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Home My WebLink AboutBudgetHistoric Oakland Cemetery <:�fF�y�T� } W f ti#i 4i;�h�a1 k i., •q ' a`$4. �'�3 'mac '*" � ro `�-<• �rr ,p � *,E r> :a F � I\ I b FOOM I I b FOOM I Oakland Cemetery was deeded to "the people of Iowa City" by the Iowa territorial legislature on Feb. 13, 1843. The original plot was one block square, with the southwest corner located at Governor and Church Streets. Over the years, the cemetery has been expanded and now encompasses 40 acres. Oakland Cemetery is a non -perpetual care City cemetery and is supported by city taxes. The City is strongly committed to the maintenance and preservation of privately owned lots and accessories. Since its establishment, the cemetery has become the final resting place of many men and women important in the history of Iowa, of Iowa City and the University of Iowa. These include Robert E. Lucas, first governor of the territory (1838-41); Samuel J. Kirkwood, governor during the Civil War (1860-64), again in 1876, a U.S. senator in 1877, and subsequently secretary of the interior and U.S. minister to Spain; well-known presidents of the university, Walter A. Jessup (1915-33) and Virgil M. Hancher (1940-64); Cordelia Swan, daughter of one of the three commissioners who selected the site for Iowa City and the new territorial capitol; and Irving B. Weber (1900-1997), noted Iowa City historian. It is also home to the legendary monument called the Black Angel, which is an 8.5 foot tall monument for the Feldevert family erected in 1912. The facts behind the Black Angel long ago gave way to myths, superstitions and legend surrounding its mysterious change in color from a golden bronze cast to an eerie black. More information regarding the monument's history can be found at www.icgov.org/cemetery. Council: City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2019 & FY2018 - 2020 Financial Plan Jim Throgmorton Mayor AT -LARGE Kingsley Botchway II AT -LARGE AAV _ Rockne Cole AT -LARGE Pauline Taylor Mayor Pro -Tem DISTRICT A Mazahir Salih John Thomas AT -LARGE DISTRICT C City Manager Assistant City Manager Geoff Fruin Ashley Monroe Budget & Compliance Officer Jacklyn Budding Finance Secretary Cyndi Ambrose 3 Susan Mims DISTRICT B Finance Director Dennis Bockenstedt Assistant to the City Manager Simon Andrew G� GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Iowa City Iowa For the Fiscal Year Beginning July 1, 2017 Executive Director 4 CITY OF IOWA CITY FY2019 Adopted Budget FY2018-2020 Financial Plan 2018 — 2022 Capital Improvement Plan TABLE OF CONTENTS Introduction City Manager Address --- --- -------------------------------------------------------- Strategic Plan Other Planning Processes General Information Economic Overview Organizational Chart Department Summaries ----------------------------------------------------------- Budgetary Fund Structure --------------------------------------------------------- Departments and Divisions by Fund Financial Summary Preparation of the Financial Plan Financial and Fiscal Policies.................................................................. Long Range Financial Planning All Funds: Fund Summaries Revenue Summar b Fund PAGE 11 29 36 38 42 46 47 73 76 81 ----------------------------------- 87 94 Y Y Revenue Summary by Type Expenditure Summary by Fund Expenditure Summary by Department Inter Fund Transfer Schedules Personnel Full -Time Equivalents . General Fund GeneralFund Summary-------------------------------------------------------------------------------------------------------------- Assigned, Committed & Restricted Fund Balance General Fund Revenues General Fund Expenditures ray C.ni inril City Clerk City Attorney City Manager Communications Office Human Resources Human Rights Economic Development Finance Department: Finance Administration Accounting------------------------------------------------------------------------------------------------- Purchasing Revenue Police Department: Police Administration ----------------------------------------------------------------------------------- SupportServices ----------------------------------------------------------------------------------------- FieldOperations------------------------------------------------------------------------------------------- 61 100 105 106 108 109 110 113 119 130 131 132 133 135 140 143 146 152 156 161 167 --------------------- 175 179 183 ---------- 186 ---------- 190 ---------- 196 Fire Department: Fire Administration -------------------------------------------------- Emergency Operations ------------------------------------------- Fire Prevention -------------------------------------------------------- FireTraining ----------------------------------------------------------- Parks & Recreation: Parks & Recreation Administration ------------------------- Rarraafinn Park Maintenance -------------------------------------- Cemetery Operations --------------------------------- Library: ----------------------------------------------- 201 ---------------------------------------------- 205 ----------------------------------------------- 210 ---------------------------------------------- 215 ---------------------- 219 224 --------------------- 231 ---------------------- 240 Library Operations 243 LibraryFoundation.................................................................................... ... 252 Senior Center: Senior Center Operations Neighborhood & Development Services (NDS): NDS Administration ------------------------------------- Neighborhood Services Development Services Public Works: Public Works Administration Engineering ------------------------------------------------ Transportation Services: Transportation Administration ..................... Special Revenue Funds 47411 266 272 285 293 296 ---------------------------------------------------------------------- 300 Community Development Block Grant (CDBG) 305 Community Development Block Grant Operations 307 H.O.M.E. Grant---------------------------------------------------------------------------------------------------------------------------- 311 H.O.M.E Operations-------------------------------------------------------------------------------------------------------------- 313 Road Use Tax Fund (RUT) 317 Road Use Tax Operations 320 OtherShared Revenues-------------------------------------------------------------------------------------------------------------- 328 Energy Efficiency & Conservation Block Grant Fund.................................................................. 331 Metropolitan Planning Organization of Johnson County (MPOJC) 334 Metropolitan Planning Organization of Johnson County Operations 336 EmployeeBenefits Fund------------------------------------------------------------------------------------------------------------- 343 Affordable Housing Fund 346 Peninsula Apartments Fund 349 Tax Increment Financing (TIF) Districts 352 Self -Supporting Municipal Improvement District (SSMID) — Downtown. 357 Debt Service Fund Debt Service Fund Summary ...... Debt Schedules ........................... Enterprise Funds Parking: Parking Fund Summary Parking Operations ...... Parking Debt Service ... Transit: Transit Fund Summary Transit Operations ------- [y ............................................. 363 ------------------------------------ 368 381 385 392 395 399 Wastewater: Wastewater Fund Summary 407 Wastewater Treatment Operations 412 Wastewater Debt Service----------------------------------------------------------------------------------------------------- 420 Water: Water Fund Summary 426 Water Operations 430 Water Debt Service 438 Refuse Collection: Refuse Collection Fund Summary 444 Refuse Collection Operations 448 Landfill: Landfill Fund Summary 456 Landfill Operations 460 Airport: Airport Fund Summary 468 AirportOperations----------------------------------------------------------------------------------------------------------------- 471 Storm Water: Storm Water Fund Summary 475 Storm Water Operations 478 Cable Television: Cable Television Fund Summary 482 Housing Authority: Housing Authority Fund Summary 485 Housing Authority Operations----------------------------------------------------------------------------------------------- 488 Capital Projects Fund FundSummary----------------------------------------------------------------------------------------------------------------------------- 497 Summary by Division 500 Summary by Funding Source 506 Annual Recurring Projects 514 Project Summary by Name 520 Unfunded Projects 598 Internal Service Funds Equipment: Equipment Fund Summary 605 Equipment Operations 608 Risk Management: Risk Management Fund Summary 613 Risk Management Operations: 615 Information Technology Services (ITS): ITS Fund Summary 618 ITS Operations 620 Central Services: Central Services Fund Summary 627 Central Services Operations 629 Health Insurance Reserve 632 Dental Insurance Reserve 635 N Statistics U.S. Census Data------------------------------------------------------------------------------------------------------------------------- 641 Revenue Comparisons: 676 Property Tax 642 General Fund 642 Hotel/Motel Tax-------------------------------------------------------------------------------------------------------------------- 643 Utility Franchise Tax Rates 643 Utility Rates 644 Property Tax Levies 645 Property Tax Valuations 646 Principal: Taxpayers 648 Employers--------------------------------------------------------------------------------------------------------------------------- 649 Sewer Customers 650 Water Customers 651 Operating Indicators 652 STAR Outcomes 653 Department Statistics: Police 654 Fire-------------------------------------------------------------------------------------------------------------------------------------- 658 Library 660 Senior Center 665 Transportation Services 668 Neighborhood & Development Services 670 Appendix Department Expenditure Comparison to State Forms 675 Budget Resolutions 676 State Forms 678 Glossary--------------------------------------------------------------------------------------------------------------------------------------- 685 a F Y 2 O 1 9 INTRODUCTION City Manager Address Strategic Plan Other Planning Processes General Information Economic Overview Organizational Chart Department Summaries Budgetary Fund Structure Departments and Divisions by Fund To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2019 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2018-2020) and five-year capital improvement program (CIP - 2018-2022) 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 provide the resources to further the City Council's Strategic Plan (additional information on the Strategic Plan can be found on pages 29-35) priorities and continue Iowa City's tradition of providing a balanced budget 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 Strategic Plan priorities, including affordable housing, environmental sustainability, complete streets, and healthy neighborhoods. Additionally, financial resources are provided to aggressively implement recently adopted plans that were crafted after robust public input efforts, including the Bicycle Master Plan and the Parks Master Plan. Finally, significant resources have been provided to bolster core service levels in critical areas such as Police, Parks, and Transit. Investment in Strategic Planning and Core Services City Council held Strategic Plan sessions between January 2018 and March 2018 to review and update their Strategic Plan. City Council's updated Strategic Plan priorities 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, the projects and initiatives noted on the following page. 11 Promote a Strong and Resilient Local Economy • Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community • Effectively market and grow the local food economy • Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University -owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city's existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher 12 • Explore expanded use of a racial equity toolkit within City government, embedding it within city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Again, the items noted above are not intended to be all-encompassing, but rather illustrative of how staff has attempted to provide resources to support the City Council's Strategic Plan priorities. These additional services and programs were pursued while still maintaining a fiscally responsible and sustainable budget. While responding to the Council's Strategic Plan will always remain a top priority, we must also consider the additional demands being placed on our core municipal services. Since the 2010 Census, Iowa City's population has grown by 6,536 residents (2016 Census estimate). To put that growth in perspective, the neighboring communities of Coralville and North Liberty have grown by 1,490 and 5,146 respectively during that same timeframe. This level of growth is often overlooked in Iowa City, however, it presents the same real challenges in terms of demands on services. Despite this population increase, Iowa City's budgeted employee positions have dropped five percent since 2011. The strong population growth and reduction in workforce has undoubtedly placed strain on multiple city services. This budget provides resources to meet some of these increased demands through additional staffing and efficiency measures. Some examples are noted below: • Two new sworn police positions, including a new sergeant in investigations to proactively target Class A crimes against people and property, and a new community policing officer position that will extend the daytime downtown walking beat into evening hours and provide proactive neighborhood nuisance patrol at night • Creation of a public camera system in the downtown aimed to deter crime and reduce hundreds of hours of investigative work that takes place surrounding incidents in that area • A waste and recycling collection route optimization study to maximize the efficiency of current employees and vehicles before adding additional waste pickup routes • Installation of automatic locks on park restroom facilities, which will save dozens of maintenance hours per month and allow existing staff to address more critical park and open space maintenance needs • A comprehensive transit route and hours of operation analysis to ensure the City is utilizing its limited financial resources in a manner that maximizes public benefit Again, these examples are illustrative of our efforts to bolster key services to our growing community while recognizing the fiscal challenges presented by the continued implementation of property tax reform and increasing statewide economic pressures that are projected to impact cities like ours in the coming years. 13 Financial Goals 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 budget aims to provide sufficient resources to make substantial progress on City Council's Strategic Plan priorities. As noted in the previous pages of this letter, I feel this budget achieves this goal. Second, the City continues to respond to the State's 2013 property tax reforms. As the taxable percentage of multifamily rental property values continues to be reduced, there will be increased pressure on the budget. The proposed budget contains funding for new initiatives, maintains or improves service levels, and reduces the tax levy rate through reductions in the debt service levy. The City's ability to accomplish these objectives is principally due to the robust growth in taxable Financial Goals Provide resources to make significant progress in implementing City Council's Strategic Plan priorities and adopted Master Plans Respond to property tax reform changes while maintaining service levels fora rapidly growing and increasingly diverse population valuations in recent years. This growth has offset the losses associated with the first three years of property tax reform implementation. However, it is unlikely that the community can sustain the same level of valuation growth through the final years of the property tax reform implementation period. State property tax backfill payments currently total $1.58 million annually. This budget is crafted anticipating the real possibility that the State Legislature will end backfill payments in an attempt to balance the State budget after years of missed revenue forecasts. 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 continuing to prepare the City financially before the full impacts are realized, we will be able to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases. 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 to avoid abrupt impacts to 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. In this budget proposal, water rates are projected to increase five percent. No other changes in utility rates are recommended. As previously noted, the budget reduces the overall City tax levy. In short, staff believes that the budget proposal accomplishes the goal of maintaining an affordable tax and fee environment for residents and businesses. 14 Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa and the University of Iowa Hospitals and Clinics. 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, which has helped the community weather economic recessions while sustaining service delivery, and continues to serve as a cornerstone for the community's future. In 2017, Moody's Investors Service reaffirmed its highest quality bond rating (Aaa) for the City's general obligation debt with a stable outlook and noted that the City's Aaa rating, "reflects the city's growing and diverse tax base that benefits from the institutional presence of the State University of Iowa (Aa 1 Stable); very healthy financial profile encompassing the city's sizeable reserves and prudent management; and slightly elevated debt burden." 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 operating reserves, or growth in the City's debt or pension burden. Moody's also notes that Iowa City's median family income and tax base are lower than other Aaa rated communities. Our bond rating is the product of prudent budgeting and long range financial planning. Despite the increasing health of the economy and strong financial position of the organization, the public needs to be cognizant of the trends, pressures and opportunities that are shaping Iowa City in various fashions. Our community has many attributes that attract new residents to our City. A strong job market, good schools that are benefitting from significant capital investments, 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 considering this population growth. Iowa City's population grew approximately ten percent in the first half of this decade. New residents, including students, bring a social and economic vibrancy that helps define Iowa City. However, this population growth also creates additional service demands, stresses transportation and utility infrastructure, and impacts critical quality of life factors, such as housing affordability. 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 a value proposition that cannot be matched in other communities. 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. For this reason, it is imperative that Iowa City continue to push forward with cautious budgeting and strong reserves that can help soften the blow of sudden revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only navigate the impacts of tax reform, but emerge from it in a strong position that 15 will allow us to continue to invest in services and projects that make our community one of the most desirable places to grow up, raise a family, and retire. Fiscal Year 2019 Budget Overview In preparing this budget document, City staff accounted for the previously -mentioned financial goals, strategic plan, and adopted master plans. By adhering to these principles and priorities, the proposed budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2019 City budget includes projected expenditures totaling $167,570,307. Of the total budget, $58,159,421 is for the General Fund, $28,621,278 is directed to Capital Projects and $56,051,511 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows: Fiscal Year 2019 Expenditure Comparison by Fund Type excludes transfers $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ General Enterprise Special Debt Service Capital Projects Revenue ■FY2019 $58,159,421 $56,051,511 $11,015,648 $13,722,450 $28,621,278 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 i[e largest outlay is associated with business or enterprise funds such as water, sewer, parking and transit, followed by expenses related to capital projects. $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2019 Expenditures by State Budget Category & Percent Change from Previous Year Adopted Budget excludes transfers 20.7% 17 0 4.3% 5.2% 0.6% 0.0% -0.2% Public Safety Public Works Health& Culture& Community& General Debt Service Capital Business Social Recreation Economic Government Projects Type Services Development Activities 30.0% 20.0% 10.0% 0.0% Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart detail Iowa City's revenue mix across all fund types. The decrease in Intergovernmental is the result of a decrease in federal grants for bus replacements budgeted in fiscal year 2017 and carried forward into fiscal year 2018. Other Financial Sources decreased due to reduced debt sales for capital projects. While the proposed budget projects an increase in Property Tax revenue and Other City Taxes, an additional transfer from property tax revenue is being made to the CIP to fund Parks and Bicycle Master Plan projects and is related to the decrease in debt sales. Personnel expenditures, which are primarily funded through property tax revenue, are expected to increase 3.2%. Overall the City's revenue is projected to decrease 2.9%. All Funds Revenue Comparison of FY2018 versus FY2019 17 FY2018 Revised FY2019 Adopted Percent Change Property Taxes $ 56,458,399 $ 59,173,825 4.8% Other City Taxes $ 5,232,608 $ 5,554,453 6.2% Licenses & Permits $ 2,561,660 $ 2,553,460 -0.3% Use of Money & Property $ 2,439,343 $ 2,575,752 5.6% Intergovernmental $ 35,146,073 $ 32,148,089 -8.5% Charges for Services $ 41,243,278 $ 42,719,637 3.6% Miscellaneous $ 6,665,252 $ 6,646,069 -.03% Other Financial Sources $ 18,847,764 $ 12,291,619 -34.8% Total $168,594,377 $163,662,904 -2.9% 17 The same fiscal year 2019 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. All Funds Revenue Sources Misc. 4% Charges for Other Financial Services Sources 26% 7% Intergovernmental 20% Property Taxes 36% Use of Money & Property 2% Licenses & Permits _ 2% Other City Taxes 3% 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 reduction in the property tax rate to $16.18, the lowest Iowa City tax rate since fiscal year 2002. Just seven years ago (fiscal year 2012), Iowa City's rate was one of the highest in the State of Iowa at $17.84; the fiscal year 2019 rate represents a 9.3 percent decrease over seven years. The 10 percent reduction in the taxable value of commercial properties mandated by the state was fully phased in fiscal year 2016, thus the majority of businesses in the Iowa City community will pay less in taxes and fees compared to previous years. Iowa City Property Taxes Paid on a $500,000 Commercial Property* $9,000 $8,500 $8,000 $7,500 $7,000 $6,500 FY2012 I FY2013 I FY2014 I FY2015 I FY2016 I FY2017 I FY2018 I FY2019 ■ City Property Taxes l $8,921 I $8,634 I $8,403 I $7,935 I $7,493 I $7,462 I $7,350 I $7,282 ' 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. 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, 5 percent increase in the water rate and iP.l incorporating the previously approved monthly yard waste fee of $2, it is estimated that a household with $100,000 assessed home value will pay approximately $1 more per month, or $12 per year, in taxes and fees for basic city services in fiscal year 2019. It should be noted that for many households, this number will actually be less, as they were likely paying for individual yard waste stickers or bags. $100,000 assessed value is used for this table so that readers may easily calculate tax payments based on their own home value Perhaps the most significant property tax reform provision for Iowa City's budget is the reclassification of multifamily residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multifamily properties were classified as commercial and taxed at 100 percent of assessed value. The graph below illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. Taxable % of Multi -Family Residential Properties* 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 2012 1 2013 1 2014 1 2015 1 2016 1 2017* 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% 'assessment year 2017 determines FY2019 property taxes — 78.75% is the taxable percentage relevant to this proposed budget iF] Annual Financial Impact to Residential Households $2,500 $2,000 $1,500 $1,000 imilt $500 $0 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 ■Property Taxes $888 $909 $928 $922 $930 $900 ■ Stormwater $42 $42 $42 $54 $54 $54 ■ Refuse $186 $191 $191 $191 $205 $229 ■Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 ■Water-- 800 cubic feet $328 $344 $362 $362 $362 $380 Total $1,877 $1,919 $1,955 $1,962 $1,984 $1,996 Percent Change 0.9% 2.3% 1.9% 0.3% 1.1% 0.6% Perhaps the most significant property tax reform provision for Iowa City's budget is the reclassification of multifamily residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multifamily properties were classified as commercial and taxed at 100 percent of assessed value. The graph below illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. Taxable % of Multi -Family Residential Properties* 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 2012 1 2013 1 2014 1 2015 1 2016 1 2017* 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% 'assessment year 2017 determines FY2019 property taxes — 78.75% is the taxable percentage relevant to this proposed budget iF] Of particular note, is the fact that after assessment year 2021 the taxable percentage of multifamily 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 multifamily 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 5.8 percent for fiscal year 2019, despite a reduction in the taxable valuation of multifamily residential properties. Fortunately, new construction and higher property values have been sufficient to make up for the reduction in apartment taxability. The following chart depicts the change in taxable valuations over the last six years. Moving forward, valuation growth is projected to be 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 seem significant, the effect of this limitation compounds over time and is difficult to estimate. It is likely that the taxability of residential properties will diminish as the state rollback formula incorporates this limitation, as well as ties residential taxability to falling agricultural land prices. The budget reflects a reduction of $0.15 in the tax levy rate through a reduction in the debt service levy, which will bring Iowa City's rate to $16.18. This marks the seventh 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 seven 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 rzn Six Year Trend of Taxable Valuations excludes applicable increment $4,000,000,000 $3,500,000,000 $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 FV2014 FV2015 FV2016 FV2017 FV2018 FV2019 IN Taxable Valuations $2,975,085,246 $3,068,659,061 $3,102,525,407 $3,303,748,512 $3,420,590,135 $3,618,300,861 Percent Change 2.6% 3.1% 1.1% 6.5% 3.5% 5.8% Moving forward, valuation growth is projected to be 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 seem significant, the effect of this limitation compounds over time and is difficult to estimate. It is likely that the taxability of residential properties will diminish as the state rollback formula incorporates this limitation, as well as ties residential taxability to falling agricultural land prices. The budget reflects a reduction of $0.15 in the tax levy rate through a reduction in the debt service levy, which will bring Iowa City's rate to $16.18. This marks the seventh 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 seven 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 rzn 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 drop 2.3 percent in FY2019 and will likely continue to decline in the next few years. Below is a detailed breakdown of the City's property tax asking for fiscal year 2019 compared to the previous year: Iowa City Property Tax Rate Trend $18.00 $17.00 LEVIES $16.00 Rate $15.00 Rate $14.00 $13.00 $12.00 General $27,693,674 FV10 FV11 FV12 FV13 FV14 FV15 FV16 FV17 FV18 FV19 $29,296,658 Iowa City Tax Rate 17.853 17.757 17.84217.269 16.805 16.705 16.651 16.583 16.333 16.183 $3,248,023 0.950 Percent Change 0.77% -0.54% 0.48% -3.21% -2.69% -0.60% -0.32% -0.41% -1.51% 1 -0.92% Tort Liability $993,006 0.290 $1,050,484 0.290 Below is a detailed breakdown of the City's property tax asking for fiscal year 2019 compared to the previous year: 21 FY2018 Tax Tax LEVIES Dollars Rate Dollarsper Rate General Fund Tax Levies: iii $1,000 General $27,693,674 8.100 $29,296,658 8.100 Transit $3,248,023 0.950 $3,436,028 0.950 Tort Liability $993,006 0.290 $1,050,484 0.290 Library $923,122 0.270 $976,555 0.270 Subtotal: $32,857,825 9.610 $34,759,725 9.610 Agland Levy $4,860 3.004 $4,294 3.004 General Fund Property Taxes $32,862,685 $34,764,019 Special Revenue Levies: Employee Benefits $10,749,761 3.144 $12,095,360 3.344 Subtotal: $10,749,761 3.144 $12,095,360 3.344 Debt Service $12,522,935 3.578 $11952 568 3.228 Total City Levy Property Taxes: $56,135,381 16.333 $58,811,947 16.183 % Change from prior year 1.99% -1.51% 4.77% -0.92% SSNDD Levy $323,018 2.000 $361,878 2.000 56,458,399 ---- $59,173,825 ---- 21 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. Iowa City's higher rate reflects enhanced levels of public services (e.g. full-time fire department, senior center, human rights, etc.), unique state or federal mandates (e.g. public safety pension contributions), and other factors, such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. 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 When compared 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. Looking ahead, it is likely Iowa City will be able to further reduce its property tax rate in the debt service levy over the next two years which will likely put us in a position to take an even more competitive tax rate position. General Fund Overview The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately a third of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 65 percent of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2019 General Fund Revenues & Other Financing Sources excludes transfers between funds Other Financing Sources 3% Chargesfor Fees & Services 3% Intergovernmental 7% Use of Money & Property 1% Licenses & Permits 5% Other City Taxes 5% YYJ On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2019 budget, an estimated 72 percent of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditures by Category excludes transfers between funds Contingency 1% Supplies 3% Capital Outlay 5% Other Financial Uses 1% The continued increase in the cost of routine expenses makes prioritizing expenditures in the General Fund imperative. Rising salary and benefit costs (generally 3-4% annually), increased expenses for supplies and materials, and increased service demands that result from a growing population, make prioritizing General Fund expenditures crucial. Though this proposed budget is the seventh consecutive recommended reduction in the property tax levy, the reduction is in the debt service levy. The FY2019 proposed budget also recommends an increase in the employee benefits levy to account for increasing personnel costs. Despite the reduction of a number of staff positions over the past several years, efforts to control costs in the General Fund have struggled to keep up with the increasing costs noted above. The General Fund budget provides funding for many of the City's core services including Parks & Recreation, Library, and Public Safety. 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 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. PAI Each of the City's enterprise funds are in varying, yet stable conditions. The proposed budget recommends a 5 percent increase in water rates. The user fee rate increase is necessary to cover increased transfers to the Capital Projects Fund for repairing and replacing aging infrastructure in the distribution system. In addition, the FY2018 budget eliminated the $25 annual sticker and $1.25 bag fees for yard waste. Instead, users will be charged a standard monthly fee of $2. The $2 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 and yard waste bags. This change took effect January 1, 2018. No fee increases are proposed in the other enterprise fund 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. Estimated Estimated Unassigned Unassigned Unassigned Fund Fund Restricted, Fund Restricted, Fund Balance as Budgeted Estimated Transfers Budgeted Transfers Balance Committed, Balance, % of Rev& Out Revenues In Expenditures Out 6130118 Assigned 613012018 Trans In Parking 13,544,843 761,354 11.61% Risk Management 6,003,966 1,100,821 6,612,092 1,703,288 10,602,397 3,500,000 7,102,397 99.97% Transit 4,524,070 3,714,133 7,449,879 311,000 1 6,265,113 632,715 5,632,398 68.37% Wastewater Central Services 213,912 193,387 - 605,962 - 605,962 283.28% Health Insurance 12 636,588 5,531,493 13,284,732 5,511,993 19,474,067 6,246,443 13,227,624 72.81% Water 9,856,522 1,824,915 8,388,774 3,252,015 11,483,662 3,695,847 7,787,815 66.67% Refuse Reserve 424,330 409,442 - 3,490,210 - 3,433,507 - 892,702 - 892,702 25.58% Landfill 6,929,796 1,202,215 5,035,196 1,469,748 27,673,423 25,593,144 2,080,279 25.58% Airport 361,500 100,000 357,309 96,000 266,210 100,000 166,210 36.02% Storm Water 1,529,350 - 537,865 990,000 727,191 - 727,191 47.55% Housing 8921,473 - 10,952,156 47,949 5,169,264 1,022,059 4,147,206 46.49% Each of the City's enterprise funds are in varying, yet stable conditions. The proposed budget recommends a 5 percent increase in water rates. The user fee rate increase is necessary to cover increased transfers to the Capital Projects Fund for repairing and replacing aging infrastructure in the distribution system. In addition, the FY2018 budget eliminated the $25 annual sticker and $1.25 bag fees for yard waste. Instead, users will be charged a standard monthly fee of $2. The $2 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 and yard waste bags. This change took effect January 1, 2018. No fee increases are proposed in the other enterprise fund 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. 24 Estimated Unassigned Unassigned Fund Restricted, Fund Balance as Estimated Budgeted Transfers Balance Committed, Balance, % of Rev& Fund Revenues Expenditures Out 6130118 Assigned 613 012 01 8 Trans In Equipment 6,559,773 4,468,094 123,200 14,306,197 13,544,843 761,354 11.61% Risk Management Loss Reserve 1,596,490 1,440,328 - 4,088,560 - 4,088,560 256.10% Information Technology 2,348,876 2,160,935 275,000 2,505,493 464,530 2,040,963 86.89% Central Services 213,912 193,387 - 605,962 - 605,962 283.28% Health Insurance Reserve 8,700,966 8,381,923 - 11,545,304 5,086,527 6,458,778 74.23% Dental Insurance Reserve 424,330 409,442 - 159,524 - 159,524 37.59% 24 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 2019 totals $28,553,570 and the five-year CIP totals $159,796,096. The majority of CIP projects in the five-year period improve the local transportation network, municipal utility system, and public parks and open spaces. The five-year program continues to reflect the City Council's priorities established in previous fiscal years. Capital Improvement Projects by Category 2018-2022 Streets, Bridges, and Community&Economic Traffic Engineering Development�j 43% 5% Airport 2% Public Safety 2% Water/Wastewater/ Culture & Rec Stormwater 15% 18% Transit&Parking Landfill 13% 2% As funding allows, non -committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council's strategic plan priorities. Staff is projecting general obligation bond issues of $12.0 million in 2018, $9.7 million in 2019, and $9.6 million in 2020 including 2 percentfor bond issuance costs. The use of general obligation bonds is required 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 the following (many projects will span multiple years): 2018 • Climate Action and Adaptation Plan Implementation (each year of the CIP) • Bicycle Master Plan Implementation (each year of the CIP) • Pedestrian Mall Rehabilitation • Riverfront Crossings Park Development 182.7 • Creekside, Cardigan and Villa Park Development • West Iowa Riverbank Restoration (Hwy 6 to Benton) • Clinton / Burlington Intersection Improvements and Road Diet • Mormon Trek Road Diet and Lighting Project • Significantly increased road rehabilitation projects 2019 • Behavior Access Center Capital Funds • Transit Bus Shelter Replacement and Expansion • Water Distribution Pressure Zone Improvements • First Avenue Water Main Replacement (400-500 Block) • Willow Creek Park Redevelopment Phases 2and 3 2020 • Wetherby Park Bathroom and Shelter Replacement • Scott Park Shelter and Playground Replacement • Napoleon Park Playground and Accessible Path • Mercer Park Pool Improvements 2021 • Mercer/Scanlon HVAC Dehumidification • Chadek Green Park Restrooms and Shelter • Hickory Hill Park Shelter and Restrooms • Glendale Park Shelter and Playground • Kiwanis Park Playground and Shelter 2022 • Robert A. Lee Recreation Center Pool Filter and HVAC • Transit/Equipment Facility Relocation • Court Hill Park Shelter and Replacement • Upper and Lower City Park Shelters and Restroom PM • Iowa City Gateway Project (Dubuque St. and Park Rd. Bridge) • Public Works Facility Phase 1 • Lower City Park Adventure Playground • Highway 1 Trail Extension (Sunset to Mormon Trek) • McCollister Boulevard Extension (Gilbert to Sycamore) • Madison / Burlington Intersection and Road Diet • Robert A. Lee Recreation Center Accessibility Improvements • Landfill Water Main Extension • Lower Muscatine Storm Sewer Improvements • Scott Boulevard Trunk Sewer • American Legion Road (Scott to Taft) • Melrose Avenue Improvements • First Ave./Scott Boulevard Improvements • Highway 6 Trail Construction (Sycamore to Heinz) • Iowa River Trail (Benton St. to Hwy 6) • Dubuque Street Reconstruction (Iowa to Washington) • Benton Street Rehabilitation • New Westside Park Development • Kirkwood to Capitol Street Connector and Water Main Replacement • Wastewater Treatment Plant Digester Complex Rehabilitation • Court Street Reconstruction Debt Service The State of Iowa limits City debt to no more than 5 percent of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $64.6 million at fiscal year 2019 year end, which is 1.1 percent of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 21.9 percent of the allowable level. The following chart provides a historical view of Iowa City's debt in relation to the allowable debt level. General Bonded Debt Outstanding 400 Versus Legal Debt Limit Last Ten Years 300 N_ N m 200 0 W e 100 N C 0 0 ■ Legal Debt Limit ■ Outstanding GOAT IF Bonded Debt at Jun a 30 Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30 percent of the total property tax levy. The fiscal year 2019 budget includes a debt service levy that is approximately 20 percent of the total levy. The proposed budget recommends a reduction in the debt service levy of $0.35. 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 general obligation bond redemptions include $3.8 million in fiscal year 2015, $2.1 million in fiscal year 2016, and $2.2 million in fiscal year 2017. An additional $5.5 million and $3.9 million are planned in fiscal years 2018 and 2019, respectively. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. Looking Ahead This year's budget was again developed with an understanding that revenue sources in future years will continue to be affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multifamily buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multifamily residential markets like Iowa City. 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. rrA Prudent financial decisions in recent years, including those that streamlined operations and reduced debt loads, has provided the City some flexibility in dealing with restricted property tax revenue growth. 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, rapidly increasing tax rates, and/or the inability to pursue new initiatives important to Council and the community, The City's enterprise funds are in stable condition. Recent and ongoing capital investments in water and wastewater plants will provide a solid utility foundation; however, aging distribution infrastructure has necessitated a review of fees. The 2019 budget recommends a five percent water rate increase. In the next few years, no additional water or sewer rate increases are projected. Stormwater, refuse/recycling and landfill fees will need careful review in the coming years and may require rate increases to meet infrastructure and service demands. 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 must be ready for new opportunities such as the Riverfront Crossings Park and key road connections such as McCollister Boulevard. This is in addition to the important projects identified in the Bicycle and Parks Master Plans which are funded in the CIP. Conclusion and Acknowledgements This budget document reflects Iowa City's focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan. The City's financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting, the City will be able to achieve our long-term goals. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors, and staff in submitting thoughtful and responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget and Compliance Officer Jacklyn Budding and Administrative Secretary Cyndi Ambrose. The budget review team also consisted of Controller Nicole Knudtson-Davies, Assistant City Manager Ashley Monroe, and Assistant to the City Manager Simon Andrew. The individuals noted above worked extremely hard as a team to pull this proposal together and I am extremely proud of the work they have performed to present you with what I feel is a very strong and fiscally prudent proposal. Sincerely, Geoff Fruin City Manager City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three -Year Financial Plan for fiscal years 2018 through 2020 and the fiscal year 2019 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 • Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community • Effectively market and grow the local food economy • Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs r&I • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University -owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city's existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians 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 • Experiment with innovative ways of engaging with diverse populations in person and on social media • Improve collaborative problem -solving with governmental entities in the region on topics of shared interest • Improve relationships with the executive branch and legislature by reaching out to legislators and other elected officials and working with City lobbyists Kin Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher • Explore expanded use of a racial equity toolkit within City government, embedding itwithin city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Strategic Plan and STAR Starting in fiscal year 2018, the City Council's Strategic Plan Priorities and Initiatives have been 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. 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. 31 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 2. Encourage a Vibrant and Walkable Economy Urban Core • Infill & Redevelopment • Compact & Complete Communities • Business Retention & Development • Infill & Redevelopment • Green Market Development • Transportation Choices • Local Economy • Historic Preservation • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness BYJ Community Ambient Noise & Business Retention & Green Climate Adaptation Light DevelopmentInfrastnsture Arts &Culture Civic Engagement Active Living Community Water Greenhouse Gas Green Market Community Health & Systems Mitigation Development Communiry Cohesion Civil &Human Rights Health System Invasive Species Compact & Greening the Energy Educational EmergencyComplete Natural Resource Lxel Economy Supply Opportunity & Environmental Justice Prevention & Protection Communities Attainmentt Response Housing Industrial Sector Quality Join & Living Historic Preservation Equitable Services & Food Access It Outdoor Air Quality Affordability Resource Efficiency Wages Access Numnien Resource Efficient Tar eted Indust htdl&Redese6pmaait g ry Social & Cultural Human Services Indoor Air Quality Western the Buildings Development DiversityEnvironment Resource Efficient Poverty Prevention & Natural & Human Pe66c Spaces Workforce Rei Wahi g La ids Public Infrastructure Alleviation Hazards Transportation Waste Minimisation Choices Safe Communities 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 2. Encourage a Vibrant and Walkable Economy Urban Core • Infill & Redevelopment • Compact & Complete Communities • Business Retention & Development • Infill & Redevelopment • Green Market Development • Transportation Choices • Local Economy • Historic Preservation • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness BYJ 3. Foster Healthy Neighborhoods throughout the City • Ambient Noise & Light • Community Water Systems • Compact & Complete Communities • Housing Affordability • Public Spaces • Transportation Choices • Community Cohesion • Historic Preservation • Equitable Services & Access • Active Living • Community Health & Health System • Emergency Prevention & Response • Food Access & Nutrition • Indoor Air Quality • Natural & Human Hazards • Safe Communities • Green Infrastructure • Outdoor Air Quality 4. Maintain a Solid Financial Foundation • Infill & Redevelopment • Business Retention & Development • Local Economy • Targeted Industry Development 5. Enhance Community Engagement and Intergovernmental Relations • Arts & Culture • Community Cohesion • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Human Service • Emergency Prevention & Response • Natural & Human Hazards • Safe Communities BBi 6. Promote Environmental Sustainability • Community Water Systems • Public Spaces • Transportation Choices • Climate Adaptation • Greenhouse Gas Mitigation • Greening the Energy Supply • Industrial Sector Resource Efficiency • Resource Efficient Buildings • Resource Efficient Public Infrastructure • Waste Minimization • Green Market Development • Environmental Justice • Green Infrastructure • Invasive Species • Natural Resource Protection • Outdoor Air Quality • Water in the Environment • Working Lands 7. Advance Social Justice and Racial Equity • Housing Affordability • Quality Jobs & Living Wages • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Civil & Human Rights • Environmental Justice • Equitable Services & Access • Human Services • Poverty Prevention & Alleviation • Food Access & Nutrition Strateaic Plan. STAR. and Performance Measures As a participating community in STAR, the City is given a community rating that can be used to compare Iowa City against other participating communities. The STAR program identifies 516 separate measures across the 44 goals and objectives that they use to rate the participating communities. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Each City division has identified performance measures and/or STAR measures that align with their department's goals and objectives. Within the division pages of each fund, these goals and objectives are then linked with the City Council's Strategic Plan Priorities and the STAR program's objectives, if applicable. STAR measures are identified with a star next to them. By linking the division performance and STAR measures and the Strategic Plan Priorities, a framework is created that aligns division activities with the Strategic Plan. Using the STAR program's measures, it should also give the City Council and staff readily accessible data on many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data and tracks the City's progress in meeting the STAR program's goals and objectives and subsequently, its community rating. In addition to adding new STAR performance measures in the division pages, a subset of 21 STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also be able to view these on an online dashboard on the STAR and Iowa City websites. STAR Community Ratin 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 IW 6W sw STAR Certified Communities - June 2016 T,T�IIgiiu�iGIiU�ipipIviiil��iiVip�Iip� iiuwip�ivli This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa City's comparative ranking is shown in red. The purpose of becoming a certified community is to understand best practices which a city can undertake to continuously improve. City staff attended a post -certification workshop in July 2016 to identify areas on which to focus improvement in the upcoming years which also align with the strategic plan. The workshop was facilitated by STAR staff, which provided a report summarizing Iowa City's results. 0 10 20 30 40 s0 60 70 80 90 100 Built Environment Climate & Energy Economy & Jobs Education,Arts & Community Equity & Empowerment Health & Safety Natural Systems Innovation & Process The graph above is a comparative analysis of Iowa City's goal area scores which are marked with a blue diamond. The colored boxes represent the 25th -75th percentile of all certified community scores. This information is useful in to evaluate areas in which Iowa City could improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The STAR framework provides a list of best practices in each of the goal areas that cities can implement. These were reviewed and discussed at the post -certification workshop. Kiy 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 - 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 plan, 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 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. Climate Action and Adaptation Plan — This plan is currently under construction and is not completed. The plan is intended to define the community's climate challenges, and the challenges and opportunities it faces in meeting climate and GHG reduction goals; serve as a mechanism to tie together the City's sustainability initiatives, strategies and plans with the community's goals; establish a set of climate action strategies, implementation plans and metrics for measuring progress, lowering community -wide greenhouse emissions and activating and engaging residents, businesses and institutions with positive actions and tangible benefits; and analyze implementation strategies using Iowa City's equity toolkit in order to ensure benefits for all members of the community. Kiy 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. The Long Range Transportation Plan provides a basis for the programming of projects for all modes of federally -funded transportation. The Long Range Transportation Plan is consistent with the land use plans of the City, is subject to a public comment process, and reflects priorities for the City 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 Bicycle Master Plan - Iowa City has completed a Bicycle Master Plan that builds upon other City planning efforts to expand the role that bicycling plays in achieving the City's stated goals for transportation, economic development, neighborhood livability, community identity, safety, environmental preservation, and health and wellness. The goal is to create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City gathered through public input. The plan will focus on identifying near- and long-term strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City's bicycle network. This includes identifying a set of timely actions and improvements to achieve a Bicycle Friendly Community'Gold' status. KrA 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 Kia 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. MINNESOTA J■ Mrnneapo-lis ---� WISCONSIN MaOson IOWA 'UeS Noingsnes_. sen Darn hca90 NEBRASKA'° ` sa IIowa City ILLINOIS tMCOrn`- 1 KANSAS Jerre syo Crty If 5 zE MISSOURI Numbers near city names +ndicefe tra✓ef time Atm move IXty to that destination. Iowa City by the Numbers: • Population • Land Area • Average Persons Per Household • Bachelor's Degree or Higher • Average Temperature • Average High Temperature • Average Low Temperature • Average Precipitation 67,862 25.01 square miles 2.24 58.6% 50.0°F 59.6°F 40.4°F 36.3" Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November 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 14,197.5 for the 2017-18 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 2,191.7 for school year 2017-18. 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. e9] 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. History: Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January 21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of Burlington and closer to the center of the territory. Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small settlement of Napoleon, south of present-day Iowa City, to select a site for the new capital city. The following day the commissioners selected a site on bluffs above the Iowa River north of Napoleon, placed a stake in the center of the proposed site and began planning the new capital city. By June of that year, the town had been platted and surveyed from Brown St. in the north to Burlington Street in the south, and from the Iowa River eastward to Governor Street. While Iowa City was selected as the territorial capital in 1839, it did not officially become the capital city until 1841; after construction on the capitol building had begun. The capitol building was completed in 1842, and the last four territorial legislatures and the first six Iowa General Assemblies met there until 1857, when the state capital was moved to Des Moines. 41 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) Economic Overview 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% -2.0% -3.0% 0 GDP Trends Annual Percent Change -4.0 70 2007 2008 2009 2010 12011 2012 1 2013 1 2014 1 2015 2016 has fared better than -0.5°/a -2.7°/a 2.2°/a 1.4°/a 2.0°/a 1.5°/a 2.2°/a 2.5°/a 1.5°/a rowa1.5°/a 4.1% -1.7% -2.1% 2.1% 1.9% 3.5% 0.8% 2.6% 1.3% 0.9% ity 1.8% 0.9°/o 0A% 2.8% 3.3°/o 3.0°/o 3.8°/o 2.9% 0.3°/o 0.7°/o EPA Unemployment Rates Iowa City's economy 12.0% has fared better than the state as a whole 10.0% during the economic downturn. While Iowa 8.0% City's unemployment rate has returned to 6.0% pre -2008 levels, it continues to remain 4.0% well below state and national levels. As of 2.0% February 2017 (preliminary), the Iowa 0.0% City Metropolitan 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 ■National 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3% 4.9% 4.4% Statistical Area (MSA) ■Iowa 4.2% 6.4% 6.0% 5.5% 5.0% 4.7% 4.3% 3.8% 3.7% 3.1% was the third lowest IN Iowa City 13.2% 14.6% 14.3% 14.1% 13.8% 3.5% 3.1% 12.7% 12.7% 2.5% unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) EPA The growth in assessed property value has averaged 3.3% 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 & Taxable Property Valuations" $7,000 in millions $6,000 $5,000 $4,000 $3,000 $2,000 kFY1"2FY14TIF $1,000 $0 FY17 FY18 FY19■Assessed $4315 $4,439 $4,581 ,, $5,257 $5,400 $5,810 % Change, Assessed 2.51% 1.56% 1.09% 3.64% 2.42% 8.11% 2.71% 7.59% ■Taxable $2,634 $2,800 $2,989 $3,090 $3,136 $3,376 $3,501 $3,704 % Change, Taxable 4.43% 3.25% 2.63% 3.37% 1.49% 7.67% 3.69% 5.80% *Assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) Taxable Percentage of Home Value 58%a — 56% 54% 52% 50%a — 48%a — 46%a — 44%u 42% 40% 38°/u FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 loRollback, 46% 47% 49% 51% 53% 54% 56% 56% 57% 56% The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty- four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years and remanded constant over the last 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. Building Permits Value in millions $400 $360 $320 $280 $240 $200 $160 $120 $80 $40 $0 2008 2009 2010'2011 2012 2013 2014 2015 2016 2017 Permits 807 688 784 738 716 715 703 1645 1794 1718 ■Value $145 $75 $96 $82 $169 $185 $153 $138 $388 $217, Though the value of building permits issued reached a significant all-time high of $388 million in 2016, the value of building permits dropped to $217 million in 2017, with the ten year average at $161 million. One measure of local economic Hotel/Motel Tax Revenue in thousands health is hotel/motel tax receipts. The City uses $1,200 hotel/motel tax receipts to $1,000 augment funds for public safety, parks & recreation services, and $800 the Convention & Visitors Bureau. Generating revenue $600 from non -Iowa City residents reduces the tax burden on $400 residents. After a dip in revenue during FY2010, hotel/motel tax $200 receipts are above pre - recession levels and have $0 FY14 FY08 FY09 FY10 FYI 1 FY12 FY13 FY15 FY16 FY17 increased over each of the last * six fiscal years. ■Hotel/Motel $724 $752 $667 i $746 $814 $834 $967 $1,057$1,079 01. Change 4.67% 3.92% -11.39P 1.84%9.17% 2.51%15.. %9.34% *FYI 4 is first period reported on an accrual bases. Utility Franchise Fee Revenue in thousands $1,200 $1,000 $800 1111110 $600 $400 $200 $0FY14 FY "Fy,2Fy,3 FY15 FY16 FY17 Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 %Change 13.92% 6.58% 17.06% -12.51 -3.04% Z45°6 *FY14 is first period reported on an accrual bases. 44 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 $939,000 for FY2017, $555,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. Iowa City's levy rate dropped approximately one and a half percent (1.5 %) in FY2018. Iowa City's FY2019 levy rate totals $16.183; this represents a decline of nine - tenths of a percent (0.9%). The rates of overlapping jurisdictions are not certified as of this publication. $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 I Total ■ Supplerr r MFPRSI ;'IPERS $45 $40 $35 $30 $25 $20 $15 $10 $5 $0 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 State of IA 0.004 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 (♦Kirkwood 0.852 0.840 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 Irttt%'Johnson Co. 7.803 7.708 7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 ICCSD 14.192 14.191 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 IC Levy Rate 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 _IC%of Total 43.7% 44.0% 43.4% 43.8% 43.7% 43.5% 43.4% 42.9% 42.8% 42.3% City of Iowa City Direct and Overlapping Levy Rates City Pension Contributions in thousands 44.5% 44.0% 43.5% 43.0% 42.5% 42.0% 41.5% 41.0% City pension contributions has grown six of the last eight years at a rapid pace, except FY17 and FY16 contributions that were a decrease of eight -tenths of a percent (.8%) and two and five -tenths of a percent (2.5%), respectively. FY08 FY09 FY10 FY11 FY12 FY13 FY14* FY15 FY16 FY17 $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 2.2% -10.1% 1.4% 13.2% 30.3% 4.9% 13.3% 0.2°/a -2.5% -0.8% $33 $35 $37 $51 $58 $69 $66 $70 $63 $21 *FY14 is first period reported on $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 an accrual bases. $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 MFPRSI employee City Pension Contribution Rates contributions are set by 35.00% statute, currently nine and four -tenths percent (9.4%). 30.00% City contributions are 25.00% - --- determined by the system's actuary. IPERS City and 20.00% 15.00% - employee contributions are currently a sixty/forty split (60/40), with the City paying 10.00% 5.00% sixty percent of total 0.00°/% contributions. IPERS FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 `Y18' FY19 6.65% 6.95% 8.07% 8.67% 8.93% 8.93% 8.93% 8.93% 8.93% 9.44% 17.00%19.90%24.76%26.12%30.12%30.41 %27.77%25.92%25.68%26.02% MFPRSI 45 City of Iowa City Organization Chart r AIRPORT COMMISSION APPOINTED Departments & Divisions T CITY ATTORNEY CITY MANAGER CITY CLERK LIBRARY BOARD 11 11 Airport City Attorney • Airport Operations • City Attorney City Manager • City Manager • Communications Office • Human Resources • Human Rights • Economic Development Finance • Administration • Accounting • Purchasing ' • Revenue • Risk Management • Information Technology Services ......................................: Neighborhood & Development Services • Administration • Development Services • Neighborhood Services • Metropolitan Planning Organization : of Johnson County Parks & Recreation • Administration • Recreation • Park Maintenance • Cemetery Senior Center • Senior Center Operations E,M City Clerk Library • City Clerk • Library Operations • Library Foundation ........................................ Fire • Administration • Emergency Operations • Fire Prevention • Training .......................................: Police • Administration • Support Services • Field Operations Public Works • Administration • Engineering • Streets • Wastewater • Water • Resource Management • Equipment ....................................... Transportation Services • Administration • Parking • Public Transportation City Clerk: Kellie Fruehling Office Location: 410 E. Washington St. Phone: (319)356-5043 MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. DEPARTMENT DESCRIPTION The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Community Police Review Board (CPRB). Boards and Commissions: The Community Police Review Board, based on a community initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing the community's views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: El VA FY2017 FY2018 FY2019 Total FTEs 14.00 4.00 4.00 El VA City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319)356-5030 MISSION STATEMENT The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. City Attorney Personnel: era FY2017 FY2018 FY2019 Total FTEs 1 5.50 5.50 5.50 era City Manager: Office Location: Phone: Geoff Fruin 410 E. Washington St. (319)356-5010 City Manager's Office Divisions General Fund: Enterprise: • City Manager • Communications • Communications Office Office • Human Resources • Human Rights • Economic Development 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 El &I 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: `Note - Starting in fiscal year 2018, the Economic Development division has moved from the Neighborhood & Development Services Department to the City Manager's Office. 6111 FY2017 FY2018* FY2019 Total FTEs 1 15.50 15.00 15.00 `Note - Starting in fiscal year 2018, the Economic Development division has moved from the Neighborhood & Development Services Department to the City Manager's Office. 6111 Finance Director: Office Location: Phone: Dennis Bockenstedt 410 E. Washington St. (319) 356-5050 Finance Department Divisions: General Fund: • Administration • Accounting • Purchasing • Revenue Internal Service: • Information Technology Services • Risk Management • Purchasing • Administration 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. 51 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Purchasing division provides quality service to City departments, protects the City's legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. This division also operates the Central Services Internal Service Fund that manages the City's mail and copier operations and other central functions. The Revenue division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The Risk Management division is responsible for managing the City's property and casualty risks and selecting prudent and cost effective solutions to minimize the financial impact of losses to the City. Risk Management also coordinates the City's safety and OSHA programs. The Information Technology Service (ITS) division provides server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. Finance Department Personnel: WA FY2017 FY2018 FY2019 Total FTE's 35.78 35.78 34.93 WA Police Chief: Office Location: Phone (Front desk/non-emergency): Police Department Divisions: General Fund: • Administration • Support 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 84 sworn officers and 23 non -sworn personnel. Administration is responsible for the management of the Department's two operating divisions, Field Operations and Support Services. The Support Services division supports or provides services to Field Operations. In addition, Support Services provides support activities to groups and organizations throughout the City. Support Services consists of Records, Property and Evidence, Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. W The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. Police Department Personnel: 54 FY2017 FY2018 FY2019 Total FTEs 1 105.00 105.00 107.00 54 Fire Chief: Administrative Office Location: Phone (Administration/non-emergency): John Grier 410 E. Washington Street (319)356-5260 Fire Department Divisions General Fund: • Fire Administration • Emergency Operations • Fire Prevention • Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square -mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 61.7 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride -along program, the Safety Village, and is a co -leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department's community -driven strategic plan for fire protection services will guide the department's path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: 614 FY2017 FY2018 FY2019 Total FTE's 1 64.00 64.00 64.00 614 Parks & Recreation Director: Parks Division Office Location: Phone: Recreation Division Office Location: Phone: Juli Seydell Johnson 2275 South Gilbert Street (319)356-5107 220 South Gilbert Street (319)356-5100 Parks & Recreation Divisions General Fund: • Administration • Recreation • Parks Maintenance • Cemetery Operations MISSION STATEMENT Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. We strive to enhance the quality of life for residents of Iowa City by providing cost-effective, quality programs and services, facilities, parks, open spaces, and information as an essential link in creating a dynamic, vital community. DEPARTMENT DESCRIPTION The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City's Farmers Markets. The Recreation division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organize the annual Farmer's Market and Market Music programs. M The Park Maintenance division oversees the maintenance of the City's green space, natural areas, and 43 designated parks. Duties include: cleaning, repairing, and maintaining park shelters; mowing, snow and ice removal; and repair of park fixtures such as picnic tables and garbage racks. Staff also assist organized sports groups through the operation of lighting and irrigation systems. Staff prepare community gardens and manage dog parks, City Park's carnival rides, and the City's disc golf course, among others. This division also oversees Forestry maintenance operations. The Cemetery Operations division occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date. Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist family members and funeral homes regarding funeral arrangements, manage billing and maintain records, and assist with genealogy requests. Boards and Commissions: A nine member Parks and Recreation Commission is appointed by the City Council to recommend and review policies, rules, regulations, ordinances and budgets relating to parks, playgrounds, recreational centers and cultural functions of the city and make such reports to the City Council as the Commission deems in the public interest. Parks & Recreation Personnel: 617 FY2017 FY2018 FY2019 Total FTEs 1 43.75 43.75 44.00 617 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356-5200 ICPL Hours of Operation: Mon-Thurs: 10am-9pm Friday: 10 am-8pm Saturday: 10 am—bpm Sunday: 12 pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: General Fund: Library Operations Library Foundation The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas, and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. Q=!J_1:49IT, l=I.111911*IS] 71it[07. 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. 6*1 The Library is governed by a semi -autonomous nine -member board of trustees; which is empowered by state law and city ordinance to set policy, determine goals and objectives, direct the use of monies appropriated or gifted to the Library, and to employ staff. Services are offered to residents of Iowa City and, through contract, residents of University Heights, Hills, Lone Tree, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. Approximately 82% of funding comes from Iowa City tax support which includes a voter approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include contracts for service, library fines, gifts, and building rent. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation's budget accounts for personnel costs in the Iowa City Public Library Friends Foundation Development Office. These expenditures are fully reimbursed by the Foundation. Boards and Commissions: Nine -member Library Board of Trustees appointed by the City Council with powers to set policy, employ a Director and staff, expend tax funds allocated by the City Council, contract with other jurisdictions, and receive and spend gift funds and other revenues. Library Personnel: Di0 FY2017 FY2018 FY2019 Total FTEs 1 46.17 46.17 46.17 Di0 Senior Center Coordinator: Location: Phone: p Ue IOrrw COu.R SE.'CA ften Linda Kopping 28 South Linn Street (319) 356-5220 Senior Center Hours of Operation: Business Hours Extended Member Hours 8AM-5 PM, 7AM-7 PM, Monday — Friday Monday - Thursday 7 AM — 5 PM, Friday Building hours are 10:30 AM — 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. FYd Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person's life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at -large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. Senior Center Personnel: rra FY2017 FY2018 FY2019 Total FTEs 1 7.00 7.00 7.00 rra Acting Neighborhood and Development Services Director: Tracy Hightshoe Office Location: 410 E. Washington St. Phone: (319) 356-5120 Neighborhood & Development Services Divisions General Fund Enterprise Fund • Administration Neighborhood Services • Development Services • Neighborhood Services Special Revenue Fund • Metro Planning Organization of Johnson County • Neighborhood Services MISSION STATEMENT The mission of the Department of Neighborhood & Development Services is to protect the health, safety, and welfare of the general public through the enforcement of a broad range of public health and safety regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.). The department is responsible for providing affordable housing opportunities through the Housing Choice Voucher, Public Housing, and Homeownership programs. DEPARTMENT DESCRIPTION Neighborhood & Development Services (NDS) includes the following 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. M] 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. 6L! • 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. M1 Boards and Commissions: • The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Neighborhood Services division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. • The Board of Appeals holds appeal hearings on and determines the suitability of alternate materials and methods of construction and to provide for reasonable interpretation of the International Building Code, International Residential Uniform Plumbing Code, National Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building Code and the Iowa City Housing Code. Neighborhood & Development Services Personnel: Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. Starting in fiscal year 2018, the Economic Development division has moved from the Neighborhood & Development Services Department to the City Manager's Office. ria FY2017 FY2018 FY2019 Total FTEs 1 40.43 39.93 42.43 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 has moved from the Neighborhood & Development Services Department to the City Manager's Office. ria Public Works Director: Administrative Office Location: Phone: Ron Knoche 410 E. Washington St. (319)356-5138 Public Works Department Divisions General Fund: • Administration • Engineering Special Revenue: • Streets Operations (Road Use Tax Fund) Enterprise: • Wastewater Treatment • Water • Resource Management • Engineering Internal Service: • Equipment MISSION STATEMENT The Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety, and welfare of our community. These services are provided in a manner that will enhance the quality of life of our citizens today and for generations to come. DEPARTMENT DESCRIPTION The Public Works Department is comprised of nine operational areas which operate from various locations throughout the city. The Public Works Administration division manages 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. Storm water activity is administered by the Engineering Division. The City of Iowa City has developed programs to reduce the discharge of pollutants carried by storm water into our local waterways. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses and accounted for in the Storm Water Fund enterprise. MA 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. 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. Resource Management oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill 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 activity is supported primarily through user fees. The Equipment division provides repair, preventive maintenance and equipment management services for all major City -owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment. The division operates as an internal service fund and is supported through chargebacks to City divisions. Public Works Personnel: "Note — In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. Biz FY2017 FY2018* FY2019 Total FTEs 1 118.00 151.50 152.76 "Note — In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. Biz Acting Transportation Services Director: Parking Office Location: Phone: Transit Office Location: Phone: Mark Rummel 335 Iowa Avenue (319) 356-5096 1200 South Riverside Dr (319)356-5151 bon B U 5 ON THE 60) www.ebonao.ora MISSION STATEMENT Transportation Services Department Divisions: General Fund: • Administration Enterprise Funds: • Parking • Public Transportation The Iowa City Transportation Services Department is committed to providing convenient, safe and courteous service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City's Parking and Public Transportation 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 two 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. M The Public Transportation division consists of Administration, 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. Transportation Services Personnel: *Note — In FY2018 the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. rm FY2017 FY2018* FY2019 Total FTEs 1 106.76 76.26 74.76 *Note — In FY2018 the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. rm Operations Specialist Location: Phone: Michael Tharp 1801 S. Riverside Drive (319) 356-5045 MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City's Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports in the state. A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight instruction, and charter services. The airport has approximately 30,000 take -offs and landings and sells over 270,000 gallons of jet fuel and aviation gasoline to aircraft operators annually. Airport staff is responsible for daily operation and maintenance of all airport facilities, including 59 T -Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The Operations Specialist staffs an administrative office, manages leased areas and contracts, plans and oversees airport -related capital improvements. Boards and Commissions: The Airport Commission exercises all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. 71 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: rra FY2017 FY2018 FY2019 Total FTEs 11.00 1.00 1.00 rra City of Iowa City Fund Structure Budgetary Funds Non -Budgetary Funds Special Debt Service Enterprise Capital Projects Internal Service General Fund Revenue Funds Fund Funds Fund Funds General (10**) CID BG (2100) Debt Service Parking (710*) Capital Projects Equipment (810*) (50**) HOME Grant (2110) Transit (715*) Risk Management (8200) Information Road Use Tax (2200) Wastewater (720*) Technology Services 830* Other Shared Water (730*) Central Services Revenues(2300) (8400) Energy Efficiency & Refuse Collection Health Insurance Conservation Block (7400) (8500) Grant 2310 Metro Planning Organization of Landfill (750*) Dental Insurance Johnson County (8600) 2350 Employee Benefits Airport (7600) (2400) Affordable Housing (2500) Storm Water (7700) Agency Funds Peninsula Cable Television Project Green (9102) Apartments (2510) (78**) Tax Increment Housing Authority Financing (26**) (79**) Self -Supporting Municipal Improvement District 2820 Major funds VA] 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, 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's only permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund in fiscal year 2017. Proprietary Funds • Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm Water. 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. 74 • 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, which is not 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. M1 Departments & Divisions by Fund General Fund General Fund Neighborhood & Development Services City Council NDS Administration City Council Development Services Revenue Neighborhood Services City Clerk Fire Training City Clerk Police Administration Parks & Recreation City Attorney Parks & Recreation Administration City Attorney Recreation Park Maintenance City Manager Cemetery Operations City Manager 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 Support Services Senior Center Police Field Operations Senior Center Operations Public Works Transportation Services Public Works Administration Transportation Services Administration Engineering Services Debt Service Fund Finance Finance Administration Debt Service Fund VM Departments & Divisions by Fund Special Revenue Funds CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services HOME Grant Fund Neighborhood & Development Services Neighborhood Services Road Use Tax Fund Public Works Streets Operations Other Shared Revenues Fund Neighborhood & Development Services Neighborhood Services Peninsula Apartments Fund Neighborhood & Development Services Neighborhood Services Tax Increment Financing Fund Finance Finance Administration SSMID - Downtown Finance Finance Administration Energy Efficiency & Conservation Block Grant Public Works Public Works Administration Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration ra Departments & Divisions by Fund Enterprise Funds Parking Fund Landfill Fund Transportation Services Public Works Parking Operations Resource Management Transit Fund Transportation Services Public Transportation Wastewater Fund Public Works Wastewater Operations Water Fund Public Works Water Operations Cable Television City Manager Communcations Office Equipment Fund Public Works Equipment Services Risk Management Reserve Finance Risk Management Airport Fund Airport Airport Operations Storm Water Fund Public Works Engineering Services Refuse Collection Fund Public Works Resource Management Housing Authority Fund Neighborhood & Development Services Neighborhood Services Internal Service Funds Information Technology Services Fund Finance Central Services Fund Finance Purchasing Health Insurance Reserve Finance Finance Administration Dental Insurance Reserve Finance Information Technology Services Finance Administration na F Y 2 0 1 9 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) IU:14:0ZLAI Is] 01 Eel a9:1:81101 1Eel M0 Wil ►1 Introduction This Three -Year Financial Plan is for fiscal years 2018 through 2020. The Financial Plan includes the current year revised budget (fiscal year 2018), the one-year annual budget as required by Iowa Code (fiscal year 2019), and provides an additional projection year (fiscal year 2020) 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 projected capital revenues and expenditures for years 2018 through 2022. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2019 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2019 budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. All of the City's governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) and measurable (the amount of the transaction can be determined). Revenue accrued includes property taxes, intergovernmental revenue, and interest earned on investments (if they are collected within 60 days after the year-end). Expenditures are recorded when the related fund liability is incurred. Principal and interest on long-term debt, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. This basis differs from that used in the CAFR for the government -wide financial statements and the proprietary fund statements. The government -wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City's CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department 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. In November, the Finance Department reviews the budget projections with requests added era 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 document during the month of January. In February, the proposed Financial Plan document and a memo of City Council's changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days 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 following a public hearing. 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. 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. CL! Financial Plan Preparation Schedule August 1, 2017 City Council work session discussion regarding fiscal year 2019 budget goals. August 2 — August 31, 2017 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. September 1, 2017 Capital Improvement Program forms and instructions are distributed to departments. September 22, 2017 Capital Improvement Program forms are due to the Finance Department. September 28, 2017 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 20, 2017 Munis system is available for departments to enter fiscal year 2019 line item budgets, add fiscal year 2019 budget requests for each activity, and amend fiscal year 2018 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 6, 2017 Finance Department produces preliminary Five -Year Capital Improvement Program with project rankings. October 11, 2017 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 20, 2017 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 26, 2017 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 30 — November 17, 2017 City Manager and Finance Director meet with each department to discuss their divisions' fiscal year 2019 budget requests and submittals, fiscal year 2018 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. riy November 18 — December 1, 2017 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 8, 2017 City Manager and Finance Department finalize departmental fiscal year 2019 budget requests, fiscal year 2018 revised budgets, Five -Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 22, 2017 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 6 — February 6, 2018 City Manager and City Council discuss budget process overview, budget environment, proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 20, 2018 City Council approves notices of public hearing on the proposed fiscal year 2019 budget and the fiscal year 2018 revised budget. February 23, 2018 Publication of notice of public hearing on the proposed fiscal year 2019 budget and revised fiscal year 2018 budget. City budget made available for public inspection at city hall and library. March 6, 2018 Following public hearings, the fiscal year 2019 budget, the Three -Year Financial Plan, the Five -Year Capital Improvement Program, and the fiscal year 2018 revised budget are adopted by City Council. March 15, 2018 Adopted fiscal year 2019 budget and fiscal year 2018 revised budget are certified with Johnson County Auditor. March 20, 2018 City Council sets the hearings for service fee and rate changes for fiscal year 2019, if necessary. July 1, 2018 New fiscal year begins. riy 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 incurred 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 rrA 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. eia • Revise user fee rate structures to recover the cost of the service provided to the benefiting customers while maintaining sensitivity to low income residents. Expenditure Guidelines: • Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk managementlemployee safety, and employee training. REVENUE POLICIES • The City will try to maintain a diversified and stable revenue system to minimize short -run fluctuations in any one revenue source. • The City will attempt to maximize benefits from major revenue sources as a way of maintaining a competitive property tax rate. • The City will follow an aggressive policy of collecting revenues. • The City will establish all user charges and fees at a level related to the full cost (operating, direct, and indirect) of providing the service, whenever practical. • The City will review licenses, fees, and charges annually to determine if the revenues support the cost of providing the service. • The financial goal of the Recreation division is for program fees to provide 40% of the division's funding. • Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be self-supporting through user fees. Self-supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items using a GAAP basis of accounting. • Rate adjustments will be submitted to the City Council by ordinance if state or locally legislated, or by resolution (if not state or locally legislated). ECONOMIC DEVELOPMENT POLICIES • Alignment with the City's Strategic Plan will provide the first indicator about whether a project may be eligible for TIF. • The City will continue to seek projects that diversify existing uses in the given urban renewal area. Such projects may include Class A office, hotel, entertainment, and residential uses, provided market studies and financial analysis support such investment. • New office and mixed-use building projects receiving TIF in any urban renewal area shall be certified Silver or better under the LEED for New Construction Rating System current at the time of design development. New Residential projects shall be certified Silver under the National Green Building Standard or the LEED Green Building Rating System appropriate to the building type. For LEED projects, at least 8 points shall be awarded for the LEED-NC Optimize Energy Performance credit. • Applications for TIF support for downtown projects must indicate how the proposed project will help fulfill the overall vision of the downtown portion of the Downtown and Riverfront Crossings Plan, while encouraging appropriate infill redevelopment with a mix of building uses. Building heights must conform to the Desired Heights map in the Plan or provide exceptional public benefits to be considered otherwise. The provisions of this section will apply until a Downtown Form -Based Code or urban design plan is adopted. • Properties in the downtown area are designated one of four ways in relation to historic preservation and affect whether a project may be eligible for TIF. More detail is available on this policy. • TIF projects in any urban renewal area with a residential component as part of the project must provide a minimum of 15% of the units as affordable to tenants at or below 60% AMI (area median income). If those housing units are for sale, units will be targeted to households at or below 110% AMI. • The City will not contract with or provide any economic development incentives to any person or entity who has participated in wage theft by violation of the Iowa Wage Payment Collection law, the Iowa Minimum Wage Act, the Federal Fair Labor Standards Act (FLSA) or any comparable state statute or local ordinance, which governs the payment of wages. • When a TIF project is based on the creation or retention of jobs, certain wage thresholds must be met to help ensure the City's financial participation only serves to increase the average area wage. As a policy to incentivize the addition of high paying jobs to the local economy, a jobs -based TIF incentive would be structured using the thresholds of the State of Iowa High Quality Jobs Program. • Recognizing that some non-profit activity and/or investment in public infrastructure may influence additional private economic development activity, TIF may be an appropriate tool to further investment in Iowa City's cultural and/or natural assets, such as Arts and cultural activities or facilities, historic preservation, public improvements that serve as a catalyst for the economic development of the urban renewal area. • Designed to provide a consistent and transparent process for the review and analysis of all applications for TIF assistance, applications must be complete, must demonstrate sufficient need for the City's financial assistance, such that without it, the project would not occur, it should be understood that the preferred form of TIF is rebate, developer equity must be equal to or greater than City funding, and it must be project based in that the project must generate TIF increment sufficient to be self-supporting. 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. Fm • Funding for projects should be obtained through borrowing from: • bond market, general obligation or revenue bonds • enterprise fund operations and reserves • internal loans • The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. • The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: • federal and state grant funds • special assessments • developer contributions • The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. 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 25% of total revenues and transfers in, with a ceiling of 35%. Fund balances in excess of 35% 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 35% 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, Fyi 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. • 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. Fra • The City may use lease -purchase obligations in lieu of bonded debt. Use of these instruments will be limited to specific projects or purposes and will not be utilized as a general practice for the financing of capital improvement projects. • The City may enter into agreements with commercial banks or other financial entities for purposes of acquiring lines of credit that shall provide access to credit under terms and conditions as specified in such agreements. • The City may choose to issue Bond Anticipation Notes (BANS) or similar structures as a source of interim financing. Tax and Revenue Anticipation Notes will be used only on an emergency basis and will not be used as a general practice to finance ongoing operations. • General Obligation new money bonds shall be issued by competitive sale. Debt, except for General Obligation new money bonds, may be sold through a negotiated sale or a private placement or limited public offering where it is determined to be the best method to achieve a lower interest cost and/or effectively market the debt. • 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. 1.061 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. Not Subject to State Back -fill Subject to State Backfill 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 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 PE! mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2019 is $4,948,779, 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, $2,080,228 in fiscal year 2016, $1,582,567 in fiscal year 2017and is estimated remain at $1,582,567 in fiscal years 2018 and 2019. 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. Buses are depreciated using the straight-line method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for the equipment replacement funds for fiscal year 2019 are as follows: Reserve Fund Balance Library equipment equipment General $ 302,104 Public transportation buses Transit $ 632,715 Vehicles and heavy equipment Equipment $ 13,544,843 Cable television equipment General $ 112,665 Info technology equipment ITS $ 464,530 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 2019 is $4,088,560. The estimated Health Insurance reserve for fiscal year 2019 is $11,545,304 of which $5,086,527 is being reserved for Other Post - Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 3.5% discount rate, an inflation rate of 3% per annum, and an annual medical trend rate of 9.0% decreasing 0.5% each year to a 5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2019 is $159,524. The Risk Management Fund is presented on page 613 and the Health Insurance Fund is presented on page 632. 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 Fey 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. Debt service payment estimates are projected using a 10 -year debt schedule at a 3% interest rate. Below is the City's long-term general obligation bonded debt projection for the next ten years: G.O. Debt Service Abatement (estimate ): Fiscal Year rnincipa Outstanding Service Payments 000001111� ��W Aniston Village (20,052) (20,052) (20,052) (20,052) (20,052) (100,260) G.I.C.H.F. Loan Repayments 2011C G.O. Refunding 10,930,000 2021 3,850,000 3,983,315 (25,940) (25,940) (116,730) Peninsula 2012A G.O. Multi -Purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 1,027,613 (207,485) 2012D T1F Revenue Bonds 2,655,000 2032 2,260,000 205,185 207,485 204,545 206,325 207,845 1,023,125 2013A G.O. Multi -Purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 887,363 887,400 2014 G.O. Multi-purpose/Refunding 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 1,042,575 1,050,750 1,055,750 2015 G.O. Multi -Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 872,300 881,200 1,782,200 2016A G.O. Multi -Purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 1,058,550 1,054,550 3,152,200 2016E T1F Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 1,349,150 1,315,200 5,755,150 2017A G.O. Multi -Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 1,090,263 1,096,163 4,418,750 2018A G.O. Multi-Puryose 11,988,570 2028 11,988,570 3,168,663 2,051,663 1,051,663 1,051,663 1 1,051,663 r 5,258,313 Subtotal 2019 GO - Proposed 9,713,460 2029 r - �0,613,073 1,136,475 7,608,480 1,136,475 8,585,800 7,544,770 1,136,475 1,136,475 22,445,488 5,682,374 2020 GO - Proposed 9,569,987 2030 - 1,119,688 1,119,688 1,119,688 5,598,442 2021 GO -Proposed 9,301,013 2031 - 1,088,218 1,088,218 5,441,092 2022 GO - Proposed 9,781,800 2032 - 1,144,471 5,722,353 2023 GO - Proposed 9,180,000 2033 - 5,370,300 2024 GO - Proposed 9,180,000 2034 - 4,296,240 2025 GO - Proposed 9,180,000 2035 - 3,222,180 2026 GO - Proposed 9,180,000 2036 - 2,148,120 2027 GO - Proposed 9,180,000 2037 - 1,074,060 • � r r r r r rrr r G.O. Debt Service Abatement (estimate ): I Aniston Village (20,052) (20,052) (20,052) (20,052) (20,052) (100,260) G.I.C.H.F. Loan Repayments Beny Court LP (25,940) (25,940) (25,940) (25,940) (25,940) (116,730) Peninsula (46,008) (46,008) (46,008) (46,008) (46,008) (92,016) Park @ 201 -TIF Revenue (205,185) (207,485) (204,545) (206,325) (207,845) F (1,023,125) William St. -TIF Revenue (65,179) (65,548) (65,780) (66,276) (66,279) Lower Muscatine -TIF Revenue (67,850) (68,218) (68,474) Lower Muscatine -TIF Revenue (90,869) (90,691) (90,494) Central Business Distinct -TIF Revenue (42,246) (42,485) (42,635) (42,957) (42,959) Central Business Distinct -TIF Revenue (114,391) (113,071) (112,776) (111,864) (112,741) (113,278) Towncrest-TIF Revenue (40,571) (40,571) (40,571) (40,571) (40,571) (40,571) 2015 City -University -TIF Revenue (60,406) (61,126) (61,323) (61,627) (62,256) (125,910) 2016 Chauncey -TIF Revenue (384,150) (384,150) (384,150) (1,349,150) (1,315,200) (5,755,150) 2017 RiversDebide -TIF Revenue (161,602) (160,884) (160,429) (160,664) (160,106) (809,871) ToO. t Service Abatement: tal G. (1,324,448) (1,326,229) (1,323,178) (2,131,434) (2,099,956) (8,176,911) DebtService Levy Requirement: $12,383,402 $8,423,318 $8,541,466 $9,798,748 $9,933,666 $52,823,740 Parking Fund Financial Prosection The Parking Fund completed a long-term financial projection for the purpose of entering into a lease - purchase agreement to acquire a 600+ space parking garage 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: FTy OPERATESG RE UNLES ($7,283,375)! 5o $15,000,000 50 50 50 $n Parking Garage Reyeaw 1 S3,429,236 $3,452,978 S3,452,978 53,625627 33.625,627 $3,625.62? 13,625.627 Hams. St Garage Re,on. 2 0 0 220,000 2400D0 366,000 480,000 660,000 ParkingMeter Reveuue 3 1,552,236 1,623230 1,623,230 1704,392 1,704,392 1,704,392 1,704,392 Pnktag Final 4 197,578 197,578 197,578 207,457 207,457 207,457 207,457 Parking Lot R. 5 0 i 0 0 0 0 0 D Otba PaMug Reswue 6 0 0 0 0 0 0 0 Misr. Resm¢e 7 36969 27325 38045 37279 36094 34.562 32.98D Taut Opeeari¢g Reveanes 8 $5,216,019 7 $5,301,111 S5,531,931 $5 814,754 $5,939,570 $6,052039 $6,170,456 OPERATESG EXTE9SES Persa.el Seniles 9 SI803733 1 $1,708.349 51,759.599 $1812387 $1866.759 $1922,762 $1980445 SuppLos&Eqpt 10 56002 36.61.7 37.349 380% 38.858 39635 40,428 Seoires&[barges 11 1,481,762 1,503,679 1,533,753 1,564,428 1,595,716 1,627,631 1,660,183 Hams. St Cranage Expenses 12 0, 0 96,250 105,0D0 107,100 109,242 111,427 Depreciation 13 800453 800453 800453 1.'10047 1300453 1300.453 1300.453 ivtel Operativg Expense 14 54,141,950 54,649,098 S4,227AD4 54,820,364 $4,908,887 $4,999,723 $5,092,936 OPERiTLSGLSCOME 15 51,074,069 $1,252,013 51,304,427 $994,390 $1,030,683 $1,052,315 $1,077,52D SOS OPE RATING REV. Add Backs Deprecistiv¢ 16 5800,453 $800,453 5800,453 SI,300,453 51,300,453 $1300,453 S1300,453 luterestIe. 17 47 422 27 765 11 006 11772 12.957 14.489 16 071 Net R,,.. Lar Debt Seniee 18 51,921,9441 52,080,231 52,115,886 $2,306,615 $2,344,093 $2,367,257 $2,394,044 P.ARiM;G DEBT SERVICE Series 1999 Parkivg Bonds 19 $0 $0 $0 fro fro $0 $D Series 2009 Refunding Bonds 20 690,175 0 0 0 0 0 0 Lease Purebnse A¢ oaae ut 21 0 1 0 1 120375 1,243550 l 242173 1,24531 1,242929 Total Parity Revenue Debt 12 5690,175 $0 51,120,375 $1,243,550 $1,242,173 $1245,319 $1.242,829 Subnrdinared Debt Land6B latesual Fund L. 23 5192762 $289,143 $284143 $289143 $289343 $289.143 $289343 Resected 24 0 0 0 0 0 0 0 Total Pat gDebt Ii S882,937 $289,143 51,409,518 $1,532,693 $1,531,316 $1,534,462 $1,531,972 Debt Senire Cuvernge DebtCovaage-Reexaae 26 2.78 NIA 1.891.85 1.89 190 193 Debt [overage -PJI Debt 27 218 7.19 150 SO 153 154 156 5ETREV-E9'LES dus DEBT 28 51,039,007, $1,791,088 $706,367 S 73,921 $812,776 $832,794 $862,071 Debt Proceeds 29 ($7,283,375)! 5o $15,000,000 50 50 50 $n Capital Outlays 30 (564 500)1 (b70000) (15400.000) 1300 0) (200000) (200000) (200000) Int.f.6L. 31 2,4953501 0 0 $473 _921 0 0 D Capital Co¢hibntio¢s 33 o , L.dSll mteanal fu¢d loam -1 payable tltr.eb October 2024 ova 1D years g 3% rnicrest 0 Misr S..esUses 33 $6,427392 $7,089463 Unseausabed Cash as%of0&M 40 87% 1 124% 137% 147% Transfers (Om)3n 34 0 0 0 0 0 0 0 Tra¢sfa(Oat).TnReshuted 35 1,534,3251 0 385583 0 0 D 0 Arman. 8nrnlvnf /Ilefxitl 3fi ($2.T939411 57.121088 $691950 $473921 $612.776 $632.794 $662.071 iresnirted C. ash i Begiaving Cash Balance 37 $5,674.0561 $2894.863 $4075950 $4.707,900 $5,181822 $5,794.598 $6,427392 Amu.ISwpl.(Deficit) 38 ($_'.779.➢94)' $1,121088 $69 _950 $473 _921 $61776 $632.794 $662.071. E¢d.g Caxb Balance 39 $2,894.8631 $4015950 $4707.9D0 54181822 $5,794,598 $6,427392 $7,089463 Unseausabed Cash as%of0&M 40 87% 1 124% 137% 147% 161% 174% 187% B®dCrn�,asnt Funds 41 $0 $D $C SO SD SD SD Parkmglapact Funds 42 385,583 385,583 0 0 0 0 0 Resmcted Cash 43 860 960 860 860 86C 96D 860 Total Ending Cash Balanee 44 $3,281306 1 $4402.393 $4708.760 $5,182,682 $5,795,458 $6,428252 $7,090323 The parking garage acquisition was completed in April 2017, and a slight parking permit rate adjustment was implemented in fiscal year 2018. The lease -purchase payments began in fiscal year 2017. The Parking Fund Summary is presented starting on page 381. FTA 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. Another 5% rate increase is planned 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 Water Fund is presented starting on page 426. Surnmary of the Water Revenue Requirement Analsysis (00(rs) Actual Actual 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 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 Def.) of Funds $ 0 $ 0 $ 0 $ (429) $ (714) $ (1,017) $ (1,341) $ (1,687) $ (2,056) $ (2,450) $ (2,870) 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% ulative) Rate Adjustments 0.0°/6 0.0°/6 0.0°/6 5.01/6 3.01/6 3.01/6 3.01/6 3.01/6 3.01/6 3.01/6 3.01/6 Revenue From Rate Adj. $ 0 $ 0 $ 0 $ 428 $ 712 $ 1,016 $ 1,341 $ 1,687 $ 2,056 $ 2,450 $ 2,870 Def.) of Funds After Rate 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 2019 in the closure and post -closure funds are $2,707,328 and $10,783,761, respectfully. At June 30, 2017, it is estimated that the landfill had deposited 4,076,968 tons versus its permitted capacity of 5,250,000 or 77.6%. Pia 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 2019 is $10,519,184. Discussion of the Landfill Fund can be found starting on page 456. 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. 2018 2019 2020 2021 2022 Total Airport $ 120,000 $ 510,000 $ 1,270,000 $ 496,000 $ 286,000 $ 2,682,000 Cemetery City Manager Development Services Equipment Fire Information Technology Landfill Library Parking Operations Parks Administration Parks Maintenance Police Public Works Administration Recreation Senior Center Storm Wate r Street Operations Transit Operations Wastewater Treatment Water Operations TOTAL 51,750 50,000 101,750 6,800,000 6,800,000 300,000 150,000 150,000 150,000 150,000 900,000 430,000 123,200 553,200 955,000 1,300,000 2,255,000 275,000 275,000 2,105,000 400,000 800,000 3,305,000 200,000 25,800 400,000 625,800 595,000 375,000 300,000 300,000 300,000 1,870,000 50,000 50,000 50,000 50,000 50,000 250,000 5,577,000 6,871,000 1,350,000 4,750,000 2,225,000 20,773,000 135,084 250,000 385,084 6,070,000 6,070,000 110,000 495,000 565,000 825,000 705,000 2,700,000 350,000 350,000 240,000 315,000 915,000 380,000 1,280,000 3,130,000 19,535,457 8,540,970 16,628,970 7,770,470 10,172,970 62,648,837 160,000 18,000,000 18,160,000 4,988,000 1,455,500 3,040,000 750,000 8,620,500 18,854,000 1,021,000 1,757,100 2,149,325 1,090,000 1,090,000 7,107,425 $41,528,291 $28,553,570 $27,373,295 $19,061,470 $43,279,470 $159,796,096 Total expenditures for the Capital Improvement Program for years 2018 - 2022 are $159,796,096. Total funding sources for the Capital Improvement Program for year 2018 - 2022 are $150,363,214. The five-year Capital Improvement Program is presented as part of the Capital Projects Fund section of the budget starting on page 497. City of Iowa City All Fund Summary Fiscal Year 2019 Employee 58,159,421 General Benefits Debt Service Parking Wastewater Water Fund (10**) Fund (2400) Fund (50**) Fund (710*) Fund (720*) Fund (730*) Estimated Fund Balance 7/1/2018 $ 31,948,999 $ 2,390,200 $ 7,970,521 $ 11,812,990 $ 20,102,711 $ 11,443,014 Revenues Property Taxes Other City Taxes Licenses, Permits, & Fees Use of Money and Property Intergovernmental Charges for Fees and Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In Total Revenues & Transfers In Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation Services Airport Governmental Projects Enterprise Projects $ 34,764,019 $ 12,095,360 $ 11,952,568 $ - $ - $ - 2,630,582 152,136 149,963 - - - 2,543,150 - - - 10,230 - 774,516 - 121,101 35,400 209,468 77,660 3,736,816 649,804 335,308 - - - 1,340,308 - - 5,711,630 12,277,530 9,737,892 5,982,233 11,580 - 256,936 139,360 40,970 1,377,298 - 52,342 - - - 53,148,922 12,908,880 12,611,282 6,003,966 12,636,588 9,856,522 11,772,657 - 1,822,399 1,100,821 5,531,493 1,824,915 $ 64,921,579 $ 12,908,880 $ 14,433,681 $ 7,104,787 $ 18,168,081 $ 11,681,437 $ 120,391 $ - $ - $ - 533,577 - - - 780,796 - - - 4,248,267 - - - 4,345,045 1,283,417 13,722,450 - 14,419,896 - - - 8,262,751 - - - 8,826,118 - - - 6,671,933 - - - 974,355 - - - 5,824,548 - - - 2,554,183 - - - 597,562 - - 6,612,092 13,284,732 8,388,774 Sub -Total Expenditures 58,159,421 1,283,417 13,722,450 6,612,092 13,284,732 8,388,774 Transfers Out 9,030,866 10,944,242 - 1,703,288 5,511,993 3,252,015 Total Expenditures & Transfers Out $ 67,190,287 $ 12,227,659 $ 13,722,450 $ 8,315,380 $ 18,796,725 $ 11,640,789 Estimated Fund Balance 6/30/2019 $ 29,680,291 $ 3,071,421 $ 8,681,752 $ 10,602,397 $ 19,474,067 $ 11,483,662 Restricted, Committed, Assigned 6,579,861 - 2,260,969 3,500,000 6,246,443 3,695,847 Unassigned Fund Balance 6/30/2019 $ 23,100,429 $ 3,071,421 $ 6,420,783 $ 7,102,397 $ 13,227,624 $ 7,787,815 Additional information regarding changes in fund balances can be found within individual fund summaries. City of Iowa City All Fund Summary Fiscal Year 2019 Refuse - $ 361,878 Housing Capital Non -Major Total - 2,621,772 Total Collection Landfill Storm Water Authority Projects Budgetary Budgetary Non -Budgetary All Fund (7400) Fund (750*) Fund (770*) Fund (79**) Fund Funds Funds Funds Funds $ 836,000 $ 26,046,356 $ 725,707 $ 7,247,896 $ 2,353,508 $ 12,005,626 $ 134,883,527 $ 30,819,004 $ 165,702,531 $ - $ - $ - $ - $ - $ 361,878 $ 59,173,825 $ - $ 59,173,825 - - - - - 2,621,772 5,554,453 - 5,554,453 80 - - - - - 2,553,460 - 2,553,460 5,710 288,156 7,060 412,970 - 643,711 2,575,752 162,220 2,737,972 - - - 8,422,703 6,456,708 12,546,750 32,148,089 476,991 32,625,080 3,484,420 6,593,230 1,522,290 - - 2,052,337 42,719,637 572,216 43,291,853 - 48,410 - 71,050 - 95,530 6,646,069 18,537,920 25,183,989 - - - 14,750 10,623,000 224,229 12,291,619 95,000 12,386,619 3,490,210 6,929,796 1,529,350 8,921,473 17,079,708 18,546,207 163,662,904 19,844,347 183,507,251 - 1,202,215 - - 12,317,311 5,464,645 41,036,456 - 41,036,456 $ 3,490,210 $ 8,132,011 $ 1,529,350 $ 8,921,473 $ 29,397,019 $ 24,010,852 $ 204,699,360 $ 19,844,347 $ 224,543,707 3,433,507 5,035,196 $ 120,391 $ - - - - 533,577 - - - - 780,796 - - - - 4,248,267 - - - 905,317 20,256,229 - - - - 14,419,896 - - - - 8,262,751 - - - - 8,826,118 - - - - 6,671,933 - - - - 974,355 - 10,952,156 - 2,661,105 19,437,809 537,865 - - 6,165,809 30,931,364 - - - 7,449,879 23,128,236 - - - 357,309 357,309 - - 23,580,970 - 23,580,970 s nnn znR - s nnn znR 12,586,015 4,468,094 $ 120,391 533,577 780,796 4,248,267 32,842,244 14,419,896 8,262,751 8,826,118 6,671,933 974,355 19,437,809 35,399,458 23,128,236 357,309 23,580,970 3,433,507 5,035,196 537,865 10,952,156 28,621,278 17,539,419 167,570,307 17,054,109 184,624,417 - 1,469,748 990,000 47,949 1,475,000 6,213,155 40,638,256 398,200 41,036,456 $ 3,433,507 $ 6,504,944 $ 1,527,865 $ 11,000,105 $ 30,096,278 $ 23,752,574 $ 208,208,563 $ 17,452,309 $ 225,660,873 $ 892,702 $ 27,673,423 $ 727,191 $ 5,169,264 $ 1,654,249 $ 12,263,904 $ 131,374,323 $ 33,211,042 $ 164,585,365 - 25,593,144 - 1,022,059 - 1,618,490 50,516,814 19,095,900 69,612,714 $ 892,702 $ 2,080,278 $ 727,191 $ 4,147,206 $ 1,654,249 $ 10,645,414 $ 80,857,510 $ 14,115,142 $ 94,972,651 101 City of Iowa City Non -Major Budgetary Fund Summary Fiscal Year 2019 Additional information regarding changes in fund balances can be found within individual fund summaries Other Energy Eff. Metro Road Shared & Cons. Planning Ong. CDBG HOME Grant Use Tax Revenue Block Grant of Jo. Co. Fund (2100) Fund (2110) Fund (2200) Fund (2300) Fund (2310) Fund (2350) Estimated Fund Balance 7/1/2018 $ 33,776 $ 134,005 $ 3,326,733 $ 55,480 $ - $ 202,732 Revenues Property Taxes $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - Licenses, Perm its, & Fees - - - - - - UseofMoneyandProperty 2,551 15,320 - - - 1,160 Intergovernmental 771,507 425,846 8,672,280 - - 364,588 Charges for Fees and Services - - 40,000 - - - Miscellaneous 1,220 - 32,530 - - - Other Financial Sources 131,229 93,000 - - - - Sub -Total Revenues 906,507 534,166 8,744,810 - - 365,748 Transfers In - - 451,546 - - 333,966 Total Revenues & Transfers In $ 906,507 $ 534,166 $ 9,196,356 $ - $ - $ 699,714 Expenditures by Department City Council $ - $ - $ - $ - $ - $ - City Clerk - - - - - City Attorney - - - - - City Manager - - - - - - Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 596,507 546,166 - - - 708,554 Public Works - - 6,165,809 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub -Total Expenditures 596,507 546,166 6,165,809 - - 708,554 Transfers Out - - 2,875,341 - - - Total Expenditures & Transfers Out $ 596,507 $ 546,166 $ 9,041,150 $ - $ - $ 708,554 Estimated Fund Balance 6/30/2019 $ 343,776 $ 122,005 $ 3,481,939 $ 55,480 $ - $ 193,892 Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2019 $ 343,776 $ 122,005 $ 3,481,939 $ 55,480 $ - $ 193,892 Additional information regarding changes in fund balances can be found within individual fund summaries City of Iowa City Non -Major Budgetary Fund Summary Fiscal Year 2019 $ - $ 361,878 $ - $ - $ - $ 361,878 - - 2,621,772 - - - - 2,621,772 - 77,510 10,000 - 175,670 361,500 - 643,711 - - - 38,246 2,274,283 - - 12,546,750 - - - - 2,012,337 - - 2,052,337 - - - - 61,780 - - 95,530 - - - - - - - 224,229 77,510 2,631,772 400,124 4,524,070 361,500 - 18,546,207 750,000 - 115,000 - 3,714,133 100,000 - 5,464,645 $ 750,000 $ 77,510 $ 2,746,772 $ 400,124 $ 8,238,203 $ 461,500 $ - $ 24,010,852 505,193 750,000 59,878 400,124 - - - 905,317 - - - - 2,661,105 - - - - 6,165,809 - 7,449,879 - - 7,449,879 - - 357,309 - 357,309 750,000 59,878 Tax 400,124 7,449,879 Total Affordable Peninsula Increment SSMID- Cable Non -Major Housing Apartments Financing Downtown Transit Airport Television Budgetary Fund (2500) Fund (2510) Fund (26**) Fund (2820) Fund (715*) Fund (7600) Fund (780*) Funds $ 468,102 $ 163,979 $ 1,575,011 $ - $ 5,787,789 $ 258,019 $ - $ 12,005,626 $ - $ 361,878 $ - $ - $ - $ 361,878 - - 2,621,772 - - - - 2,621,772 - 77,510 10,000 - 175,670 361,500 - 643,711 - - - 38,246 2,274,283 - - 12,546,750 - - - - 2,012,337 - - 2,052,337 - - - - 61,780 - - 95,530 - - - - - - - 224,229 77,510 2,631,772 400,124 4,524,070 361,500 - 18,546,207 750,000 - 115,000 - 3,714,133 100,000 - 5,464,645 $ 750,000 $ 77,510 $ 2,746,772 $ 400,124 $ 8,238,203 $ 461,500 $ - $ 24,010,852 505,193 750,000 59,878 400,124 - - - 905,317 - - - - 2,661,105 - - - - 6,165,809 - 7,449,879 - - 7,449,879 - - 357,309 - 357,309 750,000 59,878 505,193 400,124 7,449,879 357,309 - 17,539,419 - - 2,930,814 - 311,000 96,000 - 6,213,155 $ 750,000 $ 59,878 $ 3,436,007 $ 400,124 $ 7,760,879 $ 453,309 $ - $ 23,752,574 $ 468,102 $ 181,611 $ 885,776 $ - $ 6,265,113 $ 266,210 $ - $ 12,263,904 - - 885,776 - 632,715 100,000 - 1,618,490 $ 468,102 $ 181,611 $ - $ - $ 5,632,398 $ 166,210 $ - $ 10,645,414 103 City of Iowa City Non -Budgetary Fund Summary Fiscal Year 2019 Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation Services Airport Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2019 Restricted, Committed, Assigned Unassigned Fund Balance 6/30/2019 1,440,328 2,160,935 193,387 4,468,094 8,381,923 409,442 12,586,015 4,468,094 4,468,094 1,440,328 Risk Information Central Health Dental Total Equipment Management Technology Services Insurance Insurance Non -Budgetary 2,435,935 $ Fund (810*) Reserve (8200) Fund (830*) Fund (8400) Reserve (8500) Reserve (8600) Funds Estimated Fund Balance 7/1/2018 $ 12,337,718 $ 3,932,398 $ 2,592,552 $ 585,437 $ 11,226,261 $ 144,636 $ 30,819,004 Revenues 19,095,900 $ 761,354 $ 4,088.560 $ 2.040.963 $ 605,962 $ 6,458,778 $ Property Taxes $ - $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - UseofMoneyandProperty 68,970 21,900 15,240 3,820 51,440 850 162,220 Intergovernmental 476,991 - - - - - 476,991 Charges for Fees and Services 750 - 16,400 - 528,080 26,986 572,216 Miscellaneous 5,918,062 1,574,590 2,317,236 210,092 8,121,446 396,494 18,537,920 Other Financial Sources 95,000 95,000 Sub -Total Revenues 6,559,773 1,596,490 2,348,876 213,912 8,700,966 424,330 19,844,347 Transfers In Total Revenues & Transfers In $ 6,559,773 $ 1,596,490 $ 2,348,876 $ 213,912 $ 8,700,966 $ 424,330 $ 19,844,347 Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation Services Airport Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out Total Expenditures & Transfers Out Estimated Fund Balance 6/30/2019 Restricted, Committed, Assigned Unassigned Fund Balance 6/30/2019 1,440,328 2,160,935 193,387 4,468,094 8,381,923 409,442 12,586,015 4,468,094 4,468,094 1,440,328 2,160,935 193,387 8,381,923 409,442 17,054,109 123,200 275,000 398,200 $ 4,591,294 $ 1,440,328 $ 2,435,935 $ 193,387 $ 8,381,923 $ 409,442 $ 17,452,309 $ 14,306,197 $ 4,088,560 $ 2,505,493 $ 605,962 $ 11,545,304 $ 159,524 $ 33,211,042 13,544,843 464,530 5,086,527 19,095,900 $ 761,354 $ 4,088.560 $ 2.040.963 $ 605,962 $ 6,458,778 $ 159.524 $ 14.115.142 Additional information regarding changes in fund balancescan befound within individualfund summaries. 104 City of Iowa City All Funds Revenues by Fund 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues 534,166 2200 Road Use Tax Fund 7,414,926 8,411,456 8,803,148 General Fund 8,744,810 8,744,810 2300 Other Shared Revenue 129,659 380,110 10- General Fund $ 46,753,570 $ 48,667,850 $ 51,151,026 $ 52,540,780 $ 53,148,922 $ 53,917,126 Special Revenue Funds 2100 CDBG 685,596 989,380 1,020,981 879,069 906,507 905,287 2110 HOME Grant 533,378 614,958 305,087 1,134,122 534,166 534,166 2200 Road Use Tax Fund 7,414,926 8,411,456 8,803,148 8,393,630 8,744,810 8,744,810 2300 Other Shared Revenue 129,659 380,110 577,060 348,153 - - 2310 Energy Eff& Cons Block Grant 1,168 - - - - - 2350 Metro Planning Org of Johnson Cc 321,768 298,671 295,966 306,820 365,748 379,207 2400 Employee Benefits 9,782,477 10,516,768 11,145,984 11,496,472 12,908,880 13,153,830 2500 Affordable Housing - 1,000,000 3,926 - - - 2510 Peninsula Apartments 73,697 72,243 77,516 74,155 77,510 79,044 26- Tax Increment Financing 640,244 1,030,833 2,230,731 2,454,719 2,631,772 3,395,046 2820 SSMID - Downtown 296,141 295,284 318,343 355,350 400,124 407,362 Debt Service Fund 5"' Debt Service 13,651,221 13,301,892 14,353,841 13,223,418 12,611,282 11,852,078 Permanent Funds 6001 Perpetual Care 432 384 - - - - Enterprise Funds 710' Parking 5,619,653 11,016,908 5,527,930 8,601,699 6,003,966 6,003,966 715' Transit 4,419,840 4,582,385 4,812,638 8,040,687 4,524,070 4,557,085 720' Wastewater 12,592,429 22,742,715 17,883,190 12,589,340 12,636,588 12,627,280 730' Water 8,753,178 13,346,893 14,934,666 9,268,096 9,856,522 9,823,522 7400 Refuse Collection 3,182,296 3,130,252 3,159,783 3,411,689 3,490,210 3,490,210 750' Landfill 6,037,167 6,268,826 7,089,948 6,234,063 6,929,796 6,927,026 7600 Airport 1,281,691 341,499 348,499 359,500 361,500 361,500 7700 Storm Water 1,374,913 1,173,615 1,688,423 1,483,550 1,529,350 1,529,350 780' Cable Television 754,999 - - - - - 79- Housing Authority 8,091,662 8,819,308 9,103,051 8,769,397 8,921,473 8,921,473 Capital Projects Fund Governmental Projects 17,267,580 16,503,591 34,610,131 16,548,987 14,023,000 19,271,860 Enterprise Projects 3,414,404 1,911,092 4,388,514 2,080,681 3,056,708 - Total Budgetary Revenues $ 153,074,089 $ 175,416,915 $ 193,830,381 $ 168,594,377 $ 163,662,904 $ 166,881,228 Non -Budgetary Fund Revenues Capital Projects Fund Internal Service Projects $ 100,760 $ 25,195 $ 174 $ - $ - $ - Internal Service Funds 810' Equipment 6,343,244 5,912,284 6,099,982 6,139,844 6,559,773 6,686,969 8200 Risk Management 1,581,498 1,547,056 1,625,495 1,600,954 1,596,490 1,627,330 830' Information Technology 1,765,501 1,870,446 2,147,457 2,270,295 2,348,876 2,392,055 8400 Central Services 251,501 243,265 241,819 205,948 213,912 218,108 8500 Health Insurance 7,508,804 7,217,213 8,136,943 8,746,421 8,700,966 9,133,442 8600 Dental Insurance 362,316 364,364 384,243 396,674 424,330 436,225 Total Non -Budgetary Expenditures $ 17,913,624 $ 17,179,822 $ 18,636,114 $ 19,360,136 $ 19,844,347 $ 20,494,128 Total Revenues -All Funds $ 170,987,713 $ 192,596,737 $ 212,466,494 $ 187,954,513 $ 183,507,251 $ 187,375,356 Additional information regarding specific funds can be found within individual fund summaries. City of Iowa City All Funds Revenues by Type Licenses, Permits, & Fees General Use Permits 2015 2016 2017 2018 2019 2020 Food & Liq Licenses Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues 18,704 18,700 12,015 18,710 12,020 12,020 Property Taxes $ 51,496,352 $ 52,020,806 $ 55,357,358 $ 56,458,399 $ 59,173,825 $ 59,416,830 Other City Taxes 38,115 35,657 39,951 36,320 38,680 38,680 Gas/Electric Excise Tax 850,545 764,260 726,457 681,149 676,411 679,277 Mobile Home Tax 68,267 65,497 65,153 65,480 65,150 65,267 Hotel/Motel Tax 1,057,386 1,078,762 1,136,712 1,136,260 1,251,720 1,251,720 Utility Franchise Tax 901,690 874,235 939,387 895,000 939,400 939,400 TIF Revenues 640,244 1,027,218 2,226,302 2,454,719 2,621,772 3,385,046 Other City Taxes Total 3,518,132 3,809,972 5,094,011 5,232,608 5,554,453 6,320,710 Licenses, Permits, & Fees General Use Permits 103,958 82,496 104,296 82,510 100,920 100,920 Food & Liq Licenses 120,434 92,738 111,438 92,740 111,440 111,440 Professional License 18,704 18,700 12,015 18,710 12,020 12,020 Franchise Fees 750,167 733,644 685,659 692,140 512,750 512,750 Misc Permits & Licenses 38,115 35,657 39,951 36,320 38,680 38,680 Const Per &Ins Fees 1,537,002 2,102,624 2,578,024 1,639,240 1,777,650 1,777,650 Licenses, Permits, & Fees Total 2,568,380 3,065,859 3,531,383 2,561,660 235533460 2,553,460 Use Of Money And Property 989,787 972,801 1,418,467 1,005,860 5,182,453 2,870,912 Interest Revenues 1,139,734 1,040,596 1,551,921 1,022,763 130713872 1,011,450 Rents 1,291,672 1,265,519 1,370,376 1,317,630 133673800 1,369,334 Royalties & Commissions 105,454 149,751 140,491 98,950 1363080 133,310 Use Of Money And Property Total 2,536,860 2,455,866 3,062,788 2,439,343 235753752 2,514,094 Intergovernmental Fed Intergovnt Revenue 13,160,509 12,693,466 12,147,485 15,710,202 11,664,896 17,304,556 Property Tax Credits 1,135,396 2,088,758 1,590,863 1,603,881 1,727,320 1,727,320 Road Use Tax 7,230,663 8,320,117 8,672,279 8,320,120 8,672,280 8,672,280 State 28E Agreements 1,753,673 2,464,561 1,813,044 1,687,575 1,724,430 1,915,430 Operating Grants 84,126 104,197 139,474 81,850 82,690 82,690 Disaster Assistance 61,259 118,068 217,718 34,815 - - Other State Grants 10,543,117 6,711,203 12,999,581 6,701,770 3,094,020 2,921,172 Local 28E Agreements 989,787 972,801 1,418,467 1,005,860 5,182,453 2,870,912 Intergovernmental Total 34,958,530 33,473,171 38,998,911 35,146,073 32,148,089 35,494,360 Charges For Fees & Services Building & Devlpmt 694,796 1,719,875 969,936 425,620 411,120 411,120 Police Services 226,621 112,112 143,562 37,237 56,530 56,530 Animal Care Services 9,945 10,399 11,545 10,400 11,540 11,540 Fire Services 11,404 9,244 10,370 8,660 10,370 10,370 Transit Fees 1,448,151 1,299,179 1,260,923 1,299,190 1,261,820 1,287,038 Culture & Recreation 741,912 761,363 780,147 820,454 790,848 790,848 Misc Charges For Services 67,112 71,292 72,138 68,628 79,217 79,217 Water Charges 8,531,499 9,138,197 9,279,458 9,102,056 9,743,172 9,743,172 Wastewater Charges 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 Refuse Charges 3,925,946 3,491,479 3,588,837 3,772,349 3,909,630 3,909,630 Landfill Charges 5,043,246 5,686,853 6,273,574 5,686,860 6,168,980 6,168,980 Storm Water Charges 1,147,390 1,167,517 1,522,294 1,477,710 1,522,290 1,522,290 Parking Charges 5,972,285 5,927,772 5,910,725 6,319,394 6,477,470 6,492,267 Charges For Fees & Services Total $ 40,001,045 $ 41,659,663 $ 42,099,767 $ 41,243,278 $ 42,719,637 $ 42,759,652 WIN Miscellaneous Code Enforcement Parking Fines Library Fines & Fees Contrib & Donations Printed Materials Animal Adoption Misc Merchandise I ntra-City Charges Other Misc Revenue Special Assessments Miscellaneous Total Other Financial Sources Debt Sales Sale Of Assets Loans Other Financial Sources Total Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Projects Fund Internal Service Funds Total Non -Budgetary Revenues Total Revenues -All Funds Miscellaneous 1 4% City of Iowa City All Funds Revenues by Type 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 322,537 $ 253,174 $ 238,295 $ 253,180 $ 222,633 $ 222,633 614,363 549,575 578,713 549,580 578,720 578,720 166,785 155,519 154,425 155,520 154,420 154,420 547,781 609,723 705,917 422,972 369,620 469,620 49,104 49,456 43,411 48,400 41,900 41,900 12,912 14,190 12,015 14,190 12,020 12,020 66,801 57,644 55,052 54,930 54,770 54,770 2,760,448 3,112,634 3,795,296 4,226,884 4,277,635 4,341,770 930,739 739,618 2,118,650 938,596 933,261 892,041 604 1,615 1,087 1,000 1,090 1,090 5,472,074 5,543,148 7,702,861 6,665,252 6,646,069 6,768,984 7,866,773 23,897,097 33,795,498 11,753,500 10,623,000 9,382,340 2,316,495 7,747,140 3,081,294 5,829,222 703,393 703,393 2,339,448 1,744,239 1,106,510 1,265,042 965,226 967,405 12,522,716 33,388,475 37,983,302 18,847,764 12,291,619 11,053,138 $ 153,074,089 $ 175,416,959 $ 193,830,381 $ 168,594,377 $ 163,662,904 $ 166,881,228 $ 100,760 $ 25,195 $ 174 $ - $ - $ - 17,812,864 17,154,627 18,635,940 19,360,136 19,844,347 20,494,128 $ 17,913,624 $ 17,179,822 $ 18,636,114 $ 19,360,136 $ 19,844,347 $ 20,494,128 $ 170,987,713 $ 192,596,781 $ 212,466,494 $ 187,954,513 $ 183,507,251 $ 187,375,356 Budgetary Fund Revenues by Type Other Property Taxes Fin So blik Charges F Sery 26 I11YA :ity Taxes S% Permits, & Fees 2% se Of Money And Property 2% City of Iowa City All Funds Expenditures by Fund Non -Budgetary Funds Expenditures 2015 2016 2017 2018 2019 2020 Capital Projects Fund Actual Actual Actual Revised Budget Projected Budgetary Fund Expenditures $ 62,526 $ 424,014 $ 61,633 $ - $ - $ - General Fund 10- General Fund $ 49,320,669 $ 49,198,596 $ 51,413,370 $ 57,894,310 $ 58,159,421 $ 59,144,441 Special Revenue Funds 1,435,706 1,431,387 1,236,127 1,472,081 7,440,328 1,471,239 2100 CDBG 535,735 659,901 1,390,132 754,724 596,507 609,679 2110 HOME Grant 387,664 747,816 192,082 1,113,122 546,166 557,243 2200 Road Use Tax Fund 5,563,553 5,436,882 5,262,429 6,487,226 6,165,809 6,335,250 2300 Other Shared Revenue 129,831 446,465 652,152 375,158 - - 2350 Metro Planning Org of Johnson Cc 541,601 558,489 609,907 633,977 708,554 728,463 2400 Employee Benefits 976,606 1,054,857 868,301 1,243,475 1,283,417 1,309,666 2500 Affordable Housing - - 500,000 650,000 750,000 - 2510 Peninsula Apartments 59,957 52,501 59,023 53,557 59,878 61,761 26- Tax Increment Financing 18,670 - - 332,373 505,193 1,695,193 2820 SSMID - Downtown 296,141 295,284 318,343 355,350 400,124 407,362 Debt Service Fund 5"' Debt Service 17,208,781 15,016,250 15,218,289 13,564,492 13,722,450 9,764,548 Enterprise Funds 710' Parking 11,228,816 3,212,740 4,235,036 7,040,622 6,612,092 6,667,544 715' Transit 6,556,267 6,917,901 6,927,616 12,062,216 7,449,879 7,435,510 720' Wastewater 10,384,032 10,674,084 21,260,750 15,867,501 13,284,732 9,566,705 730' Water 7,646,828 7,686,557 12,372,374 14,290,161 8,388,774 8,692,943 7400 Refuse Collection 2,922,269 2,935,579 3,053,376 3,427,207 3,433,507 3,516,553 750' Landfill 4,677,884 4,550,096 4,973,964 5,053,302 5,035,196 5,146,762 7600 Airport 365,460 408,276 665,802 399,387 357,309 365,045 7700 Storm Water 1,095,239 738,102 747,069 518,983 537,865 550,757 780' Cable Television 687,397 - - - - - 79- Housing Authority 7,730,524 8,334,915 8,651,207 8,231,390 10,952,156 9,081,192 Capital Projects Fund Governmental Projects 24,859,198 19,479,006 32,902,808 77,077,677 23,580,970 19,698,970 Enterprise Projects 6,485,716 3,893,109 3,657,836 19,187,686 5,040,308 7,724,188 Total Budgetary Expenditures $ 159,678,838 $ 142,297,407 $ 175,931,866 $ 246,613,896 $ 167,570,307 $ 159,059,773 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 62,526 $ 424,014 $ 61,633 $ - $ - $ - Internal Service Funds 810' Equipment 5,194,488 5,181,051 4,683,979 5,537,501 4,468,094 6,321,360 8200 Risk Management 1,435,706 1,431,387 1,236,127 1,472,081 7,440,328 1,471,239 830' Information Technology 1,786,707 1,834,059 1,624,715 2,217,207 2,160,935 2,216,348 8400 Central Services 308,846 234,097 201,065 228,960 193,387 209,032 8500 Health Insurance 7,285,127 7,934,757 7,218,542 8,341,355 8,381,923 8,798,869 8600 Dental Insurance 354,318 370,061 374,002 399,386 409,442 421,725 Total Non -Budgetary Expenditures $ 16,427,718 $ 17,409,426 $ 15,400,061 $ 18,196,490 $ 17,054,109 $ 19,438,572 Total Expenditures -All Funds $ 176,106,556 $ 159,706,833 $ 191,331,927 $ 264,810,386 $ 184,624,417 $ 178,498,345 Additional information specific funds can be found within individual fund summaries. 111I8 City of Iowa City All Funds Expenditures by Department 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Budgetary Funds Expenditures City Council $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 City Clerk 518,724 524,930 500,977 617,503 533,577 589,151 City Attorney 690,901 681,567 733,337 762,815 780,796 803,765 City Manager 2,492,620 2,154,216 2,148,884 3,738,272 4,248,267 4,346,067 Finance 21,937,188 19,669,565 19,741,817 20,100,247 20,256,229 17,624,797 Police 12,389,622 12,443,823 13,114,628 13,827,024 14,419,896 14,793,188 Fire 7,598,771 7,486,023 7,716,864 8,209,242 8,262,751 8,500,504 Parks & Recreation 7,628,887 7,324,281 7,812,840 8,305,351 8,826,118 8,791,300 Library 5,908,777 6,083,034 6,269,424 6,561,559 6,671,933 6,861,053 Senior Center 834,813 823,992 899,254 1,010,055 974,355 997,061 Neighborhood & Dvlpmnt Services 16,658,430 17,710,201 18,447,039 18,700,898 19,437,809 16,729,948 Public Works 25,827,222 25,878,325 41,400,547 39,557,237 30,931,364 27,741,878 Transportation Services 25,385,236 17,629,325 19,809,656 28,445,084 23,128,236 23,369,494 Airport 365,460 408,276 665,802 399,387 357,309 365,045 Capital Projects Fund Governmental Projects 24,859,198 19,479,006 32,902,808 77,077,677 23,580,970 19,698,970 Enterprise Projects 6,485,716 3,893,109 3,657,836 19,187,686 5,040,308 7,724,188 Total Budgetary Expenditures $ 159,678,838 $ 142,297,407 $ 175,931,866 $ 246,613,896 $ 167,570,307 $ 159,059,773 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 62,526 $ 424,014 $ 61,633 $ - $ - $ - Internal Service Funds Finance 11,170,704 11,804,361 10,654,450 12,658,989 12,586,015 13,117,212 Public Works 5,194,488 5,181,051 4,683,979 5,537,501 4,468,094 6,321,360 Total Non -Budgetary Expenditures $ 16,427,718 $ 17,409,426 $ 15,400,061 $ 18,196,490 $ 17,054,109 $ 19,438,572 Total Expenditures -All Funds $ 176,106,556 $ 159,706,833 $ 191,331,927 $ 264,810,386 $ 184,624,417 $ 178,498,345 Budgetary Fund Expenditures by Department (excluding Capital Projects) .,m.� Police Parks & Recreation 10% Fire 6% 6% Finance 15 City Manager � City Attorney 3% 1% City Cler` .............._..,. 0% Transportation Services City Council 17% 0% Airport 0% Library Ste=Senior Center 1% Neighborhood & Dvlpmnt Services 14% Public Works 22% f[Ip] City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2018 110 General Special Revenue TIF Special Revenue Capital Projects Transfers In Debt Service Internal Fund Service Enterprise Debt Reserves Total General Fund $ 72,422 $ 723,708 $ 57,500 $ 9,209,291 $ 20,052 $ 3,491,963 428,006 $ 13,574,936 Special Revenue Funds: 428,006 Other Special Revenue Funds 781,208 199,443 Employee Benefits 9,955,739 428,006 1,059,359 1,079,411 10,383,745 Road Use Tax 78,275 199,443 975,000 4,444,200 5,726,399 Debt Service Reserves 4,721,918 Tax Increment Financing 9,196,397 9,196,397 27,723 1,059,359 4,444,200 27,723 1,087,082 Enterprise Funds: 24,235,986 Total Transfers Out: $ 13,574,936 $ 15,105,663 $ 1,087,082 $ 975,000 $ - $ 1,530,000 $ 19,527,384 $ - $ 51,800,065 From Parking 595,000 235,310 3,114,695 3,945,005 From Transit 136,000 136,000 From Wastewater 2,788,000 4,143,762 6,931,762 From Water 1,646,000 1,937,940 3,583,940 From Refuse Collection 500,000 500,000 From Landfill 2,105,000 888,126 2,993,126 From Airport 120,000 120,000 From Storm Water 1,270,772 1,270,772 From Housing Authority 46,779 46,779 Capital Project Funds 975,000 975,000 Internal Service Funds: From Equipment 1,430,000 1,430,000 From Central Services 100,000 100,000 Total Transfers In: $ 10,153,215 $ 1,351,157 $ 57,500 $ 24,235,986 $ 1,079,411 $ - $ 5,726,399 $ 9,196,397 $ 51,800,065 110 General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 10,034,014 $ 46,779 $ 10,153,215 Road Use Tax Fund 428,006 428,006 Other Special Revenue Funds 781,208 199,443 980,651 Debt Service Fund 20,052 1,059,359 1,079,411 Enterprise Funds 3,491,963 975,000 1,259,436 5,726,399 Debt Service Reserves 9,196,397 9,196,397 Capital Project Funding 9,209,291 4,444,200 27,723 1,530,000 9,024,772 24,235,986 Total Transfers Out: $ 13,574,936 $ 15,105,663 $ 1,087,082 $ 975,000 $ - $ 1,530,000 $ 19,527,384 $ - $ 51,800,065 110 City of Iowa City Budgeted Transfer Schedule Fiscal Year 2019 111 Transfers In Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 72,422 835,489 $ 115,000 $ 4,309,770 $ 20,052 $ 3,678,133 $ 9,030,866 Special Revenue Funds: Employee Benefits 10,492,696 451,546 10,944,242 Road Use Tax 79,864 248,477 2,547,000 2,875,341 Tax Increment Financing 1,079,726 48,741 1,802,347 2,930,814 Enterprise Funds: From Parking 360,000 242,467 1,100,821 1,703,288 From Transit 175,000 136,000 311,000 From Wastewater 1,455,500 4,056,493 5,511,993 From Water 1,427,100 1,824,915 3,252,015 From Landfill 510,000 959,748 1,469,748 From Airport 96,000 96,000 From Storm Water 990,000 990,000 From Housing Authority 47,949 47,949 Capital Project Funds 1,475,000 1,475,000 Internal Service Funds: From Equipment 123,200 123,200 From Info. Technology Services 275,000 275,000 Total Transfers In: $ 11,772,657 $ 1,535,512 $ 115,000 $ 12,317,311 $ 1,822,399 $ - $ 6,491,348 $ 6,982,229 $ 41,036,456 Transfers Out Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 72,422 $ 10,572,560 $ 1,079,726 $ 47,949 $ 11,772,657 Road Use Tax Fund 451,546 451,546 Other Special Revenue Funds 950,489 248,477 1,198,966 Debt Service Fund 20,052 1,802,347 1,822,399 Enterprise Funds 3,678,133 1,475,000 1,338,215 6,491,348 Debt Service Reserves 6,982,229 6,982,229 Capital Project Funding 4,309,770 2,547,000 48,741 398,200 5,013,600 12,317,311 Total Transfers Out: $ 9,030,866 $ 13,819,583 $ 2,930,814 $ 1,475,000 $ - $ 398,200 $ 13,381,993 $ - $ 41,036,456 111 City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2020 112 General Special Revenue TIF Special Revenue Capital Projects Transfers In Debt Service Internal Fund Service Enterprise Debt Reserves Total General Fund $ 72,422 94,038 $ 115,000 $ 1,198,970 $ 20,052 $ 3,669,213 $ 5,169,695 Special Revenue Funds: 460,577 Other Special Revenue Funds 209,038 273,325 Employee Benefits 10,702,550 460,577 482,363 Debt Service Fund 20,052 1,024,921 11,163,127 Road Use Tax 81,461 273,325 Enterprise Funds 2,797,000 1,750,000 3,151,786 Tax Increment Financing 1,141,540 Debt Service Reserves 1,024,921 2,166,461 Enterprise Funds: Capital Project Funding 1,198,970 2,797,000 - 6,696,325 10,692,295 From Parking $ 5,169,695 $ 14,314,913 $ 2,166,461 300,000 $ - $ - 249,736 1,100,821 1,650,557 From Transit 136,000 136,000 From Wastewater 3,040,000 2,933,925 5,973,925 From Water 909,325 1,932,865 2,842,190 From Landfill 1,310,000 959,748 2,269,748 From Airport 147,000 147,000 From Storm Water 990,000 990,000 From Housing Authority 48,908 48,908 Capital Project Funds 1,750,000 1,750,000 Total Transfers In: $ 12,046,881 $ 827,940 $ 115.000 $ 10.692.295 $ 1,044,973 $ - $ 6,764,697 $ 5,967,611 $ 37,459,397 112 General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 10,784,011 $ 1,141,540 $ 48,908 $ 12,046,881 Road Use Tax Fund 460,577 460,577 Other Special Revenue Funds 209,038 273,325 482,363 Debt Service Fund 20,052 1,024,921 1,044,973 Enterprise Funds 3,669,213 1,750,000 1,345,484 6,764,697 Debt Service Reserves 5,967,611 5,967,611 Capital Project Funding 1,198,970 2,797,000 - 6,696,325 10,692,295 Total Transfers Out: $ 5,169,695 $ 14,314,913 $ 2,166,461 $ 1,750,000 $ - $ - $ 14,058,328 $ - $ 37,459,397 112 City of Iowa City Personnel Full -Time Equivalents Last Eight Years 113 Change 2012 2013 2014 2015 2016 2017 2018 2019 in FTEs Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2018-2019 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 5.50 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 4.00 2.00 3.00 3.00 7.50 7.50 6.00 6.00 - Human Resources 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.50 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - - - - 1.00 1.00 - Finance: Finance Adm instration(1) 2.65 2.65 3.65 3.15 3.15 3.15 2.15 2.90 0.75 Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Accounting (2) 8.00 8.00 8.00 7.00 7.60 7.60 7.60 7.00 (0.60) Purchasing 4.00 3.94 3.44 3.44 3.44 3.50 3.50 3.50 - Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 Disaster Assistance 0.40 0.40 0.38 - - - - - - Police: Police Administration (3) 5.00 5.00 5.00 5.00 5.00 6.00 6.00 2.00 (4.00) Police Support Services (4)(5) 18.00 18.00 20.00 20.00 20.00 19.00 19.00 26.00 7.00 Police Field Operations (4)(5) 80.00 80.00 80.00 80.00 80.00 80.00 80.00 79.00 (1.00) Fire: Fire Administration 3.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 - FireEmergencyOperations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 1.00 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 - - - - - Parks and Recreation: Park and Rec Adm in 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Govemment Buildings (6) 4.83 4.83 4.83 4.83 5.33 4.33 5.00 4.00 (1.00) Recreation (6)(7) 15.42 15.42 15.42 15.42 14.42 15.42 14.75 14.00 (0.75) Park Maintenance Administration 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 - Park Maintenance Operations 11.00 11.00 11.00 11.00 12.00 15.00 15.00 15.00 - Forestry (8) 3.00 3.00 3.00 3.00 3.00 3.00 3.00 5.00 2.00 CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 - - - - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Library: General Library 42.89 42.88 42.38 42.38 42.27 43.27 43.27 43.27 - Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - - - - 0.40 0.40 0.40 - Library Foundation Office - - 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.50 6.50 6.50 6.50 6.50 7.00 7.00 7.00 - Neighborhood & Dvlpmnt Services: Neighborhood &Dvlpmnt Admin 2.55 2.55 2.55 2.55 1.55 1.55 1.55 1.55 - Sustainability Services - - - - 1.00 1.00 1.00 1.00 - Community Development 0.85 1.20 1.75 1.75 1.55 3.63 3.63 3.63 - Neighborhood Outreach 1.00 1.00 1.00 1.00 1.05 1.95 1.95 1.95 - Housing Inspection (9)(10) 5.75 5.75 5.25 5.25 5.55 6.20 6.20 8.30 2.10 Human Services - 0.15 0.15 0.15 0.15 - - - - Economic Development 1.00 1.00 1.00 1.00 2.00 1.00 - - - Building Inspection 7.80 7.80 6.30 6.30 7.30 7.30 7.30 7.30 - Urban Planning 3.50 2.50 2.50 2.50 3.50 3.50 4.00 4.00 - 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 12.00 16.00 16.00 16.00 - 113 City of Iowa City Personnel Full -Time Equivalents Last Eight Years Special Revenue Funds Community Development Block Grant HOME Grant Road Use Tax: Traffic Engineering Streets System Maintenance Other Shared Revenues UniverCity Neighborhood Partnership Metro Planning Org of Johnson Cc (12) Employee Benefits Sub -total Special Revenue Funds Enterprise Funds Parking (13) Transit(13) Wastewater Water Refuse Collection (14) Landfill (14)(15) Airport Operations Storm Water Cable Television Housing Authority (10) Sub -total Enterprise Funds Capital Project Funds ERP Software -Finances & HR/Payroll Fire Station #4 Iowa City Gateway Project 420th Street Industrial Park West Side Levee Project Rocky Shore Lift Station Project S. Wastewater Plant Expansion Sub -total Capital Project Funds 2.88 2.63 2.48 2.48 2.38 0.95 0.70 0.50 0.50 0.45 4.15 4.15 25.50 25.50 1.60 1.60 0.20 0.20 6.60 5.60 0.55 0.55 4.15 4.15 3.90 4.50 3.00 3.00 25.50 25.50 25.25 25.50 29.00 29.00 1.62 - - - - - 5.60 5.60 4.70 4.70 4.70 5.20 0.55 0.55 0.55 0.55 0.55 0.55 0.50 42.43 40.93 40.40 38.78 37.23 35.25 37.25 37.75 0.50 32.75 29.25 26.25 26.25 23.13 21.63 21.63 21.38 (0.25) Change 51.75 2012 2013 2014 2015 2016 2017 2018 2019 in FTEs 24.40 Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2018-2019 Transportation Services: 32.00 31.75 31.75 31.75 - 20.35 20.35 19.35 19.35 Transportation Services Admin (11) - - - - - 2.00 3.00 2.00 (1.00) CBD Maintenance Operations - - - - - 1.00 1.00 1.00 - Transit 56.25 - 2.10 2.10 2.10 2.60 2.60 2.10 1.50 Sub -total General Fund 411.22 351.90 354.43 351.55 356.74 368.18 367.18 370.68 3.50 Special Revenue Funds Community Development Block Grant HOME Grant Road Use Tax: Traffic Engineering Streets System Maintenance Other Shared Revenues UniverCity Neighborhood Partnership Metro Planning Org of Johnson Cc (12) Employee Benefits Sub -total Special Revenue Funds Enterprise Funds Parking (13) Transit(13) Wastewater Water Refuse Collection (14) Landfill (14)(15) Airport Operations Storm Water Cable Television Housing Authority (10) Sub -total Enterprise Funds Capital Project Funds ERP Software -Finances & HR/Payroll Fire Station #4 Iowa City Gateway Project 420th Street Industrial Park West Side Levee Project Rocky Shore Lift Station Project S. Wastewater Plant Expansion Sub -total Capital Project Funds 2.88 2.63 2.48 2.48 2.38 0.95 0.70 0.50 0.50 0.45 4.15 4.15 25.50 25.50 1.60 1.60 0.20 0.20 6.60 5.60 0.55 0.55 4.15 4.15 3.90 4.50 3.00 3.00 25.50 25.50 25.25 25.50 29.00 29.00 1.62 - - - - - 5.60 5.60 4.70 4.70 4.70 5.20 0.55 0.55 0.55 0.55 0.55 0.55 0.50 42.43 40.93 40.40 38.78 37.23 35.25 37.25 37.75 0.50 32.75 29.25 26.25 26.25 23.13 21.63 21.63 21.38 (0.25) - 51.75 51.25 51.25 51.13 50.63 50.63 50.38 (0.25) 25.40 25.40 24.40 24.65 24.65 25.40 26.00 26.00 - 32.75 32.75 31.75 32.00 32.00 31.75 31.75 31.75 - 20.35 20.35 19.35 19.35 17.85 17.50 17.50 17.88 0.38 17.50 17.50 16.50 16.50 15.50 14.00 14.00 14.88 0.88 1.75 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 2.10 2.10 2.10 2.60 2.60 2.10 1.50 1.50 - 6.63 6.63 6.63 5.63 - - - - - 13.25 13.18 12.19 10.19 10.19 9.60 9.60 9.50 (0.10) 152.48 199.91 191.42 189.42 178.05 173.61 173.61 174.26 0.65 1.00 1.00 1.00 - - - - - 1.00 - - - - - - - 1.00 1.00 1.00 1.00 1.00 - - - 1.00 - - - - - - - - 1.00 1.00 1.00 1.00 - - - - - - - 2.00 - - - 5.00 6.00 6.00 5.00 4.00 - - - - Total Budgetary Funds 611.13 598.74 592.25 584.75 576.02 577.04 578.04 582.69 4.65 Non -Budgetary Funds Internal Service Funds Equipment 11.26 10.75 10.75 10.75 10.75 10.75 10.75 10.75 - Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services (16) 11.80 10.86 9.86 9.86 9.86 9.80 10.80 9.80 (1.00) Central Services 0.75 0.76 0.50 0.50 0.50 0.50 0.50 0.50 Sub -total Internal Service Funds 25.61 24.17 22.91 22.91 22.91 22.85 23.85 22.85 (1.00) Agency Funds Library Foundation Office 1.00 1.00 Sub -total Agency Funds 1.00 1.00 Total Non -Budgetary Funds 26.61 25.17 22.91 22.91 22.91 22.85 23.85 22.85 Total Full -Time Equivalents 637.74 623.91 615.16 607.66 598.93 599.89 601.89 605.54 3.65 114 City of Iowa City Personnel Full -Time Equivalents Last Eight Years (1) A.75 FTE Internal Auditor/Budget Analyst position was added into the fiscal year 2019 budget. (2) A.60 FTE Grant Accountant position is being eliminated in the fiscal year 2019 budget. (3) The Police Administration division is moving the 1.0 FTE Computer Syst. Analyst, a 1.0 FTE CSO/Community Outreach, a 1.0 FTE Police Captain, and a 1.0 FTE Sergeant positions to Police Support Services. (4) Two 1.0 FTE Police Officer positions have been added. One each to Police Support Services and Police Field Operations. (5) Police Field Operations division is moving the 1.0 FTE Comm. Serv. Officer- Evidence and 1.0 FTE Community Service Officer positions to the Police Support Services activity. (6) A 1.0 FTE M.W.I - Govt Buildings moved from the Government Building activity to the Recreation activity (7) The Recreation activity eliminated a 1.0 FTE Office Coord. - Recreation and a .75 FTE Custodian - Govt Buildings position. (8) Two 1.0 FTE M.W.I. - Forestry positions were added into the fiscal year 2019 budget. (9) Two 1.0 FTE Building Inspector positions were added into the fiscal year 2019 budget. (10) A .10 FTE Building Inspector position was re -allocated from the Housing Authority to the Housing Inspections activity. (11) A 1.0 FTE Assoc. Dir. -Resource Management is being eliminated in the fiscal year 2019 budget. (12) A .50 FTE Associate Planner position was added in the fiscal year 2019 budget. (13) A 1.0 FTE Customer Service Rep. in each the Transit and Parking Funds was reduced to .75 FTEs. (14) A 1.0 FTE Resource Management Superintendent was added and split 50/50 between the Refuse and Landfill funds. Additionally, a 1.0 FTE Customer Service Rep. split 50/50 between the Refuse and Landfill funds was reduced to a .75 FTE. (15) A .50 FTE Customer Service Representative was added. (16) A 1.0 FTE Sr. Programmer/Analyst position was eliminated. F_ FTE Summary by Fund Type 700 600 500 400 300 200 100 Last Eight Years 2012 2013 2014 2015 2016 2017 2018 2019 Budget Adopted Adopted Adopted Adopted Adopted Adopted Adopted ■General Fund ■ Special Revenue Funds ■ Capita l Projects Funds ■ Enterprise Funds ■ Internal Service Funds III Agency Funds 115 0 4 4 0 Wei a "$A LWIN m UN'ESCO, CITY OF LITERATURE F Y 2 0 1 9 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries 0ALlIANe10111kiI 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 Services. We present a budget where expenditures exceeded revenues for General Fund in fiscal year 2019, with revenue & transfers in and expenditures & transfers out projected at $64.9 and $67.2 million, respectively. A. General Fund Revenues Revenues & Transfers In 2017 2018 2019 2020 Actual Revised Budget Projected Property Taxes $ 31,754,702 $ 32,862,685 $ 34,764,019 $ 35,459,299 Other City Taxes 2,534,880 2,469,854 2,630,582 2,639,371 Licenses And Permits 3,521,079 2,551,850 2,543,150 2,543,150 Use Of Money And Property 812,954 686,337 774,516 774,516 Intergowmmental 3,580,793 3,502,070 3,736,816 3,736,816 Charges For Fees And Services 1,697,137 1,374,189 1,340,308 1,340,308 Miscellaneous 5,484,920 5,935,042 5,982,233 6,046,368 Other Financial Sources 1,764,562 3,158,753 1,377,298 1,377,298 Sub -total Revenues: 51,151,026 52,540,780 53,148,922 53,917,126 Transfers In 10,655,199 10,153,215 11,772,657 12,046,881 Total Revenues & Transfers In $ 61,806,225 $ 62,693,995 $ 64,921,579 $ 65,964,007 119 1. Property Taxes - Property tax revenue of $34.8 million is the primary funding source for General Fund operations, providing approximately 65% of total revenue, excluding transfers in, in fiscal year 2019. The fiscal year 2019 budget is an increase of 5.8% over the fiscal year 2018 revised budget of $32.9 million and there is an average increase of 4.1% 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, 2017 served as the basis for determining property tax revenue in fiscal year 2019. Their report indicates an 7.5% increase in total assessed value in the last year, from $5.49 billion to $5.91 billion. 120 Revenue Trends by Type $60,000,000 $50,000,000 540,000,000 YWYIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII_i - $30,000,000 $20,000,000 $10,000,000 $0 2017 2018 2019 2020 Auto al Revised Budget Projected ■Property Taxes ■ Other City Taxes ■ Licenses And Permits ■ Use Of Money And Property ■Intergovernmental ■ Charges For Fees And Services ■Miscellaneous ■ Other Financial Son roes 1. Property Taxes - Property tax revenue of $34.8 million is the primary funding source for General Fund operations, providing approximately 65% of total revenue, excluding transfers in, in fiscal year 2019. The fiscal year 2019 budget is an increase of 5.8% over the fiscal year 2018 revised budget of $32.9 million and there is an average increase of 4.1% 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, 2017 served as the basis for determining property tax revenue in fiscal year 2019. Their report indicates an 7.5% increase in total assessed value in the last year, from $5.49 billion to $5.91 billion. 120 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 2010, the rollback exempted $1.7 billion of Iowa City's assessed valuation. In fiscal year 2019, the rollback will exempt $2.2 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2019 are 55.6209% and 54.4480%, respectively, compared to fiscal year 2018 rollbacks of 56.9391% and 47.4996%, respectively. Also, in fiscal year 2019 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2018. The multi -residential rollback in fiscal year 2019 is 78.75% compared to the fiscal year 2018 rate of 82.50%. The following graph illustrates the impact of the rollback on taxable valuations. 121 2. Other City Taxes - This category, estimated at $2.6 million in fiscal year 2019, includes Hotel Motel Taxes of $1,251,720, $401,692 in gas and electric excise taxes, and $939,400 in utility franchise taxes. The fiscal year 2019 budget is an increase of 6.5% over the fiscal year 2018 revised budget of $2.5 million, and there is an average decrease of - 1.9% over the last five years. a) Hotel Motel Tax. This revenue source is a state -administered tax. Estimated at $1,251,720 in fiscal year 2019, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% 100% Assessed vs. Taxable Valuations 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax $6.0 $5.5 $s.o $4.5 o $4.0 m c $3.5 $3.0 $2.5 $2.0 FY10 FY11 FY12 FY13 FY14 FY15 `Y16 FY17 FYI FY19 X100%Asses sed $44 $44 $45 $4fi $47 $4S $5.0 $54 $5.5 $5.9 %Change 2fi% 1.7°�o i6% 2.1°�o L1% 3.4°o 2.6% 8.1% 2.7°�o ZS% Taxable $2 7 V 3 $2 S $3.0 $3 0 $3.1 $3.2 $34 $35 $3.7 °1. Change 4.4% 2.9% 33% 3.9% 2.6°0 33% 1.5% 7.5% 3.6°0 5.77/ Taxable %ofTotal 612% 1 62.0% 630% 641% 65.6% 650% 643% 63.g% 645% 639% 2. Other City Taxes - This category, estimated at $2.6 million in fiscal year 2019, includes Hotel Motel Taxes of $1,251,720, $401,692 in gas and electric excise taxes, and $939,400 in utility franchise taxes. The fiscal year 2019 budget is an increase of 6.5% over the fiscal year 2018 revised budget of $2.5 million, and there is an average decrease of - 1.9% over the last five years. a) Hotel Motel Tax. This revenue source is a state -administered tax. Estimated at $1,251,720 in fiscal year 2019, 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. 122 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 $939,400 estimate for fiscal year 2019, approximately $633,430 will remain in the City's general fund for maintenance of street right-of-way and for operational costs associated with Fire Station #4. The remaining $305,970 is for capital improvement projects (CIP) in the right of way. 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permittlicense fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2019 budget for Licenses and Permits is estimated at $2.5 million. The fiscal year 2019 revenue is a decrease of 0.3% of the fiscal year 2018 revised budget of $2.6 million and there is an average increase of 13.1% over the last five years. These increases are primarily due to the increase in construction permits and licenses revenue and from moving the cable franchise fees revenue from the Cable Television Fund 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 $774,516 for fiscal year 2019. The fiscal year 2019 budget is an increase of 12.9% of the fiscal year 2018 revised budget of $686,337; however, there is an average increase of 5.0% over the last five years. The increase from the fiscal year 2018 estimate is from an increase in estimated interest income; the average increase over the last five years is a result of increased interest income and 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 $3.7 million in fiscal year 2019. The fiscal year 2019 budget is an increase of 6.7% of the fiscal year 2018 revised budget of $3.5 million and there is an average increase of 6.6% over the last five years. The increase from the fiscal year 2018 amount is from an increase in state and local 28E Agreements, and the average increase over the last five years is from the State property tax backfill credits, which was phased in over that period, and from increases in state and local 28E agreements. 123 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 2019, 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 asset replacement. 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 $1.3 million in fiscal year 2019. The fiscal year 2019 revenue is a decrease of 2.5% of the fiscal year 2018 revised budget of $1.4 million; however, there is an average increase of 0.4% over the last five years. The decrease in the fiscal year 2019 budget is due to lower actual receipts for Recreation programs than previously expected; the average increase over the past five years is a result of substantial increases in building and development fees in fiscal year 2016 and fiscal year 2017. 124 FY2017 FY2018 FY2019 FY2020 Intergovernmental Funding Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Goeemments - Animal Services $ 215,209 $ 217,370 $ 228,369 $ 228,369 IC Comm. Schools - Mercer Pool 102,601 78,320 110,550 110,550 County, Univ Heights, Hills - Library 500,494 466,150 538,860 538,860 Johnson County - Senior Center 59,224 59,220 60,000 60,000 Downtown District - Police Department 10,000 10,000 10,000 10,000 University Heights - Fire Department 31,874 32,000 32,186 32,186 JECC- Accounting - - 29,150 29,150 Local Governmental Revenue: 919,402 863,060 1,009,115 1,009,115 State Revenue: Public Safety Grants 194,849 203,114 199,012 199,012 University of Iowa - Fire Protection 1,421,950 1,385,100 1,421,950 1,421,950 Operating Grants 95,389 81,850 82,690 82,690 Property Tax Credits 908,715 928,217 1,006,442 1,006,442 Other State Grants 31,272 14,150 9,530 9,530 Total State Revenue: 2,652,175 2,612,431 2,719,624 2,719,624 Federal Revenue: Public Safety Grants 9,216 26,579 8,077 8,077 Total Federal Revenue: 9,216 26,579 8,077 8,077 Total - Inter overnmentalFundin : $3,580,793 $3,502,070 $3,736,816 $3,736,816 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 $1.3 million in fiscal year 2019. The fiscal year 2019 revenue is a decrease of 2.5% of the fiscal year 2018 revised budget of $1.4 million; however, there is an average increase of 0.4% over the last five years. The decrease in the fiscal year 2019 budget is due to lower actual receipts for Recreation programs than previously expected; the average increase over the past five years is a result of substantial increases in building and development fees in fiscal year 2016 and fiscal year 2017. 124 7. Miscellaneous - Miscellaneous revenue is budgeted at $6.0 million in fiscal year 2019. This category includes a variety of revenue sources, including parking fines ($356,800), magistrate court fines and surcharges related to code enforcement ($222,633) and library fines ($154,420). Also included within this category are internal chargebacks of $4.3 million to the City's Capital Projects Fund for legal and engineering services, and to the enterprise funds for administrative services. The fiscal year 2019 revenue is an increase of 0.8% of the fiscal year 2018 revised budget of $5.9 million and there is an average increase of 6.1% over the last five years. The increase from the fiscal year 2018 budget is due to the increase in the administrative services chargeback, and the average increase amounts are also due to the increases in administrative chargebacks for the Transportation Services Administration activity that was added to the General Fund in fiscal year 2017 and the Engineering division that started chargebacks to capital projects in fiscal year 2016. 8. Other Financing Sources — Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $1.4 million in fiscal year 2019, which is a decrease of 56.4% from the revised budget in fiscal year 2018 of $3.2 million. The decrease is from home sales in the UniverCity program. The UniverCity activity is budgeted at $2.5 million in fiscal year 2018, which consists of the proceeds from the sale of assets ($1,513,000) and loan proceeds from financial institutions ($1,009,000). There is an average decrease of 13.0% over the last five years. These decreases are also from the UniverCity program. 9. Transfers In - includes an approximate $10.5 million transfer -in of the Employee Benefits levy from the Employee Benefits Fund. This category also includes General Fund intra -fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. The category is budgeted at $11.8 million in fiscal year 2019. 125 B. General Fund Expenditures Expenditures & 2017 2018 2019 2020 Transfers Out Actual Revised Budget Projected Personnel $ 37,744,421 $ 40,615,582 $ 41,923,230 $ 43,180,927 Services 9,281,092 10,142,737 10,624,543 10,871,834 Supplies 1,555,556 1,767,319 1,685,573 1,727,435 Capital Outlay 2,244,302 3,321,672 2,761,075 2,194,245 Other Financial Uses 588,000 1,513,000 600,000 600,000 Contingency 534,000 565,000 570,000 Sub -total Expenditures: 51,413,370 57,894,310 58,159,421 59,144,441 Transfers Out 17,804,258 13,574,936 9,030,866 5,169,695 Total Expenditures & $ 69,217,629 $ 71,469,246 $ 67,190,287 $ 64,314,136 Transfers Out Expenditure Trends by Type $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,00D,00D S Actual Revised Budget Pmiected 2017 2018 2019 2020 ■Personnel ■Services ■Supplies ■CapRal Outlay ■ Other Financial Uses ■Contingency 1. Personnel - Personnel costs account for approximately 72.2% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2019. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $10.6 million in fiscal year 2019. Initial projections were based on fiscal year 2017 actual expenditures and projected at 1.96% annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI -U) over the last five fiscal years. Many of the 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 $914,200 Community Event/ Program Funding $284,180 ICCVB —Community/ Economic Development Assistance $150,000 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 2019. Individual items 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 $2.8 million in fiscal year 2019 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 $600,000 in fiscal year 2019. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 127 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 $565,000 in fiscal year 2019. 7. Transfers Out - This category is budgeted at $9.0 million in fiscal year 2019. One of the largest transfers out is from the transit property tax levy of $3.6 million that is being transferred into the Transit Fund. Other major transfers out include approximately $4.3 million to the Capital Projects Fund and $750,000 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-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) 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. General Fund unassigned fund balance was transferred into the Emergency Fund in fiscal year 2014, fiscal year 2015, fiscal year 2016, and fiscal year 2017 of $1.7 million, $1.3 million, $1.7 million, and $500,000, respectively. No transfer is being proposed in fiscal year 2018 or fiscal year 2019. $250,000 was revised into the Emergency Fund expenditures in fiscal year 2018 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund's estimated balance is $4.9 million at the end of fiscal year 2019. General Fund's unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until October/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3Months @ Sept. 30 Receipts Expenditures Shortfall FY2018 $ 7,859,044 $ 14,422,373 (6,563,329) 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) 128 Fund Balance, July 1 Revenues: Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In: Operating Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures by Department: City Council City Clerk City Attorney City Manager Finance Police Fire Parks and Recreation Library Senior Center Neighborhood & Development Services Public Works Transportation Services Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement General Levy Emergency Fund Transfers Out - Transit Fund Transfers Out -Affordable Housing Fund Misc Transfers Out Sub -Total Transfers Out General Fund (1000 - 1024) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 47,793,327 $ 49,045,399 $ 48,135,654 $ 40,724,250 $ 31,948,999 $ 29,680,291 $ 29,421,531 $ 29,796,656 $ 31,754,702 $ 32,862,685 $ 34,764,019 $ 35,459,299 2,487,767 2,431,882 2,534,880 2,469,854 2,630,582 2,639,371 1,805,901 3,056,051 3,521,079 2,551,850 2,543,150 2,543,150 800,227 689,835 812,954 686,337 774,516 774,516 3,519,060 3,803,459 3,580,793 3,502,070 3,736,816 3,736,816 1,509,496 1,607,320 1,697,137 1,374,189 1,340,308 1,340,308 4,446,754 4,603,845 5,484,920 5,935,042 5,982,233 6,046,368 2,762,834 2,678,802 1,764,562 3,158,753 1,377,298 1,377,298 46,753,570 48,667,850 51,151,026 52,540,780 53,148,922 53,917,126 10,642,456 12,468,366 10,655,199 10,153,215 11,772,657 12,046,881 10,642,456 12,468,366 10,655,199 10,153,215 11,772,657 12,046,881 $ 57,396,026 $ 61,136,216 $ 61,806,225 $ 62,693,995 $ 64,921,579 $ 65,964,007 $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 518,724 524,930 500,977 617,503 533,577 589,151 690,901 681,567 733,337 762,815 780,796 803,765 1,805,223 2,154,216 2,148,884 3,738,272 4,248,267 4,346,067 3,751,801 3,598,458 3,655,228 4,604,557 4,345,045 4,448,028 12,389,622 12,443,823 13,114,628 13,827,024 14,419,896 14,793,188 7,598,771 7,486,023 7,716,864 8,209,242 8,262,751 8,500,504 7,628,887 7,324,281 7,812,840 8,305,351 8,826,118 8,791,300 5,908,777 6,083,034 6,269,424 6,561,559 6,671,933 6,861,053 834,813 823,992 899,254 1,010,055 974,355 997,061 6,958,307 6,614,830 6,074,193 6,888,970 5,824,548 5,691,611 1,137,570 1,342,700 1,757,925 2,393,366 2,554,183 2,596,223 - 13,008 619,664 861,737 597,562 603,125 49,320,669 49,198,596 51,413,370 57,894,310 58,159,421 59,144,441 1,605,164 7,302,103 13,708,054 9,209,291 4,309,770 1,198,970 195,537 201,017 60,052 20,052 20,052 20,052 187,489 212,196 182,444 183,395 185,489 194,038 1,338,516 1,704,205 500,000 - - - 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,569,213 - - - 650,000 750,000 - 524,045 314,738 82,076 129,922 187,422 187,422 6,823,285 12,842,428 17,804,258 13,574,936 9,030,866 5,169,695 Total Expenditures & Transfers Out $ 56,143,954 $ 62,041,024 $ 69,217,629 $ 71,469,246 $ 67,190,287 $ 64,314,136 Fund Balance, June 30 $ 49,045,399 $ 48,140,591 $ 40,724,250 $ 31,948,999 $ 29,680,291 $ 31,330,162 Prior Year Accounting Adjustment - (4,937) - - - - Adjusted Fund Balance, June 30 49,045,399 48,135,654 40,724,250 31,948,999 29,680,291 31,330,162 Restricted / Committed /Assigned 29,738,181 24,716,300 15,073,066 6,825,037 6,579,861 6,753,530 Unassigned Balance $ 19,307,218 $ 23,419,354 $ 25,651,185 $ 25,123,962 $ 23,100,429 $ 24,576,632 % of Revenues & Transfers In 34% 38% 42% 40% 36% 37% 129 General Fund Assigned, Committed & Restricted Fund Balance Assigned: (Available for current and / or future operations) Library Special Revenue Funds Library Foundation Development Library Equipment Replacement Reserve Senior Center Gift Funds New Horizons Band Cable Replacement Reserves Energy Efficiency Revolving Loan Fund Fire Equipment Replacement Reserve Park Land Development Reserve Committed: (Available for current and / or future operations) Emergency Funds Restricted: (Not available for general operations) Police Forfeiture Share Police Abandon Property Cemetery Perpetual Care Local Option Sales Tax Restricted (Unspent Bond Proceeds) Total Assigned / Committed / Restricted: Unassigned: General Fund Ending Fund Balance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 737,512 $ 756,858 $ 814,236 $ 923,804 $ 912,044 $ 977,024 (4,087) (19,291) (3,457) (3,457) 0 0 185,242 176,268 231,975 246,397 302,104 349,526 33,835 13,798 13,870 633 633 633 362 10 10 10 10 10 - 162,392 146,835 119,165 112,665 112,665 101,053 144,494 185,455 228,895 44,856 108,317 496,549 - - - - - $ 1,573,903 $ 1,234,529 $ 1,388,924 $ 1,515,447 $ 1,372,312 $ 1,548,176 $ 2,994,574 $ 4,698,779 $ 5,198,779 $ 4,948,779 $ 4,948,779 $ 4,948,779 $ 2,994,574 $ 4,698,779 $ 5,198,779 $ 4,948,779 $ 4,948,779 $ 4,948,779 $ 454,084 $ 386,338 $ 305,687 $ 205,687 $ 105,787 $ 105,787 55,992 71,745 43,248 43,248 43,248 43,248 - - 114,846 111,876 109,736 107,541 24,282,784 18,262,595 8,021,582 - - - 376,844 62,314 $ 25,169,704 $ 18,782,992 $ 8,485,362 $ 360,810 $ 258,770 $ 256,575 $ 29,738,181 $ 24,716,300 $ 15,073,066 $ 6,825,037 $ 6,579,861 $ 6,753,530 19,307,218 23,419,354 25,651,185 25,123,962 23,100,429 24,576,632 $ 49,045,399 $ 48,135,654 $ 40,724,250 $ 31,948,999 $ 29,680,291 $ 31,330,162 130 General Fund Revenues by Type 131 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Property Taxes Property Taxes $ 29,421,531 $ 29,796,656 $ 31,754,702 $ 32,862,685 $ 34,764,019 $ 35,459,299 Other City Taxes Gas/Electric Excise Tax 489,408 441,082 421,007 400,794 401,692 409,726 Mobile Home Tax 39,283 37,803 37,774 37,800 37,770 38,525 Hotel/Motel Tax 1,057,386 1,078,762 1,136,712 1,136,260 1,251,720 1,251,720 Utility Franchise Tax 901,690 874,235 939,387 895,000 939,400 939,400 Licenses And Permits General Use Permits 99,658 80,171 104,220 80,180 100,840 100,840 Food & Liq Licenses 120,434 92,738 111,438 92,740 111,440 111,440 Professional License 18,704 18,700 12,015 18,710 12,020 12,020 Franchise Fees - 733,644 685,659 692,140 512,750 512,750 Const Per & Ins Fees 1,537,002 2,102,624 2,578,024 1,639,240 1,777,650 1,777,650 Misc Lic & Permits 30,103 28,174 29,723 28,840 28,450 28,450 Use Of Money And Property Interest Revenues 298,894 221,825 307,260 220,827 302,956 302,956 Rents 462,939 418,473 463,696 435,480 435,200 435,200 Royalties & Commiss 38,394 49,537 41,998 30,030 36,360 36,360 Intergovernmental Fed Intergovnt Rev 355,630 29,257 9,216 26,579 8,077 8,077 Property Tax Credits 681,435 1,191,442 908,715 928,217 1,006,442 1,006,442 State 28E Agreements 1,330,770 1,385,095 1,421,950 1,385,100 1,421,950 1,421,950 Operating Grants 84,126 84,197 95,389 81,850 82,690 82,690 Disaster Assistance 25,621 56,507 - - - - Other State Grants 204,298 225,855 226,121 217,264 208,542 208,542 Local 28E Agreements 837,180 831,106 919,402 863,060 1,009,115 1,009,115 Charges For Fees And Services Building & Devlpmt 404,629 579,755 649,237 382,400 371,120 371,120 Police Services 226,621 112,112 143,562 37,237 56,530 56,530 Animal Care Services 9,945 10,399 11,545 10,400 11,540 11,540 Fire Services 11,404 9,244 10,370 8,660 10,370 10,370 Transit Fees 2,320 2,975 - 2,980 900 900 Culture & Recreation 741,912 761,363 780,147 820,454 790,848 790,848 Misc Charges For Svc 63,037 67,463 70,369 64,798 67,450 67,450 Water Charges 5,511 5,075 5,275 5,000 5,280 5,280 Refuse Charges 77 255 275 260 270 270 Parking Charges 44,040 58,679 26,359 42,000 26,000 26,000 Miscellaneous Code Enforcement 322,537 253,174 238,295 253,180 222,633 222,633 Parking Fines 365,522 351,205 356,796 351,210 356,800 356,800 Library Fines & Fees 166,785 155,519 154,425 155,520 154,420 154,420 Contrib & Donations 345,690 256,427 430,857 377,972 369,620 369,620 Printed Materials 45,320 48,668 42,022 48,400 41,900 41,900 Animal Adoption 12,912 14,190 12,015 14,190 12,020 12,020 Misc Merchandise 27,913 24,560 29,655 28,670 29,370 29,370 Intra -City Charges 2,758,448 3,092,916 3,770,049 4,224,884 4,275,635 4,339,770 Other Misc Revenue 401,023 405,571 449,718 480,016 518,745 518,745 Special Assessments 604 1,615 1,087 1,000 1,090 1,090 Other Financial Sources Sale Of Assets 1,383,359 2,088,104 915,899 2,150,053 703,393 703,393 Loans 1,379,475 590,698 848,663 1,008,700 673,905 673,905 Total Revenues $ 46,753,570 $ 48,667,850 $ 51,151,026 $ 52,540,780 $ 53,148,922 $ 53,917,126 131 General Fund Expenditures by Department and Division 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected City Council City Attorney 690,901 681,567 733,337 City Council $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 City Clerk City Clerk 518,724 524,930 500,977 617,503 533,577 589,151 City Attorney City Attorney 690,901 681,567 733,337 762,815 780,796 803,765 City Manager City Manager 584,585 574,679 535,636 768,915 834,590 856,842 Communications Office 439,963 801,431 821,876 851,400 816,965 832,855 Human Resources 453,730 440,974 463,221 558,191 552,440 567,323 Human Rights 326,945 337,132 328,151 398,529 449,740 461,105 Economic Development - - - 1,161,237 1,594,532 1,627,943 Finance Finance Adminstration 1,757,721 1,465,382 1,483,352 2,299,771 2,059,080 2,099,116 Accounting 710,865 734,456 754,564 837,517 807,260 830,274 Purchasing 327,709 349,584 360,939 370,733 368,006 378,757 Revenue 955,506 1,049,036 1,056,373 1,096,536 1,110,699 1,139,881 Police Police Administration 776,957 896,463 964,554 1,074,145 567,733 582,222 Police Support Services 1,715,223 1,731,296 1,905,662 2,265,579 3,120,815 3,209,214 Police Field Operations 9,897,442 9,816,064 10,244,411 10,487,300 10,731,348 11,001,752 Fire Fire Administration 734,520 779,473 858,673 1,036,756 955,799 979,479 Fire Emergency Operations 6,453,712 6,378,418 6,509,977 6,770,090 6,892,235 7,095,117 Fire Prevention 243,664 184,893 205,405 216,559 236,869 243,277 Fire Training 166,875 143,239 142,810 185,837 177,848 182,630 Parks and Recreation Park and Rec Admin 1,233,412 973,167 1,080,451 1,190,843 1,177,541 1,207,825 Recreation 2,888,434 2,901,427 3,116,291 3,180,525 3,268,764 3,276,242 Park Maintenance 3,186,281 3,128,619 3,274,743 3,568,306 4,008,638 3,925,680 Cemetery Operations 320,760 321,068 341,356 365,677 371,175 381,553 Library Library Operations 5,731,114 5,898,965 6,084,171 6,361,542 6,471,398 6,654,502 Library Foundation Office 177,663 184,069 185,254 200,017 200,535 206,551 Senior Center Senior Center 834,813 823,992 899,254 1,010,055 974,355 997,061 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 454,015 392,036 490,486 586,768 719,341 507,904 Neighborhood Services 4,289,283 3,916,469 2,929,117 4,626,927 3,309,383 3,353,534 Economic Development 931,813 906,962 994,263 - - - Development Services 1,283,196 1,399,363 1,660,328 1,675,275 1,795,824 1,830,173 Public Works Public Works Administration 295,082 290,733 314,751 332,466 398,073 409,165 Engineering Services 842,488 1,051,967 1,443,174 2,060,900 2,156,110 2,187,058 Transportation Services Administration - 13,008 619,664 861,737 597,562 603,125 Total Expenditures: $ 49,320,669 $ 49,198,596 $ 51,413,370 $ 57,894,310 $ 58,159,421 $ 59,144,441 132 IN II VK91i11L M I The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at -large" and are nominated by all voters and elected by all voters. Although the three "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd -numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints the City Manager, City Attorney, and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: Financial Highlights: Service expenditures include the City's dues for the Iowa League of Cities, Iowa Metro Coalition, the Iowa City Area Chamber of Commerce, and the National League of Cities. New in fiscal year 2018 was the US Conference of Mayors membership at $5,500, and the Mayors Innovation Project membership at $2,000 was added in fiscal year 2019. Also, travel and training expenditures increased approximately $3,000 in fiscal year 2019. 133 FY2017 FY2018 FY2019 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, the Iowa City Area Chamber of Commerce, and the National League of Cities. New in fiscal year 2018 was the US Conference of Mayors membership at $5,500, and the Mayors Innovation Project membership at $2,000 was added in fiscal year 2019. Also, travel and training expenditures increased approximately $3,000 in fiscal year 2019. 133 Activity Summary Activity: City Council (110100) Fund: General (1000) Division: City Council Department: City Council Expenditures: 2015 2016 2017 2018 2019 2020 Personnel Actual Actual Actual Revised Budget Prosection Revenues: 40,682 49,431 49,017 53,445 60,116 61,318 General Revenues Subsidy $ 97,273 $ 107,734 $ 110,148 $ 113,859 $ 120,391 $ 123,365 Other Financial Sources $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 Sale Of Assets 2015 2016 4 2018 2019 Total Revenues $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 Expenditures: Personnel $ 54,515 $ 54,754 $ 54,697 $ 56,733 $ 56,616 $ 58,314 Services 40,682 49,431 49,017 53,445 60,116 61,318 Supplies 2,076 3,549 6,439 3,681 3,659 3,732 Total Expenditures $ 97,273 $ 107,734 $ 110,152 $ 113,859 $ 120,391 $ 123,365 Personnel Services - FTE 2015 2016 2017 2018 2019 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 134 IN 11 VYd I A C7:/ The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes and posts public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver photo ID's, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. In addition, the Clerk's office provides service to Boards and Commissions by announcing and publishing vacancies; monitoring applications and appointments; notifying applicants and updating the City website of members. The office provides staff support to the Community Police Review Board (CPRB), which was formed based on a community initiative and established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing community views on the policies, practices and procedures of the Iowa City Police Department. HIGHLIGHTS Recent Accomplishments: • Conversion of microfilm for City projects • (1976-1984) meeting folders indexed, including OCR'ing and organizing records for quicker retrieval • Created on-line taxicab complaint form • Switched to cloud -based Cemetery software for immediate access to updates for the public • Completion of all deeded body entries Upcoming Challenges: • Agenda Management software purchase • Ongoing updates for the older sections of Oakland Cemetery; issuance of electronic deeds • Reorganizing & creating on-line forms for public assembly/parade/Ped mall use permits. 135 Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures decreased due to the biennial City Council election in fiscal year 2018. The fiscal year 2018 budget also includes funds for the purchase of new Agenda Management software at $9,500; annual software maintenance/service expenditures begin in fiscal year 2019. 1611 FY2017 FY2018 FY2019 Total FTE's 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures decreased due to the biennial City Council election in fiscal year 2018. The fiscal year 2018 budget also includes funds for the purchase of new Agenda Management software at $9,500; annual software maintenance/service expenditures begin in fiscal year 2019. 1611 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide support to the City Council, City staff, and individuals to implement strategic plan. Performance Measures: Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Assist in dissemination of City Code information and in enforcement, Accept subdivision applications, liquor licenses, taxicab licenses, entertainment venues, special exceptions, cigarette permit, solid waste container permits. CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Ordinances & Resolutions New Received and Finalized (with 584 408 485 444 390 attached documents e.g. Contracts) Measure Hours Processing Initiatives and New 238 N/A N/A N/A Referendum Petitions Measure New Legal Publications Published 489 433 502 518 Measure New New New New Notice to Bidders Posted 12 Measure Measure Measure Measure Council Meeting and Information New 111 116 113 115 Packets Distributed Measure Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Assist in dissemination of City Code information and in enforcement, Accept subdivision applications, liquor licenses, taxicab licenses, entertainment venues, special exceptions, cigarette permit, solid waste container permits. 137 CY 2012 1 CY 2013 CY 2014 CY 2015 CY 2016 Number of Licenses and Permits New 772 769 579 918 Processed Measure Board & Commission Applications New 64 102 61 80 Processed Measure 137 Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal/Objective: Provide support to the City Council, City staff, and individuals to Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.), and ad hoc committees. Archive documents as required by state code and City policy. Performance Measures: 138 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Number of Committees/ Commissions Meetings Staffed New (Diversity, Charter Review; 20 53 19 12 M asure Community Police Review Board, Senior Services) Number of Council folders New New 102 293 N/A converted from microfilm Measure Measure Number of Images converted from New New 26,082 93,791 94,480 microlfim - Council folders Measure Measure Number of Images Electronically New Archived (JC Recorder and Project 14,005 3,449 2,898 11,760 measure Files) Number of Board and Commission New 173 201 149 165 Meeting Packets Archived Measure 138 Activity Summary Activity: City Clerk (120100) Fund: General (1000) Division: City Clerk Department: City Clerk Activity Summary Activity: Community Police Division: City Clerk Review Board 2015 2016 2017 2018 2019 2020 2015 2016 Actual Actual Actual 2019 2020 Revised Budget Actual Prosection Revenues: Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 472,060 $ 482,322 $ 468,459 $ 574,648 $ 499,598 $ 555,042 Licenses And Permits Total Revenues $ 14,363 $ 6,068 $ 5,003 $ 6,325 $ 6,479 $ 6,609 Expenditures: Professional License 16,044 16,195 9,630 16,200 9,630 $ 9,630 Miscellaneous $ 93 $ - $ - $ - Services 14,363 6,068 Code Enforcement 3,233 5,775 Total Expenditures 5,850 14,363 5,780 5,850 5,003 5,850 Other Misc Revenue $ 6,479 $ 6,609 12,972 14,545 12,016 14,550 12,020 12,020 Printed Materials 52 25 20 Total Revenues $ 504,361 $ 518,862 $ 495,975 $ 611,178 $ 527,098 $ 582,542 Expenditures: Personnel $ 418,089 $ 420,689 $ 395,110 $ 446,316 $ 410,304 $ 422,613 Services 82,973 96,382 98,838 145,074 112,739 155,794 Supplies 3,299 1,791 2,027 10,288 4,055 4,136 Capital Outlay 9,500 Total Expenditures $ 504,361 $ 518,862 $ 495,975 $ 611,178 $ 527,098 $ 582,542 Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 City Cleric 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Capital Outlay 2018 2019 Agenda Management Software $ 9,500 $ Total Capital Outlay $ 9,500 $ - Activity Summary Activity: Community Police Division: City Clerk Review Board (120200) Fund: General (1000) Department: City Clerk 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 14,363 $ 6,068 $ 5,003 $ 6,325 $ 6,479 $ 6,609 Total Revenues $ 14,363 $ 6,068 $ 5,003 $ 6,325 $ 6,479 $ 6,609 Expenditures: Personnel $ - $ - $ 93 $ - $ - $ - Services 14,363 6,068 4,909 6,325 6,479 6,609 Total Expenditures $ 14,363 $ 6,068 $ 5,003 $ 6,325 $ 6,479 $ 6,609 139 CITY ATTORNEY The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget Financial Highlights: The fiscal year 2019 personnel expenditures is an increase of $20,661 or 2.89% for the estimated salary and benefit costs over fiscal year 2018. 140 FY2017 FY2018 FY2019 Total FTE's 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget Financial Highlights: The fiscal year 2019 personnel expenditures is an increase of $20,661 or 2.89% for the estimated salary and benefit costs over fiscal year 2018. 140 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Performance Measures: Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Ordinances & Resolutions Approved (with attached documents 584 408 485 444 390 e.g. Contracts) Public Meetings of City Council, New Municipal Infraction Cases New 32 47 68 89 Boards and Commissions Staffed Measure 90 113 91 89 measure by City Attorney's Office 50 43 31 19 Cases in State and Federal Courts New 51 44 29 31 and Administrative Agencies Measure Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: 141 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Prosecution of Simple 462 366 326 256 166 Misdemeanors New Municipal Infraction Cases 32 47 68 89 Measure New Housing Authority Hearings 50 43 31 19 Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: 141 Activitv Summa Activity: City Attorney (130100) Division: City Attorney 2015 2016 2017 2018 2019 Administrative Secretary 1.00 Fund: General (1000) Department: City Attorney 1.00 1.00 2015 2016 2.00 2017 1.50 2018 1.50 2019 2020 1.00 1.00 Actual Actual First Asst City Attorney Actual 1.00 Revised 1.00 Budget Prosection Revenues: 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.50 5.50 5.50 5.50 General Revenues Subsidy $ 599,334 $ 617,404 $ 691,072 $ 691,793 $ 737,160 $ 759,498 Miscellaneous Code Enforcement 858 775 770 780 770 770 Intra -City Charges 89,409 62,190 40,677 69,052 42,046 42,677 Other Misc Revenue 1,145 1,005 817 1,000 820 820 Printed Materials 150 193 - 190 - - Other Financial Sources Sale Of Assets 5 Total Revenues $ 690,896 $ 681,567 $ 733,337 $ 762,815 $ 780,796 $ 803,765 Expenditures: Personnel $ 647,802 $ 644,271 $ 687,684 $ 714,570 $ 735,231 $ 757,288 Services 32,214 29,533 33,424 36,652 35,675 36,389 Supplies 10,885 7,763 12,229 11,593 9,890 10,088 Total Expenditures $ 690,901 $ 681,567 $ 733,337 $ 762,815 $ 780,796 $ 803,765 Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 1.50 1.50 1.50 1.50 City Attorney 0.60 1.00 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 5.50 5.50 5.50 5.50 142 IN II va Ai 1e1► FAC] ACS 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: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures include $50,000 for the first year of a three-year collaboration with the University of Iowa's Big Splash event, as well as $20,000 for public art and a wayfinding concept plan along the Iowa River. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. Also, a $3,000 increase in the budget for Independence Day fireworks is included. 143 FY2017 FY2018 FY2019 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures include $50,000 for the first year of a three-year collaboration with the University of Iowa's Big Splash event, as well as $20,000 for public art and a wayfinding concept plan along the Iowa River. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. Also, a $3,000 increase in the budget for Independence Day fireworks is included. 143 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Encourage a Vibrant and Walkable Urban Core Department Goal: Support the cultural and economic vibrancy of the City while allowing citizens to use City -owned property. Department Objective: Process public assembly, parade, use of City Plaza, and CY 2014 ambulatory vendor permits in a manner that supports the cultural CY 2016 and economic vibrancy of the downtown and near downtown areas 67 while protecting public safety. Performance Measures: 62 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Permit Processed 151 129 122 116 135 Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal: Enhance community relations to encourage cooperative projects to help improve residents' lives in the community. Department Objective: Engage with local community and economic development organizations to develop collaborative relationships to coordinate service delivery and foster economic development. Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 I CY 2016 69 67 46 51 62 Foster Healthy Neighborhoods throughout the City Encourage the development of affordable and workforce housing units. 15% of residential units in City-incented projects devoted to affordable housing. Affordable and workforce housing units created CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 NewNew 12 3 5 Measure Measure 144 Activitv Summa Activity: City Manager (210100) Division: City Manager Fund: General (1000) Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 584,071 $ 574,179 $ 535,357 $ 768,415 $ 834,310 $ 856,562 Miscellaneous Other Misc Revenue 514 500 280 500 280 280 Total Revenues $ 584,585 $ 574,679 $ 535,636 $ 768,915 $ 834,590 $ 856,842 Expenditures: Personnel $ 491,640 $ 485,703 $ 444,207 $ 548,473 $ 555,995 $ 572,675 Services 91,316 87,549 83,966 215,217 275,518 281,028 Supplies 1,629 1,427 7,463 5,225 3,077 3,139 Total Expenditures $ 584,585 $ 574,679 $ 535,636 $ 768,915 $ 834,590 $ 856,842 Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Analyst 1.00 1.00 - - - AssistantToTheCityManager - - 1.00 1.00 1.00 Asst City Manager 1.00 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 3.00 145 CKQMIMLei 011[slit IIs] 01RY67aaM2 Communications Office The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media coverage, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and works closely with Cable staff to create and share video content for television, online and social media. The team coordinates with City staff to share and advise on policies and procedures, publicizes city and community events, actively participates in local events to engage with the public and provide information about the City while also supporting customer service functions throughout the organization. The Communications Office also provides creative services, as well as direction and support, to other City departments, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable N Administration Cable TV Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for subscribers to the local cable company, monitors the public access service contract compliance, and supports other local cable access television 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 sponsored by City and non-profit entities; as well as providing weekly and monthly news features that provide information about Iowa City events and initiatives. The Cable Office also schedules programming on City Channel 4, operates InfoVision channel 5, an interactive service providing local video programming on demand, and manages Channel 4's web presence, which includes live and archived streaming video. Cable N Reserves Cable TV's annual budget includes transfers to an equipment replacement reserve that are used to purchase equipment and supplies, including computer hardware and software. M11 HIGHLIGHTS The Cable TV office merged into the Communications Office three 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 • Grown social media following to improve public engagement • Updated City's social media policy • Implemented Archive Social software for public record retention • Adopted a content strategy to coordinate news releases and visuals • Added a part-time Creative Communications Assistant for professional imagery • Created a news media -only email list to provide video and interview sound for local news outlets • Created a Communications Plan to improve communication quality, providing guidelines and training • Working with Police to build social media platforms for improved public relations; including Twitter • Completed PDF web accessibility training and continuing to work with the UI Web Accessibility Coordinator • Creating comprehensive marketing plans for improved public awareness • Completed a minor web development upgrade for improved visuals and backend editor tools • Cable staff won two awards for its City news and features programs as part of the Best of the Midwest Video Festival • Began providing City Channel 4 programming messages to e - subscribers • Increased video content for social media Upcoming Challenges • Website reorganization to improve usability and ensuring department and division web content is updated, accurate and relevant • Updating online forms for improved accessibility • Creating a photo archive and retrieval system • Improving communications with underrepresented groups in Iowa City • Agenda management software installation to improve City Council agenda packet process for City Clerk's Office • Compile an ADA compliance report for the City • Provide website ADA compliance training for City staff who serve as web editors and content creators • Keeping up with staff requests for content and updates • Improving internal communications for better awareness and coordinated planning between divisions and departments • Intranet redesign and follow-up • Increasing video contributions from Cable for promoting and informing residents about important City information. • Improving the usability and features of the City Channel 4 website in order to make programming more accessible to the public. 147 Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Supplies expenditures in the Communications Office decreased by 26.22% due to the one-time expenditure for Intranet redesign of $31,000 budgeted in fiscal year 2018. 148 FY2017 FY2018 FY2019 Total FTE's 7.50 6.00 6.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Supplies expenditures in the Communications Office decreased by 26.22% due to the one-time expenditure for Intranet redesign of $31,000 budgeted in fiscal year 2018. 148 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal: Increase opportunities for public engagement and education. Department Objective: Utilize social media, website, video messaging and media outreach to provide access to a wide audience. Performance Measures: Social media growth and digital outreach growth using e -subscription service * As of 09/02/2016 Video Programming FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Twitter (followers) 574 2,742 4,557 6,268 7,578 Facebook (Likes) 520 1,191 2,414 3,415 4,733 activities and organizations New New New nstagram (followers) 704* 1,228 City initiatives, projects, Measure Measure Measure 181 219 Media release activity 813 826 769 1,400 1 593 New New IE -subscriptions 6,883 12,625 15,132 measure measure * As of 09/02/2016 Video Programming FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Programming promoting urban core 42 54 53 90 114 activities and organizations Programming promoting general City initiatives, projects, 160 150 176 181 219 and public input Note: Includes full-length and short programs, public service announcements, & program segments 149 Activity Summary Activity: Communications Office (210200) Fund: General (1000) Division: Communications Office Department: City Manager Revenues: General Revenues Subsidy Miscellaneous Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Communications Assistant Communications Coordinator Digital Communications Spec Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 439,926 $ 379,836 $ 367,055 $ 404,602 $ 378,302 $ 388,547 $ 439,926 $ 379,836 $ 368,428 $ 404,602 $ 379,672 $ 389,917 $ 271,318 $ 278,314 $ 261,313 $ 257,007 $ 265,171 $ 273,126 88,781 17,629 26,244 31,137 28,578 29,150 13,608 81,083 57,028 116,458 85,923 87,641 66,219 2,810 23,844 $ 439,926 $ 379,836 $ 368,428 $ 404,602 $ 379,672 $ 389,917 2015 2016 2017 2018 2019 1.00 1.00 1.00 - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 2.00 2.00 150 Activity Summary Activity: Cable Administration (210251) Fund: General Fund (1000) Division: Communications Office Department: City Manager Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Contdb & Donafions Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ - $ 733,644 $ 685,659 $ 692,140 $ 512,750 $ 512.750 (3,970) 1 - 54 242 200 200 $ - $ 730,428 $ 686,073 $ 692,140 $ 512,950 $ 512,950 $ - $ 347,667 $ 381,005 $ 361,924 $ 372.910 S 384,097 37 38,818 42,385 39,557 42.821 43,677 9,898 4,502 7,647 5.062 5,163 $ 37 $ 396,383 $ 427,891 $ 409,128 $ 420.793 $ 432,938 Personnel Services - FTE 2015 2016 2017 2018 2019 Cledcal Assistant - Cable T.V. - 0.50 0.50 - 2016 CommunicationsTech - Cable - 1.00 1.00 1.00 1.00 Media Producfion Service Coordinator - 1.00 1.00 1.00 1.00 Producfion Asst - Cable T.V. - 1.00 1.00 1.00 1.00 Special Projects Asst -Cable 1.00 1.00 1.00 1.00 Total Personnel - 4.50 4.50 4.00 4.00 Activitv Summa Activity: Cable Reserves (210257) Division: Communications Office Fund: Cable Replacement Reserves (1007) Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Transfer In: Transfer -In from Cable Operators $ - $ 10,000 $ 10,000 $ 10,000 $ 10.000 $ 10,000 Total Transfer In $ - $ 10,000 $ 10,000 $ 10,000 $ 10.000 $ 10,000 Expenditures: Capital Outlay $ - $ 25,212 $ 25,557 $ 37,670 $ 16,500 $ 10,000 Total Expenditures $ - $ 25,212 $ 25,557 $ 37,670 $ 16,500 $ 10,000 Capital Outlay 2018 2019 Video Production Equipment $ 37,670 $ 10,000 ITS Data Storage Backup 6,500 Total Capital Outlay $ 37,670 $ 16,500 151 11 all :M6111 alN :W The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customers, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of: • Employee and labor relations for approximately 1,000 City employees, both permanent and temporary • Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions • Civil Service compliance per Chapter 400 of the Code of Iowa • Comprehensive benefits administration for approximately 600 permanent employees • Internal and external recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies • Personnel policy development and administration • Administration of applicable state and federal employment laws HIGHLIGHTS Recent Accomplishments: • Completed promotional testing certifying promotional lists for the ranks of Police Captain, Police Lieutenant and Police Sergeant in compliance with Chapter 400 of the Code of Iowa • Completed promotional testing, certifying lists for the ranks of Fire Deputy Chief, Fire Battalion Chief, Fire Captain and Fire Lieutenant in compliance with Chapter 400 of the Code of Iowa • Completed race and ethnicity resurvey of employees due to updated EEO reporting guidelines • Completion of three racial equity toolkit reviews focused on hiring and recruitment practices • Launched mandatory online training program for permanent City staff • Completely revised Human Resources Division webpages • Reviewed and updated Personnel Policies • Implemented federal drug and alcohol testing program compliance monitoring procedures • Provided leadership and oversight for active Employee Wellness Committee offering a variety of programming including educational programs, service projects, staff events, wellness incentives, charitable giving campaigns, and publishing a staff cookbook. 152 Upcoming Challenges: • Coordinate and lead employee health insurance committee • Conduct entry-level police officer recruitment and testing in compliance with Chapter 400 of the Code of Iowa Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget in fiscal year 2019 is lower than fiscal year 2018 by $11,939 or 7.67%. This is due to lower consultant fees as there are no police and fire promotional assessment centers anticipated for fiscal year 2019. 153 FY2017 FY2018 FY2019 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget in fiscal year 2019 is lower than fiscal year 2018 by $11,939 or 7.67%. This is due to lower consultant fees as there are no police and fire promotional assessment centers anticipated for fiscal year 2019. 153 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. Performance Measures: Averages FY 2013 I FY 2014 FY 2015 I FY 2016 I FY 2017 Days to Fill Vacant Position 43.65 44.18 56.34 70.29 70.34 Advertising Expense per External Hire $240.62 $68.14 $119.41 $89.46 $151.84 Applicants per Hire 9.97 8.32 12.54 22.61 18.97 Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment which was outsourced to a consulting firm. 154 Activity Summary Activity: Human Resources (210300) Fund: General (1000) Division: Human Resources Department: City Manager Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Prosection Revenues: 30,304 26,493 20,676 32,675 25,290 25,796 General Revenues Subsidy $ 440,842 $ 434,643 $ 456,962 $ 558,001 $ 546,041 $ 560,924 Charges For Fees And Services 2015 2016 2017 2018 2019 Misc Charges For Svc 200 190 100 190 100 100 Intra -City Charges 12,653 6,129 5,477 - 5,619 5,619 Other Misc Revenue 35 8 683 - 680 680 Other Financial Sources 3.00 3.00 3.00 3.00 3.00 Sale OF Assets 4 Total Revenues $ 453,730 $ 440,974 $ 463,221 $ 558,191 $ 552,440 $ 567,323 Expenditures Personnel $ 317,036 $ 329,330 $ 350,505 $ 369,930 $ 383,503 $ 395,008 Services 106,390 85,151 92,041 155,586 143,647 146,520 Supplies 30,304 26,493 20,676 32,675 25,290 25,796 Total Expenditures $ 453,730 $ 440,974 $ 463,221 $ 558,191 $ 552,440 $ 567,323 Personnel Services - FTE 2015 2016 2017 2018 2019 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 3.00 155 Ino0AJe1►Iall 10:11K The Human Rights Office receives, investigates and makes decisions on complaints alleging unlawful discrimination and enforces the anti -discrimination laws for the City. The Office also provides trainings and presentations on unlawful 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 on civil and human rights. The office prepares specialized materials including pamphlets, brochures and advertisements on unlawful discrimination for outreach and education. 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. The equity branch of the office coordinates with City departments to assist in efforts to eliminate racial inequities. 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. Other responsibilities include publishing an annual report on racial equity, serving as liaison for the City Manager's Roundtables, updating the quarterly Social Justice and Racial Equity report, and enforcing the EEO Contract Compliance program. More recently, this branch began managing the social justice and racial equity grant for the City Council. HIGHLIGHTS Recent Accomplishments: • First convener of Advancing Racial Equity: The Role of Government — Iowa. • Surveyed over 950 Housing Choice Voucher holders on Fair Housing Choice. • Stay Connected. Community members can sign up to receive equity and human rights news and events straight in their inbox from the City. Upcoming Challenges: • Community engagement for all and by all. Staffing: Year FY2017 FY2018 FY2019 Total FTE's 2.00 2.00 2.00 W1 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 services expenditure budget is higher by $29,501 or 81.17% due to a an increase of $50,000 for the City Council's Social Justice & Racial Equity Grant program and a $30,000 reduction for agency partnerships. These have included but are not limited to the following organizations Government Alliance on Race and Equity, Iowa City Pride, One Iowa, Johnson County Disproportionate Minority Contact Committee and the Central Midwest Higher Education Recruitment Consortium (NERC). The fiscal year 2019 supplies expenditure budget increased by $15,060 or 257.88% primarily due to an increase in Food and Beverage expenditures for strategic planning meetings and community outreach meetings of $6,660, a $2,000 increase for promotional materials, and a $4,000 increase for office furniture. 157 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Advance Social Justice and Racial Equity STAR Objective: Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Department Goal: To address problem of discrimination through education, outreach, and enforcement. Department Objective: Investigate and resolve complaints alleging unlawful discrimination in a timely manner.(Complaints filed in one fiscal year may be closed in the next fiscal year which may create a distorted difference in numbers between those opened and closed.) Performance Measures: Number of complaints resolved within a year from the date filed. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address the problem of discrimination through education, outreach, and enforcement. Provide information on unlawful discrimination, and the functions of the department to the community, organizations, businesses, and other entities for outreach. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New New New Complaints Filed 43 35 Measure Measure Measure New New New Resolved Complaints 18 31 Measure Measure Measure New New New Percentage of Complaints Resolved 41.86% 88.57% M asure M asure M asure Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address the problem of discrimination through education, outreach, and enforcement. Provide information on unlawful discrimination, and the functions of the department to the community, organizations, businesses, and other entities for outreach. 158 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Number of Outreach Efforts 25 47 M asuNewre M asure M asure 158 Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Social & Cultural Diversity - Celebrate and respect diversity and represent diverse perspectives in community decision-making To foster inclusiveness and assist in making the City more inclusive for all. Increase the racial diversity of the applicant pool for City Boards and Commissions. Survey the racial demographics of individuals serving on boards/commissionon an annual basis. 159 FY 2013 FY 2074 1 FY 2015 FY 2016 FY 2017 Number of persons of color serving New New New New 12 on boards/commissions Measure Measure Measure Measure 159 Activitv Summa Activity: Human Rights (210400) Division: Human Rights Fund: General (1000) Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 320,765 $ 331,893 $ 314,526 $ 396,529 $ 436,170 $ 447,535 Licenses And Permits Misc Lic & Permits 180 180 60 - - - Special Events 2,800 3,752 5,050 1,000 5,050 5,050 Contdb&Donations - 100 - - - - Other MiscRevenue 3,200 1,207 8,515 1,000 8,520 8,520 Total Revenues $ 326,945 $ 337,132 $ 328,151 $ 398,529 $ 449,740 $ 461,105 Expenditures: Personnel $ 210,661 $ 215,437 $ 224,352 $ 230,300 $ 236,950 $ 244,059 Services 108,008 116,850 95,635 162,389 191,890 195,728 Supplies 8,276 4,845 8,164 5,840 20,900 21,318 Total Expenditures $ 326,945 $ 337,132 $ 328,151 $ 398,529 $ 449,740 $ 461,105 Personnel Services - FTE 2015 2016 2017 2018 2019 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 f[H6 :1910101 Is] Ivi l LORI] WA A 11iN ky, I A►III I The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact for business assistance in City of Iowa City. A division of the City Manager's Office, they provide access to information and to individuals throughout the City organization and assist in pursuing newand expanding business endeavors. Working in cooperation with other City departments, the Iowa City Area Development Group and other local promotional organizations, the Economic Development Division assists developers and site selection consultants with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance. The Economic Development Division acts as a municipal resource for the business community. HIGHLIGHTS Recent Accomplishments: • Continued TIF Policy review process refining requirements for sustainability, historic preservation, building heights, affordable housing, and social justice • Assisted in getting projects to development agreement stage o Augusta Place o Hieronymus Square • Cohosted Building Business Basics class with Neighborhood Services at Kirkwood Community College • Restarted visits to Iowa City's Large Employers Staffing: Upcoming Challenges: • Foster Road Urban Renewal Plan • Forestview Urban Renewal Plan • Green Business Recognition program • Continue planning for future development in Riverfront Crossings district • Continue working with prospective infill developers • Establish commercial tax abatement areas to spur investment 161 FY2017 FY2018 FY2019 Total FTE's 1.00 1.00 1.00 161 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget increased by 42.37% or $429,289 in fiscal year 2019 primarily due to the addition of a $500,000 contribution to the Englert Theater capital campaign. The fiscal year 2018 revised budget includes $100,000 for Workforce housing tax credit support, which is not included in the fiscal year 2019 budget. In fiscal year 2019, the service expenditures also include $50,000 for the building change program. The Community Development Assistance line (448020) includes funding for the following organizations: $550,000 Englert Theater $500,000 capital campaign and $50,000 operating 284,180 Convention and Visitors Bureau hotel motel tax pass through 60,000 City of Literature 25,000 Film Scene 25,000 Entrepreneurial Development Center 20,000 Riverside Theater 20.000 Mission Creek Festival $984,180 Total IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Build tax base in effort to continue to reduce the City's property Department Objective: Work with public and private sectors to facilitate economic development opportunities Performance Measures: City -University Urban Renewal Area (Downtown - Original Blighted Area) City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value Base Value 66.008.360 68.277.450 77.078.890 77.791,044 80.615.536 20,432,178 20,432,178 20,791,196 14,155,795 15,265,935 ercent increase 223.1% 234.2% 270.7% 449.5% 428.1% City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value Base Value 47.161.650 55.429.540 63.115.750 66.070.595 67.554.890 15,361,532 15,361,532 16,030,276 13,768,996 13,678,036 ercent increase 207.0% 260.8% 293.7% 379.9% 393.9% SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area) SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value (SSMID portion) 68.235.470 76.424.244 75.886.590 94.437.040 93.981.420 Base Value SSMIDportion) 50,047,502 50,047,502 49,688,484 56,323,885 55,213,745 ercent increase 36.3% 52.7% 52.7% 67.7% 70.2% SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) City -University Urban Renewal Area (Totals from Above Areas) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value (SSMID portion) 56.179.810 60.349.050 60.383.690 64.980.952 73.502.510 Base Value SSMIDportion) 42,023,548 42,023,548 41,354,804 43,616,084 43,707,044 ercent increase 33.7% 43.6% 46.0% 49.0% 68.2% City -University Urban Renewal Area (Totals from Above Areas) City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value Base Value 237.585.290 260.480.284 276.464.920 303.279.631 315.654.356 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 ercent increase 85.8% 103.7% 116.2% 137.2% 146.9% City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) 163 Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value Base Value 118.148.120 125.973.470 126.218.820 135.096.620 153.746.284 117,071,480 117,071,480 117,071,480 115,451,970 115,451,970 ercent increase 0.9% 7.6% 7.8% 17.0% 33.2% 163 Towncrest Urban Renewal Area Urban Renewal Areas Jan 2012 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Current Value Base Value 32.847.880 33.896.500 35.452.760 37.419.862 38.725.378 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 ercent increase 0.9% 4.1% 8.9% 15.0% 19.0% Urban Renewal Areas Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal: 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. Department Objective: Build Employment Opportunities Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Locally -owned bank deposits New New info not New 64.90% 64.40% 0 0 0 # Projects assisted that grow the Measure Measure et Unemployment Rate New New 1 4.60% 1 4.70%1 available Amended Measure Measure 5 0 3 Support ICAD in efforts to do Measure Measure $100,000 $100,000 $173,392 targeted indust develo ment New New Total Urban Renewal Areas 12 12 12 Measure Measure Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal: 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. Department Objective: Build Employment Opportunities Performance Measures: *credit unions not included 164 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Locally -owned bank deposits info not Employment Rate 64.90% 64.40% 63.50% 65.00% avail. yet # Projects assisted that grow the New New et Unemployment Rate 5.10% 1 5.40% 1 4.60% 1 4.70%1 available *credit unions not included 164 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Locally -owned bank deposits info not X1000 " $ 1,919,518 $ 2,023,241 $ 2,170,365 $ 2,288,820 avail. yet # Projects assisted that grow the New New 1 1 2 Local Foods economy Measure Measure Support ICAD in efforts to do $100,000 $100,000 $100,000 $100,000 $173,392 targeted indust develo ment *credit unions not included 164 Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Promote Environmental Sustainability Collaborate with community partners on sustainability efforts Work with private sectors to include environmental sustainability measures in City -assisted projects Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: 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 FY 2013 I FY 2014 I FY 2015 I FY 2016 I FY 2017 Development Projects with New New New New projects including exisitng building 0 0 4 0 1 sustainability features Measure Measure Measure Measure Provide financial incentives to New New 0 0 4 0 1 encourage infill and redevelopment Measure Measure Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: 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 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Assist Historic Preservation New New New New projects including exisitng building 6 0 2 0 1 financial assistance Measure Measure Measure Measure City assisted Affordable Housing New New 15 5* 18 Units measured by # units Measure Measure Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding I"I CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Develop programs to enhance New New New New 1 small business Measure Measure Measure Measure I"I Activitv Summa Activity: Economic Development (210510) Division: Economic Development Fund: General (1000) * Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: General Revenues Subsidy $ 666,785 $ 628,165 $ 708,002 $ 351,002 $ 1,300,352 $ 1,333,763 Other City Taxes Hotel/Motel Tax Use Of Money And Property Rents Miscellaneous Contdb & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Transfer In - Govt Activities Total Revenues & Transfer In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Economic Development Administrator Economic Development Coord Total Personnel 264,346 269,691 284,178 269,690 284,180 284,180 - - 10,000 10,000 10,000 1,310 - - - 773 - - - 530,545 - - 682 9,106 - - - - $ 931,813 $ 906,962 $ 994,263 $ 1,161,237 $ 1,594,532 $ 1,627,943 $ 255,463 $ 135,109 $ 142,230 $ 147,815 $ 151,991 $ 156,551 675,616 771,305 849,703 1,013,079 1,442,368 1,471,215 734 548 2,330 343 173 176 $ 931,813 $ 906,962 $ 994,263 $ 1,161,237 $ 1,594,532 $ 1,627,943 2015 2016 2017 2018 2019 - 1.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 *Activity pdor to fiscal year 2018 reported under Neighborhood and Development Sevices Department a1►FilkiM Wil I]A,11►16.1101TAIIs] Ll 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 five activities: Administration, Tort Liability, Non - Operational Administration, Disaster Assistance, and the Emergency Fund. 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. 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. 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. Contingency: The General Fund budgets a contingency of 1 % of expenditures. IM Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in floods and natural disasters. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Emergency Fund This reserve fund was created in fiscal year 2014 to hold excess fund reserves 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. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • The City's Fiscal Year 2018 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: • Bid Municipal Bond Advisory services and switched consultants • Completed PCI Compliance Policy • Completed racial equity tool kit for three financial policies • Updated Bond Disclosure and Post - Issuance Compliance policies Staffing: Upcoming Challenges: • Implement internal audit program • Continue to assess impact of 2013 property tax reform legislation • Continue to address changes in municipal bond oversight by SEC • Implement racial equity tool kit recommendations • Implement PCI Compliance training city-wide Staffing Level Change Summary: Finance Administration is adding a .75 FTE permanent part-time Internal Auditor/Budget Analyst position. IRV FY2017 FY2018 FY2019 Total FTE's 4.15 3.15 3.90 Staffing Level Change Summary: Finance Administration is adding a .75 FTE permanent part-time Internal Auditor/Budget Analyst position. IRV Service Level Change Summary: Finance Administration will fully implement an internal audit program in fiscal year 2019. Financial Highlights: The fiscal year 2019 supplies expenditures include funds for Whitebirch financial projection software. Capital outlay expenditures decreased by $45,576 from fiscal year 2018 to fiscal year 2019 due to the final implementation of the Kronos timekeeping software and no funds being appropriated for time clock purchases. The service expenditure budget in the Non -Operational Admin activity was reduced by $20,000 for the removal of the United Way disaster assistances funding. IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Maintain the City's Overall Sustainable Financial Health. Maintain the City's Aaa Bond Rating. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Moody's Aaa Bond Rating Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes maintained Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. 170 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Budget Award Yes Yes Yes Yes Yes 170 Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: The City of Iowa City's investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City's investment activities is the preservation of capital and the protection of investment principal. Department Objective: In investing public funds, the City's cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio's rate of return. Performance Measures: Quarterly Return on Investment Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.45% 0.47% 0.43% 0.48% 0.57% Second Quarter 0.46% 0.54% 0.46% 0.46% 0.60% Third Quarter 0.46% 0.39% 0.40% 0.51% 0.78% Fourth Quarter 0.46% 0.38% 0.44% 0.54% 0.81% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.10% 0.10% 0.07% 0.11% 0.40% Second Quarter 0.13% 0.08% 0.07% 0.17% 0.46% Third Quarter 0.14% 0.08% 0.14% 0.25% 0.53% Fourth Quarter 0.14% 0.07% 0.11% 0.33% 0.69% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill 171 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 First Quarter 0.35% 0.37% 0.36% 0.38% 0.16% Second Quarter 0.33% 0.46% 0.39% 0.30% 0.14% Third Quarter 0.32% 0.31% 0.26% 0.25% 0.25% Fourth Quarter 0.32% 0.31% 0.33% 0.21% 0.12% 171 Activitv Summa Activity: Finance Adminstration (310100) $ 376,427 $ 345,046 $ 290,036 $ 377,782 $ Fund: General (1000) Division: Finance Adminstration Services 33,079 45,423 48,878 Department: Finance 56,912 58,050 Supplies 1,504 3,078 1,996 1,983 2015 2016 2017 2018 2019 2020 45,576 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 448,936 $ 461,664 0.90 Total Personnel 3.15 3.15 Property Taxes $ 24,793,505 $ 25,115,848 $ 26,764,698 $ 27,698,534 $ 29,300,952 $ 29,886,971 Other City Taxes 2019 Kronos Timeclocks $ 45,576 $ Gas/Electric Excise Tax 412,412 371,780 354,838 337,787 338,559 345,330 Mobile Home Tax 33,103 31,864 31,837 31,860 31,840 32,477 Licenses And Permits Food & Liq Licenses 117,789 92,468 111,228 92,470 111,230 111,230 General Use Permits 79,735 59,905 81,540 59,910 81,540 81,540 Use Of Money And Property Interest Revenues 258,522 186,157 265,960 186,160 265,960 265,960 Intergovernmental Property Tax Credits 587,921 1,005,588 767,199 783,526 849,568 849,568 Miscellaneous Code Enforcement 269,758 231,981 215,873 231,980 200,210 200,210 Intra -City Charges 2,656,295 2,747,355 3,139,449 3,432,160 3,425,469 3,476,851 Other Misc Revenue 68 639 17 - - - Parking Fines 365,522 351,205 356,796 351,210 356,800 356,800 Printed Materials - - 5 - - - Other Financial Sources Sale Of Assets 22,216 5,975 106,467 - - - Transferin- Bus Type Funds 18,727 18,914 19,292 19,582 20,072 20,473 Total Revenues & Transfer In $ 29,615,573 $ 30,219,679 $ 32,215,200 $ 33,225,179 $ 34,982,200 $ 35,627,410 Expenditures Personnel $ 376,427 $ 345,046 $ 290,036 $ 377,782 $ 374,899 $ 386,146 Services 33,079 45,423 48,878 56,386 56,912 58,050 Supplies 1,504 3,078 1,996 1,983 17,125 17,468 Capital Outlay 14,613 1.00 14,424 45,576 - - Total Expenditures $ 425,623 $ 393,547 $ 355,334 $ 481,727 $ 448,936 $ 461,664 Personnel Services - FTE 2015 2016 2017 2018 2019 Adminish-afive Secretary 0.25 0.25 0.25 0.25 0.25 Budget Management Analyst 2.00 2.00 2.00 - - Budget & Compliance Officer - - - 1.00 1.00 Internal Auditor/Budget Analyst - - - - 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.15 3.15 3.15 2.15 2.90 Capital Outlay 2018 2019 Kronos Timeclocks $ 45,576 $ Total Capital Outlay $ 45,576 $ - 172 Activity Summary Activity: Tort Liability (310630) Fund: General (1000) Division: Finance Administration Department: Finance Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Intergovernmental Property Tax Credits Miscellaneous Intra -City Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assistant City Attorney Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 894,414 $ 899,325 $ 959,519 $ 993,006 $ 1,050,484 $ 1,071,494 14,881 13,315 12,723 12,129 12,140 12,383 1,194 1,141 1,142 1,140 1,140 1,163 18,073 35,708 27,212 27,963 30,165 30,165 5,509 18,480 19,151 19,151 $ 928,562 $ 954,998 $ 1,019,076 $ 1,034,238 $ 1,113,080 $ 1,134,355 $ 118,260 $ 121,796 $ 133,034 $ 136,972 $ 140,601 $ 144,819 825,923 839,115 885,533 868,856 896,147 914,070 5,239 5,383 5,537 5,546 5,646 5,759 $ 949,422 $ 966,294 $ 1,024,105 $ 1,011,374 $ 1,042,394 $ 1,064,648 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Activitv Summa Activity: Non -Operational Admin (310710) 43,593 - - - - Fund: General (1000) Division: Finance Administration - - - - - Department: Finance - 57,500 - - 293,049 284,126 305,966 290,875 420,970 420,970 6,000 2015 2016 2017 2018 2019 2020 116,911 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 14 2 - - - - Property Taxes $ 2,907,321 $ 2,936,145 $ - $ - $ - $ - Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Hotel/Motel Tax Utility Franchise Tax Use Of Money And Property Rents Intergovernmental Property Tax Credits Miscellaneous Code Enforcement Misc Merchandise Other Misc Revenue Transfer -In -Employee Benefits Total Revenues & Transfer In Expenditures: Services Supplies General Fund Contingency Total Expenditures 48,369 43,593 - - - - 3,883 3,546 - - - - - - - 57,500 - - 293,049 284,126 305,966 290,875 420,970 420,970 6,000 6,000 6,300 6,000 6,900 6,900 58,746 116,911 - - - - 9,230 - - - - - 14 2 - - - - - 2,475 - - - - 8,536,094 8,987,501 9,096,921 9,955,739 10,492,696 10,702,550 $ 86,949 $ 104,502 $ 102,714 $ 22,670 $ 2,750 3 2,805 - 1,039 1,200 - - - 534,000 565,000 570,000 $ 86,949 $ 105,541 $ 103,914 $ 556,670 $ 567,750 $ 572,805 173 Activity Summary Activity: Disaster Assistance (3107201310730) Fund: General (1000) Division: Finance Administration Department: Finance Revenues: General Revenues Subsidy Intergovernmental Fed Intergovnt Revenue Disaster Assistance Total Revenues Expenditures: Personnel Services Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 102,539 $ - $ - $ - $ - $ 170,331 - - - - - 22,857 54,062 $ 295,727 $ 54,062 $ - $ - $ - $ $ 12,590 $ - $ - $ - $ - $ $ 295,727 $ - $ - $ - $ - $ Activitv Summa Activity: Emergency Fund (310712) Division: Finance Administration Fund: General (1010) Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ - $ - $ - $ - $ - $ Total Revenues $ - $ - $ - $ - $ - $ Expenditures: Capital Outlay $ - $ - $ - $ 250,000 $ - $ Total Expenditures $ - $ - $ - $ 250,000 $ - $ 174 le[KK6111►III IILl W The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, 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 FY2016 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 32"' consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: Upcoming Challenges: • Implementation of the City's newtime and attendance software across all City departments • Complete RFP for auditing services • Implementation of a Grant Management Policy. Staffing Level Change Summary: In fiscal year 2019, a .60 FTE Grant Accountant position will be eliminated. 175 FY2017 FY2018 FY2019 Total FTE's 7.60 7.60 7.00 Staffing Level Change Summary: In fiscal year 2019, a .60 FTE Grant Accountant position will be eliminated. 175 Service Level Change Summary: For the fiscal year 2019, Accounting will begin performing accounting services for the Joint Emergency Communications Center (JECC) for Johnson County. Financial Highlights: The supplies expenditures for fiscal year 2019 increased by $9,849 or 345.46% due to requests for office furniture and additional budgeted funds for supplies related to the JECC accounting services. MI GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Accurate and timely financial reporting. Department Objective: Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control Performance Measures: FY 2013 I FY 2014 I FY 2015 I FY 2016 I FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2013 FY 2017 Internal Control Deficiencies FY 2013 FY 2014 FY 2015 FY 2017 Audited Financial Statements FY 2013 FY 2014 FY 2015 FY 2016 0 0 Material Weaknesses 1 0 0 0 0 404 Target Auditor's Opinion on Financial measure Measure measure Percentage of W -2s Delivered Unmodified Unmodified Unmodified Unmodified Unmodified Statements ° 3427/0 ° 51.26/0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2013 FY 2017 Internal Control Deficiencies FY 2013 FY 2014 FY 2015 FY 2016 New Target Si nificant Deficiencies 0 0 0 0 0 Material Weaknesses 1 0 0 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically 177 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New New New W -2s Delivered Electronically 404 610 measure Measure measure Percentage of W -2s Delivered New New New ° 3427/0 ° 51.26/0 ElectronicallyMeasure Measure Measure New New New Electronic Payments 783 2080 Measure Measure Measure Percentage of Payments Made New NewNew I 1 3.86 Electronically Measure Measure Measure 177 Activitv Summa Activity: Accounting (310200) Fund: General (1000) Division: Accounting Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 686,544 $ 725,389 $ 746,324 $ 831,517 $ 769,900 $ 792,185 Use OF Money And Property Interest Revenues 271 17 - - - - Intergovemmental Fed lntergovnt Revenue 13,977 - - - - Disaster Assistance 1,469 - - - - - Local 28E Agreements Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Special Assessments Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Account Clerk - Accounting Accountant - Payroll Sr Accountant - Payroll Assistant Controller Controller Grant Accountant Sr Accountant-Accounbng Sr Accounts Payable Cleric Total Personnel - - - 29,150 29,879 91 - - - - - 7,909 7,347 7,152 5,000 7,120 7,120 2 604 1,615 1,087 1,000 1,090 1,090 86 $ 710,865 $ 734,456 $ 754,564 $ 837,517 $ 807,260 $ 830,274 $ 607,095 $ 645,237 $ 657,740 $ 728,012 $ 686,877 $ 707,483 100,653 86,635 95,560 106,654 107,683 109,837 3,117 2,584 1,263 2,851 12,700 12,954 $ 710,865 $ 734,456 $ 754,564 $ 837,517 $ 807,260 $ 830,274 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.60 0.60 0.60 - 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 7.00 7.60 178 7.60 7.60 7.00 101:11111100 U&I 101 W The Purchasing Division provides quality service to City departments, protects the City's legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Purchasing Division provides services to internal clients/staff and the general public in the following areas: • Develops and issues solicitations for the City's procurement requirements for commodities and services — including Request for Bids, Request for Proposals, and Request for Quotes. • Administers contracts for commodity and services. • Assists with the procurement of office furniture, equipment, and supplies. • Assists with the transfer and sale of City's Surplus Equipment, Vehicles, etc. - Participation in the State of Iowa Surplus Agreement for the sale of surplus equipment. • Administers City Procurement Card Program — Includes issuing cards, training internal clients, answering procurement card questions, and assisting with problem resolution. • Sorts and distributes incoming mail for the City's departments and divisions. HIGHLIGHTS Recent Accomplishments: • Developed and issued 135 Solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Issued Request for Proposals for a Comprehensive Master Plan for the Park System, a Bookmobile, a Bicycle Master Plan, the Development of Concept Plans and Recommendations for the Implementation of a Form Based Code for Neighborhoods, and a Climate Action Plan. • Administered over 199 City purchase contracts. • Sold over $244,000 in surplus equipment and vehicles. 179 Upcoming Challenges: • Implementing the new Prohibited Interested Policy Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year services expenditures decreased $10,891 or 27.76% primarily due to the City's auction site, GovDeals, taking commission directly from sales rather than billing separately. FY2017 FY2018 FY2019 Total FTE's 3.50 3.50 3.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year services expenditures decreased $10,891 or 27.76% primarily due to the City's auction site, GovDeals, taking commission directly from sales rather than billing separately. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To provide quality service to City departments, protect the City's legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of fair and open competition. Department Objective: Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Performance Measures: Quantity of Solicitations and Dollar Value Request for Bids, Request for Quotes, and Cooperative Agreements FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Request for Proposals 11 22 22 28 28 Request for Bids, Request for New and Quotes Received (excluding 36 64 63 54 107 Quotes, & Cooperatives Measure Other (Purchase Agreements, Sole Source Purchases, Contract 46 66 49 95 64 Renewals, Emergency Purchases, & Assisted Purchases) Dollar Value of Procurements* $4.2 $3.7 $3.7 $5.9 in millions *amount does not include all Citv-Wide Contract Procurements Request for Bids, Request for Quotes, and Cooperative Agreements Request for Bids, Request for Proposals, and Request for Quotes FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimated Cost Savings $200,000 $204,000 $122,000 $286,000 $245,000 rounded to the nearest thousand New Request for Bids, Request for Proposals, and Request for Quotes **Quantities from April 2014 through July 2014 181 FY 2013 1 FY 2014** 1 FY 2015 1 FY 2016 1 FY 2017 Average Number of Bids, Proposals New and Quotes Received (excluding 2.8 3 3.7 3.5 Measure cooperative agreements) **Quantities from April 2014 through July 2014 181 Activity Summary Activity: Purchasing (310300) Fund: General (1000) Division: Purchasing Department: Finance Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Prosection Revenues: 1,499 211 555 650 619 631 General Revenues Subsidy $ 302,206 $ 310,357 $ 331,725 $ 352,733 $ 344,706 $ 355,457 Miscellaneous 2015 2016 2017 2018 2019 Other Misc Revenue 4,848 6,717 8,302 5,000 8,300 8,300 Other Commissions 20,655 32,476 20,912 13,000 15.000 15,000 Other Financial Sources 1.00 1.00 1.00 1.00 1.00 Sale OF Assets 0.50 34 0.50 0.50 0.50 Total Revenues $ 327,709 $ 349,584 $ 360,939 $ 370,733 $ 368.006 $ 378,757 Expenditures Personnel $ 294,538 $ 302,707 $ 320,477 $ 330,857 $ 339.052 $ 349,224 Services 31,672 46,666 39,907 39,226 28.335 28,902 Supplies 1,499 211 555 650 619 631 Total Expenditures $ 327,709 $ 349,584 $ 360,939 $ 370,733 $ 368.006 $ 378,757 Personnel Services - FTE 2015 2016 2017 2018 2019 Buyer I - Purchasing 0.94 0.94 1.00 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 3.50 3.50 3.50 11-N The Revenue Division is responsible for the customer service, billing, and collection procedures for 25,634 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 Recent Accomplishments: Upcoming Challenges: • Completed Utility Billing Policies • Create electronic service order flow • Implemented new utility bill print in Munis vendor • Implement PCI Compliance policy • Completed Racial Equity Tool Kit and training • Implement Racial Equity Toolkit recommendations Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The supplies expenditures for fiscal year 2019 increased by $4,062 or 57.95% due to the addition of new receipt printers and scanners for the cashiers. 183 FY2017 FY2018 FY2019 Total FTE's 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The supplies expenditures for fiscal year 2019 increased by $4,062 or 57.95% due to the addition of new receipt printers and scanners for the cashiers. 183 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Department Goal: Improve customer service through expanded payment1service request options. Department Objective: Increase the number of transactions conducted online and by Intelligent Voice Recognition system Performance Measures: /_CdilRa_ .. r f��:�iS[��f'I:�:�'LIf�Z[Ycirtilf�lixiBRlf'1ixYc�! -Note, single purpose meter accounts were co resulting in less active accounts. **percent of calls answered within 20 seconds acco conversion Payment Method FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Receipt Transactions * 307,770 302,970 316,340 339,348 339,171 Web Transactions ** 90,700 97,891 98,271 88,236 98,921 New New New VR Transactions *** 2,469 4,767 Measure Measure Measure % Web Transactions of Total 29.47% 32.31% 31.06% 26.00% 29.17% Transactions Change in Web Transactions (%) 8.22% 7.93% 0.39% -10.21% 12.11% %IVR Transcations of Total New New New 0.73% 1.41% Transactions Measure Measure Measure New New New New Change in IVR Transactions (%) 93.07% Measure Measure Measure Measure *Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if multiple bills are paid. **Note, new 3rd party online payment software installed March 2015. ***Note, IVR system installed Sept 2015 **** Note, Munis Web StartlStop implemented January 2016 184 Activity Summary Activity: Revenue (310400) Fund: General (1000) Division: Revenue Department: Finance Expenditures: 2015 2016 2017 2018 2019 2020 Personnel Actual Actual Actual Revised Budget Prosection Revenues: 310,698 398,538 390,637 427,823 402,807 410,863 General Revenues Subsidy $ 947,639 $ 1,043,756 $ 1,051,135 $ 1,091,536 $ 1,105,119 $ 1,134,301 Charges For Fees And Services $ 955,506 $ 1,049,036 $ 1,056,373 $ 1,096,536 $ 1,110,699 $ 1,139,881 Water Charges 5,511 5,075 5,275 5,000 5,280 5,280 Miscellaneous 1.38 1.38 1.38 1.38 1.38 Misc Merchandise 1,942 129 - - - - Other MiscRevenue 414 58 (38) - 300 300 Other Financial Sources 0.50 0.50 0.50 0.50 0.50 Sale OF Assets 1.00 18 1.00 1.00 1.00 Total Revenues $ 955,506 $ 1,049,036 $ 1,056,373 $ 1,096,536 $ 1,110,699 $ 1,139,881 Expenditures: Personnel $ 638,409 $ 643,925 $ 660,125 $ 661,703 $ 696,820 $ 717,724 Services 310,698 398,538 390,637 427,823 402,807 410,863 Supplies 6,399 6,573 5,610 7,010 11,072 11,293 Total Expenditures $ 955,506 $ 1,049,036 $ 1,056,373 $ 1,096,536 $ 1,110,699 $ 1,139,881 Personnel Services - FTE 2015 2016 2017 2018 2019 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 4.00 4.00 4.00 Utility Billing Coordinator - - 1.00 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 l"I POLICE ADMINISTRATION The Police Administration oversees the Department's two operating divisions, Support Services and Field Operations. Support Services activities: • Records • Property & Evidence • Training & Accreditation • Crime Prevention • Planning & Research • Animal Services • Community Relations • Computer Operations • Station Masters • Community Outreach • School Crossing Guards Recent Accomplishments: Field Operations activities: • Patrol • Investigations • CSOs HIGHLIGHTS • A new Police Chief was hired in FY2017, starting employment on January 21, 2017. • Emphasis was placed on addressing disproportionality in traffic contacts as shown in data from the St. Ambrose University study. • The department received its sixth (Meritorious status) successful inspection from the Commission on Accreditation for Law Enforcement Agencies (CALEA®) Staffing: Upcoming Challenges: • Address an increase in violent crime while enhancing community outreach to build trust and legitimacy. • Continue to evaluate staffing levels, areas of responsibility, community policing and crime reduction through appropriate performance measures. • Develop a robust intelligence system so officers are making arrests on crimes that make a difference and enhance community safety. FY2017 FY2018 FY2019 Total FTE's 6.00 6.00 2.00 Staffing Level Change Summary: A change in the organization chart was made in fiscal year 2019 to appropriately manage staff assignment and budget. The Police Administration division will be reduced from 6.00 FTE to 2.00 FTE and will now consist of the Police Chief and the Administrative Coordinator (2.00 FTE). The budget for the Police Captain -Support, Police Sergeant-CALEA/Training, Computer Systems Analyst, and CSO -Community Outreach will move to the Support Services Division. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 personnel expenditures decreased by $522,581 or 62.51 % due to the shift of four FTE to the Support Services division. Additionally, services expenditures increased by $18,410 or 8.14% due to increased fees for the St. Ambrose Traffic Stop Study and increased expenditures for training registrations. 11-YA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Department Goal: Commit to excellence in leadership, resource management, service -delivery and improving our city and neighborhoods. Department Objective: Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. Performance Measures: Maintain compliance of CALEA accreditation CY 2012 CY 2013 CY 2014 CY 2015 I CY 2016 Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non -negligent manslaughter, forcible rape, robbery, and aggravated assault) (Average of Comparable Cities I 339 I 282*** I 300 I 286 I 268 in Iowa Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny -theft, and motor vehicle theft) 'Comparable Cities were Ames, council Bluffs, Dubuque, Sioux City, and Waterloo **Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables ***CY 2013 does not include Waterloo Community Survey results of the percent rated positively Subject CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Iowa Citv 1,842 1,850 1,756 1,923 1,551 Average of Comparable Cities N/A N/A 76% Safe in neighborhood 2,932** 2,838*** 2,515 2,501 2,428 in Iowa* 96% Safe downtown/commercial area 85% 'Comparable Cities were Ames, council Bluffs, Dubuque, Sioux City, and Waterloo **Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables ***CY 2013 does not include Waterloo Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Overall feeling of safe N/A N/A N/A N/A 76% Safe in neighborhood 95% N/A N/A N/A 96% Safe downtown/commercial area 85% N/A N/A N/A 92% Police 88% N/A N/A N/A 77% Crime Prevention 67% N/A N/A N/A 61% *Community Survey conducted during FY 2013 and FY 2017, some new measures added in FY 2017 rrt:3 Activity Summary Activity: Police Administration (410100) Fund: General (1000) Division: Police Administration Department: Police Revenues: General Revenues Subsidy Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Computer Syst Analyst - Police CSO/Community Outreach Police Administrative Coordinator Police Captain Police Chief Police Sergeant Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 776,939 $ 895,436 $ 960,662 $ 1,074,145 $ 567,733 $ 582,222 18 1,027 3,818 75 $ 776,957 $ 896,463 $ 964,554 $ 1,074,145 $ 567,733 $ 582,222 $ 690,710 $ 717,847 $ 688,306 $ 835,999 $ 313,418 $ 322,821 74,658 166,979 267,519 226,288 244,698 249,592 11,589 11,637 8,730 11,858 9,617 9,809 $ 776,957 $ 896,463 $ 964,554 $ 1,074,145 $ 567,733 $ 582,222 2015 2016 2017 2018 2019 1.00 1.00 - - - 1.00 1.00 1.00 1.00 - - - 1.00 1.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 5.00 5.00 6.00 6.00 2.00 1P.P] 411 aas] a&IAZIVAM*1 The Support Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities: • Support Administration is responsible for the management and oversight of the Support Services division. • 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. • 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. • Systems Analyst 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. The unit consists of Community Relations Officer, Neighborhood Response Officer, Downtown Liaison Officer and Community Outreach Assistant. • School Crossing Guards staff assigned locations where children cross busy roadways on their way to school. iB➢] HIGHLIGHTS Recent Accomplishments: • Enhanced community outreach by creating innovative programs involving all members of the police department, including police chaplains and animal services. • This division led the charge in our 6'h CALEA reaccreditation process, designating us as Meritorious status • Trained all staff in disparities in policing and its effects on the community Staffing: Upcoming Challenges: • Evaluate space needs and workflow to enhance safety and efficiency in our work place. Changes may include remodel of certain areas of the police building. • Thorough evaluation of workload, crime rates and response times to ensure we are operating with maximum efficiency. • Animal Services needs additional staff to provide an acceptable level of service. Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • Police Captain -Support, Police Sergeant-CALEA/Training, Computer Systems Analyst, and CSO -Community Outreach (4.00 FTE) moved from Police Administration division to Police Support division. • The Property Room staff: Community Service Officer - Evidence and Community Service Officer — Property Room (2.00 FTE) moved from Police Field Operations division to Police Support division. The fiscal year 2019 Support Services budget includes the addition of one Police Officer (1.0 FTE). This Police Officer will be assigned to the Community Outreach Unit to address needs in the Neighborhood Response and Downtown Liaison position during the evening hours. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. 191 FY2017 FY2018 FY2019 Total FTE's 19.00 19.00 26.00 Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • Police Captain -Support, Police Sergeant-CALEA/Training, Computer Systems Analyst, and CSO -Community Outreach (4.00 FTE) moved from Police Administration division to Police Support division. • The Property Room staff: Community Service Officer - Evidence and Community Service Officer — Property Room (2.00 FTE) moved from Police Field Operations division to Police Support division. The fiscal year 2019 Support Services budget includes the addition of one Police Officer (1.0 FTE). This Police Officer will be assigned to the Community Outreach Unit to address needs in the Neighborhood Response and Downtown Liaison position during the evening hours. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. 191 Financial Highlights: The fiscal year 2019 personnel expenditures increased $898,955 or 52.9% due to the reorganization of staff from the Police Administration and Police Field Operations divisions, and also due to the addition of one new Police Officer position. Fra GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Department Goal: Enhance community relations and promote minority recruitment. The Department will continue to participate in the Citizen's Police Academy, Coffee with a Cop, National Night Out, Juneteenth Celebration and other programs and events. Additionally, an increase in neighborhood foot patrols and officers getting out of their patrol vehicles to engage the community and build relationships through non -enforcement interactions is specifically designed to promote a positive connection between the Department and the community. The Department hopes the minority community will also gain a better understanding of a police officer's job. Department Objective: Develop programs designed to promote interaction between community members and officers. In this non -adversarial environment officers and minority community members will be able to interact and open up lines of communication. A better understanding of the job will also enhance recruitment of minority citizens. Performance Measures: * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. 193 CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 New New New Community Outreach Events* 635 1,259 Measure Measure Measure New New New New Community Presentations* 222 Measure Measure Measure Measure Public Education New New New 48 14 Efforts on Rights* Measure Measure Measure New New New Community Partnerships Events* 251 426 Measure Measure Measure * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. 193 Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Department Goal: Increase the efficiency in which lost pets and owners are reunited. Department Objective: Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Performance Measures: Community Survey results of percent rated positively *Community Survey conducted during FY 2013 and FY 2017 194 Activity Summary Activity: Police Support Services (410200) Fund: General (1000) Division: Police Support Services Department: Police Personnel Services - FTE 2015 2015 2016 2017 2019 2018 2019 2020 2.00 2.00 Actual Actual Actual 1.00 Revised Budget Prosection Revenues: 1.00 1.00 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 General Revenues Subsidy $ 1,351,222 $ 1,334,834 $ 1,485,879 $ 1,854,680 $ 2,674,098 $ 2,762,497 Licenses And Permits - - - - 1.00 Comm Sery Officer -Evidence - - Misc Lic & Permits - 24,053 24,849 26,063 - 24,850 26,060 26,060 Intergovernmental - - - - 1.00 Police Captain - - Operafing Grants - - - 1,000 3.00 - - - Local 28EAgreements 2.00 234,105 217,404 225,209 - 227,370 238,369 238,369 Charges For Fees And Services 4.00 4.00 Police Sergeant 1.00 1.00 1.00 1.00 2.00 Animal Care Services 1.00 9,945 10,400 11,545 - 10,400 11,540 11,540 Misc Charges For Svc 3,085 4,375 3,550 20.00 4,380 3,550 3,550 Miscellaneous 2018 2019 Animal Control Truck Animal Adoption 42,345 $ 12,912 14,190 12,015 14,190 12,020 12,020 Code Enforcement 1,510 444 293 440 290 290 Contrib&Donafions 1,759 18,292 54,861 52,010 71,350 71,350 Misc Merchandise 6,786 9,147 9,294 9,150 9,290 9,290 Other Misc Revenue 39,506 59,593 47,727 35,359 47,587 47,587 Printed Materials 28,934 32,754 26,661 32,750 26,660 26,660 Other Financial Sources Sale Of Assets 1,406 5,014 1,566 Total Revenues $ 1,715,223 $ 1,731,296 $ 1,905,662 $ 2,265,579 $ 3,120,815 $ 3,209,214 Expenditures: Personnel $ 1,395,757 $ 1,382,667 $ 1,427,901 $ 1,699,328 $ 2,598,283 $ 2,676,231 Services 238,290 249,209 337,699 401,382 393,234 401,099 Supplies 81,176 99,420 117,325 122,524 129,298 131,884 Capital Outlay 22,738 42,345 Total Expenditures $ 1,715,223 $ 1,731,296 $ 1,905,662 $ 2,265,579 $ 3,120,815 $ 3,209,214 Personnel Services - FTE 2015 2016 2017 2018 2019 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 Comm Sery Officer-StationMaster 5.00 5.00 5.00 5.00 5.00 Comm Sery Officer- Community Outreach - - - - 1.00 Comm Sery Officer -Evidence - - - - 1.00 Comm Sery Officer -Property Room - - - - 1.00 Computer Syst Analyst - Police - - - - 1.00 Police Captain - - - - 1.00 Police Officer 3.00 3.00 3.00 3.00 4.00 Police Records Clerk 2.00 2.00 - - - PoliceRecordsTechnician - - 4.00 4.00 4.00 Police Sergeant 1.00 1.00 1.00 1.00 2.00 Records Supervisor 1.00 1.00 - - - SrPolice Records Clerk 2.00 2.00 Total Personnel 20.00 20.00 19.00 19.00 26.00 Capital Outlay 2018 2019 Animal Control Truck $ 42,345 $ Total Capital Outlay $ 42,345 $ - IRX I a 1:11 IXOI a A Nei I Is] hi 1.1 The Police Department's Field Operations Division is organized into two sections: 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, 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 809 in addition to federal guidelines. HIGHLIGHTS Recent Accomplishments: • Hired minority officers to better reflect the racial diversity of the community • Began classes for officers in Crisis Intervention Training. Approx. 62% trained thus far • Patrol officers serve as support for community outreach unit Upcoming Challenges: • We continue to evaluate and measure staffing levels in patrol and investigations • Officers need seamless access to intelligence information Staffing: Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • The Property Room staff: Community Service Officer - Evidence Custodian and Community Service Officer — Property Room (2.00 FTE) moved from the Police Field Operations division to the Police Support division. The fiscal year 2019 budget includes the addition of one Police Officer (1.0 FTE). Additionally, the budget includes the promotion of one police officer to sergeant and the movement of that position to the Street Crimes Action Team (SCAT) from Patrol. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 capital outlay budget includes $40,000 for SRT helmets/communication devices, $50,000 for Downtown Pedestrian Mall security cameras, and $284,500 for the replacement of seven patrol cars, the replacement of one unmarked car, and the replacement of one CSO vehicle. FY2017 FY2018 FY2019 Total FTE's 80.00 80.00 79.00 Staffing Level Change Summary: A change in the fiscal year 2019 budget organization is being done to more accurately reflect assignment and responsibility: • The Property Room staff: Community Service Officer - Evidence Custodian and Community Service Officer — Property Room (2.00 FTE) moved from the Police Field Operations division to the Police Support division. The fiscal year 2019 budget includes the addition of one Police Officer (1.0 FTE). Additionally, the budget includes the promotion of one police officer to sergeant and the movement of that position to the Street Crimes Action Team (SCAT) from Patrol. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 capital outlay budget includes $40,000 for SRT helmets/communication devices, $50,000 for Downtown Pedestrian Mall security cameras, and $284,500 for the replacement of seven patrol cars, the replacement of one unmarked car, and the replacement of one CSO vehicle. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Traffic crash reduction. Address the impact of underage drinking on downtown and near downtown neighborhoods. Department Objective: Increase OWI and traffic enforcement. Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls. Performance Measures: Traffic Accidents and Average Damage CY 2012 1 CY 2013 1 CY 2014 1 CY 2015 1 CY 2016 Accidents* 2,047 1 2,429 1 2,374 1 2,427 1 2,563 Average Damage, Reportable $3,276 $4,800 $4,770 $4,795 $5,152 Accident* * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. Response Time: Loud Party Complaints (in minutes) IRN Strategic Plan Goal: Advance Social Justice and Racial Equity Department Goal: Identify and implement an achievable goal to reduce disproportionality in arrests. Department Objective: 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. Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total # of Charges 5,393 5,965 5,865 5,270 5,466 Total # of Charges - White 3,861 4,192 3,845 3,508 3,706 Total # of Charges - Black 1,426 1,658 1,913 1,623 1,616 Total # of Charges - Asian 66 79 80 100 111 Total # of Charges - Am. Indian 10 9 7 17 6 Total # of Charges - Unknown 30 27 20 21 27 Activitv Summa Activity: Police Field Operations (410300) $ 8,608,002 $ 8,746,017 $ 9,065,276 $ 9,231,647 $ Fund: General (1000) Division: Police Field Operations Services 629,805 537,432 548,078 Department: Police 581,965 593,604 Supplies 199,287 180,359 316,997 198,767 2015 2016 2017 2018 2019 2020 486,725 Actual Actual Actual Revised Budget Prosection Revenues: 10,731,348 $ 11,001,752 63.00 Police Sergeant 7.00 7.00 General Revenues Subsidy $ 8,786,128 $ 8,868,672 $ 9,219,920 $ 9,668,090 $ 9,862,884 $ 10,133,288 Other City Taxes 79.00 Capital Outlay 2018 Hotel/Motel Tax 502,258 512,412 539,938 512,410 539,940 539,940 Use Of Money And Property - 50,000 Vehicle Equipment Interest Revenues 107 700 302 - 100 100 Intergovernmental 140,439 140,000 Total Capital Outlay Fed lntergovnt Rev 130,575 29,257 26,969 26,579 26,119 26,119 Local 28E Agreements 10,000 10,000 - - - - Other State Grants 186,715 215,835 194,849 203,114 199,012 199,012 Charges For Fees And Services Fire Services 7,775 5,658 7,370 5,660 7,370 7,370 Police Services 226,620 112,112 143,562 37,237 56,530 56,530 Miscellaneous Code Enforcement 579 459 864 460 863 863 Other Misc Revenue 12,234 9,099 17,796 4,950 9,930 9,930 Contdb&Donations - - 650 - - - Misc Merchandise 583 - - - - - Other Financial Sources Sale Of Assets 33,868 51,860 92,193 28,800 28,600 28,600 Total Revenues $ 9,897,442 $ 9,816,064 $ 10,244,411 $ 10,487,300 $ 10,731,348 $ 11,001,752 Expenditures Personnel $ 8,608,002 $ 8,746,017 $ 9,065,276 $ 9,231,647 $ 9,486,654 $ 9,771,254 Services 629,805 537,432 548,078 570,161 581,965 593,604 Supplies 199,287 180,359 316,997 198,767 183,229 186,894 Capital Outlay 460,348 352,256 314,060 486,725 479,500 450,000 Total Expenditures $ 9,897,442 $ 9,816,064 $ 10,244,411 $ 10,487,300 $ 10,731,348 $ 11,001,752 Personnel Services - FTE 2015 2016 2017 2018 2019 Comm Sery Officer - Evidence 1.00 1.00 1.00 1.00 - Community SeNiceOfficer 4.00 4.00 4.00 4.00 3.00 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 8.00 Total Personnel 80.00 80.00 80.00 80.00 79.00 Capital Outlay 2018 2019 Automobiles $ 341,286 $ 284,500 Downtown Ped Mall Security Cameras (First Half) - 50,000 Vehicle Equipment 5,000 5,000 Other Operating Equipment 140,439 140,000 Total Capital Outlay $ 486,725 $ 479,500 011P1 aIall: We1I]Ai11►16.11011AIIs] Ll 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, maintenance of buildings and grounds, and other special projects. The three line battalion chiefs have assigned administrative duties to include 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 has positioned 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 • Two 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. • Injury reduction continues to be an important part of the department's improvement process. In 2016, the department realized only 144 lost days due to injury. This is down from 452 days in 2015. There were only 3 OSHA reportable injuries in 2016. • The department has positioned itself once again be a candidate for reaccreditation by the Commission on Fire Accreditation International. A peer review team will visit Iowa City in the spring of 2018 to determine if the department remains credible. Oily, Recent Accomplishments: • Developed a five-year strategic plan that will guide the department with future continuous improvement efforts. • A new records management software platform was absorbed into the administrative operations of the department. The program takes the place of both iStation and FireHouse and is the retention program for all department documents. • A solution to an outdated video conferencing system was realized. The department is now using Skype for Business to conduct daily conferences and meetings. This allows resources to remain in their response district. Upcoming Challenges: • 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. • Training a new accreditation manager will take place in the coming year(s). The movement of multiple staff officers will require a degree of fast pace succession training. • LEED HVAC technologies require ongoing updates which is having a negative impact on the departments budget. Staffina: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year personnel expenditures were up $19,779 or 3.83% for the estimated salary and benefit costs over fiscal year 2018. Fiscal year 2019 capital outlay includes $40,000 for the replacement of two outdoor warning sirens, compared to the $80,000 for four sirens in fiscal year 2018. 011% FY2017 FY2018 FY2019 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year personnel expenditures were up $19,779 or 3.83% for the estimated salary and benefit costs over fiscal year 2018. Fiscal year 2019 capital outlay includes $40,000 for the replacement of two outdoor warning sirens, compared to the $80,000 for four sirens in fiscal year 2018. 011% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Department Goal: Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Department Objective: Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status /_Ce7:i.YllTilfime- Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Fire* 98% N/A N/A N/A 95% *Community Survey conducted during FY 2013 and FY 2017 01061 CY 2012 I CY 2013 CY 2014 CY 2015 I CY 2016 New Strategic Recommendations (7) 1 of 7 2 of 7 4 of 7 5 of 7 Measure New Specific Recommendations (9) 2 of 9 4 of 9 6 of 9 7 of 9 Measure Maintain ISO Class 2 rating Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Fire* 98% N/A N/A N/A 95% *Community Survey conducted during FY 2013 and FY 2017 01061 Activity Summary Activity: Fire Administration (450100) Fund: General (1000) Division: Fire Administration Department: Fire Revenues: Intergovernmental State 28E Agreements Local 28E Agreements Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Deputy Fire Chief Fire Chief Total Personnel Capital Outlay Weather Alert Siren(s) Other Operating Equipment Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 1,330,770 $ 1,385,095 $ 1,421,950 $ 1,385,100 $ 1,421,950 $ 1,421,950 - - 31,874 32,000 32,186 32,186 200 250 1,000 80 - - 4 $ 1,331,050 $ 1,385,345 $ 1,454,838 $ 1,417,100 $ 1,454,136 $ 1,454,136 $ 472,253 $ 479,077 $ 500,432 $ 516,667 $ 536,446 $ 552,539 199,227 218,792 256,592 321,004 294,742 300,637 52,830 74,568 70,903 94,585 84,611 86,303 10,210 7,036 30,744 104,500 40,000 40,000 $ 734,520 $ 779,473 $ 858,673 $ 1,036,756 $ 955,799 $ 979,479 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 011111 2018 2019 $ 80,000 $ 40,000 $ 104,500 $ 40,000 I A Ai I A Cir] A► [yYS]» 01TA I Is] 61 The Fire Emergency Operations division works a three -shift system. Each duty shift is comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials. • Fire Suppression: ICFD personnel mitigate various types of fires. They're also required to investigate false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires have a greater potential to harm people and property than do other types of emergencies. The department continually looks for ways to decrease response times to all emergencies and to reduce the number and severity of fires. • Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician (EMT) level. The department does not transport patients, but rather serves as EMS first responders. The Johnson County Ambulance Service provides ALS care and transport service. Together we provide a tiered EMS response system. • Technical Rescue: Technical rescue incidents are those incidents that require highly specialized knowledge, skills, tools, and techniques to safely mitigate the event. The ICFD provides several technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) provides a core group of highly trained technicians that provide team training in addition to regular company and shift level training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and takes a leading role with the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 15 ICFD personnel. The JCHMRT includes up to 30 members who are trained and certified to the Hazmat Technician level. • The demand for emergency service continues to increase in Iowa City. The ICFD is on track to respond to over 6800 incidents in 2017. That total represents a steady pace from the previous year. The department is currently averaging just over 18 emergency calls for service per day. • As of 10/12/2017, fire personnel have responded to 111 fire emergencies this year, resulting in just over $2.1 million in property damage. The pre -incident value of the affected property is over $10.1 million, resulting in a total saved value of just over $8 million. The largest single fire loss as of this date was estimated at $1 million for a fire that occurred in a commercial occupancy. • The ICFD continues to experience an increasing number of simultaneous emergency calls for service. In calendar year 2016, 30.3% of emergency incidents were overlapping. This 0101 is up from 26.8% from 2015 and up from 22.7% from 2014. Overlapping calls for service will negatively affect response reliability when a response vehicle is already committed. Response times to the emergency will be longer because a more distant unit will have to respond to the call. Recent Accomplishments: • Of the 37 building fires in 2016, 17 were confined to the room of origin; 4 were confined to the floor of origin; and 5 were confined to the building of origin. • The department has placed in service an updated command response vehicle that will augment the command structure at larger, higher risk incidents. • The department moved specialty stations to better position the rescue truck in a more central location. This adjustment will aid in reducing the travel times of this specialized apparatus. • The department has engaged in community efforts to uncover solutions to aid citizens that routinely call for assistance. This involvement is in the form of the crisis intervention team as well as meeting monthly with the county multi- disciplinary team. • In response to a state mandate, the department updated its records management system to comply with updated patient care reporting requirements. Staffing: Upcoming Challenges: • The department increased its call volume at an unprecedented rate in 2016. This call volume has leveled off and appears to remain at this level. Calls for service will again reach near 7000 during 2017. • Cooking fires continue to trend as the city's leading cause of building fires. • The department continues to see an increase in overlapping calls for service from 26.8% in 2015 to 30.3% in 2016. • Meeting established response time goals is a challenge that will possibly stretch current staffing and capability. Growth and development on the east, southeast and west will soon impact our ability to respond within our benchmark goals. • Station design at fire station 1 is inappropriate for personnel to turnout within the prescribed benchmark goal. 010 FY2017 FY2018 FY2019 Total FTE's 59.00 59.00 59.00 010 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The service expenditures decreased by 14.73% in fiscal year 2019 primarily due to a decrease in vehicle repair and maintenance charges of $41,757. 011YA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: 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. Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Total Calls and Percentage Overlapping Emergent Fire Response (All) EMS Response Fire Control CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Building Fires 42 39 38 56 37 Fires confined to object of origin 2 6 6 9 10 Fires confined to room of origin 24 17 19 31 17 Fires confined to floor of origin 2 1 7 5 4 Confined to building of origin 10 13 6 11 5 Beyond the building of origin 1 0 0 0 1 %Compliance 62% 64% 66% 71% 73% * CY 2016 was the first year outliers were included in data set. 011I7 Activitv Summa Activity: Fire Emergency Operations (450200) Fund: General (1000) Division: Fire Emergency Operations Personnel $ 6,007,284 $ 6,061,856 $ Department: Fire $ 6,396,644 $ 6,543,737 $ 6,740,049 Services 352,499 241,023 2015 2016 2017 2018 2019 2020 Supplies Actual Actual Actual Revised Budget Prosection Revenues: 84,981 Capital Outlay 7,525 37,395 19,112 General Revenues Subsidy $ 5,901,517 $ 5,832,099 $ 5,949,549 $ 6,239,040 $ 6,326,785 $ 6,529,667 Other City Taxes 6,509,977 $ 6,770,090 $ 6,892,235 $ 7,095,117 Utility Franchise Tax 531,997 515,798 555,446 528,050 555,450 555,450 Charges For Fees And Services Battalion Chief 2.00 2.00 2.00 Fire Services 3,000 3,300 3,000 3,000 3,000 3,000 Miscellaneous 3.00 3.00 3.00 Other Misc Revenue 2,648 936 1,982 - 7,000 7,000 Other Financial Sources Firefighter 42.00 42.00 42.00 Sale Of Assets 14,550 26,285 Total Personnel 59.00 Total Revenues $ 6,453,712 $ 6,378,418 $ 6,509,977 $ 6,770,090 $ 6,892,235 $ 7,095,117 Expenditures: Personnel $ 6,007,284 $ 6,061,856 $ 6,178,251 $ 6,396,644 $ 6,543,737 $ 6,740,049 Services 352,499 241,023 222,294 287,551 245,183 250,087 Supplies 86,404 38,144 90,320 85,895 83,315 84,981 Capital Outlay 7,525 37,395 19,112 20,000 20,000 Total Expenditures $ 6,453,712 $ 6,378,418 $ 6,509,977 $ 6,770,090 $ 6,892,235 $ 7,095,117 Personnel Services - FTE 2015 2016 2017 2018 2019 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 2018 2019 Other Operating Equipment $ - $ 20,000 Total Capital Outlay $ - $ 20,000 aIall Aa WjALIIII fiQ►1 The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, plans review, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, plan reviews, and public education. A shift fire inspector conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. The FPB continues to conduct regular inspections for businesses, churches, daycares, schools, and university buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and new businesses and buildings must be inspected and approved by the AHJ before the issuance of an occupancy permit. The wide range of activities provided by fire and life -safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat "FIT Station." This provides an opportunity for residents to ensure that their child safety seats are installed correctly. The "Fired Up About Reading" program, which focuses on getting at -risk school kids to read outside of school, had a very successful first year and is highly sought after by various schools and classes. This program also provided an opportunity for youth and educators to foster positive interactions with public service personnel. Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Fire investigation team members have received specialized training and are required to complete continuing education requirements on a regular basis. HIGHLIGHTS • As of October 15, 2017, the FPB has conducted 817 fire and life -safety inspections. • As of October 15, 2017, the FPB investigated 146 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen remains the reported area of origin for the majority of fires (46 fires); unattended cooking accounted for the largest number of these fires. Q Recent Accomplishments: • Fire Prevention Bureau activities now originate from Fire Station 4. In addition to providing more room for personnel to prepare for programs, Fire Station 4 also has dedicated classroom space for public education, fire prevention and public relations activities. • The Fire Prevention Bureau, working with the Operations and Training Divisions, helped support the Youth Emergency Services Camp held at Station 4. The two, 2 -day classes provided 60 Junior High and 25 Senior High students an opportunity to learn more about emergency service agencies in a fun and safe environment. • The department continues to examine all services provided and streamline operations whenever possible. Following a risk-based review of inspected occupancies, a revised the inspection schedule was developed to better meet the needs of the community. • The Compliance Engine (TCE) has streamlined the review of fire protection equipment inspection reports and gained compliance with these systems resulting in a 9% decrease if false alarms. Staffing: Upcoming Challenges: • Continue to identify possible methods to minimize inspection workload against the demands of emergency services and training needs while still meeting the requirements of accreditation. • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal including FIT and Fire Plans Examiner. • Identify programs currently available or new ideas to provide fire and life -safety education to at -risk neighborhoods, and schools. • Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the division along with succession planning for fire marshal position. • Explore the opportunity for public/private partnerships to help provide programs outside of the funding stream available to the department. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. 211 FY2017 FY2018 FY2019 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. 211 Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 service expenditures increased by $10,948 or 29.49% primarily due to an increase in vehicle repair and maintenance charges. OA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. Performance Measures: Public education/fire prevention community contacts and staff hours Fire & life -safety building inspections conducted Increase presence and condition of smoke alarms encountered in fire incidents to 100% Smoke Alarm Status CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 lWorkinq 56 28 23 37 24 Not Workin 5 3 1 2 3 None Present/Undetermined 18 8 14 17 10 ncidents 79 1 39 1 38 1 56 1 37 Percent Working 70.9% 1 71.8% 1 60.5% 1 66.0% 1 64.8% Community Survey results of the percent rated positively 213 Activity Summary Activity: Fire Prevention (450300) Fund: General (1000) Division: Fire Prevention Department: Fire Revenues: General Revenues Subsidy Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 226,488 $ 183,411 $ 205,405 $ 216,559 $ 236,869 $ 243,277 1,40� $ 243,664 $ 184,893 $ 205,405 $ 216,559 $ 236,869 $ 243,277 $ 135,626 $ 139,391 $ 146,643 $ 159,981 $ 167,067 $ 172,079 40,169 29,268 38,700 37,120 48,068 49,029 13,300 16,234 20,062 19,458 21,734 22,169 54,569 $ 243,664 $ 184,893 $ 205,405 $ 216,559 $ 236,869 $ 243,277 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 214 191all :2901TA VIL9 The Fire Training division is under the direction of the Battalion Chief in charge of Training and the Training Officer. They plan, develop, and coordinate in-house training activities with the assistance of the Training Committee. This division is directly responsible for training in the areas of emergency medical services, technical rescue, fire suppression, and hazardous materials. :1[CIO 1RIM 0k K Calendar year 2016 departmental training activities include: • Total department training for 2016: 11,824 hours. • Training class for 2016 include: structural firefighting, EMS, hazmat, Driver/Operator, leadership/officer development, auto extrication, high/low angle rope, confined space, emergency building shoring, trench rescue and water rescue. • Training hours per member for 2016: 184 hours. • New firefighter orientation training: 480 hours. Recent Accomplishments: • 2017 Youth Emergency Services Academy for high school and junior high students this summer had record attendance. Twenty-five high school students and sixty junior high students successfully completed the two day program. The academy is a joint venture with the Iowa City Police Department and Johnson County Ambulance Service. • Successfully implemented new training software program Target Solutions. • Design plans for new 4 -story training tower are complete. New training facility will be built on the South Gilbert Street public works campus. OAR Upcoming Challenges: • Decommissioned Fire Department Training Center in fall of 2014. Training Division continues to work out of a temporary storage facility outside of the city limits and currently using Coralville Regional Training Center for all fire based training. • Coordinating and budgeting for all - hands scenario/competency based training evolutions four times per year per shift. • The department has started a Leadership Development Initiative with a small core group from all ranks within the department. It's our goal to expand this program during 2017 and provide leadership training to all current officers and those aspiring promotion. Staffina: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: In the fiscal year 2019, the construction of the new training tower at the site of the new Public Works Facility is expected to be completed and operational. Financial Highlights: The fiscal year 2019 supplies expenditures decreased by 36.72% primarily due to a decrease in software and minor equipment expenditures. FY2017 FY2018 FY2019 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: In the fiscal year 2019, the construction of the new training tower at the site of the new Public Works Facility is expected to be completed and operational. Financial Highlights: The fiscal year 2019 supplies expenditures decreased by 36.72% primarily due to a decrease in software and minor equipment expenditures. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Department Goal: Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. Department Objective: Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Performance Measures: Training hours completed per individual (% achieved) During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Hours %Achieved %Achieved %Achieved %Achieved %Achieved New Certified Minimum (96) 33 100% 93% 100% 91% Measure Measure New New New In Process Goal (160) 76% 63% 59% 61% Measure Measure During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 New New Certified 33 33 33 64 Measure Measure New New In Process 0 0 0 Measure Measure Fire Officer Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 New Certified 2 2 25 25 30 Measure New In Process 12 2 0 0 Measure Haz Mat Tech Goal CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Certified 62 62 64 61 64 64 In Process 2 2 0 3 0 rein Activity Summary Activity: Fire Training (450400) Fund: General (1000) Division: Fire Training Department: Fire Revenues: General Revenues Subsidy Charges For Fees And Services Fire Services Miscellaneous Contdb & Donabons Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Fire Lieutenantr-raining Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 166,246 $ 142,953 $ 142,210 $ 185,837 $ 177,848 $ 182,630 629 286 600 $ 166,875 $ 143,239 $ 142,810 $ 185,837 $ 177,848 $ 182,630 $ 118,972 $ 112,974 $ 115,732 $ 119,891 $ 122,525 $ 126,201 41,220 23,122 24,600 56,697 49,470 50,459 6,683 7,143 2,478 9,249 5,853 5,970 $ 166,875 $ 143,239 $ 142,810 $ 185,837 $ 177,848 $ 182,630 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1:0N:NW:N:AxaN*TV IIs] 01ril•]MI10111.11MAIIs] 011 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. 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. The Wednesday evening market at Mercer Park was discontinued due to lack of interest by customers and vendors. 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 • Completed Park Master Plan and Accessibility Audit. • Completed Natural Areas Inventory. • Received $50,000 Disney/NRPA Play Grant and $154,300 Federal Land and Water Conservation Fund grans for Nature Play Area at Riverfront Crossings Park. • Received $16,500 in service group and private donations for Nature Play Area at Riverfront Crossings Park. • Received $200,000 Iowa DNR Resource Enhancement and Protection grant for natural restoration efforts in Hickory Hill Park. Q Recent Accomplishments: • Riverfront Crossings Park, Phase 1 • Park Master Plan & Accessibility Audit • Natural Areas Inventory • Creekside Park Master Plan • Robert A. Lee Recreation Center Remodeling Project- in process • HVAC systems inventory for City Hall, Mercer/Scanlon and RALRC • Building Automation System (BAS) upgrades and improvement projects - bid fall 2017 Upcoming Challenges: • Adjusting Farmers Market to changes in Chauncey Ramp • Implementing Park Master Plan • Implement Natural Areas Plan • Increasing Parks & Rec Foundation donations and participation. • Ongoing construction within parks and facilities. • Aging infrastructure in primary facilities. Staffing: Staffing Level Change Summary: A 1.0 FTE Maintenance Worker I moved from the Government Buildings activity to the Recreation division. Additionally, two 16 week paid internship positions were added to assist with marketing and special events. Service Level Change Summary: AmeriCorps services are being utilized by Parks Administration to work on items related to carbon reduction, energy efficiency, and natural area maintenance in fiscal year 2019. Financial Highlights: There was a decrease in the fiscal year 2019 personnel expenditures of 13.87% within Government Buildings primarily due to the movement of the Maintenance Worker I position to the Recreation division. The Parks and Recreation Administration service expenditure budget increased by $6,252 or 7.81% and their supplies expenditure budget increased by $4,100 or 154.72% due to the addition of the AmeriCorps program into their budget in fiscal year 2019. OKI] FY2017 FY2018 FY2019 Total FTE's 6.33 7.00 6.00 Staffing Level Change Summary: A 1.0 FTE Maintenance Worker I moved from the Government Buildings activity to the Recreation division. Additionally, two 16 week paid internship positions were added to assist with marketing and special events. Service Level Change Summary: AmeriCorps services are being utilized by Parks Administration to work on items related to carbon reduction, energy efficiency, and natural area maintenance in fiscal year 2019. Financial Highlights: There was a decrease in the fiscal year 2019 personnel expenditures of 13.87% within Government Buildings primarily due to the movement of the Maintenance Worker I position to the Recreation division. The Parks and Recreation Administration service expenditure budget increased by $6,252 or 7.81% and their supplies expenditure budget increased by $4,100 or 154.72% due to the addition of the AmeriCorps program into their budget in fiscal year 2019. OKI] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Department Objective: Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. Performance Measures: Endowments CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Iowa City Parks and Recreation $165,194 $114,736 $89,066 $82,040 $86,133 Foundation $1,820,930 $438,190 $335,157 $201,654 $21,565 Community Foundation $10,373 $17,864 $23,853 $28,684 $30,000 of Johnson County* $30.636 $8.364 $5.747 $5.852 $1.023 * Community Foundation started in CY 2012 Donations & Grant Funding FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Donations** $258,063 $129,395 $54,828 $195,508 $47874 Grant Fundin ** $1,820,930 $438,190 $335,157 $201,654 $21,565 Total $2,078,993 $567,585 $389,985 $397,162 $69439 Per capita calculation used 2010 US Census $30.636 $8.364 $5.747 $5.852 $1.023 ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: 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. 221 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New Programs 168 177 192 1,406 Measure New Participants 59,486 62,672 66,653 76,639 Measure New Average Participants per Program 354 354 347 55 Measure 221 Activity Summary Activity: Park and Rec Admin (510100) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Revenues: General Revenues Subsidy Charges For Fees And Services Parking Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Adminish-abve Secretary Parks & Recreation Director Total Personnel 2015 2016 2017 2018 2019 2019 Actual Actual Actual Revised Budget Proiecxion $ 540,834 $ 204,442 $ 389,150 $ 336,937 $ 388,138 $ 398,851 22,400 28,950 474 10,000 $ 563,234 $ 233,392 $ 389,624 $ 346,937 $ 388,138 $ 398,851 $ 246,996 $ 208,145 $ 256,910 $ 264,190 $ 295,040 $ 303,891 34,217 24,223 130,275 80,097 86,348 88,075 2,021 1,024 2,440 2,650 6,750 6,885 280,000 $ 563,234 $ 233,392 $ 389,624 $ 346,937 $ 388,138 $ 398,851 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 114% Activity Summary Activity: Farmers Market (510200) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Revenues: General Revenues Subsidy Use Of Money And Property Rents Intergovernmental Operating Grants Charges For Fees And Services Misc Charges For Svc Miscellaneous Contdb & Donations Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ - $ 19,561 $ $ - S 76,581 70,417 71,049 87,670 64,000 64,000 - - 1,500 - - - 2,977 2,465 2,395 2,561 2,400 2,400 4,700 4,700 4,700 4,700 4,700 4,700 3,098 537 5,460 5,000 3,000 3,000 $ 87,356 $ 97,680 $ 85,104 $ 99,931 $ 74,100 S 74,100 $ 15,988 $ 10,574 $ 21,977 $ 39,987 $ 32,200 $ 33,166 41,971 84,331 27,029 30,644 32,644 33,297 6,782 2,775 7,913 7,052 5,157 5,260 $ 64,741 $ 97,680 $ 56,920 $ 77,683 $ 70,001 $ 71,723 Activity Summary Activity: Government Buildings Division: Park and Rec Admin (510300) 2016 2017 2018 2019 Custodian - Govt Bldgs Department: Fund: General (1000) Parks and Recreation 2.00 2.00 2015 2016 1.00 2017 1.00 2018 - 2019 2020 1.00 1.00 Actual Actual Facilities Manager Actual 0.33 Revised 1.00 Budget Projection Revenues: Total Personnel 4.83 5.33 4.33 5.00 4.00 General Revenues Subsidy $ 605,437 $ 642,053 $ 629,418 $ 766,223 $ 714,913 S 737,251 Use of Money And Property Royalties & Commiss - - 4,489 - 4,490 4,490 Other Financial Sources Sale Of Assets 42 Total Revenues $ 605,437 $ 642,095 $ 633,907 $ 766,223 $ 719,403 $ 741,741 Expenditures: Personnel $ 269,713 $ 274,332 $ 283,134 $ 401,743 $ 346,039 $ 356,420 Services 303,781 330,630 324,258 332,536 337,614 344,367 Supplies 31,943 27,758 26,515 31,944 35,749 36,464 Capital Outlay 9,375 Total Expenditures $ 605,437 $ 642,095 $ 633,907 $ 766,223 $ 719,403 $ 737,251 Personnel Services - FTE 2015 2016 2017 2018 2019 Custodian - Govt Bldgs 2.50 3.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 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 1.00 Rec. Maint. Supr 0.33 Total Personnel 4.83 5.33 4.33 5.00 4.00 223 N:to] N:FA I Is] 0I The Recreation Division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, social/cultural/environmental programs, and programs for special and underserved populations. The division's budget is the sum of nine areas: Administration, Recreation Center Operations, Building Maintenance, Social/Cultural/Environmental Activities, Aquatics, Special and Underserved Populations, Youth Sports, Adult Sports, and Customer Engagement. Recreation Administration Administrative personnel include the Recreation Superintendent. Administration provides oversight and support for the other nine 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 at the Mercer Park Aquatic Center provides a gymnasium, 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 birthday party packages. Offer free skate nights on Friday nights. 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 Social/cultural/environmental programs are provided year-round for all ages. Most visual art programs are offered in 4, 5, 8 and 10 week sessions and are available 48 weeks of the year. Performing arts programs (theatre and dance) are also offered four sessions per year. STEAM programming is offered through weekly k-6 programming, workshops, and preschool maker space. A potter's studio, painting and printing facilities and a craft room are available year round. 224 Special events, workshops, clinics, and community education includes babysitter and home alone training, trips, artist residencies, music performances, holiday events and no -school day activities. Outreach into the neighborhoods continues to grow with programs such as Walk the Creek, Parties in the Park, and Playgrounds. 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 programming includes a wide variety of swimming options; swim lessons, lap swimming, water walking, structured exercise and swim team introduction. The department maintains three main facilities; City Park Pool, the Robert A Lee Recreation Center Pool and Mercer Park Aquatic Center. Three splash pads are also available for the public; Wetherby, Fairmeadows and Tower Court. Our swim lesson program's main goal is provide quality, affordable and accessible swim lessons to the youth of Iowa City. Swim lessons are available for all skill levels and abilities; ranging from parent/ toddler cooperative classes to pre -swim team classes. We strive to provide a portfolio of courses that are viable and accessible to all youths of Iowa City. Keeping fees low and offering a scholarship program helps to facilitate this initiative. The aquatics exercise programs provide a wide array of options. Both shallow water and deep water offerings provide opportunities for intensive cardio workouts; low -impact classes targeted at range of motion and flexibility. The non-competitive swim team (ICNC) was introduced to provide youth with a viable alternative to club/ competitive swim. Stroke refinement, endurance and stamina are taught in a fun and enthusiastic environment. City Park Pool, one the oldest outdoor pools in the state, is located at 200 Park Rd. in Upper City Park. A T-shaped pool that features two distinct shallow areas, a diving well and 8 50 -meter lap swim lanes. The facility is fully accessible despite its age and includes a wading pool for families and an accessible picnic area. The Robert A. Lee Recreation Center Pool is the main facility used for youth swim lessons. A traditional L-shaped pool with a 12 foot deep end and 3 foot shallow end features 6 lap lanes allowing for a diverse set of offerings. One the best features of this facility is the large wading pool ideal for small children and families. The pool is kept at 84 degrees making it ideal for young children and older adults. 0407 Mercer Park Aquatic Center is divided into three sections separated by two moveable bulkheads. The separation is ideal as it provides three programming areas; shallow for water walking, high paced workouts, and private lessons. The middle section for designated lap swim space and the deep end for swim teams and competitive use. Mercer Park houses our Ione spa and features a small outdoor wading pool. Special and Underserved Populations Special and Underserved Populations programs provide year-round recreation for persons with special needs or population groups who are demographically underserved. Principal goals for the programs are to enhance independent leisure skills and lifestyles of persons with disabilities in addition to addressing barriers to access of recreational activities. The SPI program offers year round Special Olympics sports training and competition opportunities. Both program areas promote skill development and offers educational activities, while maintaining the recreational values. Program offerings include: sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. Youth Sports The Iowa City Parks and Recreation Departments Youth Sports program is designed to offer participants a variety of recreational sport leagues and individual programs focused on developing skills and sportsmanship in a fun, positive and encouraging atmosphere. The program is geared for recreation play so all participants regardless of ability or knowledge of the sport has a positive experience. Program offerings include traditional sports as well as non-traditional sports. Seasons are kept short in order to prevent overlap allowing participants to register for multiple programs. The Iowa City Parks and Recreation Department works cooperatively with other local sports organizations to maximize the program opportunities and experiences. It also works with local business to create team sponsorships in order to keep participant fees low. Adult Sports Adult sports programs include men's, women's and co -recreational teams in the sports of slow - pitch softball, volleyball and basketball during the fall, winter/spring and summer seasons. Competitive and recreational divisions are established to meet participant's interests and skill levels. Over 100 sports teams play in our leagues over the course of a year. Staff schedules the department's athletic fields including 22 baseball/softball fields and 23 soccer fields. Affiliate groups and outside user groups include: City High Baseball, Iowa City Boys Baseball, Iowa City Girls Softball, Kickers Youth and Adult Soccer, RedZone Flag Football League, Little Hawks Baseball and Softball Clubs, Trojans Baseball Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City Soccer League (Adult), Cornshuckers Baseball and Softball tournaments A program of preventative maintenance is currently in place for care of the fitness/weight rooms under our supervision including the RAL Recreation Center, City Hall and the Senior Center. OKI Customer Engagement The Iowa City Recreation Division staffs two customer service attendants during open hour of operation at the Robert A. Lee Recreation Center and the Mercer Park Aquatic Center/Scanlon Gym. Customer Service staff provides information and assistance to the general public—groups and individuals. Duties include but are not limited to, answering phones, directing calls, registering patrons for activities, selling passes and taking meeting room and park shelter reservations. Customer Service Attendants perform some general maintenance tasks, hand out sports equipment, instruct and supervise patrons in the recreation centers. On the weekends, Senior Customer Service staff provides additional support for staff when full-time program supervisors are not on-site. In addition to staffing the customer service desks, 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 5, full-time AmeriCorps members working on sustainability initiatives through the City of Iowa City. HIGHLIGHTS • Was awarded a $19,000 REAP Conservation Education Grant from the Department of Natural Resources to purchase a Stream Table and other pieces of educational equipment in order to educate the public on the force of water. • Raised approximately $20,000 for swim lesson scholarships this year. • Successful implementation of the Beginner Garden session. Participants learned basic skills to starting and maintaining a garden plot. Classes were offered over an eight week time period and were taught by a master gardener and other staff. • Continuation of the summer fun activities for teenagers. Teen Dynamics worked with roughly 70 youth ages 12-18 four days a week to offer recreation and social activities at the recreation center and surrounding communities • Developed additional outreach strategies for underserved/underrepresented populations. • Collaborated with Iowa City Police Department for our High School Intramural Basketball League. • Increased weekend tournament usage of athletic fields. • Developed partnership with Green Iowa AmeriCorps. Through this partnership 5, full- time AmeriCorps members are placed with Parks and Recreation to help Iowa City residents become more energy efficient by offering residential weatherization, energy education, and community outreach services. In addition to providing energy-related education, the members also work on sustainability -related initiatives, education and outreach. ON Recent Accomplishments: • City Park Log Cabin Restoration has begun after 6 years of planning and fund raising. • Have hosted over a dozen new environmental education programs in the new Outdoor Classroom Space; many in collaboration with outside organizations. • Continued development of the STEAM (Science, Technology, Engineering, Art, and Math) programming initiative has seen steady growth. • Collaborated with multiple local agencies and businesses to enhance our fundraising efforts. • Provided more consistent customer experience through the addition of staffing customer service representatives at the City Park pool during the summer. Upcoming Challenges: • Developing strategies to meet recreation needs for neighborhoods. • Economic and transportation barriers to recreation services, programs, and facilities. • Upgrading aging infrastructure within the recreation centers. • Staffing; we have made great strides in recruiting quality staff but it continues to be a challenge. • Cultural awareness of staff working with underserved populations Staffing: Staffing Level Change Summary: The 1.0 FTE Office Coordinator position was eliminated through a department restructuring, and a 1.0 FTE Maintenance Worker I was transferred in from Government Buildings. Additionally, a .75 FTE Custodian was eliminated. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 culture and recreation charges for fees and services decreased by $45,266 or 7.02% based upon historical actual receipts. The fiscal year 2019 capital budget of $118,250 includes $45,000 for sound absorption replacements at the RALRC pool, $38,000 for facility improvements at the Mercer Pool/Scanlon Gym, and $20,000 for replacement ceiling tile in RALRC. ONQ FY2017 FY2018 FY2019 Total FTE's 15.42 14.75 14.00 Staffing Level Change Summary: The 1.0 FTE Office Coordinator position was eliminated through a department restructuring, and a 1.0 FTE Maintenance Worker I was transferred in from Government Buildings. Additionally, a .75 FTE Custodian was eliminated. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 culture and recreation charges for fees and services decreased by $45,266 or 7.02% based upon historical actual receipts. The fiscal year 2019 capital budget of $118,250 includes $45,000 for sound absorption replacements at the RALRC pool, $38,000 for facility improvements at the Mercer Pool/Scanlon Gym, and $20,000 for replacement ceiling tile in RALRC. ONQ GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate alternative Department Objecti%Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Performance Measures: Recreation program cost recovery Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: 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 Department Goal: Provide and promote gardening throughout the City. Department Objecth Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Performance Measures: FY2018 FY 2018 FY 2013 FY 2014 Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Budget Number of Rented New Bud et 40% 40% 36% 38% 37% 37% 37% Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: 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 Department Goal: Provide and promote gardening throughout the City. Department Objecth Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) Performance Measures: FY2018 FY 2013 FY 2014 FY 2015 FY 2016 FY2017 Budget Number of Rented New 111 147 153 200 220 Garden Plots Measure Number of New New 0 1 1 2 Neighborhood Garden Measure Measure Number of New New 2 3 3 3 Demonstration Measure Measure Activity Summary Activity: Recreation (520100) Fund: General (1000) Division: Recreation Department: Parks and Recreation Expenditures: 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: 2,339,970 Services 540,120 588,729 619,573 General Revenues Subsidy $ 1,759,171 $ 1,788,658 $ 1,969,055 $ 2,043,291 $ 2,118,386 $ 2,125,865 Other CityTaxes 237,436 253,187 258,251 Capital Outlay 74,395 40,930 Hotel/Motel Tax 290,781 296,660 312,596 296,660 312,600 312,600 Use OF Money And Property 3,116,291 $ 3,180,525 $ 3,268,764 $ 3,276,242 Rents 113,586 92,499 93,710 92,210 94,750 94,750 Royalties & Commiss 8,431 7,111 6,129 7,110 6,120 6,120 Intergovernmental 1.00 1.00 1.00 - Operating Grants - 2,350 1,500 - - - Other State Grants 14,650 10,020 22,272 9,150 9,530 9,530 Local 28E Agreements 98,250 78,318 102,601 78,320 110,550 110,550 Charges For Fees And Services 3.00 M.W. I - Pools 1.00 - - Culture & Recreation 566,102 591,481 590,829 644,464 599,198 599,198 Transit Fees 2,320 2,975 - 2,980 900 900 Miscellaneous - - - M.W.II- Recreation Contdb&Donations 27,478 20,195 12,038 - 9,010 9,010 Misc Merchandise 4,282 5,900 5,687 5,760 7,560 7,560 Other Misc Revenue 2,536 5,260 (663) 580 160 160 Other Financial Sources M.W.III- Govt Bldgs - - 1.00 Sale OF Assets 847 538 - 0.67 0.67 Total Revenues $ 2,888,434 $ 2,901,427 $ 3,116,291 $ 3,180,525 $ 3,268,764 $ 3,276,242 Expenditures: Personnel $ 2,071,949 $ 2,060,358 $ 2,229,653 $ 2,325,859 $ 2,271,815 $ 2,339,970 Services 540,120 588,729 619,573 582,430 625,512 638,022 Supplies 201,970 211,410 224,274 237,436 253,187 258,251 Capital Outlay 74,395 40,930 42,790 34,800 118,250 40,000 Total Expenditures $ 2,888,434 $ 2,901,427 $ 3,116,291 $ 3,180,525 $ 3,268,764 $ 3,276,242 Personnel Services - FTE 2015 2016 2017 2018 2019 Office Cooed - Recreation 1.00 1.00 1.00 1.00 - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Sr Cled,JTypist-Rec 1.00 - - - - Custodian -Govt Buildings - - 3.75 3.75 3.00 M.W. I - Pools 1.00 - - - - M.W.I- Govt Bldgs - - - - 1.00 M.W. I - Recreation 2.75 2.75 - - - M.W.II- Recreation 1.00 1.00 - - - M.W.II - Pools - - 1.00 1.00 1.00 M.W. III - Pools 1.00 1.00 - - - M.W.III- Govt Bldgs - - 1.00 1.00 1.00 Facilities Manager - 0.67 0.67 - - Rec. Maint. Supr 0.67 - - - - Aquatics Assistant 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 5.00 6.00 6.00 6.00 6.00 Total Personnel 15.42 14.42 15.42 14.75 14.00 Capital Outlay 2018 2019 Sound Absorption Replacement $ - $ 45,000 Facility Improvements 22,000 38,000 Ceiling Tile - 20,000 Basketball System at RALRC - 12,000 Park &Rec Equipment 2,800 3,250 Fitness Equipment 10,000 Total Capital Outlay $ 34,800 $ 118,250 04916 :7Aall :iAJe11►III IA►VAkiMo The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration's management area includes 49 designated parks which include 51 outdoor shelters, 130+ pieces of playground equipment, 23 restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Park Maintenance Operations activity manages a total of 1,800+ acres land, which consists of 1600+ acres of parkland, open/green space and 200+ acres of City -owned non -parkland. The Forestry activity manages 50,000+ ROW and parkland trees encompassing the City's expanding urban forest, which includes approximately 2,000 EAB susceptible ash trees. The entire division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. Park Maintenance Administration Administrative personnel includes the Superintendent of Parks/Forestry who provides oversight, planning, 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 1800+ acres of land managed 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, 60 miles of trails and sidewalks, and ice skating areas. • Park Fixtures: Fixtures such as picnic tables (375) garbage cans (265) and recycling cans (10) are inspected and repaired as needed by staff during winter months. • Natural Areas: Activities to manage, enhance, and protect City -owned woodlands, wetlands and prairie areas including controlled burns and new plantings. • Athletic Facilities: Athletic facilities staff manages softball and baseball fields, soccer fields, flag football fields and a cross country course. 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 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. • Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in all 49 parks, City Plaza (Pedestrian Mall), City Hall and all city owned 231 areas with landscaping. Horticulture staff manages approximately 52,000 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. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests. Central Business District (CBD) Maintenance CBD Maintenance Operations shifted into two different places in fiscal year 2017. The horticulture activities shifted into Park Maintenance Operations and the daily ground maintenance shifted into the Transportation Services division. HIGHLIGHTS Recent Accomplishments: • Parks Master Plan • Tree Inventory • Pheasant Hill Park Playground • Cardigan Park Playground • Upper City Park Playground • Frauenholtz-Miller Park development • Sycamore Streetscape • Reno St and Kiwanis Park Community Gardens • City Hall/Rec Center/Chauncey Ramp Landscaping • Mercer Park Pickleball Courts • Wetherby Sport Courts • Upper City Park/Pheasant Hill Park Gaga Pits • Ashton House REAP Landscaping 049% • Hickory Hill Park pedestrian bridge replacement (1I' Ave entrance) • Willow Creek/Kiwanis Drainage project • Thornberry Dog Park solar aeration system • Creekside Park Master Plan • Natural Areas Inventory Upcoming Challenges: • Added maintenance of new trails, new parks, new non- parkland, new plantings and new trees • Staffing levels • Increase in ash tree mortality due to EAB • Ability to implement plans Staffing: Staffing Level Change Summary: In the fiscal year 2019 budget, Forestry added 2.0 FTE Maintenance Worker I positions. This was partly offset with a reduction in temporary staff. Service Level Change Summary: A natural areas management function was added within the Park Maintenance division which consolidated temporary staff from Wastewater Treatment Plant Operations, contract services from Water Treatment Plant Operations, and new funds for capital improvements. Financial Highlights: Park Maintenance Administration service expenditures increased $8,232 or 23.94% in fiscal year 2019 primarily due to an increase in other building repairs and maintenances charges to replace tile in the Park Maintenance office. Park Maintenance Operations capital outlay increased $203,000 due to the addition of $75,000 for automatic locks for park restrooms and $100,000 being budgeted for the Natural Area Management projects. The Natural Area Management function also added $25,000 to service expenditures and $23,418 to personnel expenditures. Forestry personnel expenditures increased by $103,535 or 31.08% due to the addition of the two Maintenance Worker I positions. Additionally, supplies expenditures increased by $18,059 or 31.56% primarily due to supplies needed for the additional staff. Service expenditures decreased by $54,025 or 19.68% primarily due to the tree inventory and software purchase of $79,387 in the fiscal year 2018 budget. 233 FY2017 FY2018 FY2019 Total FTE's 19.00 19.00 21.00 Staffing Level Change Summary: In the fiscal year 2019 budget, Forestry added 2.0 FTE Maintenance Worker I positions. This was partly offset with a reduction in temporary staff. Service Level Change Summary: A natural areas management function was added within the Park Maintenance division which consolidated temporary staff from Wastewater Treatment Plant Operations, contract services from Water Treatment Plant Operations, and new funds for capital improvements. Financial Highlights: Park Maintenance Administration service expenditures increased $8,232 or 23.94% in fiscal year 2019 primarily due to an increase in other building repairs and maintenances charges to replace tile in the Park Maintenance office. Park Maintenance Operations capital outlay increased $203,000 due to the addition of $75,000 for automatic locks for park restrooms and $100,000 being budgeted for the Natural Area Management projects. The Natural Area Management function also added $25,000 to service expenditures and $23,418 to personnel expenditures. Forestry personnel expenditures increased by $103,535 or 31.08% due to the addition of the two Maintenance Worker I positions. Additionally, supplies expenditures increased by $18,059 or 31.56% primarily due to supplies needed for the additional staff. Service expenditures decreased by $54,025 or 19.68% primarily due to the tree inventory and software purchase of $79,387 in the fiscal year 2018 budget. 233 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Department Goal: 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.) Department Objective: Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. Performance Measures: 0 *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. Community Survey results of the percent rated positively Su 10 -rim sm. some new measures 234 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Acres of Developed Parkland 1,506 1,511 1,511 1,516 1,519 Acres of Undeveloped Parkland 186 186 186 187 189 Total Acres of Parkland 1 692 1 697 1 697 1,703 1,708 Total Acres per 1,000 Population used 2010 US Census 24.93 25.01 25.01 25.10 25.17 Total Non -Parkland* - 200 200 200 200 0 *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. Community Survey results of the percent rated positively Su 10 -rim sm. some new measures 234 Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City 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. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) U *Starting FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWS. Promote Environmental Sustainablilty 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. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Increase the number of trees planted in City ROWS. ITrees planted 1 160 1 136 1 184 1 155 1 138 1 0911 FY 2013 1 FY 2014* FY 2015 FY 2016 1 FY 2017 Operating Expenses $2,669,370 $2,934,076 $2,809,233 $2,932,764 $3,256,813 Per Capita used 2010 US Census $39.34 $43.24 $41.40 $43.22 $47.99 Per Acre Cost $1,578 $1,547 $1,481 $1,541 $1,707 U *Starting FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWS. Promote Environmental Sustainablilty 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. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Increase the number of trees planted in City ROWS. ITrees planted 1 160 1 136 1 184 1 155 1 138 1 0911 Activity Summary Activity: Park Maintenance Administration (530100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 04911 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 189,146 $ 146,710 $ 152,855 $ 163,611 $ 176,303 $ 181,115 Total Revenues $ 189,146 $ 146,710 $ 152,855 $ 163,611 $ 176,303 $ 181,115 Expenditures: Personnel $ 160,107 $ 117,498 $ 115,269 $ 121,723 $ 128,576 $ 132,433 Services 24,153 22,887 34,317 34,385 42,617 43,469 Supplies 4,886 6,325 3,269 7,503 5,110 5,212 Total Expenditures $ 189,146 $ 146,710 $ 152,855 $ 163,611 $ 176,303 $ 181,115 Personnel Services - FTE 2015 2016 2017 2018 2019 CledUTypist -Parks&Forest 1.00 - - - - Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 1.00 1.00 1.00 1.00 04911 Activity Summary Activity: Park Maintenance Operations (530200) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Personnel Services - FTE 2015 2015 2016 2017 2019 2018 2019 2020 3.00 2.00 Actual Actual Actual - Revised Budget Prosection Revenues: 5.00 5.00 4.00 4.00 4.00 M.W. II - Honculture - General Revenues Subsidy $ 1,802,124 $ 1,964,321 $ 2,186,319 $ 2,399,473 $ 2,760,935 $ 2,654,150 Use Of Money And Property 1.00 1.00 1.00 1.00 1.00 Sr MW- Honculture Specialist - - Rents 1.00 172,516 197,097 240,435 1.00 201,630 220,940 220,940 Royalties & Commiss 11.00 2,398 3,254 4,116 15.00 3,250 4,120 4,120 Intergovernmental 2018 2019 Natural Area Management Projects $ - $ 100,000 Fed lntergovnt Revenue 36,608 - - 10,000 - - - Disaster Assistance - 1,294 2,445 - - - - OtherStateGrants 2,933 - - 15,000 - - - Charges For Fees And Services - 15,000 Other Operating Equipment 10,000 - Culture & Recreation 104,681 108,744 113,367 - 98,240 113,370 113,370 Miscellaneous 8,000 5,000 Total Capital Outlay $ 38,000 $ 241,000 Contdb&Donations 2,450 5,125 10,000 5,130 - - Misc Merchandise 1,400 339 365 340 370 370 Other Misc Revenue 6,525 19,309 170 19,270 170 170 Other Financial Sources Sale Of Assets 1,408 820 1,670 Total Revenues $ 2,134,337 $ 2,301,454 $ 2,556,441 $ 2,727,333 $ 3,099,905 $ 2,993,120 Expenditures: Personnel $ 1,196,263 $ 1,315,011 $ 1,483,184 $ 1,622,442 $ 1,703,698 $ 1,754,809 Services 751,323 752,511 805,822 835,983 865,665 882,978 Supplies 154,090 177,198 212,952 230,908 289,542 295,333 Capital Outlay 32,661 56,734 54,484 38,000 241,000 60,000 Total Expenditures $ 2,134,337 $ 2,301,454 $ 2,556,441 $ 2,727,333 $ 3,099,905 $ 2,993,120 Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Parks - 1.00 3.00 2.00 2.00 M.W.I-Athletic Fields - - - 1.00 1.00 M.W. II -Parks 5.00 5.00 4.00 4.00 4.00 M.W. II - Honculture - 1.00 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- Honculture Specialist - - 1.00 1.00 1.00 Sr MW- Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 11.00 12.00 15.00 15.00 15.00 Capital Outlay 2018 2019 Natural Area Management Projects $ - $ 100,000 Laser Grade Ball Fields 15,000 10,000 Automatic Locks for Restrooms - 75,000 Soccer Field Improvements - 21,000 Backyard Abundance Improvements - 15,000 Bocce Ball court - 15,000 Other Operating Equipment 10,000 - Dugout Benches 5,000 - Inigatlon Improvements 8,000 5,000 Total Capital Outlay $ 38,000 $ 241,000 Activity Summary Activity: Forestry (530300) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 30,586 47,057 40,402 69,718 75,277 76,783 General Revenues Subsidy $ 379,104 $ 376,234 $ 462,682 $ 569,137 $ 624,107 $ 640,894 Other City Taxes 2015 2016 2017 2018 2019 Utility Franchise Tax 9,017 8,742 7,367 8,950 7,370 7,370 Intergovernmental 1.00 1.00 1.00 1.00 1.00 Fed lntergovnt Revenue 4,140 - - - - - Miscellaneous 1.00 1.00 1.00 1.00 1.00 Contdb&Donations 20,200 21,000 21,086 21,000 21,090 21,090 Transfer In -Govt Activities 73,290 78,624 74,312 78,275 79,864 82,092 Total Revenues & Transfer In $ 485,751 $ 484,600 $ 565,447 $ 677,362 $ 732A31 $ 751,446 Expenditures Personnel $ 280,182 $ 278,703 $ 307,588 $ 333,158 $ 436,693 $ 449,793 Services 174,983 158,840 217,457 274,486 220,461 224,870 Supplies 30,586 47,057 40,402 69,718 75,277 76,783 Total Expenditures $ 485,751 $ 484,600 $ 565,447 $ 677,362 $ 732A31 $ 751,446 Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. I - Forestry - - - - 2.00 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 5.00 04917 Activity Summary Activity: CBD Maintenance Operations (535100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues: General Revenues Subsidy Licenses And Permits General Use Permits Food & Liq Licenses Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M. W. II - CBD Sr M.W. - CBD Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 366,596 $ 184,457 $ - $ - $ - $ 8,051 11,398 - - - - 2,400 $ 377,047 $ 195,855 $ - $ - $ - S $ 213,004 $ 22,456 $ - $ - $ - S - 137,719 172,819 - - - - 26,324 580 $ 377,047 $ 195,855 $ - $ - $ - S 2015 2016 2017 2018 2019 2.00 2.00 3.00 3.00 0RI!] rel AMIArAZYK61»01TArIQ01K The Cemetery's division budget is organized into two division: Cemetery Operations and Cemetery Perpetual Care. The Cemetery Operations manages Oakland Cemetery, and Perpetual Care manages maintenance items within the cemetery. 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. The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the General Fund in fiscal year 2017. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Staff plotted an additional 26 lots of • Need for mapping of the 4 out lots. usable space in the Oakridge • Monument repairs in the older section on March of 2017. All but sections of the cemetery. one of the new lots has been sold. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 supplies expenditures decreased $5,478 or 37.51 % primarily due to an estimated decrease in the number of sold cemetery plots that are purchased back and resold. The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in the fiscal year 2018. oz, 9] FY2017 FY2018 FY2019 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 supplies expenditures decreased $5,478 or 37.51 % primarily due to an estimated decrease in the number of sold cemetery plots that are purchased back and resold. The Cemetery shop roof replacement is budgeted at $51,750 in the Capital Projects Fund in the fiscal year 2018. oz, 9] GOALS, OBJECINES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. Performance Measures: 241 Activity Summary Activity: Cemetery Operations (540100) Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation Revenues: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Miscellaneous Contdb & Donations Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cemetery Supervisor M.W. II -Cemetery M.W. III -Cemetery Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 208,775 $ 188,725 $ 229,837 $ 244,322 $ 250,702 $ 261,025 40,135 42,843 45,814 40,097 42,930 42,930 400 200 50 200 - - 71,450 89,300 63,630 77,708 74,793 74,793 $ 320,760 $ 321,068 $ 339,330 $ 362,327 $ 368A25 $ 378,748 $ 248,139 $ 253,032 $ 267,895 $ 285,119 $ 295,447 $ 304,311 57,904 54,106 62,760 62,605 63,853 65,130 14,717 13,930 8,675 14,603 9,125 9,308 $ 320,760 $ 321,068 $ 339,330 $ 362,327 $ 368A25 $ 378,748 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 Activity Summary Activity: Cemetery Perpetual Care (540500) Fund: Cemetery Perpetual Care Fund (1024) Division: Cemetery Operations Department: Parks and Recreation Revenues: Use OF Money And Property Interest Revenues Total Revenues Expenditures: Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ - S - $ 606 $ 380 $ 610 $ 610 $ - S - $ 606 $ 380 $ 610 $ 610 $ - $ - $ 1,860 $ 2,350 $ 1,750 $ 1,785 166 1,000 1,000 1,020 $ - $ - $ 2,026 $ 3,350 $ 2,750 $ 2,805 rz% 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 2017: • 61,117 cardholders • 1,307,140 circulation • 83,104 computer users; 1,130,391 Wi-Fi users • 37,618 attended children's programs • 12,324 social media followers 243 Recent Accomplishments: • Regular Bookmobile service began June, 2017 • Registered 323 babies, 2,775 children, 397 teens and 1,037 adults for Summer Reading Program • Launched the MyICPL app and introduced redesigned website • Began events to mark the 25th anniversary of the Friends Foundation • Took measures to inform users of their privacy rights Upcoming Challenges: • Monitor and improve Bookmobile service • Work around remodeling of the Computer Lab and reconstruction of the Ped Mall in 2018 and 2019. • Continue library website improvements • Continue the STEAM festival and increase participation in Summer Reading Program • Improve staff training to maintain a safe and secure space • Conclude celebrating the 25th anniversary of the Friends Foundation Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 library levy property taxes are estimated to increase $51,619, or 5.59% from fiscal year 2018. The Library Materials budget increased by 1 % in fiscal year 2019. Service expenditures decreased by $31,835 or 4.78% primarily due to a one-time software startup expenditure 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. In fiscal year 2019, a project is budgeted for Library HVAC repairs for $25,800. 244 FY2017 FY2018 FY2019 Total FTE's 44.17 44.17 44.17 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Fiscal year 2019 library levy property taxes are estimated to increase $51,619, or 5.59% from fiscal year 2018. The Library Materials budget increased by 1 % in fiscal year 2019. Service expenditures decreased by $31,835 or 4.78% primarily due to a one-time software startup expenditure 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. In fiscal year 2019, a project is budgeted for Library HVAC repairs for $25,800. 244 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City STAR Objective: Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Department Goal: The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Department Objective: Work with the ICCSD, preschools and summer programs to help children sign up for a library card and participate in summer reading programs. Performance Measures: Children Registering for Summer Reading Programs Community Survey results of the percent rated positively Subject I FY 2013 1 FY 2014 1 FY 2015 1 FY 2016 1 FY 2017 Public Libraries 1 94% 1 N/A I N/A I N/A 1 95% * Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Advance Social Justice and Racial Equity 0 Department Goal: 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. Department Objective: Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. 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 2018 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Goal 2,178 1 3,160 1 3,298 1 3,011 1 3,142 1 3,300 Community Survey results of the percent rated positively Subject I FY 2013 1 FY 2014 1 FY 2015 1 FY 2016 1 FY 2017 Public Libraries 1 94% 1 N/A I N/A I N/A 1 95% * Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Advance Social Justice and Racial Equity 0 Department Goal: 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. Department Objective: Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. Performance Measures: Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. rzr.7 FY 2018 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Goal New New New New 192 195 Measure Measure Measure Measure rzr.7 Strategic Plan Goal STAR Objective Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Introduce Bookmobile Service. Improve equitable access to library services. Community Members Visits to the Bookmobile Per Week FY 2018 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Goal New New New New 509 520 Measure Measure Measure Measure Activitv Summa Activity: General Library (550100) Division: Library Operations Fund: General (1000) Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 3,214,383 $ 3,307,949 $ 3,550,709 $ 3,774,623 $ 3,790,246 $ 3,929,027 Property Taxes 826,291 837,043 891,992 923,122 976,555 996,086 Other City Taxes Gas/Electric Excise Tax 13,747 12,393 11,828 11,260 11,285 11,511 Mobile Home Tax 1,103 1,062 1,061 1,060 1,060 1,081 Use Of Money And Property Rents 80,757 43,475 24,000 24,000 26,000 26,000 Royalties & Commiss 2,315 2,469 2,361 2,440 2,340 2,340 Intergovernmental Property Tax Credits 16,696 33,235 25,297 25,833 28,042 28,042 Local 28E Agreements 435,601 466,160 500,494 466,150 538,860 538,860 Charges For Fees And Services Library Charges 39 22 39 - - - Miscellaneous Library Fines & Fees 166,785 155,519 154,425 155,520 154,420 154,420 Misc Merchandise 63 1,132 11 1,130 - - Other MiscRevenue 15,697 9,220 14,905 9,330 14,890 14,890 Other Financial Sources Sale Of Assets 1,043 2,173 467 - - - Transfer In -Bus Type Funds 55,000 - - - - - Total Revenues & Transfer In $ 4,829,520 $ 4,871,852 $ 5,177,588 $ 5,394,468 $ 5,543,698 $ 5,702,257 Expenditures: Personnel $ 4,091,765 $ 4,139,871 $ 4,416,362 $ 4,590,395 $ 4,768,549 $ 4,911,605 Services 584,635 569,952 616,462 665,830 633,995 646,675 Supplies 143,250 148,126 131,756 138,243 141,154 143,977 Capital Outlay 9,870 13,903 13,009 Total Expenditures $ 4,829,520 $ 4,871,852 $ 5,177,588 $ 5,394,468 $ 5,543,698 $ 5,702,257 Personnel Services - FTE 2015 2016 2017 2018 2019 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 l 5.50 5.63 5.63 5.63 5.63 Library Assistant II 1.00 1.00 1.00 1.00 1.00 Library Assistant 111 5.23 5.36 6.36 6.36 6.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.75 2.38 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. 11- 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 Relafions 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 42.27 43.27 43.27 43.27 Activitv Summa Activity: Library Materials (550200) Division: Library Operations Fund: General (1000) Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 650,421 $ 650,212 $ 661,010 $ 667,570 $ 674,245 $ 674,245 Total Revenues $ 650,421 $ 650,212 $ 661,010 $ 667,570 $ 674,245 $ 674,245 Expenditures: Capital Outlay $ 650,421 $ 650,212 $ 661,010 $ 667,570 $ 674,245 $ 674,245 Total Expenditures $ 650,421 $ 650,212 $ 661,010 $ 667,570 $ 674,245 $ 674,245 Capital Outlay 2018 2019 Adult Library Materials $ 564,550 $ 560,195 Children's Library Materials 103,020 114,050 Total Capital Outlay $ 667,570 $ 674,245 oz, 1.3 Activity Summary Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001) Division: Library Operations Department: Library Expenditures: 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: 33,336 Services 48,505 25,568 39,013 Use Of Money And Property 27,378 27,926 Supplies 3,716 98,808 30,257 Interest Revenues $ 3,006 $ 2,626 $ 5,136 $ 2,630 $ 5,140 $ 5,140 Intergovernmental 8,000 Total Expenditures $ 123,246 $ Operabng Grants 84,126 81,847 87,692 81,850 82,690 82,690 Charges For Fees And Services Personnel Services - FTE 2015 Refuse Charges 77 256 275 260 270 270 Miscellaneous - 0.50 0.50 0.50 Misc Merchandise 2,956 2,670 1,426 2,670 1,430 1,430 Other Misc Revenue 20,139 19,368 18,049 19,370 19,050 19,050 Printed Materials 15,224 15,130 14,928 15,130 14,930 14,930 Total Revenues $ 125,528 $ 121,897 $ 127,506 $ 121,910 $ 123,510 $ 123,510 Expenditures: Personnel $ 22,689 $ 28,533 $ 29,250 $ 30,393 $ 32,365 $ 33,336 Services 48,505 25,568 39,013 18,619 27,378 27,926 Supplies 3,716 98,808 30,257 75,659 26,903 27,441 Capital Outlay 48,336 33,599 12,722 8,000 Total Expenditures $ 123,246 $ 186,508 $ 111,243 $ 132,671 $ 86,646 $ 88,703 Personnel Services - FTE 2015 2016 2017 2018 2019 Library Assistant l - - 0.50 0.50 0.50 Library Assistant 111 0.50 0.50 - - - Library Clerk 0.25 Total Personnel 0.75 0.50 0.50 0.50 0.50 Capital Outlay 2018 2019 IT Hardware $ 8,000 $ Total Capital Outlay $ 8,000 $ - /k P] Activitv Summa Activity: Library Gifts and Bequests Division: Library Operations (550400) Activity Summary $ $ 2018 - - Fund: Library Gifts (1001) Department: Library 2019 6,500 6,500 2015 2016 2017 2018 2019 2020 Fund: Library Gifts (1001) Actual Actual Actual Revised Budget Projection Revenues: Department: Library 2015 2016 Miscellaneous 2018 2019 2020 Actual Actual Contnb&Donations $ 150,344 $ 189,993 $ 229,713 $ 213,932 $ 138,800 S 138,800 Other Misc Revenue 2,372 4,235 5,274 4,230 12,000 5.000 Total Revenues $ 152,716 $ 194,228 $ 234,987 $ 218,162 $ 150,800 S 143.800 Expenditures: Contnb&Donations $ 36,140 $ 8,726 $ 60,670 $ 21,000 Personnel $ - $ - $ 8,597 $ 53,087 $ 57,041 $ 58,753 Services 21,000 13,203 32,237 60,670 28,157 15,926 27,785 28,341 Supplies 28,964 28,168 21,663 28,820 $ 21,768 22,203 Capital Outlay 250 3,082 3,653 1,552 $ - $ - 6,500 Total Expenditures $ 45,249 $ 64,058 $ 59,970 $ 97,833 $ 113,094 $ 109,297 Personnel Services - FTE 2015 2016 2017 2018 2019 Library Assistant 111 0.40 0.40 OAO Total Personnel - - 0.40 0.40 OAO Capital Outlay Other Operating Equipment Total Capital Outlay Activity Summary $ $ 2018 - - $ $ 2019 6,500 6,500 Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001) Division: Library Operations Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contnb&Donations $ 36,140 $ 8,726 $ 60,670 $ 21,000 $ 60,670 S 60.670 Total Revenues $ 36,140 $ 8,726 $ 60,670 $ 21,000 $ 60,670 $ 60,670 Expenditures: Services $ - $ 250 $ - $ - $ - CapitalOutlay 61,674 54,689 67,644 21,000 47,000 65,000 Total Expenditures $ 61,674 $ 54,939 $ 67,644 $ 21,000 $ 47,000 $ 65,000 Capital Outlay 2018 2019 Adult Library Materials $ 15,000 $ 35,000 Children's Library Materials 6,000 12,000 Total Capital Outlay $ 21,000 $ 47,000 Q111 Activitv Summa Activity: Library Replacement Reserves Division: Library Operations (550800) Fund: Library Replacement Reserves (1006) Department: Library 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Transfer In: Transfer In From General Fund $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Total Transfer In $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Expenditures: Supplies $ - $ 56,059 $ 6,715 $ 28,000 $ 6,715 $ 15,000 Capital Outlay 21,004 15,337 20,000 Total Expenditures $ 21,004 $ 71,396 $ 6,715 $ 48,000 $ 6,715 $ 15,000 Capital Outlay 2018 2019 Operating Equipment Replacement $ 20,000 $ Total Capital Outlay $ 20,000 $ - 251 I I:3:7e1 Wd 7911101117A I Is] [el a s [a 4 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 continue to 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. I:II:0:I11111l:0:r&y Recent Accomplishments: • In celebration of ICPLFF 25th anniversary, successfully introduced three new events. • Received a community grant from the Iowa City/Coralville Area Convention & Visitors Bureau for children's STEAM (Science, Technology, Engineering, Arts, and Mathematics) • Increased sales to $33,361 by volunteers at used bookstore (11 % above budget). • Received $225,480 in contributions. • Received in-kind donations valued at $60,000 for Summer Reading Program prizes. Upcoming Challenges: • Achieve increased financial goals in an increasingly competitive environment. • Introduce planned giving program. • Recruit reliable volunteers for bookstore. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. OM FY2017 FY2018 FY2019 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. OM Activity Summary Activity: Library Foundation Office (550600) Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 253 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: Miscellaneous Other Misc Revenue $ 175,818 $ 168,865 $ 201,088 $ 200,017 $ 203,992 $ 206,551 Total Revenues $ 175,818 $ 168,865 $ 201,088 $ 200,017 $ 203,992 $ 206,551 Expenditures: Personnel $ 177,663 $ 184,069 $ 185,254 $ 200,017 $ 200,535 $ 206,551 Total Expenditures $ 177,663 $ 184,069 $ 185,254 $ 200,017 $ 200,535 $ 206,551 Personnel Services - FTE 2015 2016 2017 2018 2019 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 2.00 253 Since opening in 1981 The Iowa City/Johnson County Senior Center (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 goals have remained consistent: to promote health, well-being, and independence and remove negative stigmas associated with growing older. We want to help adults stay active, curious, and connected so that growing older is a positive experience for each person. The Center offers a variety of classes, activities, volunteer opportunities, and services. The programs and services we offer meet the needs and interests of participants and community members. They also 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 make the most of their individual potential and challenge popular ageist stereotypes. The positive impact The Center has on the lives of participants is best described by the participants themselves. Common themes are developing new friendships, learning about new things, having a renewed sense of purpose, becoming more connected to the community, and having fun. As stated by one person, "In retirement I need social contact with people and a sense of purpose. Senior Center activities help with that. I have volunteered and taken multiple classes, so I am not staying home alone." 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 (1000) Senior Center Administration supports the Center's staff; the facility's maintenance, operation, security, and use; programming and services; and financial management and development. It supports the work of advisory groups, including the Senior Center Commission, participant -based advisory committees, and ad hoc committees, and collaboration with area businesses and the University of Iowa to enrich programming and serve as an educational resource. Administration supports services provided at The Center that require a designated space to operate. These programs require varying degrees of oversight, organization, scheduling, IT support, volunteer support, and problem solving. These services are open to all members of the 254 community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer Lawyers; University of Iowa Counseling Services; the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning. In addition, the Visiting Nurse Association offers health care clinics; Elder Services, Inc. serves noon congregate meals five days a week; and TRAIL of Johnson County provides services that help older adults remain in their own homes. All the services offered extend The Center's reach out into the community bringing in people of all ages, from all walks of life. Senior Center Programs (1000) There are four budget subdivisions in the Programs activity: • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are often open to non-members or intergenerational. A volunteer based Program Committee is active in determining the triannual 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 performances, movies, or speakers. The Center's Barn Dances and Family Folk Machine concerts would fall into this category. They often have sponsors and community partners and involve many volunteers. • Senior Center Television (SCT19- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television for homebound elderly and community members to see. They also are involved with creative endeavors and have a channel on YouTube to increase outreach. Finally, SCTV provides tech support for members and participants on a scheduled and walk-in basis. 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 deplete the funding in this account by purchasing equipment and upgrades that will transition room 103 into a fitness room. The account should be depleted in FY2018 and all future donations will be directed to the Friends of The Center or operational budget in accordance with donor wishes. HIGHLIGHTS • At the end of FY2017 there were 1554 members with 9.1% on low-income scholarships. Membership is not required to participate in many of The Centers programs and services. OW • Volunteer support continues to be a cornerstone of The Center's success. In FY2017 there were 628 volunteers who donated 26,650 hours of service. This is the equivalent of nearly 13 FTEs. • There was a total of 120,563 recorded visits (duplicated) to The Center in FY2017. 110,872 were to one of the 10,226 activities sponsored by the Center; 9,691 were to activities hosted by an outside organization. • The classroom environment was improved with the purchase of 64 classroom tables. The new tables are narrower than the previous tables. This facilitates classroom set-up, increases the variety of classroom configurations, makes it possible to accommodate a few more students per class, and promotes improved student interaction. • Community services expand The Center's outreach into the surrounding community. In FY2017 the Visiting Nurses Association had 785 health clinic visits and Elder Services, Inc. served 5808 meals. Honoring Your Wishes had 69 consultations for advanced care planning and 5 workshops attended by 48 community members. The AARP tax aide and Volunteer Lawyer programs had 335 and 61 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors did 885 consultations and 10 Medicare workshops attended by 247 community members. • To reduce program expenses, avoid duplication of services, and offer the highest quality programs The Center partnered with 118 community organizations in fiscal year 2017. • Diversifying operational funding continues to be a high priority. In FY2017 The Center's contribution to the operational budget (from Friends, grants, fundraising, fees, donations, etc.) increased from the previous year by $40,515. • The Center received $34,616.47 from the Friends of The Center Senior Center Endowment in FY2017 and an additional $12,848 from Friends to help fund special events and the purchase of new classroom tables. • Cost recovery increased slightly from 28% in FY2016 to 29% in FY2017. • Staff continues to work closely with Friends of The Center to reorganize the Board. The Articles of Incorporation, By-laws, and operating policies have been re -written or developed and approved by an interim Board of Directors. • Due to difficulties in hiring a Development Specialist in FY2017, the staff has maintained a leadership role in fundraising for Friends with help from consultants and interim Board of Director members of Friends of The Center. Despite challenges, in FY2017 Friends saw a $20,414 increase in fundraising over the previous year. • The Center began providing 20 hours/week of operational space to TRAIL of Johnson County in FY2017. TRAIL is a nonprofit organization that helps older adults remain in their own homes as they age by providing volunteer assistance and other services. Recent Accomplishments: • In March of FY2017 award-winning architect, Zach Benedict, an expert on age friendly communities, spent a day in Iowa City. Benedict met with City staff, students and faculty in the UI School of Urban and Regional Planning and concluded his day with a presentation at The Center titled: The Power of Place. He stressed the importance of multigenerational neighborhoods that support wellness with features like walkability, social opportunities, intellectual stimulation, and available services. OW • In June of 2017 at the Iowa City Arts Festival, The Center's intergenerational Family Folk Machine and the local folk band the Awful Purdies concluded their 10 -month long project, Wasn't That a Time? A community recollection and songwriting project. Funded in part by a $9,000 grant from the Iowa Arts Council, the project involved gathering memories from chorus and community members and turning the memories into songs. Despite searing heat, hundreds of audience members at the Arts Festival enjoyed the performance. • It is not just the large community events participants enjoy. Center participants value all Center programs and services, providing an overall satisfaction rating of 94%. • The Center's operational policies are being reviewed, revised, and reorganized by the Senior Center Commission in preparation for the reaccreditation process with the National Institute of Senior Centers, a subunit of the National Council on Aging. National accreditation demonstrates to the community that The Center meets or exceeds national standards of operation in the areas of: 1) Purposes and Planning; 2) Governance; 3) Programming; 4) Evaluation; 5) Community Connections; 6) Facility and Operations; 7) Fiscal Management; 8) Administration; and 9) Records and Reports. • The Friends of The Center Senior Center Endowment received a $35,122 anonymous donation in August of 2017. • Staff members recently pulled together a 5 -year facility capital improvement plan that will facilitate both the regular maintenance of the building and financial planning. • The Center continues to challenge age -based stereotypes that have a negative impact on the quality of life of older adults. For instance, The Center just organized a monthly Intergenerational Social Group. A planning committee of older adults and college students organizes monthly events for community members of all ages to gather, interact and promote a greater understanding between generations. • The AgeMore theme will continue to be used on all marketing through 2018. Upcoming Challenges: • Continue efforts to diversify funding and decrease reliance upon local tax dollars. • Evaluate efficacy of The Center's current revenue streams and determine if modifications need to be made. • Succession planning that includes a review of current job descriptions and modifications where appropriate. • Identify staff members who will be directly involved in fundraising and provide access to appropriate training. • Hire a Development Specialist. • Complete reaccreditation process in 2018. • Maintain Senior Center Commission in meaningful involvement with Center operations and decision making. • Launch and promote use of Friends of The Center website. • Take final steps in creating a Friends Board of Directors that will take an active/supportive role in fundraising and financial planning. • Maintaining current level of programs and services during completion of the wallpaper, skim coating, and painting of walls and woodwork in second floor classrooms. QYA • Maintain creative marketing to attract participants and challenge ageist stereotypes. • Maintain high quality programs and services that meet the changing needs and interests of a diverse community. • Maintain a welcoming environment for people from all backgrounds. • Evaluate attrition in Senior Center memberships. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 personnel expenditures increased by $22,249 or 3.49% for the estimated salary and benefit costs over fiscal year 2018. Capital outlay budgeted in fiscal year 2019 includes $14,000 for two UV air filtration devices to complete the HVAC air filtration project and $14,000 for tables. OW -3 FY2017 FY2018 FY2019 Total FTE's 7.00 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The fiscal year 2019 personnel expenditures increased by $22,249 or 3.49% for the estimated salary and benefit costs over fiscal year 2018. Capital outlay budgeted in fiscal year 2019 includes $14,000 for two UV air filtration devices to complete the HVAC air filtration project and $14,000 for tables. OW -3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods Throughout the City Department Goal: To promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and life- long engagement. Department Objective: Each trimester throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional, environmental, intellectual/cognitive, physical, professional/vocational, social, and spiritual. Performance Measures: Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 Overall Satisfation > 95% 91% 96% 91% 95% 94% Rating — E a E a E a E n E�> E� E� E 05E E 05E E LL � > Q U) � > > Q U) � > > Q � L U) L U) >C >C >C ✓ ✓ ✓ 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. Random Class Evaluations (done throughout the year) 04.X1 Goal FY 2013 FY 2014 FY 2015 I FY 2016 FY 2017 Overall Satisfation > 95% 91% 96% 91% 95% 94% Rating — 04.X1 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Enable adults to maintain healthy, active lifestyles by integrating physical activity into their daily routines. Support goal through programs and services offered. Number of Fitness Classes and Dances each trimester* (for members, community, and special needs) FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 New New New Gallery Walk participant 3 3 m Measure Measure � New New New Center art exhibits 11 9 aj E- Measure 05 E Center arts and crafts classes and New New New 82 139 Performances D ri Measure Support of art festival New m New m Measure Measure Measure m U) m New New New NA 41 40 41 37 38 Measure Measure Measure * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Provide a broad range of arts and cultural resources and activities that encourage participation and creative self-expression. Support community engagement, creative self-expression, and social interaction through the arts FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New New New Gallery Walk participant 3 3 Measure Measure Measure New New New Center art exhibits 11 9 Measure Measure Measure Center arts and crafts classes and New New New 82 139 Performances Measure Measure Measure Support of art festival New New New Measure Measure Measure Strategic Plan Goal Department Goal: Maintain a Solid Financial Foundation To enhance financial stability of the Center. Department Objective: 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. Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Members 1,545 1,595 1,620 1,618 1,554 Percent of Participation 5% annual New 27% $23,077 $30,380 $34,250 Percent of Members $34,616 5% 11% 12% 15% New increase Measure 2.3% 31.6% 12.7% 1.8% 0.7% New New (Goal of 1 - 2% increase)* Measure Measure Change in Percent in FYI 120% 9% 25% Measure Measure Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage Goal Goal FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 New $60,000 by Percent of Participation 25% 29% 27% $23,077 $30,380 $34,250 $34,877 $34,616 FY 2020 Change in Percent New New EContribution e in Contribution 2.3% 31.6% 12.7% 1.8% 0.7% Cost Recovery Percentage Goal FY 2013 FY 2014 FY 2015 I FY 2016 FY 2017 35% by New Percent of Participation 25% 29% 27% 28% 29% FY 2019 Measure Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. To promote a positive image of aging and combat agism. Participation of racial minorities in Senior Center Programming (Based on Annual On-site Demographic Survey) * At least until levels reflect community demographics of the 50 + population 04.1 FY 2013 I FY 2014 I FY 2015 FY 2016 I FY 2017 New Percent of Participation 5% 4% 5% NA Measure Change in Percent New New No survey 1% 1% (Goal of 1 - 2% increase)* Measure Measure in FYI * At least until levels reflect community demographics of the 50 + population 04.1 Percent of Members who participate in the low-income scholarship program. Goal FY 2013 FY 2014 FY 2015 I FY 2016 FY 2017 New New 9-11% 10% 10% 9% Measure Measure m To be eligible for for the low-income scholarship program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program, 2) Recipient of Medicaid benefits, 3) Participant in the SNAP program, 4) Participant in the Iowa City Assisted housing program, 5) Recipient of Supplemental Security Income (SSI), or Participate in the Elderly or Social Security Disability income Credit Claim on Real Estate or State Rent Reimbursement. According to the Iowa State Univesity Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However,the poverty rate for the county as a whole is much higher in the range of 13 - 14%. Each trimester** had a Minimum of 5 Successful Programs Targeting At -Risk and In Need Adults Over 50 Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 M m m E a E a E E E E co E�> E� E� E co E co E LL � > Q V) � > > Q V) � > > Q � L U) L U) U) >C >C >C ✓ ✓ ✓ New ✓✓✓✓✓✓✓✓ New ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Measure Each trimester** had a Minimum of 1 Program/Presentation Focused on an Issue Related to Aging/Agism Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 M M m E I E E E E E n E�> E� E� E cn E co E LL � > Q V) � > > Q V) � > > Q � L � L U) >C >C >C ✓ ✓ ✓ New New New ✓ ✓ ✓ ✓ ✓ ✓ Measure Measure Measure ** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. 01M Activity Summary Activity: Senior Center Administration (570100) Fund: General (1000) Division: Senior Center Operations Department: Senior Center Personnel Services - FTE 2015 2015 2016 2018 2017 Development Specialist - Sr Center 2018 2019 0.50 2020 0.50 M. W. III - Senior Center Actual Actual 1.00 Actual 1.00 Revised Budget 1.00 Prosection Revenues: 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 General Revenues Subsidy $ 616,579 $ 577,447 $ 624,076 $ 685,692 $ 699,523 $ 721,246 Use OF Money And Property 1.00 1.00 1.00 Volunteer Specialist -Sr Center 1.00 1.00 1.00 1.00 1.00 Total Personnel Rents 6.50 2,312 2,107 7.00 12,609 13,970 12,610 2018 12,610 Royalties & Commiss 287 235 44,144 $ 156 Building Improvements 230 160 160 Intergovernmental Total Capital Outlay $ 67,719 $ 28,000 Local 28E Agreements 59,224 59,224 59,224 59,220 60,000 60,000 Charges For Fees And Services Culture & Recreation 54,229 48,586 61,555 69,000 63,000 63,000 Misc Charges For Svc 85 - - - - - Parking Charges 21,640 29,730 25,885 32,000 26,000 26,000 Miscellaneous Contdb&Donations 48,032 45,489 38,859 60,000 64,000 64,000 Misc Merchandise 5,341 3,238 5,496 3,240 5,500 5,500 Other Misc Revenue 1,612 2,479 16,074 27,250 3,092 3,092 Other Financial Sources Sale OF Assets 889 Total Revenues $ 809,341 $ 768,535 $ 844,823 $ 950,602 $ 933,885 $ 955,608 Expenditures: Personnel $ 550,984 $ 543,357 $ 589,063 $ 638,291 $ 660,540 $ 680,356 Services 202,920 193,726 192,671 220,241 219,272 223,657 Supplies 30,681 29,328 25,669 24,351 26,073 26,594 Capital Outlay 24,756 2,124 37,420 67,719 28,000 25,000 Total Expenditures $ 809,341 $ 768,535 $ 844,823 $ 950,602 $ 933,885 $ 955,608 Personnel Services - FTE 2015 2016 2017 2018 2019 Development Specialist - Sr Center - - 0.50 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 7.00 7.00 7.00 Capital Outlay 2018 2019 Other Operating Equipment $ 44,144 $ 14,000 Building Improvements 23,575 14,000 Total Capital Outlay $ 67,719 $ 28,000 01-N Activity Summary Activity: Senior Center Programs (570200) Fund: General (1000) Division: Senior Center Operations Department: Senior Center Revenues: General Revenues Subsidy Intergovernmental Other State Grants Charges For Fees And Services Culture & Recreation Misc Charges For Svc Miscellaneous Contdb & Donations Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ - $ 2,138 $ 10,646 $ 3,266 $ - $ - 9,000 10,057 8,800 9,347 7,750 10,230 10,230 16,517 17,569 18,471 17,570 18,470 18,470 - 1,000 320 - - - 1,251 1,381 783 1,380 850 850 2,753 4,140 5,863 16,250 15,500 15,500 $ 30,578 $ 35,028 $ 54,431 $ 46,216 $ 45,050 $ 45,050 $ 2,261 $ 16,091 $ 15,217 $ 17,313 $ 17,388 $ 17,910 6,874 7,009 25,938 12,741 11,450 11,679 10,155 11,928 13,276 16,162 11,632 11,865 $ 19,290 $ 35,028 $ 54,431 $ 46,216 $ 40,470 $ 41,453 Activity Summary Activity: Senior Center Programs (570200) Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center Revenues: Charges For Fees And Services Culture & Recreation Miscellaneous Contdb & Donations Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Proiecti $ 4,043 $ - $ - $ - $ - $ 950 5 $ 4,998 $ - $ - $ - $ - $ $ 2.691 $ - $ - $ - $ - $ - 2.080 316 - - - - 1.411 36 $ 6.182 $ 352 $ - $ - $ - $ 011-111 Activity Summary Activity: Senior Center Gifts and Memori (570400) Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: Supplies Capital Outlay Total Expenditures Capital Outlay Building Improvements Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 126 $ 40 $ 72 $ - $ - $ $ 126 $ 40 $ 72 $ - $ - $ $ - $ 20,077 $ - $ - $ - $ 3,237 $ - $ 20,077 $ - $ 13,237 $ - $ 2018 2019 $ 13,237 $ $ 13,237 $ NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS) ADMINISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department's four operating divisions, Administration, Development Services, Neighborhood Services (including the Housing Authority), and the Metropolitan Planning of Johnson County (MPOJC). Sustainability Iowa City is committed to being a leader in sustainability. 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 overseeing the creation of the City's first Climate Action and Adaptation Plan, annually updating the community greenhouse gas emissions reporting, and ensuring that the City completes the requirements for the three year Covenant of Mayors requirements around climate action. 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 began work to create the City's first Climate Action and Adaptation Plan in June, 2017. A Council -appointed steering committee is guiding this one year effort. A completed plan will be presented to the Council May 2018. • Completed 2015 greenhouse gas inventory using GPC protocol and submitted as a part of the Covenant of Mayors three-year commitments. • Finalized reports summarizing updated greenhouse gas data for both community -wide and municipal emissions. • Created a consumption -based inventory, which includes emissions from consumables and food through grant from Urban Sustainability Directors Network. Recent Accomplishments: • Updated community -wide and municipal greenhouse gas and completed first consumption -based emissions report as baseline for Climate Action and Adaptation Plan • Twenty-two sustainability projects completed in collaboration with University of Iowa • One of 20 cities in nation to complete second year of STAR annual indicators, available online Staffing: Upcoming Challenges: • Continuing to work on 17 actions identified in STAR workshop, especially those related to climate • Will be working with steering committee, consultant and getting public input to finalize Climate Action Plan by May 2018 • Reviewing requirements for electric vehicles and their infrastructure Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Neighborhood & Development Administration service expenditures budget decreased by $37,816 or 46.71% in fiscal year 2019 primarily due to consulting services in the fiscal year 2018 budget for the Bike Master Plan and the housing market analysis in the University impact zone. No additional studies/plans are planned for 2019. The Sustainability Services service expenditures decreased by $80,435 or 61.96%in fiscal year 2019 primarily due to $80,000 budgeted in fiscal year 2018 for the Climate Action and Adaptation Plan. 0MA FY2017 FY2018 FY2019 Total FTE's 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Neighborhood & Development Administration service expenditures budget decreased by $37,816 or 46.71% in fiscal year 2019 primarily due to consulting services in the fiscal year 2018 budget for the Bike Master Plan and the housing market analysis in the University impact zone. No additional studies/plans are planned for 2019. The Sustainability Services service expenditures decreased by $80,435 or 61.96%in fiscal year 2019 primarily due to $80,000 budgeted in fiscal year 2018 for the Climate Action and Adaptation Plan. 0MA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: 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. Greenhouse gas emissions CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total tonnes CO2e 1,269,382 1,297,657 1,331,231 987,735 857,788 Estimated population* 70,453 71,885 73,542 74.220 74,398 Tonnes CO2e per capita 18.0 18.1 18.1 13.3 12.9 * Annual population estimates from the American Community Survey Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. External Communications FY 2013 I FY 2014 FY 2015 FY 2016 FY 2017 Number of Subscribers of 0 0 0 228 691 Sustainable News e -Subscriptions New New Number of Public Outreach Events 10 12 18 Measure Measure Community Survey results of the percent rated positively *Community Survey conducted during FY 2013 and FY 2017, some new measures added in FY 2017 0i i7 Activitv Summa Activity: Neighborhood & Dvlp Admin (610100) $ 263,983 $ 237,305 $ Fund: General (1000) Division: Neighborhood & Dvlp Admin 254,819 $ Department: Neighborhood and Development Services 1,500 1,200 700 1,200 700 2015 2016 2017 2018 2019 2020 3,486 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 13,740 14,645 13,740 14,650 General Revenues Subsidy $ 247,130 $ 224,148 $ 314,755 $ 293,636 $ 255,278 $ 263,298 Charges For Fees And Services $ 263,983 $ 237,305 $ 241,601 $ 253,386 $ 254,819 $ 262,464 Building & Devlpmt 1,500 1,200 700 1,200 700 700 Miscellaneous 1,533 3,013 3,486 3,284 3,489 3,559 Code Enforcement 37,370 13,740 14,645 13,740 14,650 14,650 Other Misc Revenue 2,298 1,871 2,946 1,850 2,940 2,940 Printed Materials 8 13 14 - - - Other Financial Sources 0.50 - - - - Sale Of Assets - 4 4 - - - Transfer In -Enterprise Activities 26,010 26,270 26,795 27,197 27,877 28,435 Total Revenues & Transfer In $ 314,316 $ 267,246 $ 359,860 $ 337,623 $ 301,445 $ 310,022 Expenditures Personnel $ 263,983 $ 237,305 $ 241,601 $ 253,386 $ 254,819 $ 262,464 Services 48,800 26,928 114,773 80,953 43,137 44,000 Supplies 1,533 3,013 3,486 3,284 3,489 3,559 Total Expenditures $ 314,316 $ 267,246 $ 359,860 $ 337,623 $ 301,445 $ 310,022 Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 Clerk/NDS 0.50 - - - - Engineering Technician 0.50 - - - - NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.55 1.55 1.55 1.55 1.55 01*1 Activity Summary Activity: Sustainability Services (610150) Fund: General (1000) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Intergovernmental Operating Grants Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Sustainability Coordinator Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 137,835 $ 124,779 $ 126,929 $ 249,145 $ 192,896 $ 197,882 3,697 1,864 11 $ 139,699 $ 124,790 $ 130,626 $ 249,145 $ 192,896 $ 197,882 $ 88,745 $ 89,618 $ 103,996 $ 107,695 $ 112,758 $ 116,141 49,869 35,053 21,670 129,827 79,392 80,980 1,085 119 4,961 11,623 746 761 $ 139,699 $ 124,790 $ 130,626 $ 249,145 $ 192,896 $ 197,882 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 Activity Summary Activity: Energy Efficiency Revolving Loan (610150) Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services Revenues & Transfer In: Miscellaneous Other Misc Revenue Transfers In -Misc Total Revenues & Transfer In Expenditures: Capital Outlay Total Expenditures Capital Outlay Energy Efficiency Improvements Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 50,961 $ 50,092 43,441 $ 40,961 $ 43,440 $ 40,961 $ 63,461 $ 101,053 $ 43,441 $ 40,961 $ 43,440 $ 40,961 $ 63,461 $ - $ - $ - $ - $ 225,000 $ $ - $ - $ - $ - $ 225,000 $ IN6 2018 2019 3 - $ 225,000 3 - $ 225,000 Activitv Summa Activity: Housing Authority Administration (490100) Division: Neighborhood Services Fund: General (1000) Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: Use Of Money And Property Royalties & Commissions $ 4,307 $ 3,992 $ 3,836 $ 4,000 $ 4,130 $ 4,130 Total Revenues $ 4,307 $ 3,992 $ 3,836 $ 4,000 $ 4,130 $ 4,130 271 1011 A [Ci:1:10] C7: [ZZs] 139 A NV M:K The Neighborhood Services Division is responsible for the administration of various housing services, housing programs and revitalization efforts that focus on sustaining healthy neighborhoods. The division provides housing inspection services, facilitates communication and outreach services to neighborhood associations and coordinates Iowa City's public art and PIN Grant programs. The 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 • Microenterprise business development • Working with financial institutions • Hosting annual workshop for early stage entrepreneurs 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 CDBG and HOME Investment Partnership programs, and through the General Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund section of this budget. Neighborhood Outreach 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. Orta 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. 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 one year cycle. • The inspection of all housing related to the Housing Authority's Housing Choice Voucher Program. • Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The division has four full-time inspectors, inspecting more than 18,900 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. Donation Stations The City previously placed nine purple parking meters throughout downtown to serve as donation stations for local residents wishing to donate to local human service agencies serving the homeless. This program was discontinued at the end of FY15. 273 HIGHLIGHTS • Sub -recipients of City CDBG and HOME funds completed thirty-one affordable housing units, including new rental units and owner -occupied rehabilitation. • Maintained a two-year inspection cycle for all rental properties • To date, 58 homes have been renovated and sold as owner -occupied housing by the UniverCity Neighborhood Partnership Program. • The Shelter House Frequent Users System Engagement (FUSE) project received $25,000 in City CDBG funds and $2.7 million from the Iowa Finance Authority for the State's first ever 'housing first' homeless facility. Construction will begin Spring 2018. • Revised the Affordable Housing Location Model methodology per the City's Affordable Housing Action Plan. • Housing Inspectors completed Code Inspection for Healthier Homes training, presented by Children's Mercy Hospital, Kansas City, MO. • Completed increased inspections for the university impacted neighborhoods. Recent Accomplishments: • Approved funding for Rise Coffee Shop on Westbury Dr. • Approved $25,000 for microenterprise technical assistance to people wanting to open in-home daycares. • Hosted Building Business Basics workshop for early stage entrepreneurs, over 80 participated. Staffing: Upcoming Challenges: • Federal CDBG and HOME funds continue to be unstable. The current administration has discussed deep cuts in the near term. • Staff capacity to successfully administer all existing programs in addition to the 15 Action Steps for Affordable Housing and other strategic plan priorities. Staffing Level Change Summary: Housing Inspection will be adding 2.0 FTE full time Building Inspectors in fiscal year 2019. Housing Inspection personnel services also increased the allocation of a Building Inspector position by .10 FTE from the Iowa City Housing Authority to better align with actual cost. 274 FY2017 FY2018 FY2019 Total FTE's 11.78 11.78 13.88 Staffing Level Change Summary: Housing Inspection will be adding 2.0 FTE full time Building Inspectors in fiscal year 2019. Housing Inspection personnel services also increased the allocation of a Building Inspector position by .10 FTE from the Iowa City Housing Authority to better align with actual cost. 274 Service Level Change Summary: In anticipation of issues related to the change in occupancy regulations, inspections will be increased from every two years to every year on single household units with 4 or more bedrooms, duplexes where one of the dwellings has 4 or more bedrooms, family care units, fraternities/sororities, group homes, rooming housing, and multi -family dwelling properties older than 1996. Financial Highlights: In Community Development, capital outlay expenditures decreased by $645,030 and other financing uses decreased by $913,000 because of a reduction in the number of UniverCity homes that will be completed in fiscal year 2019. Housing Inspections personnel expenditures for fiscal year 2019 increased by $202,362 primarily due to the addition of the two housing inspectors and the transfer of the .10 FTE from Housing Authority. OW GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: Percent Citizen Complaints/Inquires are Resolved within 14 days Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New 7 10 3 3 5 87% 84% 86% 82% Measure 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. Improve the City's private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Rental Properties Converted to Single Family Homes (UniverCity) FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 8 8 7 10 3 Owner -Occupied Homes Rehabilitated (GRIP) FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 13 14 8 3 5 Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2013 FY 2014 FY 2015 FY 2016 1 FY 2017 NA NA NA NA 5 OW Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Department Objective: Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. Performance Measures: *Funding for neighborhood newsletters discontinued in FY2015. Strategic Plan Goal: Department Goal Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. FY 2013 I FY 2014 FY 2015 I FY 2016 FY 2017 Number of neighborhoods with FY 2014 FY 2015 FY2016 FY 2017 New New Estimate active leadership and established 1 10 1 10 19 16 18 Measure Measure community link.* *Funding for neighborhood newsletters discontinued in FY2015. Strategic Plan Goal: Department Goal Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. OWA FY 2018 FY 2012 FY 2014 FY 2015 FY2016 FY 2017 Estimate 10 1 10 1 10 1 6 1 7 1 13 OWA Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Department Objective: Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. FY 2018 FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 Estimate 24 1 22 1 8* 1 8 1 10 1 12 *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Neighborhood Council Meetings Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. rWe3 FY 2018 FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 Estimate 3 1 11 1 8 1 6 1 9 1 9 rWe3 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Department Objective: Coordinate communication between developers and residents through meetings and other public input opportunities. Performance Measures: Good Neighborhood Meetings (dependent upon development activity) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2018 FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 Estimate New 11 8 12 14 16 Measure Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Projects (Installation, programs, etc.) OW FY 2018 FY 2012 FY 2014 FY 2015 FY 2016 FY 2017 Estimate New 3 3 6 7 14 Measure OW Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Department Goal: Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Department Objective: 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). Performance Measures: Aid to Aaencies I FY 2012 I FY 2014 I FY 2015 I FY 2016* I FY 2017 Agencies Assisted 19 19 18 13 14 15 Average Funds per 22,261 19,932 22,084 29,131 27,050 25,093 Agency * Fewer agencies assisted as changed minimum allocation to $15,000 (previously $5,000) to provide a larger impact to a priority need. 01:L1 Activity Summary Activity: Community Development (610200) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues & Transfer In: General Revenues Subsidy Use Of Money And Property Interest Revenues Miscellaneous Contrib & Donabons Other Misc Revenue Printed Materials Other Financial Sources Loans Sale Of Assets Transfers In -Misc Total Revenues & Transfer In Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Associate Planner Building Inspector Community Development Coord Housing Rehab Specialist Code Enforcement Specialist Program Asst - Comm Devel Total Personnel Capital Outlay House Acquisitions for UniverCity Rehab Costs of UniverCity Houses Rehab Costs for the HELP Program Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection $ 658,214 $ 479,674 $ 261,850 $ 759,274 $ 447,498 $ 458,140 36,466 36,252 35,183 31,657 31,146 31,146 53,000 (59,000) (5,000) - - - 950 4,147 3,925 53,990 70,811 70,811 10 - - 1,347,062 588,505 1,219,389 1,835,826 20,000 848,663 1,008,700 673,905 673,905 647,893 1,513,000 600,000 600,000 $ 172,688 $ 190,607 $ 125,160 $ 166,263 $ 177,463 $ 182,787 349,813 256,050 298,551 261,963 263,730 269,005 13,007 11,630 2,225 365 2,167 2,210 1,645,083 584,617 778,578 1,425,030 780,000 780,000 1,154,500 1,842,500 588,000 1,513,000 600,000 600,000 $ 3,335,091 $ 2,885,404 $ 1,792,513 $ 3,366,621 $ 1,823,360 $ 1,834,002 2015 2016 2017 2018 2019 0.35 0.35 1.00 1.00 1.00 - 0.60 1.00 1.00 1.00 0.30 - - - - 1.00 - - - - - 0.50 1.00 1.00 1.00 0.10 0.10 0.63 0.63 0.63 1.75 1.55 3.63 3.63 3.63 Ijy 2018 2019 $ 850,000 $ 600,000 475,030 180,000 100,000 - $ 1,425,030 $ 780,000 Activitv Summa Activity: Neighborhood Outreach Division: Neighborhood Services (6107101610720) Department: Neighborhood and Fund: General (1000) Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 128,849 $ 176,318 $ 210,044 $ 284,873 $ 297,219 $ 305,018 Use OF Money And Property Rents 11,188 6,877 15,593 - - - Miscellaneous Misc Merchandise 192 85 (241) - - - Printed Materials 150 204 132 200 130 130 Total Revenues $ 140,379 $ 183,484 $ 225,529 $ 285,073 $ 297,349 $ 305,148 Expenditures: Personnel $ 107,576 $ 151,135 $ 186,474 $ 226,371 $ 235,172 $ 242,227 Services 12,546 21,404 29,196 31,067 34,821 35,517 Supplies 7,182 1,280 2,358 2,635 2,356 2,403 Capital Outlay 13,075 9,665 7,500 25,000 25,000 25,000 Total Expenditures $ 140,379 $ 183,484 $ 225,529 $ 285,073 $ 297,349 $ 305,148 Personnel Services - FTE 2015 2016 2017 2018 2019 Neighborhood Services Coordinator - 0.30 0.70 0.70 0.70 Associate Planner 1.00 0.75 1.00 1.00 1.00 Administrative Secretary 0.25 0.25 0.25 Total Personnel 1.00 1.05 1.95 1.95 1.95 Capital Outlay 2018 2019 Public Art $ 25,000 $ 25,000 Total Capital Outlay $ 25,000 $ 25,000 Activity Summary Activity: Housing Inspections (6107301610740) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Licenses And Permits Misc Permits & Lic Const Per & Ins Fees Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 1,600 $ - $ - $ 655,855 574,753 791,138 1,600 $ - $ - 680,000 810,000 750,000 14,000 14,000 14,000 142 2,571 1,911 - 3,000 3,000 60 90 $ 657,657 $ 577,414 $ 793,049 $ 695,600 $ 888,674 $ 914,385 $ 445,196 $ 507,909 $ 557,678 $ 591,370 $ 793,732 $ 817,544 46,080 40,455 51,361 81,323 83,415 85,083 2,500 2,898 665 2,540 11,527 11,758 $ 493,776 $ 551,262 $ 609,704 $ 675,233 $ 888,674 $ 914,385 Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 3.00 3.00 3.40 3.40 5.50 Housing Assistant 0.75 0.75 1.00 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 0.30 Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.25 5.55 6.20 6.20 8.30 01.191 Activity Summary Activity: Human Services (610820) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 0.15 0.15 Total Personnel 0.15 0.15 - - - Activity Summary Activity: Donation Stations (610830) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Miscellaneous Contnb & Donations Total Revenues Expenditures: Services Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 36 $ 356 $ - $ - $ - $ $ 315 $ - $ - $ - $ - $ $ 315 $ - $ - $ - $ - $ /iZ'I 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 319,722 $ 296,319 $ 301,371 $ 300,000 $ 300,000 $ 300,000 Total Revenues $ 319,722 $ 296,319 $ 301,371 $ 300,000 $ 300,000 $ 300,000 Expenditures: Personnel $ 13,821 $ 3,301 $ - $ - $ - $ - Services 305,901 293,018 301,371 300,000 300,000 300,000 Total Expenditures $ 319,722 $ 296,319 $ 301,371 $ 300,000 $ 300,000 $ 300,000 Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 0.15 0.15 Total Personnel 0.15 0.15 - - - Activity Summary Activity: Donation Stations (610830) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Miscellaneous Contnb & Donations Total Revenues Expenditures: Services Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 36 $ 356 $ - $ - $ - $ $ 315 $ - $ - $ - $ - $ $ 315 $ - $ - $ - $ - $ /iZ'I I] WVA1107Uk41A►III �IAUVAIs] :y 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; historic preservation programs, administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager's Office directives such as the Affordable Housing Action Plan, the STAR program, the Equity Toolkit, etc. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, Friends of Historic Preservation, etc. Building Inspection The Building Inspection Division is responsible for facilitating the Site Plan review process, Building Permit review, Building Inspections and Final Certificates of Occupancy. Building Inspection Services is also responsible for enforcement of codes and ordinances regulating the protection of the public health, safety and general welfare as it relates to the built environment and maintenance of existing structures. Review and issuance of all permits for new construction, additions, alterations, repairs and signs is a key function. The Building Inspections Services Office enforces the following construction codes: • 2015 International Building / Residential Code (adopted with local amendments) • Mechanical Code (current state adopted code) • Plumbing Code (current state adopted code) • 2015 International Fire Code (adopted with local amendments) • National Electrical Code (current state adopted code) • International Energy Conservation Code (current state adopted code) • Accessibility Code (current federal and state adopted code; local amendments for visitability / adaptability) In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign, Nuisance, Noise, Site Plan design regulations, Floodplain Management and Construction Site Runoff Ordinances, and provides staff support for the Design Review Committee. The Building Inspections Services Office provides staffing for the Board of Appeals. The Board of Appeals hears and decides appeals of orders, decisions or determinations made by City staff relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and Housing Codes. Urban Planning The Urban Planning Office promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administering zoning, subdivision and historic preservation regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city's existing residential, commercial, and employment areas while promoting new development opportunities that create long-term value for the community. The 01:11 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, notification letters, 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 District. HIGHLIGHTS • Calendar year 2016 was the busiest year on record for the Building Inspections Division in terms of permit value, with a total issued permit value of $388,427,023, over double the 10 -year average. For 2017, the Building Inspections Division is on pace to exceed well -over 2,000 building permits for at least the tenth year in a row. • Continued implementation of the Downtown and Riverfront Crossings Master Plan. Facilitated rezoning legislative processes and/or development and building code review processes for several Riverfront Crossings projects including: o The Rise, a 15 -story mixed-use project with residential, hotel and commercial uses o Hilton Garden Inn — a 12 -story hotel o Kum & Go and Fresh Market at the corner of Benton St and Riverside Drive o Sabin townhomes and parking facility, including 28 townhomes and a 600 -space parking facility 0 316 Madison St — a seven story residential building across the street from the University Wellness Center o Mixed-use building at 1301 S Gilbert St (former site of Pleasant Valley) o Mixed-use building (hotel, residential and commercial) at the corner of Clinton St / Burlington St (in design) 01.11 • Other large development projects have included: o Redevelopment of the Rose Oaks (AKA the Quarters) o The Chauncey — a 15 -story mixed-use building 0 416 Iowa Ave — 5 story mixed-use building o Redevelopment of Highway 6 / Gilbert St (Natural Grocers and Carlos O'Kelly's) o Augusta Place — an approximate 120 -unit residential facility located on the north City Hall parking lot (in design) o Historic Landmark designation for the Unitarian Universalist Church o New Medical Clinic (leased by the University of Iowa) at the corner of Dodge St / Dubuque Rd 0 1030 William St (affordable senior housing) — 36 affordable and 4 market rate units • Amended the sign code (a section of the zoning code) to be in conformance with the Downtown District Storefront and Signage Guidelines. • Adopted the East Side Mixed Use District, a new form based code district, generally located east of Van Buren St and south of Iowa Ave • Completed the first phase of the Iowa City Form Based Code analysis, focusing on the Northside neighborhood and the South District • Implementation of the Riverfront Crossings Inclusionary Housing Ordinance • North District Comprehensive Plan amendment (approximately 70 acres in size including Forest View Mobile Home Park) Recent Accomplishments: • Development Services staff have been responsible for implementing several elements of the Affordable Housing Action Plan • Completed the first phase of the Form Based Code analysis for the Northside and South District neighborhoods — the next phase will include development of form based codes. • The Downtown Historic Survey is in process • Continuing to provide a high level of customer service for complicated projects being developed, through the plan review and building inspections process • Development Services assisted with rental permit moratorium, and participating in the creation of regulations and policies to support neighborhood stabilization Upcoming Challenges: • The second phase of the Form Based Code development for the Northside and South District neighborhoods. • Issuing an RFP and consultant selection for new building permit and plan review software (the current software is approximately 25 years old, and is no longer supported). • Training and education related to the 2018 Building Code. Adoption of the 2018 Building Code. • Completing the series of code amendments identified in the Affordable Housing Action Plan 01-YA Staffing: Staffing Level Change Summary: The Building Inspections activity includes the conversion of 1.0 FTE Building Inspector position to a 1.0 FTE Plans Examiner position. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: In the Building Inspection activity, the service expenditures are budgeted to increase by $44,114 or 30.47% in fiscal year 2019 primarily due to budgeting funds for software maintenance costs for a new building permit software package. Capital outlay expenditures includes $14,080 for an electronic plan review table. The Urban Planning activity fiscal year 2019 service expenditures budget includes $225,000 for consulting related to form base code creation. The fiscal year 2018 revised budget includes $199,000 for the form based code development. 01:R3 FY2017 FY2018 FY2019 Total FTE's 10.80 11.30 11.30 Staffing Level Change Summary: The Building Inspections activity includes the conversion of 1.0 FTE Building Inspector position to a 1.0 FTE Plans Examiner position. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: In the Building Inspection activity, the service expenditures are budgeted to increase by $44,114 or 30.47% in fiscal year 2019 primarily due to budgeting funds for software maintenance costs for a new building permit software package. Capital outlay expenditures includes $14,080 for an electronic plan review table. The Urban Planning activity fiscal year 2019 service expenditures budget includes $225,000 for consulting related to form base code creation. The fiscal year 2018 revised budget includes $199,000 for the form based code development. 01:R3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Fiancia/Foundation Department Goal: Efficiently process construction permits to encourage economic development. Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Performance Measures: Total Value of Construction (in millions) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Performance Measures: Planning & Zoning Commission FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Annexations 0 1 3 2 1 0 Rezonings 13 29 19 29 14 20 Preliminary Plats 5 7 11 9 6 6 Final Plats 0 0 0 14 18 2 Code Amendments 13 11 11 3 4 9 Comprehensive Plan Amendments 0 6 2 2 4 3 Right-of-way Vacations 3 2 0 4 7 2 County Zoning Items 1 1 2 1 32 4 6 Total 35 58 49 65 58 48 r1:P] Public Meetings Staffed FY 2012T FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Development Activity Metrics New New New 20 21 20 Acres Annexed New New New 19.8 18.6 0.0 Board of Adjustment Measure Measure Measure 8 8 12 Acres Zoned Residential New New New 125.5 119 13.7 Historic Preservation Measure Measure Measure 11 12 12 Acres Zoned Commercial New New New 85.9 7.98 1.00 Comp. Plan -related Measure Measure Measure 13 5 9 Acres Zoned Mixed -Use / RF New New New Crossings Measure Measure Measure 35.1 2.48 25.21 Acres Zoned Commercial / Office New New New 85.9 0.98 0.00 Other public meetings Measure Measure Measure 12 14 6 Residential Lots Final Platted / New New New Created Measure Measure Measure 150 335 23 Commercial Lots Final Platted / New New New Created Measure Measure Measure 19 12 0 Public Meetings Staffed FY 2012T FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Planning and Zoning New New New 20 21 20 Additional Landmarks Measure Measure Measure 1 1 1 Board of Adjustment New New New 8 8 12 Measure Measure Measure 0 0 0 Historic Preservation New New New 11 12 12 Properties rehabed, restored, or Measure Measure Measure New Comp. Plan -related New New New 13 5 9 Measure Measure Measure Good Neighbor New New New 9 10 17 Measure Measure Measure Other public meetings New New New 12 14 6 Measure Measure Measure Historic Preservation Commission FY 2012 1 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Project Reviews 80 93 108 83 86 90 Additional Landmarks 2 1 2 1 1 1 Additional properties in 0 39 265 0 0 0 historic/conservation districts Properties rehabed, restored, or New New New New converted through adaptive reuse Measure Measure Measure Measure 24 25 Will Activitv Summa Activity: Building Inspection (610610) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ - $ - $ - $ - $ - $ - Licenses And Permits General Use Permits 11,872 8,868 12,248 8,870 8,870 8,870 Food & Liq Licenses 245 270 210 270 210 210 Professional License 2,660 2,505 2,385 2,510 2,390 2,390 Misc Permits & Lic 4,270 3,145 3,600 2,390 2,390 2,390 Const Per &Ins Fees 806,404 1,470,135 1,723,926 901,500 911,500 911,500 Use Of Money And Property $ 1,036,926 $ 900,668 $ 1,003,435 $ 1,017,028 Interest Revenues 396 5 - - - - Charges For Fees And Services 2016 2017 2018 2019 Building & Devlpmt 342,303 534,760 611,026 323,400 318,900 318,900 Other Financial Sources Plans Examiner - - - - Loans 32,413 2,193 - - - - Sale Of Assets 1.00 68,482 Housing Inspector Asst 0.30 0.30 0.30 Total Revenues $ 1,200,563 $ 2,090,363 $ 2,353,395 $ 1,238,940 $ 1,244,260 $ 1,244,260 Expenditures: Personnel $ 702,645 $ 706,441 $ 732,113 $ 750,668 $ 788,589 $ 812,247 Services 135,471 150,639 211,894 144,771 188,885 192,663 Supplies 3,540 25,340 6,118 5,229 11,881 12,119 Capital Outlay 60,000 86,800 14,080 Total Expenditures $ 841,656 $ 942,420 $ 1,036,926 $ 900,668 $ 1,003,435 $ 1,017,028 Personnel Services - FTE 2015 2016 2017 2018 2019 Building Inspector 4.00 4.00 4.00 4.00 3.00 Plans Examiner - - - - 1.00 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 0.50 Code Enforcement Specialist - 0.50 0.50 0.50 0.50 Sr Building Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.30 7.30 7.30 7.30 7.30 Capital Outlay 2018 2019 Electronic Plan Review Table $ - $ 14,080 Total Capital Outlay $ - $ 14,080 rRy Activity Summary Activity: Urban Planning (610620) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Intergovernmental Other State Grants Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection $ 403,570 $ 425,039 $ 598,302 $ 737,807 $ 767,359 $ 788,115 37,750 31,795 5,000 24,940 31,800 24,950 24,950 - 48 80 - 80 80 220 61 81 $ 441,540 $ 456,943 $ 623,403 $ 774,607 $ 792,389 $ 813,145 $ 401,064 $ 428,853 $ 453,649 $ 480,831 $ 490,840 3 505,565 39,176 26,584 167,760 292,007 299,023 305,003 1,300 1,506 1,994 1,769 2,526 2,577 $ 441,540 $ 456,943 $ 623,403 $ 774,607 $ 792,389 $ 813,145 Personnel Services - FTE 2015 2016 2017 2018 2019 Associate Planner 1.50 1.50 1.50 1.50 1.50 Development Services Coordinator - 0.50 0.50 0.50 0.50 Historic Preservation Planner - - - 0.50 0.50 Code Enforcement Specialist - 0.50 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.50 3.50 3.50 4.00 4.00 114% 101:311497 1N16,1M111MI10111.11C7eV111IlIs]►1 The Public Works department is comprised of seven divisions which operate from various locations throughout the city. These divisions include: Administration, Engineering, Streets, Equipment, Resource Management, Wastewater, and Water. Engineering provides direction to the Stormwater program. The Administration Division personnel include the Public Works Director and a Program Assistant. The division provides oversight and support for the department's operating divisions. HIGHLIGHTS • Resource Management has been brought back under the Public Works Department. • Public Works has implemented and updated the permitting process for Sidewalk Cafes, Newspaper Boxes, and Small Cellular Antennas. Recent Accomplishments: • Construction underway on the Gateway Project. • Regular coordination meetings with University and Iowa DOT Staff. • Coordination with Transportation Services with Customer Service Representatives. Staffing: Upcoming Challenges: • Continue to develop management staff. • Planning for Phase 1 of the Public Works Facility • Complete implementation of GIS within Department • Develop electronic permitting platform. Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget increased by $54,361 or 178.6% primarily due to consulting fees for the development of a Right -of -Way Management ordinance. rRx3 FY2017 FY2018 FY2019 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The service expenditures budget increased by $54,361 or 178.6% primarily due to consulting fees for the development of a Right -of -Way Management ordinance. rRx3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Department Objective: Issue permits and provide site inspections for sidewalk and street cafes. Performance Measures: Permits Issued CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Sidewalk Cafes 24 25 30 36 37 New Street Cafes* 1Measure 2 2 2 * started in 2013 Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Department Objective: Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. Performance Measures: IUse of ROW 1 15 1 15 1 5 1 10 1 11 1 Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Department Objective: Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. Performance Measures: CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 License Agreements Issued 3 0 0 2 1 0411! Activity Summary Activity: Public Works Administration (710100) Fund: General (1000) Division: Public Works Administration Department: Public Works 0Pb1 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 294,719 $ 290,141 $ 314,187 $ 332,466 $ 397,513 $ 409,165 Miscellaneous Other Misc Revenue 363 592 564 560 Total Revenues $ 295,082 $ 290,733 $ 314,751 $ 332,466 $ 398,073 $ 409,165 Expenditures: Personnel $ 287,970 $ 279,571 $ 294,221 $ 300,579 $ 313,074 $ 322,466 Services 6,256 10,968 20,496 30,438 84,799 86,495 Supplies 856 194 34 1,449 200 204 Total Expenditures $ 295,082 $ 290,733 $ 314,751 $ 332,466 $ 398,073 $ 409,165 Personnel Services - FTE 2015 2016 2017 2018 2019 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 0Pb1 ALl101►1AAall 1►[CINA:,y/IN*' The Engineering division exists to provide the technical expertise for the design and construction management of the public infrastructure to enhance the quality of life of our citizens. The division also manages the public right-of-way to maintain the health, safety, and welfare of our community, and operates the storm water utility. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, water mains, 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. Division staff also aid other departments in the design and construction of public improvement projects. 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 • Design and Construction Administration Assistance for Public Improvement Projects HIGHLIGHTS Recent Accomplishments: • Completed construction of the Washington Street Streetscape Project • Completed construction of the First Avenue Grade Separation Project • Ongoing construction of the Iowa City Gateway Project • Restriping of Sycamore Street to include bike lanes • 4 -1 -ane to 3 -1 -ane Conversion Project on First Avenue • Completed construction of the Davenport Brick Street Reconstruction Project • Began reconstruction of Hebl Avenue Upcoming Challenges: • Complete construction of the Iowa City Gateway Project • Complete design and construction of the 4 -1 -ane to 3 -1 -ane Conversion Project on Mormon Trek Boulevard • Complete construction of the Burlington and Clinton Intersection Improvements Project, including a 4 -1 -ane to 3 -1 -ane conversion on Clinton Street. ORN • Complete design and construction of the Burlington and Madison Intersection Improvements Project, including a 4 -1 -ane to 3 -1 -ane conversion on Madison Street • Complete design and construction of the Riverside Drive Overlay and Myrtle Avenue Intersection Improvements and Riverside Drive Pedestrian Tunnel projects • Complete design and construction of the Hwy 1/Hwy 6/Riverside Drive/Governor Street overlay projects • Complete design and construction of the West Riverbank Stabilization Project • Complete design and construction of the Gilbert Street Intersection Improvements Project • Complete design and construction of the Idyllwild Drainage Diversion Project • Complete design and construction of the Prentiss Street Bridge Replacement Project • Design of the McCollister Boulevard Extension Project • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right -of -Way Management Ordinance • Development of Electronic/Online Permitting and Bidding Processes Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The capital outlay expenditures in fiscal year 2019 include $25,000 for a truck, $6,000 for office furniture, and $5,000 for a printer replacement. rRn FY2017 FY2018 FY2019 Total FTE's 16.00 16.00 16.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The capital outlay expenditures in fiscal year 2019 include $25,000 for a truck, $6,000 for office furniture, and $5,000 for a printer replacement. rRn GOALS, OBJECl1VES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Department Goal: Continue the investment and reinvestment in infrastructure. Department Objective: Provide plan review and inspection of infrastructure which will become City assets. Performance Measures: Accepted Public Improvements FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 # of Pro ects Accepted 30 24 16 26 29 # of Subdivision Accepted 7 14 13 8 8 Streets miles 1.08 3.03 2.20 1.49 2.67 Water Main miles 1.55 3.00 2.07 2.43 2.01 Sanitary Sewer miles 1.38 2.86 2.24 1.12 2.57 Storm Sewer miles 1.28 3.00 2.37 2.61 3.20 Fire Hydrants 37 55 30 32 56 Trails/Sidewalks miles 0.53 1.54 1.36 1.86 2.27 Lift Station 1 0 1 0 0 Traffic Signals 1 1 0 2 0 Pedestrian Bride 1 1 0 0 1 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Provide oversight of private construction on City Right-of-ways. Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right-of-ways. 041.3 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Excavation Permits Issued 339 348 398 350 374 Sidewalk Hazards 474 556 728 584 145 Identified Addresses Sidewalk Hazards 1,704 1,583 2,442 1,309 359 Identified # of Squares 041.3 Activitv Summa Activity: Engineering Services (710200) $ 704,777 $ 923,046 $ 1,280,322 $ Fund: General (1000) Division: Engineering Services $ 2,013,186 Services 127,237 125,568 Department: Public Works 149,666 157,132 160,275 Supplies 10,474 3,353 11,463 2015 2016 2017 2018 2019 2020 30,314 Actual Actual Actual Revised Budget Prosection Revenues: 1,443,174 $ 2,060,900 $ 2,156,110 $ 2,187,058 Personnel Services - FTE General Revenues Subsidy $ 645,125 $ 629,932 $ 719,832 $ 1,183,153 $ 1,222,510 $ 1,241,708 Other City Taxes 1.00 1.00 - - - Utility Franchise Tax 67,627 65,568 70,608 67,125 70,610 70,610 Licenses And Permits Civil Engineer 2.00 2.00 2.00 Const Per &Ins Fees 74,743 57,736 62,960 57,740 56,150 56,150 Charges For Fees And Services 2.00 2.00 Engineering Technician ` 0.10 - Building & Devlpmt 23,077 11,999 12,570 12,000 12,570 12,570 Miscellaneous 2.00 2.00 2.00 Special Projects Inspector Other Misc Revenue 31,403 14,803 10,737 17,080 10,740 10,740 Printed Materials 513 195 181 130 180 180 Intra -City Charges - 271,734 565,967 723,672 783,350 795,100 Other Financial Sources Sr Engineering Tech 1.00 1.00 1.00 Sale Of Assets 1.00 319 1.00 1.00 1.00 Total Revenues $ 842,488 $ 1,051,967 $ 1,443,174 $ 2,060,900 $ 2,156,110 $ 2,187,058 Expenditures Personnel $ 704,777 $ 923,046 $ 1,280,322 $ 1,887,902 $ 1,954,549 $ 2,013,186 Services 127,237 125,568 121,075 149,666 157,132 160,275 Supplies 10,474 3,353 11,463 15,332 8,429 8,598 Capital Outlay 30,314 8,000 36,000 5,000 Total Expenditures $ 842,488 $ 1,051,967 $ 1,443,174 $ 2,060,900 $ 2,156,110 $ 2,187,058 Personnel Services - FTE 2015 2016 2017 2018 2019 Architectural SN/Energy Coord 1.00 1.00 - - - City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector 11 2.00 2.00 2.00 2.00 2.00 Engineering Technician ` 0.10 - - - - Special Projects Administrator - - 2.00 2.00 2.00 Special Projects Inspector - - 2.00 2.00 2.00 SrConstruction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 2.00 3.00 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 12.00 16.00 16.00 16.00 `Position eliminated on 12-31-15 Capital Outlay 2018 2019 Truck $ - $ 23,000 Other Operating Equipment 8.000 13,000 Total Capital Outlay $ 8.000 $ 36,000 1"*] II IIZU01NWs] :iM IIs] 011&1AftyJ[a:Mll]MI1016.11NAI1[QhiI The Transportation Services Administration division is located in the General Fund and is responsible for oversight and support of the department's two operating divisions. This includes the City's Parking and Public Transit divisions, both 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 Services 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 • Washington Street reconstruction project completed including new seating, bicycle parking, and Big Belly units. • Assisted with several successful ICDD daily and special events. Recent Accomplishments: • Successful implementation of single waste hauler in downtown area • Expansion of bicycle rack locations including fit -it stations • Additional special event assistance Upcoming Challenges: • Deterioration of brick surfaces in Pedestrian Mall • Increased events and Pedestrian Mall programing • Snow removal and maintenance of downtown alleys • Pedestrian Mall reconstruction project interruptions Staffing: Staffing Level Change Summary: The 1.00 FTE Associate Director of Resource Management budgeted in fiscal year 2018 was removed in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Personnel expenditures within the Transportation Services Administration activity decreased by $218,816 due to the elimination of the Associate Director of Resource Management position and due to staff turnover. In the Central Business District (CBD) Maintenance activity, supplies expenditures in fiscal year 2019 decreased by $50,656 or 92.24%, because the fiscal year 2018 included $50,000 for downtown holiday lights. MY, FY2017 FY2018 FY2019 Total FTE's 3.00 4.00 3.00 Staffing Level Change Summary: The 1.00 FTE Associate Director of Resource Management budgeted in fiscal year 2018 was removed in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Personnel expenditures within the Transportation Services Administration activity decreased by $218,816 due to the elimination of the Associate Director of Resource Management position and due to staff turnover. In the Central Business District (CBD) Maintenance activity, supplies expenditures in fiscal year 2019 decreased by $50,656 or 92.24%, because the fiscal year 2018 included $50,000 for downtown holiday lights. MY, Activitv Summa Activity: Transportation Services Admin Division: Transportation Services Admin (810100) Department: Fund: General (1000) Transportation Services 2015 2016 2017 2018 2019 2020 2019 Actual Actual Actual Revised Budget Projection Revenues: Revised Budget Projection Revenues: Property Taxes $ - $ 8,294 $ 3,138,492 $ 3,248,023 $ 3,436,028 $ 3,504,749 Other City Taxes $ 246,834 $ 326,808 $ 282,356 $ 278,809 Licenses And Permits Gas/Electric Excise Tax - - 41,617 39,618 39,708 40,502 Mobile Home Tax General Use Permits - 190 3,734 3,740 3,730 3,730 Intergovernmental 10,430 10,430 Total Revenues $ - $ 13,008 $ Property Tax Credits $ 338,208 89,007 289,239 90,895 98,667 98,667 Total Revenues $ - $ 8,484 $ 3,272,850 $ 3,382,276 $ 3,578,133 $ 3,647,648 Expenditures: - $ - $ 75,418 $ 77,903 $ 79,728 $ Personnel $ - $ - $ 359,288 $ 520,347 $ 301,531 $ 310,577 Services 198,796 202,772 3,110 3,182 3,244 3,309 Total Expenditures $ - $ - $ 362,398 $ 523,529 $ 304,775 $ 313,886 Personnel Services - FTE 2015 2016 2017 10,000 2018 2019 Total Expenditures Transportabon/Res Mgmt Director - - 1.00 257,266 1.00 - $ 292,786 $ Transportabon Services Director - - - 2016 - 1.00 Assoc Dir -Transportation Services - - 1.00 1.00 1.00 Assoc Dir -Resource Management 1.00 1.00 1.00 - Total Personnel - - 2.00 1.00 3.00 2.00 Activitv Summa Activity: CBD Maintenance Operations (810200) Division: Transportation Services Admin Fund: General (1000) Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ - $ 13,008 $ 246,834 $ 326,808 $ 282,356 $ 278,809 Licenses And Permits General Use Permits 10,432 11,400 10,430 10,430 Total Revenues $ - $ 13,008 $ 257,266 $ 338,208 $ 292,786 $ 289,239 Expenditures: Personnel $ - $ - $ 75,418 $ 77,903 $ 79,728 $ 82,120 Services - - 179,372 195,387 198,796 202,772 Supplies - 2,200 2,476 54,918 4,262 4,347 Capital Outlay 10,808 10,000 10,000 Total Expenditures $ - $ 13,008 $ 257,266 $ 338,208 $ 292,786 $ 289,239 Personnel Services - FTE 2015 2016 2017 2018 2019 M. W. II - CBD 1.00 1.00 1.00 Total Personnel - - 1.00 1.00 1.00 Capital Outlay 2018 2019 Contracted Improvements 10.000 10,000 Total Capital Outlay 3 10.000 $ 10,000 01% SPECIAL REVENUE FUNDS F Y 2 0 1 9 Community Development Block Grant H.O.M.E. Grant Road Use Tax Other Shared Revenue Energy Efficiency & Conservation Grant Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Affordable Housing Peninsula Apartments Tax Increment Financing (TIF) Districts Self -Supporting Municipal Improvement District (SSMID) - Downtown 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 $343,776 in fiscal year 2019 versus an estimated ending fund balance of $33,776 in fiscal year 2018. This is an increase of 918%. The increase is related to the repayment of CDBG loans. Revenues: 85% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue has increased from $754,538 in fiscal year 2018 to an estimated $771,507 in fiscal year 2019, an increase of 2.2%. This is primarily due to a normal year -over -year increase. FY2019 Estimated - $906,507 15% 0% 0% ■Interest Revenue ■ Federal Grants III Misc ■ Loan Repayment Expenditures: Fiscal year 2019 expenditures represent a 21.0% decline from fiscal year 2018. This reduction is primarily due a carryover of funds from prior years in fiscal year 2018. FY2019 Estimated - $596,509 0% 0111 ■ Personnel ■ Services III Supplies CDBG (2100) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (5,447) $ 144,414 $ 448,893 $ (90,569) $ 33,776 S 343,776 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: CDBG & CDBG Rehab Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 3,883 $ 3,002 $ 1,839 $ 2,901 $ 2,551 $ 2,551 324,990 293,535 954,233 754,538 771,507 771,507 1,325 970 1,217 970 1,220 - 355,398 691,873 63,692 120,660 131,229 131,229 $ 685,596 $ 989,380 $ 1,020,981 $ 879,069 $ 906,507 $ 905,287 $ 535,735 $ 659,901 $ 1,390,132 $ 754,724 $ 596,507 $ 609,679 535,735 659,901 1,390,132 754,724 596,507 609,679 LJ,VVV 1/V,JIV - 25,000 170,310 - - - $ 535,735 $ 684,901 $ 1,560,443 $ 754,724 $ 596,507 $ 609,679 $ 144,414 $ 448,893 $ (90,569) $ 33,776 $ 343,776 $ 639,384 $ 144,414 $ 448,893 $ (90,569) $ 33,776 $ 343,776 $ 639,384 21% 45% -9% 4% 38% 71% qQ 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 $21.6 million in CDBG funds have been invested in Iowa City since 1990. • In FY2017, programs leveraged $1.11 million in private and public funds. • Assisted 3,335 low-income residents with support services and operational funding to local non -profits. • Rehabilitated 24 owner -occupied homes and two affordable rental units. • Assisted in the expansion of a micro -enterprise business. • Completed one fagade improvement in the City -University Urban Renewal Area. • Installed new basketball and futsal courts at Wetherby Park. Recent Accomplishments: • Provided assistance totaling $100,000 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 27 homes through acquisition or rehabilitation for affordable home ownership. • Completed one fagade improvement to downtown buildings in the City -University Urban Renewal Area: Cortado / Airliner. • Assisted with the creation one new small business, Rise Coffee on Westbury Drive, and technical assistance for residents interested in establishing new in-home daycare businesses. aim Upcoming Challenges: • Continue to provide housing, jobs and services to low -moderate income residents despite unstable CDBG funding. • Provide the same level of service while training new employees. Staffing Level Change Summary: There are no staff changes included in the fiscal year 2019 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 2019 budget. Financial Highlights: The service expenditures decreased by $145,158 in fiscal year 2019 budget primarily due to carry -forwards for external loans from fiscal year 2017 to the revised 2018 budget. OR GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Department Goal: Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. Department Objecti%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. Performance Measures: 011•: i FY 2018 CDBG Funds Onl FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimate Funds Spent $1,778,290 $1,046,763 $530,033 $590,712 $1,644,951 $990,454 Local, State & Other $2,847,719 $1,123,407 $446,798 $1,137,947 $498,979 $1,113,000 Funds Leveraged Housing Units Assisted 86 37 14 22 26 66 Public Facilities 6 8 1 1 3 3 Assisted Persons Receiving 1,457 3,874 1,663 2,618 1,080 1,070 Services Businesses Assisted in Creating Low- 3 1 0 1 0 14 Moderate Income Jobs Businesses Assisted with Fagade 3 1 1 3 1 0 Improvements in a URA 011•: i Activity Summary Activity: Community Development Block Grant (610300) Fund: CDBG (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Prosection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Neighborhood Services Coord Community Development Coord Housing Rehab Specialist Code Enforcement Specialist Building Inspector Program Asst - Comm Development Total Personnel $ 3,883 $ 3,002 $ 1,839 $ 2,901 $ 2,551 $ 2,551 324,990 293,535 954,233 754,538 771,507 771,507 1,325 970 1,217 970 1,220 - 355,398 691,873 63,692 120,660 131,229 131,229 $ 685,596 $ 989,380 $ 1,020,981 $ 879,069 $ 906,507 $ 905,287 $ 169,869 $ 134,005 $ 171,546 $ 134,253 $ 124,166 $ 127,891 364,067 524,907 1,218,305 616,549 471,391 480,819 1,799 990 282 3,922 950 969 $ 535,735 $ 659,901 $ 1,390,132 $ 754,724 $ 596,507 $ 609,679 2015 2016 2017 2018 2019 0.25 0.25 - - - 0.20 0.45 - - - - 0.25 0.50 - 1.00 - - 0.50 0.40 PZS�ir1:3 sin] HOME GRANT FUND The HOME Grant 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 grant 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 2019 is $122,005 which is a 9% decrease from the fiscal year 2018 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. Revenues: 80% of the HOME Grant Fund's revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME grant funding is lower in fiscal year 2019 by $618,276 or 59.2% from fiscal year 2018 due to a large carry- forward of federal funds in fiscal year 2018 from prior years. FY2019 Estimated - $534,166 17% 3%— ■ Federal Grants ■ Interest III Loan Repayment Expenditures: Fiscal year 2019 expenditures represent a 50.9% decrease from the fiscal year 2018 estimate. This decrease is primarily due to a reduction in grants and loans. FY2019 Estimated - $546,166 0% 311 ■ Personnel ■ Services ■Supplies HOME Grant (2110) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (4,096) $ 132,858 $ - $ 113,005 $ 134,005 $ 122,005 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: HOME Program Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In $ 23,285 $ 20,308 $ 18,396 $ 20,000 $ 15,320 $ 15,320 226,071 495,058 155,922 1,044,122 425,846 425,846 284,022 99,592 130,769 70,000 93,000 93,000 $ 533,378 $ 614,958 $ 305,087 $ 1,134,122 $ 534,166 $ 534,166 $ 387,664 $ 747,816 $ 192,082 $ 1,113,122 $ 546,166 $ 557,243 387,664 747,816 192,082 1,113,122 546,166 557,243 8,760 8,760 - - - - - $ 396,424 $ 747,816 $ 192,082 $ 1,113,122 $ 546,166 $ 557,243 $ 132,858 $ - $ 113,005 $ 134,005 $ 122,005 $ 98,928 $ 132,858 $ - $ 113,005 $ 134,005 $ 122,005 $ 98,928 25% 0% 37% 12% 23% 19% ON 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 $13.3 million in HOME funds invested in Iowa City since 1994. • In fiscal year 2017, the HOME program leveraged $160,000 in private and public funds and assisted five affordable rental and/or owner -occupied units. Fiscal year 2018 projects are identified in the FY2018 Annual Action Plan at www.icqov.org/actionplan. The HOME allocation process, including the public input process, can be found in the City's Citizen Participation Plan. Recent Accomplishments: • Three homeowner rehab projects completed. • Several projects initiated to be completed in fiscal year 2018. 313 Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite unstable HOME funding. Figure 2. New housing for disabled residents on Raven Street Figure 1. New housing for disabled residents on Dartmouth Ave Staffing Level Change Summary: There are no staff changes in the fiscal year 2019 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 2019 budget. Financial Highlights: Fiscal year 2019 HOME grant funding is $618,276 lower than the fiscal year 2018 revised budget due to the carry -forward of HOME funds in fiscal year 2018 from prior years. 314 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal Department Objective: Performance Measures: 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. Create/enhance suitable living environments and provide decent, affordable housing opportunities. Allocate grant and City funds to provide safe, decent, affordable housing for low -moderate income residents. OR FY 2018 HOME Funds Only FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimate Funds Spent $746,224 $698,443 $394,579 $724,350 $212,301 $1,357,571 Local, State & Other Funds Leveraged $2,486,405 $1,425,994 $467,002 $547,202 $661,796 $662,000 Housing Units Assisted 40 12 41 22 5 69 OR Activity Summary Activity: HOME (610400) Fund: HOME Grant (2110) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Protected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Neighborhood Services Coord Community Development Coord Total Personnel $ 23,285 $ 20,308 $ 18,396 $ 20,000 $ 15,320 $ 15,320 226,071 495,058 155,922 1,044,122 425,846 425,846 284,022 99,592 130,769 70,000 93,000 93,000 $ 533,378 $ 614,958 $ 305,087 $ 1,134,122 $ 534,166 $ 534,166 $ 48,833 $ 57,468 $ 69,915 $ 40,676 $ 48,023 $ 49,464 338,831 690,037 122,167 1,072,126 497,823 507,779 311 320 320 $ 387,664 $ 747,816 $ 192,082 $ 1,113,122 $ 546,166 $ 557,243 2015 2016 2017 2018 2019 0.30 0.30 - - - 0.15 0.20 0.50 0.45 - - - OR NOTM 1XIM :111 EWA III Ll I I] The Road Use Tax Fund (RUTF) accounts for revenue sharing from state taxes related to transportation (road use taxes). The City's use of road use taxes is restricted to street and storm sewer maintenance, repair, and construction including engineering, street lights, traffic signs and signals, snow removal, street cleaning, right-of-way maintenance, etc. Road Use Tax Fund fund balance on June 30, 2017 was $5,714,241, a decrease of 0.9% over the fiscal year 2016 year-end balance. This decrease was due an increase in the transfers out to the Capital Projects Fund. The fiscal year 2018 projected fund balance is a 41.8% decrease compared to fiscal year 2017 primarily due to another increase in transfers out to the Capital Projects Fund from $3,650,949 to $4,444,200. There was also an increase in capital outlay expenditures from $163,402 to $694,300. The fiscal year 2019 projected fund balance is a 4.7% increase compared to fiscal year 2018 as the Capital Projects Fund transfers have been scaled back to $2,547,000 and capital outlay expenditures were reduced to $279,500. Fund Balance (1) $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY2015 FY2016 FY2017 FY2018 FY2019 ■Unassigned $5,564,216 $5,767,142 1 $5,714,241 $3,326,733 $3,481,939 (1) FY18 and FY19 figures are estimates. Revenues: Road use taxes include gasoline taxes, weight taxes, and license fees collected through the State and deposited into the Iowa Road Use Tax Fund. Road use taxes are allocated to cities on a per capita basis based on the U.S. Census Bureau figures, which are updated every ten years. Under the current distribution formula, 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 March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. 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 ON (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. In fiscal year 2019, Road Use Tax Fund revenues are projected to be over $8.7 million, which is a slight increase over the fiscal year 2018 estimated revenue. Road Use Tax Fund revenues have increased by 17.9% since fiscal year 2015. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Expenditures: Fiscal year 2019 budgeted expenditures, excluding transfers out, are lower than fiscal year 2018 expenditures by 5.0%. This decrease is primarily due to a decrease in capital outlay with the purchase of a snow plow in fiscal year 2018, and carryforwards of capital outlay from previous years into fiscal year 2018. $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay 0111-] Revenue Trends $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Intergovernmental ■ Charges for Services ■Miscellaneous ■ Other Financial Sources Expenditures: Fiscal year 2019 budgeted expenditures, excluding transfers out, are lower than fiscal year 2018 expenditures by 5.0%. This decrease is primarily due to a decrease in capital outlay with the purchase of a snow plow in fiscal year 2018, and carryforwards of capital outlay from previous years into fiscal year 2018. $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay 0111-] Fund Balance, July 7 Revenues: Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Road Use Tax Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfers In -Govt Activities Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Road Use Tax Administration Sidewalk Inspection Traffic Engineering Streets System Maintenance Sub -Total Expenditures Transfers Out: Capital Projects Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In Road Use Tax (2200) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 4,539,578 $ 5,564,216 $ 5,767,142 $ 5,714,241 $ 3,326,733 $ 3,481,939 $ 60,482 $ - $ 6,579 3,745 14,187 6,230 7,230,663 8,320,117 49,597 43,223 52,364 38,116 8,672,279 8,320,120 8,672,280 8,672,280 66,843 43,220 40,000 40,000 64,025 30,290 32,530 32,530 7,414,926 8,411,456 8,803,148 8,393,630 8,744,810 8,744,810 390,414 396,132 330,662 428,006 451,546 460,577 390,414 396,132 330,662 428,006 451,546 460,577 $ 7,805,340 $ 8,807,588 $ 9,133,810 $ 8,821,636 $ 9,196,356 $ 9,205,387 $ 77,691 $ 82,569 $ 83,368 $ 82,647 $ 83,537 $ 85,208 74,163 73,770 78,498 112,186 779,659 35,516 1,430,031 1,457,429 1,150,896 1,627,190 7,223,444 1,262,625 3,981,668 3,823,114 3,949,667 4,665,203 4,739,169 4,951,902 5,563,553 5,436,882 5,262,429 6,487,226 6,165,809 6,335,250 921,954 2,909,188 3,650,949 4,444,200 2,547,000 2,797,000 295,195 258,593 273,332 277,718 328,341 354,786 1,217,149 3,167,781 3,924,281 4,721,918 2,875,341 3,151,786 $ 6,780,702 $ 8,604,663 $ 9,186,710 $ 11,209,144 $ 9,041,150 $ 9,487,036 $ 5,564,216 $ 5,767,142 $ 5,714,241 $ 3,326,733 $ 3,481,939 $ 3,200,290 $ 5,564,216 $ 5,767,142 $ 5,714,241 $ 3,326,733 $ 3,481,939 $ 3,200,290 71% 65% 63% 38% 38% 35% OR 6.11 all AAMel aA01TAIIs] ►61 The mission of the Streets Division is to provide a high quality driving surface on city streets and bridges during all seasons of the year, and to maintain and optimize traffic control to accommodate efficient and safe traffic movement. The division's budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets Division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets Division's portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of these ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles. Streets System Maintenance Street crews provide maintenance and repair of the City's concrete, asphalt, and brick streets; provide maintenance and repair to culverts, catch basins, and other City right of way property; street sweeping, leaf vacuuming, and snow plowing. HIGHLIGHTS • The 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. WZ1 • 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 2,900 potholes and replaced 140 street panels in fiscal year 2017 • Leaf program picked up 581 loads totaling 1453 tons in fiscal year 2017 • Replaced 1,413 street signs in fiscal year 2017 to comply with Federal retro - reflectivity requirements. • Sprayed all pavement markings including a second fall application on major streets. • Completed five 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, tree removal along the Iowa River Corridor trails, water main breaks, and traffic control. 321 Upcoming Challenges: • Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance on City streets. • This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs. • Automation of the leaf collection program. • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels. • Upgrading the Streets Division campus. • Converting City owned lighting to LED fixtures for energy conservation. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Service expenditures in Traffic Engineering decreased by $76,694 or 13.12% in fiscal year 2019 primarily due to reduced electrical expenditures. Traffic engineering also has capital outlay funds budgeted in fiscal year 2019 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 GPS tracking hardware for the trucks for $9,500. W% FY2017 FY2018 FY2019 Total FTE's 30.00 32.00 32.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Service expenditures in Traffic Engineering decreased by $76,694 or 13.12% in fiscal year 2019 primarily due to reduced electrical expenditures. Traffic engineering also has capital outlay funds budgeted in fiscal year 2019 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 GPS tracking hardware for the trucks for $9,500. W% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Relations Meet Retro -reflectivity Standards. Continue sign replacements. 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. Dump Truck Loads of Sweeping Debris WIN in, 07 Packer Truck Loads of Sweeping Debris Leaf Vacuum Pickup Season 323 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used 5 Year Workload Measures Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. FY 2013 I FY 2014 I FY 2015 I FY 2016 I FY 2017 200 1 110 1 122 1 134 1 140 Community Survey results of the percent rated positively *Community Survey conducted during FY 2013 and FY 2017 324 Activity Summary Activity: Road Use Tax Administration (710310) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Expenditures: Services $ 77,691 $ 82,569 $ 83,368 $ 82,647 $ 83,537 $ 85,208 Total Expenditures $ 77,691 $ 82,569 $ 83,368 $ 82,647 $ 83,537 $ 85,208 Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk Oversizing Sidewalk And R.O.W. Repairs Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 49,597 $ 43,223 $ 66,843 $ 43,220 $ 40,000 $ 40,000 $ 49,597 $ 43,223 $ 66,843 $ 43,220 $ 40,000 $ 40,000 $ 13,650 $ 2015 2016 2017 2018 2019 2020 3,664 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 400 200 204 51,791 56,986 68,376 Intergovernmental 85,000 - $ 74,163 $ 73,770 $ 78,498 $ 112,186 $ Road Use Tax $ 7,230,663 $ 8,320,117 $ 8,672,279 $ 8,320,120 $ 8,672,280 $ 8,672,280 Transfers In -Govt Activities 390,414 396,132 330,662 428,006 451,546 460,577 Total Revenues & Transfers In $ 7,621,077 $ 8,716,249 $ 9,002,941 $ 8,748,126 $ 9,123,826 $ 9,132,857 Expenditures: Services $ 77,691 $ 82,569 $ 83,368 $ 82,647 $ 83,537 $ 85,208 Total Expenditures $ 77,691 $ 82,569 $ 83,368 $ 82,647 $ 83,537 $ 85,208 Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk Oversizing Sidewalk And R.O.W. Repairs Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 49,597 $ 43,223 $ 66,843 $ 43,220 $ 40,000 $ 40,000 $ 49,597 $ 43,223 $ 66,843 $ 43,220 $ 40,000 $ 40,000 $ 13,650 $ 13,064 $ 7,324 $ 17,486 $ 16,334 $ 16,824 8,317 3,664 2,717 9,300 18,125 18,488 405 56 82 400 200 204 51,791 56,986 68,376 85,000 85,000 - $ 74,163 $ 73,770 $ 78,498 $ 112,186 $ 119,659 $ 35,516 W21 2018 2019 $ 20,000 $ 20,000 65,000 65,000 $ 85,000 $ 85,000 Activity Summary Activity: Traffic Engineering (710320) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Projected Revenues: 180,693 156,777 98,998 199,427 192,074 195,915 Intergovernmental 135,084 115,082 26,191 344,000 185,000 200,000 Fed Intergovnt Revenue $ 49,339 $ - $ - $ - $ - $ Disaster Assistance 6,579 - - - - - Miscellaneous Other Misc Revenue 42,311 12,824 27,943 9,330 12,530 12,530 Total Revenues $ 98,229 $ 12,824 $ 27,943 $ 9,330 $ 12,530 $ 12,530 Expenditures Personnel $ 568,209 $ 622,406 $ 545,737 $ 501,876 $ 341,177 $ 351,412 Services 546,045 563,165 479,970 581,887 505,193 515,297 Supplies 180,693 156,777 98,998 199,427 192,074 195,915 Capital Outlay 135,084 115,082 26,191 344,000 185,000 200,000 Total Expenditures $ 1,430,031 $ 1,457,429 $ 1,150,896 $ 1,627,190 $ 1,223,444 $ 1,262,625 Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Streets Superintendent 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 0.25 0.50 - - Streets Superintendent 0.15 0.15 0.50 - Total Personnel 4.15 3.90 4.50 3.00 3.00 Capital Outlay Painting Equipment Paint Traffic Signal Poles Paint Light Poles Traffic Signal Equipment Total Capital Outlay ;WIN 2018 2019 $ 7,500 $ - 170,000 80,000 31,500 20,000 135,000 85,000 $ 344,000 $ 185,000 Activity Summary Activity: Streets System Maintenance (710330) Division: Streets Operations $ 2,061,979 $ 2,025,268 Fund: Road Use Tax (2200) Department: Public Works $ 2,556,781 2015 2016 2017 2018 2019 2020 1,232,357 Actual Actual Actual Revised Budget Projected Revenues: 458,732 531,828 568,523 579,893 Capital Outlay Intergovernmental 29,195 68,835 265,300 9,500 100,000 Fed Intergovnt Revenue $ 11,143 $ - $ - $ - $ - $ Disaster Assistance - 3,745 - - - - Other State Grants 14,187 6,230 - - - - Miscellaneous 1.00 Sr M.W. - Streets 2.00 2.00 2.00 Other Misc Revenue 10,053 25,292 36,082 20,960 20,000 20,000 Other Financial Sources 1.00 Total Personnel 25.50 25.25 25.50 Sale Of Assets 1,054 25 - - - Total Revenues $ 36,437 $ 35,292 $ 36,082 $ 20,960 $ 20,000 $ 20,000 Expenditures Personnel $ 2,061,979 $ 2,025,268 $ 2,189,743 $ 2,556,781 $ 2,763,968 $ 2,846,887 Services 1,236,890 1,207,208 1,232,357 1,311,294 1,397,178 1,425,122 Supplies 665,895 561,442 458,732 531,828 568,523 579,893 Capital Outlay 16,904 29,195 68,835 265,300 9,500 100,000 Total Expenditures $ 3,981,668 $ 3,823,114 $ 3,949,667 $ 4,665,203 $ 4,739,169 $ 4,951,902 Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Streets Superintendent 0.50 0.50 0.50 1.00 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 8.00 8.00 M.W. 11 - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Streets 0.50 0.25 0.50 1.00 1.00 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Streets Superintendent 0.50 0.50 0.50 1.00 1.00 Total Personnel 25.50 25.25 25.50 29.00 29.00 Capital Outlay 2018 2019 Type III Barricades $ 7,500 $ - Equipment GPS Tracking Hardware - 9,500 Emulsion Tank 35,000 - Concrete Drill 10,000 - Traffic Control Signage 10,000 - Flatbed Truck 28,000 - Utility Trailer 6,000 - Dump Truck w/Snow Plow 168,800 Total Capital Outlay $ 265,300 $ 9,500 WIN OTHER SHARED REVENUE FUND This fund accounts for federal, state, local, and private grants, including Hazard Mitigation Grant Project (HMGP) Buyout, Supplemental Community Development Block Grants (CDBG), and Invest Health. Individual programs may 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, and a variety of other purposes to improve living and housing in Iowa City. The City's role in many of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents. Currently active grants: • Invest Health: This is an 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. The City received $60,000 in fiscal year 2016 and has been spending down proceeds slowly in the past three fiscal years. • Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa's share is $146,871, and the City's share will be $224,042. 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 $1,524,674. The City has received prior HMGP grants as well. No grant or project activity is budgeted for fiscal year 2019. W11.3 Other Shared Revenue (2300) Fund Summary WI&I 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 63 $ (109) $ 152,415 $ 82,485 $ 55,480 $ 55,480 Revenues: Intergovernmental Fed Intergovnt Rev $ - $ 370,151 $ 470,272 $ 313,338 $ - $ - Operating Grants - 20,000 44,085 - - Disaster Assistance - 49,353 62,703 34,815 - - Other State Grants 129,659 (59,394) Sub -Total Revenues 129,659 380,110 577,060 348,153 - - Transfers In: Misc Transfers In - 218,879 5,163 - - Sub -Total Transfers In - 218,879 5,163 - - - Total Revenues & Transfers In $ 129,659 $ 598,989 $ 582,223 $ 348,153 $ - $ Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout $ - $ 497,851 $ 625,560 $ 348,153 $ - $ - Invest Health - 8,029 26,592 27,005 - - Non -Hazard Mitigation Grant Buyout 1,760 - - - - - Supplemental CDBG - Res. Proj. Delivery 19,007 - - - - - Supplemental CDBG - Residential 109,064 (59,415) Total Expenditures $ 129,831 $ 446,465 $ 652,152 $ 375,158 $ - $ Fund Balance, June 30 $ (109) $ 152,415 $ 82,485 $ 55,480 $ 55,480 $ 55,480 Restricted / Committed /Assigned - - - - - Unassigned Balance $ (109) $ 152,415 $ 82,485 $ 55,480 $ 55,480 $ 55,480 % of Revenues & Transfers In 0% 25% 14% 16% 0% 0% WI&I Activity Summary Activity: Other Shared Revenue (610200) Fund: Other Shared Revenue (2300) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev Operating Grants Disaster Assistance Other State Grants Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ - $ 370,151 $ 470,272 $ 313,338 $ - $ - 20,000 44,085 - - - 49,353 62,703 34,815 - - 129,659 (59,394) - - - - - 218,879 5,163 - - - $ 129,659 $ 598,989 $ 582,223 $ 348,153 $ - $ - $ 17,832 $ 9,178 $ 5,010 $ - $ - $ - 111,999 (23,713) 158,196 27,005 - - - - 1,946 - - - - 461,000 487,000 348,153 - $ 129,831 $ 446,465 $ 652,152 $ 375,158 $ - $ - 09111 A►1:1:iH'a:1aaM1:1►[wa:10K67►6y:1NTIAIIQ►1:3110191RIO :ULl1911111►1I] The Energy Efficiency and Conservation Block Grant (EECBG) Program is a federally - funded initiative intended to spur deployment of the cleanest, most economical and reliable energy efficiency and conservation technologies across the country by providing funds to state and local governments for the development, promotion, implementation, and management of energy efficiency and conservation projects and/or programs. The City of Iowa City was awarded $692,300 in November, 2009, and the City use the funding to retrofit eight municipal buildings, advertise free residential energy audits, and employ one intern to track municipal utility usage. The fund was converted into an inter -fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase 1) will be repaying the funds annually based on the expected savings from the improvements. The first year of repayment was fiscal year 2014. A schedule of the cost of improvements (net of rebates), the annual savings, and payback period is presented is as follows: Facility/Project Net Cost Annual Savings Predicted Estimated Payback Period Phase I: Wastewater blower $253,266 $20,000 12.66 Wastewater lighting $60,511 $2,060 29.37 Water Detailed Studies $44,960 $10,000 4.50 Water Plant Lighting $168,941 $9,596 17.61 Mercer/Scanlon $91,789 $5,130 17.89 Rec Center $66,934 $3,492 19.17 Phase I Totals $686,401 $50,278 In fiscal year 2015, as part of the combination of the Community & Economic Development department and the Housing & Inspection Services department, a new Sustainability Services activity was established in the new Neighborhood & Development Services department in the General fund. The energy efficiency revolving loan activity was subsequently moved to the General Fund as part of the Sustainability Services activity for fiscal year 2015. 331 Energy Efficiency & Conservation Block Grant (2310) Fund Summary Fund Balance, July 1 Revenues: Miscellaneous Other Misc Revenue Total Revenues Transfers Out: Misc Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance of Revenues 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 48,924 $ - $ - $ - $ - $ - $ 1,168 $ - $ - $ - $ - $ $ 1,168 $ - $ - $ - $ - $ 0% 0% 0% 0% 0% 0% 09% Activity Summary Activity: Energy Efficiency & Conserv. Block Grant (710450) Fund: Energy Eff & Cons Block Grant (2310) Division: Public Works Administration Department: Public Works Revenues: Miscellaneous Other Misc Revenue Total Revenues 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Project $ 1,168 $ - $ - $ - $ - $ - $ 1,168 $ - $ - $ - $ - $ - 333 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 decreased steadily since fiscal year 2016 from $302,423 to $193,892 in fiscal year 2019. The fund balance as a percentage of revenues and transfers in has decreased from 53% in fiscal year 2016 to 28% in fiscal year 2019. This has been an intentional decrease to help bring the fund balance down and was done through a temporary reduction in member contributions in fiscal years 2017 and 2018. In fiscal year 2019, member contributions are being increased, however, the fund balance is still projected to decrease by 4.36% to $193,892. Revenues and transfers -in for fiscal year 2019 are expected to be higher by 19.2% due an increased member contributions of 29.9% and an increase in State grant funding of 15%. Transfers in are budgeted to increase by 22.3% in fiscal year 2019. Expenditures are also higher in fiscal year 2019 by 11.8% due to the addition of a 0.5 FTE Associate Planner position. 334 Metro Planning Organization of Johnson County (2350) Fund Summary 06W 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 170,860 $ 292,006 $ 302,423 $ 256,738 $ 202,732 $ 193,892 Revenues: Use Of Money And Property Interest Revenues $ - $ 1,670 $ 1,162 $ 1,670 $ 1,160 $ 1,160 Intergovernmental Local 28E Agreements 120,045 102,514 100,719 103,620 134,588 148,047 Other State Grants 199,324 190,000 190,000 200,000 230,000 230,000 Miscellaneous Other Misc Revenue 2,399 4,487 4,085 1,530 - Sub -Total Revenues 321,768 298,671 295,966 306,820 365,748 379,207 Transfers In: Transfer -In from General Fund and RUT 340,979 270,235 268,255 273,151 333,966 367,363 Sub -Total Transfers In 340,979 270,235 268,255 273,151 333,966 367,363 Total Revenues & Transfers In $ 662,747 $ 568,906 $ 564,221 $ 579,971 $ 699,714 $ 746,569 Expenditures: Metro Planning Org of Johnson County $ 541,601 $ 558,489 $ 609,907 $ 633,977 $ 708,554 $ 728,463 Total Expenditures $ 541,601 $ 558,489 $ 609,907 $ 633,977 $ 708,554 $ 728,463 Fund Balance, June 30 $ 292,006 $ 302,423 $ 256,738 $ 202,732 $ 193,892 $ 211,999 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 292,006 $ 302,423 $ 256,738 $ 202,732 $ 193,892 $ 211,999 % of Revenues and Transfers In 44% 53% 46% 35% 28% 28% 06W 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 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. :1[CIO 1PLC] 0kK Recent Accomplishments: • Completion of the fiscal year 2017 Transportation Planning Work Program & adoption of the fiscal year 2018 Work Program • Completion of the MPO Fiscal Year 2018-2021 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration. 0911 • Adoption of Federal Functional Classification changes for urbanized area roadways • Completion of Transit Capital Equipment Replacement Plan & Program of Projects • Completion of the MPOJC Long Range Transportation Plan — required every 5 years • Completion of an update to the MPO Public Participation Plan Upcoming Challenges: • 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 l**FliiTiLe Staffing Level Change Summary: The fiscal year 2019 staffing level has a 0.50 FTE increase for an Associate Planner position. Service Level Change Summary: There are no service level changes in fiscal year 2019 budget. Financial Highlights: The personnel expenditures increased $70,568 or 14.02% primarily due to the FTE increase in the Associate Planner position. The State Department of Transportation grant is budgeted to increase by $30,000 or 15% in fiscal year 2019, and Other Local Government contributions are budgeted to increase by $30,968 or 29.89% Transfers In from other funds are budgeted to increase by $60,815 or 22.26%. 06YA FY2017 FY2018 FY2019 Total FTE's 4.70 4.70 5.20 Staffing Level Change Summary: The fiscal year 2019 staffing level has a 0.50 FTE increase for an Associate Planner position. Service Level Change Summary: There are no service level changes in fiscal year 2019 budget. Financial Highlights: The personnel expenditures increased $70,568 or 14.02% primarily due to the FTE increase in the Associate Planner position. The State Department of Transportation grant is budgeted to increase by $30,000 or 15% in fiscal year 2019, and Other Local Government contributions are budgeted to increase by $30,968 or 29.89% Transfers In from other funds are budgeted to increase by $60,815 or 22.26%. 06YA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations Department Goal: To improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Department Objective: 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. Performance Measures: Federal and State Requirements: Following are formal documents required to be completed and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa Department of Transportation. MPO staff provide planning, programming, and administrative efforts to complete these documents to ensure that Iowa City remains eligible to receive federal transportation funding, including transit capital and operation funds, streets and trails infrastructure funds, and discretionary grant funds. 0x1:3 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Long Range Transportation Plan (required every 5yrs.) ✓ Transportation Planning Work Program ✓ ✓ ✓ ✓ ✓ Passenger Transportation Plan ✓ ✓ ✓ ✓ ✓ Transportation Improvement Program ✓ ✓ ✓ ✓ ✓ 0x1:3 Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve Iowa City's Capital Improvements Program priorities. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $1,211,970 $1,400,381 $1,439,334 $1,494,411 $1,622,763 Federal Transit Federal Transit Federal Transit Federal Transit Federal Transit Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa City Transit* City Transit* City Transit* City Transit* City Transit* $6,000,000 $500,000 Traffic $2,240,660 $820,000 STBG- $1,315,860 MPO/STP funds Safety Grant for MPO/STP funds HPB funds for STBG funds for for Gateway Burlington St for American Prentiss St Benton Street Project Median Legion Road Bridge Rehabilitation (multiple years) Reconstruction Replacement $200,000 Traffic $930,000 $135,000 CMAQ $1,368,140 $1,900,000 RISE STBG funds for Grant for Moss Safety Grant for MPO/STP funds funds for bike American Legion Ridge Road Burlington for IWV Road share program - Road St/Clinton St Improvements bike stations Reconstruction $50,000 US EPA $500,000 Grant for MPO/TAPfunds Riverfront for Hwy 1 Trail Crossings Park construction $50,000 Iowa $500,000 Traffic DNR Grant for Safety Grant for Iowa River Dam Mormon Trek 4-3 Safety lane conversion $500,000 Traffic Safety Grant for 1st Ave 4-3 lane conversion $283,027 RISE Grant - Northgate Dr. extension *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded $1,000 or where an injury occurred. Department objective is to have zero fatalities. Transportation Safety (Vehicle Collisions CY 2013 CY 2014 CY 2015 CY 2016 Property Damage Only 994 1,011 574 1,044 Possible Injuries (Unknown) 147 149 213 231 Minor Injuries 150 111 99 119 Major Injuries 14 16 14 13 Fatalities 2 1 3 1 Totals 1,307 1,288 766 1,408 0x1*1 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Transportation Choices - Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles traveled. Department Goal: To improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Department Objective: 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. Performance Measures: Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2013 1 CY 2014 CY 2015 CY 2016 Total Vehicle Miles Traveled 0 3 2 Possible Injuries Unknown 4,309 4,385 4,443 4,393 Per Capita 40 24 37 21 Metric tonnes of CO2e 3 2 4 3 Fatalities 2.48 2.51 2.54 2.51 Per Capita 64 37 73 35 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2013 CY 2014 CY 2015 CY 2016 Property Damage 0 l0 0 3 2 Possible Injuries Unknown 20 11 28 9 Minor Injuries 40 24 37 21 Major Injuries 3 2 4 3 Fatalities 1 0 1 0 Totals 64 37 73 35 �in1 Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of travel to work. Department objective is to increase the mode split for walking, biking, or use of public transit. Travel to Work % CY 2000* CY 2009** CY 2012** CY 2015** Drove alone 65.3 63.1 63.6 57.0 2 or more person carpool 13.7 14.3 12.6 8.9 Transit 6.0 6.9 7.3 9.9 Bike 1.7 2.2 2.6 3.7 Walked 11.1 10.7 10.4 16.0 Taxi, Motorcycle and other means 0.4 0.8 1.5 1.2 Worked at Home 1.7 2.0 2.1 3.5 *Includes CTPP data from 2000. ** Includes 3 -year American Community Survey data. 341 Activity Summary Activity: Metro Planning Org of Jo Co (610810) Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Other State Grants Miscellaneous Other Misc Revenue Transfer -In from General Fund and RUT Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Engineering Technician Sr. Associate Planner MPO Director Total Personnel - $ 1,670 $ 1,162 $ 1,670 $ 1,160 $ 1,160 120,045 102,514 100,719 103,620 134,588 148,047 199,324 190,000 190,000 200,000 230,000 230,000 2,399 4,487 4,085 1,530 - - 340,979 270,235 268,255 273,151 333,966 367,363 $ 662,747 $ 568,906 $ 564,221 $ 579,971 $ 699,714 $ 746,569 $ 421,006 $ 445,868 $ 477,613 $ 503,177 $ 573,745 $ 590,957 101,402 104,954 112,449 118,612 125,144 127,647 19,193 7,666 19,844 12,188 9,665 9,858 $ 541,601 $ 558,489 $ 609,907 $ 633,977 $ 708,554 $ 728,463 2015 2016 2017 2018 2019 0.20 0.20 0.20 0.20 0.20 4.00 3.50 2.50 2.50 3.00 0.40 - - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.60 4.70 4.70 4.70 5.20 e1% 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 worker's 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 howthey are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.16(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on-the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be between 25% and 35% of total fund revenues. The fund's cash balances versus revenues since fiscal year 2015 are as follows: FY2015 FY2016 FY2017 FY2018 FY2019 Actual Actual Actual Revised Budget Revenues $ 9,782,477 $ 10,516,768 $ 11,145,984 $ 11,496,472 $ 12,908,880 Fund Balance $ 1,592,570 $ 1,670,848 $ 2,520,948 $ 2,390,200 $ 3,071,421 Percentage 16.28% 15.89% 22.62% 20.79% 23.79% The Employee Benefits property tax levy for fiscal year 2018 was $3.14415 per $1,000 of valuation. For fiscal year 2019, this levy will increase to $3.34415 per $1,000 of valuation. 343 Employee Benefits (2400) Fund Summary Expenditures General Government Employee Benefits $ 2015 2016 2017 2018 2019 2020 $ 375,518 $ Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,713,207 $ 1,592,570 $ 1,670,848 $ 2,520,948 $ 2,390,200 $ 3,071,421 Revenues: 1,054,857 868,301 1,243,475 1,283,417 Property Taxes $ 9,068,802 $ 9,650,100 $ 10,387,251 $ 10,749,761 $ 12,095,360 $ 12,337,267 Other City Taxes Empl Benefits Levy to Gen Fund & RUT 8,926,508 Gas/Electric Excise Tax 150,877 142,872 137,736 131,111 139,776 142,572 Mobile Home Tax 8,926,508 12,121 12,247 12,358 12,240 12,360 12,607 Intergovernmental 11,163,127 Total Expenditures & Transfers Out $ 9,903,114 $ 10,438,490 $ Property Tax Credits $ 11,627,220 183,244 383,162 294,581 300,885 347,324 347,324 State 28E Agreements 1,670,848 315,605 326,586 302,475 302,475 302,480 302,480 Miscellaneous - - - - Other Misc Revenue 51,828 1,801 11,581 1,592,570 11,580 11,580 Total Revenues $ 9,782,477 $ 10,516,768 $ 11,145,984 $ 11,496,472 $ 12,908,880 $ 13,153,830 Expenditures General Government Employee Benefits $ 378,170 $ 378,317 $ 383,907 $ 390,573 $ 375,518 $ 383,609 Public Safety Employee Benefits 598,436 676,540 484,394 852,902 907,899 926,057 Sub -Total Expenditures 976,606 1,054,857 868,301 1,243,475 1,283,417 1,309,666 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 8,926,508 9,383,633 9,427,583 10,383,745 10,944,242 11,163,127 Sub -Total Transfers Out 8,926,508 9,383,633 9,427,583 10,383,745 10,944,242 11,163,127 Total Expenditures & Transfers Out $ 9,903,114 $ 10,438,490 $ 10,295,884 $ 11,627,220 $ 12,227,659 $ 12,472,793 Fund Balance, June 30 $ 1,592,570 $ 1,670,848 $ 2,520,948 $ 2,390,200 $ 3,071,421 $ 3,752,458 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 1,592,570 $ 1,670,848 $ 2,520,948 $ 2,390,200 $ 3,071,421 $ 3,752,458 % of Revenues 16% 16% 23% 21% 24% 29% 344 Activity Summary Activity: General Government Employee Benefits (310640) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Intergovernmental Property Tax Credits Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Administrative Secretary Finance Director Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Project $ 9,068,802 $ 9,650,100 $ 10,387,251 $ 10,749,761 $ 12,095,360 $ 12,337,267 150,877 142,872 137,736 131,111 139,776 142,572 12,121 12,247 12,358 12,240 12,360 12,607 183,244 383,162 294,581 300,885 347,324 347,324 $ 9,415,044 $ 10,188,381 $ 10,831,927 $ 11,193,997 $ 12,594,820 $ 12,839,770 $ 51,466 $ 52,454 $ 54,792 $ 56,409 $ 58,078 $ 59,820 326,704 325,863 329,115 334,164 317,440 323,789 $ 378,170 $ 378,317 $ 383,907 $ 390,573 $ 375,518 $ 383,609 2015 2016 2017 2018 2019 0.50 0.50 0.50 0.50 0.50 0.05 0.05 0.05 0.05 0.05 0.55 0.55 0.55 0.55 0.55 Activity Summary Activity: Public Safety Employee Benefits (310650 - 310660) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Intergovernmental State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 315,605 $ 326,586 $ 302,475 $ 302,475 $ 302,480 $ 302,480 51,828 1,801 11,581 11,580 11,580 $ 367,433 $ 328,388 $ 314,057 $ 302,475 $ 314,060 $ 314,060 $ 598,436 $ 676,540 $ 484,394 $ 852,902 $ 907,899 $ 926,057 $ 598,436 $ 676,540 $ 484,394 $ 852,902 $ 907,899 $ 926,057 em Ua107all 17e1:31:8:[611MILl[cm 111►1I] The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures agreed to a purchase price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund. The developer's project totals $74 million and will include two towers containing 20,000 square feet of office space, 320 residential units, a 152 room hotel, and retail space. The developer also agreed to lease 32 one -bedroom units (10% of the total number of units) to qualified households with incomes at or below 80% of the Area Median Income and to make a contribution of $1,000,000 to the City's Affordable Housing Fund. In fiscal years 2018 and 2019, the City has budgeted to contribute $650,000 and $750,000, respectively, per year to this 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 fund balance is $1,000,000. In fiscal years 2017, 2018 and 2019, the ending fund balances are projected to be $468,102. Fund Balance, July 7 Revenues: Use Of Money And Property Interest Revenues Charges for Fees & Services Building & Development Sub -Total Revenues Transfers In: Transfer -In from General Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Affordable Housing Sub -Total Expenditures Transfers Out: Capital Projects Fund Sub -Total Transfers Out Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Affordable Housing (2500) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected S - S - $ 1,000,000 S 468,102 $ 468,102 S 468,102 3,926 $ - $ - S - 1,000,000 - - - - 1,000,000 3,926 - - - - - - 650,000 750,000 - $ - $ 1,000,000 $ 3,926 $ 650,000 $ 750,000 $ - $ 500,000 $ 650,000 $ 750,000 $ - - 500,000 650,000 750,000 - 35,824 35,824 $ - $ - $ 535,824 $ 650,000 $ 750,000 S $ - $ 1,000,000 $ 468,102 $ 468,102 $ 468,102 S 468,102 $ - $ 1,000,000 $ 468,102 $ 468,102 $ 468,102 $ 468,102 0°/a 100% 11923% 0% 0% 0% Activity Summary Activity: Affordable Housing (490190) Fund: Affordable Housing (2500) Division: Neighborhood Services Department: Neighborhood and Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Protected Revenues: Use Of Money And Property Interest Revenues Charges for Fees & Services Building & Development Total Revenues Expenditures: Services Capital Outlay Total Expenditures $ - $ - $ 3,926 $ - $ - $ 1,000,000 $ - $ 1,000,000 $ 3,926 $ - $ - $ - $ - $ - $ 500,000 $ 487,500 $ 562,500 $ - 162,500 187,500 $ - $ - $ 500,000 $ 650,000 $ 750,000 $ a, 1.3 11►6111Wivi A0149M1:1LIN&y1U►1I] In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City owns and operates ten (10) of the rental units. The remaining seven (7) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the ten units owned by the City. 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 Peninsula Apartments. 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, 2018 will be $112,053. Also as part of the financing structure, The Housing Fellowship issued an interest -only loan to the City 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. Fund Balance: The fiscal year 2019 ending fund balance is projected at $181,611. 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. Revenues: Rental income is projected at $76,710 in fiscal year 2019, an increase of 4.59% from the fiscal year 2018 estimate. Expenditures: Expenditure are budgeted at 11.80% higher than fiscal year 2018 primarily due to higher building maintenance and repair expenditures. Peninsula Apartments (2510) Fund Summary 01-111 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 91,406 $ 105,146 $ 124,888 $ 143,381 $ 163,979 S 181,611 Revenues: Use Of Money And Property Interest Revenues $ - $ 809 $ 802 $ 810 $ 800 $ 800 Rents 73,697 71,434 76,714 73,345 76,710 78,244 Total Revenues $ 73,697 $ 72,243 $ 77,516 $ 74,155 $ 77,510 $ 79,044 Expenditures: Housing Authority Property Management $ 59,957 $ 52,501 $ 59,023 $ 53,557 $ 59,878 $ 61,761 Total Expenditures $ 59,957 $ 52,501 $ 59,023 $ 53,557 $ 59,878 $ 61,761 Fund Balance, June 30 $ 105,146 $ 124,888 $ 143,381 $ 163,979 $ 181,611 $ 198,894 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 105,146 $ 124,888 $ 143,381 $ 163,979 $ 181,611 $ 198,894 % of Revenues 175% 238% 243% 306% 303% 322% 01-111 Activity Summary Activity: Peninsula Apartments (490192) Fund: Peninsula Apartments (2510) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Use Of Money And Property Interest Revenues Rents Total Revenues Expenditures: Services Other Financial Uses Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Protect $ - $ 809 $ 802 $ 810 $ 800 $ 800 73,697 71,434 76,714 73,345 76,710 78,244 $ 73,697 $ 72,243 $ 77,516 $ 74,155 $ 77,510 $ 79,044 $ 47,645 $ 39,742 $ 45,801 $ 39,855 $ 45,679 $ 47,049 12,312 12,759 13,222 13,702 14,199 14,712 $ 59,957 $ 52,501 $ 59,023 $ 53,557 $ 59,878 $ 61,761 351 TAX INCREMENT FINANCING FUNDS Tax Increment Financing (TIF) Districts have been established in various locations in Iowa City to encourage economic development. TIF revenues are used to repay debt incurred for specific projects and to pay property tax rebates on increased valuation per development -specific agreements within the districts. As TIF agreements expire and/or their legal requirements are satisfied, tax revenue generated by the incremental valuation (increase in property values for the district since it was established) is distributed to all taxing authorities. The objective of Iowa City's TIF capacity is to provide gap financing for development projects which meet the adopted goals and criteria of the respective TIF district. The City has established twelve TIF districts. The table below presents debt that has been certified against the City's TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road, Highway 6 Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp Cardinal urban renewal areas; these areas have no outstanding tax increment debt. Outstanding TIF TIF Debt Estimated Estimated Debt Previously Certified TIF Receipts TIF Receipts Estimated TIF Urban Renewal Area Certified 1211117 FY18 FY19 Debt 613 012 01 9 2603 -City -University) $ 30,056,790 $ 12,047,703 $ 727,874 $ 1,393,688 $ 39,982,931 2604 - Sycamore & 1st Ave 1,918,102 287 505,959 542,301 870,129 2607 -Scott 6 Industrial 945,594 18,938 945,594 18,938 - 2608 -Heinz Road 170,000 - - - 170,000 2613 - Moss Green Village (1) 2,163,746 - - - 2,163,746 2614-Towncrest Area 1,562,466 - 185,084 247,659 1,129,723 2615 -Riverside Drive 1,817,718 1,615,948 90.208 419,186 2,924,272 Tot9jWiiii6WWJWJJJV $ 38,634,416 $ 13,682,876 $ 2,454,719 $ 2,621,772 $ 47,240,801 (1) Has not been certified yet TIF debt certified on December 1, 2017 included a $4,020,292 rebate for the August Place development and an $8,000,000 rebate for the Hieronymi development in the City - University URA and $1,613,557 from the 2017A general obligation bonds for the Riverside Drive pedestrian tunnel in the Riverside Drive URA. The remaining certified debts were for are related administrative costs and other miscellaneous expenditures. 014% Tax Increment Financing (2601 - 2615) Fund Summary Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department 353 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 19,664 $ 835 $ 239,487 $ 482,246 $ 1,575,011 $ 885,776 Revenues: Other City Taxes TIF Revenues $ 640,244 $ 1,027,218 $ 2,226,302 $ 2,454,719 $ 2,621,772 $ 3,385,046 Use Of Money And Property Interest Revenues - 3,615 4,429 - 10,000 10,000 Sub -Total Revenues 640,244 1,030,833 2,230,731 2,454,719 2,631,772 3,395,046 Transfers In: Transfers In 57,500 115,000 115,000 Sub -Total Transfers In - - - 57,500 115,000 115,000 Total Revenues & Transfers In $ 640,244 $ 1,030,833 $ 2,230,731 $ 2,512,219 $ 2,746,772 $ 3,510,046 Expenditures By Urban Renewal Area: City -University 1 $ - $ - $ - $ - $ - $ 1,190,000 Sycamore & 1 st Ave - - - 250,000 250,000 250,000 Scott 6Industrial 5,079 - - - - - Heinz Road 13,591 - - 8 - - Riverside Drive 82,365 255,193 255,193 Sub -Total Expenditures 18,670 - - 332,373 505,193 1,695,193 Transfers Out: TIF Debt Transfers Out 640,403 792,180 1,987,971 1,087,082 2,930,814 2,166,461 Sub -Total Transfers Out 640,403 792,180 1,987,971 1,087,082 2,930,814 2,166,461 Total Expenditures & Transfers Out $ 659,073 $ 792,180 $ 1,987,971 $ 1,419,455 $ 3,436,007 $ 3,861,654 Fund Balance, June 30 $ 835 $ 239,487 $ 482,246 $ 1,575,011 $ 885,776 $ 534,168 Restricted / Committed /Assigned - 236,684 476,815 1,575,011 885,776 534,168 Unassigned Balance $ 835 $ 2,803 $ 5,431 $ - $ - $ - % of Revenues & Transfers In 0% 0% 0% 0% 0% 0% Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department 353 City -University Project 1 (2603) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 S 1,102 $ 391 $ 2,796 $ 5,424 $ 62,924 $ 177,924 Revenues: Other City Taxes TIF Revenues Use Of Money And Property Interest Revenues Transfers In: Transfers In Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 501,628 $ 534,000 $ 787,700 $ 727,874 $ 1,393,688 $ 2,179,009 - 3,615 4,429 - 10,000 10,000 - - - 57,500 115,000 115,000 $ 501,628 $ 537,615 $ 792,130 $ 785,374 $ 1,518,688 $ 2,304,009 $ 1,190,000 $ 502,339 $ 535,210 $ 789,502 $ 727,874 $ 1,403,688 $ 1,599,009 $ 502,339 $ 535,210 $ 789,502 $ 727,874 $ 1,403,688 $ 2,789,009 $ 391 $ 2,796 $ 5,424 $ 62,924 $ 177,924 $ (307,076) $ 391 $ 2,796 $ 5,424 $ 62,924 $ 177,924 $ (307,076) Sycamore & 1st Avenue (2604) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ - $ 256 $ 236,684 $ 476,815 $ 574,270 $ 707,852 Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 77,777 $ 382,522 $ 398,437 $ 505,959 $ 542,301 $ 542,301 $ 77,777 $ 382,522 $ 398,437 $ 505,959 $ 542,301 $ 542,301 $ 250,000 $ 250,000 $ 250,000 77,521 146,094 158,306 158,504 158,719 158,909 $ 77,521 $ 146,094 $ 158,306 $ 408,504 $ 408,719 $ 408,909 $ 256 $ 236,684 $ 476,815 $ 574,270 $ 707,852 $ 841,244 $ 256 $ 236,684 $ 476,815 $ 574,270 $ 707,852 $ 841,244 354 Scott 6 Industrial (2607) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 7 S 5,079 S - $ - $ - $ 937,817 $ - Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ - $ - $ 748,045 $ 945,594 $ 18,938 $ - $ - $ - $ 748,045 $ 945,594 $ 18,938 $ $ 5,079 $ - - $ - - 748,045 $ - 7,777 $ - 956,755 $ - - $ 5,079 $ - $ 748,045 $ 7,777 $ 956,755 $ - $ - $ - $ - $ 937,817 $ - $ - $ - S - $ - $ 937,817 $ - $ Heinz Road (2608) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 S 13,591 S - S 8 S 8 $ - $ - Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ - $ 331 $ - $ - $ - $ - $ - $ 331 $ - $ - $ - $ - $ 13,591 $ - $ - $ 8 $ - $ 01-V 323 Towncrest Area (2614) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ - $ 188 $ - $ - $ - $ - Revenues: Other City Taxes TIF Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 40,105 $ 88,570 $ 148,097 $ 185,084 $ 247,659 $ 247,659 $ 40,105 $ 88,570 $ 148,097 $ 185,084 $ 247,659 $ 247,659 $ 39,917 $ 88,758 $ 148,097 $ 185,084 $ 247,659 $ 247,659 $ 39,917 $ 88,758 $ 148,097 $ 185,084 $ 247,659 $ 247,659 Actual Actual Actual Revised Budget Projected $ 188 $ - $ - $ - $ - $ - Revenues: $ 188 $ - $ - $ - $ - $ - Riverside Drive (2615) Fund Summary Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 20,734 $ 21,796 $ 144,021 $ 90,208 $ 419,186 $ 416,077 20,626 21,796 - $ 82,365 $ 255,193 $ 255,193 144,021 7,843 163,993 160,884 $ 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ (108) $ - S - $ - $ - S - Revenues: Other City Taxes TIF Revenues $ 20,734 $ 21,796 $ 144,021 $ 90,208 $ 419,186 $ 416,077 Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 20,734 $ 21,796 $ 144,021 $ 90,208 $ 419,186 $ 416,077 20,626 21,796 - $ 82,365 $ 255,193 $ 255,193 144,021 7,843 163,993 160,884 $ 20,626 $ 21,796 $ 144,021 $ 90,208 $ 419,186 $ 416,077 01.11 SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT (SSMID) - DOWNTOWN In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self -Supporting Municipal Improvement District (SSMID) in downtown Iowa City as allowed under Iowa property tax code. The City collects a special property tax levy on property that is within the boundaries of the downtown district which is then remitted to the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and enhance the downtown district. The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of taxable value on July 1, 2021 along with a boundary expansion of the district; however, the SSMID levy rate remains at $2.00 in fiscal year 2019. 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. Revenues include the SSMID levy collections and the State backfill for commercial property taxes. SSMID payments to ICDD in fiscal year 2017 totaled $318,343. The estimated payments in fiscal year 2018 total $355,350 and in fiscal year 2019 total $400,124, an increase of 12.6%. This increase is primarily due to increased property valuations in the district and the expansion of the district to include more properties. -YA Fund Balance, July 1 Revenues: Property Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: SSMI D Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues SSMID - Downtown (2820) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 280,790 $ 264,683 $ 289,471 $ 323,018 $ 361,878 $ 369,116 15,351 30,601 28,872 32,332 38,246 38,246 $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 3i.Y8 Activity Summary Activity: SSMID - Downtown (310120) Fund: SSMID - Downtown (2820) Division: Finance Adminstration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues: Property Taxes $ 280,790 $ 264,683 $ 289,471 $ 323,018 $ 361,878 $ 369,116 Intergovernmental Property Tax Credits 15,351 30,601 28,872 32,332 38,246 38,246 Total Revenues $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 Expenditures: Services $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 Total Expenditures $ 296,141 $ 295,284 $ 318,343 $ 355,350 $ 400,124 $ 407,362 Activity prior to fiscal year 2018 reported under Neighborhood and Development Services Department OW 0 4 4 0 Wei a "$A LWIN m U'ESCO, CITY OF LITERATURE Dia F Y 2 0 1 9 DEBT SERVICE FUND Fund Summary Debt Schedules I111]43I NAZIVAMA9,11►1I7 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, 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 2019 is $3.228 per $1,000 in valuation - this is a reduction of $.35 per $1,000 from the fiscal year 2018 levy. Future general obligation bond issues are estimated at $11.989 million in 2018, $9.713 million in 2019, and $9.570 million in 2020 including 2% for bond issuance costs. Proceeds from bond issues are recorded in the Capital Projects Fund. The schedule of annual principal and interest payments at June 30, 2018 (not including estimated payments for the 2018 proposed bond issue) are projected to be: Fiscal Year Annual Payments Principal Interest Total Principal Outstanding Beginning of Fiscal Year 2019 9,170,000 1,369,187 10,539,187 54,950,000 2020 5,435,000 1,126,410 6,561,410 45,780,000 2021 5,555,000 1,001,818 6,556,818 40,345,000 2022 6,650,000 884,138 7,534,138 34,790,000 2023 5,755,000 738,108 6,493,108 28,140,000 2024 4,970,000 597,858 5,567,858 22,385,000 2025 4,020,000 482,558 41502,558 17,415,000 2026 3,200,000 388,545 3,588,545 13,395,000 2027 2,075,000 307,850 2,382,850 10,195,000 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, 2018 54,950,000 8,120,925 63,070,925 0W 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 2019 are approximately $5.908 billion. The debt limit, or five percent (5%) of this amount, is about $295.4 million. Outstanding G.O. and TIF debt at June 30, 2019, is estimated to be $64.6 million, which is 21.9% of the debt limit. The ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2011. General Bonded Debt Outstanding Versus Legal Debt Limit Last Ten Years 350 300 w 250 N m 200 O D 0 150 N C 100 50 0 ul 1< FJ^ry FyNp Q, QJ^6 QJ^^ R1^� ;cy�� .Q,'L° ■Legal Debt Limit ■ Outstanding GOFnF Banded Debt at June 30 ' FY18, FY19, and FY20 figures are estimates 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 2011 through fiscal year 2020. Fiscal years 2018 through 2020 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 2019 is $3.228 per $1,000 of value while the City's total property tax levy rate is $16.183 per $1,000 of value. The debt service levy rate is projected to decrease another $.25 in fiscal year 2020. 30.0% 25.0% 0 d J .2 20.0% O F w O 10.0% (policy maximum: 30%) 26.1% 25.7% 24.7% 21 7 ° 23.6% _It23.1% 21.9% 19.9% FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 *FY19 *FY20 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 2011 through 2020. 1.95% 0.75% 1.81% ° 1.44% 3% 'IA?A ° 1.22% 1.17% FY71 FY12 FY13 FY14 FY15 FY16 FY17 *FY78 *FY19 *FY20 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 Ending fund balance for fiscal year 2018 is estimated to be $7,970,521 which is an increase of $738,337 or 10.21 % from fiscal year 2017. This increase is primarily due to savings generated from early bond calls and favorable interest rates. The fiscal year 2018 budget includes an early call of the 20106 and 2011A general obligation bonds totaling $3,800,000. The estimated ending fund balance for fiscal year 2019 is projected to be $8,681,752 which is an increase of $711,231 or 8.92%. Fund balance is projected to increase primarily due to the accumulation of funds to call the 2012D tax increment financing revenue bonds in fiscal year 2021. The fiscal year 2019 budget includes an early call of the 2011C general obligation bonds totaling $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 $2,260,969 at the end of fiscal year 2019. 01-V Fund Balance, July 1 Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Use Of Money And Property Interest Revenues Intergovernmental Property Tax Credits Charges For Fees And Services Building & Devlpmt Other Financial Sources Loan Repayments Debt Sales Sub -Total Revenues Transfers In Transfers -In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Financial Services & Charges GO Bonds Principal GO Bonds Interest Revenue Bonds Principal Revenue Bonds Interest Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance Debt Service Fund (5000 - 5999) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 8,868,053 $ 6,444,718 $ 6,000,280 $ 7,232,184 $ 7,970,521 $ 8,681,752 $ 12,725,229 $ 12,309,367 $ 12,925,934 $ 12,522,935 $ 11,952,568 $ 11,251,148 210,260 180,306 167,714 149,244 134,943 126,980 16,863 15,447 15,021 15,440 15,020 14,134 74,553 44,298 180,516 143,102 121,101 69,987 255,366 483,552 358,695 342,447 335,308 335,308 190,784 178,166 268,922 48,638 50,250 52,342 54,521 - - 657,323 - - 13,651,221 13,301,892 14,353,841 13,223,418 12,611,282 11,852,078 1,134,225 1,269,920 2,096,352 1,079,411 1,822,399 1,044,973 1,134,225 1,269,920 2,096,352 1,079,411 1,822,399 1,044,973 $ 14,785,446 $ 14,571,813 $ 16,450,193 $ 14,302,829 $ 14,433,681 $ 12,897,051 $ - $ 4,844 $ 15,526 $ 15,000 $ 15,000 $ 15,000 15,525,000 13,395,000 13,470,000 11,760,000 11,903,263 7,978,138 1,608,446 1,411,071 1,255,554 1,197,997 1,214,852 1,179,775 - 130,000 130,000 135,000 135,000 140,000 75,335 75,335 347,208 456,495 454,335 451,635 $ 17,208,781 $ 15,016,250 $ 15,218,289 $ 13,564,492 $ 13,722,450 $ 9,764,548 $ 6,444,718 $ 6,000,280 $ 7,232,184 $ 7,970,521 $ 8,681,752 $ 11,814,255 667,748 825,367 1,618,797 1,631,956 2,260,969 2,051,661 $ 5,776,970 $ 5,174,913 $ 5,613,387 $ 6,338,565 $ 6,420,783 $ 9,762,594 0.151 General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Fiscal Year Principal Amount of Debt Paid in Outstanding Issue / Use of Funds Issue Full June 30, 2018 FY2019 FY2020 FY2021 201 1C G.O. Refunding ' 10,930,000 2021 $ 3,850,000 $ 3,983,315 $ - $ - 2012A G.O. Multi-purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 2012D TIF Revenue Bonds 2,655,000 2032 2,260,000 205,185 207,485 204,545 2013A G.O. Mufti -purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 2014 G.O. Multi-purpose/ 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 Refunding 2015 G.O. Multi -Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 2016A G.O. Multi-purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 2017 G.O. Multi -Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 2018 G.O. Proposed 11,988,570 2028 - 3,168,663 2,051,663 1,051,663 2019 G.O. Proposed 9,713,460 2029 - - 1,136,475 1,136,475 Total - General Obligation Debt Service: $ 54,950,000 $ 13,707,850 $ 9,749,548 $ 9,884,843 Budgeted for early call OCR 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 To be called: July 1, 2018 Payments Principal Property Tax Outstanding Coupon Fiscal Principal Interest Total Revenue Beginning of Rate Year Fiscal Year 2019 3,850,000 133,315 3,983,315 3,983,315 3,850,000 3.250% Totals 3,850,000 133,315 3,983,315 3,983,315 Principal payable June 1. Interest payable June 1 and December 1 Proiect Advance Refunded 2002 GO Bonds Amount Placed with Escrow Agent Issuance Costs Bond Premium Amount of Issue 0*1 Amount $10,580,000 505,231 112,681 (267,912) $10,930,000 Principal payable June 1. Interest payable June 1 and December 1. Project Amount 2012A General Obligation Bond Principal: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Issue First Ave Storm Sewer 710,000 Fiscal Year 540,000 Payments 120,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 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%a 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 3,865,000 205,750 4,070,750 3,828,390 242,360 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Runway 7-25 Taxiway $ 232,000 First Ave Storm Sewer 710,000 Lower Muscatine - Kirkwood to First Avenue 540,000 Traffic Signals Project 120,000 Sidewalk Infill 100,000 Brick Street Construction 290,000 First Ave/IAIS Railroad Overpass 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 80,000 Parks Annual Improvements 200,000 Cemetery Road Resurfacing 50,000 Terry Trueblood Recreation Area 500,000 Intra -city Bike Trails 50,000 Highway 1 Sidewalk/Trail 1,000,000 Fire Apparatus 634,000 New Animal Shelter 700,000 Fire Station #1 Kitchen Remodel 129,905 Police Crime Lab 82,600 Police Station Remodel 198,450 Police Breakroom/Restroom Remodel 59,250 City Hall Improvements 141,300 City Hall Security Camera Upgrade 75,000 Issuance Costs 107,495 Amount of Issue $ 9,070,000 W11 Principal payable June 1. Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue 371 Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 2012D Taxable Urban Renewal Revenue Bonds Principal: $2,655,000 Dated: November 29, 2012 Callable: June 1, 2021 Fiscal Year Principal Payments Interest Total Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 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 2,260,000 617,250 2,877,250 2,877,250 Principal payable June 1. Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue 371 Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2013A General Obligation Bond Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Issue Lower Muscatine -Kirkwood to First Ave 375,000 Fiscal Year 250,000 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 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%a 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 4,185,000 220,773 4,405,773 3,634,915 770,858 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Moss Ridge Road $ 1,610,000 Lower Muscatine -Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/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 MA Principal payable June 1. Interest payable June 1 and December 1. Project 2014 General Obligation/Refunding Bond Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Issue $ 1,890,000 Fiscal Year Principal Payments Interest Property Tax Total Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 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 5,785,000 535,100 6,320,100 4,464,496 1,855,604 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Moss Ridge Road $ 1,890,000 First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facility Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall -Other Projects 244,165 Issuance Costs 166,785 Amount of Issue $11,980,000 373 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2015 General Obligation Bond Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Issue City Hall -Other Projects 100,000 Fiscal Year 466,299 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 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%a 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 5,655,000 468,925 6,123,925 5,612,615 511,310 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 200,000 City Hall -Other Projects 100,000 City Hall Remodel -NDS 2nd Floor 466,299 Fiber Optic Infill Program 100,000 CBD Streetscape Project 350,000 Riverside Drive Pedestrian Tunnel 100,000 Lower City Park Emergency Access Road 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 700,000 Tennis Court/Pickle Ball Court Resurfacing 70,000 Youth Sports Complex Feasibility Study 50,000 Harrison Street Reconstruction 500,000 Sidewalk Infill Program 100,000 Burlington & Clinton Street Intersection Improvements 840,000 First Ave/IAIS Railroad Crossing Improvements 3,050,000 Dubuque Street/I-80 Pedestrian Bridge 276,158 Issuance Costs 112,543 $ 7,785,000 374 Principal payable June 1. Interest payable June 1 and December 1 Riverfront Crossings Redevelopment Riverfront Crossings Riverbank/Park Development City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Happy Hollow Park Shelter & Bathroom Upgrades Hickory Hill Park & Trail Development Upgrade Building BAS Controls Mercer Aquatic & Scanlon Gym Improvements Mormon Trek Right Turn Lane & Three Lane Conversion 1st Ave/IAIS RR Crossing Grade Separation First Ave Three Lane Conversion Washington Street Reconstruction Fire/Police Storage Facility Relocation Issuance Costs MAI Amount $ 150,000 500,000 130,000 65,000 25,000 150,000 200,000 118,000 53,000 650,000 1,546,222 275,000 4,133,666 700,000 99,112 $ 8,795,000 2016A General Obligation Bond Issue Principal: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Fiscal Year Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 1 108,550 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 7,680,000 774,250 8,454,250 8,454,250 Principal payable June 1. Interest payable June 1 and December 1 Riverfront Crossings Redevelopment Riverfront Crossings Riverbank/Park Development City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Happy Hollow Park Shelter & Bathroom Upgrades Hickory Hill Park & Trail Development Upgrade Building BAS Controls Mercer Aquatic & Scanlon Gym Improvements Mormon Trek Right Turn Lane & Three Lane Conversion 1st Ave/IAIS RR Crossing Grade Separation First Ave Three Lane Conversion Washington Street Reconstruction Fire/Police Storage Facility Relocation Issuance Costs MAI Amount $ 150,000 500,000 130,000 65,000 25,000 150,000 200,000 118,000 53,000 650,000 1,546,222 275,000 4,133,666 700,000 99,112 $ 8,795,000 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% Chauncey Building Project Capitalized Interest Issuance Costs Amount of Issue M1 Amount $12,097,250 657,323 50,427 $12,805,000 2016E Taxable Urban Renewal Capital Loan Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Fiscal Year Principal Payments Interest Total Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 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 81025,000 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 21595,000 3.00% * 2035 * 865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 * 890,000 26,700 1 916,700 916,700 890,000 3.00% * Totals 12,805,000 4,143,300 16,948,300 16,948,300 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% Chauncey Building Project Capitalized Interest Issuance Costs Amount of Issue M1 Amount $12,097,250 657,323 50,427 $12,805,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2017A General Obligation Bonds Principal: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 $ 150,000 Climate Action Plan Project Fiscal Year Permitting Software Upgrade Payments Public Works Facility Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate" Principal Interest Total West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 2019 905,000 190,563 1,095,563 934,678 160,884 8,865,000 2.00% 2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00% 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50% Totals 8,865,000 1,022,263 9,887,263 8,435,308 1,451,954 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 150,000 Climate Action Plan Project 150,000 Permitting Software Upgrade 500,000 Public Works Facility 700,000 Riverside Drive Pedestrian Tunnel 1,434,000 Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 Upgrade Building BAS Controls 240,000 Recreation Center Lobby Remodel 160,000 Pedestrian Mall Reconstruction 750,000 Dubuque Street Reconstruction 2,500,000 Sidewalk Infill Program 100,000 Myrtle/Riverside Intersection Signalization 900,000 Issuance Costs 134,520 Amount of Issue $ 9,765,000 MA 0 4 4 0 Wei a "$A LWIN m U'ESCO, CITY OF LITERATURE F Y 2 0 1 9 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Cable Television Housing Authority :7Aall rN1►[H1U►1I] 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, 2017 was $5,582,223, a 14.9% increase from fiscal year 2016. The increase was primarily due to the early defeasance of the 2009 Parking Revenue bonds during fiscal year 2015 which eliminated the parking revenue bond's debt service payments. The Parking Fund borrowed just under $2.5 million from the Landfill Cell Replacement i(l-'W► -A(OK-1:14 M 41 IS411-3xllMe1-1P-1*11LfZ-M11La Final Loan I Date I Loan Amount MI MI 1111111111.1 IMS] ■ 1111.1 ■ C+1.➢ll Principal Total Outstanding as Payment FY19 FY19 of 6/30/17 FY19 Principal Interest 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,665,852 $ 289,143 $ 242,467 $ 46,676 The fiscal year 2018 year-end unassigned fund balance is estimated to increase 13.09% to $6,312,990. This increase is primarily due to the parking permit rate increase in fiscal year 2018 and due to the sale of the City Hall parking lot for development of the Augusta Place. This lot was sold for $2.68 million during fiscal year 2018. Of this sale amount, $2 million was transferred to the debt service reserve to assist with making lease -purchase payments and $602,843 is being held to buy a portion of the parking in the new development. In fiscal year 2019, the unassigned fund balance is estimated to increase 12.50% to $7,102,397. This increase is partly due to the parking permit rate increase in fiscal year 2018. Fund Balance (1) $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 (1) FY18 and FY19 figures are estimates MY, Estimated restricted fund balance at June 30, 2019 is $3,500,000. This restricted fund balance represents funds held in the Parking Debt Service Reserve from the sale of the City Hall parking lot in fiscal year 2018 and from the sale of the parking lot at the corner of Court & Linn Streets in fiscal year 2016. These funds are being used to make lease -purchase payments on the Harrison Street parking garage, which began in fiscal year 2017. 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 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. No funds are currently being held because of this impact fee. 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, 2017. Hourly Rates and Charaes Fiscal Capitol St. Dubuque St. Chauncey Tower Place Harrison St. Year Garage Garage Swan Garage Garage Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 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 60.00 1993 0.50 0.45 0.40 60.00 `Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free Monthly Rates and Charaes Fiscal Capitol St. Dubuque St. Chauncey Tower Place Harrison St. Year Garage Garage Swan Garage Garage Garage 2018 $85.00 $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 $65.00 per month for parking permits. Revenues: Fiscal year 2018 revenue is estimated to decrease 30.2% when compared to fiscal year 2018 estimated revenue. This decrease is anticipated primarily due to revenues for the sale of the City Hall parking lot in fiscal year 2018. Parking service charges are approximately 95% of fund revenues and parking fines are about 4%. $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Revenue Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Useof Money&Property ■Miscellaneous Other Financial Sources Expenditures: Fiscal year 2019 budgeted expenditures represent a 6.09% decrease from fiscal year 2018 estimated expenditures. This is due to a decrease in On -Street Service expenditures with $200,000 budgeted for the clean-up and renovation of "Pig Alley" in fiscal year 2018. Expenditure Trends $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- 2015Act ual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Captial Outlay ■Debt Service The Parking Fund is budgeting $360,000 for transfers to the Capital Projects Fund for parking facility restoration and repairs and parking equipment upgrades. 0.191 Parking (7100 - 7102) Fund Summary 1) Same Fund Transfers 0-Y'l 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 6,867,952 $ 3,713,076 $ 10,742,693 $ 11,082,223 $ 11,812,990 $ 10,602,397 Revenues: Use Of Money And Property Interest Revenues $ 35,207 $ 35,348 $ 35,397 $ 35,350 $ 35,400 $ 35,400 Charges For Fees And Services Parking Charges 5,253,013 5,239,882 5,230,823 5,624,810 5,711,630 5,711,630 Miscellaneous Parking Fines 248,841 198,370 221,917 198,370 221,920 221,920 Other Misc Revenue 82,592 40,459 39,794 64,000 35,016 35,016 Other Financial Sources Sale Of Assets - 5,502,850 - 2,679,169 - - Sub -Total Revenues 5,619,653 11,016,908 5,527,930 8,601,699 6,003,966 6,003,966 Transfers In: Transfer In - Interfund Loan from Landfill Re= 2,495,350 - - - - - 1) Debt Service Transfers 3,943,875 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Sub -Total Transfers In 6,439,225 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Total Revenues & Transfers In $ 12,058,878 $ 16,516,908 $ 6,628,751 $ 11,716,394 $ 7,104,787 $ 7,104,787 Expenditures: Parking Administration $ 1,227,040 $ 1,307,195 $ 1,188,524 $ 1,387,780 $ 1,271,562 $ 1,294,717 On Street Operations 833,273 753,636 749,591 1,210,897 916,907 915,944 Parking Ramp Operations 1,194,953 1,151,908 1,196,100 1,327,250 1,322,802 1,356,062 Parking Debt Service 7,973,550 - 1,100,821 3,114,695 3,100,821 3,100,821 Sub -Total Expenditures 11,228,816 3,212,740 4,235,036 7,040,622 6,612,092 6,667,544 Transfers Out: Capital Improvement Projects (103,318) 553,107 725,000 595,000 360,000 300,000 ')Debt Service Transfers 3,943,875 5,500,000 1,100,821 3,114,695 1,100,821 1,100,821 Interfund Loan Repayment to Landfill 144,381 221,444 228,364 235,310 242,467 249,736 Sub -Total Transfers Out 3,984,938 6,274,551 2,054,185 3,945,005 1,703,288 1,650,557 Total Expenditures & Transfers Out $ 15,213,754 $ 9,487,291 $ 6,289,221 $ 10,985,627 $ 8,315,380 $ 8,318,101 Fund Balance, June 30 $ 3,713,076 $ 10,742,693 $ 11,082,223 $ 11,812,990 $ 10,602,397 $ 9,389,083 Restricted / Committed /Assigned 385,583 5,885,583 5,500,000 5,500,000 3,500,000 1,500,000 Unassigned Balance $ 3,327,493 $ 4,857,110 $ 5,582,223 $ 6,312,990 $ 7,102,397 $ 7,889,083 % of Revenues & Transfers In 28% 29% 84% 54% 100% 111% 1) Same Fund Transfers 0-Y'l :M C7:/ 1► ICYQ a: I 01TA I Is] 61 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 six ramps, 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 45% cost share of the Transportation Services Administration budget, 2.50 FTE Operations Supervisors, .38 FTE Operations Specialist, and .75 FTE 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) mixed-use residential/public parking facility opened April of 2017. 0.11 Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds and the Harrison Street lease -purchase agreement, which are repaid with parking revenue. HIGHLIGHTS • Completed construction of Harrison Street Garage in April 2017 • Completed fourth year of First Hour Free resulting in over 1.1 million hours of free parking • Completed joint project with University of Iowa to implement a mobile parking payment service • Joint projects are in progress with University of Iowa to implement a bicycle sharing program & electric vehicle charging station program Recent Accomplishments: Upcoming Challenges: • Opened Harrison Street Garage • Continued development of high to visitor and monthly parkers density housing structures in • Completed $500,000 ramp downtown restoration project • Access and revenue equipment • Additional bicycle amenities approaching 10 years of service including increased bike racks • Expansion of electric vehicle and fit -it stations charging station network • Additional moped and • Increased near downtown residential motorcycle parking parking demands • Implemented mobile payment app Staffing: 0.11 FY2017 FY2018 FY2019 Total FTE's 21.63 21.63 21.38 0.11 Staffing Level Change Summary: The Customer Service Representative position under Parking Administration was reduced from 1.0 FTE to 0.75 FTE. Service Level Change Summary: The Chauncey Swan Ramp will experience an increased demand on parking usage due to the relocation of Police, Fire, and several city fleet vehicles. This vehicle relocation is due to the sale of the lot adjacent to City Hall. The Chauncey Building is also scheduled to open during fiscal year 2019 and will impact the ramp usage. Financial Highlights: Parking Administration services expenditures decreased in fiscal year 2019 by $120,894 due to a decrease in financial service and charges. On street service expenditures have decreased $294,792 due to a $200,000 budgeted loan for the cleanup and renovation of 'pig alley' downtown in fiscal year 2018. «:n GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Encourage a Vibrant and Walkable Urban Core Department Goal: Provide convenient parking options. Department Objective: Increase transient hours parked in downtown on -street and off- street spaces. Performance Measures: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Relations Increase convenience and access for parking customers. Increase credit card usage as a payment mechanism to 75%. Credit Card Usage —Access Controlled Facilities FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 53% 62% 67% 70% 71% 0.1.3 Activity Summary Activity: Parking Administration (810110) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: $ 432,162 $ 487,872 $ 361,437 $ 385,444 $ 384,358 $ Use Of Money And Property Services 794,878 818,224 826,991 1,002,098 Interest Revenues $ 35,207 $ 35,348 $ 35,397 $ 35,350 $ 35,400 $ 35,400 Miscellaneous - - CapitalOutlay - - - Parking Fines 248,841 198,370 221,917 198,370 221,920 221,920 Other Misc Revenue 5,112 14,905 3,254 - - - Other Financial Sources 2017 2018 2019 Assoc Dir -Trans Service Sale Of Assets - 5,500,000 - 2,679,169 - - Total Revenues $ 289,160 $ 5,748,623 $ 260,567 $ 2,912,889 $ 257,320 $ 257,320 Expenditures Personnel $ 432,162 $ 487,872 $ 361,437 $ 385,444 $ 384,358 $ 395,888 Services 794,878 818,224 826,991 1,002,098 881,204 898,828 Supplies - 1,100 96 238 - - CapitalOutlay - - - - 6,000 - Total Expenditures $ 1,227,040 $ 1,307,195 $ 1,188,524 $ 1,387,780 $ 1,271,562 $ 1,294,717 Personnel Services - FTE 2015 2016 2017 2018 2019 Assoc Dir -Trans Service 0.50 0.50 - - - Customer Service Rep - Transp. Sew. - 1.00 1.00 0.75 Operations Supv - Trans Sew 3.00 2.50 2.50 2.50 2.50 Operations Specialist - Transp. Sew. - 0.38 0.38 0.38 0.38 Transportation and Res Mgmt Director 0.50 0.50 - - - Total Personnel 4.00 3.88 3.88 3.88 3.63 Capital Outlay 2018 2019 Copier $ - $ 6,000 Total Capital Outlay $ - $ 6,000 0.11 Activity Summary Activity: On Street Operations (810120) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services Revenues: Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Project $ 1,662,535 $ 1,637,424 $ 1,701,595 $ 1,660,142 $ 1,686,370 $ 1,686,370 (1,415) 104 (283) - 2,850 - - - - $ 1,661,120 $ 1,640,378 $ 1,701,312 $ 1,660,142 $ 1,686,370 $ 1,686,370 $ 471,367 $ 466,062 $ 422,139 $ 587,743 $ 557,501 $ 574,226 321,252 275,559 283,639 588,140 293,348 299,215 13,345 12,015 10,250 10,014 12,258 12,503 27,309 - 33,563 25,000 53,800 30,000 $ 833,273 $ 753,636 $ 749,591 $ 1,210,897 $ 916,907 $ 915,944 Personnel Services - FTE 2015 2016 2017 2018 2019 Customer Service Rep - Pkg 1.50 1.50 - - - Electronics Technician - Transp. Sew. 1.00 1.00 1.00 1.00 1.00 MW II -Transportation Sew. 2.00 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 8.00 8.00 8.00 Capital Outlay Bicycle parklets EV Charging Stations Hot Power Washer Coin Counter Paint Striper Bike racks - replacement/expansion Total Capital Outlay 01411 2018 2019 $ 25,000 $ - - 20,000 - 11,800 - 9,500 - 7,500 - 5,000 $ 25,000 $ 53,800 Activity Summary Activity: Parking Ramp Operations (810140) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services Revenues: Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Parking M.W. I - Parking Systems Sr M.W. - Parking & Transit Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Project $ 3,590,478 $ 3,602,457 $ 3,529,228 $ 3,964,668 $ 4,025,260 $ 4,025,260 78,895 25,450 36,823 64,000 35,016 35,016 $ 3,669,373 $ 3,627,907 $ 3,566,051 $ 4,028,668 $ 4,060,276 $ 4,060,276 $ 588,614 $ 577,978 $ 574,444 $ 670,065 $ 680,365 $ 700,776 578,498 501,974 560,415 631,538 621,141 633,564 27,841 46,797 43,320 25,647 21,296 21,722 - 25,160 17,920 - - - $ 1,194,953 $ 1,151,908 $ 1,196,100 $ 1,327,250 $ 1,322,802 $ 1,356,062 2015 2016 2017 2018 2019 9.75 6.75 6.75 6.75 6.75 2.50 2.50 2.50 2.50 2.50 0.50 0.50 0.50 0.50 0.50 12.75 9.75 9.75 9.75 9.75 «1v Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7101) Division: Parking Operations Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Transfers In: Transfer In - Interfund Loan fr Landfill Res $ 2,495,350 $ - S - $ - $ - $ - 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) 3,943,875 5,500,000 715,238 3,114,695 1,100,821 1,100,821 Total Revenues & Transfers In $ 6,439,225 $ 5,500,000 $ 1,100,821 $ 3,114,695 $ 1,100,821 $ 1,100,821 Expenditures: Lease -purchase Payments $ - $ - $ 1,100,821 $ 3,114,695 $ 3,100,821 $ 3,100,821 Revenue Bonds Principal & Interest Payments 7,973,550 - - - - - Total Expenditures $ 7,973,550 $ - $ 1,100,821 $ 3,114,695 $ 3,100,821 $ 3,100,821 ORN Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2019 FY2020 FY2021 Issue 2017 Parking System Lease -Purchase 15,497,867 2036 13,958,305 1,100,821 1,100,821 1,100,821 Agreement' Total - Parking Revenue Bonds 13,958,305 1,100,821 1,100,821 2,201,643 Budgeted an additional $2 million for a partial early call in fiscal years 2018, 2019, and 2020 «x3 * Lease Purchase Agreement call provisions: In whole: -No call until June 1, 2024 -At 102% on any interest payment date from June 1, 2024 to May 31, 2026 -At par on any interest payment date or after June 1, 2026 In part: -Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. * Schedule does not incorporate projected call amounts of $2,000,000 per year in FY2018-FY2020 31*E! 2017 Parking System Lease -Purchase Agreement Principal: $15,497,867 Dated: April 11, 2017 Callable: See footnote* Fiscal Year Principal Payments Interest Total Parking Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2018 524,409 576,412 1,100,821 1,100,821 14,482,714 3.98% 2019 1 545,281 555,541 1,100,821 1 1,100,821 13,958,305 3.98% 2020 566,983 533,838 1,100,821 1,100,821 13,413,024 3.98% 2021 589,549 511,272 1,100,821 1,100,821 12,846,041 3.98% 2022 613,013 487,808 1,100,821 1,100,821 12,256,492 3.98% 2023 637,411 463,410 1,100,821 1,100,821 11,643,479 3.98% 2024 662,780 438,042 1,100,821 1,100,821 11,006,069 3.98% 2025 689,158 411,663 1,100,821 1,100,821 10,343,289 3.98% 2026 1 716,587 384,234 1,100,821 1,100,821 9,654,130 3.98% 2027 745,107 355,714 1,100,821 1,100,821 8,937,543 3.98% 2028 774,762 326,059 1,100,821 1,100,821 8,192,436 3.98% 2029 805,598 295,223 1,100,821 1,100,821 7,417,674 3.98% 2030 837,661 263,161 1,100,821 1,100,821 6,612,076 3.98% 2031 871,000 229,822 1,100,821 1,100,821 5,774,415 3.98% 2032 905,665 195,156 1,100,821 1,100,821 4,903,416 3.98% 2033 1 941,711 159,110 1,100,821 1,100,821 3,997,750 3.98% 2034 979,191 121,630 1,100,821 1,100,821 3,056,039 3.98% 2035 1,018,163 82,659 1,100,821 1,100,821 2,076,848 3.98% 2036 1,058,686 42,136 1,100,821 1,100,821 1,058,686 3.98% Totals 13,958,305 5,856,479 19,814,784 19,814,784 * Lease Purchase Agreement call provisions: In whole: -No call until June 1, 2024 -At 102% on any interest payment date from June 1, 2024 to May 31, 2026 -At par on any interest payment date or after June 1, 2026 In part: -Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. * Schedule does not incorporate projected call amounts of $2,000,000 per year in FY2018-FY2020 31*E! IIM10I11112A 1kiU7 The Transit Fund accounts for the operations of the City's public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para -transit services. In fiscal year 2017, total fund balance grew by 17.81 % or $971,655 over fiscal year 2016 to $6,427,042 primarily due to operating revenues exceeding operating expenditures at the Court Street Transportation Center. The fiscal year 2018 projected total fund balance is estimated to decrease by 9.95% or $639,253 from fiscal year 2017 to $5,787,789 due to the replacement of twelve buses. Total fund balance is budgeted to grow by 6.43% or $372,273 in fiscal year 2019 to $6,249,069. (1) FY18 and FY19 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year 2019, the assigned fund balance is estimated at $632,715. 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%. Twelve bus replacements are scheduled in fiscal year 2018 which will use approximately $709,517 in reserve funds to match grants totaling $3,847,483. ORM Fund Balance (1) $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 FY2015 FY2016 FY2017 FY2018 FY2019 .Assigned $1268,156 $1287,299 $1206232 1 $496715 $632,715 ■Unassigned $3,494,229 1 $4,168,088 1 $5220810 1 $5291,074 1 $5616,354 (1) FY18 and FY19 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For fiscal year 2019, the assigned fund balance is estimated at $632,715. 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%. Twelve bus replacements are scheduled in fiscal year 2018 which will use approximately $709,517 in reserve funds to match grants totaling $3,847,483. ORM 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 35.9% 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 27.9% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2019. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking as well as rent from the commercial properties. • Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2019 revenue is projected to decrease from the fiscal year 2018 revised revenue estimates by 43.7%. The decrease is directly related to the bus grants to be received in fiscal year 2017 and then carried -forward to fiscal year 2018. 50% of the Transit Fund's revenue comes from intergovernmental funding in fiscal year 2019. Revenue Trends $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 ------ $0 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Intergovernmental ■Use of Money & Property ■Miscellaneous ■ Other Financial Sources The Transit Property Tax Levy (including State backfill funds) estimated at $3,562,089 will be transferred into the Transit fund from the General fund in fiscal year 2019. Combined with the funding from other governments, approximately $5.84 million of the $8.22 million in revenues and transfers in or 70.98% is from sources of revenue that are not generated by the transit operations. This is a decrease from the fiscal year 2018 revised budget of 80.08% due to the bus replacement grants. 0141 Expenditures: Fiscal year 2019 budgeted expenditures represent a 38.24% decrease from the fiscal year 2018 revised expenditure budget. The primary difference is a decrease in capital outlay expenditures for bus replacements. $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay The services expenditures in the Transit Operations activity is budgeted to increase in fiscal year 2019 by $268,820 or 15.87% primarily due to funds budgeted for a comprehensive fixed transit system route study. «n Transit (7150 - 7151) Fund Summary Transfers In: 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,965,749 $ 4,762,385 $ 5,455,387 $ 6,427,042 $ 5,787,789 $ 6,265,113 Revenues: Transfer In - Operations to Bus Reserve 136,238 84,611 - Use Of Money And Property 136,000 136,000 Sub -Total Transfers In Interest Revenues $ 16,063 $ 18,684 $ 28,398 $ 17,500 $ 28,400 $ 28,400 Rents 131,943 132,007 135,943 132,010 147,270 147,270 Intergovernmental 11,558,963 $ 8,238,203 $ 8,262,298 Expenditures: Fed Intergovnt Rev 1,439,334 1,494,411 1,622,763 1,494,410 1,622,763 1,622,763 Other State Grants 642,211 908,857 1,007,611 4,341,093 612,770 612,770 Local 28E Agreements 32,562 39,181 36,945 39,180 38,750 38,750 Charges For Fees And Services 4,528,971 4,483,113 4,668,343 5,206,333 Transit Fees 1,445,831 1,296,204 1,260,923 1,296,210 1,260,920 1,286,138 Misc Charges For Svc 2,665 2,263 1,578 2,260 11,577 11,577 Refuse Charges 810 100 74 100 - - Parking Charges 675,232 629,212 653,543 652,584 739,840 754,637 Miscellaneous 374,083 475,909 4,693,000 - Printed Materials 30 30 - - - - Misc Merchandise 1,098 101 698 100 700 700 Other Misc Revenue 32,061 58,091 61,663 65,240 61,080 54,080 Other Financial Sources Capital Project Fund (16,917) 50,000 Sale Of Assets - 3,245 2,500 - - - Sub -Total Revenues 4,419,840 4,582,385 4,812,638 8,040,687 4,524,070 4,557,085 Transfers In: Transfer In - Transit Property Tax Levy 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,569,213 Transfer In - Operations to Bus Reserve 136,238 84,611 - 136,000 136,000 136,000 Sub -Total Transfers In 3,108,772 3,192,780 3,271,633 3,518,276 3,714,133 3,705,213 Total Revenues & Transfers In $ 7,528,612 $ 7,775,165 $ 8,084,271 $ 11,558,963 $ 8,238,203 $ 8,262,298 Expenditures: Transit Admin $ 436,566 $ 432,349 $ 381,185 $ 442,911 $ 434,033 $ 443,866 Transit Operations 4,528,971 4,483,113 4,668,343 5,206,333 5,337,470 5,273,379 Fleet Maintenance 1,420,644 1,459,580 1,222,269 1,538,098 1,493,502 1,529,374 Court St Transportation Center 170,086 168,777 179,910 181,874 184,873 188,891 Bus Replacement Reserve - 374,083 475,909 4,693,000 - - Sub -Total Expenditures 6,556,267 6,917,901 6,927,616 12,062,216 7,449,879 7,435,510 Transfers Out: Capital Project Fund (16,917) 50,000 185,000 - 175,000 - InterFund Loan Repay Landfill 56,388 29,651 - - - - Bus Reserve Transfers Out 136,238 84,611 - 136,000 136,000 136,000 Sub -Total Transfers Out 175,709 164,262 185,000 136,000 311,000 136,000 Total Expenditures & Transfers Out $ 6,731,976 $ 7,082,163 $ 7,112,616 $ 12,198,216 $ 7,760,879 $ 7,571,510 Fund Balance, June 30 $ 4,762,385 $ 5,455,387 $ 6,427,042 $ 5,787,789 $ 6,265,113 $ 6,955,901 Restricted / Committed /Assigned 1,268,156 1,287,299 1,206,232 496,715 632,715 768,715 Unassigned Balance $ 3,494,229 $ 4,168,088 $ 5,220,810 $ 5,291,074 $ 5,632,398 $ 6,187,187 % of Revenues & Transfers In 46% 54% 65% 46% 68% 75% 014.3 I I Net► 111119101 a A Nei I Is] 61 The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. The division's budget is organized into four activities: Transit Administration Transit Administration personnel consists of a 45% cost share of the Transportation Services Administration budget, a .50 FTE Operations Supervisor, and a .75 FTE Customer Service Representative. Administration oversees the operation of: 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. «1*1 HIGHLIGHTS • Provided 1.5 million passenger trips in fiscal year 2017 • Provided service covering nearly 713,000 miles and 55,000 hours • Contracted para -transit service provided 86,696 passenger trips in fiscal year 2017 Recent Accomplishments: • Received 4 replacement para -transit vehicles • Implementing new AVL backend software for bus prediction service (BONGO) • Issued RFP for Bus Shelter Replacement/Expansion program Staffing: Upcoming Challenges: • May begin to see impact on transit levy from property tax reform • FY2018 is the final year of para - transit contract with Johnson County • Obtaining federal funding for replacement and relocation of transit maintenance and storage facility • Increasing parking demands at the Court Street Transportation Center • Comprehensive transit system route study Staffing Level Change Summary: The Customer Service Representative position under Transit Administration decreased from 1.0 FTE to 0.75 FTE. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Transit Operations service expenditures increased by $268,820 or 15.87% primarily due to $200,000 budgeted for a comprehensive fixed transit system route study, as well as an increase in para -transit expenses. aoX FY2017 FY2018 FY2019 Total FTE's 50.63 50.63 50.38 Staffing Level Change Summary: The Customer Service Representative position under Transit Administration decreased from 1.0 FTE to 0.75 FTE. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Transit Operations service expenditures increased by $268,820 or 15.87% primarily due to $200,000 budgeted for a comprehensive fixed transit system route study, as well as an increase in para -transit expenses. aoX GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Provide safe, courteous, and quality transportation services. Department Objective: Increase Rides per Revenue Hour to 37. Performance Measures: Riders per Revenue Vehicle Hour 1 34.50 1 35.20 36.85 30.95 28.40 Community Survey results of the percent rated positively Subject FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Bus or Transit Services* 82% N/A N/A N/A 63% *Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Increase fare-box/expense ratio. Fare -box revenues to cover 33% of operating costs. (Fare-box/Expense Ratio 1 27% 1 29% 1 31% 1 27% 1 25% 1 :1 [By, Activity Summary Activity: Transit Admin (810210) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Transfers In: Transfer In - Transit Property Tax Levy Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Customer Service Rep - Trans Sery Operations Supv - Trans Sery Transportation and Res Mgmt Director Total Personnel $ 16,063 $ 18,684 $ 28,398 $ 17,500 $ 28,400 $ 28,400 30 30 - 2,478 (3,562) - 2,500 - 2,700 2,500 - 2,972,534 3,108,169 3,271,633 3,382,276 3,578,133 3,578,133 $ 2,991,105 $ 3,126,021 $ 3,302,531 $ 3,402,276 $ 3,606,533 $ 3,606,533 $ 244,967 $ 260,231 $ 116,358 $ 146,272 $ 115,206 $ 118,662 191,599 171,814 264,781 296,639 318,827 325,204 - 304 46 - - - $ 436,566 $ 432,349 $ 381,185 $ 442,911 $ 434,033 $ 443,866 2015 2016 2017 2018 2019 0.50 0.50 - - - 0.50 0.50 1.00 1.00 0.75 2.00 0.50 0.50 0.50 0.50 0.50 0.50 - - - 3.50 2.00 ao)a 1.50 1.50 1.25 Activity Summary Activity: Transit Operations (810220) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services Revenues: Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Proiecl $ 1,439,334 $ 1,494,411 $ 1,622,763 $ 1,494,410 $ 1,622,763 $ 1,622,763 642,211 600,242 612,769 493,610 612,770 612,770 32,562 39,181 36,945 39,180 38,750 38,750 1,445,831 1,296,204 1,260,923 1,296,210 1,260,920 1,286,138 2,665 2,263 1,578 2,260 11,577 11,577 73 - 844 - - - - 545 - - - - $ 3,562,676 $ 3,432,846 $ 3,535,822 $ 3,325,670 $ 3,546,780 $ 3,571,998 $ 3,002,652 $ 2,998,808 $ 3,139,515 $ 3,285,236 $ 3,345,960 $ 3,446,339 1,507,832 1,455,587 1,504,339 1,693,798 1,962,618 1,797,870 18,487 28,718 24,489 52,596 13,892 14,170 - - - 174,703 15,000 15,000 $ 4,528,971 $ 4,483,113 $ 4,668,343 $ 5,206,333 $ 5,337,470 $ 5,273,379 Personnel Services - FTE 2015 2016 2017 2018 2019 M.W. I - Transit 2.00 2.00 2.00 2.00 2.00 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. Sew. - 1.00 1.00 1.00 1.00 Operations Specialist - Transp. Sew. - 0.38 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 42.63 42.63 42.63 42.63 Capital Outlay AVL bus tracking system Bus wraps Coin counter Wash bay motors Total Capital Outlay 2018 2019 $ 155,000 $ - 15,000 7,500 - 12,203 - $ 174,703 $ 15,000 Activity Summary Activity: Fleet Maintenance (810230) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Mechanic II - Transit Mechanic III - Transit Operations Supv - Trans Sew Parts/Data Entry Clk - Transit Total Personnel 2015 2016 Actual Actual $ 810 $ 100 $ 2017 2018 Actual Revised 74 $ 100 $ 2019 2020 1,098 101 698 100 700 700 2,623 5,742 4,078 5,740 4,080 4,080 $ 4,531 $ 5,943 $ 4,850 $ 5,940 $ 4,780 $ 478—o- $ 536,595 $ 548,460 $ 534,729 $ 584,900 $ 600,205 $ 618,211 26,595 241,651 53,500 147,452 131,533 134,164 857,454 669,469 634,040 805,746 761,764 776,999 $ 1,420,644 $ 1,459,580 $ 1,222,269 $ 1,538,098 $ 1,4935502 $ 1,529,374 2015 2016 2017 2018 2019 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 :[1111 Activity Summary Activity: Court St Transportation Center (810240) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Parking Systems Total Personnel $ 131,943 $ 132,007 $ 135,943 $ 132,010 $ 147,270 $ 147,270 675,232 629,212 653,543 652,584 739,840 754,637 26,887 55,911 56,741 57,000 57,000 50,000 $ 834,062 $ 817,130 $ 846,227 $ 841,594 $ 944,110 $ 951,907 $ 29,835 $ 29,969 $ 30,615 $ 30,963 $ 31,991 $ 32,951 133,353 136,748 147,896 149,486 151,940 154,979 6,898 2,059 1,399 1,425 942 961 $ 170,086 $ 168,777 $ 179,910 $ 181,874 $ 184,873 $ 188,891 2015 2016 2017 2018 2019 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Activity Summary Activity: Bus Replacement Reserve (810280) Fund: Transit (7151) Division: Public Transportation Department: Transportation Services Revenues & Transfers In: Intergovernmental Other State Grants Other Financial Sources Transfer In from Transit Operations Total Revenues & Transfers In Expenditures: Services Capital Outlay Total Expenditures Capital Outlay Replace 12 Heavy Duty Buses Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Proiecl S - $ 308,615 $ 394,842 $ 3,847,483 $ - $ - 136,238 84,611 - 136,000 136,000 136,000 $ 136,238 $ 393,226 $ 394,842 $ 3,983,483 $ 136,000 $ 136,000 $ - $ - $ 192 $ - $ - $ - - 374,083 475,718 4,693,000 - - $ - $ 374,083 $ 475,909 $ 4,693,000 $ - $ - :AQ 2018 2019 $ 4,693,000 $ - $ 4,693,000 $ - PIVE&II ATIVIA I A M III LI 111 The Wastewater 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 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 spring of 2018. The Wastewater 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 975,000 164,640 1,139,640 4,400,000 0.78% 2019 1,475,000 67,708 1,542,708 2,925,000 1.21% 2020 1,750,000 49,860 1,799,860 1,175,000 1.56% 2021 1,175,000 22,560 1,197,560 - 1.92% 6,000,000 803,321 6,803,321 The Wastewater Fund's unassigned fund balance at fiscal year 2017 year-end was higher than fiscal year 2016 by approximately 6.46%. This increase was primarily due to the decrease of the required restricted fund balance for the revenue bonds from $19.9 million to $14.4 million. :[171 Fund Balance (1) $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY2015 FY2016 FY2017 FY2018 FY2019 ■Unassigned $9,928,329 $10,172,670 $10,830,259 $11,183,711 $13,227,624 (1) FY18 and FY19 figures are estimated In fiscal years 2018, unassigned fund balance is expected to increase by $353,452 or 3.26%, and in fiscal year 2019, unassigned fund balance is expected to increase $2,043,913 or 18.28% to $13,227,624. These increases are primarily due to the accelerated repayment of the Capital Projects Fund loan starting in fiscal year 2018. Reconstruction of the North River Corridor Trunk Sewer is scheduled for fiscal years 2016 through 2018 and is to be constructed in conjunction with the Gateway project (Dubuque Street reconstruction). It will replace two existing sewers with a single sewer that will be sized to the existing drainage area plus 5,700 acres of the Rapid Creek watershed north of 1-80. The existing sewers were constructed in 1983 and 1936. Total trunk sewer project's cost estimate is $4.50 million and will be funded from Wastewater user fees. This project commenced in the summer of 2016. The fiscal year 2016, 2017, and 2018 budgets include transfers to the Capital Projects Fund of $500 thousand, $2.0 million, and $2.0 million, respectively, for this project. The Wastewater 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 $6,246,443 in fiscal year 2019. This is a decrease of $2,672,557 from fiscal year 2018. This decrease is due to the early call of the 2010A Sewer Revenue Capital Loan Notes budgeted in fiscal year 2019. :111.1 Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for tt 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 2019 budgeted revenue is virtually unchanged from the 2018 revised budget. No changes are proposed in the fiscal year 2019 budget to the City's sewer rate structure. $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Revenue Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Charges for Services 1 Other Financial Sources Licenses and Permits Intergovernmental ■Use of Money & Property ■Miscellaneous Use of Money & Property primarily consists of interest on investments. aoi:: Expenditures: The fiscal year 2019 budgeted expenditures, not including debt service, are estimated to be 4.4% higher than the fiscal year 2018 expenditures. This is primarily due to an increase in supplies expenditures in the Wastewater Treatment Plant Operations activity. Expenditure Trends $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- 2015Act ual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay ■Debt Service 51% of the Wastewater Fund's expenditures are for revenue bond principal and interest payments. Fund Balance, July 1 Revenues: Licenses And Permits Misc Permits & Lic Intergovernmental Fed Intergovnt Rev Disaster Assistance Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues: Transfers In: Interfund Loans i) Bond Ordinance Trans Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund i) Debt Service Funding Interfund Loans Sub -Total Transfers Out Total Expenditures & Transfers Out Wastewater (7200 - 7201) Fund Summary 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected $ 24,069,885 $ 19,788,658 $ 30,106,671 $ 25,193,872 $ 20,102,711 $ 19,474,067 $ 8,012 $ 7,483 $ 10,228 $ 7,480 $ 10,230 $ 10,230 21,427 - - - - - 2,064 - - - - - 286,055 289,792 307,295 288,170 209,308 200,000 208 211 159 210 160 160 1,410 1,566 192 1,570 190 190 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 720 62 687 - 690 690 4,149 - 135 - 140 140 86,459 77,726 139,212 77,190 139,220 139,220 - 10,101,495 5,130,632 - - - 1,187 - 18,392 - - - 12,592,429 22,742,715 17,883,190 12,589,340 12,636,588 12,627,280 200,000 200,000 225,000 975,000 1,475,000 1,750,000 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 4,759,963 4,923,813 4,695,322 5,118,762 5,531,493 4,683,925 $ 17,352,392 $ 27,666,528 $ 22,578,511 $ 17,708,102 $ 18,168,081 $ 17,311,205 $ 1,621,483 $ 1,696,933 $ 1,774,490 $ 1,863,198 $ 1,898,352 $ 1,934,611 3,242,646 3,385,408 3,313,192 3,411,055 3,609,957 3,680,177 6,419 105,561 186,624 209,943 218,764 224,332 838,584 734,546 815,102 794,930 828,609 849,585 4,674,900 4,751,636 15,171,341 9,588,375 6,729,050 2,878,000 10,384,032 10,674,084 21,260,750 15,867,501 13,284,732 9,566,705 689,624 1,950,000 1,760,239 2,788,000 1,455,500 3,040,000 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 6,000,000 - - - - - 11,249,587 6,673,813 6,230,560 6,931,762 5,511,993 5,973,925 $ 21,633,619 $ 17,347,897 $ 27,491,310 $ 22,799,263 $ 18,796,725 $ 15,540,630 Fund Balance, June 30 $ 19,788,658 $ 30,107,288 $ 25,193,872 $ 20,102,711 $ 19,474,067 $ 21,244,641 Prior Year Accounting Adjustment - (617) - - - - Adjusted Fund Balance, June 30 19,788,658 30,106,671 25,193,872 20,102,711 19,474,067 21,244,641 Restricted / Committed /Assigned 9,860,329 19,934,001 14,363,613 8,919,000 6,246,443 6,302,368 Unassigned Balance $ 9,928,329 $ 10,172,670 $ 10,830,259 $ 11,183,711 $ 13,227,624 $ 14,942,274 % of Revenues & Transfers In 57% 37% 48% 63% 73% 86% 'i Same Fund Transfers required by bond covenants 411 IVi4E&IIATi%SIA:iIall :FA Ik41A►1119101aANAIIs] ki&? The Iowa City Wastewater Division exists in order to economically ensure the public health and safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the people of Iowa. The division will achieve the mission by providing proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plant, 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 four activities: Wastewater Administration Wastewater Administration administers Wastewater division policies, procedures, budget and manages Wastewater division personnel. Wastewater Administration coordinates Wastewater division activities with other City departments and divisions. Administration oversees the wastewater treatment plant, collections, and lift stations. 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. :11M Wastewater/Storm water Collection Systems The Wastewater division maintains 300 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The storm water collection system works in conjunction with the storm water lift stations and point of discharge to receiving streams. The sanitary sewer and storm water 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. :1[CIO 1MCC] 00&1 • The total treatment capacity for the City plant is 24.2 million gallons/day under average wet weather conditions. • Treatment Plant operations accomplish 96.7% 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 reconstruction of rake and column mechanisms in primary clarifiers C3100 and C3200. • Heat Exchanger 8502 replacement delivered late October 2017. • Biosolids dewatering press replacement project has been awarded. Construction to begin November 2017. • 1.5kW Generator replacement project design has been awarded. Design to be completed April 2018 with construction following. • Natural Gas piping replacement project completed Fall 2016. • Excavation and rocking of future dewatering location and approach for the roll -off container completed Spring 2017. Upcoming Challenges: • Construction to Install of 3 biosolids dewatering presses, including ventilation system and feed pumps and related construction. • Bid let for the replacement of existing 1.51KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions. • Replace the rake mechanisms in selected secondary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Install HEX 8502 replacement as per the evaluation report, 413 Develop a phosphorous removal strategy prior to the digester complex to minimize struvite formation in the digesters that damages piping and equipment and takes up space in the digesters needed for active digestion. Will include phosphorous removal, assessment and replacement as needed for the digester complex roofs, brick facades, 15 -year-old heat exchangers and other anaerobic digester equipment as needed. Continue with the yearly sewer maintenance program. Receive final design document for influent channel improvement to minimize grit deposition in channel and prepare for letting. There is discussion of Foster Road extension east of Dubuque that will expand the collection area on the north side of the City. This will require further study to determine what affect this will be for the WWD. Staffing: Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The capital outlay budget in the Wastewater Treatment Plant Operations activity includes $100,000 for the plant roof replacement. The supplies expenditures in the Wastewater Treatment Plant Operations activity increased by $204,239 or 32.37% primarily due to an $108,000 increase in chemicals supplies, a $52,000 increase in equipment repairs and maintenance supplies for UV bulb and sensors that are exiting the warranty period, and an increase of $29,000 in other maintenance supplies. 414 FY2017 FY2018 FY2019 Total FTE's 25.40 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The capital outlay budget in the Wastewater Treatment Plant Operations activity includes $100,000 for the plant roof replacement. The supplies expenditures in the Wastewater Treatment Plant Operations activity increased by $204,239 or 32.37% primarily due to an $108,000 increase in chemicals supplies, a $52,000 increase in equipment repairs and maintenance supplies for UV bulb and sensors that are exiting the warranty period, and an increase of $29,000 in other maintenance supplies. 414 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Department Goal: Protect the City's natural resources and waterways for public health, recreation opportunities and development. Department Objective: Meet or exceed DNR permit requirements for sanitary sewer systems. Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 98.0% 97.0% 99.1% 99.4% 98.9% 99.1% Total Suspended Solids (TSS) — Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 98.0% 97.6% 97.8% 99.2% 98.7% 98.8% Ammonia (NH3) — Percent Removal* Goal FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 97.0% 96.7% 93.3% 99.1% 90.5% 92.1% * Higher Number is Better Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO — sewer backups). Sewer Jetting, Miles per Year* FY 2016 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimate 9 9 8 7 9 6 Sewer Jetting, Miles per Year* Video Inspection, Miles per Year* FY 2018 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimate 45.5 47.5 39.3 56.0 42.7 50 Video Inspection, Miles per Year* * Higher Number is Better ** Lower Number is Better :1W FY 2018 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Estimate 19.2 24.7 19.5 24.5 26.3 28 * Higher Number is Better ** Lower Number is Better :1W Activity Summary Activity: Wastewater Administration (720110) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: $ 216,845 $ 279,579 $ 315,374 Use Of Money And Property 326,765 $ 339,203 $ Interest Revenues $ 286,055 $ 289,792 $ 307,295 $ 288,170 $ 209,308 $ 200,000 Intergovernmental 1,482,091 Fed Intergovnt Rev (556) - - - - - Charges For Fees And Services 48,911 46,342 Wastewater Charges 12,180,738 12,264,380 12,276,259 12,214,720 12,276,650 12,276,650 Miscellaneous - 22,353 Other Misc Revenue - 540 - - - - Total Revenues $ 12,466,237 $ 12,554,712 $ 12,583,554 $ 12,502,890 $ 12,485,958 $ 12,476,650 Expenditures Personnel $ 216,845 $ 279,579 $ 315,374 $ 326,765 $ 339,203 $ 349,379 Services 1,343,590 1,370,187 1,387,852 1,482,091 1,507,864 1,538,021 Supplies 51,048 47,167 48,911 46,342 46,285 47,211 Capital Outlay 10,000 - 22,353 8,000 5,000 - Total Expenditures $ 1,621,483 $ 1,696,933 $ 1,774,490 $ 1,863,198 $ 1,898,352 $ 1,934,611 Personnel Services - FTE 2015 2016 2017 2018 2019 Asst Supt -Wastewater 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Wastewater 0.50 0.50 1.00 1.00 1.00 Wastewater Superintendent 0.50 0.50 1.00 1.00 1.00 Project Support Assistant 0.25 0.25 - - - Total Personnel 2.25 2.25 3.00 3.00 3.00 Capital Outlay 2018 2019 Safety Equipment $ 8,000 $ 5,000 Total Capital Outlay $ 8,000 $ 5,000 3111 Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Royalties & Commissions Charges For Fees And Services Misc Charges For Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Chemist Electrician -Wastewater Electronics Tech - Wastewater Laboratory Technician - WW M. W. I - Wastewater Trtmt Maint Operator - Wastewater M.W. II -Wastewater Trtmnt Plnt Sr M.W. - Wastewater Plant Sr TPO - Wastewater TPO - Wastewater Treatment Total Personnel Capital Outlay Chip Seal Roads Plant Roof Replacement D.O. Probe Replacements Process Equipment Total Capital Outlay $ 208 $ 211 $ 159 $ 210 $ 160 $ 160 1,410 1,566 192 1,570 190 190 720 62 687 - 690 690 4,149 - - - - - 85,869 77,186 139,212 77,190 139,220 139,220 - - 18,392 - - - $ 92,356 $ 79,024 $ 158,641 $ 78,970 $ 140,260 $ 140,260 $ 1,353,204 $ 1,352,816 $ 1,425,076 $ 1,507,527 $ 1,532,079 $ 1,578,041 1,139,656 1,128,388 1,099,485 1,147,498 1,127,609 1,150,161 606,743 688,990 772,290 631,030 835,269 851,974 143,043 215,215 16,340 125,000 115,000 100,000 $ 3,242,646 $ 3,385,408 $ 3,313,192 $ 3,411,055 $ 3,609,957 $ 3,680,177 2015 2016 2017 2018 2019 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 17.00 17.00 17.00 17.00 17.00 2018 2019 $ 100,000 $ - - 100,000 15,000 $ 125,000 $ 115,000 Activity Summary Activity: Lift Stations (720130) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works Capital Outlay Hawkeye Lift Station Window Replacement Total Capital Outlay aP.l 2018 2019 $ - $ 10,000 $ - $ 10,000 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Expenditures: Services S - $ 74,960 $ 103,975 $ 137,682 $ 139,268 $ 143,446 Supplies 6,419 25,206 72,700 72,261 69,496 70,886 Capital Outlay - 5,395 9,950 - 10,000 10,000 Total Expenditures $ 6,419 $ 105,561 $ 186,624 $ 209,943 $ 218,764 $ 224,332 Capital Outlay Hawkeye Lift Station Window Replacement Total Capital Outlay aP.l 2018 2019 $ - $ 10,000 $ - $ 10,000 Activity Summary Activity: Wastewater Collection Systems (720140) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses Intergovernmental Fed Intergovnt Rev Disaster Assistance Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. III -Wastewater Collect. M.W. II -Wastewater Trtmnt Plnt Sr M.W. - Wastewater Collection Total Personnel Capital Outlay Inflow & Infiltration Repair Utility Locating Equipment Television Truck upgrade Total Capital Outlay $ 8,012 $ 7,483 $ 10,228 S 21,983 - - 2,064 - 135 590 - 7,480 $ 10,230 $ 10,230 140 140 1,187 - - - - - $ 33,836 $ 7,483 $ 10,363 $ 7,480 $ 10,370 $ 10,370 $ 452,776 $ 449,608 $ 449,022 $ 520,922 $ 540,392 $ 556,604 263,187 203,269 180,051 159,258 178,383 181,951 64,983 46,541 67,071 53,691 59,834 61,031 57,638 35,128 118,957 61,059 50,000 50,000 $ 838,584 $ 734,546 $ 815,102 $ 794,930 $ 828,609 $ 849,585 2015 2016 2017 2018 2019 1.80 1.80 1.80 2.00 2.00 2.70 2.70 2.70 3.00 3.00 0.90 0.90 0.90 1.00 1.00 5.40 5.40 5.40 6.00 6.00 2018 2019 $ 40,000 $ 40,000 - 10,000 21,059 - $ 61,059 $ 50,000 Activity Summary Activity: Wastewater Debt Service (720800) Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales Transfers In: Bond Ordinance Trans Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures $ - $ 10,101,495 $ 5,130,632 $ - $ - $ - 4,559,963 4,723,813 4,470,322 4,143,762 4,056,493 2,933,925 $ 4,559,963 $ 14,825,308 $ 9,600,953 $ 4,143,762 $ 4,056,493 $ 2,933,925 $ - $ 1,200 $ 1,200 $ 1,200 $ 1,200 $ 1,200 4,674,900 4,750,436 15,170,141 9,587,175 6,727,850 2,876,800 $ 4,674,900 $ 4,751,636 $ 15,171,341 $ 9,588,375 $ 6,729,050 $ 2,878,000 * Budgeted for early call 421 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2019 FY2020 FY2021 Issue 2010A Sewer Revenue Refunding 15,080,000 2021 3,940,000 4,072,200 - - of Series 2001 and 2002 Revenue Bonds 2016C Sewer Revenue Refunding 9,360,000 2022 7,520,000 2,164,150 2,175,550 1,855,050 of Series 2008 Revenue Bonds 2017B Sewer Revenue Refunding 4,550,000 2023 4,550,000 491,500 701,250 1,022,375 of Series 2009 Revenue Bonds Total Sewer Revenue Bonds: 16,010,000 6,727,850 2,876,800 2,877,425 * Budgeted for early call 421 :11% Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal Payments Interest Total Paid by Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2019 6,135,000 592,850 6,727,850 6,727,850 16,010,000 2020 2,510,000 366,800 2,876,800 2,876,800 9,875,000 2021 2,620,000 257,425 2,877,425 2,877,425 7,365,000 2022 2,660,000 152,500 2,812,500 2,812,500 4,745,000 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 Totals 16,010,000 1,421,700 17,431,700 17,431,700 :11% 2010A Sewer Revenue Refunding Capital Loan Notes Principal: $15,080,000 Dated: April 15, 2010 To be called: July 1, 2018 Payments Principal Sewer Outstanding Coupon Fiscal Year Principal Interest Total Revenue Beginning of Fiscal Year Rate 2019 3,940,000 132,200 4,072,200 4,072,200 3,940,000 4.00% Totals 3,940,000 132,200 4,072,200 4,072,200 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2001 Sewer Revenue Bonds Refunded 2002 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue 423 Amount $10,250,000 $ 5,590,000 124,077 (884,077) $15,080,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue 424 Amount $10,022,780 99,767 (762,547) $ 9,360,000 2016C Sewer Revenue Refunding Capital Loan Notes Principal: $9,360,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 11855,050 3,590,000 4.00% 2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00% Totals 7,520,000 527,125 8,047,125 8,047,125 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue 424 Amount $10,022,780 99,767 (762,547) $ 9,360,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2009A Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :Yb7 Amount $ 5,083,955 46,677 (580,632) $ 4,550,000 20178 Sewer Revenue Refunding Capital Loan Notes Principal: $4,550,000 Dated: June 15, 2017 Callable: N/A Fiscal Year Principal Payments Sewer Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2019 275,000 216,500 491,500 491,500 4,550,000 2.00% 2020 500,000 201,250 701,250 701,250 4,275,000 5.00% 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 4,550,000 762,375 5,312,375 5,312,375 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2009A Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :Yb7 Amount $ 5,083,955 46,677 (580,632) $ 4,550,000 hITIAIAMAII01111 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 2017 was $8,753,017 or $694,739 higher than fiscal year 2016. The increase in fund balance in fiscal year 2017 was due to the postponement and reallocation of several capital projects to fiscal year 2018. This project adjustment also creates a similar decrease in fund balance in fiscal year 2018 of $971,989 to $7,781,028. (1) FY18 and FY19 figures are estimates The fiscal year 2019 unassigned fund balance is estimated to remain steady with a slight increase of $6,787 from fiscal year 2018 to $7,787,815. There is a budgeted increase in revenue from a 5% user fee rate increase; however, the user fee rate increase is necessary to cover increased transfers to the Capital Projects Fund for repairing and replacing aging infrastructure. The Water Fund will have an estimated $3,695,847 in restricted fund balance at the end of fiscal year 2019 for revenue bond covenants. The Capital Projects Fund budget includes the issuance of $1,100,000 in water revenue bonds in fiscal year 2019 with repayment beginning in fiscal year 2020 from the Water Fund. 900 Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Usage Rates A flat 5% rate increase is budgeted for fiscal year 2019 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2018 to fiscal year 2019 is a 6.3% increase. The increase is based on the rate increase and an anticipated increase in customer consumption. Use of Money & Property primarily consists of interest on investments. $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Revenue Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Use of Money & Property ■Intergovernmental ■Miscellaneous ■Other Financial Sources :11051 First 100/mo. MMC (varies) MMC (varies) 101-3,000/mo. $3.301100 cu. ft. $3.471100 cu. ft. 3,001 and over $2.37/100 cu. ft. $2.49/100 cu. ft. Single Purpose Meter Chargea First 100/mo. FY18 Rate MMC (varies) FY19 Rate MMC (varies) Over 101/mo. $3.30/100 cu. ft. $3.47/100 cu. ft. A flat 5% rate increase is budgeted for fiscal year 2019 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2018 to fiscal year 2019 is a 6.3% increase. The increase is based on the rate increase and an anticipated increase in customer consumption. Use of Money & Property primarily consists of interest on investments. $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 Revenue Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Use of Money & Property ■Intergovernmental ■Miscellaneous ■Other Financial Sources :11051 Expenditures: The fiscal year 2019 expenditures, not including debt service, are 0.9% lower than the fiscal year 2018 revised expenditures. The largest expenditure decrease was in the capital outlay budget of the Water Treatment Plant Operations activity which included expenditures for trail improvements in fiscal year 2018 at Waterworks Prairie Park. Revenue bond principal and interest payments are 21 % of the Water fund's expenditure budget for fiscal year 2019. 2019 water revenue bond payments are projected to begin in fiscal year 2020. $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay ■Debt Service Other financing uses include transfers out of $1,427,100 to the Capital Projects Fund including $600,000 for the McCollister Boulevard extension from Gilbert Street to Sycamore Street and $577,100 for the First Avenue water main replacement. :1117 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues Transfers In: 'i Bond Ordinance Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Water Administration Water Treatment Plant Ops Water Distribution System Water Customer Service Water Public Relations Water Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund i) Debt Service Funding GO Bond Abatement Sub -Total Transfers Out Total Expenditures & Transfers Out Water (7300 - 7301) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 11,541,132 $ 12,332,979 $ 16,240,827 $ 18,111,079 $ 11,443,014 $ 11,483,662 $ 170,614 $ 170,117 $ 207,743 $ 163,130 $ 77,240 $ 77,240 772 754 418 750 420 420 41,920 - - - - - 347 491 - - - - 270 - - - - - 8,525,988 9,133,122 9,274,183 9,097,056 9,737,892 9,737,892 29 8 9 - - - 12,802 15,162 5,380 5,160 5,380 5,380 2,000 2,000 2,000 2,000 2,000 2,000 (1,612) - 33,624 - 33,590 590 - 4,017,085 5,410,000 - - - 48 8,154 1,310 - - - 8,753,178 13,346,893 14,934,666 9,268,096 9,856,522 9,823,522 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 $ 10,761,893 $ 15,346,852 $ 16,815,699 $ 11,206,036 $ 11,681,437 $ 11,756,387 $ 1,221,915 $ 1,358,723 $ 1,648,609 $ 1,671,017 $ 1,784,837 $ 1,823,606 2,017,234 2,050,011 2,190,170 2,313,271 2,253,500 2,307,365 1,090,836 1,082,301 1,209,545 1,378,726 1,318,104 1,358,193 1,271,251 1,108,405 1,147,512 1,233,745 1,241,279 1,270,613 56,077 58,043 61,019 59,386 - - 1,989,515 2,029,074 6,115,519 7,634,016 1,791,054 1,933,165 7,646,828 7,686,557 12,372,374 14,290,161 8,388,774 8,692,943 - 1,490,495 391,140 1,646,000 1,427,100 909,325 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 314,503 306,800 300,900 - - - 2,323,218 3,797,254 2,573,073 3,583,940 3,252,015 2,842,190 $ 9,970,046 $ 11,483,811 $ 14,945,447 $ 17,874,101 $ 11,640,789 $ 11,535,133 Fund Balance, June 30 $ 12,332,979 $ 16,196,020 $ 18,111,079 $ 11,443,014 $ 11,483,662 $ 11,704,916 Prior Year Accounting Adjustment - 44,808 - - - - Adjusted Fund Balance, June 30 12,332,979 16,240,827 18,111,079 11,443,014 11,483,662 11,704,916 Restricted / Committed /Assigned 4,194,579 8,182,549 9,358,062 3,661,986 3,695,847 3,695,547 Unassigned Balance $ 8,138,400 $ 8,058,278 $ 8,753,017 $ 7,781,028 $ 7,787,815 $ 8,009,369 % of Revenues & Transfers In 76% 53% 52% 69% 67% 68% 1) Same Fund Transfers required by bond covenants °1001 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 City's Grade IV drinking water and water distribution system that serves the City of Iowa City and University Heights. The system is in continuous operation 24/7 to provide high quality water and service, at satisfactory pressures, and in sufficient quantities to meet 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 six activities: Water Administration Water Administration administers Water division policies, procedures, budget and manages division personnel. Water Administration coordinates Water division activities with other City departments and divisions. Water Administration also includes Public Information function and the Public Information Officer (PIO). Our (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 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 water treatment operators who produce drinking water at 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 State licensed water distribution staff operate and maintain Iowa City's 274 miles of water main and connections that contains pipe as old as 1886. Every year distribution operators respond to dozens of emergency main breaks, support the growth of Iowa City and maintain the integrity of the system for domestic, industrial and firefighting needs. Customer Service State licensed customer service staff support the divisions' 28,336 active water service accounts (up 600 accounts from FY2017). 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 metered water used by our customers. Public Relations The Public Relations activity which includes public information and education was moved into the Water Administration activity in fiscal year 2019. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. :1911] HIGHLIGHTS Recent Accomplishments: • Produced more than 2 billion gallons of water in FY2017. • 100% compliant with all State and Federal drinking water regulations. • Repaired 18 main breaks per 100 miles of main in FY2017. • Add or replaced approximately 4 miles of water main. • Filled 7 permanent full-time position vacancies. • Refined Student Operator Training Program to provide training and experience for the betterment of the industry and student interest in pursuing careers in the Water Treatment Field. • Nearly 2 years without a loss -time incident. Staffing: Upcoming Challenges: • Upgrade of the water treatment plant computer control system. • Implement the distribution system long- term growth strategy. • Allocate financial resources to coordination projects as well as water specific projects within budgetary limits. • Assess, rehabilitate and develop raw water resources. • Succession planning and professional development of Water division staff. Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget other than the Public Information/Education Coordinator position moved to Water Administration with the consolidation of the Water Public Relations activity into Water Administration. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2019 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Debt service expenditures decreased significantly by from $7,632,816 in fiscal year 2018 to $1,789,854 in fiscal year 2019 due to a bond refunding that took place in fiscal year 2018. 431 FY2017 FY2018 FY2019 Total FTE's 31.75 31.75 31.75 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget other than the Public Information/Education Coordinator position moved to Water Administration with the consolidation of the Water Public Relations activity into Water Administration. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2019 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Debt service expenditures decreased significantly by from $7,632,816 in fiscal year 2018 to $1,789,854 in fiscal year 2019 due to a bond refunding that took place in fiscal year 2018. 431 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: 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. [BfZ01PMtofZ01 [CA tlf--IlliC!KwapleLl-'MKIM PI[d New Water Main (miles)l 2.5 1 1.4 1 2.3 1 3.1 13.2 FY 2017 (miles)l 2.1 1 1.4 1 0.2 1 0.2 1 0.6 Water Main Replaced 80 79 73 72 74 % systeml 0.8% 1 0.5% 1 0.1% 1 0.1% 1 0.2% Annual Locates* (tickets)l 6,963 1 7,706 1 7,549 1 7,775 1 7,865 * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Water Efficiency Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water' is the total water produced that generated no revenue. arra FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Water Pumped (millions of gallons*) 2,032 2,059 1,944 1,957 2,007 Water Use (gal. per capita per day) 80 79 73 72 74 Cost for one gallon of water** $0.0086 $0.0086 $0.0090 $0.0095 $0.0095 Unmetered Water Loss*** 1 7.4% 12.9% 1 7.5% 1 2.6% 1 1.70/( Metered, Unbilled Water**** NA NA 0.9% 1.1% 1.40/0 (present worth at vol. rate)l 1 1 $80,000 1 $98,000 1 $124,000 A million gallons of water on a football field would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water' is the total water produced that generated no revenue. arra Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Encourage a Vibrant and Walkable Urban Core Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Minimize service interruptions from infrastructure failure or non- payment. *The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY 2012 CY 2013 CY 2014 CY 2015 I CY 2016 Non-Davment Shutoffs 1 1.811 1.446 1.481 1.390 458 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. FY 2013 FY 2014 FY 2015 FY 2016 1 FY 2017 Water Main Breaks* 2,921 2,888 2,934 2,925 3,168 (kWh per million gallons) 35 37 19 14 18 (per 100 miles) $166 $172 $176 $179 $193 *The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY 2012 CY 2013 CY 2014 CY 2015 I CY 2016 Non-Davment Shutoffs 1 1.811 1.446 1.481 1.390 458 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. * The national median for water operations energy use is 1,938 kWh per million gallons. (-800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) 433 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Energy Use* 2,921 2,888 2,934 2,925 3,168 (kWh per million gallons) ($ per million gallons) $166 $172 $176 $179 $193 * 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) 433 Activity Summary Activity: Water Administration (730110) Fund: Water (7300) Division: Water Operations Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: $ 247,404 $ 155,369 $ 233,900 $ 247,320 $ 307,178 $ 316,394 Use Of Money And Property 971,065 1,199,550 1,397,023 1,418,183 1,466,450 1,495,779 Interest Revenues $ 170,614 $ 170,117 $ 207,743 $ 163,130 $ 77,240 $ 77,240 Royalties & Commiss 772 754 418 750 420 420 Intergovernmental 2015 2016 2017 2018 2019 Fed Intergovnt Rev 39,316 - - - - - Charges For Fees And Services 1.00 1.00 1.00 1.00 1.00 Water Charges 8,130,167 8,675,771 8,809,185 8,675,766 9,249,651 9,249,651 Miscellaneous 0.25 0.25 - - - Printed Materials 29 8 9 - - - Intra -City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue (1,612) - 594 - 590 590 Total Revenues & Transfers In $ 8,341,286 $ 8,848,649 $ 9,019,950 $ 8,841,646 $ 9,329,901 $ 9,329,901 Expenditures Personnel $ 247,404 $ 155,369 $ 233,900 $ 247,320 $ 307,178 $ 316,394 Services 971,065 1,199,550 1,397,023 1,418,183 1,466,450 1,495,779 Supplies 3,446 3,804 17,686 5,514 11,209 11,433 Total Expenditures $ 1,221,915 $ 1,358,723 $ 1,648,609 $ 1,671,017 $ 1,784,837 $ 1,823,606 Personnel Services - FTE 2015 2016 2017 2018 2019 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 Public Info/Ed Coord - Pub Wks - - - - 0.50 Project Support Assistant 0.25 0.25 - - - Total Personnel 2.25 2.25 2.00 2.00 2.50 434 Activity Summary Activity: Water Treatment Plant Ops (730120) Fund: Water (7300) Division: Water Operations Department: Public Works Revenues: Intergovernmental Other State Grants Disaster Assistance Charges For Fees And Services Water Charges Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Laboratory Technician -Water Maintenance Operator -Water M.W. I - Water Plant Sr. M.W. Water Plant Sr. T. P.O. -Water T. P.O. - Water Total Personnel Capital Outlay Chlorine System Rebuild Trail Improvements Around Water Plant Electrical Switchgear Cleanings Replace Lab Drain Plumbing Total Capital Outlay 2015 2016 2017 Actual Actual Actual S 270 $ - $ - 491 161 1,273 2018 2019 2020 Revised Budget Proiecl 1,334 1,334 44 - 180 - $ 314 $ 652 $ 1,453 $ - $ 1,334 $ 1,334 $ 862,888 $ 843,752 $ 828,850 $ 941,361 $ 919,517 $ 947,103 683,410 775,685 897,888 837,738 840,708 857,522 373,390 425,244 432,833 458,172 473,275 482,741 97,546 5,330 30,600 76,000 20,000 20,000 $ 2,017,234 $ 2,050,011 $ 2,190,170 $ 2,313,271 $ 2,2535500 $ 2,307,365 2015 2016 2017 2018 2019 0.50 0.50 0.50 0.50 0.50 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 10.50 10.50 10.50 10.50 10.50 :116w 2018 2019 $ 6,000 $ 50,000 20,000 - - 20,000 $ 76,000 $ 20,000 Activity Summary Activity: Water Distribution System (730130) Fund: Water (7300) Division: Water Operations Department: Public Works Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Projected Revenues: 126,341 119,935 113,257 167,909 122,757 125,212 Charges For Fees And Services 113,325 63,647 183,432 221,779 190,000 200,000 Water Charges $ 76,832 $ 81,283 $ 94,970 $ 81,290 $ 99,719 $ 99,719 Miscellaneous Misc Merchandise 2,399 157 106 160 110 110 Other Misc Revenue - - 33,000 - 33,000 - Other Financial Sources Sale of Assets 4 - 275 - - - Total Revenues $ 79,235 $ 81,440 $ 128,352 $ 81,450 $ 132,829 $ 99,829 Expenditures Personnel $ 642,336 $ 654,950 $ 672,402 $ 724,801 $ 752,720 $ 775,302 Services 208,834 243,770 240,454 264,237 252,627 257,680 Supplies 126,341 119,935 113,257 167,909 122,757 125,212 Capital Outlay 113,325 63,647 183,432 221,779 190,000 200,000 Total Expenditures $ 1,090,836 $ 1,082,301 $ 1,209,545 $ 1,378,726 $ 1,318,104 $ 1,358,193 Personnel Services - FTE 2015 2016 2017 2018 2019 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 1.00 Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay Leak Detection Equipment Tapping Machine Replacement Bobcat Trailer Water Pressure Recording Devices Shell Cutters for Tap Machine Magnetic Locator Mobile Devices Water Main Repairs -Contracted Improvement Total Capital Outlay :Sid 2018 2019 $ 15,889 $ - 15,890 - 10,000 - 5,000 - - 5,000 5,000 - 5,000 175,000 175,000 $ 221,779 $ 190,000 Activity Summary Activity: Water Customer Service (730140) Fund: Water (7300) Division: Water Operations Department: Public Works Revenues: Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Customer Service Coord M. W. II -Water Service M. W. III -Water Service M.W. I - Meter Reader M.W. I -Water Customer Service Water Services Clerk Total Personnel Capital Outlay Radio Read Devices Other Operating Equipment Handheld Radio Read Data Collectors (3) Water Meters Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Proiecl $ 318,989 $ 375,907 $ 368,754 $ 340,000 $ 387,188 $ 387,188 10,403 15,005 5,273 5,000 5,270 5,270 - - 30 - - - - 8,154 854 - - - $ 329,392 $ 399,066 $ 374,911 $ 345,000 $ 392,458 $ 392,458 $ 796,483 $ 783,950 $ 819,248 $ 844,451 $ 870,291 $ 896,400 114,070 110,669 112,414 124,045 117,733 120,088 20,214 20,920 15,649 23,549 28,555 29,126 340,484 192,866 200,201 241,700 224,700 225,000 $ 1,271,251 $ 1,108,405 $ 1,147,512 $ 1,233,745 $ 1,2415279 $ 1,270,613 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.75 1.75 1.75 1.75 1.75 10.75 10.75 10.75 10.75 10.75 :IKVI 2018 2019 $ 14,700 $ 16,100 17,500 8,600 15,000 - 194,500 200,000 $ 241,700 $ 224,700 Activity Summary Activity: Water Public Relations (730150) Fund: Water (7300) Division: Water Operations Department: Public Works Revenues: Intergovernmental Fed Intergovnt Rev Disaster Assistance Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Public Info/Ed Coord - Pub Wks Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Proiecl $ 2,604 $ - $ - $ - $ - $ - 347 $ 2,951 $ - $ - $ - $ - $ - $ 43,333 $ 47,106 $ 49,931 $ 48,394 $ - $ - 12,589 10,886 11,088 10,992 - - 155 51 - - $ 56,077 $ 58,043 $ 61,019 $ 59,386 $ - $ - 2015 2016 2017 2018 2019 0.50 0.50 0.50 0.50 - 0.50 0.50 0.50 0.50 - Activity Summary Activity: Water Debt Service (730800) Fund: Water (7301) Division: Water Operations Department: Public Works Revenues: Other Financial Sources Debt Sales Transfers In: Bond Ordinance Transfers In Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ - $ 4,017,085 $ 5,410,000 $ - $ - $ - 2,008,715 1,999,958 1,881,033 1,937,940 1,824,915 1,932,865 $ 2,008,715 $ 6,017,044 $ 7,291,033 $ 1,937,940 $ 1,824,915 $ 1,932,865 $ - $ 1,200 $ 1,200 $ 1,200 $ 1,200 $ 1,500 1,989,515 2,027,874 6,114,319 7,632,816 1,789,854 1,931,665 $ 1,989,515 $ 2,029,074 $ 6,115,519 $ 7,634,016 $ 1,791,054 $ 1,933,165 :1917 :SI!] Water Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue /Use of Funds in Full FY2019 FY2020 FY2021 Issue 2012C Water Revenue Refunding 4,950,000 2023 2,595,000 541,253 547,440 547,140 of Series 2002 Revenue Bonds 2016D Water Revenue Refunding 3,650,000 2025 3,270,000 523,113 517,488 520,863 of Series 2008 Revenue Bonds 2017C Water Revenue Refunding 5,910,000 2026 5,910,000 725,488 738,038 755,038 of Series 2009 Revenue Bonds 2019 Proposed Water Revenue Bonds 1,122,000 2029 - - 128,700 128,700 Total - Water Revenue Bonds 11,775,000 1,789,854 1,931,665 1,951,740 :SI!] Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Fiscal Year Principal Payments Interest Total Paid by Water Revenue Principal Outstanding Beginning of Fiscal Year 2019 1,510,000 279,854 1,789,854 1,789,854 11,775,000 2020 1,565,000 237,965 1,802,965 1,802,965 10,265,000 2021 1,630,000 193,040 1,823,040 1,823,040 8,700,000 2022 1,690,000 146,190 1,836,190 1,836,190 7,070,000 2023 1,755,000 97,145 1,852,145 1,852,145 5,380,000 2024 1,745,000 55,825 1,800,825 1,800,825 3,625,000 2025 1,325,000 26,081 1,351,081 1,351,081 1,880,000 2026 555,000 6,244 561,244 561,244 1 555,000 Totals 11,775,000 1,042,344 12,817,344 12,817,344 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 441 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 2012C Water Revenue Refunding Capital Loan Notes Principal: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 2,595,000 133,143 2,728,143 2,728,143 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue 441 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue MIK Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 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 3,270,000 391,494 3,661,494 3,661,494 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue MIK Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2009B Water Revenue Bonds Water Plant Roof Replacement Water Maintenance Building Improvements Issuance Costs Bond Premium Amount of Issue 443 Amount $ 5,372,468 400,000 100,000 102,315 (64,783) $ 5,910,000 2017C Water Revenue Refunding Capital Loan Notes Principal: $5,910,000 Dated: June 15, 2017 Callable: July 1, 2022 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 610,000 115,488 725,488 725,488 5,910,000 2.00% 2020 635,000 103,038 738,038 738,038 5,300,000 2.00% 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 5,910,000 517,707 6,427,707 6,427,707 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2009B Water Revenue Bonds Water Plant Roof Replacement Water Maintenance Building Improvements Issuance Costs Bond Premium Amount of Issue 443 Amount $ 5,372,468 400,000 100,000 102,315 (64,783) $ 5,910,000 I N:1111+1:9d0]44 x01Is] 01111101111 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, 2017 was $1,351,518, an 8.55% increase from fiscal year 2016. Fund Balance (1) $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 — $0 0 —r—F7Y72OM15-7 =2016 FY2017 ■Unassigned 1,050,437T 1,245,110 1,351,518 (1) FY18 and FY19 figures are estimates FY2018 FY2019 836,000 $892,702 Fiscal year 2018 fund balance is projected to decrease by $515,518 or 38.14% to $836,000. This is primarily due to a $500,000 transfer to the Capital Projects Fund for the Public Works Facility project. While revenues are budgeted to increase due to an increase in the yard waste fee, refuse collection fee, and recycling fees, the revenue increase is largely offset by increased disposal costs for electronic waste and the increased service cost of the new single stream recycling program. Fiscal year 2019 fund balance is projected to increase by 6.78% to $892,702. This increase is primarily due to the fee increases that took place in fiscal year 2018. The Refuse Collection fund has no restricted or assigned fund balances. 444 Revenues: The Refuse Collection operations are funded primarily by user fees. There are no increases proposed for the fiscal year 2019 budget. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Solid Waste Collection: Garbage Collection per month $12.00 Additional bag stickers $2.50 Curbside Recycling per month $5.10 Appliance Collection $20.00 Bulky Item Pickup: First item $12.50 Additional items $6.00 Yard Waste: Yard/Food Waste Collection per month $2.00 Per bag N/A Annual sticker N/A 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 2019 revenue is estimated at 2.30% higher than fiscal year 2018 due to increased usage. Revenue Trends $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Charges for5ervices Licenses and Permits ■Miscellaneous ■Use of Money & Property :IMI Expenditures: The fiscal year 2019 budgeted expenditures are estimated to be 0.18% higher than fiscal year 2018 estimated expenditures with no major variances or changes. Expenditure Trends $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $- 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies ■Capital Outlay Capital outlay costs include the purchase of refuse carts and lids and total less than 1 % of the operating budget. Fund Balance, July 1 Revenues: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Refuse Collection (7400) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 890,410 $ 1,050,437 $ 1,245,110 $ 1,351,518 $ 836,000 S 892,702 $ 4,300 $ 2,325 $ 2,929 3,455 76 $ 2,330 $ 80 S 80 5,710 3,450 5,710 5,710 3,175,019 3,124,983 3,153,997 3,405,909 3,484,420 3,484,420 48 (511) - - - - $ 3,182,296 $ 3,130,252 $ 3,159,783 $ 3,411,689 $ 3,490,210 $ 3,490,210 $ 485,586 $ 394,109 $ 455,189 $ 528,113 $ 529,448 $ 542,016 1,297,720 1,409,773 1,389,351 1,525,120 1,458,887 1,492,448 318,483 265,901 295,975 266,545 294,479 301,816 682,433 703,135 735,109 924,300 947,315 971,399 138,047 162,661 177,751 183,129 203,379 208,874 2,922,269 2,935,579 3,053,376 3,427,207 3,433,507 3,516,553 100,000 - - 500,000 - - 100,000 - - 500,000 - - $ 3,022,269 $ 2,935,579 $ 3,053,376 $ 3,927,207 $ 3,433,507 $ 3,516,553 $ 1,050,437 $ 1,245,110 $ 1,351,518 $ 836,000 $ 892,702 $ 866,359 $ 1,050,437 $ 1,245,110 $ 171,518 $ 836,000 $ 892,702 $ 866,359 33% 40% 43% 25% 26% 25% 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 Organics Collection is managed by the Refuse Collection staff within the Resource Management division of the Public Works Department. Crews provide curbside pickup of household waste, recycling, yard and food waste, bulky items and appliances to over 15,780 households on a weekly basis in Iowa City. Services are provided to residential properties ranging in size from one to four units. In addition, Refuse Collection 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 administers Resource Management division policies, procedures, budget and manages Refuse Collection personnel. Refuse Collection Administration coordinates Refuse Collection activities with other City departments and divisions. Refuse Collection Operations The city is divided into five 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 is collected in a variety of ways: yard waste bags, in bundles, in residents' own 35 -gallon containers or in a limited number of 95 -gallon carts provided by the City. Food waste can be placed in City -provided 25- or 95 -gallon carts (with yard waste) or in residents' own 35 -gallon containers. Residents are also encouraged to compost their own yard and food waste. Curbside Recycling Collection A recycling container is provided for each single-family residence and each multiple unit dwelling of four units or fewer. Residents may also use a drop-off site in the community; a list is located at www.icgov.org/recycle. White Goods/Bulky Items Customers may call the Resource Management 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 a variety of local second-hand stores. :[r7 HIGHLIGHTS Refuse Collections was previously located in the Transportation and Resource Management Department; they have transitioned to the Resource Management division within Public Works and are directed by a new Resource Management Superintendent position. In fiscal year 2017, Refuse Collection handled: • 9,623 tons of waste • 1,570 tons of recycling • 1,317 tons of yard waste Recent Accomplishments: • Added the collection of food waste to the yard waste program • Purchased four new recycling trucks to transition to single stream recycling • Customer Service Representatives continue to improve service and customer relations Staffing: Upcoming Challenges: • Cart roll-out for organics and recycling will continue as budgets allow • Existing facility does not have the ability to meet storage needs • Ongoing outreach and education will be needed for new programs • Improving route efficiency to prolong need for new routes and equipment Staffing Level Change Summary: A new 1.0 FTE Resource Management Superintendent was added. This position is shared 50%/50% between the Refuse Collection Operations and the Landfill Operations. A 1.0 FTE Customer Service Representative position that was shared 50%/50% between the Refuse Collection Operations and the Landfill Operations was reduced to .75 FTE creating a .12 FTE reduction in Refuse Collection staffing. FY2017 FY2018 FY2019 Total FTE's 17.50 17.50 17.88 Staffing Level Change Summary: A new 1.0 FTE Resource Management Superintendent was added. This position is shared 50%/50% between the Refuse Collection Operations and the Landfill Operations. A 1.0 FTE Customer Service Representative position that was shared 50%/50% between the Refuse Collection Operations and the Landfill Operations was reduced to .75 FTE creating a .12 FTE reduction in Refuse Collection staffing. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget; however, significant changes took place in the fiscal year 2018 budget including the switch to single stream recycling and a new food waste collection program. Financial Highlights: Refuse Administration service expenditures in fiscal year 2019 include $25,000 for a route optimization study. Refuse Operations service expenditures decreased $58,097 or 5.71 % in fiscal year 2019 primarily due to a decrease in vehicle rental charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Waste Minimization - Reduce and reuse material waste produced in the community. Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. White Goods — Scheduled Pickups FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Residential Refuse Collection Accounts 15,177 15,331 15,405 15,620 15,780 Refuse Tonnages 8,956 9,160 9,210 9,476 9,623 Recycling Tonnages 1,542 1 496 1 508 1 525 1 570 Yard Waste Tonnages 11433 1,629 1,696 1,689 1,317 White Goods — Scheduled Pickups Community Survey results of the percent rated positively 451 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Bulk Items 2,323 2,251 2,746 2,755 2,333 Appliances 193 197 199 321 281 Electronics 292 209 241 221 156 White Goods Route Total Tonnages 253.65 254.17 269.56 257.80 229.65 Community Survey results of the percent rated positively 451 Activity Summary Activity: Refuse Administration (740110) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Asst Supt - Refuse Clerk/Typist- Refuse Customer Service Rep - Refuse Supt Streets/Solid Waste Resource Management Superintendent Total Personnel $ 2,929 $ 3,455 $ 5,710 $ 3,450 $ 5,710 $ 5,710 775 575 (25) 580 - - 48 (511) - - - - $ 3,752 $ 3,519 $ 5,685 $ 4,030 $ 5,710 $ 5,710 $ 182,798 $ 125,148 $ 140,414 $ 150,217 $ 197,881 $ 203,817 301,750 268,961 314,775 377,396 331,067 337,688 1,038 - - 500 500 510 $ 485,586 $ 394,109 $ 455,189 $ 528,113 $ 529,448 $ 542,016 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 - - - - - 0.50 0.50 0.50 0.38 0.35 0.35 - - - - - 0.50 2.35 1.85 1.50 1.50 1.88 Activity Summary Activity: Refuse Operations (740120) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Licenses And Permits General Use Permits Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel Capital Outlay Refuse Carts and Lids GPS Tracking Hardware Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 4,300 $ 2,325 $ 76 $ 2,330 $ 80 S 80 2,181,087 2,167,805 2,202,716 2,212,240 2,260,530 2,260,530 $ 2,185,387 $ 2,170,130 $ 2,202,792 $ 2,214,570 $ 2,260,610 $ 2,260,610 $ 397,225 $ 425,714 $ 451,410 $ 465,401 $ 474,307 $ 488,536 857,611 977,537 930,016 1,016,746 958,649 977,822 7,965 6,521 7,925 10,473 7,931 8,090 34,919 - - 32,500 18,000 18,000 $ 1,297,720 $ 1,409,773 $ 1,389,351 $ 1,525,120 $ 1,458,887 $ 1,492,448 2015 2016 2017 2018 2019 2.00 2.00 2.00 2.00 2.00 4.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 7.00 6.00 6.00 6.00 6.00 2018 2019 $ 32,500 $ 9,500 - 8,500 $ 32,500 $ 18,000 453 Activity Summary Activity: Yard Waste Collection (740130) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected S 192,731 $ 178,391 $ 150,298 $ 227,288 $ 369,600 $ 369,600 S 192,731 $ 178,391 $ 150,298 $ 227,288 $ 369,600 $ 369,600 $ 190,787 $ 143,589 $ 132,916 $ 137,729 $ 144,754 $ 149,097 103,401 98,570 123,274 103,816 129,725 132,320 24,295 23,742 39,786 25,000 20,000 20,400 $ 318,483 $ 265,901 $ 295,975 $ 266,545 $ 294,479 $ 301,816 2015 2016 2017 2018 2019 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Project $ 757,718 $ 749,137 $ 770,004 $ 930,801 $ 823,290 $ 823,290 $ 757,718 $ 749,137 $ 770,004 $ 930,801 $ 823,290 $ 823,290 $ 427,621 $ 459,703 $ 484,000 $ 501,240 $ 513,824 $ 529,238 238,447 227,096 251,109 398,060 408,491 416,661 16,365 16,336 - 25,000 25,000 25,500 $ 682,433 $ 703,135 $ 735,109 $ 924,300 $ 947,315 $ 971,399 2015 2016 2017 2018 2019 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 454 Activity Summary Activity: White Goods/Bulky Collection (740150) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 42,708 $ 29,075 $ 31,004 $ 35,000 $ 31,000 $ 31,000 S 42,708 $ 29,075 $ 31,004 $ 35,000 $ 31,000 $ 31,000 $ 85,296 $ 107,099 $ 120,268 $ 124,795 $ 142,789 $ 147,072 52,751 55,562 57,483 58,334 60,590 61,802 $ 138,047 $ 162,661 $ 177,751 $ 183,129 $ 203,379 $ 208,874 2015 2016 2017 2018 2019 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Mw I WA 01111 a 14 1111111110 11] 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, 2017 was $26.735 million, a 7.09% increase from the fiscal year 2016 year-end fund balance. Of the $26.735 million, $24.703 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 decrease in transfers out to the Capital Project Fund. Fund Balance (1) $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 FY2015 I FY2016 mUnassignedl $2,493,314 1 $1,577,065 ■Assigned 1 $21,559,542 1 $23349,124 (1) FYI and FYI figures are estimates FY2017 FY2018 FY2019 $2,031,864 $1,731,105 $2,080.278 $24,703,421 $24315251 $25593,144 The fiscal year 2018 projected, unassigned fund balance is $1,731,105 which is a 20.17% or $300,759 decrease over the fiscal year 2017 unassigned fund balance. In fiscal year 2019, the unassigned fund balance is estimated to increase $349,173 or 13.82%. These changes are primarily due to changes in budgeted transfers out 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 2019 is $10.519 million not including a projected $1.423 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: :1W1 • Closure and Post -Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance 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 at the end of fiscal year 2019 of $13.491 million for Closure/Post-Closure Reserves and $1.583 million in the Solid Waste Surcharge Reserve. The Landfill Cell Replacement Reserve has one outstanding inter -fund loan as of the end of fiscal year 2018. The following is a summary of that loan Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2019. The major landfill fees charged are summarized as follows: Trash Disposal Rates`: Iowa City residents: $42.50 per ton Non -Iowa City residents: $47.50 per ton The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non -Iowa City residents. Other Disposal Rates Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Principal Total Wood chip mulch (minimum) $2 TV or monitor (<18", includes peripherals) $12 TV or monitor (>_ 18", includes peripherals) Final Outstanding as Payment FY19 FY19 Loan Date Loan Amount Payment of 6/30/17 FY19 Principal Interest Parking Fund 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 $ 1,665,852 $ 289,143 $ 242,467 $ 46,676 Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2019. The major landfill fees charged are summarized as follows: Trash Disposal Rates`: Iowa City residents: $42.50 per ton Non -Iowa City residents: $47.50 per ton The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non -Iowa City residents. Other Disposal Rates Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (<18", includes peripherals) $12 TV or monitor (>_ 18", includes peripherals) $17 Bulk electronic waste (with no TV or $3 per item :1M For fiscal year 2019, landfill charges of $6,168,980 and refuse charges of $424,250 comprise approximately 95% of the landfill's budgeted revenue. Total revenues are estimated to increase by 11.16% from fiscal year 2018 due to an increase in landfill usage and the prior year rate increases. Revenue Trends $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Use of Money&Property Ill Intergovernmental ■Miscellaneous Expenditures: Fiscal year 2019 budgeted expenditures decreased $18,106 from the fiscal year 2018 revised budget. The Landfill Fund's expenditures decreased overall due to a decrease in capital outlay in the Solid Waste Surcharge Reserve. Expenditure Trends $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected Personnel Services ■Supplies ■Capital Outlay Fiscal year 2019 expenditures include $101,000 for capital outlay which is only 2% of the expenditure budget. :6417 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Fed Intergovnt Revenue Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Intra -City Charges Other Misc Revenue Sub -Total Revenues Transferin: Interfund Loans Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Landfill Administration Landfill Operations Solid Waste Surcharge Reserve Sub -Total Expenditures Transfers Out: Capital Project Funding Misc Transfers Out Interfund Loan Sub -Total Transfers Out Landfill (7500 - 7504) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 24,265,434 $ 24,052,856 $ 24,926,189 $ 26,735,285 $ 26,046,356 $ 27,673,423 $ 122,495 $ 115,278 $ 242,093 $ 100,923 $ 222,926 $ 222,926 49,655 34,786 62,452 35,320 62,460 62,460 - - 2,769 - 2,770 - 24,541 - - - - - - 3,222 - - - - 743,008 366,079 433,804 366,080 424,250 424,250 5,043,246 5,686,853 6,273,574 5,686,860 6,168,980 6,168,980 382 165 60 - - - 20,839 17,821 19,184 21,000 19,180 19,180 - 17,718 22,619 - - - 33,001 26,905 33,393 23,880 29,230 29,230 6,037,167 6,268,826 7,089,948 6,234,063 6,929,796 6,927,026 879,914 251,095 228,364 235,310 242,467 249,736 583,755 1,341,275 975,522 888,126 959,748 959,748 1,463,669 1,592,370 1,203,886 1,123,436 1,202,215 1,209,484 $ 7,500,836 $ 7,861,196 $ 8,293,834 $ 7,357,499 $ 8,132,011 $ 8,136,510 $ 1,018,633 $ 587,850 $ 839,138 $ 919,741 $ 865,730 $ 885,115 3,564,599 3,894,779 4,049,431 3,871,462 4,023,449 4,112,830 94,652 67,467 85,395 262,099 146,017 148,817 4,677,884 4,550,096 4,973,964 5,053,302 5,035,196 5,146,762 (43,575) 1,056,976 535,251 2,105,000 510,000 1,310,000 583,755 1,341,275 975,522 888,126 959,748 959,748 2,495,350 - - - - - 3,035,530 2,398,251 1,510,773 2,993,126 1,469,748 2,269,748 Total Expenditures & Transfers Out $ 7,713,414 $ 6,948,348 $ 6,484,738 $ 8,046,428 $ 6,504,944 $ 7,416,510 Fund Balance, June 30 $ 24,052,856 $ 24,965,704 $ 26,735,285 $ 26,046,356 $ 27,673,423 $ 28,393,422 Prior Year Accounting Adjustment - (39,515) - - - - Adjusted Fund Balance', June 30 24,052,856 24,926,189 26,735,285 26,046,356 27,673,423 28,393,422 Restricted / Committed /Assigned 21,559,542 23,349,124 24,703,421 24,315,251 25,593,144 26,875,507 Unassigned Balance $ 2,493,314 $ 1,577,065 $ 2,031,864 $ 1,731,105 $ 2,080,278 $ 1,517,915 % of Revenues & Transfers In 33% 20% 24% 24% 26% 19% Ae1►1I] a I I Iti]» 01TA I Is]► 6.1 The Iowa City Landfill and Recycling Center is committed to providing environmentally and fiscally responsible solid waste, composting, and recycling facilities while working towards significantly reducing reliance on the Landfill. The Landfill will operate in accordance with all rules and regulations of the U.S. Environmental Protection Agency and the Iowa Department of Natural Resources (DNR). The Iowa City Landfill and Recycling Center is managed by the Landfill Operations staff within the Resource Management division of the Public Works 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 has been designated an Environmental Management System by the Iowa DNR; this allows for independent goal setting and tracking as well as access to dedicated funds. The Landfill's budget is organized into five activities: Landfill Administration Landfill Administration administers Resource Management division policies, procedures, budget and manages Landfill Operations personnel. Landfill Administration coordinates Landfill Operations activities with other City departments and divisions. Landfill Operations The landfill takes in about 135,000 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 425 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 SE. Facilities include an environmental education building, a bulk water stations, drop-off areas for waste oil and recycling, and sales of Iowa City Community Compost and wood chips. The complex also provides space for the Iowa Valley Habitat for Humanity, Restore and the Friends of Historic Preservation's Salvage Barn. Through a partnership with Restore, electronics are accepted for recycling on the site. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented waste reduction, reuse, recycling and composting programs. These programs are designed to promote higher and better use of materials and natural resources. :1 RX Landfill Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, and cell construction. Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction and recycling programs. Landfill Closure and Post -Closure Reserves Closure and Post -Closure 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. :I[CIO IPLC] 0kK • Iowa City Community Compost continues to be in strong demand. Educating the service area about food waste reduction and including food waste in the curbside collection program will provide additional opportunities to highlight our process and product. • A cardboard ban will be implemented at the landfill in January 2018. Grant funding was secured for a cardboard compactor at the East Side Recycling and a second cardboard compactor is budgeted for the landfill; these machines will improve customers' experiences and operational efficiently. Recent Accomplishments: • Completed installation and training of thermal cameras at landfill • A secured load policy was implemented, reducing litter and improving surrounding water quality and neighbor relations • Began design for new landfill cell • Hosted the Iowa Recycling and Solid Waste Conference in October 2017 Staffing: Upcoming Challenges: • Must increase trash compaction rates • Replacement and upgrade of aging vehicles and equipment • Significant staff changeover has increased the time and cost for training • Multiple program roll -outs in the previous two years has increased the need for ongoing education and outreach to the service area 9[..1 FY2017 FY2018 FY2019 Total FTE's 14.00 14.00 14.88 9[..1 Staffing Level Change Summary: A new 1.0 FTE Resource Management Superintendent was added. This position is shared 50%/50% between the Refuse Collection Operations and the Landfill Operations. A 1.0 FTE Customer Service Representative position that was shared 50%/50% between the Refuse Collection Operations and the Landfill Operations was reduced to .75 FTE creating a .12 FTE reduction in Refuse Collection staffing. Also, a new .50 FTE Customer Service Representative was added. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Personnel expenditures within the Landfill Administration activity increased $56,456 or 37.5% primarily due to the cost share of the Resource Management Superintendent. Landfill Operations charges for fees and services increased $561,930 in the fiscal year 2019 budget due to the fees changes implemented during fiscal year 2018. The Landfill Operations activity service expenditures increased by $161,128 or 6.15% primarily due to an increase in vehicle replacement and vehicle rental charges. Supplies expenditures decreased by $47,001 or 32.41 % primarily due to reduced expenses for the alternative daily cover spray. The fiscal year 2018 revised budget includes $85,000 for the spray, compared to $26,000 budgeted for the spray in fiscal year 2019. The Solid Waste Surcharge Reserve activity has $170,000 and $50,000 budgeted in capital outlay for Recycling Carts and Food Waste Containers in fiscal years 2018 and 2019, respectively. :1M GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Waste Minimization - Reduce and reuse material waste produced in the community. Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 112,104 115,642 123,410 126,743 137,025 Organics (Food Waste) Tons Diverted to Composting FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 246 484 439 549 760 Recycling Drop Site Tons Collected FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 762 723 769 778 817 Amount (%) of All Solid Waste Recycled FY 2013 FY 2014 FY 2015 FY 2016 I FY 2017 12.2% 14.0% 14.1% 9.9% 9.8% :1"1 Activity Summary Activity: Landfill Administration (750110) $ 190,985 $ 125,312 $ 136,947 $ 150,530 $ Fund: Landfill (7500) Division: Resource Management 472,496 461,824 701,695 768,048 Department: Public Works Supplies 2,962 715 497 1,163 6,929 7,068 Capital Outlay 2015 2016 2017 2018 2019 2020 Total Expenditures Actual Actual Actual Revised Budget Projected Revenues: Personnel Services - FTE Use Of Money And Property 2016 2017 2018 2019 Assist Supt - Landfill Interest Revenues S 41,554 $ 44,565 $ 176,249 $ 44,560 $ 176,250 $ 176,250 Miscellaneous - 0.50 0.50 0.88 Sr Clerk/Typist- Wastewater Other Misc Revenue 715 1,500 - - - - Total Revenues $ 42,269 $ 46,065 $ 176,249 $ 44,560 $ 176,250 $ 176,250 Expenditures Personnel $ 190,985 $ 125,312 $ 136,947 $ 150,530 $ 206,986 $ 213,196 Services 472,496 461,824 701,695 768,048 651,815 664,851 Supplies 2,962 715 497 1,163 6,929 7,068 Capital Outlay 352,190 - - - - - Total Expenditures $ 1,018,633 $ 587,850 $ 839,138 $ 919,741 $ 865,730 $ 885,115 Personnel Services - FTE 2015 2016 2017 2018 2019 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Solid Waste - - 0.50 0.50 0.88 Sr Clerk/Typist- Wastewater 0.50 0.50 - - - Wastewater Superintendent 0.50 0.50 - - - Resource Management Superintendent - - - - 0.50 Total Personnel 2.00 2.00 1.50 1.50 2.38 Activity Summary Activity: Landfill Operations (750120) Fund: Landfill (7500) Division: Resource Management Department: Public Works Expenditures Personnel 2015 2016 2017 2018 2019 2020 Services Actual Actual Actual Revised Budget Projected Revenues: 129,364 90,173 84,850 145,024 98,023 99,983 Use Of Money And Property 20,725 347,322 180,356 50,000 51,000 50,000 Interest Revenues $ 10,508 $ 2,690 $ 5,064 $ 2,530 $ - $ - Rents 49,655 34,786 62,452 35,320 62,460 62,460 Royalties & Commiss - - 2,769 - 2,770 - Intergovemmental 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 Fed Intergovnt Revenue 24,541 - - - - - Other State Grants - 3,222 - - - - Charges For Fees And Services 2019 Cardboard Compactors (2) $ 50,000 $ Refuse Charges 743,008 366,079 433,804 366,080 424,250 424,250 Landfill Charges 4,851,524 5,490,196 6,098,549 5,490,200 5,993,960 5,993,960 Miscellaneous - 18,000 Total Capital Outlay Contrib & Donations 382 165 60 - - - Misc Merchandise 20,839 17,821 19,184 21,000 19,180 19,180 Intra -City Charges - 17,718 22,619 - - - Other Misc Revenue 32,286 25,405 33,393 23,880 29,230 29,230 Total Revenues $ 5,732,743 $ 5,958,082 $ 6,677,894 $ 5,939,010 $ 6,531,850 $ 6,529,080 Expenditures Personnel $ 1,087,998 $ 980,889 $ 1,060,970 $ 1,056,402 $ 1,093,262 $ 1,126,060 Services 2,326,512 2,476,396 2,723,255 2,620,036 2,781,164 2,836,787 Supplies 129,364 90,173 84,850 145,024 98,023 99,983 Capital Outlay 20,725 347,322 180,356 50,000 51,000 50,000 Total Expenditures $ 3,564,599 $ 3,894,779 $ 4,049,431 $ 3,871,462 $ 4,023,449 $ 4,112,830 Personnel Services - FTE 2015 2016 2017 2018 2019 Environmental Coord/Landfill 1.00 - - - - Landfill Operator 5.00 5.00 8.00 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 - - - Recycle Clerk - Landfill 1.00 1.00 - - - Recycling Coordinator 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 - - - Total Personnel 13.75 12.75 11.50 11.50 11.50 Capital Outlay 2018 2019 Cardboard Compactors (2) $ 50,000 $ - Facility Improvements - 8,000 Monitoring Instruments - 25,000 Other Operating Equipment - 18,000 Total Capital Outlay $ 50,000 $ 51,000 :1MI Activity Summary Activity: Landfill Replacement Reserve (750910) Fund: Landfill (7501) Division: Resource Management Department: Public Works Revenues & Transfers In: Use Of Money And Property Interest Revenues Other Financial Sources Transfer In from Landfill Operations Interfund Loans Total Revenues & Transfers In Transfers Out: Capital Project Fund InterFund Loan - Disbursed to Other Funds Total Transfers Out 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 70,433 $ 68,023 $ 60,780 $ 53,833 $ 46,676 $ 46,676 494,768 761,251 822,641 761,251 822,641 822,641 879,914 251,095 228,364 235,310 242,467 249,736 $ 1,445,115 $ 1,080,369 $ 1,111,784 $ 1,050,394 $ 1,111,784 $ 1,119,053 $ - $ - $ - $ 1,500,000 $ - $ - 2,495,350 - - - - - $ 2,495,350 $ - $ - $ 1,500,000 $ - $ - Activity Summary Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7502) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 191,722 $ 196,656 $ 175,025 $ 196,660 $ 175,020 $ 175,020 $ 191,722 $ 196,656 $ 175,025 $ 196,660 $ 175,020 $ 175,020 $ 57,243 $ 59,417 $ 74,821 $ 84,437 $ 87,949 $ 90,588 36,704 7,638 9,210 7,662 8,068 8,229 705 413 1,363 - - - - - - 170,000 50,000 50,000 $ 94,652 $ 67,467 $ 85,395 $ 262,099 $ 146,017 $ 148,817 Capital Outlay Recycling Carts and Food Waste Containers Total Capital Outlay 2015 2016 2017 2018 2019 0.75 0.75 0.75 1.00 1.00 0.75 0.75 0.75 1.00 1.00 2018 2019 $ 170,000 $ 50,000 $ 170,000 $ 50,000 Activity Summary Activity: Landfill Closure/Post-Closure Reserves (750230/240) Fund: Landfill (7503/4) Division: Resource Management Department: Public Works Revenues: Other Financial Sources Transfer In from Landfill Operations Total Revenues 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 88,987 $ 580,024 $ 152,881 $ 126,875 $ 137,107 $ 137,107 $ 88,987 $ 580,024 $ 152,881 $ 126,875 $ 137,107 $ 137,107 :1M MIall1i1:i9111►II7 The Airport Fund accounts for the operations of the municipal airport operations. The Airport Fund is managed as a business -like operation, however, it is subsidized by the City's General Fund. The Airport Fund's fund balance on June 30, 2017 was $308,219, a 46.20% decrease from the fiscal year 2016 year-end fund balance. The decrease in fund balance was primarily the result of an increase in capital outlay expenditures. In fiscal year 2018, fund balance is estimated to decrease by 16.29% to $258,019. This decrease is due an increase in the transfers out to the Capital Project Fund. In fiscal year 2019, the fund balance is project to increase by 3.17% to $266,210. This increase is a result of reduced capital outlay expenditures. (1) FY18 and FY19 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenues: For fiscal year 2019, 90% of Airport Fund revenue is provided through rentals of airport property. 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 to $0 in fiscal year 2019. There is also an annual transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport's capital improvement program. :[H7 Fund Balance (1) $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 FY2015 FY2016 FY2017 1 FY2018 FY2019 ■Total $611,028 $572,874 $308,219 $258,019 $266,210 (1) FY18 and FY19 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport. Revenues: For fiscal year 2019, 90% of Airport Fund revenue is provided through rentals of airport property. 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 to $0 in fiscal year 2019. There is also an annual transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport's capital improvement program. :[H7 Expenditures: In the fiscal year 2019 budget, operating expenditures decreased from the fiscal year 2018 budget by 10.54% to $357,309. This decrease reflects a decrease in the capital outlay expenditures. Capital outlay of $10,000 is budgeted for fiscal year 2019 versus estimated capital outlay expenditures of $50,200 in fiscal year 2018. $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies III Capital Outlay :1W Revenue Trends $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Use of Money & Property ■ Miscellaneous ■Other Financial Sources Expenditures: In the fiscal year 2019 budget, operating expenditures decreased from the fiscal year 2018 budget by 10.54% to $357,309. This decrease reflects a decrease in the capital outlay expenditures. Capital outlay of $10,000 is budgeted for fiscal year 2019 versus estimated capital outlay expenditures of $50,200 in fiscal year 2018. $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 Expenditure Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies III Capital Outlay :1W Airport (7600) Fund Summary :girl 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 430,344 $ 611,028 $ 572,874 $ 308,219 $ 258,019 S 266,210 Revenues: Use Of Money And Property Interest Revenues $ (1,988) $ 4,432 $ 1,005 $ - $ - $ - Rents 323,682 300,282 310,413 323,000 325,000 325,000 Royalties & Commiss 27,445 33,040 35,280 36,500 36,500 36,500 Miscellaneous Contrib & Donations 1,709 - - - - - Other Misc Revenue - 3,745 1,800 - - - Other Financial Sources Sale Of Assets 930,843 - - - - - Sub -Total Revenues 1,281,691 341,499 348,499 359,500 361,500 361,500 Transfers In: Transfer In from General Fund - Subsidy 68,415 121,929 113,209 109,687 100,000 100,000 Sub -Total Transfers In 68,415 121,929 113,209 109,687 100,000 100,000 Total Revenues & Transfers In $ 1,350,106 $ 463,428 $ 461,708 $ 469,187 $ 461,500 $ 461,500 Expenditures: Airport Operations $ 365,460 $ 408,276 $ 665,802 $ 399,387 $ 357,309 $ 365,045 Sub -Total Expenditures 365,460 408,276 665,802 399,387 357,309 365,045 Transfers Out: Capital Project Fund 124,817 93,307 60,561 120,000 96,000 147,000 InterFund Loan Repay Principal - Landfill 679,145 - - - - - Sub -Total Transfers Out 803,962 93,307 60,561 120,000 96,000 147,000 Total Expenditures & Transfers Out $ 1,169,422 $ 501,583 $ 726,362 $ 519,387 $ 453,309 $ 512,045 Fund Balance, June 30 $ 611,028 $ 572,874 $ 308,219 $ 258,019 $ 266,210 $ 215,665 Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance $ 511,028 $ 472,874 $ 208,219 $ 158,019 $ 166,210 $ 115,665 % of Revenues & Transfers In 38% 102% 45% 34% 36% 25% :girl 01NWs] :4Ire] UANeiIIQ011.1 The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost- effective general aviation facility. The Airport creates and enriches economic, educational, healthcare, cultural, and recreational opportunities for the greater Iowa City community. 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 $10.8 million in state and federal grants since 2010. • The University of Iowa Center for Computer Aided Design continues to conduct research at their Operator Performance Laboratory at the Airport. • The Airport partnered with the Optimist Club to host the annual pancake breakfast. • The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area annually. • The Airport Commission completed its update to the 5 -year strategic plan (FY19-23). Recent Accomplishments: • Began Environmental Assessment for Runway 12/30 • Obstruction Mitigation • Hosted fundraiser for Shelter House Staffing: Upcoming Challenges: • FAA/State funding/priority changes • Obstruction Mitigation project for Runway 12/30 471 FY2017 FY2018 FY2019 Total FTE's 1.00 1.00 1.00 471 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: Capital outlay expenditures include funds for furniture replacement for $10,000 in the fiscal year 2019 budget. :1 VA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for airport operations and improvements, increase revenue generated by airport operations. Department Objective: Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Performance Measures: Note: 70% of land sale revenue is directed to inter -fund loan repayments FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Revenue Generated through Airport $100,000 $72,342 $68,415 $21,929 $13,209 Operations $336,936 $212,505 $930,843 $0 $0 Land Sales Note: 70% of land sale revenue is directed to inter -fund loan repayments Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 General Levy Support for $100,000 $72,342 $68,415 $21,929 $13,209 Operations 85 85 85 92 92 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. 473 FY 2013 FY 2014 FY 2015 I FY 2016 FY 2017 Based Aircraft 85 85 85 92 92 (Number of Aircraft Based at IOW) 473 Activity Summary Activity: Airport Operations (850110) Fund: Airport (7600) Division: Airport Operations Department: Airport 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Transfers In: Transfer In from General Fund - Subsidy Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Airport Operations Specialist Total Personnel Capital Outlay Conference Room Chairs Furniture Replacement North T -hangar Improvements UST Tank Monitor Replacement Hangar HVAC Upgrades Total Capital Outlay $ (1,988) $ 4,432 $ 323,682 300,282 27,445 33,040 1,709 - - 3,745 930,843 1,005 $ - $ - $ - 310,413 323,000 325,000 325,000 35,280 36,500 36,500 36,500 1,800 68,415 121,929 113,209 109,687 100,000 100,000 $ 1,350,106 $ 463,428 $ 461,708 $ 469,187 $ 461,500 $ 461,500 $ 71,375 $ 72,631 $ 74,945 $ 76,037 $ 78,960 $ 81,329 279,064 235,333 235,228 266,840 258,835 264,012 5,321 21,793 9,789 6,310 9,514 9,704 9,700 78,518 345,840 50,200 10,000 10,000 $ 365,460 $ 408,276 $ 665,802 $ 399,387 $ 357,309 $ 365,045 2015 2016 2017 2018 2019 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 474 2018 2019 $ 5,000 $ - 10,000 18,000 12,200 15,000 $ 50,200 $ 10,000 6.1to] :7MRVITIAIA M AM 0111 The Storm Water Fund is an enterprise fund that accounts for the activities of the City's Storm Water Utility. The Storm Water Fund's fund balance on June 30, 2017 was $1,031,912 which was an 11.84% decrease from the fiscal year 2016. The fiscal year 2018 fund balance is estimated to decrease 29.67% from fiscal year 2017 to $725,707. These decreases are primarily due to transfers out to the Capital Projects Fund totaling $1,080,265 in fiscal year 2017 and $1,270,772 in fiscal year 2018. Fiscal year 2019 projected fund balance represents a 0.20% increase over the fiscal year 2018 estimated year-end balance at $727,191. This is primarily due to a decrease in the transfers out to the Capital Projects Fund. Fund Balance (1) $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY2015 FY2016 FY2017 FY2018 FY2019 ■Unassigned $1,571,994 $1,170,823 $1,031,912 $725,707 $727,191 (1) FY18 and FY19 figures are estimates Revenues: The Storm Water 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. Approximately 100% of the Storm Water Fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 1 % of Storm Water Fund's revenue. Fiscal year 2019 revenues are estimated to remain flat from fiscal year 2018. MAI $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 Revenue Trends 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Charges for Services ■Use of Money&Property ■Miscellaneous ■Intergovernmental Expenditures: Fiscal year 2019 adopted expenditures represent a $44,580 or 3.64% increase from the fiscal year 2018 estimated expenditures. The increase is primarily attributed to an increase in service expenditures. Expenditure Trends $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $- 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Capital Outlay ■Supplies :lid Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Charges For Fees And Services Building & Devlpmt Storm Water Charges Miscellaneous Printed Materials Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Storm Water Operations Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Prior Year Accounting Adjustment Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Storm Water (7700) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 1,342,320 $ 1,571,994 $ 1,170,823 $ 1,031,912 $ 725,707 S 727,191 $ 5,641 $ 5,837 $ 7,063 $ 200,055 - - 21,026 261 - 376 - - - 21,512 1,147,390 1,167,517 1,522,294 425 - - 5,840 $ 7,060 $ 7,060 1,477,710 1,522,290 1,522,290 628 - - 136,926 - - - $ 1,374,913 $ 1,173,615 $ 1,688,423 $ 1,483,550 $ 1,529,350 $ 1,529,350 $ 1,095,239 $ 738,102 $ 747,069 $ 518,983 $ 537,865 $ 550,757 1,095,239 738,102 747,069 518,983 537,865 550,757 50,000 836,945 1,080,265 1,270,772 990,000 990,000 50,000 836,945 1,080,265 1,270,772 990,000 990,000 $ 1,145,239 $ 1,575,047 $ 1,827,334 $ 1,789,755 $ 1,527,865 $ 1,540,757 $ 1,571,994 $ 1,170,562 $ 1,031,912 $ 725,707 $ 727,191 $ 715,785 - 262 - - - - 1,571,994 1,170,823 1,031,912 725,707 727,191 715,785 $ 1,571,994 $ 1,170,823 $ 1,031,912 $ 725,707 $ 727,191 $ 715,785 114% 100% 61% 49% 48% 47% :!/1 6�to] NMRVITIAI ACZO]aA01TAIIs] 016y The Iowa City Storm Water utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and enforcement of 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 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 38 events, where volunteers logged 2,206 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in FY2017. • The Storm Water Quality Best Management Practices Program participated in a total of 25 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $30,000 toward total combined project costs. • Initiated 7 creek repair projects totaling approximately $30,000 to repair damaged areas along Willow Creek and Ralston Creek. • Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City. aria 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. Staffing: Staffing Level Change Summary: There are no staffing level changes for fiscal year 2019. Service Level Change Summary: There are no service level changes for fiscal year 2019. Financial Highlights: Service expenditures increased by $11,733 or 3.8% due to an increase in community development assistance and grants from $90,000 to $100,000. :1 VA FY2017 FY2018 FY2019 Total FTE's 2.10 1.50 1.50 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2019. Service Level Change Summary: There are no service level changes for fiscal year 2019. Financial Highlights: Service expenditures increased by $11,733 or 3.8% due to an increase in community development assistance and grants from $90,000 to $100,000. :1 VA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Promote Environmental Sustainability STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Department Goal: Continue the investment and reinvestment in Best Management Practices. Department Objective: Provide plan review and inspection of Best Management Practices for stormwater quality improvements. Performance Measures: Stormwater Quality BMP — Grant Applications Creek Maintenance — Grant Applications Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. Stormwater Volunteer Program CY 2012* CY 2013** CY 2014** CY 2015** CY 2016*** Events 31 34 25 28 25 Volunteers 1,171 1,341 529 644 667 Volunteer Hours 3 300 4 439 1 800 1 987 2,113 Value $53,625 1 $77,904 1 $31,590 1 $34,872 $48,493 * amount is calculated using FEMA's Volunteer Rate of $16.25/hour ** amount is calculated using FEMA's Volunteer Rate of $17.55/hour *** amount is calculated using FEMA's Volunteer Rate of $22.95/hour :r:L] Activity Summary Activity: Storm Water Operations (770110) Fund: Storm Water (7700) Division: Engineering Services Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Other State Grants Charges For Fees And Services Building & Devlpmt Storm Water Charges Miscellaneous Printed Materials Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. III -Wastewater Collection M.W. II -Wastewater Treatment Plant Public Info/Ed Coord - Public Works Sr. Engineer Sr. M.W. - Wastewater Collection Project Support Assistant Total Personnel $ 5,641 $ 5,837 $ 7,063 S 5,840 $ 7,060 $ 7,060 200,055 - - - - - 21,026 261 - - - - 376 - - - 21,512 - - - 1,147,390 1,167,517 1,522,294 1,477,710 1,522,290 1,522,290 425 - - - - - - 628 - - 136,926 - - - $ 1,374,913 $ 1,173,615 $ 1,688,423 $ 1,483,550 $ 1,529,350 $ 1,529,350 $ 173,190 $ 227,483 $ 233,047 $ 206,154 $ 213,456 $ 219,860 391,188 271,276 360,683 308,478 320,211 326,615 3,537 2,781 1,706 4,351 4,198 4,282 527,324 236,562 151,633 - - - $ 1,095,239 $ 738,102 $ 747,069 $ 518,983 $ 537,865 $ 550,757 2.60 2.60 2.10 1.50 1.50 2015 2016 2017 2018 2019 0.20 0.20 0.20 - - 0.30 0.30 0.30 - - 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 0.10 0.10 0.10 - - 0.50 0.50 - - - 2.60 2.60 2.10 1.50 1.50 :1 BY, IOU .111 :11 A I :kTJ N IQLlIto] ►U: The Cable Television enterprise fund had accounted for the City's cable television administration and the City's media production unit through fiscal year 2015. The fund's activities had been primarily supported by City franchise fees collected by the City's primary cable television operator, Mediacom. The fund had also accounted for the equipment replacement activities of the media production unit. The Cable Television fund's budget had been organized into two activities, Administration and Reserves. Cable N Administration Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for citizens with the local cable company, monitors the public access service contract compliance, and supports other local cable television programming channels. Administration also serves as staff for the Iowa City Telecommunications Commission (ICTC) and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. Cable produces local government and community video programming including local public meetings and presentations such as the Iowa City City Council and the Iowa City Foreign Relations Council; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities and a wide variety of local musical performances. The Cable office also schedules programming on City Channel 4, operates InfoVision channel 5, an interactive service providing local video programming on demand, and manages Channel 4's web presence including streaming video. Cable N Reserves Cable TV's annual budget includes transfers to an equipment replacement reserve that is used to purchase equipment and supplies, including computer hardware and software. In fiscal year 2016, the Cable Television operations and reserves totaling $1,571,324 were transferred to the General Fund. The unreserved fund balance of $1,393,720 and the cable equipment replacement reserves of $177,604 were transferred to the General Fund and are now incorporated into the General Fund budget. arra Fund Balance, July 7 Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfer Into Equip Reserve from Oper Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Cable Administration Sub -Total Expenditures Transfers Out: Operating Subsidy - General Fund Transfers Out - to General Fund Misc Transfers Out - to Equip Reserve Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In City of Iowa City Cable Television (7800 - 7801) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 1,558,722 $ 1,571,324 $ - S - $ - S - $ 750,167 $ - $ - $ - $ - S - 4,737 - - - - - 91 4 754,999 - - - - - 25,000 - - - - - 25,000 - - - - - $ 779,999 $ - $ - $ - $ - S - $ 687,397 $- 687,397 - - - - - 55,000 - - - - - - 1,571,324 - - - - 25,000 - - - - - 80,000 1,571,324 - - - - $ 767,397 $ 1,571,324 $ - $ - $ - $ - $ 1,571,324 $ - $ - $ - $ - $ - :1:191 Activity Summary Activity: Cable Administration (210510) Fund: Cable Television (7800) Division: Communications Office Department: City Manager Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Clerical Assistant - Cable T.V. Communications Tech - Cable Custodian - Govt Bldgs Government Programmer - Cable Media Production Service Coordinator Production Asst - Cable T.V. Special Projects Asst - Cable Total Personnel 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Proiecl $ 750,167 $ - $ - $ - $ - $ 4,737 91 4 $ 754,999 $ - $ - $ - $ - $ - $ 422,072 $ - $ - $ - $ - $ - 255,977 - - - - - 9,348 - - - - - $ 687,397 $ - $ - $ - $ - $ - 2015 2016 2017 2018 2019 0.75 1.00 0.13 1.00 1.00 1.00 0.75 5.63 Activity Summary Activity: Cable Reserves (210520) Fund: Cable Television (7801) Division: Communications Office Department: City Manager 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Transfers In: Transfer -In from Cable Operations $ 25,000 $ - $ - $ - $ - $ - Total Transfers In $ 25,000 $ - $ - $ - $ - $ - :1NI :[�l�M101[CM111I:Is] all III vaIII ►1I] The Housing Authority Fund is an enterprise fund that accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City -owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority Fund's total fund balance on June 30, 2017 was approximately $6,756,668, an increase of $405,757 or 6.39% from the fiscal year 2016 year-end fund balance. The increase in fiscal year 2017 was primarily due to an increase in the Housing Voucher administrative fee. At the end of fiscal year 2017, $3,102,059 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) FY18 and FY19 are estimates Fiscal year 2018 revised year-end fund balance is budgeted to increase by 7.27% or $491,228 over the fiscal year 2017 ending balance. Fiscal year 2019 projected fund balance is expected to decrease by 28.68% over the fiscal year 2018 fund balance to $5,169,264. The fiscal year 2019 decrease is due to budgeted capital outlay within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. Fund Balance (1) $8,000,000 00 00 00 00 00 J 00 00 $0 FY2015 FY2016 FY2017 FY2018 FY2019 ned $2,966,555 $3,405,765 $3,654,610 $4,145,838 $4,147,206 ■Restricted $2,945,146 $2,945,146 $3,102,059 $3,102,059 $1,022,059 (1) FY18 and FY19 are estimates Fiscal year 2018 revised year-end fund balance is budgeted to increase by 7.27% or $491,228 over the fiscal year 2017 ending balance. Fiscal year 2019 projected fund balance is expected to decrease by 28.68% over the fiscal year 2018 fund balance to $5,169,264. The fiscal year 2019 decrease is due to budgeted capital outlay within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. Revenues: HUD allocations account for approximately 94% of ICHA revenue. ICHA is projected to receive $8.423 million in federal funding through HUD in fiscal year 2018. This is a 0.67% increase from fiscal year 2018 projections. Revenue Trends $9,500,000 $9,000,000 $8,500,000 ■ ■ $8,000,000 $7,500,000 $7,000,000 $6,500,000 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■ Intergovernmental ■ Use of Money & Property ■ Miscellaneous ■Other Financial Sources Expenditures: Fiscal year 2019 estimated expenditures are budgeted to increase from the fiscal year 2018 estimated expenditures by $2,720,776 or 33.05% which primarily represents an increase in capital outlay. Expenditure Trends $12,000,000 $11,000,000 $10,000,000 $9,000,000 $8,000,000 $7,000,000 1 $6,000,000 --- ------- 2015 Actual 2016 Actual 2017 Actual 2018 Revised 2019 Budget 2020 Projected ■Personnel ■Services ■Supplies III Capital Outlay 72% of the Housing fund budget is to provide services to citizens. :r:Rl Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loan Repayments Sale Of Assets Sub -Total Revenues Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Voucher Program Public Housing Program Sub -Total Expenditures Transfers Out: Operating Subsidy - PILOT Gen Fund Misc Transfers Out - Director Reimb General Fund - UniverCity program Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In City of Iowa City Housing Authority (7900 - 7922) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 5,606,540 $ 5,911,701 $ 6,350,911 $ 6,756,668 $ 7,247,896 $ 7,667,451 $ 20,787 $ 18,668 $ 31,291 $ 19,090 $ 31,940 $ 31,940 237,306 300,137 321,157 318,475 321,160 321,160 38,635 66,115 59,866 31,460 59,870 59,870 7,629,448 8,318,431 8,486,847 8,366,460 8,422,703 8,422,703 23,099 21,065 69,642 18,480 71,050 71,050 142,387 93,154 14,748 15,432 14,750 14,750 - 1,740 119,500 - - - 8,091,662 8,819,308 9,103,051 8,769,397 8,921,473 8,921,473 8,760 - - - - - 8,760 - - - - - $ 8,100,422 $ 8,819,308 $ 9,103,051 $ 8,769,397 $ 8,921,473 $ 8,921,473 $ 7,205,702 $ 7,771,499 $ 8,138,340 $ 7,787,167 $ 8,335,408 $ 8,509,927 524,822 563,415 512,867 444,223 2,616,748 571,264 7,730,524 8,334,915 8,651,207 8,231,390 10,952,156 9,081,192 18,727 18,914 19,292 19,582 20,072 20,473 26,010 26,270 26,795 27,197 27,877 28,435 20,000 - - - - - 64,737 45,184 46,087 46,779 47,949 48,908 $ 7,795,261 $ 8,380,099 $8,697,294 $ 8,278,169 $ 11,000,105 $ 9,130,099 $ 5,911,701 $ 6,350,911 $ 6,756,668 $ 7,247,896 $ 5,169,264 $ 7,458,824 2,945,146 2,945,146 3,102,059 3,102,059 1,022,059 1,022,059 :r:)/1 [•l�M 1► [rlAIIIj I: [s] Cl II Mel »:7A r M Ll W 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 1,400 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 will pay approximately $7+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in FY2017. • The Housing Authority paid over $230,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in fiscal year 2017. • Since 1998, 178 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down Payment Assistance, and UniverCity). Recent Accomplishments: • Achieved High Performance Status for the Housing Choice Voucher program for FY2017. • In FY2017, maintained a 98% lease -up rate for the combined HCV and VASH programs; • In FY2017, maintained a 98% lease -up rate for Public Housing. • Maintained a 100% lease -up rate for the Peninsula Apartments. Staffing: Upcoming Challenges: • HUD funds the Housing Authority on a calendar year basis; however, we never know what our actual budgets are until May or June of the calendar year. • Dispelling damaging myths regarding Housing Authority programs and participants. • Maintain lease -up rates of at least 98% for the HCV, VASH, & Public Housing programs; 100% for Peninsula Apartments. • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities. Staffing Level Change Summary: The allocation of a Building Inspector position to the Iowa City Housing Authority decreased by .10 FTE from the Housing Inspection activity to better align with actual cost. A second temp receptionist position was added in fiscal year 2019. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Housing Voucher activity service expenditures increased by $542,097 in the fiscal year 2019 budget due to an increase in landlord rents based off fiscal year 2017 actual expenses. The Public Housing activity service expenditures increased $112,969 mainly due to an increase in repair and maintenance services. Additionally, capital outlay for fiscal year 2019 budget includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. :'W FY2017 FY2018 FY2019 Total FTE's 9.60 9.60 9.50 Staffing Level Change Summary: The allocation of a Building Inspector position to the Iowa City Housing Authority decreased by .10 FTE from the Housing Inspection activity to better align with actual cost. A second temp receptionist position was added in fiscal year 2019. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: The Housing Voucher activity service expenditures increased by $542,097 in the fiscal year 2019 budget due to an increase in landlord rents based off fiscal year 2017 actual expenses. The Public Housing activity service expenditures increased $112,969 mainly due to an increase in repair and maintenance services. Additionally, capital outlay for fiscal year 2019 budget includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. :'W GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity STAR Objective: Poverty Prevention & Alleviation - Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security. Department Goal: Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. Department Objective: The Family Self -Sufficiency (FSS) Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. Performance Measures: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Maintain a scattered sites Public Housing program. CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 Total Participants 139 156 177 190 218 of Participants with Escrow 98% 97% 97% 97% 95% Year Goal — 95% 64% 73% 81% 78% 80% Accounts % of Participants with Reduced or 1.9 days 1.6 days No longer a No longer a No longer a Eliminated Family Investment 27% 20% FSS grant FSS grant FSS grant reporting reporting reporting Program Cash Assistance I requirement. requirement. requirement. of Participants with Increased 41% 52% 53% 61% 62% Income versus Prior Year FSS Graduates 23 24 1 24 31 29 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Maintain a scattered sites Public Housing program. :1 RX FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Actual Occupancy Rate for Fiscal Completed within 24 hours 98% 97% 97% 97% 95% Year Goal — 95% :1 RX CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 % of All Emergency Work Orders Completed within 24 hours 100% 100% 100% 100% 100% Goal — 100% Average Number of Calendar Days of All Non -Emergency Work Orders 1.9 days 1.6 days 1.9 days 2.1 days 1.3 days Goal — < 25 days) :1 RX Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Department Goal: Affordable Rental Housing: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Department Objective: Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: any i CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 HCVP Homeownership Vouchers $108,029 $103,583 $74,996 $69,775 $72,413 HCVP Non -Elderly Disabled $340,446 $340,728 $317,995 $310,781 $298,345 Vouchers HCVP Portable Vouchers $198,815 $206,207 $208,845 $162,703 $150,080 VASH Vouchers $141,878 $147,750 $204,079 $269,026 $297,677 All Other HCVP Vouchers $5,381,083 $4,815,043 $5,185,345 $5,666,479 $5,844,223 Total Voucher Utilization (# of vouchers leased on the first 102% 94% 98% 101% 98% day of the month Total Voucher Utilization (# of vouchers leased on the last 103% 97% 100% 102% 99% day of the month any i Activity Summary Activity: Housing Authority Voucher (490200) Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Transfers In: Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Housing Choice Voucher Program Coord Total Personnel Capital Outlay Paint and Carpet Offices Total Capital Outlay $ (37) $ (427) $ (646) $ - $ - $ - 38,195 65,997 59,616 30,960 59,620 59,620 7,300,167 7,999,151 8,109,685 8,098,597 8,058,669 8,058,669 14,139 12,529 57,061 10,880 58,470 58,470 8,760 - - - - - $ 7,361,224 $ 8,077,250 $ 8,225,716 $ 8,140,437 $ 8,176,759 $ 8,176,759 $ 723,973 $ 713,541 $ 732,925 $ 752,409 $ 781,132 $ 804,566 6,477,363 7,053,753 7,400,264 7,007,007 7,549,104 7,700,086 4,366 4,206 5,152 12,073 5,172 5,275 - - - 15,678 - - $ 7,205,702 $ 7,771,499 $ 8,138,340 $ 7,787,167 $ 8,335,408 $ 8,509,927 2015 2016 2017 2018 2019 0.50 0.50 0.30 0.30 0.25 0.50 0.50 0.50 0.50 0.50 0.78 0.78 0.78 0.78 0.78 0.24 0.24 - - - 0.96 0.96 0.96 0.96 0.96 3.84 3.84 3.84 3.84 3.84 0.50 0.50 0.50 0.50 0.50 0.94 0.94 1.00 1.00 1.00 8.26 8.26 7.88 7.88 7.83 2018 2018 $ 15,678 $ - $ 15,678 $ aara Activity Summary Activity: Housing Authority Public Housing (490300) Fund: Housing Authority (792`) Division: Neighborhood Services Department: Neighborhood & Development Services Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loans Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Total Personnel Capital Outlay Inspector Vehicle Paint and Carpet Offices Purchase Units - Chauncey Building Purchase Units -Augusta Place Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 20,824 $ 19,094 $ 31,937 $ 19,090 $ 31,940 $ 31,940 237,306 300,137 321,157 318,475 321,160 321,160 440 118 251 500 250 250 329,281 319,280 377,162 267,863 364,034 364,034 8,960 8,536 12,581 7,600 12,580 12,580 142,387 93,154 14,748 15,432 14,750 14,750 - 1,740 119,500 - - - $ 739,198 $ 742,059 $ 877,335 $ 628,960 $ 744,714 $ 744,714 $ 184,554 $ 171,482 $ 172,432 $ 176,735 $ 178,107 $ 183,450 330,268 313,854 325,316 233,652 346,621 353,553 5,549 5,080 11,731 7,414 12,020 12,260 4,451 73,000 3,388 26,422 2,080,000 22,000 $ 524,822 $ 563,415 $ 512,867 $ 444,223 $ 2,616,748 $ 571,264 2015 2016 2017 2018 2019 0.50 0.50 0.30 0.30 0.25 0.50 0.50 0.50 0.50 0.50 0.22 0.22 0.22 0.22 0.22 0.01 0.01 - - - 0.04 0.04 0.04 0.04 0.04 0.16 0.16 0.16 0.16 0.16 0.50 0.50 0.50 0.50 0.50 1.93 1.93 1.72 1.72 1.67 a1.061 2018 2019 $ 22,000 $ 4,422 - 1,000,000 - 1,080,000 $ 26,422 $ 2,080,000 0 4 4 0 Wei a "$A LWIN m UN'ESCO, CITY OF LITERATURE CAPITAL PROJECTS FUND F Y 2 O 1 9 Fund Summary Summary by Division Summary by Funding Source Annual Recurring Projects Project Summary by Name Unfunded Projects CAPITAL PROJECTS FUND The Capital Projects Fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City's issuance of bonded debt and for the construction and replacement of the City's buildings and infrastructure. The first two years of the five-year capital improvement program (CIP) are certified as part of the operating budget in the Capital Projects Fund. The current five-year CIP is for years 2018-2022. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. Most of the projects are specific, 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. The City also budgets annually recurring project funds for non-specified improvements of a specific nature; these funds are to be spent on improvements that meet the same definition above. 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 2018-2022, the total funding sources are $150,363,214, and the total expenditures are $159,796,096. 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 2019 CIP expenditures of $28,553,570 will be certified as part of the 2019 operating budget. Budgeted fiscal year 2019 Capital Projects Fund expenditures also include $67,708 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2019 budgeted expenditures are $28,621,278. The 2019 CIP funding sources of $27,805,570 will also be certified as part of the 2019 operating budget. Budgeted fiscal year 2019 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $1,542,708 and a transfer in from the TIF funds to reimburse for prior year expenditures of $48,741. Total Capital Projects Fund fiscal year 2019 budgeted revenues and transfer in are $29,397,019. The changes to the 2018 CIP are amended into the fiscal year 2018 operating budget. The fiscal year 2018 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 2018 are $96,265,363; the revised budget includes the 2018 CIP expenditures of $41,528,291, prior year project carry forwards of $54,572,432, and internal loan interest payments of $164,640. :1 RYA The revised fiscal year 2018 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 2018 are $42,865,654; the revised budget includes the 2018 CIP funding sources of $31,670,409, State sales tax grant funding of $389,640, a transfer in from the TIF funds to reimburse for prior year expenditures of $27,723, and prior year project carry forwards of $10,777,882. 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 $164,640, $67,708, and $49,860 for years 2018, 2019, and 2020, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $975,000 for 2018, $1,475,000 for 2019, and $1,750,000 for 2020, and state sales tax grant revenues budgeted at $389,640, $1,542,708, and $1,799,860 for years 2018, 2019, and 2020, 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 2019 is $1,654,249. :1 RM Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants State 28E Agreements Local 28E Agreements Charges of Fees & Services Development Fees Refuse Charges Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Debt Sales Internal Service (Non -Budgetary): ITS Fund Sub -Total Revenues Transfers In: Funds Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Misc Transfers -In Internal Service (Non -Budgetary): ITS Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Governmental: General Government Culture & Recreation Community and Economic Dvlpmnt Public Safety Public Works Enterprise: Parking Operations Public Transportation Wastewater Treatment Water Operations Landfill Storm Water Airport Internal Service (Non -Budgetary): ITS Fund Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Capital Projects Fund Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 22,942,341 $ 21,460,930 $ 32,266,210 $ 56,728,217 $ 2,353,508 $ 1,654,249 $ 76,147 $ 12,450 2,836,611 5,622 9,352,792 107,298 49,786 6,312 200,000 3,300 164,893 7,866,773 83,075 $ 167,597 $ - $ - $ - 8,400 - 95 - - 1,692,623 448,233 3,710,755 414,000 6,053,660 7,710 155,015 - - - 5,436,433 11,575,849 1,943,413 2,042,708 1,869,860 752,880 88,619 - - 191,000 - 361,401 - 4,000,000 1,675,000 96,897 232,345 - - - 353,131 275,000 45,000 - 100,000 750 1,380 - - - 61,194 1,071,969 177,000 - - 142,978 2,023,694 1,000,000 - - 9,778,517 22,597,543 11,753,500 10,623,000 9,382,340 20,782,744 18,439,878 38,998,819 18,629,668 17,079,708 19,271,860 2,538,057 10,255,700 17,390,327 13,681,214 6,905,511 3,995,970 611,007 6,080,831 5,242,774 10,554,772 5,411,800 6,696,325 323,845 621,775 (154,269) - - - 6,009,687 25,000 210,625 - - - 189,624 (5,318) 9,672,220 16,983,306 22,684,139 24,235,986 12,317,311 10,692,295 $ 30,454,964 $ 35,423,184 $ 61,682,958 $ 42,865,654 $ 29,397,019 $ 29,964,155 $ 787,206 $ 1,039,952 $ 184,873 $ 1,798,471 $ 7,125,000 $ - 737,073 1,314,646 1,576,659 9,652,303 7,391,800 1,965,000 567,228 157,895 2,003,017 13,879,587 150,000 150,000 3,123,348 448,091 24,060 905,131 250,000 955,000 19,644,343 16,518,422 29,114,198 50,842,185 8,664,170 16,628,970 85,206 501,974 608,083 1,181,149 375,000 300,000 (1,617) - - 393,000 160,000 - 4,664,170 1,929,861 911,283 10,154,595 1,523,208 3,089,860 923,583 267,083 219,515 2,402,592 1,757,100 2,149,325 146,648 603,283 1,372,054 3,035,329 400,000 - 88,962 141,406 459,705 1,034,034 315,000 915,000 578,764 449,502 87,197 986,987 510,000 1,270,000 62,526 424,014 61,633 31,407,440 23,796,129 36,622,277 96,265,363 28,621,278 27,423,155 323,845 621,775 373,674 - - - 205,090 200,000 225,000 975,000 1,475,000 1,750,000 528,935 821,775 598,674 975,000 1,475,000 1,750,000 $ 31,936,375 $ 24,617,904 $ 37,220,951 $ 97,240,363 $ 30,096,278 $ 29,173,155 $ 21,460,930 $ 32,266,210 $ 56,728,217 $ 2,353,508 $ 1,654,249 $ 2,445,249 499 City of Iowa City, Iowa Capital Improvement Plan 2018-2022 2018 thru 2022 Category 2018 2019 2020 2021 2022 Total Airport 120,000 510,000 1,270,000 496,000 286,000 2,682,000 Cemetery 51,750 50,000 101,750 City Manager 6,800,000 6,800,000 Development Services 300,000 150,000 150,000 150,000 150,000 900,000 Equipment 430,000 123,200 553,200 Fire 955,000 1,300,000 2,255,000 Information Technology Services 275,000 275,000 Landfill 2,105,000 400,000 800,000 3,305,000 Library 200,000 25,800 400,000 625,800 Parking Operations 595,000 375,000 300,000 300,000 300,000 1,870,000 Parks Administration 50,000 50,000 50,000 50,000 50,000 250,000 Parks Maintenance 5,577,000 6,871,000 1,350,000 4,750,000 2,225,000 20,773,000 Police 135,084 250,000 385,084 Public Works Administration 6,070,000 6,070,000 Recreation 110,000 495,000 565,000 825,000 705,000 2,700,000 Senior Center 350,000 350,000 Storm Water 240,000 315,000 915,000 380,000 1,280,000 3,130,000 Street Operations 19,535,457 8,540,970 16,628,970 7,770,470 10,172,970 62,648,837 Transit Operations 160,000 18,000,000 18,160,000 Wastewater Treatment 4,988,000 1,455,500 3,040,000 750,000 8,620,500 18,854,000 Water Operations 1,021,000 1,757,100 2,149,325 1,090,000 1,090,000 7,107,425 TOTAL 41,528,291 28,553,570 27,373,295 19,061,470 43,279,470 159,796,096 '*Ilt Capital Improvement Program by Division 2018-2022 $159,796,096 Stone Water, $3,130,000 Senior Center, $350,000 Recreation, $2,700,000 Public Works Administiatio $6,070,000 Police, $385,0' Transit Operations, Street Operations, $62,648,837 lily, Wastewater Treatment $18,854,000 Water Operations, $7,107,425 t\74�lkh��Airport, $2,682,000 Fire, $2,255,000 6Development Services, $900,000 Cemetery, $101,750 �City Manager, $8,800,000 Equipment, $553,200 Information Technology Services, Library, $625,800 $275,000 Landfill, $3,305,000 ks Administration, $250,000 City of Iowa City, Iowa Capital Improvement Plan 2018-2022 2018 thru 2022 PROJECTS BY DIVISION Category Project# Priority 2018 2019 2020 2021 2022 Total Airport Airport Parking Lot Expansion A3447 3 50,000 50,000 Airfield Pavement Rehabilitation A3461 1 286,000 286,000 Hangar A Door Replacement A3462 2 100,000 100,000 200,000 Runway 7 Environmental Assessment A3465 2 150,000 150,000 Runway 7 Extension (213) A3466 2 1,170,000 1,170,000 Airport Frontage/Viewing Area Improvements A3469 4 120,000 120,000 Runway 25 Threshold Relocation A3470 1 310,000 310,000 Runway 12/30 Threshold Displacement/Relocation A3471 1 396,000 396,000 Airport Total 120,000 510,000 1,270,000 496,000 286,000 2,682,000 Cemeter Cemetery Road Asphalt Overlay R4145 2 50,000 50,000 Cemetery Shop Roof Replacement R4354 2 51,750 51,750 Cemetery Total 51,750 50,000 101,750 City Manager County Behavioral Access Center G4723 2 6,800,000 6,800,000 City Manager Total 6,800,000 6,800,000 Develo ment Services Climate Action Plan Implementation E4520 3 150,000 150,000 150,000 150,000 150,000 750,000 City Hall Remodel for MPOJC E4522 2 150,000 150,000 Development Services Total 300,000 150,000 150,000 150,000 150,000 900,000 Equipment Non -Public Safety Radio System Back-up Tower P3982 3 100,000 100,000 Equipment Shop Parking Lot Asphalt Overlay P3983 2 123,200 123,200 Equipment Shop Roof Replacement P3984 2 330,000 330,000 Equipment Total 430,000 123,200 553,200 Fire Fire Apparatus Replacement Program Z4406 1 955,000 1,300,000 2,255,000 Fire Total 955,000 1,300,000 2,255,000 Information Technolo Services Infrastructure Asset Management G4724 3 275,000 275,000 Information Technology Services Total 275,000 275,000 Y�YJ Category Project# Priority 2018 2019 2020 2021 2022 Total Landfill Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Tarp Deployment System L3329 3 90,000 90,000 Landfill Leachate Pumping System L3330 2 40,000 400,000 440,000 Landfill Cell Design and Construction L3331 1 1,500,000 1,500,000 Landfill Bulldozer L3332 1 475,000 475,000 Landfill Total 2,105,000 400,000 800,000 3,305,000 Librar Library Carpet and Furnishings Replacement B4343 2 400,000 400,000 Reconfigure Computer Lab & Children's Room B4344 2 200,000 200,000 Library HVAC Repairs B4345 2 25,800 25,800 Library Total 200,000 25,800 400,000 625,800 IParking Operations Parking Facility Restoration Repair T3004 2 400,000 300,000 300,000 300,000 300,000 1,600,000 Parking Facility& Enforcement Automation T3009 3 60,000 60,000 Parking Equipment EMV Upgrade T3018 2 75,000 75,000 Recreation Center Parking Lot Asphalt Overlay T3019 2 135,000 135,000 Parking Operations Total 595,000 375,000 300,000 300,000 300,000 1,870,000 Parks Administration City Hall - Other Projects R4129 1 50,000 50,000 50,000 50,000 50,000 250,000 Parks Administration Total 50,000 50,000 50,000 50,000 50,000 250,000 Parks Maintenance Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 30,000 30,000 30,000 30,000 30,000 150,000 Riverfront Crossings Park Development R4185 1 565,000 660,000 1,225,000 Iowa River Trail, Benton St- Highway 6 R4204 2 1,700,000 1,700,000 Intra -city Bike Trails R4206 2 25,000 25,000 25,000 25,000 25,000 125,000 Highway 1 Sidewalk/Irail R4225 3 75,000 678,000 753,000 Hwy 6Trail - Sycamore to Heinz R4227 5 200,000 1,700,000 1,900,000 Willow Creek/Kiwanis Park Improvements R4322 2 750,000 750,000 Pedestrian Mall Reconstruction R4340 1 3,900,000 3,900,000 7,800,000 Creekside Park Redevelopment R4341 3 650,000 650,000 Cardigan Park Development R4345 2 157,000 157,000 New West Side Park Development R4346 2 370,000 370,000 Fainneadows Playground and Shelter R4348 2 125,000 125,000 Wetherby Restroom, Shelter & Playground Upgrades R4349 2 500,000 500,000 Chadek Green Park Restrooms and Shelter R4350 2 365,000 365,000 IC Kickers Park Soccer Field Addition R4355 3 75,000 75,000 Lower City Park Adventure Playground R4356 2 650,000 650,000 Whispering Meadows Shelter& Playground R4357 2 185,000 185,000 Lower City Park Shelters & Restroom Replacement R4358 2 490,000 490,000 Kiwanis Park Playground & Shelter Renovation R4359 2 370,000 370,000 East Side Sports Complex Tree Buffer R4360 4 78,000 78,000 Napoleon Park Softball Fields 5-8 Renovation R4362 3 350,000 350,000 Upper City Park Shelters & Restroom Replacement R4363 2 490,000 490,000 Scott Park Shelter and Playground Replacement R4364 2 185,000 185,000 Hickory Hill Park Conklin St Shelter & Restrooms R4365 2 245,000 245,000 Glendale Park Shelter & Playground Replacement R4366 2 215,000 215,000 Napoleon Park Playground & Accessible Path R4367 2 185,000 185,000 Y�R3 Category Project # Priority 2018 2019 2020 2021 2022 Total Court Hill Park Shelter& Playground Replacement R4368 2 185,000 185,000 Parks Maintenance Total 5,577,000 6,871,000 1,350,000 4,750,000 2,225,000 20,773,000 Police Police Department Flooring & Cabinets Y4440 4 135,084 135,084 Police Car & Body Camera Replacement Y4441 1 250,000 250,000 Police Total 135,084 250,000 385,084 Public Works Administration Public Works Facility P3959 3 5,050,000 5,050,000 West Riverbank Stabilization P3981 1 1,020,000 1,020,000 Public Works Administration Total 6,070,000 6,070,000 Recreation Annual Recreation Center Improvements R4330 1 65,000 65,000 65,000 65,000 65,000 325,000 Recreation Center ADA Improvements R4351 1 45,000 430,000 475,000 Mercer Park Pool Improvements R4352 2 500,000 500,000 Mercer/Scanlon- HVAC Dehumidification R4369 1 700,000 700,000 RAL Recreation Center Pool Filter and HVAC R4370 2 60,000 640,000 700,000 Recreation Total 110,000 495,000 565,000 825,000 705,000 2,700,000 Senior Center Senior Center Improvements KNEW1 2 350,000 350,000 Senior Center Total 350,000 350,000 Storm Water Annual Storm Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 75,000 675,000 750,000 North Westminster Storm Sewer Upgrades M3633 2 140,000 1,040,000 1,180,000 Storm Water Total 240,000 315,000 915,000 380,000 1,280,000 3,130,000 Street Operations Iowa City Gateway Project(Dubuque St) S3809 1 10,567,582 10,567,582 Annual Traffic Signal Projects S3814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming S3816 3 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA S3822 1 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation S3824 1 1,598,350 2,004,388 2,104,388 2,204,388 2,304,388 10,215,902 Underground Electrical Facilities S3826 2 174,525 183,582 183,582 183,582 183,582 908,853 Bicycle MasterPlan Implementation S3827 3 150,000 150,000 300,000 150,000 150,000 900,000 Burlington & Madison Intersection Improvements S3834 3 2,400,000 2,400,000 American Legion Rd -Scott Blvd to Taft Ave S3854 2 578,000 8,444,000 9,022,000 Monson Trek Traffic and Lighting Improvements S3868 3 500,000 500,000 Annual Bridge Maintenance & Repair S3910 1 250,000 250,000 250,000 250,000 250,000 1,250,000 Riverside Drive Streetscape Improvements S3933 4 205,000 205,000 McCollister Blvd- Gilbert to Sycamore S3934 2 550,000 4,660,000 5,210,000 Prentiss Street Bridge Replacement S3935 1 1,075,000 1,075,000 Melrose Avenue Improvements S3936 2 250,000 3,750,000 4,000,000 Dubuque Street Reconstruction S3939 1 132,000 1,232,500 1,364,500 Kirkwood Avenue to Capitol Street Connection S3940 2 150,000 1,750,000 1,900,000 Governor Street Overlay S3942 2 375,000 375,000 Riverside Drive Asphalt Overlay S3943 2 450,000 450,000 First Ave/Scott Blvd Intersection Improvements S3944 2 200,000 950,000 1,150,000 Category Project # Priority 2018 2019 2020 2021 2022 Total Gilbert Street Intersection Improvements S3945 Court Street Reconstruction S3946 Benton Street Rehabilitation Project S3947 Rochester Avenue Sidewalk Infill Project S3948 Street Operations Total 3 150,000 Transit Operations 150,000 Transit/Equipment Facility Relocation T3055 Transit Bus Shelter Replacement & Expansion T3059 Transit Facility Parking Lot Asphalt Overlay T3063 Transit Mobile Column Vehicle Lift T3064 Transit Operations Total 2 50,000 Wastewater Treatment 50,000 Annual Sewer Main Replacement V3101 Backup Generator & Electrical System Upgrade V3143 Wastewater Clarifier Repairs V3144 Scott Boulevard Trunk Sewer V3145 Melrose Court Sanitary Sewer Replacement V3146 Nevada Ave Sanitary Sewer Replacement V3147 West Park Lift Station Rehabilitation V3148 Heat Exchanger Replacement V3149 Digester Cover Renovation V3150 Digester Complex Rehabilitation V3151 WWTF Influent Channel Modifications V3152 Wastewater Treatment Total 750,000 8,620,500 18,854,000 Water Operations First Avenue (400-500 Block) Water Main Replace W3212 Spruce St. (1300-1400 Block) Water Main Rept W3216 Melrose- Landfill Water Main Extension W3220 Nutrient Removal Project W3221 Dill St. Water Main Replacement W3222 Water Plant & Storage Reservoir SCADA Replacement W3226 Bradford Drive Water Main Replacement W3300 Water Distribution Pressure Zone Improvements W3301 Sixth Avenue Water Main Replacement W3303 Water Plant Softener Improvements W3304 Jordan Well Rehabilitation W3305 Deforest Ave Water Main Replacement W3307 Collector Well Capacity Improvements W3311 Silurian Well Rehabilitation W3312 Hwy 1 Water (Miller to Willow) Main Replacement W3313 High Service Pump VFD Replacement W3314 Water Operations Total 80,000 GRAND TOTAL 2 825,000 750,000 825,000 2 775,000 5,270,000 6,045,000 2 250,000 2,560,000 2,810,000 3 150,000 450,000 150,000 19,535,457 8,540,970 16,628,970 7,770,470 10,172,970 62,648,837 2 18,000,000 18,000,000 2 50,000 700,000 50,000 2 50,000 290,000 50,000 2 60,000 105,500 60,000 160,000 18,000,000 18,160,000 2 500,000 750,000 750,000 750,000 750,000 3,500,000 1 3,500,000 637,100 3 3,500,000 1 450,000 450,000 2 475,000 1,550,000 2,025,000 2 700,000 1,420,000 2 700,000 2 60,000 290,000 350,000 2 105,500 501,975 105,500 1 139,500 551,975 2 606,000 139,500 1 65,000 65,000 1 40,000 7,870,500 7,870,500 1 148,500 340,000 1 100,000 148,500 4,988,000 1,455,500 3,040,000 750,000 8,620,500 18,854,000 2 60,000 577,100 637,100 3 20,000 197,350 217,350 2 110,000 1,310,000 1,420,000 2 100,000 600,000 700,000 1 50,000 501,975 551,975 2 606,000 606,000 3 40,000 300,000 340,000 1 100,000 1,000,000 1,100,000 1 40,000 300,000 340,000 3 75,000 75,000 1 150,000 150,000 1 40,000 40,000 3 100,000 100,000 500,000 700,000 1 80,000 80,000 2 100,000 100,000 2 50,000 50,000 1,021,000 1,757,100 2,149,325 1,090,000 1,090,000 7,107,425 41,528,291 28,553,570 27,373,295 19,061,470 43,279,470 159,796,096 City of Iowa City, Iowa Capital Improvement Plan 2018-2022 2018 thru 2022 FUNDING SOURCE SUMMARY Source 2018 2019 2020 2021 2022 Total AIRPORT FUND 120,000 96,000 147,000 69,600 85,800 518,400 CENTRAL SERVICES FUND 100,000 100,000 CONTRIBUTIONS & DONATIONS 30,000 100,000 130,000 EQUIPMENT FUND 1,430,000 123,200 3,000,000 4,553,200 FEDERAL GRANTS 2,331,000 414,000 6,053,660 2,672,260 12,000,000 23,470,920 GENERALFUND 896,834 4,003,800 893,000 820,000 770,000 7,383,634 GO BONDS 11,753,500 9,523,000 9,382,340 8,718,640 9,590,000 48,967,480 ITS FUND 275,000 275,000 LANDFILL FUND 2,105,000 510,000 1,310,000 800,000 4,725,000 OTHER LOCAL GOVERNMENTS 4,000,000 1,675,000 5,675,000 OTHER STATE GRANTS 500,000 500,000 70,000 70,000 200,200 1,340,200 PARKING FUND 595,000 360,000 300,000 300,000 300,000 1,855,000 REFUSE COLLECTION FUND 500,000 500,000 REVENUE BONDS 1,100,000 1,100,000 ROAD USE TAX FUND 4,444,200 2,547,000 2,797,000 2,747,000 2,847,000 15,382,200 SALE OF LAND 1,000,000 1,000,000 STORM WATER FUND 1,140,000 990,000 990,000 480,000 1,430,000 5,030,000 TRANSIT FUND 175,000 3,000,000 3,175,000 UNIVERSITY OF IOWA 191,000 260,000 451,000 UTILITY FRANCHISE TAX 290,875 305,970 305,970 305,970 305,970 1,514,755 WASTEWATER FUND 2,788,000 1,455,500 3,040,000 750,000 8,620,500 16,654,000 WATER FUND 1,646,000 1,427,100 909,325 1,240,000 1,340,000 6,562,425 GRAND TOTAL 31,670,409 27,805,570 28,164,295 19,233,470 43,489,470 150,363,214 10 Capital Improvement Program by Funding Source 2018-2022 $150,363,214 Equipment Funtl, $4,551,200 ITS Fund,$2]5,000_ d Storm Water Fund, $5,030,000\\\\� Landfill Fund, $4,]25,000 Refuse Collection Fund'$500,000 Central Services Fund, $100,00 Airport Fund, $518,400 Transit Fund $1,175,111 Packing Funtl, $1,855,000 WastewatarFuntl, $18,854,001 GO Bonds, $48,967,480 Road Use Tax Fund, am Revenue Bonds, $1,100,000 Sale of Land, $1,000,000 Utility Franchise Tax, $1,514,]55 _Federal Grants, $23,179,929 ,ersity of lowa,$451,000 r Stag Grants, $1,140,200 Local Governments, $5,675,000 utons & Donations, $130,000 City of Iowa City, Iowa Capital Improvement Plan 2018-2022 2018 thru 2022 PROJECTS BY FUNDING SOURCE Source Project# Priority 2018 2019 2020 2021 2022 Total AIRPORT FUND Airport Parking Lot Expansion A3447 3 50,000 50,000 Airfield Pavement Rehabilitation A3461 1 85,800 85,800 Hangar A Door Replacement A3462 2 30,000 30,000 60,000 Runway 7 Environmental Assessment A3465 2 15,000 15,000 Runway 7 Extension (213) A3466 2 117,000 117,000 Airport Frontage/Viewing Area Improvements A3469 4 120,000 120,000 Runway 25 Threshold Relocation A3470 1 31,000 31,000 Runway 12/30 Threshold Displacement/Relocation A3471 1 39,600 39,600 AIRPORT FUND Total 120,000 96,000 147,000 69,600 85,800 518,400 CENTRAL SERVICES FUND Non -Public Safety Radio System Back-up Tower P3982 3 100,000 100,000 CENTRAL SERVICES FUND Total 100,000 100,000 CONTRIBUTIONS & DONATIONS IC Kickers Park Soccer Field Addition R4355 3 30,000 30,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 100,000 100,000 CONTRIBUTIONS & DONATIONS 30,000 100,000 130,000 Total EQUIPMENT FUND Public Works Facility P3959 3 1,100,000 1,100,000 Equipment Shop Parking Lot Asphalt Overlay P3983 2 123,200 123,200 Equipment Shop Roof Replacement P3984 2 330,000 330,000 Transit/Equipment Facility Relocation T3055 2 3,000,000 3,000,000 EQUIPMENT FUND Total 1,430,000 123,200 3,000,000 4,553,200 FEDERAL GRANTS Runway 7 Environmental Assessment A3465 2 135,000 135,000 Runway 7 Extension (213) A3466 2 1,053,000 1,053,000 Runway 25 Threshold Relocation A3470 1 279,000 279,000 Runway 12/30 Threshold Displacement/Relocation A3471 1 356,400 356,400 Hwy 6Trail - Sycamore to Heinz R4227 5 1,000,000 1,000,000 Burlington & Madison Intersection Improvements 53834 3 1,511,000 1,511,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 4,070,660 4,070,660 Prentiss Street Bridge Replacement 53935 1 820,000 820,000 Melrose Avenue Improvements 53936 2 930,000 930,000 Benton Street Rehabilitation Project 53947 2 1,315,860 1,315,860 Source Project # Priority 2018 2019 2020 2021 2022 Total Transit/Equipment Facility Relocation T3055 2 12,000,000 12,000,000 FEDERAL. GRANTS Total 2,331,000 414,000 6,053,660 2,672,260 12,000,000 23,470,920 GENERAL FUND Reconfigure Computer Lab & Children's Room 84344 2 200,000 200,000 Library HVAC Repairs 84345 2 25,800 25,800 Climate Action Plan Implementation E4520 3 150,000 150,000 150,000 150,000 150,000 750,000 County Behavioral Access Center G4723 2 2,800,000 2,800,000 Senior Center Improvements KNEW1 2 350,000 350,000 City Hall - Other Projects R4129 1 50,000 50,000 50,000 50,000 50,000 250,000 Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 30,000 30,000 30,000 30,000 30,000 150,000 Cemetery Road Asphalt Overlay R4145 2 50,000 50,000 Intra -city Bike Trails R4206 2 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 1 65,000 65,000 65,000 65,000 65,000 325,000 Recreation Center ADA Improvements R4351 1 45,000 430,000 475,000 Mercer Park Pool Improvements R4352 2 425,000 425,000 Cemetery Shop Roof Replacement R4354 2 51,750 51,750 IC Kickers Park Soccer Field Addition R4355 3 45,000 45,000 East Side Sports Complex Tree Buffer R4360 4 78,000 78,000 Napoleon Park Softball Fields 5-8 Renovation R4362 3 350,000 350,000 Police Department Flooring & Cabinets Y4440 4 135,084 135,084 Police Car & Body Camera Replacement Y4441 1 250,000 250,000 Fire Apparatus Replacement Program Z4406 1 48,000 48,000 GENERAL FUND Total 896,834 4,003,800 893,000 820,000 770,000 7,383,634 GO BONDS Library Carpet and Furnishings Replacement 84343 2 400,000 400,000 City Hall Remodel for MPOJC E4522 2 150,000 150,000 Public Works Facility P3959 3 700,000 700,000 West Riverbank Stabilization P3981 1 680,000 680,000 Riverfront Crossings Park Development R4185 1 200,000 660,000 860,000 Iowa River Trail, Benton St- Highway 6 R4204 2 1,700,000 1,700,000 Highway 1 Sidewalk/Irail R4225 3 253,000 253,000 Hwy 6 Trail- Sycamore to Heinz R4227 5 200,000 700,000 900,000 Willow Creek/Kiwanis Park Improvements R4322 2 650,000 650,000 Pedestrian Mall Reconstruction R4340 1 3,100,000 3,100,000 6,200,000 Creekside Park Redevelopment R4341 3 650,000 650,000 Cardigan Park Development R4345 2 168,500 168,500 New West Side Park Development R4346 2 370,000 370,000 Fainmeadows Playground and Shelter R4348 2 125,000 125,000 Wetherby Restroom, Shelter & Playground Upgrades R4349 2 500,000 500,000 Chadek Green Park Restrooms and Shelter R4350 2 365,000 365,000 Lower City Park Adventure Playground R4356 2 650,000 650,000 Whispering Meadows Shelter& Playground R4357 2 185,000 185,000 Lower City Park Shelters & Restroom Replacement R4358 2 490,000 490,000 Kiwanis Park Playground & Shelter Renovation R4359 2 370,000 370,000 Upper City Park Shelters & Restroom Replacement R4363 2 490,000 490,000 Scott Park Shelter and Playground Replacement R4364 2 185,000 185,000 Hickory Hill Park Conklin St Shelter & Restrooms R4365 2 245,000 245,000 Glendale Park Shelter & Playground Replacement R4366 2 215,000 215,000 Napoleon Park Playground & Accessible Path R4367 2 185,000 185,000 IA Source Project # Priority 2018 2019 2020 2021 2022 Total Court Hill Park Shelter& Playground Replacement R4368 2 185,000 185,000 Mercer/Scanlon- HVAC Dehumidification R4369 1 700,000 700,000 RAL Recreation Center Pool Filter and HVAC R4370 2 700,000 700,000 Iowa City Gateway Project(Dubuque St) 53809 1 5,000,000 5,000,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 4,851,340 4,851,340 Riverside Drive Streetscape Improvements 53933 4 205,000 205,000 McCollister Blvd- Gilbert to Sycamore 53934 2 4,210,000 4,210,000 Melrose Avenue Improvements 53936 2 1,470,000 1,470,000 Dubuque Street Reconstruction 53939 1 1,114,500 1,114,500 Kirkwood Avenue to Capitol Street Connection 53940 2 1,500,000 1,500,000 First Ave/Scott Blvd Intersection Improvements 53944 2 1,150,000 1,150,000 Gilbert Street Intersection Improvements 53945 2 750,000 750,000 Court Street Reconstruction 53946 2 775,000 5,270,000 6,045,000 Benton Street Rehabilitation Project 53947 2 1,494,140 1,494,140 Rochester Avenue Sidewalk Infill Project 53948 3 150,000 150,000 Fire Apparatus Replacement Program Z4406 1 716,000 1,040,000 1,756,000 GO BONDS Total 11,753,500 9,523,000 9,382,340 8,718,640 9,590,000 48,967,480 ITS FUND Infrastructure Asset Management G4724 3 275,000 275,000 ITS FUND Total 275,000 275,000 LANDFILL FUND Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Tarp Deployment System L3329 3 90,000 90,000 Landfill Leachate Pumping System L3330 2 40,000 400,000 440,000 Landfill Cell Design and Construction L3331 1 1,500,000 1,500,000 Landfill Bulldozer L3332 1 475,000 475,000 Melrose- Landfill Water Main Extension W3220 2 110,000 1,310,000 1,420,000 LANDFILL FUND Total 2,105,000 510,000 1,310,000 800,000 4,725,000 OTHER LOCAL GOVERNMENTS County Behavioral Access Center G4723 2 4,000,000 4,000,000 Mercer Park Pool Improvements R4352 2 75,000 75,000 Melrose Avenue Improvements 53936 2 1,600,000 1,600,000 OTHER LOCAL GOVERNMENTS 4,000,000 1,675,000 5,675,000 Total OTHER STATE GRANTS Airfield Pavement Rehabilitation A3461 1 200,200 200,200 HangarA Door Replacement A3462 2 70,000 70,000 140,000 Highway 1 Sidewalk/rrail R4225 3 500,000 500,000 Burlington & Madison Intersection Improvements 53834 3 500,000 500,000 OTHER STATE GRANTS Total 500,000 500,000 70,000 70,000 200,200 1,340,200 PARKING FUND Parking Facility Restoration Repair T3004 2 400,000 300,000 300,000 300,000 300,000 1,600,000 Parking Facility& Enforcement Automation T3009 3 60,000 60,000 Source Project # Priority 2018 2019 2020 2021 2022 Total Parking Equipment EMV Upgrade T3018 2 60,000 60,000 Recreation Center Parking Lot Asphalt Overlay T3019 2 135,000 135,000 PARKING FUND Total 595,000 360,000 300,000 300,000 300,000 1,855,000 REFUSE COLLECTION FUND Public Works Facility P3959 3 500,000 500,000 REFUSE COLLECTION FUND Total 500,000 500,000 REVENUE BONDS Water Distribution Pressure Zone Improvements W3301 1 1,100,000 1,100,000 REVENUE BONDS Total 1,100,000 1,100,000 ROAD USE TAX FUND Public Works Facility P3959 3 1,000,000 1,000,000 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation 53824 1 1,482,000 1,882,000 1,982,000 2,082,000 2,182,000 9,610,000 Bicycle MasterPlan Implementation 53827 3 150,000 150,000 300,000 150,000 150,000 900,000 Monson Trek Traffic and Lighting Improvements 53868 3 117,200 117,200 Annual Bridge Maintenance & Repair 53910 1 250,000 250,000 250,000 250,000 250,000 1,250,000 Prentiss Street Bridge Replacement 53935 1 205,000 205,000 Governor Street Overlay 53942 2 375,000 375,000 Riverside Drive Asphalt Overlay 53943 2 450,000 450,000 Melrose Court Sanitary Sewer Replacement V3146 2 150,000 150,000 ROAD USE TAX FUND Total 4,444,200 2,547,000 2,797,000 2,747,000 2,847,000 15,382,200 SALE OF LAND Public Works Facility P3959 3 1,000,000 1,000,000 SALE OF LAND Total 1,000,000 1,000,000 STORM WATER FUND Annual Storm Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 750,000 750,000 North Westminster Storm Sewer Upgrades M3633 2 140,000 1,040,000 1,180,000 Public Works Facility P3959 3 300,000 300,000 Willow CreeklKiwanis Park Improvements R4322 2 100,000 100,000 Pedestrian Mall Reconstruction R4340 1 250,000 250,000 Iowa City Gateway Project (Dubuque St) 53809 1 500,000 500,000 McCollister Blvd- Gilbertto Sycamore 53934 2 400,000 400,000 Dubuque Street Reconstruction 53939 1 100,000 100,000 Kirkwood Avenue to Capitol Street Connection 53940 2 150,000 150,000 Melrose Court Sanitary Sewer Replacement V3146 2 100,000 100,000 STORM WATER FUND Total 1,140,000 990,000 990,000 480,000 1,430,000 5,030,000 TRANSIT FUND 511 Source Project # Priority 2018 2019 2020 2021 2022 Total Parking Equipment EMV Upgrade T3018 2 500,000 15,000 15,000 Transit/Equipment Facility Relocation T3055 2 250,000 3,000,000 3,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 Transit Facility Parking Lot Asphalt Overlay T3063 2 50,000 50,000 50,000 Transit Mobile Column Vehicle Lift T3064 2 60,000 150,000 60,000 TRANSIT FUND Total 53940 2 175,000 3,000,000 3,175,000 UNIVERSITY OF IOWA 53945 2 175,000 175,000 Fire Apparatus Replacement Program Z4406 1 60,000 577,100 191,000 260,000 451,000 UNIVERSITY OF IOWA Total W3216 3 191,000 260,000 451,000 UTILITY FRANCHISE TAX W3221 2 100,000 600,000 700,000 Annual Pavement Rehabilitation 53824 1 116,350 122,388 122,388 122,388 122,388 605,902 Underground Electrical Facilities 53826 2 174,525 183,582 183,582 183,582 183,582 908,853 UTH3TY FRANCHISE TAX Total W3300 3 290,875 305,970 305,970 305,970 305,970 1,514,755 WASTEWATER FUND W3303 1 40,000 300,000 340,000 Iowa City Gateway Project (Dubuque St) 53809 1 2,000,000 2,000,000 Annual Sewer Main Replacement V3101 2 500,000 750,000 750,000 750,000 750,000 3,500,000 Wastewater Clarifier Repairs V3144 1 450,000 40,000 450,000 Scott Boulevard Trunk Sewer V3145 2 100,000 475,000 1,550,000 500,000 2,025,000 Nevada Ave Sanitary Sewer Replacement V3147 2 80,000 60,000 290,000 350,000 West Park Lift Station Rehabilitation V3148 2 105,500 105,500 Heat Exchanger Replacement V3149 1 139,500 139,500 Digester Cover Renovation V3150 1 65,000 65,000 Digester Complex Rehabilitation V3151 1 7,870,500 7,870,500 WWTF Influent Channel Modifications V3152 1 148,500 148,500 WASTEWATER FUND Total 2,788,000 1,455,500 3,040,000 750,000 8,620,500 16,654,000 Public Works Facility P3959 3 500,000 500,000 Pedestrian Mall Reconstruction R4340 1 250,000 250,000 McCollister Blvd- Gilbert to Sycamore 53934 2 600,000 600,000 Prentiss Street Bridge Replacement 53935 1 50,000 50,000 Dubuque Street Reconstruction 53939 1 150,000 150,000 Kirkwood Avenue to Capitol Street Connection 53940 2 250,000 250,000 Gilbert Street Intersection Improvements 53945 2 175,000 175,000 First Avenue (400-500 Block) Water Main Replace W3212 2 60,000 577,100 637,100 Spruce St. (1300-1400 Block) Water Main Repl W3216 3 217,350 217,350 Nutrient Removal Project W3221 2 100,000 600,000 700,000 Dill St. Water Main Replacement W3222 1 551,975 551,975 Water Plant& Storage Reservoir SCADA Replacement W3226 2 606,000 606,000 Bradford Drive Water Main Replacement W3300 3 40,000 300,000 340,000 Sixth Avenue Water Main Replacement W3303 1 40,000 300,000 340,000 Water Plant Softener Improvements W3304 3 75,000 75,000 Jordan Well Rehabilitation W3305 1 150,000 150,000 Deforest Ave Water Main Replacement W3307 1 40,000 40,000 Collector Well Capacity Improvements W3311 3 100,000 100,000 500,000 700,000 Silurian Well Rehabilitation W3312 1 80,000 80,000 �YJ Source Project Priority 2018 2019 2020 2021 2022 Total Hwy 1 Water (Miller to Willow) Main Replacement W3313 High Service Pump VFD Replacement W3314 100,000 100,000 50,000 50,000 WATER FUND Total 1,646,000 1,427,100 909,325 1,240,000 1,340,000 6,562,425 GRAND TOTAL 31,670,409 27,805,570 28,164,295 19,233,470 43,489,470 150,363,214 513 City of Iowa City, Iowa Capital Improvement Plan 2018-2022 2018 thru 2022 Annual Recurring Projects Department Project# Priority 2018 2019 2020 2021 2022 Total Climate Action Plan Implementation E4520 3 150,000 150,000 150,000 150,000 150,000 750,000 NEIGHBORHOOD & 150,000 150,000 150,000 150,000 150,000 750,000 DEVELOPMENT Total Timate Action Plan Implementation 1,4520 This is an unspecified annual project that is intended to reduce carbon emissions in the City. Department Project # Priority 2018 2019 2020 2021 2022 Total TRANSPORTATIONSERVICES Parking Facility Restoration Repair T3004 3 400,000 300,000 300,000 300,000 300,000 1,600,000 TRANSPORTATION SERVICES 400,000 300,000 300,000 300,000 300,000 1,800,000 Total Parking Facility Restoration Repair T3oo4 This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in addition to other _ parking facility specific repairs and upgrades including replacement of aging light poles on top decks of facilities to incorporate LED lighting. 514 Department Project # Priority 2018 2019 2020 2021 2022 Total PARKS & RECREATION City Hall - Other Projects R4129 3 50,000 50,000 50,000 50,000 50,000 250,000 Parks Annual Improvements/Maintenance R4130 3 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 3 30,000 30,000 30,000 30,000 30,000 150,000 Intra -city Bike Trails R4206 3 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 3 65,000 65,000 65,000 65,000 65,000 325,000 PARKS & RECREATION Total 270,000 270,000 270,000 270,000 270,000 1,350,000 City Hall - Other Projects R4129 Annual improvements needed to maintain City Hall building including HVAC, Boiler, fire suppression, security and other building components. 2018 City Hall Boiler Replacement. 2019-2022 Undesignated at this time. Parks Annual Improvements/Maintenance R4130 Annual funding for small capital projects and improvements throughout park system. Priorifies per the 2017 Park Master Plan are: Park Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging Opportunities and Needs. Park Annual ADA Accessibility Improvements R4132 Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2018 - Mercer Playground Area, Pheasant all, Kiwanis and Tower Court parks; 2019 - College Green, Happy Hollow, and Brookland parks ; 2020 - Black Spring Circle, Harlocke Hill, Reno Skeet, and Hunter's Run parks; 2021 - Ryerson's Wood Shelter, Oak Grove Park, Thomberry Dog Park and Crandic Park; 2022 is unspecified Intra -city Bike Trails R4206 Annual appropriation for the construction or repair of bike trails. Annual Recreation Center Improvements R4330 Annual projects to maintain RALRC & Mercer/Scamon Recreation Centers. FY 18 - RALRC Pool Deck Family Restrooms ($26K) and Building ADA compliant signage ($49K). FYI RALRC Fire Alarm System Update ($40K) and HVAC Component Replacements ($35K). FY20 - reserve funding for FY21. FY21 Upper Level ADA Restrooms Remodel, Move kitchen to socia] Hall and move staff offices displaced by new kitchen location ($150K). FY22 - Not yet designated. 515 Department Project# Priority 2018 2019 2020 2021 2022 Total PUBLIC WORKS Annual Storm Water Improvements M3631 3 240,000 240,000 240,000 240,000 240,000 1,200,000 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA 53822 3 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation 53824 3 1,598,350 2,004,388 2,104,388 2,204,388 2,304,388 10,215,902 Underground Electrical Facilities 53826 3 174,525 183,582 183,582 183,582 183,582 908,853 Bicycle MasterPlan Implementation 53827 3 150,000 150,000 300,000 150,000 150,000 900,000 Annual Bridge Maintenance & Repair 53910 3 250,000 250,000 250,000 250,000 250,000 1,250,000 Annual Sewer Main Replacement V3101 3 500,000 750,000 750,000 750,000 750,000 3,500,000 PUBLIC WORKS Total 3,177,875 3,842,970 4,092,970 4,042,970 4,142,970 19,299,755 Annual Storm Water Improvements M3631 This is an annual project that will repair and/or improve storm water infrastructure throughout the City. Annual Traffic Signal Projects 53814 This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. Traffic Calming 53816 Annual appropriation for traffic calming projects Curb Ramps -ADA 53822 Annual appropriation for the construction of ADA accessible curb ramps. Annual Pavement Rehabilitation 53824 Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick. Underground Electrical Facilities 53826 This is an annual project to convert overhead electrical systems to underground. Dubuque Skeet, Riverside Drive, and filbert Skeet are currently the priority corridors for undergrounding electrical facilities. Bicycle Master Plan Implementation 53827 This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike Imes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation. Projects also fund the conversion of 4 -lane roads into 3 -lane roads in certain areas that are highly used by all of the various modes of transportation.Projects are scheduled as follows: 2018 - Camp Cardinal Bike Lanes; Dodge Skeet Bike Lanes, Summit to Burlington 2019 - Prentiss & Bowery Bicycle Boulevar¢College Bicycle Boulevar¢Govemor & Dodge Bike Lanes, Burlington to Bowery 2020 - Gilbert Skeet, 4 -lane to 3 -lane Conversion; Jefferson & Market Buffered Bike Lanes 2021 - Southgate Bike Lanes -Keokuk to GilbelSandusky/Taylor Bicycle Blvd -Bums to KeokukKeokuk Bike Lanes, Hwy 6 to Sandusky 2021 - Lakeside Bicycle Blvd; Wetherby Bicycle Blvd Annual Bridge Maintenance & Repair 53910 This provides for the biennial inspection and preservation of Iowa City's bridges including major repairs and restoration. Annual Sewer Main Replacement V3101 This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system. 516 Capital Project Funds Project Listing Project Page Airport — Cemetery Road Asphalt Overlay. 528 A3447—Airport Parking Lot Expansion. 520 A3461—Airfield Pavement Rehabilitation . 520 A3462— Hangar A Door Replacement.....................................................................................521 529 A3465 — Runway 7 Environmental Assessment. 521 A3466 - Runway 7 Extension (213') . 522 A3469 — Airport Frontage/Viewing Area Improvements ........................................................522 532 A3470 — Runway 25 Threshold Relocation . 523 A3471 - Runway 12/30 Threshold Displacement/Relocation . 523 City Manager G4723 — County Behavioral Access Center ... 524 Finance G4724 — Infrastructure Asset Management ...........................................................524 Fire Z4406 - Fire Apparatus Replacement Program...... 525 Library B4343 — Library Carpet and Furnishings Replacement. 526 B4344 — Reconfigure Computer Lab & Children's Room . 526 B4345 — Library HVAC Repairs ...................................... ....... 527 Neighborhood & Development Services E4522 — City Hall Remodel for MPOJC............................................................... 527 Parks & Recreation R4145 — Cemetery Road Asphalt Overlay. 528 R4185 — Riverfront Crossings Park Development. 528 R4204 — Iowa River Trail, Benton St — Highway 6 529 R4225 — Highway 1 Sidewalklfrail . 529 R4227 - Hwy 6 Trail — Sycamore to Heinz. 530 R4322 - Willow Creek/Kiwanis Park Improvements . 531 R4340 — Pedestrian Mall Reconstruction . 532 R4341 - Creekside Park Redevelopment . 533 R4345 — Cardigan Park Development. 534 R4346 — New West Side Park Development. 534 R4348 — Fairmeadows Playground and Shelter. 535 R4349 - Wetherby Restroom, Shelter & Playground Upgrades 536 R4350 — Chadek Green Park Restrooms and Shelter ..................................................... 537 R4351 —Recreation Center ADA Improvements. 538 R4352 — Mercer Park Pool Improvements. 539 R4354 — Cemetery Shop Roof Replacement. 539 R4355 — IC Kickers Park Soccer Field Addition. 540 R4356 — Lower City Park Adventure Playground. 540 R4357 — Whispering Meadows Shelter & Playground. 541 R4358 — Lower City Park Shelters & Restroom Replacement. 542 R4359 — Kiwanis Park Playground & Shelter Renovation. 543 R4360 — East Side Sports Complex Tree Buffer. 543 R4362 — Napoleon Park Softball Fields 5 — 8 Renovation. 544 R4363 — Upper City Park Shelters & Restroom Replacement. 544 R4364 — Scott Park Shelter and Playground Replacement. 545 An Project R4365 — Hickory Hill Park Conklin St Shelter & Restrooms... R4366 — Glendale Park Shelter & Playground Replacement. R4367 — Napoleon Park Playground & Accessible Path........ R4368 — Court Hill Park Shelter & Playground Replacement. R4369 — Mercer/Scanlon — HVAC Dehumidification .............. R4370 — RAL Recreation Center Pool Filter & HVAC............ Police Y4440 — Police Department Flooring & Cabinets ...... Y4441 — Police Car & Body Camera Replacement ... Public Works L3328 - Landfill Equipment Building Replacement L3329 - Landfill Tarp Deployment System ............. L3330 — Landfill Leachate Pumping System .......... L3331 — Landfill Cell Design and Construction....... L3332 — Landfill Bulldozer ....................................... M3632 — Lower Muscatine Area Storm Sewer Improvements .......... M3633 — North Westminster Storm Sewer Upgrades ........................ P3959 — Public Works Facility........................................................... P3981 - West Riverbank Stabilization ................................................ P3982 — Non -Public Safety Radio System Back-up Tower ............... P3983 — Equipment Shop Parking Lot Asphalt Overlay .................... P3984 — Equipment Shop Roof Replacement ................................... S3809 - Iowa City Gateway Project (Dubuque Street) ...................... S3834 — Burlington & Madison Intersection Improvements ............... S3854 - American Legion Road - Scott Blvd to Taft Ave ................... S3868 — Mormon Trek Traffic and Lighting Improvements ................ S3933 — Riverside Drive Streetscape Improvements ........................ S3934 — McCollister Blvd — Gilbert to Sycamore ............................... S3935 — Prentiss Street Bridge Replacement .................................. S3936 — Melrose Avenue Improvements .................................... S3939 - Dubuque Street Reconstruction .......................................... S3940 — Kirkwood Avenue to Capitol Street Connection .................. S3942 — Governor Street Overlay ...................................................... S3943 — Riverside Drive Asphalt Overlay .......................................... S3944 — First Ave/Scott Blvd Intersection Improvements ................ S3945 — Gilbert Street Intersection Improvements ......................... S3946 — Court Street Reconstruction................................................ S3947 — Benton Street Rehabilitation Project ................................ S3948 — Rochester Avenue Sidewalk Infill Project ............................ V3143 — Backup Generator & Electrical System Upgrade ................ V3144 — Wastewater Clarifier Repairs ............................................... V3145 — Scott Boulevard Trunk Sewer .............................................. V3146 — Melrose Court Sanitary Sewer Replacement ...................... V3147 — Nevada Ave Sanitary Sewer Replacement ......................... V3148 — West Park Lift Station Rehabilitation ................................... V3149 — Heat Exchanger Replacement ............................................ V3150 — Digester Cover Renovation ................................................. V3151 — Digester Complex Rehabilitation ......................................... V3152 — WWTF Influent Channel Modifications ................................ W3212 - First Ave. (400 - 500 block) Water Main Replacement ....... W3216 - Spruce St (1300 - 1400 block) Water Main Replacement... W3220 — Melrose — Landfill Water Main Extension ........................... W3221 — Nutrient Removal Project .................................................... W3222 — Dill St Water Main Replacement ........................................ W3226 — Water Plant & Storage Reservoir SCADA Replacement ... .7iP.7 Page ---- 546 ----- 547 ---- 548 ----- 549 550 550 551 551 ........... 552 ..... 552 ---------- 553 ---------- 553 ---------- 554 ---------- 554 ---------- 555 ---------- 556 ---------- 557 ---------- 558 ---------- 558 ---------- 559 ---------- 560 ---------- 561 ---------- 562 ---------- 563 ---------- 564 ---------- 565 ---------- 566 ..........567 ---------- 568 ---------- 569 ---------- 570 ---------- 570 ---------- 571 ......... 572 ---------- 573 ......... 574 ---------- 575 ---------- 576 ---------- 577 ---------- 577 ---------- 578 ---------- 579 ---------- 580 ---------- 581 ---------- 581 ---------- 582 ---------- 583 ---------- 583 ---------- 584 ---------- 585 ---------- 586 ---------- 587 ---------- 588 Project Page W3300 — Bradford Drive Water Main Replacement. 588 W3301 —Water Distribution Pressure Zone Improvements . 589 W3303—Sixth Avenue Water Main Replacement. 589 W3304— Water Plant Softener Improvements . 590 W3305—Jordan Well Rehabilitation................................................................................ 590 W3307— DeForest Ave Water Main Replacement. 591 W3311 —Collector Well Capacity Improvements . 591 W3312—Silurian Well Rehabilitation. 592 W3313— Hwy 1 Water (Miller to Willow) Main Replacement. 592 W3314— High Service Pump VFD Replacement . 593 Senior Center KNEW1 —Senior Center Improvements.......................................................................... 593 Transportation & Resource Management T3009 —Parking Facility and Enforcement Automation. 594 T3018 — Parking Equipment EMV Upgrade..................................................................... 594 T3019 — Recreation Center Parking Lot Asphalt Overlay. 595 T3055 —Transit/Equipment Facility Relocation............................................................... 595 T3059 — Transit Bus Shelter Replacement and Expansion . 596 T3063 — Transit Facility Parking Lot Asphalt Overlay ...................................................... 596 T3064—Transit Mobile Column Vehicle Lift.................................................................... 597 �F� Project Summary by Name Project I A3447 Department AIRPORT Michael Tbarp Contact Michael Tbarp Project Name Airport Parking Lot Expansion Type One Phase GRANTEE NONE PLAN None Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Airport Priority Efficimcylmprovement(3) Description Total Project Cost: $50,000 Status Active Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces. Justification Airport parking is becoming frequmtly more full as the airport has become better utilized by charter passenger customers and other groups and employees using the airport. There are now weekly occurances where theparking is 100% full. Airport applied for state grant funds, howeverproiect did not receive funds. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 35,000 35,000 CONTINGENCY 5,000 5,000 Total 50,000 50,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 50,000 50,000 Total 50,000 50,000 i'ILene will be a minor increase in pavement mainteance costs for recurring mamtenance/stripum and snow and ice removal. Project I A3461 Project Name Airfield Pavement Rehabilitation GRANTEE LOOT PLAN AirportMaster Plan MATCH % 30% TIF DISTRICT None ;crintinn Total Project Cost: $286,000 prepares for pavemmt replacemmt near the terminal building by placing additional pavement on the wen Justification Runway Pavements are approaching 10 years old and is starting to require repair. Department AIRPORT Contact Michael Tbarp Type One Phase UselbILife 30 Years Category Airport Priority Critical (1) Status Active t of the aircraft parking apron u Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 48,000 48,000 CONSTRUCTION 238,000 238,000 Total 286,000 286,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 85,800 85,800 OTHER STATE GRANTS 200,200 200,200 Total 286,000 286,000 Budget Impact/Other expenses retated to than scow 520 cost sayings is expected to Project I A3462 Project Name Hangar A Door Replacement GRANTEE LOOT MATCH % 30% Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $200,000 Department AIRPORT Contact Michael Tharp Type Multi -Phase UsefirILife 50 years Category Airport Priority Essential (2) Status Active IHangar A door replacement, bangar A bas 10 doom to be replaced. Pb me 1 and 2 wdt replace approxrmatetV 4 doom eacb pending bids. Pb me 3 is a future prol mt. I Justification A contains doors that aremanual operation on a pulley/counterweight system. 'These doom are becoming difficult for some tenants to operate, and :last hangars to berented when openings occur. Proposal is to replace the doom with electric motor doom which would enhance the appeal of the Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 16,800 16,800 33,600 CONSTRUCTION 83,200 83,200 166,400 Total 100,000 100,000 200,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 30,000 30,000 60,000 OTHER STATE GRANTS 70,000 70,000 140,000 Total 100,000 100,000 200,000 Minor decrease in operating expenses due to decreased maintenance and repair expenses on the doom. The decrease m operating expmditures is less than $10,000. Project A3465 Project Name Runway 7 Environmental Assessment GRANTEE FAA MATCH % 10% comments PLAN AirportMaster Plan TIF DISTRICT None was a concern Total Project Cost: $150,000 on Department AIRPORT Contact Michael Tharp Type One Phase UsefirILife 10 years Category Airport Priority Essential (2) Status Active pail Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 150,000 150,000 Total 150,000 150,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 15,000 15,000 FEDERAL GRANTS 135,000 135,000 Total 150,000 150,000 Budget Impact/Other 521 Project I A3466 Project Name Runway 7 Extension (213') GRANTEE FAA MATCH % 10% construct an extension to runway Justification Project Summary by Name PLAN Airport Master Plan TIF DISTRICT None Total Project Cost: $1,170,000 Department Contact Type Useful L ife Category Priority Status AIRPORT Michael Tharp One Phase 50 years Airport Essential (2) Active IOne of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second pail of the 7/25 runway categorical change and will extend the Runwav, 7/25 runwav by approximately 213 feet. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 235,000 235,000 CONSTRUCTION 935,000 935,000 Total 1,170,000 1,170,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 117,000 117,000 FEDERAL GRANTS 1,053,000 1,053,000 Total 1,170,000 1,170,000 IThis 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. Project A3469 Department AIRPORT Contact Michael Tharp Project Name Airport Frontage/Viewing Area Improvements Type Multi -Phase GRANTEE NONE PLAN None UsefirILife 25 years MATCH % NONE TIF DISTRICT None Category Airport Priority Aesthetic Improvement(4) Description Total Project Cost: $120,000 Status Active Replace trees along airport entry drive and in area of USAir Force Display Jet. Make the Airport entry point more visible to traveling north from the south on Riverside Drive. Improvements to Airport ViewinArea to make it a more park like destination. Justification Airport entry when traveling From the south is obscured by existing trees/shrubbery. Trees along main entry road arebecoming diseased and will require replacement. Airport Viewing area consists ofjust a small picnic area with a covered open shelter. This work is meant to beautify the airport enQceby removing and replacing dead/dying trees and opening up the entranceto bemore visible. Viewing area improvements aremeant to make the airport abetter destination park for those interested in watchm aviation. Airport Commission desires to complete some work in advance of 100th anniversarv. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 100,000 100,000 Total 120,000 120,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 120,000 120,000 Total 120,000 120,000 'Ibis project will have minimal operating and maintenance expense due. Groundskeeping expenses are already bang incurred by the Airport. 522 Project Summary by Name Project I A3470 Project Name Runway 25 Threshold Relocation GRANTEE FAA PLAN AirportMaster Plan MATCH % 10% TIF DISTRICT None ;crintion I Total Project Cost: $310,000 Department AIRPORT Contact Michael'Tbarp Type One Phase UsefuILife 20 years Category Airport Priority Critical (1) Status Active Justification The 808' displaced threshold is no longer required due to change in critical design aircraft. This project shifts the location of the displaced threshold to gain 700 feet of additional takeoff and landing distance distance for Pilots using Runwav 25. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 48,000 48,000 CONSTRUCTION 262,000 262,000 Total 310,000 310,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 31,000 31,000 FEDERAL GRANTS 279,000 279,000 Total 310,000 310,000 I'Tlre budget impact of this change is neutral; it does add or remove existing infrastructure. Project I A3471 Project Name Runway 12/30 Threshold Displacement/Relocation GRANTEE FAA MATCH % 10% 12 Threshold Displacement - Runway 30 Justification PLAN AirportMaster Plan TIF DISTRICT None Total Project Cost: $396,000 Department AIRPORT Contact Michael'Tbarp Type One Phase UsefuILife 20 years Category Airport Priority Critical (1) Status Active Il he Airport Master Plan completed In 2016 identities a mreshold displacement on Runway 12 oI 500 Ieet to mumnlze tnenumber oI potential abstractions to me Runwav 12 approach. The Plan mitigated the unpacks to Runwav 12/30 by adding length to the Runwav 30 end that is available for takeoff but not for landings. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 61,160 61,160 CONSTRUCTION 334,840 334,840 Total 396,000 396,000 Funding Sources 2018 2019 2020 2021 2022 Total AIRPORT FUND 39,600 39,600 FEDERAL GRANTS 356,400 356,400 Total 396,000 396,000 523 Project Summary by Name Project I G4723 Project Name County Behavioral Access Center GRANTEE Local Governments MATCH % 40% Justification PLAN None TIF DISTRICT None Total Project Cost: $6,800,000 rtional share of the capital costs of Department CITYMANAGER Contact Geoff Train Type One Phase UsefuILife 50 years Category City Manager Priority Essential (2) Status Active access center to serve clients expen (Many stakeb olden throughout the community have been working on this concept for a number of yews. City Council identified this project as a finding priority durine ineliminary budeet discussions. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 6,600,000 6,600,000 Total 6,800,000 6,800,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 2,600,000 2,600,000 OTHER LOCAL 4,000,000 4,000,000 GOVERNMENTS Total 6,800,000 6,800,000 as it will most Project I G4724 Project Name Infrastructure Asset Management amount at Department FINANCE Contact Michael Harapat Type OnePhase GRANTEE NONE PLAN None UsefulLife 10years MATCH % NONE TIF DISTRICT None Category Information Technology Servic Priority Efficimcylmprovement(3) Description Total Project Cost: $275,000 Status Active Asset management software that could be utilized by all city departments to manage the physical assets for planning and management of current or future projects. s product wLLl allow departments to organize and more tbomugbly plan Tor current and Iuture projects taking into account the pbysical location and current status Bsets in relation to a particular project. This process will allow for documentation, future planning, and maintenance tracking of assets. Assets could include but not limited to fiber, sewer, water, streets, signs, and sidewalks Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 25,000 25,000 OTHER 250,000 250,000 Total 275,000 275,000 Funding Sources 2018 2019 2020 2021 2022 Total ITS FUND 275,000 275,000 Total 275,000 275,000 xdgetImpacuOther impact on the operating budget will be the cost on maintenance each year of approximately $20,000. The benefit to the operating budget is more efficent use of 524 Project Summary by Name Project I Z4406 Project Name Fire Apparatus Replacement Program GRANTEE U OF I MATCH % VARIES Fire Pumper #351 Scotty House Fire Pumper/Aerial #358 PLAN None TIF DISTRICT None Total Project Cost: $2,255,000 Department Contact Type Useful L ife Category Priority Status FIRE John Grier Multi -Phase 16 years Fire Critical (1) Active The Fire Safety House is used to conduct safety demonstrations throughout the community. The department recommends replacement per the established schedule. Fleet Management Scoring indicates Fire Pumper #351 will exceed scoring thresbolds, necessitating replacement in 2020. Fire Pumper Aerial #358 is scheduled for replacement in 2021. Expenditures 2018 2019 2020 2021 2022 Total EQUIPMENT 955,000 1,300,000 2,255,000 Total 955,000 1,300,000 2,255,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 48,000 48,000 GO BONDS 716,000 1,040,000 1,756,000 UNIVERSITY OF IOWA 191,000 260,000 451,000 Total 955,000 1,300,000 2,255,000 Budget Impact/Other [Le operating expenses for :menses is less than $10.0( to 525 Project Summary by Name Project I B4343 Project Name Library Carpet and Furnishings Replacement Department LIBRARY Contact Susan Craig Type Multi -Phase GRANTEE NONE PLAN None UsefulLife 15years MATCH % NONE TIF DISTRICT None Category Library Priority Essential (2) Icription Total Project Cost: $400,000 Status Active ilti-phase project to replace carpeting and some furnishings in large areas of the Library. This project could be done in 1, 2, or 3 yews. Firs[ floor has 31,000 e feet of carpet, 2nd floor has 39,000. Architects estimates in today's dollars for carpet, demo and floor prep, moving, GC, insurance, Fees, bonds, contingency, phasing is $819,000. Some areas will not be recarpeted. In addition, some of the original furnishings, including all of the public access internet stations need Justification ;ince the building opened in 2004, 8,435,590 people have come through the doors (this number will easily surpass IOM before this project begins). The Library is a teavily visited Public space in the heart of downtown, oneoine investment to keen the buildine lookine eood is necessary. Expenditures 2018 2019 2020 2021 2022 Total EQUIPMENT 400,000 400,000 Total 400,000 400,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 400,000 400,000 Total 400,000 400,000 costs associated wrtb carpet Project I B4344 Project Name Reconfigure Computer Lab & Children's Room Department LIBRARY Contact Susan Craig Type OnePhase GRANTEE LIBRARY DONATIONS PLAN None Useful Life 15years MATCH % 50% TIF DISTRICT None Category Library Priority Essential (2) Icription Total Project Cost: $200,000 Status Active nfiguretwo internal areas in the library involves minor construction and new furnishings. Half of finding is from contributions in the Library gifts fiord in the Justification )nary Computer Lab area is 14 years old and m need of srgnrticant redesign. It was ongnally planned lust as a classroom with fixed tumrture and once -size - computer stations. More space will be gained by removing a wall, and more flexibility will result firm improved access to electricity and data connections. rings and equipment will beupgraded to allow abetter and morevaried user experience. In the Children's Room, a back comer will be reconfigured with new Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 120,000 120,000 EQUIPMENT 65,000 65,000 Total 200,000 200,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 200,000 200,000 Total 200,000 200,000 526 Project I B4345 Project Name Library HVAC Repairs GRANTEE NONE MATCH % NONE yews ago there was an Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $25,800 eterinthe, among other things, c Department LIBRARY Contact Susan Craig Type One Phase UsefuILife 20 years Category Library Priority Essential (2) Status Active NAC components for the fib; rlbme maintenance items are imuortant to the regular and safe functionine of the building and urevmt costly emeremcv remurs. I Expenditures 2018 2019 2020 2021 2022 Total EQUIPMENT 25,800 25,800 Total 25,800 25,800 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 25,800 25,800 Total 25,800 25,800 Project# E4522 Project Name City Hall Remodel for MPOJC GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $150,000 Department NEIGHBORHOOD & DEVEL Contact Kent Ralston Type Multi -Phase Useful Life 25 years Category Development Services Priority Essential (2) Status Active Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 130,000 130,000 CONTINGENCY 10,000 10,000 Total 150,000 150,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 150,000 150,000 Total 150,000 150,000 527 Project Summary by Name Project I R4145 Useful Life 20years Department PARKS & RECREATION 635,000 CONSTRUCTION Priority Critical (1) Contact Juli Seydell-Johnson Project Name Cemetery Road Asphalt Overlay Phase 2 implementation of the park element of the Type One Phase GRANTEE NONE PLAN None Useful L ife 15 years MATCH % NONE TIF DISTRICT None Category Cemetery 5,000 Priority Essential (2) Description Total Project Cost: $50,000 Status Active Mill and resurface with T' asphalt overlay on a portion of the 19,090sf of road in the cemtery. Total 565,000 660,000 Justification Cemetery roads recently reviewed by City Engineering staff for condition and priority for maudenace/resurfacing. The cemetery has not had an overlay project since 2011 and there are stretches of road that have excessive cmckine and damage. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 50,000 50,000 Total 50,000 50,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 50,000 50,000 Total 50,000 50,000 Budget Impact/Other I'Ihis project would sligbtly reduce maintenance costs of the roadways by replacing old aspbatt. The estimated annual savings is less than $10,000 per year. Project I R4185 Project Name Riverfront Crossings Park Development Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase GRANTEE NONE PLAN RFCrossmgs Park Master Plan Useful Life 20years MATCH% NONE TIF DISTRICT Riverfront Crossings Category Parks Maintenance 635,000 CONSTRUCTION Priority Critical (1) Description Total Project Cost: $1,860,000 P Status Active Developmmt of the Riverfront Crossings Park on site of old wastewater plant in Riverfront Crossings District. Phase 2 implementation of the park element of the Riverfront Crossings Plan adds a restroom, picnic shelter, and power station to increase services available to users of the park and Nature Play Area is in 2018. Phase 3 adds liehtine. electrical. and siamme in 2019. Total Justification reuse of the old wastewater treatment site by creation of a park amenity in the Riverfinnt Crossings District. Development of the park continues to spur Prior Expenditures 2018 2019 2020 2021 2022 Total 635,000 CONSTRUCTION 505,000 600,000 1,105,000 INSPECTION 5,000 5,000 10,000 Total ADMINISTRATION 5,000 5,000 10,000 CONTINGENCY 50,000 50,000 100,000 Total 565,000 660,000 1,225,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 1,000,000 GO BONDS 200,000 660,000 860,000 Total Total 200,000 660,000 860,000 Budget Impact/Other 7stimated impact on operating costs includes b n eratine costs would bebetween $50.000 and 528 Project Summary by Name Project R4204 Project Name Iowa River Trail, Benton St - Highway 6 GRANTEE TRAILS GRANT PLAN Bike Master Plan MATCH % NONE TIF DISTRICT Various Total Project Cost: $1,700,000 to HigbwaV 6, on Department PARKS & RECREATION Contact Ben Clark Type One Phase UselbILife 40 Years Category Parks Maintenance Priority Essential (2) Status Active Phases of the trail could extend to Stergis Justification The Iowa River Trail system is a Long-time trail plan which has taken decades to develop. The segment from Benton Sim Highway 6 is one of the final phases in Iowa City, and is consistent with regional trails plans and the Riverfront Crossings Plan. The trail will improve bicycle and pedestrian accessibility in the Riverside Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 165,000 165,000 CONSTRUCTION 1,535,000 1,535,000 Total 1,700,000 1,700,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 1,700,000 1,700,000 Total 1,700,000 1,700,000 to the existing trail system - additional oneratine costs are less than Project # R4225 Department PARKS & RECREATION Contact Kmt Ralston Project Name Highway 1 Sidewalk/Trail Type one Phase GRANTEE TRAILS GRANT PLAN Bike Master Plan UsefuILife 40 Years MATCH % VARIES TIF DISTRICT None Category Parks Maintenance Priority Efficimcy Improvement(3) Description Total Project Cost: $753,000 P Status Active 'Ibis project will construct a 10' wide sidewalk along IA Hwy 1 between Sunset Street and Mormon Trek Boulevard. Justification [Lis project is an extension of the recently completed Hwy 1 Trailproject that extends from Orchard Street to Sunset Street. 'Ibis project is identified in theMPO ,ong Range Transportation Plan as a Tuture' trail extension. 'Ibis project would complete the planned Hwy 1 'Dail system and ultimately connect the existing Iowa Liver Corridor Trailto the existing Mormon Trek Boulevard wide sidewalk. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 678,000 678,000 Total 75,000 678,000 753,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 253,000 253,000 OTHER STATE GRANTS 500,000 500,000 Total 753,000 753,000 trail mileage will add minimally to snow plowing, mowing, and general maintenance expenses. Anticipated additional operating expenses areless than 529 Project Summary by Name Project I R4227 Project Name Hwy 6 Trail - Sycamore to Heinz GRANTEE TRAILS GRANT MATCH % VARIES PLAN Bike Master Plan TIF DISTRICT None Total Project Cost: $1,900,000 Department PARKS & RECREATION Contact Kmt Ralston Type One Phase UselbILife 40 Years Category Parks Maintenance Priority Non-essential (5) Status Active ie south side of Hwv 6 to Lower Muscatine Justification This project ism extension of the Hwy 6 Trail and ism integral piece of the planned trail network. 'Tlhe project appears in MPOJC documents m a'futu ''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' Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 200,000 200,000 CONSTRUCTION 1,700,000 1,700,000 Total 200,000 1,700,000 1,900,000 Funding Sources 2018 2019 2020 2021 2022 Total FEDERAL GRANTS 1,000,000 1,000,000 GO BONDS 200,000 700,000 900,000 an additional 6,800 Total 200,000 1,700,000 1,900,000 to 530 Department snow Project Summary by Name Project I R4322 Project Name Willow Creek/Kiwanis Park Improvements GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Icription Total Project Cost: $1,150,000 ace park shelter, restrooms, playground, creek restoration, and signage. Upgrade access Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Justification Playground last renovated in 1997, shelter and restroom predate the playground. Accessibility and maintenance are noted as deficient by 2017 Park Master Plan and the park is scheduled for renovations to improve accessibility in 2019. Request based on 6-1-17 cost estimate from Snyder & Associates for similar scope Prior Expenditures 2018 2019 2020 2021 2022 Total 400,000 PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 660,000 660,000 Total INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 750,000 750,000 Prior Funding Sources 400,000 GO BONDS Total STORM WATER FUND on oneraame Dmmea as mese are 2018 2019 2020 2021 2022 Total 650,000 650,000 100,000 100,000 Total 750,000 750,000 was the most 531 system in 2016. Project Summary by Name Project I R4340 Project Name Pedestrian Mall Reconstruction GRANTEE NONE PLAN Downtown Streetscape Plan MATCH % NONE TIF DISTRICT City -University ;cription Total Project Cost: $8,550,000 project is part of the downtown sreetscape master plan. This project updates the Blackhawk min Department PARKS & RECREATION Contact Geoff Train Type One Phase UselbILife 40 Years; Category Parks Maintenance Priority Critical (1) Status Active east 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 Ptewill replace and enhance those features and add new amenities for this gather space. Prior Expenditures 2018 2019 2020 2021 2022 Total 750,000 CONSTRUCTION 3,750,000 3,750,000 7,500,000 INSPECTION 150,000 150,000 300,000 Total Total 3,900,000 3,900,000 7,800,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 1,600,000 GO BONDS 3,100,000 3,100,000 6,200,000 Total STORM WATER FUND 250,000 250,000 WATER FUND 250,000 250,000 Total 3,100,000 3,600,000 6,700,000 BudgetImpacHOther to infrastructure. The estimatedincrease in is between $10.000 and 532 Project Summary by Name Project I R4341 Project Name Creekside Park Redevelopment GRANTEE NONE MATCH % NONE Description Leplace park sbelter, restrooms, :ommunity garden space. Rem, Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $650,000 sport court. Unpgrade access paths. Incorpon Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active k design with trails, parking area and lition of shelter, restrooms and playground alljudged "poor' by 2017 Park Master Plan and park included as a 2018 high priority for renovation based upon itions, improvemmts needed to increase physical accessibility and addition of several residential lots attached to the park. A series of public meetings was held the neighborhood to develop the master plan for park renovations. Request based on 6-1-17 cost estimate from Snyder & Associates for items in Creekside Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 565,000 565,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 25,000 25,000 Total 650,000 650,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 650,000 650,000 Total 650,000 650,000 ITbere will be negligible impact on operating budget as these are replacements for current facilities. . 533 Project I R4345 Project Name Cardigan Park Development GRANTEE NONE MATCH % NONE Justification Project Summary by Name PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $193,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active ICudigm Park serves a newly developed neighborhood on the far east side of Iowa City. A series of neighborhood planning sessions were held in 2016 to develop plan for the nark. Tlbe Plawround was installed in 2017. This proiect completes development of the nark. Cost estimate based upon 90% plans. Prior Expenditures 2018 2019 2020 2021 2022 Total 36,000 CONSTRUCTION 140,000 140,000 INSPECTION 1,500 1,500 Total ADMINISTRATION 1,500 1,500 CONTINGENCY 14,000 14,000 Total 157,000 157,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 24,500 GO BONDS 166,500 166,500 Total Total 168,500 168,500 Budget Impact/Other 'Ibis project will increase the annual operating expenditures due to the additional sbelter and playground. 'l be estimated increase is less than $10,000 per year. Project R4346 Project Name New West Side Park Development GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Total Project Cost: $370,000 iDevelopmmt of a park at ayetto be determined location in West District as described in 2017 Park Master Plan. Justification Expenditures 2018 2019 2020 2021 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active 2022 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 30,000 30,000 Total 370,000 370,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 370,000 370,000 Total 370,000 370,000 534 Project Summary by Name Project I R4348 Project Name Fairmeadows Playground and Shelter GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $125,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Playground was noted as fair/poor condition with accessibility concerns in the 2017 Park Master Plan. Shelter needs renovation due to maintenance concerns and increased use from splash Pad users. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 100,000 100,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 10,000 10,000 Total 125,000 125,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 125,000 125,000 Total 125,000 125,000 535 Project Summary by Name Project I R4349 Project Name Wetherby Restroom, Shelter & Playground Upgrades GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Icription Total Project Cost: $500,000 ace park shelter, restrooms, playground and signage. Upgrade access paths. Considen Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Justification \ccessbility and maintenance are noted as deficient by 2017 Park Master Plan and the park is scheduled for renovations to improve accessibility in 2020. Request used on 6-1-17 cost estimate from Snyder & Associates for similar scope project at Creekside Park. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 450,000 450,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 20,000 20,000 Total 500,000 500,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 500,000 500,000 Total 500,000 500,000 536 Project Summary by Name Project I R4350 2018 2019 2020 2021 2022 Department PARKS & RECREATION 30,000 30,000 Contact Juli Seydell-Johnson Project Name Chadek Green Park Restrooms and Shelter INSPECTION Type One Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $365,000 Status Active Build picnic shelter, restrooms, accessible paths and parking at Chadek Green Park - Community Gardens. Justification IChadek Green community gardens areheavily used. Hiere areno facilities in this park. The 2017 Park MasterPlan schedules this project in 2021 to address park need in the Central District. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 30,000 30,000 Total 365,000 365,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 365,000 365,000 Total 365,000 365,000 537 Project Summary by Name Project I R4351 Project Name Recreation Center ADA Improvements GRANTEE NONE MATCH % NONE PLAN Facilities Master Plan TIF DISTRICT None Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase UsefulLife 25years Category Recreation Priority Critical (1) ption Total Project Cost: $475,000 Status Active Raquetball/Game Room repurpose to address multiple accessibility and life -safety issues. This was the top safety and ADA concern in the 2012 Facilities 115K); Replace sound attenuation panels and basketball standards in RALRC Gym, update paint and gym floor ($95K); remodel swimming pool ams with new plumbing and improved layout for accessibility ($300K); Repair and repaint structural roof Ts tension cable connections which are corroded Justification This project is necessary for the continued operation of the RALRC. The project increases accessibilty and provides replacement to a number of components which are original to construction of the building in 1983. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 45,000 45,000 CONSTRUCTION 430,000 430,000 Total 45,000 430,000 475,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 45,000 430,000 475,000 Total 45,000 430,000 475,000 would reduce maintenance and repair expenditures due to the rep lacemcut of older infrastructure. The estimated annual reduced operating expenditures 538 Project Summary by Name Project I R4352 Project Name Mercer Park Pool Improvements GRANTEE NONE PLAN Facilities Master Plan MATCH % NONE TIF DISTRICT None leription Total Project Cost: $500,000 project would include the replacement of the two pool bulkheads, deck rile, dive stands, an Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 25 years Category Recreation Priority Essential (2) Status Active o women's locker room from a sbared sbowe Justification [Le bulkheads have passed their life expectancy and have become mostly inoperatable. The tiles on the deck have become chipped and worn to the point that yearly eplacements are no longer cost effective. The recommendation is to replace the tile deck with flooring consistent 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 vith special needs and their aids. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 455,000 455,000 OTHER 35,000 35,000 Total 500,000 500,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 425,000 425,000 OTHER LOCAL 75,000 75,000 GOVERNMENTS Budget Impact/Other to Total 500,000 500,000 Project I 84354 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project Name Cemetery Shop Roof Replacement Type One Phase GRANTEE NONE PLAN None Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Cemetery Priority Essential (2) Description Total Project Cost: $51,750 P Status Active Shot, roof replacement - incluces additional 1.5 inch of insulation and installine a fully adhered 60 mil EPDM roof. Justification a Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 6,750 6,750 CONSTRUCTION 45,000 45,000 Total 51,750 51,750 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 51,750 51,750 Total 51,750 51,750 539 Project Summary by Name Project I R4355 Project Name IC Kickers Park Soccer Field Addition GRANTEE ICKICKERS PLAN None MATCH % 60% TIF DISTRICT None Icription Total Project Cost: $75,000 project includes the replac®mt of the two baseball diamonds with four new soccer fields (4 medium or Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 15 years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active Justification [Le recent growth of adult league soccer and ISL use is requiring additional field space that the park currently does not have. The baseball diamonds are underused ind the existing play can be relocated to Mercer. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 75,000 75,000 Total 75,000 75,000 Funding Sources 2018 2019 2020 2021 2022 Total CONTRIBUTIONS & 30,000 30,000 DONATIONS GENERAL FUND 45,000 45,000 Total 75,000 75,000 Project I R4356 Project Name Lower City Park Adventure Playground Department PARKS & RECREATION Contact Juli Seydell-Johnson Type OnePhase GRANTEE NONE PLAN Lower City Park Master Plan Useful Life 20years MATCH % NONE TIF DISTRICT None Category Parks Maintenance 5,000 ADMINISTRATION Priority Essential (2) Description Total Project Cost: $650,000 Status Active Replace Lower City Park Playground with larger, "Advmture" playground. Similar in size and scope to Mercer 2016 playground installation. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 560,000 560,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 650,000 650,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 650,000 650,000 Total 650,000 650,000 Budget Impact/Other 540 Project Summary by Name Project I R4357 Project None Whispering Meadows Shelter & Playground GRANTEE NONE MATCH % NONE PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $185,000 access paths to Whispering Meadows F Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase Useful ILife 20 years Category Parks Maintenance Priority Essential (2) Status Active JustiScation 'ILe 2017 Park Master Plan priorities this proiect as the South District is in need of additional small play areas. It is recommend as a 2022 maiect. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 185,000 185,000 Total 185,000 185,000 IIbis will be an addition oI park ammenitles. Maintenance and operation will need to be absorbed into current park stall duties. Estimated Impact on operating expenditures is Less than $10.000 per vear. 541 Project Summary by Name Project I R4358 Project Name Lower City Park Shelters & Restroom Replacement GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $490,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active The three picnic shelters and restroom in Lower City Park are well used by the public. The 2017 Park Master Plan rated them as fair with a number of accessibility and maintenance concerns. The Park Master Plan has this Prioritized as a 2022 Proiect if not done with the lareer vision of the Lower Citv Park Master Plan. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 400,000 400,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 490,000 490,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 490,000 490,000 Total 490,000 490,000 542 Project Summary by Name Project I R4359 Project Name Kiwanis Park Playground & Shelter Renovation GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $370,000 access at Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active lKiwanis playground was installed in 1999. The 2017 Park Master Plan prioritizes renovation of the nature play area, shelter and accessible paths for 2022. 1 Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 30,000 30,000 Total 370,000 370,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 370,000 370,000 Total 370,000 370,000 Project R4360 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project Name East Side Sports Complex Tree Buffer Type One Phase GRANTEE NONE PLAN East Side Spoils Complex Maste UsefuILife 50 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Aesthetic Improvement(4) Description Total Project Cost: $78,000 Status Active [Plant trees alone the southern border of site for East Side Spoils Complex to Providebuffer of the site from the adiacent railroad tracks. Justification use as a Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 2,000 2,000 CONSTRUCTION 75,000 75,000 INSPECTION 500 500 ADMINISTRATION 500 500 Total 78,000 78,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 78,000 78,000 Total 78,000 78,000 of this park including tree plantings are additions to thepark system and will likely require additional contract or staff resources to maintain. The 543 Project Summary by Name Project I R4362 Project Name Napoleon Park Softball Fields 5-8 Renovation GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $350,000 renovate and enbance Reids 5-8 at Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 15 years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active Justification n 2013 we completed this process on fields 1-4 at Napoleon. Fields 5-8 currently have waterretmtion and playbility issues that present maintenance and play :hallenges thus limiting their use. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 300,000 300,000 CONTINGENCY 25,000 25,000 Total 350,000 350,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 350,000 350,000 Total 350,000 350,000 ITbe operating budget for this facility will remain the same. Project R4363 Project Name Upper City Park Shelters & Restroom Replacement GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Description Total Project Cost: $490,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Justification The three picnic shelters and restroom in Upper City Park are well used by the public. The 2017 Park Master Plan rated them as fair with a number of accessibility and maintenance concerns. The Park MasterPlan has this Prioritized as a 2020 moiect. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 40,000 40,000 INSPECTION 405,000 405,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 490,000 490,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 490,000 490,000 Total 490,000 490,000 Budget Impact/Other Qo Impact on operating budget as these are 544 Project Summary by Name Project I R4364 2018 2019 2020 2021 2022 Total Department PARKS & RECREATION 15,000 CONSTRUCTION 150,000 Contact Juli Seydell-Johnson Project Name Scott Park Shelter and Playground Replacement 2,500 Type One Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replaceplayground and picnic shelter at Scott Park. Add concretepaths for increased accessibility. Justification ITTlieplaygmmd and shelter were installed in 1999 and arenearing the end of their servicable life. Theplay area lacks accessiblepaths and safety surface. The 2017 Park Master Plan recommends replacement in 2020. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 185,000 185,000 Total 185,000 185,000 545 Project Summary by Name Project I R4365 2018 2019 2020 2021 2022 Department PARKS & RECREATION 20,000 20,000 Contact Tali Seydell-Johnson Project Name Hickory Hill Park Conklin St Shelter & Restroonts INSPECTION Type onePhase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $245,000 Status Active Replace picnic shelter and restrooms at Conklin Street entrance to Hickory Hill Park. Justification IThe rest rooms and shelter at this location were noted as poor condition with a number of accessibility concerns in the restrooms by the 2017 Park Master Plan. The plan recommended replacemmt of these facilties in 2021. 'Ibis also follows recommendations of the 2016 Hickory Hill Park Master Plan. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 200,000 200,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 20,000 20,000 Total 245,000 245,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 245,000 245,000 Total 245,000 245,000 546 Project Summary by Name Project I R4366 2018 2019 2020 2021 2022 Department PARKS & RECREATION 17,500 17,500 Contact Juli Seydell-Johnson Project Name Glendale Park Shelter & Playground Replacement INSPECTION Type one Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $215,000 Status Active Replace playground and add picnic shelter, park sign and creek access at Glendale Park. Add concrete paths for increased accessibilitv. Justification IT lieplay area lacks accessiblepaths and safety surface. The 2017 Park MasterPlan recommends replacement in 2021 with a further recommendation to enhance access to Ralston Creek for natureplay. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 17,500 17,500 CONSTRUCTION 175,000 175,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 17,500 17,500 Total 215,000 215,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 215,000 215,000 Total 215,000 215,000 547 Project Summary by Name Project I R4367 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project None Napoleon Park Playground & Accessible Path Type one Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replace playground and add paths for increased accessibilitv at Napoleon Park. Justification This playground was originally installed in 2001 and is nearing the end of its servicable life. The 2017 Park Master Plan noted accessibility and maintenance concerns and recommended replacement in 2021. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 185,000 185,000 Total 185,000 185,000 548 Project Summary by Name Project I R4368 2018 2019 2020 2021 2022 Total Department PARKS & RECREATION 15,000 CONSTRUCTION 150,000 Contact Juli Seydell-Johnson Project Name Court Hill Park Shelter & Playground Replacement 2,500 Type onePhase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replaceplayground and picnic shelter at Court Hill. Add concretepaths for increased accessibility. Add opportunities for creek access. Justification ITTlieplaygmmd and shelter were installed in 1994 and arenearing the end of their servicable life. Theplay area lacks accessiblepaths and safely surface. The 2017 Park Master Plan recommends replacement in 2022. This nark also Presents opportunities to Provide access to Ralston Creek For Plav and exploration. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 185,000 185,000 Total 185,000 185,000 549 Project Summary by Name Project I R4369 Project Name Mercer/Scanlon- HVAC Dehumidification GRANTEE NONE PLAN Facilities Master Plan MATCH % NONE TIF DISTRICT None ;crintion I Total Project Cost: $700,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Recreation Priority Critical (1) Status Active 'Ibis project wLLl allow for the HVAC and dehumilicatmn upgrades to the Mercer Aquatic Center and Scanlon Gymnasium. '1'hemalonty ofthe HVAC equipment has been operating continuously since 1999 and many components and system are at the end of their useful life. This project would help resolve the humidity issues in the facility and the related masumv and lintel reuairs. 2012 City Space Needs Study and Master plan, identified the HVAC systems as deficient, energy inefficient and requiring an Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 70,000 70,000 CONSTRUCTION 591,110 591,110 CONTINGENCY 38,890 38,890 Total 700,000 700,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 700,000 700,000 Total 700,000 700,000 Project R4370 Project Name RAL Recreation Center Pool Filter and HVAC GRANTEE NONE PLAN Facilities Master Plan MATCH % NONE TIF DISTRICT None Icrintion Total Project Cost: $700,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 25 years Category Recreation Priority Essential (2) Status Active current filters are past there life expectancy and are contributing to water quality issues. The dehumidification system costs Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 600,000 600,000 CONTINGENCY 40,000 40,000 Total 60,000 640,000 700,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 700,000 700,000 Total 700,000 700,000 water use from new 550 Project Summary by Name Project Y4440 Project Name police Department Flooring & Cabinets GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Department POLICE Contact Jody Matherly Type One Phase UsefirILife 10 years Category Police Priority Aestheticlmprovement(4) seription Total Project Cost: $135,084 Status Active ring replacment for the Police Department, this includes furniture moving and storage, and the demolition and removal of existing flooring material in cooridor offices at approximately $6.60/sf for carpet tile in fust (6334 si) and second floor (2654 si) is $6.60 (8988 gross sfp $59,320.80 and resilient vinyl in stairwell ween police and fire, from lower level to second floor) is $3,400., and urethane flooring in lower level (2372 si) is $35,580 ;for a total of $98,300.80 for ing replacement. Demolition and replacing floor and wall cabinets in the fust floor record and report writing room are commercial/industrial built in cabinets cut flooring in the Police Department is worn and stained. This project would include new flooring for the lower level (possibly an epoxy or somethign simih flooring for the main level(to inlcude carpet squares in office space and heavy duty vinyl in hallways), new flooring for the uppper level (carpet squares), and wrap for the stair case between the Police and Fire Departments. The Department routinely has members of the public that enter the Department to report Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 135,084 135,084 Total 135,084 135,084 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 135,084 135,084 Total 135,084 135,084 Project# Y4441 Department POLICE Contact Jody Matherly Project Name police Car & Body Camera Replacement Type One Phase GRANTEE NONE PLAN None Useful Life 7years MATCH % NONE TIF DISTRICT None Category Police Priority Critical (1) Description Total Project Cost: $250,000 P Status Active Project will replace the entire system consisting of all police vehicle video recorders, allbodywom cameras (BWC), and server and storage Justification A new body wom camera (BWC) system should offer a local based, fully integrated system that maintains a smaller BWC sizeto be wornby our officers, and one that inteeratesthebodvmic andBWC audio to the in-carrecorder. Vehicle cameras creno loneersunnoned bvthemanufacturer and aredueforreulacement. Expenditures 2018 2019 2020 2021 2022 Total EQUIPMENT 250,000 250,000 Total 250,000 250,000 Sources 2018 2019 2020 2021 2022 Total Total 250,000 250,000 551 Project Summary by Name Project I L3328 PUBLICWORKS Department PUBLIC WORKS Type One Phase Contact Jm Jordan Project Name Landfill Equipment Building Replacement Landfill Type OnePhase GRANTEE NONE PLAN FacilitiesMaster Plan Useful L ife 35 Years MATCH % NONE TIF DISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $800,000 Status Active 'Ibis project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B. Justification These buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary wear and excessive downtime. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 740,000 740,000 Total 800,000 800,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 800,000 800,000 Total 800,000 800,000 Should bemmimal decrease in operating cost due to poor condition of current structures. Decrease in estimated annual expenditures are less than $10,000 per year. Project L3329 Project Name Landfill Tarp Deployment System GRANTEE NONE MATCH % NONE allow us to purcnast to a flat fill method. Expenditures PLAN None TIF DISTRICT None Total Project Cost: $90,000 2018 2019 2020 2021 Department PUBLICWORKS Contact Jm Jordan Type One Phase Useful ILife 10 years Category Landfill Priority Efficimcy Improvement (3) Status Active add coincide with a change in our filling 2022 Total CONSTRUCTION 90,000 90,000 Total 90,000 90,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 90,000 90,000 Total 90,000 90,000 n cover me is less than 552 Project Summary by Name Project L3330 Department PUBLICWORKS Daniel Scott Contact JenJordan Project Name Landfill Leachate Pumping System Type Multi -Phase GRANTEE NONE PLAN None UsefuILife 15 years MATCH % NONE TIF DISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $440,000 Status Active 'Ibis project would invovlethe design and installation of infrastmctureto implement an air pumping system to assist in managing the leachate levels at the landfill. Justification Tlimugh ongoing evaluation of the landfill site, many of our exisitug gas wells have liquid levels that are closeto or exceed the screen in thewells which limits or prevents gas to be able to be pulled from those wells. In addition, with the new Leachate conveymceupgrades completed in the 2016 Gas Expansion Project, this Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 400,000 400,000 Total 40,000 400,000 440,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 40,000 400,000 440,000 Total 40,000 400,000 440,000 Budget Impact/Other less than Project I L3331 Project Name Landfill Cell Design and Construction GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $1,500,000 Department PUBLIC WORKS Contact Daniel Scott Type One Phase UsefuILife 10 years Category Landfill Priority Critical (1) Status Active Justification With only two years of life in the current cell, we need to begin the design process so that we areready to constmct the next cell. The next cell is anticipated to be an extension north from the current cell location. Fundine will come from the Landfill Cell Replacement Reserve. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 1,250,000 1,250,000 INSPECTION 150,000 150,000 Total 1,500,000 1,500,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 1,500,000 1,500,000 Total 1,500,000 1,500,000 Budget Impact/Other 553 Project Summary by Name Project I L3332 Department PUBLIC WORKS 50years Contact Jen Jordan Project Name Landfill Bulldozer Type One Phase GRANTEE NONE PLAN None UsefuILife 10 years MATCH % NONE TIF DISTRICT None Category Landfill Active Priority Critical (1) Description Total Project Cost: $475,000 Status Active 'Ibis project would consist of replacing an aging bulldozer for daily landfill operations. The machine contributes to efficient operations and use of landfill space. Justification The bulldozer was purchased in 2000 and was rebuilt in 2010. Rebuilt machines are expected to last 5-6 years; this equipment is at the end of its useful life. Replace reserves for the machine are as roximately $350.000 with trade-in included. Anew machine costs approximately $825.000. Expenditures 2018 2019 2020 2021 2022 Total EQUIPMENT 475,000 475,000 Total 475,000 475,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 475,000 475,000 Total 475,000 475,000 Budget Impact/Other Equipment replacement charges are estunated at $4,000 monthly. Equipment mdeage/bourly charge estunated at $11,000 monthly. this totals $100,000 per year increase in oneratine expenditures more than the older bulldozer. Project M3632 Project Name Lower Muscatine Area Storm Sewer Improvements Department PUBLICWORKS Contact Jason Havel Type OnePhase GRANTEE NONE PLAN None Useful Life 50years MATCH % NONE TIF DISTRICT None Category Storm Water 50,000 CONTINGENCY Priority Essential (2) Icription Total Project Cost: $750,000 Status Active project will install new storm sewer and intakes along Deforest Avenue, Franklin Street, Ash Street, Pine Street and Spruce Street near their intersections with 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 m it collecting on Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 525,000 525,000 INSPECTION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 75,000 675,000 750,000 Funding Sources 2018 2019 2020 2021 2022 Total STORM WATER FUND 750,000 750,000 Total 750,000 750,000 Budget Impact/Other \dditional storm sewer and costs. 554 per year. Project Summary by Name Project I M3633 Project Name North Westminster Storm Sewer Upgrades GRANTEE NONE MATCH % NONE storm sewer Justification on PLAN None TIF DISTRICT None Total Project Cost: $1,180,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Ben Clark One Phase 50 years Storm Water Essential (2) Active The North W estminder Drainage Area was studied in response to reported flash flooding near the intersection of North Westminster Street and Washington Street. The study confirmed that sections of the storm sewer system are inadequate to convey runoff for the City's current 5 -year design storm criteria. Surface flooding at these two locations can be deep enough to cover the width of the roadway, overtop the curb and flow on to adjacent properties, creating apotential for property damage and a Public safety concern for vehicles. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 140,000 140,000 CONSTRUCTION 920,000 920,000 INSPECTION 20,000 20,000 ADMINISTRATION 10,000 10,000 CONTINGENCY 90,000 90,000 Total 140,000 1,040,000 1,180,000 Funding Sources 2018 2019 2020 2021 2022 Total STORM WATER FUND 140,000 1,040,000 1,180,000 Total 140,000 1,040,000 1,180,000 infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less 555 Project I P3959 Project Name Public Works Facility GRANTEE NONE MATCH % NONE Description [Lis project replaces the equipment storage, :ollection, and equipment divisions. Justification Project Summary by Name PLAN Facilities Master Plan TIF DISTRICT None Total Project Cost: $9,500,000 Department Contact Type Useful L ife Category Priority Status storm PUBLIC WORKS Ron Knoche One Phase 40 Years Public Works Administration Efficimcy Improvement (3) Active sewer maintenance, refuse current facilities are in poor condition and arevery inefficient. The City also leases facilities around the area due to the lack of adequate storage space The mt facilities occupy a space that is aprime commercial location adjacent to the Rivertront Crossings area. The Master Plan for the new facility is currently Prior Expenditures 2018 2019 2020 2021 2022 Total 4,450,000 CONSTRUCTION 4,350,000 4,350,000 INSPECTION 200,000 200,000 Total CONTINGENCY 500,000 500,000 Total 5,050,000 5,050,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 4,400,000 EQUIPMENT FUND 1,100,000 1,100,000 Total GO BONDS 700,000 700,000 REFUSE COLLECTION FUND 500,000 500,000 ROAD USE TAX FUND 1,000,000 1,000,000 SALE OF LAND 1,000,000 1,000,000 STORM WATER FUND 300,000 300,000 WATER FUND 500,000 500,000 Total 5,100,000 5,100,000 556 Project I P3981 Project Name West Riverbank Stabilization GRANTEE NONE MATCH % NONE Justification Project Summary by Name PLAN None TIFDISTRICT Riverside Drive Total Project Cost: $1,080,000 iwa River from Beaton Street to H, Department PUBLICWORKS Contact Ben Clark Type One Phase UselbILife 40 Years Category Public Works Administration Priority Critical (1) Status Active dv and Class 4 opinion of probable cost for lIn 2013, as part of the Iowa River Restoration Project, Shoemaker & Bastard 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, and health of the aquatic environment. Increased frequency and severity of floodine alone the Iowa River will likely increase the Pace of erosion. Prior Expenditures 2018 2019 2020 2021 2022 Total 60,000 CONSTRUCTION 920,000 920,000 INSPECTION 25,000 25,000 Total ADMINISTRATION 25,000 25,000 CONTINGENCY 50,000 50,000 Total 1,020,000 1,020,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 400,000 GO BONDS 680,000 680,000 Total Total 680,000 680,000 557 Project Summary by Name Project I P3982 Project Name Non -Public Safety Radio System Back-up Tower GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $100,000 Department PUBLICWORKS Contact Brett Zimmerman Type One Phase Useful ILife 25 years Category Equipment Priority Efficiency Improvement (3) Status Active Ihis project is to locate anew site for the non-public smetV back-up radio tower and to construct anew tower. I Justification IThe City currently leases the land for the back-up radio tower for over $12,000 per year and that cost has been increasing. Over the life of the tower, it would be more economical for the Citv to locate the tower on land it owns. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 85,000 85,000 CONTINGENCY 5,000 5,000 Total 100,000 100,000 Funding Sources 2018 2019 2020 2021 2022 Total CENTRAL SERVICES FUND 100,000 100,000 Total 100,000 100,000 'Ibis project will save the City over $12,000 per year in land lease costs for use of the current tower location. Project I P3983 Project Name Equipment Shop Parking Lot Asphalt Overlay GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $123,200 areas of the existine Eaumment man 4„ Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Dan Striegel One Phase 15 years Equipment Essential (2) Active ialt parking lot to me south oI me equipment shop is badly breaking up; is lull oI large palliates and very rougb. It is very diIIicult driving a loaded Iorklc the puking lot in fear of the load shifting. Wben clearing snow in the winter, plows hit the potholes and makes them even larger. The puking lot has been annually by the Streets crew, but is in need of a complete overlay. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 112,000 112,000 CONTINGENCY 11,200 11,200 Total 123,200 123,200 Funding Sources 2018 2019 2020 2021 2022 Total EQUIPMENT FUND 123,200 123,200 Total 123,200 123,200 Budget Impact/Other a reduction in the cost is less than 558 to Project Summary by Name Project I P3984 Project Name Equipment Shop Roof Replacement GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $330,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Dan Striegel One Phase 30 Years Equipment Essential (2) Active IThe current roof has been repaired and patched multiple times in the past and continues to leak in several areas. Water leaks in and causes damage to inventory parrs, technician toolboxes and fleet eaumment inside the shop undemoine repairs. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 250,000 250,000 CONTINGENCY 30,000 30,000 Total 330,000 330,000 Funding Sources 2018 2019 2020 2021 2022 Total EQUIPMENT FUND 330,000 330,000 Total 330,000 330,000 'Ibis project will not have an impact on the operating budget. 559 Project Summary by Name Project S3809 Project Name Iowa City Gateway Project (Dubuque St) GRANTEE EDA/STP PLAN Transportation Plan MATCH % NONE TIF DISTRICT None ;crintinn Total Project Cost: $51,294,624 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Melissa Clow One Phase 50 years Street Operations Critical (1) Active 'Ibis project will reconstmct and elevate approximately 4,200 Leet at Dubuque Street and replace the Park Road Budge. 'lbeprolect 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. Tbis project includes the construction of the North River Corridor Trunk Sewer and replaces water main from Davenport to Park Road. (Dubuque Street carnes approximately 25,500 cars/day and has been shutdown 3 times in the past 20 years due to Iowa River flooding for approximately, 150 days. Additional closures have occurred during heavy rain events. The Dubuque Street is the main entry into Iowa City and its closure impacts the transportation network throughout the Citv, ememencv access, Pedestrian and bicvcle transportation and more. Prior Expenditures 2018 2019 2020 2021 2022 Total 40,727,042 CONSTRUCTION 9,882,876 9,882,876 INSPECTION 334,706 334,706 Total CONTINGENCY 350,000 350,000 Total 10,567,582 10,567,582 Prior Funding Sources 2018 2019 2020 2021 2022 Total 43,794,624 GO BONDS 5,000,000 5,000,000 Total STORM WATER FUND 500,000 500,000 WASTEWATER FUND 2,000,000 2,000,000 Total 7,500,000 7,500,000 project will reduce the maintenance expenses of the Dubuque and Park Road pavements and the Park Road Bridge. Tbeestimatedannualdecreasein Project Summary by Name 2roject# S3834 7roject Name Burlington & Madison Intersection Improvements Department PUBLICWORKS Contact Ron Knoche Type OnePhase GRANTEE TSIP/STP PLAN Transportation Plan Useful Life 20years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Efficimcylmpmvement(3) Description Total Project Cost: $2,537,524 Status Active This project will reconstruct the intersection of Burlington and Madison to add tum lanes on Madison, signal improvements, and thereplacement of water and sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. Tbeproject is designed to address pedes4ian and traffic flows related to the U of I Recreation Center and future erowth. Prior Expenditures 2018 2019 2020 2021 2022 Total 137,524 PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 2,200,000 2,200,000 Total INSPECTION 100,000 100,000 Total 2,400,000 2,400,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 537,524 FEDERAL GRANTS 1,511,000 1,511,000 Total OTHER STATE GRANTS 500,000 500,000 Total 2,011,000 2,011,000 maintenance. The net imuact of the chanem on the willbe 561 Project Summary by Name Project S3854 Project Name American Legion Rd -Scott Blvd to Taft Ave GRANTEE STP PLAN Transportation Plan MATCH % 70% TIF DISTRICT None ;crintion Total Project Cost: $9,022,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Scott Savers One Phase 50 years Street Operations Essential (2) Active oTect wdt mctude the study of the intersection of Scott Boutevard and Muscatine Avenue/Amencan Legion Road to determine the prelerred tratiic control es to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional tum lanes, and a roundabout. Based on the of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Justification Ia 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 Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 578,000 578,000 LAND/ROW ACQUISITION 926,000 926,000 CONSTRUCTION 6,940,000 6,940,000 INSPECTION 289,000 289,000 ADMINISTRATION 289,000 289,000 Total 578,000 8,444,000 9,022,000 Funding Sources 2018 2019 2020 2021 2022 Total CONTRIBUTIONS & 100,000 100,000 DONATIONS FEDERAL GRANTS 4,070,660 4,070,660 GO BONDS 4,851,340 4,851,340 Total 9,022,000 9,022,000 Budget Impact/Other costs, 562 pavement Project Summary by Name Project S3868 Project Name Mormon Trek Traffic and Lighting Improvements GRANTEE TSIP PLAN Transportation Plan MATCH % NONE TIF DISTRICT None ;crintion I Total Project Cost: $1,650,000 Department PUBLIC WORKS Contact Scott Savers Type One Phase UsefuILife 50 years Category Street Operations Priority Efficimcy Improvement (3) Status Active project wdl install a ngbt turn lane from northbound Mormon 'trek to eastbound Beaton Street. The existing tour lane section from Robret Road to Cameron will be converted to a three lane section and necessary signal modifications will be made. This project also replaces existing roadway lighting along Mormon Boulevard firm Melrose Avenue to the Iowa Interstate Railroad crossing. 'The project will include installing lighting within the median along Mormon 'Trek Justification This area is subject to traffic back-up and vehicle accident issues during commuting hours. This improvement will help alleviatetheae issues, and the existing lighting voles are in Poor condition and are in need of rmlacement. Prior Expenditures 2018 2019 2020 2021 2022 Total 1,150,000 PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 400,000 400,000 Total INSPECTION 25,000 25,000 ADMINISTRATION 25,000 25,000 Total 500,000 500,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 1,532,800 ROAD USE TAX FUND 117,200 117,200 Total Total 117,200 117,200 563 Project Summary by Name Project S3933 Project Name Riverside Drive Streetscape Improvements GRANTEE NONE PLAN Riverside Streetscape Plan MATCH % NONE TIF DISTRICT Riverside Drive ;crintion Total Project Cost: $3,350,714 Department PUBLIC WORKS Contact Jason Havel Type Multi -Phase UsefuILife 50 years Category Street Operations Priority Aesthetic Improv®mt(4) Status Active :ape, per the Riverside Drive Streetscape Master Plan, from along the west side of Riverside Drive from Myrtle Avenue to Benton Street and around the from Benton to Orchard Street. Project will be done in concert with the pedestrian tunnel through railroad ®bankment and Myrtle Street intersection Justification Implements the Riverfront Drive Streetscape plan. Supports redevelpmett of commerical and residential properties along Riverside Drive and adjacent to the Iowa River. Enhances entryway to Miller Orchard Neighborhood on Bmton Street and the south entrance to the University of Iowa on Riverside Drive. Improves traffic Prior Expenditures 2018 2019 2020 2021 2022 Total 3,145,714 CONSTRUCTION 205,000 205,000 Total Total 205,000 205,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 3,145,714 GO BONDS 205,000 205,000 Total Total 205,000 205,000 will increase operating costs due to the addition of a new landscaping that requires maintenance. The estimated increase in operating expenses is less 564 Project Summary by Name Project S3934 2019 2020 Department PUBLICWORKS 550,000 Contact Scott Sovers Project Name MCCollister Blvd - Gilbert to Sycamore INSPECTION Type One Phase GRANTEE NONE PLAN Transportation Plan Useful L ife 50 years MATCH % NONE TIF DISTRICT None Category Street Operations Total 550,000 Priority Essential (2) Description Total Project Cost: $5,210,000 Status Active Itis project will include construction of anew arterial roadway from Gilbert Street to SVcamore Street. The project will include a 49' B -B road with Drot� Justification "oject is consistent with the arterial street plan and South District Plan. The extension of McCollister Blvd east from Gilbert Street to Sycamore Street will provide i new arterial connection in the southeast quadrant of Iowa City. This new connection should help reduce traffic on local roads Langenberg Avenue and Sycamore Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 550,000 550,000 CONSTRUCTION 3,600,000 3,600,000 INSPECTION 170,000 170,000 ADMINISTRATION 170,000 170,000 CONTINGENCY 720,000 720,000 Total 550,000 4,660,000 5,210,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 4,210,000 4,210,000 STORM WATER FUND 400,000 400,000 WATER FUND 600,000 600,000 Total 5,210,000 5,210,000 lNmmal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year. 565 Project Summary by Name Project S3935 Project Name Prentiss Street Bridge Replacement Department PUBLIC WORKS Contact Jason Havel Type OnePhase GRANTEE IDOT PLAN None UsefulLife 50years MATCH % 20% TIF DISTRICT None Category Street Operations Priority Critical (1) Description Total Project Cost: $1,200,000 Status Active 'IL is 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. 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 berecommending the City post this structure with a 20 -ton weight embargo dueto its current condition. In addition, the existine storm sewer alone Prentiss Street is undersized and has a history of surchareine durine large rain events. Prior Expenditures 2018 2019 2020 2021 2022 Total 125,000 CONSTRUCTION 875,000 875,000 INSPECTION 50,000 50,000 Total ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 1,075,000 1,075,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 125,000 FEDERAL GRANTS 820,000 820,000 Total ROAD USE TAX FUND 205,000 205,000 WATER FUND 50,000 50,000 Total 1,075,000 1,075,000 Project Summary by Name Project S3936 Project Name Melrose Avenue Improvements GRANTEE STP MATCH % 20% reconstruct Justification PLAN Transportation Plan TIF DISTRICT None Total Project Cost: $4,000,000 am Highwav 218 to Debt Avenue, Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jason Havel One Phase 50 years Street Operations Essential (2) Active IMelrose AvenudlW V Road is in Door condition and needs to be reconstructed to current design standards. I Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 200,000 200,000 LAND/ROW ACQUISITION 50,000 50,000 CONSTRUCTION 3,400,000 3,400,000 INSPECTION 150,000 150,000 CONTINGENCY 200,000 200,000 Total 250,000 3,750,000 4,000,000 Funding Sources 2018 2019 2020 2021 2022 Total FEDERAL GRANTS 930,000 930,000 GO BONDS 1,470,000 1,470,000 OTHER LOCAL 1,600,000 1,600,000 GOVERNMENTS Total 4,000,000 4,000,000 567 Project Summary by Name Project S3939 Project Name Dubuque Street Reconstruction GRANTEE NONE PLAN Downtown Streetscape Plan MATCH % NONE TIF DISTRICT City -University leription Total Project Cost: $1,364,500 project is part of the downtown streetscape master plan. This project reconstructs Dubuque Stree Department PUBLICWORKS Contact Geoff Train Type One Phase UsefuILife 50 years Category Street Operations Priority Critical (1) Status Active ton to Iowa Avenue. The project at Justification )ubuque Street ism 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 hendly environment and allowing for enhanced retail areas. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 132,000 132,000 CONSTRUCTION 880,500 880,500 INSPECTION 132,000 132,000 CONTINGENCY 220,000 220,000 Total 132,000 1,232,500 1,364,500 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 1,114,500 1,114,500 STORM WATER FUND 100,000 100,000 WATER FUND 150,000 150,000 Total 1,364,500 1,364,500 I Project Summary by Name Project 53940 Department PUBLICWORKS PLANNING/DESIGN Contact Scott Sovers Project Name Kirkwood Avenue to Capitol Street Connection Type One Phase GRANTEE NONE PLAN Rivertront Crossings Master Pla Useful L ife 50 years MATCH % NONE TIF DISTRICT Rivertront Crossings Category Street Operations CONTINGENCY Priority Essential (2) Description Total Project Cost: $1,900,000 Status Active This project would extend Capitol Street and Kirkwood Avenue as apart of the Riverfront Crossing area improvem®ts. Justification The extensions of these streets plays an important part in the overall development ofthe Riverfront Crossings area. It will also improve access and traffic circulation in this area. This Droiect does not include ary costs necessary For Drovertv acquisitions. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 150,000 150,000 CONSTRUCTION 1,500,000 1,500,000 INSPECTION 100,000 100,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 150,000 1,750,000 1,900,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 1,500,000 1,500,000 STORM WATER FUND 150,000 150,000 WATER FUND 250,000 250,000 Total 1,900,000 1,900,000 Budget ImpacuOther (Ongoing maintenance of new poles and bgbtmg units. Existing lrgbts are bang mamtamed, and new lrgbts would ldcely require less maintenance in the future as compared to the existing lilts. Estimated annual Doeratine expenditures are less than $10.000 Der vear. Project Summary by Name Project S3942 Project Name Governor Street Overlay GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None leription Total Project Cost: $375,000 project includes construction items to be completed as apart of the Iowa DOTS 2018 plan to Department PUBLICWORKS Contact DavePanos Type One Phase UsefuILife 20 years Category Street Operations Priority Essential (2) Status Active 3dication routes in Iowa Citv, incluc Justification [hese streets arejoint jurisdiction roadways, and the City is responsible for some of the repairs included in the project scope. Including these repairs as part of this woject is both economical and efficient due to the scope of the DOT project. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 375,000 375,000 Total 375,000 375,000 Funding Sources 2018 2019 2020 2021 2022 Total ROAD USE TAX FUND 375,000 375,000 Total 375,000 375,000 BudgetImpacHOther than Project# S3943 Project Name Riverside Drive Asphalt Overlay expenses Department PUBLICWORKS Contact DavePanos Type OnePhase GRANTEE NONE PLAN None UsefulLife 20years MATCH % NONE TIF DISTRICT Riverside Drive Category Street Operations Priority Essential (2) Icription Total Project Cost: $450,000 Status Active project includes construction items to be completed as apart of the IowaDOTs 2018 plan to resurface State Jurisdication routes in Iowa City, including Hwy Justification [hese streets arejointprisdiction roadways, and the City is responsible for some of the repairs included in the proj ect scope. Including these repairs as part woject is both economical and efficient due to the scope of the DOT project. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 450,000 450,000 Total 450,000 450,000 Funding Sources 2018 2019 2020 2021 2022 Total ROAD USE TAX FUND 450,000 450,000 Total 450,000 450,000 570 Project Summary by Name Project S3944 Project Name FirstAve/Scott Blvd Intersection Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None ;crintion Total Project Cost: $1,150,000 to theh'ust Avenue and Scott Boutevard mtersechon, mctudmg a Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Street Operations Priority Essential (2) Status Active dabout, to improve traffic movemn Justification [Le current layout of the intersection includes four-way stop control. During peak hours, vehicles experience significant queuing, resulting in increased travel time, lelay and emissions. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 125,000 125,000 LAND/ROW ACQUISITION 75,000 75,000 CONSTRUCTION 750,000 750,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 200,000 950,000 1,150,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 1,150,000 1,150,000 Total 1,150,000 1,150,000 571 Project Summary by Name Project S3945 Project Name Gilbert Street Intersection Improvements GRANTEE NONE PLAN Downtown Streetscape Plan MATCH % NONE TIF DISTRICT City -University ;crintion Total Project Cost: $925,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jason Havel One Phase 25 years Street Operations Essential (2) Active roject wdl upgrade battle signals and curb ramps at the Gilbert Street/College Street and Gilbert Street/ Washington Street intersections. '1'heproject will alsi e existing roadway/pedestrian lighting along the east side of Gilbert Street between College Street and Wasington Street, and on both sides of Washington between Gilbert Street and Van Buren Street. In addition, the existing water main between College Street and Washington Street will be upgraded from a 6' TustiScation 'ILese m cisections do not have ADA compliant curb ramps, and the traffic signals and roadway lighting are in need of replacement and/or upgrading. Prior Expenditures 2018 2019 2020 2021 2022 Total 100,000 CONSTRUCTION 725,000 725,000 INSPECTION 25,000 25,000 Total ADMINISTRATION 25,000 25,000 CONTINGENCY 50,000 50,000 Total 825,000 825,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 750,000 750,000 WATER FUND 175,000 175,000 Total 925,000 925,000 IEimtnc Iees Ior signals and lighting, as well as any necessary maintenance oI signa0bghtmg system. lbe project is repmcmg smnar existing Iacunres, and maintenance is likely less than maintaining the cumnt facilities. The overall impact on the operating budget is negligible. 572 Project Summary by Name Project 53946 2019 2020 2021 Department PUBLICWORKS PLANNING/DESIGN 550,000 Contact Scott Sovers Project Name Court Street Reconstruction 225,000 Type One Phase GRANTEE NONE PLAN None Useful L ife 50 years MATCH % NONE TIF DISTRICT None Category Street Operations 185,000 Priority Essential (2) Description Total Project Cost: $6,045,000 Status Active 'Ibis Project will reconstruct Court Street from Muscatine Avenue to 1st Avenue. 300,000 Justification ICourt Street is an important collector street that connects the east side of Iowa City to the Downtown area. The project will replace aging street and sidewalk Pavement that is in Poor condition and upgrade Public utilities as needed. than Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 550,000 550,000 LAND/ROW ACQUISITION 225,000 225,000 CONSTRUCTION 4,600,000 4,600,000 INSPECTION 185,000 185,000 ADMINISTRATION 185,000 185,000 CONTINGENCY 300,000 300,000 Total 775,000 5,270,000 6,045,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 775,000 5,270,000 6,045,000 Total 775,000 5,270,000 6,045,000 573 expenses Project Summary by Name Project S3947 Project Name Benton Street Rehabilitation Project GRANTEE STP MATCH % 30% Justification PLAN None TIF DISTRICT None Total Project Cost: $2,810,000 to 150' east Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Dave Panos One Phase 50 years Street Operations Essential (2) Active Street is an arterial street that extends from Van Buren Street near the downtown area to the west side of Iowa City. The current PCC street has severe and panel faulting that result in a rough pavement ride. The project will include full depth pavement repair and overlay of the concrete surface with Hot than Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 200,000 200,000 LAND/ROW ACQUISITION 50,000 50,000 CONSTRUCTION 1,900,000 1,900,000 INSPECTION 140,000 140,000 ADMINISTRATION 140,000 140,000 CONTINGENCY 380,000 380,000 Total 250,000 2,560,000 2,810,000 Funding Sources 2018 2019 2020 2021 2022 Total FEDERAL GRANTS 1,315,860 1,315,860 GO BONDS 1,494,140 1,494,140 Total 2,810,000 2,810,000 aged infras[mcturewill lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is 574 Project Summary by Name Project S3948 ProjectNarne Rochester Avenue Sidewalk Infill Project GRANTEE NONE MATCH % NONE Justification PLAN Bike Master Plan TIF DISTRICT None Total Project Cost: $150,000 Department PUBLIC WORKS Contact Josh Slattery Type One Phase UsefuILife 25 years Category Street Operations Priority Efficimcy Improvement (3) Status Active water storage currently no sidewalk along the north side of Rochester Ave. in this location. We have received complaints from residents who live on St. 'Thomas Ct. that valks are needed for their kids to walk to school (Regina). There is sidewalk on the south side of Rochester Ave., but crossing Rochester Ave. at the Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 5,000 5,000 LAND/ROW ACQUISITION 6,000 6,000 CONSTRUCTION 93,000 93,000 INSPECTION 18,000 18,000 ADMINISTRATION 12,000 12,000 CONTINGENCY 10,000 10,000 OTHER 6,000 6,000 Total 150,000 150,000 Funding Sources 2018 2019 2020 2021 2022 Total GO BONDS 150,000 150,000 Total 150,000 150,000 ITbere should be no impact to operating budget. Sidwalks shall be maintained by adjacent property owners. 575 Project Summary by Name Project I V3143 Project Name Backup Generator & Electrical System Upgrade GRANTEE NONE MATCH % NONE Description One Phase [his project upgrades the backup generator wotection for the generator. Justification Priority PLAN None TIF DISTRICT None Total Project Cost: $3,543,000 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active system. This upgrade also provides flood The existing generator at the South Wastewater Treatment 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 expensewas incumd protecting the backup system. This project would construct permanent flood mitigation measures to protect the backup system against future flood events. The W WTP also recently suffered a phase failure of service from our energy provider, causing equipment failures/electrical problems. Existing generator/switch gear did not pick up phase failure event for several hours. This resulted in an approximate loss of $30k for time and materials. The proposed generator/switch gear will prevent this from occurine. Prior Expenditures 2018 2019 2020 2021 2022 Total 43,000 PLANNING/DESIGN 300,000 300,000 CONSTRUCTION 3,000,000 3,000,000 Total INSPECTION 50,000 50,000 CONTINGENCY 150,000 150,000 Prior 3,543,000 Total Total 3,500,000 3,500,000 576 Project Summary by Name Project I V3144 Project Name Wastewater Clarifier Repairs GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $750,000 were insatlled in 1989. Tbev all In Department PUBLIC WORKS Contact Tim Wilkey Type Multi -Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active I mechanisms that are severly corroded ITbese repairs were identified during the design of the Wastewater Treatment Facilities Consolidatin Project, hower, they were not included in the project due to budget constraints. These repair,; are necessary to avoid untimely eaumment failure. Prior Expenditures 2018 2019 2020 2021 2022 Total 300,000 CONSTRUCTION 450,000 450,000 Total Total 450,000 450,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 300,000 WASTEWATER FUND 450,000 450,000 Total Total 450,000 450,000 Project V3145 Project Name Scott Boulevard Trunk Sewer GRANTEE NONE MATCH % NONE Description [Lis project will extend the Scott :mrently serving the Windsor Rii Justification PLAN None TIF DISTRICT None Total Project Cost: $2,025,000 Sewer from the nortb side of the Iowa Int; Department PUBLICWORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Wastewater Treatment Priority Essential (2) Status Active at the Scott lIn addition to residential development that has occurred in the area, the Iowa City Community School District has plans to build a new elementary school on the south side of American Legion Road. A new trunk sewer will be needed to accommodate continued growth in the area. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 175,000 175,000 LAND/ROW ACQUISITION 300,000 300,000 CONSTRUCTION 1,300,000 1,300,000 INSPECTION 100,000 100,000 CONTINGENCY 150,000 150,000 Total 475,000 1,550,000 2,025,000 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 475,000 1,550,000 2,025,000 Total 475,000 1,550,000 2,025,000 ITbe constmction of additional sanitary sewer will result in additional future maintenance costs. The estimated impact on the operating budget is less than $10,000. 577 Project Summary by Name Project I V3146 Project Name Melrose Court Sanitary Sewer Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Description Total Project Cost: $700,000 [Lis project includes replacement of the sanitary sewer, street pavement and sidewalk along Justification [Lis sewer section has manv problems and historically has high ongoing maintenance costs. Department PUBLIC WORKS Contact Daniel Scott Type One Phase UsefuILife 50 years Category Wastewater Treatment Priority Essential (2) Status Active Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 500,000 500,000 INSPECTION 20,000 20,000 CONTINGENCY 150,000 150,000 Total 700,000 700,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total F-745-0,300-01 AD USE TAX FUND 150,000 150,000 Total STORM WATER FUND 100,000 100,000 Total 250,000 250,000 578 Project Summary by Name Project I V3147 Department PUBLIC WORKS 30,000 Contact Daniel Scott Project Name Nevada Ave Sanitary Sewer Replacement Type one Phase GRANTEE NONE PLAN None UsefuILife 50 years MATCH % NONE TIF DISTRICT None Category Wastewater Treatment 25,000 Priority Essential (2) Description Total Project Cost: $350,000 Status Active 'Ibis project includes removing and replacing the sanitary sewer along theback yards behind Nevada Avenue from Lakeside Drive to Wbispering Meadow Drive. Justification 50,000 Total 'Ibis sewer section has manv problems and historically has hieh ommine maintenance costs. 290,000 350,000 Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 30,000 2020 2021 30,000 LAND/ROW ACQUISITION 30,000 290,000 30,000 CONSTRUCTION 60,000 200,000 200,000 INSPECTION 25,000 25,000 ADMINISTRATION 15,000 15,000 CONTINGENCY 50,000 50,000 Total 60,000 290,000 350,000 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 60,000 290,000 350,000 Total 60,000 290,000 350,000 Budget Impact/Other to is less than 579 Project Summary by Name Project I V3148 Project Name West Park Lift Station Rehabilitation GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $105,500 a standalone wet well, submersible pumps, Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UsefuILife 20 years Category Wastewater Treatment Priority Essential (2) Status Active trol valves, new pump controls and pan 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 venerator above the 500 vear flood Plain. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 85,000 85,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 8,500 8,500 Total 105,500 105,500 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 105,500 105,500 Total 105,500 105,500 project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per T Project Summary by Name Project I V3149 Project Name Heat Exchanger Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $139,500 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UselbILife 30 Years Category Wastewater Treatment Priority Critical (1) Status Active 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 replacine it. Struvite formation in the HEX spirals was a contributor to the corrosion. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 125,000 125,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 12,500 12,500 Total 139,500 139,500 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 139,500 139,500 Total 139,500 139,500 BudgetImpacHOther Project V3150 Project Name Digester Cover Renovation GRANTEE NONE MATCH % NONE Justification covers are PLAN None TIF DISTRICT None Total Project Cost: $65,000 costs. per Department PUBLICWORKS Contact Tim Wilkey Type One Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 65,000 65,000 Total 65,000 65,000 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 65,000 65,000 Total 65,000 65,000 581 Project Summary by Name Project I V3151 Project Name Digester Complex Rehabilitation GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $7,870,500 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active Project bas two parts: 1) Provide process/related structures and equipment removing pbospborous before digestion. 2) Replace multiple beat exchangers (HEX) with internal corrosion and Struvite deposition, renovate five (5) digester covers, install seven (7) wall thimbles (access ports) in digester wall for inspection and cleanim. replace internal/external(buried) Pipthe clo2&2 with Struvite, replace (HEX) and recirculation Pumps as reouired. Biological nutrient removal as pail of last ICW WTP project, captured phosphorous (P) accumulates in digesters causing Struvite formation. Removing P digestion reduces Struvite formation and reduces maintenance costs. Also, the digester complex was constructed in 1989/2002 and has 5 covers in various of wear, with one leaking struvite infused liquid between tank and brick facade causing facade to face imminent future collapse. The I I (HEX) are 15+ year Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 90,000 90,000 CONSTRUCTION 7,060,000 7,060,000 INSPECTION 4,000 4,000 ADMINISTRATION 4,000 4,000 CONTINGENCY 712,500 712,500 Total 7,870,500 7,870,500 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 7,870,500 7,870,500 Total 7,870,500 7,870,500 Budget Impact/Other this project will reduce operating and maintenance cost througb the rehabdrtatron of older equipment. 'l be annual savings is less tban $10,000 per year. 582 Project Summary by Name Project I V3152 PUBLICWORKS Department PUBLIC WORKS Type One Phase Contact Ben Clark Project Name WWTF Influent Channel Modifications Water Operations Type OnePbase GRANTEE NONE PLAN None Useful L ife 25 years MATCH % NONE TIF DISTRICT None Category Wastewater Treatment Priority Critical (1) Description Total Project Cost: $148,500 Status Active 'Ibis project will install fillits and weirs in the influent channel at thewastewater tremmmt facility. Justification Thepmnose is to prevmt sediment from accumulative and interferine with operations and flow metenne. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 125,000 125,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 13,500 13,500 Total 148,500 148,500 Funding Sources 2018 2019 2020 2021 2022 Total WASTEWATER FUND 148,500 148,500 Total 148,500 148,500 Project I W3212 Project Name First Avenue (400-500 Block) Water Main Replace GRANTEE NONE MATCH % NONE Description [bis project is a water main effaced with 8" PVC and d n this project. Justification [be 6' water main broke on PLAN None TIF DISTRICT None Total Project Cost: $637,100 Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefirILife 70 years Category Water Operations Priority Essential (2) Status Active water main. 60 ft of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 380,000 380,000 INSPECTION 121,100 121,100 CONTINGENCY 76,000 76,000 Total 60,000 577,100 637,100 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 60,000 577,100 637,100 Total 60,000 577,100 637,100 'Ibis project reduces expenditures through the replacement of aged infrastmcture with new infiustmamr. 583 Project Summary by Name 2roject I W3216 2roject Name Spruce St. (1300-1400 Block) Water Main Rep GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None leription Total Project Cost: $217,350 project is a water main replacemmt Project with respective street and sidewalk replace Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefuILife 70 years Category Water Operations Priority Efficimcylmpmvement(3) Status Active feet of 6" cast iron (vintage 1955) willbe Justification ILewater main has been subject to numerous water main breaks and has reach the end of it's useful life. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 130,000 130,000 INSPECTION 41,350 41,350 CONTINGENCY 26,000 26,000 Total 20,000 197,350 217,350 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 217,350 217,350 Total 217,350 217,350 584 Project Summary by Name Project I W3220 Project Name Melrose - Landfill Water Main Extension GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None ;crintion Total Project Cost: $1,420,000 to Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Water Operations Priority Essential (2) Status Active Justification 'mrmtly, the Landfill does not have access to City water, and utilizes a well to provide water for the site. The project provide City water to be used for Landfill iperations, fire protection and staff use. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 110,000 110,000 CONSTRUCTION 1,100,000 1,100,000 INSPECTION 55,000 55,000 ADMINISTRATION 55,000 55,000 CONTINGENCY 100,000 100,000 Total 110,000 1,310,000 1,420,000 Funding Sources 2018 2019 2020 2021 2022 Total LANDFILL FUND 110,000 1,310,000 1,420,000 Total 110,000 1,310,000 1,420,000 585 Project I W3221 Project Name Nutrient Removal Project GRANTEE NONE MATCH % NONE Description [Lis first phase is an engim hen construct the best solu Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $700,000 to investigate options for the rem source water Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Stalls One Phase 50 years Water Operations Essential (2) Active B ions, specifically nitrates, are not able to be removed by currently installed water treatment processes. 'Therefore to meet Safe Drinking Water Act s 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 ion concentration making dilution an increasingly unreliable method to achieve federal standards. Along term nutrient removal solution must be Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN CONSTRUCTION 100,000 600,000 100,000 600,000 Total Funding Sources 2018 100,000 2019 2020 2021 600,000 2022 700,000 Total WATER FUND 100,000 600,000 700,000 Total xdgetImpacuOther 100,000 600,000 700,000 increase in energy and maintenance costs will be esperimced when the nutrient removal system is bang used. The estimated impact to the operating budget is I". Project Summary by Name Project I W3222 Project Name Dill St. Water Main Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None leription Total Project Cost: $551,975 Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefuILife 70 years Category Water Operations Priority Critical (1) Status Active [his is a water main replacement project with respectroe street and sidewalk replacement. Approximately 1200 feet at 6" cast -inn pipe (vintage 1928, 1939, anc 953) will be replaced with 6" PVC pipe on Dill Sueet between Black Spring Circle and part of Rider. 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 comber of blocks/residences affected by future water main shutdowns. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 360,000 360,000 INSPECTION 67,475 67,475 ADMINISTRATION 2,500 2,500 CONTINGENCY 72,000 72,000 Total 50,000 501,975 551,975 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 551,975 551,975 Total 551,975 551,975 587 Project Summary by Name Project I W3226 Project Name Water Plant & Storage Reservoir SCADA Replacement GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Department PUBLICWORKS Contact Kevin Slutts Type Multi -Phase UsefulLife 15years Category Water Operations Priority Essential (2) )escription Total Project Cost: $874,900 Status Active his 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 Backup File Server for the Water Plant. The project also includes upgrading existing software, purchasing additional software and replacement of (1) obsolete Justification The City's ITS Department has recommended replacement of the existing 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 Prior Expenditures 2018 2019 2020 2021 2022 Total 268,900 CONSTRUCTION 600,000 600,000 Total CONTINGENCY 6,000 6,000 Total 606,000 606,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 266,900 WATER FUND 606,000 606,000 Total Total 606,000 606,000 this wdl 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. Project W33OO Project Name Bradford Drive Water Main Replacement Department PUBLICWORKS Contact Kevin Slutts Type One Phase GRANTEE NONE PLAN None Useful Life 70years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Efficimcylmprovement(3) ecription j Total Project Cost: $340,000 � Status Active is a water main replacement project with respective street and sidewalk replacement. Approximately 550 feet of 6-thchcast-iron pipe (vintage 1956)willbe Justification sing water nam bas been subject to numerous water main breaks and bas reached the mtl of its uselul hie. this project would also make the distribution more robust by adding an additional looped feed to the system. This water main feeds Southeast Junior High School, and ranks in the top tin of the water Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 300,000 300,000 Total 40,000 300,000 340,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 40,000 300,000 340,000 Total 40,000 300,000 340,000 T Project Summary by Name Project W330I Department PUBLICWORKS Kevin Shills Contact Kevin Shills Project Name Mater Distribution Pressure Zone Improvements Type One Phase GRANTEE NONE PLAN None UsefirILife 20 years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Critical (1) Description Total Project Cost: $1,100,000 Status Active 'Ibis 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. Justification Areas on the far east and west reaches of thewater 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 theminimum of the desired range. Follow-up actual system pressure recordings for the Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 1,000,000 1,000,000 Total 100,000 1,000,000 1,100,000 Funding Sources 2018 2019 2020 2021 2022 Total REVENUE BONDS 1,100,000 1,100,000 Total 1,100,000 1,100,000 Budget Impact/Other will result in additional expentures for installation, operation, and maintenance of new infrastructure. 'there are expected to be a number of sizes firm this assessment ranging in cost from thousands to multi-million. Additional expenditures for operation and maintenance are estimated Project W3303 Project Name Sixth Avenue Water Main Replacement GRANTEE NONE MATCH % NONE Expenditures PLAN None TIF DISTRICT None Total Project Cost: $340,000 ect to numerous water 2018 2019 2020 2021 Department PUBLICWORKS Contact Kevin Shills Type One Phase UsefirILife 70 years Category Water Operations Priority Critical (1) Status Active ects 2022 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 300,000 300,000 Total 40,000 300,000 340,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 40,000 300,000 340,000 Total 40,000 300,000 340,000 two new Project Summary by Name Project I W3304 Project Name Water Plant Softener Improvements GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $75,000 concentrator Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefuILife 20 years Category Water Operations Priority Efficimcylmpmvement(3) Status Active Justification Improved process control and safety. In the past operators have injured their backs adjusting these valve settings on the softeners. By placing motorized operators on these valves we avoid iniury and Provide for better operational control of the Process. Expenditures 2018 2019 2020 2021 2022 Total OTHER 75,000 75,000 Total 75,000 75,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 75,000 75,000 Total 75,000 75,000 BudgetImpacHOther 'Ili is 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. Tenet imuact on the oneratine budeet is neeliaible. Project W3305 Project Name Jordan Well Rehabilitation GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $150,000 Department PUBLICWORKS Contact Kevin Slutts Type One Phase Useful Life 10 years Category Water Operations Priority Critical (1) Status Active Remove and reinstall, or repair the one Jordan well. I Justification Plan welt is a primary source of tow nitrate groundwater used sensuality to ditute river source water to maintain Imisbed water below the Sate Drinking Act nitrate standard. The need to recondition the Jordan well is due to capacity reduction overtime and the continued usefulness as a low nitrate dilution Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 150,000 150,000 Total 150,000 150,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 150,000 150,000 Total 150,000 150,000 BudgetImpacHOther [lie Impact on the overatim Project Summary by Name Project I W3307 Project Name Deforest Ave Water Main Replacement GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $350,000 on Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 70 years Water Operations Critical (1) Active �Tlie 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 sys[em valvine in the area and ranks in the ton fifteen of the water main replacement matrix. Expenditures 2018 2019 2020 2021 2022 Total Future PLANNING/DESIGN 40,000 40,000 310,000 Total 40,000 40,000 Total Funding Sources 2018 2019 2020 2021 2022 Total Future WATER FUND 40,000 40,000 31Q000 Total 40,000 40,000 Total project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than Project I W3311 Project Name Collector Well Capacity Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Description Total Project Cost: $700,000 Justification Department PUBLICWORKS Contact Kevin Slutts Type OnePhase UsefulLife 20years Category Water Operations Priority Efficimcylmpmvement(3) Status Active m 2018 dueto Tulare of Cottector W ell,ll laterals. An mgmeenng study of existing alluvial raw water tacihties is scbeduled for 2020 wbicb and specifications to develop or redevelop new or existing sources. The study would be followed by the execution of the recommended solution Tmtly the two collector wells on the north plant site (V1 & 2) produce an average of about 1.0 to 1.5 mdlmn gallons of raw water tlaly. 'l be r®antler, about 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 rtes and the peninsula wells are a single point failure should an extended loss of power occur. Funhermunicipal growth will drive the need to be able to produce Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 100,000 500,000 600,000 Total 100,000 100,000 500,000 700,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 100,000 100,000 500,000 700,000 Total 100,000 100,000 500,000 700,000 Budget Impact/Other to 591 WC Project I W3312 Project Name Silurian Well Rehabilitation GRANTEE NONE MATCH % NONE Description Zemove and reinstall. or re Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $170,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts Multi -Phase 10 years Water Operations Critical (1) Active three Siturian wells are a primary source of low nitrategroundwater used seasonally to dilute river source water to maintain finished water below the Safe king 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 Prior Expenditures 2018 2019 2020 2021 2022 Total 90,000 CONSTRUCTION 80,000 80,000 Total Total 80,000 80,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 90,000 WATER FUND 80,000 80,000 Total Total 80,000 80,000 Project W3313 Project Name Hwy 1 Water (Miller to Willow) Main Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $100,000 corrosive soils. Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 70 years Water Operations Essential (2) Active 3 situated on north a This water main is situated within corrosive soils and has espenmced multiple main breaks. Due to the line being a transmission main, breaks cause very large pressure losses and disruptions within the distribution system. Replacement of this main with new materials installed to mitigate the corrosive effects of the soils will Provide more reliable service to our customers. Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 100,000 100,000 Total 100,000 100,000 Sources 2018 2019 2020 2021 2022 Total Total 100,000 100,000 592 Project Summary by Name Project I W3314 Project Name High Service Pump VFD Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $50,000 on our bmb service pumps. Department PUBLICWORKS Contact Kevin Starts Type One Phase UsefuILife 20 years Category Water Operations Priority Essential (2) Status Active Justification The VFD's servicing our high service pumps will have been in operation for approximately 20 years when this project reaches construction. This is atypical life span for VFD's and already in 2018 we have had to adapt our SCADA replacement project to accommodate the out-moded communications protocols utilized by Expenditures 2018 2019 2020 2021 2022 Total PLANNING/DESIGN 50,000 50,000 Total 50,000 50,000 Funding Sources 2018 2019 2020 2021 2022 Total WATER FUND 50,000 50,000 Total 50,000 50,000 lPotmtial cost savings derived from decreased power usage and less wear on the pumps. Project I KNEW 1 Project Name Senior Center Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Description Total Project Cost: $350,000 [his project provides needed maintenance of the facility, e.g. plaster repairs, painting, carpo Department SENIOR CENTER Contact Linda Kopping Type One Phase Useful Life 20 years Category Senior Center Priority Essential (2) Status Active rereplacement, remodeling to imum Justification Tliemost recent interior improv®ents were done 19 years ago. Wallpaper is coming off walls, plaster is damaged (severly in soureplacm), furniture is soiled. Further it's been around 10 years since the building's tuckpointing was checked and repairs impl®ented. 'There currently is a large unused space (kitchen) that could be put to use for much needed storage, to facilitate rentals, and for programming. Given the age of the facility, repairs tend to be more involved and 2018 2019 2020 2021 2022 Total Total 350,000 350,000 Funding Sources 2018 2019 2020 2021 2022 Total GENERAL FUND 350,000 350,000 Total 350,000 350,000 593 Project Summary by Name Project I T3009 Project Name parking Facility& Enforcement Automation GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $1,192,500 Department TRANSPORTATION SERVIC Contact Mark Rummel Type Multi -Phase UsefuILife 15 years Category Parking Operations Priority Efficimcylmpmvement(3) Status Active ng meters on street. Additional access and of the five parking facilites have had automation equipment installed and with the pending development of the College and Gilbert location, Chauncey Swan 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. Prior Expenditures 2018 2019 2020 2021 2022 Total 1,132,500 CONSTRUCTION 60,000 60,000 Total Description Total Project Cost: $75,000 Total 60,000 60,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 1,132,500 PARKING FUND 60,000 60,000 Total Total 60,000 60,000 Project I T3018 Project Name parking Equipment EMV Upgrade Department TRANSPORTATION SERVIC Contact Marklomnel Type OnePhase GRANTEE NONE PLAN None UsefulLife 10years MATCH % NONE TIF DISTRICT None Category Parking Operations Priority Essential (2) Description Total Project Cost: $75,000 Status Active 'Ibis project will involve the upgrade of existing parking revenue control equipment to be able to accept credit cards with EMV chips. measures to protect credit card users continues to now We forsee havm2 to Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 75,000 75,000 Total 75,000 75,000 Funding Sources 2018 2019 2020 2021 2022 Total PARKING FUND 60,000 60,000 TRANSIT FUND 15,000 15,000 Total 75,000 75,000 BudgetImpacHOther Ibe Impact on the oneratln§ 594 Project Summary by Name Project I T3019 Project Name Recreation Center Parking Lot Asphalt Overlay GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $135,000 Department TRANSPORTATION SERVIC Contact Mark Rummel Type One Phase UsefuILife 15 years Category Parking Operations Priority Essential (2) Status Active The lot has several excessive cracking and sinking locations that create an unsafe condition for pedestrians. This lot is utilized by Rec Center visitors and ism overflow location for the Chauncev Swan Ramp. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 135,000 135,000 Total 135,000 135,000 Funding Sources 2018 2019 2020 2021 2022 Total PARKING FUND 135,000 135,000 Total 135,000 135,000 Budget Impact/Other a reduction in the cost is less than Project I T3055 Project Name Transit/Equipment Facility Relocation to Department TRANSPORTATION SERVIC Contact Marklommel Type OnePhase GRANTEE FTA PLAN Transportation Plan UsefilLife 40Years MATCH % 20% TIF DISTRICT None Category Transit Operations Priority Essential (2) Description Total Project Cost: $18,000,000 Status Active This project involves the construction of anew transit and equipment facility for maintenance operations and storage. As pail of this project, the storage areawill be expanded allowing form increase in fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at the cu nc t facilitv sites and allow for the redevelopment of a maior commercial site at the corner of Hiahwav 6 and Riverside Drive. 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 ¢rant is beine soueht to assist in the construction. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 18,000,000 18,000,000 Total 18,000,000 18,000,000 Funding Sources 2018 2019 2020 2021 2022 Total EQUIPMENT FUND 3,000,000 3,000,000 FEDERAL GRANTS 12,000,000 12,000,000 TRANSIT FUND 3,000,000 3,000,000 Total 18,000,000 18,000,000 The replacement at transit and equipment lacrfltres sbould be to newer and more energy efficient lacrfltres, bowever, the new lacrfltres wdt 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 savines/cost from this facility has not been determined. 595 Project Summary by Name Project I T3059 Project Name Transit Bus Shelter Replacement & Expansion GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $200,000 Department TRANSPORTATION SERVIC Contact Mark Rummel Type Multi -Phase UsefuILife 10 years Category Transit Operations Priority Essential (2) Status Active Ihis project wLLl allow for the purchase of bus shelters to rep tace shelters in need of extensive repair as well as allow for new bus shelter installations. I Justification Many of the existing bus shelters have exceeded their useful life and are in need of replacement. Inadditon, we have received multiple requests for the installation of bus shelters in high ridership areas. Prior Expenditures 2018 2019 2020 2021 2022 Total 150,000 OTHER 50,000 50,000 Total Total 50,000 50,000 Prior Funding Sources 2018 2019 2020 2021 2022 Total 150,000 TRANSIT FUND 50,000 50,000 Total Total 50,000 50,000 Project # T3063 Department TRANSPORTATION SERVIC Contact Mark Rummel Project Name Transit Facility Parking Lot Asphalt Overlay Type One Phase GRANTEE NONE PLAN None Useful Life 15 years MATCH % NONE TIF DISTRICT None Category Transit Operations Priority Essential (2) Description Total Project Cost: $50,000 Status Active 'Ibis project will include milling and resurfacing drive areas of the existing Transit maintenance and storage parking lot with 4" asphalt overlay. Justification The lot has several excessive cracking and sinking locations that create an unsafe condition for employees and cause excessive wear and tear on our Transit fleet. This location was constructed on an old dump site and experiences on-going ground settlement. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 50,000 50,000 Total 50,000 50,000 Funding Sources 2018 2019 2020 2021 2022 Total TRANSIT FUND 50,000 50,000 Total 50,000 50,000 W Project Summary by Name Project I T3064 Project Name Transit Mobile Column Vehicle Lift GRANTEE NONE MATCH % NONE Description [Lis would allow Transit to Justification PLAN None TIF DISTRICT None Total Project Cost: $60,000 Department TRANSPORTATION SERVIC Contact Mark Rummel Type One Phase UsefuILife 25 years Category Transit Operations Priority Essential (2) Status Active IT he current hoists are stationary andwere installed 30+ years ago, when the Transit Facility was built. The current hoists require on-going maintenance and need replaced. A mobile lift can be used in anv repair bav and will be transferred to the new facility. Expenditures 2018 2019 2020 2021 2022 Total CONSTRUCTION 60,000 60,000 Total 60,000 60,000 Funding Sources 2018 2019 2020 2021 2022 Total TRANSIT FUND 60,000 60,000 Total 60,000 60,000 BudgetImpacHOther a reduction to the cost is less than 597 to City of Iowa City Capital Improvement Program Unfunded Projects Name Description Unfunded Amt 7 - Bridges 1 BURLINGTON ST BRIDGE- This project is a replacement of the Burlington Bridge over $16,000,000 SOUTH the Iowa Riverthat will also increase the number of lanes. 2 F STREET BRIDGE This project involves the removal and replacement of the $773,000 BOWERY existing corrugated metal arch bridge with a larger bridge. 3 FOURTH AVENUE BRIDGE This project will replace the bridge overthe South Branch of $773,000 BRISTOL TO DODGE Ralston Creek at Fourth Avenue and will include sidewalks. 11 DUBUQUE STREET ACCESS Possibility of approximately $75,000 state funding. $2,000,000 4 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at $773,000 Second Avenue and will include sidewalks. 5 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the $773,000 12 EMERALD STREET DIAMOND existing twin box culvert with a larger bridge. $212,000 6 THIRD AVENUE BRIDGE This projectwill replace the bridge overthe South Branch of $773,000 Ralston Creek at Third Avenue. 2 - Streets 7 BENTON STREET -ORCHARD This is a capacity related improvement identified by the $5,150,000 TO OAKNOLL Arterial Street Plan. 8 BROOKLAND PARK DRIVE This project will include reconstruction of Brookland Park $1,450,000 REHABILITATION Drive and updates to utilities. 9 DODGE ST - GOVERNOR TO Street reconstruction and storm sewer improvements. This $10,712,000 BOWERY is a joint project with the I DOT. 10 DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. $1,339,000 BRISTOL TO DODGE 11 DUBUQUE STREET ACCESS This project will construct an access drive from the north $2,000,000 ROAD AND TRAFFIC SIGNAL end of Laura Drto Dubuque Street, south of the Interstate 80 / Dubuque St interchange. May also facilitate a second means of access from the Peninsula area to Dubuque St. 12 EMERALD STREET DIAMOND This project will diamond grind all of Emerald Street to $212,000 GRINDING remove the slab warping that interferes with the use of this street by fire trucks. 13 GILBERT / US 6 Reconstruct the intersection of Gilbert & US 6 to include $4,840,000 INTERSECTION LEFT TURN dual lett turn lanes on Gilbert St. 14 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St. $327,000 underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. 15 OLD HWY 218 STREETSCAPE Streetscape improvements on Old Hwy 218 entrance - $812,000 Sturgis Ferry Park to US Hwy 6. This project includes landscaping, lighting and sidewalk improvements. The project should be coordinated with Sturgis Ferry Park upgrade and/or Riverside Drive Redevelopment project. 16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965 $9,167,000 extended from the south side of Hwy 218 to Melrose Avenue to arterial standards. 17 MCCOLLISTER - SYCAMORE Extend proposed McCollister Boulevard from Sycamore $9,088,000 ST TO SCOTT BLVD Street to Scott Boulevard. 18 MUSCATI NE AVENUE This project will reconstruct Muscatine Avenue from Iowa $10,510,000 RECONSTRUCTION, IOWA TO Avenue to 1st Avenue. FIRST AVE 19 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert $743,000 Street to improve the pavement form a chip seal to concrete pavement with curbs, gutters, and sidewalks. 20 OAKDALE BLVD This project would construct an extension north across 1-80 $15,000,000 to a new intersection with Iowa Hwy 1. XI7 City of Iowa City Capital Improvement Program Unfunded Projects Name Descriotion Unfunded Amt 21 OAKDALE BLVD-HWY 1 TO This project would construct Oakdale Blvd from Hwy 1, west $8,240,000 PRAIRIE DU CHIEN RD to Prairie Du Chien Road. 22 PENINSULA SECONDARY This project will establish a more reliable access to the $2,883,000 ACCESS ROAD Peninsula neighborhood by either elevating Foster Rd from 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. 23 FOSTER ROAD EXTENSION - This project will pave a portion of Foster Road east of $2,700,000 DUBUQUE TO PRAIRIE DU Dubuque Street and extend the sanitary sewer. CHIEN 24 RIVERSIDE DRIVE Phases II to V of the South Riverside Drive Streetscape $2,650,000 STREETSCAPE Master Plan, which includes improvements to the west side of Riverside Drive from Benton to Hwy 6 and the east side of Riverside from Myrtle to Hwy 6. Project includes consolidation of driveways, undergrounding of utilities, and installation of sidewalks and landscaping. 25 ROHRET RD IMPROVEMENTS- Project will reconstruct Rohret Rd to urban standards. $1,813,000 LAKESHORE TO LIMITS 26 S GILBERT ST Reconstruction from Benton Street to Stevens Drive. This $4,326,000 IMPROVEMENTS project does not include improvements to the Gilbert St. / Highway 6 intersection. 27 SOUTH ARTERIAL AND Construction of a south arterial street and bridge over the $15,987,000 BRIDGE, US218 TO GILBERT Iowa River, connecting from Old Hwy 218/US 218 STREET interchange on the west side of the Iowa River to Gilbert Street/Sycamore'L' intersection . 28 SYCAMORE-HWY 6 TO This project involves additional lanes to improve capacity $750,000 HIGHLAND and storm sewer improvements. 29 SYCAMORE STREET - EAST- This project will reconstruct Sycamore Street to arterial $3,040,000 WEST LEG FROM "L" TO standards using the Complete Streets Policy. This phase SOUTH GILBERT will be the east -west leg of Sycamore Street. 30 TAFT AVENUE Reconstruct Herbert Hoover Hwy to 420th Street. $17,399,000 31 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard $2,000,000 RECONSTRUCTION two lane width with curb, storm sewer and sidewalk. 32 LINN STREET This project is part of the downtown streetscape master $1,935,000 RECONSTRUCTION, plan. This project reconstructs Linn Street from Burlington BURLINGTON TO IOWA Street to Iowa Avenue. Project improves sidewalk pavement, addresses critical update to water main, replaces and relocates storm sewer between Washington & Iowa. 33 CLINTON STREET Improve Clinton Street Streetscape south of Burlington $1,500,000 STREETSCAPE Street consistent with the Riverfront Crossings Plan. Minor pavement improvements and lane striping a part of project. 34 FAIRCHILD BRICK STREET This project reconstructs two blocks of brick street along $1,100,000 RECONSTRUCTION Fairchild Street from Clinton Street to Linn 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. 35 INTERSTATE 80 AESTHETIC Landscaping and aesthetic treatments in the Interstate 80 $300,000 IMPROVEMENTS corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to 1-80 and to provide cohesive and pleasing feel to the Iowa City corridor. 36 TOWNCREST DRIVE A private street that the property owners would dedicate the $600.000 RECONSTRUCTION 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. XF] City of Iowa City Capital Improvement Program Unfunded Projects Name 3 - Transportation Services Unfunded Amt 37 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak S5 381 ,000 storage reservoir including pumping facilities. Land DEPOT RESTORATION service, including platform construction, lighting, utilities, acquisition is complete. 48 WELL COMMUNICATIONS passenger information display, ticketing kiosks, canopy, $1,000,000 FIBER OPTIC CABLE SCADA telemetry. warming shelter, signage, parking, and accessibility 49 WATER TREATMENT PLANT Build out of filter #6 with internals including under drains, $241,600 improvements. gravel, air grid piping, sand media, granular activated carbon 4 - Ped & Bike Trails (GAC) media, and backwash troughs. 38 IOWA RIVER TRAIL, HIGHWAY This projectwill extend the Iowa River Trail fromjust north of $1,180,000 and the peninsula well fields. 6 TO STURGIS FERRY PARK Highway 6 to Sturgis Ferry Park on the west side of the Iowa This is a water main replacement project with respective $195,500 WATER MAIN REPLACEMENT River. 39 OLD HIGHWAY 218 This project will construct an 9 wide sidewalk adjacent to $550,000 pipe (vintage 1951) will be replaced with 6" PVC pipe. TRAILNVIDE SIDEWALK Old Highway 218 between Sturgis Ferry Park and Approximately 300 feet of PVC will be installed where no McCollister Boulevard. 40 SOUTHGATE AVE IOWA RIVER This project will construct a trail connection along Southgate $250,000 street and sidewalk replacement. Approximately 620 feet of TRAILCONNECTOR Avenue from Gilbert Street to the Iowa River Trail. 6 -inch cast-iron pipe (vintage 1953) will be replaced with 8" 41 HWY 6 TRAIL -BROADWAY TO Extend existing trail along Hwy 6 between Broadway to $2,588,000 SYCAMORE Sycamore Streets. 42 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway $870,000 PHASE III One, around perimeter of airport, to connect with Iowa River Corridor (IRC) Trail. 43 WILLOW CREEK TRAIL -WEST Connect Willow Creek Trail from its current west terminus $2,814,000 via a tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west. 5 - Wastewater 44 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the $3,860,000 SEWER North Branch Dam to Scoff Boulevard. 45 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the $5,221,000 northeast neighborhoods. 46 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along $2,000,000 Abbey Lane from Burry Drive to the west side of Highway 218. This project will allow development within the watershed west of Highway 218. 6 - Water 47 WEST SIDE GROUND Construction of a one million gallon buried potable water $1,545,000 STORAGE RESERVOIR storage reservoir including pumping facilities. Land acquisition is complete. 48 WELL COMMUNICATIONS Install fiber optic cable forwell house communications and $1,000,000 FIBER OPTIC CABLE SCADA telemetry. 49 WATER TREATMENT PLANT Build out of filter #6 with internals including under drains, $241,600 FILTER #6 BUILDOUT gravel, air grid piping, sand media, granular activated carbon (GAC) media, and backwash troughs. 50 WELL FIELD ELECTRICAL Replace aging medium voltage cable in both the plant site $175,000 CABLE REPLACEMENT and the peninsula well fields. 51 LEE/HIGHWOOD STREET This is a water main replacement project with respective $195,500 WATER MAIN REPLACEMENT 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. 52 GIBLIN DRIVE WATER MAIN This is a water main replacement project with respective $246,350 REPLACEMENT street and sidewalk replacement. Approximately 620 feet of 6 -inch cast-iron pipe (vintage 1953) will be replaced with 8" PVC. :i�P] Name 7 - Storm Water City of Iowa City Capital Improvement Program Unfunded Projects Unfunded Amt 53 CARSON LAKE REGIONAL Construction of a regional storm water management facility S1 ,160.000 STORM WATER 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. 54 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $348,000 REPAIRS Creek under Iowa Avenue. 55 N BRANCH BASIN Aerial mapping done forthe update to the flood plain maps $135,000 EXCAVATION revealed that sedimentation has consumed a portion of the capacity of the facility. This basin is located in Hickory Hill Park. 56 OLYMPIC COURT STORM Storm sewer retrofit to relieve localized flooding from storm $464,000 WATER water runoff. 57 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of $440,000 Sunset, has experienced back yard flooding and drainage problems. 58 SPRUCE STREET (1300-1400 This project is a water main replacement project with $217,350 BLOCK) WATER MAIN respective street and sidewalk replacement. Approximately REPLACEMENT 875 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron pipe. 59 RIVERSIDE DR. & ARTS This will be a joint project with the University of Iowa to $1,000,000 CAMPUS STORM SEWER upgrade the Riverside Drive / Arts Campus storm sewer and lift station to perform better during future floods. 8 - Parks & Recreation 60 RECREATION /AQUATIC As recommended in the Parks and Recreation Master Plan, $16,000,000 CENTER construct a major new Recreation & Aquatic Center, probably in the western part of Iowa City. 61 WATERWORKS PARK BOAT This project is to add a boat ramp to access the Iowa River $250,000 RAMP in the northeast corner of Waterworks Park. Improvements include a boat ramp, boat trailer parking, a boat dock, and an access road. 62 GILBERT STREET/PARK MAINT Addition of an accessible boat access to the Iowa River from $245,000 SHOP BOAT RAMP the parking lot at the Park Maintenance Shop. 63 OFF ROAD BIKE TRAIL Addition of multiuse soft surface trails for family friendly off $123,000 DEVELOPMENT road biking, cross country running/skiing and hiking along river bottom areas. 64 SAND PRAIRIE ENHANCEMENT Take steps to clear, re -seed and perform low impact $273,000 development on the 38 acre sand prairie and adjacent McCollister property acquired in 2004/05. 65 MERCER PARK BALL This project would reconfigure ball diamond #4 at Mercer $374,000 DIAMOND #4 RENOVATION Park to realign the field to a NW orientation. This would include the removal of the existing field, fencing, and spectator areas. 66 SECOND PARKING LOT AT Provides for additional parking on the north side of the $130,000 ASHTON HOUSE Ashton House to support larger events at the facility. 67 LOWER CITY PARK MASTER Implement changes to make the park more resilient to $23,268,522 PLAN IMPROVEMENTS flooding. Follows from the 2015 master plan. 68 EAST SIDE SPORTS COMPLEX Build out of a new 73 acre park on the City's east side. The $14,034,794 IMPROVEMENTS park includes expansion of various field sports as well as serves as a neighborhood amenity. Follows from the 2015 master plan. Y�y City of Iowa City Capital Improvement Program Unfunded Projects Name Description Unfunded Amt 69 UPPER CITY PARK POOL The project includes design and construction of aquatic S4.. 500,000 AQUATIC ENHANCEMENTS enhancements to Upper City Park. Includes renovation of $929,000 FACILITY the existing pool and the addition of modern aquatic features 75 FIRE STATION #1 possibly including splash pads, slides and other family - $11,593,000 76 FIRE STATION #5 friendly amenities. $2,898,000 70 MERCER PARK BALL Project would convert existing infield and outfield from $2,154,000 DIAMOND ONE TURF natural materials to synthetic turf. Additional modifications $2,898,000 CONVERSION would include new field and bullpen fencing. 71 TERRY TRUEBLOOD Expansion of the parking areas with addition of 100 parking $225,000 RECREATION AREA PARKING spaces at the Terry Trueblood Recreation Area lodge and EXPANSION lake. 9 - Other Projects 72 BURLINGTON STREET MEDIAN Construct the Burlington Street median from Gilbert Street to $1,973,000 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). 73 CEMETERY COLUMBARIUM Construction of a columbarium. $405,000 74 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000 FACILITY 75 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000 76 FIRE STATION #5 Construction of Fire Station #5 in the South Planning $2,898,000 District. 77 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 78 FLOOD BUYOUTS This project will provide funds for the purchase of houses in $530,000 designated flood hazard buyout areas after FEMA and CDBG buyout programs have ended. 79 RIVERSIDE DRIVE This project includes methane abatement, excavation, and $2,527,000 REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allow for marketing of this property for commercial development. 80 AIRPORT EQUIPMENT Snow removal equipment was previously stored in United $337,500 SHELTER Hangar. Equipment Shelter would provide enclosed storage for equipment. 81 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling $267,700 vehicles to travel to south development area. 82 SOUTH AIRPORT SITE South General Aviation area site development with access $2,125,100 DEVELOPMENT roadway and utilities. 83 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit $302,000 Street Historic District. 84 TRAFFIC SIGNAL PRE- This project will install a city-wide Geographic Information $1,221,000 EMPTION SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary if the Burlington St Median Project is constructed between Madison St and Gilbert St. 85 BURLINGTON STREET DAM Modification of the Burlington Street Dam to address public $6,435,000 safety concerns, improve riverbank stability, improve fish habitat, and create recreational opportunities. TOTAL - UNFUNDED PROJECTS $ 286,338,416 AIN INTERNAL SERVICE FUNDS F Y 2 0 1 9 Equipment Risk Management Information Technology Services Central Services Health Insurance Reserve Dental Insurance Reserve EQUIPMENT FUND The Equipment Fund is an internal service fund created to account for the City's fuel facility, maintenance of the City's vehicle and equipment fleet, and the accumulation of funds for the replacement of vehicles and equipment. During fiscal year 2018, the accounting for the City's non-public safety backup radio system was moved from the Central Services Fund to the Equipment Fund. 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 assigned 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 unassigned 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. AIR Equipment Fund Fund Balance $16,000,000 $14000,000 $12,000,000 $10000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 FY2015 FY2016 FY2017 FY2018 FY2019 .D]esgnated for Equip $7,759,190 $10,483,556 $11,454,012 $11,805,477 $13544,843 ■Unassigned $3,258,949 $1,265,815 $1,711,363 $532,241 $761,354 AIR 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. Also, budgeted in fiscal year 2018 is a transfer of $330,000 of unassigned cash to the Capital Projects Fund for the replacement of the roof at the current Equipment building. Due to these transfers, the Equipment Fund's unassigned fund balance decreases in fiscal year 2018 by $1,179,122. Total fund balance continues to trend upward, however, growing to $14,306,197 in fiscal year 2019, an increase of 15.95% over fiscal year 2018. AIN Equipment (8100 - 8101) Fund Summary ABA 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 9,869,383 $ 11,018,139 $ 11,749,372 $ 13,165,375 $ 12,337,718 S 14,306,197 Revenues: Use Of Money And Property Interest Revenues $ 40,018 $ 41,784 $ 68,973 $ 41,780 $ 68,970 $ 68,970 Intergovernmental Fed Intergovnt Revenue 2,059 - - - - - Disaster Assistance 311 - - - - - Local 28E Agreements 715,489 420,088 449,993 462,097 476,991 486,531 Charges For Fees And Services Refuse Charges 4,684 265 747 270 750 750 Miscellaneous Misc Merchandise Intra -City Charges 5,313,327 5,156,536 5,451,987 5,535,347 5,917,712 6,035,368 Other Misc Revenue 15,407 - 10,089 350 350 350 Other Financial Sources Sale Of Assets 251,838 293,610 118,194 100,000 95,000 95,000 Total Revenues $ 6,343,244 $ 5,912,284 $ 6,099,982 $ 6,139,844 $ 6,559,773 $ 6,686,969 Expenditures: General Fleet Maintenance $ 3,289,701 $ 2,850,107 $ 2,975,022 $ 3,508,586 $ 3,644,572 $ 3,715,334 Non -Public Safety Radio System - - - 33,553 34,925 41,910 Equipment Replacement Reserves 1,904,787 2,330,944 1,708,957 1,995,362 788,597 2,564,116 Sub -Total Expenditures 5,194,488 5,181,051 4,683,979 5,537,501 4,468,094 6,321,360 Transfers Out: Capital Project Fund - - - 1,430,000 123,200 - Sub -Total Transfers Out - - - 1,430,000 123,200 - Total Expenditures & Transfers Out $ 5,194,488 $ 5,181,051 $ 4,683,979 $ 6,967,501 $ 4,591,294 $ 6,321,360 Fund Balance, June 30 $ 11,018,139 $ 11,749,372 $ 13,165,375 $ 12,337,718 $ 14,306,197 $ 14,671,806 Adjusted Fund Balance, June 30 11,018,139 11,749,372 13,165,375 12,337,718 14,306,197 14,671,806 Restricted / Committed /Assigned 7,759,190 10,483,556 11,454,012 11,805,477 13,544,843 13,556,359 Unassigned Balance $ 3,258,949 $ 1,265,815 $ 1,711,363 $ 532,241 $ 761,354 $ 1,115,447 % of Revenues 51% 21% 28% 9% 12% 17% ABA 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 operates as an internal service fund. General Fleet Maintenance 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. Non -Public Safety Radio System The Equipment division manages the non-public safety radio system including the back-up radio tower and radio system maintenance contract. This activity was moved from Central Services in fiscal year 2018. Equipment Replacement Reserve The Equipment Replacement Reserve is an account designated for vehicle/equipment replacement only. A replacement charge is calculated and billed monthly using a formula applied to the total cost to place the new asset in service. Factors in the calculation include initial asset cost, life expectancy, expected salvage value and inflation. Exceptions to this replacement charge are large Fire apparatus and Patrol vehicles as they are budgeted within the respective departments. HIGHLIGHTS Recent Accomplishments: • Removal of old underground fuel storage tanks at Oakland Cemetery • FASTER Fleet System conversion to Munis department numbers Staffing: Upcoming Challenges: • New Public Works facility and wash bay • Planning for future replacement of the Equipment maintenance facility • Increasing the number of alternative fuel vehicles in the fleet AIR FY2017 FY2018 FY2019 Total FTE's 10.75 10.75 10.75 AIR Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: Fleet maintenance has $7,500 budgeted in capital outlay for GPS equipment tracking software. Budgeted fuel expenditures are $433,941 or 47% higher in fiscal year 2018 and $462,191 or 50% higher in the fiscal year 2019 budget compared to the fiscal year 2017 actual expenditures. Equipment replacement reserve capital outlay for expenditures in fiscal year 2019 total $732,000 and $2,496,200 for fiscal year 2020. :i�F] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Maximize Revenue from Surplus Vehicles/Equipment. Promptly Dispose of all Replaced Units. 61C�.SiG111i*W:J1...u-�[INS$WIF&&.7 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Serve Internal Customers Efficiently and Effectively. Maintain City vehicles and equipment cost effectively and respond to internal service requests in a timely manner. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively. Recover costs when applicable and contract with outside vendors when efficient. FY 2013 I FY 2014 FY 2015 FY 2016 I FY 2017 Total Vehicles & Equipment 522 527 534 538 551 Maintained Percent of Repairs Completed in 87.9% 87.6% 86.9% 87.2% 88.1% less than 1 Da Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively. Recover costs when applicable and contract with outside vendors when efficient. :Yds] FY 2013 I FY 2014 FY 2015 FY 2016 I FY 2017 Hours Billed as a Percent of Hours 73% 74% 75.9% 73.3% 71.9% Available Percent of Expenditures Contracted 18% 34% 29.0% 25.7% 27.9% with Outside Vendors :Yds] Activity Summary Activity: General Fleet Maintenance (710510) Fund: Equipment (8100) Division: Equipment Services Department: Public Works 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Disaster Assistance Local 28E Agreements Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Shop Supervisor Equipment Superintendent Mechanic I - Equipment Mechanic 11 - Equipment Mechanic III - Equipment (Day) Mechanic III - Equipment (Eve) Parts/Inventory Clerk - Equip Total Personnel Capital Outlay Furniture replacement Equipment GPS tracking sftware Total Capital Outlay $ 24,208 $ 10,860 $ 19,443 $ 10,860 $ 19,440 $ 19,440 2,059 - - - - - 249 - - - - - 715,489 420,088 449,993 462,097 476,991 486,531 4,684 265 747 270 750 750 111 3,207,465 3,080,244 3,205,248 3,285,887 3,499,354 3,569,341 15,407 - 10,089 350 350 350 1,059 - 468 - - - $ 3,970,731 $ 3,511,457 $ 3,685,989 $ 3,759,464 $ 3,996,885 $ 4,076,412 $ 836,504 $ 881,046 $ 987,798 $ 1,013,395 $ 1,062,028 $ 1,093,889 497,558 580,551 510,762 520,191 546,140 557,063 1,955,639 1,388,510 1,476,463 1,975,000 2,023,904 2,064,382 - - - - 12,500 - $ 3,289,701 $ 2,850,107 $ 2,975,022 $ 3,508,586 $ 3,644,572 $ 3,715,334 2015 2016 2017 2018 2019 - - 0.75 0.75 0.75 1.00 1.00 1.00 1.00 1.00 0.50 0.50 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.50 9.50 10.75 10.00 10.75 2018 2019 $ - $ 5,000 - 7,500 $ - $ 12,500 611 Activity Summary Activity: Non -Public Safety Radio System (710540) Fund: Equipment (8100) Division: Equipment Services Department: Public Works Expenditures: Services S - S - S - $ 33,553 $ 34,925 $ 41,910 Total Expenditures S - S - S - $ 33,553 $ 34,925 $ 41,910 Activitv Sum Division: Equipment Services Department: Public Works Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Miscellaneous Intra -City Charges Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Superintendent Total Personnel Capital Outlay Dump Trucks & Equipment Refuse Trucks Automobiles Other Operating Equipment Trommel Screener Mowers Tractors Other Vans & Trucks Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 15,810 $ 30,924 $ 49,530 $ 30,920 $ 49,530 $ 49,530 62 - - - - - 2,105,862 2,076,292 2,246,738 2,215,907 2,383,433 2,431,102 250,779 293,610 117,726 100,000 95,000 95,000 $ 2,372,513 $ 2,400,826 $ 2,413,994 $ 2,346,827 $ 2,527,963 $ 2,575,632 $ 109,777 $ 48,580 $ 589 $ - $ - $ - 75,771 59,738 55,139 62,801 56,597 67,916 520 175 87 - - - 1,718,719 2,222,451 1,653,141 1,932,561 732,000 2,496,200 $ 1,904,787 $ 2,330,944 $ 1,708,957 $ 1,995,362 $ 788,597 $ 2,564,116 2015 2016 2017 2018 2019 0.75 0.75 - - - 0.50 0.50 - - - 1.25 1.25 - - - :➢YJ 2018 2015 2016 2017 2018 2019 2020 572,050 Actual Actual Actual Revised Budget Projected Revenues: 86,000 165,600 - Miscellaneous 105,600 103,397 - Intra -City Charges S - $ - S - $ 33,553 $ 34,925 $ 34,925 Total Revenues S - $ - S - $ 33,553 $ 34,925 $ 34,925 Expenditures: Services S - S - S - $ 33,553 $ 34,925 $ 41,910 Total Expenditures S - S - S - $ 33,553 $ 34,925 $ 41,910 Activitv Sum Division: Equipment Services Department: Public Works Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Miscellaneous Intra -City Charges Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Equipment Equipment Superintendent Total Personnel Capital Outlay Dump Trucks & Equipment Refuse Trucks Automobiles Other Operating Equipment Trommel Screener Mowers Tractors Other Vans & Trucks Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 15,810 $ 30,924 $ 49,530 $ 30,920 $ 49,530 $ 49,530 62 - - - - - 2,105,862 2,076,292 2,246,738 2,215,907 2,383,433 2,431,102 250,779 293,610 117,726 100,000 95,000 95,000 $ 2,372,513 $ 2,400,826 $ 2,413,994 $ 2,346,827 $ 2,527,963 $ 2,575,632 $ 109,777 $ 48,580 $ 589 $ - $ - $ - 75,771 59,738 55,139 62,801 56,597 67,916 520 175 87 - - - 1,718,719 2,222,451 1,653,141 1,932,561 732,000 2,496,200 $ 1,904,787 $ 2,330,944 $ 1,708,957 $ 1,995,362 $ 788,597 $ 2,564,116 2015 2016 2017 2018 2019 0.75 0.75 - - - 0.50 0.50 - - - 1.25 1.25 - - - :➢YJ 2018 2019 $ 258,200 $ 345,500 572,050 - - 19,400 193,100 86,000 165,600 - 44,300 105,600 103,397 - 595,914 175,500 $ 1,932,561 $ 732,000 111AkyjFilkiFACIAkyjIA►1119111111►1I] The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; workplace accidents, errors and omissions; and natural disasters. During fiscal year 1988, the City established the Loss Reserve Fund, an internal service fund, to account for and finance its uninsured risks of loss. Funds pay annual premiums to the Loss Reserve Fund based on actuarial estimates of the amounts needed to pay prior and current -year claims and to establish a reserve for catastrophic losses. Accumulated monies in the Loss Reserve Fund are available to cover the self-insured retention amounts and any uninsured losses. For the year ending June 30, 2018 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. Nearly 97% of the Risk Management Fund's revenue is from internal service charges to the other funds for annual premiums. The fiscal year 2018 revised fund balance is $3,932,398 million which is 3.39% higher than the fiscal year 2017 ending fund balance. The budgeted ending fund balance for fiscal year 2019 is $4,088,560, which is higher than the 2018 revised fund balance by 3.97%. The fund balance is expected to remain stable or slightly increase over the next two years. 613 Risk Management Reserve (8200) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,152,696 $ 3,298,488 $ 3,414,157 $ 3,803,525 $ 3,932,398 $ 4,088,560 Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Risk Management Loss Reserve Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 12,900 $ 12,096 $ 21,901 $ 12,100 $ 21,900 $ 21,900 1,542,726 1,398,727 1,570,986 1,559,174 1,542,000 1,572,840 25,872 136,189 32,609 29,680 32,590 32,590 - 44 - - - - $ 1,581,498 $ 1,547,056 $ 1,625,495 $ 1,600,954 $ 1,596,490 $ 1,627,330 $ 1,435,706 $ 1,431,387 $ 1,236,127 $ 1,472,081 $ 1,440,328 $ 1,471,239 $ 1,435,706 $ 1,431,387 $ 1,236,127 $ 1,472,081 $ 1,440,328 $ 1,471,239 $ 3,298,488 $ 3,414,157 $ 3,803,525 $ 3,932,398 $ 4,088,560 $ 4,244,652 $ 3,298,488 $ 3,414,157 $ 3,803,525 $ 3,932,398 $ 4,088,560 $ 4,244,652 209% 221% 234% 246% 256% 261% 614 IN1,.1,"1Mle101 ETC] AMIA01Y91i]»:LTIllIIIs] 0111 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 Recent Accomplishments: • Completed Safety Handbook • Implemented written notice template for restricted duty claims • Provided over 517 hours of safety training Staffing: Upcoming Challenges • Complete the City's Crystalline Silica Exposure Control Plan • Add new divisions to the Safety Certification Award Program • Create standard, fillable HTML incident report and forms Staffing Level Change Summary: There are no staffing level changes for fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: There are no major financial changes or updates. :�ti7 FY2017 FY2018 FY2019 Total FTE's 1.80 1.80 1.80 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2019 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2019 budget. Financial Highlights: There are no major financial changes or updates. :�ti7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Protect the resources and assets of the City of Iowa City. Department Objective: Work with City divisions to protect employees from injury and promote accident prevention. Performance Measures: Hours of safety training provided to employees FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 377 593 559 550 517 Injury Rate (percentage of workers injured in a given year) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 7.53% 6.72% 6.33% 5.80% 5.45% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 3.77% 2.90% 2.83% 2.07% 2.45% :Ydi Activity Summary Activity: Risk Management (310600) Fund: Risk Management Reserve (8200) Division: Risk Management Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues: $ 196,233 $ 207,190 $ 205,185 $ 204,682 $ 210,413 $ 216,725 Use Of Money And Property 1,230,437 1,181,154 995,690 1,223,428 1,186,328 1,210,055 Interest Revenues $ 12,900 $ 12,096 $ 21,901 $ 12,100 $ 21,900 $ 21,900 Miscellaneous - - 25,365 - - - Intra -City Charges 1,542,726 1,398,727 1,570,986 1,559,174 1,542,000 1,572,840 Other Misc Revenue 25,872 136,189 32,609 29,680 32,590 32,590 Other Financial Sources 0.25 0.25 0.25 0.25 0.25 Sale Of Assets - 44 - - - - Total Revenues $ 1,581,498 $ 1,547,056 $ 1,625,495 $ 1,600,954 $ 1,596,490 $ 1,627,330 Expenditures Personnel $ 196,233 $ 207,190 $ 205,185 $ 204,682 $ 210,413 $ 216,725 Services 1,230,437 1,181,154 995,690 1,223,428 1,186,328 1,210,055 Supplies 9,036 43,043 9,887 43,971 43,587 44,459 Capital Outlay - - 25,365 - - - Total Expenditures $ 1,435,706 $ 1,431,387 $ 1,236,127 $ 1,472,081 $ 1,440,328 $ 1,471,239 Personnel Services - FTE 2015 2016 2017 2018 2019 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 0.05 0.05 Occ Safety & Tmg Spec 1.00 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 1.80 1.80 :Yell 11►1;1*1Nky,/evi1[1111130a1xy0010MKOICY&AA:,N[a:"11101: 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, computer programming and application support, and Geographical Information System (GIS) administration and support. 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. In 2016, the ITS Fund added a replacement reserve to save and restrict funds for the replacement of computer equipment that costs more than $5,000. The ITS fund has an estimated ending fund balance of $2,592,552 at June 30, 2018. This is an increase of $53,088 or 2.09% from fiscal year 2017. Fund balance is expected to decrease in fiscal year 2019 by $87,059 or 3.36% to $2,505,493. This decrease is primarily due to a transfer of $275,000 to the Capital Projects Fund to purchase a new Asset Management software system. The estimated fund balance restricted for equipment replacement is $438,030 in fiscal year 2018 and $464,530 in fiscal year 2019. :YiP.I Information Technology (8300 - 8302) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 2,551,542 $ 2,530,336 $ 2,516,722 $ 2,539,464 $ 2,592,552 $ 2,505,493 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Information Technology Info Technology Equipment Replacement Police Computer Equipment Replacement Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 11,817 $ 6,848 $ 15,242 $ 6,850 $ 15,240 $ 15,240 1,800 7,441 16,395 7,440 16,400 16,400 1,751,884 1,853,398 2,115,738 2,256,005 2,317,236 2,360,415 - 15 - - - - - 2,745 81 - - - $ 1,765,501 $ 1,870,446 $ 2,147,457 $ 2,270,295 $ 2,348,876 $ 2,392,055 $ 1,543,896 $ 1,592,108 $ 1,559,104 $ 2,047,295 $ 2,029,120 $ 2,077,506 204,511 231,915 65,611 169,912 131,815 138,842 38,300 10,037 - - - - 1,786,707 1,834,059 1,624,715 2,217,207 2,160,935 2,216,348 - 50,000 500,000 - 275,000 - - 50,000 500,000 - 275,000 - $ 1,786,707 $ 1,884,059 $ 2,124,715 $ 2,217,207 $ 2,435,935 $ 2,216,348 $ 2,530,336 $ 2,516,722 $ 2,539,464 $ 2,592,552 $ 2,505,493 $ 2,681,200 534,997 437,378 438,030 464,530 484,004 $ 2,530,336 $ 1,981,725 $ 2,102,086 $ 2,154,522 $ 2,040,963 $ 2,197,197 143% 106% 98% 95% 87% 92% :YiP] I1►1107all AJevill I Is] hi a 1 xd:101Is] 1161CY&A AZIN [a *Y61 U A RA 11010 61 In partnership with our clients, we will increase efficiency and productivity through the effective use of Information Technology. ITS Operations 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 ITS Equipment Replacement Reserve The ITS equipment replacement reserve is an account for funding capital assets valued at $5,000 or more. The funds collected in this account are dedicated to the replacement of the designated item after the funds are collected in full to replace it. Recent Accomplishments: • Implement New Phone System • Expand GIS System Capabilities • Office 2016 Upgrade • Expand Training Opportunities • Microsoft Enterprise Agreement :rza Upcoming Challenges: • Upgrade Munis to 2018 Version • Enhance Mobile Access to City Resources • Enhance Public GIS Resources • Horizon View Expansion • Enhanced Cyber Threat Mitigation Staffing: Staffing Level Change Summary: The ITS division has eliminated a 1.0 FTE Sr. Programmer Analyst position in fiscal year 2019. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The service expenditures for fiscal year 2019 decreased by $76,339 or 17.1 % primarily due to the removal of utility locating services and decreased phone service expenditures with the installation of the new phone systems. 621 FY2017 FY2018 FY2019 Total FTE's 9.80 10.80 9.80 Staffing Level Change Summary: The ITS division has eliminated a 1.0 FTE Sr. Programmer Analyst position in fiscal year 2019. Service Level Change Summary: There are no service level changes included in the fiscal year 2019 budget. Financial Highlights: The service expenditures for fiscal year 2019 decreased by $76,339 or 17.1 % primarily due to the removal of utility locating services and decreased phone service expenditures with the installation of the new phone systems. 621 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote Environmental Sustainability Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization. Department Objective: Control growth of Datacenter Electricity Consumption year over year, and be energy conscious in decisions. Performance Measures: Total number of Kilowatt hours of electricity consumed IChanae tvear/vearl 1 2.7% 1 -4.8% 1 -5.8% 1 1.5% 1 -3.4% 1 Strategic Plan Goal Department Goal: Promote a Strong and Resilient Local Economy Strive for 99.99% (Four -9's standard) uptime for internet services. Department Objective: Internet service is critical for public safety access, email communication, and citizen access to City information on iowa- city.org website at 99.99% (maximum 4.32 minutes downtime per month). Performance Measures: :rra FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Uptime Percentage 99.40% 99.50% 99.92% 99.97% 99.95% :rra Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Enhance Community and Intergovernmental Relations Human Services - Ensure high quality human services programs are available and utilized to guarantee basic human needs so that all residents lead lives of dignity. Collaborate on projects to allow for cost savings and greater utilization of resources. Work with University of Iowa, Iowa City Community School, and private vendors to collaborate on fiber projects. Number of projects the city has collaborated with an outside entity. Number of Iowa City school facilities connected to City backbone fiber cable Ix&q$1[CA EX&141E,EE &gfliiImEX&141UnEyf14ZrA 623 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 New New New Projects 25 17 Measure Measure Measure Number of Iowa City school facilities connected to City backbone fiber cable Ix&q$1[CA EX&141E,EE &gfliiImEX&141UnEyf14ZrA 623 Activity Summary Activity: Information Technology (310500) Fund: Information Technology (8300) Division: Information Technology Department: Finance Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Purchasing I.T.S. Coordinator GIS Coordinator Operations Clerk - I.T.S. Solutions Architect Application Specialist Sr Programmer/Analyst Data Base Administrator Sr Systems Engineer Systems Engineer Voice/Data Network Analyst P.C. Technician Total Personnel Capital Outlay Fiber Optic Cable/Ductwork Data Communication Equipment Software Licenses/Upgrades Server Hardware/Upgrades Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Proiecl $ 11,817 $ 6,848 $ 15,242 $ 6,850 $ 15,240 $ 15,240 1,800 7,441 16,395 7,440 16,400 16,400 1,217,460 1,291,232 1,993,266 2,085,441 2,158,921 2,202,099 - 15 - - $ 1,231,077 $ 1,305,535 $ 2,024,903 $ 2,099,731 $ 2,190,561 S 2,233,739 $ 1,003,786 $ 1,016,087 $ 933,600 $ 1,072,179 $ 1,130,291 $ 1,164,200 406,406 547,954 313,205 447,073 370,734 378,149 42,221 28,066 201,564 353,043 353,095 360,157 91,483 - 110,735 175,000 175,000 175,000 $ 1,543,896 $ 1,592,108 $ 1,559,104 $ 2,047,295 $ 2,029,120 $ 2,077,506 2015 2016 2017 2018 2019 0.06 0.06 - - - 1.00 1.00 1.00 1.00 1.00 - - 1.00 1.00 1.00 0.80 0.80 0.80 0.80 0.80 - - - 1.00 1.00 - - - - 1.00 2.00 2.00 2.00 2.00 - 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.86 9.86 9.80 10.80 9.80 624 2018 2019 $ 100,000 $ 100,000 25,000 25,000 25,000 25,000 25,000 25,000 $ 175,000 $ 175,000 Activity Summary Activity: Information Technology Equipment Replacement (310581) Fund: Information Technology (8301) Division: Information Technology Department: Finance Expenditures Services $ 3,835 $ 3,406 $ 94 $ - $ - $ - Supplies 100,614 63,513 - - - - CapitalOutlay 100,062 164,996 65,517 169,912 131,815 138,842 Total Expenditures $ 204,511 $ 231,915 $ 65,611 $ 169,912 $ 131,815 $ 138,842 Capital Outlay 2015 2016 2017 2018 2019 2020 7,645 Actual Actual Actual Revised Budget Projected Revenues: Intra -City Charges $ 438,699 $ 460,904 $ 122,472 $ 170,564 $ 158,315 $ 158,315 Other Financial Sources Sale Of Assets - 2,745 81 - - - Total Revenues $ 438,699 $ 463,649 $ 122,554 $ 170,564 $ 158,315 $ 158,315 Expenditures Services $ 3,835 $ 3,406 $ 94 $ - $ - $ - Supplies 100,614 63,513 - - - - CapitalOutlay 100,062 164,996 65,517 169,912 131,815 138,842 Total Expenditures $ 204,511 $ 231,915 $ 65,611 $ 169,912 $ 131,815 $ 138,842 Capital Outlay 2018 2019 File Servers $ 115,717 $ - Printers 7,645 8,720 Other Hardware 46,550 123,095 Total Capital Outlay $ 169,912 $ 131,815 :Yb7 Activity Summary Activity: Police Computer Equipment Replacement (310585) Fund: Information Technology (8302) Division: Information Technology Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Revenues: Intra -City Charges $ 95,725 $ 101,262 $ - $ - $ - $ - Total Revenues $ 95,725 $ 101,262 $ - $ - $ - $ - Expenditures Services $ 573 $ - $ - $ - $ - $ - Supplies 17,435 10,037 - - - Capital Outlay 20,292 - - - - - Total Expenditures $ 38,300 $ 10,037 $ - $ - $ - $ - :rz:1 y�►��ITA WANVfd4y1U►1I] 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. • During fiscal year 2018, the accounting for the City's non-public safety backup radio system was moved from the Central Services Fund to the Equipment Fund. 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. Total fiscal year 2019 budgeted revenue is $213,912, and internal service fund charges make up 98% of the fund's revenue. Budgeted revenue in fiscal year 2019 is an increase of 3.87% from fiscal year 2018 budgeted revenue of $205,948, but a 13% decrease from fiscal year 2017 actual revenue. The decrease in revenue since fiscal year 2017 is due to moving the non-public backup radio system activity to the Equipment Fund. The Central Services fund has an estimated ending fiscal year 2018 fund balance of $585,437. This was a decrease of 17.36% from fiscal year 2017. This decrease is primarily due to a transfer of $100,000 to the Capital Projects Fund for a new non-public safety backup radio tower. The fiscal year 2019 estimated ending fund balance is $605,962 which is an increase of 3.51 % from fiscal year 2018. :rr� Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Central Services Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Central Services (8400) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 715,872 $ 658,527 $ 667,695 $ 708,449 $ 585,437 $ 605,962 $ 2,416 $ 2,286 $ 3,818 $ 2,290 $ 3,820 $ 3,820 6 10 - - - - 248,406 239,084 237,716 201,788 209,802 213,998 451 1,695 119 1,690 120 120 222 183 165 180 170 170 9 $ 251,501 $ 243,265 $ 241,819 $ 205,948 $ 213,912 $ 218,108 $ 308,846 $ 234,097 $ 201,065 $ 228,960 $ 193,387 $ 209,032 $ 308,846 $ 234,097 $ 201,065 $ 228,960 $ 193,387 $ 209,032 - - 100,000 - - - - 100,000 - - $ 308,846 $ 234,097 $ 201,065 $ 328,960 $ 193,387 $ 209,032 $ 658,527 $ 667,695 $ 708,449 $ 585,437 $ 605,962 $ 615,038 $ 658,527 $ 667,695 $ 708,449 $ 585,437 $ 605,962 $ 615,038 262% 274% 293% 284% 283% 282% :YOB CdA►11101MINAN7/[y*111111»NA1[11111]► 1.1 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 136,000 pieces of outgoing City Mail. • Sorted and distributed over 100,000 pieces of incoming City Mail. • Distributed and sorted incoming 1866 UPS packages. • Processed outgoing 72 UPS Packages. Staffing: Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2019 budget. Financial Highlights: In fiscal year 2019, the Central Services division has budgeted $30,000 for the replacement of copy machines. :rte: FY2016 FY2017 FY2018 Total FTE's 0.50 0.50 0.50 Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2019 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2019 budget. Financial Highlights: In fiscal year 2019, the Central Services division has budgeted $30,000 for the replacement of copy machines. :rte: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To provide quality service to City departments, protect the City's legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of fair and open competition. Department Objective: Minimizing the environmental impact by providing a means to reuse our current equipment and furniture. Providing assistance to City employees with the transfer and disposal of surplus equipment through the transfer to other City Departments, on-line bidding, the sale or transfer to other government agencies, or through donation or sale to non-profit organizations. Minimizing the environmental impact through the migration of paper documents to scanned documents. Performance Measures: Surplus Equipment Sold iyf'��ZK7■yf'��ZC!■yf'��Z6�■yf��S[�■yf��ZYI I91@111711WIMMell6fflie II[96ne r ESrc�c�b7ESrfCyz!E�IcYliur■E3cbRl.Y1.7EViz:�l�r■ Migration of Paper Copies to Scanned Copies * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed FY 2013 1 FY 2014* 1 FY 2015 1 FY 2016 1 FY 2017 Paper Copies New 1,182,342 1,128,606 968,753 1,128,003 Quantity of Standard Letters Measure 71,340 145,874 185,269 136,315 Scanned Copies New 169,578 342,751 308,445 211,482 Cost Savings Using City Mail Measure $713.40 $1,305.27 $926.35 $2,055.60 * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed * Quantities and cost savings figures from February 2014 through July 2014 **Cost savings for FY16 was 1/2 cent per piece of standard mail ***Cost savings for FY17 until January was 1/2 cent, January through June 2017 cost savings was 3 cents. :xia FY 2013 1 FY 2014* FY 2015 FY 2016 1 FY 2077*"* New Quantity of Standard Letters 71,340 145,874 185,269 136,315 Measure Cost Savings Using City Mail New $713.40 $1,305.27 $926.35 $2,055.60 Machine vs. Standard Mail ** Measure * Quantities and cost savings figures from February 2014 through July 2014 **Cost savings for FY16 was 1/2 cent per piece of standard mail ***Cost savings for FY17 until January was 1/2 cent, January through June 2017 cost savings was 3 cents. :xia Activity Summary Activity: Central Services (310300) Fund: Central Services (8400) Division: Purchasing Department: Finance Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Purchasing Clerk Total Personnel Capital Outlay Copiers Total Capital Outlay 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected $ 2,416 $ 2,286 $ 3,818 $ 2,290 $ 3,820 $ 3,820 6 10 - - - - 248,406 239,084 237,716 201,788 209,802 213,998 451 1,695 119 1,690 120 120 222 183 165 180 170 170 9 $ 251,501 $ 243,265 $ 241,819 $ 205,948 $ 213,912 $ 218,108 $ 36,512 $ 35,629 $ 35,616 $ 36,864 $ 37,706 $ 38,837 151,878 173,563 150,439 142,025 123,992 126,472 1,824 1,196 1,655 2,071 1,689 1,723 118,632 23,710 13,354 48,000 30,000 42,000 $ 308,846 $ 234,097 $ 201,065 $ 228,960 $ 193,387 $ 209,032 2015 2016 2017 2018 2019 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 631 2018 2019 $ 48,000 $ 30,000 $ 48,000 $ 30,000 ia:0111111111r:1h1Rill ZU01[a4N*IAUWA 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 increased by 2.58%. In fiscal year 2019, premiums are budgeted to increase by 5.0%. Increases in employee contributions have been negotiated as shown in the following table: Health Insurance Plan: FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 Single Deductible $ 350 $ 500 $ 600 $ 600 $ 650 $ 675 Family Deductible 450 700 800 800 850 900 Single Out -0f -Pocket Max 840 900 1,000 1,000 1,000 1,100 Family Out -0f -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 plans are eligible for re -negotiation in FY2020 The fiscal year 2018 ending fund balance is estimated at $11,226,261. This is an increase of $405,066 or 3.74% from the revised fiscal year 2017 ending fund balance of $10,821,195. For fiscal year 2019, the fund balance is expected to increase to $11,545,304 which is an increase of $319,043 or 2.84%. Restricted/assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2017 was $4,844,311. :xra Health Insurance Reserve (8500) Fund Summary 633 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 10,396,661 $ 10,620,338 $ 9,902,794 $ 10,821,195 $ 77,226,261 $ 11,545,304 Revenues: Use Of Money And Property Interest Revenues $ 39,282 $ 33,206 $ 51,443 $ 33,210 $ 51,440 $ 51,440 Charges For Fees And Services Misc Charges For Services 532,146 527,620 528,085 591,765 528,080 554,484 Miscellaneous Intra -City Charges 6,937,376 6,656,381 7,557,416 8,121,446 8,727,446 8,527,518 Other Misc Revenue - 6 - - - - Total Revenues $ 7,508,804 $ 7,217,213 $ 8,136,943 $ 8,746,421 $ 8,700,966 $ 9,133,442 Expenditures: Health Insurance Reserve $ 7,285,127 $ 7,934,757 $ 7,218,542 $ 8,341,355 $ 8,381,923 $ 8,798,869 Total Expenditures $ 7,285,127 $ 7,934,757 $ 7,218,542 $ 8,341,355 $ 8,381,923 $ 8,798,869 Fund Balance, June 30 $ 10,620,338 $ 9,902,794 $ 10,821,195 $ 11,226,261 $ 11,545,304 $ 11,879,878 Restricted / Committed /Assigned 3,969,641 4,282,539 4,844,311 4,844,311 5,086,527 5,340,853 Unassigned Balance $ 6,650,697 $ 5,620,255 $ 5,976,884 $ 6,381,950 $ 6,458,778 $ 6,539,025 % of Revenues 89% 78% 73% 73% 74% 72% 633 Activity Summary Activity: Health Insurance Reserves (310750) Fund: Health Insurance Reserve (8500) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Services Supplies Total Expenditures $ 39,282 $ 33,206 $ 51,443 $ 33,210 $ 51,440 $ 51,440 532,146 527,620 528,085 591,765 528,080 554,484 6,937,376 6,656,381 7,557,416 8,121,446 8,121,446 8,527,518 6 $ 7,508,804 $ 7,217,213 $ 8,136,943 $ 8,746,421 $ 8,700,966 $ 9,133,442 $ 7,285,127 $ 7,934,757 $ 7,216,533 $ 8,341,355 $ 8,379,875 $ 8,798,869 - - 2,009 - 2,048 - $ 7,285,127 $ 7,934,757 $ 7,218,542 $ 8,341,355 $ 8,381,923 $ 8,798,869 634 U]:101111IM010Pill :UkiMAall *y:1NV/0 The City provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. For non-union and AFSCME employees, the covered benefits increased from $1,000 to $1,500 per eligible member in fiscal year 2017. For police union and fire union employees, covered benefits are $500 per eligible member. The Dental Insurance Reserve's fund balance at the end of fiscal year 2018 is expected to be $144,636 or $2,712 lower than the fiscal year 2017 ending fund balance. This is a decrease of 1.84% percent. Fund balance is expected to increase in fiscal year 2019 to $159,524, which is an increase of $14,888 or 10.29%. :x�.7 Dental Insurance Reserve (8600) Fund Summary 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 134,805 $ 142,803 $ 137,107 $ 147,348 $ 144,636 $ 159,524 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Dental Insurance Reserves Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 553 $ 473 $ 848 $ 470 $ 850 $ 850 27,372 24,501 23,352 27,372 26,986 26,986 334,391 339,391 360,042 368,832 396,494 408,389 $ 362,316 $ 364,364 $ 384,243 $ 396,674 $ 424,330 $ 436,225 $ 354,318 $ 370,061 $ 374,002 $ 399,386 $ 409,442 $ 421,725 $ 354,318 $ 370,061 $ 374,002 $ 399,386 $ 409,442 $ 421,725 $ 142,803 $ 137,107 $ 147,348 $ 144,636 $ 159,524 $ 174,024 $ 142,803 $ 137,107 $ 147,348 $ 144,636 $ 159,524 $ 174,024 39% 38% 38% 36% 38% 40% :xf:1 Activity Summary Activity: Dental Insurance Reserves (310760) Fund: Dental Insurance Reserve (8600) Division: Finance Administration Department: Finance 2015 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budaet Projected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Total Expenditures $ 553 $ 473 $ 848 $ 470 $ 850 $ 850 27,372 24,501 23,352 27,372 26,986 26,986 334,391 339,391 360,042 368,832 396,494 408,389 $ 362,316 $ 364,364 $ 384,243 $ 396,674 $ 424,330 $ 436,225 $ 354,318 $ 370,061 $ 374,002 $ 399,386 $ 409,442 $ 421,725 $ 354,318 $ 370,061 $ 374,002 $ 399,386 $ 409,442 $ 421,725 :ir�l 0 4 4 0 Wei a "$A LWIN m U'ESCO, CITY OF LITERATURE F Y 2 O 1 9 STATISTICS US Census Data Revenue Comparisons Property Tax Levies Property Tax Valuations Principal: Taxpayers Employers Sewer Customers Water Customers Operating Indicators STAR Outcomes Department Statistics: Police Fire Library Senior Center Transportation Neighborhood Services Services & Development US Census Data Asian alone, percent, April 1, 2010 (a) Iowa Johnson 1.7% Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a) Z Z Iowa Two or More Races, percent, April 1, 2010 City County 1.8% Population 5.3% 4.7% 5.0% Population estimates, July 1, 2016, V2016 74,398 146,547 3,134,693 Population, percent change -April 1, 2010 (estimates base) to July 1, 2016, (V2016) 9.5°h 12.0% 2.9% Population, Census, April 1. 2010 67.862 130.882 1 3.046.355 Asian alone, percent, April 1, 2010 (a) 6.9%1 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 ears+, 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%1 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 1.156 14.707 This geographic level of pwerly and health estimates are not cpm parable to other geographic levels of these estimates. Some estimates presented here come from sample data, and thus have sampling errors that may render some appeal differences between geographies statistically indistinguishable. The vintage year (e g., V2015) refers to the final year of the series (2010 thin 2015). Different vintage Was of estimates are not comparable. (a) Includes persons reporting only one race (b) Hispanics in ay 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 641 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 FY18 Tax Rate Rank FY18/FY17 % Chan e Council Bluffs 17.907 1 0.89% Waterloo 17.600 2 -0.03% Des Moines 17.040 3 0.71% Davenport 16.780 4 0.00% Iowa City 16.333 5 -1.51% Sioux City 15.771 6 -1.84% Cedar Rapids 15.216 7 0.00% Coralville 13.528 8 0.00% West Des Moines 12.000 9 0.00% Dubuque 10.892 10 -2.46% North Liberty 11.033 11 0.00% Ames 10.376 12 0.03% FY2018 Estimated General Fund Revenue FY2018 Adopted Budget City Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank West Des Moines $57,080,150 $10,217,978 $10,000 $67,308,128 $1,189.00 1 Dubuque $55,905,864 $11,186,791 $50,776 $67,143,431 $1,164.94 2 Coralville $16,163,2991 $4,486,000 $0 $20,649,2991 $1,092.15 3 Cedar Rapids $95,368,644 $33,857,509 $175,000 $129,401,153 $1,024.34 4 Council Bluffs $46,452,922 $16,501,583 $45,000 $62,999,505 $1,012.37 5 North Liberty $10,033,031 $2,797,182 $0 $12,830,213 $959.34 6 Iowa City $49,463,847 $10,680,948 $1,806,508 $61,951,303 $912.90 7 Sioux City $47,174,162 $23,892,459 $54,902 $71,121,523 $860.16 8 Des Moines $132,591,357 $35,010,380 $2,040 $167,603,777 $823.88 9 Waterloo $45,785,889 $6,874,353 $255,000 $52,915,242 $773.55 10 Davenport $54,551,442 $21,747,463 $0 $76,298,905 $765.40 11 Ames $26,657,594 $9,248,129 $750 $35,906,473 $608.95 12 *Per Capita calculations used 2010 US Census data Yra Hotel/Motel Tax Revenues FY2017 Receipts city- Effective Date Receipts Des Moines 4/1/1979 $5,944,042 West Des Moines 4/1/1979 $4,142,183 Cedar Rapids 4/1/1979 $3,712,345 Coralville 7/1/1983 $2,911,311 Davenport 4/1/1981 $2,882,153 Council Bluffs 4/1/1979 $2,679,842 Ames 4/1/1988 $2,437,096 Dubuque 4/1/1979 $2,239,763 Sioux City 4/1/1979 $2,219,592 Waterloo 4/1/1981 $1,239,345 Iowa City 4/1/1983 $1,136,712 North Liberty 7/1/2008 $80,593 `All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue Utility Franchise Tax Rates (as of July 1, 2016) CitV 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% 643 Utility Rates (Residential Monthly Billing - July 1, 2017) city Water Sewer Waste Storm Total Rank North Liberty* $47.02 $57.02 $10.35 $2.00 $116.39 1 Davenport $49.04 $49.80 $12.27 $2.64 $113.75 2 Des Moines $29.31 $45.92 $13.00 $12.07 $100.30 3 Ames* $28.18 $32.63 $26.25 $4.95 $92.01 4 Dubuque $29.11 $39.12 $15.11 $7.27 $90.61 5 Sioux City $35.80 $35.61 $16.30 $2.80 $90.51 6 Iowa City** $30.17 $36.08 $17.10 $4.50 $87.85 7 West Des Moines $33.04 $38.20 $10.55 $4.25 $86.04 8 Cedar Rapids $28.20 $26.21 $21.55 $5.57 $81.53 9 Coralville $19.60 $35.70 $17.17 $3.00 $75.47 10 Council Bluffs $28.75 $22.88 $18.00 $0.00 $69.63 11 Waterloo $18.15 $25.75 $12.00 $2.75 $58.65 12 * Ames and North Liberty trash collection provided by private contractors **Average rate is $88.56/difference of $0.71 644 Property Tax Levies Property Tax History - All Direct and Overlapping Governments (per $1,000 assessed valuation) Collection Year Iowa City Community School District Johnson County' Kirkwood Community College State of Iowa City of Iowa City Total Iowa City Percentage of Total Residential Rollback /o 2007-08 13.852 6.823 0.855 0.004 17297 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 17269 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 55.7335 2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 55.6259 2017-18 13.959 7.179 1.132 0.003 16.333 38.606 42.3 56.9391 `Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor :L67 Property Tax Valuations Last Ten Fiscal Years Assessed Valuation Residential rollback Tax Collection Year: 56.9391% 55.6259% 55.7335% Agricultural rollback FY2019 FY2018 FY2017 FY2016 Residential $ 4,255,597,838 $ 4,001,761,478 $ 3,882,757,454 $ 3,603,743,609 Agricultural (taxed at Ag rate) 2,625,810 3,425,692 3,720,671 3,553,520 Multi -Residential 471,420,082 411,460,472 410,426,868 - Commercial 915,964,068 821,949,555 805,734,128 1,129,397,979 Industrial 71,553,904 72,635,554 73,206,895 74,399,739 Railroads 3,549,414 3,984,932 4,096,577 4,015,580 Utilities wout Gas & Electric 7,099,293 6,734,894 7,375,066 8,239,789 Gross valuation 5,727,810,409 5,321,952,577 5,187,317,659 4,823,350,216 Less: Military exemption 2,579,836 2,635,396 2,727,994 2,828,002 Net valuation 5,725,230,573 5,319,317,181 5,184,589,665 4,820,522,214 Incremental value 85,379,369 80,559,947 72,650,838 42,307,287 Gas and Electric Utilities 97,050,716 94,582,279 92,987,351 87,728,294 Total Assessed valuation $ 5,907,660,658 $ 5,494,459,407 $ 5,350,227,854 $ 4,950,557,795 Percent change 7.520% 2.696% 8.073% 2.567% Taxable Valuation 41,797,475 41,702,196 44,986,783 46,785,426 Total Taxable Valuation Tax Collection Year: $ 3,542,852,278 $ 3,421,386,133 $ 3,182,641,961 Percent change FY2019 FY2018 FY2017 FY2016 Assessment Limitation: Residential rollback 55.6209% 56.9391% 55.6259% 55.7335% Agricultural rollback 54.4480% 47.4996% 46.1068% 44.7021% Multi -Residential rollback 78.75% 82.50% 86.25% NA Commercial and Railroad rollback 90.0% 90.0% 90.0% 90.0% Industrial rollback 90.0% 90.0% 90.0% 90.0% Residential $ 2,356,529,643 $ 2,274,451,551 $ 2,155,033,296 $ 2,008,493,138 Agricultural (taxed at Ag rate) 1,429,547 1,618,090 1,706,955 1,588,496 Multi -Residential 368,969,925 337,946,106 353,335,857 - Commercial 819,505,276 734,200,396 720,036,878 1,016,458,199 Industrial 64,152,540 64,688,055 65,301,535 66,959,765 Railroads 3,194,473 3,586,439 3,686,919 3,614,022 Utilities wout Gas & Electric 7,099,293 6,734,894 7,375,066 8,239,789 Gross valuation 3,620,880,697 3,423,225,531 3,306,476,506 3,105,353,409 Less: Military exemption 2,579,836 2,635,396 2,727,994 2,828,002 Net valuation 3,618,300,861 3,420,590,135 3,303,748,512 3,102,525,407 Incremental value 85,379,369 80,559,947 72,650,838 33,331,128 Gas and Electric Utilities 41,797,475 41,702,196 44,986,783 46,785,426 Total Taxable Valuation $ 3,745,477,705 $ 3,542,852,278 $ 3,421,386,133 $ 3,182,641,961 Percent change 5.719% 3.550% 7.501% 1.462% Total Direct Tax Rate City of Iowa City $ 16.183 $ 16.333 $ 16.583 $ 16.651 :L[d FY2015 FY2014 FY2013 FY2012 FY2011 FY2010 $ 3,488,112,611 $ 3,367,051,717 $ 3,284,249,136 $ 3,182,636,485 $ 3,122,874,615 $ 3,065,278,624 3,680,920 2,655,640 2,516,440 2,263,884 2,314,823 1,499,347 1,144,437,631 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 80,153,614 72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 3,827,506 3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 9,599,528 10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 4,729,811,810 4,570,164,403 4,523,373,850 4,416,656,427 4,348,493,490 4,200,596,293 2,939,122 3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 4,726,872,688 4,567,104,901 4,520,277,308 4,413,493,211 4,345,254,344 4,197,271,955 21,131,574 14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 78,642,915 87,100,183 83,538,109 81,240,051 79,196,417 61,065,832 $ 4,826,647,177 $ 4,668,318,992 $ 4,615,527,744 $ 4,520,142,100 $ 4,449,859,602 $ 4,376,150,525 3.392% 1.144% 2.110% 1.579% 1.684% 2.639% FY2015 FY2014 FY2013 FY2012 FY2011 FY2010 54.4002% 52.8166% 50.7518% 48.5299% 46.9094% 45.5893% 43.3997% 59.9334% 57.5411% 69.0152% 66.2715% 93.8568% NA NA NA NA NA NA 95.0% NA NA NA NA NA 95.0% NA NA NA NA NA $ 1,894,079,854 $ 1,776,096,066 $ 1,666,036,081 $ 1,544,260,536 $ 1,464,643,790 $ 1,384,088,145 1,597,501 1,591,636 1,447,988 1,562,422 1,534,056 1,407,234 1,086,556,293 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 1,055,126,085 76,128,877 72,834,630 73,400,730 73,044,725 72,283,702 67,288,971 3,636,130 3,205,451 2,619,932 1,799,383 1,593,188 2,098,465 9,599,528 10,816,940 11,051,685 10,729,898 9,491,730 9,304,801 3,071,598,183 2,978,144,748 2,904,092,343 2,777,579,016 2,689,481,898 2,519,313,701 2,939,122 3,059,502 3,096,542 3,163,216 3,239,146 3,324,338 3,068,659,061 2,975,085,246 2,900,995,801 2,774,415,800 2,686,242,752 2,515,989,363 21,131,574 14,113,908 11,712,327 25,408,838 25,408,841 117,812,738 47,004,994 46,813,214 47,404,050 48,337,968 46,333,208 45,156,750 $ 3,136,795,629 $ 3,036,012,368 $ 2,960,112,178 $ 2,848,162,606 $ 2,757,984,801 $ 2,678,958,851 3.320% 2.564% 3.931% 3.270% 2.950% 4.371% $ 16.705 $ 16.805 $ 17.269 $ 17.842 $ 17.757 $ 17.853 :Ll1 PRINCIPAL TAXPAYERS 2017 and Nine Years Ago (2008) (amounts expressed in thousands) Sources: 'City of Iowa City Assessor's Office -Annual Report :L[7 2008 2017 % of Total % of Tota I Taxable Taxable Taxable Taxable Ten Iaraest taxpavers' Valuation Rank Valuation Valuation Rank Valuation ACT Inc. (formerly American College Testing Program) $ 34,535 2 1.42 % $ 47,791 1 1.40 % Mid -American Energy Company 44,496 1 1.83 31,555 2 0.92 Ann Gerdin Truse (formerly Russell Gerdin) - - N/A 22,836 3 0.67 Midwestone Bank - - N/A 21,066 4 0.62 Dealer Properties IC LLC (Billion Auto) - - N/A 18,889 5 0.55 Proctor& Gamble LLC 11,985 10 0.49 16,459 6 0.48 BBCS Hawkeye Housing LLC - - N/A 15,328 7 0.45 Vesper Iowa City LLC - - N/A 14,358 8 0.42 Alpla Inc - - N/A 13,949 9 0.41 National Computer Systems (Pearson) 16,227 5 0.67 12,815 10 0.37 Jame A and Lorretta Clark 28,506 3 1.17 - - N/A Kobrin Development Company Inc (Southgate Development Company) 19,267 4 0.79 - - N/A Plaza Towers LLC 15,300 6 0.63 - - N/A MEHSM LC (Sycamore Mall) 15,011 7 0.62 - - N/A United Natural Foods 13,059 9 0.54 - - N/A Russell Gerdin 14,611 8 0.60 - - N/A Total $ 212,997 8.76 % $ 215,046 6.29 % Sources: 'City of Iowa City Assessor's Office -Annual Report :L[7 PRINCIPAL EMPLOYERS 2017 and Nine Years Ago (2008) Sources: Iowa City Area Development Group :L9] 2008 2017 Employers Employees Rank Percentage Employees Rank Percentage University of Iowa 28,236 1 31.3 % 30,110 1 29.1 % Veterans Administration Medical Center 1,351 5 1.5 2,300 2 2.2 Iowa City Community School District 1,700 2 1.9 1,844 3 1.8 Mercy Hospital 1,383 4 1.5 1,347 4 1.3 ACT Inc. (formerly American College Testing Program) 1,646 3 1.8 1,244 5 1.2 Hy -Vee 1,166 6 1.3 1,222 6 1.2 NCS Pearson 982 7 1.1 1,150 7 1.1 Proctor & Gamble 664 10 0.7 1,130 8 1.1 City of Iowa City - N/A 942 9 0.9 Johnson County - N/A 544 10 0.5 System Unlimited 681 9 0.8 - N/A International Automotive Components (formerly Lear Corp) 750 8 0.8 - N/A 38,559 42.7 % 41,833 40.4 Total Employees 90,300 103,400 Sources: Iowa City Area Development Group :L9] Customer Name University of Iowa Proctor & Gamble Iowa City Landfill Division Veterans Administration Medical Center Mercy Hospital Mark IV Apartments Campus Apartments University of Iowa/ Mayflower Apartments Oaknoll Retirement Residence RBD Iowa City LLC Dolphin Lake Point (Rus Properties Mngmt) Roberts Dairy Total Sewer System Charges PRINCIPAL SEWER SYSTEM CUSTOMERS 2017 and Nine Years Ago (2008) 2008 2017 Charges Rank Percentage Charges Rank Percentage $ 2,017,440 1 16.51 % $ 1,860,993 1 15.00 % 1,131,315 2 9.26 1,086,165 2 8.76 106,445 7 0.87 159,650 3 1.29 110,306 5 0.90 135,049 4 1.09 118,333 4 0.97 104,653 5 0.84 66,229 10 0.54 91,500 6 0.74 85,198 8 0.70 76,669 7 0.62 71,611 9 0.59 68,568 8 0.55 - N/A 55,788 9 0.45 - N/A 53,955 10 0.43 110,129 6 0.90 - - N/A 160,445 3 1.31 - - N/A $ 3,977,451 32.55 % $ 3,692,990 29.77 % $ 12,221,769 $ 12,404,360 Sources: City of Iowa City Revenue Department :i.Y�] Customer Name Proctor & Gamble Veterans Administration Medical Center Mark IV Apts Campus Apartments Mercy Hospital University of Iowa/ Mayflower Apartments Oaknoll Retirement Residence Seville Apartments Iowa City Community School District RBD Iowa City LLC Dolphin Lake Point (Rus Properties Mngmt) Roberts Dairy ACT Lear Corp Sheraton Inn/Holiday Inn Total Water System Charges PRINCIPAL WATER SYSTEM CUSTOMERS 2017 and Nine Years Ago (2008) rrr: 2017 Charges Rank Percentage Charges Rank Percentage $ 630,949 1 7.91 % $ 768,168 1 8.39 % 98,229 2 1.23 115,589 2 1.26 - - N/A 69,603 3 0.76 65,318 5 0.82 65,672 4 0.72 72,710 3 0.91 65,422 5 0.71 42,709 8 0.54 43,148 6 0.47 - - N/A 39,154 7 0.43 - - N/A 37,563 8 0.41 - - N/A 35,999 9 0.39 - - N/A 33,165 10 0.36 67,054 4 0.84 - - N/A 63,503 6 0.80 - - N/A 50,923 7 0.64 38,531 9 0.48 - - N/A 34,970 10 0.44 - - N/A $ 1,164,896 14.61 % $ 1,273,483 13.90 % $ 7,976,536 $ 9,156,005 Sources: City of Iowa City Revenue Division 651 OPERATING INDICATORS BY FUNCTION Last Ten Fiscal Years (FY 2008th rough FY 2017) 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Public Safety Police' Physical arrests 6,434 6,486 5,983 6,590 5,911 4,468 6,192 5,595 5,465 4,000 Traffic Violations 5,827 4,460 4,446 3,403 3,761 2,499 3,718 3,356 2,989 2,387 Fire' Number of calls answered 4,257 4,152 4,472 4,635 5,173 4,713 5,828 6,016 6,974 6,044 Inspections conducted 1,712 1,959 2,145 1,806 1,970 1,431 2,032 1,903 2,459 966 Parking Parking Violations 147,673 126,050 118,717 109,553 96,117 88,909 60,680 65,196 57,549 62,930 Wastewater Treatment Daily average treatment in million gallons 12.81 12.34 12.86 10.37 8.28 9.84 10.02 9.76 10.48 8.00 Maximum daily capacity of plant in million gallons 41.0 41.0 41.1 41.1 41.1 41.1 41.1 43.3 43.3 43.3 Number of sewer system customers 22,909 23,161 23,344 23,527 23,529 24,059 24,389 24,533 25,085 25,485 Water Daily average consumption in million gallons 5.48 5.51 5.48 5.51 5.49 5.54 5.64 5.33 5.32 5.50 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 23,097 23,391 23,657 23,875 24,086 24,442 24,790 23,089 23,638 24,025 Commercial 1,465 1,494 1,481 1,498 1,489 1,491 1,491 1,409 1,415 1,425 Industrial 14 15 15 15 15 15 15 14 14 14 Other 138 144 153 156 200 204 202 135 131 134 Total Customers 24,714 25,044 25,306 25,544 25,790 26,152 26,498 24,647 25,198 25,598 Sanitation Number of Customers 14,574 14,700 14,831 14,926 15,030 15,177 15,331 14,811 15,620 15,917 Tonnage 8,834 8,747 8,869 8,969 8,935 8,956 9,160 9,210 9,476 9,623 Landfill Tonnage 132,760 140,810 150,369 147,265 148,953 111,445 115,624 123,692 126,875 137,025 Sources: various city divisions Notes 1 Numbem are based on a calendar year and 2017 figures are compiled through 10/15/17. 2Numben arebased on a calendar year and 2017 figures are compiled through 11/17/17. :i.9J STAR Outcomes Leading Community Indicators 2017 reporting * Data for Iowa City Community, most recent available year reported to STAR July 2017 653 INDICATOR PERFORMANCE 1 Drinking Water Quality Zero EPA violations for total coliform, turbidity, or water pathogen levels. 2 Safe Wastewater Management 2 EPA violations at treatment plant, 2 violations at regulated dischargers. 3 Housing and Transportation Costs Average percentage of income spent on housing and o transportation costs for regional typical households 47/0 4 Transportation Mode Split Commuterso 57.2% drive -alone, 8.9% carpool; 9.9% transit, 15.6% walk, 3.7% bike, 3.5% work from home 5 Transportation Safety Zero bicycle fatalities and one pedestrian fatality 6 Climate Adaptation, Not available, in progress Vulnerability Assessment 7 Greenhouse Gas Emissions 957,788 metric tonnes 8 Renewable Electrical Energy Supply 47.00% 9 Total Solid Waste 124,204 tons 10 Third Grade Reading Proficiency 75.20% 94% average: 100% Asian, 86% African American, 90% 11 High School Graduation Rate Hispanic, 96% White, 15% Special Education, 92% & Graduation Rate Equity English Language Learners, 87% Free and Reduced Price Lunch 12 Environmental Justice, Risk, Not available and Exposure GIS maps demonstrate that racially diverse and low - 13 Equitable Access & Proximity income neighborhoods have equal proximity to public to Foundational Community Assets libraries, healthful food, public transit and public schools compared to other neighborhoods 14 Businesses 3,909 business establishments in metro area 15 Employment 65.0% employment rate, 4.7% unemployment 16 Median Household Income $55,842 median household income 17 Living Wages 67.7% that meet a living wage standard of $35,361 18 Food Security and Assistance 14.0% overall population food insecure, 14.8% children food insecure 19 jAccess to Healthful Food 16% of residents live in defined food desert 20 IViolent Crime Rate jPer 100,000: 0 homicide, 39 rapes, 125 assaults 21 lGreen Infrastructure 141.4% land area in tree canopy, parks, green roofs * Data for Iowa City Community, most recent available year reported to STAR July 2017 653 2018 Iowa City Police Department Statistics Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. General Police Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point between communities. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Data & Comparison The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Federal Bureau of Investigation. Data synthesis was based on the 2010 US Census population. Metro Coalition comparison uses 2014 data. The comparison uses the UCR system, which is described below. UNIVERSAL CRIME REPORTING (UCR 1) Crimes can be reported in various ways. The UCR system has been a standard used by police departments across the United States and is utilized by the State of Iowa as a means of reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes and UCR 1 Violent Crimes. The following crimes are represented in these two groups: UCR 1 Property Crimes Arson Burglary Larceny Shoplifting All forms of theft UCR 1 Violent Crimes Murder/Non-Negligent Manslaughter Forcible Rape Robbery Aggravated Assault While more crimes exist, these crimes are utilized to provide an overview of workload and highlight serious crimes in a community. Even with universal reporting, actual reporting of crimes may vary between communities. 654 Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 Number of Officers 73 75 75 79 78 87 82 82 83 Total Violent Crimes 259 247 183 163 185 222 228 194 197 Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 1,842 1,978 1,551 Total Violent Crime Arrests 104 109 96 105 88 92 111 93 80 Total Property Crime Arrests 483 483 469 428 456 568 501 444 330 Total Juvenile Violent Crime Arrests 16 15 19 12 14 10 7 7 5 Total Juvenile Property Crime Arrests 118 96 113 102 126 121 84 88 52 Total DUI Arrests 424 419 319 452 440 598 569 621 703 Total PAULA Arrests 879 852 529 495 300 415 339 216 254 :i.Y.7 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 Sworn Officers 1.08 1.11 1.11 1.16 1.15 1.28 1.21 1.21 1.22 per 1,000 Population Total Violent Crimes 3.82 3.64 2.70 2.40 2.73 3.27 3.36 2.86 3 per 1,000 Population Total Violent Crime Arrests 1.53 1.61 1.41 1.55 1.30 1.36 1.64 1.37 1.18 per 1,000 Population Total Property Crimes 24.87 23.21 22.59 23.28 27.14 27.10 27.14 29.15 23.84 per 1,000 Population Total Property Crime Arrests 7.12 7.12 6.91 6.31 6.72 8.37 7.38 6.54 4.86 per 1,000 Population Total UCR 1 Arrests 8.04 7.89 7.51 6.75 6.97 7.59 7.46 6.55 26.01 per Sworn Officer Juvenile Violent Crime 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% 3.07% 3.61% 2.54% Arrests as % of Total Juvenile Property Crime Arrests as % of 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% 4.56% 4.49% 3.35% Total Total DUI Arrests 6.25 6.17 4.70 6.66 6.48 8.81 8.38 9.15 10.36 per 1,000 Population Total DUI Arrests 5.81 5.59 4.25 5.72 5.64 6.87 6.94 7.57 8.47 per Sworn Officer Total PAULA* Arrests 12.97 12.57 7.80 7.29 4.42 6.12 5.00 3.18 3.74 per 1,000 Population Total PAULA* Arrests 12.04 11.36 7.05 6.27 3.85 4.77 4.13 2.63 3.06 per Sworn Officer *Possession of Alcohol Under the Legal Age :i.Y:i Iowa Metro Coalition Comparison The Metropolitan Coalition' is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. Metro Coalition UCR 1 Data, 2016: • 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. :i.�l Ames Cedar Ra ids Council Bluffs Davenport Des Moines Dubuque Sioux City Waterloo West Des Moines Ave. w/o Iowa City Iowa city Population 66,333 131,181 62,642 103,118 211,501 59,026 82,819 68,470 65,631 94,525 75,527 Violent Crime 107 387 150 750 1,497 210 365 507 149 458 197 Violent Crime Rate 161.3 295.0 239.5 727.3 707.8 355.8 440.7 740.5 227.0 432.8 260.8 Murder/Non-negligent Manslaughter 1 4 4 7 13 1 1 3 1 4 0- Murder/Non-negligent Manslaughter Rate 1.5 3.0 6.4 6.8 6.1 1.7 1.2 4.4 1.5 3.6 0.0 Rape 39 67 27 88 140 52 40 56 24 59 39 Rape Rate 58.8 51.1 43.1 85.3 66.2 88.1 48.3 81.8 36.6 62.1 51.6 Robbery 15 100 55 155 318 26 59 61 19 90 43 Robbery Rate 22.6 76.2 87.8 150.3 150.4 44.0 71.2 89.1 28.9 80.1 56.9 Aggravated Assault 52 216 64 500 1,026 131 265 387 105 305 115 Aggravated Assault Rate 78.4 164.7 102.2 484.9 485.1 221.9 320.0 565.2 160.0 286.9 152.3 Property Crime 1,077 5,019 3,862 5,001 8,881 1,832 3,247 2,120 1,513 3,617 1,551 Property Crime Rate 1,623.6 3,826.0 6,165.2 4,849.8 4,199.0 3,103.7 3,920.6 3,096.2 2,305.3 3,676.6 2,053.6 Burglary 164 995 387 1,155 1,944 408 592 614 147 712 294 Burglary Rate 247.2 758.5 617.8 1,120.1 919.1 691.2 714.8 896.7 224.0 687.7 389.3 Larceny -Theft 867 3,670 3,043 3,436 5,920 1,349 2,363 1,368 1,296 2,590 1,169 Larceny -Theft Rate 1,307.0 2,797.7 4,857.8 3,332.1 2,799.0 2,285.4 2,853.2 1,998.0 1,974.7 2,689.4 1,547.8 Motor Vehicle Theft 46 354 432 410 1,017 75 292 138 70 315 88 Motor Vehicle Theft Rate 69.3 269.9 689.6 397.6 480.8 127.1 352.6 201.5 106.7 299.5 116.5 Arson 1 19 16 8 44 12 13 24 7 16 1 Arson Rate 1.5 14.5 25.5 7.8 20.8 20.3 15.7 35.1 10.7 16.9 1.3 • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. :i.�l 2018 Iowa City Fire Department Statistics Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. General Fire Data Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point, the trend in the data is the most valuable information provided. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction influence performance. Examples include unusually good or bad weather, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state -imposed spending limits cause additional variation in the resources available for providing fire and EMS services. More specifically, some of the factors that influence the comparability of fire and EMS data are: Building stock—Industrial structures are more likely to be involved in fire or hazardous materials events. Older structures are less likely to meet current fire codes or to be equipped with fire detection and suppression systems. High-rise structures may pose additional challenges. Geoaraohv—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. Staf ma—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. :i.Y7 Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 Number of Firefighters 56 56 56 64 64 64 64 64 64 Total Non -Fire Incidents 4,083 3,992 4,301 4,473 4,948 5,332 5,624 5,819 6,786 Total Structure Fires 72 54 77 62 81 106 93 115 106 Residential Building Fires 61 45 60 51 64 87 73 91 79 Non -Residential Building Fires 11 9 17 11 17 19 20 24 27 Total Non -Structure Fires 102 106 93 100 144 87 82 81 82 Average Response Time - Fire Incident (Min) 538 543 530 448 522 454 454 528 543 Average Response Time - Non -Fire Incident (Min) 536 523 610 453 439 506 441 521 544 False Alarms 944 797 900 783 796 749 860 928 997 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 2014 2015 2016 Sworn Firefighters 0.83 0.83 0.83 0.94 0.94 0.94 0.94 0.94 0.94 per 1,000 Population Total Non -Fire Incidents 60.17 58.83 63.38 65.91 72.94 78.57 82.87 85.75 99.99 per 1,000 Population Total Structure Fires 1.06 0.80 1.13 0.91 1.19 1.56 1.37 1.69 1.56 per 1,000 Population Residential Building Fires 0.90 0.66 0.88 0.75 0.94 1.28 1.08 1.34 1.16 per 1,000 Population Non -Residential Building Fires 0.16 0.13 0.25 0.16 0.25 0.28 0.29 0.35 0.40 per 1,000 Population Total Non -Structure Fires 1.50 1.56 1.37 1.47 2.12 1.28 1.08 1.34 1.16 per 1,000 Population False Alarms 13.91 11.74 13.26 11.54 11.73 11.04 12.67 13.67 14.69 per 1,000 Population 3X1 2018 Iowa City Public Library Statistics Why We Exist: The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: access, collaboration, community, enjoyment, intellectual freedom, and literacy. General Library Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. More specifically, some of the factors that influence the comparability of Library data are: • Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund materials and programming for their own residents. • Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. • Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or other official agreement, the size of the service area may be larger than the population of the jurisdiction. • Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. • Also possibly influencing expenditure levels is citizen demand for library services; traditional library services such as book loans and reference assistance as well as less traditional library - based services such as Internet access, adult literacy programs, and more. • Some differences in the number of items circulated during the reporting period may be attributed to the size of a jurisdiction's library collection and the proportion of the collection that circulates outside the library. For example, an increasing number of jurisdictions offer access (both in - library and remote) to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not be reflected in circulation statistics. • 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. YYa Iowa City Raw Data Fiscal Year FYI FYI FYI FYI FY14 FYI FY16 FYI Circulation 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 1,391,482 1,369,069 1,307,735 Visits 746,556 768,033 764,911 721,058 710,595 826,217 789,919 800,040 Registered Borrowers 67,892 68,751 69,306 67,556 65,499 64,957 63,208 61,117 Total Collection 225,622 236,495 239,895 232,280 251,837 240,111 235,337 241,612 Reference Transactions 81,298 83,973 76,111 76,675 76,415 *45,510 45,613 42,360 Reserves Placed 88,112 86,796 100,547 115,785 132,801 146,917 163,505 170,255 Internet Terminal Users 123,636 122,012 113,171 110,634 115,990 108,345 91,565 83,104 wlFI uses N/A N/A N/A N/A N/A N/A 628,382 1,130,391 Children's Program Attendance 25,802 36,116 40,360 40,379 39,583 40,337 39,882 37,618 *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 FY70 FY71 FY12 FY13 FY14 FY15 FY16 FY17 Circulation per 18.42 19.12 19.23 18.42 16.86 17.12 16.42 15.68 Capita Circulation per 22.29 22.85 22.80 22.39 21.48 21.42 21.66 21.4 Registered Borrower Visits per Capita 9.09 9.35 9.31 9.02 8.51 10.17 9.47 9.59 Visits per Registered 11.00 11.17 11.04 10.97 10.85 12.72 12.50 13.09 Borrower Registered Borrowers as % of 83% 84% 84% 82% 78% 80% 76% 73% Service Area Population :i.Yi Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O17 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 74,398 66,191 131,127 65,524 215,472 67,934 City Income $5,189,948 $3,569,169 $4,970,493 $2,617,660 $7,298,356 $2,461,436 City Income per Capita $66.32 $62.31 $40.61 $40.75 $38.01 $41.04 County Income $469,430 $144,923 $89,203 $228,320 $53,216 $71,162 State/Federal Income $82,692 $75,637 $112,704 $27,325 $93,236 $34,280 Other Income $734,013 $300,556 $405,398 $309,344 $898,717 $92,490 Total Income $6,476,083 $4,090,285 $5,577,798 $3,182,649 $8,343,525 $2,659,368 Total Income per Capita $83.24 $70.48 $45.78 $52.42 $42.73 $43.99 Expenditures: City Iowa City Ames Cedar Council Des Waterloo Rapids Bluffs Moines Staff Expenditures $4.639,462 $2,960,946 $4,066,135 $1,757,712 $5,846,506 $1,994,026 Collection Expenditures $728,868 $471,807 $525,560 $306,278 $1,364,856 $223,966 Other Expenditures $1,086,650 $657,468 $986,103 $364,376 $1,312,163 $253,691 Total Expenditures $6,454,980 $4,090,285 $5,577,798 $2,428,366 $8,523,525 $2,471,683 Per Capita Expenditures $88.49 $64.83 $51.88 $36.49 $41.37 $38.34 H:YJ Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 250,049 224,510 271,480 149,502 478,993 120,346 Total Physical Items Per Capita Circ 24,042 53,351 15,573 58,345 32,530 8,806 Total Downloadable 61,117 42,518 70,586 40,780 192,339 35,347 Total Downloadable & 245,616 274,055 294,559 207,854 532,999 121,370 Physical 797,017 523,673 609,297 279,006 866,689 262,073 Visits 37 30 43 32 36 21 Licensed Databases 3,520 4,134 6,032 3,432 13,365 3,391 Subscriptions- Periodical 426 441 316 395 725 265 Circulation/ Building Visits: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 1,311,482 1,280,273 1,027,369 670,109 1,231,314 365,656 Total Circ Per Capita Circ 17.63 19.34 7.83 6.29 5.71 5.38 Kids' Program Attendance 61,117 42,518 70,586 40,780 192,339 35,347 Registered Borrowers 8,034 3,731 2,467 8,441 2,856 257 YA Program Attendance 797,017 523,673 609,297 279,006 866,689 262,073 Visits 12,114 9,270 11,195 5,551 20,910 2,515 Total Hours Open: All 3,520 4,134 6,032 3,432 13,365 3,391 Buildings/ Bookmobile Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 42,360 N/A 32,448 56,553 290,272 62,552 Reference Transactions 37,618 44,182 34,332 32,457 44,353 24,005 Kids' Program Attendance 8,034 3,731 2,467 8,441 2,856 257 YA Program Attendance Adult Program Attendance 12,114 9,270 11,195 5,551 20,910 2,515 42 63 128 91 120 99 Internet PCs 83,104 46,673 106,473 43,723 128,676 57,821 Internet Use per Year 15 11 13 8.51 40.05 6.48 FTE Librarian FTE Other Staff 60.73 33.63 49.50 17.45 53.70 22.33 75.73 44.63 62.5 25.96 93.75 28.81 FTE Total Staff Y:x3 Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2015 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. :i:L! Iowa City Westerville Evanston Boulder Ann Arbor Bloomington Library Public Public Public Public District Public Library, Library, IA Library, OH Library, IL Library, CO Library, MI IL Number of 0 0 0 0 0 1 Bookmobiles Number of Branch 0 0 2 4 4 0 Libraries Population Legal 83,828 90,764 74,486 105,270 163,590 76,610 Service Area Number of Outlets 1 1 3 5 5 2 ALA -MLS 15 29 17.14 17.75 17 12.35 Librarians Total Staff 78.23 84 56.08 75.51 140 60.83 Local Revenue $5,278,549 $4,028,007 $5,215,179 $7,447,392 $11,964,675 $4,541,270 Local Revenue per $62.91 $44.29 $55.92 $72.30 $70.75 $58.84 Capita State Revenue $84,126 $2,293,231 $147,308 $26,156 $89,237 $253,663 State Revenue per $1.08 $27.38 $1.70 $0.21 $1.44 $2.73 Capita Total Revenue $6,087,391 $7,156,984 $6,030,228 $7,690,028 $12,648,510 $5,310,962 Total Revenue per $72.13 $80.98 $66.68 $74.45 $76.73 $68.32 Capita Total Collection $715,277 $773,859 $649,605 $972,581 $1,753,781 $690,763 Expenditures Total Collection Expenditures per $8.12 $9.21 $8.71 $8.37 $10.56 $8.72 Capita Total Operating $6,005,447 $5,689,279 $5,723,518 $8,233,136 $11,826,371 $4,894,406 Expenditures Total Operating Expenditures per $72.16 $70.08 $69.47 $86.32 $73.78 $64.31 Capita Total Circulation 1,397,832 3,023,305 1,074,972 1,350,156 7,976,912 1,430,682 Total Circulation 16.08 24.42 14.18 12.71 54.35 18.83 per Capita Reference 45,510 373,932 128,445 65,626 27,446 55,067 Transactions Library Visits 826,217 858,416 640,121 983,270 1,579,201 367,216 Library Visits per 8.54 12.42 8.92 8.56 9.74 5.37 Capita Children's Program 40,337 33,312 19,873 59,925 67,644 12,803 Attendance Number of Public 56 120 98 60 203 99 Internet Computers :i:L! 2018 Senior Center Statistics Why We Exist: The Senior Center promotes optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning. Membership & Associated Revenue Sources FY2017 total membership decreased 3.9%. 74.7% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY10 FY11 FY12 FY13 FY14 FY75 FY16 FY17 Total Members 1,287 1,391 1,587 1,545 1,595 1,620 1,618 1,554 Percent, Age 9.68% 13.09% 5.42% 24.9% 22.7% -6.17% -9.5% 26.5% 11.5% 11.5% 12.0% 8.6% 9.9% 8.7% 6.6% 6.1% <_59 Percent, Age 36.0% 37.0% 38.5% 35.6% 38.2% 39.5% 39.1% 35.5% 60-69 Percent, Age 29.9% 29.8% 29.7% 35% 33.5% 33.9% 35.8% 39.2% 70-79 Percent, Age 20.0% 19.3% 17.1% 20.8% 18.4% 17.9% 18.5% 19.2% >_80 Membership fees were introduced in 2003 and increased in FY2013 and FY2017. Membership fees are differentiated based on the location of the member's residence. Membership Fee Revenue FY70 FY71 FY12 FY13 FY14 FY75 FY16 FY17 Membership Fee Revenue $31,393 $35,503 $37,427 $46,751 $57,354 $53,811 $48,676 $61,555 % Change 9.68% 13.09% 5.42% 24.9% 22.7% -6.17% -9.5% 26.5% :ii.7 80.6% of the Center's membership resides within the corporate limits of Iowa City; approximately 17.4% of the Center's members are Johnson County residents outside of Iowa City. Membership Distribution by Place of Residence FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Percent of Members, Iowa $570,274 $599,234 $657,457 $618,795 $579,722 $605,166 $579,548 $634,409 Contribution 82.0% 79.0% 78.8% 78.7% 81.0% 80.0% 81.0% 80.6% City Residents $75,000 $75,000 $70,000 $70,000 $59,224 $59,244 $59,224 $59,224 Percent Johnson County $540.37 $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 Residents (Outside Iowa 17.0% 19.0% 20.0% 19.7% 18.0% 18.1% 17.0% 17.4% City) 9.79% 9.45% 8.14% 8.45% 7.32% 7.14% 7.37% 6.6% Percent non -Johnson 1.0% 2.0% 1.2% 1.4% 1.0% 1.9% 2.0% 2% County During FY2017, 71 % of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 80.6% of the Center's membership. Johnson County residents comprise 17.4% of the Center's members; the Johnson County grant of $59,224 was just over 6.6% of the Center's total expenditures. Iowa City/Johnson County Revenue & % of Expenditures FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Iowa City $570,274 $599,234 $657,457 $618,795 $579,722 $605,166 $579,548 $634,409 Contribution $0.80 $0.76 $0.67 $0.55 $0.47 $0.48 $0.49 $0.49 Johnson County $75,000 $75,000 $70,000 $70,000 $59,224 $59,244 $59,224 $59,224 Contribution $540.37 $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 IC % of Expenditures 74.44% 75.51% 76.49% 74.69% 71.67% 73.08% 72.12% 71% Johnson County % of 9.79% 9.45% 8.14% 8.45% 7.32% 7.14% 7.37% 6.6% Expenditures 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 FY2017, 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 FY10 FY11 FY12 FY13* FY14* FY15* FY16* FY17* IC Contribution per Visit $6.10 $6.09 $6.25 $4.90 $4.62 $4.88 $4.76 $5.26 Johnson County Contribution $0.80 $0.76 $0.67 $0.55 $0.47 $0.48 $0.49 $0.49 per Visit IC Contribution per IC Member $540.37 $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 Johnson County Contribution $342.79 $283.78 $220.54 $230.26 $206.35 $201.44 $216.15 $219.35 per Non -IC County Member *Total Number of Visits The Center's goal is for revenue from sources other than Iowa City property taxes to support 29% of the Center's budget. This goal of 29% 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 FY10 I FY11 I FY12 I FY13 I FY14 I FY15 I FY16 FY17 Cost Recovery 25.56% 124.49% 123.51% 125.31% 128.33% 126.97% 127.88% 29% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Fall 147 149 147 154 156 149 159 156 Winter 128 111 127 117 121 145 NA* NA Spring 139 139 137 139 140 162 162 148 Summer 104 110 109 113 105 102 141 133 Total 518 509 520 523 522 558 462 437 *In FY16 the Senior Center went from publishing 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 1.21%. Total attendance was down slightly in FY2017 by about .9% from FY2016. The Meal service is administered by Elder Services. The Center also hosts programs and services sponsored by the Visiting Nurse Association, community organizations, and individual and group renters. 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 FY10 FY11 FY12 FY13 FY14* FY15 FY16 FY17 Center Visits 93,419 98,401 105,157 104,970 108,753 112,745 112,232 110,872 Meals Served 17,197 15,787 15,931 14,254 12,756 8,740 6,894 5,808 Other Services 9,357 9,808 7,139 6,940 3,901 2,592 2,546 3,883 Total Attendance 1 119,973 1 123,996 128,227 1 126,164 125,410 124,077 121,672 1 120,563 Volunteer involvement in the Center remains strong. Volunteer Involvement FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 Volunteers 500 584 530 645 668 637 592 623 AIM 2018 Iowa City Transportation Services Statistics Why We Exist: The Iowa City Transportation Services Department is committed to providing convenient, safe parking options, safe and courteous transit services, and quality customer service to the citizens and visitors of Iowa City. General Parking Information The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The division oversees the operation of six 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 :ii7 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Web Citation Payments 61.00% 63.40% 63.50% 64.0% 65.38% 68.12% Citations Issued 96,131 88,909 60,681 65,206 57,560 62,927 $0 Expired Meter Citations 40,512 38,023 22,593 23,372 19,339 20,833 Citation Appeals 690 633 585 593 519 732 Faulty Meters 472 448 539 586 370 725 Available Spaces On Street 1,131 1,131 1,143 1,190 1,174 1,174 Off Street 3,086 3,086 3,086 3,086 3,086 3,686 Transient Hours Parked 4,307,686 4,453,418 41753,760 5,144,358 4,981,945 5,063,659 Average Hourly Duration Access Controlled facilities 3.79 3.83 4.13 3.05 3.10 3.07 Credit Card Usage Access Controlled facilities 39% 53% 59% 67% 70% 71% Pay by Space facilities 66% 69% 72% 64% 76% 79% Permits Issued Automobile 11901 1,978 2,031 1,857 1,883 1,985 Moped/Scooter/Motorcycle 620 752 712 683 735 736 :ii7 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 Yx� FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Ridership 1,970,456 1,879,795 1,815,029 1,902,350 1,683,634 1,554,549 Total Operating Expense $5,350,599 $5,063,118 $5,276,804 $5,055,620 $4,857,006 $4,949,243 Fare Revenue $1,119,269 $1,292,338 $1,390,416 $1,407,585 $1,252,155 $1,216,109 Revenue Vehicle Miles 718,564 714,778 678,452 707,363 708,473 712,806 Revenue Vehicle Hours 55,135 54,528 51,652 53,843 54,404 54,658 Cost per Ride $2.71 $2.69 $2.91 $2.66 $2.89 $3.18 Cost per Rev Vehicle Mile $7.44 $7.08 $7.78 $7.15 $6.86 $6.94 Cost per Rev Vehicle Hour $97.05 $92.85 $102.16 $93.90 $89.28 $90.55 Farebox/Expense Ratio 0.21 0.27 0.26 0.28 0.26 0.25 Average Fare $0.57 $0.69 $0.76 $0.74 $0.74 $0.78 Operating Deficit per trip $2.14 $2.00 $2.15 $1.92 $2.15 $2.40 Riders per Rev Vehicle Mile 2.70 2.60 2.7 2.7 2.4 2.18 Riders per Rev Vehicle Hour 35.70 34.50 35.1 35.3 31.0 28.4 Passenger Miles 4,054,372 3,861,794 3,987,028 4,046,778 3,586,140 3,311,189 Fleet Vehicles 27 27 27 27 27 27 Base Fare $0.75 $1.00 $1.00 $1.00 $1.00 $1.00 Fleet Average Age 10.4 11.9 11.32 12.65 13.15 13.62 Fuel Consumption 187,088 191,256 196,823 196,029 195,995 194,402 Days Operated 308 306 306 305 306 306 Yx� 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. 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. FY14 FY15 FY16 FY17 CDBG/HOME Funds Spent $1,745,206 $956,444 $1,315,063 $1,644,951 Univercity Homes Purchased and Sold 8 7 10 3 HMGP Buyouts - Purchased/removed from floodplain 1 0 3 3 Aid to Agencies $378,700 $397,510 $378,700 $378,700 Neighborhood Associations 33 33 33 33 PIN Grants $15,000 $15,000 $15,000 $15,000 Public Art Projects $15,000 $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. :rn� 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 1 $20,629 $28,606 :rn� 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. 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. 671 FY14 FY15 FY16 FY17 Rental Units 17,828 18,010 18,170 18,373 Documented Tidemark Compliant Cases 1,755 1,650 1,808 1,597 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. 671 MA D a m N N a ci a s ^ _ 0 w o co F Cm'l N m Q m M M N a M v� m N O 0 O 10 O N 1+1 m V N o o ^ o - O laxxp e e i e N 1 p V N .-- N m O F a 0 0 Mo m O M mN IIVV N O T Cl d N o a � N Cl 0_ 1� 10 10 N m 0 m y N n m M 0 V N 0 (0 0 O m N m n f0 0 0 M N V a 71- a ZF 7 M OV > adi M N V V 0 O N O) y 0 0 Cl cO N `�' 0 (D N o N N o - (^O W ^ O h M M d) N O 0 O 0 N u N (V'l f� > EE c0 c0 N o w = ^ 3 m N 0 v m vNi c 0 mo o ^ - N � E 0 (0 T V N V V 0 y 0 0 N N N E OJ G N CN,1 0 N J M _ 9 T C 0 OJ � v E o a E - d E O C = N W O O m f� ry - y (0 N (0 f� N O (") y (0 O 0 O w (0 d o a (") CJ N N 0 Cl N T T V N N m N 0 M M 0 c0 N OM c0 (^O N ^ N N O V m N N 0 0 O M (0 O M O f� NO M M^ N f� 0 V V N Cl 0 N N O c0 c0 N 0 VN O w O f� w N O Cl O W 0 M V 0 N O CN,1 N O m0 0 0 0 m m 0 0 0 0 N m V^ OCIF 0 0 V N (0 y0y (0 N 0 N N f� w y y N N W N 0 N N E � � N � c U c m E E E d o d j d V� .� E `m t� E O n d� �> a d d ❑ m 3 0 T '� ❑ d d N 0 c d 2 Y ❑ C E N ❑ d � OI U Zj 0 3 N C E E c N d 1`p U at W❑ E E a a r Tn ° Y `m m¢ d d `o m p� E U C E U c p1 0 O>> E E -`p 1p m p. a w a U 0 m m LL m' m MA N d N D a m N N a ci a s ^ _ 0 w o co F Cm'l N m 'm m M y m o v� m 0 } O 1+1 m V N o o ^ o - O laxxp e e i e N 1 p V N .-- N m O F a 0 0 Mo m O M mN Z N T Cl d N o a � N Cl 0 T Cl 0 c0 c 0 0 N O (q M V V N (0 0 N d N D a m N N a ci a s ^ _ y w co F m E m o v� m V m d N d N D a m N N a a a s ^ _ y w co F m E m o v� m V m d a o o ^ o - N- N�___- F 0 10 (fl0 mN N T Z o Cl 0 T Cl f� a W ^ (0 V V N (0 0 O m n 0 0 N m a a a ZF ^ o OV > adi M 1� Em `�' 0 o 00 0 o - W ^ O h M O_ E N O 0 O 0 N u N (V'l f� > EE o = = o = ^ 3 m N 0 v m vNi c 0 mo o ^ - � E - o E 0 J M _ 9 T C N � v E o a E - d E O C = W O m ry - 7 E EU 0 O N O a U C c d o a F Y 2 0 1 9 APPENDIX Department Expenditure Comparison to State Forms Budget Resolutions State Forms Glossary City of Iowa City Department Expenditure Comparison to State Forms Budgetary Expenditures by State Program by Department* General Government Notice of 8,231,390 8,651,207 Public Works City Council Pubic Hearing 2019 2018 2017 City Clerk Budget Estimate Budget Revised Actual Public Safety Enterprise Capital Projects 780,796 762,815 733,337 Finance Line 25 61,091,819 $ 907,899 $ 852,902 $ 484,394 Police $ 246,613,896 14,419,896 13,827,024 13,114,628 Fire 8,262,751 8,209,242 7,716,864 Neighborhood & Dvlpmnt Services Line 21 1,892,109 1,575,901 1,646,630 Debt Service Line 16 25,482,655 24,465,069 22,962,515 Public Works Line 22 13,722,450 13,564,492 15,218,289 Parks & Recreation 732,431 677,362 565,447 Public Works 8,719,992 8,880,592 7,020,354 Transportation & Resource Mgmt Line 23 304,775 523,529 362,398 Total Government Activities Line 17 9,757,198 10,081,483 7,948,198 Health and Social Services Neighborhood & Dvlpmnt Services Line 18 300,000 300,000 301,371 Culture and Recreation Parks & Recreation 7,374,285 6,861,766 6,613,486 Library 6,671,933 6,561,559 6,269,424 Senior Center 974,355 1,010,055 899,254 Line 19 15,020,573 14,433,380 13,782,164 Community and Economic Dvlpmra City Manager 1,594,532 1,161,237 - Finance 905,317 937,723 - Neighborhood & Dvlpmnt Services 6,293,544 8,593,607 7,847,832 Transportation & Resource Mgmt 292,786 338,208 257,266 Line 20 9,086,179 11,030,775 8,105,098 General Government 10,952,156 8,231,390 8,651,207 Public Works City Council 30,676,645 120,391 113,859 110,152 City Clerk 19,189,992 533,577 617,503 500,977 City Attorney Enterprise Capital Projects 780,796 762,815 733,337 City Manager Line 25 61,091,819 2,653,735 2,577,035 2,148,884 Finance $ 246,613,896 4,720,563 4,745,130 4,039,135 Parks & Recreation 719,403 766,223 633,907 Line 21 9,528,463 9,582,565 8,166,392 Debt Service Finance Line 22 13,722,450 13,564,492 15,218,289 Capital Projects Governmental Capital Projects 23,580,970 77,077,677 32,902,808 Line 23 23,580,970 77,077,677 32,902,808 Total Government Activities Line 24 106,478,489 160,535,441 109,386,836 Enterprise Neighborhood & Dvlpmnt Services 10,952,156 8,231,390 8,651,207 Public Works 22,211,371 30,676,645 34,380,193 Transportation & Resource Mgmt 22,530,674 27,583,347 19,189,992 Airport Operations 357,309 399,387 665,802 Enterprise Capital Projects 5,040,308 19,187,686 3,657,836 Line 25 61,091,819 86,078,455 66,545,030 Total ALL Expenditures Line 26 $167,570,307 $ 246,613,896 $175,931,866 `Totals & state program sub -totals may have rounding variances to Notice of Public Hearing - Budget Estimate :)67 Prepared by: Dennis Bockenstedt, Finance Director, 410 E, Washington St., Iowa City, IA 52240; 390-356-5053 RESOLUTION NO. 18-63 Resolution adopting the annual budget for the fiscal year ending June 30, 2019. Whereas, a public hearing on the proposed budget for the fiscal year ending June 30, 2019 was held on March 6, 2018, at a regularly scheduled City Council meeting and public comments were received. Now, therefore, be it resolved by the City Council of the City of Iowa City, Iowa, that: The annual budget for the fiscal year ending June 30, 2019, as set forth in the Adoption of Budget and Certification of Taxes and on the Adopted Budget Summary, together with the detailed budget in support thereof showing revenue estimates, appropriation expenditures, and program allocations for said fiscal year should be and hereby is adapted. 2. The City Clerk is hereby directed to make the filings required by law, and to set up the books in accordance with the summary and details, as adopted. Passed and approved this 6ch day of March 2018. Ma�'or p rploved by Aaest c - ' r ' � IYy Clerk �-./ ity Attorney's Office It was moved by trims and seconded by salih the Resolution be adopted, and upon roll call there were: AYES: NAYS: ABSENT: X Botchway x Cole X Mims X Salih X Taylor X Thomas X_ ____.._ __ Throgmorton ,rill Prepared by: Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356-5053 Resolution No. 18-64 Resolution approving the three-year Financial Plan for the City of Iowa City, Iowa, and the five-year Capital Improvement Plan. Whereas, the City Council of the City of Iowa City deems it in the public interest and in the interest of good and efficient government for the City of Iowa City, Iowa, to adopt a three-year Financial Plan for operations and a five-year Capital Improvement Plan budget; and Whereas, the three-year Financial Plan and multi-year Capital Improvement Plan are subject to annual review and revisions; and Whereas, a public hearing was held on March 6, 2018, at a regularly scheduled City Council meeting and public comments were received. Now, therefore, be it resolved by the City Council of the City of Iowa City, Iowa, that: 1. The City Council of the City of Iowa City does hereby adopt the three-year Financial Plan for the Fiscal Years 2018 through 2020 and the five-year Capital Improvement Plan 2018 - 2022. 2. This Resolution is an expression of the Council's legislative intent for planning future operation and capital improvements for the City of Iowa City, Iowa; and the anticipated means of financing said plan, subject to applicable laws. Passed and approved this 6th day of March 2018 Maor ,rz -Approved by: / Attest 4" ty Clerk City Attorney's Office AWA owa+maldNeea.aw Adoption of Budget and Certification of City Taxes 52=483 FISCAL YEAR BEGINNING JULY 1, 2018 -ENDING JUNE 30, 2019 Resolution No.: 18- 63 The City of: Iowa City County Name: JOHNSON Date Budget Adopted: 31612018 wem,..,- the 0ebw wined N%. hor ae GNG ,1811 e, aloleJahove, rwnwyappmved the,wnad re5dulon etlopap a 6WgM I.,n,tfi.oyear asaummuried en lhn and 0,e s+ppo,inppegex MethelN We T. DaMacMTle Fmn 70.Vvd bh Feeame,M as dtlw deet a ebVgaiwne M Me on, n .a`i..le N / !CdD (319 t �3 J�sntSti)1: DL? fii3dlA County Auoitor Date stamp January 1, 2017 Property Valuations MARqq ff55 With Gas & Electric _ Without Gas & Bendc iYIEae1 or„m cam JJJ HR J 2,01313 ___Regular za 3,658,668,789 Me 3,616,871,314 DEBT SERVICE a. 3,744,048,158 3b 3,702,250,683 67,& %/I_44 Ag Land 4a 1,429,547 _it Ire losvibed Norma of Public Hea,ie edot E,i(Po-03I.owaelmhirypuCNSetl.mpoeletl flappl®allo, aM ndenzed, @etl proNw»evi,brced. _ re vuielhemine rwffewe,a Pb do, pdadivi Bien ledaya.m, mwe Ywn2o own, pdwblhe ind,it hatirn, __3) AMped Wpelt1W.,lenol eaeed Nerved mpoeled emou,M1e, _4) AoPrrde 0,,M eede mleaeed Wbllilutl .pert ..a rrw ineachot rm Nne p,e. meas. o, h wet. _t) Numho d laerewlWlan vd fi,e fta vete. ws-intluded 11., I Is 11 _e) Rsbutlget0e uptwnW tu" SUBMRAeamaleietl the pope, onpy<e,bfiedbygw oe.wea(fea. 678 7t hek,ple,m deela,JroMia{Fonn 703)#cwa sviv;enl paymMmname lopay Ne 6.O. deb( caNrwd by the dylo We efiica COUNTY AUDITOR TAXES LEVIED ai cal rat Code Debar Request with Property Taxes Sec, Limit Purpose Utility Replacement Levied Rate 3"1 e.1DooD Regular General levy a 29,635,217 29,296,658 4s 8.10000 ON) Non -Voted Other Permissible Levies '2181 same Contract for Les of Bridge a 0 - 44 0 1211.) travel, Opt& Mehl publicly owned Transit > 3,475735 3,430028 u 0.95000 12111) AmlNoc Rent, Ins. Maim of Civic Center 3 0 „ 0 12114 unison, Opt & Maint of City owned Civic Center 9 0 41 0 ,2114 uni Planning a Sanitary Disposal Project 10 0 4a 0 12114 exhoo Aviation Authority (under sec.330A.15) 11 0 40 0 soon 000750Levee Imper, fund in special charter city 10 0 51 0 ,2rm Ami le.Liability, property & self insurance costs 14 1,062,624 1,050,484 s2 0.29044 ,zna AmtNec Support of a Local Emere.Memt.Comm. 482 0 0 peg Voted Other Permissible Levies 121" oiseo InstrumentalNocai Music Groups 15 0 53 0 1201 0,81000 Memorial Building m 0 0 ,2181 o.,saoo Symphony Orchestra17 0 es 0 12141 a2m. Cultural & Scientific Facilities ,a 0 v 0 teat Arwted County Badge 1e 0 a7 0 1451 ,.store, Mean or Missourl River Bridge Const.z0, 0 5e 0 1201 0,03375 Aid to a Transit Company 21 0 Be 0 telal l,2. Maintain Institution received by gWdevise 22 0 . 0 t3naf +oav0o City Emergency Madrid District 403 0 453 0 12001 0270. Support Public Library to 987,841 976,555 64 0.27000 seen I NNO Unified Law Enforcement 24 0 sz 0 Total General Fund Regular Levies (S thm 24) le 35161 417 34.759.725 381.1 a..sls Ag Land ch 4,294 4,294 ea 3.00375 Total General Fund Tax Levies (25+26) zr 35165,711 34,764,019 aaadAaa Spacial Revenue Levies 3e4.e 0.27.0, Emergency (tl general fund at levy limit) ze - 0 a 0 a..e An1Nea Police & Fire Retirement se 3586 385 3,545,402 1 o.9= Am1Nee FICA & IPERS (if general fund at levy limit) so 3,576 636 3,535,781 o.e275 R,nm Ad Nac Other Employee Benefits 31 5,072,115 5,014,177 1.3us pl TOMIEmployeeeenerktevies '(29,30,31) - 32 12,235,136 12,095,360 re 3.34415 Sub Total Special Revenue Levies (28+32) 33 12,235,136 12,095 360 Valuation NO Ne, With Gas a Else WiOwut Gas Eloo SSMIDI in 180,939,17915, 180,939,179 3a 361,878 361,878 ea 2,00000 SSMID2 1N re( re 0 al SSMID3 In lel as 0 ea O SSMID4 1u m1 s7 0 as SSMID5 or rot ems 0 her 0 SSMID6 (,) 161 sse 0 are O SSMID2 ,e 0, nn 0 117 0 SSMID6 w W nes 0 lie 0 _ Total Special Revenue Levies so 12,597,014 12,457,2n 384,1 Ari Debt Service Levy 76.10(6) 40 12,087,517 al, 11,952,568 20 3.22846 354.7 0e750o Capital Projects (Capital Improv. Reserve) 414, 0 71 0 Total Property Taxes (27+39+40+41) 42 59,850,236 . 59,173,825 72 16 18305 COUNTY AUDITOR - 1 certify the budget is in compliance with ALL the following: Budgets that DO NOT meet ALL the criteria below are not statutorily compliant &must be returned to the city for correction. _it Ire losvibed Norma of Public Hea,ie edot E,i(Po-03I.owaelmhirypuCNSetl.mpoeletl flappl®allo, aM ndenzed, @etl proNw»evi,brced. _ re vuielhemine rwffewe,a Pb do, pdadivi Bien ledaya.m, mwe Ywn2o own, pdwblhe ind,it hatirn, __3) AMped Wpelt1W.,lenol eaeed Nerved mpoeled emou,M1e, _4) AoPrrde 0,,M eede mleaeed Wbllilutl .pert ..a rrw ineachot rm Nne p,e. meas. o, h wet. _t) Numho d laerewlWlan vd fi,e fta vete. ws-intluded 11., I Is 11 _e) Rsbutlget0e uptwnW tu" SUBMRAeamaleietl the pope, onpy<e,bfiedbygw oe.wea(fea. 678 7t hek,ple,m deela,JroMia{Fonn 703)#cwa sviv;enl paymMmname lopay Ne 6.O. deb( caNrwd by the dylo We efiica Foam 631 1 NOTICE OF PUBLIC HEARING BUDGET ESTIMATE FISCAL YEAR BEGINNING JULY 1, 2018 -ENDING JUNE 30, 2019 City of IOWA C Iowa Depamenf of M arag enf The City Council will conduct a public hearing on the proposed Budget at 410 E Washington St, City Hall on 3/6/2018 at 7:00 pm (Date) xx/xx/xx (hour) The Budget Estimate Summary of proposed receipts and expenditures is shown below. Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor, City Clerk, and at the Library. The estimated Total tax levy rate per $1000 valuation on regular property .......... $ 16.18305 The estimated tax levy rate per $1000 valuation on Agricultural land is .. ......... $ 3.00375 At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part of the proposed budget. (319)-356-5041 phone number Kellie Fruehling City Clefk/hnance Officers NAME 679 Budget FY 2019 Re -estimated FY 2018 Actual FY 2017 (a) (b) (c) Revenues & Other Financing Sources Taxes Levied on Property 1 59,173,825 56,458,399 55,356,794 Less: Uncollected Property Taxes -Levy Year 2 0 0 0 Net Current Property Taxes 3 59,173,825 56,458,399 55,356,794 Delinquent Property Taxes 4 0 0 563 THE Revenues 5 2,621,772 2,454,719 2,226,302 Other City Taxes 6 2,932,681 2,777,889 2,867,709 Licenses & Permits 7 2,040,630 1,867,190 3,531,307 Use of Money and Property 8 2,439,672 2,340,393 2,922,296 Intergovernmental 9 32,315,029 35,316,650 39,165,856 Charges for Fees & Service 10 47,371,701 46,011,372 45,671,473 Special Assessments 11 1,090 1,000 0 Miscellaneous 12 3,238,310 4,464,043 5,716,605 Other Financing Sources 131 11,926,393 18,432,7221 36,876,792 Transfers In 14 40,638,256 50,270,065 47,762,714 Total Revenues and Other Sources 15 204,699,359 220,394,442 242,098,411 Expenditures & Other Financing Uses Public Safety 16 25,482,655 24,465,070 22,962,517 Public Works 17 9,757,198 10,081,484 7,948,198 Health and Social Services 18 300,000 300,000 301,371 Culture and Recreation 19 15,020,573 14,433,380 13,782,165 Community and Economic Development 201 9,086,179 10,780,774 8,105,097 General Government 21 9,528,463 9,832,565 8,166,391 Debt Service 22 13,722,450 13,564,492 15,218,289 Capital Projects 23 23,580,970 77,077,677 32,902,808 Total Government Activities Expenditures 24 106,478,488 160,535,442 109,386,836 Business Type/Enterprises 25 61,091,818 86,078,455 66,545,030 Total ALL Expenditures 26 167,570,306 246,613,897 175,931,866 Transfers Out 27 40,638,256 50,270,065 47,762,714 Total ALL ExpendituresMansfers Out 28 208,208,562 296,883,9621 223,694,580 Excess Revenues & Other Sources Over (under) Expenditures/Transfers Out29 -3,509,203 -76,489,520 18,403,831 Beginning Fund Balance July 1 30 134,883,528 211,373,0481 192,969,217 Ending Fund Balance June 30 1311 131,374,325 134,883,5281 211,373,048 679 LL O N O M L Z D 7 Lul 0 Z LU Q `W LL O U F O J V N � Q ^H O YV yIIIT w s Q O 7 � N W M y W (O m W O T y M y W V W m m W O O O N W N W N N m m V n N N W T N N O m M N y T� M N O M W M N O V N N y W T O M y M N n n W y N O W M n O n y O M V V N M O Y'1 V n Y7 (O r N f0 n n Y7 O n N.WM O (9 O O) T n M O M O N N r O) W O M N m N y n T O N N V T O N (O V f0 T N O VW V V Y7 O) V T n V O n T n W O W M n<< M O O V M O y O q O W V O O T O) W M N W N W y y N T M y n T M O W O T N n n n M M W W M m N ynWNW O V W M O V y W Y'1 W O W � (O W M m y n W N y n W n W n n Y'1 O. 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N (O T N W M nM N W y M V O n M W M WW V M r M Q N W n M m O M W W m W V W M H O M W W O O n O n W W W N O a o 0 00 0 00 000000000 000 0 WW F Z mm W y y Z Q 2 CL w a O O O O O O O O O O o J F O N N Y7 O n T T T T N c W HV o mW O T T YAM O N W N 00 W W 0 W o W v Y7 �W T M W� W W Q V � N N N N N a W W W O O V W W W Y'1 Y'1 Y'1 y M N y N V M M M M n W N N O O N O O O N O O O O M O O O M M V n Y7 O y n O n O n T T W J W O n O n W O N O n <= W N M V O O O M M W n W F W; aW N N N N M y CL J Q N N y n n N W N O y n N O T n Y7 Y7 N M W W N y n Y'1 y V O V O Y'1 T O O N M O N W Y'1 y y T N V W M M n O (O W n � � � M V n W W F � � W N T Y7 V T c O M Y'1 Y'1 W M I n T a> N N O N N W M O O M N (O n y W C T O T O N O W W N O M W n O M W f9 W O M n y O O T T (O Y'1 n M W J W O y O O y V� M m M N n M O N Y7 .On (O O M n Y'1 n M O y n T W O n y V l V V W N n � V W W (Q N M V y W n W T O N M V y W n W T O N M V y W n W mO N M V N N N N N N N N N N M M M nn O � m J E pO o T a Eo m o t v E E' m 0 U `L -" E E a c m a T E" w- tt m a m m= a F - o T m `m m_ d y a c o m w a J v NV° LL F z v wm� a u u - rc E w r Z O W F R R ? 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PAR— I ror � amoo� W A A20M18 AW" �oY W N W W K Im m rc a W on LAM Avow, nE - - - - - - - - - - - - O rc a z W z ax w W n r r U W� orcV n W ro m>i Wrc— mW N N OW LL U W> F W W _ mW J W W azo n > To 0 N W K z __ _ W ° m HV � � LL Z W m N = W y m o U)OJ Z =^H� LU w wA _ N - P: V w F U pvEa m - spam m QQO _ a r�oa; r �Vo 3 c - �` C; o� v oao�m m _ o K 0 W W i m ¢ � n W d m n � K a a N W 2 EW o p ig �m N r v\ m a Z p.. w E+ W m arwnaar w It �JHm o LLJ 2m °aaQ ` 7 _ -�..Nocair O i§Emmy ��3vq: O E i a a r r = LL r r 3 v N a a -� € r v v v F F rc m c O v v m= U U wIa o c� W J °Fo>rn > wc9d Fci Iffio W` W` W`10'0 ~ 11 F W I Y:x3 m O E z O A J A 6 j O i N U O A A 2 c 5 a U a C ' O LL C O q A LL Ol F rn�$ li a O O om�------------------0000_ C LL m rn O a rn � A ry + m A LL 6 = O A C O � ° o — u 2 K O A° C F au m v m m - m o m - - m- O �O U U C a m ti r a O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 A E z a' 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. :ib7 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. :I:I:� Enterprise Fund: Separate financial entity used for government operations that are financed mainly from user fees — see Business -Type Activities. Equity Transfers: Non-recurring or non -routine transfers of equity between funds. Expenditures: The cost of goods received and services rendered. Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. The fiduciary fund category includes pension (and other employee benefit) trust funds, investment trust funds, private - purpose trust funds, and agency funds. The City's only fiduciary fund is an agency fund. Fiscal Year (FY): A 12 -month time period to which the annual operating budget applies. In Iowa, the fiscal year begins July 1 and ends the following June 30. Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position based on total hours per year. Full-time positions charged to more than one program are shown as an appropriate fraction in each program. Fund: An independent fiscal and accounting entity with a self -balancing set of accounts recording cash, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance: Net position of a fund (difference between assets, liabilities, deferred outflows of resources, and deferred inflows of resources). General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful purpose. General Obligation Bonds (G.O. Bonds): When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation bonds. Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by the independent agency, the Governmental Accounting Standards Board, for the presentation of the City's Comprehensive Annual Financial Report. Governmental Accounting Standards Board (GASB): The independent board that determines Generally Accepting Accounting Principles. These are the principles used by the City to prepare its annual audited financial statements. Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and other non-exchange revenues. These funds include the General fund, special revenue funds, the Debt Service fund, capital project funds, and permanent funds. Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. AM 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. :i:I7 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. 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.