HomeMy WebLinkAboutFY2018 Adopted Budget and FY2017-FY2019 Financial PlanFY2018 ADOPTED BUDGET FY2017-2019 FINANCIAL PLAN2017-2021 CAPITAL IMPROVEMENT PLAN
The First Avenue Grade Separation
The First Avenue Grade Separation Project (featured on the front cover) began
in April 2015 and is substantially complete as of the printing of this budget, with
remaining projects including landscaping, final restoration, and clean-up.
This Capital Improvement Project was taken on in order to improve traffic flow
on a major arterial street and improve safety for vehicles, pedestrians and public
safety response. Prior to construction, this section of First Avenue was blocked
by trains between two and four times per day, causing major delays. For more
information regarding this project, visit www.icgov.org/firstaveproject.
Cover photo taken by Frank Grizel, City of Iowa City retiree, photographer, and
train enthusiast. A special thanks to the Iowa Interstate Railraod for their assistance
in staging this photo.
City of Iowa City
Fiscal Year 2018 Adopted Budget
FY2017–2019 Financial Plan
2017 – 2021 Capital Improvement Plan
Council:
Jim Throgmorton
Mayor
AT-LARGE
Kingsley Botchway II
Mayor Pro-Tem
AT-LARGE
Rockne Cole
AT-LARGE
Terry Dickens
DISTRICT B
Susan Mims
AT-LARGE
Pauline Taylor
DISTRICT A
John Thomas
DISTRICT C
CITY MANAGER
Geoff Fruin
ASSISTANT CITY MANAGER
Ashley Monroe
FINANCE DIRECTOR
Dennis Bockenstedt
BUDGET AN ALYST
Nickolas Schaul
FINANCE ASSISTANT TO
SECRETARY THE CITY MANAGER
Cyndi Ambrose Simon Andrew
3
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CITY OF IOWA CITY
FY2018 Adopted Budget
FY2017 – 2019 Financial Plan
2017 – 2021 Capital Improvement Plan
TABLE OF CONTENTS PAGE
Introduction
City Manager Address…… .......................................................................................................... 11
Strategic Plan .............................................................................................................................. 29
Other Planning Processes ........................................................................................................... 36
Organizational Chart ................................................................................................................... 38
Department Summaries .............................................................................................................. 39
Budgetary Fund Structure............................................................................................................ 65
Departments and Divisions by Fund ............................................................................................ 68
Financial Summary
Preparation of the Financial Plan ................................................................................................ 73
Financial and Fiscal Policies ....................................................................................................... 79
Long Range Financial Planning ................................................................................................... 86
All Funds:
Fund Summaries ................................................................................................................... 92
Revenue Summary by Fund ................................................................................................. 97
Revenue Summary by Type .................................................................................................. 98
Expenditure Summary by Fund ............................................................................................. 100
Expenditure Summary by Department .................................................................................. 101
Inter Fund Transfer Schedules ............................................................................................. 102
Personnel Full-Time Equivalents ................................................................................................ 105
General Fund
General Fund Summary .............................................................................................................. 111
Assigned, Committed & Restricted Fund Balance ...................................................................... 122
General Fund Revenues ............................................................................................................. 123
General Fund Expenditures ......................................................................................................... 124
City Council .................................................................................................................................. 125
City Clerk ..................................................................................................................................... 127
City Attorney ................................................................................................................................ 132
City Manager ............................................................................................................................... 135
Communications Office ......................................................................................................... 138
Human Resources ................................................................................................................ 144
Human Rights ....................................................................................................................... 148
Economic Development ........................................................................................................ 153
Finance Department:
Finance Administration ......................................................................................................... 159
Accounting ........................................................................................................................... 167
Purchasing ............................................................................................................................ 171
Revenue ................................................................................................................................ 175
Police Department:
Police Administration............................................................................................................. 178
Administrative Services ......................................................................................................... 182
Field Operations .................................................................................................................... 187
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Fire Department:
Fire Administration ................................................................................................................ 192
Emergency Operations ......................................................................................................... 197
Fire Prevention ...................................................................................................................... 202
Fire Training .......................................................................................................................... 206
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 210
Recreation ............................................................................................................................. 215
Park Maintenance ................................................................................................................. 222
Cemetery Operations ............................................................................................................ 231
Library:
Library Operations ................................................................................................................. 234
Library Foundation………………………………………………………………………... ............ 243
Senior Center:
Senior Center Operations ..................................................................................................... 245
Neighborhood & Development Services (NDS):
NDS Administration ............................................................................................................... 257
Neighborhood Services ......................................................................................................... 263
Development Services .......................................................................................................... 277
Public Works:
Public Works Administration ................................................................................................. 287
Engineering ........................................................................................................................... 290
Transportation Services:
Transportation Administration ............................................................................................... 294
Special Revenue Funds
Community Development Block Grant (CDBG) ......................................................................... 299
Community Development Block Grant Operations .............................................................. 301
H.O.M.E. Program ...................................................................................................................... 306
H.O.M.E Operations .............................................................................................................. 308
Road Use Tax Fund (RUT) ........................................................................................................ 312
Road Use Tax Operations .................................................................................................... 316
Other Shared Revenue ................................................................................................................ 324
Energy Efficiency & Conservation Block Grant .......................................................................... 327
UniverCity Neighborhood Partnerships ...................................................................................... 330
Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 333
Metropolitan Planning Organization of Johnson County Operations .................................... 335
Employee Benefits ...................................................................................................................... 342
Affordable Housing ..................................................................................................................... 345
Peninsula Apartments ................................................................................................................ 348
Tax Increment Financing (TIF) .................................................................................................... 351
Downtown Self Supporting Municipal Improvement District (SSMID) ......................................... 358
Debt Service Fund
Debt Service Fund Summary ...................................................................................................... 363
Debt Schedules ........................................................................................................................... 368
Enterprise Funds
Parking:
Parking Fund Summary ........................................................................................................ 381
Parking Operations ............................................................................................................... 385
Parking Debt Service ........................................................................................................... 392
Transit:
Transit Fund Summary ......................................................................................................... 393
Transit Operations ................................................................................................................ 397
6
Wastewater Treatment:
Wastewater Fund Summary ................................................................................................. 405
Wastewater Treatment Operations ....................................................................................... 410
Wastewater Debt Service ..................................................................................................... 417
Water:
Water Fund Summary ........................................................................................................... 423
Water Operations .................................................................................................................. 427
Water Debt Service ............................................................................................................... 436
Refuse Collection:
Refuse Collection Fund Summary ........................................................................................ 442
Refuse Collection Operations ............................................................................................... 446
Landfill:
Landfill Fund Summary ......................................................................................................... 454
Landfill Operations ................................................................................................................ .458
Airport:
Airport Fund Summary .......................................................................................................... 468
Airport Operations ................................................................................................................. 471
Storm Water Management:
Storm Water Management Fund Summary .......................................................................... 475
Storm Water Management Operations ................................................................................. 478
Cable Television:
Cable Television Fund Summary .......................................................................................... 482
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 485
Housing Authority Operations ............................................................................................... 488
Capital Projects Fund
Fund Summary............................................................................................................................. 497
Summary by Division ................................................................................................................... 500
Summary by Funding Source ....................................................................................................... 506
Project Summary by Name .......................................................................................................... 514
Unfunded Projects ....................................................................................................................... 600
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 607
Equipment Operations .......................................................................................................... 610
Risk Management:
Risk Management Fund Summary ....................................................................................... 615
Risk Management Operations: ............................................................................................. 617
Information Technology Services (ITS):
ITS Fund Summary ............................................................................................................... 620
ITS Operations ...................................................................................................................... 622
Central Services:
Central Services Fund Summary .......................................................................................... 629
Central Services Operations ................................................................................................. 631
Health Insurance Reserve ........................................................................................................... 634
Dental Insurance Reserve ........................................................................................................... 637
7
Statistics
General Information ...................................................................................................................... 643
U.S. Census Data ......................................................................................................................... 647
Economic Overview ...................................................................................................................... 648
Revenue Comparisons:
Property Tax ......................................................................................................................... 655
General Fund ........................................................................................................................ 655
Hotel/Motel Tax .................................................................................................................... 656
Utility Franchise Tax Rates ................................................................................................... 656
Utility Rates ........................................................................................................................... 657
Property Tax Valuations ................................................................................................................ 658
Property Tax Levies ...................................................................................................................... 662
Principal:
Taxpayers ............................................................................................................................. 663
Employers……… .................................................................................................................. 664
Sewer Customers ................................................................................................................. 665
Water Customers .................................................................................................................. 666
Operating Indicators ...................................................................................................................... 667
STAR Outcomes ........................................................................................................................... 668
Department Statistics:
Police .................................................................................................................................... 669
Fire……… ............................................................................................................................. 673
Library ................................................................................................................................... 675
Senior Center ........................................................................................................................ 681
Neighborhood and Development Services ........................................................................... 684
Transportation Services ........................................................................................................ 687
Appendix
Department Expenditure Comparison to State Forms ............................................................... 691
Budget Resolutions .................................................................................................................... 692
State Forms ................................................................................................................................ 694
Glossary....................................................................................................................................... 701
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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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To the Honorable Mayor and City Council Members,
It is my pleasure to submit to you Iowa City's operating and capital budget for the 2018 fiscal
year. Although Iowa State Code requires formal adoption of an annual budget, a three-year
financial plan (fiscal years 2017-2019) and five-year capital improvement program (2017-2021)
are also included for planning purposes. The budget is one of the most important documents the
City prepares because it identifies the services to be provided and the mechanisms that finance
those services.
This document aims to continue Iowa City's tradition of providing a balanced budget utilizing
conservative assumptions while strengthening core municipal services that our residents value.
Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget
contains prudent contingency line items and reserve levels that can adequately support the
City’s services. Any future modifications of this budget will be fully disclosed to the City Council
and the general public through formal City Council actions at public meetings, in accordance
with State of Iowa law.
Throughout the budget compilation process, staff utilized the City Council’s Strategic Plan to
help prioritize expenditure decisions. In this budget, significant resources are devoted to
sustaining Strategic Plan projects and programs in affordable housing, historic preservation,
public space improvement, environmental stewardship, social equity efforts, and more.
Strategic and Financial Planning
City Council held Strategic Plan update sessions between November 2015 and February 2016.
The City’s Strategic Plan was officially adopted on March 1, 2016 for the 2016 and 2017
calendar years.
City Council’s Strategic Plan priorities for 2016-2017 are:
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City
1.Promote a Strong and Resilient Local Economy
2.Encourage a Vibrant and Walkable Urban Core
3.Foster Healthy Neighborhoods throughout the City
4.Maintain a Solid Financial Foundation
5.Enhance Community Engagement and Intergovernmental Relations
6.Promote Environmental Sustainability
7.Advance Social Justice and Racial Equity
The financial resources in this budget will allow the City to continue to pursue initiatives that
support these strategic priorities. Examples of such resource allocation include, but are not
limited to:
11
Promote a Strong and Resilient Local Economy
•Increases the newly established local food funds 20%, to $30,000
•Grows the EBT/SNAP program at the Farmer’s Market
•Provides resources for two new community gardens and initiates a beginning gardener
program
•Continues to provide micro-loan resources and discretionary funding for small business
incentives
Encourage a Vibrant and Walkable Urban Core
•Converts the temporary historic preservation planning position to a permanent half -time
position
•Creates a new $40,000 historic preservation grant program aimed at facilitating
historically sensitive reinvestment into residential properties that are located in historic
districts
•Provides resources for two $500,000 tax increment financing grants over two years
aimed to restore the Englert Theatre and preserve elements of the Film Scene operation
at the 1870s Packing and Provision building downtown.
•Contributes $650,000 of General Fund dollars to the City’s affordable housing fund
Foster Healthy Neighborhoods throughout the City
•Provides $50,000 for traffic calming initiatives in the Northside neighborhood
•Provides $150,000 for phase two of the form based code project
•Modestly increases funding for the PIN grants and Public Art program
•Continues providing resources for increased natural areas management capabilities,
street tree planting and ADA improvements at intersections, public buildings and parks
Promote Environmental Sustainability
•Increases the commitment to carbon emission reduction projects 50%, from $100,000 to
$150,000 annually
•Provides resources to help us achieve a gold bike friendly certification including a
complete streets fund that can assist with implementation of the bike master plan
recommendations
•Provides resources to initiate curbside composting and single-stream recycling
Advance Social Justice and Racial Equity
•Continues to provide resources for the temporary winter homeless shelter
•Continues to provide funding for the racial equity grant program and disproportionate
traffic stop analysis
•Integrates the Summer Fun pilot program in Parks and Recreation into standard
operations
•Broadens the focus of a Recreation Supervisor to include a focus on underserved
populations
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Again, the items noted above are not intended to be comprehensive, but rather illustrative of
how staff has attempted to shift resources to support the City Council’s Strategic Plan priorities.
These changes were pursued while still maintaining a fiscally responsible and sustainable
budget. Additionally, our core service levels have been maintained or strengthened with this
budget. Most notably, the budget includes two new staff positions in the Streets Division of
Public Works. The two new positions recognize the considerable growth in the community over
the last ten plus years and will allow the City to expand street repairs, snow plowing operations,
and other core services.
Additionally, the preparation of this budget document was guided by three primary financial
goals that seek to establish a sound fiscal strategy for the upcoming year and beyond.
First, the City continues to respond to the State’s 2013 property tax reforms. As the taxable
percentage of multifamily rental properties’ values continues to be reduced, there will be
increased pressure on the budget. Though the proposed
budget contains funding for new initiatives, maintains
service levels, and reduces the tax levy rate, there are
revenues that the City receives that are unlikely to
continue at the current level. For instance, we are in the
midst of an unprecedented construction boom and
building permit revenue markedly increased in the current
fiscal year. This provided additional one-time financial
resources to the general fund. However, development
can be cyclical in nature and is unlikely to continue at the
current pace. This robust growth also increased the tax
base, thus helping to offset the decreasing taxability of
multifamily properties. Further, the City receives property
tax “backfill” payments from the State, which are subject
to the State’s budgeting process. These payments were
approximately $1.58 million dollars in the current fiscal
year and are not likely to continue in the long-term. The
bottom line is that there are millions of dollars in revenue in the current fiscal year that we do not
expect to continue to receive in future years and we must plan and budget accordingly.
The City has taken steps to manage the impacts of tax reform, but maintaining service levels
will require prudent decisions over the next several years. By preparing for reform before the
full financial impacts are realized, the City will be able to shift resources and adjust operations
gradually, avoiding abrupt service disruptions or steep tax rate increases.
Second, the budget attempts to establish conditions that will enhance the community's fiscal
position and ensure that it will maintain its prestigious Moody's Aaa bond rating. Council’s
adopted fund balance and debt policies are all consistent with Moody’s best practices and are
intended to preserve our top bond rating. Bond ratings have real impacts on community well-
being; dollars used to make interest payments compete with those used to provide needed
public improvements. Every dollar used for an interest payment is one that is not directly
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 44th consecutive
year and continue to achieve GFOA
budget and financial reporting
awards
Maintain an affordable tax and fee
environment for residents and
businesses
13
contributing to a community need. The budget document and annual financial reports also strive
to continue to earn the Government Finance Officer Association’s awards for excellence.
Finally, the budget strives to maintain an affordable tax and fee environment for residents and
businesses. Sharp increases in property taxes or fees for services can have a significant impact
on families’ monthly budgets. We pursue efficient service delivery, review fees annually, and
maintain adequate reserves in order to avoid severe, immediate impacts to residents’ household
finances. This also holds true for businesses. Maintaining a stable environment for the
controllable costs of doing business in our community helps to create an atmosphere conducive
to business development and expansion.
Community Fiscal Health and Outlook
Iowa City benefits from a strong local economy anchored by the presence of the University of
Iowa. The local economy consists of a diverse set of successful industries that together help
sustain one of the lowest unemployment rates in the nation. As an organization, the City has a
rich tradition of conservative budgeting policies that has created a strong financial foundation.
This foundation helped the community weather economic recessions while sustaining service
delivery and continues to serve as a cornerstone for the community’s future. In 2016, Moody’s
Investors Service noted that, “The city's financial operations are expected to remain healthy,
given strong financial management, significant operating fund reserves and sufficient revenue
raising flexibility…Iowa City's management team is strong, as indicated by its sound operating
performance and history of positive budget to actual variances,” and reaffirmed its highest
quality bond rating (Aaa) for the City’s general obligation debt with a stable outlook. Iowa City is
one of only three cities in Iowa that currently holds the distinction of a Moody’s Aaa bond rating.
The Moody’s report also notes factors that could potentially drop the City’s bond rating,
including: deterioration of the tax base, weakening socioeconomic indicators, reductions in
financial reserves, or growth in the City’s debt burden.
Despite the increasing health of the economy and strong financial position of the organization,
the community needs to be cognizant of the trends, pressures and opportunities that are
shaping the community in various fashions. Our community has many attributes that attract new
residents to our City. A strong job market, good schools, and great cultural amenities all
contribute to the desirability of our area for families, retirees, and young professionals to make
their permanent homes. Population growth has a profound effect on service delivery, land use,
and housing affordability. The City Council has adopted a number of policies and initiatives in
recent years to maintain and enhance our positive attributes in light of this population growth.
Forces that are outside of our control also influence Iowa City’s ability to attract and retain
businesses and a socially and economically diverse population. Lower costs of land and
aggressive economic incentives from neighboring jurisdictions are outside of our span of control
yet have a profound impact on the City’s economy. We need to be conscious of those variables
and leverage our unique assets and character in ways that clearly illustrate value that cannot be
matched in other communities.
14
Looking ahead, it should not be assumed that the current level of growth will be sustained in
future years. Any tempering of growth will place more pressure on the City’s budget as tax
reform implementation will continue for the next several years. Such pressure could lead to the
need to reduce service levels or increase property tax rates and/or other taxes and fees. For
this reason it is imperative that Iowa City continue to push forward through cautious budgeting
and strong reserves that can help soften the blow of sudden revenue losses or expenditure
jumps.
Fiscal Year 2018 Budget Overview
In preparing this budget document City staff accounted for the previously-mentioned financial
goals, strategic plan, and the controllable factors that influence desired growth and development
in the region. By adhering to these principles, the proposed budget balances both the short-term
needs and the long-term health and stability of the community.
The fiscal year 2018 City budget includes projected expenditures totaling $173,329,634. Of the
total budget, $56,563,227 is for the General Fund, $41,355,306 is directed to Capital Projects
and $50,630,604 is related to the operations of various enterprise or business funds.
A breakdown of the budget by fund type follows:
It is important to look deeper into the types of expenditures that occur within each of these
funds. For that purpose, the following chart displays the program of expenses across all funds.
The largest outlay is associated with business or enterprise funds such as water, sewer, parking
and transit, followed by expenses related to capital projects. The chart also illustrates growth in
areas that is fairly consistent with standard labor and inflation indexes.
General Enterprise Special
Revenue Debt Service Capital Projects
FY2018 56,563,227 $50,630,604 $10,524,080 $14,256,417 $41,355,306
-
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
Fiscal Year 2018 Expenditure Comparison by
Fund Type
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
increases in the categories are minimal and within reasonable expectations. The decrease in
Intergovernmental is the result of a decrease in other state grants from bus replacements
budgeted in fiscal year 2017. Other Financial Sources decreased due to debt sales for
infrastructure projects.
All Funds Revenue Comparison of FY2017 versus FY2018
FY2017
Adopted
FY2018
Adopted
Percent
Change
Property Taxes $ 55,330,224 $56,458,399 2.0%
Other City Taxes $ 5,050,336 $5,054,301 0.1%
Licenses & Permits $ 2,463,182 $2,561,660 4.0%
Use of Money & Prop $ 2,297,691 $2,425,343 5.6%
Intergovernmental $ 32,581,046 $29,292,663 -10.1%
Charges for Services $ 40,359,768 $41,263,278 2.2%
Miscellaneous $ 6,422,129 $6,443,252 0.3%
Other Financial Sources $ 18,615,427 $17,892,634 -3.9%
Total $163,119,803 $161,391,530 -1.1%
The same fiscal year 2018 information above is displayed in the following pie chart. The chart
shows the heavy reliance on taxes and charges for service to support the various services and
projects contained in this budget.
3.8%
4.2%
-14.3%
1.7%
17.6%
3.6%
-5.9%
3.4% 2.9%
-20.0%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
Public Safety Public Works Health &
Social
Services
Culture &
Recreation
Community &
Economic
Development
General
Government
Debt Service Capital
Projects
Business
Type
Activities
FY2018 Expenditures by State Budget Category & Percent Change
from Previous Year Adopted Budget
excludes transfers
16
Impact to Households and Businesses
It is imperative to consider how the overall revenue and expenditure recommendations in this
budget will impact local households and businesses. Businesses will benefit from the outlined
reduction in the property tax rate to $16.33, the lowest Iowa City tax rate since fiscal year 2002.
Just six years ago (fiscal year 2012), Iowa City's rate was $17.84, which means the fiscal year
2018 rate represents an 8.5% decrease over six years. The ten percent reduction in the taxable
value of commercial properties mandated by the state was fully phased in fiscal year 2016, thus
the majority of businesses in the Iowa City community will pay less in taxes and fees compared
to previous years.
*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.
FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,493 $7,462 $7,350
$6,500
$7,000
$7,500
$8,000
$8,500
$9,000
Iowa City Property Taxes Paid on a $500,000 Commercial
Property
Property Taxes
35%
Other City Taxes
3%
Licenses & Permits
2%Use of Money &
Prop
1%
Intergovernmental
18%
Charges for Services
26%
Misc.
4% Other
Financial
Sources
11%
All Funds Revenue Sources
17
On the residential side, it is easier to determine an overall financial impact to an average
household. The following bar chart illustrates the estimated financial impact to the average
household in Iowa City. With a lower property tax rate and increased refuse fees, it is estimated
that a household with $100,000 assessed home value will pay approximately $1.83 more per
month, or $22 per year, in taxes and fees for basic city services in fiscal year 2018. $100,000
assessed value is used for this table so that readers may easily calculate tax payments based
on their own home value.
*FY18 refuse does not reflect new yard waste fee structure
Perhaps the most significant property tax reform provision for Iowa City’s budget is the
reclassification of multi-family residential properties, none of which is subject to state backfill
payments. Prior to assessment year 2013, multi-family properties were classified as commercial
and taxed at 100% of assessed value. These properties dropped to 95% and 90% taxability in
assessment years 2013 and 2014, respectively. The graph below illustrates the dropping
taxable percentage of multi-family properties in the coming assessment years.
FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
Property Taxes $876 $888 $909 $928 $922 $930
Stormwater $36 $42 $42 $42 $54 $54
Refuse*$186 $186 $191 $191 $191 $205
Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433
Water-- 800 cubic feet $328 $328 $344 $362 $362 $362
Total $1,859 $1,877 $1,919 $1,955 $1,962 $1,984
Percent Change 0.9%0.9%2.3%1.9%0.3%1.1%
$0
$500
$1,000
$1,500
$2,000
$2,500
Annual Financial Impact to Residential Households
18
*assessment year 2016 determines fiscal year 2018 property taxes
Of particular note is the fact that after assessment year 2021 the taxable percentage of multi-
family properties will drop to match the residential taxable percentage. This percentage has
been as low as 44% in recent years. The property tax reform legislation clearly has provided
significant benefit to owners of multi-family residential properties. However, it will place great
strain on the City’s budget as it is fully implemented.
Property Tax Overview
The taxable valuation of property subject to all levies in Iowa City increased 3.5% for fiscal year
2018, despite a reduction in the taxable valuation of multi-family residential properties. The
taxable value of these multi-family properties will continue to drop in the coming years. The
following chart depicts the change in taxable valuations over the last six years.
FY2013 FY2014 FY2015 FY2016 FY2017 FY2018
Taxable Valuations $2,900,995,801 $2,975,085,246 $3,068,659,061 $3,102,525,407 $3,303,748,512 $3,420,590,135
Percent Change 4.6%2.6%3.1%1.1%6.5%3.5%
$-
$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 & gas/electric valuations
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
Moving forward, valuation growth will be substantially slowed by the state’s 2013 property tax
reforms. One of the provisions of the state legislation lowered the allowable annual statewide
growth for residential and agricultural properties from four percent to three percent. While this
does not sound significant, the effect of this limitation compounds over time and is difficult to
estimate.
The budget reflects a reduction of $0.25 in the tax levy rate, which will bring Iowa City's rate to
$16.33. This marks the sixth straight year of property tax rate decreases; we are unaware of any
city in Iowa that has been able to implement tax rate decreases during each of the last six
years. The reduction has been achieved through several internal strategies and increases in
taxable valuations. This year’s reduction is in the debt service portion of the property tax levy,
largely achieved through recent debt restructuring and early bond retirement strategies.
The following chart is provided for a greater historical perspective on Iowa City’s municipal tax
rate. Tax levy rate reductions in recent years were made possible by prudent debt strategies,
operational efficiencies, valuation growth, and an increase in the taxable percentage of
residential properties determined at the state level. The last of these trends is not expected to
continue. In fact, the taxable percentage of residential properties will likely decline with the
recent declining agricultural values.
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Iowa City Tax Rate 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333
Percent Change -0.03%2.43%0.77%-0.54%0.48%-3.21%-2.69%-0.60%-0.32%-0.41%-1.51%
$12.00
$13.00
$14.00
$15.00
$16.00
$17.00
$18.00
Iowa City Property Tax Rate Trend
20
Below is a detailed breakdown of the City’s property tax asking for fiscal year 2018 compared to
the previous year:
LEVIES
FY2017 FY2018
Dollars
Tax Rate
Dollars
Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $26,746,537 8.100 $27,693,674 8.100
Transit $3,136,939 0.950 $3,248,023 0.950
Tort Liability $959,045 0.290 $993,006 0.290
Library $891,551 0.270 $923,122 0.270
Subtotal: $31,734,072 9.610 $32,857,825 9.610
Agland Levy $5,127 3.004 $4,860 3.004
General Fund Property Taxes $31,739,199 $32,862,685
Special Revenue Levies:
Employee Benefits $10,382,114 3.144 $10,749,761 3.144
Subtotal: $10,382,114 3.144 $10,749,761 3.144
Debt Service $12,919,875 3.828 $12,522,935 3.578
Total City Levy Property
Taxes: $55,041,188 16.583 $56,135,381 16.333
% Change from prior year 6.32% -0.41% 1.99% -1.51%
SSMID Levy $289,036 1.795 $323,018 2.000
Total Property Taxes $55,330,224 ---- $56,458,399 ----
Despite the continued efforts to reduce Iowa City’s property tax
rate, our community is still on the higher side of cities in
Eastern Iowa. The information table to the right shows the
property tax rate disparity between Iowa City and other
Eastern Iowa cities. Iowa City’s higher rate also reflects
enhanced level of public services, unique State or federal
mandates (e.g. public safety pension contributions), and other
factors such as a significant number of University of Iowa
affiliated tax-exempt properties within the jurisdiction.
When comparing to the ten largest cities in Iowa, Iowa City has
moved from one of the highest tax rates in the state to the
middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional
growth in future years through a more affordable environment for residents and businesses.
FY2018 Municipal Property Tax
Rates in Eastern Iowa
North Liberty $11.03
Coralville $13.53
Cedar Rapids $15.22
Iowa City $16.33
Davenport $16.78
See the statistics section of this document for a
full list of comparison cities.
21
General Fund Overview
The General Fund, which includes services such as police, fire, parks and recreation, and
general government, represents approximately 32% of the total budget. General Fund
operations are largely supported by property taxes, which constitute approximately 64% of the
total revenue in this fund. A complete breakdown of General Fund revenue sources can be
viewed in the following pie chart.
On the expense side, General Fund operations largely consist of personnel related expenses. In
the fiscal year 2018 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.
Property Taxes
64%
Other City Taxes
5%
Licenses & Permits
5%
Use of Money & Property
1%
Intergovernmental
7%
Charges for Fees &
Services
3% Miscellaneous
11%
Other Financing Sources
4%
FY2018 Revenues & Other Financing Sources
excludes transfers
Personnel
72%
Services
18%
Contingency
1%
Supplies
3%
Capital Outlay
5%
Other Financial Uses
1%
General Fund Expenditures by Category
excludes transfers
22
Efforts to control General Fund expenses in recent years have struggled to keep up with rising
salary and benefit costs. This is despite the reduction of a number of staff positions over the
past five years. The General Fund budget provides funding for many of the City’s core services
including Parks & Recreation, Library, and Public Safety. The budget incorporates programs
and initiatives intended to address each of City Council’s strategic plan priorities, including those
that meet sustainability, inclusivity, and social justice goals. Staff remains committed to
identifying efficiencies that strengthen our operation while continuing to provide the services our
community expects and aligning activities with the Council’s Strategic Plan.
Enterprise / Business Fund Overview
Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining,
or without the need for subsidy from property taxes or revenue sources other than fees collected
that are directly related to the operation. The budgeted revenues, expenditures and
corresponding fund balances are detailed in the following table.
Fund Estimated
Revenues
Transfers
In
Budgeted
Expenditures
Transfers
Out
Est Fund
Balance
6/30/18
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2018
Unassigned
Balance as
% of Rev &
Trans In
Parking 5,922,530 1,114,695 6,941,622 1,870,005 10,178,479 3,500,000 6,678,479 94.90%
Transit 4,193,204 3,518,276 7,202,013 151,000 5,581,291 917,482 4,663,809 60.48%
Wastewater 12,589,340 4,368,762 10,601,444 6,843,262 18,575,134 8,989,859 9,585,275 56.52%
Water 9,268,096 1,937,940 8,465,882 3,380,515 11,211,680 4,157,504 7,054,176 62.95%
Refuse 3,411,689 - 3,427,207 500,000 743,762 - 743,762 21.80%
Landfill 6,234,063 1,123,436 4,902,903 3,488,126 24,839,439 23,133,818 1,705,621 23.18%
Airport 359,500 109,687 369,187 179,830 274,642 100,000 174,642 37.22%
Stormwater 1,483,550 - 518,983 1,040,000 918,984 - 918,984 61.94%
Housing 8,769,397 - 8,201,363 46,779 7,667,451 2,945,146 4,722,305 53.85%
Each of the City's enterprise funds are in varying, yet stable conditions. This budget includes
modifications to several of the City’s refuse fees. The standard monthly refuse charge for
residential customers is proposed to increase by $.20 per month and the recycling fee is
proposed to increase by a $1.00 per month, effective July 1, 2017. Additional waste bag stickers
would increase from $1.25 to $2.50 for heavy users that cannot fit their waste in the standard
City receptacle. These changes help keep pace with increasing costs and allow the City to
move to a single stream collection of recycling materials, which is consistent with our waste
minimization plan.
In addition, beginning January 1, 2018 the budget proposes eliminating the $25 annual sticker
and $1.25 bag fees for yard waste. Instead the budget proposes a standard monthly fee of
$2.00 to every customer. The $2.00 monthly charge will provide a more stable revenue source,
formalize our commitment to curbside compost collection, and eliminate significant
administrative efforts and customer inconvenience associated with buying annual stickers.
23
Other minor fee adjustments in enterprise funds include electronic waste processing
adjustments to cover costs of recycling and an increase in the monthly parking permit costs of
$5. No fee increases are being proposed for water, sewer, storm water or transit operations.
Internal Service Fund Highlights
Internal Service Funds serve needs that are internal to the City as an organization. The
budgeted revenues, expenditures and corresponding fund balances are detailed in the following
table.
Fund Estimated
Revenues
Budgeted
Expenditures
Transfers
Out
Est Fund
Balance
6/30/18
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2018
Unassigned
Balance as
% of Rev &
Trans In
Equipment 6,106,291 4,543,387 1,100,000 12,470,405 11,462,295 1,008,110 16.51%
Risk Management
Loss Reserve 1,600,954 1,472,081 - 3,594,234 - 3,594,234 224.51%
Information Technology 2,270,295 2,217,207 - 2,112,026 605,243 1,506,783 66.37%
Central Services 239,151 262,163 - 662,687 - 662,687 277.10%
Health Insurance
Reserve 8,746,421 8,341,355 - 10,333,217 4,768,130 5,565,087 63.63%
Dental Insurance
Reserve 396,674 399,386 - 141,126 - 141,126 35.58%
All funds are in good condition with healthy balances. Strong balances create reserves that can
provide flexibility to deal with unexpected costs or opportunities.
Capital Improvement Plan Highlights
The capital budget for fiscal year 2018 totals $41,355,306 and the five year Capital
Improvement Plan (CIP) totals $172,052,355. 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.
Streets, Bridges, and
Traffic Engineering
60%
Water/Wastewater/
Stormwater
11%
Landfill
2%
Transit & Parking
12%
Culture & Rec
10%
Public Safety
2%
Airport
2%
Community & Economic
Development
1%
Capital Improvement Projects by Category 2017-2021
24
As funding allows, non-committed dollars are directed toward critical infrastructure projects and
initiatives that address the City Council’s strategic plan priorities. Of particular note is the use of
the funds collected through the flood mitigation local option sales tax that was in place from
2009-2013. This 1% sales tax generated approximately $35 million for the expansion of the
South Wastewater Treatment Plant and the Gateway Project. The wastewater project has been
completed; the Gateway Project began construction in 2016.
Staff is projecting general obligation bond issues of $9.8 million in 2017, $12.9 million in 2018,
and $12.3 million in 2019 including 2% for bond issuance costs. The use of general obligation
bonds is required in order to carry out the projects that are being recommended. The level of
bonding projected is well below the thresholds established by the State of Iowa and is
consistent with Iowa City’s own internal debt policies.
Examples of significant projects planned for the coming calendar years include (many projects
will span multiple years):
2017
• Gateway (Dubuque and Park Road Bridge)
• Riverside Drive Pedestrian Tunnel and Streetscape
• Riverfront Crossings Park Development
• Hickory Hill Park Redevelopment
• Clinton / Burlington Intersection and Road Diet
2018
• Madison / Burlington Intersection and Road Diet
• Public Works Facility Phase 1
• Highway 1 Trail Extension (Sunset to Mormon Trek)
• Pedestrian Mall Rehabilitation
• Creekside and Cardigan Park Development
2019
• West Iowa Riverbank Restoration (Highway to Benton)
• Willow Creek Park Redevelopment Phases 2 and 3
• McCollister Boulevard (Gilbert to Sycamore)
• First Avenue Water Main Replacement (400-500 Block)
2020
• American Legion Road (Scott to Taft)
• Melrose Avenue Improvements
• Robert A. Lee Recreation Center Improvements
• Wetherby Park Bathroom and Shelter Replacement
25
2021
•Highway 6 Trail Construction (Sycamore to Heinz)
•Chadek Green Park Improvements
•Dubuque Street Reconstruction (Iowa to Washington)
•First Avenue / Scott Boulevard Intersection Improvement
•Kirkwood to Capitol Street Connector and Water Main Replacement
Debt Service
The State of Iowa limits City debt to no more than 5% of the total assessed value of taxable
property within the corporate limits as established by the City Assessor. The budget anticipates
an outstanding debt of $67.9 million at fiscal year 2018 year end, which is 1.2% of total
valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is
carrying debt equal to roughly 24.8% of the allowable level. The following chart provides a
historical view of Iowa City’s debt in relation to the allowable debt level.
Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30% of the
total property tax levy. The fiscal year 2018 budget includes a debt service levy that is
approximately 22% of the total levy.
The budget continues to reflect prudent borrowing practices, which help preserve financial
flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has
worked to reduce its debt load, which in turn has allowed the City to devote more financial
resources to service delivery and fewer resources to interest payments. Recent early bond
redemptions include $3.8 million in fiscal year 2015 and $2.1 million in fiscal year 2016. There is
0
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
FY10 FY11 FY12 FY13 FY14 FY15 *FY16 *FY17 *FY18 *FY19
General Obligation Debt by Fiscal Year
Debt Limit
(5% of Total
Property Val.)
Outstanding Debt
at June 30
26
planned $3.0 million in fiscal year 2017 and $3.8 million in fiscal year 2018, which will reduce
future debt service payments by a total of over $380,000.
Looking Ahead
This year’s budget was again developed with an understanding that revenue sources in future
years will be dramatically affected by 2013 reforms at the state level concerning commercial
property taxes, the tax classification of multi-family buildings, and the allowable growth
percentage. The statewide changes will disproportionately affect growing communities with
large multi-family residential markets like Iowa City.
Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on
property tax revenue and ensure services are being delivered in the most efficient manner
possible. Prudent financial decisions in recent years, including those that streamlined
operations and reduced debt loads has provided the City some flexibility in dealing with
declining property tax revenue. However, in order to maintain services at or near current levels
this degree of planning must continue. To do otherwise is to risk precipitous drops in service
levels or rapidly increasing tax rates as the effects of state reforms are fully realized.
This budget continues the policy of contributing general fund balance in excess of 30% of
expenditures to the emergency fund. The emergency fund is in part intended to be available in
the event that the State does not continue backfill funding. Other potential uses for such
emergency funds include disaster relief and mitigation funding; health care, insurance, or
pension funding anomalies or emergencies; the avoidance of any defaults from the payment of
long term or bonded debts; or any other financial emergency declared by the City Council.
The City’s enterprise funds are in stable condition. Recent and ongoing capital investments in
Water and Wastewater plants will provide a solid utility foundation; however aging distribution
infrastructure has necessitated a review of fees. Water rates were increased in fiscal years 2015
and 2016 and storm water fees were increased in 2017. The 2018 budget includes increases in
refuse fees that support curbside composting, single stream recycling and a streamlined leaf
pickup program. It is likely that additional water rate increases will be needed in fiscal year
2019 and fiscal year 2020.
From a capital investment standpoint, the City needs to continue to focus on catching up with
deferred maintenance on streets, in parks, and throughout our utility distribution system. At the
same time we have to be opportunistic with new opportunities such as the Riverfront Crossings
Park and key road connections such as McCollister Boulevard.
Conclusion and Acknowledgements
This budget document reflects Iowa City’s focus on providing high quality municipal services in
a fiscally responsible manner. It was crafted with guidance provided by the City Council through
the Strategic Plan.
The City’s financial condition remains strong and our reserve levels provide sufficient flexibility
in the event of unexpected conditions. While property tax reform will create funding challenges
27
28
City of Iowa City
Strategic Plan
Strategic Plan and the Financial Plan
This Three-Year Financial Plan for fiscal years 2017 through 2019 and the fiscal year 2018
budget were prepared with a strategic plan serving as a guide. In preparing the financial plan
and budget, the City recognized the impact that funding decisions would have on future
progress to the organization’s stated priorities in the plan. As a result, this budget aims to
provide resources that accomplish the following objectives:
1.Maintain the City’s core municipal services at levels that meet or exceed community
expectations and the City Council’s strategic plan goals, and
2.Direct discretionary funding to projects and initiatives that directly align with the stated
priorities of the Strategic Plan, and
3. Continue to strengthen the City’s strong financial foundation and enhance the budget
document through the incorporation of best practices in the industry.
The following is a summary of the City Council’s strategic plan priorities and initiatives that was
adopted by the City Council.
Strategic Plan Priorities
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City.
1.Promote a Strong and Resilient Local Economy
2.Encourage a Vibrant and Walkable Urban Core
3.Foster Healthy Neighborhoods throughout the City
4.Maintain a Solid Financial Foundation
5.Enhance Community Engagement and Intergovernmental Relations
6.Promote Environmental Sustainability
7.Advance Social Justice and Racial Equity
Strategic Plan 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
29
• Work closely with the ICCSD, Kirkwood Community College, labor organizations, Iowa
Works and others to explore the feasibility of an industrial arts/crafts facility in Iowa City
• Proactively seek opportunities to facilitate development of our interstate entryways in a
manner consistent with this strategic plan
• Develop programs aimed to enhance small business development and retention with a
focus on diverse communities
Encourage a Vibrant and Walkable Urban Core
• Consider creating a new City Council committee with a focus on the sustainable built
environment
• Support historic preservation efforts
• Initiate public dialogue about the meaning and importance of a walkable neighborhood
and how to achieve it
• Encourage diverse housing types and price points for a variety of income levels
Foster Healthy Neighborhoods throughout the City
• Consider amending the City’s Annexation Policy to require the provision of affordable
housing in residential/mixed-use areas
• Evaluate the implementation of a Form Based Code in one or two parts of the
community
• Develop strategies to diversify the membership of neighborhood associations
• Substantially improve access and use of public spaces through improvements to
sidewalks, streetscapes, parks, and schools
Maintain a Solid Financial Foundation
• Continue to monitor the impact of the 2013 property tax reform and evaluate alternative
revenue sources as determined necessary
• Continue to build the City’s Emergency Fund
• Monitor potential changes to Moody’s rating criteria and maintain the City’s Aaa bond
rating
• Continue to reduce the City’s property tax levy
• Maintain healthy fund balances throughout the City’s diverse operations
Enhance Community Engagement and Intergovernmental Relations
• Provide timely and appropriate input on the ICCSD’s planned 2017 bond referendum
• Televise regular City Council work sessions
• Significantly improve the Council and Staff’s ability to engage with diverse populations
on complex or controversial topics
Promote Environmental Sustainability
• Raise Iowa City’s Bicycle Friendly Community status from Silver to Gold by 2017 and
aspire toward a Platinum status in the future
• Evaluate and consider implementation of a plastic bag policy
30
•Undertake a project in fiscal year 2017 that achieves a significant measurable carbon
emission reduction
•Set a substantive and achievable goal for reducing city-wide carbon emissions by 2030,
and create an ad-hoc climate change task force, potentially under an umbrella STAR
Communities committee, to devise a cost-effective strategy for achieving the goal
•Collaborate with community partners on sustainability efforts
Advance Social Justice and Racial Equity
•Develop and implement a racial / socioeconomic equity review toolkit
•Support the Housing First initiative and other local homeless efforts including the
temporary winter shelter
•Consider creating a City Council committee with a focus on social justice and racial
equity
•Evaluate initiatives to effectively engage the community’s youth
•Identify and Implement an achievable goal to reduce disproportionality in arrests
•Create a racial equity grant program
•Develop a partnership with the University of Iowa and other key stakeholders that will aid
efforts to recruit and retain a greater minority workforce
•Identify a substantive and achievable goal for the provision of affordable housing in Iowa
City and implement strategies to achieve this goal
Strategic Plan and STAR
Starting in fiscal year 2018, the City Council’s Strategic Plan Priorities and Initiatives are being
linked to the Sustainability Tools for Assessing and Rating Communities program (STAR) to
measure progress in those areas of focus.
STAR is the nation’s leading framework and certification program for evaluating local
sustainability and encompasses social, economic and environmental performance measures.
STAR helps communities evaluate their strengths and weaknesses across seven goal areas:
•Built Environment: Achieve livability, choice, and access for all where people live, work,
and play.
•Climate and Energy: Reduce climate impacts through adaptation and mitigation efforts
and increase resource efficiency.
•Economy and Jobs: Empower vibrant, educated, connected, and diverse communities.
•Education, Arts, and Community: Create equitably shared prosperity and access to
quality jobs.
•Equity and Empowerment: Ensure equity, inclusion, and access to opportunity for all
citizens.
•Health and Safety: Strengthen communities to be healthy, resilient and safe places for
residents and businesses.
•Natural Systems: Protect and restore the natural resource base upon which life
depends.
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Within each of the above sustainability goals, there are between 6-7 Objectives. These 44
objectives are the core areas that contain evaluation measures and metrics. The table below
depicts all of the STAR Objectives.
STAR Objectives within the Strategic Plan Priorities
Most of the City’s strategic plan priorities align with one or more of the STAR’s 44 objectives, for
instance housing affordability, local economy, civil & human rights, food access & nutrition, and
greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align
with the City Council’s Strategic Plan Priorities. STAR objectives may be listed under more than
one Strategic Plan Priority.
1. Promote a Strong and Resilient Local
Economy
• Infill & Redevelopment
• Business Retention & Development
• Green Market Development
• Local Economy
• Quality Jobs & Living Wages
• Targeted Industry Development
• Workforce Readiness
2. Encourage a Vibrant and Walkable
Urban Core
• Compact & Complete Communities
• Infill & Redevelopment
• Transportation Choices
• Historic Preservation
32
3.Foster Healthy Neighborhoods
throughout the City
•Ambient Noise & Light
•Community Water Systems
•Compact & Complete Communities
•Housing Affordability
•Public Spaces
•Transportation Choices
•Community Cohesion
•Historic Preservation
•Equitable Services & Access
•Active Living
•Community Health & Health System
•Emergency Prevention & Response
•Food Access & Nutrition
•Indoor Air Quality
•Natural & Human Hazards
•Safe Communities
•Green Infrastructure
•Outdoor Air Quality
4.Maintain a Solid Financial Foundation
•Infill & Redevelopment
•Business Retention & Development
•Local Economy
•Targeted Industry Development
5.Enhance Community Engagement and
Intergovernmental Relations
•Arts & Culture
•Community Cohesion
•Educational Opportunity & Attainment
•Social & Cultural Diversity
•Civic Engagement
•Human Service
•Emergency Prevention & Response
•Natural & Human Hazards
•Safe Communities
6.Promote Environmental Sustainability
•Community Water Systems
•Public Spaces
•Transportation Choices
•Climate Adaptation
•Greenhouse Gas Mitigation
•Greening the Energy Supply
•Industrial Sector Resource Efficiency
•Resource Efficient Buildings
•Resource Efficient Public
Infrastructure
•Waste Minimization
•Green Market Development
•Environmental Justice
•Green Infrastructure
•Invasive Species
•Natural Resource Protection
•Outdoor Air Quality
•Water in the Environment
•Working Lands
7.Advance Social Justice and Racial Equity
•Housing Affordability
•Quality Jobs & Living Wages
•Educational Opportunity & Attainment
•Social & Cultural Diversity
•Civic Engagement
•Civil & Human Rights
•Environmental Justice
•Equitable Services & Access
•Human Services
•Poverty Prevention & Alleviation
•Food Access & Nutrition
33
Strategic Plan, STAR, and Performance Measures
As a participating community in STAR, the City is given a community rating that can be used to
compare Iowa City against other participating communities. The STAR program identifies 516
separate measures across the 44 goals and objectives that they use to rate the participating
communities. The intent of the rating system is to help communities identify, validate, and
support implementation of best practices to improve sustainable community conditions.
Each City division has identified performance measures and/or STAR measures that align with
their department’s goals and objectives. Within the division pages of each fund, these goals
and objectives are then linked with the City Council’s Strategic Plan Priorities and the STAR
program’s objectives, if applicable. STAR measures are identified with a star next to them.
By linking the division performance and STAR measures and the Strategic Plan Priorities, a
framework is created that aligns division activities with the Strategic Plan. Using the STAR
program’s measures, it should also give the City Council and staff readily accessible data on
many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data
and tracks the City’s progress in meeting the STAR program’s goals and objectives and
subsequently, its community rating.
In addition to adding new STAR performance measures in the division pages, a subset of 21
STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also
be able to view these on an online dashboard on the STAR and Iowa City websites.
STAR Community Rating
The City of Iowa City was awarded a 4-STAR Community Rating for
sustainability excellence by being formally certified in March of 2016. The
city’s approved final score is 484.8, which qualifies Iowa City as a certified
4-STAR Community and the highest-scoring city in the State of Iowa. Iowa
City was the fifth community in Iowa and the 47th nationwide to achieve
certification from STAR Communities, a nonprofit organization that certifies
sustainable communities.
A community’s STAR Community Rating is granted for four calendar years from the date of
certification. Upon the fourth anniversary of the community’s certification, the community must
have completed the verification process and accepted a final verified score in order to maintain
certification in the rating system.
National Context for Iowa City’s Score
Out of the certified 4-STAR communities, Iowa City’s score falls towards the high end of the
pack. Iowa City’s STAR certification is a testament to the City’s commitment to creating a better
community for all of its residents and will serve as a benchmark from which to move forward.
34
This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa
City’s comparative ranking is shown in red.
The purpose of becoming a certified community is to understand best practices which a city can
undertake to continuously improve. City staff attended a post-certification workshop in July 2016
to identify areas on which to focus improvement in the upcoming years which also align with the
strategic plan. The workshop was facilitated by STAR staff, which provided a report
summarizing Iowa City’s results.
The graph above is a comparative analysis of Iowa City’s goal area scores which are marked
with a blue diamond. The colored boxes represent the 25th-75th percentile of all certified
community scores. This information is useful in to evaluate areas in which Iowa City could
improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The
STAR framework provides a list of best practices in each of the goal areas that cities can
implement. These were reviewed and discussed at the post-certification workshop.
35
City of Iowa City
Other Planning Processes
Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa
City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a
strategy for realizing the vision and sets policies for the growth and development of specific
geographic areas of the city. The Comprehensive Plan guides decisions on planning and
development issues as they arise. The plan evolves as amendments are made.
The plan divides the community into ten planning districts. Detailed plans will be conducted for
each planning district to address the unique issues, features and goals of the different parts of
the city. This process involves extensive citizen participation so that the people of Iowa City help
determine the future of their community. Once adopted by the City Council, the district plans
become part of the Iowa City Comprehensive Plan.
Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation
needs of the greater Iowa City community. This strategic plan is to guide the direction of the
Iowa City Municipal Airport and is updated every five years. Through implementation of the Iowa
City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and
upgraded to comply with the latest safety features and FAA regulations.
Fire Strategic Plan - In an effort to work toward self-improvement, the Iowa City Fire
Department (ICFD) contracted with the Center for Public Safety Excellence (CPSE) to facilitate
a method to document the department’s path into the future - this resulted in the development
and implementation of a “Community-Driven Strategic Plan.” The strategic plan was written in
accordance with the guidelines set forth in the CFA I Fire & Emergency Service Self-
Assessment Manual 8th Ed., and is intended to guide the organization within established
parameters set forth by the authority having jurisdiction.
The CPSE utilized the Community–Driven Strategic Planning process to go beyond just the
development of a document. It challenged the membership of the ICFD to critically examine
paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the
best interest of the “team.” Furthermore, it provided the membership with an opportunity to
participate in the development of their organization’s long-term direction and focus. Members of
the department’s external and internal stakeholders’ groups performed an outstanding job in
committing to this important project and remain committed to the document’s completion.
The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission
statement that provides the agency with a clear path into the future. Additionally, this strategic
plan identifies the core values that embody how the agency’s members, individually and
collectively, will carry out the agency’s mission. In the following pages, the ICFD identifies its
goals, objectives, and strategies that will allow the agency to realize its vision.
Capital Improvement Plan – The five-year capital improvement program is developed and
updated annually through a process involving all City departments in the collection and review
of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital
36
replacement and capital expansion needs of the City in coordination with the City’s financial
strengths. The first year of the City’s five-year capital improvement plan is integrated into the
City’s financial plan in the Capital Projects Fund section.
Park Master Plan - The Iowa City Parks Master Plan is intended to help meet the needs of
current and future residents by positioning Iowa City to build on the community’s unique parks
and recreation assets and identify new opportunities. The community-driven plan establishes a
clear direction to guide city staff, advisory committees, and elected officials in their efforts to
enhance the community’s parks system, outdoor recreation spaces and services.
Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological
health of city-owned natural areas and developing a ten-year Master Plan for natural area
improvements and maintenance that maximizes the ecological health and benefits of these areas.
Iowa City Public Library Strategic Plan – The Library’s strategic plan establishes the library’s
long range values, objectives, and goals. The plan also establishes three primary goals
including connecting people to information essential for daily living and offering them
opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater
participation in community life; and contributing to the quality of life in Iowa City by offering
opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The
library strategic plan is updated every five years.
Long Range Transportation Plan - The Long Range Transportation Plan is the transportation
vision for the community in the same way that a comprehensive plan is the land use vision for a
municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision
laws in a municipality, and the long range transportation plan should provide a similar basis for
the programming of projects for all modes of transportation, specifically federally-funded
transportation. The Long Range Transportation Plan should be consistent with the land use
plans of individual entities that belong to Metro Planning Organization of Johnson County
(MPOJC). The Long Range Transportation Plan is subject to a public comment process which
assures that members of the public have had adequate opportunity to comment on the
provisions of the proposed plan. The Plan should reflect priorities for the community that can be
translated into politically and financially feasible transportation projects. The Federal
requirement is that Long Range Plans are revised and adopted every five years.
Iowa City Bike Master Plan - Iowa City is currently developing a Bicycle Master Plan that
builds upon other City planning efforts to expand the role that bicycling plays in achieving the
City’s stated goals for transportation, economic development, neighborhood livability,
community identity, safety, environmental preservation, and health and wellness. The goal is to
create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on
existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa
City gathered through public input. The plan will focus on identifying near- and long-term
strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and
safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City’s
bicycle network. This includes identifying a set of timely actions and improvements to achieve a
Bicycle Friendly Community ‘Gold’ status.
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City of Iowa City
Organization Chart
Community
City Manager
City Manager
Communications Office
Human Resources
Human Rights Economic Development
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
Senior Center
Operations
Neighborhood &
Development Services
Administration
Development Services
Neighborhood Services
Metropolitan Planning
Organization of Johnson County
Public Works
Administration
Engineering
Streets
Wastewater
Water
Storm Water
Equipment
Transportation &
Resource
Management
Administration
Parking
PublicTransportation
Refuse Collection
Landfill
City Council
Appointed
Departments
& Divisions
Elected
City Manager
City Clerk
City Clerk
City Attorney
City Attorney
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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:
FY2016 FY2017 FY2018
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).
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City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356-5030
City Attorney Personnel:
FY2016 FY2017 FY2018
Total FTEs 5.50 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.
40
City Manager: Geoff Fruin
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.
The Economic Development division 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
City Manager’s Office Divisions
General Fund: Enterprise:
•City Manager ● Communications
•Communications Office Office
•Human Resources
•Human Rights
•Economic Development
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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.
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:
FY2016 FY2017 FY2018
Total FTEs 15.50 15.50 15.00
Starting in fiscal year 2018, the Economic Development division is moving from the
Neighborhood & Development Services Department to the City Manager’s Office.
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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
Special Revenue Fund:
Administration
MISSION STATEMENT
It is the mission of the Finance Department to provide quality services to residents and to
safeguard City assets. The role of the Finance Department is to support the operating
departments in achieving their program objectives utilizing effective and efficient financial
planning, reporting, and central support systems.
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. Finance Administration also manages the Tax
Increment Financing Fund and the SSMID Fund which are Special Revenue Funds.
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Finance Department Personnel:
FY2016 FY2017 FY2018
Total FTE’s 35.78 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: Jody Matherly
Office Location: 410 E. Washington St.
Phone (Front desk/non-emergency): (319) 356-5275
POLICE DEPARTMENT
Police Department Divisions:
General Fund:
•Administration
•Administrative Services
•Field Operations
MISSION STATEMENT
The mission of the Iowa City Police Department is to protect the rights of all persons within
its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace.
By pursuing the goals of education, prevention and enforcement, it is the primary objective
of the Iowa City Police Department to pursue the ideal of a community free from crime and
disorder in a fair, responsive, collaborative and professional manner.
DEPARTMENT DESCRIPTION
The Administration division oversees the Department’s 82 sworn officers and 23 non-
sworn personnel. Administration is responsible for the management of the Department’s
two operating divisions, Field Operations and Administrative Services.
The Administrative Services division supports or provides services to Field Operations. In
addition, Administrative Services provides support activities to groups and organizations
throughout the City. Administrative Services consists of Records, Property and Evidence,
Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research,
Animal Control, and Community Relations.
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Police Department Personnel:
FY2016 FY2017 FY2018
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
General Fund:
•Fire Administration
•Emergency Operations
•Fire Prevention
•Fire Training
MISSION STATEMENT
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
DEPARTMENT DESCRIPTION
The Iowa City Fire Department is dedicated to providing the community progressive, high
quality emergency and preventive services. Sixty-four full-time firefighters provide fire,
medical, technical rescue, and hazardous materials emergency response to approximately
68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the
University of Iowa main campus. The department operates from four fire stations and staffs
four engine companies, one truck company, and a command vehicle. The Iowa City Fire
Department collaborates with many other fire protection agencies at the local, state, and
federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous
Materials Response Team, and Special Operations Response Team. The department is
organized into four functional prog ram 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 f or 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:
FY2016 FY2017 FY2018
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
General Fund:
•Administration
•Recreation
•Parks Maintenance
•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:
FY2016 FY2017 FY2018
Total FTEs 43.75 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:
General Fund:
•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:
FY2016 FY2017 FY2018
Total FTEs 44.77 46.17 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:
FY2016 FY2017 FY2018
Total FTEs 6.50 7.00 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
Special Revenue Fund
Metro Planning Organization of Johnson County
Neighborhood Services
DEPARTMENT DESCRIPTION
Neighborhood & Development Services (NDS) includes the following divisions: NDS
Administration, Neighborhood Services, Development Services, and the Metro Planning
Organization of Johnson County. The Iowa City Housing Authority, part of the
Neighborhood Services division, 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.
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.
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.
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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:
FY2016 FY2017 FY2018
Total FTEs 41.37 40.43 39.93
Neighborhood & Development Services is a new department beginning in FY2016. The old
departments of Housing & Inspection Services and Planning & Community Development were
combined.
Starting in fiscal year 2018, the Economic Development division is moving from the
Neighborhood & Development Services Department to the City Manager’s Office.
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Public Works Director: Ron Knoche
Administrative Office Location: 410 E. Washington St.
Phone: (319) 356-5138
PUBLIC WORKS DEPARTMENT
Public Works Department Divisions
General Fund:
•Administration ● Engineering
Special Revenue:
•Streets Operations (Road Use Tax Fund)
Enterprise:
•Wastewater Treatment ● Water
•Storm Water
Internal Service:
•Equipment
MISSION STATEMENT
The Public Works Department exists to provide the essential infrastructure and services
necessary for the health, safety, and welfare of our community. These services are provided
in a manner that will enhance the quality of life of our citizens today and for generations to
come.
DEPARTMENT DESCRIPTION
The Public Works Department is comprised of seven operational areas which operate from
various locations throughout the city.
The Public Works Administration division manages and coordinates the activities of the
department’s seven divisions.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers and stormwater systems and is a
General Fund account funded primarily through property tax revenue. Engineering staff
review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements.
The Streets Operations division is funded by the Road Use Tax. The Streets Division is
responsible for the maintenance of the City's street system. The work duties include
maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf
vacuum program and snow plowing.
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Public Works Personnel:
FY2016 FY2017 FY2018
Total FTEs 117.15 118.00 120.00
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 stormwater utility fees collected from local residents and
businesses.
The Equipment division provides repair, preventive maintenance and equipment
management services for all major City-owned vehicular equipment with the exception of
Transit buses. Fueling services are also the responsibility of the Equipment Division, along
with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment.
The division operates as an internal service fund and is supported through chargebacks to
City divisions.
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Transportation & 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:
FY2016 FY2017 FY2018
Total FTEs 107.61 106.76 107.76
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:
FY2016 FY2017 FY2018
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)
funding, 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
W ater 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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General Fund
City Council Neighborhood & Development Services
City Council NDS Administration
Development Services
City Clerk Neighborhood Services
City Clerk
City Attorney Parks & Recreation
City Attorney Parks & Recreation Administration
Recreation Administration
City Manager Park Maintenance
City Manager Cemetery Operations
Communications Office
Human Resources Library
Human Rights Library Operations
Economic Development Library Foundation
Finance
Finance Administration Fire
Accounting Fire Administration
Purchasing Fire Emergency Operations
Revenue Fire Prevention
Fire Training
Police
Police Administration
Police Administrative Services Senior Center
Police Field Operations Senior Center Operations
Public Works Transportation & Resource Management
Public Works Administration Transportation & Resource Management
Engineering Services Administration
Debt Service Fund
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 Finance
Streets Operations Finance Administration
Other Shared Revenues Fund Self-Supporting Municipal Imprv District
Neighborhood & Development Services Finance
Neighborhood Services Finance Administration
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 Reserve
Finance Finance
Risk Management Finance Administration
Information Technology Services Fund Dental Insurance Reserve
Finance Finance
Information Technology Services Finance Administration
Departments & Divisions by Fund
Enterprise Funds
Internal Service Funds
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FINANCIAL SUMMARY
Preparation of the Financial Plan
Financial and Fiscal Policies
Long Range Financial Planning
All Funds
Fund Balance Summary
Revenue Summary
Expenditure Summary
Inter Fund Transfer Schedules
Personnel Full Time Equivalents (FTE)
F
Y
2
0
1
8
PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for fiscal years 2017 through 2019. The Financial Plan
includes the current year revised budget (fiscal year 2017), the one-year annual budget as
required by Iowa Code (fiscal year 2018), and provides an additional projection year (fiscal
year 2019) as a planning tool. The City’s fiscal year begins on July 1 and ends June 30.
The purpose of the overview is to disclose the basis on which the financial plan has been
prepared.
The role of a government's operating budget differs from that of a private business.
Budgets are an important internal planning tool for business, but they also play an external
role for governmental entities. A multi-year financial plan informs parties inside and
outside government of future objectives and provision of services to its constituents.
The Three-Year Financial Plan also permits a more comprehensive review of the City’s
financial condition, allowing analysis of current and future needs and requirements.
During preparation of the plan, careful review is made of property tax levy rates, utility and
user fee requirements, ending cash balances by fund, debt service obligations, bond
financing needs, capital outlay for equipment purchases, and major capital improvement
projects. Long range financial plans are developed for debt service obligations, capital
improvement projects, and other areas that have been identified as areas of risk, need, or
general prudence.
This document contains operating budgets for the governmental funds: general, special
revenue, debt service, capital project and permanent funds. It also includes budgets for
the proprietary funds: enterprise and internal service funds. Internal service fund activities
are considered non-budgetary in that they are not formally appropriated, reported to the
State of Iowa, or included in the adopted budget resolution approved by City Council each
year. This is in accordance with the State’s filing requirements.
Budget projections are summarized by major revenue and expenditure categories within
each division. A separate multi-year Capital Improvements Program (CIP) shows
budgeted revenue and expenditures for years 2017 through 2021.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the City’s fiscal
year 2018 budget for all funds and fund types including proprietary funds. The modified
accrual basis of accounting used in the preparation of the fiscal year 2018 budget is
similar to the accounting basis used in the City’s Comprehensive Annual Financial Report
(CAFR) for the governmental funds, except for the treatment of interfund loans, loan
repayments, and same fund transfers.
All of the City’s governmental funds are accounted for using the modified accrual basis of
accounting. The modified accrual basis of accounting uses a current financial resources
measurement focus, which generally includes only current assets and current liabilities on
the balance sheet. Under the modified accrual basis, revenue is recognized when
susceptible to accrual, which is in the period in which it becomes both available (collectible
within the current period or soon thereafter to be used to pay liabilities of the current
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period) and measurable (the amount of the transaction can be determined). Revenue
accrued includes property taxes, intergovernmental revenue, and interest earned on
investments (if they are collected within 60 days after the year-end). Expenditures are
recorded when the related fund liability is incurred. Principal and interest on long -term
debt, as well as expenditures related to compensated absences and claims and
judgments, are recorded only when payment is due. This basis differs from that used in
the CAFR for the government-wide financial statements and the proprietary fund
statements.
The government-wide financial statements and the proprietary fund statements are
accounted for on the flow of economic resources measurement focus and use the accrual
basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus
and use the accrual basis of accounting. Under the accrual method, revenues are
recorded when earned and expenses are recorded at the time liabilities are incurred. The
City applies all applicable Financial Accounting Standards Board pronouncements issued
on or before November 30, 1989, except those that conflict with GASB pronouncements,
in accounting and reporting for these funds.
Annual Preparation Schedule
The City Manager instructs the Department Heads on whether any changes in level of
service can be factored into the proposed financial plan. This is done before the actual
budget process starts. Changes to the financial plan are done annually during the budget
process. All revenue and expenditure estimates are re-evaluated and revised if necessary.
In August each year, the Finance Department meets with Department Directors and
Division Heads to review and discuss their goals and performance measures. These are
reviewed against the City’s long-term strategic plan and updated as necessary. The
Finance Department then collects the data from each division and prepares the
performance measurement results.
In September, forms and instructions are delivered to departments for the annual update
to the Five-Year Capital Improvement Program. The status of prior year projects is
reviewed as well as the long-term debt projections. Updates to projects already in the
Program, requests for new projects including their cost estimate, availability of outside
funding sources, operating impact, and rating score are submitted by departments.
In early October, Department Directors and Division Heads are able to access their
respective budget projections. They can make adjustments to their operating budget
during this time. The Finance Department compiles salary projections, history of each
department/division’s actual line item expenditures, and projected revenues and costs
covered by the Financial Plan. (The Finance Department projects revenues individually
and uses a combination of inflation factors and individual costs to project expenditures.)
During October, the Finance Department produces the preliminary Capital Improvement
Program. This is reviewed through a series of meetings by a Capital Project Review
Committee and modifications are made based on project timing and coordination,
community development, funding availability, and other factors.
In late October, budget entry is restricted and only accessible to the Finance Department,
and the Finance Department issues the proposed Five-Year Capital Improvement
Program.
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In November, the Finance Department reviews the budget projections with requests added
and compiles them all into a budget. Long range financial plans are reviewed and
integrated into the annual budget and rate or budget adjustments are determined. All
budget forms and adjustments are forwarded to the City Manager.
By mid-December, the City Manager and Finance Department decide which modifications
to operations will be made. A tax levy is computed. Analysis is done so all funds have
required balances or zero balances. The proposed Five-Year Capital Improvement
Program, division performance measures and goals, and the annual and projected budget
are combined into one document. The Proposed Financial Plan document is then printed.
City Council reviews the Proposed Financial Plan during the month of January.
In February, The Proposed Financial Plan and a memo of Council’s changes are
presented to the public. A public hearing is held at least one week prior to the final
adoption.
In March, the final Three-Year Financial Plan and Five-Year Capital Improvement Program
are adopted by the City Council. The State of Iowa requires a one-year budget be
adopted by March 15 of each year. The applicable year in Iowa City’s Three-Year
Financial Plan is adopted as the annual budget to satisfy State requirements. If increases
to service rates or charges are included as part of the next year’s budget, those rate
changes are then adopted in March following adoption of the budget.
Amending the Adopted Budget
Budget amendments are typically presented to the City Council twice a year, with a public
hearing held each time to allow for citizen input. The first public hearing is usually held in
early fall, and the second and/or final hearing is in late spring. All amendments must be
formally approved and certified to the State of Iowa by May 31st, as required by law.
The fall budget amendment is primarily comprised of appropriations from the prior year
that must be ‘carried-forward’ or re-appropriated as part of the new fiscal year. These
carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete
capital improvement projects.
Departments may request to carry appropriations forward into the next fiscal year that
remain unspent at the end of the fiscal year. These requests are submitted to the Finance
Director for review and then approved or denied by the City Manager. In order for an
appropriation to be carried forward into the next fiscal year, it must meet the following
criteria:
1) The appropriation must be for an item or service specifically listed in the
requesting department’s budget. Appropriations for regular and ordinary
operating expenditures may not be carried forward. Purchases of items and
services not listed in the requesting department’s budget are not eligible for
carryover.
2) The amount of the appropriation may not be lower than the lesser of 1) one
percent of the activity’s budget, or 2) $5,000.
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3)All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
In addition to these carry forward requests, there are many capital improvement projects
that span across fiscal years. These projects must be re-appropriated in accordance with
State budget law. The Finance Department compiles a summary of capital projects and
their remaining, unspent appropriations, and then these unspent project appropriations are
included as part of the budget amendment for the following fiscal year. These two types of
budget carry forwards are the primary basis for the first budget amendment of the year.
The second budget amendment is compiled during the annual budget process. While
department budget requests for the next year are being compiled during the budget
process, departments also submit their revised budget requests for the current year.
These requests help formulate the revised budget for the current year. Revisions to the
current year budget must still comply with the City’s budget amendment policy. Following
the completion of the next year’s budget process and approval in March, the second
budget amendment is compiled and submitted for City Council approval.
Budget Reporting
In accordance with Code of Iowa, the City Council annually adopts a budget following
required public notice and hearing which includes all funds, except internal service funds
and agency funds.
Formal and legal budgetary control is based upon nine major classes of expenditures
known as functions, not by fund or fund type. These nine functions are: Public Safety,
Public Works, Health and Social Services, Culture and Recreation, Community and
Economic Development, General Government, Debt Service, Capital Projects and
Business Type/Enterprises. The legal level control is at the aggregated function level, not
at the fund or fund type level.
Financial statements which compare the fiscal year’s actual revenues and expenditures to
budgeted authority are published by the 31st of December immediately following the end
of the fiscal year (June 30). These statements are also presented for the City, as a whole,
in the notes to that year’s Financial Report. Legal compliance is met if actual expenditures
do not exceed the budgeted expenditures for each of the nine functions.
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Financial Plan Preparation Schedule
August 1 – August 31, 2016
Finance Department meets with each division to review division performance measures
and goals, and their alignment with City Council strategic plan. Performance
measurement data is compiled and summarized.
August 2, 2016
City Council work session discussion regarding fiscal year 2018 budget goals.
September 1, 2016
Capital Improvement Program forms and instructions are distributed to departments.
September 26, 2016
Capital Improvement Program forms are due to the Finance Department.
September 28, 2016
At the department staff meeting, directors will review fiscal policies and priorities, present
special budget issues, distribute budget manuals, and instruct staff on budget
preparation process and schedule.
September 29 – October 21, 2016
Munis system is available for departments to enter fiscal year 2018 line item budgets,
add fiscal year 2018 budget requests for each activity, and amend fiscal year 2017 line
item budgets. Finance Department develops personnel budget through consultation with
the Human Resource department and each individual department.
October 7, 2016
Finance Department produces preliminary Five-Year Capital Improvement Program with
project rankings.
October 13, 2016
Capital Improvement Program review committee reviews project requests and rankings;
committee makes amendments to the preliminary Program.
October 21, 2016
Department directors deliver budget summary to City Manager’s office and Finance
Department. Munis financial system is closed for departmental updates.
Finance Department produces amended Five-Year Capital Improvement Program with
updated project rankings.
October 27, 2016
Capital Improvement Program review committee reviews amended program and makes
final Program adjustments.
October 31 – November 18, 2016
City Manager and Finance Director meet with each department to discuss their divisions’
fiscal year 2018 budget requests and submittals, fiscal year 2017 revised budgets,
performance measures, and goals. Finance Department reviews and updates long
range financial plans.
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November 19 – December 2, 2016
City Manager’s office reviews budget requests to determine budget issues and
discussion items; a comprehensive summary of significant budget issues is prepared.
The Finance Department combines budget requests and long range financial plans, and
prepares financial summaries.
December 9, 2016
City Manager and Finance Department finalize departmental fiscal year 2018 budget
requests, fiscal year 2017 revised budgets, Five-Year Capital Improvement Program,
division goals and performance measures, and long range financial plans.
December 16, 2016
City Manager and City Council discuss budget process overview, budget environment,
and preliminary budget issues. Preliminary City budget document including the Three-
Year Financial Plan, the Five-Year Capital Improvement Program, and division goals
and performance measures is distributed to City Council.
January 3 – February 7, 2017
City Council meets with City Manager to discuss proposed budget, Capital Improvement
Program, significant budget issues, and to incorporate Council policy preferences.
February 21, 2017
City Council approves notices of public hearing on the proposed fiscal year 2018 budget
and the fiscal year 2017 revised budget.
February 24, 2017
Publication of notice of public hearing on the proposed fiscal year 2018 budget and
revised fiscal year 2017 budget. City budget made available for public inspection at city
hall and library.
March 7, 2017
Following public hearings, the fiscal year 2018 budget, the Three-Year Financial Plan,
the Five-Year Capital Improvement Program, and the fiscal year 2017 revised budget
are adopted by City Council.
March 15, 2017
Adopted fiscal year 2018 budget and fiscal year 2017 revised budget are certified with
Johnson County Auditor.
March 21, 2017
City Council sets the hearings for service fee and rate changes for fiscal year 2018, if
necessary.
July 1, 2017
New fiscal year begins.
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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 quarterly reports comparing actual revenues and expenditures to budget.
Operating budgets are established on a fund/department/division/activity basis.
A contingency account will be maintained in the annual General Fund operating budget to
provide for unanticipated expenditures or to meet unexpected small increases in service
delivery costs, budgeted annually at approximately one percent of expenditures and transfers
out.
•Budget amendments may be submitted twice per year and require approval of the Department
Director, the Finance Director, and the City Manager. The City Council formally reviews and
approves all budget amendments processed by staff twice per year – once in the late
summer/early fall and once in the spring.
1)Increases or amendments to operating budgets are made only in the following
situations:
•emergency situations
•transfer from contingency
•expenditures with offsetting revenues or fund balance
•carry-over of prior year budget authority for expenses that had not been paid as of
the end of the fiscal year.
2) Emergency Reserve funds will be transferred to operations for the following purposes:
•to provide natural or other disaster response or mitigation funding/interim loans
•to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or
other State operating assistance
•to mitigate pension, insurance, or health care funding anomalies, emergencies, or
spikes
•to avoid any defaults from the payment of long term or bonded debts
•for any other financial emergencies declared by the City Council
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3)Departments may request to carry-over appropriations into the next fiscal year that
remain unspent at the end of the fiscal year. These requests are submitted to the
Finance Director for review and then approved or denied by the City Manager, and are
amended into the following year’s budget. In order for an appropriation to be carried
forward into the next fiscal year, it must meet the following criteria:
•The appropriation must be for an item or service specifically listed in the
requesting department’s budget. Appropriations for regular and ordinary
operating expenditures may not be carried forward.
•The amount of the appropriation may not be lower than the lesser of 1) one
percent of the activity’s budget, or 2) $5,000.
•All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
•Capital improvement projects that span across fiscal years must be re-appropriated
each year in accordance with State budget law. The Finance Department compiles
a summary of capital projects and their remaining, unspent appropriations at year-
end. These unspent project appropriations are included as part of the budget
amendment for the following fiscal year.
OPERATING BUDGET PREPARATION CRITERIA
General Guidelines:
•Maintain the fiscal integrity of the City’s operating and capital improvement budgets
in order to provide services and to construct and maintain the City’s infrastructure.
•Maintain the City’s responsible fiscal position and Aaa bond rating.
•Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three-year planning perspective. Provide the City Council
with a summary of the three-year forecasts.
•Encourage community involvement in the annual budget decision-making process
through public hearings, informal meetings, budget briefs and related informational
efforts.
Service Level Guidelines:
•Deliver service levels which are consistent with the community’s willingness to pay
and the City's available resources.
•Base decisions to reduce service levels or eliminate activities on City Council’s
strategic plan priorities.
•Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
•Property tax levy rates will not exceed the limits as established by the State of
Iowa.
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•Revise user fee rate structures to recover the cost of the service provided to the
benefiting customers while maintaining sensitivity to low income residents.
Expenditure Guidelines:
•Support responsible management efforts to increase productivity by providing
resources for office automation, preventive maintenance, risk
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 competitive property tax rate.
The City will follow an aggressive policy of collecting revenues.
The City will establish all user charges and fees at a level related to the full cost (operating,
direct, and indirect) of providing the service, whenever practical.
The City will review licenses, fees, and charges annually to determine if the revenues
support the cost of providing the service.
The financial goal of the Recreation division is for program fees to provide 40% of the
division’s funding.
Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be
self-supporting through user fees. Self -supporting shall be defined as maintaining a
positive net income after depreciation but before capital contributions, transfers, and
extraordinary items using a GAAP basis of accounting.
Rate adjustments will be submitted to the City Council by ordinance if state or locally
legislated, or by resolution (if not state or locally legislated).
ECONOMIC DEVELOPMENT POLICIES
It shall be the policy of Iowa City to use the City Council Strategic Plan as the basis for its
economic development activities. Inherent in the plan is to attract new development
including residential, commercial and industrial uses to grow the tax base. Further, the
purpose of the plan is to retain the city's existing business operations and to encourage
them to expand and foster spin-off business operations. The city's plan also supports
organizations which help to incubate, grow, foster, and create new business operations by
providing non-traditional collaborative environments.
The expected results of the economic development plan are: increased economic activity,
more jobs, lower unemployment, higher wages, greater property values, more tax
revenues, more ownership and entrepreneurial opportunities and revitalization of
underutilized or blighted areas.
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The City will consider the use of incentive programs including city, state and federal
economic development funds, tax increment financing, public private partnerships and
other tools in order to achieve the expected results.
For Tax Increment Financing, rebates shall be the preferred arrangement.
Various evaluative tools including financial pro forma's, written evaluation reports,
established benefit metrics, and other performance tools shall be used to monitor the use of
economic incentives from the early stages of project development through the issuance of
an incentive and post incentive to make sure the objectives are met.
Developers who receive incentives will be expected to enter into development agreements
which delineate the terms, conditions, understandings and the expected results of receiving
an incentive.
It will be the policy of the City of Iowa City to endeavor to attract, recruit, retain, foster and
develop business that is new to our region or metropolitan statistical area (MSA) through
the use of incentives. The city will not actively recruit business from other jurisdictions
within our MSA unless a business is seeking to expand or considering a relocation outside
the state. Should businesses from jurisdictions within our MSA wish to locate in the City of
Iowa City we will notify our neighboring jurisdiction of the interest. It will be the general
practice of the City of Iowa City to not provide economic incentives to business wishing to
relocate from another jurisdiction within our MSA unless a business is seeking to expand or
considering a relocation outside the state.
When incentive programs are utilized they will be used to maximize the benefits to the City
of Iowa City. The dollar amount of the incentive and time duration of the incentive shall be
smallest amount necessary to achieve the maximum amount of city benefit as determined
by the City of Iowa City, City Council.
Despite the need for the program to be flexible and nimble in order to respond to the ever
changing economic conditions of the marketplace, it will be the policy of the City to insure
that the process of using incentives is an open and transparent public process to instill
confidence in the public’s understanding of how economic development incentives are
utilized.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a five-year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible with the
Comprehensive Plan whenever possible.
The complete five-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
Funding for projects should be obtained through borrowing from:
•bond market, general obligation or revenue bonds
•enterprise fund operations and reserves
•internal loans
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The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund will match up to
$100,000 in grants received per year.
The City shall utilize available funding sources for capital improvements whenever practical
and feasible such as but not limited to:
•federal and state grant funds
•special assessments
•developer contributions
The City will maintain its physical assets at a level adequate to protect the City's capital
investment and to minimize future maintenance and replacement costs. The budget will
provide for the adequate maintenance and the orderly replacement of the capital plant and
equipment from current revenues when possible.
RESERVE POLICIES
The City will establish a contingency line-item in the annual General Fund operating budget
to provide for unanticipated expenditures or to meet unexpected small increases in service
delivery costs, and will be budgeted at approximately one percent of expenditures.
Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient
cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves
will not go below 20% of total revenues and transfers in, with a ceiling of 30%. Fund
balances in excess of 30% will be transferred to the City’s Emergency fund, used to retire
outstanding debt, and/or be used to provide property tax relief.
The City will maintain an Emergency fund and will strive to maintain the balance at an
amount equal to the State reimbursement for commercial/industrial property tax replacement
plus the City’s pension and OPEB liabilities.
Debt reserves will be maintained in accordance with applicable bond covenants in the
Water, Wastewater, Parking, and business-type funds with outstanding revenue bonds.
Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow
throughout the year as well as funds for capital repairs and infrastructure replacement.
Unassigned reserves shall be limited to accumulated depreciation plus 30% of revenues
and transfers in. Excess reserve balances will be transferred to the Emergency fund, used
to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital
improvement needs.
Reserves will be maintained for equipment replacement and for unexpected major repairs in
the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement,
Information Technology Services, Central Services, Cable Television Equipment, and
Library Computer Equipment.
Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve,
Health and Dental Insurance Reserves. Excess reserve balances may be transferred to
the Emergency fund if the City’s OPEB liabilities are not fully funded.
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All City trucks, cars and necessary accessories will be maintained on a replacement cost
basis each year. A separate reserve fund has been set up to fund these replacements.
Additions to the fleet are made through allocations in the annual budget. Only Fire
Department fire trucks and equipment and Transit buses will be eligible to be purchased
through the issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General Obligation debt
applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be
abated from revenues from the respective Enterprise Fund(s).
DEBT POLICIES
Debt shall only be used to finance capital improvement projects, firefighting equipment,
affordable housing developments, or economic development projects. Funding non-
emergency capital improvement projects shall not be authorized by the City Council unless
the project has been included in the Five-Year Capital Improvement Plan (CIP).
The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when
possible.
The City shall manage its debt program so that the amount of net direct debt outstanding at
any time does not exceed 1.50% of the City's total assessed value. The City shall strive to
meet the Moody’s Aaa benchmark of net direct debt outstanding of .75% of the City's total
assessed value. The City’s total outstanding long-term debt will adhere to State law which
sets the limit at 5% of the city’s total assessed value. The use of annually appropriated debt
obligations for the purpose of circumventing the debt limits of this policy is prohibited.
The City’s debt service property tax levy shall not exceed 30% of the total property tax levy.
The City may finance capital needs through the issuance of revenue-secured debt
obligations. For new issues, the amount of revenue-secured debt obligations issued should
have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service
at issuance.
Debt will be structured for the shortest period consistent with a fair allocation of costs to
current and future beneficiaries or users. General obligation bonds will be limited to State
law as to the length of debt.
To the extent possible, repayment of debt should be structured so as to rapidly pay down
principal and should use a level principal or other rapidly amortizing structure whenever
possible. Long-term bonded debt should, as a general rule, be structured with level debt
service payments.
The City may use lease-purchase obligations in lieu of bonded debt. Use of these
instruments will be limited to specific projects or purposes and will not be utilized as a
general practice for the financing of capital improvement projects.
The City may enter into agreements with commercial banks or other financial entities for
purposes of acquiring lines of credit that shall provide access to credit under terms and
conditions as specified in such agreements.
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The City may choose to issue Bond Anticipation Notes (BANs) or similar structures as a
source of interim financing. Tax and Revenue Anticipation Notes will be used only on an
emergency basis and will not be used as a general practice to finance ongoing operations.
General Obligation new money bonds shall be issued by competitive sale. Debt, except for
General Obligation new money bonds, may be sold through a negotiated sale or a private
placement or limited public offering where it is determined to be the best method to achieve
a lower interest cost and/or effectively market the debt.
The City may issue refunding bonds when legally permissible and prudent. The net present
value savings for an advanced refunding should equal or exceed seven percent. The net
present value savings for a current refunding should equal or exceed five percent. The City
may choose to refund outstanding indebtedness when existing bond covenants or other
financial structures impinge on prudent and sound financial management regardless of
projected net present value savings.
The City’s preferred rating agency will be Moody’s Investors Service. The City will strive to
maintain a Moody’s bond rating of ‘Aaa’ for its General Obligation Unlimited Tax (GOULT)
bonded indebtedness. The City will strive to maintain a Moody’s rating of ‘A3’ or higher for
its revenue bonded indebtedness.
The City, as a practice, will not use derivative products in financing transactions.
The Finance Director shall provide the City Manager and City Council an annual long-term
debt disclosure report within 210 days after the fiscal year-end regarding the City’s
outstanding debt and debt program.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared and submitted to the City Council.
A three-year financial plan for all operating funds will be prepared by the City Manager and
presented to the City Council for their review. This will include the current revised year and
two projected years.
A Five-Year Capital Improvement Program budget will be prepared, reviewed, and revised
annually.
An independent audit will be performed annually for all City funds.
The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with
generally accepted accounting principles as outlined by the Governmental Accounting
Standards Board.
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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 from the payment of long term or bonded debts, 5) for any other financial emergencies
Multi-Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property
Properties (1)Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction
FY15 -$ 306,121$ -$ 306,121$ 1,015,119$ -$ 1,015,119$ 1,321,240$
FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737
FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863
FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186
FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055
FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024
FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242
FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218
FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105
FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954
Total 15,504,902$ 20,772,185$ 685,477$ 36,962,564$ 7,873,589$ 6,858,470$ 14,732,059$ 51,694,623$
(1) 3% annual value growth
(2) At FY14 tax rate
Not Subject to State Backfill Subject to State Backfill
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declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2018 is
$5,198,779, which can be found as part of the General Fund section. The backfill revenue received
from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and
industrial property was $1,048,359 in fiscal year 2015, $2,080,153 in fiscal year 2016, and is
estimated to be $1,581,040 in fiscal years 2017 and 2018.
Bus & Equipment replacement reserves
The City maintains long-term replacement reserves including cable television equipment, library
equipment, vehicles and heavy equipment, information technology equipment replacement, and
public transportation buses. Included in the operating budget are transfers and internal charges to
the replacement reserves for the purpose of funding the replacement of these types of equipment.
The transfers are equivalent to the annual depreciation on the equipment so that these replacements
are fully funded when they are necessary. The replacement reserve for buses is funded at 20% of
accumulated depreciation due to the availability of state and federal grants to make these
purchases. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected
balances for the equipment replacement funds for fiscal year 2018 are as follows:
Reserve Fund Balance
Library equipment equipment General 253,112$
Public transportation buses Transit 917,482$
Vehicles and heavy equipment Equipment 11,462,295$
Cable television equipment General 109,722$
Info technology equipment ITS 605,243$
Risk Management and Health & Dental Insurance Reserves (OPEB)
The City contracts for actuarial services for the purpose of calculating and maintaining reserves that
are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future
expenditures are determined for risk management (liability, workers compensation, and property
insurance) payments, health and dental insurance payments, and retiree health and dental
insurance benefits. Actuarial calculations are updated annually and help determine internal charge
rates and premium rates for risk management and health insurance charges. The estimated Risk
Management fund reserve for fiscal year 2018 is $3,594,234. The estimated Health Insurance
reserve for fiscal year 2018 is $10,333,217 of which $4,768,130 is being reserved for Other Post-
Employment Benefit (OPEB) liabilities. The estimated Dental Insurance reserve for fiscal year 2018
is $141,126. The Risk Management Fund is presented on page 615, and the Health Insurance
Reserve is presented on page 634.
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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FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 FY20272008B G.O. Refunding 17,005,000 2018- 3,167,675 - - - - - - - - - - 2009C G.O. Multi-purpose6,685,000 2019- 2,291,300 - - - - - - - - - - 2010B G.O. Multi-purpose7,420,000 2020 2,370,000 819,275 2,429,375 - - - - - - - - - 2011A G.O. Multi-purpose7,925,000 2021 3,080,000 983,031 3,181,531 - - - - - - - - - 2011C G.O. Refunding 10,930,000 2021 5,055,000 1,378,963 1,374,463 3,983,313 - - - - - - - - 2012A G.O. Multi-purpose9,070,000 2022 4,780,000 1,016,113 1,013,113 1,009,813 1,016,213 1,017,113 1,027,613 - - - - - 2012D TIF Revenue Bonds2,655,000 2032 2,395,000 204,035 207,345 205,185 207,485 204,545 206,325 207,845 203,945 204,745 205,095 204,975 2013A G.O. Multi-purpose7,230,000 2023 4,975,000 858,325 865,575 872,675 877,613 880,723 887,363 887,400 - - - - 2014 G.O. Multi-purpose/ 11,980,000 2024 6,685,000 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 G.O. Multi-Purpose7,785,000 2025 6,380,000 853,713 854,513 855,013 865,213 868,000 872,300 881,200 884,600 897,600 - - 2016A G.O. Multi-purpose8,795,000 2026 8,555,000 509,280 1,064,850 1,067,350 1,064,450 1,057,150 1,058,550 1,054,550 1,045,600 1,050,900 1,055,700 2016B G.O. Taxable610,000 2017- 621,692 - - - - - - - - - 2016E TIF Revenue Bonds12,805,000 2036 12,805,000 273,133 384,150 384,150 384,150 384,150 1,349,150 1,315,200 1,281,400 1,247,750 1,219,250 1,065,750 2017A G.O. Multi-purpose9,823,090 2027 9,823,090 - 1,792,378 1,792,378 1,792,378 1,792,378 1,792,378 1,792,378 1,792,378 - - - Subtotal66,903,090 15,379,358 14,241,417 11,236,001 7,261,326 7,255,133 8,236,253 7,189,323 6,263,673 3,400,995 2,480,045 1,270,725 2018 GO - Proposed12,899,006 2028- - - 2,161,580 2,161,580 2,161,580 2,161,580 2,161,580 2,161,580 2,161,580 - - 2019 GO - Proposed12,280,800 2029- - - - 1,436,854 1,436,854 1,436,854 1,436,854 1,436,854 1,436,854 1,436,854 1,436,854 2020 GO - Proposed8,781,527 2030- - - - - 1,027,439 1,027,439 1,027,439 1,027,439 1,027,439 1,027,439 1,027,439 2021 GO - Proposed7,811,588 2031- - - - - - 913,956 913,956 913,956 913,956 913,956 913,956 2022 GO - Proposed10,200,000 2032- - - - - - - 1,193,400 1,193,400 1,193,400 1,193,400 1,193,400 2023 GO - Proposed10,200,000 2033- - - - - - - - 1,193,400 1,193,400 1,193,400 1,193,400 2024 GO - Proposed10,200,000 2034- - - - - - - - - 1,193,400 1,193,400 1,193,400 2025 GO - Proposed10,200,000 2035- - - - - - - - - - 1,193,400 1,193,400 2026 GO - Proposed10,200,000 2036- - - - - - - - - - - 1,193,400 Total - General Obligation Debt Service: 66,903,090 15,379,358 14,241,417 13,397,580 10,859,759 11,881,005 13,776,081 13,922,551 14,190,301 12,521,023 10,631,893 10,615,973 G.O. Debt Service Abatement (estimated):Aniston Village(20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) (20,052) 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) (25,940) Peninsula(46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) (46,008) Water User Fees (300,900) (204,035) (207,345) (205,185) (207,485) (204,545) (206,325) (207,845) (203,945) (204,745) (205,095) (204,975) William St. TIF Property tax revenue(64,107) (64,649) (65,179) (65,548) (65,780) (66,276) (66,279) Lower Muscatine TIF Property tax revenue(66,829) (67,474) (67,850) (68,218) (68,474) Lower Muscatine TIF Property tax revenue(91,477) (91,030) (90,869) (90,691) (90,494) CBD TIF Property tax revenue(41,551) (41,902) (42,246) (42,485) (42,635) (42,957) (42,959) CBD TIF Property tax revenue(115,539) (115,249) (114,391) (113,071) (112,776) (111,864) (112,741) (113,278) Towncrest TIF Property tax revenue(40,571) (40,571) (40,571) (40,571) (40,571) (40,571) (40,571) (40,571) 2015 Riverside TIF revenue(21,912) 2015 City-University TIF revenue(30,879) (60,370) (60,406) (61,126) (61,323) (61,627) (62,256) (62,496) (63,414) 2016 Chauncey TIF revenue(273,133) (384,150) (384,150) (384,150) (384,150) (1,349,150) (1,315,200) (1,281,400) (1,247,750) (1,219,250) (1,065,750) 2017 Riverside TIF revenue(167,778) (167,778) (167,778) (167,778) (167,778) (167,778) (167,778) (167,778) (167,778) Total G.O. Debt Service Abatement:(1,473,784) (1,164,740) (1,330,624) (1,333,123) (1,330,527) (2,138,548) (2,107,628) (1,961,467) (1,775,687) (1,638,115) (1,484,495) 13,905,574$ 13,076,677$ 12,066,956$ 9,526,636$ 10,550,478$ 11,637,534$ 11,814,923$ 12,228,834$ 10,745,336$ 8,993,778$ 9,131,478$ Debt Service Levy Requirement: Issue / Use of Funds Amount of Issue Fiscal Year Debt Paid in Full Park @ 201 TIF Property Tax Revenue Principal OutstandingJune 30, 2017Debt Service Payments88
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 slight parking
permit rate adjustment for is planned for fiscal year 2018. Lease-purchase payments are expected
to begin in fiscal year 2018. The Parking Fund summary is presented starting on page 381.
Water Rate Study
In May 2008, HDR Engineering completed a comprehensive water rate study for the City. In that
study, they identified the City’s challenge to maintain capital funding rates equal to or greater than
depreciation to ensure the replacement of existing infrastructure. They also recommended that the
City implement rate increases of 5% in fiscal year 2010 and 3% in fiscal year 2011 to fiscal year
2017. Since that study, the City implemented rate increases of 5% in both fiscal years 2015 and
2016 and no rate adjustments are currently planned for fiscal year 2018. A rate adjustment of 2.60%
is projected for fiscal year 2019. Implementation of the water rate study was delayed due to the
economic downturn in 2009 and the drought conditions from 2012 through 2014. The table below
was taken from that rate study. The City's Water Fund is presented on page 423.
Landfill Replacement & Closure Reserves
The Landfill Fund maintains a number of reserves that serve various purposes. Some of these
reserves are required by law and some are created by management to financially prepare for future
occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve
to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In
order to comply with these funding requirements, the City hires a certified landfill engineering firm to
calculate the future cost requirements and to provide us with a certified report. The City is required
to have a pro-rated share of this funding placed into the proper closure and post-closure funds based
upon the amount of tonnage that the landfill can accept versus how much has actually been
deposited. The City maintains these accounting records and files a funding report with the State of
Iowa annually. The estimated balances for fiscal year 2018 in the closure and post-closure funds
are $2,594,436 and $10,730,356, respectfully.
Actual Actual
FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenues:
Charges for Service 8,081$ 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)
90
The City also maintains a reserve to set funds aside for the construction of new landfill cells as
current ones are closed. A cost-per-ton for landfill cell replacement has been calculated based on
the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a
cost-per-ton transfer is made from the landfill operations to the replacement reserve. These funds
are intended to eliminate future borrowing or significant rate adjustments in order to open new cells.
The budgeted balance for the landfill cell replacement reserve for fiscal year 2018 is $8,326,911.
Discussion of the Landfill Fund can be found starting on page 454.
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.
Total expenditures for the Capital Improvement Program for years 2017 – 2021 are $171,912,855.
Total funding sources for the Capital Improvement Program for year 2017 – 2021 are $162,069,533.
The five-year Capital Improvement Program plan is presented as a part of the Capital Projects Fund
section of the budget document starting on page 497.
91
2017 2018 2019 2020 2021 Total
Airport 194,675$ 1,318,300$ 436,000$ 1,270,000$ 100,000$ 3,318,975$
Cemetery 51,750 50,000 101,750
Development Services 900,000 300,000 150,000 150,000 150,000 1,650,000
Finance Administration 50,000 50,000 50,000 50,000 50,000 250,000
Fire 700,000 1,790,000 60,000 1,300,000 3,850,000
Information Technology 500,000 500,000
Landfill 330,000 100,000 900,000 100,000 1,375,000 2,805,000
Library 250,000 200,000 400,000 850,000
Parking Operations 725,000 535,000 300,000 300,000 300,000 2,160,000
Parks Maintenance 2,384,070 4,563,000 3,765,000 540,000 2,839,920 14,091,990
Police 135,084 135,084
Public Works Administration 6,900,000 7,755,000 4,000,000 18,655,000
Recreation 225,000 65,000 65,000 1,295,000 439,000 2,089,000
Storm Water 965,000 240,000 315,000 915,000 240,000 2,675,000
Street Operations 35,915,049 19,410,457 6,292,875 14,167,875 8,282,375 84,068,631
Transit Operations 185,000 18,000,000 18,185,000
Wastewater Treatment 1,425,000 5,610,000 1,035,000 1,622,000 500,000 10,192,000
Water Operations 1,316,900 717,575 1,022,600 1,888,350 1,390,000 6,335,425
TOTAL 52,965,694$ 41,051,166$ 20,121,475$ 22,358,225$ 35,416,295$ 171,912,855$
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 7/1/2017 27,697,033$ 430,170$ 2,176,923$ 6,580,409$ 11,952,881$ 5,222,824$ 19,061,738$
Revenues
Property Taxes 32,862,685$ -$ 10,749,761$ 12,522,935$ -$ -$ -$
Other City Taxes 2,412,354 - 143,351 164,684 - - -
Licenses, Permits, & Fees 2,551,850 - - - - - 7,480
Use of Money and Property 671,957 2,901 - 143,102 35,350 149,510 288,380
Intergovernmental 3,497,070 568,500 603,360 342,447 - 2,027,200 -
Charges for Fees and Services 1,374,189 - - - 5,624,810 1,951,154 12,216,290
Miscellaneous 5,935,042 970 - - 262,370 65,340 77,190
Other Financial Sources 1,965,208 120,660 - 50,250 - - -
Sub-Total Revenues 51,270,355 693,031 11,496,472 13,223,418 5,922,530 4,193,204 12,589,340
Transfers In 10,680,948 - - 1,028,004 1,114,695 3,518,276 4,368,762
Total Revenues & Transfers In 61,951,303$ 693,031$ 11,496,472$ 14,251,422$ 7,037,225$ 7,711,480$ 16,958,102$
Expenditures by Department
City Council 108,590$ -$ -$ -$ -$ -$ -$
City Clerk 595,728 - - - - - -
City Attorney 762,815 - - - - - -
City Manager 4,087,474 - - - - - -
Finance 4,349,980 - 1,243,475 14,256,417 - - -
Police 13,827,954 - - - - - -
Fire 8,169,242 - - - - - -
Parks & Recreation 8,139,582 - - - - - -
Library 6,526,559 - - - - - -
Senior Center 949,924 - - - - - -
Neighborhood & Dvlpmt Services 5,799,276 568,686 - - - - -
Public Works 2,384,366 - - - - - 10,601,444
Transportation & Resource Mgmt 861,737 - - - 6,941,622 7,202,013 -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 56,563,227 568,686 1,243,475 14,256,417 6,941,622 7,202,013 10,601,444
Transfers Out 5,105,770 - 9,973,661 - 1,870,005 151,000 6,843,262
Total Expenditures & Transfers Out 61,668,997$ 568,686$ 11,217,136$ 14,256,417$ 8,811,627$ 7,353,013$ 17,444,706$
Estimated Fund Balance 6/30/2018 27,979,339$ 554,515$ 2,456,259$ 6,575,414$ 10,178,479$ 5,581,291$ 18,575,134$
Restricted, Committed, Assigned 6,717,235 - - 1,617,778 3,500,000 917,482 8,989,859
Unassigned Fund Balance 6/30/2018 21,262,104$ 554,515$ 2,456,259$ 4,957,636$ 6,678,479$ 4,663,809$ 9,585,275$
City of Iowa City
All Fund Summary
Fiscal Year 2018
92
Public
Refuse Storm Water Housing Capital Non-Major Total Total
Water Collection Landfill Management Authority Projects Budgetary Budgetary Non-Budgetary All
Fund (730*)Fund (7400)Fund (750*)Fund (770*)Fund (79**)Fund Funds Funds Funds Funds
11,852,041$ 1,259,280$ 25,872,969$ 994,417$ 7,146,196$ 7,413,603$ 6,069,896$ 133,730,379$ 28,289,488$ 162,019,866$
-$ -$ -$ -$ -$ -$ 323,018$ 56,458,399$ -$ 56,458,399$
- - - - - - 2,333,912 5,054,301 - 5,054,301
- 2,330 - - - - - 2,561,660 - 2,561,660
163,880 3,450 136,243 5,840 369,025 - 455,705 2,425,343 96,700 2,522,043
- - - - 8,366,460 4,835,110 9,052,516 29,292,663 462,097 29,754,760
9,097,056 3,405,909 6,052,940 1,477,710 - 20,000 43,220 41,263,278 626,847 41,890,125
7,160 - 44,880 - 18,480 - 31,820 6,443,252 18,074,142 24,517,394
- - - - 15,432 15,671,084 70,000 17,892,634 100,000 17,992,634
9,268,096 3,411,689 6,234,063 1,483,550 8,769,397 20,526,194 12,310,191 161,391,530 19,359,786 180,751,316
1,937,940 - 1,123,436 - - 14,404,253 1,460,844 39,637,158 - 39,637,158
11,206,036$ 3,411,689$ 7,357,499$ 1,483,550$ 8,769,397$ 34,930,447$ 13,771,035$ 201,028,688$ 19,359,786$ 220,388,474$
-$ -$ -$ -$ -$ -$ -$ 108,590$ -$ 108,590$
- - - - - - - 595,728 - 595,728
- - - - - - - 762,815 - 762,815
- - - - - - - 4,087,474 - 4,087,474
- - - - - - 687,715 20,537,587 12,692,192 33,229,779
- - - - - - - 13,827,954 - 13,827,954
- - - - - - - 8,169,242 - 8,169,242
- - - - - - - 8,139,582 - 8,139,582
- - - - - - - 6,526,559 - 6,526,559
- - - - - - - 949,924 - 949,924
- - - - 8,201,363 - 1,802,978 16,372,303 - 16,372,303
8,465,882 - - 518,983 - - 6,221,226 28,191,901 4,543,387 32,735,288
- 3,427,207 4,902,903 - - - - 23,335,482 - 23,335,482
- - - - - - 369,187 369,187 - 369,187
- - - - - 32,530,291 - 32,530,291 - 32,530,291
- - - - - 8,825,015 - 8,825,015 - 8,825,015
8,465,882 3,427,207 4,902,903 518,983 8,201,363 41,355,306 9,081,106 173,329,634 17,235,579 190,565,213
3,380,515 500,000 3,488,126 1,040,000 46,779 225,000 5,913,040 38,537,158 1,100,000 39,637,158
11,846,397$ 3,927,207$ 8,391,029$ 1,558,983$ 8,248,142$ 41,580,306$ 14,994,146$ 211,866,792$ 18,335,579$ 230,202,371$
11,211,680$ 743,762$ 24,839,439$ 918,984$ 7,667,451$ 763,744$ 4,846,785$ 122,892,275$ 29,313,695$ 152,205,969$
4,157,504 - 23,133,818 - 2,945,146 - 589,145 52,567,966 16,835,668 69,403,635
7,054,176$ 743,762$ 1,705,621$ 918,984$ 4,722,305$ 763,744$ 4,257,640$ 70,324,308$ 12,478,027$ 82,802,335$
City of Iowa City
All Fund Summary
Fiscal Year 2018
93
Other Energy Eff.UniverCity Metro
Road Shared & Cons.Neighborhd.Planning Org.Affordable
HOME Use Tax Revenue Block Grant Partnership of Jo. Co.Housing
Fund (2110)Fund (2200)Fund (2300)Fund (2310)Fund (2315)Fund (2350)Fund (2500)
Estimated Fund Balance 7/1/2017 11,627$ 4,685,708$ -$ -$ -$ 295,421$ -$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 20,000 - - - - 1,670 -
Intergovernmental 396,444 8,320,120 - - - 303,620 -
Charges for Fees and Services - 43,220 - - - - -
Miscellaneous - 30,290 - - - 1,530 -
Other Financial Sources 70,000 - - - - - -
Sub-Total Revenues 486,444 8,393,630 - - - 306,820 -
Transfers In - 428,006 - - - 273,151 650,000
Total Revenues & Transfers In 486,444$ 8,821,636$ -$ -$ -$ 579,971$ 650,000$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - - - - - - -
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services 465,444 - - - - 633,977 650,000
Public Works - 6,221,226 - - - - -
Transportation & Resource Mgmt - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 465,444 6,221,226 - - - 633,977 650,000
Transfers Out - 3,759,718 - - - - -
Total Expenditures & Transfers Out 465,444$ 9,980,944$ -$ -$ -$ 633,977$ 650,000$
Estimated Fund Balance 6/30/2018 32,627$ 3,526,400$ -$ -$ -$ 241,415$ -$
Restricted, Committed, Assigned - - - - - - -
Unassigned Fund Balance 6/30/2018 32,627$ 3,526,400$ -$ -$ -$ 241,415$ -$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2018
94
Tax SSMID Total
Peninsula Increment Downtown Cable Non-Major
Apartments Financing District Perpetual Airport Television Budgetary
Fund (2510)Fund (26**)Fund (2820)Fund (6001)Fund (7600)Fund (780*)Funds
142,009$ 463,893$ -$ 116,766$ 354,472$ -$ 6,069,896$
-$ -$ 323,018$ -$ -$ -$ 323,018$
- 2,333,912 - - - - 2,333,912
- - - - - - -
74,155 - - 380 359,500 - 455,705
- - 32,332 - - - 9,052,516
- - - - - - 43,220
- - - - - - 31,820
- - - - - - 70,000
74,155 2,333,912 355,350 380 359,500 - 12,310,191
- - - - 109,687 - 1,460,844
74,155$ 2,333,912$ 355,350$ 380$ 469,187$ -$ 13,771,035$
-$ -$ -$ -$ -$ -$ -$
- - - - - - -
- - - - - - -
- - - - - - -
- 332,365 355,350 - - - 687,715
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
53,557 - - - - - 1,802,978
- - - - - - 6,221,226
- - - - - - -
- - - - 369,187 - 369,187
- - - - - - -
- - - - - - -
53,557 332,365 355,350 - 369,187 - 9,081,106
- 1,973,492 - - 179,830 - 5,913,040
53,557$ 2,305,857$ 355,350$ -$ 549,017$ -$ 14,994,146$
162,607$ 491,948$ -$ 117,146$ 274,642$ -$ 4,846,785$
- 489,145 - - 100,000 - 589,145
162,607$ 2,803$ -$ 117,146$ 174,642$ -$ 4,257,640$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2018
95
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 7/1/2017 12,007,501$ 3,465,361$ 2,058,938$ 685,699$ 9,928,151$ 143,838$ 28,289,488$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 41,780 12,100 6,850 2,290 33,210 470 96,700
Intergovernmental 462,097 - - - - - 462,097
Charges for Fees and Services 270 - 7,440 - 591,765 27,372 626,847
Miscellaneous 5,502,144 1,588,854 2,256,005 236,861 8,121,446 368,832 18,074,142
Other Financial Sources 100,000 - - - - - 100,000
Sub-Total Revenues 6,106,291 1,600,954 2,270,295 239,151 8,746,421 396,674 19,359,786
Transfers In - - - - - - -
Total Revenues & Transfers In 6,106,291$ 1,600,954$ 2,270,295$ 239,151$ 8,746,421$ 396,674$ 19,359,786$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - 1,472,081 2,217,207 262,163 8,341,355 399,386 12,692,192
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services - - - - - - -
Public Works 4,543,387 - - - - - 4,543,387
Transportation & Resource Mgmt - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 4,543,387 1,472,081 2,217,207 262,163 8,341,355 399,386 17,235,579
Transfers Out 1,100,000 - - - - - 1,100,000
Total Expenditures & Transfers Out 5,643,387$ 1,472,081$ 2,217,207$ 262,163$ 8,341,355$ 399,386$ 18,335,579$
Estimated Fund Balance 6/30/2018 12,470,405$ 3,594,234$ 2,112,026$ 662,687$ 10,333,217$ 141,126$ 29,313,695$
Restricted, Committed, Assigned 11,462,295 - 605,243 - 4,768,130 - 16,835,668
Unassigned Fund Balance 6/30/2018 1,008,109$ 3,594,234$ 1,506,783$ 662,687$ 5,565,087$ 141,126$ 12,478,027$
City of Iowa City
Non-Budgetary Fund Summary
Fiscal Year 2018
96
2014
Actual
2015
Actual
2016
Actual
2017
Revised
2018
Budget
2019
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 47,909,615$ 46,753,570$ 48,667,850$ 50,055,719$ 51,270,355$ 51,333,728$
Special Revenue Funds
2100 Community Dev Block Grant 1,063,854 685,596 989,380 1,678,012 693,031 693,031
2110 HOME 680,968 533,378 614,958 813,343 486,444 486,444
2200 Road Use Tax Fund 6,854,375 7,414,926 8,411,456 8,389,233 8,393,630 8,393,630
2300 Other Shared Revenue 833,364 129,659 380,110 865,105 - -
2310 Energy Eff & Cons Block Grant 72,318 1,168 - - - -
2315 UniverCity Neighborhood Pship - - - - - -
2350 Metro Planning Org of Johnson Co 371,754 321,768 298,671 319,369 306,820 315,291
2400 Employee Benefits 9,809,865 9,782,477 10,516,768 11,144,971 11,496,472 11,506,797
2500 Affordable Housing - - 1,000,000 - - -
2510 Peninsula Apartments 70,119 73,697 72,243 74,000 74,155 75,612
26** Tax Increment Financing 434,670 640,244 1,030,833 2,276,953 2,333,912 2,736,051
2820 SSMID-Downtown District 275,805 296,141 295,284 317,859 355,350 355,350
Debt Service Fund
5*** Debt Service 15,081,928 13,651,221 13,301,892 14,403,347 13,223,418 12,301,593
Permanent Funds
6001 Perpetual Care 259 432 384 500 380 380
Enterprise Funds
710* Parking 5,364,605 5,619,653 11,016,908 5,680,448 5,922,530 5,922,530
715* Mass Transit 4,590,737 4,419,840 4,582,385 7,196,613 4,193,204 4,175,180
720* Wastewater 12,854,215 12,592,429 22,742,715 12,588,588 12,589,340 12,589,340
730* Water 8,627,583 8,753,178 13,346,893 9,111,655 9,268,096 9,493,666
7400 Refuse Collection 3,057,759 3,182,296 3,130,252 3,173,900 3,411,689 3,553,401
750* Landfill 5,528,481 6,037,167 6,268,826 5,977,982 6,234,063 6,234,063
7600 Airport 567,877 1,281,691 341,499 359,500 359,500 359,500
7700 Storm Water 1,099,702 1,374,913 1,173,615 1,653,147 1,483,550 1,483,550
780* Cable Television 775,908 754,999 - - - -
79** Housing Authority 7,318,167 8,091,662 8,819,308 8,608,074 8,769,397 8,769,397
Capital Projects Fund
Governmental Projects 22,531,949 17,267,580 16,503,591 33,687,473 16,997,084 12,340,000
Enterprise Projects 16,404,995 3,414,404 1,911,092 4,186,439 3,529,110 723,085
Total Budgetary Revenues 172,180,871$ 153,074,089$ 175,416,915$ 182,562,230$ 161,391,530$ 153,841,619$
Non-Budgetary Fund Revenues
Capital Projects Fund
Internal Service Projects 83$ 100,760$ 25,195$ -$ -$ -$
Internal Service Funds
810* Equipment 6,102,522 6,343,244 5,912,284 6,379,763 6,106,291 6,225,299
8200 Risk Management 1,191,171 1,581,498 1,547,056 1,623,145 1,600,954 1,632,137
830* Information Technology 1,743,239 1,765,501 1,870,446 2,150,510 2,270,295 2,312,004
8400 Central Services 236,445 251,501 243,265 269,844 239,151 242,161
8500 Health Insurance Reserves 7,502,409 7,508,804 7,217,213 8,027,508 8,746,421 9,182,082
8600 Dental Insurance Reserves 360,977 362,316 364,364 382,627 396,674 407,739
Total Non-Budgetary Expenditures 17,136,846$ 17,913,624$ 17,179,822$ 18,833,397$ 19,359,786$ 20,001,421$
Total Revenues - All Funds 189,317,717$ 170,987,713$ 192,596,737$ 201,395,627$ 180,751,316$ 173,843,040$
City of Iowa City
All Funds
Revenues by Fund
97
2014
Actual
2015
Actual
2016
Actual
2017
Revised
2018
Budget
2019
Projected
Budgetary Fund Revenues
Property Taxes 50,051,578$ 51,496,352$ 52,020,806$ 55,330,224$ 56,458,399$ 55,583,359$
Other City Taxes
Gas/Electric Excise Tax 780,458 850,545 764,260 746,043 681,149 691,979
Mobile Home Tax 65,254 68,267 65,497 68,265 65,480 65,480
Hotel/Motel Tax 967,050 1,057,386 1,078,762 1,057,385 1,078,760 1,078,760
Local Option Sales Tax 465,530 - - - - -
Utility Franchise Tax 1,031,187 901,690 874,235 901,690 895,000 895,000
TIF Revenues 434,670 640,244 1,027,218 2,276,953 2,333,912 2,736,051
Other City Taxes Total 3,744,149 3,518,132 3,809,972 5,050,336 5,054,301 5,467,270
Licenses, Permits, & Fees
General Use Permits 89,072 103,958 82,496 104,047 82,510 82,510
Food & Liq Licenses 100,437 120,434 92,738 120,650 92,740 92,740
Professional License 16,610 18,704 18,700 18,660 18,710 18,710
Franchise Fees 773,019 750,167 733,644 720,000 692,140 692,140
Misc Permits & Licenses 39,677 38,115 35,657 36,600 36,320 36,320
Const Per & Ins Fees 1,427,856 1,537,002 2,102,624 1,463,225 1,639,240 1,639,240
Licenses, Permits, & Fees Total 2,446,671 2,568,380 3,065,859 2,463,182 2,561,660 2,561,660
Use Of Money And Property
Interest Revenues 809,418 1,139,734 1,040,596 1,028,707 1,022,763 975,463
Rents 1,208,668 1,291,672 1,265,519 1,256,056 1,307,630 1,309,097
Royalties & Commissions 81,630 105,454 149,751 113,814 94,950 94,950
Use Of Money And Property Total 2,099,716 2,536,860 2,455,866 2,398,577 2,425,343 2,379,510
Intergovernmental
Fed Intergovnt Revenue 19,630,929 13,160,509 12,693,466 21,151,912 14,297,863 10,987,393
Property Tax Credits 72,550 1,135,396 2,088,758 1,668,076 1,603,881 1,603,881
Road Use Tax 6,744,663 7,230,663 8,320,117 8,320,117 8,320,120 8,320,120
State 28E Agreements 1,810,341 1,753,673 2,464,561 1,725,000 1,687,575 1,987,575
Operating Grants 90,067 84,126 104,197 129,743 81,850 81,850
Disaster Assistance 183,941 61,259 118,068 97,071 - -
Other State Grants 13,613,285 10,543,117 6,711,203 6,884,525 2,295,514 1,499,539
Local 28E Agreements 981,226 989,787 972,801 1,038,149 1,005,860 1,008,751
Intergovernmental Total 43,127,003 34,958,530 33,473,171 41,014,593 29,292,663 25,489,109
Charges For Fees & Services
Building & Devlpmt 501,386 694,796 1,719,875 498,202 445,620 425,620
Police Services 88,193 226,621 112,112 44,121 37,237 37,237
Animal Care Services 9,230 9,945 10,399 10,000 10,400 10,400
Fire Services 8,573 11,404 9,244 9,000 8,660 8,660
Transit Fees 1,384,792 1,448,151 1,299,179 1,448,900 1,299,190 1,325,114
Culture & Recreation 768,033 741,912 761,363 812,093 820,454 820,454
Library Charges 46 39 22 - - -
Misc Charges For Services 47,228 67,073 71,270 66,692 68,628 68,628
Water Charges 8,448,340 8,531,499 9,138,197 8,931,156 9,102,056 9,327,626
Wastewater Charges 12,555,994 12,180,738 12,264,380 12,201,600 12,214,720 12,214,720
Refuse Charges 3,446,255 3,925,946 3,491,479 3,608,800 3,772,349 3,914,061
Landfill Charges 4,967,453 5,043,246 5,686,853 5,341,722 5,686,860 5,686,860
Storm Water Charges 1,082,733 1,147,390 1,167,517 1,477,710 1,477,710 1,477,710
Parking Charges 5,758,372 5,972,285 5,927,772 6,020,327 6,319,394 6,332,446
Charges For Fees & Services Total 39,066,628$ 40,001,045$ 41,659,663$ 40,470,323$ 41,263,278$ 41,649,536$
City of Iowa City
All Funds
Revenues by Type
98
2014
Actual
2015
Actual
2016
Actual
2017
Revised
2018
Budget
2019
Projected
City of Iowa City
All Funds
Revenues by Type
Miscellaneous
Code Enforcement 415,839$ 322,537$ 253,174$ 300,500$ 253,180$ 253,180$
Parking Fines 512,997 614,363 549,575 620,000 549,580 549,580
Library Fines & Fees 175,666 166,785 155,519 160,000 155,520 155,520
Contrib & Donations 729,355 547,781 609,723 1,082,519 377,972 377,972
Printed Materials 46,507 49,104 49,456 44,326 48,400 48,400
Animal Adoption 9,557 12,912 14,190 13,000 14,190 14,190
Misc Merchandise 55,924 66,801 57,644 53,522 54,930 54,930
Intra-City Charges 2,849,665 2,760,448 3,112,634 4,003,742 4,226,884 4,290,257
Other Misc Revenue 719,078 930,739 739,618 1,702,875 761,596 704,596
Special Assessments 979 604 1,615 604 1,000 1,000
Miscellaneous Total 5,515,567 5,472,074 5,543,148 7,981,088 6,443,252 6,449,625
Other Financial Sources
Debt Sales 20,114,973 7,866,773 23,897,097 23,335,480 14,671,084 12,040,000
Sale Of Assets 2,701,837 2,316,495 7,747,140 3,083,389 1,956,508 956,508
Loans 3,312,749 2,339,448 1,744,239 1,435,038 1,265,042 1,265,042
Other Financial Sources Total 26,129,559 12,522,716 33,388,475 27,853,907 17,892,634 14,261,550
Total Budgetary Revenues 172,180,871$ 153,074,089$ 175,416,959$ 182,562,230$ 161,391,530$ 153,841,619$
Non-Budgetary Fund Revenues
Capital Projects Fund 83$ 100,760$ 25,195$ -$ -$ -$
Internal Service Funds 17,136,763 17,812,864 17,154,627 18,833,397 19,359,786 20,001,421
Total Non-Budgetary Revenues 17,136,846$ 17,913,624$ 17,179,822$ 18,833,397$ 19,359,786$ 20,001,421$
Total Revenues - All Funds 189,317,717$ 170,987,713$ 192,596,781$ 201,395,627$ 180,751,316$ 173,843,040$
Property Taxes
35%
Other City Taxes Total
3%
Licenses, Permits, & Fees
Total
2%
Use Of Money And
Property Total
1%
Intergovernmental Total
18%
Charges For Fees &
Services Total
26%
Miscellaneous Total
4%
Other Financial Sources
Total
11%
Budgetary Fund Revenues by Type
99
2014
Actual
2015
Actual
2016
Actual
2017
Revised
2018
Budget
2019
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 49,786,353$ 49,320,669$ 49,198,596$ 55,411,515$ 56,563,227$ 57,508,305$
Special Revenue Funds
2100 Community Dev Block Grant 1,069,301 535,735 659,901 1,596,735 568,686 581,402
2110 HOME 679,030 387,664 747,816 801,716 465,444 474,833
2200 Road Use Tax Fund 4,701,997 5,563,553 5,436,882 5,989,213 6,221,226 6,187,936
2300 Other Shared Revenue 753,426 129,831 446,465 1,022,683 - -
2315 UniverCity Neighborhood Pship (547) - - - - -
2350 Metro Planning Org of Johnson Co 674,335 541,601 558,489 616,729 633,977 651,688
2400 Employee Benefits 714,090 976,606 1,054,857 1,212,865 1,243,475 1,268,909
2500 Affordable Housing - - - 1,000,000 650,000 650,000
2510 Peninsula Apartments 50,662 59,957 52,501 56,879 53,557 55,251
26** Tax Increment Financing 145,319 18,670 - 42,500 332,365 415,000
2820 SSMID-Downtown District 277,395 296,141 295,284 317,859 355,350 355,350
Debt Service Fund
5*** Debt Service 13,160,156 17,208,781 15,016,250 15,390,400 14,256,417 13,412,580
Permanent Funds
6001 Perpetual Care - - - - - -
Enterprise Funds
710* Parking 3,758,909 11,228,816 3,212,740 3,516,896 6,941,622 7,034,093
715* Mass Transit 7,080,024 6,556,267 6,917,901 10,516,640 7,202,013 7,378,877
720* Wastewater 9,916,268 10,384,032 10,674,084 21,258,521 10,601,444 10,687,299
730* Water 7,728,440 7,646,828 7,686,557 12,732,641 8,465,882 8,585,166
7400 Refuse Collection 2,886,776 2,922,269 2,935,579 3,159,730 3,427,207 3,511,395
750* Landfill 4,314,300 4,677,884 4,550,096 4,929,566 4,902,903 5,011,175
7600 Airport 363,552 365,460 408,276 632,709 369,187 376,931
7700 Storm Water 482,255 1,095,239 738,102 864,553 518,983 531,424
780* Cable Television 747,541 687,397 - - - -
79** Housing Authority 7,614,681 7,730,524 8,334,915 7,766,702 8,201,363 9,352,242
Capital Projects Fund
Governmental Projects 17,042,914 24,859,198 19,479,006 79,144,971 32,530,291 16,112,875
Enterprise Projects 20,313,054 6,485,716 3,893,109 14,319,041 8,825,015 4,171,485
Total Budgetary Expenditures 154,260,231$ 159,678,838$ 142,297,407$ 242,301,064$ 173,329,634$ 154,314,216$
Non-Budgetary Funds Expenditures
Capital Projects Fund
Internal Service Projects 60,266$ 62,526$ 424,014$ 66,777$ -$ -$
Internal Service Funds
810* Equipment 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953
8200 Risk Management 1,106,268 1,435,706 1,431,387 1,571,941 1,472,081 1,503,569
830* Information Technology 1,990,743 1,786,707 1,834,059 2,108,294 2,217,207 2,265,463
8400 Central Services 281,955 308,846 234,097 251,840 262,163 258,815
8500 Health Insurance Reserves 7,465,001 7,285,127 7,934,757 8,002,151 8,341,355 8,758,423
8600 Dental Insurance Reserves 344,693 354,318 370,061 375,896 399,386 411,368
Total Non-Budgetary Expenditures 15,760,254$ 16,427,718$ 17,409,426$ 18,498,533$ 17,235,579$ 18,103,590$
Total Expenditures - All Funds 170,020,485$ 176,106,556$ 159,706,833$ 260,799,597$ 190,565,213$ 172,417,806$
City of Iowa City
All Funds
Expenditures by Fund
100
2014
Actual
2015
Actual
2016
Actual
2017
Revised
2018
Budget
2019
Projected
Budgetary Funds Expenditures
City Council 123,298$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
City Clerk 533,845 518,724 524,930 536,351 595,728 572,150
City Attorney 676,519 690,901 681,567 742,002 762,815 785,217
City Manager 2,248,213 2,492,620 2,154,216 2,556,386 4,087,474 4,174,955
Finance 17,350,070 21,937,188 19,669,565 20,685,370 20,537,587 19,884,671
Police 12,248,973 12,389,622 12,443,823 13,456,739 13,827,954 13,971,383
Fire 7,401,786 7,598,771 7,486,023 7,973,265 8,169,242 8,378,769
Parks & Recreation 7,382,727 7,628,887 7,324,281 8,121,737 8,139,582 8,297,360
Library 5,877,520 5,908,777 6,083,034 6,347,022 6,526,559 6,634,938
Senior Center 825,124 834,813 823,992 1,010,358 949,924 945,312
Neighborhood & Dvlpmnt Services 19,860,768 16,658,430 17,710,201 20,725,612 16,372,303 17,648,944
Public Works 23,971,859 25,827,222 25,878,325 43,162,773 28,191,901 28,437,603
Transportation & Resource Mgmt 18,040,009 25,385,236 17,629,325 22,777,302 23,335,482 23,810,294
Airport 363,552 365,460 408,276 632,709 369,187 376,931
Capital Projects Fund
Governmental Projects 17,042,914 24,859,198 19,479,006 79,144,971 32,530,291 16,112,875
Enterprise Projects 20,313,054 6,485,716 3,893,109 14,319,041 8,825,015 4,171,485
Total Budgetary Expenditures 154,260,231$ 159,678,838$ 142,297,407$ 242,301,064$ 173,329,634$ 154,314,216$
Non-Budgetary Funds Expenditures - - 0 - -
Capital Projects Fund
Internal Service Projects 60,266$ 62,526$ 424,014$ 66,777$ -$ -$
Finance 11,188,660 11,170,704 11,804,361 12,310,122 12,692,192 13,197,637
Public Works 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953
Total Non-Budgetary Expenditures 15,760,254$ 16,427,718$ 17,409,426$ 18,498,533$ 17,235,579$ 18,103,590$
Total Expenditures - All Funds 170,020,485$ 176,106,556$ 159,706,833$ 260,799,597$ 190,565,213$ 172,417,806$
City of Iowa City
All Funds
Expenditures by Department
City Council
0%
City Clerk
0%
City Attorney
1%
City Manager
3%
Finance
16%
Police
11% Fire
6% Parks & Recreation
6%
Library
5%
Senior Center
1%
Neighborhood & Dvlpmnt
Services
12%
Public Works
21% Transportation & Resource
Mgmt
18%
Airport
0%
Budgetary Fund Expenditures by Department
(excluding Capital Projects)
101
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 572,422$ 79,779$ 21,545,644$ 60,052$ 3,385,673$ 25,643,570$
Special Revenue Funds:
Empl Benefits Levy 9,095,431 330,600 9,426,031
Road Use Tax 74,312 215,742 3,522,000 3,812,054
CDBG 100,000 100,000
Transfers from TIF Districts 772,493 31,324 1,206,230 2,010,047
Enterprise Funds:
From Parking Operations 725,000 228,364 953,364
From Transit Operations 185,000 136,000 321,000
From Wastewater Operations 2,600,000 4,431,246 7,031,246
From Water Operations 466,900 300,900 2,020,178 2,787,978
From Landfill Operations 330,000 865,844 1,195,844
From Airport Operations 58,402 58,402
From Storm Water Operations 965,000 965,000
From IC Housing Authority 46,087 46,087
Capital Projects Fund 225,000 225,000
Internal Service Funds:
From Info. Technology 500,000 500,000
Total Transfers In:10,560,745$ 626,121$ -$ 31,029,270$ 1,567,182$ -$ 4,840,881$ 6,451,424$ 55,075,623$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 572,422$ 9,169,743$ 772,493$ 46,087 10,560,745$
Road Use Tax Fund 330,600 330,600
Other Special Revenue Funds 79,779 215,742 295,521
Debt Service Fund 60,052 1,206,230 300,900 1,567,182
Enterprise Funds 3,385,673 225,000 1,230,208 4,840,881
Debt Service Reserves 6,451,424 6,451,424
Capital Project Funding 21,545,644 3,622,000 31,324 500,000 5,330,302 31,029,270
Total Transfers Out:25,643,570$ 13,338,085$ 2,010,047$ 225,000$ -$ 500,000$ 13,358,921$ -$ 55,075,623$
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2017
Transfers In
Transfers Out
102
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 723,708$ 797,625$ 20,052$ 3,491,963$ 5,105,770$
Special Revenue Funds:
Empl Benefits Levy 9,545,655 428,006 9,973,661
Road Use Tax 78,275 199,443 3,482,000 3,759,718
Transfers from TIF Districts 937,817 27,723 1,007,952 1,973,492
Enterprise Funds:
From Parking Operations 520,000 235,310 1,114,695 1,870,005
From Transit Operations 15,000 136,000 151,000
From Wastewater Operations 2,699,500 4,143,762 6,843,262
From Water Operations 1,442,575 1,937,940 3,380,515
From Refuse Operations 500,000 500,000
From Landfill Operations 2,600,000 888,126 3,488,126
From Airport Operations 179,830 179,830
From Storm Water Operations 1,040,000 1,040,000
From IC Housing Authority 46,779 46,779
Capital Project Funds 225,000 225,000
Internal Service Funds:
From Equipment 1,100,000 1,100,000
Total Transfers In:10,680,948$ 1,351,157$ -$ 14,404,253$ 1,028,004$ -$ 4,976,399$ 7,196,397$ 39,637,158$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,623,930$ 937,817$ 46,779$ 10,680,948$
Road Use Tax Fund 428,006 428,006
Other Special Revenue Funds 723,708 199,443 923,151
Debt Service Fund 20,052 1,007,952 1,028,004
Enterprise Funds 3,491,963 225,000 1,259,436 4,976,399
Debt Service Reserves 7,196,397 7,196,397
Capital Project Funding 797,625 3,482,000 27,723 1,100,000 8,996,905 14,404,253
Total Transfers Out:5,105,770$ 13,733,379$ 1,973,492$ 225,000$ -$ 1,100,000$ 17,499,517$ -$ 39,637,158$
Transfers In
Transfers Out
City of Iowa City
Budgeted Transfer Schedule
Fiscal Year 2018
103
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 725,765 645,875$ 20,052$ 3,499,707$ 4,963,821$
Special Revenue Funds:
Empl Benefits Levy 9,545,655 428,006 9,973,661
Road Use Tax 80,459 205,007 2,377,000 2,662,466
Transfers from TIF Districts 1,195,705 1,097,506 2,293,211
Enterprise Funds:
From Parking Operations 300,000 242,467 1,114,695 1,657,162
From Transit Operations 136,000 136,000
From Wastewater Operations 1,035,000 4,064,148 5,099,148
From Water Operations 922,600 1,940,865 2,863,465
From Landfill Operations 900,000 888,126 1,788,126
From Airport Operations 100,800 100,800
From Storm Water Operations 815,000 815,000
From IC Housing Authority 47,715 47,715
Capital Project Funds 225,000 225,000
Internal Service Funds:
From Equipment - -
Total Transfers In:10,941,956$ 1,358,778$ -$ 7,096,275$ 1,117,558$ -$ 4,991,300$ 7,119,708$ 32,625,575$
General
Special
Revenue
TIF Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 9,626,114$ 1,195,705$ 47,715$ 10,941,956$
Road Use Tax Fund 428,006 428,006
Other Special Revenue Funds 725,765 205,007 930,772
Debt Service Fund 20,052 1,097,506 1,117,558
Enterprise Funds 3,499,707 225,000 1,266,593 4,991,300
Debt Service Reserves 7,119,708 7,119,708
Capital Project Funding 645,875 2,377,000 - 4,073,400 7,096,275
Total Transfers Out:4,963,821$ 12,636,127$ 2,293,211$ 225,000$ -$ -$ 12,507,416$ -$ 32,625,575$
City of Iowa City
Projected Budget Transfer Schedule
Fiscal Year 2019
Transfers In
Transfers Out
104
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Budget
Change
in FTEs
FY2017-2018
Budgetary Funds
General Fund
City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 -
City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 -
City Attorney 5.60 5.60 5.60 5.60 5.60 5.50 5.50 5.50 -
City Manager:
City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Communications Office (1)3.50 4.00 2.00 3.00 3.00 7.50 7.50 6.00 (1.50)
Human Resources 4.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 -
Human Rights 2.50 2.50 2.00 2.00 2.00 2.00 2.00 2.00 -
Economic Development (2)- - - - - - - 1.00 1.00
Finance:
Finance Adminstration (3)2.86 2.65 2.65 3.65 3.15 3.15 3.15 2.15 (1.00)
Accounting 7.00 8.00 8.00 8.00 7.00 7.60 7.60 7.60 -
Purchasing 4.00 4.00 3.94 3.44 3.44 3.44 3.50 3.50 -
Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 -
Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Disaster Assistance 0.40 0.40 0.40 0.38 - - - - -
Police:
Police Administration 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 -
Police Administrative Services 18.00 18.00 18.00 20.00 20.00 20.00 19.00 19.00 -
Police Field Operations 81.00 80.00 80.00 80.00 80.00 80.00 80.00 80.00 -
Fire:
Fire Administration 4.00 3.00 4.00 4.00 3.00 3.00 3.00 3.00 -
Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 -
Fire Prevention 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Housing & Inspection Services:
Housing and Inspection Admin 2.00 2.00 2.00 2.00 2.00 - - - -
Parks and Recreation:
Park and Rec Admin 2.00 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 5.00 0.67
Recreation (4)15.42 15.42 15.42 15.42 15.42 14.42 15.42 14.75 (0.67)
Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 -
Park Maintenance Operations (5)11.00 11.00 11.00 11.00 11.00 12.00 15.00 15.00 -
Forestry 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 3.00 - - -
Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Library:
General Library 42.39 42.89 42.88 42.38 42.38 42.27 43.27 43.27 -
Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.75 0.50 0.50 0.50 -
Library Gifts and Bequests - - - - - - 0.40 0.40 -
Library Foundation Office - - - 2.00 2.00 2.00 2.00 2.00 -
Senior Center Administrations 6.31 6.50 6.50 6.50 6.50 6.50 7.00 7.00 -
Neighborhood & Dvlpmnt Services:
Neighborhood & Dvlpmnt Admin 2.55 2.55 2.55 2.55 2.55 1.55 1.55 1.55 -
Sustainability Services - - - - 1.00 1.00 1.00 -
Community Development 1.05 0.85 1.20 1.75 1.75 1.55 3.63 3.63 -
Neighborhood Services 1.00 1.00 1.00 1.00 1.00 1.05 1.95 1.95 -
Housing Inspection 5.75 5.75 5.75 5.25 5.25 5.55 6.20 6.20 -
Human Services - - 0.15 0.15 0.15 0.15 - - -
Economic Development (2)1.00 1.00 1.00 1.00 1.00 2.00 1.00 - (1.00)
Urban Planning (6)3.50 3.50 2.50 2.50 2.50 3.50 3.50 4.00 0.50
Building Inspection 7.80 7.80 7.80 6.30 6.30 7.30 7.30 7.30 -
Public Works:
Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Engineering Services 12.10 12.10 12.10 12.10 12.10 12.00 16.00 16.00 -
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
105
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Budget
Change
in FTEs
FY2017-2018
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
Transportation & Resource Mgmt:
Transportation & Resource Admin (7)- - - - - - 2.00 3.00 1.00
CBD Maintenance Operations - - - - - - 1.00 1.00 -
Mass Transit 56.25 56.25 - - - - - - -
Sub-total General Fund 411.57 411.22 351.90 354.43 351.55 356.74 368.18 367.18 (1.00)
Special Revenue Funds
Community Development Block Grant 2.88 2.88 2.63 2.48 2.48 2.38 - - -
HOME Program 0.95 0.95 0.70 0.50 0.50 0.45 - - -
Road Use Tax:
Traffic Engineering (8)4.15 4.15 4.15 4.15 4.15 3.90 4.50 3.00 (1.50)
Streets System Maintenance (8)(9)25.50 25.50 25.50 25.50 25.50 25.25 25.50 29.00 3.50
Other Shared Revenues 1.60 1.60 1.60 1.62 - - - - -
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 4.70 -
Employee Benefits 0.26 0.55 0.55 0.55 0.55 0.55 0.55 0.55 -
Sub-total Special Revenue Funds 41.94 42.43 40.93 40.40 38.78 37.23 35.25 37.25 2.00
Enterprise Funds
Parking 32.75 32.75 29.25 26.25 26.25 23.13 21.63 21.63 -
Mass Transit - - 51.75 51.25 51.25 51.13 50.63 50.63 -
Wastewater (10)25.60 25.40 25.40 24.40 24.65 24.65 25.40 26.00 0.60
Water 32.75 32.75 32.75 31.75 32.00 32.00 31.75 31.75 -
Refuse Collection (7)20.35 20.35 20.35 19.35 19.35 17.85 17.50 17.50 -
Landfill (7)(11)15.50 17.50 17.50 16.50 16.50 15.50 14.00 14.00 -
Airport Operations 1.75 1.75 1.00 1.00 1.00 1.00 1.00 1.00 -
Storm Water (10)1.90 2.10 2.10 2.10 2.60 2.60 2.10 1.50 (0.60)
Cable Television 6.69 6.63 6.63 6.63 5.63 - - - -
Housing Authority 13.25 13.25 13.18 12.19 10.19 10.19 9.60 9.60 -
Sub-total Enterprise Funds 150.54 152.48 199.91 191.42 189.42 178.05 173.61 173.61 -
Capital Project Funds
ERP Software-Finances & HR/Payroll 1.00 1.00 1.00 1.00 - - - - -
Fire Station #4 1.00 1.00 - - - - - - -
Iowa City Gateway Project - 1.00 1.00 1.00 1.00 1.00 - - -
420th Street Industrial Park 1.00 1.00 - - - - - - -
West Side Levee Project - - 1.00 1.00 1.00 1.00 - - -
Rocky Shore Lift Station Project - - - - - 2.00 - - -
S Wastewater Plant Expansion - 1.00 3.00 3.00 3.00 - - - -
Sub-total Capital Project Funds 3.00 5.00 6.00 6.00 5.00 4.00 - - -
Total Budgetary Funds 607.05 611.13 598.74 592.25 584.75 576.02 577.04 578.04 1.00
Non-Budgetary Funds
Internal Service Funds
Equipment 11.26 11.26 10.75 10.75 10.75 10.75 10.75 10.75 -
Risk Management 2.01 1.80 1.80 1.80 1.80 1.80 1.80 1.80 -
Information Technology Services (12)11.30 11.80 10.86 9.86 9.86 9.86 9.80 10.80 1.00
Central Services 0.75 0.75 0.76 0.50 0.50 0.50 0.50 0.50 -
Sub-total Internal Service Funds 25.32 25.61 24.17 22.91 22.91 22.91 22.85 23.85 1.00
Agency Funds
Library Foundation Office 1.00 1.00 1.00 - - - - - -
Sub-total Agency Funds 1.00 1.00 1.00 - - - - - -
Total Non-Budgetary Funds 26.32 26.61 25.17 22.91 22.91 22.91 22.85 23.85 1.00
Total Full-Time Equivalents 633.37 637.74 623.91 615.16 607.66 598.93 599.89 601.89 2.00
106
(1) A .50 FTE Clerical Assistant – Cable TV and a 1.00 FTE Communications Assistant are being eliminated.
(2) The Economic Development Division is moving to the City Manager's Office from Neighborhood & Development Services Department
(3) A 1.00 FTE Budget Management Analyst position will be eliminated, and a 1.00 FTE Budget Management Analyst position will be
reclassified as a Budget & Compliance Officer.
(4) The 0.67 FTE of the Facilities Manager was moved from the Recreation activity into the Government Buildings activity.
(5) 1.00 FTE Maintenance Worker I was reclassified from Parks to Athletic Fields.
(6) The historic preservation planner is being reclassified from an hourly employee, up to 20 hours per week to a permanent half
time (.50 FTE) position.
(7) A 1.00 FTE Associate Director of Resource Management was added into the fiscal year 2018 budget. This position is allocated to
the enterprise funds (Refuse Collection Fund and Landfill Fund) through Administrative Chargebacks.
(8) The Streets Superintendent, Assistant Streets Superintendent, and Senior Clerk/Typist – Streets had been split 50%/50% between the
Traffic Engineering activity and the Streets System Maintenance activity through fiscal year 2017. In fiscal year 2018, these positions are
now budgeted 100% in Streets System Maintenance.
(9) Two full-time Maintenance Worker I positions have been added in the fiscal year 2018 budget and have been budgeted in the
Streets System Maintenance activity.
(10) The split of Maintenance Worker positions with the Storm Water Management division has been eliminated. This moves 0.60 FTE
from Storm Water Management to Wastewater Treatment.
(11) The allocation of the Recycling Coordinator position from 0.25 Landfill Operations and 0.75 Solid Waste Surcharge Reserve was
changed to 0.00 Landfill Operations and 1.00 Solid Waste Surcharge Reserve.
(12) ITS division will be creating a new Solutions Architect position in fiscal year 2018.
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
0
100
200
300
400
500
600
700
2011
Adopted
2012
Adopted
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Budget
FTE Summary by Fund Type
Last Eight Years
General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds
107
108
GENERAL FUND
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Expenditures
Division Summaries
F
Y
2
0
1
8
GENERAL FUND
The General Fund is the City’s main operating fund and includes activities for the following
departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks
& Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works,
and Transportation & Resource Management. We present a balanced budget for General
Fund in fiscal year 2018, with revenue & transfers in and expenditures & transfers out projected
at $62.0 & $61.7 million, respectively. In fiscal year 2016, Cable Television operations were
merged into the General Fund. Prior year activity for the Cable Television operations can be
found in the Cable Television Fund in the Enterprise Fund section of the budget.
A. General Fund Revenues
Revenues & Transfers In 2016
Actual
2017
Revised
2018
Budget
2019
Projected
Property Taxes 29,796,656$ 31,739,199$ 32,862,685$ 32,862,685$
Other City Taxes 2,431,882 2,430,717 2,412,354 2,412,354
Licenses And Permits 3,056,051 2,450,882 2,551,850 2,551,850
Use Of Money And Property 689,835 706,672 671,957 671,957
Intergovernmental 3,803,459 3,664,921 3,497,070 3,497,070
Charges For Fees And Services 1,607,320 1,358,601 1,374,189 1,374,189
Miscellaneous 4,603,845 5,697,432 5,935,042 5,998,415
Other Financial Sources 2,678,802 2,007,295 1,965,208 1,965,208
Sub-total Revenues:48,667,850 50,055,719 51,270,355 51,333,728
Transfers In 12,468,366 10,560,745 10,680,948 10,941,956
Total Revenues & Transfers In 61,136,216$ 60,616,464$ 61,951,303$ 62,275,684$
111
1. Property Taxes - Property tax revenue of $32.9 million is the primary funding source for
General Fund operations, providing approximately 64% of total revenue, excluding
transfers in, in fiscal year 2018. The fiscal year 2018 budget is an increase of 3.5% of
the fiscal year 2017 revised budget of $31.7 million and there is an average increase of
3.3% over the last five years. These totals do not include the transfer-in of the
Employee Benefits property tax levy from the Employee Benefits Fund. There are a
number of factors which determine the City’s tax levy each year: property valuations by
class, the state’s annual Assessment Limitation Order (rollback), TIF district valuations
and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal
Policies, restrictions from external entities on other financing sources, and funding
requirements for projected expenditures.
100% Assessment - Property valuations are set by the City and County Assessor. State
law requires that all real property be reassessed every two years, specifically in odd-
numbered years. Since 2003, valuations within the Iowa City corporate limits have
increased an average of 6.8% in revaluation years and 2.3% in non-revaluation years.
Valuations reported by the Johnson County Auditor’s office for January 1, 2016 served as
the basis for determining property tax revenue in fiscal year 2018. Their report indicates
an 2.7% increase in total assessed value in the last year, from $5.35 billion to $5.49 billion.
112
Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth
limitation of three percent (3%) annually on taxable residential property valuations. Each
year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by
class which, when applied, determines taxable valuations. The growth restriction is applied
to the residential valuations, limiting the growth percentage in taxable value to agricultural
valuations. The impact is that the percentage growth in taxable valuations for urban
residential property each year is limited to either three percent (3%) or the growth in
agricultural property, whichever is lower.
Property Tax growth restrictions and rollbacks were changed with State legislation in 2013
with Iowa Senate File 295. That legislation added the following changes to property
taxation:
1. the annual growth limitation on residential property of three percent (3%) was
decreased from four percent (4%) starting in fiscal year 2015;
2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and
railroad property classes starting in fiscal year 2015 and was lowered to ninety
percent (90%) starting in fiscal year 2016
3. the State added a reimbursement or “backfill” to jurisdictions for lost revenue due
to the rollback of valuation on commercial, industrial, and railroad properties; this
“backfill” is locked at the fiscal year 2017 amounts going forward starting in fiscal
year 2018;
4. a new multi-residential class of property was added in fiscal year 2017 that has a
declining rollback which will decrease each year until it matches the residential
rollback percentage.
In fiscal year 2009, the rollback exempted $1.7 billion of Iowa City’s assessed valuation.
In fiscal year 2018 the rollback will exempt $2.0 billion of assessed valuations. The
residential and agricultural rollbacks for fiscal year 2018 are 56.9391% and 47.4996%,
respectively, compared to fiscal year 2017 rollbacks of 55.6259% and 46.1068%,
respectively.
Also, in fiscal year 2018 the commercial, industrial, and railroad rollback is 90%, which is
the same as fiscal year 2017. The multi-residential rollback in fiscal year 2018 is 82.5%
compared to the fiscal year 2017 rate of 86.25%. The following graph illustrates the impact
of the rollback on taxable valuations.
113
2. Other City Taxes - This category, estimated at $2.4 million in fiscal year 2018, includes
Hotel Motel Taxes of $1,078,760, $400,794 in gas and electric excise taxes, and $895,000
in utility franchise taxes. The fiscal year 2018 budget is a decrease of 0.8% of the fiscal
year 2017 revised budget of $2.4 million and there is an average decrease of 18.1%
over the last five years. The change is primarily from the local option sales tax, which
ended June 30, 2013.
a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at
$1,078,760 in fiscal year 2018, the seven percent (7%) tax on gross hotel/motel room
rental receipts is distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the
generation, distribution, and delivery of electricity and natural gas. This tax replaced
the taxation on utility property in 1999. Cities are required to calculate property tax
revenues with and without gas and electric utility property valuations. The calculated
difference is required to establish the General Property Tax Equivalents which is the
basis of the Iowa Department of Revenue distribution formula.
114
c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa
state legislature during its 2009 session, establishing cities’ right to impose a franchise
tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed
and approved an ordinance establishing a one percent (1%) tax to be expended for
the following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican Energy
Company’s gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency services.
3) Public infrastructure to support commercial and industrial economic
development.
Of the $895,000 estimate for fiscal year 2018, approximately $604,125 will remain in the
City’s general fund for maintenance of the right-of-way and operational costs associated
with Fire Station #4. The remaining $290,875 is for recurring capital improvement projects
(CIP) in the right of way.
3. Licenses & Permits - This category consists of revenue received for building and rental
housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer,
liquor and cigarette permit/license fees (state regulated), sign permits, burial permits,
animal licensing and some miscellaneous fees. Fiscal year 2018 budget for Licenses and
Permits is estimated at $2.6 million. The fiscal year 2018 revenue is an increase of 4.1%
of the fiscal year 2017 revised budget of $2.5 million and there is an average increase of
11.1% over the last five years. These increases are primarily due to the increase in
construction permits and licenses revenue and the addition of franchise fees from Cable
Television operations moving into the General Fund in fiscal year 2016.
4. Use of Money & Property - This revenue source consists of interest income and rents
and is budgeted at $671,957 for fiscal year 2018. The fiscal year 2018 budget is a
decrease of 4.9% of the fiscal year 2017 revised budget of $706,672; however, there is
an average increase of 2.4% over the last five years. The decrease from the fiscal year
2017 estimate is from a decrease in estimated interest income; the average increase
over the last five years is a result of increased rent revenue.
5. Intergovernmental - This revenue category includes state and federal grants, 28-E
agreements, and contracts with local governmental entities. Intergovernmental revenue
is budgeted at $3.5 million in fiscal year 2018. The fiscal year 2018 budget is a
decrease of 4.6% of the fiscal year 2017 revised budget of $3.7 million and there is an
average increase of 6.2% over the last five years. The decrease from the fiscal year
2017 amount and the average increase over the last five years are from estimates in the
property tax credits from property tax backfill from the state.
115
The majority of intergovernmental revenue is the result of 28E agreements with local entities
for services provided to area residents, as shown in the following schedule. The largest of
these agreements is for fire protection services to the University of Iowa, estimated at $1.7
million in fiscal year 2018, with $1.4 million receipted into the General Fund. The remainder is
deposited into the employee benefits fund as reimbursement for a percentage of Fire
employee benefits and into the capital projects fund as reimbursements for a percentage of
Fire capital assets.
6. Charges for Fees and Services – These revenues are for direct fees and charges for the use
of a City service, facility, or program. Divisions with fee-based services include: Parks and
Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building
Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services
are budgeted at $1.4 million in fiscal year 2018. The fiscal year 2018 revenue is an increase
of 1.2% of the fiscal year 2017 revised budget of $1.4 million; however, there is an average
decrease of 0.9% over the last five years. The increase from the fiscal year 2017 estimate
is due to a projected increase in building and development fee revenue; the average
decrease is a result of a substantial decrease in building and development fee between
fiscal year 2016 and fiscal year 2017.
FY2016 FY2017 FY2018 FY2019
Intergovernmental Funding Actual Revised Budget Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 217,404$ 225,985$ 217,370$ 217,370$
IC Comm. Schools - Mercer Pool 78,318 99,000 78,320 78,320
County, Univ Heights, Hills - Library 466,160 461,333 466,150 466,150
Johnson County - Senior Center 59,224 59,224 59,220 59,220
Downtown District - Police Department 10,000 10,000 10,000 10,000
University Heights - Fire Department - 30,000 32,000 32,000
Local Governmental Revenue:831,106 885,542 863,060 863,060
State Revenue:
Public Safety Grants 215,835 233,640 203,114 203,114
University of Iowa - Fire Protection 1,385,095 1,375,000 1,385,100 1,385,100
University of Iowa - NDS Analysis - 35,000 - -
Operating Grants 84,197 89,743 81,850 81,850
Property Tax Credits 1,191,442 986,598 928,217 928,217
Other State Grants 10,020 9,000 9,150 9,150
State Disaster Assistance 56,507 - - -
Total State Revenue:2,943,096 2,728,981 2,607,431 2,607,431
Federal Revenue:
Public Safety Grants 29,257 50,398 26,579 26,579
Total Federal Revenue:29,257 50,398 26,579 26,579
Total - Intergovernmental Funding:3,803,459$ 3,664,921$ 3,497,070$ 3,497,070$
116
7. Miscellaneous - Miscellaneous revenue is budgeted at $5.9 million in fiscal year 2018. This
category includes a variety of revenue sources, including parking fines ($351,210), magistrate
court fines and surcharges related to code enforcement ($253,180) and library fines
($155,520). Also included within this category are internal chargebacks of $4.2 million to the
City’s capital project funds and proprietary funds for services rendered by administrative
divisions. The fiscal year 2018 revenue is an increase of 4.2% of the fiscal year 2017
revised budget of $5.7 million and there is an average increase of 6.1% over the last five
years. The increase from the fiscal year 2017 and the average increase amounts are due
to the administrative chargebacks for the Transportation & Resources Management
Administration division that started in fiscal year 2017 and the Engineering Division that
started in fiscal year 2016.
8. Other Financing Sources – Other financing sources include a limited number of special
transactions that are used to account for non-operating revenues/receipts such as the
proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $2.0
million in fiscal year 2018, which is a decrease of 2.1% from the revised budget in fiscal year
2017 of $2.0 million. The decrease is from the UniverCity program. The UniverCity activity is
budgeted at $1.7 million in fiscal year 2018, which consists of the proceeds from the sale of
assets ($850,000) and loan proceeds from financial institutions ($850,000). There is an
average increase of 40.6% over the last five years. The change is from the UniverCity
program since fiscal year 2014.
9. Transfers In - includes an approximate $9.5 million transfer-in of the Employee Benefits Levy
from the Employee Benefits Special Revenue Fund. This category also includes allocation of
funds to equipment replacement reserves, and operating support from other funds for specific
staff positions and expenditures. The category is budgeted at $10.7 million in fiscal year 2018.
117
B. General Fund Expenditures
Expenditures &2016 2017 2018 2019
Transfers Out Actual Revised Budget Projected
Personnel 35,579,630$ 39,093,574$ 40,620,033$ 41,838,634$
Services 8,290,221 10,277,306 10,125,386 10,281,894
Supplies 1,515,890 1,605,411 1,703,693 1,709,207
Capital Outlay 1,970,355 3,368,705 2,719,115 2,268,570
Other Financial Uses 1,842,500 900,000 850,000 850,000
Contingency - 166,519 545,000 560,000
Sub-total Expenditures:49,198,596 55,411,515 56,563,227 57,508,305
Transfers Out 12,842,428 25,643,570 5,105,770 4,963,821
Total Expenditures &
Transfers Out 62,041,024$ 81,055,085$ 61,668,997$ 62,472,126$
118
1. Personnel - Personnel costs account for approximately 71.8% of budgeted expenditures
(excluding transfers out) within the General Fund in fiscal year 2018. Employee benefit costs
are discussed in greater detail in the City Manager Address.
2. Services - Expenditures for services are budgeted at $10.1 million in fiscal year 2018. Initial
projections were based on fiscal year 2016 actual expenditures and projected at 1.51%
annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI-U)
over the last five fiscal years.
A number of operating costs within the services category have more specific inflationary
guidelines and methods of projection. This includes funding for liability, fire & casualty
insurance premiums; professional and consultant services; internal service fund charges
(Equipment, Information Technology Services, Risk Management, and Central Services);
training & education; building and equipment repair and maintenance services; vehicle and
equipment rentals. These costs are adjusted individually each year, based on specific
operating plans and projects, claims/loss history, trend analysis, and operations-specific
needs, each year.
The Services category also includes funding for initiatives such as Aid to Human Service
Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors
Bureau, and Community and Economic Development Assistance, as follows:
$300,000 Aid to Human Service Agencies
$865,700 Community Event / Program Funding
$269,690 ICCVB – Community / Economic Development Assistance
$135,000 Economic Development Assistance
3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such
as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of
buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.7 million in
fiscal year 2018. Individual items under costing under $5,000 are considered supplies. This
limit is consistent with the threshold utilized to capitalize assets for the comprehensive
annual financial report.
4. Capital Outlay – The general fund capital outlay is budgeted at $2.7 million in fiscal year
2018 and includes police vehicle replacements, library materials, operating equipment,
UniverCity Properties, and building maintenance and improvements of $5,000 or greater.
5. Other Financial Uses - This category is budgeted at $850,000 in fiscal year 2018. This
consists from loan repayments to financial institutions that are from the homes sold in the
UniverCity program
119
6. Contingency - A General Fund contingency amount is established each fiscal year for
those unforeseen expenditures that arise following formal adoption of the annual budget.
This amount is available for appropriation by formal amendment, subject to
recommendation from the Finance Director and City Manager, and approval by City Council.
Contingency is budgeted at one percent (1%) of General Fund expenditures (excluding
transfers) - approximately $545,000 in fiscal year 2018.
7. Transfers Out - This category is budgeted at $5.1 million in fiscal year 2018. The largest
transfers out is from the transit property tax levy of $3.4 million that is transferring into the
Transit Fund. Other major transfers out include approximately $798,000 to the Capital
Projects Fund and $650,000 to the Affordable Housing Fund.
C. Fund Balance
It is part of the City’s Financial & Fiscal Policies that the General Fund’s unassigned fund
balance shall not fall below twenty percent (20%) of total revenues and transfers in and not
grow greater than thirty percent (30%). This policy also states that fund balance in excess of
thirty percent (30%) of revenues and transfers in will be transferred to the City’s Emergency
Fund, used to retire outstanding debt, and/or used to provide property tax relief. In fiscal year
2014, fiscal year 2015, and fiscal year 2016, $1.7 million, $1.3 million, and $1.7 million,
respectively, of General Fund unassigned fund balance was transferred into the Emergency
Fund. Also, in fiscal year 2017 unassigned fund balance of $500,000 will be transferred into
the Emergency Fund, which will bring the City’s Emergency Fund balance to $5.2 million.
General Fund’s unassigned fund balance is relied upon to provide cash flow during the first
quarter of the fiscal year as the majority of property taxes are not received until
October/November. The following chart demonstrates how expenditures have exceeded
receipts in the first three months over the past ten years.
3 Months @
Sept. 30 Receipts Expenditures Shortfall
FY2017 7,917,409$ 15,727,049$ (7,809,640)
FY2016 10,402,991 13,341,071 (2,938,080)
FY2015 7,163,587 13,309,505 (6,145,918)
FY2014 11,705,632 15,145,130 (3,439,498)
FY2013 9,727,204 16,725,202 (6,997,998)
FY2012 12,090,490 15,441,933 (3,351,443)
FY2011 8,976,380 13,778,695 (4,802,315)
FY2010 8,934,768 13,186,810 (4,252,042)
FY2009 6,496,526 13,877,093 (7,380,567)
FY2008 7,041,379 12,484,773 (5,443,394)
120
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 44,499,871$ 47,793,327$ 49,045,399$ 48,135,654$ 27,697,033$ 27,979,339$
Revenues:
Property Taxes 28,440,226$ 29,421,531$ 29,796,656$ 31,739,199$ 32,862,685$ 32,862,685$
Other City Taxes 2,947,501 2,487,767 2,431,882 2,430,717 2,412,354 2,412,354
Licenses And Permits 1,659,843 1,805,901 3,056,051 2,450,882 2,551,850 2,551,850
Use Of Money And Property 647,032 800,227 689,835 706,672 671,957 671,957
Intergovernmental 2,789,683 3,519,060 3,803,459 3,664,921 3,497,070 3,497,070
Charges For Fees And Services 1,357,363 1,509,496 1,607,320 1,358,601 1,374,189 1,374,189
Miscellaneous 4,502,885 4,446,754 4,603,845 5,697,432 5,935,042 5,998,415
Other Financial Sources 5,565,082 2,762,834 2,678,802 2,007,295 1,965,208 1,965,208
Sub-Total Revenues 47,909,615 46,753,570 48,667,850 50,055,719 51,270,355 51,333,728
Transfers In:
Operating Transfers In 10,870,809 10,642,456 12,468,366 10,560,745 10,680,948 10,941,956
Sub-Total Transfers In 10,870,809 10,642,456 12,468,366 10,560,745 10,680,948 10,941,956
Total Revenues & Transfers In 58,780,424$ 57,396,026$ 61,136,216$ 60,616,464$ 61,951,303$ 62,275,684$
Expenditures by Department:
City Council 123,298$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
City Clerk 533,845 518,724 524,930 536,351 595,728 572,150
City Attorney 676,519 690,901 681,567 742,002 762,815 785,217
City Manager 1,500,672 1,805,223 2,154,216 2,556,386 4,087,474 4,174,955
Finance 3,475,824 3,751,801 3,598,458 4,082,105 4,349,980 4,432,833
Police 12,248,973 12,389,622 12,443,823 13,456,739 13,827,954 13,971,383
Fire 7,401,786 7,598,771 7,486,023 7,973,265 8,169,242 8,378,769
Parks and Recreation 7,382,727 7,628,887 7,324,281 8,121,737 8,139,582 8,297,360
Library 5,877,520 5,908,777 6,083,034 6,347,022 6,526,559 6,634,938
Senior Center 825,124 834,813 823,992 1,010,358 949,924 945,312
Neighborhood & Development Services 8,597,166 6,958,307 6,614,830 7,503,809 5,799,276 5,883,527
Public Works 1,142,899 1,137,570 1,342,700 2,317,845 2,384,366 2,445,778
Transportation & Resource Management - - 13,008 654,470 861,737 874,754
Sub-Total Expenditures 49,786,353 49,320,669 49,198,596 55,411,515 56,563,227 57,508,305
Transfers Out:
Capital Project Fund 769,848 1,605,164 7,302,103 21,545,644 797,625 645,875
GO Bond Abatement 158,624 195,537 201,017 60,052 20,052 20,052
General Levy 190,470 187,489 212,196 187,825 183,395 193,196
Emergency Fund 1,656,058 1,338,516 1,704,205 500,000 - -
Transfers Out - Transit Fund 2,858,163 2,972,534 3,108,169 3,272,464 3,382,276 3,382,276
Transfers Out - Affordable Housing Fund - - - - 650,000 650,000
Misc Transfers Out 67,452 524,045 314,738 77,585 72,422 72,422
Sub-Total Transfers Out 5,700,615 6,823,285 12,842,428 25,643,570 5,105,770 4,963,821
Total Expenditures & Transfers Out 55,486,968$ 56,143,954$ 62,041,024$ 81,055,085$ 61,668,997$ 62,472,126$
Fund Balance, June 30 47,793,327$ 49,045,399$ 48,140,591$ 27,697,033$ 27,979,339$ 27,782,897$
Prior Year Accounting Adjustment - - (4,937) - - -
Adjusted Fund Balance, June 30 47,793,327 49,045,399 48,135,654 27,697,033 27,979,339 27,782,897
Restricted / Committed /Assigned 29,808,720 29,738,181 24,716,300 6,777,475 6,717,235 6,920,380
Unassigned Balance 17,984,607$ 19,307,218$ 23,419,354$ 20,919,558$ 21,262,104$ 20,862,517$
% of Revenues & Transfers In 31%34%38%35%34%34%
City of Iowa City
General Fund (1000 - 1023)
Fund Summary
121
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 653,297$ 737,512$ 756,858$ 824,176$ 833,744$ 946,027$
Library Foundation Development (2,242) (4,087) (19,291) (19,291) (19,291) (19,291)
Library Equipment Replacement Reserve 143,824 185,242 176,268 238,690 253,112 315,534
Senior Center Gift Funds 33,709 33,835 13,798 561 561 561
New Horizons Band 1,546 362 10 10 10 10
Cable Replacement Reserves - - 162,392 137,392 109,722 94,722
Energy Efficiency Revolving Loan Fund - 101,053 144,494 105,725 149,165 192,605
Fire Equipment Replacement Reserve 626,562 496,549 - - - -
Park Land Acquisition Reserve 185,608 - - - - -
Park Land Development Reserve 23,437 23,437 - - - -
1,665,741$ 1,573,903$ 1,234,529$ 1,287,263$ 1,327,023$ 1,530,168$
Committed:
(Available for current and / or future operations)
Emergency Funds 1,656,058$ 2,994,574$ 4,698,779$ 5,198,779$ 5,198,779$ 5,198,779$
1,656,058$ 2,994,574$ 4,698,779$ 5,198,779$ 5,198,779$ 5,198,779$
Restricted:
(Not available for general operations)
Police Forfeiture Share 528,507$ 454,084$ 386,338$ 286,338$ 186,338$ 186,338$
Police Abandon Property - 55,992 71,745 5,095 5,095 5,095
Local Option Sales Tax 25,252,557 24,282,784 18,262,595 - - -
Restricted (Unspent Bond Proceeds)705,857 376,844 62,314 - - -
26,486,921$ 25,169,704$ 18,782,992$ 291,433$ 191,433$ 191,433$
Total Assigned / Committed / Restricted:29,808,720$ 29,738,181$ 24,716,300$ 6,777,475$ 6,717,235$ 6,920,380$
Unassigned:17,984,607 19,307,218 23,419,354 20,919,558 21,262,104 20,862,517
General Fund Ending Fund Balance 47,793,327$ 49,045,399$ 48,135,654$ 27,697,033$ 27,979,339$ 27,782,897$
City of Iowa City
General Fund
Assigned, Committed & Restricted Fund Balance
122
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Property Taxes
Property Taxes 28,440,226$ 29,421,531$ 29,796,656$ 31,739,199$ 32,862,685$ 32,862,685$
Other City Taxes
Gas/Electric Excise Tax 446,407 489,408 441,082 432,360 400,794 400,794
Mobile Home Tax 37,327 39,283 37,803 39,282 37,800 37,800
Hotel/Motel Tax 967,050 1,057,386 1,078,762 1,057,385 1,078,760 1,078,760
Local Option Sales Tax 465,530 - - - - -
Utility Franchise Tax 1,031,187 901,690 874,235 901,690 895,000 895,000
Licenses And Permits
General Use Permits 82,747 99,658 80,171 99,747 80,180 80,180
Food & Liq Licenses 100,437 120,434 92,738 120,650 92,740 92,740
Professional License 16,610 18,704 18,700 18,660 18,710 18,710
Franchise Fees - - 733,644 720,000 692,140 692,140
Const Per & Ins Fees 1,427,856 1,537,002 2,102,624 1,463,225 1,639,240 1,639,240
Misc Lic & Permits 32,193 30,103 28,174 28,600 28,840 28,840
Use Of Money And Property
Interest Revenues 201,307 298,894 221,825 236,746 220,447 220,447
Rents 418,631 462,939 418,473 436,162 425,480 425,480
Royalties & Commiss 27,094 38,394 49,537 33,764 26,030 26,030
Intergovernmental
Fed Intergovnt Rev 120,228 355,630 29,257 50,398 26,579 26,579
Property Tax Credits 72,550 681,435 1,191,442 986,598 928,217 928,217
State 28E Agreements 1,370,309 1,330,770 1,385,095 1,410,000 1,385,100 1,385,100
Operating Grants 90,067 84,126 84,197 89,743 81,850 81,850
Disaster Assistance 3,633 25,621 56,507 - - -
Other State Grants 308,935 204,298 225,855 242,640 212,264 212,264
Local 28E Agreements 823,961 837,180 831,106 885,542 863,060 863,060
Charges For Fees And Services
Building & Devlpmt 401,648 404,629 579,755 366,750 382,400 382,400
Police Services 88,193 226,621 112,112 44,121 37,237 37,237
Animal Care Services 9,230 9,945 10,399 10,000 10,400 10,400
Fire Services 8,573 11,404 9,244 9,000 8,660 8,660
Transit Fees - 2,320 2,975 900 2,980 2,980
Culture & Recreation 768,033 741,912 761,363 812,093 820,454 820,454
Library Charges 46 39 22 - - -
Misc Charges For Svc 44,802 62,998 67,441 62,527 64,798 64,798
Water Charges 6,094 5,511 5,075 5,510 5,000 5,000
Refuse Charges 574 77 255 100 260 260
Parking Charges 30,170 44,040 58,679 47,600 42,000 42,000
Miscellaneous
Code Enforcement 415,839 322,537 253,174 300,500 253,180 253,180
Parking Fines 315,419 365,522 351,205 370,000 351,210 351,210
Library Fines & Fees 175,666 166,785 155,519 160,000 155,520 155,520
Contrib & Donations 318,367 345,690 256,427 367,519 377,972 377,972
Printed Materials 45,674 45,320 48,668 44,326 48,400 48,400
Animal Adoption 9,557 12,912 14,190 13,000 14,190 14,190
Misc Merchandise 23,376 27,913 24,560 24,422 28,670 28,670
Intra-City Charges 2,847,665 2,758,448 3,092,916 3,967,731 4,224,884 4,288,257
Other Misc Revenue 350,343 401,023 405,571 449,330 480,016 480,016
Special Assessments 979 604 1,615 604 1,000 1,000
Other Financial Sources
Sale Of Assets 1,683,887 1,383,359 2,088,104 993,389 956,508 956,508
Bonds 1,000,000 - - - - -
Loans 2,881,195 1,379,475 590,698 1,013,906 1,008,700 1,008,700
Total Revenues 47,909,615$ 46,753,570$ 48,667,850$ 50,055,719$ 51,270,355$ 51,333,728$
City of Iowa City
General Fund
Revenues by Type
123
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
City Council
City Council 123,298$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
City Clerk
City Clerk 533,845 518,724 524,930 536,351 595,728 572,150
City Attorney
City Attorney 676,519 690,901 681,567 742,002 762,815 785,217
City Manager
City Manager 538,785 584,585 574,679 644,337 768,915 789,778
Communications Office 285,044 439,963 801,431 934,635 851,400 861,194
Human Resources 414,271 453,730 440,974 582,497 554,916 569,714
Human Rights 262,572 326,945 337,132 394,917 398,529 408,803
Economic Development - - - - 1,513,714 1,545,466
Finance
Finance Adminstration 1,447,968 1,757,721 1,465,382 1,819,932 2,045,195 2,064,746
Accounting 764,176 710,865 734,456 801,385 837,517 861,547
Purchasing 309,725 327,709 349,584 365,299 370,733 381,456
Revenue 953,955 955,506 1,049,036 1,095,489 1,096,535 1,125,083
Police
Police Administration 741,617 776,957 896,463 1,012,189 1,074,145 1,103,988
Police Administrative Services 1,820,848 1,715,223 1,731,296 2,019,159 2,246,234 2,269,242
Police Field Operations 9,686,508 9,897,442 9,816,064 10,425,391 10,507,575 10,598,153
Fire
Fire Administration 758,093 734,520 779,473 986,253 996,756 996,068
Fire Emergency Operations 6,271,096 6,453,712 6,378,418 6,587,645 6,770,090 6,969,458
Fire Prevention 191,601 243,664 184,893 219,961 216,559 222,490
Fire Training 180,996 166,875 143,239 179,406 185,837 190,753
Parks and Recreation
Park and Rec Admin 760,043 1,233,412 973,167 1,126,181 1,180,143 1,210,805
Recreation 2,852,525 2,888,434 2,901,427 3,168,140 3,162,593 3,213,607
Park Maintenance 3,452,490 3,186,281 3,128,619 3,470,642 3,434,519 3,500,523
Cemetery Operations 317,669 320,760 321,068 356,774 362,327 372,425
Library
Library Operations 5,767,401 5,731,114 5,898,965 6,153,371 6,326,542 6,428,920
Library Foundation Office 110,119 177,663 184,069 193,651 200,017 206,018
Senior Center
Senior Center 825,124 834,813 823,992 1,010,358 949,924 945,312
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin 614,051 454,015 392,036 779,735 446,773 459,319
Neighborhood Services 6,079,302 4,289,283 3,916,469 3,861,087 3,727,678 3,754,572
Economic Development 810,266 931,813 906,962 1,076,723 - -
Development Services 1,093,547 1,283,196 1,399,363 1,786,264 1,624,825 1,669,636
Public Works
Public Works Administration 285,641 295,082 290,733 311,451 332,466 342,121
Engineering Services 857,258 842,488 1,051,967 2,006,394 2,051,900 2,103,657
Transportation & Resource Mgmt
Administration - - 13,008 654,470 861,737 874,754
Total Expenditures:49,786,353$ 49,320,669$ 49,198,596$ 55,411,515$ 56,563,227$ 57,508,305$
City of Iowa City
General Fund
Expenditures by Department and Division
124
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 the City Manager, City Attorney, and City Clerk. The City Manager serves
as the Chief Administrative Officer of the City.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 7.00 7.00 7.00
Financial Highlights:
Service expenditures include the City’s dues for the Iowa League of Cities, Iowa Metro
Coalition, and the National League of Cities.
125
City of Iowa City
Activity: City Council (110100)Fund: General (1000)
Division: City Council (110100)Department: City Council
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 121,449$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
Miscellaneous
Other Misc Revenue 1,849 - - - - -
Total Revenues 123,298$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
Expenditures:
Personnel 54,515$ 54,515$ 54,754$ 55,672$ 56,733$ 58,435$
Services 66,844 40,682 49,431 49,246 48,176 49,140
Supplies 1,939 2,076 3,549 4,508 3,681 3,755
Total Expenditures 123,298$ 97,273$ 107,734$ 109,426$ 108,590$ 111,329$
Personnel Services - FTE 2014 2015 2016 2017 2018
City Council 7.00 7.00 7.00 7.00 7.00
Total Personnel 7.00 7.00 7.00 7.00 7.00
Activity Summary
126
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 and posts public notices, ordinances, and
minutes as required by law. The City Clerk's office assists both staff and the general public in
researching information. Taxi company licenses and driver photo ID’s, dancing permits, outdoor
service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the
Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an
index of Council proceedings are also maintained in the office. In addition, the Clerk's office
provides service to Boards and Commissions by announcing and publishing vacancies;
monitoring applications and appointments; notifying applicants and updating the City website of
members.
The office provides staff support to the Community Police Review Board (CPRB), which was
formed based on a community initiative and established in 1997. The board reviews police
policies, procedures, and practices and may recommend modifications to them. The CPRB also
reviews reports prepared after investigation of complaints about alleged police misconduct and
then issues its own written report. The Board is also required to maintain a central registry of
complaints and holds at least one community forum each year for the purpose of hearing
community views on the policies, practices and procedures of the Iowa City Police Department.
HIGHLIGHTS
Recent Accomplishments:
• Meeting folders available on City web
site for 1853 to present (converted
microfilm)
• 1985 to present meeting folders
indexed, including OCR’ing and
organizing records for quicker retrieval
• Board and Commission online
application process and submittal
• Amended by-laws as necessary to
provide all vacancies occur July 1 or
December 1 each year
• Transfer of all taxi company and driver
information to new City site
Upcoming Challenges:
• Agenda Management software
purchase
• Ongoing updates of the older sections
of Oakland Cemetery; issuance of
electronic deeds
• Finish up conversion of microfilm,
which includes City projects
127
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 4.00 4.00 4.00
Staffing Level Change Summary:
There are no service level changes in fiscal year 2018 budget
Service Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget
Financial Highlights:
Fiscal year 2018 service expenditures include funds to cover the cost of the biennial City
Council election estimated at $70,000.
128
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Ordinances & Resolutions
Received and Finalized (including
attached documents e.g. Contracts)
439 584 408 485 444
Hours Processing Initiatives and
Referendum Petitions
New
Measure
New
Measure 238 N/A N/A
Legal Publications Published New
Measure
New
Measure 489 433 502
Council Meeting and Information
Packets Distributed
New
Measure
New
Measure 111 116 113
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Number of Licenses and Permits
Processed
New
Measure
New
Measure 772 769 579
Board & Commission Applications
Processed
New
Measure
New
Measure 64 102 61
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, Foster Healthy
Neighborhoods throughout the City, Maintain a Solid Financial
Foundation, Enhance Community Engagement and
Intergovernmental Relations, Promote Environmental
Sustainability, Advance Social Justice and Racial Equity
Foster Healthy Neighborhoods throughout the City, Maintain a
Solid Financial Foundation
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Provide support to the City Council, City staff, and individuals to
implement strategic plan.
Assist in dissemination of City Code information and in
enforcement; Accept subdivision applications; liquor licenses;
taxicab licenses; entertainment venues; special exceptions;
cigarette permit; solid waste container permits.
129
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Number of Committees/
Commissions Meetings Staffed
(Diversity; Charter Review;
Community Police Review Board;
Senior Services)
New
Measure
New
Measure 20 53 19
Number of folders converted from
microfilm
New
Measure
New
Measure
New
Measure 102 293
Number of Images converted from
microlfim
New
Measure
New
Measure
New
Measure 26,082 93,791
Number of Images Electronically
Archived (JC Recorder and Project
Files)
New
Measure
New
Measure 14,005 3,449 2,898
Number of Board and Commission
Meeting Packets Archived
New
Measure
New
Measure 173 201 149
Enhance Community Engagement and Intergovernmental
Relations
Provide support to the City Council, City staff, and individuals to
Efficient and timely release of information from Council and City
departments as requested (agenda packets, press releases,
etc.); and ad hoc committees. Archive documents as required by
state code and City policy.
130
City of Iowa City
Activity: City Clerk (120100)Fund: General (1000)
Division: City Clerk (120100)Department: City Clerk
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 490,850$ 472,060$ 482,322$ 497,630$ 552,873$ 529,169$
Licenses And Permits
Professional License 13,825 16,044 16,195 16,000 16,200 16,200
Miscellaneous
Code Enforcement 5,990 3,233 5,775 3,000 5,780 5,780
Other Misc Revenue 13,266 12,972 14,545 13,000 14,550 14,550
Printed Materials 57 52 25 50 - -
Total Revenues 523,988$ 504,361$ 518,862$ 529,680$ 589,403$ 565,699$
Expenditures:
Personnel 411,831$ 418,089$ 420,689$ 438,041$ 450,767$ 464,290$
Services 105,929 82,973 96,382 79,694 132,799 95,455
Supplies 6,228 3,299 1,791 2,445 5,837 5,954
Capital Outlay - - - 9,500 - -
Total Expenditures 523,988$ 504,361$ 518,862$ 529,680$ 589,403$ 565,699$
Personnel Services - FTE 2014 2015 2016 2017 2018
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 2017 2018
Software 9,500$ -$
Total Capital Outlay 9,500$ -$
Activity: Community Police Review Board (120200)Fund: General (1000)
Division: City Clerk Department: City Clerk
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 9,857$ 14,363$ 6,068$ 6,671$ 6,325$ 6,452$
Total Revenues 9,857$ 14,363$ 6,068$ 6,671$ 6,325$ 6,452$
Expenditures:
Personnel 585$ -$ -$ -$ -$ -$
Services 9,272 14,363 6,068 6,671 6,325 6,452
Total Expenditures 9,857$ 14,363$ 6,068$ 6,671$ 6,325$ 6,452$
Activity Summary
Activity Summary
131
CITY ATTORNEY
The City Attorney’s Office represents the City in court litigation and provides legal advice,
opinions, and services to City staff, boards, and commissions.
The City Attorney is appointed by the City Council and works at the direction of the City Council.
The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys.
In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the
various City departments and staff, and most City commissions, committees and boards. The
City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and
other legal documents; oversees property acquisition needed for public improvements; prepares
legal opinions for Council and City staff; and represents the City in litigation in which the City is
involved, including violations of City ordinances.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 5.50 5.50 5.50
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget
Financial Highlights:
The fiscal year 2018 personnel expenditures is an increase $22,452 or 3.24% for the estimated
salary and benefit costs over fiscal year 2017.
132
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Ordinances & Resolutions
Approved (including attached
documents e.g. Contracts)
439 584 408 485 444
Public Meetings of City Council,
Boards and Commissions Staffed
by City Attorney’s Office
New
Measure
New
Measure 90 113 91
Cases in State and Federal Courts
and Administrative Agencies
New
Measure
New
Measure 51 44 29
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Prosecution of Simple
Misdemeanors 469 462 366 326 256
Municipal Infraction Trials New
Measure
New
Measure 32 47 68
Housing Authority Hearings New
Measure
New
Measure 50 43 31
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Number of Closings 52 24 27 21 18
Professional handling of acquisition & purchases of homes in
programs endorsed by City Council (e.q. UniverCity & flood
buyout).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods
throughout the City, Maintain a Solid Financial Foundation,
Enhance Community Engagement and Intergovernmental
Relations, Promote Environmental Sustainability, Advance Social
Justice and Racial Equity
Provide professional legal advice and representation to the City
Council, City Manager, Department Directors and Staff and City
Assessor.
Foster Healthy Neighborhoods throughout the City, Maintain a
Solid Financial Foundation
Provide Professional Representation to City in enforcement of the
City Code and rules of the Housing Authority.
Foster Healthy Neighborhoods throughout the City
133
City of Iowa City
Activity: City Attorney (130100)Fund: General (1000)
Division: City Attorney (130100)Department: City Attorney
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 591,955$ 599,334$ 617,404$ 693,347$ 691,793$ 713,159$
Miscellaneous
Code Enforcement 764 858 775 800 780 780
Intra-City Charges 82,271 89,409 62,190 46,555 69,052 70,088
Other Misc Revenue 1,485 1,145 1,005 1,200 1,000 1,000
Printed Materials 44 150 193 100 190 190
Other Financial Sources
Sale Of Assets - 5 - - - -
Total Revenues 676,519$ 690,896$ 681,567$ 742,002$ 762,815$ 785,217$
Expenditures:
Personnel 636,717$ 647,802$ 644,271$ 692,118$ 714,570$ 736,007$
Services 32,902 32,214 29,533 37,650 36,652 37,385
Supplies 6,900 10,885 7,763 12,234 11,593 11,825
Total Expenditures 676,519$ 690,901$ 681,567$ 742,002$ 762,815$ 785,217$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 1.50 1.50 1.50
City Attorney 0.60 0.60 1.00 1.00 1.00
First Asst City Attorney 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.60 5.60 5.50 5.50 5.50
Activity Summary
134
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 City departments and advises the City Council on
matters relating to planning, development, and municipal operations. The City Manager
implements policy decisions of the City Council and enforces City ordinances through the
management of the City’s operating departments and the administration of the City’s personnel
system. The City Manager prepares a proposed annual budget and submits it to the City
Council for consideration and final approval consistent with State law, along with presenting
policy and program recommendations to the City Council.
There are five operating divisions within the City Manager’s Office: City Manager,
Communications Office, Human Resources, Human Rights, and Economic Development.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing changes in the fiscal year 2018 budget.
Service Level Change Summary:
Starting in fiscal year 2018, the Economic Development division is moving to the City Manager’s
Office from the Neighborhood & Development Services Department.
Financial Highlights:
Fiscal year 2018 service expenditures include $20,000 to conduct a resident survey in
conjunction with the next strategic planning process. The service expenditures also include
$110,700 for community and City event funding. The community and City event funding
expenditures were moved from the Non-Operational Admin activity budget in the Finance
Administration division to the City Manager’s budget. These expenditures also include $20,000
for the sponsorship of a U.C.I. cyclocross world cup event.
135
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Permit Processed 154 151 129 122 116
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
United Way and Iowa City Area Development Group (ICAD) Functions Attended
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
40 69 67 46 51
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Affordable and workforce housing units created
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
New
Measure
New
Measure
New
Measure 12 3
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Encourage a Vibrant and Walkable Urban Core
Support the cultural and economic vibrancy of the City while
allowing citizens to use City-owned property.
Process public assembly, parade, use of City Plaza, and
ambulatory vendor permits in a manner that supports the cultural
and economic vibrancy of the downtown and near downtown areas
while protecting public safety.
Foster Healthy Neighborhoods throughout the City
Encourage the development of affordable and workforce housing
units.
10% of residential units in City-incented projects devoted to
affordable housing.
Enhance Community Engagement and Intergovernmental
Relations
Enhance community relations to encourage cooperative projects to
help improve residents’ lives in the community.
Engage with local community and economic development
organizations to develop collaborative relationships to coordinate
service delivery and foster economic development.
136
City of Iowa City
Activity: City Manager (210100)Fund: General (1000)
Division: City Manager (210100)Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 538,622$ 584,071$ 574,179$ 643,837$ 768,415$ 789,278$
Miscellaneous
Other Misc Revenue 163 514 500 500 500 500
Total Revenues 538,785$ 584,585$ 574,679$ 644,337$ 768,915$ 789,778$
Expenditures:
Personnel 464,084$ 491,640$ 485,703$ 557,017$ 548,473$ 564,927$
Services 73,449 91,316 87,549 85,676 215,217 219,521
Supplies 1,252 1,629 1,427 1,644 5,225 5,330
Total Expenditures 538,785$ 584,585$ 574,679$ 644,337$ 768,915$ 789,778$
Personnel Services - FTE 2014 2015 2016 2017 2018
Adm Assistant To City Manager 1.00 - - - -
Administrative Analyst - 1.00 1.00 - -
Assistant To The City Manager 1.00 - - 1.00 1.00
Asst City Manager - 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
137
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 coverage,
informational efforts and promotional campaigns, maintains the City website and intranet,
manages social media, and works closely with Cable staff to create and share video content for
television, online and social media. The team coordinates with City staff to share and advise on
policies and procedures, publicizes city and community events, actively participates in local
events to engage with the public and provide information about the City while also supporting
customer service functions throughout the organization. The Communications Office also
provides creative services, as well as direction and support, to other City departments, and
staffs the front lobby information desk, which serves as the customer service hub of City Hall.
Cable TV Administration
Cable TV Administration oversees Cable office operations, monitors cable franchise agreement
compliance, provides a complaint resolution service for subscribers to the local cable company,
monitors the public access service contract compliance, and supports other local cable
television programming channels. Administration also serves as staff for the Iowa City
Telecommunications Commission (ICTC) and conducts special projects such as research or
community surveys. Administration monitors changes in Federal and State laws and regulations
and relevant legal decisions related to cable television.
Cable staff produces local government and community video programming including public
meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City
Foreign Relations Council; balanced political programming such as League of Women Voters
and other NGO forums; informational programming such as City departmental and community
organizational profiles, services, projects, or activities, including a wide variety of local musical
performances; as well as providing weekly and monthly news features that provide information
about Iowa City events and initiatives.
The Cable Office also schedules programming on City Channel 4, operates InfoVision channel
5, an interactive service providing local video programming on demand, and manages Channel
4's web presence, which includes live and archived streaming video.
Cable 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.
138
HIGHLIGHTS
The Cable TV office merged into the Communications Office two years ago, which has allowed
the Communications Office to have primary oversight of City-produced news, streamlining our
news coordination efforts and reducing overlap and expenses. Cable TV operations were
previously accounted for in an Enterprise Fund but were transferred to the General Fund in
fiscal year 2016.
Recent Accomplishments:
• Expanded Laserfiche capabilities throughout the City continue to improve public access
to required documents.
• Working closely with Public Works staff to share information regarding large public
projects, attending regular meetings and providing project updates for public awareness.
Some of these projects included the First Avenue Grade Separation Project, the
Washington Street revitalization in Downtown Iowa City, and the Gateway Project on
Dubuque Street in north Iowa City.
• Our website was launched successfully in 2015 and continues to be evaluated for
customer service and accessibility improvements.
• Implementation of a new employee e-newsletter has been well-received, helps inform
and engage staff, and continues to grow interest.
• Expanded social media platforms provide significant public engagement and analytics.
• Expanded e-subscription list to distribute City news and information to residents
• Conversion of static online pdf forms to web forms has created improved public access,
most notably in documents for the Building Inspections Division and Human Rights.
• Creation of online surveys and applications, and utilization of Eventbrite software for City
departments has improved customer service access by allowing payments for the
purchase of single items, such as Human Rights Annual Awards Banquet Breakfast
tickets; and improved registration and payment processes for Human Rights trainings
and events.
• Successful hiring and training of two key staff members who bring a great deal of
experience and new perspective to our office: a Digital Communications Specialist and a
Special Projects Assistant in our Cable Office.
• The Cable TV staff has increased its contributions to the City’s social media outreach
efforts, recognizing video as an effective format for communicating to the public about
City activities and events, including updates on major improvement projects taking place.
The weekly Iowa City Update series continues to provide timely promotion of important
messages, typically featuring 3-4 short, informational stories per episode. These stories
can then be edited and redistributed via social media as part of a multi-format
communications strategy.
• Started a Multimedia Internship program wherein students pursuing a career in
journalism and television news work with Cable TV staff to produce weekly stories that
promote and highlight City and community events and activities.
139
• Began using Facebook Live as a new platform for presenting information and
highlighting and providing an on-the-scene peek into local events.
• Completed a short video in collaboration with Human Resources to inform the public of
the many ways available to learn of job postings as well as how to apply for City jobs.
• Began migrating most of City Channel 4’s program archives and new programs to
YouTube for higher quality viewing and easier integration into the City’s website. Videos
continue to be viewable from the City Channel 4 website, but now through a YouTube
player, which is more widely used by and familiar to the general public.
Upcoming Challenges
• Intranet redesign
• Reorganizing content on the website
• Updating of online forms to convert them from static pdf’s to web forms for improved
accessibility
• Organizing and adding to our photograph library.
• Working with ITS to replace custom-created, in-house applications with software already
on hand (web forms, for example) or using turn-key replacements
• As the City grows, so does the number of messages needed to keep residents well-
informed. One challenge is to identify more ways to communicate through multimedia
outlets that can be utilized at increased levels of efficiency while continuing to create
engaging content that is easily received or accessed and understood by the public.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 7.50 7.50 6.00
Staffing Level Change Summary:
In fiscal year 2018, a .50 FTE Clerical Assistant – Cable TV and a 1.00 FTE Communications
Assistant are being eliminated. An additional temporary position is included in the
Communications Office fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The fiscal year 2018 supplies expenditures in the Communications Office are $59,643 or 105%
higher than in fiscal year 2017. This is due to the addition of $30,000 for Intranet redesign and
an increase in Laserfiche license fees from the continued addition of more Laserfiche modules.
140
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Social media growth and digital outreach growth using e-subscription service
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Twitter (followers)New
Measure 574 2,742 4,557 6,268
Facebook (Likes)New
Measure 520 1,191 2,414 3,415
Instagram (followers)New
Measure
New
Measure
New
Measure
New
Measure 704*
Media release activity 751 813 826 769 1,400
E-subscriptions New
measure
New
measure
New
measure 6,883 12,625
Video Programming FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Programming promoting urban core
activities and organizations 34 42 54 53 90
Programming promoting general
City initiatives, projects,
and public input
142 160 150 176 181
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Utilize social media, website, video messaging and media
outreach to provide access to a wide audience.
Note: Includes full-length and short programs, public service announcements, & program segments
* As of 09/02/2016
Enhance Community Engagement and Intergovernmental
Relations
Increase opportunities for public engagement and education.
141
City of Iowa City
Activity: Communications Office (210200)Fund: General (1000)
Division: Communications Office (210200)Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 285,044$ 439,926$ 379,836$ 456,323$ 404,602$ 415,264$
Total Revenues 285,044$ 439,926$ 379,836$ 456,323$ 404,602$ 415,264$
Expenditures:
Personnel 256,834$ 271,318$ 278,314$ 312,085$ 257,007$ 264,717$
Services 26,539 88,781 17,629 63,579 31,137 31,760
Supplies 1,671 13,608 81,083 56,815 116,458 118,787
Capital Outlay - 66,219 2,810 23,844 - -
Total Expenditures 285,044$ 439,926$ 379,836$ 456,323$ 404,602$ 415,264$
Personnel Services - FTE 2014 2015 2016 2017 2018
Communications Assistant 1.00 1.00 1.00 1.00 -
Communications Coordinator 1.00 1.00 1.00 1.00 1.00
Digital Communications Spec 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 2.00
Capital Outlay 2017 2018
Software 23,844$ -$
Total Capital Outlay 23,844$ -$
Activity Summary
142
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
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees -$ -$ 733,644$ 720,000$ 692,140$ 692,140$
Use Of Money And Property
Interest Revenues - - (3,970) - - -
Miscellaneous
Contrib & Donations - - 1 - - -
Other Misc Revenue - - 54 144 - -
Other Financial Sources
Sale Of Assets - - 699 - - -
Total Revenues -$ -$ 730,428$ 720,144$ 692,140$ 692,140$
Expenditures:
Personnel -$ -$ 347,667$ 387,890$ 361,924$ 372,782$
Services - 37 38,818 49,440 39,557 40,348
Supplies - - 9,898 5,982 7,647 7,800
Total Expenditures -$ 37$ 396,383$ 443,312$ 409,128$ 420,930$
Personnel Services - FTE 2014 2015 2016 2017 2018
Clerical Assistant - Cable T.V. - - 0.50 0.50 -
Communications Tech - Cable - - 1.00 1.00 1.00
Media Production Service Coordinator - - 1.00 1.00 1.00
Production Asst - Cable T.V. - - 1.00 1.00 1.00
Special Projects Asst - Cable - - 1.00 1.00 1.00
Total Personnel - - 4.50 4.50 4.00
Activity: Cable Reserves (210520)Fund: Cable Replacement Reserves (1007)
Division: Communications Office (210200)Department: City Manager
* Activity Prior to FY2016 in Enterprise Fund
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Transfer In:
Transfer-In from Cable Operations -$ -$ 10,000$ 10,000$ 10,000$ 10,000$
Total Transfer In -$ -$ 10,000$ 10,000$ 10,000$ 10,000$
Expenditures:
Capital Outlay -$ -$ 25,212$ 35,000$ 37,670$ 25,000$
Total Expenditures -$ -$ 25,212$ 35,000$ 37,670$ 25,000$
Capital Outlay 2017 2018
Video Production Equipment 35,000$ 37,670$
Total Capital Outlay 35,000$ 37,670$
Activity Summary
Activity Summary
143
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 600 permanent employees
• Internal and external recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel
Policies
• Personnel policy development and administration
• Administration of applicable state and federal employment laws
HIGHLIGHTS
Recent Accomplishments:
• Completed entry-level police officer recruitment and testing in compliance with Chapter
400 of the Code of Iowa, certifying a hiring list of 12 candidates.
• Certified a promotional list for the rank of Police Captain in compliance with Chapter 400
of the Code of Iowa.
• Negotiated voluntary three-year settlement with Fire labor union.
• Negotiated voluntary three-year settlement with Police labor union.
• Provided leadership and oversight for Employee Wellness Committee which provided
programming including a financial wellness series, three service projects, physical
activity incentives, CPR/AED/First Aid certification training, healthy cooking classes and
a Wellness Fair event for employees, family members and retirees.
• Completed the City’s first successful filing of 1095 reports to employees and the IRS as
mandated by the Affordable Care Act.
• Completed organization-wide review of job descriptions, removing the requirement for a
high school diploma where appropriate to reduce unnecessary barriers to employment.
• Worked with Cable TV division to create a video explaining the City’s application
process.
144
Upcoming Challenges:
• Resurvey of employees as a result of updated EEO reporting guidelines.
• Police Department promotional testing.
• Review of division practices and policies using a racial equity toolkit.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The service expenditures budget in fiscal year 2018 is lower than fiscal year 2017 by $43,037 or
by 21.80%. This is due to anticipated lower attorney fees for collective bargaining costs and
due to anticipated lower police and fire promotional testing costs.
145
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number of Internal Hires 15 26 25 40 29
Number of External Hires 99 105 98 83 90
Positions posted but not filled 6 9 13 7 3
Averages FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Days to Fill Vacant Position 38.23 43.65 44.18 56.34 70.29
Advertising Expense
per External Hire $268.21 $240.62 $68.14 $119.41 $89.46
Applicants per Hire 10.43 9.97 8.32 12.54 22.61
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
City Employee Turnover Rate 4.26%5.19%7.01%7.24%6.47%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, applicable collective
bargaining agreements and City policies.
To employ effective and efficient recruitment practices in a
cost-effective manner.
Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or
Recreation program hourly staff.
146
City of Iowa City
Activity: Human Resources (210300)Fund: General (1000)
Division: Human Resources (210300)Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 396,119$ 440,842$ 434,643$ 582,297$ 554,726$ 569,524$
Charges For Fees And Services
Misc Charges For Svc 90 200 190 200 190 190
Intra-City Charges 17,843 12,653 6,129 - - -
Other Misc Revenue 219 35 8 - - -
Other Financial Sources
Sale Of Assets - - 4 - - -
Total Revenues 414,271$ 453,730$ 440,974$ 582,497$ 554,916$ 569,714$
Expenditures:
Personnel 303,406$ 317,036$ 329,330$ 355,838$ 369,930$ 381,028$
Services 87,037 106,390 85,151 197,423 154,386 157,474
Supplies 23,828 30,304 26,493 29,236 30,600 31,212
Total Expenditures 414,271$ 453,730$ 440,974$ 582,497$ 554,916$ 569,714$
Personnel Services - FTE 2014 2015 2016 2017 2018
Human Resources Administrator 1.00 1.00 1.00 1.00 1.00
Human Resources Assistant 1.00 1.00 1.00 1.00 1.00
Human Resources Generalist 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
147
HUMAN RIGHTS
The Human Rights Office receives, investigates and makes decisions on complaints alleging
unlawful discrimination and enforces the anti-discrimination laws for the City (Human Rights
Ordinance). The Office also provides trainings and presentations on illegal discrimination to the
community and organizations on areas and characteristics covered under the Human Rights
Ordinance. The Office collaborates with community groups in the planning and coordinating of
events to educate the public on civil rights. For outreach and education the office prepares
specialized materials including pamphlets, brochures and advertisements on unlawful
discrimination. Staff of the office create yearly specialized reports and publish the annual report
of the Human Rights Commission. Both staff persons are licensed attorneys and attend
continuing legal education courses throughout the year to remain knowledgeable on relevant
laws concerning civil rights.
The equity branch of the office leads, manages and coordinates efforts to eliminate racial
inequities within the City government. Staff works closely with other City departments to eliminate
structural racism and other barriers that create racial disparities in City programs and services with
the end purpose of improving outcomes for all. To further accomplish these goals the office
partners and collaborates with community organizations to measure racial equity and inclusion
within City operations. Other responsibilities include publishing an annual report on racial equity
for the City, serving as liaison for the City Manager’s Roundtables, updating the quarterly diversity
implementation report and enforcing the EEO Contract Compliance program. More recently, this
branch began administering the social justice and racial equity grant for the Council.
HIGHLIGHTS
Recent Accomplishments:
• Inclusion of Housing Choice
Voucher and other rental subsidies
as a protection under the City’s fair
housing laws.
• Implementation of a racial/socio-
economic review toolkit for City
programs and services.
• Creation of an online submission
form for complaints alleging unlawful
discrimination.
• Ongoing quarterly communications
with the University of Iowa’s Chief
Diversity Office to bridge the town to
gown connection.
Upcoming Challenges:
• Inclusive outreach and public
engagement
.
148
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The fiscal year 2018 services expenditure budget includes $60,000 for agency partnerships or
memberships. These have included but are not limited to the following organizations Diversity
Focus, GARE, Iowa City Pride, and the Central Midwest Higher Education Recruitment
Consortium (HERC). Funds also include $25,000 for the City Council’s Social Justice & Racial
Equity Grant program.
149
Strategic Plan Goal:
STAR Objective:
Department Objective:
Performance Measures:
Number of complaints resolved within a year from the date filed.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Complaints Filed New
Measure
New
Measure
New
Measure
New
Measure 43
Resolved Complaints New
Measure
New
Measure
New
Measure
New
Measure 18
Strategic Plan Goal:
STAR Objective:
Department Objective:
Performance Measures:
Yearly number of outreaches.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number of Outreach Efforts New
Measure
New
Measure
New
Measure
New
Measure 25
Provide information on unlawful discrimination, and the functions
of the department to the community, organizations, businesses,
and other entities for outreach.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Advance Social Justice and Racial Equity
Civil & Human Rights - Promote the full enjoyment of civil and
human rights for all residents in the community
Investigate and resolve complaints alleging unlawful discrimination
in a timely manner.(Complaints filed in one fiscal year may be
closed in the next fiscal year which may create a distored
difference in numbers between those opened and closed.
Advance Social Justice and Racial Equity
Civil & Human Rights - Promote the full enjoyment of civil and
human rights for all residents in the community
150
Strategic Plan Goal:
STAR Objective:
Department Objective:
Performance Measures:
Survey the racial demographics of individuals serving on boards/commissionon an annual basis.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number of persons of color serving
on boards/commissions
New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Increase the racial diversity of the applicant pool for City Boards
and Commissions.
Advance Social Justice and Racial Equity
Social & Cultural Diversity - Celebrate and respect diversity and
represent diverse perspectives in community decision-making
151
City of Iowa City
Activity: Human Rights (210400)Fund: General (1000)
Division: Human Rights (210400)Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 250,937$ 320,765$ 331,893$ 393,417$ 396,529$ 406,803$
Licenses And Permits
Misc Lic & Permits - 180 180 - - -
Special Events 2,250 2,800 3,752 1,000 1,000 1,000
Contrib & Donations 100 - 100 - - -
Other Misc Revenue 9,285 3,200 1,207 500 1,000 1,000
Total Revenues 262,572$ 326,945$ 337,132$ 394,917$ 398,529$ 408,803$
Expenditures:
Personnel 203,290$ 210,661$ 215,437$ 226,451$ 230,300$ 237,209$
Services 53,516 108,008 116,850 161,348 162,389 165,637
Supplies 5,766 8,276 4,845 7,118 5,840 5,957
Total Expenditures 262,572$ 326,945$ 337,132$ 394,917$ 398,529$ 408,803$
Personnel Services - FTE 2014 2015 2016 2017 2018
Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00
Human Rights Investigator 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
152
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 City Manager’s Office, they provide access to information
and to individuals throughout the City organization and assist in pursuing new and expanding
business endeavors.
Working in cooperation with other City departments and the Iowa City Area Development
Group, the Economic Development Division assists developers and site selection consultants
with specific commercial, office, and industrial development projects. This assistance ranges
from helping businesses understand local regulations to determining available local public
financial assistance. The Economic Development Division acts as a municipal resource for the
business community.
Starting in fiscal year 2018, the Economic Development division is moving to the City Manager’s
Office from the Neighborhood & Development Services department.
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
• Assisted in getting projects to
Development Agreement stage:
o Moss Ridge Office Park
o City Hall Parking Lot/UU Church
• Co-hosted with Community
Development Division a “So You W ant
to Start a Business” series of five
workshops for people who are
interested in starting business
• Began TIF Policy Review process by
hosting 8 focus groups to gain input
• Adopted Affordable Housing policy
requiring any residential development
seeking TIF to rent 15% of the units to
income qualified families or to provide
a fee in lieu of doing so
• Continue to work to develop office
sector in Moss Ridge and at Dubuque
Street interchange
• Continue planning for future
development in the Riverfront
Crossings district
• Continue work with prospective in-fill
developers
• Complete TIF Policy Review process
• Update TIF Policies
• Continue programming geared to small
business development
• Determine best opportunities to
develop local food industry
153
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.00 1.00 1.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The service expenditures budget increased by 46.56% or $433,840 in fiscal year 2018 primarily
due to the addition of a $500,000 contribution to the Englert Theater capital campaign.
The fiscal year 2017 revised budget includes a $100,000 contribution to ICAD for the MERGE
project, which is not included in the fiscal year 2018 budget. In fiscal year 2018, the City’s
contribution to ICAD decreases by $30,000 to $70,000 per year.
In fiscal year 2018, the service expenditure also includes $25,000 for ICDD pedestrian mall
programming, $10,000 for an ICDD co-sign project, and a $25,000 increase in economic
opportunity funding.
154
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value 111,829,760 66,008,360 68,277,450 77,078,890 77,791,044
Base Value 30,239,640 20,432,178 20,432,178 20,791,196 14,155,795
percent increase 269.8%223.1%234.2%270.7%449.5%
City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value 47,161,650 55,429,540 63,115,750 66,070,595
Base Value 15,361,532 15,361,532 16,030,276 13,768,996
percent increase -207.0%260.8%293.7%379.9%
SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value (SSMID portion)125,552,670 68,235,470 76,424,244 75,886,590 94,437,040
Base Value (SSMID portion)97,625,120 50,047,502 50,047,502 49,688,484 56,323,885
percent increase 28.6%36.3%52.7%52.7%67.7%
SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value (SSMID portion)56,179,810 60,349,050 60,383,690 64,980,952
Base Value (SSMID portion)42,023,548 42,023,548 41,354,804 43,616,084
percent increase -33.7%43.6%46.0%49.0%
City-University Urban Renewal Area (Totals from Above Areas)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value 237,382,430 237,585,290 260,480,284 276,464,920 303,279,631
Base Value 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760
percent increase 85.7%85.8%103.7%116.2%137.2%
City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area)
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value Base Year 118,148,120 125,973,470 126,218,820 135,096,620
Base Value 117,071,480 117,071,480 117,071,480 117,071,480 115,451,970
percent increase -0.9%7.6%7.8%17.0%
-
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Build tax base in effort to continue to reduce the City's property tax
Work with public and private sectors to facilitate economic
development opportunities
-
155
Towncrest Urban Renewal Area
Jan 2011 Jan 2012 Jan 2013 Jan 2014 Jan 2015
Current Value Base Year 32,847,880 33,896,500 35,452,760 37,419,862
Base Value 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010
percent increase -0.9%4.1%8.9%15.0%
Urban Renewal Areas
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New New
Measure
New
Measure
New
Measure 0 0
Amended New
Measure
New
Measure
New
Measure 5 0
Total Urban Renewal Areas New
Measure
New
Measure
New
Measure 12 12
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Employment Rate 65.40%64.90%64.40%63.50% Not Yet
Available
Unemployment Rate 3.70%5.10%5.40%4.60% Not Yet
Available
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Locally-owned bank deposits x1000
*1,848,039$ 1,919,518$ 2,023,241$ 2,170,365$ Not Yet
Available
# Projects assisted that grow the
Local Foods economy
New
Measure
New
Measure
New
Measure 1 1
Support ICAD in efforts to do
targeted industry development $100,000 $100,000 $100,000 $100,000 $100,000
Promote a Strong and Resilient Local Economy
Business Retention & Development - Foster economic
prosperity and stability by retaining and expanding businesses with
support from the business community
Local Economy - Create an increasingly self-reliant community
through a robust local economy with benefits shared by all
Build stronger relations with business owners throughout the
community Develop programs aimed to enhance small business
development and retention with a focus on diverse communities
identify ways to market and grow the local foods economy.
Build Employment Opportunities
*credit unions not included
156
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Development Projects with
sustainability features
New
Measure 0 0 4 0
Provide financial incentives to
encourage infill and redevelopment
New
Measure 0 0 4 0
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Assist Historic Preservation
projects including exisitng building
financial assistance
New
Measure 6 0 2 0
City assisted Affordable Housing
Units measured by # Development
Agreements
New
Measure
New
Measure
New
Measure 15 5*
Strategic Plan Goal:
Department Goals:
Department Objective:
Performance Measures:
CY 2012 CY 2013 CY 2014 CY 2015 CY 2016
Develop programs to enhance
small business
New
Measure
New
Measure
New
Measure
New
Measure 5
Advance Social Justice and Racial Equity
Ensure access to information and resources with a focus toward
small business entrpreneurs of color
Develop and partner to present programming and provide
microloan funding
Encourage a Vibrant and Walkable Urban Core
Historic Preservation - Preserve and reuse historic structures
and sites to retain local, regional, and national history and heritage,
reinforce community character, and conserve resources
Support historic preservation efforts
Encourage diverse housing types and price point for variety of
income levels.
Work with public and private sectors to promote historic
preservation where appropriate
Work with private sectors to include environmental sustainability
measures in City-assisted projects
Promote Environmental Sustainability
Collaborate with community partners on sustainability efforts
157
City of Iowa City
Activity: Economic Development (210510)Fund: General (1000)
Division: Economic Development (210510)Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 568,504$ 666,785$ 628,165$ 778,694$ 1,244,024$ 1,275,776$
Other City Taxes
Hotel/Motel Tax 241,762 264,346 269,691 264,346 269,690 269,690
Use Of Money And Property
Rents - - - 11,190 - -
Transfer In - Govt Activities - 682 9,106 22,493 - -
Total Revenues & Transfer In 810,266$ 931,813$ 906,962$ 1,076,723$ 1,513,714$ 1,545,466$
Expenditures:
Personnel 127,828$ 255,463$ 135,109$ 142,811$ 147,815$ 152,249$
Services 681,449 675,616 771,305 931,716 1,365,556 1,392,867
Supplies 989 734 548 2,196 343 350
Total Expenditures 810,266$ 931,813$ 906,962$ 1,076,723$ 1,513,714$ 1,545,466$
Personnel Services - FTE 2014 2015 2016 2017 2018
Economic Development Administrator - - 1.00 - -
Economic Development Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 2.00 1.00 1.00
Activity prior to fiscal year 2018 reported under Neighborhood and Development Services Department
Activity Summary
158
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.
159
Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and
electric bills. These funds are used for a variety of purposes as determined by the City Council.
Community Event and Program Funding: The City’s Community Events and Programming
budget has financially supported groups that have requested funding for various community
events. This funding was moved to the City Manager’s budget in fiscal year 2018.
HIGHLIGHTS
• Maintained the City’s Aaa bond rating from Moody’s Investors Service
• The City’s Fiscal Year 2017 budget document earned the GFOA Distinguished Budget
Presentation Award
Recent Accomplishments: Upcoming Challenges:
• Completed financial policies for bond
disclosure; updated post-issuance
compliance policy
• Added financial policies for banking,
accounts receivable, daily receipts,
and accounts payable
• Completed financing for Chauncey
building
• Completed Budget-at-a-Glance flier
• Implement internal audit program
• Continue to assess impact of 2013
property tax reform legislation
• Continue to address changes in
municipal bond oversight by SEC
• Apply racial equity tool kit to policies
• Update PCI compliance policies
• Complete RFP for financial advisory
services
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 4.15 4.15 3.15
Staffing Level Change Summary:
In fiscal year 2018, a 1.00 FTE Budget Management Analyst position will be eliminated, and a
1.00 FTE Budget Management Analyst position will be reclassified as a Budget & Compliance
Officer.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
160
Financial Highlights:
There fiscal year 2018 capital outlay budget in the Finance Administration activity includes
$30,000 for Kronos time clocks to be placed in various facilities throughout the City.
The service expenditure budget in the Non-Operational Admin activity was reduced by $110,700
for community and City event funding that was moved to the City Manager’s budget in fiscal
year 2018.
The General Fund contingency was increased to 1% in fiscal year 2018 from ¾%. This is
budgeted at $545,000 in fiscal year 2018.
161
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Moody’s Aaa Bond Rating
(maintained)Yes Yes Yes Yes Yes
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Budget Award Did not
Apply Yes Yes Yes Yes
Earn the GFOA Distinguished Budget Presentation Award.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Maintain the City’s Overall Sustainable Financial Health.
Maintain the City’s Aaa Bond Rating.
Maintain a Solid Financial Foundation
Accurate and Timely Financial Reporting.
162
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quarterly Return on Investment
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
First Quarter 0.54%0.45%0.47%0.43%0.48%
Second Quarter 0.51%0.46%0.54%0.46%0.46%
Third Quarter 0.47%0.46%0.39%0.40%0.51%
Fourth Quarter 0.42%0.46%0.38%0.44%0.54%
Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
First Quarter 0.12%0.10%0.10%0.07%0.11%
Second Quarter 0.09%0.13%0.08%0.07%0.17%
Third Quarter 0.07%0.14%0.08%0.14%0.25%
Fourth Quarter 0.08%0.14%0.07%0.11%0.33%
Amount Quarterly Return is higher (lower) than U.S. Treasury Bill
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
First Quarter 0.42%0.35%0.37%0.36%0.38%
Second Quarter 0.42%0.33%0.46%0.39%0.30%
Third Quarter 0.40%0.32%0.31%0.26%0.25%
Fourth Quarter 0.34%0.32%0.31%0.33%0.21%
Maintain 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.
163
City of Iowa City
Activity: Finance Adminstration (310100)Fund: General (1000)
Division: Finance Adminstration (310100)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 23,966,558$ 24,793,505$ 25,115,848$ 26,751,664$ 27,698,534$ 27,698,534$
Other City Taxes
Gas/Electric Excise Tax 376,176 412,412 371,780 364,390 337,787 337,787
Mobile Home Tax 31,454 33,103 31,864 33,103 31,860 31,860
Licenses And Permits
Food & Liq Licenses 99,912 117,789 92,468 118,000 92,470 92,470
General Use Permits 66,246 79,735 59,905 79,775 59,910 59,910
Use Of Money And Property
Interest Revenues 167,135 258,522 186,157 200,000 186,160 186,160
Intergovernmental
Property Tax Credits 72,550 587,921 1,005,588 845,073 783,526 783,526
Miscellaneous
Code Enforcement 394,104 269,758 231,981 270,000 231,980 231,980
Intra-City Charges 2,747,381 2,656,295 2,747,355 3,203,193 3,432,160 3,483,642
Other Misc Revenue 569 68 639 - - -
Parking Fines 315,419 365,522 351,205 370,000 351,210 351,210
Printed Materials 5 - - - - -
Other Financial Sources
Sale Of Assets 26,000 22,216 5,975 - - -
Transfer In - Bus Type Funds 18,414 18,727 18,914 19,292 19,582 19,974
Total Revenues & Transfer In 28,281,923$ 29,615,573$ 30,219,679$ 32,254,490$ 33,225,179$ 33,277,053$
Expenditures:
Personnel 351,957$ 376,427$ 345,046$ 380,136$ 377,782$ 389,115$
Services 65,071 33,079 45,423 56,618 56,386 57,514
Supplies 3,759 1,504 3,078 1,736 1,983 2,023
Capital Outlay - 14,613 - 30,000 30,000 -
Total Expenditures 420,787$ 425,623$ 393,547$ 468,490$ 466,151$ 448,652$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Management Analyst 0.50 - - - -
Budget Management Analyst 2.00 2.00 2.00 2.00 -
Budget & Compliance Officer - - - - 1.00
Finance Director 0.90 0.90 0.90 0.90 0.90
Total Personnel 3.65 3.15 3.15 3.15 2.15
Capital Outlay 2017 2018
Kronos Timeclocks 30,000$ 30,000$
Total Capital Outlay 30,000$ 30,000$
Activity Summary
164
City of Iowa City
Activity: Disaster Assistance (310720/310730)Fund: General (1000)
Division: Finance Administration Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 10,591$ 102,539$ -$ -$ -$ -$
Intergovernmental
Fed Intergovnt Revenue 1,571 170,331 - - - -
Disaster Assistance 2,834 22,857 54,062 - - -
Other State Grants 13,353 - - - - -
Total Revenues 28,349$ 295,727$ 54,062$ -$ -$ -$
Expenditures:
Personnel 25,694$ 12,590$ -$ -$ -$ -$
Services 2,655 283,137 - - - -
Total Expenditures 28,349$ 295,727$ -$ -$ -$ -$
Activity Summary
165
City of Iowa City
Activity: Tort Liability (310630)Fund: General (1000)
Division: Finance Administration Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 864,583$ 894,414$ 899,325$ 959,045$ 993,006$ 993,006$
Other City Taxes
Gas/Electric Excise Tax 13,573 14,881 13,315 13,087 12,129 12,129
Mobile Home Tax 1,135 1,194 1,141 1,194 1,140 1,140
Intergovernmental
Property Tax Credits - 18,073 35,708 27,351 27,963 27,963
Miscellaneous
Intra-City Charges - - 5,509 - - -
Total Revenues 879,291$ 928,562$ 954,998$ 1,000,677$ 1,034,238$ 1,034,238$
Expenditures:
Personnel 121,156$ 118,260$ 121,796$ 133,546$ 136,972$ 141,081$
Services 764,102 825,923 839,115 918,432 868,856 886,233
Supplies 5,002 5,239 5,383 5,426 5,546 5,657
Total Expenditures 890,260$ 949,422$ 966,294$ 1,057,404$ 1,011,374$ 1,032,971$
Personnel Services - FTE 2014 2015 2016 2017 2018
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity: Non-Operational Admin (310710)Fund: General (1000)
Division: Finance Administration Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 2,810,355$ 2,907,321$ 2,936,145$ -$ -$ -$
Other City Taxes
Gas/Electric Excise Tax 44,120 48,369 43,593 - - -
Mobile Home Tax 3,689 3,883 3,546 - - -
Local Option Sales Tax 465,530 - - - - -
Utility Franchise Tax 365,453 293,049 284,126 293,049 290,875 290,875
Use Of Money And Property
Rents 6,000 6,000 6,000 6,000 6,000 6,000
Intergovernmental
Property Tax Credits - 58,746 116,911 - - -
Miscellaneous
Code Enforcement - 9,230 - - - -
Misc Merchandise 9 14 2 - - -
Other Misc Revenue - - 2,475 - - -
Transfer-In - Employee Benefits 8,768,255 8,536,094 8,987,501 9,095,431 9,545,655 9,545,655
Total Revenues & Transfer In 12,463,411$ 11,862,706$ 12,380,299$ 9,394,480$ 9,842,530$ 9,842,530$
Expenditures:
Services 106,426$ 86,949$ 104,502$ 127,519$ 22,670$ 23,123$
Supplies 2,146 - 1,039 - - -
General Fund Contingency - - - 166,519 545,000 560,000
Total Expenditures 108,572$ 86,949$ 105,541$ 294,038$ 567,670$ 583,123$
Activity Summary
Activity Summary
166
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 FY2015
earned the Government Finance
Officers Association (GFOA)
Certificate of Achievement for
Excellence in Financial Reporting for
the 31st consecutive year. The
Certificate is the highest form of
recognition for excellence in state
and local financial reporting.
Upcoming Challenges:
• Implementation of the City’s new
time and attendance software across
all City departments
• 3 FEMA disasters to account for and
close out.
• Creation and implementation of a
Grant Management Policy.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 7.60 7.60 7.60
167
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
There are no major financial changes or highlights in the fiscal year 2018 budget.
168
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
CAFR Certificate Yes Yes Yes Yes Yes
Audited Financial Statements FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
Auditor's Opinion on Financial
Statements Unqualified Unmodified Unmodified Unmodified Unmodified
Internal Control Deficiencies FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Target
Significant Deficiencies 0 0 0 0 0
Material Weaknesses 0 1 0 0 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
W-2s Delivered Electronically New
Measure
New
Measure
New
Measure
New
Measure 404
Vendors Paid Via ACH New
Measure
New
Measure
New
Measure
New
Measure 209
Increase the number of transactions conducted electronically
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain 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
Enhance Community Engagement and Intergovernmental
Relations
Improve customer service through expanded receipt/delivery
options
169
City of Iowa City
Activity: Accounting (310200)Fund: General (1000)
Division: Accounting (310200)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 758,603$ 686,544$ 725,389$ 794,973$ 831,517$ 855,547$
Use Of Money And Property
Interest Revenues - 271 17 - - -
Intergovernmental
Fed Intergovnt Revenue - 13,977 - - - -
Disaster Assistance - 1,469 - - - -
Miscellaneous
Intra-City Charges 170 91 - - - -
Other Misc Revenue 4,424 7,909 7,347 5,808 5,000 5,000
Printed Materials - - 2 - - -
Special Assessments 979 604 1,615 604 1,000 1,000
Other Financial Sources
Sale Of Assets - - 86 - - -
Total Revenues 764,176$ 710,865$ 734,456$ 801,385$ 837,517$ 861,547$
Expenditures:
Personnel 613,186$ 607,095$ 645,237$ 691,622$ 728,012$ 749,852$
Services 147,822 100,653 86,635 106,538 106,654 108,787
Supplies 3,168 3,117 2,584 3,225 2,851 2,908
Total Expenditures 764,176$ 710,865$ 734,456$ 801,385$ 837,517$ 861,547$
Personnel Services - FTE 2014 2015 2016 2017 2018
Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00
Accountant - Payroll 1.00 1.00 1.00 - -
Sr Accountant - Payroll - - - 1.00 1.00
Assistant Controller 1.00 1.00 1.00 1.00 1.00
Controller 1.00 1.00 1.00 1.00 1.00
Grant Accountant 1.00 - 0.60 0.60 0.60
Internal Auditor 1.00 - - - -
Sr Accountant - Accounting 1.00 2.00 2.00 2.00 2.00
Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00
Total Personnel 8.00 7.00 7.60 7.60 7.60
Activity Summary
170
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:
• Developed and Issued 82 new
solicitations including Request for
Bids, Request for Proposals, and
Request for Quotes.
• Issued Request for Proposals for
Consulting Services for a 4-Lane to
3-Lane Conversion Project and
Consulting Services for a Park
Master Plan for Hickory Hill Park.
• Administered over 177 City
contracts.
• Procured over $5.9 million in goods
and services
• Sold over $358,000 in surplus
equipment and vehicles
• Update Purchasing Policy with
Public Improvements section
Upcoming Challenges:
• Training staff on the new Purchasing
Policy
• Implementing the new Prohibited
Interest Policy
171
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 3.44 3.50 3.50
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
There are no major financial changes or highlights in the fiscal year 2018 budget.
172
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quantity of Solicitations and Dollar Value
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Request for Proposals 19 11 22 22 28
Request for Bids, Request for
Quotes, & Cooperatives 38 36 64 63 54
Other (Purchase Agreements, Sole
Source Purchases, Contract
Renewals, Emergency Purchases,
& Assisted Purchases)
24 46 66 49 95
Dollar Value of Procurements*
(in millions)$2.5 $4.2 $3.7 $3.7 $5.9
Request for Bids, Request for Quotes, and Cooperative Agreements
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Estimated Cost Savings
(rounded to the nearest thousand)$218,000 $200,000 $204,000 $122,000 $286,000
Request for Bids, Request for Proposals, and Request for Quotes
FY 2012 FY 2013 FY 2014**FY 2015 FY 2016
Average Number of Bids, Proposals
and Quotes Received (excluding
cooperative agreements)
New
Measure
New
Measure 2.8 3 3.7
**Quantities from April 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Provide assistance to City employees in the purchase of
commodities and services while ensuring inclusivity in the
procurement process through fair and open competition.
*amount does not include all City-Wide Contract Procurements
173
City of Iowa City
Activity: Purchasing (310300)Fund: General (1000)
Division: Purchasing (310300)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 296,805$ 302,206$ 310,357$ 340,452$ 352,733$ 363,456$
Miscellaneous
Other Misc Revenue 3,943 4,848 6,717 4,847 5,000 5,000
Other Commissions 8,977 20,655 32,476 20,000 13,000 13,000
Other Financial Sources
Sale Of Assets - - 34 - - -
Total Revenues 309,725$ 327,709$ 349,584$ 365,299$ 370,733$ 381,456$
Expenditures:
Personnel 281,400$ 294,538$ 302,707$ 322,117$ 330,857$ 340,783$
Services 26,768 31,672 46,666 42,143 39,226 40,011
Supplies 1,557 1,499 211 1,039 650 663
Total Expenditures 309,725$ 327,709$ 349,584$ 365,299$ 370,733$ 381,456$
Personnel Services - FTE 2014 2015 2016 2017 2018
Buyer I - Purchasing 0.94 0.94 0.94 1.00 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 0.50 0.50 0.50 0.50 0.50
Total Personnel 3.44 3.44 3.44 3.50 3.50
Activity Summary
174
REVENUE
The Revenue Division is responsible for the customer service, billing, and collection procedures
for 25,124 City of Iowa City utility accounts and 200 Landfill accounts. The division also records
and reconciles all City receipts and banking activity.
The division strives to provide excellent customer service and timely and accurate billings to
City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible,
and accurately record all customer receipts.
HIGHLIGHTS
• Billed for over $24,000,000 in City utility services
• Received over 25,600 customer calls and answered 74% of calls within 20 seconds
• Processed 337,567 receipt transactions
Recent Accomplishments:
• Converted Landfill billing to MUNIS
• Upgraded to Munis 11.2
• Created fillable Surepay application
on icgov
Upcoming Challenges:
• Participate in Racial Equity Toolkit
pilot
• Prepare credit card security policy
• Rollout contribution process for utility
discount program.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 7.88 7.88 7.88
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The services expenditure budget in fiscal year 2017 was revised upward by $62,637 or 17.49%
due to an increase in credit card processing fees.
175
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Active Accounts*26,268 26,510 26,894 24,630*25,133
Total Calls 23,907 24,228 23,081 27,473 25,635
Service Level**87.28%86.40%87.28%76.58%74.45%
Web Start/Stop Service FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Customer Transactions 4,242 4,372 4,495 5,262 6,061
% Change 11.60%3.06%2.81%17.06%15.18%
Payment Method FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Total Receipt Transactions *298,262 307,770 302,970 316,340 339,348
Web Transactions **83,811 90,700 97,891 98,271 88,236
IVR Transactions ***New
Measure
New
Measure
New
Measure
New
Measure 2,469
% Web Transactions of Total
Transactions 28.10%29.47%32.31%31.06%26.00%
Change in Web Transactions (%)11.91%8.22%7.93%0.39%-10.21%
% IVR Transcations of Total
Transactions
New
Measure
New
Measure
New
Measure
New
Measure 0.73%
Change in IVR Transactions (%)New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
*Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if
multiple bills are paid.
**Note, new 3rd party online payment software installed March 2015.
***Note, IVR system installed Sept 2016
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
**percent of calls answered within 20 seconds
*Note, single purpose meter accounts were combined with the primary account w/the Munis conversion
resulting in less active accounts.
Enhance Community Engagement and Intergovernmental
Improve customer service through expanded payment/service
request options.
Increase the number of transactions conducted online and by IVR
176
City of Iowa City
Activity: Revenue (310400)Fund: General (1000)
Division: Revenue (310400)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 947,063$ 947,639$ 1,043,756$ 1,087,370$ 1,091,535$ 1,120,083$
Charges For Fees And Services
Water Charges 6,094 5,511 5,075 5,510 5,000 5,000
Miscellaneous
Misc Merchandise 286 1,942 129 1,942 - -
Other Misc Revenue 512 414 58 667 - -
Other Financial Sources
Sale Of Assets - - 18 - - -
Total Revenues 953,955$ 955,506$ 1,049,036$ 1,095,489$ 1,096,535$ 1,125,083$
Expenditures:
Personnel 618,453$ 638,409$ 643,925$ 668,133$ 661,702$ 681,553$
Services 330,093 310,698 398,538 420,733 427,823 436,379
Supplies 5,409 6,399 6,573 6,623 7,010 7,150
Total Expenditures 953,955$ 955,506$ 1,049,036$ 1,095,489$ 1,096,535$ 1,125,083$
Personnel Services - FTE 2014 2015 2016 2017 2018
Cashier - Revenue 1.38 1.38 1.38 1.38 1.38
Customer Service Rep - Revenue 5.00 5.00 5.00 4.00 4.00
Utility Billing Coordinator - - - 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.88 7.88 7.88 7.88
Activity Summary
177
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
• Station Masters
• Community Outreach
• School Crossing Guards
Field Operations activities:
• Patrol
• Investigations
HIGHLIGHTS
Recent Accomplishments:
• The Department continues to
contract with St. Ambrose University
to analyze traffic contact data. A new
memorandum of understanding to
continue the project through 2017
was agreed upon.
Upcoming Challenges:
• Chief Sam Hargadine retired on
June 30, 2016. A new Police Chief
will take over during FY2017.
• The Department preparing for onsite
inspection and comprehensive policy
review by The Commission on
Accreditation for Law Enforcement
Agencies, Inc., (CALEA®). The
Department has held CALEA
accreditation since 2002.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 5.00 6.00 6.00
178
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
Internal service charges for memory storage have increased the service expenditure budget by
12.43% in fiscal year 2018.
179
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Maintain compliance of CALEA accreditation
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Yes Yes Yes Yes Yes
Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent
manslaughter, forcible rape, robbery, and aggravated assault)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Iowa City 163 185 228 213 194
Average of Comparable Cities
in Iowa*333 339 282***300 286
Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and
motor vehicle theft)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Iowa City 1,580 1,842 1,850 1,756 1,923
Average of Comparable Cities
in Iowa*2,658 2,932**2,838***2,515 2,501
***CY 2013 does not include Waterloo
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhance Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
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
180
City of Iowa City
Activity: Police Administration (410100)Fund: General (1000)
Division: Police Administration (410100)Department: Police
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 741,617$ 776,939$ 895,436$ 1,012,189$ 1,074,145$ 1,103,988$
Miscellaneous
Other Misc Revenue - 18 1,027 - - -
Total Revenues 741,617$ 776,957$ 896,463$ 1,012,189$ 1,074,145$ 1,103,988$
Expenditures:
Personnel 689,782$ 690,710$ 717,847$ 798,412$ 835,999$ 861,079$
Services 38,834 74,658 166,979 201,270 226,288 230,814
Supplies 13,001 11,589 11,637 12,507 11,858 12,095
Total Expenditures 741,617$ 776,957$ 896,463$ 1,012,189$ 1,074,145$ 1,103,988$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 1.00 1.00 1.00 - -
Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 1.00
CSO/Community Outreach - - - 1.00 1.00
Police Administrative Coordinator - - - 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.00 5.00 5.00 6.00 6.00
Activity Summary
181
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 COPS grant officers are in this activity.
• Planning & Research is responsible for the analyzing of statistical information compiled
by the Records Section in order to identify trends affecting the public so departmental
resources may best be deployed. This Sergeant is also responsible for dealing with
releasing information to the public and news media.
• Animal Services operates as a public safety/enforcement agency for the protection of the
public and animals of the City. The division also operates an animal center for stray and
abandoned animals.
• Community Relations is responsible for involving the community in the operations of the
police department. This may be in participating in educational programs in the schools or
participating in educational programs such as the Citizen Police Academy or
neighborhood watch activities.
• Computer Operations is responsible for the Police information technology, CAD system
support, records integration and technology. This includes wireless solutions,
communication upgrades and day-to-day support of all police computer hardware and
software, both in the station and mobile applications.
• Station Masters are responsible for staffing the Police Department’s front desk on a 24
hour basis. They answer incoming phone calls from the public, release impounded
vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department.
• Community Outreach works to establish and maintain relationships within the community
which foster positive communication and interactions between the police department and
the public. They engage in dialogue with under-represented groups within the community
to improving those relationships and educate community members on police procedures.
• School Crossing Guards staff assigned locations where children cross busy roadways
on their way to school.
182
HIGHLIGHTS
Recent Accomplishments:
• The Department expanded the
temporary part time Community
Outreach Assistant position into a
full time position. This position
assists Police Officers assigned to
Community Policing positions as
well as work s independently to
increase outreach and relationship
building between the Police
Department and Community.
• National Night Out was again a
success gearing to strengthen
neighborhood spirit and police-
community partnerships. Events
held on the west and south sides of
town were well attended and
received positive media attention.
Upcoming Challenges:
• COPS grant funding for two Officers
will expire in November 2016. The
City is responsible to maintain these
positions for another year. Based
upon the number and calls for
service and wanting to provide the
best possible service to the
Community, the Department would
like to retain current staffing levels
beyond the City’s one year
obligation.
• Attracting, hiring and retaining
quality school crossing guards has
been a challenge in recent years.
This is due in part to the City not
offering a competitive wage.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 20.00 19.00 19.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The fiscal year 2018 personnel expenditure budget includes a 20% pay increase for school
crossing guards. There is also an additional temporary, hourly employee being added in fiscal
year 2018 to assist the Station Masters and be able to fill in for that position when needed.
Capital outlay expenditures include for the replacement of an Animal Services Enforcement
truck for $38,000 in fiscal year 2018.
183
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Community Outreach*New
Measure
New
Measure
New
Measure
New
Measure 635
Community Presentations*New
Measure
New
Measure
New
Measure
New
Measure
New
Measure
Public Education
Efforts on Rights*
New
Measure
New
Measure
New
Measure
New
Measure 48
Community Partnerships*New
Measure
New
Measure
New
Measure
New
Measure 251
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhance Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods throughout the City &
Advance Social Justice and Racial Equity
Enhance community relations and promote minority recruitment.
By continuing to participate in Badges for Baseball, the Youth
Citizen Police Academy, Police Cadet program and other
programs and events for both adults and youth, the Department
hopes the minority community will have a better understanding of a
police officer’s job.
Develop programs designed to promote interaction between
community members and officers. In this non-adversarial
environment officers and minority community members will be able
to interact and open up lines of communication. A better
understanding of the job will also enhance recruitment of minority
citizens.
* The intentional tracking of this information began in 2014 with the Diversity Implementation Form
(DIF). Definitions for the categories listed above were not finalized until mid-2015, making it difficult to
compare data from the previous year.
184
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Pets Micro-chipped 1,075 1,150 980 911 850
Licensed Pets 3,500 3,834 2,811 4,272 3,718
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.
Enhance Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
Increase the efficiency in which lost pets and owners are reunited.
185
City of Iowa City
Activity: Police Administrative Services (410200)Fund: General (1000)
Division: Police Administrative Services (410200)Department: Police
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,471,410$ 1,351,222$ 1,334,834$ 1,628,939$ 1,845,335$ 1,868,343$
Licenses And Permits
Misc Lic & Permits 27,613 24,053 24,849 24,000 24,850 24,850
Intergovernmental
Local 28E Agreements 228,160 234,105 217,404 225,985 217,370 217,370
Charges For Fees And Services
Animal Care Services 9,230 9,945 10,400 10,000 10,400 10,400
Misc Charges For Svc 2,880 3,085 4,375 3,100 4,380 4,380
Miscellaneous
Animal Adoption 9,557 12,912 14,190 13,000 14,190 14,190
Code Enforcement - 1,510 444 1,200 440 440
Contrib & Donations 1,270 1,759 18,292 51,050 52,010 52,010
Misc Merchandise 5,966 6,786 9,147 6,800 9,150 9,150
Other Misc Revenue 28,699 39,506 59,593 26,432 35,359 35,359
Printed Materials 29,363 28,934 32,754 28,653 32,750 32,750
Other Financial Sources
Sale Of Assets 6,700 1,406 5,014 - - -
Total Revenues 1,820,848$ 1,715,223$ 1,731,296$ 2,019,159$ 2,246,234$ 2,269,242$
Expenditures:
Personnel 1,440,940$ 1,395,757$ 1,382,667$ 1,457,064$ 1,684,328$ 1,734,858$
Services 296,831 238,290 249,209 422,087 401,382 409,410
Supplies 69,674 81,176 99,420 115,008 122,524 124,974
Capital Outlay 13,403 - - 25,000 38,000 -
Total Expenditures 1,820,848$ 1,715,223$ 1,731,296$ 2,019,159$ 2,246,234$ 2,269,242$
Personnel Services - FTE 2014 2015 2016 2017 2018
Animal Care Technician 2.00 2.00 2.00 2.00 2.00
Animal Center Assistant 1.00 1.00 1.00 1.00 1.00
Animal Control Supervisor 1.00 1.00 1.00 1.00 1.00
Animal Services Officer 2.00 2.00 2.00 2.00 2.00
CSO/Station Master 5.00 5.00 5.00 5.00 5.00
Police Officer 3.00 3.00 3.00 3.00 3.00
Police Records Clerk 2.00 2.00 2.00 - -
Police Records Technician - - - 4.00 4.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
Records Supervisor 1.00 1.00 1.00 - -
Sr Police Records Clerk 2.00 2.00 2.00 - -
Total Personnel 20.00 20.00 20.00 19.00 19.00
Capital Outlay 2017 2018
Animal Control Truck -$ 38,000$
Animal Services Transport Vehicle 25,000 -
Total Capital Outlay 25,000$ 38,000$
Activity Summary
186
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 and
Technical Accident Investigators (TI) to investigate vehicle crashes..
• Investigations: The Investigations section is responsible for the investigation of criminal
activity beyond that which is conducted by the patrol section. The Investigations section
is headed by a Lieutenant and a Sergeant. The Investigations section has investigators
assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street
Crimes Unit, in addition to general crime investigators.
• Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution
of a defendant and requires that the government indict (charge) the property used or
derived from the crime along with the defendant. The money or items that are forfeited
can only be used by law enforcement for law enforcement equipment or law
enforcement related activities. The money or items cannot be used to supplant a budget
or budgeted item. Forfeiture is governed by State of Iowa Code chapter 1133 in addition
to federal guidelines.
187
HIGHLIGHTS
Recent Accomplishments:
• Six Police Officers went to Crisis
Intervention Team (CIT) training in
San Antonio, Texas. CIT refers to a
collaborative effort between law
enforcement and the mental health
community to help officers handle
incidents involving mentally ill
people. These six officers have
receiving additional training to
become instructors on the topic,
which will culminate with a 40 hour
training course for each police officer
in Johnson County during 2017.
Upcoming Challenges:
• Due to recent and upcoming staffing
issues, the Department will be
sending four Police Officers to the
academy in January 2017. The
entire training process will take
approximately seven months, with
these new officers expected to be
available for solo patrol duties in
August 2017.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 80.00 80.00 80.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The fiscal year 2018 capital outlay budget includes $120,000 for the replacement of all the
patrol vehicle in-car camera recorders and $255,000 for the replacement of six patrol cars and
the purchase of one new unmarked car.
188
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
OWI Arrests 452 476 598 559 621
Traffic Stops 13,728 11,981 13,040 13,637 12,578
Traffic Accidents and Average Damage
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Accidents*1,886 2,047 2,429 2,374 2,427
Average Damage, Reportable
Accident*$4,421 $3,276 $4,800 $4,770 $4,795
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Bar Checks Performed 1,800 1,365 1,362 1,343 1,316
Compliance Checks 149 273 341 165 36
Response Time: Loud Party Complaints (in minutes)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Call to Dispatch 11:30 9:03 7:04 7:44 4:57
Dispatch to On Scene 4:19 4:01 4:09 4:38 3:44
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
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 $1,000.
189
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Total # of Charges 6,142 5,393 5,965 5,865 5,270
Total # of Charges - White 4,592 3,861 4,192 3,845 3,508
Total # of Charges - Black 1,460 1,426 1,658 1,913 1,623
Total # of Charges - Asian 74 66 79 80 100
Total # of Charges - Am. Indian 5 10 9 7 17
Total # of Charges - Unknown 11 30 27 20 21
Identify and implement an achievable goal to reduce
disproportionality in arrests.
The Police Department strives to provide services to members of
the community in a manner which is fair and equitable. This
includes the manner in which it enforces the law and makes
arrests. The Department will reduce its disproportionality in arrests
through officer education and training, in conjunction with
supervisory coaching and monitoring.
Advance Social Justice and Racial Equity
190
City of Iowa City
Activity: Police Field Operations (410300)Fund: General (1000)
Division: Police Field Operations (410300)Department: Police
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 8,692,280$ 8,786,128$ 8,868,672$ 9,540,974$ 9,678,365$ 9,768,943$
Other City Taxes
Hotel/Motel Tax 459,348 502,258 512,412 502,258 512,410 512,410
Use Of Money And Property
Interest Revenues 21 107 700 - - -
Intergovernmental
Fed Intergovnt Rev 118,657 130,575 29,257 50,398 26,579 26,579
Local 28E Agreements 10,000 10,000 10,000 10,000 10,000 10,000
Other State Grants 209,538 186,715 215,835 233,640 203,114 203,114
Charges For Fees And Services
Fire Services 4,570 7,775 5,658 6,000 5,660 5,660
Police Services 88,193 226,620 112,112 44,121 37,237 37,237
Miscellaneous
Code Enforcement 998 579 459 500 460 460
Other Misc Revenue 18,501 12,234 9,099 7,500 4,950 4,950
Contrib & Donations 11,680 - - - - -
Misc Merchandise 6 583 - - - -
Other Financial Sources
Sale Of Assets 72,716 33,868 51,860 30,000 28,800 28,800
Total Revenues 9,686,508$ 9,897,442$ 9,816,064$ 10,425,391$ 10,507,575$ 10,598,153$
Expenditures:
Personnel 8,512,295$ 8,608,002$ 8,746,017$ 9,079,289$ 9,246,647$ 9,524,046$
Services 663,980 629,805 537,432 599,823 570,161 581,564
Supplies 204,987 199,287 180,359 271,313 188,767 192,542
Capital Outlay 305,246 460,348 352,256 474,966 502,000 300,000
Total Expenditures 9,686,508$ 9,897,442$ 9,816,064$ 10,425,391$ 10,507,575$ 10,598,153$
Personnel Services - FTE 2014 2015 2016 2017 2018
Comm 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 2017 2018
Automobiles 335,500$ 255,000$
Software 9,466 -
Vehicle Equipment 10,000 5,000
Video Recording Devices (System)- 120,000
Other Operating Equipment 120,000 122,000
Total Capital Outlay 474,966$ 502,000$
Activity Summary
191
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 health & safety and fitness committees, uniform procurement, annual
physicals and immunizations. Fire administration also manages the weather alert sirens and
the City of Iowa City Command Post budget.
The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the
City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both are
community driven documents. The Iowa City Fire Department was accredited by the
Commission on Fire Accreditation International (CFAI) in August of 2008. The department was
reaccredited in 2013 and will position itself for reaccreditation in 2018. The maintenance of fire
service accreditation requires a commitment to a model of continuous quality improvement.
The budget for Fire Administration governs the acquisition, maintenance, and empowerment of
all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire
Training. The budget includes oversight of fixed facilities as well as the furnishings and
resources that enable emergency operations personnel to be fit and ready to respond 24/7. The
majority of the Administration budget goes towards routine maintenance and upkeep of the fire
stations, the furnishings and equipment for not only routine business but also the equipment and
resources related to the Iowa City Fire Department wellness/fitness initiative.
HIGHLIGHTS
•Three chief officers were each part of a Commission on Fire Accreditation International
(CFAI) peer assessor site team to verify and validate a request for accreditation.
Benchmarking has assisted the ICFD in meeting its goals for continuous improvement.
•Standard Operating Procedures were updated to formalize the dispatch and response
performance of the administrative staff chief officer(s) assigned to incidents as part of an
Effective Response Force (ERF).
•Participated in STAR Community Forum to understand and align recognized areas for
improvement within department goals and objectives.
•Succession planning for upcoming promotions has been paramount this year with the
deputy chief set to retire at the end of this calendar year (2016).
192
Recent Accomplishments:
•Developed an updated Community
Risk and Standard of Cover
document. The eight month process
included considerable input from both
internal and external stakeholders.
•With the Standard of Cover updated,
work on a new Strategic Plan is
underway. Four moderated meetings
will be held in November and
December of 2016.
•Efforts to improve health and wellness
have realized the following noteworthy
benchmarks: From 2014 to 2015
members with abnormal blood glucose
fell from 22 percent to 10 percent.
Members classified as representing an
increased or significant cardiac risk fell
from 43 percent to 19 percent.
•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 6 in 2015.
Only 4 OSHA-reportable injuries were
experienced in 2015, the lowest such
occurrence in several years.
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 difficult to achieve. Traffic pre-
emption equipment and/or closest unit
dispatching should be discussed in
efforts to achieve total response time
goals.
•GIS capabilities will be required and
no in-house expertise exists. The
CAD vendor continues to struggle with
populating a high percentage of calls
for service with latitude / longitude
coordinates.
•The lack of a training center forces
crews to conduct hands-on training
wherever they can. The situation
causes units to move about the city
and complicates the task of assuring
district coverage.
•Video conferencing equipment needs
to be replaced. It is becoming less
and less reliable.
193
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
Fiscal year 2018 service expenditures increased by 9.92% due to $13,500 in additional
funding for window replacement at Fire Station #3 and overhead door repairs. Service
expenditures were also increased by $11,500 for the reaccreditation assessment.
Fiscal year 2018 capital outlay includes $40,000 for the replacement of two outdoor
warning sirens and $24,500 to update the video conferencing training equipment
194
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
ACR Submitted Yes Yes Yes*Yes Yes
Number of reaccreditation report adopted recommendations implemented
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Strategic Recommendations (7)New
Measure
New
Measure 1 of 7 2 of 7 4 of 7
Specific Recommendations (9)New
Measure
New
Measure 2 of 9 4 of 9 6 of 9
Maintain ISO Class 2 rating
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Rating 3 2 2 2 2
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations
Emergency Prevention & Response - Reduce harm to humans
and property by utilizing long-term preventative and collaborative
approaches to avoid emergency incidents and minimize their
impacts
Maintain Commission on Fire Accreditation International (CFAI)
accredited agency status by timely submission of Annual
Compliance Report (ACR).
Implement strategic and specific recommendations accepted from
2013 CFAI reaccreditation report.
Fire Emergency Operations'!M10Maintain Insurance Services
Office (ISO) Public Protection Classification of 2.
*Reaccredited Year
195
City of Iowa City
Activity: Fire Administration (450100)Fund: General (1000)
Division: Fire Administration (450100)Department: Fire
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
State 28E Agreements 1,370,309$ 1,330,770$ 1,385,095$ 1,375,000$ 1,385,100$ 1,385,100$
Local 28E Agreements - - - 30,000 32,000 32,000
Miscellaneous
Contrib & Donations - 200 250 - - -
Other Misc Revenue 726 80 - - - -
Total Revenues 1,371,035$ 1,331,050$ 1,385,345$ 1,405,000$ 1,417,100$ 1,417,100$
Expenditures:
Personnel 480,393$ 472,253$ 479,077$ 494,673$ 516,667$ 532,167$
Services 196,673 199,227 218,792 292,034 321,004 327,424
Supplies 71,027 52,830 74,568 104,246 94,585 96,477
Capital Outlay 10,000 10,210 7,036 95,300 64,500 40,000
Total Expenditures 758,093$ 734,520$ 779,473$ 986,253$ 996,756$ 996,068$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 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 3.00 3.00 3.00 3.00
Capital Outlay 2017 2018
Weather Alert Siren(s)60,000$ 40,000$
Software 20,000 -
Other Operating Equipment 15,300 24,500
Total Capital Outlay 95,300$ 64,500$
Activity Summary
196
EMERGENCY OPERATIONS
The Fire Emergency Operations Division works a three-shift system. Each duty shift is 24 hours
in length and includes one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters.
Minimum staffing for the fire department is 16 emergency response personnel on duty at all
times, 24 hours a day. The division provides incident response to all types of emergencies.
Calls for service are divided into four categories: fire suppression, emergency medical services,
technical rescue, and hazardous materials response.
•Fire Suppression: ICFD personnel respond to all types of fires. Firefighting activities do
require more resources (personnel, equipment, etc.) than other types of emergencies.
Fires have a greater potential to harm people and property. The department is
continually looking for ways to decrease response times and to reduce the number and
severity of fires.
•Emergency Medical Services: All ICFD personnel are minimally certified to the
Emergency Medical Technician (EMT) service level. The department does not transport
patients but does serve as EMS first responders. The Johnson County Ambulance
Service provides ALS care and transport service. Together we provide a tiered EMS
response system.
•Technical Rescue: Technical rescue incidents are those incidents that require highly
specialized knowledge, skills, tools, and techniques to safely mitigate the event. The
ICFD provides the following technical rescue services: water and ice rescue, trench and
structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and
confined space rescue. The ICFD’s Special Operations Response Team (SORT)
provides a core group of highly trained emergency response personnel that also provide
department training on the various rescue disciplines.
•Hazardous Materials Response: The department continues to be active in haz-mat
response and assumes a leadership role with the Johnson County Hazardous Materials
Response Team (JCHMRT). The JCHMRT includes 17 ICFD personnel and up to 30
total members who are trained and certified to the Hazmat Technician level.
HIGHLIGHTS
•Call volume for emergency service continues to increase in Iowa City. The ICFD is on
track to respond to over 7,000 calls for service in 2016. That number of calls would
represent an unprecedented one-year increase of 15%. Over a nine year period, call
volume grew from 3,684 in 2006, to 6,016 in 2015, a 63% increase. The department is
currently averaging just over 19 emergency calls for service per day.
•As of 10/03/2016, fire personnel have responded to 164 fire emergencies this year,
resulting in just over $600,000 in property damage. The pre-incident value of the
affected property is over $24.7 million, resulting in a total saved value of just over $24
million. The largest single fire loss as of this date was estimated at $170,000, for a fire
that occurred in a single family residence.
•The ICFD continues to experience an increase in the number of emergency calls for
service and in the number of simultaneous calls for service. In calendar year 2015,
197
26.8% of emergency incidents were overlapping; 22.7% in 2014; and 22.2% in 2013.
Overlapping calls for service negatively affect response reliability when a response
vehicle is already committed to another call. Response times to the emergency will be
longer because a more distant unit will have to respond.
Recent Accomplishments:
•Of the 56 building fires in 2015, 40
were confined to the room of origin; 5
were confined to the floor of origin;
and 11 were confined to the building of
origin.
•The department placed into service a
new special operations response
trailer to provide greater efficiencies at
technical rescue incidents.
•During the 2015 calendar year, 17% of
patients in cardiac arrest were
converted to a life supporting heart
rhythm.
•The department recently purchased an
updated command response vehicle to
provide the command and control at
building fires and other high risk
events.
Upcoming Challenges:
•Calls for service increased by 485
incidents between 2013 and 2015.
The department will likely respond to
over 7000 calls in 2016, an increase of
over 1000 incidents from 2015.
•Cooking fires continue to trend as the
city’s leading cause of building fires.
•There is an increase in overlapping
calls for service from 22.7% in 2014 to
26.8% in 2015.
•Meeting established response time
goals given current staffing and
existing fire station locations. Growth
and development on the east,
southeast and west are impacting our
ability to respond quickly and within
community expectations.
•The department is experiencing a
significant increase in calls
categorized as “invalid assist.” The
department will take a lead in bringing
together community stakeholders in
efforts to identify appropriate solutions
for those persons.
•The county’s EMS patient transport
service is getting busier and we are on
occasion seeing extended arrival
times for an ambulance to arrive. The
fire department is exploring a service
enhancement to go from an EMT first
responder service to a provisional
paramedic service.
•Station design at fire station 1 is
inappropriate for personnel to turnout
within the prescribed benchmark goal.
198
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 59.00 59.00 59.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The service expenditures increased by 9.65% in fiscal year 2018 primarily due to an
increase in vehicle repair and maintenance charges of $34,115.
199
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Emergent Fire Response (All)
Urban Target CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% Compliance 90%98%99%96%100%97%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Suburban Target CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% Compliance 90%100%99%96%94%87%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
EMS Response
Urban Target CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% Compliance 90%96%96%96%97%97%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Suburban Target CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% Compliance 90%89%92%91%89%94%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Building Fires 44 42 39 38 56
5 2 6 6 9
19 24 17 19 31
1 2 1 7 5
7 10 13 6 11
6 1 0 0 0
57%62%64%66%71%% Compliance
Fires confined to room of origin
Fires confined to floor of origin
Beyond the building of origin
Confined to building of origin
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Emergency Prevention & Response - Reduce harm to humans
and property by utilizing long-term preventative and collaborative
approaches to avoid emergency incidents and minimize their
impacts
Arrive at incident location within six minutes of dispatch center
notification, 90% of the time.
Confine fires to the room or object of origin for at least 40% of all
commercial and residential fires.
Fires confined to object of origin
Fire Control
200
City of Iowa City
Activity: Fire Emergency Operations (450200)Fund: General (1000)
Division: Fire Emergency Operations (450200)Department: Fire
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 5,629,410$ 5,901,517$ 5,832,099$ 6,052,648$ 6,239,040$ 6,438,408$
Other City Taxes
Utility Franchise Tax 585,611 531,997 515,798 531,997 528,050 528,050
Charges For Fees And Services
Fire Services 3,287 3,000 3,300 3,000 3,000 3,000
Miscellaneous
Other Misc Revenue 3,755 2,648 936 - - -
Other Financial Sources
Sale Of Assets 49,033 14,550 26,285 - - -
Total Revenues 6,271,096$ 6,453,712$ 6,378,418$ 6,587,645$ 6,770,090$ 6,969,458$
Expenditures:
Personnel 5,906,639$ 6,007,284$ 6,061,856$ 6,193,649$ 6,396,644$ 6,588,543$
Services 253,911 352,499 241,023 262,236 287,551 293,302
Supplies 90,087 86,404 38,144 114,260 85,895 87,613
Capital Outlay 20,459 7,525 37,395 17,500 - -
Total Expenditures 6,271,096$ 6,453,712$ 6,378,418$ 6,587,645$ 6,770,090$ 6,969,458$
Personnel Services - FTE 2014 2015 2016 2017 2018
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 2017 2018
Vehicle Equipment 10,000$ -$
Other Operating Equipment 7,500 -
Total Capital Outlay 17,500$ -$
Activity Summary
201
FIRE PREVENTION
The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code
enforcement, plans review, fire origin and cause determination, and public education programs.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal who reports
to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire
prevention activities which include: fire/arson investigation, fire code enforcement, building plan
review, and fire and life safety education. A trained shift fire inspector conducts the inspections
of liquor license establishments, schools, daycares, churches, and all City buildings. Emergency
operations personnel conduct the fire safety inspections of all commercial and University of
Iowa buildings.
The Fire Marshal oversees the regular inspection of all businesses, churches, daycares,
schools, and university buildings. Educational opportunities are present with each inspection.
FD personnel use the opportunity to increase fire safety awareness by explaining fire code
violations and associated hazards. Response personnel will also use the time to familiarize
themselves with a building and its interior. All personnel cherish the opportunity presented
through fire code enforcement to grow community relationships.
The wide range of activities provided by fire and life-safety educators include daycare/preschool
and K-12 school presentations, Kids Safety House visits, Safety Village training sessions, UI
Resident Assistant Fire Academy training, senior safety tips for older adults, and crowd
manager training for employees of assembly occupancies. Building on a long partnership with
SAFE KIDS Johnson County, the department has trained child safety seat technicians and has
designated Station 4 as a child safety seat “FIT Station.” The department piloted a new program
in 2016 called “Fired Up About Reading” which focuses on getting at-risk elementary students to
read outside of school. The program also gives fire personnel the opportunity to interact with at-
risk youth in a very positive way. A rekindled partnership with the American Red Cross has
benefitted the citizens of Iowa City through disaster/fire recovery assistance as well as life
safety programs that target specific neighborhoods to supply and install working smoke alarms.
The investigation of fire cause is an integral part of fire prevention. All reported fires are
investigated by a company officer and/or a member of the Fire Investigation Team (FIT) to
determine the origin and cause of the fire. Fire investigation team members receive specialized
training and are required to complete continuing education courses to remain current.
HIGHLIGHTS
• As of October 13, 2016, the FPB has conducted 1,999 fire and life-safety inspections
• As of October 13, 2016, the FPB investigated 165 fire incidents to determine the origin and
cause of the fire. As in years past, the kitchen remains the reported area of origin for a
majority of residential fires (50); unattended cooking accounts for the largest number of
these fires.
202
Recent Accomplishments:
• Fire Marshal Greer became Vice
President of the Iowa Fire
Marshal’s Association.
• Fire Marshal Greer elected as
Director of Investigations in the
IAAI- Iowa Chapter.
• The ICFD partnered with the
Red Cross to install 220 smoke
alarms in the Lucas Farms
neighborhood. Two weeks later
a fire occurred in one of those
homes. The alarms activated,
alerting the occupant who then
escaped to safety.
• The Fired Up About Reading
program that was piloted in the
Fall of 2015-16 school year by
FF Farrey is now in demand at
several schools.
• The Compliance Engine (TCE)
became the new third party
repository for fire protection
equipment inspection reports.
Reporting to correct deficient
systems is managed by TCE.
Upcoming Challenges:
• Identify methods to streamline
fire code inspections so as to not
detract from the work load of
emergency services and
firefighter training.
• Obtain training to achieve origin
and cause certification (FIT/CFI)
for Fire Marshal.
• Identify programs currently
available or find new ideas to
provide fire and life-safety
education to at-risk
neighborhoods and schools.
• Develop a long-term plan
regarding staffing of the fire
prevention bureau to handle an
increased work load along with
succession planning for the fire
marshal position.
• Explore other opportunities for
public/private partnerships to
provide life safety programs.
• Reduce the incidence of false
alarms which grew by 7.7% in
2015.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 1.00 1.00 1.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
Fiscal year 2018 service expenditures decreased by 22.5% primarily due to a decrease
in ITS internal service charges.
203
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public education/fire prevention community contacts and staff hours
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Contacts (200 - Goal)147 175 241 265 257
Staff Hours 746 806 821 1,117 1,028
Fire & life-safety building inspections conducted
Type CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Bureau 458 507 430 520 474
Commercial 855 1,052 818 1,095 977
University 435 399 401 429 452
Increase presence and condition of smoke alarms encountered in fire incidents to 100%
Smoke Alarm Status CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Working 22 56 28 23 37
Not Working 2 5 3 1 2
None Present/Undetermined 10 18 8 14 17
Incidents 44 79 39 38 56
Percent Working 50.0%70.9%71.8%60.5%66.0%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City & Encourage a
Vibrant and Walkable 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.
204
City of Iowa City
Activity: Fire Prevention (450300)Fund: General (1000)
Division: Fire Prevention (450300)Department: Fire
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 191,071$ 226,488$ 183,411$ 219,961$ 216,559$ 222,490$
Miscellaneous
Other Misc Revenue 530 - - - - -
Other Financial Sources
Sale Of Assets - 17,176 1,482 - - -
Total Revenues 191,601$ 243,664$ 184,893$ 219,961$ 216,559$ 222,490$
Expenditures:
Personnel 127,359$ 135,626$ 139,391$ 152,848$ 159,981$ 164,780$
Services 25,479 40,169 29,268 47,894 37,120 37,862
Supplies 21,768 13,300 16,234 19,219 19,458 19,847
Capital Outlay 16,995 54,569 - - - -
Total Expenditures 191,601$ 243,664$ 184,893$ 219,961$ 216,559$ 222,490$
Personnel Services - FTE 2014 2015 2016 2017 2018
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
205
FIRE TRAINING
The Fire Training division operates under the direction of the Battalion Chief in charge of
Training (assigned to a 56-hour work week) and the Training Officer/Lieutenant (assigned to a
40-hour work week). They plan, develop, and coordinate in-house training activities with the
assistance of a Training Committee. This division is directly responsible for the administration
of all fire department training. Areas of emphasis include but are not limited to: emergency
medical services, technical rescue, fire suppression, and hazardous materials.
HIGHLIGHTS
Calendar year 2015 department training activities include:
• Department training hours for the year: 16,005 hours
• Training hours per member per month: 20.8 hours
• New firefighter entry level orientation training: 720 hours
Recent Accomplishments:
• Conducted 2nd annual Youth Emergency
Services Academy for high school,
junior high and elementary aged
students. The academy is a joint
venture with the Iowa City Police
Department and Johnson County
Ambulance.
• Conducted three six-week candidate
orientation classes for new hires.
• Certified eight department members in
Blue Card Incident Command.
• Provided State of Iowa Driver Operator
class and certification program.
Upcoming Challenges:
• Absence of a fire training facility within
the city limits of Iowa City will lead to
skills degradation.
• Acquiring funds to hire-back personnel
for emergency response coverage while
on-duty crews conduct hands-on
training at the Coralville Training
Facility.
• Planning, designing and budgeting for a
new training center to be located in the
new Public Works Campus at the
intersection of South Gilbert Street and
McCollister Blvd.
• Acquiring funds to purchase and convert
existing training online training platform
and records management system.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 1.00 1.00 1.00
206
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
In the 2017 Capital Improvement Program, there are funds for the construction of a new training
tower at the site of the new Public Works Facility.
Financial Highlights:
The fiscal year 2018 service expenditures increased by 15.91% primarily due to a new online
emergency services training platform and record keeping software system and an increased
budget for firefighter/officer certifications.
207
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Training hours completed per individual (% achieved)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% Achieved % Achieved % Achieved % Achieved % Achieved
New
Measure
New
Measure 100%93%100%
New
Measure
New
Measure 76%63%59%
Certifications obtained
Safety Officer Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Certified New
Measure
New
Measure
New
Measure 33 33
In Process New
Measure
New
Measure
New
Measure 0 0
Fire Officer Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Certified New
Measure
New
Measure 2 2 25
In Process New
Measure
New
Measure 12 2 0
Haz Mat Tech Goal CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Certified 50 62 62 64 61
In Process 14 2 2 0 3
64
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation & Foster Healthy
Neighborboods throughout the City
Emergency Prevention & Response - Reduce harm to humans
and property by utilizing long-term preventative and collaborative
approaches to avoid emergency incidents and minimize their
impacts
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)
Goal (160)
64
30
During CY 2014, two personnel were on extended leave and unable to participate in training.
208
City of Iowa City
Activity: Fire Training (450400)Fund: General (1000)
Division: Fire Training (450400)Department: Fire
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 173,120$ 166,246$ 142,953$ 179,406$ 185,837$ 190,753$
Charges For Fees And Services
Fire Services 717 629 286 - - -
Other Financial Sources
Sale Of Assets 7,159 - - - - -
Total Revenues 180,996$ 166,875$ 143,239$ 179,406$ 185,837$ 190,753$
Expenditures:
Personnel 110,959$ 118,972$ 112,974$ 115,630$ 119,891$ 123,488$
Services 28,689 41,220 23,122 48,915 56,697 57,831
Supplies 9,175 6,683 7,143 14,861 9,249 9,434
Capital Outlay 32,173 - - - - -
Total Expenditures 180,996$ 166,875$ 143,239$ 179,406$ 185,837$ 190,753$
Personnel Services - FTE 2014 2015 2016 2017 2018
Fire 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
209
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.
Market Music features performances by local musicians on Wednesdays, June through
October, in Chauncey Swan Park before and during the Farmers’ Market.
Government Buildings
Government Buildings staff provides routine custodial and maintenance services at City Hall,
Robert A. Lee Recreation Center, Mercer Aquatic Center and Scanlon Gymnasium and other
public buildings utilizing a combination of in-house and contracted approaches. Staff provides
daily cleaning and maintenance for the 64,445 square foot City Hall building, including Police
and Fire facilities which are in operation 24/7. HVAC zones are also maintained daily for optimal
energy efficiency, productivity, and comfort.
HIGHLIGHTS
• Juli Seydell Johnson became Director of Parks & Recreation – January, 2016.
• Operations of the Farmer’s Market returned to direct management by the Parks &
Recreation Department.
• Farmer’s Market launched service to accept SNAP and EBT payments. Provided
“Double Up Food Bucks” to SNAP participants.
• Master Plans were completed for Hickory Hill Park, Lower City Park and East Side
Sports Complex.
• The Government Buildings Division restructured staffing to help with better cross-
coverage and more extensive coverage for Recreation Center facilities and to allow for
a more efficient operation.
210
• The building of an automated system for further monitoring and improvement of energy
use city-wide is ongoing.
• The Government Buildings staff reviewed existing contracts with preventative
maintenance contractors to find efficiencies in separating out work that can be done by
internal staff.
Recent Accomplishments:
• New Director, Juli-Seydell Johnson
• New Facility Manager, Kumi Morris
• Hickory Hill Park Master Plan
• East Side Sports Master Plan
• Lower City Park Master Plan
• Offering SNAP and EBT electronic
Payments at Farmers Market
Upcoming Challenges:
• Continued review of department
policies, procedures and staffing.
• Impacts of Chauncey construction
on Farmer’s Market.
• Discontinuing Mercer Market due to
low attendance
• Aging infrastructure in primary
facilities.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 7.33 6.33 7.00
Staffing Level Change Summary:
The .67 FTE of the Facilities Manager was moved from the Recreation activity into the
Government Buildings activity.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
There was a decrease in the fiscal year 2018 service expenditures of 33.02% primarily because
the fiscal year 2017 budget included $75,000 in consulting fees for a parks and recreation
master plan. This was partially offset by an increase in ITS internal service charges due to the
consolidation of parks and recreation charges into the administration budget.
211
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Endowments CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Iowa City Parks and Recreation
Foundation $118,125 $165,194 $114,736 $89,066 $82,040
Community Foundation
of Johnson County*NA $10,373 $17,864 $23,853 $28,684
Donations & Grant Funding FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Donations**$56,541 $258,063 $129,395 $54,828 $195,508
Grant Funding**$448,780 $1,820,930 $438,190 $335,157 $201,654
Total $505,321 $2,078,993 $567,585 $389,985 $397,162
Per capita calculation
(used 2010 US Census)$7.446 $30.636 $8.364 $5.747 $5.852
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Programs New
Measure
New
Measure 168 177 192
Participants New
Measure
New
Measure 59,486 62,672 66,653
Foster Healthy Neighborhoods throughout the City & Enhance
Community Engagement and Intergovernmental Relations
Public Spaces - Create a network of well-used and enjoyable
parks and public spaces that feature equitable, convenient access
for residents throughout the community
Develop programs and events that support community
engagement and neighborhood development.
Enhance and expand program offerings to include all areas and
demographic segments.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Monitor/utilize endowments, donations, and grant funding sources
to decrease reliance on general fund subsidies. (Strategic Goal:
Evaluate alternative revenue sources.)
Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson County, which
provides unique memorial opportunities and support of the Iowa
City Parks and Recreation Department. Continue to research and
apply for possible grant funding sources to benefit the Iowa City
Parks and Recreation Department.
* Community Foundation started in CY 2012
** Amounts include both General Fund and Capital Improvement Project Funds
212
City of Iowa City
Activity: Park and Rec Admin (510100)Fund: General (1000)
Division: Park and Rec Admin (510100)Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 283,961$ 540,834$ 204,442$ 348,089$ 329,537$ 338,970$
Charges For Fees And Services
Parking Charges 9,780 22,400 28,950 22,400 10,000 10,000
Miscellaneous
Other Misc Revenue 309 - - - - -
Total Revenues 294,050$ 563,234$ 233,392$ 370,489$ 339,537$ 348,970$
Expenditures:
Personnel 241,845$ 246,996$ 208,145$ 258,823$ 264,190$ 272,116$
Services 49,865 34,217 24,223 108,543 72,697 74,151
Supplies 2,340 2,021 1,024 3,123 2,650 2,703
Capital Outlay - 280,000 - - - -
Total Expenditures 294,050$ 563,234$ 233,392$ 370,489$ 339,537$ 348,970$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
213
City of Iowa City
Activity: Farmers Market (510200)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 19,561$ -$ -$ -$
Use Of Money And Property
Rents 76,319 76,581 70,417 85,008 87,670 87,670
Charges For Fees And Services
Misc Charges For Svc 3,126 2,977 2,465 4,386 2,561 2,561
Miscellaneous
Contrib & Donations 5,650 4,700 4,700 4,700 4,700 4,700
Misc Merchandise 3,121 3,098 537 1,800 5,000 5,000
Total Revenues 88,216$ 87,356$ 97,680$ 95,894$ 99,931$ 99,931$
Expenditures:
Personnel 31,134$ 15,988$ 10,574$ 44,417$ 39,987$ 41,187$
Services 31,921 41,971 84,331 29,562 30,644 31,257
Supplies 5,054 6,782 2,775 8,106 7,052 7,193
Total Expenditures 68,109$ 64,741$ 97,680$ 82,085$ 77,683$ 79,637$
Activity: Government Buildings (510300)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 397,884$ 605,437$ 642,053$ 673,607$ 762,923$ 782,199$
Other Financial Sources
Sale Of Assets - - 42 - - -
Total Revenues 397,884$ 605,437$ 642,095$ 673,607$ 762,923$ 782,199$
Expenditures:
Personnel 234,214$ 269,713$ 274,332$ 308,717$ 401,743$ 413,795$
Services 138,838 303,781 330,630 337,306 332,536 339,187
Supplies 24,832 31,943 27,758 27,584 28,644 29,217
Capital Outlay - - 9,375 - - -
Total Expenditures 397,884$ 605,437$ 642,095$ 673,607$ 762,923$ 782,199$
Personnel Services - FTE 2014 2015 2016 2017 2018
Custodian - Govt Bldgs 2.50 2.50 3.00 2.00 2.00
M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
M.W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00
Facilities Manager - - 0.33 0.33 1.00
Rec. Maint. Supr 0.33 0.33 - - -
Total Personnel 4.83 4.83 5.33 4.33 5.00
Activity Summary
Activity Summary
214
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
nine areas: Administration, Recreation Center Operations, Building Maintenance,
Social/Cultural/Environmental Activities, Aquatics, Special Populations Involvement (SPI), Youth
Sports, Adult Sports, and Customer Engagement.
Recreation Administration
Administrative personnel include the Recreation Superintendent and Office Coordinator.
Administration provides oversight and support for the other eight areas within the division.
Recreation Center Operations
The Iowa City Recreation Division provides recreational facilities for everyone. The Robert A.
Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium,
fitness room, pool, game room, racquetball court, arts and crafts room, social hall, and potter’s
studio. A kitchen and meeting rooms are also available for public use. Open gym and game
room play includes basketball, volleyball, table tennis, billiards, foosball, and table games. In
addition to scheduled programs, day-to-day open public use is available in the fitness room.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides gymnasiums, a
game room, and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals
and birthday party packages. With 2 full courts, the Scanlon Gym hosts many tournaments
(soccer, volleyball, basketball) bringing hundreds of participants throughout Iowa to Iowa City.
The Mercer/Scanlon facility also hosts elementary school nights, family fun nights, tot time and
other special events.
Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth sports,
basketball, volleyball and taekwondo. Offers open gym when RALCC and MPACSG are full.
Offer free skate nights on Friday Night.
Building Maintenance
Recreation Division staff are responsible for maintenance, repair, and improvements at the
City’s recreation facilities. This includes recreation equipment within these facilities.
Social/Cultural/Environmental Activities
Cultural, social and environmental education programs are provided year-round for all ages.
Most art programs are offered in 4, 5, 8 and 10 week sessions and are available 48 weeks of
the year. A Potter’s Studio, Painting and Printing facilities and a Craft Room are available year
round.
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Special Events, workshops, clinics, and community education includes coach’s training, trips,
teen dances, artist residencies, music performances, holiday events and no-school day
activities.
Summer camp offers nine weeks of swimming, crafts, roller skating, field trips, sports, and
elective camps. This indoor/outdoor camp consists of eight one-week sessions for children
completing grades K-6.
Playgrounds provide supervised activities in several Iowa City park sites. Sports, games, crafts,
and special events are included. This eight-week summer program is designed for children
completing grades K-6.
Aquatics
Aquatics programs offer a variety of levels in swimming instruction. Along with lessons, the
Robert A. Lee Community Recreation Center pool is available at various hours for public
swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center, completed in
1988, is indoors and offers a variety of programs as well. The division maintains one outdoor
pool at City Park for summer classes and open swim.
City Park Pool is located outdoors on Park Road in Upper City Park on the northwest side of
Iowa City. This is a T-shaped pool featuring a super shallow area on both sides of the ‘T,’ a 50-
meter and 25-yard lap swim area, and two (2) one-meter and one (1) three-meter diving boards.
The pool depth ranges from 1 to 14 feet. The facility also features a small wading pool for use
by young children being directly supervised by a certified lifeguard. Both the main pool and the
wading pool are handicap accessible. Numerous shade structures and incorporated trees
provide a park-like experience. Included is an accessible picnic area that guests are welcome to
utilize whilst visiting. The City Park Pool is open from Memorial Day to Labor Day.
Mercer Aquatic Center is divided into three separate sections. The deep section is on the
east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and contains
two (2) one-meter diving boards. The middle section is 25 yards long; depth ranges from 4'2" to
4'6". The shallow section is on the west end of the pool. It is approximately 2'6" to 4'. There is
an outside wading pool area which requires children to have adult supervision. The Mercer
Aquatic Center is also equipped with a 12 person spa.
Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L-shaped
pool featuring a 25-yard main body, with the water ranging from 3 to 5 feet in this area and a
rock climbing wall. There is a wading pool area which requires children to have adult
supervision. This pool is in operation on a year-round basis.
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Special Populations Involvement
Special Populations Involvement (SPI) programs provide year-round recreation for persons with
special needs of all ages and ability levels. A principal goal for the programs is to enhance
independent leisure skills and lifestyles of persons with various disabilities. The SPI program
offers year-round Special Olympics sports training and competition. SPI programs promote skill
development and offer educational activities, while maintaining the recreational values. The SPI
programs are offered year-round through four and eight week programming sessions. Each
session includes programs and activities in the following recreation areas: sports and fitness,
arts, music and movement, independent living skills, special events, clubs, and social activities.
Youth Sports
Youth sports and wellness programs offered by the Iowa City Recreation Division are diverse
and well-attended by community residents. Year-round programs are established for all ages.
Youth sports include flag football, basketball, volleyball, softball, baseball, tennis, skateboarding,
taekwondo, and a variety of special events such as the Hershey Track and Field Meet and
Youth Triathlon. The youth sports programs follow a basic philosophy that the child and
learning come first and competition second. Programs are designed to allow for instruction, full-
participation, and fun. The Recreation Division also works cooperatively with local sports
associations to provide program opportunities.
Tennis lessons for youth run approximately eight weeks in the summer (two four-week
sessions) at Mercer Park. In addition to our regular tennis program, the Iowa City Recreation
Division works closely with the United States Tennis Association (USTA) to provide classes,
tournaments, and special events.
Gymnastics instruction is offered year-round. Parent Tot Tumbling (2-3 year olds) and Tiny
Tumblers (3-5 year olds) meet twice weekly during the school year. Saturday classes (2-8 year
olds) are offered for five-week sessions, meeting one time per week throughout the year.
Teen programming provides various after-school activities and special events for teens to
participate in including intramural basketball and game room tournaments. The Scanlon
Gymnasium’s main focus is to provide a safe environment for teens.
Adult Sports
Adult sports programs include men’s, women’s and co-recreational basketball, volleyball, and
softball leagues. Over 100 teams participate in our summer softball leagues and 40 in the fall
league. Up to 100 teams are involved in volleyball and 50 teams in basketball. Competitive and
recreational fall, winter, and spring leagues are established to meet participants’ interests.
Aerobics, fitness, and wellness classes run year-round. Classes are established for those
persons just beginning to those individuals who are advanced. Both low-impact and high-
intensity aerobics are offered. Step aerobics, aquacise, and exercise classes are popular.
217
Customer Engagement
The Iowa City Recreation Division staffs two customer service attendants during open hours of
operation at the Robert A. Lee Recreation Center and Mercer Park Aquatic Center/Scanlon
Gym. Customer service staff provides information and assistance to general public—groups and
individuals. Duties include but are not limited to, answering phones, directing calls, registering
patrons for activities, and creating meeting room and park shelter reservations. Customer
Service Attendants preform some routine maintenance tasks, hand out equipment, instruct and
supervise patrons in the recreation centers. On the weekends, Senior Customer Service staff
provides additional support for staff when the full-time program supervisor is not on-site. In
addition to staffing the customer service desk, the Customer Engagement program area
encompasses external communication coordination including: website and social media
management, media and public relations, digital design and advertising, brand management,
and creative/technical writing and editing. The program supervisor for customer engagement
also manages facility reservations, and customer inquiries.
HIGHLIGHTS
• Developed additional staff support for the recreation centers through new customer
outreach program.
• Restoration of City Park Cabins begins.
• Development of STEAM Programming (Science, Technology, Engineering, Art and
Mathematics)
Recent Accomplishments:
• Collaborated with area agencies to
develop successful Youth Summer
Fun program designed to engage
youth grades 7th-12th during the
summer evening hours.
• Developed and opened the Outdoor
Edible Classroom at the Robert A.
Lee Community Recreation Center.
Upcoming Challenges:
• Upgrading aging infrastructure within
the recreation centers.
• Developing strategy to meet
recreation needs for neighborhoods.
• Recruiting, developing, and retaining
high quality temporary staff and
volunteers.
• Focus on meeting the recreation
needs of the community by staying
relevant and innovative with our
offerings and avoiding complacency.
• Economic and transportation
barriers to recreation services,
programs, and facilities.
• Ongoing master planning projects:
Mercer Park Tennis/Pickle Ball court
renovation, Wetherby Park Sport
Court, Eastside Sports Complex.
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Staffing:
FY2016 FY2017 FY2018
Total FTE’s 14.42 15.42 14.75
Staffing Level Change Summary:
The .67 FTE of the Facilities Manager was moved from the Recreation activity into the
Government Buildings activity.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The fiscal year 2018 capital budget includes $10,000 for recreation center fitness equipment
and $12,000 for conference room technology enhancements.
219
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Recreation program cost recovery
Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Budget
50%41%40%36%38%37%37%
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY2017
Budget
New
Measure
New
Measure 111 147 153 170
New
Measure
New
Measure
New
Measure 0 1 3
New
Measure
New
Measure
New
Measure 2 3 3Number of
Demonstration
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Relate program fees to the full cost of providing service. (Strategic
Goal: Evaluate alternative revenue sources.)
Maintain a Solid Financial Foundation
Provide spaces for community and neighborhood gardens.
(Strategic Goal: Grow the local foods economy.)
Provide and promote gardening throughout the City.
Food Access & Nutrition - Ensure that adults and children of all
income levels have opportunities to learn about nutritious eating
and have physical and economic access to fresh, healthful food
Foster Healthy Neighborhoods throughout the City
Set program fees to recover more of direct program costs in order
to rely less on general fund subsidies.
Number of Rented
Garden Plots
Number of
Neighborhood Garden
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City of Iowa City
Activity: Recreation (520100)Fund: General (1000)
Division: Recreation Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,772,327$ 1,759,171$ 1,788,658$ 2,010,016$ 2,025,359$ 2,076,373$
Other City Taxes
Hotel/Motel Tax 265,939 290,781 296,660 290,781 296,660 296,660
Use Of Money And Property
Rents 102,851 113,586 92,499 110,500 92,210 92,210
Royalties & Commiss 9,200 8,431 7,111 8,500 7,110 7,110
Intergovernmental
Operating Grants - - 2,350 - - -
Other State Grants 6,882 14,650 10,020 - 9,150 9,150
Local 28E Agreements 99,404 98,250 78,318 99,000 78,320 78,320
Charges For Fees And Services
Culture & Recreation 588,301 566,102 591,481 627,086 644,464 644,464
Transit Fees - 2,320 2,975 900 2,980 2,980
Miscellaneous
Contrib & Donations 1,850 27,478 20,195 15,000 - -
Misc Merchandise 4,710 4,282 5,900 4,730 5,760 5,760
Other Misc Revenue 1,013 2,536 5,260 1,627 580 580
Other Financial Sources
Sale Of Assets 48 847 - - - -
Total Revenues 2,852,525$ 2,888,434$ 2,901,427$ 3,168,140$ 3,162,593$ 3,213,607$
Expenditures:
Personnel 2,087,769$ 2,071,949$ 2,060,358$ 2,284,040$ 2,325,859$ 2,395,635$
Services 512,048 540,120 588,729 596,061 574,798 586,294
Supplies 172,179 201,970 211,410 208,239 227,136 231,679
Capital Outlay 80,529 74,395 40,930 79,800 34,800 -
Total Expenditures 2,852,525$ 2,888,434$ 2,901,427$ 3,168,140$ 3,162,593$ 3,213,607$
Personnel Services - FTE 2014 2015 2016 2017 2018
Office 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 - - -
Custodian - Govt Buildings - - - 3.75 3.75
M.W. I - Pools 1.00 1.00 - - -
M.W. I - Recreation 2.75 2.75 2.75 - -
M.W. II - Recreation 1.00 1.00 1.00 - -
M.W. II - Pools - - - 1.00 1.00
M.W . III - Pools 1.00 1.00 1.00 - -
M.W. III - Govt Bldgs - - - 1.00 1.00
Facilities Manager - - 0.67 0.67 -
Rec. Maint. Supr 0.67 0.67 - - -
Aquatics Assistant 1.00 1.00 1.00 1.00 1.00
Rec Program Supervisor 5.00 5.00 6.00 6.00 6.00
Total Personnel 15.42 15.42 14.42 15.42 14.75
Capital Outlay 2017 2018
Facility Improvements 5,000$ 22,000$
Park & Rec Equipment 2,800 2,800
Fitness Equipment 12,000 10,000
RALRC Edible Landscape 15,000 -
Diving Board 5,000 -
Pool Deck Tile/Grate Replacement 25,000 -
City Pool Front Desk Replacement 15,000 -
Total Capital Outlay 79,800$ 34,800$
Activity Summary
221
PARK MAINTENANCE
The Park’s division budget is organized into five activities: Administration, Maintenance/
Operations, Forestry, Athletic Fields and Central Business District (CBD) - Horticulture. The
Park Maintenance Operations sector manages 1,600+ acres of parkland, open/green space in
addition to 200+ acres of City-owned non-parkland. The Park’s management area includes 46
designated parks which include 50 outdoor shelters, 130 pieces of playground equipment, 23
restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Forestry sector manages
ROW and parkland trees encompassing the City’s expanding urban forest, which includes
approximately 2,000 EAB susceptible ash trees. The Athletic Fields sector manages softball
and baseball fields, soccer fields, flag football fields and a cross country course. The
Horticulture sector designs and manages the planters and planting beds in the central business
district, all parks and city properties and assists with natural areas management. The entire
division manages approximately 60 miles of trails by mowing, clearing snow and pruning
vegetation.
Park Maintenance Administration
Administrative personnel include the Superintendent of Parks & Forestry which provides
oversight and management of the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom
and shelter facilities and providing for trash removal.
• Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year.
Staff is responsible for continual cleaning, maintenance and repair, which includes
siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and
construction of new shelters and additions.
• Playgrounds: Staff is responsible for installation of new play equipment, inspection and
repairs of the existing 130 pieces of playground equipment and play surfaces to meet
industry safety standards.
• Mowing: Scheduled mowing in the 1600+ acres of maintenance include residential-style
turf, prairies and 200+ acres of non-parkland along highways, water retention areas and
ROWs.
• Snow and ice removal: Snow removal and winter maintenance of access roads, parking
areas, bridges and 60 miles of trails and sidewalks and the City Park ice skating areas.
• Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are
inspected and repaired as needed by staff during winter months.
Forestry
Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and
planting trees located in the city right-of-way and city parks. Forestry staff responds to
emergency storm damage of public and private trees when public facilities or services are
impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree
planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff
222
regarding tree protection during construction and/or demolition projects, species selection for
building permits and zoning requests.
Athletic Fields
Staff is responsible for 23 competition level ball fields, 4 practice fields, 20 competitive soccer
fields, 5 general purpose/multi use sport fields and a new cross country course. Ball fields are
prepped daily for practices and games from April through November. Soccer fields are re-
seeded, re-lined, moved to spread spot ware, daily, weekly and monthly.
Central Business District (CBD) - Horticulture
Horticulture staff provides design, installation and maintenance of planter beds and islands in all
46 parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping.
Horticulture staff manages approximately 30,000 square feet of landscaping in ROWs,
gateways and traffic islands throughout the city. Horticulture staff also assists with the
installation and maintenance of natural areas.
HIGHLIGHTS
• New Mercer Park Playground
• Highland Park Redesign
Recent Accomplishments:
• New benches at Mercer and TTRA
• Hickory Trail Shade Structure
• Cross Country Course at Soccer
Complex
• Washington Street Median Redesign
Upcoming Challenges:
• Managing Emerald Ash Borer
infestation
• Managing new developed and
undeveloped parkland areas
• Updating of existing facilities and
amenities
• Developing new recreational
opportunities such as a designated
bike park
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 19.00 19.00 19.00
Staffing Level Change Summary:
The Park Maintenance Operations are adding additional temporary staffing to assist with
maintaining ball fields and to assist with maintaining landscaping in fiscal year 2018.
1.00 FTE Maintenance Worker I was reclassified from Parks to Athletic Fields.
223
Service Level Change Summary:
There is no service level change in the fiscal year 2018 budget.
Financial Highlights:
Park Maintenance Administration service expenditures increased 28.88% or $7,705 in fiscal
year 2018 primarily due to an increase in ITS internal service charges.
Park Maintenance Operation supplies expenditures increased 10.44% or $21,834 in fiscal year
2018 primarily due to an increase in playground safety surface materials including rubberized
mats and tiles.
Forestry service expenditures decreased 30.22% or $79,350 in fiscal year 2018 compared to
fiscal year 2017 primarily due to $75,000 budgeted for a tree inventory in fiscal year 2017.
224
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Acres of Developed Parkland 1,441 1,506 1,511 1,511 1,516
Acres of Undeveloped Parkland 248 186 186 186 187
Total Acres of Parkland 1,689 1,692 1,697 1,697 1,703
Total Acres per 1,000 Population
(used 2010 US Census)24.89 24.93 25.01 25.01 25.10
Total Non-Parkland*--200 200 200
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Green Infrastructure - Design and maintain a network of green
infrastructure features that integrate with the built environment to
conserve ecosystem functions and provide associated benefits to
human populations
Public Spaces - Create a network of well-used and enjoyable
parks and public spaces that feature equitable, convenient access
for residents throughout the community
Develop and enhance Parkland areas and open spaces to exceed
existing and future needs of Iowa City patrons.
(Strategic Goal: Substantially improve access and use of public
spaces.)
Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes of
planning, education and volunteerism. Review and update the
master plan every five years to reflect current and future needs of
the community.
*Non-Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions.
FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks.
225
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
FY 2012 FY 2013 FY 2014*FY 2015 FY 2016
Operating Expenses $2,742,135 $2,582,975 $2,904,176 $2,776,572 $2,875,931
Per Capita
(used 2010 US Census)$40.41 $38.06 $42.80 $40.91 $42.38
Per Acre Cost $1,623.53 $1,527 $1,531 $1,464 $1,511
Public Spaces - Create a network of well-used and enjoyable
parks and public spaces that feature equitable, convenient access
for residents throughout the community
Create effective sustainable methods of operating and maintaining
facilities that accurately distribute the costs, benefits and current
level of service to the public.
(Strategic Goal: Evaluate alternative revenue sources.)
Efficiently and equitably manage Parkland areas, open spaces and
facilities utilizing sustainable techniques.
*Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre.
Maintain a Solid Financial Foundation & Foster Healthy
Neighborhoods throughout the City
226
City of Iowa City
Activity: Park Maintenance Administration (530100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 221,313$ 189,146$ 146,710$ 147,019$ 163,611$ 168,100$
Total Revenues 221,313$ 189,146$ 146,710$ 147,019$ 163,611$ 168,100$
Expenditures:
Personnel 181,859$ 160,107$ 117,498$ 115,611$ 121,723$ 125,375$
Services 31,369 24,153 22,887 26,680 34,385 35,073
Supplies 8,085 4,886 6,325 4,728 7,503 7,653
Total Expenditures 221,313$ 189,146$ 146,710$ 147,019$ 163,611$ 168,100$
Personnel Services - FTE 2014 2015 2016 2017 2018
Clerk/Typist - Parks & Forest 1.00 1.00 - - -
Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 1.00 1.00 1.00
Activity Summary
227
City of Iowa City
Activity: Park Maintenance Operations (530200)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,965,991$ 1,802,124$ 1,964,321$ 2,338,142$ 2,369,473$ 2,416,184$
Use Of Money And Property
Rents 108,843 172,516 197,097 197,000 201,630 201,630
Royalties & Commiss 1,984 2,398 3,254 2,500 3,250 3,250
Intergovernmental
Fed Intergovnt Revenue - 36,608 - - -
Disaster Assistance 798 1,294 2,445 - - -
Other State Grants 22,195 2,933 - - - -
Charges For Fees And Services
Culture & Recreation 101,957 104,681 108,744 105,232 98,240 98,240
Miscellaneous
Contrib & Donations 585 2,450 5,125 16,000 5,130 5,130
Misc Merchandise 508 1,400 339 - 340 340
Other Misc Revenue 3,854 6,525 19,309 200 19,270 19,270
Other Financial Sources
Sale Of Assets 1,830 1,408 820 - - -
Total Revenues 2,208,545$ 2,134,337$ 2,301,454$ 2,659,074$ 2,697,333$ 2,744,044$
Expenditures:
Personnel 1,254,252$ 1,196,263$ 1,315,011$ 1,545,707$ 1,622,442$ 1,671,115$
Services 753,829 751,323 752,511 847,293 820,983 837,403
Supplies 170,565 154,090 177,198 209,074 230,908 235,526
Capital Outlay 29,899 32,661 56,734 57,000 23,000 -
Total Expenditures 2,208,545$ 2,134,337$ 2,301,454$ 2,659,074$ 2,697,333$ 2,744,044$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. I - Parks - - 1.00 3.00 2.00
M.W.I - Athletic Fields - - - - 1.00
M.W. II - Parks 5.00 5.00 5.00 4.00 4.00
M.W. II - Horticulture - - 1.00 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 1.00
Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 11.00 11.00 12.00 15.00 15.00
Capital Outlay 2017 2018
Fences at City & Mercer Fields 47,000$ -$
Other Operating Equipment - 10,000
Dugout Benches - 5,000
Irrigation Improvements 10,000 8,000
Total Capital Outlay 57,000$ 23,000$
Activity Summary
228
City of Iowa City
Activity: Forestry (530300)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 405,110$ 379,104$ 376,234$ 561,220$ 465,350$ 477,969$
Other City Taxes
Utility Franchise Tax 5,929 9,017 8,742 9,017 8,950 8,950
Intergovernmental
Fed Intergovnt Revenue - 4,140 - - - -
Miscellaneous
Contrib & Donations 20,000 20,200 21,000 20,000 21,000 21,000
Misc Merchandise 100 - - - - -
Transfer In -Govt Activities 73,078 73,290 78,624 74,312 78,275 80,459
Total Revenues & Transfer In 504,217$ 485,751$ 484,600$ 664,549$ 573,575$ 588,378$
Expenditures:
Personnel 280,253$ 280,182$ 278,703$ 345,406$ 333,158$ 343,153$
Services 192,633 174,983 158,840 262,549 183,199 186,863
Supplies 31,331 30,586 47,057 56,594 57,218 58,362
Total Expenditures 504,217$ 485,751$ 484,600$ 664,549$ 573,575$ 588,378$
Personnel Services - FTE 2014 2015 2016 2017 2018
M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00
M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00
Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
229
City of Iowa City
Activity: CBD Maintenance Operations (535100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 510,930$ 366,596$ 184,457$ -$ -$ -$
Licenses And Permits
General Use Permits 7,340 8,051 11,398 - - -
Food & Liq Licenses - 2,400 - - - -
Miscellaneous
Other Misc Revenue 145 - - - - -
Total Revenues 518,415$ 377,047$ 195,855$ -$ -$ -$
Expenditures:
Personnel 339,052$ 213,004$ 22,456$ -$ -$ -$
Services 154,341 137,719 172,819 - - -
Supplies 16,982 26,324 580 - - -
Capital Outlay 8,040 - - - - -
Total Expenditures 518,415$ 377,047$ 195,855$ -$ -$ -$
Personnel Services - FTE 2014 2015 2016 2017 2018
M. W. II - CBD 2.00 2.00 2.00 - -
Sr M.W. - CBD 1.00 1.00 1.00 - -
Total Personnel 3.00 3.00 3.00 - -
Activity Summary
230
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 maintains all cemetery grounds,
buildings, equipment, and snow route.
• Assistance with family members/funeral homes regarding funeral arrangements; determine right
of interment, interment placement, lot sales/repurchases; complete billing and maintain records.
• Assist the general public/funeral homes/monument dealers with genealogy requests, lot
locations and explanation, enforcement of cemetery rules and regulations.
• Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or
expand to the east.
HIGHLIGHTS
Recent Accomplishments:
• Repurposing of Cherish
Columbarium in March 2016.
• 10 niche sales in fiscal year 2016 for
$11,400 and 2 niche sales in fiscal
year 2017 for $3,500.
Upcoming Challenges:
• Finish mapping of the 4 out lots in
the oldest part of the cemetery
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 3.00 3.00 3.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in
fiscal year 2018.
231
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Full Burials 34 27 19 35 31
Cremation 44 39 48 40 42
Report burial trends to effectively estimate the current longevity of
the Cemetery. Use the results to assist with the strategic planning
for future expansions and needs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Track and compare the number of full burials verse cremation
burials for each fiscal year.
232
City of Iowa City
Activity: Cemetery Operations (540100)Fund: General (1000)
Division: Cemetery Operations (540100)Department: Parks and Recreation
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 242,440$ 208,775$ 188,725$ 255,044$ 244,322$ 254,420$
Charges For Fees And Services
Misc Charges For Svc 25,499 40,135 42,843 38,341 40,097 40,097
Miscellaneous
Contrib & Donations - 400 200 - 200 200
Other Financial Sources
Sale Of Assets 49,730 71,450 89,300 63,389 77,708 77,708
Total Revenues 317,669$ 320,760$ 321,068$ 356,774$ 362,327$ 372,425$
Expenditures:
Personnel 248,835$ 248,139$ 253,032$ 279,257$ 285,119$ 293,673$
Services 56,205 57,904 54,106 63,614 62,605 63,857
Supplies 12,629 14,717 13,930 13,903 14,603 14,895
Total Expenditures 317,669$ 320,760$ 321,068$ 356,774$ 362,327$ 372,425$
Personnel Services - FTE 2014 2015 2016 2017 2018
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
233
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 2016:
o 64,111 cardholders
o 1,369,069 circulation
o 789,919 visits
o 91,565 computer users
o 39,882 attended children’s programs
o 10,970 social media followers
234
Recent Accomplishments:
• Issued a purchase order for a
bookmobile to be delivered April,
2017.
• Launched 1,000 Books Before
Kindergarten, a national program
designed to give children the tools
they need to be successful readers.
• Expanded Digital Johnson County, a
cooperative agreement with Coralville
and North Liberty to provide electronic
resources.
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 programs that serve a diverse
audience.
• Help celebrate the 25th anniversary of
the Friends Foundation.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 42.77 44.17 44.17
Staffing Level Change Summary:
There are no staffing levels changes in the fiscal year 2018 budget.
Service Level Change Summary:
The Library will introduce a bookmobile in late spring, 2017. The bookmobile is planned to be in
use four days a week during the school year, and five days a week during the summer.
Financial Highlights:
Fiscal year 2018 library levy property taxes are estimated to increase $31,571, or 3.54% from fiscal
year 2017.
The Library Materials budget increased by 1% in fiscal year 2018.
Budgeted in the Capital Projects Fund in fiscal year 2018 is a project to reconfigure the computer
lab and children’s room for $200,000. Of this amount, $100,000 will come from Library Gifts and
Bequests.
235
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Children Registering for Summer Reading Programs
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Goal
2,280 2,178 3,160 3,298 3,011 3,400
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of programs, displays, and reading lists specifically aimed at diverse audiences
or relating to themes of social justice and racial equity.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Goal
FY 2018
Goal
New
Measure
New
Measure
New
Measure
New
Measure
New
Measure 16 24
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
Equitable Services & Access - Ensure equitable access to
foundational community assets within and between neighborhoods
and populations
The Iowa City Public Library actively encourages discovery,
learning, and greater participation in community life.
Work with the ICCSD, preschools and summer programs to help
children sign up for a library card and participate in summer
reading programs.
Advance Social Justice and Racial Equity
The Iowa City Public Library contributes to the quality of life in Iowa
City by offering opportunities to explore diverse ideas, to exercise
imagination, and to express creativity.
Provide programs, displays, and reading lists to diverse audiences
on themes of social justice and racial equity.
236
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Community Members Visits to the Bookmobile Per Week
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Goal
FY 2018
Goal
New
Measure
New
Measure
New
Measure
New
Measure
New
Measure 500 1,000
Foster Healthy Neighborhoods throughout the City
Equitable Services & Access - Ensure equitable access to
foundational community assets within and between neighborhoods
and populations
Introduce Bookmobile Service.
Improve equitable access to library services.
237
City of Iowa City
Activity: General Library (550100)Fund: General (1000)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 3,179,390$ 3,214,383$ 3,307,949$ 3,651,254$ 3,739,623$ 3,892,716$
Property Taxes 798,731 826,291 837,043 891,551 923,122 923,122
Other City Taxes
Gas/Electric Excise Tax 12,539 13,747 12,393 12,146 11,260 11,260
Mobile Home Tax 1,049 1,103 1,062 1,103 1,060 1,060
Use Of Money And Property
Rents 122,484 80,757 43,475 24,000 24,000 24,000
Royalties & Commiss 2,647 2,315 2,469 2,500 2,440 2,440
Intergovernmental
Property Tax Credits - 16,696 33,235 25,268 25,833 25,833
Local 28E Agreements 427,033 435,601 466,160 461,333 466,150 466,150
Charges For Fees And Services
Library Charges 46 39 22 - - -
Miscellaneous
Library Fines & Fees 175,666 166,785 155,519 160,000 155,520 155,520
Misc Merchandise - 63 1,132 - 1,130 1,130
Other Misc Revenue 19,626 15,697 9,220 - 9,330 9,330
Other Financial Sources
Sale Of Assets 255 1,043 2,173 - - -
Transfer In-Bus Type Funds 55,000 55,000 - - - -
Total Revenues & Transfer In 4,794,466$ 4,829,520$ 4,871,852$ 5,229,155$ 5,359,468$ 5,512,561$
Expenditures:
Personnel 3,928,169$ 4,091,765$ 4,139,871$ 4,424,350$ 4,590,395$ 4,728,107$
Services 633,087 584,635 569,952 656,764 630,830 643,447
Supplies 178,888 143,250 148,126 142,041 138,243 141,008
Capital Outlay 54,322 9,870 13,903 6,000 - -
Total Expenditures 4,794,466$ 4,829,520$ 4,871,852$ 5,229,155$ 5,359,468$ 5,512,561$
Personnel Services - FTE 2014 2015 2016 2017 2018
Custodian - Library 2.00 2.00 2.00 2.00 2.00
IT Support Specialist 1.00 1.00 1.00 1.00 1.00
Librarian II 6.00 6.00 6.00 6.00 6.00
Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00
Library Assistant I 5.50 5.50 5.63 5.63 5.63
Library Assistant II 1.00 1.00 1.00 1.00 1.00
Library Assistant III 5.23 5.23 5.36 6.36 6.36
Library Building Manager 1.00 1.00 1.00 1.00 1.00
Library Clerk 2.75 2.75 2.38 2.38 2.38
Library Coordinator 5.00 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
M.W. 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 2.00 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 1.00
Total Personnel 42.38 42.38 42.27 43.27 43.27
Capital Outlay 2017 2018
RFID tags 6,000$ -$
Total Capital Outlay 6,000$ -$
Activity Summary
238
City of Iowa City
Activity: Library Materials (550200)Fund: General (1000)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 659,205$ 650,421$ 650,212$ 660,960$ 667,570$ 667,570$
Total Revenues 659,205$ 650,421$ 650,212$ 660,960$ 667,570$ 667,570$
Expenditures:
Capital Outlay 659,205$ 650,421$ 650,212$ 660,960$ 667,570$ 667,570$
Total Expenditures 659,205$ 650,421$ 650,212$ 660,960$ 667,570$ 667,570$
Capital Outlay 2017 2018
Adult Library Materials 558,960$ 564,550$
Children's Library Materials 102,000 103,020
Total Capital Outlay 660,960$ 667,570$
Activity Summary
239
City of Iowa City
Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 1,302$ 3,006$ 2,626$ 600$ 2,630$ 2,630$
Intergovernmental
Operating Grants 90,067 84,126 81,847 89,743 81,850 81,850
Charges For Fees And Services
Refuse Charges 574 77 256 100 260 260
Miscellaneous
Misc Merchandise 1,798 2,956 2,670 2,000 2,670 2,670
Other Misc Revenue 22,304 20,139 19,368 20,139 19,370 19,370
Printed Materials 15,087 15,224 15,130 15,223 15,130 15,130
Other Financial Sources
Sale Of Assets 673 - - - - -
Total Revenues 131,805$ 125,528$ 121,897$ 127,805$ 121,910$ 121,910$
Expenditures:
Personnel 32,756$ 22,689$ 28,533$ 28,512$ 30,393$ 31,305$
Services 53,747 48,505 25,568 42,482 18,619 18,991
Supplies 3,890 3,716 98,808 33,777 75,659 77,172
Capital Outlay 45,921 48,336 33,599 25,000 8,000 -
Total Expenditures 136,314$ 123,246$ 186,508$ 129,771$ 132,671$ 127,468$
Personnel Services - FTE 2014 2015 2016 2017 2018
Library Assistant I - - - 0.50 0.50
Library Assistant III 0.50 0.50 0.50 - -
Library Clerk 0.25 0.25 - - -
Total Personnel 0.75 0.75 0.50 0.50 0.50
Capital Outlay 2017 2018
IT Hardware -$ 8,000$
Furniture & Office Equipment 25,000 -
Total Capital Outlay 25,000$ 8,000$
Activity Summary
240
City of Iowa City
Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 134,422$ 150,344$ 189,993$ 165,569$ 213,932$ 213,932$
Other Misc Revenue 1,625 2,372 4,235 2,000 4,230 4,230
Total Revenues 136,047$ 152,716$ 194,228$ 167,569$ 218,162$ 218,162$
Expenditures:
Personnel -$ -$ -$ 43,548$ 53,087$ 54,680$
Services 21,288 13,203 32,237 24,287 15,926 16,245
Supplies 24,379 28,964 28,168 18,650 28,820 29,396
Capital Outlay 13,612 3,082 3,653 - - -
Total Expenditures 59,279$ 45,249$ 64,058$ 86,485$ 97,833$ 100,321$
Personnel Services - FTE 2014 2015 2016 2017 2018
Library Assistant III - - - 0.40 0.40
Total Personnel - - - 0.40 0.40
Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 17,340$ 36,140$ 8,726$ 35,200$ 21,000$ 21,000$
Total Revenues 17,340$ 36,140$ 8,726$ 35,200$ 21,000$ 21,000$
Expenditures:
Services -$ -$ 250$ -$ -$ -$
Capital Outlay 13,984 61,674 54,689 47,000 21,000 21,000
Total Expenditures 13,984$ 61,674$ 54,939$ 47,000$ 21,000$ 21,000$
Capital Outlay 2017 2018
Adult Library Materials 35,000$ 15,000$
Children's Library Materials 12,000 6,000
Total Capital Outlay 47,000$ 21,000$
Activity Summary
Activity Summary
241
City of Iowa City
Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Transfer In:
Transfer In From General Fund 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$
Total Transfer In 62,422$ 62,422$ 62,422$ 62,422$ 62,422$ 62,422$
Expenditures:
Supplies 15,816$ -$ 56,059$ -$ 28,000$ -$
Capital Outlay 88,337 21,004 15,337 - 20,000 -
Total Expenditures 104,153$ 21,004$ 71,396$ -$ 48,000$ -$
Capital Outlay 2017 2018
Operating Equipment Replacement -$ 20,000$
Total Capital Outlay -$ 20,000$
Activity Summary
242
LIBRARY FOUNDATION OFFICE
The mission of the Iowa City Public Library Friends Foundation is to generate private resources to
support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is a 501(c)(3)
non-profit organization governed by a Board of Directors. Board members are community
volunteers dedicated to helping our Library provide the best materials, programs and services. The
Board of Directors work with staff in the Library Development Office to plan and execute Library
fundraising efforts.
The Library Foundation division accounts for personnel costs associated with the Foundation’s
development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs
are budgeted: Library Coordinator – Development, and a Senior Library Assistant.
HIGHLIGHTS
Recent Accomplishments:
• Raised unrestricted gifts of $170,000,
above budget by 26%.
• Expanded Business Partners program
by $6,600 and developed new Partner
of the Month opportunity
• Received in-kind gifts valued at
$142,000 as incentives and prizes for
special initiatives, including Summer
Reading Programs
• Increased income from sales at used
bookstore to nearly $33,000, above
budget by more than $7,000
• Increased attendance and
contributions to support a new spring
fundraising event
• Developed and implemented a new
five-year strategic plan
Upcoming Challenges:
• Successfully celebrate 25th
anniversary of the Friends Foundation
• Increase support in competitive
environment
• Introduce new planned giving
programs
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no general funding utilized for this
activity.
243
City of Iowa City
Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office (550600)Department: Library
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Misc Revenue 109,845$ 175,818$ 168,865$ 193,651$ 200,017$ 206,018$
Total Revenues 109,845$ 175,818$ 168,865$ 193,651$ 200,017$ 206,018$
Expenditures:
Personnel 110,119$ 177,663$ 184,069$ 193,651$ 200,017$ 206,018$
Total Expenditures 110,119$ 177,663$ 184,069$ 193,651$ 200,017$ 206,018$
Personnel Services - FTE 2014 2015 2016 2017 2018
Library Coord - Development 1.00 1.00 1.00 1.00 1.00
Sr Library Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
244
SENIOR CENTER OPERATIONS
The Iowa City/Johnson County Senior Center (The Center) celebrated its 35th anniversary in
2016. Since opening in 1981, The Center has been true to its mission: to promote optimal
aging by creating opportunities to support wellness, social connections, community
engagement, and lifelong learning among adults over 50 years and other community members.
Over the years, The Center’s programs and services have changed, but the goal has remained
consistent; to remove negative stigmas associated with growing older, and to promote health,
well-being, and independence. We want to help adults stay active, curious, and connected so
that growing older is a positive experience
The Center offers a variety of classes, activities, volunteer opportunities, and services. In
addition to the fact that programs and services like theses meet the needs and interests of
participants and community members, they are known to support and extend a person’s health,
wellbeing, and independence by fostering social connections, promoting mental and physical
exercise, and encouraging community involvement. The Center cannot turn anyone into a
genius, overcome the devastating effects of Alzheimer’s, or make someone’s diabetes go away;
but it can provide programs and services that will help a person challenge popular ageist
stereotypes and make the most of their individual potential.
The Center does not just serve people over 50 years of age. Many programs are
intergenerational, community events are common, and college age volunteers are often seen
around The Center. In addition, The Center hosts practicum students and interns from a variety
of academic departments at the University, including but not limited to Social Work, Public
Health, and Recreational Studies.
Senior Center Administration
Administration oversees and supports the operation of Center programs, building maintenance,
and development. Administration also supports the activities of the Senior Center Commission,
and Senior Center Steering Council and Working Committees.
Services provided at the Center are also supported by Administration. These programs require
varying degrees of staff oversight, organization, volunteer training, scheduling, and problem
solving. Most are open to all members of the community. All require a designated space in
which they can be carried out. Examples include: Senior Health Insurance Counseling (SHIIP);
Volunteer Lawyers; University of Iowa Counseling Services; The AARP Tax Aide Program;
Honoring Your Wishes advanced directives counseling; health care provided by the Visiting
Nurses Association, and congregate dining provided by Elder Services, Inc. These programs
extend The Center’s reach out into the community bringing in people of all ages, from all walks
of life.
245
Senior Center Programs (1000)
There are four budget subdivisions in the Programs activity:
• Senior Center Classes - Classes cover everything from literature and fitness, music, and
art education. They are often open to non-members or intergenerational. A volunteer
based Program Committee is active in determining the quarterly curriculum. Classes are
taught by volunteers or independent contractors
• Senior Center Chorus - This part of the budget includes the Voices of Experience (VOE),
a chorus for adults over 50, and the Family Folk Machine (FFM), an intergenerational
chorus. The VOE has a student director identified through a cooperative agreement with
the College of Music Education at the University of Iowa. The VOE director and
accompanist are both part-time temporary employees of the City. The FFM is directed
by volunteers. Participants of both choruses pay participation fees.
• Senior Center Special Events - Large programs of general interest that are open to all
members of the community. For instance, dances, fundraisers band concerts, choral
presentations, movies, or speakers. They often have sponsors and community
partners and involve many volunteers.
• Senior Center Television - Volunteers produce television programs for broadcast on
City Cable and Public Access channels. A part time temporary video specialist
provides instruction and training. SCTV brings programs that take place at The Center
to television f or homebound elderly and community members to see. They also are
involved with creative endeavors and have a channel on you-tube to increase outreach.
Gifts & Memorials (1003)
This activity accounts for contributions and donations made to the Senior Center Gift Fund. Staff
has been asked by the Senior Center Commission to use the funding in this account to purchase
necessary equipment and upgrades until all funding has been spent. In the future, all donations
will be directed to the operational budget or Friends of The Center in accordance with donor
wishes.
HIGHLIGHTS
• At the end of fiscal year 2016 there were 1,618 members of The Center. 10% of
members take advantage of the low-income scholarship program. Membership is not
required to participate in many classes, services, and events offered at The Center.
• Volunteer support is a critical component of The Centers successful operation. In fiscal
year 2016, The Center benefited from the services of 592 community volunteers who
donated a total of 25,500 hours of service to support Center operations. This is the
equivalent of 12.25 FTEs.
• Community service is a significant component of The Center’s operation. In fiscal year
2016 the Visiting Nurses Association hosted 660 visits at The Center and Elder
Services, Inc. served 6,894 meals. The Center organized AARP tax aide services for
482 community members; the Senior Health Insurance Information Program (SHIIP)
provided 819 consultations to answer Medicare questions, and 10 Welcome to Medicare
programs attended by 231 people; Honoring Your Wishes, a community-wide advanced
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care planning initiative held 101 facilitated conversations and 7 workshops; and finally,
80 people received free legal counseling.
• After many months of planning and preparation in January of 2016 a newly formatted
version of the Program Guide was released. Major changes in formatting and a change
from a four to a three times a year publication have been very well received by members
and participants.
• The Center received a contribution of $34,877 from the Friends of The Center’s Senior
Center Endowment in fiscal year 2016 to support operational expenses.
• The fiscal year 2016 cost recovery remains at approximately 28%. As new fundraising
practices fall into place and are implemented, this should begin to increase.
• Insofar as programming is concerned, The Center’s classes, choruses, Senior Center
Television, and Special events were close to self-sustaining in fiscal year 2016 with only
a $2,139 deficit in revenue. As fundraising practices improve, the revenue and
expenses for these accounts should balance out.
• To reduce program expenses, avoid duplication of services, and offer the highest quality
programs the Center partnered with 102 Community organizations in fiscal year 2016.
• Obtained City Council Approval for a 0.5 FTE Development Specialist in the fiscal year
2016 budget process.
• Worked closely with Friends of The Center throughout the year to reorganize the Board
and its overall operation to create a more effective organization. This included
everything from selecting donor software and website development to attempting to hire
a Development Specialist.
• In January of 2016, The Center began celebrating its 35th Anniversary with a series of
successful community programs. One of the most popular celebrations was a concert at
the Englert featuring the Family Folk Machine and Voices of Experience, The Centers
intergenerational and adult choirs respectively. Singers age 4 to 86 sang classics like If I
had a Hammer, Big Rock Candy Mountain, and Midnight Special. Nearly 350
community members attended. The University of Iowa Community Credit Union helped
support this event.
• In fiscal year 2016, The Center hosted a total of 121,672 visits (duplicated) to the facility.
Approximately one hundred and twelve thousand (112,232—duplicated) of these visits
were to Center sponsored programs and services.
Recent Accomplishments:
• In late spring of 2016 The Center was awarded a $9000 grant from the Iowa Arts Council
to implement a program called: Wasn’t That a Time? A community recollection and
songwriting project. The project involves local artists the Awful Purdies, The Center’s
Family Folk Machine, and community members. It will culminate in a joint Family Folk
Machine/Awful Purdies concert featuring some of the new songs at the Iowa Festival of
the Arts in June of 2017. This project is also being supported by the University of Iowa
Community Credit Union, and in-kind contributions.
• A successful anniversary event, sponsored by Friends of The Center, was a visit by
Ashton Applewhite, author of This Chair Rocks: A Manifesto Against Ageism. During her
visit Applewhite led an intergenerational book discussion group, did a public presentation
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at The Center, and a book reading at Prairie lights. Approximately 300 community
members participated in her visit.
• Following a marketing and fundraising plan as closely as possible numerous changes
were made to promote awareness of and involvement in The Center. Postcards sent to
new members, open houses, increased community programing, new member
breakfasts, targeted advertising, and other changes resulted in many successful
programs and a $25,000 increase in donations to Friends over the previous fiscal year.
• On July 1, 2016 successfully implemented fee increases recommended by Committee A
and subsequently approved by the Senior Center Commission and by the City Council.
While the impact of these increases is difficult to measure at this time, participants were
well prepared for the changes and the transition went smoothly.
• With the help of participants, community members, and city employees, revised and
developed The Center’s mission statement, vision, principles, values, and 5-year goals.
The goals address 2017 -2022 and are intended to provide operational direction during
that time period. The goals were developed in concert with City Council goals and will
be reviewed and modified as needed throughout the five year period.
• We entered a 9 month rental agreement for use of the Assembly Room on a weekly
basis that will generate over $9,000 in revenue.
Upcoming Challenges:
• Continue to diversify The Center’s funding.
• Successfully hire a Development Specialist.
• Work with Friends to get the Board of Directors organized, operational, and staffed by
the Development Specialist. Complete development of the website and launch it at a
public celebration early in 2017. Establish corporate relationships and strengthen
private ones. Create annual strategic plan and establish fundraising goals.
• Effectively identify and train volunteers to SUCCESSFULLY engage them in fundraising.
• Develop a sponsorship plan and secure corporate sponsors for the Program Guide.
• Continue to expand knowledge base in fundraising area using local and national
resources.
• Motivate the Senior Center Commission to become more active advocates and
fundraisers.
• Secure national accreditation through the National Institute of Senior Centers, a unit of
the National Council on Aging, in 2017.
• Maintain the level and quality of programs and services currently offered.
• Continue with re-vamping second floor classrooms.
• Continue to pursue modifications to the Assembly Room, lobby, and kitchen that will
make the spaces more appealing to renters, create more storage space, and provide
additional instructional space and equipment.
• If it proves to be impractical to modify the Assembly Room, lobby, and kitchen for rental
purposes, pursue modest modifications to kitchen to create storage place, clear clutter,
and create an area that could be used for programming (i.e. cooking or baking classes),
and during larger events when food is served.
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Staffing:
FY2016 FY2017 FY2018
Total FTE’s 6.50 7.00 7.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
The New Horizons Band is no longer being managed by the City, and it is managing its own
operations.
Financial Highlights:
The fiscal year 2018 budget for service expenditures in the Administration budget decreased by
$28,130 or 11.74% primarily due to a decrease in estimated building repair and maintenance
expenditures and due to a decrease in outside printing expenditures related to the 35th
anniversary celebration.
Capital outlay budgeted in fiscal year 2018 includes $6,000 for a treadmill replacement and
$23,575 to remove wallpaper, repair walls, and paint walls and woodwork in the second floor
classrooms.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions
of Wellness
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummer
Random Class Evaluations (done throughout the year)
Overall Satisfation
Rating > 95%New
Measure 91%96%91%
New
Measure
New
Measure
* A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program
Guide covers September through December; Winter/Spring, January through April; and Summer, May
through August. Prior to 2016 the publications of the Senior Center Program Guide were based on
quarters, the Fall Program Guide covered September through November; Winter, December through
February; Spring, March through May; and Summer, June through August.
Goal
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods Throughout the City
To promote optimal aging by creating opportunities to support
wellness, social connections, community engagement, and life-
long engagement.
Each trimester throughout the year, offer diverse program
opportunities in seven dimensions of wellness: emotional;
environmental; intellectual/cognitive; physical;
professional/vocational; social; and spiritual.
Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
95%
250
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of Fitness Classes and Dance each trimester* (for members, community,
and special needs)FallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerNA 41 40
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Foster Healthy Neighborhoods Throughout the City
Enable adults to maintain healthy, active lifestyles by integrating
physical activity into their daily routines.
Support goal through programs and services offered.
* A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program
Guide covers September through December; Winter/Spring, January through April; and Summer, May
through August. Prior to 2016 the publications of the Senior Center Program Guide were based on
quarters, the Fall Program Guide covered September through November; Winter, December through
February; Spring, March through May; and Summer, June through August.
Foster Healthy Neighborhoods Throughout the City
Provide a broad range of arts and cultural resources and activities
that encourage participation and creative self-expression.
Support community engagement, creative self-expression, and
social interaction through the arts
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
New
Measure
New
Measure
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure 3
Support of Art Festival New
Measure
New
Measure
New
Measure
New
Measure
New
Measure 11
Center Art and Craft Classes and
Performances
New
Measure
New
Measure
New
Measure
New
Measure 82
Center Art Exhibits New
Measure
New
Measure
New
Measure
Gallery Walk Participant New
Measure
New
Measure
New
Measure
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Percent of Members using On-line Class Registration and/or Membership Renewals
Percent of Members
Senior Center Endowment’s Annual Contribution to the Operational Budget
Annual Contribution
Cost Recovery Percentage
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)
FY 2016
FY 2016
FY 2016
1%
5%
28%
$34,877
1.8%
Advance Social Justice and Racial Equity
To promote inclusion and divesity among participants.
Maintain and expand opportunities to reach a diverse audience for
on and off-site programs. To promote a positive image of aging
and combat agism.
FY 2012 FY 2013 FY 2014 FY 2015
New
Measure
New
Measure
New
Measure
Maintain a Solid Financial Foundation
To enhance financial stability of the Center.
Move toward electronic communication as a cost saving measure
and for customer convenience. Collaborate with Friends of the
Center to fund annual operational expenses through the Senior
Center Charitable Giving Account.
New
Measure
New
Measure
New
Measure 120%
New
Measure
New
Measure 5%11%
FY 2012 FY 2013 FY 2014 FY 2015
Percent of Participation
Change in Percent
(Goal of 1 - 2% increase)*
FY 2016
12%
9%
Goal FY 2012 FY 2013 FY 2014 FY 2015
Change in Percent
$34,250
Change in Contribution 16.3%-2.3%31.6%12.7%
FY 2012 FY 2013 FY 2014 FY 2015
27%
$23,077 $30,380
New
Measure
New
Measure 5%4%
$23,632
-1%
Goal
5% annual
increase
Goal
$60,000 by
FY 2020
* At least until levels reflect community demographics of the 50 + population
35% by
FY 2019 25%25%29%
252
Each trimester** had a Minimum of 5 Successful Programs that Targeting At Risk and
In Need Adults Over 50
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummer
Each trimester** had a Minimum of 1 Program/Presentation Focused on Issue Realted
to Aging/Agism
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummer
FY 2016
FY 2016
10%
Goal FY 2012 FY 2013 FY 2014 FY 2015
** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program
Guide covers September through December; Winter/Spring, January through April; and Summer, May
through August. Prior to 2016 the publications of the Senior Center Program Guide were based on
quarters, the Fall Program Guide covered September through November; Winter, December through
February; Spring, March through May; and Summer, June through August.
New
Measure
New
Measure
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
New
Measure
New
Measure
Goal
To be eligible for for the low-income scholarship program the person must meet one of the following:
1) Current participant in the Iowa City Utility Discount Program; 2) Recipient of Medicaid benefits;
3) Participant in the SNAP program; 4) Participant in the Iowa City Assisted housing program;
5) Recipient of Supplemental Security Income (SSI); or Participate in the Elderly or Social Security
Disability income Credit Claim on Real Estate or State Rent Reimbursement. According to the Iowa
State Univesity Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in
poverty. However,the poverty rate for the county as a whole is much higher in the range of 13 - 14%.
Goal FY 2012 FY 2013 FY 2014 FY 2015
9-11%New
Measure
New
Measure
New
Measure 10%
Percent of Members who participate in the low-income scholarship program
253
City of Iowa City
Activity: Senior Center Administrations (570100)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 598,506$ 616,579$ 577,447$ 696,908$ 638,798$ 633,089$
Use Of Money And Property
Rents 2,135 2,312 2,107 2,465 13,970 13,970
Royalties & Commiss 264 287 235 264 230 230
Intergovernmental
Local 28E Agreements 59,224 59,224 59,224 59,224 59,220 59,220
Charges For Fees And Services
Culture & Recreation 57,926 54,229 48,586 69,000 69,000 69,000
Misc Charges For Svc 2,037 85 - - - -
Parking Charges 20,390 21,640 29,730 25,200 32,000 32,000
Miscellaneous
Contrib & Donations 41,911 48,032 45,489 60,000 60,000 60,000
Misc Merchandise 6,091 5,341 3,238 5,400 3,240 3,240
Other Misc Revenue 18,488 1,612 2,479 20,600 27,250 27,250
Other Financial Sources
Sale Of Assets 191 - - - - -
Total Revenues 807,163$ 809,341$ 768,535$ 939,061$ 903,708$ 897,999$
Expenditures:
Personnel 526,825$ 550,984$ 543,357$ 605,323$ 638,291$ 657,440$
Services 218,241 202,920 193,726 239,621 211,491 215,721
Supplies 62,097 30,681 29,328 30,189 24,351 24,838
Capital Outlay - 24,756 2,124 63,928 29,575 -
Total Expenditures 807,163$ 809,341$ 768,535$ 939,061$ 903,708$ 897,999$
Personnel Services - FTE 2014 2015 2016 2017 2018
Development Specialist - Sr Center - - - 0.50 0.50
M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00
M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00
Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.50 6.50 6.50 7.00 7.00
Capital Outlay 2017 2018
Other Operating Equipment 48,928$ 6,000$
Building Improvements 15,000 23,575
Total Capital Outlay 63,928$ 29,575$
Activity Summary
254
City of Iowa City
Activity: Senior Center Programs (570200)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 2,138$ 10,285$ 3,266$ 4,363$
Intergovernmental
Other State Grants - - - 9,000 - -
Charges For Fees And Services
Culture & Recreation 8,588 10,057 8,800 9,775 7,750 7,750
Misc Charges For Svc 11,171 16,517 17,569 16,500 17,570 17,570
Miscellaneous
Contrib & Donations - - 1,000 - - -
Misc Merchandise 780 1,251 1,381 1,750 1,380 1,380
Other Misc Revenue - 2,753 4,140 10,750 16,250 16,250
Total Revenues 20,539$ 30,578$ 35,028$ 58,060$ 46,216$ 47,313$
Expenditures:
Personnel -$ 2,261$ 16,091$ 16,736$ 17,313$ 17,832$
Services 1,672 6,874 7,009 19,674 12,741 12,996
Supplies 83 10,155 11,928 21,650 16,162 16,485
Total Expenditures 1,755$ 19,290$ 35,028$ 58,060$ 46,216$ 47,313$
Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004)
Division: Senior Center Operations Department: Senior Center
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Charges For Fees And Services
Culture & Recreation 9,010$ 4,043$ -$ -$ -$ -$
Miscellaneous
Contrib & Donations 1,106 950 - - - -
Misc Merchandise - 5 - - - -
Total Revenues 10,116$ 4,998$ -$ -$ -$ -$
Expenditures:
Personnel 5,813$ 2,691$ -$ -$ -$ -$
Services 7,126 2,080 316 - - -
Supplies 3,267 1,411 36 - - -
Total Expenditures 16,206$ 6,182$ 352$ -$ -$ -$
Activity Summary
Activity Summary
255
City of Iowa City
Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 76$ 126$ 40$ -$ -$ -$
Total Revenues 76$ 126$ 40$ -$ -$ -$
Expenditures:
Supplies -$ -$ 20,077$ -$ -$ -$
Capital Outlay - - - 13,237 - -
Total Expenditures -$ -$ 20,077$ 13,237$ -$ -$
Capital Outlay 2017 2018
Building Improvements 13,237$ -$
Total Capital Outlay 13,237$ -$
Activity Summary
256
NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS)
ADMINISTRATION
Administration
Neighborhood and Development Services (NDS) Administration is responsible for oversight and
support of the department’s five operating divisions, Administration, Development Services,
Neighborhood Services, Metropolitan Planning of Johnson County (MPOJC) and the Housing
Authority.
Sustainability
Iowa City is committed to being a leader in sustainable community development. The
Sustainability Coordinator helps ensure that our public services and planning efforts are rooted
in sustainable principles. Efforts towards sustainability are also focused in municipal energy
savings, community-wide greenhouse gas emissions, natural area management and
collaborating with other city departments on other topics pertaining to sustainability. Current
projects include tracking streetlight conversion to LED lighting, prioritizing energy conservation
projects for municipal facilities and updating the community greenhouse gas emissions
reporting. Communication of the City’s sustainability efforts through electronic media (e-
newsletter, Facebook and Twitter), and aligning along with tracking sustainability efforts with the
STAR Sustainability Rating System are also projects that involve the Sustainability office.
Energy Efficiency Revolving Fund
The fund was created from the Energy Efficiency and Conservation Block Grant special revenue
fund. The fund is used as an energy efficiency reimbursement program. The facilities that
receive improvements through the fund repay the fund annually based on the savings from the
energy efficiency improvements.
HIGHLIGHTS
• Iowa City received a 4-STAR (Sustainability Tools for Accessing & Rating Communities)
Community Rating in March of 2016, the highest rating in the state.
• Iowa City is the first community in Iowa to adopt Inclusionary Affordable Housing
requirements. The Inclusionary Housing requirements were adopted for the Riverfront
Front Crossings(RFC) area and require that developers of residential developments
meet specific affordable housing provisions with every up-zoning to a RFC zoning
classification.
• The amendment of the TIF requirements to require the provision of affordable housing.
257
Recent Accomplishments:
• Received a 4-STAR Community rating
• Twenty two sustainability projects
completed in collaboration with
University of Iowa,
• Held STAR workshop to create
sustainability action plan
Upcoming Challenges:
• Will begin working with on 17 actions
identified in STAR workshop
• Will begin work on Climate Action Plan
• Need to review solar and wind
ordinance, as well as sensitive areas
ordinance and consider revising or
updating.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.55 2.55 2.55
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
Starting in fiscal year 2018, the Economic Development division is moving to the City Manager’s
Office.
Financial Highlights:
The Neighborhood & Development Administration service expenditures budget decreased by
76.94% or $142,809 in fiscal year 2018 primarily due to consulting services in the fiscal year
2017 budget of $80,000 for a bike/pedestrian master plan update and for $70,000 for a housing
market analysis in the University impact zone.
The Sustainability Services service expenditures decreased by 65.72% or $74,774 in fiscal year
2018 primarily due to consulting services of $80,000 in fiscal year 2017 for a carbon reduction
study. The appropriation for a local food initiative contribution increased by $5,000 to $30,000.
258
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Greenhouse gas emissions CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Total tonnes CO2e 1,309,284 1,278,469 1,298,620 1,281,014 1,203,621
Estimated population*69,189 70,453 71,885 73,542 74,220
Tonnes CO2e per capita 19.0 18.2 18.1 17.4 16.2
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
External Communications FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number of Subscribers of
Sustainable News e-Subscriptions 0 0 0 0 228
Number of Public Outreach Events New
Measure
New
Measure
New
Measure 10 12
Enhance Community Engagement and Intergovernmental
Relations
Increase awareness of sustainability within the community.
External outreach within the community focusing on sustainability.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote Environmental Sustainability
Greenhouse Gas Mitigation - Achieve greenhouse gas
emissions reductions throughout the community
Reduce community-wide greenhouse gas emissions.
Monitor community-wide greenhouse gas emissions, which
includes emissions used from energy in the following sectors:
residential, commercial, industrial, transportation and waste.
* Annual population estimates from the American Community Survey
259
City of Iowa City
Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin (610100)Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 314,954$ 247,130$ 224,148$ 348,297$ 255,473$ 263,452$
Intergovernmental
State 28E Agreements - - - 35,000 - -
Charges For Fees And Services
Building & Devlpmt - 1,500 1,200 1,500 1,200 1,200
Miscellaneous
Code Enforcement - 37,370 13,740 25,000 13,740 13,740
Other Misc Revenue 31,800 2,298 1,871 2,300 1,850 1,850
Printed Materials - 8 13 - - -
Other Financial Sources
Sale Of Assets - - 4 - - -
Transfer In -Enterprise Activities - 26,010 26,270 26,795 27,197 27,741
Total Revenues & Transfer In 346,754$ 314,316$ 267,246$ 438,892$ 299,460$ 307,983$
Expenditures:
Personnel 268,307$ 263,983$ 237,305$ 248,565$ 253,386$ 260,988$
Services 75,497 48,800 26,928 185,599 42,790 43,646
Supplies 2,950 1,533 3,013 4,728 3,284 3,350
Total Expenditures 346,754$ 314,316$ 267,246$ 438,892$ 299,460$ 307,983$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 0.55 0.55 0.55 0.55 0.55
Clerk/NDS 0.50 0.50 - - -
Engineering Technician *0.50 0.50 - - -
NDS Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.55 2.55 1.55 1.55 1.55
* Position eliminated on 12-31-15
Activity Summary
260
City of Iowa City
Activity: Sustainability Services (610150)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 137,835$ 124,779$ 217,343$ 147,313$ 151,336$
Miscellaneous
Other Misc Revenue 33,200 1,864 11 - - -
Total Revenues 33,200$ 139,699$ 124,790$ 217,343$ 147,313$ 151,336$
Expenditures:
Personnel 3,005$ 88,745$ 89,618$ 101,574$ 107,695$ 110,926$
Services 378 49,869 35,053 113,769 38,995 39,775
Supplies 32 1,085 119 2,000 623 635
Total Expenditures 3,415$ 139,699$ 124,790$ 217,343$ 147,313$ 151,336$
Personnel Services - FTE 2014 2015 2016 2017 2018
Sustainability Coordinator - - 1.00 1.00 1.00
Total Personnel - - 1.00 1.00 1.00
Activity: Sustainability Services (610150)Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue -$ 50,961$ 43,441$ 84,731$ 43,440$ 43,440$
Transfers In - Misc - 50,092 - - - -
Total Revenues & Transfer In -$ 101,053$ 43,441$ 84,731$ 43,440$ 43,440$
Expenditures:
Capital Outlay -$ -$ -$ 123,500$ -$ -$
Total Expenditures -$ -$ -$ 123,500$ -$ -$
Capital Outlay 2017 2018
Energy Efficiency Improvements 123,500$ -$
Total Capital Outlay 123,500$ -$
Activity Summary
Activity Summary
261
City of Iowa City
Activity: Housing and Inspection Admin (470100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 222,988$ -$ -$ -$ -$ -$
Charges For Fees And Services
Building & Devlpmt 1,300 - - - - -
Miscellaneous
Code Enforcement 13,983 - - - - -
Other Misc Revenue 9 - - - - -
Printed Materials 27 - - - - -
Transfer In -Enterprise Activities 25,575 - - - - -
Total Revenues & Transfer In 263,882$ -$ -$ -$ -$ -$
Expenditures:
Personnel 240,899$ -$ -$ -$ -$ -$
Services 22,983 - - - - -
Total Expenditures 263,882$ -$ -$ -$ -$ -$
Personnel Services - FTE 2014 2015 2016 2017 2018
Code Enforcement Asst. 1.00 1.00 - - -
H.I.S. Director 1.00 1.00 - - -
Total Personnel 2.00 2.00 - - -
Activity: Housing Authority Administration (490100)Fund: General (1000)
Division: Housing Authority Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Royalties & Commissions 4,022$ 4,307$ 3,992$ -$ -$ -$
Total Revenues 4,022$ 4,307$ 3,992$ -$ -$ -$
Activity Summary
Activity Summary
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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.
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The City of Iowa City began the rental housing inspection division in the mid 1970's. The
division has four full-time inspectors, inspecting more than 18,000 rental units bi-
annually. Housing Inspection works with owners, property managers and tenants to
ensure conformance with the Iowa City Housing Code, which establishes minimum
health and safety standards necessary to protect and promote the welfare of tenants and
the general public as well. Housing Inspection achieves this purpose by inspecting all
rental property on a systematic basis. Currently, multi-family structures (e.g. those
buildings with three or more units), single family, and duplex structures are inspected
every two years. Fraternities and sororities are inspected annually. Complaint inspection
may be made upon request. In an effort to promote healthier neighborhoods, staff has
shifted to more pro-active inspections in our core neighborhoods to address nuisance
trash and litter violations.
Human Services
Community Development staff coordinates with the United Way of Johnson County and
the Housing and Community Development Commission in providing funds for human
service agencies. The City Council makes annual allocations to the area’s human
service agencies as part of the Aid to Agencies budget process.
Neighborhood Outreach
Neighborhood Outreach provides a conduit between all City departments and the
network of neighborhood associations within Iowa City, and facilitates the distribution of
funds made available by the City Council for small-scale neighborhood improvements.
Neighborhood Outreach supports and encourages citizens to help shape the future of
their neighborhood. By assisting in the establishment and coordination of 33
neighborhood associations, this division seeks to encourage action by providing ideas
and resources that help associations address their needs and interests within the goals
of the larger community.
The City Council has made funds available to neighborhood associations through the
Program for Improving Neighborhoods (PIN) grant program, with $20,000 available
annually. Administration of this program involves making applications available to the
neighborhoods, clarifying the administrative rules, assisting with project development,
coordinating staff review of the applications as well as execution of contract documents
and implementation of projects.
HIGHLIGHTS
• Maintained a two-year inspection cycle for all rental properties
• A net gain of 30 new rental permits adding 337 units to the rental permit roles
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• Fifty-nine properties have been acquired since 2011 for the UniverCity Neighborhood
Partnership Program. Fifty-five of these have been completed and sold as owner
occupied properties. There is one accepted offer and closing date pending. Three
homes are underway or are complete but not yet sold. The City has entered
purchase agreements for two additional homes and plans to acquire one more in
fiscal year 2017.
• The Program for Improving Neig hborhoods (PIN) funded several neighborhood
initiatives, including Grant Wood/Wetherby neighborhood’s providing extra police
back fill funding in order to enable other officers, interested in community outreach,
to work in their neighborhood. They also received funding to kick off the South
District logo design by providing window clings and stickers to neighbors as well as
area businesses. Longfellow was approved to replace an existing, deteriorated split
rail fence at the Longfellow Trail and several neighborhoods will be able to send out
one newsletter in fiscal year 2017 to introduce their association to new neighbors
and encourage that they subscribe to social media options such as Nextdoor or
Facebook for ongoing information throughout the year. Several neighborhoods also
received funding to create durable signage promoting their Nextdoor or Facebook
pages. Various neighborhoods were able to host a Eulenspiegel puppet
performance in their neighborhood parks this past summer as a result of a PIN grant.
And Lucas Farms will be able to create and install several historic markers
throughout the neighborhood highlighting key historic points of interest.
• The Neighborhood Outreach division also oversees the Iowa City Public Art program
with funding made available for the maintenance of the existing public art inventory
as well as funding smaller projects. In fiscal year 2016, there were seven art projects
funded through the matching fund program for almost $8,000. Maximum funding
available is $2,000 per project. Requests ranged from $300 – $2,000. Project and
individuals/organizations that received matching funds are:
• Community Book Making Project – Yesha Tsomo
• Space Jam – Breanne Trammell
• The Iowa Disability Creative Works Gallery – Tom Walz
• Open Washington Ribbon Project – Iowa City Downtown District
• Mind Travelers’ Aquarium – Sayuri Sasaki Hemann
• The Center for Afrofuturistic Studies: 2016 “Beyond Realism” speaker
series. 25.
• Project Playground: Peardeck.
• The Poetry in Public Program, in its 12th year, showcased 55 poems written by
Johnson County adults and students.
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Recent Accomplishments:
• 98.6% of rental cases brought
into voluntary compliance.
• Five homes removed along the
Iowa River and Ralston Creek
floodplains with a HMGP grant.
Received approval for two
additional homes, on Normandy
and on Ralston Creek.
• Created new partnerships to
offer a series of workshops to
over 50 participants interested in
starting their own business.
• Created the Housing Exterior
Loan Program (HELP) to
facilitate façade improvements to
residential properties near the
downtown and University. Six
agreements entered with
property owners for an
investment of over $100,000.
• Approved funding for three small
business loans to income
qualified entrepreneurs; two
were minority or woman owned.
Upcoming Challenges:
• Continue to monitor all available
resources to find over-occupied
rentals and properties rented
without permits.
• Staff capacity to investigate and
mitigate increasing number of
complaints due to the expansion
of ICgovXpress to all City
departments.
• Continue to promote the
availability of affordable housing
and assist local businesses
despite decreasing CDBG and
HOME funding.
• Transition neighborhood
associations to utilizing social
media to replace neighborhood
newsletters.
• Staff capacity to successfully
administer all existing programs
in addition to the 15 Action Steps
for Affordable Housing and other
strategic plan priorities.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 8.30 11.78 11.78
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
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Service Level Change Summary:
The number of UniverCity program homes was decreased from five in fiscal year 2017 to
three in fiscal year 2018.
Financial Highlights:
The UniverCity homes lowered the fiscal year 2018 capital outlay expenditures by
$134,670 and lowered the other financing use expenditures by $50,000. Fiscal year
2018 capital outlay expenditures for the HELP program were also reduced by $50,000
from last year.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
3,890 4,003 4,190 4,317 4,402
16,979 17,171 17,828 18,010 18,170
1,354 1,864 1,755 1,650 1,808
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure 87%84%86%
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Rental Properties Converted to Single Family Homes (UniverCity)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
16 9 8 6 9
Owner-Occupied Homes Rehabilitated (GRIP)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
13 13 14 8 3
Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
NA NA NA NA NA
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Rental Permits
Rental Units
Housing, Zoning & Nuisance
Foster Healthy Neighborhoods throughout the City
Effectively resolve complaints to protect the health, safety, and
livability of Iowa City’s neighborhoods.
Expand proactive neighborhood code enforcement efforts.
Foster Healthy Neighborhoods throughout the City
Housing Affordability - Construct, preserve, and maintain an
adequate and diverse supply of location-efficient and affordable
housing options for all residents
Invest in the City’s private residential building stock.
Stabilize neighborhoods through UniverCity and GRIP
reinvestment programs.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
New
Measure 19 16
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
PIN Grant Projects funded
FY 2012 FY 2013 FY 2014 FY 2015 FY2016 FY17
Estimate
10 10 10 10 6 7
Foster Healthy Neighborhoods throughout the City
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.
*Funding for neighborhood newsletters discontinued in FY2015. An allocation of $3,962 was approved
to be funded through the Program for Improving Neighborhoods allowing 5 interested neighborhoods to
create, print and mail one newsletter to residents in FY2017.
Number of neighborhoods with
active leadership and established
community link.*
Foster Healthy Neighborhoods throughout the City
Facilitate Communication & Cooperation between the City and the
neighborhood associations.
Use Program for Improving Neighborhood (PIN) grants to promote
family-friendly neighborhood events, activities or projects.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Meetings Coordinated to Address Above Objective
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
24 26 22 8*8 8
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Council Meetings
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
3 4 11 8 6 6
*Elimination of newsletters severely limits the options available for meeting notifications within
neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park
and street improvements for which meeting notice mailing funds are still available.
Foster Healthy Neighborhoods throughout the City
Facilitate Communication & Cooperation between the City and the
neighborhood associations.
Coordinate communication between neighborhood associations
through meetings and activities of the Neighborhood Council.
Foster Healthy Neighborhoods throughout the City
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.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Good Neighborhood Meetings (dependent upon development activity)
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
New
Measure
New
Measure 11 8 12 8
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public Art Installations
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
New
Measure 1 3 3 6 6
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.
Foster Healthy Neighborhoods throughout the City
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.
Foster Healthy Neighborhoods throughout the City & Encourage a
Vibrant and Walkable Urban Core
To enhance the appearance of the City through the selection and
integration of art in the public environment.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Aid to Agencies FY 2012 FY 2013 FY 2014 FY 2015 FY 2016*FY 2017
Estimate
Funds Spent $422,950 $391,829 $378,700 $397,510 $378,700 $378,700
Agencies Assisted 19 16 19 18 13 14
* Less agencies funded as changed minimum allocation to $15,000 (previously $5,000) to provide a
larger impact to a priority need.
Foster Healthy Neighborhoods throughout the City & Enhance
Community Engagement and Intergovernmental Relations
Allocate grant and City funds to serve the needs of low-to-
moderate income (LMI) residents in the following areas: housing,
homelessness, and community development (various services for
at-risk and LMI persons).
Create/enhance suitable living environments, provide decent
housing and create economic development opportunities.
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City of Iowa City
Activity: Community Development (610200)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy -$ 658,214$ 479,674$ 727,379$ 534,244$ 544,478$
Use Of Money And Property
Interest Revenues 32,143 36,466 36,252 36,146 31,657 31,657
Intergovernmental
Other State Grants 56,967 - - - - -
Miscellaneous
Contrib & Donations 82,175 53,000 (59,000) - - -
Other Misc Revenue 7,413 950 4,147 30,435 53,990 53,990
Printed Materials - 10 - -
Other Financial Sources
Loans 2,871,767 1,347,062 588,505 1,013,906 1,008,700 1,008,700
Sale Of Assets 1,469,552 1,219,389 1,835,826 900,000 850,000 850,000
Bond Proceeds 1,000,000 - - - - -
Transfers In - Misc 170,465 20,000 - - - -
Total Revenues & Transfer In 5,690,482$ 3,335,091$ 2,885,404$ 2,707,866$ 2,478,591$ 2,488,825$
Expenditures:
Personnel 169,169$ 172,688$ 190,607$ 179,849$ 166,263$ 171,251$
Services 335,291 349,813 256,050 243,087 261,963 267,202
Supplies 686 13,007 11,630 260 365 372
Capital Outlay 3,272,182 1,645,083 584,617 1,384,670 1,200,000 1,200,000
Other Financial Uses 1,408,000 1,154,500 1,842,500 900,000 850,000 850,000
Total Expenditures 5,185,328$ 3,335,091$ 2,885,404$ 2,707,866$ 2,478,591$ 2,488,825$
Personnel Services - FTE 2014 2015 2016 2017 2018
Associate Planner 0.35 0.35 0.35 1.00 1.00
Building Inspector - - 0.60 1.00 1.00
Community Development Coord 0.30 0.30 - - -
Housing Rehab Specialist 1.00 1.00 - - -
Code Enforcement Specialist - - 0.50 1.00 1.00
Program Asst - Comm Devel 0.10 0.10 0.10 0.63 0.63
Total Personnel 1.75 1.75 1.55 3.63 3.63
Capital Outlay 2017 2018
House Acquisitions for UniverCity 900,000$ 850,000$
Rehab Costs of UniverCity Houses 334,670 250,000
Rehab Costs for the HELP Program 150,000 100,000
Total Capital Outlay 1,384,670$ 1,200,000$
Activity Summary
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City of Iowa City
Activity: Neighborhood Services (610710/610720)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 132,253$ 128,849$ 176,318$ 164,068$ 284,873$ 282,338$
Use Of Money And Property
Rents - 11,188 6,877 - - -
Miscellaneous
Misc Merchandise - 192 85 - - -
Printed Materials 258 150 204 150 200 200
Total Revenues 132,511$ 140,379$ 183,484$ 164,218$ 285,073$ 282,538$
Expenditures:
Personnel 103,461$ 107,576$ 151,135$ 117,277$ 226,371$ 233,162$
Services 19,918 12,546 21,404 29,925 31,067 31,688
Supplies 4,132 7,182 1,280 2,016 2,635 2,688
Capital Outlay 5,000 13,075 9,665 15,000 25,000 15,000
Total Expenditures 132,511$ 140,379$ 183,484$ 164,218$ 285,073$ 282,538$
Personnel Services - FTE 2014 2015 2016 2017 2018
Neighborhood Services Coordinator - - 0.30 0.70 0.70
Associate Planner 1.00 1.00 0.75 1.00 1.00
Administrative Secretary - - - 0.25 0.25
Total Personnel 1.00 1.00 1.05 1.95 1.95
Capital Outlay 2017 2018
Maint. of the Public Art Pieces 15,000$ 25,000$
Total Capital Outlay 15,000$ 25,000$
Activity Summary
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City of Iowa City
Activity: Housing Inspections (610730)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
Misc Permits & Lic 2,080$ 1,600$ -$ 1,600$ 1,600$ 1,600$
Const Per & Ins Fees 533,947 655,855 574,753 660,000 680,000 680,000
Charges For Fees And Services
Building & Devlpmt - - - 14,000 14,000 14,000
Miscellaneous
Other Misc Revenue - 142 2,571 - - -
Printed Materials - 60 90 - - -
Total Revenues 536,027$ 657,657$ 577,414$ 675,600$ 695,600$ 695,600$
Expenditures:
Personnel 442,939$ 445,196$ 507,909$ 563,039$ 591,370$ 609,111$
Services 50,876 46,080 40,455 73,555 70,104 71,506
Supplies 2,202 2,500 2,898 2,409 2,540 2,591
Total Expenditures 496,017$ 493,776$ 551,262$ 639,003$ 664,014$ 683,208$
Personnel Services - FTE 2014 2015 2016 2017 2018
Building Inspector 3.00 3.00 3.00 3.40 3.40
Housing Assistant 0.75 0.75 0.75 1.00 1.00
Housing Inspector Asst 0.50 0.50 0.50 0.50 0.50
Neighborhood Services Coordinator - - 0.30 0.30 0.30
Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.25 5.25 5.55 6.20 6.20
Activity Summary
275
City of Iowa City
Activity: Human Services (610820)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 264,333$ 319,722$ 296,319$ 350,000$ 300,000$ 300,000$
Total Revenues 264,333$ 319,722$ 296,319$ 350,000$ 300,000$ 300,000$
Expenditures:
Personnel 14,143$ 13,821$ 3,301$ -$ -$ -$
Services 250,190 305,901 293,018 350,000 300,000 300,000
Total Expenditures 264,333$ 319,722$ 296,319$ 350,000$ 300,000$ 300,000$
Personnel Services - FTE 2014 2015 2016 2017 2018
Associate Planner 0.15 0.15 0.15 - -
Total Personnel 0.15 0.15 0.15 - -
Activity: Donation Stations (610830)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 278$ 36$ 356$ -$ -$ -$
Total Revenues 278$ 36$ 356$ -$ -$ -$
Expenditures:
Services 1,113$ 315$ -$ -$ -$ -$
Total Expenditures 1,113$ 315$ -$ -$ -$ -$
Activity Summary
Activity Summary
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DEVELOPMENT SERVICES
The Development Services Division is responsible for facilitating the development process from
Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit,
Building Inspections, to Final Certificate of Occupancy. The Division is also responsible for
zoning-code-related nuisance inspections and enforcement; local administration of state and
federal regulations such as floodplain management regulations; administration of the Sign Code,
minor modification applications, temporary use permits, and other local permits; research,
recommendations, and developing code amendments to address City Council and/or City
Manager’s Office directives such as the Affordable Housing Action Plan, the STAR program, the
Equity Toolkit, etc. The Division also interacts regularly with other local organizations such as the
Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area
Association of Realtors, Friends of Historic Preservation, etc.
Building Inspection
The Building Inspection Division is responsible for facilitating the Site Plan review process,
Building Permit review, Building Inspections and Final Certificates of Occupancy. Building
Inspection Services is also responsible f or enforcement of codes and ordinances regulating
the protection of the public health, safety and general welf are as it relates to the built
environment and maintenance of existing structures. Review and issuance of all permits for new
construction, additions, alterations, repairs and signs is a key function. The Building I nspections
Services Office enforces the following construction codes:
• 2015 International Building / Residential Code (adopted with local amendments)
• Mechanical Code (current state adopted code)
• Plumbing Code (current state adopted code)
• 2015 International Fire Code (adopted with local amendments)
• National Electrical Code (current state adopted code)
• International Energy Conservation Code (current state adopted code)
• Accessibility Code (current federal and state adopted code; local amendments for
visitability / adaptability)
In addition to the above codes, the Building Inspection Services Office enforces the Zoning,
Sign, Nuisance, Noise, Site Plan design regulations, Floodplain Management and Construction
Site Runoff Ordinances.
The Building Inspections Services Office provides staffing for the Board of Appeals. The Board
of Appeals hears and decides appeals of orders, decisions or determinations made by City staff
relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical,
Plumbing, Fire and Housing Codes.
Urban Planning
The Urban Planning Office promotes sustainable growth and development within the city by
applying the vision, goals, and strategies of the Comprehensive Plan (including district plans
and master plans for specific sections of the community) and administering zoning, subdivision
and historic preservation regulations. The guiding principle of these regulations and policies are
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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 construction.
• The Planning and Zoning Commission is charged with holding public discussions and
providing recommendations to City Council on development-related applications
including Comprehensive Plan updates, annexations and requests for rezonings,
subdivisions and code amendments.
• The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
• The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts. The primary
duty of the Historic Preservation Commission is to review proposed building projects in
historic and conservation districts.
Urban Planning staff work with prospective applicants to review requirements for new
development and construction and to create solutions for properties that confront obstacles to
development, renovation, or reuse. Once an application is filed, staff reviews the proposal,
coordinates feedback from various departments, and writes reports, including recommendations
to boards and commissions. A growing duty of Development Services staff is reviewing design
review applications for areas requiring design review such as the Riverfront Crossings and
Towncrest Districts
HIGHLIGHTS
• As of August 1, 2016 the Building Inspections Division had processed building permits
totaling $202,922,137 in permit value, well above the 10-year average of $127,720,222.
This speaks both the volume of permits in 2016 as well as the higher-than-average value of
construction.
• Continued implementation of the Downtown and Riverfront Crossings Master Plan including
preparation of a plan for the Riverfront Crossings Park and drafting the RFP to hire a
consultant team to prepare final design for the park, and working with a consultant team to
prepare streetscape design for South Riverside Drive. Facilitated the rezoning and/or
development review process for several Riverfront Crossings projects including:
o The Rise (Court St / Linn St) – 15-story mixed-use project with residential, hotel and
commercial uses
o Hilton Garden Inn (Clinton St) – 12-story hotel
o Kum & Go (Riverside Dr / Benton St) – Gas station and convenience store
o Bruegger’s Bagels (Riverside Dr / Benton St) – New restaurant and drive-through
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o Sabin Townhomes and City Parking Facility (Harrison St / Dubuque St) – 600-space
parking facility with 28 residential units
o 316 Madison – 7-story mixed-use building
o 602 S. Dubuque St – 4-story residential building
o Rezoning of property along Ralston Creek to Riverfront Crossings – West side of
Gilbert St, north of Highway 6
• Facilitated the rezoning and/or development review and inspections process for other large
projects including:
o The Chauncey (College St / Gilbert St) – 15-story mixed-use building
o 416 Iowa Ave – 5-story mixed-use building
o 1030 William St (affordable senior housing) – 36 affordable and 4 market rate units
o Rose Oaks Redevelopment – Redevelopment project (fka Lakeside Apartments)
o Cole Community Mobile Home Park - 38 new pads north of McCollister Blvd
o Redevelopment of Gilbert St / Highway 6 - Natural Grocers and Carlos O’Kelly’s
o Pine Grove, intersection of Lower West Branch Rd / Scott Blvd -10 single family lots,
8 townhouses, 36-unit multi-family building
o Rezoning of north City Hall parking lot to CB-5 for a mixed use project – Concept plan
includes residential, parking structure, Fire Department, and office uses
o Old Towne Village Medical Clinic – New medical clinic
o Old Towne Village Dental Office – New dental office and spec. commercial space
o Cardinal Pointe West (Camp Cardinal Blvd / Kennedy Parkway) – 31 single family
lots
o New Hawkeye Court multi-family housing – Redevelopment of Hawkeye Court
o Landmark designation and special exception for fraternity at 716 N Dubuque St
• In conjunction with the Downtown District, participated in a consultant-led review of
Downtown District façade and signage design standards, resulting in the Iowa City
Downtown District Storefront and Signage Guidelines document.
• Facilitated Comprehensive Plan amendment to include the Orchard District in the Downtown
and Riverfront Crossings Master Plan.
• Worked with several City Departments to facilitate the move of the historic Houser-Metzger
house to the College Green Historic District.
• Annexation, zoning and development of Churchill Meadows Parts 1-3, which includes single
family, duplex, and multi-family lots on the south side of Herbert Hoover Highway.
• Facilitated a committee of for-profit and non-profit developers, banking, and affordable
housing advocates to reach consensus and make a recommendation on parameters for an
Inclusionary Housing ordinance for the Riverfront Crossings District. Drafted and adopted
the Riverfront Crossings Inclusionary Housing Ordinance.
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Recent Accomplishments:
• Development Services staff participated
on many levels in the STAR
(Sustainability Tools for Assessing and
Rating Communities) program effort,
resulting in Iowa City achieving 4 stars
(highest score in Iowa). Development
Services staff will continue to facilitate
STAR-related projects.
• Development Services Staff participated
on several levels with developing the
Affordable Housing Action Plan, and will
continue to facilitate affordable housing-
related initiatives (primarily code
amendments) recommended in the
action plan.
• Adopted the South District Plan. The
South District Plan is the product of year-
long planning process with numerous
public meetings and planning workshops,
public hearings, and research.
• Finalized the new Form Based Code for
the ‘Eastside Mixed Use District’ (EMU), a
form based code for properties east of
Van Buren St and north of Burlington St.
• Developed a series of amendments to the
Sign Code to facilitate recommended
signage in the Iowa City Downtown
District Storefront and Signage
Guidelines, and to ensure sign regulations
are ‘content neutral,’ based on a recent
Supreme Court decision regarding sign
regulations.
• Drafted and facilitated code amendments
to facilitate the FUSE project.
• Drafted code amendments related to
allowing and defining Rooftop Service
Areas.
• Worked with the Parks and Recreation
Dept. and Friends of Historic Preservation
to secure a Certified Local Government
(CLG) grant to restore the City Park
cabins.
Upcoming Challenges:
• The principal challenge is staff time and
resources. Significant time in research
and code development will need to be
devoted to initiatives such as the
Affordable Housing Action Plan, the STAR
program, increasing use of Form Based
Codes, etc. These initiatives, while
maintaining levels of service for the
primary duties of reviewing and preparing
reports on development applications,
zoning and building enforcement,
addressing public concerns and
complaints, reviewing historic preservation
applications, the design review process,
and reviewing and inspecting projects
through the building permit process will be
a challenge.
• Continue to implement the Riverfront
Crossings Plan through review of
development projects, administering
rezoning applications, and CIP projects.
• Staying current on International Building
Code amendments, local zoning code
amendments, and changes in federal
legislation which affect local codes and
ordinances.
• Update of technology to increase
efficiency and enhance customer service,
such as Increase electronic submittals of
plan documents for subdivision and
rezoning applications.
• Continuing to review administer historic
preservation-related building projects, and
support the evaluation of new historic
landmarks.
• Training and education for the upcoming
2017 National Electrical Code.
• Adopt, implement and train staff on the
2015 International Energy Conservation
Code in coordination with the State of
Iowa
280
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 10.80 10.80 11.30
Staffing Level Change Summary:
In Urban Planning, the Historic Preservation Planner is being reclassified from an hourly employee,
up to 20 hours per week, to a permanent half time (.50 FTE) position.
Service Level Change Summary:
A historic property grant program to provide grants and/or low interest loans to owners of historic
properties to support exterior structural improvements such as porch rehabilitation, removal of
synthetic siding, additions, etc. (maintenance projects would not be eligible) has been added for
fiscal year 2018. It is anticipated we would offer grants for up to 50% of project costs (maximum
$5,000) for eligible projects for owner-occupied historic properties, and would offer loans for rental
historic properties. Program details would be determined with the Historic Preservation
Commission. This program would support strategic plan goals of encouraging a walkable and
vibrant urban core, and fostering healthy neighborhoods.
Financial Highlights:
In the Building Inspection activity, Construction Permit & Inspection fees are budgeted to increase
by 21.30% or $158,725 in fiscal year 2018 due to the anticipated level of construction activity.
The Building Inspection service expenditures are budgeted to decrease by 32.94% or $76,636
primarily due to estimated legal services in fiscal year 2017 of $90,000 for the Lusk property
lawsuits.
The Urban Planning activity fiscal year 2018 service expenditures budget includes $150,000 for
consulting related to form base code creation and $10,000 to digitize historical property records
and place them online. The fiscal year 2017 revised budget includes $175,000 for the form base
code development and parking study and $22,000 for historic properties inventory. The Urban
Planning activity fiscal year 2018 service expenditure budget also includes $40,000 for a historical
property grant program.
281
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
80 143 171 176 137
750 758 842 780 726
Total Value of Construction (in millions)
10 Year CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
$125.1 $81.7 $169.2 $184.9 $152.6 $138.3
-14.9%107.1%9.3%-17.5%-9.4%
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
New
Measure
New
Measure
New
Measure
New
Measure 64.9
New
Measure
New
Measure
New
Measure
New
Measure 228.9
New
Measure
New
Measure
New
Measure
New
Measure 838.4
New
Measure
New
Measure
New
Measure
New
Measure 145.8
New Single Family Dwellings
Total Building Permits
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Fiancial Foundation
Efficiently process construction permits to encourage economic
development.
Review building permit and site plan applications to protect the
health and safety of citizens while facilitating economic
development opportunities.
Promote Enviromental Sustainability
Industrial Sector Resource Efficiency - Minimize resource use
and demand in the industrial sector as a means to mitigate
greenhouse gas emissions and conserve water
Resource Efficient Buildings - Improve the energy and water
efficiency of the community’s residential, commercial, and
institutional building stock
Demonstrate incremental progress towards achieving an 80%
reduction by 2050 n th energy use intensity of the community's
building stock.
TOTAL (kBTU)/ Square Foot
Residential
Commercial
Industrial
Total
282
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
0 1 3 2 1
13 29 19 29 14
5 7 11 9 6
0 0 0 14 18
13 11 11 3 4
0 6 2 2 4
3 2 0 4 7
1 2 3 2 4
35 58 49 65 58
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
15 13 11 16 10
0 2 2 0 0
1 1 1 1 0
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
New
Measure 19.8 18.6
New
Measure
New
Measure
New
Measure 125.5 119
New
Measure
New
Measure
New
Measure 85.9 7.98
New
Measure
New
Measure
New
Measure 35.1 2.48
New
Measure
New
Measure
New
Measure 85.9 0.98
New
Measure
New
Measure
New
Measure 150 335
New
Measure
New
Measure
New
Measure 19 12
Acres Zoned Commercial / Office
Residential Lots Final Platted /
Created
Commercial Lots Final Platted /
Created
Development Activity Metrics
Acres Annexed
Acres Zoned Residential
Acres Zoned Commercial
Acres Zoned Mixed-Use / RF
Crossings
Planning & Zoning Commission
Board of Adjustment
Special Exceptions
Appeals
Variances
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.
Foster Healthy Neighborhoods throughout the City
Annexations
Rezonings
Preliminary Plats
Final Plats
Code Amendments
Comprehensive Plan Amendments
Right-of-way Vacations
County Zoning Items
Total
283
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
New
Measure 20 21
New
Measure
New
Measure
New
Measure 8 8
New
Measure
New
Measure
New
Measure 11 12
New
Measure
New
Measure
New
Measure 13 5
New
Measure
New
Measure
New
Measure 9 10
New
Measure
New
Measure
New
Measure 12 14
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
80 93 108 83 86
2 1 2 1 1
0 39 265 0 0
New
Measure
New
Measure
New
Measure
New
Measure 24Properties rehabed, restored, or
converted through adaptive reuse
Additional Landmarks
Additional properties in
historic/conservation districts
Board of Adjustment
Historic Preservation
Comp. Plan-related
Good Neighbor
Other public meetings
Public Meetings Staffed
Planning and Zoning
Historic Preservation Commission
Project Reviews
284
City of Iowa City
Activity: Building Inspection (610610/610630)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 39,486$ -$ -$
Licenses And Permits
General Use Permits 9,161 11,872 8,868 11,872 8,870 8,870
Food & Liq Licenses 525 245 270 250 270 270
Professional License 2,785 2,660 2,505 2,660 2,510 2,510
Misc Permits & Lic 2,500 4,270 3,145 3,000 2,390 2,390
Const Per & Ins Fees 847,425 806,404 1,470,135 743,225 901,500 901,500
Use Of Money And Property
Interest Revenues 631 396 5 - - -
Intergovernmental
Local 28E Agreements 140 - - - - -
Charges For Fees And Services
Building & Devlpmt 348,393 342,303 534,760 297,500 323,400 323,400
Miscellaneous
Other Misc Revenue 400 - - - - -
Printed Materials 85 - - - - -
Other Financial Sources
Loans 9,428 32,413 2,193 - - -
Sale Of Assets - - 68,482 - - -
Total Revenues 1,221,473$ 1,200,563$ 2,090,363$ 1,097,993$ 1,238,940$ 1,238,940$
Expenditures:
Personnel 582,081$ 702,645$ 706,441$ 744,417$ 750,668$ 773,188$
Services 154,201 135,471 150,639 232,627 155,991 159,111
Supplies 25,338 3,540 25,340 5,949 5,229 5,334
Capital Outlay - - 60,000 115,000 - -
Total Expenditures 761,620$ 841,656$ 942,420$ 1,097,993$ 911,888$ 937,632$
Personnel Services - FTE 2014 2015 2016 2017 2018
Building Inspector 4.00 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
Development Services Coordinator - - 0.50 0.50 0.50
Code Enforcement Specialist - - 0.50 0.50 0.50
Sr Building Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.30 6.30 7.30 7.30 7.30
Capital Outlay 2017 2018
Condemned Properties 115,000$ -$
Total Capital Outlay 115,000$ -$
Activity Summary
285
City of Iowa City
Activity: Urban Planning (610620)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 294,074$ 403,570$ 425,039$ 650,521$ 681,137$ 700,204$
Charges For Fees And Services
Building & Devlpmt 37,550 37,750 31,795 37,750 31,800 31,800
Miscellaneous
Other Misc Revenue - - 48 - - -
Printed Materials 303 220 61 - - -
Total Revenues 331,927$ 441,540$ 456,943$ 688,271$ 712,937$ 732,004$
Expenditures:
Personnel 271,137$ 401,064$ 428,853$ 457,056$ 480,831$ 495,256$
Services 58,261 39,176 26,584 230,291 230,337 234,944
Supplies 2,529 1,300 1,506 924 1,769 1,804
Total Expenditures 331,927$ 441,540$ 456,943$ 688,271$ 712,937$ 732,004$
Personnel Services - FTE 2014 2015 2016 2017 2018
Associate Planner 1.50 1.50 1.50 1.50 1.50
Development Services Coordinator - - 0.50 0.50 0.50
Historic Preservation Planner - - - - 0.50
Code Enforcement Specialist - - 0.50 0.50 0.50
Senior Planner 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.50 2.50 3.50 3.50 4.00
Activity Summary
286
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 proposed in the Capital Project Funds to
construct Phase 1 of the Public Works Complex.
• Over the past three years, the management staff has completely turned over.
Recent Accomplishments: Upcoming Challenges:
• Completed Wastewater Plant
project.
• Construction commenced on the
Gateway Project.
• Management team has been hired.
• Continue to develop the new
management staff.
• Coordination with the University of
Iowa planning effort.
• Coordination of City services with
other Departments
• Coordination of the Sidewalk Café and
Street Café program after the
Washington Street Project
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes included in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2018 budget.
Financial Highlights:
The service expenditures budget increased by 77.31% primarily due to an increase in ITS
internal service charges for storage.
287
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Sidewalk Cafes 24 24 25 30 36
Street Cafes*New
Measure
New
Measure 1 2 2
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Use of ROW 3 15 15 5 10
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
License Agreements Issued 3 3 0 0 2
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.
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
Effectively regulate the use of public right-of-way necessary to
facilitate construction and operation of fiber
optic/telecommunications projects.
Issue license agreements for use of public right-of-way fiber
optic/telecommunications projects while protecting the public
interest, health and safety.
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
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
288
City of Iowa City
Activity: Public Works Administration (710100)Fund: General (1000)
Division: Public Works Administration (710100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 284,858$ 294,719$ 290,141$ 311,151$ 332,466$ 342,121$
Miscellaneous
Other Misc Revenue 783 363 592 300 - -
Total Revenues 285,641$ 295,082$ 290,733$ 311,451$ 332,466$ 342,121$
Expenditures:
Personnel 278,671$ 287,970$ 279,571$ 293,271$ 300,579$ 309,596$
Services 6,939 6,256 10,968 17,167 30,438 31,047
Supplies 31 856 194 1,013 1,449 1,478
Total Expenditures 285,641$ 295,082$ 290,733$ 311,451$ 332,466$ 342,121$
Personnel Services - FTE 2014 2015 2016 2017 2018
Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
289
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:
• Completed design and began construction of the Washington Street Streetscape Project
• Grade separation of First Avenue and the Iowa Interstate Railroad
• Began construction of the Iowa City Gateway Project
• Bid a project for restriping of Sycamore Street to include bike lanes
• Design of the 4-Lane to 3-Lane Conversion Project on First Ave.
Upcoming Challenges:
• Complete construction of the Washington Street Streetscape Project
• Complete construction of the First Avenue Grade Separation Project
• Complete construction of the Iowa City Gateway Project
• Complete design and construction of the 4-Lane to 3-Lane Conversion Project on
Mormon Trek Blvd.
• Complete design and construction of the Burlington and Clinton Intersection
Improvements Project, including a 4-Lane to 3-Lane conversion on Clinton Street.
• Design of the Riverside Drive Pedestrian Tunnel Project
• Adopt the Statewide Urban Design Standards and Construction Specifications
• Development of a Right-of -Way Management Ordinance
• Development of Electronic/Online Permitting and Bidding Processes
290
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 12.00 16.00 16.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
There is $8,000 in capital outlay budgeted in fiscal year 2018 for office furniture and equipment.
291
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Accepted Public Improvements FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
# of Projects Accepted 39 30 24 16 26
# of Subdivision Accepted 7 7 14 13 8
Streets (miles)3.11 1.08 3.03 2.20 1.49
Water Main (miles)2.21 1.55 3.00 2.07 2.43
Sanitary Sewer (miles)2.15 1.38 2.86 2.24 1.12
Storm Sewer (miles)3.40 1.28 3.00 2.37 2.61
Fire Hydrants 55 37 55 30 32
Trails/Sidewalks (miles)2.93 0.53 1.54 1.36 1.86
Lift Station 0 1 0 1 0
Traffic Signals 0 1 1 0 2
Pedestrian Bridge 0 1 1 0 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Excavation Permits Issued 356 339 348 398 350
Sidewalk Hazards
Identified Addresses 445 474 556 728 584
Sidewalk Hazards
Identified # of Squares 1,631 1,704 1,583 2,442 1,309
Provide plan review and inspection to ensure safety of our citizens
and conformance to City standards when work is performed in the
City Right-of-ways.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy & Foster Healthy
Neighborhoods throughout the City
Continue the investment and reinvestment in infrastructure.
Provide plan review and inspection of infrastructure which will
become City assets.
Foster Healthy Neighborhoods throughout the City
Provide oversight of private construction on City Right-of-ways.
292
City of Iowa City
Activity: Engineering Services (710200)Fund: General (1000)
Division: Engineering Services (710200)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 710,129$ 645,125$ 629,932$ 1,122,733$ 1,174,153$ 1,215,055$
Other City Taxes
Utility Franchise Tax 74,194 67,627 65,568 67,627 67,125 67,125
Licenses And Permits
Const Per & Ins Fees 46,484 74,743 57,736 60,000 57,740 57,740
Charges For Fees And Services
Building & Devlpmt 14,404 23,077 11,999 16,000 12,000 12,000
Miscellaneous
Other Misc Revenue 11,602 31,403 14,803 22,000 17,080 17,080
Printed Materials 445 513 195 150 130 130
Intra-City Charges - - 271,734 717,884 723,672 734,527
Total Revenues 857,258$ 842,488$ 1,051,967$ 2,006,394$ 2,051,900$ 2,103,657$
Expenditures:
Personnel 736,331$ 704,777$ 923,046$ 1,804,083$ 1,887,902$ 1,944,539$
Services 114,987 127,237 125,568 150,746 149,666 152,659
Supplies 5,940 10,474 3,353 9,065 6,332 6,459
Capital Outlay - - - 42,500 8,000 -
Total Expenditures 857,258$ 842,488$ 1,051,967$ 2,006,394$ 2,051,900$ 2,103,657$
Personnel Services - FTE 2014 2015 2016 2017 2018
Architectural Srv/Energy Coord 1.00 1.00 1.00 - -
City Engineer 1.00 1.00 1.00 1.00 1.00
Civil Engineer 2.00 2.00 2.00 2.00 2.00
Construction Inspector II 2.00 2.00 2.00 2.00 2.00
Engineering Technician *0.10 0.10 - - -
Special Projects Administrator - - - 2.00 2.00
Special Projects Inspector - - - 2.00 2.00
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 12.00 16.00 16.00
* Position eliminated on 12-31-15
Capital Outlay 2017 2018
City Survey Equipment 42,500$ -$
Other Operating Equipment - 8,000
Total Capital Outlay 42,500$ 8,000$
Activity Summary
293
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,
Associate Director and a Maintenance Worker II - CBD
Central Business District (CBD) Maintenance
CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace,
City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides
cleanup, ambassador duties and assistance for 120+ events a year.
•Assist in preparations for special events held in the Central Business District
areas (Farmer’s Market, SOTA, ICDD, Northside Market)
•Daily sweeping and waste removal from receptacles in Downtown, Northside
Marketplace and City Plaza.
•Snow and ice removal of natural accumulations in the City Plaza, including
clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half
block.
•Maintenance of site furnishings: play equipment and surfaces, trash receptacles,
bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the
Weather Dance Fountain, recycling units
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.
294
Recent Accomplishments:
•Partnership with ICDD to select
single hauler for downtown waste
hauling services
•Installation of additional Big Belly
compacting units as a part of
Washington Street project
•Increased cleanings of Pedestrian
Mall and surrounding areas
•Implementation of cleaning services
for events
•Successful implementation of Big
Belly compacting trash and recycling
units in Pedestrian Mall
Upcoming Challenges:
•Deterioration of brick surface in
Pedestrian Mall
•Increasing use of Pedestrian Mall
and surrounding areas for events
•Maintenance of downtown alleyways
•Increased frequency of maintenance
due to aging fountain
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 0.00 3.00 4.00
Staffing Level Change Summary:
A 1.00 FTE Associate Director of Resource Management was added into the fiscal year 2018
budget. This position is allocated to the enterprise funds through Administrative Chargebacks.
Service Level Change Summary:
There are no service level changes included in the fiscal year 2018 budget.
Financial Highlights:
Personnel expenditures in fiscal year 2018 increased by 45.97% due to the addition of the
Associate Director of Resource Management position.
295
City of Iowa City
Activity: Transportation & Resource Admin (810100)Fund: General (1000)
Division: Transportation & Resource Admin (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes -$ -$ 8,294$ 3,136,939$ 3,248,023$ 3,248,023$
Other City Taxes
Gas/Electric Excise Tax - - - 42,737 39,618 39,618
Mobile Home Tax - - 190 3,882 3,740 3,740
Intergovernmental
Property Tax Credits - - - 88,906 90,895 90,895
Total Revenues -$ -$ 8,484$ 3,272,464$ 3,382,276$ 3,382,276$
Expenditures:
Personnel -$ -$ -$ 356,465$ 520,347$ 535,957$
Services - - - - 3,182 3,246
Total Expenditures -$ -$ -$ 356,465$ 523,529$ 539,203$
Personnel Services - FTE 2014 2015 2016 2017 2018
Transportation/Res Mgmt Director - - - 1.00 1.00
Assoc Dir -Transportation Services - - - 1.00 1.00
Assoc Dir - Resource Management - - - - 1.00
Total Personnel - - - 2.00 3.00
Activity: CBD Maintenance (810200)Fund: General (1000)
Division: Transportation & Resource Admin (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 13,008$ 287,505$ 326,808$ 324,151$
Licenses And Permits
General Use Permits - - - 8,100 11,400 11,400
Food & Liq Licenses - - - 2,400 - -
Total Revenues -$ -$ 13,008$ 298,005$ 338,208$ 335,551$
Expenditures:
Personnel -$ -$ -$ 78,838$ 77,903$ 80,240$
Services - - - 187,419 195,387 199,295
Supplies - - 2,200 7,748 54,918 56,016
Capital Outlay - - 10,808 24,000 10,000 -
Total Expenditures -$ -$ 13,008$ 298,005$ 338,208$ 335,551$
Personnel Services - FTE 2014 2015 2016 2017 2018
M. W. II - CBD - - - 1.00 1.00
Total Personnel - - - 1.00 1.00
Capital Outlay 2017 2018
Operating Equipment 24,000$ -$
Contracted Improvements - 10,000
Total Capital Outlay 24,000$ 10,000$
Activity Summary
Activity Summary
296
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
8
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
Community Development Block Grant (CDBG) funds are provided to the City of Iowa
City on an annual basis from the U.S. Department of Housing and Urban Development
(HUD). CDBG funds are used throughout the community to address the needs of lower
income citizens. CDBG funds may be used for a variety of activities (e.g. public services,
public facilities, housing, economic development, fair housing, and job training). Iowa
City is an entitlement city (over 50,000 in population), and receives an annual allocation
from HUD based on a formula that looks at information such as poverty rates, age of
housing stock, etc. Congress approves the program budgets annually so the City’s
allocation may change from year to year.
The CDBG fund has a budgeted ending fund balance of $554,515 in fiscal year 2018
versus an estimated ending fund balance of $430,170 in fiscal year 2017. This is an
increase of 28.9%. The increase is related to the repayment of CDBG loans.
Revenues:
82% of revenue comes from Federal grants, with most of the remainder from loan
repayments. This revenue source has decreased from $844,028 in fiscal year 2017 to
an estimated $568,500 in fiscal year 2018, a decrease of 32.6%. This is primarily due to
carry forward of CDBG funds from prior years in fiscal year 2017.
Expenditures:
Fiscal year 2018 expenditures represent a 64.4% decline from fiscal year 2017. This
reduction is primarily due a carryover of funds from prior years in fiscal year 2017, and
due to the reallocation of grants and loans that were repaid in fiscal year 2017.
1%
82%
0%
17%
FY2018 Estimated - $693,031
Interest
Revenue
Federal Grants
Misc
Loan
Repayment
23%
76%
1% 0%
FY2018 Estimated - $568,686
Personnel
Services
Supplies
Capital Outlay
299
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ (5,447)$ 144,414$ 448,893$ 430,170$ 554,515$
Revenues:
Use Of Money And Property
Interest Revenues 3,307$ 3,883$ 3,002$ 4,000$ 2,901$ 2,901$
Intergovernmental
Federal Intergovernmental Revenue 951,943 324,990 293,535 844,028 568,500 568,500
Miscellaneous
Other Misc Revenue 1,100 1,325 970 678,984 970 970
Other Financial Sources
Loans 107,504 355,398 691,873 151,000 120,660 120,660
Total Revenues 1,063,854$ 685,596$ 989,380$ 1,678,012$ 693,031$ 693,031$
Expenditures:
CDBG & CDBG Rehab 1,069,301$ 535,735$ 659,901$ 1,596,735$ 568,686$ 581,402$
Sub-Total Expenditures 1,069,301 535,735 659,901 1,596,735 568,686 581,402
Transfers Out:
Misc Transfers Out - - 25,000 100,000 - -
Sub-Total Transfers Out - - 25,000 100,000 - -
Total Expenditures & Transfers Out 1,069,301$ 535,735$ 684,901$ 1,696,735$ 568,686$ 581,402$
Fund Balance, June 30 (5,447)$ 144,414$ 448,893$ 430,170$ 554,515$ 666,144$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (5,447)$ 144,414$ 448,893$ 430,170$ 554,515$ 666,144$
% of Revenues -1%21%45%26%80%96%
City of Iowa City
CDBG & CDBG Rehab (2100)
Fund Summary
300
CDBG OPERATIONS
The mission of Community Development Block Grant operations is to develop viable urban
communities by providing decent housing, a suitable living environment, and economic
opportunities, principally for persons of low and moderate income.
As part of Neighborhood Services, the Community Development office is responsible for
administering and coordinating activities relating to federal, state, and local community
development programs. This includes Community Development Block Grant (CDBG) programs.
CDBG funds are used to acquire property, construct new buildings, rehabilitate existing
buildings and owner-occupied homes, operate service agencies, and encourage micro-
enterprise development. Community Development staff coordinate with local service agencies,
small businesses, and lenders in the administration of these programs.
The City created a citizen advisory group, the Housing and Community Development
Commission (HCDC), in 1995 to assess Iowa City’s community development needs for housing,
jobs and services for low and moderate income residents, and to promote public and private
efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what
projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s
Consolidated Plan for Housing, Jobs and Services for Low‐Income Residents.
HIGHLIGHTS
Over $20.8 million in CDBG funds have been invested in Iowa City since 1990
In FY2016, programs leveraged $1.14 million in private and public funds
Assisted 1,027 persons who are homeless with support services and provided
operational funding to local non-profits that assisted 1,591 persons
Rehabilitated 17 owner-occupied homes and provided down payment assistance to two
homes
Acquired one three bedroom home for affordable rental housing for persons with
disabilities
Assisted in the expansion of a micro-enterprise business
Completed three façade improvements in the City-University Urban Renewal Area.
Installed playground equipment at Highland Park
FY2017 projects are identified in the FY2017 Annual Action Plan at www.icgov.org/actionplan.
The CDBG allocation process, including the public input process can be found in the City’s
Citizen Participation Plan.
301
Recent Accomplishments
Provided assistance to three non-profit
public service providers. These
agencies assist persons with chronic
health problems, low income youth,
persons with disabilities, persons facing
homelessness, chronic mental illness,
victims of domestic abuse, and those in
crisis.
Assisted nineteen homes through
acquisition or rehabilitation for
affordable home ownership.
Acquired a Single Room Occupancy
property for affordable rental for persons
with disabilities
Completed three façade improvements
to downtown buildings in the City-
University Urban Renewal Area:
Martini’s, Cold Stone Ice Cream, and
Sports Column.
Assisted with the creation one new
small business
Upcoming Challenges:
Continue to provide housing, jobs
and services to low-moderate
income residents despite decreasing
CDBG funding.
Provide the same level of service
while training new employees.
Highland Park – Playground Equipment
FY2016 CDBG Project
Martini’s Façade - Before Martini’s Façade - After
302
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.38 0.00 0.00
Staffing Level Change Summary:
There are no staff changes in the fiscal year 2018 budget. The CDBG operations will be
charged by the actual time worked on these programs by staff.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
Other Miscellaneous Revenue decreased by $678,014 in fiscal year 2018 compared to the fiscal
year 2017 revised budget. This was due to the repayment of several grants and loans in fiscal
year 2017 from prior recipients for various reasons. This also led to an elevated level of services
expenditures in fiscal year 2017 due to the reallocation of those funds.
Bo James Building, Washington Street
303
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
CDBG Funds Only FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
Funds Spent $2,402,893 $1,778,290 $1,046,763 $530,033 $590,712 $717,704
Local, State & Other
Funds Leveraged $896,263 $2,847,719 $1,123,407 $446,798 $1,137,947 $1,832,115
Housing Units Assisted 26 86 37 14 22 21
Public Facilities
Assisted 10 6 8 1 1 5
Persons Receiving
Services 11,478 1,457 3,874 1,663 2,618 1,070
Businesses Assisted in
Creating Low-
Moderate Income Jobs
2 3 1 0 1 1
Businesses Assisted
with Façade
Improvements in a
URA
2 3 1 1 3 1
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy & Foster Healthy
Neighborhoods throughout the City
Housing Affordability - Construct, preserve, and maintain an adequate
and diverse supply of location-efficient and affordable housing options for
all residents
Allocate grant and City funds to serve the needs of low-to-moderate
income residents in the following areas: housing, homelessness, and
community and economic development.
Create/enhance suitable living environments, provide decent housing, and
create economic development opportunities.
304
City of Iowa City
Activity: Community Development Block Grant (610300)Fund: CDBG & CDBG Rehab (2100)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 3,307$ 3,883$ 3,002$ 4,000$ 2,901$ 2,901$
Intergovernmental
Federal Intergovernmental Revenue 951,943 324,990 293,535 844,028 568,500 568,500
Miscellaneous
Other Misc Revenue 1,100 1,325 970 678,984 970 970
Other Financial Sources
Loans 107,504 355,398 691,873 151,000 120,660 120,660
Total Revenues 1,063,854$ 685,596$ 989,380$ 1,678,012$ 693,031$ 693,031$
Expenditures:
Personnel 194,874$ 169,869$ 134,005$ 207,878$ 134,253$ 138,281$
Services 873,909 364,067 524,907 1,384,983 430,511 439,121
Supplies 518 1,799 990 3,874 3,922 4,000
Total Expenditures 1,069,301$ 535,735$ 659,901$ 1,596,735$ 568,686$ 581,402$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 0.25 0.25 0.25 - -
Associate Planner 0.20 0.20 0.45 - -
Neighborhood Services Coord - - 0.25 - -
Community Development Coord 0.50 0.50 - - -
Housing Rehab Specialist 1.00 1.00 - - -
Code Enforcement Specialist - - 0.50 - -
Building Inspector - - 0.40 - -
Program Asst - Comm Development 0.53 0.53 0.53 - -
Total Personnel 2.48 2.48 2.38 - -
Activity Summary
305
HOME PROGRAM FUND
The HOME Program Fund accounts for HOME Investment Partnerships program
(HOME) funds that are provided to the City on an annual basis from the U.S.
Department of Housing and Urban Development (HUD). HOME funds are given directly
to states and local governments for the exclusive use of affordable housing activities.
Iowa City is an entitlement city (over 50,000 in population), and receives an annual
allocation from HUD based on a formula that looks at information such as poverty rates,
age of housing stock, etc. Congress approves the program budgets annually so the
City’s allocation may change from year to year.
Budgeted fund balance at the end of fiscal year 2018 is $32,627 which is a 181%
increase from the fiscal year 2017 revised estimate. This is due to the budgeted
repayment of HOME loans.
Revenues:
82% of the HOME Fund’s revenue is from federal grants with remainder coming from
loan repayments and loan interest. Budgeted federal HOME funding is lower in fiscal
year 2018 by $293,899 or 42.57% from fiscal year 2017 due to a large carry-forward of
federal funds in fiscal year 2017 from prior years.
Expenditures:
Fiscal year 2018 expenditures represent a 41.9% decrease from the fiscal year 2017
estimate. This decrease is primarily due to a reduction in grants and loans.
82%
4%
14%
FY2018 Estimated - $486,444
Federal Grants
Interest
Loan Repayment
9%
91%
0%
FY2018 Estimated - $465,444
Personnel
Services
Supplies
306
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (7,695)$ (4,096)$ 132,858$ -$ 11,627$ 32,627$
Revenues:
Use Of Money And Property
Interest Revenues 22,340$ 23,285$ 20,308$ 15,000$ 20,000$ 20,000$
Intergovernmental
Fed Intergovnt Rev 552,132 226,071 495,058 690,343 396,444 396,444
Other Financial Sources
Loans 106,496 284,022 99,592 108,000 70,000 70,000
Sub-Total Revenues 680,968 533,378 614,958 813,343 486,444 486,444
Transfers In:
Transfers In-Govt Activities 2,819 - - - - -
Sub-Total Transfers In 2,819 - - - - -
Total Revenues & Transfers In 683,787$ 533,378$ 614,958$ 813,343$ 486,444$ 486,444$
Expenditures:
HOME Program 679,030$ 387,664$ 747,816$ 801,716$ 465,444$ 474,833$
Sub-Total Expenditures 679,030 387,664 747,816 801,716 465,444 474,833
Transfers Out:
Misc Transfers Out 1,158 8,760 - - - -
Sub-Total Transfers Out 1,158 8,760 - - - -
Total Expenditures & Transfers Out 680,188$ 396,424$ 747,816$ 801,716$ 465,444$ 474,833$
Fund Balance, June 30 (4,096)$ 132,858$ -$ 11,627$ 32,627$ 44,238$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (4,096)$ 132,858$ -$ 11,627$ 32,627$ 44,238$
% of Revenues & Transfers In -1%25%0%1%7%9%
City of Iowa City
HOME Program (2110)
Fund Summary
307
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 $12.7 million in HOME funds invested in Iowa City since 1994
• In fiscal year 2016, the program leveraged approximately $547,000 in private and public
funds and assisted 22 affordable rental and/or owner-occupied units
Fiscal year 2017 projects are identified in the FY17 Annual Action Plan at
www.icgov.org/actionplan.
The HOME allocation process, including the public input process, can be found in the City’s
Citizen Participation Plan.
Iowa Habitat for Humanity
Affordable Homeownership
Completed in FY2016
308
Recent Accomplishments:
• Rental assistance to nineteen
families
• Sixteen rental units rehabilitated
• Six homeowner rehab projects
Upcoming Challenges:
• Securing funds to provide affordable,
decent housing in a high land cost
community despite decreasing
HOME funding
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 0.45 0.00 0.00
Staffing Level Change Summary:
There are no staff changes in the fiscal year 2018 budget. The HOME operations will be
charged by the actual time worked on these programs by staff.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
Federal HOME funding budgeted in fiscal year 2018 is $293,899 or 42.57% lower than the fiscal
year 2017 revised budget. This is due to the carry-forward of HOME funds in fiscal year 2017
from prior years.
309
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
HOME Funds Only FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
Funds Spent $864,797 $746,224 $698,443 $394,579 $724,350 $486,444
Local, State & Other
Funds Leveraged $3,184,232 $2,486,405 $1,425,994 $467,002 $547,202 $2,167,911
Housing Units Assisted 47 40 12 41 22 29
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Allocate grant and City funds to provide safe, decent, affordable
housing for low-moderate income residents.
Create/enhance suitable living environments and provide decent,
affordable housing opportunities.
Housing Affordability - Construct, preserve, and maintain an
adequate and diverse supply of location-efficient and affordable
housing options for all residents
310
City of Iowa City
Activity: HOME (610400)Fund: HOME Program (2110)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 22,340$ 23,285$ 20,308$ 15,000$ 20,000$ 20,000$
Intergovernmental
Fed Intergovnt Rev 552,132 226,071 495,058 690,343 396,444 396,444
Other Financial Sources
Loans 106,496 284,022 99,592 108,000 70,000 70,000
Total Revenues 680,968$ 533,378$ 614,958$ 813,343$ 486,444$ 486,444$
Expenditures:
Personnel 60,424$ 48,833$ 57,468$ 40,639$ 40,676$ 41,896$
Services 618,606 338,831 690,037 761,077 424,448 432,937
Supplies - - 311 - 320 -
Total Expenditures 679,030$ 387,664$ 747,816$ 801,716$ 465,444$ 474,833$
Personnel Services - FTE 2014 2015 2016 2017 2018
Associate Planner 0.30 0.30 0.30 - -
Neighborhood Services Coord - - 0.15 - -
Community Development Coord 0.20 0.20 - - -
Total Personnel 0.50 0.50 0.45 - -
Activity Summary
311
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.
Road use taxes are allocated to cities on a per capita basis. The population counts used for
distribution are based on the U.S. Census Bureau figures, which are updated every ten years.
The 2010 census was finalized in the summer of 2011 and resulted in an increase in the City’s
population from 62,220 in 2000 to 67,862 in 2010, and a step-up in revenue.
In March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. This
increase caused a large step-up in road use tax revenues during fiscal year 2015.
City use of road use taxes is restricted to street and storm sewer maintenance, repair, and
construction. This includes engineering, street lighting, streets signs and signals, snow
removal, street cleaning, right-of-way maintenance, and related activities.
Road Use Tax Fund fund balance on June 30, 2016 was $5,767,142, an increase of 3.65% over
the fiscal year 2015 year-end balance. This increase was due to increase in the fuel excise tax
rate.
(1) FY17 and FY18 figures are estimates.
FY14 FY15 FY16 FY17 FY18
Unassigned $4,539,578 $5,564,216 $5,767,142 $4,685,708 $3,526,400
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
Fund Balance (1)
312
Following the increase in the fuel excise tax in fiscal year 2015, the Road Use Tax Fund
significantly increased its transfers out to the Capital Projects Fund. Funding for the annual
pavement rehabilitation program has increased from $642,665 in fiscal year 2014 to $1,482,000
in fiscal year 2018. In addition, new capital improvement project spending from RUT was
added. A project to reconstruct Davenport Street ($675,000 in fiscal year 2016) was added; an
annual project to install LED streetlights ($75,000 per year) was added; the ADA curb ramp
program of $100,000 every-other-year was changed to $100,000 every year; and a new annual
complete streets program ($300,000 in fiscal year 2017 and $150,000 in fiscal year 2018 and
later) was added. These figures are reflected in the fund’s transfers out to the Capital Projects
Fund.
In the fiscal year 2017 and fiscal year 2018 transfers out to the Capital Projects Fund, a $1
million transfer is included in each year to the Public Works Facility project for the replacement
of the traffic engineering and streets maintenance shops and storage facilities.
Due to the increase in capital improvement project funding, the fiscal year 2017 projected fund
balance is an 18.75% decrease compared to fiscal year 2016, and the fiscal year 2018
projected fund balance is a 24.74% decrease compared to fiscal year 2017. Projected fiscal
year 2018 ending fund balance is budgeted at $3,526,400.
Revenues:
In fiscal year 2018, Road Use Tax Fund revenues are projected to be over $8.3 million, which is
virtually no change over the fiscal year 2017 estimated revenue. Road Use Tax Fund revenues
have increased by 23.36% since fiscal year 2014. Road Use Tax shared revenue represents
99% of the revenue in the Road Use Tax Fund.
99%
1% 0%
FY2018 Estimated - $8,393,630
Road Use Tax
Building & Devlpmt
Misc
313
Expenditures:
Fiscal year 2018 budgeted expenditures, excluding transfers out, are higher than fiscal year
2017 expenditures by 3.87%. This increase is primarily due to the addition of the two
Maintenance Worker I positions and the purchase of a new snow plow/dump truck for $168,800.
Transfers out to the Capital Projects Fund are $3,522,000 and $3,482,000 in fiscal years 2017
and 2018, respectively.
49%
32%
11%
8%
FY2018 Estimated - $6,221,226
Personnel
Services
Supplies
Capital Outlay
314
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,841,586$ 4,539,578$ 5,564,216$ 5,767,142$ 4,685,708$ 3,526,400$
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ 60,482$ -$ -$ -$ -$
Disaster Assistance 3,919 6,579 3,745 - - -
Other State Grants 45,138 14,187 6,230 - - -
Road Use Tax 6,744,663 7,230,663 8,320,117 8,320,117 8,320,120 8,320,120
Charges For Fees And Services
Building & Devlpmt 22,735 49,597 43,223 35,000 43,220 43,220
Miscellaneous
Misc Merchandise 2,041 - - - - -
Other Misc Revenue 35,879 52,364 38,116 34,116 30,290 30,290
Other Financial Sources
Sale Of Assets - 1,054 25 - - -
Sub-Total Revenues 6,854,375 7,414,926 8,411,456 8,389,233 8,393,630 8,393,630
Transfers In:
Transfers In-Govt Activities 405,477 390,414 396,132 330,600 428,006 428,006
Sub-Total Transfers In 405,477 390,414 396,132 330,600 428,006 428,006
Total Revenues & Transfers In 7,259,852$ 7,805,340$ 8,807,588$ 8,719,833$ 8,821,636$ 8,821,636$
Expenditures:
Road Use Tax Administration 2,095$ 77,691$ 82,569$ 82,786$ 82,647$ 84,300$
Sidewalk Inspection 43,653 74,163 73,770 90,669 92,186 92,905
Traffic Engineering 782,966 1,430,031 1,457,429 1,492,670 1,432,690 1,457,263
Streets System Maintenance 3,873,283 3,981,668 3,823,114 4,323,088 4,613,703 4,553,469
Sub-Total Expenditures 4,701,997 5,563,553 5,436,882 5,989,213 6,221,226 6,187,936
Transfers Out:
Capital Projects Fund 561,617 921,954 2,909,188 3,522,000 3,482,000 2,377,000
Misc Transfers Out 298,246 295,195 258,593 290,054 277,718 285,466
Sub-Total Transfers Out 859,863 1,217,149 3,167,781 3,812,054 3,759,718 2,662,466
Total Expenditures & Transfers Out 5,561,860$ 6,780,702$ 8,604,663$ 9,801,267$ 9,980,944$ 8,850,402$
Fund Balance, June 30 4,539,578$ 5,564,216$ 5,767,142$ 4,685,708$ 3,526,400$ 3,497,633$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 4,539,578$ 5,564,216$ 5,767,142$ 4,685,708$ 3,526,400$ 3,497,633$
% of Revenues & Transfers In 63%71%65%54%40%40%
City of Iowa City
Road Use Tax (2200)
Fund Summary
315
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 Streets Division assists with traffic control, electrical repairs, lighting repairs,
hanging banners and hanging decorations for special events and holidays.
• All traffic signals are maintained and repaired. On-call staff responds to traffic signal
malfunctions and complaints.
• The Streets Division replaces many broken concrete street panels and repairs many
damaged storm sewer structures throughout the City each year.
• Response time to the majority of potholes reported during regular business hours is no
more than two hours.
• The Streets Division paints all pavements markings each construction season and
refreshes the lane markings on major streets in the fall.
• The Streets Division repairs all damaged street signage and installs new signage.
316
• The Streets Division clears debris and tree growth from bridges and box culverts
throughout the City.
• The Leaf Vacuum Program serves all Iowa City residences and businesses that are
adjacent to public streets.
• The Streets Division clears snow and ice from approximately 420 lane miles of City
streets. The Division also removes snow from the downtown area and coordinates the
hauling of the snow to a designated dump site.
• The entire street network is swept at least four times per season including additional
passes of bicycle lanes.
• Streets in the downtown area are swept every Thursday evening into Friday morning
during spring, summer, and fall seasons. City alleys in the downtown area are swept
every Monday morning during spring, summer, and fall seasons. The Kinnick Stadium
area is swept after home football games.
Recent Accomplishments:
• Patched approximately 3,100 potholes
and replaced 134 street panels in fiscal
year 2016
• Leaf program picked up 515 loads
totaling 1545 tons in fiscal year 2016
• Replaced 1,630 street signs in fiscal
year 2016 to comply with Federal retro-
reflectivity requirements.
• Sprayed all pavement markings
including a second fall application on
major streets.
• Completed four street sweeping passes
of the entire street network.
• Assisted with traffic control for several
special events including Summer of the
Arts and the Iowa Homecoming
Parade.
• Assisted other Divisions and
Departments with tasks such as bike
trail repairs, water main breaks, and
traffic control.
• Replaced all bell light street light
fixtures with LED fixtures.
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.
317
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 29.15 30.00 32.00
Staffing Level Change Summary:
Two full-time Maintenance Worker I positions have been added in the fiscal year 2018 budget
and have been budgeted in the Streets System Maintenance activity.
The Streets Superintendent, Assistant Streets Superintendent, and Senior Clerk/Typist –
Streets had been split 50%/50% between the Traffic Engineering activity and the Streets
System Maintenance activity through fiscal year 2017. In fiscal year 2018, these positions are
now budgeted 100% in Streets System Maintenance.
Service Level Change Summary:
Due to the growth of the City’s street infrastructure, two additional Maintenance Worker I
positions have been added to increase service levels. Prior to fiscal year 2018, there had been
twelve snow plow routes with teams of two members and a snow plow truck assigned to each
route. The addition of two staff members and a new snow plow will allow the Streets Operations
to form an additional snow plow route.
The Maintenance Worker I positions are also essential to repairing streets, driveways,
sidewalks, catch basins, curbs and gutters. They operate light and heavy equipment in the
maintenance, repair, and construction of City infrastructure. They perform crack sealing,
installation and repair of street signs, and the installation and maintenance of pavement
markings. They also perform street sweeping duties and leaf collection. These positions are
necessary to maintain service levels as the City continues to grow.
Financial Highlights:
Several capital outlay items have been included in fiscal year 2018. Traffic Engineering has
funds budgeted to purchase painting equipment - $20,000, to paint traffic signal poles - $80,000,
to paint light poles - $20,000, and to replace traffic signal equipment - $85,000.
Streets System Maintenance has capital outlay funds budgeted to purchase an emulsion tank -
$35,000, to purchase a concrete drill - $10,000, and to purchase an additional snow plow -
$168,800.
Personnel expenditures in the Streets System Maintenance activity grew by 7.40% in fiscal year
2018 due to the addition of two new Maintenance Worker I positions and due to the
restructuring of the administration positions.
318
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
5,265 4,566 3,614 1,510 1,630
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Dump Truck Loads of Sweeping Debris
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
277 189 339 313 207
2,216 1,512 2,712 2,504 1,656
Packer Truck Loads of Sweeping Debris
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
133 28 30 5 11
1,072 224 240 40 88
Leaf Vacuum Pickup Season
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
672 663 761 575 515
2,016 1,989 2,093 1,581 1,545
Number of Loads
Tons
Number of Loads
Tons
Tons
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations
Complete Retro-reflectivity Standards.
Continue sign replacements.
Signs Replaced
Foster Healthy Neighborhoods throughout the City & Enhanced
Community Engagement and Intergovernmental Relations
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
319
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Input Measures: Materials Used
5 Year
Average FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Concrete (yards)1,336.75 1,781.50 1,599.75 1,011.00 1,094.75 1,196.75
Asphalt (tons)407.02 402.37 570.61 411.34 293.38 357.39
Rock (tons)428.45 143.23 432.30 266.99 572.78 726.93
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
3,500 3,300 3,400 2,800 3,100
160 200 110 122 134
Foster Healthy Neighborhoods throughout the City & Promote a
Strong and Resilient Local Economy
Provide Street Maintenance & Repairs.
Efficiently Maintain & Repair Public Streets.
Workload Measures
Potholes Patched
Street Panels –
Removal/Replacement
320
City of Iowa City
Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Road Use Tax 6,744,663$ 7,230,663$ 8,320,117$ 8,320,117$ 8,320,120$ 8,320,120$
Transfers In-Govt Activities 405,477 390,414 396,132 330,600 428,006 428,006
Total Revenues & Transfers In 7,150,140$ 7,621,077$ 8,716,249$ 8,650,717$ 8,748,126$ 8,748,126$
Expenditures:
Services 2,095$ 77,691$ 82,569$ 82,786$ 82,647$ 84,300$
Total Expenditures 2,095$ 77,691$ 82,569$ 82,786$ 82,647$ 84,300$
Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Devlpmt 22,735$ 49,597$ 43,223$ 35,000$ 43,220$ 43,220$
Miscellaneous
Other Misc Revenue 150 - - - - -
Total Revenues 22,885$ 49,597$ 43,223$ 35,000$ 43,220$ 43,220$
Expenditures:
Personnel 9,587$ 13,650$ 13,064$ 16,263$ 17,486$ 18,011$
Services 2,830 8,317 3,664 8,987 9,300 9,486
Supplies 331 405 56 419 400 408
Capital Outlay 30,905 51,791 56,986 65,000 65,000 65,000
Total Expenditures 43,653$ 74,163$ 73,770$ 90,669$ 92,186$ 92,905$
Capital Outlay 2017 2018
Sidewalk And R.O.W. Repairs 65,000$ 65,000$
Total Capital Outlay 65,000$ 65,000$
Activity Summary
Activity Summary
321
City of Iowa City
Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ 49,339$ -$ -$ -$ -$
Disaster Assistance - 6,579 - - - -
Miscellaneous
Misc Merchandise 1,625 - - - - -
Other Misc Revenue 8,014 42,311 12,824 25,536 9,330 9,330
Total Revenues 9,639$ 98,229$ 12,824$ 25,536$ 9,330$ 9,330$
Expenditures:
Personnel 553,041$ 568,209$ 622,406$ 490,302$ 501,876$ 516,932$
Services 14,021 546,045 563,165 579,390 569,387 580,775
Supplies 146,604 180,693 156,777 182,978 156,427 159,556
Capital Outlay 69,300 135,084 115,082 240,000 205,000 200,000
Total Expenditures 782,966$ 1,430,031$ 1,457,429$ 1,492,670$ 1,432,690$ 1,457,263$
Personnel Services - FTE 2014 2015 2016 2017 2018
Asst Streets Superintendent 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 0.25 0.50 -
Streets Superintendent 0.15 0.15 0.15 0.50 -
Total Personnel 4.15 4.15 3.90 4.50 3.00
Capital Outlay 2017 2018
Painting Equipment -$ 20,000$
Paint traffic signal poles 90,000 80,000
Paint light poles 27,500 20,000
Traffic Signal Equipment 122,500 85,000
Total Capital Outlay 240,000$ 205,000$
Activity Summary
322
City of Iowa City
Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200)
Division: Streets (710300)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Revenue -$ 11,143$ -$ -$ -$ -$
Disaster Assistance 3,919 - 3,745 - - -
Other State Grants 45,138 14,187 6,230 - - -
Miscellaneous
Misc Merchandise 416 - - - - -
Other Misc Revenue 27,715 10,053 25,292 8,580 20,960 20,960
Other Financial Sources
Sale Of Assets - 1,054 25 - - -
Total Revenues 77,188$ 36,437$ 35,292$ 8,580$ 20,960$ 20,960$
Expenditures:
Personnel 2,117,865$ 2,061,979$ 2,025,268$ 2,380,586$ 2,556,781$ 2,633,484$
Services 1,300,058 1,236,890 1,207,208 1,307,332 1,311,294 1,337,520
Supplies 422,477 665,895 561,442 596,420 531,828 542,465
Capital Outlay 32,883 16,904 29,195 38,750 213,800 40,000
Total Expenditures 3,873,283$ 3,981,668$ 3,823,114$ 4,323,088$ 4,613,703$ 4,553,469$
Personnel Services - FTE 2014 2015 2016 2017 2018
Asst Streets Superintendent 0.50 0.50 0.50 0.50 1.00
M.W. II - Signs 1.00 1.00 1.00 1.00 1.00
M.W. I - Streets 6.00 6.00 6.00 6.00 8.00
M.W. 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
M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Streets 0.50 0.50 0.25 0.50 1.00
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Streets Superintendent 0.50 0.50 0.50 0.50 1.00
Total Personnel 25.50 25.50 25.25 25.50 29.00
Capital Outlay 2017 2018
Type III Barricades 7,500$ -$
Emulsion Tank - 35,000
Concrete Drill - 10,000
Traffic Control Signage 10,000 -
Electronic Message Board 15,250 -
Utility Trailer 6,000 -
Dump Truck w/Snow Plow - 168,800
Total Capital Outlay 38,750$ 213,800$
Activity Summary
323
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.
Prior Year Assistance Summary:
• Buyout: 93 residential properties were acquired in the Park View Terrace and Taft
Speedway neighborhoods with disaster recovery buyout grants. The HMGP Buyout has
been closed out, and the CDBG Buyout was closed out in 2013. Approximately $22
million in grant funds have been expended for property acquisition, demolition and
relocation.
• Residential Rehabilitation: 106 households received assistance from state Jumpstart
and federal Jumpstart grants. Approximately $3.3 million in residential rehabilitation
assistance was distributed.
• Business Assistance: 79 businesses were assisted with either Jumpstart Business funds
or Business Rental Assistance Program funds. Approximately $2.3 in business
assistance has been distributed.
• Single Family New Construction: 141 owner-occupied affordable housing units have
been constructed and sold. Approximately $6.0 million has been expended for down
payment assistance.
• Infrastructure: CDBG Public Infrastructure funding, management, and monitoring is
being provided for the Wastewater Treatment Facility relocation, Rocky Shore Lift
Station project, construction of the East Side Levee and West Side Levee projects, and
flood proofing protection of the water well heads at the Water Treatment Facility site.
In fiscal year 2016, the fund activity reflects a flood mitigation buyout grant to purchase and
remove six homes in the flood plain. The federal grant share is $1,094,390, the State of Iowa’s
share is $145,918, and the City’s share will be $218,879. The City’s share may be in kind or in
cash and is shown as a transfer-in from the General Fund. The total project is $1,459,187.
In fiscal year 2016, the City also received a $60,000 Invest Health grant. Invest Health is a new
initiative that brings together diverse leaders from mid-sized U.S. cities across the nation to
develop new strategies for increasing and leveraging private and public investments to
accelerate improvements in neighborhoods facing the biggest barriers to better health.
No grant or project activity is budgeted for fiscal year 2018.
324
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (79,875)$ 63$ (109)$ 152,415$ -$ -$
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ -$ 370,151$ 728,034$ -$ -$
Operating Grants - - 20,000 40,000 - -
Disaster Assistance - - 49,353 97,071 - -
Other State Grants 833,364 129,659 (59,394) - - -
Sub-Total Revenues 833,364 129,659 380,110 865,105 - -
Transfers In:
Misc Transfers In - - 218,879 5,163 - -
Sub-Total Transfers In - - 218,879 5,163 - -
Total Revenues & Transfers In 833,364$ 129,659$ 598,989$ 870,268$ -$ -$
Expenditures:
Community Development Grants:
Hazard Mitigation Flood Buyout -$ -$ 497,851$ 970,712$ -$ -$
Invest Health - - 8,029 51,971 - -
Jumpstart Business Rental Assistance 10,181 - - - - -
Non-Hazard Mitigation Grant Buyout 37,437 1,760 - - - -
Supplemental CDBG - Res. Proj. Delivery 655,446 19,007 - - - -
Supplemental CDBG - Residential 50,362 109,064 (59,415) - - -
Total Expenditures 753,426$ 129,831$ 446,465$ 1,022,683$ -$ -$
Fund Balance, June 30 63$ (109)$ 152,415$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 63$ (109)$ 152,415$ -$ -$ -$
% of Revenues & Transfers In 0%0%25%0%#DIV/0!#DIV/0!
79,938$ (172)$ 152,524$ (152,415)$ -$ -$
City of Iowa City
Other Shared Revenue (2300)
Fund Summary
325
City of Iowa City
Activity: Community Development (610200)Fund: Other Shared Revenue (2300)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Fed Intergovnt Rev -$ -$ 370,151$ 728,034$ -$ -$
Operating Grants - - 20,000 40,000 - -
Disaster Assistance - - 49,353 97,071 - -
Other State Grants 833,364 129,659 (59,394) - - -
Misc Transfers In - - 218,879 5,163 - -
Total Revenues & Transfers In 833,364$ 129,659$ 598,989$ 870,268$ -$ -$
Expenditures:
Personnel 91,317$ 17,832$ 9,178$ -$ -$ -$
Services 651,372 111,999 (23,713) 51,971 - -
Capital Outlay 10,737 - 461,000 970,712 - -
Total Expenditures 753,426$ 129,831$ 446,465$ 1,022,683$ -$ -$
Activity Summary
326
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 $50,278
In fiscal year 2015, as part of the combination of the Community & Economic
Development department and the Housing & Inspection Services department, a new
Sustainability Services activity was established in the new Neighborhood & Development
Services department in the General fund.
The energy efficiency revolving loan activity was subsequently moved to the General
Fund as part of the Sustainability Services activity for fiscal year 2015.
327
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (23,394)$ 48,924$ -$ -$ -$ -$
Revenues:
Miscellaneous
Other Misc Revenue 72,318$ 1,168$ -$ -$ -$ -$
Total Revenues 72,318$ 1,168$ -$ -$ -$ -$
Transfers Out:
Misc Transfers Out -$ 50,092$ -$ -$ -$ -$
Total Transfers Out -$ 50,092$ -$ -$ -$ -$
Fund Balance, June 30 48,924$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 48,924$ -$ -$ -$ -$ -$
% of Revenues 68%0%0%0%0%0%
City of Iowa City
Energy Efficiency & Conservation Block Grant (2310)
Fund Summary
328
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
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Misc Revenue 72,318$ 1,168$ -$ -$ -$ -$
Total Revenues 72,318$ 1,168$ -$ -$ -$ -$
Activity Summary
329
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 $1.25 million
through the State of Iowa I-JOBS program. The first ‘round’ of the UniverCity program
(using I-JOBS funds) renovated 26 homes. The program celebrated the sale of its 50th
home in the fall of 2015.
In fiscal year 2013, the activity for this program was moved to the Community
Development activity in the Neighborhood Services division of the Neighborhood and
Development Services department in the General Fund.
330
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (2,645)$ -$ -$ -$ -$ -$
Transfers In:
Misc Transfers In 2,098$ -$ -$ -$ -$ -$
Total Transfers In 2,098$ -$ -$ -$ -$ -$
Expenditures:
Univercity Neighborhood Partnership (547)$ -$ -$ -$ -$ -$
Total Expenditures (547)$ -$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
% of Revenues & Transfers In 0%0%0%0%0%0%
City of Iowa City
UniverCity Neighborhood Partnership (2315)
Fund Summary
331
City of Iowa City
Activity: Community Development (610200)Fund: UniverCity Neighborhood Partnership (2315)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Expenditures:
Services (547)$ -$ -$ -$ -$ -$
Total Expenditures (547)$ -$ -$ -$ -$ -$
Activity Summary
332
METROPOLITAN PLANNING ORGANIZATION (MPOJC)
OF JOHNSON COUNTY
The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special
revenue fund that accounts for the operations of the MPO.
Funding for the MPOJC is derived from multiple sources including the City’s General
Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC’s
other government members in Johnson County and from State of Iowa grants.
Fund balance in the MPO fund has increased steadily since fiscal year 2014 from
$170,860 to $302,423. The fund balance as a percentage of revenues and transfers in
has increased from 24% in fiscal year 2014 to 53% in fiscal year 2016. The fund
balance is budgeted to decrease slightly in fiscal year 2017 to $295,421. In fiscal year
2018, the fund balance is projected to decrease by 18.28% to $241,415. This is an
intentional decrease to help bring the fund balance down, and is being done through a
temporary reduction in member contributions and transfers-in.
There are no staffing or service level changes planned for the MPOJC in fiscal year
2018. Revenues and transfers-in for fiscal year 2018 are expected to be lower by 3.93%
due to lower member contributions. Expenditures are higher in fiscal year 2018 by
2.80% primarily due to the increased cost of salaries and benefits.
333
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 130,144$ 170,860$ 292,006$ 302,423$ 295,421$ 241,415$
Revenues:
Use Of Money And Property
Interest Revenues -$ -$ 1,670$ -$ 1,670$ 1,670$
Intergovernmental
Local 28E Agreements 119,462 120,045 102,514 120,045 103,620 106,511
Other State Grants 235,061 199,324 190,000 199,324 200,000 205,580
Miscellaneous
Other Misc Revenue 17,231 2,399 4,487 - 1,530 1,530
Sub-Total Revenues 371,754 321,768 298,671 319,369 306,820 315,291
Transfers In:
Transfer-In from General Fund and RUT 343,297 340,979 270,235 290,358 273,151 280,772
Sub-Total Transfers In 343,297 340,979 270,235 290,358 273,151 280,772
Total Revenues & Transfers In 715,051$ 662,747$ 568,906$ 609,727$ 579,971$ 596,063$
Expenditures:
Metro Planning Org of Johnson County 674,335$ 541,601$ 558,489$ 616,729$ 633,977$ 651,688$
Total Expenditures 674,335$ 541,601$ 558,489$ 616,729$ 633,977$ 651,688$
Fund Balance, June 30 170,860$ 292,006$ 302,423$ 295,421$ 241,415$ 185,790$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 170,860$ 292,006$ 302,423$ 295,421$ 241,415$ 185,790$
% of Revenues and Transfers In 24%44%53%48%42%31%
City of Iowa City
Metro Planning Organization of Johnson County (2350)
Fund Summary
334
METROPOLITAN PLANNING ORGANIZATION (MPO)
OF JOHNSON COUNTY OPERATIONS
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill
state and federal requirements necessary and beneficial to receive state and federal
transportation capital and operating funds; to conduct transportation and traffic studies related to
public and private development projects; to provide traffic data collection and analysis services,
prepare and administer transportation-related grants; and serve as a body for regional policy
and project-related discussions.
Metropolitan Planning Organization (MPO) designations are made by the Governor of the State
of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes
Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The
MPO coordinates planning efforts for all of Johnson County in: transportation planning, data
collection and analysis, and assistance to small communities. Member agencies outside of the
Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon,
and Swisher.
The MPO fulfills federal requirements involving the transportation planning process in order to
maintain eligibility for grant programs through the Federal Transit Administration (FTA) and
Federal Highway Administration (FHWA). The "3-C" transportation planning process consists of
a comprehensive, coordinated and continuing planning effort for all modes of transportation.
Projects include short and long-range transportation development plans, corridor studies,
intersection analyses, survey reports, and review of development projects. The MPO also
prepares state and federal grant applications and fulfills the associated administration and
regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, joint animal control facilities, a Joint Emergency
Communications Center, and affordable housing issues.
Although funding is received from all MPO members, the MPO is organized under the City of
Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of
MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle
pool expenditures.
HIGHLIGHTS
Recent Accomplishments:
• Completion of the fiscal year 2016 Transportation Planning Work Program & adoption of the
fiscal year 2017 Work Program
335
• Completion of the MPO Fiscal Year 2017-2020 Transportation Improvement Program and
acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway
Administration.
• Adoption of Federal Functional Classification changes for urbanized area roadways
• Completion of Transit Capital Equipment Replacement Plan & Program of Projects
Upcoming Challenges:
• Revising the MPOJC Long Range Transportation Plan – to be completed in May 2017
• Completion of the year-end National Transit Database Annual Reports for Iowa City and
Coralville Transit and University of Iowa Cambus system
• Successful Quadrennial MPO Planning Review conducted by the Federal Transit
Administration, Federal Highway Administration, and Iowa Department of Transportation.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 4.70 4.70 4.70
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2018 budget.
Service Level Change Summary:
There are no service level changes in Fiscal year 2018 budget.
Financial Highlights:
There is a decrease in Local 28E Agreement revenue and Transfers-In from the General Fund
and Road Use Tax Fund in fiscal year 2018. The 28E Agreement revenue decreases by
13.68% and the Transfers-In decrease by 5.93%. These decreases are intentional in order to
reduce fund balance in fiscal year 2018.
336
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City, Promote a
Strong and Resilient Local Economy, Encourage a Vibrant and
Walkable Urban Core, Maintain a Solid Financial Foundation, &
Enhanced Community Engagement and Intergovernmental
Relations
Provide transportation (private vehicle, transit, bicycle and
pedestrian) planning services including data collection, analysis,
grant application and administration, development review, long
range planning, traffic studies, traffic modeling, and coordination
with other local governments including the University of Iowa, Iowa
Department of Transportation, Federal Transit Administration and
the Federal Highway Administration.
Provide 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 also help improve residents’
lives in the community by improving transportation safety, and
increasing the percentage of commuters walking, biking, or using
public transit.
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 2012 FY 2013 FY 2014 FY 2015 FY 2016
Transportation Planning Work
Program
Long Range Transportation Plan
(required every 5 yrs.)
Passenger Transportation Plan
Transportation Improvement
Program
337
Major Injuries 16 14 16
1,093 1,307 1,288
Fatalities
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve
FY 2013 FY 2014 FY 2015 FY 2016
$1,262,652
Federal Transit
Grant for Iowa
City Transit*
$2,400,000
MPO/STP funds
for First Ave
Grade
Separation
$1,211,970
Federal Transit
Grant for Iowa
City Transit*
$6,000,000
MPO/STP funds
for Gateway
Project
(multiple years)
$1,400,381
Federal Transit
Grant for Iowa
City Transit*
$1,439,334
Federal Transit
Grant for Iowa
City Transit*
$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 2012
$500,000 Traffic
Safety Grant for
1st Ave 4-3 lane
conversion
$441,000 State
Trails Grant –
Dubuque Street
Ped. Bridge
$200,000 REAP
grant for
Iowa River Trail
$1,900,000 RISE
Grant for Moss
Ridge Road
$200,000 Traffic
Safety Grant for
Burlington
St/Clinton St
$930,000
MPO/STP funds
for IWV Road
Improvements
$50,000 US EPA
Grant for
Riverfront
Crossings Park
$500,000
MPO/TAP funds
for Hwy 1 Trail
construction
CY 2015
Possible Injuries (Unknown)140 147 149
Property Damage Only 822 994 1,011
$50,000 DNR
Low
Head Dam grant
*Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting
$152,000 Iowa
Great
Places Grant
$60,000 for
Urban
Waters Grant
$50,000 Iowa
DNR Grant for
Iowa River Dam
Safety
$500,000 Traffic
Safety Grant for
Mormon Trek 4-3
lane conversion
2 2 1
$1,494,411
Federal Transit
Grant for Iowa
City Transit*
$820,000 STBG-
HPB funds for
Prentiss St
Bridge
Replacement
$135,000 CMAQ
funds for bike
share program -
bike stations
Minor Injuries 113 150 111
Totals
$283,027 RISE
Grant - Northgate
Dr. extension
Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded
$1,000 or where an injury occurred. Department objective is to have zero fatalities.
Transportation Safety (Vehicle
Collisions)CY 2012 CY 2013 CY 2014
574
213
99
14
3
766
338
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Fatalities 0 1 0 1
Totals 49 64 37 73
Minor Injuries 30 40 24 37
Major Injuries 3 3 2 4
Property Damage Only 0 0 0 3
Possible Injuries (Unknown)16 20 11 28
Transportation Safety (Bicycle &
Pedestrian Collisions)CY 2012 CY 2013 CY 2014 CY 2015
Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians.
Department objective is to have zero fatalities.
Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions
Metric tonnes of CO2e
Per Capita 2.61 2.48 2.51 2.54
Total Vehicle Miles Traveled
Per Capita 4,511 4,309 4,385
per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse
emissions is an objective of the Transportation Planning Division.
CY 2012 CY 2013 CY 2014 CY 2015
4,443
Foster Healthy Neighborhoods throughout the City, Promote a
Strong and Resilient Local Economy, Encourage a Vibrant and
Walkable Urban Core, Maintain a Solid Financial Foundation, &
Enhanced Community Engagement and Intergovernmental
Relations
Provide transportation (private vehicle, transit, bicycle and
pedestrian) planning services including data collection, analysis,
grant application and administration, development review, long
range planning, traffic studies, traffic modeling, and coordination
with other local governments including the University of Iowa, Iowa
Department of Transportation, Federal Transit Administration and
the Federal Highway Administration.
Provide 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 also help improve residents’
lives in the community by improving transportation safety, and
increasing the percentage of commuters walking, biking, or using
public transit.
Transportation Choices - Promote diverse transportation
modes, including walking, bicycling, and transit, that are safe, low-
cost, and reduce vehicle miles traveled
339
Bike 1.7 2.2 2.6
Walked 11.1 10.7 10.4
*Includes CTPP data from 2000. ** Includes 3-year American Community Survey data.
Taxi, Motorcycle and other means 0.4 0.8 1.5
Worked at Home 1.7 2.0 2.1
Drove alone 65.3 63.1 63.6
Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of
travel to work. Department objective is to increase the mode split for walking, biking, or use of
Travel to Work (%)CY 2000*CY 2009**CY 2012**
public transit.
2 or more person carpool 13.7 14.3 12.6
Transit 6.0 6.9 7.3
340
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
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues -$ -$ 1,670$ -$ 1,670$ 1,670$
Intergovernmental
Local 28E Agreements 119,462 120,045 102,514 120,045 103,620 106,511
Other State Grants 235,061 199,324 190,000 199,324 200,000 205,580
Miscellaneous
Other Misc Revenue 17,231 2,399 4,487 - 1,530 1,530
Transfer-In from General Fund and RUT 343,297 340,979 270,235 290,358 273,151 280,772
Total Revenues & Transfers In 715,051$ 662,747$ 568,906$ 609,727$ 579,971$ 596,063$
Expenditures:
Personnel 555,415$ 421,006$ 445,868$ 473,348$ 503,177$ 518,272$
Services 108,797 101,402 104,954 125,570 118,612 120,984
Supplies 10,123 19,193 7,666 17,811 12,188 12,432
Total Expenditures 674,335$ 541,601$ 558,489$ 616,729$ 633,977$ 651,688$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 0.20 0.20 0.20 0.20 0.20
Associate Planner 4.00 4.00 3.50 2.50 2.50
Engineering Technician *0.40 0.40 - - -
Sr. Associate Planner - - - 1.00 1.00
MPO Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.60 5.60 4.70 4.70 4.70
* Position to be eliminated on 12-31-15
Activity Summary
341
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 2014 are as follows:
FY2014 FY2015 FY2016 FY2017 FY2018
Actual Actual Actual Revised Budget
Revenues 9,809,865$ 9,782,477$ 10,516,768$ 11,144,971$ 11,496,472$
Fund Balance 1,713,207$ 1,592,570$ 1,670,848$ 2,176,923$ 2,456,259$
Percentage 17.46% 16.28% 15.89% 19.53% 21.37%
The Employee Benefits property tax levy for fiscal year 2017 was $3.14415 per $1,000
of valuation. For fiscal year 2018, this levy will remain unchanged at $3.14415 per
$1,000 of valuation.
342
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,791,164$ 1,713,207$ 1,592,570$ 1,670,848$ 2,176,923$ 2,456,259$
Revenues:
Property Taxes 9,357,793$ 9,068,802$ 9,650,100$ 10,382,114$ 10,749,761$ 10,749,761$
Other City Taxes
Gas/Electric Excise Tax 146,908 150,877 142,872 141,436 131,111 131,111
Mobile Home Tax 12,275 12,121 12,247 12,120 12,240 12,240
Intergovernmental
Property Tax Credits - 183,244 383,162 294,301 300,885 300,885
State 28E Agreements 281,548 315,605 326,586 315,000 302,475 302,475
Miscellaneous
Other Misc Revenue 11,341 51,828 1,801 - - -
Total Revenues 9,809,865$ 9,782,477$ 10,516,768$ 11,144,971$ 11,496,472$ 11,496,472$
Expenditures:
General Government Employee Benefits 359,450$ 378,170$ 378,317$ 384,805$ 390,573$ 398,949$
Public Safety Employee Benefits 354,640 598,436 676,540 828,060 852,902 869,960
Sub-Total Expenditures 714,090 976,606 1,054,857 1,212,865 1,243,475 1,268,909
Transfers Out:
Empl Benefits Levy to Gen Fund & RUT 9,173,732 8,926,508 9,383,633 9,426,031 9,973,661 9,973,661
Sub-Total Transfers Out 9,173,732 8,926,508 9,383,633 9,426,031 9,973,661 9,973,661
Total Expenditures & Transfers Out 9,887,822$ 9,903,114$ 10,438,490$ 10,638,896$ 11,217,136$ 11,242,570$
Fund Balance, June 30 1,713,207$ 1,592,570$ 1,670,848$ 2,176,923$ 2,456,259$ 2,710,161$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,713,207$ 1,592,570$ 1,670,848$ 2,176,923$ 2,456,259$ 2,710,161$
% of Revenues 17%16%16%20%21%24%
City of Iowa City
Employee Benefits (2400)
Fund Summary
343
Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 9,357,793$ 9,068,802$ 9,650,100$ 10,382,114$ 10,749,761$ 10,749,761$
Other City Taxes
Gas/Electric Excise Tax 146,908 150,877 142,872 141,436 131,111 131,111
Mobile Home Tax 12,275 12,121 12,247 12,120 12,240 12,240
Intergovernmental
Property Tax Credits - 183,244 383,162 294,301 300,885 300,885
Total Revenues 9,516,976$ 9,415,044$ 10,188,381$ 10,829,971$ 11,193,997$ 11,193,997$
Expenditures:
Personnel 49,554$ 51,466$ 52,454$ 54,732$ 56,409$ 58,101$
Services 309,896 326,704 325,863 330,073 334,164 340,847
Total Expenditures 359,450$ 378,170$ 378,317$ 384,805$ 390,573$ 398,949$
Personnel Services - FTE 2014 2015 2016 2017 2018
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
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 281,548$ 315,605$ 326,586$ 315,000$ 302,475$ 302,475$
Miscellaneous
Other Misc Revenue 11,341 51,828 1,801 - - -
Total Revenues 292,889$ 367,433$ 328,388$ 315,000$ 302,475$ 302,475$
Expenditures:
Services 354,640$ 598,436$ 676,540$ 828,060$ 852,902$ 869,960$
Total Expenditures 354,640$ 598,436$ 676,540$ 828,060$ 852,902$ 869,960$
Activity Summary
Activity Summary
344
AFFORDABLE HOUSING FUND
The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund
accounts for developer fees and contributions towards the development of affordable
housing throughout the City.
During 2014, the City issued a Request for Proposals for the development of a parcel of
land that the City owns at the corner of Court and Linn Streets, which is also the former
site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected
as the developer for this property.
As part of the development of this property, C.A. Ventures has agreed to a purchase
price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund.
The developer has committed to constructing a project totaling $74 million that will
include 2 towers containing 20,000 square feet of office space, 320 residential units, a
152 room hotel, and retail space. The developer has also agreed to lease 32 one-
bedroom units (10% of the total number of units) to qualified households with incomes at
or below 80% of the Area Median Income and to make a contribution of $1,000,000 to
the City’s Affordable Housing Fund.
City Council has directed that affordable housing funds to be split 3 ways:
1) 50% to the Johnson County Housing Trust Fund,
2) 30% to be held for land banking or emergent situations determined by the City
Council,
3) 20% directed to HCDC for LIHTC support or supplemental aid through the
CDBG/HOME application process.
The fiscal year 2016 revised fund balance is $1,000,000. In fiscal years 2017 and 2018,
the ending fund balances are projected to be $0.
Revenues:
Fiscal year 2016 revised revenue budget is $1,000,000 from a developer contribution.
No revenue is projected for fiscal year 2017 or fiscal year 2018. The Affordable Housing
Fund will receive a $650,000 transfer in from the General Fund in fiscal year 2018.
Expenditures:
The fiscal year 2018 expenditure budget decreases to $650,000 from $1,000,000.
345
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ 1,000,000$ -$ -$
Revenues:
Charges for Fees & Services
Building & Development -$ -$ 1,000,000$ -$ -$ -$
Sub-Total Revenues - - 1,000,000 - - -
Transfers In:
Transfer-In from General Fund - - - - 650,000 650,000
Sub-Total Transfers In - - - - 650,000 650,000
Total Revenues & Transfers In -$ -$ 1,000,000$ -$ 650,000$ 650,000$
Expenditures:
Affordable Housing -$ -$ -$ 1,000,000$ 650,000$ 650,000$
Total Expenditures -$ -$ -$ 1,000,000$ 650,000$ 650,000$
Fund Balance, June 30 -$ -$ 1,000,000$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 1,000,000$ -$ -$ -$
% of Revenues 0%0%100%0%0%0%
City of Iowa City
Affordable Housing (2500)
Fund Summary
346
City of Iowa City
Activity: Affordable Housing (490190)Fund: Affordable Housing (2500)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges for Fees & Services
Building & Development -$ -$ 1,000,000$ -$ -$ -$
Total Revenues -$ -$ 1,000,000$ -$ -$ -$
Expenditures:
Services -$ -$ -$ 700,000$ 487,500$ 487,500$
Capital Outlay - - - 300,000 162,500 162,500
Total Expenditures -$ -$ -$ 1,000,000$ 650,000$ 650,000$
Activity Summary
347
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 Iowa City Housing Authority, which is an activity of the Neighborhood
Services division and the Neighborhood & Development Services (NDS) department,
owns and operates seven (7) of the rental units. The remaining ten (10) units are owned
and operated by The Housing Fellowship. This fund accounts for the operation of the
seven units owned by the Iowa City Housing Authority.
Funding for the project included an Economic Development Grant, CDBG funds, and
HOME funds. In addition, general obligation bonds were issued to finance a $410,000
loan to The Housing Fellowship and a $256,000 internal loan to the Iowa City Housing
Authority. The internal loan payments are accounted for in this fund. Both of these loans
are payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt
Service fund from the Peninsula Apartments fund at June 30, 2017 will be $125,715.
Also as part of the financing structure, The Housing Fellowship issued an interest-only
loan to the Iowa City Housing Authority for $210,784 for the Peninsula Apartments. The
repayment of the full principal balance will be due in a balloon payment in fiscal year
2025. These interest-only payments are accounted for in this fund.
Revenue: Rental income is projected at $73,345 in fiscal year 2018, a decrease of
0.89% from the estimated fiscal year 2017 estimate.
Fund Balance: The fiscal year 2018 ending fund balance is projected at $162,607.
Cash balance will be allowed to increase until reaching $210,784. This is the amount of
a lump sum payment which is due in fiscal year 2025 as part of the original financing for
this project.
348
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 71,949$ 91,406$ 105,146$ 124,888$ 142,009$ 162,607$
Revenues:
Use Of Money And Property
Interest Revenues -$ -$ 809$ -$ 810$ 800$
Rents 70,119 73,697 71,434 74,000 73,345 74,812
Total Revenues 70,119$ 73,697$ 72,243$ 74,000$ 74,155$ 75,612$
Expenditures:
Housing Authority Property Management 50,662$ 59,957$ 52,501$ 56,879$ 53,557$ 55,251$
Total Expenditures 50,662$ 59,957$ 52,501$ 56,879$ 53,557$ 55,251$
Fund Balance, June 30 91,406$ 105,146$ 124,888$ 142,009$ 162,607$ 182,968$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 91,406$ 105,146$ 124,888$ 142,009$ 162,607$ 182,968$
% of Revenues 180%175%238%250%304%331%
City of Iowa City
Peninsula Apartments (2510)
Fund Summary
349
City of Iowa City
Activity: Peninsula Apartments (490192)Fund: Peninsula Apartments (2510)
Division: Neighborhood Services Department: Neighborhood and Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues -$ -$ 809$ -$ 810$ 800$
Rents 70,119 73,697 71,434 74,000 73,345 74,812
Total Revenues 70,119$ 73,697$ 72,243$ 74,000$ 74,155$ 75,612$
Expenditures:
Services 38,781$ 47,645$ 39,742$ 43,657$ 39,855$ 41,051$
Other Financial Uses 11,881 12,312 12,759 13,222 13,702 14,200
Total Expenditures 50,662$ 59,957$ 52,501$ 56,879$ 53,557$ 55,251$
Activity Summary
350
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
12/1/16
Estimated
TIF Receipts
FY17
Estimated
TIF Receipts
FY18
Estimated TIF
Debt 6/30/2018
2603 - City-University I 14,076,459$ 16,786,296$ 805,965$ 727,874$ 29,328,916$
2604 - Sycamore & 1st Ave (1)2,306,688 - 388,586 436,559 1,481,543
2607 - Scott 6 Industrial 1,687,817 7,777 750,000 945,594 -
2608 - Heinz Road 170,000 - 42,500 - 127,500
2613 - Moss Green Village (2)2,163,746 - - - 2,163,746
2614 - Towncrest Area 2,110,742 (403,284) 144,992 133,677 1,428,789
2615 - Riverside Drive 1,954,785 7,843 144,910 90,208 1,727,510
Total 24,470,237$ 16,398,632$ 2,276,953$ 2,333,912$ 36,258,004$
(1) Reduced by cash on hand of $236,684 at June 30, 2016
(2) Has not been certified yet
351
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,129$ 19,664$ 835$ 239,487$ 463,893$ 491,948$
Revenues:
Other City Taxes
TIF Revenues 434,670$ 640,244$ 1,027,218$ 2,276,953$ 2,333,912$ 2,736,051$
Use Of Money And Property
Interest Revenues - - 3,615 - - -
Sub-Total Revenues 434,670 640,244 1,030,833 2,276,953 2,333,912 2,736,051
Transfers In:
Transfers In 113 - - - - -
Sub-Total Transfers In 113 - - - - -
Total Revenues & Transfers In 434,783$ 640,244$ 1,030,833$ 2,276,953$ 2,333,912$ 2,736,051$
Expenditures By Urban Renewal Area:
Highway 6 Industrial Park 1,604$ -$ -$ -$ -$ -$
Sycamore & 1st Ave - - - - 250,000 250,000
Northgate Corporate Park 8,496 - - - - -
Scott 6 Industrial - 5,079 - - - -
Heinz Road 135,361 13,591 - 42,500 - -
Moss Green Village (142) - - - - -
Riverside Drive - - - - 82,365 165,000
Sub-Total Expenditures 145,319 18,670 - 42,500 332,365 415,000
Transfers Out:
TIF Debt Transfers Out 271,929 640,403 792,180 2,010,047 1,973,492 2,293,211
Sub-Total Transfers Out 271,929 640,403 792,180 2,010,047 1,973,492 2,293,211
Total Expenditures & Transfers Out 417,248$ 659,073$ 792,180$ 2,052,547$ 2,305,857$ 2,708,211$
Fund Balance, June 30 19,664$ 835$ 239,487$ 463,893$ 491,948$ 519,788$
Restricted / Committed /Assigned - - 236,684 461,090 489,145 516,985
Unassigned Balance 19,664$ 835$ 2,803$ 2,803$ 2,803$ 2,803$
% of Revenues & Transfers In 5%0%0%0%0%0%
Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department
City of Iowa City
Tax Increment Financing (2601 - 2615)
Fund Summary
352
City of Iowa City
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,604$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration 1,604$ -$ -$ -$ -$ -$
Total Expenditures 1,604$ -$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (26,214)$ 1,102$ 391$ 2,796$ 2,796$ 2,796$
Revenues:
Other City Taxes
TIF Revenues 290,263$ 501,628$ 534,000$ 805,965$ 727,874$ 1,833,037$
Use Of Money And Property
Interest Revenues - - 3,615 - - -
Total Revenues 290,263$ 501,628$ 537,615$ 805,965$ 727,874$ 1,833,037$
Transfers Out:
TIF Debt Transfers Out 262,947$ 502,339$ 535,210$ 805,965$ 727,874$ 1,833,037$
Total Transfers Out 262,947$ 502,339$ 535,210$ 805,965$ 727,874$ 1,833,037$
Fund Balance, June 30 1,102$ 391$ 2,796$ 2,796$ 2,796$ 2,796$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,102$ 391$ 2,796$ 2,796$ 2,796$ 2,796$
Highway 6 Industrial Park (2601)
Fund Summary
City-University Project I (2603)
Fund Summary
353
City of Iowa City
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ 256$ 236,684$ 461,090$ 489,145$
Revenues:
Other City Taxes
TIF Revenues -$ 77,777$ 382,522$ 388,586$ 436,559$ 436,559$
Total Revenues -$ 77,777$ 382,522$ 388,586$ 436,559$ 436,559$
Expenditures:
TIF Rebate -$ -$ -$ -$ 250,000$ 250,000$
Transfers Out:
TIF Debt Transfers Out - 77,521 146,094 164,180 158,504 158,719
Total Expenditures & Transfers Out -$ 77,521$ 146,094$ 164,180$ 408,504$ 408,719$
Fund Balance, June 30 -$ 256$ 236,684$ 461,090$ 489,145$ 516,985$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 256$ 236,684$ 461,090$ 489,145$ 516,985$
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 8,496$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration 8,496$ -$ -$ -$ -$ -$
Total Expenditures 8,496$ -$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
Sycamore & 1st Avenue (2604)
Fund Summary
Northgate Corporate Park (2606)
Fund Summary
354
City of Iowa City
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,079$ 5,079$ -$ -$ -$ -$
Revenues:
Other City Taxes
TIF Revenues -$ -$ -$ 750,000$ 945,594$ -$
Total Revenues -$ -$ -$ 750,000$ 945,594$ -$
Expenditures:
TIF Administration -$ 5,079$ -$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out - - - 750,000 945,594 -
Total Expenditures & Transfers Out -$ 5,079$ -$ 750,000$ 945,594$ -$
Fund Balance, June 30 5,079$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 5,079$ -$ -$ -$ -$ -$
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 13,591$ 13,591$ -$ 8$ 8$ 8$
Revenues:
Other City Taxes
TIF Revenues 135,361$ -$ 331$ 42,500$ -$ -$
Total Revenues 135,361$ -$ 331$ 42,500$ -$ -$
Expenditures:
TIF Rebate 135,361$ 13,591$ -$ 42,500$ -$ -$
Transfers Out:
TIF Debt Transfers Out - - 323 - - -
Total Expenditures & Transfers Out 135,361$ 13,591$ 323$ 42,500$ -$ -$
Fund Balance, June 30 13,591$ -$ 8$ 8$ 8$ 8$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 13,591$ -$ 8$ 8$ 8$ 8$
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
355
City of Iowa City
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (113)$ -$ -$ -$ -$ -$
Transfers In:
Transfers In 113$ -$ -$ -$ -$ -$
Total Transfers In 113$ -$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (142)$ -$ -$ -$ -$ -$
Expenditures:
TIF Administration (142)$ -$ -$ -$ -$ -$
Total Expenditures (142)$ -$ -$ -$ -$ -$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
Lower Muscatine Road (2611)
Fund Summary
Moss Green Village (2613)
Fund Summary
356
City of Iowa City
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (64)$ -$ 188$ -$ -$ -$
Revenues:
Other City Taxes
TIF Revenues 9,046$ 40,105$ 88,570$ 144,992$ 133,677$ 133,677$
Total Revenues 9,046$ 40,105$ 88,570$ 144,992$ 133,677$ 133,677$
Transfers Out:
TIF Debt Transfers Out 8,982$ 39,917$ 88,758$ 144,992$ 133,677$ 133,677$
Total Transfers Out 8,982$ 39,917$ 88,758$ 144,992$ 133,677$ 133,677$
Fund Balance, June 30 -$ 188$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 188$ -$ -$ -$ -$
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (108)$ (108)$ -$ -$ -$ -$
Revenues:
Other City Taxes
TIF Revenues -$ 20,734$ 21,796$ 144,910$ 90,208$ 332,778$
Total Revenues -$ 20,734$ 21,796$ 144,910$ 90,208$ 332,778$
Expenditures:
TIF Rebate -$ -$ -$ -$ 82,365$ 165,000$
Transfers Out:
TIF Debt Transfers Out - 20,626 21,796 144,910 7,843 167,778
Total Expenditures & Transfers Out -$ 20,626$ 21,796$ 144,910$ 90,208$ 332,778$
Fund Balance, June 30 (108)$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (108)$ -$ -$ -$ -$ -$
Fund Summary
Riverside Drive (2615)
Fund Summary
Towncrest Area (2614)
357
DOWNTOWN SELF-SUPPORTED MUNICIPAL IMPROVEMENT
DISTRICT (SSMID)
In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created
a Self-Supporting Municipal Improvement District (SSMID) as allowed under Iowa
property tax code in downtown Iowa City.
The City levies a property tax at a maximum rate of $2.00 per $1,000 of taxable valuable
on property that is within the boundaries of the downtown district. The taxes that are
collected are then remitted to the Iowa City Downtown District (ICDD) which uses the
funds to promote and enhance the downtown district. In addition to the property tax funds,
the ICDD receives annual assistance from the University of Iowa. The SSMID was
renewed for a ten year period starting on July 1, 2016 and ending on June 30, 2026. The
maximum rate was approved to increase to $2.50 per $1,000 of taxable value on July 1,
2021. Below is a map of the improvement district:
All of the funds received by the City through the SSMID property tax levy are remitted to
the ICDD, therefore the fund does not maintain a fund balance. SSMID payments to ICDD
in fiscal year 2016 totaled $295,284. The estimated payments in fiscal year 2017 total
$317,859, and the budgeted collections in fiscal year 2018 are $355,350 including the
State backfill for commercial property taxes. Fiscal year 2018 payouts are projected to
increase by 11.79% over fiscal year 2017. This is due to increased property valuations in
the district and a slight expansion of the district to include more properties in the area.
358
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,590$ -$ -$ -$ -$ -$
Revenues:
Property Taxes 275,805$ 280,790$ 264,683$ 289,036$ 323,018$ 323,018$
Intergovernmental
Property Tax Credits - 15,351 30,601 28,823 32,332 32,332
Total Revenues 275,805$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Expenditures:
SSMID 277,395$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Total Expenditures 277,395$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
% of Revenues 0%0%0%0%0%0%
City of Iowa City
SSMID-Downtown District (2820)
Fund Summary
359
City of Iowa City
Activity: SSMID Fund: SSMID-Downtown District (2820)
Division: Finance Adminstration Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 275,805$ 280,790$ 264,683$ 289,036$ 323,018$ 323,018$
Intergovernmental
Property Tax Credits - 15,351 30,601 28,823 32,332 32,332
Total Revenues 275,805$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Expenditures:
Services 277,395$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Total Expenditures 277,395$ 296,141$ 295,284$ 317,859$ 355,350$ 355,350$
Activity prior to fiscal year 2018 reported under Neighborhood and Development Services Department
Activity Summary
360
DEBT SERVICE FUND
Fund Summary
Debt Schedules
F
Y
2
0
1
8
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 2018 is $3.58 per $1,000 in valuation – this is a
reduction of $.25 per $1,000 from the fiscal year 2017 levy. Future general obligation
bond issues are estimated at $9.823 million in 2017, $12.899 million in 2018, and
$12.281 million in 2019 including 2% for bond issuance costs. Proceeds from bond
issues are recorded in the Capital Projects Fund.
Annual principal and interest payments (not including estimated annual payments for the
2017 proposed bond issue) as of June 30, 2017 are projected to be as follows:
Fiscal
Year
Principal Interest Total
2018 10,995,000 1,454,039 12,449,039 57,080,000
2019 8,265,000 1,178,623 9,443,623 46,085,000
2020 4,515,000 953,948 5,468,948 37,820,000
2021 4,615,000 847,755 5,462,755 33,305,000
2022 5,695,000 748,875 6,443,875 28,690,000
2023 4,775,000 621,945 5,396,945 22,995,000
2024 3,970,000 501,295 4,471,295 18,220,000
2025 2,995,000 405,995 3,400,995 14,250,000
2026 2,145,000 335,045 2,480,045 11,255,000
2027 990,000 280,725 1,270,725 9,110,000
2028 895,000 250,365 1,145,365 8,120,000
2029 915,000 222,495 1,137,495 7,225,000
2030 940,000 193,820 1,133,820 6,310,000
2031 965,000 164,325 1,129,325 5,370,000
2032 995,000 133,950 1,128,950 4,405,000
2033 815,000 102,300 917,300 3,410,000
2034 840,000 77,850 917,850 2,595,000
2035 865,000 52,650 917,650 1,755,000
2036 890,000 26,700 916,700 890,000
Totals at
June 30,
2017
57,080,000 8,552,699 65,632,699
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
363
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 (TIF) debt with the statutory debt limit. Total valuations for
Iowa City for fiscal year 2018 are approximately $5.487 billion. The debt limit, or five
percent (5%) of this amount, is about $274.3 million. Outstanding G.O. and TIF debt at
June 30, 2018, is estimated to be $67.9 million, which is 24.8% of the debt limit and
1.24% of total valuations. The City’s G.O. and TIF bonded debt versus the State
imposed legal debt limit has been on a declining trend since fiscal year 2010.
* FY17, FY18, and FY19 figures are estimates
364
This City’s Debt Management policy, which limits its ability to levy taxes for repayment of
debt, states that the debt service levy shall not exceed 30% of the city levy.
The following chart shows the debt service levy as a percentage of the city levy rate for
fiscal year 2010 through fiscal year 2019. Fiscal years 2017 through 2019 are based on
estimated financing requirements for the City’s five-year capital improvement program.
The City’s debt service levy rate for fiscal year 2018 is $3.58 per $1,000 of value while the
City’s total property tax levy rate is $16.333 per $1,000 of value. The debt service levy
rate is projected to decrease another $.25 in fiscal year 2019.
Also, as part of the Debt Management policy, the City Council set a goal to reduce its
outstanding general obligation and tax increment revenue bonded debt as a percentage of
its total assessed property valuations to .75%. The following chart is trend of that
comparison for fiscal years 2010 through 2019.
365
Bond Rating
The City obtains its General Obligation bond rating from Moody’s Investors Service each time
a new bond is issued. The City’s current bond rating is Aaa. Maintaining the City’s Aaa bond
is a strategic priority for the City.
Fund Balance
The estimated ending fund balance in the Debt Service fund for fiscal year 2016 is
$6,000,280. This is a decline of $444,438 or 6.9% from the fiscal year 2015 ending fund
balance. The decrease in fund balance is primarily related to the early call of the 2008A
general obligation bonds.
Ending fund balance for fiscal year 2017 is estimated to be $6,580,409 which is an increase of
$580,129 or 9.67% from fiscal year 2016. This increase is due to the accumulation of funds
for the repayment of the 2012D and 2016E tax increment financing revenue bonds. The 2017
revised budget includes an early call of the 2008B and 2009C general obligation bonds
totaling $3,045,000. The transfer from the Water Fund for debt service payments is
completed in the fiscal year 2017 budget.
The estimated ending fund balance for fiscal year 2018 is projected to be $6,575,414 which is
a decrease of $4,995 or 0%. The fiscal year 2018 budget includes an early call of the 2010B
and 2011A general obligation bonds totaling $3,800,000.
The 2019 projected budget includes and early call of the 2011C general obligation bonds of
$2,610,000.
Although, the entire fund balance for the Debt Service fund is restricted debt service
expenditures, an additional restriction is shown for funds that are being held as a reserve for
the 2012D and 2016E tax increment financing revenue bonds. Restricted fund balance is
estimated as $1,617,778 at the end of fiscal year 2018.
366
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,820,298$ 8,868,053$ 6,444,718$ 6,000,280$ 6,580,409$ 6,575,414$
Revenues:
Property Taxes 11,977,754$ 12,725,229$ 12,309,367$ 12,919,875$ 12,522,935$ 11,647,895$
Other City Taxes
Gas/Electric Excise Tax 187,143 210,260 180,306 172,247 149,244 149,749
Mobile Home Tax 15,652 16,863 15,447 16,863 15,440 15,440
Use Of Money And Property
Interest Revenues 64,998 74,553 44,298 141,553 143,102 95,812
Intergovernmental
Property Tax Credits - 255,366 483,552 358,354 342,447 342,447
Charges For Fees And Services
Building & Devlpmt - 190,784 - - - -
Other Financial Sources
Loan Repayments 176,381 178,166 268,922 137,132 50,250 50,250
Debt Sales 2,660,000 - - 657,323 - -
Sub-Total Revenues 15,081,928 13,651,221 13,301,892 14,403,347 13,223,418 12,301,593
Transfers In
Transfers-In 6,515,322 1,134,225 1,269,920 1,567,182 1,028,004 1,117,558
Sub-Total Transfers In 6,515,322 1,134,225 1,269,920 1,567,182 1,028,004 1,117,558
Total Revenues & Transfers In 21,597,250$ 14,785,446$ 14,571,813$ 15,970,529$ 14,251,422$ 13,419,151$
Expenditures:
Financial Services & Charges 545$ -$ 4,844$ 11,000$ 15,000$ 15,000$
Issuance Costs 11,962 - - - - -
GO Bonds Principal 11,200,000 15,525,000 13,395,000 13,460,972 12,359,214 11,450,330
GO Bonds Interest 1,872,314 1,608,446 1,411,071 1,441,220 1,290,708 1,357,915
Revenue Bonds Principal - - 130,000 130,000 135,000 135,000
Revenue Bonds Interest 75,335 75,335 75,335 347,208 456,495 454,335
Sub-Total Expenditures 13,160,156 17,208,781 15,016,250 15,390,400 14,256,417 13,412,580
Transfers Out:
Misc Transfers Out 5,389,339 - - - - -
Sub-Total Transfers Out 5,389,339 - - - - -
Total Expenditures & Transfers Out 18,549,495$ 17,208,781$ 15,016,250$ 15,390,400$ 14,256,417$ 13,412,580$
Fund Balance, June 30 8,868,053$ 6,444,718$ 6,000,280$ 6,580,409$ 6,575,414$ 6,581,985$
Restricted / Committed /Assigned 662,658 667,748 825,367 1,604,619 1,617,778 1,703,552
Unassigned Balance 8,205,395$ 5,776,970$ 5,174,913$ 4,975,790$ 4,957,636$ 4,878,433$
City of Iowa City
Debt Service Fund (5000 - 5999)
Fund Summary
367
FY2017 FY2018 FY2019
2008B G.O. Refunding 17,005,000$ 2017 -$ 3,167,675 -$ -$
2009C G.O. Multi-purpose 6,685,000 2017 - 2,291,300 - -
2010B G.O. Multi-purpose *7,420,000 2020 2,370,000 819,275 2,429,375 -
2011A G.O. Multi-purpose *7,925,000 2021 3,080,000 983,031 3,181,531 -
2011C G.O. Refunding *10,930,000 2021 5,055,000 1,378,963 1,374,463 3,983,313
2012A G.O. Multi-purpose 9,070,000 2022 4,780,000 1,016,113 1,013,113 1,009,813
2012D TIF Revenue Bonds 2,655,000 2032 2,395,000 204,035 207,345 205,185
2013A G.O. Multi-purpose 7,230,000 2023 4,975,000 858,325 865,575 872,675
2014 G.O. Multi-purpose/
Refunding
11,980,000 2024 6,685,000 2,402,825 1,074,125 1,066,125
2015 G.O. Multi-Purpose 7,785,000 2025 6,380,000 853,713 854,513 855,013
2016A G.O. Multi-purpose 8,795,000 2026 8,555,000 509,282 1,064,850 1,067,350
2016B G.O. Taxable 610,000 2017 - 621,692 - -
2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 273,173 384,150 384,150
2017 G.O. Proposed 9,823,090 2027 - - 1,792,378 1,792,378
2018 G.O. Proposed 12,899,006 2028 - - - 2,161,580
Total - General Obligation Debt Service: 57,080,000$ 15,379,400$ 14,241,417$ 13,397,580$
* Budgeted for early calls
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
Principal
Outstanding
June 30, 2017
368
Fiscal
Year Principal Interest Total
2018 2,370,000 59,375 2,429,375 2,429,375 2,370,000 2.250%
Totals 2,370,000 59,375 2,429,375 2,429,375
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: $7,420,000
Dated: August 2, 2010
To be called: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
369
Fiscal
Year Principal Interest Total
2018 3,080,000 101,531 3,181,531 3,181,531 3,080,000 3.000%
Totals 3,080,000 101,531 3,181,531 3,181,531
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Airport Runway 7 Parallel Grading 90,750$
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: $7,925,000
Dated: June 8, 2011
To be called: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
370
Fiscal
Year Principal Interest Total
2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 3.000%
2019 3,850,000 133,313 3,983,313 3,983,313 3,850,000 3.250%
Totals 5,055,000 302,775 5,357,775 5,357,775
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Advance Refunded 2002 GO Bonds 10,580,000$
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: $10,930,000
Dated: June 8, 2011
To be called: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
371
Fiscal
Year Principal Interest Total
2018 915,000 98,113 1,013,113 952,795 60,318 4,780,000 2.00%
2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00%
2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00%
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 4,780,000 303,863 5,083,863 4,781,185 302,678
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Runway 7-25 Taxiway 232,000$
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: $9,070,000
Dated: June 20, 2012
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
372
Fiscal
Year Principal Interest Total
2018 135,000 72,345 207,345 207,345 2,395,000 1.60%
2019 135,000 70,185 205,185 205,185 2,260,000 2.00%
2020 140,000 67,485 207,485 207,485 2,125,000 2.10%
2021 140,000 64,545 204,545 204,545 1,985,000 2.30%
2022 145,000 61,325 206,325 206,325 1,845,000 2.40%
2023 150,000 57,845 207,845 207,845 1,700,000 2.60%
2024 150,000 53,945 203,945 203,945 1,550,000 2.80%
2025 155,000 49,745 204,745 204,745 1,400,000 3.00%
2026 160,000 45,095 205,095 205,095 1,245,000 3.20%
2027 165,000 39,975 204,975 204,975 1,085,000 3.40%
2028 170,000 34,365 204,365 204,365 920,000 3.60%
2029 175,000 28,245 203,245 203,245 750,000 3.70%
2030 185,000 21,770 206,770 206,770 575,000 3.70%
2031 190,000 14,925 204,925 204,925 390,000 3.75%
2032 200,000 7,800 207,800 207,800 200,000 3.90%
Totals 2,395,000 689,595 3,084,595 3,084,595
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Park @ 201 Project 2,330,000$
Debt Service Reserve 207,845
Capitalized Interest 38,086
Issuance Costs 79,069
Amount of Issue 2,655,000$
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Tax
Increment
Financing
2012D Taxable Urban Renewal Revenue Bonds
Principal: $2,655,000
Dated: November 29, 2012
Callable: June 1, 2021
373
Fiscal
Year Principal Interest Total
2018 790,000 75,575 865,575 714,129 151,446 4,975,000 1.00%
2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25%
2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45%
2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 4,975,000 296,348 5,271,348 4,349,044 922,304
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,610,000$
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$
2013A General Obligation Bond Issue
Principal: $7,230,000
Dated: July 16, 2013
Callable: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
374
Fiscal
Year Principal Interest Total
2018 900,000 174,125 1,074,125 758,758 315,367 6,685,000 2.00%
2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00%
2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00%
2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00%
2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50%
- -
Totals 6,685,000 709,225 7,394,225 5,223,254 2,170,971
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,890,000$
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$
2014 General Obligation/Refunding Bond Issue
Principal: $11,980,000
Dated: June 3, 2014
Callable: June 1, 2020
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
375
Fiscal
Year Principal Interest Total
2018 725,000 129,513 854,513 783,166 71,347 6,380,000 2.00%
2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00%
2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00%
2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00%
2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00%
2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00%
2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00%
2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00%
Totals 6,380,000 598,438 6,978,438 6,395,781 582,657
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 200,000$
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$
Payments
Property Tax
Revenue
Tax
Increment
Financing
2015 General Obligation Bond Issue
Principal: $7,785,000
Dated: June 2, 2015
Callable: June 1, 2023
Project
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
376
Fiscal
Year Principal Interest Total
-
2018 875,000 189,850 1,064,850 1,064,850 8,555,000 2.00%
2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00%
2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00%
2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00%
2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00%
2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00%
2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00%
2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00%
2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00%
Totals 8,555,000 964,100 9,519,100 9,519,100
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
Riverfront Crossings Riverbank/Park Development 500,000
City Park Cabin Restoration 130,000
City Park Pool Cabana Shelters 65,000
Pheasant Hill Park Renovation 25,000
Happy Hollow Park Shelter & Bathroom Upgrades 150,000
Hickory Hill Park & Trail Development 200,000
Upgrade Building BAS Controls 118,000
Mercer Aquatic & Scanlon Gym Improvements 53,000
Mormon Trek Right Turn Lane & Three Lane Conversion 650,000
1st Ave/IAIS RR Crossing Grade Separation 1,546,222
First Ave Three Lane Conversion 275,000
Washington Street Reconstruction 4,133,666
Fire/Police Storage Facility Relocation 700,000
Issuance Costs 99,112
8,795,000$
Coupon
Rate
Project
2016A General Obligation Bond Issue
Principal: $8,795,000
Dated: June 16, 2016
Callable: June 1, 2024
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
377
Fiscal
Year Principal Interest Total
2018 - 384,150 384,150 384,150 12,805,000 3.00%
2019 - 384,150 384,150 384,150 12,805,000 3.00%
2020 - 384,150 384,150 384,150 12,805,000 3.00%
2021 - 384,150 384,150 384,150 12,805,000 3.00%
2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00%
2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00%
2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00%
2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00%
2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00%
2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% *
2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% *
2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% *
2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% *
2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% *
2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% *
2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% *
2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% *
2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% *
2036 *890,000 26,700 916,700 916,700 890,000 3.00% *
Totals 12,805,000 4,527,450 17,332,450 17,332,450
Principal payable June 1.
Interest payable June 1 and December 1.
* Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6%
Amount
Chauncey Building Project 12,097,250$
Capitalized Interest 657,323
Issuance Costs 50,427
Amount of Issue 12,805,000$
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate *
Project
2016E Taxable Urban Renewal Bond Anticipation Notes
Principal: $12,805,000
Dated: September 15, 2016
Callable: June 1, 2026, 2029, 2032, 2035
Payments Tax
Increment
Financing
378
ENTERPRISE FUNDS
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Storm Water Management
Cable Television
Housing Authority
F
Y
2
0
1
8
PARKING FUND
The Parking Fund accounts for the activities of the City’s parking operations. The Parking Fund
is an enterprise fund and is a fully self-sustaining business-like activity. Revenues are primarily
derived from parking meter revenue, parking ramp revenue, and parking fines.
The Parking Fund’s unassigned fund balance on June 30, 2016 was $4,857,110, a 45.97%
increase from fiscal year 2015. This increase was due to a reduction in debt service
expenditures as a result of the early defeasance of the 2009 parking revenue bonds in fiscal
year 2015. Using Parking Fund cash balances and a $2.5 million loan from the Landfill Fund,
the 2009 parking revenue bonds were defeased by placing approximately $7.3 million with a
trustee.
The fiscal year 2017 year-end unassigned fund balance is estimated to increase 24.92% from to
$6,067,298. In fiscal year 2018, the unassigned fund balance is estimated to increase 10.07%
to $6,678,479. These increases are primarily due to the reduction of debt service expenditures.
(1) FY17 and FY18 figures are estimates
Estimated restricted fund balance at June 30, 2018 is $3,500,000. This restricted fund balance
represents funds held from the sale of the parking lot at the corner of Court & Linn Streets.
Prior year restricted fund balances also included funds that were held in accordance with
revenue bond provisions that were eliminated when the 2009 revenue bonds were defeased
and from the parking impact fee ordinance.
The City entered into a development agreement for the sale of the parking lot at the corner of
Court & Linn Streets for $5.5 million in 2015. Completion of the sale is took place in the spring
of 2016. These funds were placed into the Parking Debt Service Reserve to be used to make
lease-purchase payments on the proposed Harrison Street parking garage.
A parking impact fee, which deals with off-street parking requirements, is required for residential
development in most of the Near Southside Neighborhood. The Near Southside is bound by
Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the
FY14 FY15 FY16 FY17 FY18
Unassigned $4,948,044 $3,327,493 $4,857,110 $6,067,298 $6,678,479
$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)
381
Iowa Interstate Railway main-line to the south. The revenues from the impact fee are to provide
parking facilities in the Near Southside. A formula is used to determine the amount of required
off-street parking and the amount of required parking impact fee. The Neighborhood &
Development Services department collects the fee, which may be paid in three installments,
with the first installment due before the certificate of occupancy is issued.
The City has entered into an agreement for the construction of a 600 space parking garage
along Harrison Street between Dubuque and Clinton Streets. The garage is part of a larger
development that includes Midwest One Bank and the 28-unit Sabin townhome development.
The lease purchase is being funded through Capital One Public Funding and will cost
approximately $15.3 million to build. The garage is expected to be completed in the spring of
2017 and lease-purchase payments are expected to begin in July 2017.
Revenues:
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 hourly rate adjustments that became
effective on July 1, 2013 and the monthly permit rate adjustments that became effective on July
1, 2009. A $5 per month increase to parking permit charges is also proposed for fiscal year
2018.
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
2018 $85.00 $85.00 $85.00 $85.00
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
Surface parking lots charge $60.00 per month for parking permits. These fees are budget to
increase to $65.00 per month in fiscal year 2018.
382
Fiscal year 2018 revenue is estimated to increase 4.26% when compared to fiscal year 2017
estimated revenue. This increase is anticipated due to increased revenue due from the opening
of the Harrison Street parking garage. Parking service charges are approximately 95% of fund
revenues and parking fines are about 3%.
Expenditures:
Fiscal year 2018 budgeted expenditures represent a 97.4% increase from fiscal year 2017
estimated expenditures. This is due to an increase in debt service expenditures from the
addition of the Harrison Street parking garage lease-purchase agreement and an anticipated
$2,000,000 early call on a portion of the lease on June 1, 2018.
The Parking Fund is budgeting $520,000 for transfers to the Capital Projects Fund for parking
facility restoration and repairs and parking equipment upgrades.
95%
3% 1% 1%
FY2018 Estimated - $5,922,530
Service Charges
Fines
Other
Interest Income
24%
31%
0% 0%
45%
FY2018 Estimated - $6,941,622
Personnel
Services
Supplies
Capital Outlay
Debt Service
383
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,428,562$ 6,867,952$ 3,713,076$ 10,742,693$ 11,952,881$ 10,178,479$
Revenues:
Use Of Money And Property
Interest Revenues 44,062$ 35,207$ 35,348$ 35,000$ 35,350$ 35,350$
Charges For Fees And Services
Parking Charges 5,096,819 5,253,013 5,239,882 5,316,727 5,624,810 5,624,810
Miscellaneous
Parking Fines 197,578 248,841 198,370 250,000 198,370 198,370
Other Misc Revenue 26,146 82,592 40,459 78,721 64,000 64,000
Other Financial Sources
Sale Of Assets - - 5,502,850 - - -
Sub-Total Revenues 5,364,605 5,619,653 11,016,908 5,680,448 5,922,530 5,922,530
Transfers In:
Transfer In - Interfund Loan from Landfill Res - 2,495,350 - - - -
Transfer In - Tax Increment Financing 18,850 - - - - -
1) Debt Service Transfers 840,350 3,943,875 5,500,000 - 1,114,695 1,114,695
Sub-Total Transfers In 859,200 6,439,225 5,500,000 - 1,114,695 1,114,695
Total Revenues & Transfers In 6,223,805$ 12,058,878$ 16,516,908$ 5,680,448$ 7,037,225$ 7,037,225$
Expenditures:
Parking Administration 1,082,938$ 1,227,040$ 1,307,195$ 1,304,558$ 1,387,780$ 1,419,390$
On Street Operations 741,712 833,273 753,636 911,311 1,111,897 1,139,512
Parking Ramp Operations 1,095,959 1,194,953 1,151,908 1,301,027 1,327,250 1,360,496
Parking Debt Service 838,300 7,973,550 - - 3,114,695 3,114,695
Sub-Total Expenditures 3,758,909 11,228,816 3,212,740 3,516,896 6,941,622 7,034,093
Transfers Out:
Capital Improvement Projects 1,185,156 (103,318) 553,107 725,000 520,000 300,000
1) Debt Service Transfers 840,350 3,943,875 5,500,000 - 1,114,695 1,114,695
Interfund Loan Repayment to Landfill - 144,381 221,444 228,364 235,310 242,467
Sub-Total Transfers Out 2,025,506 3,984,938 6,274,551 953,364 1,870,005 1,657,162
Total Expenditures & Transfers Out 5,784,415$ 15,213,754$ 9,487,291$ 4,470,260$ 8,811,627$ 8,691,255$
Fund Balance, June 30 6,867,952$ 3,713,076$ 10,742,693$ 11,952,881$ 10,178,479$ 8,524,449$
Restricted / Committed /Assigned 1,919,908 385,583 5,885,583 5,885,583 3,500,000 1,500,000
Unassigned Balance 4,948,044$ 3,327,493$ 4,857,110$ 6,067,298$ 6,678,479$ 7,024,449$
% of Revenues & Transfers In 80%28%29%107%95%100%
1) Same Fund Transfers
City of Iowa City
Parking (7100 - 7102)
Fund Summary
384
PARKING OPERATIONS
The Parking Division of the Transportation and Resource Management Department is a self-
supporting enterprise fund responsible for providing safe and convenient parking options in
downtown Iowa City.
The division oversees the operation of five ramps, with a sixth opening in March of 2017, five
surface lots, and on-street (metered) parking. Parking Services enforces parking regulations in
the central business district and surrounding areas, while the Police Department enforces
parking regulations in residential areas. The division’s budget is organized into five activities:
Parking Administration
Parking Administration personnel consists of a 25% cost share of the Transportation &
Resource Management Administration budget, 2.50 FTE Operations Supervisors, .38
FTE Operations Specialist, and 1.0 Customer Service Representative positions.
Administration oversees the operation of:
On-Street and Parking Lot Operations
Short-term meters (1-2 hours) are concentrated in the core of the downtown. These
meters are intended for those that are looking to have short visits to shop, dine, etc., in
downtown Iowa City. Meter terms become longer as you move further away from the
downtown core. The Parking division also operates the following parking lots:
North Area
• Schumann Lot (near
Market & Dubuque)
• Market Street Lot
(near Gilpin's Paint)
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 (Burlington Street & Dubuque Street) One block south of the
Public Library
• Capitol Street Garage (Burlington Street & Capitol Street) Adjoins Old Capitol Town
Center
Unattended Garages:
• Chauncey Swan Garage (Washington Street across from City Hall)
• Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use
commercial/parking facility
• Court Street Transportation Center (Dubuque and Court Street) mixed-use
commercial/parking facility. Managed by the Transit Division.
• Harrison Street Garage (Harrison Street & Dubuque Street) is anticipated to come
online in March of 2017.
385
Parking Debt Service
Parking debt service consists of principal and interest payments on parking revenue
bonds and the Harrison Street lease-purchase agreement, which are repaid with parking
revenue.
HIGHLIGHTS
• Anticipated completion of construction of Harrison Street Garage project in March 2017.
• Completed third year of First Hour Free resulting in over 1.3 million hours of free parking
• Joint projects with University of Iowa to implement a bicycle sharing program & mobile
parking payment service
Recent Accomplishments:
• Completed $400,000 ramp
restoration project
• Additional bicycle amenities
including increased bike racks, bike
parklet, and fit-it stations
• Additional moped and motorcycle
parking
Upcoming Challenges:
• Continued development of high
density housing structures in
downtown
• Access and revenue equipment
approaching 10 years of service
• Rollout for mobile payment app
• Expansion of electric vehicle
charging station network
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 23.13 21.63 21.63
Staffing Level Change Summary:
There are no staffing level changes are in the fiscal year 2018 budget
386
Service Level Change Summary:
The Harrison Street parking garage is expected to open in March of 2017. This will be an
automated facility which will carry similar operating expenses as the Chauncey Swan facility.
A $5 per month increase to parking permit charges is also proposed for fiscal year 2018. This
would result in surface lots charging $65 per month and parking structures charging $85 per
month. We estimate that this would result in an increase of $80,000 in revenues. The last rate
increase for parking permits was in July of 2009.
Financial Highlights:
On street service expenditures have increased in fiscal year 2018 from $260,084 to $489,140
due to a budgeted loan for the cleanup and renovation of ‘pig alley’ downtown. This loan is
expected to be repaid with additional parking fees from the owners.
Parking ramp operation charges for service revenues and services expenditures have increased
in fiscal year 2018 due to the opening of the Harrison Street parking garage.
Debt service expenditures have increased in fiscal year 2018 to $3,114,695 from $0 due to the
purchase of the Harrison Street parking garage. Lease-purchase payments to begin and are
estimated at $1,114,695. An additional $2,000,000 is callable on the lease on June 1, 2018,
and it is expected that the Parking Fund will call in a portion of the debt at that time. Parking
impact fees of $385,583 will also be used to offset a portion of the initial lease-purchase
payment.
387
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Transient Hours Parked 4,337,326 4,453,418 4,762,105 5,145,968 4,981,945
Percent Change 2.9%2.7%6.9%8.1%-3.2%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Credit Card Usage – Access Controlled Facilities
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
43%53%62%67%70%
Enhanced Community Engagement and Intergovernmental
Relations
Increase convenience and access for parking customers.
Increase credit card usage as a payment mechanism to 75%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Encourage a Vibrant and Walkable Urban Core
Provide convenient parking options.
Increase transient hours parked in downtown on-street and off-
street spaces.
388
City of Iowa City
Activity: Parking Administration (810110)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 44,062$ 35,207$ 35,348$ 35,000$ 35,350$ 35,350$
Miscellaneous
Parking Fines 197,578 248,841 198,370 250,000 198,370 198,370
Other Misc Revenue 2,044 5,112 14,905 - - -
Other Financial Sources
Sale Of Assets - - 5,500,000 - - -
Total Revenues 243,684$ 289,160$ 5,748,623$ 285,000$ 233,720$ 233,720$
Expenditures:
Personnel 413,930$ 432,162$ 487,872$ 379,216$ 385,444$ 397,007$
Services 665,724 794,878 818,224 925,342 1,002,098 1,022,140
Supplies 3,284 - 1,100 - 238 243
Total Expenditures 1,082,938$ 1,227,040$ 1,307,195$ 1,304,558$ 1,387,780$ 1,419,390$
Personnel Services - FTE 2014 2015 2016 2017 2018
Assoc Dir -Trans Service 0.50 0.50 0.50 - -
Customer Service Rep - Transp. Serv.- - 1.00 1.00
Operations Supv - Trans Serv 3.00 3.00 2.50 2.50 2.50
Operations Specialist - Transp. Serv.- - 0.38 0.38 0.38
Transportation and Res Mgmt Director 0.50 0.50 0.50 - -
Total Personnel 4.00 4.00 3.88 3.88 3.88
Activity Summary
389
City of Iowa City
Activity: On Street Operations (810120)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 1,583,111$ 1,662,535$ 1,637,424$ 1,675,554$ 1,660,142$ 1,660,142$
Miscellaneous
Other Misc Revenue 1,067 (1,415) 104 - - -
Other Financial Sources
Sale Of Assets - - 2,850 - - -
Total Revenues 1,584,178$ 1,661,120$ 1,640,378$ 1,675,554$ 1,660,142$ 1,660,142$
Expenditures:
Personnel 493,594$ 471,367$ 466,062$ 578,438$ 587,743$ 605,375$
Services 215,124 321,252 275,559 260,084 489,140 498,923
Supplies 20,520 13,345 12,015 8,789 10,014 10,214
Capital Outlay 12,474 27,309 - 64,000 25,000 25,000
Total Expenditures 741,712$ 833,273$ 753,636$ 911,311$ 1,111,897$ 1,139,512$
Personnel Services - FTE 2014 2015 2016 2017 2018
Customer Service Rep - Pkg 1.50 1.50 1.50 - -
Electronics Technician - Transp. Serv.- 1.00 1.00 1.00 1.00
MW II - Transportation Serv. 3.00 2.00 2.00 2.00 2.00
Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00
Total Personnel 9.50 9.50 9.50 8.00 8.00
Capital Outlay 2017 2018
Bike racks - replacement/expansion 12,000$ -$
Bicycle parklets 25,000 25,000
Big Belly trash receptacles (3)24,000 -
Bicycle fix it stations 3,000 -
Total Capital Outlay 64,000$ 25,000$
Activity Summary
390
City of Iowa City
Activity: Parking Ramp Operations (810140)Fund: Parking (7100)
Division: Parking (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 3,429,236$ 3,590,478$ 3,602,457$ 3,641,173$ 3,964,668$ 3,964,668$
Miscellaneous
Other Misc Revenue 23,035 78,895 25,450 78,721 64,000 64,000
Total Revenues 3,452,271$ 3,669,373$ 3,627,907$ 3,719,894$ 4,028,668$ 4,028,668$
Expenditures:
Personnel 638,129$ 588,614$ 577,978$ 654,560$ 670,065$ 690,167$
Services 416,636 578,498 501,974 565,704 631,538 644,169
Supplies 37,649 27,841 46,797 22,263 25,647 26,160
Capital Outlay 3,545 - 25,160 58,500 - -
Total Expenditures 1,095,959$ 1,194,953$ 1,151,908$ 1,301,027$ 1,327,250$ 1,360,496$
Personnel Services - FTE 2014 2015 2016 2017 2018
Cashier - Parking 9.75 9.75 6.75 6.75 6.75
M.W. I - Parking Systems 2.50 2.50 2.50 2.50 2.50
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 12.75 12.75 9.75 9.75 9.75
Capital Outlay 2017 2018
Industrial parking PC's (17)25,500$ -$
Point-of-sale (POS) units (4)12,000 -
20-bike stackable rack 7,000 -
Total Capital Outlay 7,000$ -$
Activity Summary
391
City of Iowa City
Activity: Parking Debt Service (810180)Fund: Parking (7101)
Division: Parking (810100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Misc Parking Revenue/Charges
Parking Impact Fees 84,472$ -$ -$ -$ -$ -$
Transfers In:
Transfer In - Interfund Loan fr Landfill Res - 2,495,350 - - - -
Debt Service Transfer
(From Restricted Parking Impact Fees to
Restricted for Debt Service)- - - - 385,583
Debt Service Transfer
(From Parking Unrestricted to
Restricted for Debt Service)840,350 3,943,875 5,500,000 - 729,112 1,114,695
Total Revenues & Transfers In 924,822$ 6,439,225$ 5,500,000$ -$ 1,114,695$ 1,114,695$
Expenditures:
Lease-purchase Payments - - - - 3,114,695 3,114,695
Revenue Bonds Principal
& Interest Payments 838,300 7,973,550 - - - -
Total Expenditures 838,300$ 7,973,550$ -$ -$ 3,114,695$ 3,114,695$
Activity Summary
392
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 2016, total fund balance grew by 14.55% or $693,002 over fiscal year 2015
primarily due to operating revenues exceeding operating expenditures at the Court Street
Transportation Center. The fiscal year 2017 projected total fund balance is estimated to
decrease by 4.26% or $232,563 from fiscal year 2016 due to the replacement of ten buses.
Total fund balance is budgeted to grow by 6.86% or $358,467 in fiscal year 2018.
(1) FY17 and FY18 figures are estimates
The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year
2018, the assigned fund balance is estimated at $781,482. Funds are transferred from the
Transit operations to the bus replacement reserve to cover 20% of depreciation expense. Bus
grants typically cover about 80% of the cost of replacement, and the bus replacement reserves
are expected to cover the remaining 20%. Ten bus replacements are scheduled in fiscal year
2017 which will use approximately $505,817 in reserve funds to match grants totaling
$2,813,183.
FY14 FY15 FY16 FY17 FY18
Assigned $1,131,918 $1,268,156 $1,287,299 $781,482 $917,482
Unassigned $2,833,831 $3,494,229 $4,168,088 $4,441,342 $4,663,809
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
Fund Balance (1)
393
Revenues:
The Transit fund is funded through several revenue sources:
• Federal Operating Assistance: Based on an MPOJC formula, these funds
are distributed annually between Cambus, Coralville Transit, and Iowa City
Transit. State Operating Assistance: Job Access and Reverse Commute
Program (JARC), is a Federally-funded, application-based grant program,
with annual allocations. This is 35.6% of fiscal year 2018 budgeted revenue.
• Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the
legal authority for municipalities to levy additional taxes, including “a tax for
the operation and maintenance of a municipal transit system…” Iowa City
transit property tax levy is $.95 per thousand of valuation. These property tax
funds are collected in the General fund and transferred to the Transit fund.
• Bus Fares: Fares amount to 30.9% of the Transit fund revenue. No f are
increases are being proposed for fiscal year 2018.
• Court Street Transportation Parking and Rent Revenues: These revenues
include all hourly ($1.00 per hour after the first hour) and permit ($80 per
month) parking as well as rent from the commercial properties. A monthly
permit fee increase of $5 is proposed for fiscal year 2018 to raise the monthly
rate to $85.
• Other Revenue: The Transit fund also receives revenue from advertising and
other miscellaneous sources.
Fiscal year 2018 revenue is projected to decrease from the fiscal year 2017 revised revenue
estimates by 41.7%. The decrease is directly related to the bus grants to be received in
fiscal year 2017. 48% of the Transit Fund’s revenue comes from intergovernmental funding
in fiscal year 2018.
The Transit Property Tax Levy estimated at $3,382,276 will be transferred into the Transit
fund from the General fund in fiscal year 2018. Combined with the funding from other
governments, approximately $5.41 million of the $7.71 million in revenues and transfers in
or 70.15% is from sources of revenue that are not generated by the transit operations. This
is a decrease from the fiscal year 2017 revised budget of 77.42% due to the bus
replacement grants.
46%
48%
4% 2%
FY2018 Estimated - $4,193,204
Charges for Services
Intergovernmental
Use of Money & Property
Miscellaneous
394
Expenditures:
Fiscal year 2018 budgeted expenditures represent a 31.52% decrease from the fiscal year
2017 revised expenditure budget. The primary difference is a decrease in capital outlay
expenditures for bus replacements.
The services expenditures in the Fleet Maintenance activity is budgeted to increase in fiscal
year 2018 by $117,258 or 388.3% due to the replacement of bus engines. The fiscal year
2018 budget also includes capital outlay of $7,500 for a new coin counter.
56% 32%
12%
0%
FY2018 Estimated - $7,202,013
Personnel
Services
Supplies
Capital Outlay
395
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,859,793$ 3,965,749$ 4,762,385$ 5,455,387$ 5,222,824$ 5,581,291$
Revenues:
Use Of Money And Property
Interest Revenues 6,952$ 16,063$ 18,684$ 13,000$ 17,500$ 17,500$
Rents 128,739 131,943 132,007 132,000 132,010 132,010
Intergovernmental
Fed Intergovnt Rev 1,400,381 1,439,334 1,494,411 1,450,000 1,494,410 1,494,410
Other State Grants 975,113 642,211 908,857 3,455,183 493,610 493,610
Local 28E Agreements 37,803 32,562 39,181 32,562 39,180 39,180
Charges For Fees And Services
Transit Fees 1,384,792 1,445,831 1,296,204 1,448,000 1,296,210 1,322,134
Misc Charges For Svc 410 2,665 2,263 2,665 2,260 2,260
Refuse Charges 1,738 810 100 1,000 100 100
Parking Charges 631,383 675,232 629,212 656,000 652,584 665,636
Miscellaneous
Printed Materials 60 30 30 - - -
Misc Merchandise 376 1,098 101 1,100 100 100
Other Misc Revenue 14,100 32,061 58,091 5,103 65,240 8,240
Other Financial Sources
Sale Of Assets 8,890 - 3,245 - - -
Sub-Total Revenues 4,590,737 4,419,840 4,582,385 7,196,613 4,193,204 4,175,180
Transfers In:
Transfer In - Transit Property Tax Levy 2,858,163 2,972,534 3,108,169 3,272,464 3,382,276 3,382,276
Transfer In - Operations to Bus Reserve (614,007) 136,238 84,611 136,000 136,000 136,000
Sub-Total Transfers In 2,244,156 3,108,772 3,192,780 3,408,464 3,518,276 3,518,276
Total Revenues & Transfers In 6,834,893$ 7,528,612$ 7,775,165$ 10,605,077$ 7,711,480$ 7,693,456$
Expenditures:
Mass Transit Admin 385,144$ 436,566$ 432,349$ 415,836$ 442,911$ 453,232$
Mass Transit Operations 4,961,243 4,528,971 4,483,113 4,982,023 5,039,130 5,165,115
Fleet Maintenance 1,570,311 1,420,644 1,459,580 1,474,141 1,538,098 1,574,709
Court St Transportation Center 163,326 170,086 168,777 189,640 181,874 185,821
Bus Replacement Reserve - - 374,083 3,455,000 - -
Sub-Total Expenditures 7,080,024 6,556,267 6,917,901 10,516,640 7,202,013 7,378,877
Transfers Out:
Capital Project Fund 207,596 (16,917) 50,000 185,000 15,000 -
InterFund Loan Repay Landfill 55,324 56,388 29,651 - - -
Bus Reserve Transfers Out (614,007) 136,238 84,611 136,000 136,000 136,000
Sub-Total Transfers Out (351,087) 175,709 164,262 321,000 151,000 136,000
Total Expenditures & Transfers Out 6,728,937$ 6,731,976$ 7,082,163$ 10,837,640$ 7,353,013$ 7,514,877$
Fund Balance, June 30 3,965,749$ 4,762,385$ 5,455,387$ 5,222,824$ 5,581,291$ 5,759,870$
Restricted / Committed /Assigned 1,131,918 1,268,156 1,287,299 781,482 917,482 1,053,482
Unassigned Balance 2,833,831$ 3,494,229$ 4,168,088$ 4,441,342$ 4,663,809$ 4,706,388$
% of Revenues & Transfers In 41%46%54%42%60%61%
City of Iowa City
Transit (7150 - 7151)
Fund Summary
396
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:
Mass Transit Administration
Transit Administration personnel consists of a 25% cost share of the Transportation &
Resource Management Administration budget, a .50 FTE Operations Supervisor, and a
1.0 FTE Customer Service Representative. Administration oversees the operation of:
Mass Transit Operations (fixed-route and paratransit services)
Iowa City Transit fixed route operations include 19 routes during weekday peak service
within the corporate limits of Iowa City and University Heights. Fixed route bus service is
operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from
5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways
while providing hourly service during off-peak and Saturdays. Complimentary paratransit
service is provided mirroring the hours of operation of the fixed route service. These
services are contracted through an agreement with Johnson County SEATS with
vehicles provided by the City of Iowa City.
Fleet Maintenance
Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 13 para-transit
buses, all of which are ADA accessible.
Court Street Transportation Center
In addition to operating the public transit services, Iowa City Transit also operates the
Court Street Transportation Center. This multi-use facility houses a 600 space parking
facility and four commercial properties. This facility was FTA funded resulting in all
revenues being directed to the transit fund.
Bus Replacement Reserve
This reserve holds fund for the replacement of buses. Funds equal to 20% of the
accumulated depreciation of the City’s bus fleet are maintained in this reserve to be
used as a match for state or federal grants to replace buses. This reserve also accounts
for the bus replacement grant and purchase activity.
397
HIGHLIGHTS
• Provided just over 1.7 million passenger trips in fiscal year 2016
• Provided service covering nearly 710,000 miles and 55,000 hours
• Contracted para-transit service provided 98,100 passenger trips in fiscal year 2016
Recent Accomplishments:
• Ordered 11 replacement heavy duty
buses which received 80% grant
funding
• Ordered 4 replacement para-transit
vehicles which received 80% grant
funding
• In the process of completing Public
Works Site Master Plan which
includes space for transit operations
• Awarded new AVL contract for the
backend software of Bongo
Upcoming Challenges:
• May begin to see impact on transit
levy from property tax reform
• Will be entering final year of para-
transit contract with Johnson County
• Obtaining federal funding for
replacement and relocation of transit
maintenance and storage facility
• Increasing demands on parking uses
at the Court Street Transportation
Center due to increased
development in area
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 51.13 50.63 50.63
Staffing Level Change Summary:
No staffing level changes are proposed for the fiscal year 2018 budget.
Service Level Change Summary:
No service level changes are proposed for the fiscal year 2018 budget.
Financial Highlights:
There is a decrease in capital outlay expenditures in the fiscal year 2018 budget from last year
due to bus replacement grants received and the replacement of the AVL bus tracking system
that occurred in fiscal year 2017.
398
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Riders per Revenue Vehicle Hour 35.70 34.50 35.20 36.85 30.95
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Fare-box/Expense Ratio 21%27%29%31%27%
Fare-box revenues to cover 33% of operating costs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Provide safe, courteous, and quality transportation services.
Increase Rides per Revenue Hour to 37.
Maintain a Solid Financial Foundation
Increase fare-box/expense ratio.
399
City of Iowa City
Activity: Mass Transit Admin (810210)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 6,952$ 16,063$ 18,684$ 13,000$ 17,500$ 17,500$
Miscellaneous
Printed Materials 60 30 30 - - -
Other Misc Revenue 979 2,478 (3,562) 2,478 2,500 2,500
Other Financial Sources
Sale Of Assets - - 2,700 - - -
Transfers In:
Transfer In - Transit Property Tax Levy 2,858,163 2,972,534 3,108,169 3,272,464 3,382,276 3,382,276
Total Revenues & Transfers In 2,866,154$ 2,991,105$ 3,126,021$ 3,287,942$ 3,402,276$ 3,402,276$
Expenditures:
Personnel 234,601$ 244,967$ 260,231$ 131,460$ 146,272$ 150,660$
Services 149,154 191,599 171,814 284,376 296,639 302,572
Supplies 1,389 - 304 - - -
Total Expenditures 385,144$ 436,566$ 432,349$ 415,836$ 442,911$ 453,232$
Personnel Services - FTE 2014 2015 2016 2017 2018
Assoc Dir -Trans Service 0.50 0.50 0.50 - -
Customer Service Rep - Trans Serv 0.50 0.50 0.50 1.00 1.00
Operations Supv - Trans Serv 2.00 2.00 0.50 0.50 0.50
Transportation and Res Mgmt Director 0.50 0.50 0.50 - -
Total Personnel 3.50 3.50 2.00 1.50 1.50
Activity Summary
400
City of Iowa City
Activity: Mass Transit Operations (810220)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 1,400,381$ 1,439,334$ 1,494,411$ 1,450,000$ 1,494,410$ 1,494,410$
Other State Grants 975,113 642,211 600,242 642,000 493,610 493,610
Local 28E Agreements 37,803 32,562 39,181 32,562 39,180 39,180
Charges For Fees And Services
Transit Fees 1,384,792 1,445,831 1,296,204 1,448,000 1,296,210 1,322,134
Misc Charges For Svc 410 2,665 2,263 2,665 2,260 2,260
Miscellaneous
Other Misc Revenue 15 73 - - - -
Other Financial Sources
Sale Of Assets 8,890 - 545 - -
Total Revenues 3,807,404$ 3,562,676$ 3,432,846$ 3,575,227$ 3,325,670$ 3,351,594$
Expenditures:
Personnel 2,990,884$ 3,002,652$ 2,998,808$ 3,133,592$ 3,285,236$ 3,383,793$
Services 1,451,976 1,507,832 1,455,587 1,663,091 1,693,798 1,727,674
Supplies 24,273 18,487 28,718 15,340 52,596 53,648
Capital Outlay 494,110 - - 170,000 7,500 -
Total Expenditures 4,961,243$ 4,528,971$ 4,483,113$ 4,982,023$ 5,039,130$ 5,165,115$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. I - Transit 2.00 2.00 2.00 2.00 2.00
Mass Transit Operator 37.75 37.75 37.75 37.75 37.75
M.W. II - Transit 1.00 1.00 1.00 1.00 1.00
Operations Supervisor - Transp. Serv.- - 1.00 1.00 1.00
Operations Specialist - Transp. Serv.- - 0.38 0.38 0.38
Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 41.25 41.25 42.63 42.63 42.63
Capital Outlay 2017 2018
AVL bus tracking system 155,000$ -$
Coin counter - 7,500
Wash bay motors 15,000 -
Total Capital Outlay 170,000$ 7,500$
Activity Summary
401
City of Iowa City
Activity: Fleet Maintenance (810230)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 1,738$ 810$ 100$ 1,000$ 100$ 100$
Miscellaneous
Misc Merchandise 376 1,098 101 1,100 100 100
Other Misc Revenue 1,251 2,623 5,742 2,625 5,740 5,740
Total Revenues 3,365$ 4,531$ 5,943$ 4,725$ 5,940$ 5,940$
Expenditures:
Personnel 509,076$ 536,595$ 548,460$ 562,723$ 584,900$ 602,447$
Services 40,847 26,595 241,651 30,194 147,452 150,401
Supplies 1,020,388 857,454 669,469 881,224 805,746 821,861
Total Expenditures 1,570,311$ 1,420,644$ 1,459,580$ 1,474,141$ 1,538,098$ 1,574,709$
Personnel Services - FTE 2014 2015 2016 2017 2018
Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00
Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00
Operations Supv - Trans 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
402
City of Iowa City
Activity: Court St Transportation Center (810240)Fund: Transit (7150)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 128,739$ 131,943$ 132,007$ 132,000$ 132,010$ 132,010$
Charges For Fees And Services
Parking Charges 631,383 675,232 629,212 656,000 652,584 665,636
Miscellaneous
Other Misc Revenue 11,855 26,887 55,911 - 57,000 -
Total Revenues 771,977$ 834,062$ 817,130$ 788,000$ 841,594$ 797,646$
Expenditures:
Personnel 41,539$ 29,835$ 29,969$ 30,438$ 30,963$ 31,892$
Services 109,269 133,353 136,748 153,848 149,486 152,476
Supplies 3,933 6,898 2,059 5,354 1,425 1,454
Capital Outlay 8,585 - - - - -
Total Expenditures 163,326$ 170,086$ 168,777$ 189,640$ 181,874$ 185,821$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Activity Summary
403
City of Iowa City
Activity: Bus Replacement Reserve (810280)Fund: Transit (7151)
Division: Mass Transit (810200)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Other State Grants -$ -$ 308,615$ 2,813,183$ -$ -$
Other Financial Sources
Transfer In from Transit Operations (614,007) 136,238 84,611 136,000 136,000 136,000
Total Revenues & Transfers In (614,007)$ 136,238$ 393,226$ 2,949,183$ 136,000$ 136,000$
Expenditures:
Capital Outlay -$ -$ 374,083$ 3,455,000$ -$ -$
Total Expenditures -$ -$ 374,083$ 3,455,000$ -$ -$
Capital Outlay 2017 2018
Para-transit bus replacement 95,000$ -$
Replace 9 Heavy Duty Buses 3,360,000 -
Total Capital Outlay 3,455,000$ -$
Activity Summary
404
WASTEWATER TREATMENT FUND
The Wastewater Treatment Fund accounts for the business-like operations of the City’s
wastewater/sewer utility. The wastewater utility operates the City’s waste treatment plant, the
sewage lift stations, the sanitary sewer collection system, and the wastewater monitoring
operations. The Wastewater Treatment Fund is primarily supported through user fees.
The wastewater operations have been undergoing a major transformation over the last few
years. The City completed a major expansion of the South Wastewater Treatment Plant during
fiscal year 2015, and all of the City’s sewage treatment operations were consolidated at the
South Plant. The project cost was $55 million, and was funded from $41.4 million from state
and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from
Wastewater user fees. A project to demolish and remove the North Treatment Plant and
establish wetlands and a park was started in fiscal year 2015 at an estimated cost of $6 million
with the assistance of a State sales tax flood mitigation grant. Estimated completion for that
project is the fall of 2017.
The Wastewater Treatment Fund provided a $6 million loan to the Capital Projects Fund for the
demolition of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being
repaid with the State sales tax grant flood mitigation grant. The loan payment schedule is as
follows:
Year Principal Interest Payment Balance Rate
2015 200,000 166,598 366,598 5,800,000 0.17%
2016 200,000 166,258 366,258 5,600,000 0.28%
2017 225,000 165,698 390,698 5,375,000 0.47%
2018 225,000 164,640 389,640 5,150,000 0.78%
2019 225,000 162,885 387,885 4,925,000 1.21%
2020 225,000 160,163 385,163 4,700,000 1.56%
2021 250,000 156,653 406,653 4,450,000 1.92%
2022 250,000 151,853 401,853 4,200,000 2.20%
2023 250,000 146,353 396,353 3,950,000 2.48%
2024 275,000 140,153 415,153 3,675,000 2.57%
2025 275,000 133,085 408,085 3,400,000 2.75%
2026 300,000 125,523 425,523 3,100,000 3.00%
2027 325,000 116,523 441,523 2,775,000 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
405
The Wastewater Treatment Fund’s unassigned fund balance at fiscal year 2016 year-end was
higher than fiscal year 2015 by approximately 2.46%. This increase was primarily due to the
loan payment of $200,000 from the Capital Projects Fund.
(1) FY17 and FY18 figures are estimated
In fiscal years 2017 and 2018, unassigned fund balance is expected to decrease by $587,395 or
5.77% to $9,585,275 from fiscal year 2016. This is primarily due to transfers to the Capital
Projects Fund of $2.60 million and $2.70 million in fiscal year 2017 and 2018, respectively.
Reconstruction of the North River Corridor Trunk Sewer is scheduled for fiscal years 2016
through 2018 and is to be constructed in conjunction with the Gateway project (Dubuque Street
reconstruction). It will replace two existing sewers with a single sewer that will be sized to the
existing drainage area plus 5,700 acres of the Rapid Creek watershed north of I-80. The
existing sewers were constructed in 1983 and 1936. Total trunk sewer project’s cost estimate is
$4.50 million and will be funded from Wastewater user fees. This project commenced in the
summer of 2016. The fiscal year 2016, 2017, and 2018 budgets include transfers to the Capital
Projects Fund of $500 thousand, $2.0 million, and $2.0 million, respectively, for this project.
The Wastewater Treatment Fund also maintains restricted fund balance reserves due to its
outstanding revenue bonds. These funds are restricted in accordance with revenue bond
covenants. Bond covenant requirements are monitored annually on an accrual basis and
reported in the City’s Consolidated Annual Financial Report. Restricted cash balance is
expected to decrease to $8,989,859 in fiscal year 2018. It is projected that the City will issue an
additional $2,025,000 is sewer revenue bonds in fiscal year 2018 for the Scott Boulevard trunk
sewer extension project that is part of the 2018 capital improvement program.
FY14 FY15 FY16 FY17 FY18
Unassigned $14,094,619 $9,928,329 $10,172,670 $9,872,266 $9,585,275
$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)
406
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 2018 budgeted revenue is virtually unchanged from the 2017 revised
budget. No changes are proposed in the fiscal year 2018 budget to the City’s sewer rate
structure. A sewer connection fee district is expected to be created in the service area of the
Scott Boulevard Trunk Sewer which will generate future connection fee revenue.
Use of Money & Property primarily consists of interest on investments.
97%
2% 1%
FY2018 Estimated - $12,589,340
Charges for Services
Use of Money &
Property
Other
407
Expenditures:
The fiscal year 2018 budgeted expenditures, not including debt service, are estimated to be
2.9% higher than the fiscal year 2017 expenditures. This is primarily due to an increase in
capital outlay expenditures in the Wastewater Treatment Plant Operations activity.
41% of the Wastewater Treatment Fund’s expenditures are for debt service. The wastewater
utility has outstanding bonds of $20,285,000 as of June 30, 2017.
22%
28%
7%
2%
41%
FY2018 Estimated - $10,601,444
Personnel
Services
Supplies
Capital Outlay
Debt Service
408
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 24,137,050$ 24,069,885$ 19,788,658$ 30,106,671$ 19,061,738$ 18,575,134$
Revenues:
Licenses And Permits
Misc Permits & Lic 7,484$ 8,012$ 7,483$ 8,000$ 7,480$ 7,480$
Intergovernmental
Fed Intergovnt Rev - 21,427 - - - -
Disaster Assistance 2,923 2,064 - - - -
Other State Grants 21,924 - - - - -
Use Of Money And Property
Interest Revenues 195,639 286,055 289,792 290,698 288,170 288,170
Royalties & Commiss 277 208 211 200 210 210
Charges For Fees And Services
Misc Charges For Svc 2,016 1,410 1,566 1,500 1,570 1,570
Wastewater Charges 12,555,994 12,180,738 12,264,380 12,201,600 12,214,720 12,214,720
Refuse Charges 1,223 720 62 1,000 - -
Miscellaneous
Misc Merchandise 1,375 4,149 - - - -
Other Misc Revenue 65,360 86,459 77,726 85,590 77,190 77,190
Other Financial Sources
Debt Sales - - 10,101,495 - - -
Sale Of Assets - 1,187 - - - -
Sub-Total Revenues:12,854,215 12,592,429 22,742,715 12,588,588 12,589,340 12,589,340
Transfers In:
Interfund Loans - 200,000 200,000 225,000 225,000 225,000
1) Bond Ordinance Trans 4,570,067 4,559,963 4,723,813 4,431,246 4,143,762 4,064,148
Sub-Total Transfers In 4,570,067 4,759,963 4,923,813 4,656,246 4,368,762 4,289,148
Total Revenues & Transfers In 17,424,282$ 17,352,392$ 27,666,528$ 17,244,834$ 16,958,102$ 16,878,488$
Expenditures:
Wastewater Administration 1,616,982$ 1,621,483$ 1,696,933$ 1,841,298$ 1,863,198$ 1,895,570$
Wastewater Treatment Plant Ops 2,876,190 3,242,646 3,385,408 3,237,287 3,411,057 3,466,853
Lift Stations - 6,419 105,561 87,595 209,943 215,519
Wastewater Collection Systems 754,414 838,584 734,546 916,566 773,871 753,758
Wastewater Debt Service 4,668,682 4,674,900 4,751,636 15,175,775 4,343,375 4,355,600
Sub-Total Expenditures 9,916,268 10,384,032 10,674,084 21,258,521 10,601,444 10,687,299
Transfers Out:
Capital Project Fund 3,005,112 689,624 1,950,000 2,600,000 2,699,500 1,035,000
1) Debt Service Funding 4,570,067 4,559,963 4,723,813 4,431,246 4,143,762 4,064,148
Interfund Loans - 6,000,000 - - - -
Sub-Total Transfers Out 7,575,179 11,249,587 6,673,813 7,031,246 6,843,262 5,099,148
Total Expenditures & Transfers Out 17,491,447$ 21,633,619$ 17,347,897$ 28,289,767$ 17,444,706$ 15,786,447$
Fund Balance, June 30 24,069,885$ 19,788,658$ 30,107,288$ 19,061,738$ 18,575,134$ 19,667,174$
Prior Year Accounting Adjustment - - (617) - - -
Adjusted Fund Balance, June 30 24,069,885 19,788,658 30,106,671 19,061,738 18,575,134 19,667,174
Restricted / Committed /Assigned 9,975,266 9,860,329 19,934,001 9,189,472 8,989,859 8,698,407
Unassigned Balance 14,094,619$ 9,928,329$ 10,172,670$ 9,872,266$ 9,585,275$ 10,968,767$
% of Revenues & Transfers In 81%57%37%57%57%65%
1) Same Fund Transfers required by bond covenants
City of Iowa City
Wastewater Treatment (7200 - 7201)
Fund Summary
409
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 10.5 million gallons of wastewater per day.
Staff members measure and report 120 different tests per month to the Iowa Department of
Natural Resources (DNR) for both influent waste and treated effluent.
Other major work elements for this division include sewer main repairs, preventative
maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for
operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The
division’s budget is organized into five activities:
Wastewater Administration
Wastewater Administration personnel consists of 1.0 FTE Wastewater Superintendent,
1.0 FTE Assistant Superintendent, and 1.0 FTE Senior Clerk/Typist. Administration
oversees the wastewater treatment operations.
Wastewater Treatment Plant Operations
The Wastewater Division operates and maintains one treatment plant. The Plant (f.k.a.
as the “South Plant”), located at 4366 Napoleon St. SE, was expanded in 2013 to
accommodate more stringent water quality standards and future growth in residential
and industrial customers. The North Plant was in service for 79 years and the site has
been decommissioned and restored.
Lift Stations
The Wastewater division operates and maintains 18 wastewater lift stations and 5 storm
water stations throughout the city. The wastewater lift stations work in conjunction with
the wastewater collection system. Wastewater lift stations are facilities designed to move
wastewater from lower to higher elevation, particularly where the elevation of the source
is not sufficient for gravity flow and/or when the use of gravity conveyance will result in
excessive excavation depths and high sewer construction costs. The storm water lift
stations are facilities designed to move storm water from flood protection areas to
receiving streams thereby reducing the threat of flood damage to private and public
property.
Wastewater/Stormwater Collection Systems
The Wastewater division maintains 300 miles of sanitary sewers and 110 miles of
dedicated storm sewers. The wastewater collection system works in conjunction with
410
the wastewater lift stations. The stormwater collection system works in conjunction with
the stormwater lift stations and point of discharge to receiving streams. The sanitary
sewer and stormwater collection systems are maintained by jetting and vacuuming.
Portions are periodically televised to determine status and to calculate repair priorities.
Wastewater Debt Service
Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
HIGHLIGHTS
• The total treatment capacity for the City plant is 24.2 million gallons/day under average
wet weather conditions.
• Treatment Plant operations accomplish 96.0% removal of CBOD, suspended solids, and
ammonia nitrogen – the key pollutants required to be monitored.
• Preventive maintenance jetting of the sewer collection system covers 15% per year and
video inspection covers 5% per year of the 300 miles of public sewer.
• Sewer emergency call response takes place within 30 minutes, 24 hours per day.
Recent Accomplishments:
• Finalized multiple outstanding construction issues,
• Finalized reconstruction of the Riverside South Lift station by City Staff,
• Nutrient Reduction Study documents submitted to the DNR for comment and approval,
• Preliminary report for replacement strategy of failed/failing digester heat exchangers.
• Replacement of Atomic Adsorption Machine with a version that tests for the specific
metals required by our discharge permit.
• Heat Exchanger 8301 evaluation report for replacement alternatives.
Upcoming Challenges:
• Replace the 3 biosolids dewatering presses, including ventilation system and feed
pumps.
• Replace existing 1.5KW Generator with a 2KW generator, that is capable of operating
with the full plant electrical load in emergency conditions.
• Replace the rake mechanisms in selected primary and secondary clarifiers (2 each).
• Make repairs and upgrades to several storm and sanitary lift stations.
• Replace existing failed HEX 8301 as per the evaluation report,
• Review status of the digester complex roofs, brick facades, and other anaerobic digester
equipment as needed including 15 year old heat exchangers.
• Continue with the yearly sewer maintenance program.
411
• Upgrade and provide flood protection for West Park Lift Station.
• Replace process pumps in the treatment plant proper. These included three (3) Return
Activated Sludge (RAS) pumps, and three (3) Sludge Recirculation Pumps (digester
building).
• Continue the evaluation process for determining solutions to problems related to
upcoming mandated effluent limits. A by-product of Biological Nutrient Removal is
Struvite formation and deposition in piping and equipment causing blockages and
maintenance related issues.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 24.65 25.40 26.00
Staffing Level Change Summary:
The split of Maintenance Worker positions with the Storm Water Management division has been
eliminated. This moves .60 FTE from Storm Water Management to Wastewater Treatment.
Service Level Change Summary:
The Scott Boulevard Trunk Sewer that will serve the area between the 420th Street, American
Legion Road and Taft Avenue will be constructed in 2018 and open for development which will
potentially increase the volume of wastewater flow to the plant. The trunk sewer will allow for the
elimination of the Winsor Ridge lift station. A sewer connection district will be created for the
area covered by this sewer expansion.
Financial Highlights:
The capital outlay budget in the Wastewater Treatment Plant Operations includes $100,000 to
chip seal the road leading into the plant.
The personnel expenditures in the Wastewater Collection Systems activity increased by
$54,905 or 11.8% primarily due to the elimination of the maintenance worker split with the Storm
Water Operations.
412
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal*
Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
98.0%97.8%97.0%99.1%99.4%98.9%
Total Suspended Solids (TSS) – Percent Removal*
Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
98.0%97.3%97.6%97.8%99.2%98.7%
Ammonia (NH3) – Percent Removal*
Goal FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
97.0%91.3%96.7%93.3%99.1%90.5%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of SSOs per Year**
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
4 9 9 8 7 6
Sewer Jetting, Miles per Year*
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
39.1 45.5 47.5 39.3 56.0 57.0
Video Inspection, Miles per Year*
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Estimate
15.7 19.2 24.7 19.5 24.5 26.0
Protect public and private property from water damage and
health hazards.
Control Sanitary Sewer Overflows (SSO – sewer backups).
* Higher Number is Better ** Lower Number is Better
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City, Promote a
Strong and Resilient Local Economy, & Enhanced Community
Engagement and Intergovernmental Relations
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
Foster Healthy Neighborhoods throughout the City, Promote a
Strong and Resilient Local Economy, & Enhanced Community
Engagement and Intergovernmental Relations
413
City of Iowa City
Activity: Wastewater Administration (720110)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 195,639$ 286,055$ 289,792$ 290,698$ 288,170$ 288,170$
Intergovernmental
Fed Intergovnt Rev - (556) - - - -
Charges For Fees And Services
Wastewater Charges 12,540,069 12,180,738 12,264,380 12,201,600 12,214,720 12,214,720
Miscellaneous
Other Misc Revenue 14,775 - 540 - - -
Total Revenues 12,750,483$ 12,466,237$ 12,554,712$ 12,492,298$ 12,502,890$ 12,502,890$
Expenditures:
Personnel 207,561$ 216,845$ 279,579$ 313,456$ 326,765$ 336,568$
Services 1,370,271 1,343,590 1,370,187 1,457,134 1,482,091 1,511,733
Supplies 39,150 51,048 47,167 50,708 46,342 47,269
Capital Outlay - 10,000 - 20,000 8,000 -
Total Expenditures 1,616,982$ 1,621,483$ 1,696,933$ 1,841,298$ 1,863,198$ 1,895,570$
Personnel Services - FTE 2014 2015 2016 2017 2018
Asst Supt - Wastewater 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 1.00 1.00
Wastewater Superintendent 0.50 0.50 0.50 1.00 1.00
Project Support Assistant - 0.25 0.25 - -
Total Personnel 2.00 2.25 2.25 3.00 3.00
Capital Outlay 2017 2018
Laboratory Equipment 20,000$ -$
Safety Equipment - 8,000
Total Capital Outlay 20,000$ 8,000$
Activity Summary
414
City of Iowa City
Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Royalties & Commissions 277$ 208$ 211$ 200$ 210$ 210$
Charges For Fees And Services
Misc Charges For Services 2,016 1,410 1,566 1,500 1,570 1,570
Refuse Charges 1,223 720 62 1,000 - -
Miscellaneous
Misc Merchandise - 4,149 - - - -
Other Misc Revenue 49,487 85,869 77,186 85,000 77,190 77,190
Total Revenues 53,003$ 92,356$ 79,024$ 87,700$ 78,970$ 78,970$
Expenditures:
Personnel 1,322,599$ 1,353,204$ 1,352,816$ 1,485,465$ 1,507,529$ 1,552,755$
Services 1,041,471 1,139,656 1,128,388 1,149,783 1,147,498 1,170,448
Supplies 505,337 606,743 688,990 577,039 631,030 643,651
Capital Outlay 6,783 143,043 215,215 25,000 125,000 100,000
Total Expenditures 2,876,190$ 3,242,646$ 3,385,408$ 3,237,287$ 3,411,057$ 3,466,853$
Personnel Services - FTE 2014 2015 2016 2017 2018
Chemist 1.00 1.00 1.00 1.00 1.00
Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00
Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00
Laboratory Technician - WW 1.00 1.00 1.00 1.00 1.00
M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00
Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00
M.W. II - Wastewater Trtmnt Plnt 2.00 3.00 3.00 3.00 3.00
Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00
Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00
TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00
Total Personnel 16.00 17.00 17.00 17.00 17.00
Capital Outlay 2017 2018
Chip Seal Roads -$ 100,000$
Process Equipment 25,000 25,000
Total Capital Outlay 25,000$ 125,000$
Activity: Lift Stations (720130)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Expenditures:
Services -$ -$ 74,960$ 80,951$ 137,682$ 141,812$
Supplies - 6,419 25,206 6,644 72,261 73,706
Capital Outlay - - 5,395 - - -
Total Expenditures -$ 6,419$ 105,561$ 87,595$ 209,943$ 215,519$
Activity Summary
Activity Summary
415
City of Iowa City
Activity: Wastewater Collection Systems (720140)Fund: Wastewater Treatment (7200)
Division: Wastewater (720100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Misc Permits & Licenses 7,484$ 8,012$ 7,483$ 8,000$ 7,480$ 7,480$
Intergovernmental
Fed Intergovnt Rev - 21,983 - - - -
Disaster Assistance 2,923 2,064 - - - -
Other State Grants 21,924 - - - - -
Charges For Fees And Services
Wastewater Charges 15,925 - - - - -
Miscellaneous
Misc Merchandise 1,375 - - - - -
Other Misc Revenue 1,098 590 - 590 - -
Other Financial Sources
Sale Of Assets - 1,187 - - - -
Total Revenues 50,729$ 33,836$ 7,483$ 8,590$ 7,480$ 7,480$
Expenditures:
Personnel 435,925$ 452,776$ 449,608$ 466,017$ 520,922$ 536,550$
Services 224,749 263,187 203,269 194,078 159,258 162,443
Supplies 48,441 64,983 46,541 66,471 53,691 54,765
Capital Outlay 45,299 57,638 35,128 190,000 40,000 -
Total Expenditures 754,414$ 838,584$ 734,546$ 916,566$ 773,871$ 753,758$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. III - Wastewater Collect. 1.80 1.80 1.80 1.80 2.00
M.W. II - Wastewater Trtmnt Plnt 3.70 2.70 2.70 2.70 3.00
Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 1.00
Total Personnel 6.40 5.40 5.40 5.40 6.00
Capital Outlay 2017 2018
Inflow & Infiltration Repair 40,000$ 40,000$
Television Truck upgrade 150,000 -
Total Capital Outlay 190,000$ 40,000$
Activity Summary
416
City of Iowa City
Activity: Wastewater Debt Service (720800)Fund: Wastewater Treatment (7201)
Division: Wastewater (720100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Debt Sales -$ -$ 10,101,495$ -$ -$ -$
Transfers In:
Bond Ordinance Trans 4,570,067$ 4,559,963$ 4,723,813$ 4,431,246$ 4,143,762$ 4,064,148$
Total Revenues & Transfers In 4,570,067$ 4,559,963$ 14,825,308$ 4,431,246$ 4,143,762$ 4,064,148$
Expenditures:
Services -$ -$ 1,200$ 1,200$ 1,200$ 1,200$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 4,668,682 4,674,900 4,750,436 15,174,575 4,342,175 4,354,400
Total Expenditures 4,668,682$ 4,674,900$ 4,751,636$ 15,175,775$ 4,343,375$ 4,355,600$
Activity Summary
417
Issue / Use of Funds Amount of
Issue FY2018 FY2019 FY2020
2009A Sewer Refunding
of Series 2000 Revenue Bonds 8,660,000 2026 5,770,000 785,925 788,050 787,738
2010A Sewer Revenue Refunding
of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 5,155,000 1,396,900 1,402,200 1,390,600
2016C Sewer Revenue Refunding
of Series 2008 Revenue Bonds 9,360,000 2022 9,360,000 2,159,350 2,164,150 2,175,550
Total Sewer Revenue Bonds:20,285,000 4,342,175 4,354,400 4,353,888
Principal
Outstanding
Fiscal Year
Debt Paid
in Full
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2017
Summary by Individual Issue
418
Fiscal
Year Principal Interest Total
2018 3,580,000 762,175 4,342,175 4,342,175 20,285,000
2019 3,740,000 614,400 4,354,400 4,354,400 16,705,000
2020 3,895,000 458,888 4,353,888 4,353,888 12,965,000
2021 3,730,000 303,438 4,033,438 4,033,438 9,070,000
2022 2,460,000 185,663 2,645,663 2,645,663 5,340,000
2023 665,000 127,375 792,375 792,375 2,880,000
2024 700,000 93,250 793,250 793,250 2,215,000
2025 740,000 57,250 797,250 797,250 1,515,000
2026 775,000 19,375 794,375 794,375 775,000
Totals 20,285,000 2,621,813 22,906,813 22,906,813
Payments Principal
Outstanding
Beginning of
Fiscal Year
Paid by Sewer
Revenue
Sewer Revenue Bonds - Summary
Debt Repayment Schedule
419
Fiscal
Year Principal Interest Total
2018 525,000 260,925 785,925 785,925 5,770,000 4.00%
2019 550,000 238,050 788,050 788,050 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 5,770,000 1,353,438 7,123,438 7,123,438
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: $8,660,000
Dated: May 18, 2009
Callable: July 1, 2017
Project
420
Fiscal
Year Principal Interest Total
2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 4.00%
2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00%
2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00%
2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 4.00%
Totals 5,155,000 421,900 5,576,900 5,576,900
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2001 Sewer Revenue Bonds 10,250,000$
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: $15,080,000
Dated: April 15, 2010
Callable: July 1, 2018
Project
421
Fiscal
Year Principal Interest Total
2018 1,840,000 319,350 2,159,350 2,159,350 9,360,000 4.00%
2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00%
2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00%
2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00%
2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00%
Totals 9,360,000 846,475 10,206,475 10,206,475
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008 Sewer Revenue Bonds 10,022,780$
Issuance Costs 99,767
Bond Premium (762,547)
Amount of Issue 9,360,000$
2016C Sewer Revenue Refunding Capital Loan Notes
Principal: $9,360,000
Dated: June 16, 2016
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
422
WATER FUND
The Water Fund accounts the City’s water utility operations including the operation of a
water production plant, water storage facilities, water distribution system, water meter
reading, and water quality monitoring. The business-like fund is primarily supported
through user fees.
The Water Fund’s unassigned fund balance at the close of fiscal year 2016 was
$8,058,278. Although user fees are currently sufficient to cover annual operating costs,
they are insufficient to cover projected capital improvement project expenditures, and the
fund has a downward trend in fund balance.
(1) FY17 and FY18 figures are estimates
Fiscal year 2017 year-end unassigned fund balance is estimated to decrease 4.15%
compared to fiscal year 2016. The decrease is due to water capital improvement
projects in the Capital Projects Fund. The fiscal year 2018 unassigned fund balance is
estimated to decrease another 8.67% from fiscal year 2017 to $7,054,176. The
decrease is also due to transfers out for capital improvement projects in the Capital
Projects Fund.
The Water fund will have an estimated $4,157,504 in restricted fund balance at the end
of fiscal year 2018 for revenue bond covenants.
FY14 FY15 FY16 FY17 FY18
Unassigned $7,365,753 $8,138,400 $8,058,278 $7,723,461 $7,054,176
$6,400,000
$6,600,000
$6,800,000
$7,000,000
$7,200,000
$7,400,000
$7,600,000
$7,800,000
$8,000,000
$8,200,000
$8,400,000
Fund Balance (1)
423
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. Approximately 98% of Water operations are funded through
charges for services. The estimated change in revenues from fiscal year 2017 to fiscal
year 2018 is a 1.7% increase. The increase is based on an anticipated increase in
customer consumption.
Use of Money & Property primarily consists of interest on investments.
98%
2% 0%
FY2018 Estimated - $9,268,096
Charges for Fees &
Services
Use of Money & Property
Misc Revenue
424
Expenditures:
The fiscal year 2018 expenditures, not including debt service, are 1.5% lower than the
fiscal year 2017 revised expenditures. The largest expenditure decrease was in the
capital outlay budget of the Water Distribution System activity; this was due to an
anticipated decrease in water main repair expenditures. Revenue bond principal and
interest payments are 23% of the Water fund’s expenditure budget for fiscal year 2018.
Other financing uses include transfers out of $1,442,575 to the Capital Projects Fund
including $500,000 to the Public Works Facility project to replace the old water
maintenance facility. The old maintenance facility will then be transferred to the Refuse
Collection Operations after the new public works facility has been constructed.
33%
31%
8%
5%
23%
FY2018 Estimated - $8,465,882
Personnel
Services
Supplies
Capital Outlay
Debt Service
425
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 12,138,269$ 11,541,132$ 12,332,979$ 16,240,827$ 11,852,041$ 11,211,680$
Revenues:
Use Of Money And Property
Interest Revenues 153,347$ 170,614$ 170,117$ 171,000$ 163,130$ 163,130$
Rents 750 - - - - -
Royalties & Commiss 723 772 754 750 750 750
Intergovernmental
Fed Intergovnt Rev - 41,920 - - - -
Disaster Assistance - 347 491 - - -
Other State Grants 3,653 270 - - - -
Charges For Fees And Services
Water Charges 8,442,246 8,525,988 9,133,122 8,925,646 9,097,056 9,322,626
Miscellaneous
Printed Materials 13 29 8 - - -
Misc Merchandise 8,537 12,802 15,162 7,000 5,160 5,160
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 5,259 (1,612) - 5,259 - -
Other Financial Sources
Debt Sales - - 4,017,085 - - -
Sale Of Assets 11,055 48 8,154 - - -
Sub-Total Revenues 8,627,583 8,753,178 13,346,893 9,111,655 9,268,096 9,493,666
Transfers In:
1) Bond Ordinance Transfers In 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865
Sub-Total Transfers In 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865
Total Revenues & Transfers In 10,637,898$ 10,761,893$ 15,346,852$ 11,131,833$ 11,206,036$ 11,434,531$
Expenditures:
Water Administration 1,178,390$ 1,221,915$ 1,358,723$ 1,632,131$ 1,671,017$ 1,706,911$
Water Treatment Plant Ops 1,989,276 2,017,234 2,050,011 2,266,461 2,263,271 2,321,430
Water Distribution System 1,410,846 1,090,836 1,082,301 1,476,357 1,346,947 1,362,334
Water Customer Service 1,109,258 1,271,251 1,108,405 1,224,873 1,216,245 1,220,330
Water Public Relations 55,724 56,077 58,043 58,672 59,386 61,058
Water Debt Service 1,984,946 1,989,515 2,029,074 6,074,147 1,909,016 1,913,103
Sub-Total Expenditures 7,728,440 7,646,828 7,686,557 12,732,641 8,465,882 8,585,166
Transfers Out:
Capital Project Fund 1,151,955 - 1,490,495 466,900 1,442,575 922,600
1) Debt Service Funding 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865
GO Bond Abatement 344,325 314,503 306,800 300,900 - -
Sub-Total Transfers Out 3,506,595 2,323,218 3,797,254 2,787,978 3,380,515 2,863,465
Total Expenditures & Transfers Out 11,235,035$ 9,970,046$ 11,483,811$ 15,520,619$ 11,846,397$ 11,448,631$
Fund Balance, June 30 11,541,132$ 12,332,979$ 16,196,020$ 11,852,041$ 11,211,680$ 11,197,581$
Prior Year Accounting Adjustment - - 44,808 - - -
Adjusted Fund Balance, June 30 11,541,132 12,332,979 16,240,827 11,852,041 11,211,680 11,197,581
Restricted / Committed /Assigned 4,175,379 4,194,579 8,182,549 4,128,580 4,157,504 4,185,266
Unassigned Balance 7,365,753$ 8,138,400$ 8,058,278$ 7,723,461$ 7,054,176$ 7,012,315$
% of Revenues & Transfers In 69%76%53%69%63%61%
1) Same Fund Transfers required by bond covenants
City of Iowa City
Water (7300 - 7301)
Fund Summary
426
WATER OPERATIONS
The mission of the Water Division is to produce and distribute high quality drinking water for the
residential, commercial, industrial, and firefighting needs of Iowa City in accordance with local, state
and federal drinking water standards, and to promote good stewardship of natural resources.
The Water Division, as part of the Public Works Department, operates and maintains the drinking
water system for the City of Iowa City and University Heights. The system is in operation 24/7 and is
maintained to provide high quality water and service, at satisfactory pressures, and in sufficient
quantities to satisfy all customer demands.
Iowa City’s water exceeds all required standards set by the Environmental Protection Agency, with
over 200 water quality tests performed each day by professional staff. Water quality data is available
through the annual Consumer Confidence Report . The division budget is organized into five
activities:
Water Administration
Water Administration consists of the W ater Superintendent and Assistant Superintendent.
Administration develops and administers Water Division policies, procedures, budget and
manages Water Division personnel. Water Administration coordinates Water Division
activities with other City Departments and Divisions.
Water Treatment Plant Operations
Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a
16.7 million gallon per day capacity. The facility is operated 24/7 – 365 by state licensed
operators who monitor the produced water to maintain the highest quality achievable. The
treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated
carbon filters to remove many complex unregulated compounds.
Water Distribution System
Distribution staff operate and maintain Iowa City’s 270 miles of water main and connections
that contains pipe as old as 1886. Every year the distribution operators respond to dozens of
emergency main breaks, support the growth of Iowa City, and maintain the integrity of the
system for firefighting and all customer water needs.
Customer Service
Customer service manages the 27,736 (FY2016) service accounts that are read and billed
monthly. Customer service personnel investigate leaks, locate water and city communication
fiber assets, interface with customers on a myriad of water concerns, schedule service
changes, and meter all of the water used by our customers.
Public Information/Education
Our Public Information Officer (PIO) creates and delivers the Consumer Confidence Report
to all customers and updates the industrial water quality report for review on the City’s
website. The PIO also generates informative inserts for the customers’ water bills.
Water Debt Service
Water debt service consists of principal and interest payments on water revenue bonds,
which are repaid with water revenue.
427
HIGHLIGHTS
Continued identification and mapping of critical customers, hospitals, industries, schools, and
restaurants, with updated contact information. This will enable streamlined notification of
critical customers in case of emergencies or planned projects which will result in disruption of
service.
• The water service stop box project was started in 2012. The project goal is to collect, record
and map stop box data for approximately 22,000 service lines in Iowa City. The information
will better assist customers during emergencies and for water main replacement projects. At
end of this fiscal year 9,689 stop box locations are complete.
• Actively participated in development and conversion to MUNIS Utility Billing System.
• Continued refinement of the Student Operator Program. The program was initially created
in 2012 as a cooperative endeavor with the University Of Iowa College Of Engineering and is
a continued success. This mutually beneficial program provides training and experience for
students and creates qualified operators for the future service to the water industry.
• Inspection, repair and replacement of distribution system assets (i.e. hydrants, valves, and
water main) by distribution staff has excelled with the use of asset management software.
These tools are to be expanded in the following year with the introduction of more real-time
mapping applications.
• The number of main breaks per 100 miles of water in FY2016 dropped 25% from the
previous year to 14.
Recent Accomplishments: Upcoming Challenges:
• 100% compliant with drinking water
regulations
• Repaired 14 water main breaks per 100
miles of water main in FY2016; down
from 19 in FY2015
• Added or replaced more than 3 miles of
water main.
• Continued implementation and expansion
of mapping software and asset
management software.
• Design and implementation of system
reliability and pressure sustaining
solutions.
• Transition to mobile or wireless work
flows.
• Investigate and implement unit processes
to remove excess nutrients from our
source water.
• Assess the need for expanding source
water resources.
• Updating the treatment plant computer
control system.
428
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 32.00 31.75 31.75
Staffing Level Change Summary:
There are no staffing level changes in the Fiscal Year 2018 budget.
Service Level Change Summary:
There are no service level changes in the Fiscal Year 2018 budget.
Financial Highlights:
An increase in transfers to the Capital Projects Fund is planned for the coming fiscal years to
support the growth of Iowa City, to anticipate changes to federal regulations, and to maintain water
treatment facilities in good condition. Projects to highlight are the continued focus on replacement
of water main throughout the city, replace the water treatment facility roof, construction of the new
public works facility, and implement a reliability and pressure maintaining solution to keep our
customers serviced adequately.
Customer Service capital outlay budget was decreased in fiscal year 2018 to $224,200. These
expenditures are to continue to replace obsolete metering and meter reading devices as well as to
continue to meet the meter demands of new growth, especially large apartment complexes with
multiple meters.
429
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
New Water Main (miles)1.6 2.5 1.4 2.3 3.1
(miles)0.8 2.1 1.4 0.2 0.2
% system 0.3%0.8%0.5%0.1%0.1%
Annual Locates*(tickets)6,745 6,963 7,706 7,549 7,775
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
2,008 2,032 2,059 1,944 1,957
81 80 79 73 72
$0.0086 $0.0086 $0.0086 $0.0090 $0.0095
8.3%7.4%12.9%7.5%2.6%
1.0%NA NA 0.9%1.1%
(present worth at vol. rate)$88,000 $80,000 $98,000
Unmetered Water Loss***
Water Main Replaced
* A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone.
The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually.
Water Pumped
(millions of gallons*)
Cost for one gallon of water**
* Locates are when someone is trying to perform work that requires digging. The number of annual
locates can be used as an indirect measurement of development activity.
Maintain a Solid Financial Foundation
Water Efficiency
Water Use
(gal. per capita per day)
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy
Provide sufficient quantities of competitively priced high quality
potable water to enable economic growth.
Utilize long-term planning studies and prioritization matrices to
make targeted distribution system investments to meet current and
future water demand.
Monitor production and usage trends to continue to identify
opportunities to promote sustainable and affordable water use.
Metered, Unbilled Water****
** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water.
*** Water lost to hydrant flushing, fire fighting activities, system leaks, etc.
**** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water
Loss" percentage to "Metered, Unbilled Water" is the total water produced that generated no revenue.
430
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
22 35 37 19 14
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Non-payment Shutoffs 1,815 1,811 1,446 1,481 1,390
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
2,904 2,921 2,888 2,934 2,925
$157 $166 $172 $176 $179
* The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is
one standard deviation.) ("2012 Benchmarking", AWWA, 2014)
Maintain infrastructure and water affordability for a variety of
income levels and associated housing types.
Encourage a Vibrant and Walkable Urban Core
($ per million gallons)
Water Main Breaks*
(per 100 miles)
Promote Environmental Sustainability
Energy Efficiency
Monitor energy consumption to more sustainably produce high
quaility drinking water and minimize carbon emissions.
Energy Use*
(kWh per million gallons)
Minimize service interruptions from infrastructure failure or non-
payment.
* The national median for water operations main breaks per 100 miles of main is 14.
("2012 Benchmarking", AWWA, 2014)
431
City of Iowa City
Activity: Water Administration (730110)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 153,347$ 170,614$ 170,117$ 171,000$ 163,130$ 163,130$
Royalties & Commiss 723 772 754 750 750 750
Intergovernmental
Fed Intergovnt Rev - 39,316 - - - -
Charges For Fees And Services
Water Charges 8,027,042 8,130,167 8,675,771 8,529,516 8,675,766 8,901,336
Miscellaneous
Printed Materials 13 29 8 - - -
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue 5,259 (1,612) - 5,259 - -
Total Revenues & Transfers In 8,188,384$ 8,341,286$ 8,848,649$ 8,708,525$ 8,841,646$ 9,067,216$
Expenditures:
Personnel 247,331$ 247,404$ 155,369$ 259,824$ 247,320$ 254,740$
Services 926,862 971,065 1,199,550 1,367,877 1,418,183 1,446,547
Supplies 4,197 3,446 3,804 4,430 5,514 5,624
Total Expenditures 1,178,390$ 1,221,915$ 1,358,723$ 1,632,131$ 1,671,017$ 1,706,911$
Personnel Services - FTE 2014 2015 2016 2017 2018
Asst Supt - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Project Support Assistant - 0.25 0.25 - -
Total Personnel 2.00 2.25 2.25 2.00 2.00
Activity Summary
432
City of Iowa City
Activity: Water Treatment Plant Ops (730120)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Other State Grants 3,653$ 270$ -$ -$ -$ -$
Disaster Assistance - - 491 - - -
Charges For Fees And Services
Water Charges 156 - 161 - - -
Other Financial Sources
Sale of Assets - 44 - - - -
Total Revenues 3,809$ 314$ 652$ -$ -$ -$
Expenditures:
Personnel 907,108$ 862,888$ 843,752$ 916,413$ 941,361$ 969,602$
Services 672,305 683,410 775,685 893,301 837,738 854,493
Supplies 394,793 373,390 425,244 422,747 458,172 467,335
Capital Outlay 15,070 97,546 5,330 34,000 26,000 30,000
Total Expenditures 1,989,276$ 2,017,234$ 2,050,011$ 2,266,461$ 2,263,271$ 2,321,430$
Personnel Services - FTE 2014 2015 2016 2017 2018
Laboratory Technician - Water 0.50 0.50 0.50 0.50 0.50
Maintenance Operator - Water 3.00 3.00 3.00 3.00 3.00
M.W. I - Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00
Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 1.00
T.P.O. - Water 4.00 4.00 4.00 4.00 4.00
Total Personnel 10.50 10.50 10.50 10.50 10.50
Capital Outlay 2017 2018
Chlorine system rebuild -$ 6,000$
Ammonia room heat system 7,000 -
Ice machine replacement 7,000 -
Electrical switchgear cleanings - 20,000
Flow meters at collection wells-replacement 20,000 -
Total Capital Outlay 34,000$ 26,000$
Activity Summary
433
City of Iowa City
Activity: Water Distribution System (730130)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents 750$ -$ -$ -$ -$ -$
Charges For Fees And Services
Water Charges 77,048 76,832 81,283 77,140 81,290 81,290
Miscellaneous
Misc Merchandise 5,377 2,399 157 2,000 160 160
Other Financial Sources
Sale of Assets 11,055 4 - -
Total Revenues 94,230$ 79,235$ 81,440$ 79,140$ 81,450$ 81,450$
Expenditures:
Personnel 718,663$ 642,336$ 654,950$ 713,471$ 724,801$ 746,545$
Services 219,441 208,834 243,770 275,745 264,237 269,522
Supplies 110,761 126,341 119,935 217,141 167,909 171,267
Capital Outlay 361,981 113,325 63,647 270,000 190,000 175,000
Total Expenditures 1,410,846$ 1,090,836$ 1,082,301$ 1,476,357$ 1,346,947$ 1,362,334$
Personnel Services - FTE 2014 2015 2016 2017 2018
M. W. II - Water Distribution 4.00 4.00 4.00 4.00 4.00
M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00
Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 1.00
Water Engineer - 1.00 1.00 1.00 1.00
Utilities Technician - Water 1.00 - - - -
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2017 2018
Leak detection equipment 20,000$ -$
Tapping machine replacement 20,000 -
Bobcat trailer - 10,000
Water pressure recording devices - 5,000
Water main repairs-contracted improvement 230,000 175,000
Total Capital Outlay 270,000$ 190,000$
Activity Summary
434
City of Iowa City
Activity: Water Customer Service (730140)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 338,000$ 318,989$ 375,907$ 318,990$ 340,000$ 340,000$
Miscellaneous
Misc Merchandise 3,160 10,403 15,005 5,000 5,000 5,000
Other Financial Sources
Sale Of Assets - - 8,154 - - -
Total Revenues 341,160$ 329,392$ 399,066$ 323,990$ 345,000$ 345,000$
Expenditures:
Personnel 753,876$ 796,483$ 783,950$ 842,005$ 844,451$ 869,785$
Services 107,787 114,070 110,669 129,594 124,045 126,526
Supplies 11,665 20,214 20,920 21,539 23,549 24,020
Capital Outlay 235,930 340,484 192,866 231,735 224,200 200,000
Total Expenditures 1,109,258$ 1,271,251$ 1,108,405$ 1,224,873$ 1,216,245$ 1,220,330$
Personnel Services - FTE 2014 2015 2016 2017 2018
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 2017 2018
Radio read devices 15,000$ 14,700$
Handheld radio read data collectors (3)22,435 15,000
Underground utility locator 8,300 -
Water Meters 186,000 194,500
Total Capital Outlay 231,735$ 224,200$
Activity Summary
435
City of Iowa City
Activity: Water Public Relations (730150)Fund: Water (7300)
Division: Water (730100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev -$ 2,604$ -$ -$ -$ -$
Disaster Assistance - 347 - - - -
Total Revenues -$ 2,951$ -$ -$ -$ -$
Expenditures:
Personnel 41,926$ 43,333$ 47,106$ 45,163$ 48,394$ 49,846$
Services 13,521 12,589 10,886 13,354 10,992 11,212
Supplies 277 155 51 155 - -
Total Expenditures 55,724$ 56,077$ 58,043$ 58,672$ 59,386$ 61,058$
Personnel Services - FTE 2014 2015 2016 2017 2018
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
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Debt Sales -$ -$ 4,017,085$ -$ -$ -$
Transfers In:
Bond Ordinance Transfers In 2,010,315 2,008,715 1,999,958 2,020,178 1,937,940 1,940,865
Total Revenues & Transfers In 2,010,315$ 2,008,715$ 6,017,044$ 2,020,178$ 1,937,940$ 1,940,865$
Expenditures:
Services -$ -$ 1,200$ 1,200$ 1,200$ 1,200$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 1,984,946 1,989,515 2,027,874 6,072,947 1,907,816 1,911,903
Total Expenditures 1,984,946$ 1,989,515$ 2,029,074$ 6,074,147$ 1,909,016$ 1,913,103$
Activity Summary
Activity Summary
436
Issue / Use of Funds Amount of
Issue FY2018 FY2019 FY2020 Y
2009 Water Revenue Refunding
of Series 2000 Revenue Bonds 9,750,000 2026 6,310,000 846,438 847,538 847,638
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 3,085,000 543,640 541,253 547,440
2016D Water Revenue Refunding
of Series 2008 Revenue Bonds 3,650,000 2025 3,650,000 517,738 523,113 517,488
Total - Water Revenue Bonds 13,045,000 1,907,815 1,911,903 1,912,565
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2017
Summary by Individual Issue
Debt Service Payments
437
Fiscal
Year Principal Interest Total
Paid by Water
Revenue
2018 1,455,000 452,815 1,907,815 1,907,815 13,045,000
2019 1,510,000 401,903 1,911,903 1,911,903 11,590,000
2020 1,565,000 347,565 1,912,565 1,912,565 10,080,000
2021 1,630,000 288,809 1,918,809 1,918,809 8,515,000
2022 1,690,000 225,790 1,915,790 1,915,790 6,885,000
2023 1,755,000 158,995 1,913,995 1,913,995 5,195,000
2024 1,280,000 103,763 1,383,763 1,383,763 3,440,000
2025 1,325,000 60,169 1,385,169 1,385,169 2,160,000
2026 835,000 18,788 853,788 853,788 835,000
Totals 13,045,000 2,058,595 15,103,595 15,103,595
Payments
Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds - Summary
Debt Repayment Schedule
by Fiscal Year
438
Fiscal
Year Principal Interest Total
2018 585,000 261,438 846,438 846,438 6,310,000 4.00%
2019 610,000 237,538 847,538 847,538 5,725,000 4.00%
2020 635,000 212,638 847,638 847,638 5,115,000 4.00%
2021 665,000 185,806 850,806 850,806 4,480,000 4.25%
2022 695,000 156,038 851,038 851,038 3,815,000 4.50%
2023 725,000 124,088 849,088 849,088 3,120,000 4.50%
2024 760,000 90,675 850,675 850,675 2,395,000 4.50%
2025 800,000 55,575 855,575 855,575 1,635,000 4.50%
2026 835,000 18,788 853,788 853,788 835,000 4.50%
Totals 6,310,000 1,342,581 7,652,581 7,652,581
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: $9,750,000
Dated: May 18, 2009
Callable: July 1, 2017
Project
439
Fiscal
Year Principal Interest Total
2018 490,000 53,640 543,640 543,640 3,085,000 1.50%
2019 495,000 46,253 541,253 541,253 2,595,000 1.50%
2020 510,000 37,440 547,440 547,440 2,100,000 2.00%
2021 520,000 27,140 547,140 547,140 1,590,000 2.00%
2022 530,000 16,640 546,640 546,640 1,070,000 2.00%
2023 540,000 5,670 545,670 545,670 540,000 2.10%
Totals 3,085,000 186,783 3,271,783 3,271,783
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2002 Water Revenue Bonds 5,015,000$
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: $4,950,000
Dated: June 20, 2012
Callable: July 1, 2020
Project
440
Fiscal
Year Principal Interest Total
2018 380,000 137,738 517,738 517,738 3,650,000 5.00%
2019 405,000 118,113 523,113 523,113 3,270,000 5.00%
2020 420,000 97,488 517,488 517,488 2,865,000 5.00%
2021 445,000 75,863 520,863 520,863 2,445,000 5.00%
2022 465,000 53,113 518,113 518,113 2,000,000 5.00%
2023 490,000 29,238 519,238 519,238 1,535,000 5.00%
2024 520,000 13,088 533,088 533,088 1,045,000 1.50%
2025 525,000 4,594 529,594 529,594 525,000 1.75%
Totals 3,650,000 529,231 4,179,231 4,179,231
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008D Water Revenue Bonds 3,964,470$
Issuance Costs 67,698
Bond Premium (382,168)
Amount of Issue 3,650,000$
2016D Water Revenue Refunding Capital Loan Notes
Principal: $3,650,000
Dated: June 16, 2016
Callable: N/A
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
441
REFUSE COLLECTION FUND
The Refuse Collection Fund accounts for the activities of the City’s curbside pickup
program for household waste, yard waste, bulky items, and appliances. The Refuse
Collection Fund is an enterprise fund that is operated as a business and is primarily
supported by user fees.
The Refuse Collection Fund’s unassigned fund balance on June 30, 2016 was
$1,245,110, an 18.53% increase from fiscal year 2015. The increase primarily resulted
from an increase in the garbage collection fee of $.40 per month in fiscal year 2015.
(1) FY17 and FY18 figures are estimates
Fiscal year 2017 fund balance is projected to increase by 1.14% to $1,259,280.
Although, this is still a projected increase in fund balance, the surplus from fiscal year
2016 to fiscal year 2017 decreases by $180,503. This is primarily due to the staff
restructuring in the Transportation and Resource Management and Public Works
departments in which staff was moved from the Refuse Fund to the Road Use Tax Fund.
Fiscal year 2018 fund balance is projected to decrease by 40.94% to $743,762. This is
due to a transfer of $500,000 to the Capital Projects Fund for the Public Works Facility
Project. This transfer is intended to compensate the Water Fund for the transfer of their
maintenance facility to the Refuse Collection Fund.
The Refuse Collection fund has no restricted or assigned fund balances.
FY14 FY15 FY16 FY17 FY18
Unassigned 890,410 1,050,437 1,245,110 1,259,280 743,762
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
Fund Balance (1)
442
Revenues:
The Refuse Collection operations are funded primarily by user fees. The fiscal year
2018 budget proposes increases to various refuse collection fees. The following
schedule presents current user fees and the proposed fiscal year 2018 fees. There are
additional fees not listed, including the pickup of tires, TVs, and computer monitors.
There is also a proposed fee increase of $2.00 per item for TV’s and monitors in fiscal
year 2018. The fee for computer monitors & TV’s 18” or smaller will increase from
$16.50 to $18.50, and the fee for computer monitors & TV’s larger than 18” will increase
from $21.50 to $23.50.
Refuse charges for services fund nearly 100% of refuse collection operations. General
use permits and interest on investments comprise less than 1% of Refuse Collection
estimated revenue. Fiscal year 2018 revenue is estimated at 7.49% higher than fiscal
year 2017 due to the proposed fee increases.
100%
0%
FY2018 Estimated - $3,411,689
Charges for Services
All others
FY2017 FY2018
Solid Waste Collection:
Garbage Collection per month $11.80 $12.00
Additional bag stickers $1.25 $2.50
Curbside Recycling per month $4.10 $5.10
Appliance Collection $20.00 $20.00
Bulky Item Pickup:
First item $12.50 $12.50
Additional items $6.00 $6.00
Yard Waste:
Yard/Food Waste Collection per
month N/A $2.00
Per bag $1.25 N/A
Annual sticker $25.00 N/A
443
Expenditures:
The fiscal year 2018 expenditure budget represents an 8.47% increase from fiscal year
2017 estimated expenditures. The increase is primarily due to an increase in recycling
service charges, an increase in landfill charges due to an increase in collection tonnage,
and an increase in internal service charges to the Equipment Fund.
Capital outlay costs include the purchase of refuse carts and lids and total only 1% of the
operating budget.
40%
57%
2% 1%
FY2018 Estimated - $3,427,207
Personnel
Services
Supplies
Capital Outlay
444
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 719,427$ 890,410$ 1,050,437$ 1,245,110$ 1,259,280$ 743,762$
Revenues:
Licenses And Permits
General Use Permits 6,325$ 4,300$ 2,325$ 4,300$ 2,330$ 2,330$
Use Of Money And Property
Interest Revenues 1,095 2,929 3,455 3,000 3,450 3,450
Charges For Fees And Services
Refuse Charges 3,050,189 3,175,019 3,124,983 3,166,600 3,405,909 3,547,621
Miscellaneous
Other Misc Revenue 150 48 (511) - - -
Total Revenues 3,057,759$ 3,182,296$ 3,130,252$ 3,173,900$ 3,411,689$ 3,553,401$
Expenditures:
Refuse Administration 509,622$ 485,586$ 394,109$ 501,017$ 528,113$ 540,177$
Refuse Operations 1,208,826 1,297,720 1,409,773 1,452,390 1,525,120 1,562,126
Yard Waste Collection 326,884 318,483 265,901 281,705 266,545 273,253
Curbside Recycling Collection 688,554 682,433 703,135 754,908 924,300 947,798
White Goods/Bulky Collection 152,890 138,047 162,661 169,710 183,129 188,040
Sub-Total Expenditures 2,886,776 2,922,269 2,935,579 3,159,730 3,427,207 3,511,395
Transfers Out:
Capital Project Fund - 100,000 - - 500,000 -
Sub-Total Transfers Out - 100,000 - - 500,000 -
Total Expenditures & Transfers Out 2,886,776$ 3,022,269$ 2,935,579$ 3,159,730$ 3,927,207$ 3,511,395$
Fund Balance, June 30 890,410$ 1,050,437$ 1,245,110$ 1,259,280$ 743,762$ 785,768$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 890,410$ 1,050,437$ 1,245,110$ 1,259,280$ 743,762$ 785,768$
% of Revenues 29%33%40%40%22%22%
City of Iowa City
Refuse Collection (7400)
Fund Summary
445
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 over 15,600 households
on a weekly basis in Iowa City. Services are provided to residential properties ranging from one
to four units. In addition, Solid Waste crews provide elderly and handicap carryout service to
residents whom document need. The Refuse Collection budget is organized into five activities:
Refuse Collection Administration
Refuse Collection Administration personnel consists of a 17.5% cost share of the
Transportation & Resource Management Administration budget, a 1.0 FTE Assistant
Superintendent, and a .50 FTE Customer Service Representative.
Refuse Collection Operations
The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)-
356-5151 for pickup schedules. Tipper carts have now been delivered to nearly 15,000
Iowa City residents, making the collection process safer and more efficient.
Yard Waste Collection
Yard waste such as grass, leaves and garden residue can be bagged in special Iowa
City yard waste bags imprinted with the City logo. The bags are available for purchase at
participating Iowa City grocery, hardware and general merchandise stores, and at the
City Hall Cashier (410 E. Washington St.). Residents may also purchase annual yard
waste stickers. This sticker is to be placed on a container no larger than 35 gallons that
residents supply. These stickers are effective beginning April 1 and are valid for one
year.
Curbside Recycling Collection
A recycling container is provided for each single-family residence and each multiple unit
dwelling of four units or fewer.
White Goods/Bulky Items
Customers may call the Solid Waste Division (319) 356-5151 to schedule special item
collection; additional fees apply. Items available for pickup include furniture, electronics,
appliances, and tires. Usable furniture in good condition may also be donated to Habitat
for Humanity’s Furniture Project, which provides good, used furniture to households in
need while diverting material from the landfill.
446
HIGHLIGHTS
In fiscal year 2016 Refuse Collection handled:
• 9,476 tons of refuse
• 1,689 tons of yard waste
• 1,525 tons of recycling
• 2,755 bulk items from the curbside
• 321 appliances from the curbside
• 221 electronics from the curbside
• 15,600 households serviced weekly
Recent Accomplishments:
• Implemented a curbside food waste
pick-up program as a part of yard
waste operations
• Replacing three recycling vehicles
that have exceeded their useful life
• Transitioning from a dual stream to a
single stream recycling program
• Partnered with ICDD to streamline
alley waste services in downtown
• Assisted in implementing changes to
establish a multi-family recycling
program
Upcoming Challenges:
• Replacement and upgrade of
recycling vehicles
• Existing facility does not have the
ability to meet storage and space
needs
• Rolling out multiple new programs
in same fiscal year; curbside food
waste and single stream recycling
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 17.85 17.50 17.50
Staffing Level Change Summary:
An Assistant Director of Transportation & Resource Management – Solid Waste was added in
fiscal year 2018. This position is budgeted in the Transportation Administration activity in the
General Fund, and the cost is being allocated through the Administrative Chargeback to the
Refuse Collection Fund and the Landfill Fund.
Service Level Change Summary:
There is a proposed change to the method of collection for the City’s curbside recycling
program. This program would replace the pre-sorted collection system with a single-stream
collection system. The single-stream service would require that the City’s recycling collection
447
trucks would all be replaced with new collection trucks that would be equipped to handle
dumping to new containers. The City would also begin replacing households’ recycle tubs with
new, larger carts. The purchase of these new carts is budgeted in the Solid Waste Surcharge
Reserve in the Landfill Fund. The City would also have a new service fee for a vendor to accept
and sort the recycling materials. The change of this service is also accompanied by an increase
in the monthly recycling fee.
Another service level change would be the addition of curb side food waste collection. This
program would work in conjunction with the yard waste collection program. New food
waste/yard waste containers are budgeted in the Solid Waste Surcharge Reserve in the Landfill
Fund.
Financial Highlights:
The fiscal year 2018 budget includes a $.20 per month rate increase in the solid waste
collection fee and an increase of $1.25 for each additional bag. The refuse collection rates will
increase from $11.80 to $12.00 per household per month for the solid waste collection fee, and
from $1.25 to $2.50 for each additional bag of trash. The estimated increase in revenue from
these changes is $36,742.
Due to the increase in disposal costs for electronic waste at the landfill, an increase in the
refuse collection rates for electronic waste are also being proposed for fiscal year 2018. The
proposed fee increases are $2.00 per item, which will increase the fee for computer monitors &
TV’s 18” or smaller from $16.50 to $18.50 and will increase the fee for computer monitors &
TV’s larger than 18”from $21.50 to $23.50.
The fiscal year 2018 budget also includes a $1.00 per month increase in the recycling fee. The
recycling fee will increase from $4.10 per household per month to $5.10 per household per
month. This fee increase is intended to cover the increased cost for moving to a single stream
recycling program. The estimated increase in revenue from this change is $181,664. The
increase in service expenditures for the change to this service is $154,665.
A change in the fee structure for yard waste collection is also being proposed for January 1,
2018. This change would eliminate the yard waste bags and stickers and replace them with a
new container for each household. This container would also be used to collect food waste. A
monthly fee would be charged to each household for this service. The proposed monthly fee is
$2.00 per household per month. The estimated annual increase in revenue from this change is
$176,175.
448
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Residential Refuse Collection
Accounts 15,030 15,177 15,331 15,405 15,620
Refuse Tonnages 8,935 8,956 9,160 9,210 9,476
Recycling Tonnages 1,528 1,542 1,496 1,508 1,525
Yard Waste Tonnages 1,638 1,433 1,629 1,696 1,689
White Goods – Scheduled Pickups
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Bulk Items 2,382 2,323 2,251 2,746 2,755
Appliances 243 193 197 199 321
Electronics 203 292 209 241 221
White Goods Route
Total Tonnages 280.91 253.65 254.17 269.56 257.80
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations, Promote Environmental Sustainability, & Foster
Healthy Neighborhoods throughout the City
Waste Minimization - Reduce and reuse material waste produced
in the community
Provide sustainable and cost-effective services for residents that
divert material from the landfill.
Continue to provide exceptional curbside recycling, yard waste,
appliance, and electronic waste collection services to Iowa City
residents.
449
City of Iowa City
Activity: Refuse Administration (740110)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,095$ 2,929$ 3,455$ 3,000$ 3,450$ 3,450$
Charges For Fees And Services
Refuse Charges 275 775 575 775 580 580
Miscellaneous
Other Misc Revenue 74 48 (511) - - -
Total Revenues 1,444$ 3,752$ 3,519$ 3,775$ 4,030$ 4,030$
Expenditures:
Personnel 203,577$ 182,798$ 125,148$ 153,639$ 150,217$ 154,724$
Services 302,958 301,750 268,961 346,345 377,396 384,944
Supplies 3,087 1,038 - 1,033 500 510
Total Expenditures 509,622$ 485,586$ 394,109$ 501,017$ 528,113$ 540,177$
Personnel Services - FTE 2014 2015 2016 2017 2018
Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00
Clerk/Typist - Refuse 1.00 1.00 - - -
Customer Service Rep - Refuse - - 0.50 0.50 0.50
Supt Streets/Solid Waste 0.35 0.35 0.35 - -
Total Personnel 2.35 2.35 1.85 1.50 1.50
Activity Summary
450
City of Iowa City
Activity: Refuse Operations (740120)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits 6,325$ 4,300$ 2,325$ 4,300$ 2,330$ 2,330$
Charges For Fees And Services
Refuse Charges 2,090,029 2,181,087 2,167,805 2,183,000 2,212,240 2,212,240
Total Revenues 2,096,354$ 2,185,387$ 2,170,130$ 2,187,300$ 2,214,570$ 2,214,570$
Expenditures:
Personnel 448,650$ 397,225$ 425,714$ 441,274$ 465,401$ 479,363$
Services 728,471 857,611 977,537 973,041 1,016,746 1,037,081
Supplies 7,735 7,965 6,521 6,775 10,473 10,682
Capital Outlay 23,970 34,919 - 31,300 32,500 35,000
Total Expenditures 1,208,826$ 1,297,720$ 1,409,773$ 1,452,390$ 1,525,120$ 1,562,126$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. I - Refuse 3.00 2.00 2.00 2.00 2.00
M.W. II - Refuse 4.00 4.00 3.00 3.00 3.00
M. W. III - Refuse 1.00 1.00 1.00 1.00 1.00
Total Personnel 8.00 7.00 6.00 6.00 6.00
Capital Outlay 2017 2018
Refuse carts and lids 31,300$ 32,500$
Total Capital Outlay 31,300$ 32,500$
Activity Summary
451
City of Iowa City
Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 166,924$ 192,731$ 178,391$ 192,825$ 227,288$ 369,000$
Total Revenues 166,924$ 192,731$ 178,391$ 192,825$ 227,288$ 369,000$
Expenditures:
Personnel 159,250$ 190,787$ 143,589$ 147,221$ 137,729$ 141,861$
Services 132,921 103,401 98,570 109,325 103,816 105,892
Supplies 34,713 24,295 23,742 25,159 25,000 25,500
Total Expenditures 326,884$ 318,483$ 265,901$ 281,705$ 266,545$ 273,253$
Personnel Services - FTE 2014 2015 2016 2017 2018
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: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 765,814$ 757,718$ 749,137$ 760,000$ 930,801$ 930,801$
Total Revenues 765,814$ 757,718$ 749,137$ 760,000$ 930,801$ 930,801$
Expenditures:
Personnel 430,224$ 427,621$ 459,703$ 486,632$ 501,240$ 516,277$
Services 246,990 238,447 227,096 251,329 398,060 406,021
Supplies 11,340 16,365 16,336 16,947 25,000 25,500
Total Expenditures 688,554$ 682,433$ 703,135$ 754,908$ 924,300$ 947,798$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. II - Refuse 6.00 6.00 6.00 6.00 6.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Activity Summary
Activity Summary
452
City of Iowa City
Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400)
Division: Refuse Collection (740100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 27,147$ 42,708$ 29,075$ 30,000$ 35,000$ 35,000$
Miscellaneous
Other Misc Revenue 76 - - - - -
Total Revenues 27,223$ 42,708$ 29,075$ 30,000$ 35,000$ 35,000$
Expenditures:
Personnel 101,377$ 85,296$ 107,099$ 113,749$ 124,795$ 128,539$
Services 51,513 52,751 55,562 55,961 58,334 59,501
Total Expenditures 152,890$ 138,047$ 162,661$ 169,710$ 183,129$ 188,040$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
453
LANDFILL FUND
The Landfill Fund accounts for the business-like operations of the City’s municipal landfill and
recycling operations. The Landfill fund is primarily supported user fees.
The Landfill Fund’s total fund balance on June 30, 2016 was $24.926 million, a 3.80% increase
from the fiscal year 2015 year-end fund balance. Of the $24.926 million, $23.349 million was
restricted in use per Iowa State code for site closure, post closure, and environmental protection
costs and reserved for landfill cell replacement. The fund balance increase was primarily due to
a 10% increase in the per ton tipping fee.
(1) FY17 and FY18 figures are estimates
The fiscal year 2017 projected, unassigned fund balance is $1,435,981 which is an 8.95% or
$141,084 decrease over the fiscal year 2016 unassigned fund balance. This change is primarily
a result of transfers to the Capital Projects Fund. In fiscal year 2018, the unassigned fund
balance is estimated to increase $269,640 or 18.78%. This increase is primarily due to a
decrease in budgeted transfers to the Capital Projects Fund.
The Landfill maintains a reserve for the cell replacement. Through Engineering, a cost analysis
was completed during fiscal year 2014 to calculate a per-ton cost to open new cells. Based
upon this analysis, the Landfill would need to transfer $7.79 per ton collected to properly fund
the cell replacement reserve. The actual transfer to the replacement reserve is $4.00 per ton
collected. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal
year 2018 is $8.327 million not including a $1.666 million outstanding loan balance to the
Parking Fund.
The City also maintains separate reserves as required by State law. Iowa State law requires
landfill fund balance restrictions as follows:
FY14 FY15 FY16 FY17 FY18
Unassigned $1,841,714 $2,493,314 $1,577,065 $1,435,981 $1,705,621
Assigned $22,423,720 $21,559,542 $23,349,124 $24,436,988 $23,133,818
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
Fund Balance (1)
454
Financial Assurance for Closure and Post-Closure: The State of Iowa requires that the
owner/operator of a landfill set aside funds to provide for the costs associated with closing
the landfill and ongoing maintenance of the closed landfill site. The City is mandated to
provide for the future costs associated with closing the landfill in a manner that satisfies
State environmental and safety requirements, including minimizing infiltration and erosion;
and sufficient to provide for the costs related to post-closure requirements.
Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of
user fees for environmental protection, waste reduction, and recycling programs. The Solid
Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not
accessible for other City projects.
The Landfill will have estimated restricted fund balances of $14.81 million at the end of fiscal
year 2018 in accordance with State laws.
The Landfill Cell Replacement Reserve has one outstanding inter-fund loan as of the end of
fiscal year 2017. The following is a summary of that loan:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/17
Total
Payment
FY18
FY17
Principal
FY17
Interest
Parking Fund
2009F Revenue Bond
Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,901,162 $ 289,143 $ 235,310 $ 53,833
The Landfill Cell Replacement Reserve is projected to provide the Public Works Facility project
a $2.5 million internal loan in 2018. Payments are expected to begin in fiscal year 2019.
Revenues:
The Landfill Fund is primarily supported by user fees. The major fees charged are summarized
as follows:
FY2018 Disposal Rates
Iowa City residents: $42.50 per ton
Non-Iowa City residents: $47.50 per ton
There was a tipping fee increase in fiscal year 2016 of $4.00 per ton for both Iowa City and non-
Iowa City residents. There is no increase in the per ton tipping fee in fiscal year 2018.
FY2017
Rates
FY2018
Rates
Iowa City Community Compost (per ton) $20 $20
Iowa City Community Compost (minimum) $2 $2
Wood chip mulch (per ton) $10 $10
Wood chip mulch (minimum)
$2 $2
455
TV or monitor (<18”, includes peripherals) $10 $12
TV or monitor (≥ 18”, includes peripherals) $15 $17
Bulk electronic waste (with no TV or
monitor) $2 per item $3 per item
There is a $2 per item increase in the TV and monitor disposal rate and a $1 in the per item
increase in the small item electronic waste in fiscal year 2018.
For fiscal year 2018, landfill charges of $5,686,860 and refuse charges of $366,080 comprise
approximately 97% of the landfill’s budgeted revenue. Total revenues are estimated to increase
by 6.46% from fiscal year 2017 due to an increase in landfill usage and the prior year tipping
rate increase.
Expenditures:
Fiscal year 2018 budgeted expenditures represent a .54% decrease or $26,663 from the fiscal
year 2017 revised budget. This decrease is primarily due to a decrease in capital outlay
expenditures in the Solid Waste Surcharge Reserve.
Fiscal year 2018 expenditures include $135,000 for capital outlay.
97%
2% 1%
FY2018 Estimated - $6,234,063
Landfill & Refuse
Charges for Services
Use of Money &
Property
Misc Revenue
26%
69%
2% 3%
FY2018 Estimated - $4,902,903
Personnel
Services
Supplies
Capital Outlay
456
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 24,616,339$ 24,265,434$ 24,052,856$ 24,926,189$ 25,872,969$ 24,839,439$
Revenues:
Use Of Money And Property
Interest Revenues 49,537$ 122,495$ 115,278$ 92,780$ 100,923$ 100,923$
Rents 50,245 49,655 34,786 52,894 35,320 35,320
Intergovernmental
Fed Intergovnt Revenue - 24,541 - - - -
Other State Grants 12,242 - 3,222 - - -
Charges For Fees And Services
Refuse Charges 392,531 743,008 366,079 440,100 366,080 366,080
Landfill Charges 4,967,453 5,043,246 5,686,853 5,341,722 5,686,860 5,686,860
Miscellaneous
Contrib & Donations 713 382 165 - - -
Misc Merchandise 20,219 20,839 17,821 21,000 21,000 21,000
Intra-City Charges - - 17,718 - - -
Other Misc Revenue 35,541 33,001 26,905 29,486 23,880 23,880
Sub-Total Revenues 5,528,481 6,037,167 6,268,826 5,977,982 6,234,063 6,234,063
Transfer In:
Interfund Loans 235,836 879,914 251,095 228,364 235,310 242,467
Misc Transfers In 6,421,324 583,755 1,341,275 865,844 888,126 888,126
Sub-Total Transfers In 6,657,160 1,463,669 1,592,370 1,094,208 1,123,436 1,130,593
Total Revenues & Transfers In 12,185,641$ 7,500,836$ 7,861,196$ 7,072,190$ 7,357,499$ 7,364,656$
Expenditures:
Landfill Administration 736,362$ 1,018,633$ 587,850$ 863,115$ 919,741$ 939,641$
Landfill Operations 3,486,272 3,564,599 3,894,779 3,807,605 3,806,063 3,891,748
Solid Waste Surcharge Reserve 91,666 94,652 67,467 258,846 177,099 179,785
Sub-Total Expenditures 4,314,300 4,677,884 4,550,096 4,929,566 4,902,903 5,011,175
Transfers Out:
Capital Project Funding 1,800,922 (43,575) 1,056,976 330,000 100,000 900,000
Misc Transfers Out 6,421,324 583,755 1,341,275 865,844 888,126 888,126
Interfund Loan - 2,495,350 - - 2,500,000 -
Sub-Total Transfers Out 8,222,246 3,035,530 2,398,251 1,195,844 3,488,126 1,788,126
Total Expenditures & Transfers Out 12,536,546$ 7,713,414$ 6,948,348$ 6,125,410$ 8,391,029$ 6,799,301$
Fund Balance, June 30 24,265,434$ 24,052,856$ 24,965,704$ 25,872,969$ 24,839,439$ 25,404,794$
Prior Year Accounting Adjustment - - (39,515) - - -
Adjusted Fund Balance*, June 30 24,265,434 24,052,856 24,926,189 25,872,969 24,839,439 25,404,794
Restricted / Committed /Assigned 22,423,720 21,559,542 23,349,124 24,436,988 23,133,818 24,335,119
Unassigned Balance 1,841,714$ 2,493,314$ 1,577,065$ 1,435,981$ 1,705,621$ 1,069,675$
% of Revenues & Transfers In 15%33%20%20%23%15%
City of Iowa City
Landfill (7500 - 7504)
Fund Summary
457
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 federal and state regulations to ensure that environmental protection is in
place.
The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items
from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This
initiated recycling programs for these items that are still in place today. The Landfill’s budget is
organized into five activities:
Landfill Administration
Landfill Administration personnel consists of a 30% cost share of the Transportation &
Resource Management Administration budget, a 1.0 FTE Assistant Superintendent, and
a .50 FTE Customer Service Representative. Administration oversees the operation of:
Landfill Operations
The landfill takes in about 125,000 tons of trash and collects hundreds of groundwater
and stormwater samples to evaluate environmental compliance annually. The landfill
has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is
about 400 acres in size; about half which contains buried trash. Remaining land is used
as a buffer for surrounding properties and wetlands.
The Eastside Recycling Center was completed in fiscal year 2012 and is located at 2401
Scott Boulevard. Facilities include an environmental education building, bulk water and
concrete washout stations, and drop-off areas for waste oil and electronic items. The
complex also provides space for the Furniture Project and Salvage Barn.
In an effort to meet the State of Iowa's waste reduction goals, Iowa City has
implemented garbage and recycling programs to encourage waste reduction. These
programs are designed to promote recycling and re-use of materials rather than disposal
of these materials into the City's landfill.
Landfill Replacement Reserve
This activity accounts for funds that are assigned for the replacement of closed landfill
cells. These activities include acquiring land, land improvements, and cell construction.
458
Solid Waste Surcharge Reserve
This activity accounts for the portion of user fees required by state law to be set aside for
environmental protection, waste reduction, and recycling programs.
Landfill Assurance Reserves for Closure and Post-Closure
Assurance Reserves account for state-mandated set-asides for costs associated with
closing the landfill and ongoing maintenance of the closed landfill site in accordance with
Iowa Department of Natural Resources environmental requirements.
HIGHLIGHTS
• Iowa City Community Compost is produced from local yard waste and food waste. The
annual production of nearly 4,000 tons is often “sold out”.
• The household hazardous waste facility accepts material from 3,000 households and
small businesses annually, diverting around 65,000 pounds of hazardous waste from the
landfill.
• Landfill recycling programs continue to expand:
o Three drop-off sites collected about 778 tons of materials in FY2016.
o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around
37 local non-profit groups with the proceeds.
o The electronic waste recycling program has been expanded to the East Side
Recycling Center.
Recent Accomplishments:
• Completed capital project that
expanded the landfill gas collection
system and leachate conveyance
system
• Replaced one compactor and one
bulldozer that had exceeded useful
life
• Increased compaction rate by 16%
• Developed fire prevention and
response plan and training for Iowa
City landfill and fire department staff
• Completed installation of new
methane flare
Upcoming Challenges:
• Replacement and upgrade of aging
operating vehicles and equipment
• Existing facility does not have the
ability to meet storage and space
needs
• Rolling out multiple new programs
in same fiscal year; curbside food
waste and single stream recycling
• Continuing to implement changes
that extend life of landfill cells
• Upcoming design and construction
of next landfill cell
• Developing methods to better utilize
landfill gas
459
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 15.50 14.00 14.00
Staffing Level Change Summary:
An Assistant Director of Transportation & Resource Management – Solid Waste was added in
fiscal year 2018. This position is budgeted in the Transportation Administration activity in the
General Fund, and the cost is being allocated through the Administrative Chargeback to the
Refuse Collection Fund and the Landfill Fund.
The allocation of the Recycling Coordinator position from 25% Landfill Operations and 75%
Solid Waste Surcharge Reserve was changed to 0% Landfill Operations and 100% Solid Waste
Surcharge Reserve.
Service Level Change Summary:
The Landfill is requesting to impose a ban on cardboard dumping. This has resulted in the
request to purchase additional cardboard compactors and to impose a tipping fee penalty. The
Landfill has also implemented a ban on electronics dumping. This ban will increase the City’s
cost to dispose of these items due to an increase in the number of items being disposed
separately.
The Landfill is also implementing a ban on bringing uncovered/unsecured loads to the Landfill.
A fine is also being proposed to assist with enforcement of this rule. This should reduce the
amount that the Landfill spends to clean up loose debris and trash along the roads leading to
the Landfill.
The Landfill is planning to change to flat fill method for cell management. This includes the
purchase of tarp deployment equipment that could be used for daily cover at the Landfill. The
flat fill method for Landfill Operations is relatively new to the area but has shown a very high
increase in compaction for landfills that have moved to this method. This would extend the life
of the landfill cells, which in turn will delay the need for construction.
Financial Highlights:
Revenue highlights:
An increase in the minimum charge for landfilling materials was added in fiscal year 2018. The
following table summarized the change in minimum fees:
460
FY2017
Minimum Fee
FY2017
Minimum Weight
FY2018
Minimum Fee
FY2018
Minimum Weight
Residents:
Cars, SUV’s,
and minivans
$3.25 140 pounds $6.50 300 pounds
Pick-ups, service
vans, vehicles
pulling trailers $3.25 140 pounds $10.50 500 pounds
Non-Residents:
Cars, SUV’s,
and minivans
$3.50 140 pounds $7.00 300 pounds
Pick-ups, service
vans, vehicles
pulling trailers $3.50 140 pounds $11.50 500 pounds
An increase in the fees for processing tires is also included for fiscal year 2018. The current
landfill charge for this service is $.07 per pound, and the City is paying the vender that picks-up,
hauls, and processes the tires $.0925 per pound. The fee is proposed to increase to $0.15 per
pound. This would allow the Landfill to cover its costs for processing as well as its labor for
handling the material.
An increase for electronic waste processing is also included in the fiscal year 2018 budget. The
fee increase is proposed due to an increase in the charges from the vender that processes the
electronic waste. The proposed increase would result in a $2.00 increase to computer monitors
and TV’s and a $1.00 increase for small electronics. This would result in the following fees:
• Computer monitor or TV w/ 18” screen or smaller: $12.00 per item
• Computer monitor or TV w/ screen larger than18”: $17.00 per item
• Small miscellaneous electronics: $3.00 per item
A new fee is also being added in fiscal year 2018 for bringing uncovered/unsecured loads to the
landfill. This fee includes a warning for the first instance, and a charge of $50.00 for each
additional instance.
Also new in fiscal year 2018 would be an increase in the tipping fee for cardboard if a cardboard
ban is passed by the City Council. For loads that come into the landfill with cardboard, the
customer would be charged two-times the tipping fee for those loads.
461
Expenditure highlights:
Services expenditures in the Landfill Administration increased by $59,380 or 8.38% primarily
due to an increase in the Administrative Chargeback as noted in the Staffing Level Changes
noted above. Services expenditures also increased in the Landfill Operations by 4.76% or
$119,085 due to the cost of a ground water well installation of $30,000, an increase in sewer
utility charges of $84,855, and an increase in litter pick-up and specialty disposal services of
$52,769.
The fiscal year 2018 budget includes $50,000 for the purchase of two new cardboard
compactors from Landfill Operations and $85,000 for the purchase of 1,500 single-stream
recycling carts and 1,000 food waste containers from the Solid Waste Surcharge Reserve. The
fiscal year 2017 revised budget also includes $160,000 for the purchase of 3,000 single-stream
recycling carts and 1,000 food waste containers.
In fiscal year 2018, an internal loan to the Public Works Facility project of $2,500,000 from the
Landfill Cell Replacement Reserves is anticipated. Payments are estimated to begin in fiscal
year 2019.
462
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Tons of Solid Waste Landfilled
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
111,790 112,104 115,642 123,410 126,743
Organics (Food Waste) Tons Diverted to Composting
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
192 246 484 439 549
Recycling Drop Site Tons Collected
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
661 762 723 769 778
Amount (%) of All Solid Waste Recycled
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
13.6%12.2%14.0%14.1%9.9%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations & Promote Environmental Sustainability
Waste Minimization - Reduce and reuse material waste produced
in the community
Provide innovative and cost-effective services for residents that
divert material from the landfill.
Provide residents with convenient and efficient recycling
opportunities.
463
City of Iowa City
Activity: Landfill Administration (750110)Fund: Landfill (7500)
Division: Landfill (750100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 13,202$ 41,554$ 44,565$ 30,000$ 44,560$ 44,560$
Miscellaneous
Other Misc Revenue - 715 1,500 - - -
Total Revenues 13,202$ 42,269$ 46,065$ 30,000$ 44,560$ 44,560$
Expenditures:
Personnel 164,977$ 190,985$ 125,312$ 153,908$ 150,530$ 155,046$
Services 570,789 472,496 461,824 708,668 768,048 783,409
Supplies 596 2,962 715 539 1,163 1,186
Capital Outlay - 352,190 - - - -
Total Expenditures 736,362$ 1,018,633$ 587,850$ 863,115$ 919,741$ 939,641$
Personnel Services - FTE 2014 2015 2016 2017 2018
Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Solid Waste - - - 0.50 0.50
Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 - -
Wastewater Superintendent 0.50 0.50 0.50 - -
Total Personnel 2.00 2.00 2.00 1.50 1.50
Activity Summary
464
City of Iowa City
Activity: Landfill Operations (750120)Fund: Landfill (7500)
Division: Landfill (750100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,177$ 10,508$ 2,690$ 2,000$ 2,530$ 2,530$
Rents 50,245 49,655 34,786 52,894 35,320 35,320
Intergovernmental
Fed Intergovnt Revenue - 24,541 - - - -
Other State Grants 12,242 - 3,222 - - -
Charges For Fees And Services
Refuse Charges 392,531 743,008 366,079 440,100 366,080 366,080
Landfill Charges 4,788,513 4,851,524 5,490,196 5,150,000 5,490,200 5,490,200
Miscellaneous
Contrib & Donations 713 382 165 - - -
Misc Merchandise 20,219 20,839 17,821 21,000 21,000 21,000
Intra-City Charges - - 17,718 - - -
Other Misc Revenue 35,541 32,286 25,405 29,486 23,880 23,880
Total Revenues 5,301,181$ 5,732,743$ 5,958,082$ 5,695,480$ 5,939,010$ 5,939,010$
Expenditures:
Personnel 1,088,149$ 1,087,998$ 980,889$ 1,013,364$ 1,056,402$ 1,088,094$
Services 2,192,243 2,326,512 2,476,396 2,500,951 2,620,036 2,672,437
Supplies 179,799 129,364 90,173 118,290 79,625 81,218
Capital Outlay 26,081 20,725 347,322 175,000 50,000 50,000
Total Expenditures 3,486,272$ 3,564,599$ 3,894,779$ 3,807,605$ 3,806,063$ 3,891,748$
Personnel Services - FTE 2014 2015 2016 2017 2018
Environmental Coord/Landfill 1.00 1.00 - - -
Landfill Operator 5.00 5.00 5.00 8.00 8.00
M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00
M.W. III - Landfill 2.00 2.00 2.00 - -
Recycle Clerk - Landfill 1.00 1.00 1.00 - -
Recycling Coordinator 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 - -
Total Personnel 13.75 13.75 12.75 11.75 11.50
Capital Outlay 2017 2018
Cardboard compactors (2)-$ 50,000$
Other Operating Equipment 120,000 -
Total Capital Outlay 120,000$ 50,000$
Activity Summary
465
City of Iowa City
Activity: Landfill Replacement Reserve (750910)Fund: Landfill (7501)
Division: Landfill (750100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 35,158$ 70,433$ 68,023$ 60,780$ 53,833$ 53,833$
Other Financial Sources
Transfer In from Landfill Operations 463,289 494,768 761,251 742,152 761,251 761,251
Interfund Loans 235,836 879,914 251,095 228,364 235,310 242,467
Total Revenues & Transfers In 734,283$ 1,445,115$ 1,080,369$ 1,031,296$ 1,050,394$ 1,057,551$
Transfers Out:
Capital Project Fund 300,000$ -$ -$ -$ -$ -$
InterFund Loan - Disbursed to Other Funds - 2,495,350 - - 2,500,000 -
Total Transfers Out 300,000$ 2,495,350$ -$ -$ 2,500,000$ -$
Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502)
Division: Landfill (750100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 178,940$ 191,722$ 196,656$ 191,722$ 196,660$ 196,660$
Total Revenues 178,940$ 191,722$ 196,656$ 191,722$ 196,660$ 196,660$
Expenditures:
Personnel 56,333$ 57,243$ 59,417$ 61,089$ 84,437$ 86,970$
Services 35,324 36,704 7,638 37,048 7,662 7,815
Supplies 9 705 413 709 - -
Capital Outlay - - - 160,000 85,000 85,000
Total Expenditures 91,666$ 94,652$ 67,467$ 258,846$ 177,099$ 179,785$
Personnel Services - FTE 2014 2015 2016 2017 2018
Recycling Coordinator 0.75 0.75 0.75 0.75 1.00
Total Personnel 0.75 0.75 0.75 0.75 1.00
Capital Outlay 2017 2018
Recycling carts and food waste containers 160,000$ 85,000$
Total Capital Outlay 160,000$ 85,000$
Activity Summary
Activity Summary
466
City of Iowa City
Activity: Landfill Assurance Closing Reserves (750230/240)Fund: Landfill (7503/4)
Division: Landfill (750100)Department: Transportation & Resource Management
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Transfer In from Landfill Operations 2,551,272$ 88,987$ 580,024$ 123,692$ 126,875$ 126,875$
Total Revenues 2,551,272$ 88,987$ 580,024$ 123,692$ 126,875$ 126,875$
Transfers Out:
Landfill Operations 5,406,721$ -$ -$ -$ -$ -$
Total Expenditures 5,406,721$ -$ -$ -$ -$ -$
Activity Summary
467
AIRPORT FUND
The Airport Fund accounts for the operations of the municipal airport operations. The Airport
Fund is managed as a business-like operation, however, it is subsidized by the City’s General
Fund.
The Airport Fund’s fund balance on June 30, 2016 was $572,874, a 6.24% decrease from the
fiscal year 2015 year-end fund balance. The decrease in fund balance was primarily the result
of an increase in capital outlay expenditures.
In fiscal year 2017, fund balance is estimated to decrease by 38.12% to $354,472. This
decrease is due to the purchase of a hangar building from the fixed based operator. In fiscal
year 2018, the fund balance is project to decrease by 22.52% to $274,642. This decrease is a
result of transfers to the Capital Projects Fund of $179,830.
(1) FY17 and FY18 figures are estimates
The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the
airport.
Revenue:
For fiscal year 2018, 90% of Airport Fund revenue is provided through rentals of airport
property. In addition to the revenue presented in the chart below, the General Fund will provide
a subsidy to the Airport Fund in fiscal year 2018. The General Fund property tax subsidy for
airport operations has been reduced from $13,209 in fiscal year 2017 to $9,687 in fiscal year
2018. There is also a transfer of $100,000 from the General Fund to the Airport Fund to help
fund the airport’s capital improvement program.
FY14 FY15 FY16 FY17 FY18
Total $430,344 $611,028 $572,874 $354,472 $274,642
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
Fund Balance (1)
468
Expenditures:
In the fiscal year 2018 budget, operating expenditures decreased from the fiscal year 2017
budget by 41.65% to $369,187. This decrease reflects a decrease in the capital outlay
expenditures. Capital outlay of $20,000 is budgeted for fiscal year 2018 versus estimated
capital outlay expenditures of $280,000 in fiscal year 2017.
90%
0% 10%
FY2018 Estimated - $359,500
Rents
Interest Revenue
Royalties &
Commissions
21%
72%
2%
5%
FY2018 Estimated - $369,187
Personnel
Services
Supplies
Capital Outlay
469
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 298,497$ 430,344$ 611,028$ 572,874$ 354,472$ 274,642$
Revenues:
Use Of Money And Property
Interest Revenues (578)$ (1,988)$ 4,432$ -$ -$ -$
Rents 300,491 323,682 300,282 323,000 323,000 323,000
Royalties & Commiss 27,049 27,445 33,040 36,500 36,500 36,500
Miscellaneous
Contrib & Donations 28,410 1,709 - - - -
Other Misc Revenue - - 3,745 - - -
Other Financial Sources
Sale Of Assets 212,505 930,843 - - - -
Sub-Total Revenues 567,877 1,281,691 341,499 359,500 359,500 359,500
Transfers In:
Transfer In from General Fund - Subsidy 72,342 68,415 121,929 113,209 109,687 117,431
Sub-Total Transfers In 72,342 68,415 121,929 113,209 109,687 117,431
Total Revenues & Transfers In 640,219$ 1,350,106$ 463,428$ 472,709$ 469,187$ 476,931$
Expenditures:
Airport Operations 363,552$ 365,460$ 408,276$ 632,709$ 369,187$ 376,931$
Sub-Total Expenditures 363,552 365,460 408,276 632,709 369,187 376,931
Transfers Out:
Capital Project Fund (35,693) 124,817 93,307 58,402 179,830 100,800
InterFund Loan Repay Principal - Landfill 180,513 679,145 - - - -
Sub-Total Transfers Out 144,820 803,962 93,307 58,402 179,830 100,800
Total Expenditures & Transfers Out 508,372$ 1,169,422$ 501,583$ 691,111$ 549,017$ 477,731$
Fund Balance, June 30 430,344$ 611,028$ 572,874$ 354,472$ 274,642$ 273,842$
Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000
Unassigned Balance 330,344$ 511,028$ 472,874$ 254,472$ 174,642$ 173,842$
% of Revenues & Transfers In 52%38%102%54%37%36%
City of Iowa City
Airport (7600)
Fund Summary
470
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 $22.4 million in outside grant funding for
improvement projects since 2007
• The University of Iowa Center for Computer Aided Design continued to conduct research at
their Operator Performance Laboratory at the Airport
• The Airport annually hosts the SERTOMA fly-in/drive-in pancake breakfast and car show
• The Iowa Department of Transportation estimates that the Airport has an economic impact
of over $11 million on the Iowa City area annually
Recent Accomplishments:
• Completed Airport Master Plan update
• Expanded Aircraft Parking Apron
• Completed 2 agreements for private hangar construction
Upcoming Challenges:
• Obstruction mitigation obligations
• Grant funding availability for projects
• Use of general levy dollars for matching funds
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 1.00 1.00 1.00
471
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2018 budget.
Service Level Change Summary:
There are no service level changes in Fiscal year 2018 budget.
Financial Highlights:
The expenditure budget includes $15,000 for HVAC upgrades and $5,000 for conference room
chairs.
472
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Revenue Generated through Airport
Land Sales $400,000 $336,936 $212,505 $930,843 $0
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Outstanding Loan Balance $1,138,898 $859,658 $679,145 $0 $0
Inter-Fund Loan Repayments FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Principal $323,882 $279,240 $180,513 $679,145 $0
Interest $57,877 $39,464 $32,834 $20,843 $0
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Hangar Rental Revenue $238,266 $243,658 $250,383 $275,683 $255,590
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Fuel Flowage, as a Proxy for Airport Activity
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Jet Fuel Sold 153,525 165,644 202,307 217,617 263,185
Av Gas Sold 70,989 63,339 74,097 64,133 46,899
Total Gallons Sold 224,514 228,983 276,404 281,750 310,084
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Based Aircraft
(Number of Aircraft Based at IOW)84 85 85 85 92
Increase the usefulness of the Airport for economic development.
On an annual basis, track the number of flights by type.
Allow for privately funded hangar construction.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Develop and maintain adequate funding mechanisms for airport
operations and improvements; increase revenue generated by
airport operations.
Accelerate loan repayments through the sale of airport land for
development.
Annual review of hangar rates to maximize revenue.
Note: 70% of land sale revenue is directed to inter-fund loan repayments
Promote a Strong and Resilient Local Economy
473
City of Iowa City
Activity: Airport Operations (850110)Fund: Airport (7600)
Division: Airport Operations (850100)Department: Airport
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (578)$ (1,988)$ 4,432$ -$ -$ -$
Rents 300,491 323,682 300,282 323,000 323,000 323,000
Royalties & Commiss 27,049 27,445 33,040 36,500 36,500 36,500
Miscellaneous
Contrib & Donations 28,410 1,709 - - - -
Other Misc Revenue - - 3,745 - - -
Other Financial Sources
Sale Of Assets 212,505 930,843 - - - -
Transfers In:
Transfer In from General Fund - Subsidy 72,342 68,415 121,929 113,209 109,687 117,431
Total Revenues & Transfers In 640,219$ 1,350,106$ 463,428$ 472,709$ 469,187$ 476,931$
Expenditures:
Personnel 68,450$ 71,375$ 72,631$ 75,414$ 76,037$ 78,318$
Services 286,166 279,064 235,333 272,255 266,840 272,177
Supplies 4,221 5,321 21,793 5,040 6,310 6,436
Capital Outlay 4,715 9,700 78,518 280,000 20,000 20,000
Total Expenditures 363,552$ 365,460$ 408,276$ 632,709$ 369,187$ 376,931$
Personnel Services - FTE 2014 2015 2016 2017 2018
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 2017 2018
Conference room chairs -$ 5,000$
Building improvements 20,000 -
Hangar building purchase 250,000 -
Gas line extension to south t-hangars 10,000 -
HVAC upgrades at hangars - 15,000
Total Capital Outlay 280,000$ 20,000$
Activity Summary
474
STORM WATER MANAGEMENT FUND
The Storm Water Management Fund is an enterprise fund that accounts for the activities of the
City’s Storm Water Utility.
The Storm Water Management Fund is primarily funded through a monthly Storm Water Utility
Fee of $4.50 per equivalent residential unit (ERU). Rental units pay a monthly fee of $2.25 per
unit. These fees were last increased in fiscal year 2017 by $1.00 per ERU per month and $.50
per rental unit per month.
The Storm W ater Management Fund’s fund balance on June 30, 2016 was $1,170,823 which
was a 25.54% decrease from the fiscal year 2015. The fiscal year 2017 fund balance is
estimated to decrease 15.07% from fiscal year 2016 to $994,417. These decreases are
primarily due to transfers to the Capital Projects Fund totaling $836,945 in fiscal year 2016 and
$965,000 in fiscal year 2017. Fiscal year 2018 projected fund balance represents a 7.59%
decrease over the fiscal year 2017 estimated year-end balance at $918,984. This is primarily
due to an increase in the transfers out to the Capital Projects Fund.
(1) FY17 and FY18 figures are estimates
Revenues:
Approximately 100% of the Storm W ater Management Fund’s operations are funded through
storm water utility charges. Interest on investments and miscellaneous revenue comprise less
than 1% of Storm W ater Management Fund’s revenue. Fiscal year 2018 revenues are
estimated to remain flat from fiscal year 2017.
FY14 FY15 FY16 FY17 FY18
Unassigned $1,342,320 $1,571,994 $1,170,823 $994,417 $918,984
$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)
475
Expenditures:
Fiscal year 2018 adopted expenditures represent a 14.79% decrease from the fiscal year 2017
estimated expenditures. The decrease is primarily attributed to a decrease in consulting fees
and an elimination of allocating maintenance workers wages to the Storm Water Management
Fund.
100%
0%
FY2018 Estimated - $1,483,550
Charges for Services
Interest
40%
59%
1% 0%
FY2018 Estimated - $518,983
Personnel
Services
Supplies
Capital Outlay
476
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 773,102$ 1,342,320$ 1,571,994$ 1,170,823$ 994,417$ 918,984$
Revenues:
Use Of Money And Property
Interest Revenues 2,300$ 5,641$ 5,837$ 4,500$ 5,840$ 5,840$
Intergovernmental
Fed Intergovnt Revenue - 200,055 - - - -
Disaster Assistance 254 21,026 261 - - -
Other State Grants 3,542 376 - - - -
Charges For Fees And Services
Building & Devlpmt 10,704 - - - - -
Storm Water Charges 1,082,733 1,147,390 1,167,517 1,477,710 1,477,710 1,477,710
Miscellaneous
Printed Materials 25 425 - - - -
Intra-City Charges - - - 34,011 - -
Other Misc Revenue 144 - - 136,926 - -
Total Revenues 1,099,702$ 1,374,913$ 1,173,615$ 1,653,147$ 1,483,550$ 1,483,550$
Expenditures:
Storm Water Operations 482,255$ 1,095,239$ 738,102$ 864,553$ 518,983$ 531,424$
Sub-Total Expenditures 482,255 1,095,239 738,102 864,553 518,983 531,424
Transfers Out:
Capital Project Fund 48,229 50,000 836,945 965,000 1,040,000 815,000
Sub-Total Transfers Out 48,229 50,000 836,945 965,000 1,040,000 815,000
Total Expenditures & Transfers Out 530,484$ 1,145,239$ 1,575,047$ 1,829,553$ 1,558,983$ 1,346,424$
Fund Balance, June 30 1,342,320$ 1,571,994$ 1,170,562$ 994,417$ 918,984$ 1,056,110$
Prior Year Accounting Adjustment - - 262 - - -
Adjusted Fund Balance, June 30 1,342,320 1,571,994 1,170,823 994,417 918,984 1,056,110
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,342,320$ 1,571,994$ 1,170,823$ 994,417$ 918,984$ 1,056,110$
% of Revenues 122%114%100%60%62%71%
City of Iowa City
Storm Water Management (7700)
Fund Summary
477
STORM WATER MANAGEMENT OPERATIONS
The Iowa City Storm W ater 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 29 events, where volunteers
logged 2,892 hours of service to clean
up the City’s watersheds, waterways,
wetlands, prairies, and other natural
spaces in FY2016.
• The Storm Water Quality Best
Management Practices Program
participated in a total of 23 projects
aimed at improving storm water runoff
water quality throughout the
community, providing approximately
$38,000 toward total combined project
costs.
• Initiated creek repair projects totaling
approximately $50,000 to repair
damaged areas along Willow Creek
and Ralston Creek.
• Completed design and construction of
projects to repair damaged storm
sewer infrastructure at various
locations within the City.
Upcoming Challenges:
• On-going maintenance and repair of
aging storm water infrastructure.
• On-going maintenance of storm water
detention basins.
• On-going creek maintenance projects.
• Improving the quality of storm water
runoff related to the City’s MS4 permit.
• Reviewing and updating the Storm
Water Management Ordinance in
conjunction with the new Natural
Areas Management Plan.
478
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 2.60 2.10 1.50
Staffing Level Change Summary:
The split of Maintenance Worker positions with the Wastewater Treatment Operations division
has been eliminated. This moves .60 FTE from Storm Water Management to Wastewater
Treatment.
Service Level Change Summary:
There are no service level changes for fiscal year 2018.
Financial Highlights:
Personnel expenditures are budgeted to decrease in fiscal year 2018 by 16.16% or $39,750
primarily due to the elimination of the Maintenance Worker cost share. Services expenditures
also decrease in fiscal year 2018 by $131,144 primarily due to a decrease in consultant
services; fiscal year 2017 included $125,000 for a wetlands management study. Capital outlay
expenditures for fiscal year 2018 are budgeted at $0. This is due to the transfer of the annual
storm water improvements program to the Capital Projects Fund in fiscal year 2017, and these
appropriations are now presented as transfers out.
479
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Stormwater Quality BMP – Grant Applications
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number Funded 10 13 7 16 22
Amount $48,000 $36,000 $51,431 $71,737 $35,289
Creek Maintenance – Grant Applications
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number Funded 7 4 2 1 8
Amount $50,000 $20,000 $12,069 $1,750 $53,050
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Volunteer Program CY 2011*CY 2012*CY 2013**CY 2014**CY 2015**
Events 15 31 34 25 28
Volunteers 435 1,171 1,341 529 644
Volunteer Hours 1,868 3,300 4,439 1,800 1,987
Value $30,355 $53,625 $77,904 $31,590 $34,872
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
Foster Healthy Neighborhoods Throughout the City & Promote
Environmental Sustainability
Green Infrastructure - Design and maintain a network of green
infrastructure features that integrate with the built environment to
conserve ecosystem functions and provide associated benefits to
human populations
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 $16.25/hour
Foster Healthy Neighborhoods Throughout the City & Promote
Environmental Sustainability
480
City of Iowa City
Activity: Storm Water Operations (770110)Fund: Storm Water Management (7700)
Division: Storm Water (770100)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 2,300$ 5,641$ 5,837$ 4,500$ 5,840$ 5,840$
Intergovernmental
Fed Intergovnt Revenue - 200,055 - - - -
Disaster Assistance 254 21,026 261 - - -
Other State Grants 3,542 376 - - - -
Charges For Fees And Services
Building & Devlpmt 10,704 - - - - -
Storm Water Charges 1,082,733 1,147,390 1,167,517 1,477,710 1,477,710 1,477,710
Miscellaneous
Printed Materials 25 425 - - - -
Intra-City Charges - - - 34,011 - -
Other Misc Revenue 144 - - 136,926 - -
Total Revenues 1,099,702$ 1,374,913$ 1,173,615$ 1,653,147$ 1,483,550$ 1,483,550$
Expenditures:
Personnel 149,359$ 173,190$ 227,483$ 245,904$ 206,154$ 212,339$
Services 244,600 391,188 271,276 439,622 308,478 314,648
Supplies 2,092 3,537 2,781 3,551 4,351 4,438
Capital Outlay 86,204 527,324 236,562 175,476 - -
Total Expenditures 482,255$ 1,095,239$ 738,102$ 864,553$ 518,983$ 531,424$
Personnel Services - FTE 2014 2015 2016 2017 2018
M.W. III - Wastewater Collection 0.20 0.20 0.20 0.20 -
M.W. II - Wastewater Treatment Plant 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 -
Project Support Assistant - 0.50 0.50 - -
Total Personnel 2.10 2.60 2.60 2.10 1.50
Capital Outlay 2017 2018
Storm Water Improvements 38,550$ -$
HESCO Barriers 136,926 -
Total Capital Outlay 175,476$ -$
Activity Summary
481
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 totaling $1,571,324 were
transferred to the General Fund. The unreserved fund balance of $1,393,720 and the
cable equipment replacement reserves of $177,604 were transferred to the General Fund
and are now incorporated into the General Fund budget.
482
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,765,355$ 1,558,722$ 1,571,324$ -$ -$ -$
Revenues:
Licenses And Permits
Franchise Fees 773,019$ 750,167$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 2,719 4,737 - - - -
Miscellaneous
Other Misc Revenue 170 91 - - - -
Other Financial Sources
Sale Of Assets - 4 - - - -
Sub-Total Revenues 775,908 754,999 - - - -
Transfers In:
Transfer Into Equip Reserve from Oper.25,000 25,000 - - - -
Sub-Total Transfers In 25,000 25,000 - - - -
Total Revenues & Transfers In 800,908$ 779,999$ -$ -$ -$ -$
Expenditures:
Cable Administration 747,541$ 687,397$ -$ -$ -$ -$
Sub-Total Expenditures 747,541 687,397 - - - -
Transfers Out:
Capital Projects Fund 180,000 - - - - -
Operating Subsidy - General Fund 55,000 55,000 - - - -
Transfers Out - to General Fund - - 1,571,324 - - -
Misc Transfers Out - to Equip Reserve 25,000 25,000 - - - -
Sub-Total Transfers Out 260,000 80,000 1,571,324 - - -
Total Expenditures & Transfers Out 1,007,541$ 767,397$ 1,571,324$ -$ -$ -$
Fund Balance, June 30 1,558,722$ 1,571,324$ -$ -$ -$ -$
Restricted / Committed /Assigned 152,604 177,604 - - - -
Unassigned Balance 1,406,118$ 1,393,720$ -$ -$ -$ -$
% of Revenues & Transfers In 176%179%N/A N/A N/A N/A
City of Iowa City
Cable Television (7800 - 7801)
Fund Summary
483
City of Iowa City
Activity: Cable Administration (210510)Fund: Cable Television (7800)
Division: Communications Office Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Franchise Fees 773,019$ 750,167$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 2,719 4,737 - - - -
Miscellaneous
Other Misc Revenue 170 91 - - - -
Other Financial Sources
Sale Of Assets - 4 - - - -
Total Revenues 775,908$ 754,999$ -$ -$ -$ -$
Expenditures:
Personnel 502,960$ 422,072$ -$ -$ -$ -$
Services 238,577 255,977 - - - -
Supplies 6,004 9,348 - - - -
Total Expenditures 747,541$ 687,397$ -$ -$ -$ -$
Personnel Services - FTE 2014 2015 2016 2017 2018
Cable T.V. Administrator 1.00 - - - -
Clerical Assistant - Cable T.V. 0.75 0.75 - - -
Communications Tech - Cable 1.00 1.00 - - -
Custodian - Govt Bldgs 0.13 0.13 - - -
Government Programmer - 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 0.75 0.75 - - -
Total Personnel 6.63 5.63 - - -
Activity: Cable Reserves (210520)Fund: Cable Television (7801)
Division: Communications Office Department: City Manager
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Transfers In:
Transfer-In from Cable Operations 25,000$ 25,000$ -$ -$ -$ -$
Total Transfers In 25,000$ 25,000$ -$ -$ -$ -$
Activity Summary
Activity Summary
484
HOUSING AUTHORITY FUND
The Housing Authority Fund is an enterprise fund that accounts for the public housing programs
operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs
and the City-owned public housing units. These programs are primarily funded through Federal
funds from the U.S. Department of Housing and Urban Development (HUD).
The Housing Authority Fund’s total fund balance on June 30, 2016 was approximately
$6,350,911, an increase of $439,210 or 7.43% from the fiscal year 2015 year-end fund balance.
The increase in fiscal year 2016 was primarily due to an increase in the Housing Voucher
administrative fee. At the end of fiscal year 2016, $2,945,146 in fund balance will be restricted
for maintenance and development of Public Housing units and the development of affordable
homeownership opportunities. Fund balance history is as follows:
(1) FY17 and FY18 are estimates
Fiscal year 2017 revised year-end fund balance is expected to increase by 12.52% or $795,285
over the fiscal year 2016 ending balance. Fiscal year 2018 projected fund balance is expected
to increase by 7.29% over the fiscal year 2017 fund balance to $7,667,451. This projected
increase is due to an anticipated, continued increase in federal funding for the Housing Voucher
Program.
FY14 FY15 FY16 FY17 FY18
Unassigned $2,776,056 $2,966,555 $3,405,765 $4,201,050 $4,722,305
Restricted $2,830,484 $2,945,146 $2,945,146 $2,945,146 $2,945,146
$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)
485
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$8.366 million in federal funding through HUD in fiscal year 2018. This is a 1.30% increase
from fiscal year 2017 projections.
Expenditures:
Fiscal year 2018 estimated expenditures are expected to increase from the fiscal year 2017
estimated expenditures by 5.60% which primarily represents an increase in landlord payments.
88% of the Housing fund budget is to provide services to citizens.
96%
4% 0%
FY2018 Estimated - $8,769,397
Federal
Rents
Interest Revenue
Royalties &
Commissions
Misc Revenue
12%
88%
FY2018 Estimated - $8,201,363
Personnel
Services
Supplies
Capital Outlay
486
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,115,885$ 5,606,540$ 5,911,701$ 6,350,911$ 7,146,196$ 7,667,451$
Revenues:
Use Of Money And Property
Interest Revenues 11,169$ 20,787$ 18,668$ 20,930$ 19,090$ 19,090$
Rents 212,816 237,306 300,137 238,000 318,475 318,475
Royalties & Commissions 26,487 38,635 66,115 42,600 31,460 31,460
Intergovernmental
Fed Intergovnt Rev 6,720,374 7,629,448 8,318,431 8,259,184 8,366,460 8,366,460
Miscellaneous
Other Misc Revenue 20,648 23,099 21,065 22,360 18,480 18,480
Other Financial Sources
Loan Repayments 41,173 142,387 93,154 25,000 15,432 15,432
Sale Of Assets 285,500 - 1,740 - - -
Sub-Total Revenues 7,318,167 8,091,662 8,819,308 8,608,074 8,769,397 8,769,397
Misc Transfers In 1,158 8,760 - - - -
Sub-Total Transfers In 1,158 8,760 - - - -
Total Revenues & Transfers In 7,319,325$ 8,100,422$ 8,819,308$ 8,608,074$ 8,769,397$ 8,769,397$
Expenditures:
Voucher Program 6,891,723$ 7,205,702$ 7,771,499$ 7,229,269$ 7,763,746$ 7,926,545$
Public Housing Program 722,958 524,822 563,415 537,433 437,617 1,425,697
Sub-Total Expenditures 7,614,681 7,730,524 8,334,915 7,766,702 8,201,363 9,352,242
Transfers Out:
Operating Subsidy - PILOT Gen Fund 18,414 18,727 18,914 19,292 19,582 19,974
Misc Transfers Out - Director Reimb 25,575 26,010 26,270 26,795 27,197 27,741
General Fund - UniverCity program 170,000 20,000 - - - -
Sub-Total Transfers Out 213,989 64,737 45,184 46,087 46,779 47,715
Total Expenditures & Transfers Out 7,828,670$ 7,795,261$ 8,380,099$ 7,812,789$ 8,248,142$ 9,399,956$
Fund Balance, June 30 5,606,540$ 5,911,701$ 6,350,911$ 7,146,196$ 7,667,451$ 7,036,891$
Restricted / Committed /Assigned 2,830,484 2,945,146 2,945,146 2,945,146 2,945,146 1,945,146
Unassigned Balance 2,776,056$ 2,966,555$ 3,405,765$ 4,201,050$ 4,722,305$ 5,091,746$
% of Revenues & Transfers In 38%37%39%49%54%58%
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
487
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 1298
HCV and VASH vouchers. These Owners/landlords receive approximately $6.8
million/year in rental subsidy paid on behalf of Housing Authority participants.
Public Housing
The City of Iowa City owns 81 public housing units; the Housing Authority serves as the
landlord and rents these units to eligible tenants. They are low-density units scattered
throughout Iowa City and were constructed to conform and blend into the existing
neighborhood architecture.
HIGHLIGHTS
• The Housing Choice Voucher Program paid approximately $6.8 million in Housing
Assistance Payments to landlords/owners of rental properties in Johnson County in fiscal
year 2016.
• The Housing Authority paid over $250,000 to private sector Iowa City contractors for the
capital improvement, general maintenance, and repair of Public Housing properties in fiscal
year 2016.
• Since 1998, 177 families have moved to homeownership with assistance from the Housing
Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down payment Assistance,
and UniverCity).
488
Recent Accomplishments:
• Achieved High Performance Status for
the Housing Choice Voucher program
for fiscal year 2016.
• Received an additional 6 VASH
vouchers in calendar year 2016.
• In fiscal year 2015, maintained a 98%
lease-up rate for the combined HCV and
VASH programs;
• In fiscal year 2016 maintained a 98% for
Public Housing.
• Maintained a 100% lease-up rate for the
Peninsula Apartments.
Upcoming Challenges:
• Dispelling damaging myths regarding
Housing Authority programs and
participants
• Maintain lease-up rates of at least 98%
for the HCV, VASH, and Public Housing
programs in spite of staff reductions due
to budget cuts.
• Continue efforts to ensure program
integrity by monitoring landlord/tenant
compliance with program
responsibilities.
• Continue to support homeownership
opportunities.
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 10.19 9.60 9.60
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2018 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2018 budget.
Financial Highlights:
The Public Housing activity has $22,000 budgeted in fiscal year 2018 for the replacement of an
inspection vehicle.
489
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
Total Participants 135 139 156 177 190
% of Participants with Escrow
Accounts 69%64%73%81%78%
% of Participants with Reduced or
Eliminated Family Investment
Program Cash Assistance
16%27%20%
No longer a
FSS grant
reporting
requirement.
No longer a
FSS grant
reporting
requirement.
% of Participants with Increased
Income versus Prior Year 27%41%52%53%61%
FSS Graduates 16 23 24 24 31
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Actual Occupancy Rate for Fiscal
Year (Goal – 95%)95%98%97%97%97%
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
% 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)
2.3 days 1.9 days 1.6 days 1.9 days 2.1 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
Foster Healthy Neighborhoods throughout the City & Advance
Social Justice and Racial Equity
Poverty Prevention & Alleviation - Prevent people from falling
into poverty and proactively enable those who are living in poverty
to obtain greater, lasting economic stability and security.
The Family Self-Sufficiency (FSS) Program: Assist low income
families in bridging the economic gap through building assets,
improving employment opportunities, and transitioning from
renters of units to owners of homes. Promote self-sufficiency and
asset development by providing supportive services to participants
to increase their employability, to increase the number of
employed participants, and to encourage increased savings
through an escrow savings program.
Foster Healthy Neighborhoods throughout the City
Maintain a scattered sites Public Housing program.
490
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
HCVP Homeownership Vouchers $124,288 $108,029 $103,583 $74,996 $69,775
HCVP Non-Elderly Disabled
Vouchers
Not Reported
Separately $340,446 $340,728 $317,995 $310,781
HCVP Portable Vouchers $193,943 $198,815 $206,207 $208,845 $162,703
VASH Vouchers $115,605 $141,878 $147,750 $204,079 $269,026
All Other HCVP Vouchers $5,327,627 $5,381,083 $4,815,043 $5,185,345 $5,666,479
Total Voucher Utilization
(# of vouchers leased on the first
day of the month)
96%102%94%98%101%
Total Voucher Utilization
(# of vouchers leased on the last
day of the month)
97%103%97%100%102%
Foster Healthy Neighborhoods throughout the City & Promote a
Strong and Resilient Local Economy
Housing Affordability - Construct, preserve, and maintain an
adequate and diverse supply of location-efficient and affordable
housing options for all residents.
Affordable Rental Housing: Pay rental subsidies directly to private
market landlords on behalf of eligible families. Increase affordable
housing choices for low-income families, the elderly, and persons
with disabilities in private market rental units. Provide
homeownership opportunities through the HCV homeownership
program. Provide mortgage assistance payments to lenders on
behalf of eligible families.
491
City of Iowa City
Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910)
Division: Neighborhood Services Department: Neighborhood & Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (900)$ (37)$ (427)$ -$ -$ -$
Royalties & Commiss 26,184 38,195 65,997 38,200 30,960 30,960
Intergovernmental
Fed Intergovnt Rev 6,300,282 7,300,167 7,999,151 7,894,875 8,098,597 8,098,597
Miscellaneous
Other Misc Revenue 9,567 14,139 12,529 14,000 10,880 10,880
Transfers In:
Misc Transfers In 1,158 8,760 - - - -
Total Revenues & Transfers In 6,336,291$ 7,361,224$ 8,077,250$ 7,947,075$ 8,140,437$ 8,140,437$
Expenditures:
Personnel 796,665$ 723,973$ 713,541$ 741,604$ 752,409$ 774,981$
Services 6,090,434 6,477,363 7,053,753 6,483,255 7,007,007 7,147,147
Supplies 4,624 4,366 4,206 4,410 4,330 4,417
Total Expenditures 6,891,723$ 7,205,702$ 7,771,499$ 7,229,269$ 7,763,746$ 7,926,545$
Personnel Services - FTE 2014 2015 2016 2017 2018
Building Inspector 0.71 0.50 0.50 0.30 0.30
F.S.S. Program Coordinator 0.95 0.50 0.50 0.50 0.50
Housing Administrator 0.95 0.78 0.78 0.78 0.78
Housing Assistant 1.19 0.24 0.24 - -
Housing Office Manager 0.95 0.96 0.96 0.96 0.96
Housing Program Assistant 4.75 3.84 3.84 3.84 3.84
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Housing Choice Voucher Program Coord 0.89 0.94 0.94 1.00 1.00
Total Personnel 10.89 8.26 8.26 7.88 7.88
Activity Summary
492
City of Iowa City
Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*)
Division: Neighborhood Services Department: Neighborhood & Development Services
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 12,069$ 20,824$ 19,094$ 20,930$ 19,090$ 19,090$
Rents 212,816 237,306 300,137 238,000 318,475 318,475
Royalties & Commissions 303 440 118 4,400 500 500
Intergovernmental
Fed Intergovnt Rev 420,092 329,281 319,280 364,309 267,863 267,863
Miscellaneous
Other Misc Revenue 11,081 8,960 8,536 8,360 7,600 7,600
Other Financial Sources
Loans 41,173 142,387 93,154 25,000 15,432 15,432
Sale Of Assets 285,500 - 1,740 - - -
Total Revenues 983,034$ 739,198$ 742,059$ 660,999$ 628,960$ 628,960$
Expenditures:
Personnel 181,185$ 184,554$ 171,482$ 178,675$ 176,735$ 182,037$
Services 434,233 330,268 313,854 357,563 233,652 238,325
Supplies 8,394 5,549 5,080 1,195 5,230 5,335
Capital Outlay 99,146 4,451 73,000 - 22,000 1,000,000
Total Expenditures 722,958$ 524,822$ 563,415$ 537,433$ 437,617$ 1,425,697$
Personnel Services - FTE 2014 2015 2016 2017 2018
Building Inspector 0.29 0.50 0.50 0.30 0.30
F.S.S. Program Coordinator 0.05 0.50 0.50 0.50 0.50
Housing Administrator 0.05 0.22 0.22 0.22 0.22
Housing Assistant 0.06 0.01 0.01 - -
Housing Office Manager 0.05 0.04 0.04 0.04 0.04
Housing Program Assistant 0.25 0.16 0.16 0.16 0.16
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Housing Choice Voucher Program Coord 0.05 - - - -
Total Personnel 1.30 1.93 1.93 1.72 1.72
Capital Outlay 2017 2018
Inspector vehicle -$ 22,000$
Total Capital Outlay -$ 22,000$
Activity Summary
493
494
CAPITAL PROJECTS FUND
Fund Summary
Summary by Division
Summary by Funding Source Project Summary by Name
Unfunded Projects
F
Y
2
0
1
8
CAPITAL PROJECTS FUND
The Capital Projects Fund accounts for the collection and disbursement of funds related
to capital improvements or significant capital equipment. The City annually updates and
issues a five-year capital improvement program (CIP). This program is the planning
guide for the City’s issuance of bonded debt and for the construction and replacement of
the City’s buildings and infrastructure. The first two years of the five-year capital
improvement program (CIP) are certified as part of the operating budget in the Capital
Projects Fund. The current five-year CIP is for years 2017-2021.
Capital improvement projects involve the construction, purchase, or renovation of city
facilities or property. They are generally non-recurring major improvements to the City's
physical plant, are permanent in nature, and are greater than $25,000 and have a useful
life of three years or more. Funding sources for capital improvement projects may be
from operating funds, bond proceeds, grants, donations, and a variety of other funding
sources. The three largest sources of funds are operating transfers in, bonded debt, and
state and federal grants.
For the CIP for years 2017-2021, the total funding sources are $162,209,033, and the
total expenditures are $172,052,355. The difference between the total expenditures and
the total funding sources over the five-year period is a result of funding sources that
were derived during prior years.
The 2018 CIP expenditures of $41,190,666 will be certified as part of the 2018 operating
budget. Budgeted fiscal year 2018 Capital Projects Fund expenditures also include
$164,640 of interest expense payments to the Wastewater Treatment Fund. Total
Capital Projects Fund fiscal year 2018 budgeted expenditures are $41,355,306.
The 2018 CIP funding sources of $34,513,084 will also be certified as part of the 2018
operating budget. Budgeted fiscal year 2018 Capital Projects Fund revenues and
transfers in also include State sales tax grant funding of $389,640 and a transfer in from
the TIF funds to reimburse for prior year expenditures of $27,723. Total Capital Projects
Fund fiscal year 2018 budgeted revenues and transfer in are $34,930,447.
The changes to the 2017 CIP are amended into the fiscal year 2017 operating budget.
The fiscal year 2017 Capital Projects Fund expenditure budget also includes totals from
the carry forward of prior year projects that must be re-appropriated with the State. The
amounts being carried forward from prior years are not included in the five-year CIP
totals. The revised Capital Projects Fund expenditures for fiscal year 2017 are
$93,530,789; the revised budget includes the 2017 CIP expenditures of $52,965,694,
prior year project carry forwards of $40,399,397, and internal loan interest payments of
$165,698.
497
The revised fiscal year 2017 Capital Projects Fund revenues and transfers in budget
also includes totals from the carry forward of prior year projects. The amounts being
carried forward from prior years are not included in the five-year CIP totals. The revised
Capital Projects Fund revenues and transfers in for fiscal year 2017 are $68,903,182;
the revised budget includes the 2017 CIP funding sources of $49,449,954, State sales
tax grant funding of $390,698, a transfer in from the TIF funds to reimburse for prior year
expenditures of $31,324, and prior year project carry forwards of $19,031,206.
In fiscal year 2015, the North Treatment Plant Removal project received a 20-year
internal loan from the Wastewater Treatment Fund which is being repaid with a State of
Iowa sales tax grant. The Capital Projects Fund’s expenditures include interest expense
paid to the Wastewater Treatment Fund of $165,698, $164,640, and $162,885 for years
2017, 2018, and 2019, respectively. The Capital Project Fund budget also includes
principal repayments, shown as transfers out, budgeted at $225,000 each year for 2017,
2018, and 2019, and state sales tax grant revenues budgeted at $390,698, $389,640,
and $387,885 for years 2017, 2018, and 2019, respectively. These amounts are not
reflected in the five-year CIP totals.
Fund balance in the Capital Projects Fund primarily represents unspent funding sources
from the current year and prior years. This balance fluctuates based on the timing of the
issuance of bonds and the timing of the project expenditures. The estimated
ending fund balance for fiscal year 2018 is $763,744.
498
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 12,756,766$ 22,942,341$ 21,460,930$ 32,266,210$ 7,413,603$ 763,744$
Revenues:
Use Of Money And Property
Interest Revenues 50,965$ 76,147$ 83,075$ -$ -$ -$
Rents 26,877 12,450 8,400 - - -
Royalties & Commissions - - 95 - - -
Intergovernmental
Fed Intergovnt Rev 9,885,872 2,836,611 1,692,623 9,129,925 3,445,470 135,000
Disaster Assistance 173,212 5,622 7,710 - - -
Other State Grants 11,174,313 9,352,792 5,436,433 2,987,378 1,389,640 588,085
State 28E Agreements 158,484 107,298 752,880 - - 300,000
Charges of Fees & Services
Development Fees 66,299 49,786 96,897 96,452 20,000 -
Refuse Charges - 6,312 - - - -
Miscellaneous
Contrib & Donations 381,865 200,000 353,131 715,000 - -
Printed Materials 735 3,300 750 - - -
Other Misc Revenue 63,348 164,893 61,194 177,000 - -
Other Financial Sources
Sale Of Assets 500,000 - 142,978 2,090,000 1,000,000 -
Debt Sales 16,454,973 7,866,773 9,778,517 22,678,157 14,671,084 12,040,000
Internal Service (Non-Budgetary):
ITS Fund 83 100,760 25,195 - - -
Sub-Total Revenues 38,937,027 20,782,744 18,439,878 37,873,912 20,526,194 13,063,085
Transfers In:
Funds 1,331,465 2,538,057 10,255,700 25,098,968 4,307,348 3,022,875
Transfers-In from Enterprise Funds 7,507,624 611,007 6,080,831 5,830,302 10,096,905 4,073,400
Transfers-In from G.O. Bonds 55,354 323,845 621,775 - - -
Misc Transfers-In (37,524) 6,009,687 25,000 100,000 - -
Internal Service (Non-Budgetary):
ITS Fund 297,921 189,624 - - - -
Sub-Total Transfers In 9,154,841 9,672,220 16,983,306 31,029,270 14,404,253 7,096,275
Total Revenues & Transfers In 48,091,868$ 30,454,964$ 35,423,184$ 68,903,182$ 34,930,447$ 20,159,360$
Expenditures:
Governmental:
General Government 2,222,593$ 787,206$ 1,039,952$ 1,059,465$ 50,000$ 50,000$
Culture & Recreation 2,702,586 737,073 1,314,646 5,656,705 4,879,750 3,830,000
Community and Economic Dvlpmnt 572,355 567,228 157,895 16,147,234 300,000 150,000
Public Safety 281,073 3,123,348 448,091 1,455,727 135,084 1,790,000
Public Works 11,264,307 19,644,343 16,518,422 54,825,840 27,165,457 10,292,875
Enterprise:
Parking Operations 133,121 85,206 501,974 1,193,311 535,000 300,000
Public Transportation 101,286 (1,617) - 393,000 - -
Wastewater Treatment 11,565,366 4,664,170 1,929,861 6,414,307 5,914,140 1,197,885
Water Operations 179,652 923,583 267,083 2,283,278 717,575 1,022,600
Landfill 1,133,663 146,648 603,283 2,090,482 100,000 900,000
Storm Water 1,228,955 88,962 141,406 1,037,205 240,000 315,000
Airport 5,971,011 578,764 449,502 907,458 1,318,300 436,000
Internal Service (Non-Budgetary):
ITS Fund 60,266 62,526 424,014 66,777 - -
Sub-Total Expenditures 37,416,234 31,407,440 23,796,129 93,530,789 41,355,306 20,284,360
Transfers Out:
Capital Project Fund 115,620 323,845 621,775 - - -
Misc Transfers Out 374,439 205,090 200,000 225,000 225,000 225,000
Sub-Total Transfers Out 490,059 528,935 821,775 225,000 225,000 225,000
Total Expenditures & Transfers Out 37,906,293$ 31,936,375$ 24,617,904$ 93,755,789$ 41,580,306$ 20,509,360$
Fund Balance, June 30 22,942,341$ 21,460,930$ 32,266,210$ 7,413,603$ 763,744$ 413,744$
City of Iowa City
Capital Projects Fund
Fund Summary
499
Capital Improvement Plan 2017-2021
City of Iowa City, Iowa
SUMMARY BY DIVISION
thru2017 2021
TotalCategory20172018201920202021
Airport 194,675 1,318,300 436,000 1,270,000 100,000 3,318,975
Cemetery 51,750 50,000 101,750
Development Services 900,000 300,000 150,000 150,000 150,000 1,650,000
Finance Administration 50,000 50,000 50,000 50,000 50,000 250,000
Fire 700,000 1,790,000 60,000 1,300,000 3,850,000
Information Technology Services 500,000 500,000
Landfill 330,000 100,000 900,000 100,000 1,375,000 2,805,000
Library 250,000 200,000 400,000 850,000
Parking Operations 725,000 535,000 300,000 300,000 300,000 2,160,000
Parks Maintenance 2,384,070 4,563,000 3,765,000 540,000 2,839,920 14,091,990
Police 135,084 135,084
Public Works Administration 6,900,000 7,755,000 4,000,000 18,655,000
Recreation 225,000 65,000 65,000 1,295,000 439,000 2,089,000
Storm Water 965,000 240,000 315,000 915,000 240,000 2,675,000
Street Operations 35,915,049 19,410,457 6,292,875 14,167,875 8,282,375 84,068,631
Transit Operations 185,000 18,000,000 18,185,000
Wastewater Treatment 1,425,000 5,749,500 1,035,000 1,622,000 500,000 10,331,500
Water Operations 1,316,900 717,575 1,022,600 1,888,350 1,390,000 6,335,425
52,965,694 41,190,666 20,121,475 22,358,225 35,416,295 172,052,355TOTAL
500
Airport, $3,318,975
Finance Administration, $250,000
Fire, $3,850,000
Development Services,
$1,650,000
Cemetery, $101,750
Information Technology Services,
$500,000
Landfill, $2,805,000
Library, $850,000
Parks Maintenance, $14,091,990
Parking Operations, $2,160,000 Transit Operations, $18,185,000
Police, $135,084
Public Works Administration,
$18,655,000
Recreation, $2,089,000
Storm Water, $2,675,000
Street Operations, $84,068,631
Wastewater Treatment,
$10,331,500
Water Operations,
$6,335,425
Capital Improvement Program
by Division
2017-2021
$172,052,355
501
Capital Improvement Plan 2017-2021
City of Iowa City, Iowa
PROJECTS BY DIVISION
2017 2021thru
Total20172018201920202021CategoryProject #Priority
Airport
A3430 1,238,3001,238,300Apron Reconstruction & Connecting Taxiway 1
A3461 286,000286,000Airfield Pavement Rehabilitation 2
A3462 200,000100,000 100,000Hangar A Door Replacement 2
A3465 150,000150,000Runway 7 Environmental Assessment 1
A3466 1,170,0001,170,000Runway 7 Extension (213')1
A3467 114,550114,550Airport South Taxiway Extension 1
A3468 80,12580,125North T-Hangar Restrooms 3
A3469 80,00080,000Airport Tractor Replacement 1
3,318,975194,675 1,318,300 436,000 1,270,000 100,000Airport Total
Cemetery
R4145 50,00050,000Cemetery Road Asphalt Overlay 1
R4354 51,75051,750Cemetery Shop Roof Replacement 2
101,75051,750 50,000Cemetery Total
Development Services
E4513 150,000150,000Riverfront Crossing Development 1
E4520 750,000150,000 150,000 150,000 150,000 150,000Climate Action Plan Implementation 3
G4720 600,000600,000Permitting Software Upgrade 1
G4721 150,000150,000City Hall Remodel for MPOJC 2
1,650,000900,000 300,000 150,000 150,000 150,000Development Services Total
Finance Administration
G4704 250,00050,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
250,00050,000 50,000 50,000 50,000 50,000Finance Administration Total
Fire
Y4406 3,150,0001,790,000 60,000 1,300,000Fire Apparatus Replacement Program 1
Y4436 700,000700,000Fire Training Center Relocation 2
3,850,000700,000 1,790,000 60,000 1,300,000Fire Total
Information Technology Services
G4722 500,000500,000Phone System Replacement 2
500,000500,000Information Technology Services Total
Landfill
L3328 800,000800,000Landfill Equipment Building Replacement 2
L3329 90,00090,000Landfill Tarp Development System 3
L3330 440,000240,000 100,000 100,000Landfill Leachate Pumping System 2
502
Total20172018201920202021CategoryProject #Priority
L3331 1,475,000100,000 1,375,000Landfill Cell Design and Construction 1
2,805,000330,000 100,000 900,000 100,000 1,375,000Landfill Total
Library
R4333 250,000250,000Library Bookmobile 1
R4343 400,000400,000Library Carpet and Furnishings Replacement 2
R4344 200,000200,000Reconfigure Computer Lab & Children's Room 2
850,000250,000 200,000 400,000Library Total
Parking Operations
T3004 1,875,000575,000 400,000 300,000 300,000 300,000Parking Facility Restoration Repair 2
T3009 210,000150,000 60,000Parking Facility & Enforcement Automation 3
T3018 75,00075,000Parking Equipment EMV Upgrade 2
2,160,000725,000 535,000 300,000 300,000 300,000Parking 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 500,000500,000Riverfront Crossings Riverbank/Park Development 2
R4189 275,00075,000 50,000 50,000 50,000 50,000Emerald Ash Borer Response Plan 1
R4206 250,00050,000 50,000 50,000 50,000 50,000Intra-city Bike Trails 2
R4224 400,000400,000Hickory Hill Park & Trail Redesign & Development 1
R4225 753,000753,000Highway 1 Sidewalk/Trail 3
R4226 85,00025,000 15,000 15,000 15,000 15,000Sustainable Roadway Vegetation Management Program 3
R4227 1,899,9201,899,920Hwy 6 Trail - Sycamore to Heinz 5
R4322 350,000350,000Willow Crk/Kiwanis Park Improvements 2
R4332 240,000240,000Upgrade Building BAS Controls 3
R4340 6,950,000750,000 3,100,000 3,100,000Pedestrian Mall Reconstruction 1
R4341 328,00028,000 300,000Creekside Park Redevelopment 2
R4345 170,000170,000Cardigan Park Development 2
R4346 300,000300,000New West Side Park Development 2
R4347 225,000225,000Terry Trueblood Recreation Area Parking Expansion 2
R4348 75,00075,000Fairmeadows Playground and Shelter 2
R4349 300,000300,000Wetherby Bathroom and Shelter Upgrades 2
R4350 175,000175,000Chadek Green Park Development 2
14,091,9902,384,070 4,563,000 3,765,000 540,000 2,839,920Parks Maintenance Total
Police
Y4438 135,084135,084Police Department Flooring & Cabinets 4
135,084135,084Police Total
Public Works Administration
P3959 12,000,0004,450,000 7,550,000Public Works Facility 3
P3974 1,434,0001,434,000Riverside Drive Pedestrian Tunnel 2
P3977 821,000616,000 205,000Riverside Drive Streetscape Improvements 4
P3981 4,400,000400,000 4,000,000West Riverbank Stabilization and trail 1
18,655,0006,900,000 7,755,000 4,000,000Public Works Administration Total
Recreation
R4330 325,00065,000 65,000 65,000 65,000 65,000Annual Recreation Center Improvements 1
R4336 160,000160,000Recreation Center Lobby Remodel 2
503
Total20172018201920202021CategoryProject #Priority
R4351 700,000700,000Recreation Center ADA Improvements 1
R4352 530,000530,000Mercer Park Pool Improvements 3
R4353 374,000374,000Mercer Park Ball Diamond #4 Renovation 3
2,089,000225,000 65,000 65,000 1,295,000 439,000Recreation Total
Storm Water
M3629 375,000375,000Normandy Drive Storm Sewer Replacement 3
M3630 350,000350,000Stevens 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
2,675,000965,000 240,000 315,000 915,000 240,000Storm Water Total
Street Operations
S3809 43,067,58232,000,000 11,067,582Iowa City Gateway Project (Dubuque St)1
S3814 750,000150,000 150,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 85,00025,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3821 105,00025,000 20,000 20,000 20,000 20,000Overwidth Paving - Sidewalks 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3823 80,00020,000 15,000 15,000 15,000 15,000Brick Street Repairs 2
S3824 8,492,6191,499,219 1,598,350 1,698,350 1,798,350 1,898,350Annual Pavement Rehabilitation 1
S3826 873,930175,830 174,525 174,525 174,525 174,525Underground Electrical Facilities 2
S3827 900,000300,000 150,000 150,000 150,000 150,000Annual Complete Streets Improvements 3
S3828 200,000100,000 100,000Sidewalk Infill Program 2
S3834 2,400,0002,400,000Burlington & Madison Intersection Improvements 3
S3843 100,00020,000 20,000 20,000 20,000 20,000Annual RR Crossings City Wide 2
S3854 7,800,000350,000 7,450,000American Legion Rd-Scott Blvd to Taft Ave 2
S3910 1,300,000300,000 250,000 250,000 250,000 250,000Annual 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 1,200,000125,000 1,075,000Prentiss Street Bridge Replacement 1
S3936 4,000,000250,000 3,750,000Melrose Avenue Improvements 2
S3939 1,364,5001,364,500Dubuque Street Reconstruction 1
S3940 3,000,0003,000,000Kirkwood Avenue to Capitol Street Connection 2
S3941 300,000300,000Foster Rd Elevation design- Laura Dr to No Name Rd 1
S3942 375,000375,000Governor Street Overlay 2
S3943 450,000450,000Riverside Drive Asphalt Overlay 2
S3944 1,150,000200,000 950,000First Ave/Scott Blvd Intersection Improvements 2
S3945 925,000100,000 825,000Gilbert Street Intersection Improvements 2
84,068,63135,915,049 19,410,457 6,292,875 14,167,875 8,282,375Street Operations Total
Transit Operations
T3055 18,000,00018,000,000Transit/Equipment Facility Relocation 2
T3059 50,00050,000Transit Bus Shelter Replacement & Expansion 2
T3061 40,00040,000Transit Facility Office Remodel 2
T3062 95,00095,000Transit Bus Sign Replacement 2
18,185,000185,000 18,000,000Transit Operations Total
Wastewater Treatment
V3101 2,500,000500,000 500,000 500,000 500,000 500,000Annual Sewer Main Replacement 2
V3143 3,500,0003,500,000Backup Generator & Electrical System Upgrade 1
V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 1
V3146 450,000450,000Melrose Court Sanitary Sewer Replacement 2
V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2
504
Total20172018201920202021CategoryProject #Priority
V3148 105,500105,500West Park Lift Station Rehabilitation 2
V3149 279,000139,500 139,500Heat Exchanger Replacement 2
V3150 1,122,0001,122,000Digester Complex Rehabilitation 1
10,331,5001,425,000 5,749,500 1,035,000 1,622,000 500,000Wastewater Treatment Total
Water Operations
W3212 637,10060,000 577,100First Avenue (400-500 Block) Water Main Replace 2
W3213 121,900121,900Ground Storage Reservoir VFD Upgrades 2
W3216 217,35020,000 197,350Spruce St. (1300-1400 Block) Water Main Repl 3
W3221 300,000300,000Nutrient Removal Project 2
W3222 551,97550,000 501,975Dill St. Water Main Replacement 1
W3224 195,500195,500Lee St/Highwood St Water Main Replacement 1
W3226 160,60055,000 105,600Water Plant & Storage Reservoir SCADA Replacement 2
W3300 306,00040,000 266,000Bradford Drive Water Main Replacement 3
W3301 500,000500,000Water Distribution Pressure Zone Improvements 1
W3303 315,00040,000 275,000Sixth Avenue Water Main Replacement 1
W3304 75,00025,000 25,000 25,000Water Plant Softener Improvements 3
W3305 80,00080,000Jordan Well Rehabilitation 1
W3306 1,135,00080,000 1,055,000S. Capitol Street Water Main Replacement 1
W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1
W3308 100,00025,000 25,000 25,000 25,000Process Analyzer Replacement 2
W3309 100,000100,000Water Distribution Building Repairs 3
W3310 400,000400,000Water Plant Roof Replacement 1
W3311 700,000100,000 600,000Collector Well Capacity Improvements 3
W3312 90,00090,000Silurian Well Rehabilitation 1
6,335,4251,316,900 717,575 1,022,600 1,888,350 1,390,000Water Operations Total
GRAND TOTAL 172,052,35552,965,694 41,190,666 20,121,475 22,358,225 35,416,295
505
Capital Improvement Plan 2017-2021
City of Iowa City, Iowa
FUNDING SOURCE SUMMARY
2017 thru 2021
TotalSource20172018201920202021
AIRPORT FUND 516,03258,402 179,830 100,800 147,000 30,000
CONTRIBUTIONS & DONATIONS 250,000150,000 100,000
EQUIPMENT FUND 4,100,0001,100,000 3,000,000
FEDERAL GRANTS 30,003,7957,699,665 3,445,470 135,000 4,223,660 14,500,000
GENERAL FUND 4,621,7502,990,000 506,750 355,000 415,000 355,000
GO BONDS 50,584,3249,630,480 12,646,084 12,040,000 8,609,340 7,658,420
ITS FUND 500,000500,000
LANDFILL FUND 5,305,000330,000 2,600,000 900,000 100,000 1,375,000
LOCAL OPTION SALES TAX 18,262,59518,262,595
OTHER LOCAL GOVERNMENTS 1,600,0001,600,000
OTHER STATE GRANTS 1,476,473136,273 1,000,000 200,200 70,000 70,000
PARK DEDICATION FEES 80,59060,590 20,000
PARKING FUND 2,145,000725,000 520,000 300,000 300,000 300,000
REFUSE COLLECTION FUND 500,000500,000
REVENUE BONDS 3,925,000900,000 2,025,000 1,000,000
ROAD USE TAX FUND 14,435,0003,522,000 3,482,000 2,377,000 2,477,000 2,577,000
SALE OF LAND 1,000,0001,000,000
STORM WATER FUND 4,075,000965,000 1,040,000 815,000 915,000 340,000
TAX INCREMENT FINANCING 75,00075,000
TRANSIT FUND 3,200,000185,000 15,000 3,000,000
UNIVERSITY OF IOWA 530,000300,000 230,000
UTILITY FRANCHISE TAX 1,456,549293,049 290,875 290,875 290,875 290,875
WASTEWATER FUND 8,456,5002,600,000 2,699,500 1,035,000 1,622,000 500,000
WATER FUND 5,110,425366,900 1,442,575 922,600 988,350 1,390,000
49,449,954 34,513,084 19,771,475 22,858,225 35,616,295 162,209,033GRAND TOTAL
506
Utility Franchise Tax,
$1,456,549
Federal Grants,
$30,003,795
University of Iowa, $530,000
Other State Grants, $1,476,473
Other Local Governments,
$1,600,000
Park Dedication Fees, $80,590
Contributions & Donations,
$250,000
General Fund , $4,621,750 Road Use Tax Fund, $14,435,000
Local Option Sales Tax,
$18,262,595
Tax Increment Financing, $75,000
Water Fund, $5,110,425
Wastewater Fund,
$8,456,500
Parking Fund, $2,145,000
Transit Fund, $3,200,000
Airport Fund, $516,032
Refuse Collection Fund, $500,000
Landfill Fund, $5,305,000
Storm Water Fund,
$4,075,000
ITS Fund, $500,000
Equipment Fund,
$4,100,000
GO Bonds, $50,584,324
Revenue Bonds, $3,925,000
Sale of Land, $1,000,000
Capital Improvement Program
by Funding Source
2017-2021
$162,209,033
507
Capital Improvement Plan 2017-2021
City of Iowa City, Iowa
PROJECTS BY FUNDING SOURCE
2017 2021thru
TotalSourceProject #Priority 2017 2018 2019 2020 2021
AIRPORT FUND
A3430 123,830123,830Apron Reconstruction & Connecting Taxiway 1
A3461 85,80085,800Airfield Pavement Rehabilitation 2
A3462 60,00030,000 30,000Hangar A Door Replacement 2
A3465 15,00015,000Runway 7 Environmental Assessment 1
A3466 117,000117,000Runway 7 Extension (213')1
A3467 34,36534,365Airport South Taxiway Extension 1
A3468 24,03724,037North T-Hangar Restrooms 3
A3469 56,00056,000Airport Tractor Replacement 1
516,03258,402 179,830 100,800 147,000 30,000AIRPORT FUND Total
CONTRIBUTIONS & DONATIONS
R4333 150,000150,000Library Bookmobile 1
S3854 100,000100,000American Legion Rd-Scott Blvd to Taft Ave 2
250,000150,000 100,000CONTRIBUTIONS & DONATIONS
Total
EQUIPMENT FUND
P3959 1,100,0001,100,000Public Works Facility 3
T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2
4,100,0001,100,000 3,000,000EQUIPMENT FUND Total
FEDERAL GRANTS
A3430 1,114,4701,114,470Apron Reconstruction & Connecting Taxiway 1
A3465 135,000135,000Runway 7 Environmental Assessment 1
A3466 1,053,0001,053,000Runway 7 Extension (213')1
R4227 1,000,0001,000,000Hwy 6 Trail - Sycamore to Heinz 5
S3809 7,699,6657,699,665Iowa City Gateway Project (Dubuque St)1
S3834 1,511,0001,511,000Burlington & Madison Intersection Improvements 3
S3854 2,240,6602,240,660American Legion Rd-Scott Blvd to Taft Ave 2
S3935 820,000820,000Prentiss Street Bridge Replacement 1
S3936 930,000930,000Melrose Avenue Improvements 2
S3940 1,500,0001,500,000Kirkwood Avenue to Capitol Street Connection 2
T3055 12,000,00012,000,000Transit/Equipment Facility Relocation 2
30,003,7957,699,665 3,445,470 135,000 4,223,660 14,500,000FEDERAL GRANTS Total
GENERAL FUND
G4704 250,00050,000 50,000 50,000 50,000 50,000City Hall - Other Projects 2
P3959 2,500,0002,500,000Public Works Facility 3
508
TotalSourceProject #Priority 2017 2018 2019 2020 2021
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
R4189 275,00075,000 50,000 50,000 50,000 50,000Emerald Ash Borer Response Plan 1
R4206 250,00050,000 50,000 50,000 50,000 50,000Intra-city Bike Trails 2
R4226 85,00025,000 15,000 15,000 15,000 15,000Sustainable Roadway Vegetation Management Program 3
R4330 325,00065,000 65,000 65,000 65,000 65,000Annual Recreation Center Improvements 1
R4333 100,000100,000Library Bookmobile 1
R4344 100,000100,000Reconfigure Computer Lab & Children's Room 2
R4354 51,75051,750Cemetery Shop Roof Replacement 2
Y4406 60,00060,000Fire Apparatus Replacement Program 1
4,621,7502,990,000 506,750 355,000 415,000 355,000GENERAL FUND Total
GO BONDS
E4513 150,000150,000Riverfront Crossing Development 1
E4520 750,000150,000 150,000 150,000 150,000 150,000Climate Action Plan Implementation 3
G4720 500,000500,000Permitting Software Upgrade 1
G4721 150,000150,000City Hall Remodel for MPOJC 2
P3959 1,400,000700,000 700,000Public Works Facility 3
P3974 1,434,0001,434,000Riverside Drive Pedestrian Tunnel 2
P3977 821,000616,000 205,000Riverside Drive Streetscape Improvements 4
P3981 4,400,000400,000 4,000,000West Riverbank Stabilization and trail 1
R4137 130,480130,480Frauenholtz-Miller Park Development 2
R4145 50,00050,000Cemetery Road Asphalt Overlay 1
R4185 500,000500,000Riverfront Crossings Riverbank/Park Development 2
R4224 400,000400,000Hickory Hill Park & Trail Redesign & Development 1
R4225 253,000253,000Highway 1 Sidewalk/Trail 3
R4227 899,920899,920Hwy 6 Trail - Sycamore to Heinz 5
R4322 350,000350,000Willow Crk/Kiwanis Park Improvements 2
R4332 240,000240,000Upgrade Building BAS Controls 3
R4336 160,000160,000Recreation Center Lobby Remodel 2
R4340 6,950,000750,000 3,100,000 3,100,000Pedestrian Mall Reconstruction 1
R4341 328,000328,000Creekside Park Redevelopment 2
R4343 400,000400,000Library Carpet and Furnishings Replacement 2
R4344 100,000100,000Reconfigure Computer Lab & Children's Room 2
R4345 150,000150,000Cardigan Park Development 2
R4346 300,000300,000New West Side Park Development 2
R4347 225,000225,000Terry Trueblood Recreation Area Parking Expansion 2
R4348 75,00075,000Fairmeadows Playground and Shelter 2
R4349 300,000300,000Wetherby Bathroom and Shelter Upgrades 2
R4350 175,000175,000Chadek Green Park Development 2
R4351 700,000700,000Recreation Center ADA Improvements 1
R4352 530,000530,000Mercer Park Pool Improvements 3
R4353 374,000374,000Mercer Park Ball Diamond #4 Renovation 3
S3809 8,000,0002,500,000 5,500,000Iowa City Gateway Project (Dubuque St)1
S3828 200,000100,000 100,000Sidewalk Infill Program 2
S3854 5,459,3405,459,340American Legion Rd-Scott Blvd to Taft Ave 2
S3933 900,000900,000Myrtle/Riverside Intersection Signalization 2
S3934 2,875,0002,875,000McCollister Blvd - Gilbert to Sycamore 2
S3936 1,470,0001,470,000Melrose Avenue Improvements 2
S3939 1,264,5001,264,500Dubuque Street Reconstruction 1
S3940 1,500,0001,500,000Kirkwood Avenue to Capitol Street Connection 2
S3941 300,000300,000Foster Rd Elevation design- Laura Dr to No Name Rd 1
S3942 375,000375,000Governor Street Overlay 2
S3943 450,000450,000Riverside Drive Asphalt Overlay 2
509
TotalSourceProject #Priority 2017 2018 2019 2020 2021
S3944 1,150,0001,150,000First Ave/Scott Blvd Intersection Improvements 2
S3945 750,000750,000Gilbert Street Intersection Improvements 2
Y4406 2,560,0001,490,000 1,070,000Fire Apparatus Replacement Program 1
Y4438 135,084135,084Police Department Flooring & Cabinets 4
50,584,3249,630,480 12,646,084 12,040,000 8,609,340 7,658,420GO BONDS Total
ITS FUND
G4722 500,000500,000Phone System Replacement 2
500,000500,000ITS FUND Total
LANDFILL FUND
L3328 800,000800,000Landfill Equipment Building Replacement 2
L3329 90,00090,000Landfill Tarp Development System 3
L3330 440,000240,000 100,000 100,000Landfill Leachate Pumping System 2
L3331 1,475,000100,000 1,375,000Landfill Cell Design and Construction 1
P3959 2,500,0002,500,000Public Works Facility 3
5,305,000330,000 2,600,000 900,000 100,000 1,375,000LANDFILL FUND Total
LOCAL OPTION SALES TAX
S3809 18,262,59518,262,595Iowa City Gateway Project (Dubuque St)1
18,262,59518,262,595LOCAL OPTION SALES TAX 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 200,200200,200Airfield Pavement Rehabilitation 2
A3462 140,00070,000 70,000Hangar A Door Replacement 2
A3467 80,18580,185Airport South Taxiway Extension 1
A3468 56,08856,088North T-Hangar Restrooms 3
R4225 500,000500,000Highway 1 Sidewalk/Trail 3
S3834 500,000500,000Burlington & Madison Intersection Improvements 3
1,476,473136,273 1,000,000 200,200 70,000 70,000OTHER STATE GRANTS Total
PARK DEDICATION FEES
R4137 60,59060,590Frauenholtz-Miller Park Development 2
R4345 20,00020,000Cardigan Park Development 2
80,59060,590 20,000PARK DEDICATION FEES Total
PARKING FUND
T3004 1,875,000575,000 400,000 300,000 300,000 300,000Parking Facility Restoration Repair 2
T3009 210,000150,000 60,000Parking Facility & Enforcement Automation 3
T3018 60,00060,000Parking Equipment EMV Upgrade 2
510
TotalSourceProject #Priority 2017 2018 2019 2020 2021
2,145,000725,000 520,000 300,000 300,000 300,000PARKING FUND Total
REFUSE COLLECTION FUND
P3959 500,000500,000Public Works Facility 3
500,000500,000REFUSE COLLECTION FUND Total
REVENUE BONDS
V3145 2,025,0002,025,000Scott Boulevard Trunk Sewer 1
W3221 300,000300,000Nutrient Removal Project 2
W3301 500,000500,000Water Distribution Pressure Zone Improvements 1
W3310 400,000400,000Water Plant Roof Replacement 1
W3311 700,000700,000Collector Well Capacity Improvements 3
3,925,000900,000 2,025,000 1,000,000REVENUE BONDS Total
ROAD USE TAX FUND
P3959 2,000,0001,000,000 1,000,000Public Works Facility 3
S3814 750,000150,000 150,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 85,00025,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3821 105,00025,000 20,000 20,000 20,000 20,000Overwidth Paving - Sidewalks 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3823 80,00020,000 15,000 15,000 15,000 15,000Brick Street Repairs 2
S3824 7,910,0001,382,000 1,482,000 1,582,000 1,682,000 1,782,000Annual Pavement Rehabilitation 1
S3827 900,000300,000 150,000 150,000 150,000 150,000Annual Complete Streets Improvements 3
S3843 100,00020,000 20,000 20,000 20,000 20,000Annual RR Crossings City Wide 2
S3910 1,300,000300,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
S3932 375,00075,000 75,000 75,000 75,000 75,000LED Streetlight Replacement 2
S3935 330,000125,000 205,000Prentiss Street Bridge Replacement 1
14,435,0003,522,000 3,482,000 2,377,000 2,477,000 2,577,000ROAD USE TAX FUND Total
SALE OF LAND
P3959 1,000,0001,000,000Public Works Facility 3
1,000,0001,000,000SALE OF LAND Total
STORM WATER FUND
M3629 375,000375,000Normandy Drive Storm Sewer Replacement 3
M3630 350,000350,000Stevens 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
S3809 500,000500,000Iowa City Gateway Project (Dubuque St)1
S3934 500,000500,000McCollister Blvd - Gilbert to Sycamore 2
S3939 100,000100,000Dubuque Street Reconstruction 1
4,075,000965,000 1,040,000 815,000 915,000 340,000STORM WATER FUND Total
TAX INCREMENT FINANCING
P3977 75,00075,000Riverside Drive Streetscape Improvements 4
511
TotalSourceProject #Priority 2017 2018 2019 2020 2021
75,00075,000TAX INCREMENT FINANCING Total
TRANSIT FUND
T3018 15,00015,000Parking Equipment EMV Upgrade 2
T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2
T3059 50,00050,000Transit Bus Shelter Replacement & Expansion 2
T3061 40,00040,000Transit Facility Office Remodel 2
T3062 95,00095,000Transit Bus Sign Replacement 2
3,200,000185,000 15,000 3,000,000TRANSIT FUND Total
UNIVERSITY OF IOWA
Y4406 530,000300,000 230,000Fire Apparatus Replacement Program 1
530,000300,000 230,000UNIVERSITY OF IOWA Total
UTILITY FRANCHISE TAX
S3824 582,619117,219 116,350 116,350 116,350 116,350Annual Pavement Rehabilitation 1
S3826 873,930175,830 174,525 174,525 174,525 174,525Underground Electrical Facilities 2
1,456,549293,049 290,875 290,875 290,875 290,875UTILITY FRANCHISE TAX Total
WASTEWATER FUND
S3809 4,000,0002,000,000 2,000,000Iowa City Gateway Project (Dubuque St)1
V3101 2,500,000500,000 500,000 500,000 500,000 500,000Annual Sewer Main Replacement 2
V3146 100,000100,000Melrose Court Sanitary Sewer Replacement 2
V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2
V3148 105,500105,500West Park Lift Station Rehabilitation 2
V3149 279,000139,500 139,500Heat Exchanger Replacement 2
V3150 1,122,0001,122,000Digester Complex Rehabilitation 1
8,456,5002,600,000 2,699,500 1,035,000 1,622,000 500,000WASTEWATER FUND Total
WATER FUND
P3959 500,000500,000Public Works Facility 3
S3935 50,00050,000Prentiss Street Bridge Replacement 1
S3945 175,000175,000Gilbert Street Intersection Improvements 2
W3212 637,10060,000 577,100First Avenue (400-500 Block) Water Main Replace 2
W3213 121,900121,900Ground Storage Reservoir VFD Upgrades 2
W3216 217,35020,000 197,350Spruce St. (1300-1400 Block) Water Main Repl 3
W3222 501,975501,975Dill St. Water Main Replacement 1
W3224 195,500195,500Lee St/Highwood St Water Main Replacement 1
W3226 160,60055,000 105,600Water Plant & Storage Reservoir SCADA Replacement 2
W3300 306,00040,000 266,000Bradford Drive Water Main Replacement 3
W3303 315,00040,000 275,000Sixth Avenue Water Main Replacement 1
W3304 75,00025,000 25,000 25,000Water Plant Softener Improvements 3
W3305 80,00080,000Jordan Well Rehabilitation 1
W3306 1,135,00080,000 1,055,000S. Capitol Street Water Main Replacement 1
W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1
W3308 100,00025,000 25,000 25,000 25,000Process Analyzer Replacement 2
W3309 100,000100,000Water Distribution Building Repairs 3
W3312 90,00090,000Silurian Well Rehabilitation 1
512
TotalSourceProject #Priority 2017 2018 2019 2020 2021
5,110,425366,900 1,442,575 922,600 988,350 1,390,000WATER FUND Total
162,209,03349,449,954 34,513,084 19,771,475 22,858,225 35,616,295GRAND TOTAL
513
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
Total20172018201920202021Expenditures
190,500190,500PLANNING/DESIGN
1,047,8001,047,800CONSTRUCTION
1,238,300 1,238,300Total
Total20172018201920202021Funding Sources
123,830123,830AIRPORT FUND
1,114,4701,114,470FEDERAL GRANTS
1,238,300 1,238,300Total
514
Project Summary by Name
Description
Airfield Pavement Rehabilitation - Phase 2 of 2 Phase 1 completed in 2016.
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 %30%
GRANTEE IDOT
TIF DISTRICT None
SCORE 70
Status Active
Total20172018201920202021Expenditures
48,00048,000PLANNING/DESIGN
238,000238,000CONSTRUCTION
286,000 286,000Total
Prior
250,000
Total
Total20172018201920202021Funding Sources
85,80085,800AIRPORT FUND
200,200200,200OTHER STATE GRANTS
286,000 286,000Total
Prior
250,000
Total
515
Project Summary by Name
Description
Hangar A door replacement; hangar A has 10 doors to be replaced. Phase 1 and 2 will replace approximately 4 doors each pending bids. Phase 3 will replace the
last 2 doors in year 2022.
Project #A3462
Priority Essential (2)
Justification
Hangar building A contains doors that are manual operation on a pulley/counterweight system. These doors are becoming difficult for some tenants to operate, and
are frequently the last hangars to be rented when openings occur. Proposal is to replace the doors with electric motor doors which would enhance the appeal of the
hangar and allow for rates to be in line with other hangars of similar size with motorized doors. Project would not occur without state grant assistance.
Budget Impact/Other
Minor 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:$200,000
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE IDOT
TIF DISTRICT None
SCORE 77
Status Active
Total20172018201920202021Expenditures
33,60016,800 16,800PLANNING/DESIGN
166,40083,200 83,200CONSTRUCTION
100,000 100,000 200,000Total
Total20172018201920202021Funding Sources
60,00030,000 30,000AIRPORT FUND
140,00070,000 70,000OTHER STATE GRANTS
100,000 100,000 200,000Total
516
Project Summary by Name
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
Total20172018201920202021Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20172018201920202021Funding 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 feet.
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
Total20172018201920202021Expenditures
235,000235,000PLANNING/DESIGN
935,000935,000CONSTRUCTION
1,170,000 1,170,000Total
Total20172018201920202021Funding Sources
117,000117,000AIRPORT FUND
1,053,0001,053,000FEDERAL GRANTS
1,170,000 1,170,000Total
517
Project Summary by Name
Description
Extend South Hangar Taxilane east to accommodate construction of 100x100 hangar building.
Project #A3467
Priority Critical (1)
Justification
Airport agreed to extend taxiway as part of land lease for construction of a 100' x 100' aircraft hangar. Project is supported by IDOT Grant.
Budget Impact/Other
Additional square footage for snow removal, weed control, pavement maintenance. Minimal impact on immediate budget, but would increase costs as pavement
ages. Costs are offset by ground lease for hangar and additional fuel sales generated by additional based aircraft. Overall impact is negligible.
Useful Life 50 years
Project Name Airport South Taxiway Extension
Category Airport
Type One Phase
Total Project Cost:$114,550
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE IDOT
TIF DISTRICT None
SCORE 61
Status Active
Total20172018201920202021Expenditures
19,00019,000PLANNING/DESIGN
95,55095,550CONSTRUCTION
114,550 114,550Total
Total20172018201920202021Funding Sources
34,36534,365AIRPORT FUND
80,18580,185OTHER STATE GRANTS
114,550 114,550Total
Description
Install restroom facilities in the North T-hangars for use by tenants.
Project #A3468
Priority Efficiency Improvement (3)
Justification
Tenents have requested the facilities over the years. Airport installed a public restroom in the Hangar L project which was on the south side of the airport.
Budget Impact/Other
There will be an increase in janitorial service and maintenance costs. The estimated increase in operating expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name North T-Hangar Restrooms
Category Airport
Type One Phase
Total Project Cost:$80,125
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE IDOT
TIF DISTRICT None
SCORE 55
Status Active
Total20172018201920202021Expenditures
12,50012,500PLANNING/DESIGN
67,62567,625CONSTRUCTION
80,125 80,125Total
Total20172018201920202021Funding Sources
24,03724,037AIRPORT FUND
56,08856,088OTHER STATE GRANTS
80,125 80,125Total
518
Project Summary by Name
Description
Replace and upgrade Airport Tractor w/ Blade and Loader attachements, per replacement schedule with Equipment Division.
Project #A3469
Priority Critical (1)
Justification
Airport revised equipment replacement schedule with Equipment division to replace equipment over 10 year period. Tractor was listed first due to existing
maintenance and upkeep issues.
Budget Impact/Other
The overall operating costs should be neutral. There will be reduced maintenance costs on new the equipment, but a higher replacement cost to the replacement
schedule.
Useful Life 10 years
Project Name Airport Tractor Replacement
Category Airport
Type One Phase
Total Project Cost:$80,000
Contact Michael Tharp
Department AIRPORT
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 50
Status Active
Total20172018201920202021Expenditures
80,00080,000EQUIPMENT
80,000 80,000Total
Total20172018201920202021Funding Sources
56,00056,000AIRPORT FUND
56,000 56,000Total
Prior
24,000
Total
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:$400,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20172018201920202021Expenditures
250,00050,000 50,000 50,000 50,000 50,000CONSTRUCTION
50,000 50,000 50,000 50,000 50,000 250,000Total
Prior
150,000
Total
Total20172018201920202021Funding 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
150,000
Total
519
Project Summary by Name
Description
The first phase of the project was in 2016 to design the final system with input from outside vendors to ensure the best solution without wasted resources. Phase
two in 2017 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 Information Technology Servic
Type One Phase
Total Project Cost:$550,000
Contact Dennis Bockenstedt
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20172018201920202021Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Prior
50,000
Total
Total20172018201920202021Funding Sources
500,000500,000ITS FUND
500,000 500,000Total
Prior
50,000
Total
520
Project Summary by Name
Description
Replacement of Fire Department equipment:
2019 Fire Pumper #355, Fire Pumper #351
2020 Scotty House
2021 Fire Pumper/Aerial #358
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. Fleet Management Scoring evaluations indicate Reserve Fire Pumpers remain serviceable and in good
condition. The department recommends revising the Fire Pumper replacement schedule, moving the replacement of #351 to 2019, and purchasing two Fire
Pumpers in 2019. Fire Pumper/Aerial #358 is scheduled for replacement in calendar year 2021.
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:$3,150,000
Contact John Grier
Department FIRE
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
3,150,0001,790,000 60,000 1,300,000EQUIPMENT
1,790,000 60,000 1,300,000 3,150,000Total
Total20172018201920202021Funding Sources
60,00060,000GENERAL FUND
2,560,0001,490,000 1,070,000GO BONDS
530,000300,000 230,000UNIVERSITY OF IOWA
1,790,000 60,000 1,300,000 3,150,000Total
521
Project Summary by Name
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 #Y4436
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:$700,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
700,000700,000CONSTRUCTION
700,000 700,000Total
Prior
700,000
Total
522
Project Summary by Name
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
Total20172018201920202021Expenditures
250,000250,000EQUIPMENT
250,000 250,000Total
Total20172018201920202021Funding Sources
150,000150,000CONTRIBUTIONS &
DONATIONS
100,000100,000GENERAL FUND
250,000 250,000Total
523
Project Summary by Name
Description
A multi-phase project to replace carpeting and some furnishings in large areas of the Library. This project could be done in 1, 2, or 3 years. First floor has 31,000
square feet of carpet, 2nd floor has 39,000. Architects estimates in today's dollars for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, contingency,
and phasing is $819,000. Some areas will not be recarpeted. In addition, some of the original furnishings, including all of the public access internet stations need
replacing.
Project #R4343
Priority Essential (2)
Justification
Since the building opened in 2004, 8,435,590 people have come through the doors (this number will easily surpass 10M before this project begins). The Library is a
heavily visited public space in the heart of downtown, ongoing investment to keep the building looking good is necessary.
Budget Impact/Other
This project will save minor costs associated with carpet repair but is less than $10,000/year.
Useful Life 15 years
Project Name Library Carpet and Furnishings Replacement
Category Library
Type Multi-Phase
Total Project Cost:$400,000
Contact Susan Craig
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 33
Status Active
Total20172018201920202021Expenditures
400,000400,000EQUIPMENT
400,000 400,000Total
Total20172018201920202021Funding Sources
400,000400,000GO BONDS
400,000 400,000Total
524
Project Summary by Name
Description
Reconfigure two internal areas in the library involves minor construction and new furnishings. Half of funding is from contributions in the Library gifts fund in the
General Fund.
Project #R4344
Priority Essential (2)
Justification
The Library Computer Lab area is 14 years old and in need of significant redesign. It was orignally planned just as a classroom with fixed furniture and once-size-
fits-all computer stations. More space will be gained by removing a wall, and more flexibility will result from improved access to electricity and data connections.
Furnishings and equipment will be upgraded to allow a better and more varied user experience. In the Children's Room, a back corner will be reconfigured with new
furnishings, storage, carpet, and electrical access to provide a modern space designed especially for upper elementary school-age children.
Budget Impact/Other
This reconfiguration will not have a significant impact on the operating budget.
Useful Life 15 years
Project Name Reconfigure Computer Lab & Children's Room
Category Library
Type One Phase
Total Project Cost:$200,000
Contact Susan Craig
Department LIBRARY
MATCH %50%
GRANTEE LIBRARY DONATIONS
TIF DISTRICT None
SCORE 54
Status Active
Total20172018201920202021Expenditures
15,00015,000PLANNING/DESIGN
120,000120,000CONSTRUCTION
65,00065,000EQUIPMENT
200,000 200,000Total
Total20172018201920202021Funding Sources
100,000100,000GENERAL FUND
100,000100,000GO BONDS
200,000 200,000Total
525
Project Summary by Name
Description
Anticipated uses include preliminary / conceptual design of Gilbert St improvements, preliminary / conceptual design of Capitol St - Kirkwood Ave connection
street, streetscape design, and final design of Riverfront Crossing Park.
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
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 John Yapp
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
SCORE 50
Status Active
Total20172018201920202021Expenditures
150,000150,000CONTINGENCY
150,000 150,000Total
Prior
350,000
Total
Total20172018201920202021Funding Sources
150,000150,000GO BONDS
150,000 150,000Total
Prior
350,000
Total
Description
This is an unspecified annual 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 20 years
Project Name Climate Action Plan Implementation
Category Development Services
Type Annual
Total Project Cost:$750,000
Contact Geoff Fruin
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 46
Status Active
Total20172018201920202021Expenditures
750,000150,000 150,000 150,000 150,000 150,000CONSTRUCTION
150,000 150,000 150,000 150,000 150,000 750,000Total
Total20172018201920202021Funding Sources
750,000150,000 150,000 150,000 150,000 150,000GO BONDS
150,000 150,000 150,000 150,000 150,000 750,000Total
526
Project Summary by Name
Description
This project upgrades the city's current permitting software, Tidemark.
Project #G4720
Priority Critical (1)
Justification
The software provider (Accela) is no longer providing enhancements or upgrades to Tidemark. The current Tidemark software is being scheduled for replacement.
Tidemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will
be needed allowing us to meet client expectations for future development and building approval processes. It is also a goal for permitting software to better integrate
with other city software systems.
Budget Impact/Other
The overall impact on the operating budget will be the cost of software maintenance and support which is estimated to be up to $25,000 per year.
Useful Life 10 years
Project Name Permitting Software Upgrade
Category Development Services
Type One Phase
Total Project Cost:$600,000
Contact John Yapp
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
600,000600,000OTHER
600,000 600,000Total
Total20172018201920202021Funding Sources
500,000500,000GO BONDS
500,000 500,000Total
Prior
100,000
Total
Description
Phase 2 - remodeling of lower level (MPOJC) of City Hall which includes the addition of a conference room and carpeting. Phase 1 - remodeling of second floor
offices - was completed in 2015.
Project #G4721
Priority Essential (2)
Justification
Necessary to complete the integration of Planning and HIS 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 MPOJC
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
Total20172018201920202021Expenditures
10,00010,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
10,00010,000CONTINGENCY
150,000 150,000Total
Prior
341,299
Total
Total20172018201920202021Funding Sources
150,000150,000GO BONDS
150,000 150,000Total
Prior
341,299
Total
527
Project Summary by Name
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:$687,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
500,000100,000 100,000 100,000 100,000 100,000CONSTRUCTION
100,000 100,000 100,000 100,000 100,000 500,000Total
Prior
187,000
Total
Total20172018201920202021Funding 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
187,000
Total
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:$150,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 68
Status Active
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding 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
528
Project Summary by Name
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 20 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
Total20172018201920202021Expenditures
191,070191,070CONSTRUCTION
191,070 191,070Total
Total20172018201920202021Funding Sources
130,480130,480GO BONDS
60,59060,590PARK DEDICATION FEES
191,070 191,070Total
Description
Mill and resurface with 2" asphalt overlay on 19,090sf of road in the cemtery. Will continue with plans to mill/resurface/general road repair every 2 years.
Project #R4145
Priority Critical (1)
Justification
Cemetery roads recently reviewed by City Engineering staff for condition and priority for maintenace/resurfacing. The cemetery has not had an overlay project
since 2011 and there are stretches of road that have excessive cracking and damage.
Budget Impact/Other
This project would slightly reduce maintenance costs of the roadways by replacing old asphalt. The estimated annual savings is less than $10,000 per year.
Useful Life 15 years
Project Name Cemetery Road Asphalt Overlay
Category Cemetery
Type Multi-Phase
Total Project Cost:$50,000
Contact Russell Buffington
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 35
Status Active
Total20172018201920202021Expenditures
50,00050,000CONSTRUCTION
50,000 50,000Total
Total20172018201920202021Funding Sources
50,00050,000GO BONDS
50,000 50,000Total
529
Project Summary by Name
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 Multi-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
Total20172018201920202021Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Prior
500,000
Total
Total20172018201920202021Funding Sources
500,000500,000GO BONDS
500,000 500,000Total
Prior
500,000
Total
530
Project Summary by Name
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:$425,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 67
Status Active
Total20172018201920202021Expenditures
275,00075,000 50,000 50,000 50,000 50,000CONSTRUCTION
75,000 50,000 50,000 50,000 50,000 275,000Total
Prior
150,000
Total
Total20172018201920202021Funding Sources
275,00075,000 50,000 50,000 50,000 50,000GENERAL FUND
75,000 50,000 50,000 50,000 50,000 275,000Total
Prior
150,000
Total
531
Project Summary by Name
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:$350,000
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding 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
This project will include the use of existing plans and new consultant plans for the re-development of the park and trail system. The project will also include
wayfinding, amenity 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 improve the current trails and bridges allowing for more efficient maintenance of the park. Project is budget nuetral for the operating budget.
Useful Life 40 Years
Project Name Hickory Hill Park & Trail Redesign & Development
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$600,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 54
Status Active
Total20172018201920202021Expenditures
400,000400,000CONSTRUCTION
400,000 400,000Total
Prior
200,000
Total
Total20172018201920202021Funding Sources
400,000400,000GO BONDS
400,000 400,000Total
Prior
200,000
Total
532
Project Summary by Name
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
Total20172018201920202021Expenditures
75,00075,000PLANNING/DESIGN
678,000678,000CONSTRUCTION
753,000 753,000Total
Total20172018201920202021Funding Sources
253,000253,000GO BONDS
500,000500,000OTHER STATE GRANTS
753,000 753,000Total
Description
Develop a management plan to incorporate and maintain alternative plantings in non-parkland areas.
Project #R4226
Priority Efficiency Improvement (3)
Justification
During the past two decades the Parks division has absorbed maintenance responsibilities for approximately 200 acres of non-parkland. This would allow for a
more sustainable level of service, either internally or contracted.
Budget Impact/Other
The addition of the roadway vegetation would reduce the annual maintenance costs for the non-park land. The estimated reduction in annual operating costs is less
than $10,000.
Useful Life 20 years
Project Name Sustainable Roadway Vegetation Management Program
Category Parks Maintenance
Type Annual
Total Project Cost:$135,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 49
Status Active
Total20172018201920202021Expenditures
85,00025,000 15,000 15,000 15,000 15,000CONSTRUCTION
25,000 15,000 15,000 15,000 15,000 85,000Total
Prior
50,000
Total
Total20172018201920202021Funding Sources
85,00025,000 15,000 15,000 15,000 15,000GENERAL FUND
25,000 15,000 15,000 15,000 15,000 85,000Total
Prior
50,000
Total
533
Project Summary by Name
Description
Construction of trail extension along Hwy 6 between Sycamore Street and Heinz Road and along First Avenue from the south side of Hwy 6 to Lower Muscatine
Road.
Project #R4227
Priority Non-essential (5)
Justification
This project is an extension of the Hwy 6 Trail and is an integral piece of the planned trail network. The project appears in MPOJC documents as a 'future' trail and
also appears in the adopted 2009 Metropolitan Bicycle Master Plan. This project also meets the Council's Strategic Plan goal of 'Fostering Healthy Neighborhoods'
by substantially improving the trail network. NOTE: If project extent is limited between Sycamore-Lakeside cost reduced to $1,308,430.
Budget Impact/Other
This project will add an additional 6,800 feet of trail (approximate) to the Parks & Recreation Department snow plowing, mowing, and general maintenance
expenses. Additional operating expenditures are estimated to be less than $10,000 per year.
Useful Life 40 Years
Project Name Hwy 6 Trail - Sycamore to Heinz
Category Parks Maintenance
Type One Phase
Total Project Cost:$1,899,920
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
SCORE 39
Status Active
Total20172018201920202021Expenditures
1,727,2001,727,200CONSTRUCTION
172,720172,720CONTINGENCY
1,899,920 1,899,920Total
Total20172018201920202021Funding Sources
1,000,0001,000,000FEDERAL GRANTS
899,920899,920GO BONDS
1,899,920 1,899,920Total
Description
This project is a multi-phase project. In 2015, a master plan for these two parks was completed along with the construction of a Splash Pad. The 2018
improvements include the continuation of renovations by completing stream bank restoration and renovating Willow Creek playground, restrooms, and shelters.
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 action is nuetral to the operating budget as it replaces/updates current facilties.
Useful Life 20 years
Project Name Willow Crk/Kiwanis Park Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$750,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 58
Status Active
Total20172018201920202021Expenditures
350,000350,000CONSTRUCTION
350,000 350,000Total
Prior
400,000
Total
Total20172018201920202021Funding Sources
350,000350,000GO BONDS
350,000 350,000Total
Prior
400,000
Total
534
Project Summary by Name
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:$425,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20172018201920202021Expenditures
325,00065,000 65,000 65,000 65,000 65,000CONSTRUCTION
65,000 65,000 65,000 65,000 65,000 325,000Total
Prior
100,000
Total
Total20172018201920202021Funding Sources
325,00065,000 65,000 65,000 65,000 65,000GENERAL FUND
65,000 65,000 65,000 65,000 65,000 325,000Total
Prior
100,000
Total
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 Kumi Morris
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 26
Status Active
Total20172018201920202021Expenditures
240,000240,000CONSTRUCTION
240,000 240,000Total
Prior
295,000
Total
Total20172018201920202021Funding Sources
240,000240,000GO BONDS
240,000 240,000Total
Prior
295,000
Total
535
Project Summary by Name
Description
Remodel first floor lobby area of the Robert A. Lee Recreation Center 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 estimated impact
on the operating budget is less than $10,000.
Useful Life 20 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
Total20172018201920202021Expenditures
15,00015,000PLANNING/DESIGN
145,000145,000CONSTRUCTION
160,000 160,000Total
Total20172018201920202021Funding Sources
160,000160,000GO BONDS
160,000 160,000Total
536
Project Summary by Name
Description
This project is part of the downtown streetscape master plan. This project updates the Blackhawk mini park and 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 gather space.
Budget Impact/Other
This project should increase operating expenditures due to the addition of new amenities which should be partially offset by 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 Pedestrian Mall Reconstruction
Category Parks Maintenance
Type One Phase
Total Project Cost:$6,950,000
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 70
Status Active
Total20172018201920202021Expenditures
720,000720,000PLANNING/DESIGN
5,200,0002,600,000 2,600,000CONSTRUCTION
400,000200,000 200,000INSPECTION
400,000200,000 200,000ADMINISTRATION
230,00030,000 100,000 100,000CONTINGENCY
750,000 3,100,000 3,100,000 6,950,000Total
Total20172018201920202021Funding Sources
6,950,000750,000 3,100,000 3,100,000GO BONDS
750,000 3,100,000 3,100,000 6,950,000Total
537
Project Summary by Name
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 20 years
Project Name Creekside Park Redevelopment
Category Parks Maintenance
Type One Phase
Total Project Cost:$328,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 58
Status Active
Total20172018201920202021Expenditures
28,00028,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
28,000 300,000 328,000Total
Total20172018201920202021Funding Sources
328,000328,000GO BONDS
328,000 328,000Total
Description
Develop newly acquired park land located near Huntington and Cardingan Lane with playground, shelter, and paths.
Project #R4345
Priority Essential (2)
Justification
This area of Iowa City is continuing to develop with multi-family housing surrounding three sides of this new park.
Budget Impact/Other
This project will increase the annual operating expenditures due to the additional shelter and playground. The estimated increase is less than $10,000 per year.
Useful Life 20 years
Project Name Cardigan Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$170,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 44
Status Active
Total20172018201920202021Expenditures
20,00020,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
170,000 170,000Total
Total20172018201920202021Funding Sources
150,000150,000GO BONDS
20,00020,000PARK DEDICATION FEES
170,000 170,000Total
538
Project Summary by Name
Description
New park development on Open Space Land Dedication near Slothhower & Rhohret Rd.
Project #R4346
Priority Essential (2)
Justification
As neighborhoods are developed in this area, park amenities will be needed to serve the residents.
Budget Impact/Other
This project will incresae operating expenditures due to the addition of new park amenities and finished park land. The estimated increase in operating
expenditures is $20,000.
Useful Life 40 Years
Project Name New West Side Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$300,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 24
Status Active
Total20172018201920202021Expenditures
300,000300,000CONSTRUCTION
300,000 300,000Total
Total20172018201920202021Funding Sources
300,000300,000GO BONDS
300,000 300,000Total
Description
Expansion of the parking areas with addition of 100 parking spaces at the Terry Trueblood Recreation Area lodge and lake.
Project #R4347
Priority Essential (2)
Justification
Terry Trueblood Recreaton Area fulfills the Park Master Plan goal for large community gathering space - except for the number of parking spaces available. Adding
additional parking spaces will increase the capacity of this park for large events and rentals. The popularity of the lodge and lake has made it apparent that
expanded parking on the north end of the park is needed. Parking space capacity and damage to non-parking areas due to overflow parking is continually an issue
during our active season. The original design plans for area allowed for expanded parking areas in the future.
Budget Impact/Other
This improvement has the potential to increase revenue from shelter and Terry Trueblood Recreaton Area lodge rentals; however, may require additional
maintenance for the new pavement. The estimated increase in operating expenditures is less than $10,000 per year which may be offset by increased revenues.
Useful Life 40 Years
Project Name Terry Trueblood Recreation Area Parking Expansion
Category Parks Maintenance
Type One Phase
Total Project Cost:$225,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20172018201920202021Expenditures
225,000225,000CONSTRUCTION
225,000 225,000Total
Total20172018201920202021Funding Sources
225,000225,000GO BONDS
225,000 225,000Total
539
Project Summary by Name
Description
Replacement of current outdated playground with young child playground and picnic shelter.
Project #R4348
Priority Essential (2)
Justification
Parks Master Plan calls for more services in low income neighborhoods. This project would construct an updated small child playground and shelter in a location
that would achieve better ADA acessibility. The small child focus has been chosed to compliment the larger, older children playground available at adjacent school.
Budget Impact/Other
This action is nuetral to the operating budget as it replaces/updates current facilties.
Useful Life 20 years
Project Name Fairmeadows Playground and Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$75,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 67
Status Active
Total20172018201920202021Expenditures
75,00075,000CONSTRUCTION
75,000 75,000Total
Total20172018201920202021Funding Sources
75,00075,000GO BONDS
75,000 75,000Total
Description
Replacement of outdated restroom, shelter and playground. Install a "destination playground".
Project #R4349
Priority Essential (2)
Justification
2008 Park Master plan calls for more services in lower income neighborhoods. Renovating the restroom and shelter at Wetherby will keep this park and active asset
for community use and engagement in the SE District. It is also the last in the Park system to have funding designated for upgrading to the new restroom and
shelter design.
Budget Impact/Other
This action is nuetral to the operating budget as it replaces/updates current facilties.
Useful Life 20 years
Project Name Wetherby Bathroom and Shelter Upgrades
Category Parks Maintenance
Type One Phase
Total Project Cost:$300,000
Contact Zachary Hall
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 64
Status Active
Total20172018201920202021Expenditures
300,000300,000CONSTRUCTION
300,000 300,000Total
Total20172018201920202021Funding Sources
300,000300,000GO BONDS
300,000 300,000Total
540
Project Summary by Name
Description
Develop restroom, shelter and playground near community gardens at Chadek Green Park.
Project #R4350
Priority Essential (2)
Justification
Fosters healthy neighborhoods and grows local foods economy by adding user requested ammenities to this large community garden site. These improvement also
add park amenities to the Central District which has fewer than other districts.
Budget Impact/Other
This project will increase the annual operating expenditures due to the additional restroom, shelter and playground. The estimated increase is less than $10,000 per
year.
Useful Life 20 years
Project Name Chadek Green Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$175,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 44
Status Active
Total20172018201920202021Expenditures
25,00025,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
175,000 175,000Total
Total20172018201920202021Funding Sources
175,000175,000GO BONDS
175,000 175,000Total
541
Project Summary by Name
Description
The 2014 ADA survey of the Robert A. Lee Recreation Center facility indicated a number of code issues, including restroom and locker room accommodations,
handrails, interior space issues, signage and furnishings. This project would bring the facility up to current ADA, mechanical and plumbing codes, and modernize
the 1960 design to current public needs and enhance operational efficiencies. The project will also address the two level multiple entry problems and involve
remodeling the second level to address ADA code matters with offices and workspaces. A large part of the work would also involve replacing the corroded cast
iron plumbing systems from the boiler room to the locker rooms and restrooms.
Project #R4351
Priority Critical (1)
Justification
The Robert A. Lee 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. The ADA updates and mechanical updates are a critical need
for the facility to continue to provide appropriate services to our community.
Budget Impact/Other
This project would reduce maintenance and repair expenditures due to the replacement of older infrastructure. The estimated annual reduced operating expenditures
is less than $10,000 per year.
Useful Life 25 years
Project Name Recreation Center ADA Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$700,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 84
Status Active
Total20172018201920202021Expenditures
45,00045,000PLANNING/DESIGN
625,000625,000CONSTRUCTION
30,00030,000CONTINGENCY
700,000 700,000Total
Total20172018201920202021Funding Sources
700,000700,000GO BONDS
700,000 700,000Total
542
Project Summary by Name
Description
This project would include the replacement of the two pool bulkheads, tile deck, dive stands, and the renovation of the women's locker room from a shared shower
space to two separate shower spaces.
Project #R4352
Priority Efficiency Improvement (3)
Justification
The bulkheads have passed their life expectancy and have become mostly inoperatable. The tiles on the deck have become chipped and worn to the point that yearly
replacements are no longer cost effective. The recommendation is to replace the tile deck with flooring consistant with the RAL pool which is easier to maintain
and clean. The current layout of the women's locker room is inefficient for operations. The change in the locker room layout will provide better access for patrons
with special needs and their aids.
Budget Impact/Other
These renovations will be budget nuetral to the operating budget.
Useful Life 25 years
Project Name Mercer Park Pool Improvements
Category Recreation
Type One Phase
Total Project Cost:$530,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 61
Status Active
Total20172018201920202021Expenditures
10,00010,000PLANNING/DESIGN
485,000485,000CONSTRUCTION
35,00035,000OTHER
530,000 530,000Total
Total20172018201920202021Funding Sources
530,000530,000GO BONDS
530,000 530,000Total
543
Project Summary by Name
Description
This project would reconfigure ball diamond #4 at Mercer Park to reallign the field to a NW oreintation. This would include replacement of the existing field,
fencing, and spectator areas. It would also require the repositioning of the existing field lights.
Project #R4353
Priority Efficiency Improvement (3)
Justification
The current configuration is inconsistant with the other three diamonds in the park. It would allow for increase playability and ease of maintenance.
Budget Impact/Other
A renovate field with better configuration would lead to more rentals. Increase in revenue would be less than $10,000.
Useful Life 20 years
Project Name Mercer Park Ball Diamond #4 Renovation
Category Recreation
Type One Phase
Total Project Cost:$374,000
Contact Chad Dyson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 27
Status Active
Total20172018201920202021Expenditures
17,00017,000PLANNING/DESIGN
340,000340,000CONSTRUCTION
17,00017,000CONTINGENCY
374,000 374,000Total
Total20172018201920202021Funding Sources
374,000374,000GO BONDS
374,000 374,000Total
Description
Shop roof replacement - incluces additional 1.5 inch of insulation and installing a fully adhered 60 mil EPDM roof.
Project #R4354
Priority Essential (2)
Justification
Current flat roof was installed in 2000 with a 10 year material warranty and a 15 year workmanship warranty. Recently inspected with need for replacement.
Budget Impact/Other
This project will slightly decrease maintenance and repair expenditures. The estimated annual savings is less than $10,000.
Useful Life 20 years
Project Name Cemetery Shop Roof Replacement
Category Cemetery
Type One Phase
Total Project Cost:$51,750
Contact Russell Buffington
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 29
Status Active
Total20172018201920202021Expenditures
6,7506,750PLANNING/DESIGN
45,00045,000CONSTRUCTION
51,750 51,750Total
Total20172018201920202021Funding Sources
51,75051,750GENERAL FUND
51,750 51,750Total
544
Project Summary by Name
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:$135,084
Contact Bill Campbell
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 46
Status Active
Total20172018201920202021Expenditures
135,084135,084CONSTRUCTION
135,084 135,084Total
Total20172018201920202021Funding Sources
135,084135,084GO BONDS
135,084 135,084Total
545
Project Summary by Name
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
Total20172018201920202021Expenditures
25,00025,000PLANNING/DESIGN
350,000350,000CONSTRUCTION
375,000 375,000Total
Total20172018201920202021Funding Sources
375,000375,000STORM WATER FUND
375,000 375,000Total
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
Total20172018201920202021Expenditures
350,000350,000CONSTRUCTION
350,000 350,000Total
Prior
25,000
Total
Total20172018201920202021Funding Sources
350,000350,000STORM WATER FUND
350,000 350,000Total
Prior
25,000
Total
546
Project Summary by Name
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:$1,440,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 51
Status Active
Total20172018201920202021Expenditures
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
Prior
240,000
Total
Total20172018201920202021Funding 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
Prior
240,000
Total
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
Total20172018201920202021Expenditures
75,00075,000PLANNING/DESIGN
525,000525,000CONSTRUCTION
50,00050,000INSPECTION
100,000100,000CONTINGENCY
75,000 675,000 750,000Total
Total20172018201920202021Funding Sources
750,00075,000 675,000STORM WATER FUND
75,000 675,000 750,000Total
547
Project Summary by Name
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 will be higher due to an increase in the cost of insurance and utilities. The facility should be create better operational
efficiencies. The net impact on operations is an increase of expenditures between $50,000 and $100,000 per year.
Useful Life 40 Years
Project Name Public Works Facility
Category Public Works Administration
Type One Phase
Total Project Cost:$12,000,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 47
Status Active
Total20172018201920202021Expenditures
700,000700,000PLANNING/DESIGN
10,600,0003,750,000 6,850,000CONSTRUCTION
200,000200,000INSPECTION
500,000500,000CONTINGENCY
4,450,000 7,550,000 12,000,000Total
Total20172018201920202021Funding Sources
1,100,0001,100,000EQUIPMENT FUND
2,500,0002,500,000GENERAL FUND
1,400,000700,000 700,000GO BONDS
2,500,0002,500,000LANDFILL FUND
500,000500,000REFUSE COLLECTION FUND
2,000,0001,000,000 1,000,000ROAD USE TAX FUND
1,000,0001,000,000SALE OF LAND
300,000300,000STORM WATER FUND
500,000500,000WATER FUND
4,200,000 7,600,000 11,800,000Total
Prior
200,000
Total
548
Project Summary by Name
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
Total20172018201920202021Expenditures
1,434,0001,434,000CONSTRUCTION
1,434,000 1,434,000Total
Prior
120,714
Total
Total20172018201920202021Funding Sources
1,434,0001,434,000GO BONDS
1,434,000 1,434,000Total
Prior
120,714
Total
549
Project Summary by Name
Description
Riverside Drive streetscape improvements includes consolidation of driveways, undergrounding utilities, and installing sidewalks and landscaping. Installs
streetscape, per Phase I of the Riverside Drive Streetscape Master Plan, from along the west side of Riverside Drive from Myrtle Avenue to Benton Street and
around the corner from Benton to Orchard Street. Project will be done in concert with the pedestrian tunnel through RR embankment and Myrtle Street intersection
signalization and improvements. Riverside Drive Streetscape Master Plan was completed in 2015.
Project #P3977
Priority Aesthetic Improvement (4)
Justification
Implements Phase I of the Riverfront Crossings plan. Supports redevelpment of commerical and residential properties along Riverside Drive and adjacent to the
Iowa River. Enhances entryway to Miller Orchard Neighborhood on Benton Street and the south entrance to the University of Iowa on Riverside Drive. Improves
traffic safety and provides for complete streets by adding sidewalks where they are missing and improving sidewalks where they are inadequate.
Budget Impact/Other
This project will increase operating costs due to the addition of a new landscaping that requires maintenance. The estimated increase in operating expenses is less
than $10,000 per year.
Useful Life 50 years
Project Name Riverside Drive Streetscape Improvements
Category Public Works Administration
Type Multi-Phase
Total Project Cost:$896,000
Contact Karen Howard
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 57
Status Active
Total20172018201920202021Expenditures
821,000616,000 205,000CONSTRUCTION
616,000 205,000 821,000Total
Prior
75,000
Total
Total20172018201920202021Funding Sources
821,000616,000 205,000GO BONDS
75,00075,000TAX INCREMENT FINANCING
691,000 205,000 896,000Total
550
Project Summary by Name
Description
Final design for and stabilization of the west bank of the Iowa River from Benton Street to Hwy 6 and completion of the trail connection. Original design for trail
project was completed by Shive-Hattery in 1997. Feasibility level study and Class 4 opinion of probable cost for bank stabilization completed by McLaughlin
Whitewater Design Group based on survey work completed by Shoemaker & Haaland in 2013.
Project #P3981
Priority Critical (1)
Justification
In 2013, as part of the Iowa River Restoration Project, Shoemaker & Haaland surveyed sections of the damaged west bank to aerial topography from Ayres study
after 2008 flood. Drastic bank erosion has occurred since 2008 (17 feet horizontally and 10 feet vertically). Loss of armoring and vegetation after 2008 flood leaves
much the west bank highly susceptible to further erosion, threatening existing commercial buildings, health of the aquatic environment, and reduces the potential
for a trail connection. Increased frequency and severity of flooding along the Iowa River will likely increase the pace of erosion.
Budget Impact/Other
This project will have an increase in operating expenditures for the addition of new infrastructure. The estimated increase in annual expenditures is less than
$10,000 per year.
Useful Life 40 Years
Project Name West Riverbank Stabilization and trail
Category Public Works Administration
Type One Phase
Total Project Cost:$4,400,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 66
Status Active
Total20172018201920202021Expenditures
4,400,000400,000 4,000,000CONSTRUCTION
400,000 4,000,000 4,400,000Total
Total20172018201920202021Funding Sources
4,400,000400,000 4,000,000GO BONDS
400,000 4,000,000 4,400,000Total
551
Project Summary by Name
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:$51,794,624
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE EDA/STP
TIF DISTRICT None
SCORE 71
Status Active
Total20172018201920202021Expenditures
39,882,87630,000,000 9,882,876CONSTRUCTION
2,084,7061,250,000 834,706INSPECTION
1,100,000750,000 350,000CONTINGENCY
32,000,000 11,067,582 43,067,582Total
Prior
8,727,042
Total
Total20172018201920202021Funding Sources
7,699,6657,699,665FEDERAL GRANTS
8,000,0002,500,000 5,500,000GO BONDS
18,262,59518,262,595LOCAL OPTION SALES TAX
500,000500,000STORM WATER FUND
4,000,0002,000,000 2,000,000WASTEWATER FUND
30,462,260 8,000,000 38,462,260Total
Prior
13,332,364
Total
552
Project Summary by Name
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:$1,050,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
750,000150,000 150,000 150,000 150,000 150,000EQUIPMENT
150,000 150,000 150,000 150,000 150,000 750,000Total
Prior
300,000
Total
Total20172018201920202021Funding 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
300,000
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:$135,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
85,00025,000 15,000 15,000 15,000 15,000CONSTRUCTION
25,000 15,000 15,000 15,000 15,000 85,000Total
Prior
50,000
Total
Total20172018201920202021Funding Sources
85,00025,000 15,000 15,000 15,000 15,000ROAD USE TAX FUND
25,000 15,000 15,000 15,000 15,000 85,000Total
Prior
50,000
Total
553
Project Summary by Name
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:$155,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
105,00025,000 20,000 20,000 20,000 20,000CONSTRUCTION
25,000 20,000 20,000 20,000 20,000 105,000Total
Prior
50,000
Total
Total20172018201920202021Funding Sources
105,00025,000 20,000 20,000 20,000 20,000ROAD USE TAX FUND
25,000 20,000 20,000 20,000 20,000 105,000Total
Prior
50,000
Total
Description
Annual 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:$700,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 65
Status Active
Total20172018201920202021Expenditures
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
200,000
Total
Total20172018201920202021Funding 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
200,000
Total
554
Project Summary by Name
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
Total20172018201920202021Expenditures
80,00020,000 15,000 15,000 15,000 15,000CONSTRUCTION
20,000 15,000 15,000 15,000 15,000 80,000Total
Prior
40,000
Total
Total20172018201920202021Funding Sources
80,00020,000 15,000 15,000 15,000 15,000ROAD USE TAX FUND
20,000 15,000 15,000 15,000 15,000 80,000Total
Prior
40,000
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:$10,848,431
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 65
Status Active
Total20172018201920202021Expenditures
500,000100,000 100,000 100,000 100,000 100,000PLANNING/DESIGN
7,492,6191,299,219 1,398,350 1,498,350 1,598,350 1,698,350CONSTRUCTION
250,00050,000 50,000 50,000 50,000 50,000INSPECTION
250,00050,000 50,000 50,000 50,000 50,000ADMINISTRATION
1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619Total
Prior
2,355,812
Total
Total20172018201920202021Funding Sources
7,910,0001,382,000 1,482,000 1,582,000 1,682,000 1,782,000ROAD USE TAX FUND
582,619117,219 116,350 116,350 116,350 116,350UTILITY FRANCHISE TAX
1,499,219 1,598,350 1,698,350 1,798,350 1,898,350 8,492,619Total
Prior
2,355,812
Total
555
Project Summary by Name
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:$1,263,036
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
873,930175,830 174,525 174,525 174,525 174,525CONSTRUCTION
175,830 174,525 174,525 174,525 174,525 873,930Total
Prior
389,106
Total
Total20172018201920202021Funding Sources
873,930175,830 174,525 174,525 174,525 174,525UTILITY FRANCHISE TAX
175,830 174,525 174,525 174,525 174,525 873,930Total
Prior
389,106
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 20 years
Project Name Annual Complete Streets Improvements
Category Street Operations
Type Annual
Total Project Cost:$900,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 45
Status Active
Total20172018201920202021Expenditures
150,00050,000 25,000 25,000 25,000 25,000PLANNING/DESIGN
750,000250,000 125,000 125,000 125,000 125,000CONSTRUCTION
300,000 150,000 150,000 150,000 150,000 900,000Total
Total20172018201920202021Funding Sources
900,000300,000 150,000 150,000 150,000 150,000ROAD USE TAX FUND
300,000 150,000 150,000 150,000 150,000 900,000Total
556
Project Summary by Name
Description
Biennial 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
Total20172018201920202021Expenditures
200,000100,000 100,000CONSTRUCTION
100,000 100,000 200,000Total
Prior
100,000
Total
Total20172018201920202021Funding Sources
200,000100,000 100,000GO BONDS
100,000 100,000 200,000Total
Prior
100,000
Total
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 20 years
Project Name Burlington & Madison Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$2,537,524
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE TSIP/STP
TIF DISTRICT None
SCORE 72
Status Active
Total20172018201920202021Expenditures
100,000100,000PLANNING/DESIGN
2,200,0002,200,000CONSTRUCTION
100,000100,000INSPECTION
2,400,000 2,400,000Total
Prior
137,524
Total
Total20172018201920202021Funding Sources
1,511,0001,511,000FEDERAL GRANTS
500,000500,000OTHER STATE GRANTS
2,011,000 2,011,000Total
Prior
537,524
Total
557
Project Summary by Name
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:$140,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 40
Status Active
Total20172018201920202021Expenditures
100,00020,000 20,000 20,000 20,000 20,000CONSTRUCTION
20,000 20,000 20,000 20,000 20,000 100,000Total
Prior
40,000
Total
Total20172018201920202021Funding 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
40,000
Total
558
Project Summary by Name
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 %70%
GRANTEE STP
TIF DISTRICT None
SCORE 70
Status Active
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding Sources
100,000100,000CONTRIBUTIONS &
DONATIONS
2,240,6602,240,660FEDERAL GRANTS
5,459,3405,459,340GO BONDS
7,800,000 7,800,000Total
559
Project Summary by Name
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:$1,400,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 60
Status Active
Total20172018201920202021Expenditures
100,00025,000 25,000 25,000 25,000PLANNING/DESIGN
1,000,000300,000 175,000 175,000 175,000 175,000CONSTRUCTION
60,00015,000 15,000 15,000 15,000INSPECTION
140,00035,000 35,000 35,000 35,000ADMINISTRATION
300,000 250,000 250,000 250,000 250,000 1,300,000Total
Prior
100,000
Total
Total20172018201920202021Funding Sources
1,300,000300,000 250,000 250,000 250,000 250,000ROAD USE TAX FUND
300,000 250,000 250,000 250,000 250,000 1,300,000Total
Prior
100,000
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:$500,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20172018201920202021Expenditures
375,00075,000 75,000 75,000 75,000 75,000EQUIPMENT
75,000 75,000 75,000 75,000 75,000 375,000Total
Prior
125,000
Total
Total20172018201920202021Funding 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
125,000
Total
560
Project Summary by Name
Description
Signalization of the Myrtle & Riverside intersection. 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
Total20172018201920202021Expenditures
900,000900,000CONSTRUCTION
900,000 900,000Total
Total20172018201920202021Funding Sources
900,000900,000GO BONDS
900,000 900,000Total
561
Project Summary by Name
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
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding Sources
2,875,0002,875,000GO BONDS
500,000500,000STORM WATER FUND
3,375,000 3,375,000Total
562
Project Summary by Name
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:$1,200,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
SCORE 80
Status Active
Total20172018201920202021Expenditures
125,000125,000PLANNING/DESIGN
875,000875,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
125,000 1,075,000 1,200,000Total
Total20172018201920202021Funding Sources
820,000820,000FEDERAL GRANTS
330,000125,000 205,000ROAD USE TAX FUND
50,00050,000WATER FUND
125,000 1,075,000 1,200,000Total
563
Project Summary by Name
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
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding Sources
930,000930,000FEDERAL GRANTS
1,470,0001,470,000GO BONDS
1,600,0001,600,000OTHER LOCAL
GOVERNMENTS
4,000,000 4,000,000Total
564
Project Summary by Name
Description
This project is part of the downtown streetscape master plan. 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.
Project #S3939
Priority Critical (1)
Justification
Dubuque Street is an important link in Downtown as is often the entry way for visitors into the area. The project will narrow the road creating a more pedestrian
friendly environment and allowing for enhanced retail 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 50 years
Project Name Dubuque Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,364,500
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 61
Status Active
Total20172018201920202021Expenditures
132,000132,000PLANNING/DESIGN
880,500880,500CONSTRUCTION
132,000132,000INSPECTION
220,000220,000CONTINGENCY
1,364,500 1,364,500Total
Total20172018201920202021Funding Sources
1,264,5001,264,500GO BONDS
100,000100,000STORM WATER FUND
1,364,500 1,364,500Total
565
Project Summary by Name
Description
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.
Project #S3940
Priority Essential (2)
Justification
This project is necessary to separate floodable Riverfront Crossings Park from private, developable property. It will also Improve access and traffic circulation in
this area.
Budget Impact/Other
Additional of minimal street milage will add minimally to snow plowing, street maintenance expenses. Estimated annual operating expenditures are less than
$10,000 per year.
Useful Life 50 years
Project Name Kirkwood Avenue to Capitol Street Connection
Category Street Operations
Type One Phase
Total Project Cost:$3,000,000
Contact John Yapp
Department PUBLIC WORKS
MATCH %50%
GRANTEE STP
TIF DISTRICT Riverfront Crossings
SCORE 54
Status Active
Total20172018201920202021Expenditures
3,000,0003,000,000CONSTRUCTION
3,000,000 3,000,000Total
Total20172018201920202021Funding Sources
1,500,0001,500,000FEDERAL GRANTS
1,500,0001,500,000GO BONDS
3,000,000 3,000,000Total
Description
This project will establish a more reliable access to the Peninsula neighborhood by elevating Foster Rd between Laura Drive and No Name road. Design will take
place in 2018.
Project #S3941
Priority Critical (1)
Justification
The Peninsula Neighborhood and surrounding area rely on Foster Road as a single means of access. As this area continues to grow, and threats of severe flooding
occures regularly, maintaining a safe and resilient access to the neighborhood is vital.
Budget Impact/Other
The operating budget should not be affected.
Useful Life 50 years
Project Name Foster Rd Elevation design- Laura Dr to No Name Rd
Category Street Operations
Type One Phase
Total Project Cost:$300,000
Contact Doug Boothroy
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 55
Status Active
Total20172018201920202021Expenditures
300,000300,000PLANNING/DESIGN
300,000 300,000Total
Total20172018201920202021Funding Sources
300,000300,000GO BONDS
300,000 300,000Total
566
Project Summary by Name
Description
This project includes construction items to be completed as a part of the Iowa DOT's 2018 plan to resurface State Jurisdication routes in Iowa City, including
Governor Street from Dodge Street to Burlington and Burlington Street from Van Buren to Governor Street.
Project #S3942
Priority Essential (2)
Justification
These streets are joint jurisdiction roadways, and the City is responsible for some of the repairs included in the project scope. Including these repairs as part of this
project is both economical and efficient due to the scope of the DOT project.
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 Governor Street Overlay
Category Street Operations
Type One Phase
Total Project Cost:$375,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20172018201920202021Expenditures
375,000375,000CONSTRUCTION
375,000 375,000Total
Total20172018201920202021Funding Sources
375,000375,000GO BONDS
375,000 375,000Total
Description
This project includes construction items to be completed as a part of the Iowa DOT's 2018 plan to resurface State Jurisdication routes in Iowa City, including Hwy
6/Riverside Drive from Rocky Shore Drive to Hwy 1/Hwy 6.
Project #S3943
Priority Essential (2)
Justification
These streets are joint jurisdiction roadways, and the City is responsible for some of the repairs included in the project scope. Including these repairs as part of this
project is both economical and efficient due to the scope of the DOT project.
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 Riverside Drive Asphalt Overlay
Category Street Operations
Type One Phase
Total Project Cost:$450,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
SCORE 32
Status Active
Total20172018201920202021Expenditures
450,000450,000CONSTRUCTION
450,000 450,000Total
Total20172018201920202021Funding Sources
450,000450,000GO BONDS
450,000 450,000Total
567
Project Summary by Name
Description
This project will make improvements to the First Avenue and Scott Boulevard intersection, including a proposed roundabout, to improve traffic movement through
the intersection.
Project #S3944
Priority Essential (2)
Justification
The current layout of the intersection includes four-way stop control. During peak hours, vehicles experience significant queuing, resulting in increased travel time,
delay and emissions.
Budget Impact/Other
The proposed roundabout will require ongoing maintenance, especially for planted areas in the center. The net impact to the operating budget will be neutral.
Useful Life 50 years
Project Name First Ave/Scott Blvd Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$1,150,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20172018201920202021Expenditures
125,000125,000PLANNING/DESIGN
75,00075,000LAND/ROW ACQUISITION
750,000750,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
200,000 950,000 1,150,000Total
Total20172018201920202021Funding Sources
1,150,0001,150,000GO BONDS
1,150,000 1,150,000Total
568
Project Summary by Name
Description
This project will upgrade traffic signals and curb ramps at the Gilbert Street/College Street and Gilbert Street/Washington Street intersections. The project will also
replace existing roadway/pedestrian lighting along the east side of Gilbert Street between College Street and Wasington Street, and on both sides of Washington
Street between Gilbert Street and Van Buren Street. In addition, the existing water main between College Street and Washington Street will be upgraded from a 6"
main to a 12" main.
Project #S3945
Priority Essential (2)
Justification
These instersections do not have ADA compliant curb ramps, and the traffic signals and roadway lighting are in need of replacement and/or upgrading.
Budget Impact/Other
Electric fees for signals and lighting, as well as any necessary maintenance of signal/lighting system. The project is replacing similar existing facilities, and
maintenance is likely less than maintaining the current facilities. The overall impact on the operating budget is negligible.
Useful Life 25 years
Project Name Gilbert Street Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$925,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
SCORE 57
Status Active
Total20172018201920202021Expenditures
100,000100,000PLANNING/DESIGN
725,000725,000CONSTRUCTION
25,00025,000INSPECTION
25,00025,000ADMINISTRATION
50,00050,000CONTINGENCY
100,000 825,000 925,000Total
Total20172018201920202021Funding Sources
750,000750,000GO BONDS
175,000175,000WATER FUND
925,000 925,000Total
569
Project Summary by Name
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:$3,500,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 71
Status Active
Total20172018201920202021Expenditures
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
1,000,000
Total
Total20172018201920202021Funding 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
1,000,000
Total
570
Project Summary by Name
Description
This project upgrades the backup generator for peak time load interruption and the associated electrical distribution system. 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 the associated 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. The
WWTP also recently suffered a phase failure of service from our energy provider, causing equipment failures/electrical problems. Existing generator/switch gear did
not pick up phase failure event for several hours. This resulted in an approximate loss of $30k for time and materials. The proposed generator/switch gear will
prevent this from occuring.
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:$3,543,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20172018201920202021Expenditures
300,000300,000PLANNING/DESIGN
3,000,0003,000,000CONSTRUCTION
50,00050,000INSPECTION
150,000150,000CONTINGENCY
3,500,000 3,500,000Total
Prior
43,000
Total
Prior
3,543,000
Total
571
Project Summary by Name
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
Total20172018201920202021Expenditures
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
Total20172018201920202021Funding Sources
2,025,0002,025,000REVENUE BONDS
2,025,000 2,025,000Total
572
Project Summary by Name
Description
This project includes replacement of the sanitary sewer, street pavement and sidewalk along Melrose Court, from Melrose Avenue to Brookland Park Drive.
Project #V3146
Priority Essential (2)
Justification
This sewer section has many problems and historically has high ongoing maintenance costs.
Budget Impact/Other
This project will reduce operating expenditures due to the replacement of aging and problematic infrastructure. The estimated annual decrease in operating
expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Melrose Court Sanitary Sewer Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$450,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
20,00020,000INSPECTION
100,000100,000CONTINGENCY
450,000 450,000Total
Total20172018201920202021Funding Sources
100,000100,000WASTEWATER FUND
100,000 100,000Total
Prior
350,000
Total
573
Project Summary by Name
Description
This project includes removing and replacing the sanitary sewer along the back yards behind Nevada Avenue from Lakeside Drive to Whispering Meadow Drive.
Project #V3147
Priority Essential (2)
Justification
This sewer section has many problems and historically has high ongoing maintenance costs.
Budget Impact/Other
This project will reduce operating expenditures due to the replacement of aging and problematic infrastructure. The estimated annual decrease in operating
expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Nevada Ave Sanitary Sewer Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$350,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
30,00030,000PLANNING/DESIGN
30,00030,000LAND/ROW ACQUISITION
200,000200,000CONSTRUCTION
25,00025,000INSPECTION
15,00015,000ADMINISTRATION
50,00050,000CONTINGENCY
60,000 290,000 350,000Total
Total20172018201920202021Funding Sources
350,00060,000 290,000WASTEWATER FUND
60,000 290,000 350,000Total
574
Project Summary by Name
Description
Project includes replacing the existing lift station with a standalone wet well, submersible pumps, valve vault with control valves, new pump controls and panel,
natural gas generator, equipment salvage and demolition of the existing dry well/wet well and other considerations to make this a fully functional lift station.
Project #V3148
Priority Essential (2)
Justification
The lift station is a 60's era Smith and Loveless "can" drywell/wet well lift station with the pumps, and valves mounted inside a buried drywell accessed by climbing
down a 20 foot man-way. Staff has to enter the drywell to perform maintenance work. The station is not considered a permit required confined space, but it is a
confined space because there is only one means of entry. The station was completely inundated and not operational during the 2008 flood. The new station would
include controls and generator above the 500 year flood plain.
Budget Impact/Other
This project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per
year.
Useful Life 20 years
Project Name West Park Lift Station Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$105,500
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 63
Status Active
Total20172018201920202021Expenditures
10,00010,000PLANNING/DESIGN
85,00085,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
8,5008,500CONTINGENCY
105,500 105,500Total
Total20172018201920202021Funding Sources
105,500105,500WASTEWATER FUND
105,500 105,500Total
575
Project Summary by Name
Description
Replace Heat Exchangers (HEX) 8501 and 8502 (Spiral) with a tube in tube style HEX, modify associated piping, and make changes to exisiting concrete structures
to accommodate the new HEX. HEX 8502 will be replaced in 2018 and HEX 8501 will be replaced in 2019.
Project #V3149
Priority Essential (2)
Justification
Heat exchanger (HEX) 8502 has suffered internal corrosion damage. HEX 8502 is 15 years old and is no longer working; repairing it would not be as cost effective
as replacing it. Struvite formation in the HEX spirals was a contributor to the corrosion. An engineering study has identified a tube in tube HEX as a superior
replacement. HEX 8501 is showing signs similar to those of HEX 8502 prior to its failure.
Budget Impact/Other
This project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per
year.
Useful Life 30 Years
Project Name Heat Exchanger Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$279,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 66
Status Active
Total20172018201920202021Expenditures
250,000125,000 125,000CONSTRUCTION
2,0001,000 1,000INSPECTION
2,0001,000 1,000ADMINISTRATION
25,00012,500 12,500CONTINGENCY
139,500 139,500 279,000Total
Total20172018201920202021Funding Sources
279,000139,500 139,500WASTEWATER FUND
139,500 139,500 279,000Total
576
Project Summary by Name
Description
Replace multiple heat exchangers that have severe internal corrosion from Struvite deposition, renovate seven (7) digester covers, install seven (7) wall thimbles
(access ports) in the digester wall for inspection and cleaning, replace internal and external(buried) piping that is becoming clogged with Struvite, and replace
recirculation pumps as required.
Project #V3150
Priority Critical (1)
Justification
The digester complex has seven covers in various stages of wear, with one leaking struvite infused liquid between CIP PCC tank and the exterior brick facade
causing it to face imminent collapse in the not so distant future. We have ten heat exchangers (HEX) that are 15+ year old. HEX 8502 has failed and is OOS with
struvite shown as a contributing factor. Other HEX have shown struvite deposition and will require replacement upon failure. Multiple valves and pipes have shown
struvite deposition and will require replacement upon failure.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Digester Complex Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,122,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 63
Status Active
Total20172018201920202021Expenditures
20,00020,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
100,000100,000CONTINGENCY
1,122,000 1,122,000Total
Total20172018201920202021Funding Sources
1,122,0001,122,000WASTEWATER FUND
1,122,000 1,122,000Total
577
Project Summary by Name
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
Total20172018201920202021Expenditures
60,00060,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
121,100121,100INSPECTION
76,00076,000CONTINGENCY
60,000 577,100 637,100Total
Total20172018201920202021Funding Sources
637,10060,000 577,100WATER FUND
60,000 577,100 637,100Total
578
Project Summary by Name
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
Total20172018201920202021Expenditures
18,00018,000PLANNING/DESIGN
80,00080,000CONSTRUCTION
23,90023,900INSPECTION
121,900 121,900Total
Prior
204,275
Total
Total20172018201920202021Funding Sources
121,900121,900WATER FUND
121,900 121,900Total
Prior
204,275
Total
579
Project Summary by Name
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
Total20172018201920202021Expenditures
20,00020,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
41,35041,350INSPECTION
26,00026,000CONTINGENCY
20,000 197,350 217,350Total
Total20172018201920202021Funding Sources
217,35020,000 197,350WATER FUND
20,000 197,350 217,350Total
580
Project Summary by Name
Description
This project is the construction phase of an engineering study. This proejct is intended to remove nutrient contaminants from source water, specifically nitrates.
Project #W3221
Priority Essential (2)
Justification
Dissolved ions, specifically nitrates, are not able to be removed by currently installed water treatment processes. Therefore to meet Safe Drinking Water Act
standards the source water must be diluted with a separate source that contains a lesser concentration of the offending ions. Current trends indicate an increase in
nutrient ion concentration making dilution an increasingly unreliable method to achieve federal standards. A long term nutrient removal solution must be
implemented.
Budget Impact/Other
An increase in energy and maintenance costs will be experienced when the nutrient removal system is being used. The estimated impact to the operating budget is
$25,000 to $50,000 per year.
Useful Life 20 years
Project Name Nutrient Removal 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 36
Status Active
Total20172018201920202021Expenditures
125,000125,000PLANNING/DESIGN
175,000175,000CONSTRUCTION
300,000 300,000Total
Total20172018201920202021Funding Sources
300,000300,000REVENUE BONDS
300,000 300,000Total
581
Project Summary by Name
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
Total20172018201920202021Expenditures
50,00050,000PLANNING/DESIGN
360,000360,000CONSTRUCTION
67,47567,475INSPECTION
2,5002,500ADMINISTRATION
72,00072,000CONTINGENCY
50,000 501,975 551,975Total
Total20172018201920202021Funding Sources
501,975501,975WATER FUND
501,975 501,975Total
Prior
50,000
Total
582
Project Summary by Name
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
Total20172018201920202021Expenditures
20,00020,000PLANNING/DESIGN
140,000140,000CONSTRUCTION
25,50025,500INSPECTION
10,00010,000CONTINGENCY
195,500 195,500Total
Total20172018201920202021Funding Sources
195,500195,500WATER FUND
195,500 195,500Total
583
Project Summary by Name
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 City's ITS Department has recommended replacement of the existing Water Plant SCADA system. The operating systems for the operating and viewing nodes
also require upgrades according to ITS. This will require and present the opportunity to upgrade the treatment plant control system(s) to be more stable, secure, and
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 15 years
Project Name Water Plant & Storage Reservoir SCADA Replacement
Category Water Operations
Type Multi-Phase
Total Project Cost:$324,500
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
150,00050,000 100,000CONSTRUCTION
10,6005,000 5,600CONTINGENCY
55,000 105,600 160,600Total
Prior
163,900
Total
Total20172018201920202021Funding Sources
160,60055,000 105,600WATER FUND
55,000 105,600 160,600Total
Prior
163,900
Total
584
Project Summary by Name
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
Total20172018201920202021Expenditures
40,00040,000PLANNING/DESIGN
266,000266,000CONSTRUCTION
40,000 266,000 306,000Total
Total20172018201920202021Funding Sources
306,00040,000 266,000WATER FUND
40,000 266,000 306,000Total
585
Project Summary by Name
Description
This project is to look at short- and long-term actions to improve water system pressures on the westerly and easterly reaches of the city corporate boundary.
Project #W3301
Priority Critical (1)
Justification
Areas on the far east and west reaches of the water distribution system are relatively high in elevation and engineering calculations for developments (both proposed
and installed) in the areas show water pressures are expected to approach the minimum of the desired range. Follow-up actual system pressure recordings for the
areas have been in line with calculations.
Budget Impact/Other
Pressure zoning will result in additional expentures for installation, operation, and maintenance of new infrastructure. There are expected to be a number of
resulting project sizes from this assessment ranging in cost from thousands to multi-million. Additional expenditures for operation and maintenance are estimated
between $10,000 and $20,000 per year.
Useful Life 20 years
Project Name Water Distribution Pressure Zone Improvements
Category Water Operations
Type One Phase
Total Project Cost:$500,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 57
Status Active
Total20172018201920202021Expenditures
20,00020,000PLANNING/DESIGN
450,000450,000CONSTRUCTION
10,00010,000ADMINISTRATION
20,00020,000CONTINGENCY
500,000 500,000Total
Total20172018201920202021Funding Sources
500,000500,000REVENUE BONDS
500,000 500,000Total
586
Project Summary by Name
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
Total20172018201920202021Expenditures
40,00040,000PLANNING/DESIGN
220,000220,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
45,00045,000CONTINGENCY
40,000 275,000 315,000Total
Total20172018201920202021Funding Sources
315,00040,000 275,000WATER FUND
40,000 275,000 315,000Total
587
Project Summary by Name
Description
Automate manual operating procedures, motorize concentrator adjustment and mortorized valve adjustor for the small influent valve.
Project #W3304
Priority Efficiency Improvement (3)
Justification
Improved process control and safety. In the past operators have injured their backs adjusting these valve settings on the softeners. By placing motorized operators
on these valves we avoid injury and provide for better operational control of the process.
Budget Impact/Other
This project will generate nominal maintenance costs for parts and troubleshooting. These costs are likely to be offset by safer and more ergonomic operations of
softener control valves. The net impact on the operating budget is negligible.
Useful Life 20 years
Project Name Water Plant Softener Improvements
Category Water Operations
Type Multi-Phase
Total Project Cost:$75,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 20
Status Active
Total20172018201920202021Expenditures
75,00025,000 25,000 25,000OTHER
25,000 25,000 25,000 75,000Total
Total20172018201920202021Funding Sources
75,00025,000 25,000 25,000WATER FUND
25,000 25,000 25,000 75,000Total
Description
Remove and reinstall, or repair the one Jordan well.
Project #W3305
Priority Critical (1)
Justification
The Jordan well is a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe Drinking
Water Act nitrate standard. The need to recondition the Jordan well is due to capacity reduction overtime and the continued usefulness as a low nitrate dilution
water source.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Jordan Well Rehabilitation
Category Water Operations
Type One Phase
Total Project Cost:$80,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 57
Status Active
Total20172018201920202021Expenditures
80,00080,000CONSTRUCTION
80,000 80,000Total
Total20172018201920202021Funding Sources
80,00080,000WATER FUND
80,000 80,000Total
588
Project Summary by Name
Description
Replace approximately 750 feet of existing 12-inch cast iron water main (1968 vintage) along S Capitol St with new 12-inch ductile iron pipe. Project area includes
the 700 and 800 blocks of S Capitol St (railroad bridge to E Benton St).
Project #W3306
Priority Critical (1)
Justification
Large blowouts along this section of water main have caused significant disruption to the water distribution system as a whole, as this line feeds into both the east
and west side of the distibution system. The water main breaks on this pipe have also caused signifcant damage to other infrastructure in the area.
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 75 years
Project Name S. Capitol Street Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$1,135,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 52
Status Active
Total20172018201920202021Expenditures
80,00080,000PLANNING/DESIGN
750,000750,000CONSTRUCTION
80,00080,000INSPECTION
112,500112,500ADMINISTRATION
112,500112,500CONTINGENCY
80,000 1,055,000 1,135,000Total
Total20172018201920202021Funding Sources
1,135,00080,000 1,055,000WATER FUND
80,000 1,055,000 1,135,000Total
589
Project Summary by Name
Description
Approximately 500 feet of 6-inch cast-iron pipe (vintage 1958) will be replaced with 500 feet of 8-inch PVC on the 900 block of Deforest Avenue.
Project #W3307
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 project would also improve the water
distribution system valving in the area, and ranks in the top fifteen of the water main replacement matrix.
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 75 years
Project Name Deforest Ave Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$350,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 48
Status Active
Total20172018201920202021Expenditures
40,00040,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
50,00050,000INSPECTION
30,00030,000ADMINISTRATION
30,00030,000CONTINGENCY
40,000 310,000 350,000Total
Total20172018201920202021Funding Sources
350,00040,000 310,000WATER FUND
40,000 310,000 350,000Total
590
Project Summary by Name
Description
Replacement of treatment process analyzers: turbidimeters, chlorine analyzers, pH analyzers and particle counters.
Project #W3308
Priority Essential (2)
Justification
Existing process analyzers are becoming obsolete. Manufacturers are no longer supporting some models with service or parts. This project will begin to phase out
unsupported analzyers with newer models and integrate these into the SCADA system.
Budget Impact/Other
Updated technology with fewer consumables would reduce the operating and maintenance cost for daily operations as well as better monitor processes to meet
regulatory requirements. The estimated annual savings is less than $10,000 per year.
Useful Life 10 years
Project Name Process Analyzer Replacement
Category Water Operations
Type Multi-Phase
Total Project Cost:$100,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 45
Status Active
Total20172018201920202021Expenditures
100,00025,000 25,000 25,000 25,000OTHER
25,000 25,000 25,000 25,000 100,000Total
Total20172018201920202021Funding Sources
100,00025,000 25,000 25,000 25,000WATER FUND
25,000 25,000 25,000 25,000 100,000Total
Description
Repair and seal roof, exterior walls, and foundation from water infiltration. Repair and update staff area by replacing windows and doors, update lighting, and
communication systems.
Project #W3309
Priority Efficiency Improvement (3)
Justification
Addressing the dilapidated exterior of the building will maintain the value of the facility and its functional capacity for municipal work. The staff area update will
replace outdated lighting and communication systems, add security with new windows and doors and save on heating and cooling costs. This update will also
provide staff with a more functional work environment.
Budget Impact/Other
Possible reduction in operating and maintenance costs due to greater building efficiencies and the lack of need for emergency repair services to the building. The
estimated decrease in operating expenditures is less than $10,000.
Useful Life 20 years
Project Name Water Distribution Building Repairs
Category Water Operations
Type Multi-Phase
Total Project Cost:$100,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 44
Status Active
Total20172018201920202021Expenditures
100,000100,000CONSTRUCTION
100,000 100,000Total
Total20172018201920202021Funding Sources
100,000100,000WATER FUND
100,000 100,000Total
591
Project Summary by Name
Description
Replace roof membrane on all levels of the Water Treatment Plant. Repair and regrade drainage levels. Repair along parapet walls due to water damage over time.
Project #W3310
Priority Critical (1)
Justification
The existing roof membrane has a lifespan of 10 years due to wear by UV degradation and the seasonal stresses. The current membrane has been in service 13
years. The insulation substructure has also broken down in some areas and created large depressions. The combination of a degraded membrane and substructure
has caused multiple damaging leaks within the facility. Further the membrane shrinkage is causing damage along the parapet wall by administrative offices.
Budget Impact/Other
There is a possible reduction in operating budget due to the lack of need for emergency services. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Water Plant Roof Replacement
Category Water Operations
Type One Phase
Total Project Cost:$400,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20172018201920202021Expenditures
400,000400,000CONSTRUCTION
400,000 400,000Total
Total20172018201920202021Funding Sources
400,000400,000REVENUE BONDS
400,000 400,000Total
Description
Initially study existing alluvial raw water facilities to generate a plan to develop or redevelop new or existing sources. The study would be followed by the execution
of the recommended solution for additional raw water capacity.
Project #W3311
Priority Efficiency Improvement (3)
Justification
Currently the two collector wells on the north plant site (#1 & 2) produce an average of about 1.0 to 1.5 million gallons of raw water daily. The remainder, about
4.0 to 4.5 million gallons a day, of the raw water from alluvial collector wells is generated at the south peninsula site. These two sites are powered from different
sources and the peninsula wells are a single point failure should an extended loss of power occur. Further municipal growth will drive the need to be able to produce
more raw water for treatment from these wells.
Budget Impact/Other
This project will create additional costs to operate and maintain additional wells and water main. The additional operating costs from this project are estimated to
be $10,000 to $25,000 per year.
Useful Life 20 years
Project Name Collector Well Capacity Improvements
Category Water Operations
Type One Phase
Total Project Cost:$700,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 25
Status Active
Total20172018201920202021Expenditures
50,00050,000PLANNING/DESIGN
650,00050,000 600,000CONSTRUCTION
100,000 600,000 700,000Total
Total20172018201920202021Funding Sources
700,000700,000REVENUE BONDS
700,000 700,000Total
592
Project Summary by Name
Description
Remove and reinstall, or repair the three Silurian wells.
Project #W3312
Priority Critical (1)
Justification
The three Silurian wells are a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe
Drinking Water Act nitrate standard. The need to recondition the Silurian wells is due to capacity reduction over time and their continued usefulness as a low
nitrate dilution water source.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Silurian Well Rehabilitation
Category Water Operations
Type One Phase
Total Project Cost:$90,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 57
Status Active
Total20172018201920202021Expenditures
10,00010,000PLANNING/DESIGN
80,00080,000CONSTRUCTION
90,000 90,000Total
Total20172018201920202021Funding Sources
90,00090,000WATER FUND
90,000 90,000Total
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
Total20172018201920202021Expenditures
60,00060,000PLANNING/DESIGN
740,000740,000CONSTRUCTION
800,000 800,000Total
Total20172018201920202021Funding Sources
800,000800,000LANDFILL FUND
800,000 800,000Total
593
Project Summary by Name
Description
This would allow us to purchase tarp deployment equipment that could be used for daily cover at the landfill. This would coincide with a change in our filling
mechanism to a flat fill method.
Project #L3329
Priority Efficiency Improvement (3)
Justification
The flat fill method for landfill operations is relatively new to the area but has shown a very high increase in compaction for landfills that have moved to this
method. This would extend the life of the landfill cells, which in turn will delay the need for construction.
Budget Impact/Other
This change in cover method would take additional staff time, however, it would lower long-term capital expenditures. The estimated increase in operating
expenditures is less than $25,000.
Useful Life 10 years
Project Name Landfill Tarp Development System
Category Landfill
Type One Phase
Total Project Cost:$90,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 39
Status Active
Total20172018201920202021Expenditures
90,00090,000CONSTRUCTION
90,000 90,000Total
Total20172018201920202021Funding Sources
90,00090,000LANDFILL FUND
90,000 90,000Total
Description
This project would invovle the design and installation of infrastructure to implement an air pumping system to assist in managing the leachate levels at the landfill.
Project #L3330
Priority Essential (2)
Justification
Through ongoing evaluation of the landfill site, many of our exisitng gas wells have liquid levels that are close to or exceed the screen in the wells which limits or
prevents gas to be able to be pulled from those wells. In addition, with the new leachate conveyence upgrades completed in the 2016 Gas Expansion Project, this
system would assist in allowing us to better control leachate throughout the entire site.
Budget Impact/Other
This project would increase operating expenditures through additional maintenance and repair of new equipment. The estimated increase in operating expenditures
is less than $10,000 per year.
Useful Life 15 years
Project Name Landfill Leachate Pumping System
Category Landfill
Type Multi-Phase
Total Project Cost:$440,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 42
Status Active
Total20172018201920202021Expenditures
40,00040,000PLANNING/DESIGN
400,000200,000 100,000 100,000CONSTRUCTION
240,000 100,000 100,000 440,000Total
Total20172018201920202021Funding Sources
440,000240,000 100,000 100,000LANDFILL FUND
240,000 100,000 100,000 440,000Total
594
Project Summary by Name
Description
This project invovles the design and construction of a new landfill cell.
Project #L3331
Priority Critical (1)
Justification
With only three years of life in the current cell, we need to begin the design process so that we are ready to construct the next cell. The next cell is anticipated to be
an extension north from the current cell location.
Budget Impact/Other
This project would have a negligible impact on the operating budget.
Useful Life 10 years
Project Name Landfill Cell Design and Construction
Category Landfill
Type One Phase
Total Project Cost:$1,475,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 65
Status Active
Total20172018201920202021Expenditures
100,000100,000PLANNING/DESIGN
1,375,0001,375,000CONSTRUCTION
100,000 1,375,000 1,475,000Total
Total20172018201920202021Funding Sources
1,475,000100,000 1,375,000LANDFILL FUND
100,000 1,375,000 1,475,000Total
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. Additional work is being added to the 2017 project to repair the stair towers at the Chauncey Swan Facility, replace aging light poles on top
decks of facilities to incorporate LED lighting and to resurface the Burlington Street parking lot.
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 large portion of the restoration work will be
conducted by in-house staff. This will be discussed with the engineering firm to outline scope of work.
Budget Impact/Other
There should be a reduction in operating expenditures through the replacement of older infrastructure and through the addition of LED lighting. The estimated
decrease in operating expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name Parking Facility Restoration Repair
Category Parking Operations
Type Annual
Total Project Cost:$3,123,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 47
Status Active
Total20172018201920202021Expenditures
1,875,000575,000 400,000 300,000 300,000 300,000CONSTRUCTION
575,000 400,000 300,000 300,000 300,000 1,875,000Total
Prior
1,248,000
Total
Total20172018201920202021Funding Sources
1,875,000575,000 400,000 300,000 300,000 300,000PARKING FUND
575,000 400,000 300,000 300,000 300,000 1,875,000Total
Prior
1,248,000
Total
595
Project Summary by Name
Description
This project involves the automation of operations in the parking decks, parking enforcement and the upgrade of parking meters on street. Additional access and
revenue control equipment will be installed in the parking decks.
Project #T3009
Priority Efficiency Improvement (3)
Justification
Four of the five parking facilites have had automation equipment installed and with the pending development of the College and Gilbert location, Chauncey Swan
may need upgraded as well. 2017 is being adjusted in order to account for the equipment being installed in the newly constructed Harrison Street Parking facility.
In addition, funds have been added to outfit another vehicle with license plate recognition equipment.
Budget Impact/Other
No additonal positions will be required for these purchases. There will be an additonal operating and maintenance cost of roughly $5,000 annually for software
subscription services.
Useful Life 15 years
Project Name Parking Facility & Enforcement Automation
Category Parking Operations
Type Multi-Phase
Total Project Cost:$1,192,500
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 41
Status Active
Total20172018201920202021Expenditures
210,000150,000 60,000CONSTRUCTION
150,000 60,000 210,000Total
Prior
982,500
Total
Total20172018201920202021Funding Sources
210,000150,000 60,000PARKING FUND
150,000 60,000 210,000Total
Prior
982,500
Total
Description
This project will involve the upgrade of existing parking revenue control equipment to be able to accept credit cards with EMV chips.
Project #T3018
Priority Essential (2)
Justification
Security measures to protect credit card users continues to be more wide spread and is now becoming available for parking equipment. We forsee having to
incorporate this upgrade to our existing system.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Parking Equipment EMV Upgrade
Category Parking Operations
Type One Phase
Total Project Cost:$75,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 53
Status Active
Total20172018201920202021Expenditures
75,00075,000CONSTRUCTION
75,000 75,000Total
Total20172018201920202021Funding Sources
60,00060,000PARKING FUND
15,00015,000TRANSIT FUND
75,000 75,000Total
596
Project Summary by Name
Description
This project involves the construction of a new transit and equipment facility for maintenance operations and storage. As part of this project, the storage area will
be expanded allowing 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 sites 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
These facilities have outlived their useful life and are in need of replacement. The faciliies have structural issues from the surrounding area, and a new facility will
improve the delivery of service. The two facilities would be consolidated into one to create better utilization of space and would be more cost effective. A FTA
grant is being sought to assist in the construction.
Budget Impact/Other
The replacement of transit and equipment facilities should be to newer and more energy efficient facilities, however, the new facilities 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/Equipment Facility Relocation
Category Transit Operations
Type One Phase
Total Project Cost:$18,000,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
SCORE 73
Status Active
Total20172018201920202021Expenditures
18,000,00018,000,000CONSTRUCTION
18,000,000 18,000,000Total
Total20172018201920202021Funding Sources
3,000,0003,000,000EQUIPMENT FUND
12,000,00012,000,000FEDERAL GRANTS
3,000,0003,000,000TRANSIT FUND
18,000,000 18,000,000Total
597
Project Summary by Name
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 44
Status Active
Total20172018201920202021Expenditures
50,00050,000OTHER
50,000 50,000Total
Prior
100,000
Total
Total20172018201920202021Funding Sources
50,00050,000TRANSIT FUND
50,000 50,000Total
Prior
100,000
Total
Description
This project involves the repalcemnt of paint, carpet and furniture in the office areas of the transit facility.
Project #T3061
Priority Essential (2)
Justification
Transit lobby area, supervisor offices, shop offices are in need of upgrade of the paint, floor coverings and furniture.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 20 years
Project Name Transit Facility Office Remodel
Category Transit Operations
Type One Phase
Total Project Cost:$40,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 32
Status Active
Total20172018201920202021Expenditures
40,00040,000CONSTRUCTION
40,000 40,000Total
Total20172018201920202021Funding Sources
40,00040,000TRANSIT FUND
40,000 40,000Total
598
Project Summary by Name
Description
This project involves the replacement of the existing front, side, and rear external displays of the transit fleet.
Project #T3062
Priority Essential (2)
Justification
The existing system is obsolete and no longer supported. Replacement parts and repairs are becoming difficult to locate and complete.
Budget Impact/Other
This project should reduce operating expenditures by replacing outdated equipment with new equipment. The estimated reduction in operating expenditures is less
than $10,000.
Useful Life 10 years
Project Name Transit Bus Sign Replacement
Category Transit Operations
Type One Phase
Total Project Cost:$95,000
Contact Chris O'Brien
Department TRANSPORTATION & RESO
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
SCORE 50
Status Active
Total20172018201920202021Expenditures
95,00095,000EQUIPMENT
95,000 95,000Total
Total20172018201920202021Funding Sources
95,00095,000TRANSIT FUND
95,000 95,000Total
599
Project Summary by Name
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
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
City of Iowa City
Capital Improvement Program
Unfunded Projects
600
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
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.
$2,883,000
21 FOSTER ROAD EXTENSION -
DUBUQUE TO PRAIRIE DU
CHIEN
This project will pave a portion of Foster Road east of
Dubuque Street and extend the sanitary sewer.
$2,700,000
22 RIVERSIDE DRIVE
STREETSCAPE
Phases II to V of the South Riverside Drive Streetscape
Master Plan, which includes improvements to the west side
of Riverside Drive from Benton to Hwy 6 and the east side
of Riverside from Myrtle to Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities, and
installation of sidewalks and landscaping.
$2,650,000
23 ROHRET RD IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards.$1,813,000
24 S GILBERT ST
IMPROVEMENTS
Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
$4,326,000
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 Reconstruct Herbert Hoover Hwy to 420th Street.$17,399,000
29 LAURA DRIVE
RECONSTRUCTION
Reconstruction of entire length of Laura Drive to standard two
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 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
32 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
33 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
34 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
601
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
3 - Transportation Services
35 ROCK ISLAND RAILROAD
DEPOT RESTORATION
Preparation of Old Rock Island Railroad Depot for Amtrak
service, including platform construction, lighting, utilities,
passenger information display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements.
$5,381,000
4 - Ped & Bike Trails
39 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
40 HWY 6 TRAIL -BROADWAY TO
SYCAMORE
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
$2,588,000
41 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
42 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
43 IOWA RIVER TRAIL, HIGHWAY
6 TO STURGIS PARK
This project will extend the Iowa River Trail from Highway 6
to Sturgis Park on the west side of the Iowa River.
$750,000
5 - Wastewater
44 NORTH BRANCH DAM TRUNK
SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
45 NORTHEAST TRUNK SEWER Reconstruction of an under-sized sewer through the
northeast neighborhoods.
$5,221,000
46 PHOSPHORUOUS REMOVAL
PROJECT
Install equipment at South Wastewater Treatment Plant
that would help remove phosphorous from the waste
streams prior to anaerobic digestion.
$4,550,000
47 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
48 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
49 WELL COMMUNICATIONS
FIBER OPTIC CABLE
Install fiber optic cable for well house communications and
SCADA telemetry.
$1,000,000
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
51 WATER TREATMENT PLANT
FILTER #6 BUILDOUT
Build out of filter #6 with internals including under drains,
gravel, air grid piping, sand media, granular activated
carbon (GAC) media, and backwash troughs.
$241,600
52 WELL FIELD ELECTRICAL
CABLE REPLACEMENT
Replace aging medium voltage cable in both the plant site
and the peninsula well fields.
$175,000
52 GIBLIN DRIVE WATER MAIN
REPLACEMENT
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.
$246,350
602
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
7 - Storm water
53 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
54 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
55 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
56 OLYMPIC COURT
STORMWATER
Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
57 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
58 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
59 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
60 WATERWORKS PARK BOAT
RAMP
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.
$250,000
61 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
62 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
63 LOWER CITY PARK MASTER
PLAN IMPROVEMENTS
Implement changes to make the park more resilient to
flooding. Follows from the 2015 master plan.
$23,268,522
64 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.
$14,034,794
65 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
66 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
67 CEMETERY COLUMBARIUM Construction of a columbarium.$405,000
603
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
68 POLICE EVIDENCE STORAGE
FACILITY
Construction of a permanent evidence storage facility.$929,000
69 FIRE STATION #1
RELOCATION
Relocate and expand / modernize Central Fire Station #1.$11,593,000
70 FIRE STATION #5 Construction of Fire Station #5 in the South Planning
District.
$2,898,000
71 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
72 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
73 EQUIPMENT MAINTENANCE
FACILITY
Construction of new Equipment Maintenance Facility at the
So. Gilbert St. Public Works site, replacing the existing
facility at Riverside Dr.
$9,454,000
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.
$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 Modification of the Burlington Street Dam to address public
safety concerns, improve riverbank stability, improve fish
habitat, and create recreational opportunities.
$6,435,000
TOTAL - UNFUNDED PROJECTS 284,793,566$
604
INTERNAL SERVICE FUNDS
Equipment Replacement
Risk Management
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
F
Y
2
0
1
8
EQUIPMENT FUND
The Equipment Fund is an internal service fund created to account for the City’s fuel facility,
maintenance of the City’s vehicle and equipment fleet, and the accumulation of funds for the
replacement of vehicles and equipment.
Internal customers and departments and other local governments are charged labor and parts
for the cost to repair vehicles and equipment by the City’s fleet maintenance division. Those
charges are designed to cover the division’s actual cost of service. Fuel has also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve designated fund balance.
The Equipment Fund also charges departments for the replacement cost of their vehicles and
equipment. These charges are calculated at the estimated replacement cost less the estimated
resale value of the piece of equipment. Purchases of new vehicles and equipment are
budgeted in the departmental budgets. When new equipment is added, the departments are
then charged by the reserve for their future replacement.
The graph below represents the Equipment Fund’s actual and projected fund balances. The
Equipment Fund’s total fund balance has been trending upward primarily due to the
accumulation of replacement reserves. In fiscal year 2016, the operations and the replacement
reserves were adjusted to ‘fully fund’ the replacement program. This caused a one-time
adjustment of $2,654,484 between the unassigned and the designated fund balance. In fiscal
year 2018, a transfer of $1,100,000 of unassigned cash is budgeted to the Capital Projects
Fund for the relocation of the vehicle wash bay to the new public works facility location. Due to
this transfer, the Equipment Fund’s unassigned fund balance decreases in fiscal year 2018 by
$849,122. Total fund balance continues to trend upward, however, with approximately
$12,470,405 in fiscal year 2018, an increase of 3.86% over fiscal year 2017.
FY14 FY15 FY16 FY17 FY18
Designated for Equip $7,291,464 $7,759,190 $10,483,556 $10,150,269 $11,462,295
Unassigned $2,577,919 $3,258,949 $1,265,815 $1,857,231 $1,008,109
$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
607
The table below presents the actual and projected number and cost of vehicles and equipment
replaced:
FY2014
Actual
FY2015
Actual
FY2016
Actual
FY2017
Projection
FY2018
Projection
Number of Vehicles &
Equipment Replaced 21 31 34 35 32
In fiscal year 2013, the City’s fuel facility was replaced with a new fuel facility at the site of the
future public works facility on South Gilbert Street. The fuel facility replacement was funded
from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges
have been adjusted to accumulate funds for the future replacement of the facility.
The relocation of the remaining equipment maintenance and storage facilities to the new public
works facility location is included as part of the five-year capital improvement program. The
relocation of the vehicle wash bay to the new public works facility site is programmed for 2018 in
the capital improvement program at an estimated cost of $1,100,000 with the remaining
equipment maintenance facilities to be relocated in 2021.
608
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 8,480,191$ 9,869,383$ 11,018,139$ 11,749,372$ 12,007,501$ 12,470,405$
Revenues:
Use Of Money And Property
Interest Revenues 24,011$ 40,018$ 41,784$ 39,000$ 41,780$ 41,780$
Intergovernmental
Fed Intergovnt Revenue - 2,059 - - - -
Disaster Assistance - 311 - - - -
Local 28E Agreements 989,164 715,489 420,088 787,038 462,097 471,339
Charges For Fees And Services
Refuse Charges 7,280 4,684 265 1,500 270 -
Miscellaneous
Misc Merchandise - 111 - - - -
Intra-City Charges 5,027,245 5,313,327 5,156,536 5,451,819 5,501,794 5,611,830
Other Misc Revenue 341 15,407 - 406 350 350
Other Financial Sources
Sale Of Assets 54,481 251,838 293,610 100,000 100,000 100,000
Total Revenues 6,102,522$ 6,343,244$ 5,912,284$ 6,379,763$ 6,106,291$ 6,225,299$
Expenditures:
General Fleet Maintenance 3,844,527$ 3,289,701$ 2,850,107$ 3,629,417$ 3,508,586$ 3,588,892$
Equipment Replacement Reserves 666,801 1,904,787 2,330,944 2,492,217 1,034,801 1,317,061
Sub-Total Expenditures 4,511,328 5,194,488 5,181,051 6,121,634 4,543,387 4,905,953
Transfers Out:
Capital Project Fund 202,002 - - - 1,100,000 -
Sub-Total Transfers Out 202,002 - - - 1,100,000 -
Total Expenditures & Transfers Out 4,713,330$ 5,194,488$ 5,181,051$ 6,121,634$ 5,643,387$ 4,905,953$
Fund Balance, June 30 9,869,383$ 11,018,139$ 11,749,372$ 12,007,501$ 12,470,405$ 13,789,751$
Adjusted Fund Balance, June 30 9,869,383 11,018,139 11,749,372 12,007,501 12,470,405 13,789,751
Restricted / Committed /Assigned 7,291,464 7,759,190 10,483,556 10,150,269 11,462,295 12,536,379
Unassigned Balance 2,577,919$ 3,258,949$ 1,265,815$ 1,857,231$ 1,008,109$ 1,253,371$
% of Revenues 42%51%21%29%17%20%
*Fund Balance is Cash Balance for July 1, 2013
City of Iowa City
Equipment (8100 - 8101)
Fund Summary
609
EQUIPMENT OPERATIONS
The Equipment division exists to ensure that City vehicles and major equipment operate safely,
reliably, and meet the needs of our staff while minimizing lifecycle cost.
The Equipment division provides repair, preventive maintenance and equipment management
services for all major City-owned vehicular equipment with the exception of Transit buses.
Fueling services are also the responsibility of the Equipment division, along with acquisition of
new vehicles/equipment and disposal of replaced vehicles/equipment. The Equipment Division
operates as an internal service fund.
HIGHLIGHTS
• The Equipment division managed five fuel sites that dispensed a combined total of 559,102
gallons of fuel for City vehicles and outside entities in FY16 (Not including Transit Buses).
• The division maintained 536 vehicles and major equipment with 2,799 repair orders in fiscal
year 2016.
Recent Accomplishments:
• Fiscal year 2016 was a year of no
on-duty accidents or injuries in the
Equipment Division
• Decommissioned the fuel site at
Parks Maintenance due to the close
proximity of the McCollister fuel site
• Were able to replace two large
landfill equipment units that were
past due on replacement
Upcoming Challenges:
• New Public Works facility and wash
bay
• Planning for future replacement of
the Equipment maintenance facility
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 10.75 10.75 10.75
610
Staffing Level Change Summary:
There are no staffing level changes for the Equipment Division in fiscal year 2018.
Service Level Change Summary:
There are no service level changes for the Equipment Division in fiscal year 2018.
Financial Highlights:
• Capital outlay for equipment replacement expenditures in fiscal year 2018 totals
$972,000. For fiscal year 2019 the replacement expenditures are projected at
$1,241,700.
• The average fuel price in fiscal year 2016 was 33% less than the price in fiscal year
2015 which positively affected overall operating costs.
611
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Sale of Autos & Equipment $227,519 $260,719 $54,481 $251,837 $293,610
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Total Vehicles & Equipment
Maintained 524 522 527 534 538
Percent of Repairs Completed in
less than 1 Day 88.5%87.9%87.6%86.9%87.2%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Hours Billed as a Percent of Hours
Available 74%73%74%75.9%73.3%
Percent of Expenditures Contracted
with Outside Vendors 14%18%34%29.0%25.7%
Maintain City vehicles and equipment cost effectively and respond
to internal service requests in a timely manner.
Maintain a Solid Financial Foundation
Provide Fleet Maintenance Services Cost-Effectively.
Recover costs when applicable and contract with outside vendors
when efficient.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Maximize Revenue from Surplus Vehicles/Equipment.
Prompt Dispose of all Replaced Units.
Maintain a Solid Financial Foundation
Serve Internal Customers Efficiently and Effectively.
612
City of Iowa City
Activity: General Fleet Maintenance (710510)Fund: Equipment (8100)
Division: Equipment (710500)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 13,042$ 24,208$ 10,860$ 24,000$ 10,860$ 10,860$
Intergovernmental
Fed Intergovnt Revenue - 2,059 - - - -
Disaster Assistance - 249 - - - -
Local 28E Agreements 989,164 715,489 420,088 787,038 462,097 471,339
Charges For Fees And Services
Refuse Charges 7,280 4,684 265 1,500 270 -
Miscellaneous
Misc Merchandise - 111 - - - -
Intra-City Charges 3,155,869 3,207,465 3,080,244 3,407,889 3,285,887 3,351,605
Other Misc Revenue 341 15,407 - 406 350 350
Other Financial Sources
Sale Of Assets 680 1,059 - - - -
Total Revenues 4,166,376$ 3,970,731$ 3,511,457$ 4,220,833$ 3,759,464$ 3,834,154$
Expenditures:
Personnel 823,299$ 836,504$ 881,046$ 978,897$ 1,013,395$ 1,043,797$
Services 583,332 497,558 580,551 524,937 520,191 530,595
Supplies 2,437,896 1,955,639 1,388,510 2,125,583 1,975,000 2,014,500
Total Expenditures 3,844,527$ 3,289,701$ 2,850,107$ 3,629,417$ 3,508,586$ 3,588,892$
Personnel Services - FTE 2014 2015 2016 2017 2018
Buyer I - Equipment - - - 0.75 0.75
Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Superintendent 0.50 0.50 0.50 1.00 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 10.75 10.75
Activity Summary
613
City of Iowa City
Activity: Equipment Replacement Reserves (710520)Fund: Equipment (8101)
Division: Equipment (710500)Department: Public Works
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 10,969$ 15,810$ 30,924$ 15,000$ 30,920$ 30,920$
Intergovernmental
Fed Intergovnt Revenue - 62 - - - -
Miscellaneous
Intra-City Charges 1,871,376 2,105,862 2,076,292 2,043,930 2,215,907 2,260,225
Other Financial Sources
Sale of Assets 53,801 250,779 293,610 100,000 100,000 100,000
Total Revenues 1,936,146$ 2,372,513$ 2,400,826$ 2,158,930$ 2,346,827$ 2,391,145$
Expenditures:
Personnel 116,182$ 109,777$ 48,580$ -$ -$ -$
Services 21,254 75,771 59,738 38,239 62,801 75,361
Supplies 16 520 175 639 - -
Capital Outlay 529,349 1,718,719 2,222,451 2,453,339 972,000 1,241,700
Total Expenditures 666,801$ 1,904,787$ 2,330,944$ 2,492,217$ 1,034,801$ 1,317,061$
Personnel Services - FTE 2014 2015 2016 2017 2018
Buyer I - Equipment 0.75 0.75 0.75 - -
Equipment Superintendent 0.50 0.50 0.50 - -
Total Personnel 1.25 1.25 1.25 - -
Capital Outlay 2017 2018
Dump Trucks & Equipment 320,609$ 258,200$
Bucket truck 132,900 -
Sign Truck 121,960
TV Sewer Inspection Truck 160,580 -
Recycle Truck 83,567 -
Refuse Trucks 632,679 -
Automobiles 20,600 -
Backhoes 387,155 -
Other Operating Equipment 83,125 95,800
Trommel Screener - 165,600
Paint Machine - 61,600
Street Sweepers 257,621 -
Mowers - 44,300
Snow Removal Equipment 18,000 35,700
Tractors 56,274 67,300
Other Vans & Trucks 178,269 243,500
Total Capital Outlay 2,453,339$ 972,000$
Activity Summary
614
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.
For the year ending June 30, 2017 the City purchased property, liability, and workers’
compensation insurance under the program that provides for a $100,000 self-insured retention
per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability,
and a $500,000 self-insured retention on workers’ compensation losses. Liability insurance
provides coverage for claims in excess of the aforementioned self -insured retention up to a
maximum of $21.0 million annual aggregate of losses paid. Settled claims have not exceeded
this commercial coverage in any of the past twenty four fiscal years.
The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk
Management Association. The remaining funds participate in the Loss Reserve Fund.
The fiscal year 2017 revised fund balance is $3,465,361 million which is 1.50% higher than the
fiscal year 2016 ending fund balance. The budgeted ending fund balance for fiscal year 2018 is
$3,594,234, which is higher than the 2017 revised fund balance by 3.72%. The fund balance is
expected to remain stable or slightly increase over the next two years.
615
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,067,793$ 3,152,696$ 3,298,488$ 3,414,157$ 3,465,361$ 3,594,234$
Revenues:
Use Of Money And Property
Interest Revenues 8,043$ 12,900$ 12,096$ 13,000$ 12,100$ 12,100$
Miscellaneous
Intra-City Charges 1,134,174 1,542,726 1,398,727 1,591,174 1,559,174 1,590,357
Other Misc Revenue 48,954 25,872 136,189 18,971 29,680 29,680
Other Financial Sources
Sale Of Assets - - 44 - - -
Total Revenues 1,191,171$ 1,581,498$ 1,547,056$ 1,623,145$ 1,600,954$ 1,632,137$
Expenditures:
Risk Management Loss Reserve 1,106,268$ 1,435,706$ 1,431,387$ 1,571,941$ 1,472,081$ 1,503,569$
Total Expenditures 1,106,268$ 1,435,706$ 1,431,387$ 1,571,941$ 1,472,081$ 1,503,569$
Fund Balance, June 30 3,152,696$ 3,298,488$ 3,414,157$ 3,465,361$ 3,594,234$ 3,722,802$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,152,696$ 3,298,488$ 3,414,157$ 3,465,361$ 3,594,234$ 3,722,802$
% of Revenues 265%209%221%213%225%228%
City of Iowa City
Risk Management Loss Reserve (8200)
Fund Summary
616
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 a new Third Party Administrator
• Revamped injury rate report
• Provided over 550 hours of safety training
Upcoming Challenges:
• Complete Safety Handbook
• Assist divisions to achieve Safety Certification Award
• Implement OSHA 300 reporting changes
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 1.80 1.80 1.80
Staffing Level Change Summary:
There are no staffing level changes in Fiscal Year 2018.
Service Level Change Summary:
There are no service level changes in Fiscal year 2018.
Financial Highlights:
There are no major financial changes or updates.
617
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Hours of safety training provided to employees
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
400 377 593 559 550
Injury Rate (percentage of workers injured in a given year)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
7.16%7.53%6.72%6.33%5.80%
Lost Day Rate (percentage of workers who missed work days due to work related injury)
CY 2011 CY 2012 CY 2013 CY 2014 CY 2015
3.33%3.77%2.90%2.83%2.07%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain 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.
618
City of Iowa City
Activity: Risk Management (310600)Fund: Risk Management Loss Reserve (8200)
Division: Risk Management (310600)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 8,043$ 12,900$ 12,096$ 13,000$ 12,100$ 12,100$
Miscellaneous
Intra-City Charges 1,134,174 1,542,726 1,398,727 1,591,174 1,559,174 1,590,357
Other Misc Revenue 48,954 25,872 136,189 18,971 29,680 29,680
Other Financial Sources
Sale Of Assets - - 44 - - -
Total Revenues 1,191,171$ 1,581,498$ 1,547,056$ 1,623,145$ 1,600,954$ 1,632,137$
Expenditures:
Personnel 178,450$ 196,233$ 207,190$ 198,262$ 204,682$ 210,822$
Services 907,898 1,230,437 1,181,154 1,363,570 1,223,428 1,247,897
Supplies 19,920 9,036 43,043 10,109 43,971 44,850
Total Expenditures 1,106,268$ 1,435,706$ 1,431,387$ 1,571,941$ 1,472,081$ 1,503,569$
Personnel Services - FTE 2014 2015 2016 2017 2018
Administrative Secretary 0.25 0.25 0.25 0.25 0.25
Finance Director 0.05 0.05 0.05 0.05 0.05
Occ Safety & 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
619
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. In fiscal year 2016, support services for the
Geographical Information System (GIS) software and hardware was added.
Internal customers are charged annual service fees depending on the number of devices they
use, how many users they have, how many phone sets they have, how much storage they use,
and other factors. Internal customers are also responsible for budgeting funds for new
computer equipment, however, internal service charges are then charged by the ITS fund for
the service and replacement of that equipment. For equipment greater than $5,000, a
replacement fund is also maintained to fund the replacement of the more expensive pieces of
equipment.
The ITS fund has an estimated ending fund balance of $2,058,938 at June 30, 2017. This is a
decrease of $457,784 or 18.2% from fiscal year 2016. This decline is due to a transfer to the
Capital Projects Fund for the replacement of the City’s phone system. Fund balance is expected
to increase in fiscal year 2018 by $53,088 or 2.58% to $2,112,026. In 2016, the reserve for
replacement was re-designed to restrict funds to replace computer equipment that costs more
than $5,000. The estimated fund balance restricted for this purpose is $604,591 in fiscal year
2017 and $605,243 and fiscal year 2018.
620
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,799,046$ 2,551,542$ 2,530,336$ 2,516,722$ 2,058,938$ 2,112,026$
Revenues:
Use Of Money And Property
Interest Revenues 6,729$ 11,817$ 6,848$ 12,000$ 6,850$ 6,850$
Charges For Fees And Services
Misc Charges For Svc 1,800 1,800 7,441 1,800 7,440 7,440
Miscellaneous
Intra-City Charges 1,734,710 1,751,884 1,853,398 2,131,710 2,256,005 2,297,714
Other Misc Revenue - - 15 - - -
Other Financial Sources
Sale Of Assets - - 2,745 5,000 - -
Total Revenues 1,743,239$ 1,765,501$ 1,870,446$ 2,150,510$ 2,270,295$ 2,312,004$
Expenditures:
Information Technology 1,637,229$ 1,543,896$ 1,592,108$ 2,028,404$ 2,047,295$ 2,095,463$
Info Technology Equipment Replacement 212,355 204,511 231,915 79,890 169,912 170,000
Police Computer Equipment Replacement 141,159 38,300 10,037 - - -
Sub-Total Expenditures 1,990,743 1,786,707 1,834,059 2,108,294 2,217,207 2,265,463
Transfers Out:
Capital Project Fund - - 50,000 500,000 - -
Sub-Total Transfers Out - - 50,000 500,000 - -
Total Expenditures & Transfers Out 1,990,743$ 1,786,707$ 1,884,059$ 2,608,294$ 2,217,207$ 2,265,463$
Fund Balance, June 30 2,551,542$ 2,530,336$ 2,516,722$ 2,058,938$ 2,112,026$ 2,158,568$
Restricted / Committed /Assigned - - 534,997 604,591 605,243 605,807
Unassigned Balance 2,551,542$ 2,530,336$ 1,981,725$ 1,454,347$ 1,506,783$ 1,552,761$
% of Revenues 146%143%106%68%66%67%
City of Iowa City
Information Technology (8300 - 8302)
Fund Summary
621
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 2017, ITS managed:
• 41 fiber connected facilities
• 97 network switches
• 21 traffic switches
• 85 virtual servers
• 30 Virtual PCs
• 8 VMware hosts
• 155 Terabytes of hard disk space
• 17 physical servers
• 11 construction projects with fiber optic cable or duct
• 4 core data infrastructure facilities
• 1 telephone system with voice mail and Automated Call Distribution systems with
approximately 750 ports.
622
Recent Accomplishments:
• Upgrade to Munis 11.2
• Microsoft Enterprise Agreement
• Upgrade Storage Area Network
• Expanded Utilization of GIS system
• Stream lined multiple legacy city
business processes
• Enhance Laserfiche Access
Upcoming Challenges:
• Implement New Phone System
• Enhance mobile access to city
applications
• Replace Internet browsing appliance
• Expand user training programs
• Microsoft Office 2016 Upgrade
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 9.86 9.80 10.80
Staffing Level Change Summary:
ITS division will be creating a new Solutions Architect position in fiscal year 2018.
Service Level Change Summary:
The ITS department will be installing a new phone system in fiscal year 2018 that will allow for
more enhanced feature and system redundancy.
Financial Highlights:
Supplies expenditures grew from $28,066 in fiscal year 2016 to $353,043 in fiscal year 2018
primarily due to small purchases for PC’s and other small devices being moved from the ITS
Equipment Replacement Reserve to the Information Technology operating budget. Also, the
City entered into an enterprise agreement with Microsoft which added an annual payment to
Microsoft and changes and enhances the City’s license and use of Microsoft Office.
623
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Total number of Kilowatt hours of electricity consumed
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Kilowatt Hours 124,050 127,409 121,303 114,314 116,047
Change (year/year)-1.2%2.7%-4.8%-5.8%1.5%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Uptime Percentage New
Measure 99.40%99.50%99.92%99.97%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote Environmental Sustainability
Reduce datacenter electric consumption to be sustainable via
Virtualization.
Control growth of Datacenter Electricity Consumption year over
year, and be energy conscious in decisions.
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).
Strive for 99.99% (Four-9’s standard) uptime for internet services.
Promote a Strong and Resilient Local Economy
624
Strategic Plan Goal:
STAR Objective:
Department Goal/Objective:
Performance Measures:
Number of projects the city has collaborated with an outside entity.
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Projects New
Measure
New
Measure
New
Measure
New
Measure 25
Number of Iowa City school facilities connected to City backbone fiber cable
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Facilities Connected 15 16 17 18 19
Enhance Community and Intergovernmental Relations
Human Services - Ensure high quality human services programs
are available and utilized to guarantee basic human needs so that
all residents lead lives of dignity.
Collaborate on projects to allow for cost savings and greater
utilization of resources
Work with University of Iowa, Iowa City Community School, and
private vendors to collaborate on fiber projects.
625
City of Iowa City
Activity: Information Technology (310500)Fund: Information Technology (8300)
Division: Information Technology (310500)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 6,729$ 11,817$ 6,848$ 12,000$ 6,850$ 6,850$
Charges For Fees And Services
Misc Charges For Svc 1,800 1,800 7,441 1,800 7,440 7,440
Miscellaneous
Intra-City Charges 1,217,498 1,217,460 1,291,232 1,987,226 2,085,441 2,127,150
Other Misc Revenue - - 15 - - -
Total Revenues 1,226,027$ 1,231,077$ 1,305,535$ 2,001,026$ 2,099,731$ 2,141,440$
Expenditures:
Personnel 1,017,253$ 1,003,786$ 1,016,087$ 1,096,035$ 1,072,179$ 1,104,344$
Services 476,670 406,406 547,954 404,469 447,073 456,014
Supplies 42,461 42,221 28,066 352,900 353,043 360,104
Capital Outlay 100,845 91,483 - 175,000 175,000 175,000
Total Expenditures 1,637,229$ 1,543,896$ 1,592,108$ 2,028,404$ 2,047,295$ 2,095,463$
Personnel Services - FTE 2014 2015 2016 2017 2018
Buyer I - Purchasing 0.06 0.06 0.06 - -
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
GIS Coordinator - - 1.00 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80
Solutions Architect - - - - 1.00
Sr Programmer/Analyst 2.00 2.00 2.00 2.00 2.00
Data Base Administrator 2.00 2.00 2.00 1.00 1.00
Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00 1.00 1.00
Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00
P.C. Technician 1.00 1.00 1.00 1.00 1.00
Total Personnel 9.86 9.86 9.86 9.80 10.80
Capital Outlay 2017 2018
Fiber Optic Cable/Ductwork 100,000$ 100,000$
Network core routers 25,000 25,000
Software licenses/upgrades 25,000 25,000
Server hardware/upagrades 25,000 25,000
Total Capital Outlay 175,000$ 175,000$
Activity Summary
626
City of Iowa City
Activity: Information Technology Equipment Replacement (310581)Fund: Information Technology (8301)
Division: Information Technology (310500)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intra-City Charges 443,458$ 438,699$ 460,904$ 144,484$ 170,564$ 170,564$
Other Financial Sources
Sale Of Assets - - 2,745 5,000 - -
Total Revenues 443,458$ 438,699$ 463,649$ 149,484$ 170,564$ 170,564$
Expenditures:
Services 4,984$ 3,835$ 3,406$ -$ -$ -$
Supplies 59,492 100,614 63,513 - - -
Capital Outlay 147,879 100,062 164,996 79,890 169,912 170,000
Total Expenditures 212,355$ 204,511$ 231,915$ 79,890$ 169,912$ 170,000$
Capital Outlay 2017 2018
File Servers 65,070$ 115,717$
Printers - 7,645
Other Hardware 14,820 46,550
Total Capital Outlay 79,890$ 169,912$
Activity Summary
627
City of Iowa City
Activity: Police Computer Equipment Replacement (310585)Fund: Information Technology (8302)
Division: Information Technology (310500)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Intra-City Charges 73,754$ 95,725$ 101,262$ -$ -$ -$
Total Revenues 73,754$ 95,725$ 101,262$ -$ -$ -$
Expenditures:
Services 190$ 573$ -$ -$ -$ -$
Supplies 3,801 17,435 10,037 - - -
Capital Outlay 137,168 20,292 - - - -
Total Expenditures 141,159$ 38,300$ 10,037$ -$ -$ -$
Activity Summary
628
CENTRAL SERVICES FUND
The Central Services internal service fund provides services to internal clients/staff and
other local governments in the following areas:
• Mailroom processing of outgoing City Mail, UPS, and Fed-Ex
• Assists with the procurement of City copiers and maintenance contracts.
• Assists with the City’s Radio System maintenance contracts
The cost of these services is recovered through service charges to the internal clients and
to other local governments for the services that they consume. Funds are also retained for
the replacement of copy machines on a regularly scheduled basis.
Internal service fund charges are budgeted at $234,991 in fiscal year 2018, and they make
up 98.3% of the fund’s revenue. Budgeted internal service charge revenue is a decrease
of 12% from fiscal year 2017 budgeted revenue of $267,124 primarily due to a decrease in
radio system expenditures. Total fiscal year 2018 budgeted revenue is $239,151.
The Central Services fund has an estimated ending fiscal year 2017 fund balance of
$685,699. This was an increase of 2.70% from fiscal year 2016. The fiscal year 2018
estimated ending fund balance is $662,687 which is a decrease of 3.36% from fiscal year
2017.
629
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 761,382$ 715,872$ 658,527$ 667,695$ 685,699$ 662,687$
Revenues:
Use Of Money And Property
Interest Revenues 1,742$ 2,416$ 2,286$ 2,500$ 2,290$ 2,290$
Charges For Fees And Services
Library Charges - 6 10 - - -
Miscellaneous
Intra-City Charges 228,772 248,406 239,084 267,124 234,991 239,691
Other Misc Revenue 5,820 451 1,695 - 1,690 -
Printed Materials 111 222 183 220 180 180
Other Financial Sources
Sale Of Assets - - 9 - - -
Total Revenues 236,445$ 251,501$ 243,265$ 269,844$ 239,151$ 242,161$
Expenditures:
Central Services 281,955$ 308,846$ 234,097$ 251,840$ 262,163$ 258,815$
Total Expenditures 281,955$ 308,846$ 234,097$ 251,840$ 262,163$ 258,815$
Fund Balance, June 30 715,872$ 658,527$ 667,695$ 685,699$ 662,687$ 646,033$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 715,872$ 658,527$ 667,695$ 685,699$ 662,687$ 646,033$
% of Revenues 303%262%274%254%277%267%
City of Iowa City
Central Services (8400)
Fund Summary
630
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 over 185,000 pieces of outgoing City Mail.
• Sorted and distributed over 100,000 pieces of incoming City Mail.
• Distributed and sorted incoming 1528 UPS packages.
• Processed outgoing 86 UPS packages.
Upcoming Challenges:
• Find new location for back-up radio tower
Staffing:
FY2016 FY2017 FY2018
Total FTE’s 0.50 0.50 0.50
Staffing Level Change Summary:
There are no staffing level changes for fiscal year 2018.
Service Level Change Summary:
There are no service level changes for fiscal year 2018.
Financial Highlights:
In fiscal year 2018, the Central Services division has budgeted $48,000 for the replacement of
copy machines.
631
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Surplus Equipment Sold
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Number of Bids Received 2,120 1,316 1,542 2,546 1,921
Dollar Value of Surplus Sold $165,776 $174,705 $171,424 $232,107 $358,525
Migration of Paper Copies to Scanned Copies
FY 2012 FY 2013 FY 2014*FY 2015 FY 2016
Paper Copies New
Measure
New
Measure 1,182,342 1,128,606 968,753
Scanned Copies New
Measure
New
Measure 169,578 342,751 308,445
Cost Savings for Standard Letters Processed
FY 2012 FY 2013 FY 2014*FY 2015 FY 2016
Quantity of Standard Letters New
Measure
New
Measure 71,340 145,874 185,269
Cost Savings Using City Mail
Machine vs. Standard Mail **
New
Measure
New
Measure $713.40 $1,305.27 $926.35
**Cost savings for FY16 now 1/2 cent per piece of standard mail
* Quantities and cost savings figures from February 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Minimizing the environmental impact by providing a means to
reuse our current equipment and furniture. Providing assistance to
City employees with the transfer and disposal of surplus
equipment through the transfer to other City Departments, on-line
bidding, the sale or transfer to other government agencies, or
through donation or sale to non-profit organizations.
Minimizing the environmental impact through the migration of
paper documents to scanned documents.
* Quantities from April 2014 through July 2014
632
City of Iowa City
Activity: Purchasing (310300)Fund: Central Services (8400)
Division: Purchasing (310300)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 1,742$ 2,416$ 2,286$ 2,500$ 2,290$ 2,290$
Charges For Fees And Services
Library Charges - 6 10 - - -
Miscellaneous
Intra-City Charges 228,772 248,406 239,084 267,124 234,991 239,691
Other Misc Revenue 5,820 451 1,695 - 1,690 -
Printed Materials 111 222 183 220 180 180
Other Financial Sources
Sale Of Assets - - 9 - - -
Total Revenues 236,445$ 251,501$ 243,265$ 269,844$ 239,151$ 242,161$
Expenditures:
Personnel 27,270$ 36,512$ 35,629$ 35,851$ 36,864$ 37,970$
Services 174,629 151,878 173,563 176,165 175,228 178,733
Supplies 4,981 1,824 1,196 1,824 2,071 2,112
Capital Outlay 75,075 118,632 23,710 38,000 48,000 40,000
Total Expenditures 281,955$ 308,846$ 234,097$ 251,840$ 262,163$ 258,815$
Personnel Services - FTE 2014 2015 2016 2017 2018
Purchasing Clerk 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2017 2018
Copiers 38,000$ 48,000$
Total Capital Outlay 38,000$ 48,000$
Activity Summary
633
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 increased by 12.83% due to a substantial
increase in claims during fiscal year 2016. For fiscal year 2018, health insurance
premiums are projected to increase by 7.50%.
An increase in employee contributions was also negotiated as shown in the following
table:
The fiscal year 2017 ending fund balance is estimated at $9.93 million. This is an
increase of $25,357 or 0.25% from the revised fiscal year 2016 ending fund balance of
$9.90 million. For fiscal year 2018, the fund balance is expected to increase to
$10,333,217 which is an increase of $405,066 or 4.08%.
Restricted/assigned fund balance represents the City’s Net OPEB Obligation. The City’s
Net OPEB obligation at June 30, 2016 was $4,282,539.
Health Insurance Plan: FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 *
Single Deductible 350$ 500$ 600$ 600$ 650$ 675$
Family Deductible 450 700 800 800 850 900
Single Out-of-Pocket Max 840 900 1,000 1,000 1,000 1,100
Family Out-of-Pocket Max 1,100 1,450 1,700 1,700 1,800 1,900
Single Contribution/Month 40 40 45 50 55 60
Family Contribution/Month 75 80 85 90 95 100
* Police and Fire only; the AFSCME and non-union plan is eligible for re-negotiation in FY2019
634
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 10,359,253$ 10,396,661$ 10,620,338$ 9,902,794$ 9,928,151$ 10,333,217$
Revenues:
Use Of Money And Property
Interest Revenues 23,355$ 39,282$ 33,206$ 39,500$ 33,210$ 33,210$
Royalties & Commissions 1,160 - - - - -
Charges For Fees And Services
Misc Charges For Services 417,543 532,146 527,620 598,663 591,765 621,353
Miscellaneous
Intra-City Charges 7,041,553 6,937,376 6,656,381 7,389,345 8,121,446 8,527,518
Other Misc Revenue 18,798 - 6 - - -
Other Financial Sources
Sale Of Assets - - - - - -
Total Revenues 7,502,409$ 7,508,804$ 7,217,213$ 8,027,508$ 8,746,421$ 9,182,082$
Expenditures:
Health Insurance Reserve 7,465,001$ 7,285,127$ 7,934,757$ 8,002,151$ 8,341,355$ 8,758,423$
Total Expenditures 7,465,001$ 7,285,127$ 7,934,757$ 8,002,151$ 8,341,355$ 8,758,423$
Fund Balance, June 30 10,396,661$ 10,620,338$ 9,902,794$ 9,928,151$ 10,333,217$ 10,756,876$
Restricted / Committed / Assigned 3,614,448 3,969,641 4,282,539 4,541,076 4,768,130 5,006,536
Unassigned Balance 6,782,213$ 6,650,697$ 5,620,255$ 5,387,075$ 5,565,087$ 5,750,339$
% of Revenues 90%89%78%67%64%63%
City of Iowa City
Health Insurance Reserve (8500)
Fund Summary
635
City of Iowa City
Activity: Health Insurance Reserves (310750)Fund: Health Insurance Reserve (8500)
Division: Health Insurance Reserves (310750)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 23,355$ 39,282$ 33,206$ 39,500$ 33,210$ 33,210$
Royalties & Commiss 1,160 - - - - -
Charges For Fees And Services
Misc Charges For Svc 417,543 532,146 527,620 598,663 591,765 621,353
Miscellaneous
Intra-City Charges 7,041,553 6,937,376 6,656,381 7,389,345 8,121,446 8,527,518
Other Misc Revenue 18,798 - 6 - - -
Other Financial Sources
Sale Of Assets - - - - - -
Total Revenues 7,502,409$ 7,508,804$ 7,217,213$ 8,027,508$ 8,746,421$ 9,182,082$
Expenditures:
Services 7,464,733$ 7,285,127$ 7,934,757$ 8,002,151$ 8,341,355$ 8,758,423$
Supplies 268 - - - - -
Total Expenditures 7,465,001$ 7,285,127$ 7,934,757$ 8,002,151$ 8,341,355$ 8,758,423$
Activity Summary
636
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.
For non-union and AFSCME employees, the covered benefits increased from $1,000 to
$1,500 per eligible member in fiscal year 2017. For police union and fire union
employees, covered benefits are $500 per eligible member.
The Dental Insurance Reserve’s fund balance at the end of fiscal year 2017 is expected
to be $143,838 or $6,731 higher than the fiscal year 2016 ending fund balance. This is
an increase of 4.91% percent. A decrease in fund balance is expected for fiscal year
2018 to $141,126 which is a decrease of $2,712 or 1.89%.
637
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 118,521$ 134,805$ 142,803$ 137,107$ 143,838$ 141,126$
Revenues:
Use Of Money And Property
Interest Revenues 310$ 553$ 473$ 500$ 470$ 470$
Charges For Fees And Services
Misc Charges For Svc 22,455 27,372 24,501 27,372 27,372 27,372
Miscellaneous
Intra-City Charges 338,212 334,391 339,391 354,755 368,832 379,897
Total Revenues 360,977$ 362,316$ 364,364$ 382,627$ 396,674$ 407,739$
Expenditures:
Dental Insurance Reserves 344,693$ 354,318$ 370,061$ 375,896$ 399,386$ 411,368$
Total Expenditures 344,693$ 354,318$ 370,061$ 375,896$ 399,386$ 411,368$
Fund Balance, June 30 134,805$ 142,803$ 137,107$ 143,838$ 141,126$ 137,497$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 134,805$ 142,803$ 137,107$ 143,838$ 141,126$ 137,497$
% of Revenues 37%39%38%38%36%34%
City of Iowa City
Dental Insurance Reserve (8600)
Fund Summary
638
City of Iowa City
Activity: Dental Insurance Reserves (310760)Fund: Dental Insurance Reserve (8600)
Division: Dental Insurance Reserves (310760)Department: Finance
2014 2015 2016 2017 2018 2019
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 310$ 553$ 473$ 500$ 470$ 470$
Charges For Fees And Services
Misc Charges For Svc 22,455 27,372 24,501 27,372 27,372 27,372
Miscellaneous
Intra-City Charges 338,212 334,391 339,391 354,755 368,832 379,897
Total Revenues 360,977$ 362,316$ 364,364$ 382,627$ 396,674$ 407,739$
Expenditures:
Services 344,693$ 354,318$ 370,061$ 375,896$ 399,386$ 411,368$
Total Expenditures 344,693$ 354,318$ 370,061$ 375,896$ 399,386$ 411,368$
Activity Summary
639
640
STATISTICS
General Information
US Census Data
Economic Overview
Revenue Comparisons
Property Tax Valuations
Property Tax Levies
Principal:
Taxpayers
Employers
Sewer Customers
Water Customers
Operating Indicators
STAR Outcomes
Department Statistics:
Police
Fire
Library
Senior Center
Neighborhood & Development
Services
Transportation Services
F
Y
2
0
1
8
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
643
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.
644
Iowa City by the Numbers:
• Population 67,862
• Land Area 25.01 square miles
• Average Persons Per Household 2.24
• Bachelor's Degree or Higher 58.6%
• 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 (April 2017)
Iowa City: Best Of...
Area Recognition & Accolades 2016
• Iowa City ranked #2 Least-Stressed City in the U.S. by SmartAsset
• Iowa City is ranked the #3 best place to live in America by Outside Magazine
• Iowa City ranked #4 Best City for Working Women by Fiscal Times
• Iowa City ranked #5 Healthiest City in America by 24/7 Wall Street
• Iowa City ranked #9 Best Place to Live in America by Livability.com
• Iowa City ranked as an Age-friendly city by New York Times
• Iowa City ranked in the Top 100 best small city in America by WalletHub
• Iowa City is ranked in top 25% of U.S. cities in support of LGBTQ population –
Human Rights Campaign’s 2016 Municipality Equality Index
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 13,981.6 for the 2016-17 school year. 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
2,004.7 for school year 2016-17. 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.
645
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.
646
Iowa
City
Johnson
County Iowa
Population
Population estimates, July 1, 2015, (V2015)74,220 144,251 3,123,899
Population, percent change - April 1, 2010 (estimates base) to July 1, 2015, (V2015)9.3%10.2%2.5%
Population, Census, April 1, 2010 67,862 130,882 3,046,355
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%
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%
Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a)Z Z 0.1%
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%
Veterans, 2011-2015 2,262 5,705 211,066
Foreign born persons, percent, 2011-2015 13.7%10.1%4.7%
Housing
Housing units, April 1, 2010 29,270 55,967 1,336,417
Owner-occupied housing unit rate, 2011-2015 47.7%59.5%71.5%
Median value of owner-occupied housing units, 2011-2015 $186,100 $193,600 $129,200
Median selected monthly owner costs -with a mortgage, 2011-2015 $1,423 $1,443 $1,171
Median selected monthly owner costs -without a mortgage, 2011-2015 $507 $503 $434
Median gross rent, 2011-2015 $865 $870 $697
Households, 2011-2015 28,985 55,426 1,236,409
Persons per household, 2011-2015 2.24 2.37 2.42
Living in same house 1 year ago, percent of persons age 1 year+, 2011-2015 65.7%74.7%84.8%
Language other than English spoken at home, percent of persons age 5 years+, 2011-2015 17.1%13.9%7.4%
Education
High school graduate or higher, percent of persons age 25 years+, 2011-2015 95.1%94.8%91.5%
Bachelor's degree or higher, percent of persons age 25 years+, 2011-2015 58.6%51.3%26.7%
Health
With a disability, under age 65 years, percent, 2011-2015 5.5%5.2%7.9%
Persons without health insurance, under age 65 years, percent 8.7%6.4%5.9%
Transportation
Mean travel time to work (minutes), workers age 16 years+, 2011-2015 16.4 18.3 18.9
Economy
In civilian labor force, total, percent of population age 16 years+, 2011-2015 68.2%71.5%67.6%
In civilian labor force, female, percent of population age 16 years+, 2011-2015 67.0%70.0%63.3%
Total health care and social assistance receipts/revenue, 2012 ($1,000) (c)1,851,067 1,967,788 18,583,828
Total manufacturers shipments, 2012 ($1,000) (c)2,889,946 3,400,394 116,668,830
Total merchant wholesaler sales, 2012 ($1,000) (c)502,298 1,011,788 62,318,301
Total retail sales, 2012 ($1,000) (c)927,730 1,861,697 44,905,624
Total retail sales per capita, 2012 (c)$13,228 $13,657 $14,607
Median household income (in 2015 dollars), 2011-2015 $42,375 $55,700 $53,183
Per capita income in past 12 months (in 2015 dollars), 2011-2015 $26,966 $31,271 $27,950
Persons in poverty, percent 28.2%18.3%12.2%
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.
Some estimates presented here come from sample data, and thus have sampling errors that may render some apparent differences between
geographies statistically indistinguishable.
The vintage year (e.g., V2015) refers to the final year of the series (2010 thru 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
(c) Economic Census - Puerto Rico data are not comparable to U.S. Economic Census data
Z: Value greater than zero but less than half unit of measure shown
Source: US Census Bureau - QuickFacts
US Census Data
647
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
US 2.7%1.5%-0.5%-2.7%2.2%1.4%2.0%1.5%2.2%2.5%
Iowa 1.4%4.1%-1.7%-2.1%2.1%1.9%3.5%0.8%2.6%1.3%
Iowa City 3.6%1.8%0.9%0.1%2.8%3.3%3.0%3.8%2.9%0.3%
-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
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-eight of the last
thirty 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
February 2017
(preliminary), the Iowa
City Metropolitan
Statistical Area (MSA)
was the third lowest
unemployment rate of
all MSAs nationally.
(Source: Bureau of Labor Statistics)
648
The growth in
assessed property
value has averaged
3.4% over the last
ten years. The
growth in taxable
value has averaged
3.9% in that same
timeframe and has
been in part 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 two 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.
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Assessed $4,210 $4,315 $4,371 $4,439 $4,532 $4,581 $4,748 $4,863 $5,257 $5,400
% Change, Assessed 8.65%2.51%1.29%1.56%2.10%1.09%3.64%2.42%8.11%2.71%
Taxable $2,522 $2,634 $2,712 $2,800 $2,913 $2,989 $3,090 $3,136 $3,376 $3,501
% Change, Taxable 5.69%4.43%2.96%3.25%4.03%2.63%3.37%1.49%7.67%3.69%
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Assessed & Taxable Property Valuations*
in millions
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Rollback 44%46%47%49%51%53%54%56%56%57%
38%
40%
42%
44%
46%
48%
50%
52%
54%
56%
58%
Taxable Percentage of Home Value
649
Though the value of building
permits issued has declined in
recent years (2014 & 2015 from
2013), the last year reached a
significant all-time high of $388
million with the ten year average at
$155 million.
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 six 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
$874,000 for FY2016, $590,000 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.
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Permits 701 807 688 784 738 716 715 703 645 794
Value $119 $145 $75 $96 $82 $169 $185 $153 $138 $388
$0
$40
$80
$120
$160
$200
$240
$280
$320
$360
$400
Building Permits
Value in millions
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14*FY15 FY16
Hotel/Motel $692 $724 $752 $667 $746 $814 $834 $967 $1,057 $1,079
% Change 8.81%4.67%3.92%-11.39%11.84%9.17%2.51%15.91%9.34%2.02%
$0
$200
$400
$600
$800
$1,000
$1,200
Hotel/Motel Tax Revenue
in thousands
FY11 FY12 FY13 FY14*FY15 FY16
Fee Revenue $725 $826 $881 $1,031 $902 $874
% Change 13.92%6.58%17.06%-12.51%-3.04%
$0
$200
$400
$600
$800
$1,000
$1,200
Utility Franchise Fee Revenue
in thousands
650
The Iowa City property tax levy
comprised approximately forty-two and
eight-tenths percent of City residents’
total property tax bill. The Iowa City
Community School District and Johnson
County make up another thirty-six and
one-tenths percent and eighteen and
three-tenths percent of the total levy,
respectively.
*Includes Johnson County, the City of Iowa City
Assessor, and Agricultural Extension levies.
(Source: Johnson County Auditor)
Iowa City’s levy rate
dropped approximately
four-tenths percent (0.4%)
in FY2017, from a
decrease in the debt
service levy. Iowa City’s
FY2018 levy rate totals
$16.333; this represents a
decline of one and five-
tenths of a percent (1.5%).
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. In
FY2017, $500,000 of excess
balance will be used to
increase the emergency fund
balance bringing it to $5.2
million.
*Amounts before FY2013 are cash
balance instead of fund balance.
Iowa City
42.8%
ICCSD
36.1%
Johnson
County*
18.3% Kirkwood
CC
2.8%
Overlapping Taxing Jurisdictions
Percent of FY2017 Total Levy Rate
FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17
Total Overlapping 38.830 40.567 40.596 40.915 40.754 39.499 38.639 38.528 38.811 38.748
IC % of Total 44.5%43.7%44.0%43.4%43.8%43.7%43.5%43.4%42.9%42.8%
IC Levy Rate 17.297 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583
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
FY11 FY12 FY13 FY14 FY15 FY16
Fund Balance $18,508 $17,104 $17,119 $17,985 $19,307 $23,419
% of Rev.31.0%25.8%28.4%30.6%33.6%38.3%
$0
$5,000
$10,000
$15,000
$20,000
$25,000
General Fund Unassigned Fund Balance*
in thousands
651
City pension
contributions has
grown six of the
last seven years at
a rapid pace,
except FY2016
contributions that
were a decrease of
two and five-tenths
of a percent (2.5%)
from FY2015.
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 and FY2018 to twenty-five
and sixty-eight-hundredths percent (25.68%), which are decreases of eight and seven-tenths (8.7%),
six and seven-tenths (6.7%), and nine-tenths (0.9%), 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.
FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14*FY15 FY16
Total $3,398 $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412
% Change 3.1%2.2%-10.1%1.4%13.2%30.3%4.9%13.3%0.2%-2.5%
Supplemental $61 $33 $35 $37 $51 $58 $69 $66 $70 $63
MFPRSI $1,952 $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794
IPERS $1,382 $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
City Pension Contributions
in thousands
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
IPERS 6.35%6.65%6.95%8.07%8.67%8.93%8.93%8.93%8.93%8.93%
MFPRSI 18.75%17.00%19.90%24.76%26.12%30.12%30.41%27.77%25.92%25.68%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
City Pension Contribution Rates
652
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
61%
Other City Taxes
5%
Licenses & Permits
6%
Intergovernmental
8%
Charges for
Services
3% Misc Revenue
10%
Use of Money &
Property
1%
Other Financing
Sources
6%
FY2016 Actual General Fund Revenue
(excluding Transfers In)
Personnel
72%
Services
17%
Supplies
3%
Capital Outlay
4%
Other
Financing
Sources
4%
FY2016 Actual General Fund Expenditures
(excluding Transfers Out)
653
Total outstanding
General Obligation debt
is estimated to dropped
almost seventeen
(17.2) million between
FY2009 and FY2018.
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 two-tenths
percent (1.2%) 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
FY2018, the debt service
levy is approximately
twenty-two percent (22%)
of the total property tax
levy rate.
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Outstanding Debt $84,995 $75,050 $80,575 $75,320 $61,205 $67,075 $61,995 $57,875 $66,903 $67,807
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
Total Outstanding General Obligation Debt on June 30
in thousands
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
%40%34%36%33%27%29%26%23%25%25%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
GO Debt as a Percent of Debt Limit
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Total Levy Rate 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333
Debt Service Levy 4.303 4.219 4.438 4.649 4.443 4.030 4.130 3.928 3.828 3.578
DS % of Total 24.3%23.6%25.0%26.1%25.7%24.0%24.7%23.6%23.1%21.9%
15.0%
17.0%
19.0%
21.0%
23.0%
25.0%
27.0%
29.0%
Debt Service Percent of Total Levy Rate
654
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
FY17
Tax Rate Rank
FY17/FY16
% Change
Council Bluffs 17.750 1 0.00%
Waterloo 17.605 2 -0.89%
Des Moines 16.920 3 0.00%
Davenport 16.780 4 0.00%
Iowa City 16.583 5 -0.41%
Sioux City 16.067 6 -0.27%
Cedar Rapids 15.216 7 0.00%
Coralville 13.528 8 0.00%
West Des Moines 12.000 9 0.00%
Dubuque 11.167 10 1.28%
North Liberty 11.033 11 0.00%
Ames 10.373 12 -2.41%
FY2017 Estimated General Fund Revenue
FY2017 Adopted Budget
City Revenues
Transfers
In
Debt
Proceeds/
Asset Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
Dubuque $56,217,351 $12,648,687 $47,900 $68,913,938 $1,195.65 1
West Des Moines $54,233,078 $11,406,446 $8,000 $65,647,524 $1,159.67 2
Coralville $16,992,330 $2,865,513 $0 $19,857,843 $1,050.29 3
Council Bluffs $46,622,489 $15,024,727 $140,755 $61,787,971 $992.90 4
Cedar Rapids $92,130,374 $33,049,165 $175,000 $125,354,539 $992.31 5
Iowa City $48,150,982 $10,060,745 $1,893,389 $60,105,116 $885.70 6
North Liberty $9,351,347 $2,492,861 $0 $11,844,208 $885.61 7
Sioux City $45,748,998 $22,772,937 $50,002 $68,571,937 $829.33 8
Des Moines $126,753,789 $34,970,301 $2,020 $161,726,110 $794.98 9
Waterloo $45,483,849 $6,642,569 $185,000 $52,311,418 $764.72 10
Davenport $53,738,311 $20,843,583 $0 $74,581,894 $748.18 11
Ames $25,544,368 $8,997,562 $500 $34,542,430 $585.81 12
*Per Capita calculations used 2010 US Census data
655
Hotel/Motel Tax Revenues
FY2016 Receipts
City*
Effective
Date Receipts
Des Moines 4/1/1979 $6,059,311
West Des Moines 4/1/1979 $3,963,886
Cedar Rapids 4/1/1979 $3,542,694
Council Bluffs 4/1/1979 $2,805,846
Coralville 7/1/1983 $2,654,552
Davenport 4/1/1981 $2,595,502
Sioux City 4/1/1979 $2,562,628
Ames 4/1/1988 $2,297,231
Dubuque 4/1/1979 $2,128,042
Waterloo 4/1/1981 $1,281,311
Iowa City 4/1/1983 $1,078,762
North Liberty 7/1/2008 $80,173
*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%
Council Bluffs 2%
Cedar Rapids 3%
Waterloo 3%
Dubuque 5%
Sioux City 5%
Des Moines 5%
656
Utility Rates (Residential Monthly Billing – July 1, 2016)
City Water Sewer Waste Storm Total Rank
North Liberty* $44.73 $54.30 $10.35 $2.00 $111.38 1
Davenport $44.12 $45.21 $15.91 $2.57 $107.81 2
Des Moines $27.21 $43.94 $11.00 $11.50 $93.65 3
Dubuque $27.64 $38.00 $14.77 $6.81 $87.22 4
Iowa City** $30.17 $36.08 $15.90 $4.50 $86.65 5
West Des Moines $32.44 $37.50 $10.55 $4.25 $84.74 6
Ames* $28.18 $32.63 $19.22 $3.45 $83.48 7
Sioux City $31.45 $34.55 $15.30 $0.83 $82.13 8
Cedar Rapids $27.11 $24.25 $21.02 $5.18 $77.56 9
Coralville $19.60 $28.93 $20.00 $3.00 $71.53 10
Council Bluffs $28.75 $22.88 $18.00 $0.00 $69.63 11
Waterloo $17.15 $25.75 $10.50 $2.75 $56.15 12
* Ames and North Liberty trash collection provided by private contractors
** Average rate is $84.33/difference of $2.32
657
Property Tax Valuations
Last Ten Fiscal Years
Assessed Valuation
Tax Collection Year:
FY2018 FY2017 FY2016 FY2015
Residential 4,001,761,478$ 3,882,757,454$ 3,603,743,609$ 3,488,112,611$
Agricultural (taxed at Ag rate)3,425,692 3,720,671 3,553,520 3,680,920
Multi-Residential 411,460,472 410,426,868 - -
Commercial 821,949,555 805,734,128 1,129,397,979 1,144,437,631
Industrial 72,635,554 73,206,895 74,399,739 80,153,614
Railroads 3,984,932 4,096,577 4,015,580 3,827,506
Utilities w'out Gas & Electric 6,734,894 7,375,066 8,239,789 9,599,528
Gross valuation 5,321,952,577 5,187,317,659 4,823,350,216 4,729,811,810
Less: Military exemption 2,635,396 2,727,994 2,828,002 2,939,122
Net valuation 5,319,317,181 5,184,589,665 4,820,522,214 4,726,872,688
Incremental value 80,559,947 72,650,838 42,307,287 21,131,574
Gas and Electric Utilities 94,582,279 92,987,351 87,728,294 78,642,915
Total Assessed valuation 5,494,459,407$ 5,350,227,854$ 4,950,557,795$ 4,826,647,177$
Percent change 2.696%8.073%2.567%3.392%
Taxable Valuation
Tax Collection Year:
FY2018 FY2017 FY2016 FY2015
Assessment Limitation:
Residential rollback 56.9391%55.6259%55.7335%54.4002%
Agricultural rollback 47.4996%46.1068%44.7021%43.3997%
Multi-Residential rollback 82.50%86.25%NA NA
Commercial and Railroad rollback 90.0%90.0%90.0%95.0%
Industrial rollback 90.0%90.0%90.0%95.0%
Residential 2,274,451,551$ 2,155,033,296$ 2,008,493,138$ 1,894,079,854$
Agricultural (taxed at Ag rate)1,618,090 1,706,955 1,588,496 1,597,501
Multi-Residential 337,946,106 353,335,857 - -
Commercial 734,200,396 720,036,878 1,016,458,199 1,086,556,293
Industrial 64,688,055 65,301,535 66,959,765 76,128,877
Railroads 3,586,439 3,686,919 3,614,022 3,636,130
Utilities w'out Gas & Electric 6,734,894 7,375,066 8,239,789 9,599,528
Gross valuation 3,423,225,531 3,306,476,506 3,105,353,409 3,071,598,183
Less: Military exemption 2,635,396 2,727,994 2,828,002 2,939,122
Net valuation 3,420,590,135 3,303,748,512 3,102,525,407 3,068,659,061
Incremental value 80,559,947 72,650,838 33,331,128 21,131,574
Gas and Electric Utilities 41,702,196 44,986,783 46,785,426 47,004,994
Total Taxable Valuation 3,542,852,278$ 3,421,386,133$ 3,182,641,961$ 3,136,795,629$
Percent change 3.550%7.501%1.462%3.320%
Total Direct Tax Rate
City of Iowa City 16.333$ 16.583$ 16.651$ 16.705$
658
FY2014 FY2013 FY2012 FY2011 FY2010 FY2009
3,367,051,717$ 3,284,249,136$ 3,182,636,485$ 3,122,874,615$ 3,065,278,624$ 2,991,702,239$
2,655,640 2,516,440 2,263,884 2,314,823 1,499,347 1,564,892
- - - - - -
1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806
72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651
3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 2,532,561
10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525
4,570,164,403 4,523,373,850 4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674
3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642
4,567,104,901 4,520,277,308 4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032
14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045
87,100,183 83,538,109 81,240,051 79,196,417 61,065,832 54,080,557
4,668,318,992$ 4,615,527,744$ 4,520,142,100$ 4,449,859,602$ 4,376,150,525$ 4,263,613,634$
1.144%2.110%1.579%1.684%2.639%8.534%
FY2014 FY2013 FY2012 FY2011 FY2010 FY2009
52.8166%50.7518%48.5299%46.9094%45.5893%44.0803%
59.9334%57.5411%69.0152%66.2715%93.8568%90.1023%
NA NA NA NA NA NA
NA NA NA NA NA 99.7%
NA NA NA NA NA NA
1,776,096,066$ 1,666,036,081$ 1,544,260,536$ 1,464,643,790$ 1,384,088,145$ 1,307,510,775$
1,591,636 1,447,988 1,562,422 1,534,056 1,407,234 1,410,002
- - - - - -
1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961
72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 65,905,651
3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 2,525,753
10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 9,136,525
2,978,144,748 2,904,092,343 2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667
3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 3,395,642
2,975,085,246 2,900,995,801 2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025
14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 111,540,045
46,813,214 47,404,050 48,337,968 46,333,208 45,156,750 44,597,261
3,036,012,368$ 2,960,112,178$ 2,848,162,606$ 2,757,984,801$ 2,678,958,851$ 2,566,770,331$
2.564%3.931%3.270%2.950%4.371%5.717%
16.805$ 17.269$ 17.842$ 17.757$ 17.853$ 17.717$
659
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
100% Assessed $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 $4,951 $5,350 $5,494
% Change, Assessed 8.5%2.6%1.7%1.6%2.1%1.1%3.4%2.6%8.1%2.7%
Taxable $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,421 $3,543
% Change, Taxable 5.7%4.4%2.9%3.3%3.9%2.6%3.3%1.5%7.5%3.6%
Taxable % of Total 60.2%61.2%62.0%63.0%64.1%65.0%65.0%64.3%63.9%64.5%
$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
660
Residential
75%
Agricultural
0%
Multi-Residential
8%
Commercial
16%
Industrial
1%
Railroads
0%
Utilities w'out Gas
& Electric
0%
FY2018 Assessed Valuation
Gross Valuation
Percent by Property Type
$5,321,952,577
Residential
66%
Agricultural
0%
Multi-Residential
10%
Commercial
22%
Industrial
2%
Railroads
0% Utilities w'out Gas
& Electric
0%
FY2018 Taxable Valuation
Gross Valuation
Percent by Property Type
$3,423,225,531
661
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2007-08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596
2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803
2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893
2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.6259
2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 56.9391
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
662
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 Valuation Rank Valuation Valuation Rank Valuation
ACT Inc. (formerly American
College Testing Program)31,215$ 2 1.32 %47,639$ 1 1.50 %
Mid-American Energy Company 41,455 1 1.75 42,664 2 1.34
Ann Gerdin Truse
(formerly Russell Gerdin)- -N/A 22,803 3 0.72
Dealer Properties IC LLC
(Billion Auto)- -N/A 18,889 4 0.59
Proctor & Gamble LLC - -N/A 16,414 5 0.52
Christian Retirement Services - -N/A 15,667 6 0.49
Midwestone Bank - -N/A 15,014 7 0.47
Vesper Iowa City LLC - -N/A 14,027 8 0.44
Alpha Inc - -N/A 13,860 9 0.44
National Computer Systems
(Pearson)16,016 6 0.68 12,815 10 0.40
Jame A and Lorretta Clark 27,586 3 1.17 - -N/A
Kobrin Development Company Inc
(Southgate Development Company)21,765 4 0.92 - -N/A
Plaza Towers LLC 16,137 5 0.68 - -N/A
MEHSM LC (Sycamore Mall)14,610 7 0.62 - -N/A
United Natural Foods 12,948 8 0.55 - -N/A
Russell Gerdin 11,164 9 0.47 - -N/A
University View Partners 11,088 10 0.47 - -N/A
Total 203,984$ 8.63 %219,792$ 6.91 %
Sources:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2016 and Nine Years Ago (2007)
(amounts expressed in thousands)
20162007
663
Employers Employees Rank Employees Rank Percentage
University of Iowa 25,493 1 27,354 1 26.9 %
Iowa City Community
School District 1,200 5 2,346 2 2.3
Veterans Administration
Medical Center 1,232 4 1,562 3 1.5
Mercy Hospital 1,262 3 1,559 4 1.5
ACT Inc. (formerly American
College Testing Program)1,426 2 1,350 7 1.3
NCS Pearson 1,101 6 1,200 5 1.2
Hy-Vee 977 7 1,166 6 1.1
City of Iowa City 625 9 1,108 8 1.1
System Unlimited --890 9 0.9
International Automotive
Components (formerly Lear Corp)772 8 750 10 0.7
Proctor & Gamble 514 10 --N/A
34,602 39,285 38.5 %
Total Employees 101,500
Sources:
Iowa City Area Development Group
Note:
Total number of employees is not available for 2007;
percentage of total city employment by employer is not presented.
PRINCIPAL EMPLOYERS
2007 2016
2016 and Nine Years Ago (2007)
664
Customer Name Charges Rank Percentage Charges Rank Percentage
University of Iowa 2,173,296$ 1 19.61 %1,900,317$ 1 15.81 %
Proctor & Gamble 1,237,851 2 11.17 893,069 2 7.43
Iowa City Landfill
Division 57,572 10 0.52 219,432 3 1.83
Veterans Administration
Medical Center 193,077 3 1.74 119,193 4 0.99
Mercy Hospital 124,590 5 1.12 102,693 5 0.85
Dolphin Lake Point
(Rus Properties Mngmt)102,653 6 0.93 76,609 6 0.64
University of Iowa/
Mayflower Apartments 68,318 8 0.62 73,827 7 0.61
Campus Apartments 90,091 7 0.81 72,228 8 0.60
CCAL 100 Hawk
Ridge Drive - -N/A 68,909 9 0.57
Mark IV Apartments - -N/A 58,512 10 0.49
Roberts Dairy 130,549 4 1.18 - -N/A
RBD Iowa City LLC
(Sheraton Hotel)60,021 9 0.54 - -N/A
4,238,018$ 38.24 %3,584,789$ 29.82 %
Total Sewer
System Charges 11,084,369$ 12,022,203$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20162007
2016 and Nine Years Ago (2007)
665
Customer Name Charges Rank Percentage Charges Rank Percentage
Proctor & Gamble 635,147$ 1 7.55 %673,690$ 1 7.69 %
Veterans Administration
Medical Center 138,495 2 1.65 104,250 2 1.19
Mercy Hospital 75,140 3 0.89 64,349 3 0.73
Campus Apartments 38,298 5 0.46 61,112 4 0.70
Mark IV Apts 45,574 8 0.54 53,473 5 0.61
Dolphin Lake Point
(Rus Properties Mngmt)62,170 6 0.74 50,139 6 0.57
University of Iowa/
Mayflower Apartments - -N/A 46,061 7 0.53
Iowa City Community
School District - -N/A 43,465 8 0.50
CCAL 100 Hawk Ridge Dr - -N/A 39,301 9 0.45
Oaknoll Retirement
Residence - -N/A 37,955 10 0.43
Pollution Control 68,315 4 0.81 - -N/A
Roberts Dairy 54,615 7 0.65 - -N/A
Lear Corp 44,200 9 0.53 - -N/A
Seville Apartments 35,448 10 0.42 - -N/A
1,197,402$ 14.24 %1,173,795$ 13.40 %
Total Water
System Charges 8,414,310$ 8,758,683$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20162007
2016 and Nine Years Ago (2007)
666
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Public Safety
Police1
Physical arrests 6,505 6,434 6,486 5,983 6,590 5,911 4,468 6,192 5,595 4,246
Traffic Violations 6,684 5,827 4,460 4,446 3,403 3,761 2,499 3,718 3,356 2,188
Fire2
Number of calls answered 4,136 4,257 4,152 4,472 4,635 5,173 4,713 5,828 6,016 5,473
Inspections conducted 1,495 1,712 1,959 2,145 1,806 1,970 1,431 2,032 1,903 1,975
Parking
Parking Violations 166,187 147,673 126,050 118,717 109,553 96,117 88,909 60,680 65,196 57,549
Wastewater Treatment
Daily average treatment
in million gallons3 9.43 12.81 12.34 12.86 10.37 8.28 9.84 10.02 9.76 10.48
Maximum daily capacity
of plant in million gallons 40.0 41.0 41.0 41.1 41.1 41.1 41.1 41.1 43.3 43.3
Number of sewer system
customers 22,481 22,909 23,161 23,344 23,527 23,529 24,059 24,389 24,533 25,085
Water
Daily average consumption
in million gallons 5.52 5.48 5.51 5.48 5.51 5.49 5.54 5.64 5.33 5.32
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 22,973 23,097 23,391 23,657 23,875 24,086 24,442 24,790 23,089 23,638
Commercial 1,448 1,465 1,494 1,481 1,498 1,489 1,491 1,491 1,409 1,415
Industrial 13 14 15 15 15 15 15 15 14 14
Other 137 138 144 153 156 200 204 202 135 131
Total Customers 24,571 24,714 25,044 25,306 25,544 25,790 26,152 26,498 24,647 25,198
Sanitation
Number of Customers 14,556 14,574 14,700 14,831 14,926 15,030 15,177 15,331 14,811 15,620
Tonnage 8,722 8,834 8,747 8,869 8,969 8,935 8,956 9,160 9,210 9,476
Landfill
Tonnage 135,315 132,760 140,810 150,369 147,265 148,953 111,445 115,624 123,692 126,875
Sources: Various city divisions.
Notes:
1 Numbers are based on a calendar year and 2016 figures are compiled through 10/05/16.
2 Numbers are based on a calendar year and 2016 figures are compiled through 10/12/16.
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 2007 through FY 2016)
667
INDICATOR PERFORMANCE
1 Drinking Water Quality Zero EPA violations for total coliform, turbidity, or water
pathogen levels.
2 Safe Wastewater Management Zero EPA violations at treatment plant; 4 violations at
regulated dischargers.
3 Housing and Transportation Costs Average percentage of income spent on housing and
transportation costs for regional typical households 47%
4 Transportation Mode Split Commuters: 56.4% drive-alone; 8.6% carpool; 9.6%
transit; 16.4% walk; 3.9% bike; 3.7% work from home
5 Transportation Safety Zero bicycle and pedestrian fatalities
6 Climate Adaptation,
Vulnerability Assessment Not available
7 Greenhouse Gas Emissions 1,298,620 metric tonnes
8 Renewable Electrical Energy Supply 35.97%
9 Total Solid Waste 133,191 tons
10 Third Grade Reading Proficiency 77.40%
11 High School Graduation Rate
& Graduation Rate Equity
90% average: 96% Asian, 80% African American; 85%
Hispanic; 93% White; 64% Special Education; 90%
English Language Learners; 83% Free and Reduced
Price Lunch
12 Environmental Justice, Risk,
and Exposure Not available
13 Equitable Access & Proximity
to Foundational Community Assets Not available
14 Businesses 3,922 new business establishments in metro area
15 Employment 63.5% employment rate, 4.6% unemployment
16 Median Household Income $42,119 median household income
17 Living Wages 62.1% that meet a living wage standard of $32,556
18 Food Security and Assistance 14% overall population food insecure; 16.9% children food
insecure
19 Access to Healthful Food 16% of residents live in defined food desert
20 Violent Crime Rate Per 100,000: 1 homicide, 38 rapes, 133 assaults
21 Green Infrastructure 41.4% land area in tree canopy, parks, green roofs
* Data for Iowa City Community, most recent available year reported to STAR on March 2016
STAR Outcomes
Leading Community Indicators
668
2018 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.
669
Iowa City Raw Data
Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015
Number of Officers 73 75 75 79 78 87 82 82
Total Violent Crimes 259 247 183 163 185 222 228 194
Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 1,842 1,978
Total Violent Crime
Arrests 104 109 96 105 88 92 111 93
Total Property Crime
Arrests 483 483 469 428 456 568 501 444
Total Juvenile Violent
Crime Arrests 16 15 19 12 14 10 7 7
Total Juvenile Property
Crime Arrests 118 96 113 102 126 121 84 88
Total DUI Arrests 424 419 319 452 440 598 569 621
Total PAULA Arrests 879 852 529 495 300 415 339 216
670
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015
Sworn Officers
per 1,000 Population 1.08 1.11 1.11 1.16 1.15 1.28 1.21 1.21
Total Violent Crimes
per 1,000 Population 3.82 3.64 2.70 2.40 2.73 3.27 3.36 2.86
Total Violent Crime
Arrests
per 1,000 Population
1.53 1.61 1.41 1.55 1.30 1.36 1.64 1.37
Total Property Crimes
per 1,000 Population 24.87 23.21 22.59 23.28 27.14 27.10 27.14 29.15
Total Property Crime
Arrests
per 1,000 Population
7.12 7.12 6.91 6.31 6.72 8.37 7.38 6.54
Total UCR 1 Arrests
per Sworn Officer 8.04 7.89 7.51 6.75 6.97 7.59 7.46 6.55
Juvenile Violent Crime
Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% 3.07% 3.61%
Juvenile Property Crime
Arrests as % of Total 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% 4.56% 4.49%
Total DUI Arrests
per 1,000 Population 6.25 6.17 4.70 6.66 6.48 8.81 8.38 9.15
Total DUI Arrests
per Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87 6.94 7.57
Total PAULA* Arrests
per 1,000 Population 12.97 12.57 7.80 7.29 4.42 6.12 5.00 3.18
Total PAULA* Arrests
per Sworn Officer 12.04 11.36 7.05 6.27 3.85 4.77 4.13 2.63
*Possession of Alcohol Under the Legal Age
671
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, 2015:
Ames
Cedar
Rapids
Council
Bluffs Davenport
Des
Moines Dubuque
Sioux
City Waterloo
West
Des
Moines
Ave.
w/o
Iowa
City
Iowa
City
Population 64,383 129,863 62,210 103,082 210,403 58,650 82,445 68,355 65,006 93,822 74,834
Violent Crime 98 361 160 730 1,502 168 346 660 129 462 194
Violent Crime Rate 152.2 278.0 257.2 708.2 713.9 286.4 419.7 965.5 198.4 442.2 259.2
Murder/Non-negligent
Manslaughter 1 6 1 6 19 5 2 4 0 5 0
Murder/Non-negligent
Manslaughter Rate 1.6 4.6 1.6 5.8 9.0 8.5 2.4 5.9 0.0 4.4 0.0
Rape 29 30 40 111 120 31 40 60 21 54 39
Rape Rate 45.0 23.1 64.3 107.7 57.0 52.9 48.5 87.8 32.3 57.6 52.1
Robbery 16 106 50 174 281 27 54 54 16 86 30
Robbery Rate 24.9 81.6 80.4 168.8 133.6 46.0 65.5 79.0 24.6 78.3 40.1
Aggravated Assault 52 219 69 439 1,082 105 250 542 92 317 125
Aggravated Assault
Rate 80.8 168.6 110.9 425.9 514.3 179.0 303.2 792.9 141.5 301.9 167.0
Property Crime 1,225 4,937 3,535 4,609 8,440 1,945 3,496 2,303 1,418 3,545 1,923
Property Crime Rate 1,902.7 3,801.7 5,682.4 4,471.2 4,011.3 3,316.3 4,240.4 3,369.2 2,181.3 3,664.1 2,569.7
Burglary 198 983 327 945 2,012 563 648 779 170 736 373
Burglary Rate 307.5 757.0 525.6 916.7 956.3 959.9 786.0 1,139.6 261.5 734.5 498.4
Larceny-Theft 983 3,659 2,910 3,296 5,478 1,330 2,557 1,396 1,188 2,533 1,476
Larceny-Theft Rate 1,526.8 2,817.6 4,677.7 3,197.5 2,603.6 2,667.7 3,101.5 2,042.3 1,827.5 2,673.6 1,972.4
Motor Vehicle Theft 44 295 298 368 950 52 291 128 60 276 74
Motor Vehicle Theft
Rate 68.3 227.2 479.0 357.0 451.5 88.7 353.3 187.3 92.3 256.0 98.9
Arson 10 16 28 15 39 19 25 36 2 21 3
Arson Rate 15.5 12.3 45.0 14.6 18.5 32.4 30.3 52.7 3.1 24.9 4.0
• 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.
672
2018 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.
673
Iowa City Raw Data
Collected by the Iowa City Fire Department
Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015
Number of Firefighters 56 56 56 64 64 64 64 64
Total Non-Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325 5,616 5,819
Total Structure Fires 69 59 85 72 89 110 99 115
Total Non-Structure Fires 110 114 93 100 152 96 84 81
Residential Building Fires 33 24 32 28 33 30 26 33
Non-Residential
Building Fires 7 9 10 16 9 9 12 14
Average Response Time -
Fire Incident (Min) 5:38 5:43 5:30 4:48 5:22 4:54 4:54 5:28
Average Response Time -
Non-Fire Incident (Min) 5:36 5:23 6:10 4:53 4:39 5:06 4:41 5:21
False Alarms 944 797 900 783 796 749 860 928
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015
Sworn Firefighters
per 1,000 Population 0.83 0.83 0.83 0.94 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 85.75
Total Structure Fires
per 1,000 Population 1.02 0.87 1.25 1.06 1.31 1.62 1.46 1.69
Total Non-Structure Fires
per 1,000 Population 1.62 1.68 1.37 1.47 2.24 1.41 1.24 1.19
Residential Building Fires
per 1,000 Population 0.49 0.35 0.47 0.41 0.49 0.44 0.38 0.49
Non-Residential
Building Fires
per 1,000 Population
0.10 0.13 0.15 0.24 0.13 0.13 0.18 0.21
False Alarms
per 1,000 Population 13.91 11.74 13.26 11.54 11.73 11.04 12.67 13.67
674
2018 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.
• Differences result depending on expenses that may or may not be included in overall
budgets such as building cleaning, grounds upkeep, and various IT expenses.
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.
675
Iowa City Raw Data
Fiscal Year FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Circulation 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 1,391,482 1,369,069
Visits 745,077 746,556 768,033 764,911 721,058 710,595 826,217 789,919
Registered Borrowers 66,539 67,892 68,751 69,306 67,556 65,499 64,957 63,208
Total Collection 229,313 225,622 236,495 239,895 232,280 251,837 240,111 235,337
Reference
Transactions 85,131 81,298 83,973 76,111 76,675 76,415 *45,510 45,613
Public Internet
Terminals 46 46 47 52 52 52 52 52
Internet Terminal
Users 131,300 123,636 122,012 113,171 110,634 115,990 108,345 91,565
Serial Subscriptions 522 527 440 372 347 356 372 373
Children's Program
Attendance 26,461 25,802 36,116 40,360 40,379 39,583 40,337 39,882
*Reference transaction definition changed in FY15.
Iowa City Synthesized Data
Per capita calculations use ICPL’s entire service area population, 83,398, as reported by the Institute of Museum &
Library Services (FY16).
Fiscal Year FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Circulation per
Capita 18.55 18.42 19.12 19.23 18.42 16.86 17.12 16.42
Circulation per
Registered Borrower 22.90 22.29 22.85 22.80 22.39 21.48 21.42 21.66
Visits per Capita 9.07 9.09 9.35 9.31 9.02 8.51 10.17 9.47
Visits per Registered
Borrower 11.20 11.00 11.17 11.04 10.97 10.85 12.72 12.50
Registered
Borrowers as % of
Service Area
Population
81% 83% 84% 84% 82% 78% 80% 76%
676
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. FY2016
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 73,415 58,965 126,326 62,230 204,220 63,541
City Income $4,869,090 $3,673,910 $5,130,333 $2,536,034 $7,762,562 $2,607,692
City Income per Capita $66.32 $62.31 $40.61 $40.75 $38.01 $41.04
County Income $440,949 $128,342 $91,944 $224,000 $46,384 $65,090
State/Federal Income $81,847 $72,423 $129,663 $28,332 $93,039 $57,242
Other Income $719,041 $280,948 $431,483 $473,731 $824,988 $65,457
Total Income $6,110,927 $4,155,623 $5,783,423 $3,262,097 $8,726,973 $2,795,481
Total Income per Capita $83.24 $70.48 $45.78 $52.42 $42.73 $43.99
Expenditures:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Staff Expenditures $4,352,474 $2,899,559 $4,052,098 $1,661,382 $5,870,167 $1,980,204
Collection Expenditures $708,553 $453,504 $670,798 $293,224 $1,278,754 $351,174
Other Expenditures $998,054 $584,917 $1,965,254 $413,860 $1,752,274 $287,343
Total Expenditures $6,110,927 $4,087,380 $5,783,423 $2,154,949 $8,726,973 $2,795,481
Per Capita Expenditures $88.49 $64.83 $51.88 $36.49 $41.37 $38.34
677
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Printed Books 178,771 191,016 216,614 122,159 386,379 97,348
Audio Items 22,980 20,248 19,401 8,815 58,658 10,760
Video Items 21,554 27,750 32,839 16,485 28,616 11,614
Other Materials 1,864 1,495 2,258 2,185 2,477 1,493
Total Physical Items 225,169 240,703 271,480 149,502 478,993 120,346
Ebooks 13,884 2,722 14,804 3,855 14,438 534
Downloadable Audio 6,124 10,468 8,275 14,385 19,456 187
Downloadable Video 439 50 0 20,000 0 303
Total Downloadable 20,447 33,352 23,079 58,352 54,006 1,024
Total Downloadable &
Physical
245,616 274,055 294,559 207,854 532,999 121,370
Licensed Databases 37 28 43 32 36 21
Subscriptions- Physical 198 358 230 231 338 135
Subscriptions-
Downloadable
209 90 93 137 109 55
Circulation/ Building Visits:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Circ 1,357,560 1,323,500 1,140,533 542,783 1,244,576 450,834
Per Capita Circ 18.49 22.45 9.03 8.72 6.09 7.10
Registered Borrowers 64,957 42,164 70,986 46,899 187,367 30,390
Visits 826,217 506,034 656,139 311,838 1,040,114 253,929
Total Hours Open: All
Buildings/ Bookmobile
3,409 4,156 6,032 3,432 13,399 3,391
678
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 45,613 N/A 35,672 44,749 339,943 67,942
Kids' Program
Attendance
39,882 40,304 36,579 29,376 60,669 24,971
YA Program Attendance 10,225 1,971 3,108 8,431 4,105 617
Adult Program
Attendance
14,871 8,910 11,729 3,264 15,376 1,762
Internet PCs 42 53 126 91 120 99
Internet Use per Year 91,565 46,773 107,727 55,800 162,597 80,173
FTE Librarian 15 9 13 6.41 31.5 4.75
FTE Other Staff 49.03 53.5 53.5 19.55 64.25 25.43
FTE Total Staff 64.03 62.5 62.5 25.96 95.75 30.18
679
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 2014 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 4 4 0
Population Legal
Service Area 83,244 90,764 74,486 102,760 163,590 76,610
Number of Outlets 1 1 3 5 5 2
ALA-MLS
Librarians 15 24 18.99 19.75 14 12.35
Total Staff 79.4 86 55.67 76.88 139 60.83
Local Revenue $5,237,012 $4,019,851 $4,165,513 $7,429,690 $11,573,864 $4,508,035
Local Revenue per
Capita $62.91 $44.29 $55.92 $72.30 $70.75 $58.84
State Revenue $90,067 $2,485,479 $126,746 $21,892 $235,875 $209,128
State Revenue per
Capita $1.08 $27.38 $1.70 $0.21 $1.44 $2.73
Total Revenue $6,004,334 $7,349,815 $4,966,989 $7,650,895 $12,552,996 $5,233,816
Total Revenue per
Capita $72.13 $80.98 $66.68 $74.45 $76.73 $68.32
Total Collection
Expenditures $676,284 $835,813 $648,775 $860,180 $1,726,812 $668,165
Total Collection
Expenditures per
Capita
$8.12 $9.21 $8.71 $8.37 $10.56 $8.72
Total Operating
Expenditures $6,007,087 $6,360,480 $5,174,388 $8,870,260 $12,070,453 $4,926,834
Total Operating
Expenditures per
Capita
$72.16 $70.08 $69.47 $86.32 $73.78 $64.31
Total Circulation 1,338,369 2,216,120 1,056,243 1,305,884 8,891,230 1,442,572
Total Circulation
per Capita 16.08 24.42 14.18 12.71 54.35 18.83
Reference
Transactions 76,415 377,832 154,030 97,269 27,065 54,749
Library Visits 710,595 1,127,256 664,644 879,429 1,593,844 411,492
Library Visits per
Capita 8.54 12.42 8.92 8.56 9.74 5.37
Children's Program
Attendance 39,583 37,545 30,662 29,850 63,467 7,872
Number of Public
Internet Computers 52 120 62 60 242 71
680
2018 Senior Center Statistics
Membership & Associated Revenue Sources
FY2016 total membership decreased 0.12%.
74.9% of Center members are between the ages of 60 and 79.
Membership Distribution by Age Group
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Total Members 1,217 1,287 1,391 1,587 1,545 1,595 1,620 1,618
Percent, Age ≤59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9% 8.7% 6.6%
Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2% 39.5% 39.1%
Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5% 33.9% 35.8%
Percent, Age ≥80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4% 17.9% 18.5%
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 FY16
Membership Fee
Revenue $28,623 $31,393 $35,503 $37,427 $46,751 $57,354 $53,811 $48,676
% Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7% -6.17% -9.5%
Why We Exist: The Senior Center promotes optimal aging by creating opportunities to
support wellness, social connections, community engagement, and lifelong learning.
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81% of the Center’s membership resides within the corporate limits of Iowa City; approximately
17% 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 FY16
Percent of Members,
Iowa City Residents 81.0% 82.0% 79.0% 78.8% 78.7% 81.0% 80.0% 81.0%
Percent Johnson
County Residents
(Outside Iowa City)
17.0% 17.0% 19.0% 20.0% 19.7% 18.0% 18.1% 17.0%
Percent non-
Johnson County 2.0% 1.0% 2.0% 1.2% 1.4% 1.0% 1.9% 2.0%
During FY2016, 72.12% of the Center’s expenditures were supported by Iowa City property
taxes; Iowa City residents were 81% of the Center’s membership. Johnson County residents
comprise 17% of the Center’s members; the Johnson County grant of $59,224 was just over
7.37% of the Center’s total expenditures.
Iowa City/Johnson County Revenue & % of Expenditures
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Iowa City Contribution $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 $605,166 $579,548
Johnson County
Contribution $75,000 $75,000 $75,000 $70,000 $70,000 $59,224 $59,244 $59,224
IC % of Expenditures 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% 73.08% 72.12%
Johnson County % of
Expenditures 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% 7.14% 7.37%
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 through
FY2016, 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* FY16*
IC Contribution per Visit $7.23 $6.10 $6.09 $6.25 $4.90 $4.62 $4.88 $4.76
Johnson County Contribution
per Visit $0.81 $0.80 $0.76 $0.67 $0.55 $0.47 $0.48 $0.49
IC Contribution per IC Member $677.25 $540.37 $545.31 $525.73 $508.87 $448.70 $466.95 $442.07
Johnson County Contribution
per Non-IC County Member $362.51 $342.79 $283.78 $220.54 $230.26 $206.35 $201.44 $216.15
*Total Number of Visits
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The Center’s goal is for revenue from sources other than Iowa City property taxes to support
27% of the Center’s budget. This goal of 27% 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 FY16
Cost Recovery 22.03% 25.56% 24.49% 23.51% 25.31% 28.33% 26.97% 27.88%
Programs, Attendance, and Volunteerism
Programs, Services, and Groups Offered
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Fall 180 147 149 147 154 156 149 159
Winter 161 128 111 127 117 121 145 NA*
Spring 170 139 139 137 139 140 162 162
Summer 146 104 110 109 113 105 102 141
Total 657 518 509 520 523 522 558 462
*In FY16 the Senior Center went from putting out 4 program guides (spanning 3 months per
guide) to 3 program guides a year (spanning 4 months per guide).
Attendance to Senior Center programs decreased .46%. Total attendance was down slightly in
FY2016 by about 1.9% from FY2015 due to lower attendance numbers for meals served at the
Center.
Meal service is administered by Elder Services. Other services include programs and services
provided by outside agencies, like the Visiting Nurse Association, Rotary, and rentals. * The tax
filing assistance numbers prior to FY2014 are included in other services. Due to a change in
software these numbers are now accounted for in Center Visits.
Center Attendance
FY09 FY10 FY11 FY12 FY13 FY14* FY15 FY16
Center Visits 92,324 93,419 98,401 105,157 104,970 108,753 112,745 112,232
Meals Served 17,934 17,197 15,787 15,931 14,254 12,756 8,740 6,894
Other Services 11,672 9,357 9,808 7,139 6,940 3,901 2,592 2,546
Total Attendance 121,930 119,973 123,996 128,227 126,164 125,410 124,077 121,672
Volunteer involvement in the Center remains strong.
Volunteer Involvement
FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16
Volunteers 498 500 584 530 645 668 637 592
683
2018 Iowa City Neighborhood & Development Services Statistics
Neighborhood Services Division
The Neighborhood Services Division is responsible for the administration of various housing
services, housing programs and revitalization efforts that focus on sustaining healthy, safe,
affordable neighborhoods.
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. 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.
FY14 FY15 FY16
CDBG/HOME Funds Spent $1,745,206 $956,444 $1,315,063
Univercity Homes Purchased and Sold 8 7 10
HMGP Buyouts - Purchased/removed from
floodplain 1 0 3
Aid to Agencies $378,700 $397,510 $378,700
Neighborhood Associations 33 33 33
PIN Grants $15,000 $15,000 $15,000
Public Art Projects $15,000 $15,000 $15,000
Housing Authority
The Housing Authority administers 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.
CY14 CY15 CY16
Public Housing Units 81 81 81
Housing Choice Vouchers 1,215 1,215 1,215
VASH Vouchers 57 77 83
HAP Payments to Landlords $6,219,399 $6,754,062 $7,034,902
Public Housing Payment to Landlords $254,348 $175,575 $190,393
Public Housing Payment in Lieu of Taxes (PILOT) $17,989 $20,629 $28,606
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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.
FY14 FY15 FY16
Rental Units 17,466 17,931 18,531
Documented Tidemark Compliant Cases 1,661 1,753 1,973
Development Services Division
The Development Services Division is responsible for overseeing the development process
including land annexation, zoning, subdivision, building permits, and inspections and
enforcement of City codes and regulations. The Division consists of the Urban Planning
Division and the Building Inspections Services Division. The Urban Planning Division is
responsible for administering rezoning, subdivision, and special exception applications and
staffs the Planning and Zoning Commission, the Board of Adjustment and the Historic
Preservation Commission. The Building Inspections Services Division is responsible for
reviewing site and building plans, conducting building inspections, enforcement of nuisance and
other zoning-code related regulations, and administering permits such as temporary use
permits.
685
Permit Activity by Calendar Year
Applied for Only (not Issued)
Permit Description 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 10 Yr. Avg.
Building Permits 744 889 704 779 750 758 842 780 726 837 780.9
Electrical Permits 346 555 322 326 333 307 322 280 268 316 337.5
Plumbing Permits 175 230 120 107 127 166 158 172 148 216 161.9
Mechanical Permits 157 185 116 238 191 218 165 140 146 182 173.8
Construction Site
Run-off Permits 162 149 140 117 97 167 194 198 156 198 157.8
Demolition Permits 27 19 47 74 47 47 42 33 21 44 40.1
Backflow
Prevention Cases 85 70 78 59 59 71 56 54 40 20 59.2
Water Tap
Applications 202 194 162 192 139 242 270 238 200 277 211.6
Fire Sprinkler Permits 50 69 50 42 43 46 47 52 54 78 53.1
Fire Alarm Permits 8 45 53 45 42 52 48 45 67 58 46.3
Sign Permits 247 192 118 160 162 165 157 151 198 148 169.8
Site Plan
Development Reviews 33 44 31 20 34 36 46 31 47 31 35.3
Flood Plan
Development Permits 22 107 48 33 34 27 15 16 15 16 33.3
Liquor 155 155 155 155 155 155 155 155 155 185 158.0
Moving Permits 7 4 1 1 1 8 2 1 1 7 3.3
Temporary Use Permits 19 22 13 16 49 30 25 15 13 30 23.2
Hydrant Connections 18 16 14 20 18 33 24 19 18 26 20.6
Total Permit 2,457 2,945 2,172 2,384 2,281 2,528 2,568 2,380 2,273 2,669 2,465.7
Single-Family Dwellings 133 114 127 108 80 143 171 176 137 172 136.1
Duplex Dwelling Units 26 16 10 8 18 16 8 14 6 12 13.4
Multi-Family
Dwelling Units 83 141 71 80 76 140 488 218 499 896 269.2
***1st year for Game Day Vendors (33 permits)
Issued Permits 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 10 Yr. Avg.
Total Permits 701 807 688 784 738 716 715 703 645 794 729.1
Total Value (in thousands)118,777 145,317 75,148 96,039 81,700 169,237 184,877 152,579 138,312 388,427 155,041
Non-Taxable Value
(part of Total Value)61,196 7,603 34,931 4,260 49,174
Breakdown of Complaints
Snow 1,194 (54%)986 (49%)790 (38%)788 (37%)404 (23%)394 (27%)716 (36%)520 (31%)589 (35%)961 (48%)734 (39%)
Weeds 346 (16%)333 (16%)345 (17%)412 (19%)444 (25%)302 (20%)403 (20%)379 (23%)416 (25%)394 (20%)377 (20%)
Junk/Salvage 114 (5%)117 (6%)200 (10%)165 (8%)162 (9%)135 (9%)165 (8%192 (12%)168 (10%)133 (7%)155 (8%)
Other 540 (25%)590 (29%)718 (35%)775 (36%)757 (43%)651 (44%)714 (36%)567 (34%)510 (30%)485 (25%)631 (33%)
Total Complaint Cases 2,194 2,026 2,053 2,140 1,767 1,482 1,998 1,658 1,683 1,973 1,897
Citation Cases 47 (7%)52 (7%)101 (11%)69 (7%)66 (7%)58 (7%)83 (9%)74 (10%)61 (9%)61 (10%)67 (8%)
(1) Other includes illegal parking, no rental permit, sign violations, inoperable vehicles, erosion control violations, over occupancy, etc.
(2) Percent of citations based on total complaint cases less snow and weed complaints since compliance for snow and weed complaints is through abatement.
Started reporting in 2012
(1)
(2)
***
686
2018 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 FY 2016
Web Citation Payments 59.50% 61.00% 63.40% 63.50% 64.0% 65.38%
Citations Issued 109,555 96,131 88,909 60,681 65,206 57,560
$0 Expired Meter Citations 44,614 40,512 38,023 22,593 23,372 19,339
Citation Appeals 1,428 690 633 585 593 519
Faulty Meters 561 472 448 539 586 370
Available Spaces
On Street 1,131 1,131 1,131 1,143 1,190 1,174
Off Street 3,086 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 4,981,945
Average Hourly Duration
Access Controlled facilities 3.8 3.79 3.83 4.13 3.05 3.10
Credit Card Usage
Access Controlled facilities 42% 39% 53% 59% 67% 70%
Pay by Space facilities 61% 66% 69% 72% 64% 76%
Permits Issued
Automobile 1,996 1,901 1,978 2,031 1,857 1,883
Moped/Scooter/Motorcycle 0 620 752 712 683 735
Why We Exist: The Iowa City Transportation Services Department is committed to
providing convenient, safe parking options, safe and courteous transit services, and quality
customer service to the citizens and visitors of Iowa City.
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General Transit Information
The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights.
Iowa City Transit Data
Collected by the Iowa City Transportation Services Department
FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016
Ridership 1,854,732 1,970,456 1,879,795 1,815,029 1,902,350 1,683,634
Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804 $5,055,620 $4,857,006
Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416 $1,407,585 $1,252,155
Revenue Vehicle Miles 709,630 718,564 714,778 678,452 707,363 708,473
Revenue Vehicle Hours 55,543 55,135 54,528 51,652 53,843 54,404
Cost per Ride $2.61 $2.71 $2.69 $2.91 $2.66 $2.89
Cost per Rev Vehicle Mile $6.83 $7.44 $7.08 $7.78 $7.15 $6.86
Cost per Rev Vehicle Hour $87.28 $97.05 $92.85 $102.16 $93.90 $89.28
Farebox/Expense Ratio 0.22 0.21 0.27 0.26 0.28 0.26
Average Fare $0.57 $0.57 $0.69 $0.76 $0.74 $0.74
Operating Deficit per trip $2.04 $2.14 $2.00 $2.15 $1.92 $2.15
Riders per Rev Vehicle Mile 2.61 2.70 2.60 2.7 2.7 2.4
Riders per Rev Vehicle Hour 33.39 35.70 34.50 35.1 35.3 31.0
Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028 4,046,778 3,586,140
Fleet Vehicles 27 27 27 27 27 27
Base Fare $0.75 $0.75 $1.00 $1.00 $1.00 $1.00
Fleet Average Age 9.4 10.4 11.9 11.32 12.65 13.15
Fuel Consumption 188,163 187,088 191,256 196,823 196,029 195,995
Days Operated 307 308 306 306 305 306
688
APPENDIX
Department Expenditure
Comparison to State Forms
Budget Resolutions
State Forms
Glossary
F
Y
2
0
1
8
Notice of
Pubic Hearing
Budget Estimate
2018
Budget
2017
Revised
2016
Actual
Public Safety
Finance 852,902$ 828,060$ 676,540$
Police 13,827,954 13,456,739 12,443,823
Fire 8,169,242 7,973,265 7,486,023
Neighborhood & Dvlpmnt Services 1,575,902 1,736,996 1,493,682
Line 16 24,426,000 23,995,060 22,100,068
Public Works
Parks & Recreation 573,575 664,549 484,600
Public Works 8,605,592 8,307,058 6,779,582
Transportation & Resource Mgmt 523,529 356,465 -
Note (1)- - 4,936
Line 17 9,702,696 9,328,072 7,269,118
Health and Social Services
Neighborhood & Dvlpmnt Services Line 18 300,000 350,000 296,319
Culture and Recreation
Parks & Recreation 6,803,084 6,783,581 6,001,731
Library 6,526,559 6,347,022 6,083,034
Senior Center 949,924 1,010,358 823,992
Line 19 14,279,567 14,140,961 12,908,757
Community and Economic Dvlpmnt
City Manager 1,513,714 - -
Finance 687,715 - -
Parks & Recreation - - 195,855
Neighborhood & Dvlpmnt Services 6,295,038 10,871,914 7,585,285
Transportation & Resource Mgmt 338,208 298,005 13,008
Line 20 8,834,675 11,169,919 7,794,148
General Government
City Council 108,590 109,426 107,734
City Clerk 595,728 536,351 524,930
City Attorney 762,815 742,002 681,567
City Manager 2,573,760 2,556,386 2,154,216
Finance 4,740,553 4,466,910 3,976,775
Parks & Recreation 762,923 673,607 642,095
Line 21 9,544,369 9,084,682 8,087,317
Debt Service
Finance Line 22 14,256,417 15,390,400 15,016,250
Capital Projects
Governmental Capital Projects 32,530,291 79,144,971 19,479,006
Line 23 32,530,291 79,144,971 19,479,006
Total Government Activities Line 24 113,874,015 162,604,065 92,950,983
Enterprise
Neighborhood & Dvlpmnt Services 8,201,363 7,766,702 8,334,915
Public Works 19,586,309 34,855,715 19,098,743
Transportation & Resource Mgmt 22,473,745 22,122,832 17,616,317
Airport Operations 369,187 632,709 408,276
Enterprise Capital Projects 8,825,015 14,319,041 3,893,109
Note (1)- - (4,936)
Line 25 59,455,619 79,696,999 49,346,424
Total ALL Expenditures Line 26 173,329,634$ 242,301,064$ 142,297,407$
* Totals & state program sub-totals may have rounding variances to Notice of Public Hearing - Budget Estimate.
(1) Prior year accounting adjustments were done to correct minor oustanding balances from 2008 flood items.
City of Iowa City
Department Expenditure Comparison to State Forms
Budgetary Expenditures by State Program by Department *
691
692
693
694
695
696
697
698
699
700
GLOSSARY
Agency Funds: One of four types of fiduciary funds. Agency funds are used to report resources
held by the reporting government in a purely custodial capacity (assets = liabilities).
Agency funds typically involve only the receipt, temporary investment, and remittance of
fiduciary resources to individuals, private organizations, or other governments.
Activity: The organizational subdivision of a division.
Actual Valuation: The estimated actual value placed upon real and personal property by the City
Assessor as the basis for levying property taxes.
Assigned Fund Balance: The portion of the net position of a governmental fund that represents
resources set aside by the government for a particular purpose.
Bonded Debt: A written promise to pay a specified sum of money at a future date along with
periodic interest. Proceeds from bonds are typically used for long-term debt to pay for
construction of capital projects.
Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating
company. The rating is based on the City’s financial condition and has an impact on the
bond bids and interest rates the City will pay on the bonds over their lifetime. The City’s
bond rating agency is Moody’s Investors Service.
Budget: A financial plan for a specific time period that estimates the expenditures and the
means of financing those expenditures which are associated with all services and functions
performed by the City.
Budgetary Basis: The basis of accounting that the City uses to prepare, present, and monitor its
adopted budget. The City uses an adjusted the Modified Accrual Basis of accounting as its
budget basis. The modified accrual basis of accounting used in the preparation of budget
is similar to the accounting basis used in the City’s Comprehensive Annual Financial
Report (CAFR) for the governmental funds, except for the treatment of interfund loans,
loan repayments, and same fund transfers.
Capital Improvements Program (CIP): A management tool used to assist in the scheduling,
planning, and execution of a series of capital improvements over a five-year period. The
CIP is prepared to cover a five-year period but is updated annually. It sets forth the
estimated expenditures by year and specifies the resources estimated to be available to
finance the project expenditures.
Capital Improvements Projects: The specific projects that make up the Capital Improvements
Program. The projects involve construction, purchase, or renovation of city facilities or
property. They are generally non-recurring major improvements to the City's physical plant
which necessitate long-term financing and are permanent in nature. A capital
improvement project is the improvement of land, buildings, or infrastructure and related
expenditures that is greater than $25,000 and has a useful life of three years or more.
701
Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building
improvements, and vehicles, that are funded from the operating budget and are at least
$5,000. Since long-term financing is not necessary and expenditures of this type are of
such recurring character, these items are not part of the Capital Improvements Program.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is
increased or decreased. Or, a basis of accounting in which transactions are recorded
when cash is expended or received for goods and services which are sold. This was the
City’s budgetary basis of accounting through fiscal year 2012.
Committed Fund Balance: Self-imposed limitation imposed at highest level of decision making
that requires formal action at the same level to remove.
Commodities: Items or supplies needed for routine maintenance and operations. They include
cleaning, maintenance and office supplies, repair materials, minor equipment, and tools.
Comprehensive Annual Financial Report (CAFR): This is the annual audited financial
statements of the City compiled in accordance with Generally Accepted Accounting
Principles.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could be
used for unanticipated expenditure requirements, new programs, or to absorb unexpected
revenue losses.
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals,
which are purchased from private contractors.
Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory limits:
presently 5% of the total assessed value of property within the corporate limits as
established by the City Assessor.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be
used to describe a situation where expenditures exceed revenues.
Department: A major organizational unit in the City comprised of related work activities aimed at
accomplishing a major service or regulatory program.
Division: The organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet commitments or
obligations for employee fringe benefits. Included are the City's share of costs for Social
Security, Iowa Retirement System, and the other pension, medical, and life insurance
plans.
702
Enterprise Fund: Separate financial entity used for government operations that are financed
mainly from user fees – see Business-Type Activities.
Equity Transfers: Non-recurring or non-routine transfers of equity between funds.
Expenditures: The cost of goods received and services rendered.
Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others
and which therefore cannot be used to support the government’s own programs. The fiduciary fund
category includes pension (and other employee benefit) trust funds, investment trust funds, private-
purpose trust funds, and agency funds. The City’s only fiduciary fund is an agency fund.
Fiscal Year (FY): A 12-month time period to which the annual operating budget applies. In Iowa, the fiscal
year begins July 1 and ends the following June 30.
Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position
based on total hours per year. Full-time positions charged to more than one program are shown as
an appropriate fraction in each program.
Fund: An independent fiscal and accounting entity with a self-balancing set of accounts recording cash,
which are segregated for the purpose of carrying on specific activities or attaining certain objectives.
Fund Balance: Net position of a fund (difference between assets, liabilities, deferred outflows of
resources, and deferred inflows of resources).
General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful
purpose.
General Obligation Bonds (G.O. Bonds): When the city pledges its full faith and credit to the repayment of
the bonds it issues, then those bonds are general obligation bonds.
Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by the
independent agency, the Governmental Accounting Standards Board, for the presentation of the
City’s Comprehensive Annual Financial Report.
Governmental Accounting Standards Board (GASB): The independent board that determines Generally
Accepting Accounting Principles. These are the principles used by the City to prepare its annual
audited financial statements.
Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and other
non-exchange revenues. These funds include the General fund, special revenue funds, the Debt
Service fund, capital project funds, and permanent funds.
Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
703
Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other
organization to another. Typically, these contributions are made to local governments from the State
and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement basis.
Interfund Loan: Loans between funds.
Iowa Public Employees’ Retirement System (IPERS): Established by the Iowa Legislature in 1953
to provide a secure defined benefit retirement plan for Iowa’s public employees. IPERS
covers all municipal employees, with the exception of sworn police officers and fire fighters.
Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of
assessed property value.
Market Value: The estimated value of real and personal property based upon the current price at which
both buyers and sellers are willing to do business.
Major Fund: During the preparation of the City’s Comprehensive Annual Financial Report, funds are
evaluated based upon the level of their revenues, expenditures, assets, and liabilities to
determine whether or not they are a major fund. Governmental accounting standards sets forth
the minimum provisions for determining which funds to treat as a major fund. If a fund is
determined to be a major fund, its financial information is presented individually in the City’s
CAFR and cannot be presented as an aggregate with other funds. For budgetary presentation,
all of the City’s funds are presented individually.
Municipal Fire & Police Retirement System of Iowa (MFPRSI): The defined benefit public retirement
system for public safety staff. The System was created by act of the 1990 Iowa Legislature, with
formal operations beginning on January 1, 1992. MFPRSI is administered under the direction of a
Board of Trustees, with representatives from the membership, participating cities, citizens of Iowa
and the Iowa General Assembly under Iowa Code Chapter 411.
Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of
accounting for all funds. The modified accrual basis of accounting uses a current financial resources
measurement focus, which generally includes only current assets and current liabilities on the
balance sheet. This became the City’s budgetary basis of accounting starting in fiscal year 2013.
Moody’s Investors Service: An independent bond rating agency that provides bond rating services for the
City’s bond issues. The City’s current bond rating is Aaa for its long-term General Obligation bonds.
Non-Program: Program costs that do not relate to any one department, but represent costs of a general
City-wide nature.
Non-spendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
704
Ordinance: A formal legislative enactment by the City Council, which implements or amends local law.
Any budgetary change which affects total appropriations, levies, use of reserved appropriations,
personnel authorizations, or duties and powers of appointed officials requires the adoption of an
ordinance.
Other Financing Sources/Uses: Other financing sources and uses include a limited number of special
transactions that are used to account for non-operating revenues/receipts and
expenditures/disbursements. Examples are receipt of loan proceeds, payment of loan principal, and
the sale of capital assets.
Personnel: A category of expenditures used for services rendered by full-time, part-time, and temporary
employees to support the functions of City departments. Costs include salaries, fringes and other
related benefits.
Program: A distinct function of city government which provides services to the public or other city
departments. Legal compliance is met if actual expenditures do not exceed the budgeted
expenditures by program areas: Public Safety, Public Works, Health & Social Services, Culture and
Recreation, Community and Economic Development, General Government, Debt Service, Capital
Projects and Business Type/Enterprises.
Property Tax Levy: A property tax (or millage tax) is a levy on property that the property owner is required
to pay. The amount owed is calculated by applying the property tax rate against the taxable value of
the property as determined by the City Assessor in accordance with State law.
Property Tax Rate: The property tax levy rate that is set by the City Council that is applied against the
assessed taxable value of real and personal property to calculate property tax revenues. This rate is
applied per $1,000 of taxable value.
Proprietary Funds: Funds that are generally financed in whole or in part by fees charged to external parties
for goods or services. These activities are reported as enterprise funds and internal service funds.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a 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.
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Self-Supporting Municipal Improvement District (SSMID): An area of contiguous property within the City
that has an additional property tax levy. The added revenue can be used for improvements to the
district, administrative fees, and debt for the cost of improvements.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of public capital
improvements which are deemed to benefit that particular property. Special assessments are
commonly used to finance improvement projects such as street construction, sidewalk construction,
or installation of sewer lines. Special assessments are levied in addition to regular property taxes.
Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in Iowa
City, the General Fund subsidizes the Airport with property tax monies.
Supplies: A category of expenditures used for the purchase consumable goods and materials that do not
have a depreciable useful life and are less than $5,000.
Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private
development. Public improvements are funded by debt which is repaid through segregating the
increased property taxes resulting from private development.
Taxable Valuation: The amount of the estimated actual property value that is used for levying
property taxes after it is reduced by limitations set under State law.
Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation of a
contract. The City could be found liable or responsible by a court when a tort occurs on City property,
as a result of the actions of a City employee, or the function of a City operated activity. The City
levies a special tax to purchase tort liability insurance and to cover the cost of tort damages for which
the City is found responsible.
Transfers (In/Out): Financial transactions that occur between City funds. Interfund transfers occur between
two separate funds. Intrafund transfers occur within a single fund. Transfers may be for operating or
capital purposes. Transfers “In” are those being received by a fund. Transfers “Out” are those being
sent to another fund.
Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in
excess of non-spendable, restricted, committed and assigned fund balance.
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