HomeMy WebLinkAbout1997-06-03 Info Packet CITY OF 10 WA CITY
CITY COUNCIL INFORMATION PACKET
May 23, 1997
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Memorandum from City .Manager:
Business District Update
Additional Lighting and Central
Memorandum from City Manager:
Memorandum from City Manager:
Butler House
Landfill Waste Sort Program Grant
Memorandum from City Manager: North Central Business District
Parking Facility
Memorandum from City Manager to Director of Planning:
CDBG and HOME
Memorandum from Director of Planning to City Manager:
Center Update
Priorities for r~O ~-~
Iowa City Care
Memo from Assistant City Attorney Mitchell: PCRB Ordinance ~
Letter from Director of Planning to Charles Ruppert and Mary Hitchcock:
Benton Street/Miller Avenue
Memorandum from JCCOG Solid Waste Management Planner to Johnson
County Board of Supervisors: Waste Tire Collection Program Funding
Minutes: May 19 Deer Management Committee
Agenda:
May 22 Johnson County Board of Supervisors Formal Meeting
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 20, 1997
City Council
Steve Atkins, City Manager
Additional Alley Lighting and Central Business District Update
Further efforts are underway to improve lighting in downtown alleys and we are contacting
property owners. Our staff has walked the alleys of Blocks 65, 81 and 82 to discuss
implementation of additional lighting (see map). We plan to install large area lighting at higher
elevations on those buildings where we can get more than 20-25 feet above the alley surface.
While this would give a different look and feel to the alley lighting than what is currently behind
the City Library, it would resolve some of the technical problems with conduit placement and
service placement. This would approximate the treatment of an increased light that was placed
in the alley of Block 66 by MEC.
We have had several meetings with representatives from MidAmerican Energy Company
(MEC). They have determined that instead of metering the service points that the City would
select they will permit flat energy rating based upon comparable street light or equivalent street
light usages. This resolves the difficulty of MEC's requirement for the meters to be between
and 5 foot off the ground if mounted externally on the building. The external meter would have
created an ongoing maintenance problem. This solution allowed by MEC will greatly facilitate
the project.
Im~b5-16.doc
UI PENTACREST
OLD
CAPITOL
CENTER
W
BLOCK 80 ~
I I I I
BLOCK
t-- ~-
w
z ~
BLOCK 66 z BLOCK 61 _j
_J uo
~ASHINGTION ST
BLOCK 65 BLOCK 62
COLLEGE ST
BLOCK 88 BLOCK 64
BLOCK 63
BURLINGTON ST
BLOCK 44 ~
BLOCK 43
RECREATION
CENTER
IOWA CITY CENTRAL BUSINESS DISTRICT
May 16, 1997
CITY OF I0 WA CITY
<<owner))
<<mailingaddress))
Re: The property addressed as <<propertyaddress))
Dear Building Owner:
The City is considering adding additional light in the alley behind your building to
brighten the area during the night time hours. There are no utility poles in the alley and
the City will need to mount the light fixtures, electrical conduit, electrical services, etc.
on the abutting buildings. The City plans to use existing wall mounted distribution
panels as the source of electricity for the lights.
This project would be done at no cost to the abutting owners and ongoing electrical
costs would be paid by the City. However, the City will need the cooperation of the
building owners so that the lights, conduit, electrical services, etc., may be attached to
the buildings. If you would be willing to cooperate with the City on this project, please
contact me using the enclosed self-addressed, stamped postcard or telephoning me.
Also, if you have questions or concerns about this project and how it might affect you
please call me. I may be reached at 319/356-5149.
Sincerely,
James Brachtel
Senior Engineer
encl.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
City of Iowa City
MEMORANDUM
Date: May 21,1997
To: City Council
From: City Manager
Re: Butler House
While you may not have heard much lately concerning the Butler House, the renovation/
restoration/salvage project work is continuing. We are in the discussion stages of a
memorandum of understanding with the Corps of Engineers to decide just what can and can
not be done with this property. The State Historic Preservation Office will also be a major player
in deciding what will happen with the Butler House. For the time being we are placing on hold
any major site work while we try to figure out exactly what the Corps of Engineers and the State
Historic Preservation Office will accept. It may be some time.
Im',saS-20-2.doc
City of Iowa City
MEMORANDUM
Date: May 20, 1997
To: City Council
From: City Manager
Re: Landfill Waste Sort Program Grant
The Iowa City Landfill has received a grant from the Iowa Department of Natural Resources
for two waste sorts at the landfill. Waste sort grants were awarded to only 6 landfills across
the state. The program will consist of two sorts at the landfill, one this fall and one next
spring.
The waste sorts will allow us to more specifically identify what is in the waste stream, and
set up our recycling and waste reduction programs accordingly. DNR will hire a consultant to
assist the landfill staff in planning for which loads to sort, train our waste sort workers, be
on site for the waste sorts, and provide a final report on the findings of the waste sorts. The
landfill will be responsible for recruiting/hiring waste sort workers and supplying tables,
barrels, and other equipment needed in the waste sorts.
This is an opportunity to look at what items are still being landfilled and how to deal with
them in the future.
Im\sa5-20-4.doc
City of Iowa City
MEMORANDUM
Date: May 21,1997
To: City Council
From: City Manager
Re: North Central Business District Parking Facility
The other day we met with Dave Ricketts, Mike Finnegan and Dick Gibson of the University.
Our topic was to discuss the possible construction of a parking facility at either the corner of
Iowa and Gilbert. Generally speaking it was my impression that the University is not anxious to
move ahead with either site or a possible parking facility. They are ready to further invest in
Eastlawn. The cost for demolition and provision of alternative offices would be substantial. A
number of other issues affect the parking lot across the street (northwest corner). They are
aware of our interest and I would expect that we will continue to hear from them off and on
about this issue. I do not expect them to move ~head aggressively with any additional parking
in the area, particularly if it involves building demolition.
Im\sa5-20.doc
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 21, 1997
Director of Planning
City Manager
Priorities for CDBG and HOME
At their work session on Monday, May 19, the City Council discussed a memorandum prepared
by the Community Development Coordinator concerning questions associated with priorities for
our CDBG and HOME programs. There is an interest on the part of the City Council to have
questions associated with our housing policies/programs addressed by the Commission. As you
are aware there are a variety of opinions among Council Members concerning our housing
policies.
The list of questions prepared by Maurice in ~is memorandum while they did receive some
scrutiny, I believe them to be acceptable to the City Council. I believe one important issue to
communicate to the Commission is that the posing of a question does not automatically imply
an answer which would change existing policy/practice. A question can be discussed by the
Commission and their policy recommendation can be that no change occur.
As you and Maurice assist the Commission in the discussion of these questions please make
sure this is understood. I would expect the City Council to use information gained from the
Commission for a comprehensive housing discussion to be scheduled at a later date.
cc: City Council Maurice Head
Housing and Community Development Commissioners
Im\sa5-20-3.doc
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 20, 1997
City Manager .CD~
Karin Franklin, Director,
Iowa City Care Center Update
Recently, I spoke with Bob Downer regarding the Iowa City Care Center and the timing of the
Scott Park Trunk Sewer. I told Bob that this trunk line was not programmed until after FY2003
and that it, in conjunction with another trunk line capacity expansion, would total approximately
$1.1 million dollars. I indicated to him that I did not anticipate the Oity Council reprioritizing this
project such that it would be completed within the next two years, but that we probably should
look at doing it sooner than 2003. Bob stated that he would talk to the engineers who have
been working with the Care Center and determi,ne if there is a short-term solution such that the
lagoons could continue to be used for a few more years.
I would suggest that when we consider the budget and the next three-year financial plan, we
look at improving the sewer system in this area sooner than originally planned. We can address
this issue in October or November of 1997 when we put together the Capital Improvements
Program for the next budget discussions in January 1998. I will make a note in my files to this
effect.
cc: Chuck Schmadeke
jw/mem/kfcarect,doc
City of Iowa City
MEMORANDUM
To:
From:
Date:
Re:
The Honorable Mayor Naomi Novick and Members of the City Council
Dennis Mitchell, Assistant City Attorney ~t~
May 23, 1997
PCRB Ordinance
Attached please find an updated version of the PCRB ordinance. The changes from the draft
of May 9, 1997 are underlined, although I also moved around several paragraphs on pages
seven and eight. The changes were discussed by Linda Newman Woito and I prior to May 16,
1997 and are mostly stylistic.
If you have any questions, please do not hesitate to give me a call.
cc: Eleanor Dilkes, City Attorney
Sarah Holecek, Assistant City Attorney
Stephen Atkins, City Manager
Marian Karr, City Clerk ·
Dale Helling, Assistant City Manager
R.J. Winkelhake, Chief of Police
REVISED 5/23/9~
Prepared by: Linda Woito, City Attorney, 410 E. Washington Street, iowa City, IA 52240; 319-356-5030
ORDINANCE NO.
AN ORDINANCE CREATING A POLICE ClTIZEN'S REVIEW BOARD TO ASSIST THE
CITY IN PROCESSING CITIZEN COMPLAINTS CONCERNING THE POLICE DEPART-
MENT AND ASSURING THE POLICE DEPARTMENT IS RESPONSIVE TO COMMUNITY
NEEDS.
WHEREAS, the City Council for the City of Iowa City desires to create a police citizen's review
board ("PCRB") to assure that investigations into claims of police misconduct are fair, thorough, and
accurate; and
WHEREAS, the PCRB is designed to assist the Police Chief, the City Manager and the City Council
in evaluating the overall performance of the Police Department as a whole, by having the PCRB review the
Police Department's investigation into citizen complaints; and
WHEREAS, the combination of these two purposes will better assure the citizens of Iowa City that
the Iowa City Police Department's performance is in keeping with community standards.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA
THAT:
I. Creation of a Police Citizen Review Board
As permitted under Iowa's home rule authority, the City of Iowa City hereby creates a Police
Citizen's Review Board, to be hereafter referred to as the "PCRB" or the "Board," subject to the
duties and limited powers set forth herein.
II.
Intent, Goals and Guiding Principles
It shall be the intent of this City Council that the Board assist the City in achieving the following goals
and carrying out the following principles:
The City Council desires to assure itself, as well as the community, that investigations into claims
of inappropriate conduct by sworn police officers will be fair, thoreugh, accurate, and that an annual
reporting system will give the City Council sufficient information to assess the overall performance
of the Iowa City Police Department.
One method of achieving this goal is to establish a Police Citizen's Review Board, which will
1. Oversee a monitoring system for tracking receipt of complaints lodged against sworn police
officers;
2. Provide oversight of police investigations by establishing a system for Board review of such
investigations;
Ordinance No.
Page 2
Provide the opportunity for a hearing to the officer if the Board's findings on the complaint
are critical of the police officer, as required by constitutional law, and listen to both the police
officer's and the complainants' version of the story;
Issue a final Public Repor~ on the complaints to the City Council, finding the complaint
"sustained" - meaning the facts are true and the conduct was not appropriate, or the
complaint is "not sustained," meaning the conduct was appropriate.
The Board shall have no authority over police disciplinary matters, since only the Police Chief or City
Manager may impose discipline under Iowa law.
,~ No findings in the Board's Report shall be used ~n any other legal proceeding.
The Board shall only review the conduct of sworn police officers and shall only act in a civil, not
criminal, capacity. The Board is not intended to be a court of law, a tort claim process or other
litigation process. No action of the Board shall I~e deemed to diminish or limit the right of any person
to file a claim or a lawsuit against the City.
A complaint may be filed by an.y person with personal knowledge of an incident, but may also be
filed by the City Manager, the Police Chief, the City Council, or the Board itself.
In order to assure that citizens feel confident in the complaint process, it is the Council's intention
that receipt of complaints shall be by a neutral or non-police City staff at a neutral location, and that
mediation be available to citizen and officer(s) at any time during the process.
The Board shall not interfere with or diminish the legal rights of sworn police officers, including those
rights protected under the union contract, Civil Service Commission, and state and federal law.
Similarly, the Board shall respect the rights of privacy and freedom from defamation shared by
citizen complainants and witnesses, as well as those same rights enjoyed by police officers under
the law.
The Council finds that internal accountability within the Police Department is a valid legislative
purpose, and one method of accomplishing such internal accountability is to have the police do their
own investigations into claims of inappropriate police conduct. If a complaint is asserted against the
Police Chief, the City Manager will investigate the claim and report to the Board.
Investigation of all complaints will be a mandatory duty of the Police Chief, with a report of the
complaint investigation given to the Board. However, internal affairs investigations for possible
Ordinance No.
Page 3
discipline will continue to be carried out by the Police Chief as a personnel matter, but such matters
shall not be reviewed by the Board, and shall generally remain confidential. If the Police Chief and
the City Manager find the officer's actions constitute misconduct and discipline is imposed by the
Police Chief or City Manager, the internal affairs investigation MAY become a public record to be
released by the City Attorney and City Manager.
The City Council desires external accountability for the actions of its Police Department, and one
method of assuring this external accountability is to require all complaint investigations be reviewed
by the Board and reported to the City Council.
External accountability will further be provided by the Board's maintenance of a central registry of
all complaints. The Board shall provide an annual report to the City Council, which report shall be
public and shall set forth the general types and numbers of complaints, how they were disposed of,
demographic information, and recommendations as to how the Police Department may improve its
community relations or be more responsive to,community needs.
The Board shall have oversight authority to review police practices, procedures, and written policies
from time to time, as those practices and procedures relate to the Police Department's performance
as a whole, and shall report same to the City Council, including any recommended changes.
III. Definition of Complaint; Complaint Process in General
A "complaint" is defined as an allegation of misconduct lodged against a sworn police officer
("police officer" or "officer") employed by the Iowa City Police Department, where the
complained-of activity occurred while the officer was on duty or was acting in their capacity
as a sworn police officer.
Any person with personal knowledge of the alleged police misconduct, including direct
observation of such police behavior, may file a complaint with the Iowa City PCRB on forms
provided by the Board. In addition and regardless of personal knowledge, the City Manager,
the Police Chief, the City Council or the Board itself may file a complaint based on a
reasonable belief that police misconduct has occurred. The person or official filing the
complaint may hereafter be referred to as "complainant" or "citizen complainant." Complaint
forms shall be available at neutral locations to be designated by the Board, and shall be
received by neutral (non-police) staff assigned to the Board.
Ordinance No.
Page 4
All complaints filed with the Board will be in writing, but a complaint may be filed by a
designated representative of a citizen who is underage or who is otherwise unable to
complete the complaint form. Complaint forms shall be available to the public, in easily
accessible locations, and assistance may be available to complete the form -- all as
designated by the Board.
The Board shall adopt procedural rules and bylaws governing receipt and processing of
complaints, but it is the City Council's intent that complaints should be filed within sixty (60)
calendar days of the incident. It is the further intent of the City Council that only those
complaints which do not involve the conduct of an Iowa City sworn police officer may be
subject to "summary dismissal" by the Board.
IV. Meditation
Mediation shall be the responsibility o~ the Board, and shall be available to the involved
parties (citizen and officer) at any stage of the process upon consent of all involved parties
and as provided by the Board. It is the City Council's intent that upon the filing of a
complaint, all citizen complainants shall be informed that mediation is then available.
If a complaint is successfully mediated, the terms of the mediation agreement shall be set
forth in writing, and shall be kept confidential to the extent allowed by law; but the status of
settlement shall be maintained in the Board's central registry for reporting in the Board's
annual report. There shall be no retaliation against police officers who choose not to
mediate.
V, Mandatory Police Department and Police Chief Duties; City Manager Duties
Investigation
It shall be the mandatory duty of the Police Chief to do the following:
-- Prior to investigation of any citizen complaint, the Police Chief shall first give Garrity
and Gardner advice to all police officers implicated in the complaint, as required by
constitutional law.
- Police Department inquiry into officer misconduct and disciplinary matters shall not
be a part of the PCRB process, but shall remain a personnel matter for the Police
Chief and the City Manager. So also, nothing in the PCRB process shall prevent the
Ordinance No.
Page 5
Police Chief from taking disciplinary action prior to the Board's review or the Board's
Report to the City Council.
Inform citizen and police officer that mediation is available at any stage in the PCRB
process.
Assign the complaint to designated investigators within the Police Department for
investigation into the factual allegations of the complaint. However, any investigative
matters of an "internal affairs nature" into potential disciplinary matters may be
completed by the same investigators at the direction of Police Chief, but such
personnel matters or disciplinary matters shall remain confidential until release by the
City Attorney and City Manager as provided by law.
The citizen complainant shall be interviewed by the Police Department and shall be
entitled to have a neutral City staff or some other person present during the interview.
The police officer is entitled to have a union steward present during any interviews
during the PCRB process.
Investigators will prepare and forward a report of their investigation to the Police
Chief, and shall make detailed findings of fact as to the allegations in the complaint,
and shall also set forth a written conclusion which explains why the complaint is either
"sustained" or "not sustained".
The investigators' report shall be given to the Police Chief in a format consistent with
the intent of the PCRB ordinance and in plain English.
If litigation, including criminal charges, relating to the matter of the complaint is commenced
or is being contemplated by or against any party to the complaint, the Police Department,
the Police Chief and/or the Board shall consult with the City Attorney and/or the Board's own
attorney on a case-by-case basis, to determine whether and how the investigation of the
complaint should proceed.
If a complaint is filed concerning the Police Chief's conduct, the City Manager shall
investigate or cause an investigation to be completed.
Police Chief's Report to the Board; City Manager's Report to the Board
The Police Chief shall receive the designated investigators' report within the time frame
indicated by the Police Chief. The Police Chief shall conduct a review of the investigators'
report, and may do any or all of the following: conduct interviews or request the police
investigators to conduct additional investigations; request additional information, or that
additional questions be asked; interview or direct that other persons or witnesses be inter-
Ordinance No.
Page 6
viewed; request that other documents be reviewed and/or retrieved; and any other
investigative matters the Police Chief deems appropriate to accurately and fairly investigate
the complaint.
The Police Chief will consult with City Personnel staff and the City Attorney prior to finalizing
the investigation Report to the Board, and the Chief shall then forward the Chief's Report
to the Board, which shall include the following:
Detailed written findings of fact concerning the allegations in the complaint.
A written conclusion which explains why the complaint is either "sustained," meaning
the complaint was factually accurate and the conduct was not appropriate, or "not
sustained," meaning the complaint was either not substantiated as factually accurate
or that the conduct was deemed appropriate.
Recommended remedial actions (i.e., amending current policies or adopting new
policies) but excluding discipline.
A copy of the Chief's Report to the Board shall be given to the police officer, the citizen
complainant if appropriate, and the City Manager. If the complaint concerns the Police Chief,
copies of the City Manager's Report to the Board shall be given to the Police Chief and the
citizen complainant.
It is the City Council's intent that the Chief's Report to the Board shall be completed within
thirty (30) calendar days of the complaint being filed, but the Board's procedural rules and
by-laws governing timelines shall address extensions for good cause shown.
All investigations shall be performed in a manner designed to produce a minimum of
inconvenience and embarrassment to all parties--including the citizen, the police officer, and
other witnesses.
If a complaint is filed concerning the Police Chief, the City Manager's Report shall include
the same findings of fact and conclusions as required for the Police Chief's Report to the
Board.
Vl. Mandatory Duties of the Board: Complaint Review and General Duties
A. Mandatory duties regarding complaint review.
Ordinance No.
Page 7
The Board shall receive all complaints, and either forward the complaint to the Police Chief
for investigation; or where the complaint concerns the Police Chief, forward the complaint
to the City Manager for investigation.
The Board shall review all Police Chief Reports and City Manager Reports concerning
completed investigations of all complaints as set forth below.
Review of Police Chief Report or City Manager's Report
The Board shall decide, on a simple majority vote, the level of review to give each Police '
Chief or City Manager Report, and the Board may select any or all of the following levels
of review:
On the record (no additional investigation)
Interview/meet with citizen complainant
Interview/meet with named officer(s) and other officers
Request additional investigation by police or City Manager, or request police
assistance in Board investigation
Perform own additional investigation by Board members
Hire independent (external) investigator
In reviewing the Chief's or City Manager's Report and in doing any additional investigation,
the Board shall apply an administrative standard of review as contemplated in administrative
law, namely the Board shall apply a "reasonable basis test." This means the Board shall
give deference to the Chief's or City Manager's Report because of the Chief's and City
Manager's respective professional expertise. Otherwise, the Board shall rely on evidence
which reasonably prudent persons are accustomed to rely upon in the conduct of their
serious affairs.
At the conclusion of the Board's review, the Board shall issue a Public Report to the City
Council concerning the complaint investigation. Such Public Report shall include detailed
findings of fact concerning the complaint, together with a clearly articulated conclusion which
explains why the complaint is "sustained" or "not sustained". A copy of this Public Report
to the City Council shall be given to the citizen complainant, the police officer, the Police
Chief and the City Manager.
The Board shall not issue a Report which is critical of the sworn police officer's conduct until
after a "name-clearin.q hearing" has been held, consistent with constitutional due process
law. The Board shall give notice of such hearing to both the police officer and the citizen
so that they may appear before the Board and be heard. The Board shall be responsible
for protection of all state and federal rights enjoyed by both the officer and the citizen. The
officer may waive the right to this hearing upon written waiver submitted to the Board.
Ordinance No.
Page 8
VII.
· If the Board's Report is not critical of the officer's conduct, the Board is not required by law
to offer a hearing to the officer, but the Board may hold hearings as deemed appropriate by
the Board.
· All hearings of the Board shall comply with applicable state and federal law.
· It is the City Council's intent that the Board's Report to the City Council be completed within
thirty (30) calendar days of receipt of the Chief's or- City Manager's Report.
· Nothing in this Board Review process shall in any way impede or interfere with the Police
Chief's and/or the City Manager's lawful ability to perform their personnel supervisory duties
over sworn police officers, or interfere with the ability to impose discipline as deemed
appropriate by the Chief or City Manager.
· The Board shall have no authority over police disciplinary matters, but instead shall focus
the Board's Report on the appropriateness of the behavior exhibited by the police officers
involved in the complaint. To this end, the Board shall not concern itself with the specifics
of possible disciplinary action, but may include in the Board's report whether or not discipline
is appropriate. ,
· No findings or Report submitted to the Board or prepared by the Board shall be used in any
other proceedings.
B. General Powers and Duties. The Board shall also carry out the following duties:
· Maintain a central registry of complaints, collect data and do an annual report to the City
Council which shall be public and shall set forth the general types and numbers of
complaints, disposition of the complaints, the discipline which was imposed, if anv, and
demographic information. This annual report shall be in a form which protects the
confidentiality of the parties, yet provides the public with information on the overall
performance of the Police Department. The Board's annual report shall also include
recommended changes in police practices, policies or procedures.
· In addition to the annual report, the Board shall, from time to time, report to the City Council
on police practices, procedures and policies, including recommended changes, if
appropriate.
o The Board shall adopt procedural rules and by-laws governing the Board's activities, and
such procedural rules and by-laws shall first be approved by the City Council.
Limited Powers of the Board; Board Composition Generally
A. Limited Powers. The Board shall have the following limited powers:
· On its own motion, the Board may file its own complaint.
· In deciding the level of review concerning the Police Chief or City Manager's Report,
the Board shall decide on a simple majority vote.
Ordinance No.
Page 9
Board
The Board has no power to review police officer personnel records or disciplinary
matters except to the extent such matters are made public by the City Attorney and
City Manager, as provided by Iowa law.
The Board has only limited civil/administrative review powers, and has no power or
authority over criminal matters. The Board is not a court of law, and is not intended
to substitute as a tort claims procedure or as litigation against the City.
Composition
The Board shall consist of five (5) members appointed by the City Council, who shall
be Iowa City residents and serve without compensation. The City Council shall strive
to appoint members who represent the diversity of the community. Appointments to
the Board shall include one peace officer as that term is defined by state law. The
City Council reserves the right to waive the residency requirement for good cause
shown.
Upon final adoption and publication of this ordinance, members shall be appointed
to staggered terms, with the terrqs commencing on August 1,1997. All appointments
~shall be for a four (4) year term, except for the initial appointments which shall be as
follows:
One (1) person appointed for a two (2)-year term
One (1) person appointed for a three (3)-year term
Three (3) persons appointed for a four (4)-year term
Training shall be available to all Board members to enable them to perform the duties
imposed herein, especially training as to Iowa's public records and open meetings
laws.
If criminal charges are brought or are being considered against a particular police
officer(s), the Board's review or investigation may proceed with interviewing other
officers, witnesses or documents collection, as appropriate. During the PCRB~
process, any statements given by an officer who is subject to criminal investigation
cannot later be used against the officer in a criminal proceeding, as provided under
the Fifth Amendment to the U.S. Constitution, unless such constitutional requirement
is waived - which is a matter of criminal law outside the purview of the PCRB
process.
The Board may obtain outside counsel and independent investigators in order to carry
out the Board's duties, and the City agrees to provide reasonable budgetary
resources for such purposes.
The Board may hold general informational hearings concerning Police Department
practices, procedures or written policies, and such hearings will be public. The Board
Ordinance No.
Page 10
VIII,
shall then report the results of such general informational hearings to the City Council,
as the Board deems appropriate.
Police Officer's and Citizen's Rights Preserved
· All rights enjoyed by sworn police officers employed by the City of Iowa City are preserved
in this ordinance, and nothing herein is intended to waive, diminish or interfere with any such
rights protected by the union contract, Iowa's Civil Service Commission laws and other
applicable state and federal laws.
· All common law rights enjoyed by citizens and police officers, such as privacy and freedom
from defamation, shall be protected during this PCRB process, and it shall be the Board's
duty to protect said rights.
· Notwithstanding the above provisions, no Board member shall be liable to any person for
damages or equitable relief by reason of any recommendation or report made by either a
Board member or by the Board itself.
SECTION II. REPEALER. All ordinances and parts,of ordinances in conflict with the provisions of this
Ordinance are hereby repealed.
SECTION Ill. SEVERABILITY. If any section, provision or part of the Ordinance shall be adjudged to be
invalid or unconstitutional, such adjudication shall not affect the validity of the Ordinance as a whole or any
section, provision or part thereof not adjudged invalid or unconstitutional.
SECTION IV. EFFECTIVE DATE. This Ordinance shall be in effect after its final passage, approval and
publication, as provided by law.
Passed and approved this __ day of ,1997.
MAYOR
ATTEST:
CITY CLERK
Approved by
City Attorney's Office
Ordinance No.
Page 11
It was moved by and seconded by
be adopted, and upon roll call there were:
AYES: NAYS: ABSENT:
Baker
Kubby
Lehman
Norton
Novick
Thornberry
Vanderhoef
that the Ordinance as read
First Consideration
Vote for passage:
Second Consideration
Vote for passage:
Date published
dennis.mit/crb/ord.523
May 20,1997
CITY OF I0 WA CITY
Mr. Charles Ruppert
1406 Dubuque Road
Iowa City, IA 52245
Ms. Mary Hitchcock
2345 Coach House Drive
Brookfield, WI 53045
Dear Charlie and Mary:
Recently, the City Council discussed the development potential of the area defined by Benton
Street and Miller Avenue and the difficulties in'developing this area with access to Benton
Street. As a consequence of these discussions, the Council has asked that I approach you
regarding the possibility of the City acquiring right-of-way through your property to provide
access from Miller Avenue for your property and adjacent properties on Benton Street. I would
like to discuss with you the nature of that acquisition and possible scenarios for construction of
a road.
I will be out of town from May 21 through May 26, but would appreciate hearing from you
sometime after that. Please give me a call at your convenience at (319) 356-5232 so that we
can discuss a possible meeting relative to this issue. Thank you for your time and
consideration.
Sincere/~/
IVarin Franklin, Director
Department of Planning and Community Development
cc: City Council
City Manager
jw/It]kfrupper. doc
410 EAST WASHINGTON STREET · IOWA CITY,
IOWA 52240-1826 · (319) 356-5000 · FAX (319) .
;,. CCOG
memo
Date: May 19, 1997
To: Johnson County Board of Supervisors
From: Brad Neuman ,'~JCCOG Solid Waste Management Planner
Re: Waste Tire Collection Program Funding
Pursuant to our conversation at your May 13 Board meeting, I discussed the anticipated waste
tire program funding shortfall with the City Manager of Iowa City. He indicated that due to the
overwhelming success of the program, the Iowa City Landfill would pay any additional costs
needed to run the program through the June 14 advertised ending date. The $30,000 from the
DNR grant will be used up very soon, and I anticipate an additional $15,000 to $20,000 will be
needed to fund the remainder of the program.
If you have any questions, please give me a call at 356-5235.
Dave Elias
Chuck Schmadeke
Im~ba5-16-2,doc
MINUTES
IOWA CITY/CORALVILLE DEER MANAGEMENT COMMITTEE
Monday, May 19, 1997 - 6:30 p.m.
Craft Room, Iowa City Robert A. Lee Recreation Center
MEMBERS PRESENT:
Misha Goodman-Herbst, Lisa Handsaker, Ron Fort, Judy Rhodes,
Bud Louis, Doug Jones, Loren Forbes, Dave Froschauer, Charlie
Duffy
MEMBERS ABSENT:
Nancy Seiberling, Kat Moore, Pat Farrant, Steve Hendrix, Scott
Larson
DEPARTMENT OF NATURAL RESOURCES ADVISORS: Tim Thompson, Susan Hager
OTHERS PRESENT:
Margaret MacDonald, Grace Trifaro
Approve May 1, 1997 Meeting Minutes
Minutes of the May 1, 1997, meeting were approved with one modification: the issue of
distribution after euthanizing was clarified to read that deer are distributed if they are euthanized
by firearm. They are not distributed if chemically euthanized.
Presentation by Vern Fish, Naturalist, Hartman Reserve Nature Center (Black Hawk
County)
Fish reviewed the procedure followed for the Black Hawk County Deer Task Force. He stressed
the importance of issues such as electing a media representative, educating the public,
gathering viable facts, and devising an on-going monitoring plan.
The Task Force studied deer in a 2.5 mile area. Their initial count in 1992 indicated the
population was at approximately 20.4 deer/square mile, a population within the 15-30
deer/square mile maximum threshold decided appropriate for the area. It was determined to
track and study movements via deer collars and to conduct an additional count one year later.
Collars cost approximately $150 per deer. Tracking was an intensive effort.
Exclosures were constructed to visually determine the effects of white-tailed deer on the woody
and herbaceous vegetation. Exclosures were built to be 75 x 75 feet in area and 8 feet high to
keep deer out of the study area; however, rabbits, woodchucks, and other small herbivores were
allowed entrance. Results demonstrated two to three-times as many seedlings within the
exclosure as there were outside after being protected from deer browsing for just one growing
season.
Educational efforts consisted of presentations to the community from individuals who are well-
versed in the area of deer management.
Management alternatives were studied. The following is a summary of investigation:
Fencing ..
0 Advantages: protect the area
0 Disadvantages: expensive, visually disruptive, prevent view of deer from the outside
Artificial and Natural Corridors
0 Advantages: socially acceptable
Disadvantages: difficult to change existing barriers to deer migration (highways, rivers,
etc.)
Education
0 Advantages: helps adjacent landowners protect property from deer browsing while
helping public become better informed on issues surrounding urban deer
0 Disadvantages: requires great deal staff time and resources to reach a large population
Trap and Relocate
0 Advantages: safe for deer and people, humane, and unobtrusive
Disadvantages: very costly, limited number of release sites, only the young deer are
captured, more than 50% of deer will die shortly after release
Trap and Sell
0 Advantages: safe for deer and people, humane, and unobtrusive
0 Disadvantages: limited number of public or private release sites
Trap and Destroy
0 Advantages: safe for people and humane for deer. If drugs not used, meat can be
donated to charities.
0 Disadvantages: labor intensive and expensive to'operate
Public Hunt
0 Advantages: effective, cheap, efficient
Disadvantages: concerns for safety, conflict with some social values and impacts other
forms of recreation
Controlled Hunt
0 Advantages: effective, easier to control
Disadvantages: conflicts with some social values, may also impact other forms of
recreation, costs more in the forms of supervision and training
Sharpshooters
0 Advantages: very efficient and effect with a low rate of crippling. can be done at night to
minimize impact on other forms of recreation
Disadvantages: cost, hunters lose recreational opportunities, may also impact other
forms of recreation and is in conflict with some social values
Individual Kill Permits to Allow Landowners to Hunt on Own Property
0 Advantages: selective to problem area
0 Disadvantages: safety, social values
Oral Birth Control
0 Advantages: more socially acceptable than killing
Disadvantages: inability to control dosage, inability to build up effective dosage in target
species, ingestion by non-target species, not licensed by FDA for free-ranging animals
Steroid Implant Birth Control
Advantages: effective in preventing conception, can last for at least two years, socially
acceptable
Disadvantages: ineffective in controlling herd growth because difficult to capture and
treat enough does to make significant difference, not licensed by FDA for free-ranging
animals
Remote Steroid Injections
0 Advantages: more socially acceptable than killing, don't have to capture and release,
effective on wild horses
Disadvantages: difficult to identify individual deer and get close enough to dart the
correct deer, very labor intensive, not effective with large herds, requires repeated
dosages and is not licensed by the FDA for free-ranging animals
The Task Force concluded the recommendation to be a controlled bow hunt. The deer
population in the Hartman/Wyth Complex dropped from 48 deed square mile in 1996 to 40
deer/square mile in 1997. The number of road kills within Cedar Falls and Waterloo also
dropped. The target harvest for the 1997-98 season would be 30 to 40 deer with at least 25
being does. The goal of this harvest is to bring the population to less than 30 deedsquare mile.
Over $11,000 in non-budged moneys has been spent to fund the program to date.
3. Committee Discussion
Jones stated that we do know of areas in Iowa City/Coralville with significantly high numbers.
The deer problem is not going to go away. We need to recommend a plan that will carry on after
our mission is accomplished.
Goodman-Herbst replied that she and Handsaker were aware of Council receiving many
complaints of deer problems. We also need to realize Council will not want to spend great
amounts of money to resolve this issue.
Handsaker indicated we need to recognize we do have large numbers of deer and our plan to
determine if we do have a problem should not be so lengthy that we end up eliminating some
proven cost-effective, acceptable resolutions.
Fish recommended Jay McAninch of the Minnesota DNR make a presentation to the Committee.
Goodman.Herbst and Handsaker will investigate his fee and availability.
Rhodes relayed that those who live in heayily deer populated areas know the deer are a
problem. We need to educate those who don't live in deer areas.
Jones thought a public call to citizens to let us know where the deer are could be a useful tool.
Goodman-Herbst discussed the possibility of a postcard survey in the Iowa City utility
statements. Committee members should forward suggested questions to Handsaker of
Goodman-Herbst so a draft can be prepared for the next meeting. Goodman-Herbst also
said the Committee could make different recommendations for different areas of the community.
Hager pointed out that the Kent Park project organizers paid Jay McAninch approximately
$8,000-$11,000 to carry out the study and implementation.
Goodman-Herbst informed members that she has had no response from Kat Moore. Moore was
appointed as a representative of animal rights groups. It was agreed that we need solid
representation from that faction. Handsaker will contact the Mayor to solicit Council input for an
additional member.
By consensus, it was decided the field trip to areas experiencing deer damage should be
delayed.
Public Input
Grace Trifaro of the Citizens for Animal Rights and the Environment requested the Committee
seek presentations by representatives other than those committed to hunting. She stressed the
importance of the community learning to live with deer.
Meeting adjourned at 9:00 p.m.
NEXT MEETING: Monday, June 2, 6:30 p.m., Civic Center Lobby Conference Room
AGENDA
IOWA CITY/CORALVILLE DEER MANAGEMENT COMMITTEE
Monday, June 2, 1997
6:30 p.m.
Iowa City Civic Center Lobby Conference Room
Call to Order 6:30 p.m.
m
Approve Minutes of May 19, 1997, Meeting
Devise Outline for Committee Action
* Review Council's Committee Mission
evaluate the current situation by ¥eviewing available deer population figures and
gathering vehicle-deer accident data and general crop/lawn/property damage figures
determine if there is sufficient rationale to investigate herd thinning measures
within City of Iowa City and City of Coraiville boundaries based on evaluation of the
current situation
if rationale exists, investigate herd thinning measures compatible with an urban
setting utilizing research obtained from other local areas (Black Hawk county, Cities
of Cedar Rapids/Marion, Kent Park study) and other current information
recommend to the City Councils of Iowa City and Coralville the best-suited herd
thinning measure to be implemented and the targeted number of deer to be removed
within the Iowa City/Coralville city limits. Recommendation should also be
established regarding annual monitoring system of deer population.
* Construct action plan
Determine if Iowa CitylCoralville Community has a Deer Population
Problem
* Review Bud Louis photographs
Discuss Pros and Cons of Deer Presence
Set Agenda for June 16 Meeting
Public Input
7. Adjournment
To, IOWA CITY CLERK
Johnson Coun~
Sally Stutsman, Chairperson
Joe Bolkcom
Charles D. Duffy
Jonathan Jordahl
Stephen P. Lacina
From, Jo Ho~art¥ S-R1-5?
10,09am p. 2 of 5
BOARD OF SUPERVISORS
May 22, 1997 .... . c- :.=,."72
FORMAL MEETING ........................
Agenda ..:.
1. Call to order 9:00 a.m.
2. Action re: claims
3. Action re: formal minutes of May 15th
4. Action re: payroll authorizations
Business from Dr. Craig Mosher, Director of Mental
Health/Developmental Disabilities Department re: approval for hiring a
Case Manager. discussion/action
6. Business from the County Auditor
a) Action re: permits
b) Action re: reports
1. Clerk's April monthly report
c) Other
913 SOUTH DUBUQUE ST.
P.O. BOX 1350
IOWA CITY, IOWA 52244-1350
TEL: (319) 356-6000
FAX: (319) 356-6086
To, IOWA CITY C~RK From, Jo Houart¥ 5-R1-97 10,09am p. 3 of 5
Agenda 5-22-97
Page 2
7. Business from the Planning and Zoning Administrator
a) Final consideration of application Z9709 of Glenn
Lackender.
b) Final consideration of application Z9710 of Pam and Dennis Foster.
c) Final consideration of the following Ordinance Amendments:
1. To amend the legal description of Ordinance 06-14-84-21
of
d)
e)
application Z8413 of Daniel and Barbara Bane: .......................
2. To amend the legal description of Ordinance 04-20-89-Z5
application Z8909 of Kevin Kelly. '~-~:-~? :'"" .....
Motion setting public hearing for comprehensive plan.
Other
8. Business from the Assistant Plannmg and Zoning Administrator
a) Discussion/action re: the following Platting application:
Application S9720 of Pam and'.Dennis':'Foster requesting
preliminary and final plat approval of Idlewild Acres, a subdivision
described as being located in the North 1/2' of:the East i)2 of the
SW 1/4 of'the NE 1/4 of Section 23; Township 81 North_; Range 8
West of the 5th P.M. in Johnson County, Iowa. (This is' a 2-lot (1
residential, 1 farmstead split), 9.44. acres, residential and farmstead
split subdivision, located on the sbuth side of Piotz' Road NW,
approximately 1/4 of a mile west ofFalcon Avenue NW in Monroe
Twp.) :
b) Other
9. Business from the County Attorney
a) Discussion/action re: request for suspension of ~eal estate taxes; parcel
#84317004 in Solon.
b) Report re: other items - '~ '~
To: IO~A CITY £LE~K From~ ~o Hoqa~t¥ 5-21-~? 9:47am p, 2 of ~
Agenda 5-22-97
CORRECTION
Page 3
10. Business from the Board of Supervisors
a) Action re: right-of-way contract with Diane E. Stahle and Samuel J.
Stahle in the amount of $586.00 for Johnson County Project FM-52(43)-
-55-52 and authorize Chairperson to sign. (140th Street)
b) Action re: fight-of-way contract with Veronica C. Kessler in the
amount of $5,090.00 for Johnson County Project FM-52(43)--55-52 and
authorize Chairperson to sign. (140th Street)
c) Action re: tenant contract with Samuel J. Stahle in the amount of
$25.00 for Johnson County Project
Chairperson to sign. (140th Street)
d) Action re: contract and contractor's bond with L.L. P~flir~ Company,'
Inc. in the amount of $1,241,654.23 for Johnson County Project FM-
52(44)--55-52 and authorize Chairperson to sign. (1997 Asphalt
Resurfacing Program including, Utah Avenue from Highway 6 to 520th
Street, American Legion Road from the Iowa City, city limits to
Highway 6, and Dubuque Street from the North Liberty city limits to
approximately Butler Bridge)
e) Action re: contract and contractor's bond with Weidemann, Inc. in the
amount of $538,589.49 for Johnson County Project STP-S-52(31)--5E-
52 and authorize Chairperson to sign. (IWV Road grading project from
Blackhawk Avenue, West to Johnson-Iowa county line)
f') Motion to appoint Michael R. Gardner as Interim County Engineer
effective immediately.
g) Third consideration amending an ordinance providing for issuance of
permits for the discharge of fireworks. (This will change Section IV
stating application for permit must be made no later than seven days
before anticipated possession, storage, use or explosive of fireworks.)
action
h) Discussion/action re: fireworks permits.
i) Other
IOWA CITY CLERE From: Jo Houart¥ S-21-97 10:09am p, S of S
Agenda 5-22-97
Page 4
11. Adjourn to informal meeting
a) Business from Laurie Robinson, Director for Johnson County
Historical Society re: use of a five acre parcel of land, part of the
Johnson County Farm, at the comer of.Me_ko.s.e__A__v__e_n_.ue_ a_.n...d_.S_!.o..~o.~er
Road. site visit/discussion
b) Inquiries and reports from the public
c) Reports and inquiries from the members of the Board oi~ ~'u~'er~'is0rs
d) Report from the County Attorney
e) Other
12. Adjournment
CITY 0t: I01,1/.4 CITY
CITY COUNCIL INFORMATION PACKET
May 30, 1997
IPl
IP2
IP3
IP4
IP5
IP6
IP7
IP8
IP9
IP10
IPll
IP12
IP13
IP14
IP15
IP16
IP17
IP18
IP19
IP20
IP21
IP22
IP24
IP25
IP26
IP27
JUNE 2 WORK SESSION
Memorandum from Assistant Director of Planning and Community Development:
Penny Bryn Neighborhood Association for Traffic Calming on Tag Drive
Memorandum from Director of Public Works: Sanitary Sewer Service Lines
Memorandum from Assistant City Manager: Graffiti Ordinance and Policy
Request from
MISCELLANEOUS ITEMS
Letter to Council Member Baker from Barbara Curtin (Big Brothers/Big Sisters):
Bus Passes
Memorandum from
Memorandum from
Memorandum from
Memorandum from
I
Thank-You for ~0~
City Manager: Pay Plan Administration
City Manager: Pending Development Issues
City Manager: Tree Pruning - MidAmerican Energy Company
City Manager: Fluorescent Tube and Ballast Disposal
Memorandum from City Manager: Downtown Landscaping Islands - Senior Center
Letter from City Manager to Kelly Hayworth (City of Coralville): Fire Service
Email from Joe Bolkom to JC NEWS: Silurian Aquifer Monitoring Approved
Memorandum from Assistant City Manager: TCI Proposal
Memorandum from City Clerk: May 19 Council Work Session
Memorandum from City Clerk: Meeting Schedule Revision #10
Letter from David Leshtz to Police Chief: Police
Memorandum from Director of Parking and Transit to City Manager: July 4th Shuttle
Release: K-12 Student Summer Bus Passes
Release: Roofers
Release: Water Main Construction on Market Street
Release: Highland Avenue Closure
Award: The Best of Iowa City Free Entertainment -Ped Mall . / /_~
Agenda: Johnson County Board of Supervisors May 27, 1997,'~in~t'/o~n~a~l~/eeting
A~,v..J~. _~..m-_~ "-"tt:' "'~""~,f'~"--,-~. ~v.~ i~_, "'~ ~""~ ' '_ ..... : ~l ......u
Agenda: Council on Disability Rights and Education June 3, ~997, Meeting
Community Promotional Funding Program [Vanderhoef]
City of Iowa City Budget - Capital Improvement Program FY98-FY02 [Council only]
City of Iowa City Three Year Financial Plan FY98-00 [Council only]
Information Packet
May 30 1997
page 2
Memo from City Mgr. regarding being out of town.
Memo from City Mgr. regarding Miscellaneous (Sales Tax, Iowa Ave., Fairview Golf
Course, Cemetery, Dubuque-Kimball Sidewalk, Ash trays - City Plaza, Police training.)
Agenda for 6/3/97 Informal mtg. of the Board of Supervisors.
Memo from City Mgr. re City Arty. recruitment.
Copy of the Downtown Area Shuttle Study (dated May 1997)
Proposal for a Public Arts Program.
Memo from Recreation Superintendent regarding security at Recreation Center.
Information regarding Budget.(distributed 6/3 meeting on City Finances)
Copy of letter from Assistant City Manager to TCI regarding Franchise Agreement.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 28, 1997
City Council
Jeff Davidson, Assistant Director, Dept. of Planning and Community Development
Request from Penny Bryn Neighborhood Association for traffic calming on Teg Dr.
The request from the Penny Bryn Neighborhood Association for the installation of traffic
calming devices on Teg Drive led you to approve the attached "Iowa City Residential
Neighborhood Traffic Calming Program Evaluation Criteria" at your November 18 work session.
At this work session staff was also instructed to accelerate the evaluation process for the
Penny Bryn neighborhood, by beginning our evaluation of traffic calming for Teg Drive at step 5
of the process. We have now completed steps 5 through 8 of the traffic calming evaluation
process, the results of which are summarized in the following report.
Step 5
Staff met with Penny Bryn Neighborhood Association representatives and developed a traffic
calming project for Teg Drive. consisting of seven speed humps and associated signage, and
removal of the existing stop signs on Teg Drive at two intersections. The speed hump project
was designed according to guidance from the institute of Transportation Engineers. The
proposed traffic calming project extends along the portion of Teg Drive which has frontage
along Willow Creek Park.
A brief traffic study conducted by staff showed Average Daily Traffic recorded in March 1997 to
be 773'vehicles per day on Teg Drive. This is not considered an excessive collector street
traffic volume. Twelve percent of the recorded vehicles were trucks, a higher percentage of
trucks than is typically found in a residential traffic stream. If this is an indication of cut-through
commercial truck traffic, then the installation of traffic calming devices on Teg Drive should help
encourage trucks to stay on the arterial street system. The installation of speed humps on Teg
Drive may cause some diversion of residential traffic off of Teg Drive and onto the alternate
collector streets of Denbigh Drive and Estron Street, . but we do not project excessive traffic
volumes would occur on Denbigh or Estron.
Staff's traffic study showed 85th percentlie speeds on Teg Drive to be 32 mph northbound and
31 mph southbound. The 85th percentlie speed is considered to be the "safe and comfortable"
speed for most motorists. The installation of traffic calming devices is intended to reduce
speeds to not in excess of 5 mph over the posted speed limit, which would be not in excess of
30 mph on Teg Drive. The installation of speed humps on Teg Drive may not cause a
noticeable difference in travel speeds for the majority of motorists. It will cause a noticeable
difference in traffic speeds for the small percentage of vehicles exceeding 35 mph on Teg
Drive.
2
Step 6
The Police Department, Fire Department, Johnson County Ambulance Service, and Iowa City
Transit were asked to comment on the proposed installation of speed humps on Teg Drive. Two
responses were received (attached) from the Fire Department and Iowa City Transit. There is
no opposition to the proposed installation of speed humps on Teg Drive.
Steps 7-8
A mailback survey was sent to residences in the Penny Bryn and Park West neighborhoods
who would be directly affected by the proposed speed humps. This did not include all
residences in the two subdivisions, only those which we felt were directly affected by the
proposed speed humps. Of 72 surveys mailed 56 were returned, a very high response rate of
78%. 71% of the responses were in favor of the proposed speed hump project; 29% were
opposed. Approximately one-third of those opposed believe that there is a problem with
speeding vehicles on Teg Drive. The responses were split as follows between the two
neighborhoods:
In favor of speed humps 10 30 40 (71%)
Opposed to speed humps/speeding 3 2 5 (9%)
problem should be addressed
Opposed to speed humps 8 3 11 (20%)
Total 21 35 56 (100%)
Summarized in an attachment. are the 24 comments which were received on the
questionnaires. Fifteen of the' comments were on questionnaires in favor of speed humps, five
of the comments were on questionnaires opposed to speed humps, and four of the comments
were from persons opposed to speed humps but concerned about speeding traffic.
Conclusion
There is a clear consensus of the neighborhood in favor of giving speed humps a try on Teg
Drive. Staff has prepared a design consistent with acceptable engineering design standards
and acceptable to the neighborhood. The proposed project will cost approximately $8,000.
Funding is available in the adopted budget from the traffic calming CIP project fund. If installed,
the proposed project would be evaluated by staff in one year, and may be removed at that time
if desired.
A decision is needed at your June 2 work session in order to implement this project in the
current construction season. Let me know if you have any questions.
Attachments
cc: Steve Arkins
Chuck Schmadeke
Rick Fosse
Karin Franklin
Marcia Klingaman
Joe Fowler
Andy Rocca
Neighborhood survey mailing list
ppdadmin/tegtraff.doc
o
Iowa City Residential Neighborhood Traffic Calming Program
Evaluation Criteria
Approved by the City Council 111'18196
To initiate a traffic study of the street proposed for traffic calming, a formal request will
be required from the neighborhood association that includes the street proposed for
traffic calming. If the street proposed for traffic calming is not included within a formal
neighborhood association, then a petition will be required from interested residents
along the street proposed for traffic calming.
The street considered for traffic calming measures should be functionally classified as
a local residential street or a collector street.
Traffic volumes on a residential street should exceed 500 vehicles per day and on a
collector street should exceed 1000 vehicles per day. Traffic volume on any street
proposed for traffic calming should not exceed 3000 vehicles per day, or
The measured 85th percentlie speed shouldexceed 5 mph over the posted speed limit.
For example, on a street with a posted speed limit of 25 mph, the 85th percentlie speed
should exceed 30 mph to be considered for traffic calming.
Staff will meet with the neighborhood association, and determine which traffic calming
measures are reasonable for evaluation. If the street proposed for traffic calming is not
included in a formal neighborhood association, then staff will meet with interested
residents to determine which traffic calming measures are appropriate for evaluation.
Staff will conduct a traffic study which will include evaluating the perceived traffic
problems, roadway geometry, and the impact on adjacent streets (traffic diversion) from
the proposed traffic calming measures.
The Police Department, Fire Department, and ambulance service will be asked to
comment on the proposed street modification's impact on emergency vehicle response.
The Transit Division will be asked to comment on the proposed street modification's
impact on public transit service.
tf the traffic study shows that traffic calming measures can be implemented safely, a
mail-back survey of all affected residential dwelling units will then be conducted by the
City. The questionnaire will allow each residential dwelling unit to express: (1) support
for all proposed traffic calming measures; (2) support for some traffic calming measures
but not others; or (3) no support for any traffic calming measure. A proposal for traffic
calming must be supported by a simple majority of the residential dwelling units
responding to the questionnaire in order to be considered for implementation. On a
street functionally classified as a local residential street, the mail-back survey will include
all residential dwelling units with direct access to the street. On a street functionally
classified as a collector street, the mail-back survey will include all residential dwelling
units with direct access to the street, as well as all residential dwelling units on adjacent
local residential streets which feed into the collector street.
No minimum number of responses to the mail-back survey is required, but a low
response rate will be taken into consideration by the City Council.
jccogtp\penny.mmo
Traffic Counting Report
'1200 Block of Teg Drive
Iowa City, Iowa
CONDITIONS
A survey of vehicle traffic was conducted using a
NuMetrics Histar NC-90A tra~ffic counter that was placed
in each of the travel lanes of the 1200 Block of Teg
Drive. The count was conducted for 72 hours beginning
Tuesday, March 11, 1997 at 7:00 AM and ended on
Friday, March 14, 1997 at 7:00 AM. Data were recorded
in fifteen minute time intervals. Weather during this
count was consistent with the time of year, cool in the
evenings, warming throughout the day, with some
precipitation. The posted speed limit on this street,
which lies in a residential neighborhood, is 25 MPH. ~..~.
VOLUME ~
The northbound lane of~'de Dr. had an Average
Daily Traffic (ADT) of 377. Southbound traffic had an
ADT of 396. Total ADT for both lanes was 773.
Southbound traffic saw a morning peak hour average of
22 vehicles and averaged 45 vehicles per hour during
the PM peak. Northbound traffic averaged 52 vehicles
during the AM peak hour and 32 vehicles per hour during
the PM peak hour. The line graph below illustrates the
average hourly volume over the three day study period.
Teg Drive Traffic Volumes
SPEED
Speed is also measured by the NuMetrics
counters. The posted speed limit for this portion of
traffic
Teg Drive is 25 MPH. Southbound traffic reported an
85th percentlie speed of 31 MPH, while northbound
traffic reported an 85th percentlie speed of 32 MPH. The
85th percentlie speed is the speed at which 85 percent of
the vehicles are traveling at or less than, and considered
the general comfort level speed of most drivers.
Average speeds were 29 MPH for northbound traffic and
29 MPH for southbound traffic. 64% or 727 northbound
vehicles were exceeding the speed limit, and 741
vehicles or 63% of southbound vehicles were exceeding
the speed limit. The bar graph below illustrates the
distribution of vehicle speed level over the 72 hour
period.
Teg Drive Speeds
600
500
4OO
· . ~
300 !"
200 .....
100 ..................................~--.
CLASSIFICATION
Vehicle lengths are also measured by the NuMetrics
counters. This gives us an idea of the types of vehicles
that are using the street. On Teg Dr., most of the
vehicles were passenger cars. In the northbound lane,
82% of all recorded vehicles were 20 feet long or less.
The other eighteen percent of the vehicles were between
20 and 60 feet long with most of them being between 20
and 30 feet. Examples of a 20-30 foot long vehicle
would be most delivery trucks or large pick up trucks;
buses are around 40 feet long. In the southbound travel
lane 93% of the vehicles were less than 20 feet long
while the remaining vehicles ranged from 20 to 40 feet.
Northbound traffic is higher than average for local and
collector roadways which average 90-95% passenger
vehicles.
City of Iowa City, 410 E. Washington St., Iowa City, IA 52240 (319)356-5254
Microsoft Mail v3.0 IPM.Microsoft Mail.Note
From: Andy Rocca
To: Jeff Davidson
Subject: Traffic Calming
Date: 1997-04-08 15:39
Priority: R
Message ID: EF01FDOC
Conversation ID: EF01FDOC
Jeff,
I have reviewed the proposed traffic calming hump design for the Willow
Creek Park - Teg Drive area. From the Fire Department's perspective, I
don't see any major problems with the design. Obviously, the speed of fire
apparatus will be dictated by actual driving conditions.
In addition, I contacted Toledo Fire Rescue regarding their experience with
traffic calming. Through discussions with an on-duty battalion chief I was
advised of the following:
Weather conditions didn't seem to be a problem for responding fire
apparatus.
2. No significant increase in response times were noted.
3. When conditions allow, fire apparatus maneuver a set of wheel tracks
between the speed hump and the existing curb. No real problem, just a fact
of life.
4. Fire apparatus drive the road conditions and stop at the speed humps, if
necessary.
Let me know if you have any questions. You can reach me at X5256.
for the opportunity to provide input. AJR
Thanks
City of Iowa City
MEMORANDUM
Date: March 27, 1997
To: Jeff Davidson, Assistant Director, Department of Planning & Community Development
From: Joe Fowler, Director of Parking & Transit/~
Re: Traffic Calming Measures for Teg Drive
I have reviewed the proposed traffic calming measures for Teg Drive and d~) not believe they
would have any negative impact on Iowa City Transit. At the present time there is no transit
service in this neighborhood and I do not foresee any change in the future.
Im~jf3-27.d0c
May 6, 1997
CITY OF I0 WA CITY
Re:
Attached survey for proposed traffic calming project on Teg Drive
SURVEY DUE FRIDAY, MAY 16, 1997
Dear Teg Drive Area Residents:
You recently received preliminary information outlining the proposed traffic calming project
intended to encourage motorists to obey the 25 mph speed limit on Teg Drive. Penny Bryn
Neighborhood Association representatives have worked with the City to develop a design for
the construction of speed humps on Teg Drive.
A design diagram and survey are attached. The design diagram includes a brief description of
the project and process for implementation. Residents are encouraged to return the attached
survey. The speed humps and signage will be installed on Teg Drive only if a majority of
neighborhood residents are in favor of trying the traffic calming devices for one year. The
results of the survey will be compiled and included with the information that goes to the City
Council for the final decision 'on implementing the project. You will be informed of the results
of the survey through your neighborhood association or the City's Office of Neighborhood
Services.
If you have any questions about this proposal, feel free to call Penny Bryn Neighborhood
Association representatives (Sally Crowe, 351-1263, Lucy Choisser, 338-5006 or Marsha
Karnis.ki, 354-9681) or City staff (Jeff Davidson, 356-5252 or Doug Ripley, Traffic
Engineering Planner, 356-5254).
Thank you for your consideration of this matter; we appreciate you participating in the
planning of facilities which affect your neighborhood.
Sincerely,
Jeff Davidson
Assistant Director
Department of Planning & Community Development
jccogtp~sphurnp.doc
410 EAST WASHINGTON STREET * IOWA CITY. IOWA 52240-1826 · (319) 356-$000 · FAX (319) 356-5009
Neighborhood Survey
Proposed Teg Drive Traffic Calming Project
PLEASE CHECK ONE:
I am in favor of the proposed speed hump project for Teg Drive.
I am opposed to the proposed speed hump project, but believe there should be
something done about vehicles speeding on Teg Drive.
I am opposed to the proposed speed hump project.
Comments:
Name: Address:
Please include your name arid address so we can ensure only one survey response per
residence.
PLEASE RETURN IN ENCLOSED, SELF-ADDRESSED, POSTAGE-PAID ENVELOPE BY
FRIDAY, MAY 16, 1997, TO:
Jeff Davidson
Department of Planning & Community Development
The City of Iowa City
410 E. Washington St.,
Iowa City, IA 52240
Thankyou.
jccogtp~speehump.doc
PROPOSED TEG DRIVE TRAFFIC CALMING PROJECT
The proposal is for seven speed humps and associated signage to be
installed on Teg Drive. As shown below, what is proposed is not a
speed bump such as you might find in a commercial par~ing iot. A
speed bump is higher and narrower than a speed hump and causes a
more severe reaction to a motor vehicle going over it. A speed hump
creates a gentle rolling sensation to a motor vehicle going the 25 mph
speed limit. A vehicle exceeding the speed limit creates a more
noticeable sensation going over a speed hump, causing an instinctive.
reaction in the driver to slow down. The proposed speed hump
system for Teg Drive has been designed according to accepted
design guidelfnes to ensure the safety of the neighborhood.
If approved for installation by the City Council, the speed humps
would be installed at an expense of $8,000, which would be paid for
out of the Clty's traffic calming budget. The speed humps would be
constructed of asphalt matedal that could be removed if residents or
the City subsequently felt the installation was undesirable. City staff
would evaluate the speed humps after a year, and neighborhood
residents would be surveyed regarding their opinions on the
installation. Permanent, more visually appealing speed humps could
be installed later if it is agreed they have been successful.
Penny Bryn Neighborhood Survey Comments
Proposed Teg Drive Traffic Calming
Questionnaires in favor of speed humps
1. In addition to speed humps retain stop signs for children crossing on Teg Drive.
2. Safety concerns: vehicles losing control at high speeds, vehicle wear and tear, and snow
removal.
3. It is an excellent idea.
4. With traffic increase, this is a gmat idea.
5. More enforcement of speed limit would be appreciated.
6. We need to slow traffic on Teg - please try speed hump idea.
7. Very happy City is attempting to lower risk of injury from speeding on Teg Drive - looks like a
good solution.
8. Hope speed bumps are not installed directly in front of my driveway between 1224 and 1232 Teg
Drive.
9. People need to be slowed down before they roll through current stop signs, and many small
children cross Teg to go to park.
10. Thanks for listening to our concerns.
11. Can relate to concerns for those on Teg Drive with children and likewise children who frequent
the park.
12. This appears to be the best solution considering other traffic calming options listed in
USA Today.
13. This is a good design - the safety of children is more important than anything else.
14. Stop signs do not slow drivers down. On Saturday nights, it is like the Indy 500.
15. Seven speed bumps is too many - just put in four by the Willow Creek Park.
Opposed to speed humps
16. The residents on Teg Drive want the dead-end street back and will do anything to get it - a stop
sign between Graslon and Hafor might help.
17. Tax dollars should not be wasted - speed bumps are a nuisance and bad for a car's shocks.
Stop signs am sufficient.
18. Six speed humps from Flannigan Court to Benton Street seems excessive.
19. Waste of money - this is taking it too far. Should use money to repair paving on Benton Street.
Stop signs are adequate enough but should be lowered.
Penny Bryn Neighborhood Survey Comments
Proposed Teg Drive Traffic Calming
Opposed to speed humpslspeeding problem should be addressed.
20. Speed bumps are inconvenient. Straightaway on Aber is problematic; keep stop signs and no
speed bumps. (One-page letter attached)
21. Speed limit should be enforced - should not spend money this way.
22. Ambivalent about speed humps because there are not enough proposed. Stop sign removal
does not provide places for pedestrians to cross to park.
23. Police patrols that consistently issue tickets would be effective. Speed humps cause snow
removal problems and damage cars.
24. Money could be spent more wisely.
25. I believe the stop signs currently in use are sufficient.
ppdadmin/tegtraf2.doc
2
City of Iowa City
MEMORANDUM
April 28, 1997
To: Steve Atkins
From: Chuck Schmadeke
Re: Sanitary sewer service lines
Sanitary sewer service lines provide sewer service for individual properties and extend
from the building to the City owned sanitary sewer main. Service lines are privately
owned and maintained even though in many cases they are located on or across public
property.
Over the past several years the cost to repair damaged, plugged or otherwise
inoperable sanitary sewer service lines has become very expensive and sometimes
poses a heavy unmanageable financial burden on the property owner. Today, the
minimum cost for a service repair when excavation is required in public right-of-way is
approximately $3000.00.
The reasons for this dramatic increase in costs are:
· OSHA regulations require shoring or wide trench construction for deep excavations.
Sanitary sewer services must be four feet deep at a minimum and generally are over
eight feet deep to serve basement areas. This regulation eliminates small excavation
contractors from competing for sanitary sewer service work.
Since small contractors no longer provide this service, the property owner must hire
a contractor with large equipment costs and compete against larger more profitable
projects.
To reduce the property owner's cost to repair a sanitary sewer service when excavation
is required, the Public Works Department recommends establishing the following cost
sharing policy:
The City shall provide financial assistance to residential property owners for
repairing private sanitary sewer services between the City owned sewer main and the
exterior building wall when excavation is required. The need for repair must be the
result of pipe failure such as a broken pipe or joint separation and not from faulty use.
Financial assistance shall not be provided for pipe cleaning. The City must be notified
prior to commencement of work in order to access the cause of sewer service failure
and the extent of damage. The property owner shall pay the first $750.00 and 20% of
all costs over $750.00. The City shall pay the remainder. The property owner shall
contract for the work after consultation with the City. These costs should be reviewed
and adjusted periodically as deemed appropriate.
If this cost sharing idea is acceptable, Public Works will proceed with preparing the
necessary documents to effectuate this cost sharing policy.
eo
ADMINISTRATIVE POLICY PROVIDING FINANCIAL ASSISTANCE FOR EXCAVATION
AND REPAIR OF PRIVATE SANITARY SEWER SERVICES SERVING
RESIDENTIAL SINGLE FAMILY AND DUPLEX OWNER-OCCUPIED DWELLINGS.
1. The City will contribute to the cost of excavation and repair of sanitary sewer
services s~rving residential single family and duplex owner-occupied dwellings. This policy
shall not apply to the cost of excavation and repair .of sanitary sewer services serving other
dwellings, buildings, structures, or properties.
2. The amount the City will contribute to the cost of excavating and repairing a
sanitary sewer service serving a residential single family or duplex owner-occupied dwelling
is eighty percent (80%) of the total cost exceeding $750.00. Thus, the property owner is
responsible for the initial $750.00 plus twenty percent (20%) of all costs thereafter.
3. The owner of the sanitary sewer service line shall only contract with a
contractor acceptable to the City.
4. The City shall 'be given an opportunity to inspect all excavation work, sanitary
sewer service line damage, and repair work. The opportunity to inspect the damage must be
provided to the City before any repairs are made unless repairs are necessitated by an
emergency.
5. The City shall be .consulted regarding methods and materials used for repair
work.
6. This policy shall not apply to the cost of any excavation or repair of a sanitary
sewer service line less than five (5) years old.
7. This policy shall not apply to the cost of sanitary sewer service line cleaning.
8. The City shall not contribute to the cost of excavating or repairing a sanitary
sewer service line installed at a grade insufficient to carry solids.
2
9. This policy shall not apply to the cost of repairing or replacing driveways,
fences, underground drainage tile or other site features which are removed or disturbed as a
result of the excavation and/or repair.
i O. The City shall only contribute 860,000 per fiscal year to the costs of excavation
and repair of sanitary sewer services serving residential single family and duplex owner-
occupied dwellings. Claims received after the 960,000 limit has been exhausted during a
fiscal year will be given first priority for contribution the following fiscal year in the order in
which the claim was received.
11. The City Manager is authorized to pay the City's share of the excavation and
repair pursuant to this policy.
City of Iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 29, 1997
City Council
Dale E. Helling, Assistant City Manager
Graffiti Ordinance and Policy
Attached please find a copy of a draft ordinance regarding control of graffiti and removal from
private property, along with a letter from Deirdre Castle of Heitman Properties of Iowa
representing Old Capitol Center and indicating support for the ordinance. In addition,
Jim Clayton has verbally conveyed to me the support for this ordinance by the Monday Forum.
Copies were also sent to the Downtown Association, the Chamber of Commerce, and the
Northside Marketplace from whom no responses have been received thus far.
Also attached is a draft City policy on graffiti removal which has been only slightly modified from
the proposal Council received several months ago. These modifications were based on
previous input received. This policy essentially reflects what the City is now doing, with the
exception that an ordinance has not yet been adopted.
If these documents reflect the direction Council wishes to go, they will be finalized and placed
on your next agenda for formal action.
Attachments
cc: City Manager
jw/mem/grafffiLd~/doc
Prepared by: Dale Helling, Asst. City Manager, 410 E. Washington St., Iowa City, IA 52240 (319) 356-5010
ORDINANCENO.
AN ORDINANCE REGARDING CONTROL OF GRAFFITI AND REQUIRING REMOVAL OF
GRAFFITI VANDALISM FROM PRIVATE PROPERTY
WHEREAS, graffiti visually pollutes the community, degrades property values, and otherwise
is injurious to the senses; and
WHEREAS, the City of Iowa City is committed to reducing the amount of graffiti in Iowa City.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY,
IOWA:
SECTION I. AMENDMENT. Amending Title 6, entitled "Public Health and Safety" of the City
Code, by adding a Chapter 9 to be entitled "Graffiti", which shall contain the following provisions:
6-9-1. Definitions. As used in this Chapter, the following definitions shall apply:
Deface: to alter the appearance of something by removing, distorting, adding to, or covering
all or a part of it. ..
Graffiti vandalism: defacing public or private real property by painting, drawing, writing,
etching, or carving by use of paint, spray paint, ink, knife, or any similar method.
Realproperty: land and whatever is erected or growing upon or affixed to land, including fences
and walls.
6-9-2. Declaration of Public Nuisance; Regulation. All real property defaced by graffiti
vandalism which is visible to the public view is hereby declared to be a public nuisance, and shall be
subject to City abatement procedures if not removed with seven (7) calendar days from the date of
written notice from the City.
6-9-3. Not/f/cation to Abate Nuisance. The owner of any real property located within the City
which is defaced by graffiti vandalism shall be notified of such graffiti vandalism by the City prior to
any City abatement procedures. Such notice shall be in written form and shall direct the property
owner to remove or eradicate the graffiti vandalism from the real property within seven (7) calendar
days from the date of such notice. The notice shall be sent by first class mail and shall contain:
1. A description of the real property upon which the graffiti vandalism occurred and a
description of the nature of the vandalism;
2. A demand that the owner remove or eradicate the graffiti vandalism from the real property
within seven (7) calendar days from the date of such notice; and
3. A statement that warns that the owner's failure or refusal to remove or eradicate the graffiti
vandalism may result in the City's commencement of abatement procedures, and if the cost of such
abatement is not paid to the City within thirty (30) calendar days after a notice of assessment is mailed
to the property owner, such costs may be assessed against the property in the same manner as a
property tax as provided by state law.
Ordinance No.
Page 2
SECTION II. AMENDMENT. Amending Title 6, entitled "Public Health and Safety", Chapter 1,
entitled "Nuisances", Section 2, entitled "Public Nuisance Defined; Public Nuisances Enumerated", by
adding the following paragraph:
S. All real property defaced by graffiti vandalism which is visible to the public view.
SECTION III. REPEALER. All ordinances and parts of ordinances in conflict with the provisions
of this Ordinance are hereby repealed.
SECTION IV. SEVERABILITY. If any section, provision or part of the Ordinance shall be
adjudged to be invalid or unconstitutional, such adjudication shall not affect the validity of the
Ordinance as a whole or any section, provision or part thereof not adjudged invalid or unconstitutional.
SECTION V. EFFECTIVE DATE. This Ordinance shall be in effect after its final passage, approval
and publication, as provided by law.
Passed and approved this
day of ,1997.
MAYOR
Approved by:
ATTEST:
CITY CLERK
City Attorney's Office
It was moved by -' and seconded by
adopted, and upon roll call there were:
that the Ordinance as read be
AYES: NAYS: ABSENT:
Baker
Kubby
Lehman
Norton
Novick
Thornberry
Vanderhoef
First Consideration
Vote for passage:
Second Consideration
Date published
Vote for passage:
dennis/graffiti.ord
Helmran Properties of Iowa Ltd.,
May 8, 1997
City of Iowa City
Attn.: Dale E, Helling
Asst. City Manager
410 East Washington Street
Iowa City, Iowa 52240-1826
Dear Dale,
Thanks for copying me on the graffiti control ordinance proposal. The policy at Old Capitol
Mall is to remove all graffiti immediately. The only exception is gang related or threatening
graffiti, which is reported to the police. After the police have the opportunity to examine the
graffiti, it is removed. There is seldom an instance where this would take more than 24 hours.
The ordinance would not have .an adverse effect on the mall and we would support it.
Sincerely,
HEITMAN PROPERTIES OF IOWA, LTD.
a Delaware corporation, not
person.ally but solely as Trustee
of the Old Capitol Center Trust
Deirdre Castle
General Manager
DC:11c
Old Capitol Mall 201 South Clinton Street Suite 300 Iowa City, Iowa 52240 319 338-7858
POLICY ON GRAFFITI
CITY OF I0 WA CITY
STATEMENT
The City of Iowa City is committed to reducing the amount of graffiti which visually pollutes the
community.
FOCUS
This operating policy is established to provide a method and practice whereby the above commit-
ment is to be carried out. Efforts will focus on four areas:
Prompt removal of graffiti. Removal may be accomplished by either actually
removing or by painting over the graffiti.
Enforcement of prohibitions against graffiti vandalism.
Cooperative initiatives with other government entities and with the private sector.
An ordinance mandating the removal of graffiti.
1. PROMPT REMOVAL OF GRAFFITI
RESPONSIBILITY
Each operating department/division with the City shall be responsible for removal of any graffiti
from any building, facility or structure under the control of that department/division. In addition,
the City shall be responsible for removal of graffiti from retaining walls and similar structures on
private property which were constructed by or are expressly maintained by the City.
The City shall not be responsible for removal of graffiti from any structures or fixtures privately
owned or property owned by any other governmental agency except as provided above, even if
such structures or fixtures are located on public property.
TIME FRAMES
The City will attempt to respond to any complaint or notification of graffiti vandalism on City
controlled property within 24 hours in order to assess the nature and extent of the graffiti and the
effort which will be required to remove it. Where possible, it will be removed immediately but, in
all cases, it will be removed within 72 hours of the time the City becomes aware of its existence,
except where weather conditions may prevent such removal. These time frames for removal shall
not include weekends or City holidays.
Decisions regarding how quickly to remove graffiti will be based on the nature, degree of visibility,
and ease of removal.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA $2240-1826 · (319) 356-5000 · FAX (319) 356-5009
HIGH PRIORITIES
Any graffiti found by the City to be gang-related, blatantly racial, ethnic or directed negatively
toward protected populations, or overtly sexual or profane in nature will be removed as a matter
of highest priority. In such cases, calling in staff on weekends or holidays shall be within the
authority of each appropriate department/division head.
RECORD KEEPING
Any reported incident of graffiti vandalism and/or removal by the City shall be reported to the
Police Department, which shall maintain a record of all such reports.
All City employees are encouraged to. report to the Police any graffiti vandalism observed in the
community.
2. ENFORCEMENT OF PROHIBITIONS
The police department will respond to all reports involving graffiti received either from the public
or from a City department or division. The police will identify the location and type of graffiti and
will attempt to procure any evidence which may assist in identifying the perpetrator. In every case
where such identification can be made, the proper State and/or local charges will be filed. The
appropriate department/division will be notified of any graffiti on City property which was reported
by the public.
3. COOPERATIVE INITIATIVES WITH OTHER
GOVERNMENT AGENCIES AND WITH THE PRIVATE SECTOR
The City will initiate a program with a goal of ensuring that all property owners are notified
immediately of any graffiti appearing on their property and will encourage all citizens to report
graffiti on public property. Further, the City will assist the public in identifying the type of graffiti
which appears on private property and will encourage property owners to remove it within the
same time frames as does the City. Upon request the City will also share with the public informa-
tion regarding methods, materials and any other means by which graffiti can be removed, discour-
aged or otherwise abated.
The City will undertake in its own facilities design efforts to use materials, surface textures, paints,
etc. which are either graffiti resistant or which provide for greater ease of removal. Furthermore,
such design shall be encouraged throughout the community.
4. CITY ORDINANCE
A City ordinance which will mandate removal of all graffiti from private property. It will include a
provision whereby the City may declare specific graffiti vandalism to be a nuisance, remove it
after a proper period of notification, and may attach the cost of removal to the property owner's
tax bill if not paid.
mgr~asst~graffiti.wp5
/ Big Brothers/Big Sisters
of Johnson County
4-H Fairgrounds
4265 Oak Crest Hill Road $E
Iowa City, Iowa 52246-5881
319-337-2145 Phone
319-337-7864 FAX
May 23, 1997
Dear Larry,
Thank you very much for arranging for the bus passes for the youth
involved in the Crime Prevention grant. I will distribute them to the
agencies. Please extend our appreciation to the entire City Council for this
support. Transportation continues to be a barrier to services for many
people and this is one step toward overcoming that barrier.
On behalf of all of the youth involved in our programming, we thank
you for your commitment to Human Services in our community.
Sincerely,
Barbara Curtin
Executive Director
A YOUTH PROGRAM OF THE JOHNSON COUNTY EXTENSION SERVIC.E
AND JUSTICE FOR ALL...The Iowa Cooperalive Extension Service's programs and policies are consistent with pertinent federal
and state laws and regulations on non-discrimination regarding race, color, national origin, religion, sex, age, and handicap.
City of Iowa City
MEMORANDUM
Date: May 29, 1997
To: City Council
From: City Manager
Re: Pay Plan Administration
Although there are many details to the administration of pay plans, I thought I would
prepare a summary of the City's pay plan, in particular the process of determining an
employee's pay, and some of the basic principles surrounding a decision to adjust
compensation.
Attached are representative samples of our pay plans. I have used an AFSCME employee,
a police officer, a firefighter and an administrative employee. Each plan involves a number
of steps that are within a minimum and maximum. An employee's compensation may not
go beyond the maximum range. The pay plans for AFSCME, Police and Fire are a result of
labor/management negotiation. The pay plan for our administrative and confidential is set
by Council action and closely follows the pay plan adjustments represented by
negotiations with City unions.
In its simplest terms, when the Council approves a pay plan such as a union contract
settlement, the minimum and maximum range of the various schedules of pay are
increased by a percentage, say 5%, and the steps are increased accordingly to fit within
the new range. Union employees automatically receive this increase at the beginning of
the fiscal year. In addition, as an employee moves through the steps they are granted
movement to the next step in accordance with a time schedule. Such steps are a means
of representing seniority in the pay plan. The AFSCME employees are granted step
increases automatically unless the supervisor can demonstrate why the step should be
2
withheld. Administrative employees are not guaranteed either the across-the-board
adjustment or the step increases automatically and partial increases are also permitted. All
increases for Administrative employees are earned by performance, not by seniority.
Of our 556 employees, their eligibility for step increases is as follows:
Unit Emp. in Unit Eligible
AFSCME 353 181 51%
Police 50 19 38%
Fire 47 14 30%
Admin/Conf. 106 94 91%
AFSCME Steps
1 2 3 4 5 6
Maint. Worker I 22,214 24,897 25,708 26,603 27,539 28,579
12% 3.5 3.5 3.5 3.7
Step 1 to Step 2 - 6 months
Step 2 to Step 3 - 1' year
Step 3 to Step 4 - 1 year
Step 4 to Step 5 - 1 year
Step 5 to Step 6 - 1 year
Step 1 to Step 6 : 4.5 years
Pay Range 22,214 to 28,579 = 28%
3
POLICE
Police Officer
Steps
1 2 3
27,872 28,579 34,278
2.5 20 9.6
4 5
37,565 40,414
7.6
Step 1 to Step 2
Step 2 to Step 3
Step 3 to Step 4
Step 4 to Step 5
Step 1 to Step 5
1 year
6 months
18 months
18 months
4.5 years
Pay Range 27,872.00 to 40,414.40 = 45%
FIRE
Firefighter
Steps
I 2 3 4 5 6
29,615 30,838 32,294 33,517 35,060 36,575
4% 4.6 3.8 4.6 4.3
Step 1 to Step 2 - 6 months
Step 2 to Step 3 - 6 months
4
Step 3 to Step 4 - 1 year
Step 4 to Step 5 , 1 year
Step 5 to Step 6 1 year
Step 1 to Step6 = 4years
Pay Range 29,615.04 to 36,574.72 -- 24%
ADMIN/CONF.
5O%
Airport Mgr
1
32,281
5.5
2 3 4 5 6 7 8 9 10 11
34,091 35,942 37,918 39,270 40,664 42,078 43,555 45,073 46,654 48,297
5.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5 3.5
Step 1 to Step 11 = 8.5 years
Pay Range 32,281 to 48,297 = 50%
Im\sa5-16-3.doc
City of iowa City
MEMORANDUM
Date: May 27, 1997
To: City Council
From: City Manager
Re: Pending Development Issues
An application submitted by Arlington L.C. for preliminary plat approval of Windsor Ridge,
Part Nine, a 19.55 acre, 46-1ot residential subdivision located north of Arlington Drive &
Barrington Road.
An application submitted by Jesse & Elizabeth Irwin for pre-preliminary review of Irwin
Subdivision (repeat of a portion of Lot 24 of Mt. Shrewder), a 3.07 acre, 4-lot residential
subdivision located on Washington Street, east of 1st Avenue.
An application submitted by Our Redeemer Lutheran Church for a special exception to
permit an expansion of a religious institution for property located in the Low Density
Single-Family Residential (RS-5) zone at 2301 East Court Street.
An application submittedby L~ Vern and Sally W. Robinson for a special exception to permit
a front yard modification along Ridgewood Drive for property located in the Low Density
Single-Family Residential (RS-5) zone at 507 Seventh Avenue S.
An application submitted by Dowdily Brothers Co., on behalf of property owners Randall &
Danelie Essing, for a special exception to permit a rear yard modification for property located
in the Low Density Single-Family Residential (RS-5) zone at 816 Rider Street.
Applications submitted by Richard Hermeier for a special exception to permit front, side and
rear yard modifications and. a variance to allow a building to exceed the maximum lot
coverage permitted in the Neighborhood Conservation Residential (RNC-12) zone for
property located at 606 E. Jefferson Street.
An application submitted by Christopher Drop, on behalf of property owner Elizabeth Beltz,
for a special exception to permit a rear yard modification for property located in the Low
Density Single-Family Residential (RS-5) zone at 1929 Friendship Street.
An application submitted to Johnson County by Nina and Alan Weinstein for a continuation
of a conditional use permit to allow a home business, an art gallery, for property located in
Fringe Area B at 3880 Owl Song Lane SE, immediately north of Inverness Court.
jw/mem/develpmt.sa
City of Iowe_ City
ME! iORANDUM
Date: May 29, 1997
To: City Council
From: City Manager
Re: Tree Pruning - MidAmerican Energy Company
Some time ago we experienced citizen complaints about the quality of tree trimming by the
contractors serving MidAmerican Energy. You may recall newspaper accounts concerning this
issue. The City Forester observed their work based upon the complaints, and found that some
trees had not been satisfactorily pruned and, in Terry's judgment, some looked butchered.
We discussed this issue and decided to inform MidAmerican officially of our concerns. We had
earlier informal discussions between the City Forester and representatives from MidAmerican.
I asked Terry to address his concerns as well as a statement of City position concerning the
quality of this work. The attached'letter I believe identifies not only the concerns, but what we
expect to see done by the MidAmerican tree contractors. We have identified the specific
language in the franchise agreement which allows City review and statement of standard
concerning cutting and trimming of trees. We have used the franchise agreement and our
authority under this agreement to establish stan. dards which we believe to be in the community's
best interest.
The attached letter is self-explanatory.
cc: Terry Robinson
bc4-2SA.wp5
May 28, 1997
CITY OF I0 WA CITY
Mro Jim Puentes
Supervisor - Tree Crews
Davenport Service Center
MidAmerican Energy Company
121 Marquette Street
PO Box 4350
Davenport, IA 52808
Dear Jim:
I am writing to address my concerns about the utility tree
pruning in Iowa City. As you know, the number of complaints I
received caused me to believe that there has been a change in
MidAmerican's approach to this work. Of course; through our
conversations about these matters, you have reviewed the company
policy and contract.speCifications pertaining to this issue. I
appreciate your help and candor in presenting the company's
position. I hope you understand when I respond with the same
candor that the results we are seeing from those specifications are
unacceptable.
I am satisfied with the efforts the crews from Wright Tree
Service have made to correct the pruning mistakes we witnessed on
Court and Roosevelt Streets. I believe they are following their
contractual responsibilities. The difficulty lies in other areas.
The first is the quota/bonus system, which I do not have authority
to change, but will comment on nonetheless. The second is the
classification of species as fast or slow growing. The final area
deals with the contract specifications regarding clearance
requirements. Pursuant to the franchise agreement, as City
Forester, I have authority to establish standards for clearance
requirements.
The quota/bonus system is, I believe, an underlying problem
that will adversely affect the performance of the contract even
if the other specifications are perfect for the trees. You
pointed out that the performance levels are calculated quarterly
and should not affect the manner in which the crews prune each
tree. I disagree. The crew members know how many trees they
must prune daily to meet their established performance levels.
This must influence the way they look at each tree, no matter how
long the evaluation period. This promotes one cut pruning
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
Page 2 - Puentes
(removal of whole limbs) instead of slower, more tree friendly
pruning that directs the limbs by removing smaller branches. Of
course, directionalized pruning requires more cuts and more time,
causing the crews to fall short of their goals° I understand that
you have emphasized proper pruning over quotas. However, I
believe it is human nature to measure our work daily, and I suspect
that feeling prevails with the crews in regard to the performance
levels.
The contract specifies that certain species of trees are fast
or slow growing. Generally I agree with the species that are
allocated to each category. However, considering the clearances for
each category, I believe some of the species are misplaced. Black
cherry, Douglas Fir, White Pine, Coffeetree, Hackberry, Bald
Cypress and Red Pine do not compare favorably to the other species
in the fast growth category. .It is true one may find occasional
examples of individual trees that outgrow the clearances before the
next three year pruning cycle. I suspect those trees were severely
pruned causing them to produce abnormal growth. In my experience
under normal circumstances I have never seen any of the species
previously noted produce 14 feet of leader growth or 10 feet of
lateral growth in a three year period°
It is my view that..the pruning techniques of the Wright
Tree Service crews are not at fault° It is my belief that the
clearance requirements are causing the crews to remove too much
material to meet those requirements° As you know the City Of
Iowa City and MidAmerican Energy have a franchise agreement which
defines their respective responsibilities~ Section 12-1-2 (D) of
that agreement authorizes the City Forester to prohibit cutting
more than is necessary to clear the lines, and to establish
standards to govern cutting and trimming.
Pursuant to said Section, I hereby establish the following
standard. The clearance requirements specified in your contract
with Wright Tree Service for "slow growing trees" shall apply to
all trees.
I understand this is a significant step in the relationship
between MidAmerican Energy and the City of Iowa City. It is
unfortunate that these circumstances have forced me into taking
this step. However, it is my position to care for the best
interests of the trees in Iowa City and I cannot allow the current
situation to continue.
Page 3 - Puentes
I look forward to your comments and questions, you can reach
me at 356-5106.
Sincerely,
Terry Robinson
City Forester/Horticulturist
CC:
Terry Trueblood
Steve Arkins
Eleanor Dilkes
TR/jp
City of Iowa City
MEMORANDUM
Date: May 29, 1997
To: City Council
From: CityManager
Re: Fluorescent Tube and Ballast Disposal
A contract has recently been renewed which I thought may be of interest to you. Without getting
into a lot of detail, effective January 1, 1995 the Environmental Protection Agency (EPA) no longer
allowed generators, such as the City, to dispose of fluorescent tubes or high-intensity discharge
(HID) lamps in the landfill without further testing. Fluorescent lamps and ballasts generated by
households, may still be disposed of in sanitary landfills.
Since 1992 the Department of Natural Resources (DNR) and EPA have issued several advisory
memos in which the federal regulations are clarified. Mercury is regulated' under the Resource
Conservation and Recovery Act (RCRA) which is administered by the EPA. Under current federal
law, lamps containing mercury such as fluorescent tubes and HID lamps may be a hazardous
waste. If generators of used fluorescent and HID lamps are considering disposal in a sanitary
landfill, they are responsible for determining if their lamp waste is hazardous by conducting a
toxicity characteristic leaching procedure (TCLP) test on the lamps. If lamps fail TCLP or if the
TCLP test is not used, they.must'be managed as a hazardous waste by going to a RCRA
permitted hazardous waste disposal facility or a permitted lamp recycler. Fluorescent and HID
lamps most often fail the TCLP test. If the lamp waste passes TCLP, it may go to a permitted
sanitary landfill. New fluorescent tubes on the market have less mercury and pass the TCLP test. ·
The City is evaluating substituting the new lamp where appropriate.
Used fluorescent ballast containing PCBs, cannot be disposed of in a sanitary landfill and must be
handled as a hazardous waste unless labeled "NO PCBs", mainly prior to 1979. The ballast must
be taken by a recycler or taken to a hazardous waste disposal or incineration facility.
The City has chosen to utilize a permitted lamp & ballast recycler in lieu of separate testing. The
Division of Purchasing entered into a cooperative agreement with the State Universities of Iowa
for utilizing an existing recycling contract with A-TEC Recycling, Inc., Des Moines, IA.
A-TEC has been meeting all hazardous waste collection and disposal for the City since 1995:
· Pick up and transport lamps and ballasts to the recycling facility.
Recycle lamps to consistently produce decontaminated glass and metal. Maintain contracts to
take receipt of recovered materials.
Perform mercury reclamation.
· Provide, prepare and process all paperwork required by all regulatory agencies for
transportation and recycling of fluorescent and HID lamps and ballasts.
The contract has been renewed with no increase in rates. The City's prior year disposal cost
averaged $1,300. While the direct cost is not major, the evaluation process by staff was
extensive. ~
mgr/11uoresc,mmo/doc ~ ;;;~{~ I~ ~
City of iowa City
MEMORANDUM
Date:
To:
From:
Re:
May 29, 1997
City Council
City Manager
Downtown Landscaping Islands -- Senior Center
As a part of our downtown implementation plan, I have requested that City departments
determine where they might share in or at the very least assist in the maintenance of
downtown. Of specific attention were the numerous planting islands located in downtown. The
Senior Center as a downtown City service with respect to its location has been asked and they
will begin maintaining the three large planting islands in the vicinity of the center. We will be
upgrading the landscaping with new plantings and the center will use part-time maintenance
staff to perform routine maintenance on the landscaping as well as the perimeter of the Senior
Center. ..
jw/m em/landscap.sa/doc
May 27,1997
CITY OF I0 WA CITY
Kelly Hayworth
City of Coralville
1512 7th Street
P.O. Box 5127
Coralville, IA 52241-0127
Dear Kelly:
Fire Chief Andy Rocca is currently undertaking a strategic planning process for the Iowa City
Fire service. Specifically, this process is intended to identify issues associated with the future
of our community's fire protection, to define operating capabilities, such as response time,
staffing, service identification, etc. and in general serve as a comprehensive review. One of
the issues will be the location of our future stations. Overwhelmingly, our calls for service are
now EMS and many other types of emergency situation unrelated to actual fire. As we
consider our service provision options, one item has come to the surface which we believe
could be of interest to the City Of Coralville, as well as Iowa City, that being a joint and/or
automatic response to service calls in the area generally west of the Iowa River including
Coralville. Our current number 2 station location (Emerald Street) is such that
coverage/response time benefits could possibly accrue to both of our communities. With our
respective community growth patterns as projected, it would seem to indicate a joint fire and
EMS response might be appropriate..
It is recognized with our full-time Fire complement of personnel, we have a more likely ability
to respond more promptly to calls for service. As I understand Coralville's growth, it would
seem your fire/EMS services will likely come under scrutiny and consideration as to how to
expand these services will need your attention. Full-time attention to such services may be in
the future. I do not want to be presumptuous, but from my experience in managing a
community where a suburban mall was one of the dominant economic issues, municipal
services are likely to be stretched.
I would like to initiate some type of discussion whereby we can compare our fire service
response and future needs with that of Coralville, and vice versa.
We will need to compare our service response policy, such as the fact that we send our fire
crews on all EMS support calls, while I understand the City of Coralville uses police officers.
This is just one of the types of issues that I believe is deserving of our collective attention. If
Coralville were to choose to expand its fire protection services and possibly incorporated a full-
time complement of personnel, it would seem an automatic response system could be
designed whereby we both are dispatched to calls in a given service area and thereby can
provide far superior fire/EMS service to our respective constituencies.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-$000 · FAX (319) 356-~5009
2
Please give this some thought. I would like to arrange a discussion with you and/or other
representatives of your staff service. We need to make sure that our respective legislative
bodies are aware of our discussions and therefore I will alert my city council. I would 'like to
see our staffs develop an agenda of issues.
Sincerely,
Stephen J. Atkins
City Manager
CC:
bc5-1SA.Itr
Iowa City City Council
Gary Kinsinger
Barry Bedford
Andy Rocca
From: Joe Bolkcom <joe.bolkcom@POBOX.COM>
Reply-To: j cnews@yosemite. leepfrog. com
To: jc-news <jcnews@yosemite.leepfrog.com>
Subject: JCNEWS: Silurian Aquifer Monitoring Approve
Planning for Our Water Future.
At yesterdays Board of Health meeting the Board voted 3-1 (Martinek,
Joslyn, Sehr - yes) (Lenhart - No) (Dobyns - absent)to enter into an
agreement with the U.S. Geological Survey to conduct a one year monitoring
program of the Silurian aquifer in Johnson County.
There has been a great deal of public concern about the use of this aquifer
over the past few years as Iowa City has begun development of their new
water plant and as more and more development takes place in the North
Corridor. The Silurian aquifer is currently used by most communities and
virtually all rural residents and farms north of 1-80 in Johnson County.
Some data indicate that the static water level in the aquifer is in fact
dropping.
The County monitoring project will gather information on the underground
water level in this aquifer in northern Johnson County. The data gathered
will help us understand our impact on this aquifer over time and hopefully
help us make better informed decisions about growth and development
projects that have water impacts.
The monitoring program has been debated over the past few years but never
acted upon. With the change in the Board of Supervisors this past January,
the Board voted 3-2 (Stutsman, Jordahl, Bolkcom -yes) (Lacina, Duffy -
no)during it's budget negotiations to give the Board of Health $5,000 to
begin the study.
This is an important low cost project that will need our on-going
commitment in coming years. Thanks to U.S. Geological Survey for their
$5,000 matching grant and the Board of Health and their staff for taking on
this effort. It is a county project that will benefit all county residents.
Joe Bolkcom
Make sure your e-mail is going to who you think it is.
Voice: (319)337-6280 Supervisor's Office
joe.bolkcom@pobox.com Voice: (319)356-6000
http://pobox.com/~joe.bolkcom Fax: (319)356-6086
City of Iowa City
MEMORANDU
Date:
To:
From:
Re:
May 29, 1997
City Council
Dale Helling, Assistant City Manager
TCI Proposal
The attached information was recently given to Drew Shaffer by Tomas J. Cantrell, Director of
Franchising for TCI's Midwest Region.
TCI is proposing to amend the Franchise Agreement between the City and Cablevision VII, Inc.
to substitute a new digital compression technology for the specified rebuild of the local system
as provided in the Franchise Agreement. They are proposing this as an alternative for
increasing channel capacity. However, there are numerous considerations and questions which
are not addressed. The information is very general and a more complete and detailed proposal
from TCI is necessary if we are to consider their proposal in any meaningful way.
We are in the process of preparing a response which will raise a number of issues and will
make it clear that we will need much more information in order to consider and evaluate any
such proposal. This response 'should go out within a week and you will receive a copy as will
the Broadband Telecommunications Commission.
Please don't hesitate to contact me or Drew Shaffer if you have any questions.
cc: Drew Shaffer
Im\dh5-29.doc
It k"re taking lele~
illlO lDIllOI'l'011'.
TCI Midwest Region
May 19, 1997
Cable Television Committee
c/o Mr. Drew Shaffer, Cable Administrator
City of Iowa City, Iowa
410 E. Washington St.
Iowa City, IA 52240-1826
Dear Committee Members:
As the City of Iowa City's partner meeting the cable-related needs and interests of the
residents of the Iowa City, I am writing to propose that we initiate discussions for the
purpose of considering an amendment to the existing cable television franchise agreement
between the City of Iowa City and' TCI. The purpose of the amendment is to expand the
scope of the agreement to accommodate new technological advancements in the delivery
of video programming. Some of the specific requirements of the agreement are no longer
economically efficacious or desirable given the changing market conditions and
technological advancements.
The vast majority of our customers tell us that they are, in large part, satisfied with the
program offerings they currently receive and, not surprisingly, they feel they pay enough
for their service. In fact, some of our customers who are on fixed incomes ask us not to
add new programs because of the effect on their rates. Our new technological innovations
will allow us to continue delivering the current wide variety of programming to the
majority of our customers while greatly increasing the choices available to those who want
more program choices and are willing to pay for them.
You may have heard of our recent deployment of digital compression technology in
Freemont, CA, Arlington Heights, IL, and Hartford, CT. These successful introductions
have proven that it is no longer necessary to greatly increase the bandwidth of our systems
in order to provide our customers with many different programming options. By doing so,
we are now able to avoid burdening the entire rate base while still being able to deliver
more programming to those who want more and are willing to pay for it. We would like
to bring this exciting new technology to the residents of Iowa City.
320 West 8th Street
Suite 220
BLoomington. IN 47404
(812) 332-0463
We are proposing an amendment to our current agreement that will accomplish two
objectives: It will permit TCI to deploy the new digital compression technology and give
the City the security it needs to lessen the risk of agreeing to this amendment. As you will
see, the City is able to retain the right to compel TCI to install the originally agreed upon
technology if the new technology does not meet specific measurable standards.
By crafting the amendment in this manner, the City has nothing to lose and everything to
gain. Some questions have been raised with respect to this new technology and its
application in Iowa City. Those concerns are briefly addressed below but we would be
pleased to discuss them in depth at your convenience.
Age of the plant - It would be inaccurate to suggest that a perfectly operating and
well maintained coaxial cable plant is incapable of supporting advanced
technologies. For instance, as an illustration, the plant in Iowa City is newer than
most of the nation's commercial airline fleet. Thus age itself is not a reliable
measurement of the usefullness and functionality of the plant. As a basic business
tenet: If it costs more to maintain that it does to replace a given component, then
one replaces the component. This has been the practice of TCI in Iowa City.
Cost ~ TCI has recently prepared filings for the Federal Communications
Commission to recover franchise required costs through increases in rates for some
of the communities we serve. These filings indicate that the cost to consumers to
rebuild a system (such as the one in Iowa City) can be as much as $5-7 per
customer per month and this does not include additional programming. With most
of our customers telling us that they get enough and pay enough, it seems to us
that such an increase with little benefit would be wholly unresponsive and, from
the City's perspective, politically untenable. Digital compression technology,
however, fully responds to the needs of the both those who are content with what
they currently get and those who want more and are willing to pay more.
Compatibility with other telecommunications services - By its very nature,
digital compression technology is compatible with advanced telecommunications
services such as Internet access and other high speed data uses. Additionally, over
the next 30 to 36 months, it is TCI's intention to upgrade both the bandwidth and
return path capabilities of all of its plants in order to accommodate new business
opportunities.
No doubt, you will have many more questions and require much more information as we
work together to meet the needs and interests of the constituents that we mutually serve.
In order that you have a opportunity to see this new technology first-hand, I would like to
extend an invitation to the City for a delegation from your community to inspect one of
our operating digital compression systems such as the one in Hartford, CT.
Enclosed, please find a proposed resolution that will accomplish the amendment that we
are suggesting. Please be advised that we are aware that each community has its own
unique needs that must be met. Also enclosed are two recently enacted amendments by
the cities of Elkhart, Indiana and Harrisburg, Illinois as well as an editorial from the Cape
Girardeau, Missouri newspaper advocating a similar amendment there. We are currently
in discussion with the City of Cape Girardeau and they have indicated a willingness to
consider such an amendment. We look forward to working with the committee to develop
solutions to the problems we jointly face in securing advanced technology at competitive
rates for our customers. I would, therefore, request that we meet at your earliest
convenience to begin the process of exploring the options. Thank you very much for your
time and consideration.
Sincerely,
Tomas J. Cantrell
Director of Franchising
TCI MIDWEST REGION
enclosures
cc: Mayor and City Council
RESOLUTION NO:
AN AMENDMENT TO THE CABLE TELEVISION FRANCHISE
AGREEMENT BETWEEN THE CITY OF IOWA CITY, IOWA AND
TCI OF EASTERN IOWA, INC.
WItEREAS, the City of Iowa City, Iowa [City] and TCI of Eastern Iowa, Inc. [TCI] are
parties to a cable television franchise agreement [Agreement]; and,
WHEREAS, TCI has presented information to the City that recent technological
advances no longer require the costly upgrade as described in Section VIII of the
Agreement in order to provide 78 channels into each subscriber location; and,
WHEREAS, permitting the use of these alternative technologies will provide public
benefits by reducing disruption in the public right-of-way; lessening the impact of the
costly upgrade on subscriber rates for cable service; providing consumers with greater
choice in video programming; and,~ delivering superior technical quality picture and sound;
and,
WI:IEREAS, Section 301(e) of the 1996 Telecommunications Act, Pub. L. No. 104~104,
110 Stat. 56 (1996) states that "[n]o State or franchising authority may prohibit,
condition, or restrict a cable system's use of any type of subscriber equipment or any
transmission technology; and,
WHEREAS, on April 9, 1996, the Federal Communications Commission amended 46
C.F.R. Section 76.605 to read that "[n]o State or franchising authority may prohibit,
condition, or restrict a cable system's use of any type of subscriber equipment or any
transmission technology; and,
WHEREAS, Section 12-4-5 (B.) of the City's Cable Ordinance expressly permits and
authorizes the City and TCI to amend the franchise "...from time to time by mutual
consent, to allow the Grantee [TCI] and the City to innovate and implement new services
and developments..."; and,
WHEREAS, TCI has requested an amendment to specific requirements of the
Agreement; and,
WHEREAS, the City has determined that it is in the best interest of the City to grant TCI
such amendment as requested, subject to certain terms and conditions;
Franchise Amendment
Page 2
NOW,
1.
THEREFORE, the City and TCI mutually consent and agree as follows:
Consistent with Section 624(e) of the Cable Act [47 USC 544(e)], and in order to
increase the number of channels of video programming available, TCI may utilize
digital compression technology instead of fiber optic technology in furtherance of
the objectives set forth in Section VIII of the Agreement.
TCI shall increase the number of channels it is capable of delivering to consumers
by no later than June 1, 1998.
If TCI elects to utilize a technology other than fiber optic cable, then the City shall
not require the use of the fiber optic architecture in the upgrade described in
Section VIII unless the System does not achieve the following measurable
standards:
a)
The Cable System must be capable of all applicable FCC performance
standards set forth in Section VIII of the Agreement.
b)
The Cable System must comply with the all technical standards including
Part 76, Subpart K~'Sections 76.601 through 76.630 of the Rules and
Regulations of the Federal Communications Commission as they now exist
or are amended from time to time with respect to multichannel video
technology.
c)
The Cable System must have the capability to offer a minimum of 78
channels, whether analog or digital, of video programming.
Upon completion of the upgrade, TCI shall activate sufficient channel capacity so
as to increase the number of channels offered to a minimum of fifty two (52).
All notices or actions on behalf of the City of Iowa City contemplated herein must
be expressly authorized by official action of the City Council of the City of Iowa
City after first affording TCI the opportunity to comment in a public proceeding.
Passed, adopted and effective this
__ day of ,1997,
subject to applicable federal, state and local law.
Franchise Amendment.
Page 3
IN WITNESS WHEREOF, the parties hereto have entered into this Franchise
Agreement on ,1997.
City of Iowa City, Iowa
By:
Title
Accepted this
federal, state and local law.
day of
TCI of Iowa, Inc.
By:
,1997, subject to applicable
Title
AMENDMENT TO THE CABLE TELEVISION FRANCHISE
AGREEMENT BETWEEN THE CITY OF ELKHART, INDIANA
AND TCl OF MICHIANA, INC.
WHEREAS, the City of Elkhart ["City"] and Heritage Cable Vision Associates ,
d/b/a TCI of Michiana ["TCI"] are parties to a. cable television franchise agreement
[Agreement]; and,
WHEREAS, TCIhas requested additional time to complete aspecific requirement
of the Agreement; and,
WHEREAS, the City has determined that it is in the best interests of the City to
grant TCI such additional time as requested subject to certain terms and conditions;
NOW, THEREFORE, the City and TCI.agree as follows:
Section 3.02 of the Agreement shall be amended by changing the
required date of completion of Phase II of the upgrade from September
1, 1997 to December 31, 1997.
TCI may install digital compression technology instead of fiber optic
technology in compliance of the standards set forth in Section 3.02 and
paragraph 4 herein.
All enforcement remedies of the City in regard to the fiber optics
construction shall also apply to, should TCI chose to construct digital
compression technology, the digital compression technology
construction. Such remedies include Section 9.03, 9.07, and any other
provision that refers to the enforcement of the construction state~ at
Section 3.02.
In any event, TCI shall completely install the fiber optic technologv or
digital compression technology no later than December 31, 1997.
If TCI elects to install digital compression technology, then the City
not require the fiber optic upgrade described in Section 3.02 in ad~ :'z-
to the digital coml)ression ~echnology unless the sys.'.en~ d ....
act~ieve the fol!o','v,i~'~.~! ~'.-;~;~:,.:.~:~ a!?.:~- standards
a)
The systen~ n~ust be; ca!:.able of all pe':armance standar::s
Section 3.02 of the Agreement, in particular the capability to
70 channels, analog or digital, of programming; and,
b)
The system must conapIv with the technical standards of Part 76,
Subpart K, Sections 76.601 through 76.630 of the Rules and
c)
Regulations of the Federal Communications Commission as they
now exist or are amended from time to time with respect to digital
compression technology.
The digitally compressed signals on the System shall produce a
technical level of quality, audio and video, that meets or exceeds
the technical level of quality of the digitally compressed signals,
audio and video, of TCI's system in West Hartford, CT, including
at a minimum the technical quality of the digitally compressed
audio and video signals represented to City representatives on
December 23, 1996.
d)
The cable System must possess the ability to transmit interactive
data transmissions to facilitate the use of interactive purposes that
are widespread or common.
If the cable system does not meet the foregoing standards after the
construction of the digital compression technology, the City can require
TCI to construct the fiber optic upgrade as described at Section 3.02.
Within 14 days after completion of the upgrade required by December
31, 1997, TCI shall activate sufficient channel capacity so as to increase
the number of channels offered to a minimum of 52 which shall carry
programming generally: preferred by the residents of Elkhart. The
selection of specific programming shall be at the sole discretion of TCI.
In any case, if digital compression is installed at any time during the term
of the Agreement, individual consumers throughout the System shall
have an option to either receive additional digital signals and channels,
or to not receive same. Such individual consumers who do not elect to
receive digital channels and signals shall receive the non-digital channels
as they currently do without any new devices.
When digital compression is constructed at any time during the term of
this Agreement, TCI shall retain at least 34 analog channels that are not
digitally compressed, to allow a wide selection of choice for consumers
who do not desire to receive additional digital signals or channels. TC'
shall retain the 34 analog channels for a minimum period of 24 months
after the effective date of this ,~,o .... ~ment During said 24 mon:hs, -i-C
may reduce the number of annlog ~.;,annels and increase tlne nt~:~i)er c:
~gital channels only after rece~vinf_4 the prior v..'ritten consent of tt~e Cit\.
After said 24 n~onths to ti~e exp',ration of the term of this Franchise
Agreement, TCI may reduce the number of analog channels to 10 and
increase the number of digital channels accordingly. TCImaynot, at any
-2-
time after said 24 months to the expiration of the term reduce the
number of analog channels below 10 without receiving the prior written
consent of the City.
In consideration of the extension of time granted by the City, TCI further
agrees as follows:
a)
TCI shall carry a Chicago broadcast station that is'
significantly viewed and is also carried on the TCI South
Bend/Mishawaka system. TCI shall continue to carry
programming generally preferred by the residents of Elkhart.
The selection of specific programming shall be at' the sole
discretion of TCI.
b)
TCI shall, within 120 days of the effective date of this
Agreement, provide high quality return line service to the
Elkhart Municipal Building at 229 S. Second St., Elkhart,
Indiana, that allows the City or City officials to produce live
programming from the Municipal Building and have same
carried live throughout the cable System on the access
channel.
c)
TCI shall, on or before December 31, 1997 provide high
quality return line service to the ELCO Building that allows
the City or other applicable access channel users to
produce live programming from the ELCO Building and have
same carried live throughout the System on the applicable
access channel and shall provide such high quality return
line service to the Elkhart Community School administration
building or other such school location mutually agreed upon
by the Elkhart Community Schools and TCI by September
1, 1 998
Unless altered otherwise herein, provisions of the Franchise Agreement
that refer to the construction completion date of September 1, 1997 at
Section 3.02, shall be interpreted to refer to December 31, 1997.
10.
All notices or actions on behalf of the City of Elkhart contemplated herein
n~LlSt be expressly authorized by official action of the Board of Public
Works and the Common Council of the City of Elkhart after first affording
TCI the opportunity to comment in a public proceeding.
-3-
IN WITNESS WHEREOF, the Elkhart City Board of Public Works has agreed to
and executed this Franchise Agreement on this 15 day of January , 1997.
City of Elkhart, by its Board of Public Works
Gary A. Gdot, President
Maribeth Hicks, Vice President
Fioritto, Member
Mark Brinson, Member
IN WITNESS WHEREOF, Heritage Cable Vision Associates, d/b/a TCI of
Michiana, has agreed to and executed this Franchise Agreement on this day of
, 1997.
Heritage Cablevision Associates, d/b/a
TCI of Michiana
Title: t,,/, ,... c
This Franchise Agreement has.been approved and authorized and has become
effective this / ?~-,~ day of ~'-~__.,~_.~.~/~_ . , 1997.
Elkhart Common Council
ATTEST:
Sue E~eadle, City Clerk
zl'ohn E. Calvert, President
-4-
6182527i0@
PAGE 02
RESOLUTION NO:.
AN AMENDMENT TO THE CABLE TELEVISION FRANCHISE AGREEMENT
BETWEEN THE CITY OF HARRISBURG, ILLINOIS AND TCI CABLEVISION
OF ILLINOIF~ INC.
WHEREAS, the City of Harrisburg, Illinois {City} and TCI of Illinois, Inc. {TCI} are
parties to a cable television franchise agreement {Agreement}; and,
WHEREAS, TCI has requested an amendment to specific requirements of the Agreement;
and,
WHEREAS, the City has determined that it is the best interest of the City to grant TCI
such amendment as requested, subject to certain terms and conditions;
NOW, THEREFORE, the City and TCI agree as follows:
I. Section 3.12 ofthe original A~5'eement dated August 8, 1994 will be changed as
follows:
3.12 Rebuild no later than Feblxmry 28, 1998, Crrantee agrees to undertake and
complete an upgrade of the cable tv-system which shall include the latest digital
compression technology. Upon completion the cable tv system shall have a
capacity of 72 channels, The rebuild shall include all residential areas of the City
as they exist at the signing of this agreemere. Upon the completion of the
rebuild, all residents within the City Limits, as those boundaries exist as of the
sit,ming of this agreement shall be entitled to service at standard installation
and monthly charges. Non-residential areas currently serviced will also be rebuilt.
Upon completion of the upgrade of the system, TCI shall activate no later than
February 28, 1998 sufficient channel capacity so as to increase the number of
channels offered to a minimum of sixty (60)
TCI shall provide upon the execution of this ametidment a Corporate Guarantee
in the amount of $ 50,000 to se, cure lhe faithful performance of the Grantee of its
obligations under this amendment. This guarantee, however, shall no~ limit the
liability of the Grantee for any failure to perform its obligations under the original
Franchise Agreement.
2. in consideration of the foregoing, TCI shall provide a grant in support of the Harrisburg
Educational Channel in the amount of $2,000. The grant shall be used specifically for the
purchase of television sets, video cassette recortlers, video cameras and related
accessor/es. "
3. As a condition of this agreement, TCI is formally notifying the City of Harrisburg that
the next increase in TCI cable rates will occur on or after March 1, 1998,.or at any earlier
date that TCi has completed the rebuild of the ~y,~tem and the other terms of this
amendment.
3. All notices or actions on behalf of the City of Harrisburg contemplated herein must be
expressly authorized by official action of City Council of the City of Hamsburg, Illinois
after first affording the representatives of TC! the opportunity to comment in a public
proceeding.
Passed, adopted and ettective titis ~
applicable federal, state and local law.
day of
1997 subject to
IN WITNESS WHEREOF, THE PART[ES HERETO HAVE ENTERED INTO THIS
AMENDMENT TO THE FRANCHISE AGREEMENT ON .... 1997
City of Harrisburg, Illinois
by:
'Title
~rm-~-lpp~ l~.o~ IC! CRBLE-CAPE GIR 57~ 335 8571 P.02/02
:~TCE OF: THE
April 2,4, 1997
Letter No. 97-62
ClI'V HAIJ..
P,O. BOx 617
I'EI. EPHO~ E (~73) ..%1,&-1212
~,e,..Y (s-/a}
Mr. John Malone, President
TCI Cablevision
P.O. Box 5630
Denver, CO 80217-5630
DF~F'. Mr. Malone:
The C , C_~rardeau City Council has. authorized me to enter into discussions with an
..authorized represdpmtive of TCI regardh~g the installation of a digital compression system in Cape
Girardeau, Ivfissohri, in lieu of the fiber optics system now rcquirecl by our current franchise
agreement. Of course, TCI will not be released from its obligations under the current franchise
agreement unless and until a new franchise agreement has been signed by all parties. Please advise
mc o£whom you authorizc to represent TCI in t~_~h~qiscussions.
,,/"" nc ely, ~
k // C
"' ~ . Miller
City Manager
MGM:gc
cc Mr. Roger Harms
Mr. Eric Cunningham
Ms. Ted Goodman
Dr. James Dufek
Mr, Michael Magulre
Mayor and City Council
"HOME OF MISSOURI STATE FLAG"
TOTAL P.02
GARY RUST
p,,~ddem
SOLnmmAST MISSO
,n'{
~ ' . ...... ,,~eT Mi~'OURI~ _
ITOR1A~ OF THE $uu~n~
" ' ., .- - --- ---,e 'cable
: [:... . . · . .
· ' I lnves~ln-the
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T-ci
A new strategy will enable
TCI to enter digital
T~, high-speed data and
even video telephony at
dramatically lower costs
JUST WHEN IT SEEMED as if cable had its
standards for digital architecture all wrapped in
a tidy little package, the industry must now con-
sider a whole new concept, one on which Tele-
Communications Inc. has decided to place a $1
billion capital expenditure bet.
It differs markedly from the digital architecture that's
already been accepted by many (750 MHz, with two-
way nodes serving 512~0't,400 homes). But it enables
TCL and perhaps other cable operators, to enter the
world of digital television, high-speed data and perhaps
even video telephony at dramatically lower costs.
Until now, cable operators have been looking at a
cost of $200-$300/home passed to upgrade plant for
these new services. Indeed, at last month's NCTA show,
Comcast vice chairman Julian Brodsky used a $200 fig-
ure.
But what happens if a digital upgrade can be accom-
plished for less than half of that $200, while still accom-
modating every currently conceivable type of enhanced
service except switched wireline voice (a.k.a. POTS}.'?
That's TCI's new digital model. And it could become
the model for cash-strapped cable operators who face the
major challenge of the '90s: retaining customers (defen-
sive strategyl while adding new revenue streams (offen-
sive strategy},
APRIL 28, 1997CABLEVISION 1 9
TCI's
450 MHz Spectrum Plan
'/lj/eS 2-45 * A-I;A.2 :'47 : 47
' .~/j~iCes 47-49 3 ',t6',',, Pen.
· ', i'~igital 50-61: 12 .!50-240
~ :i.: ,:~: ::: :; .' ::
Special Interest Movies
HOW MIGHT A
prototypical 450 MHz,
60-channel TCI system
use its spectrum for
enhanced services?
Says senior engineer-
ing VP Tony Werner: "You
might use one 6 MHz
channel for high-speed
data. Another dozen
might be allocated for
digital ser~ices--typical¥
a combination of .-~'
multiplexed premiun~,
pay-per-view channel~
special interest netw~
With an easily att~.' .~n~
average compressio~
ratio of 18: I, we
offer about 216 such
digital channels,
more,We'd still have ..~
more than 45 analog ':
channels available for ' ~.~'
off-air stations, ~ateli~l~...~.-
networks, local
tion chan nels al~d'r~i~
like;'
Imedia Is p
the tacit. no[
d~g~tal ~.~~.
Analog T'V 2.45 ..... Adv. .......... Compressed 50-61 ........
(47) Services 47-49 Digital
(3) '(3-12)
O
Note: Systems that start with three (3) 6 MHz digital channels may offer up to $6 analog services. Source: TCI
It's being implemented now. says TCI president
Leo Hindcry Jr. So aggressively does Hindcry plan
to put this model in action that he's now talking in
terms of having digital service available to 10 mil-
lion homes in TCI territory by the end of the year.
Last December, the number had been half that
many: five million homes capable of signing up for
digital TV.. ·
In fact. this digital model is the basis of TCI's
1997 strategy. designed both to ward off DBS
competition and to provide a near-term gateway to
anticipated new services.
"A couple of things really make this a workable
for us." explains Hindcry. "We had initially
thought that we'd have to set aside about 200 MHz
of spectrum for data and voice. Now, after testing,
we find we can provide high-speed data very well
using just 6 MHz 'of spectrum. In effect, we're sav-
ing 194 MHz."
Secondly, he continues: "In following this
model. we intentionally delay costly. and risky.
POTS. On average. we'll carry fiber only to 1200-
home nodes, rather than to 500-home nodes. So,
both your bandwidth upgrade and node costs drop
dramatically."
The bottom-line result. he continues, is that
"we'll be able to offer digital video, @Home
Internet connectivity and Internet telephony--not
POTS--all t'or an approximate average upgrade
expense of $80 per home passed."
The actual cost will vary by system, says TCI
senior engineering VP Tony Werner. In fact, more
than I"our million homes passed are or will soon be
upgraded to 751) MHz at a cost much higher than
$80, That's why. as Hindcry puts it: "We always
seemed stuck at 40 percent of our goal. The goal
kept changing. Now, with the new model. we'll get
to 96 percent very quickly."
TCI's near-term upgrade requirements. when
totaled. will require outlays in the $1 billion range,
according to Hindery. Including plant already at
750 MHz. "about 57 percent of homes passed is at
450 MHz or greater. with another 11 percent at
400." This is the minimum bandwidth capacity
generally required for the TCI model to work.
Considering the fact that TCI. even after capital
expenditure cutbacks. continues to spend in the
$500-$750 million annual cap range. the upgrade
job could be complete within the next 20 months,
including the important process of what Hindcry
calls "sweeping and cleaning the plant."
This model won't be applicable to all TCI sys-
tems. The good news, however, is that about 800 of
1,365 TCI headends. equating to the 96 percent of
homes passed Hindcry alludes to. will be affected.
"If [ can prepare my plant for digital as fast as I
expect to, by Christmas of next year. 96 percent of
my customers will be able to call me up and get a
digital box." Hindcry says.
Standard or Stopgap?
TCI will make digital service available to 10
million homes in its territory by the end of the year,
but what percentage will actually go for it?
'1 don't know how many people will go for dig-
ital television. maybe 21) percent. I'll never use that
or any other number in the context or' a prediction,"
Hindcry says.
Despite some pleasant early surprises from
TCI's AII-TV digital rollout in Connecticut,
Hindery remains cautious.
In fact. he's openly skeptical that digital video
{Z.',B1.EvI$10hlAPRIL 28, 1997
will gain too enthusiastic a foothold out of the
starting gate. "l don't believe that herds t)t' cus-
tomers are going to want the digital video product.
But I do care a great deal if a customer leaves cable
for the satellite guy because cable is unable to give
him the digital video product he wants."
Clearly, the defensive moves don't excite
Hindcry as much as the offensive opportunities.
"The key for us is to offer high-speed data access
and even video telephony. In effect, we'll be sup-
plying customers their second phone line, one that
would cost them a lot more and provide a lot less
if it were Mrnished by a local telephone company,"
he explains.
Other cable companies. such as the aforemen-
tioned Comcast, Cox Communications and Media-
One (U S West/Continental) share similar goals.
But their means to achieving such an end stray
substantially from the TCI model (which. inciden-
tally. was generally in place before Hindcry arrived
on the scene in February).
Says CableLabs CEO Richard Green. who
must walk something of a tightrope as he evaluates
the TCI approach in the context of the full 750
MHz, fiber-rich architecture being pursued by
other large MSOs: "Things have changed. Over the
past five years, cable has pursued a one-size-fits-
all architectural approach. Today, it may be neither
technologically nor financially smart for everyone
to have the same architecture."
Green cites a couple of reasons for the different
landscape. "First, there's greater confidence in the
capabilities of digital transmission. We now know
that it's robust and reliable. If you can get robust
capacity at 450 MHz, why spend all the extra
money to go to 750? Second. the choice of archi-
tecture varies according to the market and what
you plan to do in that market. Certainly. for exam-
ple, if you plan telephony to service a major met-
ropolitan area. you'll need a lot of bandwidth and
smaller nodes."
He adds. however, that "regardless of the size
of your nodes or how you employ bandwidth, the
basic hybrid fiber-coax concept remains valid."
No thought is being given to attempting to stan-
dardize the TCI model or impose it on any other
cable company, and there's no reason to do so. In
fact. some indicators already suggest that others
would just as soon distance themselves from this
model.
Cox. for example. tires an oblique pot-shot in
its newly released annual report. Using a Q & A
t~)rmat. Cox asks: "Why can Cox offer these [new]
services when some cable operators are indicating
they can't?"
The Cox reply says. in part. Ihat .,,ore,,: lun-
named) companies "h;~vcn'l upgraded their sys-
tem~ as aggressive13." A~ a consequence. *'The
financial demands to do so are 0auming."
Making It Work
Clearly. financial demands are a concern for
TCI. But. in emplo)ing this new strategy. Hindery
says those demands can easily and quickly be bal-
anced against the costs associated with launching
new services. In deference to nervous lawyers. he
,.von't form, lize any financial predictions. But
here's his best guess on ho,.~, things could play out
for TCI:
"Our total debt obligation. including preferred
."Today. ~t may be
neither technoloDcally
nor financially smart
for everyone to have
the same architecture:'
says CableLabs CEO
Richard Green.
What Happens to the Remaining Systems?
c
THETCl DIGI ~ervtce capabilities to all but
~.-
(565 h'ea~d91fds).What happens to
four percent of the com ~'~'
them?
The most practical of
existing analog video with ~Plus" addition of a
PHmeStar of TCI.
i.~.~; But four percent of 23 constitutes a potential customer
tNerse of less than percent of that number opt
~,el~ffu~w~th around 240,000 new
~?~ , ..
model for 96 p~rcent
makes it diffi~:uit ~6~';~AT to hope for much "Cable Plus"
segment. "They'd better get moving fast'~ is Hindery's
TSAT colleagues.
t, as TCI president, Hindery has oversight fir hich is run by his
Gary Howard. Nonetheless, he's obviously not aI satellite-direct fan.
ar this Hindery comment from the NCTA show in New Orleans:"l believe
, that wireline deliver~ will always be superior to wireless delivery, par-
~ when it comes to da~L...
" yen probah . .~l~t .~-Ilndery's advice to "get moving" is directed at
partners, ' '~;cOntinued to dally in reaching agreement to
.~ and,~'"'~&~te TSAT's new high-power satellite.
sense of u~y provides added substance to fuel the
! actually be working on a deal to merge with, or
Electronics' DirecTv. (See L'~,4/7/97, p. 9.) --Tom Kzrver
r the "Cable Plus"
ledia' s ;sion
Impression
Tech,,
THE DEPLOYMENT MTCrs new digital strategy--upgrading system plant to
offq, r digital services at r~duced costs, avoidIn8 expe~!.? upgrades to 750
marks the most drama',Jc and ambitious use so far.6~[~edia technology. The San
~r~ncllco start-up last year caught the eye of'~J~/ohn Malone, who has
promoted the firm led by three former M.I.T./G~'l~strument ensineers (and
.~ ,~.~
fro~ted by former Scitex CEO Eli Amzi) as his' ~c~t=we~oon in meetings with
financial analysts, .,,. -~,,:;~
Imedia says that,..~'~. "~'.1~,...n~do~f, the subject of nine patent applica-
tions, is capable of ~'~ to,2~:~di&~tal compression. Imedia StatMux sepa-
rates multiple sl~..~ ~'~biock. then packets and labels the
data. If one of ~e 1~_~18 a'~iand~dth ho~ such as sports, Imedia's StatMux
shiflJ the exc I~ "huB/' prosram, such as a talk show,
· '~,.~ , .,.. .
Standard PIPE ~.~,C~2 ~ ' 'r~ca~truct the multiplex and ..sign rJle difo
ferent data stream~li~
fiers, banking on a ~.~
least three 6 PIH, bto~...' t~'adl~:al $,rvJces.~'wve can get an extra 150 F1Hz in a
300 P1Hz system with the approach:' says To~y Werner, TCI's seniorVP of engi-
neering and technical operations.
With the capacity, TCI could devote one 6 PIHz channel to Internet access,
and use statistical multiplexer compression technology from Imedia and General
Instrument with the rest of the new slots. TCI is counting on compression of
18:1. VVIth at least three 6 P1Hz slots devoted, depending on the system,TCI
expects a minimum 36-channel digital der. '
As forTCI, it sees its new digitalTV plan not so much as a technical marvel, but
a change in its "rn~rket philosopl~x:' Rather than commit cash resources to upgrad-
ing older systems of less than 450 PIHz to 750 F1Hz, TCI will deliberately forego,
for now, the chance to offer wireline telephony.'~l'he only reason to go to 750 is
wireline telephony, and wireline telephony is a bandwidth hog," says David Beddow,
seniorVP of TCI Technology Ventures. "If you're not going to launch wireline tele-
phony, there is no reason to upgrade to 750 MH:" --Marc Osgoede Sm/th
securities. is about $16.4 billion. It takes about $1
billion/year to service that debt. Today, we're gen-
erating around $2.4 billion in annual cash flow. It
should quickly climb to $3 billion, even without
new service revenues. through streamlining opera-
tions. After making my capital expenditures of
$500-$750 million/year. and after paying my debt
obligations of $1 billion/year. I'll be left with
something in the range of $1.3-$1.5 billion of free
cash flow. By any measure, that's a very nice busi-
ness."
While unforeseen roadblocks are bound to pop
up along the way, the plan seems conceptually
sound. Whether it will lure back investors and reduce
the ranks of short sellers of TCI stock (bettots who
play the stock to drop in price} remains to be seen.
One very favorable indicator is the price of dig-
ital set-tops. until now locked in at around $450-
$480/box. According to Hindcry. TCl's most
recent set-top order sets an out-year price point of
$250. which almost cuts the cost in half and yields
a blended purchase price of around $360/box.
Much to the potential delight of smaller cable
operators anxious to launch digital video, TCI has
announced its willingness to purchase set-tops on
their behalf at its discounted price points.
Extending a Hand
For smaller operators, there's still a catch. but
it's hardly a catch-22. Hindcry is anxious for them
to use his company's HITS facility for encoding
and long-haul transmission of digital signals.
Until now, operators have been hesitant to sign
on, mainly because of fears about sharing propri-
etary customer information with TCI.
Recognizing this. Hindery now says he's will-
ing to walk the extra mile that would hopefully
assuage reluctant HITS customers,
"It makes no economic sense whatsoever to cre-
ate and construct a second HITS-type facility when
we've akeady got one that can work well for every-
body." he argues. Consequently. he's now prepared
to "offer equity in HITS to other major operators, if
that's what it will take to get them in the fold."
His concept, now under intense discussion. is to
sell at cost to the other four MSOs in PrimeStar
Partners (U S West/Continental. Time Warner/
Newhouse, Cox and Comcast) an equity share in
HITS proportionate to each company's PrimeStar
equity holding. If the move is approved by all par-
ties, it would. at least temporarily, make Time
Warner/Newhouse the largest equity holder in
HITS (31.3 percent rs. TSAT's~i.e. TCI
Satellite's~20.9 percent).
"We regard HITS as a cooperative industry
asset. I'm sometimes discouraged when I sense
that industry camaraderie is wanting. HITS is a
great place to demonstrate it." Hindcry says.
There are other issues. however. as TSAT and
the PrimeStar partners try to unravel myriad com-
plexities that affect the destiny of both entities (see
sidebar, p. 2 l).
Still, the implicit message about HITS to other
operators of all sizes echoes the TCI of old, a com-
pany that once extended helping hands to other
entrepreneurs in the belief that TCI was better off
when everyone in the industry succeeded.
As a past beneficiary of TCI's generous sup-
port, Hindcry well recognizes what the company
he heads is capable of doing for other cable opera-
tors. It appears he could be rejuvenating the old
spirit of "all for one; one for all" among cable
operators. ·
CABLEVISIONAPRIL 28, 1997
City of Iowa City
MEMORANDUM
Date: May 30, 1997
To: Mayor and City Council
From: Marian K. Karr, City Clerk
Re: Council Work Session, May 19, 1997 - 7:03 PM in Council Chambers.
Mayor Naomi J. Novick presiding. Council present: Novick, Kubby, Lehman, Norton,
Thornberry, Vanderhoef. Absent: Baker. Staff present: Arkins, Helling, Dilkes, Walsh,
Schmadeke, Davidson, Franklin, Yapp, Boothroy, Fowler, Dollman, Grosvenor. Tapes: 97-75,
Side 2; 97-81, all; 97-82, all.
REVIEW ZONING MATTERS
Reel 97-75, Side 2
PCD Director Franklin presented the following Planning and Zoning items for discussion:
MOTION SETTING A PUBLIC HEARING FOR JUNE 3 ON AN ORDINANCE AMENDING
TITLE 14, CHAPTER 6, ENTITLED "ZONING," ARTICLE P, ENTITLED "FENCES AND
HEDGES," TO CHANGE. THE VISION TRIANGLE REQUIREMENTS AT
INTERSECTIONS.
B. MOTION SETTING A PUBLIC HEARING FOR JUNE 3 ON AN ORDINANCE AMENDING.
TITLE 14, CHAPTER 6, ENTITLED "ZONING," ARTICLE O, ENTITLED "SIGN
REGULATIONS," SECTION 5, ENTITLED "SIGNS PERMITTED BY ZONE;
REGULATIONS," TO PERMIT PROJECTING SIGNS IN THE CB-5 AND CB-10 ZONES.
MOTION SETTING A PUBLIC HEARING FOR JUNE 3 ON AN ORDINANCE AMENDING
TITLE 14, CHAPTER 6, ENTITLED "ZONING," ARTICLE O, ENTITLED "SIGN
REGULATIONS," SECTION 5, ENTITLED "SIGNS PERMITTED BY ZONE;
REGULATIONS," TO PERMIT PORTABLE SIGNS IN THE CB-2, CB-5, AND CB-10
ZONES.
MOTION SETTING A PUBLIC HEARING FOR JUNE 3 ON AN ORDINANCE AMENDING
TITLE 14, CHAPTER 6, ENTITLED "ZONING," ARTICLE O, ENTITLED "SIGN
REGULATIONS," TO ADOPT DESIGN CRITERIA FOR CHANGEABLE COPY SIGNS.
Franklin advised council to not second the motion if they do not wish to amend the changeable
copy signs criteria.
E. RESOLUTION AMENDING THE COMPREHENSIVE PLAN TO INCREASE THE DENSITY
FROM 2-8 DWELLING UNITS PER ACRE TO 8-16 DWELLING UNITS PER ACRE FOR
AN APPROXIMATE 2.38 ACRE AREA LOCATED AT THE NORTHEAST CORNER OF
THE INTERSECTION OF SCOTT BOULEVARD AND LOWER WEST BRANCH ROAD.
Fo
ORDINANCE AMENDING THE ZONING CHAPTER BY CHANGING THE USE
REGULATIONS FROM RS-5, LOW DENSITY SINGLE-FAMILY RESIDENTIAL, TO OPDH-
12, PLANNED DEVELOPMENT HOUSING OVERLAY, FOR A 2.38 ACRE PROPERTY
Council Work Session
May 19, 1997
Page 2
LOCATED AT THE NORTHEAST CORNER OF THE INTERSECTION OF SCOTT
BOULEVARD AND LOWER WEST BRANCH ROAD TO PERMIT A 37 UNIT MULTI-
FAMILY BUILDING FOR ELDERLY HOUSING. ('REZ97-0002) IFIRST CONSIDERATION)
G. ORDINANCE AMENDING TITLE 14, CHAPTER 6, ENTITLED "ZONING," TO PROVIDE
ELDERLY HOUSING ALTERNATIVES. (SECOND CONSIDERATION)
In response to council, Franklin stated she will prepare a response to the May 16, 1997
correspondence received from Attorney Stephen Greenleaf and look at the elder family
home/responsible party issue prior to Council's June 3 meeting.
H. ORDINANCE AMENDING TITLE 14, CHAPTER 6, ENTITLED "ZONING," ARTICLE N,
ENTITLED "OFF-STREET PARKING AND LOADING," SECTION 1, ENTITLED "OFF-
STREET PARKING REQUIREMENTS," TO ALLOW EXISTING FRATERNITY/SORORITY
HOUSES TO BE CONVERTED TO ROOMING HOUSES WITHOUT HAVING TO
PROVIDE ADDITIONAL PARKING. (PASS AND ADOPT)
RESOLUTION APPROVING THE FINAL PLAT OF WALDEN HILLS, A40.7 ACRE, 53-LOT
RESIDENTIAL SUBDIVISION LOCATED ON THE NORTH SIDE OF ROHRET ROAD,
EAST OF HIGHWAY 218. (SUB97-0010)
Public Works Director Schmadeke, Assistant City Attorney Dilkes, and Transportation Planner
Davidson presented information.
IOWA RIVER POWER DAM RENOVATION/IOWA RIVER CORRIDOR TRAIL PROJECT
(Agenda Item 19) Reel 97-75 Side 2
Transportation Planner Davidson, Public Works Director Schmadeke, Assistant City Attorney ·
Dilkes and Mary Haug, representing Howard R. Green, presented overhead projector/slides
about the Iowa River Power Dam Renovation/Iowa River Corridor Trail Project.
Council. agreed the dated stone should be preserved. Council also asked that options to chain
link fencing be bid as an alternative.
PUBLIC HOUSING LEASE (Agenda Item 15)
Reel 97-81, Side 1
HIS Director Boothroy, Housing Administrator Maggie Grosvenor, and Assistant City Attorney
Dilkes presented Public Housing Lease information.
SECTION 8 HOUSING VOUCHERS - PERSONS WITH DISABILITIES
(Agenda Item 14)
Reel 97-81, Side 2
Housing Administrator Maggie Grosvenor presented information about Section 8 Housing
Vouchers - Persons With Disabilities.
LINN STREET PARKING LOT
Reel 97-81, Side 2
Parking and Transit Director Fowler and City Manager Atkins provided information. A council
majority directed staff to establish Sunday hours, 12:00 PM to 6:00' PM at the Linn Street
Parking Lot.
Staff Action: Ordinance drafted and will be on June 3 formal meeting (Fowler).
Council Work Session
May 19, 1997
Page 3
APPOINTMENTS
Reel 97-81, Side 2
Board of Library Trustees -
Re-appoint Stephen Greenleaf and Margaret Cox;
appoint Lisa Parker
Design Review Committee - Re-appoint Randy Rohovit
Historic Preservation Commission
Frank Gersh (E. College Street);
re-advertise College Green District vacancy
Novick noted Agenda Item 21d. will be added to' appoint an Acting City Attorney.
COUNCIL AGENDA/TIME
Reel 97-81, Side 1
Vanderhoef requested consideration of increased street lighting on North Dubuque Street.
Thornberry requested information about. requirements for increasing business lighting.
Atkins stated he will follow up.
2. In response to Vanderhoef, Atkins stated he will prepare information about sidewalks costs
from Sycamore Street to the soccer fields.
(Consent Calendar 2f(5)) In response to Thornberry, Atkins explained plans are to move the
Streets and Sanitation employees into the vacated Traffic Engineering Building and a letter
to Airport Manager outlin!ng ideas for a new Public Works yard Building was placed in
council's packet today.
Thornberry inquired about Bob Wolf's Sewer Project (Lake Ridge) south of Iowa City. Atkins ·
explained he has contacted the County Board of Supervisors and is looking at an
annexation utility service package.
In response to Novick, council agreed to schedule a general discussion about overall city
finances on June 3, 4:00 PM., and reschedule the Library/Cultural Center discussion June
13, 8:30 AM to 11:00 AM.
6. Norton noted he attended the University of Iowa class presentation on the Downtown
Shuttle.
7. Norton inquired about the status of the PCRB Ordinance. Novick suggested scheduling in
two weeks.
8. Norton inquired about sidewalk caf6 fees. Arkins stated Jerry Ambrose (G. A. Malones) has
not furnished additional information.
(Memo from Community Development Coordinator IP8 in May 16 packet) Kubby referred to
the May 14, 1997 memo Determinin~ Priorities for CDBG and HOME and stated Council's
intentions should be made clear to the HCDC.
10. (Agenda Item 9) Novick raised concerns that bicycles were allowed in Chauncey Swan
Park. A Council majority agreed to the staff recommendations #1, 2, & 3 as outlined on
page 1 of Assistant City Attorney Mitchell's May 16, 1997 memo Regulation of Non-
Motorized Vehicles on City Streets. A majority of Council did not support recommendation
#4.
Council Work Session
May 19, 1997
Page 4
11. Norton requested that sufficient time be scheduled for the PIN Grant presentation at
Tuesday's Council meeting.
12. (Agenda Item 5) Novick said permit fees and yearly inspections should be required for
pigeon lofts and pigeon lofts should not be transferable to another address. In response to
Lehman, Atkins stated Assistant City Attorney Mitchell will present information to Council at
Tuesday's formal meeting. Thornberry requested changing the proposed Animal Ordinance
to allow 15 foot dog leases.
Adjourned: 10:20 PM
clerk\cc5-19inf.doc
City of Iowa City
MEMORANDUM
DATE:
TO:
FROM:
RE:
May 30, 1997
Mayor and City Council
Marian K, Karr, City Clerk
Meeting Schedule for June, July and August
REVISION #10
At your meeting of March 3 the following meeting schedule was agreed to:
Monday, June 2 - Regular Work Session - 7:00 p.m.
Tuesday, June 3 - Special Work Session (City Finances) - 4:00-6:00 p.m.
Regular Formal - 7:00 p.m.
Friday, June 13 - Special Work Session (Cultural Center/Library) - 8:30-11:30 a.m.
Monday, June 16 - Regular Work Session - 7:00 p.m.
Tuesday, June 17 -Executive Session (evaluation) TBA
Regular Formal - 7:00 p.m.
Monday, June 30 - Regular Work Session - CANCELED
Tuesday, July 1 - Regular Formal - CANCELED
Monday, July 14 - Regular Work Session - 7:00 p.m.
Tuesday, July 15 - Regular Formal- 7:00 p.m.
Monday, July 28 - Regular Work Session - 7:00 p.m,
Tuesday, July 29 - Regular Formal - 7:00 p.m.
Monday, August 11 - Regular Work Session - CANCELED
Tuesday, August 12 - Regular Formal - CANCELED
Monday, August 25 - Regular Work Session - 7:00 p.m.
Tuesday, August 26 - Regular Formal - 7:00 p.m.
Regular two week schedule resumes.
All meetings are scheduled for the Council Chambers unless noted otherwise. Please mark these dates
on your calendars.
cc: City Manager
City Attorney
Department Directors
ccleddscheduie.doc
May 22, 1997
R.J. Winkelhake, Chief
Iowa City Police Department
410 E. Washington
Iowa City, IA 52240
Dear Chief Winkelhake:
On May 15, 1997, I rode in a patrol car with Officer Dan Dreckman for three hours.
The experience was one that every Iowa City resident should have. I learned a lot about
police procedures, policy rationales, and the city itself. Officer Dreckman was
professional,informative, straightforward, and unfailingly courteous to me and to the
citizens we encountered. He is an outstanding ICPD representative to the community.
I appreciate the opportunity to observe your department in action, and I recommend that
this oppommity be publicized as a way to educate citizens about the work of the ICPD.
Sincerely,
David Leshtz '~
1411 Sheridan Ave.
Iowa City, IA 52240
C ty of Iowa City
MEMORANDUM
22 May, 1997
To: Steve Arkins, City Manager
From: Joe Fowler ~'--..---
Reference: July 4* Shuttle
Iowa City Transit could operate a shuttle from the downtom interchange to City Park for
the fireworks display. As Transit is not operating that day we would be required to bring
in a driver and pay overtime. The actual trip distance is 2.5 miles. Cost to provide the
service would be $38.00 per hour. Due to the heavy traffic in the area at that time I
believe there would be a limited number of trips the bus could make. I am also concerned
that one vehicle at the end of the display could be over run by riders and create some bad
public relations.
cc Ron Logsden, Transit Manager
MEDIA RELEASE
CITY OF I0 WA CITY
May 29, 1997
Contact:
Ron Logsden
Iowa City Transit
356-5151
K-12 STUDENT SUMMER BUS PASSES
Iowa City Transit is offering a summer bus pass for students in grades
kindergarten through 12. The summer bus pass is a keychain and is good for
the months of June, July', and August, 1997. The pass is being sold for $25.00
and is available at the Iowa City Transit Office (1200 S. Riverside Drive), the
Civic Center Treasury Division (410 E. Washington Street). Keychains will also
be available on Friday, May 30 and Monday, June 2 at the Iowa City Transit
Pass Sales Table at Old Capitol Mall. Call 356-5151 for more information.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
MEDIA RELEASE
CITY OF I0 WA CITY
Date:
Contact:
May 30, 1997
City Manager's Office
356-5010
ROOFERS
In the last couple of weeks, many Iowa City residents and businesses
experienced damage to roofs due to severe weather. The City of Iowa City
Housing and Inspection Services Department recommends owners call the
National Roofing Contractors Association to verify the roofer is a member of the
Association at 1-800-USA-ROOF or 1-8;00-323-9545.
To help determine if the roofer is reputable, ask for references and how long they
have been providing service in the Iowa City area. Also, a reputable roofer does
not require a down payment prior to work completion.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA ~;2240-1526 · (319) 356-~i000 · FAX (319) 356-$009
May 30, 1997
CITY OF I0 WA CITY
PRESS RELEASE
Contact Person: Bud Stockman, Supt.
Water Distribution Division
356-5183
Re: Water Main Construction On Market St.
Due to weather conditions, water main construction will begin on Monday, June 2, 1997
on Market Street - from Gilbert Street to Dubuque Street. The construction is expected to
continue for approximately 45 days.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-18.26 · (319) 356-5000 a FAX (319} 356-5009
LISA HANDSAKER
CITY OF I0 WA CITY
May 29, 1997
PRESS RELEASE
Contact Person:
Tim Randall
Special Projects Manager
Phone No.: 330-8102
Weather permitting, on Saturday, May 31, 1997, Highland Avenue will be closed
to vehicular traffic from Gilbert Street to Gilbert Court. This closure is to facilitate
the installation of storm and sanitary sewers along Highland Avenue in
connection with the South River Corridor Sewer Project.
This section will remain closed for approximately 4 weeks and, weather
permitting, will reopen the end of June, 1997. Please note that motorists and
pedestrians are to seek an alternate route and to use caution in the area during
this time period. Access to all businesses will be maintained at all times via
Highland Avenue from the east.
410 EAST WASHINGTON STREET · IOWA CITY, IOWA ~2240-1826 e (319) 356-$000 · FAX (319) 356-5009
I iTY
PED MALL
Enterta:nment'
F ee · .
Smart l~ws and ~ te~ ta ,~ment
ICOH
I0WA CITY CLgRK From: J0 Ho~art¥ 5-23-9? 3~53pm p. 2 of 2
Johnson Count' [
~'J"
Sally Stutsman, Chairperson
Joe Bolkcom
Charles D. Duffy
Jonathan Jordald
Stephen P. Lacina
BOARD OF SUPERVISORS
May 27, 1997
INFORMAL MEETING
Agenda
1. Call to order 9:00 a.m.
2. Review of the formal minutes of May 22nd
Business from Laurie Robinson, Director for Johnson County Historical
Society re: use of a five acre parcel of land, part of the Johnson County
Farm, at the comer of Mekose Avenue and Slothewer Road. discussion
Business from Dr. Craig Mosher, Director of Mental
Health/Developmental Disabilities Department.
a) Discussion re: 28E Agreement with State to validate
Service Contracts.
b) Discussion re: Lease Agreement for Chatham Oaks.
Discussion re: update on contracting with agencies.
d) Other
Purchase of
5. Business from the Co.unty Auditor
a) Discussion re: cash flow analysis for April.
b) Other
6. Business from the Board of Supervisors
a) Reports
b) Other
7. Discussion from the public
8. Recess
913 SOUTH DUBUQUE ST.
P.O. BOX1350
IOWA CITY, IOWA 52244-1350
TEL: (319) 356-6000
70
IOWA CITY CLERK
Johnson Coun~
Sally Stutsman, Chairperson
Joe Bolkcom
Charles D. Duffy
Jonathan Jordahl
Stephen P. Lacina
From: 3o Hoqar~¥ 5-27-97 8:R9am p, ~ of R
BOARD OF SUPERVISORS
6.
7.
8.
JOINT SMALL CITIES AND JOHNSON COUNTY BOARD OF suP-ERvISORS
Wednesday, May 28, 1997
Johnson County Board of Supervisors
Administration Building, Board Meeting Room
913 South Dubuque Street --
Iowa City, Iowa 52240
Call to order 6:30 p.m.
Informal Meeting
Agenda
Introductions
Presentation from Chris lOvett-Berry, Grant Administrator/Planner for East Central
Iowa Council of Governments re: Regional application for Iowa Department of
Economic Development Housing Needs Assessment Grant. discussion
Presentation from Opal Current, Taxpayer Services Sp~ialist of the Iowa Department
of Revenue and Finance re: overview of Local Option Sltles Tax. discussion (This
agenda item was requested by the Mayor of Solon)
Update of city happenings
Discussion re: upcoming problems of various cities and county.
Discussion from the public
Adjourn
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 52244-1350 TEL: (319) 356-6000 FAX: (319) 356-6086
To, IO{A CITY CLERK From, Jo Hoga~t¥ 5-R7-97 8:48am p. 2 of 2
Johnson Count'
Sally Slutsman, Chairperson
Joe Bolk¢om
Charles D. Duffy
Jonathan Jordahl
Stephen P. La¢ina
BOARD OF SUPERVISORS
May 28, 1997
INFORMAL MEETING
Agenda
1. Callto order3:00 p.m...
2. Work Session re: Human Resource position and result of survey.
3. General discussion of Human Resource function for Johnson County.
4. Adjourn
913 SOUTH DUBUQUE ST. P.O. BOX 1350 IOWA CITY, IOWA 52244-1350 TEL: (319) 356-6000 FAX: (319) 356-6086
Council on Disability Rights and ]Education
5.
6.
7.
8.
MEETING AGENDA
JUNE 3, 1997 - 10:00 A.M.
CITY COUNCIL CHAMBERS
CIVIC CENTER - 410 E. WASHINGTON ST.
IOWA CITY, IA 52240
Introductions
Approval of Minutes
Committee Reports
a. Housing & Public Relations
b. Transportation
c. Public Accommodations
Report of Board of Directors
Other Reports
Other Business
Next Meeting Agenda -July 1, 1997
Adjourn
j
CC:
Iowa City City Council
Johnson County Board of Supervisors
CDRE MISSION STATEMENT
The Council on Disability Rights and Education (CDRE) is a non-profit educational
organization dedicated to accessibility, full participation and inclusion of persons with
disabilities.
Our mission is to act as a comprehensive, community-wide educational resource for
promoting disability awareness, to provide technical assistance and to encourage
compliance with disability civil rights legislation.
Our goal is the attainment of community-wide accessibility and the full participation of
persons with disabilities to all facilities and services within our community.
mgr\asst\cdre6-3,agd
Council on Disability Rights and Education
MEETING MINUTES
MAY 6, 1997 -- 10:00 AM
CITY COUNCIL CHAMBERS, CIVIC CENTER --410 E. WASHINGTON STREET
PRESENT:
Keith Ruff, Loren Schmitt, Kevin Burt, Len Sandler, Richard Craig, Dale Helling,
Tim Clancy, Chris O'Hanlon, Jon McKinstry, Ann Shires
Members present introduced themselves. Ruff announced that Dean Moore had been selected
by the Chamber of Commerce as their representative. However, there is some uncertainty
about whether or not Mr. Moore will be able to participate. Helling and Ruff will follow up with
him.
Minutes of the Meeting of April 1, 1997, were approved as submitted.
COMMITTEE REPORTS
Housing/Public Relations: The Committee has not met since the last CDRE meeting. Butt
advised that Cedar Rapids is interested 'in putting together a brochure similar to the one done
by the Evert Conner Center on accessible housing. They are also interested in doing something
similar regarding transportation availability.
O'Hanlon submitted a copy of. an'article regarding the newly formed CDRE in Washington,
Iowa.
Burr suggested that we need to get Committees meeting on a regular basis again. It appears
that interest is waning and he suggested regular meeting times for each Committee. Burt will
contact members of the Housing/Public Relations Committee, Ruff will contact members of the
Public Accommodations Committee and Clancy will confer with members of the Transportation
Committee. The latter currently meets on the second Wednesday of the month at 1:30 p.m. in
the Senior Center but this time will have to be changed for the remainder of the year.
Transportation: Clancy advised that the Committee will be acting as a sounding board among
the three transit providers regarding future changes, particularly those relating to CAMBUS, and
on future planning issues. He suggested that it may be more important than ever to involve
Coralville Transit due to the opening of the new mall next year. He said that there is talk of a
shuttle service between the mall and downtown Iowa City. This would be a SEATS type shuttle.
Clancy also advised that there is an ongoing effort to recruit participants for the August 23
Project Action training session. No decisions have been made regarding CAMBUS/Bionic Bus
changes. Input should be provided to Brian McClatchey at CAMBUS.
Craig advised that the first thing to go regarding the Bionic Bus changes will be some trips
which originate off campus. It is anticipated that a perimeter of 3A of a mile around the campus
will be established. People outside that area will need to use Iowa City or Coralville Transit. Fie
stated that McClatchey is willing to talk with anyone who has input. Jane Nelson-Kuhn is also
very involved and would be a good contact person. Craig suggested that while people living off-
2
campus will be able to ride Iowa City Transit, which will be completely accessible, there will still
be a need to plan how to get people to the bus stops and onto the fixed route system. A lot of
discussion has taken place with University staff and others. It is important to keep the dialogue
going before decisions are made.
Burt suggested that perhaps the CDRE could facilitate some local research regarding
transportation needs of persons with disabilities through a University or other funded effort,
using work study or other student projects, to identify these needs.
Public Accommodations: Ruff reported that the Committee had not met recently.
OTHER REPORTS
McKinstry reported on the survey of area religious congregations which is being done to create
a guide to accessible/assistive features of various local congregations. The survey form will be
accompanied by a list of various local organizations which can assist congregations in
becoming more accessible. He handed out a survey draft, requesting that people with input
contact him or Ann Shires within the next week.
REPORT OF BOARD OF DIRECTORS
No report. Ruff encouraged all Board members to take special note of the next meeting which
will be a 9:30 a.m. on July 1. Attendance has been low and he urged all Board members to
attend.
OTHER BUSINESS
Burt advised that the Evert Conner Center has begun a program to work with employers
regarding hiring people with disabilities. Anyone interested in being on this employment
consortium should contact LaVerne Tutson at the Evert Conner Center. He noted that of the
persons in the United States who are unemployed, 70% are .persons with some disability.
O'Hanlon added that this effort attempts to educate both prospective employers and employees
with disabilities about each other and the issues involved. He encouraged anyone who is
interested to become more involved.
Clancy advised that there is a local group actively responding to efforts by Miller Medical to
defeat the warranty act. This group would like to create a guide to medical vendors and what
they are willing to do in support of consumers with disabilities. The group will need assistance in
compiling information from all vendors.
The next meeting will be on June 3, 1997.
Meeting adjourned.
ass~cdre5-6.doc
Prepared by: Maggie Grosvenor, Housing Authority Admin., 410 E. Washington St., Iowa City, IA 52240 (319)356-5401
RESOLUTION NO.
RESOLUTION AUTHORIZING APPLICATIONS FOR 100 UNITS OF SECTION
8 VOUCHER FOR MAINSTREAM HOUSING OPPORTUNITIES FOR
PERSONS WITH DISABILITIES.
WHEREAS, the City Council of the City of Iowa City functions as the Iowa City Housing
Authority and the Department of Housing and Urban Development has published a Notice of
Fund Availability for Certificates and Vouchers; and
WHEREAS, the City of Iowa City presently has an Annual Contributions Contract with the
Department of Housing and Urban Development to administer a Certificate, Voucher, and
Public Housing Program and wishes to provide housing assistance to persons with disabilities;
and
WHEREAS, the application is consistent with the Consolidated Plan for 1995-2000 (also known
as "CITY STEPS").
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF IOWA CITY, IOWA:
That the Mayor and City Clerk.are hereby authorized and directed to respectively sign
and attest said application to the Department of Housing and Urban Development for
Section 8 Certificates and Vouchers.
o
That the City Clerk is hereby authorized and directed to certify appropriate copies of this
resolution together with any necessary certifications as may be required by the
Department of Housing and Urban Development.
Passed and approved this
day of , 1997.
ATTEST:
CITY CLERK
hisasst\mainstrm. res
MAYOR
A veAt b
City Attomey's Office
Housing Authorit
Date:
To:
From:
Re:
May 15, 1997
City Council
Maggie Grosvenor, Housing Administrator
Application for Mainstream Housing Opportunities for Persons With Disabilities
The Iowa C~ Housing Authority application for 100 Section 8 rental vouchers for persons with disabilities is
attached. The purpose of the mainstream program is to provide rental vouchers or certificates to enable
persons with disabilities to rent affordable private housing of their choice.
Eligible participants are defined as:
1)
A family whose head, spouse, or sole member is a person with disabilities. The term "disabled family"
may include two or more persons with disabilities living together, and one or more persons with
disabilities living with one or more live-in aides. A disabled family may include a person with disabilities
who is elderly.
2)
A person who:
(a) has a disability as defined in Section 223 of the Social Security Act (42 U.S.C. 423), or
(b) is determined to have a physical, mental or emotional impairment that:
(I) is expected to be of long-continued and indefinite duration;
(ii) substantially impedes his or her ability to live independently; and
(iii) is of such a nature that such ability could be improved by more suitable housing conditions, or
(c) has a developmental disability as defined in Section 102 of the
Assistance and Bill of Rights Act (42 U.S.C. 6001 (5)).
Developmental Disabilities
The term "person with disabilities" does not exclude persons who have the disease of acquired
immunodeficiency syndrome (aids) or any immunodeficiency syndrome (HIV).
The thirty day comment period was required to begin on April 19, 1997, in order to meet the application
deadline of June 9, 1997, and was published in the Press-Citizen on April 19, 1997. Comments are
requested to be in wdting. As of Nay 15, 1997, no comment. s ~'ece'ived.
hisasstJvouchrap.doc
(~onvo~ttion snd
VGsltorB Buf®su
Community Promo ional Funding Program
Iowa City/Coralville Convention and Visitors Bureau
Purpose of Program:
To advertise and promote events, conventions and attractions to people
outside the Iowa City/Coralville area.
Grant Cycle:
Deadline for application:
Recipients notified:
Nov.l, 1997
Dec. 30, 1997
Program Notes:
Funds will be distributed near the time promotional expenses are incurred, not necessarily when
recipients are notified.
o Funds are not applicable for use in advertising in the Official CVB Visitors Guide &
Membership Directory.
· Historical note: Awards in the past have ranged from $200 - $1000.
If all funds have not been designated for use after the first round of applications, a second cycle
may be offered.
Requirements:
Applying organization -
must be non-profit and show proof;
must be based in Johnson County or have a local affiliation;
must submit a one page, typed statement of why the project or event should receive CVB
Promotional Funds;
must submit a) a detailed project budget and b) a summary of the organization's budget;
must submit a plan for the promotion of the event/convention/attraction;
must include a mock-up or proof copy of advertisement.
Criteria, reviewed by committee of the Board of Directors and membership, will be based on.'
1. ability of project to attract visitors to area;
2. appropriate placement of promotional materials or advertising;
3. local support and cooperation;
4. exhibited need;
5. presentation of request for funds.
Grant Recipients will be required to:
1. provide five copies of request for CVB Promotional Funds.
2. print CVB logo, 800#, or CVB Web Site address on print ads or promotional materials;
3. mention CVB and CVB 800# on television or radio ad placements;
4. expend funds between July 1, 1997 and June 30, 1998;
5. provide follow-up report within 30 days of event or promotion and include:
a). copy of invoice/s for the promotion,
b). written evaluation of event including numbers of visitors event or project generated,
c). copy of print ad or promotional materials.
For further information:
Wendy Ford, executive director
319-337-6592
CITY OF IOWA CITY
Budget
Capital Improvement Program
FY1998 through 2002
May, 1997
J
J
Date:
To:
From:
Re:
City of Iowa City
MEMORANDUM
May 9, 1997
City Council
Donald Yucuis, Finance Director
Multi-Year Capital Improvement Program from Fiscal Year 1998 through Fiscal Year
2002
Attached you will find the Multi-Year Capital Improvement Program (CIP) from Fiscal Year (FY)
1998 through Fiscal Year 2002 including the unfunded projects in Fiscal Year 2003 and
beyond, as approved in March, 1997.
Attachment
CITY OF IOWA CITY
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1998 Through 2002
Fiscal Year 1996 and 1997 Projects In Progress or Completed ......... 1
Fiscal Year 1998 through Fiscal Year 2002 ...................... 5
Unfunded Projects Fiscal Year 2003 and Beyond ................. 10
City of Iowa City
Capital Improvement Program- Projects that are Completed or
in Progress in FY t996 and t997
Project Description
Bridge Projects
Brookside Drive Bridge
Burlington St Bridge-South
Burlington St Dam Safety
Melrose Avenue Bridge
Summit St Bridge Replacement
Wooif Ave. Bridge Reconstruct
Bridge Projects Total
Street Reconstruction
1st Ave/IAIS RF Crossing Impr
1 st Ave-Muscatine/Bradford
1st Ave-Ralston Creek/Muscatine
Annual Asphalt & Chip Seal
Burlington/Gilbert Intersection
Burlington/Madison To Gilbert
Curb Ramps - A.D.A.
Dodge St-Act/Old Dub Rd Int
Extra Width Sidewalk
First Avenue Extended
Foster Road
Gilbert St RR Crossing
Highway 965 Extension
Iowa Ave Tattletales
Madison Street Paving
Melrose-West-218/City Limits
Melrose Ave-West High/Hwy 218
Melrose Avenue
Mormon TreldRohret Road
Overwidth Paving Projects
Soccer Site Access Road
Southgate Ave. Extension
Traffic Calming
Waterfront Drive Improv.
Waterfront Drive Rr Crossing
Willow St-Muscatine/Brookside
Street Reconstruction Total
FY t 996 FY 97 Total FY 1996
Actual Budget and t997
5,405 194,095 199,500
85,000 85,000
1,527 104,000 105,527
339,250 2,052,225 2,391,475
14,123 45,877 60,000
58,207 53,043 111,250
418,512 2,534,240 2,952,752
221
4,280
141,819
598,401
165,886
6,511
102,806
66,514
333
17,984
75,306
300
170,492
11,069
8,742
92,665
8,259
36,830
3,739
6,309
1,5t8,467
50,826
1,156,500
788,180
441 715
588 776
82 500
197 274
150 000
23 548
350 000
250000
77 210
9,516
7,060
73,511
69,680
1,993,509
1,084,500
41,258
26,373
282,741
585,870
50,000
60,000
7,990
568,000
9,016,537
51,047
1,160,780
929,999
1,040,116
754,662
89 011
300 080
150 000
90 062
350 000
250.333
77 210
27,500
82,366
73,811
69,680
2,164,001
1,095,569
50,000
119,038
291,000
622,700
50,000
63,739
14,299
568,000
10,535,004
Page 1 of 10
City of Iowa City
Capital Improvement Program- Projects that are Completed or
in Progress in FY '1996 and 1997
Project Description
Trail Projects
Hickory Hills Trail Dev
la River Tr-Water Plant/Taft
Intra-City Bike Trails
Iowa River TraiI-Burl/S Ferry
Iowa River Trail-lmu/Iowa Ave
Open Space-Land Acquisition
Parkland Development
Willow Creek Trail
Trail Projects Total
Sanitary Sewer Projects
Abbey Lane Sanitary Sewer
Hawkeye Lift Station
Highlander Area Sewer & Lift
Longfellow Area Sewer
Melrose Market Sanitary Sewer
N Rvr Corridor/B'Jaysville
Napoleori Park Lift Station
Scott Bird Trunk Sewer
Sewer Connection - N & S Plant
South River Corridor Sewer
Willow Creek Sanitary Sewer
Wylde Green Sanitary Sewer
Sanitary Sewer Projects Total
Water Projects
Ground Storage Reservoir
Hwy 1/Hwy 218 Service Area
la River Power Dam Impr.
In-Bound Meter Reading System
Jordan Well
Madison St-Washington/Burling
Pond Stabilization Work
Raw Water Piping
Silurian Wells-Lower Terminus
Silurian Wells - Nos. 3 And 4
Surface Wtr Trtmt Plant Impro
Water Treatment Facility
Wellhouses-Jordan & Silurian
Williams Gas Pipeline Reloc.
Water Projects Total
FY 1996 FY 97 Total FY '1996
Actual Budget and '1997
6,256
27,570
97,188
117,847
94,872
933
344,667
25,211
352,433
300,210
102
43
77
83,330
2,172,702
2,697,142
5,63'1,248
37,816
5,574
19
347,070
310,304
95
320,154
7,026,050
5,665
8,052,745
53 744
409 000
37 380
4 858
88 756
57 100
55 000
275 000
980,838
177,871
200,OOO
86,567
492,452
25,000
592,945
6,212,500
3,271,670
12,127,298
32,791
1,433,500
700,000
25,352,594
711,030
104,052
684,981
25,500
16,377
112,950
434,500
1,325,000
59,200
127,215
39,846
700,336
807,255
835,111
5,983,353
60 000
409 000
64 950
102 046
206 603
151 972
55 933
275 000
1,325,505
203,082
200,000
439,000
792,662
25,102
592,988
6,212,577
3,355,000
14,300,000
2,729,933
1,433,500
700,000
30,983,842
748,846
109,626
685,000
25,500
363,447
112,950
434,500
1,325,000
369,504
127,310
360,000
7,726,386
807,255
840,776
14,036,098
Page 2 of 10
City of Iowa City
Capital Improvement Program- Projects that are Completed or
in Progress in FY t996 and 1997
Project Description
Storm Sewer
Abbey Lane Storm Sewer
Flood Plain Mapping
George St & Oakcrest Repair
High St/Fairview Ave Storm
Highland Ave Storm Sewer
Hwy 6 Sidewalk/Drainage
Industrial Pk Rd Ditch Mtce
Iowa River Bank Stabilization
Kiwanis Park Stormwater
Ralston Creek @ Iowa Avenue
Regional Stormwater Detention
S Riverside Culvert Repl.
Sandusky Storm Sewer
Shamrock/Peterson Storm Sewer
South Gilbert Storm Sewer
Sump Pump Discharge Tiles
Whispering Meadows Storm-Pt 1
Storm Sewer Total
Parks Projects
Benton St (Ned Ashton) Park
Cbd Playground Equipment Repl
Footbridge Replacement
Kiwanis Park
Napoleon Park Softball Fields
Park Accessibility Programs
Park Shelter Improvements
Parks-Parking Lot Improvement
Parks Sidewalk Replacement
Scott Park Development
South Site Soccer Fields
Sturgis Ferry Park Development
Whispering Meadows Park Dev.
Parks Projects Total
Airport Projects
Master Plan
Master Plan-Land Acquisition
Master Plan Improvements
Airport Projects Total
FY 1996 FY 97 Total FY 1996
Actual Budget and t997
28,604
2,460
415,331
10,884
458,022
14,962
10,640
26,736
13,541
9,213
344
78,198
3,812
1,072,746
226
108
30,921
7,184
54,914
13,910
31,053
61,929
12,623
4,667
325,719
192,400
735,654
94,552
346,836
441,388
3,000
112 896
39 023
17 169
641 395
3 116
20 000
53 706
19 340
33 360
49 208
32 500
664 931
300 000
98 156
25 000
13 201
2,126,001
40,000
10,000
10,000
180,000
3t9,622
15,000
25,000
20,000
5,000
9,000
291,282
115,000
5,342
t,045,246
11,823
2,963,070
15,000
2,989,893
3,000
141,500
41,483
432,500
641 395
14 000
20 000
511,728
34 302
44 000
75 944
32 500
678 472
309 213
98 500
103 198
17 013
3,198,747
40 226
10 108
40 921
187 184
374 536
28 910
56053
81,929
17 823
13 867
617 001
115,000
197,742
1,780,900
106,375
2,963,070
361,836
3,431,281
Page 3 of 10
City of Iowa City
Capital Improvement Program- Projects that are Completed or
in Progress ih ~=Y 1996 and 1997
Project Description
Landfill Projects
Cell Closure - Fy 91 Cell
Closure/Post Closure Plan
Fy 96 Cell Construction
HIR/HMS Plan
Landfill Lift Station
Landfill Perimeter Tree Pltng
Leachate Control
Landfill Projects Total
Miscellaneous Other Projects
~nimal Shelter-West Wing
Boat Ramp - City Park
C C Parking Lot Lighting Impr
City Plaza Improvements
Civic Center - Other Projects
Civic Ctr Exercise Room/Showe
Fire Station #3 Expansion
Fy 96 Bus Acquisition
Fy96 Fire Pumper
Gis Computer Package
Hawkeye Softball Complex
Library-Roof, Hvac, Carpet
Library Expansion
Mercer Park Aquatic Ctr Exp
Montgomery/Butler House
Parking Ramp -Near Southside
Police Second Floor Design
Public Works Complex
Railroad Tunneling
Ramp Maintenance & Repair
Scott Blvd/lais Rr Improv.
Sr Center Repairs-Phase li
Transit Downtown Interchange
Transit Parking Lot Resurface
Miscellaneous Other Projects Total
Grand Total
FY t996 FY 97 Total FY t 996
Actual Budget and 1997
351,432 33,000 384,432
34,902 110,088 144,990
695,080 57,000 752,080
140,999 20,000 160,999
541,969 375,031 917,000
254 59,746 60,000
652,457 362,627 1,015,084
2,417,095 1,017,492 3,434,587
165,000 165,000
2 24,643 24,645
13,000 13,000
315,000 315,000
112,487 382,000 494,487
37,866 1,336 39,202
- 84,000 84,000
101 2,515,120 2,515,221
242,148 1,192 243,340
36 5,000 5,036
99,304 79,664 178,968
- 225,000 225,000
94,108 25,000 119,108
3,128 25,000 28,128
- 70,000 70,000
- 20,000 20,000
4,193 2,860 7,053
- 40,000 40,000
8,701 2,397 11,098
228,900 389,769 618,669
- 13,500 13,500
54,836 4,000 58,836
- 225,000 225,000
- 150,000 150,000
885,810 4,778,481 5,664,291
2t,518,332 55,824,675 77,343,007
Page 4 of 10
CITY OF IOWA CiTY Capital Improvement Program- Projects
for FY1998 to FY2002 including Summary By Funding Source.
Grand Total FY 98 FY 99
Project Description Project Cost Budget Budget
FUNDING SOURCES':
General Obligation Bonds
10 Non-referendum 29,840,114 9,905,767 7,525,451
General Obligation Bonds
11 Referendum 22,740,000 17,200,000 -
12 General Fund 1,071,000 208,000 339,000
13 Road Use Taxes 6,439,000 1,263,000 1,400,000
Enterprise Funds:
14 Parking 4,921,600 4,360,000 270,000
15 Wastewater 25,784,836 9,134,836 15,300,000
16 Water 48,800,000 11,920,000 170,000
17 Transit -
18 Landfill 2,020,000 2,020,000 -
Parkland Acquisition
19 Development Funds 310,000 62,000 62,000
20 Federal & State Grants 7,708,786 2,914,654 1,909,067
21 Other 2,821,500 1,441,500 1,380,000
Total Funding Sources 152,456,836 60,4291757 ' 28,355,518
FY 2000
Budget
4,582,896
1,040,000
208,000
1,302,000
750,000
36,370,000
62,000
2,485,065
46,7.99~961.
FY 2001
Budget
4,421,000
158,000
1,251,000
291,600
300,000
170,000
62,000
200,000
6,853,600
USES OF FUNDS
Multi Year Projects
100 Annual Park Improvements 325,000 65,000 65,000 65,000 65,000
101 Asphalt Overlay 1,667,000 308,000 320,000 333,000 346,000
102 Curb Ramp (ADA) 583,000 108,000 112,000 116,000 121,000
Extra Width-Paving &
103 Sidewalk 200,000 40,000 40,000 40,000 40,000
104 Future Open Space Land 250,000 50,000 50,000 50,000 50,000
Future Parkland
105 Development 250,000 50,000 50,000 50,000 50,000
106 Intra City Bike Trails 150,000 30,000 30,000 30,000 30,000
107 Ramp Maintenance & Repair 561,600 270,000 291,600
RR Crossing Improvements
108 and Maintenance 100,000 20,000 20,000 20,000 20,000
109 Sewer Main Projects 850,000 170,000 170,000 170,000 170,000
Streetscape - Near
110 Southside 500,000 100,000 100,000 100,000 100,000
t11 Sump Pump Discharge Tiles 125,000 25,000 25,000 25,000 25,000
112 Traffic Calming 250,000 50,000 50,000 50,000 50,000
113 Traffic Signals 250,000 50,000 50,000 50,000 50,000
114 Water Main projects 1,500,000 300,000 300,000 300,000 300,000
Subtotal Multi Year
Projects 7,561,600 1,366,00~) 1,652,000 1,399,000 '1,708,600
FY 2002
Budget
3,405,000
4,500,000
158,000
1,223,000
3O0,00O
170,000
62,000
200,000
10,o18;000
65,000
360,000
126,000
40,000
50,000
50,000
30,000
20,000
170,000
100,000
25,000
50,000
50,000
300,000
1,436,000
Page 5 of 10
CITY OF IOWA CITY Capital Improvement Program- Projects
for FY1998 to FY2002 including Summary By Funding Source.
Grand Total FY 98 FY 99
Project Description Project Cost Budget Budget
FY 2000
Budget
FY 2001
Budget
FY 2002
Budget
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
FY 1998
Airport-Master Plan
Renovations 1,695,171 1,695,171
Airport Siding 29,500 29,500
Cemetery Expansion
Civic Center Projects
Court St Extended Phase I
Dodge St-Governor to
Dubuque Rd.-Property Only
Dodge St./ACT/OId Dubuque
Rd. Intersection
East West Arterial-North
Side-Phase Ill-ACT to Dodge
Fire Apparatus
First Ave Extended
Foster Rd.-West of Dubuque
GIS-Pilot Program
Hazardous Waste Recycling
Facility
Highway 1- Sunset Right
Turn
Hunters Run Park
Development
Hwy 1/Hwy 6/Riverside Dr.-
Dual Left Turn Lanes
Hwy 6-Left Turn at First
Iowa Ave. Streetscape
Iowa River Trail-Burlington
to Sturgis Ferry
Landfill Cell
L~brary-I-,[eplace
Roof, Carpeting and HVAC
Library Expansion
Mercer Park Aquatic Center
Expansion
Multi-use Parking Ramp -
Near Southside
Napoleon Park Renovation
Parking Ramp Maintenance
Parks-Central Maintenace
Facility
Purchase Additional Landfill
Land
250,000 250,000
50,000 50,000
710,000 710,000
300,000 300,000
350,000 350,000
,193,000 1,193,000
262,000 262,000
525,000 525,000
400,000 400,000
100,000 100,000
520,000 520,000
100,000 100,000
250,000 250,000
42,000 42,000
100,000 100,000
208,000 208,000
1,500,000 1,500,000
1,300,000 1,300,000
453,250 453,250
17,200,000 17,200,000
1,500,000 1,500,000
4,160,000 4,160,000
400,000 400,000
200,000 200,000
600,000 600,000
200,000 200,000
Page 6 of 10
CITY OF IOWA CITY Capital Improvement Program- Projects
for FY'1998 to FY2002 including Summary By Funding Source.
Project Description
Recreation Center Gym
143 Floor Replacement 95,000 95,000
144 River Street-Riverside to 946,000 946,000
145 River Street Sewer 208,000 208,000
146 Senior Center HVAC 100,000 100,000
'147 South Soccer Field Complex 400,000 400,000
148 Sunset Street Storm Sewer 300,000 300,000
Sycamore S. Regional
149 Stormwater Detention 800,000 800,000
Water Front Drive-N. of
'150 Southgate Ave. 278,000 278,000
Water Part I I-Construction
'151 Projects 11,750,000 11,750,000
Westminster Rd. Sanitary
'152 Sewer 375,000 375,000
153 Wetherby Park Development 75,000 75,000
Willow Creek Interceptor
'154 Sewer 7,500,000 7,500,000
155 WoolfAre Bridge 887,000 887,000
WW-Phase II-Napoleon Park
156 Lift Station 151,836 151,836
157 Wylde Green Sanitary Sewer .600,000 600,000
FY 98 Subtotal 59,063,757 59,063,757
Grand Total FY 98 FY 99 FY 2000 FY 200'1 FY 2002
Project Cost Budget Budget Budget Budget Budget
FY 1999
Airport-Master Plan
158 Renovations 1,454,518
Burlington St Bridge
'159 Widening-Ralston Creek 208,000
'160 Civic Center-3rd Floor 676,000
'161 Court Hill Trail 185,000
(Sycamore to Detention
'162 Basin) 900,000
Foster Rd.-West of Dubuque-
'163 Phase II to Elks 800,000
Prairie du Chien (ROW/
164 Grading) 700,000
Gilbert - Hwy. 6 dual left turn
'165 lanes 406,000
166 Hafor Circle Storm Sewer 500,000
Hwy 6 Sidewalk and
167 Drainage 500,000
Longfellow/Pine St.
'168 Pedestrian/Bicycle Trail 227,000
Police Dept-2nd Floor
169 Remodel 343,000
170 PW Complex 2,080,000
'171 Summit St Bridge 1,057,000
Page 7 of 10
1,454,518
208,000
676,000
185,000
900,000
800,000
700,000
406,000
500,000
500,000
227,000
343,000
2,080,000
1,057,000
CITY OF IOWA CITY Capital Improvement Program- Projects
for FY1998 to FY2002 including Summary By Funding Source.
Grand Total
Project Description Project Cost
Sycamore St.- Burns to City
172 Limits 981,000
WooIf Ave-Newton to N. of
173 River St. 686,000
174 WW-Phase III New South 15,000,000
FY 1999 Subtotal 26,703,518
FY 98
Budget
FY 99
Budget
981,000
686,000
15,000,000
26,703,518
FY 2000
Airport-Master Plan
t75 Renovations 2,628,961
176 Benton-Orchard to Oaknoll 1,300,000
177 Civic Center Projects 50,000
Dubuque/Church Left Turn
178 Bays 100,000
179 Fire Station 1,040,000
180 GIS 1,595,000
Hwy 6 Sidewalk and
181 Drainage 500,000
Lower Muscatine-Franklin to
182 DeForest 840,000
183 Meadow St Bridge 197,000
Mormon Trek/Abbey Lane
184 Storm Sewer 500,000
185 Part III- New Water 36,200,000
186 West Side Lift Station 450,000
FY 2000 Subtotal 45,400,961
FY 2001
187 Court St Extended-Phase II 1,214,000
Dubuque/Foster Rd.
188 Intersection 967,000
East West Arterial-North
Side-Phase II-Arterial Street
189 through ACT 905,000
Hwy 6 S~dewalk and
190 Drainage 500,000
191 Mormon Trek Sidewalk 156,000
192 Rochester Bridge 208,000
193 Second Ave. Bridge 208,000
194 Sycamore- City Limits to L 800,000
Sycamore- HWY 6 to
195 DeForest 187,000
FY 2001 Subtotal 5,145,000
FY 2000
Budget
2,628,961
1,300,000
50,000
100,000
1,040,000
1,595,000
500,000
840,000
197,000
500,000
36,200,000
450,000
45,400,961
FY 2001
Budget
1,214,000
967,000
905,000
500,000
156,000
208,000
208,000
800,000
187,000
5,145,000
FY 2OO2
Budget
Page 8 of 10
CITY OF IOWA CITY Capital Improvement Program- Projects
for FY1998 to FY2002 including Summary By Funding Source.
Grand Total FY 98 FY 99
Project Description Project Cost Budget Budget
FY 2002
Dodge St-Governor to
196 Dubuque Rd. 1,093,000
East West Arterial-North
Side-Phase i-ROW Scott
197 Bird to ACT Property 1,596,000
198 Fourth Avenue Bridge 208,000
Hwy 6 Sidewalk and
199 Drainage 500,000
Park Road/Riverside Left
200 Turn Lane 177,000
Robert A. Lee Recreation
201 Center Expansion 4,500,000
Scott Blvd Extended-Phase I
202 Design Only 300,000
203 Third Avenue Bridge 208,000
FY 2002 Subtotal 8,582,000
Grand Totals t52,456,836
60,429,757 28,355,518
FY 2000
Budget
46,799,96t
FY 2001
Budget
6,853,600
FY 2002
Budget
1,093,000
1,596,000
208,000
500,000
177,000
4,500,000
300,000
208,000
8,582,000
10,018,000
Page 9 of 10
CITY OF IOWA CITY
CAPITAL IMPROVEMENT PROGRAM- PROJECTS THAT
ARE UNFUNDED OR IN FISCAL YEAR 2003 AND BEYOND
FY 2003 and
beyond
Projects Unfunded
401 420th St near Industrial Park 1,200,000
402 American Legion- Scott to Taft 1,664,000
403 Dodge St- Dubuque Rd.to 180 967,000
404 HWY 965 4,000,000
East-West parkway (Sand Rd. to
405 Sycamore) 884,000
East-West Parkway (Basin to
406 Saddlebrook) 416,000
East-West Parkway (Saddlebrook -
407 East Property Line) 624,000
East-West parkway (E. Sycamore
408 Farms-Property Line to Sioux)
Foster Road Dubuque to Prairie du
409 Chien-Paving
410 Scott Blvd Extended-Phase I
Scott Boulevard Extended-
411 Phase III
624,000
918,000
2,200,000
1,836,000
412 Scott Boulevard Extended-Phase II
413 Hwy 6 Pedestrian Overpass
Iowa River TraiI-Hwy 6 to Napoleon
414 Park
415 Abbey Lane Sanitary Sewer
Ralston Creek Trunk Sewer-South
416 Branch
417 Scott Park Area Trunk Sewer
418 Airport Hangar
419 Cultural Conference Center
420 Fire Training Facility
421 Industrial Park
422 Summit Street Historic Plan
2,540,000
749,000
572,000
700,000
520,000
649,000
800,000
18,500,000
728,000
4,000,000
208,000
Grand Total
45,299,000
Page 10 of 10
I
CITY OF IOWA CITY, IOWA
THREE YEAR FINANCIAL PLAN FOR
FY 1998, 11999 AND FY 2000
FINANCIAL PLAN
Fiscal Year 1998 through 2000
CITY OF IOWA CITY, IOWA
CITY COUNCIL
Naomi J. Novick, Mayor
Larry Baker
Karen Kubby
Ernie Lehman
Dee Norton
Dean Thomberry
Dee Vanderhoef
CITY MANAGER
Stephen J. Atkins
FINANCE DIRECTOR
Donald J. Yucuis
BUDGET ANALYST
Deb Mansfield
APPRECIATION
This financial plan includes the ideas and recommendations of many citizens, the
City Council and the City staff. During the year many suggestions are received
from citizens in the City Council hearings and informal contacts. The major
impact of the City Council upon this financial plan is in the priorities and programs
adopted by the City Council during the current year.
While other departments were intensely involved in the preparation of this
financial plan, most of the credit for the document goes to the members of the
Finance Department. Particular gratitude is expressed to the City Manager, the
Finance Director, the Budget/Management Analyst, the Finance Secretaries, the
Document Services Center, the Data Processing Division and the Print Shop.
While we surely appreciate all contributions to this budget, it must be
remembered that the real thanks must go to the City employees, who, on a daily
basis, transform this document into the Cih/'s program of services.
)Prm~xl oa
~-cyc~d pa~r
CITY OF IOWA CITY
PROPOSED RNANCIAL PLAN
RSCAL YEARS 1998, 1999 & 2000
TABLE OF CONTENTS
CITY MANAGER'S LETTER .....................................
ORGANIZATIONAL CHART ....................................
RNANCIAL PLAN OVERVIEW ...................................
BUDGET POLICIES ...........................................
PAGE
1
2
3
5
SUMMARIES AND CHARTS:
Budget Highlights ...........................................
Financial Plan Analysis ......................................
All Funds Financial Summaries .................................
Transfers-In ..............................................
Transfers-Out .............................................
Authorized Personnel .......................................
FY98 Additional Position Requests ..............................
15
22
41
47
49
52
53
GENERAL FUND:
FUND SUMMARY:
Financial Plan Summary ....................................
Summary of Expenditures ...................................
Administrative Receipts Summary .............................
Administrative Expenditure Summary ...........................
General Fund Reserves .....................................
55
56
58
58
59
POLICY & ADMINISTRATION PROGRAM:
City Council .............................................
City Clerk ..............................................
City Attorney ............................................
Special Census ...........................................
City Manager ............................................
Human Relations ..........................................
Finance Administration .....................................
Accounting & Reporting ....................................
Central Procurement & Services ...............................
Treasury ...............................................
Document Services ........................................
Information Services .......................................
Risk Management .........................................
Government Buildings ......................................
Human Rights Activities ....................................
Non-Operational Administration (includes Aid to Agency Funding --
see pages 29-30 for narrative) ..............................
63
63
63
64
64
64
65
65
65
66
66
66
67
67
68
HOME AND COMMUNITY ENVIRONMENT PROGRAM:
Planning and Community Development: PCD Administration ......................................
Urban Planning & Development ..............................
Neighborhood Services ....................................
Community Development Non-Grant Activity ....................
Economic Development ...................................
Comprehensive Plan Update ................................
Public Works Administration .................................
Engineering .............................................
69
69
70
70
71
71
72
72
C.B.D. Maintenance .......................................
Energy Conservation Administration ............................
Traffic Engineering ........................................
Street System Maintenance ..................................
Forestry/Horticulture .......................................
Cemetery ...............................................
73
74
75
75
76
76
COMMUNITY PROTECTION PROGRAM:
Police:
Administration .........................................
Patrol ...............................................
Criminal Investigation ....................................
Records .............................................
Community Services .....................................
Emergency Communications ...............................
Animal Control .........................................
Fire ..................................................
Housing & Inspection Services:
Administration .........................................
Building Inspection ......................................
Housing Inspection ......................................
Development Regulations .................................
77
77
78
78
79
79
8O
81
82
82
83
83
HUMAN DEVELOPMENT PROGRAMS:
Parks & Recreation Administration .............................
Parks .................................................
Recreation .............................................
Library ................................................
Senior Center ...........................................
85
86
87
88
89
ENTERPRISE FUNDS:
Parking Revenue:
Parking Operations .......................................
Parking Reserves .........................................
Wastewater Treatment:
Wastewater Treatment Operations ............................
Wastewater Treatment Reserves ..............................
Water Revenue:
Water Operations ........................................
Water Reserves ..........................................
Refuse Collection Operations ..................................
Landfill:
Landfill Operations ........................................
Landfill Reserves .........................................
Airport Operations .........................................
Public Transit:
Public Transit Operations ...................................
Transit Replacement Reserve ................................
Broadband Telecommunications:
Broadband Telecommunications Operations ......................
Broadband Telecommunications Reserves ........................
91
92
95
95
98
99
100
101
102
104
105
105
106
106
OTHER FUNDS:
DEBT SERVICE FUND: Fund Summary ..........................................
Summary of Expenditures ...................................
109
110
AGENCY FUND (J.C.C.O.G.):
Summary ..............................................
Administration ..........................................
Transportation Planning ....................................
ECICOG Assessments .....................................
Human Services Planning ..................................
Solid Waste Management ..................................
111
111
112
112
113
113
INTERNAL SERVICE FUNDS:
Equipment Maintenance ....................................
Equipment Replacement Reserve ..............................
Fire Equipment Replacement Reserve ...........................
Central Services .........................................
Risk Management Loss Reserve ..............................
Health Insurance Reserve ...................................
Computer Information Services ...............................
Computer Replacement Fund ................................
Police Computer Replacement Fund ............................
114
115
115
116
117
117
118
119
119
EMPLOYEE BENEFITS TRUST:
Employee Benefits Fund Summary .............................
Public Safety Reserve Fund Summary ..........................
Employee Benefits Summary of Expenditures .....................
120
120
121
COMMUNITY DEVELOPMENT BLOCK GRANT:
Community Development Grants ..............................
CDBG Metro Entitlement ...................................
CDBG Flood Grant ........................................
122
123
123
SPECIAL REVENUE FUNDS:
Road Use Tax - Fund Summary ..............................
Road Use Tax - Detail of Transfers ............................
124
125
OTHER FUNDS:
Assisted Housing .........................................
Energy Conservation ......................................
Special Assessments ......................................
RISE Repayment Fund .....................................
127
130
131
131
APPENDIX:
Preparation of the Financial Plan ................................
Process to Amend the Financial Plan .............................
Resolution Approving the Financial Plan ...........................
Resolutions Adopting the Annual Budget ..........................
Adopted Budget Summary ....................................
Adoption of Budget and Certification of Taxes ......................
Personnel Listing by Departmental Full-Time Equivalents ...............
Authorized Positions by Department and Division ....................
Personnel Reconciliation .....................................
Index by Department ........................................
Tax Levies for Iowa City Area .................................
Property Tax Rates Statistical History ............................
Glossary ................................................
133
134
135
136
138
139
140
141
142
144
146
147
148
March, 1997
City Council
City of Iowa City
Re: Fiscal Year 1998 to 2000 Three Year Financial Plan
CITY OF I0 WA CITY
Mayor and City Council Members:
The Fiscal Year (FY) 1998 through FY2000 financial plan has been balanced for three years.
Our overall financial position remains healthy with balanced budgets, adequate cash reserves
and working capital. The cash reserve position is particularly critical in order to support our
credit rating and assure a reasonable ability to meet a short-term financial crisis.
The budget proposals offer several new initiatives as well as an extensive capital program.
It will be important to note that our issuance of debt for capital projects, both revenue and
general obligation debt, increases during the three-year plan. These capital debt plans
reinforce the importance of our credit rating and the savings in interest costs which can
accrue by way of a high credit rating. Our projections indicate that tax revenue for capital
project debt as well as the number of capital projects will decline in the fiscal years 2001 and
thereafter.
Our ability to predict our tax base continues to be difficult as State regulations remove most
of your discretionary budget-making capability, particularly as it pertains to revenue. We will
continue a cautious approach to long-term commitments; however, the capital project debt
financing is a necessity if we are to fulfill City Council capital improvement plan priorities.
The budget does include a new tax levy in FY2000, that being the tort liability levy. It is at
this Point in our three-year plan that the federal crime grant expires. In order to finance the
six police officers hired under this grant program, the additional revenue from a local source
is necessary. The tort liability levy will fund a portion of our insurance costs and thereby
provide an opportunity within our $8.10 General Fund tax capability to finance these officers
in the future.
Included in the budget document is a summary of budget highlights.
Our revenue base, while it continues to show sufficient growth to finance our municipal
services, because of its lack of diversity, that is the dependence on property tax, will continue
to be a concern.
Stephen J. Atkins
City Manager
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FINANCIAL PLAN OVERVIEW
The Three-Year Financial Plan (the Plan) is again being used for Fiscal Years (FY) 98 through
FY2000, which begin on July I and end on June 30. This is a one year annual budget that
meets State of Iowa code requirements for budgets, but also provides an additional two years
of projections as a planning tool for City government. The "Financial Plan Overview"
discusses the basis that the financial plan has been built upon. The Financial Plan operating
budget plan includes General Governmental Fund "Enterprise Operating and Reserve Funds."
A separate multi-year Capital Improvements Program (CIP) budget through FY2002 is included
in the appendix of this document.
The role of a government's operating budget differs from that of a private business. Budgets
are an important internal planning tool for business. However, in government, budgets also
play an external role. A multi-year financial plan informs parties both inside and outside
government of its future objectives in providing services to its constituents.
The three year plan permits particular emphasis to be placed on property tax levies, user fee
projections, fund balances, the scheduling of capital purchases (both equipment and major
improvement projects) and debt service/bond financing costs. Rather than approaching the
budget as an annual agony, the three year planning process provides a means to meet most
funding needs at some time within the three year period. The Plan has become a reliable
planning document and a management tool.
The modified cash basis of accounting has been used for preparation of the Plan because the
City maintains its daily accounting records on this basis. Therefore, revenues are recorded
when received, not necessarily when they are earned, and expenditures are recorded when
paid instead of when they are incurred. The Plan summarizes the budget by major category
within each division. Actual receipts and expenditures are monitored carefully on a line-item
basis by the Finance Administration Division, the department head in charge of each division
and compared to the budget throughout the fiscal year. Department heads are ultimately
responsible for ensuring that the divisions under their control stay within budget.
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BUDGET POLICIES
Operating Budget Policies
Operating Budget Preparation
Revenue Policies
Capital Improvement Program
Reserve Policies
Investment Policies
Debt Policies
Compensated Absences
Accounting, Auditing and
Financial Reporting Policies
Purchasing Policies
Risk Management Policies
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.
{3
The City will maintain a budgetary control system to ensure adherence to the budget
and will prepare regular reports comparing actual revenues and expenditures to budgeted
amounts.
Operating budgets are established on a fund/department/program basis.
A contingency account will be maintained in the annual General Fund operating budget
to provide for unanticipated expenditures or to meet unexpected small increases in
service delivery costs. The City Council will be informed quarterly on staff initiated
amendments from the contingency account to the operating programs within the
General Fund.
Budget amendments may be made throughout the year with approval of the Department
Director, Director of Finance and the City Manager. The City Council formally reviews
and approves all amendments processed by staff once a year in May.
-5-
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 expenditures
OPERATING BUDGET PREPARATION CRITERIA
General Guidelines
- Maintain the fiscal integrity of the City's operating and capital improvement budgets in
order to provide services and to construct and maintain the City's infrastructure.
Maintain the City's responsible fiscal position and AAA bond rating.
Present budget data to the City Council in a format that will facilitate annual budget
decisions based on a three-year planning perspective. Provide the City Council with a
summary of the three-year forecasts.
- Encourage citizen involvement in the annual budget decision-making process through
public hearings, informal meetings, budget briefs and related informational efforts.
Service Level Guidelines
Deliver service levels which are consistent with the citizens' willingness to pay and the
City's available resources.
Base decisions to reduce service levels or eliminate programs on City-wide priorities.
Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
-6-
Revenue Guidelines
- Property tax levy rates will not exceed the limits as established by the State of Iowa.
- Revise user fee rate structures to charge the costs of service provided to the benefiting
customers, while maintaining sensitivity to the needs of low income citizens.
Support federal and state legislation which provides property tax relief. Oppose
legislation which imposes local service mandates without fiscal support.
Expenditure Guidelines
Support responsible management efforts to increase productivity by providing resources
for office automation, preventive maintenance, risk management/employee safety, and
employee training.
REVENUE POLICIES
The City will try to maintain a diversified and stable revenue system to minimize short-
run fluctuations in any one revenue source.
The City will attempt to maximize benefits from major revenue sources as a way of
maintaining a stable property tax rate.
The City will follow an aggressive policy of collecting revenues.
The City will establish all user charges and fees at a level related to the full cost
(operating, direct, and indirect) of providing the service, whenever practical.
The City will review licenses, fees, and charges annually to determine if the revenues
support the cost of providing the service.
Parking, Refuse, Wastewater Treatment, Landfill, Broadband Telecommunications and
Water funds will be self-supporting through user fees.
-7-
- 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).
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a multi-year Capital Improvement Program (CIP), which will be
reviewed and updated annually, comply with City Council goals and be compatible with
the Comprehensive Plan whenever possible.
The complete multi-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
Funding for projects should be obtained through borrowing from:
- bond market, general obligation or revenue bonds
- enterprise fund operations and reserves
- internal loans
The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible.
The City shall utilize available funding sources for capital improvements whenever
practical and feasible such as but not limited to:
- federal and state grant funds
- special assessments
- developer contributions
The City will maintain its physical assets at a level adequate to protect the City's capital
investment and to minimize future maintenance and replacement costs. The budget will
provide for the adequate maintenance and the orderly replacement of the capital plant
and equipment from current revenues when possible.
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RESERVE POLICIES
The City will establish a contingency line-item in the annual General Fund operating
budget to provide for unanticipated expenditures or to meet unexpected small increases
in service delivery costs.
Operating cash balances at fiscal year-end will be maintained at a level to ensure
sufficient cash flow throughout the fiscal year.
Reserves will be maintained in the Water, Wastewater and Parking Funds in accordance
with existing Bond Ordinance provisions.
[3
Reserves will be maintained for equipment replacement and for unexpected major repairs
in the General Fund (Library and Parkland Acquisition and Development), Parking,
Wastewater, Water, Landfill, Transit, Broadband Telecommunication, Equipment
Replacement and Central Services Funds.
Reserves, based on third party actuaries, will be maintained for the Risk Management
Loss Reserve, Medical and Dental Insurance Funds.
All City trucks, cars and necessary accessories will be maintained on a replacement cost
basis each year. A separate reserve fund has been set up to fund these replacements.
Additions to the fleet are made through allocations in the annual budget. Fire
Department vehicles and Transit buses will be purchased through the issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General Obligation
debt applicable to Enterprise Fund projects will be paid from the Debt Service Fund, but
will be abated from revenues from the respective Enterprise Fund(s).
INVESTMENT POLICIES
Disbursement, collection, and deposit of all funds will be managed to insure maximum
investment opportunity for City funds.
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The City will strive to maximize the return on its investment portfolio, with the primary
objective of preserving capital in accordance with the City's investment policy and
prudent investment practices.
All City funds will be pooled for investments, with interest allocations made monthly.
DEBT POLICIES
The City will confine long-term borrowing to capital improvements.
Total general obligation debt will not exceed 5% of total taxable assessed value of real
property.
The debt service property tax levy shall not exceed 25% of the total property tax levy.
The City will follow a policy of full disclosure on every financial report and bond
prospectus.
n The City will use "pay as you go" financing to fund general capital improvement
projects, whenever feasible and practical.
COMPENSATED ABSENCES
Administrative employees hired prior to June 15, 1983 and all other employees hired prior to
June 29, 1985, upon death, retirement or termination (except firefighters) are entitled to be
paid for one-half of the total accumulated sick leave hours at the current effective hourly rate
for that employee up to the sick leave payout amount calculated as of June 28, 1985,
whichever is less.
After June 28, 1985, employees accumulate vacation, sick leave, and other benefits at
various rates depending on bargaining group and length of service. Employees are paid for
their total unused vacation time upon death, termination (except firefighters) or retirement.
However, sick leave can only be used during employment. The cost of compensated
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absences are recognized when payments are made to employees and the City amends the
budget at that time.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
O Quarterly financial reports will be prepared.
A three-year financial plan for all operating funds will be prepared by the City Manager
and presented to the City Council for their review.
A Multi-Year Capital Improvement Program budget will be prepared, reviewed and
revised annually.
n 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.
PURCHASING POLICIES
Purchases for all City departments for the City of Iowa City shall be in accordance with
the City Procurement Policy.
Methods of source selection are as follows:
-Public Improvements
Competitive sealed bidding shall be used for Public Improvement Contracts of
$25,000 or greater (Code of Iowa). This process shall consist of:
Invitation for bids
Public notice
Bid opening
Bid acceptance and bid evaluation
Bid award - City Council/Commission authorization
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-Professional Services
The consultant selection procedures guide all City departments involved in
procuring engineering, architectural, and other professional services. Within
approved budgets, the City Manager may approve contracts up to $50,000 and
the City Council approves contracts over $50,000.
-Major Purchases
The Purchasing Division operates a "voluntary purchasing" system rather than a
complete "centralized purchasing" system. Under the voluntary system,
departments obtain standard operating items, within approved budgets, utilizing
Purchasing procedures. The Purchasing Division reviews various categories of
merchandise and services and makes recommendations for consolidation and
standardization of purchases to reduce duplication and overall costs.
-Emergency Procurement
In the event of an emergency, supplies, services or construction may be purchased
without regard to normal purchase selection procedures to protect the health and
welfare of the public. The City Manager shall keep the City Council informed of
the extent of the emergency.
-Gifts/Conflict of Interest/Interest in Public Contracts
Conduct shall be in accordance with the Code of Iowa - Chapters 68B.22 Gifts,
68B.2A Conflict of Interest and 362.5 Interest in Public Contract. A City officer
or employee shall not have an interest, direct or indirect, in any contract or job of
work or material or the profits thereof or services to be furnished or performed for
the officers or employees of the City.
RISK MANAGEMENT POLICIES
It shall be the policy of the City of Iowa City to assume the risk of property damage,
liability and dishonesty in all cases in which the exposure is so small or dispersed that
the loss would not significantly or adversely affect the operations or financial position
of the City.
Insurance will not be purchased to cover loss exposures below prevailing deductible/
retention amounts of current insurance held by the City of Iowa City, unless such
- 12-
insurance is required by statute or by contact, or in those instances in which it is
desirable to obtain special services, such as inspection or claim adjustment services in
connection with insurance. The deductible/retention amounts will be reviewed once
annually by the Director of Finance and the Risk Manager to ensure appropriateness of
the amounts.
Insurance will be purchased where possible against all major exposures which might
result in loss in excess of the City's insurance reserve through the purchase of the
following types of insurance.
- All risk insurance on real and personal property.
- General liability insurance.
- Automobile liability insurance.
- Fidelity and crime insurance.
- Catastrophic workmen's compensation insurance.
The City will self-insure in those instances where the cost of insurance is so high that
it would be more cost effective to assume the risk.
Property will be insured on replacement cost basis, as determined by a competent
appraisal service, against as wide a range of perils as possible. The value will be
reviewed once annually by the Risk Manager and the City's insurance advisor.
Loss prevention recommendations made by insurance companies, the state fire marshal
or local fire authorities will, whenever possible, be implemented. In those cases in
which such recommendations are not followed, a written report in which an explanation
or justification is made will be filed with the Director of Finance and the City Manager
within 30 days of receipt of the report.
Insurance will be purchased only through licensed agents or agencies who have the staff
and technical competence to adequately service the insurance provided.
Insurance will be placed only in insurance companies rated A + or A in Bests. Insurance
placed in other companies will require a written report of the particulars, such report to
be filed with the Risk Manager.
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The administration of the risk management policy will be a responsibility of the Risk
Manager. Such responsibility includes placement of insurance coverage, maintenance
of property appraisals and inventories, processing of claims and maintenance of loss
records, and supervision of loss prevention activities.
Settlement of claims are handled through the Risk Management Division and/or City
Attorney Office. The Risk Manager is authorized to settle claims up to $3,000, the City
Manager authorizes claim settlements between $3,000 and $20,000 and City Council
approval is needed for settlements above $20,000.
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SUMMARIES & CHARTS
Budget Highlights
Financial Plan Analysis
All Funds Financial Summaries
Transfers
Authorized Personnel
Additional Position Requests
BUDGET HIGHLIGHTS
City Clerk
· City Council elections are scheduled for FY98 and FY00 at $30,000 each.
· A stand-alone document imaging system ($33,000) is being proposed.
Human Relations
A new Personnel Assistant position ($38,100) intended to be used to coordinate the
City's training policies and expand employee education programs was not included in
the FY98 budget but was added to the FY99 budget.
Finance
ACCOUNTING - The cost of contracting with a private audit firm is $158,000 (five year),
down $20,000 from the previous five-year contract.
HEALTH INSURANCE RESERVE - Health insurance costs and City experience in
administration will allow a transfer of $200,000 from the reserve to the General Fund.
Our more recent experience in cost increases has been driven more by inflation than
our earlier, far more substantial increases.
MISCELLANEOUS INTERNAL FUNDS:
Estimate increase in bulk mail rates from 22¢ to 32¢
Added telephone equipment replacement reserve
technology/phone equipment in the future.
to finance new
Human Rights
· A half-time investigator ($23,700) has been added.
investigator will be made full time.
It is expected the current
Planning & Community Development
URBAN PLANNING -The Historic Preservation Commission has again requested grant
match funds ($6,300).
NEIGHBORHOOD SERVICES - The Program for Improving Neighborhoods (PIN) grant
program is again funded at $25,000.
COMPREHENSIVE PLAN - Consultant services will be needed in the amount of
$30,000. Studies being considered include:
Riverside Drive South Corddot
Peninsula
Urban Renewal Parcel 64-1a
Downtown Strategy Rehabilitation/Redevelopment Proposals
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ECONOMIC DEVELOPMENT - The annual contribution to Iowa City Area Development
(ICAD) of $50,000 is included. This budget also includes $1,400 in new expenses for
administration of new design review ordinance.
COMMUNITY DEVELOPMENT NON-GRANT - This budget represents lhe City's annual
General Fund contribution ($64,000) for Community Development programs and a
$150,000 match for HOME funds estimated to be received in FY98.
Police
PATROL Eight new positions were requested, seven police officers and one
community service officer (CSO). The budget includes two officers ($78,400) and one
CSO ($33,600). One police officer will be assigned to expanded downtown patrol
acth/ity and one will be utilized as a replacement for the officer or sergeant responsible
for the implementation of the accreditation program ($11,400). The new CSO position
will create additional time within the Patrol activity by assigning lower pdority work
activities to this CSO position.
The Drug Abuse Resistance Education (DARE) vehicle no-cost lease to the City will
expire in FY98 and a replacement ($18,500) has been included in the budget proposal.
A request for the new mobile traffic monitor ($11,900) has been taken from the Police
Patrol budget and is proposed to be charged to the capital project traffic calming budget.
This monitoring device provides statistics, such as speed, number of vehicles, a digital
read-out, displayed on a screen for driver awareness.
The Firearms Training System ($67,000) has been included. Rental agreements with
area law enforcement agencies to assist in financing are proposed.
Further expansion of community policing will be evaluated in the future, notably any
requirement for additional personnel.
INVESTIGATION - One CSO ($33,600) has been added to the Cdminal Investigations
Unit (Detectives). This new position will be responsible for all intemal evidence control,
Lab and film work and bad check cases. All such work is currently assigned to swom
officers.
EMERGENCY COMMUNICATIONS - An emergency communications dispatcher (1/2-
time $18,000) has been added and the temporary dispatcher account of $16,500
reduced to zero. The permanent part-time position is a better means to provide staffing
and a better return on the training expense.
ANIMAL CONTROL - A $150,000+ capital renovation program included in the operating
budget has been moved to the Capital Improvement Program. The old portion of the
shelter will be modernized similar to the new wing. New heating ventilation and air
conditioning (HVAC) will be provided. It is to be financed by an internal loan which will
be repaid from Animal Control's operating budget.
A half-time clerk ($15,800) position was requested for FY98 but not included in the
budget.
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FEDERAL CRIME CONTROL GRANT. The budget provides for the continued
financing of the 6 positions authorized by the special federal grant program for the
purpose of initiating community policing. These positions are funded totally from local
sources in FY2000 and beyond.
Fire
ADMINISTRATION AND SUPPORT - A planned addition to Station #3 would create
inside storage space ($84,000). This project has been transferred to the capital
improvement program.
The warranty has expired on the weather alert system and an annual maintenance
contract ($21,000) is included.
FIRE TRAINING -^ retrofit of three engines with intercom systems ($10,500) to allow
better communication from cab/to rear compartment of engine was not included in the
budget.
FIRE PREVENTION AND EDUCATION
- Baseball cards of firefighters as
a promotion for children's presentations
($3,000).
Sponsor a National Fire Sprinkler education workshop ($3,600)
Expansion of Knox Box system - $8,400.
Two new positions ($76,600) were requested - Public Education Specialist; Fire
Code Enforcement Specialist but were not included in the budget.
FIRE EMERGENCY OPERATIONS (SUPPRESSION/MEDICAL EMERGENCY)
Replacement of pagers over 3 years at $7,600 per year
Replacement of Self Contained Breathing Apparatus (SCBA) units/face plates
at $18,000 per year.
Add extdcation equipment to 2 engines ($16,560).
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Housing & Inspection Services
ADMINISTRATION - A major computer system upgrade at a cost of $50,000 is planned
and will be financed over a three-year period.
BUILDING INSPECTION - Fee revenue/expenditure ratio is 99.8%.
HOUSING INSPECTION:
Housing Quality Task Force has recommended $1,800 for the purpose of
research records to discover rental properties that are not licensed.
A fire safety education/promotion in cooperation with Fire Department ($2,500)
is planned.
Cellular phones for inspectors ($1,800) were added. This will allow for easier
contact among inspectors, tenants, and landlords.
Fee revenue/expenditure ratio is 59%.
DEVELOPMENT REGULATIONS (SENSITIVE AREAS ORDINANCE)
- First full year ($43,600)
ASSISTED HOUSING
- Public Housing units maintained - 107
- Assisted Housing - certificates - 527
vouchers - 350
- Cash position has improved; however, we await final decisions by Congress with
respect to future funding obligations
Parks and Recreation
RECREATION - A half-time program supervisor ($21,925) was requested but not
included in the budget.
PARKS - A full-time maintenance worker ($33,333) was requested, but only a half-time
position is included in the FY98 budget.
CENTRAL BUSINESS DISTRICT (CBD) - A full-time maintenance worker position
($32,454) was requested but only a half-time position was included in the FY98 budget.
Two small sweepers ($55,000) and a hot pressure washer ($11,500) to help in
maintaining the CBD were approved but moved funding for them into the Streets
budget.
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Library
The Library is currently opened forty Sundays. The request of $12,000 to allow the
Library to be open twelve more or fifty-two Sundays was reduced to $6,000. This will
allow the Library to be open an additional six Sundays.
One of the three library computer systems will be upgraded in FY2000 at an estimated
cost of $500,000, This is being funded by transferring $140,000 each year for the next
three years and using existing cash in the Library reserve.
In addition to the computer project, there are some major building improvements
needed. Roof repair, carpet replacement and heating, ventilation and air conditioning
(HVAC) repairs totalling $678,250 need to be done. These projects have been moved
to the capital improvements program (CIP) and will be funded from bond proceeds.
Senior Center
The Commission plans to conduct a county-wide survey of senior services. The cost
of mailing is estimated to be $5,000 for FY98.
The HVAC system is in need of complete renovation ($100,000). This project will be
transferred to the CIP, paid by an intemal loan and the loan repaid from Senior Center
operations.
In order to provide for a more satisfactory network, a computer system upgrade
($39,500) is proposed.
Smoke detectors ($5,100) are proposed for installation throughout the Center.
Parking
: No parking rate increases are proposed and revenues are projected as fiat throughout
the three-year plan. Rates will need to be considered at time of construction of new
ramp and the need for a revenue bond issue. The $90,000 annual transit subsidy is
continued throughout the three-year plan.
Wastewater
· Rate increases of 10%, 10%, and 5% are factored into the three year plan.
· Debt service payments pertaining to revenue bond issues of $8.8 million, $9.15 million,
and $7.96 million are included in FY98, FY99, and FY2000 respectively.
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Water
· Rate increases of 20%, 15%, and 15% are factored into the three year plan.
· Debt service payments pertaining to revenue bond issues of $11.75 million and $25.5
million are included in FY98 and FY2000 respectively.
· An engineering technician and an environmental engineer position ($82,976) were
requested but not included in the budget.
Refuse
· A fee increase of 7% is factored into FY2000.
Landfill
· No fee increases are factored into the three year plan.
· A half time Clerk Typist position was requested but not included in the budget.
Airport
Added $10,000 for architectural services to design terminal building renovation.
The capital project to replace the siding on the maintenance building ($29,500) has
been transferred to the CIP, funded by an internal loan and the Airport operations will
repay the loan.
Transit
The purchase of five replacement buses ($260,000 each) is currently under contract and
'will be financed by 83% federal and 17% local revenues. They are due to be delivered
in the spring of 1997.
Further federal capital funds have been made available and with the use of remaining
funds in our transit replacement reserve. Five more replacement buses ($1.3 million) are
to be purchased in FY97. The City Council wants the funding to the Transit reserve to
start up again. No funds were allocated in the three year plan. Other transit capital
projects planned in FY97:
Retrofit 6 buses with wheelchair lifts
Replace 18 fare boxes
Resurface parking lot
Redesign downtown interchange
Fitness equipment
Bus stop/shelter repair
$210,000
58,500
150,000
225,000
10,000
5,000
Paratransit (SEATS) is scheduled to be re-bid in FY97 in accordance with federal
regulations. The City may consider up to a five year contract.
Paratransit budget proposal for FY98 is $566,500 up from $550,000 in FY97.
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Reduction in scheduled overtime ($28,069) for FY98.
Federal grant revenue is being phased out over the next four years.
No major services changes or fare increases are proposed in this three year plan.
Johnson County Council of Govemements (JCCOG)
JCCOG RURAL PLANNING - Payment to East Central Iowa Council of Governments
($18,700).
JCCOG TRANSPORTATION PLANNING - This budget includes the new Traffic
Engineer/Planner ($47,865) as part of the recent reorganization of our traffic and
transportation activities.
JCCOG SOLID WASTE - A Landfill Alternatives Grant program is funded at $25,000
per year over the next three years.
Information Services
· ^ full-time data communications analyst, a full-time systems analyst, and a half-time
programmer/analyst position ($121,534) were requested but not included in the budget.
Public Safety Employee Pension
This pension fund covers Fire and Police employees. For the last several years, the
City share of pension costs has been funded from reserves following the State of Iowa
takeover of Police and Fire pensions in 1992. We have estimated the reserve will last
five more years. A lawsuit has been filed by police/tire employees of select cities
challenging the constitutionality of the State takeover legislation and the City's use of
the reserves to finance the cost of pensions. The law provides for the option to use
these funds for pension costs. Cost, benefits, etc. are determined by the State.
Community Development Block Grant (CDBG)
· COMMUNITY DEVELOPMENT ADMINISTRATION - Includes housing Market Study
($50,000) in FY98.
· HOUSING REHABIUTATION GRANTS/LOANS - $245,000 included as grants/loans.
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RNANCIAL PLAN ANALYSIS
GOVERNMENTAL OPERATIONS
General Governmental Operations consist of the General Fund, Enterprise funds, the Debt Service
Fund, the Trust and Agency Funds, Internal Service Funds and Special Revenue Funds.
A. PROPERTY TAX
Property tax is the single largest revenue source for the City General Fund, accounting for
over 64% of FY98 General Fund revenues. The City's property tax requests for FY98
through FY2000, including the FY97 certified tax requests, are proposed to be levied as
follows (a new Tort Liability levy is projected for FY2000):
FY97 FY98
Tax Rate Tax Rate
Dollars Per $1000 Dollars Per $1,000
Ge~aral 12,637,456 8.100 12,908,196 8.1 O0
Library 421,249 .270 430,273 .270
Transit 1,482,171 .950 1,513,924 .950
Subtotal 14,540,876 9.320 14,852,393 9.320
Tort Liability 0 0
Employee Beftef~ 3,326,729 2.133 2,966,000 1.861
Debt Service 1,892,000 1.200 2,600,247 1.615
Subtotal 19,759,605 12.653 20,418,640 12.796
% Change from Ixiof year 2.61% -2.61% 3.33% 1.13%
Ag. Bldgs. & Land 6,615 3.004 6,217 3.004
TOTAL LEVIED 19,766,220 20,424,857
General
Library
Transit
Subtotal
Tort Liaba~y
Employee Benefits
Debt Sarv~e
Subtotal
% Change from IXiO~ year
Ag. Bldgs. & Land
TOTAL LEVIED
FY99 FY2000
Tax Rate Tax Rate
Do~rs Par $1000 Doaars Pe~ $1000
13,553,307 8.100 13,827,774 8.100
451,777 .270 460,926 0.270
1,589,585 .950 1,621,776 0.950
15,594,669 9.320 15,910,476 9.320
0 225,000 0.132
3,270,000 1.963 3,545,000 2.086
3,716,933 2.210 4,354,893 2.538
22,581,602 13.493 24,035,369 14.076
10.59% 5.45% 6.44% 4.32%
6,008 3.004 6,008 3.004
22,587,610 24,041,377
Following is a schedule highlighting the changes from FY92 through FY98 in assessed value, state
rollback. exemptions and taxable assessed value. Taxable assessed value is calculated by applying
the state rollback factor to residential value and by subtracting m'ditary and TIF exemptions.
D.~ II.~/d ~'-' Utlgtl~ & AgMnd
FIm~d Yeer 1998
100% Asse~mem $1,381,920,090 $801,176,898
State Rollback 0.588284 1.000000
Lo~: Exemptions
Taxable A~essed Value $ 812,961,592 $801,176,898
Less: Exemptkxm Tixmble
MlBtary & A,w.B,..d
TIF Value. V~
(20,534,079)
$(20,534,079)
$2,183,096,988
(568,958,498)
(20,534,079)
$1,693,604,411
rm~l Year 1997
100% Assessment $1,343,692,710 $800,633,095 - - $2,144,325,805
State rollback .593180 .972824* - - (563,841,269)
Less: .Exemptions .... (20,304,794) (20,304,794)
Taxable Assessed Value $ 797,051,680 $ 783,432,856 6(20,304,794) $1,560,179,742
*State Rolled Back Railroads and Commercial to .972824; other Utilities and Industrial Ire at
FInal Year 1996
100% Assessment $1,1 36,350,300 $728,058`842 - -
State rollback .675074 ......
Less: Exemptions .... {12,004,486)
Taxable Assessed Value 6 767,120,599 6726,090,574 $(12,004,486)
**State Rolled Back Utilities to .97209; Commercial and IndLmtrial are at 100%
$1,864,409,1 42
(371,1 97,969)
(12,004,486)
61,481,206,687
~ Year 1995
100% Assessment $1,089,889,230 S693,293,313 $ - -
State rollback .680404 None - -
Less: EJ~mptions .... (9,078,219)
Taxable Assesss<l Value 6 741,564,958 6693,293,313 6 (9,078,219)
$1,783,182,543'
(348,324,272)
(9,078,219)
$1,425,780,052
R~cal Year 1994
100% Assessmerit 6 949,139,460 $651,001 ,896 $ - -
State rollback .726985 None - -
Less: Exemptions .... (8,591,624)
Taxable Assessed Value 6 690,010,202 $651,001 ,896 6 (8,591,624)
1,600,141,356
(259,129,258)
(8,591,624)
1,332,420,474
F-meal Y~r 1993
100% Assessment 6 925,388,170 $626,415,370 $ --
State rollback .730608 ....
Less: Exemptions .... (9,948,833)
Taxaide Asse~ed Value $ 676,096,043 $626,415,370 $ (9,948,833)
$1,551,803,540
(249,292,127)
(9,948,833)
:$1,292,562,580
Ft.ed YNr 1992
100% Assessment $ 832,042,560 $579,546,900 6 - -
State rollback .794636 ....
Loss: Exemptions .... {14,255,105)
Taxable AslN~sed Value $ 661,170,964 $579,546,900 6(14,255,105)
,411,589,450
(170,871,586)
( 14,255,105}
,226,462,759
- 23 -
hlduluid &
Re_'d- d~ ' ~ Examplions Total
FY98 100% Assessment 2.84% .07% NIA 1.81 %
FY97 100% Assessment 18.25% 9.97% NIA 15.01%
FY96 100% Assessment 4.26% 5.01% NIA 4.56%
FY95 100% Assessment 14.83% 6.50% NIA 11.44%
FY94 100% Assessment 2.57% 3.92% NIA 3.11%
FY93 100% Assessment 11.22% 8.09% N/A 9.93%
FY98 State rollback (0.83%) NIA NIA NIA
FY97 State rollback (12.13 %) (3.00%) NIA NIA
FY96 State rollback (0.78%) NIA N/A NIA
FY95 State rollback (6.41%) NIA NIA NIA
FY94 State rollback (.50%) NIA NIA NIA
FY93 State rollback (8.06%) NIA N/A NIA
FY98 taxable value 2.00% 2.26% 1.13% 2.14%
FY97 Taxable value 3.90% 7.90% 69.14% 5.33%
FY96 Taxable value 3.45% 4.73% 32.23% 3.89%
FY95 Taxable value 7.47% 6.50% 5.66% 7.01%
FY94 Taxable value 2.06% 3.92% (13.64%) 3.08%
FY93 Taxable value 2.26% 8.09% (30.21%) 5.39%
100% assessed value increased by 1.81 % from FY97 to FY98; however, after applying the state
rollback factor and exemptions, taxable assessed value increased by 2.14%. The increase in taxable
value in FY98 is due to new construction.
The State limits the local growth in property tax revenue in several ways. The State of Iowa
controls the growth in taxable assessed value through the rollback factor on residential property, the
scheduled elimination of taxable value on machinery and equipment (4% of taxable value), the
valuation of utilities and setting maximum rates on tax levies. The residential rollback factor is
currently tied to the growth in agricultural value state-wide. The FY98 rollback factor is .588284 or
.83% lower than FY97. Machinery and equipment tax revenues is approximately 4% or $827,000
of property tax. This revenue source will be completely eliminated in FY2002. The recent merger of
Iowa/Illinois Gas and Electric into MidAmerican Energy resulted in a decrease in taxable value of
9.6%. The rollback factor along with 1he maximum state in11~sed tax rates in the General 18.10),
Ubraw (.27) and Transit (.95) levies allows the state to control and limit taxable growth and
property tax revenue lotair.
The FY98 General 8.10 property tax levy totaling $12,908,196 is used in the General Fund to pay
for the support of many services, such as police, fire, library, park and recreation services. The levy
cannot exceed $8.10 per $1000 of taxable assessed valuation per State law.
The FY98 Library tax levy of $.27, which was voted in by a majority of the residents in 1991, will
generate $430,273. The initial levy was used to expand Library sewices and continues to maintain
that level of sew)ca.
The FY98 transit levy totaling $1,513,924 is a 'general' levy for transit purposes and must be
receipted into the general fund and then transferred to the Transit Fund.
A Tort Liability levy is recommended in FY2000 totaling $225,000. There is no maximum levy
based on expenditure requirements. The 8.10 General Levy has paid for all of tort liability in prior
years.
The Employee Benefits property tax levy is used for General Fund employer costs of social security
(FICA - 7.65%), the Iowa Public Employees Retirement System costs (IPERS - 5.75%), the Police
and Fire Pension contributions (17%), health insurance, life insurance, disability insurance, worker's
compensation insurance premiums and unemployment compensation. In FY97, FY98, FY99 and
FY2000 the City has or is proposing to levy the Employee Benefits tax at $3,326,729, $2,966,000,
$3,270,000 and $3,545,000, respectively. The Employee Benefits Fund reflects the use of local
Employee Benefits Retirement Fund Reserve monies to fund part of the employer share of the
Police/Fire pension contribution, $457,000 was used in FY97 and in FY98, FY99 and FY2000,
$480,000, $575,000 and $625,000, respectively.
The Debt Service (DS) levy provides funds for the payment of the principal and interest on general
obligation bonds of the City. It can also be utilized to fund the payment of any judgments against
the City, unless other funding sources are provided. The FY98 levy increases from $1,892,000 to
$2,600,247 in FY98 due to a $5.1 million bond issue in calendar year 1997 and the reallocation of
$1,655,000 of the 1996 bond issue to other uses besides water projects only. The levy is
projected to increase to $3,716,933 in FY99 and $4,354,893 in FY2000. New debt issues to pay
for the cost of repairs and renovation to streets, bridges, buildings, parks, etc. in 1998, 1999 and
2000 are $10.1 million, $7.0 million, and $4.8 million, respectively.
GENERAL FUND REVENUES
FY98 revenues total $29.6 million are 3.9% greater than the FY97 budget. One third of the
increase in revenue is from property taxes (311,119) with the balance coming from a State
of Iowa reimbursement for loss of machinery and equipment (86,145), a Health Insurance
Resewe transfer (200,000) and from unbudgeted miscellaneous revenue (400,000) that is
expected to be received within the year.
FY99 revenues totaling $31.9 million include $1.30 million from the sale of the Peninsula
Property. Excluding the Peninsula Property revenue, FY99 revenues total $30.6 million and
increase by approximately 1.0 million or 3.5% more than FY98. Property tax revenue
accounts for over $742,000 of the FY99 increase.
FY2000 revenues totaling $31.9 million are $1.3 million more than the FY99 total of $30.6
million (net of peninsula land sale). $600,000 of the increase is from a transfer from the
Employee Benefits to cover the 27th pay period in FY2000. Property taxes account for
$540,000 of the increase and includes the new Tort Liability levy of $225,000. The Federal
Crime Grant of $228,000 for new police officers ends in FY2000. Transfers from Road Use
Tax and Employee Benefits Fund account for the balance of the increase.
General Fund revenues are summarized into nine major categories. The analysis of each
category follows:
Property Taxes (50.2% of total) -- This includes the General (8.10), Transit (.95),
Library (.27) and Ag Land levies. The property taxes as proposed are at the
maximum allowable rates as shown above. FY98 property tax revenues are
projected to be $14,858,610 or 2.1% greater than FY97. FY99 is projected to
increase by 4.5% to $15,600,677 and by 3.5% to $16,141,484 in FY2000.
FY2000 includes a $225,000 Tort Liability tax levy.
Transfer: Employee Benefits Levy (12% of total) -- this property tax revenue is
receipted into the Employee Benefits Fund and then transferred to the General Fund
to pay for benefits of employees (employer share of FICA, IPERS and Police and Fire
Pension contributions; health premiums, etc.). FY98 transfers are estimated to be
$3,570,247.
- 25 -
o
Road Use Tax (9.8% of total) -- This is a gas tax that is received by the State of
Iowa and paid to the City on a per capita basis. It is receipted into the City Road
Use Tax Fund and then transferTed to the General Fund to pay the actual costs of
the Traffic Engineering and Streets Divisions less other revenues received by these
divisions and for a forestry position that is directly related to the maintenance of City
street right-of-ways.
State/Federal Fundin;] {state 4.0%, federal .8%) -- The revenue sources that are
received from the State of Iowa consist of state aid, personal property replacement
tax, bank franchise tax, library open access and a new reimbursement for loss of
revenue from machinery and equipment. The State remits state aid and personal
property replacement revenue to the City in two equal installmants, one in December
and the other in March. The state remitted bank franchise to the City at the
beginning of FY96 for the previous fiscal year (FY95), which is why FY96 is higher
than FY97.
All of the state revenues are budgeted at approximately the FY97 budget level and
reflect no increases in future years. Six police officers were added in FY96, with
salaries and benefits funded from a Federal Crime Grant. The grant ends in FY2000.
Char_Qeback of Services (3.5% of total) -- This revenue source consists of
administrative charges to the Enterprise Funds (Ex.: Water, Parking, Wastewater,
etc.) for services provided in the Finance and Public Works Administrative Divisions,
use of the Document Services Division, use of Central Services, Cable TV support to
the Library for Audio Visual Lab services and a City Attorney chargeback for
services.
The decrease in revenue in FY98 reflects a reallocation of chargebacks to the
Information Services Internal Service Fund.
Fines, Permits and Fees (8.5% of total) -- This category includes a variety of
different revenue sources. The largest are Recreation fees, building permits and
inspections, parking fines, library services and magistrate court fines.
Contractual Services (3.7% of total) -- Included in this revenue line item is the
contract for Fire services provided to the University of Iowa.
Johnson County contracts with the City for the use of the Library and Senior Center
for residents who live outside the City limits of Iowa City but within Johnson
County.
Hotel/Motel Tax {1.5% of total) -- This revenue is from the 7% hotel/motel tax that
is assessed to those establishments within the city limits of Iowa City. Actual
receipts are allocated as follows:
Police Patrol (50%), Convention and Visitors Bureau (25%), Mercer Park Aquatics
(15%) and Parkland Fund (10%). The 10% amount that goes to the Parkland Fund
is further broken down into Acquisition (7%) and Development (3%).
All Other Income (5.7% of total) -- The largest revenue sources in all other income
are interest income, transfer of parking fines, transfer from Health Insurance Reserve
and Miscellaneous Income. TIF Interfund loan repayments are from property taxes
associated with the Villa Garden TIF project.
- 26 -
CIT~ OF IOWA CITY
GENERAL FUND REVENUES BY MAJOR CATEGORY
FOR FISCAL YEAR 1996 THROUGH 2000
10000 GENERAL FUND
RECBPT TYPE
1) PROPERTY TAX
2) TRANSFER: EMPI. BENEFITS LEVY
3) ROAD USE TAX
4) STATE ! FEDERAL FUNDING:
STATE AID (formerly Municipal
Assistance and Liquor Profits)
PERSONAL PROPERTY REPLACEMENT
UBRARY-OPEN ACCESS
MACHINERY & EQUIPMENT REIMB.B1
POLICE FEDERAL CRIME GRANT
BANK FRANCHISE TAX
TOTAL STATE FUNDING
5) CHARGEBACK OF SERVICES
ADMIN EXPENSE CHARGEBACK
CITY ATTORNEY CHARGEBACK
TOTAL CHARGEBACKS
6) FINES PERMITS & FEES
RECREATION FEES
BUILDING PERMITS & INSPECTIONS
PARKING FINES- $5
LIBRARY SERVICES
POLICE SERVICES
MAGISTRATES COURT
HOUSING PERMITS & INSPECTIONS
FOOD & LIQUOR LICEN & PERMITS
ANIMAL CONTROL SERVICES
BUILDING & DEVELOPMENT FEES
CEMETERY FEES & CHARGES
TOTAL FINES PERMITS & FEES
7) CONTRACTUAL SERVICES
UNIVERSITY FIRE CONTRACT
JOHNSON COUNTY CONTRACT
TOTAL CONTRACTUAL SERVICES
8) HOTEL/MOTEL TAX
9) ALL OTHER INCOME
INTEREST INCOME
MISCELLANEOUS REVENUE
MONIES & CREDITS
MILITARY CREDIT
CEBA LOAN PROCEEDS
LOAN REPAYMENTS
TRANSFER IN- CABLE TV
TRANSFER IN- HEALTH RESERVE
TRANSFER IN- 27TH PAYPERIOD
SALE OF LAND (Penninsula Property)
PARKING FINES TRANSFER TO GF
LIBRARY LOAN AND TRANSFER
TIF INTERFUND LOAN REPAYMT
GRANTS - FEMA
TOTAL ALL OTHER INCOME
GRAND TOTAL REVENUES
FY96 FY97 FY98 FY99 FY00
ACTUAL RE-F. ST BUDGET PROJECTED PROJECTED
13,760,549 14,547,491 14,858,610 15,600,677 16,141,484
3,304,063 3,591,058 3,570,247 3,807,546 4,087,188
2,291,490 2,964,394 2,907,536 2,949,572 3,110,581
632,954 635,000 633,000 633,000 633,000
321,117 320,000 320,000 320,000 320,000
60,208 50,000 57,000 57,000 57,000
0 0 86,145 0 0
145.387 228,000 228,000 228,000 0
166.037 100,000 105,0OO 105,0OO 105,000
1,325,703 1.333,000 1,429,145 1.343,000 1.115,000
1,141,184 1,183,663 988.955 1,017,907 1,047,726
54,284 43,000 60.000 60,000 60.000
1.195,468 1,226,663 1,048,955 1,077,907 1,107. 726
634,178 729,709 748,044 750,054 752,124
372,520 ~. ~. ~., 1 O0 366,1 O0 431.1 O0 366,1 O0
429,501 340.000 425.000 429,000 429.000
299,000 305,955 384,368 385,830 387.790
150,235 86,000 46,500 46.500 46,500
162,015 145,000 152,000 152.000 152,000
145.626 120,250 138,750 138.750 138,750
93.740 84.700 89,000 89,000 89.000
92,277 94,417 87,800 88,430 89,075
44,862 45,300 44,000 44,000 44,000
36,379 35.000 39,000 39,000 39,000
2,460,333 2,430,431 2,520,562 2.593,664 2,533,339
728,912 747,300 773.000 796,190 820,075
330,201 326,190 333,190 343,185 353,470
1,059,113 1,073,490 1,106,190 1,139,375 1.173,545
461,445 440,000 456,000 456,000 456.000
486,346 200,000 450.000 400,000 350,000
115,208 97,756 487,062 490,060 494,763
28,633 26,000 28.000 28,000 28.000
11,524 11,500 11,500 11.500 11.500
300.000 0 0 0 0
33.000 20,000 O 0 0
25.000 0 0 0 0
0 0 200,000 200,000 200,000
0 0 0 0 600,000
0 0 0 1,300,000 0
461,035 440,000 440,000 440,000 440,000
50,000 0 0 O 0
34,199 62,000 62.000 62,000 0
247 O 0 O O
1.545,192 857,256 1,678,562 2,931,560 2.124.263
27.403.356 28,463,783 29,575.807 31.899,301 31,849,126
- 27 -
GENERAL FUND - EXPENDITURES
The Ixoposad General Fund expenditure budget in FY98 is $30,172,779 and is operationally
the same as the FY97 Budget for most departments, with the exception of expanded
services proposed in the Police Department. Human Rights, Parks and Central Business
District Divisions. A total of six full-time equivalent positions are included in the FY98
budget. The positions include two Police Officers and one Community Service Officer in
Patrol, one Community Service Officer in Criminal Investigation, a half-time Dispatcher in
Emergency Communications, a half-time Human Rights Investigator, a half-time Parks
maintenance worker and a half-time Central Business District maintenance worker. A
Personnel Assistant position in the Human Resources Division is added in FY99. A
comparison of dollars and percentage changes by major classification of expenditure
follows:
Actual Budget Adopted Proposed Proposed
De~cril~On FY96 FY97 FY98 FY99 FY2000
PersonaiServices $16,559,520 $18,145,015 $18,813,818 $19,907,919 $21,702,561
Commodities 796,587 1,053,814 967,124 994,329 1,025,367
Services and Charges 5,423,726 5,713,975 5,654,525 5,603,672 5,803,592
Capital Outlay 2,507,485 1,841,841 1,549,903 1,291,884 1,753,351
Transfers 2,874,328 3,174,768 2,887,409 2,977,162 3,087,433
Contingency 0 230,481 300,000 310,000 330,000
TOTAL
EXPENDITURES 28,161,646 $30,159,894 $30,172,779 $31,084,966 $33,702,304
Percentage Change Actual Budget Adopted Proposed Proposed
From Prior Year FY96 FY97 FY98 FY99 FY2000
Personal Services 4.9% 9.6% 3.7% 5.8% 9.0%
Commodities -2.4% 32.3% -8.2% 2.8% 3.1%
Services and Charges 21.1 % 4.5% -0.1% -0.1% 3.6%
Capital Outlay 173.3% -25.6% -15.8% -16.6% 35.7%
Transfers 9.9% 11.1 % -9.0% 3.0% 3.7%
Contingency 30.0°/6 3.3 % 6.5 %
TOTAL EXPENDITURES 14.4% 7.1% 0.0% 3.0% 8.4%
1. Personal Services
Personal services includes salaries and benefits (health, life, disability insurance and
employer share of FICA, IPERS, and Police/Fire retirement contributions. The FY98
budget includes scheduled step increases and an estimated bargained adjustment.
Personnel costs are primarily controlled by collective bargaining agreements.
Employees of the City are represented by three unions: AFSCME (Local #183}, the
Police Labor Relations Organization (PLRO) of Iowa City, and the iowa City
- 28 -
Association of Professional Fire Fighters, IAFF, AFL-CIO (Local #610). All supervisory,
confidential, temporary and other employees who are excluded by law in Chapter 20 of the
Code of iowa are excluded from the units and from the terms, conditions or application of
the Agreement.
The majority of City employees are representad by AFSCME. This Union is comprised of
two bargaining units, one composed exclusively of Library employees and the other
composed of employees in all other departments. AFSCME ratified a three-year contract
that spans July 1, 1996 through June 30, 1999. This agreement included a 3.25%
adjustment to wages in July, 1996, 3% in July 1997, 2% in July 1998, 2% in January
1999, plus any step increases in each fiscal year.
Sworn police officers are represented by the Police Labor Relations Organizations (PLRO) of
iowa City. The bargaining unit is composed of all iowa City police officers. Exempt from
the unit are the police chief, captains, lieutenants, sergeants, and other confidential,
administrative, supervisory and less than half-time employees. The PLRO is currently in
negotiations with the City for a new contract to begin in FY98.
The firefighters are represented by the iowa City Association of Professional Fire Fighters
{IAFF), AFL-CIO (Local #610). The bargainin9 unit is composed of firefighters, lieutenants,
and captains. Exempt from the unit are the fire chief, fire marshal and battalion chiefs. The
IAFF and the City are currently negotiating a new contract.
Employees who are administrative, supervisory or otherwise ineligible for collective
bargaining are covered by the Personnel Rules and Regulations. Some are eligible for Civil
Service. Salaries and benefit appropriations are determined by the City Council upon the
recommendation of the City Manager. Approximately 100 administrative and confidential
employees received a 3.2% adjustment July 1, 1996, plus any scheduled step increases.
FY98 through FY2000 adjustments to pay plans will be the same percentages as the
AFSCME unit, per resolution adopted by the City Council.
Commodities
Commodities mainly consist of office and cleaning supplies, and maintenance and repair
materials for buildings, streets and equipment.
-Services and Charges
Services and Charges cover expenses for liability insurance premiums, Aid to Agencies
payments, printing and postage, various service contracts, repairs and maintenance to
vehicles, equipment and buildings, chargeback for intemal service funds and utility costs.
The Aid to Agencies budget is partially funded from Community Development Block Gram
monies with the remainder funded from property tax revenues in the General Fund. The City
Council appropriates money annually to each agency. The FY98 Aid to Agency budget is
proposed to be $402,622 ($105,000 CDBG, $297,622 General Fund}. Human services
received FY98 requests for funding totaling $436,434, an increase of $53,084 or 18%
more than the FY97 budget. $43,084 were from existing agencies being funded and
$10,000 from Youth Homes. The financial plan provides funding in FY99 of $411,551
($105,000 CDBG, $306,551 General Fund) and FY2000 of $420,748 {$105.000 CDBG,
$315.748 General Fund). Following is a detailed listing of the actual funding of agencies
from FY94 to FY96. and the adopted budget for FY97 and FY98.
A~ud Aotud Aotu~l Budget Bud~
FY94 ~95 ~96 ~97 ~98
B~ Bro~ ~t~ $ 30,~ $ 31,5~ $33,075 $33,~ $~,557
C~ C~ter 26,892 29,692 31,2~ 33,~ 35,~0
Do~t~ V~nce ~ogram ~,9~ 42,~ ~,1~ 46,~ 47,~
EMe~ ~wi~ A~ ~.750 51,~ 53,5~ 55,~05 56,8~
E~ H~i~ ~o~t 3,5~ 5,250 6,~ 7,5~ 8,5~
HACAP 6,~ 6.~ 6,240 6,240 6.425
Mayor's Y~ Em~o~ent 35,~ 35,~ 35,~ 36,~ 37,080
MECCA 20,~ 22,~ 24,5~ 25,235 26,~
~ Vi~im Advo~cy 12,~ 12,~ 12,~ 12,5~ 12,5~
R~ Cro~ 4,2~ 4,2~ 4,410 4,510 4,740
U~ A~i~ for Yomh 49,~ 50,~ 53,~ 54,9~ 56,5~
Neigh~ Cente~ 42,976 45,~ 47,250 49,~ 52,~
ICARE 8,5~ 8,5~ 8,925 9,2~ 9,6~
Life ~ills Ho~i~ 16,9~ 15,5~ 8,119 ~ ~-
Fr~ M~i~l Clinic ~ ~ 5,~ 5,180 5,~0
ICARE (N~ as~ssment) 14,637 ~- ~- ~- ~-
DVIP (N~s a~nt) ~ ~- 10,~ ~- ~-
GICHA {Operatidal) ~ ~- 20,1 ~ ~- ~-
M~P (Opera~onal) ~- 15,7~ 13,888 ~ ~-
HACAP (O~atio~l) ~- ~- 3.613 ~ ~-
Conti~y ~ ~- ~ 10,320 10,~
To~ ~ to A~ S357.~ S373,~2 ~.010 $~.~ ~2.6~
LESS: Amount Funded
Directly by CDBG (136,627) {136,320) (160,800) (105,000) (105,000)
Net Gertrail F~md Terri $220.718 $237.142 $259.210 $283,290 $297.622
A total of $18,250 is budgeted for various community spirit events. Funding for Arts Festival and
Jazz Festival is proposed at $5,000 each per year. The current FY97 budget is funded by
decreasing $10,000 from the amount of Hotel/Motel tax sent to the Iowa City/Coralville Convention
and V~sitors' Bureau. Starting in FY98, there will not be any reduction of Hotel/Motel Tax to the
Convention and Visitors Bureau. $3,000 is included for the Johnson County Historical Museum
(they have requested $4,000) and $5,250 for the Downtown Association (Friday night concerts).
Tmnsfers
Following is an itemized listing of transfers from the General Fund including FYg5 and FYg6
actuals, the FY97 and FY98 budgets, and proposed for FY99 and FY2000.
GENERAL FUND
TRANSFER TO
FY95 FY96 FY97 FY98 FY99 I=Y2000
Actual Actual Budget Proposed Proposed Proposed
Airport Operetio~ 99,328
Transit Levy 1.338,844
Transit Ope~tions 317,633
JCCOG 67,805
Employee Benefits Resewe -
Trails 8,476
Intra-City Trails 4,950
CIP-Civic Centre. Aiqx~rt. All Othm 387,365
CIP4-1VAC Digital Cormols -
E~lt~pment Division Loan - CBD -
Landfill Loan Repay - Fire -
Fire Truck Replacement 188,855
CIP - Park Renovation & Improvement 69,508
Ubrery-Computer Replacement Resewe 30,000
Libtin'y-Cable Channel Replacement 9,500
Ubrary-I_oan Repayment -
Ubrmy-CIP-Building Design 66,774
Parking-Senior Certtm 6,000
Landfill-Loan Repayment - St. Cemm 20,0OO
CIP-Parks Land Acquisition -
CIP-Park Development -
Total Transfer f~om General Fund
100.907 123,000 100,000 100.000 100,000
1,401,915 1,482,171 1,520,558 1.589,585 1,621.776
269,000 395,000 420,000 534,000 734,000
73,562 85,500 93.646 99,372 108,452
200,000 200,000 200,000 - -
55,897 71,936 - 62,000 -
22,620 37,380 30.000 30.000 30.000
101,274 346,295 50.000 119,000 50.000
- 4,000 3,939 3.939 3,939
29,250 29,250 29,630 29.630 29,630
200,000 ....
- - 25,000 25,000 25,000
40,134 131,756 103.000 103.000 103.000
47.548 ....
45,000 60,000 140,000 1 40,000 1 40,000
11,790 11,790 11.790 11,790 11,790
50,000 ....
50,863 ....
35.210 - 30,000 - -
6,000 6,000 6,000 6,000 6.000
30,000 30,000 61,846 61,846 61,846
95,805 67.100 50,000 50,000 50,000
7.551 84.590 12,000 12,000 12,000
$2,615,308 $2,874,328 $3,174,768 $2,887,409 $2,977,162 $3,087,433
5. Contingency
The FY97 original contingency budget was $290,000. The balance at 1-31-97 was
$230,481 as budget amendments have been processed using contingency. Contingency is
set at ap9roximately 1% of total revenues. FY98, FY99 and FY2000 contingency is
budgeted at $300,000, $310,000 and $330,000.
- 31 -
Do GENERAL FUND YEAR-END CASH BALANCE
The General Fund cash balance includes a Pure Fund and a Reserve Fund Cash Balance.
The Pure Fund Cash Balance is that portion of the balance maintained as working capital
which is not available for allocation except in emergency situations. The Reserve Fund Cash
Balance is allocated for Parkland Acquisition/Development and Library computer equipment
replacement, AV/Public Access equipment replacement and State reciprocal borrowing
activity. (Fire Apparatus Replacement Reserve was moved out of the General Fund in FY95
and established as a resewe of the Equipment Division lintemal Service Fund].)
The annual year-end cash balance minus the reserve cash balances equals the Pure Fund
Cash Balance or the General Fund's working capital position. The following chart gives the
Pure Fund Cash Balance for fiscal years 1996 through 2000.
FY96 FY97 FY98 FY99 FY2000
Actual Budget Budget Projected Projected
Beginning Cash
Balance
Receipts
Expenditures
Ending Cash
Balance
Less Reserve
Balances
Pure Fund Balance
$ 9,295,975 $ 8,537,685
27,403,356 28,713,783
(28,161,646) (30,159,894)
8,537,685 7,091,574
(661,416) (656,534)
$ 7,876,269 $ 6,435,040
$ 7,091,574 $6,494,602
29,575,807 31,899,301
(30,172,779) (31,084,966)
6,494,602 7,308,937
(784,738) (949,444)
5,709,864 $ 6,359,493
7,308,937
31,849,126
(33,702,304)
5,455,759
(609,097)
$ 4,846,662
The Pure Fund Balance is 28% of expenditures in FY96, and drops to 14% by FY2000.
Any unexpected deterioration of the City's cash position will need to be monitored closely.
Schedules summarizing the General Fund cash reserve balances may be found on pages 59-
61.
The Pure Fund Balance is used to provide for cash flow in the first quarter of the new fiscal
year because the majority of property taxes are not received until Octobar/Novembar and
cash balances are drawn down. The following chart shows cash flow needs or how
expenditures have exceeded receipts in the first three months of the past five years.
3 mos (~ Shortfall
Sept. 30 Receipts Expenditures in Rece;pts
1996 $4,370,161 $7,601,889 ($3,231,726)
1995 $4,612,297 $8,637,663 ( $4,025,366)
1994 $4,137,291 $6,690,150 ($2,552,859)
1993 $3,835,374 $6,205,082 ($2,369,708)
1992 $3,814,379 $5,686,785 ($1,872,406)
The pure fund balance at year-end will provide funding for the shortfall.
E. ENTERPRISE FUNDS
The Enterprise Funds include Parking, Wastewater Treatment, Water, Refuse, Landfill,
Airport, Transit and Broadband Telecommunications. These are primarily funded from user
fees for services provided with the exception of Transit and Airport. Transit and Airport
receive most of their funding from property taxes, federal and state grants, General Fund
subsidy, and the balance from fees. The other six funds are serf-supporting from revenue
that they generate.
1. PARKING FUND
Parking rates were last increased on August 8, 1996. There are no rate increases
calculated into the three-year financial plan. Revenues for the three-year plan are
fiat. Parking fines are receipted into the parking fund to satisfy revenue
requirements for Parking Revenue bond covenants. If the bond covenants are
satisfied and the cash balance at year end is adequate, the revenue from fines is
transferred to the General Fund. Based on the cash balances declining from
approximately $1,012,000 at the end of FY98 to approximately $656,800 at the
end of FY2000, a rate increase to fund operations may be needed sometime within
the three-year financial plan.
Parking operations are unchanged. Transfers ($1,624,303 in FY98) are
approximately one-half of the operating budget. Transfers include the funding for
debt payments ($924,303), parking fine transfer to the General Fund ($440,000),
parking resewe for ramp repairs ($170,000) and an operating subsidy to the transit
operations ($90,000). A bond issue is not factored into the three year plan.
WASTEWATER TREATMENT FUND
The Wastewater Treatment Fund reflects the most recent 15% and 10% rate
increases enacted for bills on or after March 1, 1996 and 1997 respectively.
Wastewater fees reflect increases of 10%, 10% and 5% for billings on or after
March 1, 1998, 1999 and 2000, respectively. The rates, as proposed, comply with
the City Council's direction of accumulating cash of 20% (approximately $7.6
million) of the cost of three major wastewater projects estimated at approximately
$37.8 million plus the addition of the Willow Creek Interceptor Sewer. This cash
will be used to pay for part of the project costs as well as new debt sewice on
bonds to be issued for the balance of the project costs.
Expenses reflect no new increases in staff in the three-year plan. Transfers are the
largest portion (70%) of the operating budget and are predominantly for the payment
of principal and interest payments on debt that has or will be issued. The three-year
plan reflects debt service transfers for principal and interest payments on revenue
bond debt issued in Calendar Year (CY) 1996 of $18.3 million and what is to be
issued in CY97 ($11.0 million), CY98 ($9.15 million) and CY99 {$7.96 million).
3. WATER FUND
The Water Fund reflects the most recent 30% and 20% user fee rate increase
enacted for bills on or after March 1, 1996 and 1997. Water fees reflect increases
of 15%, 15% and 15% for billings on or after March 1, 1998, 1999, and 2000,
respectively. The rates, as proposed, comply with the City Council's direction of
accumulating cash of 20% (approximately $10.7 million) of the cost of three major
water projects estimated at approximately $54.1 million. This cash will be used to
pay for part of the project costs.
Expenses reflect no new increases in staff in the three-year plan. Transfers include the
water portion of general obligation debt that has been issued and new revenue bond debt.
The three-year plan reflects debt sewice transfers for principal and interest on new bond
issues projected in CY97 - $11.75 million and CY99 - $25.5 million revenue bonds.
REFUSE FUND
The~e are no significant changes in operations in FY98 to FY2000. No fee increases are
projected in FY98 and FY99 but a 7% rate increase is projected in FY2000. The current
monthly fee is $11.55 for curbside refuse {$8.75) and recycling ($2.80).
LANDFILL FUND
The three-year financial plan reflects no increase in tipping fees. The only significant change
in operations is an increase in the chargeback to replace rolling stock. The $1.7 million
annual transfer from the operating fund to Landfill Replacement Resewe is then used to
construct new landfill cells, purchase additional landfill land and finance any major capital
projects needed at the landfill, Resewes have been established for Closure and Post Closure
Landfill cell costs and special cleanup for paints, batteries, and toxic chemicals.
AIRPORT
Revenues reflect increased rental income from a new hangar. The Airport Operating fund
reflects no significant change in operations. Transfers include a loan repayment to the
Landfill Reserve fund for the two T-Hangars, an asphalt overlay project and a major roof
repair. The General Fund subsidy is approximately 40% of the airport operating budget.
TRANSIT FUND
Federal grant revenue is scheduled to be phased out over the three years, $192,000 in
FY98, $144,000 in FY99 and $48,000 in FY2000.
For accounting purposes, the Transit Operating Fund is considered an enterprise fund, which
means fees pay for the majority of the costs associated with this fund; however, fees are
one of the smallest portions of this budget. The majority of the funding in the Transit Fund
is generated from a $.95 levy on all taxable property within the City of Iowa City. This
generates approximately $1.5 to $1.6 million a year. In addition, the General Fund is
projected to subsidize an additional $395,000 in 1997, $420,000 in 1998, $534,000 in
1999 and $734,000 in FY2000 to operate this fund. This subsidization has a direct impact
on General Fund revenue available for operations. Fees were increased on July 1, 1996 as
follows:
PHor
Fare Revenue .50
Monthly Bus Pass - Full Fare 18.00
Monthly Bus Pass - Low-income and
Youth {K-12)
Student Semester Pass -
(Aug. I to Dec. 31 and Jan. 1 to
May 31)
City Employee 9.00
Employees - Downtown Businesses 16.00
Strip Tickets 5.00
July 1, 1996 % Change
.75 50%
25.00 39%
20.00 11%
80.00
lave. $16/mo.)
12.50 39%
23.00 44%
6.50 30%
Ridership was estimated to drop by approximately 17% due to the fare increase but actual
ridership is currently down only 15%.
Fare revenue for FY97 was originally estimated to be $831,500 or 30% more than FY96 actual.
Actual FY97 revenue is projected to be $781,500 ($49,000 less than original estimates) or 22%
more than FY96. This is due to the discounts approved on passes and strip tickets.
State grant revenue is estimated to be approximately $250,000 per year. Starting in FY95,
$90,000 per year is being transferred from the Parking Fund to the Transit Fund as an operating
subsidy and this is projected to continue through FY2000.
The threa-yea~ plan reflects the elimination of the transfer to the Transit Replacement Fund. The
City will pay their port~on of new bus purchases through loans and repay from the debt service
Below is a summary of bus fare reverme by source and the percentage change from the previous
¥~r:
Revenue Source Actual Budget Adopted Proposed Proposed
FY96 FY97 FY98 FY99 FY2000
F~re Revenue
Bus Fares
Bus Passes
Bus T'~:ket Strips
Percentage Change
Misc. Bus Fares
Shop & Ride
Percentage Change
$392,420 $400,000 $400,000 $400,000 $400,0000
0.496 1.9% 0.096 0.0% 0.0%
216,911 319,500 318,000 318,000 318,000
-3.9% 47.3% -0.5% 0.096 0.0%
15,302 45,000 45,000 45,000 45,000
-7.296 194.1% 0.096 0.096 0.096
2,585 3,000 2,550 2,550 2,550
20.7% 16.1% -15.0% 0.0% 0.0%
12,123 14,000 14,000 14,000 14,000
-15.4% 15.5% 0.0% 0.0% 0.0%
Subtotal Bus Fares
Local Goverment Age-
ncies
Percentage Change
State Grants
Percentage Change
Federal Grants
Percentage Change
Transfer: Transit Levy
Percentage Change
Transfer-General Levy
Percentage Change
Transfer from Parking
Fund
Percentage Ch~ge
Miscellaneous
Percentage Change
$639,341 $781,500 $779,550 $779,550 $779,550
-1.6% 22.2% -0.2% -0.0% -0.0%
27,060 26,500 34,319 37,620 43,242
0.096 -2.1% 30% 9.6% 15%
278,262 266,000 250,000 250,000 250,0000
8.2% -4.4% -6.0% 0.0% 0.0%
264,992 250,000 192,000 144,000 48,000
-10.8% -5.7% -23.2% -25.0% -66.7%
1,401,906 1,482,171 1,520,558 1,589,585 1,621,776
4.7% 5.7% 2.6% 4.5% 2.0%
269,000 395,000 420,000 534,000 734,0OO
-15.3% 46.8% 6.3% 27.1% 37.5%
90,000 90,000 90,000 90,000 90,000
0.0% 0.0% 0.0% 0.0% 0.0%
16.422 78,752 88,682 92,163 97,483
20.4% 379.6% 12.6% 3.9% 5.8%
Grand Total Revenues
Percentage change
2,986,993 3,369,923 3,375,109 3,516,918 3,664,051
-0.1% 12.8% 0.0% 4.2% 4.2%
8. BROADBAND TELECOMMUNICATIONS
This fund accounts for the cable TV operations of the City. The funding source is a
5% cable franchise fee which is part of the monthly bill for cable TV. A new $.50
pass through fee was added in FY97. The City also receives funding for PATV and
then remits that amount to them. Transfers include an operating subsidy to the
Library for cable TV of $41,778 in FY98 and an increase to $45,200 in FY2000. In
addition, $10,000 a year is transferred to the Cable TV Replacement Reserve Fund,
which is used to replace e<luipment on an as-needed basis.
RESERVE FUNDS
The revenue bond ordinance covenants require that Parking and the Wastewater Treatment
Fund set aside these special accounts:
a!
b)
c)
Bond and Interest Sinking Resewes - amounts sufficient to pay current bond and
interest matu *nties. (Transfers from the appropriate operating fund are made
monthly.)
Bond and Interest Resewes - balances to he maintained that are equal to the
maximum amount of principal and interest due on the bonds in any succeeding fiscal
year. (Current parking balance is $669,000 and Wastewater balance is
$4,932,363.)
Depreciation, Extension and Improvement Reserve or Renewal and Improvement
Reserves - $240,000 transferred annually for Wastewater Treatment until a balance
of $2 million is reached (current balance is $2,000,000) and $60,000 transferred
annually for Parking until a balance of $300,000 is reached (current balance is
$300,000).
Parking, Landfill, Water and Broadband Telecommunications have separate reserves
for future capital expenditures. The Parking Reserve is to be used for ramp re-
pairs/maintenance, which is performed biannually, and for a future parking facility.
Landfill's reserve is to be used for the purchase of additional landfill land and cell
construction, closure funding and a Perpetual Care Fund. The Water Reserve is
available to fund major capital improvement projects for the water plant in future
years. A Transit reserve will be used to repay loans from the federal and state
governments and fund current bus accluisitions. Starting in FY98 future bus
accluisitions will be funded from loans. Broadband Telecommunications' resewe is
for future erluipment replacement.
G. DEBT SERVICE FUND -
This fund provides for the payment of the principal and interest due on general obligation
debt of the City. Funding is provided by the Debt Service Property Tax levy and transfers
from various Enteq~rise Funds for their capital improvements which were funded by General
Obligation Bonds. Debt Sewice expenses in FY98 through FY2000 include proposed bond
issues of $5.2 million in Calendar Year (CY! 1997, $10.1 million in CY98, $7.0 million in
CY99, and $4.8 million in CY2000. The bond issues do not include any debt that requires a
referendum.
As stated in the City's F~cel Policy, 'Debt incurred as a general obligation of the City of
iowa City shall not exceed statutory limits: Ixesent~y 5% of the total assessed value of
property within the coq)orate limits as established by the City Assessor."
The following schedule shows the relation of Iowa City's allowable debt margin and the debt
incurred for FY90 through FY2000. The total IXOfierty valuation amounts are actual for
FY90-FY98, but are estimates for FY99 and FY2000.
Total Allowable Debt Debt m % of
Property Margin (5% of Outst~ding Debt Allowable
Valuation Total Property Val.) at July I Debt M,min
'FY2000 =)2,334,182,947 $116,709,147 $41,725,000 36%
°FY99 2,277,251,656 113,862,583 40,692,500 36%
FY98 2,185,166,884 109,258,344 37,415,000 34%
FY97 2,146,528,095 107,326,405 33,645,000 31%
FY96 1,866,504,330 93,325,216 29,675,380 32%
FY95 1,785,207,307 89,260,365 20,955,000 23%
FY94 1,602,123,581 80,106,179 11,433,900 14%
FY93 1,553,886,323 77,694,316 13,711,322 18%
FY92 1,413,801,924 70,690,096 16,462,582 23%
FY91 1,378,268,591 68,913,430 14,985,000 21%
FY90 1,308,460,763 65,423,038 15,170,000 23%
The Fiscal Policy also includes the guideFrae that 'the debt service levy shall not exceed
25% of the total levy in any one fiscal year.' The following chart shows the debt service
levy as a percentage of the total levy for FY91 through FY2000. The levies for FY91-FY97
a~ certified and the FY98-FY2000 are projected levies. {The State will certify the levy for
FY98 in June 1997.)
Debt
Total L~vy Sen~ce Levy As % of Total
'FY2000 14.076 $ 2.538 18%
'FY99 13.493 2.210 16%
'FY98 12.796 1.615 13%
FY97 12.653 1.200 9.5%
FY96 12.992 1.709 13%
FY95 12.954 1.661 13%
FY94 12.889 1.496 12 %
FY93 12.826 1.541 12%
FY92 12.671 2.103 17 %
FY91 12.128 2.152 18%
City of Iowa City
General Long Term Debt
Bonds Issued in Millions
~ Prop. Tax .... Enterprise
7
0 x',, ~ i
88 89 90 91 92 93 94 95 96 97 98 99 2000
Fiscal Year
AGENCY FUND
The Agency Fund budgets for Johnson County Council of Governments (JCCOG). The City
acts as custodian for the fund and provides accounting services. JCCOG provides county-
wide planning assistance for transportation, human services and solid waste planning.
INTERNAL SERVICE FUNDS
Internal Service funds include the Equipment Maintenance Fund, Equipment Replacement
Fund, the Central Supply and Print Shop Fund, the Risk Management Loss Reserve Fund,
the Health Insurance Reserve Fund and a new Information Services Fund (formerly a division
within the General Fund).
The Equipment Maintenance Fund provides maintenance for all City vehicles and equipment
and rents vehicles to other City departments from a central vehicle pool. Funding is
provided from a chargeback to all departments for maintenance services and vehicle rentals.
The Equipment Replacement Fund is used to replace almost all of the rolling stock of all City
vehicles. Funding is provided from an annual chargeback to all departments based on the
estimated replacement value at the time of replacement.
The Central Services Fund covers the operation of the general office supply inventory, the
print shop, copiers, phone communications, mail services and radio maintenance. All of
these functions are available to all City departments who are then charged based upon the
services utilized.
The Risk Management Loss Reserve Fund accounts for the liability for all funds except the
General Fund. All funds are charged based on their loss experience and prorated a share of
the insurance premium.
The Health Insurance Reserve accounts for the actual payment of all health and dental
claims. Premiums are based on actuarially sound estimates and charged to each
department.
The Information Services Fund accounts for the data processing operations support and
rel~lacement of all computer equipment for all divisions except Library. Currently, all
operating suppert is funded from a chargeback to the General Fund. A new chargeback
system for all funds will soon be implemented.
SPECIAL REVENUE FUNDS
The Special Revenue Funds include the Employee Benefits Fund, Community Development
Block Grant Fund (CDBG), Road Use Tax Fund, Public/Assisted Housing and Special
Assessments.
The Employee Benefits Fund accounts for the receipt of property taxes levied to pay the
employer share of benefits to employees in the General Fund. Transfers to the General Fund
are made from this fund.
The CDBG and Public/Assisted Housing Funds account for revenue from the U.S.
Department of Housing and Urban Development programs and is restricted in use for eligible
projects as defined by Federal regulations.
The Road Use Tax Fund accounts for revenue from the State and is used to pay for street
related maintenance and planning, traffic engineering and street related construction costs.
firtadm~budgofio~m~t~ow.por-i.eigh'$ ~ en drok
FUND
GENERAL FUND
DEBT SERVICE
CAPITAL PROJECTS
PARKING OPERATIONS
PARKING, RESERVES
WASTEWATER TREATMENT OPERATION
WASTEWATER RESERVES
WATER OPERATIONS
WATER CUSTOMER DEPOSITS
WATER,RESERVES
REFUSE COLLECTION OPERATIONS
LANDFILL OPERATIONS
LANDFILL RESERVES
AIRPORT OPERATIONS
TRANSIT OPERATIONS
TRANSIT RESERVES
BROAOBAND TELECOMMUNICATIONS
BROADBAND TELECOM RESERVES
JCCOG
COMPUTER INFORMATION SERVICES
COMPUTER REPLACEMENT FUND
COMPUTER REPLACEMENT-POLICE DEPT
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT RESERVE
FIRE EQUIP REPLACEMENT RESERVE
CENTRAL SERVICES
ASSISTED HOUSING
ENERGY CONSERVATION
RISK MANAGEMENT LOSS RESERVE
HEALTH INSURANCE RESERVE
SPECIAL ASSESSMENTS
ROAD USE TAX
EMPLOYEE BENEFITS
PUBLIC SAFETY RESERVE
CDBG, METRO ENTITLEMENT
RISE REPAYMENT FUND
VILLA GARDENS
GRAND TOTAL
ALL FUNDS FINANCIAL SUMMARY - FY96 ACTUAL
BALANCE PROPERTY OTHER TRANSFERS
6130195 TAX RECEIPTS IN
9.265,975 13,760,549 7.456,890 6,185,917
529,810 2,534,822 45,806 2.223.530
5.885.565 24,928,762 12.163,324
1,661.727 3.196,625 21,486
5,118,744 30,824 1,573.053
3.182.716 9.089,810 41,375
7.868,742 5,086,286
2,393,296 5,400,435 386
318.697 13,866
1.202,592 136,000
361,342 1. 836,596
2.071,665 3,474.004
4,504.403 1,032,762 2,670,500
14,345 131,567 126,328
223,068 1.227,265 1,759.728
478.657 489 60.000
133,298 464,419 11,494
54,233 2,519 210,000
14,095 139.764 153.658
426,266
298.413
67,645 1,166,770
1,796,373 903,949 20,000
124,889 15,867 220,000
243,156 612.045
-5,389 6,644.028 16,160
61,870 14.799
1,357,892 1,104,620
2,119,028 2,655,695
181,329 63.937
4.136.195 4,205.687 26,900
483,461 2,897,797 103,717 795,000
3,510,315 1,189.643
~6,422 2,422,618 240.302
21.200 519
19.609 55,164 4
59.364,141 19,248,332 80.503,000 33,761.417
TOTAL TRANSFERS TOTAL BALANCE
RECEIPTS EXPENSES OUT EXPENSES 6/30196
27,403.356 25.287.316 2,574,328 28,161,646 6.537,685
4,604.158 4,679,413 13,780 4,693,193 640,775
37,112,066 13.003,376 9.622,566 22,625,946 20,171,725
3,216,111 1.401.694 2,116,716 3,520,610 1,359,226
1,603,67? 3.420,207 6,692 3,426.799 3,295,622
g, 131.165 2,54 1.017 4,777,460 7,316,497 4,995.400
5,066.286 3.326,660 3,328,660 9.626,348
5.400.621 3,166,009 1,395,195 4,563.204 3,230,913
13,666 0 332.563
136.000 0 1.336,692
1.636,596 1.613.920 20.000 1.633,920 364.016
3,474.004 1.512,446 2,600.000 4,112,446 1,433,221
3.703,262 110,242 1,970,272 2,080,514 6,127,151
257,915 163.667 94.0~2 257,949 14,311
2,986,993 2.867,946 61.130 2.929,076 280.905
60,489 35,640 .110.520 -75,180 614,326
475.913 305.805 74,000 379,805 229,406
212,519 11,789 11.494 23,283 243,489
293,422 299.399 13 299,412 8,105
428.266 428.271 428,271 -$
298,413 64,299 64,299 234,114
0 0 0
1.166,770 1.315,126 17 1,316,143 -80,728
923.649 358,633 358,633 2.361,469
235,667 117,000 117,000 243,756
612,045 595,168 19,361 614,549 240,652
6,860,176 6.657.862 6,657. 862 196.627
14,799 10,281 10,261 66.386
1,104,620 737,510 737,510 1.725,002
2,655,695 2.174.072 2.174,072 2,600,651
63,937 71 96,665 96,726 146.540
4,232,667 1,350 3,430.170 3,431.520 4,937,262
3,796,514 154,637 3.303,993 3,458,630 621,145
1.169.643 3,368 565.000 596.386 4,101,570
2.662,920 2,493,623 199,737 2,693.360 -76.662
519 13,391 13,391 6,326
55,166 74,699 74.699 78
133,512,749 76,959,074 33,567,462 112,526,536 60,370,354
FUND
GENERAL FUND
DEBT SERVICE
CAPITAL PROJECTS
PARKING OPERATIONS
PARKING, RESERVES
WASTEWATER TREATMENT OPERATION
WASTEWATER RESERVES
WATER OPERATIONS
WATER CUSTOMER DEPOSITS
WATER.RESERVES
REFUSE COLLECTION OPERATIONS
LANDFILL OPERATIONS
LANDFILL RESERVES
AIRPORT OPERATIONS
TRANSIT OPERATIONS
TRANSIT RESERVES
BROADBAND TELECOMMUNICATIONS
BROADBAND TELECOM RESERVES
JCCOG
COMPUTER INFORMATION SERVlCES
COMPUTER REPLACEMENT FUND
COMPUTER REPLACEMENT-POLICE DEPT
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT RESERVE
FIRE EQUIP REPLACEMENT RESERVE
CENTRAL SERVICES
ASSISTED HOUSING
ENERGY CONSERVATION
RISK MANAGEMENT LOSS RESERVE
HEALTH INSURANCE RESERVE
SPECIAL ASSESSMENTS
ROAD USE TAX
EMPLOYEE BENEFITS
PUBLIC SAFETY RESERVE
CDBG, METRO ENTITLEMENT
RISE REPAYMENT FUND
VILLA GARDENS
GRAND TOTAL
ALL FUNDS FINANCIAL SUMMARY · FY97
BALANCE PROPERTY OTHER
6/30196 TAX RECEIPTS
8,537.685 14,547.491 7,108.840
640.775 1.892,000 49,470
20,171,725 0 18.818,066
1,359,228 0 2,956,400
3.295.822 0 0
4,995,404 0 10.089,426
9,626.348 0 0
3.230,913 0 6,177,091
332,563 0 0
1,338,592 0 0
364,018 0 1,957.000
1,433,221 0 3,396,000
6,127,151 0 877.000
14.311 0 134,000
280.985 0 1.402,752
614,326 0 233,100
229,406 0 571,000
243,469 0 0
8,105 0 151.815
-5 0 $20.688
234,114 0 171.649
0 0 62,701
-80.728 0 1,385.248
2.361.489 0 1,079,000
243.756 0 16.265
240.652 0 651.025
196,927 0 4,019.000
66,388 0 0
1,726.002 0 701,045
2,800.651 0 2,573,500
146,540 0 0
4,937,262 0 4.100,000
821,145 3.326,729 80,504
4,101,570 0 120,000
-76,862 0 1.575.406
8,328 0 13,391
78 62,000 0
60,370,354 19.828,220 68.968.350
TRANSFERS TOTAL TRANSFERS TOTAL BALANCE
IN RECEIPTS EXPENSES OUT EXPENSES 6130/97
7.057,452 28,713.793 26,985.126 3,174,768 30,169,894 7,091,574
2,516,640 4,468,110 4,462.966 47.661 4.610.619 588.266
46,464,047 62.260,103 52.499.617 29,888,114 62,387.731 64,097
6,000 2.962,400 1.564,792 1,629,698 3,194,390 1,127,238
1,099.598 1,099.598 880.280 314.769 1,195,049 3,200.371
0 10.089,426 3,229,274 6,214,195 9.443,469 5.641.361
5.043.839 5.043,839 4,217,854 0 4,217,854 10,452,333
0 6,177.091 3.768,798 2.026,063 5,814,861 3.693,143
0 0 0 0 0 332,563
435,600 435.500 0 0 0 1.774,092
0 1,957,000 1.878,973 20,000 1,898,973 422,045
0 3,395,000 1,706,279 1,700,000 3,406,279 1,421,942
1.814,250 2.691,250 343,207 1.127,740 1,470,947 7,347,454
125.657 259.657 200,097 67,657 257.754 16,214
1.967,171 3,369.923 3.513.957 0 3,513,957 136,951
0 233,100 283,500 535,870 819,370 28,056
0 571.000 490,692 72,444 563,136 237,270
10.000 10.000 9,494 0 9.494 243,975
191.358 343,173 345,970 0 345,970 5.308
0 820,666 620.662 0 520,662 -1
0 171,649 93,348 50,000 143,348 262,415
50,000 112,701 87,000 0 87,000 25,701
0 1.385.248 1,273,859 0 1,273,859 30,661
24,000 t,103,000 1,328,724 0 1,328.724 2,135.765
0 16,265 0 1.140 1,140 268,881
0 651,025 753.350 O 753,350 138,327
0 4,019.000 3,974,788 0 3,974,768 241,159
0 0 0 0 0 66,388
0 701,045 564,859 0 564,659 1,861,188
0 2,573.500 2.382.434 0 2,382.434 2,791.717
0 0 0 524 524 146.016
0 4.100.000 1.865 8.384,465 8.386,330 650,932
657,000 4.064,233 204,908 3.599,848 3,804,756 1.080.622
0 120.000 215 457,000 467,215 3.764,365
0 1.575,406 1,497.810 0 1,497.810 734
0 13,391 13,391 0 13.391 8,326
0 62,000 0 62,000 62,000 78
66,462,512 155,279,082 119.098.061 59,363,856 178,461.917 57,167.519
FU~ :INAI 'SUI ~Y-
FUND
GENERAL FUND
DEBT SERVICE
CAPITAL PROJECTS
PARKING OPERATIONS
PARKING, RESERVES
WASTEWATER TREATMENT OPERATION
WASTEWATER RESERVES
WATER OPERATIONS
WATER CUSTOMER DEPOSITS
WATER,RESERVES
REFUSE COLLECTION OPERATIONS
LANDFILL OPERATIONS
LANDFILL RESERVES
AIRPORT OPERATIONS
TRANSIT OPERATIONS
TRANSIT RESERVES
BROADBAND TELECOMMUNICATIONS
BROADBAND TELECOM RESERVES
JCCOG
COMPUTER INFORMATION SERVICES
COMPUTER REPLACEMENT FUND
COMPUTER REPLACEMENT-POLICE DEPT
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT RESERVE
FIRE EQUIP REPLACEMENT RESERVE
CENTRAL SERVICES
ASSISTED HOUSING
ENERGY CONSERVATION
RISK MANAGEMENT LOSS RESERVE
HEALTH INSURANCE RESERVE
SPECIAL ASSESSMENTS
ROAD USE TAX
EMPLOYEE BENEFITS
PUBLIC SAFETY RESERVE
CDBG, METRO ENTITLEMENT
RISE REPAYMENT FUND
VILLA GARDENS
GRAND TOTAL
BALANCE PROPERTY OTHER TRANSFERS
6/30/97 TAX RECEIPTS IN
7,091,574 14,858,610 7,537.414 7,179,783
588,266 2.600,247 2,452,548
64,097 55,787,257 35,133,103
1,127,238 3,137,900 6,000
3,200,371 1,094.303
5,641.361 11.112,000
10,452,333 5,997.002
3,593,143 7.251.000
332,563
1.774.092 1,245.000
422.045 1.909,000
1,421,942 3,360,000
7,347,454 1,013,000 1,842,823
16,214 149,400 100,000
136,951 1,344,551 2,030,558
28,056
237,270 587,433
243,975 10,000
5,308 164,892 253,756
- 1 643,135
262,415 154,220
25,701 133.175
30,661 1,222,613
2,135. 765 1,077,553 23,502
258.881 19.520
138,327 800.250
241,159 4,222,400
66.388
1,861,188 605.096
2,791,717 2,635,000
146.016
650,932 4,280,000
1,080,622 2,966.000 89,230 680,000
3.764,355 160,000
734 1,794,000
8,328 13,391
78 62,000
57,187,519 20,486.857 111,203,430 58,048,378
TOTAL
RECEIPTS
29,575,807
5,052,795
90,920,360
3,143,900
1,094,303
11,112,000
5,997,002
7,251,000
0
1,245,000
1,909,000
3,360,000
2,855,823
249,400
3,375,109
0
587,433
10,000
418,648
643,135
154,220
133,175
1,222,613
1,101,055
19,520
800,250
4,222,400
0
605,096
2.635,000
0
4.280,000
3,735,230
160,000
1,794.000
13.391
62,000
189,738,665
EXPENSES
27,285,370
5,068,718
60,429,757
1,634,499
912,271
3,019,771
5,294,512
3,711,272
1,109,000
1,890,223
1,954,248
121,350
202,646
3,316,695
511,571
143
420,544
643,134
103,865
91,000
1,224,963
1, O79,132
809,701
4,248,937
40,32O
771,699
2,500,836
89
1,300
179,834
3,570
1,793,066
13,391
130,387,227
TRANSFERS
OUT
2,887,409
30.490,603
1,624,303
200,000
7,225,631
2,938,919
19,563
1,700.000
2,210,610
51,347
51.778
260,000
200.000
4,305,O49
3,578,766
480,00O
62,000
58.285,978
TOTAL
EXPENSES
30,172,779
5.068,718
90,920.360
3,258.802
1.112,271
10,245.402
5,294,512
6,650.191
0
1,109,000
1,909,786
3,654,248
2.331.960
253,993
3,316,695
0
563,349
143
420,544
643,134
103,865
91.000
1.224,963
1,079,132
260,000
809,701
4.248,937
40,320
771.699
2,700,636
89
4.306.349
3.758.600
483.570
1,793,066
13.391
62,000
188,673,205
BALANCE
6/30198
6.494,602
572,343
64,097
1.012.336
3,182.403
6,507,959
11,154,823
4,193,952
332,563
1,910.092
421,259
1,127.694
7,871,317
11,621
195.365
28.056
261,354
253,832
3,412
0
312.770
67,876
28,311
2,157.688
18,401
128.876
214,622
26,068
1.694,585
2.726,081
145.927
624.583
1.057,252
3,440,785
1.668
8,328
78
58,252,979
All Funds FY98 Budget
~J'~'~ere the i*,r~OlRey Federal & State Aid
comes fl'om 9,0% sen/. & Charges
Bond Proceeds
27.0%
Fines, Fees, Permits
7.0%
30.0%
Where the
money goes
Capital Projects_.
48.0%
Spec. Revenue
8,0%
Property Taxes
1%0%
General Fund
16.0%
Internal Service
4.0%
Debt Service
3.0%
Enterprise Fund
21.0%
- 44-
FUND
GENERAL FUND
DEBT SERVICE
CAPITAL PROJECTS
PARKING OPERATIONS
PARKING, RESERVES
WASTEWATER TREATMENT OPERATION
WASTEWATER RESERVES
WATER OPERATIONS
WATER CUSTOMER DEPOSITS
WATER,RESERVES
REFUSE COLLECTION OPERATIONS
LANDFILL OPERATIONS
LANDFILL RESERVES
AIRPORT OPERATIONS
TRANSIT OPERATIONS
TRANSIT RESERVES
BROADBAND TELECOMMUNICATIONS
BROADBAND TELECOM RESERVES
JCCOG
COMPUTER INFORMATION SERVICES
COMPUTER REPLACEMENT FUND
COMPUTER REPLACEMENT-POLICE DEPT
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT RESERVE
FIRE EQUIP REPLACEMENT RESERVE
CENTRAL SERVICES
ASSISTED HOUSING
ENERGY CONSERVATION
RISK MANAGEMENT LOSS RESERVE
HEALTH INSURANCE RESERVE
SPECIAL ASSESSMENTS
ROAD USE TAX
EMPLOYEE BENEFITS
PUBLIC SAFETY RESERVE
CDBG, METRO ENTITLEMENT
RISE REPAYMENT FUND
VILLA GARDENS
GRAND TOTAL
ALL FUNDS FINANCIAL SUMMARY - FY99
BALANCE PROPERTY OTHER TRANSFERS
6130198 TAX RECEIPTS IN
6.494,602 15.600.677 8,839,506 7,459,118
572,343 3,716,933 2,561.190
64,097 25,814.518 2,541.000
1,012,336 3.137,900 6.000
3,162,403 1,107.033
6,507.959 12,160,000
11.154,823 6.722.407
4,193,952 8.330,000
332,563
1.910,092 1,905,667
421,259 t,909,000
1,127.894 3,360,000
7,871,317 1.034.000 1,842.823
11,821 149.400 100.000
195,365 1,303,333 2,213.586
28.056
261,354 589. 634
253,832 10,000
3.412 174,268 269.372
0 609,637
312,770 154,220
67,876 133,175
28,311 1,269.448
2.157,688 1,077.580 23,502
18.401 20,105
128.876 818,200
214.622 4. 222,400
26.068
1,694,585 688,632
2.728,081 2,680,000
145,927
624,583 4,375,000
1.057,252 3.270,000 91,668 575,000
3,440,785 160,000
1,668 1.747,000
8,328 13,391
78 62,000
58.252,979 22.649.610 84,861,915 27.336,697
TOTAL
RECEIPTS
31.899,301
8,278.123
28,355,518
3,143,900
1.107,033
12.160.000
6.722,407
8,330,000
0
1,905,667
1.909,000
3.360,000
2.878,823
24g,400
3,516.918
0
589,534
10,000
443.640
609,637
154,220
133,175
1,269.448
1.101,082
20.105
818,200
4.222,400
0
688,632
2.680,000
0
4,375,000
3,936,668
160,000
1.747.000
13,391
62.000
134.848,222
EXPENSES
28.107,804
6,138,543
28.355.518
1.624.418
2,168,112
3.132.126
6,335,042
3.640,678
1.109,000
1,984,739
1,976,856
197,863
195.134
3,463.423
518.470
147
438,767
609,637
143.951
197,500
1,274.296
2,246.740
27.750
809.807
4,161.434
796,253
2.575,655
92
1,339
185.849
3,678
1.743,460
13.391
104,177,471
TRANSFERS
OUT
2.977,162
200,000
1,637,033
270.000
7,913.884
3,545,400
19.563
1,700,000
65,000
51,347
53,240
200.000
4.492.572
3,816,576
575,000
62,000
27,578,757
TOTAL
EXPENSES
31,084,966
6,338,543
28,355,518
3,261,451
2,438,112
11,045,989
6,335,042
7,186,078
0
1.109,000
2,004,302
3,676,856
262, 863
246,481
3,463.423
0
571,710
147
438,767
609,637
143,951
197,600
1,274.296
2.246,740
27.750
809,807
4.161,434
0
796,253
2.775,655
92
4.493.911
4.002,425
578,678
1,743.460
13.391
62,000
131,756,228
BALANCE
6/30/99
7,308,937
511,923
84,097
894,785
1,851,324
7,621,970
11,542,188
5.337,874
332.563
2,706,759
325,957
810.838
10,485.277
14.540
248,860
28,056
279.178
263,685
8,285
0
323,039
3,551
23,463
1,012,030
10,756
137.269
275,588
26,068
1,586,964
2,630,426
145,835
505,672
991,495
3,022,107
5.208
8,328
78
61,344.973
FUND
GENERAL FUND
DEBT SERVICE
CAPITAL PROJECTS
PARKING OPERATIONS
PARKING, RESERVES
WASTEWATER TREATMENT OPERATION
WASTEWATER RESERVES
WATER OPERATIONS
WATER CUSTOMER DEPOSITS
WATER,RESERVES
REFUSE COLLECTION OPERATIONS
LANDFILL OPERATIONS
LANDFILL RESERVES
AIRPORT OPERATIONS
TRANSIT OPERATIONS
TRANSIT RESERVES
BROADBAND TELECOMMUNICATIONS
BROADBAND TELECOM. RESERVES
JCCOG
COMPUTER INFORMATION SERVICES
COMPUTER REPLACEMENT FUND
COMPUTER REPLACEMENT-POLICE DEPT
EQUIPMENT MAINTENANCE
EQUIPMENT REPLACEMENT RESERVE
FIRE EQUIP REPLACEMENT RESERVE
CENTRAL SERVICES
ASSISTED HOUSING
ENERGY CONSERVATION
RISK MANAGEMENT LOSS RESERVE
HEALTH INSURANCE RESERVE
SPECIAL ASSESSMENTS
ROAD USE TAX
EMPLOYEE BENEFITS
PUBLIC SAFETY RESERVE
CDBG, METRO ENTITLEMENT
RISE REPAYMENT FUND
VILLA GARDENS
GRAND TOTAL
BALANCE
8130199
7,308,937
511,923
64,097
894,785
1.851,324
7,621.970
11,542,188
5,337,874
332.563
2,706,756
325,957
810,836
10,485.277
14,540
248.860
28,056
279.176
263.685
8,285
0
323,039
3,551
23.463
1,012.030
10,756
137.269
275,588
26,068
1,586,964
2,630,426
145.835
505,672
991.495
3,022.107
5,208
8.328
78
61,344.973
ALL FUNDS FINANCIAL SUMMARY - FY2000
PROPERTY
TAX
16,141,484
4,354,893
OTHER TRANSFERS
RECEIPTS IN
7,269,873 8,437,769
2,490,467
44,757,961 2.042,0O0
3,137,900 6,000
1,106,509
13,130,700
7,069,901
9,357,000
3,227.000
2.033,000
3,360,000
1.055,000 1.842.823
149,400 100,000
1,218,275 2,445.776
594,196
10.00O
183.564 290,652
592,327
154,220
133,175
1,336.469
1,077,560 23,502
20,708
640,30O
4.222,400
766,232
2,730,000
4.470,000
3,546,000 94,177 625,000
160,000
1,759.300
13,391
24.041,377 104.616.148 29,717,399
TOTAL TRANSFERS TOTAL BALANCE
RECEIPTS EXPENSES OUT EXPENSES 613012OO0
31,849.126 30,614.871 3.087,433 33.702,304 5,455,759
6,846,360 6.701.574 200,000 6,901,574 455,709
48,799.961 46,799,9~1 48,799,961 ~4.097
3,143,900 1,746,323 1,636,509 3,381,832 656,853
1,106,509 921,732 921,732 2,036,101
13,130.700 3.298,919 8,218.017 11.514,936 9,237,734
7.069.901 7,006.717 7,006,717 11.605.372
9,357,000 3,811.897 4,641,351 8.653.248 6,041,626
0 0 332,563
3,227,000 3,091.000 3,091,00O 2.842,759
2.033,000 2.102.440 19.563 2,122,003 238,954
3.360,000 2.017,566 1.700,000 3,717,566 453.272
2,897.823 299,435 69.7OO 369,138 13,013,965
249.400 206.666 61.347 267,233 6.707
3,654,051 3.701,466 3,701.466 211,445
0 0 28.056
564,196 549,158 55.200 604,358 269,016
10.000 151 151 273,534
474,216 473.264 473,264 9,237
592.327 592.327 682.327 0
154.220 135.655 135.655 341.804
133,175 0 136.726
1,335.469 1,542,015 1,342,015 16,917
1,101.082 1.649.751 1,649,781 463,381
20.708 0 31,464
840.300 869,375 869,375 108,164
4.222.400 4.181,298 4.161,296 336.692
0 0 26,068
766,232 824.702 624,702 1.528,464
2, 730.000 2.652,926 20O,000 2,652.926 2,507,500
0 96 95 145.740
4.470.000 1,379 4,666.881 4,568,260 407.412
4.264.177 192,913 4,697,121 4.890.034 365,638
160.000 3,789 625,000 628,789 2,563,318
1.769,300 1,757.021 1,767,021 7.487
13.391 13,391 13,391 8.326
0 0 78
166.374.924 127.537,995 29.968,122 157,504,117 62,215,780
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
TRANSFER TO
TRANSFER FROM FY98 FY99 FYO0
GENERAL FUND:
NON-OPERATIONAL
ADMINISTRATION
Parking Supervision
Other Employee Benefits
TIF - Villa Gardens
Health Insurance Reserve
Employee Benefits Reserve
440,000
2,766,000
62,000
200,000
NEIGHBORHOOD IMPROVEMENT
PROGRAM Road Use Tax
7,500
440,000
2,916,936
62,000
200,000
7,500
440,000
3,107,516
200,000
600,000
7,500
POLICE DEPARTMENT
FIRE DEPARTMENT
TRAFFIC ENGINEERING
STREETS
FORESTRY
LIBRARY:
OPERATIONS
CABLE CHANNEL
REPLACEMENT
COMPUTER RESERVE
Employee Benefits Fund
Employee Benefits Fund
Road Use Tax
Road Use Tax
Road Use Tax
Broadband Telecommunications
Library Operations
Library Operations
SUBTOTAL GENERAL FUND
458,266
354,500
754,179
2,145,857
35,513
41,778
11,790
140,000
7,417,383
523,870
375,77O
781,069
2,161,003
38,000
43,240
11,790
140,000
7,701,178
576,257
413,348
815,780
2,287,301
41,800
45,200
11,790
140,000
8,686,492
DEBT SERVICE:
Water Operations
Wastewater Operations
FY96 G.O. Bond Issue
FY97 G.O. Bond Issue
SUBTOTAL DEBT SERVICE
999,006
928,629
524,913
2,452,548
953,820
891,457
515,913
200,000
2,561,190
912,776
846,116
531,575
200,000
2,490,467
ENTERPRISE FUNDS:
PARKING OPERATIONS
PARKING RESERVE
WASTEWATER TREATMENT
RESERVE
WATER RESERVE
LANDFILL RESERVE
AIRPORT OPERATIONS
TRANSIT OPERATIONS
BROADBAND RESERVE
Senior Center Operations
Parking Operations
Wastewater Operations
Water Operations
Interfund Loans
Landfill Operations
Non-Operational Admin.
Transit Levy from General Fund
Non-Operational Admin.
Parking Operations
Broadband Operations
SUBTOTAL ENTERPRISE FUNDS
- 47 -
6,000
1,094,303
5,997,002
1,245,000
142,823
1,700,000
100,000
1,520,558
420,000
90,000
10,000
12,325,686
6,O00
1,107,033
6,722,407
1,905,667
142,823
1,700,000
100,000
1,589,585
534,000
90,000
10,000
13,907,515
6,000
1,106,509
7,069,901
3,227,000
142,823
1,700,000
100,000
1,621,776
734,000
90,000
10,000
15,808,009
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
TRANSFER TO
OTHER FUNDS
JCCOG:
EQUIPMENT REPLACEMENT
EMPLOYEE BENEFITS
OPERATIONS
TRANSFER FROM FY98 FY99 FYO0
Non-Operational Admin. 93,646 99,372 108,452
Landfill Surcharge Reserve 61,110 65,000 69,700
Road Use Tax 99,O00 105,000 112,500
CBD Maintenance Operations
Refuse Operations
Employee Benefits Reserve
3,939 3,939 3,939
19,563 19,563 19,563
480,000 575,000 625,000
EMPLOYEE BENEFITS RESERVE Non-Operational Admin.
200,000
CAPITALPROJECTS
Landfill Reserve
Streets Cleaning Program
General Fund Non-Operational Adm
Parking Renewal & Impr. Reserve
Library Expansion
Civic Center Improvements
Fire Equipment Replacement Reser
Parkland Acquisition Fund
General Fund-Parks & Rec.
Road Use Tax
Wastewater CIP Projects
Water CIP Projects
1997 G.O. Bond Issue
1997 Water Revenue Bond Issue
1997 Sewer Revenue Bond Issue
SUBTOTAL OTHER FUNDS
2,149,500
25,000 25,000 25,000
30,000 92,000 30,000
200,000 270,000
30,000
50,000 119,000 50,000
260,000
62,000 62,000 62,000
103,000 103,000 103,000
1,263,000 '1,400,000 1,302,000
300,000 300,000 300,000
170,000 170,000 170,000
9,905,767
11,901,836
8,683,000
36,090,361 3,408,874 2,981,154
GRAND TOTAL
58,285,978 27,578,757 29,966,122
- 48 -
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM
GENERAL FUND:
NON-OPERATIONAL
ADMINISTRATION
CBD MAINT OPERATIONS
FIRE GENERAL ADMIN.
STREETS
PARKS
LIBRARY
ADMINISTRATION
LIBRARY RECIPROCAL
BORROWING
SENIOR CENTER
OPERATIONS
PARKLAND ACQUISITION
RESERVE
ENTERPRISE FUNDS
TRANSFER TO
DESCRIPTION
Airport Operations
Transit Operations
Transit Operations
JCCOG
Employee Benefits Reserve
Capital Projects
Equipment
Landfill
Capital Projects
Capital Projects
Equipment Repl. Reserve
Equipment Repl. Reserve
Airport Subsidy
Transit Levy
Transit Subsidy
Iowa City's Portion
Future Employee
Compensation
Civic Center - Other Imprv.
City Trails
Skid Steer Loader
Loan Repayment
Sump Pump Discharge
Park Development - Future
Parks
Park Renovation &
Improvement
Computer Replacement
Reserve
Cable Channel Replacement
Capital Projects
Library Expansion
Parking Operations
Landfill Reserve
Reserve Parking-St. Ctr.
Loan Repayment-Building
Improvements
Capital Projects
Land Acquisition
Park Development
Subtotal Genial Fund
100,0OO
1,520,558
420,OO0
93,646
200,000
50,000
30,000
3,939
29,630
25,000
38,000
65,000
140,000
11,790
30,000
6,000
61,846
50,000
12,000
2,887,409
100,0OO
1,589,585
534,000
99,372
119,0OO
92,000
3,939
29,630
25,000
38,000
65,000
140,000
11,790
6,000
61,846
50,000
12.OO0
2,977,162
100,000
1,621,776
734,000
108,452
50,000
30,000
3,939
29,630
25,000
38,000
65,000
140,0OO
11,790
6,000
61,846
50,000
12,000
3,087,433
PARKING SUPERVISION
General Fund Admin.
Transit Operations
Renewal & Improy. Reserve
Bund & Interest Sinking
Capital Projects
Return Parking Fines
Operating Subsidy
Parking Reserve
Revenue Bonds
Ramp Repairs
440,000
90,000
170,000
924,303
200,000
44O,000
90,000
170,OO0
937,033
270,000
440,000
90,000
170,0OO
936,509
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM
WASTEWATER
OPERATIONS
WATER SUPERVISION
RECYCLING CURBSIDE
COLLECTION
LANDFILL OPERATIONS
LANDFILL REPLACEMENT
RESERVE
AIRPORT OPERATIONS
BROADBAND
TELECOMMUNICATIONS
OTHER FUNDS
G.O. BOND CONTROL
1997 G.O. BOND ISSUE
1997 WATER REVENUE
1997 SEWER REVENUE
FIRE EQUIPMENT
REPLACEMENT RESERVE
HEALTH INSURANCE
RESERVE
EMPLOYEE BENEFITS
OPERATIONS
TRANSFER TO
DESCRIPTION
Bond & Interest Sinking
Debt Service
Debt Service
Debt Service
Debt Service
Debt Service
Capital Projects
Debt Service
Debt Service
Debt Service
Dept., Ext., & Improvement
Reserve
Capital Projects
Equipment Reserve
Landfill Reserve
JCCOG
Capital Projects
Capital Projects
Capital Projects
Abated G.O. Bonds
1996 Revenue Bonds
1997 Revenue Bond Issue
1998 Revenue Issue-Interest
1999 Revenue Issue-Interest
Abated G.O. Bonds
Wastewater Projects
1997 Revenue Bond
1999 Revenue Bond
Abated G.O. Bonds
For Future Improvements
Water CIP Projects
Repay Loan-3 Packers,
Recycling
Excavation, Closures, Repl.
Solid Waste Planner & Grant
Hazard Waste Recycling Fac.
Sr. Center HVAC Replacerot.
Airport - Siding
Cap:tal Projects
Cap:tal Projects
Landfill Reserve
Capital Projects Transfer
Landfill Cell
Loan Repayment-Hangers
General Fund, Library
Replacement Reserve
A.V. Lab Support
Equipment Replacement
Subtotal Enteq)Hse Funds
1997 G.O. Bond Issue
Capital Projects
Capital Projects
Capital Projects
Capital Projects
Non-Operational Admin.
Police Administration
Police Patrol
Police Criminal Invest.
Police Records
Police Comm. Svcs.
Police Comm. Svcs.
Police Jo, Co. Task Force
Police Federal Crime Grant
Fire Dept
Non-Operating Admin.
Reduce 1997 G.O. Debt
Service Tax Levy
Fund CIP Projects
Fund CIP Projects
Fund CIP Projects
CIP Funding for Fire
Equipment
Health Insurance
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
Pension & Retirement
General Fund Employee
Benefits
-50-
FY98
3,469,564
1,377,138
757,700
392,600
928,629
300,000
1,109,0OO
1,523,919
136,000
170,000
19,563
1,700,000
61,110
520,000
100,000
29,500
200,000
1,300,000
51,347
41.778
10,000
16,022,151
9,905,767
11,901,836
8,683,000
260,000
200,000
11,612
358,330
56,607
10,251
7,164
7,138
7,164
354,500
2,766,000
FY99
3,454,594
1,383,388
757,700
785,200
341,525
891,457
300,000
1,109,0OO
660,667
1,469,733
136,000
170.000
19,563
1,700,000
65,000
51,347
43,240
10,000
15,255,447
200,000
12,309
379,830
60,003
10,866
7,594
7,566
7,594
38,108
375,770
2,916,936
3,455,564
1,388,387
757,700
785,200
683,050
846,116
300,000
1,109,0OO
1,982,O00
1,~,351
136,000
170,000
19,563
1,700,000
69,700
51,347
45,200
10,000
16,589,687
13,540
417,813
66,003
11,953
8,353
8,323
8,353
41,919
413,348
3,107,516
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM TRANSFER TO
EMPLOYEE BENEFITS
RESERVE Non Operating Admin.
PUBLIC SAFETY RESERVE Employee Benefits Op.
ROAD USE TAX General Fund, Traffic Eng.
General Fund, Streets
Forestry
JCCOG-Trans. Planning
Neighborhood Services
Capital Projects
TAX INCREMENT
FINANCING Villa Gardens
Subtotal
DESCRIPTION
27th Payperiod Reserve
Police & Fire Benefits
Operations
Operations
Operations
Operations
Program for Improving
Neighborhoods
Burlington St Bridge
Widening-Ralston Creek
Meadow Street Bridge
Summit Street Bridge
Replacement
Waterfront Drive-North of
Southgate
Foster Road
Hwy 1-Sunset Right
Hwy 1/Hwy 6/Riverside Dr.
Dual Left Turn Lanes
Court St Extended Phase I
Highway 6-Left Turn at First
Avenue
Dodge St.-Governor to
N.Dubuque Rd.
River Street-Riverside to
WooIf Ave.
Wooif Avenue-Newton to
N. of River St.
Traffic Ca~ming
Traffic Signals
Asphalt Resurface & Chip
Seal
Gilbert Street Railroad
Crossing
Overwidth Paving Projects
Hwy 6 Sidewalk and
Drainage
East-West Arterial Phase III
South: East-West Parkway
Curb Ramp ADA
Extra Width Sidewalk
Sycamore Street - Burns to
City limits
Iowa Ave Streetscape
Gilbert/Hwy 6 Dual Left Turn
Lanes
Benton - Orchard to Oaknoll
Dubuque/Church Left Turn
Bays
Lower Muscatine-Franklin to
DeForest
Loan Repayment
Other Funds
GRAND TOTAL
-51 -
FY98
480,000
754,179
2,145,857
35,513
99,000
7,500
78,000
25,0OO
42.000
60.000
25,000
25,0OO
146,000
50,000
50,000
308,000
20,000
25,000
75,000
153,000
108,000
15,000
58,000
62,000
39,376,418
58,285,978
FY99
575,000
781,069
2,161,003
38,000
105,0OO
7,500
88,000
107,000
125,OO0
136,0OO
50,000
50,000
320,000
20,000
25,000
75,000
90,000
112,000
15,000
131,0OO
56,000
62,000
9,346,148
27,578,757
600,000
625,000
815,780
2,287,301
41,8OO
112,500
7,500
78,000
50,000
50,O00
333,000
20,000
25,000
75,000
116,O00
15,000
300,000
100,O00
140,000
10,289,002
29,966,122
City Council
C~y C~k
City Attorney
City Manager
Human Relations
Finance
Government Buildings
Human Rights Activities
Planning & Comm. Develop.
Engineering
Public Works
CBD Maintenance
Energy Conservation
Police Protection
Fire Protection
Animal Control
Housing & Inspection Svcs.
Traffic Engineering
Streets Maintenance
Forestry Operations
Cemete~
Recreation
Parks
Library
Parks & Rec Dept. Admin.
Senior Center
Total General Fund
Parking System Operations
Wastewater Trmt Oper
Water Oper. & Maint.
Refuse Collection Operations
Landfill Operations
Airport Operations
Mass Transit Operations
Broadband Telecommunications
Total Enterprise Fund
Sewer Connection - N & S Plant
Library Dev. Office Salary
J.C.C,O.G.
Information Services
General Fleet Maintenance
Equipment Replacement
Central Sup, & Print
Assisted Housing
Risk Management
Misc. Community Development
Employee Benefits
CDBG Metro Entitlement
Total Other Funds
Grand Total
CITY OF IOWA CITY
AUTHORIZED PERSONNEL US'lING
FULL TIME EQUIVALENTS
FY97 FY98
PART PART
FULL TIME TIME TOTAL FULL TIME TIME TOTAL
7.00 - 7.00 7.00 7.00
4.00 0.50 4.50 4.00 0.50 4.50
6.00 - 6.00 6.00 - 6.00
3.00 - 3.00 3.00 - 3.00
3.00 - 3.00 3.00 - 3.00
25.45 2.87 28.32 25.35 2.87 28.22
2.00 1.75 3.75 2.33 1.75 4.08
1.00 0.50 1.50 2.00 ZOO
8.95 - 8.95 8.45 8.45
9.50 - 9.50 11.00 11.00
2.00 2.00 2.00 2.00
2.00 - 2.00 2.00 0.50 2.50
0.50 0.50 0.50 0.50
81.00 1.50 82.50 87.00 1.25 88.25
52.00 52.00 52.00 52 00
5.00 - 5.00 5.00 5.00
13.00 13.00 13.00 1.13 14.13
7.00 7.00 3.75 3.75
22.25 22.25 23.00 23.00
3.00 3.00 3,00 3.00
3.00 3.00 3.00 3.00
11.00 2.00 13.00 10.67 2.00 12.67
10.00 1.00 11.00 11,00 0.50 11.50
28.00 9.25 37.25 30,25 7.75 38.00
2.00 2.00 2.00 2.00
5.00 0.50 5.50 5.00 0.50 5.50
316.65 19.g/- --55b.~Z- --SZ'~--. '~i'o-. / b--5~'~'~'~- --
17.50 1U.UU- ~Z/."~'"~'~f /. . / /.-bU
25.00 25.00 25.30 25.30
26.75 26.75 25.95 25.95
19.00 19.00 19.50 19.50
12.00 12.00 11.50 11.50
1.00 0.50 1.50 1.00 0.50 1.50
30.50 18.00 48.50 32.50 17.00 49.50
3.00 0.60 3.60 4.00 0.60 4.60
134.75 29.10 163.85 13/.25 28.10 165.35
° 3.00 3.00
ZOO - 2.00 1.50 - 1.50
4.80 4.80 5.80 - 5.80
5.00 0.50 5.50 5.00 0.50 5.50
9.70 9.70 8.70 - 8.70
0.30 0.50 0.80 0.30 0.50 0.80
1.10 0.50 1.60 1.20 0.50 1.70
11.00 0.75 11.75 10.00 0.75 10.75
1.30 0.29 1.59 1.30 0.29 1,59
1.10 0.20 1.30 1.10 0.20 1,30
0.15 0.23 0.38 0.15 0.23 0.38
3.15 0.30 3.45 3.15 0.30 3.45
39.60 3.27 42.87 41.20 3.2 ! 44.47
491.00 52.24 543.24 503.75 50.12 553.87
FY97 TO
FY98 CHG
(0.10)
0.33
0.50
(0.50)
1.50
0.50
5.75
1.13
(3.25)
0.75
(0.33)
0.50
0.75
(0.80)
0.50
(0.5O)
1.00
1.00
1.50
3.00
(0.5O)
1.00
(1.00)
0.10
(1.00)
1.60
10.63
CITY OF IOWA CITY
FYg8 ADDITIONAL POSITIONS REQUESTED
POSITIONS REQUESTED- FUND!=D IN F'Y98 FINANCIAL PLAN
Department
Police Patrol
Police Patrol
Police Patrol
Police Criminal Investigation
Emergency Communications
C B D Maintenance Operation
Parks Operations & Mtce
Human Rights Activities
Position FTE
Community Service Officer 1.00
Police Officer 1.00
Police Officer 1.00
Communily Service Officer 1.00
Emergency Comm Dispatcher 0.50
Maintenance Worker II-CBD 0.50
Maintenance Worker II-Parks 0.50
Human Rights Investigator 0.50
Wages Benefits Total
25,173.20 9,243.35 34,416.55
27,871.80 11,685.21 39,557.01
27,871.80 11,685.21 39,557.01
25,173.20 9,243.35 34,416.55
13,855.56 4,692.78 18,548.34
11,778.05 4,389.95 16,168.00
12,163.27 4,004.73 16,168.00
18,739.82 8,200.18 26,940.00
~** Total General fund Positions Requested and Funded:
6.00 162,626.70 63,144.76 225,771.46
POSITIONS REQUESTED - NOT FUNDS:D IN FY98 FINANCIAL PLAN
Department
Human Relations
C B D Maintenance Operation
Position FTE Wages Benefits Total
Personnel Assistant (Included
in FY99) 1.00 29,190.20 9,725.63 38,915.83
Maintenance Worker II-CBD 0.50 11,778.05 4,389.87 16,167.92
Police Patrol
Police Patrol
Police Patrol
Police Patrol
Police Patrol
* Total Police Department
Police Officer 1.00 27,871.80 11,685.21 39,557.01
Police Officer 1.00 27,871.80 11,685.21 39,557.01
Police Officer 1.00 27,871.80 11,685.21 39,557.01
Police Officer 1.00 27,871.80 11,685.21 39,557.01
Police Officer 1.00 27,871.80 11,685.21 39,557.01
5.00 139,359.00 58,426.05 197,785.05
Public Education
Public Education
* Total Fire Department
Fire Code Enforcement Spec
Public Education Specialist
1.00 28,493.92 9,609.18 38,103.10
1.00 30,207.84 9,857.59 40,065.43
2.00 58,701.76 19,466.77 78,168.53
Shelter Operations & Admin
General Recreation Admin
Parks Operations & Mtce
Clerk/Typist-Animal Control
Recreation Program Superviso
Maintenance Worker II-Parks
~** Total General fund Positions Requested, Not Funded:
Water Supervision
Water Supervision
* Total Water Department
Engineering Technician
Environmental Engineer
Landfill Supervision
Clerk/Ty pist-VWVTD/Landfill
Micro Computer Services
Micro Computer Services
Micro Computer Services
* Total Information Services
Data Communications Analyst
Programmer/Analyst
Systems Analyst
I** Grand Total of New Positions Requested, Not Funded:
GRAND TOTAL OF ALL NEW POSITIONS REQUESTED:
0.50 11,777.02 4,409.46 16,186.48
0.50 16,876.55 5,048.10 21,924.65
0.50 12,163.27 4,004.36 16,167.63
9.50 268,068.83 101,060.78 369,129.61
1.00 27,711.12 9,497.73 37,208.85
1.00 35,188.92 10,578.05 45,766.97
2.00 62,900.04 20,075.78 82,975.82
0.50 11,396.95 4,299.43 15,696.38
1.00 42,440.12 11,647.06 54,087.18
0.50 18,654.33 5,301.12 23,955.45
1.00 33,185.57 10,305.41 43,490.98
2.50 94,280.02 27,253.59 121,533.61
14.50 436,645.84 152,689.58 589,335.42
20.50 599,272.54 215,834.34 815,106.88
I
GENERAL FUND SUMMARY
Financial Plan Summary
General Fund Reserves
Summary of Receipts and Expenditures
I
I
,I
~ENERAL FUND
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
Beginning Balance 9,295, 97S 8,S37. 685
Prop~y Tax 11,960.179 12,644,071
Transit Levy 1.401,917 1,482,171
Library L~v~ 398,453 421,249
Monies & Credits 28,633 26,000
Military ~edi~ 11,524 11.500
Personal Proper~y Replacement 321.117 320.000
Machinery & ~Cluip~ent Reimbursement 0 0
Llcer~es & Permits 93.740 84,700
Bu£1ding Permits & Inspections 372,520 444,100
Housing Fernits And Inst. 145,626 120,250
Cemetery Fees & Charges 36,379 35,000
Magistrates Court 162,015 145.000
Parking F~nes 429.501 340.000
Charges For Services 9.186 20.529
Recreation Fees 634,178 729.709
Police Servzces 150,235 86,000
University Fzre Contract 728,912 747,300
Animal Control Services 92.277 94,417
Building & Develop. Fees 44.862 45,300
Library Services 285.830 292.955
Fees - Contracted Services 343.371 339.190
Admin Exl~nse Chargeback 1,141.184 1.183.663
Local Governmental Agencies 0 4,000
State Population Allocation 632.954 635,000
~ank Franchise Tax 166.037 100,000
FEMA/FHWA Flood Grant 247 0
Motel Tax 461.445 440.000
Library Open Access Grant 60.208 50.000
Federal Crime Grant 145,387 228.000
Interest Income 486.346 450.000
Miscellaneous Revenue 85,892 73,227
Sale of Land 0 0
Loan Repaints 33,000 20,000
City Attorney Chargeback 54.284 43.000
CEBA Loan Proceeds 300.000 0
Transfer Fro~ Road Use Tax 2,291.490 2.964.394
Transfer: Employee Benefits 3,304,063 3.591.058
Transfer fro~. Parking Fund 461,035 440.000
Transfer From BTC 25,000 0
Miscellaneous Transfer 20.130 0
TIF Interfund Loan Repayment 84,199 62.000
Total Receipts 27,403.356 28.713.783
Personal Services 16,559.520 18,145.015
Commodities 796,587 1.053,814
Services And ~arges 5,423,726 5.713,975
Capital Outlay 2,507,485 1.841.841
Transfers 2,874.328 3.174.768
Contingency 0 230.481
Total £xpenditures 28.161.646 30,159,894
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
REQi~_ST BUDGET PROJECTION PROJECTION
7.091.574 6.494,602 7,308,937
12,914,413 13,559,315 14,058.782
1,513.924 1,589,585 1,621,776
430,273 451,777 460,926
28,000 28,000 28,000
11,500 11,500 11,500
320,000 320,000 320,000
86,145 0 0
89,000 89,000 89.000
366.100 431.100 366.100
138.750 138.750 138.750
39.000 39.000 39.000
152,000 152.000 152.000
425,000 429.000 429,000
9,800 9,800 9,800
798,044 750.054 752.124
46.500 46,500 46,500
773.000 796,190 820,075
87.800 88.430 89.075
44.000 44.000 44.000
371.368 372.830 374.790
346,190 356.185 366.470
988,955 1,017.907 1.047.726
0 0 0
633,000 633,000 633.000
105.000 105,000 lC5.000
0 0 0
456.000 456.000 456.000
57.000 57.000 57.000
228,000 228.000 0
450,00C 400.000 350.000
477,262 480.260 484.963
0 1.300.CC~ C
O 9 0
60.000 60.000 60.000
0 0 0
2.907,536 2.949.572 3.110,581
3.570,247 3,807,546 4,087,188
440,000 440,0~: 44~,000
200.000 200,000 80~.000
0 0 0
62.000 62.000 0
29.575,807 31,899,301 31,849,126
19.438,295 18.813.818 19.907.919 21.792.561
970,525 967.124 994.329 1.025.367
5.715.872 5,654,525 5,603,672 5,803.592
2,713.442 1.549,903 1,291,884 1.753.351
2,887,409 2.887.409 2,977,162 3.087.433
300,000 300.000 310.000 330.000
32.025.543 30,172,779 31.084.966 33,702.304
Ending Balance 8,537,685 7.091.574
6.494.602 7.30~.937 5.455.759
CITY OF IOWA CITY
EXPENDITURES SlIMMARY BY DIVISION
FINAL BUDGET FOR FY98 - FY00
FY96 FY97 FY98 FY99 FYO0
ACTIVITY ACTUAL BUDGET BI,1116'ET PROOI/CTION PROJECTION
City Council 98,288 88,645 95.370 97,287 100,681
City Clerk 256,906 247,898 326.356 271,259 325,791
City Attorney 337,696 380,317 386.459 404,936 439,720
Special Census 100,818 108,021 0 C 0
City Manager 350.732 340,683 348.075 365,093 394,948
Human Relations 232.526 305.808 287.479 341,100 367,911
A.D.A. Task Force 508 860 860 886 912
Finance b~ministration 230.520 238.658 280.642 293,669 317,867
Accountin9 & Reporting 369.745 410.022 454.672 463,327 499,126
Central Procurement & Services 189,540 198.701 207,278 213,199 231,490
Treasury 564,207 627.064 663,689 684,536 732,735
Document Services 175,129 196.503 214,250 225.110 233,687
Information Services 674.186 497,076 148,403 72,637 87,173
Risk Management 447.112 503,589 460,410 474,223 488,450
Government Buildings 264,727 281,384 306.819 314,609 330,912
Human Rights Activities 70,594 104,626 129,109 135,198 146,394
Non-Op~ratlor~al Admin. 3,827,496 3,265,114 3,169,199 3.249.853 3,455.412
Planning/Community Development 0 0 600 600 600
P C D Administration 213,265 246,624 153,319 160,851 174,705
Urban Planning & Development 204,404 246,575 244,521 255,293 275,865
Neighborhood Services 86,073 108,439 103,784 106.649 112,924
Co~.anity Der. Non-Grant 61,787 189,666 214,714 218,029 223,538
Economic Development 496.888 128,869 131,999 130.018 136,096
Comprehensive Plan Update 2.003 2,423 32.923 3.011 3,101
Planning & Development Grants 2.570 0 1 1 1
Engineering 429.419 636.632 744.823 779.003 844,877
Public Norks Administration 134,583 145.765 156.920 165,157 180,299
C B D Maintenance 154,401 232.984 242,503 244.325 259.846
Energy Conservation Admln 30,691 36.711 36.900 38.621 42.141
Police Administration 276,262 310,500 278.261 282,873 302.506
Police Patrol 3,384,315 3,628,335 3,823,963 4,C53,909 4.400,980
Police Criminal Investigation 417,196 459,960 493.724 512,698 558.316
Police Records 248,388 288,039 395.531 499,189 423.301
Police: Co~uunlty Services 196,513 198,792 206,311 215,498 23C,988
Emergency Communications 464.006 617,822 633,492 662,220 718,316
Fire Department 3.356,933 3.535,230 3.414,251 3.580.493 3,847,615
Animal Control 238,335 287.834 275,063 285.913 301,377
H I S Administration 174.811 201,570 270,278 283.231 306.003
Building Inspection 313.256 345,449 358,258 374,779 405,434
Housing Inspection Services 198,962 207.782 228.610 238,617 258.586
Traffic Engineering 785.916 915.909 754.523 780,391 815.126
Street System Maintenance 1,522,776 2,074.171 2,C22,028 2,036,898 2,163.316
Forestry/Horticulture 231,046 273.794 262.463 283,428 319,427
Cemetery 190,510 208,883 217,073 222,767 237,182
Recreation 1,763,613 1,941,199 2,028,216 2.020,538 2,109,C19
Parks 904,955 1,181,380 1,004,416 1.102,696 1.C93,318
Library 2,612,684 2,732,865 3.076,656 3.198.582 3,421.863
Regional Library Reference 8,712 25.220 16,485 6.714 7.020
Library Xerox Account 23,518 26,785 26,588 27.387 26.207
Library Damages & Losses 2,930 1.996 12.847 13.232 13.629
Library Reciprocal Borrowing 92,971 54.546 68.416 40,501 44,C31
Parks & Recreation Adman 152,736 164.195 164,866 174,037 189.432
Senior Center 452.181 583.881 536,383 507,895 538,198
Library A. V. Equip. Replace. 12.050 0 0 0 0
Park Land Acquisition Res 97.869 72,100 50,000 50.000 50.000
Library Public Access Equip. 8.502 0 ~ 0 0
Library Computer Replacement 22,886 0 0 0 500,000
Parkland Development Reserve 0 52,000 12.000 12,000 12,00G
GRAND TOTAL 28.161,646 30.159.894 30,172,779 31,084.966 33.702,304
General Fund
Road Use Tax
10%
EmpL Ben. Transfer
12%
Property Taxe~
52%
Planning/HIS/St Ctr
8%
Admin/Finance
14%
FY98 Budget
State
6%
All Other
7%
Fines, Fees & Licenses
13%
Where the
money
comes from
Subsidy Where the
~°/0 money goes
Public Works
12%
Libran/
11%
Parks & Rec,
13%
Fire
11%
Police
2O%
General Fund FY98 Budget
State
Road Use Tax
10%
Empl. Ben. Transfer
12%
6%
All Other
7%
/
Fines, Fees & Licenses
13%
Where the
money
comes from
Property Taxes
52%
Planning/HIS/Sr Ctr
8%
Admin/Finance ,
14%
Library_
11%
Subsidy
11%
/
Where the
money goes
Public Works
12%
/
Parks & Rec.
13%
Fire
11%
- 5.7-
CITY OF IOWA CITY
ADMINISTRATIVE RECEIPTS SUMMARY
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL FY99
RECEIPTS ACTUAL ESTIMATE BG'DGET PROJECTION
Property Tax 1,423,703 1,210,326 253,470 0
Montes & Cred:ts 28,633 26,000 28.000 28,900
Military Credit 11,524 11.500 11,500 11,500
Personal Property Replacement 321,1!7 320.000 320.000 320,900
Mach ~ Equip Credit 0 0 86,145 0
Licenses & Permzts 85,915 80,700 83.000 83,000
Housing Permits & Inspecgions 390 0 0 0
Magzsgrates Court 162,015 145,000 152,000 152,000
Parking Fines 429,501 349,000 425,000 429,009
Charges For Setraces 3,938 6.659 5,000 5.000
Admin Expense Chargeback 1,031,469 1,976,088 876,955 902.547
State Populaclon Allocation 632,954 635,900 633,000 633.000
Bank Franchise Tax 166,037 1C0,~0~ 1D5,900 105,002
F~MA/F.qWA Flood Assistance -78 ~ 9 9
Hotel/Motel Tax 115,361 110,09~ 114,000 114.000
interest income 486,346 450,903 450,000 439.000
M~scellaneous Revenue 18,064 6,875 408,000 438,000
Sale Of Real Estate 0 0 0 1,309,000
C~ty Attorney Chargeback 54,284 43,000 60,000 60.00C
Transfer: Empl Benefits 2,649.413 2.731,830 2,766,000 2.916.936
Transfer-Parking ~und 461.035 440,000 440.000 440,000
Trans from Broadband Tele 25.000 0 200.000 200.900
TIF Interfund Loan Repayment 84.199 62.000 62,000 62,000
TOTAL 8,190.730 7.794.969 7,479,070 8,569,983
FY00
PROJECTION
178.287
28,000
11.500
320,000
0
83.000
0
152,000
429,000
S,000
928,906
633,090
105,000
0
114,000
350,000
408.C00
0
60,000
].107,516
440.000
800.000
0
8,153.239
CITY OF IOWA CITY
ADMINISTRATIVE DIVISIONS EXPENDITURES SUMMARY
FINAL BUDGET FOR FY98 - FY00
FY96 FY97 FY98 FY99
ACTIVITY ACTUAL BUDGET BL'DGET PROJECTION
FY00
PROJECTION
City Council 98.288 88,645 95,370 97.287 100.681
City Clerk 256,906 247.898 326,356 271.259 325,791
City Attorney 337.696 389,317 386,459 404.936 439,720
Special Census 100,818 1~8,921 O ~ 0
C~ty Manager 350,732 34~,683 348,075 365.093 394,948
Human Relations 232,526 3~5,898 287,479 341.100 367,911
A.D.A. Task Force 508 859 860 886 912
Finance Administration 230,52C 238,658 280,642 293.669 317,867
Account:rig & Reporting 369.745 41~,~22 454,672 463.327 499.126
Central Procurement & Services 189,54~ !98,791 297,278 213.199 231,49~
Treasury 564,207 627,~64 663,689 684,536 732,735
Document Services 175.129 196,503 214,250 225,110 233,687
information Se~;lces 674.186 497,076 148,493 72,637 87,173
Risk Management 447,112 503,589 46~,41~ 474,223 488,452
Government Buildings 264,727 281,384 306,819 314,609 330,912
Huma~ Rights Act!vlt~es 70,594 104,626 129,109 135,198 146.394
Non-Operat:onal Adm~n. 3,827,496 3.265,114 3,169,199 3,249,853 3,455.412
GRAND TCTAL 8,190,730 7.794,969 7,479,~70 7.606,922
8.!53.209
GENERAL FUND RESERVES
SUMMARY OF YEAR END BALANCES
Library:
Regional Library Reference OtfK:e
Resewe
Libra~ Xerox & Damage/Loss Books
Libra~ Reapmcal Borrowing
Library Equqxnent Replacement
Library Public _Ac~__$ Equipment
Replacement
Library Computer Replacement
Total Library Reserves
Parkland:
Parkland Acqutsition Resewe
Parkland Development Resewe
Total Parkland Resewes
Grand Total General Fund Resewes
FY95 FY96 FY97 FY98 FY99 FY 2000
ACTUAL ACTUAL BUDGET PROJECTED PROJECTED PROJECTED
$5.851 $12.983 $2.763 $1,778 $10.564 $19.044
20,784 37.359 41,053 42,268 42.299 41.113
86.381 59.562 69.016 61,600 82,099 99,068
4.394 12.836 24.626 36,416 48.206 59,996
8.502 0 0 0 0 0
19.086 41.525 101.525 241,525 381.525 21,525
144.998 164.265 238.983 383.587 564.693 240,746
518.363 452.795 411.495
31.013 44.856 6.056
549.376 497.651 417.551
694.374 661.916 656.534
393.415
7,736
401,151
764.738
375.335
9.416
384.751
357,255
11,096
368,351
Regiona~
library
Reference Library Xerox &
Reserve Books
GENERAL FUND RESERVES
UBRARY
Library library
Reciprocal Equipment
Bonowmg Replacement
$0 $7,685
Libmr/Public
__Acc~___s Library
Equipment Computer
Replacement Replacement
Rece~ts 0 0
Expenditures 0 0
6J30/91 _r~_~nce 0 0
Tolal Library
Resewes
$14.029
Receipts 0 0
Expenditures 0 0
6/30/92 Balance 0 0
46.223 3.500 0 0 49.723
0 (4,393) 0 0 (4.393)
46.223 6.792 6.344 0 59.359
43.354 5,500 4.500 0 53.354
(34,342) (2.213) 0 0 (36.555)
55,235 10.079 10.844 0 76.158
Receipts 35.248 46.402 40,821 6,050 4,500 52.400 185,372
Expenditures (15.841) (26.387) (52.795) (3.499) (5.412) (44.539) (148,473)
6/30/93 Balance 19,407 20,016 43,261 12,580 9.932 7,861 113,057
Receipts 3,841 33.422 43.833 6.500 3.000 14.356 104.952
Expenditures (8,523) (36,580) (52,766) (9.739) (7,039) (9.098) (123.745)
6/30/94 Balance 14.725 16,858 34,328 9,341 5,893 13,119 94,264
Receipts 15.699 34.711 70.352 6.500 3.000 30.197 160.469
Expenditures (24,573) (30.785) (18,309) (11.447) (391) (24.230) (109.735)
6/30/95 Balance 5,851 20,784 86.381 4.394 8.502 19,086 144.998
Receipts 15,844 43,025 66,152 26.492 0 45.325 190,838
Expenditures (8,712) (26,450) (92,971) (12,050) (8,502) (22.886) (171,571)
6/30/96 Balance 12,983 37.359 59.562 12,836 0 41,525 164.265
~,000
0
$101,525
Receipts 15,000 32,475 64,000 11,790
Expenditures (25.220) (28,781) (54.546) 0
6/30/97 Balance $2,763 $41.053 $69,016 $24,626
183,265
(108.547)
$238.963
Receipts 15,500 40,650 61,000 11,790
Expenditures (16,485) (39.435) (68,416) 0
6/30/98 Balance $1,778 $42,268 $61,64X) $36,416
0 140,000 268,940
0 0 (124.336)
$0 $241,525 $383.587
Receipts 15,500 46,650 61,000 11,790
Expenditures (6,714) (40.619) (40.501) 0
6/30/99 Balance $10,564 $42,299 $62.099 $48,205
Projected:
Receipts 15,500 40,650 61.000 11.790
Expenditures (7,020) (41,836) (44,031) 0
6/30/00 Balance $19,044 $41.113 $99,058 $59,996
(1)
0 0 (87.834)
$0 $381.525 $564.693
(1) Combined with Library Equipment Replacement in FY 96.
0 140,000 268.940
0 (500,000) (592,887)
$0 $21.525 $240,746
- 6'3 -
GENERAL FUND RESERVES
PARKi AND AND FIRE EQUIPMENT
Parkland Parldand Total
Acqu'mb:m Development Pa~Jand
Resewe Resewe Resewes
388.410 0 388,410
Receipts 40.416 0 40,416
Expenditures (9,384) 0 (9,384)
6/30/91 Balance 419.442 0 419,442
Receipts 39,516 0 39,516
Expenditures (23.107) 0 (23.107)
6/30/92 Balance 435,851 0 435.851
Receipts 32.824 4,497 37,321
Expenditures (15) 0 (15)
6/30/93 Balance 468.660 4,497 473,157
Receipts 37,406 12.817 50.223
Expenditures (1.168) 0 (1.168)
6/30/94 Balance 504.898 17,314 522.212
Receipts 31.985 13.699 45,664
Expenditures (18,500) 0 (18.500)
6/30/95 Balance 518.363 31.013 549.376
Receipts 32,301 13.843 46,144
Expenditures (97,869) 0 (97,869)
6/30/96 Balance 452,795 44.856 497,651
Receipts 30.800 13,200 44,000
Expenditures (72,100) (52,000) (124.100)
6/30/97 Balance 411,495 6,956 417,551
Receipts 31,920 13.680 45,600
Expenditures (50.000) (12.000) (62,000)
6/30/98 Balance 393.415 7,736 401,151
Receipts 31.920 13.680 45,600
Expenditures (50,000) (12.000) (62,000)
6/30/99 Balance $375,335 $9.416 $384.751
Receipts 31,920 13.680 45,600
Expenditures (50,000) (12,000) (62.000)
6/30/00 Balance $357.255 $11,096 $368,351
Fire
Equipment
Replacement
Reserve
52.775
188,371
( 194.470)
46,676
111,979
0
158,655
114.446
(215.098)
58,003
14.515
0
72,518
66,337
(138.855)
0
0
0
0
-61 -
. I
GENERAL FUND
POLICY & ADMINISTRATION
I
I
I
I
I
I
I
City Council
City Clerk
City Attorney
City Manager
Human Relations
Finance
Government Buildings
Human Rights
Risk Management
Non-Operational Administration
Aid to Agencies Funding
I
I
I
I
I
I
Co~saodities
Services And Char~es
CaDital Outlay
Total
CITY COUNCIL
FINANCIAL PLAN FOR FY98
- FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
39,301 39,137 41,338 41,338
1,652 1,746 2,235 2,235
43,763 46,730 51,582 51,297
13,5~2 1,032 500 500
98,288 88,645 95,655 95,370
FY99 FY00
PROJECTION PROJECTION
43,253 45,081
2,302 2,371
51,732 53,229
0 0
97,287 100,681
PERSONAL SERVICES:
CITY COUNCIL
MAYOR
F~97 FY98
6.00 6.00
1.00 1.00
7.00 7.00
CAPlTAI,~Y:
2 File, 2 Drawer
FY98
500
500
I~PENDI'rU!~,S:
Personal Services
Commodities
Services And Charges
Capital Outlay
Total
CITY CLERK
FINANCIAL PLAN FOR FY98
FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
183,206 192,589 204,556 201,869
607 1,167 782 782
71,498 54,142 88.131 87,655
1,595 0 33,200 36,050
256.906 247.898 326,669 326,356
FY99 FY00
PROJECTION PROJECTION
213,716 233.987
805 829
56,738 90,975
0 O
271.259 325,791
PRRSONAL SERVICES:
ADMINISTRATIVE CLERK/TYPIST
LICENSE SPECIALIST
DEPUTY CITY CLERK
CITY CLERK
MINui-h-rAK~R
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00 4 Chair, Desk
1.00 1.0G 1 Imaging Sez~er
1.00 1.00 2 Modemis)
1.00 1.00 i Software Upgrade
.50 .50 I Imaging Software
4.50 4.50
FY98
2,800
Ii.000
250
3,0~C
19,000
36.050
Di PE~ID ITURES:
CITY ATTORNEY
FINANCIAL PLAN FOR FY98
- FY00
-- FY98 BUDGE~ --
FY96 FY97 DEPT FINAL
ACTIIAL ESTIMATE REQUP. ST BUDGET
FY99 FY00
PROJECTION PROJECTION
Personal Services 299,161 325,294 334,277 329,898 349,291 382,571
Com~odLtxes 10,363 12,170 10,855 10,855 11,180 11.5!5
$ervxces And Charges 27,799 37,782 46,372 45,706 44,465 45,634
Capital Outlay 373 5,071 0 0 0 0
Total 337,696 380,317 391.504 386,459 404,936 439,72C
P~RSONAL SERVICES:
A[~INI STRATIVE r~.~K/TYPIST
LEGAL ASSISTANT
A~ST CITY ATTORNEY
FIRST ASST CITY ATTORNEY
CITY ATTORNEY
FY97 FY98 CAPITAL OUTLAY:
1,00 1.00
1,00 1.00
2,00 3.00
1.00
1.00 1.0C
6.00 6.00
FY96
NOTE: See AD!tlNISTRATIVE RECEIPT SU!g!ARY for detailed receipts.
Personal Services
Commodities
Services And Charges
Total
SPECIAL CENSUS
FINANCIAL PLAN FOR FY98
FY00
-- FY98 BUDGET --
FY96 F"f97 DE~T FINAL
ACTUAL ESTIMATE REOUEST BUDGET
1,320 105,011 0 0
66 0 0 0
99,432 3.010 0 0
100,818 108,021 0 0
FY00
PROJECTION PROJECTION
0 0
0 0
0 0
0 0
EXPENDITURES:
Personal Services
Services And Charges
Capital Outlay
Total
PERSONAL SERVICES:
A~4 ~$IS~A~T ~0 CItY ~
ASST CITY
CITY MANA/]ER
CITY MANAGER
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 D£PT FINAL
ACTUAL ESTIMATE ~.~/EST BUDGET
263,953 278.630 284,706 281,094
2.306 1,724 2,400 2,400
73.031 53.271 64,866 64.581
11.442 7,058 0 0
350,732 340.683 351,972 348.075
FY00
PROJECTION PROJECTION
297,317 325,301
2,471 2.545
65,305 67.102
0 0
365,093 394,948
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
FY98
EXPDIDI~:
Commodities
Services And Char~es
Capital Outlay
Total
PERSONAL $ERVICF. S:
PERSOi%'NEL ASSISTANT
PERSONNEL Glgl~I ST
PERSONNEL AD~INI STRATOR
HUMAN REI~ATIONS
FINANCIAL PLAN FOR FY98
- FY00
-- FY98 BUDGET
FY96 FY97 DEPT FINAL FY99 FY00
AC'11~ ESTIMATE REOUF, ST BU~'%T PROJECTION PROO~tJ?iON
150,890 168,297 219.004 177,841 229,465 253,171
7,031 9.162 10,310 10,310 10,619 1C,936
73.787 127,059 104,613 99,328 101,016 103,804
818 1.290 10,000 C 0
232,526 305,808 343,927 287,479 341,100 367.911
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
1.00 1.00
3.00 3.00
FY98
I~OTE: See AD~4INISTRATIVE RECEIPT SII!~!ARY for detailed receipts.
EXPENDITURES:
~ersonal Services
Commodities
Seruices And C~arges
Capital Outlay
To~al
FINANCE ADMINISTRATION
FII~CIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL F_STIMATE ~EQUEST BUDGET
209,448 215,633 226,641 223,706
1,241 2,244 1,697 1,697
14,991 19,581 55,715 55,239
4,840 1,200 0 0
230,520 238,658 284,053 280,642
FY99 FY00
PROJECTION PROJECTION
236,846 259,412
1,747 1,800
55,076 56,655
293,669 317,867
PERSONAL SE~VI CES:
BUDGET MANAGEMENT ANALYST
ASST FINANCE DIRECTOR
F Ill, ICE DIRECTOR
AI~4IN ISTRATIVE SECRETARY
FY97 FY98 CAPITAL 0~¥:
1.00 1.00
.55 .55
1.00 1.00
.63 .63
3.18 3.18
FY98
EXPENDITURES:
Personal Services
Commod~txes
Se~xces And Charges
Capital Outlay
Total
ACCOUNTING & I~EPORTINO
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FYO0
ACTIJ~.L ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
301,827 319,791 331,986 327,748 346,849 379,280
2,539 3,003 3,037 3,037 3,128 3,221
42,612 51,773 114,523 112,887 113,350 116.625
22,767 35,455 16,000 11.000 0 0
369,745 410,022 465.S46 454,672 463,327 499,126
PERSONAL SERVICES:
ACC0[~7 S.,~K - AC['11~
SR ACCOUNT CLERK - ACL-'R~
SR ACCOUNTS PAYABLE CLERK
SR PAYROLL CLERK
SR ACCOUNTANT - ACCOUNTING
CONTROLT.~'~
FY97 FY98
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
2.00 2.00
1.00 1.00
7.00 7.00
CAPITAL OUTLAY:
Cabinet, Storage
Payroll Tzmekeepzng Sys.
Software, Payroll tim~keepzng
FY98
1,000
5.000
5,000
ii.000
EXPENDITURES:
Commodxties
Servxces And Charges
Capital Outlay
Total
CENTRAL PROCUREMENT & SERVICES
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REOUEST BUDGET
176,613 179,0V3 181,083 178,774
1,022 2,226 1,255 1,255
11,635 15,227 25,215 24,549
270 2,175 2,700 2,700
189,540 198,701 210,253 207,278
FY99 FYO0
PROJECTION PROJECTION
189,177 206,857
1,293 1,332
22,729 23,301
0 0
213,199 231,490
PERSONAL SERVICES:
BUYER II
PUI~CHAS ING AGENT
INFORMATION SERVICES CLERK
FY97 FY98 CAPITAL OUTLAY:
2.00 1.90 1 Chaxr. Desk
.90 .90 3 Chair, Guest
1.12 1.12 1 Workstation
4.02 3.92
FY98
70O
1,000
1,000
2.700
NOTE: See ADMINISTRATIVE RECEIPT SU~L~RY for detailed receipts.
EXPENDITURES:
l~rsonal Sea'vices
Commodities
Services And Cha~ges
Capital Outlay
Total
PERSONAL SERVICES:
ACCO~IT CLERK - TREASURY
CUS'T0~ER SERVICE PEP
SR ACCOUNTANT - TREASURY
CUSTOMER SERVICE MANAGER
CASHIER - TREASURY
TREASURY
FINANCIAL PLAN FOR FY98
FY96 FY97
ACTUAL ESTIMATE
- FY00
-- ~98 BUDGET --
DEFT FINAL
PEOUF~TBUDGET
390,426 408,988 425,956 420,585
1,172 2,455 2,783 2,783
169,016 205,024 231,993 230,321
3,593 10,597 10,000 10,000
564,207 627,064 670,732 663,689
FY99 FY00
PROJECTION PROJECTION
444,960 486,477
2,867 2,954
235,734 242,704
975 600
684,536 732,735
FY97 FY98
4.00 3.00
3.00 4.00
1.00 1.00
1.00 1.00
1.12 1.12
10.12 10.12
CAPITAL OUTI~Y:
I Chair, Guest
2 Chair, Task
3 Mxcro Co~puter
FY98
400
600
9,000
DOCUMENT SERVICES
FINANCIAL PLAN FOR FY98
- FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
EXPENDITURES: ACTUAL ESTIMATE REQiIEST BUDGET PROJECTIO~ PROJECTION
Personal Services 154,095 167,569 178,681 176.326 186,710 204,592
Co~odlt les 4. 889 6. 456 6,605 6,605 6,801 7. 007
$el-vlces And Charges 10,355 15. 517 23,295 22,819 21,599 22,088
Capital Outlay 5,790 6,961 16,000 8,500 10,00C C
Total 175,129 196,503 224,581 214,250 225,110 233,687
PERSOHAL SERVICES:
SPECIALIST
SERVICES SUPV
FY97 FY98
3.00 3.00
1.00 1.00
4. O0 4. O0
CAPITAL OUTLAY:
2 Printer, laser
2 Software
FY98
7,000
1,500
8,500
INFORMATION SERVICES
FINANCIAL PIJ~N FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99
EXPENDITURES: ACTUAL ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
Services And Charges 674,186 497,076 156,045 148,403 72,637 87,173
Total 674,186 497°076 156.045 148,403 72,637 87.173
RISK MANAOEN~qT
FINANCIAL PLAN FOR FY98 - FYO0
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITURES: ACIIIAL E~TIMATE PEQUEST BUDGET PROJECTION PROJECTION
Services And Charges 447,112 503,589 560,410 460,410 474,223 488,450
Total 447,112 503,589 560,410 460,410 474,223 488,450
NOTE: See ADMINISTRATIVE RECEIPT SUMMARY for detailed receipts.
OOVERNMENT BUILDINGS
FINANCIAL PI~a~I FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
RIPENDITURES: ACTUAL ESTIMATE R~(~--TT BUDGET PROJECTION PROJECTION
Personal Services 113,722 122,150 147,048 145,233 153,555 167,635
Co~odit ies 19. 672 22,451 23,084 23,084 23. 776 24,487
Services And Char~es 122. 879 124,383 131,610 131,302 134. 178 138. 190
Capital Outlay 8,454 3,400 41.700 7,200 3,100 600
Transfers Out 0 9,000 0 0 0 0
Total 264,727 281,384 343,442 306,819 314,609 330.912
P!~RS0~IAL SERVICES:
M.W. I - GOVMT BLDGS
$R M.#. - RI~(II~ATIOii
CU~II)DI llq
FY97 F1'98
1.00 1.00
1.00 1.00
.33
1.75 1.7S
3.75 4.08
CAPlTAL O~TLAY:
#ater Alarm Dialer
M~cro Computer
Micro-Computer Software
FY98
1,400
3,000
2,800
7,200
EX PENDI 1WIRES:
Personal Servxce$
Commodities
Servlces And Charges
Capital Outlay
Total
HUMAN RIGHTS ACTMTIES
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL ~STI!qATE Ifl~QUF, ST BUDGET
56,838 85,848 110,140 109.127
900 1,500 1,307 1,037
11,980 17,278 19,935 18,945
876 0 0 0
70,594 104,626 131,382 129,109
FY99 FY00
PROJECTION PROJ~C'TION
115,348 125,985
1,069 1,101
18,781 19,308
0 ~
135,198 146,394
PERSOiqAL SERVICES:
~N RIGfiTS COORDINATOR
!{I~4AN RIG~IT$ INVESTIGATOR
FY97 FY98 CkP IT~ OUTLAY:
1.00 1.00
.50 1.00
1.50 2.00
FY98
NOTE: See ADiflNISTRATIVE REIiEIPT SU!~!AR¥ for detailed receipts.
NON-OPERATIONAL ADMIN.
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
EXPeNDITUReS: ACTL1RL ESTIMATE REQLtE~T BI~GET PROJECTION PROJECTION
Commodities 0 85 0 0 0 0
Servzces And Charges 405,277 398,390 419,995 429,995 442,896 456.184
Capital Outlay 1,298,492 0 0 0 0 0
Transfers Out 2,123,727 2.636,158 2.439.204 2.439.204 2,496,957 2,669,228
Contingency 0 230,481 300,000 300.000 310,000 330,000
Toca! 3,827,496 3.265,114 3,159,199 3,169.199 3,249,853 3,455,412
PI~I~.SONAL S!~RVlCF..S:
FY97 FY98
.00 .00
CAPITAL C~TLAY:
i Contingency
FY98
300,000
300,000
Sump Pump Discharge Tiles 25.000
Intra Czty Traxls 30,000
C~vzc Center - Other Imprv 50,000
Transxt Levy 1,520,558
JCCOG-Human Servxces 49,300
JCCOG-Rural Planning 11.346
Transit Subsidy 420,000
A~rport Subsidy 100.000
JCCOG-Adm~n~stgatxon 33,000
Res for Future Empl Co~pnstn 200,000
2,439,204
Big Brothers/Big Sisters
Crisis Center
Domestic Violence Program
Elderly Services Agency
Emergency Housing Project
HACAP
Mayor's Youth Employment
MECCA
Rape Victim Advocacy
Red Cross
United Action for Youth
Neighborhood Centers
ICARE
Life Skills Housing
Free Medical Clinic
ICARE {Needs assessment}
DVIP {Needs assessment}
GICHA {Operational}
MYEP {Operational)
HACAP {Operational}
Contingency
Total Aid to Agemele~
LESS: Amount Funded
Directly by CDBG
Net Genmal Fund Total
Actual Actual Actual
FY94 FY95 FY96
$ 30,000 $ 31,500 S33,075
26,892 29,692 31,200
38,900 42,000 44,100
48,750 51,000 53,500
3,500 5,250 6,000
6,000 6,000 6,240
35,000 35,000 35,000
20,000 22,000 24,500
12,000 12,000 12,000
4,200 4,200 4,410
49,000 50,000 53,000
42,976 45,000 47,250
8,500 8,500 8,925
16,990 15,560 8,119
-0- -O- 5,000
14,637 -0-
-0- -0- 10,000
-0- -0- 20,190
-0- 15,760 13,888
-0- -0- 3,613
$357,345 $373,462 t4.~0,010
(136,627) (136,320} { 160,800)
$220.718 $237.142 $259,210
FY97 FY98
$33,600 $34,557
33,000 35,480
46,(XX) 47,000
55,105 56,800
7,500 8,50O
6,240 6,425
36,OO0 37,080
25,235 26,000
12,500 12,500
4,510 4,740
54,900 56,500
49,00O 52,O00
9,200 9,600
5,180 5,440
-0- -0-
10,320 10,000
$388,290 $402,622
1105,000) (105,000)
$283.290 $297,622
GENERAL FUND
HOME & COMMUNITY
ENVIRONMENT
Planning & Community Development
Engineering
Public Works Administration
C.B.D. Maintenance
Energy Conservation
Traffic Engineering
Street System Maintenance
Forestry
Cemetery
Proper~¥ Tax
Miscellaneous Revenue
To~a!
P C D ADMINISTRATION
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FINAL
ACTUAL E,~TIMATE BUDGET
213.093 246,624 153.319
172 0 0
213.265 246,624 153.319
FY00
FY99 FY00
PROJECTIO~ PROJ~CTIO~
160,851 174,705
0 0
160,851 174,705
Personal Services
Services And Charges
C~pital Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL F~'TIMAT~ ~ BUDGET
148.181 154,907 134,847 133,192
1.223 2,930 1,860 1,860
54.530 87,387 18,457 18.267
9.331 1.400 0 0
213,265 246,624 155,164 153,319
FY99 FYO0
PROJECTION PROJECTION
140,943 154,325
1,916 1,974
17,992 18,406
0 0
174.705
PERSONAL SERVICES:
TEC~qlCAL ASSIStAnt - D
AI~IN I S'fl~A?IVE SECRETARY
DIRECTOR
FY97 FY98
.90 .40
.SS .SS
1.00 1.00
2.45 1.95
CAPITAL OUTLAY:
FY98
URBAN PLANNING & DEVELOPMENT
FINANCIAL PLAN FOR FY98 - FY00
RECE I FTS:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
FY99 FY00
PROJECTION PROJECTION
Property Tax 177,537 220,125 219,371
Building & Develop. Fees 25,580 25,300 24,000
Miscellaneous Revenue 1.287 1,150 1,150
To~al 204,404 246,575 244,521
230,143 25C,715
24,000 24,030
1.150 1,150
255.293 275,865
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITURES: ACTUAL ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
Personal Sea-vices 177,301 190,045 198,843 196.324 207,715 227,179
Co~odities 1,524 3,165 2,256 2.256 2,325 2,395
Services And Charges 25,579 53,365 46,819 45,941 45.253 46,291
Total 204.404 246,575 247,918 244,521 255.293 275.865
PERSONAL SERVICF,~:
ASSOCIATE PLANNER
SENIOR P~ql~R
FY97 FY98
2.50 2.50
1.00 1.00
3.50 3.S0
CAPITAL OUTLAY:
FY98
R£CEIPTS:
Proper~y Tax
Road Use Tax
To:al
Perso~lal Services
Commodlt~es
Servzces And Charges
Cap~tal Outlay
PERSONAL SERVICES:
ASSOCIATE PL~WNER
NEIGHBORHOOD SERVICES
FINANCIAL PLAN FOR FY98 -
FY98
FY96 F~97 FINAL
ACTUAL EST I MATE BUDGET
86.073 108.439 96.284
0 0 7.500
86.073 108.439 103.784
FY00
FY99 FYO0
PROJECTION PROJECTION
99,149 105.424
7.503 7,500
106.649 112.924
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST, BUDGET
52,418 56.361 58,610 57,911
302 881 341 341
13.246 18,219 20,817 20.532
20.107 32,978 50,000 25,000
86,073 108,439 129,768 103.784
FY99 FYOC
PROJECTION PROJECTION
61,218 66,897
351 362
20.080 22.665
25.000 25,~0C
106.649 112.924
FY97 FY98
I. O0 1. OG
1 . O0 1.0C
CAPITAL OUTLAY:
3 Neighb~rhood Improvements
FY98
25,000
25.000
RECEIFTS:
Property Tax
Loan Repayments
Total
COMMUNITY DEV. NON-GRANT
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE- BUDGET
48.787 189.666 214.714
13,000 0 0
61,787 189.666 214.714
FY99
PRDJECTION PROJE~--T. iCN
218,~29 223.538
218.029 223,538
EX PE.%~ I ."73RES:
Personal $ervLces
Com~)dltles
Servlces ~nd C.harges
Cap:tal Ou=lay
Transfers Out
Total
-- FY98 BUDGET --
FY96 FY97 DEPT. FINAL
ACTUAL ESTIMATE REQUEST 8%'DGET
41,145 55.162 53,914 53.216
102 490 308 308
3,800 9.234 7.22~ 7,190
4,000 124.790 !54,000 154,000
12,740 0 0 D
61,787 189,666 215,442 214.714
FY99 FY00
PROJECTION PROJE~--..10N
56.317 61,606
317 326
7.395 7.606
154,~00 154.000
=
218.~29 223,538
PERSONAL SERVICES:
ASSOCIATE
TDg~fGNI.--Y DEVELOPMENT TOORD
FY97 FY98 CAPITAL OUTLAY:
.80 .80 I Land Acquisition
20 .20 i ,&)an Repayment
1.0~ 1.CC
FYg~
15:.DC9
4.000
154,DC2
- 70 -
ECONOMIC DEVELOPMENT
FINANCIAL PLAN FOR FY98 -
~96 ~97 FINAL
Proper~y Tax 176,679 108,869 131.999
Miscellaneous Revenue 209 0 0
Repayments 20,000 20,000 0
L~an Proceeds 300.000 0 0
Total 496.888 128,869 131,999
FY00
FY99 FY00
PROJECTION PROJECTION
130,018 136,096
0 0
0 0
0 0
130,018 136,096
~XPENDIT~I~S:
-- FY98 BUDGET --
FY96 FY97 DEPT FIliAL
ACTUA~ ESTIMATE REOU~ST BUDGET
FYO0
PROOECTION PROJECTION
Personal Servzces 51.287 54.703 58,610 57,911 61.218 66.897
Commodities 438 1.835 1.712 1.712 1,764 1,816
Services And Charges 444.470 70,731 72,566 72,376 67,036 67,383
Capital Outlay 693 1,600 0 0 0 0
Total 496,888 128,869 132.888 131.999 130,018 136,096
PERSOI~M., SlURVICES:
ASSOCIATE PLANNER
FY97 F'Y9B CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
FY96
RECEIPTS:
Property Tax
Total
COMPREHENSIVE PLAN UPDATE
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL £STIMATE BUDGET
FY99 FYCC
PROJ~CTI ON PROJECTION
2.003 2,423 32.923
2.003 2,423 32.923
3,011 3,101
3,01! 3.101
EXPENDITURES:
Personal Services
Services And Charges
Total
-- FY98 BUDGET --
FY96 FY97 D£PT FIliAL
ACTCI~L ESTIMATE RE~IEST BUDGET
FY99 FY00
PROJECTION PROJECT i ON
0 537 0 0 C C
2,003 1,886 32,923 32.923 3.011 3,1C1
2,003 2,423 32.923 32,923 3.011 3.101
-71 -
Property Tax
Admin Expense Chargeback
Miscellaneous Revenue
Total
PUBLIC WOItKS ADMINISTRATION
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL P~'TIMATE BUDGET
24,790 38,190 44,920
109.715 107.575 112,000
78 0 0
134,583 145,765 156,920
FY99 FY00
PROJECTION PROJECTION
49,797 61.479
115,360 118.820
0 0
165,157 180,299
EXPENDITURES
Personal Services
Co~odities
Services And Charges
Capztal Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTtm~ ESTIMATE RE~ BUDGET
131,015 139,205 150,420 148,503
271 697 363 363
2,482 5,278 8,495 8,054
815 585 0 0
134,583 145,765 159,278 156,920
FY99 FY00
PROJECTION PROJECTI0~
157,222 172,163
373 384
7.562 7,752
0 0
165,157 180.299
PERSONAL SERVICES:
AI~iINI STRATIVE SECRETARY
PUBLIC WORKS DIRECTOR
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
2.00 2.00
FY98
ENGINEERING
FINANCIAL PLAN FOR FY98 - FY00
REC~ I ~S:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Property Tax 400,996 590,632 715,823
Building Permits & Inspec 8,222 25,000 8,000
Charges For Serv:ces 208 500 500
Build~n9 & Develop. Fees 19,282 20,000 20.000
Mzscellaneous Revenue 711 500 500
Total 429,419 636,632 744,823
FY99 FYO0
PROJECTION PROJECTION
733,003 815.877
25,000 6.000
50= 500
20,00~ 20,COC
503 533
779,003 844.877
EXPENDITURES:
Personal Services
Commodztles
Servmces And Charges
Capztal Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQf]EST BUDGET
351,641 542,799 663,662 655.568
5,081 9,850 7,175 7,175
44,641 67.123 81,286 78,030
28,056 16,860 4,050 4,050
429.419 636,632 756,173 744.823
FY99 FYOC
PROJECTION PROJECTION
693,254 757,387
7.391 7,613
76.258 78.277
2,100 1,600
779,003 844,877
PERSONAL SERVICES:
CONSTRUCTION INSPECTOR
gll !~IGIlq[mltllqG TEC~
CONSTRUCTION INSPE~R
S~Y P~ ~IEF
SR ~N~U~I~ INSPE~R
CIVIL ~I~
CI~ ~I~/~
~FIC ~I~
FY97 FY98 CAPIT'lL OUTLAY:
.50
1.00 1.00
1.00 1.00
1.0o 1.oo
1.0o 1.00
1.00 1.00
1.00 1.00
.50 .50
2.00 2.00
1.00
1.00 1.00
9.50 11.00
1 hdios, Portable
1 Chazr. Draftin9
2 Chair, Task
i Software. C_ADD
FY98
1,000
450
1,000
1,600
4,C5C
- 72 -
F~NC~., PI~N FOR FY98
-
FY98
RECEIPTS: ACTUAl, ESTIMATE BUDGL~
Pz~opez*ty Tax 146,885 225,984 235,503
1Acenoes & Perul~.s 5,025 4,000 ·, 000
Mxocellaneot~ Revenue 2,491 3,000 3,000
Toc&l 154,401 232,984 242, S03
FY00
PROJECTZOH PROd-BCTIOt~
237,325 2S2,946
4,000 4,000
3,000 3,000
244.325 259,846
Pegson41 Sez"vices
Cmmt~r~,tiea
Ser'v~ces And OMr~:jeo
Capital Outlay
Tara!
M.#. II * C~D
M.M. I - CBD
SR N.M. - CBD
-- FY98 B~TX:~uT* --
FY96 FY9? I:~PT
~ ~-~TI~ ~ B~:;ET
100,882 112,220 170,783 153,609
6,129 ?,908 8,962 8,962
34.595 42,306 46,113 46,113
12,796 66,570 29,880 29,880
0 4,000 3,939 3,939
1S4,401 232,984 2S9,677 242,503
FY9? F~'98 CAPITAL O4]TL,AY:
FY00
PROJECTICXq PROJECTIOH
161,551 174,825
9,232 9,S08
47,413 48,?54
22,190 22,820
3,939 3,939
244,325 259°846
1 Bz~n. Po~er
I Generator
1 Radios, Portable
I Tree / Shrub Replacements
i ~arth ~uger
.50 40 Trash Receptacles
1.00 1.00 I C.B.D. Plaza Fixtures
1.00 1.00 I Surface Repairs
2.00 2.S0
FY98
7OO
1,200
950
2,580
2,450
6,500
10,000
5,500
29.880
TRANSFER TO:
To ~ for Skid Steer Loader
3,939
3,939
Property Tax
Tot:al
EXPENDITURES:
Personal Services
Commodities
Serv~.ces And Charges
Cap £t.a I Outlay
Tot. a1
PERSONAL SERVICES:
CITY AROilTECT/ENERGY COORD
ENERGY CONSERVATION ADMIN
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL FY99 FY00
ACTUAL ESTIMATE ~UDGET PROJECTI 0~1 PROJECTION
30,691 36. 711 36. 900 38 , 621 42 , 141
30,691 36,711 36,900 38,621 42,141
-- FY98 BUDGET --
FY96 FY97 DEPT FIliAL
ACTUAL ESTIMATE RE0iIEST BUDGET
29.387 31.477 33,632 33,166
347 639 470 470
S07 4,095 3,359 3.264
450 500 0 0
30,691 36.711 37,461 36.900
FY99 FY00
PROJECTION PROJECTION
3S.149 38.590
485 500
2,987 3.051
0 0
38,621 42.141
FY97 FY98 CAPITAL O~TLA¥:
.S0 .S0
.S0 .S0
FY98
- 74 -
Property Tax
Miscellaneous Revenue
Road Use Tax
Total
TRAFFIC ENGINEERINO
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
A~ ESTIMATE BUDGET
FY99 FY00
PROJECTION PROJECTION
6 14,458 0
8,331 1,050 1,700
777,579 900,401 754,179
785.916 915,909 755,879
0 0
1,700 1.700
781,069 815,780
782,769 817,480
EX PENDIT[}RF_S:
Personal Services
Cc~modities
Services And Charges
Capital Outlay
Total
FY96 FY97 DEFT FINAL
ACTL~J~ ESTIMATE
304,972 327,953 188,515 186,283
39.885 86,381 60.258 60,258
430,296 480,010 508,267 507,982
10,763 21,565 0 0
785,916 915,909 757,040 754,523
FY99 FY00
PROJECTION PROJECTION
196,810 214.675
62,065 63,925
521.516 536,526
0 0
780,391 815,126
PERSONAL SERVICES:
CL~K/T~PI~7 - SOLID WASTE
M.#. II - T~AFFIC ENG
M.W. III - ~FIC ~
E~ICI~
E~ONI~ ~-~FIC ~
~ S~ - SOLID ~
~E~S & NA~ DI~ ~
~FIC ~I~
FY97 FY98 CAPITAL OUTLAY:
.25
I .00
1.00
1.00
2.00 2.00
1.00 1.00
.25
.25
1.00
7.00 3.75
FY98
STREET SYSTEM MAINTENANCE
FINANCIAL PLAN FOR FY98 - FY00
RECEIPTS:
FY98
FY96 FY97 FINAL
ACTTJAL F. STIMATE BUDGET
FY99 FYOC
PROJECTION PROJECTION
Property Tax 46 10,178 0
Mxscellaneous Revenue 8,819 0 5,000
Road Use Tax 1,513,911 2,063,993 2,145,85~
Total 1,522,776 2,074,171 2,150,857
0 ~
5.000 5,000
2,161,003 2,287.301
2,166,003 2,292,301
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
EXPENDITURES: ACTEIAL ESTIMATE REQ{]EST BUDGET PROJECTION PROJECTION
Personal Services 864,349 1,040,898 1,148,453 1,135,968 1,198,748 1,304,418
Co~modlties 188,782 263,838 207,944 207,944 214,179 220,606
Services And Charges %65,327 574,818 510,711 510,616 523,971 538,292
Capital Outlay 4,318 194,617 167,500 167,500 100,000 100,000
Total 1,522,776 2,074.171 2,034,608 2,022,028 2,036,898 2,163,316
PERSONAL SERVICES:
M.W. I - ST~S
SR ~/TYPIST - STREETS
M.W. II - m~S
M.W. III- ~S
SR M.W. - S~S
ASST SLYPT - STREETS
STREETS & WATER DiST SUPT
FY97 FY98 CAPITAL OUTLAY:
9.00 7.00
.75 .75
4.00 6.00
5.00 6.00
2.00 2.00
.75 .75
.75 .50
22.25 23.00
FY98
1 Curb, Gutter and Brzck Repairs 10C,000
2 Small Sweepers 55,000
2 Radios, Portable 1,000
1 Hot Pressure Washer Sy$. 11.500
167,50C
- 75 -
FORESTRY/HORTICULTURE
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FIHAL
RECEIPTS: ACTUAL ESTIMATE BUDGET
Property Tax 200,041 239,854 226,950
Miscellaneous Revenue 31,005 33,940 35,513
Total 231,046 273,794 262,463
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
EXPENDITURES: ACTUAL ESTIMATE REOUEST BUDGET
FY00
FY99 FY00
PROJECTION PROJECTION
245,428 277,627
38.000 41,800
283,428 319,427
FY99 FY00
PROJECTION PROJECTION
Personal Services 155.964 174,377 185,170 183.325 193,297 210,093
Commodities 5.792 6.272 5.956 5,956 6,132 6,314
Servzces And Charges 55,453 78,604 68,292 68.102 69,049 7~,740
Capital Outlay 13,837 14,541 5,080 5,080 14.950 32,28~
Total 231,046 273,794 264,498 262,463 283.428 319,427
PERSONAL SERVICES:
M W I - FORESTRY
M.#. II - FORESTRY
FO~F-~K/HORTICULTu'~IST
FY97 FY98 CAPITAL OLrTI2~Y:
1.00 1.00 RE-LEAF Program
1.00 1.00 1 Szdewalk Replacement
1.00 1.00 99 Trees
3.00 3.00
FY98
2,200
78O
2.100
5.080
CEMETERY
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97
RECEIPTS: ACTUAL ESTIMATE BUDGET
Property Tax 154.131 173.883 178,073
Cemetery Fees & Charges 36.379 35.000 39,000
Total 190.510 208.883 217.073
FY00
FY99 FY00
PROO]3CTI ON PROJECTION
183,767 198,182
39,000 39.000
222,767 237,182
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITURES: ACTUAL EgrIMATE REQUEST BUDGET PROJECTION PROJETTION
Personal Services 147,063 159,428 165.751 164,075 173,036 188,~25
Commodztles 6,874 7,572 7.919 7,919 8,156 8,402
Services And Charges 26,523 30,838 38.456 38,204 36,981 39.790
Capital Outlay 10,050 11.045 6,875 6,875 2.594 965
Total 190.510 208,683 219,001 217,073 222,767 237.182
PERSO!~,L SERVICES: FY97 FY98
M.W. II - CI~-X~K~ 1.00 1.00
M.W. III- CI~x~.KY 1.00 1.00
SR M.N. - CE~U~-le, KY 1.00 1.00
3.00 3.00
CAPITAL OUTLAY:
4 Cemetery Entrance Improvements
S Tree / Shrub Replacements
FY9$
6.000
875
6.875
- 76 -
I
I
I
I
I
I
I
GENERAL FUND
COMMUNITY PROTECTION
Police
Animal Control
Fire
Housing & Inspection
POLICE ADMINISTRATION
FINANCIAL PLAN FOR FY98 -
RECEIPTS:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Property Tax 255,845 293.304 261,649
Police Services 5,141 5,000 5.000
Transfer: End! Benefits 15,276 12.196 11.612
Total 276,262 310.500 278.261
FY00
FY99 FY00
PROJECTION PROJECTION
265,564 283,966
5,000 5,000
12,309 13,540
282,873 302,506
EXPENDITURES:
-- FY9B BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQt~EST BUDGET
FY99 FY00
PROJECTION PROJECTION
Personal Services 241,657 260,729 229,140 226,223 238.968 260,899
Commodities 3.111 6.614 6.627 6,627 6.822 7,024
Services And Charges 28.579 37.676 45,106 44,041 32,883 33,833
Capital Outlay 2.915 5.481 1,370 1,370 4,200 750
Total 276.262 310.500 282.243 278,261 282,873 3C2,506
PERSOt~L%L SERVICES:
AllMINI STRATI VE CLERK/TYPIST
~ SECRETARY/RECORDS SUPV
POLICE CAPTAIN
POLICE CHIEF
AllMINI STRATI VE CLERK/TYPIST
FY97 FY98
1.00
1.00
1.00 1.00
1.00 1.00
1.00
4.00 3.00
CAPITAL OUTLAY:
I Chair, Desk
I Cabinet, Storage
FY98
75O
620
!,370
POLICE PATROL
FINANCIAL PLAN FOR FY98 -
RECEIPTS:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Property Tax 2,603.640 2,696.636 2,966.469
Police Sea-vices 110,204 75.500 36.000
Hotel/Motel Tax 230,723 220,000 228,000
Federal Crime Grant 145.387 228,000 228.000
Transfer: Empl Benefits 294,361 408,199 365,494
Total 3,384,315 3,628,335 3,823.963
FY00
FYOC
PROJECTION PROJECTION
3,136.377 3,668,895
36.000 36,000
228.000 228,000
228,000 0
425,532 468.085
4,053.909 4,400.980
-- FY98 BUDGET. --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST BUDGET.
FY99 FYOC
PROJECTION PROJECTION
Personal Services 2,827,761 3,094,267 3,513,705 3,274,770 3,460,791 3,779,283
Co~odities 120,247 167,530 145,148 145,148 149,236 153,445
Services And Charges 115,912 122,886 195,094 162,961 165.812 170.492
Capital Outlay 320.395 243,652 174,526 241,084 278.070 297.760
Total 3,384,315 3,628,335 4,028.473 3,823,963 4,053,909 4.400.980
PERSONAL SERVICES:
CO~9~ONITY SERVICE OFFICER
POLICE LIEUTENANT
POLICE CAPTAIN
POLICE OFFICER
FY97 FY98 CAPITAL OUTLAY:
3.00 4.00
3.00 3.00
1.00 1.00
43.00 45.00
50.00 53.00
FY98
1 Fire Arms Training Sys. (FATS) 67,000
1 Workstation 2.376
2 Chair, Side 720
1 Chair, Desk 890
6 Squad Car - Trunk Arrangers 2.100
7 Shot9%m Racks for Squad Cars 1,750
I File, Lateral with overhead 1,50G
6 Radar Unz&s for Squad Cars 12,000
I Laboratory Equipment 3,100
12 Chairs, Stacking 1,23C
7 Micro Computer. Laptop 3~,000
I Table, Drafting 900
1 Carpet 3,700
5 Police Squads 100,000
6 Squad Car Rear Seats - Plastic 2,520
48 Earpiece Microphones, Police 7,448
7 Cages for Squad Cars 3,850
241,084
POLICE CRIMINAL INVESTIGATION
FINANCIAL PLAN FOR FY98 - FY00
RECEIPTS:
Property Tax
Police Services
Transfer: Empl Benefits
Total
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
FY99 FY00
PROJECTION PROJECTION
364,909 397,909 437,117
9,063 0 0
43.224 62,051 56,607
417,196 459.960 493,724
452,695 492,315
0 0
60,003 66,003
512.698 558,318
Personal Services
Commodities
Services And Char~es
Capital Outlay
Total
-- FY98 BUDGET o-
FY96 FY97 DEPT FINAL
ACI'dAL ESTIMATE REQUEST BUDGET
390,306 428,628 466,618 460,764
2,700 3.399 3.437 3,437
18,211 13.057 22.733 21.013
5,979 14.876 8.510 8,510
417,196 459.960 501,298 493,724
FY99 FY00
PR(3~]ECTION PROJECTION
486,963 531,860
3,540 3,646
20,595 21,212
1,600 1,600
512,698 558,318
PERSONAL SERVICES:
POLICE SERGEANT
~ITY SERVICE OFFICER
POLICE LI EUTE~/ANT
POLICE OFFICER
FY97 FY98 CAPITAL OUTI~Y:
1 Prxnter, laser
2 Typewrxter
1.00 1.00 1 Camera, Polaroid
1.00 1 Chaxr, Desk
1.00 1.00 4 Chaxr, $xde
5.00 5.00 i Workstation
7.00 8.00
FY9$
2.500
2,000
165
6OO
1,0O0
2,245
e,510
POLICE RECORDS
FINANCIAL PLAN FOR FY98 -
RECEIPTS:
FY98
FY96 FY97 FINAL
ACTUAL F. ET IMATE BUDGET
Property Tax 223,167 271,795 379,780
Polzce Servaces 16,996 5,500 5,500
Transfer: Empl Benefits 8,225 10,744 10,251
Total 248,388 288,039 395,531
FY00
FY99 ~00
PROJECTION PROJECTION
392,823 405,848
5,500 5,500
10,866 11,953
409,189 423,3~1
'EXPENDITURES:
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACl~]AL ~'TIMA~ l~0UF~'~ BUDGET
FY99 FY00
PROJECTION PROJE="TION
Personal Services 183,720 190,471 244,376 241,301 255,235 278,966
Co,~odities 8,139 10,670 13,079 11,507 10,316 12,109
Services Ant Charges 42,658 82,012 71,702 128,648 130,218 132,226
Capital Outlay 13,871 4,866 129,075 14,075 13,400 0
Total 248,388 288,039 458,232 395,531 409,189 423,301
PERSONAL SERVICES:
POLICE RECORDS CLERK
SR POLICE RECORDS CLERK
AD~ SECRETARY/RECORDS SUPV
POLICE SERGEANT
FY97 FY98 CAPITAL OUTLAY:
1 Printer, laser
1.00 1.00 4 Windows that open
2.00 2.00 1 File, Vertical
1.00 i Paper Shredder
1.00 1.00 1 Typewriter
4.00 5.00
FY98
4,00~
2,50C
375
6,000
1.200
14.075
- 78-
POLICE: COMMUNITY SERVICES
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
FY99 FY00
PROJECTION PROJECTION
Property Tax 176,268 183,773 192,009
Police Services 8,831 0 0
Transfer: Empl Benefits 11,414 15,019 14,302
Tota! 196,513 198,792 206,311
200,338 214,312
0 0
15,160 16,676
215.498 230.988
EXPENDITURES:
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
FY99 FY00
PROJECTION PROJECTION
Personal Services 163,025 164,836 169,849 168,463 177,091 191,450
Co~m~oditles 10.059 15,499 18,328 18,328 18,877 19.443
Services And Charges 19,887 18,457 21,357 19.]20 19,530 20.095
Capital Outlay 842 0 200 200 0 0
Transfers Out 2.700 0 0 0 0 0
Total 196,513 198.792 209,734 206.311 215,498 230,988
PERSONAL SERVICES:
POLICE OFFICER
FY97 FY98
2.00 2.00
2. O0 2.00
CAPITAL Olrrl~Y:
I Camera. 35
FY98
200
200
R£C£IFT$:
Proper~y Tax
Tota!
EMERGENCY COMMUNICATIONS
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 F~NAL
ACTUAL ESTIMATE BUDGET
464.006 617,822 633,492
464.006 617,822 6]3.492
FY00
FY99 FYOC
PROJECTION PROJECTION
662.220 718.316
662.220 71~.316
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITUI~_g: ACT~]AL EETIMATE REQUEST BUDGET PROJECTIO~ PROJECTION
Personal Services ]93.598 412.664 508.912 486,592 514,224 561,346
Co~nodltles 5.298 8,075 6,583 6,583 6,781 6,985
Services And Charges 64,175 122,098 80,507 138,007 140.405 142,875
Capita! Outlay 935 74.985 2,310 2,310 810 7,110
Total 464.006 617.822 598,312 633,492 662,220 718.316
PERSONAL SERVICES:
~RGENCY CO9~(. DISPATCHER
EMERGENCY C(I~6DIICATIONS SUP
EMEKGERCY ~ DISPATCHER
FY97 FY98 CAPITAL OtrlI~Y:
8.00 9.00 2 Chair, D~spatcher
1.00 1.00 3 Frinter, Dot Matrix
.50 1.0O
9.50 II.00
FY98
Si0
1,500
2,31C
- 79 -
ANIMAL CONTROL
FINANCIAL PLAN FOR FY9 8 - FY0 0
RECEIPTS:
Proper~y Tax
Animal Control Services
Total
FY98
FY96 FY97 FINAL FY99 FY00
ACT1/AL ESTIMATE BUDGET PROJECTION PROJECTION
146.058 193.417 187.263 197,483 212,302
92,277 94,417 87,800 88,430 89,075
238.335 287.834 275.063 285,913 301,377
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FYg9 FY00
EXPENDITURES: ACT~RL ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
Personal Services 166,226 199,972 221.415 202.713 214,285 233,968
Coe~odities 14,160 21,623 16.541 16.541 170038 17,550
ServLces And Charges 33,432 44,824 49,429 46.889 47,540 48,909
Capital Outlay 24,517 21.415 173.997 8.920 7,050 950
Total 238.335 287.834 461.382 275,063 285,913 301,377
PERSONAL SERVICES:
!(I~INEL ASS I STAI~T
ANIMAI~ COflTROL OFFICER
ANIMAL COtiTROL SUPERVISOR
FY97 FY9B CAPITAL OUTI,.AY:
1 M~cro Co~puter
I Software - Anz~al Control Sys.
1.00 1.00 I Cabinet, Supply
3.00 3.00 2 Chair. Task
1.00 1.00 1 Craft Room Stools
1 Typewriter
5.00 5.00
FY98
3,000
3,000
620
1,400
300
600
8,920
Property Tax
Licenses & Permits
Charges For Servxces
University Fire Contract
Miscellaneous Revenue
Transfer: Empl Benefits
Total
FIRE DEPARTMENT
FINANCIAL PLAN FOR FY98
FY00
FY98
FY96 FY97 FINAL FY99 FY00
ACTUAL ESTIMATE BUDGET PROJECTION PROJECTION
2.341.249 2.422.549 2.284.051 2.405.833 2.611.492
2.800 0 2,000 2,000 2,000
1.030 S00 S00 500 S00
728.912 747.300 773.000 796.190 820.075
792 13.862 8.719 9.230 10.133
282.150 351.019 345.981 366.740 403.415
3.356.933 3.535°230 3.414.251 3.580.493 3.847.615
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FYO0
~[P~I~DITURES: ACTfiL ESTIMATE RE~T. ST BUDGET PROJECTION PROJECTION
Personal Services 2.787.665 2.920.600 3.014.351 2.901.378 3.062.040 3.336.062
Co~,~mo~lties 77.828 80.205 94.700 94.700 97.542 100.467
Services And Charges 185.458 302.758 340.235 332.634 337.006 346.746
Capital Outlay 76.732 202.417 171.959 55.909 54.275 34.710
Transfers Out 229.250 29.250 29.630 29.630 29.630 29.630
Total 3.356.933 3.535.230 3.650.875 3.414.251 3.580.493 3.847.615
PERSONAL SERVICES:
ADMINISTRATIVE CLERK/TYPIST
BATTALION CHIEF
FIRE CHIEF
FIREFIGHTER
FIRE LIEUTENANT
FIRE CAPTAIN
FY97 FY98
1.00 1.00
4.00 4.00
1.00 1.00
33.00 33.00
10.00 10.00
3.00 3.00
52.00 52.00
CAPITAL OUTLAY:
1 Fzre Lock Sys Encoder-Decoders
i Pitot Gage. Fire Dept.
3 SCBA Units
3 Chamr, Side
1 Mzcro-Compu:er Software
I Trainzng Fzlms/Vldeos
! Fxre Suction Units
16 SCBA Facepzeces
1 Bar Code System
1 Physical Fitness Equipment
1 Audio Visual Presentation Eq.
3 Heat Scanner, Handheld
1 Windows that open
2 Traznmng Room Aids
1 Saw. Chain
I CPR Mannequins
20 Pagers
I Haz~at Tools
FY98
6.400
8OO
15,000
1,400
45O
750
600
4.500
5,000
3,500
1.200
600
750
2.0OC
1.003
500
8,560
899
55,909
TRANSFER TO:
Landfill / Loan Repayment
29.630
29.630
-81 -
H I S ADMINISTRATION
FINANCIAL PLAN FOR FY98 -
Proper~y Tax
Housing Permits & Inspect
Total
FY9$
FY96 FY97 FINAL
ACTUAL ESTIMATI~ BUDGET
169,308 199,120 223,607
5,503 2,450 3,650
174,811 201,570 227,257
FY00
FYO0
PROJECTION PROJECTION
234,063 252,552
3,650 3,650
237,713 256,202
~XPENDITURES:
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATI~ REOUEST BUDGET
FY00
PROJECTION PROJECTION
Personal Services 155,875 169,173 177,412 175,138 185,401 202,991
Commodities 824 1,182 1,234 1.234 1,272 1,311
Services And Char~es 16,857 28.288 31,075 30,885 31,040 31,900
Capital Outlay 1,255 2,927 57,870 20,000 20,000 20,000
Total 174,811 201,570 267,591 227,257 237,713 256.202
PERSONAL SERVICES:
HOUSING ASSISTANT
CODE ENFORCEMENT ASSISTANT
HIS DIRECTOR
HOUSING ASSISTANT
FY97 FY98
1.00
1.00 1.00
1.00 1.00
1.13
3.00 3.13
CAPITAL OUTLAY:
! Permit Plan Software
FY98
20,000
BUILDING INSPECTION
FINANCIAL PLAN FOR FY98 -
R£CE! PTS:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Property Tax 0 0 158
Buildxng Permits & Inspet 364,298 419,100 358,100
Total 364,298 419,100 358,258
FY00
FY99 FY00
PROJECTION PROJECTION
0 47,334
406.100 358,100
406,100 405.434
EXPENDITURES:
Personal Services
Commodities
Services And Charges
Capmtal Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
268,995 289.272 301,687 297,9C2
3,393 8,100 7,520 7,520
30,784 46.677 54,032 52,836
10,084 1,400 0 0
313,256 345,449 363,239 358,258
FY99 ~f00
PROJECTION PROJECTION
315,146 344,442
7.747 7,979
51.886 53,013
0 0
374,779 405,434
PERSONAL SERVICES:
BUILDING INSPECTOR
SR BUILDING INSPECTOR
FY97 FY98 CAPITAL OUTLAY:
5.00 5.00
1.00 1.00
6.00 6.00
FY98
HOUSING INSPECTION SERVICES
FINANCIAL PLAN FOR FY98 - FY00
RECEI PT$:
Property Tax
Housing Permits & Inspect
Total
FY98
FY96 FY97 FINAL
AC19J~L P~'TIMATE BUDGET
FY99 FY00
PROJECTION PROJECTION
59,139 89,982 93,510
139,823 117,800 135,100
198,962 207,782 228,610
103,517 123,486
135,100 135,100
238,617 258,5B6
i~(PENDITURES:
Personal Services
Commodities
Services And Charges
Capital O~tlay
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
174.751 183,752 196,017 193,527
141 3,120 4,216 3,616
17.076 20,910 32,038 31,467
6,994 0 0 0
198,962 207,782 232,271 228,610
FY00
PROJECTION PROJECTION
204,743 223.859
3.724 3,835
30,150 30,892
0 0
238,617 258,586
PERSONAL SERVICES:
HOUSING INSPECTOR
BUILDING INSPECTOR
SR HOUSING INSPECTOR
FY97 FY98 CAPITAL OUTLAY:
3.00 2.00
1.00
1.00 1.00
4.00 4.00
FY98
P.£CEIFTS:
Property Tax
Total
DEVELOPMENT REGg]LATIONS
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL ESTIMAT~ BUDGET
FY99 FY00
PROJECTION PROJE C'TI ON
0 0 43,021
0 0 43,021
45.518 49,801
45,518 49,801
EXPENDI%~IRES:
Personal Services
Services And Charges
Total
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
FY99 FY00
PROJECTION PROJECTION
0 0 41,630 41,059 43,497 47,719
0 0 1,962 1,962 2,021 2,082
0 0 43,592 43,021 45.518 49.801
PERSONAL SERVICES:
DEVELOIAMENT REGtILATIONS SPEC
FY97 FY98
1.00
.00 1.00
CAPITAL OUTT~Y:
FY9B
I
GENERAL FUND
HUMAN DEVELOPMENT
Parks & Recreation
Library
Senior Center
Property Tax
Tota 1
PARKS & RECREATION ADMIN
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTOAL ~IM~ BUDGET
FY99 FYO0
PROJECTION PROJECTION
152,736 164,195 164.866
152,736 164,195 164.866
174,037 189,432
174,037 189,432
EXPENDI'I'UI~:
Personal $ervxces
Coe~odities
Services And Charges
Capital Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL F..~'IMATE REdimOiST BUDGET
137,113 142,296 148.388 147,779
1,688 1,516 1.784 1,784
13,935 16,533 15,983 15,303
0 3,850 0 0
152,736 164,195 166,155 164,866
FY99 FY00
PROJECTION PROJECTION
156,459 171,347
1,838 1,893
15,740 16,192
0 0
174,037 189,432
PERSONAL SERVICES:
ADWINISTRATIVE SECRETARY
PARKS & RECREATION DIRECTOR
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
2.00 2.00
FY98
PARKS
FINANCIAL PLAN FOR ~98 - ~00
RECEIPTS
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Property Tax
~ocal Governmental Agencz
FEMA/FHWA Flood Asslstanc
Miscellaneous Revenue
Mzscel laneous Transfer
Total
870,567 1,164,530 990,736
0 4,000 0
325 0 0
13,933 12,850 13,680
20,130 0 0
904,955 1,181,380 1,004,416
FY99 FY00
PROJECTION PROJECTION
1,089,016 1,079,638
0 0
0 0
13,680 13,680
0 0
1,102,696 1,093,318
EX P~'D 11'OF~:
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTUAL ESTIMATE REQUEST BUDGET
FY99 FY00
PROJECTION PROJECTION
Personal Servxces 493,071 530,403 592,123 569,406 601,204 654,718
Co~modltles 46,354 49,302 62,675 62,675 64,554 66,491
Services And Charges 167,382 219,661 207,470 207,035 212,138 217,809
Capital Outlay 72,071 130,512 62,300 62,300 59,800 51,300
Transfers Out 126,077 251,502 103,000 103,000 165,000 103,000
Total 904,955 1.181,380 1,027,568 1,004,416 1,102.696 1,093,318
PERSONAL SERVICES:
M.W. I! - PARK~
M.W. III - PARKS
SR M.W. - PARKS
PARKS $'J~£R I NTEi~E~T.
M.W. I! - PARKS
FY97 FY98 CAPITAL OUTI~Y:
5.00 5.50
3.00 3.00
2.00 2.00
1.00 1.00
1.00
11.00 11.50
2 Snow Thrower
6 Trash Receptacles
10 Barbecue Grllls
1C P~cnlc Tables
I Sprinklers. Portable
1 Saw. C~rcular
1 Tree / Shrub Replacements
1 Tree Seedlings
67 Trees
2 Playground Equipment
2 Radios. Portable
FY98
1.500
1.805
1.500
2.0OC
7.500
1.000
4,000
2,000
15,0CC
25,COC
1,CCC
62,359
Footbrzdge Replacement 10,000
Park Development-Future Park 38,000
Park Shelter Improvements 10,005
Parks Accessibility Program 25.000
Parks-Parking Lot Improvements 15,000
Parks S~dewalk Replacement 5,000
103,000
l~roper~y Tax
Recreation Fees
Hotel/Motel Tax
Total
RECREATION
F~NANCIAL PLAN FOR FY~8 - FY00
FY98
FY96 FY97 FINAL
AC'Ig/AL ESTIMATE BUDGET
1,060.218 1,145.490 1,211,772
634,178 729.709 748,044
69.217 66.000 68,400
1,763,613 1,941,199 2,028,216
FY99 FY00
PRO~ECTION PRO~ECTION
1,202,084 1.288,495
750,054 752.124
68,400 68,400
2,020.~38 2,109,019
~XPENDITURES:
Personal Services
Co~mod~tzes
$er~zices And Charges
Capital Outlay
Transfers Out
Total
-- FY98 BUDGET --
FY96 D'Y97 DE~T FII~%L
ACTUAL ESTIMATE R~ BUDGET
1,176,293 1,299,718 1.374,685 1,345.312
112,697 128,542 121,044 121.044
352,788 396,493 393,760 393.460
77,235 107,478 180,400 168,400
44,600 8,968 0 0
1.763.613 1,941.199 2,069,889 2,028,216
FY99 FY00
PROJECTIO!~ PROJECTIO~
1.410,470 1,517,598
124,676 128,420
403,842 415,576
81,~50 47,425
0 0
2.020,538 2,109,019
PERSONAL SERVICES
M.W. I - P.~CREATION
SR CLERK/TYPIST - REC
M.W. II - RECREATIOiq
M.W. II - POOLS
OFFICE COORD - RECREATION
REC PROGR~a~ S~ERVISOR
SR M.W. - RECREATION
RECREATION SUPT
M.W. I - RECREATION
M.W. I - POOLS
FY97 FY98 CAPITAL OUTLAY:
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
4 .00 4.00
1.00 .6~
1.00 1.00
1.00 1.00
1.00 1.00
13.00 12.67
FY98
1 Table. Tennis 1,800
1 Foosball Table 600
1 Pool Table 2,000
1 Special Olympic Sports Equip 400
I Pool Tech Swzm Lift II 3,600
I P~i Filter 1.500
I Pool Vacuum 3.200
1 Kxln 3.700
2 Lane Lzne. interzor and exter. 2,100
2 Bleachers, Gym 12,500
i Tiling, Ground 7,500
4 Radios, Portable 4.000
I Cash Register 600
1 CPR Mannequir~s 1,150
2 Chair. Lifeguard 4.000
I Volleyball Equzpment 1.500
2 Micro Co~puter 6.000
10 Table, Work 5.55T
1 P.A. System 6.000
1 Tile Replacement Progra~ 2.800
1 ~larm. Fire 1.900
I HVAC Pneumatic Controls 5.000
I Pool Patio Renovatzon 30,000
1 Steam Generator / Humidifier 8,800
1 Remodel-Reception Area, Rec 10,000
1 Restroo~ s~nk, counter. faucet 3,200
I Shelves, Cupboards 9,000
1 Sandblast, Epoxy & Paint-Pool 27.000
I Concrete Replacement 3,000
168,400
LIBRARY
FINANCIAL PIaAN FOR FY98 -
~96 ~97 FINAL
ACTUAL
Property Tax 1,810,513 1,902,736 2,237.765
Library Levy 398,453 421,249 430,273
Library Services 168,370 172,690 172,428
Johnson County Contract 235,348 236,190 236,190
Total 2,612,684 2.732,865 3.076,656
FY00
FY00
PROJECTIO~ PROJECTION
2,329,640 2,534,517
451,777 460,926
173,890 175,850
243,275 250,570
3,198,582 3,421,863
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
EXPENDITIIRES: ACTUAL ESTIMATE REQUEST BUDGET PROJECTIO~ PROJECTION
Personal Services 1,816.214 1,903.180 2,030.536 2,001,653 2,113,833 2,304,596
Commodities 62.344 64,987 72,757 72,757 74,940 77,185
Services And Charges 277,076 329,401 410,881 409,556 421,799 434,411
Capital Outlay 326,022 363,427 1,036,550 440,900 436,220 453,881
Transfers Out 131,028 71,790 151,790 151,790 151,790 151,790
Total 2,612.684 2,732,865 3.702,514 3,076,656 3,198,502 3.421,863
PERSCXNAL SERVICES:
LIBRARY CLERK
PUBLIC SERVICES CLERK
SR LIBRARY
LIBRARY ASSISTANT I
LIBRARY ASSISTANT II
LIBRARY ASSISTANT III
M.W. Ill - LIBRARY
SR LIBRARY ASSISTA~'~
MICRO COMPUTER SPECIALIST
LIBRARY ASSISTANT
LIBRARIAN I
LIBRARIAN II
SR LIBRARIAN
OFFICE MANAGER - LIBRARY
LIBRARY COORDINATOR
ASST LIBRARY DIREC'rOR
LIBRARY DIRECTOR
LIBRARY CLERK
PUBLIC SERVICES CLERK
LIBRARY ASSISTANT
LIBRARY ASSISTANT II
LIBRARY ASSISTANT III
LIBRARIAN II
FY97 FY98 CAPITAL OUTLAY:
2.00 2.75
2.00 1.75
1.00 1.00
2.00 2.00
1.00 1.00
2.00 2.00
1.00 1.00
2.00 2.00
1.00 1.00
1.00 1.00
1.00
3.00 4.00
2.00 2.00
1.00 1.00
4.00 5.00
1.00 1.00
1.00 1.00
2.00 .50
2.00 1.25
.75 .75
.75
2.75 2.75
1.75 1.75
37.25 37.25
1Desensitxzer, Ch 10 Switcher
10 Chair, Desk
1 Bookshelves
1 Micro Co~puter £gulp~ent
1 Principal
2 Books and Materials
FY98
7,500
B,000
6.000
8,000
75,000
336,40C
440.900
Co~puter Replacement Reserve
Cable Channel Replacement
140,000
11,790
151,790
SENIOR CENTER
FINANCIAL PLAN FOR FY98 -
RECEIPTS:
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BUDGET
Proper%¥ Tax 353,318 481,002 435,583
Charges For Services 4,010 12,879 3,800
Johnson County Contract 94,893 90.000 97,000
Total 452,181 583,881 536,383
FY00
FY99 FY00
PROJECTION PROJECTION
404,185 431,408
3,800 3,800
99,910 102,900
507,895 538,108
I~PENDITURES:
-- FY98 BUDGET --
FY96 FY97 D£PT FINAL
ACTUAL ESTIMATE REOUEST BUDGET
FY99 FY00
PROJECTION PROJECTION
Personal Services 263,247 271,926 268.964 265,764 280.909 306.603
Commodities 11,401 18,275 16,867 15,908 16,387 16,878
Services And Charges 109,063 175.415 146,225 139,275 142,753 146,781
Capital Outlay 32,470 78,265 156,890 47,590 0 0
Transfers Out 36,000 40,000 67.846 67.846 67,846 67,846
Total 452,181 583,881 656.792 536,383 507.895 538,108
PERSONAL SERVICES:
M.W. II - SENIOR CEIwI~K
SR CLERK/TYPIST - SR CENTER
PROGRAM SPECIALIST-SR CENTER
VOLUNTEER SPECIALIST-SR CNTR
SENIOR CENTER COORDINATOR
M.N. I - SENIOR CENTI~
FY97 FY98 CAPITAL OUTLAY:
1MIcro-Co~puter Software
1.00 1.00 1 Pro3ector. Overhead
1.00 1.00 70 Smoke Detectoris)
1.00 3 Chair, Task
1.00 2.00 1 #orkstatlon
1.0C 1.00 1 Fax Machines
.50 .s0 1 Network Server Parts
S.5O S.S0
rY98
1,000
650
5,140
5,000
5,000
1.600
39,200
47,590
Parking
Sr Cntr l~an Repay ~38500
Sr Cntr }iVAC Imprv - 4 Yrs
Sr Cntr Loan Repay #38540
6,000
9.926
30,000
21,920
67,846
ENTERPRISE FUNDS
Parking
Wastewater Treatment
Water
Refuse Collection
Landfill
Airport
Public Transit
Broadband Telecommunications
Beginnin9 Balance
Parking Fines
Interest I noose
Buildin9 Rentals
Ra~p Revenue
Other Parking Revenue
Niscel laneous Revenue
Sr Center Transfer
Miscellaneous Transfer
Total Receipts
Personal Sel-vl ces
Co~mod~ies
Services And Char~es
Capztal Outlay
Transfers
To~al gxpendztures
Endxng Balance
PARKING OPERATIONS
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
1.661,727 1,359,228
460.800 440,000
268,974 125,000
14,400 14,400
1,637,778 1,597,S00
808,615 779,500
6,058 0
6,000 6,000
15,486 0
3,218.111 2,962,400
942,501 976.260
16,293 35,609
433,927 516,679
9,173 36,244
2,118,716 1,629,598
3,520,610 3.194,390
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
~ BUDGET PROJECTION PROJECTION
1,127,238 1,012,336 894,785
440,000 440,000 440,000
250,000 250,000 250,000
14,400 14,400 14,400
1.646.000 1,646,000 1,646.000
787,500 787.500 787.500
0 0 0
6.000 6.000 6,000
0 0 0
3,143,900 3,143,900 3,143,900
1,022,696 1,022,696 1,082,406 1,184.641
27,948 27,948 28,786 29,648
497,045 496,855 513,226 S31,034
87,000 87,000 0 0
1,624,303 1.624,303 1,637,033 1,636,509
3,258,992 3.258,802 3,261,451 3,381,832
1,359,228 1,127.238
1,012,336 894,785 656,853
P!~SONAL SERVICES:
CASHIER- PARKING
M.#. I - PARKING SYSTEMS
PKG ENFORCEMENT ATTENDANT
M.W. IT - PARKING SYSTEle~
M.W. lI - P, AMP/~-i-e~ P~PAIR
CIJST(~ER SERV PEP - PARKING
PKG OPERATIONS SUPERVISOR
PARKING MANAGER
PARKING AND TRANSIT DIRECTOR
CASIilER - PARKING
M.M. I - PARKING SYSTEMS
M.W. I - T0~ING
PKG ENFORCEMENT ATTENDAI~T
FY97 FY98
3.00 3.00
2.00 2.00
4.00 4.00
2.00 2.00
2.00 2.00
1.00 1.00
2.00 2.00
1.00 1.00
.SO .50
7.00 7.00
1.00 1.00
.50 .SO
l.S0 1.S0
27.50 27.S0
CAPITAL OUTLAY: FY98
6 Chair, Drafting 3,000
7 Fee Cc~puter - Parking 84,000
87.000
1992 Capztal boan Notes
1992 Revenue Refunding 86 GO
1995 Taxable Revenue Bonds
Improve/Replace Reserve
Transit Subsidy
Fanes To General Fun~
327,458
166,665
430.180
170,000
90.000
440,000
1,624,303
-91 -
PARKING, BOND & INT S~NKIN~
FINANCIAL PIJ~N FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
ACTUAL ESTIMATE RE00T-S~ BUDGET PROJECTION PROJECTION
~-~innin9 Balance 148,920 177,244 157 o 244 1R7,244 0
Parking Impact Fee 30,824 0 0 0 0
Total Receipts 30,824 0 0 0 0
Services And Charges 2,500 0 0 0 0 0
Capital Outlay 0 0 0 0 157,244 0
Transfers 0 20,000 0 0 0 0
Total E~pend~tures 2. SO0 20. 000 0 0 1S7,244 0
Ending ~l~ce
177 , 244 1S7 , 244 157 , 244 0 0
PARKING, BOND RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
Begznn~ng Balance 669. 000 669. 000
Transfer From Enterprzse Fund S,137 0
Total Receipts S,137 0
Transfers S, 137 0
Total Expendstures S. 137 0
-- FY98 BUDGET --
DEPT FINAL F~99 FY00
REOUEST BUDGET PROJ~CTI 0~ PROJECTION
669. 000 669,000 669,000
0 0 0
0 0 0
0 ~ 0 0
0 0 0 0
669,000 669. 000 669. 000
Endzng Balance
669,000 669,000
Beg z .nning Balance
Transfer from Parking Fund
Total Receipt s
Capital Outlay
Transfers
Total E~q)enditures
Ending Balance
PARKING RENEWAL & IMPROV RES
FINANCIAL PLAN FOR FY98 - FYO 0
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACTI]AL ESTIMATE REQUEST BUDGET
1,366,112 1,99S,006 1,870,237
620,000 170,000 170,000
620,000 170,000 170,000
0 0 0 0
-8,894 294,769 200,000 200,000
-8,894 294,769 200,000 200,000
1,99S,006 1,870,237 1,840,237
TRANSFER TO:
Repairs
200,000
200,000
FY99
PROJECTION
1,840,237
170,000
170,000
1,100.000
270,000
1,370,000
640.237
FY00
PROJE~TION
64C.237
170,000
170,000
0
0
0
810.237
Beginning Balance
Bond Ordinance Transfers
To~a~ Receipts
Serv£ces And Charges
~apital O~tlay
Transfers
To~al Expenditures
Ending Balance
1985 PARKING BONDS SINKING
FINANCIAL PLAN FOR FY98 - FY00
FY97
ESTIMATE
2.781,978 10.000
24,395 0
24,395 0
1,001 0
2.785,023 10.000
10,349 0
2,796,373 10,000
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
~ BUDGET [~03ECTIO~ PROJECTION
0 0 0
0 0 0
0 0 0
1,035 0 0 0
0 0 0 0
0 0 0 0
1,035 0 0 0
10.000 0
0 0 0
Beginning ~alance
Bond Ordinance Transfers
Total Receipts
Capital Outlay
Total Expenditures
Ending Balance
PERSONAL SERVICES:
1992 PARKING BONDS-REFUND 86
FINANCIAL PLAN FOR FY98 - FY00
F'Y96 FY97
ACTUAL ESTIMATE
140.453 147,463
169.925 168,425
169.925 168.425
162.915 156,675
162,915 156,675
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
159,213 160,833 172,323
166,665 174,645 171.695
166,665 174,645 171,695
165,045 165,045 163.155 170,670
165,045 165,045 163.155 170,670
160.833 172,323 173,348
147.463 159,213
FY97 FY98
.00 .00
CAPITAL OUTLAY: P/98
1 Rev Bond Interest Exp 35,045
1 Principal 130.000
165,045
Beginning Balance
Bond Ordinance Transfers
Total Recexpts
Capital Outlay
Total Expenditures
Ending Balance
PERSONAL SERVICES:
1992 CAPITAL LOAN NOTES
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL F..STIMATE
0 0
330,605 331,818
330,605 331,818
330,60S 331,818
330,60S 331,818
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
REQUF,~T BUDGET PROJECTION PROJECTI0~
0 0 0
327,458 327.858 327.778
327,458 327,858 327,778
327,458 327.458 327.858 327,778
327,458 327,458 327,858 327,778
0 0
0 0 0
FY97 FY98
.00 .00
CAPITAL OUTLAY:
1 Principal
1 Rev Bond Interest Exp
FY98
200,000
127,458
327,458
- 93 -
PARKING SINKING F~ND 4/9~00
FINANCIAL PLAN FOR FY98 -
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
ACTIIAL ESTIMATE R~QiIF. ST BUDGET PROJECTION PROJECTION
Beginnin9 Balance 12,281 297,109 344. 677 355,089 369,764
Bond Ordinance Transfers 422,991 429,355 430,180 434,530 437,036
Total Receipts 422,991 429,355 430. 180 434,530 437,036
Capital Outlay 138. 163 381,787 419,768 419,768 419,855 423,284
Total ~-xpendltures 138,163 381,787 419,768 419,768 419,855 423,284
~nding Balance 297,109 344,677 355° 089 369,764 383,516
P~RSO!~AL SERVICES:
FY97 FY98
.00 .00
CAPITAL OUTlaY:
I Rev Bond Interest Exp
1 Pr inci~al
FY96
159.768
260,000
419,768
Be91nnin9 Balance
(3~arges For Services
Intereat Incoa~
Miscellaneous Revenue
Wastewater Lab Svcs Chgback
M~scellaneous Transfer
Total Receipts
Personal Services
Coem~dlties
Services And Charges
Capital Outlay
Transfers
Total Expenditures
~ndin9 Balance
WASTEWATER TREATMENT OPERATION
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 B~-%'T --
FY96 FY97 DEPT FIliAL
ACTUAL F~'TIMAT~ RF~ BUDGET
3,182,716 4,995.404 5,641.361
8.295,411 9,474,774 10,428,000
246 0 0
572,957 541.152 615,000
166.355 20.500 19,000
54,841 53,000 50,000
41.375 0 0
9,131.185 10,089,426 11.112,000
1,110,255 1,174,443 1,2150570 1,215.570
213,146 286,046 292,099 292,099
1,068,110 1,279,321 1.262,739 1,259,952
149,506 489,464 254,650 252,150
4.777,480 6,214,195 7.225,631 7,225,631
7,318,497 9.443.469 10,250,689 10,245,402
4,995.404 5,641,361 6,507,959
FY99
PROJECTIO~
6,507,959
11,436,000
0
655,000
19,000
50,000
0
12,160,000
1,284,665
298,822
1,299,388
249,250
7,913,064
11.045.989
7.621.970
FYO0
PROJECTION
7,621,970
12.355,000
0
706.700
19,000
50.000
0
13.130.700
1.401.790
305.743
1,342.686
248.700
8,216.017
11,514.936
9,237. 734
PERSONAL SERVICES:
WATER },{~..-r~E READER
M.W. I - WASTE~TER TRT~
M.W. II - W~A~ ~
SR ~K/~PI~ - W~A~
~O~RY ~ICI~
M.W. III-W~A~ ~
~I~ OPEneR - W~A~
T~ - W~A~ ~
M.W. III- ~-i-~WA~
E~ONI~ ~-~A~
SR T~-W~T~ ~
SR M.W. - W~A~ ~
SR M.W. - W~A~ P~
W~A~ ~ ~
FY97 FY98 CAPITAL OUTI,~Y:
.8O
1.00 1.00
4.00 4.00
1.00 .75
1.00 1.00
1.00 1.00
4.00 4.00
5.00 5.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 .75
25.00 25.30
Chip / Seal
Inflo~ & Infiltration repair
L~ndscaping - WNTF
Laboratory Equipment
Safety Equip - Atmosph Testing
Building Repamrs
Facility Equipment Repamrs
Process Instruments
Lift Sis:ion Repairs
Alarm, Lif: Station
C~air, Desk
Desk
#orkstation
Table, Conference
Micro Co~uter, Laptop
FY98
10,000
50,000
10,000
5.000
8,000
5C,000
5~,000
35,000
15,000
7.500
SSO
1,700
3,500
900
5,000
252.150
Wastewater Projects 300,000
1997 Revenue Bond Issue 757,700
1993 Reftmd 1986 Revenue 3,469.564
1996 Revenue Bond Issue 1,377.138
1998 Revenue Bond Issue 392,600
1989 G.O. Bonds 223,350
1990 G.O. Bonds 107,421
1991 G.O. Bonds 27,072
1994 G.O. Bon~ 317.709
1995 G.O. Bonds 253.077
7,225.631
WASTEWATER REN & IMP RESERVE
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99
AC~IAL ESTI NAT~ REQUF~'T BUIXiET PROJECT I ON
Beginning Balance 2,000.000 2,000,000 2,000.000
Ending Balance 2,000,000 2.000,000 2,000,000
2.000,000
2,000,000
FYO0
PRO~EC'rlON
2,000,000
2.000.000
Beginn£ng Balance
96 Sewer Transfers
Total Receipts
Endin~ Ba lance
WASTEWATER BOND & INTEREST RES
FINANCIAL PLAN FOR FY98 - FY00
FY97
ESTIMATE
3. S13. 900 4. 932. 363
1.418.463 0
1.418.463 0
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
REQ~--~ST BUDGET PROJECTION PROJECTIO~
4.932.363 4.932.363 4.932.363
0 0 0
0 0 0
4.932.363 4.932.363
4.932.363 4.932.363 4.932.363
Begxnning Balance
Bond Ordinance Transfers
Total Receipts
Capital Outlay
Total Expenditures
£ndin<j Balance
PERSONAL SERVICES:
BOND a INTEREST SINKING 1/93
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FII~L
ACTUAL ESTIMATE REQUEST BUDGET
1.368.267 2.375.147 2.432.592
3.455.294 3.475.184 3.469.564
3.455.294 3.475.184 3.469.564
2.448.414 3.417.739 3.434.874 3.434.874
2.448.414 3.417.739 3.434.874 3.434.874
2.375.147 2.432.592 2.467.282
FY97 FY98 CAPITAL OUTLAY:
i Principal
I Rev Bond Interest Exp
.00 .00
FY99
PROJECTIO~
2.467.282
3. 454. 594
3.454. 594
3. 427. 079
3. 427. 079
2.494. 797
FY00
PROJECTION
2.494.797
3.455,564
3.455,564
3.410.079
3.410.079
2.540.282
FY98
1.390.000
2.044.874
3.434.874
Begxnnzn~ Balance
Bond Ordinance Transfers
Total Receipts
CapLtal Out lay
Total L~nditures
1996 SEWER REVENUE FUND
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FIIOJ~ FY99 FY00
ACTt~.L ESTIMATE REQ{~'r~'T BUDGET PROJECTION PROJECTION
0 318.838 709.878 982.378 998.003
212.529 1.191.155 1.377.138 1.383.388 1.388.387
212.529 1.191.155 1.377.138 1.383.388 1.388.387
-106.309 800.115 1.104.638 1.104.638 1.367.763 1.373.388
-106,309 800,115 1,104,638 1,104,638 1.367.763 1.373.388
Ending Balance 318.838 ?09.878 982.378
PEI~ONAL SERVICES:
FY97 FY98
.00 .00
C~PITALOUTLAY:
I Rev Bond Interest Exp
1 Princxpal
998.003
1.013.002
FY98
1.004.638
100.000
1.104.638
Beginning Balance
Bond OrdinanceTransfers
Total Receipts
Capital Outlay
Total Expenditures
Endin9Balance
PERSONAL SERVICES:
BOND & INTEREST SINKING 2/97
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99
ACTUAL ESTIMATE REQUEST BUDGET PROJECTION
0 0 377,S00 380,200
0 377,500 757,700 757,700
0 377,500 757,700 757.700
0 0 755.000 755,000 755.000
0 0 755,000 755,000 755,000
0 377,500 380,200 382,900
FY97 FY98
,00 .00
C_.APIT~L ol.rr'.~,Y:
1 Rev Bond Interest Exp
FY00
PROJECTION
382,900
757,700
757,700
755,000
755,000
385,600
FY98
755.000
755.000
Beginning Balance
Bond Ordinance Transfers
Total Receipts
Capital Outlay
Total Expenditures
£nd~ng Balance
BOND & INTEREST SINKING 2/98
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
0 0
0 0
0 0
0 0
0 0
0 0
-- FY98 B~ --
DEFT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
0 392,60C 392.600
392,600 785,200 785,200
392,600 785.200 785,200
0 0 785.200 785.200
0 0 785,200 785,200
392,600 392.600 392.600
Beginning Balance
Bond Ordznance Transfers
Total Receipts
Capital Outlay
Total Expenditures
Ending Balance
BOND & INTEREST SINKING -
FINANCIAL PLAN FOR FY98 -
FY96 FY97
AC~/AL ESTIMATE
0 0
0 0
0 0
0 0 0
0 0 0
1999
FY00
-- FY98 BUDGL:'T --
DEPT FINAL
REQUEST BUDGET
0 0
FY99 FY00
PROJECTION PROJECTION
0 0 341,525
0 341,525 683,050
0 341,525 683,050
0 0 683,050
0 0 683,050
0 341,525 341.525
- 97 -
Be~innin~ Balance
#ater Sales
~/FI{WA Flo~lGrant
Interest Incc~me
Miscell~,~o~ R~venue
To~al Receipts
Person1 Semites
C~ties
Semites ~d ~rges
Capztal ~lay
Tra~fers
Total ~ndztures
WATER OPERATIONS
FINANCIAL PLAN FOR FY98
FY96 FY97
A~
2,393,296 3,230,913
S,100,564 5,937,091
1,663 0
248,447 240,000
49,761 0
386 0
5,400,821 6,177,091
1,262,671 1,222,429
701,933 906,742
1,098,695 1,308,126
104,710 351,501
1,395,195 2.026,063
4,563,204 5,814.861
- FY00
-- FY98 BUDGET --
DEPT FIN~ FY99 FY00
REOOT, ST BUDGET PRO0~CTION PROJECTION
3,593,143 4,193,952 5,337,074
6,915,000 7,855,000 8,806,000
0 0 0
259,000 398,000 474,000
77,000 77,000 77,000
0 0 0
7,251,000 8,330.000 9,357,000
1,341,982 1,259,006 1,329,045 1,449,951
900,233 855,233 871,402 888,695
1,271,430 1,240,383 1,269.431 1.303,251
206,650 356,650 170.000 170,000
2,938,919 2,938,919 3,545,400 4,841,351
6,659,214 6.650,191 7,186,078 8,653,248
Endzng Balance
3,230,913 3,593,143
4,193,952 5,337,874 6,041,626
PERSONAL S[~VICE~:
WATER METER READER
WA~%~ SERVI C~S
M.#. I-WATER CUSTOI~E~ $~VICE
M.W. I ~ WAT~ DIST
M.W. II - WAT~'R SERVICE
SR ~K/~PI~ -
M.W. III - MAWR DI~
W.W. III - WA~ P~
T~ - WA~
P~LIC I~/~ ~ - WA~
~R SERVI~ ~
SR T~ - WA~
SR M.W. - WA~R DI~IB~ION
~ S~ - WA~
~S & WA~ DI~ ~
FY97 FY98
2.00 1.20
1.00 1.00
2.00 2.00
2.00 2.00
3.00 3.00
.25 .2S
3.00 3.00
1.00
6.00 7.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
.25 .25
1.00 1.00
.25 .2S
1.00 1.00
26.75 25.95
CAPITAL OUTLAY: rY98
Pressure Sensors (SCADA) 30,000
GAC Caps 100,000
Water Chemzcal Feed System 30,C00
Safe Drznkzng Water Act Imprv 100,000
Flocculator Replacement 15,000
Water M~ters 70,000
Radios. Portable 1,800
Metal Locator = Stop Box 4,000
Camcorder
Audio Visual Presentation Eq. 300
Water Softener 2,500
Chair, Desk 1,550
Typewriter 500
Water CIP Projects
1997 Revenue Bonds
1988 G.O. Bonds
1990 G.O. Bonds
1992 G.O. Refllndlng 85/86
1994 G.O. Bonds
1995 G.O. Bonds
1996 G.O. Bonds
Improvement Reserve
170,000
1,109,000
34,201
41,778
99,957
202.899
620,171
524,913
136,000
2.938,919
356,650
- 98 -
Beginnin~ Balance
Transfer from #ater Pund
Tota! Receipts
Endin~ Balance
WATER DEPR, EXT & IMPR RES
FINANCIAL PLAN FOR FY98 - FY00
-- !~98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
ACTUAl. ESTINAT~ P~0UEST BUDGET PROJECTION PROJECTIO~
1,202.592 1,338,592 1,474,592 1,610,592 1,746.592
136,000 136,000 136,000 136.000 136.000
136,000 136,000 136,000 136.000 136.000
1.338,592 1,474,592 1,610,592 1,746.592
1.882.592
Beg~nnxn9 Balance
Bond Ordanance Transfers
Total Recexpts
Capital Outlay
Total Expenditures
Endxng Balance
PERSONAL SERVICT~:
BOND a INTEREST SINKING - 2/96
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99
ACTUAL ~IIO, TE R.EOUF.~T BUDGET PROJECTION
0 0 299.500 299,500
0 299,500 1,109.000 1.109.000
0 299,500 1,109.000 1.109.000
0 0 1,109,000 1,109.000 1,109.000
0 0 1.109,000 1,109,000 1,109,000
0 299.500 299.500 299,50C
FY97 FY98
.00 .00
CAPITAL OUTLAY:
1 Rev Bond Interest Exp
FYO0
PROJECTION
299,500
1.109,000
1,109,000
1.109.000
1.109.000
299,500
FY. 98
1,109,000
1,109,00C
Beg~nnzn9 Balance
Bond Ordinance Transfers
Total Receipts
Capital Outlay
Total Expenditures
End~n9 Balance
BOND & INTEREST SINKING - 2/98
FINANCIAL PhAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99
ACTUAL ESTIMATE RIgQUEST BUq3GET PROJECTION
0 0 0 0
O 0 0 660,667
0 0 0 660,667
0 0 0 0 0
0 0 0 0 G
0 0 0 660,667
FY00
PROJECTION
660.667
1,982.000
1.982.000
1,982,000
1,982,000
66C,667
REFUSE COLLECTION OPERATIONS
FINANCIAL PLAN FOR FY9 8 - FY0 0
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
ACTUAL ESTIMAT!~ ~ BUDGET PROJECTION PROJECTION
Beginning Balance 361. 342 364,018 422,045 421,259 325,957
Refuse Collection Fees 1,340,054 1,441,000 1,350,000 1,350,000 1,445,000
Recycling Curbside Collection 365,601 421,000 421,000 421,000 450,000
Reiuse Stickers 13,549 0 36,000 36,000 36,000
Recycling Revenues 93,317 90,000 90,000 90,000 90,000
Interest Income 23,863 S,000 12,000 12,000 12,000
M~scellaneous Revenue 132 0 0 0 0
Total Receipts 1,836,596 1,957,000 h909.000 1,909,000 2,033,000
Personal Sel~lces 672,859 760,128 821,920 821,920 868,401 946,826
Cc~11Exlltles 28,550 37,135 37,266 29,266 30,146 31,052
Services And Cha~es 1,014.009 1,021,725 1,037,332 1.037,237 1,086,192 1,124,~62
Capxtal OutXa¥ 98.502 S9.985 1,800 1,800 0 0
Transfers 20.000 20.000 19,563 19.563 19,563 19.563
Total Exl)endxtures 1,833.920 1,898.973 1.917,881 1.909.786 2,004,302 2,122.003
Ending Balance
PERSONAL SERVICES:
CLERK/TYPIST - SOLID WASTE
M.W. I - REFUSE
M.W. II - REFUSE
ASST SUPT - SOLID WASTE
SOLID WASTE SUPT
364,018 422.045 421,259 325.957 236.954
FY97 FY98
.S0 .75
8.00 8.00
10.00 10.00
.75
.SO
19.00 19.S0
CAPITAL OUTLAY: F"/98
2 Radzos. Portable 1,800
1.850
TRANSFER TO:
Equip. Res. - 3 Recycling Trucks
19,563
19,563
landfill
Recycled Solid Waste
Interest Income
A/R Interest
Mzscel laneous Revenue
Total Receipts
Perso~l Seduces
Capital ~tlay
~fers
Total ~nd~tures
Endin9 Balance
LANDFILL OPERATIONS
FINANCIAL PLAN FOR FY98 -
FY96 FY97
ACTUAL ESTIMATE
2,071,665 1,433,221
3,143,901 3.200,000
218,947 100,000
104,739 90.000
2.673 0
3.744 5.000
3,474,004 3,39S.000
480,990 544,626
28,923 23,868
991,766 1.131.574
10,769 6,211
2,600,000 1,700.000
4,112,448 3,406,279
FY00
-- FY98 BUDGET --
DEFT FIliAL FY99 FY00
P,~Q~EET BUDGET PROJECTIO~ PROJECTION
1,421,942 1,127,694 810,838
3,115,000 3,115,000 3,115,000
155,000 155.000 155,000
90,000 90,000 90,000
0 0 0
0 0 0
3.360,000 3,360,000 3,360,000
548,775 533.079 563,262 614,308
39,127 39,127 40,305 41,516
1,352,708 1,316,542 1,338,289 1,361,742
66,000 65,500 35.000 0
1,700,000 1,700,000 1,700,000 1,700,000
3,706,610 3,654,248 3,676,856 3,717.566
1.433,221 1.421,942
1.127,694 810,838 453,272
S CALEHOUSE OPERATOR
CLERK/TYPIST - SOLID WASTE
M.#. I - LANDFILL
M.W. II - LANDFILL
SR CLERK/TYPIST - WASTEWATER
M.W. III - LANDFILL
SR M.W. - LANDFIILL
CIVIL ENGINEER
WASTEWATER TREATMENT SUPT
SOLID WASTE SUPT
FY97 FY98
2.00 2.00
.50
1.00 1.00
3.00 3.00
.25
3.00 3.00
1.00 1.00
1.00 1.00
.25
.50
12.00 11.S0
CAPITAL OUTLAY: FY98
Mzcro Co~uter 3,000
Desk 800
Workstation 1,500
Lockers 600
Chair, Cashier / Lab Tech. 50C
File 300
Scalehouse I~rovements 13,000
Steam Cleaning Station 10,000
Seeder 12,000
Radios, Portable 1,800
Water Softener !,500
Wzre Welder 2,0C0
Freon Recovery Sys.
Groundwater Monltor~ng Instru. 5,000
Floor Jack 3,500
S19ns / Barricades 5,000
65,500
TRARSFER TO:
Landfill Reserve
1,700,000
1,700.000
- 101 -
Be9innin9 ~alance
Interest Income
Total Receipts
~ndin9 B~ lance
LANDFILL CLOSE-PERPETUAL CARE
FINANCL~L PLAN FOR FY98 - FY00
FY9?
ESTIMATE
273,881 290,684
16,803 3,000
16,803 3,000
290,684 293,684
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
293,684 308,684 324,684
15,000 16,000 17,000
15,000 16,000 17,000
308,684 324,684 341,684
LANDFILL REPLACEMENT RESERVE
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
AC~/TJAL ESTIMATE REQtlF,~T BUDGET PROJECTION PROJECTION
Beginning Balance 2,842,739 3,774,301 4,387,380 4,260,703 6,208,526
Interest Income 201,084 90,000 180,000 180,000 180,000
Interfund Loan 70,500 114,250 142,823 142,823 142,823
Transfer fro~ Land[ill Fund 2,600,000 1,700,000 1,700,000 1,700,000 1,700,000
Total Receipts 2,871,584 1,904,250 2,022.823 2,022,823 2,022,823
Services And Charges 0 200,431 0 0 0 0
Capital Outlay 0 0 0 0 75,000 175,000
Transfers 1,940,022 1,090,740 2,149,500 2,149.500 0 O
Total Expenditures 1,940,022 1,291,171 2,149.500 2,149.500 75,00G 175,000
Ending Balance
3,774,301 4.387.380 4,260.703 6,208,526 8,056,349
Land Acquisition
Landfill Cell
Hazard Waste Recycling Facil
Sr Center ]~AC Repl.
;ttrport Side Maint Bldg
200,000
1,300,000
520,000
100,000
29,500
2,149,500
Beginning Balance
State Surcharge
Interest Income
Total Recezpts
Co~odities
Services And Charges
Transfers
Total Expenditures
Ending Balance
SOLID WASTE SURCHARGE RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
196,951 207,318
71,375 70,000
10,902 4,000
82,277 74,000
650 3,000
41.010 33,999
30.250 37.000
71,910 73,999
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
207,319 184.064 155.655
70,000 70,000 70,000
10,000 10,000 10,000
80,000 80,000 80,000
1,007 1,007 1,037 1,068
41,138 41,138 42.372 43,644
61,110 61,110 65,000 69,70C
103,255 103,255 108,409 114.412
207,318 207,319
184,064 155,655 121,243
JCCOG. Solid Waste Grant
JCCOG, Solid Waste Planner
25,000
36,110
61,110
Becjinnxn9 Balance
Landfill Pees
In~res~ Income
Total Receipts
Ending ~alance
FY96
ACTUAL
1,089,479
516.648
66,961
583.609
LANDFILL ASSUR. CLOSURE RESRV.
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY97 DEPT FINAL FY99 FY00
EgTI~TE REOUEST BUDGET PROJECTION PROJECTION
1.673,088 2,253,088 2,848,088 3,463,088
550. 000 5150000 515,000 515. 000
30. 000 80. 000 100,000 120, 000
580. 000 595,000 615,000 635. 000
1,673,088 2,253,088 2.848,088 3,463,088 4,098.088
Beginning Balance
Landfzll Fees
Interest Income
Total Receipts
Personal Services
Co~noditxes
Servxces And C~arges
Total Expenditures
Endxng Balance
LANDFILL SPEC. CLEANUP RESERVE
FINANCIAL PZ~N FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
ACTUAL ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
101,3S3 181.760 205,983 269. 778 333. 324
143,677 130,000 138,000 138,000 138. 000
5. 312 0 5,000 5. 000 5. 000
148. 989 130. 000 143 . 000 143. 000 143. 000
507 180 532 532 550 581
6 2. 747 9 9 9 9
68 , 069 102,850 78. 664 78 , 664 78. 895 79.133
68 , 582 105. 777 79,205 79,205 79. 454 79.723
181,760 205.983 269.778 333.324 396.601
Beginnin~ Balance
Rentals
Miacel laneot~ Revenue
Transfer: C~neral L~vy
Total Recezpts
Co~modzt zes
-~ervzces And Charges
Capital Outlay
Transfers
Total Expenditures
Endzn9 Balance
PERSONAL SERVICES:
AIRPORT MANA~E~
M.W. ! - AIRPORT
AIRPORT OPERATIONS
FII~kNCIAL PI=AN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
A~ ESTIMAT~ RE~JF~ BUDGET PROJECTION PROJECTION
14,345 14,311 16,214 11,621 14,540
124,987 127,000 143,000 143,000 143,000
6,600 7,000 6,400 6,400 6,400
126,328 125.6S7 100,000 i00,000 100,000
257,915 259,657 249,400 249,400 249,400
67,731 73,528 78,313 78,313 82,811 90,524
5,196 7,943 9,937 8,062 8,305 8,553
86,067 101.726 120,192 111,671 104,018 106,809
4,893 16,900 34,100 4,600 0 0
94,062 57,657 51,347 51,347 51,347 51,347
257,949 257,754 293,889 253,993 246,481 257,233
14,311 16,214 11.621 14,540 6,707
FY97 FY98 CAPITAL OUTI=AY: FY98
1.00 1.00 1 Runway Repairs 2,000
.50 .50 6 Chazr, Lobby 2,60C
1.50 1.50 4,600
South T-Hanger Loan Repayment
FY97 Hanger - Loan Repayment
31,347
20,000
51,347
Beginning Balance
Charges For Services
Bus Fares
Local Governmental Agencies
State Grants
Federal Grants
Interest Income
Miscellaneous Revenue
Transfer: Transit Levy
Transfer: General Levy
Transfer fro~ Parking Fund
Miscellaneous Transfer
Total Receipts
Personal Servzces
Co~lt 1es
Servxces And Charges
Capital Outlay
Transfers
Total Ex~nditures
TRANSIT
FINANCIAL PLAN
FY96
ACTUAL
223,068
3
639,125
27,060
278,262
264,992
17,610
213
1,401,916
269,000
90,000
-1,188
2.986,993
1,831.563
274,662
734,669
27,052
61,130
2,929,076
OPERATIONS
FOR FY98 - FY00
-- FY98 BUDGET --
FY97 DEPT FINAL FY99 F'Y00
ESTIMATE ~ BUDGET PROJECTION PROJECTION
280,985 136 , 951 195 , 365 248 , 860
72,752 78 , 682 82,163 87 , 483
781 , 500 779 , 550 779,550 779 , 550
26,500 34,319 37. 620 43,242
266,000 250. 000 250. 000 250,000
250,000 192,000 144,000 48,000
6 o 000 10. 000 10,000 10,000
0 0 0 0
1,482,171 1,520.558 1.589.585 1,621,776
395,000 420. 000 534 , 000 734 , 000
90,000 90,000 90,000 90,000
0 0 0 0
3.369,923 3,375,109 3,516,918 3,664,051
1,906,746 2,035,625 2,035.625 2,153,865 2,355,809
443,883 406,343 402,343 408,124 414,079
974,500 869,203 873. 727 901,434 931,578
188,828 101. 000 5,000 0 0
0 0 0 0 0
3,513,957 3,412,171 3,316,695 3,463,423 3,701,466
Ending Balance
28C,985 136,951
195,365 248,860 211,445
PERSONAL SERVICES:
ACCOUNT CLERK - TRANSIT
M.#. I! - 7TraNSIT
MASS TRANSIT OPERATOR
PARTS/DATA ENTRY CLERK
M.W. III - TRANSIT
MECHANIC I
BODY REPAIR MECHANIC
MEC~LMqlC II
MECHANIC III
SR MECHANIC
EQUIPMENT SHOP SUPERVISOR
TRANSIT SHOP SUPERVISOR
TRANSIT OPERATIONS SUPV
TRANSIT MANAGER
PARKING AND TRANSIT DIRECTOR
M.W. I - TRANSIT FACILITTf
M.W. I - TRANSIT
MASS TRANSIT OPERATOR
FY97 FY98
1.00 1.00
1.00 1.00
19.00 19.00
1.00 1.00
1.00 1.00
1.0O 1.00
1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00
1.00
2.00 2.00
1.00 1.00
.50 .50
.50 .50
2.2S 2.2S
14.25 14.2S
CAPITAL OUTLAY: FY98
1 Carpet 5,000
48.50 49.50 5.000
TRANSIT REPLACEMENT RES
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY0O
AC77JAL ESTIMATE R~QUEST RUD~ET PROJECTIO~ PROJECTION
Beginning Balance 478,657 614,326 28,056 28. 056 28,056
Federal Grants 0 233,100 0 0 0
Interest Inco~ 489 0 0 0 0
Transfer From Transit Fund 60,000 0 0 0 0
Total Receipts 60,489 233,100 0 0 0
Services And Charges 68 5,000 0 0 0 0
Capital Outlay 35,572 278,500 0 0 0 0
Transfers -110,820 535,870 0 0 0 0
Total Expendxtures -75,180 819,370 0 0 0 0
Endzng Balance
614,326 28,056 28,056 28,056 28,056
BROADBAND TET.ECOMMUNICATIONS
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99 FY00
ACTT~L ESTIMATE REQO~ST B O~6~T PROJ~CrIO~ PROJ~CTIC~
Beginning Balance 133.298 130,918 121,508 114,555 100,908
Charges For Services 4,149 0 0 0 0
Interest Income 10.746 8,000 10,000 10.000 10,000
Miscellaneous Revenue 3,369 0 0 0 0
Cable Franchise Fee 309,344 294.000 315,000 315,000 315,000
Miscellaneous Transfer 11.494 0 0 0 0
Total Receipts 339,102 302.000 325,000 325,000 325,000
Personal Services 193,592 199.425 216.894 216,894 228,680 248,616
Co~m~ities 4,758 6.893 7.097 7,097 7,311 7,529
Services And Charges 48,741 44.227 46.456 44,184 49,416 50,722
Capital Outlay 20,391 10.500 12.000 12,000 0 0
Transfers 74.000 50,365 51.778 51,778 53,240
Tota! Expenditures 341,482 311,410 334.225 331,953 338,647 362,067
Endzng Balance
130,918 121,508 114.555 100,908 63,841
PERSONAL SERVICES:
PROD~CTI O~ A.~S I STANT
INTERACTIVE SPECIALIST
PROD~CTTC~N COORDINATOR - BTC
CABI~ TV ADMINISTRATOR *
FY97 FY98 CAPITAL OUTLAY: FY98
I Micro Computer. Laptop 1,500
1 Micro Computer 2.000
1Dlgit~zer, BBT 2,000
1 Video Edic System - BBT 3,000
1.00 1.00 2 Televis~on 1,000
1.00 1.00 2 Video Recorder - CST'S 1,000
1.00 1.00 50 Cart 500
.60 .60 2 SVHS/VCR 1,000
3.60 3.60 12,000
A.V. Library Lab
Equip. Replacement Reserve
41,778
10,000
51,778
Beginning Balance
Cable Franchise Fee
Total Receipts
Co~rm~dlt ies
Services And Charges
C&pital C~t lay
Transfers
Total Expenditures
£nding Balance
PERSONAL SERVICES:
CO~'N I TY PROGRAJ~qER
LOCAL ACCESS PASS THROUGH
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMATE
0 21.841
21.841 116.000
21.841 116.000
0 0
0 0
0 0
o o
0 22,079
0 22,079
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
115,762 146.799 178,270
98,000 98,000 98,000
98,000 98,000 98,000
39,368 39.368 41,632 45,452
2,100 2,100 2.164 2.229
22,070 22,070 22,733 23,414
3,425 3,42S 0 0
0 0 0 0
66.963 66,963 66,529 71,095
21,841 115.762
146.799 178,270 205,175
FY97 FY98
1.00
.00 1.00
CAPITAL OUTLAY:
i Tripod
3 Hand lights
3 Microphone
! Chair, Task
I Bookcase
1 Audio Mixer
FY98
8OO
1,000
5OO
525
3OO
3OO
3,425
Serv£ceo And O~ur~jeo
To~a! ~q~ad~Cure8
End$~ h~ce
PUBLIC
FINANCIAL PLAN
J~Y97
~TTZM&TE
0 76.647
114.970 1S3.000
114,970 153.000
38,323 229.&47
38.323 229.647
0
ACCESS
FOR FY98
o FY00
-- FY98 BUDGIT --
DEFT FIliaL FT99 FT00
P~UEST B~X~T PRO~'ECTZOH PROd'RCTZ~q
0 0 0
164 , · 33 166 , S34 171 , 196
164 , 433 166 , S34 171. 196
164 , 433 164 , 433 166. S34 171.196
164 , 433 164 , 433 166 , 534 171 , 196
0 0 0
-o ~Y98 B~TX~ET --
FY96 FY97 DEPT FIH~L FY99 ~00
~ ~Z~ ~ B~ PR~I~ ~I~
~i~1~ ~l~ce 42,739 43.469 S0. 469 60. 326 70,179
ln~eres~ Inc~ 2,$19 0 0 0 0
~fer ~ ~ 10.000 10.000 10,000 10.000 10,000
To~al Receipts 12,519 10,000 10,000 10,000 10,000
C~icies 98 0 143 143 149 151
Capital ~clay 11,691 3,000 0 0 0 0
Total ~iCures 11.789 3,000 143 143 147 151
Endin9 Balance
43,469 50,469 60,326 70.179 80.~28
Beg~nnzng Balance
M~scel laneous Transfer
Tot&l Receipts
Services A~d Charges
Translegs
Total Kxpend£~ures
Endzng Balance
CABLE REFRANCHIS ING
FINANCIAL PLAN FOR FY98 - FY00
-- F'Y98 BUDGET --
FY96 FY97 DEFT F ]~A~. FY99 FYO0
ACTU~L ESTIMAT~ ~ BtJ'D~'~. PROJECTION PROJECTION
11. 494 200,000 193, S06 193, S06 193. 306
200. 000 0 0 0 0
200,000 0 0 0 O
0 6,494 0 0 0 9
11,494 0 0 0 D 0
11,494 6.494 0 0 0 C
200, OOC 193,506 193 . S06 ~.93, S06 193 . 5~6
I
I
I
I
I
I
i
I
I
I
OTHER FUNDS
Debt Service Fund
Employee Benefits
Road Use Tax
JCCOG
Community Development Block
and Other Grants
Computer Information Services
Equipment
Central Services
Assisted Housing
Energy Conservation
Risk Management Loss Reserve
Health Insurance Reserve
Special Assessments
RISE Repayment Fund
Beginning Balance
Debt Service Levy
Interest Income
~crued Interest On Bonds
Bond Ordinance Transfers
Abatements l~di~
~scel lan~us Tr~r,~ f er
Total Receipts
Capital Out la¥
Transfers
Total E~penditures
DEBT SERVICE
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL FY99
ACTUAL ESTIMATE !~Q{]EST BUDGET PROJECTION
529,810 640,775 588,266 572,343
2,534°822 1,892,000 2,600,247 3,716,933
45,806 0 0 0
0 49,470 0 0
1,518,978 1,440,368 1,393,856 1,346,549
691,597 1,076,272 1,058,692 1,014,641
12,955 0 0 200,000
4,804.158 4,458,110 5,052,795 6,278,123
4,679,413 4,462,958 3,855,968 5,068,718 6,138,543
13,780 47,661 0 0 200,000
4,693,193 4,510,619 3,855,968 5,068,718 6,338,543
Endin9 Balance
640,775 588,266 572,343 511,923
PERSONAL SERVI ~:
FY97 FY98 CAPITAL OUTI~¥:
.00 .00
Principal
9 Mill. G.O. Issue
Revised Bond Size
G.O. Bond Interest Exp.
1997 G.O. Bond Issue
G.O. Procj. Alloc.
G.O. Prog. Allot.
G.O. Prog. Alloc.
G.O. Prog. Alloc.
G.O. prog. Alloc.
FY00
PROJECTIC~i
511,923
4,354,893
0
0
1,286,032
1.004,435
200,000
6,845,360
6,701,574
200.000
6,901.574
455,709
FY98
3,030,000
450,000
-375,490
1,201,4S8
762,750
32C,745
792,298
3,943,116
12,559
-5.068,71
5,068,718
- 109 -
DEBT SERVICE FUND
GENERAL OBLIGATION
Multi-Purpose &
*Water Computer
System
Multi-Purpose &
* Sewer
Construction
Multi-Purpose &
* Sewer/Water
Construction
Multi-Purpose &
*Sewer Construction
Multi-Purpose &
Water Construction
· Special Assessment
Refunded the Callable
Portion of the 1985
& 1986 GO Bond issues
Multi-Purpose &
·Sewer/Water
Construction
Multi-Purpose &
* Sewer/Water
Construction
Water Construction
Multi-Purpose
Multi-Purpose
Multi-Purpose
Multi-Purpose
Less: Amount paid
from abatements &
fund balance
DATE OF
ISSUE
SUMMARY OF EXPENDITURES
FY98 THROUGH FY2000
PRINCIPAL
AMOUNT OUTSTANDING
ISSUED 1 -JUL-97
02-88 1,260,000 135,000
12-89 2,960,000 900,000
12-90 2,300,000 900,000
9-91 2,340,000 1,125,000
6-92 4,870,000 2,170,000
6-94 7,370,000 5,125,000
4-95 8,500,000 7,080,000
3-96 6,100.000 5,950,000
6/96 295,000 260,000
3-97** 5,200,000 5.200,000
3-98'* 10,100,000 0
3-99** 7,000,000 0
28,845.000
-PRINCIPAL ANDINTEREST DUE-
FY98 FY99 FY2000
143,640 0 0
354,300 336,300 318,300
279,450 266,175 252,675
288,000 275,400 262,800
507,818 504,055 503,555
989,750 955,063 895,375
1,065,587 1,030,086 994,586
524,913 515,913 531.575
78,000 74,750 71,500
837,260 819,825 785.400
0 1,360,976 1,152,663
0 0 933.145
5,068,718 6,138,543 6,701,574
2,468,471 2,421.610 2,346,681
Total Direct Tax
Levy Obligation 2,600,247 3,716,933 4.354,893
· Debt Service paid from each fund.
* 'Projected issues.
-110-
h had m ~,xx:~et ~oe~t sexy. ~3e
JCCOO
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
A~ ESTIMATE REOUF. ST BUDGET PROJECTION PROJECTION
Beginnin9 Balance 14,095 8. 105 5,308 3,412 8.285
Charges For Sel-vices 2.036 500 500 S0O 500
Local Governmental Agencles 77.711 84,345 78,413 82,419 86,274
State Grants 60.007 66,970 85.979 91,349 96.790
Mzscellaneous Revenue 23 0 0 0 0
Transfer Fro~Road Use Tax 49,833 66,000 99,000 105,000 112.500
Non Operatzonal Ad~Ltn Transfer 73.562 85,500 93,646 99.372 108.452
Transfer fro~ l~andfill Fund 30,250 37.000 61,110 65,000 69,700
Miscellaneous Transfer 0 2.858 0 0 0
Total Recezpts 293,422 343.173 418,648 443,640 474,216
Personal Services 246,208 271,073 322,838 322,838 341,726 374,111
Co~m~odzties 456 3,764 3,265 3.265 3,363 3,462
Sel-vzces A~d Charges 51,895 62.952 96,936 94,441 93,678 95,691
Capital Outlay 840 8,181 0 0 0 0
Transfers 13 0 0 0 0 0
Total Exp~ndlture$ 299,412 345.970 423.039 42G,544 438.767 473.264
Ending Balance
8,105 5,308 3,412 8,285 9,237
JCCOOADMINISTRATION
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
RECE! PTS: ACTOAL ESTIMAT~ BUDGET
Local Governmental Agenci 8,752 11,985 7.000
State Grants 15,000 19,470 20.054
Non Oper A~m,n Transfer 28,250 30.500 33.000
Miscellaneous Transfer 0 2,858 0
Total 52,002 64,813 60.054
FY00
PROJECTION PROJECTION
7.000 7,000
20,656 21,276
36,000 40.000
68,276
DCPENDITURF_~:
Personal Services
Co~oditles
Services And Charges
Capital Outlay
To~al
FY96 FY97
ACTUAL ESTIMATE
44.565 50,847
177 453
7,500 8,274
0 8,181
52,242 67.755
=- FY98 BUDGET --
DEPT FINAL
R~0UEST BUDGET
49,636 49,636
855 855
9,396 9,301
0 0
59,792
FY00
PROJECTION PRO.IECTION
52.59~ 57.734
880 905
9.231 9,510
62.708 68.149
PERSCX~AL SERVICES:
TEi~iNICAL ASSI~'TANT - PCD
ADMINISTRATIVE SECRETARY
ASST PCD DIRECTOR/JO20G
FY97 FY98
.10 .10
.20 .20
.50 .50
.80 .80
CAPITAL (KITIAY:
FY98
-111 -
JCCO~, TRANSPORTATION PIJLNNI~G
FIllANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL ESTIMATE BI~)GET
Charges For Services 16 0 0
Local Goverrueental Agenci 21,362 21,230 25,241
State Grants 45,007 47,500 65.925
Road Use Tax 49.833 66,000 99,000
Total 116.218 134,730 190,166
FY99 FY00
PROJECTION PROJECTION
0 0
26,819 28,105
70,693 75,514
105.000 112,500
202,512 216,119
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
EXP~iDITURES: ACTUAL ESTIMATE REQUEST BUDGET
Personal Servtces 106,831 116.584 165.536 165.536
Cc~modxties 734 1,969 1.561 1,561
Services And Cl~arges 10,355 16.021 25,410 23,485
Total 117,920 134,574 192,507 190,582
FY00
PROJ~CTIO~ PROJECTION
175.229 191,798
1.607 1,654
23,473 24,160
200.309 217,612
P~RSONAL SERVICES:
ASSOCIATE PI2MtNER
ASST PaD DIRECTOR/JCCOG
FY97 FY98 CAPITAL ~¥:
1.S0 2.50
.50 .50
2.0O 3.00
FY98
JCCO~,
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FINAL
RECE I FTS: A~ ESTIMATE BUDGET
Local Governmental Agenc~ 12. 148 12. 540 7,364
Non Oper Adman Transfer 10.495 9.500 11,346
Total 22. 643 22. 040 18,710
RCICCKIASSESSNI~NTS
FYO0
FY99 FYO0
PROJECTION PROTECTION
7,585 7.813
11,686 12.036
19,271 19,849
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITURES: ACTUAL F~'TIMATE REQUEST BUDGET PROJECTION PROJECTION
Services And C~arges 25,513 22. 308 18. 710 18. 710 19,271 19,849
Total 25. 513 22. 308 18. 710 18,710 19. 271 19,849
-112-
JCCO~ HUMAN SERVICES
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FINAL
ACTUA& ESTIMATE BUDGET
Charges For Seruices 2,020 500 500
~o~al Governmental Agen¢i 13,270 15.670 15,370
Miscellaneous Revenue 23 0 0
Non O~erAdmin Transfer 34,817 45,500 49,300
Total 50,130 61.670 65,170
FY00
FY99 FY00
PROJECTION PROJECTION
500 500
16,228 17,138
0 0
51,686 56,416
68,414 74,054
EXPENDITURES:
Personal Services
Services And Charges
Capital Outlay
~a~sfers Out
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAl,
ACTUAL ESTIMATE REQUEST B~
44,639 51,029 53.458 53,458
-733 579 539 539
4,945 11,159 10.985 10,700
627 0 0 0
13 0 0 0
49,491 62,767 64,982 64,697
FY00
PROJECTION PROJECTION
56,532 61,828
556 573
9,958 10,243
0 0
0 0
67,046 72.644
PERSONAL SERVICES:
}{I]9~2~ S~VIC"~ COORDINATOR
FY97 FY98 CAPITA/, OUT~Y:
1.00 1.00
1.00 1.00
FY98
JCCOG,
FINANCIAL PLAN
RBCEIFTS:
L~cal Goverm~ental ~:Jenc~
Transfer fro~ Landfill
To~al
SOLID WASTEMGMT
FOR FY98 - FY00
FY98
FY96 FY97 FINAL
ACTUAL ESTINA~ BUDGET
22.179 22,920 23,438
10.250 37,000 61.110
52.429 59,920 84,548
FY99 FY00
PROJECTION PROJecTION
24,787 26,218
65,000 69,700
89.787 95.918
EXPENDITemS:
Personal Servzces
Commodities
Services And Charges
-Capital Outlay
Total
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
ACI'd~L ESTIMATE REQUEST BUDGET
50,173 52.613 54,208 54,208
278 763 310 310
3.582 5,190 32,435 32.245
213 0 0 0
54,246 58,566 86,953 86,763
FY99 F'YC0
PROJECTION PROJECTION
57.368 62.751
320 330
31,745 31.929
0 0
89,433 95,010
PERSONAL SERVICT. S:
SOLID WA~ PLANNER
FY97 FY98 CAPITAL O~Y:
1.00 1.00
1.00 1.00
FY98
-113-
Be~inntn~ Balance
(mawes For Services
Interest Income
Miscellaneous Revenue
Total Receipts
C~i~zes
Seduces ~d ~es
Capital
Tr~fers
Total ~nd~tures
£nd~ng Balance
PERSONAL SERVICES:
PARTS/DATA ENTRY CLERK
MECHANIC !
BODY REPAIR MECHANIC
MECHANIC II
MECHAIqlC III
EQUIP~ SHOP ~t3PERVISOR
EQUIPmenT SUPERIk~'DENT
EQUIPMENT MAINTENANCE
FINANCIAL PLAN FOR FY9 8 - FY0 0
FY96 FY97
ACTUAL ESTIMATE
67,645 -80,728
1.160,732 1,385,248
3,836 0
2.202 0
1,166,770 1.385,248
472,198 425,433
649,581 607,385
197,693 211.149
-4,346 29,892
17 0
1,315,143 1,273,859
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
~ BUDGET PROJECTION PROJECTION
30,661 28,311 23,463
1,221,113 1,267,948 1,333,969
500 500 500
1,000 1,000 1.000
1,222,613 1,269,448 1,335,469
436,246 436,246 461,419 504,121
625,698 574,637 591,126 608,109
214,080 214,080 221,751 229,785
0 0 0 0
0 0 O 0
1,276,024 1,224,963 1,274,296 1,342,015
-80,728 30,661
28,311 23,463 16,917
FY97 FY98
1.00 1.00
3.00 3.00
1.00
1.00 1.00
2.00 2.00
1.DO 1.00
.70 .70
9.70 8.70
CAPITAL OUTLAY: FY98
-114-
Beginnin9 ~alance
Char~es For Services
In~eres~ Income
~scel l~e~s R~enue
In~er f~d ~
To~al Receip~a
Perso~l Se~zces
C~i~zes
Se~ices ~d ~es
~pi~al ~lay
To~al ~i~ures
Ending Balance
EQUIPMENT REPLACEMENT RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACT~RL ESTIMATE
1.796,373 2.361.489
789,391 1.029.000
104.9~8 50.000
9,600 0
20.000 24.000
923.949 1,103.000
23,523 36.749
2,915 10.153
4,371 1,432
328.024 1.280,390
358,833 1,328,724
-~ FY98 BUDGET --
D£PT FINAL FY99 FY00
P, EQ~eST BUDGET PROJECTIO~ PROJECTION
2,135,765 2,157,688 1,012.030
987,553 987,580 987,580
90,000 90,000 90,000
0 0 0
23,502 23,502 23,502
1.101,055 1,101,082 1,101,082
36,735 36,735 38,915 42,691
3.224 3,224 3,255 3,287
7.173 7.193 7,370 7,573
884.000 1.032.000 2,197,200 1.596,200
931.132 1.079.132 2.246,740 1,649,751
2.361.489 2.135,765
2.157.688 1,012,030 463,361
PERSONAL SERVICES:
£QUI I~ S~JPER I ~ri'E21DENT
BUYER I - EOUII~
FY97 FY98
.30 .30
.SO .SO
.80 .80
CAPITA~ OUT~Y: FY98
Cargo Van Class 34,600
Passenger Van Class 58,300
Coe~ressor Class 21,500
Compact P/U Pool 15.100
2 Ton Flatbed Class 64.800
Tower Truck Class 52.600
Large Backhoe 148.000
1/2 Ton Pickups 23,200
3/4 Ton Utility Class 23,700
Refuse Truck Class 383,400
Chipper Class 24,600
Paint ~achine Class 100.DO0
Co~act Auto(s] 36.900
Coe~act P/U Truck 45.300
1.032,000
Beginning Balance
University FAre Contract
Transfer: General bevy
Total Receipts
Capital Outlay
Transfers
Total Expendi=ures
Ending Balance
FIRE EQUIP REPLACEMENT RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTURL ESTIMATE
124,889 243,756
15,867 16.265
220,000 0
235.867 16.265
0 0
117.000 1,140
117.000 1,140
o- FY98 BUDGET --
DEFT FINAL FY99 FY00
R~OUEST BUDGET PROJECTION PROJECTION
258.881 18.401 10.756
19,520 20,105 2C,708
0 0 0
19.520 20.105 20,708
329.600 0 27.750 0
260,000 260,000 0 0
587.600 260,000 27,750 0
243,7S6 258.881
18.401 10,756 31.464
TI~ANSFERTO:
CIF funding ~or Fire Equip.
260,000
260.000
-115-
Beg£nni~ ~alance
C~ar~e~ For Services
Federal Gr~t ~e~ck
~nterest
~s~e~ ~us Revenue
Central ~p ~9~ks
Total Receipts
Perso~l Semites
C~ties
~e~ces ~d ~es
~p~tal ~lay
~s/ers
Total ~ndA~ures
Endzn9 Balance
PERSOCIaL SEllVICES:
CENTRAL SERVICES CLERK
BUYER I I
PURCI.~S I1~ AG!~IT
MAIL ~
CENTRAL SERVICES
FINANCIAL PLAN FOR FY98 - FY00
-- FYg8 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
ACTIIAL !~TINATE REQI~ST BUDGET PROJECTIO~ PROJECTION
243,156 240,652 138,327 128,876 137,269
568,975 540.000 800,100 818,200 840.300
9.130 20.000 0 0 0
12.846 5,700 150 0 0
1.140 325 0 0 0
19,954 85,000 0 0 0
612,045 651.025 800,250 818,200 840.300
47,552 62,939 70,453 70,453 74,523 81,426
77,183 74,791 83,344 83,344 85,843 88,417
432,883 493,234 618,904 61B,904 637,441 656,532
37.550 122.386 37,000 37,000 12,000 43,000
19.381 0 0 0 0 0
614.549 753,350 809.701 809,701 809,807 869,375
240,652 138.327 128.876 137,269 108.194
FY97 FY98 CAPITAL OUTLAY: FY98
1.00 1.00 1 Mail System 19.000
.10 3 Photocopzer 15.000
.10 .10 1Mzcro Cc~puter 3.000
.S0 .S0
1.60 1.70 37,000
- 116-
Beginning Balance
Risk Management Fees
Interest Income
Miscellaneous Revenue
Total Receipts
Personal Services
Co~mmodities
Services And Charges
Capital Outlay
Total Expenditures
Endxng Salance
RISK MANAGEMENT LOSS RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACTUAL ESTIMA~
1,357,892 1,725,002
640.941 651,045
63,601 50,000
400,078 0
1,104,620 701,045
70,446 75,991
5,367 2,928
639.475 482,855
22,222 3,085
737,510 564,859
-- FY98 BUDGET --
DE~T FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
1,861,188 1,694,585 1,586,964
558,585 643,520 723,070
43,751 42,352 40,402
2,760 2,760 2,760
605,096 688,632 766,232
80,110 00,110 84,781 92,750
5,470 2,404 2,476 2,550
647,021 689,185 708,996 729,402
0 0 0 0
732,601 771,699 796,253 824,702
1,725,002 1,861,198
1,694,585 1,586,964 1,528,494
PERSONAL SERVICES:
OC¢. $A~T~ & T~AINING
AS~T FINA~C~ DIRECTOR
AI~INISTRATIVE SECRETARY
FY97 FY98 CAPITAL OUTI,A¥:
1.00 1.00
.30 .30
.29 .29
1.59 1.59
FY98
Beginning Balance
Health Insurance Chargebacks
Dental Insurance Chargeback
Interest Income
Total Receipts
Personal Serrates
Services And Charges
Transfers
Total Expenditures
HEALTH INSURANCE RESERVE
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACT%IAL ESTIMATE REQ~TF~ST BUDGET
2,119,028 2,600,651 2,791,717
2,408,193 2,400,000 2,405,000
129,792 128,000 130,000
117,710 45,500 100.000
2,655,695 2,573,500 2,635,000
227 0 0 C
2,173,845 2,382,434 2,500,636 2,500,636
0 0 200,000 200.000
2,174,072 2,382,434 2,700,636 2,700,636
Ending Balance 2,600,651 2,791,717 2,726,081
FY99
PROJECTION
2.726.081
2,450,000
130,000
100,000
2,680.000
0
2,575,655
203,000
2,775,655
2.630,426
FY00
PROJECTION
2.630.426
2,500,000
130,000
109,000
2.730.000
0
2,652.926
200.000
2.852.926
2.507,500
TRANSFER TO:
Health Insurance
200,000
200,000
-117-
COMPUTER INFORMATION SERVICES
FINANCIAL PLAN FOR FY9 8 - FY0 0
-- FY98 B~n)GET --
FY96 FY97 DEPT FINAL FY99 FY00
At"IT/AL ESTIMATE REQUEST BUDGET PROJECTION PROJECTION
Beginning Balance 0 -5 -1 0 0
I.S. Mini Co~puter Chargeback 272,666 334,674 388.859 390,787 418,911
I.S. Micro Co~ Chal~gbk 155.600 185.992 254,276 218,850 173,416
Total Receipts 428,266 520,666 643,135 609,637 592,327
Personal Sea-vices 277,146 276,263 428,173 306,640 324,462 354,958
Co~nodltles 20,704 14,485 31,494 31,494 32,439 33,412
Services And Charges 65,919 120,935 150,060 149,250 153,736 158,357
Capital Outlay 64,502 108,979 155,750 155,750 99,000 45,600
Total Expenditures 428,271 520,662 765,477 643,134 609,637 592,327
Ending Balance
PERSO~/AL SERVICES:
OPERATIONS SPECIALIST
PR~/ANALYS'T
SR. PROGRAmeR/ANALYST
INFORMATION SERV COORD
SR INFO SERVICES COORD
PROGRA~9~ER/ANALYST
-S -1 C 0 0
FY97 FY98 CAPITAL CH/TLAY: FY98
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
.SO .S0
S.S0 S.S0
2 Software 3.500
4 Drive & RAM Upgrades 1.000
S LAN Switch 39,400
2 Mzcro Cc~puter 6,000
1 Network Server 18,000
3 Routers for N~de Area Network 39.250
I Co~puter/Tel., Cabl=ng 12,000
12 Modem(s) 2,300
S Network Hub / Connect tc Oper 2,500
I ADA Access£b~l~ty Improvements 10,000
2 Chair, Desk 1,200
2 Desk 4.500
1 Norkstat~on 2,500
1 VAX UPS System 8,600
1 Controller, VAX Cluster 5,000
155,750
-118-
COMPUTER REPLACEMENT FUND
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ESTIMATE
Beginning Balance 0 234,114
Miscellaneous Revenue 799 0
I.S. 14icro Comp Chargbk 47.614 0
I.S. Compuner Repl. C~argeback 250,000 171,649
Total Receipts 298.413 171,649
Cc~m~odi~ Lea 183 344
Services And Charges 260 0
Capital Outlay 63,856 93,004
Transfers 0 S0,000
Total Expendztures 64. 299 143. 348
End~n~ Balance
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
262,415 312,770 323,039
0 0 0
0 0 0
154,220 154,220 154,220
154,220 154,220 154,220
190 190 196 202
19,325 19.325 19,905 20,503
84,350 84.350 123,850 114,950
0 0 0 0
103,865 103,865 143,951 135,655
234.114 262.415
312,770 323,039 341,604
PERSONAL $E~VIt'T.S:
FY97 FY98 CAPITAL OUTI.,AY:
1 Printer. Dot MaCrzx
19 Mzcro Computer
3 Mxcro Co~uter. Laptop
i Printer, Inkier
25 RAM Upgrades
4 Printer, laser
.00 .00
FY98
3O0
S7,000
9,000
55¢
7.500
10,000
84.350
Beginning Balance
I.S. Cc~puter Repl. Chargeback
Mzscellaneous Transfer
Total Receipts
Capztal Outlay
Total Expendzcures
Ending Balance
POLICE COMPUTER REPLACEMENT
FINANCIAL PLAN FOR FY98 - FY0 0
FY97
ESTIMATE
0 0
0 62,701
0 50,000
0 112.701
0 87,000
0 87,000
0 25,701
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PR~IJECTION
25,701 67,876 3.551
133,175 133.175 133.175
0 0 O
133,175 133.175 133.175
91,000 91,000 197,500 C
91,000 91.000 197,500 O
67,876 3,551 136,726
PERSONAL SERVICES:
FY97 FY98
.00 .00
CAPITAL OUTLAY:
5 Micro Ccm~uter
1 Network Server
1 Printer. line
FY98
15,000
70,000
6.000
91,000
-119-
EMPLOYEE BENEFITS
FINANCIAL PLAN FOR FY98 - FY00
Beginning Balance
E:mployee Benefits Levy
University Fire Contract
Interest Income
General Fund Transfer
Mlscellaneous Transfer
Total Receipts
Personal Services
Services And Charges
Transfers
Total £xpendztures
Encl~ng Ba lance
PERSONAL SERVICES:
ASST FINANCE DIRECTOR
AD~,IN I STRAT I VE SECRETARY
FY96 FY97
ACTUAL E~TII4ATE
483,461 821,145
2,897,797 3,326,729
78,540 80,504
25,177 0
200,000 200,000
595,000 457,000
3.796,514 4,064,233
42,907 53,903
111,930 151,005
3,303,993 3,599,848
3,458,830 3,804,756
821,145 1,080,622
FY97 ~Y98
.1S .15
.23 .23
.38 .38
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
REQUEST BUDGET PRCklECTIO~ PROJECTION
1,080,622 1,057,252 991,495
2,966,000 3,270,000 3.545,000
81,230 83,668 86,177
8,000 8,000 8.000
200,000 0 0
480,000 575,000 625,000
3,735,230 3,936,668 4,264,177
36,419 36,419 38,130 40,762
143,415 143,415 147,719 152,151
3,578,766 3,578,766 3.816,576 4,697,121
3,758,600 3,758,600 4,002.425 4,890,034
1,057,252 991.495 365,638
CAPITAL OUTLAY: FY98
Hazardous Materzals Op~r. 8,519
Co~aunzty Services Bureau 14,302
Police Records Transfer 10,251
General Fund Benefits 2,766,000
Police Patrol Transfers 358,330
Police Criminal Invest Trans 56,607
Police Administration Trans. 11,612
Jo. Co. Task Force Grant 7,164
Fire Training Transfer 7,799
Fire Suppression Transfer 317,309
Fire Administration Transfer 20,873
3,578.766
Begznnlng Balance
Interest Income
M~scellaneous Revenue
Total Receipts
Services And Charges
Transfers
Total Expenditures
Endzng Balance
PUBLIC SAFETY RESERVE
FINANCIAL PLAN FOR FY98 -
FY96 FY97
ACTUAL ESTIMATE
3,510,315 4,101,570
1,165,284 120,000
24,359 0
1,189,643 120,ooo
3,388 215
595,000 457,000
598,388 457,215
FY00
-- FY98 BUDGET --
D£PT FINAL FY99 FY00
REQUEST BUDGET PROJECTION PROJECTION
3,764,355 3,440,785 3,022.107
160,000 160,000 160,000
0 0 0
160,000 160,000 16G,000
3,570 3,570 3,678 3,789
480,000 480,000 575,000 625,00C
483,570 483,570 578,678 628,789
4,101.570 3,764,355
3,440,785 3,022,107 2,553,318
To Fzre Employee Benefit
To Polzce Employee Benefit
140,000
340,000
480,000
- 120 -
CITY OF IOWA CITY
EMPLOYEE BENEFITS FUND
SUMMARY OF EXPENDITURES
FY96 FY97 FY98 FY99 FY2000
ACTUAL RE-EST BUDGET PROJECTED PROJECTED
...$__ $ ..$-- $ $
Costs Budgeted in Employee Benefits Fund
Police & Fire Pension end Retirement
General Fund Employee Benefits
Workers Compensation
Unemployment Insurance
Loss Reserve Transfer
Miscellaneous Transfers & Expenses
Staff Suppor~
Police & Fire Retirement-Chapter 410
Transfer to General Fund-27 pay period
TOTAL TRUST & AGENCY FUND BENEFITS
Costs Budgeted in General Fund
FICA
IPERS
Health, Life & Disability Insurance
TOTAL GENERAL FUND BENEFITS
654,580 868,018 812,766 899,640 989,605
2,649,413 2,731,830 2,766,000 2,916,936 3,107,516
33,101 84,049 62,150 64,015 65,935
19,360 4,806 20,522 21,138 21,772
52,497 52,500 52,500 54,075 55,697
6,972 9,650 8,243 8,491 8,747
18,006 20,103 21,419 22,680 24,848
24,901 33,800 15,0OO 15,450 15,914
600,0OO
3,458,830 3,804,756 3,758,600 4,002,425 4,890,034
654,830 727,660 771,438 817,685 899,279
429,815 420,520 481,171 510,043 561,049
1,639.638 1,783,650 1,806,244 1,886,451 1,970,621
2,724,283 2,931,830 3,058,853 3,214,179 3,430,949
Paid from General Tax Levy
PAID FROM EMPt. OYEE BENEFITS TAX LEVY
74,870 200.0OO 292,853 297,243 323,433
2,649,413 2,731,830 2,766,000 2,916,936 3,107,516
Employer's Contribution Rate
Police Retirement 17.66% 17.00% 17.00% 17.00% 17.00%
Fire Retirement 17.66% 17.00% 17.00% 17.00% 17.00%
FICA 7.65% 7.65% 7.65% 7.65% 7.65%
IPERS 5.75% 5.75% 5.75% 5.75% 5.75%
Police & Fire Retirement - The State of Iowa adminsters the Police & Fire Retirement Fund.
FICA - Rate is expected to remain at 7.65%. Maximum salary covered on the social security portion is $65,400 for
Calendar Year 1997.
IPERS - The rate remains at 5.75%; the maximum salary cap was eliminated-effective January 1, 1997.
- 121 -
COMMUNITY DEVELOPMENT G~JLNTS
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 DEPT FINA~ FY99 FY00
ACTt~J~ ESTIMA~ RE00T, ST BUDGET PROJECTION PROJ~CTIOti
Beginning Balance -38,455 -66,443 557 257 1,232
State Grants 35,000 0 0 0 0
Federal Gra~ts 287,669 S99,138 697.000 702,000 710,000
Miscellaneous Revenue 36,118 0 0 0 0
Loan ~roceeds 27.$42 0 0 0 0
Tota! Recexpts 386,329 599,138 697.000 702,000 710,000
Personal Services 37.748 62.391 64,432 64.432 68,190 74,593
Co~ltles 97 840 389 369 400 411
Services And Charges 45,838 10.907 98.479 98.479 101,43S 104,479
Capital Outlay 330,634 4S8,000 532.600 534.000 531,000 531,000
Total Ibcpenditure~ 414,317 S32,138 69S,900 697,300 701,025 710,483
Ending Balance
-66.443 SS7 2S7 1.232 749
PERSONAL SERVICES:
HOUSING ~ RSSIST~qT
REHAB OFFICER
ASSOCIATE PLANNER
C'O~4~TdNITY DEVELOI~B~1T COORD
PROGRAM ASSISTANT
FY97 FY98 CAPITAL ~Y: FT98
.30 .30 8 Land Acquisition 363,000
.30 .30 7 Housing Construction 168,000
.40 .40 i M~cro Co~puter 3,000
.10 .10
.20 .20
1.30 1.30 534,000
~-gi~sng Balance
Coe~ Dev Block Grant
Building Rentals
Miscellaneous Revenue
Loan Repayments
Miscellaneous Transfer
Total Receipts
Personal Services
C~ities
Services ~d (~arges
r~pital OUt lay
Transfers
Total E~ndztures
Ending Balance
CDBG, METRO ENTITLEMENT
FINANCIAL PLAN FOR FY98 - FY00
FY96 FY97
ACT]A~ F~'TI~
-10,402
1,075.180 933,000
3.750 0
56,202 43.268
68.787 0
240,302 0
1,444.221 976.268
211.667 166.635
2.469 2,067
229.052 36.243
804.433 740,727
199.737 0
1,447,358 965.672
-- FY9B BUDGET --
DEFT FIHAL FY99 FY00
REQ{~,~T BUDGET PROJECTION PROJECTION
194 1.428 3,993
1,047,000 995,000 999,300
0 0 0
50,000 SO,000 50,000
0 0 0
0 0 0
1,097,000 1,045,000 1,049,300
188,479 188,479 199,249 217.548
2,323 2,323 2.395 2,468
237.805 237,234 190,791 196.522
666.330 667.730 650,000 630.000
0 0 0 0
1,094.937 1,095,766 1,042,435 1,046.53B
-10.402 194
1.428 3,993 6,755
PERSOHAL SERVICES:
HOUSING REHAB A~SISTANT
REHAB OFFICER
ASSOCIATE PLANNER
AD~INI STRATIVE SECRETARY
COg~TGNITY DEVELOPMENT COORD
PROGRAM ASSISTANT
FY97 FY98
.70 70
.70 70
· 80 80
.25 25
.70 70
.30 30
3.4S 3.4S
CAPITAL OUTLAY: FY98
1 Land Acquisztzon 281,160
1 NP Agency Assistance 138.570
I CDBG Rehab Program 245,000
i Micro Computer 3,000
667,730
Beginning Balance
Charges For Services
Comm Dev Block Grant
Total Receipts
Personal Servzces
Commodities
Services And Charges
Capital Outlay
Total Expenditures
Endzng Balance
CDBG FLOOD GEANT
FINANCIAL PI~N FOR FY98
FY96 FY97
ACTtUlL ESTIMATE
-702 -17
807,538 0
24,832 0
832,370 0
10,352 0
161 0
6,201 0
814,971 0
831,685 0
- FYO0
-- FY98 BUDGET --
DEPT FINAL FY99 FYOC
REQUEST BUDGET PROJECTION PROJECTION
-17 -17 -17
0 0 0
0 0 0
0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 C
-17 -17
-17 -17 -17
- 123 -
Beginning Balance
Road Use Tax
Interest Income
~iscellaneous Transfer
To~al Receipts
Services And Charges
Transfers
Total ~penditures
Ending Balance
ROAD USE TAX
FINANCIItT~ PlJd~ FOR FY98
FY97
ESTIMAT~
4,136.195 4,937,262
3,990.756 4,000,000
214.931 100.000
26,900 0
4,232,587 4.100.000
1,350 1,865
3,430,170 8,384,465
3,431,520 8,386,330
- FY00
-- FY98 BU!~ --
DEFT FINAL FY99
~ BUI~ FROJI~CTION
650,932 624,583
4,100,000 4,200,000
180,000 175.000
0 0
4.280,000 4.375,000
1,300 1,300 1,339
4,305,049 4.305.049 4.492,572
4,306,349 4,306.349 4.493.911
4,937,262 650,932
F'YO0
PR~CTION
505,672
4,300,000
170.000
0
4,470.000
1,379
4,566,881
4,568,260
Traffic Engineering 754,179
Streets Maintenance 2,145,857
Dod~e-Govenor to Dubuque Rd 25.000
East West Arterzal Phase III 153,000
Traffxc Calmxng 50,000
River Street Pav~ng 146,000
Railroad Crossing Improvesmut 20,000
Extra Width & Other $idevalk 25,000
Extra Width $1devalk 15,000
Asphalt Resurface Chip/Seal 308,000
First Ave Extended 75,000
Curb Ramp ADA 108,000
Court St Extended Phase I 60,000
PIN Prog. RUT Pro3ects 7,500
Io~a Ave. Streetscape 58,000
Waterfront Drive Imprv. 78,000
Highray 1- Sunset Rzght Turn 25,000
Hwy 1-6 Dual heft Turn Lanes 42,000
H~ 6-heft Turn at First 25,000
TTaff~c S~als 50,000
?ransfer-JC~Tr~ 99,000
Forestz-y-Parkwa¥ ~ce. 35,513
4.305,049
624.583 505,672 407,412
- 124 -
TRANSFERS/ PROJECTS
UP!;KA I INU I KANSF!-KS:
MISCELLANEOUS
TRANSFER - GF STREETS
TRANSFER - GF TRAFFIC ENGINEERING
TRANSFER - GF FORESTRY
TRANSFER - GF PIN GRANT
TRANSFER - JCCOG - TRANS PLANNING
SUBTOTAL OPERATING TRANSFERS
ROAD USE TAX FUND
DETAIL OF TRANSFERS
FY 1996 FY 1997 FY 1998 FY 1999 FY 2000
ACTUAL BUDGET PROJ. PROJ. PROJ.
1,350 1,865 1,300 1,339 1,379
1,513,911 2,063,993 2,145,857 2,161,003 2,287,301
777,579 900,401 754,179 781,069 815,780
30,855 33,940 35,513 38,000 41,800
7,5O0 7.500 7.5O0
49,833 66.000 99,000 105,000 112.500
2,373,528 3,066,199 3,043,349 3,093,911 3,266,260
CAPITAl PROJI=CTS TRANSFFRS:
ASPHALT & CHIP SEAL-ANNUAL
BENTON-ORCHARD TO OAKNOLL
BROOKSIDE BRIDGE
BURLINGTON ST BRIDGE WIDENING-RALSTON
BURLINGTON ST. BRIDGE-SOUTH
BURLINGTON ST. DAM SAFETY
BURLINGTON/GILBERT INTERSECTION
BURLINGTON/MADISON TO GILBERT
COURT ST EXTENDED PHASE I
CURB RAMPS- A.D. A.
DODGE ST-GOVERNOR TO DUBQ RD-
DODGE ST.-ACTIOLD DUB RD INT
DODGE STREET PAVING
DUBUQUE/CHURCH LEFT TURN BAYS
EAST VVEST ARTERIAL-N SIDE-
EAST WEST PARKWAY (SYCAMORE TO
EXTRA WIDTH SIDEWALK
FIRST AVE/IAIS RR CROSSING IMPROV
FIRST AVE-D ST TO MUSCATINE
FIRST AVE-EXTENDED
FIRST AVE-MUSCATINE/BRADFORD
FIRST AVE-RALSTON CREEK/MUSCATINE
FOSTER ROAD
FY93-4 ASPHALT OVERLAY
GILBERT-HWY 6 DUAL LEFT TURN LANES
GILBERT ST. RAILROAD CROSSING
GILBERT ST. SIDEWALK
GILBERT/LAKESIDE SIGNALS
HWY 1/HVVY6/RIVERSIDE DR DUAL LEFT TURN
HWY 1-MORMON TREK INTERSECTION
HWY 1-SUNSET RIGHT
HVVY ~LEFT TURN AT FIRST
HWY 6 WEST (CORALVILLE STRIP)
HWY 6 SIDEWALK AND DRAINAGE
HWY 6 SIDEWALK/DRAINAGE
HWY 965 EXTENSION
HY-VEE STORM SEWER
IA RIVER TR.-WATER PLANT I TAFT
INDUSTRIAL PK RD DITCH MTCE
IOWA AVE STREETSCAPE
IOWA AVE TAI-FLETALES
IOWA RIVER TRAIL SYSTEM-
LOWER MUSCATINE-FRANKLIN TO DEFOREST
MADISON STREET PAVING
39,043 285,715 308,000 320.000 333,000
300,000
5,405 74,095
88,000
85.000
104,000
128,128 388,779
5,500
37,311 197.274 108,000 112.000 116.000
25.000
150,000
1.252
23,475 23,548
35,500
78,819
333
120,400
17,984
129,008
350,000
1 33,007
274,680
250.000
3,116
9,516
535,500
20,000
73,511
153,000
15,000
20,000
25,000
25,000
75,000
125,000
20.000
75.000
100,000
15.000
20,000
75,000
140,000
- 125 -
ROAD USE TAX FUND
DETAIL OF TRANSFERS
TRANSFERS/ PROJECTS
MALDEN LANE PI:::IJESI t~IAN Bi~ID(SE
MALDEN LANE ST. IMPROVEMENTS
FY1996 FY1997
ACTUAL BUDGET
41,783
64,737
MANOR I NORMANDY SECOND. ACCESS
MEADOW ST BRIDGE
MELROSE AVE. - WEST HIGH TO 218
3,577
69,918
587,047
MELROSE AVE. - 218 WEST TO THE CITY LIMITS
MELROSE AVE. BRIDGE
MELROSE AVENUE
MISCELLANEOUS PROJECTS
MORMON TREK/ROHRET ROAD
N. SUMMIT ST. ALLEY EMBANKMENT
OVERWIDTH PAVING PROJECTS
RAILROAD TUNNELING
RIVER ST-RIVERSIDE TO WOOLF
RIVER STREET PAVING
ROHRET ROAD IMPROVEMENTS
ROHRET ROAD PEDESTRIAN BRIDGE
SCOTT BLVD. / IAIS RR IMPROV
SOCCER SITE ACCESS ROAD
SOUTH GILBERT STORM SEWER
SOUTHGATE AVENUE EXTENSION
SUMMIT ST. BRIDGE REPLACEMENT
SYCAMORE ST-BURNS TO CITY LIMITS
TRAFFIC CALMING
TRAFFIC SIGNALS
WATERFRONT DRIVE-N OF SOUTHGATE AVE
WATERFRONT DRIVE RR CROSSING
WILLOW ST.-MUSCATINE/BROOKSlDE
128,398
62
1,565
8,742
219
18,627
8,701
741
85
21.605
156.000
402,225
54,500
41,258
26,373
13,500
8,259 282.741
217 5,656
25,807 525,870
14,123 45,877
2,650 7.990
25,000
WOOLF AVE-NEWTON TO N. OF RIVER ST
WOOLF AVE. BRIDGE RECONSTRUCTION
SUBTOTAL - TRANSFER TO ClP
6.957 53,043
1,057,992 5,320,131
GRAND TOTAL ROAD USE TAX FUND
3,431,520 8,386,330
FY 1998
PROJ.
25,000
146,000
1,263,000
4,306,349
FY1999
PROJ.
25,000
107.000
131,000
50,000
50,000
1,400,000
4,493,911
FY 20O0
PROJ.
78.000
25,000
1,302,000
4,568,26O
- 126 -
ASSISTED HOUSING
FINANCIAL PLAN FOR FY98 - FY00
-- FY98 BUDGET --
FY96 FY97 D£PT FINAL FY99 FY00
ACT~IAL ESTIMATE REQOT~ST BUDGET PROJECTION PROJECTION
Beginning Balance 77,239 39,752 83. 984 1. 047 5. 973
Federa! Grants 3,333,537 30321,000 3.498.000 3,498,000 3,498,000
Housing Adl~in. Grant 409,758 413,000 448.000 448,000 448,000
Interest Income 4,479 0 0 0 0
Rent Of Prcyper'c¥ 166,568 285,000 220,000 220,000 220,000
Miscellaneous Revenue 10,428 0 0 0 0
Miscellaneous Transfer 16,150 0 0 0 0
Total Receipts 3,940,920 40019,000 4,166.000 4,166,000 4,1660000
Personal Services 404,889 506,648 495,310 495,310 523,900 572,281
Co~odit~es 18,914 25,518 21,475 21,475 22,118 22,778
Servxces And Charges 3,554,061 3.442,602 3.733,199 3,732.152 3.615,056 3.565,862
Capital Outlay 543 0 0 0 0 0
Total Expenditures 3,978.407 3.974,768 4.249,984 4,248.937 4,161,074 4,160,921
Ending Balance 39.752 83.984 1,047 5.973 11,052
<ESC>&a3L
PERSONAL SERVICES:
LF. ASED HSNG RECEPTIONIST
CLERK/TYPIST - LEASED HSNG
M.N. II - PUBLIC HOUSING
HOUSING MANAGEMENT AIDE
OFFICE COORD - ASSI~-I.~u HSNG
HOUSING INSPECTOR
HOUSING SPECIALIST
HOUSING AI~qlNISTRATOR
HOUSING INSPECTOR
FY97 FY98 CAPITAL OUTLAY: FY98
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00 1.00
1.00
5.00 4.00
1.00 1.00
.75 .75
12.75 10.75
- 127 -
1926 BROADHAY APTS REPAIR
FINANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FINAL
RECEIPTS: ACT[IAL E.N'TIMATE BUDGET
Miscellaneous Revenue 7,807 0 0
Total 7,807 0 0
FY00
FY00
PROJECTION PROJECTION
0 0
0 0
-- FY98 B~ --
FY96 FY97 DEPT FINAL
EXPEI~DITDRES: ACTUAL F~'TI MATE REOUEST BUDGET
Co~modit ies 1,668 0 0 0
Services And Charges 11,517 0 0 0
Capital Outlay 45,473 0 0 0
Total 58,658 0 0 0
FY99 FY00
PROJECTION PROJECTION
0 0
0 0
0 0
0 0
PUBLIC HOUSING PRO~RAM 1-06
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
RECEIPTS: ACTUAL ESTIMAT~ BUDGET
Federal Grants 112,719 0 0
Total 112,719 0 0
-- FY98 BUDGET --
FY96 F~f97 DEPT FINAL
EXP~I~DITURES: ACTUAI~ E~TIMATE REQUEST BUDGET
Personal Services 1.617 0 0 0
Commodities 1,230 0 0 0
Services And ~'~arges 84,801 0 2 0
Capital Outlay 26,738 0 0 0
Total 114,386 0 2 0
FY99 FY00
PROJECTION PROJECTION
0
0
FY99 FY00
PROJECTION PROJECTION
0 0
0 0
3 4
0 C
3 4
'UBLXC .OUSXNG
FINANCIAL PLAN FOR FY98
FY98
FY96 FY97 FINAL
RECEIPTS: ACTUAL F~'TI~AT~ BUDb-%'T
Federal Grants 178,054 0 0
Total 178,054 0 0
FY99 FYOC
PROJECTION PROJECTION
0 0
0 0
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
EX PRNDITURES: AC"I'i~AL ESTINATE REQUEST BUDGET
Personal Servxces 29,807 0 0 0
Commodities 9,281 0 0 0
Services And Charges 46,544 0 0 0
Capital Outlay 951 0 0 0
Total 86,583 0 0 0
FYO0
PROJECTION PROJECTION
o o
0 o
o 0
0 o
- 128 -
~CEI~S:
Interest Income
Miscellaneous Revenue
Total
EXPENDITURES:
Services And Chaz~es
Total
PUBLIC HOUSING REPL RESERVE
FINANCIAL PLAN FOR FY98 - FY00
FY98
FY96 FY97 FINAL
AC111AL F~'TIMAT~ BUDGET
147 0 0
165,147 0 56,400
165,294 0 56.400
FY00
PRO,.,."-]~ I 0N PROJEC'I'ION
0 0
S6,400 56,400
56,400 56,400
-- FY98 BUDGET --
FY96 FY97 DEPT FINAL
ACTUAL ESTIMIiTE REQUEST BUDGET
54 0 0 0
54 0 0 0
FY99 FYO0
PROJEC'r I ON PROJ]~C"]'I ON
0 0
0 0
PUBLIC HSG-NEW CONSTR./008
FINANCIAL PLAN
FY96 FY97
RECE I ~S: ACTUAL ~SIIMA~
Charges For Services -250 0
Federal Grants 1,492,001 0
Total 1,491. 751 O
FOR FY98 -
~98
FINAL
BUDG~
O
0
0
FY00
FY99 FY00
PROJECTION PROJECTION
0 0
0 0
C 0
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL
EXPEND I TORES: A C'IlIAL ESTIMATE ~0UEST BUDO~T
Personal Services 15,897 0 0 0
Co~m~dltzes 1,687 0 0 0
Services And Charges 20,090 0 261 0
Capital Outlay 1,437.766 0 0 0
Total 1,475,440 0 261 0
FY99 FY00
PROJECT ION PROJECTION
0 0
0 0
271 281
0 0
271 281
PUBLIC HSG-NEW CONSTR./009
FII~IANCIAL PLAN FOR FY98 -
FY98
FY96 FY97 FINAL
RECEI~S: AC'TQ]%L ESTIMAT~ BUDGET
Charges For Services -200 0 0
Federal Grants 963,833 0 0
Total 963,633 0 0
FY00
FY99 FY0¢
PROJECTION PROJECTION
0 0
0 0
0 0
-- FY98 BUDGET --
FY96 FY97 DEFT FINAL FY99 FY00
EXPENDITURES: ACTUAL ESTIMATE REQUF_ST BUDGET PROJECTION PROJECTION
Personal Services 10,771 0 0 0 0 0
Coe~odztzes 1,642 0 0 0 0 0
Services And Charges 12,616 0 82 0 86 90
Capital Outlay 919,305 0 0 0 0 0
Total 944,3)4 0 82 0 86 90
- 129 -
Beginning Balance
Loan Repayments
Total Receipts
¢oe~odities
Services And Chaz~es
Capital
Total Expenditures
Ending Balance
ENERGY CONSERVATION
FINANCIAL PLAN FOR FY98 -
FY96 FY97
ACTUAL ESTIMATE
61 , 870 66 , 388
14,799 0
14,799 0
1,352 0
2.520 0
6.409 0
10.281 0
FY00
-- FY98 BUD(~T --
DEPT FINAL FY99 FY00
I~ffJEST BUDGET PRO~CTIO~ PROJECTIO!~
66,388 26,068 26,068
0 0 0
0 0 0
0 0 0 0
0 0 0 0
40,320 40.320 0 0
40,320 40.320 0 0
66,388
26,068 26,068 26,068
PERSONAL SERVICES:
FY97 FY98
.00 .00
CAPITAL OUTLAY:
1 Building I~provements
FY98
40.320
40,320
- 130 -
Be9inning ~alance
Interest Income
Special Asaessments
Total Receipts
Services ~d Charges
Transfers
?ota! Expenditures
Ending Balance
SPECIAL ASSESSMENTS
FINANCIAL PLAN FOR FY98 -
FY96 FY97
ACTUAL ESTIMATE
181.329 146,540
11,133 0
52,804 0
63,937 0
71 0
98.6S~ ~24
98,726 524
FY00
-- FY98 BUDGET --
DEPT FINAL FY99 FY00
RB~3EST BUDGET ~OJECTIO~ PROJECTION
146.016 145,927 145.835
0 0 0
0 0 0
0 0 0
89 89 92 95
0 0 0 0
89 89 92 95
146,540 146.016
145,927 145,835 145,740
Beginning Balance
Interest Income
Miscellaneous Revenue
Total Receipts
Capital Outlay
Total E~penditures
RISE REPAYMENT FUND
FINANCIAL PLAN FOR FY98
FY96 FY97
A~TUt~ ES~I~A~
21,200 8.328
519 0
0 13,391
519 13,391
13.391 13.391
13.391 13,391
FY00
-- FY98 BUDGET --
DEFT FINAL FY99 FY00
R~Q~.~T BUDGET PROJECTION PROJECTION
8.328 8,328 8,328
0 0 0
13.391 13.391 13.391
13.391 13.391 13.391
0 13.391 13.391 13.391
0 13.391 13,391 13,391
Ending Balance
8,328 8,328
8,328 8.328 8,328
PERSONAL SERVICES:
FY97 P"f98
.00 .00
CAPITAL OUTLAY:
1 Loan Repayment
FY98
13,391
13.391
- 131 -
- 132 -
.. I
I
I
I
I
I
I
I
I
I
I
I
I
I
I
APPENDIX
Preparation of the Financial Plan
Process to Amend the Financial Plan
Resolution Approving the Financial Plan
Resolution Adopting the Annual Budget
Adopted Budget Summary
Authorized Positions by Department
Index by Department
Property Tax Rates
Glossary
PREPARATION OF THE FINANCIAL PLAN
In August, the Finance Department writes a manual of directions and updates all forms. The
manual contains: 1) directions for completing the forms, 2) descriptions of expenditures that
may be budgeted in a particular line item, and 3) projected prices or inflation factors for vadous
supplies, service contracts, vehicle maintenance service, telephone and postal services, and
office furniture and equipment.
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 September, the manual and forms for the next financial plan are distributed to Department
and Division Heads. They also receive salary projections, a three-year history of each
Department's/Division's actual line item expenditures, and projected revenues and costs for the
three years covered by the Financial Plan. (The Finance Department projects revenues
individually and uses a combination of inflation factors and individual costs to project
expenditures.)
In October, the forms are retumed. These include the Department's/Division's adjustments to
line item revenue and expenditure projections, their travel request, their capital outlay request,
and professional services required.
In November, the Finance Department reviews the forms and compiles them all into a budget.
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. Then the Proposed Financial Plan document is printed.
In January, the City Council reviews the Proposed Financial Plan.
In February, the Proposed Financial Plan and a memo of Council's changes are presented to
the public. A public hearing is held at least one week prior to the final adoption.
In March, the final Financial Plan is adopted. The State of Iowa requires a one-year budget
to 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.
The Finance Department monitors the status of actual revenues and expenses compared to
budget. Analysis is done on a line-item basis within each division. Ultimate responsibility for
a division's budget rests with the department head in charge of that division. The Finance
Department staff normally works directly with department/division management to resolve any
problems within the line item budget.
- 133 -
PROCESS TO AMEND THE FINANCIAL PLAN
Departments and Divisions analyze their monthly financial reports to determine if a budget
amendment is needed for expenditures that were not included in the budget, for example,
capital outlay, repairs to equipment and buildings, wages for temporary employees and
overtime related to work assignments outside of the budgeted staffing level. On the
amendment requests, departments/divisions explain the reason for requesting additional funds
and also suggest a funding source for it:
1) Subtract budgeted funds from another item within their budget.
2) Show that additional revenue will be received.
3) Request funds from the "contingency" (see definition in Budget Glossary).
The requests are reviewed by the Budget/Management Analyst for accuracy. Then, the
Finance Director and City Manager approve or deny the request. Upon approval, the
amendment is added to the budget so that the next monthly Budget Comparison Report
includes it. Amendment requests are not accepted after a date set by the Finance Department
in order to compile necessary reports for Council action on the amended budget.
By May 31 of each year, as required by the State, the City Council holds a public headng and
approves the amended budget for the year ending June 30. Statements of budget and actual
revenues and expenditures are published by September 30 for the fiscal year ended June 30.
They are also presented for the City as a whole in the notes to that year's Financial Report.
Legal compliance is met if actual expenditures do not exceed the budgeted expenditures by
program areas: community protection, home and community environment, human development
and policy and administration.
Prepared by: D(mald Yucuis. Finance Director, 410 E. Washington SL, Iowa City. IA 52240; 319-356-5052
RESOLUTION NO. 97-73
RESOLUTION APPROVING THE FINANCIAL PLAN FOR THE CITY OF IOWA
CITY, IOWA, FOR FISCAL YEARS 1998 THROUGH 2000 AND THE MULTI-
YEAR CAPITAL IMPROVEMENTS PROGRAM THROUGH FISCAL YEAR
2002.
WHEREAS, the City Council of the City of Iowa City deems it in the public interest and in the
interest of good and efficient govemment for the City of Iowa City, Iowa, to adopt a three-year
Financial Plan for operations and a multi-year Capital Improvements Program budget; and
WHEREAS, the three-year Financial Plan and multi-year Capital Improvements Program are
subject to annual review and revisions; and
WHEREAS, a public hearing was held on February 25, 1997, 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 City Council of the City of Iowa City does hereby adopt the three-year Financial
Plan for the Fiscal Years 1998 through 2000 and the multi-year Capital Improvements
Program through Fiscal Year 2002.
This Resolution is an expression of the Councirs 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 4th
day of March , 1997.
City Attomey's Office
- 135-
by:. Dollakl Yucuis, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356.5052
RESOLUTION NO. 97-71
RESOLUTION ADOPTING THE ANNUAL BUDGET EXCLUDING HACAP AND FREE
MEDICAL CUNIC FOR THE FISCAL YEAR ENDING JUNE 30, 1998.
WHEREAS, a public headng on the proposed budget for the fiscal year ending June 30, 1998
was held on February 25, 1997 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,'1998, 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
adopted except for the expenditures for HACAP and Free Medical Clinic totaling
$11,865, which will be approved by separate resolution.
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 4th day of March
, 1997.
Al-rEST:
City Attomey's Office
It was moved by Lehman and seconded by
be ado13ted. and upon roll call there were:
Thornberry
the Resolution
AYES: NAYS: ABSENT:
X
X
X
X
X
X
Baker
Kubby
Lehman
Norton
Novick
Thomberry
Vanderhoef
Prepared by:. Donak] Yucuis. F'mance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356-5052
RESOLUTION NO. 97-72
RESOLUTION ADOPTING THE ANNUAL BUDGET FOR HACAP AND FREE
MEDICAL CUNIC FOR THE FISCAL YEAR ENDING JUNE 30, 1998.
WHEREAS, a public heating on the proposed budget for the fiscal year ending June 30. 1998
was held on February 25. 1997. 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. 1998 for HACAP and Free
Medical Clinic totaling $11,865 should be and hereby is adopted.
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 4th day of March
, 1997.
City Attorney's Office
It was moved by Norton and seconded by
be adopted, and upon roll call there were:
Vanderhoef
the Resolution
AYES: NAYS: ABSENT:
ABSTAIN:
X
X
X
X
X
X
Baker
Kubby
Lehman
Norton
Novick
Thomberry
Vanderhoef
X
- 137 -
CITY OF IOWA CITY ADOPTED BUDGET SUMMARY
YEAR ENDED JUNE 30, 1998
Special
Revenues
General
REVENUES & OTHER FINANCING SOURCES
Taxes Leviarian Property 77 14.858,610 106 2,966,000
t ess Uncoilsclad Prupe?ty .Tlxos.L._lvy_ Year 78 107 ·
Nel Current Pfopsdy Tsxes ' ' ~ i~.~',~.~' i~ 2,9~,~0~
Dab -ncLu-en' Pr °party T axes &..:~j~i~ 10g
TIF Revenues 110 62"-'~
OIhl_r. CllyTixll 81 458,go0 I t I
L~clnses & Perrods ............ 62
Use of k,'1o~?¥ &_ P. ro.~[ty .......... 83
Int_ecgov. efnmaj'dal .......... 6,4
Charges for Sar,~cas 85_
M~scellsnlo,ue 87
Olher F~nlnclng Sources
Tiinlti¢I In
Proceeds of Debt go
· Proc__ee._d_e o! .F~e_d Asset Slls~
Debl Cepllel Expendable Budge{
8ervlce Projects Trust Proprlelery FY 1117/ll
(C) (D) (E) (F)
134 2,600,247 161 · 189 ' I . 234 20,424,857 264
,35 · is2 ·,go 2, 205
~-~' 2,600,247 -IS3 ' : I~t ~i~ (,,~.i.~,/.mJ~p:~-~ 20,424,857
137 164 192 ~ll/llllJJlll,~" .'!~"' d 237 297
-- ' ~ - · .. , .~: ~'; ~'.u4 "
138 165 193 . ' ; [ ' "' . 239 45~,go0 269
TMal Revenues & Other So.fcic 92
EXPENDITURES & OTHER FINANCING USES
_ 2,5~.3,689 1_115_ 81,_2_3~)_ 141 166 21__.~_4 20,657,483 24___.~3 20,302,602 273
· 116 142 169 427 244 274
22,t26,032 ItS 13.573,630 144 2.813,83~ 171 2.441,000 197 164,892 216 3t.3ag,93a 248 72,309,130 276
7,417,383 1 lg 880,000
· 459
~,57S,615 120 14,253,630
145 2,452,548 172 12,120,25o tee 253,768 217 35,329,539 247 56,262,47s 277
140 __ 17_~_3 2._.~.~7075_,~67 ~1ii21.8 _2._4~7~4,~83~ _2~ ~51,820,003 27.~.8
147 __ 174 __ 199 __ _21__9 ...... .249. .__ 3~5,200 27._~_g
148 5,066,1M 175 41,648,017 200 418.648 220 gl,48,4.313 250 182,427.40~ 260
silknaiad Actual
1111/17 FY 11ll/11
(HI (I).
t.,7.,22~ ~ t..IS3.15~
295
19T7M,220 ~ i~,193.16~
297
S2,000 298 ~5.. I_6_.4
440~000 299 461,445
..___~_h450..~_ 55~,452
3,038,27420t_._4:4._24.,7s_&
27,go~,552303.25,~._5,s_4.~_
t ~632~673 305 2 758 528
74.2~0.496 30~ 6~,~0~,797
59.269~856 307 34~016~9~2
14,396,631 _308. 24.363,65_.~
77~000 309 53~3~
;481043~M3 3tO 127.244,go5
t t,054.763 3St t 0. t ~0,176
9,856,242 312 7.367.0t 7
~4,M0,414 3t 3 84.638.307
6,339,908 314 6.9t 3.042
42.__~8 . .:-
112,1111327 315 10g,~78,542
8~514~g41 I 316 481938~255
4g~877,85~ i 317 12458960
53.s~i,~I ~ii 40,681,327
5g,31~.71.~__, 31.9. 34..._~.~.~9~3_
171,424,043 320 140r210,485
~23,38OI000~ 321 It5,~E5~SeOI
73~84~,312 322 S9~811~972_
50,4~,252 323 73ra4er312
Commundy Proleclion
Loolics,fife,llrllt llghtli~, sic )
Hun'~n Development
(hellth, laxity, ~'e~raalmn, sic )
Ho~le & CommurMy Enveonmlnl
P~cy & Adlnlnlshill~
<mayor, cm*ncd, clerk, ~gal, sic [ ......
N~ P~[~m .........
Total
De~ Setvlci
Nel Ope~ali.g
Trantlefl O~
Tolls Expendilufi~flnsfefl Out
Excess Rlvefi~l & Other Sources Over
(Under) Ex~du~e~insle~s Out
Beststing Fund Balance Julz 1 ....
Ending Fund Balance June 30
93 10.827,572 121 · 149 320,745 178 0 201 - 221 - 2~1 11.148,317 281
94 6.657,263 122 150 792,2go 177 22,250,250 202 · 222 262 29.899.631 262
95 4,133,485 123 6,144,598 151 3,656,507 178 9,440,000 203 420,544 223 52,367,708 253 76,482,642 283
ee 5,542,102 124 183,404 152 12,559 179 50.000 204 · 224 · 254 5,7M,065 284
97 27,3~0,442 125 6,326,002 153 5,082,109 lgo 31,740,250 205 420,544 225 52,3~7,706 255 123.2go,065 285
ee 79,000 12~ . 154 5,082,t0g tel - - 22s 8,3t1,148 2~ 11,472,254 2.
go 0 127 ~ t6~2 ._3_1..~,~.50."11i~11~!1i~1P~227 28M7,0~7 257 _go.427,287 267 .
~ ~7.2~,,~ i~6 8.326,0~2 155 · to3 . 206 420,544 228 17,369,526 256 51.399.514 2es
101 ~,.8~_7,~_~_~1~9 8,425815 1._'_.~.. ___.--. !~ g,goS,7~7 _20? · 22~ ~,~(~e~ga_T ~5~ ~,O7S 209
i~2 30,247,851 130 14,753,817 157 5,082,109 185 41,648,017 208 420.544 230 66,974,696 260 181,12~,033 290
tO3 (669,236) 131 (500. t87) 15,8 (15.923) 186 209 (1.ego) 23t 2.489,618 261 1.302.378 291
104 . 7,9gg,713 .!:~_2 5,823,848 159 5~r5~1 187 35.20~ 210 . . 5,308 232 3~,005,585 _26_2 _50~_4~2._~_52 292
105 7,3,30,477 133 5,323,059 160 580,871 188 35,20~ 211 3,412 233 38,485,203 283 51,7ee,626 293
FILED
MAR - 7 1397
ADOPT1ON OF BUDGET AND CERTIFICATION OF TAXES
Iq,M yewddy 1.11~- Ju,, no. ~ee
(:{I'YCN~ IONA ClTT ~ 60,148
T~ Onn~ M~f eul hnnMh~MnB nf Johnson CMWy. k,.m
~timlllnl/kC~C~m~l. kMdklln~kklek~i,NuiNdWk. m Warch 4,
~(319 ) 3~. ~
~ 1,593,~,411 2
~ i ~ 1.610,075.202 3
~ 2,~9.8~ 4
TAX LEVF~
S 12,90~, 106
1,513,924
430,273
14.852.393
6.217
14,858,610
75,000
2,89i,000
2,600,247
20°424.85? '
- 139 -
CITY OF IOWA CITY
PERSONNEL LISTING BY DEPARTMENT
FULL-TIME EQUIVALENTS
FY94 FY95 FY96 FY97 FY98 FY99 FY2000
Adopted Adopted Projected Projected
Administration 22.25 24.50 24.50 25.00 25.50 26.50 26.50
Airport Operations 1.50 1.50 1.50 1.50 1.50 1.50 1.50
Assisted Housing 12.75 12.75 12.75 11.75 10.75 10.75 10.75
Broadband Telecommunications 3.60 3.60 3.60 3.60 4.60 4.60 4.60
*Equipment Maintenance 17.50 17.50 10.00 10.50 9.50 9.50 9.50
Finance 35.24 35.39 37.39 37.39 37.39 37.39 37.39
Fire Department 52.00 52.00 52.00 52.00 52.00 52.00 52.00
Housing & Inspection Services 11.00 13.00 13.00 13.00 14.13 14.13 14.13
JCCOG 4.80 4.80 4.80 4.80 5.80 5.80 5.80
Library 37.25 37.25 37.25 37.25 37.25 37.25 37.25
Library Development Office Salary 2.00 2.00 2.00 2.00 2.25 2.25 2.25
Parking 26.50 27.25 27.25 27.50 27.50 27.50 27.50
Parks & Recreation 35.50 35.50 36.75 37.75 38.75 38.75 38.75
Planning/Community Development 13.20 13.70 13.70 13.70 13.20 13.20 13.20
Police Department 79.00 80.56 86.56 87.50 93.25 93.25 93.25
Public Works 115.50 119.50 121.00 124.00 125.50 125.50 125.50
Senior Center 5.50 5.50 5.50 5.50 5.50 5.50 5.50
*Transit 42.00 41.50 49.00 48.50 49.50 49.50 49.50
Grand Total 517.09 527.80 538.55 543~4 553.87 554.87 554.87
* 7.50 FTE for Transit Maintenance were moved from Equipment Division to Transit Division mid-year FY95.
FY96 adopted has been restated with the positions moved.
- 140 -
Number of Authorized
Positions Per Department
Admin, i~
Airpor~ Opts. !
Broadband Tele.
Equipment Maint, ~
JCCOG -~
L~nbraPt
I ~ i
Pa~s & Recreation ,
Planning/Corem, Der.-~
Poli~ DepL -,
~ ! I
Public Wo~s -:
St. Cen~r ~
Trysit -
I I
0,00 20,00 40,00 80.00 80.00 100.00 120,00
~ Positions
[] FY98
~ FY97
~ FY96
~ FY95
Number of Authorized
Positions Per Department
Aiqx~rt Olxs.
A~. Housing
Broadband Tele.
Equipment Maint
Finance
Fire Dept.
H&IS
JCCOG
Parking
Pafi<s & Recreation
Planning/Comm. Dev.
Pol'~ Dept. -
Pul~ic Works -
$r Center J
Transit ~
0.00 20.00 40.00
~.00 80.00 100.00
# Positions
120.00
FY98
FY97
FY96
FY95
140.00
- 141 -
PERSONNEL RECONCILIATION
Full Time Equivalents (FTE) by Departments and Divisions
FY97 Adopted Budget to FY98 Adopted Budget
ADMINISTRATION
City Council
City Clerk
City Attomey
City Manager
Human Relations
Human Rights Activities
TOTAL ADMINISTRATION
AIRPORT OPERATIONS
ASSISTED HOUSING
BROADBAND TELECOMMUNICATIONS
EQUIPMENT
General Fleet Maintenance
Equipment Replacement
TOTAL EQUIPMENT
FINANCE
Finance Dept. Administration
Accounting & Reporting
Central Procurement
Treasury
Document Services
Information Services
Central Sup. & Print
Risk Management
Employee Benefits
TOTAL FINANCE
FIRE PROTECTION
FY98 Total
FY97 FY97 Additions New Positions Authorized /
Original by Council in FY98 Requested
Budget Resolution Budget Positions
7.00
4.50
6.00
300
3.00
1.50
25.00
1.50
11.75
3.60
9.70
0.80
10.50
3.18
7.00
4.02
10.12
4.00
5.50
1.60
I 59
0.38
37.39
52.00
(1.00)
(1.00)
(1.00)
(0.10)
0.10
HOUSING & INSPECTION SVCS.
His Department Administration
Building Inspection
Housing Inspections
Development Regulations
TOTAL H.I.S.
J C COG
Administration
Transportation Plan
Human Services
Solid Waste Management
TOTAL JCCOG
LIBRARY Library
Library Reciprocal Borrowing
Library Dev. Office Salary
TOTAL LIBRARY
3.00
600
4.00
13.00
0.80
2.00
1.00
1.00
4.80
37.25
0.50
1.50
39.25
0.25
0.25
0.13
0.13
7.00
4.50
6_00
3.00
3.00
2.00
25.50
1.50
10.75
8.70
0.80
9.50
3.18
7.00
3.92
10.12
4.00
5.50
1.70
I 59
0.38
37 39
52.00
3.13
600
4.00
1.00
14.13
0.80
3.00
100
1.00
5.80
37.25
0.75
1.50
39.50
98_6PT.XLS~ Resol. Recondl. - 142 - Resol. Reconcil
PERSONNEL RECONCILIATION
Full Time Equivalents (FTE) by Departments and Divisions
FY97 Adopted Budget to FY98 Adopted Budget
PARKING I TRANSIT
Parking System Operations
Mass Transit Operations
TOTAL PARKING/TRANSIT
FY98 Total
FY97 FY97 Add'~ions New Pos'~:ms Authorized /
Original by Council in FY98 Requested
Budget Resolution Budget Pos'~ions
27.50 27.50
48.50 1.00 49.50
76.00 1.00 77.00
PARKS & RECREATION
Government Buildings 3.75 0.33
CBD Maintenance 2.00 0.50
Forestry Operations 3.00
Cemetery 3.00
Recreation 13.00 (0.33)
Parks 11.00 0.50
Parks & Rec Dept. Admin. 2.00
TOTAL PARKS & RECREATION 37.75 1.00
4.08
2.50
3.00
3.00
12.67
11.50
2.00
38.75
PLANNING & COMMUNITY DEVELOPMENT (PCD)
Admlnisti'ation
Urban Planning
Neigborhoed Services
Non-Grant Comm. Development
Economic Development
Misc. Community Development
CDBG Metro Entitlement
TOTAL PCD
2.45 (0.50) 1.95
3.50 3.50
1.00 1.00
1.00 1.00
1.00 1.00
1.30 1.30
3.45 3.45
13.70 (0.50) 13.20
POLICE DEPARTMENT
Adminis~-ation
Police Patrol
Cnminal Investigation
Records And Identification
Community Services Bureau
Emergency Communications Ctr.
Federal Crime Grant
Animal Conlml
TOTAL POLICE
4.00 (1.00) 3.00
50.00 3.00 53.00
7.00 1.00 8.00
4.00 1.00 5.00
2.00 2.00
9.50 1.00 0.75 11.25
6.00 - 6.00
5.00 - 5.00
87.50 1.00 4.75 93.25
PUBLIC WORKS
Engineering
Public Works
Energy Conservation
Traffic Engineenng
Sewer Connect North ! South Plants
Streets Maintenance
Wastewater Trmt Oper
Water Oper. & Maint.
Refuse Collection Operations
Landfill Operations
TOTAL PUBLIC WORKS
9.50 1.00 0.50 11.00
2.00 2.00
0.50 0.50
7.00 (4.00) 0.75 3.75
3.00 3.00
22.25 1.00 (0.25) 23.00
25.00 0.30 25.30
26.75 (0.80) 25.95
19.00 0.50 19.50
12.00 (0.50) 11.50
124.00 1.00 0.50 125.50
SENIOR CENTER
GRAND TOTAL
5.50
543.24
5.25 5.38
5.50
553.87
- 143 - Resol. Reconcil.
INDEX OF BUDGET UNITS BY DEPARTMENT
ADMINISTRATION
City Council ........................................................................63
City Clerk ...........................................................................63
City Attorney ......................................................................63
Special Census ....................................................................64
City Manager ......................................................................64
Human Relations ..................................................................64
Human Rights ......................................................................67
Broadband Telecommunications Operations & Reserves ......... 106
FINANCE
Finance Administration .........................................................65
Accounting .........................................................................65
Central Procurement Services ................................................65
Treasury .............................................................................66
Document Services ..............................................................66
Information Services ..........................................................118
Risk Management ................................................................66
Non-Operational Administration .............................................68
Central Services ................................................................116
PLANNING & COMMUNITY
DEVELOPMENT
PCD Administration ..............................................................69
Urban Planning & Development ............................................. 69
Neighborhood Services .........................................................70
Community Development Non-Grant ...................................... 70
Economic Development ........................................................71
Comprehensive Plan Update ..................................................71
JCCOG Administration .......................................................111
JCCOG Transpotation Planning .......................................... 112
JCCOG Human Services Planning ........................................ 113
JCCOG Solid Waste Management ........................................ 113
ECICOG Assessments ........................................................112
CDBG Metro Entitlement .....................................................123
Community Development Other Grants ................................ 122
Community Development Flood Grant .................................. 123
PUBLIC WORKS
Public Works Administration .................................................72
Engineering .........................................................................72
Energy Conservation Administration ....................................... 74
Traffic Engineering ...............................................................75
Street System Maintenance ..................................................75
Wastewater Treatment Operations ......................................... 95
Wastewater Treatment Reserves ........................................... 95
Water Operations .................................................................98
Water Reserves ...................................................................99
Refuse Collection Operations ...............................................100
Landfill Operations .............................................................101
POLICE DEPARTMENT
FIRE DEPARTMENT
HOUSING & INSPECTION
SERVICES
LIBRARY
PARKS & RECREATION
SENIOR CENTER
AIRPORT
PARKING & TRANSIT
NOT CONSIDERED PART
OF A DEPARTMENT
Landfill Reserves ................................................................102
Equipment Maintenance ......................................................114
Equipment Reserve ............................................................115
Energy Conservation ..........................................................130
Police Administration ............................................................77
Patrol .................................................................................77
Criminal Investigation ...........................................................78
Records and Identification .....................................................78
Community Services Bureau ..................................................79
Emergency Communications ................................................. 79
Animal Control ....................................................................80
Fire ....................................................................................81
Fire Equipment Replacement Reserve ................................... 115
HIS Administration ...............................................................82
Building Inspection ...............................................................82
Housing Inspection ...............................................................83
Assisted Housing ...............................................................127
Development Regulations ......................................................83
Library ................................................................................88
Parks & Recreation Administration ......................................... 85
Parks ..................................................................................86
Recreation ..........................................................................87
Government Buildings ...........................................................67
C.B.D. Maintenance .............................................................73
Forestry/Horticulture ............................................................76
Cemetery ............................................................................76
Senior Center ......................................................................89
Airport Operations .............................................................104
Parking Operations ...............................................................91
Parking Reserves .................................................................92
Public Transit Operations ....................................................105
Public Transit Reserves .......................................................105
Debt Service Fund .............................................................109
Employees Benefits Trust ...................................................120
Road Use Tax ....................................................................124
Risk Management Loss Reserve ........................................... 117
Health Insurance Reserve ....................................................117
Special Assessments ..........................................................131
RISE Repayment ................................................................131
- 145 -
TAX LEVIES FOR IOWA CITY AREA
TAXING DISTRICTS
Actual
FY96
COUNTY LEVIES IN CITIES
GENERAL BASIC
GENERAL SUPPLEMENTAL
MH-DD SERVICES
5.50464
3.50000
2.00464
0.00000
IOWA CITY ASSESSOR LEVIES
0.22489
AG EXTENSION COUNCIL LEVIES
0.06099
AREA X COMMUNITY COLLEGE LEVIES
GENERAL
TORT LIABILITY
PLANT
EQUIPMENT REPLACEMENT
INSURANCE
UNEMPLOYMENT
EARLY RETIREMENT
0.59316
0.20250
0.02276
0.20250
0.09000
0.04832
0.01052
0.01656
STATE OF IOWA
0.00500
SCHOOL
GENERAL
HOUSE
12.63447
11.17011
1.46436
CITY LEVIES
GENERAL
SPECIAL
12.99243
9.32000
3.67243
TOTAL
32.01538
Actual
FY97
5.23778
3.50000
0.43904
1.29874
0.21538
0.06165
0.58862
0.20250
0.02171
0.20250
0.09000
0.04608
0.01003
0.01580
0.00500
12.13035
10.35920
1.77115
12.65253
9.32000
3.33253
30.89131
CiTY OF IOWA CITY, IOWA
PROPERTY TAX RATES - ALL DIRECT AND OVERLAPPING GOVERNMENTS
Last Ten Fiscal Years
{per $1,000 assessed valuation)
Iowa City Kirkwood
Collection School City of Johnson Community State of
Year District Iowa City County(l) College Iowa
Total
1987-88 $10.928 $11.549 $4.912 $0.472 $0.005 $27.866
1988-89 10.817 11.695 5.043 0.475 0.005 28.035
1989-90 11.042 12.028 4.992 0.482 0.005 28.549
1990-91 11.347 12.128 5.327 0.481 0.005 29.288
1991-92 11.081 12.670 5.667 0.502 0.005 29.925
1992-93 11.331 12.826 6.378 0.532 0.005 31.072
1993-94 12.334 12.900 6.431 0.539 0.005 32.209
1994-95 12.338 12.954 6.431 0.530 0.005 32.258
1995-96 12.634 12.992 5.790 0.593 0.005 32.014
1996-97 12.130 12.653 5.515 0.589 0.005 30.891
Source: 'Tax Levies for Johnson County, Iowa,' compiled by the Johnson County Auditor,
Note:
I1) Includes Johnson County, the City of Iowa City Assessor and Agricultural Extension levies.
Ratio of
Iowa City
to Total
41.4%
41.7%
42.1%
41.4%
42.3%
41.3%
40.1%
40.2%
40.6%
41.0%
- 147 -
GLOSSARY
Assessed Valuation: The estimated value placed upon real and personal property by the City
Assessors as the basis for levying property taxes.
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.
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.
Capital Improvements Program (ClP): A management tool used to assist in the scheduling,
planning, and execution of a series of capital improvements over a seven-year period.
The CIP is updated annually. It sets forth the estimated expenditures by year and
specifies the resources estimated to be available to finance the project expenditures.
Capital Improvements Projects: The specific projects that make up the Capital
Improvements Program. The projects involve construction, purchase, or renovation of
city facilities or property. They are generally non-recurring major improvements to the
City's physical plant which necessitate long-term financing and are permanent in nature.
Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building
improvements, and vehicles, that are funded from the operating budget. Since long-
term financing is not necessary and expenditures of this type are of such recurring
character, these items are not part of the Capital Improvements Program.
Commodities: Items or supplies needed for routine maintenance and operations. They
include cleaning, maintenance and office supplies, repair materials, minor equipment,
and tools.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could
be used for unanficipated expenditure requirements, new programs, or to absorb
unexpected revenue losses.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Department: A major organizational unit in the City comprised of related work activities aimed
at accomplishing a major service or regulatory program.
Division: An organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet
commitments or obligations for employee fringe benefits. Included are the City's share
of costs for Social Security, Iowa Retirement System, and the other pension, medical,
and life insurance plans.
Enterprise Fund: Separate financial entity used for govemment operations that are financed
mainly from user fees.
Expenditures: The cost of goods recei'v[doeand services rendered.
Fiscal Year: A 12-month time pedod to which the annual operating budget applies. In Iowa,
the fiscal year begins July I 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 am segregated for the purpose of carrying on specific activities
or attaining certain objectives.
Fund Balance: The cash balance that remains in a fund on a given date after all receipts and
expenditures have been recorded.
General Fund: The fund supported by taxes. fees, and other revenues that may be used for
any lawful purpose.
General Obligation Bonds: When the city pledges its full faith and credit to the repayment
of the bonds it issues, then those bonds are general obligation (G.O.) bonds.
Gmnta: Contributions or gifts of cash or other assets from another govemmental entity to be
used or expended for a specified purpose, activity or facility.
Intergovernmental Revenue: ^ contribution of assets (usually cash) by one governmental
unit or other organization to another. Typically, these contributions are made to local
govemments 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.
Non-Departmental: Program costs that do not relate to any one department, but represent
costs of a general City-wide nature.
Operating Transfer: Routine and/or recurring transfers of assets between funds.
Personal Services: Services rendered by full-time and part-time employees to support the
functions of City departments. Costs include salaries, fringes and other related benefits.
Program: A distinct function of city government provided to the public or a function providing
support to the direct services of other city departments.
Reserves: An account used to earmark a fund balance or a portion of a fund balance for a
specific use. A roserye may be established formally by ordinance or resolution or
informally by administrative action.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense,
"revenue" refers to all govemment income, regardless of source, to fund services.
- 149 -
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full
faith and credit of the city is not pledged.
Services and Charges: A category of expenditures used for the purchase of services
provided by individuals, businesses or agencies who are not in the direct employ of the
City.
Special Assessment: A tax levied against a property owner to offset all or part of the cost of
public capital improvements which are deemed to benefit that particular property.
Special assessments are commonly used to finance improvement projects such as
street construction, sidewalk construction, or installation of sewer lines. Special
assessments are levied in addition to regular property taxes.
Subsidy: Financial aid given to a govemmental unit by another governmental unit. For
example, in Iowa City, the General Fund subsidizes Public Transit with property tax
monies.
Tax Incremental Financing District ('r.I.F.): A geographical area designated for public and
private development. Public improvements are funded by debt which is repaid through
segregating the increased property taxes resulting from private development.
Tort Uability: 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 act'wity. The City levies a special tax to purchase tort liability
insurance and to cover the cost of tort damages for which the City is found responsible.
Transfers: Financial transactions that occur between City funds.
Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial
or agent capacity for the City's pension and retirement funds and for other entities such
as other govemmental units. The budget includes the Johnson County Council of
Governments (JCCOG) which is a joint endeavor among city govemments within
Johnson County and the county government.
- 150 -
City of Iowa City
MEItlORANDUM
Date: May 28, 1997
To: City Council
From: City Manager
Re: Out of Town
I will be out of town from Friday, May 30 at noon until 6 p.m. Sunday, June 1. Lisa and Dale
have my itinerary.
jw/schedule.saJdoc
City of Iowa City
MEi-' IORANDU I
Date:
To:
From:
Re:
May 29, 1997
City Council
City Manager
Miscellaneous
Sales tax. The County and smaller communities will be discussing the sales tax. We'll
get minutes.
Iowa Avenue Streetscape. We will be interviewing prospective architects/engineers for
this project on June 6. We've invited representatives from the University and Project
GREEN to assist.
Fairview Golf Course. Update - the prospective developers have not been back since
news story was reported.
Cemetery consultant. We're having trouble getting work out of this firm. We'll stay after,
but if it continues, we'll have to decide to replace them.
Dubuque-Kimball sidewalk. Some time ago we received a "petition" letter from area
residents asking for installation of a sidewalk along Dubuque. We prepared plans and
approached property owners. One property owner said "no way," etc. Unless we
condemn we cannot go forward. Evidently the property owner has plans. Chuck will
discuss this further with him, but it doesn't look good.
New ash trays - City Plaza. On May 16 we installed three new "smokers outposts" (ash
trays of sort). On May 26, two were destroyed by vandalism. We had planned to
purchase 30 of these units to help control cigarette letter. They cost $75 each. We will
try a few more and see what happens.
Police trainin.q. Sara and Dennis will cover the police training scheduled for May 29, 30
and 31 concerning the Fourth Amendment, building searches, and deadly force.
bc3-1SA.wp5
To: I0~ CITY CLERK From: Jo Hogarty 6-02-97 8:42am p, 2 of 3
Johnson Coun~ [
Sally Statsman, Chairperson
Joe Bolkcom
Charles D. Duffy
Jonathan Jordahl
Stephen P. Lacina
BOARD OF SUPERVISORS
June 3, 1997
INFORMAL MEETING
1. Call to order 9:00 a.m.
Agenda
2. Review of the formal minutes of May 29th
Business from the County Engineer
a) Letter from A1 Breese re: culvert at Fairway Lane.
b) Other
discussion
4. Business from the County Auditor
a) Discussion re: resolution transferring from the General Basic Fund to
the Capital Expenditure Fund for S.E.A.T.S. vehicles.
b) Discussion re: resolution transferring from the General Basic Fund to
the Capital Expenditure Fund for Auditor/Accounting copy machine.
c) Discussion re: resolution transferring from the General Supplemental
Fund to the Capital Expenditure Fund for Auditor/Elections copy
machine.
d) Other
913 SOUTH DUBUQUE ST.
P.O. BOX1350 IOWACITY, IOWA 52244-1350
TEL: (319) 356-6000
FAX: (319) 356-6086
To: IOWA CITY CLERK From: Jo Hoqart¥ 6-0~-97 8:4~am p. 3 of 3
Agenda 6-3-97
Page 2
5. Business from the Board of Supervisors
a) Discussion re:
b) Discussion re:
c) Reports
d) Other
process for applicants filling County Engineer position.
housing needs assessment.
6. Discussion from the public
7. Recess
WORK SESSION WITH JOHNSON COUNTY
NUTRITION COMMITTEE
JUNE 3RD - 3:30 P.M.
City of Iowa City
MEMORANDUM
Date: June 2, 1997
To: City Council
From: City Manager
Re: City Attorney Recruitment
I have discussed with the Mayor recommended procedures for selecting a new City Attorney as
well as the preparation of supporting documentation, advertisements, and other related
scheduling issues. Attached is a recruitment procedure outline.
Also attached is a job description and recruitment brochure for the position. This type of
information is routinely prepared for our recruitment efforts. I have taken the liberty of
proceeding to advertise for the City Attorney's position making the assumption you are
interested in moving this process along. This will allow us to begin receiving r~sum~s and we
can then determine how to conduct the interview process.
The documents have been reviewed by our personnel staff and are substantially in compliance
with all of our hiring policies and practices.
Attachments
jw/mem/sarecrui.doc
City Attorney Recruitment Procedure
A job description and recruitment brochure for the position of City Attorney has been
prepared. This is general information about the position. A copy is attached. These
documents will be part of the acknowledgment process, that is when r6sum6s are received,
each candidate will be required to fill out a City application form and return to the personnel
office. The description and brochure will be mailed to candidates. This allows us to have a
similar application format for each of our candidates.
The City Council will need to identify any goals and/or any specific initiatives you wish to see
undertaken as well as general expectations of the new City Attorney. This work can be done
after the recruitment process begins, but is most helpful in the interview stage. A work
session might be an appropriate means to identify any of these goals or initiatives.
Submittal of ideas, suggestions, etc. would allow us to compile the information to assist you
at a work session.
The City Council will need to set a salary range for the position. I would suggest the range
be the same as the Director of Public Works, Finance, Police Chief, and Assistant City
Manager, which is $56,284 to $90,064. Council has the authority to set the salary anywhere
it would so choose; by providing a range it does give some indication to the finalists about
where you would like to compensate the individual selected. Also, final candidates will need
to have an approximate idea of the hiring range, that is the point at which you actually offer
a position and a salary within the range as approved. This is a goal that can be amended as
you see fit depending upon the candidate's credentials. We will advertise the previous
salary which is sufficient for the initial screening process.
The City Council will need to identify associated benefits, such as moving assistance, as
well as any other benefits unique to the position. Generally speaking, the benefits would be
the same as other administrative/confidential employees, and a reimbursement for moving
expenses is very common. Due to the fact this is an attorney, I would suspect that
membership in professional associations as well as the City's financing continuing
education credits would also be an expected benefit.
I have assumed that the Council will wish to interview only those who have an Iowa license
and/or can secure one readily.
A recruitment and screening team of in-house personnel can review and reduce the
applications to a manageable number. I would suggest the City Manager, Personnel
Administrator, Assistant City Manager, and possibly one other director-level individual can
review applications. Of course, Council members can have available all applications as you
see fit.
The list of candidates would be referred to the City Council as those that meet the general
profile and are recommended for interview. The Council can review this list and determine
whether the list should be expanded or contracted with respect to those you wish to
interview. I would also suggest that you may wish to have a selected representative from
our local legal community to review applications and/or at the very least review the final list
to offer any commentary. A committee of local attorneys, I suspect, would be pleased to
assist in this process.
City Attorney Recruitment Procedure
The City Council will conduct interviews of selected candidates. We will arrange a tour of
the City and City facilities as well as any other related information for the candidates. Those
that would be coming from out of town may enjoy the opportunity to look at the City's
facilities as well as become familiar with the organization.
A second interview, such as a group of City department directors, is also recommended.
Their findings as a group can be referred to the City Council to assist them in their review of
a candidate.
10. City Council will offer the position and then negotiation compensation. I would suspect some
formal employment agreement will be likely in that they are now very common among local
government professionals. You will need to decide whether it is a contract (a specific term)
or an employment agreement. We can provide assistance to you as you see fit. When it
does become time to make a formal offer, I would suggest that the Mayor, Mayor Pro Tem,
and a third Council member be designated as a committee to make the formal offer. We will
provide staff support as you request.
mgdcityatt2.doc
2
CITY OF I0 WA CITY
City Attorney Recruitment
The City of Iowa City, Iowa, is seeking a City Attorney. The previous City Attorney resigned
after seven years in the position. The Attorney's staff consists of three assistant city attorneys,
one legal assistant and one clerical.
The City
Iowa City is a developing urbanized central city of 60,000. It is situated in Johnson County (total
county population 100,000). Iowa City has two suburban communities located immediately
adjacent to the city. There are small rural communities throughout Johnson County.
Iowa City is governed by a mayor and six council members elected for four-year terms. The City
Council chooses the mayor from its membership. The council appoints the City Attorney for an
indefinite term, and the City Attorney services at the pleasure of the City Council. The City Council
also appoints the City Manager and the City Clerk. The City Manager has served 11 years and
the City Clerk has served 14 years.
Iowa City is well known as the home of the University of Iowa (29,000 students) and The
University of Iowa Hospitals and Clinics. Additionally, the City is also the location of many private
employers such as Procter & Gamble, United Technology Automotive, American College Testing,
National Computer Systems, General Mills, and numerous other smaller firms.
The City has consistently received an Aaa general obligation bond rating and has been
recognized for its distinguished efforts in budget preparation and in comprehensive annual
financial reporting. There are 550 full-time employees providing comprehensive municipal
services.
humanrel/cityatty.doc
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
Candidate Requirements
· J.D. from an accredited institution and admission to the Iowa Bar.
· Significant experience in municipal law is desirable.
· Respects differing views and opinions, understands the process of consensus building and
can be relied upon to provide his or her best professional recommendation at all times.
Knows how to achieve goals, anticipates problems and barriers and finds ways to work around
or through them.
· Is a motivator and leader for his/her staff.
· Is candid and will advise the City Council and City staff in an honest and forthright fashion.
· Presents self well to a wide range of audiences and is comfortable in a community with high
education level.
· Interacts well with other governing bodies and staffs.
· Will act in a positive fashion to interact well with the University community, students and other
community officials.
Tentative Selection Process
Closing date for resumes:
· Selected candidates may be requested to prepare additional documentation such as writing
samples to assist in candidate screening.
· References will be checked.
Candidates will be interviewed by City Council members in Iowa City at City expense;
appointment will be made by the City Council.
Resumes should be directed to:
Sylvia A. Mejia
Personnel Administrator
City of Iowa City
410 E. Washington Street
Iowa City, IA 52240
FAXES WILL NOT BE ACCEPTED
The City of Iowa City is an equal opportunity employer. Applications from females, minority
group members and persons with disabilities are encouraged.
humanrel/cityatty.doc
Benefits
Medical Insurance ~ The City provides medical insurance for employees and their dependents.
Employees contribute $20.00 per month for family coverage.
· Dental Insurance - The City provides dental coverage for employees. Employees have the
option of purchasing family dental coverage.
Life Insurance - The City provides life insurance coverage in an amount equal to annual salary
rounded to the next highest thousand. AD & D is also provided. Employees have the option of
purchasing supplemental life insurance and dependent life insurance.
Long Term Disability - The City provides long term disability coverage in an amount equal to
60% of monthly wages.
· Vacation - City employees accrue vacation at a rate of one day per month for the first five
years of employment. Accrual rates increase every five years.
· Sick Leave - City employees accrue sick leave at a rate of one day per month.
Holidays - City employees receive ten designated holidays and one personal day each year.
· Longevity Pay - Longevity pay of $300 annually is paid following five years of service.
Longevity pay increases in five-year increments to a maximum of $1000 after 25 years.
· Salary Schedule - This is an unclassified position. Salary will be negotiated.
Pension Plan - Iowa Public Employee Retirement System.
· Deferred Compensation - City employees may voluntarily join a deferred compensation
program administered by the City.
· Professional Association participation is encouraged.
humanrel/cilyaJty.doc
Downtown Area Shuttle Study
Prepared for:
The City of Iowa City
Prepared by:
Cole Chase, Becky Robertson
Jason Serck, and Jeff Wilkens
Field Problems In Planning 102:209
Graduate Program in Urban and Regional Planning
The University of Iowa
May 14, 1997
Downtown Area Shuttle Study
Prepared for:
The City of Iowa City
Prepared by:
Cole Chase, Becky Robertson
Jason Serck, and Jeff Wilkens
Field Problems In Planning 102:209
Graduate Program in Urban and Regional Planning
The Uniyersity of Iowa
May 14, 1997
Course Instructor: Peter Fisher
Faculty Advisor: David Forkenbrock
Acknowledgments
We would like to thank the following people for their helpful contributions and
assistance in completing this study:
Jeff Davidson
Executive Director, Johnson County Council Of Governments;
Assistant Director, Iowa City Planning and Community Development
Peter Fisher
Professor of Urban and Regional Planning, University of Iowa
David Forkenbrock
Professor of Urban and Regional Planning, University of Iowa
Joe Fowler
Director of Parking and Transit, City of Iowa City
John Gross
President, Technigraphics, Inc.
President, Downtown Business Association
Ron Logsden
Transit Manager, Iowa City Transit
Brian McClatchey
Cambus, The University of Iowa
Janelie Rettig
President, Northside Marketplace Association;
· Co-owner, Alternatives
AI Villaverde
Finance and Grants Manager, City of Phoenix Public Transit Department
Karen Rothermel
City of Boulder Public Transit Department, Boulder, Colorado
Downtown Area Shuttle Study ii
TABLE OF CONTENTS
Section Page
The DASH Concept ................................................... 1
DASH Service Profile ................................................. 3
1.0
Background Issues ............................................... 4
1.1 Introduction .................................................. 4
1.2 Transportation Goals of Iowa City ................................ 5
1.3 Perceptions of Parking ............................ · ............. 5
1.4 Downtown Viability ............................................ 6
1.5 Parking Ramp Utilization ........................................ 6
1.6 Metered Parking and Congestion ................................. 7
1.7 Monthly Permit Parking ......................................... 8
1.8 Summary .................................................... 8
2.0 Route Selection ................................................... 9
2.1 The Route ................................................... 9
2.2 Physical Characteristics ........................................ 9
2.3 Stop Locations .............................................. 11
2.4 Students .................................. _, ................. 15
2.5 Summary ................................................... 15
3.0 Vehicle Attributes ................................................ 16
3.1 Primary Goal & Considerations ................................. 16
3.2 Environmental Impacts ........................................ 16
3.3 Service Life ................................................. 18
3.4 Buy America ................................................ 18
3.5 Americans with Disabilities Act (ADA) ............................ 18
3.6 Clean Air Act Amendment (CAAA) and Alternative Fuels ............. 19
3.7 Ease of Operation ............................................ 19
3.8 Flexibility ................................................... 20
3.9 Recommendation ............................................ 20
4.0 Financing ....................................................... 22
4.1 Self Supported Municipal Improvement District .................... 23
4.2 Alternative Financing Arrangements ............................. 26
4.3 Summary ................................................... 28
Appendix A ........................................................ 29
Appendix B ........................................................ 30
Appendix C ........................................................ :31
Downtown Area Shuttle Study iii
FIGURES AND TABLES
Figure I DASH Route and Stops ....................................... 10
Figure 2 Van Buren Street and Market Street ............................ 12
Figure 3 Washington Street and Van Buren Street ........................ 12
Figure 4 Van Buren Street and Burlington Street ......................... 13
Figure 5 Prentiss Street and Dubuque Street ............................ 13
Figure 6 Harrison Street and Clinton Street .............................. 14
Figure 7 Clinton Street and Washington Street ........................... 14
Figure 8 Self Supported Municipal Improvement District ................... 25
Table I SSMID Assessment Based on Sample Property Values ............. 27
Table 2 Approximate Total Cost of DASH, by Funding Fntity ................ 28
Table 3 Approximate Total Cost of DASH, for the City of Iowa City ........... 28
Table A.1 National Emission Estimates of Particulate IVlatter, 1992 ........... 29
Table A.2 Particle Size Distribution by Type of Fuel ....................... 29
Table C.1 Streets Included in the SSMID ................................ 31
Table C.2 Average Property Value within the SSMID, by Street .............. 32
Downtown Area Shuttle Study iv
THE DASH CONCEPT
The fundamental concept is to provide a free shuttle which circulates around and
through downtown Iowa City during normal weekday business hours, as well as
on Saturdays and on holidays.
The purpose of DASH, the Downtown Area SHuttle, is to connect downtown
businesses with parking ramps and surface lots on the periphery of the
downtown area in order to improve access to shopping and dining, and to
facilitate an expanded permit parking system for downtown employees.
The shuttle will pick up passengers at designated stops approximately every ten
minutes, and take them to within two blocks of virtually any business in the
downtown area in a matter of minutes. The DASH vehicles will be small, friendly,
accessible to persons with disabilities, and designed to fit the scale and
pedestrian environment of Iowa City's central business district.
DASH is designed to be operated by Iowa City Transit, but because of the
issues and problems it is intended to address and solve, DASH should be
considered more a component of Iowa City's parking system than an extension
of the transit system. The objectives of DASH are to:
improve customer access to businesses--shoppers are able park in
ramps outside the CBD and shuttle around at no cost;
link the downtown core to the north and south side business districts;
improve the public's perception regarding accessibility, and parking
availability in the downtown area;
Downtown Area Shuttle Study
Page I
decrease congestion in the downtown area by increasing direct trips to
parking ramps thus reducing the congestion caused by people circling
around downtown, looking for a suitable metered parking space;
increase the attractiveness for employee parking in parking facilities
beyond the downtown core, making it feasible to reduce permit parking in
the CBD and to free additional spaces for shoppers; and
eliminate the dangers of walking alone in the evening shopping hours
during winter months-adequate lighting insures safety at the stops.
For all of these reasons, DASH should help to maintain the convenient access
necessary to maintain the economic vitality of the downtown area.
Downtown Area Shuttle Study Page 2
DASH SERVICE PROFILE
Name:
DASH is a name adapted from the City of Phoenix Shuttle System
and is an acronym for Downtown Area Shuttle. For now, this is only a
working title. and we propose a campaign that would involve the
publids input on a name and logo/design scheme for the shuttle
system.
Route:
DASH circulates through downtown in a figure eight pattern
encompassing the Near North Side business district. the Mercy
Hospital complex, and the Near South Side. The route serves all
existing and planned peripheral parking structures and surface lots.
Schedule:
Monday-Friday, 7am-6pm, and Saturday, 10am-5pm
An'ives at stops every 10 minutes.
Stops:
10 convenient stops indicated by DASH signs.
Fare: Free
Vehicle
Type:
Orion II, Odon Bus Industries, Inc.
Fuel:
DASH is powered by a Cummins B5.9 Diesel Engine
Capacity:
Twenty passengers seated; ten or more standing; two wheelchairs.
Vehicle Cost: Approximately $180,000 to $220,000 per vehicle, ready for service.
Number of
Vehicles:
Three. Two run the route, and one is reserved for backup.
Recommended
Funding:
The recommended funding sources are: the City of Iowa City, the
federal Intermodal Surface Transportation Efficiency ACt (ISTEA), the
University of Iowa, and a special tax assessment district.
Downtown Area Shuttle Study Page 3
1.0 Background Issues
1.1 Introduction
The basic concept is a free shuttle
which circulates around and
through downtown Iowa City
dunng normal weekday business
hours. as well as on Saturdays and on holidays. DASH will connect downtown
businesses with parking ramps and surface lots on the periphery of the downtown area.
The shuttle will pick up passengers at designated stops approximately every ten
minutes, and take them to within two blocks of virtually anywhere in the greater
downtown area in a matter of minutes. DASH is designed to be operated by Iowa City
Transit, but because of the issues and problems it is intended to address and solve,
DASH should be considered more a component of Iowa City's parking system than an
extension of the transit system. Similar shuttle systems have been very successful in
other municipalities.
DASH. imlx'OVea~~. ac~,:
In the sections that follow. we
present the data and information
necessary to evaluate the DASH
concept and determine if it is a
viable solution for Iowa City. The
remainder of Section 1 discusses some background issues and explores the
problems DASH is intended to address. In Section 2 we describe the
recommended route structure and stop locations. In Section 3 we present the
considerations involved in vehicle selection, as well as our recommendation for
specific vehicles. Finally, in Section 4, we address three alternative financing
arrangements.
Downtown Area Shuttle Study Page 4
1.2 Transportation Goals of Iowa City
The 1997 Iowa City Comprehensive Plan Draft contains several transportation
related goals, which provide justification for implementing DASH.~ One goal is to
maintain an efficient. well-managed. downtown automobile parking system which
will strive to cope with downtown parking capacity issues. Another is to maintain
a transportation system which enhances the quality of life of all citizens.2
In general, the comprehensive plan recognizes the downtown core as well as the
University of Iowa together as the activity and employment focal point of Iowa
City. DASH would also promote environmental protection goals. For example.
the shuttle would encourage linked transit and pedestrian trips around the
downtown area as an alternative to automobile trips. Furthermore. DASH is an
alternative mode of transportation which will indirectly enhance air quality by
lessening vehicle emissions through reduced congestion and fewer automobile
trips.
1.3 Public Perception of Parking
Several important issues are key to this
DA$~l,wtll': 'kl~zm~'~..,, study. One predominant issue is the widely
and parking..~~., held perception that the City provides
insufficient parking downtown. Whether or
not this perception is accurate, it persists. A recent study of Iowa City's parking
ramps has. in fact, demonstrated fairly low utilization rates. Despite this fact, the
prevailing public perceptions mean that access and convenience are the primary
issues at stake. In effect, the parking problem is a lack of easy access to
downtown area businesses. Part of the problem is the experience of the walking
journey between businesses and parking ramps. The Chauncey Swan parking
ramp. for example. is only three blocks from the center of downtown. However.
the walk requires crossing Gilbert Street, a primary North-South arterial, which
Downtown Area Shuttle Study Page 5
may act as a physical barrier to pedestrians. The Chauncey Swan parking ramp
has the lowest utilization rates of any such facility in Iowa City.
1.4 Downtown Viability
An important and timely issue is
the long term viability of the
central business district and its
ability to compete with other
shopping opportunities. Many people, particularly business owners downtown.
express concern that the number of shopping trips to the central business district
(CBD) may decline due to perceptions that it is not easy to access businesses.
Many people are concerned that Iowa City's commercial tax base may also
decline as a result. Downtown Iowa City has many attractive features: the
pedestrian mall, restaurants, and the University among other attractions.
However, there is interest among the business community to increase the level
of promotion of the downtown to enhance its attractiveness. We propose that a
shuttle system offering a free and convenient ride from any parking facility in the
downtown area to within two blocks of any business has the potential to
positively affect the publids perception of access to the CBD. Improved access
to shopping and dining throughout the downtown area is the primary goal of the
DASH system.
1.5 Parking Ramp Utilization
·
.-,~= ,-,--?..:---.,,-,--~-- -,,-..~,,~. ,,,,l~r,m,~,~ .<
~:~'~,~/a, ll~,~'t;::~,'?'.": .:'..~i... The City has invested roughly
$12,000 per parking space; each
space remaining empty throughout the day is a cost borne by the public.
According to the Downtown Iowa City Parking Study, under-utilization of the
The low utilization rates of parking
ramps is of substantial concern.
Downtown Area Shuttle Study Page 6
Capitol Street and Dubuque Street ramps alone represents an excess capacity
of roughly 300 spaces. amounting to an unused capital asset of approximately
$3.6 million. Adding the average of 100 vacant spaces at the Chauncey Swan
ramp adds an additional $1.2 million, representing a total unused sunk cost of
$4.8 million. Whatever the explanation for ramp under-utilization. given the
outcry over parking downtown, it is apparent that steps need to be taken to
increase the attractiveness of the parking ramps. The peripheral parking
facilities, both ramps and surface lots, are the focus of DASH's route structure.
Persons will be able to park at any facility and wait no more than ten minutes for
a ride into the CBD. Revenues to the parking system will increase with better
utilization of the ramps; therefore there is a strong economic incentive to
influence ramp utilization.
1.6 Metered Parking and Congestion
visiting the downtown area will
know that the shuttle is available. and more will make direct trips to a parking
facility. These direct trips will help reduce the additional congestion caused by
people circling around downtown looking for a metered parking space. Better
ramp utilization also means that more parking spaces will be available in the
CBD, allowing for more customer parking.
In addition to increasing the use
of and revenues from the parking
system, DASH should reduce
congestion in the CBD. People
Downtown Area Shuttle Study Page 7
1.7 Monthly Permit Parking
The City intends to expand the permit
DASH makes' .parking~f~·
~:01e.d~eto'&,~.Cm'e"me~ parking system by increasing the
altracth~,,~' ~l~'~. number of permit spaces in the
downtown area. A new parking facility
is scheduled for the Near Southside. which will be primarily used for monthly
permit parking. An important goal of expanded permit parking is to attract future
office development to downtown Iowa City. DASH can complement this goal by
increasing access and making the peripheral ramps more attractive for employee
parking. In the future it may be possible to shift the permit parking spaces nearer
the CBD to the peripheral ramps in order to free up more spaces for short-term
metering. Another consideration is the problem of meter-feeding in the
downtown core. which is a city parking violation. It may be that employees of
downtown businesses engage in meter feeding. If so, DASH may provide
enough of an incentive, in terms of convenience, to reduce the number of
violations which, in turn, will free even more spaces for short-term parking.
1.8 Summary
In summary, there are a number of parking and access issues which need to be
addressed in some fashion. DASH is intended as a possible solution for some of
the problems facing the city, as well as an opportunity to carry out some of the
city's current and long-term goals.
Downtown Area Shuttle Study Page 8
2.0 Route Selection
2.1 The Route
Several factors influenced the
design of this route. To generate
sufficient demand, we feel it
necessary to operate this
service without a fee. To this
end a self-supported municipal improvement district (SSMID) is an appropriate
mechanism to pay part of the operating cost (see Figure 2 in Financing).
Providing access to all businesses within the assessment area is necessary in
order to justify the SSMID. The route is designed such that. within the SSMID
area, no business is more than two blocks from a stop.
A second consideration is the necessity of keeping shod time intervals between
vehicles. We assumed that a maximum wait of ten minutes would be required if
users were to drawn to the system. Therefore, a bus had to be able to make a
half-circuit in about ten minutes. A figure-eight design allows two vehicles to
cover the entire route with no more than a ten minute wait at any stop and an
average wait time of only five minutes. This design also means that one DASH
will travel down Washington Street every five minutes.
2.2 Physical Characteristics
The route is 2.7 miles in length with the North side segment 1.2 miles and the
South side 1.5 miles. On the following page, Figure 1 shows the route and stops.
Sample runs of the route have generated an average speed of 11 mph and an
average cycle time of 21 minutes. Cycle time is the length of one full run of the
route with simulated stops. Iowa City Transit averages 12 mph on existing routes
served by full-size buses.
Downtown Area Shuttle Study Page 9
FIGURE 1: DASH ROUTE AND STOPS
N
BLOOMINGTON
COLLEGE
BURLINGTON
LEGEND
DASH STOP
Downtown Area Shuttle Study Page 10
2.3 Stop Locations
In developing our route
recommendation we also sought
to utilize existing Iowa City bus
stops whenever possible. The
motivation behind utilizing existing
stops is that these areas already have established lighting, curb access and. in
most cases. protection from the elements. We recommend the construction of a
new shelter only for the Prentiss and Dubuque Street stop; all other stops have
adequate access to shelter. All existing stops will require the addition of a
DASH sign.
Recommended stops:
· Van Buren St. & Market St.
· Market St. & Linn St.
· Linn St. & Washington St.
· Washington St. & Van Buren St.
· Van Buren St. & Burlington St.
· Gilbert St. & Court St.
· Prentiss St. & Dubuque St.*
· Harrison St. & Clinton St.
· Court St. & Dubuque St.
· Clinton St. & Washington St.
* shelter construction recommended
See Figure #1
Existing stop
Existing stop
See Figure #2
See Figure #3
Existing stop
See Figure #4
See Figure #5
Existing stop
See Figure ~
Downtown Area Shuttle Study Page 11
Figure 2:
~',~;.,~.:,~,~.~, ~...~ ............. ;., ........ .,~ ....... . .......... ~-~: ~ ..
? '. ~ '". ~.~?
Van Buren Street and Market Street
The nearby location of Mercy Hospital transit shelter affords convenient protection
from the elements. This stop has sufficient lightning and requires only the addition
of DASH signage.
:: ' "i.. ======================== ::!:::!!!:!: [~..,~,~,-~--,a,gl~.'~l~i~r~'iti~ll'J10~l']~m""~' :
.... ..............
~,, .~~~?~' ,._. ~ ~. ,, , ,,, :~:
Figure 3: Washington Street and Van Buren Street
Proximity to the Iowa City Civic Center and the Chauncey Swan parking ramp
affords convenient protection from the elements. This stop has sufficient lightning
and requires only the addition of DASH signage.
Downtown Area Shuttle Study Page 12
Figure 4: Van Buren Street and Burlington Street
The Iowa City Recreation Center is nearby and affords convenient protection from
the elements. This stop has sufficient lightning and requires only the addition of
DASH signage.
Figure 5: Prentiss Street and Dubuque Street
This site affords no convenient protection from the elements, therefore, the
construction of a new transit shelter is recommended. This stop has sufficient
lightning but requires the addition of DASH signage.
Downtown Area Shuttle Study Page 13
r"?"? ........ .. .i ~ ....... t,..~...~"~:,,:., '.~¥~t~"'~' '~r~,.~
'""'""'"~"~' -'. ....-~ ............-...~
',J
,, ~,,
'~,: ~ ........
~,~,; ~,~i:: ~ ,,, "~ ' ~ ' ':~,'
,?,, :,~ ,~ ,~' ~, ~ ......~ ,
......... ' .... '"
Figure 6: Harrison Street and Clinton Street
The nearby location of the Federal Building and the Johnson County Courthouse
afford convenient protection from the elements. This stop has sufficient lightning
and requires only the addition of DASH signage.
Figure 7: Clinton Street and Washington Street
The nearby location of the Old Capitol Mall transit shelters affords convenient
protection from the elements. This stop has sufficient lightning and requires only the
addition of DASH signage.
Downtown Area Shuttle Study Page 14
2.4 Students
It is important to note that DASH is not intended to compete with University of
Iowa Cambus, but to complement it. In order to prevent overlapping service. the
western boundary of the route is Clinton Street.
University-generated pedestrian traffic is likely to have a significant impact on
the daily operation of DASH. Student pedestrian peaks occur immediately before
and after classes. Heavy pedestrian traffic may slow DASH service as a large
number of pedestrians cross the DASH route.
Recognizing that the student population is an integral part of the Iowa City
community, DASH does not attempt to exclude them as riders. DASH is
designed to increase access to the downtown core. As a result. the route
focuses on non-University, North and South side activity centers.
2.5 Summary
We feel that several elements we are critical to the operation of this downtown
circulating shuttle: easy access for users, safety and convenience, short waits
and rides, and service linking Iowa City's Central Business District with North
and South side activity centers. We feel that this route satisfies all of these and
has the potential to increase the already attractive nature of shopping in Iowa
City.
Downtown Area Shuttle Study Page 15
3.0 Vehicle Attributes
3.1 Primary Goal
Certain considerations led us to
determine that a ramp-equipped
vehicle would perform better than
a lift-equipped vehicle. Lifts
require less maintenance and
ramps allow disabled persons to enter the vehicle faster. Only low-floor vehicles
are capable of utilizing ramps so it was determined that a low-floor vehicle would
best serve our needs. At the time of this study the Orion II. produced by Orion
Bus Industries Inc., and the Efficient Low Floor (ELF) vehicle. produced by El
Dorado International. were the only transit vehicles available in a low floor
configuration.
Considerations:
· Environmental Impacts
· Service life
· Buy America requirements
· Americans with Disabilities Act (ADA) compliance
· Clean Air Act Amendment (CAAA) and Alternative fuels
· Ease of operation in the central business district (CBD)
· Flexibility for other use (para-transit and regular routes)
3.2 Environmental Impacts
In respect to environmental issues, one of our goals at the outset of this study
was to investigate alternative power sources to the standard diesel powered
engine. These included electric propulsion, propane and compressed natural
gas (CNG). Unleaded gasoline was considered but eliminated since it is no
longer available in the Orion II. The literature that we reviewed and the people
Downtown Area Shuttle Study Page 16
that we have spoken with have discouraged us from recommending either
electric propulsion or natural gas powered vehicles.
The main arguments against alternative fuels are the high capital costs of fueling
stations. and the shortcomings of alternative technologies. For example. the City
of Phoenix operates a single Orion II electric vehicle and has recognized that it
can only operate three to four hours before recharging and is inoperable during
the summer months because of the need for extensive air-conditioning use. For
these reasons. we recommend diesel fuel to power the vehicles.
In the last five to ten years, concerns have arisen about the environmental
effects of emissions from diesel powered engines. specifically particulate matter.
Particulate matter (particulates) is essentially small pieces of grit that are found
in the road environment ranging from 0.1 to 0.2 micrometers (microns) to ten
times this size. A micron is equal to a thousandth of a millimeter. They can range
in size from smaller than 0.2 IJm (micrometer) to 10 iJm.3 All of the particles
released by diesel engines are smaller than 10 I~m.4 Small and Kazimi conclude
that of all measurable air pollutants, particulates very well may be the most
detrimental to human health, particularly to persons with respiratory problems
like asthmas
It should also be noted that fine particulates (those of 2.5 IJm or less) can remain
suspended in the air for days or even weeks and can travel deeply into the
lungs. However, though diesel engines emit all particles that are smaller than 10
I~m, they account for only 0.43 of 1 percent of all particulates emitted by highway
vehicles. This is made up of particulate matter generated by the vehicle itself
(i.e., tailpipe emissions and dust from brakes and tires).6 This evidence shows
us that diesel powered engines do have an overall adverse effect on the health
of persons in contact with them. However, other recent evidence has shown that
more than 90% of the particulates found in the air are considered fugitive dust,
Downtown Area Shuttle Study Page 17
which includes road dust raised. but not generated by, vehicular traffic. This
leads us to believe that the marginal negative impacts of having two diesel
shuttles would be minimal in relation to fugitive dust.
3.3 Service Life
The service life of the vehicle is of critical importance. The Orion II is rated as a
heavy duty transit vehicle, with a 12-year life-span. The ELF is rated as a
medium duty transit vehicle, with only a 7-year/200,000 mile life. The
transmissions available for the Orion II are the Allison AT 545 and the AT 545R.
Independent articles have indicated that these Allison transmissions have a
service life similar to full size transit coaches.? The Ford transmission of the ELF
is not as heavily constructed and similar articles have indicated that it has a
significantly shorter service life. The difference in construction does not only
mean that the ELF has a service life but that it will also require substantially
more maintenance. Over the service life of the vehicle this additional
maintenance will increase the ELF's total cost, exceeding that of the Orion II for
similar service levels.
3.4 Buy America
In accordance with Section 165 of the Surface Transportation Assistance Act
(STAA) of 1982, assurances must be made that all manufactured products
purchased with STAA funding meet certain conditions. The manufacturer must
comply with the requirements contained in Section 651.13(b) of the Code of
Federal Regulation 49 (CFR) and Section 165(b)(3) of the STAA. Both the ELF
and the Orion II comply with this requirement.
3.5 Americans with Disabilities Act (ADA)
In accordance with the ADA. transit systems must provide an equal level of
service to disabled persons. within one half mile of the service corridor. For
those disabled persons able to reach an established stop, all vehicles will be
Downtown Area Shuttle Study Page 18
equipped with ramps and wheelchair restraints, making them accessible to
wheelchairs. For those disabled persons unable to reach an established stop.
dial-up service has been and will continue to be available from the county
paratransit provider. Johnson County Seats.
3.6 Clean Air Act Amendment (CAAA) and Altemative Fuels
The Clean Air Act Amendment of 1991 establishes requirements concerning
vehicle gas and vapor emissions. The standard operation of this vehicle will be
at low speed with frequent stops and starts. This type of operation leads to
increased emission of carbon monoxide. Compressed natural gas (CNG) is a
cleaner burning fuel and use of CNG engines would lessen the impact of the
vehicle emissions.
The ELF does not currently offer a CNG vehicle. The Orion II includes two
engine options: of a Cummins B5.9 Diesel engine, and a Cummins B5.9G
compressed natural gas (CNG) engine. Discussions with Ron Logsden and Joe
Fowler of Iowa City Transit have indicated that a CNG fueling facility would be
both too costly and too slow for the needs of this project. CNG fueling takes
about twice as long per gallon as a liquid fuel pump.
3.7 Ease of Operation
For this program. the vehicles will operate primarily in the central business
district of Iowa City. This is a high traffic area; many streets are narrow and have
on-street parking, and snow is a concern in the winter. Trips will be shorter than
five blocks in most instances, and capacity demand is not expected to exceed
twenty persons at any given time. These characteristics mean that a small, agile
vehicle is needed.
The Orion II is available in two models, 25-ft and 21-ft lengths. The 21-ft vehicle
has about 10% less capacity than the 25-ft vehicle. A variety of seats and layout
Downtown Area Shuttle Study Page 19
configurations are available allowing us to tailor the seating of the bus to our
needs. Units of three seats can be folded up to permit access to wheelchair
securement positions. A 25-ft vehicle, configured with all peripheral seating,
would allow for twenty seats, with additional space for standees in the aisle. The
Orion II is available with front wheel drive, for better winter handling,
The ELF has several seat configuration options that will meet the needs of this
program. A peripheral seat configuration allows for eighteen seats, with
additional space for "standees~ in the aisle. The ELF is available with front wheel
drive for better winter handling.
3.8 Flexibility
The proposed times of operation for this vehicle are Monday-Friday from 7am-
6pm, and Saturdays from loam- 5pm. Since these vehicles will not be in
constant use, it is important that they be capable of filling other transit needs.
The scheduling is flexible enough to be altered to meet demand and we suggest
that, during peak shopping periods. hours be extended to better serve demand.
The secondary function of these vehicles is most likely to be paratransit service.
It is. therefore, important that these vehicles comply with the ADA and offer
appropriate capacity and ease of use. Both the ELF and the Orion II are being
used in other communities as paratransit vehicles. The size and equipment
options make these vehicles ideal for paratransit service.
;~.9 Recommendation
These criteria were applied to each
vehicle and a comparison was made.
The ELF meets the Buy America
requirement. the flexibility and ease of
use requirements and is ADA compliant. This vehicle fails our needs in only one
Downtown Area Shuttle Study Page 20
category: service life. The ELF is available. with City of Iowa City required
equipment. for about $70.000. High maintenance demands will raise the life-
cycle cost of the ELF above those of the Orion II.
The Orion II meets or exceeds all of the requirements for this project. Currently
these vehicles are available through a negotiated price: the bid process does not
apply since there is no equivalent competitor. The City of Waterloo has already
negotiated a price of around $180,000 each for six of these vehicles, but is
currently unable to raise the city's portion of this price. To avoid a penalty for
canceling their order. the City of Waterloo is seeking agencies willing to
purchase these vehicles. Cambus. of the University of Iowa. has committed to
purchase two of these vehicles. and the City of Waterloo will keep two. This
means that two of these vehicles might be available. The current price range for
these vehicles is $200.000 to $220,000. If the City of Iowa City were consider. ing
purchasing one or two Orion II coaches, $20,000 to $40,000 per vehicle might
be saved by purchasing them from the City of Waterloo.
The quality of construction and unique situation, regarding availability, leads us
to recommend that the Orion II be the vehicle selected for the DASH system.
Downtown Area Shuttle Study Page 21
4.0 Financing Recommendations
There are two financing components to DASH: capital and operating costs.
Capital costs include the purchase of three Orion II vehicles and a single shelter.
Operating costs include labor. vehicle maintenance, extra parts inventory.
maintenance of stops, fuel. insurance, and advertising. The addition of DASH to
Iowa City Transit will not necessitate any additional fixed costs such as
administrative or maintenance overhead, and therefore our figures do not
include such costs.
There are two possible
arrangements for purchasing the
three shuttle vehicles. The first. at a
cost of approximately $97,000.
involves purchasing two buses
which are available through the City of Waterloo, and ordering the third bus
directly from Orion. This amount represents the 17 percent local share of the
total cost of the three vehicles. Through federal funding, under Section Nine of
the 1964 Urban Mass Transportation Act Amendments. the federal government
will pay 80 percent of capital costs. An additional three percent of capital costs
is covered if the buses are ADA accessible. The City of Waterloo will sell the two
Orion II's for approximately $180,000 each. The third will cost roughly $210.000
directly from Orion.
The second scenario involves ordering all three buses from Orion, at a total local
share cost of approximately $107,000. The buses ordered directly from Orion
would be delivered twelve to fourteen months after they are ordered. thus the
cost of the buses could increase due to the annual increase in the price Orion
charges for the buses.
Downtown Area Shuttle Study Page 22
The total annual operating cost of two buses will be approximately $244,000.
This figure is based on estimated operating costs as calculated by Iowa City
transit. and is tailored for the Orion II and the proposed route schedule. The third
bus will be used as a back-up. to be used when routine maintenance is needed
or if either of the first two buses are temporarily inoperable.
4.1 Self Supported Municipal Improvement District
The Self Supported Municipal Improvement District (SSMID), as defined in the
State Code of Iowa. is a financing mechanism intended to distribute the costs of
a municipal improvement among the beneficiaries.8 Under Iowa law. there are a
variety of tax assessment mechanisms that can be used to collect taxes in
relation to a locationally specific benefit. The SSMID is the only type which can
be used for operating expenses as well as capital improvements of a project. In
the alternatives proposed below. the SSMID is only intended to finance
operating costs. An important feature of a SSMID is that the taxes are deductible
when computing individual income taxes because they are property taxes.
In the case of DASH, it is clear that the businesses within the assessment district
are intended to be primary beneficiaries. Therefore. two of the three alternatives
below propose utilizing a SSMID to pay a portion of the operating costs. while
allowing the City to pay for capital costs. The same two alternatives propose that
the University of Iowa contribute funds to the shuttle system because students
who reside in downtown apartments will directly benefit from the shuttle.
Certain restrictions apply to SSMIDs. Property contained within the SSMID must
be contiguous and within city limits. The property tax pertains to any commercial
or industrial property, or any property within a historic district. The proposed
district does not overlap any historic districts? Residentially zoned property is
exempt from the tax. However. apartment buildings containing three or more
units are assessed as commercial property, and thus would be subject to the
Downtown Area Shuttle Study Page 23
SSMID tax: they are treated the same as any other commercial property in the
downtown area. Although there are government buildings within the SSMID,
such as the Post Office and University facilities, none are included in the taxable
property valuation for the SSMID because they are exempt from property taxes.
Figure 8 shows the proposed SSMID boundary.
Assessed values for properties within the SSMID were obtained from the
Johnson County Assessors Office. Property values were assessed for fiscal year
1996. These values are the basis for FY1997-98 tax levies.
The establishment of a SSMID begins when a petition is filed with the city
council. The petition must contain signatures representing at least 25 percent of
property owners in the proposed district. These property owners must represent
at least 25 percent of the taxable property valuation in the district. The city
council must approve the petition by a three-quarters majority vote. There are
additional procedures to follow and conditions to meet if a petition of equal
representation (25 percent of property owners representing 25 percent of value)
is submitted in opposition to the SSMID.
The route selection and establishment of the proposed SSMID boundary were
completed considering a number of similar factors. The primary goal of DASH is
to connect downtown businesses with parking facilities, thereby improving
access to downtown in general. The route was chosen based on the location of
parking ramps and lots, among some other considerations. The proposed
SSMID was then established based on whether or not the property could benefit
from the shuttle. It was assumed, for the purposes of this study, that a business
located within approximately two blocks of a shuttle stop would benefit from the
system. A distance of two blocks is a "reasonable" distance for a pedestrian to
walk from a shuttle stop to a business.
Downtown Area Shuttle Study Page 24
FIGURE 2: SELF SUPPORTED MUNICIPAL IMPROVEMENT DISTRICT
JEFFERSON ~ s
z ~
BURLINGTON ~ ,~ ....e~,~. --
: ,; ...... LEGEND
FIGURE 2: SELF SUPPORTED MUNICIPAL IMPROVEMENT DISTRICT
.~ JEFFERSON
.... 1
. =~"~¢ ~ IOWA
~ = ~ --~-'11 E
~,' e~ ~ e e e e e .... WASHINGTON
~ Q ~: : ~ ~ COLLEGE
~ : ...... ~_ _
~O~T -- ~ j"i -. ............
~ ~ H~RR~SON. z = z --~ ' =
I : '
~ ~ : ~ ~..~,,.'
~ PARKING FACILITIES
· ' ~ SSMID BOUNDARY
Downtown Area Shuttle Study Page 25
4.2 Alternative Financing Arrangements
Three alternate financing arrangements are proposed in this study in order to
allow for some flexibility in the implementation of DASH. Each alternative relies
on the City to provide the funding for capital costs. which will be incurred only in
the first year.
The first alternative is for the City to fund the entire
project, which includes the portion of bus costs
remaining after the federal contribution is received.
The City would also pay for the operation of the
system once it is established. This financing arrangement is the only one
available if a petition from commercial property owners in the downtown area for
Altemati~ 1: City
a SSMID never materializes.
..:-. . . ~ , .......... The second alternative proposes
~" , , , , ~, .'~. ........~ ~,' ~ ~,~.~,.~..,'v.
operating costs. in 1997 dollars.
The City would pay all of the capital costs in addition to the share of annual
operating costs. One-third of operating costs would be paid by downtown
property owners through the implementation of a SSMID, as discussed above.
The SSMID would levy a property tax at a rate of $0.50 per $1.000 of assessed
value. This tax would cost $75 per year for a property that is valued at $150,000
in 1996 dollars. The remaining one-third of operating costs would be paid by the
University of Iowa. The Universities share of the cost approximates the benefits
students would receive from the shuttle.
Downtown Area Shuttle Study Page 26
The third alternative is for the
City to pay one-half of the
operating costs and all of the
capital costs. Another one-
fourth of operating costs would be paid by downtown property owners through a
SSMID. The SSMID would levy a tax of $0.375 per $1,000 of assessed value.
This tax would cost $56.25 per year for a property that is valued at $150.000.
The University of Iowa would pay the remaining one-fourth of operating costs.
Table 1 contains examples of the SSMID tax per year for sample property values
in the downtown. Appendix C contains total property values by street and
average property values by street.
Table 1: SSMID Assessments Based on Sample Property Values
Assessed Value of Share of Operating SSMID Tax per
Property Cost Year
$200,000 1/3 $100.00
$200.000 1/4 $75.00
$300,000 1/3 $150.00
$300.000 1/4 $112.50
Based on a total assessed property value of $158.665,380 w~thin the chstrict
It is important to mention that a single property may contain more than one
business. Thus the cost per business would only be a fraction of the total SSMID
tax. Table 2 shows the amount of operating costs each funding source will pay
under each alternative.
Downtown Area Shuttle Study Page 27
Table 2: Approximate Total Operating Cost of DASH, by Funding Entity
Alternative 1 Alternative 2 Alternative 3
Cost to the City $244.000 $81,000 $122.000
SSMID - $81.000 $61.000
University of Iowa - $81,000 $61.000
Table 3 shows the City's contribution to the total cost of DASH.
Table 3: Approximate Total Cost of DASH, for the City of Iowa City
Alternative 1 Alternative 2 Alternative 3
Two buses from Waterloo &
one from Orion
Three buses from Orion
$341,000 $178.000 $219,000
351,000 $188.000 $229,000
4.3 Summary
The capital costs of the DASH system. incurred during the first year. will range
approximately from $97,000 to $107,000, depending on how the buses are
obtained. The costs of operating the system. based on Iowa City Transit
estimates. will be roughly $244.000 per year. The City of Iowa City, downtown
area businesses, and the University of Iowa will all benefit from the proposed
system. and therefore each should be considered as a possible funding source.
It is proposed that the City pay all of the capital costs, while operating costs are
shared between the three aforementioned beneficiaries of the system.
Downtown Area Shuttle Study Page 28
Appendix A: Particulate Matter
Table A.I: National emission estimates of particulate matter, 1992 (percent)
Source Category
Electric Utilities
Industrial fuel combustion
Other fuel combustion
Industrial production
Storage and transport
Waste disposal
Highway vehicles
Off-highway vehicles
Miscellaneous
Total
Particulate Matter (PM1o)
0.59
0.48
1.59
1.22
0.12
0.55
0.43*
0.87
100.00
A R~ates to o~ly partcutate matte~ generated by t~e vehicte i~se~f.
~ Inc~__~Je~__ 'fug'~ve dusf' from all sources, some of which is road dust raised (but not
SOURCE: U.S. EPA (1994).
ADAPTED FROM: Forke~brock and Schweftzer. Environmental Jus~ce and TransportaOon Invesff'nent Po~cy
Table A.2: Particle size distribution by type of fuel (cumulative percent)
Fuel type Under 0.2 um
Leaded 23
Unleaded with catalytic converter 87
Unleaded without catalytic 42
converter
Diesel
SOURCE: Balogh et all. 1993. p. 26.
Under 10 um
64
97
9O
73 ,";" 100
ADAPTED FROM: Forke~'ock and Schwitzer. Env~ronrnental Justice and Transportabon Invesffrtent Policy
Downtown Area Shuttle Study Page 29
Appendix B: Capital and Operating Costs
Labor
Costs:
$19.00 per hour
Each employee works 2,080 hours per year
The shuffle system needs 3.5 full-time equivalents (FTEs) due to DASH's
hours of operation
Hours of Operation:
· M-F: 7 a.m. to 6 p.m. = 55 hours per week
· Sat: 10 a.m. to 5 p.m. = 7 hours per week
· Total hours per week = 62 + meal breaks and overlap of bus getting
downtown
· Total hours per week = 68
· Weeks per year = 52
· Hours of operation per year per bus= 3,536
· Total yearly hours of operation = 7,072
· Number of employees needed = 7,072/2,080 = 3.4 employees
Labor Cost per Year:
· $19.00 per hour * 2,080 hours = $39,520 per employee
· Total yearly labor cost = $39,520 * 3.5 (FTE) = $138,320
Non-Labor Costs:
· $8.00 per hour for maintenance,
· $7.00 per hour for miscellaneous operating expenses. including fuel
costs, advertising, printing, shelter costs, insurance, and inventory of
special parts
· Total non-labor costs = $15.00 per hour * 7.072 hours = $106.080
Total Operating Costs per Year:
· Labor costs $138,320 + other operating costs $106,080 = $244,400
Capital Costs:
· The federal government pays for 83% of capital costs.
· The municipality must pay for the remaining 17% of the cost.
Purchase Option One:
· Two buses from Waterloo: 0.17 * $180.000 * 2: $61.200
· One bus from Orion: 0.17 * $210,000: $35,700
· Total cost for purchase option one: $97,000
Purchase Option Two:
· Three buses from Orion: 0.17 * $210.000 = 107,000
Downtown Area Shuttle Study Page 30
Appendix C: SSMID Financing
Total SSMID Assessed Value: $158.665.380
Total Tax Receipts from SSMID area: $4,901.380
Table C.1: Streets Included in the SSMID
Street Name
Bloomington
(south side only)
Burlington
College
Court
Harrison
Iowa
Jefferson
Market
Prentiss
Washington
Capital
Clinton
Dodge (west side only)
Dubuque
Gilbert
Johnson
Linn
Van Buren
Total for all Properties
Street Number
0 - 599 East
99 West - 599 East
99 West - 599 East
99 West - 399 East
99 West - 399 East
0 - 599 East
0 - 599 East
0 - 599 East
99 West - 399 East
99 West - 599 East
101 - 699 South
299 North - 699 South
299 North - 299 South
299 North - 699 South
299 North - 699 South
299 North - 399 South
299 North -699 South
299 North -699 South
Total Assessed Value
$3,455.640
$7.735.23O
$4.379.840
$4,019.120
$457.37O
$6,116.980
$7,9OO, 19O
$5,291,62O
$1,942,07O
$14,946,690
$3,291,840
$34,350.470
$669,920
$34,012,940
$11,830,540
$1,329.790
$6,113,250
$10.101.690
$158,665,380
Downtown Area Shuttle Study Page 31
Table C.2: Average Property Value within the SSMID, by Street
Street Name Average Property Value
Bloomington (south side only) $172,782
Burlington $407.117
College $199,084
Court $574,160
Harrison $457,370
Iowa $278.045
Jefferson $395.010
Market $278,506
Prentiss $176,552
Washington $467,084
Capital* $470,263
Clinton $321,689
Dodge (west side only) $74,436
Dubuque* $459,905
Gilbert $313,768
Johnson $132,979
Linn $265,793
Van Buren $325,861
· The values c.,o~ained in ~s table do n(X incJude I~e twentyqwo mill~n dollar Old Capital Mall pro.wry or the eleven milhon
dollar Holiday Inn prol:~l~ at 210 South Dubuque St.
Downtown Area Shuttle Study Page 32
List of References
1 Iowa City, City of, 1997. Iowa City Comprehensive Plan Draft.
2 Iowa City, City of, 1997. Iowa City: Beyond 2000, Iowa City's Vision forthe Future.
3 Forkenbrock, David J., and Lisa Schweitzer. 1997. Environmental Justice and Transportation
Inve=~ent Policy. Iowa City, Iowa: Public Policy Center, University of Iowa.
4 Balogh, Morgan, Timothy Larson, and Fred Mannedng. 1993. 'Analysis of Fine Particulate
Matter Near Urban Roadways." Transportation Research Record 1416, pp. 25-32.
5 Small, Kenneth A., and Camilia Kazimi. 1995. 'On the Costs of Air Pollution from Motor
Vehicles." Journal of Transport Economics and Policy. Vol. 29, No. 1, pp. 7-32.
6 U.S. Environmental Protection Agency. 1994c. UseKs Guide to MOBILES (Mobile Source
Emissions Factor Model). Office of Mobile Sources. EPA-AA-AQAB-94-01. Ann Arbor,
MI: U.S. Environmental Protection Agency.
7 Bruhn. Cathenne G. 1996. 'The Lowdown on Low-Floor Buses," Metro. Nov/Dec 1996, pp. 24-36.
8 State Code of Iowa. Chapter 386: Self-Supported Municipal Improvement Districts, pp. 3195 - 3201.
9 Fisher, Peter. 1996. ~Economic Analysis of State and Local Government.' Unpublished
manuscript.
Downtown Area Shuttle Study Page 33
PROPOSAL FOR A PUBLIC ARTS PROGRAM
for Consideration by Local Governments in Johnson County
TABLE OF CONTENTS
I. Introduction and Rationale
pages 2-3
II. Concepts Recommended for Inclusion
Ae
Funding the Purchase & Installation of
Public Art
pages 3-5
Establish a Selection and Management
Mechanism for Public Art
page 5
C. Establish Artist Selection Guidelines
page 6
1Tl. Resources Available
page 7
PROPOS :OR A PUBLIC ARTS PROGR V
for Consideration by Local Governments in Johnson County
I. INTRODUCTION AND RATIONALE
It is the recommendation of the Iowa City Area Chamber of Commerce Board that local
governmental bodies in Johnson County consider adoption of policies/ordinances which allocate
a predetermined percentage of the cost of projects funded by their governments to commission
and/or acquire original art or ornamentation to be installed at the project site. It is also recom-
mended that an organized mechanism be developed for commissioning, selecting, placing, main-
taining and de-accessionmg such art.
This proposal is a list of the provisions which should, in our view, be included when an
ordinance or pohcy is adopted by local governments. We have outlined optional approaches
under each provision realizing that each governmental body may take a different approach de-
pending on its unique circumstances.
A program like this, as required by the Iowa Code for projects supported with state funds,
has been in effect since 1978. The University of Iowa is a visible example of the success of aes-
thetic amenities in improving the appearance and ambiance of the public buildings and open
spaces of the University of Iowa. A Public Arts Program for the community is timely for our
local governments to consider now based on the factors outlined below.
Local governments in the Johnson County area must be pro-active in launching public
ventures as contained in this proposal if this area is to continue its role as the cultural capitol of
Iowa. The public interest, the goal of economic development, and the interest of enhancing the
appearance of our communities would all be well-served if our local governments were to take a
leadership role in establishing a Public Arts Program. Encouraging cultural and arts amenities,
facilities and events contributes to the unique arablance of the area, which draws visitors and aids
in building our local economy.
The City of Iowa City and several other towns in Johnson County are about to embark on a
period of intense building of public structures. Some desire to upgrade and improve their
central business districts as surrounding shopping areas become more competitive.
The City. of Iowa Ciw is currendy trying to determine what its role should be in public
support of and encouragement of the arts as it deals with requests for funding of arts festi-
vals, a cultural/conference center, and a public murals proposal. Other governmental bodies
are facing similar decisions as they grow.
The City of Iowa City is seeking ways to improve and upgrade the Pedestrian Mall in its
downtown.
· The City of- Coralville is planning a city center project among other major building projects.
The City of North Liberty has seen a flurry of public building, including construction of a
beautiful comrmmity center.
New schools are slated for area school districts to accommodate suburban population growth.
Local businesses are seeking ways to develop unique corporate images. With a Public Arts
Program as a model, private businesses will be encouraged to follow suit or become parmen
in these efforts.
II.
CONCEPTS RECOMMENDED FOR INCLUSION
The governmental body could adopt a policy or ordinance governing the following four
areas:
A. Funding the Purchase and Installation of Public Art: allocating a percentage of
the gross cost of prospective publicly-owned structures or renovation projects.
1. What should
Option A:
Option B:
Option C:
the percent be?
One-half of one percent. The State of Iowa requires 1/2 of one percent
of the estimated project cost of state-owned structures, not to be dimin-
ished by professional fees. Funds may be accumulated or combined to
complete significant projects. Local governments are not covered by
this state law unless they use state funds in a building project. The U.S.
General Sen'ices Administration budgets 1/2 of 1%.
One percent. One percent of actual project cost, including professional
fees, has become the norm for cities. Thus, if the project comes in over
estimate, the art budget is increased accordingly. The larger percentage
at the local government level reflects the necessity, of putting in place an
administrative mechanism (state and Federal governments usually
already have one) and the smaller size of local projects.
Two percent. Many European cities budget 2%.
2. What projects may be covered or exempted?
Option A:
The State of Iowa defines its coverage as: Government owned buildings
(permanent structures, wholly or partially enclosed) including govern-
ment offices and buildings intended for the use or accommodation of
the general public or state employees; and all grounds and appurtenant
structures and facilities. The state exempts maintenance sheds or
buildings used solely as storage or warehouse facilities.
Option B:
Kanqas City urili:,es a broader version of The State of Iowa's definition
of coverage, also including bridges, viaducts, approaches, gates, fences,
benches, lamps, signs, marquees or other structures erected or to be
erected upon land belonging to the governmental body. Kansas City
also covers additions to an existing facility or a substantial renovation
affecting either 80% of the building's floor area or involving the re
placement of at least two major systems (e.g. HVAC, plumbing or
electhcal.)
3. How will allocated funds actually be spent?
The artistic enhancement for each project will be developed to meet the unique needs
of that project. Many contemporary art project concepts move well beyond the
traditional sculpture and mural format. Pubhc art can take a myriad of forms and
functions--ornamental or commemorative. It may be a manhole cover, banner,
paving patterns, hghting or seating. Artists consult in design of athletic facihties,
building facades, kiosks, gates, fountains, signage, even play equipment. Pubhc art
may be art as place; an artist's whole garden, plaza or playground. Open spaces with
unique sculpture or artist-designed elements of seating, hghtmg, or walkways are as
important to the life of a ciD' as a singular commemorative monument in a grand
plaza. Ideally, a city has both.
4. Should the percent be mandatory for every project that fits the defimtion?
Option A: Yes, with the provision that private donations received may become a
portion of the predetermined fund.
Option B:
No. The governing body shall consider spending one percent of the
cost of each project on art with each project evaluated on a case by case
basis.
B. Establish a Selection and Management Mechanism for Public Art
1. What are the options for a selection and management mechanism?
Option A:
The governmental body would estabhsh or designate a permanent
Pubhc Art Program Advisory Board composed of no less than eight
persons knowledgeable and experienced in aesthetic marten. In addi-
tion to overseeing gift acceptance, placement, maintenance and
Option B:
Option C:
deaccessioning of public art, the Advisory Board would select an
appropriate Artist Selection Panel for each new construction or
rennovation project. The Artist Selection Panel should be composed of
no less than eight representatives of the following nature: artists,
project architects, designers, representatives from community-based
visual arts organi?ations, a government staff related to the project site,
community members living or conducting business near the project site
and citizens-at-large. The composition of the Artist Selection Commit-
tee should reflect a diverse cross section of the community.
The governing body would contract with an art consultant to coordi-
nate the process for each separate project. This person could be paid
from the percent for art fund.
The governing body would hire a staff public art coordinator who
would maintain a slide registry, work with pertinent city staff and
project architect to develop guidelines for each project, develop scope
of the work, and recommend a selection panel for each project.
C. Establish Artist Selection Guidelines
1. How will artists be selected?
Option A: Only works by artists who reside in Johnson County will be chosen.
Option B: Only work by artists who reside in a) Johnson County; b) Eastern
Iowa; or c) Iowa will be chosen.
Option C: Preference will be given to the work of artists who reside in a) Johnson
County; b) Eastern Iowa; or c) Iowa.
Option D: No geographic preferences or restrictions v~511 be imposed; the best
artist for the project will be sought regardless of residence.
6
III. Resources Available
A. The Chamber's Arts/Business Parmership Committee has available these print and/
or audio visual materials, as well as others:
1. Ordinance texts adopted by Kansas City and Phoenix.
2. Iowa State law (Ch. 304A of the Code of Iowa).
3. Going Public: a field guide to the development of art in public places, by Jeffrey
Cruikshank and Pain Korza. Art Extension Service, National Endowment for the
Arts, 1970.
4. Public Art Works: the Arizona Models
5. Video segment from a CBS Sunday Morning showing public art programs across
the country
Bo
The Arts/Business Parmership Committee of the Iowa City Area Chamber of
Commerce has members who can be consulted as local governments develop an
ordinance specific to their own situations.
Nancy L. Purmgton
Nancy Purington Studio
1706 Prairie Du Chien Road
Iowa City, IA 52245 337-7865
Gwen Sheeley
Parks & Reacreation/City of Coralville
1506-8th St.
Coralville, IA 354-3006; 354-7614 FAX
Carol Spaziam, President
ARTS Iowa City
529 E. Washington St.
City, IA 52240 338-6140
C. Cities which have enacted similar programs may also be consulted for information:
Atlanta, Georgia
Kansas City, Missouri
Minneapohs, Minnesota
Phoenix, Arizona
Anchorage, Alaska
Philadelphia, Pennsylvania
Denver, Colorado
Seattle, Washington
Los Angeles, Califorma
New York City
Broward County, Florida (Ft. Lauderdale)
Sarasota County, Florida
D. Ames, Cedar Rapids, Des Moines and West Des Moines are currendy researching
avenues for Pubhc Arts Programs.
7
recreation
division
to% Steve Atkins, City Manager
Recreation Center security
from:
date:
Michae 1 Moran~/.,~<,/-~' .~.~_~
Superintendent of Recreation
June 3, 1997
Approximately 3 1/2 years ago we installed a security camera to
monitor traffic in front of the locker room doors (particularly the
women's). When a problem occurs, with opposite sex intruders, etc,
we have submitted the tape to the Police Department and been
successful prosecuting them. At the recreation center, staff feels
that we have good control of usage as we can observe everyone that
enters the building to use the center. Monitoring the locker rooms
and building is a responsibility of staff, as the crowd permits,
and we feel comfortable with our current set up, but we are also
aware that this can occur at any time, regardless of our
established procedures and in lieu of posting a staff person in
each locker room as an attendant during open hours.
If you would like more feedback or additional information please
feel free to contact me.
city of iowa city
GENERAL FUND
CURRENT BUDGET PLAN
FY98, 99, 2000
FY98 FY99 FY2000
Beginning Cash Balance $6,827,137 $6,204,511 $7,055,708
Total Revenues 29,594,590 31,954,880 31,926,746
Total Expenses 30,217,216 31,103,683 33,710,227
(Shortfall) (622,626) 851,197 (1,783,481)
Ending Cash 6,204,511 7,055,708 5,272,228
Percentage 20.5% 22.7% 15.6%
2
NATURE OF ISSUES
· We do not have sufficient moneys to do all we want to do.
· We cannot operate with a declining cash position.
· We do not know what future State financial controls will occur.
· Is it acceptable to assume no new or expanded services in the
future?
· Property tax is our major source of General Fund revenue and
highly regulated by the State.
· How do these financial issues affect your vision of our community?
What is the effect of these financial issues on previously-adopted
vision statements, such as our comprehensive plan, airport master
plan, housing plan (City Steps), near southside, downtown strategy,
capital improvements, etc.?
BUILD A BUDGET POLICY FOR THE FUTURE
3
· Review your visions (comprehensive plans).
· What new services are on the horizon that you may wish to
consider? What of expanding services?
· What is an acceptable level of property tax for individual property
owners?
· Reduce general fund expenditures. Develop principles (guidelines)
you wish to apply.
· Seek a new source of revenue (sales tax), additional property tax
(tort liability, cultural center); or expanded tax base.
· Preserve financial strength to the fullest extent possible (AAA
credit).
· Build in budget flexibility for minor future service amendments.
· Identify services changes, not necessarily reductions.
NO INCREASE IN REVENUES
REDUCE EXPENDITURES
4
FY2000
Beginning Cash Balance $7,055,708
Total Revenues 31,926,746
Total Expenses 33,710,227
(Shortfall) (1,783,481)
Ending Cash 5,272,228
Percentage 15.6%
'Goal 20% $6,742,045
Cash Balance
Ending Cash 5,272,228
Reductions Necessary $1,469,817 = 4.4% of General Fund
NO INCREASE IN REVENUES
PLANNED FOUR-YEAR REDUCTION
IN EXPENDITURES
5
FY2000
Beginning Cash Balance $7,055,708
Total Revenues 31,926,746
Total Expenses 33,343,227 (less 367,000)
(Shortfall) ( 1,416,481 )
Ending Cash 5,639,227
Percentage 16.9%
Goal 20% $6,668,645
Cash Balance
Ending Cash 5,639,227
Further Reductions Necessary $1,029,418
mgr,l~u~geUg~'~ur~ ~c
CASH BALANCES AS PART OF PLANNED
FOUR-YEAR REDUCTION IN EXPENDITURES
(in 000's)
01 02 03 04 05 06
Beginning $5,639 $5,646 $5,457 $5,757 $6,119 $6,804
Cash Balance
Total Revenues 33,229 33,731 34,944 36,125 37,556 38,864
Total Expenses 33,222
(Shortfall) 7
33,920 34,644
-367I -367
(189) 300
35,762 36,871 38,070
362 685 794
Ending Cash 5,646 5,457 5,757 6,119 6,804 7,598
Percentage 16.9% 16.1% 16.6% 17.1% 18.5% 19.6%
Goal 20% $6,644 $6,784 $6,928$7,152$7,374 $7,614
Cash Balance
INCREASE TAXABLE VALUE
Maintain 20% cash balance
Maintain tax rate - general fund
No reductions in expenses
Estimated Taxable Value (original projection)
Need $367,000 in New Revenue Without
Expense Reduction
Estimated New Taxable Value
or New Value of
**Increase Over 99 Projection
Taxable Value Growth Projected to Meet
Revenue Needs
FY2000
$1,690,630,911'*
1,729,459,672
38,828,761
29,452,131
$68,280,892
June 3,1997
CITY OF I0 W,4 CITY
Mr. Tomas J. Cantrell
Director of Franchising
TCI Midwest Region
320 West Eight Street, Suite 220
Bloomington, IN 47404
Dear Mr. Cantrell:
I have received and reviewed the draft resolution and the letter and attachments which you
presented to Drew Shaffer on May 14 and May 21, 1997, respectively. The concept put forth
involves a technology which appears to be recently developed and only marginally proven.
Nevertheless, the City of Iowa City may be willing to explore this further, but only if a great deal
more information is forthcoming from TCI.
The current franchise agreement between the City of Iowa City and Cablevision VII, Inc.
includes, as its "centerpiece" provision, a specified rebuild of the existing system to be
completed by February 26, 1998, two years after the effective date of the franchise agreement.
This upgrade is a cdtical component of the franchise which the City relied upon heavily in
supporting the agreement. A modification of the magnitude you suggest has a broad impact on
the entire franchise agreement and can only be accomplished if we are shown that local
subscribers will benefit significantly and will not in any way end up with less than promised.
The City will require technical information about the condition of the existing system and about
the proposed alternative, all in sufficient detail to allow us to fully evaluate its potential. This
information should demonstrate its predictability, reliability, and general capability to deliver a
service comparable to or better than that offered by the fiber/coax system specified in the
rebuild provision of the franchise agreement. We will also require sufficient operational
information, showing how the new service may differ from current services in content and
accessibility, and addressing how service standards provided in the franchise will be
maintained. It is critical that current customers not perceive a diminution in service or
convenience. We believe it is incumbent upon TCI to put forth this information in sufficient detail
to allow the City to make a rational, informed decision.
I am certain many questions or issues will arise as the City Council and the Broadband
Telecommunications Commission consider this proposal. Several concerns come to mind
immediately. Let me mention a few.
The deadline for completion of the rebuild under the franchise agreement is February 26, 1998.
You propose to offer the services under this alternative proposal by June 1, 1998. Further, the
City has received no plans or other information as put forth in the agreement regarding the
progress of the rebuild. It certainly appears that this will not be accomplished within the two-
410 EAST WASHINGTO.~ STREET · IOWA CITY, IOWA ~2240-1126 · (319) 356-$000 · FAX
Mr. Cantrell
June 3, 1997
Page 2
year time period specified. Thus, it appears Cablevision VII, Inc. will be in violation of the
franchise agreement as of February 1998 under any circumstances. Is this a correct
assumption and how does the company propose to address this?
This new technology appears to have been under development at least long enough to
implement in a few large communities. Why was it not proposed sooner for Iowa City, especially
given the February 1998 rebuild deadline?
Iowa City cable subscribers anticipate and expect that the cable service offered locally will be
comparable to that offered in similar communities and for approximately the same costs. This
would be expected regardless of the technology the company utilizes to provide this service.
Yet you suggest that the cost to Iowa City subscribers will be $5 to $7 per month higher if the
rebuild as set out in the franchise agreement is completed. Will Iowa City rates be $5 to $7 per
month higher than those of comparable systems? Given total deregulation in 1999, how can we
be assured that the savings to the company resulting from your proposed digital compression
technology will translate into lower subscriber rates rather than simply greater profits for TCI?
The City will have to hire a consultant to help evaluate all aspects of TCI's proposal. Is the
company prepared to reimburse the City for these costs and other costs associated with the
consideration and evaluation of this proposal?
You are proposing to utilize digital compression to offer additional channels whereas the
fiber/coax rebuild will provide capacity for 80 analog channels with digital compression as a
possible later application. Thus it appears that this proposal means set-top digital converters
may be necessary for anyone opting for more than the basic (10 to 13 analog channel) service
package. These converters will be available to the subscriber at what installation costs and
rental fees? How many analog channels would remain available under your proposal?
During franchise renewal negotiations a number of performance problems were addressed, for
example, long 24 amp cascades leading in part to outages, poor reception in certain areas, etc.
The company's response was, in many cases, that the rebuild and incorporation of fiber optics
would remedy these problems. How would these system performance problems be addressed
in the absence of the specified fiber rebuild?
You indicate that TCI will upgrade both bandwidth and return path capability in the next 30 to 36
months. Is TCl willing to agree to completion of the fiber rebuild as specified within those
timeframes?
Many more questions can be anticipated. Meanwhile, the February 1998 rebuild deadline
rapidly approaches. Yet Cablevision VII, Inc. has not indicated how it intends to deal with this
situation. Unless and until the franchise agreement is amended in writing, the City considers
Cablevision VII, Inc. bound by all the franchise provisions, and we reserve the right to all
remedies and recourse as provided either in the agreement or by law.
The issues and concerns raised above will hopefully assist you in determining the kind of basic
information and detail which must be included in a comprehensive proposal. City staff has not
been authorized to renegotiate, or to waive, any of the terms of the current franchise
agreement. We are nevertheless prepared to meet with you to discuss a more complete
proposal. Once such a proposal is received, the Broadband Telecommunications Commission
is prepared to promptly address such a proposal and to make a timely recommendation to the
Mr. Can~ell
June 3,1997
Page 3
City Council. In the interim, I have forwarded the information you have provided thus far to both
the Commission and the City Council.
The City will await your further response.
Sincerely, - .'
Dale E. Helling
Assistant City Manager
cc: City Council
Broadband Telecommunications Commission
Stephen J. Arkins, City Manager
Eleanor M. Dilkes, Acting City Attorney
Drew Shaffer, Cable 'IV Administrator
Arlene Heck, Cablevision VII, Inc. General Manager
mgr/asst/can b'ell.ltr/doc