
Expenditures:
Personnel 961,125$ 1,017,253$ 1,003,786$ 1,106,278$ 1,096,035$ 1,128,916$
Services 500,968 476,670 406,406 704,251 404,469 412,558
Supplies 33,785 42,461 42,221 21,940 352,900 359,958
Capital Outlay 69,957 100,845 91,483 130,000 175,000 150,000
Total Expenditures 1,565,835$ 1,637,229$ 1,543,896$ 1,962,469$ 2,028,404$ 2,051,432$
Personnel Services - FTE 2013 2014 2015 2016 2017
Buyer I - Purchasing - 0.06 0.06 0.06 -
Data Base Administrator 2.00 2.00 2.00 2.00 1.00
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
GIS Coordinator - - - - 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80
P.C. Technician 1.00 1.00 1.00 1.00 1.00
Purchasing Clerk 0.06 - - - -
Sr Programmer/Analyst 2.00 2.00 2.00 2.00 2.00
Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00 1.00 1.00
Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00
Web Developer 1.00 - - - -
Total Personnel 10.86 9.86 9.86 9.86 9.80
Capital Outlay 2016 2017
Fiber Optic Cable/Ductwork 100,000$ 100,000$
Network core routers 5,000 25,000
Software licenses/upgrades 10,000 25,000
Server hardware/upagrades 15,000 25,000
Total Capital Outlay 130,000$ 175,000$
Activity Summary
613
City of Iowa City
Activity: Information Technology Equipment Replacement (310581)Fund: Information Technology (8301)
Division: Information Technology (310500)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 434,293$ 443,458$ 438,699$ 671,279$ 144,484$ 144,484$
Other Financial Sources
Sale Of Assets 3,983 - - - 5,000 5,000
Total Revenues 438,276$ 443,458$ 438,699$ 671,279$ 149,484$ 149,484$
Expenditures:
Services 5,154$ 4,984$ 3,835$ 5,128$ -$ -$
Supplies 36,347 59,492 100,614 17,510 - -
Capital Outlay 126,109 147,879 100,062 95,963 79,890 100,000
Total Expenditures 167,610$ 212,355$ 204,511$ 118,601$ 79,890$ 100,000$
Capital Outlay 2016 2017
File Servers 32,000$ 65,070$
Network Switches/Firewalls 14,820 -
P.C. Hardware 42,243 -
Other Hardware 6,900 14,820
Total Capital Outlay 95,963$ 79,890$
Activity Summary
614
City of Iowa City
Activity: Police Computer Equipment Replacement (310585)Fund: Information Technology (8302)
Division: Information Technology (310500)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 55,796$ 73,754$ 95,725$ 121,456$ -$ -$
Total Revenues 55,796$ 73,754$ 95,725$ 121,456$ -$ -$
Expenditures:
Services -$ 190$ 573$ -$ -$ -$
Supplies 4,595 3,801 17,435 1,275 - -
Capital Outlay 7,963 137,168 20,292 36,059 - -
Total Expenditures 12,558$ 141,159$ 38,300$ 37,334$ -$ -$
Capital Outlay 2016 2017
File Servers 16,000$ -$
P.C. Hardware 17,559 -
Other Hardware 2,500 -
Total Capital Outlay 36,059$ -$
Activity Summary
615
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. Funds are also retained for
the replacement of copy machines on a regularly scheduled basis.
The Central Services fund has an estimated ending fiscal year 2016 fund balance of
$599,477. This was a decrease of 8.97% from fiscal year 2015. The fiscal year 2017
estimated ending fund balance is $617,481 which is an increase of 3.0% from fiscal year
2016.
The fiscal year 2013 fund balance was adjusted downward by $868 due to the conversion
from a cash basis accounting method to a modified accrual basis. The adjustment
primarily represented accounts payable outstanding.
616
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 731,745$ 761,382$ 715,872$ 658,527$ 599,477$ 617,481$
Revenues:
Use Of Money And Property
Interest Revenues 2,668$ 1,742$ 2,416$ 658$ 2,500$ 2,500$
Intergovernmental
Local 28E Agreements 10,200 - - - - -
Charges For Fees And Services
Library Charges - - 6 - - -
Miscellaneous
Intra-City Charges 223,328 228,772 248,406 255,439 267,124 272,466
Other Misc Revenue - 5,820 451 - - -
Printed Materials 358 111 222 111 220 220
Total Revenues 236,554$ 236,445$ 251,501$ 256,208$ 269,844$ 275,186$
Expenditures:
Central Services 206,049$ 281,955$ 308,846$ 315,258$ 251,840$ 264,475$
Total Expenditures 206,049$ 281,955$ 308,846$ 315,258$ 251,840$ 264,475$
Fund Balance, June 30 762,250$ 715,872$ 658,527$ 599,477$ 617,481$ 628,192$
Change in Accounting Method (868) - - - - -
Adjusted Fund Balance, June 30 761,382 715,872 658,527 599,477 617,481 628,192
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 761,382$ 715,872$ 658,527$ 599,477$ 617,481$ 628,192$
% of Revenues 322%303%262%234%229%228%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Central Services (8400)
Fund Summary
617
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
Recent Accomplishments:
Processed 170,200 pieces of outgoing City Mail.
Sorted and Distributed over 100,000 pieces of incoming City mail.
Distributed 1648 incoming UPS packages.
Processed 101 outgoing UPS packages.
Upcoming Challenges:
Staff training on a new postage machine.
Staffing:
FY2015 FY2016 FY2017
Total FTE’s 0.50 0.50 0.50
Staffing Level Change Summary:
There are no staffing level changes for fiscal year 2017.
Service Level Change Summary:
There are no service level changes for fiscal year 2017.
Financial Highlights:
In fiscal year 2017, the Central Services division has budgeted $38,000 for the replacement of
copy machines.
618
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Surplus Equipment Sold
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Number of Bids Received 1,543 2,120 1,316 1,542 2,546
Dollar Value of Surplus Sold $113,197 $165,776 $174,705 $171,424 $232,107
Migration of Paper Copies to Scanned Copies
FY 2011 FY 2012 FY 2013 FY 2014*FY 2015
Paper Copies New
Measure
New
Measure
New
Measure 1,182,342 1,128,606
Scanned Copies New
Measure
New
Measure
New
Measure 169,578 342,751
Cost Savings for Standard Letters Processed
FY 2011 FY 2012 FY 2013 FY 2014*FY 2015
Quantity of Standard Letters New
Measure
New
Measure
New
Measure 71,340 145,874
Cost Savings Using City Mail
Machine vs. Standard Mail
New
Measure
New
Measure
New
Measure $713.40 $1,305.27
* Quantities and cost savings figures from February 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
A Solid Financial Foundation
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system
through the encouragement of fair and open competition.
Minimizing the environmental impact by providing a means to
reuse our current equipment and furniture. Providing assistance
to City employees with the transfer and disposal of surplus
equipment through the transfer to other City Departments, on-
line bidding, the sale or transfer to other government agencies,
or through donation or sale to non-profit organizations.
Minimizing the environmental impact through the migration of
paper documents to scanned documents.
* Quantities from April 2014 through July 2014
619
City of Iowa City
Activity: Purchasing (310300)Fund: Central Services (8400)
Division: Purchasing (310300)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 2,668$ 1,742$ 2,416$ 658$ 2,500$ 2,500$
Intergovernmental
Local 28E Agreements 10,200 - - - - -
Charges For Fees And Services
Library Charges - - 6 - - -
Miscellaneous
Intra-City Charges 223,328 228,772 248,406 255,439 267,124 272,466
Other Misc Revenue - 5,820 451 - - -
Printed Materials 358 111 222 111 220 220
Total Revenues 236,554$ 236,445$ 251,501$ 256,208$ 269,844$ 275,186$
Expenditures:
Personnel 28,732$ 27,270$ 36,512$ 34,856$ 35,851$ 36,927$
Services 170,176 174,629 151,878 210,202 176,165 179,688
Supplies 83 4,981 1,824 3,200 1,824 1,860
Capital Outlay 7,058 75,075 118,632 67,000 38,000 46,000
Total Expenditures 206,049$ 281,955$ 308,846$ 315,258$ 251,840$ 264,475$
Personnel Services - FTE 2013 2014 2015 2016 2017
Purchasing Clerk 0.76 0.50 0.50 0.50 0.50
Total Personnel 0.76 0.50 0.50 0.50 0.50
Capital Outlay 2016 2017
Copiers 45,000$ 38,000$
Postage Machine 22,000 -
Total Capital Outlay 67,000$ 38,000$
Activity Summary
620
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.
In fiscal year 2017, health insurance premiums are projected to increase by 17% due to
a substantial increase in claims in the past year. An increase in employee contributions
was also negotiated as shown in the following table:
The fiscal year 2017 ending fund balance is estimated at $10.61 million. This is an
increase of $25,357 or 0.24% from the revised fiscal year 2016 ending fund balance of
$10.58 million. Restricted/assigned fund balance represents the City’s Net OPEB
Obligation. The City’s Net OPEB obligation at June 30, 2015 was $3,969,641.
An adjustment is presented for the change from cash basis accounting to modified
accrual basis of accounting in fiscal year 2013. This adjustment is a reduction of fund
balance of $106,429 that primarily represents unpaid health insurance claims.
Health Insurance Plan: FY2013 FY2014 FY2015 FY2016 FY2017 * FY2018 *
Single Deductible 350$ 350$ 500$ 600$ 600$ 650$
Family Deductible 425 450 700 800 800 850
Single Out-of-Pocket Max 825 840 900 1,000 1,000 1,000
Family Out-of-Pocket Max 950 1,100 1,450 1,700 1,700 1,800
Single Contribution/Month 40 40 40 45 50 55
Family Contribution/Month 70 75 80 85 90 95
* AFSCME and Non-Union only; other plans are currently under negotiation
621
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 8,777,073$ 10,359,253$ 10,396,661$ 10,620,338$ 10,581,962$ 10,607,319$
Revenues:
Use Of Money And Property
Interest Revenues 33,457$ 23,355$ 39,282$ 8,696$ 39,500$ 39,500$
Royalties & Commissions 2,628 1,160 - 1,160 - -
Charges For Fees And Services
Misc Charges For Services 389,991 417,543 532,146 438,420 598,663 628,596
Miscellaneous
Intra-City Charges 7,193,345 7,041,553 6,937,376 7,393,631 7,389,345 7,758,812
Other Misc Revenue - 18,798 - - - -
Other Financial Sources
Sale Of Assets 323 - - - - -
Total Revenues 7,619,744$ 7,502,409$ 7,508,804$ 7,841,907$ 8,027,508$ 8,426,908$
Expenditures:
Health Insurance Reserve 5,931,135$ 7,465,001$ 7,285,127$ 7,880,283$ 8,002,151$ 8,402,259$
Total Expenditures 5,931,135$ 7,465,001$ 7,285,127$ 7,880,283$ 8,002,151$ 8,402,259$
Fund Balance, June 30 10,465,682$ 10,396,661$ 10,620,338$ 10,581,962$ 10,607,319$ 10,631,969$
Change in Accounting Method (106,429) - - - - -
Adjusted Fund Balance, June 30 10,359,253 10,396,661 10,620,338 10,581,962 10,607,319 10,631,969
Restricted / Committed / Assigned 3,305,626 3,614,448 3,969,641 4,324,834 4,541,076 4,768,129
Unassigned Balance 7,053,627$ 6,782,213$ 6,650,697$ 6,257,128$ 6,066,243$ 5,863,839$
% of Revenues 93%90%89%80%76%70%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Health Insurance Reserve (8500)
Fund Summary
622
City of Iowa City
Activity: Health Insurance Reserves (310750)Fund: Health Insurance Reserve (8500)
Division: Health Insurance Reserves (310750)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 33,457$ 23,355$ 39,282$ 8,696$ 39,500$ 39,500$
Royalties & Commiss 2,628 1,160 - 1,160 - -
Charges For Fees And Services
Misc Charges For Svc 389,991 417,543 532,146 438,420 598,663 628,596
Miscellaneous
Intra-City Charges 7,193,345 7,041,553 6,937,376 7,393,631 7,389,345 7,758,812
Other Misc Revenue - 18,798 - - - -
Other Financial Sources
Sale Of Assets 323 - - - - -
Total Revenues 7,619,744$ 7,502,409$ 7,508,804$ 7,841,907$ 8,027,508$ 8,426,908$
Expenditures:
Services 5,925,254$ 7,464,733$ 7,285,127$ 7,880,050$ 8,002,151$ 8,402,259$
Supplies 157 268 - 233 - -
Capital Outlay 5,724 - - - - -
Total Expenditures 5,931,135$ 7,465,001$ 7,285,127$ 7,880,283$ 8,002,151$ 8,402,259$
Activity Summary
623
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 in fiscal year 2016. For non-
union and AFSCME, the benefit will increase to $1,500 per eligible member in fiscal year
2017. The police union and fire union contracts for fiscal year 2017 are still under
negotiation.
The Dental Insurance Reserve’s fund balance at the end of fiscal year 2016 is expected
to be $161,227 or $18,424 higher than the fiscal year 2015 ending fund balance. This is
an increase of 12.90% percent. An increase in fund balance is also expected for fiscal
year 2017 to $167,958 which is an increase of $6,731 or 4.17%.
In the fiscal year 2013 conversion from cash basis accounting to modified accrual basis
of accounting, an adjustment is presented for a reduction in fund balance of $3,002.
This adjustment primarily represented unpaid dental claims.
624
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Fund Balance*, July 1 91,404$ 118,521$ 134,805$ 142,803$ 161,227$ 167,958$
Revenues:
Use Of Money And Property
Interest Revenues 369$ 310$ 553$ 121$ 500$ 500$
Charges For Fees And Services
Misc Charges For Svc 17,518 22,455 27,372 22,455 27,372 27,372
Miscellaneous
Intra-City Charges 334,941 338,212 334,391 355,123 354,755 365,398
Total Revenues 352,828$ 360,977$ 362,316$ 377,699$ 382,627$ 393,270$
Expenditures:
Dental Insurance Reserves 322,709$ 344,693$ 354,318$ 359,275$ 375,896$ 387,173$
Total Expenditures 322,709$ 344,693$ 354,318$ 359,275$ 375,896$ 387,173$
Fund Balance, June 30 121,523$ 134,805$ 142,803$ 161,227$ 167,958$ 174,055$
Change in Accounting Method (3,002) - - - - -
Adjusted Fund Balance, June 30 118,521 134,805 142,803 161,227 167,958 174,055
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 118,521$ 134,805$ 142,803$ 161,227$ 167,958$ 174,055$
% of Revenues 34%37%39%43%44%44%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Dental Insurance Reserve (8600)
Fund Summary
625
City of Iowa City
Activity: Dental Insurance Reserves (310760)Fund: Dental Insurance Reserve (8600)
Division: Dental Insurance Reserves (310760)Department: Finance
2013 2014 2015 2016 2017 2018
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 369$ 310$ 553$ 121$ 500$ 500$
Charges For Fees And Services
Misc Charges For Svc 17,518 22,455 27,372 22,455 27,372 27,372
Miscellaneous
Intra-City Charges 334,941 338,212 334,391 355,123 354,755 365,398
Total Revenues 352,828$ 360,977$ 362,316$ 377,699$ 382,627$ 393,270$
Expenditures:
Services 322,709$ 344,693$ 354,318$ 359,275$ 375,896$ 387,173$
Total Expenditures 322,709$ 344,693$ 354,318$ 359,275$ 375,896$ 387,173$
Activity Summary
626
STATISTICS
General Information
Demographics and Economics
US Census Data
Property Tax Valuations
Property Tax Levies
Principal
Taxpayers
Employers
Sewer Customers
Water Customers
Operating Indicators
Department Statistics
Economic Overview
Revenue Comparisons
F
Y
2
0
1
7
628
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 City Council is
the legislative body and makes all policy determinations for the City through the
enactment of ordinances and resolutions. It also adopts a budget to determine how the
City will obtain and spend its funds. The Council appoints members of boards,
commissions and committees.
The City Manager is the chief administrative officer for the City and is appointed by the
City Council. The City Manager implements policy decisions of the City Council and
enforces City ordinances. In addition, the City Manager appoints and directly supervises
the directors of the City's operating departments and supervises the administration of the
City's personnel system and further supervises the official conduct of City employees
including their employment, training, compensation, reclassification, discipline and
discharge. The City Manager also oversees administration of City contracts, execution of
public improvements, as well as construction, improvement, and maintenance of all City
facilities. The City Manager prepares a proposed annual budget and submits it to the
City Council for consideration and final approval consistent with State law, along with
presenting recommendations and programs to the City Council.
The City Attorney is appointed by the City Council and works at the direction of the City
Council. The City Attorney supervises the City Attorney's Office, including four Assistant
City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City
Council, City Manager, the various City departments and staff, and most City
commissions, committees and boards. The City Attorney also reviews and approves
proposed City ordinances, resolutions, contracts, and other legal documents; oversees
property acquisition needed for public improvements; prepares legal opinions for Council
and City staff; and represents the City in litigation in which the City is involved, including
violations of City ordinances.
The City Clerk is appointed by the City Council, reports directly to the Council and
attends all City Council meetings. The City Clerk is charged with custody of deeds,
contracts and abstracts. The Clerk's office is responsible for the keeping of all
ordinances, resolutions, minutes and the Iowa City City Code. The office publishes
public notices, ordinances and minutes as required by law. The City Clerk's office assists
629
both staff and the general public in researching information. Taxi company licenses and
driver authorization, dancing permits, outdoor service areas, cigarette licenses,
beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City
subdivision files, project files, the Domestic Partnership Registry, and an index of
Council proceedings are also maintained in the office. The Clerk's office also provides
staff and support for the Community Police Review Board.
Community Profile
Location & Transportation: The City serves as the County seat for Johnson County. The
City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles
east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles
west of the City of Davenport. The Iowa City Municipal Airport is a general aviation
airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from
downtown Iowa City is served by a number of national and regional air carriers. Rail
service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The
Iowa City Transit, Coralville Transit, and the University of Iowa’s Cambus system
provides public transportation to the metropolitan area.
630
Iowa City by the Numbers:
Population 67,862
Land Area 25.01 square miles
Average Persons Per Household 2.21
Bachelor's Degree or Higher 58.8%
Average Temperature 50.0°F
Average High Temperature 59.6°F
Average Low Temperature 40.4°F
Average Precipitation 36.3"
Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (May 2015)
Iowa City: Best Of...
Area Recognition & Accolades 2015
Iowa City, #7, “Top 10 College Towns You'll Never Want to Leave” -
collegemagazine.com, Oct. 2015
Iowa City, #9, “Top 100 Places to Live 2016” - Livability.com, Sept. 2015
Iowa City, #1, “The Least-Stressed Cities in America” - smartasset.com,
Aug. 2015
Iowa City, #3, “Top Places To Live In America” - outsideonline.com, Aug. 2015
Iowa City, #8, “Top 30 Small Cities” - Area Development Magazine, June 2015
Iowa City, #21, “Best Small Cities in America 2015” - NerdWallet.com, June 2015
Iowa City, #1, “10 Best Cities for Educated Millennials” - Business Insider,
May 2015
Iowa City, #1, “Best Cities For College Grads in 2015” - Huffingtonpost.com,
May 2015
Iowa City MSA, #1 in Employment Destinations Index - AIER, May 2015
Iowa City MSA, Fastest Growing Iowa Metro and Top 100 Fastest Growing
Metros 2010-2014 - US Census, Apr. 2015
Iowa City MSA, #38, “Economic Strength Rankings” (out of 381 US Metros) -
POLICOM, Mar. 2015
Iowa City, #4 “Best College Towns” - American Institute for Economic Research,
Feb. 2015
Iowa City, #5 “Best-Performing Cities (Small Cities)” - Milken Institute, Jan. 2015
Iowa City, #6 “Easiest Cities to Find a Job” - ZipRecruiter.com, Jan. 2015
Iowa City #6 “The 10 Smartest Cities in America” - Market Watch, Jan. 2015
631
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 13,671.2 for the 2015-16 school year. There are
approximately 1,800 district personnel. The district operates twenty elementary schools,
three junior high schools, two senior high schools, and one alternative school for ninth
through twelfth graders. Education is also provided through the Clear Creek – Amana
Community School District, with certified enrollment of 1,895.1 for school year 2015-16.
Iowa City is also home to Regina Catholic Education Center, a private Catholic
institution, Willowind School, a private K-8 school, and Preucil School of Music,
specializing in the Suzuki method of instruction. Four year college programs and
vocational training are available throughout the area including University of Iowa and
Kirkwood Community College.
Health Care: The City has top-notch health care with the University of Iowa Hospital and
Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals
and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and
represent more than 200 outpatient clinics and care areas. In addition to providing
primary care, UIHC offers services in more than 200 specialties. The Iowa City VA
Medical Center (ICVAMC) services are available to more than 184,000 veterans in
Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range
of inpatient and outpatient health care services. Mercy Iowa City is a regional referral
center and community hospital serving southeast Iowa. Mercy services include heart and
vascular care, orthopedic care, maternity care, cancer care, digestive services, general
surgery, emergency care, and more.
Culture: The City hosts a jazz festival each year that attracts music enthusiasts from
both near and far. The annual Iowa Arts Festival features the state's best visual art,
music, and food. Iowa City is also home to several community theaters, including
Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater
presents shows under the stars. Iowa City is also home to the recently restored historic
Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa
City the University of Iowa’s Hancher Auditorium showcases Broadway productions and
other entertainment events.
632
US Census Data Iowa
City
Johnson
County Iowa
Population
Population estimates, July 1, 2014, (V2014)73,415 142,287 3,107,126
Population estimates base, April 1, 2010, (V2014)67,894 130,882 3,046,869
Population, percent change - April 1, 2010 (estimates base) to July 1, 2014, (V2014)8.1%8.7%2.0%
Population, Census, April 1, 2010 67,862 130,882 3,046,355
Age and Sex
Persons under 5 years, percent, April 1, 2010 4.7%6.2%6.6%
Persons under 18 years, percent, April 1, 2010 14.9%19.8%23.9%
Persons 65 years and over, percent, April 1, 2010 8.2%8.6%14.9%
Female persons, percent, April 1, 2010 50.3%50.0%50.5%
Race and Hispanic Origin
White alone, percent, April 1, 2010 (a)82.5%85.6%91.3%
Black or African American alone, percent, April 1, 2010 (a)5.8%4.8%2.9%
American Indian and Alaska Native alone, percent, April 1, 2010 (a)0.2%0.2%0.4%
Asian alone, percent, April 1, 2010 (a)6.9%5.2%1.7%
Two or More Races, percent, April 1, 2010 2.5%2.3%1.8%
Hispanic or Latino, percent, April 1, 2010 (b)5.3%4.7%5.0%
White alone, not Hispanic or Latino, percent, April 1, 2010 79.7%83.1%88.7%
Population Characteristics
Veterans, 2010-2014 2,579 6,542 219,006
Foreign born persons, percent, 2010-2014 13.4%9.8%4.7%
Housing
Housing units, April 1, 2010 29,270 55,967 1,336,417
Owner-occupied housing unit rate, 2010-2014 48.1%59.6%71.8%
Median value of owner-occupied housing units, 2010-2014 $185,500 $191,900 $126,300
Median selected monthly owner costs -with a mortgage, 2010-2014 $1,469 $1,468 $1,181
Median selected monthly owner costs -without a mortgage, 2010-2014 $505 $505 $431
Median gross rent, 2010-2014 $861 $860 $689
Families and Living Arrangements
Households, 2010-2014 28,843 54,850 1,232,228
Persons per household, 2010-2014 2.21 2.34 2.42
Living in same house 1 year ago, percent of persons age 1 year+, 2010-2014 63.3%73.6%84.9%
Language other than English spoken at home, percent of persons age 5 years+, 2010-2014 17.2%14.1%7.4%
Education
High school graduate or higher, percent of persons age 25 years+, 2010-2014 95.4%94.8%91.3%
Bachelor's degree or higher, percent of persons age 25 years+, 2010-2014 58.8%51.7%26.4%
Health
With a disability, under age 65 years, percent, 2010-2014 5.7%5.3%7.7%
Persons without health insurance, under age 65 years, percent 8.7%9.6%7.2%
Economy
In civilian labor force, total, percent of population age 16 years+, 2010-2014 66.5%70.7%67.9%
In civilian labor force, female, percent of population age 16 years+, 2010-2014 65.0%69.2%63.5%
Total health care and social assistance receipts/revenue, 2012 ($1,000) 1,851,067 1,967,788 18,583,828
Total manufacturers shipments, 2012 ($1,000) 2,889,946 3,400,394 116,668,830
Total merchant wholesaler sales, 2012 ($1,000) 502,298 1,011,788 62,318,301
Total retail sales, 2012 ($1,000) 927,730 1,861,697 44,905,624
Total retail sales per capita, 2012 $13,228 $13,657 $14,607
Transportation
Mean travel time to work (minutes), workers age 16 years+, 2010-2014 16.5 18.4 18.9
Income and Poverty
Median household income (in 2014 dollars), 2010-2014 $42,119 $54,985 $52,716
Per capita income in past 12 months (in 2014 dollars), 2010-2014 $27,336 $31,131 $27,621
Persons in poverty, percent 27.60%15.90%12.20%
Businesses
All firms, 2012 5,912 11,533 259,121
Men-owned firms, 2012 3,119 5,929 135,382
Women-owned firms, 2012 1,719 3,606 82,345
Minority-owned firms, 2012 619 1,156 14,707
Nonminority-owned firms, 2012 4,922 9,758 236,561
Veteran-owned firms, 2012 484 1,064 25,889
Nonveteran-owned firms, 2012 4,958 9,620 217,779
Geography
Population per square mile, 2010 2,713.3 213.1 54.5
Land area in square miles, 2010 25.01 614.04 55,857.13
This geographic level of poverty and health estimates are not comparable to other geographic levels of these estimates
The vintage year (e.g., V2015) refers to the final year of the series (2010 to 2015). Different vintage years of estimates are not comparable.
(a) Includes persons reporting only one race (b) Hispanics may be of any race, so also are included in applicable race categories
Source: US Census Bureau - QuickFacts
633
City of Iowa City, Iowa
Actual Valuation and Taxable Valuation of Property
Last Ten Fiscal Years
Actual Valuation
Tax Collection Year:
FY2017 FY2016 FY2015 FY2014
Residential 3,882,757,454$ 3,603,743,609$ 3,488,112,611$ 3,367,051,717$
Agricultural (taxed at Ag rate)3,720,671 3,553,520 3,680,920 2,655,640
Multi-Residential 410,426,868 - - -
Commercial 805,734,128 1,129,397,979 1,144,437,631 1,113,600,025
Industrial 73,206,895 74,399,739 80,153,614 72,834,630
Railroads 4,096,577 4,015,580 3,827,506 3,205,451
Utilities w'out Gas & Electric 7,375,066 8,239,789 9,599,528 10,816,940
Gross valuation 5,187,317,659 4,823,350,216 4,729,811,810 4,570,164,403
Less: Military exemption 2,727,994 2,828,002 2,939,122 3,059,502
Net valuation 5,184,589,665 4,820,522,214 4,726,872,688 4,567,104,901
Incremental value 72,650,838 42,307,287 21,131,574 14,113,908
Gas and Electric Utilities 92,987,351 87,728,294 78,642,915 87,100,183
Total Actual valuation 5,350,227,854$ 4,950,557,795$ 4,826,647,177$ 4,668,318,992$
Percent change 8.073%2.567%3.392%1.144%
Taxable Valuation
Tax Collection Year:
FY2017 FY2016 FY2015 FY2014
Assessment Limitation:
Residential rollback 55.6259%55.7335%54.4002%52.8166%
Agricultural rollback 46.1068%44.7021%43.3997%59.9334%
Multi-Residential rollback 86.25%NA NA NA
Commercial and Railroad rollback 90.0%90.0%95.0%NA
Industrial rollback 90.0%90.0%95.0%NA
Residential 2,155,033,296$ 2,008,493,138$ 1,894,079,854$ 1,776,096,066$
Agricultural (taxed at Ag rate)1,706,955 1,588,496 1,597,501 1,591,636
Multi-Residential 353,335,857 - - -
Commercial 720,036,878 1,016,458,199 1,086,556,293 1,113,600,025
Industrial 65,301,535 66,959,765 76,128,877 72,834,630
Railroads 3,686,919 3,614,022 3,636,130 3,205,451
Utilities w'out Gas & Electric 7,375,066 8,239,789 9,599,528 10,816,940
Gross valuation 3,306,476,506 3,105,353,409 3,071,598,183 2,978,144,748
Less: Military exemption 2,727,994 2,828,002 2,939,122 3,059,502
Net valuation 3,303,748,512 3,102,525,407 3,068,659,061 2,975,085,246
Incremental value 72,650,838 33,331,128 21,131,574 14,113,908
Gas and Electric Utilities 44,986,783 46,785,426 47,004,994 46,813,214
Total Taxable Valuation 3,421,386,133$ 3,182,641,961$ 3,136,795,629$ 3,036,012,368$
Percent change 7.501%1.462%3.320%2.564%
Total Direct Tax Rate
City of Iowa City 16.583$ 16.651$ 16.705$ 16.805$
634
FY2013 FY2012 FY2011 FY2010 FY2009 FY2008
3,284,249,136$ 3,182,636,485$ 3,122,874,615$ 3,065,278,624$ 2,991,702,239$ 2,722,753,839$
2,516,440 2,263,884 2,314,823 1,499,347 1,564,892 1,533,849
- - - - - -
1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806 989,384,646
73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982
2,619,932 1,799,383 1,593,188 2,098,465 2,532,561 1,764,970
11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530
4,523,373,850 4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674 3,782,866,816
3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348
4,520,277,308 4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032 3,779,442,468
11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574
83,538,109 81,240,051 79,196,417 61,065,832 54,080,557 54,053,135
4,615,527,744$ 4,520,142,100$ 4,449,859,602$ 4,376,150,525$ 4,263,613,634$ 3,928,359,177$
2.110%1.579%1.684%2.639%8.534%3.183%
FY2013 FY2012 FY2011 FY2010 FY2009 FY2008
50.7518%48.5299%46.9094%45.5893%44.0803%45.5596%
57.5411%69.0152%66.2715%93.8568%90.1023%NA
NA NA NA NA NA NA
NA NA NA NA 99.7%NA
NA NA NA NA NA NA
1,666,036,081$ 1,544,260,536$ 1,464,643,790$ 1,384,088,145$ 1,307,510,775$ 1,234,872,337$
1,447,988 1,562,422 1,534,056 1,407,234 1,410,002 1,533,849
- - - - - -
1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961 989,384,646
73,400,730 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982
2,619,932 1,799,383 1,593,188 2,098,465 2,525,753 1,764,970
11,051,685 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530
2,904,092,343 2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667 2,294,985,314
3,096,542 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348
2,900,995,801 2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025 2,291,560,966
11,712,327 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574
47,404,050 48,337,968 46,333,208 45,156,750 44,597,261 41,542,405
2,960,112,178$ 2,848,162,606$ 2,757,984,801$ 2,678,958,851$ 2,566,770,331$ 2,427,966,945$
3.931%3.270%2.950%4.371%5.717%2.755%
17.269$ 17.842$ 17.757$ 17.853$ 17.717$ 17.297$
635
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
100% Assessed $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 $4,951 $5,350
% Change, Assessed 3.2%8.5%2.6%1.7%1.6%2.1%1.1%3.4%2.6%8.1%
Taxable $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,421
% Change, Taxable 2.8%5.7%4.4%2.9%3.3%3.9%2.6%3.3%1.5%7.5%
Taxable % of Total 61.8%60.2%61.2%62.0%63.0%64.1%65.0%65.0%64.3%63.9%
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
$5,500
$6,000
in Millions 100% Assessed vs. Taxable Valuations
636
Residential
75%
Agricultural
0%
Multi-Residential
8%
Commercial
16%
Industrial
1%
Railroads
0%
Utilities w'out Gas
& Electric
0%
FY2017 Actual Property Valuation
Gross Valuation
Percent by Property Type
$5,187,317,659
Residential
65%
Agricultural
0%
Multi-Residential
11%
Commercial
22%
Industrial
2%
Railroads
0%
Utilities w'out Gas
& Electric
0%
FY2017 Taxable Property Valuation
Gross Valuation
Percent by Property Type
$3,306,476,506
637
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2006-07 13.632 6.415 0.872 0.004 17.302 38.226 45.3 45.9960
2007-08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596
2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803
2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893
2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.6259
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
638
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 Valuation Rank Valuation Valuation Rank Valuation
Mid-American Energy Company 42,557$ 1 1.03 %44,174$ 1 1.41 %
ACT Inc. (formerly American
College Testing Program)27,941 2 0.67 46,590 2 1.41
Ann Gerdin Truse
(formerly Russell Gerdin)- -0.00 22,321 3 0.68
Dealer Properties IC LLC
(Billion Auto)- -0.00 19,343 4 0.60
Proctor & Gamble LLC 10,841 10 0.26 16,227 5 0.49
Alpha Inc - -0.00 15,528 6 0.47
CCAL 100 Hawk Ridge Drice LLC
The Lodge - -0.00 12,856 7 0.42
National Computer Systems
(Pearson)15,728 5 0.38 13,800 8 0.40
Wal-Mart Real Estate - -0.00 12,749 9 0.39
Kobrin Development Company Inc
(Southgate Development Company)21,873 4 0.53 12,542 10 0.37
Jame A and Lorretta Clark 26,870 3 0.65 - -0.00
Raycal Iowa LTD 12,924 6 0.31 - -0.00
United Natural Foods 12,716 7 0.31 - -0.00
MEHSM LC (Sycamore Mall)12,588 8 0.30 - -0.00
MIP Iowa City LLC (Sheraton Hotel)10,982 9 0.26 - -0.00
Total 195,020$ 4.70 %216,130$ 6.64 %
Sources:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2015 and Nine Years Ago (2006)
(amounts expressed in thousands)
20152006
639
Employers Employees Rank Employees Rank Percentage
University of Iowa 23,975 1 27,354 1 27.8 %
Iowa City Community
School District 1,100 5 2,346 2 2.4
Veterans Administration
Medical Center 1,232 4 1,562 3 1.6
Mercy Hospital 1,250 3 1,559 4 1.6
NCS Pearson 1,053 6 1,200 5 1.2
Hy-Vee 775 8 1,166 6 1.2
ACT Inc. (formerly American
College Testing Program)1,340 2 1,089 7 1.1
City of Iowa City 625 9 990 8 1.0
System Unlimited --890 9 0.9
International Automotive
Components (formerly Lear Corp)850 7 785 10 0.8
Gillette Canada (Oral B Laboratories)500 10 --N/A
32,700 38,941 39.6 %
Total Employees 98,500
Sources:
Iowa City Area Development Group
Note:
Total number of employees is not available for 2006;
percentage of total city employment by employer is not presented.
PRINCIPAL EMPLOYERS
2006 2015
2015 and Nine Years Ago (2006)
640
Customer Name Charges Rank Percentage Charges Rank Percentage
University of Iowa 2,191,365$ 1 17.71 %1,831,543$ 1 14.95 %
Proctor & Gamble 1,480,104 2 11.96 1,111,847 2 9.08
Iowa City Landfill
Division --N/A 137,895 3 1.13
Veterans Administration
Medical Center 193,439 3 1.56 126,782 4 1.04
Dolphin Lake Point
(Rus Properties Mngmt)106,545 5 0.86 123,920 5 1.01
Mercy Hospital 88,870 6 0.72 105,044 6 0.86
Mark IV Apartments 58,316 10 0.47 80,811 7 0.66
Campus Apartments 86,260 7 0.70 73,486 8 0.60
University of Iowa/
Mayflower Apartments - -0.00 68,369 9 0.56
RBD Iowa City LLC
(Sheraton Hotel)--N/A 59,569 10 0.49
Roberts Dairy 134,502 4 1.09 --N/A
Lear Corp 62,855 9 0.51 --N/A
Holiday Inn /
MPI LESSEE 76,863 8 0.62 --N/A
4,479,119$ 36.20 %3,719,266$ 30.38 %
Total Sewer
System Charges 12,373,762$ 12,248,082$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20152006
2015 and Nine Years Ago (2006)
641
Customer Name Charges Rank Percentage Charges Rank Percentage
Proctor & Gamble 585,169$ 1 6.62 %611,186$ 1 7.51 %
Veterans Administration
Medical Center 155,991 2 1.76 102,194 2 1.26
Dolphin Lake Point
(Rus Properties Mngmt)73,814 5 0.83 76,188 3 0.94
Mercy Hospital 78,602 3 0.89 66,050 4 0.81
Mark IV Apts 51,417 9 0.58 60,058 5 0.74
Campus Apartments 74,281 4 0.84 59,240 6 0.73
University of Iowa/
Mayflower Apartments - -N/A 41,017 7 0.50
RBD Iowa City LLC
(Sheraton Hotel)--N/A 35,860 8 0.44
CCAL 100 Hawk Ridge Dr --N/A 32,187 9 0.40
Seville Apartments --N/A 31,979 10 0.39
Lear Corp 68,372 6 0.77 --N/A
Roberts Dairy 56,567 7 0.64 --N/A
ACT 56,419 8 0.64 --N/A
Holiday Inn / MPI LESSE 50,391 10 0.57 --N/A
1,251,023$ 14.14 %1,115,959$ 13.72 %
Total Water
System Charges 8,844,993$ 8,136,670$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20152006
2015 and Nine Years Ago (2006)
642
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Public Safety
Police1
Physical arrests 6,895 6,505 6,434 6,486 5,983 6,590 5,911 4,468 6,192 4,799
Traffic Violations 8,198 6,684 5,827 4,460 4,446 3,403 3,761 2,499 3,718 2,704
Fire2
Number of calls answered 3,679 4,136 4,257 4,152 4,472 4,635 5,173 4,713 5,828 4,743
Inspections conducted 1,232 1,495 1,712 1,959 2,145 1,806 1,970 1,431 2,032 1,574
Parking
Parking Violations 139,338 166,187 147,673 126,050 118,717 109,553 96,117 88,909 60,680 65,196
Wastewater Treatment
Daily average treatment
in million gallons3 4.58 9.43 12.81 12.34 12.86 10.37 8.28 9.84 10.02 9.76
Maximum daily capacity
of plant in million gallons 40.0 40.0 41.0 41.0 41.1 41.1 41.1 41.1 41.1 43.3
Number of sewer system
customers 22,046 22,481 22,909 23,161 23,344 23,527 23,529 24,059 24,389 24,533
Water
Daily average consumption
in million gallons 5.68 5.52 5.48 5.51 5.48 5.51 5.49 5.54 5.64 5.33
Maximum daily capacity of
plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7
Customers Classification
Residential 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 24,790 23,089
Commercial 1,408 1,448 1,465 1,494 1,481 1,498 1,489 1,491 1,491 1,409
Industrial 13 13 14 15 15 15 15 15 15 14
Other 134 137 138 144 153 156 200 204 202 135
Total Customers 24,084 24,571 24,714 25,044 25,306 25,544 25,790 26,152 26,498 24,647
Sanitation
Number of Customers 14,371 14,556 14,574 14,700 14,831 14,926 15,030 15,177 15,331 14,811
Tonnage 8,463 8,722 8,834 8,747 8,869 8,969 8,935 8,956 9,160 9,210
Landfill
Tonnage 111,124 135,315 132,760 140,810 150,369 147,265 148,953 111,445 115,624 123,692
Sources: Various city divisions.
Notes:
1 Numbers are based on a calendar year and 2015 figures are compiled through 10/28/15.
2 Numbers are based on a calendar year and 2015 figures are compiled through 10/15/15.
3 Numbers for FY07 and after are based on both the North and South Wastewater Plants.
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2006 through FY 2015)
643
2017 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 2014 data. The
comparison uses the UCR system, which is described below.
UNIVERSAL CRIME REPORTING (UCR 1)
Crimes can be reported in various ways. The UCR system has been a standard used by police
departments across the United States and is utilized by the State of Iowa as a means of
reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes
and UCR 1 Violent Crimes. The following crimes are represented in these two groups:
UCR 1 Property Crimes 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.
644
Iowa City Raw Data
Calendar Year 2008 2009 2010 2011 2012 2013 2014
Number of Officers 73 75 75 79 78 87 82
Total Violent Crimes 259 247 183 163 185 222 228
Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 1,842
Total Violent Crime
Arrests 104 109 96 105 88 92 111
Total Property Crime
Arrests 483 483 469 428 456 568 501
Total Juvenile Violent
Crime Arrests 16 15 19 12 14 10 7
Total Juvenile Property
Crime Arrests 118 96 113 102 126 121 84
Total DUI Arrests 424 419 319 452 440 598 569
Total PAULA Arrests 879 852 529 495 300 415 339
645
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013 2014
Sworn Officers
per 1,000 Population 1.08 1.11 1.11 1.16 1.15 1.28 1.21
Total Violent Crimes
per 1,000 Population 3.82 3.64 2.70 2.40 2.73 3.27 3.36
Total Violent Crime
Arrests
per 1,000 Population
1.53 1.61 1.41 1.55 1.30 1.36 1.64
Total Property Crimes
per 1,000 Population 24.87 23.21 22.59 23.28 27.14 27.10 27.14
Total Property Crime
Arrests
per 1,000 Population
7.12 7.12 6.91 6.31 6.72 8.37 7.38
Total UCR 1 Arrests
per Sworn Officer 8.04 7.89 7.51 6.75 6.97 7.59 7.46
Juvenile Violent Crime
Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% 3.07%
Juvenile Property Crime
Arrests as % of Total 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% 4.56%
Total DUI Arrests
per 1,000 Population 6.25 6.17 4.70 6.66 6.48 8.81 8.38
Total DUI Arrests
per Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87 6.94
Total PAULA* Arrests
per 1,000 Population 12.97 12.57 7.80 7.29 4.42 6.12 5.00
Total PAULA* Arrests
per Sworn Officer 12.04 11.36 7.05 6.27 3.85 4.77 4.13
*Possession of Alcohol Under the Legal Age
646
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, 2014:
Ames
Cedar
Rapids
Council
Bluffs Davenport
Des
Moines Dubuque
Sioux
City Waterloo
West
Des
Moines
Ave.
w/o
Iowa
City
Iowa
City
Population 62,514 128,901 61,864 102,715 208,250 58,421 82,372 68,358 62,359 92,862 72,522
Violent Crime 75 385 338 636 1,250 145 289 653 116 432 213
Violent Crime Rate 120.0 298.7 546.4 619.2 600.2 248.2 350.8 955.3 186.0 436.1 293.7
Murder/Non-negligent
Manslaughter 0 8 1 2 9 0 1 6 0 3 1
Murder/Non-negligent
Manslaughter Rate 0.0 6.2 1.6 1.9 4.3 0.0 1.2 8.8 0.0 2.7 1.4
Rape 23 41 47 100 87 27 45 84 17 52 31
Rape Rate 36.8 31.8 76.0 97.4 41.8 46.2 54.6 122.9 27.3 59.4 42.7
Robbery 15 128 72 166 267 20 41 65 15 88 51
Robbery Rate 24.0 99.3 116.4 161.6 128.2 34.2 49.8 95.1 24.1 81.4 70.3
Aggravated Assault 37 208 218 368 887 98 202 498 84 289 130
Aggravated Assault
Rate 59.2 161.4 352.4 358.3 425.9 167.7 245.2 728.5 134.7 292.6 179.3
Property Crime 1,117 4,953 4,108 4,190 8,841 1,513 3,166 2,673 1,562 3,569 1,756
Property Crime Rate 1,786.8 3,842.5 6,640.4 4,079.2 4,245.4 2,589.8 3,843.5 3,910.3 2,504.9 3,715.9 2,421.3
Burglary 191 933 744 932 1,888 383 533 795 136 726 269
Burglary Rate 305.5 723.8 1,202.6 907.4 906.6 655.6 647.1 1,163.0 218.1 747.7 370.9
Larceny-Theft 901 3,740 2,906 3,008 6,083 1,071 2,427 1,755 1,363 2,584 1,411
Larceny-Theft Rate 1,441.3 2,901.5 4,697.4 2,928.5 2,921.0 1,833.2 2,946.4 2,567.4 2,185.7 2,713.6 1,945.6
Motor Vehicle Theft 25 280 458 250 870 59 206 123 63 259 76
Motor Vehicle Theft
Rate 40.0 217.2 740.3 243.4 417.8 101.0 250.1 179.9 101.0 254.5 104.8
Arson 7 10 27 19 17 22 18 30 3 17 6
Arson Rate 11.2 7.8 43.6 18.5 8.2 37.7 21.9 43.9 4.8 21.9 8.3
Variations in population coverage and reporting practices may cause differences in reporting from
year to year.
Rates are the number of reported offenses per 100,000 population.
Sources: FBI, Uniform Crime Reports.
647
2017 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.
648
Iowa City Raw Data
Collected by the Iowa City Fire Department
Calendar Year 2008 2009 2010 2011 2012 2013 2014
Number of Firefighters 56 56 56 64 64 64 64
Total Non-Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325 5,616
Total Structure Fires 69 59 85 72 89 110 99
Total Non-Structure Fires 110 114 93 100 152 96 84
Residential Building Fires 33 24 32 28 33 30 26
Non-Residential
Building Fires 7 9 10 16 9 9 12
Average Response Time -
Fire Incident (Min) 5:38 5:43 5:30 4:48 5:22 4:54 4:54
Average Response Time -
Non-Fire Incident (Min) 5:36 5:23 6:10 4:53 4:39 5:06 4:41
False Alarms 944 797 900 783 796 749 860
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013 2014
Sworn Firefighters
per 1,000 Population 0.83 0.83 0.83 0.94 0.94 0.94 0.94
Total Non-Fire Incidents
per 1,000 Population 60.12 58.68 63.29 65.87 72.75 78.47 82.76
Total Structure Fires
per 1,000 Population 1.02 0.87 1.25 1.06 1.31 1.62 1.46
Total Non-Structure Fires
per 1,000 Population 1.62 1.68 1.37 1.47 2.24 1.41 1.24
Residential Building Fires
per 1,000 Population 0.49 0.35 0.47 0.41 0.49 0.44 0.38
Non-Residential
Building Fires
per 1,000 Population
0.10 0.13 0.15 0.24 0.13 0.13 0.18
False Alarms
per 1,000 Population 13.91 11.74 13.26 11.54 11.73 11.04 12.67
649
2017 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.
650
Iowa City Raw Data
Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15
Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 1,391,482
Visits 716,412 745,077 746,556 768,033 764,911 721,058 710,595 826,217
Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 65,499 64,957
Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 251,837 240,111
Reference
Transactions 85,079 85,131 81,298 83,973 76,111 76,675 76,415 *45,510
Public Internet
Terminals 48 46 46 47 52 52 52 52
Internet Terminal
Users 132,080 131,300 123,636 122,012 113,171 110,634 115,990 108,345
Serial Subscriptions 514 522 527 440 372 347 356 372
Children's Program
Attendance 29,468 26,461 25,802 36,116 40,360 40,379 39,583 40,337
*Reference transaction definition changed in FY15.
Iowa City Synthesized Data
Per capita calculations use ICPL’s entire service area population, 81,276, as reported by the Institute of Museum &
Library Services (2013).
Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15
Circulation per
Capita 17.83 18.55 18.42 19.12 19.23 18.42 16.86 17.12
Circulation per
Registered Borrower 22.26 22.90 22.29 22.85 22.80 22.39 21.48 21.42
Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 8.51 10.17
Visits per Registered
Borrower 10.89 11.20 11.00 11.17 11.04 10.97 10.85 12.72
Registered
Borrowers as % of
Service Area
Population
80% 81% 83% 84% 84% 82% 78% 80%
651
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. FY2015
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 $4,012,811 $3,602,466 $4,485,498 $2,348,139 $7,433,820 $1,834,927
City Income per Capita $59.13 $61.09 $35.51 $37.73 $36.54 $26.82
County Income $384,160 $128,530 $107,821 $217,488 $40,040 $60,837
State/Federal Income $84,126 $70,465 $1,245,690 $28,823 $95,962 $38,023
Other Income $173,078 $500 $249,160 $54,842 $44,670 $1,319
Total Income $6,087,391 $4,001,819 $6,554,513 $2,792,330 $8,416,438 $2,892,927
Total Income per Capita $89.70 $67.87 $51.89 $44.87 $41.37 $42.29
Expenditures:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Staff Expenditures $4,292,116 $2,700,965 $3,713,399 $1,589,183 $5,661,536 $1,976,884
Collection Expenditures $715,277 $537,068 $875,413 $267,668 $1,002,628 $358,618
Other Expenditures $998,054 $584,917 $1,965,254 $413,860 $1,752,274 $287,343
Total Expenditures $6,005,447 $3,822,950 $6,554,066 $2,270,711 $8,416,438 $2,622,845
Per Capita Expenditures $88.49 $64.83 $51.88 $36.49 $41.37 $38.34
652
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Printed Books 184,748 181,060 102,438 125,386 404,222 105,930
Audio Items 23,833 21,004 12,133 9,958 61,731 10,169
Video Items 21,668 24,771 25,262 17,176 28,991 13,534
Other Materials 1,813 1,495 4,608 2,185 22,097 1,493
Total Physical Items 232,062 228,330 144,441 154,705 517,041 131,126
Subscriptions 226 333 175 239 743 150
Ebooks 12,255 34,053 13,501 26,405 20,429 5,979
Downloadable Audio 5,584 12,809 7,208 10,826 15,106 1,133
Downloadable Video 464 0 0 0 0 302
Total Downloadable 18,303 46,862 20,709 37,231 35,535 7,414
Total Downloadable &
Physical
250,365 275,192 165,150 191,936 552,576 138,540
Licensed Databases 50 29 43 35 40 22
653
Circulation:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Adult Book Circ 386,581 288,843 346,652 150,264 509,926 154,952
Young Adult Book Circ 25,937 57,972 45,334 46,475 61,995 18,394
Kids' Book Circ 330,514 374,866 320,919 119,317 323,330 86,747
Video Circ 394,934 350,931 326,653 167,420 80,323 144,879
Audio Circ 123,878 97,718 75,029 51,809 153,229 31,208
Periodical Circ 10,190 16,444 10,505 6,388 24,259 5,767
Downloadable Circ 91,773 54,614 87,720 21,055 90,742 22,135
Other Circ 34,025 14,565 309,170 25,294 116 6,404
Total Circ 1,397,832 1,255,953 1,521,982 588,022 1,243,920 470,486
Per Capita Circ 20.60 21.30 12.05 9.45 6.11 6.88
ILL Rec'd 3,153 1,352 633 1,802 173 2,369
ILL Sent 1,816 2,798 1800 3,263 1,175 1,321
Registered Borrowers 64,957 41,870 69,280 46,454 182,164 46,823
Visits 826,217 436,929 697,007 319,488 926,847 278,431
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 45,510 N/A 41,132 34,385 286,651 64,308
Average Hours
Open/Week
65 68.04 76 65.38 51.88 65.21
Kids' Program
Attendance
40,337 23,335 37,506 29,643 53,925 28,163
YA Program Attendance 7,403 892 2,801 8,000 3,840 201
Adult Program
Attendance
13,657 4,136 9,972 2,183 15,246 2,062
Internet PCs 56 53 126 91 120 78
Internet Use per Year 108,345 42,188 145,988 57,206 156,338 78,490
FTE Librarian 15 12 10 7.35 40.25 5.25
FTE Other Staff 63.23 30.9 54.34 18.33 51.60 24.28
FTE Total Staff 78.23 42.90 64.34 25.68 91.85 29.53
654
Selected National Library Comparison
The charts below present data from selected public libraries. Data were compiled by the
Institute of Museum and Library Services. Fiscal year 2013 reported data are used, the most
recent available for comparison libraries. Libraries were selected based on their similarities to
ICPL services and their cities’ similarities to Iowa City.
*Population includes residents for each library’s entire service area, including contracting cities and
proportional representations of rural county populations. For instance, the population used for Iowa City
includes a portion of rural county residents, Hills, and University Heights. This is important to help
standardize data.
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 2 3 4 0
Population Legal
Service Area 82,860 90,764 74,486 100,782 163,590 76,610
Number of Outlets 1 1 3 4 5 2
ALA-MLS
Librarians 15 23 15.83 19.75 21 12.35
Total Staff 78.38 85 52.61 77.01 163 60.83
Local Revenue $5,041,258 $4,524,041 $4,253,214 $7,343,187 $11,361,509 $4,512,535
Local Revenue per
Capita $60.84 $49.84 $57.10 $72.86 $69.45 $58.90
State Revenue $76,694 $2,533,956 $50,200 $22,601 $160,025 $208,964
State Revenue per
Capita $0.93 $27.92 $0.67 $0.22 $0.98 $2.73
Total Revenue $5,972,638 $7,387,878 $4,848,168 $7,596,778 $12,055,359 $5,237,469
Total Revenue per
Capita $72.08 $81.40 $65.09 $75.38 $73.69 $68.37
Total Collection
Expenditures $674,374 $894,862 $619,068 $842,597 $1,848,600 $664,151
Total Collection
Expenditures per
Capita
$8.14 $9.86 $8.31 $8.36 $11.30 $8.67
Total Operating
Expenditures $5,701,120 $6,564,791 $4,806,339 $7,390,820 $11,850,083 $4,776,609
Total Operating
Expenditures per
Capita
$68.80 $72.33 $64.53 $73.33 $72.44 $62.35
Total Circulation 1,520,030 2,203,351 989,638 1,449,679 8,886,585 1,521,751
Total Circulation
per Capita 18.34 24.28 13.29 14.38 54.32 19.86
Reference
Transactions 76,675 362,596 152,300 93,752 62,145 65,476
Library Visits 721,058 1,098,864 634,391 890,316 1,665,903 463,042
Library Visits per
Capita 8.70 12.11 8.52 8.83 10.18 6.04
Children's Program
Attendance 40,379 39,666 26,063 26,786 63,491 8,525
Number of Public
Internet Computers 52 120 57 63 242 88
655
2017 Senior Center Statistics
Membership & Associated Revenue Sources
FY2015 total membership increased 1.6% over FY2014.
73.4% of Center members are between the ages of 60 and 79.
Membership Distribution by Age Group
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Total Members 1,217 1,287 1,391 1,587 1,545 1,595 1,620
Percent, Age ≤59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9% 8.7%
Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2% 39.5%
Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5% 33.9%
Percent, Age ≥80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4% 17.9%
Membership fees were introduced in 2003 and increased in FY2013. Membership fees are
differentiated based on the location of the member’s residence.
Membership Fee Revenue
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Membership Fee
Revenue $28,623 $31,393 $35,503 $37,427 $46,751 $57,354 $53,811
% Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7% -6.17%
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.
656
80% of the Center’s membership resides within the corporate limits of Iowa City; approximately
18% of the Center’s members are Johnson County residents outside of Iowa City.
Membership Distribution by Place of Residence
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Percent of Members,
Iowa City Residents 81.0% 82.0% 79.0% 78.8% 78.7% 81.0% 80.0%
Percent Johnson
County Residents
(Outside Iowa City)
17.0% 17.0% 19.0% 20.0% 19.7% 18.0% 18.1%
Percent non-
Johnson County 2.0% 1.0% 2.0% 1.2% 1.4% 1.0% 1.9%
During FY2015, 73.08% of the Center’s expenditures were supported by Iowa City property
taxes; Iowa City residents were 80% of the Center’s membership. Johnson County residents
comprise 18.1% of the Center’s members; the Johnson County grant of $59,224 was just over
7.14% of the Center’s total expenditures.
Iowa City/Johnson County Revenue & % of Expenditures
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Iowa City Contribution $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 $605,166
Johnson County Contribution $75,000 $75,000 $75,000 $70,000 $70,000 $59,224 $59,244
IC % of Expenditures 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% 73.08%
Johnson County % of
Expenditures 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% 7.14%
From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E
agreement that split operational costs 80% to 20%. County funding of the Center peaked at
$141,410 in FY2002. In 2003 the County withdrew from this agreement; by FY2004 County
funding of the Center dropped to $75,000 annually. In FY2012, the City was asked to submit an
Economic Development/Quality of Life Block Grant application to Johnson County in order to
receive funding. For FY2012 and FY2013 this grant amount was $70,000. In FY2014 and
FY2015, the grant amount has been $59,224. It is important to note that approximately half of
County property tax receipts which support the Center grant come from Iowa City taxpayers.
City and County Revenue per Visit and per Member
FY09 FY10 FY11 FY12 FY13* FY14* FY15*
IC Contribution per Visit $7.23 $6.10 $6.09 $6.25 $4.90 $4.62 $4.88
Johnson County Contribution
per Visit $0.81 $0.80 $0.76 $0.67 $0.55 $0.47 $0.48
IC Contribution per IC Member $677.25 $540.37 $545.31 $525.73 $508.87 $448.70 $466.95
Johnson County Contribution
per Non-IC County Member $362.51 $342.79 $283.78 $220.54 $230.26 $206.35 $201.44
*Total Number of Visits
657
The Center’s goal is for revenue from sources other than Iowa City property taxes to support
25% of the Center’s budget. This goal of 25% includes but is not limited to: intergovernmental
grants, membership & program fees, contributions & donations, parking permit sales, and rental
fees. This calculation is based on the general revenues subsidy divided by the total
expenditures and transfer in General Fund (1000 only).
Cost Recovery Percentage
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Cost Recovery 22.03% 25.56% 24.49% 23.51% 25.31% 28.33% 26.97%
Programs, Attendance, and Volunteerism
Attendance to Senior Center programs increased 3.7% but total attendance was down slightly in
FY2015 by about 1% from FY2014 due to lower attendance numbers for meals served at the
Center.
Meal service is administered by Elder Services. Other services include programs and services
provided by outside agencies, like the Visiting Nurse Association, Rotary, and rentals. * The tax
filing assistance numbers prior to FY2014 are included in other services. Due to a change in
software these numbers are now accounted for in Center Visits.
Volunteer involvement in the Center remains strong.
Programs, Services, and Groups Offered
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Fall 180 147 149 147 154 156 149
Winter 161 128 111 127 117 121 145
Spring 170 139 139 137 139 140 162
Summer 146 104 110 109 113 105 102
Total 657 518 509 520 523 522 558
Center Attendance
FY09 FY10 FY11 FY12 FY13 FY14* FY15
Center Visits 92,324 93,419 98,401 105,157 104,970 108,753 112,745
Meals Served 17,934 17,197 15,787 15,931 14,254 12,756 8,740
Other Services 11,672 9,357 9,808 7,139 6,940 3,901 2,592
Total Attendance 121,930 119,973 123,996 128,227 126,164 125,410 124,077
Volunteer Involvement
FY09 FY10 FY11 FY12 FY13 FY14 FY15
Volunteers 498 500 584 530 645 668 637
658
2017 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 FY 2015
Web Citation Payments 59.50% 61.00% 63.40% 63.50% 64.0%
Citations Issued 109,555 96,131 88,909 60,681 65,206
$0 Epired Meter Citations 44,614 40,512 38,023 22,593 23,372
Citation Appeals 1,428 690 633 585 593
Faulty Meters 561 472 448 539 586
Available Spaces
On Street 1,131 1,131 1,131 1,143 1,190
Off Street 3,086 3,086 3,086 3,086 3,086
Transient Hours Parked 4,215,164 4,307,686 4,453,418 4,753,760 5,144,358
Average Hourly Duration
Access Controlled facilities 3.8 3.79 3.83 4.13 3.05
Credit Card Usage
Access Controlled facilities 42% 39% 53% 59% 67%
Pay by Space facilities 61% 66% 69% 72% 64%
Permits Issued
Automobile 1,996 1,901 1,978 2,031 1,857
Moped/Scooter/Motorcycle 0 620 752 712 683
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.
659
General Transit Information
The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights.
Iowa City Transit Data
Collected by the Iowa City Transportation Services Department
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Ridership 1,854,732 1,970,456 1,879,795 1,815,029 1,902,350
Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804 $5,055,620
Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416 $1,407,585
Revenue Vehicle Miles 709,630 718,564 714,778 678,452 707,363
Revenue Vehicle Hours 55,543 55,135 54,528 51,652 53,843
Cost per Ride $2.61 $2.71 $2.69 $2.91 $2.66
Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 $7.78 $7.15
Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 $102.16 $93.90
Farebox/Expense Ratio 0.22 0.21 0.27 0.26 0.28
Average Fare $0.57 $0.57 $0.69 $0.76 $0.74
Operating Deficit per trip $2.04 $2.14 $2.00 $2.15 $1.92
Riders per Revenue Vehicle Mile 2.61 2.70 2.60 2.7 2.7
Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.1 35.3
Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028 4,046,778
Fleet Vehicles 27 27 27 27 27
Base Fare $0.75 $0.75 $1.00 $1.00 $1.00
Fleet Average Age 9.4 10.4 11.9 11.32 12.65
Fuel Consumption 188,163 187,088 191,256 196,823 196,029
Days Operated 307 308 306 306 305
660
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
US 3.2% 2.7% 1.4% -0.5% -2.7%2.2% 1.4% 2.0% 1.3% 2.2%
Iowa 2.5% 1.2% 3.6% -2.3% -1.6%2.2% 2.4% 3.8% 1.0% 1.6%
Iowa City 0.8% 3.6% 1.7% 0.9% 0.7% 2.5% 3.2% 3.1% 2.2% 0.8%
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
GDP Trends
Annual Percent Change
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
National 4.6% 4.6% 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3%
Iowa 3.7% 3.7% 4.2% 6.4% 6.0% 5.5% 5.1% 4.7% 4.2% 3.7%
Iowa City 2.7% 2.8% 3.2% 4.6% 4.3% 4.1% 3.8% 3.5% 3.1% 2.7%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Unemployment Rates
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-
five of the last twenty-
seven 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
returned to pre-2008 levels, it
continues to remain well below
state and national levels. As of
March 2016, the Iowa City
Metropolitan Statistical Area
(MSA) was tied for the sixth
lowest unemployment rate of
all MSAs nationally.
(Source: Bureau of Labor
Statistics)
661
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Rollback 46% 44% 46% 47% 49% 51% 53% 54% 56% 56%
40%
42%
44%
46%
48%
50%
52%
54%
56%
58%
Taxable Percentage of Home Value
The growth in
assessed property
value has slowed in
recent years. The
effect of this slow
growth on taxable
value has been
offset by increases
in the state-
mandated “rollback”;
a higher percentage
of residential
properties’ value is
taxable.
*Assessed valuations before rollback; military exemptions deducted; includes TIF; excludes gas & electric utilities and Taxable
valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities
Tax collection year displayed
(Source: Iowa Department of Management)
The State of Iowa limits the
portion of a property’s value that
is taxable, known as the
assessment limitation order or
“rollback”. This system is
intended to limit the amount
taxable value can increase in
any one year. Taxable value can
differ by property class (e.g.
residential, commercial,
agricultural, and industrial); for
City revenue streams, this most
notably affects the taxable value
of residential properties.
The portion of residential properties’ assessed value that is taxable hit a low point in FY09, when forty-
four percent of residential property values were taxable. This percentage has increased steadily for
seven consecutive years and remanded constant over the last year. However, this has coincided with
slower assessed value growth and an Iowa Supreme Court decision allowing some apartment
complexes previously taxed as commercial properties to reorganize as residential cooperatives.
Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as
apartment complexes are reclassified as residential, the revenue the City realizes in property taxes
from these complexes drops by approximately half. As Iowa City has more multi-unit apartment
buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax
base.
662
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Permits 872 701 807 688 784 738 716 715 703 645
Value $115 $119 $145 $75 $96 $82 $169 $185 $153 $138
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
Building Permits
Value in millions
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14* FY15
Hotel/Motel $636 $692 $724 $752 $667 $746 $814 $834 $967 $1,057
% Change 5.60% 8.81% 4.67% 3.92% -11.39 11.84% 9.17% 2.51% 15.91% 9.34%
$0
$200
$400
$600
$800
$1,000
$1,200
Hotel/Motel Tax Revenue
in thousands
Though the value of building
permits issued has declined in
recent years, the values rebounded
significantly from 2009 through
2011. Total value in 2013 was the
highest of any year in the past ten
years. Through April there has
been 240 permits and $115 million
value in 2016.
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 $902,000 for FY2015,
$609,000 funded a portion of the operational
costs associated with Fire Station #4 and
maintenance of the right-of-ways.
*FY14 is first period reported on an accrual bases.
663
Iowa City
42.9%
ICCSD
35.7%
Johnson
County*
18.7%Kirkwood
CC
2.7%
Overlapping Taxing Jurisdictions
Percent of FY2016 Total Levy Rate
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Total Overlapping 38.226 38.830 40.567 40.596 40.915 40.754 39.499 38.639 38.528 38.811
IC % of Total 45.3% 44.5% 43.7% 44.0% 43.4% 43.8% 43.7% 43.5% 43.4% 42.9%
IC Levy Rate 17.302 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651
16.100
16.300
16.500
16.700
16.900
17.100
17.300
17.500
17.700
17.900
18.100
City of Iowa City Levy Rate and Percentage
of Overlapping Jurisdictions
The Iowa City property tax levy
comprised approximately forty-two and
nine-tenths percent of City residents’ total
property tax bill. The Iowa City
Community School District and Johnson
County make up another thirty-five and
seven-tenths percent and eighteen and
seven-tenths percent of the total levy,
respectively.
*Includes Johnson County, the City of Iowa City
Assessor, and Agricultural Extension levies.
(Source: Johnson County Auditor)
Iowa City’s levy rate
dropped approximately
three-tenths percent (0.3%)
in FY2016, largely from a
decrease in the debt
service levy. Iowa City’s
FY2017 levy rate totals
$16.583; this represents a
decline of four-tenths of a
percent (0.4%). The rates
of overlapping jurisdictions
are not certified as of this
publication.
City policy states that year-
end General Fund unassigned
fund balance will fall between
twenty (20%) and thirty
percent (30%) of total
revenues and transfers in. The
FY2015 excess balance was
used to increase the
emergency fund balance.
*Amounts before FY2013 are cash
balance instead of fund balance.
664
FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14* FY15
Total $3,297 $3,398 $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550
% Change 9.0% 3.1% 2.2% -10.1% 1.4% 13.2% 30.3% 4.9% 13.3% 0.2%
Supplemental $38 $61 $33 $35 $37 $51 $58 $69 $66 $70
MFPRSI $1,925 $1,952 $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958
IPERS $1,331 $1,382 $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
City Pension Contributions
in thousands
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
IPERS 6.05% 6.35% 6.65% 6.95% 8.07% 8.67% 8.93% 8.93% 8.93% 8.93%
MFPRSI 25.48% 18.75% 17.00% 19.90% 24.76% 26.12% 30.12% 30.41% 27.77% 25.92%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
City Pension Contribution Rates
City pension
contributions
continue to grow at
a rapid pace, except
FY2015
contributions were
flat with an increase
of two-tenths of a
percent (0.2%) from
FY2014.
Expenditures for
FY2012 were
approximately a
thirty percent
increase over
FY2011, partially
attributable to an
extra pay period in
FY2012.
*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
contribution rate increased in FY2015 to thirty and forty-one-hundredths percent (30.41%) of salary (an
additional increase of one percent). In FY2016 the public safety pension contributions decreased to
twenty-seven and seventy-seven-hundredths percent (27.77%) and is expected to decrease again in
FY2017 to twenty-five and ninety-two-hundredths percent (25.92%) of salary, which are decreases of
eight and seven-tenths (8.7%) and six and seven-tenths (6.7%), respectively.
MFPRSI employee
contributions are set by
statute, currently nine
and four-tenths percent
(9.4%). City
contributions are
determined by the
system’s actuary.
IPERS City and
employee contributions
are currently a
sixty/forty split (60/40),
with the City paying
sixty percent of total
contributions.
665
Personnel
71%
Services
17%
Supplies
3%
Capital
Outlay
7%
Other
Financing
Sources
2%
FY2015 Actual General Fund Expenditures
(excluding Transfers Out)
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.
Property Taxes
63%
Other City Taxes
5%
Licenses &
Permits
4%
Intergovernmental
7%
Charges for
Services
3%Misc Revenue
10%Use of Money &
Property
2%
Other Financing
Sources
6%
FY2015 Actual General Fund Revenue
(excluding Transfers In)
666
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Outstanding Debt $87,090 $84,995 $75,050 $80,575 $75,320 $61,205 $67,075 $61,995 $58,136 $58,956
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
Total Outstanding General Obligation Debt on June 30
in thousands
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
%44% 40% 34% 36% 33% 27% 29% 26% 24% 22%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
GO Debt as a Percent of Debt Limit
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Total Levy Rate 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583
Debt Service Levy 3.786 4.303 4.219 4.438 4.649 4.443 4.030 4.130 3.928 3.280
DS % of Total 21.9% 24.3% 23.6% 25.0% 26.1% 25.7% 24.0% 24.7% 23.6% 23.1%
15.0%
17.0%
19.0%
21.0%
23.0%
25.0%
27.0%
29.0%
Debt Service Percent of Total Levy Rate
Total outstanding
General Obligation debt
is estimated to dropped
almost twenty-two and a
half (22.5) million
between FY2011 and
FY2016. Due to
unusually low interest
rates and the City’s
strong bond rating, the
municipal bond market
continues to be in the
City’s favor.
Debt as a percent of the allowable
debt limit has also continued to fall
in recent years. The State of Iowa
mandates that outstanding
General Obligation debt not
exceed five percent (5%) of the
total assessed value of taxable
properties in the municipality. Iowa
City outstanding General
Obligation debt is approximately
one and three-tenths percent
(1.3%) of assessed value, or
approximately one-fourth of the
allowable debt margin.
Iowa City has an
additional internal policy
which states that the debt
service property tax levy
shall not exceed thirty
percent (30%) of the total
property tax levy. For
FY2017, the debt service
levy is approximately
twenty-three percent
(23%) of the total property
tax levy rate.
667
Revenue Comparisons
Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities
of Coralville and North Liberty.
Property Tax Rate Comparison
(Levy Rate per $1,000 Valuation)
City
FY16
Tax Rate Rank
FY16/FY15
% Change
Waterloo 17.764 1 -1.05%
Council Bluffs 17.750 2 0.00%
Des Moines 16.920 3 0.00%
Davenport 16.780 4 0.00%
Iowa City 16.651 5 -0.33%
Sioux City 16.110 6 -1.55%
Cedar Rapids 15.216 7 0.00%
Coralville 13.528 8 0.00%
West Des Moines 12.000 9 -0.42%
North Liberty 11.033 10 0.00%
Dubuque 11.026 11 0.00%
Ames 10.629 12 -2.08%
FY2016 Estimated General Fund Revenue
FY2016 Adopted Budget
City Revenues
Transfers
In
Debt
Proceeds/
Asset Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
West Des Moines $50,970,273 $12,796,319 $8,000 $63,774,592 $1,126.58 1
Dubuque $53,372,162 $9,577,507 $58,100 $63,007,769 $1,093.18 2
Cedar Rapids $88,669,004 $32,981,242 $120,000 $121,770,246 $963.94 3
Council Bluffs $45,166,597 $13,471,954 $0 $58,638,551 $942.29 4
North Liberty $8,631,674 $2,731,578 $0 $11,363,252 $849.65 5
Iowa City $44,640,384 $10,684,362 $894,150 $56,218,896 $828.43 6
Coralville $12,601,803 $2,416,000 $0 $15,017,803 $794.30 7
Sioux City $42,848,396 $20,449,533 $50,002 $63,347,931 $766.14 8
Waterloo $45,226,134 $7,090,399 $65,000 $52,381,533 $765.74 9
Des Moines $122,365,356 $33,350,128 $3,000 $155,718,484 $765.45 10
Davenport $51,800,363 $20,750,700 $0 $72,551,063 $727.80 11
Ames $24,451,979 $8,822,639 $500 $33,275,118 $564.32 12
*Per Capita calculations used 2010 US Census data
668
Hotel/Motel Tax Revenues
FY2015 Receipts
City*
Effective
Date Receipts
Des Moines 4/1/1979 $5,783,917
West Des Moines 4/1/1979 $3,669,278
Cedar Rapids 4/1/1979 $3,512,298
Council Bluffs 4/1/1979 $2,889,262
Coralville 7/1/1983 $2,706,005
Davenport 4/1/1981 $2,385,143
Ames 4/1/1988 $2,160,184
Dubuque 4/1/1979 $2,078,937
Sioux City 4/1/1979 $1,916,669
Waterloo 4/1/1981 $1,205,766
Iowa City 4/1/1983 $1,057,386
North Liberty 7/1/2008 $70,658
*All cities listed impose the state allowed maximum rate of 7%
Source: Iowa Department of Revenue
Utility Franchise Tax Rates
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%
669
Utility Rates (Residential Monthly Billing – July 1, 2015)
City Water Sewer Waste Storm Total Rank
North Liberty* $42.53 $51.66 $9.75 $2.00 $105.94 1
Waterloo $37.60 $47.57 $11.36 $2.75 $99.28 2
Des Moines $26.34 $38.86 $22.17 $10.95 $98.32 3
Davenport $40.40 $37.27 $14.75 $2.49 $94.91 4
Dubuque $24.35 $36.88 $25.81 $6.38 $93.42 5
Sioux City $31.45 $34.54 $15.44 $5.25 $86.68 6
Iowa City $30.17 $36.08 $15.90 $3.50 $85.65 7
Ames* $28.18 $31.08 $21.29 $3.45 $84.00 8
West Des Moines $32.37 $33.51 $10.90 $4.25 $81.03 9
Council Bluffs** $36.60 $19.84 $18.00 $0.00 $74.44 10
Cedar Rapids $25.69 $23.88 $19.63 $4.90 $74.10 11
Coralville $17.80 $26.37 $19.00 $3.00 $66.17 12
*Ames and North Liberty trash collection provided by private contractors
**Council Bluffs Sewer Fee Increasing to $22.88 by FY17
670
APPENDIX
Department Expenditure
Comparison to State Forms
Budget Resolutions
State Forms
Glossary
F
Y
2
0
1
7
672
Notice of
Pubic Hearing
Budget Estimate
2017
Budget
2016
Revised
2015
Actual
Public Safety
Finance 828,060$ 684,226$ 894,163$
Police 13,313,328 13,015,803 12,389,622
Fire 7,876,883 7,795,901 7,598,771
Neighborhood & Dvlpmnt Services 1,515,196 1,502,814 1,335,432
Line 16 23,533,467 22,998,744 22,217,988
Public Works
Parks & Recreation 664,549 584,247 485,751
Public Works 8,287,608 7,736,692 6,701,123
Transportation & Resource Mgmt 356,465 - -
Line 17 9,308,622 8,320,939 7,186,874
Health and Social Services
Neighborhood & Dvlpmnt Services Line 18 350,000 313,833 319,722
Culture and Recreation
Parks & Recreation 6,741,181 6,563,552 6,160,652
Library 6,347,022 6,280,211 5,908,777
Senior Center 954,090 937,254 834,813
Line 19 14,042,293 13,781,017 12,904,242
Community and Economic Dvlpmnt
Parks & Recreation - 387,030 377,047
Neighborhood & Dvlpmnt Services 7,212,223 11,827,653 7,272,752
Transportation & Resource Mgmt 298,005 - -
Line 20 7,510,228 12,214,683 7,649,799
General Government
City Council 109,426 121,412 97,273
City Clerk 536,351 576,888 518,724
City Attorney 738,002 712,939 690,901
City Manager 2,522,542 2,339,031 1,805,223
Finance 4,628,754 4,464,570 3,834,244
Parks & Recreation 673,607 657,959 605,437
Line 21 9,208,682 8,872,799 7,551,802
Debt Service
Finance Line 22 15,146,227 15,210,235 17,208,781
Capital Projects
Governmental Capital Projects 35,493,295 56,597,763 24,859,198
Note (1)(41,070) - -
Line 23 35,452,225 56,597,763 24,859,198
Total Government Activities Line 24 114,551,744 138,310,013 99,898,406
Enterprise
City Manager - - 687,397
Neighborhood & Dvlpmnt Services 7,655,761 8,217,730 7,730,524
Public Works 19,776,535 20,043,358 19,126,099
Transportation & Resource Mgmt 21,389,784 18,321,537 25,385,236
Airport Operations 372,709 346,072 365,460
Enterprise Capital Projects 4,517,923 14,450,028 6,485,716
Note (2)- - 189,623
Line 25 53,712,712 61,378,725 59,970,055
Total ALL Expenditures Line 26 168,264,456$ 199,688,738$ 159,868,461$
* Totals & state program sub-totals may have rounding variances to Notice of Public Hearing - Budget Estimate.
(1) Expenditures related to park dedication fees ($41,070) for project R4137 will be included in budget
amendment during fiscal year 2017.
(2) Transfers out of a budgetary fund to a non-budgetary fund are recorded as an expenditure for the budgetary
fund on state forms. During fiscal year 2015, the Wastewater Fund transferred $189,623 to project I4722, an
Internal Service Capital Project.
City of Iowa City
Department Expenditure Comparison to State Forms
Budgetary Expenditures by State Program by Department *
673
674
675
676
677
678
679
680
681
682
GLOSSARY
Agency Funds: One of four types of fiduciary funds. Agency funds are used to report
resources held by the reporting government in a purely custodial capacity (assets =
liabilities). Agency funds typically involve only the receipt, temporary investment, and
remittance of fiduciary resources to individuals, private organizations, or other
governments.
Activity: The organizational subdivision of a division.
Actual Valuation: The estimated actual value placed upon real and personal property by
the City Assessor as the basis for levying property taxes.
Assigned Fund Balance: The portion of the net position of a governmental fund that
represents resources set aside by the government for a particular purpose.
Bonded Debt: A written promise to pay a specified sum of money at a future date along
with periodic interest. Proceeds from bonds are typically used for long-term debt to
pay for construction of capital projects.
Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating
company. The rating is based on the City’s financial condition and has an impact on
the bond bids and interest rates the City will pay on the bonds over their lifetime.
The City’s bond rating agency is Moody’s Investors Service.
Budget: A financial plan for a specific time period that estimates the expenditures and the
means of financing those expenditures which are associated with all services and
functions performed by the City.
Budgetary Basis: The basis of accounting that the City uses to prepare, present, and
monitor its adopted budget. The City uses an adjusted the Modified Accrual Basis of
accounting as its budget basis. The modified accrual basis of accounting used in the
preparation of budget is similar to the accounting basis used in the City’s
Comprehensive Annual Financial Report (CAFR) for the governmental funds, except
for the treatment of interfund loans, loan repayments, and same fund transfers.
Capital Improvements Program (CIP): A management tool used to assist in the
scheduling, planning, and execution of a series of capital improvements over a five-
year period. The CIP is prepared to cover a five-year period but is updated annually.
It sets forth the estimated expenditures by year and specifies the resources
estimated to be available to finance the project expenditures.
Capital Improvements Projects: The specific projects that make up the Capital
Improvements Program. The projects involve construction, purchase, or renovation of
683
city facilities or property. They are generally non-recurring major improvements to the
City's physical plant which necessitate long-term financing and are permanent in
nature. A capital improvement project is the improvement of land, buildings, or
infrastructure and related expenditures that is greater than $25,000 and has a useful
life of three years or more.
Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor
building improvements, and vehicles, that are funded from the operating budget and
are at least $5,000. Since long-term financing is not necessary and expenditures of
this type are of such recurring character, these items are not part of the Capital
Improvements Program.
Cash Basis: A basis of accounting in which transactions are recognized only when cash
is increased or decreased. Or, a basis of accounting in which transactions are
recorded when cash is expended or received for goods and services which are sold.
This was the City’s budgetary basis of accounting through fiscal year 2012.
Committed Fund Balance: Self-imposed limitation imposed at highest level of decision
making that requires formal action at the same level to remove.
Commodities: Items or supplies needed for routine maintenance and operations. They
include cleaning, maintenance and office supplies, repair materials, minor
equipment, and tools.
Comprehensive Annual Financial Report (CAFR): This is the annual audited financial
statements of the City compiled in accordance with Generally Accepted Accounting
Principles.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could
be used for unanticipated expenditure requirements, new programs, or to absorb
unexpected revenue losses.
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and
rentals, which are purchased from private contractors.
Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory
limits: presently 5% of the total assessed value of property within the corporate limits
as established by the City Assessor.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may
also be used to describe a situation where expenditures exceed revenues.
684
Department: A major organizational unit in the City comprised of related work activities
aimed at accomplishing a major service or regulatory program.
Division: The organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet
commitments or obligations for employee fringe benefits. Included are the City's
share of costs for Social Security, Iowa Retirement System, and the other pension,
medical, and life insurance plans.
Enterprise Fund: Separate financial entity used for government operations that are
financed mainly from user fees – see Business-Type Activities.
Equity Transfers: Non-recurring or non-routine transfers of equity between funds.
Expenditures: The cost of goods received and services rendered.
Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for
others and which therefore cannot be used to support the government’s own programs. The
fiduciary fund category includes pension (and other employee benefit) trust funds, investment
trust funds, private-purpose trust funds, and agency funds. The City’s only fiduciary fund is an
agency fund.
Fiscal Year (FY): A 12-month time period to which the annual operating budget applies. In Iowa, the
fiscal year begins July 1 and ends the following June 30.
Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent
position based on total hours per year. Full-time positions charged to more than one program
are shown as an appropriate fraction in each program.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording
cash, which are segregated for the purpose of carrying on specific activities or attaining certain
objectives.
Fund Balance: The difference between assets and liabilities balances in a fund, which is the
accumulation of revenues minus expenditures over time.
General Fund: The fund supported by taxes, fees, and other revenues that may be used for any
lawful purpose.
General Obligation Bonds (G.O. Bonds): When the city pledges its full faith and credit to the
repayment of the bonds it issues, then those bonds are general obligation bonds.
685
Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by
the independent agency, the Governmental Accounting Standards Board, for the presentation
of the City’s Comprehensive Annual Financial Report.
Governmental Accounting Standards Board (GASB): The independent board that determines
Generally Accepting Accounting Principles. These are the principles used by the City to
prepare its annual audited financial statements.
Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and
other non-exchange revenues. These funds include the General fund, special revenue funds,
the Debt Service fund, capital project funds, and permanent funds.
Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or
other organization to another. Typically, these contributions are made to local governments
from the State and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement
basis.
Interfund Loan: Loans between funds.
Iowa Public Employees’ Retirement System (IPERS): Established by the Iowa Legislature in
1953 to provide a secure defined benefit retirement plan for Iowa’s public employees.
IPERS covers all municipal employees, with the exception of sworn police officers and
fire fighters.
Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of
assessed property value.
Market Value: The estimated value of real and personal property based upon the current price at
which both buyers and sellers are willing to do business.
Major Fund: During the preparation of the City’s Comprehensive Annual Financial Report, funds
are evaluated based upon the level of their revenues, expenditures, assets, and liabilities
to determine whether or not they are a major fund. Governmental accounting standards
sets forth the minimum provisions for determining which funds to treat as a major fund. If
a fund is determined to be a major fund, its financial information is presented individually in
the City’s CAFR and cannot be presented as an aggregate with other funds. For
budgetary presentation, all of the City’s funds are presented individually.
686
Municipal Fire & Police Retirement System of Iowa (MFPRSI): The defined benefit public
retirement system for public safety staff. The System was created by act of the 1990 Iowa
Legislature, with formal operations beginning on January 1, 1992. MFPRSI is administered
under the direction of a Board of Trustees, with representatives from the membership,
participating cities, citizens of Iowa and the Iowa General Assembly under Iowa Code Chapter
411.
Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of
accounting for all funds. The modified accrual basis of accounting uses a current financial
resources measurement focus, which generally includes only current assets and current
liabilities on the balance sheet. This became the City’s budgetary basis of accounting starting
in fiscal year 2013.
Moody’s Investors Service: An independent bond rating agency that provides bond rating services
for the City’s bond issues. The City’s current bond rating is Aaa for its long-term General
Obligation bonds.
Non-Program: Program costs that do not relate to any one department, but represent costs of a
general City-wide nature.
Non-spendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
Ordinance: A formal legislative enactment by the City Council, which implements or amends local
law. Any budgetary change which affects total appropriations, levies, use of reserved
appropriations, personnel authorizations, or duties and powers of appointed officials
requires the adoption of an ordinance.
Other Financing Sources/Uses: Other financing sources and uses include a limited number of
special transactions that are used to account for non-operating revenues/receipts and
expenditures/disbursements. Examples are receipt of loan proceeds, payment of loan
principal, and the sale of capital assets.
Personnel: A category of expenditures used for services rendered by full-time, part-time, and
temporary employees to support the functions of City departments. Costs include salaries,
fringes and other related benefits.
Program: A distinct function of city government which provides services to the public or other city
departments. Legal compliance is met if actual expenditures do not exceed the budgeted
expenditures by program areas: Public Safety, Public Works, Health & Social Services,
Culture and Recreation, Community and Economic Development, General Government, Debt
Service, Capital Projects and Business Type/Enterprises.
687
Property Tax Levy: A property tax (or millage tax) is a levy on property that the property owner is
required to pay. The amount owed is calculated by applying the property tax rate against the
taxable value of the property as determined by the City Assessor in accordance with State
law.
Property Tax Rate: The property tax levy rate that is set by the City Council that is applied against the
assessed taxable value of real and personal property to calculate property tax revenues. This
rate is applied per $1,000 of taxable value.
Proprietary Funds: Funds that are generally financed in whole or in part by fees charged to external
parties for goods or services. These activities are reported as enterprise funds and internal
service funds.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific
use. A reserve may be established formally by ordinance or resolution or informally by
administrative action.
Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and
regulations of other governments or laws through constitutional provisions or enabling
legislation.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, "revenue"
refers to all government income, regardless of source, to fund services.
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and
credit of the city is not pledged.
Services: A category of expenditures used for the purchase of services provided by individuals,
businesses or agencies who are not in the direct employ of the city.
Self-Supporting Municipal Improvement District (SSMID): An area of contiguous property within
the City that has an additional property tax levy. The added revenue can be used for
improvements to the district, administrative fees, and debt for the cost of improvements.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of public
capital improvements which are deemed to benefit that particular property. Special
assessments are commonly used to finance improvement projects such as street
construction, sidewalk construction, or installation of sewer lines. Special assessments are
levied in addition to regular property taxes.
Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in
Iowa City, the General Fund subsidizes the Airport with property tax monies.
688
Supplies: A category of expenditures used for the purchase consumable goods and materials that do
not have a depreciable useful life and are less than $5,000.
Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private
development. Public improvements are funded by debt which is repaid through segregating
the increased property taxes resulting from private development.
Taxable Valuation: The amount of the estimated actual property value that is used for
levying property taxes after it is reduced by limitations set under State law.
Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation
of a contract. The City could be found liable or responsible by a court when a tort occurs on
City property, as a result of the actions of a City employee, or the function of a City operated
activity. The City levies a special tax to purchase tort liability insurance and to cover the cost of
tort damages for which the City is found responsible.
Transfers (In/Out): Financial transactions that occur between City funds. Interfund transfers occur
between two separate funds. Intrafund transfers occur within a single fund. Transfers may be
for operating or capital purposes. Transfers “In” are those being received by a fund. Transfers
“Out” are those being sent to another fund.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund
in excess of non-spendable, restricted, committed and assigned fund balance.
689
690