HomeMy WebLinkAbout2010-11-18 Info Packet~ i
~"'~twr ~ ~ ~~
CITY OF IOWA CITY
www ir_nnv_era
CITY COUNCIL INFORMATION PACKET
November 18, 2010
MISCELLANEOUS
IP1 Council Meetings and Work Session Agenda
IP2 Memorandum from the City Clerk: Tentative Meeting Schedule (January-March 2011)
IP3 Memorandum from the Finance Director and Management Analyst: Budget to Actual
Comparison for the Fiscal Year Ended June 30, 2010
IP4 Memorandum from the JCCOG Human Services Coordinator: FY10 Fourth Quarter Report
of Health and Human Services Agencies that receive Aid-to-Agencies funding from the
City of Iowa City
IP5 Invitation: Shelter House Ribbon Cutting Ceremony -December 2, 2010
DRAFT MINUTES
IP6 Telecommunications Commission: October 24, 2010
~ - ~
~~
- ~~
~ III ~' ..,,.~~
City Council Meeting Schedule and
11-18-10
CITY OF IOWA CITY Work Session Agendas ' IP1 I
www.icgov.org
TENTATIVE MEETING SCHEDULE
SUBJECT TO CHANGE
• MONDAY, NOVEMBER 29 Emma J. Harvat Hall
5:30p Special Work Session
Meeting with Area Legislators
• TUESDAY, NOVEMBER 30 Emma J. Harvat Hall
7:OOp Special Formal Council Meeting
• WEDNESDAY, DECEMBER 1 Emma J. Harvat Hall
6:30p Special Work Session
• MONDAY, DECEMBER 6 Emma J. Harvat Hall
6:30p Regular Work Session
• TUESDAY, DECEMBER 7 Emma J. Harvat Hall
7:OOp Regular Formal Council Meeting
• WEDNESDAY, JANUARY 5 Emma J. Harvat Hall
7:30a - 4:OOp Special Budget Work Session (CIP & Budget Overview)
• MONDAY, JANUARY 10 Emma J. Harvat Hall
TBD Special Work Session
7:OOp Special Formal Council Meeting
• THURSDAY, JANUARY 13 Emma J. Harvat Hall
6:30p Special Budget Work Session
• MONDAY, JANUARY 17 Emma J. Harvat Hall
Martin Luther King, Jr. Day -City Offices Closed
• TUESDAY, JANUARY 18 Emma J. Harvat Hall
7:OOp Special Budget Work Session (Boards/Commissions/Events)
• MONDAY, JANUARY 24 Emma J. Harvat Hall
TBD Special Work Session
• TUESDAY, JANUARY 25 Emma J. Harvat Hall
7:OOp Special Formal Council Meeting
• THURSDAY, JANUARY 27 Emma J. Harvat Hall
6:30p Special Budget Work Session
• MONDAY, JANUARY 31 Emma J. Harvat Hall
6:30p Regular Work Session
r ~~~~
' ""'®'"~ City Council Meeting Schedule and
c-~T of IOWA CITY Work Session Agendas
www.icgov.org
• TUESDAY, FEBRUARY 1 Emma J. Harvat Hall
7:OOp Regular Formal Council Meeting
• MONDAY, FEBRUARY 14 Emma J. Harvat Hall
6:30p Regular Work Session
• TUESDAY, FEBRUARY 15 Emma J. Harvat Hall
7:OOp Regular Formal Council Meeting
• MONDAY, FEBRUARY 21 Emma J. Harvat Hall
Presidents' Day -City Offices Closed
• WEDNESDAY, FEBRUARY 23
4:30p Special Work Session (joint meeting at Johnson County)
• MONDAY, FEBRUARY 28 Emma J. Harvat Hall
6:30p Regular Work Session
• TUESDAY, MARCH 1 Emma J. Harvat Hall
7:OOp Regular Formal Council Meeting
• MONDAY, MARCH 21 Emma J. Harvat Hall
6:30p Special Work Session
• TUESDAY, MARCH 22 Emma J. Harvat Hall
7:OOp Special Formal Council Meeting
r IP2
~Y~®~~ CITY CAF IC.~1NA CITY
~'~~~ RA N D U 1~/I
M~~a
DATE: November 17, 2010
TO: Mayor and City Council
FROM: Marian K. Karr, City Clerk /~'~~~
RE: Tentative Meeting Schedule (January-March 2011)
At your work session of November 15, 2010 Council agreed to the following meeting schedule:
January 5 -Wednesday
Special BUDGET work session, 7:30 AM - 4:00 PM (CIP & Budget Overview)
January 10 -Monday
Special work session, TBD; Special Formal 7:00 PM
January 13 -Thursday
Special BUDGET work session, 6:30 PM
January 17 -Monday, HOLIDAY
January 18 -Tuesday
Special BUDGET work session (Boards/Commission/Events), 7:00 PM
January 24 - Monday
Special work session, TBD
January 25 - Tuesday
Special formal, 7:00 PM
January 27 -Thursday
Special BUDGET work session, 6:30 PM (if needed)
January 31 -Monday
Regular work session, 6:30 PM
February 1 -Tuesday
Regular formal, 7:00 PM (set ph on budget)
February 14 -Monday
Regular work session, 6:30 PM
February 15 -Tuesday
Regular formal, 7:00 PM (hold ph on budget)
February 21 -Monday, HOLIDAY
February 23 -Wednesday
Special work session (joint meeting at Johnson County), 4:30 PM
February 28 -Monday
Regular work session, 6:30 PM
March 1 -Tuesday
Regular formal, 7:00 PM (adopt budget)
March 21 -Monday
Special work session, 6:30 PM
March 22 -Tuesday
Special formal, 7:00 PM
Cc: Department Heads
Bob Hardy, Cable TV
Jerry Nixon, Cable TV
City Hall Maintenance
U: schedule (January-March2011)
IP3
Date: November 18, 2010
To: Dale Helling, Interim City Manager
City Council
From: Kevin O'Malley, Finance Director
Leigh Lewis, Management Analyst
Re: Budget to Actual Comparison
for the Fiscal Year Ended June 30, 2010
CITY OF IOWA CITY
The purpose of this report is to examine revenue and expenditures on a cash basis through June 30, 2010, for
General Fund, Special Revenue Funds and each of the Business-Type funds. Each analysis provides a comparison
of receipts and expenditures to both original and amended budget estimates. Significant amendments are
highlighted, Unexpended appropriations are considered due to their potential impact of carryover amendments on
future cash balance.
Overview
Fiscal year 2010 saw continued efforts at obtaining grant funds for flood-affected housing and public infrastructure.
Local economic conditions mirrored what was happening in the nation in regards to slow economic growth.
However, significant activity in federal and state grants (see Special Revenues Fund section) allowed for the
purchase and demolition of impacted housing along the Iowa River. Of note for all funds, interest income continued
to decline in FY2010, with total receipts at $2.1 million through June 30, 2010, compared to $4.3 million in the prior
fiscal year. This represents athirty-nine percent (-39%) decrease from FY2009.
General Fund -Revenue and Other Financing Sources
General Fund revenue and other financing sources total $57.6 million and are one hundred seven percent (107%) of
the original budget estimate. Amendments for the year total $10.2 million, including the following items:
• Local Option Sales Tax revenue ($7.7 million budget, $7.0 million actual)
• Interfund Loan Proceeds -Fire Station #4 capital project funding ($568,867 authorized, $0 actual)
• Reimbursement of Damages - 2008 Flood Insurance Settlement ($1.082 million budget, $626,000 actual)
• FEMA Reimbursement /Public Assistance projects ($325,000 budget, $109,000 actual)
• Reimbursement from Johnson County for JECC staff thru June 30th ($304,400 budget, $205,000 actual)
After amendments, General Fund revenue is ninety percent (90%) of budget
The graph on page three (p.3) provides a visual analysis of receipts through June 30, 2010, as compared with the
same period in the prior fiscal year. Property tax revenue is not included in the graph due to scale (FY2010 = $33.7
million / FY2009 = $31.3 million).
General Fund -Expenditures
General Fund expenditures of $47.5 million are eighty-seven percent (87%) of the original budget estimate.
Expenditure authority was amended for an additional $9.8 million in FY2010. These amendments are
summarized according to their funding source(s):
Amendments utilizing General Fund cash.
• Open purchase orders at June 30, 2009 and unexpended project appropriations, including flood
recovery projects ($1.3 million)
• Emergency Communications Division- Extended operations for additional six months ($478,000)
• City of Literature Contribution ($50,000)
• Police Patrol Overtime ($140,000)
• Transit Capital Projects -Funded from Transit reserved cash and a $45,000 energy rebate ($528,000)
• Transit Loss Reserve Payment -Transit reserved cash ($150,000)
-1-
Expenditure amendments funded by new /additional revenue sources:
Capital Improvement Program (CIP) funding:
- Elevation of Dubuque Street -Local Option Sales Tax ($4.0 million)
- South Wastewater Plant Expansion -Local Option Sales Tax ($3.9 million)
- Fire Station #2 Demolition and Reconstruction - Interfund Loan ($145,000)
Joint Emergency Communications Center (JECC) staffing through June 30, 2010 -Johnson County
28E Agreement ($304,000)
Amendments reducing expenditure appropriations for the year.
• FY2010prlority-setting reductions /reallocations (-$166,000)
• Fire Station #4 - interfund loan appropriations, correction of duplicate entry (-$1.0 million)
After amendments, General Fund expenditures are seventy-three percent (73%) of budget, with $17.2 million in
appropriations not utilized. Of this amount, $13.1 million represents capital project funding for South Wastewater,
Dubuque Street, 490`" Street Industrial Park and Fire Station #4. Budget authority for these projects will be carried
forward into FY2011, along with $585,000 in general operating appropriations.
A graph is presented on page four (p.4) which provides atwo-year comparison of expenditures between FY2009
and FY2010.
General Fund Cash Balance
The General Fund cash balance at June 30, 2010, is $29.0 million. Of this amount, $8.7 million is restricted in
use and $3.4 million is held in reserve for Transit activities, equipment replacement and parkland acquisition /
development. Net available cash balance is $16.9 million, or thirty-six percent (36%) of expenditures. This
percentage is above the FY2010 reserve policy, which states that cash balances in excess of 25% will be
considered for tax relief. Appropriations of $5.0 million would reduce General Fund cash balance to 25%.
An additional payday will occur in FY2012, which is estimated at $1.2 million within the General Fund. This
situation occurs approximately every twelve years and is traditionally funded from cash balance in order to
prevent an inordinate increase in the employee benefits tax levy. Allowing for this future use, the amount
necessary for compliance with the reserve policy is reduced to $3.8 million.
Other financial uses which City Council may wish to consider include the following
• Capital Project Funding -Utilize cash versus bonded debt.
Interfund Loan Repayment -General Fund has the following outstanding loan amounts as of June 30,
2010:
Outstanding
Project 06/30/2010
Fire Station #2 -Reconstruction $ 809,822.31
Transit -Court St. Daycare 300,841.21
Terry Trueblood Recreation Area 149,130.10
Senior. Ctr. Building Envelope 28,056.14
Total $ 1,287,849.76
An additional loan for construction of Fire Station #4 is currently authorized at $1,568,867. Loan
repayments will begin once the project is complete.
• Reduction of the FY2012 property tax levy.
My recommendation is for utilizing the available funds for one-time expenditures versus for continuing operations.
-2-
General Fund Revenue
Fiscal Year Comparison by State Classification
$9.0
$8.0
$~.o
$6.0
$s.o
R
p° $4.0
0
w
c
_°- $3.0
$2.0
$1.0
$0.0
(1)
$8.1
^ FY2009: $49.5 Million
(4)
(3) $5.8
^ FY2010: $57.6 Million
$4.2
(5)
$2.5
(2)
$1.2
$0.5 $0.9
$0.6 $0.1
Other City Licenses & Use of Intergovt. Charges Misc. Transit Interfund Sale of
Taxes Permits Money& for Fees & Net Revenue Transfers Assets
Property Services to Reserved
Cash
1) Other City Taxes: FY2010 was the first year for collection of Local Option Sales Tax (LOST) revenue,
with actual receipts through June 30, 2010, totaling $7.0 million. LOST revenue is mandated for public
infrastructure flood recovery and mitigation project funding and will be transferred out of the General
Fund as these projects progress.
Also of note in this category: Hotel/ Motel Tax revenue is down eleven percent (11%) when compared
with the prior year.
2) Licenses & Permits: Construction-related permit and inspection fees are down seventeen percent
(-17%) in FY2010. Rental Permit and Inspection fees are up twenty-three percent (23%) or $85,000, as
projected with the Council-approved fee increase effective July 1, 2009.
3) Intergovernmental Revenue: FY2009 includes $1.7 million in Federal Emergency Management
Agency (FEMA) reimbursements for expenses related to the 2008 Flood versus $109,000 for FY2010.
4) Charges for Fees & Services: The administrative chargeback to business-type /enterprise funds was
revised in FY2010 and is based on expenditure appropriations for the year. This reimbursement of
General Fund expenditures totals $2.3 million in FY2010, compared with $1.7 million from the prior
year.
Permit Parking is up eighty-nine percent (89%) when compared to FY2009 due to a fee increase
effective July 1, 2009, and the delayed billing /receipt of UI parking permits for FY2010.
Building and Development fees are down ten percent (-10%) due to the issuance of fewer building
permits. Transit fees are down nine percent (-9%) due to a decrease in ridership.
5) Miscellaneous: Statutory parking fines are up twenty-three percent (23%) or $230,000 from the prior
year, as projected for acouncil-approved fee increase effective July 1, 2009.
-~-
General Fund Expenditures
Fiscal Year Comparison by State Program Area
(1)
$20.0
$18.0
$16.0
$14.0
~ $12.0
V!
L
R $10.0
0
0
c $8.0
V!
C
~ $6.0
$4.0
$2.0
$0.0
$18.1 ^ FY2009: $50.0 Million
^ FY2010: $47.5 Million
(3)
$11.4
l21
7
6
$
. $6.7 (4)
1
9
$
. $1.8
Public Public Culture & General Comm. & Interfund
Safety Works Recreation Govt. Econ. Dev. Transfers
State Program Area
1) Public Safety: Flood recovery expenditures fall within the Public Safety program area. Expenditures
in FY2009 total $2.7 million, compared with $341,605 in FY2010.
2) Public Works: Vacant positions filled in FY2010 ($212,000), Transit capital projects funded from
reserved cash ($241,000).
3) Culture & Recreation: FY2009: Personnel costs charged to flood recovery, other temporary
reductions in operating costs due to City Park closure. FY2010: Maintenance of newly acquired
property along the Iowa River (HMGP buy-outs), Library building maintenance, Parks Division salt /
ice control (previously charged to Road Use Tax Fund), construction of a new storage building in
Oakland Cemetery, general capital outlay.
4) Community & Economic Development: FY2009: Land acquisition for new industrial park ($2.3
million).
SPECIAL REVENUE FUNDS
Road Use Tax Fund
Receipts of $6.1 million are one hundred percent (100%) of budget at June 30, 2010. Road Use Tax revenue,
specifically, has increased an average of two percent (2%) annually during the three-year period FY2008 - 2010.
Expenditures of $6.4 million are eighty-seven percent (87%) of budget at fiscal year-end. Amendments for
$78,000 in capital project financing have been carried forward into FY2011. Appropriations for annual projects
were not carried over, as reflected by the ending cash balance of $1.2 million at June 30, 2010.
-~-
Other Shared Revenue
This fund accounts for federal and state disaster and stimulus grants, including Jumpstart Iowa, Hazard Mitigation
Grant Project (HMGP) Buyout, and Supplemental Community Development Block Grants (CDBG). Individual
programs provide public assistance for business and residential flood recovery efforts, and for the acquisition and
removal of properties within the flood plain. The City of Iowa City's role in the majority of grant programs is to
manage pass through grants and distribute them to Iowa City businesses and residents affected by the flood.
The budget for FY2010 was based on remaining grant authorizations of $26.5 million, of which $10.6 million has
been received, compared with $6.0 million received in FY2009. Expenditures total $13.4 million for the year,
compared to $6.6 million in FY2009.
Cash balance at June 30, 2010 is ($3.3) million. This negative balance was covered by General Fund cash
balance.
BUSINESS-TYPE FUNDS
The Business-Type Funds include Parking, Wastewater, Water, Refuse, Landfill, Airport, Stormwater, Broadband
Telecommunications and Housing Authority. Operations are primarily funded from user fees and charges for the
services provided to individual customers. The following summaries examine operational revenue and expenditures
by comparison to the original budget. Amendments are highlighted where significant. A two-year comparison of
revenue and expenditures between FY2009 and FY2010 is provided on pages 7 and 8.
Parking Fund
Receipts total $5.9 million at fiscal year-end, exceeding original budget estimates by $571,576 due primarily to
parking impact fees received from developers in the Near Southside. Permit revenue increased $627,000 in
FY2010 due to a July 1, 2009, fee increase and an increase in the number of permits issued this fiscal year. Fine
revenue is down $135,000 from FY2009 due to the issuance of warning violations to first-time offenders.
Expenditures of $5.4 million are sixty-seven percent (67%) of the amended budget, with $1.8 million in capital
project financing unexpended at fiscal year-end. Budget authority of $1.6 million has been carried forward by
budget amendment into FY2011.
Cash balance at June 30, 2010 is $5,678,333
Wastewater Operations
Revenue of $13.2 million is 94% of budget at fiscal year-end. Expenditures of $12.7 million are 76% of the amended
budget. Expenditure authority of $3.5 million has been carried forward into FY2011 for capital projects.
Cash balance at June 30, 2010, is $12.6 million.
Water Operations
Revenue of $8.4 million is 95% of budget. Metered sales continue to drop slightly (1.3% in FY2010, a cumulative
7.6% since FY2005). Fund balance continues to be healthy at $12.1 million.
Expenditures of $8.9 are 68% of the amended budget, with $2.8 million pending for capital project financing. Budget
authority of $3.0 million has been carried forward into FY2011.
Refuse Collection Fund
Revenue and expenditures are 99% and 97% of budget at June 30, 2009. Cash balance is $309,697. A rate
increase of $.50 per month went into effect July 1, 2009; an additional $.50 increase has been approved for the fall
of 2010.
-5-
Landfill Operations Fund
Receipts of $7.7 million exceed both original and amended budget estimates. Tipping Fees (cash and charge
accounts) have dropped slightly from FY2009 but remain high due in part to the volume of debris processed in
both FY2009 and FY2010 as a result of the flood. This trend is expected to continue through FY2011 due to
demolition of homes through the Hazard Mitigation /Home Buyout Program.
Expenditures of $6.5 million are 39% of budget with $4.1 million unexpended for capital project funding and $6.2
million in authorized interfund loan proceeds not yet distributed. This includes: General Fund / 420th Street
Industrial Park Infrastructure ($3.9 million), General Fund /Fire Station #4 ($1,568,867), General Fund / A-2 Fire
Safety Loans ($500,000), and Airport / UI Hangar Expansion project ($203,734). Loan proceeds are typically
transferred as required by project expenditures. Amendments have been processed to allow for these
appropriations to be carried forward into FY2011.
Ending cash balance at June 30, 2010, is $29.5 million. Of this amount, $13.8 million is restricted in use by Iowa
State Code for cell closure, post-closure, planning and waste reduction requirements. An additional $4.4 million is
in compliance with the City's financial policy on equipment replacement reserves.
Airport Fund
Airport revenue and expenditures are both 78% of the amended budget, with remaining budget authority related to
interfund loan proceeds and expenditures for UI Hangar Expansion and other capital projects. Revenue from
building and land rental were on target, slightly exceeding the original budget estimate. Receipts for the year also
include $223,000 for sale of a parcel in Airport Commerce Park.
Cash balance at June 30, 2010, is $287,676. Carryover amendments for FY2011 total $192,000 for capital
improvements /project funding.
Stormwater Management Fund
Revenue of $642,000 is 102% of the amended budget. Expenditures of $676,000 are 55% of budget. Amendments
pending for carryover into FY2011 total $626,300 for capital project funding.
Cash balance at June 30, 2010, is $1.3 million.
Broadband Telecommunications Fund
Receipts of $817,000 are 98% of budget. Expenditures of $672,000 are 77% of budget. Cash balance at June 30,
2010, is $1.4 million.
Housing Authority
Housing Authority receipts and expenditures of $9.3 and $8.0 million, respectively, exceeded budget authority in
FY2010. Items which were not amended for include the following:
• Public Housing programming allocations utilized from prior years,
• American Recovery Reinvestment Act (ARRA) funding of $155,400 for structural repairs and improvement
of public housing units,
• Landlord Rent payments in the Tenant-Based Rental Assistance program.
Revenue amendments were processed for a number of one-time occurrences: sale of three properties at
Longfellow Court /Place ($450,000), full and final loan repayment from HACAP for the Broadway Apartments
($445,000), FY09 HAP reimbursement from the Housing Trust Fund of Johnson County ($76,000) and early loan
repayments within the Tenant to Owner Program ($70,000). Expenditure amendments totaling $481,778 include
allocation of General Fund administrative costs, payment in lieu of taxes and provision of second mortgages in the
Tenant to Owner Program.
Cash balance on June 30, 2010, is $6.6 million.
-6-
The following graphs provide atwo-year comparison of receipts and expenditures for each of the Enterprise
Operating Funds. Notes and comments appear on page 8.
Two-Year Revenue Comparison by Fund
for the Fiscal Year Ended June 30
(in millions)
$15.0
$12.0
~ $9.0
0
D
0
N
O
_ $6.0
$3.0
$-
$14.0
$12.0
$10.0
»_
N
f6
o $8.0
0
O
N
o $6.0
$4.0
(2) $13.2
^ FY2009 Actual
^ FY2010 Actual
(3)
(4) $9.3
$8.4
(1) $7.7 (6)
$5.9
$2.8
(5) $0.9 $0.6 $0.8
parking Waste Water Refuse Landfill Airport Storm Broad Housing
Water Water Band Authority
Two-Year Expenditure Comparison by Fund
for the Fiscal Year Ended June 30
(in millions)
$2.0
$0.0
Parking Waste Water Refuse Landfill Airport Storm Broad Housing
Water Water Band Authority
-7-
The following notes reference the graphs on page seven.
1) Parking: Revenue -Reduced interest income. Fine revenue is down $135,000 due to the issuance of
warning violations to first-time offenders.
2) Wastewater.' Revenue -Reduced interest income.
3) Water.' Revenue -Reduced interest income, metered sales down slightly (1.3%).
Water. Expenditures -Reduced debt service due to revenue bond refunding, lower capital project
funding and capital improvements in FY2010.
4) Landfill: Revenue - FY2009: Includes FEMA reimbursement of $606,000. FY2010: Tipping Fees are
down ten percent (10%) but still up considerably from pre-flood levels due in part to debris from the
Hazard Mitigation Grant Program's home buyouts. Reduced interest income ($134,000).
Landfill: Expenditures - FY2010: CIP funding for Landfill Gas System and construction of a the new
cell, interfund loan proceeds distributed to Airport for UI Corporate Hangar YTD expenditures, revised
administrative chargeback for General Fund services.
5) Airport: Revenue -Sale of parcel in Airport Commerce Park, intertund loan proceeds for UI Hangar
Expansion project.
Airport Expenditures - Interfund loan proceeds to UI Hangar Expansion project.
6) Housing Authority: Revenue -Full and final loan repayment on Broadway Apartments, sale of
Longfellow properties, ARRA grant funds.
Housing Authority. Expenditures -Repair and maintenance service expenditures for public housing
units (funded by American Reinvestment and Recovery Act grant monies), TOP 2nd Mortgages,
increased program participation (landlord rents and utility reimbursement) and property acquisition at
321 Davenport Street and 2673 Indigo Court.
-8-
IP4
r ~ m o
~~~ m e
Date: October 25, 2010
To: Iowa City City Council
From: Linda Seve~~o JCCOG Human Services Coordinator
Re: FY10 Fourth Quarter Report of Health and Human Services Agencies that receive Aid-
to-Agencies funding from the City of Iowa City
Three years ago, the JCCOG Urbanized Area Policy Board directed the Human Services
Coordinator to collect and review quarterly performance information reports by the agencies that
receive funding from Iowa City.
Each quarter, JCCOG issues a summary report based on information submitted by the
agencies. This quarter we requested the agencies share impact of specific activities and events
on those served and the community, successes, challenges and number of clients served in
FY10 (direct services). Also agency board minutes and financial reports are submitted and
reviewed by the Human Services Coordinator.
Attached you will find the fourth quarter report.
If you have any questions or need additional information, please contact me at 356-5252 or
linda-severson(a~iowa-city.org.
Jccoghs/memos/fy10 4thgtrreport.doc
Agency: Big Brothers Big Sister of Johnson County
FY10 Funding: Iowa City - $35,000 Coralville - $4,760
Describe the impact of specific activities and events on those served and the community:
We continue to hear great stories from volunteers, kids, and families regarding our mentoring programs.
This is always an exciting time of the year with some of our "tittles" graduating from high school. While
they also graduate out of our program, we know they have made a friend for life in their Big Brother or Big
Sister. A local example of a young man who has benefitted from BBBS is Levi and his "Big Couple."
"Thank you for everything you have done for me over the years. Especially for bringing Jim and Christine
into my life. They are my mentors and a part of my family, and I do not know where I'd be without them."
-Levi
JIM CLAYTON & CHRISTINE ALLEN and LITTLE BROTHER LEVI
Levi was introduced to Jim and Christine on October 5, 2001. Over eight years later, the three still meet
regularly for dinner or a movie.
This year, Levi graduated from high school. Throughout the years, Jim and Christine have stayed
involved in Levi's education, asking him about classes, attending events, and even joining his mom Lynda
for teacher conferences. Now, Levi is consulting with them about his plans to attend Kirkwood in the fall.
Congratulations to Levi-and to Jim and Christine-as they celebrate this milestone together!
Successes:
For the first time, Big Brothers Big Sisters has worked their way through the boys wait list. They are now
in the process of finding Bigs to be matched with. This success is due to added emphasis on Sports
Buddies and male volunteer recruitment. The overall average wait time for boys has dropped by one
month, and the median wait has dropped even more.
The events held in April and May were well attended.
Challenges:
While BBBS has interviewed all the boys on the waiting list, there has been a challenge to match them
with Bigs. There is a need for more male mentors. BBBS could also benefit from additional funding to
help support Sports buddies and the Community Based Mentoring Program, more specifically mentoring
boys and areas outside of Iowa City in Johnson County.
Number of Clients Served in FY10: Iowa City - 812 Coralville - 166
Agency Name: Crisis Center
FY 10 Funding: Iowa City - $36,500 Coralville - $7,000
Describe the impact of specific activities and events on those served and the community:
1. New CI software, Karol replaced IRIS, a call management software that was no longer supported
by any software company. Karol was designed specifically for non-profit call centers and the
analysis and reporting system allow us to improve productivity, service delivery, and the retention
and accessibility of volunteers. Additionally, one feature of the software is an Information and
Referral database which will (once fully implemented) allow clients to get information and referrals
from our website.
2. With the addition of $30,000 in grants for Emergency assistance funds, we allocated $5,000 to
support the increase in the manager's hours of work, allocated funds to general emergency
assistance based upon the "supply and demand" of the previous year, re-established a
Identification Fund -which is a fund we can use to pay for people to get driver's licenses (in order
to get a job) or birth certificates or other identification for social services.
3. Gaining status as an accredited Crisis Line means that we can join national suicide call centers.
This means that someone in Johnson County who calls 1-800-SUICIDE will get routed back to the
Crisis Center. If our volunteers are on a call, the call will be routed to another accredited line, and
so on. Contact USA, whom we are now accredited, is in the process of developing accrediting
standards for communicating with clients utilizing various communication techniques such as
texting and Instant Messaging.
4. In September 2009, the Crisis Center of Johnson County convened a town meeting of over 50
community members to identify acommunity-based response to prevent suicides in the Johnson
County area. Multiple sub-committees were formed based on system gaps, including a Providers
Subcommittee. This subcommittee has reviewed the current systems in place to assist individuals
in mental health crisis and where and how those systems are accessed, and subsequently
developed a proposal for $583,000 to implement Crisis Stabilization Services in Johnson County
and to upgrade services in Linn Co. which was sent for consideration to Magellan, who released
the RFP.
Successes:
We were able to purchase 561 fans and distribute them to our families in our households. One client who
has a baby and is pregnant, who suffered through an apartment fire, her preteen daughter was sexually
assaulted, and her truck broke down. She applied for Red Cross assistance too late after the fire, but by
working with Crowded Closet, she received vouchers for clothing and household items.
We were inundated with requests for assistance following the utility moratorium on utility cut offs. Our
Emergency Assistance (EA) staff worked diligently to keep utilities connected.
A family of 7, three of the five children had breathing difficulties spent a day waiting at the Crisis Center
for help with a large utility bill. The Emergency Assistance manager was able to restore the utilities by
utilizing assistance from our Emergency Assistance fund and the breathing fund because the children had
medical conditions
The Community Intervention Director presented QPR (Question, Persuade, Refer) suicide prevention
training to UI academic advisors. They reported that 20-year veterans felt more prepared to identify and
intervene; an advisor used QPR with a student the very next day.
One of our regular callers recovering from a November suicide attempt reported that his emotional health
was turning around and credited the CI volunteers for helping him through the difficulties
Challenges:
The Crisis Center is understaffed. We continue to meet needs; however we are concerned about
employee emotional health and burnout.
We continue to seek funding for our emergency assistance funds. With two grants totaling $30,000 this
year, we were able to meet the need presented for a few months, however this did not last.
Number of Clients Served in FY10: Iowa City - 3,501 Coralville - 668
Agency: Domestic Violence Intervention Program (DVIP)
FY 10 Funding: Iowa City - $52,000 Coralville - $4,000
Describe the impact of specific activities and events on those served and the community:
Domestic Violence can have a significant impact on the workplace-through loss of productivity, missed
days of work, harassment on worksite, no-contact orders, and violence on worksite. We have, over the
past year, been approached by individual businesses to address some of these issues. We have provided
training and helped employers assess the work environment. In the past we developed curriculum and a
training program for workplace response to domestic violence. Our goal in working with employers is to
positively impact their response to victims, to access another avenue for getting the word out about
domestic violence and services in our community, and to increase our prevention efforts through
education and safety assessment. The employers we have had contact with this year have provided
specific support to six victims, collaborating to maintain employment, increase safety in the work
environment and document incidences in support of the victims.
Successes:
Over the past six months, in collaboration with the Iowa Accountability Project, we have done extensive
work both internally and within the community on cultural competency and improving services for African
American women battered by an intimate partner. DVIP staff has participated in structured dialogue and
trainings within the agency to improve the cultural relevance of our services. This work has partnered with
our clients, specifically women of color, who have guided and given staff feedback about services and
overall agency performance. Clients have identified the structured dialogues and focus groups as helpful
iri naming issues they struggle with here in our community and within DVIP. As a result of these activities
DVIP has added services specifically relevant to marginalized populations, and committed resources to
maintain appropriate staff skills. In addition to the work we have done internally, DVIP has sponsored two
community based activities in the past six months both were well attended.
Challenges:
Like many agencies in Johnson County we have been strongly affected by the economy. We have
struggled to maintain our current staffing. In addition, we recently received information that will have a
significant impact on DVIP. The University of Iowa made work study student employers aware that they
had used their entire allocation for FY 10 (the University's fiscal year for work-study runs Oct-Sept). They
let us know that there would be no additional allocations for the summer or fall and the only work study
positions would be those that were approved prior to June 1st. In addition, we were contacted by the Iowa
Coalition Against Domestic Violence -they were not refunded for AmeriCorps positions. ICADV is the
state level organization that administers AmeriCorps funding for Iowa domestic violence programs. As an
agency we cannot apply for AmeriCorps on our own, it must go through a local, state or federal
organization or municipality. This news is significant as AmeriCorps and Work-Study have provided
employees at a rate much less than our standard wages for the same number of work hours. So, this isn't
a loss of funding, but a loss in resources for hiring and less employee hours for our dollar. Because of
these circumstances DVIP will restructure our shelter and outreach staffing, but this will affect the number
of staff for our shelter and, for safety reasons, affect the number of individuals we can shelter. Like many
organizations we struggle with caseload numbers per staff member and running a 24 hour safe shelter
has unique consequences.
Number of Clients Served in FY10: Iowa City -729 Coralville -131
Agency: Elder Services, Inc.
FY 10 Funding: Iowa City - $54,000 Coralville - $2,000
Describe the impact of specific activities and events on those served and the community:
Elderly individuals receiving appropriate home and community-based services through case management
remain approximately two additional years at home before institutionalization. For the individual this
represents a higher quality-of-life than in an institution and to Society it represents acost-savings in
reduced Medicaid payments to nursing homes.
Successes:
We received our first call about "Ilsa" in July 2009, a few days before her 86'h birthday. We received our
most recent call about her June 2010. In the ensuing year, we have chronicled "Ilsa" as she wanders the
streets near her home, most often in her pajamas or other inappropriate attire. We have answered calls
from the community as they report concern over seeing her wandering; "somebody needs to do
something" and keep in contact on a regular basis to assess mental and physical health status and offer
support services -some accepted, some rejected. While a stroke left her blind in one eye, it did not deter
her from walking as vigorously as possible, sometimes with a cane or walker. She takes several
medications daily and receives bi-weekly visits from a visiting nurse. Fiercely independent, she does her
own laundry by climbing up and down the stairs to the washer & dryer in the basement of her modest
home. Her companion is an aging cat. She receives bill-paying support from her longtime local banker.
"Ilsa" is an example of the statistics discussed earlier -lives alone, no family support (no spouse, sibling,
or children), age-related dementia but not to the extent to be declared a dependent adult. And she is a
classic Iowa City statistic - a former University of Iowa professor retired on too little income to provide full
support services and too much to qualify for Medicaid. Today, she is safe and independent in her own
home- exactly where she wants to be.
Challenges:
As always, the need for service increases and the funding does not. We are also in reactive mode -not
proactive. We are working daily to meet immediate needs and not planning for the future needs of this
community -today, 1 in 8 Americans is elderly BUT in Iowa, the statistic is approximately 1 in 5 and is
expected to be 1 in 4 by 2025. We are also finding that the "crack" that folks "slip through" is widening -
we are receiving an increasing number of calls for service from those younger than 60 but whose late-life
disabilities, such as traumatic brain injury from an accident, need support now and can't wait till the two-
year-long waiting list for brain injury waiver to clear so they can receive funding for services.
Number of Clients Served in FY10: Iowa City and Coralville - 1,173
Agency: Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic
FY 10 Funding: Iowa City - $7,263 Coralville - $2,000
Describe the impact of specific activities and events on those served and the community.
A simple example of a service provided-82 Pap smears were performed. A typical office visit for this
service might cost in the range of $250-$300. Most uninsured women would be unable to afford this life
saving procedure.
Successes:
Client story - "If Free Medical Clinic was not here...) would be dead. I woke up one day with blood on my
pillow. Could not breathe, fortunate to get same day appointment, after radiation, surgery and chemo
therapy, I am alive and walking, bless the Free Clinic, it saved my life, long live the Free Clinic and staff, It
saved my life".
Challenges:
Recruitment of professional volunteers is a challenge and we can only accommodate as many patients as
there are providers to give care. The many complex medical problems and complicated navigation of the
overall health care system creates gaps and barriers.
Number of Clients Served in FY10: Iowa City - 1,559 Coralville - 301
Agency: Housing Trust Fund of Johnson County (HTFJC)
FY 10 Funding: Iowa City - $8,000 Coralville - $15,000
Describe the impact of specific activities and events on those served and the community:
The funds the HTFJC awarded to The Housing Fellowship made it possible for them to proceed with their
project application to utilize other state and federal funds. The HTFJC funds allowed them to be able to
purchase the land on which the project will be built.
The Tenant Based Rental Assistance (TBRA) grant provides rental assistance to those who are on a
waiting list for rental assistance. That assistance reduces the possibility of homelessness.
Through the administration contracts we have with the City of Iowa City and ECICOG's Single Family
New Production programs; we have also worked with a number of applicants and have closed on 19
additional properties for Iowa City. We also closed on 40 properties and matched buyers with properties
for 10 other applicants for the ECICOG program. Many of these potential buyers would not be able to
purchase a home without the down payment assistance provided through these programs.
Successes: Many of the projects/people we have assisted would not have been able to occur had we not
been able to provide our funding. While those assisted through the programs we administer through
contracts with the City of Iowa City and ECICOG would have not been assisted had our agency not
provided the administration and they have greatly benefited from the programs.
The administration contracts have allowed us to begin to build up an operation reserve,. which is important
for our future ability to function. It also allowed us to dedicate more funding toward the revolving loan fund
activities and less for the operating expenses.
Challenges: There is a challenge in doing the contracts for Iowa City and ECICOG in that the "regular"
function of HTFJC has not been done as well.
Number of Clients Served in FY10: Iowa City - 173 Coralville -16
Agency: (CARE
FY 10 Funding: Iowa City - $8,950 Coralville - $1,210
Describe the impact of specific activities and events on those served and the community.
(CARE has provided education and prevention to 93 people in the past quarter.
a. HIV/AIDS prevention is provided to substance abuse treatment clients as evidence demonstrates that
those who abuse alcohol and drugs engage in behaviors that put them at higher risk for HIV infection.
Our goal is to provide information to these clients that will give them the ability to prevent exposure to
HIV and diseases that can be transmitted through high risk behaviors.
b. Since the development of highly active antiretroviral therapy, people have been living with HIV/AIDS
much longer and enjoy a higher quality of life. This change, unfortunately, has also led people to be
less concerned about the possibility of being infected with HIV. By becoming engaged with local
media and through community presentations, we hope to keep people aware of information about
HIV and how to protect themselves from becoming HIV+.
Successes:
In April of this year there was a major change in (CARE as Kurt Pierick who had been the Program
Coordinator for 4 years moved to a different position in MECCA. Kurt was replaced by Carol Paper who
had been working part time in the (CARE prevention services and had worked in AIDS Service
Organizations for roughly 14 years before coming to this agency. This past experience was very helpful
as Carol already was familiar with most of the ,programs and resources and already knew many of the
(CARE clients.
The transition from Kurt to Carol was finalized on June 15~. All efforts were made to make this as
seamless as possible for our clients. No client had to wait for his or her services to begin and no benefits
were lost.
One thing clients have been very pleased about has been ICARE's ability to pay for eyeglasses for them.
Several clients have taken advantage of this benefit for which they had no other means to purchase.
In terms of educational presentations, outpatient clients frequently express very positive feelings about
having gained the information necessary to know how to avoid becoming HIV+. Many people seem to
have this fear but rarely find a place where they are comfortable sharing their feelings or asking the
questions they need to ask to know how to protect themselves. It is not uncommon to go to give a
presentation and be told by one of the group members that a friend of theirs was in a previous
presentation and thought the information gained was invaluable.
Challenges:
Funding continues to be a barrier that impacts services. There is also a lack of housing assistance
available which has caused (CARE to start a waiting list for our Housing Opportunities for People with
AIDS (HOPWA). We currently provide housing assistance to approximately 20 people. The waiting list
has now gone from roughly 9 months of waiting until at least 12 - 15 months as the number of persons
requesting help has almost doubled. The waiting list continues from month to month. With the poor
economy there has been a higher need for emergency assistance with utility bills, food assistance, and
medical expenses.
Number of Clients Served in FY10: Iowa City - 15 Coralville - 4
Agency: Consortium for Youth Employment (coordinated by JC Social Services)
FY 10 Funding: Iowa City - $14,000
Describe the impact of specific activities and events on those served and the community:
The program provides support for participating youth, skill-building opportunity through the pre-
employment class & the on-site internships, and an opportunity to be involved in a positive activity during
out of school time. Students learn about how to:
• look for a job, including strategies for picking up applications, turning in applications, phone etiquette,
etc.
• on-the job skills: working with others; conflict management; basic importance of good communication
and being proactive with problems
Successes:
The Consortium for Youth Employment (coordinated by JC Social Services) was successful the past six
months in finding internship placements that matched directly with some participant's direct interest. This
included one youth's interest in becoming a mechanic, who was able to work at Mobile 1/Express Lube.
Another youth was very interested in working at the Recreation Center, and was placed at Mercer Park.
In both of these placements, the youth completed 100% of their hours, and the work site supervisors
indicated they were successful in their work assignments.
Challenges:
Quickly placing students into work sites continues to provide a challenge with the program. In some cases
this lag time is due to the student needing to provide work documents, and at other times the challenge is
related to finding a site willing to have student interns. Another challenge is getting the students through
their work experience in a timely fashion in order to be able to start a new class. This challenge is in part
due to the limited hours youth can work given their school hours in combination with the hours that the
intern placement site is open. As the program partners entered into summer planning, the lack of
significant summer work experiences was noted. Johnson County Social Services transferred County
carryover funding from FY 09 to a new intensive summer youth employment & leadership program, YES!
Youth Empowered to Serve.
Number of Clients Served in FY10: Iowa City - 18 Coralville - 1
Agency: Mecca
FY 10 Funding: Iowa City - $27,000 Coralville - $500
Describe the impact of specific activities and events on those served and the community.
Having the capacity to field requests for information from the public either through our 24 hour phone line
or through our public website allows us to have greater outreach potential with the community and gives
community members options for confidential and nonthreatening methods to ask questions about our
services. Holding annual town hall meetings to educate the public about substance abuse issues such
as underage and binge drinking give us an opportunity to keep important issues in the public eye.
Through publicity and of the event, we are able to not only reach those in attendance on the day of the
event but we are also able to disseminate important prevention information throughout Johnson County.
In preparation for the Parent Forum held in Iowa City in April 2010, we participated in multiple radio and
newspaper interviews and there was an editorial by the Press Citizen editorial board following the event.
We believe the interviews and editorials help raise awareness and stimulate discussion.
Successes:
The Parent Forum on Alcohol Safety for Students held at Iowa City West High School in April 2010
represented a strong collaboration between MECCA, the University of Iowa (through the Partnership for
Alcohol Safety), and the Iowa City Community School District (ICCSD) to educate parents with children of
all ages about the risks and prevalence of underage and binge drinking in our community and about the
great amount of influence they have over their child's decisions about substance use. At the forum, the
principal of West High School expressed the importance of continuing efforts to connect the ICCSD with
the University and to the Iowa City community in prevention efforts. As a result of the success of the first
forum, the principal of Southeast Junior High has eagerly agreed to host a second forum at her school in
September 2010.
We often have people walk in to our offices for assistance. In June, a man came in on his lunch hour and
asked to talk with a counselor about his wife's alcoholism. A counselor spent an hour with him working
on identifying treatment options for his wife and listening to the man's concern for himself and their
children. The impact of the wife's alcohol use on the family has been tremendous and the counselor
offered the man support for himself. We are known for working with individuals with an alcohol or drug
problem, but we are also able to offer assistance and support to concerned family and friends.
Challenges:
A challenge and unmet need in prevention services is not having adequate capacity to collect, analyze
and store outcome data for the wide variety of services we provide. Having more staff time and expertise
dedicated to the development of quality data collection tools, to the analysis of the large volume of data
that is being collected, and to the management of multiple sources of data would greatly enhance our
ability to more accurately evaluate whether our services are meeting the needs of our communities and
enhance our ability to leverage additional funding for those services that are demonstrating positive
outcomes.
Budget concerns are a major challenge to our ability to provide services. Although state funding was
maintained, we experienced small declines in several different local funding streams that combined lead
to approximately 5 positions being eliminated. Historically we have been very successful in piece mealing
funding streams to create sound viable programs, but when one funder begins to reduce their support it
creates a ripple affect through our programs. As of August 2010, we were no longer be able to offer our
daytime intensive outpatient program, and have been forced to cut two evening continuing care groups.
Due to staff cuts, our waiting times for services have
increased.
Number of Clients Served in FY10: Iowa City - 795 Coralville - 229
Agency: Mayor's Youth Empowerment Program (MYEP)
FY 10 Funding: Iowa City - $14,000 Coralville - $3,000
Describe the impact of specific activities and events on those served and the community:
This past quarter, our program secured employment for 11 youth in the community for the summer, and
provided job readiness skills and support to 12 additional youth. The success of securing employment for
the youth have assisted the community in avoiding having youth with too much time on their hand
hanging around street corners with no structured activities to be a part of.
Successes:
This program continues to seek employment opportunities for youth in the community to steer them away
from participating in unproductive activities.
This last quarter's success story is about one of the youth in the work based employment program who
received her first employment ever through MYEP this past April, which in turn improved her school
attendance, work habit and now her grades are improving and she is applying for colleges. She recently
has been given more responsibility with her employment during the summer, which has increased her self
esteem and her view on her life and her community completely.
Challenges:
Our major challenge continues to be the decrease in funding at time when youth in the community need
more support. The recent state wide budget cut is also impacting the Medicaid services that MYEP
provides. Overall the tight budget is really affecting the number of youth we can serve. This past quarter
MYEP paid out $4,822.76 in youth wages and $23,879.56 for the Fiscal Year 10, from July 1, 2009-June
30, 2010.
Number of Clients Served in FY10: Iowa City - 520 Coralville - 89
Agency: Neighborhood Centers of Johnson County (NCJC)
FY 10 Funding: Iowa City - $55,000 Coralville - $1,500
Describe the impact of specific activities and events on those served and the community:
In late February, NCJC organized a strategic planning meeting with over 100 key stakeholders to build a
plan to improve the health, safety and opportunities for children, families and businesses in southeast
Iowa City. The planning meeting took place at Parkview Church and included residents, faith based
community, the City of Iowa City, health and human services, the University of Iowa and the police. The
group identified areas to begin working on: goals for youth involvement and neighborhood safety.
Several of the action plans are showing results. We hosted acity-wide Youth Summit on May 15th to
engage youth in strategic planning. Also, to provide more positive coverage of events on the southeast
side, one planning group developed a Facebook page dedicated to spotlighting positive happenings in the
neighborhood. We are encouraged by the energy and motivation shown by the planning groups and look
forward to implementing more plans to improve the lives of families in the neighborhood.
Successes:
Anna enrolled her youth children in child development programs early this year. Trenton and Laura had
just been returned to their mother's care after a lengthy foster care placement; it was their 2"d removal
within 2 years. The 2"d removal was due to keeping a dangerously dirty house and lack of parental
control. The first removal was drug related.
Immediately upon enrollment, we noticed significant behavior concerns with both children. Impulsivity,
hyperactivity, sensory concerns, speech and language delays, aggression, biting, and hearing concerns
(hearing tests were failed). We followed our internal behavior flow charts and developed intervention
strategies for both children and monitored behaviors. We found it necessary to refer out to other
organizations and followed through with external referrals (GW AEA, CART, Early Access, etc.) We used
visual cues, regular predictable schedules, social stories, many Positive Behavior Supports (PBS)
strategies, pull out sessions, and aone-on-one associate.
With these interventions and strong relationship building with Anna, the family began to build trust with
staff and the program. We have seen progress in both children. Their attendance is impeccable. Trenton
has only missed 5 days and Laura has only missed 4 days. They enjoy coming to school and now know
their school routine very well-this helps decrease their challenging behaviors because both know what
to expect next in their day.
Challenges:
In our child development programs serving these children, we are seeing significant increases of children
with challenging behaviors. In FY10, a GWAEA interventionist worked in our programs several days each
week because over 50% of our enrolled children were in need of intervention services. We see increases
in challenging behaviors, language needs, and overall global delays. Because of this high need and high
early intervention numbers, our classrooms must hire additional staff and must spend additional time
training staff. Two years ago, we participated in the state-wide PBS trainings and supports (we're
members of cohort 3) and now have an early-release day every month to train staff and support staff in
PBS. The additional staffing and trainings are costly to provide in an `already-stretched-thin' child
development budget. But, as families with high-needs continue to make our neighborhoods their new
home, we are aware that we must continue to offer intensive early intervention to help make the child's
transition successful. Unstable funding and/or decreased funding dramatically impacts our ability to best
serve these vulnerable children.
Number of Clients Served in FY10: Iowa City - 1,635 Coralville - 58
Agency: Rape Victim Advocacy Program
FY 10 Funding: Iowa City - $12,000 Coralville - $3,000
Describe the impact of specific activities and events on those served and the community:
We provided crisis intervention and counseling services to 165 local residents in the past six months. We
accompanied victims to the hospital for medical exams, to the police to report sexual assaults and
through the trial process. Victims/survivors report that our services helped in being able to access these
services and in their healing process. RVAP serves as a member of the Johnson County Sexual Assault
Response Team, collaborating with area law enforcement and hospital personnel to assure victims
receive services and offenders are held accountable.
To assist in meeting the need for our services, we recruited, trained and supported new RVAP volunteers.
This increases our ability to serve survivors and provides knowledgeable, compassionate responders in
our community.
One of the school counselors said this about RVAP programming: "Kristin Van De Griend, and a co-
leader from RVAP have provided an outstanding group counseling experience for at-risk girls at our
school. We have noticed positive changes in attitude and behaviors from these girls as a result of their
involvement in this group experience. This kind of support from RVAP has been incredibly valuable in the
total guidance and counseling program that we have been able to provide for our students. I am certain
we would not be able to provide this type of professional service for our students if RVAP did not exist."
Successes:
After a counseling meeting with a young man, his support worker sent an email stating, "Thanks so much
for spending time with (my client) yesterday. He quickly developed rapport with you and indicated that he
was comfortable talking with you. I think that we gathered some information that will be useful!"
During May and June, the Johnson County Services Coordinator was asked to meet with a woman
who was at the in-patient substance abuse program. She had disclosed to her counselor that she had
an extensive sexual abuse history, which began in her childhood and there were multiple incidences
in her adulthood. She identifies that this abuse has contributed to her substance abuse. During
counseling she began planning for a safer living situation, began to change her belief that she caused
her abuse, and started work towards positive affirmations to improve her feelings of self-worth. She
also began to develop her own tools for healing including a packet of cards on which she had written
reminders for herself of her strengths. The cards also included inspirational quotes and sayings. She
was referred to her local rape crisis center for further counseling and advocacy following her
graduation.
Challenges:
During this reporting period, RVAP undertook the enormous task of moving office space to a new
location. Preparation began in March to locate new space and coordinate all aspects of the move.
Transition to the new building began at the end of May and continued throughout much of June. All RVAP
staff actively participated in sorting, packing, moving, unpacking, more sorting and downsizing and putting
on the final touches. The result is great new office space and a laborious but smooth transition. While we
feel we did an excellent job maintaining services during the move, it was a challenge for staff to juggle
everything (sometimes literally).
Number of Clients Served in FY10: Iowa City and Coralville - 329
"This number includes only direct service clients. RVAP also provides a significant amount of educational
programming.
Agency: Shelter House Community Shelter and Transition Services/STAR program
FY 10 Funding: Iowa City - $35,500 Coralville - $4,000
Describe the impact of specific activities and events on those served and the community:
By providing hope and opportunity, Shelter House positively impacts the community in many ways.
Through its overnight services, Shelter House provides a safe alternative to living on the streets. And
because Shelter House has personal expectations, it gives clients motivation and reinforcement for
positive behaviors. With shelter and a warm meal assured, clients can begin using Shelter House
programs to get back on their feet. The In-House Counseling Program gives clients assistance with
community resources employment, and housing searches. Through the STAR Program, clients receive
case management and vocational support for transition periods and work toward increased economic
independence. Many are able to find employment and stable, affordable housing, resume more normal
lives, and take part in the life of the community. The health, safety and well being of the larger community
also benefits when these clients take on productive roles, and resources such as law enforcement and
emergency medical care can be directed to other needs.
Successes:
Jane' entered the STAR Program through the DVIP. She had a long history of instability in employment
and housing. Jane was, however, very motivated in becoming a Certified Nurse Aide (CNA). So
motivated was Jane that STAR sponsored her 75-hour CNA course and the State Exams. Jane took the
Written and Skills exams in January, but did not pass the Skills portion. However she scored so highly on
the Written portion of the exam that is was obvious she was just nervous. A month later, she took and
handily passed the Skills portion of the exam. After some interviewing and searching in the field, Jane
was hired by the Iowa City Rehabilitation Center and has been very successful there. Jane now is totally
self-supporting and is more than able to afford the modest apartment and lifestyles she lives. As she told
us in the beginning, "If you give me this chance I will not need any other services from STAR or anywhere
else." Jane has been true to her word.
Mark", a U.S. Veteran, came to Shelter House admitting to long periods of depression, homelessness,
and chronic unemployment. He was able to raise his family as a single parent. Mark came to Shelter
House with a positive attitude and with a focus on achieving his goals. He had been through many
shelters and vocational programs in the past but was determined to change his life now. While at the
shelter, Mark worked temporary jobs and was able to save enough money to pay the deposit and rent for
a place to live. His next goal was to find full time employment. Before he could begin interviewing for
work, he needed interview clothes and eye glasses. The STAR Program was able to assist him and after
a short time as a client, he was able to secure a full time job at a convenience store making pizza. He
enjoys his work, has finally found stability in his life, and has achieved his ultimate goal-becoming a
contributing member of our community.
["Names have been changed to protect privacy.]
Challenges:
1. The existing facility compromises our mission and reinforces negative perceptions. A new and
improved facility is needed.
Action: Shelter House intends to open the new shelter facility by the end of October, 2010.
2. Shelter House struggles to stabilize the funding base and to build a reserve fund. This year poses the
added challenge of building up operating revenue to cover the additional costs of operating the new
facility (as of October 1, 2010).
Action: The Shelter House strategic plan includes three strategies intended to create a $165,000 cash
reserve by FY2013. Shelter House will achieve this by
- Building the donor base to 4,500 households.
- Developing a comprehensive fundraising strategy.
- Identifying and implementing three fee-for-service activities.
Number of Clients Served in FY10: Iowa City - 417 Coralville - 50
Agency: United Action for Youth (UAY)
FY 10 Funding: Iowa City - $60,000 Coralville - $3,500
Describe the impact of specific activities and events on those served and the community:
The Community Youth Leadership Program (CYLP) kicked-off the year with a weekend Leadership
retreat -utilizing the University of Iowa's Challenge Course and Camp lo-Dis-E-Ca, 10 miles north of Iowa
City. The students were trained in ToP methods for facilitation, developed as a team while working on the
challenge course, explored individual learning style and did a brief analysis of the community. Over the
course of the school year CYLP members met monthly for full-day sessions. Class members: met with
local officials on the proposed curfew; participated in a focus group discussion on the relocation of
Hancher Auditorium; explored entrepreneurial opportunities; visited the county healthcare facilities;
trained on community service utilizing the Points of Light curriculum; participated in Martin Luther King
Day of Service; built community service learning projects from the ground up, including: Hickory Hill Park
Environmental Conservation Project, Crisis Center Food Drive with local elementary schools, Grant Wood
Elementary Afterschool Buddy Project, and Queens of Green Environmental Awareness Project, along
with the Community Foundation Philanthropy project.
Successes:
Under a grant from the Iowa Department of Human Services, UAY initiated a Community Adolescent
Pregnancy Prevention program and Teen Health Education program, using Johnson County funds as
match, to educate teenagers about the consequences of sexual activity, build protective factors, and
improve youth's healthy decision-making skills.
UAY initiated a Youth Advisory Panel (YAP), of ten youth volunteers serving as peer health educators.
YAP, peer health educators, receive 40 hours of evidence-based health prevention strategies education
with monthly continuing education. The YAP team also serves as consultants to UAY to develop
education strategies utilizing technology and web based information sharing that is compatible with their
age group's preferred communication and research mediums.
Challenges:
The state budget crisis was challenging, first there were cuts that impacted both counseling and youth
development, as well as teen parent program, then cuts were restored over March to May and staff had to
re-plan spring and summer programming. While we are very relieved that some funds were re-stored, it
was very stressful for business office and program staff.
Through the first half of this fiscal year, waiting lists for teen parent family support services exceeded
three months, a repeat from the first part of last fiscal year. At the conclusion of the fiscal year the waiting
list had been eliminated. The cuts in funding from multiple grant sources has had negative implications
on staff and programming. This year staff took pay cuts, saw increased health insurance premiums and
the ceiling on their vacation accrual was reduced. The respite childcare program was eliminated due to
funding cuts (as of June restored to four hours per month thanks to the generosity of volunteers from
Young Life). Additionally there were fewer resources available for funding staff development. It has been
a challenge to staff the Youth Center while also providing programs at community and rural sites. This
fiscal year we closed drop-in on Mondays. Off-site programming has been very valuable, but stretches
staff especially during peak after school hours that are busy at the Youth Center. Americorps staff have
been essential to our ability to manage peak programming hours. At this time, it appears that we will not
have Americorps funding in the coming year.
This summer three key UAY staff moved out-of-state. We have been fortunate in replacing our Teen
Health Educator, with her Master in Public Health practicum student. The departure of Volunteer
Coordinator and Youth Development Coordinator, Janie Jeffries has brought challenging transitions, as
we re-distribute duties to remaining staff.
Number of Clients Served in FY10: Iowa City - 1,877 Coralville - 397
IP5
Marian Karr
From: Steve Long
Sent: Wednesday, November 17, 2010 3:20 PM
To: Marian Karr
Subject: Invitation to Shelter House Ribbon Cutting
Shelter House Ribbon Cutting Ceremony
December 2nd
9:30 to 10: 30 AM
429 Southgate Avenue, Iowa City
Please join the Shelter House Staff and Board of Directors for the much awaited ribbon cutting for the new
Shelter House.
The ceremony will be officiated by Crissy Canganelli (Executive
Director of Shelter House), Dottie Persson (Board President), and Rev.
Mel Schlachter. A flagpole and American flag dedication will be
conducted by the Iowa City American Legion Post # 17 and Auxiliary
members. Iowa City Area Chamber of Commerce Ambassadors will
also join in the celebration.
After the ribbon cutting and dedications, we invite you
to step inside the new shelter to join us for coffee and
hot apple cider
11/17/2010
11-18-10
IP6
IOWA CITY TELECOMMUNICATIONS COMMISSION
AY OCTOBER 24 2010--5.30 P.M.
DRAFT
MOND
CITY CABLE TV OFFICE, 10 S. LINN ST.-TOWER PLACE PARKING FACILITY
MEMBERS PRESENT: Hans Hoerschelman, Gary Hagen, Saul Mekies
MEMBERS ABSENT: Laura Bergus
STAFF PRESENT: Mike Brau, Bob Hardy
OTHERS PRESENT: Michael McBride, Lee Grassley, Devon Friese, Beth Fisher, Kevin
Hoyland
RECOMMENDATIONS TO CITY COUNCIL
None at this time.
SUMMARY OF DISCUSSION
Grassley said that Mediacom is moving towards a full digital platform in Iowa City. He is
seeking a legal opinion on what that might mean for the local access channels channel positions
given the provisions in the franchise agreement on channel location. Grassley said there is
nothing new in regards to retransmission consent negotiations with Sinclair Broadcasting.
Hoyland reported that 2 positions have been created that covers some aspects of the school's
cable TV operations. Mekies asked if the City received a response to the letter sent to the
superintendent. Hardy said the letter was sent 3 weeks ago and no response has been received.
Mekies said the Commission has been sending letters for 5 years. Looking to the transitioning of
personnel as a reason little progress has been made is not productive. There is a limit how long
the efforts of the Commission to improve the use of the school channel should go on. It may be
worth considering recommending to the City Council that the school channel be given to another
entity. Hoerschelman said the initiative to get parents and teachers to take the lead in
productions may lead to the eventual take over of the channel by those who will use it rather than
relying on the administration. Mekies said the Commission could begin looking for another
entity to give the channel to and inform the administration that the reason is that the school
district has been unresponsive. Hardy said that the initiative to build the channel up from the
grassroots received a positive response from those administrators at that time but they have since
left the school district. Mekies said that the hiring of the two new people is an opportunity that
needs to be seized.
APPROVAL OF MINUTES
Hagen moved and Hoerschelman seconded a motion to approve the amended September 27,
2010 minutes. The motion passed unanimously.
ANNOUNCEMENTS OF COMMISSIONERS
None.
SHORT PUBLIC ANNOUNCEMENTS
None.
CONSUMER ISSUES
Hardy referred to the complaint report in the meeting packet and noted there were three
complaints. Hardy said there were a number of outages in the last month. Hardy received a
letter urging more Spanish-speaking channels. Hagen asked about a complaint in which a
consumer service representative asked for a subscriber's driver's license number and social
security number. The subscriber refused to provide the information and the representative said
they could not help them. Hardy said he had no way to follow up on the complaint. The
customer service representative was located off shore. Grassley said this situation is a training
issue and Mediacom executives in New York will be informed. Grassley said Mediacom does
collect subscriber social security numbers when they install a digital video recorder as the
equipment is quite expensive and Mediacom needs to run a credit check on the subscriber. A
social security number should not be requested for a service call. Grassley said handling of
customer service calls will be changed by the end of the year. In-coming calls will be routed to
the nearest call center and then to the next closest if all representatives are busy. Hardy said
Mediacom's call centers at times seem to be unable to get information about problems in Iowa
City to call centers in other areas. Hoerschelman said that sometime the toll free number is busy.
Grassley said that is not supposed to happen and he will look into the problem. Mekies asked if
it is possible to view a log of outages. Hardy said he has records of outage complaints he
receives. Mekies asked if all outages could be determined. Hardy said the City has the right to
view Mediacom's outage logs and he would look into it. Hoerschelman suggested that
Mediacom could set up a Twitter account for consumers to use to inform Mediacom of outages.
MEDIACOM REPORT
Grassley said that with regards to the Triennial Review that it may be desirable for the
Commission to put together a list of issues they wish to cover. Grassley said that the issues
should fall within the purview of franchise performance, plans, and prospects. Grassley said that
Mediacom has hired Michael Bradley and Associates to assist with the Triennial Review. Hardy
said the City requested information from Mediacom in the past and did not receive it. Hardy said
that the Triennial Review involves a public meeting and that it will be held before the next
Commission meeting. Grassley requested that he not be expected to attend all Commission
meetings in person and that a telephone hookup be used in cases where there are not important
matters to be discussed and is physical presence would not be required. Grassley said that
Mediacom is moving towards a full digital platform in Iowa City. He is seeking a legal opinion
on what that might mean for the local access channels channel positions given the provisions in
the franchise agreement on channel location. Grassley said there is nothing new in regards to
retransmission consent negotiations with Sinclair Broadcasting. The role the Federal
Communications Commission plays in the Cablevision/Fox retransmission consent negotiations
could impact the Sinclair negotiations. Senator Kerry has prepared legislation to be introduced
next session that would specify a process before a broadcaster could pull their channel if
negotiations were not yielding an agreement. The legislation also would require third party
arbitration at some point in the process. Hagen asked about Mediacom's poor ratings by J.D
Power and Associates. Grassley said three years ago Mediacom's people responsible for
customer service were changed in an effort to improve customer service. Mediacom
acknowledges there is a need for improvement. Telephone wait times for the local region are
about 30% better than Mediacom system-wide. The idea of a service calls going to the most
local available customer service representative originated in this region and it is anticipated it
will be adopted system-wide.
UNIVERSITY OF IOWA REPORT
McBride reported that UITV was down for a day due to a problem with some equipment. Alive
election night program is planned with DITV. In November the basketball press conferences
will begin. The University Symphony will be recorded twice in November. Two Dance Gala
events will also be recorded.
KIRKWOOD COMMUNITY COLLEGE
A written report was included in the meeting packet.
PATV REPORT
No representative was present. A written report on PATV programming not available in time for
the meeting packet was distributed.
SENIOR CENTER REPORT
Hardy said Light emailed him and informed him that she was ill.
LIBRARY REPORT
Fisher reported that 17 live events were recorded in October. Among theses were 5 children's
programs and 8 adult programs. There are 8 children's and 2 adult programs planned for
November.
ICCSD REPORT
Hoyland reported that 2 positions have been created that covers some aspects of the school's
cable TV operations. Hoyland said he has written a letter asking for clarification who would be
responsible for the channel. The librarian at Twain Elementary is interested in exploring how
they might utilize the channel. A meeting with the Hoyland, the librarian, Coleman, and Goding
is anticipated to discuss possibilities. It is hoped this project can serve as an example for others
in the school district of what can be done. The West High football games shot by the City of
Coralville and North Liberty have been cablecast. Hoerschelman asked about Regina. Hardy
said Regina had been a part of the old educational consortium but had not been active. Mekies
asked if the City received a response to the letter sent to the superintendent. Hardy said the letter
was sent 3 weeks ago and no response has been received. Mekies said the Commission has been
sending letters for 5 years. Looking to the transitioning of personnel as a reason little progress
has been made is not productive. There is a limit how long the efforts of the Commission to
improve the use of the school channel should go on. It may be worth considering recommending
to the City Council that the school channel be given to another entity. Hoerschelman said the
initiative to get parents and teachers to take the lead in productions may lead to the eventual take
over of the channel by those who will use it rather than relying on the administration. Mekies
said the Commission could begin looking for another entity to give the channel to and inform the
administration that the reason is that the school district has been unresponsive. Hardy said that
the initiative to build the channel up from the grassroots received a positive response from those
administrators at that time but they have since left the school district. Those connections need to
be rebuilt. Hagen said he was encouraged by the two positions whose job descriptions involve
supervising cable TV. Hoyland said that it might be productive to send the school board a
similar letter as the one that was sent to the superintendent. Hardy said that the school district is
in disarray as the new superintendent is coming in and rearranging the administration. It is
possible that they are having discussions about cable TV but he and the Commission have not
seen any results form it. Mekies noted that the City has not had a City Manager for a long period
of time, yet the City functions. The use of a transition period as an excuse for lack of action
lacks credibility. Mekies said that Hoyland has been coming to the Commission meetings for a
number of years asking for help in improving the channel and the best the Commission seems to
be able to do is write a letter. Mekies asked why one couldn't pick up the phone ask to speak to
the superintendent and ask him who is responsible for cable TV. Hardy said he does not have a
reason to call him. The channel is running programming and the channel is operating as well as
many of the other channels. They just don't have as much programming. Hoyland said that any
inquiries from the public on who is responsible for the channel would likely be directed to him.
Mekies said that the hiring of the two new people is an opportunity that needs to be seized.
Mekies asked about Coralville and North Liberty recording the West High football games.
Hoyland said Coralville and North Liberty initiated the effort to record the games. Mekies asked
why the City High games are not recorded. Hardy said he has no desire to cover the City High
games. PATV has been working with City High on another program. In the past City High had
no interest in recording the games because they were concerned opposing teams could use the
recordings to their advantage. Hoerschelman said he hopes the new group formed to create a
bottom up approach to cable TV productions will pick up such opportunities. If the new group
does not get support or is slowed down by the administration, then the Commission should
express their displeasure. Hoerschelman said the Commission should write a letter to the
superintendent asking who is going to be responsible for the school channel. Mekies said a letter
is not needed. An email or phone call should be sufficient. Hardy said he will try to have a
response from the school district who will be responsible for the channel by the next meeting.
CITY CHANNEL REPORT
Hardy referred to the quarterly report in the meeting packet. Hardy said audio podcasts of City
Council meetings are now available. No applications have been received for the opening on the
Commission. The City Cable Division budget was accepted. It is much like past years and has
no big changes. Anew position was created and approved. Funds were available as Hardy's old
position has been eliminated. Two University Heights City Council meetings will be recorded
and cablecast.
BYLAWS
This item was tabled.
TRIENNIAL REVIEW
This item was tabled.
ADJOURNMENT
Hagen moved and Hoerschelman seconded a motion to adjourn. The motion passed
unanimously. The meeting was adjourned at 7:09.
Respectfully submitted,
Michael Brau
Cable TV Administrative Aide