HomeMy WebLinkAbout2004-12-23 Info Packet CITY COUNCIL INFORMATION PACKET
CiTY OF IOWA CITY December 23, 2004
www.icgov.org
IP1 City Council Meetings and Work Session Agendas
IP2 Memorandum from Council Member Vanderhoef: March Meeting Schedule
IP3 Memorandum from the City Manager: Council Legislative Activities for 2004
IP4 Memorandum from Council Member Vanderhoef: National League of Cities Transition
Panels
IP5 Memorandum from the Community and Economic Development Coordinator and the
Economic Development Intern to the City Manager: Impact of Economic Development
Programs
IP6 Memorandum from the Equipment Superintendent to the Public Works Director:
Update/Progress and Costs for Spill, Prevention, Control and Countermeasures Plan
IP7 Memorandum from the City Clerk: Absence
IP8 Agenda Packet for: December 16 PATV Board of Directors Meeting
IP9 Letter from Lowell Soike, State Historical Society of Iowa: Melrose Historic District,
Portions of Melrose Avenue, Melrose Court, Melrose Circle, Brookland Park Drive,
Brookland Place and Myrtle Avenue, Iowa City, Johnson County
Memorandum from City Attorney: Mid American Energy's Withdrawal of Request for
Election on Franchise Proposal [Distributed at 1/3 Work Session]
Memorandum from City Manager: Budget Review Schedule [Mailed to Council members on
12/3O]
FY06-08 Proposed Financial Plan (Budget): Revised pages [Distributed at 1/4 Council
Formal Council meeting]
FY 06 Human Service Agencies Funding Requests [Distributed at 1 /4 Council Formal
Council meeting]
PRELIMINARY DRAFT/MINUTES
IP10 Human Rights Commission: November 23, 2004
IPll Police Citizens Review Board: December 14, 2004
December 23, 2004 Information Packet /continued) 2
I COUNCIL PACKETS ONLY- I
AVAILABLE IN CITY CLERK'S OFFICE OR ON-LINE (www. icgov.org)
IPl2 FY2006 BUDGET: FY 2006-2008 Financial Plan
~ CITY COUNCIL INFORMATION PACKET
~ December 23, 2004
CITY OF IOWA CITY
www.icgov.org
JANUARY 3 WORK SESSION ITEMS
IP1 Council Meetings and Work Session Agendas
IP2 from Council Member Vanderhoef: March Meetin :hedule
MISCELLANEOUS ITEMS
IP3 ,m the City Manager: Council Legislative :les for 2004
IP4 Memorandum Council Member Vanderhoef: Nat/ League of Cities Transition
Panels
IP5 Memorandum from Community and Development Coordinator and the
Economic Development to the City Manag Impact of Economic Development
Programs
IP6 Memorandum from the Ec ment Supe~ to the Public Works Director:
Update/Progress and Costs ,ill, Control and Countermeasures Plan
IP7 Memorandum from the City Clerk:
IP8 Agenda Packet for: December 16 ~ard of Directors Meeting
IP9 Letter from Lowell Soike, State of Iowa: Melrose Historic District,
Portions of Melrose Avenue, Mel Court, ~lrose Circle, Brookland Park Drive,
Brookland Place and Myrtle Iowa City,'~hnson County
I
IP10 Human Rights Commissi November 23, 2004
IPll Police Citizens Review ~rd: December 14, 2004
COUNCIL PACKETS ONLY
AVAILABLE IN CLERK'S OFFICE OR
IP12 FY2005 FY 2005-2007 Financial Plan
~ City Council Meeting Schedule and
~ Work Session Agendas December22, 2004
CITY OF IOWA CITY
www.icgov.org
· MONDAY, JANUARY 3 Emma J. Harvat Hall
6:30p Council Work Session
· Planning and Zoning Items
· Agenda Items
· Council Appointments
· Council Time
· Council Meeting Schedule
· Identification of Priorities for Discussion
· TUESDAY, JANUARY 4 Emma J. HarvatHall
7:00p Regular Formal
I TENTATIVE FUTURE MEETINGS AND AGENDAS I
· THURSDAY, JANUARY 6 Emma J. HarvatHall
8:30a-3:30p Special Budget Work Session
· MONDAY, JANUARY 10 Emma J. HarvatHall
6:30p Special Budget Work Session
Board/Commission/Organization
· TUESDAY, JANUARY 11 Emma J. Harvat Hall
12:00p-7:00p Budget Work Session
· MONDAY, JANUARY 17 Emma J. HarvatHall
Martin Luther King Jr. Day Holiday - City Offices Closed
· TUESDAY, JANUARY 18 Emma J. Harvat Hall
TBA Special Work Session
7:00p Regular Formal
· MONDAY, JANUARY 31 Emma J. Harvat Hall
6:30p City Conference Board Meeting
Separate Agenda Posted
· TUESDAY, FEBRUARY 1 Emma J. Harvat Hall
7:00p Regular Formal
· TUESDAY, FEBRUARY 15 Emma J. Harvat Hall
7:00p Regular Formal
· MONDAY, FEBRUARY 28 Emma J. Harvat Hall
6:30 City Conference Board Meeting
Separate Agenda Posted
Meeting dates/times/topics subject to change
FUTURE WORK SESSION ITEMS
Regulation of Downtown Dumpsters
i 12-23-04 J
RANDUM
DATE: December 20, 2004
TO: Mayor and City Council
FROM: Dee Vanderhoef, Council Member
RE: March meeting schedule
The National League of Cities Congressional City Conference will be held March 11 ~15, 2005, in
Washington D.C. I will be attending that conference and encourage other Council Members to
attend.
I request that we reschedule the March 14 and 15 Council meetings to March 21 and 22. Such a
change would allow those attending the conference the ability to attend all March meetings;
avoids the University of Iowa spring break; and still provides breaks between the March and
April meetings.
I ask that you bring your calendars to the January 3 work session so that such a revision in the
Council meeting schedule could be discussed and decided.
IOW,Z CITY LIP3 ]
RANDUM
Date: December 21, 2004
To: City Council
From: City Manager
Re: 2004
The following is a summary of Council legislative activities for 2004.
1. In response to new federal requirements with respect to storm water management, a new
storm water utility fee was enacted by the City Council in order to finance the federal
obligations associated with these new regulations.
2. The Council agreed to assign the development responsibilities for the peninsula
neighborhood development to a newly established company and agreed the project would
proceed as originally intended.
3. The Parks and Recreation Commission recommended that the land and recreational
features surrounding the City's water treatment plant would be known as Waterworks
Prairie Park. City Council accepted the recommendation of the commission.
4. During the course of calendar year 2004, six families participated in the Tenant to
Ownership Program sponsored by the Iowa City Housing Authority. The program involves
qualifying families to purchase what were once rental units.
5. The Council authorized the acquisition of property at 925 Washington Street by declaring
the property a public nuisance. This home had been abandoned for over 15 years. The
property is now being renovated for ultimate sale by the Friends of Historic Preservation.
6. The land located at the corner of Benton and Miller, which was purchased for purposes of
parkland, was officially named the Benton Hill Park.
7. In response to concern over the location and concentration of publicly subsidized housing,
the Council created a Scattered Site Housing Committee. This committee is made up of
representatives from the Housing and Community Development Commission, the school
board, other City staff, and is intended to provide recommendations on the future and
location of public housing throughout the community.
8. The Council received a petition for a municipal electric system to be put before the voters in
November 2005.
9. Council awarded a contract in the amount of $173,000 to finance the preliminary site
preparation work for the Camp Cardinal Road project. This preparation work is preliminary
to the roadway construction between Coralville and Iowa City.
10. A contract in the amount of $53,900 was awarded a sanitary sewer separation project at
Oakland Cemetery.
mgr/mem/2004 legisl activ.doc 1
2004 Council Legislative Activities
December 21, 2004
Page 2
11. The Melrose Historic District was approved for placement on the National Register of
Historic Places.
12. Sanitary sewer repairs in the amount of $53,700 was approved for various locations
throughout Iowa City.
13. The intersection of Gilbert Street at Prentiss and Bowery has been identified as a high-
collision intersection in Iowa City. The addition of a left-turn lane and other improvements
were planned. The Iowa Department of Transportation Safety Funding program offers a
grant program for such improvements and the City has applied.
14. Council entered a contract with the Iowa Department of Transportation to fund a (U-STEP)
grant for installation of video traffic signal detection equipment on Burlington Street. The
$124,000 grant and $55,000 in matching funds installed traffic signal detection equipment at
the intersections along Burlington between Madison and Gilbert.
15. In order to preserve the Oakdale Boulevard corridor, Johnson County and the City entered
into an agreement to preserve the general alignment for the corridor and its extension
between Dubuque and Scott Boulevard.
16. The construction of the Highway 6 sidewalk extension project was awarded to Peterson
Contractors. This was a project funded by the University and the City. This project
constructed sidewalks along Highway 6 near Carver Hawkeye arena.
17. A new lighting system was installed at Mercer Park in Baseball Diamond #1. The project
was undertaken to increase the lighting level to high school standards. The current light
level was sufficient for recreational purposes but now that the facility will serve as City
High's home baseball field. The increased lighting was financed by the school district.
18. Iowa City and Linn County, recognizing the need to address lead-based paint hazards for
our citizens, negotiated the terms of an intergovernmental agreement for the provision of
trained personnel to provide for this service.
19. The department of cultural affairs designates cultural districts throughout the state. The City
Council authorized application to the state for designation to Iowa City cultural districts. The
approximately one square mile districts are intended to identify the concentration of cultural
assets and ultimately provide for public-private partnerships to foster continual growth and
cultural activities within these districts.
20. The City Council chose not to pursue an Airport Commission referendum whereby to
change management and control of the airport from an Airport Commission to the City
Council.
21. The North Dodge Street project financing between the Department of Transportation and
the City was concluded. The preliminary construction estimate of $7.6 million provides for
the City's share of $1.9 million. The remaining funds were financed by the Iowa Department
of Transportation.
22. A contract with Metro Pavers was executed for the purpose of Water Works Prairie Park
amphitheater and trails project. This project is part of the overall recreation improvements
planned for the Water Works Park area in and around the water treatment plant.
mgr/mern/2004 legisl activ.doc
2004 Council Legislative Activities
December 21, 2004
Page 3
23. In accordance with the City Charter, a charter review commission must be convened every
10 years. The Council selected 9 individuals and at the time of this report they were in the
process of preparing their recommendations.
24. The Iowa Department of Transportation and the City entered into a funding agreement for
$1.6 million for improvements to the Dubuque/Foster Road intersection. This intersection
and the improvements planned are part of the 2006 Capital Improvement Plan.
25. City Council was petitioned for a proposed self-supporting municipal improvement district in
downtown Iowa City. A follow-up petition was submitted objecting to the district and
therefore defeated the initial petition.
26. The City and Johnson County entered into agreements to pursue easements and other
construction related activity to construct the South Gilbert Street improvement project from
Napoleon Lane to the south city limits.
27. The Council awarded a contract for the pavement rehabilitation of Dodge Street between
Bowery and Kirkwood.
28. The cities of Iowa City and Ames both with their Human Rights ordinances prohibit
discrimination based upon sexual orientation. In the cases of a conflict of interest the state
could not investigate because it does not provide protection based upon sexual orientation.
An agreement between the two cities will allow the investigative staff of the other city to
undertake the investigation if there were to be a conflict of interest.
29. In March the Council's economic development committee reviewed and adopted the 2004
Economic Development Strategy. The document builds upon a number of successes for the
city and its partners to encourage expansion of the commercial and industrial tax base in
the community. This document was approved as the guide for economic development
activities and replaces the 1999 economic development strategy.
mgr/mem/2004 legisl activ.doc
COUNCIL ACTIONS IN CALENDAR YEAR 2004
PLANNING & COMMUNITY DEVELOPMENT
REZONINGS
· Rezoning 16.1 acres from RFBH to OPDH-12 on Heinz Rd. (Saddlebrook): 78
multi-family townhouse and apartment units
· Rezoning 26.98 acres from CH-1 to SAO/CH-1 on Mormon Trek, south of
Hwy 1
· Rezoning of 119.94 acres from ID-RS & ID-RM to OPDH
· Rezoning 1.26 acres from CB-5 to P/CB-5 for Court Street Transportation
Center
· Rezoning of 32,000 sq.ft, at 302 & 308 S. Glibert St. from CB-2 to RM-44 to
conform with existing development
· Rezoning 24.1 acres from ID-RS to RS-5 on south Sycamore Street
· Rezoning of 3.72 acres from CC-2 to P for the alternative high school
· Rezoning of 10 acres from ID-RM/OHP to ID-RS/OHP at 2560 S. Gilbert St.
· Recommending to the County rezoning of 3.74 acres from A1 to RS at 5989
American Legion Road
PLATS
· Lindemann, Pt 2A: 63.22 acres; four outlots
· Lindemann, Pt. 3:18.21 acres; 64 lot single-family
· Lindemann, Pt. 4:14.85 acres; 40 lot single-family
· Kennedy: 40.16 acre County sub.; 4 single-family
· -5 (Sand Hill): 379 small lot single-family; dedication of 18 acres of open
space
· Sandhill Estates: 146.48 acres; 379 lot single-family preliminary plat
· Windsor Ridge, Pt 19B: 8.32 acres; 6 duplex lots
· Galway, Pt. 9:4.76 acre; 10 lot single family
· Galway, Pt. 8:3.31 acre; 10 lot single family
· J JR Davis Addition: 26.98 acre; 8 commercial lots
· Sandhill Estates, Pt. 1:59.33 acres; 56 single-family final plat
· Wild Prairie Estates, Pt. 5:25.79 acres; 34 lot single-family
· Sandhill Estates, Pt. 2:21 lot single-family
· Plat for east side ground water storage reservoir on Lower West Branch Rd.
and Taft Avenue
· Walden Wood Pt. 6, Resubdivision of Lot 77:10 zero lot-line units
· Mackinaw Village: 75.25 acres; 2 16-unit multi-family, 72 townhouse-style
units, & 93 single-family lots--preliminary
· Scott's 5th: 3.15 acre 2-lot extraterritorial commercial plat
· Windsor Ridge, Pt. 21:11.16 acres, 2-lots multi-family-preliminary
· Windsor Ridge, Pt. 20A: 1.27 acres; single lot for attached units
· Mackinaw Village, Pt. 1:6.53 acres; 14 lot zero lot-line and multi-family
· Mackinaw Village, Pt. 2:68.71 acre; 56 lot single-family
· General Quarters: 29 lot single-family
· Myrtle Ridge: 3-lot duplex subdivision at 211 Myrtle Avenue
· J JR Davis, 2nd and 3rd Additions: 19.81 acres; 1 l-lot commercial
· Saddlebrook Meadows, Part 1:8.95 acres, 47-1ot mixed housing
VACATIONS
· Vacation and conveyance of alley ROW near Lensing's
· Vacation and conveyance of a portion of Grove Street near 425 Beldon Ave.
to clean up boundaries of lot
APPOINTMENTS:
· Bob Brooks to P & Z
· Justine Zimmer to HPC
· Brian Richman to HCDC
· Justin Pardekooper to HPC
· Emily Walsh and Emily Martin to PAAC
PUBLIC ART:
· Goosetown neighborhood project to place geese icons on street signs; John
Coyne, artist
· Longfellow neighborhood project for sculpture at Longfellow tunnel trailhead
and historic place markers throughout neighborhood; Will Thomson, artist
· John Coyne sculpture for Iowa Sculptors Showcase 2004-2005
· Benton Hill Park entryway project; Joseph Prescher, artist
· Northside neighborhood project to place Northside vernacular house icons on
street signs; John Coyne, artist
· Established the Peninsula Park Sculptors Showcase
· Seth Godard, UI art student, sculpture for Peninsula Park Sculptors
Showcase 2005-2006
ECONOMIC DEVELOPMENT
· Grant to Extend the Dream Foundation for $60,000 over 3 years
· Extended tax abatement as a tool for development of affordable housing in
the Near Southside
CODE AMENDMENTS
· Remove lot size and setback requirements in the CO-1 zone for religious
institutions, achieving consistency across commercial zones.
· Allow consideration of reduction of local public street widths in planned
developments.
OTHER
· Established a scattered site housing task force to address the perception that
housing for Iow to moderate-income individuals is concentrated in given parts
of the city.
· Authorized application to the State of Iowa for certification of the Iowa City
Cultural District.
· Reassignment of Peninsula project to reorganized company, Peninsula
Development L.L.C.
· Revised guidelines for historic preservation review
· Melrose/Grand Avenue Traffic Study and Recommendations
· Amended budgeted positions in PCD to change a part-time clerical assistant
to a part-time public information assistant.
· Authorized nomination of revised Gilbert-Linn Historic District to the National
Register of Historic Places
· Recommended under CLG review approval of the Melrose Historic District to
the National Register of Historic Places.
· Approved 28E Agreement with the City of Coralville and Southgate
Development Co. for the construction of Camp Cardinal Road realigned
between Hwy 6 in Coralville and Melrose Ave in Iowa City.
· Adopted City Steps, Iowa City's 2006-2010 Consolidated Plan for housing,
support services, and jobs to serve the city's Iow to moderate-income people.
Page 1
Board & Commission Appointments
2004
Commission Member Name Term Term Date Appointed Length of Term Pervious Terms Member Replaced
Begins Ends Served on Appt'd Brd
Airport Daniel Clay N/A 3/1/08 1/6/04 Unexpired N/A Michelle Robnett
resigned
Brd of Adjustment Karen Leigh N/A 1/1/07 1/6/04 Unexpired N/A Eric Gidal resigned
Brd of Appeals Tim Fehr 1/1/04 12/31/08 1/6/04 5-yr (1) 5-yr Re-appointed
P&R Dave Fleener 1/1/04 1/1/08 1/6/04 4-yr N/A Allen Stroh
P&Z Robert Brooks N/A 5/1/05 1/6/04 Unexpired N/A Ann Bovbjerg
resigned
Airport Carl Williams 3/1/04 3/1/10 3/2/04 6-yr N/A Baron Thrower
Civil Service Dorothy Maher 4/5/04 4/7/08 3/2/04 4oyr N/A Michael Kennedy
Historic Preservation James Ponto 3/29/04 3/29/07 3/2/04 3-yr (1) 3-yr Re-appointed
Historic Preservation Michael Gunn 3/29/04 3/29/07 3/2/04 3-yr (2) 3-yr Re-appointed
Telecommunication Brett Castillo 3/13/04 3/13/07 3/2/04 3-yr Unexpired Re-appointed
Airport Zoning Brian Sponcil 1/1/04 12/31/09 3/16/04 6-yr Unexpired Re-appointed
Airpod John Krstenansky N/A 3/1/07 3/16/04 Unexpired N/A Rick Mascari
resigned
Historic Preservation Justine Zimmer 3/29/04 3/29/07 3/16/04 3-yr N/A Richard Carlson
Parks & Recreation Ryan O'Leary N/A 1/1/06 3/16/04 Unexpired N/A Kevin Boyd
resigned
Human Rights Chris Bushman N/A 1/1/05 5/4/04 Unexpired N/A Rick Spooner
resigned
Charter Review John Balmer 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Andy Chappell 5/4/04 5/4/05 5/4/04 1 -yr N/A N/A
Charter Review Karen Kubby 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Naomi Novick 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Vicki Lensing 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review William Sueppel 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Lynn Rowat 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Penny Davidsen 5/4/04 5/4/05 5/4/04 l-yr N/A N/A
Charter Review Kevin Werner 5/4/04 5/4/05 5/4/04 1-yr N/A N/A
Charter Review Nate Green N/A 5/4/05 6/15/04 Unexpired N/A John Balmer
resigned
HCDC Matthew Hayek 9/1/04 9/1/07 6/15/04 3-yr Unexpired Re-appointed
HCDC Lori Bears 9/1/04 9/1/07 6/15/04 3-yr (1) 3-yr Re-appointed
HCDC Brian Richman 9/1/04 9/1/07 6/15/04 3-yr N/A John Deeth
Library Board Katherine Gloer N/A 7/1/05 6/15/04 Unexpired N/A Jesse Singerman
resigned
PCRB Loren Horton 9/1/04 9/1/08 6/15/04 4-yr (1 ) 4-yr Re-appointed
Historic Preservation Jan Weissmiller N/A 3/29/06 8/3/04 3-yr N/A Peter Jochimsen
Human Rights Bev Witwer N/A 1/1/05 8/3/04 Unexpired N/A Catherine Fribley
Human Rights Elizabeth Cummings N/A 1/1/05 8/3/04 Unexpired N/A Chris Bushman
PCRB Elizabeth Engel 9/1/04 9/1/08 8/3/04 4-yr N/A John Stratton
Page 2
Board & Commission Appointments
2004
Airport Commission Michelle Robnett N/A 3/1/07 11/2/04 Unexpired Portion of unexpired John Krstenansky
3/02-10/03 resigned
Civil Service William Cook N/A 4/4/05 11/2/04 Unexpired N/A James Anderlik
resigned
Historic Preservation ,Justin Pardekooper N/A 3/29/06 11/2/04 Unexpired N/A Paul Sueppel
resigned
HCDC Rita Marcus N/A 9/1/06 11/2/04 Unexpired N/A Shellie Mackel
resigned
Library Board William Korf N/A 7/1/09 11/2/04 Unexpired N/A Shaner Magalhaes
resigned
Board of Appeals Douglas DuCharme 1/1/05 12/31/09 11/16/04 5-yr (1) 5-yr Re-Appointed
Parks & Recreation Matt Pacha 1/1/05 1/1/09 11/16/04 4-yr (3) 4-yr Re-Appointed
Parks & Recreation Philip Reisetter 1/1/05 1/1/09 11/16/04 4-yr N/A Re-Appointed
Senior Center Jay Honohan 1/1/05 12/31/07 11/16/04 3-yr (2) 3-yr Re-Appointed
Senior Center Betty Kelly 1/1/05 12/31/07 11/16/04 3-yr Unexpired Re-Appointed
Airport Zoning Brd of Dennis Keitel N/A 12/31/08 12/7/04 Unexpired N/A Filled Vacancy
Adjustment
Human Rights Scott King 1/1/05 1/1/08 12/7/04 3-yr N/A Elizabeth Cumming
Human Rights Sara Baird 1/1/05 1/1/08 12/7/04 3-yr N/A Valerie Garr
Human Rights Beverly Witwer 1/1/05 1/1/08 12/7/04 3-yr Unexpired Re-Appointed
Public Art Emily Martin 1/1/05 1/1/08 12/7/04 3-yr N/A Barara Asch
Camillo
Public Art Emily Carter-Walsh 1/1/05 1/1/08 12/7/04 3-yr (1 ) 3-yr Re-Appointed
DATE: December 21,2004
TO: Mayor and City Council
FROM: Dee Vanderhoef, Council Member
RE: National League ef Cities Transition Panels
Attached is an article from the December edition of Nation's Cities concerning 2004
activities of four Transition Panels. I have been a member of the Finance Panel for a
number of years.
Please consider applying to parti~cipate on one of these panels. Contact information is
available on the end of each panel summary.
2 NA~ON'S CreES WEEKly DECEMBER 20, 2004
Transition Panels Close Out 2004 at Conference
by Chris ltoene a series of discussions around the local officials on basic finance Gordon Quan, council member, Democratic Governance
potential implications of tax issues, and revising the panel's Houston, Texas, and Vice Chair Panel
More than 100 local officials reform efforts at the federal and current framework to better tar- Ron Loveridge, mayor of
met as part of the Municipalities state levels in 2005. Among the get the issues likely to emerge in Riverside, Calif., the Equity and The Democratic Governance
in Transition Program at the main issues of concern raised by 2005. Opportunity Panel convened its Panel held its tlfird and final
Congress of Cities and Exposition panel members were the implica- For more information on the third official meeting at CoC. meeting of 2004 at the confer-
in Indianapolis on December 2 lions of federal tax changes for Public Finance Panel, please con- Outgoing NLC President ence and sponsored a series of
and 3, 2004. At the conference, ~nunicipal bonds, state and local tact Chris Hoene at Charles Lyons, Selectman, other activities designed to
four Transition Panels closed out authority, ongoing underfimding hoeneCWnlc, org or 202426-3172. Arlington, Mass., and James broaden the NLC membership's
their 2004 activities with great of federal mandates and a gener- Hunt, first vice president and exposure to the topic, including a
excitement and draft work plans al lack of fiscal discipline at the Community and council member, Clarksburg, general session. Other activities
for 2005. federal level. Regional Development W. Va., addressed the panel, included a workshop and briefin-
In addition to the panel meet- Panel members generally Panel Hunt introduced his 2006 gs with other NLC cormmttees
ings, panelmembers co-sponsored agreed that the system of public president's agenda topic of during the conference.
a CityFumres Reception with the finance is in need of reform. The The Community and "inclusive communities" and Panel members also engaged
~dvi?ryCoundl. The purpose of panel has outlined a set of chal- Regional Development Panel ways the panel could support in an activity requested by NLC's
the reception was to bring city lenges that are undermining the focused on land use and develop- the NLC Advisory Council in Advisory Council to provide
officials together from the various system through its work over the ment strategies as part of an on- the development of this topic, guidance and feedback to it on
NLC committees responsible for past several yearn But, members going panel priority to assess Lyons expressed his appreci- trends and changes related to
identifying the future trends and raised concems that most of these how key land use issues vary ation to the panel for its support Governance, Civic Engagement
challenges affecting dries as part challenges won't be addressed as among different types of cities, of the American Dream and Trust. The Democratic
of NLC's CityFutures Process. part of the current reform efforts. Panel chair Hannah Campaign and raising aware- Governance Panel has taken the
The International Task Force and To raise attention to these McKinney, vice mayor, ness of the issues of growing lead on this topic and willprovide
guest city officials from other challenges, the panel laid out an Kalamazoo, Mich., said, "In our inequalities in America's cities recommendations and insights
countries also participated in the ambitious agenda for 2005, attempt to identify successful and towns, that will help strengthen local
first-time reception, including calling for convening of land use strategies, it is important Panel members reported on officials and NLC efforts on these
asUmrmtoflocal, state, andfeder- that we address quality of life their participation in NLC's issues in a report at the Advisory
Public Finance Panel al policymakers and stakeholders, issues so that our strategies pro- American Dream campaign Council's 2005 summer meeting.
the development of a primer for mote our community's vision of and shared insights from the The panel reviewed its past
The Public F'mance Panel held growth and development." town hall meetings held in their efforts of 2004, which included
The panel also decided to cities, developing a message and set of
meet mid-year with the Advisory Several panel members themes around democratic gov-
Council and other NLC councils shared written reports on the ernance that focuses on the rela-
and committees around the topic discussions and issues that sur- tionship between citizens and
of economic vitality, faced as a result of these events, local government. Some officials
The purpose of this meeting is The panel also reviewed the explained their democratic gov-
to develop and further under- report of its summer meeting in ernance efforts by saying that
stand how NLC can help cities Burlington, Vt., at the they are sharing power with citi-
strengthen their local Sustainable Cities 2004 zens, and that it has taken them
economies. Conference and discussed its some time to become comfort-
For more information on the agenda and goals for 2005 and able with this idea. Others claim
Community and Regional ways to carry its message for- they are merely tapping into the
Development Panel, please con- ward. power that citizens and commu-
tact Christy Brennan at bren- For more information on the nity organizations already pos-
nanO)nlc.org or 202-626-3036. Equity and Opportunity Panel, sess.
please contact Gwen Wright at For more information on the
EqUity and Opportunity wright@nlc.org or (202) 626- Democratic Governance Panel,
Panel 3037 or Phyllis Furdell at fur- please contact Gwen Wright at
dell@nlc.org or (202) 626-3034. wrightCqflc.org or 202426-3037.
Led jointly by panel chair
IP5
M MORANDUM
TO: City Manager ~
FROM: Steven Nasby, Co~ qunity and Economic Development Coordinato~-'~,,~
Tim Rypma, Econc mic Development 1Intern
RE: Impact of Econom Development Programs
In November each year, the City )llects information on the economic development projects
that have been assisted with Tax :ncrement Financing ('I-IF) so that we can submit the
required certification information ~o the City Assessor's Office. As such, ! wanted to take
this opportunity to report to you ~)n the status of these 'F[F projects. In addition to the T[F
assisted projects, this report incK des data on other economic development projects that
have received some type of City ~sistance.
The primary goal of the City's economic development strategy is to increase the commercial
and industrial tax base. As of the end of 2004, the economic development projects that
have received City assistance ha~e increased the tax base by over $25 million.
Buildinq the Tax Base · !ncrease in assessed ~alue of the eight T[F projects equals $22,241,120
· Increase in assessed Value of the four tax exemption projects of $3,166,680
Another goal of the City's econonfiic development strategy is the retention and expansion of
employment opportunities. Dataifrom the 'I~F certification process and on-site interviews
indicates that 1,394 jobs were created or retained by the -I'[F assisted projects.
Expand Emolovment OooorttlnJties · 891 Full-time position~ created or retained
· 503 Part-time positior~s created or retained
Entrepreneurship is also an important part to the City's economic development strategy.
One of the entrepreneurship activities was to continue financial assistance programs for
start-up businesses or small business expansion by using Community Development Block
Grant (CDBG) funds. The CDBG funded program focuses on micro-enterprise development
(businesses with five or fewer en~ployees, at least one of which is the owner).
Entrepreneurshio · Micro-enterprise Ioan~ to five businesses totaling $200,000
· 11 full-time equivalent (FTE) jobs created and five FTE jobs retained
December 14. 2004
Page 2
As a compliment to building the iax base and creating employment opportunities the
economic development strategie~ also encourage development and/or redevelopment of
commercial centers. In 2004, the City entered into a partnership with Southgate
Development Company for the redevelopment of Pepperwood Plaza and work began on the
Plaza Towers project in downtowin.
Development and/or Redevelopment of Commercial Centers
· Sycamore Mall Redevelopment (2000)
· Plamor Redevelopment (2002)
· Pepperwood Plaza Re~Jevelopment (2004)
· Downtown Plaza Towers Development (2004)
If you have any questions or need, additional information please contact me at 356-5248 or
via e-mail at Steven-Nasby@iowl-city.org. Detailed data on these projects is attached.
Cc: Karin Franklin, Director of Planning and Community Development
Enclosures
TAX INCREMENT FINANCING (TIF) PROJECTS
Plamor Buildin~l
Valuation Year Assessed Value
1-Jan-00 ~ $951,973
1.Jan.02I $972,150
' $966,070
1'Jan'03 I $1,847,110
1-Jan-04i
Sycamore Mall
Year Assessed Value
Valuation
1.Jan_97i $9,879,450
1_Jan.99i $7,500,000
1 -Jan-00 $4,662,900
1.Jan.01i $4,662,900
1.Jan_02I $10,168,280
1-Jan-03 ! $11,073,730
1-Jan-04~
I $11,457,180
Owens-Brockway
Valuation Year Assessed
Value
1-Jan-01/ $30,010
1-Jan-02 . $2,398,650
1_Jan.03~ $5,037,870
1-Jan-04 ! $5,346,840
Seabury & Smith i
Valuation Year Assessed Value
1-Jan-01 ! $208,250
1.Jan.02~ $264,520
1-Jan-03 i $4,722,360
1_Jan.04! $5,205,680
AIpla of Iowa
Valuation Year Assessed Value
1-Jan-02 ,~ $6,966
1.Jan.03I $3,594,340
1_Jan.04i $6,358,420
United Natural Foods
Valuation Year Assessed Value
1-Jan-02 , $4,351,170
1 -Jan-03 I $4,653,740
1.Jan_04I $6,203,550
Pepperwood Plaza
YeAr Assessed Value
Valuation
1-Jan-02~ I $8,653,870
1-Jan-03 i $8,677,520
1-Jan-04 ! $8,677,520
Plaza Towers
Valuation Ye; ir I Assessed Value
1 -Jan-04 II 92517830
TIF TOTALS
PROJECTS,
Assessment Y~ar
Assessed
Value
2000 / $499,110
2001 I $3,860,270
2002 i $873,970
2003 J $928,820
2004* I $928,820
Assessment Y~ar Assessed Value
l~an-03~ ! $362,920
1-Jan-04~ $404,570
Assessment Ybar Assessed Value
2000/i $353,000
2001 , $3,028,390
2002 ~ $3,028,390
2003 i $3,195,350
I $3,195,350
2004* i
I
I
Assessment Y~ar Assessed Value
1995 = $428,050
1996 I $1,051,220
1997 $1,113,970
1998~ $1,113,970
1999 $1,205,790
2000 ' $1,396,360
2001 I $1,396,360
2002* ~ $392,680
2003* ! $333,890
2004* i $281,020
for Sectior 42 Iow-income housing propedies.
$1,643,O8O
$4,809,760
$3,166,680
Em .. , Created or Retained by TIF Projects
part-time full. time
Pi~mor (BId~ ~1)
core 42 4
~]reov¥ katz 3 6
java house 10 6
Plam0r (Blt:l~ 2)
bill mikes 10 5
h-r block 8 1
u,s. cellular 3 2
cost cutters I 4
Pepper, vi~od~Plaza
the rack 0 2
china moon 2 3
plus line 2 1
rent-all 0 4
bill lot 11 9
tuesday morning] 12 1
hancock fabrics 8 1
stuff 12 2
k-mad 60 20
Sycamore Mall
austin burke 1 1
fashion bu~] 5 3
four seasons 8 5
nedrebo's 2 1
talbot's 9 3
von maur 30 50
waldenbooks 6 2
ben franklin 15 4
discoveries 3 1
~lifls ~ sycamore 4 0
hallmark 12 1
bonnie's toys 6 2
ct communications 2 1
radio shack 3 2
that cellular place 5 1
mcdonald optical 3 5
cookies + more 5 0
diamond daves 9 4
~]eneral japan restaurant 2 3
mcdonald's 30 40
okoboji ~ldll 30 8
panera bmad 20 20
~reat clips 2 8
merle norman cosmetics 1 1
sally beauty supply 4 1
secret nails 2 3
sye amedca 1 6
cinema 6 theaters 22 1
tjark's jun~le 10 3
claim's 3 1
dollar tree 12 3
j. hall keyboard 8 1
petland 3 20
shield's sewing] 2 1
4 c's toy libra~ 0 0
bowman chiropractic 0 0
destiny cruise + tour 1 1
laundromania 3 0
liberbj tax service 10 2
walker's shoes 3 1
wilson sports 6 2
hobby corner 11 2
check-into-cash 0 2
0 45
0 @2
5 223
0 244
Iowa City - CDBG Economic Development Fund
Iowa City started the CDBG economic development Fund in FY03 (July 1, 2002). The following is a break down of all the
applications that have been received and the status of those proposed projects. We have chosen to target small businesses, start-
ups and micro-enterprise assistance.
Amount Funded Proposed 3obs
Name Business Type Requested Amount Created\Retained
(not $~5~00 $ 75;000 grant 5 FTEs created
Re~ Skateboard Retail- $95,000 $12,500 ....= ..... +* 1 FTE c~eeted
Park Recreational 1 FTE retained
Bi9 Mama's BB(~ Retail - Restaurant $35,000 Application withdrawn 'I.375 FTEs created
Th~ ~ Retai~ RestaUrant $~0738 $ 25;000 3% loan 2.5 FTEs created
A Cut Above Retail - Personal $25,000 Not recommended for 2 FTEs created
Service funding 2 FTEs retained
Pet Degree Retail - Goods & $100,000 Application Withdrawn 1.5 FTEs created
Services 5.375 FTEs retained
Institute for Social Micro-enterprise $15,000 $15,000 grant 10 FTEs created (PRO3ECT CANCELLED)
and Economic Dev. Training
De!~ ~ $i5 000 $15,000 3% loan 2.0 FTEs created
~ j ~ $25,0~ $25~000; 4% :loan 1.5 FTEs created
~" ~f ~3~000 APPliCation Withdrawn 1.0 FTE created
~S~ali Retaa ~to~for $6q;000 $60~000 grant over a 3,year 5.0 FTEs retained
· City CDBG funds were awarded to Revolt Skateboard Park contingent on the applicant securing a Targeted Small Business Loan
from the State of Iowa. The State did not make this TSB loan so the project was not funded by the City.
Towa City - CDBG Economic Development Fund
Iowa City started the CDBG economic development Fund in FY03 (July 1, 2002). The following is a break down of all the
applications that have been received and the status of those proposed projects. We have chosen to target small businesses, start-
ups and micro-enterprise assistance.
Amount Funded Proposed 3obs
Name Business Type Rm uested Amount Created\Retained
~j~ $~00 $ 75~0 grant 5 ~ created
Park Recreational 1 FTE retained
Big Mama's BBC~ Retail - Restaurant $35~000 Application withdrawn 4.375 FTEs created
~ ~:R~sta~t ~0~8 $ 25i000 3% loan 2,5 ~Es created
A Cut Above Retail - Personal $25,000 Not recommended for 2 FTEs created
Service funding 2 FTEs retained
Pet Degree Retail - Goods & $100,000 Application Withdrawn 1.5 FTEs created
Services 5.375 FTEs retained
Tnstitute for Social Micro-enterprise $15,000 $15,000 grant 10 FTEs created (PRO3ECT CANCELLED)
and Economic Dev. Training
E a~,~ ~$~0 2.0 FTEs created
~ $15~000 3% I°an
~; ~t ~$;~0 ~s~ooo;4%lOan 1.5 Fr~ cma~ed
Housing Trust Fund of Housing $30,000 Application Withdrawn 1.0 FTE created
3ohnson County
~ati: ~ifo~ ~60;000 $60,000 grant oVer a 3-year 5,0 FTEs retained
· City CDBG funds were awarded to Revolt Skateboard Park contingent on the applicant securing a Targeted Small Business Loan
from the State~ of Towa. The State did not make this TSB loan so the project was not funded by the City.
City of Iowa City
M MORANDUM
From: Tom ~ ;,~
Hansen, E~uipment Superintendent ~'
Date' 12/16/04 ~ ~
Re: ' Update / Progress and Costs for Spill, Prevention, Control
Countermeasure Plan.
In July of 2002 the U.S. --PA issued new regulations governing oil spill prevention,
control and countermea~;ures (SPCC) to address concerns about protecting the
quality of ground and surface waters from oil contamination. With the help of
Stanley Consultants it w~s determined that facilities at the Landfill, Water Plant,
Airport, City Park, Equip~nent Shop, North and South Wastewater Treatment Plants
and the Parks and ForeCtry Maintenance Shop exceeded the threshold for SPCC
regulations to apply. /
/
To date the following aclions have been taken to comply with the regulations:
· Monthly inspection sheets are completed and filed electronically by each
division.
· The Wastewater stall has moved virtually all oil storage to the South Plant and
we determined that t'ansformers located at the North Plant are owned by Mid-
American so that plaqt is now under the regulation threshold.
· We installed new, snlaller double walled tanks at City Park getting that site
under the regulation threshold.
· Stanley developed a ~d certified the SPCC plan for the remaining facilities and
conducted initial annual training.
· We purchased and c~istributed spill booms, pallets, pillows and drain seals to
divisions. .
· We installed security~ fencing around the waste oil area at Equipment.
Remaining work involveS:
· Containment for ele'~en transformers at South WWTP, thirteen transformers at
the Water Plant and Iuel truck delivery areas at both plants emergency
generators.
· Containment for oil =~torage vessels at Equipment and Transit shops, also paint
storage at Traffic En ]ineering.
On-going tracking, repot Iing and training involves:
· Monthly reports by e ach division included in the plan.
· Maintenance of the ¢ ara base for records and plan updates.
· Annual training for all"oil handling" employees.
To date the City has sp6nt $37,170.53 and estimates an additional $35,000.00
towards the capital and :onsultant expenses of compliance. In addition there will be
the operational expense of the on-going requirements noted above.
DATE: December 20, 20041
TO: Mayor and City Copncil
FROM: Marian K. Karr, Cit~ Clerk !\1..~
RE: Absence
I will be out of the office Wednesdak, December 29 and back in the office on Monday, January 3.
My staff will know how to reach
cc: Steve Atkins
Dale Helling
Eleanor Dilkes
U/absence.doc
AGENDA
PATV BOARD OF DIRECTORS MEETING
ThursdaY, December 16th
7:00 pm
PATV - 206 Lafayette Street
1. Call meeting to order
2. Consent agenda
3. Approval of November minutes
4. Old business
5. Short public announcen~ ents
6. New business
7. Reports
· ICTC
· Committees
i. Building &Grounds
ii. Outreach & Fundmising
iii. Refranchising
· Treasurer
· Management- Iowa Shares
8. Board announcements
9. Election of new board officers
10.Adjournment
If you have additional agenda items or cannot attend the mccting, please contact
Josh at 338-7035.
PATV Board of Directors Meeting - DRAFT
Thursday, October 21, 2004
~00 PM
PATV - 206 Lafayette Street
t. Call meeting to order: '
Began at 7:22 PM
Present are: John Carhoff (11/02 - 11/05), Jack Fuller (12101 - 11/04), Tom Nothnagle (11/01 -
11/04), Steve Newell (11/01 ~ 11/04), Phil Phillips (11/03 - 11/06), Carrie Watson (8~2003 - 2005) and
Dir. Josh Goding
Members from the public in attendance: Holly Berkowitz and Brett Gordon
2. Consent agenda:
Unanimous consent to amended agenda
3. Approval of September minutes:
Steve N. motioned, John C. 2nd and approved as amended
4, Old Business:
a. Steve N. addressed board about proposal concerning reorganization of the Board of Directors.
The proposal discussed argued for a seven member board with two additional committee persons
with no voting power. Discussed possibility of having alternates in addition to regular board
embers. As the bylaws would have to change, the Bylaws Committee will meet to discuss the
proposal.
b. Card and gift cedificate for Rene was passed for board members to sign.
5. Short public announcements:
None.
6. New Business:
a. Carrie W. moved and Jack F. seconded to vote on board member application during current
meeting. Holly Berkowitz and Brett Gordon applications were discussed and accepted. They will join
the board at the following meeting.
b. 2005 Budget was presented by Josh G., Director, and Steve N., Treasurer. Budget, and the
possibility for changes in some areas during the coming year, were discussed. Jack F. moved and
John seconded to approve. Board voted unanimously to approve.
c. The next board meeting will occur just ,prior (6 - 6:30 p.m.) to the Annual Meeting on Thursday,
November 18, 2004. Board members will bring food and refreshments.
7. Reports
ICTC
Not present.
ii Committees:
1. Buildings and Grounds:
None.
!. Outreach and Fundraising:
None
3. Board of Directors Handbook Revision Committee
None
4. Refranchising:
None
iii Treasurer
Treasurer's report discussed and update on investment provided.
iv. Management & Iowa Shares:
Josh will be taking a Certificate of Non-Profit Management class at Iowa State University Extension.
Will have a new person hired by next meeting.
The Community Television Group wrote a grant and will receive $5000. A 400 DVD Disc Changer
for the playback system and Leightronix System will be purchased.
8. Board announcements:
' 'one
9. Adjournment:
Board adjourned at 9:30.
I_l STATE
ISTORICAL
isoci wof
OWA
A Division of the Iowa Department of Cultural Affairs
December 17, 2004
The Honorable Emie Lehman '7--5r~ ')': x.~, : ' i~"
Mayor
410 E. Washington
Iowa City, IA 52240-1826
RE: Melrose Historic District, Portions of Melrose Avenue, Melrose Court, Melrose Circle, Brookland Park Drive,
Brookland Place and Myrtle Avenue, Iowa City, Johnson County
Dear Mayor Lehman:
We are pleased to inform you that the above named property, which is located within your community, was listed in the
National Register of Historic Places effective December 6, 2004.
Listing in the National Register provides the following benefits:
· Consideration in the planning for Federal, federally licensed, and federally assisted projects. Section 106
of the National Historic Preservation Act of 1966 requires Federal agencies allow the Advisory Council on
Historic Preservation an opportunity to comment on projects affecting historic properties listed in the
National Register. For further information please refer to 36 CFR 800.
· Eligibility for Federal tax benefits. Ifa property is listed in the National Register, certain Federal tax
provisions may apply. The Tax Reform Act of 1986 revises the historic preservation tax incentives
authorized by Congress in the Tax Reform Act of 1976, the Revenue Act of 1978, the Tax Treatment
Extension Act of 1980, the Economic Recovery Tax Act of 1981, and Tax Reform Act of 1984, and as of
January I, 1987, provides for a 20 percent investment tax credit with a full adjustment to basis for
rehabilitating historic commercial, industrial, and rental residential buildings. The former 15 percent and
20 percent investment Tax Credits (ITCs) for rehabilitations of older commercial buildings are combined
into a single 10 percent 1TC for commercial or industrial buildings built before 1936. The Tax Treatment
Extension Act of 1980 provides Federal tax deductions for charitable contributions for conservation
purposes of partial interests in historically important land areas or structures. For further information
please refer to 36 CFR 67 and Treasury Regulation Sections 1.48-12 (ITCs) and 1.170A-14 (charitable
contributions).
· Consideration of historic values in the decision to issue a surface coal mining permit where coal is located,
in accord with the Surface Mining and Control Act of 1977. For further information, please refer to 30
CFR 700 et seq.
· Qualification for Federal and State grants for historic preservation when funds are available.
· Eligibility for State Tax Credits for rehabilitation. Properties listed on the National Register, eligible for listing on
the National Register or Barns constructed before 1937 are eligible to apply for a 25 percent state tax credit for
rehabilitation. The cost ora 24-month qualified rehabilitation project would exceed either $25,000 or 25 percent of
the fair market value for a residential property or barn less the land before rehabilitation. For commercial properties,
the rehabilitation project would exceed 50 percent of the assessed value of the property less the land before
rehabilitation - whichever is less. The State Historic Preservation office must approve the rehabilitation work before
an amount of tax credits will be reserved for your project. There are limited credits available each year, so let us
know if you want the application information.
600 EAST LOCUST STREET, DES MOINES, IA 50319-0290 P; (515) 281-5111
Should you have any questions about the National Register of Historic Places, Tax Incentives or about this nomination in
particular, please feel free to contact me by telephone at 515-281-4137 or by e-mail at beth.foster~iowa.gov. You may
enjoy visiting the National Register website at htlp://www.cr.nps.gov/nr/index.htm.
Sincerely,
for
Lowell Soike
Deputy State Historic Preservation Officer
Date: December 28, 2004
To: City Council ~l~f
From: Eleanor M. Dilkes, City Attorney
Re: MidAmerican Energy's Withdrawal of Request for Election on Franchise Proposal
Attached you will find a copy of the letter to me from Karen M. Huizenga, attorney for
MidAmerican Energy, withdrawing MidAmerican's request that the City hold an election on
MidAmerican's franchise proposal.
Attachment
cc: Stephen J. Atkins, City Manager
Dale Helling, Assistant City Manager
Marian Karr, City Clerk
eleanodmem/MidAm12-28-04.doc
Ml erlcan MidAmerican Energy
ill ~ R~.qlf, 106 East Second Street
P.O. Box 4350
C~881V~LY. REL~NTLEOSLYA/' ~ ~ Davenport, IA 52808
563 333-8006 Telephone
563 333-8021 F~
~uizenga~midmehc~.com
December 20, 2005
Ms. Eleanor Dilkes
City Attorney
City of Iowa City
410 East Washington Street
Iowa City, Iowa 52240
Dear Ms. Dilkes:
As you know, in June 2004 MidAmerican Energy Company requested the city hold a special
election to allow Iowa City residents to vote to adopt an electric franchise ordinance. At the
same time, the company suggested the city and MidAmerican begin the process of negotiating
the terms of that ordinance. The city council opted to defer negotiation of the franchise
ordinance language and set the date of the election for Nov. 8, 2005.
MidAmerican was asked to submit the t~anchise ordinance language for the ballot. One
option would be to offer language identical to that of the now-expired franchise. A second
alternative would be to offer new language. In either case, the city will not have provided
input to the franchise language on the ballot. Rather than ask Iowa City residents to vote upon
a franchise ordinance under such circumstances, we are withdrawing our request to have the
franchise question on the Nov. 8, 2005 ballot. Instead, we will walt until the city and the
company have an opportunity to negotiate final terms of a franchise agreement. We
understand this will likely be after the Nov. 8, 2005 election.
Sincerely, ·
Date: December 29, 2004
To: City Council
From: City Manager
Re: Budget Review Schedule
I wanted to give you a heads up concerning Budget 06 presentation format. I have the
following scheduled:
Thursday, 1106105 8:30 a.m.- 3:30 p.m.
Intro to revenues, summary of budget issues and capital projects. Staff will be
present to discuss details of capital projects.
Monday, 1110105 6:30 p.m.
Boards and Commissions, and further review as time is available.
Tuesday, 1/11/05 12:00 p.m. to 7:00 p.m.
Budget review, unscheduled. Available time for specific Council member questions,
issues, interests.
Tuesday, 2101105 Council Meeting
Call Public Hearing for 2/15/05
Tuesday, 2/15/05 Budget Public Hearing
cc: Department Directors '//~'~J ~ ~'~
Date: January 4, 2005
To: City Council
From: City Manager
Re: FY06 Budget - Errata Sheets
Attached are copies of "substitute" pages for your budget document. A number of minor
amendments were made as well as correcting a number of minor errors. Please take these
pages and substitute them for the pages in your budget document. Included are pages 19/20,
21/22, 25/26, 27/28.
Mgr/memos/erratasheets.doc ~.
The FY2006 property tax levy rate is $17.6518 per $1,000 of taxable assessed valuation, compared to
$17.314 in FY2005. The increase in the levy rate is the debt service levy. Last year the Library Foundation
provided $500,000 as promised during the campaign to remodel the Library. That contribution lowered the
debt service tax levy for FY2005. The employee benefits levy increases are due to rising health insurance
costs and an increase in police and fire pension contribution rates from 24.92% to 28.21%.
Estimated Property Tax Levy on $100,000 Residential Valuation
(Iowa City portion)
City Levy: $ 17.314 City Levy: $ 17.652
State Rollback: 48.4558% State Rollback: 47.9642%
The General property tax levy of $8.10 is used in the General Fund to pay for the support of many services,
such as police, fire, library, parks and recreation services. The levy cannot exceed $8.10 per $1000 of
taxable assessed valuation per State law.
The Library tax levy of $.27 was voted in by a majority of the residents in 1991. The initial levy was used to
expand Library services and continues to maintain that level of service.
The Transit levy of $.95 is a "general" levy for transit purposes. State code requires that it be receipted into
the general fund. Therefore, through FY2002, the transit levy was receipted into the general fund and then
transferred to the Transit Enterprise Fund. Beginning in FY2003 Transit Operations moved into the general
fund.
The Tort Liability levy has no maximum levy and is based on estimated insurance premiums and claim
losses within the self-insurance retention. The City's self insurance amount has increased in the past two
years from $200,000 per occurrence to $500,000.
The Emergency levy of $.27 has been utilized since FY2001. The General levy must be at $8.10 before this
levy can be used, but is otherwise an unrestricted levy.
The EmPloyee Benefits property tax levy is used for General Fund employer costs of social security (FICA -
7.65%), Iowa Public Employees Retirement System costs (IPERS - 5.75%), Municipal Fire and Police
Retirement,System of Iowa (MFPRSI-28.21%, up from 24.92%), health insurance, life insurance, disability
insurance, worker's compensation insurance premiums and unemployment compensation. The Employee
Benefits Fund reflects the use of Police/Fire employees benefits reserve fund monies to fund part of the
employer share of the Police/Fire pension contribution.
The Debt Service levy provides funds for the payment of the principal and interest on general obligation
bonds. The levy can also be utilized to fund the payment of any judgments against the City. The Debt
Service levy increases from $8,015,196 in FY2005 to $9,008,114 in FY2006 and is projected to increase to
$9,849,945 in FY2007 and to $9,855,274 in FY2008. Future general obligation debt issues include $7.85
- 19 - Revised: 12/2~)/04
FINf'] AN.doc
million in FY2005, $6.8 million in FY2006, $5.85 million in FY2007 and $5.42 million in FY2008. An
additional $1.5 million in taxable general obligation bonds will be issued in FY2006 for Iowa City's portion of
the Camp Cardinal area development.
B. GENERAL FUND REVENUES
FY2006 revenues total $43.8 million and represent a 2.3 % increase over the FY2005 budget of
$42.7 million. Revenue is projected to increase 2.3% in FY2007 ($44.8 million), and 1.4% in FY2008
($45.4 million).
Property tax revenue provides 64% of General Fund revenue in FY2006 when including transfers
in from the Employee Benefits and Emergency Levy funds. Property tax support within the
General Fund is proposed to increase by 1.9% in FY2006 to $27.9 million. Property taxes for
FY2007 are proposed at $28.7 million, an increase of 3.1%. FY2008 property taxes are projected
at $29.5 million, a 2.7% increase.
FY2006 Proposed Budget
General Fund Revenue
Miscellaneous $43,765,016
4%
Charges For
Services
9%
Intergovernmental
6%
Use of Money
& Property Other
1% Sources
11% Other City Taxes
2%
Licenses & Permits
3%
FY04 FY05 FY06 FY07 FY08
Actual Amended Proposed Estimated Estimated
Property Taxes 25,576,199 27,356,197 27,863,346 28,719,828 29,506,283
Other City Taxes 989,574 990,964 1,007,991 1,014,477 1,021,000
Licenses & Permits 1,351,763 1,185,501 1,210,166 1,210,166 1,210,166
Other Financing Sources 3,754,463 4,649,897 4,868,995 5,018,904 4,859,336
Use Of Money & Property 319,694 281,565 549,938 549,938 549,938
Intergovernmental 2,752,788 2,750,809 2,671,421 2,674,575 2,675,588
Charges For Services 3,412,093 3,716,642 4,049,953 4,049,953 4,049,953
Miscellaneous 1,851,150 1,832,044 1,543,206 1,541,101 1,542,101
TotaIGeneral Fund Revenue: $ 40,007,724 $42,763,6'19 $43,765,0'16 $44,778,942 $ 45,4'14,365
% change from prior year 2.34% 2.32% 1.42%
- 20 - Ri'vised: 12/29/04,
FINPI AN.doc
General Fund revenue is summarized into eight major categories. An analysis of each category follows:
1. Property Taxes - Direct Receipted Levies - This includes the general, transit, library, tod liability'and
agriculture land levies. The property tax revenue as proposed will be at the maximum allowable levy
rates per State of Iowa Code, except for the tort liability levy. FY2006 direct property tax revenues are
projected to be $19.8 million or 2% greater than FY2005. FY2007 is projected to increase by 2.8% to
$20.3 million and FY2008 by 1.7% to $20.7 million. Transferred Levies - The employee benefits levy
property tax revenue is receipted into the Employee Benefits Fund and then transferred to the General
Fund. In FY2006 the Employee Benefit Fund will transfer $7.5 million to the General Fund. The
emergency levy is receipted first into the Emergency Levy Fund and then transferred to the General
Fund. For FY2006, the General Fund will receive $568,513 from the Emergency Levy Fund.
2. Licenses & Permits - This category consists of revenue received for building and rental housing
permits/inspections, plumbing and electrical license fees; taxi licenses; beer, liquor and cigarette
permitJlicense fees (state regulated), sign permits, burial permits, animal licensing and some
miscellaneous fees. Total FY2006 budget is $1,210,166.
3. Interqovernmental Funding - This revenue included money from the State of Iowa for state aid,
personal property replacement tax and bank franchise tax prior to FY2004. The total for these was
$1,068,082 in FY03 and $200,918 in FY04. These revenues were all eliminated by the state by the
end of FY2004.
Transit operating assistance is budgeted at $420,000 federal, $280,000 state and $28,014 University
Heights contract for transit service. The University of Iowa contracts with the City for fire protection,
which totaled $1.26 million in FY2004 compared to $1.28 million in FY2003. Approximately $1.1 million
of this is receipted into the General Fund Fire Operations with the balance being allocated to Fire
Pension and Fire Vehicle Replacement funds.
Intergovernmental revenue also includes support from Johnson County for the Iowa City Public Library
and Senior Center. The funding level for the Library is based on a three-year average of rural
patronage to total transactions at the library. The percentage is 7.92% for FY2006, or $298,992.
Since FY2002 Johnson County has reduced support of the Senior Center from twenty percent to
$75,000 annually. The Senior Center has restructured operations as a result of this to solicit
membership fees, donations and seek out other funding measures.
4. Other City Taxes - This includes hotel/motel tax of 7%. Actual receipts are allocated as follows: Police
Patrol (50%), Convention and Visitors Bureau (22.5%), Parks and recreational facilities (27.5%). FY2006
budgeted revenues are $562,000. This category also includes a gas and electric excise tax, which the
state legislature has reclassified from a property tax to a usage tax. Cities were in a revenue neutral
period from FY2001 through FY2003 where they were guaranteed to receive at least the equivalent of
their property tax levy from gas and electric. The valuation is still within the assessed valuation for debt
capacity. Beginning in FY2004 the revenues were no longer guaranteed to match the property tax rate.
The gas and electric excise tax is budgeted at $446,000 for FY2006 based on the City's proposed
property tax rate and valuations supplied by the State Department of Revenue and Finance.
5. Charges for Services - Administrative chargebacks are the major source of revenue in this classification
and are budgeted at $1,562,600 in FY06. This is a charge to Wastewater, Water, Solid Waste and
Landfill for administrative functions and customer service as provided and expended by General Fund
divisions. Other revenue sources within this category are Transit fares, recreation fees, miscellaneous
police and fire fees, plan checking fees, animal boarding fees, and Senior Center membership fees.
Transit fees for FY2006 are projected at $751,700.
6. Miscellaneous - This category includes a variety of different revenue sources. The largest are parking
fines other than expired meters ($628,500), and the Magistrate Court fines and surcharges ($375,700).
- 2'1 - Revised: l 2/2 t)/04.
I INP/AN.doc
7. Use of Money & Property- This revenue source consists of interest income, adoption of animals from
the Animal Care and Adoption Center, Park shelter rental fees, locker rentals, and installment Sale
proceeds for sale of the Peninsula property. The opening of the newly remodeled Library has resulted in
$70,000 budgeted for commercial space rentals. Rental income estimate of $355,700 has been
budgeted in Transit for FY06, in anticipation that the commercial spaces within the Court Street
Transportation Center will be opening.
8. Other Financin,q Sources - Road Use Tax (RUT) transfers in are 81% of this category, or $3,965,002 for
FY2006. The portion of RUT transferred to the general fund is used to pay the net operating costs of the
Traffic Engineering and Streets Divisions. Also a position in the Forestry Division that is directly related to
the maintenance of City street right-of-way is funded from RUT.
- 22 - Revised:t2/2§?04.
FINP1 AN.doc
C. GENERAL FUND - EXPENDITURES
The proposed General Fund expenditure budget in FY2006 is $44,116,698 compared to the current
FY2005 budget of $42,643,312 and represents a 3.5% increase in expenditure levels.
A comparison of dollars by major expenditure classification is provided below:
FY04 FY05 FY06 FY07 FY08
Actual Amended Proposed Estimated Estimated
Personal Services 27,766,460 29,804,875 31,160,463 32,285,535 33,392,604
Services 7,337,408 7,948,968 8,161,452 8,241,599 8,323,332
Supplies 1,584,439 1,8t2,035 1,948,852 1,986,982 2,025,845
Capital Outlay 1,574,932 1,590,395 1,336,127 1,074,739 1,064,980
Debt Service & Other Fin. Uses 911,143 1,487,039 t,509,804 1,282,084 1,182,084
TOTAL EXPENDITURES 39,174,382 42,643,312 44,116,698 44,870,939 45,988,845
% Change 8.9% 3.5% 1.7% 2.5%
FY2006 Proposed Budget
General Fund Expenditures by Category
45,000
40,000
35,000
30,000
[] Transfers
25,000 [] Capital Outlay
[] Services And Charges
20,000 [] Commodities
15,000 [] Personal Services
10,000
5,000
Fiscal Year (FY)
Personnel expenditures account for approximately 71% of General Fund expenditures and include salaries
and benefits (health, life, disability insurance, and employer share of FICA, IPERS, and Police/Fire retirement
contributions). The FY2006 budget includes scheduled step increases and bargained adjustments.
- 25 - Revised: 12/20/04
Il N [~1 A N.doc
Personnel expenditures are primarily controlled by collective bargaining agreements. Most employees of the
City are represented by one of three unions: AFSCME (Local #183), the Police Labor Relations Organization
(PLR)) of Iowa City, and the Iowa City 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 Agreemen[
The AFSCME union represents the majority of City employees. 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, 2004 through June 30, 2007. This
agreement includes adjustments to wages of 2.65%, 2.75% and 2.85% for each year respectively plus any
step increases.
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 and sergeants. The PLRO contract expires June 30, 2005. This agreement included a
2.50% adjustment to wages in July 2004 plus any step increases. A contract for the fiscal year beginning
July 1,2005 has not been ratified at this time.
The firefighters are represented by the Iowa City Association of Professional Fire Fighters (IAFF), AFL-CIO
(Local #610). The bargaining unit is composed of firefighters, lieutenants, and captains. Exempt from the
unit are the fire chief, fire marshal and battalion chiefs. The IAFF and City ratified a two-year contract that
spans July 1, 2004 through June 30, 2006. This agreement includes adjustment to wages of 2.75% each
year plus any step increases.
The Personnel Rules and Regulations cover employees who are administrative, supervisory or otherwise
ineligible for collective bargaining. Some employees are eligible for Civil Service. Salaries and benefit
appropriations are determined by the City Council upon the recommendation of the City Manager. FY2006
through FY2008 adjustments to pay plans for approximately 100 administrative and confidential employees
will be the same percentages as the AFSCME unit, per resolution adopted by the City Council.
Commodities consist primarily of materiais that are consumed or depleted such as, office and cleaning
supplies, fuels, and materials for repair and maintenance of buildings, streets, and equipment.
Services and Charges include funding of Human Services (Aid to Agencies) payments, printing, insurance,
training and education, postage, various service contracts, repairs and maintenance to vehicles, equipment
and buildings, utility costs and chargebacks for internal services.
The City Council appropriates money annually from the General Fund in support of area Human Services
agencies and Iowa City community event funding. These appropriations were reduced in fiscal years 2004
and 2005 as a direct result of state legislative cuts. The FY2006 Human Services appropriation is proposed
at a three percent (3%) increase over FY2005 at $433,954, with $292,904 from General Fund; $105,000
from the Community Development Block Grant (CDBG), and a $36,050 in water and sewer utility billing
abatements.
Community event funding requests total $34,502.
Transfers are primarily for intedund loan repayments, transfers to library equipment reserves and capital
improvement project funding. Following is an itemized listing of actual transfers from the General Fund for
FY2004 (actual), the FY2005 budget and projections for FY2006 thru FY2008.
- 26 - Revised: l 2/29/04
FINPt AN.doc
GENERAL FUND FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
TRANSFER TO Actual Budget Proposed Proposed Proposed
Airport Operations 183,000 112,000 112,000 112,000 112,000
Airport CIP 16,691
JCCOG 129,701 154,912 154,912 154,912 154,912
Landfill Loan Repay - Englert Theatre 160,783 152,728
Landfill Loan Repay - Non Op. Admin. 30,400 30,400
CIP-City Hall 22,936 25,000 25,000 25,000 25,000
Landfill * Fire Loans 52,089 52,089 52,118 16,932 16,932
Landfill - H.I.S. Loan (25,736)
Landfill - Mercer/Scanlon Loan 61,037 61,037 61,037 61,037 61,037
Parkland Acq - Scanlon Loan 27,060 27,060 27,060 27,060 27,060
Parkland Acq - Capital Acq/CIP 50,000
Parks - Parkland Acquisition 100,000 100,000 100,000
Parks - Capital Acq/CIP 200,000
Library-Computer Repl. Reserve 31,250 39,062 39,062 39,062 39,062
Library Equipment Replacement Reserve 14,738 17,685 17,685 17,685 17,685
2002 G.O. Bonds - Library Commercial
Space Debt Abatement 50,000 50,000 50,000 50,000
Landfill-Sr. Center Loans 65,940 73,564 73,588 50,971 50,971
Transit - Sunflower Prop Mgmt 54,638 -
Transit - Capital Acq/CIP 21,892 - -
Transit - Daycare Facility Loan 44,171 44,171 44,171
Transit Reserve to CIP Funding 3,038 - -
CIP ~ Transit Bus Acquisition 200,000 100,000 -
CIP - Transit Bus Cameras 27,720 - -
Total Transfer from General Fund 919,874 1,184,120 984,353 698,830 598,830
Prior to fiscal year 2005, General Fund contingency has been budgeted at 1% of total expenditures. ·
The FY05 contingency is $414,000, just under one percent of expenditures and fiscal years 2006
through 2008 are budgeted at $350,000 each, ranging from .8 percent to .75 percent of total
expenditures.
- 27 - Rt, vised: 12/29/04.
IINPI AN doc
D. GENERAL FUND YEAR-END CASH BALAN(~E
The City Council established guidelines starting in FY99 to maintain cash balances at a five-year
average of 20% of expenditures, but not less than 15%. That policy ensures that operating cash
balances will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. The
following table depicts the General Fund Operating cash position for fiscal years 2003 through 2007.
FY04 FY05 FY06 FY07 FY08
Actual Amended Proposed Estimated Estimated
Beginning Balance $15,353,951 $16,187,293 $ 16,307,600 $ 15,955,918 $15,863,921
Receipts 40,007,724 42,763,619 43,765,016 44,778,942 45,414,365
Expenditures -39,174,382 -42,643,312 -44,116,698 -44,870,939 -45,988,845
Ending Balance $16,187,293 $16,307,600 $ 15,955,918 $ 15,863,921 $15,289,441
Balance as a % of
41.32% 38.24% 36.17% 35.35% 33.25%
Expenditures:
The Operating Cash Fund Balance is used to provide for cash flow in the first quarter of the next
fiscal year because the majority of property taxes are not received until October/November and cash
balances are drawn down. The following chart shows cash flow needs or how expenditures have
exceeded receipts in the first three months for the past five years.
3 Months @ Shortfall in
Sept. 30 Receipts Expenditures Receipts
FY05 6,040,943 10,889,278 (4,848,334)
FY04 4,595,488 11,049,590 (6,454,102)
FY03 4,806,797 9,410,440 (4,603,643)
FY02 4,387,107 8,818,510 (4,431,403)
FY01 4,449,250 9,233,286 (4,784,036)
FY00 4,321,697 8,730,848 (4,409,151)
E. DEBT SERVICE FUND
This fund provides for payment of the principal and interest due on general obligation debt of the
City. The Debt Service Property Tax levy and transfers from Parking, Wastewater, and Water
Enterprise funds, and the 64-1a Tax Increment fund. Debt Service issuance in FY2005 includes
$7.85 million in general purpose bonds which includes projects scheduled in FY2004 and FY2005.
FY2006 through 2008 issues are estimated at $8.3 million, $5.85 million and $5.42 million,
respectively.
- 28 - Revised: 12/29/04
I1Ntl AN.dc c
Section 1: Background
Agency Name: American Red Cross, Grant Wood Area Chapter
Address: 328 S. Clinton St, STE 6, Iowa City Phone: 9) 337-2119
Executive Director: Angela Schmucker Signature:
Bd. Pres Name: Gary Wicklund Signature:
Request Completed By: Angela Schmucker Date: 9/24/04
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Budget
Amount received from UWJC
Does not include designated 12,984 0 0 0
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 5,510 5,235 6,000 1.9%
Johnson County 0 500 1,000 0.3%
City of Coralville 1,150 1,210 1,500 0.5%
What were local funds used for this year: These funds were used to provide relief to victims of disasters
in the form of emergency food, shelter and clothing, and to teach individuals disaster preparedness and
response. They provided layettes to low-income families. The funds supported our efforts to provide
emergency military communications and support. They were also used to teach people health
emergency skills, iucluding CPR, first aid, and water safety.
What will next year's local funds be used for? Funds received in the coming fiscal year will be used to
support the activities described above in our Emergency Services and Health Services programs.
Agency Mission Statement:
The mission of the American Red Cross is to assist victims of disasters and to help people prevent,
prepare for, and respond to emergencies.
Summarize your programs and services for which you are requesting funding:
Emergency Services has two aspects to its program - Disaster Services and Emergency Family
Services. The American Red Cross is mandated by Congress to provide relief to victims of disasters, and
emergency communication and reunification assistance to military families. No direct federal aid is
received by the American Red Cross for these services.
The Health Services programs provide health education and prevention to help people prevent, prepare
for, and respond to emergencies. These are accomplished by ofl'ering prevention education courses in
Cardiopulmonary Resuscitation (CPU), first aid, automated external defibrillatiou (AED), water safety, and
preventing disease transmission. Health Services volunteers also assist at local blood drives, health fiirs and
first aid stations.
List any accreditation and licensure your agency currently has. Explain.
Each chapter of the American Red Cross is rechartered every five years. Our chapter was last
rechartered in 1999. This process involves an extensive review of all aspects of chapter business, including
Agency Name _American Red Cross, Grant Wood Area Chapter
such things as service delivery, volunteer involvement and leadership, strategic planning, financial
development and accounting, and fiscal controls. A new process tbr assessing chapter's viability is in the
process of being shared by our national organization and more details will be available with next years'
application.
In addition, at the beginning of fiscal year 2003, our chapter became what our national office calls a
SCOPE chapter. These are the 175. largest chapters in the country. With this designation, we now have to
provide quarterly financial information to our national office in addition to the annual financial and service
data we have already been providing.
j ccoghs\fundingform.doc 2
Agency Name _American Red Cross, Grant Wood Area Chapter
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
Since 1881, people have turned to the Red Cross to provide relief to victims of c~sasters and to help people
prevent, prepare for, and respond to emergencies. The American Red Cross began providing services to
people in Johnson County in 1917. In 1993, Johnson County ~nerged with the Grant Wood Area Chapter. The
chapter provides services to people in seven Eastern Iowa counties: Johnson, Linn, Benton, Buchanan, Jones,
Delaware, and Iowa, serving an estimated 404,000 people.
Red Cross plays a vital role in county emergency response plans. The chapter works closely with the
Johnson County Emergency Management Agency (EMA) and other emergency response agencies in
preparation for possible emergencies. Volunteers in Disaster Services respond to emergencies in their counties
at all times of the day and night. They work with disaster victims and emergency responders to help meet
immediate emergency needs such as food, clothing and shelter. To help reduce the number of fires in our
community, the Red Cross and area fire departments work together to provide the Battery Up program for low-
income, elderly and at-risk populations in the area~ We provided disaster assistance to 52 people in Johnson
County this past year, and spent $7,599 helping them recover. We trained 22 new volunteers in Johnson
County this past year and reached 176 people with prevention education messages.
The Red Cross has worked closely with various organizations in Johnson County to provide intbrmation
and education about our international and military support services. We conduct educational sessions with the
local National Guard units to inform families about services that the Red Cross provides. We also work with
the United Nations Association and the University of Iowa Law Center to coordinate international services
tracings and messages. Late this past year we also initiated volunteer services programs with the Veteran's
Affairs Hospital in Iowa City.
CPR and First Aid training continues to be needed in the Johnson County community. Individuals take the
class for both personal and professional reasons. We trained 7,275 people in CPR, first aid, AED and water
safety this last year, bringing us closer to our goal of having at least one member of every household trained in
these lifesaving skills. We have partnered with the Clear Creek-Amana and Solon school districts to train rural
Johnson County middle school students in safety and management issues in our Babysitters Training Program.
We also host at least one blood drive each month in Johnson County. Each one unit of blood can help three
separate individuals needing blood products.
Our chapter completed a strategic planning process at the end of this past fiscal year and will be working
on implementing this throughout the chapter area The Johnson County Advisory Committee will be looking
at the plan to determine priorities for Red Cross services in Johnson County.
The American Red Cross continues to be a leader in human services in our community. Johnson County
residents can expect the Red Cross to be there during times of disasters and to help thecommunity prevent,
prepare for, and respond to emergencies.
j ccoghs\fundingform.doc 3
Agency Name _American Red Cross, Gram Wood Area Chapter
Section 2: Client Profile
~~ FY03 FY04
1. How many Johnson County residents (Including IC & I Unduplicated Count 8,343 7,701
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 6,674 6,160
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 1,171 1,078
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-18 2,882 Female: 2,138 Hispanic 8
19-25 298 Male 1,758 Caucasian 754
26-40 200 Unknown 3,805 African American 22
41-55 154 Asian 18
56+ 30 Native Hawaiian or Pacific 0
Islander
Unknown 4,137 A~nerican Indian or ALaska 0
Native
Middle Eastern 0
Two or more races 8
Sudanese 0
Unknown 6,891
We are not able to collect the above information for all clients rece~vtng services but have
provided the information for those we do know.
3. Briefly describe your service population.
Our agency provides services to all residents of Johnson County and the other six counties we
serve. Some of our programs target specific populations. For example, we have youth education
programs in both Disaster Services and Health Services. Our Battery-Up program targets low-income,
elderly and at-risk populations. Disaster services are provided free of charge to any person who has
experienced a disaster. We feel each household and business in the county can benefit from our safety
training programs.
4. How do you determine eligibility for services?
Specific programs have guidelines for eligibility. Disaster Services clients are referred to us by
municipal agencies such as Iowa City Fire Department, Johnson County Emergency Management, or
other agencies that can verify a disaster event. Families receiving Armed Forces Emergency Services
are either active duty military servicemen and women, veterans, or immediate family members.
International Services clients are members of families separated due to war or disaster. All members
of our communities are eligible for community referrals, community disaster education, presentations
on military support and services, and international services.
We provide Health Services training programs to the general public as well as area schools and
businesses.
5. Are there fees for your services? Yes X__ No__
If yes, please describe your fee structure:
Fees are charged for many of our Health and Safety Services training programs. The chapter
conducts a cost analysis of our classes to ensure the appropriate fee is charged. On a case-by-case
j ccoghs\fundingform.doc 4
Agency Name _American Red Cross, Grant Wood Area Chapter
basis we can provide full or partial scholarships to individuals based on need. There are no fees for our
Disaster or Armed Forces Emergency Services programs.
6. A. Do you provide services in the small and rural areas of Johnson County? Yes
Area(s) served: We provided services in the fbllowing areas this past year: North Liberty, Oxford,
Solon, Riverside, Tiffin, Shueyville and Lone Tree.
Services provided: These services included our Battery-Up program in Lone Tree; Disaster
Services in Lone Tree, Riverside, Oxford and North Liberty; Emergency Family Services in North
Liberty, Lone Tree, Tiffin and Oxford; and Health and Safety trainings in North Liberty, Solon,
Shueyville and Oxford.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Linn, Benton, Buchanan, Iowa, Jones and Delaware counties in eastern Iowa.
Services Provided:
We provide Emergency Services programs including disaster response and preparedness,
military support and communication, tracing and reunification services. Also, Health Services
programs including CPR, first aid, water safety, disease prevention, and blood collection. Finally, in
the other counties that we serve, we provide prevention education about HIV/AIDS, and financial
support and casework for clients living with this disease. We do not provide HIV/AIDS services
directly to Johnson County but work collaboratively and supportively with the Johnson County Health
Department and other agencies doing this work.
Funding Sources:
Our chapter's fiscal year 2004 revenue was composed of the fbllowing income sources:
United Way- 14%
Program Fees - 12%
Grants - 11%
Bequests- 1%
Special Events - 2%
Miscellaneous/Investment income -13%
Contributions - 47%
jccoghs\fundingform.doc 5
Agency Name _American Red Cross, Grant Wood Area Chapter
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: Clients are surveyed within one month of receiving services. These surveys are
then analyzed to determine satisfaction and quality of services.
(b) Community: Our Board of Directors, along with paid staff, implement 3-year strategic
plans. Paid and volunteer staff regularly meet with community members via other
agency meetings, volunteer fire department associations, and project collaborations.
Input from community leaders is also solicited through involvement on chapter
committees.
2. Briefly summarize your findings:
Our evaluation process shows that we provide appropriate, timely and quality services to our
clients. We need to continue to strengthen our donor base and help people understand the scope of the
services we can provide. We also need to continue to work on volunteer recruitment in rural areas and
diversity of our volunteer base. In addition, we need to continue to build partnerships with agencies,
organizations and schools in all areas of our chapter.
3. What changes have been made in response to these findings?
We have found the Disaster College format for training new volunteers quite successful and
trained 22 new volunteers in Johnson County this past year. Through this "Disaster College", new
volunteers receive training each week and complete all necessary coursework to become active
responders within six weeks. We continue to work with the Johnson County Advisory Committee
members to enhance services and our reach in the county.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Local Fire Departments, including Iowa City, 25%
Coralville, North Liberty, Lone Tree and Hills.
National Guard Command 25%
Crisis Center 25%
U of I 10%
Daycare Facilities 14%
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
We work with other agencies to ensure no duplication of services. Some of the other
agencies/organizations we collaborate with for Emergency Services clientele include: Salvation Army,
Crisis Center, VA and other area hospitals, Veterans Affairs, Goodwill, and local churches.
j ccoghs\fundingform.doc 6
Agency Name _American Red Cross, Grant Wood Area Chapter
The American Heart Association also provides CPR training lbr the community. There are,
however, important differences between the two programs. The American Red Cross believes that a
one-year certification for CPR is critical to ensure that lifesaving skills are current. However, the
American Heart Association has a two-year certification for the same program.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Because of our trained and organized Disaster Services volunteers, we are able to respond to
local disasters within 45 minutes. We identify and meet the emergency needs of Disaster Services
clients, and then refer those clients as needed to the other agencies. The American Red Cross has a
mandated role in communications and leave requests made between servicemen and women and their
families. We verify information needed by the military tbr notification or leave requests.
In addition to the certification differences with American Heart Association, we have scheduled
health and safety courses and an established training site. We also provide on-site training to
businesses and organizations.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Fire Departments 1. Fire departments notify us when they are
called to a fire so that we can provide
assistance to the affected individuals and
support the firefighters themselves with
canteen services. They are also our partners
lbr the Battery-UP project. We work with the
fire department to identify households that
need smoke alarms or new batteries. We then
go out with the fire departments. While the
fire department installs or replaces the smoke
alarms or batteries, our volunteers provide
safety inlbrmation to the residents.
2. VA Hospital 2. A new collaboration this year involves Red
Cross volunteers going to work at the VA
Hospital in Iowa City. Veterans and their
families are a key constituent fbr our Armed
Forces Emergency Services (AFES) program.
3. Johnson County Emergency Management 3. Because of the proximity of the Duane
Agency Arnold Energy Center, Johnson County is
considered a "host county". An evacuation of
Linn County would bring thousands of people
into Johnson County for sheltering. Red
j ccoghs\fundingform.doc 7
Agency Name _American Red Cross, Grant Wood Area Chapter
Cross volunteers work with Johnson County
Emergency Management tbr sheltering,
feeding, mental health support, and other
disaster services. Drills lbr the potential
evacuations occur several times each year.
4. University of Iowa College of Nursing 4. We work with the college to train their
students in CPR and first aid.
j ccoghs\fundingform.doc 8
Agency Name _American Red Cross, Grant Wood Area Chapter
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your
agency is addressing them. (e.g., staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Funding 1. We piloted a Heroes Campaign in Johnson
County last fiscal year during March as Red
Cross Month with limited success. We
continue to seek additional sources of funding
and are working to continue building
relationships and visibility in Johnson
County.
2. Staffing, both volunteer and paid. 2. Our full-time VISTA volunteer was a
tremendous asset this year and we look
forward to a new year with a young lady
joining us from Iowa City. She will be
spending half of her time recruiting and
developing volunteers in Johnson County.
However, due to budget constraints, we have
eliminated several paid staff positions this
past year.
3. Providing services to areas outside of the 3. We seek to build on partnerships such as
urban centers, those with outlying community fire
departments, schools and other organizations.
We are working on recruitment of additional
volunteers in outlying areas as well.
2. In what way will the needs of your service population change in the next five years?
The "graying" of Iowa means that the percentage of older lowans will continue to increase. The
people who seek our services are often more needy than they have been in the past. People are more
concerned about safety issues in the current environment and they are also more protective of their
time. We also see growth in the need for automated external defibrillator (AED) training as more
schools and businesses require AEDs to be accessible.
3. How do you plan to address these changes?
We need to ensure that our services take into account the needs of older adults. We have
developed a Caregivers Program to address the needs of residents who are caring for a loved one in
their own home. Our Battery-Up program is another in which we seek to meet the needs of older
adults. We cannot provide for all of the needs of our clients but are able to help direct them to other
resources as appropriate. Our national office, in partnerships with chapters across the country,
continues to be a leader in the development of safety products and programs designed to meet the
varying needs of communities. To ensure that people want to spend their precious time with us, our
jccoghs\fundingform.doc 9
Agency Name _American Red Cross, Gram Wood Area Chapter
volunteer opportunities need to continue to be meaningful and appropriate. We are also working to
ensure that adequate materials and equipment are available to meet the growing demand for AEDs and
training through promotional events and information, and grant funding.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?)
Emergency Services outcomes include the following:
· Move families out of disaster crisis in a timely manner, and reduce the financial and emotional
impact by providing disaster relief assistance.
· Ensure adequate and consistent response to local disasters.
· Provide emergency communications, crisis support and information to Armed Forces
personnel, veterans and their family members.
Re-establish contact between international family members separated by war, armed conflict,
or disaster and increase community awareness of international issues in accordance with Red
Cross guidelines.
· Increase community awareness of Emergency Service programs to help people prevent, prepare
for, and respond to emergencies.
Health Services outcomes include the following:
· Educate individuals living in Johnson County to prevent, prepare for, and respond to accidents
and medical emergencies.
· Provide Water Safety and Lifeguard skills training through partnership with area parks and
recreation departments.
· In partnership with Heart of America Blood Region, collect blood for human needs, increasing
the units collected in Johnson County.
· To promote HIV/AIDS prevention and education to youth and the general public.
5. Describe the evaluation methods you use to measure the success of your services?
We analyze demographics of current volunteers to ensure we have a diverse workforce. We
use surveys, community collaborations and informal feedback to monitor services provided. We also
rely on our volunteer service committees and other community leaders to determine if we are meeting
the needs of the community. Our Board of Directors monitors services and progress through monthly
activity and financial reports and our strategic plan.
6. What are the results of these evaluations (outcomes)?
Surveys of clients show a high degree of satisfaction with direct services. Disaster clients
report the following outcomes from services received:
· 89% rate services as very good or excellent, and
· 93% responded that the fulfillment of their immediate needs was above average, very good or
excellent.
Participants in our Health and Safety programs report the following on a post-course survey:
· 98% rated their overall satisfaction with the course as good or excellent, and
· 92% agree or strongly agree that they feel prepared and willing to respond in an emergency.
Ninety-one percent of recipients of Armed Forces Emergency Services state that their overall
satisfaction with services was good or excellent.
jccoghs\fundingform.doc I 0
Agency Name _American Red Cross, Grant Wood Area Chapter
7. How do you plan to use the evaluation results to enhance/extend your services?
Working with our paid and volunteer staff; we are increasing our visibility and presence in
Johnson County. We are contacting more schools, community agencies, and interested individuals to
discuss American Red Cross services and opportunities, and are determining what changes are needed
to further serve individuals' needs. We also continue to monitor community perception of programs
and services, and assess needs.
8. How do your programs/services impact the community?
Our programs assist people in Johnson County in preparing for, preventing and responding
to emergency situations through disaster education and response, provide 24-hour emergency
communication and assistance to active military members and their families, and re-establish
communication between family members who have been separated due to conflict, political unrest or
disaster. Our programs make Johnson County a safer place to live and work by teaching people how to
perform CPR and first aid, and other lifesaving skills.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Bi-Monthly
3. What is your average attendance at board meetings?
Our average Board attendance this past year was 23 of 35 members. Several of our Board
members are, however, honorary members and are not often able to attend meetings due to health
issues.
4. How is the board involved in strategic planning, fund development and governance of the
agency?
Board members participate in retreats involved in establishing the strategic plan for the agency.
They also serve on committees and oversee various aspects of the plan. As a full Board, members
receive bi-annual updates to the strategic plan. Each month the Board reviews financial data about the
chapter and wrestles with issues that the chapter is facing. Board members are expected to contribute
financially to the chapter, as well as participate in our various financial development efforts.
5. What type of training/orientation do board members receive?
An initial one-one-one orientation occurs with the Executive Director. Then, new Board
Members participate in a 3-hour orientation program which the National American Red Cross has
developed. Local information is used to supplement the structure provided by the national office.
6. Does your agency have written policies and procedures for financial management? If yes,
date of last board approval? __We do have policies but they are established by our national
organization.
7. Have you filed the annual report with the Secretary of State? If yes, date filed?
Not applicable to our organization.
jccogh s\fundingform.doc Il
Agency Name _American Red Cross, Grant Wood Area Chapter
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? Our national office files the 990 for our organization.
If no to questions 6, 7, or 8, give explanation.
Our organization is not incorporated in the State of' Iowa. We are a chapter of a national organization
and all reports are filed on a national level.
9. Does your agency have a yearly audit? Yes X No
If yes,
Who completed the audit? Bergan, Paulsen & Company, P.C.
How much did the audit cost? $7,100
If material weaknesses are noted in the audit, what is your plan for addressing them?
No material weaknesses were noted.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management?
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability X $26 million
b. employment practice liability X $26 million
General Liability X $1 million
Umbrella Liability X $5 million
Professional Liability X $1 million
Property or Renters X Replacement
cost
Vehicle X $1 million
jccoghs\fundingform.doc 12
Agency Name _American Red Cross, Grant Wood Area Chapter
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Our Executive Director has been with our chapter for seven years. Prior to that, she was
employed by the United Way of East Central Iowa. Angela also has her master's degree in
Urban and Regional Planning.
2. Staff Salaries & Benefits
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins' Plan Per Position Last This Next
Year Year Year
Executive Director X X X $54,114 - $127,169 0.05 0.05 0.05
Site Director X X X $25,738 - $ 60,484 0.40 0.40 0.40
Health & Safety Program X X X $17,750 - $ 41,713 1.05 1.05 1.05
Coordinator
Community Liaison X X X $17,750 - $ 41,713 0.38 0.00 0.38
Emergency Services X X X $25,738 - $ 60,484 0.25 0.25 0.25
Director
Health Services Director X × X $25,738 - $ 60,484 0.25 0.25 0.25
Assistant Director X X X $17,750-$ 41,713 0.15 0.15 0.15
Emergency Family Services
Assistant Director Disaster X X X $17,750 - $ 41,713 0.20 0.25 0.25
Services
Health & Safety Services X X X $17,750 - $ 41,713 0.10 0.10 0.10
Program Manager
Marketing Coordinator X X X $17,750 - $ 41,713 0.30 0.30 0.30
Director of X X X $25,738 - $ 60,484 0.20 0.20 0.20
Communications
Coordinator of Volunteers X X X $17,750-$ 41,713 0.15 0.20 0.20
Receptionist X X X $17,750-$ 41,713 0.15 0.15 0.15
Workplace Instructors X X X $17,750 - $ 41,713 0.50 0.50 0.50
Other Support Staff X X X $17,750 - $ 41,713 0.25 0.25 0.25
TOTAL FTEs 4.38 3.9 4.48
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative
and direct service staff)? 3.9
4. How much was spent on staff development in the last fiscal year? $235 allocated to JC
j ccoghs\fundingform.doc 13
Agency Name _American Red Cross, Grant Wood Area Chapter
5. How much is budgeted for staff development in this fiscal year? $375 that is allocated
specifically to JC
6. What training and support opportunities are offered to staff?.
In these difficult economic times, we have trimmed staff training along with many other line
items. We have decided we can be more creative with staff training opportunities, offering more in-
house training with existing staff and volunteers sharing their expertise.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average %
wage increase? Due to some staffing changes and the l~act that our staff members had not
experienced a wage increase for several years, our average wage increase t¥om last fiscal year to
the current one was 6.5 percent.
Yes No If no, brief explanation
9. Does your agency
have personnel X
policies?
If yes, date board
last reviewed?
2000
10. Does your board
annually evaluate X
the director's
performance?
11. Does your agency Paid staff job descriptions are the prerogative of the
have job X Executive Director and are adjusted as needed to reflect
descriptions for changes to staff duties.
every position?
If yes, date of last
board approval?
12. Is there an annual
performance X
review for every
staff?.
jccoghs\fundingform.doc 14
Agency: American Red Cross
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
FY 02 FY 03 FY 04
Current Assets
Cash $145,112 $207,270 $203,197
Investments $1,280,261 $900,089 $1,335,666
Receivables < 90 days $125,765 $107,967 $39,262
Other $20,167 $25,289 $16,794
Total Current AsSets $1,571,305 $1,240,615 $1,594,919
Other Assests
Property $2.905.714 $3,180.785 $2,910,368
Equipment
less depreciation
Receivables > 90 days $921.559 $1,076,061 $540,663
Other $75.052 $78,853 $32.363
Total Non-current Assets $3,902,325 $4,335,699 $3,483,394
Total Assets $5.473.630 $5.576.314 $5.078.313
FY 02 FY 03 FY 04
Current Liabilities
Accounts Payable $196.817 $17.374 $12.513
Payroll Taxes Payable $8.583 $9.421 $1,931
Contracts Payable
Mortgage Payable-6 months $733.333 $220.000 $220,000
Total Current Liabilities $938.733 $246.795 $234,444
Other Liabilities
Mortgage PaYable-Balance $1,466,667 $1,760,000 $1,040,000
Other $108.390 $23.336 $25.471
Total Other Liabilities $1.575.057 $1.783.336 $1,065,471
TotalLiabilities $2,513.790 $2,030,131 $1,299,915
NetAssets ~ $2.959.840 $3,546,183 $3,778,398
Liabilities & Net Assets $5,473,630 $5.576.314 $5,078.313
Agency: American Red Cross Grant Wood Area Chapter
] county specific iX] program specific
Financial Information is: [ ] entire agency [
FY04 FY05 FY06
B. Income & Expenses
Income
Local Funding Sources
Coralvil!e $1,310
Iowa City _ $4,845 $5 235 $6.000
Johnson County $0 $500 $1.000
United Way - Allocation $0
- Designated Giving $4.438 $4.500 $5.000
Grants-Federal, State, Foundation $3 255 $3.000 $4 000
Net Sales of Service $48 155 $62.317 $68 600
Net Sales of Materials $15.881 $15.623 $17 200
Contributions/Fundraising $88.374 $207 483 $218 350
Investment Income $37 $250 $250
Other
Total Income $166.295 $30(:, 118 $321 900
Expenses
Wages & Salaries $97 934 $102 830 $108.000
Benefits $22.612 $24.875 $27.500
Occupancy $21.801 $23.959 $24 400
Non-occupancy $132.323 $148.454 $162.000
Other
$274 670 $300.118 $321.900
3. Fund Balance
Revenue $166.295 $300,118 $321.900
Carryover Balance from previous year
Total Operating Budget , $166.295 $300.118 $321.900
Less Total Expenses $274.670 $300 118 $321 900
End!n_.g ~_und Balance ($108,375~ $0 $0
Less Restricted Balance (explain)
Carryover Fund Balance ($108,375) $0 $0
t Agency: American Red Cross
D. BdlDonorlFunder Restricted Fu Designated for: FY04 FY0$ FY06
Total Restricted Funds $0 $0 $0
In Kind Support: FY04 FY05 FY06
Services/Volunteers
Material Goods
Space, Utilities, etc .
Other: (Please footnote)
Total In-k~ind Support ~ $0 $0 $0
F. Grants Description/Purpose FY04 FY05 FY06
FEMA $3.055 $2.250 $2.500
Battery Up $200 $750 $750
$750
Babysitling ~
Total Grants $3,255 $3,000 $4,000
AMERICAN RED CROSS GRANT WOOD AREA CHAPTER
BOARD OF DIRECTORS
FY 2005
Members of board: -36
Officers: - President: Gary Wicklund
- Vice-President: Dennis Jordan
- Secretary: Mike Wapp
- Treasurer: Jerry Rose
Johnson County Representation:
Name: Town: Board Member: Office/Committee: Occupation:
Tom Cilek Iowa City Board Member FY04-FY06 Senior Vice President,
West Bank, Iowa City
Dr. Klm Johnson Iowa City Board Member FY04-FY06 Professor, University of Iowa
Thuy Nguyen Iowa City Board Member FY05-FY07 University of Iowa Student
Jerry Rose Coralville Treasurer Finance Committee Chair Retired Professor,
University of Iowa FY05-FY07
Bob Ross Iowa City Board Member FY04-FY06 2nd Vice President & Trust Officer,
Iowa State Bank & Trust
Paula Vincent Iowa City Board Member FY04-FY06 Superintendent,
Clear Creek-Amana Schools
Gary Wicklund Coralville Board Chair FY05 Owner, Capricorn Research
s:/intems/Human Service/Red Cross- board of directors
GRANT WOOD AREA CHAPTER
FY05 Organizational Chart
Board of Directors
I
Executive Director
Angela Schmucker
Director of Financial Director of Public Coordinator of Volunteers Health and Safety HIV/AIDS Program Emergency Services
Administration Support Joan Schaffer Services Director Director Director
Karen Eppard Carla Jesse Ginnie Weber Shaun Tullis Cynthia Ritch
Financial Administration Director Amy Laumann Services Coordinator Outreach Coordinator Emergency Services
Aimee Jouanne Kelly Sittig Ruthanne Barnhart Andria Highly . Shelly Sherbon
Sarika Bhakta Services Specialist Coordinator Education Coordinator
Becky Bunting Amy Gerard Trisha Lloyd
Services Workplace Member
Instructors Nate Smith
Johnson County
Service Coordinator Administrative Coordinator
Rachelle Wood Sue Grant
Receptionist II Financial Development
Kathy Schooley I Administrative Assistant
Fran Mason
9/24/2004
Section 1: Background
Agency Name: Big Brothers Big Sisters of Johnson County
Address: 4265 Oak Crest Hill Rd. SE
Iowa City, IA 52246 Phone: 337-2145
Director Name: Scott Hansen Signature: ~ ~ ~._ ~
Bd. Pres Name: Yvonne Wernimont Signature ~/¢6/}9~
//
Request Completed By: Scott Hansen and Jill Kromminga ,~il Date: September 20,2004
Check Your Agency's Budget Year:
1 / 1 - 12/31 7/1-6/30 x 10/I -9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC $43,870 $40,697 45,186 14%
Does not include designated
giving or Special Needs Grants ~
FY 04 FY 05 FY 06
City of Iowa City $35,160 $33,402 $35,072 12%
Johnson County $27,037 $27,578 $28,956 t 0%
City of Coralville $4,250 $4,460 $4,683 2%
What were local funds used for this year:
The significant in-kind support from Johnson County Extension allows us to use more of our funds for
direct service. Local funds are used to support salaries and benefits for the program staff and cover
costs for program insurance. The staff is necessary to recruit, screen, train and supervise the volunteers
who work directly with the youth.
What will next year's local funds be used for?
Local funds will continue to be used to support the salaries for program staff. We will be look at adding
to our staff and increase the amount of children we serve. We have also seen a dramatic increase in
program insurance which includes: Health, Dental, Liability and Auto.
Explain or justify any significant increase in fitnding request. NA
Agency Mission Statement:
The mission of BBBS is to advocate for a strong community through positive adult/youth relationships by
providing opportunities for youth to develop a sense of self worth and responsibility.
Big Brothers Big Sisters of Johnson County
Summarize your programs and services:
Community Based Program-
The purpose of the Community Based program is to provide youth with adult mentors who can assist them
in becoming competent, confident and caring individuals. We serve primarily youth from single parent
homes but will serve youth from two parent homes when deemed appropriate. Professional staff screen and
train the volunteers, interview families and provide on-going supervision for all matches.
School Based Mentoring (Buddies)-
The School Based Mentoring program is in its third year. This program is collaboration between Big
Brothers Big Sisters, the Iowa City Community School District and local businesses and agencies. Youth
from local elementary schools are matched with someone from the business community or local agencies
like RSVP to meet once a week at the child's school for the duration of the school year. We worked closely
with Proctor and Gamble and Mark Twain Elementary School for a very successful pilot program. We have
expanded this program to include rural schools that were previously a part of the Group Activity Program.
We are very excited about this program and feel as though it is a great way to connect community
volunteers with students. This program is funded through a grant with Big Brothers Big Sisters of America,
the 21st Century Schools Grant at Hills Elementary and Mark Twain Elementary Schools, United Way
special needs grant, Juvenile Justice Youth Development Program and various donations from local
businesses. The following elementary schools in lo,va City are participating: Mark Twain, Grant Wood,
Horace Mann, Longfellow, and Roosevelt. The following elementary schools in rural Johnson County are
also participating: Hills, Penn, Lone Tree and Oxford.
List any accreditation and licensure your agency currently has. Explain.
Big Brothers Big Sisters of Johnson County is affiliated with Big Brothers Big Sisters of America
(BBBSA). As part of the affiliation agreement, we must complete an agency evaluation every five years.
We must also comply with the Standards and Procedures as set forth by BBBSA. The Standards and
Procedures include the volunteer and child intake process, match supervision, policies and procedures and
Board governance.
Big Brothers Big Sisters is a "certified" program with the Iowa Mentoring Partnership. Programs must
complete an application process covering a wide range of program procedures and policies for certification.
Big Brothers Big Sisters of Johnson County is also a current member of the Big Brothers Big Sisters of Iowa
State Association. Executive Director, Scott Hansen, is the current chair of this group of state mentoring
agencies.
jccoghs\fundingform.doc 2
Big Brothers Big Sisters of Johnson County
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
Big Brothers Big Sisters of Johnson County is now in its 28th year of offering youth mentoring in Johnson County.
The program continues to grow locally as we reach out to more kids through rural mentoring opportunities, school
based mentoring and community based mentodng programs in Johnson County.
The Iowa City PALS program was created after Johnson County Extension lost urban funds for a "big sister"
program and an Optimist "uncles" program ended. The PALS program became a youth program of Johnson
County Extension and received in-kind support from Extension. The proposal to the City Council stipulated that
PALS would have its own Advisory Board, professional staff and would be responsible for salaries and operating
costs. In January of 1976, the city Council approved $7,000 allocation and a part-time Director was hired.
During the first year the Director contacted Big Brothers Big Sisters of America for assistance in joining the national
organization. Provisional status was granted in 1979 and in 1980 the "Iowa City" part of the name was dropped
and the Board approved the acceptance of clients outside of the Iowa City/Coralville metro area. Big Brothers Big
Sisters of Johnson County received full affiliation from Big Brothers Big Sisters of America in 1986.
In 1983 the Group Activity Program (GAP) was first organized to offer service to those children waiting for a one-
to-one match. Due to lack of funding and lack of support by Big Brothers Big Sisters of America, the program was
discontinued in 1984. This program is an example of Big Brothers Big Sisters of Johnson County being ahead of its
time. By 1989, the critical need for a group program was apparent and the climate had changed. The National
organization was very supportive and funds from local service clubs helped to re-launch the program. In 1991 GAP
received the first Exemplary Program Award granted by Big Brothers Big Sisters of America. Other agencies
across the country were encouraged to replicate the GAP in their communities. GAP has grown from serving 30
youth in 1989 to 413 in FY02. Service clubs, churches, grants, United Way and money from the Juvenile Justice
Youth Development Program have all helped to support the GAP.
In 1996 we were able to fund a gender specific program for girls through state grant money. Focus on Girls was
initiated to address the problem of increasing numbers of female juvenile offenders. Each girl is matched with a Big
Sister and together they participate in small group activities as well as one on one activities. Community Service,
career exploration and positive recreation are the core of the program. This past summer, we offered a reading
program where a Big Sister and Little Sister read an assigned book together and shared what they thought about
the book with each other and a group of Bigs and Littles. The program concluded with a pizza party and an
opportunity to meet with the author of the book, current Big Sister- Barbara Moss.
Our one-to-one program reached the 200 mark in matches in FY99 and has continued to exceed that mark
frequently. We are proud of this number but we are consistently concerned about the children on our waiting list.
Volunteer recruitment continues to be one of our top priorities. We have recently adopted a new model of service
delivery that has been tested by Big Brothers Big Sisters of America. Through this model, we hope to achieve
significant growth in children served through: High quality customer service and long term customer relationships,
greater efficiency, improved capacity for growth, enhanced safety, and a well-defined workflow and standard
service measures that allow us to manage our business more effectively.
We are very excited to begin our relationship with local businesses, the Iowa City Community School District and
other local human service agencies as we continue to grow our School Based Mentoring program. The School
Based mentoring program grew from 30 matches in 2002-2003 to over 250 matches last year. We have set a goal
to serve 300 kids this year in the Buddies program. The Community Based mentoring program continues to grow
as we are currently serving over 250 kids in positive, mentoring relationships. We are also excited to continue
providing mentoring opportunities to youth in rural Johnson County.
We hope to capitalize on our annual fundraiser- Bowl For Kids' Sake and new fund development opportunities this
year. Bowl For K~ds Sake w~ take p ace the last Saturday and Sunday of February for the 21 t me. W th a lot of
hard work and determination by volunteers, board members and staff we will be able to reach our fundraising goal
and ultimately match more area youth with positive role models.
jccoghs\fundingform.doc 3
Big Brothers Big Sisters of Johnson County
Section 2: Client Profile
FH 03 FH 04
1. How many Johnson County residents (Including lC & 1 Unduplicated Count 737 944
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 402 618
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 83 130
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 16 Female: 490 African American 260
6-17 911 Male 454 Asian 4
18-29 14 Caucasian 445
30-61 Hispanic 16
62-75 Multi-Racial 31
>75 Native American 7
Other 11
3. Briefly describe your service population.
In our community based program we will try to serve any child starting at age 6 that is interesting in
and has a need for an additional adult relationship in their lives
We are now serving nine elementary schools in the Johnson County area, two rural schools and seven
Iowa City Community School District Schools with school based mentoring.. We provide School
Buddies to children in these schools. The students are referred by teachers and parents/guardians
approve their child's involvement.
4. How do you determine eligibility for services?
In the community based program eligibility is determined through an application and interview
process. Professional staff meet with the families to explain the program and assess if this program is a
good option for them.
In the School Based program, as mentioned above, students are referred by school personnel.
Parents/guardians sign a form indicating their approval of the child's participation.
5. Are there fees for your services? Yes No X__
If yes, please describe your fee structure:
jccoghs\fundingform.doc 4
Big Brothers Big Sisters of Johnson County
6. A. Do you provide services in the small communities and rural areas of Johnson County? Yes.
Area(s) served: We have School Based Mentors in the Lone Tree Elementary School and in the
Clear Creek Amana Elementary School in Oxford, Iowa. We also serve Hills Elementary School
with School Based Mentors.
We have Community Based Matches in all areas of the county, including 9 on going matches in
Solon.
Services Provided: School based mentors and Community Based matches.
B. Do you provide services to areas outside of Johnson County?
Only in specific cases where a family moves out side of the county line but the matches are able to
continue.
Area(s) served:
Services Provided:
Funding sources for services outside of Johnson County:
jccoghs\fundingform.doc 5
Big Brothers Big Sisters of Johnson County
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client-
Children, parents/guardians, volunteers and school personnel are asked to complete Program
Outcome Evaluations on a regular basis.
(b) Community-
See above
2. Briefly summarize your findings:
Overall the services are met with a high approval rating.
3. What changes have been made in response to these findings?
As mentioned in last year's funding forms, we eliminated the school year Group Activity Program
because it was felt the program, while it received a high rating, was too short in duration and we
felt it demanded too much staff time per number of child served..
Another Iowa City Community School District Elementary School has requested the School
Buddies program, so it is being implemented this year (2004-2005 school year).
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
-Parents/guardians/family members 70%
-School personnel; including teachers, 30%
counselors, social workers, Social Service
agencies; Department of Human Services, in-
home counseling agencies and private therapists
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
We are not aware of any agency providing the same service we do
j ccoghs\fundingform.doc 6
Big Brothers Big Sisters of Johnson County
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
We have developed expertise in the area of screening and matching adult volunteers to be matched as
mentors to children and young people. We belong to the national federation of Big Brothers Big
Sisters of America. Through this federation we have access to agencies almost world-wide that are
working to provide similar services. In order to belong to this federation we must sustain a high
standard of practice. We have access to information regarding Best Practices on issues ranging from
screening volunteers to supporting matches
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Iowa City Community School District 1. School based mentoring programs at Mark
Twain, Hills, Roosevelt, Grant Wood, Horace
Mann, Penn and Longfellow Elementary
Schools. We work with school personnel to
coordinate School Buddies at each of these
schools
2. Juvenile Justice Youth Development 2. Coordinate prevention services with a
number of local youth serving agencies.
3. Lone Tree and Clear Creek Amana 3. We work with School Personnel to
Elementary coordinate the School Based Mentoring in
both of these school districts.
j ccoghs\fundingform.doc 7
Big Brothers Big Sisters of Johnson County
Section 4: Strategic Planning and Agency Effectiveness
l. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Boys can wait twice as long as girls to be 1. Apply to United Way for grant to
matched in the Community Based program, specifically help with male recruitment.
Fewer male volunteers in our School Based
Program
2. Volunteers and families all have tighter 2. Hired a part time Program Specialist to
schedules due to demands of work and school, work later afternoons and evenings so we can
more easily make appointments at a wide
variety of times.
3. Sustaining School Based Mentoring 3. The first school year we organized school
based mentors we had 30 matches, the second
year we had just over 250. This has proven to
be a popular volunteer option for volunteers
and a rewarding and satisfying experience for
students and school staff. The challenge is to
see that we can financially sustain and
perhaps grow the program. We would like to
see more companies involved, allowing
employees time away from work to be a
mentor.
2. In what way will the needs of your service population change over the next five years?
We will continue to see more families under more stress. Many of the families we see work service
jobs to provide for their families. It is getting harder and harder to provide for their families on this low
level of income. It is also getting harder and harder to find affordable housing in the Iowa City
Coralville area. Also, we work with many families over several years. We are seeing families now and
will in the future having the stress of providing for the needs and parenting teens.
3. How do you plan to address these changes?
We will continue to be flexible with when and where we work with families. We will work to provide
specific support to our volunteers to help them better cope with problems they may experience.
jccoghs\fundingform.doc 8
Big Brothers Big Sisters of Johnson County
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
We hope to add a positive adult relationship to the lives of as many children in Johnson County as
possible.
We are using new metrics in our program in order to track our service delivery. We hope to increase
our customer service in order to serve more children and families and increase the quality of our
service as well.
5. Describe the evaluation methods you use to measure the success of your services?
As mentioned above the new metrics also request an evaluation form from the volunteer at the time
they are matched with a child. This will help us improve our matching and volunteer satisfaction. We
also ask parents, children and volunteers to complete Program Outcome Evaluations at specific points
in the match in both the community based and the school based program
6. What are the results of these evaluations (outcomes)?
The early match evaluations are fairly new. However one thing we learned early on is to make sure
volunteers understood the role of each staff person in the agency.
A recent program outcome evaluation conducted with matched volunteers in the Big Brothers Big
Sisters of Johnson County found significant benefits for children involved in the program:
97% increased trust in volunteer
93% were able to avoid substance abuse
83% improved self-confidence
63% improved relationships with adults
57% improved school performance
7. How do you plan to use the evaluation results to enhance/extend your services?
We will continue to take a critical look at every step of our process from inquiry to match to match
support to make sure we are doing the best job possible.
8. How do your programs/services impact the community?
Studies have shown that a successful match can lead to an increase in self esteem, improvement in
grades, reduced use of drugs and alcohol for the youngsters involved. This all translates into
individuals who are more productive citizens. Further more there is evidence that a successful
volunteer experience adds to the quality of life of the volunteer.
jccoghs\fundingform.doc 9
Big Brothers Big Sisters of Johnson County
9. How did the agency respond to the UWJC recommendations from last year?
We continue to strive to provide the best possible service we can. Our numbers have jumped
considerably in the last year. In September of 2002 we had 172 Community Based Matches, in
September 2003 we had 193 Community Based Matches in September 2004 we have 252 Community
Based matches. This increase was accomplished through evaluation of our service delivery and a very
slight increase in staff. We are delighted that we are able to serve more children.
j ccoghs\fundingform.doc 10
Big Brothers Big Sisters of Johnson County
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet?
Board and Executive Committee meetings are monthly. Other board committees meet quarterly.
Specific board task force committees meet on an as needed basis.
3. What is your average attendance at board meetings?
13 board members and 1 staff person.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board plays a crucial role in strategic planning and governance. The committee structure
currently includes a Planning Committee (responsible for the overall strategic plan of the agency) a
long-term strategic plan (2003-2006) was adopted in 2002 and is reviewed annually.
The Executive Committee which includes all of the committee chairs and board officers meet
monthly prior to the board meeting to discuss the current committees and the progress made on
their goals and objectives. The campaigns and fund development committee meets 5-6 times a
year with emphasis placed around the annual fundraiser in February. The P.R. Marketing
committee meets regularly to discuss ways to attract new volunteers to the program. The Board
Development/Recruitment committee also meets regularly to discuss potential board members and
recommend new board members to the board. They are also developing a way to keep in touch
with board and volunteer alumni of the program.
5. What type of training/orientation do board members receive?
All board members must complete a board member training/orientation session prior to becoming a
voting board member. The training/orientation session covers such topics as by-laws, personnel
policies, program insurance, and relationship with ISU Extension, fundraising and other pertinent
program information.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Yes- June of 2002__
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? No, since we
are a program of ISU Extension, this is not necessary.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? _ No, since we are a
program of ISU Extension, this is not necessary.
If no to questions 6, 7, or 8, give explanation.
j ccoghs\fundingform.doc 11
Big Brothers Big Sisters of Johnson County
9. Does your agency have a yearly audit? Yes x No__
If yes,
Who completed the audit?
An independent auditor on behalf of Johnson County ISU Extension performs an annual audit
How much did the audit cost?
There is no cost to BBBS for the audit
If material weaknesses are noted in the audit, what is your plan for addressing them?
No weaknesses are noted.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a [ if agency has Amount
Directors & Officers
a. fiduciary liability
b. employment practice liability X $1 Million
General Liability X $5,000 per
person
Umbrella Liability
Professional Liability X $1 million
each
wrongful act
2 million
total limit
Property or Renters X $70,000
Vehicle X Non-owned
Automobile
coverage-
1 million
Sunshine
Van
Bodily
Injury-
1 million
Medical
Payments-
$10,000
j ccoghs\fundingform.doc 12
Big Brothers Big Sisters of Johnson County
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
The Executive Director was hired in November of 2001. Scott Hansen was the previous
Director of Big Brothers Big Sisters of Muscatine County, IA. He has held the positions of
Secretary, Treasurer, Vice-President and President of Big Brothers Big Sisters of Iowa (State
Association). Scott is a 1998 University of Iowa graduate with a B.S. in Recreational
Management. He has worked with at-risk youth in the Iowa City Community School District
and the San Diego Zoological Society.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director (1)
$40,000- $50,000 1 1 1
X X X
Program Director (1)
X X X $31,365- $40,000 .80 .90 .90
Case Manager (5)
X X X $23,000- $35,000 4 4.5 4.5
Part-Time
Development Director $15,000- $25,000 0 0 .5
X X X
TOTAL FTEs 5.80 6.40 6.90
j ccoghs\fundingform.doc 13
Big Brothers Big Sisters of Johnson County
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?
6.4
4. How much was spent on staff development in the last fiscal year? $4,287
5. How much is budgeted for staff development in this fiscal year? $7,000
6. What training and support opportunities are offered to staff?.
Staff is encouraged to attend the State and Regional Big Brothers Big Sisters conferences,
which offer training in subjects related to job requirements. Staff is also encouraged and
required to keep in close contact with other agencies in the area regarding trends in mentoring
and non-profit agencies
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
Yes No brief explanation
9. Does your agency
have personnel x
policies?
If yes, date board
last reviewed?
June 2002
10. Does your board With input from staff and board, the Extension Education
annually evaluate x Coordinator and board President review the job
the director's performance of the Executive Director
performance?
11. Does your agency We are in the process of re-writing j ob descriptions to better
have job x reflect our change in the service delivery model.
descriptions for
every position?
If yes, date of last
board approval?
June 2002
12. Is there an annual The Program Director reviews the case manager's with
performance x input from the Executive Director. The Executive Director
review for every reviews the Program Director and Development Director.
staff?
jccoghs\fundingform.doc 14
Big Brothers Big Sisters of Johnson County
Section 7: Financial Management
A. Three Year Hi~J~i¢~l Balance Sheet
(As of your fiscal year-end)
2002 2003 2004 2002 2003 2004
Current Assets Current Liabilities
Cash Accounts Payable
$26,607 $51,052 $140,941 $0 $0 $0
Investments Payroll Taxes Payable
$0 $0 $0 $0 $0 $0
Receivables < 90 days Contracts Payable
$0 $0 $0 $0 $0 $0
Other Mortgage Payable-6
$0 $0 $0 months $0 $0 $0
Total Current Assets Total Current Liabilities
$26,607 $51,052 $0 $0 $0
Other Assets Other Liabilities
$0 $0 $0
Property Mortgage Payable-Balance
$0 $0 $0
Equipment Other
$9,000 $9,000 $0 $0 $0 $0
less depreciation Total Other Liabilities
($6,000) ($9,000) $0 $0 $0
Receivables > 90 days Total Liabilities
$0 $0 $0
Other Equity (Net Worth)
$29,607 $51,052 $140,941
Total Non-current Assets
$3,000 $0 $0
Total Assets Liab + Equity $29,607 $51,052 $140,941
$29,607 $51,052 $140,941
j ccoghs\fundingform.doc 15
Big Brothers Big Sisters of Johnson County
Financial Information is: [ x] entire agency [ ] county specific [ ] program specific
FY 04 FY 05 FY 06
B. Income & Expense
Income
Local Funding Sources
Coralville $4,250 $4,460 $4,683
Iowa City $35,160 $33,402 $35,072
Johnson County $27,037 $27,578 $28,956
United Way $43,870 $40,697 45,186
Grants-Federal, State, Foundation $48,879 $50,000 $60,000
Net Sales of Service $0 $0 $0
Net Sales of Materials $0 $0 $0
Contributions/Fu ndraising $100,000 $100,000 $110,000
Investment Income $0 $0 $0
Other $6221 ;8500 $10,000
Total Income $277,714 $290,818 $293,987
Expense
Wages & Salaries $194,664 $210,000 $236,300
Benefits $41,304 $50,000 $70,000
Administrative $20,960 $22,500 $25,000
Occupancy $0 $0 $0
Other $40,519 $45,000 $50,000
Total Expense $297,447 $327,500 $381,300
C. Fund Balance
Revenue $277,714 $290,818 $293,987
Carryover Balance from previous year $140,941 $84,990 $48,308
Total Operating Budget $382,437 $375,808 $342,295
Less Total Expenditures $297,447 $327,500 $381,300
Ending Fund Balance $84,990 $48,308 (39,005)
Less Restricted Balance
Carryover Fund Balance $84,990 $48,308 (39,005)
j ccoghs\fundingform.doc 16
Big Brothers Big Sisters of Johnson County
Bd/Donor/Funder Restricted Funds Designated for: FY 04 FY 08 FY 06
None
Total Restricted Funds $0 $0 $0
In-Kind Support: FY 04 FY 05 FY 06
Services/Volunteers 620 volunteers/ 59,520 Hrs. x $10.00 $714,240 $770,000 $800,000
Material Goods Office Supplies $6,600 $6,600 $6,600
Space, Utilities, etc Office Space and Utilities $10,079 $10,079 $10,079
Other: (Please footnote) Office equipment and maintenance $10,307 $10,307 $10,307
Total In-kind Support $741,226 $796,986 $826,986
Grants Description/Purpose FY 04 FY 05 FY 06
United Way Special Needs Rural Mentoring in Lone Tree $11,000 $11,000 $0
Juvenile Justice Youth Development School and Site Based Mentoring $17,094 $17,094 $16,000
21st Century Grant School Based Mentoring (Buddies) $15,000 $5,000 $0
Big Brothers Big Sisters of America School Based Mentoring (Buddies) $5,000 $10,000 $5,000
Big Brothers Big Sisters of Iowa Rural School Based Mentoring $6,281 $0 $0
Total Grants $54,375 $43,094 $21,000
j ccoghs\fundingform.doc 17
Name City Occupation Term & End Date Office Committee(s)
Ross DeValois I.C. V.P. Mid Amer. Sec. 1st Term, end: 10/04 President Exec, Plan, Fund
Patrick Buckley Solon Human Resources 1st Term, end: 10/06 BFKS-Chair BFKS
Kressa Evans I.C. Small Bus. Owner 1st Term, end: 10/04 P.E.-Chair P.E., B.D., Exec.
Sally Cline Crvl. Realtor 1st Term, end: 10/06 Camp.-Chair Camp.,Exec.
Bill Dorst N. Liberty Retired/City Council 1st Term, end: 10/06 B.D.
Deborah Gilbert I.C. Administrator 1st Term, end: 10/03 Prog, Plan, Exec.
Susan Fleitman Crvl. Manager 1st Term, end: 10/06 B.D.
Jim Friel W. Branch Human Resources 1s~ Term, end 10/06 Prog.- Chair Prog.
Brian Mulcahey I.C. Finance 1st Term, end 10/06 P.R., Plan
Michael Pitton I.C. Lawyer 2nd Term, end: 10/05 B.D.-Chair Exec, B.D.
Mindy Paulsen I.C. School Principal 1st Term, end: 10/04 Secretary Prog., Exec.
Doug Sanders I.C. Finance 1st Term, end: 10/04 Treasurer Exec.
Cynthia Schrock I.C. Finance 1~t Term, end: 10/04 Plan.
Morris Stole Kalona School Counselor 1~t Term, end: 10/02 P.E., BFKS
Pam Loan I.C. Extension Council
Lori Meyer N. Liberty Bank Administrator 1st Term, end: 10/06 Plan
Kevin Readman I.C. Management 1st Term, end: 10/06 Prog
Tom Watson I.C. Management 1st Term, end: 10/06 Plan
Yvonne WernimontCrvl. Planner- U of I 1st Term, end: 10/04 Vice President BFKS
Chair- Committee
Chair
Committee Key:
Exe¢- Executive PR- Public Camp- Campaigns
Plan- Planning Relations and Fund
BFKS- Bowl For Prog- Development
Kids' Sake Program
B.D.- Board and
Development Personnel
App~ndlx B- OrganizationaI Chm~ Bi g Brothers B i g S i s ters
Extension Council I A2'ea Extension Education Director ~
I
County Extension Education Field
Director Specialistz
EBBS Advisory Board & ] I EBBS Executive Director I Office Coordinator
Corm-nktees J . I
Coordinator Office Assistsnu
EBBS Program Director 4-H
BBB,S Staff-Ca.se Managers,
GAP Dkector,
~tCms
LBBBS Volunteers
18
Agency Name: Crisis Center of Johnson County
Section 1: Background
Agency Name: Crisis Center of Johnson County
Address: 1121 Gilbert Court, Iowa City, IA. Phone: 319) 351-2726
Director Name: Ross Wilburn Signature: ~Y2~ (_ J~ ~ ~ r~,A..~
Bd. PresName: Jane Anderson Signature:"-"~ /'~~ (--d~L~xd ~//'~v
Request Completed By: Ross Wilbum Date: 09/24/04
Check Your Agency's Budget Year:
1 / 1 - 12/31 __ 7/1-6/30.~X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC 97,142 95,967 97,142 19
Does not include designated
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 39,805 37,815 39,805 8
Johnson County 67,752 67,752 69,752 14
City of Coralville 5,600 5,900 6,500 l
What were local funds used for this year: Local funds support operating costs (salaries, crisis lines,
insurance, etc), transient services, and help support our supplemental food program.
What will next year's local funds be used for? Same as above. Administrative costs (insurances,
utilities, maintenance continue to increase at a rate faster than funding received through this
application process. We are trying to add a part time program assistant to provide more
consistent support to the Food bank program and deal with existing volume of clients.
Agency Mission Statement:
The Crisis Center provides basic emotional and material support through trained volunteers and
staff in an accessible, nonjudgmental, and caring environment. The Crisis Center responds-
immediately, effectively, and compassionately-as it has since its establishment in 1970. Extensive
community support has made it possible for the Center to serve those in need in the past; continued
support will make it possible in the future.
Summarize your programs and services:
Crisis intervention counseling is available 24 hours a day every day. Information & referral is
provided for many issues. Suicide prevention and intervention services are a component of our
telephone hotline & staff outreach. Food Bank services are for Johnson County residents needing
emergency and supplemental food assistance. Emergency Assistance with services like clothing,
utility bills, and prescription drugs are available through voucher arrangements with participating
businesses and as funding is available. Transient services are provided to people who are
temporarily stranded in our community.
List any accreditation and licensure your agency currently has. Explain.
The Crisis Center is a member of the American Association of Suicidology (AAS) and a member
of the Iowa Association of Infot'mation & Referral Services (AIRS). Our program directors are
licensed social workers.
Agency Name: Crisis Center of Johnson County
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
The Crisis Center was established in 1970. During the Center's 34-year history, we have
responded to community needs. Telephone "hotline' counseling and suicide prevention began for
a few evening hours in 1970, and this service continues to be the foundation of the Crisis
Intervention Program. Walk-in counseling was added in 1972, and the Center was first able to
offer 24-hour counseling in 1976. In addition to other Crisis Intervention Program services, the
Crisis Center and our volunteers serve as the after hours contact for the United Way, the University
of Iowa Counseling Service, and other agencies. Also, we receive Johnson County referrals from
the new 2-1-1 information telephone provider for this area.
The Crisis Center Food Bank began with a food pantry in 1978, which was three years after the
Center initiated transient services for stranded families and individuals. The Food
Bank/Emergency Assistance Program was expanded in 1983 to include a free clothing program
with the cooperation of Goodwill Industries. The Crowded Closet now donates vouchers for
household items and clothing on a daily basis. In 1991, the Crisis Center began distributing
emergency diapers, in response to community requests. The Help-At-Hand program was
developed in 1992 to help people straggling in poverty work towards self-sufficiency. The Help-
At-Hand program encourages Food Bank clients to establish goals and enhance skills with
budgeting, job hunting, and interviewing. Participants in this program also attended a
winterization/Y2K readiness workshop in the winter of 1999. In September 2000, the Johnson
County Student Hunger Drive was conceived, planned, and executed by Johnson County high
school students. Students gathered 19 and 23 tons of food for the Food Bank in 2000 and 2001
respectively. A community garden began the summer of 2001 as a joint project with Table to
Table, through the assistance of an Americorps volunteer. The Crisis Center purchased the former
Crowded Closet property at 1121 Gilbert Court, Iowa City, in October 1997. After completing
extensive renovations, the Crisis Center moved into the new building in September 1998. The
entire building project was paid for with Community Development Block Grant funding and
money raised through the "More Than Just Bricks and Mortar" campaign. In July of 2002, the
Crisis Center received a Community Development Block Grant for a Food Bank Warehouse
Addition project. Finishing this project, along with the addition of a scissors lift dock, eliminated
the need to rent food storage space and fork lifts. The contractor finished the addition in October
2003.
The Crisis Center depends upon over 200 trained volunteers annually to provide direct services to
clients; replacing them with paid employees would require more than 29 additional full-time staff
members. Six full time staff members now coordinate the work of the volunteers. The current
Executive Director was hired in July 2000. A new Food Bank/Emergency Assistance Program
Director started in November 2000. The board of directors made a commitment to add one
additional staff member, in order to more effectively support services and staff. A new position,
Volunteer Coordinator, was created and a staff member was hired in August 2002. A new Crisis
Intervention Program Director started in February 2004.
The Crisis Center completed its first strategic plan (covering 1996-2000) in 1996. The second
strategic planning process (covering 2001-2006) began in November of 2000 and was completed in
January 2001. An annual review of the strategic plan is done to keep us moving in our identified
strategic directions. Several objectives have been completed and have moved us towards our
vision. The local/state economy, welfare reform, affordable housing issues, health care costs, and
other community concerns will continue to influence the demand for Crisis Center Services.
j ccoghs\fundingform.doc 2
Agency Name: Crisis Center of Johnson County
Section 2: Client Profile
~ ~ FY03 FY04
1. How many Johnson County residents (Including IC & 1 Undnplicated Count 17,683 19,970
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count (a,b) (a,b)
3. How many Coralville residents did your agency serve? 3 Unduplicated Count (a,b) (a,b)
(a) Due to the nature of telephone contact, (anonymous calling) it is impossible to know which areas
of the county clients are calling (Crisis Line contacts totaled 5,127 for FY 03 and 7,087 for FY 04)
(b) We served 2,779 Unduplicated Iowa City households with Food Bank/Emergency Assistance.
(c) We served 527 Undnplicated Coraiviile households with Food Bank/Emergency Assistance.
(d) We served 326 Unduplicated Other Johnson County households with Food Bank/Emergency.
(e) We served 1,212 Undnplicated Transient households with Food Bank/Emergency Assistance.
Age (nsc agency's Gender Ethnicity (nsc agency's breakdown)
breakdown if needed)
0-5 2,378 Female: 6,927 African American 2,791
6-12 1,654 Male 3,413 Asian 135
13-18 930 Latino/Latina 1,352
19-21 517 Native American 65
22-35 2,274 Pacific Islander 20
36-62 2,378 Caucasian 5,977
>63 209 10,340
(1)=Client profile table information includes Johnson County residents and transient numbers. It does
not include the demographics of the 7,087 anonymous crisis intervention program statistics.
3. Briefly describe your service population.
The Crisis Intervention Program serves anyone needing support or assistance. We received 7,087
total contacts for crisis intervention services. Of the total crisis intervention contacts, 4,836 (68%)
were first time contacts, 1,932 (27%) were repeat contacts, and 319 (5%) were regular client contacts
or people who we have a contract with that guides their use of our services. Also, 1,956 (28%) of the
total contacts occurred after regular business hours between 5:00pm and 8:00am. 1,210 (17%) of the
contacts occurred on Saturday or Sunday.
People contact the Crisis Intervention Program for a variety of reasons. The 2,474 (35%) crisis
counseling contacts involved people wanting support for depression, relationship issues, as well as
suicide concerns. Eight of the contacts were "suicides in progress", where the caller had taken some
medication, had a weapon, and/or a specific plan to use it to end their life. Crisis Intervention
volunteers make extensive referrals to other county resources. 647 (9%) contacts involved counseling
by a trained volunteer and the contact ended with a referral to another agency. People will call the
crisis lines with a specific request for information about a community resource or support. 4,605
(65%) contacts in FY 2004 were requests for information and referral.
The Food Bank Program. served 3,632 Johnson County households, 1,961 (54%) of which
(households) have been in the area for more than two years. 3,595 (99%) Johnson County households
served reported anincome at Level-1 poverty threshold ($20,950 for a household size of4 people). Of
the total households served by the food bank, 2,832 are renters. In addition to food, households
j ccoghs\ftmding form.doc 3
Agency Name: Crisis Center of Johnson County
requested a variety of emergency assistance services (diapers, utility assistance, or clothing assistance).
There were 1,016 single parent female-headed households.
The Food Bank also provided emergency assistance to 1,212 transient households, including 11 who
reported that they received Veteran's assistance.
4. How do you determine eligibility for services?
Anyone who believes they are in crisis may receive services. Therefore anyone is eligible for crisis
intervention counseling. We collect income information in the Food Bank program and in FY 04,
3,595 households met the Level 1 poverty threshold. Also, we collected income levels for transients.
1,212 (100%) households were at the Level 1 poverty income. Some of our churches (or grantors who
contribute money for emergency assistance) put restrictions on the amount of help (and the type of
help) a household may receive. We monitor and screen individuals for this type of help.
5. Are there fees for your services? Yes__ No X
If yes, please describe your fee structure:
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes.
Area(s) served:
City # of Households (Food Bank Only)
Coralville 527
Hills 28
Iowa City 2,779
Johnson County (Near Kalona) 14
Lone Tree 32
North Liberty 145
Oxford 45
Solon 24
Swisher 6
Tiffin 30
University Heights 2
Total 3,632
**Rural households are counted by address of the nearest small town
Services Provided:
B. Do you provide services to areas outside of Johnson County?
Yes, but only for people stranded in Johnson County. We don't know if people outside of the
county call the crisis lines unless they tell us; it would be a long distance call for them. We have
received a small number of 2-1-1 information referrals from the Cedar Rapids area provider (calls
that originate in Johnson County).
Area(s) served:
Transients from out of county & out of state.
Services Provided:
We help link people who get stranded in Johnson County to resources to get them back on their
way towards their final destination. Greyhound/Trallways now charges for credit per ticket (no
jccoghs\ftmdingform.doc 4
Agency Name: Crisis Center of Johnson County
longer accepts vouchers), so we now write a check for each bus ticket as needed. We also will
provide portable food and diapers for their journey to the next destination.
Funding sources for services outside of Johnson County:
Many of the area churches assist us with services to transients. On occasion, someone who
received transient assistance (bus ticket, food, or small car repair) will send a contribution through
the mail upon returning home. We received $4,500 from a Federal Emergency Management
Administration grant to help with food for homeless/transient households, as part of our
collaboration with the local FEMA board. We view our United Way contributions as helping
support services provided through any 2-1-1 information referral contacts we receive.
j ccoghs\fundingform.doc 5
Agency Name: Crisis Center of Johnson County
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: We survey clients in the Fall about our services and their life circumstances. In
addition, volunteers on the board and through the Corporation meetings provide
feedback about our services.
(b) Community: We periodically survey other community agencies and the churches about
our services.
2. Briefly summarize your findings:
Our annual client survey won't be administered this year until November. Last year, client
overall satisfaction with services and with their treatment by staff and volunteers consistently
remained above 90% approval. The board of directors has been more active in soliciting
feedback about our services from churches and service clubs in which they are members.
Anecdotal & crisis line contacts show ongoing frustration with not being able to receive enough
financial assistance for utility bills from us or any source.
3. What changes have been made in response to these findings?
We continue to emphasize communication skill training & in-service training with our
volunteers. We continue to reach out to churches & community groups for emergency
assistance funds. The Crisis Center now administers the "Common Fund" on behalf of and as
requested by the Consultation of Religious Communities. We continue helping clients to
identify other resources and to educate them about billing programs with utility companies.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Self referral/advertisements -Appx. 90% of Crisis Intervention contacts,
8% of Food Bank contacts
Family/friends -24% of Food Bank contacts
University Hospitals & Clinics -6% Food Bank contacts
Emergency Housing Project -14% Food Bank/Emergency Asst. contacts
Salvation Army -7% Food Bank/Emergency Asst. contacts
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
The Rape Victim Advocacy Program and the Domestic Violence Program have a help line that is
available all day, every day. United Action for Youth has a Teen Peer Helper Line available
during selected hours and an on-call counselor available all day, every day. The Salvation Army,
& HACAP offer various forms of meals and utility assistance.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
The Crisis Center's help line and walk-in counseling offer a broad range of counseling support
options including suicide intervention (as opposed to the specialized assistance for the issues of rape
and domestic violence). In addition, the Crisis Center serves as the after hours contact for the
University of Iowa Counseling service and the information & referral services contact for the United
Way of Johnson County. There continue to be after hour contacts from mental health center clients,
j ccoghs\fundingform.doc 6
Agency Name: Crisis Center of Johnson County
for those who choose not to utilize Foundation II in Cedar Rapids (the Mental Health Center's after
hour service provider). Salvation Army no longer provides local transportation assistance. Crisis
Center provides transient transportation assistance. HACAP has a regional food reservoir, however
we provide food locally and have made purchases of food from their regional reservoir. There are a
few churches that give out food, however Crisis Center provides a more thorough assessment of
other needs.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1.Table to Table 1.We share a walk-in cooler/freezer. We
distribute the food items they rescue. We
share a community garden that they
established on-site at the Crisis Center. Crisis
Center's executive director has helped serve
as a mentor for their director as part of the
United Way's Agency Director Mentorship
Program. Food Bank Program Director
serves on their board of directors.
2.Local Homeless Coordination Board 2.We have a staff representative that meets
with area homeless service providers to
discuss issues, given support to homeless
grant project applications, and policy
advocacy with the housing trust fund.
3.Consultation of Religious Communities 3. Provide funds for emergency assistance
needs, but they ask for the Crisis Center to
assess the household's resources and to
identify other matching funds
j ccoghs\fundingform.doc 7
Agency Name: Crisis Center of Johnson County
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Increasing percentage of clients 1. We expanded services to meet
experiencing financial difficulties, community needs by:
A: Agreeing to administer the "Common
Fund" on behalf of the Consultation of
Religious Communities.
B. Participating with the Housing Trust Fund
of Johnson County to address affordable
housing issues.
2. Continuing difficulties with insurance 2. We improved organization and
coverages, productivity by:
A. Performing criminal background checks on
all agency volunteers.
B. Adding a Health Reimbursement Account
(HRA) to compensate for high deductible
health insurance coverage.
3. Increasing number of suicide related 3. We updated service delivery by:
contacts. A. Sponsoring Suicide Prevention Week and
holding various community related activities.
Items in bold & underlined are "Strategic
Directions" identified in our 5-year strategic B. Beginning an internal review of procedures
plan. & began a nationwide comparison of suicide
intervention practices which may lead to
procedural changes.
2. In what way will the needs of your service population change over the next five years?
Last year, the U.S. Agriculture Department released a report that commented on the increasing
numbers of families who are hungry or are uncertain where their next meal will come from. The
Center for Disease Control & Prevention found that hunger and obesity could coexist because many
hungry families buy high calorie foods that are low in nutrients. In addition, the CDC found that many
families choose to spend their income on fixed expenses (rent & utilities) before buying food. Crisis
Intervention and Food Bank program client interactions have shown that the number of families
experiencing financial difficulties is increasing. The Common Fund and many area church's
emergency fund sources frequently are exhausted and cannot meet the demand for assistance requests.
Case management is increasingly difficult to perform because of the volume of requests and the
scarcity of emergency assistance sources.
3. How do you plan to address these changes?
The supplemental food we offer helps people use their money for other living expenses. As our
funding sources allow, we will try to assist with utility/rent type assistance on a short-term basis. We
j ccoghs\fundingform.doc 8
Agency Name: Crisis Center of Johnson County
will continue to try and offer a balanced nutritional meal through our supplemental food assistance.
We are trying to identify funding sources to add a part-time program assistant in order to provide more
consistent support to Food bank operations.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Crisis Intervention Program Outcomes (new measurement instrument):
85% of clients identify at least one additional resource or healthy option
75% of clients agree to contact referral source(s)
75% of clients responded to de-escalation techniques or had reduced anxiety
85% of clients are more prepared to manage their concern
85% of clients believe helper was knowledgeable and/or understanding of their need/concern
85% of clients receive support or feel less alone
85% of clients feel better or more hopeful
95% of clients determined by lethality assessment to be at risk for suicide, agree to contract for
safety or put means out of site
85% of clients communicate satisfaction with services or express appreciation for services
Crisis Intervention Program Service Provision Objectives:
Objective A: Provide crisis intervention counseling to 7,000 people through 24-hour service.
Objective B: Provide Info,mation and referral to 4,000 people on Crisis Lines.
Objective C: Provide suicide intervention to 300 people.
Objective D: Provide community education & outreach to 10,000 people.
Food Bank/Emergency Assistance Program Outcomes (new measurement instrument):
75% of households agree to contact referral sources(s)
75% of households are more prepared to manage their concern
75 % of households believe helper was knowledgeable and/or understanding of their
need/concern
95% of households receive support
90% of households feel better or more hopeful
85 % of households communicate satisfaction with services
95% of households that identify food as a need indicate that they are better equipped to meet
their food needs
Food Bank/Emergency Assistance Program Service Provision Objectives:
Objective A: Provide households & individuals with food assistance during 30,000 client
contacts.
Objective B: Provide non-financial support to promote independence from assistance programs
through the Help-at-Hand case management services. Evaluate the needs & concerns of
4,000 households and provide on-going support.
Objective C: Provide 1,200 county residents with clothing assistance.
Objective D: Provide 2,000 households with emergency assistance in obtaining diapers, baby
food & infant formula.
Objective E: Provide local bus tickets to 1,300 individuals.
5. Describe the evaluation methods you use to measure the success of your services?
We do a client satisfaction survey annually for the Food Bank/Emergency Assistance clients. We
developed an outcome measurement tool for our Crisis Intervention contacts. Monthly we track our
level of service provision. We set annual service provision goals & objectives.
j ccoghs~fundingform.doc 9
Agency Name: Crisis Center of Johnson County
6. What are the results of these evaluations (outcomes)?
Crisis Intervention FY04 Program Actual Outcomes (new measurement instrument):
87% of clients identify at least one additional resource or healthy option
83% of clients agree to contact referral source(s)
78% of clients responded to de-escalation techniques or had reduced anxiety
88% of clients are more prepared to manage their concern
97% of clients believe helper was knowledgeable and/or understanding of their need/concern
93% of clients receive support or feel less alone
85% of clients feel better or more hopeful
71% of clients determined by lethality assessment to be at risk for suicide, agree to contract for
safety or put means out of site
94% of clients communicate satisfaction with services or express appreciation for services
Crisis Intervention Service Provision Objectives
Objective A. In FY04 provide crisis intervention counseling to 7,000 people through 24-hour
telephone service and walk-in service from 11 am to 11 pm daily.
Results:
· Provided 7,087 client contacts
· Provided community outreach and education services to 12,371 people
Objective B. In FY04 provide information and referral to 3,500 people on the crisis lines.
Results:
· Provided 4,605 people with referrals and information
· Provided 6,013 referrals to community resources
Objective C. In FY04 provide suicide intervention to 300 people through phone and walk-in service.
Results:
· Provided direct suicide interventions to 180 people
· Provided counseling to 322 people who indicated depression as their presenting problem
Objective D. In FY04 provide suicide prevention services to 250 individuals in area high schools &
other community venues.
Results:
· Provided suicide prevention services to 635 individuals in schools and community settings
Objective E. In FY04 provide community education and outreach through training sessions,
presentations, and other special events to more than 3,500 people.
Results:
· Provided education and outreach to 12,371 people
Food Bank Services
Objective A. In FY04 provide households & individuals with food assistance during approximately 30,000 client contacts
(duplicated) (500 households a week).
Results:
· Provided 49,004 client contacts
Emergency Assistance
j ccoghs\fundingform.doc 10
Agency Name: Crisis Center of Johnson County
Objective B. In FY04 provide non-financial support to promote independence from assistance
programs whenever appropriate through the Help-at-Hand/Case management services. Evaluate the
needs and concerns of 1,800 households and provide on-going support. Results:
· Provided case management/evaluated needs of 2,996 households
Objective C. In FY04 provide 1,200 Johnson County residents with clothing assistance.
Results:
· Provided clothing assistance to 1,782 individuals
Objective D. In FY04 provide 1,500 households with emergency assistance in obtaining diapers, baby
food, and infant formula.
Results:
· Provided 2,324 emergency diaper services
Objective E. In FY04 provide local bus tickets to 1,500 individuals. Results:
· Provided 1,191 individuals with local bus tickets
7. How do you plan to use the evaluation results to enhance/extend your services?
We use them for fundraising information/marketing. If there is an unmet need, we use it to inform
other organizations & funding organizations. We use narrative reports from client satisfaction services
to enhance our training and examine our service delivery methods. For example, we used our suicide
statistics to inform our decision about adopting the Ray of HopeTM suicide survivors support group at
the request of the local group's founder. We continue providing this group service.
8. How do your programs/services impact the community?
The Crisis Intervention program provides the community an outlet and place to have anonymous, free
counseling support that is available all day, every day. The Food Bank and Emergency Assistance that
we provide helps keep people from going hungry and allows them to use their resources to meet other
daily living needs/expenses. We provide a vehicle for a diverse group of volunteers (both our average
230 trained volunteers and hundreds of untrained people) to help others in their community. We offer
a place for area youth to fulfill service learning projects. We are a community service site for people
involved with the corrections system to perform restitution.
9. How did the agency respond to the UWJC recommendations from last year?
We developed an outcome measurement tool to assess the impact of our crisis intervention services.
We developed this instrument with the help of24-hour hotlines across the country. We reported initial
outcome results in our board of director information packets and in this application.
jccoghs\fundingform.doc 11
Agency Name: Crisis Center of Johnson County
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, te,m and end date, officers and
committee assignments. (Attach as Appendix A)
See attached.
2. How often does your board meet?
They meet once every month on the third Wednesday. Some board committees meet outside of our
regular board meeting schedule.
3. What is your average attendance at board meetings?
12 members present.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board, staff, and volunteers met to develop our five-year strategic plan in the Fall of 2000.
The board annually reviews progress on our strategic directions & movement towards our vision.
The board is actively involved in fund raising planning & resource acquisition. The programming
and planning committee recommended and the board decided to implement a criminal background
check procedure on all agency volunteers, with the assistance of staff, and in response to new
insurance coverage guidelines.
5. What type of training/orientation do board members receive?
New board members have an orientation meeting with the executive director. In addition, we have an
annual retreat to discuss our strategic plan or some aspect of board member responsibilities. Board
members are also provided information through our monthly information packets. Some board
members also attend in-service training that our regular volunteers receive. Finally, a more
experienced board member will check-in with newer members to see that their volunteer needs are
being met.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval?
Yes, we have a gift acceptance policy, an investment policy, and other procedures are reviewed
annually by our auditor. The executive director continues working on combining it all into one set
of financial procedures. Gift acceptance policy was approved in 2000. The investment policy was
approved in 2001.
7. Have you filed the bi-annual report with the Secretary of State? Yes If yes, date filed? Filed on
01/03/03. Next one is due in 2005.
8. Have you filed the IRS form 990 for the most recent year? Yes If yes, date filed? 01/20/04
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X No__
If yes,
Who completed the audit? How much did the audit cost?
Greenwood & Crim,P.C. will complete onr audit for a fee not to exceed $3,000
j ccoghs\funding form.doc 12
Agency Name: Crisis Center of Johnson County
If material weaknesses are noted in the audit, what is your plan for addressing them?
Last years audit showed none. We haven't received this year's report yet.
If you do not have an audit, what is in place to assure accountability in the agency's financial
managemem? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a [ if agency has Amount
Directors & Officers
a. fiduciary liability X $1,000,000
b. employmem practice liability X $1,000,000
General Liability X $1,000,000
Umbrella Liability
Professional Liability X $1,000,000
Property or Renters X $510,000
Vehicle X $1,000,000
j ccoghs\fundingform.doc 13
Agency Name: Crisis Center of Johnson Count~
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Employed four years at the Crisis Center. MSW degree from the University of Iowa. Member of the
Iowa Attorney General's Crisis Response Team. Former instructor at the University of Iowa School of
Social Work. Former Trainer for the National Network for Youth. Co-founder of the Iowa
Community Youth Developmem Training Institute. He was a former Crisis Center volunteer in the
1980's with both programs and served on the board of directors.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $39,472 - $53,268 1 1 1
Coordinator of Services X X X $36,000 - $43,000 1 1 1
Crisis Intervention Program X X X $26,000 - $34,500 1 1 1
Director
Food Bank/Emergency X X X $26,000 - $34,500 1 1 1
Assistance Program
Director
Volunteer Coordinator X X X $21,000 - 26,500 1 1 1
Office Manager X X X $21,000 - $26,500 1 1 1
Program Assistant $19,000 - $24,000 0 0 0.5
Office Assistants They make $7.50/hr 0.5 0.5 0.5
(work-study students) according to university policy,
we pay $1.88/hr of that
amount.
TOTAL FTEs 6.5 6.5 7
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?N/A
j ccoghs\fundingform.doc 14
Agency Name: Crisis Center of Johnson County
4. How much was spent on staff development in the last fiscal year? $1,313
5. How much is budgeted for staff development in this fiscal year? $3,000
6. What training and support opportunities are offered to staff?.
Staff participates in the same in-service training offered to volunteers. We encourage staff and
volunteers to attend a Crisis Center Convening annual conference in Chicago, IL. In addition, they
are encouraged to attend locally sponsored training offered through other agencies, like the
"Nonprofit Management Academy" and Kirkwood's "Certificate in Volunteer Management
Program." Staffmay submit request for a partial book educational reimbursement for a class taken
that will relate directly to their job duties.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
Yes No brief explanation
9. Does your agency X The last Full review was 6/21/00. The personnel committee
have personnel recommended and the board approved a change in the
policies? amount of sick leave that may be accumulated. FY03.
If yes, date board
last reviewed?
10. Does your board X Input is collected from volunteers, staff, selected funding
annually evaluate organizations, and board members. Director also completes
the director's a self evaluation.
performance?
11. Does your agency X The last description reviewed was the new volunteer
have job coordinator position in June 2002.
descriptions for
every position? The last approval was in 2000.
If yes, date of last
board approval?
12. Is there an annual X Staff sets individual goals and discusses with supervisor.
performance
review for every
staf~
j ccoghs\ftmdingform.doc 15
,Agency: Crisis Center of Johnson County
/
Section 7: Financial Management
! I
A. Three Year Historical Balance Sheet [
(As of your fiscal year-end)
FY02 --FY03 ~ FY 04
Current Assets
Cash $196,455 $132,113 $75,524
Investments $250,544 $230,711 $241,823
Receivables < 90 days $0 $0
Other
Total Current Assets $446,999 $362,824 $317,347
Other Assests
Property $568,253 $677,247
Equipment $95,978 $106,471
less depreciation ($139,630 ($165,161
Receivables > 90 days $0 $0
Other
Total Non-current Assets $524,601 $618,557 $499,069
Total Assets $971,600 $981,381 $816,416
Crisis Centsr is on a CASH Basis
FY 02 FY 03 FY 04
Current Liabilities
Accounts Payable ~ $0 $0
Payroll Taxes Payable , $0 $0 ,
Contracts Payable $0 $0
Mortgage Payable-6 months $0 $0
Total Current Liabilities $0 $0
Other Liabilities
Mortgage Payable-Balance
Other
Total Other Liabilities $0 $0 $0
Total Liabilities $0 $0 I $0
NetAssets $971,600 $981,381 $816,416
Liabilities & NetAssets I $97i,600 , $981,381 [ $816,416
~FY04 is from agency year end
Ibalance sheet & finanCial report
completed yet/I i
16
Agency:Crisis Center of Johnson County
Financial Information is: [X] entire ageniyFY 04[ ] c°unty SoP5ecific FFY Y 0;[ ]j:)rogram specific.
B. Income & Expenses
Income
Local Funding Sources
Iowa City $39,805 $37,815 $39,805
Coralville $5,600 $5,600 $6,500
Johnson County $67,752 $67,752 $69,752
United Way - Allocation $97,142 $95,967 $97,142 Dependent on Unified campaign success
- Designated Giving $10,373 $10,096 $10,200
Grants-Federal, State, Foundation $33,185 $36,776 $30,000
Net Sales of Service $0 $0 $0
Net Sales of Materials $0 $0 $0
Contributions/Fundraising $200,000 $270,000 $230,000 FY05 expecting major gift for equipment needs
Investment Income $0 $1,500 $2,000
Other _ $6,000 $1,816 I $2,000
Total Income $459,857 $527,322 . $487,399 i
Expenses
W~ges 8, Salarie~ $205,560 $213,558 $228,000 Includes raise & an additonal 0.SFTE
Benefits $38,418 $44,450 $51,000 Healthcare continues to dse
Occupancy $39,391 $51,000 $34,000~
I Equipment replacement in FY05
Non-occupanc~v $208,000 $212,000 $216,0001
Other (fundraising) $10,000 $10,000 $10,000
$501,369 $531,008 $539,000
C. Fund Balance
Revenue $459,857 $527,322 $487,3991
Carryover Balance from previous year $127,983 $86,471 $82,785
Total Operating Budget $587,840 $613,793 $570,184
Less TotalExpenses $501,369 $531,008 $539,000~
Ending Fund Balance $86,471 $82,785 $31,184
Less Restricted Balance (explain)
Carryover Fund Balance ~ $86~471 $82,785 $31~184
~Agency:Cdsis Center of Johnson County
D. BdlDonorlFunder Restricted Funds Designated for: FY 05
Cdsis Center Board On-call/All night line reimbursement $1,000 $1,000
Donors: annual campaign cod reserve $39,062 $30,000 i donor designated for food only
Memorials Programs $545 $700
Fdends of Cdsis Center (donor designated) Building expansion or equipment $11,000 $2,000 fuse for bldg. & equipment
Cdsis Center Board Retirement reserve $2,500 $2,500
Donor & Board:leftover bricks & morlar Building expansion $0 $0 use for warehouse addition
Crisis Center Board Operations month's worth of supplementl fooc
Donor holiday campaig_n Project Holiday $9,000 donor designated for food only
Board (endowment according to donors wishes) Interest income to be used for ( $278,849 rice 9-11
Total Restricted Funds $340,516
E. In Kind Support: FY 04 FY 05
ServicesNolunteers valued at ~[~$10/hour $585,000_ i 600,000
Material Goods donated canned goods . $280,000 $280,000
Space, Utilities, etc $1,000 $1,500
Other: (Please footnote) i supplies,equipment, advertising $13,000 14,000
Total In-kind Support [ $879,000 $895,500
; I
F. Grants Description/Purpose FY 04 FY 05
FEMA Fcod for transients $4,600 $4,700 $4,800
of Iowa Student Senate ;risis Intervention program $8,585 $7,076. $7,000 Unreliable fundin~ source
Community Development Grant Food Bank Warehouse Addition $0 $0 $0 ,
Foundation Grants Food Bank Operations $20,000 $25,000 j $28,000
TotalGrants $33,185 $36~776 i $39,800 '
Appendix A
CRISIS CENTER BOARD OF DIRECTORS
2004-2005
Jane Anderson, Chair (8/07)(C)(P) Kim McCoy (9/05) (C)(F)
16 Woodland Heights 2054 Southridge Drive
Iowa City, IA 52240 Coralville, IA 52241
(H) 351-3789 (O) 354-3232 (O) 358-6882 ext. 225
jeapsych~aol.com KIMBERLY MCCOY@COUNTR
YWIDE.COM
Michele Welter, Vice Chair
(10/06)(V)(P) Julia Davis (10/05) (C)(Pr)
15 Oak Park Place NE 55 Rita Lyn Court
Iowa City, IA 52240 Iowa City, IA 52245
(H) 351-6911 (H) 351-4882
Welter351 ~aol.com JMDandDGR~aol.com
Jesse Bums, Treasurer (7/07)(C)(F) Lucy David (10/04) (V)(P)
P.O. Box 158 409 Grant St.
N. Liberty, IA 52317 Iowa City, IA 52240
(O) 338-7600 ext .#2 (H) 338-0514
ldavid114@aol.com
Charles Scott (11/05) (V)(P)
834 Clark St. Steve Ballard, (1/06) (C)(F)
Iowa City, IA 52240 P.O. Box 2447
(H) 339-9403 Iowa City, IA 52244-2447
cascott~avalon.net (H) 354-0662 (O) 338-7551
sballard lhtw@quest.net
Doug Swailes (10/04) (V)(P)
531 Southgate Ave. Tom Suter (1/06) (C)(Pr)
Iowa City, IA 52240 2255 Balsam Court
(H) 648-4084 (O) 338-8939 Iowa City, IA 52240
amsmachine~mcleodusa.net (H) 337-4292 (O) 354-1242
Suterman7~aol.com
Ron Hall (1/06) (C)(P)
c/o Mercy Hospital Judy Atkins (11/05) (V)(P)
500 E. Market St. 539 Smart Court
Iowa City, IA 52245 Iowa City, IA 52245
(H) (319) 653-3763 (O) 688-7193 (H) 351-4171
Ron. Hall~mercyic.org JAtkins~aol.com
Molly Kellor (9/05) (V)(S)(Pr) (C) = Community Representative
416 S. Linn St. #9 (V) = Volunteer Representative
Iowa City, IA 52240 (S) = University Student
(H) 887-0900 (F) = Finance Committee
mkellor@blue.weeg.uiowa.edu (P) = Programming Committee
(Pr) = Personnel Committee
9/21/04
[J~ · Crisis Center CrisisLine (319) 351-0140
1121 Gilbert Court Business Line (319) 351-2726
Iowa City, Iowa 52240-4528 Food Bank (319) 351-0128
· Cris/s Center~ Fax (319) 351-4671
www. JohnsonCountyCrisisCenter. org
, E-mail: rwilburn@mynav, net
'*LP Appendix B
Table of Organization
Board of Directors
15 members total (8 community
members, 5 active volunteers, 1
President of the Corporation and 1
University of Iowa Student Volunteer)
Executive Director
Coordinator of Services
Office Crisis Food Bank Volunteer
Manager Intervention Program Coordinator
Program Director Director
Office Assistant [ Trained Program Volunteers
(work study) I Community Service Volunteers
Organized Volunteer Groups
Sporadic Volunteers
All trained volunteers in good standing have
input into policy decisions through meetings
of the Corporation & volunteer
representatives on the Board of Directors
^ )
Section 1: Background
Agency Name: Domestic Violence Intervention Program (DVIP)
Address: P.O. Box 3170 Iowa City, Iowa 52244-3170 Phone: 319-351-1042
Director Name: Kristie Doser, Interim Co-Director Signature: ~
Bd. Pres Name: Mary Brown and Kathy Vyrostek Signature:~
Request Completed By: Kristie Doser & Sheri Gilds Date: 9/24/04
Check Your Agency's Budget Year:
1/1-12/31__ 7/1-6/30~x 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Budget
$49,238 $51,552 $56,702 8.55%
FY 04 FY 05 FY 06
$52,303 $49,688 $52,172 7.87%
$55,687 $56,801 $59,640 9.00%
$3,475 $3,700 $3,885 0.06%
What were local funds used for this year:
Operations, Salaries and Benefits
What will next year's local funds be used for?
Operations, Salaries and Benefits
Explain or justify any significant increase in funding request.
Agency Mission Statement:
The Domestic Violence Intervention Program was founded on the belief that everyone has the
right to live free of fear and harm. Our mission is to end domestic violence through support,
advocacy, shelter and education.
Summarize your programs and services:
DVIP's funding request is for the entire agency. DVIP serves victims of domestic abuse, their
children and non-offending family or friends. DVIP provides the following crisis intervention
and violence prevention services:
Economic Advocacy includes advocating for victims accessing financial assistance resources,
housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a
service for long-range financial planning, job preparation and resume development. This service,
along with the Life Issues groups focuses heavily on securing independence and preventing
future violence.
Agency: Domestic Violence Intervention Program (DVIP)
Support Groups have become a critical aspect of DVIP services. We are no longer able to offer
one-to-one support as we have in the past due to funding reductions of $146,000.00 over the last
five years. We have two types of group - Support and Life Issues. Support groups foster
empowerment and provide an opportunity for victims to come together to discuss the impact of
domestic violence and healing. Life Issues groups focus on barriers victims face individually or
in the community in reaching their personal goals. Life Issues groups include the following
topics:
· Boundaries and Healthy Relationships
· Safety Plarming
· Housing
· Employment
· Education
· Finances and Economic Self-Sufficiency
· Identifying Personal Strengths
Counseling is available 8:00am - 11:00pm and during crisis situations outside that time period.
Staff and volunteers utilize Brief Solution Based and Peer Counseling methods.
24-Hour Hotline is available to victims of domestic abuse, their children, family and friends for
crisis intervention, support, information and referral. DVIP provides paid staff and volunteers to
assist victims 24 hours/7 days a week. In addition, DVIP has access to the Language Line. The
Language Line is a contracted phone service that provides interpreters for 140 languages which
can be accessed within minutes, 24 hours a day. This service is critical as Johnson County
supports a very diverse population.
Shelter is available to women and youth when staying in their current situation is no longer safe.
Individuals and families stay in shelter for as long as 90 days, the average length of stay is 45
days. Residents share in household chores, cook their own meals and are responsible for
maintaining their rooms. Residents attend two house meetings per week to discuss issues related
to domestic violence and community living issues. Residents gather information from staff,
support from each other and referrals related to life issues, such as financial resources, housing
and employment.
Criminal Justice Advocacy includes both crisis and on-going support in working with the
criminal justice system. DVIP advocates are members of the Domestic Abuse Response Team
(DART) which works to improve prosecution of domestic abuse assault. Some additional ways
that staff and volunteers assist victims include:
· Obtaining emergency Pro Se No-Contact Orders.
· Victims involved with criminal proceedings (typically cases where their partner is the
defendant).
· Civil proceedings such as divorce or custody cases.
· VAWA (Violence Against Women Act, Federal Govt. 1994) petition that provides
safety and asylum for battered immigrant women.
· Women and youth involved with the Department of Human Services or the juvenile
justice system.
j ccoghs\funding forra, doc 2
Agency: Domestic Violence Intervention Program (DVIP)
General Advocacy: Domestic violence affects many aspects of victims' lives. General
Advocacy involves working with many fields, including healthcare professionals, faith-based
communities, schools, employers and a wide range of groups, on behalf of individual victims
and/or domestic abuse victims as a larger group.
Youth Services include all of the previously listed services, however supporting victims under
age 18. In addition, our youth services include work with area schools (registering youth shelter
residents, tutoring, violence prevention curriculum with area schools), in and out of shelter
recreational activities, Family Night and Movie Night at the shelter, and weekly field trips.
Education Services provide for the following: · Volunteer and Staff Training
· Community Speaking Engagements
· Education Materials - for clients and community
· Annual Newsletter
· Media - article series, letters to the editor, press releases and announcements
· Professional Training and Consultation
· Brochures, Handouts and Posters
List any accreditation and licensure your agency currently has. Explain.
DVIP is not an accredited agency. Some fundcrs conduct site visits, on which specific
contractual criteria are scored. DVIP is a member of the Iowa Coalition Against Domestic
Violence (ICADV). Any employee working for an agency that is a member of the Iowa Coalition
Against Domestic Violence is required to bc state certified as a Domestic Abuse Advocate at
level I, II, or III. The three certification levels specify the types of services that can be provided
by employees working in the domestic violence field. Advocates must maintain their
certification through a continuing education process each year.
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
DVP is celebrating its 25th anniversary this year! In the past twenty five years, DVIP has
offered domestic violence services to nearly 24,000 women, children and men, and has received
over 208,000 hotline calls. In 1977, the University of Iowa's Women's Resource and Action
Center (WRAC) received a one-year federal CETA Grant to explore the scope and incidence of
domestic violence in the Johnson County community. Responding to those needs, volunteers
quickly established a safe home network, referral services and limited emergency. By 1978 the
community's need for a domestic violence shelter and support services had become obvious and
in May 1979 Aid & Alternatives to Victims of Spouse Abuse was established through Iowa
City's Crisis Center. But it was in October of 1980 that the Domestic Violence Intervention
Program (DVIP) was incorporated and a shelter officially established in Iowa City.
By 1986 DVIP had added a second staff position to provide counseling, community outreach and
education. This was the same year Iowa's mandatory arrest law took effect - profoundly
impacting our community's perception of battering. DVIP also experienced a 300% increase in
service requests that year. At that time, DVIP worked with other community based organizations
to create a coordinated response to domestic violence. As a result of this work, DVIP helped to
form a unique local coalition with the County Attorney's Office, Law Enforcement, and Johnson
County service agencies. This coalition served as a state model for comprehensive service
delivery to battered women and their children. That success continues today in the Johnson
j ccoghs\funding form. doc 3
Agency: Domestic Violence Intervention Program (DVIP)
County Coalition Against Domestic Violence, and collaborations that have developed from this
important community partnership.
One of our greatest accomplishments came in 1993, when DVIP moved into a newly constructed
13 bedroom shelter. With tremendous community support, the mortgage was successfully retired
in 2001 -just eight years later.
Since the early 1990's, the most dramatic changes have been in funding and its affect on services.
In the mid 90's we saw increases in funding that allowed for more comprehensive advocacy and
counseling services, and the addition of a community based education program. But in 2000,
funding resources began losing ground.
In the past five years we have absorbed funding losses by attrition, shaving expenses, and greatly
diminishing non-direct service related activities. We continue to rely heavily on temporary staff
positions - specifically Work-Study students from the University of Iowa. In 2002 and 2003
DVIP suffered a devastating set back when state legislators saw fit to remove the states budget
line item, cutting more than $2 Million dollars that supported victims of domestic violence.
While the 2004 legislative session saw the restoration of the state budget line item, it was for
only $5,000.00 - an allocation of approximately $140.00 to each domestic violence program in
Iowa.
Regardless of recent struggles, we strive to improve and grow. Over the past year, the DVIP
Board of Directors and committed community members launched The DVIP Foundation. The
DVIP Foundation is a separate 501(c)3, not-for-profit organization. The Foundation created an
endowment aimed at stabilizing the DVIP's ability to serve victims of domestic violence. This
year we celebrate 25 years of the Johnson County community's and DVIP's commitment to
ending domestic violence.
Section 2: Client Profile
~ ~ FY03 ,'Y04
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 555 466
Coralville) did your al~ency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 401 316
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 101 84
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 71 Female: 756 Caucasian 481
6-17 138 Male 105 African American 212
18-29 274 Hispanic 90
30-61 352 Asian/Pacific Islander 10
62-75 3 Native American 8
Unknown 23 Other or Unknown 60
3. Briefly describe your service population.
DVIP serves women and men victims of domestic abuse, their children and loved ones. Johnson
County residents receive support, advocacy, shelter and education. 466 of 861 clients served
were from the Johnson County area. An additional 146 were served from our extended service
j ccoghs\funding form. doc 4
Agency: Domestic Violence Intervention Program (DVIP)
catchments area, including Cedar, Iowa, Jones and Washington Counties. Finally, 249
individuals from outside our service area received support services. Services provided to
individuals outside our catchments area are approximately 25% of total services. Domestic
violence is a lethal crime; batterers on average stalk their partners for 21 months1. It is not
surprising that some victims are forced to leave their home community to seek safety. DVIP
works closely with shelters across the state when Johnson County victims also face this difficult
reality.
4. How do you determine eligibility for services?
Eligibility is determined through personal contact with individuals, sometimes made by referral
through resources within the community. Individuals, adult or youth, directly affected by
domestic violence are identified as primary victims. Individuals affected by abuse committed
against a loved one are identified as secondary victims. Staff determine eligibility based on
statements about past abuse, current abuse and current level of lethality. Eligibility for DVIP
youth services is limited to children whose parent is receiving DVIP services.
Based on the expressed goals and objectives of the individual, DVIP staff will work with the
client providing information, referrals, advocacy and support through our 24 hour crisis line,
legal/social services advocacy, individual peer counseling and support groups. In relation to safe
shelter, eligibility is based on lethality or danger levels, and shelter capacity. DVIP shelter
services are often at capacity. Priority is given to victims in the most physical danger, in our
service catchments area.
5. Are there fees for your services? Yes No__x__
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served:
DVIP serves all of Johnson County. DVIP's offices and shelter are based in Iowa City.
Advocates are available to provide legal/social services advocacy in surrounding communities
and rural areas. Individual peer counseling and support groups are primarily, but not
exclusively, held in our Iowa City offices. We provide printed materials, such as brochures and
posters throughout Johnson County. DVIP's toll-free crisis line is available within Iowa, and
provides a safe alternative to long-distance calls that may be monitored by a batterer.
Services Provided:
24 hour hotline, information, referrals, legal/social services advocacy, and individual peer
counseling. Safe shelter and support groups are provided at our Iowa City location.
North Liberty: 25 victims served
Other Johnson County: 31 victims served
B. Do you provide services to areas outside of Johnson County?
Area(s) served:
In addition to Johnson County, our service catchments area includes Cedar, Iowa, Jones, and
Washington Counties.
Center for Policy Research, Stalking in America, July 1997.
j ccoghs\funding form. doc 5
Agency: Domestic Violence Intervention Program (DVIP)
Services Provided:
24 hour hotline, information, referrals, legal/social services advocacy, and individual peer
counseling. Safe shelter and support groups are provided at our Iowa City location.
Funding sources for services outside of Johnson County: · Washington County Decategorization Funding, Department of Human Services
· Washington County Coalition Against Domestic Violence
· Federal funding - Family Violence Prevention Funds, Victims of Crime Act, Crime
Victim Assistance Division Funds to provide services in Cedar, Iowa, Jones, and
Washington Counties.
Section 3: Community Relations
1. How do you assess satisfaction with your services?
(a) Client: DVIP clients receive an agency evaluation form to complete and return. This
fiscal year DVIP is also incorporating focus groups for evaluation of services.
Information fi.om these evaluation tools are compiled and assessed for service
satisfaction, as well as gaps in service. DVIP utilizes surveys and anecdotal feedback
from youth and adult clients.
· Community: It has been five years since DV1P conducted community satisfaction assessment.
Our community assessment includes a survey of donors, collaborating
agencies/organizations and other interested community members. This will be included in
FY 06 agency goals and objectives.
2. Briefly summarize your findings:
· Clients identified having to stay in shelter longer because resources in the community have
dropped drastically in the past 18 months. Clients specifically identify waiting lists for
resources, such as the nearly two year waiting list for subsidized housing support, as their
largest barriers to independence and prevention of future violence.
· Clients identify staying in shelter longer creates more stress for families and single women.
The average length of stay for shelter residents was 26 days in FY 03, and 45 days in FY
04.
· The need for individualized outreach services (legal/social services advocacy and individual
counseling) outpaces the resources available.
· The need for shelter is greater than our capacity at any given time.
3. What changes have been made in response to these findings?
· The current waiting list for Section Eight Housing vouchers is almost two years. DVIP
staff have worked collaboratively with the Local Homeless Coordinating Board, City of
Iowa City and participated in community efforts to address the growing need for
appropriate affordable housing.
· DVIP has developed a series of volunteer and staff led activities to improve the quality of
life for women and youth living in shelter. The activities have a broad range, for example:
movie night, ice cream eating contests, spa night, dances, family fun activities, exercise and
many more. The activities break down barriers between residents and foster empathy and
cooperative living.
· The number of staff available to provide individual services, primarily counseling, has
decreased dramatically, due to budget cuts over the past five years. In response, outreach
staff have developed the "Living Well" support group series. The group format allows us
jccoghs\fundingform, doc 6
Agency: Domestic Violence Intervention Program (DVIP)
to utilize staff time more efficiently and encourages clients to support each other. The goal
of the support groups is to address many of the life and advocacy issues clients have
brought to staff for individual support and address it in a group setting where clients can
share information and support with each other. The Living Well groups address issues
related to domestic violence, safety planning, housing, economics, community resources
and self-care. This group was developed with our shelter residents. In addition to groups
held at DVIP, we are currently looking at a Living Well series for clients referred to us by
the following organizations: The Department of Human Services, The Department of
Corrections, MECCA and other groups that mandate domestic violence counseling for their
clients.
· Last year we increased our shelter capacity to 40. The increase in average length of stay,
coupled with fewer staff and corresponding increased expense associated with sheltering 40
people nightly, forced DVIP to lower our capacity to 35. This limit is up from the 2002
capacity of 25. Lack of transitional housing also impacts our capacity and victims efforts to
be independent of a violent partner.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Word of mouth or self-seeking 60%
Other shelters 20%
Area law enforcement 10%
Social and community service agencies 10%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
DVIP offers unduplicated services for adult victims of domestic violence and their children in the
Johnson County area.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
DVIP provides unduplicated services in the Johnson County area. DVIP is the only agency
whose sole mission is to serve victims of domestic violence. Since 1980 DVIP has offered the
only safe shelter program to victims of domestic violence in our five county service area. DVIP
offers the following unique services to victims:
· Economic Self-Sufficiency - to prevent violence and educate victims seeking
independence from an abusive partner.
· Criminal Justice Advocacy - to advocate for the rights and wishes of domestic violence
victims.
· Advocacy - in response to social services, healthcare, housing and employment issues
· Prevention services for adults and youth - to impact the changing nature of intimate
relationships.
· 24 Hour Hotline - to respond to the emotional impacts of violent crime.
· Safe Shelter - to provide a safe haven from violent crime.
· Community education - to improve our community's response to and awareness of
domestic violence as a crime.
j ccoghs\fundingform, doc 7
Agency: Domestic Violence Intervention Program (DVIP)
In addition to direct support services, DVP actively pursues social change to benefit victims of
domestic violence. DVIP educates the community to break down barriers and dismantle victim
blaming language and behaviors. DVIP, in collaboration with victims and the Iowa Coalition
Against Domestic Violence, has worked with legislators to improve laws and criminal justice
resources.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Johnson County Coalition Against Domestic 1. JCCADV is a collaboration of community
Violence (JCCADV) organizations and individuals committed to
ending domestic violence. Their mission is to
provide education and promote collaborations
that support community services and social
change efforts.
2. The Department of Human Services 2. Multi-disciplinary meetings related to joint
DHS, domestic violence cases. DVIP and
DHS are currently participating in a pilot
program that utilizes Family Team Meetings
- cooperative case planning with family
members leading goal development.
3. Domestic Abuse Response Team (DART) 3. DART is a criminal justice team that
includes a DVIP Advocate, Iowa City Police
Department Detective and a Johnson County
Attorney. The team's goal is to improve
investigation and prosecution of domestic
abuse cases and provide support to victims
throughout the criminal justice process.
DVIP accompanies the ICPD Detective
during follow-up investigations and advocates
for victims in criminal cases.
j ccoghs~unding form. doc 8
Agency: Domestic Violence Intervention Program (DVIP)
Section 4: Strategic Planning and Agenc,y Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency
is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Challenge - with fewer staff (due to funding 1. DVIP has increased the number of support
cuts), it has become increasingly difficult to and life issues based groups over the past
provide individuals adequate one-to-one year. Groups also provide an opportunity for
services to meet the demand/need of DVIP clients to support each other. Clients have
clients, identified that groups are effective and
extremely helpful. Some information and
resources cannot be provided in a group
setting and individual services are provided
when needed.
2. A continuing challenge this year will be 2. DVIP will continue to work
working with Iowa Legislators to restore state collaboratively with adult and youth victims
funding at previous levels of $2 Million dollars in sharing their concems with legislators.
to domestic violence programs, versus the DVIP Board of Directors will participate in
$5,000.00 allocated in 2004.. education and lobbying efforts. DVIP will
continue to work closely with the Iowa
Coalition Against Domestic Violence and
their efforts to increase funding for victims.
3. An opportunity we are delighted to have is 3. Our primary goals in celebrating our 25th
celebrating the diverse and rich history we have anniversary are:
shared with the Johnson County Community. · Honoring the women and children we
Ending domestic violence is the core vision of have been privileged to support.
our mission statement and our 25th anniversary · Thanking the volunteers and staff who
affords us the opportunity to mark have committed their time and energy to
accomplishments along that path. victims of domestic violence.
· Celebrating the strides made towards
ending domestic violence.
Towards these ends, DVIP Board members
are contacting donors and supporters to thank
them for their efforts and seek their feedback
about the goals and mission of DVIP.
2. In what way will the needs of your service population change over the next five years?
A) The lack of affordable housing is perhaps one of the most critical issues facing victims of
domestic violence - victims who are striving to escape abuse.
B) Battered Immigrant women face additional barriers in the United States. Many battered
immigrant women are reliant on their abusive partners to stay legally in the United States. They
may not be eligible to hold a job. In addition, battered immigrant women are not typically
eligible for housing or economic assistance. Although receiving asylum will alleviate these
j ccoghs~funding form. doc 9
Agency: Domestic Violence Intervention Program (DVIP)
issues, the application process is legally complicated and lengthy (ranging from nine months to
two years).
C) Collaborations with and the expectations of the Department of Human Services have increased
dramatically over the past five years. DHS now includes a domestic violence component as
mandatory services in their case management plan, when domestic violence is assessed as
impacting a family. Clients are required to utilize DVIP services in many DHS family
preservation or reunification plans. Staff to provide these mandated services are needed.
3. How do you plan to address these changes?
A) Transitional housing is a resource that is in high demand, but low supply. At a time when
Section Eight Housing vouchers are on an almost two year waiting list, transitional housing is a
resource that is appealing. The Iowa Coalition Against Domestic Violence is researching the
needs for victims of domestic violence. DVIP is just beginning to work with the state coalition
in exploring options. Currently there are waiting lists for families with children seeking
transitional housing in Johnson. Priority is given to families with children, and there is almost
no transitional housing for single women without children - including victims of domestic
violence.
B) DVIP continues to assist battered immigrant women self-petition for the legal right to stay in
the United States, regardless of their partner's legal status. The Violence Against Women Act
provides for legal protection of immigrant and non-immigrant status women. DVIP continues
to seek Iowa attorneys with expertise in this area for referral purposes and advocacy training
for staff to improve DVIP's support services.
C) DVIP's collaboration with DHS is moving beyond community cooperation to specific services
and programming developed through research and devised curriculum. We will seek funds
and/or contracts to support these collaborative efforts and mandated services.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?). · Adult and Youth clients of DVIP will be able to identify a safety plan.
· Adult and Youth clients of DVIP will be able to identify three abusive tactics on the power
and control wheel.
· Adult clients will be able to identify two new resources they didn't know about before
contacting DVIP.
5. Describe the evaluation methods you use to measure the success of your services?
The data source is forms clients complete. The method for evaluation is collecting and
tabulation. Indicators will include:
· The percent of adult and youth clients able to identify a safety plan.
· The percent of clients, adult and youth, able to identify abusive behaviors.
· The percent of adult clients able to identify new (to them) resources in the community.
6. What are the results of these evaluations (outcomes)?
· 100% of adult and 67% youth participants completed a safety plan outcome measure form.
· 100% of adult and youth participants completed a power & control wheel outcome measure
form.
100% identified at least 2 controlling behaviors
77% identified 3 controlling behaviors
69% identified 4 controlling behaviors
62% identified 6 controlling behaviors
46% identified 8 controlling behaviors
j ccoghs~fundingforrn, doc 10
Agency: Domestic Violence Intervention Program (DVIP)
100% completed resources outcome measure form.
~' 86% were able to list at least two new resources available to them they learned
about while at DVIP.
Additional youth outcome measures from a collaborative project with Johnson County Juvenile
Justice and Youth Development:
1. 50% of students will receive scholarships and/or opportunities to participate in community
activities and programs. The group attained a 76% rate on this item.
2. 80% of school age clients will be able to identify issues of power and control in intimate
relationships. The group attained an 88% rate on this item.
3. 80% of families served will be given appropriate referrals based on self identified needs
regarding domestic violence surrounding youths. The group attained a 95% rate on this item.
4. 80% of adult clients will be able to identify effects of domestic violence on youth. The
group did not measure this item the first half of the year and attained a 55% rate on the second
half of the year.
7. How do you plan to use the evaluation results to enhance/extend your services?
Evaluating baseline crisis intervention services informs the agency of the effectiveness of
services provided. Outcomes help determine training needs, resource needs and mission focus.
8. How do your programs/services impact the community?
· DVIP provides safety, information and support to victims of domestic violence.
· DVIP improves the lives and safety of our community members and increases
accountability for perpetrators of violent crime.
DVIP assists employers in maintaining a safe working environment and the continued
employment of battered women.
· DVIP provides technical assistance to area hospitals and medical personnel in developing
tools to assess, intervene and refer victims of domestic violence to appropriate services.
· DVIP sheltered 275 women and children during FY04, providing 12,335 nights of safety.
· Additionally, 586 women, men and children from our community accessed support
services, including criminal justice advocacy, general advocacy, individual and group peer
counseling.
· DVIP provided 117 educational seminars and training to more than 4,000 individuals in
Johnson County.
9. How did the agency respond to the UWJC recommendations from last year?
United Way of Johnson County had the following recommendations for DVIP last year:
· "The Panel encourages DVIP to continue to develop and diversify its board of directors in
order to meet current challenges."
The DVIP Board of Directors has made a specific commitment to diversifying and
increasing the board. Board development is a part of every board meeting. The goal
of board development is to identify key professions and then individuals that can lend
their expertise to the agency. Three board members have been added in the past year,
providing shared expertise in the following areas: employment law, fundraising,
jccoghs~fundingform, doc 11
Agency: Domestic Violence Intervention Program (DVIP)
activism, public health and volunteer program development. Areas we will focus on
this year include building maintenance and diverse populations' representation.
The board has evaluated key concerns related to board retention and have instituted a
mentoring program for new board members to aid their orientation.
· "Finally, the Panel recommends that DVIP work aggressively to diversify and stabilize its
funding base."
Over the past two years DVIP has developed a Foundation, whose primary goal is to
stabilize DVIP's funding base. The fund balance, including pledges, since May 04 is
$35,000.00.
In addition to creating the Foundation, DVIP board members have received
fundraising training and are developing a plan to increase our community donor base.
Finally, DVIP administrative staff has applied for three new grants in the past six
months.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A) See attached Appendix A.
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? 90% of members meet consistently
4. How is the board involved in strategic planning, fund development, and governance of the agency?
DVIP Board of Directors completes strategic planning on an annual or bi-annual basis. They are a
governing board and review current policies on an annual or bi-annual basis. This year's objectives
have included the DVIP Foundation, reviewing current policies, creating a safety and
confidentiality policy handbook for staff and board development.
5. What type of training/orientation do board members receive?
DVIP's board orientation and training process is being reviewed and updated. Currently, Board
members, upon acceptance to the board, are oriented by the Executive Director and/or Board
Chairs. The orientation includes meetings to receive a tour of the agency, meet staff and review
the board manual. A recent addition to our board orientation is the assignment ora current board
member as mentor. The mentor's role is to provide an outlet for questions and processing of new
information. All new board members receive a manual that includes historical information, board
member goals and expectations, by-law and policy information and current activities of the board.
Board members attend approximately 4-8 hours of DVIP's advocate training to gain knowledge of
agency services, philosophy and the impact of domestic violence on individuals and our
community.
6. Does your agency have written policies and procedures for financial management? Yes If yes,
date of last board approval? August 2004
7. Have you filed the bi-annual report with the Secretary of State? Yes If yes, date filed? 3/24/03
j ccoghs\fimding form. doc 12
Agency: Domestic Violence Intervention Program (DVIP)
8. Have you filed the IRS form 990 for the most recent year? Yes, and FY04 IRS form 990 will be
filed on or before the 11/15/04 due date.
9. Does your agency have a yearly audit? Yes__x No
If yes,
Who completed the audit? Clifton Gunderson How much did the audit cost? $4,150.00
If material weaknesses are noted in the audit, what is your plan for addressing them? Not
applicable, as there were no material weaknesses cited.
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a checkmark if Amount
agency has
Directors & O£~cers .~ $1 Million
a. fiduciary liability
b. employment practice liability
General Liability ~ $1 Million /
$2 Million
Umbrella Liability no
Professional Liability ~ $1 Million /
$2 Million
Property or Renters ~/' $766,000.00
for Building
Property
$57,500.00
for Contents
Vehicle ~ $300,000
Liability
j ccoghs\funding form. doc 13
Agency: Domestic Violence Intervention Program (DVIP)
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications. Cris Kinkead
was employed as Executive Director of DVIP for 11 years and has been on sabbatical since
October 2003. In Cris' absence, Interim Directors Kristie Doser, CDAA III (18 years domestic
violence field experience, 13 years in a supervisory capacity, 11 years with DVIP), Sheri Gilds (14
years domestic violence field experience, 9 years with DVIP) and Ellen McCabe (more than 13
years in a leadership role at human services agencies in Johnson County) have provided agency
guidance. Cris resigned the Executive Director position September 2004. A director search will
begin in October 2004.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director/Interim X X X $39,000 to $50,000 annual salary 1 1 1
Co-Directors
Director of Finance X X X $28,000 to $40,000 annual salary 1 1 1
Director of Client X X X $28,000 to $40,000 annual salary 1 1 1
Advocacy Services
Director of Shelter X X X $28,000 to $40,000 annual salary 1 .5 0
Services2
Director of Volnntccr X X X $28,000 to $40,000 annual salary 0 .5 1
Services3
Director of Youth Services X X X $28,000 to $40,000 annual salary 1 1 1
House Monitors X X X $13,300 to $17,472 annual salary 2.75 2.75 2.75
Living Quarters Provided
House Manager X X X $10 to $14 per hour .75 1 !
Client Advocacy Services X X X $1 ! to $ !7 per hour 3.25 3 3
Coordinators
Youth Advocate X X X $9 to $13 per hour 2 !.75 1.75
Shelter Advocates-PT $9 to $12 per hour 2.25 2.25 2.25
Work-Study Positions
Subs for Shelter Coverage $8 to $12 per hour .5 .5 .5
Furniture Project X X X $10 to $14 per hour .25 0
Coordinator Program Ended
Americorps $9600.00 Living Stipend .25 0
Program Ended
TOTAL FTEs 17 16.25 16.25
2 The Director of Shelter Services duties are being absorbed by the Director of Client Advocacy Services. Last year the
position of House Manager was added to assist in this transition.
3 Over the past several years the volunteer program has been supervised by an Americorps Position. Creating a full-time
position, reflects DVIP's continued commitment to volunteer support of services and the agency.
j ccoghs\funding form. doc 14
Agency: Domestic Violence Intervention Program (DVIP)
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 16.05 of 16.25 this year.
4. How much was spent on staff development in the last fiscal year? $2,169.00
5. How much is budgeted for staff development in this fiscal year? $2,000.00
6. What training and support opportunities are offered to staff?. · In-Service trainings provided by area agencies.
Trainings provided by or sanctioned by the Iowa Coalition Against Domestic Violence for
continuing education credit towards certification (Certified Domestic Abuse Advocate,
Level I, II, or III).
· Staff time for conferences and seminars.
· Team Building activities at staff meetings.
· Yearly staff planning retreat.
7. Please attach current organizational chart as Appendix B. See Attached Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 5%
Yes No brief explanation
9. Does your agency x Last completed - September 2003. Board is currently
have personnel reviewing policies. In addition, the DVIP Board is adopting
policies? Safety and Confidentiality policies this fall.
If yes, date board
last reviewed?
10. Does your board x Completed December 2003
annually evaluate
the director's
performance?
11. Does your agency x January 2003
have job
descriptions for
every position?
If yes, date of last
board approval?
12. Is them an annual x October 2003
performance
review for every
staff?.
j ccoghsLfunding form. doc 15
Agency: Domestic Violence Intervention Program (DVIP)
Section 7: Financial Mana..ement
A. Three Year Historical Balance Sheet (1)
(As of your fiscal year-end)
FY 02 FY 03 FY 04
Current Assets
Cash $139,900 $155,418 $124,593
Accounts Receivable $0 $3,787 $1,975
Grant Receivable $28,718 $43,540 $35,359
Pledges Receivable $2,600 $900 $0
Prepaid Expenses $5,382 $8,942 $7,500
Total Current Assets $176,600 $212,587 $169,427
Other Assets
Land $85,000 $85,000 $85,000
Building & Improvements $552,762 $553,794 $555,294
Equipment $76,829 $69,906 $71,738
Vehicles $43,203 $43,203 $32,000
less accumulated depreciation ($185,620) ($199,345) ($214,700)
Total Non-current Assets $572,174 $552,558 $529,332
Total Assets $748,774 $765,145 $698,759
FY 02 FY 03 FY 04
Current Liabilities
Accounts Payable $4,757 $4,929 $0
Compensated absences (2) $12,903 $15,747 $15,000
Accrued payroll $8,360 $10,376 $7,324
Deferred revenue $0 $0 $0
Other (3) $8,004 $8,004 $8,004
Total Current Liabilities $34,024 $39,056 $30,328
Other Liabilities
Mortgage Payable-Balance $0 $0 $0
Lon~] Term Liability (4) $47,964 $39,960 $31,956
Total Other Liabilities $47,964 $39,960 $31,956
Total Liabilities $81,988 $79,016 $62,284
Net Assets $666,786 $686,129 $636,475
Liabilities & Net Assets $748,774 $765,145 $698,759
1. FY 04 Balance Sheet figures are estimated prior to completion of annual audit.
2. Compensated absences is accrued vacation as of end of fiscal year.
3. "Other" liability is current year amount of CDBG forgivable loan.
4. Long Term Liability is CDBG forgivable loan carried to FY09.
j c coghs\funding form. doc 16
Agency: Domestic Violence Intervention Program (DVIP)
Finanacial Information Is: [ X ] entire agency [ ] county specific [ ] program specific
B. Income & Expenses FY04 FY05 FY06
Income
Local Funding Soumes
Iowa City $52,303 $49,688 $52,172 requesting 5% increase
Coralville $3,475 $3,700 $3,885 requesting 5% increase
Johnson County $55,687 $56,801 $59,640 requesting 5% increase
United Way - Allocation $49,238 $51,552 $56,702 requesting 10% increase
- Designated Giving $15,154 $14,401 $14,401 no anticipated change
Anticipated funding continuity at Federal,
Grants-Federal, State, Foundation $344,081 $367,014 $360,000 State, and Foundation levels.
Wine event will not be held in FY05 due to
close proximity to 25th Anniversary GALA
celebration in April 2005. $10,000
anticipated income. Increased fundraising
Contributions/Fundraising (1) $94,152 $88,220 $105,000 efforts anticipated for FY06.
Redirection of carryover funds to increase
Investment Income $621 $600 $1,200 eamings.
Other
Restricted Income (2) $21,106 $7,200 $10,000
Total Income $635,817 $639,176 $663,000
Expenses
Reduced staffing in FY05 due to funding
cuts. Cost of living and/or minimal merit
Wages & Salaries $416,723 $413,500 $425,000 raises budgeted for FY06.
Reduced benefits in FY05 due to staff
reductions. We are researching short term
disability & life insurance to offer as part of
Benefits $97,442 $91,600 $95,000 our benefit package.
Increased occupancy costs due to increase
in total shelter nights and longer average
Occupancy $54,112 $60,415 $65,000 length of stay.
Additional expenses of $10,000 for the 25th
Non-occupancy $54,941 $64,780 $68,000 Anniversary GALA planned for Apd12005.
Restricted Expenditures (2) $28,131 $9,074 $10,000
Total Expenses $65t ,349 $639,369 $663,000
C. Fund Balance FY04 FY05 FY06
Revenue $635,817 $639,176 $663,000
Carryover funds used in FY04 and FY05 to
Carryover Balance from previous yr $123,181 $94,042 $82,116 offset funding cuts.
Total Operatin~l Budget $758,998 $733,218 $745,116
Less Total Expenses $651,349 $639,369 $663,000
Endin~l Fund Balance $t07,649 $93,849 $82,116
Less Restricted Balance (explain) $13,607 $11,733I $11,733t
Carryover Fund Balance $94,042 $82,116 $70,383
1. FY04 contributions included a one time local donation over $5,000 not anticipated to be continued.
The proceeds of DVlP's annual Wine-Event for FY04 were designated to be a seed in the start up of the DVlP Foundation Fund.
2. FY04 restricted income and expense items include memorial donations totaling $ that were used to start the DVlP Foundation Fund.
j ccoghs\funding form. doc 17
Agency: Domestic Violence Intervention Program (DVIP)
D. Bd/Donor/Funder Restricted
Funds Desi~lnated for: FY04 FY05 FY06
Crime Victim Assistance salaries & benefits $75,083 $74,044 $71,000
Family Violence Prevention salaries & benefits $47,553 $55,409 $50,000
Victim of CrimeAct salaries & benefits $137,932 $150,860 $140,000
Emergency Shelter Grant operating expenses $22,800 $22,800 $25,000
City of Iowa City: Landfill Furniture Project $8,825 $0 $0
Chase Manhattan Bank Youth Services salaries & benefits $8,000 $20,000 $20,000
Juvenile Crime Prevention Youth Services salaries & benefits $11,044 $11,539 $12,000
University of Northern Iowa MECCA collaboration $7,192 $0 $0
Washington County Coalition & Decat Washington County pt staffing $9,037 $7,300 $9,000
FEMA Mass Shelter $5,571 $5,532 $5,000
Americorps salaries & benefits $6,232 $0 $0
VAWA salaries & benefits $0 $0 $5,000
Miscellaneous Grants Salaries & benefits, Building repair $0 $5,000 $7,000
Community Development Block Grant Security Equipment $0 $4,450 $5,000
Batterer's Education Program Victim Follow up Services $2,012 $2,280 $3,000
Target & ICCSD Youth Services staffing $2,800 $7,800 $8,000
Restricted Donations Youth Services $6,455 $1,200 $3,000
Restricted Donations Buildin(] Fund, Endowment $7,054 $0 $0
Restricted Donations Direct Service $4,195 $5,000 $6,000
Restricted Donations equipment, holidays, books, etc $1,903 $1,000 $2,000
Total Restricted Funds $363,688 $374,214 $371,000
E. In Kind Support: FY04 FY05 FY06
Direct Svc, Clerical, Maint. Hrs
Services/Volunteers (~$16.00 $250,000 $250,000 $250,000
Material Goods Food, Household, Clothing, Misc. $25,000 $27,500 $30,000
Space, Utilities, etc Storage, Utilities, Office & mt9 space $2,500 $2,500 $2,500
Other: (Please footnoteI
Total In-kind Support $277,500 $280,000 $282,500
F. Grants Description/Purpose FY04 FY05 FY06
Crime Victim Assistance salaries & benefits $75,083 $74,044 $71,000
Family Violence Prevention salaries & benefits $47,553 $55,409 $50,000
Victim of Crime Act salaries & benefits $137,932 $150,860 $140,000
Emergency Shelter Grant operating expenses $22,800 $22,800 $25,000
City of Iowa City: Landfill Furniture Project $8,825 $0 $0
Chase Manhattan Bank Youth Services salaries & benefits $8,000 $20,000 $20,000
Juvenile Crime Prevention Youth Services salaries & benefits $11,044 $11,539 $12,000
collaboration salaries &
University of Northern Iowa benefits/MECCA $7,192 $0 $0
Washington County Coalition & Decat Washington County pt staffing $9,037 $7,300 $9,000
FEMA Mass Shelter $5,571 $5,532 $7,000
Americorps salaries & benefits $6,232 $0 $0
VAWA salaries & benefits $0 $0 $5,000
Community Development Block Grant Security Equipment $0 $4,450 $5,000
Batterer's Education Program Victim Follow up Services $2,012 $2,280 $3,000
Target & ICCSD Youth Services staffing $2,800 $7,800 $8,000
Miscellaneous Grants Salaries & benefits, Building repair $0 $5,000 $5,000
Total Grants $344,081 $367,014 $360,000
j ccoghs~fundingform, doc 18
Agency: Domestic Violence Intervention Program (DVIP)
Appendix A
DVIP Board of Directors
NAME TITLE AFFILIATIONS BOARD
Term
Bathke, Josey Board Member, Attorney, University of Iowa General Council May 04~May 07
Iowa City Management National Association of Women Lawyers
Brown, Mary Co-Chair, Prairie Restoration oct. 01-0ct. 07
Iowa City Money Iowa Native Plant Society
St. Mark's United Methodist Church
P.E.O.
The Nature Conservancy
University Club
Audubon Society
DVIP Foundation
Calvert, Fran Treasurer, Manager, University of Iowa Community Credit Mar 03-Mar06
Iowa City Money, Union
Management United Presbyterian Church of Lone Tree
Volunteer, Children's Miracle Network
Cox, Lois Board Member, Law Professor, University of Iowa Law School Dec. 00-Dec. 06
Iowa City Management Iowa Civil Liberties Union
Former President, Johnson Co. Bar Association
Former Board, Iowa City Public Library
Damon-Moore, Board Member, University of Iowa College of Medicine July 04-July 07
Helen Mission
Mt. Vernon
DeMaris, Shari Board Member, Internal Auditor, Iowa State Bank & Trust Aug. 03-Aug. 06
Iowa City Money DVIP Foundation
2003 Community Leadership Program
Iowa City Chamber of Commerce
Finch Gnehm, Board Member, University of Iowa Women's Studies July 04-July 07
Kurstin Mission Iowa Women's Foundation Volunteer
Iowa City
Moffett, Jill Recorder, PhD Program, University of Iowa Women's Apr 03-Apr 06
Iowa City Mission Studies
Women's Resource and Action Center
Black Graduate & Professional Students
Council on the Status of Women, University of
Iowa
Tephly, Joan Board Member, Retired, Professor of Elementary & Early Apr. 04-Apr. 07
Iowa City Mission Childhood Education
Board Member, 4C's
Vyrostek, Kathy Co-Chair, Bank Officer, Iowa State Bank & Trust Aug. 03-Aug. 06
Solon Management Pilot Club
jccoghs\fundingform, doc 19
Agency: Domestic Violence Intervention Program (DVIP)
Appendix B
DrIP Orl~nlzifia~ml Ch~rt
~hel~.er M ~e~'e~ (PT)
Updated, 9/03
j ccoghs\funding form. doc 20
Section 1: Background
Agency Name: Elder Services, Inc.
Address: 2947 Sierra Court SW, Iowa City, IA 52240 Phone: (319) 338-0515
Director Name: David Purdy Signature:
Bd. Pres Name: Susan Boyd Signature:
Request Completed By: David Purdy Date: September 22, 2004
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
49,689 46,258 48,108 .03
Grants
FY 04 FY 05 FY 06
City of Iowa City 59,530 56,554 58~816 .04
Johnson County 20,255 20,255 21,486 .01
City of Coralville 3,250 3,450 3~588 .002
What were local funds used for this year:
Nutrition, Chore, Respite/Companion, Assessment and Intervention, and Home
Repair/Modification
What will next year's local funds be used for7 Nutrition, Chore, Respite/Companion, and
Assessment and Intervention
Explain or justify any significant increase in funding request. The number of people being served by
the Assessment and Intervention Program has dramatically increased in the past year. In
addition, the Nutrition Program will be receiving substantially less federal dollars while serving
more people.
Agency Mission Statement:
The mission of Elder Services, Inc. is to enhance the quality of life of older persons by providing
affordable, high-quality home and community-based services in east-central Iowa. The agency will
offer support to family caregivers to enable them to remain active participants in both arranging
and providing care for their family members in need of assistance. Elder Services will invite
community volunteers to invest in the care of vulnerable elders through supervised programs and
will promote meaningful, reciprocal, community involvement by creating opportunities for older
persons to contribute through intergenerational volunteer opportunities.
Summarize your programs and services:
Elder Services, Inc. has evolved into a comprehensive resource for seniors and their family
caregivers in Johnson County. We are the entry point into a system of care for seniors that encom-
passes not only the clinical and supportive services, but also information about and referral to the
broad array of community resources that help to support seniors in their own homes.
Our services are grouped under five divisions within our agency and include:
Agency Name Elder Services, Inc.
· In-Home Support Services
Nutrition (Congregate & Meals on Wheels)
Home Assistance (Chore, Respite, Companion etc.)
Home Repair/Modification
· Geriatric Care Services
Information & Benefits Analysis
Geriatric Assessments
Care Plan Development & Service Referral
Care Consultation
Long-term Care (Case) Management
· Case Management Facilitation for Frail Elders
Multi-County, Multi-disciplinary Case Management Facilitation for Frail Elders
Resource Enhancements for Multi-County Case Managers
Legal Case Management Specialist
Memory Loss Education Specialist
Family Caregiver Counseling Specialist
· Family Caregiver Support Services
Nation-wide referral and service linkage
Family Caregiver Counseling
· Productive Aging Services
Retired Senior Volunteer Program
Collaborative School Program
Collaborative University Program
Friendly Visiting Program
Homeland Security Program
List any accreditation and licensure your agency currently has. Explain.
Elder Services, Inc., as a direct provider of community services, does not fall under a category of
specific accreditation and/or licensure. However, key positions within the agency do require
professionals with licensing to ensure the highest quality standard in care for our aging clients.
The Elder Services, Inc. Geriatric Services and Caregiver Support Team is under the direction of
Steve Sigiin, Licensed Social Worker. Our Case Management Facilitation Program for Frail Elders is
under the direction of Chris Forcucci, Registered Nurse and Certified Geriatric Care Manager. Our
Nutrition Program for elders is under the direction of Diane Flemming, Licensed Dietitian. Our
Memory Loss Education Specialist is Lavon Yeggy, Registered Nurse with Geriatric Specialization.
j ccoghs\fundingform.doc 2
Agency Name Elder Services, Inc.
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
Elderly Services Agency was founded in July of 1980 to serve people 60 and over in Johnson County. Its
original mission was to help older people remain safely in their homes as long as possible by coordinating,
and delivering paid and volunteer services. ESA began with only 3 staff members.
A shared housing program began in 1985. In 1986, we started a small housing repair program with
$1,000 from Iowa City. In 1988, Gannett Foundation awarded ESA $45,000 to start a ease management
program. The City, County, United Way and the Heritage Area Agency on Aging picked up the financial
support for this program. In 1990, the state funded the Retired Senior Volunteer Program.
In 1993, ESA and Ecumenical Towers sent a survey to 600 elderly to determine unmet needs related to
remaining in their homes. In 1996, RSVP began its association with the Iowa City School District,
working with older volunteers to help students learn and improve academically. Also in 1996, Heritage
AAA provided a grant for assessment and intervention. Case management expanded to serve Iowa and
Washington counties. In 1999, RSVP won an annually renewable Federal grant to support its efforts with
the public schools. RSVP also won a Community Involvement in Education Award from the State of
Iowa that year.
In spring 2000, the Board of Directors acted to relocate the administrative and clinical staff to a new
office in southwest Iowa City, opening the door for agency expansion. Also in 2000, the agency officially
changed its name to Elder Services, Inc. (ESI) and adopted a new logo. Staffgrew to include a full- time
rural geriatric social worker, an additional part-time Iowa City/Coralville geriatric social worker, and a
part-time systems administrator.
In 2001, both Case Management Facilitation and Assessment and Intervention experienced
unprecedented growth. The Retired Senior Volunteer Program won a new grant to replicate its
intergenerationai programs to Iowa and Muscafine counties. In March of 2001, ESI added the Family
Caregiver Counseling Specialist to help expand our support for family earogivers. In October FY02, a
new full-time position to provide Legal Case Management services was permanently placed with ESI to
serve Johnson, plus three other counties.
Elder Services assumed the responsibility for operation of the Johnson County Senior Nutrition Program
in 2002. Family Caregiver Assistance Services were expanded to include community seminars and the
development of support groups for earegivers. In addition, we added the support of a Memory Loss
Education Specialist to work directly with seniors and their family caregivers to help them deal with
issues related to dementia and Alzheimer's disease. The agency established the capacity to electronically
bill for Medicaid Waiver reimbursement and upgraded its fund accounting capabilities to allow for unit
cost billing to grant, entitlement, insurance and private pay sources .In 2003, Elder Services partnered
with Emerson Point to provide services for an affordable assisted living facility in Iowa City. We also
expanded our Family Caregiver counseling staff, and began to take our model of enhanced ease
management for frail seniors into the state and national arena.
This Year...
Elder Services further expanded meal delivery to rural Johnson County. The Home Assistance Program
experienced a 43% growth in hours served. We took the lead in establishing coalitions to address the
mental health and protective needs of vulnerable elders. Elder Services began the process of establishing a
private case management model -allowing us to address elders' needs for more intensive care
management. Elder Services also established a training program to educate staff in agencies working with
seniors in our area.
j ccoghs\funding form.doc 3
Agency Name Elder Services, Inc.
Section 2: Client Profile
~~ FY03 FY04
1. How many Job#son ¢om~0, residents (Including IC & 1 Unduplicated Count 1461 163?
Coralville) did your a~ency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 1083 1209
3. How many Coralville resMents did your agency serve? 3 Unduplicated Count 169 179
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
60-64 124 Female: 1450 Afl'icon-American 21
65-74 597 Male 661 American Indian/Native Alaskan 5
75-84 849 Unknown: 110 Asian/Pacific Islander 14
85+ 569 Hispanic Origin 7
Unknown 82 Non-Minority(White, Non- 1941
Hispanic)
Unknown 233
3. Briefly describe your service population.
The population that ESI serves falls into two categories: seniors and their caregivers.
Our senior population is very frail, 87% require assistance with two or more activities of daily living;
over 68% of them are considered low-income; approximately 20% live in rural areas.
Our caregiver population also falls into two categories: spousal caregivers and/or adult children caring
for elderly parents. Spousal caregivers make up 45% of our caregiver clients and are generally over the
age of 65 themselves. Adult children caring for elderly parents are generally 45 - 60 years of age and
represent a wide range of income levels.
4. How do you determine eligibility for services?
In general, anyone over the age of 60 can call upon Elder Services for assistance. Eligibility for specific
subsidized services is established either by the funding source or in collaboration with the funding source.
For example, some of our primary funding sources have the following criteria:
Older Americans Act Program Funds - Clients must be over the age of 60 and funds must be
targeted to Iow-income, minority, disabled, frail and rural seniors.
Medicaid Waiver and Senior Living Trust Funds are only available to seniors meeting both income
and level of care guidelines.
Retired Senior & Volunteer Program - Open to serve volunteers over the age of 55+ willing to work
to achieve community impact in five priority areas.
Home Repair/Modification - Open to clients residing in Iowa City over the age of 62+ and meeting
Iow-income guidelines.
5. Are there fees for your services? Yes X No__
jccoghs\fundingform.doc 4
Agency Name Elder Services, Inc.
If yes, please describe your fee structure:
Elder Services has developed a sliding fee for our subsidized Home Assistance services.
It is as follows:
1 Member Household 2 Member Household
Gross Household Monthly Income Gross Household Monthl,' Income
Client Client
Starting Ending Pay Starting Ending Pay
$0.00 $739.00 $4.00 $0.00 $995.00 $4.00
$740.00 $1,293.00 $8.00 $996.00 $1,741.00 $8.00
Over $1~294.00 $16.00 Over $1,742.00 $16.00
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: Services Provided:
Hills and Solon Senior Nutrition Congregate Meal Site
All Rural Johnson County Meals on Wheels (utilizing our rural delivery van)
Assessment & Intervention
Case Management Facilitation
Family Caregiver Counseling
Alzheimer/Memory Loss Counseling
Legal Case Management Services
B. Do you provide services to areas outside of Johnson County? Yes
Service John.qon Iowa Wash Cedar Linn Benton Jones Musca. Des Funding
Co. Co. Co. Co. Co. Co. Co. Co. Moines (Outside of
Co. Johnson Co.)
Nutrition x X X X Medicaid Waiver
Chore x x Medicaid Waiver
Respite/ x x Private Pay
Companion
Assessment & x x Heritage Agency
Intervention
Case x X X X Heritage Agency
Management
Facilitation
Memory Loss x x X X UI College of
Education Nursing- US
Adm. on Aging
Grant
Legal Case x x x x Heritage Agency
Mana§ement Aging Services
Family x x x x x x x Heritage Agency
Caregiver
Counseling
Retired Senior x x x x National Service
& Volunteer Corps
Iowa Dept. Elder
Program Affairs
j ccoghs\fundingform.doc 5
Agency Name Elder Services, Inc.
Section 3: CommuniW Relations
1. How do you assess satisfaction with your services?
(a) Client- Each of our In-Home Support Services offered by Elder Services has
both an ongoing mechanism for collecting client feedback as services occur and an annual survey
method for more formally evaluating the service.
For example, the congregate meals program asks daily for feedback on the quality of food,
appropriateness of menu, portion sizes, etc. This is done with feedback cards placed on the tables
each noon. A more formal evaluation of congregate nutrition occurs with an annual survey of all
participants responding to questions that will allow us to evaluate whether the service provides the
comprehensive nutrition interventions necessary for clients at significant nutritional risk, meets the
needs of clients with special dietary restrictions, offers the variety of food types of appeal to this
population, etc.
Other programs, like the Family Caregiver Support Program, do follow-up phone calls on everyone
they serve.
(b) Community- The community provides satisfaction feedback to Elder Services in a variety of
ways. For each of our programs with citizen review panels making funding recommendations, we
receive a clear message of the perceived value of our Community services with the allocation process.
Our own annual campaign also provides us with information regarding the community's satisfaction
with and perception of our work.
We receive feedback from the aging community via the Heritage Agency Advisory Council on Aging,
the Johnson County Task Force on Aging, and the Johnson County Senior Coalition.
2. Briefly summarize your findings:
Elder Services enjoys high consumer satisfaction with our services. Our strength has been noted as our
responsiveness to individual circumstances and situations. We also are able to put services in place
rapidly for clients in crisis to ensure short-term stabilization and then move toward finding the long-term
service and revenue sources that will keep seniors at home. Family caregiver feedback has been very
positive.
3. What changes have been made in response to these findings?
Two examples of changes that we have made this past year based on client/consumer feedback include
changing the menu and adding more social activities at Senior Dining sites and adding an educational
component to our Case Management Program.
Through our daily comment cards, we learned that Senior Dining participants wanted more variety in
their meals while continuing to have daily hot meals. They also wanted more activities to do after their
meals were completed. The Dining Site manager changed the composition of the menu and started a
Program Activity Advisory group. The latter will be designing new activities and surveying dining
participants on future activities.
j ccoghs\fundingform.doc 6
Agency Name Elder Services, Inc.
Staff in agencies that serve people in Case Management were surveyed to discover what things would help
them become a more effective case manager. The overwhelming response was more training and
educational offerings. Elder Services has begun a series of trainings tailored to the topics that the case
managers felt were most important to them.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Other Human Service Agencies 35%0
Family/Neighbors/Friends 30%o
Department of Human Services 20%
Hospital Discharge Planners/Physicians 10%
Other (Churches; Police; etc.) 5%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Several organizations in Johnson County, who are members of our multi-disciplinary case management
team, provide case management services for elders that may already be their clients. Some of tbese
organizations include: Visiting Nurse Association; Iowa City Hospice; Mercy Home Healthcare, and
Pathways. Other companies, like Home Instead, provide chore and respite services similar to what Elder
Services offers.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Elder Services, Inc offers a full continuum of rare from people wanting to volunteer to people needing
information to those needing Case Management services to people experiencing advanced memory loss.
Our staff is professionally trained to deal with the complexities of reaching, reassuring, and working with
all of these populations. ESI is the access point for managing care under the Medicaid Elderly Waiver in
Johnson County. Our clinical staff is trained to provide a comprehensive geriatric assessment which
establishes the level of rare requirements for an individual. We are generally considered the first place to
call if you are a senior or caregiver, and we consider it our responsibility to help guide the client into a full
system of care, rather than meet only the presenting need.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Case Management Facilitation for Frail Elders · The model of case management utilized
in Johnson County is a unique multg
disciplinary collaboration. Over thirty
health and human service providers
(non-profit and for-profit) participate
in twice monthly staffing sessions to
provide peer review of case plans. The
team also functions in the disbursement
j ccoghs\fundingform.doc 7
Agency Name Elder Services, Inc.
of Senior Living Trust and Alzheimer's
Grant funds for Johnson County.
Specialists in Legal lssues, Dementia
Issues, and Caregiver Issues are
available to work with professional case
workers throughout Johnson County
who are participating in the Case
Management Program for Frail Elders.
2. Memory Loss Education Specialist
* A collaboration with the University of
Iowa College of Nursing led to the
development of a position of Memory
Loss Education Specialist. This
nursing position provides training to
case management staff and education
for seniors and their caregivers
suffering from the effects of dementia,
ALzheimer's disease, and other memory
loss. The nurse has developed ongoing
educational programs with Lending
Hands and Iowa City Hospice. We are
part of a state-wide grant funded
collaborative effort to support rural
Alzheimer's patients.
3. Family Caregiver Collaborations
· The ESI Family Caregiver Counseling
Specialists have worked with Pathways
Adult Day Health Center and other
community agencies to develop a peer
support group which meets regularly to
offer counseling and assistance to
Family Caregivers in a group setting.
Respite care is provided at Pathways
during the support group sessions. The
Caregiver Specialists have collaborated
with many agencies to develop a series
of Caregiver Workshops and Caregiver
Wellness Seminars.
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Oppommities Strategies
1. Recruiting and retaining qualified · Along with regular advertisements for
paraprofessional staff for our Home Assistance workers, ESI is utilizing our various
Program and to assist our professional Social networks - both consumers and
Work staff, professionals - to identify potential
j ccoghs~fundingform.doc 8
Agency Name Elder Services, Inc.
candidates for these positions.
· We are initiating special training for
these staff to professionalize their
activities. For example, we require
training in HIPAA procedure and
requirements; working with dementia
clients; emergency response
procedures, etc.
2. Continuing to incorporate new technology into
our service system to allow for non-repetitive · ESI is working with the Iowa
data entry and data access across programs and Department of Elder Affairs on its
funding sources. "Seamless" Grant from the
Administration on Aging. This grant
will ultimately link data not only at the
local level but across state agencies (i.e.
DHS, 1])EA).
· We are also working to secure grant
dollars that would allow us to purchase
the hardware and software necessary to
fully integrate our own databases and
create a seamless internal system to
3. Preparing the agency for the movement serve clients.
toward Consumer Directed Care.
·ESI is working with outside consultants
to examine our system and take
proactive steps to prepare for this
trend.
· We have incorporated Consumer
Directed Attendant Care into our
Medicaid Waiver system and continue
to develop our capacity to respond in
this manner.
2. In what way will the needs of your service population change over the next five years?
The population of seniors in Johnson County is projected to grow at twice the rate of other populations
through the year 2020. The greatest growth will be among the popnlation of 85+ seniors. Among those, it
is estimated that over 50% will need some type of personal assistance with activities of daily living.
Because our service population is older and frailer, their needs are for more comprehensive services. For
example, a client who enters case management must meet a level of care criteria which would qualify
them for nursing home care. In meeting this individual's needs while maintaining them in their homes,
we must be able to provide a bundled package of nutrition, personal assistance, home repair/modification,
chore, and other services. We must find better ways to seamlessly integrate health care and human
services to ensure that the senior can be sustained.
j ccoghs\fundingform.doc 9
Agency Name Elder Services, Inc.
In addition, the need to provide greater family caregiver support services will grow rapidly. And,
because family caregivers continue to provide 80% of the care for persons over the age of 65 in this
country, there is no better investment than to find ways to assist family caregivers to carry on. If we can
extend the time a Iow-income senior is sustained at home with the help of a family earegiver by even one
month, we can potentially save the state $3,500 in revenue that would have been used to pay for nursing
home care.
3. How do you plan to address these changes?
In preparation for the changes in the aging population, ESI is taking steps in the following areas:
· We are aggressively seeking new revenue streams to allow us to continue to expand the
services available to seniors and their caregivers. These revenues include grants, contracts,
entrepreneurial activities, and cost-recovery fees (when client income allows).
· ESI is working hard to build in quality control and to enhance our interventions based on
identified "Best Practices" in the aging network.
· The Board and staff of ESI are committed to increasing opportunities for consumer choice
and self-determination whenever possible and appropriate. This value is now formally stated
by our Board in our agency Values Statement.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Our primary desired performance outcome is to maintain a senior safely in their own home, once they
begin to have a decline in their abilities to perform activities of daily living.
For Family Caregivers, our desired outcome is to assist them to continue in their role as the primary
caregiver for a frail elder and to extend the time that they can manage this role/situation, delaying
institutionalization of the senior.
We have also identified outcome measures for the impact of senior volunteers in their placements within
the community.
5. Describe the evaluation methods you use to measure the success of your services?
A number of our key programs at ES1 have developed and continue to refine outcome measures that
allow as to track the effectiveness of our interventions. Some of the primary outcomes we are tracking
include:
· Case Management Outcomes - Database tracking of all case management clients for care
indicators and length of client maintenance in non-institutionalized care. We are
beginning to track nursing home placement diversions.
· Family Caregiver Support Service Outcomes - Caregiver Support and Satisfaction Telephone
Survey. This annual telephone survey contacts each of the family caregivers who have
received services to determine their rankings of quality and effectiveness of caregiver
services, impact of the interventions, and other satisfaction with other support services
received.
· Retired Senior Volunteer Program Outcomes (for our school collaboration programs)-
Survey of involved teachers, survey of RSVP volunteers, value of services to school system.
· Nutrition Program Outcomes- Nutritional risk assessment of clients entering the Meals on
Wheels and case management program; identification of clients at serious risk of
malnutrition; and individualized comprehensive nutrition interventions for clients
identified at serious risk.
j ccoghs\ftmdingform.doc 10
Agency Name Elder Services, Inc.
6. What are the results of these evaluations (outcomes)?
· Case Management Outcomes -In FY04, the average length of time that we sustained a
client in their own homes after entering the case management program was 24.5 months.
The value of this outcome to the state (assuming state payment of nursing home costs) was
$85~860 average per client.
· Family Caregiver Support Service Outcomes - In our telephone survey, 87% of caregivers
served by our program felt that the services that they had received had enabled them to
continue in their role of primary caregiver for a frail senior for a longer time than would
have been possible without this intervention.
· Retired Senior Volunteer Program Outcomes - Over 90% of classroom teachers involved
indicated the program positively impacted their student's enjoyment of reading and
thereby increased the student's potential for academic success. Volunteers contributed
4,800 hours of reading support to at-risk students. The value of this outcome to the school
system is $48,000.
7. How do you plan to use the evaluation results to enhance/extend your services?
ESI continues to develop and refine its outcome data. As we progress with our agency data system, we
become better able to measure meaningful outcomes for all of our services.
Outcome data is shared regularly with Board and the ESI management team. We will use the impact of
our services to help guide our plans to grow (through grant writing and/or fund raising, etc.) certain
programs/interventioas within the agency.
8. How do your programs/services impact the community?
Our Case Management Program for Frail Elderly provides the access point for Medicaid Elderly Waiver
services. The value of those services in Johnson County in FY04 was approximately $1.5 million.
We have developed a model multi-disciplinary team approach to case management which has proven to
be both effective for the client and expandable as case loads shift. In fact, we have one of the few case
management programs for elders in the state of Iowa that does not have a waiting list. This is because of
the collaborative model we have developed at Elder Services.
In addition to Medicaid Waiver dollars, the Elder Services Case Management program directs
approximately $25,000 in service funds through the Senior Living Trust Purchase of Service Program.
Johnson County's Retired Senior & Volunteer Program is considered a national model of
intergenerational service. Our partnership with the schools has led to the development of three programs
to assist students - Rock n Read; Speak Out; Partners in Reading. Each of those volunteer opportunities
works to improve the skills of students at the same time that it blends generations for the common
community good.
The agency's In-Home Support Services often make the difference in whether an older person can remain
at home or must look at institutionalization. Meals on Wheels and the Home Assistance program are
often the first service families seek for their elders and this provides an important entry point into a
continuum of care that can help to maintain the senior in their preferred environment - their home - for
as long as possible.
jccoghs\fundingform.doc 11
Agency Name Elder Services, Inc.
9. How did the agency respond to the UWJC recommendations from last year?
The Board of Directors and staff of Elder Services, Inc. were very appreciative of the supportive
comments we received 2 years ago from the UWJC. It was encouraging to have our work recognized and
noted. We continue to strive to seek out new models of service for elders and plan for changes occurring
in our industry.
This past year, we have increased the number of people in rural Johnson County receiving meals through
our specially designed delivery truck. It should also be noted that we continue to actively support the
Solon and Hills meal sites even though the Area Agency on Aging decided to no longer fund the dining
site management positions for those 2 sites. We are also working to expand the outreach our Geriatric
Services and Caregiver Teams have provided to rural areas.
Elder Services continues to seek out minority seniors who could benefit from our services.
We have worked with organizations that serve minorities to help develop programs to serve minority
seniors.
j ccoghs\fundingform.doc 12
Agency Name Elder Services, Inc.
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A) Please see attachment.
2. How often does your board meet? The ESI Board meets 10 times per year.
3. What is your average attendance at board meetings? Average attendance at Board meetings is 12.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The Elder Services, Inc. Board of Directors is a primary asset to the organization and continues to play a
key role in determining the agency's future. They have demonstrated their understanding of their role in
governance of the agency and their commitment to fulfilling that role as ESI has evolved over the past
four years.
The Board regularly reviews and discusses our resource needs to carry out our mission and how we can
enhance our capability to serve elders. The Fund Raising Committee of the Board has been strengthened
over the past two years and takes the lead for planning and executing our annual fund raising event,
"Coming of Age", each spring.
Throughout the year, we schedule all of our key management staff to report directly to the Board on
opportunities, problems, shifting or special needs of clients, etc. for each of the agency's programs. This
information is crucial to the Board in setting the broad agenda of the agency and staying in touch with the
changing service environment of ESI.
Key Board members have played a crucial role this past year in opening doors for some of our most
important collaborative relationships. In particular, our relationships with several departments within
the University of Iowa have expanded. The Board has been invaluable in working to introduce us to
potential new donors, as well.
The ESI Board of Directors is actively engaged in all aspects of planning for future needs of the senior
and family caregiver population of Johnson County. We have a special Long-Range Planning Committee
that takes the lead with administrative staff in developing and updating the agency's strategic plan.
The Board will be engaging Jude West from the Non-Profit Resource Center to help us actively develop a
strategic plan.
The Board of Directors, in particular the Executive Committee, provides an important sounding board
for the Executive Director of the agency. They are aware and respectful of appropriate roles for Board,
staff leadership and staff. There is a high level of trust and respect and a true sense of "teamwork" on
behalf of the agency.
5. What type of training/orientation do board members receive?
An annual orientation for new (and returning) Board members is scheduled within 30 days following the
annual meeting where new members are elected. Each Board member receives a notebook of written
materials including our agency by-laws, policies, annual budget, and list of programs and staff. In
addition, we include a list of basic responsibilities for non-profit Boards, an agency history, a Board
roster, and a roster of agency funding sources.
j ccoghs\funding form.doc 13
Agency Name Elder Services, Inc.
A Board Education Committee is part of the Board committee structure, and it is their responsibility to
ensure the ongoing education and involvement of Board members. There
is a great deal of information shared with the Board at each meeting, including a complete review of
agency financial and operational status.
6. Does your agency have written policies and procedures for financial management? Yes
If yes, date of last board approval? June 26, 2001
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? March 31, 2003
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? Februar~ 10.2004
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X No__
If yes, who completed the audit? Clifton Gunderson
How much did the audit cost? $13,000.
If material weaknesses are noted in the audit, what is your plan for addressing them?
None found
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a X if agency has Amount
Directors & Officers X
a. fiduciary liability 100,000
b. employment practice liability 1,000,000
General Liability X 1,000,000
Umbrella Liability -
Professional Liability X 1,000,000
Property or Renters X 68,000
Vehicle X 1,000,000
j ccoghs\fundingform.doc 14
Agency Name Elder Services, Inc.
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
The new Executive Director, David Purdy, started in August 2004. However, he has been with the
agency since 1990 - having served the last 4 years as Geriatric Services Leader and the last 4 months
as part of the Interim Management Team. He has an excellent working relationship with many key
partners in the community including: funding agencies, agencies serving the needs of the elderly,
University of Iowa Departments, and the community's elderly.
He is very knowledgeable about policy development at the local state, and national levels and how it
impacts human service providers. He was recently elected as Co-Chair of the Iowa Coalition of Home
and Community Based Services for Seniors.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X 55,000 - 65,000 1.00 1.00 1.00
Operations Manager X X X 25,000 - 35,000 1.00 1.00 1.00
Fiscal Manager X X X 35,000 - 40,000 1.00 1.00 1.00
Division Directors X X X 32,000 - 45,000 4.50 4.50 4.50
Clinical Staff: Social X X X 26,000 - 38,000 3.00 3.00 3.00
Workers & R.N's
Program Coordinators X X X 22,000 - 32,000 4.75 4.75 4.75
Clerical Staff X X X 12,000 - 26,000 2.00 2.00 2.00
Nutrition/Kitchen Staff X X X 12,000 - 25,000 9.00 9.00 9.00
Chore/Respite Workers X X X 12,000 - 25,000 4.25 4.25 6.00
TOTAL FTEs 30.50 30.50 32.25
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 30.50
4. How much was spent on staff development in the last fiscal year? $8,300.00
5. How much is budgeted for staff development in this fiscal year? $10,000.00
j ccoghs\fundingform.doc 15
Agency Name Elder Services, Inc.
5. What training and support opportunities are offered to staff.
ESI tries to encourage attendance at one national conference for its Executive Director and Division
Directors. These may very based on the position (i.e. National Family Caregivers, National Conf. of
Geriatric Care American Soe on Aging/NCOA Conference, Etc. New information is then shared at the
next scheduled agency staff meeting.
All Case Managers are required to complete a regional quarterly training at Kirkwood Community
College. Various professional working at the agency will participate in eontinning professional education
at the local or state levels, as appropriate.
All of our In-Home Support staff are required to attend an annual training covering emergency
responses, agency policies and procedures, and how to work with an aging population.
Of course, all training opportnnities are contingent on the budget. The Board and Execotive Director of
Elder Services are committed to making training and education available to the staff. We encourage
exposure to new ways of providing care and services and we constantly challenge our staff to pull new
ideas into our agency from their educational experiences.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? The average wage increase was 2%.
Yes No brief explanation
9. Does your agency X
have personnel
policies? June
If yes, date board 02
last reviewed?
10. Does your board X
annually evaluate
the director's
perfom~ance?
11. Does your agency
have j ob X
descriptions for
every position?
If yes, date of last
board approval?
12. Is there an annual X
performance
review for every
staff?
j ccoghs\fundingform.doc 16
Agency Name Elder Services, Inc.
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
2002 2003 2004 2002 2003 2004
Current Assets Current Liabilities
Cash $8,400 $1,200 $68,500 Accounts Payable $50,033 $82,220 $10,013
Investments $95,412 $53,620 $53,855 PayrolI TaxesPayable $12,869 $10,242 $8,593
Receivables < 90 days $55,806 110,407 85,842 Contracts Payable $0 $0 $0
Other $13,729 $17,425 Mortgage Payable-6 months $0 $0 $0
Total Current Assets 173,347 182,652 208,197 Total Current Liab~71#es $62,902 $92,462 $18,606
Other Assets Other Liabilities
Property $0 $0 $.0 Mortgage Payable-Balance $0 $0 $0
Equipment $93,342 116,473 148,675~ Other $0 $0 $0
less depreciation (38,528) (46,951) (55,404) Total Other Liabilities $0 $0 $20,192
Receivables > 90 days $0 43,385 $15,118 TotalUabilities $62,902 $92,462 $38,798
Other $47,788 $0 $.0 Equi~/ (Net Worth) 213,047 203,097 271,439
Total Non-current Assets 102,602 112,907 102,O41
Total Assets 275,949 295,559 310,238 Liab + Equity 275,949 295,559 310,238
j ccoghs\funding form.doc 17
Agency Nme Elder Services, Inc.
Financial Information is: [ x ] entire agency [ ] county specific [ ] program specific
Last yr This yr Next yr
B. Income & Expense
Income
Local Funding Sources
Coralville $3,250 $3.450 $3,588
Iowa City $59,530 $56,554 $58,816
Johnson County $20,255 $20.660 $21,486
$51.905 $46,258 $48.108
United Way $8,921 $6,398 $6,654
$767.223 882,806 $820,806
Grants-Federal, State, Foundation
Net Sales of Service $223,606 $136.200 $156,000
Net Sales of Materials $204,000 294,000 $360,0001
Contributions/Fund raising $26,340 $37.765 $39,000
Investment Income $8,000 $1,580 $1,600
Other $18,400 $21,074 $15,000
Total Income $1.391,430 $1,506,745 $1,531,058
Wages & Salaries $698,807 $768,495 $783.865
Benefits $158,512 $152,005 $155,045
Administrative
Occupancy $39,716 $42,825 $43,895
Other $486,788 $528,579 $539.151
Total Expense $1,383,823 $1,491,904 $1,521,956
C. Fund Balance
Revenue $1,391,430 $1,506,745 $1,531,058
Carryover Balance fi.om previous year
$1,391.430 $1,506,745 $1,531,058
Total Operating Budget
$1,383,823 $1,491,904 $1,521,956
Less Total Expenditures
Ending Fund Balance $7,607 $14,841 $9.102
Less Restricted Balance
$7,607 $14,841 $9,102
Camjover Fund Balance
j ccoghs\funding form.doc 18
Agency Name Elder Services, Inc.
Bd/Donor/Funder Restdctad Funds Designated for:. Last Year This Year Next Year
Note - The Johnson County Board of Nutrition Services $.00 $141,000 $.00
Supervisors Transferred Nutrition Trust
Funds
Total Restricted Funds $0 $141,000 $0
In-Kind Support: Last Year This Year Next Year
Services/Volunteers 10,800 hours volunteer time ~ $13.00/hr. $68,000 $70,000 $140,400
Matedal Goods $0 $0
6,400 Sq feed @ $12.50 per foot (includes donated
Space, Utilities, etc space at Sr. Ctr. & meal sites) $54,144 $54,144 $80,000
Other: (Please footnote)
Total In-kind Support $122,144 $124,144 $220,400
Grants Description/Purpose Last Year This Year Next Year
Co~poration for National Sewice RSVP $ 82,842 $86,156 $86,156
iowa Department of Elder Affaim RSVP $29,468 $30,465 $30,465
AoMUI Rural Alzheimer's Grant Memory Loss Specialist $23,000 $21,000 $21,000
Faith in Action iowa Co. volunteer recmitmentJtraining $10,000 $15,000 $10,000
Ecumenical Towers - HUD Grant Service Coordinator $42,639 $47,335 $47,335
The Heritage Agency Assessment & Intervention $589,274 $586,162 $524,162
Case Management Facilitation
Family Caregiver Counseling
Nutntion - Congregate & Home Delivered Meals
Total Grants $777,223 $786,118 $719,118
j ccoghs\fundingform.doc 19
President
Susan Boyd 1998-2004 Keith Guillory 2001-2007
Iowa City Iowa City
Fiction Writer Retired Professor
Executive Committee Personnel Committee
Development Committee Long Range Planning Committee
Vice President Lennie Hale 2003-2009
Lynne Cannon 1999-2005 Iowa City
Iowa City Retired Social worker
Chemistry Professor
Long Range Planning Committee Mark Martin 2003-2009
Nominating Committee Iowa City
By-Laws Revision Committee (Ad-Hoc) Minister
Treasurer Don Saxton 2001-2007
Oxford
Susan Saterfiel 2001-2007 Retired teacher
Iowa City Finance Committee
Retired Director of Finance Long Range Planning Committee
Executive Committee
Finance Committee Glenys Williams 2002-2008
Coralville
Secretary Emeritus Professor (Geriatrics)
Joan Buxton 1998-2004 Executive Committee (Ex Officio)
Iowa City Education Committee
Retired Nurse Finance Committee
Executive Committee
Long Range Planning Committee
Gary Levitz 2004-2010
Nominating Committee Iowa City
Real Estate
Finance Committee
Directors
Kay Brown 2002-2008
Iowa City
Retired
Development Committee
Tom Deprenger 2002-2008
Iowa City
Fundraiser
Development Committee
Appendix A
Eider Services, Inc.
Board of Director.~
I
Executive Director
FiSCal Off~w Admi~s~ative AssistantI
Appendix B
As of: 8/2004
Section 1: Background
Agency Name: 4Cs Community Coordinated Child Care
Address: 1500 Sycamore Street, Iowa City, IA 52240 Phone: 319-338-7684
Bd. Pres Name: ^lice ^tkinson Signature: ~ //~ .
Request Completed By: rqichelle Hankes Date: 9/1/04
Check Your Agency's Budget Year:
1/1-12/31__ 7/1-6/30 X 10/1-9/30 -
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/3 !/05 3/31/06 Total
Amount received from UWJC $18,193 $18,915 $20,000 3 %
Does not include designated
~ecial Needs Grants
FY 04 FY 05 FY 06
City of Iowa City $0 $0 $2,000 .2%
Johnson County $0 $2,000 $2,000 .2%
City of Coralville $0 $0 ~ $2,000 .2%
What were local funds used for this year: Local funds are used to subsidize child car~
provider/parent trainings, child care referrals for families, staffing at Home Ties Child Care
Center, and utilities at the Toy Library and Resource Center.
What will next year's local funds be used for? Local funds will be used to recruit new child care
providers in .lohnson County. There is still an unmet need for quality child care both in the
urban and rural areas of the county. 4Cs recruitment program includes training and technical
support for new child care providers. Last year we were able to recruit 51 new child care
providers and each of them can care for six children, serving a total of 306 children in Johnson
County. We are requesting a total of $6,000 ($2,000 each from Iowa City, Coralville, and
3ohnson County) which would be less than $118 per child care provider or about $20 per child.
United Way funding will be used to subsidize child care provider/parent trainings, child care
referrals for families, staffing at Home Ties Child Care Center, and utilities at the Toy Library
and Resource Center.
Explain or justify any significant increase in funding request. In FY04 and FY05, 4Cs has
requested $6,000 from the City of Iowa City and City of Coralville which was denied each time.
The request for increase in funding from United Way is in hopes that United Way has a
successful campaign that shows growth from the previous year. We will also be experiencing
a very large fundinq cut from the University of Iowa in FY06.
Agency Mission Statement: 4Cs' primary purpose is to promote the well-being of children
and their families by assisting parents, child care providers, employers, and others with
their child-related needs. This encompasses addressing challenges to the community's
child care system; documenting needs and trends in the child care delivery system; and
serving as a resource for the planning and development of new programs.
4Cs Community Coordinated Child Care
Summarize your programs and services:
1. Child Care Provider Support Services:. Recruiting new providers, rural
outreach, education and training, and one-on-one technical support through phone
conferences and site visits. 4Cs is also the Johnson County sponsor for the Child
and Adult Care Food Program that reimburses child care providers for serving
nutritious meals and snacks. 4Cs administers this program through site visits,
menu audits, financial stewardship, and education.
2. Family/Community Support Services: Child care referrals for full-time, part-
time, and occasional child care, and parent education in choosing quality child
care, infant care, and other topics. Also available to families in Johnson County is
the 4Cs Toy Library and Resource Center, which houses a collection of toys, books,
videos, and lesson plans. Begun in 2002, story hours at the Toy Library are free to
the public and held every Friday. Toddler play groups are held Wednesdays and
Thursdays for the public at no cost.
3. Home Ties Child Care Center: Free, emergency child care is provided for
families at risk (i.e. families that are homeless, near-homeless, in
treatment/rehabilitation, foster children, etc.) 16 temporary slots are available for
children six weeks to twelve years. Six paying, permanent slots are available to
Iow-income University of Iowa students and families receiving state child care
assistance.
List any accreditation and licensure your agency currently has. Explain.
1. National/Iowa Association of Child Care Resource and Referral Agencies -
membership for access to national NACCRRAware database of child care providers
2. Department of Human Services Child Care Center License (for Home Ties Child
Care Center program)
3. 4Cs is annually accredited as the Food Program Sponsor of Johnson County
through the Department of Education and Bureau of Food and Nutrition - this is an
annual application which includes an audit
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
4Cs Community Coordinated Child Care was created in 1972 in response to community child
care needs by the Johnson County Women's League of Voters. Originally a single volunteer
kept a list of child care providers in the area and gave that list to parents searching for child
care. By 1985, this one-person program had been expanded into a full-fledged agency with
the following programs housed out of the Old Public Library:
· Child Care Resource & Referral--Tracking not only who is providing child care, but also
locations, openings, hours, and environments to match with families searching for child
care. 1985 also saw the introduction of a computerized system.
· Child Care Provider Education & Training--Mandatory classes such as CPR, 1st Aid are
offered to child care providers through 4Cs.
· Toy Library and Resource Center--Toys and books available to be borrowed by families
and child care providers.
j ccoghs\fundingform.doc 2
4Cs Community Coordinated Child Care
· Child and Adult Care Food Program--Reimbursement program for family child care
providers who serve nutritious meals and snacks.
In 1991, due to program expansion, 4Cs needed more space and purchased the current
office building at 1500 Sycamore Street while keeping the Toy Library and classroom area
downtown.
Home Ties Child Care Center was created in 1995 in reaction to county needs for
emergency child care for homeless and at risk of homelessness children. Originally the
program housed 16 children, and was expanded to serve 22 children (8 of whom are infants)
at a time when the need was still unmet. Home Ties is housed in-kind at the First Mennonite
Church. In 2002, the infant room was expanded to serve 16 and the preschool room only 6
when Head Start and Neighborhood Center programs were consistently serving the preschool
age population but infant waiting lists kept growing. Tn 2004, Home Ties expanded to serve
26 children due to community needs. The new spaces are utilized by families on child care
assistance. Very few child care centers will accept these children due to the Iow state
reimbursement rate of the state.
Child Care Provider services have expanded beyond mere mandatory courses.
Professional development courses on topics such as nutrition, child development, behavior,
and series of courses on professionalism and infant care have been added to our curriculum.
Most of these courses are free. The Home Consultant technical assistance program provides
a child care consultant for site visits and telephone consultations for home-based child care
providers. Three new series of classes~hildNet, Program for Tnfant and Toddler
Caregivers, and Welcome to School Aged Care were offered to providers in 3ohnson County
at no cost.
The Toy Library and Resource Center was moved to Sycamore Mall in 200! and two
new programs were started: weekly story hours on Fridays and the program for people with
special needs (described in collaboration section.) This year we have begun offering summer
activity hours for school-aged children and toddler play groups, both free to the public.
Tn the last year, 4Cs has been striving to find ways to adequately measure our
outcomes. In FY04, we began to use the Devereux Early Childhood Assessment Program to
measure the emotional growth of Home Ties children. We also began using the Family Day
Care Rating Scale to measure the improvement of home-based providers using 4Cs' services.
This year we also had what will become an annual fundraising event, the Teddy Bear Rally.
Future goals are to work closely with local employers to make our services known to every
family in Johnson County and to continue to find innovative ways to improve the quality and
accessibility of child care.
Section 2: Client Profile
~~ FY03 ?Y04
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 9,859 9,844
Coralville) did your agency serve?
2. How many lowa City residents did your agency serve? 2 Unduplicated Count 6,390 6,299
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 1,778 1,919
j ccoghs\fundingform.doc 3
4Cs Community Coordinated Child Care
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 25% Female: 62% American Indian 1%
6-17 10% Male: 37% Asian 4%
18-29 30% Unknown: 1% A~icardBlack 10%
30-61 30% Pacific Islander 1%
62-75 5% White 77%
>75 0% Other 7%
3. Briefly describe your service population.
· All families with children (birth to 12 years of age);
· Homeless/near homeless families with children and other at risk families;
· Child care providers;
· Emergency foster children;
· Early childhood educators and special education educators.
4. How do you determine eligibility for services?
· Most of 4Cs' services are available to all residents of Johnson County. Eligibility for
4Cs Home Ties Child Care Center program services is determined by family income
and situation (homeless, jobless, participation in other agency services.)
5. Are there fees for your services? Yes X No
If yes, please describe your fee structure:
· Toy Library Membership: A one-time, refundable damage deposit of $10 is assessed
to all members. A sliding scale determined by family annual income is used for
membership fees. The fees can range from no charge to $25.
· Classes and workshops: While most classes are free, some have a standing fee (such
as CPR, First Aid, etc.) Fees range from $5 to $25.
· The spaces for Iow-income families (following the Department of Human Services
scale) at Home Ties are priced at $550 per month for full-time and $225 per month for
part-time or what the state will pay in child care assistance.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: All of Johnson County
Services Provided: Child Care Resource & Referrals, Child Care Provider Education,
Toy Library & Resource Center, Child Development Home Consultant, Home Ties Child
Care Center, Child and Adult Care Food Program Sponsorship
B. Do you provide services to areas outside of Johnson County?
Area(s) served: Washington County
Services Provided: Child Care Resource & Referrals, Child Care Provider Education,
Toy Library & Resource Center
jccoghs\fundingform.doc 4
4Cs Community Coordinated Child Care
Funding sources for services outside of Johnson County:
· Child Development Block Grant
· University of Iowa
· Fundraising/Donations
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client - Surveys are regularly done with parents who have used our referral
services; participants of each class/workshop; families who have used the
Home Ties program; and families/providers enrolled in the Food Program.
(b) Community- A questionnaire was developed by a marketing group from the
University of Iowa to assess community opinion of 4Cs Community
Coordinated Child Care. A volunteer group of students has sent out the
survey the last two years as a project for their communications class.
2. Briefly summarize your findings:
· 99% of client responses were favorable toward the services received from 4Cs.
· 99% would recommend 4Cs' services to friends.
· Concerns noted: Lack of marketing for 4Cs' services, not enough second-shift care,
and lack of availability of care in child care centers (rather than home-based
providers).
3. What changes have been made in response to these findings?
· Lack of marketing: We have sent packets of information to local family physicians,
pediatricians, and OB-GYN physicians to give to parents. We have also approached
churches and temples as outlets to share our services with parents. A mailing to all
employers of 25 or more staff about 4Cs referral services is being sent out yearly.
· Second-shift care: Continued recruitment of home providers that offer second shift
through one on one contact with the child care consultant.
· Lack of child care center slots: Continue to make our resources available to anyone
interested in starting a center including training, licensing consultation, etc. We
have also improved our parent education packets that are sent to all parents seeking
child care referrals to help them recognize the assets of home-based child care.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
1. Department of Human Services 1. 10%
2. University of Iowa 2. 15%
3. Shelter House 3. 5%
4. Crisis Center 4. 5%
5. Domestic Violence Intervention Program 5. 5%
6. Child Care Providers 6. 20%
7. Friends/Relatives 7. 20%
8. Self-referral 8. 20%
j ccoghs\fundingform.doc 5
4Cs Community Coordinated Child Care
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
· The American Red Cross and other health/education agencies offer workshops in
First Aid, CPR and Universal Precautions.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
4Cs is the ONLY agency in Johnson County that provides the following services: · Child care referrals to families seeking child care;
· Technical assistance to home-based child care providers which includes site
visits, telephone consultation, and training;
· Workshops in Mandatory Reporting of Child Abuse and other child-related topics
for child care providers;
· Toy Library and Resource Center for families and early childhood educators;
· Free, emergency child care at Home Ties Child Care Center;
· Sponsorship of the food program for home-based child care providers.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Program for People with Special Needs 1. Resources specifically for people with
(Grant Wood Area Education Agency, special needs are housed at the Toy
University of Iowa, Arc of ~lohnson County, Library. Programs are created to help
Head Start) people with special needs and their care-
givers, such as parent support groups
and play therapy sessions.
2. Week of the Young Child (Iowa City 2. A yearly event for families with young
Association for Educators of Young children is planned each April (2005 will
Children, Hawkeye Area Child Care be its 4th event). The event has
Providers Network) activities specifically designed for children
under the age of seven and is free to the
public.
3. Prevent Child Abuse Johnson County 3. Begun in FY04 with several child
(Empowerment, Neighborhood Centers, agencies in Johnson County, 4Cs is
Department of Human Services, University bringing back the Child Abuse Council of
of Iowa Hospitals and Clinics, University of Johnson County. Goals include public
Iowa) awareness and growth of resources for
victims of abuse. Our Associate Director
is chairing this organization which meets
on 4Cs' site. We have just received our
first grant for child abuse programs in
Johnson County!
j ccoghs\fundingform.doc 6
4Cs Community Coordinated Child Care
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your
agency is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Funding losses for FY06. The University 1. We are exploring the possibility of
of Iowa has just informed us that our setting up an endowment. Our goal is to
funding will be cut by 50% due to fiscal have one in place by FY08. We are also
shortages. This will be about $20,000. pleased with our first annual Teddy Bear
Rally fundraiser and will continue to have
that event grow. We have increased our
grant writing efforts in the last year by
45% and plan to make a similar increase
in proposals for this year.
2. Lack of marketing of services to Johnson 2. We are approaching agencies and
County families. This is an ongoing individuals who have contact with young
challenge, families such as physicians, dentists, and
churches to help us reach families in need
of child care.
2. In what way will the needs of your service population change over the next five years?
· We foresee that the ethnic and racial diversity of our clients.will continue to increase.
· The need for AFFORDABLE child care will continue to grow. The latest forecast by the
National Association of Child Care Resource and Referral Agencies is that the need will
expand from 87% of families to 95% by 2010.
· Department of Human Services budgets have been cut to exclude preventative
services. We have already seen a rise in children with emotional problems come
through Home Ties that have not received services through the state system because
the parents haven't had Child In Need of Assistance reports filed by the courts. We
expect that over the next five years, more children who need help will not receive it.
These children will be enrolled in child care programs with staff who will need training
in dealing with severe behavior and emotional problems.
3. How do you plan to address these changes?
· 4Cs' provider recruitment programs will continue to reach out to all people regardless
of race, economics, creed, or nationality. Because home-based child care providers
tend to be less costly than center-based institutions, recruitment of these providers
has priority. We also continue to work closely with the University's international
populations and International Women's Club to recruit for child care providers and to
educate international families on accepted child care practices in the United States.
· 4Cs is currently looking at partnerships with the University of Iowa children's
psychology department and Grant Wood AEA to provide child care providers with
access to experts in child behavior. We are also scheduling classes and workshops
dealing with severe behavior and emotional problems in children for child care
providers. Most classes are free to child care providers and parents.
j ccoghs\fundingform.doc 7
4Cs Community Coordinated Child Care
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
The purposes of the provider support services programs are to:
· Increase the accessibility of high-quality, affordable child care/early learning
environments for all children.
· Increase the qualityof child care/early learning environments for all children.
The purposes of the parent/community services programs are to:
· Increase the number of families who have sufficient resources to provide a stable home
to support the well-being of children.
· Increase effective opportunities to learn about child development and parenting skills.
· Increase public engagement and support for families with young children and
workplace commitment to families.
The purpose of the Home Ties Child Care Center program is to:
· Children will gain or maintain total protective factors (well-being of children as
measured by Devereux Early Childhood Assessment -DECA scale) by the end of their time
at Home Ties;
· Participating children will have up to date immunizations;
· Parents will seek, obtain, and/or maintain employment or attend school;
· Parents at Home Ties will have the ability to access resources necessary to meet basic
needs;
· Families will remain united and maintain an environment that promotes healthy child
development and family resiliency;,
5. Describe the evaluation methods you use to measure the success of your services.
Provider Services Program:
· Accessibility--Rate of provider retention, rate of recruitment of providers/slots
· Quality--Family Day Care Rating Scale (a nationally recognized quality assessment for
child care homes), rate of registration with the state of Iowa (state-recognized quality
assessment for child care homes), rate of education participation
Parent/Community Support Program:
· Resources--Toy Library membership, story hours offered/attendance, website hits,
number of referrals
· Opportunities to Learn--numbers of classes offered/attendance
· Public Engagement--number of speaking engagements at businesses
Home Ties Child Care Center:
· WelI-Being--DECA rating program will be begun in FY04. it is a national tool that
measures the well-being of children (mental, emotional, physical).
· Immunization--All children who enter Home Ties must have their immunization records
up to date.
· Parent Employment/School--Parent goals (find employment or housing, keep
employment, remain in school) are fulfilled while the children are enrolled at Home Ties
j ccoghs\fundingform.doc 8
4Cs Community Coordinated Child Care
· Parent Resources--Referrals to Hawk-! insurance program and other agencies (Grant
Wood AEA, Crisis Center, Department of Human Services, etc.)
· Family Resiliency--The number of children who transition into traditional child care
settings (not removed from the parents by Department of Human Services.)
6. What are the results of these evaluations (outcomes)?
Provider Services Program:
Accessibilit'y-- FY02 FY03 FY04
% of providers who 84% 84% 84%
remain active for more
than one year (national
average is 30% according to
1999 report from the Center
for the Child Care Workforce)
Recruitment of new Providers: 58 Providers: 58 Providers: 51
providers/slots Child Care Slots: 348 Child Care Slots: 348 Child Care Slots: 306
Quality--
Family Day Care Rating N/A: Not used until N/A: Not used until Every Provider tested
Scale FY04 FY04 had an average 5.3
point increase in all
six areas of
improvement.
% of providers listed 67% 86% 86%
with 4Cs that are
registered with the state
Classes offered 123 179' 130
Class Participants 1,846 2,630 2,365
* Received grants for additional classes in FY03 through Empowerment.
Parent/Community Support Program:
Resources-- FY02 FY03 FY04
Toy Library membership 150 250 270
Story Hours offered/attendance 12/144 50/750 68/1,451
Website hits Not Tracked 543 681
Child Care Referrals 992 893 1~055
Opportunities to Learn--# of 2,299 2,298 2,290
parents who received
educational materials or training
Public Engagement--number Begun FY04 Begun FY04 4
of speaking engagements at
businesses
j ccoghs\fundingform.doc 9
4Cs Community Coordinated Child Care
Home Ties Child Care Center:
FYO2 FYO3 FYO4
# Children served by Home Ties 90 101 102
DECA Results N/A: Used FY04 N/A: Used FY04 All children
tested
maintained
score or
improved
Parent Goals--
% of parents looking for 63% 43% 48%
employment who found it
% of parents looking for housing 66% 76% 76%
who found it
% of parents who remained in 100% 100% 100%
school
% of parents who remained 99% 100% 95%
employed
Parent Resources--
Hawk-:[ :[nsurance Referrals 80 92 96
Other Agency service referrals 62 140 80
(AEA, DHS, Crisis Center, etc.)
Family Resiliency--Families 98% 98% 100%
that remained together (children
not removed from home by state)
7. How do you plan to use the evaluation results to enhance/extend your services?
Provider Services Program:
· Results from the FDCRS Evaluation System will show us where child care providers
need improvement. :If an individual shows a need in an area, one-on-one assistance
to help that provider meet a challenge can be provided by 4Cs staff through future site
visits and other forms of technical support. If a pattern of a problem area for multiple
providers emerges, then classes and workshops supporting that area of need will be
offered.
Parent/Community Support Program:
· As more and more parents begin to access our web site for child care information, we
will continue to expand the resources found on our web site to enhance parent
education.
· Attendance to our Toy Library Story/Activity hours is increasing each year. Therefore,
we are adding more programs on other days of the week according to parent
requests.
Home Ties Child Care Center:
· The DECA program helps Home Ties staff identify the needs of the children and
provides strategies and activities to meet the needs of the individual children. For
example, a child who shows a Iow score for attachment issues will be involved in
activities to help him succeed in that area.
j ccoghs\fundingform.doc 10
4Cs Community Coordinated Child Care
8. How do your programs/services impact the community?
4Cs Community Coordinated Child Care is the expert in child care in Johnson County.
Without stable child care, 87% of the employees in Johnson County would not be able to
attend work (census 2000 figures.) Additionally, more than half of the young families living
in Johnson County have immigrated from other counties, states and countries due to the
university, hospitals and quality of life. These families often do not have family supports
(parents, grandparents, etc.) or child resources (toys, insurance, etc.) and are therefore
dependant upon our services. New and expecting parents often do not know how to find or
recognize quality child care.
· Our services continually help families find the child care that allows them to go to work or
school.
· Our provider support programs recruit and retain child care providers for infants, school-
age children, pre-school children, weekend and evening shifts, urban and rural locations,
and occasional care.
· Child care providers who are served by 4Cs not only become accessible to families, but
the quality of their programs are improved through trainings and technical assistance.
· Parents who use 4Cs' services know what questions to ask when choosing child care.
· Programs such as the Toy Library and Home Ties Child Care Center give parents and child
care providers access to resources that create stable families, children that are ready for
school, and healthy environments.
· Child care providers receive one-on-one support and training opportunities.
9. How did the agency respond to the UWJC recommendations from last year?
· The panel recommended that 4Cs diversify and stabilize the agency's funding base: The
first annual "Teddy Bear Rally" fundraiser, an event that includes family activities, raffles,
etc., was held in May 2004 and is already scheduled for March 2005. We are also
researching the process of starting an endowment fund.
· The panel recommended that 4Cs develop evaluation methods that will allow 4Cs to
document the impact of its services: For FY04, 4Cs has begun using the "Family Day
Care Rating Scale" to evaluate the increase in quality in its home child care providers. We
also began using the DECA program to measure the effects of Home Ties on the children
attending that program. Child Care Resource & Referrals are currently working state-wide
to create appropriate methods of evaluating our referral programs.
Section 5: Board Governance
4. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
5. How often does your board meet? M0nthl¥
6. What is your average attendance at board meetings? 70% Of board
7. How is the board involved in strategic planning, fund development, and governance of the
agency?
j ccoghs\fundingform.doc 11
4Cs Community Coordinated Child Care
· The Board of Directors determines the goals for each year's plan of work and
ranks priorities for the agency (last done September, 2004).
· The board determines all written policies.
· The board determines the appropriateness of new programs and the ability of
4Cs to carry out those programs.
· Fund Development planning: events, direct appeals, etc.
8. What type of training/orientation do board members receive?
· New board members receive a pre-orientation with information about 4Cs from
the person recruiting them prior to applying.
· After being accepted by the Board of Directors, new members receive a one-
on-one orientation/training with the Executive Director.
· New board members are encouraged to attend United Way's trainings for board
members. (3 board members have attended this training to date.)
9. Does your agency have written policies and procedures for financial management? Yes.
If yes, date of last board approval? July 2003
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? February
2003
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? January 2004
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X No
If yes,
Who completed the audit? Greenwood and Crim, P.C.
How much did the audit cost? $4,300
If material weaknesses are noted in the audit, what is your plan for addressing them?
None noted
If you do not have an audit, what is in place to assure accountability in the agency's
financial management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance ~ if agency has Amount
Directors & Officers
a. fiduciary liability X 1,000,000
b. employment practice X
liability
General Liability X 2,000,000
Umbrella Liability X 200,000
Professional Liability X 1,000,000
Property or Renters X 144,000
Vehicle X 500,000
jccoghs\fundingform.doc 12
4Cs Community Coordinated Child Care
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
· Length of Employment: 3 1/2 years at 4Cs
· Education:
-~ MA in Science Education/Museum Studies (alternative education)
--> BA in Political Science/History
--~ BA in Music Performance
--~ Certification in: Group Facilitation C[SU Extension) and Grant Writing (Kirkwood)
-> Currently enrolled in Certification for Non-Profit Management (ISU Extension)
· Career History:
--~ 4 years Program Development Manager for Girl Scouts of the IVlississippi Valley,
Inc. - Developed program budgets and curriculum, directed program staff and
volunteers, wrote program grants.
--> 2 years IVlanager of Iowa City Area Science Center exhibits - Created workshop
curriculums, directed staff and volunteers, ran gift shop.
--~ 3 years Program Manager/Assistant Director Wild Rose Program Center -
Directed program staff, created camp curriculum.
· Membership/Organizations
--~ Iowa Association of Educators of Young Children and National Association of
Educators of Young Children
-~ Mensa
-> Prevent Child Abuse Johnson County
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X $35,000 - $45,000 1.0 1.0 1.0
Associate Director X X $27,000 - $35,000 1.0 1.0 1.0
Resource & Referral X X $25,000 - $30,000 1.0 1.0 1.0
Coordinator
CACFP Coordinator X X $25,000 - $30,000 1.0 1.0 1.0
Home Consultant X X $10.00 - $13.00 per hour 1.0 .75 .75
CACFP Assistant X $8.00 - $11.00 per hour .5 .5 .5
Toy Library Coordinator Volunteer Position .25 .25 .25
(Volunteer Position)
Secretary $6.50 - $8.00 per hour .5 .5 .5
Home Ties Coordinator X X $25,000 - $30,000 1.0 1.0 1.0
Lead Teachers X X $20,000 - $25,000 2.5 2.5 2.5
jccoghs\fundingform.doc 13
4Cs Community Coordinated Child Care
Assistant Teachers $6.50 - $8.00 per hour 4.0 4.0 4.0
TOTAL FTEs 13.75 13.5 13.5
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative
and direct service staff)? 13.50
4. How much was spent on staff development in the last fiscal year? $1,229.81
5. How much is budgeted for staff development in this fiscal year? $3,550.00
6. What training and support opportunities are offered to staff?.
· Mandatory trainings for those working directly with children include First Aid, CPR,
Universal Precautions, and IVlandatory Reporting of Child Abuse.
· Specific trainings are given according to positions: the Food Program staff attends
Food Program trainings at the state and national level, Resource & Referral staff
receive trainings on database programs, etc.
7. Please attach current organizational chart as Appendix B.
$. Comparing the last complete fiscal year to current fiscal year, what was the average %
wage increase? 3%
Yes No brief explanation
9. Does your X The latest review of personnel policies in July 2003
agency have was considering the rise in health insurance. The
personnel board decided to keep the existing policy of paying
policies? 100% of a single health care coverage for each full-
If yes, date board time employee.
last reviewed?
3uly 2003
10. Does your board X The board evaluates the director every June/July.
annually
evaluate the
director's
performance?
11. Does your X The most recent board approval of a job description
agency have job was the changes in the description of the Home
descriptions for Consultant position in spring of 2004.
every position?
If yes, date of last
board approval?
_April 2004
12. Is there an X Performance reviews are completed by each staff
annual member's supervisor at 6 months and then every
performance year.
review for every
staff?.
j ccoghs\fundingform.doc 14
4Cs Community Coordinated Child Care
Section 7: Financial Management
A. Three Year H~ Balance Sheet
(As of your fiscal year-end)
2002 2003 2004 2002 2003 2004
Current Assets Current Liabilities
Cash 26,470 29,186 24,056 Accounts Payable 0 0 0
Investments 0 0 0 Payroll Taxes Payable 2,687 283 129
Receivables < 90 days 0 0 0 Contracts Payable 0 0 0
Other 0 0 0 Mortgage Payable-6 months 0 0 0
Total Current Assets 26,470 29,186 24,056 Total Current Liabilities 2,687 283 129
Other Assets Other Liabilities
Property 84,488 87,321 99,283 Mortgage Payable-Balance 33,889 *'37,217 31,329
Equipment 74,056 74,056 84,901 * Other 0 0 7,795
less depreciation (70,067) (85,731) (99,741) Total Other Liabilities 33,889 37,217 39,124
Receivables > 90 days 0 0 0 Total Liabilities 36,576 37,500 39,253
Other 0 0 0 Equity (Net Worth) 78,371 67,332 97,819
Total Non-current Assets 88,477 75,646 84,443
TotalAssets 114,947 104,832 108,499 Liab + Equity 114,947 104,832 137,072
· Copy machine leased in 2004.
· * Mortgage refinanced in 2003.
j ccoghs\fundingform.doc 15
4Cs Community Coordinated Child Care
Financial Information is: [X ] entire agency [ ] county specific [ ] program specific
Last yr This yr Next yr
FY04 FY05 FY06
B. Income & Expense
Income
Local Funding Sources
Iowa City 0 0 2,000
Coralville 0 0 2,000
Johnson County(I) 75,000 77,000 77,000
United Way 24,432 23,476 25,000
Grants-Federal, State, Foundation 291,433 280,457 230,509
Net Sales of Service (2) 36,368 68,200 68,200
Contributions/Fundraising (3) 11,282 24,000 24,000
Investment Income 135 400 400
Rental Income 11,509 12,300 12,300
Food Program Pass-Through Funds (4) 256,283 250,000 260,000
Total Income 706,442 735,833 70'1,409
Expense
Wages & Salaries 299,123 297,845 300,000
Benefits 45,891 43,877 45,000
Administrative 10,778 11,650 10,000
Occupancy (5) 50,417 65,059 32,920
Food Program Pass-Through Funds (4) 256,283 250,000 260,000
Program Expenses 46,243 47,280 46,000
Total Expense 708,735 715,7'11 693,920
C. Fund Balance
Revenue 706,442 735,833 701,409
Carryover Balance from previous year 29,186 6,893 7,015
Total Operating Budget 735,628 742,726 708,424
Less Total Expenditures 708,735 715,711 693,920
Ending Fund Balance 26,893 27,015 14,504
Less Restricted Balance 20,000 20,000 10,000
Carryover Fund Balance 6,893 7,015 4,504
jccoghs\fundingform.doc 16
4Cs Community Coordinated Child Care
(1) Johnson County has annually given $75,000 to Home Ties Child Care Center for child care for
homeless and at risk children. In FY05, Johnson County elected to give 4Cs $2,000 for general
operating funds. We are again requesting $2,000 for FY06.
(2) Home Ties Child Care Center has added 3 child care spots that will be paid for by child care
assistance or Iow income families for FY05.
(3) In FY05, an individual donor has promised funding for the Toy Library rent that was not received in
FY04, marking a large growth in donations from FY04.
(4) 4Cs sponsors the Child and Adult Food Program for Johnson County. Funds earned by child care
providers are passed through 4Cs.
(5) In FY04 and FY05, 4Cs received funding for building improvements including a chair lift, lighting,
carpeting, and new windows. This is why the cost in Occupancy is higher in those years.
Bd/Donor/Funder Restricted Funds Designated for: Last Year This Year Next Year
Board Restricted Reserves 201000 20,000 10,000
Total Restricted Funds 20,000 20,000 10,000
In-Kind Support: Last Year This Year Next Year
Home Ties Volunteers, Toy Library Volunteers, 16,900 16,900 16,900
ServicesJolunteers (6.50 per hour) Administration Volunteers
Material Goods Home Ties Program Supplies, Office Supplies, Toy 25,000 25,000 25,000
Library Toys, Raffle Donations
Space, Utilities, etc Home Ties Site, Toy Library Site 80,000 88,000 96,000
Total In-kind Support 121,900 129,900 137,900
Grants Description/Purpose Last Year This Year Next Year
Empowerment Home Ties Staffing, Child Care Provider Services 97,577 65,509 65,509
Child Care Provider Services, Toy Library, 41,500 41,500 22,000
University of Iowa (1) Resource & Referral
Resource & Referral, Child Care Provider 59,240 63,448 65,000
Child Development Block Grant Education
Community Development Block Grant (2) Building Improvements 13,424 32,000 0
Child & Adult Food Program Food Program Management 79,692 78,000 78,000
Total Grants 291,433 280,457 230,809
(1) The University of Iowa has announced that it will be cutting funding to 4Cs in FY06 due to its
own funding cuts.
(2) 4Cs has received CDBG funding in the last two years for building upgrades including an
elevator lift.
j ccoghs\fundingform.doc 17
4Cs Child Care Resource & Referral
BOARb OF bTRECTOR$
2004-200§
President Co- Secretary
Alice Atkinson Joan Tephly
Iowa City
Iowa City Professor Early Childhood Education
Professor of Early Childhood Education (UI)
(UZ), Founder Term ends: 6/30/05
Term ends: 6/30/05 Committee: Executive, Program
Committee: Executive, 5taft Development
Evaluation, Fiscal
Allan Axeen
Vice President Corolville
John Hartley Manager HACAP Family Housing
Iowa City Term ends: 6/30/2006
Early Childhood Educator, Committee: Building, Fund Development
Consumer of referral and training
programs ' Ja~es Pusack
Term ends: 6/30/05 Iowa City
Committees: Executive, Program Head of German Language Dept. (UI),
bevelopment, Staff Evaluation Former consumer of referral program
Term ends: 6/30/05
Treasurer " Committees: 5taft Evaluation/Building
Judith C?ossel~
Iowa City TBA
Director Geriatric Psychiatry (UIH¢), Term ends: 6/30/07
Former consumer of referral program Committees: Fund Development, Fiscal
Term ends: 6/30/06 TBA
Committees: Executive, Fund Term ends: 6/30/07
bevelopment, Fiscal Committees: Program bevelopment,
Fund Development
Co-$ecre,ary
Lynn Kubit
Iowa City
Nurse with ~Tohnson County Public
Health,
Former consumer of Home Ties Program
Term ends: 6/30/06
Committee: Executive, Fundroising,
Program Development
4Cs Community Coordinated Child Care
Organizational Chart
Section 1: Background
Agency Name: Iowa City Free Medical Clinic
Address: 120 North Dubuque, Iowa City, IA 52245 Phonl ~3, 7, -.~tt 9. ,~1 ~ ~
Co-Director Name: Sandy Pickup Signature:
Bal. Pres Name: Graham Dameron Signature:
Request Completed By: Sandy Pickup Date: 9/24/04
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Budget
Amount received from UWJC 97,992 101,182 105,000 28%
Does not include designated
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 6,349 6,033 6,214 2%
Johnson County 96,911 98,850 101,815 27%
City of Coralville 1,750 1,835 3,000 1%
What were local funds used for this year: Health care delivery, and medication assistance were provided
with local funding. This includes salaries, benefits, equipment, office supplies, liability insurance and
medications. 2,632 clients were seen for a total of 5915 clinic visits. In addition 363 vouchers were
written to assist people in the purchase of medications.
For what will next year's local funds be used? FMC ~vill use local funds to provide over 5,000 patient
visits, including lab, prescription medications and follow-up treatment for our clients.
Explain or justify any significant increase in funding request. Due to the increase in cost of medications
and the numbers of chronically ill patients who need ongoing treatment, FMC is requesting a 4%
increase.
Agency Mission Statement:
The lowa City Free Medical Clinic is a private nonprofit corporation, providing quality health care to the
underserved of Johnson County.
Our organizing principles of practice are:
· To eliminate barriers to health care by offering services witho~tt can't
· To offer services in a non-hierarchical environment that is non~jud.~,mental, confidential and
infi~rmal
· To enco~trage theparticipation ofpatients in their own care
,, To serve as an advocate.for the underserved in the communiO,
Summarize your programs and services:
Services provided by FMC are general out-patient care, including eye exams, medications, in clinic
laboratory testing, testing sent to outside labs, case management for clients with chronic illness and
application to pharmaceutical companies for medications. Voucher programs assist residents of Johnson
County not able to aflbrd medications and medical supplies, eyeglasses, hearing aids and limited cancer
screening tests. The Free Dental Clinic provides dental care for acute dental concerns, including x-rays,
extractions, root canals and fillings.
Agency Name Iowa City Free Medical Clinic
List any accreditation and iicensure your agency currently has. Explain.
Iowa City Free Medical Clinic has been accepted in the "Volunteer Health Care Provider Program" with the
State of Iowa. (lAC 10/7/98 Chapter 88)
jccoghs\fundingform.doc 2
Agency Name Iowa City Free Medical Clinic
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
The Iowa City Free Medical Clinic (FMC) began seeing patients in March of 1971.
Since opening 33 years ago, thousands of people have visited FMC, with a variety of medical
concerns. During her first year FMC had 2,481 clinic visits. The primary diagnosis was "normal
exam," followed by "upper respiratory infection". By FY 03, FMC clinic visits had increased to 5,483
with primary diagnosis of hypertension followed by diabetes. In FY 04 there was an 8% increase in
patient visits (5,915)
Our patients continue to be the underserved, "very low income" people who do not qualify for other
assistance programs. Patients are seen here for job physicals, colds and tlu, hypertension, diabetes and
other acute and chronic conditions. Other services offered include dental care, eye exams, Mercy
Night, dermatology, podiatry, physical therapy, TB testing, gynecology t~nd HIV testing and
counseling.
In the late 80's FMC staff observed an increase in patients with chronic medical problems. In May of
1990 our first paid physician was hired to provide continuity to patients with chronic medical concerns
and provide supervision for staff follow-up of these patients. Since FY 93 the numbers of visits for
chronic diabetes and hypertension have increased 686%. Currently these visits make up 22% of our
total patient visits.
While we have added paid medical staff, one of the primary reasons we have been able to maintain our
original commitment to free health care for all is the dedicated participation ora large pool of
volunteers. Physicians, lab technicians, pharmacists, physician assistants, nurses, medical students,
patient advocates, receptionists and interpreters come together with staff to create an environment of
caring and support for one another and our patients.
FMC is registered with the State of Iowa's "Volunteer Health Care Provider Program" which will
indemnify physicians, dentists, nurse practitioners, dental assistants and hygienists, therapists and
counselors, pharmacists, physician assistants and social workers volunteering in free clinics. Each
practitioner must apply, and after acceptance FMC staff must maintain documents and report quarterly
to the program. Currently we have 26 health care providers enrolled in this program. We have
concerns that the amount of paper work and cost required to enroll in the state program might deter
people from volunteering. Staff does as much of the paper work possible to streamline the process for
the volunteer. In the past legislative session a bill was passed to include free clinics in this state
indemnification program. This will eliminate the need for FMC to purchase clinic liability insurance.
Quality assurance is an ongoing part of FMC's commitment to providing quality health care to our
clients. Random chart reviews and client satisfaction surveys are done throughout the year to assure a
high quality of care.
Our Patient-In-Need Program continues to be invaluable in keeping patients with chronic medication
needs supplied with the proper medications. Over three hundred patients are currently enrolled in this
program.
jccoghs\fundingform.doc 3
Agency Name Iowa City Free Medical Clinic
Section 2: Client Profile
~ FY O3 FY O4
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 2012 2166
Coralville) did your agency serve?
2. How many Iowa City residents did :~'our agency serve? 2 Unduplicated Count 1443 1590
3. How many Coralville residenta' did your agency serve? 3 Unduplicated Count 366 386
Age (use agency's Gender Ethnicity (u agency's breakdown)
breakdown if needed)
< 18 208 Female: 1398 Asian
18-24 549 Male 1236 Black
25-34 663 Hispanic
35-44 517 Mixed
45-64 640 Native Ameri~
>65 + 57 White
Other
Unknown
No answer
3. Briefly describe your service population.
FMC provides health care to the uninsured in Johnson county and surrounding areas.
4. How do you determine eligibility for services?
Our services are available for people without health insurance.
5. Are there fees for your services? Yes No X
If yes, please describe your tee structure:
We ask that patients leave at least a five dollar donation if possible.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: Coralviile, Tiffin, Lone Tree, Solon, Oxford, Swisher, and North Liberty,
7% of clients seen are from these small communities
Services Provided: General out-patient medical care, HIV counseling and testing, dental
services, referrals and financial assistance with medications, eyeglasses and hearing aids.
B. Do you provide services to areas outside of Johnson County? YES
Area(s) served: 127 people listing zip codes outside of Johnson County were served in FY
04. People from Benton, Cedar, Iowa, Keokuk, Jefferson, Linn, Muscatine and Washington
counties, non -US citizens and people residing out of state use FMC services at 120 N.
Dubuque.
Services Provided: General out-patient medical care, HIV counseling and testing, dental
services, referrals and financial assistance with medications, eyeglasses and hearing aids.
Funding sources for services outside of Johnson County: Patient donations offset some costs
for our out-of county clients. 18% of clients seen in FY 04 were non-Johnson County
residents.
jccoghs\fundingibrm.doc 4
Agency Name Iowa City Free Medical Clinic
Section 3:Communi .ty Relations
1. How do you assess satisfaction with your services?
(a) Client: We conduct a satisfaction survey at the end of every calendar year, with 100
patients participating. We also conduct an abbreviated form of this survey on
a tri-monthly basis, with 100 patients participating every time.
(b) Community: A survey is planned in Dec to be sent to agencies and community
members with whom we have interaction.
2. Briefly summarize your findings: Survey results have been positive. Overall, patients are very
satisfied and appreciative of care received at FMC. Our annual patient satisfaction survey
indicates that people visiting FMC are pleased with our services.
Participants in the survey rated our volunteers highly with regards to "attention to questions and
concerns" and "overall courtesy."
Staff from other agencies is also appreciative of Clinic services.
3. What changes have been made in response to these findings? none
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral *Estimated % of clients referred
Mercy-on-Call/Mercy ER 15%
University of Iowa Hospitals and Clinics 20%
MECCA 5%
Shelter House 5%
Community Mental Health Center 5%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Some private physicians see patients without charge; UIHC provides care to some indigent
patients; Mercy Hospital will see some patients through funds from the Mercy Foundation.
Describe what distinguishes your agency and/or its services from other agencies that provide similar
services in Johnson County. All FMC services are free.
FMC never restricts access* to healthcare based on a patient's ability to pay. Patients are never
asked for payment prior to receiving services, nor are they billed for services provided.
*The only restriction is that patients must be uninsured or underinsured.
jccoghsXfundingform.doc 5
Agency Name Iowa City Free Medical Clinic
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1.UI Family Practice 1. FMC receives funds from a grant to train
Family Medicine residents to screen patients
for depression.
2.Johnson County Public Health, Shelter House 2. FMC provides TB testing for Shelter House
clients and does follow-up
3.UI College of Nursing 3. FMC is a practicum site for nursing
students
j ccoghs\fundingform.doc 6
Agency Name Iowa City Free Medical Clinic
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently lhcing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1.Increased patient load 1. We are adding more appointment slots per
daytime clinic by increasing the number of
volunteer examiners.
2.Increase in patients needing assistance 2. We are continuing to streamline the process
acquiring medications we use to apply to pharmaceutical companies
for free medications. We also are seeking
funding from local service groups to
supplement our pharmacy budget.
3.Lack of professional volunteers 3. We continue to recruit via letters, listings in
the local media and word of mouth. We are
also developing collaborations with the
colleges of Nursing, Pharmacy and Medicine.
2. In what way will the needs of your service population change over the next five years?
We believe the cases of patients with chronic illness will continue to rise. Underserved
populations will grow as well.
Currently we measure the needs of the nnderserved people coming to FMC with a brief survey
asking if they have health insurance and where they would go if Free Medical Clinic didn't exist.
Insurance 8*
No insurance 192
* Four of the eight with insurance explained that their insurance covers catastrophic care
only; one of eight with insurance was here for dental visit and their insurance did not cover
dental care two of eight with insurance used FMC for reasons of confidentiality
No insurance/Emergency room 90
No insurance/Nowhere 81
No insurance/Private Physician 21
Insurance/Nowhere 4
Insurance/Private Physician 4
Comments:
Thank you - medical aid is overpriced and denies human rights to the poor.
I don't make enough to live as it is so I can't afford insurance and going to the doctor is
hard for me I think you all are great.
I have no insurance and fixed income - pretty much restricts my access to medical care.
Grateful for Free Medical Clinic! Having the free medical clinic is a wonderful resource.
Without FMC, it would depend how sick I or my child was; I would wait as long as I could
before going to the E.R.
jccoghs\fundingform.doc 7
Agency Name Iowa City Free Medical Clinic
I thank God for having access to the Free Medical Clinic
I wouldn't know what to do. I don't have any money for the doctor or medicine.
You guys are very kind.
I'd probably die without the Free Clinic
If it wasn't for the FMC, I'd be toast.
3. How do you plan to address these changes?
Without increased funding we will be unable to address these needs. We can be open
more hours and each time we add a new volunteer examiner, more patients can be seen.
With that improved access to healthcare for the patients, there is also increased staff time
for follow-up, purchase of medications and possible ongoing care, depending on the
reason for the visit. The costs of medications is on the rise and current staff is working to
full capacity.
Grants will not fill the void.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Iowa City Free Medical Clinic (FMC)
FY 05 Goals and Objectives
1. FMC will provide Case Management Services for the Chronic Care patients.
Objectives: 1. Assist 200 clients (minimum) with ongoing support services such as ensuring the client has the
appropriate medication, equipment, education and follow-up appointments with the primary physician
ands any necessary specialist. Case Manager will screen and enroll new clients in the case management
programs
2. 80% of Chronic Care patients will be monitored every 6 months.
3. 100% of Chronic Care patients will be offered dietary counseling.
4. 100% of Chronic Care patients will be offered a flu vaccination.
5. 80% of Chronic Care patients will receive a flu vaccine.
6. 100% of Chronic Care patients will have an annual lipids panel drawn and will be treated as needed.
7. 100% of diabetic patients will have an annual HBA1C blood test.
8. 90% of diabetic patients will receive a glucometer and testing supplies.
9. 85% of diabetic patients will receive an eye exam once every two years.
10. 100% of diabetic patients will be evaluated for the preventative use of ACE inhibitors or ARB for renal
protection; appropriate patients will be treated.
2. FMC will provide access to a Smoking Cessation Program to all patients
Objectives: 1. 100% of FMC patients who smoke will be advised of the merits of smoking cessation, and offered
enrollment in the FMC Smoking Cessation Program (SCP)
2. 30 patients will be enrolled in SCP.
3. 100% of enrolled patients will have an initial appointment with FMC's Medical Director.
4. 100% of enrolled patients will be offered appropriate smoking cessation medications/aides, (including
referrals to Quitline Iowa and the Fax referral program through Quitline Iowa) and follow-up
appointments every 2 weeks for 4-12 weeks.
5. 80% of enrolled patients will be sent a questionnaire after day 120 in the program.
3. FMC will provide specialized, limited health and ancillary services to e~igible patients
jccoghs\fundingform.doc 8
Agency Name Iowa City Free Medical Clinic
Objectives:
1. 70% of eligible women will be referred for free annual mammogrmns through the Visiting Nurses
Association.
2. To provide access to free mammograms for 60 women who are unable to access free mammograms
through the Visiting Nurses Association.
3. To provide vouchers for medications, eyeglasses, hearing aids and cancer prevention for 300+ FMC
clients.
4. To contact 5-10 local organizations to ensure on-going funding for the voucher program.
4. FMC databases will be improved
Objectives:
1. By June 2005, the patient database will be upgraded, updated and networked to conform with HIPAA
Guidelines.
2. The volunteer and donor databases will be revised and updated on a monthly basis.
5. Describe the evaluation methods you use to measure the success of your services?
Quality assurance is used to make sure we are providing quality care. Chart review is the
main component of this program. Patient satisfaction surveys are done throughout the
year, asking patients about their visit and treatment as well as surveys asking patients
about insurance and income. Benchmarks are used to assess patient progress.
6. What are the results of these evaluations (outcomes)?
FMC objectives are being met.
7. How do you plan to use the evaluation results to enhance/extend your services?
We plan to continue with the tobacco cessation programs, depression screening and
chronic care management.
8. How do your programs/services impact the community? We keep people out of the ER, provide
health services that would otherwise be unavailable and provide a safety net for
uninsured children and adults.
9. How did the agency respond to the UWJC recommendations from last year? (FY 03)
The United Way Citizen Review Panel recognizes and values the unique role of the Free Medical Clinic in our community
and the many strengths of the agency, including the quality and Iow cost of its services, the respect shown to clients, the
agency's use of volunteers and other in-kind support, the dedication and commitment or'the staff, and the agency's fruitful
collaborations with the medical community. The Panel strongly recommends that the [ree Medical Clinic boarci develop an
aggressive plan to broaden and increase the agency's funding base to ensure the long-term financial security of the agency
and to enable it to meet the growing and changing needs of its clientele. The Panel encourages the agency to identify
funding sources for non-residents and to have an annual audit or to institute other financial review procedures during years
when no audit is conducted.
We have reallocated one co-director's hours to 10 hours per week for resource
development and have thoroughly discussed this issue with the Board of Directors.
We applied for and received additional grants (e.g. Empowerment, Iowa Foundation for
Medical Care and HRSA Depression Screening).
· We will be sending letters to the Boards of Health and Supervisors requesting funds for
the patients who are coming from their counties.
· An audit of FY 03 was completed and audit of FY 04 is underway.
jccoghs\fundingform.doc 9
Agency Name lowa City Free Medical Clinic
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? The board is currently 12 members and
there is generally 100% attendance.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The standing committees of the board: Resource Development, Board Development,
Personnel and Finance meet on a regular basis to address current issues and plan for the
future. The board as a whole meets annually to review the 5 year plan and make changes as
needed.
5. What type of training/orientation do board members receive? New board members receive a
manual with clinic and board information. Each new member is also required to
come to the clinic one evening to see how the operation works and to visit with staff.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? These policies are in process, with a major portion of the work
completed. They should be approved by the board within FY 05.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? 1/3/03
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? Due 11/15/04
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes__X__ No__
If yes,
Who completed the audit? (pending) James B. Buxton CPA How much did the audit
cost? $2,500 this FY 05 for FY 04 audit.
If material weaknesses are noted in the audit, what is your plan for addressing them? FMC
finance committee will address any weaknesses and set about correcting them with the assistance
of the co-director/financial coordinator.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
j ccoghs\fundingform.doc 10
Agency Name Iowa City Free Medical Clinic
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use an X if agency has Amount
Directors & Officers X 1,000,000
a. fiduciary liability
b. employment practice liability
General Liability X 1,000,000
Umbrella Liability
Professional Liability X 1,000,000
Property or Renters X 1,000,000
Vehicle
jccoghs\fundingform.doc 11
Agency Name Iowa City Free Medical Clinic
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications. Co-Directors
Sandy Pickup (18 years) and Barbara Vinograde (12 years) have bachelors' degrees and many
years practical experience in the administration of Free Medical (~linic services.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Positior Last This Next
Year Year Year
Co-Director X X X $38,427 to $39,477 2 2 2
Case manager X X X $31,128 to $31,728 1 1 1
Office Manager/Volunteer X X X $29,702 to $30,302 I 1 1
Coordinator
Clinic Assistant X X X $11 to $13 per hr .82 1 1
Physician X $42,550 .4 .4 .4
Dental Assistant $10 per hr .12 .09 .09
Physician Assistant $29.05 per hr .01 .08 .08
TOTAL FTE! 5.35 5.57 5.57
jccoghs\fundingform.doc 12
Agency Name Iowa City Free Medical Clinic
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? N//~
4. How much was spent on staff development in the last fiscal year? $900
5. How much is budgeted for staff development in this fiscal year? $1 ~500
6. What training and support opportunities are offered to staff?. Staff are allowed time off to attend
workshops and conferences that pertain to the work we do at FMC
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 2%
Yes No brief e planation
9. Does your agency X
have personnel
policies?
If yes, date board
last reviewed?
11/03
10. Does your board X
annually evaluate
the director' s
performance?
11. Does your agency X
have job
descriptions for Currently being updated
every position?
lfyes, date of last
board approval?
12/02
12. ls there an annual X These are performed by the Co-directors on the employees'
performance annive 'y date.
review for every
staff?
j ccoghs\fundingform.doc 13
Agency: Iowa City Free Medical Clinic
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
FY 02 FY 03 FY 04
Current Assets
Cash $21,006 $75,572 $78,341
Investments $116,366 $117,638 $118,373
Receivables < 90 days $1,000 $3,830
Other $10,821 $10,821
Total Current Assets $137,372 $205,031 $211,365
Other Assests
Property
Equipment $17,456 $24,108 $24,108
less depreciation ($1,757) ($45,392 ($45,392'~
Receivables > 90 days
Other $78,900 $78,900
Total Non-current Assets $15,699 $57,616 $57,616
Total Assets $153,071 $262,647 $268,981
FY 02 FY O3 FY 04
Current Liabilities
Accounts Payable $240 $9,898 $11,034
Payroll Taxes Payable $4,366 $24,362 $16,473
Contracts Payable
Mortgage Payable-6 months
Total Current Liabilities $4,606 $34,260 $27,507
Other Liabilities
Mortgage Payable-Balance
Other
Total Other Liabilities $0 $0 $0
Total Liabilities $4,606 $34,260 $27,507
NetAssets $148,465 $228,387 $241,474
Liabilities & NetAssets $153,071 $262,647 $268,981
14
Agency: Iowa City Free Medical Clinic
Financial Information is: [ X ] entire agency [ ] county specific [ ] program specific
FY 04 FY 05 FY 06
B. Income & Expenses
Income
Local Funding Sources
Coralville $1,750 $1,835 $3,000
Iowa City $6,349 $6,033 $6,214
Johnson County $96,911 $98,850 $101,815
United Way - Allocation $98,797 $102,129 $105,525
- Designated Giving $12,348 $9,000 $10,000
Grants-Federal, State, Foundation $58,773 $60,700 $57,200
Net Sales of Service
Net Sales of Materials
Contributions/Fundraising $90,342 $83,000 $87,500
Investment Income $1,490 $1,500 $2,000
Other $3,349 $400 $0
Total Income $370,109 $363,447 $373,254
Expenses
Wages & Salaries $193,054 $216,443 $221,383
Benefits $56,342 $50,845 $55,377
Occupancy $16,718 $17,554 $18,432
Non-occupancy $66,698 $56,620 $60,950
Pharmaceuticals $15,982 $20,800 $22,800
Liability Insurance *** $16,972 $7,650 $7,950
Total Expense $348,794 , $362,262 $378,942
**" in FY 05 & FY 06 liability and indemrfification coverage will be provided by the State of Iowa
C. Fund Balance
Revenue $370,109 $363,447 $373,254
Carryover Balance from previous year
Total Operating Budget $370,109 $363,447 $373,254
Less Total Expenses $348,794 $362,262 $378,942
Ending Fund Balance $21,315 $1,185 ($5,688)
Less Restricted Balance (explain)
Carryover Fund Balance $21,315 $1,185 , ($5,688)
Agency: towa City Free Medical Clinic
D. Bd/Donor/Funder Restricted Funds Designated for: FY 04 FY 05 FY 06
Donor Scholarship $1,500 $1,000 $500
Donors Client financial assistance $4,530 $1,000 $1,000
Board 8 mo operating expense $174,397 $181,131 $186,627
Total Restricted Funds $180,427 $183,131 $188,127
E. In Kind Support: FY 04 FY 05 FY 06
Services/Volunteers Estimated 8525 volunteer hours $327,927 $334,485 $341,175
Material Goods Donated medication $343,018 $387,610 $438,000
Space, Utilities, etc
Other: (Please footnote) Donated lab and medical supplies $100,000 $105,000 $115,000
Total In-kind Support $770,945 $827,095 $894,175
F. Grants Description/Purpose FY 04 FY 05 FY 06
State of Iowa Smoking cessation $7,270 $8,200 $8,200
HRSA Depression screening $10,803 $10,000
Iowa Foundation for Medical Care Case Management $10,000
Mercy Hospital Physician salalry $12,000 $12,000 $15,000
General Mills/St Thomas More/UCC Medication voucher assistance $2,900 $2,000
CDBG Case Management $7,500 $16,500 $15,000
State of Iowa/Johnson County HIV & Hepatitis testing administration $6,200 $2,000 $2,000
FY 04-Empowerment School ready for uninsured 0-4 yr olds $2,100 $12,000 $15,000
Total Grants $58,773 $60,700 $57,200
FY 05 & FY 06 these grant amounts are from scources yet to be determined
Notes and Comments: volunteer MD @ $80, Clerical @ $11, Lab Tech @ $14, Pharmacist @ $34, Nurse @ $21,
Nurse Practitioner @ $30, Optometrist @ $30, Physical Therapist @ $26, Dietician @ $18, Podiatrist @ $48,
Physician Assistant @ $32Dentist @ $47 and Patient Advocate @ $11 (per hour) FY 04
Sample medications and prescriptions from pharmaceutical company patient assistance programs @ $50 average cost.
7,180 prescriptions filled in FY 04, less $15,982 from FMC pharmacy expense line.) Approx. 13% annual cost increase
~pprox. 4000 lab tests sent out at $25 average cost and medical supplies donated by individuals and medical practices
Trends indicate a 10% annual cost increase in these items
16
Appendix A
Free Medical Clinic Board of Directors FY 05
Name Office & Occupation 1 lin# Wk# e-mail Term/exp
Committee Assignment
I Acord, Marsha Personnel Associate Director of Wesley Center/Campus 895-6678 338-1179 revmarsh icaol cum 7/02-3/05
120 N Dubnque Minister ( Ist Term)
Iowa City, IA 52245
2 Bergus, George Past chair Faculty. Family Medicine 338-9733 384-7566 °~eorgc-bcrgus i?uiowa.edu 7/99-3/05
418 Wales St. Board Development U of l (2nd Term)
Iowa City, IA 52245
3 Bluemel, Emma Resource Development First VP 656-3495 341-2191 tblnemel,~aol corn 3/04-3/07
5462 Kurtz Strasze St. SW Board Development Coralville Assistant Branch Manager eblucmcDt}uiccu or~ (1~ Term)
Kalona, IA 52247 Univcrsity of Iowa Community Credit Union
4 Dameron, Graham Chair Public Health Consultant 337-9270 335-9640 grab~!!!~jg~v~net 8/01-3/07
48 Pcnfro Personnel (2s~ Term)
Iowa City, IA 52246 Finance gc[ameron~r~mail.public-healthmowu edu
5 Durian, Kelly Finance Director of Strategic Planning and Business 338-7204 339-3314 kell¥.durian(it'mcrcvic.org 7/04-3/07
500 E. Market Street Resource Development Devclopment ~ Mercy Iowa City (P' Term)
Iowa City, IA 52245
6 Forman Hoffman, Valerie Vice-chair Assistant Professor 665-4241 384-8050 Valeric-hoffmanZt'uiowa.edu 8/03-3/06
80 Circle Drive # 12 Resource Development Dept. of Internal Medicine Uofl (Pt Term)
North Liberty, IA 52317
7 Hollinrake, Beth Board Development Student 530-7396 530-7396 Elizabcth-hollinrake2?uiowa.edu 5/04-3/07
1004 Newton Rd ( l~t Term)
Iowa City, IA 52246
8 Lembke, Val Resource Development Professor of Accounting U of l, Retired 351-2902 335-0948 valde30:[~mbke~iowa eda 7/01-3/07
114 Post Rd Finance (2~' Term)
Iowa City, IA 52245
9 Stiles, Brad Resource Development Dentist in private practice 338-5580 338-5580 bradfarl~aol corn 3/03-3/06
722 Oakland Ave Personnel (1~' Term)
Iowa City, IA 52240
l0 Walsh, Shannon Resource Development Attorney 337-4420 same ShannnnWalsbJD,~aol.com 8/02-3/05
PO Box 1455 Board Development Private Practice { Ist Term)
Iowa City, IA 52244
I ! Warner Bill Treasurer Financial &Opcrations Manager 358-0075 same 5xLp~dl~ 2i ianct q/03-'~/06
30 E. Dovetail Drivc Personnel (1~' Term)
Coralville, IA 52241 Finance
12 Wcyer, Sally Secretary Attorney 351-5193 sweyer 5£ bcmanx~.rllp, corn 6/01-3/07
PO Box 3188 Personnel Private Practice (2~' Term)
Iowa City, iA 52244
13 Wilmoth, Ralph Board Development Director Johnson County Public Health 62%4361 356-6040 rwilmotlVffco.johnson.ia.us JCPH
1105 Gilbert Ct Ext 104 Liaison
Iowa City, IA 52240
)9/24/04
Appendix B
Free Medical Clinic Organizational Chart
____~_~BOD~
~ector ~ //'Co-Director: ~
~t Services Coordi~ ~ordma~tor ~
~ ~ ~.~.~ Work study office.~stant~/}
// M, ed!cal ~ ) '~~'~Admi~
The Board of directors is at the "top" of the org chart
The Iowa City Free Medical Clinic is directed by 2 co-directors (Clinical and Administrative directors) these directors are supervised by the BOD and are
responsible to each other.
Physician assistants are responsible to the medical director
Medical Volunteers are supervised by the Clinic Assistant, Case Manager and Patient Services Co-Director
Administrative volunteers are supervised by the Office Manager.
9/24/2004
Section 1: Background
Agency Name: Mid-Eastern Council on Chemical Abuse (MECCA)
Address: 430 Southgate Avenue Phone: 319-351-4357
Iowa City, IA 52240
Director Name: Arthur J. Schut Signature:
Bd. Pres Name: R.J. Winkelhake Signature:
Request Completed By: Ron Berg Date: September 28, 2004
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30~X 10/1-9/30 __-__
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC
Does not include designated
giving or Special Needs Grants
MECCA $41,310 $41,158 $43,500
ICARE $16,597 $4,213' $17,500 1.04%
FY 04 FY 05 FY 06
City of Iowa City- MECCA $ 28,654 $27,221 $28,600 0.64%
ICARE $8,883 $8,439 $ 8,900
Johnson County- MECCA $318,270 $324,636 $341,000 5.82%
ICARE $0 $0
City of Coralville- MECCA $ 2,075 $2,180 $2,300 0.06%
ICARE $1,150 $1,210 $1,300
What were local funds used for this year? Medical ;irector salary, prevention services, detoxificahon
services, committal hearings, and crisis intervention.
What will next year's local funds be used for? Medical director salary, prevention services,
detoxification services, committal hearings, and crisis intervention, case management, and HIV/AIDS
services.
Explain or justify any significant increase in funding request. Effective July 1, 2004 MECCA acquired
ICARE. This action was approved by boards of both agencies and undertaken in order to ensure
continued provision of services to persons living with and affected by H1V/AIDS in Johnson and
surrounding counties.
*MECCA has a pending request with United Way for $12,600 to support H1V/AIDS programming.
Agency Mission Statement: To enhance the health of individuals and communities through
community-based substance abuse, mental health, and other health services.
Summarize your programs and services:
MECCA offers a wide range of services related to the treatment, management, and prevention of
behavioral health concerns. We divide our services into broad categories of Substance Abuse
Treatment, Substance Abuse Prevention, and Community Services.
Substance Abuse Treatment includes the following programs: evaluation and assessment, crisis
intervention, family assistance, and referral; outpatient programs that range from 2-4 hours of
services each week to Intensive Outpatient Programs that require 9 hours of direct client services
Agency Name MECCA
weekly; aftercare and relapse prevention services for clients who have completed a primary
treatment program; continuing care services for the chronically ill; detoxification services that
provide a safe environment for clients to withdraw from drug and alcohol use, committal hearings
for Johnson County and other counties who contract for this service; residential treatment that
involves clients in 24 hours per week, seven days per week services; halfway house services that
provides transitional living with treatment; and our newest program, 12 transitional apartment units
that will allow us to provide safe monitored housing for clients who have children, have completed
treatment and are involved in our aftercare or case management services.
Substance Abuse Prevention are grant funded programs typically targeting a specific population:
Comprehensive Prevention is our prevention flagship providing activities targeting the general
community, this year's grant will focus on coalition development, workplace initiatives, and
mentoring projects; MECCA continues to support the Johnson County Tobacco Free Coalitions as
they implement the Community Partnership tobacco prevention grant from IDPH. MECCA is
providing the financial management for the grant this year. Strengthening Families is a Federal
grant involving MECCA, UAY, NCJC and Solon, Lone Tree, and Iowa City schools to provide the
Strengthening Families curricula to families with children in 4-7 grades; Juvenile Crime Prevention
grant is a collaborative effort with seven other agencies in Johnson county targeting youth services,
MECCA's activities on this grant are centered in the two Iowa City high school buildings; State
Incentive Grant funds curriculum in Iowa City and Solon schools targeting high school age youth
and is a collaborative project with UAY.
ICARE HIV/AIDS services include case management to clients and support services to their
concerned others. Services include but are not limited to case management, intake, assessment,
care planning, benefits counseling, and advocacy, crisis intervention, emotional and social support,
information and referral, financial assistance, housing assistance, nutritional supplement assistance,
transportation, and respite care.
Community Services include our Case Management services, collaborative research projects with
U of I, mental health services, dual diagnosis services, Employee Assistance Programs, OWI
treatment program located at Hope House, and OWI education groups.
List any accreditation and licensure your agency currently has. Explain.
MECCA is licensed by the Iowa Department of Public Health (IDPH). Licenses are available to
agencies for a variety of"levels of care" and for a range of time periods. MECCA is currently
operating with a two year license, and is awarded agencies scoring 90% or higher on the inspection
report. The inspection examines MECCA's compliance with Iowa Administrative code and covers
such things as financial operations, board involvement, quality improvement, staff training,
performance evaluation, clinical services, meal preparation and menus, building maintenance,
tornado and fire safety procedures, client file organization and documentation, medical services,
urinalysis procedures, and medication control.
MECCA is accredited as a mental health provider by the Iowa Department of Human Services.
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Agency Name MECCA
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
The parent group of the Mid-Eastern Council on Chemical Abuse (MECCA) was founded in 1964
by a group of concerned Johnson County residents and named the Johnson County Citizens
Committee on Alcoholism. The primary purpose of the Committee was to serve as a community
resource to alcohol abusers, their families, employers, schools, jails, court system, and other
community agencies coming into contact with alcoholics. In July 2004, MECCA acquired assets
of ICARE and began providing services to persons living with HIV/AIDS increasing the avenues
available to MECCA to fulfill our mission of enhancing the health of individuals and communities
through community-based substance abuse, mental health, and other health services. The single
population at highest risk for HIV infection is those abusing alcohol and drugs.
Today MECCA is a private not-for-profit corporation providing comprehensive substance abuse
treatment and prevention services, HIV/AIDS services, and mental health services to a four county
region in Eastern Iowa and two counties in Central Iowa.
As funding sources at federal, state and local levels altered their view of substance abuse, and as
treatment of substance abuse has evolved, MECCA has developed into a comprehensive substance
abuse treatment and prevention agency. Some of the changes in the mid 1980's included: moving
to outpatient programs which utilize group services allowing greater access for the public to
MECCA's programs and in a more defined manner; residential services growing from being limited
to half-way house services for men to include residential and half-way house services for men and
women; finally, a "free-standing (non-hospital) detoxification and mental health crisis stabilization
unit was open to fill a void in the continuum of substance abuse and mental health services
available to area residents and limit county expenditures at the state hospitals.
In 1999 MECCA was asked to provide management services for a substance abuse treatment
provider in Ottumwa operating offices in a ten county region.
In 2000, MECCA applied for and was awarded a contract to provide outpatient and residential
treatment services in Polk and Warren counties. In 2001 and in 2003 MECCA purchased facilities
in Des Moines that allows operation of our outpatient and residential programs in Polk County.
Having residential programs in Polk and Johnson Counties has allowed us to offer clients a choice
of communities in which to participate in treatment.
In 2002 construction was completed on an office and apartment building allowing MECCA to
provide transitional housing services to clients involved in substance abuse aftercare services. We
offer 12 subsidized apartments for single parents who are participating in aftercare support
services.
Prevention services have grown since first organized at MECCA in 1981. There are four
prevention staff members who provide comprehensive prevention services to area youths and
adults regarding substance abuse issues. In addition, prevention activities have expanded to
include specific efforts targeted at tobacco, and include federal and state program specific grants.
In 2004 we have been able to expand our services to include HIV/AIDS services which allows
MECCA to better coordinate services for persons involved in both arenas, while still maintaining
separate services when appropriate.
j ccoghs\funding form. doc 3
Agency Name MECCA
Section 2: Client Profile
~ FY'03 ~ 04
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 1615 1626
Coralville) did yom agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 1228 1247
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 199 246
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 287 Female: 1158 African American 236
6-17 239 Male 2404 Alaskan Native 1
18-29 1615 Total 3562 American Indian 46
30-61 1408 Asian 23
62-75 13 Caucasian 3065
>75 0 Hispanic/Latino 181
Unknown Hawaiian/Pacific Islander 4
Unknown 6
3. Briefly describe your service population. MECCA provides services to any person expressing
concern about substance abuse, to the general population through our prevention programs, and
persons living with HIV/AIDS and their families and significant others. Individuals participating
in our programs range in age from preschool children to elderly clients involved in treatment or
prevention services.
4. How do you determine eligibility for services?
Anyone expressing a concern about substance abuse, HIV/AIDS or who has a family member
involved with either concern is eligible to participate in our programs.
5. Are there fees for your services? Yes X No X
If yes, please describe your fee structure: Fees for substance abuse treatment services are based on
a sliding fee schedule such that anyone below 200% of poverty has the cost of treatment subsidized
to varying degrees with state and federal money. Clients with little or no income are charged 5%
of the cost of our treatment, or about $3.00 for an individual session.
Clients seeking assistance with HIV/AIDS are not charged fees.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes. In addition to central facilities in Iowa City (Southgate Ave), MECCA operates outpatient
substance abuse treatment and evaluation services facilities in Johnson County at: Hope House
(Coralville); Adolescent Health and Resource Center (AHRC), (Kirkwood Avenue);
University of Iowa Student Health; Johnson County Jail when requested. Outreach and
Prevention services are provided "on-site" throughout the County.
j ccoghs\fundingform.doc 4
Agency Name MECCA
MECCA offers prevention programs such as SIG and Strengthening Families in Solon, Lone
Tree, Hills, North Liberty, and Tiffin. HIV/AIDS services are commonly provided at client
homes, or assisting them with transportation throughout the county.
B. Do you provide services to areas outside of Johnson County?
Area(s) served: In addition to Johnson County, substance abuse services are provided to
residents in Cedar, Iowa, Washington, Polk, and Warren Counties, as well as clients from
across the state in our residential treatment program as required by our State treatment contract.
H1V/AIDS services are provided to all areas above, but also include the following counties:
Poweshiek, Jackson, Clinton, Scott, Muscatine, Louisa, Keokuk, Mahaska, Monroe, Wapello,
Jefferson, Henry, Des Moines, Lee, Van Buren, Davis, and Appanoose.
Funding sources for services outside of Johnson County: Funding for services outside of
Johnson County are through contracts for those specific services and are sufficient to cover the
cost of those programs without impacting Johnson County services. Funding sources include
Ryan White funding for HIV/AIDS services, Housing Opportunities for Persons With AIDS
(HOPWA), Iowa Department of Public Health, Iowa Community Aids Partnership, Broadway
Cares, Private Donations.
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: All clients are asked to complete a feedback form at the conclusion of their treatment
episode. MECCA also mailed a 6 month post-discharge survey to clients but have
experienced a return rate of these surveys below 2% and have consequently discontinued this
form of feedback. Iowa Department of Public Health (IDPH) conducts regular follow-up
surveys at 6 month intervals with treatment clients, which include client satisfaction, as well
as other outcome measures; these are reported to us.
(b) Community: MECCA does not have as formal an assessment of community satisfaction with
the community as we do with individual clients. MECCA makes every attempt possible to
solicit and incorporate community feedback through informal channels and through staff
involvement in a variety of community projects.
2. Briefly summarize your findings: Clients report overall satisfaction with services received at
MECCA. They report that staff is helpful and genuinely concerned for their well being and that the
treatment experience is beneficial to them. Complaints center around the cost of treatment,
especially among clients required to be at MECCA through some legal event, or that group size is
too large and the rooms not comfortable.
3. What changes have been made in response to these findings? We attempt to offer groups at a
variety of times of day including both evening and day groups to reduce the class size and make the
rooms more comfortable. We have altered how we complete fee assessments and how we discuss
our expectations for payment of fees in an attempt to better explain the financial assistance clients
receive and the source of that financial assistance.
j ccoghs\fundingform.doc 5
Agency Name MECCA
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients
referred
Alcohol and Drag treatment providers 10.34%
Civil Commitment 3.55%
Community Mental Health Clinics 0.93%
Employer/EAP 1.08%
Other Community Member 11.42%
Other Criminal Justice/Court 33.80%
Other Health Care Provider 3.55%
Other Individual 0.77%
OWI 19.75%
Promise Jobs 0.00%
School 0.62%
Self 13.27%
TASC officer 0.15%
Zero Tolerance 0.77%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency? No other organization provides comprehensive substance abuse services. Some
organizations provide a single service, including: St. Luke's Hospital from Cedar Rapids operating
an outpatient program in Iowa City; the University of Iowa operates an outpatient substance abuse
program as well; the Area Substance Abuse Program, a private practice office in Iowa City
provides treatment services; agencies involved with prevention services includes UAY, NCJC, Big
Brother/Big Sister, Youth Homes. Johnson County Public Health Department and University of
Iowa Hospitals and Clinics provide services to persons living with HIV/AIDS.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County. We are the only community-based organization dedicated to
providing substance abuse treatment and prevention services and HIV/AIDS services to Johnson
County.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Johnson County Juvenile Crime Prevention 1. We continue as a participating member in
this seven agency collaborative effort
addressing juvenile crime issues.
2. Empowerment 2. MECCA has contributed staff time in
support of this county initiative to improve
health and well being of children ages
birth to 5.
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Agency Name MECCA
3. Decategorization 3. MECCA continues involvement with Decat
as funding and staffing patterns for Decat
have changed over the last five years.
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency
is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Level funding from public 1. Diversifying income sources,
sources maximizing our administrative
capacities
2. Identifying new ways of
2. Fewer resources outside of delivering services within existing
MECCA to address substance abuse resources; turning clients away,
and HIV/AIDS. searching for additional funding
from previously unidentified
sources.
2. In what way will the needs of your service population change over the next five years?
The severity of client symptoms continues on its upward trend. We are seeing more mental health
issues combined with substance abuse, homelessness, domestic violence, joblessness, and poverty.
We are aware of specific needs of the elderly, single parents, children of substance abusing parents,
the needs of DHS to benefit from our expertise, and the need for additional services to adolescents.
HIV/AIDS resources are being reduced making medication and housing assistance less available to
clients.
3. How do you plan to address these changes?
The challenges outlined above continue to relate primarily to a lack of resources. We continue to
address needs that relate to training needs of our staff members through "Clinical Seminars" and
standardized treatment approaches across all programs. We have become accredited as a mental
health provider to provide enhanced services to clients with multiple issues.
To address the lack of resources, MECCA hired a development director with responsibilities for
fund raising and grant writing. This position has been successful in securing several federal and
state service grants. We have acquired ICARE in an effort to take advantage of the administrative
capacities MECCA believes we have in our technology and financial management resources.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
We plan for the lives of our clients to improve. Improvement can be measured in a variety of
ways, but typically includes such things as: decrease in the amount and frequency of use;
j ccoghs\fundingform.doc 7
Agency Name MECCA
increased income, lessened involvement with criminal justice system, improved family relations,
improved employment status; improved physical health, and improved quality of life.
5. Describe the evaluation methods you use to measure the success of your services?
All substance abuse treatment providers participate in a statewide consortium contracted for by
Iowa Department of Public Health to conduct follow-up surveys of clients six months after
discharge (see outcomes in question 6). In addition, we conducted our own client satisfaction
survey designed to monitor client reaction to our services but have discontinued that practice this
past year due to very low response rate. MECCA is currently planning to replace the mail surveys
with exit surveys when clients discontinue services.
6. What are the results of these evaluations (outcomes)?
Six month follow up client survey
Client Satisfaction (scale is 1-3, 1 being highest)
Individual Counseling 1.7
Family Counseling 1.$
Group Counseling 1.7
Education Glasses 1.8
Overall Rating 1.7
7. How do you plan to use the evaluation results to enhance/extend your services?
While these survey results provided to MECCA by Magellan Corporation are encouraging in that
they show an overall rating as positive, they are based on a small sample number. None-the-less,
MECCA does monitor these results on a quarterly basis to ensure there are no negative changes
that would warrant an investigation into the cause.
8. How do your programs/services impact the community?
This table shows a comparison of MECCA to all licensed substance abuse providers in Iowa on
key indicators of change for our clients.
MECCA Statewide Average
No Substance Use in Past 6 months since discharge 46% 34%
Client arrest Since Discharge 8% 9%
Client employed or in school at follow up 77% 66%
Monthly taxable income under $1000 at admission 73% 74%
Monthly taxable income under $1000 at follow up 31% 43%
Client completion of treatment 41% 53 %
DPH client satisfaction 82% 91%
Source: Magellan Statewide Provider Profiling Report, July, 2003 through June 2004.
9_. How did the agency respond to the UWJC recommendations from last year?
MECCA applied and was accepted by the University's Non-Profit center strategic planning
process. We understand we are currently on a waiting list to participate in their program. In
addition, MECCA has applied for a Robert Wood Johnson grant to facilitate quick change and
strategic planning. We successfully passed the initial screening process and participated in an on-
j ccoghs\funding form. doc 8
Agency Name MECCA
site evaluation of our programs in September, 2004. We have not heard if we have made the final
cut. Finally, MECCA has acquired the administrative and technological capacity to operate a
larger organization. This capacity has supported the expansion of services to central Iowa and the
acquisition of ICARE operations which solidifies MECCA's operational foundation.
j ccoghs\funding form. doc 9
Agency Name MECCA
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? 8
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The Board has ultimate authority for these issues. They have applied for and been accepted by the
Non-Profit Center at the University to participate in strategic planning process, the Board approves
the annual budget, insurance package, and overall direction of the agency.
5. What type of training/orientation do board members receive?
The CEO meets individually with all new board members to orient them to MECCA services,
history, philosophy, and financial standing. Board members are provided with a binder that
contains meeting minutes from the previous six months and brochures explaining MECCA
services.
6. Does your agency have written policies and procedures for financial management?
If yes, date of last board approval? MECCA's policy and procedures, including financial
management procedures, are reviewed annually by the Executive Director. The last review of
MECCA's procedures occurred in August, 2004.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? March 13, 2003
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? April 12, 2004
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X__ No__
If yes,
Who completed the audit? How much did the audit cost?
Clifton Gunderson $15,400
If material weaknesses are noted in the audit, what is your plan for addressing them?
MECCA had no material weaknesses in our audit.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
j ccoghs\fundingform, doc 10
Agency Name MECCA
10. Insurance Coverage: (check what coverage your agency has)
Insurance ~i if agency has Amount
Directors & Officers
a. fiduciary liability ~
b. employment practice liability ~ $1,000,000
$1,000,000
General Liability ,/ $3,000,000
Umbrella Liability ,/ $1,000,000
Professional Liability ~ $3,000,0o0
Property or Renters ,/
a. blanket building $2,783,000
b. blanket personal $670,000
Vehicle v/ $1,ooo,ooo
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Agency Name MECCA
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications. Art Schut has
worked at MECCA since December 1982, or 22 years in December 2004. Mr. Schut has a Masters
Degree in Clinical Psychology.
2. Staff Salaries & Benefits
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Chief Executive Officer x x x 66,000 - 93,200 1 1 1
Chief Operating Officer x x x 54,250 - 67,750 1 1 1
Clinical Director x x x 48,000 - 60,000 1 1 I
Chief Financial Officer x x x 45,000 - 61,000 1 1 1
Development Director x x x 34,500 - 48,000 1 1 1
Clinical Operations x x x 34,500 - 46,400 3 3 3
Manager
Supervisor MA/MS x x x 32,000 - 45,5000 6 5 4
Supervisor x x x 28,500 - 41,000 4.0 3.0. 3.0
Program Coordinator-MA x x x 27,500 - 38,500 0 2 2
Program Coordinator-BA x x x 24,500 - 34,500 1 2 2
Nurse Manager x x x 33,000 - 43,000 0 1 1
Nurse x x x 30,000 - 43,000 4.5 5.5 5.5
Case Mgr MA/MSW x x x 28,000 - 40,000 2 5 5
Counselor II/Prevention x x x 28,000 -40,000 13.5 13.5 12.5
Spec. MA/MSW
Case Manager x x x 23,000 - 32,000 3 2.5 3.0
Counselor II/Prev Spec x x x 24,000 - 35,000 12 12 12
Certified
Counselor I x x x 20,000 - 24,000 2 1 2
Info Technology Spec x x x 33,000 - 50,000 2 2 2
Network Administrator x x x 38,500 - 58,000 I 1 1
Senior Tech x x x 22,000 - 32,000 3 3 3
Executive Assistant x x x 26,500 - 39,200 3 3 3
Accounting Supervisor x x x 26,500 - 39,200 1 1 1
j ccoghs\funding form.doc 12
Agency Name MECCA
Accounting Tech x x x 22,000 - 33,000 3.25 2.25 2.25
Retire- Full-Time Equivalent
Paid Health merit Current Salary Range {FTEs
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Data Entry x x x 16,640 - 26,000 3.25 2.25. 2.25
Secretary/Reception x x x 18,000 - 26,000 5.5 5.0 5.0
Tecb~Cook/Childcare x x x 18,000 26,000 20 19 19
Admissions Clerk x x x 18,000 - 26,000 3.5 2.5 2.0
HR/Community Rel Mgr x X x 34,500 - 48,000 2 1.5 1.5
TOTAL FTEs 103.5 103 102
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 73
4. How much was spent on staff development in the last fiscal year? $24,180
5'. How much is budgeted for staff development in this fiscal year? $20,000
6. What training and support opportunities are offered to staff?
Training for staff takes many different forms. There is an initial orientation to agency policy and
clinical procedures. Monthly staff meetings provide a forum to introduce new agency procedures and
provide in-services on topics ranging from new clinical techniques to presentations from other
community agencies. Staff members are required to participate in professional training to maintain
their professional certification and licenses. MECCA pays the cost of tuition, travel, and lodging when
needed. We primarily rely on training opportunities within Iowa, but do occasionally have staff
members who participate in national training opportunities. In addition to the external training,
MECCA has an extensive in-house training program to ensure consistent levels of professional skill
and knowledge agency wide.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 1.8%
Yes No brief explanation
9. Does your agency X
have personnel
policies?
If yes, date board
last reviewed?
9/26/2002
10. Does your board X
annually evaluate
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Agency Name MECCA
the director's
performance?
11. Does your agency X
have job
descriptions for
every position?
If yes, date of last
board approval?
9/26/2002
12. Is there an annual X
performance
review for every
staff?.
j ccoghs\fundingform, doc 14
I i Agency Name: ~
Section ?: Financial Mana~lement
A. Three Year Historical Balance Sheet
I(As of your fiscal year-end)
FY 02 FY 03 FY 04
Current Assets
Cash $262,298 $63,374 $138,114
Investments $20,956 $0 $0
Receivables < 90 days $404,893 $404,316 $410,411
Othcr $45,692 $38,624 $131,393
Total Current Assets $733,839 $506,314 $679,918
Other Assests
Property $2,509,525 $3,238,758 $3,719,619
Equipment $645,422 $823,582 $909,487
less depreciation ($763,799)1 ($910, I50) ($1,032,465)
Receivables > 90 days $11,030 $9,211 $10,314
Other
Total Non-current Assets $2,402,178 $3,161,401 $3,606,955
Total Assets $3,136,017 $3,667,715 $4,286,873
FY 02 FY 03 FY 04
~urrent Liabilities
Accounts Payable $571,302 $431,046 $258,693
Payroll Taxes Payable $235 $0 $0
Contracts Payable $75,217 $21,829 $53,398
Mortgage Payable-6 months $624,443 ' $78,215 $31,215
Total Current Liabilities $1,271,197 $531,090 $343,306
Other Liabilities
Mortgage Payable-Balance I $1,025,453 $2~211,501 $2,855,573
Other $412,883 $449,492 $1,003,887
Total Other Liabilities ~ $1,438,336 $2,660,993 $3,859,460
TotalLiabilities $2,709,533 $3,192,083 $4,202,766
Net Assets $426,484 $475,632 $84,107
Liabilities & Net Assets $3,136,017 $3,667,715 $4,286,873
I~ i Agency Name: ~
Financial Information is: IX ] entire agency [ ] county specific ] program specific ':
Last Yr Cur Yr Next Yr
B. Income & Expenses
Income
Local Funding Sources
Coralville $2,075 $2,180 $3,600
Iowa City $29,962 $27,221 $37,500
Johnson County $318,270 $324,636 $341,000
United Way - Allocation $43,350 $41,200 $61,000
- Designated Giving $4,303 $4,400 $4,600
Grants-Federal, State, Foundation $1,124,393 $1,045,975 $938,306
Net Sales of Service $4,005,534 $4,185,793 $4,363,300
Net Sales of Materials $0 $0
Contributions/Fundraising $7,793 $13,000 $28,000
Investment Income $743 $800 $1,000
Other $86,043 $75,900 $82,150
Total Income $5,622,466 $5,721,105 $5,860,456
Expenses
Wages & Salaries $3,316,091 $3,235,000 $3,335,835
Benefits $878,281 $598,475 $617,129
Occupancy $389,795 $298,800 $302,300
Non-occupancy $1,427,908 $1,550,418 $1,491,543
Other
Total Expenses $6,012,075 $5,682,693 $5,746,807
C. Fund Balance
Revenue $5,622,466 $5,721,105 $5,860,456
Carryover Balance from previous year $473,716 $84,107 $122,519
Total Operating Budget ~ $6,096,182 $5,805,212 $5,982,975
Less Total Expenses $6,012,075 $5,682,693 $5,746,807
Ending Fund Balance $ 84,107 $122,519 $236,168
Less Restricted Balance (explain)
Carryover Fund Balance I $ 84,107 $122,519 $236,168
i Agency Name: MECCA _
D. Bd/Do~r/Funder Restricted Funds Designated for: - Last Y--ear ~ This-Yea--r Next Year
Total Restricted Funds $0 $0 $0
E. In K/nd Support: Last Year This Year Next Year
Services/Volunteers
Mat~Sal Go.ds
Space, Utilities, etc
Other: (Please footnote)
Total In-kind Support $0 $0 $0
F. Grants I Description/Purpose Last Year This Year iNext Year
IDPH/Dept. of Substance Abuse Treatment and/or Prevention Services ~ $153,604 $159,000 [ $161,000
Dept. of Veterans Affair ! Housing Services $93,969 $88,000 $89,000
Direct Federal grants & matches Treatment and/or Prevention Services $50,361 $50,36I $50,361
targeted Capcity Expansion Treatment and/or Prevention Services $78,950 $90,000 $90,000
Eommurdt,/Offender Re-EntD~ Treatment and/or Prevention Services $37,625 $125,000 $125,000
Iowa Count7 Treatment and/or Prevention Services $25,000 $25,000 $25,000
Cedar County Treatment and/or Prevention Services $1,200 $1,100 $1,100
Decaterization Grants Treatment and/or Prevention Services $21,700 $16,000 ~ $16,000
U uf I Research &Treatment $203,696 $127,980 $127,980
Tobacco Control :Tobacco education and control $102,502 $0 i $0
Strengthening Families Prevention Services $339,368 $266,534 $158,865
HOPWA HIV Assistance $0 $70,000 $70,000
Broadway Cares HIV Assistance $0 $5,000: $5,000
Misc, Other Grants ;Treatment and/or Prevention Services $16,420 $22,000 i $19,000
Total Grants ! $1,124,393 $1,045,975 ! $938,306
2004 MECCA Board of Directors
Chief RJ Winkelhake [2005], Chair Jack Dillon I2005]
Iowa City Police Department Washington County Board of Supervisors
410 E. Washington St. Washington County Courthouse; PO Box 889
Iowa City, Iowa 52240 Washington, Iowa 52353
Represents: Law Enforcement/Police Chief Represents: Washington County
356-5271 (O) 338-9554 (H) 356-5449 (FX) 653-7711 (O) 646-2366 (H) 653-7788 (F)
ri-winkelhake~iowa-city.org jd71110~,,netins.net
Human Resource committee supervisors(~co.washington.ia.us
Jeff Edberg 120071, Vice-Chair Facilities committee
44 Sturgis Comer Drive
Iowa City, Iowa 52246 Alice DeRycke [2006]
Represents: Business/Real Estate Iowa County Board of Supervisors
351-3355 (O) 339-0337(H) 351-0124 (FX) P.O. Box 126 mail to: 1387 A Avenue
331-6187 (Cell) ieff~icrealestate.com Marengo, Iowa 52301 Belle Plaine 52208
Budget & Finance and Facilities committee Represents: Iowa County
Phil Reisetter [20051, Treasurer 642-3041 (O) 647-2195 (H)
321 E. Market St. Program committee
Iowa City, Iowa 52245
Represents: Legal Erin Brothers [2007]
337-3197 (O) 339-0337 (h) 337-3198 (FX) 418 Westside Dr.
RGS(~avalon.net Iowa City, Iowa 52246
Budget & Finance committee Represents: University of Iowa
Karen Moline [20071, Secretary 384-0804 (O) 341-6682 (H)
605 W. Pine erinb(~eng.uiowa.edu
Marengo, Iowa 52301 Human Resource committee
Represents: Iowa County School Teacher
642-5422 (O) 642-3709 (H) Valarie Lovaglia [2007]
kmmolineC3~hotmail.com 55 Arbury Drive
Human Resource committee Iowa City, Iowa 52246
Represents: Community
Stephan Amdt, Ph.D. [2006] 354-1471 (H) 331-6616 (cell)
Research Scientist/Professor valarie-lovaglia(~uiowa.edu
327 Lee Street Program committee
Iowa City, Iowa 52246
Represents: University/Dept. of Psychiatry Carol Thompson [2006]
353-4852 (O) 338-3920 (H) 353-3003 (FX) Johnson County Board of Supervisors
Stephan@avalon.net 913 S. Dubuque
Human Resource committee Iowa City, Iowa 52240
Represents: Johnson County
Jean Battle?, [2005] 356-6000 (O) 351-8581 (H)
122 S. Limn Street cthompso~co.iohnson.ia.us
Iowa City, Iowa 52240 Budget & Finance committee
Represents: Legal
338-9222 (O) 337-7420 (H) 338-7250 (FX) Bill? Campion [2006]
321-0275 (cell) jeanb(~jneardonlaw.com Cedar County Board of Supervisors Auditors Office
Budget & Finance committee 400 Cedar
Tipton, Iowa 52772
Mark Behlke [2007] Represents: Cedar County
Iht. DNA Technologies, Inc. 563/886-3168 (O) 653-886-6704 (H)
1710 Commercial Park bos~cedarcounty.org
Coralville, Iowa 52241 Facilities committee
Represents: Community ': ..
626-8432 (O) 354-0264 (H) Vacant [2006]
mbehlke(~,idtdna.com Represents:
Program committee committee
Mid-Eastern Council on Chemical Abuse
Table of Organization
1
Clinical modets &
Section 1: Background
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Address: 1425 N. Dodge Street Phone: 319-341-0060
Director Name: Cokie Ikerd Signature:
Bd. Pres Name: Deb Noel Signature:
Request Completed By: Cokie Ikerd Date: 9/17/04
Check Your Agency's Budget Year:
1/1-12/31 7/l-6/30 10/1-9/30 X
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC 100 0 0 0
Does not include designated
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 22,309 21,194 25,000 5.15%
Johnson County 0 2,000 3,500 .72%
City of Coralville 2,900 3,045 3,200 .66%
What were local funds used for this year:
To help youth attend MYEP programs that assist youth with employment related issues.
The funds helped youth with interviewing skills, resume writing, transportation, attend
the bike shop, and a variety of other activities related to employment training. Local
funds allowed MYEP the opportunity to assist youth in volunteering, job shadowing, and
securing employment throughout the community at organizations and businesses such as
West High School, Minerva's Bar & Grill, Iowa River and Power Company Restaurant,
MeDonalds, Orseheln, The City of Coralville Parks and Recreation Department, The
University of Iowa Hospitals and Clinics, Hy-Vee, MYEP Bike Shop, Coralville Lake
Army Corps of Engineers, and Wal-Mart just to name a few.
What will next year's local funds be used for?
To assist youth in attending MYEP programs such as our summer program, career
exploration program, employment training program, Urban Youth Corps, or bike shop.
It continues to be a struggle for young people to compete for employment opportunities in
the community. MYEP will utilize local funds to assist at-risk youth in employment
training by providing job shadowing, volunteer and paid employment opportunities, in
house employment training at the MYEP bike shop, paid employment through the Urban
Youth Corps, and employment workshops. MYEP continues to be an active member of
the Workforce Investment Act Youth Advisory Council, which is instrumental in
developing processes for youth employment training.
Explain or justify any significant increase in funding request.
Agency Mission Statement:
"Provide advocacy and support to youth and their families who face barriers to independence.'
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Summarize your programs and services:
MYEP offers a variety of services to youth and young adults in the community. We would
utilize thc funding to assist youth in attending summer programming, employment training,
career exploration, participation in the bike shop, Urban Youth Corps, and after school
programming. The youth and young adults would acquire such skills as:
Interview techniques
Resume development
Social interaction
Arriving to work on time
Getting along with co-workers
Work Quality
Dependability
Following directions
Independent Living
Time management
Leadership development
Decision making
Team Work
Volunteerism/Community Service
The youth and young adults that attend MYEP programming have a wide variety of issues
to be addressed during their course of focus with MYEP. MYEP staff develops an
individualized vocational plan to suit the particular needs of the young person, whether it be
getting and keeping a job, learning appropriate social skills, life skills, or just dealing with daily
living activities. Many of our young people require basic employment seeking skills, but others
require more preparatory work that would focus more on pre-employment skills.
Some individuals seek our services to assist them with the intentions of only helping them
secure employment. Other individuals come to our program without any employment
knowledge. MYEP staff will assist the young person by doing an interview, application, skills
inventory and employment history questionnaire. This individual will continue along a
curriculum individualized to their needs with the final goal of securing employment that will be
best suited to the individual. Most work with the youth is done on a one to one basis with some
group settings such as a workshop.
List any accreditation and licensure your agency currently has. Explain.
In April, 2002, MYEP became a certified Home and Community Based Service (HCBS)
provider which requires a check of the files, documentation, case plans, etc., to assure that we
are in compliance with state and federal regulations. MYEP completed the accreditation
process through the HCBS organization and was deemed a 3 (three) year accreditation. MYEP
is also accredited through the Council on Quality and Leadership. This is a national
organization "dedicated to providing world wide leadership for greater accountability,
responsiveness, and quality performance in human and social service organizations and
systems." They use an outcome based approach in assessing organizational quality. The above
mentioned accreditation and licensure is for MYEP's youth and young adults who have
developmental disabilities that attend our summer program and after school program. MYEP
was given a 2 (two) year accreditation through The Council on Quality and Leadership.
j ccoghs\fundingform.doc 2
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
· MYEP (Mayor's Youth Employment Program) came into existence in 1968 as a federal initiative
encouraging cities to provide summer employment oppommities for disadvantaged youth and
young adults - primarily between the ages of 14 -24.
· From 1968 through 1996, MYEP was considered a quasi-department of the City of Iowa City.
During 1996, MYEP filed for and became a 501C3 private non-profit corporation.
· MYEP was built around the concept of summer conservation projects, which emphasized
working in small groups to complete projects, which benefit the entire community. Such projects
have been completed in collaboration with the ARMY Corps of Engineers, Project Green, City of
Iowa City, City of Coralville, and the University of Iowa. If you have been to any of the area's
parks, you have seen the results of some of these youth projects.
· For many years, MYEP operated programs funded through the Iowa Workforce Development (or
Job Service), Department of Economic Development, Community Development Block Grants,
and Department of Justice. These programs were built around the concept of youth working,
individually (as opposed to small groups), assigned to a mentor in the public or private non-profit
sector. In addition to paid employment, education was often a required component.
· As funding from some of these sources dwindled, MYEP expanded sales of services to other
organizations and agencies, such as DHS, MH/DD and the Iowa City School District. Many of
these agencies were later hit with difficult financial situations and have decreased or eliminated
funding available for these services.
· MYEP has provided services to a variety of populations including:
o pregnant and parenting teens
c) juvenile offenders
o low-income youth and young adults
o developmentally and physically disabled youth
c) youth with behavioral disorders and learning disabilities
o homeless youth and young adults
· All populations served by MYEP have a commonality- barriers to competitive employment
· Until FY97, MYEP had shared space with UAY at 410 Iowa Avenue. Growth within both
organizations made for cramped headquarters. At this time, MYEP relocated to 1425 North
Dodge Street, but is actively searching for a new location due to growth in our programs and
development of the current area where we are located.
· MYEP remains at 1425 North Dodge Street and operates the following:
MYEP Bicycle Repair Shop (accepts donated bikes and bike parts; youth refurbish them;
bikes are donated to low-income youth, Project Holiday or sold for a donation).
o Iowa City Community Bike Project in collaboration with Neighborhood Centers of
Johnson County, Big Brothers/Big Sisters, City of Iowa City, and several other entities
lends out bikes for use up to one year.
o TeenPlace (a summer day program for youth with disabilities and an after-school
program)
o Urban Youth Corps (a summer grant funded employment opportunity for 16 to 21 year
olds)
Career Exploration - providing youth with opportunity to learn about different careers in
the community
c) A variety of employment-related, educational and counseling services
(~ Home and Community Based Service programs (Supported Community Living, Respite,
CDAC, Camp Respite, Home and Vehicle Modification, Pre-Vocational assistance,
Transportation, Supported Employment)
jccoghs\fundingform.doc 3
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Section 2: Client Profile
~~ FY02 FY03-
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 161 --
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 98 t 86
3. How many Coralville residents did your agency serve?3 Unduplicated Count 32 29
Age (use agency's Gender Ethnieity (use agency's breakdown)
breakdown if needed)
0-5 0 Female: 62 Caucasian 138
6-17 126 Male 101 African-American 13
18-29 36 t Hispanic 2
30-61 1 Asian 6
62-75 European 4
>75
3. Briefly describe your service population.
MYEP provides services to youth, young adults, and their families that have a variety of
"disadvantages" or considered at-risk, which can be physical or mental handicaps, low income,
single parent household, juvenile offenders, homeless or runaway youth, school drop outs or at risk
of dropping out of school, behavioral disorders, learning disabilities, etc. The commonality is that
MYEP is able to assist our population of youth in developing their employment skills on an
individualized basis. MYEP tends to see the most difficult to place youth for employment thus it
takes much patience, perseverance, and commitment on the part of the staff, youth, volunteers,
businesses and the community to see it through to the end.
4. How do you determine eligibility for services?
MYEP has an intake process that requires individuals seeking our services to fill out forms with
various questions pertaining to eligibility. Many youth seeking employment assistance must meet
the eligibility of being "disadvantaged" which has a rather lengthy definition. "Disadvantaged"
may include the following, but is not limited to only the following: physical or mental handicaps,
low income, single parent household, juvenile offenders, homeless or runaway youth, school drop
outs or at risk of dropping out of school, behavioral disorders, learning disabilities, etc. For
example, the Urban Youth Corps Grant requires that the individual be between the ages of 16 to 21
who face barriers to employment. The HCBS Waiver program requires that the individual be on
the Waiver and has a case manager. Thus, we have to determine eligibility per each individual
youth and their needs for services.
5. Are there fees for your services? Yes X No
If yes, please describe your fee structure:
Grants prohibit charging fees for participation, so grant-funded activities are offered free of
charge to eligible participants - the only exception to this would be if a grant required matching
funds and allowed participants to pay for services as eligible match.
j ccoghs\fundingform.doc 4
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Parents are charged a flat fee if applicable. That is, if the youth is attending MYEP and the cost
is covered by other sources, such as the Johnson County DHS, or MH/DD then they will not pay.
If the youth is not eligible for funding through other sources, then the family pays a flat fee.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes. Due to the nature of our programming, it is some what limited by our resources.
Area(s) served: Tiffin, Hills, North Liberty, and Solon.
Services Provided:
Youth receive employment training opportunities and life skills training according to their
individualized need. The youth have the opportunity for MYEP to assist them with employment
training and life skills training through the Urban Youth Corps, MYEP Bike Shop, Iowa City
Community Bicycle Project, Home and Community Based Services, and Teen Place.
B. Do you provide services to areas outside of Johnson County?
Yes, particularly surrounding communities. Because of the nature of the after school programs,
this primarily takes place during the summer months. We attempt to attract individuals from
surrounding counties as well as Johnson County by distributing our brochures to locations within
these counties.
If a referral comes from another county, MYEP will attempt to serve them or direct them to
another provider that can best serve their needs.
Area(s) served: Washington, Iowa, Linn, and Cedar.
Services Provided:
Youth attend some of our in house programs, such as Teen Place, from other counties. We also
have just begun providing Home and Community Based Services (HCBS) to individuals as
referrals are made. We are also able to serve individuals from other counties through our summer
Urban Youth Corps grant funded program.
Funding sources for services outside of Johnson County:
The summer Teen Place youth are funded through the Mental Health/Developmental
Disabilities Department, private pay, Department of Human Services, Career Exploration, or
HCBS Medicaid Waiver program. The Urban Youth Corps is a grant funded program.
jccoghs\fundingform.doc 5
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Section 3:Communit~ Relations
1. How do you assess satisfaction with your services?
(a) Client - Attendance in programs, surveys to individuals and families, referrals being
made from current clientele, and complaints regarding programming.
(b) Community - Contract renewals from funding sources, renewal and on-going
partnerships with community entities, surveys, evaluations of programs, referrals
from community panners, and face to face discussion regarding programming and
services.
2. Briefly summarize your findings:
MYEP saw a slight increase in the number of youth served during this fiscal year, which is a
good sign to us that the community is interested in our services. In addition we did several surveys
with our youth and parents and found that 92% were satisfied with the services they were receiving
with MYEP. We are renewing contracts with community partners, securing grants and grant
matches from community partners and continue to expand our collaborative partners.
3. What changes have been made in response to these findings?
We work closely with our families, referral sources, cients, funders, and community members
to assure that they are satisfied with the services. The director, staff, and board members of MYEP
are taking the opportunity to sit down and visit with families, referral sources, clients, funders, and
community members to assess the satisfaction of the services. MYEP staff and board members
take every opportunity that is available to educate the community about our services and participate
in as many community activities as possible.
Communication and education continues to be a challenge for the MYEP staff and board.
One of the biggest changes that MYEP has instituted in the past year is to develop a monthly
newsletter. This is sent to parents, youth, United Way, City of Iowa City Council Members,
Johnson County Board of Supervisors, City of Coralville Council Members, community members,
past board members, current board members, staff, businesses, MH/DD staff, funders, supporters,
other organizations, and any other entities that we feel would benefit from learning what MYEP is
currently doing to serve the youth of Johnson County.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Iowa City Community School District 36%
Case Management Providers 36%
Parents/Self Referral 11%
Juvenile Court Officers 9%
DHS/Current clients/word of mouth 7%
j ccoghs\fundingform.doc 6
Agency Name: Mayor's Youth Empowerment Program (MYEP)
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
The Arc of Johnson County, Workforce Investment Act/Job Training Partnership Act, Super
Senior Project, Lifeskills, and Systems Unlimited.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Our employment services are available year round to individuals seeking employment or
assistance with resumes, interviewing, conduct, etc. MYEP is able to work with youth on a one to
one basis which provides for more intense and focused vocational plans for the individual. MYEP
owns and operates its own bike shop to assist youth with developing work skills needed for
employment in the community. The bike shop provides the ability for MYEP to do skills
assessments in house before making the transition to competitive employment in the community.
MYEP is also collaborating with the Neighborhood Centers of Johnson County, Big Brothers/Big
Sisters, City of Iowa City, and Bicyclists of Iowa City (BIC) on The Iowa City Community Bike
Project which is able to incorporate youth employment and training along with life skills in the
project.
MYEP also receives a grant (Urban Youth Corps) that is targeted towards 16 to 21 year old "at-
risk or disadvantaged" youth. This grant is an 8 to 10 week summer program of physical labor
working out doors. Part of the grant is the requirement of employment education in which the
youth are assisted with filling out applications, resume writing, interviewing skills, appropriate
dress, and conduct on the job. The youth are mentored by MYEP staff as well as job site staff on
all of the above employment activities.
MYEP provides a summer program that specifically fits the needs that youth, parents, and case
managers are requesting. We provide Johnson County's only full day program, Monday through
Friday, during the summer, to assist youth with a wide variety of skills developed to suit the
individuals needs of the young person. During the school year, we provide Johnson County's only
after school program that also caters to the individual youth's needs and skills.
j ccoghs\fundingform.doc 7
Agency Name: Mayor's Youth Empowerment Program (MYEP)
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Iowa City Community School District 1. MYEP is allowed to utilize a class room
during the summer as a site for some of our
Teen Place youth. Also, a special education
teacher assisted MYEP in delivering services
to these individuals during the summer.
MYEP provides the young people and staff,
the ICCSD is providing the site and some
staff time.
2. Iowa City Community Bike Project - 2. MYEP and these other entities have
Neighborhood Centers of Johnson County developed a collaborative project to supply
(NCJC), Big Brothers/Big Sisters, City of Iowa bicycles to Iow income individuals and those
City, and Bicyclist of Iowa City(BIC) in need of an alternative mode of
transportation. It is another opportunity for
at-risk youth to learn employment skills,
social skills and community activism. Staff
time is being given by all entities.
3. Summer Festival - Chatham Oaks, 4- 3. MYEP has worked very closely with these
Oaks/Youth Homes, The Arc of Johnson entities the past 2 years to establish a
County, and The Knights of Columbus fundraising event. The Summer Festival is
held in late August. It is an event for
families, youth, adults and all individuals
interested in a good meal and having some
fun. All entities participate by securing
donations, volunteers, selling tickets and
giving staff time.
j ccoghs\fundingform.doc 8
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Location for operations 1. Work with current landlord -
Southgate
2. Building Committee formed
3. Make contacts with local realtors
4. Make contacts with other local non-
profits, community partners and
families
2. Community Awareness 1. Monthly Newsletter
2. Speaking Engagements
3. Collaborative Efforts (Iowa City
Bicycle Project)
4. Board Member presence in the
community
5. Participating in Community events
3. Fundraising Efforts 1. Establish a yearly traditional
fundraising event/s
2.Secure sponsorships for event/s
3. Collaborate with other non-profit
entities (Summer Festival)
4. Develop a data base of individuals
willing to donate
5.Direct Mail Campaign
6. In what way will the needs of your service population change over the next five years?
The needs of MYEP's youth will continue to expand due to the loss of funding for services that
they need. In reviewing the economic state of funding, there continues to be less money to serve
more individuals, leading to an even greater need. There will be an even greater need for
employment training for our service population in light of the fact that economic factors are
making jobs scarce and youth continue competing with educated adults for the same position.
Also, there is an increasing number of two parents working outside of the home and single parent
households, which leads to a rising need for after school and summer care.
j ccoghs\fundingform.doc 9
Agency Name: Mayor's Youth Empowerment Program (MYEP)
The reduction/elimination of MH/DD funding will increase desire for unfunded services by
target population (youth under age 18 desiring employment services and school age youth (up to
age 21) in special education desiring summer daycare and summer daycare services). Also, middle
income families over 300% of the federal poverty level are ineligible for MH/DD funding
assistance but unable to pay for 100% of services are going to be seeking alternatives that are less
expensive or partially funded through other revenue sources. Currently, we are seeing a steady
increase in the number of referrals of these individuals and expect that this will continue.
7. How do you plan to address these changes?
MYEP most recently went through a strategic planning process and is planning another on
October 5, 2004 with Professor Retish to address some of these issues. MYEP currently has a
summer and after school program in place, but needs to develop it further by securing funding that
will assist those individuals that "fall through the cracks." Seeking out grants is always something
that is being done at MYEP, but possibly a more aggressive approach wilt need to take place in
order to assure funding for these individuals. Also, having a more aggressive fundraising
campaign will assist MYEP in serving individuals that have no other options. We also plan on
utilizing City and County funding to catch some of these individuals that are "falling through the
cracks," and that need the wide variety of services that MYEP is able to provide.
8. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
MYEP's desire is just as our mission statement says; we want to "Provide advocacy and
support to youth and their families who face barriers to independence." We want the at-risk youth
of Johnson County to learn life and employment skills sufficient enough that they can compete
adequately for competitive employment throughout the community and earn a livable wage in
order that some day they will be independent tax paying citizens of the community. It is our
position to teach these young folks the correct steps and processes that are necessary to live their
life and secure employment at local businesses in order that they can help the community grow by
earning a wage and spending that wage in this community.
9. Describe the evaluation methods you use to measure the success of your services?
We utilize surveys given to the consumers, parents, staff, community members, and funding
sources. MYEP participated in a Quality Assurance check done through the Johnson County
Mental Health/Developmental Disabilities Department. The Home and Community Based Service
(HCBS) organization did an accreditation procedure of MYEP during February 2003 and was
given a three year accreditation. Also, in June 2004, The Council on Quality and Leadership did an
accreditation review and gave MYEP high marks with a two year accreditation.
These are all outcome-based measures of success. MYEP looks at the number of referrals that
it receives on a yearly basis, attendance in programs, completed resumes, completed applications,
number of job shadowing experiences, volunteer hours, and placements in the community.
10. What are the results of these evaluations (outcomes)?
The results of MYEP's most recent survey is stated in Section 3, #2. The Johnson County
MH/DD Department gave MYEP a positive report with a few suggestions of needing to more
j ccoghs\fundingform.doc 10
Agency Name: Mayor's Youth Empowerment Program (MYEP)
thoroughly document procedures and keeping more thorough client files, which they noted was
already in the process of being done. The Home and Community Based Service (HCBS)
organization did an accreditation procedure of MYEP during February 2003. MYEP received a
three year accreditation from HCBS which is the longest possible. Also, in June 2004, The
Council on Quality and Leadership did an accreditation review and gave MYEP a 2 year
accreditation.
We also know that MYEP is seeing an increase in the number of referrals being made, thus we
tend to believe that this is an indication that our services are valued and needed within this
community.
11. How do you plan to use the evaluation results to enhance/extend your services?
MYEP plans on continuously surveying the consumers, parents, staff, community members,
and funding sources in order to assure the quality of our services. We will utilize this information
to improve/change our services in order that they are meeting the needs of the individuals involved
with MYEP. The surveys, feedback from funders, and quality assurance checks have assisted
MYEP with the issue of what it is that needs to be tracked in order to adequately demonstrate the
quality services that we provide.
Our creation of a database is an on-going endeavor that will keep a more accurate record of the
number of individuals that complete the employment activities such as resumes, applications,
interviews, job shadowing, volunteering, and securing employment. It is imperative that we are
correctly documenting our services, keeping appropriate documents in the files, etc., in order to
continue providing quality services.
12. How do your programs/services impact the community?
MYEP provides programs/services that keep youth in the community involved in positive
activities in a safe, healthy, and nurturing environment. Thus, these youth are not out on the streets
or left home alone to fend for themselves while their parents are at work. We work with these
individuals to teach them employment training, career exploration, life skill building, community
activities, and a wide variety of social and recreational activities. These young people are the
future of our community and we feel that we are assisting in preparing them to be productive tax
paying citizens that will be active members in our society that will give back to the community by
spending their hard earned wage in Johnson County.
13. How did the agency respond to the UWJC recommendations from last year?
N/A
j ccoghs\fundingform.doc 11
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet?
At least monthly, sometimes twice per month.
3. What is your average attendance at board meetings?
6 members
4. How is the board involved in strategic planning, fund development, and governance of the agency?
On July 10 and July 22, 2003, MYEP staff and board utilized University of Iowa Professor,
Paul Retish, as a facilitator to assist with a strategic planning session. This was a follow up on the
strategic planning session that took place the prior year. MYEP has another strategic planning
session scheduled for October 5, 2004 with Professor Retish. MYEP is looking to do a 2 to 3 year
plan. MYEP continues to grow and expand its board of directors and many new faces have come
aboard, thus the need for continuance of the strategic planning sessions.
MYEP's Board of Directors is directly involved in assisting and approving the budget,
fundraising efforts, recruiting potential board members, fiscal accountability through financial
reports, policy development, and participating in the strategic plan for the organization.
The MYEP staff and board of directors continue to focus on the following:
~ Expand services and programs
Continuation of fundraising efforts
Continuation of collaborative efforts
Secure new facility
Continuation of marketing plan
5. What type of training/orientation do board members receive?
The Agency Director and/or the Board President meet with each prospective Board Member
before a commitment is made to join the board. The following information is provided in a binder:
~ Budget
} Program Information
} Agency History
~ Staff
Policies and Procedures
By-laws
Articles of Incorporation
Past Minutes from Meetings (at least 3 months)
Current Board Members, place of business, committee assignments
The Board President and Executive Director discusses the responsibility of the Board using
materials for serving on non-profit boards. Each Board Member receives a copy of"Roberts Rules
of Order" and "Managing a Nonprofit Organization" to use as a reference.
j ccoghs\funding form.doc 12
Agency Name: Mayor's Youth Empowerment Program (MYEP)
5. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Yes. 5/03.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? Yes. 6/30.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? No.
MYEP's FY03 has not ended by the time that this report is due, thus the IRS form 990 will not
have been filed for the most current fiscal year end.
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X No
If yes,
Who completed the audit? How much did the audit cost?
] Greenwood & Crim $2,500 I
If material weaknesses are noted in the audit, what is your plan for addressing them?
None were noted.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a [ if agency has Amount
Directors & Officers
a. fiduciary liability X 1,000,000
b. employment practice liability X 1,000,000
General Liability X 1,000,000/
2,000,000
Umbrella Liability
Professional Liability X 1,000,000/
2,000,000
Property or Renters X 50,000
Vehicle X 500,000
jccoghs\fundingform.doc 13
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Cokie Ikerd has been employed with MYEP since January, 1991, in a variety of capacities.
She was hired as the Executive Director in November, 2002. She has a BA in Psychology, and
an MBA degree from the University of Iowa. She opted to take elective classes during her
MBA studies that would lend itself to the non-profit arena, such as "Training and
Development," instructor Jude West and "Non-Profit Management," instructor Sandy Boyd.
She is a certified job developer, received training in grant writing, fund-raising, human resource
management, and financial management.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $39,000 to $43,000 1.00 1.00 1.00
Director of Services X X X $34,000 to $38,000 .03~ 0 0
Waiver Services X X X $30,000 to $35,000 1.00 1.00 1.00
Coordinator
Bicycle/Program Specialist $8/hr. to $11/hr. .72 .69 .69
Support Care Staff $8/hr. to $1 l/hr. 2.12 1.29 1.29
Crew Leader2 $9/hr. to $11/hr. .15 .15 .15
Employment Specialist/Job $8/hr. to $12/hr. .24 .25 .25
Coach
Summer Staff $8/hr. to $11/hr. 3.56 2.96 3.00
Youth Mentormg $9/hr. to $12/hr. 0 0 .5
Coordinator3
TOTAL FTEs 8.82 7.34 7.88
~ Due to budget cut backs, MYEP relieved the Director of Services of his duties.
2 The Crew Leader is a grant funded position for the summer Urban Youth Corps program. It is an
eight week program.
3 MYEP will be applying for a youth mentoring grant and will add a part time staff if.we receive
funding.
j ccoghs\fundingform.doc 14
Agency Name: Mayor's Youth Empowerment Program (MYEP)
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?
Approximately 8.22 FTE's served Johnson County this year (that is approximately 93% are
Johnson County)
4. How much was spent on staff development in the last fiscal year? $1,450.79
5. How much is budgeted for staff development in this fiscal year? $2,200
6. What training and support opportunities are offered to staff?.
All staff is constantly researching and reviewing training opportunities that will lend itself to
MYEP providing quality services. Staff is continuously encouraged to participate in any relevant
training that would assist in their ability to perform their job at MYEP. All relevant training
opportunities are reviewed by staff and decided if and how many staff should attend. Some of the
training opportunities MYEP encourages/requires are the following:
~ CPR
~ First Aid
3' Blood Born Pathogens
~ Mandatory Reporting
~ Center for Disabilities Training - Behavior Management
~ Employment related training/seminars, such as child labor law issues, policies and
procedures, employment specialist training, job coach training, job developer training
(MYEP has one individual on staffthat is a certified job developer and another staffthat is
currently becoming certified in j ob coaching)
} Child care regulations/guidelines
~ HCBS Waiver training
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? wage increase was approximately 5%.
Yes No brief explanation
9. Does your agency x MYEP has a Personnel Policy and Procedures Manual that
have personnel every board member and staff is given a copy of to keep.
policies? If yes,
date board last
reviewed? 5/03
10. Does your board x The MYEP Board of Directors annually evaluates the
annually evaluate Executive Director's performance. They seek out input
the director's from the staff, board members, community entities, funding
performance? sources, and collaborative partners to effectively evaluate
the Executive Director's performance within the
organization and community.
11. Does your agency x Every position within MYEP has a job description.
have job
descriptions for
every position? If
yes, date of last board
approval? 3/02
12. Is there an annual x Every staff member is evaluated at lease annually and more
performance frequently according to the MYEP Personnel Policy and
review for every Procedures Manual
staff?.
j ccoghs\fundingform.doc 15
'!Agency: Mayor's Youth Empowerment Program (MYEP
Section 7: Financial Management
A, Three Year Historical Balance Sheet
(As of your fiscal year-end)
FY01 FY02 FY03
Current Assets
Cash $108,270 $107,653 $41,415
Investments $75,000
Receivables < 90 days $148,393 $102,070 $228,223
Other $3,473 $4,412 $4,962
Total Current Assets $260,136 $214,135 $349,6001
Other Assests ~
Property
Equipment
less depreciation $2,730 $5,124
Vehicles less depreciation $6,210 $1,241 $916
Receivables > 90 days
Other
Total Non-current Assets $8,940 $6,365 $31934-
Total Assets $269,076 $220,500 $353,534
FY 01 FY 02 FY 03
Current Liabilities
Accounts Payable $5,364 $8,217! $9,388
Payroll Costs Payable $77,575 $19,100 $99,092
Contracts Payable
_ Mortgage Payable-6 months
Total Current Liabifities $82,939 $27,317 'l $108,480
Other Liabilities
. Mortgage Payable-Balance
Other $3,697 $2,063 $2,175 ~
Total Other Liabilities $3,697 $2,063 $2,1
TotalLiabilities $86,636 $29,380 $110,655 ~
NetAssets $182,440 $191,120 $242,879
Liabilities & NetAssets $269,076 $220,500 $353,534
18
~ Mayor's Youth Empowerment Program (MYEP)
Financial Information is: [ X ] entire agen~ [ ] county specific ] p ogram specific
3. Income & Expenses FY04 LastYr! CurrentYr tFY06 NextYr
Income ? ,
Local Funding Sources
Coralville $2,936 $3,084 $3,250
Iowa City $22,030 $22,146 $26,500
Johnson Coun_ty $500 $2,375 $3,875
United Way - Allocation $0 $0 $0 ~
- Designated Giving $2,298 $1,387 $1,000
Grants-Federal, State, Foundation $34,960 $37,00C[. $81,500 addition of a youth mentoring grant
decrease due to change in choice of
Net Sales of Service $371,463 $368,300~ $350,970 services
/
Net Sales of Materials $2,912 $3,100 ! $3,300
Contdbutions/Fundraisinq $9,066 $10000| $12,000
Investment Income $1,809 $2,000 $2,200
Other
Total Income $447,975 $449,391 $484,595
Expenses Decrease in summer staff
Wages & Salaries $325,838 $298,740 $314,380
j increases due to health insurance
Benefits i $43,644 $49,223 $52,664 increases
Occupancy $25,360 $39,600 $43,800 increase due to new facility
Non-occupancy $62,052 $56,933 $59,733
Other
$456,894 $444,496 $470,577
C. Fund Balance
Revenue "$447,975 $449,391-I $484,595
. Carryo_ver Balance from previous year
Total Operating Budget / $447,975 $449,391 $484,595
LessTotal Expenses $456,894 $444,496 $470,577 I
End!pg Fund Balance ($8,920) $4,895 $14,018
Less Restricted Balance(explain)
Carq/over Fund Balance ($8~920)1 $4,895: $14,018 !
I IA_gency: Mayor's Youth Empowerment Program (MYEP)
D. BdlDonorlFunder Restricted Funds Designated for: 10103-9104~ 10104-9105 10105-9106 I
Iowa Department of Transportation IGrant Purposes $22,9_60_ ! $23,000 $25,000
l__Corps of Engineers iGrantPurposes __ $1_0,000 I $5,6~-6 $10,_000I
V'ariety-The Children's Charity~ Grant Purposes $10,000 i $0 $10,000 i __
:MH/DD Teen Place Contract Purposes $1~7~,263 I $24,300 $26,000
Youth Me_nt_oring Grant ~G[a_r)t Purposes $0 ! $0
Total Restricted Funds
$00,223i $52,300i $96,000
E~. In Kind Support: Last Year lhis YearJ Next'tear
board members, work atudy~
youth advocates, community
ServicesNolunteers service, parents $19,560 $20,500 j $22,000
bikes, stove, water heater,
Material Goods building supplies, food, etc. $9,435 $10,100 ~ $1_ 0,500
Space, Utilities, etc Southgate2 $24_,000 $4,000 $0
_Other: (Please footnote)
Total In-kind Support $52,9_95 $34,600 ' $32,500
F. Grants D~r~)ose Last Year This Year Next Year
Iowa Department of Transportation At-ristk Youth Employment $22,960 $23,000 $25,000
Variety-The Children's Charity __ Van, E ug~pment ! $10,000 _. $0 $10,000
Pilot Club Equipment __i $2,000 $0 $2,002
Youth Mentoring Grant Youth M~_ntoring ~__ $0 $_0_ $25,000 .!
To,., ra.ts ! $34,g60 $62,000
~MYEP received a used Sunshine Coach from Variety during FY04 with an approximate value//of $10,000.
2MYEP cuErently pays $1,000/month for a facility with a market rent value of at least $3,000/month. MYEP is wo?__king with Southgate to
secure a new location and will be_paying more rent that will be close if not at market value.
20
Agency Name: Mayor's Youth Empowerment Program (MYEP)
MYEP BOARD OF DIRECTORS - OFFICERS
September, 2004
Appendix A
Joe Bovia Pete Gardner
Address: Iowa City Address: Coralville
Work: U of I Student Work: Meardon, Sueppel &
Occupation: Student/past recipient of Downer, P.L.C.
services Occupation: Attorney
Term: 10/02 - 9/04 Term: 10/03 - 9/05
Committee/s: Nominating/Board Committee/s: Fundraising
Development Nominating/Board
Development
Alex Branwen
Address: Iowa City Steve Merkle
Work: Employment Plus Address: Coralville
Occupation: Employment Specialist Work: West High School
Term: 5/04 - 4/06 Occupation: Special Education Teacher
Committee/s: Fundraising Term: 6/03 - 5/05
Marketing/Public Relations Committee/s: Fundraising
Nominating/Board Marketing/Public Relations
Development Nominating/Board
Development
Lisa Bruns
Address: Iowa City Deb Noel (President)
Work: ACT Address: Io~va City
Occupation: Human Resources Work: Noel's Tree & Crane
Term: 12/03 - 11/05 Service
Committee/s: Fundraising Occupation: Business Manager
Nominating/Board Term: 10/03 - 9/05
Development Committee/s: Fundraising
Executive
Derek Daiimann Building
Address: Iowa City Nominating/Board
Work: Dallmann Marketing Development
Occupation: Marketing
Term: 5/04 - 3/06 Mike Rose Vice-President
Committee/s: Fundraising Address: Iowa City
Nominating/Board Work: West High School
Development Occupation: Special Education Teacher
Marketing/Public Relations Term: 6/03 - 5/05
Committee/s: Fundraising
Mary M. Fisher Building
Address: Iowa City Executive
Work: Mary M. Fisher Counseling
Occupation: Private Therapist/Counselor Troy Thompson Treasurer
Term: 3/04 - 2/06 Address: Iowa City
Committee/s: Fundraising Work: Iowa State Bank & Trust
Nominating/Board Occupation: Second Vice-President
Development Term: 6/03 - 5/05
Committee/s: Fundraising
Building
Finance
Executive
Agency Name: Mayor's Youth Empowerment Program (MYEP)
Appendix B
MYEP
TABLE OF ORGANIZATION
MYEP Board of Directors
President, Secretary, Treasurer
Plus, 7 Directors
Fundingt v Clients
Sources Parents
Referral Sources
Executive Director
Waiver Services I Administrative Program Assistant
Coordinator I Personnel IDOT Crew Leaders
Volunteers Bicycle Repair Specialist
Summer Staff
Support Care Staff IDOT Assistant Crew Leaders
Job Coach Bicycle Shop Youth
Employment Specialsit Volunteers
Summer Staff
Volunteers
Youth Employees
Program Participants
[ Youth Employees [
Program Participants
Section 1: Background
Agency Name: Neighborhood Centers of Johnson County
Address: P.O. Box 2491 Phone: 3 -19-358-0438 c----'--'-'-~
Iowa City, IA 25544-2491
Director Name: Brian Loring Signature:
Bd. Pres Name: Fred Mims Signature:
Request Completed By: Brian Loring Date: ~ _ ~_.c.~__ C2~ ¢
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 ,/ 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC
Does not include designated
giving or Special Needs Grants $99,588 $102,036 $104,400 6%
FY 04 FY 05 FY 06
City of Iowa City $61,105 $58,252 $76,400 5%
Johnson County $67,510 $69,026 $71,400 5%
City of Coralville $0 $0 $0 0%
What were local funds used for this year:
Local match to leverage grants, afterschool and summer programming for school-age youth,
administrative costs and support for facilities.
What will next year's local funds be used for?
Afterschool and summer programs, administrative costs and leverage for grants.
Explain or justify any significant increase in funding request.
Agency Mission Statement:
Neighborhood Centers of Johnson County is dedicated to building a better future for people in
neighborhoods through programs that educate, strengthen families and create a sense of
community.
Summarize your programs and services:
We use funding from United Way, Iowa City and Johnson County in all of our programs.
· Child Development: Programs for children birth to 5 years. Includes child care for infants,
toddlers and preschoolers. We also provide therapeutic support for young chidren with special
needs.
· Youth Development: Programs for school-age children that include afierschool programs,
enrichment programs (music, art, foreign language, etc.), AmeriCorps Youth Connections,
tutoring and in-school mentoring.
Neighborhood Centers of Johnson County
· Family Development: Provides support to parents and families through home visitation
programs, parenting classes, English as second language, adult basic education, issue/activity
focused adult groups, and family literacy (Even Start).
· Community Development: This area of programming responds to issues and concerns that
affect the entire neighborhood or the larger community. Examples are the work we have done
to reduce crime and improve the image of the Broadway neighborhood through the Broadway
Revitalization Project. Other examples include the Restorative Justice collaboration, our
summer lunch program, and a wide variety of community building events. Community
development relies upon neighborhood councils at each of the center. (The Broadway Advisory
Council for the Restorative Justice collaboration was the recipient of the 2003 Governor's
Volunteer Award.)
List any accreditation and licensure your agency currently has. Explain.
Child care programs have been accredited through the National Association for the Education of the
Young Child (NAEYC). Our child care and afterschool programs are licensed through the Department
of Human Services.
jccoghs\fundingform, doc 2
Neighborhood Centers of Johnson County
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
In fall of 1973, a small group of parents from Pheasant Ridge neighborhood (then known as Mark IV
Apartments) came together out of concern for their neighborhood. They were troubled by high incidences
child abuse, vandalism and disputes among neighbors. They decided what they needed was a place where
families could come together for community gatherings and activities for children. The group approached
the apartment management and was granted the use of a three-bedroom apartment to serve as the first
Neighborhood Center. Meanwhile, the University of Iowa School of Social Work helped recruit volunteers
to organize afterschool and teen programs. Since 1973, the Pheasant Ridge Center has offered on-site
educational and recreational opportunities, connected people to resources in the community, and encouraged
a sense of community.
The success of the Pheasant Ridge center prompted the Iowa City community to support the addition of a
second Center. In 1988, we expanded our efforts to the Broadway Street neighborhood. Like Pheasant
Ridge in 1973, the need for prevention programs was evident in the disproportionate number of child abuse
cases, police reports and juveniles on probation. Neighborhood Centers joined forces with Head Start and
built a 6,000 square foot facility in 1990. Since the Broadway Street Neighborhood Center has been in
operation, the quality of life in the neighborhood has improved, as seen by the decrease in child abuse
reports. In 1995, we started work in the western part of Johnson County, bringing resources and programs
to some of the underserved mobile home parks in that area. In 1996, we opened the Clear Creek
Neighborhood Center.
The Neighborhood Center concept is unique in that we bring programs to the people who would otherwise
have difficulty accessing services, either because of transportation, child care, or financial constraints. In
addition to neighborhood-based services, an important function of our agency is to connect our neighbors to
other resources in the community. We are also very reliant upon partnerships with a diverse array of
community agencies, institutions and businesses. Our shared efforts have added value to our programming
and yielded important successes for families. Through collaborative work with parmers such as the Iowa
City and Clear Creek schools, Iowa City Police Department, Wendell Johnson Speech and Hearing Center,
United Action for Youth, MECCA, and the Sixth Judicial District, neighborhoods are safer, children are
healthier and better prepared for school, adults are returning to school and learning new job and life skills,
parents and children are learning English, and people in all of our neighborhoods are discovering and
rediscovering what it means to be part of a neighborhood and community.
Over the years Neighborhood Centers' methods have evolved to meet the changing needs of our
neighborhoods and our community. One striking example is in the area of child care. The welfare reform
initiatives of the 1990s created a great demand for full-day childcare. As more parents moved from welfare
to work, we retooled the agency to meet these changing demands. In 1995 just we offered a total of 12
spaces in our child care cooperative - this year we have 108 full day childcare spaces. We are also very
proud of the quality of our early childhood programs. In 1998, the National Association for the Education
of the Young Child (NAEYC) accredited childcare programs at Broadway and Pheasant Ridge.
This past year, we maintained our efforts in areas outside of Iowa City as we continued modest prevention
programming in the Clear Creek area of western Johnson County. The past two summers we have offered
day camp for 120 children in the Broadway and Pheasant Ridge Neighborhoods. We also initiated the
Broadway Revitalization Project to open dialogue and set a workplan for improvements in the Broadway
neighborhood. We also continued the PREP program (Preschoolers Reaching Educational Potential). PREP
as an intensive 11-week summer program intended to prepare children for kindergarten.
j ccoghs\fundingform, doc 3
Neighborhood Centers of Johnson County
j ccoghs\funding form. doc 4
Neighborhood Centers of Johnson County
Section 2: Client Profile
¥o5 Yo4
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 2067 1879
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 1751 1399
3. How many Coralville residents did your agency serve? 3 Unduplicated Count NA NA
~!~]~ ~ - -
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 263 Female: 1137 African/African American 1025
6-17 851 Male 930 Caucasian 660
18-29 175 Hispanic 221
30-61 778 Asian 106
62-75 Multi-racial 45
>75 Other 10
3. Briefly describe your service population.
· Vulnerable low-income families.
· Mentally ill adults.
· Special needs children.
· Non-English speaking immigrant families.
4. How do you determine eligibility for services?
Families that are low-income and live in one of our neighborhoods are a priority; however,
low-income persons often are eligible for specific programs regardless of where they live in the
county.
5. Are there fees for your services? Yes x/ No__
If yes, please describe your fee structure:
Parents with children in child development programs receiving Title XX child care subsidies
sometimes have a co-payment. That co-pay is set by the Department of Human Services and is
based upon income. In addition, school age children may pay a portion of the cost of field trips.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: Tiffin, Oxford, Western Hills (mobile home community)
Services Provided: Parent educational programs, afierschool and teen programs,
summer lunch and school transportation.
B. Do you provide services to areas outside of Johnson County?
Area(s) served: There are children that attend the Clear Creek Amana Middle School that
j ccoghs\funding form. doc 5
Neighborhood Centers of Johnson County
are residents of Iowa County.
Services Provided: In-School mentoring and academic support.
Funding sources for services outside of Johnson County: Clear Creek Amana School District.
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: Through Neighborhood Advisory Councils, surveys and issue-based focus groups.
(b) Community: Through United Way, reviews by funders and accreditors, City Steps focus
groups, our board of directors and informal input from parmers and community
members. The board of directors is currently active in conducting a survey of external
perceptions of the agency and our services.
2. Briefly summarize your findings:
Pheasant Ridge:
· Residents want more community events;
· Increased programming for issues relating to immigration;
· Expanded summer programming including licensed day care for school age kids;
· More enrichment programs such as music lessons and language classes for school-age youth;
· Residents are looking for more one-on-one support for parents with very young (infants) children.
Broadway:
· More structured activities for youth;
· Residents are interested in employment opportunities and more organized activities for school-
age youth and young adults;
· There are always requests for more daycare and respite care;
· More support for neighborhood crime prevention;
· Greater access to recreational opportunities for youth and adults;
· Enrichment programs for youth and adults;
· Expansion of summer licensed programming for school-age youth;
· More fun, community-building events in the neighborhood.
Clear Creek:
· Mentoring program for youth;
· Quality preschool and other daycare opportunities;
· Pre-employment and employment opportunities for youth;
· Recreational and community-building events.
3. What changes have been made in response to these findings?
· We continued and expanded summer day camp for 100 school-age youth at Broadway and 45 at
Pheasant Ridge.
· We added afierschool daycare spaces at both Centers.
· We initiated the Broadway Revitalization Project and have created a community-supported work
plan to improve the quality of life for the neighborhood and make it a more inviting place to
live and do business.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
jccoghs\fundingform.doc 6
Neighborhood Centers of Johnson County
Source of Referral % of clients referred
Iowa City Community School District 10%
Department of Human Services 6%
Clear Creek Amana School District 3%
Johnson County Empowerment Area 2%
Juvenile Court Services less than 1%
United Action for Youth less than 1%
Head Start less than 1%
Domestic Violence Intervention Program less than 1%
Emergency Housing Project less than 1%
Mid-Eastern Council on Chemical Abuse less than 1%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Hawkeye Area Community Action Program (HACAP)
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Neighborhood Centers is neighborhood-based and looks for resources within the community and
the neighborhood. HACAP is part of a large Federal initiative and bring services from Federal
programs that are generally less flexible but better funded. Neighborhood Centers also provides
afterschool programming and afterschool daycare, ESL and GED programming and community-
building events.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Iowa City Community School District 1. We work with the school district in a number
of different areas including the PREP
(Preschoolers Reaching Educational Potential
program), in-school mentoring and translation
at Roosevelt Elementary, and in-school family
resource center programming at Grant Wood,
SE Jr High and City High. We provide literacy
programs through the 21 st Century afterschool
learning program at Mark Twain.
2. Clear Creek Amana School District 2. Although over $200,000 in funding since
2000 have decreased our capacity, we still work
closely with the district. We currently have
staff working in the middle school. CCASD
has also asked us to partner with them in
providing services in their new alternative
learning center. We are also talking with them
about starting a collaborative preschool
j ccoghs\fundingform.doc 7
Neighborhood Centers of Johnson County
program in Tiffin.
3. Wendell Johnson Speech and Hearing Center, 3. For the past four years, staff and students
University of Iowa from Wendell Johnson have provided classroom
support for testing children to identify potential
reading and language problems and offer
effective interventions in reading and language
development. The outcomes from children
graduating from those programs clearly
demonstrate the success of this collaboration.
j cc oghs\ftmding form. doc 8
Neighborhood Centers of Johnson County
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Building our pool of discretionary funds 1. Develop an annual giving campaign and
build upon a newly established endowment
through larger individual and planned gifts.
3. Rebuilding youth and adult pre-employment 2. Our challenge and opportunity is to create
and employment programming, programming that is effective in giving
youth and adults the soft and hard skills
necessary to find and keep a job. We are
currently implementing a plan to create a
pre-employment and employment program
that generate sufficient revenues to sustain
itself with little or no outside support.
3. Expansion into new neighborhoods and rural 3. Our current strategy is to maintain our
area of the county commitment to existing neighborhoods and
programs, but reach out to smaller
communities for input on how we might
assist them in addressing their programming
needs while remaining true to our mission.
2. In what way will the needs of your service population change over the next five years?
Under the Federal welfare reform initiative enacted in 1996, welfare benefits to neighborhood
families have begun to expire. Couple this with the tighter job market and former welfare recipients
are having an increasingly difficult time finding employment that pays a living wage, particularly,
people with little work experience and few marketable skills.
The Broadway neighborhood is represented by younger children exhibiting more violent behavior.
In addition, there appears to be a significant increase in drug use and the other illegal activities
associated with that usage. These will be some of the most salient challenges of the next few years.
3. How do you plan to address these changes?
Unfortunately, grants that have supported our work to build job skills have vanished in recent years.
We have reached out to existing employment development programs. We have made an inventory
of available community resources for employment support and we have started to provide better
referral and coordination of those supports for neighborhood families. For some youth and adults
this has been useful, while others youth have found the programming less culturally approachable
and need additional support.
j ccoghs\ftmdingform, doc 9
Neighborhood Centers of Johnson County
In addition, over the past two years we have dramatically expanded our summer youth
programming at both the Broadway and Pheasant Ridge Centers. Summer day camps offered full
day care to over 120 school age children five days per week.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
· Children will develop social, emotional aesthetic and artistic, physical and intellectual skills
along a developmental continuum designed to strengthen skills to improve their chances of
achieving success in school and life.
· Adults will strengthen their networks of support, work toward developing life skills necessary
for achieving their personal goals and meeting their diverse needs.
5. Describe the evaluation methods you use to measure the success of your services?
Ages and Stages is a screening tool used to reliably identify children in need of further
assessment. Each questionnaire contains 30 questions, which are divided into the following
five areas of development: communication; gross motor; fine motor; problem solving; and
personal-social.
The Creative Curriculum for Early Childhood Development and Learning Checklist assesses
young children's developmental progress twice each year. The Curriculum provides a
framework of the philosophy, goals, objectives, and teaching strategies that address all aspects
of a child's development--socio-emotional, cognitive, and physical.
Devereux Early Childhood Assessment (DECA) is an assessment tool that is used to identify
children's social and emotional strengths. The DECA is a valid and reliable behavior rating
scale based on the results of research on the characteristics of resilient children. The DECA
focuses on behaviors and skills related to three protective factors: attachment, self-control, and
initiative. Teachers use the DECA to determine the presence of protective factors within each
child.
· The Familia Inventory is a questionnaire designed for use by family literacy programs to assess
levels and regularity of literacy-related activities of family interactions. The Familia Inventory
research shows that there are ten types of family interactions which are related to literacy
development of young children. Families participating in the Even Start family literacy program
were assessed in the fall and spring using the Familia Inventory.
· CASAs measure a continuum of skills from beginning through advanced adult secondary
education. They provide descriptions of adults' general job-related ability in reading,
mathematics, oral communication, and writing. Results from CASAs tests are reported on a
common numerical scale which has been verified and validated on more than three million
adult learners. The CASAs scale is divided into five levels: A (Beginning Literacy) to E
(Advanced Secondary), each encompassing a range of scores. All participants in NCJC adult
education classes take a pre and post CASAs test through Kirkwood Community College each
program year.
· The Family Snapshot measures family well-being and progress over eight variables such as
housing, childcare, safety, etc. Each family completes a pre- and post- Family Snapshot and
j c coghs\funding form. doc 10
Neighborhood Centers of Johnson County
their perceptions are measured with the number of agency programs the family participates in
over the course of a year.
· Juvenile crime andpolice reports are collected annually and serve as indicators of the
neighborhood profile and assist in guiding programs.
· Partnership agencies also complete assessments on enrolled children. The ICCSD tracks
school success in each of our targeted schools. The Grant Wood Area Education Agency
completes a formal developmental screening on each child. Grant Wood AEA screens each
child in the areas of fine motor, cognitive/verbal, speech, social/behavior, gross motor, hearing
and vision. In addition, Community Mental Health assess the mental health, social, and
behavior levels of children. The University of Iowa - Wendell Johnson Speech and Language
Center completes literacy assessments on each child, and more importantly, makes classroom
and referral recommendations. Breakthrough to Literacy conducts literacy assessments and
provides resource materials.
6. What are the results of these evaluations (outcomes)?
· Family Literacy: 30% of adults report that they do not have a high school diploma or GED. In
fact, over 13% reported that their educational level is 'less than high school.' In FY04, 65% of
ELL participants involved in the Even Start family literacy program improved at least one level
in their educational progress as measured by the CASAs.
· Employment and Health Insurance: Adults saw an increase in employment during FY04 from
58% employed at time 1 to 63% employed at time 2. However, only about 25% of the jobs in
offered medical, sick, and vacation benefits. Over 35% of adults also reported that they need
further job and/or skill training, yet only 25% are enrolled in some sort of program. What is
concerning is the 35% of adults without health insurance, without access to a primary health
care provider. Of these adults, the majority speak either Spanish or Arabic as their primary
language and do not qualify for Title XIX due to waiting periods and are not offered health
insurance through employment. These adults are not receiving adequate, preventive healthcare;
close to 50% of the uninsured women did not receive prenatal care until after their first
trimester in FY04.
· Child Development: In FY04, 159 children working with Neighborhood Centers received an
Ages and Stages questionnaire. Of the 159 children screened, 21 children scored below normal
ranges in two or more developmental areas and were referred to Grant Wood AEA for further
assessments. Currently, 11 of the children referred are receiving services from GWAEA. In
FY04, children showed gains in all areas on the Creative Curriculum. In the preschool
classrooms (children 3 to 5 years), children showed 30% gain in social-emotional; 19% gain in
physical; 30% gain in cognitive; and 33% gain in language. In the infant and toddler
classrooms (children birth to 3 years), increases also were seen in each developmental area with
children enrolled in programs. Overall infant and toddler development improved in the
following: 54% social emotional, 61% cognitive, 26% language, and 30% physical
development. In FY04, 47 children enrolled in NCJC child development programs received a
DECA assessment. Based on the pre and post results, children overwhelmingly gained in all
three of the protective factors. In fact, 63% of enrolled children gained in their initiative
factors; 66% of children gained in their self-control factors; and 77% of children gained in their
attachment factors.
j ccoghs\fundingform, doc 11
Neighborhood Centers of Johnson County
· School Success/Youth Education: We assisted 138 students from Broadway, Pheasant Ridge
and Clear Creek register, secure scholarships and locate transportation to summer school. Only
1 out of those 138 students did not complete the summer session and move to the next grade in
the fall. Children enrolled in the PREP program began the program with undeveloped
classroom skills (average .86) in the areas of classroom rules, work skills, and social behavior
skills, yet began with much stronger non-classroom skills in the areas of communication and
self-management (average 1.34). Children maintained or gained in all areas of the
Kindergarten Skill Readiness Assessment with an 88% gain in Classroom Rules.
· Juvenile Crime: We worked with 34 youth offenders referred from Juvenile Probation
throughout the year. This was the highest number of juvenile offenders within our programs we
have recorded to date.
7. How do you plan to use the evaluation results to enhance/extend your services?
· Family literacy and adult employment: With the high number of adults without a GED and/or
with ESL needs, we need to focus on increasing graduation rates and building career
opportunities. We are working with the University of Iowa's College of Education to identify
the elements necessary to complete the GED program. We are also working with Kirkwood
Community College to put those elements in place for participating families. Also, adults in the
neighborhoods continue to struggle with insufficient wages and lack of insurance. Partnerships
with community agencies will be vital in addressing employment issues.
· Child development: Many young children entering NCJC child development programs are
identified as having developmental barriers to learning. Because of those assessment results,
partner agencies help efficiently bring appropriate resources to the child. They also support
staff through regular training opportunities. In FY04, we created an Early Childhood
Interventionist position in the agency that has changed the course of early childhood
programming. The Interventionist works with partner agencies to assure appropriate testing and
identification occurs, facilitates individual and group play therapy, develops individual
interventions for children, trains Center staff to maintain the daily plan, and works with parents
to transition to home and school. We believe the Interventionist helped to create a therapeutic
classroom environment for each child and we hope to expand the position to support more
young children and their families in the upcoming year.
· Youth Education: As seen in ICCSD measures, students in our neighborhood schools are
falling below city, state and national averages for school success. We are stepping up academic
and literacy skill development opportunities in our after school and evening programming. For
example, we are working with Breakthrough to Literacy to pilot a reading afterschool
curriculum for our Kindergarten groups at both Broadway and Pheasant Ridge. We have also
committed to more academic and skill-based learning programs in all youth development
programs. This year, we will again look for funding for a strong pre-employment component
for our pre-teens and teens. It is a missing piece in assisting those youth in developing work
skills and staying out of the juvenile court system.
8. How do your programs/services impact the community?
Neighborhood Center programs touch on each of the many of the areas identified as serious issues
by the Johnson County Capacity Assessment. For example, in direct response to consumer
direction, Neighborhood Centers of Johnson County has been radically expanding the availability
of child care programs. Over the past eight years, we have grown from offering 12 part-time child
j ccoghs\fundingform, doc 12
Neighborhood Centers of Johnson County
care spaces to serving over 150 children in our licensed child care programs for children birth
through school age. We continue to see a large number of children in our Broadway child care that
are in foster care and protective care. Theses are children living in crisis, and the addition of the
Early Interventionist has been very important in assisting those families reach services and prepare
for school success.
We recognize the growing need for more employment services for families and are collaborating
with service providers to bring more of those resources to our neighborhoods. With the large
number of families without high school diplomas, it is first vital to work on career development
with Kirkwood Community College, and that is available through on and off site classes. Child
care and transportation is available at NCJC. We are proud of the fourteen employees working at
Neighborhood Centers who also live in the neighborhood.
We have increased prevention programs with a health care focus. We are offering health clinics to
families through a collaborative effort with the Department of Public Health and University of Iowa
Hospitals and Clinics. With the support of Iowa State Extension, we offer nutrition programming to
children aged two to eleven and their parents. Our Neighborhood Advisory Councils develop
strategic plans to maintain safety in each neighborhood. In the area of substance abuse, every
afterschool and teen program incorporates drug prevention programs in monthly plans. We
facilitate the LifeSkills curriculum in after school and junior high programs, presenting the
importance of positive choices and healthy life styles. In the upcoming year, we will pilot a "WILD
(Wellness is Learning and Doing) Kids" program, promoting health, nutrition and fitness with fifth
and sixth graders.
9. How did the agency respond to the UWJC recommendations from last year? NA
j c coghs\funding form. doc 13
Neighborhood Centers of Johnson County
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and committee
assignments. (Attach as Appendix A)
2. How often does your board meet?
Bimonthly
3. What is your average attendance at board meetings?
70%
4. How is the board involved in strategic planning and governance of the agency?
The entire board is involved in a biannual strategic planning session that yields a 2 year plan for
action. The executive committee is charged with periodic review of the plan and tracking progress
on the goals set forth in the plan. The executive committee meets 12 times per year outside of the
board meeting and makes recommendations on implementation strategies.
5. What type of training/orientation do board members receive?
A member of the Executive Committee and the Executive Director handle training and orientation.
In the past we employed a mentoring program where new board members are matched with long-
time board members.
6. Does your agency have written policies and procedures for financial management? If yes, date of last
board approval?
Reviewed by board on May 13, 2003
7. Have you filed the annual report with the Secretary of State? If yes, date filed?
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes. x/ No__
If yes,
Who completed the audit? How much did the audit cost?
Clifton Gunderson $4,500
If material weaknesses are noted in the audit, what is your plan for addressing them?
None noted
If you do not have an audit, what is in place to assure accountability in the agency's financial
management?
j ccoghs\fundingform, doc 14
Neighborhood Centers of Johnson County
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a if agency has Amount
Directors & Officers
a. fiduciary liability '/ $1,000,000
b. employment practice liability
General Liability '/ $1,000,000
Umbrella Liability ,/ $1,000,000
Professional Liability ~ $1,000,000
Property or Renters ,/ $1,406,700
Vehicle '/ $1,000,000
j ccoghs\fundingform, doc 15
Neighborhood Centers of Johnson County
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Ten years. Mr. Loring has his Master in Social Work (1987) from the University of Iowa and has
worked in the field of human services for twenty years.
2. Staff Salaries & Benefits
Check if Applicable
Retire- Full-Time Equivalent
Paid Health merit Current Salary Range (FTEs)
Position Leave Ins. Plan ** Per Position Last This Next
Year Year Year
Executive Director X X X $56,784* 1 1 1
Associate Director X X X $51,969' 1 1 1
Business Manager X X X $32,000-42,000 .85 .75 .75
Site Directors X X X $38,000-45,000 2 2 2
On-Site Child Care Director X X X $26,000-32,000 2 2 2
Family Resource Coordinator X X X $25,000-32,000 3 1 1
(school-based)
Family Support Workers X X X $26,000-34,000 4 4 4
Youth Program Coordinator X X X $28,000-$35,000 0 1 1
Lead Teachers X X X $23,600-27,000 6.5 6.5 6.5
Assistant Teachers X X X $16,600-20,800 11.75 12.5 12.5
Administrative Assistant X X X $19,800-27,000 2 2 2
Child Advocate X X X $25,000-32,000 .8 .8 1
Food Service Supervisor X X X $23,600-27,000 .5 .5 .5
Maintenance Technician X X X $20,800-25,000 .75 .75 .75
AmeriCorps Members X X $10,157 4 6.5 6.5
Summer Temp Employees $16,600-32,500 2 2 2
TOTAL FTEs 42.15 44.3 44.5
*The salary range for positions is generally set when position is open. These positions have not been open for 9 years so
there is not a current range.
** The retirement plan is an optional employee contributions only for tax deferred 403 B plan.
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?
4. How much was spent on staff development in the last fiscal year? $11658
j ccoghs\funding form. doc 16
Neighborhood Centers of Johnson County
5. How much is budgeted for staff development in this fiscal year? $15,000
6. What training and support opportunities are offered to staff?\
Neighborhood Centers of Johnson County provides numerous training and development opportunities for
staff. Upon hire, all staff receive two-full days of internal training, covering topics such as: personnel
policies; licensing regulations; and basic child development/parent support/youth development training.
Additionally, all staff receive intensive curriculum and evaluation training. All staff also receive CPR,
First Aid, Universal Precautions, and Mandatory Reporters Training during their first six months
of employment. For child development staff, a monthly CDA workshop provides an opportunity to become
CDA certified.
Finally, NCJC offers staff numerous opportunities to attend workshops and onferences presented by outside
agencies and local colleges. Trainings have included: The Northwest Teacher's Conference, Breakthrough
to Literacy, Child Care Congress, The Family Team Meeting Facilitators Training, Johnson
County Empowerment Family Support Training, National Center for Family Literacy Training..
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase?
4%
Yes No brief explanation
9. Does your agency V/
have personnel
policies?
If yes, date board
last reviewed?
Sept. 2003
10. Does your board
annually evaluate
the director's
performance?
11. Does your agency
have job
descriptions for
every position?
If yes, date of last
board approval?
12. Is there an annual V/
performance
review for every
staff?.
j ccoghs~undingform, doc 17
Neighborhood Centers of Johnson County
Section 7: Financial Management
A. Three Year Historical
Balance Sheet FY02 FY03 FY04 FY02 FY03 FY04
(As of your fiscal year-end) Enter Yr Enter Yr Enter Yr Enter Yr Enter Yr Enter Yr
Current Assets 6/30/02 6/30/03 6/30/04 Current Liabilities 6/30/02 6/30/03 6/30/04
Cash $24,157 $110,348 $51,571 Accounts Payable $6,459 $14,493 $12,500
Investments $0 $0 $40,000 Payroll Taxes Payable $11,741 $5,508 $12,578
Receivables < 90 days $90,060 $155,849 $171,259 Accrued Vacation Payable $25,167 $23,920 $27,220
Other Accrued Payroll Payable $43,757 $14,464
Total Current Assets $114,217 $266,197 $262,830 Total Current Liabilities $43,367 $87,678 $66,762
Other Assets Other Liabilities
Property $861,883 $884,426 $928,967 Mortgage Payable-Balance $94,879 $94,879 $93,040
Equipment $211,913 $217,393 $149,425 Other
[ess depreciation ($376,831 ) ($423,810) ($426,861 ) Total Other Liabilities $94,879 $94,879 $93,040
Receivables > 90 da},s Total Liabilities $138,246 $182,557 $159,802
Other NetAssets $672,936 $761,649 $754,559
Total Non-current Assets $696,965 $678,009 $651,531
Total Assets $811,1 82 $944,206 $914,361 Liabilities & Net Assets $811,1 82 $944,206 $914,361
18
Neighborhood Centers of Johnson County
Information is: [X] entire agency [ ] county specific [ ] program specific
Last Yr Cur Yr Next Yr
B. Income & Expenses FY04 FY05 FY06
Income
Local Funding Sources
Iowa City $60,521 $63,706 $76,400
Coralville $0 $0 $0
Johnson County $68,006 $68,006 $71,400
United Way - AIIocation $100,201 $102,037 $104,400
- Special Needs Funding $765
- Designated Giving $707 $1,000 $1,000
Grants-Federal, State, Foundation $864,619 $900,442 $931,200
Net Sales of Service $339,270 $340,000 $341,000
Net Sales of Materials $0 $0 $0
Contributions/Fundraising $13,823 $15,000 $15,000
Investment income $1,071 $1,000 $1,000
Other
Total Income $1,448,783 $1,491,191 $1,541,400
Expenses
Wages & Salaries $964,055 $1,012,700 $1,018,000
Benefits $247,289 $198,000 $203,500
Occupancy $96,428 $93,200 $99,200
Non-occupancy $161,410 $210,400 $205,000
Other
$1,469,182 $1,514,300 $1,525,700
C. Fund Balance
Revenue $1,448,783 $1,491,191 $1,541,400
Car~over Balance from previous year $51,481 $31,082 $7,973
Total Operating Budget $1,500,264 $1,522,273 $1,549,373
Less Total Expenses $1,469,182 $1,514,300 $1,525,700
Ending Fund Balance $31,082 $7,973 $23,673
Less Restricted Balance (explain)
Carryover Fund Balance $31,082 $7,973 $23,673
19
Neighborhood Centers of Johnson County
FY04 FY05 FY06
D. BdlDonor/Funder Restricted Funds Desi[inated for: Last Year This Year Next Year
Board Restricted/Emergency Funds $ 10,000 $ 50,000 $ 50,000
Total Restricted Funds $ 10,000 $ 50,000 $ 50,000
FY04 FY05 FY06
E. In Kind Support: Last Year This Year Next Year
Services/Volunteers Board Members, Work Study Students $ 93,000 $ 94,000 $ 95,000
Senior Volunteers Foster Grandparents $ 3,000 $ 4,000 $ 4,000
Material Goods Table toTable, HACAP $ 18,000 $ 20,000 $ 20,000
Space, Utilities, etc Space in churches and schools $ 10,500 $ 11,000 $ 11,000
Total In-kind Support $ 124,500 $ 129,000 $ 130,000
FY04 FY05 FY06
F. Grants Description/Purpose Last Year This Year Next Year
AmeriCorps Prevention (BW, CC, PR) $ 40,064 $ 85,000 $ 80,000
ASAP Grant Prevention (BW) $ 25,925 $ $
BASICS Ed. And Support (BW and PR) FY04 CC also $ 29,272 $ 16,372 $ 16,500
Broadway Revitalization Project Prevention (BW) $ 5,343 $ 16,000 $ 20,000
Child Food Service/Dept. of Ed Children's meals(BW and PR) $ 55,483 $ 57,000 $ 58,000
Clear Creek Amana School District Ed. And Support (CC) $ 35,450 $ 35,450 $ 37,200
Communit7 Development Block Grant Rehabilitation at BW and PR $ 10,594 $ 6,000 $ 32,000
Community Juvenile Justice Prevention (BW) $ 51,661 $ 44,841 $ 44,500
Department of Education Ed. And Support (BW and PR) $ 222,737 $ 252,485 $ 255,000
Empowerment - Expansion Childcare Ed. And Support (BW and PR) $ 42,887 $ 49,482 $ 50,000
Empowerment/Parent Support Ed. And Support (BW and PR) $ 96,832 $ 93,900 $ 128,000
Empowerment/PREP Summer Preschool (Twain) $ 19,567 $ 16,960 $ 17,000
Empowerment- ESL/GED Ed. and Support $ 13,600 $ 21,000 $ 23,000
HeadStart Ed. And Support (BW and PR) $ 131,626 $ 131,952 $ 132,000
Iowa City Colmnunity School District Ed. And Support (BW and PR) $ 49,185 $ 5,000 $ 5,000
Other ~rants Grant Purposes: Mini-~;rants & grants soul, bt $ 5,567 $ 5,000 $ 5,000
Preg. Prev. Grant/Dept. of Health & Human Prevention (BW) $ 2,640 $ $
Strengthening Families Prevention (BW, CC, PR) $ 9,904 $ $
Summer Food Service/Dept.of Ed Ed. And Support (BW, CC, PR) $ 16,282 $ 16,000 $ 18,000
Variety Club PurchaseofVan $ $ 28,000 $
VISTA Grant Prevention (BW, CC, PR) $ $ 10,000 $ 10,000
WILD Kids Grant - General Mills Prevention {BW, CC, PR) $ $ 10,000 $
Total Grants $ 864,619 $ 900,442 $ 931,200
20
NEIGHBORHOOD CENTERS OF JOHNSON COUNTY
BOARD OF DIRECTORS
2004
PRESIDENT: Fred Mims, Associate Athetic Director
University of Iowa
301 Carver Hawkeye Arena
Iowa City, IA 52242-1020
335-9598; fred-mims~uiowa.edu
VICE-PRESIDENT: Robin Sueppel, Agent
Lepic-Kroeger Realtors
2346 Mormon Trek Blvd.
Iowa City, Iowa 52246
351-8811; sueppel~aol.com
SECRETARY/TREASURER: John Roffman, Owner
Ro ffman Construction
1314 Burry Drive
Iowa City, Iowa 52246
351-3141
ro ffinanj ohn~mchsi.com
Kris Petersen, Resident Emily Hughes, Attorney
CC Neighborhood Council Public Defender's Office
493 Potter Street 725 S Clinton Street
Tiffin, Iowa 52340 Iowa City, Iowa
645-9917 351-1327
sirchewy~aol.com emilyhughes~yahoo.com
Dawn Barker-Anderson, Attorney Sue Dulek, Attorney
ACT City of Iowa City
45 Heron Circle 201 South Lowell Street
Iowa City, Iowa 52240 Iowa City IA 52245
H: 358-8333; W: 341-2446 356-5031
email: andersond~act .org Susan-Dulek~iowa-city. org
Marian Karr, City Clerk YousifL. Abdalla, Resident
City of Iowa City PR Neighborhood Council
4!0 E Washington Street 2608 Bartelt Road, #lB
Iowa City, Iowa 52240 Iowa City, IA 52246
356-5043 H: 351-8309
marian-karr~iowa-city, org lutfigoway~aol.com
Mary McCue, retired Roger Reilly, Vice President
447 S Summit Hills Bank & Trust
Iowa City, Iowa 52240 1401 Gilbert Street
338-6134 Iowa City, IA 52240
mccue~zeus.ia.net 338-1277; rjreilly~hillsbank, com
Neighborhood Centers of
~ohnson County
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I Advisory C .... ,1 I I Adviso.y C .... ,t I I Advisory C .... il
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Pa~ent Support
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Section 1: Background
Agency Name: Rape Victim Advocacy Program
Address: 320 S. Linn St. Phone: (319) 33~-6001/t~
Director Na me: K a rla S. Miller Sign at ure:
Bd. Pres Name: Lauri Lehn Signature:
Request Completed By: K. Miller, A. Wilson Date: 9/24/04
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC
Does not include designated $ 23,367 $ 24,465 $ 25,450 5.8%
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City $11,590 $11,011 $11,450 2.6%
Johnson County $13,627 $13,900 $14,500 3.3%
City of Coralville $ 2,775 $ 2,915 $ 3,050 0.7%
What were local funds used for this year: Direct victim/survivor services, outreach services (including
speaking engagement matexials) and administrative costs.
What will next year's local funds be used for? Funds will continue to be used to help support RVAP in
offsetting costs for direct services, outreach and administrative needs.
Agency Mission Statement:
The Rape Victim Advocacy Program provides confidential, accessible support and advocacy to all
victim/survivors of sexual abuse and their partners, friends, and family members. Further, we work
to create a community free from sexual violence by providing education and prevention strategies
and by promoting social change.
Summarize your programs and services:
RVAP provides rape crisis services, educational programming, operates the statewide Iowa Sexual
Abuse Hotline, and displays The Clothesline Project throughout the year.
Rape Crisis Services: Rape crisis services include the local 24-hour Rape Crisis Line; in-person
medical, legal, court and systems advocacy; short-term peer-counseling; support groups, and other
direct services for victim/survivors of sexual abuse, sexual harassment, stalking and dating
violence. In addition to working with victims, services are also available their partners, friends,
and family members in Johnson, Cedar, Iowa and Washington Counties.
Educational Programming: We provide educational programming related to sexual violence, sexual
harassment, stalking and dating violence to: (1) civic, community, and primary, secondary, and
post-secondary school groups; (2) professionals and volunteers working with victims, and (3) we
operate an Information Bureau and Lending Library.
Rape Victim Advocacy Program
The Iowa Sexual Abuse Hotline: The 24-hour Iowa Sexual Abuse Hotline provides crisis
counseling, information and referrals to Iowans in smaller communities and rural areas that do not
have ready access to sexual assault victim services. The toll-free hottine is staffed by RVAP
trained emergency advocates and is available to the entire state of Iowa. We maintain a referral
database of resources throughout Iowa, advertise services throughout the state and publish a
quarterly newsletter providing information about the hotline and sexual abuse and harassment-
related topics.
The Clothesline Proiect: The Clothesline Project is a visual display of over 450 t-shirts designed by
victim/survivors of domestic violence, rape, incest, child molestation and murder that bear witness
to their experiences. This powerful presentation was displayed on several occasions this past year
in varying venues.
List any accreditation and licensure your agency currently has. Explain.
1. Staffand volunteers participate in 32 to 40 hours of training specific to the Rape Victim
Advocacy Program.
2. Staff members receive certification as victim advocates following 40 hours of training
conducted by the Iowa Coalition Against Sexual Assault (IowaCASA). For each staff member to
maintain certification, there are ongoing requirements for continuing education as well as a
minimum required number of hours of direct service provision. These standards are set by the
Iowa legislature and administered by IowaCASA. This past year, our staff conducted several of
these statewide training sessions at the request of IowaCASA and individual sexual assault centers.
Agency ltistory (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
RVAP provides services to victims of sexual abuse, harassment, stalking, and dating violence, and
to their families and friends through the 24-hour local Rape Crisis Line, peer counseling sessions,
and support groups. Specifically, we provide (1) advocacy, support, and information at hospitals,
law enforcement agencies, and in court, (2) risk-reduction prevention/education programming
targeting schools, businesses, and civic groups, and (3) consultation and training for medical
personnel, law enforcement, counselors and other professionals. Our services are free of charge,
confidential and available to everyone.
In 1972, women met to discuss sexual violence, including barriers they faced seeking help and
recognized a need for victim services. The Rape Crisis Line began in 1973 with volunteers
answering a phone at night in a local attorney's office and in 1974, the Rape Victim Advocacy
Program obtained funding from local governments, the University of Iowa, and the UI Student
Government. We added a Speakers Bureau, Information Bureau, short-term counseling and
support groups and received federal funding to expand services. In 1998, the State of Iowa
awarded RVAP a grant to provide telephone support for the Iowa Sexual Abuse Hotline (ISAH)
and to expand services to Cedar, Iowa and Washington Counties through a Violence Against
Women Act. RVAP has grown to nine staff (8.5 FTEs) and a volunteer pool of some 37 advocates.
We continue responding to chronic and emerging issues. This year, those included increased
reports of acquaintance rape and drug-facilitated sexual assaults. We increased our ability to
respond to special populations, and expanded outreach and programming in outlying areas and
collaborated with key organizations, law enfomement, and educational and civic organizations.
2
Rape Victim Advocacy Program
We are active members of the Johnson County Sexual Assault Response Team and the Johnson
County Sexual Assault Investigation Team. We continue to develop and expand our Sexual
Assault Awareness Month activities and programming related to emerging needs.
For example, we launched an awareness campaign on date-rape drags in response to an increase in
numbers of crisis line callers describing drug-facilitated sexual assault. The campaign was a
collaborative effort with local bar owners. This effort was generously funded in part by a local bar
owner and a grant by the Stepping Up Project. The project included designing and distributing
drink napkins (printed 25,000), matchbooks and restroom posters to bars near the University of
Iowa campus.
Poster topics included communicating that drugging drinks is a crime, information about the
symptoms of rape drugs, and how to get help if a drugging is suspected. Posters were prominently
displayed in both women's and men's restrooms with poster content varied depending upon
gender. On RVAP's behalf, local bar owner Donny Stockfleet and the "Stepping Up" Project
purchased prominently placed newspaper ads in the entertainment and sports sections. RVAP also
worked with several media representatives to publicize the problem and the prevention initiative.
RVAP staff members along with an Iowa City police officer provided training to 50 staff members
of two local bars defining drug-facilitated sexual assault, and provided an overview of common
drugs used, signs of a potential drugging, signs of suspicious behavior, and how to respond. The
Pennsylvania Coalition Against Rape's "Drug Facilitated Sexual Assault" presentation was used as
a resource in these training sessions.
Section 2: Client Profile
~ ~ , ~ · , ~ FY03 FY04
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 2,116 3,676
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 1,297 2,242
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 422 735
Note: The number of people served includes direct services and speaking engagements. Direct services are
profiled below. The chart above includes the number of attendees at speaking engagements which are not
profiled below.
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-12 60 Female 484 African American 29
13-17 79 Male 29 Asian American 3
18-29 228 Unknown 5 European American 268
30-44 72 Hispanic American 8
45-64 23 Multi-Ethnic 0
65+ 1 Native American 0
Unknown 55 Other 2
Unknown 208
Rape Victim Advocacy Program
3. Briefly describe your service population.
We primarily provide direct services to people over the age of 12. Our service population includes
anyone who has experienced sexual abuse, harassment, date rape, or stalking. Our prevention,
education and risk reduction programming targets all ages.
4. How do you determine eligibility for services?
Everyone is eligible for our crisis services and prevention/education outreach programs.
5. Are there fees for your services? Yes No__X
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) Served: We are increasing our outreach to towns and rural areas in Johnson County and
specifically to special populations (e.g., Spanish-speaking people, people in rural areas, and
people with disabilities.
Services Provided: We provide prevention/education programming, direct services to victims,
their families and friends, support groups and media campaigns to Johnson
County's smaller communities and rural areas.
B. Do you provide services to areas outside of Johnson County?
Area(s) served: Cedar, Iowa, and Washington Counties; State of Iowa
Services Provided: 24-hour Rape Crisis Line, in-person medical and legal advocacy,
counseling and other direct services for victims/survivors of sexual abuse in
Washington, Cedar, and Iowa Counties. We also provide educational
programs for these communities. We are the home of the Iowa Sexual
Abuse Hotline. This is a toll-free 24-hour line that serves people
throughout the state of Iowa.
Funding sources for services outside of Johnson County:
We receive the Violence Against Women Act (VAWA) grant from the Crime Victim Assistance
Division that helps support services in Cedar, Iowa and Washington Counties. The Community
Chest of Washington supports RVAP with a grant for Washington County. In FY05, we were
awarded a Time Limited Grant from the United Way of East Central Iowa to help offset the
operational expenses of operating offices in Cedar, Iowa and Washington Counties. Additionally,
we receive federal and state grants that are used to fund the four-county RVAP service area. We
also receive United Way donor designated funds for the services we provide in Cedar, Iowa and
Washington Counties.
Rape Victim Advocacy Program
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Clients - We have a two-page evaluation that is given to crisis clients following medical
or legal advocacy. We ask audience members at our programs to fill out evaluation
forms. We also query clients and people from other agencies as to our performance
and client satisfaction. This year, we will be including an evaluation form on our
website to try to collect information from crisis callers and other service users.
(b) Community - We receive letters and comments from people in various parts of the
community. We sent evaluation forms to different community groups including law
enforcement, medical personnel, schools, agencies, civic organizations, churches,
etc. We also meet frequently with representatives of many different parts of the
community to assess the impact of our program as well as existing needs.
2. Briefly summarize your findings:
Feedback we have received from clients, law enforcement, hospital personnel, other agencies, and
the community has been positive. Many people have noted our changes and seem to be pleased.
We have strengthened many of our relationships and networks with people with whom we
collaborate. Clients have expressed interest in the development of groups. Finally, the response to
our efforts in the area of risk reduction have been very positive.
3. What changes have been made in response to these findings?
We are more effectively matching speakers with our target audiences. For example, our staff
members are presenting programming matched to their expertise. We have re-designed our sexual
trauma groups in response to suggestions and identified needs. We have worked closely with the
Johnson County Sexual Assault Response Board and the Johnson County Sexual Assault
Investigation Team to improve our collective responses to victims. We have responded to direct
suggestions regarding programming.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of Clients Referred
Law Enforcement 5%
Hospital/Medical Personnel 20%
Therapists/Counselors 2%
Other Agencies 10%
Self-Referrals/Personal Referrals 55%
School Personnel 8%
Rape Victim Advocacy Program
5. What other agencies/organizations in Johnson County provide similar services to the same
clientele as your agency?
Both the Domestic Violence Intervention Program (DVIP) and United Action for Youth (UAY)
provide some overlapping services. Our focus, however, is on sexual abuse/assault and we often
work with their clients on those issues. For example, we might accompany a teenager at the
hospital for the sexual assault exam and then refer the teen to UAY for follow-up services. UAY
may be working with teens on other areas of their lives, but then refer them to us to work on sexual
abuse issues. Likewise, we might help a battered woman with sexual abuse issues, including
marital rape and past sexual abuse issues, while DVIP assists with her other issues.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
RVAP is the only agency that deals exclusively with sexual assault and sexual harassment. We
provide advocacy, support, information and peer counseling to victims/survivors of sexual crimes,
including rape, incest, child molestation, sexual harassment, and all other sex crimes. We are the
recognized leader in hospital advocacy for victims of sexual violence. We are also the only agency
exclusively focusing on sexual abuse prevention/education. Notably, we are also focusing on
prevention campaigns against child sexual abuse.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Johnson County Sexual Assault 1. This team includes representatives from
Investigation Team (JCSAIT) and the Johnson law enforcement, the County Attorney's
County Response Team (JCSART) Office, medical personnel, including the
Sexual Assault Response Team (SART), and
other agencies and organizations who meet
regularly for the purposes of networking,
coordinating efforts, and monitoring needs in
the community as they relate to sexual
assault. I am pleased to report that work with
this team has been terrific. A new coordinator
was hired and the program is expanding to
Mercy Hospital.
2. Council on the Status of Women 2. We are working with the Council on the
Status of Women and Karen Siler, RVAP
staff is one of the investigators for a major
sexual harassment survey.
3. Prevent Child Abuse-Johnson County 3. We are members of this community
coalition that includes DHS, Public Health,
Neighborhood Centers, and other agencies
and individuals interested in raising
awareness about child abuse and prevention.
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Rape Victim Advocacy Program
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your
agency is addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
Funding - With state and federal grant We organized a new Annual Fund Drive that
cuts, we will need to expand our involved a database of over 2500 contacts.
funding sources. Additionally, we are developing our major donors,
working to establish at least one more large
endowment, and are addressing planned giving.
We have identified several grant sources and have
begun writing grants for new monies.
We are identifying and contacting philanthropists to
serve as advisors to RVAP.
Sex Offending Clergy Crisis This widespread problem has posed crises in our
communities as public revelations are made
regarding some members of the clergy sexually
offending parishioners. We are planning a campaign
to address the many issues which includes a series of
educational programs, editorials, and ads to help
facilitate healing in the community.
The rise in internet predation of We are collaborating with Iowa City and Coralville
children has presented a particular Police Departments to run an ad campaign aimed at
challenge in teaching safety to kids and raising awareness regarding predators and
their parents regarding computers, pornographers accessing children. We will also be
presenting training and other programming on these
issues.
2. In what way will the needs of your service population change over the next five years?
As we have anticipated for some time now, other service agencies have experienced funding
decreases and service cutbacks. Therefore, we are seeing more survivors that also have other
serious but unaddressed needs. We are also seeing more survivors with chronic mental illnesses
and significant sexual abuse histories.
We also anticipate an increase in the requests for services and information about a variety of sexual
abuse topics such as clergy abuse, abuse in the military, and computer predation. Furthermore, we
are working quickly to establish service delivery for Spanish-speaking clients and to make
available interpreters who are trained as advocates in Spanish and other languages.
Rape Victim Advocacy Program
3. How do you plan to address these changes?
We will plan our staff and volunteer numbers accordingly and will develop additional services to
address current issues. Drug-facilitated rapes, including those using alcohol, have continued to
increase. We developed and implemented an awareness campaign in January 2004 which
addresses drug-facilitated rapes; more information on this campaign has been included elsewhere
in this application.
We are developing groups specifically designed to address clergy abuse, including the impact on
trust and spirituality. We will also develop and present programs offering analyses of such
situations as well as information about offenders in general and the impact of clergy abuse on
victims and communities. We will also address internet predators. Specialized groups for
homeless women will be offered to examine the barriers to safety and healing.
(1) We are designing an extensive new website intended to provide information and interactive
services such as signing up for groups or volunteering. (2) We currently have Spanish-speaking
advocates and are recruiting more. We will also be working with departments at the University to
increase our services to people who speak other languages. Several members of the staff are
committed to learning Spanish at a practical level. (3) We are working to make our training
program marketable.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Through crisis line services, in person counseling and advocacy, we hope to: · Help victim/survivors deal with the problems they face (realize they are not to blame, etc.)
· Provide support to the families & friends of victim/survivors
· Improve collaboration and working relationships with law enforcement, medical personnel
and other human service agencies
· Identify areas in which RVAP needs to offer additional services and information (i.e. after
seeing an increase in drug facilitated rapes in early FY03, we began an awareness campaign
for local bars about drug facilitated rapes.)
Through speaking engagements, informational tables and The Clothesline Project display, we hope
to:
· Increase community knowledge of sexual assault, harassment and stalking issues
· Expand community knowledge of free, confidential services available at RVAP
· Encourage victim/survivors to feel comfortable seeking help
· Motivate individuals to financially support RVAP
· Encourage individuals to actively volunteer at RVAP
5. Describe the evaluation methods you use to measure the success of your services?
We have developed outcome measures specific to each activity that will measure our effectiveness.
These include evaluation forms handed out after presentations, an evaluation form on our website,
and requesting feedback in person when appropriate. We will also be developing a survey
designed to measure awareness in the community about sexual abuse and harassment and another
survey designed to assess the number of incidence and prevalence of sexual assault in our
communities. We provide each victim with an evaluation form to assess our performance. All of
Rape Victim Advocacy Program
these tools will be put on our website for ease in access and completion. Respondents will be able
to remain anonymous.
6. What are the results of these evaluations (outcomes)?
This past year, evaluations have shown our efforts to be considered helpful by various audiences.
We have also received positive feedback from victim/survivors about advocacy and counseling
services. We have also heard feedback that people are noticing our more frequent appearances in
the media.
In April 2004, we brought a one-man show "You the Man" to Iowa City. Nearly 250 individuals
attended the performance. Feedback clearly told us that they want and need this information: "I wish my male friends could have seen it. I wish things like this were required."
'?felt that a lot of concerns people don't like to talk about were brought up and I felt that this
program was a wonderful resource."
"I'm glad my mom convinced me to come along!"
During the last school year, we worked closely with Northwest Junior High 8th grade students in
the Iowa City Community School District. Two personal development teachers invited RVAP (an
outside agency who could offer a "real life" view of what happens in our community) into the
classroom because they identified a need for the students to learn about sexual abuse perpetrated by
adults and about violence occurring in dating relationships. We reached 275 students through eight
class presentations about sexual abuse and eight presentations about dating violence at Northwest
Junior High.
We have collected evaluations on the programs we have done to assess their effectiveness. An 8th
grade teacher described the sexual abuse prevention program RVAP provided as "invaluable". She
said "there was an overwhelming response from the students as to how important this was to their
overall education. I have taught for ten years, and without exception, I have had kids come and
share with me that they have suffered the effects of some type of sexual abuse. They need this
information desperately."
Feedback from the students was also positive:
"Sometimes in today's world it is hard to decide whether something is right or wrong. Your
classes teach the kids that not everything is "normal." If there wasn't these classes (sic) to go and
talk to the kids, some people that don't know what sexual abuse is will run into trouble."
"I really liked the handouts she had about what to do in case you are sexually abused and the
warning signs. The case studies she had were really helpful in teaching me what situations this
could happen in."
7. How do you plan to use the evaluation results to enhance/extend your services?
We are going to continue the measures that are working and increase our efforts as listed above.
Based upon all feedback, we will work to continually improve our services.
8. How do your programs/services impact the community?
Rape Victim Advocacy Program
Our intervention through direct services with victim/survivors mitigates the impact of the trauma
and speeds the healing process. Additionally, the goal of our education/prevention efforts is to
raise awareness and assist in the reduction of risk. We are focusing more on reaching men
regarding appropriate behavior and encouraging them to urge others to stop being sexually
offensive and violent.
Major accomplishments in FY04 include presenting 170 programs to 6,993 people and increasing
the diversity of the audiences. We provided 102 programs to 4,817 students (K-12 and college)
representing a ten-fold increase in the number of students reached last fiscal year (14 presentations
to 469 students). We accomplished this with well-trained staff responding to speaking requests and
extensive networking overseen by the Prevention/Education Coordinator. We reached individuals
between the ages of eight and 80; professionals from various fields including: hairdressers, medical
students, nurses, bar staff, and prison staff; and people with varying ethnic backgrounds including
European-American, African-American, Asian-American, Bosnian, and others.
RVAP has been active in the evaluation and updating UI sexual assault and harassment policies
and procedures as they relate to sexual assault and sexual harassment; addressing media coverage
of sexual assault cases, educating potential jurors regarding sexual assault, and renewing a focus on
child sexual abuse prevention and developing education/prevention programming on internet
predation.
9. How did the agency respond to the UWJC recommendations from last year?
The UWJC Panel had two recommendations last year.
1) "The Panel strongly recommends that R VAP work to resolve its internal issues and stabilize its
staff as soon as possible, so that the agency can focus attention on client/community needs and
service delivery." We have a full complement of staff with extensive experience, strong work
ethics and are committed to RVAP's mission and values. There has been no staff turnover in the
past year. We have dramatically increased our numbers of peer counseling sessions,
presentations/trainings, and as well as the numbers of people attending our presentations.
2) "The Panel also recommends that R VAP develop evaluation tools and processes that will allow
the agency to demonstrate the effectiveness of its programs and services. " We have researched,
developed and implemented an evaluation tool to use following presentations and trainings.
Following any medical or legal advocacy, we provide a services satisfaction survey and a self-
addressed, stamped envelope along with other materials to each victim/survivor. Due to the
limited number of victim direct-services surveys returned, we are brainstorming strategies to
increase the number of responses returned to us, while still maintaining our respect for clients' right
to self-determination. We believe that our new website will go a long ways in accomplishing this.
10
Rape Victim Advocacy Program
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attached as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? 8-10 people.
4. How is the board involved in strategic planning, fund development, and governance of the
agency?
The board works with the Executive Director to develop and monitor the agency's three-year
strategic plan. RVAP considers the strategic plan to be dynamic, and we evaluate our progress
frequently. We have a fund development committee and are recruiting new board members whose
specific interests lie in fund development and fundraising. We are also considering ad hoc
committees for special events. The board is actively involved in monitoring and overseeing all
activities of the agency. In addition to in-depth reports and discussions with the board, the
Executive Director and business manager work regularly with officers of the board.
5. What type of training/orientation do board members receive?
We have a handbook for each board member that includes (1) Board Expectations of the Executive
Director; (2) the Executive Director's Expectations of Board Members; (3) Mission and Vision
Statements; (4) Policies and Procedures; (5) Board training materials, including general
information about sexual assault, recent RVAP financial statements, audits (and how to interpret
them), and (6) other valuable information that provides tools that board members can use to assist
them in their duties on the RVAP board. New board members meet with the Executive Director
and receive orientation to the agency.
6. Does your agency have written policies and procedures for financial management? If yes,
date of last board approval?
Yes. 2003-2004.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed?
No - see note below.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
No - see note below.
If no to questions 6, 7, or 8, give explanation.
RVAP is part of the University of Iowa, and is therefore not required to complete the Iowa bi-
annual report or IRS Form 990.
9. Does your agency have a yearly audit? Yes X__ No__
11
Rape Victim Advocacy Program
If yes, who completed the audit? Greenwood and Crim, P.C.
How much did the audit cost? $2,650
If material weaknesses are noted in the audit, what is your plan for addressing them?
None noted.
10. Insurance Coverage: (check what coverage your agency has)
The University of Iowa is self-insured and provides RVAP liability coverage for the program and
the Advisory Board, Executive Director, staff, and volunteers as well as all other risk management.
Figures for this coverage are unavailable but, especially considering post-9/11 rates, they would be
prohibitive for our program if not provided by the University of Iowa. One unofficial estimate
exceeds $35,000.
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Karla Miller was the Director of the RVAP from 1981-1991. She was a volunteer for the program
for about three years prior to that. She was hired as the interim director in August 2002 and re-
hired as the Executive Director in December of 2002. She holds a BA with Honors and Distinction
with a double major: (1) Psychology, and (2) Literature, Science, and the Arts. She also earned an
MSW from the University of Iowa and is licensed by the State of Iowa as an LMSW at the clinical
level.
Miller has conducted research in violence, sex offenders, domestic violence and animal cruelty and
has published work, including an article in the Journal of Child Abuse and Neglect. She has
several years of training and experience with sex offenders, including working as a treatment
program supervisor for the Iowa violent sexual predator program and facilitating sex offender
treatment groups. She served as the chair of the Lieutenant Governor's Task Force on Stranger and
Non-stranger Sexual Assault and was appointed to the Governor's Sentencing Commission. She
has completed training in non-profit management courses as well as continuing education on
personnel issues. Miller has served as a trainer for many agencies, including the Iowa Coalition
Against Sexual Assault and has been an expert witness on the state and federal level. She is
currently on the Iowa Board for the Treatment of Sex Offenders, the Iowa Coalition Against Sexual
Assault, and is a member of the International Society for Traumatic Stress Studies (ISTSS), a
Certified Victim Services Counselor, Iowa Coalition Against Sexual Assault, and the National
Association of Social Workers (NASW). She serves as an expert witness in sex-related and sexual
harassment cases.
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Rape Victim Advocacy Program
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health merit Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $49,920 1.0 1.0 1.0
Assistant Director x x x $20,800 .5 .5 .5
Project Assistant X X X $35,363 1.0 1.0 1.0
(Fiscal Manager)
Clerical Work Study $7.50/hour .25 .25 .25
Sexual Abuse Hotline X X X $28,080 1.0 1.0 1.0
Coordinator
Crisis Counselors,
including Volunteer
X X X $27,040- $29,640 4.0 4.0 4.0
Coordinator, and
county outreach
Prevention/Education X X X $27,040 1.0 1.0 1.0
Coordinator
TOTAL FTEs 8.75 8.75 8.75
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative
and direct service staff)? 6.75 FTE
4. How much was spent on staff development in the last fiscal year? $3,099
5. How much is budgeted for staff development in this fiscal year? $3,000
6. What training and support opportunities are offered to staff?.
Staff is offered a variety of training opportunities throughout the year. Based on the training
content and availability of funding, we strive to send each staff counselor to at least one multi-day
conference each year or two. During the past year, staff attended conferences in Iowa City, Cedar
Rapids, Dubuque, Des Moines, Burlington and Davenport. We also were awarded grants and
scholarships to send staff to national trainings in Minnesota, Pennsylvania, and Florida. Topics
covered at the trainings included counseling victims of sexual trauma, working with schools, crime
victims' conference, sexual assault and harassment on campus, sexual assault advocate training,
marketing and more.
7. Please attach current organizational chart as Appendix B. (See attached chart)
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3.8% Increase
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Rape Victim Advocacy Program
Yes No Brief Explanation
9. Does your agency
have personnel We continue to update all RVAP policies and procedures
with our Advisory Board. In addition to our agency policies
policies? X
If yes, date board and procedures, we adhere to those of the University of Iowa
last reviewed? Operations Manual. 2003-2004.
currently being updated
10. Does your board Additionally, the Executive Director is evaluated by UI
annually evaluate X Student Services. In addition to the RVAP board, Student
the director's Services monitors RVAP since we are a commission of the
performance? University.
11. Does your agency
have job
descriptions for
every position? X All job descriptions were updated in 2003.
If yes, date of last
board approval?
2003
12. Is there an annual All staff members are reviewed annually. Staff members
performance review complete a self-evaluation, the supervisor also completes an
for every staff?. X evaluation and together they disCuss the employee's
performance and goals with their supervisor and receive a
copy of their evaluation report. Also addressed is how the
supervisor might better support the employee.
14
Rape Victim Advocacy Program
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of June 30th fiscal year-end)
FY 02 FY 03 FY 04
I Current Assets ~
Cash (See footnote A) $42,464 ! $5,398 $4,588
Receivables < 90 days (See footnote B) $21,850 ~ $0 $578
Other (See footnote C) $5,811 $3,724 $3,081
Total Current Assets $70,125 $9,122 $8~247
Other Assets
Equipment $64,202 $66,395 $68~
less depreciation ($50,598) ($39,266) (~)1
Receivables > 90 days (See footnote D) $25,259 $862 $2,273 I
Other (See footnote E) $96,867 $99,657 $108,561
Total Non-current Assets $135,730 $127,648 $139,640
Total Assets $205,855 $136,770 $147,887
FY 02 FY 03 FY 04
Current Liabilities
Accounts Payable $3,878 $1,249 $2,334
Total Current Liabilities $3,878 $1,249 $2,334
Other Liabilities
Other Liabilities (See footnote F) $78,752 $11,676 $57,302
Total Other Liabilities $78,752 $11,676 $57,302
TotalLiabilities $82,630 $12,925 $59,636
NetAssets $123,225 $123,845 $88,251
Liabilities & Net Assets $205,855 $136,770 $147,887
Footnotes:
A - FY02 year end cash was significantly higher due to not having paid off amounts due to UI.
B - FY02 receivables < 90 days consisted of grant funds due from UI Student Government of $I0,787; City
of Iowa City of $3,713; and Johnson County $7,350. FY04 current receivables included outstanding staff
travel advances and travel reimbursements from other agencies.
C - Other current assets included the on-hand Women Pin inventory.
D - Receivables > 90 days consisted of spendable amounts held by the UI Foundation for RVAP and rental
deposits.
E - Other non-current assets included UI Foundation restricted amounts and endowment receivables.
F - Other liabilities included the following: FY02 FY03 FY04
Accrued vacations ................................ $15,332 $3,678 $3,678 *
Due to University of Iowa ...................... $63,420 $7,998 $53,624
· RVAP books have not been audited for FY04 - the actual accrued vacation
is likely to be about $I 1,000 due to having a full staff for most of FY04.
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Rape Victim Advocacy Program
Financial Information is: IX] entire agency [ ] county specific [ ] program specific
Last Yr Cur Yr Next Yr
FY04 FY05 FY06
i B. Income & Expenses
Income
Local Funding Sources
Coralville $2,775 $2,915 $3,050
Iowa City $11,590 $11,011 $11,450
Johnson County $13,627 $13,900 $14,500
United Way - Allocation $23,646 $24,795 $25,705
- Designated Giving $3,885 $4,000 $4,200
Grants-Federal, State, Foundation $295,952 $301,986 $302,910
Contributions/Fundraising $21,163 $66,817 $76,120
Investment Income $2,974 $3,100 $3,200
Total Income $375,612 $428,524 $441,135
Expenses
Wages & Salaries $261,205 $276,563 $285,000
Benefits $83,966 $87,993 $96,615
Occupancy (See footnote A) $5,572 $5,520 $5,520
Non-occupancy (See footnote B) $42,179 $22,292 $24,000
Other (See footnote C) $31,579 $36,156 $30,000
Total Expenses $424,501 $428,524 $441,135
C. Fund Balance
Revenue $375,612 $428,524 $441,135
Carryover Balance from previous year $123,845 $74,956 $74,956
Total Operating Budget $499,457 $503,480 $516,091
Less Total Expenses $424,501 $428,524 $441,135
Ending Fund Balance $74,956 $74,956 $74,956
Less Restricted Balance (See footnote D) ~ $108,561 $115,000 $122,000
Carryover Fund Balance ($33,605) I ($40,044) ($47,044)
Footnotes:
A - Occupancy costs include office rental costs in Cedar, Iowa and Washington Counties. The main RVAP
office in Iowa City/Johnson County is paid for in-kind by the University of Iowa. Occupancy costs also
includes storage rental space.
B - Non-occupancy costs include expenses not included in Occupancy or Other costs.
C - Other costs include the major expense categories of telephones, publicity, staff development and travel.
D - Restricted Balance includes RVAP's endowment account balance at the UI Foundation.
16
Rape Victim Advocacy Program
Last Year This Year Next Year
D. Funder Restricted Funds Designated for: FY04 FY05 FY06
U of I Foundation hacome used for operating exp. $108,561 $115,000 $122,000
Total Restricted Funds $108,561 $115,000 $122,000
Last Year This Year Next Year
iE. In-Kind Support FY04 FY05 FY06
iServices/Volunteers (See footnote A) ~Advocates, board members & others $218,923 $248,132 $240,730
[Material Goods (See footnote B) !Advertising, brochures & napkins $4,783 $2,500 $3,000
iSpace, Utilities, etc (See footnote C) I. Rent, utilities, custodial services $41,257 $43,000 $45,000
Total In-Kind Support $264,963 $293,632 $288,730
F. Grants Last Year ThisYear NextYear
Description/Purpose FY04 FY05 FY06
Victims of Crimes Act Provide services to victims/
urvivors/friends/family. $120,240 $119,000 $119,000
Provide direct services and
Sexual Abuse Grant
administrative office support. $38,410 $38,410 $38,410
Iowa Sexual Abuse Hotline Grant Telephone support & referrals
throughout Iowa. $62,000 $62,000 $62,000
Provide services to Cedar, Iowa &
fAWA Rural Counties
Washington counties. $18,136 $16,500 $16,500
Prevention and education - geared
IowaCASA - RPE Grant
toward youth. $17,864 $12,056 $13,000
Provide services to the UI faculty and
U of I Student Government
students. $38,702 $37,220 $39,000
Washington Community Chest Provide services to Washington county. $600 $800 $1,000
Provide services to Cedar, Iowa &
Jnited Way of East Central Iowa
Washington counties. $0 $14,000 $14,000
Child abuse prevention awareness ~
Prevent Child Abuse Iowa campaign. $0 $2,000 $0
Total Grants $295,952 $301,986 $302,910
Footnotes:
A - FY04 volunteers: Crisis Line Advocates (12,556 hours) + Board Members (600 hours) + Community Service Volunteers
& Intern (80 hours) = 13,236 hours ~ $16.54/hr = $218,923.
FY05 volunteers: Crisis Line Advocates (13,056 hours) + Board Members (700 hours) + Intern & Practicum Student (840
hours) = 14,596 hours ~ $17.00/hr = $248,132.
FY06 volunteers: Crisis Line Advocates (13,056 hours) + Board Members (700 hours) x $17.50/hr = 13,756 hours @
$17.50/hr = $240,730.
B - In FY04, we received an estimated $1,922 in donated newspaper advertising from area businesses and organizations. We
also received napkins valued at $1,861 that we distributed during our drugged drink awareness campaign. We also received
approximately $1,000 worth of printing services from an area business for April's Sexual Assault Awareness Month activities.
In FY05, we have already received donated brochures valued at $500. We anticipate additional donated goods during FY05
and FY06.
C - The University of Iowa provides in-kind support of office space, utilities and janitorial expenses for the Johnson County
office.
17
Rape Victim Advocacy Program
Appendix A
Board of Directors
Lauri Lehn, Chair Holly Kriener, Vice Chair
Tipton Coralville
Therapist Therapist
Board member since 2001 Board member since 2001
Kathy Stepp, Treasurer Resmiye Oral
North Liberty Iowa City
Accountant Pediatrician
Board member since 1999 Board member since 2002
Carol Clemens Loret Mast
Iowa City Iowa City
Counselor/Social Worker Artist/Self Employed
Board member since 2003 Board member since 2003
Dudley Allison Linda Sorenson
Mount Pleasant Cedar Rapids
6th Judicial Department of Corrections- 6th Judicial Department of Corrections -
Sex Offender Probation/Parole Officer Victim Services Coordinator
Board member since 2003 Board member since 2003
Nancy Hauserman
Iowa City
Associate Dean of Undergraduate Program -
Tippie College of Business
Board member since 2003
Committees: Endin~ Terms:
The RVAP Advisory Board voted to work as a In prior years, the RVAP Advisory Board had not
Committee of the Whole on several projects in established ending terms for its members. Term
August 2004. The Executive, Personnel, limits have now been set for three years, with the
Development, and Recruitment Committees will option to continue on the Board if a majority vote
meet as necessary. The Board favored working as a allowed the member to continue.
team and delegating tasks to small groups as needed
due to the small size of the Advisory Board.
18
Rape Victim Advocacy Program
Appendix B
Rape Victim Advocacy Program Organizational Chart I
2004-2005
Funding Bodies
City of Iowa City, City of Coralville, Community Chest of Washington County, Crime Victim
Assistance Division (Victims of Crimes Act, Violence Against Women Act, Sexual Abuse), Iowa
Coalition Against Sexual Assault, Johnson County, United Way of East Central Iowa, United
Way of Johnson County, University of Iowa, 131 Student Government, University of Iowa
Foundation Donations, Miscellaneous Grants, and Private Donations
University of ] Advisory Board
Iowa Student
Services
Executive Director
1.0 FTE
Work-Study Student
.25 FTE
Cedar/Iowa Johnson County Washington Iowa Sexual Prevention/ Volunteer
Counties Crisis Services County Abuse Hotline Education Coordinator
Services Coordinator Services Coordinator Coordinator 1.0 FTE
Coordinator 1.0 FTE Coordinator 1.0 FTE 1.0 FTE
1.0 FTE 1.0 FTE
19
Section 1: Background
Agency Name: Shelter House Community Shelter and Transition Services
Address: P.O. Box 3146, Iowa City, IA 52244 Phone: (319)/J38~416
Request Completed By: Christina M. Canganelli Date: September 2~, 2004
Check Your Agency's Budget Year:
1/1-12/31 X 7/1-6/30 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC
$38,082 $37,001 $45,000 5.3%
FY 04 FY 05 FY 06
City of Iowa City $17,100 $26,245 $32,500 3.8%
Johnson County $8,800 $16,221 $19,000 2.2%
City of Coralville $1,500 $1,575 $2,000 .2%
Local funds from FY05 were used to pay for staff salaries not covered by rants with designated funding
as well as operational expenses. Another way to quantify assistance is to consider that each of the 29
spaces at Shelter House costs on average $6,990 annually (this includes all components of Shelter and
In-House Counseling services). Local funds were utilized as matching dollars in order to leverage other
grant dollars and did assist in leveraging approximately $70,000 of $448,000 in grant funds.
Next year's local funds will be utilized to pay salaries not covered by grants with designated funds as
well as some operational expenses. The requested amounts from the CIC and County include match
requests for the STAR Program. We are struggling to meet the total match obligation of $106,750.
$10,000 of the FY06 requests from both the County and City of Iowa City is for cash match to STAR
Agency Mission Statement:
Shelter House provides shelter, basic and transitional resources, while encouraging self-sufficiency, to any
person in our community who is homeless.
Summarize your programs and services:
Emergency and TransitionalShelter: Shelter House provides both emergency and short-term transitional
housing to men, women, and children, the disabled and elderly. In 2003, the agency provided shelter and
supportive services to 461 individuals (unduplicated) for a total of 11,331 nights stayed. Women and
children constitute about 40% of those sheltered. Veterans constitute about 10% of those served. The
shelter component also consists of breakfast and a nightly meal, shower and laundry facilities, mailing
address and message service for residents. There is one shelter coordinator staffing the shelter per evening
and overnight shift. This individual is required to oversee the Drop-ln Center and evening meal, perform
intakes with new clients, respond to both emergency and on-going needs of clients and others, answer the
phone, coordinate volunteers, provide information and referral, and maintain a safe and orderly house. The
facility remains open throughout the night directly assisting individuals in crisis throughout the night. This
level of access has never been restricted to current residents of the shelter.
Drop-In Center: From 5:00pm - 10:00pm daily, the agency operates Johnson County's only evening drop-
in center. The Drop-In Center is open to all in need--former clients, homeless persons not currently staying
in the shelter, and other Iow and very Iow-income citizens of Iowa City, Coralville, and Johnson County.
Men, women, and children utilize the Shelter House Drop-In Center Program for laundry and shower facilities,
clothing and toiletry donations, an evening meal, a mailing address so as to receive mail, telephone use,
messages, and most importantly access to Shelter House staff and outreach workers from STAR and the
Community Mental Health Center. The VA Homeless Veterans Outreach Worker is also available on a
Agency Name Shelter House
consistent basis to address the needs of current clients who are veterans and of other veterans who may not
currently be staying in the shelter but camping. On average, these services are utilized over 500 times per
month by individuals not residing at the shelter--a minimum of 250 unduplicated persons in the year.
In-House Counseling: Anyone intending more than a transient stay is expected to participate in the In-
House Counseling Program, a HUD certified Housing Counseling Program. Agency staff works with
participants to design their own self-sufficiency goals; clients then agree in writing to pursue them.
Participants may stay for a maximum of 90 days in so much as they remain compliant with house policies and
programmatic requirements. Staff works with clients to access community resoumes addressing needs as
basic as a pair of glasses or work boots, to a social security card, bus passes, any mainstream public
assistance for which the client may qualify, child care, medical and dental care. Clients are expected to
address substance abuse and mental health issues where relevant. Staff work with clients and assist with
finding and/or maintaining gainful employment and with housing searches and placements. Staff works with
clients to address budgeting, money management, and life skills. Clients are expected to save up to 75% of
their earnings while staying at the shelter to be utilized towards the costs of setting up their own households.
We regard our work with clients as a partnership~an interactive agreement between Shelter House staff and
the individual--responsibility borne on both sides.
John E. Thomas Security Deposit Assistance Program: In July of 2001, Shelter House capitalized the John
E. Thomas Security Deposit Assistance Program through an initial private gift of $3,000. The program is
designed to assist individuals and families in our community who are low-income and/or homeless,
experiencing critical housing needs, to secure rental housing through the provision of financial assistance
used to meet the cost of rental security deposits. The program works in partnership with local agencies,
faith communities, and landlord/property management companies. The assistance is made in the form of a
grant and goes directly to the landlord or property manager who agrees to return any remaining monies to
the program upon a tenant's vacation from the rental unit. Ninety-five adults received deposit or emergency
rental assistance this year alone. From the family households of those served, there were a total of 180
children who are now living in stable housing. This year funds were provided by the Community
Foundation of Johnson County, Community Development Block Grant funds, and tithing grants.
Individuals are referred by DVIP, the Crisis Center, HACAP, among others.
Supported Training and Access to Resources (STAR): The purpose of the STAR Program is to assist
persons who are chronically unemployed and homeless in the greater Iowa City area, to achieve their
highest level of self-sufficiency though employment. The STAR Program recognizes barriers to
employment and through the resources of the program works with the participant to decrease these
inhibitors, such as, housing, mental health, substance abuse, vocational and life skills deficits, transportation
and childcare and medical needs. STAR clients, in partnership with program staff, acquire and maintain
jobs consistent with their preferences, strengths, and needs. A consortium of agencies provides supportive
services, employability skills training and internships, paid through the program, in local businesses and
community based non-profits. Utilizing a community counseling perspective, participants rely on program
staff coordination between service providers, public entities, private businesses, and landlords. STAR
served 79 persons in the last program year, 64 of whom were in family households. Clients have access to
the program resources for up to two years.
List any accreditation and iicensure your agency currently has. Explain.
In September, 2002, Shelter House received notification of approval as a U.S. Department of Housing and
Urban Development Certified Housing Counseling Agency. This certification authorizes Shelter House to
provide rental housing counseling services. Shelter House is required to report to HUD regarding services
rendered on an annual basis for the purposes of recertification biannually (renewal in January of 2005).
Current counseling components focus on: pre-occupancy (rental), pre-rental and rental scenarios, post-
occupancy (rental), budgeting and money management, housing care and maintenance and referrals to
community resources. These components have been identified as they are immediately relevant to critical
housing needs and problems prevailing in the community (lack of affordable housing units, extremely low
vacancy rates, and cost burdened renters).
j ccoghs\fundingform.doc 2
Agency Name Shelter House
Agency History
Shelter House Community Shelter and Transition Services is a private, secular, not-for-profit organization
founded in 1983 by local faith communities, the City of Iowa City, and human service agencies. The
organization's original purpose was to provide temporary shelter to those in need. Until 1993, the facility was
operated by a half-time director and a largely volunteer staffthat provided shelter and a hot evening meal. In
1993, with the support of the United Way, Shelter House hired a full-time director. Shortly after which, the In-
House Counseling Program was introduced.
Over the past several years, Shelter House has focused on increasing accessibility to professional staff.
Whereas the In-House Counseling Program was originally staffed at only part-time, two full-time employees
now staff the program and have done so for over three years. Shelter House has been approved as a HUD
certified Housing Counseling Agency. This provides a vehicle by which agency staff may continue to
professionalize and begin to work towards a comprehensive package of housing counseling services for our
clients and this community. Over the past four years, operations have been sustained at 24 hours a day
Monday through Friday (a significant improvement from years prior when the shelter was not staffed during
the day). The staffhas increased over the same period from a total of 3.75FTE's to 7.5FTE's as of one year
ago and 15.5 FTE's with the addition of the STAR Program. Historically the shelter has been closed year-
round on Saturdays and Sundays from 1 l:00am - 5:00pm due to lack of funding. In 2003 Shelter House made
a commitment to the community to remain open during these weekend hours through the winter months.
Whereas all clients benefit from the increased access to the facility, it is most particularly beneficial to families
with small children. Shelter House followed through with this commitment in 2003 and will do so again in
2004. The facility remained open and staffed from November to March from 1 l:00am - 5:00pm on weekends.
In 1997 and 1998, Shelter House coordinated the development and writing ora countywide grant proposal to
HUD that would create a job training and placement program for persons who are chronically unemployed
homeless. STAR (Supported Training and Access to Resources) is a collaborative venture involving a
consortium of many agencies throughout the community (HACAP, Goodwill, the Crisis Center, CMHC, and
VA, among others). Through July, 2003, STAR was managed and staffed by MECCA, due to an internal
lack of capacity within Shelter House. Internal deficits were successfully addressed and the agency was
able to fully transition the program back into the organization and now staffs the program. With the
addition of new staff comes tremendous diversity in skills and talent to the agency. Staffnow has
backgrounds in mental health, substance abuse, housing provision, law, social work, and planning. New
program partnerships have been developed with the Iowa City School District, HACAP, the VA, the
Community Mental Health Center, and the Wesley Foundation with the provision of an Outreach Clinic
staffed by STAR case managers/outreach workers weekday mornings at the Wesley Center.
Shelter House staff deny shelter to hundreds of men, women, and children each year due to a lack of shelter
space. There are serious health, safety, and welfare concerns presented daily due to the chronically over-
crowded conditions in the current house. Overcrowding becomes even more of a concern given the needs of
families with young children (an ever growing portion of the homeless population) and as the majority of our
residents has special needs relating to mental illness, substance abuse, and/or medical disability. Shelter House
is and has been for some time committed to building and operating a new facility. To this end, the board has
implemented a feasibility study and has developed the concept plan and vision for a new facility. A capital
campaign committee has been formed. Additionally, we are researching other programs and are applying for
grant and foundation funds for the project. The City of Iowa City has awarded $230,000 in Community
Development Block Grant funds to Shelter House to purchase land for a new facility. Shelter House has
located a parcel of land and sale of the land has been agreed upon. The land has passed historic and
environmental review tests and the project has been awarded the necessary special exception to the zoning
by the City. The special exception award is now being appealed to the district court. Further progress on
the capital campaign has been postponed until the issue of land acquisition has been fully reconciled and
the judicial process is complete.
j ccoghs\funding form.doc 3
Agency Name Shelter House
Section 2: Client Profile
~ 2002 2003
1. How many Johnson County residents (Including lC & 1 Unduplicated Count
Coralville) did your agency serve? 846 1096
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count
824 935
3. How many Coralville residents did your agency serve? 3 Unduplicated Count
22 65
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 117 Female: 334 White/Caucasian 631
6-17 233 Male 551 Asian/Pacific Islander
18-30 246 Total: 885 Black, African American 496
31-50 483 Hispanic/Latino 42 American Indian/AlaskanNative 4
51-61 86 Non Hispanic/Non Latino 693 Multi-Racial 45
62+ 11
Total 1176 Total: 1176 Total 1176
*The preceding client profile does not take into account the hundreds of face to face outreach contacts and
phone calls for information and referral and other assistance provided by Shelter House staff at both office
locations, the Wesley Center and on the street. Additionally, resident is defined as physical presence with
intention to stay and is consistent with the standard established by the Iowa Council on Homelessness.
3. Briefly describe your service population.
Shelter House provides shelter and supportive services for men, women, and children, the disabled
and elderly. Women and children constitute approximately 40% of those served. Veterans
constitute about 10% of those served. All Shelter House clients are either low or very low income.
Current residents of Shelter House are homeless. Roughly 55% of the homeless have no medical
coverage, 26% suffer from acute infectious conditions and 46% suffer from chronic health
conditions. Approximately one-third of Shelter House residents suffer from histories of drug and
alcohol addiction and approximately one-third suffer from mental health problems. Many show
evidence of a co-occurring disorder exhibiting symptoms of both a substance abuse and mental
health problem. These problems are further exacerbated due to lack of access to mental health and
substance abuse treatment centers and programs. Shelter House clients have profound skills and
health deficits that severely and negatively impact their ability to compete in the open market.
Because of this, they are often times unable to effectively compete in the market without supports.
4. How do you determine eligibility for services?
Eligibility for shelter services is based on homelessness only (clients can not be intoxicated). The
eligibility criteria for the STAR Program is homeless as defined by HUD and the individual must
have a vocational goal. Eligibility for all other services is based on demonstrating need.
5. Are there fees for your services? Yes No X
6. A. Do you provide services in the small communities and rural areas of Johnson County? No,
however, Shelter House is the only homeless shelter in the county for men, women, & children.
B. Do you provide services to areas outside of Johnson County?
No, however, many counties in the region and throughout the state do not have homeless
shelters therefore people do come from outside of the county who are in need.
jccoghs\fundingform.doc 4
Agency Name Shelter House
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: Exit interviews are performed with all possible clients at the point of exit from the
program. Clients are asked to respond to questions ranging from how they view their stay and
success in the program to what could have made their stay more successful. Clients are also
welcome to discuss any issues regarding services with staff at any point during their stay. As
we work with our clients on a one-on-one basis, in private counseling sessions, this can and
does happen frequently.
(b) Community: Shelter House held a series of focus groups in the fall of 2002. Topics of
discussion ranged from the need for a new shelter facility, understandings or concerns
regarding the current facility and programs, suggestions on new programs and community
needs with respect to homelessness, overall impression of the organization as it exists today
and suggestions for improvement. Our objective was to achieve participation from all
stakeholders throughout the community. Representation from community based programs,
public programs, local government, healthcare and education, faith communities and others was
solicited. In the spring of 2003, Trinity Episcopal Church sponsored a community forum on
homelessness and the need for a new shelter facility. Currently, assessment is maintained on an
individual basis, during presentations to congregations and small groups from local faith
communities, local civic organizations,, schools, and through dialogues and regular meetings
with the Local Homeless Coordinating Board and STAR Advisory Committee, the City of Iowa
City Community Development staff and Johnson County Human Services Coordinator, and the
Housing and Community Development Commission. In 2002, the Shelter House Board of
Directors resurrected the Annual Meeting for Mission Partners and Friends of Shelter House.
Civic leaders, representatives from the faith community and individual contributors are asked
to attend the meeting to learn in greater detail the progress we are making, current challenges,
future goals, and to share questions and concerns. Members of the Shelter House Board and
the Executive Director are beginning to meet individually with civic leaders, representatives
from the city, county, school district, police department, health providers, and other service
providers so as to share agency goals and objectives, respond to questions and concerns
regarding internal changes and growth, participate in candid dialogues as to ideas on how
Shelter House can best meet the needs of this community.
2. Briefly summarize your findings:
For years, Shelter House staff fielded complaints from clients that the staff and the facility were not
readily accessible during the day. Staff from other community-based organizations echoed these
concerns. Overall, most commentary is positive with respect to those services under the internal
locus of Shelter House control. Negative commentary focuses on the facility itself. Clients
consistently report on the over-crowded conditions. Families in particular are gravely concerned
regarding the lack of accommodations for children and the fundamental lack of any sense of family
space. These same concerns are echoed from the community at-large. Service providers ranging
from community-based programs, DHS, the schools, the police and the hospitals have all voiced
these concerns. A fundamental concern is of course the limited bed space that leaves hundreds of
men, women, and children with no where to turn each year and most especially during the winter
months. Additionally, there is growing concern regarding the lack of Drop-in Center facilities for
daytime use. There is also growing concern regarding the shelter needs of the homeless who may
be intoxicated. External to our current service base, client concerns largely fall into one of four
categories: the difficulty and frustrations in locating affordable rental housing, difficulty in finding
permanent jobs (many jobs clients are able to find are through temporary employment) that pay a
j ccoghs\fundingform.doc 5
Agency Name Shelter House
living wage given the housing costs in the county, temporal, spatial, and client specific gaps with
respect to transportation needs and chronic, often overwhelming, healthcare issues compounded by
a fundamental inability to pay for services.
3. What changes have been made in response to these findings?
The shelter is now open and staffed twenty-four hours a day, Monday through Friday. Shelter
House has worked to increase access to staff and has moved from one part-time direct-service
provider to two-full time employees whose express charge is to work with the clients on an
individual basis during his/her stay. Shelter House further extended hours in November 2003 and
by providing daytime staffing on the weekends through the winter months (November thru March).
We continue to struggle with the issue of need for a new facility that effectively addresses the
health, safety, and welfare concerns of all of our residents. Shelter House has located a parcel of land
and sale of the land has been agreed upon. Please refer to Agency History for further details. Given a new
facility, there may be ways in which to address the temporary shelter needs of homeless persons
who are intoxicated or unable to effectively participate in a program through overflow
accommodations. Until such time as a new facility is constructed and operational, the local faith
communities under the Consultation of Religious Communities are committed to assisting Shelter
House is meeting the emergency shelter needs of those denied at the shelter due to lack of space.
The Overflow Project was operational for two full months this winter. It was nothing less than a
blessing and was successful in every way--providing additional accommodations for 79 men and
women who would have otherwise had no where but the street to turn.
Shelter House is not in a position to fully address daytime Drop-In Center needs of the homeless
until such time as we have new space to offer and additional staff or committed volunteers.
However, as of September 2003, Shelter House has partnered with the Wesley Center/Foundation
to provide a daily outreach clinic from 9:00am - 11:00am Mondays through Fridays. STAR case
managers/outreach workers are available to provide support and information and referrals for
employment, housing, clothing and other basic needs to anyone in need. With respect to external
concerns, Shelter House is implementing a fuller housing counseling program with regard to
landlord/tenant education, property maintenance and care, and assistance with housing searches.
We are investigating innovative methods to address the transportation needs of clients, most
especially as related to gaining and maintaining employment. The NOPV and mobile health clinic
are recent and preliminary initiatives in responding to the health related concerns of clients.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Local Social Service Providers including but
not limited to: Crisis Center, DVIP, Iowa City
Public Housing Authority, DHS, ICCSD 40%
Self-Referral 20%
Hospitals (UIHC, VA, Mercy) 20%
Faith Communities 10%
IC & Coralville Police 10%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Emergency and Transitional Shelter: Shelter House is the only general-use homeless shelter in
Johnson County providing shelter and transition services to men, women, children, the disabled,
and elderly.
jccoghs\fundingform.doc 6
Agency Name Shelter House
Drop-In Center: Shelter House offers the only evening drop-in center in the county. Salvation
Army does provide an evening meal.
In-House Counseling Program: There is no other program offering services similar to those of the
In-House Counseling Program to the same clientele without a payment source.
John E. Thomas Security Deposit Assistance Program: GICHF and CMHC via the Path Program
both offer modest security deposit assistance.
STAR: There is no other program offering services similar to those of STAR to the same clientele
without a payment source.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Emergency and Transitional Shelter: DVIP provides shelter services to victims of domestic
violence only. Shelter House does take referrals from DVIP, space permitting. Shelter House
provides shelter for the general homeless population.
Drop-In Center: The dinner served at Shelter House is later than the one served at the Salvation
Army so as to accommodate varied work schedules. The two organizations are located a
significant distance from one another--a serious consideration for persons who are either on foot
or reliant on public transportation, disabled, and or accompanied by children. Individuals utilize
the Drop-In Center to access the laundry and shower facilities, a phone and message center, a
mailing address, outreach staff from other community based organizations and the VA. They
further have access to Shelter House staff.
John E. Thomas Security Deposit Assistance Program: The GICHF Security Deposit Program has
rigorous qualifying criteria. Many if not most of our clients do not qualify for the program. In
order to qualify for security deposit assistance through the Path Program, individuals must have a
diagnosed mental illness and have received services from the Community Mental Health Center.
STAR: There is no other program offering services similar to those of STAR---comprehensive case
management services with employability skills training and supports to address other attendant
issues--to the same population without a payment source (mainstream funding source--SSI, SSDI)
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each.
Collaborations Briefly describe
1. STAR 1. STAR involves a consortium of many agencies throughout the
(Supported community:HACAP, Goodwill, Crisis Center, CMHC, Iowa City School
Training and District, ICHA, VA, among others) that provides employability skills
Access to training, paid internship opportunities, and for persons 18+ who are
Resources) homeless and have with vocational objectives. Examples of the
collaboration are the provision of county-wide case management meetings,
full access to the spectrum of STAR resources to many HACAP families,
and multiple internship placements (paid thru STAR) at local non-profits
such. See pg2.
2. Outreach Clinic 2. As of September, 2003, Shelter House is partnering with the Wesley
in partnership with Center/Foundation to provide a daily outreach clinic from 9:00am -
the Wesley 11:00am Mondays through Fridays. STAR case managers/outreach
Center/Foundation workers are available to provide support and information and referrals for
employment, housing, clothing and other basic needs to anyone in need.
3. The Overflow 3. In the fall of 2003, the Consultation of Religious Communities and staff
Shelter Project from Shelter House formed a working group whose purpose was to
j ccoghs\fundingform.doc 7
Agency Name Shelter House
develop and implement an Overflow Shelter for the winter months to assist
in addressing emergency shelter of the many men and women who would
otherwise have no where but the street to turn due to lack of bed space.
Contributions were made to Shelter House by member faith communities
specifically designated for expenses related to the implementation of the
project (cots, blankets, cleaning supplies,....) A number of faith
communities opened up their churches for a week to two weeks while still
more assisted with volunteers. The Overflow Shelter was operational
during February and March of 2004 and will run from November thru
March of this winter and the next if need be. The effort further includes
staff time and facility resources from the shelter to process and authorize
intakes, staff time in training the many volunteers, contributions from faith
communities and members with respect to over one hundred volunteers to
provide everything from transportation to and from the sites, to volunteers
to stay up and monitor the facility through out the night, to provisions for
breakfast, and finally volunteer time to coordinate and manage the effort.
This year, as the project will run more than twice as long and as the
working group advised, Shelter House is further assisting by hiring a
.25FTE to assist with the project management and volunteer coordination.
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. The existing facility 1. Please refer to Agency History final paragraph for details.
compromises our mission and
reinforces negative perceptions.
A new and improved facility is
needed.
2. More and more families are 2. Being the only general-use homeless shelter in Johnson
becoming homeless across this County and existing in the current facility leaves the agency
nation and in our community, ill-prepared to meet the needs of families. A new facility
Families wanting to call this with a modest and responsible amount of dedicated family
community home seek better space will provide a healthier and more secure environment
access to education and for children. The organization will never be able to
employment and want a safer accommodate the real demand (as evidenced by the School
environment in which to raise District's count in 2002 of homeless children in excess of
their children--overall improved 200 children district-wide) but can do a much better job of
quality of life and a better future meeting the needs of families through further developing
for their children. There is a relationships and linkages with the school district, other
very real opportunity to assist providers that already work with children such as HACAP,
many in achieving positive and the broader community most especially employers.
change in their lives. The STAR Program is a vehicle that can achieve this
positive and substantive change. Additionally, board
members are beginning the process of meeting with
stakeholders individually.
3.Beyond the immediate needs 3.This is a long term objective that will not be fully explored
ora facility the agency is until the new facility is realized. The infrastructure of the
increasingly challenged by the agency is much improved and very capable staff are already
j ccoghs\funding form.doc 8
Agency Name Shelter House
needs of individuals with in place to meet the service needs of this high-risk
multiple barriers to economic population. To some degree individuals are already
independence and those who are engaged, however, more permanent housing opportunities
chronically homeless. There is need to be explored (permanent supportive housing). Shelter
significant potential to House will continue to further develops internal resources
strengthen transition services and linkages to external providers and the community so as
and permanent supportive to be better positioned to meet the needs of men and women
services coupled with housing with multiple barriers and those persons who are chronically
for those who are chronically homeless.
homeless and suffer from severe
mental illness and/or chronic
substance abuse problems.
2. In what way will the needs of your service population change over the next five years?
Children eighteen and under make up the fastest growing segment of the homeless population--
accounting for approximately 40% of all people who are homeless nationally. Iowa has one of the
highest per capita incidents of childhood homelessness in the nation. This trend is only expected to
continue and the conditions deteriorate given national policy, state budget cuts, and economic
downturns. More and more families are and will experience homelessness. Requests for shelter in
general, yet most critically from families, will not only continue but will escalate. Additionally,
them is an ever-increasing number of clients with multiple barriers to sustained economic
independence. These barriers are inherently systemic in nature chronic substance abuse, erratic
work histories and habits, mental and physical health needs. Often times these characteristics are
co-occurring. Multi-needs clients take longer to complete the program, require more intensive
involvement by staff, and require resources well beyond the scope of resources internal to Shelter
House. Beyond the population factors is the context in which people live. With 15 percent of the
population living at or below the poverty level, the County has the second highest poverty rate in
the state. Vacancy rates are extremely low and rental housing costs are among the highest in the
state. Public housing provides some relief, however, the number of available units has decreased
by 15% since 1996. The Housing Authority manages the Housing Choice Voucher (formerly
known as the Section 8) program. Currently, there are 1,214 vouchers. However, the waiting list
of applicants for the publicly-assisted affordable housing has increased sharply in the past few
years--from zero in 2000 to 1657 in 2004. The dramatic increase in the wait list is a clear
indicator of the growing mismatch between the demand and supply of affordable rental housing in
Johnson County. This places an extreme burden on the many households trying to make a living
working at jobs that simply do not pay a living wage let alone a wage that affords housing in this
community.
3. How do you plan to address these changes?
The strategies for addressing these changes are indicated in the preceding chart. But it is worth
mentioning further that special attention must be given to the needs of families when considering
the design and layout of the facility. There are programmatic initiatives that must be considered as
well with respect to providing increased educational and vocational opportunities for children and
their parents, parenting counseling and health care. Some of these partnerships are already
underway (NOVP--Nursing Outreach for Vulnerable Populations for example). Ultimately the
needs of persons with multiple barriers are not substantively addressed through a shorter-term
program as currently provided by Shelter House. Thus prompting the executive director and board
to investigate more permanent solutions such as permanent supportive housing, single-room
occupancy, and transitional housing needs for different household structures. With respect to the
final and on-going contextual issues of availability of affordable housing, the executive director
j ccoghs\fundingform.doc 9
Agency Name Shelter House
and many others are working earnestly to further develop the newly formed Housing Trust Fund of
Johnson County so as to provide additional support in capacity building efforts.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Shelter House primarily hopes to assist the men, women, and children with whom we work to
realize increased economic independence and self efficacy. Our primary objective is to facilitate
clients' transition from homelessness to permanent affordable housing through leveraging both
employment and mainstream resources. Objectives are measured across the following domains 1)
Increased residential stability, 2) Increased skills and/or income, 3) Increased participation in
mainstream resource, 4.) Increased participation in the workforce, 5) Greater self-determination.
5. Describe the evaluation methods you use to measure the success of your services?
Shelter House relies on several measures as indicative of success. Most readily is the incidence of
recidivism with in the year or individuals returning to the shelter for an additional stay during the
course of the same twelve-month period. Client exit interviews are used as an evaluative measure
of services as is the strategic plan as set forth by the board of directors. The agency also maintains
individual records a client service database indicating detailed intake and exit information with
respect to the four fields described above.
6. What are the results of these evaluations (outcomes)?
Increased Residential Stability: Of clients participating in the In-House Counseling Program,
30% exited to more permanent housing placements. (refer to #2 for barriers). From the STAR
Program 47% of all clients were in permanent housing at the point of exit.
Increased Skills and/or Income: Out of clients participating in the In-House Counseling Program,
the number of individuals with an income increased by 122% at exit over entry to the program and
in the STAR program this increase was 145%.
Increased Participation in Mainstream Resources: Out of clients participating in the In-House
Counseling Program, the number of individuals engaged and receiving mainstream resources
increased by 109% at exit over entry to the program and in the STAR program this increase was
127%.
Increased Participation in the Workforce: Out of clients participating in the In-House Counseling
Program, the number of individuals participating in the workforce increased by 131% at exit over
entry to the program and in the STAR program this increase was 283%.
Self Determination: To better achieve real and demonstrated results in this area, Shelter House
and the University of Iowa's College of Public Health through the department of Community and
Behavioral Health have developed and piloted Project ACCESS to engage homeless or formerly
homeless individuals in citizenship and community-building activities that can both improve their
own individual health status and create changes in community-based services that assist them.
Project ACCESS grew out of a finding that community service non-profit organizations often lack
representation and participation form individuals that either have or are currently receiving their
services. These individuals provide critical insight that is integral to proper strategy
implementation and the effective provision of services. Project ACCESS focuses on fostering
citizenship and community building activities among participants while simultaneously
developing individual communication skills. Through the implementation of a training program,
this project's goal is to develop the necessary skills in individuals so as to help them establish
sustained productive representation on boards and action committees that are designed to serve the
homeless community. One graduate of the project is currently enlisted as an intern on the Shelter
House Board of Directors.
j ccoghs\fundingform.doc 10
Agency Name Shelter House
7. How do you plan to use the evaluation results to enhance/extend your services?
Shelter House plans to incorporate the results to further increase access to case management and
housing counseling type resources, to assist us in identifying how best to target resources and staff
time, to better articulate needs of our clients at the grassroots level, and to take into consideration
when investigating new program concepts and opportunities. We anticipate that evaluative
measures and results will ultimately assist our focus in developing future partnerships and
initiatives and will provide an easily comprehensible vehicle through which to articulate and
advocate for the need and benefits of such partnerships and initiatives.
8. How do your programs/services impact the community?
Shelter House positively impacts the community in many ways and on many different levels. As
we provide shelter space for the homeless of our community there are less homeless men, women,
and children out on the street--sleeping and existing in very public and exposed situations that
ultimately lead to the deterioration of both their physical and mental health. Shelter House clients
are required to maintain sobriety if they are going to continue to access the shelter and Drop-In
Center services. As such, there is an implicit motivation to remain sober and achieve extended
stays of sobriety. This allows for increased opportunities of behavior modification and positive
reinforcement of the sustained sobriety. The community realizes significant benefits from this in
principle with regard to the health, safety, and welfare of its citizens and concretely with respect to
outlays of city and county dollars. Persons left to the streets are accountable only to themselves
and have no external motivation to attempt sobriety. Often times, their condition rapidly
deteriorates, leading to increased charges of public intoxication at a minimum and possible other
criminal charges at significant expense of time and cost to our police department, city, and county;
there are increased incidents of incarceration and increased pressures on the jail; and finally,
escalated need for medical intervention and emergent care. The very same scenario can be applied
to the homeless who suffer from severe mental health problems as persons on the street who do not
have access to medications may turn to self-medicating through the use of street drugs and alcohol.
Many of the homeless suffer from chronic health issues. Through access to the Shelter House
facility, support staff and community health initiatives previously discussed, people can gain timely
access to community health services before situations escalate to a point where emergent care may
be the only alternative. Clients are motivated to maintain personal hygiene and better health
through access to laundry and shower facilities, clothing and toiletry donations. Shelter House
improves the health, safety, and welfare of the community at-large.
In working with Shelter House staff, clients can better target their resources and stay focused. Staff
assists clients in achieving goals and objectives that will ultimately lead to their increased
economic independence. Through the In-House Counseling Program, clients are able to gain
assistance with referrals and contact information for community resources, assistance with
employment and housing searches, bus tickets for transportation to work, and much more.
Through the STAR Program clients receive comprehensive case management and vocational
support for a longer transition period (up to two years). In so much as clients are successful in
addressing issues/barriers, we are ultimately successful in shortening the duration ofhomelessness.
Extended stays of homelessness bring with it negative impacts and lead to deteriorated conditions
that multiply and become chronic. One of our primary objectives is to facilitate the transition of
our clients from homelessness to stable, affordable housing. In so much as our clients are
successful in achieving this there is a real benefit to this community. As stays of homelessness are
reduced, as people are able to find employment and able to find housing they are once again able to
resume more normalized lives and once again participate actively in the fabric of the community.
There is a generational component to this also, as there is much research showing negative and
j ccoghs\fundingform.doc 11
Agency Name Shelter House
often permanent health and education impacts for children experiencing extended stays of
homelessness.
9. How did the agency respond to the UWJC recommendations from last year?
There were no new recommendations this year. Please refer to FY05 application for prior recs/resp.
Section 5: Board Governance
I. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A).
2. How often does your board meet?
The full board meets monthly. Subcommittees meet at least monthly if not more frequently.
3. What is your average attendance at board meetings?
Board attendance ranges from 85% to 100% regularly.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The board is responsible for establishing the mission of Shelter House, its vision values and future
goals. To this end, the board approves and periodically updates the strategic plan, including but
not limited to long-range goals, operating objectives that will lead toward accomplishing those
goals, and protocols for evaluating the organization's progress in relation to them. The board
formulates and periodically updates Shelter House policies. The board appoints the executive
director and establishes expectations, standards of performance, and fair, objective protocols for
evaluating him/her in relation to them on an annual basis. The board sets standards for the quality
of services and their delivery, and monitors the organization's performance in relation to them.
The board approves the annual operating and capital budget, monitors the operating performance in
relation to them and ensures the organization's financial viability. Each board member is expected
to actively participate in annual fundraising events designed to solicit local private contributions
and to raise awareness in the community regarding homelessness and Shelter House. There are
seven standing committees: Budget and Finance, Fundraising, Building and Grounds, Nominating,
Executive, Personnel, and Community Relations. There are currently two ad-hoc committees:
New Facility Development and Capital Campaign. Tasks are delegated to the individual
committees and brought to the full board for further review and discussion. The board develops,
approves and maintains its own Annual Calendar of Events and activities so as to regularize
committee and board duties and activities on a monthly basis. The board ensures its own
efficiency and effectiveness by establishing priorities for improving the board's structure and
performance and routinely evaluating the board's actual performance in relation to these priorities.
Internal review of performance occurs on an annual basis. The following illustrates other ways in
which board members have contributed over the past year. Board members have: worked on a
daily basis in the mornings to assist staff with answering phones, taking messages for clients, assist
with general administrative duties and outreach support. Board members have: facilitated focus
groups, attended and participated in monthly meetings of the STAR Advisory Committee, attended
and participated in meetings of the Local Homeless Coordinating Board, attended and participated
in City Council meetings and advocated for the need for a new homeless facility in our community,
written letters to the editor, donated skilled labor in the maintenance and repair of the facility,
donated architectural and consultant time in the drafting of a new facility plan, and implemented
new fundraising events.
5. What type of training/orientation do board members receive?
All incoming board members are taken on a walk through of the shelter, typically during Drop-In
Center hours prior to a formal orientation meeting. Board orientation begins by thoroughly
reviewing the organization's by-laws with the newly elected board member(s), the current board
j ccoghs\fundingform.doc 12
Agency Name Shelter House
chair, and the executive director. The by-laws are a working document containing comprehensive
descriptions of board member duties and responsibilities and the unique charges of each board sub-
committee. Pursuant to this is an overview of the history of the organization and a summary of
current programs. Newly elected board members are then led through the current budget, historical
budget information and the various financial reporting documents used at the regular board
meetings and for quarterly reporting purposes. The discussion naturally progresses at this point to
focus on the current strategic plan, progress on the plan, and future vision for the organization
which then brings the orientation full circle to a closing discussion regarding the board members
expected role in achieving the goals and objectives of the strategic plan--achieving the vision.
Internal board training activities include: videos and performance evaluations for the board and
board sub-committees.
Board members are encouraged participate in outside training opportunities. At least one training
session is planned on an annual basis for the entire board. One example of this was, a training
session on Board Development held for the Shelter House Board of Directors in partnership with
the Iowa Nonprofit Resource Center and faculty from the University of Iowa College of Public
Health. Most recently the executive director of the Community Foundation of Johnson County met
with the board to discuss development of an endowment fund and incorporating this objective as a
component of the capital campaign for a new facility. As of February, 2004 the Shelter House
Endowment Fund has been established in partnership with the Community Foundation of Johnson
County. This past summer, Mr. Dick Schwab led the board through a series of three strategic
planning sessions. The board re-tooled the mission statement and articulated the vision, values and
future goals. Please see Appendix C.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval?
Bookkeeping and financial management activities are currently contracted out to an independent
firm. The Shelter House Board and Executive Director have not completed the process of
developing a written record of internal procedures. This is one of the charges of the Budget and
Finance Committee for the year.
7. Have you filed the bi-annual report with the Secretary of State? Yes, on June 2, 2003.
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
The most recent IRS form 990 filed was for 2002. The 2003 IRS form 990 is underway and will be
completed prior to the November 15th deadline.
9. Does your agency have a yearly audit? Yes X No
Who completed the audit? Greenwood and Crim How much did the audit cost? $3,640
If material weaknesses are noted in the audit, what is your plan for addressing them?
The 2003 audit notes that due to the small staff size of the organization, inadequate segregation of
certain duties existed at various times during the year. The audit further indicates that several new
policies and procedures have been implemented to reduce the occurrence of incompatible
functions. The board of directors will remain actively involved in oversight functions and will
periodically review and monitor policies and procedures to obtain the maximum amount of
segregation of duties that is possible. Furthermore, we will continue to monitor and review our
policies and procedures for improvements in internal control.
I0. Insurance Coverage: (check what coverage your agency has)
Insurance Use a ~ if agency has Amount
Directors & Officers ,/ $1,000,000
a. fiduciary liability
b. employment practice liability ,/ $1,000,000
j ccoghs\fundingform.doc 13
Agency Name Shelter House
General Liability ,/ $1,000,000
Umbrella Liability ,/ $1,000,000
Professional Liability ,/ $1,000,000
Property or Renters ~' $225,000
Vehicle ,/ $1,000,000
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
The Executive Director has been employed by Shelter House Community Shelter and Transition
Services for six years. The Executive Director has a Master of Arts from the University of Iowa in
Urban and Regional Planning with an emphasis of study in Housing and Community Development
and a Bachelor of Arts in Economics. She is a board member and Chair of the Local FEMA Board
and an active board member of the Local Homeless Coordinating Board and a founding member of
the newly formed Housing Trust Fund of Johnson County. Further, she is a member of the
Governor appointed Iowa Council on Homelessness and Chairs this body's Public Policy and
Education Committee.
2. Staff Salaries & Benefits (for the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range {FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $44,200 - $47,250 1FTE 1FTE 1FTE
Program Manager X X X $36,500 - $38,600 2FTE 2FTE 2FTE
Outreach
Services Coordinator X X X $28,325 - $31,200 1FTE 1FTE 1FTE
Housing Counselor X X x $27,500 (full-time) 0FTE .5rte 1FTE
Shelter Coordinator X X X $9.00 - $10.30 per hour 3FTE 2FTE 2FTE
Shelter Coordinator $8.50 - $9.00 per hour lfte lfte lfe
*Weekend Daytime Shelter
Coordinator* $8.50 - $9.00 per hour .25fte .25rte
*Overflow Program
Coordinator $10 - $15 per hour .25fte .25fte
STAR
Outreach/Case Managers X X X $30,000 - $33,000 4FTE 4FTE 5FTE
Administrative and Direct
Service Support Staff X X X $27,500 IFTE 1FTE IFTE
Maintenance/Transport X X X $8.50 - $9.10 per hour 1FTE IFTE 1FTE
**New Facility Additional
Drop-In Center Support $8.50 - $9.00 per hour 0FTE 0FTE 1FTE
**New Facility Additional
Overnight Support $8.50 - $9.00 per hour 0FTE 0FTE 1FTE
TOTAL FTEs 13.75 14 17.5
*The Overflow Program Coordinator and Weekend Daytime Shelter Coordinator positions are for November thru March
only. The overflow position will be exist until the new facility opens. **Projected additional staffrequired to adequately
operate the new facility. 2005 budget projections assume 2 months in the new facility.
j ccoghs\funding form.doc 14
Agency Name Shelter House
3. If serving multiple counties, how many FTE's serve Johnson County? N/A
4. How much was spent on staff development in the last fiscal year? $1,250
5. How much is budgeted for staff development in this fiscal year? $5,000
6. What training and support opportunities are offered to staff?.
Staff is required to maintain current First Aid, CPR (infant/child and adult), Mandatory Reporting
of Child Abuse, and Working with Blood Borne Pathogens in the Workplace certifications.
Additionally, staff is encouraged to participate in the U of I Continuing Education Workshops
focusing on developing counseling skills. Staff is also encouraged to attend other miscellaneous
workshops and conferences held through out the state and nation in so much as funds are available.
For example two staff are participating in the Non-Profit Academy Series this year, one staff
member attended a national conference on co-occurring disorders, others have and are attending
workshops on everything from grant writing, accessing mainstream resources, and working with
families with young children. In-house trainings are periodically scheduled around topics such as
sexual harassment and safety in the workplace among others. The Board of Directors has
developed as a crucial support and resource for the staff and the Executive Director most especially
in areas of management and supervision.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3%
Yes No brief explanation
9. Does your agency The Executive Director and Personnel Committee of the
have personnel Board of Director performed a comprehensive re-write of
policies? X the personnel policies with the assistance of the Iowa
If yes, date board Nonprofit Resource Center in 2002. Since that time, the
last reviewed? Personnel Committee works with the Executive Director to
July, 2004 update annually.
10. Does your board The board of directors and agency staff evaluate the
annually evaluate executive director annually with respect to performance in
the director's X the following areas: ability to interact and communicate
performance? with the public and community agencies, staff supervision,
activities related to the board of directors, resource
development, fiscal/record keeping, and shelter facility
related functions.
11. Does your agency All job descriptions have been re-written with correlating
have job Essential and Marginal Job Function Analysis.
descriptions for X
every position?
If yes, date of last
board approval?
June, 2003
12. Is there an annual There is a semi-annual performance review for every staff
performance member. Staff are reviewed on job performance, reliability,
review for every X & initiative, among other things. Areas of strength and
staff?, areas to improve are both highlighted. Staff is surveyed for
ideas for areas of agency improvement that could positively
impact the employee's ability to perform and the agency's
overall efficiency/effectiveness in meeting the mission.
j ccoghs\funding form.doc l 5
Agency: Shelter House _
Section 7: Financial Management
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
FY 01 FY 02 FY 03
Currentcash Assets ~ $21.430· ~ $98,093 ~ $105.781
Investments
Receivables < 90 days
Other
TOtal Current Assets $21.430 $98.093 $105.781
Other Assests
Property - $228.938 _ $228.938 $229.938
$41.169 $41,169 $56.207
Equipment
less depreciation $230.229 $236.347 $243.642
Receivables > 90 davs
Other $1.000
Total Non-current Assets $39.878 $33,760 $43,503
Total Assets $61,308 $131,853 $149,284
FY 01 FY 02 FY 03
Current Liabilities
Accou_nts Payable
Payroll Taxes Payable $5.128 $5.596 $11,277
Contracts Payable $18.000
Mortgage Payable-6 months
Total Current Liabilities $5,128 $23,596 $11,277
Other Liabilities
Mortgage Payable-Balance
Other
Total Other Liabilities $0 $0 $0
TotalLiabilities $5.128 $23.596 $11.277
Unrestricted Net Assets $113.272
Temporarily Restricted Net Assets
$24.73
5
Total Net Assets $56.180 $108.257 $138.007
Liabilities & Net Assets $61.308 $131.853 $149,284
16
Agency: Shelter House
Financial Infom~ation is: [X ] entire agency [ ] county specific [ ]program specific
2003 2004 2005
B, Income & Expenses
Income
Local Funding Sources _
Coralville $1.500 $1 575 $2.000
Iowa City $7.000 $26.325 $38.676
Johnson County . $9.975 _ $12.428 521.780
United Way - Allocation $37.398 $37.271 $47.668
- Designated Givin~ $9.271 $8~995 $7.500
Grants-Federal, State. Foundation $612.341 $753.151 $557.318
Net Sales of Service $0 $0 $(
Net Sales of Materials $0 $0 $0
C ontributions/Fundr aising $202.553 $278.265 $396.126
Faith Communities $20.798 $25.500 $27.500
Other $1.142 $0 $0
Totallncome $901.978 $1.143.510 $1.098.568
Expenses __
Wa~es & Salaries $298.801 $470.020 $503.749
Benefits $33.819 $56.30( $71.563
Occupancy $26.162 $27.208 $29.550
Non-occupancy $510.203 $300.000 $238.931 see fbllowing page for details
S ecurit~pe~gsit~Assjs~[ance $7.305 $9.500 $7.500
~,cpayment of short-term borrowings ~ $18,000 $0 5;0
Total Ex]~en ses 5894.290 $863.028 $851.293
C. Fund Balance
Revenue $901.978 $1.143.510 $1.098.568
Cart7over_Balance from~ previous year $98.093 $81.046 $7.105
Total Operating Budget $1.000.071_ $1.224:556 . $J.19~.~7} _
Less Total Expenses $894.290 $863.028 $851.293
Endin~ Fund Balance $105.781 $361.528 $254.380
Less Restricted Balance (explain) $24.735 $354.423 ~ $250.000 lNew Facility Funds--Capital Campaign
Carryover Fund Balance $81,046 $7,105 $4,380 (see following page for details)
Agency: Shelter House
D. Bd/Donor/Funder Restricted Funds Designated for: 2003 2004 2005
Capital Campaign Funds New Facilit3, $24.735 $124.423 $250.000
Total Restricted Funds $24.735 $124.423 $250.000
E. In Kind Support: 2003 2004 2005
Services/Volunteers 548.875 $91.750 $100.925
Material Goods I $32.300 $33.592 ~ $35,608
Space. Utilities, etc . L
Other: (please footnote)
Total In-kind Support $81.175 $125.342 $136.533
Services/Volunteers are calculated at an average cost of $8.50 for non-professional activities and $20 per for professional acmvites.
Substantial increase is due to the Overtlow Project ano Capital Campaign
F. Grants Description/Purpose 2003 2004 2005
CDBG StafffClient Security Deposit Program $17.296 $18.645 $21,000
CDBG New Faciliy--land acquisition $230.000
FEMA IMass Shetler Operations Support $8,705 ~ $9. 188 $10.500
Emergency Shelter Grant Program Mass Shetler Operations Support $33.299 $32.000 $32.500
HUD/STAR Program STAR Administration and Supportive Services 5553.041 _ $448.318 $448.318
Miscellaneous $15.000 $45.000
Total Grants $612.341 $753.15 $557.318
Non-occupancy Expenses: Significant variance from 2003 to 2004 is due to previous contracting of services in the STAR Program
out to MECCA. Costs now post under salaries as the program ~s managed and staffed b3 Shelter House e~nployees.
Carry Over Fund Balance: Approximately $60,000 of the 2003 Carryover Fund Balance are federal funds restricted to the STAR Pro,ran
18
Shelter House
Board Roster: 2004-2005
Name: Town: Occupation: Term: End Date: Committee Assignment:
Burgdorf, Susan Iowa City Administrative Assistant 1 yr. March, 2005 Board Intern & Graduate
of Project ACCESS
DeValois, Ross Iowa City Stock Broker 3 yrs. March, 2007 Budget & Finance, Fundraising,
New Facility Campaign
Dobberstein, Dwight Iowa City Architect 3 yrs. March, 2005 Building & Grounds &
New Shelter Development
Garcia, Teresa Iowa City Program Associate, U of I 3 yrs. March, 2005 Fundraising
Graduate College
Hoagland, Carlette Iowa City Coordinator of Assessment & Staff 3 yrs. March, 2005 Fundraising & Executive
Development, U of I Libraries
Klein, Garry Iowa City Research Associate, ACT 3 yrs. March, 2007 New Shelter Development
Lundberg, Dee Iowa City Pastor, Faith United Church of Christ 3 yrs. March, 2006 Community Relations
MacDonald, Heather Iowa City Associate Professor/Chair of Graduate 3 yrs. March, 2007 New Shelter Development
Urban and Regional Planning Program
McMurray, Mary Iowa City Director of Human Resources, 3yrs. March, 2006 Personnel & Executive
Mercy Hospital
Merchant, James Iowa City Professor and Dean of the 3 yrs. March, 2005 New Shelter Development
U of I College of Public Health & Capital Campaign
Mikelson, Gay Iowa City Retired 3yrs. March, 2006 Executive, Budget & Finance,
(Treasurer) & Building & Grounds
Norbeck, Betty Iowa City Retired 3 yrs. March, 2006 Executive, Budget & Finance,
(Secretary) & New Shelter Development
Persson, Dottie Iowa City Head Librarian, U of I 3 yrs. March, 2007 Executive, Personnel, &
(President) Psychology Library Nominating
Peterson, Andrew Iowa City Assistant Professor Community and 3 yrs March, 2006 Community Relations,
(Vice President) Behavioral Health, U of I Nominating, & Personnel
College of Public Health
Revier, David Coralville Retail Manager 3yrs. March, 2005 Personnel
Rzonca, Chet Iowa City Professor of Health Education & Dean 3yrs. March, 2007 Budget & Finance
of Continuing Education with U of I
Schoenfelder, Jim Iowa City Architect 3yrs. March, 2006 New Shelter Development
Sims, Johnnie Coralville Director of Student Academic 3yrs. March, 2006 Nominating, Fundraising
Support Program, U of I
Stein, Jay Iowa City Lawyer 3yrs. March, 2006 Building & Grounds &
Community Relations
Trullinger, Amy Iowa City Research Assistant, U of I, head of 3yrs. March, 2005 Fundraising & Executive
head & neck cancer quality of life research
Werderitsch, Tom Iowa City President/CEO Selzer Werderitsch 3yrs. March, 2005 Building & Grounds, Budget &,
Associates (General Contractors) Finance & New Shelter
Development
Woodard, Fredrick Iowa City Chair of the African American 3yrs. March, 2007 Newly elected to the board
World Studies Department, U of I committee assignment
not yet declared.
s:/interns/Human Services/Shelter House- board of directors
Appendix B: Shelter House C~ommunity Shelter and Transition Services
Organizational Flow Chart
Shelter House
Board of Directors
Executive Director [
Program Manager Program Manager
STAR Shelter
STAR Outreach Housing Counseling Administrative Support
Services Coordinator Specialist Staff
Shelter Program
Coordinators &
STAR Outreach & Case Operations Support &
Management Staff Maintenance
21
Section 1: Background
Agency Name: United Action for Youth
Phone: 319-3 8-7518
Address: 410 Iowa Avenue, Iowa City, IA 52240 //~~19-3)3 ~..~
Director Name: Jim Swaim Signature:
Bd. Pres Name: Don Carstensen Signature:
Request Completed By: Jim Swaim Date: September 30, 2004
Check Your Agency's Budget Year:
1 / 1-12/31 __ 7/1-6/30~X_ 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Budget
Amount received from UWJC $58,174 $59,886 $77,000 5%
Does not include designated
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 73,964 77,558 80,000 5%
Johnson County 100,193 105,000 110,000 7%
City of Coralville 3,000 3,150 4,000 .3%
What were local funds used for this year: Funds were used to support the general operating costs for
both the Counseling and Youth Development programs at UAY. Local funds were also used as match
to several state and federal grants that exceeded $800,000 for the year, including a 5 year grant fro the
U.S. Department of Health and Human Services for $200,000 per year to assist pregnant and parenting
teens who have been homeless or runaways, and a new grant for four years to support youth
development services. The funds allowed us to serve over 2,500 clients including over 1,000 clients
who received counseling. Iowa City increased its funding by $15,000 to provide an
employment/training grant for at-risk youth.
What will next year's local funds be used for? Funds will be used to continue this operation of the
counseling and youth development programs, increasing the match used to develop additional grant
opportunities to support services to youth and families. The funds also will support the operation of the
new Youth Center facility at 355 Iowa Avenue.
Agency Mission Statement: The mission of UAY is to assist youth and families by offering counseling and
intervention programs that assist them in resolving problems they encounter; and to provide prevention and
youth development programs that make use of young peoples' talent and energies in helping themselves to a
healthy future.
Summarize your programs and services for which you are requesting funding:
1) Counseling/Intervention: Provides counseling, intervention, and related services to youth in Johnson
County for the purpose of preventing or reducing delinquency and assisting victims of abuse and
maltreatment. Professional outreach counselors and volunteers maintain trusting relationship with at-risk
youth in the community, helping them develop the skills to address problem situations without becoming
involved in juvenile delinquency. Staff am on call 24 hours a day to provide in-person response to
runaways and youth in crisis. UAY also acts as a resource to the court to provide in-home service to
families. UAY's family counseling and assistance to teen parents has increased in the past three years as
UAY offered parent skill training. A nurse practitioner is under contract to assist pregnant and parenting
teens and their children.
Agency Name: United Action for Youth
2) Prevention/Youth Development: Provides programs to promote youth development, increasing
opportunities for positive use of time by youth, increasing opportunities for positive self-expression, and
increasing opportunities for youth participation and civic engagement. These programs also reduce/prevent
delinquency, substance abuse, unplanned teen pregnancy, and child maltreatment by engaging youth in
positive youth development activities. It includes Synthesis, an innovative arts environment for youth to
become involved in communication arts and the use of electronic media as a compelling alternative to
inappropriate or illegal behavior. Professional youth workers provide support and counseling in addition to
instruction in various arts activities. This past year we worked in partnership with the Iowa City Chamber
of Commerce to initiate a community youth leadership class. The program's drop-in component has had
steadily increasing use for the last few years. UAY's prevention has more than doubled. The new Youth
Center facility, while delayed from its original schedule, will open this winter and is much needed. The
development of a teen line has enhanced the overall program and helped us increase the use of both teen and
adult volunteers. Youth volunteers provided over 2,000 hours of assistance to peers in the program this
year. We are involved in a comprehensive juvenile youth development and prevention program with several
other agencies. School based centers are used in counseling (as well as prevention) to provide outreach and
after-school activities in the community.
List any accreditation and licensure your agency currently has. Explain.
UAY is reviewed by the U. S. Dept of Health and Human Services and a peer review process every 3 years
based on the Runa~vay & Homeless Youth Act's 14 performance standards. This year UAY's site visit was
selected for a national visit by the Associate Director of the Family Youth Service Bureau. UAY's
Medicaid contract is reviewed and the site visited for compliance annually. Several grant sources also do
annual site visits during which records and fiscal data is reviewed. The child care program is DHS approved
but does not require a license based on how it is used in the Teen Parent program. UAY utilizes
licensed/accredited programs under subcontracts with Mercy, MECCA and Youth Homes/Four Oaks for
runaway youth, teen parents, and youth needing substance abuse treatment. Staffare accredited in various
areas including fanfily therapy, licensed art therapy, recreation therapy, as well as in using various
curriculum that require training such as Strengthening Families and Parents' as Teachers. The Youth
Development Project is one of nine national demonstration projects in the country and will include an
evaluation of what impact UAY's youth development work has on positive outcomes for youth.
UAY JCCOG request FY 06 2
Agency Name: United Action for Youth
Agency History (Using one page only, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
United Action for Youth is a community-based service agency which offers youth development,, confidential
counseling, crisis intervention, creative activities, and other helping services to youth and families in Johnson
County and surrounding communities. Supported with funds from the Board of Supervisors, Iowa City, United
Way, and other public and private sources, UAY charges no fees for its services. Incorporated in 1970 and
governed by a community-representative Board of Directors, UAY is recognized by the IRS as a non-profit tax-
exempt organization.
The primary purpose of UAY is to assist youth and families by offering counseling and intervention programs
that assist them in resolving problems they encounter; and to provide prevention and youth development
programs that make use of young peoples' talent and energies in helping themselves to a healthy future.
UAY receives funds, in addition to its local support, from grants and under contracts or subcontracts with other
state and federal agencies to provide the following: 24-hour in-person crisis intervention to adolescents;
outreach aftercare, follow-up, referral, and prevention to runaways, their families, homeless young persons, or
those in jeopardy of becoming homeless; in-home counseling; coordinated substance abuse prevention and
pregnancy prevention services; and specific intervention programs to respond to adolescent victims of
maltreatment. UAY has staffpersons on call at all times, 365 days of the year. UAY will respond immediately
to parents' requests for counseling or assistance and works closely with other agencies to coordinate its
intervention and other activities. UAY makes a special effort to respond to requests from the police, court,
Youth Homes, DHS, Crisis Center, Shelter House, DVIP, RVAP, and school counselors. UAY is a member of
the National Network of Runaway and Youth Services. UAY concluded a national demonstration and research
project to study the impact of its programs on teen pregnancy and teen parenting; has been a site for research on
nmaways for the National Institute for Mental Health; and was a participant in the national Community Youth
Development (CYD) project sponsored by the DeWitt Wallace Foundation. UAY helped secure an
AmeriCorps grant with Neighborhood Centers which provides several AmeriCorps members to assist in using
youth development at the Youth Center and in the community this year. UAY has worked with MECCA to
secure a national grant to prevent substance abuse and a community incentive grant to prevent substance abuse.
UAY's services are provided in a variety of settings; chiefly its Youth Center and adjacent Family Service
Center. We have purchased space at 355 Iowa Avenue, The Tower Place, for an expanded youth center.
Besides the Youth Center location at 410 Iowa Avenue, the settings include schools, individual homes, and
places young people frequent. In addition to its professional staff, UAY relies on community volunteers and
trained peer helpers to help meet the growing needs of young people. UAY's program components include an
outreach counseling program, a creative arts workshop, a family assistance program, and a growing volunteer
program. Programs are also offered in Spanish for non-English speaking clients.
UAY has gained national recognition for its use of the arts in conducting youth development and counseling
programs. Work at the Youth Center includes regular production of music and art exhibits and has included
such things as the Spoken Word festival, a downtown performance fest, an on-gomg drama troupe and a
regularly published youth magazine. UAY has been approved by the Federal Communications Commission to
begin a youth mn radio station in late 2004. UAY statistics indicate continued use of prevention and youth
development programs. Counseling services increased the last two years; we believe as a result of greater
economic stress and world events anxiety. UAY's Synthesis program has significant drop-ins and use of the
studio which is expected to continue. The agency has had increased requests for service from surrounding non-
Johnson County towns and has received grant funds to serve them. UAY has helped develop collaborative
projects with other agencies to impact teen pregnancy (Neighborhood Centers/MECCA/FaDSS) and
homelessness (Youth Homes/Four Oaks), substance abuse (MECCA), and several with area schools.
UAY JCCOG request FY 06 3
Agency Name: United Action for Youth
Section 2: Client Profile
04
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 2469 2759
Coralville) did your agency serve?
2. How many Iowa City re. idents did your agency serve? 2 Unduplicated Count 1624 1640
3. How many Coralville residents did your agency serve7 3 Unduplicated Count 316 376
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-9 153 Female: 1214 Asian 60
10-12 366 Male 1043 African American 256
13-15 1111 * youth only Caucasian 1549
16-18 512 Hispanic 249
Over 18 579 Native American 10
>75 Multi-racial/other 133
3. Briefly describe your service population. UAY serves youth and families, primarily teens and
adolescents and their parents for counseling. More younger youth are served in youth development
programs and the Teen Parent program also serves infants and toddlers.
4. How do you determine eligibility for services? Service requests for counseling and prevention are
processed by staffon intake and forwarded to the service team based on the nature of the request
for service. All youth are eligible regardless of income or other factors.
5. Are there fees for your services? Yes No X__
If yes, please describe your fee structure:
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: Ely, Hills, Lone Tree, North Liberty, Oxford, Riverside, Solon, Tiffin,
Services Provided: Youth and families from each of these communities received counseling and
youth development services. Some participated in prevention programs, such as parenting classes,
or skill development. Many were involved in UAY's outreach program or victim assistance
service. The greatest numbers were from North Liberty (134 youth) and Solon (175 youth).
B. Do you provide services to areas outside of Johnson County?
Area(s) served: Cedar, Iowa, Muscatine, and Washington counties
Services Provided: All of those counties receive limited services for runaway and homeless youth
and street outreach. Muscatine county, West Liberty receives substance abuse prevention and
more extensive street outreach for Hispanic youth and families. Requests for victim services are
accepted from those other counties, but coordinated with other VOCA funded agencies in other
communities.
Funding Sources: Runaway grants, substance abuse prevention grants, crime victim assistance
grants.
UAY JCCOG request FY 06 4
Agency Name: United Action for Youth
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: UAY uses client satisfaction surveys for various services. Interviews by third
party evaluators, peer reviewers, and funding sources are conducted with clients.
UAY tracks referral sources and 359 referrals last year came from peers, indicating
client satisfaction. From all these sources the indicators are that youth and parents
are very satisfied with both counseling and youth development services. We also
incorporate client feedback in design of services, involving youth in the design of
several programs including street outreach and the youth center.
(b) Community: UAY funding sources include meetings with community members during
site visits and evaluations by third parties. UAY is also involved in several
collaborative projects with other service partners in which community satisfaction is
assessed (such as Strengthening Families'). We also solicit community feedback to
the board and at open houses sponsored by the agency and solicit external
community feedback during staff evaluations.
2. Briefly summarize your findings: Client satisfaction has been very good for both counseling and
youth development programs. This has been cited by the Department of Substance Abuse, the juvenile
court, and the Administration for Children and Families peer review. We continue to get many
referrals from youth and other parents. Feedback from the community is good and we believe that
contributes to the number of collaborative projects we do and why we are asked to be a lead agency in
a number of initiatives.
3. What changes have been made in response to these findings? In renewing Street Outreach and
Teen Parent programs we have incorporated feedback generated from both clients and the community.
As examples we used client feedback to designate which locations of street outreach were most
needed. We used feedback from teen parents to help determine how to deal with cuts in funding to
determine lowering the age from 21 and under, to under 21 for when teen parents graduate from the
program. We used client and community feedback to help determine location choices for the expanded
youth center in the downtown area. We have completed training in the technology of participation
offered by the Institute of Cultural Affairs to improve the participation of the general community, and
particularly young people, in planning and development of programs and services, and will utilize
these methods in working with teen parents in the coming year. We are also working with the county
youth development policy board to refine the work plan for the youth development program.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Peer/self 533 24%
Family member 150 7%
School 1309 58%
Court/law enforcement 44 2%
Social services 101 4%
Other 120 5%
UAY JCCOG request FY 06 5
Agency Name: United Action for Youth
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency? Youth Homes Four Oaks assists youth and families. Neighborhood Centers of
Johnson County assists youth and families. MECCA provides substance abuse counseling and
prevention. Community Mental Health provides counseling to youth and parents. Goodwill and
MYEP assist youth in pre-employment youth development programs. DVIP and RVAP provide
victim services to families. Planned Parenthood and Emma Goldman collaborate on pregnancy
prevention services with UAY. Big Brothers Big Sisters provide youth development and
prevention services, as does Four-H. Various scouts and Campfire also provide youth development
services. There are many faith based youth groups at various churches, synagogues, and mosques
as well as Youth for Christ. Area schools provide a wide range of after school youth development
activities for youth. Iowa City, Coralville, and North Liberty provide recreation programs and
other youth development programs for area youth. There are more but these are some of the main
ones that UAY tries to stay informed about.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County. UAY's primary focus is serving area teens with a wide range
of both counseling and youth development services, as distinguished from groups that serve
neighborhoods, or provide a primary type of service, such as substance abuse or mentoring.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
Juvenile Justice Youth Development Program With several other providers- this project
provides youth development activities in
several places including the youth center and
rural locations and assistance to youth who
might benefit from early intervention
2. 2.
Pregnancy prevention community project With area schools, Neighborhood Centers,
Family Planning Clinic, Emma Goldman,
Mercy hospital, and U of I Hospitals provides
service to pregnant and parenting teens as
well as prevention to junior high youth and
3. parents
Substance Abuse prevention 3.
With MECCA and also with NCJC and area
schools provide activities and skill building
4. Pre-Employment training: UAY is for youth and parents such as Strengthening
collaborating with Goodwill to provide a pilot Familie& with additional work using
program for at risk Iowa City youth. Lifeskills, for middle school youth, and
reconnecting Youth, with High school youth.
UAY JCCOG request FY 06 6
Agency Name: United Action for Youth
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Space to conduct programs, especially the 1. The board relied on a building task force to
Youth Center and Teen Parent Program, has develop ideas on how to improve space. A
been limiting our programs proposal to purchase space from Iowa City
was funded by CDBG and UAY is conducting
a 3 year capital campaign that completed its
2nd year. The finish work in the space will be
complete and the new facility will open this
winter.
2. The state budget crisis threatens many 2. UAY is working with collaborative
services for youth and families, especially the agencies to maximize resources, including use
Teen Parent program, of case management with several agencies.
We have developed contracts with
Empowerment and Four Oaks/FaDSS to
maintain home visits and continue to work
with Mercy Hospital to provide health
services. We have developed additional fund
support from foundations and were successful
getting an additional federal grant to enhance
services. ($200,000/yr for 5 yrs)
3. Youth can use more opportunities to develop 3. UAY has helped develop the Youth
their skills and demonstrate their abilities in the Development Collaboration Project that was
community, selected as a national demonstration site by
the Family Youth Services Bureau. The
program will provide funding for several
efforts that help provide activities for youth
during out-of-school time, increase youth
civic engagement, and provide youth with
opportunities for positive self-expression.
Other efforts this past year included the
community youth leadership program done
with the Iowa City Chamber of Commerce
and UAY' s continued development of a youth
run radio station. ($130,000/yr for 4 years)
2. In what way will the needs of your service population change in the next five years?
We continue to look at how the population of youth is changing in Johnson County. There is much
more diversity as well as people locating here from other communities, both urban and rural. The
economic realities of local state and federal budgets will impact what resources are available. The
UAY JCCOG request FY 06 7
Agency Name: United Action for Youth
Iowa Department of Human Services is engaged in a major effort to redesign its services, and UAY
was invited to be part of the strategic group to assist in the design and review its implementation.
3. How do you plan to address these changes?
We continue to have a diverse staff that can offer services in both English and Spanish. We network
with other service providers in Johnson County to collaborate on projects that bring resources to UAY
and our partners. We also network with providers in other communities, to use them as resources for
clients, and to share "best practice" ideas. We have obtained training support to sponsor staff
exchanges with other programs for teen parents as we implement our new federal grant, and are
participating in several training programs sponsored by Iowa and federal health and human services to
train staff`in youth development. UAY staff were instrumental in organizing the Future Net network of
providers who work with teen parents and the Missouri Iowa Nebraska Kansas Youth Service network.
We have developed a number of research efforts about the impact of some of our programs to help
document the cost effectiveness of programs to justify funding source support, including cooperating
with the U of Iowa, U of Nebraska, and the National Institute of Mental Health on research related to
our youth programs. This summer we utilized youth to conduct a "youth resource mapping" initiative
to study where youth development is occurring and where services are needed and are using the results
to guide planning and program development. We have also conducted strategic planning in-service
with our entire staff to identify the four primary areas/strategic directions that will most enhance our
services for youth and families.
4. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Outcomes related to youth development include increase in youth's reports of assets and positive
connections with the community; improved skills in specific content areas (eg substance abuse
awareness, STD prevention, family communication); and reductions in aggregate rates of problems in
the community (juvenile crime, substance abuse, teen pregnancy). For the counseling program
outcomes include improved family communication; reductions in substance abuse or other problem
behaviors; improved sense of mental health well-being; and improved parent skills. The teen parent
program seeks to reduce second pregnancies, reduce low birth weight births to teens; have teen parents
complete high school and continue additional education; be able to live without on-going public
assistance; and have healthy childhood development as measured by the Denver II assessment.
5. Describe the evaluation methods you use to measure the success of your services?
UAY participates in a variety of evaluations for its programs. Last year we completed a two day site visit
by Health and Human Services for our Street Outreach and Runaway programs; a one day site visit by the
Iowa Division of Substance Abuse for our Prevention programs; a site visit for the Crime Prevention
project; and a site visit by the Attorney General's Victim's Assistance program. These visits included
meetings with youth served by the program and review of outcomes projected in grants that fund our
services. We also participate in other reviews with the Department of Education and DHS and the
evaluation ofFaDSS. With MECCA we are conducting an evaluation of the Strengthening Families
project. We are a research site for a National Institute for Mental Health project studying runaway youth
and our street outreach program. Some of the outcomes highlighted in these evaluations are:
6. What are the results of these evaluations (outcomes)?
· There was a 25% reduction of discipline complaints and 15% reduction of truancy at South East junior
high following the initiation of our school based program there
· In the Teen Parent Program over 3 years, 92% of the teen moms completed high school or GED while
they were in the program; 70% are not on FIP after completing the program; the second pregnancy rate
UAY JCCOG request FY 06 8
Agency Name: United Action for Youth
was 3%, compared to the national average for teen parents of 22%, of the teen moms UAY saw on a
pre-natal basis, there were zero Iow birth-weight deliveries this past year.
· Over 150 youth at risk completed the "challenge by choice" ropes course, of over 50 delinquent youth
less than 15% committed delinquent acts over the next year
· Runaways handled by area law enforcement were reduced from 360 down to 230, (a 35% reduction)
over the course ofUAY's 3 year Street Outreach program. Research by Washington University of
runaway programs, including UAY's, indicated that the youth seen in the program were better able to
return home, more likely to remain home after being a runaway, and reported less family conflict after
participating in the counseling program offered as part of the Basic Center program.
· Youth and families in UAY/MECCA substance abuse prevention programs are less likely to use drugs
and alcohol than their peers. This is true also for youth in UAY's program for Spanish speaking
families.
7. How do you plan to use the evaluation results to enhance/extend your services?
We continue to use results to demonstrate our success to potential funding sources and to the general
public. We have incorporated some of the research findings from projects we participated in to
improve program design, such as linkages for our street outreach program. We improved our case
documentation system based on valuable feedback we received during past site visit/peer reviews. We
have used "science based/researched" program models in developing collaborative prevention efforts
with MECCA. The Youth Development Project is part of a National demonstration by the Family
Youth Service Bureau and we are participating in their national evaluation of our youth development
activities. We will continue all of these efforts to enhance and extend our program services.
8. How do your programs/services impact the community?
The Center for Youth Development and Policy Research conducted a financial analysis of youth
development programs similar to UAY's in which they demonstrated a minimum $10 return for every
$1 spent on the programs. During challenging times, it is important for youth to feel connected to the
community, and UAY's outcomes demonstrate that our programs help do that. Teaching young
parents effective parenting and early childhood development reduces future health costs to the county.
We provided an analysis to the county about how the crime prevention initiative was saving local tax
dollars spent on detention.
9. How did the agency respond to the UWJC recommendations from last year?
The comments from last year were very kind and had no suggested areas for UAY to work on. We
continue to collaborate with several other providers. We continue to track many different outcomes for
our services and cooperate on a number of research efforts. We are fortunate to retain an excellent
staff and to have Don Carstensen continue as UAY board president after three years of leadership from
Casey Cook.
UAY JCCOG request FY 06 9
Agency Name: United Action for Youth
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How ot~en does your board meet? The board meets monthly, with additional meetings as needed
and an annual retreat.
3. What is your average attendance at board meetings? About 75% of the 10 - 14 members.
4. How is the board involved in strategic planning and governance of the agency? The board has
engaged in four strategic planning efforts in the past six years. The first to improve fundraising
and the second to study UAY's space needs. In this the board also sought non-board community
members to help in the process. Last year's retreat focused on how the board could advance its
own development and further contribute to UAY's mission, and the most recent the board
redesigned its committee structure to be more active and engage additional UAY staff in regular
interaction with the board. In addition there are broad efforts by the board at several meetings
during the year to review specific programs like the Teen Parent Program or the AmeriCorps
project, or the Youth Radio Station proposal to examine and recommend direction for programs.
5. What type of training/orientation do board members receive?
Prior to serving, potential members interview with board members and staff, with an outline of duties
and expectations. Once on the board the board member visits with the leadership staff at UAY for
orientation in which programs and budget information is presented. Adult and youth members are also
encouraged to attend other training sponsored by UAY such as regional youth meetings or the National
Symposium for Youth. We participated in the training for the United Way board bank and also
provided training to board members on fundraising. Our youth member was invited to the National
Youth Summit in November as a presenter and was keynote speaker at the Annual Symposium for
Youth in Washington D.C.
6. Does your agency have written policies and procedures for financial management? Yes. If yes,
date of last board approval? __9/17/02
7. Have you filed the bi-annual report with the Secretary of State? Yes. If yes, date filed? 3/24/03
this report is now done on a biennial basis
8. Have you filed the IRS form 990 for the most recent year? Yes. lfyes, date filed? _11/7/02
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes X__ No__
If yes,
Who completed the audit? Greenwood & Crim, Steve Kuhl. How much did the audit cost?
$5,100
UAY JCCOG request FY 06 10
Agency Name: United Action for Youth
If material weaknesses are noted in the audit, what is your plan for addressing them? There
were no material weaknesses.
If you do not have an audit, what is in place to assure accountability in the agency's financial
management?
10. Insurance Coverage: (check what coverage your agency has)
Insurance Check if agency has Amount
Directors & Officers
a. fiduciary liability X 1,000,000
b. employment practice liability X
General Liability X 2,000,000
Umbrella Liability X 2,000,000
Professional Liability X 2,000,000
Property or Renters X 750,000
Vehicle X 1,000,000
UAY JCCOG request FY 06 11
Agency Name: United Action for Youth
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Jim Swaim has been employed at UAY since 1973, Executive Director since June of 1974.
He has a BGS from the University of Iowa and completed additional course work in Family
Counseling, Social Work Administration and other specialized training from groups like the
Institute for Cultural Affairs, The Institute for Non-Profit Organizational Management, and
National Youth Work Project at the University of Minnesota He serves as a consulting grant
reviewer for several state and federal agencies, past national chair for the National Symposium
on Youth, delegate to the White House Conference on Families, and is a past member of the
Iowa Juvenile Justice Council and Commission on Volunteers. He is a current Iowa City
Library trustee, current president of the Missouri Iowa Nebraska Kansas Youth Service
network, and a member of the Iowa Substance Abuse Directors Association.
2. Staff Salaries & Benefits
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director X X X $48,000-65,000 1 1 1
Program Coordinator X X X $30,000-40,000 4 3 3
Family Counselor/therapist X X X $30,000-40,000 2 2 2
Family Support Counselor X X X $28,000-38,000 4 4 5
Youth Counselor X X X $26,000-40,000 7 7 8
Program Specialist X X X $20,000-31,000 3 3 4
Child Developmenl/child X X X $18,000-28,000 2 2 2
care
Office Manager X X X $25,000-30,000 1 1 1
Secretary X X X $18,000-26,000 .75 .75 1
Custodian X X X $18,000-26,000 .5 .5 1
AmeriCorps X X $9,000-9,800 1 4.5 4
Associate Director/ X X X $40,000-50,000 2 3 3
Program Director/Business
Director
TOTALFTEs 28.25 31.75 35
UAY JCCOG request FY 06 12
Agency Name: United Action for Youth
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 31
4. How much was spent on staff development in the last fiscal year? __$10,140
5. How much is budgeted for staff development in this fiscal year? $12,000'_
* UAY has several network training events in the coming year that are not paid from UAY
funds
6. What training and support opportunities are offered to staff?. UAY sponsors attendance at
conferences and training for all staff. We conduct monthly in-service training at all-staff meetings
with guest presentors. UAY sponsors CEUs for key staff and sponsor specialized training for staff
such as ropes Course Certification, Parents as Teachers, as well as attendance at professional
association meetings such as Certified Arts Therapists, Family Therapy annual meetings and the like.
Special training for specific project is offered such as the Community Youth Development and
Advancing Youth Development sponsored by the National Network.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 4%
Yes No If no, brief explanation
9. Does your agency
have personnel X Reviewed June of 02
policies? Reviewed on October 28, 2003
If yes, date board Revised November 18, 2003
last reviewed?
10. Does your board
annually evaluate X In some years this is done by the board chair, at least every
the director's 3 years a comprehensive review with outside agency input
performance? has been conducted. The last review was October of 03.
11. Does your agency
have job X Many job descriptions are approved as attached to specific
descriptions for grants. The board has not conducted a comprehensive
every position? review of all job descriptions. Job descriptions are
If yes, date of last approved by the executive director or associate director
board approval?
12. Is there an annual
performance
review for every X
staff?
UAY JCCOG request FY 06 13
Section 7: Financial Management
A. Three Year Historical Balance Sheet
As of UAY's fiscal year-end) FY04 FY05 FY06 FY04 FY05 FY06
Current Assets Current Liabilities
Cash $113,920 $50,000 $60,000 Accounts Payable $275,096 $275,000 $275,000
Investments $0 $0 $0 Payroll Taxes Payable $12,607 $15,000 $15,000
Receivables < 90 days $133,890 $150,000 $130,000 Contracts Payable $0 $0 $0
Other $14,014 $10,000 $10,000 Mortgage Payable-6 months $2,100 $102,100 $2,100
Total Current Assets $261,824 $210,000 $200,000 Total Current Liabilities $289,803 $392,100 $292,100
Other Assets Other Liabilities
Property __ $935,352 _ $950,000 $950,000 _ Mortgage Payable-Balance $365,951 $260,000 $150,000
Equipment [ $213,054 $250,000 $260,000 Other
less depreciation ($347,879 ($365,000) ($400,000) Total Other Liabilities $365,951 $260,000 $150,000
Receivables > 90 days $13,704 $65,000 $5,000 Total Liabilities $655,754 $652,100 $442,100
Other NetAssets $420,301 $457,900 $572,900
Total Non-current Assets $814,231 $900,000 $815,000
Total Assets $1,076,056 $1,110,000 $1,015,000 Liabilities & Net Assets $1,076,056 $1,110,000 $1,015,000
UAY JCCOG Request FY06 p~l 15
Agency: United Action for Youth
FY 04 FY 05 FY 06
B. Income & Expenses
Income
Local Funding Sources
Iowa City $73,964 $77,558 __ $80,000
Coralville $3,000 $3,100 $4,000
__Johnson County $100,193 $105,000 $110,000
United Way - Allocation $95,882 $68,174 $77,000
- Designated Giving $9,028 $10,000 $9,000
Grants-Federal, State, Foundation $834,506 $932,326 $1,105,000
Net Sales of Service $212,763 $197,500 $225,000
Net Sales of Materials $654 $700 $1,000
Contributions/Fundraising (*Includes Cap. Camp.) $53,635 $373,300 $154,000
Investment Income $531 $600 $600
Other $2,913 $33,000 $4,000
Total Income $1,387,069 $1,801,258 $1,769,600
Expenses
Wages & Salaries $806,221 $873,000 $942,000
Benefits $246,136 $224,000 $244,920
Occupancy $27,631 $52,500 $62,000 ~ncrease is costs of operating new center
Non-occupancy $210,140 $248,900 $262,000 ~ncrease is related to Teen Parent costs
Program Supplies and Activities $48,391 $74,500 $82,000 ~ncrease is costs of operating new center
$1,338,519 $1,472,900 $1,592,920 and youth development programs
I
C. Fund Balance
Revenue $1,387,069 $1,801,258 $1,769,600
Carryover Balance from previous year $90,876 $101,207 $99,565
Total Operating Budget $1,477,945 $1,902,485 $1,869,165 _
Less Total Expenses $1,338,519 $1,472,900 $1,592,920
Ending Fund Balance $139,426 $429,565 $276,245
Less Restricted Balance (explain) $38,219 $330,000 $175,000 Restricted to new youth center _
Carryover Fund Balance $101,207 $99,565 $101,245 I"Buildin~l Bri~lht Futures" campai~ln
UAY JCCOG Request FY 06 16
Agency: United Action for Youth
D. BdlDonor/Funder Restricted Funds Designated for: FY 04 FY 05 FY 06
Health Benefit Account Health benefits $1,338 $0 $0
Building Bright Futures building fund/capital campaign $119,852 $115,000 $25,000
(both of these funds are restricted by
UAY board action) _
Total Restricted Funds $121,190 $115,000 $25,000
E. In Kind Support: Last Year This Year Next Year
ServicesNolunteers 4200 hrs@$9, 550 hrs@$20, 100hfs@S50 $82,800 $110,800 $84,000
interns 4@$3000 AmeriCorps 5@$9000
Material Goods Donated food, music/rsc equip, furniture $18,000 $20,000 $24,000
Space, Utilities, etc class space, ropes course, bldg material $16,400 $44,000 $18,000
Other: (Please footnote) Labor for the finish and remodeling (estimate) $5,000 $75,000 $20,000
Total In-kind Support $122,200 $249,800 $146,000
F. Grants Description/Purpose Last Year This Year Next Year
Crime Victim Assistance assist child abuse victims & families $68,543 $72,000 $78,000
Runaway Youth/Street Outreach assist runawy, homeless youth & families $364,865 $408,900 $412,000
Substance abuse prevention skills training, activities for youth &families $96,039 $100,000 $105,000
Teen Parent assistance skills, home visits, ch/care, counseling $223,175 $222,000 $214,000
Youth development/AmeriCorps skills training, activities, yth cntr, recreation $257,282 $334,000 $360,000
Total Grants $1,009,904 $1,136,900 $1,169,000
UAY JCCOG Request FY 06 17
UNITED ACTION FOR YOUTH
BOARD OF DIRECTORS
last update: 9/27/04
Don Carstensen, Chair Polly Nichols
11 Westview Acres NE 621 Brown Street
Iowa City, IA 52240 Iowa City, IA 52245
home: 319-354-1876 home: 319-338-5704
cell: 319-331-7665 work: 319-356-2426
email: dpcarst@msn.com email: riverlights@mchsi.com (home)
email: polly-nichols@uiowa.edu (work)
Cathy Weingeist, Vice Chair Baron Thrower
3 Heather Court ACT
Iowa City, IA 52245 301 ACT Drive
home: 319-337-7331 Iowa City, IA 52243
email: cweingeist@mchsi.com work: 319-337-1480
email: baron.thrower@act.org
fax: 319-341-2649
Lars Anderson, Chair Patrcia Kindl
300 Brewery Square 1505 Wetherby Drive
123 N. Linn Street Iowa City, IA 52240
P.O. Box 2820 home: 319-351-3275
Iowa City, IA 52244 cell: 319-400-7595
home: 319-358-8333 work: 319-679-5566 ext. 5211
work: 319-354-0331 email: patricia_kindt@hillsban k.com
fax: 319-354-0559
email: landerson@icialaw.com
Julie Phye, Secretary Chris Okiishi
1280 540th Street SW 1005 Muscatine Avenue
Wellman, IA 52356 Iowa City, IA 52240
home: 319-646-5927 home: 319-358-9553
work: 319-646-5927 cell/work: 319-621-5179
email: julie-phye@uiowa.edu fax: 319-339-4793
email: cokiishi@hotmail.com
I UAY Board of Directors
Jim Swaim ~ Ginny Naso
Executive Director Associate Director
J Teresa Ulin
Business Director
[ Administrative Team I I Teen Parent Services Team
Kylie Buddin Mindy Tomash Lynette Jacoby, LMSW . Jessica Tellez, BSW Diane Tonkyn, AAMFT . Klm Anderson Stu MuJlins I Kylie Buddin
Teen Parent Counseling Youth & Family Youth Center
I
Data Manager Qffice Manager Coordinator J Family Support Worker Coord nator Counselor Coordinator Youth Counselor
Amie Kelley Youth Andrea Grosskurth I Darcie Yamada Amy Louis . Rick Spear Janie Jeffries J . Grace Sinclair
Administrative J Street Outreach Coord. School-based
Assistant Receptionists Family Support Worker TLP Coordinator Counselor Volunteer CoordinatorJ Outreach Worker
Steve Oaks L Megan Matthews . . Kerri Barnstuble Mark Jensen Dorothy Scanlan Codi Josephson Kelly VandelWerff
/
Youth & Family Youth & Family
Custodian Childcare Coordinator LFam y Support Worker Counselor Counselor Youth Counselor Youth Counselor
Jenna Janssen Elly Harris Hesly ~ Kelly Carrell
Pediatric Nurse / BSW Practicum AmeriCorps
Peer Counselor Practitioner Students Youth Counselor Volunteers
Work Study
MSW Practicum Youth & Adult
Students Childcare Staff Volunteers
Section 1: Background
Agency Name: Visiting Nurse Association
Address: 2953 Sierra Ct. SW Phone: (319) 337-9686
Iowa City, Iowa 52246
Director Name: Suellen Novotny Signatur,e:.~,~ /~'
Bd. Pres Name: Gordon Hinz Signature:- /~
Request Completed By: Suellen Novotny Date: September 23, 2004
Check Your Agency's Budget Year:
1/1-12/31 x 7/1-6/30 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Amount received from UWJC $75,692 $78,726 $86,599 3%
Does not include designated
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 0 0 0
Johnson County $100,425 $102,434 $105,507 4%
City of Coralville 0 0 0
What were local funds used for this year: United Wa,' funds subsidized Nursing, Physical Therapy and
Occupational Therapy skilled (physician ordered) home visits for individuals without insurance.
Johnson County funds supported Health Promotion Nursing, Maternal Infant Child Nursing, Social
Work and Dietician home visits, Eldercare sessions at twelve eldercare sites throughout Johnson County
and Community Services.
What will next year's local funds be used for? United Way funds will be used to subsidize skilled
Nursing, Physical Therapy and Occupational Therapy home visits for patients without insurance and to
supplement administrative costs associated with under funded governmental programs that provide a
variety of nursing and community services to medically indigent patients in Johnson County. Johnson
County funds will support Health Promotion Nursing, Maternal Infant Child Nursing, Social Work and
Dietician home visits, Eldercare sessions at twelve eldercare sites and Community services.
Explain or justify any significant increase in funding request. An increase in funding is requested for
skilled services due to an increase in under funded services experienced by VNA for Medicaid
intermittent care patients and Medicaid mental health patients. VNA is the agency of choice for patients
who are underinsumd or have no insurance because of the MISSION of the VNA in not discriminating
regarding ability to pay. VNA is experiencing a financial loss due to fifty percent of skilled patients
being under insured. The agency must plead for additional subsidy to continue serving the indigent
population of Johnson County.
Agency Mission Statement:
The MISSION of the Visiting Nurse Association of Johnson County (VNA) is to improve the
quality of life of persons in its service area by assisting individuals and families to achieve the
highest level of health and independent living appropriate to the persons involved. The VNA
provides home-based services to individuals with acute and chronic illness and to persons with
Agency Name: Visiting Nurse Association (VNA)
disabilities of all ages, ranging from infants to elderly. Services are provided without
discrimination, including ability to pay, within the constraints of the agency's resources and are
provided on a part-time, intermittent basis or on a full-time basis for special needs patients. The
VNA works cooperatively with other organizations and services to meet individual and community
needs
Summarize your programs and services:
· The Visiting Nurse Association of Johnson County is requesting funding from United Way for
Skilled Home Care Services (physician directed): home health services provided by nurses,
physical therapists, occupational therapists, and speech therapists to individuals diagnosed with
health problems. Skilled Home Care services are insured by commercial insurance carriers,
Medicare, and Medicaid. Skilled services involve direct patient care including assessment,
medication management, wound management, observation and evaluation with patients who are
medically unstable and have potential for complications and/or deterioration without appropriate
intervention and supervision. In 2003 VNA provided 20,188 home visits to 460 skilled patients.
VNA accepts Skilled Home Care patients who are underinsured or have no insured because of it's
MISSION of providing service to Johnson County residents without discrimination, including the
ability to pay (depending on the agency's financial resources). VNA subsidizes Skilled Home Care
services with funds from United Way, state grants, private donations and fundraising monies.
· The Visiting Nurse Association is requesting funding from ,Johnson County for Health
Promotion, Eldercare and Community programs:
1. Health Promotion: The VNA Health Promotion program is a preventative service promoting
health and well-being. Home visits are made to evaluate an individual's safety (safe from falls,
abuse, self-neglect) and physical and emotional wellness/stability. Physician orders are not
required for these home assessment visits. When VNA finds a person to be unsafe or requiring
skilled medical care the nurse will make appropriate arrangements for skilled cares to be
initiated. Health Promotion visits are made at no charge to the individual. In 2003 VNA made
8,761 Health Promotion home visits to 459 residents in Johnson County.
2. Eldercare: Thc VNA Eldercare program is a series of services offered to the well elderly.
The goal of the program is to promote optimal health and independence to older persons.
Services include direct care, screening, teaching and counseling. Services are offered at 12 sites
in Johnson County. Eldercare programs include Foot Clinics, Therapeutic Massage, Diabetic
Clinics, and Blood Pressure Clinics. In 2003 the VNA held 601 Eldereare sessions seeing a
total of 2949 individuals.
3. Community: The VNA Community program includes direct health care, health consultation,
screening, and education at various community sites throughout Johnson County. The goal of
this program is to promote healthy life styles, provide early detection of health risk factors and
to prevent health problems for the general population of Johnson County. This service includes
partnering with Johnson County Public Health in providing nursing staff for emergency county
situations. In 2003 VNA provided 382 hours of community services. In 2003 VNA immunized
3947 residents at sixty flu clinics.
jccoghs\fundingform- VNA.doc 2
Agency Name: Visiting Nurse Association (VNA)
List any accreditation and licensure your agency currently has. Explain.
The Visiting Nurse Association is accredited by the Accreditation Commission for Health Care, Inc.
(ACHC) from October 11, 2003 through October 10, 2006. ACHC approved the VNA for accreditation for
Nursing, Physical Therapy, Occupational Therapy, Speech Therapy, Medical Social Services and Home
Care Aide/Home Management services. ACHC approved the VNA for achievement in complying with the
standards for home health services developed to recognize programs of superior quality.
The Visiting Nurse Association is a Medicare and Medicaid certified agency. The agency successfully
completed a Medicare re-certification survey in June 2003. Medicare makes random visits to certified
agencies on a regular basis to ensure compliance with Medicare guidelines and medical standards of
practice.
jccoghs\fundingform- VNA.doc 3
A Tradition of Caring and Ouality Since 1949
Agency History
1848 The Visiting Nurse Association was formally organized on duly 13, 1949.
1850 The agency combined with the C;ity Nursing Service.
18t~3 The C;hild Health C;lini¢ was established as a service for indigent children.
186,~ The VNA became Medicare certified; Nursing was the first service certified.
1874 The Eldercare Program was developed for well elderly at C;ongregate Meals and housing sites.
1878 Medicare approved Home C;are Aide services were established.
1881 Evening services and 24 hour nursing emergency services were added.
1888 In cooperation with the Health Department, the VNA started the Senior Health Program to serve those individual not
under the regular care of a physician. A formal Quality Assurance Program was started; a support group for families
and caregJvere of AlzheJmer's Disease was started.
1884 The VNA was awarded two flood grants for nursing and home care aide services; the agency participated in a new
state program - The Family Investment Program.
10~ The agency contracted with insurance companies to conduct Activities of Daily Living assessment was awarded the
Iowa Breast and C;ervical C;ancer Early Detection Program Grant; twelve graduate students completed a two-semester
project, developing a strategic direction for the VNA; the agency was awarded Accreditation with C;ommendation by the
doint C;ommission on Accreditation of Healthcare Organizations.
1987 The agency contracted with a company to oomplete paternity testing.
1008 A letter of intent was signed by the Board of Directors to affiliate with University of Iowa C;ommunity Homec;are (UIC;H), an
Infusion Therapy C;ompany. The agency adopted a new program to offer a Personal Emergency Response System for
the frail elderly and others whose safety is in question.
1888 The VNA continued to work on the affiliation with University of Iowa C;ommunity Homec;are; the agency moved into a new
building, sharing space with UIC;H; the nurses began providing cardiac monitoring services. The VNA wa~ rea~redited by
the doJnt C;ommJssion for Accreditation of Healthcare Organizations.
2000 To meet a need in the ex>mmunity, the VNA was asked to develop a frozen meal program to serve Medic, aid Waiver
clients. From an anonymous trust in New York C;ity, the VNA received a $15,000 grant for Home C;are Aide services.
CareResource$ we~ opened ~ a limited liability company, jointly owned by the VNA and U of I Oommunity HomeC;are; its
purpose is to offer management services. Medicare changed its reimbursement system to a prospective payment system
(PP$), effeotJve October 1,2000. The VNA became a beta site for testing medication dispensers for non-cempliant
patients. A new cemputer system with a comprehensive home care software system was introduced to VNA staff,
including laptop computers for professional staff members.
2001 The VNA received a second grant from the anonymous trust in New York C;ity for $15,000; the purpose is to provide
subsidy for patients who need 'special' services but cannot pay the full cost of the service. The services will include
Health Watch, frozen meals, medication dispenser and telemedJcJne home visits. The VNA started a weekly nursing
service for Emergency Housing and added Eldercare services at Windmill Pointe. Private duty nursing and aide services
were developed through a contractual relationship with UIGH. Services are provided in dohnson C;ounty and within a fifty-
mile radius.
2002 The VNA received a third grant from the anonymous trust in New York C;ity to continue providing subsidy for patients who
need special services of Health Watch and frozen meals and cannot pay full ¢o~t for these services. The VNA entered a
oontractual relationship with the VNAA for providing Anthrax vaccinations to a specified Io~al business. In November the
VNA assumed the staffing of the HC;A Private Duty patients
200~ VNA experienced a significant cost savings in daily operations by successfully hiring a private duty nursing staff for VNA's
private duty clients. Medicare surveyed and recertJfJed the VNA for Medicare and Medicaid services Jn dune. In October
the A~reditation C;ommJssion for Health (::;are, Inc (AC;HO) cenducted an a~reditation survey and approved the VNA for
accreditation. The VNA entered a pro bono consulting relationship with the UIHC; C;ollege of Public Health in September
to assist management with the review and update of the VNA's Strategic Plan. Legislation was enacted in duly that froze
Medicaid reimbursement rates at 2001 rates. This change Jn reimbursement was not expected and caused a significant
Io~s for the VNA due to the high population of Medicaid patients the VNA cares for.
Agency Name: Visiting Nurse Association (VNA)
Section 2: Client Profile
. , _2002 003
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 939 862
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicated Count 625 562
3. How many Coralville residents did your agency serve? 3 Unduplicated Count 125 128
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 52 Female: 593 Asian 13
6-17 16 Male 319 Black/African American 26
18-29 41 Unknown 15 Hispanic/Latino 15
30-61 307 Caucasian 693
62-75 170 Other 2
>75 341 Unknown 178
3. Briefly describe your service population.
The VNA service population includes Johnson County residents of all ages, all socioeconomic
groups and all ethnic or cultural groups. The specific population may vary according to the
program and services.
Skilled Home Care and Private Duty care is provided to individuals with acute or chronic health
problems and/or with mental or physical disabilities. Community based and Health Promotion
services include services to healthy individuals who made need assistance or education to improve
or maintain wellness.
4. How do you determine eligibility for services?
The VNA provides Skilled Home Care, Health Promotion, Eldercare and Community services.
Eligibility for Skilled Home Care services is based on an admission criteria approved by the
Professional Advisory Committee of the VNA Board of Directors. This criterion requires an
individual be under the supervision of a physician and that there are medical orders for skilled
home health services. This criteria further requires that the individual be assessed as safe at home
and not require skilled assistance with medications and/or treatments during the hours that VNA
would not be providing services and that the home health services do not duplicate other care; i.e.
outpatient Cardiac rehab or therapy and Assisted Living services. As a certified agency VNA must
adhere to established Medicare/Medicaid guidelines and standards of medical practice which
include the requirement that the patient must agree to the Plan of Care including what services are
to be provided, what the frequency of visits will be and the fee. The patient must have an
emergency plan in place in the event of a health or environmental emergency.
The eligibility requirement for Health Promotion services is that the patient must be assessed as
safe for living in the home and not require skilled assistance with medications or treatments.
jccoghs\fundingform- VNA.doc 5
Agency Name: Visiting Nurse Association (VNA)
Eldercare is a series of services offered to well elderly at twelve sites throughout Johnson County.
The only requirement for eldercare services is that the elderly have transportation available to
attend the Health Promotion eldercare programs (blood pressure clinics, diabetic clinics, foot care
clinics, assessment and educational clinics etc).
Community services are direct care services held at various community sites, youth homes, and
correctional facilities throughout Johnson County. Target population varies according to the site
and services.
The VNA provides home based and community based services to individuals regardless of race,
religion, creed, sex, sexual orientation, ethnicity, disability, disease diagnosis, age or ability to
pay.
5. Are there fees for your services? Yes__x No__
If yes, please describe your fee structure:
Skilled Home Care services;
Sliding scale fees are available for individuals deemed ineligible for health insurance
coverage. Sliding scale fees are based on income, liquid assets, dependents, and unusual
circumstances. United Way funding, State funds, donations, and fundraising monies subsidize
skilled services provided on a sliding fee. Main payers for home health care are Medicare,
Medicaid, and commercial insurance.
Community Services;
Flat fees for Foot Clinics, Diabetic Clinics (blood sugars), Massage Therapy and Flu Clinics.
Sliding fees are available for Health Watch and frozen meals.
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Yes
Area(s) served: VNA provides Skilled Home Care, Health Promotion home visits,
Eldercare and Community services throughout Johnson County. VNA fulltime nursing staff
are assigned to Lone Tree, Oxford, Hills, North Liberty, Tiffin, Solon, Coralville and Iowa City
to provide these services.
Eldercare sites are located at:
· Lone Tree
· Hills
· Oxford
· North Liberty (2 sites)
· Tiffin
· Solon
· Coralville (2 sites)
· Iowa City (3 sites)
jccoghs\fundingform- VNA.doc 6
Agency Name: Visiting Nurse Association (VNA)
Services Provided:
Home Care services are provided throughout Johnson County as Skilled (physician ordered)
or Health Promotion. In 2003 VNA provided 20,188 Skilled Home Care visits to 460
patients (unduplicated) and 4,332 home visits to 8 private duty patients. In 2003 VNA also
provided 8761 Health Promotion visits to 459 individuals.
Eldercare services are provided at twelve eldercare sites (listed above) to the well elderly,
These services include Foot care clinics, Diabetic Clinics, Blood Pressure clinics and
Therapeutic massage services. In 2003 VNA provided 601 eldercare sessions treating a total
of 2949 well elderly.
Community services are direct care services available to Johnson County residents of all ages.
In 2003 VNA provided 382 hours of community services including 3947 flu and pneumonia
immunizations.
B. Do you provide services to areas outside of Johnson County?
Upon request the VNA will occasionally provide services outside of Johnson County. Local
funding is never used for services provided out of Johnson County.
Area(s) served: 50-mile radius of Johnson County. Medicare has approved VNA to
provide Skilled Home Care services to Cedar, Iowa, Linn, Muscatine, Washington and Louisa
counties.
Services Provided: In 2003 the VNA provided private duty home care services, Insurance
Assessments, Health Watch, Medication dispensing machines (MD2), and Military
immunization clinics outside of Johnson County.
Funding sources for services outside of Johnson County: No local funding is used for these
services.
jccoghs\fundingform- VNA.doc 7
Agency Name: Visiting Nurse Association (VNA)
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: Patient satisfaction surveys and unsolicited comments are used in determining
patient satisfaction of home care services. Initial satisfaction surveys are conducted by
phone; discharge satisfaction surveys are conducted by mail. Information is collected
regarding satisfaction with patient treatment (courtesy and respect, getting help with
important things, staff listening, explanations of care), as well as satisfaction with services
and service outcomes.
(b) Community: The VNA is conducting quarterly surveys of referral sources and
physicians to determine satisfaction with VNA services and processes. VNA also
conducts periodic surveys of consumers of VNA Eldercare and community services.
2. Briefly summarize your findings:
The average satisfaction rating (always or usually satisfied) of active patients surveyed in 2003-
2004 was 96 % for patient treatment and 96-98 % for overall agency services. Average
satisfaction ratings from discharged patients were 96% in 2003 and 99% 2004. Physician and
referral surveys have yielded positive results with ratings ranging from 4 to 4.5 on a 5 point scale.
Individuals receiving community services have given high satisfaction results--(97-98%). VNA
does receive suggestions and complaints at times. Each of these is followed up on an individual
basis.
4. 3. What changes have been made in response to these findings?
We have made changes in individual care plans, changes in staff assignments, and also changes in
our staff training as a result of feedback received.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
Source of Referral % of clients referred
Hospitals 36%
Self/Family/Friends 17%
Intra Agency 12%
Physician 10%
Outpatient Facility 6%
Government/Schools 6%
Home Care Agency 5%
Community Organization/Agency 5%
Other 3%
jccoghs\fundingform- VNA.doc 8
Agency Name: Visiting Nurse Association (VNA)
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Two other organizations in Johnson County provide skilled home care services, Mercy Home
Health and Auxi Health
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
VNA stands apart from other local home health agencies in its MISSION, services, and
governance.
The MISSION of the VNA is unique in accepting patients for skilled services without
discrimination, including the ability to pay.
VNA stands apart from other home health agencies in providing Eldercare, Health Promotion
and Community services throughout Johnson County.
Lastly, VNA is distinguished from other local home health providers in having a Board of
Directors accountable "only" for the delivery of home health and community services in Johnson
County. The VNA Board of Directors is a separate body that governs the MISSION and financial
operations of the VNA. The Boards of other local agencies are either hospital based or corporate
based and thereby, govern operational issues other than the delivery of home health care in
Johnson County.
7. Outside of referrals list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. Johnson County Public Health 1.VNA is a major partner in the area disaster
plan. VNA is available to work with JCPH in
event of communicable disease outbreaks.
VNA participated in the "Train the Trainer"
class for Small pox immunization and is now
training other local health providers. VNA
nurses assisted JCPH in TB screening clinics
in 2003 and with measles outbreak clinics in
2004. VNA is available to JCPH to provide
nursing staff for emergency planning and
staffing.
2. Elder Services 2.VNA participates in bimonthly Case
Management meetings to review the safety
and health of frail and elderly patients
followed in Case Management. VNA social
jccoghs\fundingform- VNA.doc 9
Agency Name: Visiting Nurse Association (VNA)
workers and clinical nursing supervisors
collaborate with Elder Service staff to ensure
appropriate direct services are provided to
Case Management individuals and to identify
other residents in Johnson County in need of
Case Management supervision.
3. VNA nursing staff collaborates with the
3. Community Mental Health Center medical staff of Community Mental Health
Center as they provide home health services
to patients with mental illness. VNA nursing
staff develops Plans of Care for each patient
according to Medicare guidelines and perform
medically necessary services including
medication management and assessment of
patients medical progress. VNA nursing staff
and CMHC physicians adjust care plans
according to patients' progress.
jccoghs\fundingform- VNA.doc 10
Agency Name: Visiting Nurse Association (VNA)
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Constant regulatory changes 1.Medicaid regulations for reimbursement and
required documentation change without
adequate lead-time for budget planning/staff
teaching purposes.
In July, 2003 Medicaid froze all Home
Health reimbursement back to 2001 rates
resulting in current reimbursement of $73.36
for each non-psychiatric nursing visit
compared to a VNA 2003 cost of $94.17 for a
nursing visit (per Medicare/Medicaid 2003
Cost Report). Hence, VNA lost $20.81 on
each Medicaid nursing visit in 2003. VNA
made 4,431 nursing visits in 2003 rendering a
loss of $92,309.11. Sixty percent of VNA's
skilled patient population is Medicaid.
VNA is the only home health provider in
Johnson County providing services to
Medicaid patients with mental illness. The
Medicaid Behavioral Plan (mental illness)
reimburses $65 for an authorized visit, which
renders at least a $29.17 loss per VNA home
visit. In 2003 VNA made 359 authorized
home visits rendering a $10,472 loss.
Because of non compliance (patient not at
home) VNA nursing staff often make several
visits to a home before a med set up can be
completed. These extra visits are non-billable
to Medicaid. VNA is evaluating whether it
can continue serving Medicaid patients with
mental illness due to the inadequate
reimbursement.
During 2004 Medicaid frequently changed its
interpretation of regulatory documentation
gui&lines for Private Duty hourly care for
special needs patients. VNA successfully
reversed all denials of payment to date after
significant man-hours were spent in research
and negotiations with Medicaid.
jccoghs\fundingform- VNA.doc 11
Agency Name: Visiting Nurse Association (VNA)
VNA is increasing its fundraising activities in
an effort to cover part of the financial deficit
resulting from inadequate reimbursement.
VNA is controlling expenses, i.e., downsizing
office staff (field staff generate revenues),
budgeting raises for field staff only, and
improving retention of staff through a
successful orientation and development
program. In the past twelve months VNA has
reduced its turnover of nursing staff from
forty percent to twelve percent, thus reducing
:urnover expenses.
2. Cash Flow 2 Reimbursement for home care services
often occurs thirty to ninety days after the
service has been provided. Medicare and
Medicaid render their final cost settlement to
Home Health agencies one year after the
services have been provided. These delayed
patterns of reimbursement create a cash flow
problem on a weekly basis.
Through improved financial management and
the setting of productivity standards for
billing/reimbursement staff VNA has
decreased its aging A/R accounts by 36%
percent over the past year. Historically the
billing department was neither aggressive nor
consistent in the follow up of aging A/R.
Cash flow is improving through higher
efficiencies in processing of billings and
aging accounts receivable, however, third
party payers continue to pay on a delayed
basis.
VNA consistently meets payroll and
operational expenses through the use of a line
of credit with a local bank.
3. Referrals 3. VNA competes with two local home health
agencies for skilled home health referrals
from physicians and discharge planners.
Because of VNA's MISSION VNA is the
agency of choice for skilled patients who
require subsidized services. In 2003 VNA
hired a part time marketer with the goal of
increasing VNA's visibility and market share
for skilled home health patients with
insurance. The Marketer meets with hospital
jccoghs\fundingform- VNA.doc 12
Agency Name: Visiting Nurse Association (VNA)
discharge planners regularly, makes rounds
on hospitalized VNA patients to ensure that
these patients will continue to be served by
VNA after discharge, conducts satisfaction
surveys amongst referring physicians, and has
facilitated VNA being featured regularly in
local newspapers regarding VNA's strengths
and accomplishments in home healthcare
delivery. VNA is currently advertising its
Skilled Home Care services on a local radio
station. These marketing strategies have
increased VNA's referrals and admissions for
skilled patients by 7% YTD respectively.
2. In what way will the needs of your service population change over the next five years?
Iowa has one of the largest per capita populations of elderly citizens in the United States.
Johnson County has an increasingly high number of elderly, disabled and indigent populations
Because of the high quality of human resources available to these people. It is essential to the
medical and physical welfare of these individuals that they have access to quality programs and
medical services.
A growing challenge for these individuals will be to find health and human resource providers
able to provide the amount of services they may require. Human resource and health providers
are downsizing their organizations due to financial deficiencies resulting from inadequate
reimbursement or funding. In 2004 providers often lack the human and financial
resources to provide the level of services indigent and disabled persons often require
Medicare reimburses Iowa the lowest reimbursement rate for home care services in the country
even though Iowa has one of the largest elderly populations in the United States. Medicaid
challenges health providers with payment denials for services provided to special needs and
Skilled Home Care clients yet these costs are far less than the cost of long-term care.
3. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
Our MISSION focuses us on improving quality of life, level of health and independent
(community) living. A more specific focus and the exact outcomes are determined by the
individual's health status and circumstances. After an acute illness, surgery, etc. we focus on
function. For individuals with chronic disability or disease, we focus on preventing complications,
maintaining comfort, maintaining or increasing ability to carry out activities of daily living and the
general activities required for community living, and on maintaining or increasing the available
support systems for the individual. We focus on comfort as well as other supportive care for
individuals who are in declining health without expectation for improvement.
jccoghs\fundingform- VNA.doc 13
Agency Name: Visiting Nurse Association (VNA)
4. Describe the evaluation methods you use to measure the success of your services?
VNA utilizes three primary measures- patient feedback, patient status information from admission
and discharge or transfer assessments, and statistical review-- in measuring the success of our
services.
VNA is a Medicare-certified agency and is therefore required to complete standardized
assessments (OASIS) of all adult Skilled Home Care patients at admission, every 60 days and at
transfer or discharge. We are further required to submit selected portions of these assessments in
an electronic file to Iowa Foundation for Medical Care (IFMC) at least monthly. IFMC then
provides regular reports on standardized outcomes (functional, clinical, utilization, adverse events).
VNA uses this information for quality monitoring and quality improvement activities. Last fall
Medicare initiated public reporting of some of this information under a program titled Home
Health Compare. There is a public web site available for viewing the outcomes of a specific
home health agency or groups of home health agencies. State and national outcomes are also
available.
5. What are the results of these evaluations (outcomes)?
Our Discharge survey asks patients regarding four outcomes:
Learned more about disease, caring for self (75% avg. 2003-2004)
Helped maintain necessary care and treatment (87% avg. 2003-2004)
Improved health, avoided complications (85% avg. 2003-2004)
Helped to be at home instead of institution (74% avg. 2003-2004)
The Home Care Compare standardized outcome results show that VNA patients have better
outcomes than the state and national averages in three areas: "Getting better at getting in and out of bed",
"Getting better at taking oral medicines correctly", and
"Have less pain when moving around."
In most other areas of Home Care Compare VNA performance fluctuates at levels that are close to
or equal to the national levels. The significant exceptions are need for hospitalization and need for
urgent, unplanned medical care. VNA patients consistently have higher rates of utilization than the
state and national rates.
6. How do you plan to use the evaluation results to enhance/extend your services?
VNA is implementing procedures to provide additional support, monitoring and education to
decrease hospitalization rates. We are currently exploring the use of telemonitoring equipment to
assist with this.
We are planning to extend our quality improvement efforts to further improve patient functional
outcomes and increase consistency of outcomes; we expect our therapists to be highly involved in
this process.
7. How do your programs/services impact the community?
We believe VNA makes a big difference in the community. 83% of our patients live in their own
home or apartment. 50% live alone (National comparison is 27%) and 36% have no specific
caregiver. Over one third of our patients are 75 years of age or older. Another one third are in the
18-61 year group. Many of these have chronic disabilities or diseases and are able to live in the
jccoghs\fundingform- VNA.doc 14
Agency Name: Visiting Nurse Association (VNA)
community because of home care support, coordination and oversight.
Our home-based and community health promotion and wellness activities provide opportunities for
individuals to know more about their health status, about health lifestyles and to use the health care
system appropriate and "take charge" of their health.
VNA consistently collaborates with other health care providers and other service agencies in the
community, working for the best for individuals and the community.
8. How did the agency respond to the UWJC recommendations from last year?
UWJC recommended that: N/A
jccoghs\fundingform- VNA.doc 15
Agency Name: Visiting Nurse Association (VNA)
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? In 2003 VNA Board consisted of nineteen
Board members. Board attendance was 78% for 2003.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
Strategic Planning: The 2004 to 2007 Strategic Plan was developed in collaboration with
UI College of Public Health Masters students, VNA management, VNA Board of
Directors, and Johnson County residents serving on Board advisory committees. This
collaboration identified VNA's critical role in Johnson County in providing cost effective
services to elderly, indigent and disabled individuals. Without VNA's services many of
these individuals would require higher costs of care in rehabilitation facilities, skilled
nursing homes or long-term care. The VNA Board of Directors, Executive Director and
VNA staff developed proactive strategies to address issues of cash flow, competition for
referrals and under-reimbursement. These strategies were further developed into a
Management Plan that is reviewed monthly by VNA Management. The VNA Board and
Management are fully aware of the critical financial challenges facing the VNA because of
the underinsured population VNA serves.
Fund development: Starting in the fall of 2003 and continuing to date the Board of
Directors' Development Committee meets monthly with the Executive Director and VNA
staff to plan fundraising events. Historically, the VNA depended on an annual direct mailing
for fundraising. In 2004 two fundraising events have been planned, in addition to the direct
mailing.
Governance: VNA Board of Directors meet monthly for Board of Director meetings. In
addition, all Board members are assigned to two committees. The VNA standing committees
include: Finance (monthly), Development (monthly), Professional Advisory Committee
(quarterly), Nominations (quarterly), Human Resources (at least annually), and Planning (at
least annually). The Board actively monitors and evaluates the agency's human and financial
resources and agency services. The Board conducts annual review of the Executive Director
that includes a review of the agency's service and financial status, productivity of staff, staff
turnover, staff morale and agency's position with Medicare's Home Health Compare ratings.
5. What type of training/orientation do board members receive?
New Board of Directors are provided a Manual containing VNA By-Laws, Articles of
Incorporation, Director Responsibilities, Committee responsibilities, VNA funding sources,
Strategic Plan, and SWOT Analysis (VNA strengths and weaknesses). New Directors are also
encouraged to make home visits with a Nurse and/or a Physical Therapist, and to meet with the
Executive Director. Current Board of Directors are educated regarding "the difference the VNA
makes" at monthly Board meetings with staff making presentations of patient cases
jccoghs\fundingform- VNA.doc 16
Agency Name: Visiting Nurse Association (VNA)
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Yes,
The Finance Committee reviews VNA financial policies and procedures at the Annual Agency
Review meetings. In July, 2004 the Finance Committee reviewed the agency's financial policies
and procedures at the Agency Review and scheduled Board approval at the October 2004 Board
meeting.
The date for the last Board approval of VNA financial policies and procedures is October 2002.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed?
Yes, filed on March 24, 2003. Due again in March 2005
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed?
Yes, filed on June 23, 2004
If no to questions 6, 7, or 8, give explanation.
9. Does your agency have a yearly audit? Yes x__ No__
If yes,
Who completed the audit? David McSorley, CPA How much did the audit cost? $7500
If material weaknesses are noted in the audit, what is your plan for addressing them? NA
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a [ if agency has Amount
Directors & Officers a. x a. $1,000,000
a. fiduciary liability b. x b. $2,000,000
b. employment practice liability
General Liability x $1,000,000/$2,000,000
Umbrella Liability x $1,000,000
Professional Liability x $1,000,000/$2,000,000
Property or Renters x $100,000
Vehicle x $1,000,000
jccoghs\fundingform- VNA.doc 17
Agency Name: Visiting Nurse Association (VNA)
Section 6:Personnel and Staff Development
1. State the length of employment of the Executive Director and his/her qualifications.
Suellen Novotny was appointed as the Interim Director of the VNA in September 2002. In
October 2002 the Board of Directors appointed her as the Executive Director.
Suellen is a registered nurse in the State of Iowa. She received a Bachelor's degree in Business
Administration and a Masters in Health Administration from Washington University, St Louis.
Suellen has worked in the health care delivery system for nearly twenty years.
She was hired at the VNA in January, 1997 and served as a Clinical Service Manager prior to
accepting the Executive Director position.
2. Staff Salaries & Benefits
Check ff Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Executive Director XX XX XX 52,000-75,000 1 1 1
Client Services Manager XX XX XX 40,000-50,000 1 1 1
Home Care Services Coord. XX XX XX 30,000 - 40,000 1 1 1
Intake Coordinator XX XX XX 26,000 - 37,000 1 1 1
Team Assistants XX XX XX 22,000 - 31,000 2 2 2
Physical Therapist XX XX XX 45,000 - 67,600 1 2 3
Aux Physical Therapist 45,000 - 67,600 2 1 1
Occupational Therapist 36,400 - 54,700 .25 .25 .25
Staff RN XX XX XX 32,000 - 48,000 6.3 7.4 7.4
Auxiliary Staff RN 32,000 - 48,000 9 9 10
Private Duty RN XX XX XX 32,000 - 48,000 10 8 10
Aux Private Duty RN 32,000 - 48,000 5 2 2
Private Duty LPN XX XX XX 28,000 - 38,000 4 3 4
Senior HCA XX XX XX 21,000 - 30,7000 2 2 2
HCA XX XX XX 16,600 - 25,100 10 9 10
Auxiliary HCA 16,600 - 25,100 5 5 6
HOME MAKER XX XX XX 15,500 - 23,3000 1 3 3
Auxiliary Home Maker 15,500 - 23,300 0 0 1
Social Worker XX XX XX 20,000 - 37,500 1 1 1
Dietitian 25,000 - 35,000 .25 .25 .2.5
Community Program XX XX XX 34,200 - 51,100 1 1 1
Coordinator
TOTAL FTEs 62.25 60.65 66.25
jccoghs\fundingform- VNA.doc 18
Agency Name: Visiting Nurse Association (VNA)
3. If serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)?
VNA Services Johnson County with approximately 39.5 FTE's.
4. How much was spent on staff development in the last fiscal year? $50,000
This is the expense of the time in the office for the staff, including the time spent by the Staff
Development manager on employee development and training.
5. How much is budgeted for staff development in this fiscal year? $55,000
6. What training and support opportunities are offered to staff:
· In-service education and competency reviews are provided weekly to Homecare Aide,
Homemaking, Nursing staff and Physical Therapy staff.
· New staff are provided a three-month orientation with Staff Development and
Management staff providing classroom, field and computer instruction. New staff are
evaluated frequently during this period to determine comprehension of and competency for
the position.
· Home Care Aide scholarships are available and encouraged for Homemakers. This
scholarship pays for Homemakers to return to school to receive a certified Home Care
Aide education.
· Continued education time off and financial reimbursement is provided to clinical
professional staff to apply towards their professional licensure requirements
· Guest Speakers are scheduled throughout the year to provide education on stress
management, employee safety, and other topics requested by the staff.
· Nursing and Home Care Aide staff receive ongoing computer training.
· All staff receive ongoing education regarding Medicare Guidelines for Home Health
Services.
· Management staff have ongoing in-services regarding Labor Law issues to stay current
with new legislation and to perform within the standards of Labor Law.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? 3% average increase.
Yes No brief explanation
9. Does your agency X
have personnel The Board reviewed in December 2003. for 2004.
policies? The Board will review in the Fall of 2004 for 2005.
If yes, date board
last reviewed?
10. Does your board X Executive Director receives an annual evaluation per VNA
annually evaluate policy.
the director's
performance? Suellen Novotny received a review on August 10, 2004.
jccoghs\fundingform- VNA.doc 19
Agency Name: Visiting Nurse Association (VNA)
The Board of Directors will complete her next review in
December 2004.
11. Does your agency X All positions have a job description.
have job Job descriptions are reviewed on an annual basis.
descriptions for Job descriptions were last approved by the Board of
every position? Directors in December 2002, and by the VNA management
If yes, date of last team in May 2004.
board approval?
12. Is there an annual X All employees receive an annual review.
performance VNA Personnel Policies require annual reviews for all staff.
review for every The HR Specialist is responsible for tracking this
staff? information to confirm that all supervisors are compliant in
completing annual reviews for the staff they supervise.
Section 7: Financial Management
A. Three Year Hi8~ica! Balance Sheet
(As of your fiscal year-end)
2001 2002 2003 2001 2002 2003
Current Assets Current Liabilities
Cash (34,179) 7,296 25,777 Accounts Payable 447,373 590,776 115,689
Investments: 0 0 623 Payroll Taxes Payable! 64,381 95,598 130,433
Receivables < 90 days 792,230 473,342 436,711 Contracts Payable 435,095 239,470 346,401
Other 14,835 33,835 34,302 Mortgage Payable-6 months
Total Current Assets 772,886 514,473 497,413 Total Current Liabilities 946,849 925,844 592,523
Other Assets Other Liabilities
Property Mortgage Payable-Balance
Equipment 107,282 109,598 111,087 Other 10,483 62,759 471,831
less depreciation (68,516) (79,482) (90,566) Total Other Liabilities 10,483 62,759 471,831
Receivables > 90 days 300,219 412,199 334,042 TotalLiabilities 957,332 988,603 1,064,354
Other Equity(Net Worth) 154,539 ~ (31,815) (212,378)
Total Non-current Assets 338,985 442,315 354,563
TotalAssets 1,111,871 956,788 851,976 Liab+Equity 1,111,871 956,788 851,976
jccoghs\fundingform- VNA.doc 20
Agency Name: Visiting Nurse Association (VNA)
Financial Information is: [X] entire agency [ ] county specific [ ] program specific
Last yr This yr Next yr
B. Income & Expense
Income
Local Funding Soumes
Coralville
Iowa City
Johnson County $104,025 $102,434 $105,507
United Way $75,692 $78,726 $86,599
Grants-Federal, State, Foundation $248,577 $233,235 $255,141
Net Sales of Service $2,411,206 $2,289,521 $2,193,012
Net Sales of Materials
Contributions/Fund raising $34,360 $30,852 $33,400
Investment Income $202, $819 $0
Other $5,631 $21,676 $7,150
Total Income $2,879,693 $2,757,263 $2,680,809
Expense
Wages & Salaries $1,526,549 $1,515,691 $1,345,246
Benefits $462,506 $414,474 $381,133
Administrative $1,006,292 $914,023 $869,011
Occupancy $64,909 $65,881 $66,854
Other
Total Expense $3,060,256 $2,910,069 $2,662,244
C. Fund Balance
Revenue $2,879,693 $2,757,263 $2,680,809
Carryover Balance from previous year ($31,815) ($212,378) ($365,184)
Total Operating Budget $2,847,878 $2,544,885 $2,315,625
Less Total Expenditures $3,060,256 $2,910,069 $2,662,244
Ending Fund Balance ($212,378) ($365,184) ($346,619)
Less Restricted Balance $0 $0 $0
Carryover Fund Balance ($212,378) ($365,184) ($346,619)
jccoghs\fundingform- VNA.doc 21
Agency Name: Visiting Nurse Association (VNA)
' Bd/Donor/Funder Restricted Funds Designated for: Last Year This Year Next Year
Total Restricted Funds
In-Kind Support: Last Year This Year Next Year
Services/Volunteers Office, Special Activities, Board & Advisory $35,463 $36,527 $37,258
Material Goods N/A $0 $0 $0
Space, Utilities, etc Senior Center - 792 sq ft $11,536 $11,882 $12,238
Other: (Please footnote) Student Volunteers $15,623 $16,092 $16,414
Total In-kind Support $62,622 $64,501 $65,910
Grants Description/Purpose Last Year This Year Next Year
JCHD - CSB Public Health Nursing and Home Care Aides $202,399 $177,411 $193,034
JCHD - BBC, Wise Woman and Social Breast, Cervical and cardiac screenings. Social $21,687 $22,425 $21,631
Work worker screening and intervention.
Empowerment - Child Health Outreach Recruiting and application assistance $14,725 $23,899 $20,476
Chase Grant ! Skilled Nursing, Aide and Health Watch services $0 $9,500 $20,000
Heritage Agency on Aging - Alzheimers Alzheimer's research $9,786 $0 $0
Total Grants $248,577 $233,235 $255,141
jccoghs\fundingform- VNA.doc 22
VISITINGofNURSEjohnsonASSOCIATIONcounty i'-'~ ~ ~'~ .L ?'~L~. [ ~ I'~.
2004 BOARD OF DIRECTORS
(VNA Board Members may serve two three-year terms)
OFFICERS &
BOARD MEMBER COMMITTEES TERM / END OCCUPATION MAILING ADDRESS PHONF
ANDERSON, STEVE Human Resoume / Planning First 12/06 Attomey 107 5~h Street, CoraIville 52241 351-8600
BJORNDAL, KATHARINE Development / Nominations Second 12/05 Retired / Administrative Assistant, U of I 2510 Bluffwood Circle, Iowa City 52245 338-2759
BUXTON, JOAN Development / Professional Adv First 12/06 Retired / School Nurse 510 N First Avenue, Iowa City 52245 338-5986
CAHILL, MARGARET (Peg) Nominations / Prefessional Adv First 12/05 Retired / Nurse 18 Donegal Place, Iowa City 52246 337-4818
CLEMONS, VIRGINIA VICE PRESIDENT Second 12/06 Retired / Medical Technologist 518 Woodddge Ave, iowa City 52245 338-6674
Executive / Human Resoume / Development
DALLAM, SUE Development / Human Resource Second 12/04 Retired / Professor, College of Business, U of I 18 Valley View Knoll, Iowa City 52240 338-9330
EVANS, DR. ERIC Planning / Professional Adv Second 12/05 Staff Physician / Student Health, U of I 1044 Weeber St, Iowa City 52246 353-5959
GROSS, JOHN Finance / Nominations First 12/04 President / Technigraphics Inc. (Printing) Plaza Centre One, 125 S Dubuque, iowa City 52240 354-5950
HAWKINS, E. MARIE Human Resource / Professional Adv First 12/05 Retired / Teacher (Special Education) 60 Penfro, Iowa City 52246 351-1829
HINZ, GORDON PRESIDENT Second t2/05 Retired / Vice President, Hills Bank 2119 Leonard Circle, Iowa City 52246 338-5033
Executive / Ex-officio Member of All Standing Committees
JOHNSON, DERRICK Development / Planning First 12/06 Executive Director / Legacy Pointe Assisted Living 1020 S Scott Blvd, Iowa City 52245 341-0911
JOHNSON, MARION Planning / Professional Adv First 12/05 Retired / Professor, College of Nursing, U of I 2107 Nomor Avenue #6, Coralville 52241 351-3305
LEHMAN, DEANN SECRETARY First 12/05 President / Enzlers Inc. (Gifts & Leather Goods) 902 Wylde Green Road, Iowa City 52246 337-2375
Executive / Human Resoume / Development
McGRATH, GAYLORD (Duke) TREASURER Second 12/04 Owner / McGrath Financial Services 2307 E Washington, Iowa City 52245 337-9301
Executive / Development / Finance
MULLER, JOHN (Jack) Nominations / Planning First 12/05 Owner / Director, Insurance Associates of Iowa City 44 Sturgis Comer Ddve, Iowa City 52246 338-1135
RI'I-rGERS-EASTON, MINYON Nominations / Professional Adv First 12/06 Physician, Iowa City Family Practice 269 N First Avenue, iowa City 52245 351-6852
ROE, STEPHEN Finance / Human Resource First 12/04 Administrator / Oaknoll Retirement Residence 2127 Abbey Lane, Iowa City 52246 466-3006
VANDERHOEF, PETER Finance / Nominations Second 12/05 General Manager / Owner, Iowa Book & Supply 2403 Tudor Drive, Iowa City 52245 337-4188
:::: B.~ai'di ~ iD.i~i~et~.'~ i :: i i i i i i i ! Standing Commiffees*
Executive Finance
Planning Prof Advisory
Nominations Development
Human Resource
Executive Director
SnformaUOn i manctat i : Cl!nlcal : ' ,uman ! staff ' oual~ Clinical HomeCare
System : Manager ; : Sen~Ces : Resoume : Development i Manager SeMces SeMce
Manager · ! Manager I I Coordinator
Manager -' : Represent:
· --.:'""". .....--. ..... .: .............. :---...-..'. . ,,,,,n, ' ..... ': ............
Assistant · ! SpeCialists : ReCepUonlst : '4. .
: . . :
: ..... * ....... I
, ,
.... , ·, ...... ,... ' .,. Professional Staff
: ............ ' : DocumentatiOn ' % i Registered Nurses, Psychiatric Nurse,
:: B°°k~eeper: : SpecialiSt , Maternal Child Nurse
: : : . Paraprofessional Staff Licensed Practical Nurses
% .... · · · · · .... , .... ,,..., ....... Senior Home Care Aides Therapists: Physical & Occupational
Home Care Aides Medical Social Worker
Homemaker/Home Helpers Health Promotion Social Worker
Dietitian
MedicalReC°~s :
LEGEND
= Direct Supervision & Accountability Intake Coordinator
_. _ = Supv from CareResource Personnel- Not Direct Accountability
..... Contracted Service
Dark Grey Fill = Contracted Services from various companies, including UI Community HomeCare Team Assistants
Patterned Lt Grey Fill = Contracted Services from CareResources
· Managerial Positions, both VNA Staff and Contract Staff interact with the VNA Board and the Standing Committees
1;1.8, O. Org Chart 0704
Section 1: Background
Agency Name: Four Oaks Youth Homes
Address: 1916 Waterfront Dr. Phone: 319 337-4523
Director Name: Kelli Malone Signature:
Bd. Pres Name: Mark Danielson Signatur~//~
Request Completed By: Kelli Malone; Don Boddicker Date: 9/24/04
Check Your Agency's Budget Year:
1/1-12/31 7/1-6/30 X 10/1-9/30
4/1/03- 4/1/04- 4/1/05- % of
3/31/04 3/31/05 3/31/06 Total
Budget
Amount received from UWJC
Does not include designated $24,961 $21,567 $35,000 1.99%
giving or Special Needs Grants
FY 04 FY 05 FY 06
City of Iowa City 0 0 0 .06%
Johnson County $63,408 $64,675 $65,000 3.69%
City of Coralville $875 $920 $1000 .06%
What were local funds used for this year: Local funds were used to cover PAL costs due to
decreased grant dollars, day care certificates, and increased costs; provide services to
SCILS clients, provide family services not covered by revenue; support for Johnson
County girls admitted to the Residential Center and to provide emergency shelter and
supervision for local youth.
What will next year's local funds be used for? Funds will be used for similar purposes next year.
Explain or justify any significant increase in funding request. See Below
The Four Oaks Youth Homes PAL Program has provided service to Johnson County Children for 12 years. The program
serves up to 35 and is an after school and all day summer daycare for children ages 6-13 who have been diagnosed with a
behavior disorder and/or a developmental delay. These children are usually unable to function successfully in a regular
daycare or summer program but have the potential for success in a setting with higher staff ratios, more structure, and
individualized goal setting. Many of these children are at risk of being placed out of their homes, in different communities
and schools due to their behaviors. The mission of the PAL Program is to provide a community based prevention program
that will allow these children to learn and grow while they remain in their homes and community. The program offers
many supports for parents, the schools and the children and has been very successful in keeping children in this community.
Occasionally the children are removed from their homes due to a family crisis and placed in the Youth Emergency Shelter.
When this occurs, funding for the PAL Program is suspended. Four Oaks feels very strongly that the children remain in the
PAL Program, as the stability the program provides may be the only constant event in the child's life. The children are
often frightened about what is happening with their family and their behaviors may increase. The PAL Program offers
support to the child as well as the family to help them stabilize and reunite if possible. The PAL Program continues to
provide services to the child and family without payment, yet still incurring the cost of having the children in the program.
This jeopardizes the financial security of the program and places it at risk of choosing to help the child, or discontinue
services for the time they are placed in shelter. This is an expense that the agency expects to continue as more children are
removed from their homes and fewer services are available through DHS. Since May of 2004, 5 children have been placed
in PAL and Shelter simultaneously. The agency anticipates that this will continue at a rate of 2 children at any given time,
for an average of 30 days each. This means that the PAL Program will serve approximately 24 children during the year,
without receiving payment for service. We are requesting an additional $15,000 to support PAL's FY05 budget as we
identify and implement strategies for next year.
Agency Name: Four Oaks Youth Homes
Agency Mission Statement: Youth Homes provides family-based services that help children
grow into competent, caring and responsible adults and encourages development of
community attitudes and support systems to assure their success.
To support our mission, Youth Homes provides short-term emergency shelter; long-term
residential care for young women; structured independent living services; after school and
summer programming; acute crisis intervention to prevent out-of-home placement of children;
therapy, counseling, and skill development to keep children in their home; foster care; and
special needs adoption.
Summarize your programs and services: Youth Emergency Shelter: Provides emergency and
short-term residential care, counseling, and supervision to runaway and homeless children; to
victims of abuse, neglect, or exploitation; and to children who have been removed from their
homes because of emotional, behavioral, or family problems.
Pursuing Adventures in Learning (PAL): Provides a~er school and summer programming for
preadolescents and middle school children (ages 6-15) who are behaviorally disordered and not
able to attend regular day care or summer programs.
Structured Community Independent Living Services (SCILS): Provides housing, behavioral
support, life skills, educational and employment support, financial assistance, and counseling to
foster care and homeless youth ages 16-21.
Family Services: Provides in-home counseling, therapy, and skill development, intensive
assessment and therapy, special needs adoption, foster care, supervised visits, and
diagnosis/evaluation services to children and families at-risk for child removal, for reintegration
from out-of-home placement, or for assistance to alternative placements.
Residential Treatment Center (RTC): Is a group foster home providing long-term residential
treatment and therapeutic services to young women (ages 13-17) who are emotionally challenged
and behaviorally disordered as a result of physical or sexual abuse, neglect, or other family
problems (domestic violence, criminal behavior, substance abuse, lack of parental
supervision/involvement, mental health issues).
List any accreditation and licensure your agency currently has. Explain.
Iowa Department of Inspection and Appeals
This state licensing body conducts annual reviews. The purpose of this licensing review is to
ensure compliance with state regulations regarding staff qualifications, personnel files, supervision,
client records and facility structure and maintenance
Residential services, foster care, adoption and independent living services are reviewed. The last
review for residential services was concluded in 2003. Youth Homes is on full licensing status.
Child placing services were last reviewed in 2003. Youth Homes is on full licensing status.
Council on Accreditation for Families and Children
Founded by the Child Welfare League of America, this national organization accredits private and
public agencies that serve children and families. The purpose of this accreditation is to evaluate the
agencies practices and procedures against national best practice standards in the following areas:
jccoghsLfundingform.doc 2
Agency Name: Four Oaks Youth Homes
stafftraining and supervision, personnel records, client records, service delivery, behavior
management, risk management, cultural competency and business practices (including fiscal
management and board governance).
All Youth Homes programs and services are COA accredited. The first accreditation review was
conducted in July 1998, resulting in full accreditation status. Re-accreditation was conducted in
August 2002, with full accreditation awarded. Reviews are on-site, 6 days in length, and are
conducted by 4 to 6 national peer reviewers. Reviews are scheduled every 3 years with the next
review in 2005. COA reviews standards for service delivery, Board of Directors, administrative
organization, supervisory practices and qualifications, staff training, financial practices and
policies, infrastructure organization and policies, quality improvement and policies.
Rehabilitative Treatment and Support Services (RTSS)
This is a state regulatory body certifies the following services every 3 years: residential services,
family-centered services, foster care, adoption and day treatment. On-going reviews/audits are
conducted throughout the year. The last certification process occurred in spring of 2003 with no
corrective action plans cited. Youth Homes has full certification status.
The purpose of these reviews is to ensure compliance with RTSS regulations regarding staff
qualifications, training, client records, documentation practices and personnel files.
Bureau of Purchased Services-Division of Fiscal Management (POS)
This is a state governing body that conducts annual contract reviews. Services covered under this
contract include independent living, adoption, and shelter services. The purpose of this audit is to
review service delivery, monitor client files, review staff qualifications, inspect facilities, and
review agency policies and procedures. Contract renewal occurred in July 2003, with the full
contract awarded. The next review will occur in July 2004.
Magellan Behavioral Health- MBC of Iowa
This private organization contracts with the State of Iowa to monitor outpatient mental health
services. The purpose of the review is to monitor the appropriateness of clinical services, to ensure
service delivery, and to assure documentation is consistent with standards set by H.C.F.A., Iowa
Department of Human Services, Iowa Department of Public Health and with the MBC of Iowa
contract. Audits are conducted annually. The last audit was conducted in 3/02 with continued
service delivery status.
j ccoghsLfundingform.doc 3
Agency Name: Four Oaks Youth Homes
Agency History
The primary purpose of Youth Homes is the same today as it was 31 years ago: to assist children and families
when they encounter problems they are unable to solve alone. Most of thc families referred to Youth Homes
are at high risk for one or more children being removed from the home (or ranning from home). Other children
referred are already in out-of-home placements (residential treatment, foster care, shelter) and along with their
families, need help coming back together. Our goal is to help provide a healthier and safer community by
providing children and families with a continuum of services and through local partnerships.
In December of 1972, the Youth Emergency Shelter opened its doors to six youth needing emergency housing.
Today we serve over 500 children and families annually in the following programs: Shelter, Courtlinn
Residential Center, PAL Day Program, Independent Living, and Family Services.
It was the foresight and vision of the Johnson County League of Women Voters that helped establish the Youth
Emergency Shelter in December 1972. The impetus behind the development of the Youth Shelter was concern
that too many Johnson County delinquents were housed in the city jail and that homeless youth had only adult
shelter alternatives. In 1976, the agency changed its name to Youth Homes, Inc., and began providing long-term
care as well as the emergency shelter services.
In December 1993, the 1916 Waterfront Drive property was purchased to meet growing community needs, to
consolidate several programs to one location, and to improve program facilities.
In 1995, national and state trends pushed theYouth Homes board and staffto prepare for success in a managed
care environment. This meant establishing a parmership with another agency to share financial risk and create
infrastructure efficiencies. After exploring a variety of partnerships, it was determined by the Youth Homes
Board, to merge with the Cedar Rapids based Four Oaks. Youth Homes and Four Oaks legally merged on 1-1-
97, creating a new agency Four Oaks Inc. of Iowa.
With the merger, Youth Homes increased the types of services offered by adding special needs adoption, family
foster care, family preservation, and FaDSS programming. On May 31, 2002, Youth Homes celebrated 30 years
of providing services to children and families in Johnson County. Approximately 200 donors, staff,
collaborators, families, youth, United Way agencies and staff, and members of local government came to
celebrate Youth Homes 30 year commitment to this community.
This year we face many challenges with decreased funding and a changing state system. Independent Living,
Shelter, and PAL, all face fiscal dilemmas based on state funding cuts and state budget management. However,
staffand board are committed to developing new revenue steams and cost cutting strategies. For example, we
have developed a new contract with the Johnson County Mental Health/Developmental Disabilities Services
(approved by the Johnson County Board of Supervisors), we have increased mental health assessments with
Magellan Behavioral Health, and we are expanding our capacity to provide foster care and adoption services.
As the state implements its redesign we must focus on huge changes such as provider performance measures
(Better Results for Kids) that will link fiscal incentives and disincentives to performance indicators. However,
our best resource, our very dedicated and skilled staff, continue an emphasis on quality improvement to
provide best practice and quality programming to those we serve. The Youth Homes Community Board and the
Youth Homes Leadership Team continue an emphasis on: Achievement of Excellence, Strength-Based
Leadership, Community Partnership, and Supportive Work Environment. The Youth Homes Community
Board has prioritized staffrecognition as the most critical goal this fiscal year. It is our staff who will develop
and implement new fiscal strategies, who will implement cost cutting strategies, who will support the agency
and each other through a changing state system, and most importantly, who provide the direct care services to
the children and families we serve. We are very appreciative of all the support we receive from our community
that helps us achieve our mission and these goals.
j ccoghsLfundingform.doc 4
Agency Name: Four Oaks Youth Homes
Section 2: Client Profile
~~ 2003
1. How many Johnson County residents (Including IC & 1 Unduplicated Count 204 177
Coralville) did your agency serve?
2. How many Iowa City residents did your agency serve? 2 Unduplicatcd Count 110 131
3. How many ¢oral~ille residents did your agency serve? 3 Unduplicated Count 22 25
Age (use agency's Gender Ethnicity (use agency's breakdown)
breakdown if needed)
0-5 18 Female: 177 Asian 1
6-17 144 Male 100 African American 50
18-29 15 Hispanic 4
30-61 0 Multi-Racial 18
62-75 0 Native American 1
>75 0 Other 6
White 97
3. Briefly describe your service population.
Each of Youth Homes five programs serves a different service population:
· Youth Emergency Shelter: Runaway and homeless youth, ages 11 - 17, needing temporary
shelter, supervision, and counseling
· Women's Residential Treatment: Young women, 12 -17 years of age, needing therapeutic group
foster care due to psychological/psychiatric difficulties and delinquent behaviors
· Independent Living: Homeless or aged-out of foster care youth, 16- 20 years of age, needing
shelter, behavioral support, life skills, educational and employment support
· Family Services serves children and families referred by DHS or Juvenile Court due to imminent
out-of-home placement, reintegration from placement into their home, adjustment to foster care or
adoption placement
· PAL: Behavior and conduct disordered children, 6 - 15, who need after school care and summer
programming.
4. How do you determine eligibility for services?
We base eligibility on the assessments of Department of Human Services and Juvenile Court
Services, program admission criteria (see #3 above), program capacity, and based on the
most appropriate treatment and services.
5. Are there fees for your services? Yes__X No__
If yes, please describe your fee structure:
YES: 1 child in residence (direct) for 1 day = 1 unit ~ $83.69
RTC: 1 child in residence (direct) for 1 day = 1 unit ~ $63.51
FS: 1/2 hour direct service = 1 unit ~ $38.87 (therapy), $ 33.54 (skill devel.)
SCILS: 1 hour direct service = 1 unit ~ $84.87 (scattered- Iowa City)
PAL: 1/2 day of direct service = 1 unit ~ $28.04
j ccoghs~fundingform.doc 5
Agency Name: Four Oaks Youth Homes
6. A. Do you provide services in the small communities and rural areas of Johnson County?
Area(s) served: We serve all communities in Johnson County including Solon, Tiffin, Hills,
Oxford, Lone Tree, and other small towns or rural areas.
Services Provided: All Youth Homes services are available to these communities.
B. Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Eastern Iowa
Services Provided: Residential Treatment, Emergency Shelter, Family Services (limited to
1.5 hour drive form Iowa City), FaDss, Independent Living, Special Needs Adoption,
Treatment Foster Care, Day Treatment.
Funding sources for services outside of Johnson County: State of Iowa Purchase of Service
Contract, State and Federal Grants, Merit, Medicaid, Private Pay.
Section 3:Community Relations
1. How do you assess satisfaction with your services?
(a) Client: We send satisfaction surveys to families 30 days from admission and at
discharge. We give quarterly satisfaction surveys to youth in PAL, Shelter, RTC,
and SCILS.
(b) Community: We send DHS and Juvenile Court referring workers satisfaction
surveys 30 days from admission and at discharge.
2. Briefiy summarize your findings:
2.95 Family Admission (scale 1 to 3)
2.99 Worker Admission (scale 1 to 3)
4.8 Family Discharge (scale 1 to 5)
4.22 Worker Discharge (scale 1 to 5)
3. What changes have been made in response to these findings?
Our parental return rate continues to improve. Based on parental comments, we developed
cultural competency practice improvements through consultation work with the University of
Iowa School of Social Work Director Salome Rahiem. Also, based on survey feedback, we
developed a Consumer Involvement Committee whose recent tasks have been to review
updated program handbooks for family friendly language and processes, review a newly
developed sex education curriculum, and review an upgraded intake and admit process.
4. Who are your referral sources to your agency? Please list the main sources and estimate the
percentage of clients that are referred by each source.
j ccoghsLfundingform.doc 6
Agency Name: Four Oaks Youth Homes
Source o£Keferral % of clients referred
Iowa Department of Human Services 63%
Juvenile Court Services 22%
Law Enforcement
Self 4%
Other 3°/0
Community 2%
School <1%
5. What other agencies/organizations in Johnson County provide similar services to the same clientele
as your agency?
Families Inc. and Lutheran Social Services also provide in-home therapy and counseling
services. Youth Homes' Emergency Shelter, Residential Treatment, PAL, and SCILS are
unique services to Johnson County.
6. Describe what distinguishes your agency and/or its services from other agencies that provide
similar services in Johnson County.
Youth Homes provides a continuum of service provision. This means that the child or family
who need additional services, such as residential treatment, foster care, assessment services,
or temporary shelter for example, may continue with the same agency and case manager,
therapist, or program staff. In addition, children and families may access Four Oaks
resources such as day treatment, PMIC, sexual offender treatment, or foster care group
homes. Our continuum of services also allows us to admit a higher level of difficult youth due
to immediate access to these support services.
7. Outside of referrals, list up to 3 primary collaborations. Briefly describe the nature of each
collaboration.
Collaborations Briefly describe
1. United Action for Youth 1. Share staff and financial resources on
programs for runaway and homeless
youth, for pregnant and parenting teens,
and for educational supports: SafePlace,
Street Outreach, TLP Grant, Title 1
Educational Tutor
2. JTPA, HACAP, Neighborhood Centers, 2. Collaborate on the Johnson County
DHS FaDSS program, a state grant funded
welfare to work program. The state of
Iowa received a $6 Million federal bonus
due to success of these state programs.
3. Iowa City Community School District 3. Four Oaks Youth Homes provides
transportation to and from school for
homeless children.
j ccoghsXfimdingform.doc 7
Agency Name: Four Oaks Youth Homes
Section 4: Strategic Planning and Agency Effectiveness
1. Describe up to 3 challenges/opportunities your agency is currently facing and how your agency is
addressing them. (e.g., general trends, staffing, finances, service delivery)
Challenges/Opportunities Strategies
1. Challenge: State budget cuts 1. Sharing resources with local agencies
(E.G. YH and UAY are sharing a $200,000
Independent Living grant); Reduced
spending (E.G. part-time staff and capital
expense reduction,); Stronger marketing
(E.G. Increased emphasis on customer
service and relationships with referral
agencies); Partner with other state
agencies (E.G. Collaborating with 10 Iowa
agencies on a state grant brings
approximately $40,000 into Johnson
county for independent living services)
2. Challenge: DHS Redesign 2. We are keeping ourselves informed by
involvement in several of the state
committees. We are implementing best
practice changes that will benefit our
clients and support any state changes.
3. Opportunity: Implementing a Care 3. We have fully implemented a care
Management System management system that standardizes case
reviews and improves outcomes for 100%
of cases in every program.
3. In what way will the needs of your service population change over the next five years?
The Iowa state budget crisis is having a negative impact to the services that Youth Homes
provides. We have had cuts in prevention programs, reductions in authorized service units,
and an imposed waiting list for residential treatment placements. This waiting list is
determined by ease dates and not ease needs. This means many youth who are most needing
services are not being served or are being served in a lower than needed level of care.
Subsequently, we are serving youth with increased severity of diagnosis, who have increased
treatment needs, and who have longer stays due to the state waiting list.
4. How do you plan to address these changes?
The Youth Homes Board has approved goals to 1) Share and utilize staff across programs to
increase staff ratio as needed, 2) increase training and supervision for staff, and 3) increase
program structure for the most behaviorally challenged youth. Prevention programs are
increasing grant applications and looking to private businesses for financial support. In
addition, we are working more closely with local OHS and JCS partners on a ease-by-case
basis to assure safety and the best possible outcome for youth and families.
jccoghskfundingform.doc 8
Agency Name: Four Oaks Youth Homes
5. Identify your desired outcomes (what do you hope to achieve as the result of your services?).
The desired outcome of our services is to help youth and families when they experience
problems they cannot solve alone. We improve youth and family functioning in order to keep
youth in their home or return them home from alternative placements such as foster care or
residential treatment. And when youth cannot live with their parents or caregivers, it is our
commitment and passion to work with referral sources to find them alternative living
arrangements, permanent relationships with caring adults, and the skills and community
resources to become caring, competent, and responsible adults.
6. Describe the evaluation methods you use to measure the success of your services?
The Quality Improvement department manages Youth Homes outcome measurement system.
The outcome measurement system evaluates client progress, service delivery, consumer
demographics, and program/organizational effectiveness. Various evaluation tools and
methods of monitoring are used to evaluate program effectiveness, risk management, desired
outcomes, appropriateness of care and quality of care.
Outcome measurement tools and methods include:
a. Satisfaction surveys are conducted for workers and families at 30 days of service and at
discharge. The information collected from these surveys are analyzed and reported to programs
quarterly. If survey feedback warrants follow-up the quality improvement department conducts
an internal review.
b. CAFAS: The Child and Adolescent Functioning Assessment Scale is used within the agency to
measure the level of client functioning at admit and discharge. Data from this tool is collected
and analyzed at both the client and program level. Data is reviewed quarterly.
c. Disposition surveys are conducted 12 months from the time of discharge. Outcome indicators
are collected that identify the client's level of functioning, status of well-being, school and
community involvement, safety and permanency. Data is analyzed and reported on quarterly.
d. Outcome indicators are collected at the time of discharge. Indicators collected
include: % of progress on treatment goals, the level of care being provided at discharge,
discharge status (planned/unplanned).
7. What are the results of these evaluations (outcomes)?
2.95 Family Satisfaction Admission (scale 1 to 3)
2.99 Worker Satisfaction Admission (scale 1 to 3)
4.8 Family Satisfaction Discharge (scale 1 to 5)
4.22 Worker Satisfaction Discharge (scale 1 to 5)
64% of served clients made progress on 80% or more of treatment goals
19% of served clients made progress on 50% to 80% of treatment goals
80% of Clients had a Planned Discharge (left planfully, not under emergency circumstances)
53% of Clients went to a lover or same level of care
8. How do you plan to use the evaluation results to enhance/extend your services?
Feedback and results from both internal and external review/evaluation processes are
coordinated, analyzed and disseminated to appropriate individuals, programs, boards and
j ccoghs~fundingform.doc 9
Agency Name: Four Oaks Youth Homes
committees. Administration and the board review agency level data quarterly. Data
concerning risk management, outcomes and service delivery is reviewed by service and
program leadership on a quarterly basis. Programs and services work in partnership with
the QI department staff to identify areas for improvement or needing corrective action. For
example, to increase the percentage of achieved treatment goals, we have developed a skill
group intervention curriculum that will improve the delivery of skill groups. In order in
increase the number of clients with a planned discharge we developed a care management
system that reviews 100% of cases quarterly and reviews for risk and progress.
9. How do your programs/services impact the community?
We provide a safe, family-based, respectful living environment to 100% of youth served in
our programs. 100% of youth participating in independent living services are completing
their education and are employed. In addition, we work with referral agencies to assure that
youth have safe, permanent relationships and placements when they leave Youth Homes.
Our PAL program provides after school and summer programming to elementary youth
who, due to severe emotional and behavioral disorders, cannot be in regular day care centers.
We work closely with parents of PAL youth to ensure adequate child supervision, home and
community safety, and improved school behavior. Our Family Services stafflower the risk of
child removal and help children reintegrate back into their home and community. Youth
Homes services help create a healthier community by helping children and families build
stronger relationships with each other and in their community.
10. How did the agency respond to the UWJC recommendations from last year?
We continue to develop and educate our community board. Our Community Board of Directors is
unique to Four Oaks and is critical to the success of Youth Homes. This past year, our board
members requested to spend more time in programs and with staff. This has had a very
positive outcome for our board member, for staff, and for our clients. After completing the
required volunteer applications and process board members provided workshops for clients:
college financial aid, car repair, home maintenance, tax preparation, and others. These
connections are helping educate our board members on our target population, their needs
and how our programs help them achieve goals.
Our rate of satisfaction surveys and disposition surveys are increasing. Our Consumer
Involvement Committee (families) has been very helpful in suggesting changes in our
language and process. We also have decides to revise some of our indicators that will help
clarify progress made. We will need to continue our efforts to increase survey numbers in
order to use the data to upgrade our programming.
jccoghsLfundmgform, doc 10
Agency Name: Four Oaks Youth Homes
Section 5: Board Governance
1. Please provide a board roster with names, town, occupation, term and end date, officers and
committee assignments. (Attach as Appendix A)
2. How often does your board meet? Monthly
3. What is your average attendance at board meetings? For FY04, an average of eight plus
leadership staff.
4. How is the board involved in strategic planning, fund development, and governance of the agency?
The Youth Homes Board assumes ownership for the Youth Homes strategic plan which is
developed as a product of a strategic planning retreat (last held 7/9/03). The Youth Homes
Board develops goals specific to Johnson County or goals that align with Four Oaks policy or
direction. The Youth Homes Board approved FY04 goals including increasing community
visibility, new board member mentorship, fund development, and development of a board
evaluation process. The Youth Homes Board reviews goal progress quarterly and strategizes
with staff to assure goal achievement.
Two Youth Homes Board members are full members of the Four Oaks Board of Directors.
One is the Treasurer of the Four Oaks Board and Chair of the Finance Ad Hoc Committee.
Another is on the Four Oaks Public Policy Ad Hoc Committee. They assure that any
strategic planning, annual goals or policy development is congruent with the goals and
direction of Youth Homes and Johnson County.
5. What type of training/orientation do board members receive?
They are first given a Board Packet that states Youth Homes' mission and purpose, describes
all services and programs, includes a roster of current board members and leadership staff,
describes the role of a community board and member, describes the benefits of board
membership, and includes a 10 minute Four Oaks video tape. The Board President and
Director have a meeting with the candidate to answer questions and review the Board Packet.
The candidate is invited to a Board meeting to meet members and staff and observe the
meeting process. Training is provided by the Director and/or Board President and includes
review of annual goals, current goal status, current challenges and strategies. This year they
are increasing program involvement as stated above.
6. Does your agency have written policies and procedures for financial management? If yes, date of
last board approval? Yes, last approved in May, 2002.
7. Have you filed the bi-annual report with the Secretary of State? If yes, date filed? No
8. Have you filed the IRS form 990 for the most recent year? If yes, date filed? No
If no to questions 6, 7, or 8, give explanation. To be filed one the current audit is finalized in
October, 04.
9. Does your agency have a yearly audit? Yes X__ No__
If yes,
j ccoghsLfundingform.doc 11
Agency Name: Four Oaks Youth Homes
Who completed the audit? How much did the audit cost?
Clifton Gunderson $2,000
If material weaknesses are noted in the audit, what is your plan for addressing them?
None Noted
If you do not have an audit, what is in place to assure accountability in the agency's financial
management? (Give specifics of financial practices/financial review procedures)
10. Insurance Coverage: (check what coverage your agency has)
Insurance Use a [ if agency has Amount
Directors & Officers
a. fiduciary liability X $1M
b. employment practice liability
General Liability X $1M/3M
Umbrella Liability
Professional Liability X $1M/3M
Property or Renters X Replacement
Cost
Vehicle X $1M
jccoghsLCundingform.doc 12
Agency Name: Four Oaks Youth Homes
Section 6:Personnel and Staff Development
1. State the length o£ employment of the Executive Director and his/her qualifications.
Kelli Malone has been employed by Four Oaks for 19 years. She has her Masters degree
from the University of Iowa in Counseling and Human Development with an emphasis
in Marriage and Family Therapy. She has been the Director of Youth Homes for 7 years.
2. Staff Salaries & Benefits (£or the entire agency)
Check if Applicable
Retire- Full-Time Equivalent
Paid Health ment Current Salary Range (FTEs)
Position Leave Ins. Plan Per Position Last This Next
Year Year Year
Administrative X X X $42,500 - $65,000 .75 .65 .65
Supervisors/Managers X X X $21,100 - $51,200 1.50 1.35 1.35
Therapists X X X $24,200 - $48,650 4.00 4.00 4.00
Direct Care Staff X X X $17,400 - $36,800 16.50 15.00 15.00
Part time X X X $15,120-$28,986 10.00 8.13 8.13
Night Counselors X X X $15,120 - $28,986 4.10 3.0 3.0
Other Staff X X X $15,120 - $28,986 1.00 2.00 2.00
TOTALFTEs 37.85 34.13 34.13
3. I£ serving multiple counties, how many FTE's serve Johnson County (include administrative and
direct service staff)? 34.13
4. How much was spent on staffdevelopment in the last fiscal year? $2,501
5. How much is budgeted for staff development in this fiscal year? $3,341
jccoghsXfundingform.doc 13
Agency Name: Four Oaks Youth ltomes
6. What training and support opportunities are offered to sta~.
Staff are required to complete at minimum 24 hours of trainlng their first year and 12 hours
thereafter. Four Oaks provides the following mandatory training for all staff: Child Abuse
Mandatory Reporter, Cultural Diversity, Infection Control, Mandt, Critical Expectations, CPR, First
Aid, Medication Manager, Emergency Safety Intervention, and CAFAS.
We also have a Core Competency Curriculum including Youth Worker training, Community-Based
training, Supervisor training, and New Employee Orientation. Each program is allocated staff
development dollars to send staff to workshops, seminars, conferences, visiting like programs or
facilities, consultants or providing in-service training. Every staff receives individual and team
supervision. We also provide leadership opportunities including Leadership Team, Service, Delivery
Team and Team Leaders.
7. Please attach current organizational chart as Appendix B.
8. Comparing the last complete fiscal year to current fiscal year, what was the average % wage
increase? We provided a one time increment, but the wage increase was 0%.
Yes No brief explanation
9. Does your agency
have personnel
policies? X
If yes, date board
last reviewed?
June 2002
10. Does your board
annually evaluate
the director's X
performance?
11. Does your agency
have job
descriptions for X
every position?
If yes, date of last
board approval?
June 2002
12. Is there an annual
performance
review for every X
staff?
jccoghsLOandingform.doc 14
Agency: Four Oaks Youth Homes
A. Three Year Historical Balance Sheet
(As of your fiscal year-end)
06/30/02 06~30~03 06/30/04
Currant Assets
Cash $ 244,200 $ 283,277 $ 270,285
Investments $ $ $
Receivables < 90 days $ 407,626 $ 92,451 $ 93,213
Other $ 8,500 $ $
Total Current Assets $ 660,326 $ 375,728 $ 363,499
Other Assets
Property $ 657,235 $ 642,892 $ 626,338
Equipment $ 29,146 $ 19,266 $ 15,106
less depreciation net net net
Receivables > 90 days $ $ $
Other $ $13,132 $21,062
Total Non-current Assets $ 686,381 $ 675,289 $ 662,506
TotalAssets $ 1,346,707 $ 1,051,017 $ 1,026,005
Current Liabilities
Accounts Payable $ 142,107 $ 111,844 $ 117,826
Payroll Taxes Payable $ 45,177 $ 16,298 $ 25,424
Contracts Payable $ $ $
Mortgage Payable-6 months $ 11,330 $ 20,076 $ 20,076
Total Current Liabilities $ 198,614 $ 148,218 $ 163,326
Other Liabilities
Mortgage Payable-Balance $ 238,356 $ 194,324 $ 167,195
Other $ $ $ -
Total Other Liabilities $ 238,356 $ 194,324 $ 167,195
Total Liabilities $ 436,970 $ 342,542 $ 330,521
NetAssets $ 909,737 $ 708,475 $ 695,483
Liabilities & Net Assets $ 1,346,707 $ 1,051,017 $ 1,026,005
Agency: Four Oaks Youth Home
FY 2004 FY 2005 FY 2006
B. Income & Expenses
Income
Local Funding Sources $ 90,015 $ 87,303 $ 89,922
Iowa City $ $ $ 1,000
Coralvil]e $ $ 920 $ 1,000
Johnson County $ 63,408 $ 64,675 $ 80,000
United Way - Allocation $ 24,961 $ 21,567 $ 35,000
- Designated Giving $ 875 $ 2,618 $
Grants-Federal, State, Foundation $ 121,877 $ 96,400 $ 96,400
Net Sales of Service $ 1,301,168 $ 1,386,648 $ 1,428,247
Net Sales of Materials $ $ $
Contributions/Fundraising $ $ $
Investment Income $ - $ $
Other $ 31,244 $ 28,974 $ 29,843
Total Income $ 1,633,548 $ 1,689,105 $ 1,761,413
Expenses
Wages & Salaries $ 963,729 $ 933,434 $ 961,437
Benefits $ 224,096 $ 222,814 $ 240,640
Occupancy $ 255,167 $ 252,939 $ 273,174
Non-occupancy $ 203,548 $ 215,381 $ 229,833
Other $ $ $
$ 1,646,540 $ 1,624,568 $ 1,705,084
C. Fund Balance
Revenue $ 1,633,548 $ 1,689,105 $ 1,761,413
Carryover Balance from previous year $ 708,475 $ 695,483 $ 760,020
Total Operating Budget $ 2,342,023 $ 2,384,588 $ 2,521,433
Less Total Expenses $ 1,646,540 $ 1,624,568 $ 1,705,084
Ending Fund Balance $ 695,483 $ 760,020 $ 816,349
Less Restricted Balance (explain) $ $ $
Carryover Fund Balance $ 695,483 $ 760,020 $ 816,349
Agency: Four Oaks Youth Homes
D. Bd/DonorlFunder Restricted Funds Designated for: Last Year This Year Next Year
3oard Restricted $ $ $
Total Restricted Funds $ $ $
E. In Kind Support: Last Year This Year Next Year
Volunteers, Board, Trainers, Interns,
~ervicesNolu nteers Students $10,0C0 $12,000 $12,000
Food, Furnishings, Holiday Donations,
~laterial Goods Books $20,000 $23,000 $23,000
3pace, Utilities, etc Remodeling, Landscaping $5,000 $5,000 $5,000
Dther: (Please footnote)
Total In-kind Support $ 35,000 $ 40,000 $ 40,000
F. Grants Description/Purpose Last Year This Year Next Year
JCPG PAL Family Support Worker $ 29,097 $ 30,000 $ 30,000
~H/DD PAL Mentat Health Clients $ $ $
=EMA Emer~lency Placements for Shelter $ 9,077 $ $
DED SCtLS Housing needs $ 9,620 $ $
<idsake Foster Care & Adoption Services $ $ $
~reet Outreach Emer~lency Shelter - referrals from UAY $ 2,850 $ 4,000 I $ 4,000
Independent Living Services for youth
Iowa City Aftercare Grant transitioning into community $ 30,044 $ 18,000 $ 18,000
TLP Grant $ 41,189 $ 44,400 $ 44,400
Total Grants $ t2t~877 $ 96~400 $ 96~400
APPENDIX A
YOUTH HOMES
COMMUNITY BOARD MEMBERS
Ruth Bonfi.qlio Mark Danielson
Founding Board Member Iowa City
Foster Parent, Retired Attorney
Iowa City Community Board President
1972-Present* Four Oaks Board Representative (1997)
Public Policy Ad Hoc Committee
1993-Present*
Janice Baumback Ron Wright
Iowa City Coralville
Clinical Social Worker, University Financial Consultant
Of Iowa Child Psychiatry, Retired Four Oaks Board Treasurer (1997)
2001-Present* Chair, Finance Ad Hoc Committee
1994-Present*
Wayne Johnson Bode Olakanmi, Ph.D
Iowa City Iowa City
Professor of Social Work, University Chemistry Research Associate
Of Iowa, Retired 2001-Present*
1973-1984'
1999-Present*
Natalie Cronk Jennifer Snell
Iowa City Coralville
Attorney Grant Wood AEA Consultant
2002* 2002- Present*
*Denotes the years of Youth Homes Community Board membership. Community board membership is not limited to
terms. Length of service is based on interest, time, and commitment.
APPENDIX B
YOUTH HOMES TABLE OF OR~ANIT'ATION
Community Board of Directors
Administrative Director
Program Manager Program Manager
SCILS, Family Services,
.Shelter, I~esidential
Customer Service, Admissions
Treatment, PAL
I
Shelter Residential PAL SCILS F~nily Srvs.
Coordinator Coordinator Coordinator Coordinator Team Leader
IPIO
DRAFT
IOWA CITY HUMAN RIGHTS COMMISSION
MINUTES
November 23, 2004
MEMBERS PRESENT: Lisa Beckmann, David Shorr, Paul Retish, Jim McCue; Geoff Wilming; Bev
Witwer
MEMBERS ABSENT: Elizabeth Cummings; Billie Townsend; Valerie Garr
STAFF MEMBERS: Heather L. Shank
GUESTS: Annie Tucker
1. CALL TO ORDER: Meeting called to order at 7:09 p.m.
2. GUEST: Annie Tucker is part of the team that put together the video, "White Privilege 101 ." When the
team learned that the Commission was putting together a movie project, the team wondered if the
Commission would be interested in their video. The team includes Tucker, Dr. Eddie Moore Jr., the
person responsible for the "White Privilege" conference, Adam Burke, an instructor and producer at
PATV and Valerie Garr, a Commissioner and employee of the University of Iowa. Tucker brought the
Commission a copy of the video. Tucker said that Eddie Moore read an article entitled, "White
Privilege" by P.D. Macintosh. Racism is the systemic disenfranchising of a people. When that
happens there is a systemic advantage for Caucasians. Most of the time Caucasians are unaware of
the privileges that they have as a result of this system. With Moore's recognition of the lack of
awareness, he put together his conference. The first year in 2000, the conference was held at Cornell
College. The 6th conference will be held in Pella this spring. Moore wanted to have a video that could
be shown in any room in which this conversation about white privilege could take place. Tucker also
wanted this conversation to take place. Separately she was working on a video as part of her Masters
in "Conflict Resolution." When she met Moore, he asked her be a part of the "White Privilege" project.
The team wanted a lot of different people to discuss their experiences and for two years they
interviewed presenters and participants at the conference. After interviewing 100 people and
accumulating 30 hours worth of tape, they applied for and received a grant from Humanities Iowa for
$7,000. In the end, most of the money was used to transcribe the footage so the four-team members
could highlight different things and put the video together. The video is under an hour.
Beckmann said that the Commission had discussed showing the videos and following with a discussion
between the audience members and the facilitators or persons that speak "expertly" on the subject of
the film. Beckmann asked Tucker whether there would be someone from her team that would be
willing to take on this role. Tucker said that she believed one or more of their team would like to be
involved in the facilitator role.
Shank asked Tucker whether the video could air on the government channel? Tucker said that it has
already been shown on PATV so there wouldn't be a problem. Beckmann said that she would like to
have some of the Commissioners review the video. Tucker said that would be fine and Witwer
volunteered to view it first, after Thanksgiving. Beckmann said she would like three Commissioners to
see it. Beckmann said that they had considered" Bang, Bang Your Dead," "Lets Get Real," and the
film about Fred Phelps, "God Hates Fags." Garr has already contacted persons at the U of I to see if
they wanted to show it there. The U of I is considering showing it in January or February and Tucker
didn't want the Commission to be surprised by this.
3. APPROVAL OF THE MINUTES: Beckmann asked for a motion to approve the minutes. MOTION:
McCue made a motion to approve the September minutes and Retish seconded the motion. MOTION:
Approved unanimously.
4. RECOMMENDATIONS TO COUNCIL: No
5 NEW BUSINESS:
RESIGNATION: Beckmann announced that Elizabeth Cummings was not reapplying to be on the
Commission because when she originally applied, she was of the impression that her role was going to
be different than what it turned out to be. Cummings thought she would have more of a jury type role.
Therefore, Cummings thought her efforts would be better used somewhere else. Shank said that she
received an e-mail prior to the meeting indicating she would like to help revise the Human Rights
pamphlet so that it reflects the changed role of the Commissioners. Shank said that Cummings could
not attend the meeting because of a family emergency. Witwer indicated she had reapplied and
Beckmann noted that the Commission would have two new Commissioners for the term commencing in
January. Shank indicated the deadline for applying was December 1. Appointments are scheduled for
the December 7th Council meeting.
Retish said that he is deeply concerned about the continuity on the Commission. There has been a
very high turnover. Shank said that the persons that resigned did not attend a lot of meetings because
of travel. Retish said that he knows what his schedule is so he is surprised when people apply knowing
that their jobs will not allow them to fulfill their obligations to the Commission. McCue added that he
understood Cummings reason for leaving. It was also McCue's impression when he applied, that he
would be making decisions in cases. McCue started at the time the law was being revised so that the
Commissioners would have more of an educational role rather than a quasi-judicial role early in the
process. Retish said that there should be a short accurate description of the role of the Commission
attached to the application.
VIDEO SERIES: Beckmann indicated that the "White Privilege" video sounded good and the high
school student that made the video regarding Phelps has not gotten back to her. She believes the new
college freshman may have a number of reasons for not being interested in showing his video at a
Commission public forum. Beckmann indicated that she believed the Commission should go forward
with the three videos, including "White Privilege." Beckmann suggested that the Commission should
decide the sequence. Witwer said that "Let's Get Real" should be shown in February so it will coincide
with the program later that month at Kirkwood. McCue said that the program should be run from 7:00 -
8:30 p.m. The first two movies are in the Recreation Center and the third movie will be shown in the
Public Library. Retish said that he was going to be out of the country for the March 8 video. Witwer
suggested moving "Bang, Bang, You're Dead" to January and showing the "White Privilege" video on
March 8. Retish indicated that it would work better for him if the schedule was changed in that way.
Beckmann asked the Commissioners to attend at least two of the three movies.
ARAB HUMAN RI6HT$ DAY: Shank said that the Commission has co-sponsored this program for the
last several years and this year it is scheduled for January 18. Generally the Commission attends
rather than doing anything for the program. Shank said that one of the speakers is Dr. Steve Howard
from Amnesty International. The e-mail that Shank received does not mention where the program will
take place but she assumes it will be in the IMU again. Beckmann asked that this be added to the
agenda again next month.
6. OLD BUSINESS:
Diabetes Banquet - Witwer indicated that she and Shank attended. She said that there was a film
about a diabetic camp that teaches kids of all ages and all walks of life how to live life as a diabetic.
They all learn how to take care of themselves, give themselves shots and feel comfortable with their
situation. The head of the camp was there and Witwer said that she was very committed. People from
all over the United States come to Iowa to attend the camp. Witwer said the program was excellent
and Shank said that vendors provided with a great deal of information on diabetes.
Rachel Simmons author of Odd Girl Out: The Hidden Culture of Aggression in Girls - Witwer
indicated that she had spoken with Marian Coleman and ten tickets of the fifteen tickets are to be given
to Marian Coleman to be distributed to teachers. United Action for Youth will receive two tickets.
Witwer has been in touch with Regina and was given the name of Beth Globokar, the sponsor of
Regina's student counsel and a Social Studies teacher. Globokar has not contacted Witwer yet.
Witwer said that Amy Melson is the U of I Professor of School Counseling and Witwer would like to
advertise this event with her so that new teachers would be aware of the program. Retish asked about
the Alternative School and Stephanie Phillips. Wilming said that Pat Meyer is the person to contact at
the Neighborhood Centers. Short said that perhaps the focus should be on schools themselves since
that is the setting the Commission is most concerned about and it is the teachers and the leadership
that should be most involved. He doesn't think it would be as important to extend the tickets to other
entities. Witwer said that UAY has a counseling component so they are probably dealing with this
subject. Wilming said that the Broadway Neighborhood Center, at the time he worked there, had
something similar via a young women's group. He thinks the Neighborhood Center has the potential to
be a good target group. According to Shank, Meyer borrowed the video, "Let's Get Real" and showed it
at Pheasant Ridge and Broadway. Witwer said that she just wanted there to be an awareness of the
program at Kirkwood. Shank also added that she needed to know the number of Commissioners that
wanted to attend Simmon's presentation.
Retish said that in only talking about bullying as it relates to girls, it will be a one-dimensional
discussion. If the Commission is sponsoring the program and the subject is bullying, It should be
discussed in a broad rather than singular sense. Shorr said that he sees this program fitting in because
the Commission is taking advantage of an event that is happening nearby and is using it as a devise to
find persons that are interested in the topic and would be interested in volunteering their time. McCue
also said that if the program were only about boys, the audience would take away a view, they may
have already held, that bullying is basically something that boys engage in. McCue said he did not feel
anyone would be deluded by a program focusing on girls or deluded into thinking that this is the only
problem there is. Shank said that girls' bullying other girls or boys has not really been discussed very
much in American society. Witwer added that the subject has been basically taboo. Short said that the
real work is the activity the Commission wants teachers, administrators, staff and parents to engage in
at the schools. Witwer said that Simmons mentions in her book that the level of ignorance as to girl's
aggression or the failure to see the problem, is quite extraordinary among parents, teachers, and caring
adults. "It is really hidden." Witwer said that it has been kept invisible because of the belief that, "Girls
must be nice!" Shank said that the video, "Let's Get Real," is really broad in that it encompasses
bullying done by both genders against both genders.
Youth Awards: The agenda indicated that a letter was sent to Marian Coleman, nomination forms
were taken to Southeast, UAY, Willowwind, e-mailed to all of the teachers and staff at Regina, and e-
mailed to the School Board, DPO's, etc. Beckmann said that the Commission needed to go farther by
contacting two schools. Shorr - Horace Mann & Herbert Hoover; Retish - Roosevelt & West High,
Mayor's Youth & Hills; Witwer - City High & Lemme & Lucas; Wilming - Horn, Lincoln, Longfellow &
Kirkwood; McCue - Shimek, Twain & Regina; Beckmann - Webber, Northwest Jr. High & Coralville
Central, Kirkwood & Wickam. Beckmann also indicated she would contact the boy scouts and girl
Scouts.
Housinq & Scattered Sites: Beckmann indicated that she drafted a letter to the City Council about
the housing situation. She also spoke with Dale Helling, the Asst. City Manager, about the
Commission's questions. Helling told Beckmann that a Scattered Site committee had been developed
to address similar questions to those raised by the Commission. Helling did not at all discourage
Beckmann from sending the letter, he just thought she might want to wait until the committee provides
their report. Retish said that based on the minutes of the Scattered Site committee, it appears the topic
of a preponderance of Iow-income housing and persons of color, in one section of town has not been
raised. The minutes talk about the kind of plans there have been or will be regarding the development
of housing. The committee members have spoken to a great many realtors, housing developers, etc.
Retish thought the Commission was looking for something different, i.e., why this is happening in the
Southeast portion of the City as opposed to what land is cheaper. There seems to be a belief system
that the Southeast portion of town is where this housing should be. Beckmann asked whether she
thought it would do any good to talk to someone on the committee. Retish would like the committee to
address the core issue and he added that when the "Music on Broadway" program was held in
September, there was quite a large police presence during the entire event. Retish wondered why that
happened. He wonders whether there is a sociological reason at the core, "if you have trouble, put all
of your trouble in one corner where it is easier to control." Sociological studies have shown that this is
frequently the tact that is taken. Retish would like the committee to address this issue. McCue said that
he would like to invite someone from the committee to the Commission meeting to talk about the
Commission's concerns. Beckmann said that she thought Retish and McCue should go to the
committee's meeting and address the entire group. McCue said he would be willing to do this. Retish
read from the 1st set of minutes from the committee that there was a letter from the Iowa City
Community School District, two resolutions and two memorandums in the packet. Retish indicated that
Commission members did not receive these materials. He thinks those documents might be helpful to
understand the goal of the committee. Retish believes Scattered Site might refer only to assisted
housing but there are all sorts of issues such as race, economics, etc. that should be discussed.
Beckmann said that the letter could be sent back to the Council but Retish said that he doesn't have a
problem going to the committee or waiting until the committee's report is released. Shank said she
would contact Mr. Hayek and talk to him about members of the Commission being on the agenda
and/or whether the committee was still meeting.
Housing Forum: Shorr said that he was sorry he hasn't gotten farther on this project. He said that
February is the month that the event will occur. The event is going to be a place where people can
come and get good solid information particularly grounded in the law, since that is the Commission's
own particular mandate. Shorr said that he has talked with Shank regarding some key resources and
he will work on the availability of the people and then the availability of venue. Witwer said that the
Commission already has the 8th and the 20th booked, so February is going to be busy but she knows
that Shorr has to choose a date that will work for his project.
Buildinq Blocks for Employment:
Retish said that the Education Commission along with other groups participated and the program was
"outstanding." It was a great evening with people getting information on how to apply for position and
put together a resume, etc. Retish was very heartened when two of his graduate students told him that
they actually helped someone put together a resume. The students had a good experience and the
gentleman they assisted walked away with something tangible. There was a quite a spectrum of
people that showed up in terms of age, race & educational background. Shorr said it was "great," and
Wilming offered that he enjoyed it "immensely." Wilming thought the turnout was wonderful and the
participation was great. A number of people left with something tangible and Wilming left with the
impression that the people that came for assistance really wanted to get back on their feet and get
working. Wilming said that he thinks it would be great if any day of the week a person could walk into a
place and get assistance of this kind. Retish said that Wilming made a great point. He thinks that it
would be extraordinary if the Chamber of Commerce would agree to help with this.
7 Reports of Commissioners -
Wilming: said that he is the only private businessperson on the Commission and he knows that
business people could bring a lot to the Commission. He also wanted to offer some names for the
breakfast speaker: (1) Diana Fritz Cates: She is on the U of l Human Rights Committee; (2) Pat Meyer
from the Neighborhood Centers and (3) Tom Harkin.
McCue: just finished coordinating housing for the homeless at the churches for the week. Eight local
churches are each committed to a week at a time for the next five months. They are willing to provide
shelter for people that meet the criteria, they have to be sober, etc., and the Shelter House has to be
full. In the week that Jim was coordinating, there were a considerable number of people that needed
shelter and the church was full to capacity every night.
Beckmann: noted that Waterloo and Burlington are considering adding sexual orientation to their
ordinances. Shank said that she thought Ottumwa was considering it as well. Beckmann said that the
Commission sent out a letter to all of the other commissions urging them to consider adding sexual
orientation to their ordinance and she thought maybe the correspondence had an effect.
8. Readinq Cases
9. Adjournment: 8:40 p.m.
Board or Commission: Human Rights
ATTENDANCE RECORD
YEAR 2004
(Meetin :Date)
TERM 1/27 2/24 3/23 4/27 5/25 6/22 7/27 8/2~ 9/28 10/26 11/23 12/28
NAME EXP.
Lisa 1/1/07 X X X X X X X X X NM X
Beckman NQ
Paul Retish 1/1/07 X X X 0 0 X X X X NM X
NQ
Geoff 1 / 1/07 X X X X X O X X O NM X
Wilming NQ
Valerie Garr 1/1/05 X 0 0 0 X X O X O NM O
NQ
David Shorr 1/1/06 0 X X X X 0 O X X NM X
NQ
James 1/1/06 X X X X 0 X X X X NM X
McCue NQ
Billie 1/1/06 X X X X X X X X X NM O
Townsend NQ
Bev Witwer 1/1/05 X X NM X
NQ
Elizabeth 1/1/05 X X NM O
Cummings NQ
KEY: X = Present NMNQ - No meeting, no quorum
O = Absent
O/E = Absent/Excused
NM = No meeting
.... Not a Member
DRAFT
POLICE CITIZENS REVIEW BOARD
MINUTES - December '14, 2004
CALL TO ORDER: Chair Loren Horton called the meeting to order at 7:00 p.m.
MEMBERS PRESENT: Candy Bamhill, Beth Engel, Loren Horton, Greg Roth and Roger Williams
MEMBERS ABSENT: None
STAFF PRESENT: Legal Counsel Catherine Pugh (7:05) and Staff Kellie Turtle
OTHERS PRESENT: Captain Tom Widmer from the ICPD.
CONSENT
CALENDAR Motion by Engel, seconded by Williams, to adopt the consent calendar.
· Minutes of the meeting on 10/19/04
· ICPD General Order #91-07 (Investigative Case Screening Process)
· ICPD General Order #95-04 (Administration of Department Training)
· ICPD General Order #99-01 (Police Vehicle Pursuits)
· ICPD General Order #99-10 (Domestic Violence)
· ICPD General Order #99-11 (Arrests)
· ICPD General Order#99-12 (Field Interviews and "Pat-Down" Searches)
· ICPD General Order #00-08 (Weapons)
· ICPD General Order #01-06 (Juvenile Procedures)
· ICPD Standard Operating Guideline #01-21 (Unusual Occurrences)
· ICPD Standard Operating Guideline #01-22 (Special Assignments/Training)
· ICPD Standard Operating Guideline #03-03 (Traffic Control, Vehicle Crahses)
· ICPD Use of Force Report- October 2004
Motion carried, 4/0, Barnhill abstaining.
NEW BUSINESS Iowa City Charter Opinions- Public meeting was on December 1st, no one from the
Board attended the meeting and did not have any input they wanted to submit to the
Charter Review Commission.
Comments for the Commission on Accreditation for Law Enforcement Agencies - Public
meeting was on December 6th. Bamhill attended the meeting representing the CPA
(Citizens Police Academy) and the CPAAA (Citizens Police Academy Alumni
Association). She said that the organizations spoke very favorably of the CPA and the
CPAAA and the support they receive from the Police Department and the Johnson
County Law Enforcement Agencies.
Standard Operatinq Procedures and Guidelines - Members of the City Council called
Horton and pointed out that the SOP's refer to Iowa City Sworn Police Officers and they
wanted a definition of it. Widmer stated that a sworn police officer is one who takes the
oath of office and is sworn in by the City Clerk. Community Service officers do not take
the oath. The Council members had concern that other employees in the department
have contact with the public, and what happens if someone has a complaint against an
employee who is not a sworn officer. Could they bring the complaint to the Board?
Pugh stated that they could certainly make a complaint to the Police Department, but not
to the Board. It is not within the Board's jurisdiction, which is established in the City
Code. Williams inquired about the folks who direct traffic during University sporting
events and what jurisdiction they fall under. Widmer stated that the police department
does very little traffic direction. The University contracts most of that out. Per Mar and
Two Star are the two main companies. On occasion they do have Community Service
officers do traffic control, but no sworn police officers.
PCRB - Page 2 DRAFT
December 14, 2004
OLD BUSINESS None.
CONSIDER A MOTION GRANTING THE POLICE CHIEF AN ADDITIONAL EXTENSION FOR THE
REPORT ON PCRB COMPLAINT #04-02 UNTIL JANUARY 7, 2005.
Motion by Barnhill, seconded by Roth, to defer Item No 5 to discuss in executive
session.
Motion carried, 5/0.
PUBLIC
DISCUSSION Widmer reported the Accreditation Review went very well. Two of the inspectors are
taking ideas, community surveys and training newsletters, that the police department
currently uses back to their own departments. The Accreditation Board assured the
Police Department that there should be no reason why they wouldn't be re-certified. The
re-accreditation process occurs every three years.
BOARD
INFORMATION None.
STAFF
INFORMATION Pugh noted to the Board that she has had a change in employment status. She will no
longer be associated with her former firm Stein, Moreland, Moore, & Egerton. She will
be working out of her home and the change does not affect her service to the Board.
EXECUTIVE
SESSION Motion by Barnhill, seconded by Williams, to adjourn into Executive Session based on
Section 21.5(1)(a) of the Code of iowa to review or discuss records which are required
or authorized by state or federal law to be kept confidential or to be kept confidential as a
condition for that government body's possession or continued receipt of federal funds,
and 22.7(11) personal information in confidential personnel records of public bodies
including but not limited to cities, boards of supervisors and school districts, and 22-7(5)
police officer investigative reports, except where disclosure is authorized elsewhere in
the Code; and 22.7(18) Communications not required by law, rule or procedure that are
made to a government body or to any of its employees by identified persons outside of
government, to the extent that the government body receiving those communications
from such persons outside of government could reasonably believe that those persons
would be discouraged from making them to that government body if they were available
for general public examination.
Motion carried, 5/0. Open session adjourned at 7:20 p.m.
REGULAR
SESSION Returned to open session at 7:24 p.m.
During executive session legal counsel directed the Board that the item was an open
session item and that they needed to adjourn executive session and return to open
session.
The Board came out of executive session and the Chair paraphrased what had been
discussed. Horton stated that the item for discussion is the Chief of Police's request for
a second extension of deadline for a report on PCRB Complaint #04-02. There were
concerns expressed by members of the Board about the reasons for the extension
PCRB - Page 3 DRAFT
December 14, 2004
request. Barnhill was concerned that the report had been deferred twice and each time
the Chief had requested the extension after the due date. It's been more than six
months since the complaint was filed. According to policy and procedures, an extension
may be granted for good cause shown. From the Chief's most recent request, Barnhill
doesn't feel as though any cause was shown at all. Barnhill would like more information
and would also like to address the policy and procedure as to when the Chief requests
an extension, and who approves it if there is no PCRB meeting. Horton also shares this
concern, had contacted Captain Widmer, and was informed that the reason for the
request was that the Chief wanted more time for the investigators to interview all of the
witnesses and officers again. The interview process had been completed when Horton
called, but the report had not been through the City Attorney's office to be reviewed.
Horton was also concerned whether or not the police department is in contact with the
complainant and has informed the complainant of the extension requests or whether the
Board should be doing that. The Complainant should be contacted by one or the other
about the delay.
Motion by Williams, seconded by Engel to grant 2nd extension to Police Chief until
January 7, 2005 for PCRB Complaint #04-02.
The Board agreed to have Horton meet with the Chief and express the concerns of the
Board.
Motion carried, 3/2, Barnhill and Roth voting no.
Motion by Barnhill, seconded by Roth to place an item on the next agenda to discuss
policy/procedure for extension requests.
Motion carried, 5/0.
MEETING SCHEDULE
· January 11, 2005, 7:00 p.m., Lobby Conference Room
· February 8, 2005, 7:00 p.m., Lobby Conference Room
· March 8, 2005, 7:00 p.m., Lobby Conference Room
· April 12, 2005, 7:00 p.m., Lobby Conference Room
Engel will not be able to attend the January 11th meeting.
ADJOURNMENT Motion by Barnhill, seconded by Williams, to adjourn. Motion carried, 5/0. Meeting
adjourned at 7:53 p.m.
POLICE CITIZENS REVIEW BOARD
ATTENDANCE RECORD
YEAR 2004
(Meetin Date)
TERM 1/13 2/10 3/9 4/13 5/11 6/8 7i13 8/10 9/14 10/19 11/9 12/14
NAME EXP.
Loren 9/1/08 X O/E O/E NM X NM X X X X NM X
Horton
John 9/1/04 X X X NM X NM X OE ............
Stratton
Greg Roth 9/1/05 X X X NM X NM X X X X NM X
Roger 9/1/05 X X X NM X NM O/E X X X NM X
Williams
Candy 9/1/07 X X X NM X NM X X X X NM X
Barnhill
Elizabeth 9/1/08 ........................ X X NM X
Engel
KEY: X = Present
O = Absent
O/E = Absent/Excused
NM = No meeting
.... Not a Member
City of Iowa City
FY06-FY08
Financial Plan
FY05-FY09
Capital
Improvement Plan
PROPOSED
FINANCIAL PLAN
Fiscal Year 2006 through 2008
CITY OF IOWA CITY, IOWA
CITY COUNCIL
Ernie Lehman, Mayor
Regenia Bailey Mike O'Donnell
Connie Champion Dee Vanderhoef
Bob Elliott Ross Wilburn
CITY MANAGER FINANCE DIRECTOR
Stephen J. Atkins Kevin O'Malley
BUDGET ANALYST
Deb Mansfield
CITY OF IOWA CITY
PROPOSED FINANCIAL PLAN
FISCAL YEARS 2006 - FY2008
TABLE OF CONTENTS PAGE
CITY MANAGER'S LETTER ............................................................................................................ 1
FINANCIAL PLAN OVERVIEW ......................................................................................................... 2
ORGANIZATIONAL CHART ............................................................................................................. 3
FINANCIAL AND FISCAL POLICIES ................................................................................................ 5
SUMMARIES AND CHARTS:
Budget Highlights ......................................................................................................................... 13
Financial Plan Analysis ................................................................................................................ 15
Property Tax .......................................................................................................................... 15
General Fund Revenue ......................................................................................................... 20
General Fund Summaries ..................................................................................................... 23
General Fund Expenditures ................................................................................................... 25
General Fund Year-end Cash Balance ................................................................................. 28
Debt Service Fund ................................................................................................................. 28
Internal Service Funds ........................................................................................................... 30
Special Revenue Funds ........................................................................................................ 31
Reserve Funds ...................................................................................................................... 32
Business Type Funds ............................................................................................................ 32
Transfers-Out ............................................................................................................................... 35
Transfers-In .................................................................................................................................. 38
FY2006 Additional Position Requests .......................................................................................... 40
Personnel Listing by Department Full-Time Equivalents ............................................................. 41
PUBLIC SAFETY:
Police Department:
Summary ............................................................................................................................... 43
Administration ........................................................................................................................ 44
Patrol ..................................................................................................................................... 45
Criminal Investigation ............................................................................................................ 46
Records ................................................................................................................................. 47
Emergency Communications ................................................................................................ 48
Community Relations ............................................................................................................ 49
Crossing Guards .................................................................................................................... 49
Grants .............................................................................................................. 50
Fire Department Summary: ..................................................................................... 51
Public Safety Reserve .................................................................................................................. 52
Housing & Inspection Services:
Administration ........................................................................................................................ 53
Building Inspection ................................................................................................................. 54
Housing Inspection ................................................................................................................ 54
Animal Services ........................................................................................................................... 55
Deer Control ................................................................................................................................. 55
PUBLIC WORKS:
Street System Maintenance ......................................................................................................... 57
Traffic Engineering ....................................................................................................................... 58
Engineering .................................................................................................................................. 59
Public Works Administration ........................................................................................................ 60
Public Transit ............................................................................................................................... (~1
Bus Replacement Reserve .......................................................................................................... 62
Court Street Transportation Facility ............................................................................................. 63
Energy Conservation .................................................................................................................... 64
Road Use Tax (RUT) ................................................................................................................... 65
CULTURE AND RECREATION:
Library ........................................................................................................................................ 67
Parks & Recreation Administration .............................................................................................. (~9
Parkland Acquisition Reserve ...................................................................................................... 69
Parks ........................................................................................................................................ 70
Recreation .................................................................................................................................... 71
Cemetery ...................................................................................................................................... 72
Senior Center ............................................................................................................................... 73
Senior Center Gift Fund ............................................................................................................... 74
COMMUNITY AND ECONOMIC DEVELOPMENT:
CBD Maintenance ........................................................................................................................ 75
Forestry ........................................................................................................................................ 75
Planning and Community Development:
Public Art ............................................................................................................................... 76
Economic Development ......................................................................................................... 76
Tax Increment Financing Districts (TIF) ................................................................................ 77
Community Development Block Grant (CDBG) - Metro Entitlement ..................................... 80
H.O.M.E. Program ................................................................................................................. 81
Emergency Shelter Grant ...................................................................................................... 81
PCD Administration ............................................................................................................... 82
Urban Planning ...................................................................................................................... 82
Johnson County Council of Governments (JCCOG):
JCCOG Summary ........................................................................................................... 83
Administration ................................................................................................................. 84
Transportation Planning ................................................................................ . .................. 85
Rural Community Assistance .......................................................................................... 85
Human Services Planning ............................................................................................... 86
Solid Waste Management ............................................................................................... 86
Neighborhood Services ......................................................................................................... 87
Community Development Non-Grant Activity ........................................................................ 87
GENERAL GOVERNMENT:
City Council .......................................................................... ........................................................ 89
City Manager ................................................................................................................................ 89
City Clerk ...................................................................................................................................... 90
Police Citizens' Review Board (PCRB) ........................................................................................ 90
Personnel ..................................................................................................................................... 91
Finance Administration ................................................................................................................. 92
Accounting & Reporting ......................................................................................................... 92
Purchasing ............................................................................................................................. 93
Treasury ................................................................................................................................ 93
Document Services ............................................................................................................... 94
City Attorney ................................................................................................................................. 94
Human Rights .............................................................................................................................. 95
Government Buildings .................................................................................................................. 95
Risk Management ........................................................................................................................ 96
Non-Operational Administration ................................................................................................... 96
Aid to Agencies ...................................................................................................................... 97
Community Event Funding .................................................................................................... 98
Emergency Levy ........................................................................................................................... 99
Employee Benefits ....................................................................................................................... 100
DEBT SERVICE:
Debt Service ................................................................................................................................. 101
General Obligation Debt ............................................................................................................... 102
BUSINESS TYPE ACTIVITIES (ENTERPRISE FUNDS):
Water:
Water Operations .................................................................................................................. 103
Water Reserves ..................................................................................................................... 104
Wastewater Treatment:
Wastewater Treatment Operations ....................................................................................... 105
Wastewater Treatment Reserves ..........................................................................................106
Airport Operations ........................................................................................................................ 107
Landfill ........................................................................................................................................ 108
Refuse Collection Operations ...................................................................................................... 109
Broadband Telecommunications ................................................................................................. 110
Housing Authority ......................................................................................................................... 111
Storm Water Management ........................................................................................................... 112
Parking:
Parking Operations ................................................................................................................ 113
Parking Reserves .................................................................................................................. 114
NON-PROGRAM FUNDS:
Equipment:
Fund Summary ...................................................................................................................... 115
General Fleet Maintenance ................................................................................................... 116
Equipment Replacement Reserve ......................................................................................... 117
Information Technology Services (iTS):
Administration & Operations .................................................................................................. 118
ITS Equipment Replacement Fund ....................................................................................... 119
Police Computer Replacement Fund .................................................................................... 119
Central Services ........................................................................................................................... 120
Risk Management Reserves ........................................................................................................ 121
Health Insurance Reserve ............................................................................................................ 122
Dental Insurance Reserve ............................................................................................................ 122
CAPITAL IMPROVEMENTS PROGRAM (ClP):
FY2005 - 2009 Program Summary ............................................................................................ C-1
Unfunded Projects FY2008 and Beyond ...................................................................................... C-15
CITY OF IOWA CITY
410 East Washington Street
Iowa City, Iowa 52240 1826
December 20, 2004 (319) 356-$ooo
(319) 356-5009 FAX
www.icgov.org
Gity Gouncil
Gity of Iowa Gity of Iowa Gity
Mayor and Gouncil:
Our property tax base continues to show steady growth. For the purposes of the Gity's overall
financial condition, this provides a positive statement of our community's prosperity and fiscal
health.
However, as we balance the budget, we must apply offsetting reductions in the property tax
base by way of the residential rollback as well as other state regulations. Even with healthy
growth in our tax base we must maintain a cautious policy with respect to any expanded
services due to state regulatory and legislative authority being unpredictable. The loss of State
Aid in the previous fiscal year in the amount of one million + in our General Fund played an
important role in virtually eliminating any planned growth of public services financed by the
General Fund. Without State Aid to support our General Fund it creates an even greater
reliance on property tax, contrary to historical interests of the State Legislature, to finance our
municipal services. These circumstances clearly reinforce our economic policies concerning the
importance of growing the commercial-industrial tax base which has far fewer state regulations.
Our growing community does have needs and public service interests that are not solely
intended to provide for economic development and tax base growth. These can include not only
transportation improvements, traditionally a major part of the Capital Improvement Plan, but also
parks recreation and public safety interests. While our FY06 operating budget has few changes,
due to revenue restrictions, you will note in the Capital Improvement Plan there are a number of
projects such as intersection improvements, the purchase of fire fighting equipment, transit
buses and equipment, parks and recreation improvements, etc., have been included. While only
indirectly supporting our economic policies these capital projects are important to our
community's future and its quality of life.
Sincerely,
City Manager
-1-
FINANCIAL PLAN OVERVIEW
This Three-Year Financial Plan is for fiscal years FY2006 through FY2008, which begin on July 1 and end on
June 30. This includes our one-year annual budget, required by Iowa Code for city government, and
provides two projection years as a planning tool. The purpose of the overview is to discuss the basis on
which the financial plan has been built.
The role of a government's operating budget differs from that of a private business. Budgets are an important
internal planning tool for business, but they also play an external role for governmental entities. A multi-year
financial plan informs parties inside and outside government of future objectives and provision of services to
its constituents.
The three-year plan also permits a more comprehensive review of the City's financial condition, allowing
analysis of current and future needs and requirements. During preparation of the plan, careful review is
made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service
obligations, bond financing needs, capital outlay for equipment purchases and major capital improvement
projects.
This document contains operating budgets for the governmental funds: general, special revenue, debt
service, capital project and permanent funds. It also includes business type funds, formerly known as
"proprietary" and internal service funds. Budgets are summarized by major revenue and expenditure
categories within each division. A separate multi-year Capital Improvements Program (CIP) show budgeted
revenue and expenditures for FY2005 through FY2009.
The modified cash basis of accounting has been used for preparation of this document. Revenues are
recorded when received, not necessarily when they are earned, and expenditures are recorded when paid
instead of when they are incurred. The Finance Administration Division monitors actual receipts and
expenditures carefully on a line-item basis. Department directors are ultimately responsible for ensuring that
the divisions under their control stay within budget.
-2-
Citizens of Iowa City Key
~r Appointed
Elected By
Mayor & officials Council
City Council & Mayor
/ Directo
'~ '~ ·'~ '~ T ]Manager[ Appointed
I Employed by [ By City
! or I Manager
Library
Airport Boards & City City City Board of ~Commission~B°ard
Commission /Commissions Attorney Clerk Manager Trustees
L
~anage~
( Assistant1 Finance )I Fire 1~ ~ Pa~ing '~ Parks& Planning& ~ ~ '~ ~
Recreation~ ~ Community ~ Police Public Works I ~ Senior Center~'~
City Director Chief /I Services ~.~~. Director~ L Developmen,! L~ Chief ~ Director Coordinator I
Manager ~ ~. Director .~ Director _.~
t~dminlatration Adminl - Admin. - Adminlatration Administration Administration ~dministration
Brnadtmnd -lreining [- ~arking En~'~ Senior C~ter
- lelee~mm. -Accounting Building[ - CBD Maint~nanm Community & ~- Animal Servi~ Coneervation
-Fire Insp~tion ~ Transit O~retions Ecenomi¢
- Human Rlght~ _ Puroha~ing ~r~tention - Cemetery Development Community Engin~'~ng
Housing / Services ~uipm~nt
Document Fire Authority [- Para-Transit - Forestry JCCOG Programs Maintenance
Human Services Suppression Criminal
Resources Housing Govemment Neighborhood - Investigations Landfill
Information Inspection - Buildings Services Solid Waste Collection
-Technology Emergency
Services - Parks Urban Planning Comm. Stormwater
Management
Risk - Patrol
Management Recreation Streets
~ Records & Traffic Engineering
Treasury Investigation Was[ewe[er
Management
Water
;~ ~m~grc~nic~c~'c~j2 .c~r
-4-
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.
[] 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.
D Operating budgets are established on a fund/departmentJprogram 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 semi-annually on staff initiated
amendments from the contingency account to the operating programs within the General
Fund.
[] Budget amendments may be made throughout the year with approval of the Department
Director, Director of Finance and the City Manager. The City Council formally reviews and
approves all amendments processed by staff twice a year in AugustJSeptember and May.
[] Increases or amendments to operating budgets are made only in the following situations:
- emergency situations
- transfer from contingency
- expenditures with offsetting revenues or fund balance
- carry-over of prior year budget authority for expenses that had not been paid as of the end
of the fiscal year.
OPERATING BUDGET PREPARATION CRITERIA
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.
-5-
- 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.
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 Iow 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 managementJemployee 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.
-6-
Parking, Refuse, Wastewater Treatment, Landfill, Broadband Telecommunications and
Water funds will be self-suppoding through user fees.
- 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 RHD~ET 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.
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. General Fund cash balances will not go below 15%.
[] Reserves will be maintained in the Water, Wastewater and Parking Funds in accordance
with existing bond ordinance provisions.
¸-7-
Reserves will be maintained for equipment replacement and for unexpected major repairs in
the following areas: Parking, Wastewater, Water, Landfill, Transit, Broadband
Telecommunication, Equipment Replacement, Information Technology Services, and
Central Services as well as Library Computer Equipment and Parkland Acquisition and
Replacement.
D 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.
D All general obligation debt will be paid from the Debt Service Fund. General Obligation debt
applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be
abated from revenues from the respective Enterprise Fund(s).
INVESTMENT POLICII=fi
[] Disbursement, collection, and deposit of all funds will be managed to insure maximum
investment opportunity for City funds.
[] The City will strive to maximize the return on its investment portfolio, with the pdmary
objective of preserving capital in accordance with the City's investment policy and prudent
investment practices.
All City funds not restricted by bond issue covenants will be pooled for investments, with
interest allocations made monthly.
The City will confine long-term borrowing to capital improvements. Short term borrowing will
be applicable for large dollar rolling stock (buses, fire apparatus) purchases and computer
systems.
[] 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.
[] The City will use "pay as you go" financing to fund general capital improvement projects,
whenever feasible and practi_cal.
-8-
~:C)MPI=N~ATI::E)
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 flrefighters) or retirement. However, sick
leave can only be used during employment. The cost of compensated absences are recognized
when payments are made to employees and the City amends the budget at that time.
ACCOUNTING: AUDITING: AND FINANCIAL RI=PC)RTING POLICII=S
[] 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.
[] 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.
pURCHARING POLICII=S
[] 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:
uPublic 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
-9-
-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
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.
-10-
[] 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 ~roperty.
- General liability insurance.
- Automobile liability insurance.
- Fidelity and crime insurance.
- Catastrophic workmen's compensation ~nsurance.
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 B~.sts. Insurance
placed in other companies will require a written report of the particulars, such report to be
filed with the Risk Manager.
[] 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.
-11 -
-12-
BUDGET HIGHLIGHTS
Fire Department Restructuring
The Fire Depadment's public safety responsibilities continue to evolve, notably with respect to
Homeland Security issues. City implementation of the National Incident Management System
will be an important component of our community's preparedness to combat terrorism. In order
to better monitor, develop and coordinate Homeland Security issues at the state and local level,
as well as undertake a number of other initiatives, the FY06 budget proposes a restructured Fire
Department within the current complement of personnel. This restructuring will position the
department for the future. A Deputy Fire Chief position and a Fire Inspector are created. There
is no increase in total personnel. This restructuring will position the Department for the future.
The Fire Department has also been actively pursuing accreditation with the Commission on Fire
Accreditation International. The organizational self-assessment and strategic plan have been
completed. The day-to-day management of this process can take approximately 18-24 months.
Fire Station 4, as proposed, will be located in the northwest corner of our community. Response
times to that area are not satisfactory, and we believe are inconsistent with the delivery of
satisfactory fire and emergency medical protection services. At some time in the near future it is
hoped the fire station can be constructed and staffed. Meanwhile, a reconfiguration of
emergency response districts and a related assessment of staffing and equipping the new fire
station will remain a high priority.
The Fire Department continues to conduct an inspection service that is substantially a biennial
fire inspection for commercial businesses in the community. Additionally, annual inspections of
liquor license establishments, daycare centers, group homes, and schools are undertaken. With
high-hazard occupancies, fire alarms, and sprinkler systems, local fire code compliance is an
important component of our community's public safety. We believe this would involve an annual,
as opposed to biennial, inspection. This inspection process will improve our community's code
compliance.
The department will play an important role in the emergency communications system upgrade.
The current system was placed in service in 1991 and has functioned satisfactorily. However, .
technological advancements, component obsolescence, and other capacity issues related to the
system have necessitated the development of a new plan to replace the system. Additionally, a
-13-
proposed joint communication system has been proposed to Johnson County Council of
Governments and will need a thorough review. The City's Fire and Police Departments will be
jointly requesting proposals for a comprehensive study of a recommended replacement and
upgrade of our radio communication systems. Additionally, the study will include the feasibility of
the proposed joint dispatch communication center.
Housing Inspector
The Neighborhood Housing Taskforce has recommended, and in response to growing rental
housing units, an additional Housing Inspector is proposed. This would be financed by an
increase in building permit as well as rental permit fees. Of specific interest to the Neighborhood
Housing Taskforce were single-family structures. Our estimate is there are over 175 single-
family structures that are used as rental property without a rental permit.
This new Housing Inspector would be expected to devote at least half-time to address the
growing inspection needs as well as respond to over 1,300 nuisance and zoning code
complaints received annually.
Residential Refuse Collection Fee
The FY06 Budget proposes an increase in the refuse fee from $12.10 per month to $12.50, or
approximately 3% increase.
Recycling Coordinator
The budget proposes the addition of the position of Recycling Coordinator at the
Landfill/Recycling Center. Our landfill has truly become a recycling center by locating the
Furniture Project, as well as our latest investment in new facilities for recycling. The Furniture
Project had traditionally been run by a human service agency, with the Landfill contributing
substantially from Landfill revenues to the cost of operations. We have now reached the point
where recycling activities require full-time attention. The new staff person would be available at
the recycling center in order to coordinate collection and distribution of furniture, set up with
other referring agencies, develop guidelines and other new diversion opportunities for furniture,
a computer registration program in order to provide for information to match referring agencies
and the needs of their clients and, in general, provide oversight for the recycling efforts. This
position would be financed by Landfill revenues.
-14-
FINANCIAL PLAN ANALYSIS
GOVERNMENTAL ACTIVITIES
Governmental Activities consist of the General Fund, Debt Service Fund, the Trust and Agency Funds,
Special Revenue Funds and Internal Service Funds.
A. PROPERTY TAX
Property tax is the single largest revenue source for the City General Fund, accounting for over 64%
of FY2006 General Fund revenues. Taxable property in Iowa is categorized into distinct classes,
namely residential, commercial, industrial, utilities, or agricultural with each class having different
procedures for assessing value for taxing purposes. To reduce the opportunity for dramatic tax
shifts between the classes from year to year, a statutory limit of 4% a year has been imposed
commonly called the growth limitation. For example, if statewide growth in any one class of property
in any year exceeds 4%, the taxable value is reduced by a percentage so that growth of taxable
valuation is at the 4% ceiling. This percentage is called the "rollback". Furthermore, residential
property is subject to an additional restriction in which the statewide growth in residential property
cannot exceed the growth in agricultural property. In other words, the taxable growth of residential
property is either 4% or equal to the growth in agricultural property, whichever is lower.
The following graph demonstrates the effect of the rollback on taxable valuation. In FY97 the
residential rollback exempted $584 million or 27.2% of Iowa City's assessed valuation. In
FY2006 the residential rollback will exempt $1,164 million or 36.2% of the assessed
valuation.
Iowa City
Taxable vs. Assessed Valuation
3.50
§ 2.50 ~ ~ ~ F---q100%
· _--- Assessed
k~ 2.00 Valuation
._=
~. 1.50
.o + Taxable
~ 1.00 Assessed
'~ 0.50 Valuation
0.00
Fiscal Year (FY)
-15-
Iowa City's assessed valuation has steadily increased due to new construction and revaluation. However,
assessed valuation taken away by the rollback factor has been increasing at a greater percentage. This
trend along with reductions in state funding reduces the ability of local governments to provide services.
In FY2006 only 47.9% of residential valuation (see residential column below) is generating property tax
revenue. The rollback is exempting $1.164 billion of $3.296 billion assessed valuation in FY2006.
Commercial, Less: Exemptions Taxable
Industrial & Military & Assessed
Description Residential Utilities TIF Values Valuation
Fiscal Year 2006
100% Assessment $2,237,134,548 $1,059,648,215 $3,296,782,763
State rollback 0.479624 (1,164,110,858)
Less: Exemptions (3,627,327 (3,627,327)
Less Gas & Electric (46,296,681 (46,296,681)
Taxable Assessed Value- for Debt Levy $1,073,023,690 $1,059,648,215 $ (49,924,008 $2,082,747,897
Less TIF Increment - available for debt only (29,439,402 (29,439,402
Taxable Assessed Value - Regular Levies $2,053,308,495
Fiscal Year 2005
100% Assessment $2,154,800,557 $1,038,402,453 $3,193,203,010
State rollback 0.484558 . - (1,116,652,428
Less: Exemptions (3,627,327 (3,627,327
Less Gas & Electric (45,612,494 (45,612,494
Taxable Assessed Value - for Debt Levy $1,044,125,682 $1,032,424,900 $ (49,239,821 $2,027,310,761
Less TIF Increment - available for debt only (23,439,402) (23,439,402)
Taxable Assessed Value - Regular Levies $2,003,871,359
**State rolled back Commercial and Railroads to 99.257% for this year, Other Utilities and Industrial are at 100%.
Fiscal Year 2004
100% Assessment $1,985,685,748 $974,592,309 $2,960,278,057
State rollback 0.513874 , - (965,293,449)
Less: Exemptions (3,701,778) (3,701,778)
Less Gas & Electric (45,505,049) (45,505,049)
Taxable Assessed Value - for Debt Levy $1,020,392,299 $974,592,309 $ (49,206,827) $1,945,777,781
Less TIF Increment - available for debt only (13,156,396) /13,156,396)
Taxable Assessed Value - Regular Levies $1,932,621,385
**Commercial, Industrial and Utilites are at 100% for this year.
Fiscal Year 2003
100% Assessment $1,932,822,466 $974,518,848 $2,907,341,314
State rollback 0.516676 , - (953,312,414)
Less: Exemptions (3,750,300 (3,750,300)
Less Gas & Electric (45,012,616 /45,012,616)
Taxable Assessed Value- for Debt Levy $998,643,120 $955,385,780 $ (48,762,916 $1,905,265,984
Less TIF Increment - available for debt only (5,087,715 (5,087,715)
Taxable Assessed Value - Regular Levies $1,900,178,269
**State rolled back Commercial and Railroads to .977701. Other Utilities and Industrial are at 100%.
-16-
Commercial, Less: Exemptions Taxable
Industrial & Military & Assessed
Description Residential Utilities TIF Values Valuation
Fiscal Year 2002
100% Assessment $1,719,115,220 $971,071,124 $2,690,186,344
State rollback 0.562651 , - (751,853,372)
Less: Exemptions (3,807,712) (3,807,712)
Less Gas & Electric (45,363,928) (45,363,928)
Taxable Assessed Value - for Debt Levy $967,261,848 $971,071,124 $ (49,171,640) $1,889,161,332
Less TIF Increment - available for debt only (11,774,108) (11,774,108)
Taxable Assessed Value - Regular Levies $1,877,387,224
Fiscal Year 2001
100% Assessment $1,668,069,820 $920,524,896 $2,588,594,716
State rollback 0.548525 . - (762,723,826)
Less: Exemptions (3,866,050) (3,866,050)
Less Gas & Electric (45,404,500) (45,404,500)
Taxable Assessed Value - for Debt Levy $914,978,054 $910,892,836 $ (49,270,550) $1,776,600,340
Less TIF Increment - available for debt only (11,604,365) (11,604,365)
Taxable Assessed Value - Regular Levies $1,764,995,975
*State rolled back Railroads and Commercial to .987732; other Utilities and Industrial are at 100%.
Fiscal Year 2000
100% Assessment $1,542,400,050 $872,308,484 $2,414,708,534
State rollback 0.564789 . - (671,269,394)
Less: Exemptions (3,930,870) (3,930,870)
Less Gas & Electric 0 -
Taxable Assessed Value - for Debt Levy $871,130,656 $872,308,484 $ (3,930,870) $1,739,508,270
Less TIF Increment - available for debt only (13,399,128) (13,399,128
Taxable Assessed Value - Regular Levies $1,726,109,142
Fiscal Year 1999
100% Assessment $1,500,669,280 $868,475,576 $2,369,144,856
State rollback 0.54909 , - (695,304,253)
Less: Exemptions (3,986,430) (3,986,430)
Less Gas & Electric 0
Taxable Assessed Value - for Debt Levy $824,002,432 $849,638,171 $ (3,986,430) $1,669,854,173
Less TIF Increment - available for debt only (18,061,137) (18,061,137
Taxable Assessed Value - Regular Levies $1,651,793,036
*State rolled back Railroads and Commercial to .973606; Agland to .964206; Other Utilities and Industrial are at 100%.
-17-
The City's property tax requests for FY2006 through FY2008, including the
FY2005 certified tax requests, are as follows:
FY2005 FY2006
LEVIES Tax Rate Tax Rate
Dollars per $1,000 Dollars per $1,000
General Fund
Tax Levies:
General $16,231,358 8.100 $16,631,799 8.100
Transit 1,903,678 0.950 1,950,643 0.950
Tort Liability 696,225 0.347 631,331 0.307
Library 541,045 0.270 554,393 0.270
Subtotal: 19,372,306 9.667 19,768,166 9.627
Special Revenue Levies:
Emergency 541,045 0.270 554,393 0.270
Employee Benefits 6,859,031 3.423 7,041,246 3.429
Subtotal: 7,400,076 3.693 7,595,639 3.699
Debt Service 8,015,196 3.954 9,008,114 4.325
Total City Levy Property 34,787,578 17.314 36,371,919 17.652
Taxes:
% Change from
2.12% -1.60% 4.55% 1.95%
prior },ear:
Agland Levy 5,911 3.004 5,443 3.004
Total Property Taxes 34,793,489 .... 36,377,362 ....
FY2087 FY2008
LEVIES Tax Rate Tax Rate
Dollars per $1,000 Dollars per $1,000
General Fund
Tax Levies:
General $17,107,763 8.100 $17,416,171 8.100
Transit 2,006,466 0.950 2,042,637 0.950
Tor~ Liability 640,739 0.303 640,786 0.298
Library 570,259 0.270 580,539 0.270
Subtotal: 20,325,227 9.623 20,680,133 9.618
Special Revenue Levies:
Emergency 570,259 0.270 580,539 0.270
Employee Benefits 8,054,799 3.814 8,529,344 3.967
Subtotal: 8,625,058 4.084 9,109,883 4.237
Debt Service 9,849,945 4.590 9,855,274 4.502
Total City Levy Property
;Taxes: 38,800,230 18.297 39,645,290 18.357
% Change from 6.68% 3.65% 2.18% 0.33%
prior },ear:
Agland Levy 5,911 3.004 5,911 3.004
Total Property Taxes 38,806,141 .... 39,651,201 ....
-18-
The FY2006 property tax levy rate is $17.6518 per $1,000 of taxable assessed valuation, compared to
$17.314 in FY2005. The increase in the levy rate is the debt service levy. Last year the Library Foundation
provided $500,000 as promised during the campaign to remodel the Library. That contribution lowered the
debt service tax levy for FY2005. The employee benefits levy increases are due to rising health insurance
costs and an increase in police and fire pension contribution rates from 24.92% to 28.21%.
Estimated Property Tax Levy on $100,000 Residential Valuation
(Iowa City portion)
City Levy: $ 17,314 City Levy: $ 17.652
State Rollback: 48.4558% State Rollback: 47.9642%
The General property tax levy of $8.10 is used in the General Fund to pay for the support of many services,
such as police, fire, library, parks and recreation services. The levy cannot exceed $8.10 per $1000 of
taxable assessed valuation per State law.
The Library tax levy of $.27 was voted in by a majority of the residents in 1991. The initial levy was used to
expand Library services and continues to maintain that level of service.
The Transit levy of $.95 is a "general" levy for transit purposes. State code requires that it be receipted into
the general fund. Therefore, through FY2002, the transit levy was receipted into the general fund and then
transferred to the Transit Enterprise Fund. Beginning in FY2003 Transit Operations moved into the general
fund.
The Tort Liability levy has no maximum levy and is based on estimated insurance premiums and claim
losses within the self-insurance retention. The City's self insurance amount has increased in the past two
years from $200,000 per occurrence to $500,000.
The Emergency levy of $.27 has been utilized since FY2001. The General levy must be at $8.10 before this
levy can be used, but is otherwise an unrestricted levy.
The Employee Benefits property tax levy is used for General Fund employer costs of social security (FICA -
7.65%), Iowa Public Employees Retirement System costs (IPERS - 5.75%), Municipal Fire and Police
Retirement System of Iowa (MFPRSI-28.21%, up from 24.92%), health insurance, life insurance, disability
insurance, worker's compensation insurance premiums and unemployment compensation. The Employee
Benefits Fu'nd reflects the use of Police/Fire employees benefits reserve fund monies to fund part of the
employer share of the Police/Fire pension contribution.
The Debt Service levy provides funds for the payment of the principal and interest on general obligation
bonds. The levy can also be utilized to fund the payment of any judgments against the City. The Debt
Service levy increases from $8,015,196 in FY2005 to $9,008,114 in FY2006 and is projected to increase to
$9,849,945 in FY2007 and to $9,855,274 in FY2008. Future general obligation debt issues include $7.85
-19-
million in FY2005, $6.8 million in FY2006, $5.85 million in FY2007 and $5.42 million in FY2008. An
additional $1.5 million in taxable general obligation bonds will be issued in FY2006 for iowa City's portion of
the Camp Cardinal area development.
B. GENERAL FUND REVENUES
FY2006 revenues total $43.6 million and represent a 2.1% increase over the FY2005 budget of
$42.7 million. Revenue is projected to increase 2.2% in FY2007 ($44.6 million), and 1.3% in FY2008
($45.3 million).
Property tax receipts (general levies, employee benefits transfer and emergency levy transfer)
represent 64% of General Fund revenue and are proposed to increase by 2.2% in FY2006 to
$27,986,225. Property taxes for FY2007 are proposed at $29.6 million, an increase of 5.8%.
FY2008 property taxes are projected at $30.4 million, a 2.9% increase.
Licenses & FY2006 Proposed Budget
Permits General Fund Revenue
3% $43,653,111
Other City Taxes
2%
Use of Money
& Property
1%
Intergovernmental
6%
Charges For
Services
9%
Miscellaneous
4%
FY04 FY05 FY06 FY07 FY08
Actual Amended Proposed Estimated Estimated
Property Taxes 18,473,495 19,378,217 19,773,609 20,330,670 20,685,576
Other City Taxes 989,574 990,964 1,007,991 1,014,477 1,021,000
Licenses & Permits 1,351,763 1,185,501 1,210,166 1,210,166 1,210,166
Other Financing Sources 10,857,167 12,627,877 12,958,732 13,408,062 13,680,043
Use Of Money & Property 319,694 281,565 299,938 299,938 299,938
Intergovernmental 2,752,788 2,750,809 2,671,421 2,674,575 2,675,588
Charges For Services 3,412,093 3,716,642 3,949,953 3,949,953 3,949,953
Miscellaneous 1,851,150 1,832,044 1,781,301 1,772,822 1,766,932
Total General Fund Revenue: $ 40,007,724 $ 42,763,619 $43,653,111 $44,660,663 $ 45,289,196
-20-
General Fund revenues are summarized into eight major categories. An analysis of each category follows:
1. Property Taxes - Direct Receipted Levies - This includes the general, transit, library, tort liability and
agriculture land levies. The property tax revenue as proposed will be at the maximum allowable levy
rates per State of Iowa Code, except for the tort liability levy. FY2006 direct property tax revenues are
projected to be $19.7 million or 2.1% greater than FY2005. FY2007 is projected to increase by 3.1% to
$20.3 million and FY2008 by 1.5% to $20.6 million. Transferred Levies - The employee benefits levy
property tax revenue is receipted into the Employee Benefits Fund and then transferred to the General
Fund. In FY2006 the Employee Benefit Fund will transfer $7.2 million to the General Fund. The
emergency levy is receipted first into the Emergency Levy Fund and then transferred to the General
Fund. For FY2006, the General Fund will receive $566,893 from the Emergency Levy Fund.
2. Licenses & Permits - This category consists of revenue received for building and rental housing
permits/inspections, plumbing and electrical license fees; taxi licenses; beer, liquor and cigarette
permit/license fees (state regulated), sign permits, burial permits, animal licensing and some
miscellaneous fees. Total FY2006 budget is $1,210,166.
3. Interqovernmental Fundin~q - This revenue included money from the State of Iowa for state aid,
personal property replacement tax and bank franchise tax prior to FY2004. The total for these was
$1,068,082 in FY03 and $200,918 in FY04. These revenues were all eliminated by the state by the
end of FY2004.
Transit operating assistance is budgeted at $420,000 federal, $280,000 state and $28,014 University
Heights contract for transit service. The University of Iowa contracts with the City for fire protection,
which totaled $1.26 million in FY2004 compared to $1.28 million in FY2003. Approximately $1.1 million
of this is receipted into the General Fund Fire Operations with the balance being allocated to Fire
Pension and Fire Vehicle Replacement funds.
Intergovernmental revenue also includes support from Johnson County for the Iowa City Public Library
and Senior Center. The funding level for the Library is based on a three-year average of rural
patronage to total transactions at the library. The percentage is 7.92% for FY2006, or $298,992.
Since FY2002 Johnson County has reduced support of the Senior Center from twenty percent to
$75,000 annually. The Senior Center has restructured operations as a result of this to solicit
membership fees, donations and seek out other funding measures.
4. Other City Taxes - This includes hotel/motel tax of 7%. Actual receipts are allocated as follows: Police
Patrol (50%), Convention and Visitors Bureau (22.5%), Parks and recreational facilities (27.5%). FY2006
budgeted revenues are $562,000. This category also includes a gas and electric excise tax, which the
state legislature has reclassified from a property tax to a usage tax. Cities were in a revenue neutral
period from FY2001 through FY2003 where they were guaranteed to receive at least the equivalent of
their property tax levy from gas and electric. The valuation is still within the assessed valuation for debt
capacity. Beginning in FY2004 the revenues were no longer guaranteed to match the property tax rate.
The gas and electric excise tax is budgeted at $445,000 for FY2006 based on the City's proposed
property tax rate and valuations supplied by the State Department of Revenue and Finance.
5. Charqes for Services - This revenue source consist of Transit fares, recreation fees, miscellaneous
police and fire fees, plan checking fees, animal boarding fees, and Senior Center membership fees.
Transit fees for FY2006 are projected at $751,700.
6. Miscellaneous - This category includes a variety of different revenue sources. The largest are parking
fines other than expired meters ($628,500), and the Magistrate Court fines and surcharges ($375,700).
-21 -
7. Use of Money & Property- This revenue source consists of interest income, adoption of animals from
the Animal Care and Adoption Center, Park shelter rental fees, locker rentals, and installment Sale
proceeds for sale of the Peninsula property. Interest income earned on the landfill closure reserve has
been deposited into the general fund since FY2003. The opening of the newly remodeled Library has
resulted in $70,000 budgeted for commercial space rentals. Rental income estimate of $355,700 has
been budgeted in Transit for FY06, in anticipation that the commercial spaces within the Court Street
Transportation Center will be opening.
8. Other Financinq Sources - Road Use Tax (RUT) transfers in are 67% of this category, or $3,965,002 for
FY2006. The portion of RUT transferred to the general fund is used to pay the net operating costs of the
Traffic Engineering and Streets Divisions. Also a position in the Forestry Division that is directly related to
the maintenance of City street right-of-way is funded from RUT. Administrative chargebacks is the other
major source of revenue in this classification and is budgeted at $1,562,600 in FY06. This is a charge to
Wastewater, Water, Solid Waste and Landfill for administrative functions and customer service as
provided and expended by General Fund divisions.
- 22 -
CITY OF IOWA CITY, IOWA
General Fund
Financial Plan for 2006 - 2008
FY04 FY05 FY08
Actual Estimate FY06 Budget FY07 Projection Projection
Beginning Balance 15,353,951 16,187,293 16,307,600 15,955,918 15,863,921
Property Taxes 15,647,782 16,237,269 16,637,242 17,113,206 17,421,614
Transit Levy 1,834,409 1,903,678 1,950,643 2,006,466 2,042,637
Library Levy 521,378 541,045 554,393 570,259 580,539
Tort Levy 469,926 696,225 631,331 640,739 640,786
Monies & Credits Tax 11,452 8,000 11,452 11,452 11,452
Military Credits 11,849 12,125 11,849 11,849 11,849
Personal Property Replacement 0 0 0 0 0
Licenses & Permits 146,225 116,175 145,544 145,544 145,544
Building Permits & Inspections 1,273,375 1,033,379 1,035,773 1,035,773 1,035,773
Housing Permits & Inspections 300,319 309,337 300,319 300,319 300,319
Cemetery Fees & Charges 75,230 65,000 75,230 75,080 75,080
Magistrates Court Fines & Fees 427,450 379,500 380,763 380,763 380,763
Parking Fines 628,495 700,000 628,495 628,495 628,495
Charges For Services 24,407 20,065 26,512 26,512 26,512
Recreation Fees 774,623 761,132 772,627 772,627 772,627
Senior Center Fees 33,367 44,375 59,794 59,689 59,689
Police Services 77,524 119,050 60,291 55,291 55,291
University Fire Contract 1,126,728 1,257,799 1,253,000 1,253,000 1,253,000
Animal Control Services 166,994 200,723 192,270 192,270 192,270
Bldg & Development Fees 48,796 48,500 48,796 48,796 48,796
SdwlldStr Rep/maint 56,376 27,500 56,376 56,376 56,376
Library Services 475,362 470,002 472,402 472,402 472,402
Admin Expense Chargeback 1,333,247 1,394,589 1,493,249 1,493,249 1,493,249
County - Senior Center Support 75,000 75,000 75,000 75,000 75,000
Court Street Transportation Center 0 260,000 470,554 470,554 470,554
Bus Fares 751,732 730,300 751,733 751,733 751,733
Local Governments 1,097 5,720 1,220 1,220 1,220
Univ. Heights Transit 28E 28,014 28,069 28,014 28,014 28,014
Univ. Heights Dispatch 10,569 42,275 43,975 43,975 43,975
Gas / Elec. Use Tax 426,603 440,964 445,723 452,209 458,732
State Population Allocation 0 0 0 0 0
Bank Franchise Tax 200,918 0 0 0 0
Other State Grants 103,100 93,855 99,682 102,836 103,849
Hotel/Motel Tax 562,971 550,000 562,288 562,268 562,268
Federal Grants 14,352 31,781 0 0 0
Federal Transit Assist. 439,025 444,955 420,000 420,000 420,000
State Transit Assist. 274,987 326,430 280,000 280,000 280,000
Interest Income 295,046 260,500 525,000 525,000 525,000
Commercial Sp Rent- Library 0 70,000 70,000 70,000 70,000
Miscellaneous Revenue 303,204 336,425 193,473 191,473 192,473
Sale of Land 90,598 285,000 0 250,000 0
Loan Repayments 170,836 100,000 0 0 0
City Attorney Chargeback 116,441 75,000 116,441 116,441 116,441
Transfer from Road Use Tax 3,016,837 3,429,867 3,955,002 4,010,941 4,101,373
Transfer from Employee Benefits 6,569,285 7,424,619 7,521,224 7,804,349 8,225,148
Transfer from Emergency Levy 533,419 553,361 568,513 584,809 595,559
Transfer from Parking Fund 227,200 200,000 200,000 200,000 200,000
Transfer from Broadband Fund 151,284 152,823 162,701 152,821 152,821
Miscellaneous Transfer 79,892 83,807 85,142 85,142 85,142
Transfer From Parkland Acquis. 100,000 100,000 100,000 0 0
G.O. Bonds for Capital Outlay 0 317,400 281,000 250,000 250,000
Total Receipts 40,007,724 42,763,619 43,765,016 44,778,942 45,414,365
Personnel 27,766,460 29,804,875 31,160,463 32,285,535 33,392,604
Services 7,337,408 7,948,968 8,161,452 8,241,599 8,323,332
Supplies 1,584,439 1,812,035 1,948,852 1,986,982 2,025,845
Capital Outlay 1,574,932 1,590,395 1,336,127 1,074,739 1,064,980
Other Financial Uses (Transfers) 911,143 1,179,631 1,159,804 932,084 832,084
Contingency 0 307,408 350,000 350,000 350,000
Total Expenditures 39,174,382 42,643,312 44,116,698 44,870,939 45,988,845
Ending Balance 16,187,293 16,307,600 15,955,918 15,863,921 15,289,441
-23-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 15,353,951 16,187,293 16,307,600 15,955,918 15,863,921
Current Taxes 18,460,707 19,378,217 19,773,609 20,330,670 20,685,576
Delq Prop Taxes 12,788
Other City Taxes 989,574 990 964 1,007,991 1,014 477 1,021,000
General Use Permits 36,440 27 500 35,760 35 760 35 760
Food & Liquor Licens 93,478 89 200 93,478 93 478 93 478
Professional Licenses 50,853 50 500 50,853 50 853 50 853
Misc Permits & Licen 2,260 7 000 2,260 2 260 2 260
Construction Permit & Inspec Fees 1,151,102 981 526 994,625 994 625 994 625
Misc. Lic. & Permits 18,155 30 275 33,715 33 715 33 715
Fed. Intergov. Rev. 453,377 476 736 420,000 420 000 420 000
Property Tax Credits 23,301 20 125 23,301 23 301 23 301
Bank Franchise Tax 200,918
Other State Grants 378,087 420 285 379,682 382 836 383,849
Local Govt 28e Agreements 584,883 591 589 610,787 610 787 610,787
Bldg & Development 488,348 377 690 407,223 407 223 407,223
Police Services 14,873 39 300 14,873 14 873 14,873
Animal Care Servs 6,943 6 000 8,000 8 000 8,000
Fire Services 1,135,893 1,286 299 1,253,000 1,253 000 1,253,000
Transit Fees 751,733 730 300 751,733 751 733 751,733
Culture And Recreation 553,679 586 448 581,906 581 906 581,906
Library Chgs For Servs 9,617 9 050 9,617 9 617 9,617
Misc. Chg. For Ser. 59,081 62 350 62,045 62 045 62,045
Water Charges For Services 3,912 4 000 3,912 3 912 3,912
Code Enforcement 434,511 394 500 387,823 387 823 387,823
Parking Fines 628,495 700 000 628,495 628 495 628,495
Library Fines & Fees 160,465 160 000 160,465 160 465 160,465
Contrib & Donations 67,070 232 500 35,105 35 000 35,000
Printed Materials 27,780 26 115 27,880 27 880 27,880
Sale Of Forfeited Property 46,567 40 000 35,000 30 000 30,000
Animal Adoption 11,260 25 000 15,000 15 000 15,000
Misc Merchandise 16,873 14 420 23,151 23 151 23,151
Intra-city Charges 1,501,181 1,500 089 1,662,662 1,662 662 1,662,662
Other Misc Revenue 178,632 89 350 130,000 128 000 129,000
Special Assessments 11,149
Interest Revenues 295,045 260,500 525,000 525 000 525,000
Rents 125,187 178,814 302,214 302 214 302,214
Parking Lot Revenue 13,725 9,000 10,000 10 000 10,000
Pkg Ramp Revenue 260 000 355,704 355 704 355,704
Royalties & Commissions 28,346 20 100 24,415 24 415 24,415
Sale Of Assets 132,683 326 000 40,150 290 000 40,000
Transfers From Governmental Funds 10,165,529 11,464 594 12,111,486 12,456 846 12,978,827
Transfers From Business-type Funds 378,484 352 823 362,701 352 821 352,821
Transfers From Go Bonds 317 400 281,000 250 000 250,000
Interfund Loans 27,060 27 060 27,060 27 060 27,060
Misc Transfers In 106,844 100 000 101,335 1,335 1,335
Loans 170,836 100 000
Total Receipts 40,007,724 42,763,619 43,765,016 44,778,942 45,414,365
Personnel 27,766 460 29,804,875 31,160,463 32,285,535 33,392,604
Services 7,337 408 7,948,968 8,161,452 8,241,599 8,323,332
Supplies 1,584 439 1,812,035 1,948,852 1,986,982 2,025,845
Library Materials 447 392 464,030 477,006 499,557 523,234
Capital Outlay 1,127 540 1,126,365 859,121 575,182 541,746
Other Financial Uses 911 143 1,487,039 1,509,804 1,282,084 1,182,084
Total Expenditures 39,174,382 42,643,312 44,116,698 44,870,939 45,988,845
Ending Balance 16,187,293 16,307,600 15,955,918 15,863,921 15,289,441
Reserved 1,663,732 1,786,539 1,965,721 2,266,249 2,659,887
Unreserved Balance 14,523,561 14,521,061 13,990,197 13,597,672 12,629,554
- 24 -
C. GENERAL FUND - EXPENDITURES
The proposed General Fund expenditure budget in FY2006 is $44,404,793 compared to the current
FY2005 budget of $42,643,312 and represents a 4.1% increase in expenditure levels.
A comparison of dollars by major expenditure classification is provided below:
FY04 FY05 FY06 FY07 FY08
Actual Amended Proposed Estimated Estimated
Personal Services 27,766,460 29,804,875 31,160,463 32,285,535 33,392,604
Services 7,337,408 7,898,968 8,161,452 8,241,599 8,323,332
Supplies 1,584,439 1,812,035 1,948,852 1,986,982 2,025,845
Capital Outlay 1,574,932 1,590,395 1,336,127 1,074,739 1,064,980
Debt Service & Other Fin. Uses 911,143 1,537,039 1,797,899 1,563,805 1,456,915
TOTAL EXPENDITURES 39,174,382 42,643,312 44,404,793 45,152,660 46,263,676
% Change 8.9% 4.1% 1.7% 2.5%
FY2006 Proposed Budget
General Fund Expenditures by Category
45,000
40,000
35,000
30,000 D Transfers
: · Capital Outlay
25,000 '
I-1 Services And Charges
20,000 ~ Commodities
~ Personal Services
15,000
10,000
5,000
Fiscal Year (FY)
- 25 -
Personnel expenditures account for approximately 71% of General Fund expenditures and include salaries
and benefits (health, life, disability insurance, and employer share of FICA, IPERS, and Police/Fire retirement
contributions). The FY2006 budget includes scheduled step increases and bargained adjustments.
Personnel expenditures are primarily controlled by collective bargaining agreements. Most employees of the
City are represented by one of three unions: AFSCME (Local #183), the Police Labor Relations Organization
(PLR)) of Iowa City, and the Iowa City 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 AFSCME union represents the majority of City employees. 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, 2004 through June 30, 2007. This
agreement includes adjustments to wages of 2.65%, 2.75% and 2.85% for each year respectively plus any
step increases.
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 and sergeants. The PLRO contract expires June 30, 2005. This agreement included a
2.50% adjustment to wages in July 2004 plus any step increases. A contract for the fiscal year beginning
July 1,2005 has not been ratified at this time.
The firefighters are represented by the Iowa City Association of Professional Fire Fighters (IAFF), AFL-CIO
(Local #610). The bargaining unit is composed of firefighters, lieutenants, and captains. Exempt from the
unit are the fire chief, fire marshal and battalion chiefs. The IAFF and City ratified a two-year contract that
spans July 1, 2004 through June 30, 2006. This agreement includes adjustment to wages of 2.75% each
year plus any step increases.
The Personnel Rules and Regulations cover employees who are administrative, supervisory or otherwise
ineligible for collective bargaining. Some employees are eligible for Civil Service. Salaries and benefit
appropriations are determined by the City Council upon the recommendation of the City Manager. FY2006
through FY2008 adjustments to pay plans for approximately 100 administrative and confidential employees
will be the same percentages as the AFSCME unit, per resolution adopted by the City Council.
Commodities consist primarily of materials that are consumed or depleted such as, office and cleaning
supplies, fuels, and materials for repair and maintenance of buildings, streets, and equipment.
Services and Charges include funding of Human Services (Aid to Agencies) payments, printing, insurance,
training and education, postage, various service contracts, repairs and maintenance to vehicles, equipment
and buildings, utility costs and chargebacks for internal services.
The City Council appropriates money annually from the General Fund in support of area Human Services
agencies and Iowa City community event funding. These appropriations were reduced in fiscal years 2004
and 2005 as a direct result of state legislative cuts. The FY2006 Human Services appropriation is proposed
at a three percent (3%) increase over FY2005 at $433,954, with $292,904 from General Fund; $105,000
from the Community Development Block Grant (CDBG), and a $36,050 in water and sewer utility billing
abatements.
Community event funding requests total $34,502.
- 26 -
Transfers are primarily for interfund loan repayments, transfers to library equipment reserves and capital
improvement project funding. Following is an itemized listing of actual transfers from the General Fund for
FY2004 (actual), the FY2005 budget and projections for FY2006 thru FY2008.
GENERAL FUND FY 2004 FY 2005 FY 2006 FY 2007 FY 2008
TRANSFER TO Actual Bud~let Proposed Proposed Proposed
Airport Operations 183,000 112,000 112,000 112,000 112,000
JCCOG 129,701 154,912 154,912 154,912 154,912
Landfill Loan Repay - Englert Theatre 160,783 152,728 152,728 152,728 152,728
Landfill Loan Repay - Non Op. Admin. 30,400 30,400 30,400 30,400 30,400
CIP-Civic Center, Airport, All Other 25,000 25,000 25,000 25,000 25,000
Landfill Loan Repay - Fire 52,089 52,089 52,089 52,089 52,089
Landfill - H.I.S. Loan Repay 25,524
Landfill - Mercer/Scanlon Loan Repay 88,097 88,097 88,097 88,097 88,097
Parks - Parkland Acquisition 100,000 100,000 100,000
Library-Computer Repl. Reserve 31,250 39,062 39,062 39,062 39,062
Library-Cable Channel Repl. 14,738 17,685 17,685 17,685 17,685
Library Commercial Space 50,000 50,000 50,000 50,000
Parking-Senior Center 20,000
Landfill-Loan Repayment--Sr. Center 73,564 73,564 65,940 65,940 65,940
Transit - Daycare Facility Loan 44,171 44,171 44,171
Transit - Replacement Reserve 288,095 281,721 274,831
Transit - Capital Projects/Bus Cameras 27,720
Transit - Capital Projects/Bus Acquisition 200,000 100,000
Total Transfer from General Fund 934,146 895,537 1,447,899 1,213,805 1,106,915
Prior to fiscal year 2005, General Fund contingency has been budgeted at 1% of total expenditures.
The FY05 contingency is $414,000, just under one percent of expenditures and fiscal years 2006
through 2008 are budgeted at ~350,000 each, ranging from .8 percent to .75 percent of total
expenditures.
- 27 -
D. GENERAL FUND YEAR-END CASH BALANCE
The City Council established guidelines starting in FY99 to maintain cash balances at a five-year
average of 20% of expenditures, but not less than 15%. That policy ensures that operating cash
balances will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. The
following table depicts the General Fund Operating cash position for fiscal years 2003 through 2007.
FY03 FY04 FY05 FY06 FY07
Actual Amended Proposed Estimated Estimated
Beginning Balance $15,353,951 $16,187,293 $ 16,307,600 $ 15,555,918 $ 15,063,921
Receipts 40,007,724 42,763,619 43,653,111 44,660,663 45,289,196
Expenditures -39,174,382 -42,643,312 -44,404,793 -45,152,660 -46,263,676
Ending Balance $16,187,293 $16,307,600 $ 15,555,918 $ 15,063,921 $ 14,089,441
Balance as a % of
41.32% 38.24% 35.03% 33.36% 30.45%
Expenditures:
The Operating Cash Fund Balance is used to provide for cash flow in the first quarter of the next
fiscal year because the majority of property taxes are not received until OctobedNovember and cash
balances are drawn down. The following chart shows cash flow needs or how expenditures have
exceeded receipts in the first three months for the past five years.
E. DEBT SERVICEFUND
This fund provides for payment of the principal and interest due on general obligation debt of the
City. The Debt Service Property Tax levy and transfers from Parking, Wastewater, and Water
Enterprise funds, and the 64-1a Tax Increment fund. Debt Service issuance in FY2005 includes
$7.85 million in general purpose bonds which includes projects scheduled in FY2004 and FY2005.
FY2006 through 2008 issues are estimated at $8.3 million, $5.85 million and $5.42 million,
respectively.
As stated in the City's Fiscal Policy, "Debt incurred as a general obligation of the City of Iowa City shall
not exceed statutory limits: presently 5% of the total assessed value of property within the corporate
limits as established by the City Assessor." The following schedule and graph show current and
estimated future debt margins for the City. Total property valuation amounts are actual property
valuations for FY98 -FY2005, but are estimates for FY2006 through FY2008.
- 28 -
Allowable Debt Margin Outstanding Debt as % of
Fiscal Total Property (5% of Total Property Debt Allowable
Year Valuation Val.) at July I Debt Margin
FY98 2,185,166,884 109,258,344 31,390,000 29%
FY99 2,371,395,259 118,569,763 41,675,000 35%
FY00 2,416,782,699 120,839,135 46,165,000 38%
FY01 2,591,030,038 129,551,502 41,190,000 32%
FY02 2,692,448,464 134,622,423 61,565,000 46%
FY03 2,909,644,383 145,482,219 85,260,000 59%
FY04 2,962,505,107 148,125,255 79,100,000 53%
FY05 3,195,170,779 159,758,539 85,085,000 53%
*FY06 3,298,594,897 164,929,745 86,120,000 52%
*FY07 3,397,552,744 169,877,637 86,710,000 51%
*FY08 3,465,503,799 173,275,190 83,990,000 48%
* Estimate
2OO
180 ~ G.O. Debt Outstanding
i 140 '
t20
100
80
60 r~AIIowable Debt Margin
40
20 Ia Outstanding Debt
0 r at July 1
Fiscal Year (FY) * Estimate
- 29 -
The Fiscal Policy also includes the guideline that "the debt service levy shall not exceed 25% of
the city levy in any one fiscal year." The following chad shows the debt service levy as a percent-
age of the city levy for FY98 through FY2008. The levies for FY98-FY05 are certified; the levies
for FY2006-FY2008 are projected.
Debt Service Levy
As a Percentage of
Total Property Tax Levy
30%
(25% Recommended Maximum)
25% I
25% ~25~
20% ~/// 23o/o
20%
'15%
~ '14% i
13%
10% ·
I I
0% J r ~ .... r
* Estimated
F. INTERNAL SERVICE FUNDS
Internal Service funds include the Equipment Maintenance Fund, Equipment Replacement Fund, the
Central Services Fund, the Risk Management Loss Reserve Fund, the Health Insurance Reserve
Fund and Information Technology Services 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
chargebacks to all departments for the maintenance services and the rentals of vehicles.
The Equipment Replacement Fund is used to replace most rolling stock. Funding is provided from
an annual chargebacks to all departments based on the estimated replacement value at the time of
replacement.
- 30 -
The Information Technology Services Fund accounts for the operating suppod and replacement of
all computer equipment for most of the City. All divisions are charged for computer operating
support and equipment replacement except for Library, Cable TV and HUD financed departments
such as C.D.B.G. and the Housing Authority.
The Central Services Fund covers the operation of copiers, mail services and radio maintenance. All
of these functions are available to all City departments who are charged based upon the services
utilized.
The Risk Management Loss Reserve Fund accounts for the liability for all funds. All funds are
charged based on their loss experience and pro rata share of the insurance premium. Market
conditions within the insurance industry have resulted in a significant increase in the City's self-
insured retention amount from $200,000 per occurrence to $500,000 for worker's compensation and
liability.
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
premiums vary by labor bargaining unit contracts. Health insurance premiums increased by 24.5%
in FY02, 16.1% in FY03, 13.2% in FY04 and are projected to increase 13% in FY05, and 10% in
fiscal years 2006 through 2008.
G. SPECIAL REVENUE FUNDS
The Special Revenue Funds include the Employee Benefits Fund, Community Development Block
Grant Fund (CDBG), Road Use Tax Fund, Johnson County Council of Governments (JCCOG),
Special Assessments, Economic Development Fund, and Tax Increment Financing funds.
The Employee Benefits Fund accounts for the receipt of property taxes levied to pay the employer
share of benefits of employees in the General Fund. Transfers to the General Fund are made from
this fund. Local public safety reserve funds of $325,000 are included as funding for current
police/fire pension costs. The local public safety reserve is a restricted fund available only for police
and fire pension costs. It has been used to reduce the police / fire employee benefit property taxes
since the state acquired the police / fire pension system. The fund balance is estimated to be
$327,991 at the end of FY2005. The purpose for this fund will have been completed in FY2006 and
the employee benefits levy will begin levying for the full cost of the police / fire pension costs after
that time.
The Community Development Block Grant (CDBG) Fund accounts 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 State distributed revenues based on gasoline taxes, license
fees and weight taxes. These funds are distributed back to cities based on a per capita formula and
are used to pay for street and traffic engineering maintenance, planning and construction-related
· costs, Per capita estimates for FY2006 - 2008 are $85.50, $86.75 and $88.00 respectively. Based
on an Iowa City population of 62,380; Road Use Tax funding is estimated at $5.3 million, $5.4 million
and $5.5 million annually during the next three years.
Johnson County Council of Governments (JCCOG) provides countywide planning assistance for
transportation, human services and solid waste planning. The City of Iowa City acts as custodian for
the fund and provides accounting and payroll services.
The City is utilizing Tax Increment Financing (TIF) districts for economic development in various
locations throughout Iowa City. Sycamore Mall has been improved and is receiving property tax
rebates on the incremental valuation. Also property tax rebates are being utilized in Sycamore and
First Avenue Urban Renewal District, Scott Six Industrial Park Urban Renewal District, and the
-31 -
Northgate Corporate Park Urban Renewal District. In the City-University Project I Urban Renewal
District, Plaza Towers L.L.C plans to construct two 14-story buildings on parcel 64-1A adjacent to the
Iowa City Public Library this fiscal year. In 2004 the city issued $7.305 million in general obligation
bonds for this project. Property taxes from the increase in valuation at this site and in the remainder
of the district will be used to pay principal and interest on the debt.
Several General Fund reserves have been segregated out of the General Fund in order to more
easily see the unrestricted General Fund balance. These include reserves for Library Equipment
Replacement, Library Computer Replacement, Parkland Acquisition and Parkland Development.
A number of reserve funds appear in the Enterprise Fund section of the Financial Plan. Revenue
bond covenants require that Parking, Water and the Wastewater Treatment Funds set aside a
number of special reserve accounts. Landfill and Broadband Telecommunications also have
separate reserves for future capital expenditures. Landfill's reserve is to be used for the purchase of
additional land, cell construction, and cell closure costs. Broadband Telecommunications' reserve is
for future equipment replacement.
I. BUSINESS-TYPE FUNDS
The Business-type Funds include Parking, Wastewater Treatment, Water, Refuse, Landfill, Airport,
Broadband Telecommunications, Housing Authority, and Stormwater Management. These are
primarily self-supported from user fees for services provided with the exception of Airport and
Housing Authority.
1. pARKING
Numerous changes occurred in FY2002 which impacted Parking Fund's revenue, including
an increase to hourly ramp rates, metered parking rates, and a change in time limits for
some meters adjacent to the Central Business District. In 2003 the Linn Street Parking lot
(Parcel 64-1a) ceased operations as a parking area. It was sold for commercial
development, now known as the Plaza Tower T.I.F. project.
Parking fine limits were revised by the 2003 iowa legislature. City Council increased the $5
tickets to $10 in the General Fund and increased the $3 expired parking meter tickets to $5
in the Parking Fund. Ticket revenue is receipted into the Parking Fund to satisfy revenue
requirements for Parking Revenue bond covenants.
FY2006 transfers totaling $1,611,609 are 38% of the operating budget and include funding
for debt payments of $1,411,609 and a transfer to the General Fund of $200,000.
2. WASTEWATER TREATMENT
Wastewater revenue will be monitored closely during the coming fiscal year due to reduced
usage by a major industrial customer. The FY2006 revenues have been budgeted at
$500,000 less than originally projected.
Debt Service transfers for principal and interest payments are 61% of the FY2006
Wastewater operational budget.
- 32 -
The new water treatment plant began operations in the spring of 2003. Water rates were
increased over the past ten years due to the construction of the new water plant. City
Council approved five-percent (5%) decreases effective in July 2003 and July 2004 to water
user fees based on completion of the water treatment plant and existing fund balance.
Debt Service transfers for principal and interest payments are 51% of the FY2006 Water
operational budget. Capital improvement projects include annual main improvements
$500,000, construction of a water distribution building $1,000,000, Dodge / 160 water main
$830,000, and transfer to the Water Improvement fund $500,000.
4. REFUSE
The FY2006 budget proposes an increase in the refuse from $12.10 per month to $12.50
per month, or approximately 3% increase. Currently the sanitation portion is $9.10/month,
the recycling portion is $3.00/month.
Completion and opening of the Hazardous Waste Recycling Facility in FY2003 provides
daily operations of a drop-off facility for paints, batteries and other toxic chemicals which
require recycling. In addition to hazard waste recycling, other recycling initiatives such as
furniture salvage and distribution have grown in popularity. That initiative was supported by
a human service agency. The FY2006 budget includes an additional employee to continue
this service and provide coordination of all recycling services at the Landfill.
Construction of another landfill cell is proposed for FY2006. The project cost is $2,300,000.
6. AIRPORT
A separate review of airport finances was completed during FY2002 by the City Council, City
Manager and Finance Administration due to projected shortfalls in lease revenue in FY2002.
Rental income has decreased significantly from $205,785 in FY2001 to a projection of
$160,275 in FY2004, primarily due to a new FBO (fixed based operator) contract. The
Airport Commission contracted with a consulting firm to provide a business plan to address
Airport finances and operations. City Council directed that General Fund subsidy be
reduced by $10,000 at budget adoption for FY2005. The FY2005 budget as adopted plans
for increased rental fees to cover the $10,000 reduction made by City Council. Alternatively,
the Airport may choose to decrease expenditures if unable to generate the additional
income.
Transfers out include interfund loan repayments, which financed construction of four airport
hangar buildings. The proposed Airport budget reflects the restructuring of these loans in
FY04.
- 33 -
7. BROADBAND TELECOMMUNICATIONS
This fund accounts for the Cable TV operations of the City. The funding soume is a 5%
cable franchise fee agreement with Mediacom. The agreement also includes a fifty cents
per month per customer local programming fee.
Transfers out of Broadband includes a subsidy of $52,821 to the Library Channel 10 for
operation costs, a transfer of $100,000 to the General Fund, a transfer of $9,880 to the
Senior Center, and a transfer of $11,500 to the Broadband Equipment Replacement
Reserve.
8. STORMWATER MANAGEMENT
The stormwater utility fund is a new fund created to account for operations in managing
stormwater runoff within the City limits. Federal mandates require municipal entities to begin
a collection and treatment of stormwater. Expected funding will come from a stormwater fee.
The stormwater management fee ordinance went into effect in the summer of 2004. Annual
revenue amounts are estimated to be $625,000. The Public Works division has contracted
for mapping necessary to develop the stormwater fee schedule and policy. Use of these
monies will go to improvement projects that address stormwater issues.
9. HOUSING AUTHORITY
The Housing Authority Fund accounts for revenue from the U.S. Department of Housing and
Urban Development programs to assist individuals and families in obtaining affordable
housing.
- 34 -
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM TRANSFER TO DESCRIPTION FY06 FY07 FY08
GENERAL FUND:
NON-OPERATIONAL
ADMINISTRATION Airport Operations Airport Subsidy 112,000 112,000 112,000
Landfill Reserve Loan Repayment 183,128 183,128 183,128
JCCOG Iowa City's Portion 154,912 154,912 154,912
Capital Projects City Hall-Other Imp. 25,000 25,000 25,000
FIRE ADMINISTRATION Landfill Reserve Loan Repayment 52,089 52,089 52,089
RECREATION Landfill Mercer - Loan Repay 61,037 61,037 61,037
Parkland Acq. Scanlon Gym Repay 27,060 27,060 27,060
PARKLAND ACQ
RESERVE Parks Division General Fund Subsidy 100,000
LIBRARY Equipment Repl. Reserve Computer Replace
ADMINISTRATION Reserve 39,062 39,062 39,062
Cable Channel
Equipment Repl. Reserve Replacement 17,685 17,685 17,685
Library Commercial
Debt Service space 50,000 50,000 50,000
SENIOR CENTER Loan Repayment-
OPERATIONS Landfill Reserve BIdg Improvements 65,940 65,940 65,940
TRANSIT OPERATIONS Landfill Reserve Daycare Facility Loan 44,171 44,171 44,171
Transit Replacement Resrv Bus Replacement 288,095 281,721 274,831
Capital Projects Bus Acquisition 200,000 100,000
Capital Projects Bus Cameras 27,720
SUBTOTAL GENERAL FUND 1,447,899 1,213,805 1,106,915
ENTERPRISE FUNDS
PARKING SUPERVISION General Fund Admin. Return Parking Fines 200,000 200,000 200,000
Renewal & Improv.
PARKING OPERATIONS Reserve Parking Reserve 130,000 130,000 130,000
Bond &Int Sinking Revenue Bonds 1,281,609 1,289,548 965,166
PARKING RESERVE Capital Projects Ramp Repairs 330,000 -
WASTEWATER
OPERATIONS Wastewater Bonds 2002 Refund 93 Issue 3,167,293 3,177,243 3,168,868
Wastewater Bonds 1996 Revenue Issue 1,391,063 1,411,738 1,404,238
Wastewater Bonds 1997 Revenue Issue 766,100 775,650 783,913
Wastewater Bonds 1999 Revenue issue 541,030 543,705 540,743
Wastewater Bonds 2000 Revenue Issue 873,405 872,518 870,861
Wastewater Bonds 2001 Revenue Issue 478,815 478,815 478,815
Debt Service Abated G.O. Bonds 177,193 172,984
Capital Projects Wastewater Projects 670,000 300,000 300,000
- 35 -
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM TRANSFER TO DESCRIPTION FY06 FY07 FY08
WATER SUPERVISION Water Bonds 1999 Revenue Issue 656,013 653,188 649,888
Water Bonds 2000 Revenue Issue 939,299 942,799 940,299
Water Bonds 2002 Revenue Issue 607,198 608,535 613,785
Debt Service Abated G.O. Bonds 1,234,094 1,222,281 800,318
Depr., Ext., &
Improvmt Reserve For Future Improvements 500,000 500,000 500,000
Capital Projects Water CIP Projects 1,330,000 500,000 500,000
Capital Projects Water Distribution Bldg 1,000,000 -
Excavation,
LANDFILL OPERATIONS Landfill Reserve Closures, Repl. .500,000 500,000 500,000
LANDFILL RESERVE Capital Projects Landfill Cell 2,300,000
JCCOG Solid Waste Planner 56,328 56,328 56,328
Loan Repayment -
AIRPORT OPERATIONS Landfill Reserve Hangers 85,440 85,440 85,440
BROADBAND
TELECOMMUNICATIONS General Fund, Library A.V. Lab Support 52,821 52,821 52,821
Cable Franchise
Non-Operational Admin. Subsidy 100,000 100,000 100,000
Senior Center CTG Grant 9,880
Replacement Reserve Equipment Replacement 11,500 11,500 11,500
STORMWATER MGMT Capital Projects Meadow Street Bridge 112,000
SUBTOTAL
ENTERPRISE FUNDS 19,171,081 14,915,093 13,652,983
OTHER FUNDS
PARKLAND ACQ
RESERVE Capital Projects Land Acquisition 50,000
EMPLOYEE BENEFITS
OPERATIONS Police Dept Pension & Retirement 1,102,205 1,102,205 1,102,205
Fire Dept Pension & Retirement 825,588 825,588 825,588
Non-Op. Admin. Gen Fund Employee
Benefits 5,593,431 5,876,556 6,297,355
PUBLIC SAFETY
RESERVE Employee Benefits Police & Fire Benefits 325,000
EMERGENCY LEVY Non-Op. Admin. Emergency Levy 568,513 584,809 595,559
TAX INCREMENT
FINANCING Debt Service Plaza Towers - 64-1a 85,000 285,000 685,000
- 36 -
SUMMARY OF TRANSFERS BETWEEN FUNDS
DISBURSEMENTS - TRANSFERS OUT
TRANSFER FROM TRANSFER TO DESCRIPTION FY06 FY07 FY08
General Fund,
ROAD USE TAX Traffic Eng. Operations 1,131,928 1,155,146 1,178,985
General Fund,
Streets Operations 2,779,689 2,799,915 2,864,084
General Fund,
Forestry Operations 53,385 55,880 58,304
JCCOG-Trans.
Planning Operations 146,000 148,000 150,000
Capita[ Projects
Asphalt & Chip Seal 250,000 250,000 250,000
Bridge Maintenance 60,000 60,000 60,000
Brick Recontruction 20,000 20,000 20,000
Camp Cardinal Road 500,000
Creek/Drainage Maint. 25,000 25,000 25,000
Curb Ramps- A.D.A. 100,000
Dodge St ReconstJl80 150,000
Inter City Trails 30,000 30,000 30,000
Lakeside/Hwy 6 695,000
McCollister Blvd 500,000 700,000
MormonNValden Signals 100,000
Overwidth Paving 30,000 30,000 30,000
Pavement Markings 60,000 60,000 60,000
P.C.C. Maintenance 100,000 100,000 100,000
RR Crossing
Improvements 25,000 25,000 25,000
Scott Blvd/Court Signals 250,000
Sump Pump Discharge
Tiles 25,000 25,000 25,000
Traffic Calming 30,000 30,000 30,000
Traffic Signals 70,000 70,000 70,000
CAPITAL iMPROVEMENT
PROJECTS Non-Operational Admin Capital Outlay 281,000 250,000 250,000
CAPITAL PROJECTS
BOND TRANSFERS Capital Projects G.O. Bonds 4,415,500 3,800,000 3,500,000
Police Emergency Radio Equip 100,000 100,000 100,000
Fire Fire Appartus 1,500,000 450,000
Parks & Recreation CIP Projects 1,300,000 850,000 550,000
Community & Economic Dev. CIP Projects 500,000 250,000 900,000
SUBTOTAL OTHER FUNDS 23,677,239 20,058,099 19,782,080
GRAND TOTAL 44,296,219 36,186,997 34,541,978
- 37-
SUMMARY OF TRANSFERS BETWEEN FUNDS
RECEIPTS - TRANSFERS IN
TRANSFER TO: TRANSFER FROM: FY06 FY07 FY08
GENERAL FUND:
NON-OPERATIONAL
ADMINISTRATION Emergency Levy 568,513 584,809 595,559
Other Employee Benefits 5,593,431 5,876,556 6,297,355
Parking Fund 200,000 200,000 200,000
Broadband Fund 100,000 100,000 100,000
G.O. Bonds 281,000 250,000 250,000
POLICE DEPARTMENT Employee Benefits Fund 1,102,205 1,102,205 1,102,205
FIRE DEPARTMENT Employee Benefits Fund 825,588 825,588 825,588
TRAFFIC ENGINEERING Road Use Tax 1,131,928 1,155,146 1,178,985
STREETS Road Use Tax 2,779,689 2,799,915 2,864,084
FORESTRY Road Use Tax 53,385 55,880 58,304
PARKS Parkland Acquisition Fund 100,000
PARKLAND ACQUISITION
RESERVE Scanlon Gym Loan Repayment 27,060 27,060 27,060
LIBRARY OPERATIONS Broadband Telecommunications 52,821 52,821 52,821
SENIOR CENTER Broadband Telecommunications 9,880
TRANSIT REPLACEMENT RES Transit Operations 288,095 281,721 274,831
SUBTOTAL GENERAL FUND 13,113,595 13,311,701 13,826,792
DEBT SERVICE FUND
Library Commercial Space 50,000 50,000 50,000
Tax Increment Financing/64-1a 85,000 285,000 685,000
Water Operations 1,234,094 1,222,281 800,318
Wastewater Operations 177,193 172,984
Parking Operations 310,900 318,525
SUBTOTAL DEBT SERVICE 1,857,187 2,048,790 1,535,318
ENTERPRISE FUNDS:
PARKING RESERVE Renewal & Impr Reserve 130,000 130,000 130,000
1999 Issue - Sinking Fund 970,709 971,023 965,166
WASTEWATER TREATMENT
RESERVE Wastewater Operations 7,217,706 7,259,669 7,247,438
WATER RESERVE Depr, Ext, & Improv Reserve 500,000 500,000 500,000
Water Operations 2,202,510 2,204,522 2,203,972
- 38 -
SUMMARY OF TRANSFERS BETVVEEN FUNDS
RECEIPTS - TRANSFERS IN
TRANSFER TO: TRANSFER FROM: FY06 FY07 FY08
LANDFILL RESERVE Non Op Admin/Interfund Loans 30,400 30,400 30,400
Englert Theatre Repayment 152,728 152,728 152,728
Transit/Interfund Loan 44,171 44,171 44,171
Fire/Interfund Loans 52,089 52,089 52,089
Parks & Rec/Interfund Loan 61,037 61,037 61,037
Senior Center/Interfund Loans 65,940 65,940 65,940
Airport/Interfund Loans 85,440 85,440 85,440
Landfill Operations 500,000 500,000 500,000
AIRPORT OPERATIONS Non-Operational Admin. 112,000 112,000 112,000
BROADBAND RESERVE Broadband Operations 11,500 11,500 11,500
SUBTOTAL ENTERPRISE FUNDS 12,136,230 12,188,519 12,161,881
OTHER FUNDS
JCCOG: Non-Operational Admin. 154,912 154,912 154,912
Landfill Surcharge Reserve 56,328 56,328 56,328
Road Use Tax 146,000 148,000 150,000
CABLE CHANNEL
REPLACEMENT Library Operations 17,685 17,685 17,685
LIBR COMPUTER RESERVE Library Operations 39,062 39,062 39,062
EMPLOYEE BENEFITS
OPERATIONS Employee Benefits Reserve 325,000
CAPITAL PROJECTS Road Use Tax 2,920,000 1,525,000 725,000
General Fund - Non-Op. Admin. 25,000 25,000 25,000
Police CIP Projects 100,000 100,000 100,000
Fire CIP Projects 1,500,000 450,000
Parking Renewal & Impr. Reserve 330,000
Wastewater CIP Projects 670,000 300,000 300,000
Water CIP Projects 2,330,000 500,000 500,000
Landfill CIP Projects 2,300,000
Stormwater CIP Projects 112,000
Transit CIP Projects 227,720 100,000
G.O. Bond Transfers 6,265,500 4,900,000 4,950,000
Capital Projects Subtotal 16,450,220 8,230,000 6,600,000
SUBTOTAL OTHER FUNDS 17,189,207 8,645,987 7,017,987
GRAND TOTAL-TRANSFERS BETWEEN FUNDS: $ 44,296,219 $ 36,186,997 $ 34,541,978
- 39 -
CITY OF IOWA CITY, IOWA
ADDITIONAL POSITIONS
APPROVED FOR 2006
Salary /
Department Position FTE* Wages Benefits Total
Finance Admins Finance Directo~ 50 53,721 12,307 66 028
Finance Admins Management Analyst 1 00 51,635 11,698 63 333
Finance Admins Management Assistant -1 00 -47,168 -11,053 -58 221
Treasury Account Clerk - Treasury -2 00 -67,632 -25,276 -92 908
Treasury Accountant - Treasury 1 00 40,561 10,078 50 639
Treasury Finance Director 50 -53,721 -13,413 -67 134
Treasury Sr Customer Service Rep 1 00 46,306 17,991 64 297
Streets Repair Progr M.W. II - Streets -1 00 -41,346 -17,254 -58 600
Streets Repair Progr M.W. III - Streets 1 00 43,802 17,607 61 409
TOTAL GENERAL FUlqD .00 26,158 2,685 28,843
Refuse Collection MW II Refuse -1.00 -39,914 -17,048 -56,962
Refuse Collection MW III - Refuse 1.00 40,624 17,150 57,774
Landfill Operations M.W. III - Landfill -1.00 -41,346 -17,254 -58,600
Landfill Operations Sr MW - Landfill 1.00 43,518 17,567 61,085
TOTAL ENTERPRISE FUNDS .00 2,882 415 3,297
GRAND TOTAL - ADDITIONAL POSITIONS RECOMMENDED .00 29,040 3,100 32,140
* FTE = Full Time Equivalent
CITY OF IOWA CITY, IOWA
Additional Positions Requested For 2006
NOT RECOMMENDED In 2006 Financial Plan
Salary /
Department Position FTE* Wages Benefits Total
Operations & Maint Custodian -.63 -19 954 -5 543 -25,497
Patrol Police Officer 3.00 107 160 66 330 173,490
Records & Identif Sr Police Records Clerk 1.00 30 658 15 815 46,473
Emergency Comm Emergency Comm Dispatcher 2.00 65 850 32 282 98,132
Fire Emergency Oper Firefighter 1.00 38 666 24 573 63,239
Fire Prevention Code Enforcement - Fire 1.00 50 287 28 005 78,292
Housing Inspections Housing Inspector 1.00 33 893 16 591 50,484
Streets Repair Progr Custodian 1.00 26 912 15 175 42,087
Streets Repair Progr M.W. I - Streets 1.00 35 956 9,740 45,696
TOTAL GENERAL FI/RD 10.37 369,428 202,968 572,396
Water Customer Svc Water Services Clerk .25 7,896 2,196 10,092
Landfill Operations Custodian - Landfill .75 20,184 11,381 31,565
Storm Water Mgmt Sr Engineer 1.00 59,876 19,952 79,828
TOTAL ENTERPRISE FUNDS 2.00 87,956 33,529 121,485
Trans Cap Acq/CIP Spec Project Administrator 1.00 73,840 22,295 96,135
Roads Special Projects Inspector 2 00 92,080 35,859 127,939
Lib Capital Acq/CIP Spec Project Administrator 1 00 72,750 21,812 94,562
File Srvrs&Sys Supp ITS Coordinator 10 8,820 2,437 11,257
File Srvrs&Sys Supp Operations Clerk - ITS 50 18,500 8,485 26,985
Desktop Support ITS Coordinator 10 -8,516 -2,393 -10,909
Desktop Support PC Desktop Analyst 1 00 41,789 17,338 59,127
Phone Administration ITS Coordinator 20 -17,640 -4,874 -22,514
TOTAL OTHER FUNDS 5.30 281,623 100,959 382,582
GR/tND TOTAL - NOT RECOMME1TDED IN 2006 17.67 739,007 337,456 1,076,463
* FTE = Full Time Equivalent
- 40 -
CITY OF IOWA CITY, IOWA
Full Time Equivalent's (FTE) Comparison
FY 2005 to 2006
2005 2006
Full Part Full Part
Division Time Time Total Time Time Total
City Council 7 00 00 7.00 7 00 .00 7.00
City Clerk 4 00 00 4.00 4 00 .00 4.00
City Attorney 6 00 60 6.60 6 00 .60 6.60
City Manager 3 00 00 3.00 3 00 .00 3.00
Personnel 4 00 00 4.00 4 00 .00 4.00
Finance Administration 2 60 32 2.92 4 60 -1.18 3.42
Accounting 6 55 00 6.55 6 55 .00 6.55
Purchasing 3 00 1.26 4.26 3 00 1.26 4.26
Treasury 8 50 1.38 9.88 10 50 -1.12 9.38
Document Services 3 50 .00 3.50 3 50 .00 3.50
Operations & Maintenance 4 33 .63 4.96 4 33 .63 4.96
Energy Conservation 50 .00 .50 50 .00 .50
Human Rights t 00 1.50 2.50 1 00 1.50 2.50
Mass Transit Administration & Sup 3 50 00 3.50 3 50 .00 3.50
Mass Transit Operations 22.50 15 50 38.00 22 50 15.50 38.00
Transit Fleet Maintenance 6 00 00 6.00 6 00 .00 6.00
Transit Auto Body 1 00 00 1.00 1 00 .00 1.00
Court St Transportation Center 2 00 00 2.00 2 00 .00 2.00
Police Department Administration 5 00 00 5.00 5 00 .00 5.00
Criminal Investigation 8 00 00 8.00 8 00 .00 8.00
Patrol 62 00 00 62.00 62 00 .00 62.00
Records & Identification 6 00 00 6.00 6 00 .00 6.00
Emergency Communications 10 00 1 25 11.25 10 00 1.25 11.25
Jo County Task Force Grant 1 00 00 1.00 1 00 .00 1.00
Domestic Violence Grant 1 00 00 1.00 1 00 .00 1.00
Fire Adminstration 3 00 00 3.00 3 00 .00 3.00
Fire Emergency Operations 52.00 00 52.00 52 00 .00 52.00
Fire Prevention 1.00 00 1.00 1 00 .00 1.00
Fire Training 1.00 00 1.00 1 00 .00 1.00
Shelter Operations & Administrati 5.75 00 5.75 5 75 .00 5.75
Animal Control Patrolling .25 00 .25 25 .00 .25
HIS Department Administration 2.25 63 2.88 2 25 .63 2.88
Building Inspection 7.00 00 7.00 7 00 .00 7.00
Housing Inspections 4.00 00 4~00 4 00 .00 4.00
Public Works Administration and S 2.00 00 2.00 2 00 .00 2.00
Engineering Services 11.60 00 11.60 11 60 .00 11.60
Traffic Eng Admin & Support 1.15 00 1.15 1 15 .00 1.15
Traffic Eng Signals 3.00 00 3.00 3 00 .00 3.00
Streets Admin & Support 1.50 00 1.50 1 50 .00 1.50
Streets Repair Programs 22.00 00 22.00 23 00 -1.00 22.00
Parks & Rec Admin 2.00 00 2.00 2 00 .00 2.00
General Office Administration 4.00 00 4.00 4 00 .00 4.00
Building Maintenance 3.67 00 3.67 3 67 .00 3.67
Supervision 1.00 00 1.00 1 00 .00 1.00
Mercer Park Pool Operations 1.05 1 40 2.45 1 05 1.40 2.45
Rec Center Pool Operations .00 50 .50 00 .50 .50
Aquatics Supervision .55 00 .55 55 .00 .55
Supervision - SPI 1.00 00 1.00 1 00 .00 1.00
Supervision 1.00 00 1.00 1 00 .00 1.00
Scanlon Gym .40 60 1.00 40 .60 1.00
Parks Maintenance Admin & Support 2.00 00 2.00 2 00 .00 2.00
Parks Operations & Maintenance 11.00 00 11.00 11 00 .00 11.00
Forestry Operations 3.00 00 3.00 3 00 .00 3.00
Cemetery Operations 3.00 00 3.00 3 00 .00 3.00
CBD Maintenance Operations 3.00 00 3.00 3 00 .00 3.00
Library Administration 3.00 00 3.00 3 00 .00 3.00
Library Building Maintenance 3.00 1 25 4.25 3 00 1.25 4.25
Computer Systems 3.00 75 3.75 3 00 .75 3.75
Technical Services 6.00 2 08 8.08 6 00 2.08 8.08
Public Services 16.00 6 80 22.80 16 00 6.80 22.80
Reciprocal Borrowing .00 75 .75 00 ' .75 .75
Senior Center Operations 5.81 50 6.31 5 81 .50 6.31
PCD Department Admin 2.05 50 2.55 2 05 .50 2.55
Urban Planning 3.50 00 3.50 3 50 .00 3.50
Neighborhood Services 1.00 00 1.00 1 00 .00 1.00
Non-Grant Community Development .80 10 .90 80 .10 .90
-41 -
CITY OF IOWA CITY, IOWA
Full Time Equivalent's (FTE) Comparison
FY 2005 to 2006
2005 2006
Full Part Full Part
Division Time Time Total Time Time Total
Economic Development .50 .00 .50 .50 .00 .50
TOTAL GENERAL FUlqD 380.81 38.30 419.11 385.81 33.30 419.11
Parking Admin & Support 3.50 .00 3.50 3.50 .00 3.50
On Street & Lot Operations 8.00 1.00 9 00 8.00 1 00 9 00
Capitol Street Ramp Operations 3.00 5.75 8 75 3.00 5 75 8 75
Dubuque Street Ramp Operations 3.00 3.00 6 00 3.00 3 00 6 00
Chauncy Swan Ramp Operations 1.00 .00 1 00 1.00 00 1 00
Tower Place Ramp Operations 1.50 3.00 4 50 1.50 3 00 4 50
Wastewater Treatment Administrati 2.00 .00 2 00 2.00 00 2 00
North Plant Operations 17.00 .00 17 00 17.00 00 17 00
Sewer Systems 4.50 .00 4 50 4.50 00 4 50
South Plant Operations 2.00 .00 2 00 2.00 00 2 00
Water System Administration & Sup 2.00 .00 2 00 2.00. 00 2 00
Water Plant Operations 11.00 .00 11 00 11.00 00 11 00
Water Distribution System 8 00 .00 8 00 8.00 00 8 00
Water Customer Service 10 25 .50 10 75 10.25 .50 10 75
Water Public Relations 75 .00 75 .75 .00 75
Refuse Collection Administration 1 35 1.00 2 35 1.35 1.00 2 35
Refuse Collection Operations 8 00 .00 8 00 9.00 -1.00 8 00
Yard Waste Collection 4 00 .00 4 00 4.00 .00 4 00
Recycling Curbside Collection 5 00 .00 5 00 5.00 .00 5 00
White Goods/Bulky Collection 1 00 .00 1 00 1.00 .00 1 00
Landfill Administration & Support 1 00 .00 1 00 1.00 .00 1 00
Landfill Operations 6 25 .50 6.75 7.25 -.50 6 75
Solid Waste Recycling Operation 5 00 .00 5.00 5.00 .00 5 00
Solid Waste Surcharge Reserve 75 .00 .75 .75 .00 75
Airport Operations 2 00 .00 2.00 2.00 .00 2 00
Cable TV Administration & Support 3 19 1.25 4.44 3.19 1.25 4.44
Local Access Pass Through 1 00 .75 1.75 1.00 .75 1.75
Storm Water Management 50 .00 .50 .50 .00 .50
Housing Authority Administration 11 50 .00 11.50 11.50 .00 11.50
Housing Authority - Contra Accoun -11 50 .00 -11.50 -11.50 .00 -11.50
Housing Authority Voucher - Admin 10 92 .00 10.92 10.92 .00 10.92
Public Housing Program 1 83 .00 1.83 1.83 .00 1.83
TOTAL ENTERPRISE FUlqDS 129.29 16.75 146.04 131.29 14.75 146.04
Non-Reimbursable Personnel .15 .19 .34 15 .19 .34
CDBG Administration 1.75 00 1.75 1 75 .00 1.75
Rehab-Project Delivery 1.20 40 1.60 1 20 .40 1.60
HOME Program 1 00 00 1.00 1 00 .00 1.00
JCCOG Administration 1 10 00 1.10 1 10 .00 1.10
JCCOG-General Transportation Plan 3 00 00 3.00 3 00 .00 3.00
JCCOG Human Services 1 00 00 1.00 1 00 .00 1.00
Solid Waste Management 1 00 00 1.00 1 00 .00 1.00
File Servers & System Support 5 15 50 5.65 5 15 .50 5.65
Desktop Support 1 10 00 1.10 1 10 .00 1.10
Network & Internet Support .20 00 .20 20 .00 .20
Web Administration & Services .85 00 .85 85 .00 .85
Phone Administration .20 00 .20 20 .00 .20
General Fleet Maintenance 9.50 38 9.88 9 50 .38 9.88
Equipment Replacement .50 88 1.38 50 .88 1.38
Mail Service .00 75 .75 00 .75 .75
Risk Management Administration 1.20 13 1.33 1 20 .13 1.33
Library Development Office Salary .00 80 .80 00 .80 .80
TOTAL OTHER FUlqDS 28.90 4.03 32.93 28.90 4.03 32.93
GP~kND TOTAL (FTE'S) 539.00 59.08 598.08 546.00 52.08 598.08
- 42 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 42100 POLICE
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 6,403,211 6,800,212 7,180,780 7,452,329 7,784,995
Other City Taxes 281,486 275,000 281,486 281,486 281,486
Fed. Intergov. Rev. 14,352 3,000
Other State Grants 97,666 93,855 99,682 102,836 103,849
Local Govt 28e Agreements 10,569 42,275 43,975 43,975 43,975
Police Services 14,783 39,300 14,783 14,783 14,783
Fire Services 9,165 28,500
Code Enforcement 5,434 4,000 5,000 5,000 5,000
Contrib & Donations 560
Printed Materials 10,508 10,250 10,508 10,508 10,508
Sale Of Forfeited Property 42,642 40,000 35,000 30,000 30,000
Misc Merchandise 440 440 440 440
Other Misc Revenue 62,429
Rents 191
Sale Of Assets 234 1,000
Transfers From Governmental Activit 735,055 957,082 1,102,205 1,102,205 1,102,205
Total Receipts 7,688,725 8,294,474 8,773,859 9,043,562 9,377,241
Personnel 6,738,983 7,254,017 7,723,223 8,046,766 8,347,655
Services 551,099 596,845 608,463 613,730 619,098
Supplies 143,750 184,896 172,650 176,059 179,533
Capital Outlay 254,893 258,716 269,523 207,007 230,955
Total Expenditures 7,688,725 8,294,474 8,773,859 9,043,562 9,377,241
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 1 00 1.00 Bicycles (5) 4,000
Community Service Officer 5 00 5.00 Chief's Office Chair (1) 700
Computer Syst Analyst - Polic 1 00 1.00 Digital Cameras (2 per year) 2,000
Emergency Comm Dispatcher 10 25 10.25 Forensic Computer (1) 2,000
Emergency Communications Supe 1 00 1.00 Magazines, Spares (16) 320
Police Captain 2 00 2.00 Marked Patrol Cars (7) 157,500
Police Chief 1 00 1.00 Marked Squad Car Conversions (7) 17,500
Police Lieutenant 4 00 4.00 NAS Device for Digital Video Stor 12,000
Police Officer 55 00 55.00 office Furniture (Chairs, Storage 3,000
Police Records Clerk 2 00 2.00 PC for Digital Evidence Storage 10,073
Police Sergeant 9.00 9.00 Portable Truck Scales 16,000
Records Supervisor 1.00 1.00 Rear Seats (7) 3,425
Sr Police Records Clerk 2.00 2.00 Rifles (8 for SRT) 6,320
Seat Cages for Marked Squad Cars 4,600
Sight Systems (8) 3,360
Slings (8) 320
Software for Digital Evidence Sro 3,435
Tactical Rifle Light/Pressure Swi 1,640
Task Chairs (2) 1,330
Unmarked Patrol Car (1) 20,000
94.25 94.25 269,523
Transfers In Transfers Out
Empl. Benefits Levy 13,574
Empl. Benefits Levy 14,434
Empl. Benefits Levy 20,401
Empl. Benefits Levy 877,706
Empl. Benefits Levy 129,881
Empl. Benefits Levy 46,209
1,102,205
-43-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421100 Police Department Administration
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 413,807 509,879 519,228 542,057 562,878
Printed Materials 152 152 152 152
Other Misc Revenue 60,353
Transfers From Governmental Activit 39,131 39,027 46,209 46,209 46,209
Total Receipts 513,443 548,906 565,589 588,418 609,239
Personnel 458,461 491,371 515,213 538,514 559,101
Services 43,358 42,587 40,477 40,521 40,568
Supplies 6,587 14,948 9,199 9,383 9,570
Capital Outlay 5,037 700
Total Expenditures 513,443 548,906 565,589 588,418 609,239
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 1.00 1.00 Chief's Office Chair (1) 700
Computer Syst Analyst - Polic 1.00 1.00
Police Captain 1.00 1.00
Police Chief 1.00 1.00
Police Sergeant 1.00 1.00
5.00 5.00 700
Transfers In Transfers Out
Empl. Benefits Levy 46,209
46,209
- 44 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421220 Patrol
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 4,104,866 4,381 508 4,670,726 4,846,722 5,088,773
Other City Taxes 281,486 275 000 281,486 281,486 281,486
Fed. Intergov. Rev. 2,198 3 000
Other State Grants 24,066 25 000 21,000 21,000 21,000
Police Services 14,783 39 300 14,783 14,783 14,783
Fire Services 9,165 8 500
Code Enforcement 5,434 4 000 5,000 5,000 5,000
Contrib & Donations 560
Sale Of Forfeited Property 42,642 40 000 35,000 30,000 30,000
Misc Merchandise 440 440 440 440
Other Misc Revenue 2,043
Rents 191
Sale Of Assets 234 1 000
Transfers From Governmental Activit 588,988 760 086 877,706 877,706 877,706
Total Receipts 5,077,096 5,537 394 5,906,141 6,077,137 6,319,188
Personnel 4,436,857 4,857 066 5,203,024 5,427,737 5,639,625
Services 266,699 284 964 289,584 292,766 296,007
Supplies 125,568 154 828 148,040 150,957 153,931
Capital Outlay 247,972 240 536 265,493 205,677 229,625
Total Expenditures 5,077,096 5,537,394 5,906,141 6,077,137 6,319,188
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Community Service Officer 5.00 5.00 Bicycles (5) 4,000
Police Captain 1.00 1.00 Digital Cameras (2 per year) 2,000
Police Lieutenant 3.00 3.00 Magazines, Spares (16) 320
Police Officer 47.00 47.00 Marked Patrol Cars (7) 157 500
Police Sergeant 6.00 6.00 Marked Squad Car Conversions (7) 17 500
NAS Device for Digital Video Stor 12 000
Office Furniture (Chairs, Storage 3 000
PC for Digital Evidence Storage 10 073
Portable Truck Scales 16 000
Rear Seats (7) 3 425
Rifles (8 for SRT) 6 320
Seat Cages for Marked Squad Cars 4 600
Sight Systems (8) 3 360
Slings (8) 320
Software for Digital Evidence Sto 3,435
Tactical Rifle Light/Pressure Swi 1,640
Unmarked Patrol Car (1) 20,000
62.00 62.00 265,493
Transfers In Transfers Out
Empl. Benefits Levy 877,706
877,706
- 45 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421210 Criminal Investigation
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 586,459 615,506 641,720 665,464 692,288
Transfers From Governmental Activit 90,249 115,124 129,881 129,881 129,881
Total Receipts 676,708 730,630 771,601 795,345 822,169
Personnel 638,820 682,407 714,813 740,316 766,896
Services 34,369 33,841 51,048 51,215 51,384
Supplies 2,689 3,072 3,740 3,814 3,889
Capital Outlay 830 11,310 2,000
Total Expenditures 676,708 730,630 771,601 795,345 822,169
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Police Lieutenant 1.00 1.00 Forensic Computer (1) 2,000
Police Officer 6.00 6.00
Police Sergeant 1.00 1.00
8.00 8.00 2,000
Transfers In Transfers Out
Empl. Benefits Levy 129,881
129,881
- 46 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421230 Records & Identification
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 398,179 418 389 441,292 461,541 476,347
Fire Services 20 000
Printed Materials 10,356 10 250 10,356 10,356 10,356
Other Misc Revenue -5
Transfers From Governmental Activit 13,253 17 266 20,401 20,401 20,401
Total Receipts 421,783 465,905 472,049 492,298 507,104
Personnel 333,752 352,030 378,447 398,216 412,533
Services 84,273 102,721 88,923 89,336 89,756
Supplies 2,704 5,384 3,349 3,416 3,485
Capital Outlay 1,054 5,770 1,330 1,330 1,330
Total Expenditures 421,783 465,905 472,049 492,298 507,104
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Police Records Clerk 2.00 2.00 Task Chairs (2) 1,330
Police Sergeant 1.00 1.00
Records Supervisor 1.00 1.00
Sr Police Records Clerk 2.00 2.00
6.00 6.00 1,330
Transfers In Transfers Out
Empl. Benefits Levy 20,401
20,401
- 47 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421500 Emergency Communications
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 761,844 750,073 777,000 798,910 821,459
Local Govt 28e Agreements 10,569 42,275 43,975 43,975 43,975
Total Receipts 772,413 792,348 820,975 842,885 865,434
Personnel 648,876 656,225 678,448 698,752 719,664
Services 117,783 128,864 135,130 136,587 138,074
Supplies 5,754 6,159 7,397 7,546 7,696
Capital Outlay 1,100
Total Expenditures 772,413 792,348 820,975 842,885 865,434
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Emergency Comm Dispatcher 10.25 10.25
Emergency Communications Supe t.00 1.00
11.25 11.25
- 48 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421310 Community Relations
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 25,095 1,689 1,698 1,708
Other Misc Revenue 38
Transfers From Governmental Activit 3,051
Total Receipts 28,184 1,689 1,698 1,708
Personnel 26,440
Services 1,318 1,244 1,244 1,244
Supplies 426 445 454 464
Total Expenditures 28,184 1,689 1,698 1,708
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421320 Crossing Guards
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 58,147 55,549 62,012 62,021 62,030
Total Receipts 58,147 55,549 62,012 62,021 62,030
Personnel 58,125 55,044 61,532 61,532 61,532
Supplies 22 505 480 489 498
Total Expenditures 58,147 55,549 62,012 62,021 62,030
- 49 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 421601 Jo County Task Force Grant
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 33,383 35,014 36 820 39,820 42,914
Fed. Intergov. Rev. 12,154
Other State Grants 42,404 45,000 45 000 45,000 45,000
Transfers From Governmental Activit 12,808 14 434 14,434 14,434
Total Receipts 87,941 92,822 96,254 99,254 102,348
Personnel 86,898 90,759 95,301 98,297 101,387
Services 1,043 2,063 953 957 961
Total Expenditures 87,941 92,822 96,254 99,254 102,348
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Police Officer 1.00 1.00
1.00 1.00
Transfers In Transfers Out
Empl. Benefits Levy 14,434
14,434
Fund: 1000 General
Center: 421602 Domestic Violence Grant
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 20,164 34,294 29,909 33,712 36,214
Other State Grants 31,196 23,855 33,682 36,836 37,849
Transfers From Governmental Activit 12,771 13,574 13,574 13,574
Total Receipts 51,360 70,920 77,165 84,122 87,637
Personnel 50,754 69,115 76,445 83,402 86,917
Services 606 1,805 720 720 720
Total Expenditures 51,360 70,920 77,165 84,122 87,637
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Police Officer 1.00 1.00
1.00 1.00
Transfers In Transfers Out
Empl. Benefits Levy 13,574
13,574
- 50 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 42200 FIRE
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
· Property Tax - General Levy 3,042,592 3,157 233 3,191,363 3,389,542 3,608,822
Food & Liquor Licens 3,405 3 275 3,405 3,405 3,405
Fed. Intergov. Rev. 28 781
State 28e Agreements 1,215,000 1,215,000 1,215,000
Fire Services 1,091,613 1,228 799 3,000 3,000 3,000
Contrib & Donations 1,737
Printed Materials 203 200 203 203 203
Sale Of Forfeited Property 3,925
Other Misc Revenue 3,699
Sale Of Assets 725
Transfers From Governmental Activit 571,415 704,487 825,588 825,588 825,588
Total Receipts 4,719,314 5,122,775 5,238,559 5,436,738 5,656,018
Personnel 4,155,577 4,394,297 4,640,269 4,825,142 5,003,058
Services 309,868 336,653 339,121 342,424 345,792
Supplies 100,696 160,365 145,380 148,183 151,040
Capital Outlay 101,084 179,371 61,700 68,900 104,039
Other Financial Uses 52,089 52,089 52,089 52,089 52,089
Total Expenditures 4,719,314 5,122,775 5,238,559 5,436,738 5,656,018
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Clerk/Typist 1.00 1.00 Apparatus mounting brackets. 5 000
Battalion Chief 4.00 4.00 Carpet, tables, chairs, paint. 5 000
Fire Captain 3.00 3.00 Color laser printer. 2 000
Fire Chief 1.00 1.00 Confined space communication syst 2 300
Fire Lieutenant 10.00 10.00 Electric vent fans. 4 000
Firefighter 38.00 38.00 Exercise bikes, St. 1. 1 000
Fire hose. 3 000
Low pressure airbags. 3 800
PC and printer. 1 200
Photo accessories. 1 200
Portable radios. 14 000
SCUBA water rescue equipment. 9 000
Side chairs, St. 1. 1 000
Stairmaster, St.1 - additional. 2 000
Training equipment. 5 000
Valves and nozzles. 2 200
57.00 57.00 61,700
Transfers In Transfers Out
Empl. Benefits Levy 735,023 Scanlon Loan Repay 35,157
Empl. Benefits Levy 52,707 Interfund Loan Repay 16,932
Empl. Benefits Levy 16,087
Empl. Benefits Levy 21,771
825,588 52,089
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2400 Employee Benefits
Center: 418114 Public Safety Reserve
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Interest Revenues 19,178 11,000
Total Receipts 19,178 11,000
Personnel 46,627
Services 214 140 84 84 84
Other Financial Uses 585,000 585,000 325,000
Total Expenditures 585,214 631,767 325,084 84 84
Transfers In Transfers Out
Police Pension Resrv 325,000
325,000
- 52 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 424100 HIS Department Administration
2004 2003 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 235,905 289 586 337,943 324,516 336,136
Bldg & Development 341 341 341 341
Code Enforcement 3,835 5 000 3,835 3,835 3,835
Printed Materials 306 300 306 306 306
Other Misc Revenue 88
Total Receipts 240,475 294,886 342,425 328,998 340,618
Personnel 218,686 236,479 245,225 256,702 267,689
Services 47,153 57,195 70,212 70,803 71,406
Supplies 372 1,212 1,464 1,493 1,523
Capital Outlay 25,524
Other Financial Uses -25,736
Total Expenditures 240,475 294,886 342,425 328,998 340,618
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Code Enforcement Assistant 1.00 1.00 Wireless Application 25,524
HIS Director 1.00 1.00
Housing Assistant .88 .88
2.88 2.88 25,524
- 53 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 424200 Building Inspection
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
General Use Permits 11,364 12,000 11,364 11,364 11,364
Food & Liquor Licens 3,512 3,500 3,512 3,512 3,512
Professional Licenses 48,073 47,000 48,073 48,073 48,073
Misc Permits & Licen 1,845 7,000 1,845 1,845 1,845
Construction Permit & Inspection Fe 824,671 662,189 668,194 668,194 668,194
Misc. Lic. & Permits 105 105 105 105
Bldg& Development 393,907 304,190 312,782 312,782 312,782
Police Services 90 90 90 90
Culture And Recreation 2,205 2,205 2,205 2,205
Printed Materials 1,726 3,000 1,726 1,726 1,726
Misc Merchandise -47
Other Misc Revenue 3,859
Total Receipts 1,291,310 1,038,879 1,049,896 1,049,896 1,049,896
Personnel 450,900 472,215 490,776 508,175 525,156
Services 56,177 66,107 66,860 67,475 68,103
Supplies 9,343 10,319 12,200 12,445 12,694
Capital Outlay 1,600 1,600 1,600 1,600
Total Expenditures 516,420 550,241 571,436 589,695 607,553
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Building Inspector 5.00 5.00 Radios, Portable (2) 1,600
Development Reg Specialist 1.00 1.00
Sr Building Inspector 1.00 1.00
7.00 7.00 1,600
Fund: 1000 General
Center: 424300 Housing Inspections
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy -5,669 8,251 21,363 34,628
Misc Permits & Licen 415 415 415 415
Construction Permit & Inspection Fe 299,904 309,337 299,904 299,904 299,904
Printed Materials 36 36 36 36
Total Receipts 294,686 309,337 308,606 321,718 334,983
Personnel 251,805 255,800 259,709 272,652 285,745
Services 41,781 51,864 47,235 47,369 47,506
Supplies 1,100 1,673 1,662 1,697 1,732
Total Expenditures 294,686 309,337 308,606 321,718 334,983
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Housing Inspector 3.00 3.00
Sr Housing Inspector 1.00 1.00
4.00 4.00
- 54 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 42300 ANIMAL CONTROL
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 342 129 244,249 377,936 392,552 406,818
Misc. Lic. & Permits 17 440 30,000 33,000 33,000 33,000
Local Govt 28e Agreements 78 371 79,723 81,000 81,000 81,000
Animal Care Servs 6 943 6,000 8,000 8,000 8,000
Code Enforcement 9
Contrib & Donations 17 709 30,000 20,000
Animal Adoption 11 260 25,000 15,000 15,000 15,000
Misc Merchandise 13 063 12,000 15,000 15,000 15,000
Intra-city Charges 35 270 30,000 35,270 35,270 35,270
Other Misc Revenue 28 215 20,000 28,000 28,000 29,000
Interest Revenues 500
Royalties & Commissions 540 540 540 540
Total Receipts 550,949 477,472 613,746 608,362 623,628
Personnel 313,086 334,403 346,839 358,936 370,516
Services 182,349 95,148 201,079 203,819 206,610
Supplies 41,289 44,851 44,128 45,007 45,902
Capital Outlay 14,225 3,070 21,700 600 600
Total Expenditures 550,949 477,472 613,746 608,362 623,628
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Animal Care Technician 2.00 2.00 Desk Chairs (3) 1 500
Animal Center Assistant 1.00 1.00 Drainage System 10 000
Animal Control Officer 2.00 2.00 Laptop Computer Wireless Replacem 2 000
Animal Control Supervisor 1.00 1.00 Radios (2) 1 200
Safe for Drugs 800
Small Mammal Caging 3 000
Storage Cabinets 1 500
Window Blinds 1 700
6.00 6.00 21 700
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 423300 Deer Control
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 93,726 50,088 50,000 51,000 52,020
Total Receipts 93,726 50,088 50,000 51,000 52,020
Personnel 710
Services 92,211 50,088 50,000 51,000 52,020
Supplies 805
Total Expenditures 93,726 50,088 50,000 51,000 52,020
- 55 -
- 56 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 43400 STREET SYSTEM MAINTENANCE
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 356,516 370,376 24,080 29,234 34,391
Bldg & Development 46,184 25,000 46,184 46,184 46,184
Misc Merchandise 732
Intra-city Charges 50
Other Misc Revenue 909
Transfers From Governmental Activit 2,089,459 2,314,998 2,779,689 2,799,915 2,864,084
Total Receipts 2,493,850 2,710,374 2,849;953 2,875,333 2,944,659
Personnel 1,427,295 1,619,635 1,695,169 1,738,782 1,786,009
Services 656,640 702,838 726,000 735,949 746,097
Supplies 301,834 252,251 340,784 347,602 354,553
Capital Outlay 108,081 135,650 88,000 53,000 58,000
Total Expenditures 2,493,850 2,710,374 2,849,953 2,875,333 2,944,659
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Assr Supt Streets/Solid Waste .50 .50 Crack/Seal Program 40,000
M.W. I - Streets 7.00 7 00 Misc. Repairs 3,000
M.W. II - Streets 6.00 5 00 Sidewalk Repair 45,000
M.W. III - Streets 7.00 8 00
Sr Clerk/Typist - Streets .50 50
Sr M.W. - Streets 2.00 2 00
Supt Streets/Solid Waste .50 50
23.50 23 50 88,000
Transfers In Transfers Out
RUT~Streets Ops. 2,779 689
2,779 689
- 57 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 43300 TRAFFIC ENGINEERING
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 88,998 85,917
Misc Merchandise 73
Intra-city Charges 475
Other Misc Revenue 25,330 13,900
Transfers From Governmental Activit 872,588 1,049,839 1,131,928 1,155,146 1,178,985
Total Receipts 987,464 1,149,656 1,131,928 1,155,146 1,178,985
Personnel 383,222 397,854 324,645 333,174 342,031
Services 451,445 552,010 591,743 602,361 613,191
Supplies 152,722 199,792 203,540 207,611 211,763
Capital Outlay 75 12,000 12,000 12,000
Total Expenditures 987,464 1,149,656 1,131,928 1,155,146 1,178,985
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Assr Supt Streets/Solid Waste .50 .50 Walk Signal LED 12,000
Electrician 2.00 2.00
Electronics Tech/Traffic Eng 1.00 1.00
Sr Clerk/Typist - Streets .50 .50
Supt Streets/Solid Waste .15 .15
4.15 4.15 12,000
Transfers In Transfers Out
RUT~Traffic Eng Ops 1,131,928
1,131,928
- 58 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 432100 Engineering Services
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 592,771 750,802 783,359 793,104 831,607
Construction Permit & Inspection Fe 26,527 10,000 26,527 26,527 26,527
Bldg & Development 12,876 8,500 12,876 12,876 12,876
Code Enforcement 225 225 225 225
Printed Materials 11,317 575 11,317 11,317 11,317
Misc Merchandise 115 115 115 115
Other Misc Revenue 1,703 600
Total Receipts 645,534 770,477 834,419 844,164 882,667
Personnel 508,539 641,612 675,617 711,111 748,747
Services 94,665 118,075 121,548 122,188 122,839
Supplies 6,673 10,790 10,654 10,865 11,081
Capital Outlay 35,657 26,600
Total Expenditures 645,534 770,477 834,419 844,164 882,667
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Architectural Serv/Energy Coo .50 50 Chair 600
City Engineer 1.00 1 00 Survey Equipment 26,000
Civil Engineer 1.00 1 00
Construction Inspector II 2.00 2 00
Engineering Technician .10 10
Sr Construction Inspector 1.00 1 00
Sr Engineer 3.00 3 00
Sr Engineering Tech 1.00 1 00
Survey Party Chief 1.00 1 00
Utilities Technician 1.00 1 00
11.60 11.60 26,600
- 59 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 431100 Public Works Administration and Support
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 48,378 50,361 56,005 63,890 72,133
Intra-city Charges 151,388 151,388 151,250 151,250 151,250
Total Receipts 199,766 201,749 207,255 215,140 223,383
Personnel 191,406 191,293 195,334 203,150 211,324
Services 7,686 10,054 11,504 11,565 11,626
Supplies -1,222 402 417 425 433
Capital Outlay 1,896
Total Expenditures 199,766 201,749 207,255 215,140 223,383
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 1.00 1.00
Public Works Director 1.00 1.00
2.00 2.00
- 60 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 41700 TRANSIT
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 337,559 565,549 583,766 634,368 697,227
Current Taxes 1,833,138 1,903,678 1,950,643 2,006,466 2,042,637
Delq Prop Taxes 1,271
Other City Taxes 42,376 43,982 44,642 45,311
Fed. Intergov. Rev. 439,025 444,955 420,000 420,000 420,000
Other State Grants 274,987 326,430 280,000 280,000 280,000
Local Govt 28e Agreements 28,014 28,069 28,014 28,014 28,014
Transit Fees 751,733 730,300 751,733 751,733 751,733
Misc. Chg. For Ser. 700 700 700 700
Printed Materials 14 14 14 14
Misc Merchandise 94 94 94 94
Other Misc Revenue 36,230 50,000 50,000 50,000 50,000
Parking Lot Revenue 3,905
Total Receipts 3,749,046 4,048,981 4,108,946 4,216,031 4,315,730
Personnel 2,500,701 2,641,386 2,656,046 2,750,328 2,836,965
Services 849,647 928,010 961,476 964,454 967,494
Supplies 398,225 464,688 491,424 501,249 511,271
Capital Outlay 473 14,897
Total Expenditures 3,749,046 4,048,981 4,108,946 4,216,031 4,315,730
--- FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Body Repair Mechanic 1.00 1.00
Customer Service Rep - Transi 1.00 1.00
M.W. I - Transit 2.25 2.25
M.W. I - Transit Bldg Mnt 1.00 1.00
M.W. I - Transit Facility .50 .50
M.W. II - Transit 1.00 1.00
Mass Transit Operator 31.75 31.75
Mechanic II - Transit 2.00 2.00
Mechanic III - Transit 2.00 2.00
Parking A_nd Transit Director .50 .50
Parts/Data Entry Clerk 1.00 1.00
Sr M.W. - Parking & Transit .50 .50
Transit Manager 1.00 1.00
Transit Operations Supv 3.00 3.00
48.50 48.50
-61 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 417800 Bus Replacement Reserve
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Transfers From Governmental Activit 288,095 281,721 274,831
Total Receipts 288,095 281,721 274,831
Other Financial Uses 3,038 227,720 100,000
Total Expenditures 3,038 227,720 100,000
Transfers In Transfers Out
From Court St Opertn 288,095 Bus Acquisition 200,000
21 Cameras 27,720
288,095 227,720
- 62 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 417900 Court St Transportation Center
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Rents 114,850 114,850 114,850
Pkg Ramp Revenue 260,000 355,704 355,704 355,704
Total Receipts 260,000 470,554 470,554 470,554
Personnel 89,113 95,113 100,633 106,652
Services 25,875 38,775 39,541 40,323
Supplies 4,400 4,400 4,488 4,577
Other Financial Uses 332,266 325,892 319,002
Total Expenditures 119,388 470,554 470,554 470,554
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
M.W. II - Ramp/Meter Repair 1.00 1.00
Parking Enforcement Attendant 1.00 1.00
2.00 2.00
Transfers In Transfers Out
Bus Replmt Reserve 288,095
IntrFund Trans Out- 44,171
332,266
- 63 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 414300 Energy Conservation
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 9,097 34,772 32,067 33,516 35,814
Total Receipts 9,097 34,772 32,067 33,516 35,814
Personnel 8,742 34,077 30,406 32,552 34,847
Services 355 545 811 811 811
Supplies 150 150 153 156
Capital Outlay 700
Total Expenditures 9,097 34,772 32,067 33,516 35,814
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Architectural Serv/Energy Coo .50 .50 Desk 700
.50 .50 700
- 64 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2200 Road Use Tax
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 3,213,602 3,982,400 2,970,617 1,271,591 919,626
Road Use Tax 5,278,324 5,208,730 5,333,490 5,333,490 5,333,490
Total Receipts 5,278,324 5,208,730 5,333,490 5,333,490 5,333,490
Services 1,514 1,067 1,514 1,514 1,514
Other Financial Uses 4,508,012 6,219,446 7,031,002 5,683,941 4,976,373
Total Expenditures 4,509,526 6,220,513 7,032,516 5,685,455 4,977,887
Ending Balance 3,982,400 2,970,617 1,271,591 919,.626 1,275,229
Transfers In Transfers Out
Traffic Signal CIP 70,000
Intr City Bike Trail 30,000
Bien Asphalt 250,000
Biennial Brick St 20,000
Bridge Maintenance 60,000
Biennial Concrete Rp 100,000
Creek Maintenance 25,000
Overwidth Paving 30,000
Railroad Crossings 25,000
Street Pavmt Markg 60,000
Sump Pump Discharge 25,000
Traffic Calming 30,000
Camp Cardinal Rd 500,000
Dodge St Reconstrn 150,000
Hwy 6/Lakeside 695,000
McCollister Blvd 500,000
Mormon Tk-Walden Sig 100,000
Scott Blvd-Court Sig 250,000
RUT-To Forestry Ops 53,385
To JCCOG Trans Plan 146,000
RUT~Streets Ops. 2,779,689
RUT~Traffic Eng Ops 1,131,928
7,031,002
- 65 -
- 66 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 44200 LIBRARY
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 2,760,956 2,910,000 3,095,879 3,190,826 3,327,819
Current Taxes 521,017 541,045 554,393 570,259 580,539
Delq Prop Taxes 361
Other City Taxes 12,040 12,316 12,500 12,687 12,878
Local Govt 28e Agreements 298,992 298,802 298,992 298,992 298,992
Library Chgs For Servs 9,617 9,050 9,617 9,617 9,617
Library Fines & Fees 160,465 160,000 160,465 160,465 160,465
Printed Materials 416 416 416 416
Other Misc Revenue 1,985
Interest Revenues 1,000
Rents 70,000 70 000 70,000 70,000
Royalties & Commissions 2,912 2,150 2 912 2,912 2,912
Sale Of Assets 976
Transfers From Governmental Activit 45,988 56,747 56 747 56,747 56,747
Transfers From Business-type Funds 51,284 52,823 52 821 52,821 52,821
Total Receipts 3,867,009 4,113,933 4,314,742 4,425,742 4,573,206
Personnel 2,813,002 3,014,125 3,125,594 3,245,815 3,361,453
Services 348,823 432,160 469,240 475,373 481,628
Supplies 85,260 82,871 96,395 98,250 100,144
Library Materials 447,392 464,030 477,006 499,557 523,234
Capital Outlay 126,544 14,000 39,760
Other Financial Uses 45,988 106,747 106,747 106,747 106,747
Total Expenditures 3,867,009 4,113,933 4,314,742 4,425,742 4,573,206
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Librarian I 1.50 1.50 Adult Library Materials 380,797
Librarian II 5 33 5.33 Children's Library Materials 70,209
Library Assistant I 2 25 2.25 Microfilm Reader/Printer 11,000
Library Assistant II 1 75 1.75 Microfilm Reaser (2) 5,000
Library Assistant III 4 80 4.80 RFID Tags 26,000
Library Building Mgr 1 00 t.00 Telephone Notification Software 10,760
Library Clerk 3 25 3.25 Web Bridge Software 13,000
Library Coordinator 5 00 5.00
Library Director 1 00 1.00
Library Systems Manager 1 00 1.00
Library Web Specialist 75 .75
M.W. I - Library 2 25 2.25
M.W. II - Library 1.00 1.00
Microcomputer Specialist 1.00 1.00
Network Database Specialist 1.00 1.00
Office Manager - Library 1.00 1.00
Page Supervisor 1.00 1.00
Public Services Clerk 3.00 3.00
Sr Librarian 1.00 1.00
Sr Library Assistant 2.00 2.00
Sr Library Clerk 1.00 1.00
41.88 41.88 516,766
Transfers In Transfers Out
Library Operations 39,062 Library Computer Res 39,062
Library Operations 17,685 Library Equip Repl 17,685
Broadband Fund 52,821 2002 GO Abatement 50,000
109,568 106,747
- 67 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1001 General-Library
Special Revenues (Open Access, Enrich Iowa, Copier Fund, Damages / Losses Repl)
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 94,866 134,643 103,021 86,800 94,485
Fed. Intergov. Rev. 5,237
Operating Grants 77,838 49,000 77,838 77,838 77,838
Refuse Charges For Services 3 25 3 3 3
Contrib & Donations 1,480
Printed Materials 7,741 8,700 7,741 7,741 7,741
Misc Merchandise 3,944 1,200 3,944 3,944 3,944
Other Misc Revenue 17,304 16,500 16,000 16,000 16,000
Interest Revenues 1,092 3,000 1,592 1,592 1,592
Total Receipts 114,639 78,425 107,118 107,118 107,118
Personnel 37,397 36,755 44,123 45,226 46,329
Services 23,172 45,653 50,791 51,121 51,458
Supplies 3,794 13,639 3,025 3,086 3,148
Library Materials 10,499 10,000 10,000
Capital Outlay 4,000 15,400
Total Expenditures 74,862 110,047 123,339 99,433 100,935
Ending Balance 134,643 103,021 86,800 94,485 100,668
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Public Services Clerk .25 .25 Books 10,000
Sr Library Assistant .50 .50 Inventory Wand 5,700
Networked color printer 2,200
Self-Registration Software 7,500
.75 .75 25,400
- 68 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 441100 Parks & Rec Admin
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 204,343 210,451 218,181 226,385 234,805
Total Receipts 204,343 210,451 218,181 226,385 234,805
Personnel 185,539 193,398 199,415 207,500 215,799
Services 17,871 16,062 17,770 17,870 17,972
Supplies 933 991 996 1,015 1,034
Total Expenditures 204,343 210,451 218,181 226,385 234,805
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 1.00 1.00
Parks & Recreation Director 1.00 1.00
2.00 2.00
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 441110 Parkland Acquisition
2004 2005 2006 2007 2008
Actual Estimate Budget ProjectSon Projection
Interest Revenues 6,000
Interfund Loans 27,060 27,060 27,060 27,060 27,060
Total Receipts 27,060 33,060 27,060 27,060 27,060
Other Financial Uses 100,000 150,000 100,000
Total Expenditures 100,000 150,000 100,000
Transfers In Transfers Out
Scanlon Loan Repay 27,060 To Parks Operations 100,000
27,060 100,000
- 69 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Division: 03300 Parks
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 1,315,287 1,378,624 1,472,725 1,573,404 1,596,038
Culture And Recreation 30,029 25,000 30,000 30,000 30,000
Misc Merchandise 170 170 170 170
Other Misc Revenue 1,400
Rents 38,t84 35,635 37,792 37,792 37,792
Royalties & Commissions 200
Misc Transfers In 100,000 100,000 100,000
Total Receipts 1,485,070 1,539,459 1,640,687 1,641,366 1,664,000
Personnel 959,444 947,794 1,045,225 1,069,969 1,095,170
Services 404,402 398,666 415,502 421,173 426,955
Supplies 93,346 109,774 104,300 106,389 108,515
Capital Outlay 27,878 83,225 75,660 43,835 33,360
Total Expenditures 1,485,070 1,539,459 1,640,687 1,641,366 1,664,000
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Clerk Typist - Parks/Forestry 1 00 1.00 BBQ Grills 750
M.W. II - Parks 6 00 6.00 Ballfield Groomer 10,500
M.W. III Parks 3 00 3.00 Bandsaw 3,625
Sr M.W. - Parks 1 00 1.00 Drinking Fountain 3,750
Sr M.W. - Turfgrass Specialis 1 00 1.00 Finishing Mower 10,900
Superintendent Parks/Forestry 1 00 1.00 Pickup Truck 24,900
Picnic Tables 1,750
Portable Generator 1,300
Portable Paint Sprayers (2) 1,650
Soccer Field Equipment 1,185
Sod Cutter 3,800
Trash Cans 4,250
Tree Replacement 3,500
walk-behind Mower 3,800
13.00 13.00 75,660
Transfers In Transfers Out
Fr Parkland Acq Resv 100,000
100,000
- 70 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Division: 03200 Recreation
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 1,383,030 1,720,983 1,699,997 1,720,523 1,674,038
Other City Taxes 154,817 151,250 154,114 154,114 154,114
Local Govt 28e Agreements 92,840 62,000 82,586 82,586 82,586
Culture And Recreation 521,445 561,448 545,301 545,301 545,301
Misc. Chg. For Ser. 664 1,150
Contrib & Donations 8,700 500
Misc Merchandise 1,306 2,420 2,670 2,670 2,670
Other Misc Revenue 161
Rents 82,646 72,979 75,762 75,762 75,762
Misc. Pkg Revenue -84
Royalties & Commissions 19,992 15,077 20,649 20,649 20,649
Total Receipts 2,265,517 2,587,807 2,581,079 2,601,605 2,555,120
Personnel 1,573,039 1,718,096 1,779,712 1,808,039 1,835,785
Services 439,593 420,748 441,243 447,281 453,441
Supplies 121,567 132,750 139,327 141,988 144,697
Capital Outlay 43,221 228,116 132,700 116,200 33,100
Other Financial Uses 88,097 88,097 88,097 88,097 88,097
Total Expenditures 2,265,517 2,587,807 2,581,079 2,601,605 2,555,120
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
M.W. I - POOLS 75 .75 Boiler Valve Replacement 13,000
M.W. I - Pools 75 .75 Cash Register 700
M.W. I - Recreation 2 00 2.00 Controller Probes 1,200
M.W. II - Pools 1 00 1.00 Deck Surface Repair 2,100
M.W. II - Recreation 1 00 1.00 Exercise Room Equipment 5,000
Office Coord - Recreation 1 00 1.00 Fitness Equipment 4,000
Rec Program Supervisor 5 00 5.00 Floor Autoscrubber 3,800
Rec. Maint. Supr 67 .67 Game Room Equipment 1,000
Recreation Supt 1 00 1.00 Gymnastics Equipment 300
Sr Clerk/Typist - Rec 1 00 1.00 HVAC Control System 11,000
Swimming Pool Asst. 1 00 1.00 Office Furniture 2,500
Rec Ctr Window Replacement 64,000
Special Olympics Sports Equip 300
Storage Lockers and Counterspace 5,000
Table Tennis 1,800
Tile Replacement 2,500
Vacuum 3,500
Van 9,000
Volleyball Equipment 2,000
15.17 15.17 132,700
Transfers In Transfers Out
Scanlon Loan Repay 27,060
Scanlon Loan Repay 61,037
88,097
-?l -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Division: 03500 Cemetery Operations
2004 200S 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 209,040 293 949 249,439 250,969 260 090
Misc. Chg. For Ser. 35,080 25 000 35,080 35,080 35 080
Contrib & Donations 10,000
Sale Of Assets 40,150 40 000 40,150 40,000 40 000
Total Receipts 294,270 358 949 324,669 326,049 335 170
Personnel 217,538 236 178 251,772 262,417 270 788
Services 45,604 67 560 50,121 50,548 50 982
Supplies 9,336 10 802 11,034 11,255 11 480
Capital Outlay 21,792 44 409 11,742 1,829 1 920
Total Expenditures 294,270 358,949 324,669 326,049 335,170
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Cemetery Supr ' 1.00 1.00 Gracelance Improvements 10,000
M.W. II - Cemetery 1.00 1.00 Tree/Shrub Replacements (11) 1,742
M.W. III - Cemetery 1.00 1.00
3.00 3.00 11,742
- 72 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 44400 SENIOR CENTER
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 537,231 607,934 558 465 576,514 596,058
Local Govt 28e Agreements 75,000 75,000 75 000 75,000 75,000
Culture And Recreation 4 400 4,400 4,400
Misc. Chg. For Set. 21,372 35,000 25 000 25,000 25,000
Contrib & Donations 100 15 105 15,000 15,000
Misc Merchandise 375 4 425 4,425 4,425
Other Misc Revenue 480
Rents 906 550 550 550
Parking Lot Revenue 9,820 9,000 10,000 10,000 10,000
Royalties & Commissions 314 375 314 314 314
Transfers From Business-type Funds 9,880
Misc Transfers In 6,844 1,335 1,335 1,335
Total Receipts 652,442 727,309 704,474 712,538 732,082
Personnel 382,107 401,626 410,901 424,889 436,553
Services 165,275 208,547 188,421 190,783 193,191
Supplies 12,559 18,058 29,462 29,926 30,398
Capital Outlay 26,561 25,514 9,750 1,000 6,000
Other Financial Uses 65,940 73,564 65,940 65,940 65,940
Total Expenditures 652,442 727,309 704,474 712,538 732,082
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
M.W. I - Senior Center - Cabl .81 .81 Fitness Equipment 5,000
M.W. III - Senior Center 1.00 1.00 Lockers 750
Program Specialist - Sr Cente 1.00 1.00 PC 1,000
Receptionist .50 .50 Painting 3,000
Senior Center Coordinator 1o00 1.00
Sr Clerk/Typist - Sr Center 1.00 1.00
Volunteer Specialist- Sr Cntr 1.00 1.00
6.31 6.31 9,750
Transfers In Transfers Out
Broadband CTG Grant 9,880 Bldg Impr Loan Repay 43,296
Sr Scholarship Reimb 1,335 HVAC Loan Repay 22,644
11,215 65,940
- 73 -
CITY OF IOWA CITY, IOWA
Financial Plan for 2006 - 2008
Fund: 1003 General Sr. Center Gift Fund
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 190,606 45,386 262 327 392
Interest 1,792 3,000 400 400 400
Park, Recreation, And Cultural Char 4,699
Contributions 31,117 10,000 10,000 10,000
Total Receipts 37,608 3,000 10,400 10,400 10,400
Personnel 4,775 11,340
Services 155,466 9,050 9,000 9,000 9,000
Supplies 16,165 12,734
Capital Outlay 6,422 15,000
Other Financial Uses 1,335 1,335 1,335
Total Expenditures 182,828 48,124 10,335 10,335 10,335
Ending Balance 45,386 262 327 392 457
- 74 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 441860 CBD Maintenance Operations
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 377,097 475,833 441,127 431,247 438,466
General Use Permits 4,680 3,000 4,000 4,000 4,000
Royalties & Commissions 53
~otal Receipts 381,830 478,833 445,127 435,247 442,466
Personnel 255,571 289,558 293,238 284,712 289,486
Services 92,999 96,860 100,628 102,161 103,724
Supplies 12,906 29,878 21,999 22,438 22,884
Capital Outlay 20,354 62,537 29,262 25,936 26,372
Total Expenditures 381,830 478,833 445,127 435,247 442,466
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
M.W. II - CBD 2.00 2 00 Ash Urns 1 900
Sr M.W. - CBD 1.00 1 00 CBD Fixture Replacement 4 000
Hot Pressure Washer 3 750
Surface Repairs 4 000
Trach Receptacle Hardware 3 376
Trash Receptacles 8 736
Tree/shrub Replacement 3 500
3.00 3 00 29,262
Fund: 1000 General
Division: 03400 Forestry Operations
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 256,075 296,759 293,474 290,058 294,430
Misc Merchandise 100 100 100 100
Transfers From Governmental Activit 54,790 57,530 53,385 55,880 58,304
Total Receipts 310,965 354,289 346,959 346,038 352,834
Personnel 212,413 239,678 239,498 237,934 243,411
Services 88,733 94,428 90,372 91,691 93,035
Supplies 3,738 4,508 4,839 4,938 5,038
Capital Outlay 6,081 15,675 12,250 11,475 11,350
Total Expenditures 310,965 354,289 346,959 346,038 352,834
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
M.W. I - Forestry 1.00 1.00 Chainsaw 650
M.W. II - Forestry 1.00 1.00 Hydraulic Pole Saw 1 500
Sr M.W. - Forestry 1.00 1.00 Nursery Seedlings 2 600
Tree Planting 7 500
3.00 3.00 12 250
Transfers In Transfers Out
RUT-Forestry Funding 53,385
53,385
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 456100 Public Art
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 3,224 3,281 3,536 3,576 3,616
Printed Materials 180 180 180 180
Total Receipts 3,404 3,281 3,716 3,756 3,796
Personnel 21
Services 3,315 3,242 3,646 3,684 3,722
Supplies 68 39 70 72 74
Total Expenditures 3,404 3,281 3,716 3,756 3,796
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 45710 ECONOMIC DEVELOPMENT
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 95,534 131,104 123,635 126,853 129,454
Printed Materials 60 100 160 160 160
Total Receipts 95,594 131,204 123,795 127,013 129,614
Personnel 42,572 50,563 53,723 55,812 57,263
Services 52,595 79,173 68,579 69,694 70,830
Supplies 427 1,468 1,493 1,507 1,521
Total Expenditures 95,594 131,204 123,795 127,013 129,614
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Associate Planner .25 .25
Community Development Coord .25 .25
.50 .50
- 76 -
CITY OF IOWA CITY, IOWA
Financial Plan for 2006 - 2008
Fund: 2601 Highway 6 TIF
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -595 -4,610 -4,610 -608 -608
4,002
Interest -13
Total Receipts -13 4,002
Personnel 302
Services 3,700
Total Expenditures 4,002
Ending Balance -4,610 -4,610 -608 -608 -608
Fund: 2603 City-University Pr~ect I
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -59,423 5,281,193 1,349,275 1,479,275 1,709,275
Tif Revenues 68,082 200,000 500,000 800,000
Interest 25,788 15,000 15,000 15,000
Proceeds Of Long-term Debt 6,034,882
Total Receipts 6,060,670 68,082 215,000 515,000 815,000
Personnel 1,526
Services 718,528 4,000,000
Other Financial Uses 85,000 285,000 685,000
Total Expenditures 720,054 4,000,000 85,000 285,000 685,000
Ending Balance 5,281,193 1,349,275 1,479,275 1,709,275 1,839,275
Fund: 2604 Sycamore & 1st Avenue TIF
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 705 2,819 3,320 3,320 14,834
Tif Revenues 169,691 222,313 204,398 220,000 220,000
Interest 706
Total Receipts 170 397 222,313 204,398 220,000 220,000
Services 168 283 221,812 204,398 208,486 212,656
Total Expenditures 168,283 221,812 204,398 208,486 212,656
Ending Balance 2,819 3,320 3,320 14,834 22,178
- 77 -
CITY OF IOWA CITY, IOWA
Financial Plan for 2006 - 2008
Fund: 2605 Plamor TIF
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -171 -173 -173 -175 -177
Interest -2 -2 -2 -2
Total Receipts -2 -2 -2 -2
Ending Balance -173 -173 -175 -177 -179
Fund: 2606 Northgate Corporate Park
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -331 -334 1,221 1,221 1,221
133,784
Tif Revenues 150,987
Interest
Total Receipts -3 150,987 133,784
Services 149,432 133,784
Total Expenditures 149,432 133,784
Ending Balance -334 1,221 1,221 1,221 1,221
Fund: 2607 Scott 6 Industrical Park
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -361 -519 -519 -519 11,331
Tif Revenues 167,308 159,951 175,000 185,000
Interest -4
Total Receipts -4 167,308 159,951 175,000 185,000
Services 154 167,308 159,951 163,150 166,413
Total Expenditures 154 167,308 159,951 163,150 166,413
Ending Balance -519 -519 -519 11,331 29,918
- 78 -
CITY OF IOWA CITY, IOWA
Financial Plan for 2006 - 2008
Fund: 2608 Heinz Road
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -35,206 -35,911 -35,911 89 89
134,404
Interes~ -337
Total Receipts -337 134,404
Personnel 368
Services 98,404
Total Expenditures 368 98,404
Ending Balance -35,911 -35,911 89 89 89
CITY OF IOWA CITY, IOWA
Financial Plan for 2006 - 2008
Fund: 2609 United Natural Foods
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -1 16 16 16 16
Interest 74
State Grants 300,000
Total Receipts 300,074
Services 300,057
Total Expenditures 300,057
Ending Balance 16 16 16 16 16
- 79 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2100 CDBG & CDBG Rehab
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 12,213 -2,797 7,523 0 0
Fed. Intergov. Rev. 289,063 1,225,007 800,000 800,000 800,000
Printed Materials 30
Other Misc Revenue 1,856
Interest Revenues 710
Sale Of Assets 250,000
Loans 168,662 125,000 137,000 137,000 137,000
Total Receipts 710,321 1,350,007 937,000 937,000 937,000
Personnel 204,807 230,691 235,513 243,847 251,233
Services 276,256 490,947 303,659 299,153 299,654
Supplies 13,335 4,549 1,420 1,446 1,472
Capital Outlay 230,933 613,500 403,931 392,554 384,641
Total Expenditures 725,331 1,339,687 944,523 937,000 937,000
Ending Balance -2,797 7,523 0 0 0
- -- FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary .25 .25 Building Improvement 197,931
Associate Planner 1.00 1.00 Land Acquisition 200,000
Community Development Coord .50 .50 Office Furniture 4,000
Housing Rehab Specialist 1.20 1.20 PC 2,000
Program Assistant .40 .40
3.35 3.35 403,931
- 80 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2110 HOME Program
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -1,782 13,899 8,078 8,769 8,769
Fed. Intergov. Rev. 597,014 1,368,560 715,000 715,000 715,000
Other Misc Revenue
Loans 166,575 32,000 401,000 60,000 60,000
Total Receipts 763,589 1,400,560 1,116,000 775,000 775,000
Personnel 85,215 72 534 76,213 78,913 80 971
Services 52,422 289 825 438,644 395,934 393 873
Supplies 558 450 150 153 156
Capital Outlay 609,713 1,043 572 600,302 300,000 300 000
Total Expenditures 747,908 1,406,381 1,115,309 775,000 775,000
Ending Balance 13,899 8,078 8,769 8,769 8,769
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Associate Planner .75 .75 Building Improvements 300 302
Community Development Coord .25 .25 Land Acquisition 300 000
1.00 1.00 '600 302
Fund: 2300 Other Shared Revenue
Center: 456201 Emergency Shelter Grant
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Other State Grants 69,828 81,252 89,088 90,000 90,000
Total Receipts 69,828 81,252 89,088 90,000 90,000
Personnel 4,081 4,536 4,536 4,536 4,536
Services 84,563 74,734 84,552 84,553 84,554
Total Expenditures 88,644 79,270 89,088 89,089 89,090
-81 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 451000 PCD Department Admin
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 214,470 222,723 230,445 239,229 248,258
Other Misc Revenue 223
Total Receipts 214,693 222,723 230,445 239,229 248,258
Personnel 196,444 205,164 210,562 219,320 228,323
Services 16,523 15,111 19,058 19,068 19,078
Supplies 784 1,613 825 841 857
Capital Outlay 942 835
Total Expenditures 214,693 222,723 230,445 239,229 248,258
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary .55 .55
Engineering Technician .50 .50
PCD Director 1.00 1.00
Public Info Asst - PCD .50 .50
2.55 2.55
Fund: 1000 General
Center: 452000 Urban Planning
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 280,843 293,575 298,376 307,601 315,952
Other State Grants 5,434
Bldg & Development 35,040 40,000 35,040 35,040 35,040
Printed Materials 1,418 1,000 1,418 1,418 1,418
Other Misc Revenue 7
Total Receipts 322,742 334,575 334,834 344,059 352,410
Personnel 269,115 277,237 289,409 298,337 306,386
Services 52,367 55,329 43,430 43,687 43,949
Supplies 1,260 2,009 1,995 2,035 2,075
Total Expenditures 322,742 334,575 334,834 344,059 352,410
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Associate Planner 2.50 2.50
Senior Planner 1.00 1.00
3.50 3.5O
- 82 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2350 JCCOG
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 7,046 34,629 38,108 38,990 26,041
Other State Grants 122,449 111,402 113,000 113,500 115,000
Local Govt 28e Agreements 119,752 124,914 119,752 119,752 119,752
Printed Materials 2,440 2,404 2,404 2,404
Other Misc Revenue 21
Transfers From Governmental Activit 265,121 299,912 300,912 302,912 304,912
Transfers From Business-type Funds 55,293 56,328 56,328 56,328 56,328
Total Receipts 565,076 592,556 592,396 594,896 598,396
Personnel 427,155 447,808 459,095 475,412 490,159
Services 103,190 133,334 125,640 125,468 125,802
Supplies 1,950 5,435 4,279 4,365 4,451
Capital Outlay 5,198 2,500 2,500 2,600 2,700
Total Expenditures 537,493 589,077 591,514 607,845 623,112
Ending Balance 34,629 38,108 38,990 26,041 1,325
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 20 .20 Traffic Counters 2,500
Associate Planner 2 50 2.50
Asst PCD Dir/JCCOG Exec Dir 1 00 1.00
Engineering Technician 40 .40
Human Services Coordinator 1 00 1.00
Solid Waste Planner 1 00 1.00
6 10 6.10 2,500
Transfers In Transfers Out
Solid Wst Surchg Res 56,328
From Non Op Admin 61,371
From Non Op Admin 24,341
RUT Funding 146,000
From Non Op Admin 69,200
357,240
- 83 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2350 JCCOG
Center: 459010 JCCOG Administration
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Other State Grants 26,000 27 000 27,000 27,500
Local Govt 28e Agreements 12,867 5,000 12 867 12,867 12,867
Printed Materials 98 100 100 100
Other Misc Revenue 11
Transfers From Governmental Activit 49,444 69,200 69 200 69,200 69,200
Total Receipts 62,420 100,200 109,167 109,167 109,667
Personnel 84,214 85,873 86,103 89,844 92,847
Services 7,717 12,554 11,322 10,913 11,006
Supplies 564 2,069 1,840 1,877 1,914
Total Expenditures 92,495 100,496 99,265 102,634 105,767
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary .20 .20
Asst PCD Dir/JCCOG Exec Dir .50 .50
Engineering Technician .40 .40
1.10 1.10
Transfers In Transfers Out
From Non Op Admin 69,200
69,200
- 84 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2350 JCCOG
Center: 459020 JCCOG-General Transportation Plan
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Other State Grants 122,449 85,402 86,000 86,500 87,500
Local Govt 28e Agreements 38,691 40,668 38,691 38,691 38,691
Printed Materials 22
Other Misc Revenue 10
Transfers From Governmental Activit 135,420 145,000 146,000 148 000 150,000
Total Receipts 296,592 271,070 270,691 273,191 276,191
Personnel 211,574 225,136 234,539 243,967 252,510
Services 31,685 37,013 37,341 37,491 37,643
Supplies 1,020 2,760 1,702 1,736 1,770
Capital Outlay 5,198 2,500 2,500 2,600 2,700
Total Expenditures 249,477 267,409 276,082 285,794 294,623
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Associate Planner 2.50 2.50 Traffic Counters 2,500
Asst PCD Dir/JCCOG Exec Dir .50 .50
3.00 3.00 2,500
Transfers In Transfers Out
RUT Funding 146,000
146,000
Fund: 2350 JCCOG
Center: 459030 JCCOG-Rural Community Asst
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Local Govt 28e Agreements 20,685 18,840 20,685 20,685 20,685
Transfers From Governmental Activit 23,633 24,341 24,341 24,341 24,341
Total Receipts 44,318 43,181 45,026 45,026 45,026
Services 40,712 43,181 40,988 40,988 40,988
Total Expenditures 40,712 43,181 40,988 40,988 40,988
Transfers In Transfers Out
From Non Op Admin 24,341
24,341
-85-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2350 JCCOG
Center: 459040 JCCOG Human Services
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Local Govt 28e Agreements 15,534 16,809 15,534 15,534 15,534
Printed Materials 2,320 2,304 2,304 2,304
Transfers From Governmental Activit 56,624 61,371 61,371 61,371 61,371
Total Receipts 74,478 78,180 79,209 79,209 79,209
Personnel 62,894 66 134 65,620 66,841 68,053
Services 6,593 11 668 6,579 6,639 6,700
Supplies 107 320 292 298 304
Total Expenditures 69,594 78 122 72,491 73,778 75,057
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Human Services Coordinator 1.00 1.00
1.00 1.00
Transfers In Transfers Out
From Non Op Admin 61,371
61,371
Fund: 2350 JCCOG
Center: 459050 Solid Waste Management
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Local Govt 28e Agreements 31,975 43,597 31,975 31,975 31,975
Transfers From Business-type Funds 55,293 56,328 56,328 56,328 56,328
Total Receipts 87,268 99,925 88,303 88,303 88,303
Personnel 68,473 70,665 72,833 74,760 76,749
Services 16,483 28,918 29,410 29,437 29,465
Supplies 259 286 445 454 463
Total Expenditures 85,215 99,869 102,688 104,651 106,677
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Solid Waste Planner 1.00 1.00
1.00 1.00
Transfers In Transfers Out
Solid Wst Surchg Res 56,328
56,328
- 86 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Class: 45300 NEIGHBORHOOD SERVICES
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 103,437 132,934 109,852 112,020 114,255
Local Govt 28e Agreements 5,000
Contrib & Donations 155
Transfers From Governmental Activit 7,500
Total Receipts 103,592 145,434 109,852 112,020 114,255
Personnel 73,977 77,005 79,002 80,929 82,918
Services 23,297 21,184 15,340 15,571 15,807
Supplies 926 545 510 520 530
Capital Outlay 5,392 46,700 15,000 15,000 15,000
Total Expenditures 103,592 145,434 109,852 112,020 114,255
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Associate Planner 1.00 1.00 PIN Grant 15,000
1.00 1.00 15,000
Fund: 1000 General
Center: 456200 Non-Grant Community Development
2004- 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 57,762 58,617 62,862 66,615 68,564
Other Misc Revenue 2,000
Total Receipts 57,762 58,617 64,862 66,615 68,564
Personnel 53,854 55,919 57,301 58,919 60,730
Services 3,567 2,298 6,961 7,094 7,230
Supplies 72 400 600 602 604
Debt Service 269
Total Expenditures 57,762 58,617 64,862 66,615 68,564
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Housing Rehab Specialist .80 .80
Program Assistant .10 .10
.90 .90
- 87 -
I 8 8 I
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 411100 City Council
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy. 130,080 111,948 116,904 118,782 120,651
Printed Materials 1,394 690 1,394 1,394 1,394
Other Misc Revenue 13
Total Receipts 131,487 112,638 118,298 120,176 122,045
Personnel 47,432 48,326 49,597 50,861 52 105
Services 80,517 61,752 65,075 65,618 66 172
Supplies 3,474 2,560 3,626 3,697 3 768
Capital Outlay 64
Total Expenditures 131,487 112,638 118,298 120,176 122 045
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
City Council 6.00 6.00
Mayor 1.00 1.00
7.00 7.00
Fund: 1000 General
Center: 412100 City Manager
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax General Levy 455,055 475,147 485,803 503,770 522,214
Intra-city Charges 6,717 6,919 6,910 6,910 6,910
Total Receipts 461,772 482,066 492,713 510,680 529,124
Personnel 377,609 394,198 405,532 423,079 441,095
Services 81,533 82,690 84,877 85,251 85,633
Supplies 2,590 5,178 2,304 2,350 2,396
Capital Outlay 40
Total Expenditures 461,772 482,066 492,713 510,680 529,124
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Adm Assistant To City Manager 1.00 1.00
Asst City Manager 1.00 1.00
City Manager 1.00 1.00
3.00 3.00
- 89 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 411200 City Clerk
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 381,829 350,257 409,415 423,344 436,946
Misc. Chg. For Ser. 1,215 1,200 1,215 1,215 1,215
Code Enforcement 3,000 10,000 3,000 3,000 3,000
Printed Materials 181 181 181 181
Other Misc Revenue 4,680 2,000
Total Receipts 390,905 363,457 413,811 427,740 441,342
Personnel 265,991 276,233 286,613 299,782 312,610
Services 124,001 85,797 126,270 127,011 127,765
Supplies 913 1,427 928 947 967
Total Expenditures 390,905 363,457 413,811 427,740 441,342
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Clerk/Typist 1.00 1.00
City Clerk 1.00 1.00
Deputy City Clerk 1.00 1.00
License Specialist 1.00 1.00
4.00 4.00
Fund: 1000 General
Center: 411400 Police Citizen Review Board
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 2,081 4,302 2,101 2,132 2,163
Total Receipts 2,081 4,302 2,101 2,132 2,163
Personnel 44 224
Services 2,037 4,078 2,101 2,132 2,163
Total Expenditures 2,081 4,302 2,101 2,132 2,163
- 90 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 412200 Personnel
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 384,411 434,482 471,306 491,725 512,432
Misc. Chg. For Set. 50 50 50 50
Misc Merchandise 137 137 137 137
Intra-city Charges 1,863 1,863 1,863 1,863
Other Misc Revenue 10
Total Receipts 386,471 434,482 473,356 493,775 514,482
Personnel 271,239 282,768 312,450 331,855 350,918
Services 102,216 125,128 136,602 138,038 139,501
Supplies 10,700 26,036 23,704 23,882 24,063
Capital Outlay 2,316 550 600
Total Expenditures 386,471 434,482 473,356 493,775 514,482
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Personnel Administrator 1.00 1.00 Chair 600
Personnel Assistant 2.00 2.00
Personnel Generalist 1.00 1.00
4.00 4.00 600
-91 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 413100 Finance Administration
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 295,957 293,493 396,411 333,721 343,885
Total Receipts 295,957 293,493 396,411 333,721 343,885
Personnel 216,760 224,314 309,232 247,080 256,481
Services 77,925 66,481 84,626 84,700 84,775
Supplies 1,272 1,998 1,903 1,941 1,979
Capital Outlay 700 650 650
Total Expenditures 295,957 293,493 396,411 333,721 343,885
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary .32 .32 Desk Chairs 650
Assr Finance Director .10 .10
Budget Management Analyst 1.00 1.00
Finance Director .50 1.00
Management Analyst 1.00
Management Assistant 1.00
2.92 3.42 650
Fund: 1000 General
Center: 413200 Accouming
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projeqtion
Property Tax - General Levy 506,171 571,820 573,060 591,436 608,617
Local Govt 28e Agreements 600 720 720 720 720
Intra-city Charges 839 500 839 839 839
Other Misc Revenue 1,172 850
Debt Sales 53
Total Receipts 508,835 573,890 574,619 592,995 610,176
Personnel 362,082 416,920 426,536 444,534 461,330
Services 143,359 153,000 144,059 144,356 144,659
Supplies 3,016 3,970 4,024 4,105 4,187
Capital Outlay 378
Total Expenditures 508,835 573,890 574,619 592,995 610,176
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Account Clerk - Acctng 1.00 1 00
Accountant - Payroll 1.00 1 00
Assistant Controller 1.00 1 00
Asst Finance Director .55 55
Internal Auditor 1.00 1 00
Sr Accountant - Accounting 1.00 1 00
Sr Accounts Payable Clerk 1.00 1 00
6.55 6.55
- 92 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 413300 Purchasing
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 243,122 250,762 260,477 266,821 272,907
Total Receipts 243,122 250,762 260,477 266,821 272,907
Personnel 225,071 230,312 239,753 246,007 252,000
Services 17,163 20,055 20,097 20,175 20,255
Supplies 437 395 627 639 652
Capital Outlay 451
Total Expenditures 243,122 250,762 260,477 266,821 272,907
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Buyer II 2.00 2.00
Central Services Administrato 1.00 1.00
Central Services Info Clerk 1.26 1.26
4.26 4.26
Fund: 1000 General
Cemer: 413400 Treasury
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 855,563 939,576 943,306 1,009,730 1,030,426
Water Charges For Services 3,912 4,000 3,912 3,912 3,912
Other Misc Revenue -3,063
Total Receipts 856,412 943,576 947,218 1,013,642 1,034,338
Personnel 510,637 555,442 534,612 599,337 618,301
Services 341,107 383,164 407,344 408,956 410,601
Supplies 4,275 4,170 4,462 4,549 4,636
Capital Outlay 393 800 800 800 800
Total Expenditures 856,412 943,576 947,218 1,013,642 1,034,338
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Account Clerk - Treasury 3.00 1.00 Chair 800
Accountant - Treasury 1.00
Cashier - Treasury 1.38 1.38
Customer Service Rep 3.00 3.00
Finance Director .50
Sr Account Clerk - Treasury 1.00 1.00
Sr Accountant - Treasury 1.00 1.00
Sr Customer Service Rep 1.00
9.88 9.38 800
- 93 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 413500 Document Services
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 240,991 214,513 238,145 251,597 250,495
Printed Materials 10,000
Intra city Charges 12,996 15,000 15,000 15,000
Total Receipts 253,987 224,513 253,145 266,597 265,495
Personnel 215,257 180,839 208,654 217,954 226,698
Services 28,085 31,570 29,313 29,329 29,345
Supplies 7,178 8,104 9,178 9,314 9,452
Capital Outlay 3,467 4,000 6,000 10,000
Total Expenditures 253,987 224,513 253,145 266,597 265,495
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Document Services Supv .50 .50 EDP Monitor/Display 3,000
Document Specialist 2.00 2.00 Software 3,000
Sr. Document Specialist 1.00 1.00
3.50 3.50 6,000
Fund: 1000 General
Center: 411300 City Attorney
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 422 466 494,893 496,067 521,925 549,057
Code Enforcement 763 500 763 763 763
Intra-city Charges 116 441 75,000 116,441 116,441 116,441
Other Misc Revenue 3 143 2,000
Rents 200 200 200 200 200
Sale Of Assets 14,917 5,000
Total Receipts 557,930 577,593 613,471 639,329 666,461
Personnel 500,151 522,750 556,130 581,465 608,062
Services 50,085 49,858 52,817 53,250 53,692
Supplies 4,329 4,985 4,524 4,614 4,707
Capital Outlay 3,365
Total Expenditures 557,930 577,593 613,471 639,329 666,461
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 1.00 1.00
Asst City Attorney 3.00 3.00
City Attorney 60 .60
First Asst City Attorney 1 00 1.00
Legal Assistant 1 00 1.00
6 60 6.60
- 94 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 415100 Human Rights
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 201,328 216,975 214,305 220,410 225,086
Misc. Lic. & Permits 210 210 210 210
Total Receipts 201,538 216,975 214,515 220,620 225,296
Personnel 168,806 175,868 173,607 179,452 183,861
Services 30,366 37,910 38,435 38,646 38,862
Supplies 2,366 3,197 2,473 2,522 2,573
Total Expenditures 201,538 216,975 214,515 220,620 225,296
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
Human Rights Coordinator 1.00 1.00
Human Rights Investigator 1.50 1.50
2.50 2.50
Fund: 1000 General
Class: 41400 GOVERNMENT BUILDINGS
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 413,938 444,172 465,648 465,198 476,265
Misc Merchandise 315
Total Receipts 414,253 444,172 465,648 465,198 476,265
Personnel 219,036 228,159 244,024 251,434 258,684
Services 173,583 191,493 181,618 184,909 188,268
Supplies 21,049 18,520 22,406 22,855 23,313
Capital Outlay 585 6,000 17,600 6,000 6,000
Total Expenditures 414,253 444,172 465,648 465,198 476,265
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Custodian 2 63 2.63 Boiler Valves 10,800
M.W. I - Govmt Bldgs 1 00 1.00 Carpet Cleaning Wand 800
M.W. II - Government Bldngs 1 00 1.00 Carpet Replacement 3,000
Rec. Maint. Supr 33 .33 Painting 3,000
4 96 4.96 17,600
- 95 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 1000 General
Center: 464100 Risk Management Administration
2004 200S 2006 2007 2008
Actual Estimate Budget Projection Projection
Property Tax - General Levy 103,552 15,855 1 -499 8,601
Current Taxes 469,605 696,225 631,331 640,739 640,786
Delq Prop Taxes 321
Other City Taxes 10,863 14,238 14,252 14,205
Local Govt 28e Agreements 497 500 500 500
Other Misc Revenue 5,388
Total Receipts 590,226 712,080 646,070 654,992 664,092
Services 590,226 712,080 646,070 654,992 664,092
Total Expenditures 590,226 712,080 646,070 654,992 664,092
Fund: 1000 General
Center: 416100 Non-Operational Administration
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Other City Taxes 126,668 123,750 126,668 126,668 126,668
Contrib & Donations 200,000
Interest Revenues 61,588
Sale Of Assets 75,681 280,000 250,000
Transfers 281,000 250,000 250,000
Transfers From Governmental Activit 5,796,234 6,316,411 6,161,944 6,461,365 6,892,914
Transfers From Business-type Funds 327,200 300,000 300,000 300,000 300,000
Transfers From Go Bonds 317,400
Loans 100,000 100,000
Total Receipts 6,487,371 7,637,561 6,869,612 7,388,033 7,569,582
Personnel 2,767
Services 490,334 441,325 483,934 484,302 484,677
Supplies 42 44 44 44
Capital Outlay 259,500
Other Financial Uses 503,884 777,959 825,040 825,040 825,040
Total Expenditures 1,256,527 1,219,284 1,309,018 1,309,386 1,309,761
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Contingency 350,000
350,000
Transfers In Transfers Out
From 06 GO Bonds 281,000 City Hall Other Proj 25 000
Cable Franchise Supp 100,000 Interfund Loan Repay 30 400
Empl. Benefits Levy 5,593,431 Englert Loan Repay 152 728
Emergency Levy 568,513 Airport Subsidy 112 000
From Parking Ops 200,000 Iowa City's Portion 69 200
Iowa City's Portion 24 341
Iowa City's Portion 61 371
6,742,944 475 040
- 96 -
NON-OPERATIONAL ADMIN.
FY2006 FUNDING REQUESTS
During FY2003 budget discussions, Council directed staff to budget $35,000 in Aid to Agencies funding
based on a calculation of the agencies' average annual utilities. This provides relief to the General Fund
by shifting a portion of funding to the affected Enterprise funds of Water, Wastewater and Refuse
Operations.
In response to state legislative cuts, Council directed that agency and community event funding be
reduced by $25,000 in FY2004 and an additional $34,000 FY2005.
Actual Actual Budget Request
REQUESTS FOR AID TO AGENCIES FY2003 FY2004 2005 FY2006
Human Services Agencies:
Big Brothers/Big Sisters $ 41,011 $ 35,160 $ 33,402
Crisis Center 40,600 39,805 37,815
Domestic Violence Program 58,756 52,303 49,688
Elderly Services Agency* 62,063 59,530 56,554
Free Medical Clinic 25,584 6,350 6,033
HACAP -Hawkeye Area Community Action 8,635 8,203 7,793 ~
ICARE - Iowa Center for Aids Resource 9,350 8,883 8,439
Jo Co Juvenile Crime Prev/ Youth Dev 2,500
Jo Co Office of the American Red Cross 5,500 5,510 5,235
Mayor's Youth Employment 43,483 22,309 21,194
MECCA* 29,962 28,654 27,221
Neighborhood Centers 64,941 60,521 57,495
Rape Victim Advocacy 12,200 11,590 11,011
Shelter House 34,029 17,100 16,245
STAR Program 7,500
United Action for Youth* 65,000 62,558 59,430
Youth Pre-employment/Job Training
(Collaborative Grant) 15,000 14,250
Contingency use: 9,510
Community Foundation of Johnson County 1,000
Subtotal: Human Services Agencies $ 513,114 433,476 421,315 433,954
Less Direct funding from:
- CDBG (Comm. Dev. Block Grant) (147,529) (105,000) (105,000) (105,000)
- Enterprise Funds for Agency (33,301) (36,742) (35,000) (36,050)
Water and Wastewater Utilities
General Fund Total for Aid to
$ 332,284 $ 291,735 $ 281,315 $ 292,904
Human Services Agencies:
- 97 -
NON-OPERATIONAL ADMIN.
FY2006 FUNDING REQUESTS
FUNDING REQUESTS FOR Actual Actual Budget Request
COMMUNITY EVENTS FY2003 FY2004 2005 FY2006
Community Events:
ADA Celebration (Conner Center) $ 1,130 $ 1,080 $ 972 $ 972
Arts Festival (June 5-8) 6,695 6,030 5,427 7,000
Downtown Association:
Friday Night Concert Series 6,438 5,760 5,184 5,000
Saturday Night "Just Jazz" Series 8,600 $,600
Holiday Lights 2,250 2,025
Abilities Awareness Days 250
Extend the Dream Foundation:
Ralston Creek Fair & Flea Mrkt $73 786 1,000
Johnson Co Historical Society 4,635 4,167 3,750 4,000
Jazz Festival (July 4-6) 7,500 6,750 6,075 6,075
Jaycees' 4th of July Celeb. 5,000 4,950 4,455 4,455
Riverside Theatre** 3,000
University of Iowa's Week of Welcome 2,000
City-Sponsored Community Events:
Ali-IA New Horizons Band Concert 250
Irving B. Weber Day 7,119 4,885 3,000 3,000
Contingency 2,000
Contingency: 900
General Fund Total for Community Event Funding: $ 49,617 $ 45,345 $ 34,574 $ 34,502
* Recipient of CDBG funds
** FY2006 represents the first funding request.
- 98 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2700 Emergency Levy
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 1 0 0 0 0
Current Taxes 521,017 541,045 556,013 572,122 582,681
Delq Prop Taxes 361
Other City Taxes 12,040 12,316 12,500 12,687 12,878
Total Receipts 533,418 553,361 568,513 584,809 595,559
Other Financial Uses 533,419 553,361 568,513 584,809 595,559
Total Expenditures 533,419 553,361 568,513 584,809 595,559
Ending Balance 0 0 0 0 0
Transfers In Transfers Out
To General Fund 568,513
568,513
- 99 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 2400 Employee Benefits
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 2,067,675 1,601,249 980,477 486,796 741,564
Current Taxes 6,154,314 6,859 031 7,041,681 8,055,348 8,530,048
Delq Prop Taxes 4,212
Other City Taxes 142,385 156 127 158,319 178,652 188,516
Fire Services 134,990 171 212 185,000 185,000 185,000
Other Misc Revenue 1,215
Interest Revenues 19,178 16 000
Misc Transfers In 585,000 585 000 325,000
Total Receipts 7,041,294 7,787,370 7,710,000 8,419,000 8,903,564
Personnel 25,905 84 461 28,757 30,143 31,509
Services 327,515 314 062 328,684 329,724 330,785
Supplies 15 16 16 16
Other Financial Uses 7,154,285 8,009 619 7,846,224 7,804,349 8,225,148
Total Expenditures 7,507,720 8,408,142 8,203,681 8,164,232 8,587,458
Ending Balance 1,601,249 980,477 486,796 741,564 1,057,670
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary .19 .19
Asst Finance Director .15 .15
.34 .34
Transfers In Transfers Out
Fr Public Safety Res 325,000 Police Pension Resrv 325,000
Police Admin. 46,209
Criminal Investig. 129,881
Police Patrol 877,706
Police Records 20,401
J.C. Task Force 14,434
Domestic Violence GR 13,574
Fire Admin. 52,707
Fire Emergency Oper 735,023
Fire Prevention 21,771
Fire Training 16,087
Empl. Benefits Levy 5,593,431
325,000 7,846,224
- 100 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Funds: DEBT SERVICE
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 395,762 2,837,547 1,994,605 1,753,932 1,204,155
Current Taxes 8,872,806 8,015,196 9,005,875 9,847,256 9,852,255
Delq Prop Taxes 6,045
Other City Taxes 203,857 180,341 202,469 218,377 217,746
Contrib & Donations 500,000 100,000 100,000 100,000 100,000
Interest Revenues 37,504 28,680 28,680 28,680
Debt Sales 1,211,678
Bond Ordinance Trans 2,004,456 1,788,204 1,857,187 2,048,790 1,535,318
Loans 61,472
Total Receipts 12,897,818 10,083,741 11,194,211 12,243,103 11,733,999
Services 3,170
Debt Service 10,452,863 10,926,683 11,434,884 12,283,776 11,689,672
Total Expenditures 10,456,033 10,926,683 11,434,884 12,283,776 11,689,672
Ending Balance 2,837,547 1,994,605 1,753,932 1,713,259 1,248,482
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
1997 $5.2 Interest 47 000
1997 $5.2 Principal 500 000
1997 $5.54 Interest 178 650
1997 $5.54 Principal 300 000
1998 Interest 207 163
1998 Principal 575 000
1999 Interest 280 963
1999 principal 475 000
2000 Interest 604 598
2000 Principal 640 000
2001 Interest 397 905
2001 Principal 745 000
2002 Interest 1,077,055
2002 Principal 1,745,000
2002 Refunding - Interest 188,613
2002 Refunding - Principal 1,380,000
2003 Interest 156,970
2003 Principal 565,000
FY05 GO Issue 1,016,614
Plaza Tower TIF 354,353
11,434,884
Transfers In Transfers Out
From TIF 64-1A 85,000
2002 Parking Abate 310,900
2002 Water Abatement 755,444
1997 Water Abatement 478,650
Library Commercial 50,000
2002 Sewer Abatement 177,193
1,857,187
- 101 -
City of Iowa City
General Obligation Debt
Principal & Interest Payments
FY2006 - 2008
Total Principal Principal & Interest Payments
Outstanding
Issue Use of Funds Issued 6~30~05 FY2006 FY2007 FY2008
97 General Obligation Multi-purpose 5,200,000 3,600,000 547,000 523,500
97 General Obligation Water construction 5,540,000 1,000,000 478,650 463,950 449,250
98 General Obligation Mufti-purpose 8,500,000 4,475,000 782,163 756,288 730,413
99 General Obligation Multi-purpose 9,000,000 6,175,000 755,963 735,538 715,113
00 General Obligation Multi-purpose 14,310,000 11,605,000 1,244,598 1,247,598 1,248,848
01 General Obligation Multi-purpose 11,500,000 8,895,000 1,142,905 1,038,105 1,034,630
Multi-purpose,
02 General Obligation Library Expansion 29,100,000 24,240,000 I 2,822,055 2,810,980 2,809,180
Multi-purpose 10,600,000 5,960,000 1,568,613 1,549,113 475,750
02 General Obligation Refunding
03 General Obligation Multi-purpose 5,570,000 5,015,000 721,970 712,845 708,025
04 General Obligation Plaza Tower T.I.F. 7,305,000 7,305,000 354,353 354,353 669,353
Projected: 2005 GO Multi-purpose 7,850,000 7,850,000 1,016,614 1,016,614 1,016,614
Projected: 2006 GO Multi-purpose 6,800,000 880,634 880,634
Projected: 2006 Taxable GO Camp Cardinal 1,500,000 194,258 194,258
Projected: 2007 GO Multi-purpose 5,850,000 757,604
Projected: 2008 GO Multi-purpose 5,420,000
Total Debt Service: $ 86,120,000 $11,434,882 $12,283,774 $11,689,670
G.O. Debt Service Abatement:
Less: Abatement - Parking, Water and Sewer Revenues (1,722,187) (1,713,790) (800,318)
Less: Abatement - Library Expansion Donations (100,000) (100,000) (100,000)
Less: Estimated Abatement - Library Commercial Space Net Income (50,000) (50,000) (50,000)
Less: Estimated Abatement - T.I.F. District Property Tax Revenue (85,000) (285,000) (685,000)
Less: Use of T.I.F. Fund Balance (269,353) (69,353)
Total G.O. Debt Service Abatement: (2,226,540) (2,218,143) (1,635,318
Total Debt Service Levy Obligation - General Obligation Bonds: 9,208,342 10,065,631 10,054,352
- 102-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7300 Water
2004 2008 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 6,772,328 8,949,051 8,109,273 5,580,099 5,545,833
Water Charges For Services 9,288,967 9,371,835 9,288,930 9,288,930 9,288,930
Printed Materials 72 72 72 72
Misc Merchandise 54,598 40,000 52,602 52,602 52,602
Other Misc Revenue -46,540
Interest Revenues 363,427 350,000 363,427 363,427 363,427
Rents 200 200 200 200
Sale Of Assets 1,106,000
Total Receipts 10,766,724 9,761,835 9,705,231 9,705,231 9,705,231
Personnel 1,844,417 2,020,387 2,098,433 2,169,443 2,234,345
Services 1,702,234 1,797,504 2,005,752 2,034,187 2,063,185
Supplies 496,345 828,141 600,213 612,164 624,347
Capital Outlay 317,140 1,308,806 1,263,403 496,900
Other Financial Uses 4,229,865 4,646,775 6,266,604 4,426,803 4,004,290
Total Expenditures 8,590,001 10,601,613 12,234,405 9,739,497 8,926,167
Ending Balance 8,949,051 8,109,273 5,580,099 5,545,833 6,324,897
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Assr Supt - Water 1 00 1.00 2 Radios 1,600
Building Inspector 1 00 1.00 Contracted Improvements 414,750
Customer Service Coord 1 00 1.00 GSR Drain & Inspection 15,000
M.W. I - Meter Reader 2 00 2.00 GSR Floors 3,000
M.W. I - Water Customer Servi 2 00 2.00 Generator 1,500
M.W. I - Water Plant 1 00 1.00 Lime Lagoon Cleanout 294,400
M.W. II - Water Distribution 4 00 4.00 Non Contracted Improvements 5,000
M.W. II - Water Service 3 00 3.00 Other Operating Equ%pment 225,850
M.W. III - Water Dist 2 00 2.00 Other vehicular Equipment 5,500
Maintenance Operator - Water 4 00 4.00 Pump Repair/Maintenance 15,000
Public Info/Ed Coord - Water 1.00 1.00 Radios 800
Sr M.W. - Water Distribution 1.00 1.00 SDWA Improvements 25,000
Sr MW Water Plant 1.00 1.00 Saw 1,800
Sr TPO - Water 1.00 1.00 Tap Machine 40,000
TPO - Water 4.00 4.00 Video Projector DVD/VCR 4,203
utilities Technician 1.00 1.00 Water Meters 210,000
Water Services Clerk 1.50 1.50
Water Superintendent 1.00 1.00
32.50 32.50 1,263,403
Transfers In Transfers Out
1997 GO 478,650
Water Dist Building 1,000,000
2002 GO Refunding 755,444
Dodge St Reconstrn 830,000
1999 Water 656,013
Water CIP Projects 500,000
To Improvement Resrv 500,000
2002 Water 607,198
2000 Water 939,299
6,266,604
- 103-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7301 Water Debt Service
2004 200S 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 7,415,513 7,766,129 8,283,998 8,801,192 9,322,199
Transfers From Business-type Funds 500,000 500,000 500,000 500,000 500,000
Bond Ordinance Trans 2,202,385 2,203,122 2,202,510 2,204,522 2,203,972
Total Receipts 2,702,385 2,703,122 2,702,510 2,704,522 2,703,972
Debt Service 2,351,769 2,185,253 2,185,316 2,183,515 2,184,247
Total Expenditures 2,351,769 2,185,253 2,185,316 2,183,515 2,184,247
Ending Balance 7,766,129 8,283,998 8,801,192 9,322,199 9,841,924
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
1999 Interest 392,069
1999 Water Principal 255,000
2000 Interest 617,174
2000 Principal 315,000
2002 Interest 296,073
2002 Principal 310,000
2,185,316
Transfers In Transfers Out
From Water Ops 500,000
From Water Ops 607,198
From Water Ops 939,299
From Water Ops 656,013
2,702,510
- 104 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7200 Wastewater Treatment
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 3,902,397 5,055,483 3,862,043 3,421,585 3,330,886
Bldg & Development 250
Wastewater Charges For Services 12,909,792 11,850,000 12,395 516 12,395,516 12,395,516
Misc Merchandise. 1,213 1 213 1,213 1,213
Intra-city Charges 504 504 504 504
Other Misc Revenue 46,562 35,000
Interest Revenues 328,072 300,000 328 072 328,072 328,072
Rents 1,944 1 944 1,944 1,944
Misc Transfers In 1,815,576
Total Receipts 15,103,913 12,185,000 12,727,249 12,727,249 12,727,249
Personnel 1,596,884 1,702,015 1 673,336 1,728,800 1,784,141
Services 2,351,754 2,270,683 2 537,356 2,577,201 2,617,844
Supplies 432,465 481,672 460,116 469,294 478,660
Capital Outlay 113,576 670,794 432,000 310,000 310,000
Other Financial Uses 9,450,106 8,133,276 8 064,899 7,732,653 7,547,438
Total Expenditures 13,944,785 13,258,440 13,167,707 12,817,948 12,738,083
Ending Balance 5,061,525 3,982,043 3,421,585 3,330,886 3,320,052
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Asst Supt - Wastewater Trmt 1 00 1.00 Building Improvements 65,000
Chemist 1 00 1.00 Chip Seal 10,000
Electronics Tech - Wastewater 1 00 1.00 Facility Equipment Repairs 100,000
Laboratory Technician 2 00 2.00 Inflow/Infiltration Repair 50,000
M.W. I - Wastewater Trtmnt 1 00 1.00 Lab Equipment 7,500
M.W. II - Wastewater Trtmnt P 2 80 2.80 Landscaping 5,000
M.W. III - Wastewater 90 .90 Process Instruments 55,000
M.W. III - Wastewater Collect 90 .90 Safety Equipment 12,000
MW II - Wastewater Trtmnt Pln 1 00 1.00 Sampling Equipment 7,500
Maint Operator - Wastewater 4 00 4.00 Sewer Inspection Video System 120,000
Sr Clerk/Typist - Wastewater 50 .50
Sr M.W. - Wastewater Collect 90 .90
Sr M.W. - Wastewater Plant 1.00 1.00
Sr TPO - Wastewater 1.00 1.00
TPO - Wastewater Treatment 6.00 6.00
Wastewater Treatment Supt .50 .50
25.50 25.50 432,000
Transfers In Transfers Out
So Sycamore Swr 50,000
Dodge St Reconstrn 320,000
Wastewater CIP Proj. 300,000
2002 Refund 93 Sewer 3,167,293
2001 Sewer 478,815
2000 Sewer 873,405
1999 Sewer 541,030
1997 Sewer 766,100
1996 Sewer 1,391,063
2002 GO Refunding 177,193
8,064,899
- 105-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7201 Wastewater Treatment Debt Service
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 14,811,144 14,035,626 14,150,195 14,163,111 14,284,093
Bond Ordinance Trans 7,237,738 7,281,875 7,217,706 7,259,669 7,247,438
Misc Transfers In 754,176
Total Receipts 7,991,914 7,281,875 7,217,706 7,259,669 7,247,438
Debt Service 6,951,856 7,167,306 7,204,790 7,138,687 7,176,052
Other Financial Uses 1,815,576
Total Expenditures 8,767,432 7,167,306 7,204,790 7,138,687 7,176,052
Ending Balance 14,035,626 14,150,195 14,163,111 14,284,093 14,355,479
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
1996 Interest 830 088
1996 Principal 550 000
1997 Interest 473 825
1997 Principal 300 000
1999 Interest 256 980
1999 Principal 280 000
2000 Interest 570 964
2000 Principal 295 000
2001 Interest 478 815
2002 Sewer Refunding - Interest 779 118
2002 Sewer Refunding - Principal 2,390 000
7,204 790
Transfers In Transfers Out
Debt Service 1,391,063
Debt Service 766,100
Debt Service 541,030
Debt Service 873,405
Debt Service 478,815
Debt Service 3,167,293
7,217,706
- 106 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7600 Airport
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 7,099 33,291 51,490 55,422 59,936
Other Misc Revenue 100
Interest Revenues -209
Rents 202,704 217,155 202,704 202,704 202,704
Royalties & Commissions 10,422 18,000 10,422 10,422 10,422
Transfers From Governmental Activit 183,000 112,000 112,000 112,000 112,000
Total Receipts 396,017 347,155 325,126 325,126 325,126
Personnel 122,539 128,493 109,034 116,964 123,526
Services 145,862 101,244 109,825 111,175 112,550
Supplies 6,598 6,779 6,895 7,033 7,172
Capital Outlay 7,000 10,000
Other Financial Uses 94,826 85,440 85,440 85,440 85,440
Total Expenditures 369,825 328,956 321,194 320,612 328,688
Ending Balance 33,291 51,490 55,422 59,936 56,374
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Airport Manager t.00 1.00 Park Equipment 10,000
M.W. I - Airport 1.00 1.00
2.00 2.00 10,000
Transfers In Transfers Out
GF Prop Tax Support 112,000 SW T-Hangar Loan Pmt 17,160
Corp Hangar Loan Pmt 36,000
SE T-Hangar Loan Rep 15,960
S T-Hangar Loan Repy 16,320
112,000 85,440
- 107-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7500 Landfill
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 18,679,971 20,987,848 23,352,732 23,551,724 26,033,785
Other State Grants 8,205
Wastewater Charges For Services 36 36 36 36
Refuse Charges For Services 390,493 260,000 373,422 373,422 373,422
Landfill Charges For Services 4,424,905 4,483,973 4,412,848 4,412,848 4,412,848
Misc Merchandise 1,642 1,642 1,642 1,642
Other Misc Revenue 14,877
Interest Revenues 129,960 210,000 4,656 4,656 4,656
Transfers From Business-type Funds 700,000 500,000 500,000 500,000 500,000
Interfund Loans 429,953 477,449 491,805 491,805 491,805
Total Receipts 6,100,071 5,931,422 5,784,409 5,784,409 5,784,409
Personnel 672,312 842,381 897,578 927,066 956,571
Services 1,606,299 1,539,851 1,658,391 1,672,529 1,686,948
Supplies 107,188 120,778 118,120 120,425 122,773
Capital Outlay 251,088 107,200 55,000 26,000 36,000
Other Financial Uses 1,155,307 956,328 2,856,328 556,328 556,328
Total Expenditures 3,792,194 3,566,538 5,585,417 3,302,348 3,358,620
Ending Balance 20,987,848 23,352,732 23,551,724 26,033,785 28,459,574
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Assist Supt - Landfill 1.00 1.00 Building Improvements 10 000
Landfill Clerk .50 .50 Chip Seal 10 000
M.W. II - Landfill 3.00 3.00 Equipment Upgrades 5 000
M.W. II - Landfill/Recycle 1.00 1.00 Facility Equipment Repairs 5 000
M.W. III - Landfill 3.00 2.00 Landscaping 5 000
Recycle Clerk - Landfill 1.00 1.00 Monitoring Instruments 3 000
Recycling Coordinator 1.00 1.00 Truck 17 000
Scalehouse Operator 1.00 1.00
Sr Clerk/Typist - Wastewater .50 .50
Sr Engineer 1.00 1.00
Sr MW - Landfill 1.00
Wastewater Treatment Supt .50 .50
13.50 13.50 55,000
Transfers In Transfers Out
Interfund Loan Repay 17,160 Solid Waste Planner 56,328
Interfund Loan Repay 43,296 Landfill Imprv Resrv 500,000
Interfund Loan Repay 36,000 Landfill Cell 2,300,000
Interfund Loan Repay 22,644
Excavation, Closures 500,000
Interfund Loan Repay 15,960
Interfund Loan Repay 16,320
Interfund Loan Repay 35,157
Interfund Loan Repay 61,037
Interfund Loan Repay 152,728
Interfund Loan Repay 16,932
Interfund Loan Repay 30,400
Court Daycare Repay 44,171
991,805 2,856,328
- 108-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7400 Refuse Collection
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 882,695 748,966 611,936 456,569 260,510
Refuse Charges For Services 2,192,740 2,172,600 2,259,866 2,275,626 2,291,544
Other Misc Revenue 219
Interest Revenues 6,542 20,000 6,542 6,542 6,542
Total Receipts 2,199,501 2,192,600 2,266,408 2,282,168 2,298,086
Personnel 1,049,837 1,103,886 1,199,982 1,245,713 1,288,722
Services 1,231,341 1,143,338 1,118,645 1,128,303 1,138,158
Supplies 44,100 32,406 53,148 54,211 55,294
Capital Outlay 7,952 50,000 50,000 50,000 50,000
Total Expenditures 2,333,230 2,329,630 2,421,775 2,478,227 2,532,174
Ending Balance 748,966 611,936 456,569 260,510 26,422
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Asst Supt Streets/Solid Waste 1.00 1.00 Refuse Carts, 1,000 per year 50,000
Clerk/Typist - Solid Waste 1.00 1.00
M.W. I - Refuse 7.00 7.00
M.W. II - Refuse 11.00 11.00
MW II Refuse -1.00
MW III - Refuse 1.00
Supt Streets/Solid Waste .35 .35
20.35 20.35 50,000
- 109 -
CITY OF 'IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7800 Broadband Telecommunications
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 854,149 813,243 751,106 782,379 821,815
Franchise Fees 664,783 650,000 705,145 705,145 705,145
Intra-city Charges 74 1,800 677 677 677
Other Misc Revenue 604
Interest Revenues 7,540 14,700 18,968 18,968 18,968
Transfers From Business type Funds 11,428 11,000 11,500 11,500 11,500
Total Receipts 684,429 677,500 736,290 736,290 736,290
Personnel 385,218 415,978 413,129 422,554 435,447
Services 93,720 135,555 96,723 97,978 99,257
Supplies 10,812 10,656 11,764 12,001 12,243
Capital Outlay 54,199 13,625 9,200
Other Financial Uses 181,386 163,823 174,201 164,321 164,321
Total Expenditures 725,335 739,637 705,017 696,854 711,268
Ending Balance 813,243 751,106 782,379 821,815 846,837
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Cable TV Administrator 75 .75 Audio Equipment 1,500
Clerical Assistant - Cable TV 50 .50 Digital Deck 3,000
Communications Tech - Cable 1 00 1.00 Editing System 4,000
Community Programmer 1 00 1.00 Furniture replacement 700
M.W. I - Senior Center - Cabl 19 .19
Production Assistant 1 00 1.00
Production Coordinator - BTC 1 00 1.00
Special Projects Assr - Cable 75 .75
6.19 6.19 9,200
Transfers In Transfers Out
Equipment Replacmnt 11,500 CTG Grant to Sr. Ctr. 9,880
To Broadband Reserve 11,500
Library AV Support 52,821
Op Subsidy to Gen Fd 100,000
11,500 174,201
-110-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7900 Housing Authority
2004 200S 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 2,635,372 3,323,904 3,398,806 3,239,841 2,920,542
Fed. Intergov. Rev. 7,188 971 7,266,865 7,057,534 7,057,534 7,140,868
Misc Merchandise 35 983 29,178
Other Misc Revenue 27 584
Interest Revenues 20 592 27,000 47,981 47,981 47,981
Rents 219 006 242,816 188,004 188,004 188,004
Royalties & Commissions 20 742 23,000 20,742 20,742 20,742
Sale Of Assets 190 777
Total Receipts 7,703,655 7,588,859 7,314,261 7,314,261 7,397,595
Personnel 703,257 797,753 816,718 848,044 880,620
Services 6,244,672 6,507,611 6,650,296 6,779,181 6,827,308
Supplies 5,947 7,391 6,212 6,335 6,459
Capital Outlay 61,247 201,202
Total Expenditures 7,015,123 7,513,957 7,473,226 7,633,560 7,714,387
Ending Balance 3,323,904 3,398,806 3,239,841 2,920,542 2,603,750
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
FSS Program Coordinator 1.00 1.00
Housing Administrator 1.00 1.00
Housing Assistant .75 .75
Housing Inspector 1.00 1.00
Housing Office Manager 1.00 1.00
Housing Program Assistant 6.00 6.00
Public Hsg. Coord 1.00 1.00
Section 8 Coord 1.00 1.00
12.75 12.75
-111
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7700 Stormwater Management
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 75 21,036 266,351 410,839 781,446
Stormwater Charges For Services 26,569 420,000 625,000 625,000 625,000
Interest Revenues -14
Total Receipts 26,555 420,000 625,000 625,000 625,000
Personnel 12,696 30,799 31,900 32,841
Services 1,768 31,989 221,213 221,473 221,738
Supplies 1,000 1,020 1,040
Capital Outlay 3,826 115,500
Other Financial Uses 130,000 112,000
Total Expenditures 5,594 174,685 480,512 254,393 255,619
Ending Balance 21,036 266,351 410,839 781,446 1,150,827
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
M.W. II - Wastewater Trtmnt P .20 .20 Community Clean-Up 7,500
M.W. III - Wastewater .10 .10 Creek Maintenance Program 25,000
M.W. III - Wastewater Collect .10 .10 Lift Station Maintenance 5,500
Sr M.W. - Wastewater Collect .10 .10 Storm Sewer Maint & Claning 27,500
Stormwater Mgmt Basin Maintenance 50,000
.50 .50 115,500
Transfers In Transfers Out
Meadow St Bridge 112,000
112,000
-112-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7100 Parking
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 884,161 1,403,645 1,071,978 977,978 655,839
Parking Fines 531,940 493 000 550,000 550,000 550 000
Other Misc Revenue 7,846
Interest Revenues 44,544 50 000 44,544 44,544 44 544
Rents 83,720 80 000 68,120 68,120 68 120
Parking Meter Revenue 634,021 600 000 647,000 647,000 647 000
Parking Lot Revenue 225,250 283 300 213,633 213,633 213 633
Pkg Ramp Revenue 2,538,824 2,463 150 2,470,186 2,470,186 2,470 186
Misc. Pkg Revenue 79,571 20 000 20,000 20,000 20 000
Sale Of Assets 100 000 175,000
Misc Transfers In 250,000
Loans 14,949 14 950 14,950 14,950 14 950
Total Receipts 4,410,665 4,104,400 4,203,433 4,028,433 4,028,433
Personnel 1,442,693 1,622,412 1,673,761 1,735,563 1,799,933
Services 655,570 833,404 836,348 848,145 860,176
Supplies 35,630 68,050 70,115 71,516 72,940
Capital Outlay 50,985 87,003 105,600 75,800 76,100
Debt Service -15
Other Financial Uses 1,706,318 1,825,198 1,611,609 1,619,548 1,295,166
Total Expenditures 3,891,181 4,436,067 4,297,433 4,350,572 4,104,315
Ending Balance 1,403,645 1,071,978 977,978 655,839 579,957
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Cashier - Parking 14 25 14.25 Chairs (4) 1,600
Customer Serv Rep - Parking 1 00 1.00 Parking Access Control 25,000
M.W. I - Parking Systems 4 50 4.50 Parking Access Control Equipment 20,000
M.W. I - Towing 50 .50 Parking Booths (3) 23,000
M.W. II - Parking Systems 1 00 1.00 Parking Meters 25,000
M.W. II - Ramp/Meter Repair 2 00 2.00 Power Washer 4,500
Parking And Transit Director .50 .50 Printer 5,100
Parking Enforcement Attendant 5.50 5.50 Radios (2) 1,400
Parking Manager 1.00 1.00
Parking Operations Supervisor 2.00 2.00
Sr M.W. - Parking & Transit .50 .50
32.75 32.75 105,600
Transfers In Transfers Out
Fines - General Fund 200,000
Improvement Reserve 130,000
1999 Parking 970,709
Abated G.O. Bonds 310,900
1,611,609
- 113-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 7101 Parking Debt Service
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 2,997,105 1,745,739 1,621,780 1,757,385 1,567,545
Transfers From Business-type Funds 130,000 200,000 130,000 130,000 130,000
Bond Ordinance Trans 738,968 974,504 970,709 971,023 965,166
Total Receipts 868,968 1,174,504 1,100,709 1,101,023 1,095,166
Debt Service 1,082,038 968,463 965,104 960,863 960,594
Other Financial Uses 1,038,296 330,000 330,000
Total Expenditures 2,120,334 1,298,463 965,104 1,290,863 960,594
Ending Balance 1,745,739 1,621,780 1,757,385 1,567,545 1,702,117
.... FTE
Personnel Services 2005 2006 Capital Outlay 2006
1999 Interest 645,104
1999 Principal 320,000
965,104
Transfers In Transfers Out
From Parking Ops 130,000
From Parking Ops 970,709
1,100,709
-114-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8100 Equipment Summary
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 3,026,614 3,416,670 3,321,269 3,616,661 2,727,253
Sale Of Forfeited Property 42,127 15,000 15,000 20,000 20,000
Misc Merchandise 88
Intra-city Charges 60 1,200
Other Misc Revenue 585,243 500,000 638,000 638,000 645,000
Interest Revenues 3,872 62,000 3,872 3,872 3,872
Rents 2,211,545 2,192,606 2,261,200 2,261,200 2,261,200
Sale Of Assets 107,015 15,000
Misc Transfers In 10,820
Total Receipts 2,960,770 2,770,806 2,933,072 2,923,072 2,930,072
Personnel 669,342 703,713 719,586 750,772 778,536
Services 280,262 247,232 263,129 266,626 270,191
Supplies 850,750 863,624 1,001,665 1,021,697 1,042,132
Capital Outlay 759,540 1,051,638 653,300 1,773,385 1,918,400
Other Financial Uses 10,820
Total Expenditures 2,570,714 2,866,207 2,637,680 3,812,480 4,009,259
Ending Balance 3,416,670 3,321,269 3,616,661 2,727,253 1,648,066
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Buyer I - Equipment 50 .50 Compact Auto 36,200
Equipment Clerk 76 .76 Crack Sealer 24,300
Equipment Shop Supervisor 1 00 1.00 Flatbed Truck 44,600
Equipment Superintendent t 00 1.00 Leaf Loader 31,800
Mechanic I - Equipment 2 00 2.00 Mid-size Auto 22,900
Mechanic II - Equipment 3 00 3.00 Mowers (3) 38,200
Mechanic III - Equipment (day 1 00 t.00 Pickup Trucks (6) 153,000
Mechanic III - Equipment (eve 1 00 1.00 Refuse Packer (2) 235,600
Parts/Data Entry Clerk 1 00 1.00 Tractor 28,900
Utility Truck 37,800
11.26 11.26 653,300
-115-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8100 Equipment
Center: 462100 General Fleet Maintenance
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Misc Merchandise 88
Intra-city Charges 60 1,200
Other Misc Revenue 585,243 500,000 638,000 638,000 645,000
Interest Revenues 3,872 2,000 3,872 3,872 3,872
Rents 1,182,714 1,200,000 1,206,000 1,206,000 1,206,000
Sale Of Assets 537
Misc Transfers In 10,820
Total Receipts 1,783,334 1,703,200 1,847,872 1,847,872 1,854,872
Personnel 589,159 616,702 631,779 658,858 681,759
Services 225,909 242,420 206,318 208,766 211,262
Supplies 837,068 862,932 1,017,884 1,038,241 1,059,006
Capital Outlay 5,759 11,838
Total Expenditures 1,657,895 1,733,892 1,855,981 1,905,865 1,952,027
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Equipment Clerk .38 .38
Equipment Shop Supervisor 1.00 1.00
Equipment Superintendent .50 .50
Mechanic I - Equipment 2.00 2.00
Mechanic II - Equipment 3.00 3.00
Mechanic III - Equipment (day 1.00 1.00
Mechanic III - Equipment (eve 1.00 1.00
Parts/Data Entry Clerk 1.00 1.00
9.88 9.88
-116-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8100 Equipment
Center: 462200 Equipment Replacement
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Sale Of Forfeited Property 42,127 15,000 15,000 20,000 20,000
Interest Revenues 60,000
Rents 1,028,831 992,606 1,055,200 1,055,200 1,055,200
Sale Of Assets 106,478 15,000
Total Receipts 1,177,436 1,067,606 1,085,200 1,075,200 1,075,200
Personnel 80,183 87,011 87,807 91,914 96,777
Services 52,900 4,812 55,481 56,524 57,587
Supplies 286 692 599 611 623
Capital Outlay 753,781 1,039,800 653,300 1,773,385 1,918,400
Total Expenditures 887,150 1,132,315 797,187 1,922,434 2,073,387
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Buyer I - Equipment .50 .50 Compact Auto 36,200
Equipment Clerk .38 .38 Crack Sealer 24 300
Equipment Superintendent .50 .50 Flatbed Truck 44 600
Leaf Loader 31 800
Mid-size Auto 22 900
Mowers (3) 38 200
Pickup Trucks (6) 153 000
Refuse Packer (2) 235 600
Tractor 28 900
utility Truck 37 800
1.38 1.38 653 300
-117-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8300 Information Technology
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 1,333,408 1,695,693 1,821,952 1,340,917 1,174,347
Culture And Recreation 22,200
Intra-city Charges 1,964,712 1,653,540 1,739,011 1,739,011 1,739,011
Other Misc Revenue 77
Interest Revenues 17,141 5,000 17,141 17,141 17,141
Royalties & Commissions 152 152 152 152
Sale Of Assets -460
Total Receipts 2,003,822 1,658,540 1,756,304 1,756,304 1,756,304
Personnel 541,530 591,349 604,307 629,470 656,041
Services 740,552 645,588 813,864 814,606 815,363
Supplies 15,474 31,461 16,172 16,497 16,827
Capital Outlay 343,981 263,883 802,996 462,301 329,250
Total Expenditures 1,641,537 1,532,281 2,237,339 1,922,874 1,817,481
Ending Balance 1,695,693 1,821,952 1,340,917 1,174,347 1,113,170
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Document Services Supv .50 .50 Data Communications Equipment 7,747
ITS Coordinator 1.00 1.00 Deskjet Printer 360
Operations Clerk - ITS .50 .50 Disk Backup Solution 50,000
Operations Specialist 1.00 1.00 Other EDP Hardware 13,031
PC Desktop J~nalyst 1.00 1.00 PC / Laptop(s) 45,600
Programmer/Analyst 1.00 1.00 PC Monitors 2,015
Sr Programmer/g//alyst 2.00 2.00 PCs 204,918
Web Developer 1.00 1.00 Pocket PC 325
Printers 6 000
Server(s) 32 000
Software Upgrades & Licensing 245 000
Storage Area Network 150 000
Switches 36 000
Telecom Upgrade 10 000
8.00 8.00 802,996
- 118 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8300 Information Technology
Center: 461004 Replacement Fund
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Intra-city Charges 435,532 237,689 380,360 380,360 380,360
Other Misc Revenue 77
Interest Revenues 5,000
Total Receipts 435,609 242,689 380,360 380,360 380,360
Services 7,260 1 011 2,641 2,680 2,719
Supplies 772 1 500 807 824 841
Capital Outlay 208,343 122 165 546,711 427,444 203,020
Total Expenditures 216,375 124 676 550,159 430,948 206,580
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Data Communications Equipment 7,747
Other EDP Hardware 13,031
PC Monitors 2,015
PCs 204,918
Printers 6,000
Server(s) 32,000
Software Upgrades & Licensing 245,000
Switches 36,000
546,711
Fund: 8300 Information Technology
Center: 461005 Police Computer Replacement
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Intra-city Charges 98,788 109,042 98,788 98,788 98,788
Total Receipts 98,788 109,042 98,788 98,788 98,788
Personnel 797
Services 16 2,613 16 16 16
Supplies 584
Capital Outlay 46,000 44,505 46,285 34,857 126,230
Total Expenditures 46,813 47,702 46,301 34,873 126,246
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Deskjet Printer 360
PC / Laptop(s) 45,600
Pocket PC 325
46,285
-119-
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8400 Central Services
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 205,396 238,796 254,762 294,239 342,796
Local Govt 28e Agreements 23,918 20,147 25,315 25,315 25,315
Library Chgs For Servs 57 57 57 57
Printed Materials 1,257 1,257 1,257 1,257
Intra-city Charges 216,749 257,880 287,429 287,429 287,429
Other Misc Revenue 1,491
Interest Revenues 2,674 2,674 2,674 2,674
Total Receipts 246,146 278,027 316,732 316,732 316,732
Personnel 22,715 25,983 27,541 28,853 29,709
Services 158,675 178,861 225,408 227,280 229,190
Supplies 11,113 12,217 11,806 12,042 12,283
Capital Outlay 20,243 45,000 12,500
Total Expenditures 212,746 262,061 277,255 268,175 271,182
Ending Balance 238,796 254,762 294,239 342,796 388,346
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Mail Clerk .75 .75 Photocopier 12,500
.75 .75 12,500
- 120 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8200 Risk Management Loss Reserve
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 863,446 1,031,356 1,025,944 1,243,349 1,456,254
Intra-city Charges 955,500 632 500 867,500 867,500 867,500
Other Misc Revenue 17,086
Interest Revenues 6,911 39 200 6,911 6,911 6,911
Misc Transfers In 127 500
Total Receipts 979,497 799,200 874,411 874,411 874,411
Personnel 93,099 96,287 99,305 103,080 106,843
Services 717,587 580,377 557,089 557,808 558,542
Supplies 901 948 612 618 624
Other Financial Uses 127,000
Total Expenditures 811,587 804,612 657,006 661,506 666,009
Ending Balance 1,031,356 1,025,944 1,243,349 1,456,254 1,664,656
.... FTE ....
Personnel Services 2005 2006 Capital Outlay 2006
Administrative Secretary 13 .13
Assr Finance Director 20 .20
Occ. Health & Safety Specials 1 00 1.00
1 33 1.33
- 121 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2006 - 2008
Fund: 8500 Health Insurance Reserve
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance 3,533,843 3,488,556 4,054,661 4,035,983 4,017,286
Intra-cit¥ Charges 4,565,191 4,630,500 4,565,191 4,565,191 4,565,191
Interest Revenues 32,197 75,000 32,197 32,197 32,197
Total Receipts 4,597,388 4,705,500 4,597,388 4,597,388 4,597,388
Services 4,642,675 4,139,395 4,616,066 4,616,085 4,616,104
Total Expenditures 4,642,675 4,139,395 4,616,066 4,616,085 4,616,104
Ending Balance 3,488,556 4,054,661 4,035,983 4,017,286 3,998,570
Fund: 8600 Dental Insurance Reserve
2004 2005 2006 2007 2008
Actual Estimate Budget Projection Projection
Beginning Balance -43 607 -17,798 -14,502 11,583 37,668
282 277 243,692 282 553 282,553 282,553
Total Receipts 282 277 243,692 282553 282,553 282,553
Services 256 468 240,396 256 468 256,468 256,468
Total Expenditures 256 468 240,396 256 468 256,468 256,468
Ending Balance -17~798 -14,502 11 583 37,668 63,753
- 122 -
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Benton Hill Park $ 200,000
$ 200,000
Description
Development of a neighborhood park on 3.5 acres of land located on Benton Street and Miller Avenue. Two
acres of this land was purchased by the City in 1999 utilizing a combination of Parkland Acquisition and
Community Development Block Grant Funds.
Funding FY05 FY0$ FY07 FY08 FY09
GeneraIFund- Cash $ 200,000 $ $ $ $
Project Name Proposed Funding
Camp Cardinal Road $ 4,430,500
$ 4,430,5OO
Description
This project provides for the paving of Camp Cardinal Road between U.S. Highway 6 in Coralville and Melrose
Avenue in iowa City. It includes reconstruction of a portion of Deer Creek Road in order to provide the
connection to Melrose Avenue. The portion to be constructed by Iowa City includes property that will
eventually be within corporate limits of Iowa City according to an agreement between iowa City, Coralville, and
Johnson County. This project is also funded by Southgate, a private developer and the City of Coralvil[e. Final
shared costs will be determined.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 1,630,500 $ $ $
GO Debt-Taxable $ $ 1,500,000 $ $ $
Road Use Tax $ 500,000 $ 500,000 $ $ $
Water-Cash $ 300,000 $ $ $ $
Proiect Name Proposed Funding
Court Street Transportation Center $ * 7,350,065
Day Care Center $ 400,000
Bus Depot $ 200,000
$ 7,950,065
Description
The Court Street Transportation Center is a multi-modal transportation facility built on Block 102 in the Near
Southside neighborhood. It includes a daycare center, a new bus station, covered bicycle parking, two small
commercial spaces for lease, and a 500 plus space parking garage.
· Does not include costs prior to FY04. Total Federal Transit Administration funding is $10.662 million.
Funding FY05 FY06 FY07 FY08 FY09
FederalGrants $ 6,431,154 $ $ $ $
GO Debt $ 700,000 $ $ $ $
03 GO Debt $ 103,558 $ $ $ $
Parking Impact Fees $ 115,353 $ $ $ $
Internal Loan - Day Care $ 400,000 $ $ $ $
State Grant- Bus Depot $ 200,000 $ $ $ $
C-1
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Dodge Street Reconstruction - 1-80 to Governor $ 5,929,000
Dodge Street Water Main - 1-80 to Governor $ 830,000
Dodge Street Sewer - Scott to ACT $ 320,000
Dodge Street -Undergrounding Electric $ 150,000
$ 7,229,000
Description
This is a capacity related traffic improvement identified by the Arterial Street Plan. This project will reconstruct
Dodge Street between the Governor/Dodge intersection and Interstate 80. Included with this project will be the
replacement of the existing 6 inch and 12 inch water mains, elimination of redundant water mains and relocation
of the water mains from under the pavement. Also included with this project will be reconstruction of a sanitary
sewer along Dodge Street between Scott Boulevard and ACT Circle. This sanitary sewer will increase the
capacity for future growth north on Interstate 80.
Funding FY05 FY06 FY07 FY08 FY09
IowaDOT $ $ 5,729,241 $ $
FederalGrants $ $ 199,759 $ $ $
Water Cash $ $ 830,000 $ $ $
Waste Water Cash $ $ 320,000 $ $ $
Road Use Tax $ $ 150,000 $ $ $
Project Name Proposed Funding
Dubuque Street & Foster Road Intersection $ 2,500,000
$ 2,5OO,O0O
Description
This project will improve both the capacity and safety of the Dubuque Street / Foster Road intersection
through the addition of signal lights and extended turning tanes. Federal Surface Transportation Program
(STP) funding will be received for this project.
Fundinq FY05 FY06 FY07 FY08 FY09
Federal Grants $ - $ 1,600,000 $ $ $
Road Use Tax $ 400,000 $ $ $
Water Cash $ 100,000 $ $ $
GO Debt $ 400,000 $ $ $
Project Name Proposed Funding
Economic Development $ 500,000
$ 500,000
)escription
Allocation for Economic Development initiatives for community growth.
:unding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 250,000 $ $ 250,000 $
no accumulative poficy)
C-2
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Emergency Communication Radio System $ 500,000
$ 500,000
Description
Gradual replacement of Emergency Communication Radio System, originally purchased in 1991.
~ FY05 FY06 FY07 FY08 FY09
GO Debt $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000
Project Name Proposed Fundinq
Fire Apparatus $ 2,550,000
$ 2,55O,0OO
Description
Fire Vehicles scheduled for replacement within this plan are: FY06 Ladder Truck, FY07
E-1 Pumper and FY09 Spartan Pumper.
Funding FY05 FY06 FY07 FY08 FY09
GODebt $ $ 1,500,000 $ 450,000 $ $ 600,000
Project Name Proposed Fundinq
Fire Station #4 $ 267,952
$ 267,952
Description
Land Acquisition and design only. Construction is on the Unfunded Projects list.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ 2OO,000 $ $ $ $
03 GO Debt $ 67,952 $ $ $ $
Project Name Proposed Funding
Gilbert St / Highway 6: Dual Left Turn Lanes $ 3,500,000
$ 3,500,000
Description
Reconstruct the Gilbert Street / US Highway 6 intersection to include dual left turn lanes on Gilbert Street
and accommodate the future expansion of US Highway 6.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ $ $ 3,500,000 $
C-3
Cib~ of Iow~ Ci~
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Grant Wood Gymnasium $ 460,000
$ 460,000
Description
This is a cooperative project with the Iowa City Community School District. Grant Wood Elementary School
is undergoing a substantial renovation/expansion, and this cost share proposal allows for the construction of
a new gymnasium of sufficient size to accomodate both school programs and community recreation
activities. A 28E Agreement will be entered into. Targeted completion date is January, 2006.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 460,000 $ $ $
Project Name Proposed Fundinq
Greater Iowa City Housing Fellowship (GICHF) $ 657,000
$ 657,0OO
Description
These funds were authorized by City Council as a 20 year loan to GICHF to provide affordable housing in
the Peninsula neighborhood. The project includes construction of a ten-unit apartment building, two
duplexes and three townhouses. Additional grant funding is being provided through state and local allocation
of federal HOME and CDBG program funds. Revenue from the ten-unit apartment building, intended for
purchase by Iowa City's Housing Authority, will be used to repay related General Obligation debt.
Fundinq FY05 FY06 FY07 FY08 FY09
GO Debt $ 657,000 $ $ $ $
Project Name Proposed Funding
Highway 6 Improvement-Lakeside to 420th $ 2,015,000
$ 2,015,000
Description
This project will widen Highway 6 to a three lane cross section from Lakeside Drive to 420th Street.
Intersection improvements at Heinz Road and at Scott Boulevard will also be made.
Fundinq FY05 FY06 FY07 FY0$ FY09
Iowa DOT $ $ 900,000 $ 270,000 $ $
Road Use Tax $ .150,000 $ 695,000 $ $ $
C-4
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Landfill Cell $ 2,300,000
$ 2,3OO,OOO
)escription
This project, part of the Landfill Master Plan, will be the fifth cell in the West half of the landfill, it is expected
to last approximately 8 years. This cell will include the approved clay liner system and shredded tire
drainage system to reduce construction costs and promote recycling.
:unding FY05 FY08 FY07 FY08 FY09
Landfill Revenues $ $ 2,300,000 $ $ $
Pro/ect Name Proposed Funding
Lower West Branch Road $ 3,800,000
$ 3,800,000
Description
This project will reconstruct Lower West Branch Road to City standards from its intersection with Scott
Boulevard to Taft Avenue. Development along this segment is obligated to pay a prorata share of the cost of
reconstruction based on current dollars at the time of development approval.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ $ 3,800,000 $ $
Proiect Name Proposed Funding
McCollister Blvd $ 6,200,000
$ 6,200,000
Description
McCoHister Boulevard will connect the future Mormon Trek Boulevard (at Hwy 921) to Gilbert Street. This
section of paving is 4000 feet long, including a 500 foot long bridge over the Iowa River.
Funding FY05 FY06 FY07 FY08 FY09
Federal Grants $ $ $ 5,000,000 $ $
Road Use Tax $ $ 500,000 $ 700,000 $ $
Pro[ect Name Proposed Funding
Meadow Street Bridge and Trail Connection $ 689,500
$ 689,500
Description
This project will replace the Meadow Street Bridge and provide a means for the future Court Hill Trail to
c. nnnec, t tn and nrn~.~ M~adnw .C;tr~P.t at thi~ Inc. afinn
Funding FY05 FY06 FY07 FY08 FY09
Road Use Tax $ 237,500 $ $ $
State Grant $ $ 340,000 $ $ $
StormwaterCash $ $ 112,000 $ $ $
C-5
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Melrose-Grand Road Improvements $ 390,000
$ 390,000
Description
This project implements the recommendations of the 2003 joint study between the City, the University and
the Melrose Avenue Neighborhood Association. Improvements include a one-way loop system,
reconstruction of the Grand/Byington intersection, and an eastbound right turn lane at the Grand/Riverside
intersection.
This project will be completed in conjunction with the South Grand reconstruction, with funding for this
portion to be evenly split between the University of Iowa and Iowa City.
Funding FY05 FY06 FY07 FY08 FY09
RoadUse Tax $ 195,000 $ $ $ $
University of Iowa $ 195,000 $ $ $ $
Proiect Name Proposed Funding
Mercer Park -Ball Diamond Improvements $ 300,000
$ 300,000
Description
Replace lights on fields #2, #3, & # 4. Renovate field #3.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 100,000 $ 100,000 $ 100,000 $
Pro/ect Name Proposed Funding
Missing Link Trail $ 200,000
(Iowa River Trail - Foster / Water Works Prairie Park)
$ 200,000
Description
This north-south pedestrian trail is the final segment in a thirteen-mile trail system from Napoleon Park to the
Coralville Reservoir. The "Missing Link" trail will connect Foster Road to trails on the Water Works property
and the Iowa River Corridor Trail System.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ 200,000 $ $ $ $
C-6
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Mormon Trek - Hwy 1 to Hwy 921 $ 4,740,000
Dane Road Area Sewer $ 750,000
$ 5,490,000
Description
This project consists of the extension of Mormon Trek Boulevard from US Highway 1 to US Highway 921
(Old Hwy 218) and includes paving, sidewalk, storm sewer, grading, sanitary sewer and box culvert
construction. The sanitary sewer will serve the area south of Hwy 1 and will eliminate an existing lift station
on the Westside of Highway 218. The construction of this project will be phased.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ 4,165,000 $ $ $ $
Federal STP $ 575,000 $ $ $ $
03 GO Debt $ 470,000 $ $ $ $
Wastewater Cash $ 280,000 $ $ $ $
Project Name Proposed Fundinq
Mormon Trek-Walden Square Signalization $ 100,000
$ 100,000
Description
This project would install a traffic signal at the intersection on Mormon Trek at Walden Square and Cameron
Way. The intersection meets both volume and crash warrants for installation of a traffic signal. The signal
can be installed at this time, but turning lanes will be required within five years.
Funding FY05 FY06 FY07 FY08 FY09
Road Use Tax $ $ 100,000 $ $ $
Project Name Proposed Funding
Old Bus Depot Land Acquisition $ 400,000
$ 400,000
Description
Acquisition by the General Fund of the old bus depot (originally purchased by the Parking Fund) located at
the intersection of Gilbert and College Streets.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ $ $ 400,000 $
Project Name Proposed Funding
Parking Garage Maintenance $ 990,000
$ 99O,OOO
Description
This project includes routine concrete restoration and application of sealant; and associated repair of
stairwells.
Funding FY05 FY06 FY07 FY08 FY09
Parking Revenues $ 330,000 $ $ 330,000 $ $ 330,000
C-7
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Proposed Funding
Project Name $ 140,000
Park Shelters
$ 140,000
Description
Replace ten park shelters in various parks.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 140,000 $ $ $
Project Name Proposed Funding
Peninsula Parkland Entry Road and Lot $ 70,000
$ 7O,OO0
Description
Build an access road and parking lot for Peninsula Park.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ 70,000 $ $ $ $
Project Name Proposed Funding
Riverbank Stabilization-City Park $ 770,000
$ 770,000
Description
This project will repair the riverbank along City Park and south of the Park Road bridge on the eastern
shore. This project is eligible for federal funds on a 65/35 matching basis.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ $ 200,000 $ $
Federal Grants $ $ $ 570,000 $ $
Project Name Proposed Fundinq
Runway Extension $ 1,470,270
$ 1,470,270
Description
Included in this project is the relocation of Dane Road, site preparation for runway extension.
Funding FY05 FY06 FY07 FY08 FY09
Federal Grants $ $ 1,395,270 $ $ $
GO Debt $ 75,000
C-8
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Sand Road (Gilbert St. South) $ 885,000
$ 885,000
Description
This project will be undertaken in conjunction with Johnson County to provide additional road capacity for
anticipated growth south of Napolean Park.
~ FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 885,000 $ $ $
Project Name Proposed Funding
Sand Lake Recreational Area $ 600,000
$ 600,000
Description
This project provides for the acquisition of 158 acres which are south of Napolean Park on Sand Road. This
area includes Sand Lake and is intended for future development as a recreation area~
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 200,000 $ 200,000 $ 200,000 $
Project Name -Proposed Funding
Scott Blvd/Court St Signalization $ 250,000
$ 25O,0OO
Description
This project will construct signals and turning lanes at Scott Bird and Court St.
Funding FY05 FY06 FY07 FY08 FY09
Road Use Tax $ $ 250,000 $ $ $
Project Name Proposed Funding
Soccer Park Improvements $ 100,000
$ 100,000
Description
Various improvements to the Soccer Complex.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ 100,000 $ $ $ -
C-9
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Fundinq
South Grand Avenue Intersection $ 400,000
$ 400,000
Description
This project will expand South Grand Avenue to five lanes between Grand and Melrose Avenues. It will
reduce existing traffic constraints and accomodate expansion of UI parking facilities in the area.
Funding FY05 FY06 FY07 FY08 FY09
Federal STP $ 320,000 $ $ $ $
University of Iowa $ 80,000 $ $ $ $
Project Name Proposed Funding
South Sycamore Trunk Sewer Extension $ 100,000
$ 100,000
Description
This project will extend the 15" sanitary sewer from the northern terminus of Russell Drive in South Pointe
Subdivision north and west through the Cross Property to the eastern property line of Sandhill Subdivision.
Funding FY05 FY06 FY07 FY08 FY09
WastewaterCash $ 50,000 $ 50,000 $ $ $
Project Name Proposed Fundinq
Stormwater Permitting $ 130,000
$ 130,000
Description
EPA requirements regulate storm water runoff in Iowa City and other similarly sized communities. These
funds will pay for FY2005 projects.
Funding FY05 FY06 FY07 FY08 FY09
StormwaterCash $ 130,000 $ $ $ - $
Project Name Proposed Fundinq
Sycamore St Improvements-Burns St to City Limits $ 2,000,000
$ 2,000,000
Description
This project reconstructs Sycamore to arterial standards and includes an 8 foot sidewalk.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ $ $ - $ $ 1,340,000
Developer Contributions $ $ $ - $ $ 660,000
C-10
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Targeted Area Housing Rehab Projects (T.A.R.P.) $ 1,000,000
$ 1,000,000
Description
This project enables the rehabilitation of housing stock in targeted neighborhoods of the City, as approved by
the City Council. Assistance will be provided to households with incomes equivalent to 80% to 110% of
median. The rehabilitation loans will be repaid, with property liens securing the City's interests.
Funding FY05 FY06 FY07 FY08 FY09
GO Debt $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000
Project Name Proposed Funding
Transit- Bus Replacements $ 2,012,000
$ 2,012,000
Description
Replace 4 buses in FY06 and 2 buses in FY07.
Funding FY05 FY06 .FY07 FY08 FY09
Federal Grants $ $ 1,212,000 $ 500,000 $ $
Transit- Cash $ $ 200,000 $ 100,000 $ $
Project Name Proposed Funding
Transit Capital Outlay - 21 Cameras $ 138,600
$ 138,6OO
Description
Instali safety cameras in 21 buses. Federal grant funding is 80%, General Obligation debt of 20%.
Funding FY05 FY06 FY07 FY08 FY09
State Grants $ $ 110,880 $ $ $
Transit- Cash $ - $ 27,720 $ $ $
Project Name Proposed Fundinq
Water Distribution Building $ 1,000,000
$ 1,000,000
Description
Construction of a new water distribution building, partially funded by sale of old building on Gilbert Court.
Funding FY05 FY06 FY07 FY08 FY09
WaterCash $ $ 1,000,000 $ $ $
C-11
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
Project Name Proposed Funding
Waterworks Prairie Park Development $ 200,000
$ 200,000
)escription
This project provides for the continued development of the prairie area adjacent to the City's Water
Treatment Plant on North Dubuque Street. Plans include the addition of one or two park shelters,
construction of a fishing pier, improvements to the canoe/kayak launch area and nature trails through
wooded areas.
=unding FY05 FY06 FY07 FY08 FY09
~ODebt $ $ 100,000 $ 100,000 $ $
Total Projects- nonrecurring $ 18,197,517 $20,358,129 $18,349,241 $ 4,750,000 $ 3,230,000
Total Projects (annual) $ 2,478,685 $ 2,131,000 $ 2,200,000 $ 2,100,000 $ 2,200,000
Total Projects-Ending in FY05 $ 7,611,417 N/A N/A N/A N/A
Grand TotaICIPProgram $ 28,287,619 $22,489,129 $20,549,241 $ 6,850,000 $ 5,430,000
C-12
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
These projects represent annual improvements and maintenance of municipal infrastructure
including public streets, bridges, sewer and water systems, and park facilities.
Project Type Primary Funding Source FY05 FY06 FY07 FY08 FY09
Asphalt / Chip Seal Road Use Tax 394,118 250,000 250,000 250,000 250,000
Brick Streets Road Use Tax 20,000 20,000 20,000 20,000 20,000
Bridge Maintenance Road Use Tax 60,000 60,000 60,000 60,000 60,000
City Hall - Other Projects General Fund 25,000 25,000 25,000 25,000 25,000
Concrete Streets Road Use Tax 287,263 100,000 100,000 100,000 100,000
Creek Maintenance Road Use Tax 25,000 25,000 25,000 25,000 25,000
Curb Ramps Road Use Tax 100,000 100,000 100,000
General Fund Equipment GO Debt 317,400 281,000 250,000 250,000 250,000
Intra City Bike Trails Road Use Tax 30,000 30,000 30,000 30,000 30,000
Open Space Land Acquisition GO Debt 50,000 50,000 50,000 50,000 50,000
Overwidth Paving Road Use Tax 30,000 30,000 30,000 30,000 30,000
Parks Maintenance/Improv, GO Debt 200,000 200,000 200,000 200,000 200,000
Public Art GO Debt 129,904 50,000 50,000 50,000 50,000
Railroad Crossing Road Use Tax 25,000 25,000 25,000 25,000 25,000
~treet Pavement Marking Road Use Tax 60,000 60,000 60,000 60,000 60,000
Sump Pump Discharge Tiles Road Use Tax 25,000 25,000 25,000 25,000 25,000
Traffic Calming Road Use Tax 30,000 30,000 30,000 30,000 30,000
Traffic Signal Road Use Tax 70,000 70,000 70,000 70,000 70,000
Wastewater Wastewater Revenues 300,000 300,000 300,000 300,000 300,000
Water Water Revenues 300,000 500,000 500,000 500,000 500,000
Total: Annual Projects 2,478,685 2,131,000 2,200,000 2,100,000 2,200,000
C-13
City of Iowa City
Capital Improvement Program
FY 2005 - 2009
The following projects are slated for completion in FY2005.
Project Name FY05
1200 Block Davenport Water Main 40,000
Airport Obstruction Removal 241,069
Brookland Park Storm Sewer 120,000
Building B/C - Roof & Floor Replacement 66,691
Burlington St. Bridge / Ralston Creek 529,000
Bus Shelters 26,694
Bus Washers & Vac 3,092
Butler House Trailhead Park 104,200
Clear Creek Trail 70,000
College St. Water Main 125,000
Entrance to City Beautification 5,698
=inance / Human Resources Computer System 53,693
Hummingbird Lane Sanitary Sewer 40,000
Hwy 6 / Iowa Avenue Ped Bridge 210,000
Hwy 6 Sidewalk - Hawkins to Elliot 120,000
Iowa River Power Dam Improvement 1,603,755
Library Expansion 2,687,933
Mercer Ball Diamond School 200,000
Northgate/Dodge St. Signal 105,522
Pearl St. Water Main 25,000
South Sycamore Trail 112,372
TaftJCourt Ground Storage Reservoir 130,000
Telephone System Upgrade 26,477
Tennis Court Relighting (City Park & Mercer) 25,318
Transit Reseal Floors 60,000
Transit Roof Replacement 34,720
Water Treatment Plant 845,183
Total Projects Completed in FY2005: $ 7,611,417
C-14
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# Unfunded
Project Name Amt
1 - BURLINGTON ST The south bridge is having a problem with delaminating
Bridges 1 BRIDGE-SOUTH concrete on the bottom side of the arches. $800,000
This project involves the removal and replacement of the
2 F STREET BRIDGE existing corrugated metal arch bridge with a larger bridge. $250,000
FOURTH AVENUE Branch of Ralston Creek at Fourth Avenue and will include
3 BRIDGE sidewalks. Possibility of approximately$75,000 state funding. $255,941
IOWA RIVER BRIDGE This project provides an Iowa River Bridge along the route of
4 @ MORMON TREK Mormon Trek south of the new Public Works Facility. $2,165,000
This project involves the removal and replacement of settled
PARK RD BRIDGE and cracked approach pavement and the removal and
5 APPROACH replacement of the bridge expansion joints. $150,000
PRENTISS ST. This project involves the removal and replacement of the
6 BRIDGE existing triple corrugated metal pipe culvert with a bridge. $375,000
This project will replace the bridge over the North Branch of
7 ROCHESTER AVENUE Ralston Creek at Rochester Avenue and includes an 8'
BRIDGE sidewalk. $320,000
SECOND AVENUE This project will replace the bridge over Ralston Creek at
8 BRIDGE Second Avenue and will include sidewalks. $250,000
SIXTH AVENUE
9 BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge. $250,000
THIRD AVENUE This project will replace the bridge over the South Branch of
10
BRIDGE Ralston Creek at Third Avenue. $250,000
This project will include paving 420th Street to urban
2 - 11 420TH ST NEAR standards from Hwy 6 to approximately one half-mile east and
Streets INDUSTRIAL PARK intersection geometric improvements at Hwy 6. This project
wilt facilitate expansion of the industrial park. $1,056,000
AMERICAN LEGION- This project will reconstruct the road to urban standards and
12 SCOTT TO TAFT will include an 8' wide sidewalk on one side $2,100,000
AMERICAN
13 LEGION/SCOTT BLVD Install traffic signal and construct turn lanes at American
INTERSECT Legion and Scott Boulevard intersection. $400,000
C-15
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
Unfunded
# Project Name Amt
BENTON- This is a capacity related improvement identified by the
'~ 6 ORCHARD/OAKNOLL Arterial Street Plan. $3,500,000
Resurface specified roadways within Oakland Cemetery as
19 CEMETERY ROADS part of the city-wide biennial asphalt resurfacing program. $100,000
RESURFACING
20 DODGE ST -
GOVERNOR/BOWERY Street Reconstruction $5,320,000
DUBUQUE RD
21 PAVING - Reconstruct and upgrade to urban cross sections $600,000
BRISTOL/DODGE This project will elevate the north bound lane of Dubuque
22 DUBUQUE ST Street between Taft Speedway and Foster Road. This project
ELEVATION will eliminate the frequent flooding of the north bound lanes
caused by locally heavy rains.. $2,500,000
DUBUQUE ST/PARK Add east bound left turn and south bound right turn lanes to
23 RD improve capacity constraint. $350,000
INTERSECTION This project will construct left turn storage lanes on the north
24 IMPRV. DUBUQUE/ and south approaches of this intersection. Dubuque St
CHURCH LEFT TURN capacity is constrained at this intersection because there are
BAYS no dedicated storage lanes for left turning vehicles. $300,000
FOSTER RD- This project will pave this portion of Foster Road.
25 DBQ/PRAIRIE DU
CHIEN $900,000
This project relocates the sidewalks of the Gilbert St.
GILBERT ST IAIS underpass at the IAIS Railroad. The sidewalks are moved
26 UNDERPASS further from the street and existing erosion problems are
addressed. $282,000
GILBERT/BOWERY This project will add left turn lanes on Gilbert Street. This
27 INTERSECTION-LEFT project will also include storm sewer along Prentiss Street to
LANES Ralston Creek. $420,000
C-16
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
Unfunded
# Project Name Amt
Streetscape improvements on Hwy 921 entrance - Sturgis
Ferry Park to US Hwy 6. This project includes landscaping,
HIGHWAY 921 lighting and sidewalk improvements. The project should be $700,000
28 STREETSCAPE coordinated with Sturgis Ferry Park upgrade and/or Riverside
Drive Redevelopment project.
This project will be initial phase of constructing Hwy965
HIGHWAY 965 extended from the south side of Hwy 218 to Melrose Avenue to $5,000,000
29 EXTENSION arterial standards.
KEOKUK ST This project would reconstruct Keokuk St. and remove the $1,540,000
31 RECONSTRUCTION sharp turn south of Highland Avenue.
L MUSCATINE- Reconstruction of streets and sidewalks. $800,000
32 KIRKWOOD/SPRUCE
L MUSCATINE- This project will reconstruct Lower Muscatine Road from
33 SPRUCE/DEFOREST Spruce to DeForest and will include a center turn lane and $800,000
improved pedestrian facilities.
LAURA DRIVE This project would reconstruct Laura Drive between Foster Rd. $500,000
34 RECONSTRUCTION and Forest View Trailer Court.
MAIER AVENUE Reconstruct and improve street to urban design standards. $4,000,000
35 UPGRADE
MELROSE-WEST- Reconstruct and improve street to urban design standards. $3,000,000
36 218/CLTY LIMITS
This project includes paving, sidewalks, storm sewer and
MORMON TREK- grading. This does not include the bridge spanning the Iowa $5,725,000
37 HWY 921/SAND RD
River.
MORMON TREK- Provide left turn lanes at major intersections; or a continuous $4,000,000
38 LEFT TURN LANES center left turn lane through the corridor.
MYRTLE/RIVERSIDE
39 TRAFFIC SIGNALS Signalization of intersection based on warrants. $80,000
This project will improve the pavement cross section, provides
N DUBUQUE ST trees and shrubbery in the median and improved Iow level $490,000
40MEDIAN IMPROV.
lighting.
C-17
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# ProJect Name Unfunded
Amt
42 OAKDALE BLVD This project would construct an extension of Krall Avenue north
$5,000,000
across 1-80 to a new intersection with Iowa Hwy 1.
43 RIVERSIDE DRIVE Streetscape improvements on Riverside Drive between Myrtle
STREETSCAPE Avenue and US Hwy 6. Project includes consolidation of
driveways, undergrounding of utilities, installing sidewalks and $2,000,000
landscaping.
44 S GILBERT ST
IMPROVEMENTS Reconstruction from Benton Street to Stevens Drive, estimate $3,000,000
of $6 million on unfunded list.
45 SCOTT BLVD This project will construct a sidewalk along the east side of
$71,999
SIDEWALK Scott Blvd in front of Scott Park.
46 SIDEWALK-BENTON Install and widen sidewalks on Benton Street between
STREET Riverside Drive and Sunset Street. Existing sidewalks would be $200,000
widened from 4 feet to 8 feet wide.
47 SOUTH ARTERIAL This project would reconstruct Sycamore Street between Sand
DEVELOPMENT Road (Gilbert Street) and Sycamore Street, and extend a two
lane arterial street from Sycamore Street through the $6,500,000
Langenberg, Sycamore Farms and Streb properties to Scott
Boulevard.
STURGIS/RIVERSIDE
48 INTERSECT This project will provide a left turn lane for Sturgis Corner Drive $150,000
at its intersection with Riverside Drive.
SYCAMORE-CITY Reconstruct Sycamore to arterial standards from City limits to
50 LIMITS TO L the Sycamore L. Storm sewer, sidewalk improvements and bike $1,960,000
lanes are included.
SYCAMORE-HWY
51
6/DEFOREST This project involves additional lanes to improve capacity. $1,350,000
52 TAFT AVENUE Lower West Branch to American Legion Road. $3,500,000
53 TAFT SPEEDWAY This project will elevate Taft Speedway. $2,080,000
L;-18
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 ClP
# Project Name Unfunded
Amt
3 - Demolition of the U-Smash'm building; securing adjacent
foundations; and restoration of the area to grass. This does not
Parking U SMASH 'EM include demolition of the bus depot of the Wilson's building. (A $190,000
& 55 DEMOLITION
Transit water pipe will need to be relocated before demolition can
Occur.)
Install pedestrian lighting along the trail in City Park to address
4 - Ped CITY PARK TRAIL safety concerns, and to make the trail more useable after dark. $150,000
& Bike 56 LIGHTING
Trails
This project will establish a ten-foot wide pedestrian/bicycle trail
between Scott Park and Creekside park in east Iowa City along
57 COURT HILL TRAIL the south branch of Ralston Creek. The City has acquired $500,000
nearly all of the property necessary for this trail to be
constructed. It will be approximately 1.2 miles in length.
HWY 1 SIDEWALK / Construct a 10 foot wide sidewalk along IA Hwy 1 between $1,500,000
58 TRAIL Riverside Drive (921) and Mormon Trek Boulevard.
HWY 6 TRAIL- Extend existing trail along Hwy 6 between Sycamore Street and
59 SYCAMORE Lakeside Drive. $400,000
/LAKESIDE
Continue the River Trail project from Benton St., along the west
IA RIVER TRAIL- bank, through Sturgis Ferry Park, and construct a $2,000,000
60 BENTON/STURGIS pedestrian/bicycle bridge over the Iowa River to connect with
the existing trail on the east bank, near Napoleon Park.
Construction of a trail along the Iowa River Corridor (IRC) on $200,000
61 IRC-ELKS PROPERTY the south side of the Elks property.
Installation of pedestrian and streetscape improvements in
LINN ST PED walkway next to Van Allen Hall between Iowa Avenue and $338,300
62 IMPROVEMENTS Jefferson Street. Also improve bus stop on Jefferson and
signage at Linn Street and Iowa Avenue.
63 LONGFELLOW/TWAIN Extension of Longfellow/Twain pedestrian trail to Pine Street. $120,000
PED TRAIL
N DISTRICT NATURE Construct a trail along Williams pipeline easement from Bristol $300,000
64 TRAIL Drive to Dubuque Street.
PED BRIDGE - ROCKY Construct a pedestrian/bicycle bridge over the Iowa River to
65 SHORE TO connect the existing Rocky Shore sidewalk/trail with the $800,000
PENINSULA Peninsula Parkland trails.
C-19
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# Project Name Unfunded
Amt
PEDESTRIAN
66 OVERPASS - ST Construction of an ADA accessible pedestrian overpass over $1,000,000
BENTON Benton Street at Roosevelt School.
Construction of a pedestrian tunnel through the railroad
67 RIVERSIDE DRIVE embankment to provide a pedestrian route on the west side of $400,000
PED TUNNEL Riverside Drive south of Myrtle Avenue.
Develop a walking/biking trail around Sand Lake to tie in with $400,000
68 SAND LAKE TRAIL existing Iowa River Trail and the Highway 6 Trail.
SHIMEK
69 SCHL/FOSTR RD $70,000
EXT TRAIL Construct a trail north of Shimek School to future Foster Road.
Construct a 10 foot wide sidewalk along S. Riverside Drive (921)
SIDEWALK- between US Hwy 6 and the future extension of Mormon Trek $600,000
70 HIGHWAY 921 Boulevard.
SIDEWALK- Complete gaps in the sidewalk system on Rochester Avenue $100,000
71 ROCHESTER between First Avenue and Scott Boulevard.
Construct a trail from Willow Creek Drive, under Highway One,
WILLOW CREEK around perimeter of airport, to connect with Iowa River Corridor $750,000
72TRAIL - PHASE III
(IRC) Trail.
Continue Willow Creek Trail from its current west terminus, either
WILLOW CREEK under or over Highway 218, to connect with the trail in Hunters $1,200,000
73 TRAIL-WEST Run Park and further west, possibly as part of County Farm
project.
74 WILLOW
CREEK/SYCAMORE Construct a trail along the sewer easement between Napoleon $500,000
TRAIL Park and the Iowa City Kickers Soccer Park.
5- NORTH BRANCH
This project extends easterly along Ralston Creek from the North $3,330,460
Waste- 75 DAM TRUNK SEWER
water Branch Dam to Scott Boulevard.
76 NORTHEAST TRUNK Reconstruction of an under-sized sewer through the $4,503,800
SEWER NE neighborhoods.
Construction of a lift station south of Rohret Road and adjacent
ROHRET ROAD LIFT to the east property line of Hwy 965 extended. This project will
77 STATION be necessary to accommodate growth in the southwest district $1,177,000
and to accommodate future expansion of the landfill.
This project would extend the 30" sanitary sewer along Abbey
ROHRET SOUTH Lane from Burry Drive to the west side of Highway 218. This $1,000,000
78 SEWER project will allow development within the watershed of Highway
218.
C - 20
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# Project Name Unfunded
Amt
TAFT/COURT Construction of a one million gallon buried potable water
6 - Water 79 GROUND STORAGE storage reservoir including pumping facilities. Land $1,250,000
RES. Acquisition was in FY02, FY03.
Construction of a regional storm water management facility
CARSON LAKE on the middle branch of Willow Creek immediately west of
7 - Storm- 80 REGIONAL Highway 218. This facility will serve development west of $1,000,000
water STORMWATR Highway 218 and south of Rohret Road. Rohret South
Sewer project is a prerequisite to this project.
81 HAFOR CIRCLE This project involves improvements to the storm sewer to $600,000
STORM SEWER alleviate yard flooding.
IOWA AVENUE This project will repair a box culvert that carries Ralston $300,000
82 CULVERT REPAIRS Creek under Iowa Avenue.
Aerial mapping done for the update to the flood plain maps
83 N BRANCH BASIN revealed that sedimentation has consumed a portion of the $116,000
EXCAVATION capacity of the facility. This basin is located in Hickory Hill
Park.
OLYMPIC COURT Stormsewer retrofit to relieve localized flooding from $400,000
84 STORMWATER stormwater runoff.
Provide a larger storm sewer system designed to reduce the
SANDUSKY STORM depth of ponding in the stormwater management basin $405,000
85 SEWER
south of Sandusky Drive and east of Pepper Drive.
The area just north and south of Kineton Green, east of
SUNSET ST STORM Sunset, has experienced back yard flooding and drainage $380,000
86 SEWER
problems.
Replace existing 4 foot sidewalk between Templin Rd. and
8-Parks& 88 CITY PARK the lower park entrance with an 8 foot sidewalk; construct a $110,000
Recreation SIDEWALKS 6 foot lighted sidewalk from the Festival Stage to the main
parking lot.
89 DOG PARK Develop a fenced area, at least five acres where dogs can $50,000
DEVELOPMENT legally be exercised off leash.
FESTIVAL STAGE Future improvements which have been discussed include $150,000
90 IMPROVEMENTS restrooms and an open-air shelter.
91 LEISURE POOL Retrofit City Park pool into a "leisure pool" facility (water $5,500,000
DEVELOPMENT slide, spray fountains, play area, etc.)
C-21
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# Project Name Unfunded
Amt
This project will cover the entire old landfill with soil for safety
93 MESQUAKIE PARK purposes in order to open up the green space for $1,500,000
passive/semi-passive public use.
This project involves initial funding for the development of the
lower elevation of the peninsula area into a "natural park",
94 PENINSULA PARK with prairie grasses, wildflowers, native woodlands and trails. $1,000,000
This type of development and comprehensive plan will help
protect the wellheads for the City's water supply.
Expand the Robert A. Lee Community Recreation Center;
REC CENTER likely expansion would be to the east over the existing
95 EXPANSION parking lot which would allow for an expanded gymnasium as $5,000,000
well as additional space for racquetball, arts and crafts,
community meetings and other activities.
ROOF REPAIRS - The downtown Recreation Center and Mercer Pool will likely $300,000
96 REC CTR/MERCER need to be re-roofed by FY07, FY08 or FY09.
POOL
This project will develop Scott Park into a
SCOTT PARK neighborhood/regional park and will excavate the basin in $300,000
97 DEV./BASIN EXCV. order to serve its intended function as a stormwater
management area.
In anticipation of the skate park becoming very popular,
SKATE PARK improvements such as another open-air shelter and $150,000
98 IMPROVEMENTS restrooms will likely be needed.
SOCCER Construct a trail system at the Kickers Soccer Park to create
99 COMPLEX TRAIL accessibility for persons with disabilities, and for general $220,000
DEV. pedestrian/bicycle usage.
9 - Airport AVIATION Construction of a 60,000 square foot building shell for the
101 COMMERCE PRK $4,000,000
Aviation Commerce Park
SPEC BLD
C - 22
Capital Improvement Projects
Unfunded Projects FY2005 - FY2009 CIP
# Project Name Unfunded
Amt
I1 - Other CEMETERY
102 Construction of a mausoleum. $350,000
Projects ' MAUSOLEUM
CHAUNCEY SWAN This project involves the reuse of components of the old City $110,000
103 FOUNTAIN plaza fountain.
FIBER OPTIC This project connects City buildings onto a fiber optic $350,000
104 SYSTEM backbone, greatly increasing data transmission capacity.
FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1 $10,000,000
105 RELOCATION.
FIRE STATION #2 Construction of a relocated Fire Station #2 in the Southwest $1,500,000
106 RELOCATION Planning District
Construction of a fourth fire station. Land Acquisition is $700,000
107 FIRE STATION #4 within the FY2005 - FY2009 CIP plan.
Construction of Fire Station #5 in the South Planning $1,500,000
108 FIRE STATION #5 District.
This project will construct a state of the art fire training
facility to address all aspects of emergency service delivery
including fire suppression, emergency medical services,
FIRE TRAINING hazardous material releases and rescue. The facility will be $890,000
109 FACILITY used for new recruits, continuing education for veteran
firefighters and shared with the Johnson County Mutual Aid
Association.
This computerized system would provide an interactive
GIS COMPUTER referenced database for City facilities from infrastructure $900,000
110 PACKAGE records to permitting, with crime and accident data also
included.
PUBLIC WORKS Construction of Vehicle Maintenance bldg, truck wash, salt $6,500,000
111 COMPLEX storage location, and related site work.
This compaction and fill at the 7 acre site owned by the
RIVERSIDE DRIVE project includes methane abatement, dynamic City at $2,180,000
112 REDEVELOPMENT Riverside Dr. and Hwy 6. This site preparation would allow
for marketing of this property for commercial development.
SUMMIT ST. Streetscape and intersection elements through Summit $260,000
113 HISTORIC PLAN Street Historic District.
Total Unfunded Projects $153,357,500
C - 23
C - 24