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HomeMy WebLinkAbout1997-09-02 Minutes numbered (2) City of Iowa City MEMORANDUM Date: To: From: Re: September 12, 1997 Mayor and City Council Marian K. Karr, City Clerk Council Work Session, September 2, 1997 - 6:00 p.m. in Council Chambers Mayor Naomi J. Novick presiding. Council present: Baker, Kubby, Lehman, Norton, Novick, Thornberry, Vanderhoef. Staff present: Atkins, Helling, Karr, Dilkes, Craig, Schoon, Franklin, Davidson, Yucuis. Tape(s): 97-121, all; 97;122, all. DOWNTOWN UPDATE Reel 97-121, Side 1 Economic Coordinator David Schoon presented a staff update regarding implementation of the Downtown Strategy Plan and what issues will be brought to city council in the near future for consideration..Schoon reviewed the goals of the Downtown Strategy Plan and highlighted the work being done towards those goals. (See attached copied overheads) FINANCIAL ISSUES DISCUSSION Reel 97-122, Side 1. City Manager Arkins facilitated a Financial Issues discussion relating to the city's financial position. Arkins summarized financial concerns, goals and guidelines, expenditures, budget amendment ideas, property tax rates and General Fund projections. (See attached charts). SALES TAX DISCUSSION Reel 97-122, Side 2 City Manager Atkins informed council that Cedar Rapids intends to proceed with a local options sales tax ballot question and public debate. Staff and council discussed the local option sales tax. Novick explained that the local option sale tax question cannot be put on a city election, only on a general election or special election. A council majority agreed to pursue a local option sales tax in conjunction with Cedar Rapids and agreed to submit ideas regarding use of local option sales tax revenues by the end of September. Meeting adjourned: 8:35 p.m. clerk~nins\9-2ws,doc Downtown Strategy & Action Plan September 1997 Update II w11t°wI Downtown is the heart of the Iowa City community. It is, and should continue to be, distinguished by its unique and lively mix of commerce, culture, education, entertainment, government, and recreation for residents and visitors. Provide Destination Points & Varied Year-Round Activities · Library/Cultural Center · Redevelopment of Block 102 · City Sponsored Events · Bi-Monthly Newsletter Create a Positive Climate Focusing on Retention & Recruitment of Businesses · Retail Market Study · Promoting Downtown as Fun and Exciting Place to Purchase Goods & Services · Promoting Downtown Public Services & Facilities · Small Business Incubator · Business Assistance Program (Retention & Development) · Public Forum Regarding Municipal Regulations 2 / Maintain a Clean and Attractive Environment · Iowa Avenue Streetscape Plan · Downtown Streetscape Plan · Public Art in Public Places Program · Weekend Maintenance Crew · Maintenance Schedule · Tree Trimming · Greenmachine & Scrubber · Trash Receptacles & Ash Trays · Adopt-A-Bed Program Provide a Safe and Inviting Downtown for Residents and Visitors · Transit Interchange/Information Center · "Discover Downtown Iowa City" brochures · Washington Street two-way · Alternative Activities for Youths on City Plaza · Increased Police Presence When Possible · Fall Educational Campaign Targeted Toward Students · University-Iowa City Joint Downtown Patrol · Financial Assistance from Downtown Business & Property Owners for Additional Patrol 3 Ensure that Downtown is Accessible by all Modes of Transportation · Increased # of Parking Attendants at Peak Hours · Facia Signs for Parking Garages · 15-minute Grace Period at Parking Garages · Conversion of Garages to Pre-pay System · Lower Rates on Upper Levels of Parking Garages · City Employee Van Pools · Directional Signs · RTBC Recommendations Accessible Downtown - Continued · Bus Stop Signs & Bus Schedules · Downtown Shuttle · Transit Fare-Free Zone - East of Downtown · Parking Spaces for Persons with Disabilities · Enforcement of Parking Restrictions in Alleys 4 F1 - Downtown- The heart of the Iowa City community. 5 Chart 1 September, 1997 Financial Concerns Declining General Fund cash balance Impact on future credit rating - Impact on operating budget: ability to pay the bills reserve for emergency - investment Income · Loss of major tax base - machinery and equipment · Our ability to expand/add a public service severely limited · Inability to increase tax rates (let alone desire to) Limited'ability to initiate/fulfill goals of our various comprehensive plans · Future State fiscal controls cannot be predicted. Chart 2 What do we need to do? Establish a financial foundation and budget policy to serve us well into the future, Maintain the highest possible credit rating, Provide some budget growth for future interests. Chart 3 Goals/Guidelines Balanced 3 year operating budget Multi-year (5 year) capital improvement plan Cash reserves with a 5 year average.of 20%, but no less than 15% Maintain 1% General Fund contingency account Maintain AAA credit rating No effect on low Income programs When practical, shift $8,10 General Fund expenses to capital budget (debt service) Re-program (stretch out) capital projects Maximize efficiencies Propose changes, amendments to our program of services for Council review Chart 4 What did we do? Review of expenditures Review of revenue Amended projections Initiated Internal changes in FY98 rather than FY01 Used our FTMS report Closed books on 6/30/97, end of fiscal year Good bids Applied your guidelines Chart 5 Expenditures Personal Services - wages, benefits · No reduction in personnel · Analyzed turnover % · Maintain labor cost/inflation projections · Budget policy 98.5% of payroll · FY98- $18,800,000 Commodities- supplies, office, materials (concrete, rock, etc.) · Original projections @ 2.5% · Reduced to 1% to 1.3% · FY98 - $1,063,000 · · Creates new base, sooner for projections Services and Charges - professional services, travel, education, insurance, utilities, repair accounts. · Original projections @ 2% · Reduced to 1.2% to 1.7% · FY98 - $5,872,000 Capital Outlay- land, equipment, vehicles, computers, furniture · Projections are done item by item · Changed replacement schedules · FY98 - $1,875,000; FY99- $1,118,000; FY00- $1,329,000 Chart 6 Budget Amendment Ideas Replacement schedules for capital outlay equipment Change Inspection schedule for rental units to every 2 years Review all Inspection fees which do not pay cost of service Parkland acquisition account - charge revenue (hotel tax) to the General Fund, freeze current balance (est. $40,000 annually) Actuarlal studies - health/dental insurance reserve; risk management reserve All internal chargebacks to capital projects will include all costs of personnel (est. $25,000 annual savings) Review of capital projects Charge library computer to debt, reduce payment to reserves ($500,000 capital - $140,000 operations) Reimbursement agreements with Johnson County - such as Senior Center.