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CITY COUNCIL INFORMATION PACKET
CITY OF IOWA CITY
www.icgov.org January 2, 2014
IN Council Tentative Meeting Schedule
JANUARY 4 BUDGET WORK SESSION
IP2 Work Session Agenda
IP3 Budget Department Summaries
JANUARY 6 BUDGET /CIP WORK SESSION
IP4 Work Session Agenda
JANUARY 7 WORK SESSION
IP5 Work Session Agenda
IP6 Pending Work Session Topics
ICAD Presentation: [Distributed at 1/7/14 Work Session.]
MISCELLANEOUS
IP7 Memo from Planning and Community Development Dir.: Discussion at 12/17/13 meeting of
design of General Quarters Subdivision Part 2 [See power point presented at 1/7/13
Council Work Session]
IP8 Email from Special Projects Adm. to City Manager: Iowa City Gateway Project Status
IP9 Memo from City Manager: City Receipt of Reimbursement Check for Billing Discrepancy
IP10 Email from City Manager: Wires Along Sidewalk
IN 1 Article from City Manager: After 50 years of decline, the new Midwest is coming — slowly
IP12 Article from the City Manager: Is the `traditional' downtown a thing of the past? Is that
OV
IP13 Letter from Senator Tom Harkin to Mayor: Community Block Grant (CDBG) Program and
the HOME Investment Partnership Program
Letter from Sara Langenberg and Rebecca Reedus to City Manager: 1105 Project
[Distributed at 1/7 Council Meeting]
January 2, 2014 Information Packet (continued) 2
DRAFT MINUTES
IP14 Board of Adjustment: December 11
IP15 Historic Preservation Commission: December 12
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i CITY COUNCIL INFORMATION PACKET
CITY OF IOWA CITY
www.icgov.org January 2, 2014
IN CouncT ntative Meeting Schedule
JANUARY 4 BUDGET WORK . SESSION
IP2 Work Session genda f
IP3 Budget Departme t Summaries
JANINARY 6 BUDGET /CIP W RK SESSION
IP4 Work Session A�nda
i
JANUARY 7 WORK SESSION
IP5 Work Session Agenda `Ati
IP6 Pending Work Session Topics
MISCELLANEOUS
IP7 Memo from Planning and Community eveiopment Dir.: Discussion at 12/17/13 meeting of
design of General Quarters Subdivi ion Part 2
IP8 Email from Special Projects Adm. to City Manager: Iowa City Gateway Project Status
IP9 Memo from City Manager: City Receipt of Reimbursement Check for Billing Discrepancy
IP10 Email from City Manager: Wires Along Sidewalk
IP11 Article from City Manager: Aftgr 50 years of decline, the new Midwest is coming — slowly
! d;
IP12 Article from the City Manager; Is the `traditional' downtown a thing of the past? Is that
OK? r :e
IP13 Letter from Senator Tom H kin to Mayor: Community BI k Grant (CDBG) Program and
the HOME Investment Pa nership Program
DRAFT MINUTES
IP14 Board of Adjustm t: December 11
IP15 Historic Preservation Commission: December 12
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CITY OF IOWA CITY
Date
City Council Tentative Meeting Schedule IN
Subject to change January 2, 2014
Time Meeting
Location
Saturday, January 4, 2014 8AM -5PM Spec. Formal (Organizational Mtg.) Emma J. Harvat Hall
Special BUDGET Work Session Meeting
Tuesday, February 4, 2014 5:00 PM City Conference Board Meeting Emma J. Harvat Hall
Work Session Meeting
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7:00 PM Formal Meeting
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Tuesday, March 25, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
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Tuesday, April 1, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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Tuesday, April 15, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
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Monday, January 6, 2014 1:00- 7:0013M Special BUDGET Work Session Meeting Emma J. Harvat Hall
(CIP presentations)
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Work Session Meeting Emma J. Harvat Hall
7:00 PM
Formal Meeting
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Tuesday, April 1, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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Tuesday, May 6, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, May 20, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, June 3, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, June 17, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, July 1, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, July 15, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, August 5, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, August 19, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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Tuesday, October 7, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
Tuesday, October 21, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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Tuesday, November 18, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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Tuesday, December 2, 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
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Tuesday, December 16 2014 5:00 PM Work Session Meeting Emma J. Harvat Hall
7:00 PM Formal Meeting
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CITY OF IOWA CITY
410 East Washington Street
Iowa City. Iowa 52240 -1826
(319) 3S6 -5000
(319) 3S6 -S009 FAX
www.lcgov.org
City Council BUDGET Work Session Agenda
January 4, 2014
Following 8:00 AM Special Formal Meeting
Emma J. Harvat Hall - City Hall
410 E. Washington Street
8:15 Budget Overview and Highlights -City Manager's Office & Finance
9:30 BREAK
General Government Proaram Budgets:
City Attorney
City Clerk
City Manager
Finance
Public Safety Proaram Budgets: (1 hour)
Police Department
Fire Department
Housing & Inspection Services
Culture & Leisure Program Budgets: (1 hour)
Library
Parks & Recreation
Senior Center
12:00 Noon LUNCH
1:00 Community & Economic Development Program Budgets: (30 minutes)
Planning & Community Development
Metropolitan Planning Organizations of Johnson County (MPOJC)
2:30 BREAK
Business -type Funds: (1 hour)
Parking
Transit
Airport
Public Works Program Budgets: (1 hour)
Discussion wrap -up
5:00 Scheduled ending time
m IP3
City of Iowa City
Department
Summaries
FY14=FY16
Financial Plan
CITY OF IOWA CITY
Department Summaries for the
Budget Ending June 30, 2015
and the
FY2014 -2016 Financial Plan
TABLE OF CONTENTS
PAGE
General Govemment
18
City Council
5
City Clerk
6
City Attorney
8
City Manager
10
Communications Office
13
Human Resources
14
Human Rights
15
Cable Television Operations
16
Finance Department
18
Finance Administration
20
Accounting
22
Purchasing
23
Revenue
25
Information Technology Services
26
Central Service Operations
28
Public Safety
Police Department 29
Police Administration 31
Administrative Services 32
Field Operations 34
Fire Department
36
Fire Administration
38
Emergency Operations
40
Fire Prevention
42
Fire Training
44
Housing & Inspection Services
45
HIS Administration
47
Building Inspection
48
Housing Inspection
50
Housing Authority
52
Culture and Recreation
Parks & Recreation Department
54
Parks & Recreation Administration
56
Recreation
58
Park Maintenance
62
Cemetery Operations
65
Library 66
Library Operations 68
LibraryFoundation ..................................................... ............................... 71
Senior Center 72
Senior Center Operations 74
Community and Economic Development
Planning and Community Development
77
PCD Administration
80
Community Development
81
Community Development Block Grant (CDBG)
83
H- O -M -E- Program --------------------------------------------------------------------------------- -------------------------------
85
Economic Development
87
Urban Planning
88
Neighborhood Services
90
Human Services
91
Metropolitan Planning Organization of Johnson County (MPO)
93
Public Works
94
Public Works Administration
96
Engineering
97
Streets (Road Use Tax) Operations
98
Wastewater Treatment Operations
100
Water Operations
103
Refuse Collection Operations
106
Landfill Operations
108
Storm Water Management Operations
111
Equipment Operations
112
Transportation Services
114
Parking Operations
115
Transit Operations
118
Airport--- --- - -- ----------------------------------------------------------------------------------------------------- ---------------------------
- - -- 121
Airport Operations
122
Ca111 WAIIIIIIIIIII1ki [a11
The City has seven (7) Council members, who serve staggered, four -year terms. Four
Council members are "at- large" and are nominated by all voters and elected by all voters.
Although the three "district" Council members (Districts A, B, and C) are nominated solely by
voters within their districts and any primary is held only within the district, they are elected by
voters city -wide. Council elections are held in odd - numbered calendar years.
Council members select the Mayor from among themselves at their first meeting of the calendar
year after each city council election. The Mayor is a voting member of the council and has no
veto power. The Mayor is the official representative of the City, presiding officer of the Council
and its policy spokesperson.
The Council appoints a City Manager, City Attorney and City Clerk. The City Manager serves as
the Chief Administrative Officer of the City.
Staffing:
Financial Highlights:
Services expenditures are decreasing $19,483 or 25.6 %, primarily because $15,000 is in the
FY2014 budget for possible Herky -on- Parade statue purchases, and this is not in the FY2015
budget.
FY2013
FY2014
FY2015 Proposed
Total FTE's
7.00
7.00
7.00
Financial Highlights:
Services expenditures are decreasing $19,483 or 25.6 %, primarily because $15,000 is in the
FY2014 budget for possible Herky -on- Parade statue purchases, and this is not in the FY2015
budget.
City Clerk: Marian Karr
Office Location: 410 E. Washington St.
Phone: (319) 356 -5043
MISSION STATEMENT
The City Clerk is the official recordkeeping office of the City, performing recordkeeping
duties as prescribed by State Law, the City Charter, and the Municipal Code.
DEPARTMENT DESCRIPTION
The City Clerk is appointed by the City Council, reports directly to the Council and attends
all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and
abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions,
minutes, and the City Code. The office publishes public notices, ordinances, and minutes as
required by law. The City Clerk's office assists both staff and the general public in
researching information. Taxi company licenses and driver authorization, dancing permits,
outdoor service areas, cigarette licenses, beer /liquor licenses, and cemetery deeds are
issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership
Registry, and an index of Council proceedings are also maintained in the office. The Clerk's
office also provides staff support for the Police Citizens Review Board (PCRB).
Boards and Commissions:
The Police Citizens Review Board, based on a citizen initiative, was established in 1997. The
board reviews police policies, procedures, and practices and may recommend modifications to
them. The PCRB also reviews reports prepared after investigation of complaints about alleged
police misconduct and then issues its own written report. The Board is also required to maintain
a central registry of complaints and holds at least one community forum each year for the
purpose of hearing citizens' views on the policies, practices and procedures of the Iowa City
Police Department.
City Clerk Personnel:
11
FY2013
FY2014
FY2015
Total FTEs
1 4.00
4.00
4.00
11
[1111] 11 W111111 IANrN
The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties
as prescribed by State Law, the City Charter, and the Municipal Code.
The City Clerk is appointed by the City Council, reports directly to the Council and attends all
City Council meetings. The City Clerk is charged with custody of deeds, contracts, and
abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions,
minutes, and the City Code. The office publishes public notices, ordinances, and minutes as
required by law. The City Clerk's office assists both staff and the general public in researching
information. Taxi company licenses and driver authorization, dancing permits, outdoor service
areas, cigarette licenses, beer /liquor licenses, and cemetery deeds are issued from the Clerk's
office. City subdivision files, project files, the Domestic Partnership Registry, and an index of
Council proceedings are also maintained in the office. The Clerk's office also provides staff
support for the Police Citizens Review Board (PCRB).
The Police Citizens Review Board, based on a citizen initiative, was established in 1997. The
board reviews police policies, procedures, and practices and may recommend modifications to
them. The PCRB also reviews reports prepared after investigation of complaints about alleged
police misconduct and then issues its own written report. The Board is also required to maintain
a central registry of complaints and holds at least one community forum each year for the
purpose of hearing citizens' views on the policies, practices and procedures of the Iowa City
Police Department.
Staffing:
There were no staffing changes in the FY2015 City Clerk budget.
Financial Highlights:
Services expenditures decreased by $58,563 or 44.3% in FY2015 due to the decrease in
election expenditures. Scanning services, however, increased by $8,000 to convert microfilm
records into electronic records for permanent storage.
FY2013
FY2014
FY2015 Proposed
Total FTE's
4.00
4.00
4.00
There were no staffing changes in the FY2015 City Clerk budget.
Financial Highlights:
Services expenditures decreased by $58,563 or 44.3% in FY2015 due to the decrease in
election expenditures. Scanning services, however, increased by $8,000 to convert microfilm
records into electronic records for permanent storage.
City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356 -5030
MISSION STATEMENT
The City Attorney's Office represents the City in court litigation and provides legal advice,
opinions, and services to City staff, boards, and commissions.
DEPARTMENT DESCRIPTION
The City Attorney is appointed by the City Council and works at the direction of the City
Council. The City Attorney supervises the City Attorney's Office, including four Assistant City
Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City
Manager, the various City departments and staff, and most City commissions, committees
and boards. The City Attorney also reviews and approves proposed City ordinances,
resolutions, contracts, and other legal documents; oversees property acquisition needed for
public improvements; prepares legal opinions for Council and City staff; and represents the
City in litigation in which the City is involved, including violations of City ordinances.
City Attorney Personnel:
FY2013
FY2014
FY2015
Total FTEs
1 5.60
5.60
5.60
IN k W&A I Co] N 01 WJ
The City Attorney's Office represents the City in court litigation and provides legal advice,
opinions, and services to City staff, boards, and commissions.
The City Attorney is appointed by the City Council and works at the direction of the City Council.
The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys.
In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the
various City departments and staff, and most City commissions, committees and boards. The
City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and
other legal documents; oversees property acquisition needed for public improvements; prepares
legal opinions for Council and City staff; and represents the City in litigation in which the City is
involved, including violations of City ordinances.
Staffing:
There was no staffing changes in the City Attorney budget.
Financial Highlights:
There was no major financial changes or highlights in the City Attorney FY2015 budget.
FY2013
FY2014
FY2015 Proposed
Total FTE's
5.60
5.60
5.60
There was no staffing changes in the City Attorney budget.
Financial Highlights:
There was no major financial changes or highlights in the City Attorney FY2015 budget.
City Manager:
Office Location:
Phone:
Tom Markus
410 E. Washington St.
(319) 356 -5010
City Manager's Office Divisions
General Fund: Enterprise Fund:
• City Manager • Broadband Tele-
• Communications Office - communications
• Human Resources
• Human Rights
MISSION STATEMENT
The City Manager strives to ensure City services are provided in an efficient, responsible
manner. Through effectively managing the City's operating departments, the City Manager
seeks to implement policy that is consistent with the preferences of Iowa City's citizens, as
reflected in the direction provided by the City Council. Further, the City Manager provides
Council with information needed to make informed policy decisions.
DEPARTMENT DESCRIPTION
The City Manager is the chief administrative officer for the City and is appointed by the City
Council, managing the City's day -to -day operations under broad policy direction from Council.
The City Manager supervises the activities of all City departments and advises the City
Council on matters relating to planning, development, and municipal operations.
The Communications Office serves as the central point of contact for internal and external
communications at the City. The communications team coordinates media efforts and
informational and promotional campaigns for the City, maintains the City's website and
intranet, utilizes social media to promote City events and programs, and works closely with
the Cable TV division on public programming.
The Human Resources division provides services in the areas of employee & labor
relations, collective bargaining, civil service compliance, employee benefits administration,
recruitment of prospective employees, personnel policy development & administration, and
administration of applicable employment laws.
The Human Rights division enforces antidiscrimination laws, conducts trainings, and serves
as staff to the Human Rights Commission.
im
The Broadband Telecommunications division schedules programming for City Channel 4
and manages the channel's website. The division also operates cable Channel 5 and
produces local government and community video programming. Cable Television monitors
cable franchise agreement compliance, regulates basic cable service rates, and provides a
complaint resolution service for citizens with the local cable company.
City Manager Personnel":
'Communications Office added to the City Manager's Office in FY13. Staff were previously
organized under the Finance Department.
FY2013
FY2014
FY2015
Total FTEs
1 17.63
17.63
16.63
'Communications Office added to the City Manager's Office in FY13. Staff were previously
organized under the Finance Department.
IN III WdiviMki ETC] AV
The City Manager strives to ensure City services are provided in an efficient, responsible
manner. Through effectively managing the City's operating departments, the City Manager
seeks to implement policy that is consistent with the preferences of Iowa City's citizens, as
reflected in the direction provided by the City Council. Further, the City Manager provides
Council with information needed to make informed policy decisions.
The City Manager is the chief administrative officer for the City and is appointed by the City
Council, managing the City's day -to -day operations under broad policy direction from Council.
The City Manager supervises the activities of all City departments and advises the City Council
on matters relating to planning, development, and municipal operations. The City Manager
implements policy decisions of the City Council and enforces City ordinances through the
management of the City's operating departments and the administration of the City's personnel
system. The City Manager also oversees administration of City contracts, execution of public
improvements, as well as construction, improvement, and maintenance of all City facilities. The
City Manager prepares a proposed annual budget and submits it to the City Council for
consideration and final approval consistent with State law, along with presenting policy and
program recommendations to the City Council.
The City Manager's Office also administers the City's lobbyist contract. The City's lobbyist
monitors legislative action that will impact the city, and works to affect legislation at the state
level to protect the city's interests, support its goals, and ensure state funding for local
programs.
The City Manager's Office oversees the operations of four divisions within the department: the
Communications Office, Human Resources, Human Rights, and Cable Television, which
operates as an enterprise fund.
Staffing:
There are no staffing changes proposed in the FY2015 budget.
Financial Highlights:
Personnel expenditures increased by 7.2 %, partly due to the addition of a temporary
Management Intern in FY2015.
IPA
FY2013
FY2014
FY2015 Proposed
Total FTE's
3.00
3.00
3.00
There are no staffing changes proposed in the FY2015 budget.
Financial Highlights:
Personnel expenditures increased by 7.2 %, partly due to the addition of a temporary
Management Intern in FY2015.
IPA
16191 I M 010 1 167A 11010 M91 a a IN :
The Communications Office serves as the central point of contact for internal and external
communications at the City. The communications team coordinates media efforts and
informational and promotional campaigns for the City, maintains the City's website and intranet,
utilizes social media to promote City events and programs, and works closely with the Cable TV
division on public programming. They coordinate with staff to educate citizens and fellow staff
on policies and procedures, publicize events, and support customer service functions
throughout the organization. The Communications Office also staffs the front lobby information
desk, which serves as the customer service hub of City Hall.
Staffing:
There are no staffing changes proposed for the FY2015 budget.
Financial Highlights:
Personnel expenditures decreased by 9.6% due to staff turnover.
13
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.00
3.00
3.00
There are no staffing changes proposed for the FY2015 budget.
Financial Highlights:
Personnel expenditures decreased by 9.6% due to staff turnover.
13
The Human Resources Division provides quality, comprehensive Human Resources services to
the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the
employees of the City and other customer, consistent with appropriate best practices and legal
requirements.
The Human Resources Division strives to provide quality, comprehensive Human Resources
services to the City of Iowa City and its employees in the areas of:
• Employee and labor relations for approximately 1,000 City employees, both permanent
and temporary
• Collective bargaining and contract administration for three collective bargaining
agreements: AFSCME, Police, and Fire unions
• Civil Service compliance per Chapter 400 of the Code of Iowa
• Comprehensive benefits administration for approximately 640 permanent employees
• Internal and external recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel
Policies
• Personnel policy development and administration
• Administration of applicable state and federal employment laws
Staffing:
There are no staffing changes proposed for FY2015.
Financial Highlights:
Personnel expenditures decreased in FY2015 by 4.6% due to a reduction of temporary staffing.
Services expenditures increased by 15.6% due to the addition of consulting expenses for fire
and police promotional testing. The current certified candidate list expires next year.
14
FY2013
FY2014
FY2015 Proposed
Total FTE's
4.00
3.00
3.00
There are no staffing changes proposed for FY2015.
Financial Highlights:
Personnel expenditures decreased in FY2015 by 4.6% due to a reduction of temporary staffing.
Services expenditures increased by 15.6% due to the addition of consulting expenses for fire
and police promotional testing. The current certified candidate list expires next year.
14
Ia11LTi /_101C1 Eel :111 K
The staff of the Human Rights Commission strives to ensure equal opportunity in education,
employment, credit, housing, and public accommodation with efficiency and competency.
The Human Rights Coordinator enforces the local antidiscrimination laws, receives, investigates
and makes decisions on complaints alleging unlawful discrimination. Conducts trainings,
prepares specialized materials including correspondence, brochures, and advertisements.
Receives daily inquiries, makes public presentations, plans programs for both cable and the
community, provides specialized reports to state agencies and serves as secretary and liaison
to the Human Rights Commission. Other responsibilities include but are not limited to reviewing
contract compliance with the Equal Opportunity Program. The Human Rights Division receives,
processes, and investigates complaints of unlawful discrimination. Responds to requests and
concerns, provides assistance to the public, makes referrals to appropriate agencies as needed,
and participates in training regarding civil rights and discrimination issues.
The mission of the Human Rights Commission is to foster inclusiveness in the community by
disseminating information to educate the public on illegal discrimination and civil rights.
The Commission has the authority to make recommendations to the City Council for such
further policy or legislation concerning discrimination as the Commission may deem necessary
and desirable. In addition, the Commission organizes and plans programs of community need or
concern by itself or in cooperation with other agencies both public and private whose purposes
are not inconsistent with the Human Rights Ordinance.
Staffing:
No staffing changes are proposed for FY2015.
Financial Highlights:
Services expenditures increased by $59,361 or 106% primarily due to additional expenditures
for the City's contribution to the Fastrac ($15,000) and to the Diversity Focus ($50,000)
programs. In addition, advertising for discrimination notices and diversity programming /events
was increased by $9,000.
15
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.00
2.00
2.00
No staffing changes are proposed for FY2015.
Financial Highlights:
Services expenditures increased by $59,361 or 106% primarily due to additional expenditures
for the City's contribution to the Fastrac ($15,000) and to the Diversity Focus ($50,000)
programs. In addition, advertising for discrimination notices and diversity programming /events
was increased by $9,000.
15
1 97M]4:01:1M :kTJN Is] Eel UAMAI Eel 011y
The mission of the Iowa City Cable Division (also known as Broadband Telecommunications) is
to inform and educate the Iowa City community about the civic and public activities, issues and
political events of local governments and community organizations; to recommend to the City
Council through its Commission policies related to the regulation development and operation of
cable television, broadband, and interactive systems in Iowa City, to support cable television
subscribers in resolution of problems with service providers; to provide general audio /visual
support to City departments and to facilitate and support other local cable channels in their
efforts to provide news, information and entertainment to the Iowa City community.
The division's budget is organized into two activities, Administration and Reserves.
Cable TV Administration
Administration oversees the Cable Division's operations, monitors cable franchise
agreement compliance, provides a complaint resolution service for citizens with the local
cable company, regulates basic cable service rates, monitors the public access service
contract compliance and supports other local cable television programming channels.
Administration also serves as staff for the Iowa City Telecommunications Commission
(ICTC), manages their official triennial review of cable provider's performance and
conducts special projects such as research or community surveys. Administration
monitors changes in Federal and State laws and regulations and relevant legal decisions
related to cable television. broadband or telecommunications
The division produces local government and community video programming including
local public meetings such as the Iowa City City Council and Foreign Relations Council
meetings; balanced political programming such as League of Women Voters and other
NGO forums; informational programming such as City departmental and community
organizational profiles, services, projects, or activities and a wide variety of local musical
public performances.
The division also schedules programming on City Channel 4, operates cable Channel 5,
an interactive service providing local video programming on demand, and manages
Channel 4's web presence including streaming video.
Cable TV Reserves
Cable TV's annual budget includes transfers to an equipment replacement reserve that
is used to purchase equipment and supplies, including computer hardware and software.
iCl
Staffing:
In fiscal year 2015, the Cable TV Administrator is proposed to be eliminated due to the
termination of the cable franchise agreement with Mediacom and a subsequent
expected 20% decline in revenue.
Financial Highlights:
Cable Administration personnel expenditures are budgeted to decrease by $104,506 or 19.5%
due to the elimination of the Cable TV Administrator position. This stems from an expected
decrease of revenue which was budgeted lower by $159,294 or 19 %.
IVA
FY2013 Actual
FY2014 Actual
FY2015 Proposed
Total FTE's
1 6.63
6.63
5.63
In fiscal year 2015, the Cable TV Administrator is proposed to be eliminated due to the
termination of the cable franchise agreement with Mediacom and a subsequent
expected 20% decline in revenue.
Financial Highlights:
Cable Administration personnel expenditures are budgeted to decrease by $104,506 or 19.5%
due to the elimination of the Cable TV Administrator position. This stems from an expected
decrease of revenue which was budgeted lower by $159,294 or 19 %.
IVA
Finance Director:
Office Location:
Phone:
Dennis Bockenstedt
410 E. Washington St.
(319) 356 -5050
Finance Department Divisions:
General Fund: Internal Service:
• Administration . Information Technology Services
• Accounting . Risk Management
• Purchasing
• Revenue
MISSION STATEMENT
FY2013 -2015 FINANCIAL PLAN
for the
City of Iowa City
It is the mission of the Finance Department to provide quality services to residents and to
safeguard City assets. The role of the Finance Department is to support the operating
departments in achieving their program objectives utilizing effective and efficient financial
planning, reporting, and central support systems.
DEPARTMENT DESCRIPTION
Finance Administration provides direction and administrative support to departmental
operating divisions. It supervises the preparation and dissemination of financial data for use by
City Council and staff in making managerial decisions and coordinates the annual budget
process.
Administration also oversees the City's Health & Dental Reserves as Internal Service Funds
which are maintained for permanent employees' health care coverage through the City's self -
insurance plan. Finance Administration also manages the City's Employee Benefits Fund which
is a Special Revenue Fund that collects property taxes levied for the purpose of funding public
employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security
and Medicare, as well as other similar benefits.
18
The Accounting Division provides processing and reporting of all financial transactions for the
City of Iowa City. The division also provides financial controls for departments to help ensure
proper stewardship of public funds. Accounting provides services that support management
decisions through timely and accurate processing and reporting of payroll, accounts payable,
accounts receivable, and cash transactions.
The Purchasing division provides quality service to City departments, protects the City's legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors. This division also operates the Central Services Internal Service Fund
that manages the City's mail and copier operations and other central functions.
The Revenue division is responsible for the customer service, billing, and collection procedures
for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records
and reconciles all City receipts and banking activity.
The Information Technology Service (ITS) division provides server management, legacy
system management, software development, system integration, desktop computer
management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
The Risk Management division is responsible for managing the City's property and casualty
risks and selecting prudent and cost effective solutions to minimize the financial impact of losses
to the City. Risk Management also coordinates the City's safety and OSHA programs.
Finance Department Personnel":
'Communications Office added to the City Manager's Office in FY13. Staff was previously
organized under the Finance Department.
051
FY2013
FY2014
FY2015
Total FTE's
38.84
38.06
35.18
'Communications Office added to the City Manager's Office in FY13. Staff was previously
organized under the Finance Department.
051
aIki P _1ki [aM111MI1011.11RAII Is] 0I
Finance Administration provides direction and administrative support to departmental operating
divisions. It supervises the preparation and dissemination of financial data for use by City
Council and staff in making managerial decisions and coordinates the annual budget process.
The division's budget is organized into five activities: Administration, FEMA Disaster Assistance,
Disaster Individual Assistance, Tort Liability, and Non - Operational Administration.
Administration
Administration monitors financial trends and provides analysis of budget to actual data
and three -year financial projections. Staff provide oversight of long and short -term
investment portfolios, cash flows and reserves, and oversees the preparation of general
liability, fire & casualty, and workers compensation insurance specifications.
Administration coordinates annual health and dental insurance renewals.
Administration prepares the annual budget, three year financial plan, and five year
capital improvement program and subsequent amendments thereof.
FEMA Disaster Assistance
This activity accounts for Federal Emergency Management Agency (FEMA)
reimbursements for repairs to public facilities damaged in the June 2008 floods.
Revenue includes State of Iowa matching funds. In addition to public facility repairs,
reimbursements are also provided for some flood recovery services.
Disaster Individual Assistance
This activity accounts for expenses incurred from the June 2008 flood for which the City
does not expect reimbursement.
Tort Liability
Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa
the legal authority with which to levy "a tax to pay the premium costs on tort liability
insurance, property insurance, and any other insurance that may be necessary in the
operation of the city, the costs of a self- insurance program, the costs of a local
government risk pool and amounts payable under any self- insurance program, or local
government risk pool."
The Tort Liability cost center accounts for General Fund's contribution to the Risk
Management Loss Reserve; general liability, fire and casualty and workers
compensation premium costs. The account is administered by the Finance
Department's Revenue and Risk Manager.
K11
Non - Operational Administration
The Non - Operational Administration cost center facilities financial transactions which are
non - operational in nature.
Employee Benefits Levy: State code requires that a separate fund be established to
account for revenue from the Employee Benefits Levy. Monies are then transferred into
Non -Op Admin to cover General Fund's share of Employee Benefit costs levied.
Local Option Sales Tax: A one percent (1 %) sales tax was approved by voter
referendum in May, 2009. These funds are transferred out to the respective capital
projects in FY2012 and 2013. The sunset for this tax was June 30, 2013.
Aid to Human Service Agencies and Community / Economic Development grant funding
were moved out of this cost center with the FY2013 budget proposal.
101MMIRM01III&9
• Maintained the City's Aaa bond rating from Moody's Investors Service
• Kronos time keeping software is being proposed for FY2015
Recent Accomplishments:
• The City's FY2013 & FY2014 budget
documents earned the GFOA
Distinguished Budget Presentation
Award.
Staffing:
Upcoming Challenges:
• Planning for the effects of commercial
property tax reform at the state level.
The .50 FTE Management Analyst position was eliminated in fiscal year 2013.
Financial Highlights:
The FY2015 budget includes capital outlay of $9,350 for timekeeping software implementation.
Personnel expenditures decreased by 3.9% due to the elimination of the .50 FTE Management
Analyst position and also due to staff turnover. Property tax revenue increased by 3.1 % or
$758,080, and property tax credit revenue increased by $487,320 due to the State's
replacement of lost property tax revenue.
21
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.65
3.65
3.15
The .50 FTE Management Analyst position was eliminated in fiscal year 2013.
Financial Highlights:
The FY2015 budget includes capital outlay of $9,350 for timekeeping software implementation.
Personnel expenditures decreased by 3.9% due to the elimination of the .50 FTE Management
Analyst position and also due to staff turnover. Property tax revenue increased by 3.1 % or
$758,080, and property tax credit revenue increased by $487,320 due to the State's
replacement of lost property tax revenue.
21
/e[K619111011111►[c
The Accounting and Reporting Division provides processing and reporting of all financial
transactions for the City of Iowa City. The division also provides financial controls for
departments to help ensure proper stewardship of public funds. Accounting provides services
that support management decisions through timely and accurate processing and reporting of
payroll, accounts payable, accounts receivable, and cash transactions.
The division processes payments for goods and services and pays all vendors timely and
accurately, taking advantage of any discounts offered, monitors the City's debt and ensures
accurate and timely principal and interest payments, and processes and distributes payroll for
all City employees accurately and timely. Accounting files quarterly and annual payroll tax
returns, receives unqualified opinions on the City's annual audited financial statements and
compliance with requirements described in OMB Circular A -133, and prepares a
Comprehensive Annual Financial Report in conformance with GAAP that meets the
requirements of the GFOA excellence in financial reporting program. The division also requests
funds for City programs funded by Federal and State grants on a monthly basis and monitors
these funds to ensure compliance with applicable laws and guidelines.
Recent Accomplishments: Upcoming Challenges:
• The City's Comprehensive Annual Financial Report Finalize
(CAFR) for FY2012 earned the Government Finance implementation of the
Officers Association (GFOA) Certificate of Achievement City's new ERP
for Excellence in Financial Reporting for the 27th software
consecutive year. The Certificate is the highest form of
recognition for excellence in state and local financial
reporting.
Staffing:
The Grant Accountant position added for the 2008 flood is being eliminated in the FY2015
proposed budget.
Financial Highlights:
Personnel expenditures decreased by 4.5% due to the elimination of the 2008 flood Grant
Accountant position and services expenditures decreased by 38.9% due to a reduction in
computer internal service charges.
rra
FY2013
FY2014
FY2015 Proposed
Total FTE's
8.00
8.00
7.00
The Grant Accountant position added for the 2008 flood is being eliminated in the FY2015
proposed budget.
Financial Highlights:
Personnel expenditures decreased by 4.5% due to the elimination of the 2008 flood Grant
Accountant position and services expenditures decreased by 38.9% due to a reduction in
computer internal service charges.
rra
i21111] No] 00E IIkicc
The Purchasing Division provides quality service to City departments, protects the City's legal
interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's
procurement system through the encouragement of open competition and the impartial and fair
treatment of vendors.
The Purchasing Division provides services to internal clients /staff and the general public in the
following areas:
• Develops and issues solicitations for the City's procurement requirements for
commodities and services — including Request for Bids, Request for Proposals, and
Request for Quotes.
• Administers contracts for commodity and services.
• Assists with the procurement of office furniture, equipment, and supplies.
• Assists with the transfer and sale of City's Surplus Equipment, Vehicles, etc. -
Participation in the State of Iowa Surplus Agreement for the sale of surplus equipment.
• Administers City Procurement Card Program — Includes issuing cards, training internal
clients, answering procurement card questions, and assisting with problem resolution.
• Sorts and distributes incoming mail for the City's departments and divisions.
HIGHLIGHTS
• A new purchasing policy was developed by staff and adopted by Council during FY2012
Recent Accomplishments:
In fiscal year 2013 the Purchasing Division
• Developed and Issued 40 new solicitations including Request for Bids, Request for
Proposals, and Request for Quotes.
• Administered over 100 City contracts.
• Procured over $4.2 million in goods and services.
• Sold over $174,000 of surplus equipment and vehicles.
Upcoming Challenges:
• Implementation of the Munis purchasing card software
23
Staffing:
No staffing changes are proposed for FY2015.
Financial Highlights:
There is a decrease in services expenditures of 44.4% or $8,400 due to a decrease in outside
printing services, travel and training, and internal service fund charges.
24
FY2013
FY2014
FY2015 Proposed
Total FTE's
3.94
3.44
3.44
No staffing changes are proposed for FY2015.
Financial Highlights:
There is a decrease in services expenditures of 44.4% or $8,400 due to a decrease in outside
printing services, travel and training, and internal service fund charges.
24
The Revenue Division is responsible for the customer service, billing, and collection procedures
for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records
and reconciles all City receipts and banking activity.
The division strives to provide excellent customer service and timely and accurate billings to
City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible,
and accurately record all customer receipts.
HIGHLIGHTS
• Billed for over $24,000,000 in City utility services
• Received over 24,000 customer calls and answered 86% of calls within 20 seconds
• Processed 307,770 receipt transactions
Recent Accomplishments:
• Changed credit card processors
resulting in an annual savings of
$30,000
• Tightened up the utility reading
schedule to more closely coincide
with the bill dates
• Worked with the City Attorney's
Office and Public Works to draft a
revised Landfill Permit application
and charge card agreement
Staffing:
Upcoming Challenges:
• Conversion to the Munis CIS
software
• Complete the remodel of the Cashier
area
There are no staffing changes proposed for FY2015.
Financial Highlights:
There are no major financial changes in the Revenue budget for FY2015.
25
FY2013
FY2014
FY2015 Proposed
Total FTE's
7.88
7.88
7.88
There are no staffing changes proposed for FY2015.
Financial Highlights:
There are no major financial changes in the Revenue budget for FY2015.
25
I1011Is] N kvi /eVA I Is] 0 a I to] :10Is] [sic YM:I Z,9 [a aY6] U :LTA I Is] 011y
In partnership with our clients, we will increase efficiency and productivity through the effective
use of Information Technology.
The services provided by the Information Technology Services (ITS) division include server
management, legacy system management, software development, system integration, desktop
computer management and support, data network design and management, website application
development and management, City phone systems support, and fiber optic network design and
management.
The ITS division:
• Provides standardization, integration, and security for City data systems
• Monitors critical services for early alerting to problems
• Provides 24x7 support for our clients
• Maintains Disaster Recovery site for all City data
• Maintains Virtual Environment to reduce hardware costs, increase efficiency of hardware
in -use, and augment Disaster Recovery plan for City data
• Effectively administers the Replacement Schedule to ensure technology is meeting client
requirements
• Supports and enhances e- government services wherever possible
• Protects, manages, and creates redundant connections in the fiber optic network
• Monitors technology changes for potential cost savings
HIGHLIGHTS
In fiscal year 2013, ITS managed:
• 71 network switches
• 52 virtual servers
• 44 Terabytes of disk space
• 8 physical servers
• 5 construction projects with fiber optic cable or duct
• 4 core data infrastructure facilities
• 1 telephone system with voice mail and Automated Call Distribution systems with
approximately 750 ports.
Recent Accomplishments:
• Implemented Tyler MUNIS ERP software and databases on Servers. Financials go -live of
7/1/13 completed
• Oversaw implementation of 96 new Internet Protocol cameras to a new Video Management
system.
PM
• Planned and completed a successful pilot of a Virtual Desktop environment. In 2014, some
physical machines will be replaced with virtual desktops.
• Implemented 10 gigabit per second connectivity between core network sites
Upcoming Challenges:
• Implement Tyler Munis Payroll and Human Resources software 1/1/2014
• Implement Tyler Munis Billing and Cash Management software
Implement Geographic Information System server and software
Continue planning for exit from North Wastewater Treatment Plant core hub facility
Staffing:
No staffing changes are proposed for FY2015.
Financial Highlights:
ITS expenditures decreased in FY2015 by 18.8% primarily due to a decrease in capital outlay
expenditures in ITS operations (down $87,300) and in both the equipment replacement (down
$123,420) and police equipment replacement (down $229,713) expenditures.
PrA
FY2013
FY2014
FY2015 Proposed
Total FTE's
10.86
9.86
9.86
Financial Highlights:
ITS expenditures decreased in FY2015 by 18.8% primarily due to a decrease in capital outlay
expenditures in ITS operations (down $87,300) and in both the equipment replacement (down
$123,420) and police equipment replacement (down $229,713) expenditures.
PrA
191 A0111M INAZIV Is] *111111UAMA11010R1
The mission of the Central Services Division is to provide quality service to City departments,
protect the City's legal interests, and act responsibly on behalf of the public by maintaining the
integrity of the City's procurement system through the encouragement of open competition and
the impartial and fair treatment of vendors.
The Central Services activity is within the Finance Department and is operated as part of the
Purchasing division. The central services activity primarily involves the management and
replacement of copy machines and the processing of incoming and outgoing mail. Departments
are charged for the use of these services, and those funds are accounted for separately for the
replacement of copier equipment and mail room equipment.
HIGHLIGHTS
In fiscal year 2013, the Central Services division:
• Processed 200,483 pieces of outgoing City Mail.
• Sorted and Distributed over 100,000 pieces of incoming City mail.
• Distributed 1600 incoming UPS packages.
• Processed 110 outgoing UPS packages.
Staffing:
No staffing changes are proposed for FY2015.
Financial Highlights:
Central services fund has budgeted $58,000 for the implementation of a city -wide Geographic
Information System in FY2014 and $33,000 for copier replacements in FY2015. Service
expenditures increased by $29,668 or 19.6 %, primarily due to an increase in postage and
shipping charges.
VM
FY2013
FY2014
FY2015 Proposed
Total FTE's
0.76
0.50
0.50
Financial Highlights:
Central services fund has budgeted $58,000 for the implementation of a city -wide Geographic
Information System in FY2014 and $33,000 for copier replacements in FY2015. Service
expenditures increased by $29,668 or 19.6 %, primarily due to an increase in postage and
shipping charges.
VM
Police Chief:
Office Location:
Phone (Front desk /non - emergency):
Chief Sam Hargadine
410 E. Washington St.
(319) 356 -5275
Police Department Divisions:
• Administration
• Administrative Services
• Field Operations
MISSION STATEMENT
The mission of the Iowa City Police Department is to protect the rights of all persons within
its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace.
By pursuing the goals of education, prevention and enforcement, it is the primary objective
of the Iowa City Police Department to pursue the ideal of a community free from crime and
disorder in a fair, responsive, collaborative and professional manner.
DEPARTMENT DESCRIPTION
The Administration division oversees the Department's 82 sworn officers and 23 non -
sworn personnel. Administration is responsible for the management of the Department's
two operating divisions, Field Operations and Administrative Services.
The Administrative Services division supports or provides services to Field Operations. In
addition, Administrative Services provides support activities to groups and organizations
throughout the City. Administrative Services consists of Records, Property and Evidence,
Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research,
Animal Control, and Community Relations.
v *1
The Field Operations division is the part of the police department normally associated with
the provision of police services. Field Operations consists of the Patrol and Investigations
Sections.
Police Department Personnel:
19I81
FY2013
FY2014
FY2015
Total FTEs
1 103.00
105.00
105.00
19I81
Ili1NIyWe1I IT, IIkiI R1 I ZEN 111 kiI
The Police Department's Administration Division oversees the Department's two operating
divisions, Administrative Services and Field Operations.
Administrative Services activities:
• Records
• Property & Evidence
• Training & Accreditation
• Crime Prevention
• Planning & Research
• Animal Services
• Community Relations
• Computer Operations
Recent Accomplishments:
• The Iowa City Police Department is a
Nationally Accredited Police
Department, receiving its initial
accreditation from the Commission on
Accreditation for Law Enforcement
Agencies (CALEA) in March of 2002.
The reaccreditation review occurred in
December of 2013.
Staffing:
Field Operations activities:
• Patrol
• Investigations
Upcoming Challenges:
• Keeping up with rapid changes in
technology
Financial Highlights:
Personnel expenditures decreased from the FY2014 revised expenditures due to a budget
correction for pension contributions during FY2014.
31
FY2013
FY2014
FY2015 Proposed
Total FTE's
5.00
5.00
5.00
Financial Highlights:
Personnel expenditures decreased from the FY2014 revised expenditures due to a budget
correction for pension contributions during FY2014.
31
U 11MI10111.11RAIIkyj :"AUVA[11111 *1
The Administrative Services Division supports or provides services to Field Operations. The
division is commanded by a Captain and is organized into the following activities:
• Records is responsible for the recording of information, the housing and maintenance of
departmental records, reproduction and forwarding of records or data, providing copies
of records to the public, and compiles statistics for the National Crime Reporting System.
• Property & Evidence maintains all property turned into the department. This includes
found property as well of property held for evidentiary purposes. Additionally, the
property section prepares evidentiary items for transport applicable lab facilities.
• Training & Accreditation is responsible for maintaining the mandated level of training for
members of the department as well as ensuring those personnel are trained in those
areas that are necessary for the efficient functioning of the department. Monitor general
orders to ensure they comply with accreditation standards.
• Crime Prevention The officer holding the position of Crime Prevention Officer is certified
as a Crime Prevention Specialist by the American Crime Prevention Institute. The Crime
Prevention Office adheres to the philosophy that open communication is key to making
our community a safer place to live. The two new COPS grant officers will operate out of
this position.
• Planning & Research is responsible for the analyzing of statistical information compiled
by the Records Section in order to identify trends affecting the public so departmental
resources may best be deployed. This Sergeant is also responsible for dealing with
releasing information to the public and news media.
• Animal Services operates as a public safety /enforcement agency for the protection of the
public and animals of the City. The division also operates an animal center for stray and
abandoned animals.
• Community Relations is responsible for involving the community in the operations of the
police department. This may be in participating in educational programs in the schools or
participating in educational programs such as the Citizen Police Academy or
neighborhood watch activities.
• Computer Operations is responsible for the Police information technology, CAD system
support, records integration and technology. This includes wireless solutions,
communication upgrades and day -to -day support of all police computer hardware and
software, both in the station and mobile applications.
HIGHLIGHTS
• Completed fourth CALEA on -site inspection.
• The department is in the process of replacing the old squad car computers with a
new laptop which will allow officers to remove the laptop from the car and complete
the report where ever the officer wishes.
Kra
Recent Accomplishments:
• An agreement with the Cedar Rapids Police
Department guarantees usage of the CRPD
range. This was accomplished using funds from
two Department of Justice JAG awards and
forfeited funds from drug seizures. The
department will also receive free basic officer
academy tuition under this agreement.
• The department identified a new squad car and
equipment to replace the Ford Crown Victoria,
which is no longer manufactured.
• The downtown businesses and several
neighborhoods have teamed up with the COPS
grant officers to address issues in their area.
Staffing:
Upcoming Challenges:
• Starting and overseeing the
construction of the new
animal shelter.
• Implementing a dual
identification software system
to meet new FBI computer
requirements.
• Addressing the space needs
caused by the loss of the
Wilson building for property
and bike storage.
Financial Highlights:
Personnel expenditures decreased 6.7% due to staff turnover and services expenditures
decreased by 14.1 % due to software maintenance expenditures being postponed until FY2016.
19191
FY2013
FY2014
FY2015 Proposed
Total FTE's
18.00
20.00
20.00
Financial Highlights:
Personnel expenditures decreased 6.7% due to staff turnover and services expenditures
decreased by 14.1 % due to software maintenance expenditures being postponed until FY2016.
19191
IaIAI1X61UAZMAI Is] 6y
The Police Department's Field Operations Division is organized into two activities, Patrol and
Investigations. The division is commanded by a Captain.
• Patrol: The Patrol section is the largest section in the department and is responsible for
handling calls for service from the public in addition to handling special assignments and
self- initiated activities. Officers are responsible for the protection of life and property, and
help maintain peace, order, and safety for all. The patrol section is divided in to three
watches (shifts) providing 24 -hour service. Each watch is under the supervision of a
Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section
also has a canine unit, bicycle officers, Community Service Officers, Street Crimes Unit,
Special Response Team (SRT) and provides Crime Scene Technicians (CST) for the
processing of crime scenes.
• Investigations: The Investigations section is responsible for the investigation of criminal
activity beyond that which is conducted by the patrol section. The Investigations section
is headed by a Lieutenant and a Sergeant. The Investigations section has investigators
assigned to the Johnson County Drug Task Force, Domestic Abuse, in addition to
general investigators.
• Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution
of a defendant. It is an in personam (against the person) action and requires that the
government indict (charge) the property used or derived from the crime along with the
defendant. The money or items that are forfeited can only be used by law enforcement
for law enforcement equipment or law enforcement related activities. The money or
items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by
State of Iowa Code chapter 1133 in addition to federal guidelines.
HIGHLIGHTS
• Directed Patrol resources emphasizing neighborhood stabilization.
• Completion of the construction of the crime lab.
34
Recent Accomplishments:
• The Department implemented the two additional
positions under the Department of Justice COPS grant.
One of the positions focuses on the Downtown area,
and the other position focuses on specific problems in
residential neighborhoods.
• Officers worked with the Iowa City Community School
District and provided training for critical incidents to
School District employees.
• The Department's cold case investigator recently
completed an extensive investigation of a 1997
homicide which resulted in the arrest of a suspect.
• In September the Juvenile Investigator joined
representatives from Juvenile Court, the Iowa City
Community School District, and District Court Judge in
attending Georgetown University's program for
Reducing Racial and Ethnic Disparities in Juvenile
Justice Certificate Program.
• The Department recently completed construction and
implemented use of a new crime scene lab. The lab
includes updated equipment that will assist Officers in
the cultivation of evidence to lead to the successful
resolution and prosecution of criminal cases.
Staffing:
Upcoming Challenges:
• Identifying solutions to the
problems associated with the
homeless population in Iowa
City.
• Addressing the disparate
arrest /incarceration rate of the
minority population.
Financial Highlights:
Capital outlay expenditures include $170,000 for squad car replacement, $24,000 to purchase
AEDs as part of a two -year program, and $22,500 for vehicle equipment.
35
FY2013
FY2014
FY2015 Proposed
Total FTE's
80.00
80.00
80.00
Financial Highlights:
Capital outlay expenditures include $170,000 for squad car replacement, $24,000 to purchase
AEDs as part of a two -year program, and $22,500 for vehicle equipment.
35
Fire Chief:
Administrative Office Location:
Phone (Administration /non- emergency):
John Grier
410 E. Washington Street
(319) 356 -5260
Fire Department Divisions
• Fire Administration
• Emergency Operations
• Fire Prevention
• Fire Training
MISSION STATEMENT
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
DEPARTMENT DESCRIPTION
The Iowa City Fire Department is dedicated to providing the community progressive, high
quality emergency and preventive services. Sixty -four full -time firefighters provide fire,
medical, technical rescue, and hazardous materials emergency response to approximately
68,000 residents in the 24.4 square -mile incorporated area of Iowa City, including the
University of Iowa main campus. The department operates from four fire stations and staffs
four engine companies, one truck company, and a command vehicle. The Iowa City Fire
Department collaborates with many other fire protection agencies at the local, state, and
federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous
Materials Response Team, and Special Operations Response Team. The department is
organized into four functional program divisions: Fire Administration, Emergency
Operations, Fire Prevention, and Fire Training.
BIy
Iowa City Fire Department community projects include: fire safety education, fire station
tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer,
ride -along program, the Safety Village, and is a co- leader with Mercy Hospital of the
Johnson County SAFE KIDS Coalition. The department's community- driven strategic plan
for fire protection services will guide the department's path into the future.
Fire Administration is responsible for all departmental activities, accreditation, the
purchase and maintenance of computer hardware & software, and building maintenance.
The department attained reaccredited agency status through the Commission on Fire
Accreditation International in 2013. The reaccreditation process is currently underway.
Emergency Operations services include fire suppression, emergency medical services,
technical rescue, and hazardous materials response. The Fire Department responds to
over 5,000 emergency incidents annually.
Fire Prevention provides proactive prevention services, such as fire safety inspections of
commercial and University properties, site plan reviews, and fire and environmental safety
education.
Fire Training plans, develops, and coordinates in -house training activities with the
assistance of the Training Committee. Training emphases include emergency medical
services, technical rescue, fire suppression, and hazardous materials. Equipment and
apparatus purchases are also overseen by this division.
Fire Department Personnel:
KrA
FY2013
FY2014
FY2015
Total FTE's
1 65.0
65.0
64.0
KrA
IaIN:WilILTi110161I:LTA f Q01
The Fire Administration division is under the direction of the Fire Chief. The Fire Chief is
responsible for all department activities as set out by Federal or State laws, and City
ordinances. The Deputy Fire Chief is the second in command officer in the department and is
responsible for homeland security initiatives, fire service accreditation, the maintenance and
purchase computer hardware and software, and other special projects. The Battalion Chief
assigned to the Administration and Support Division is responsible for maintenance of buildings
and grounds, calendar administration, the Health & Safety Committee, uniforms, physicals and
immunizations.
The ICFD continues to accomplish many goals and objectives to improve services, as
determined by stakeholders. The department was first accredited by the Commission on Fire
Accreditation International (CFAI) in August 2008. The department recently completed its first
reaccreditation in 2013. Maintaining accredited status demonstrates a commitment to
excellence and continuous quality improvement.
HIGHLIGHTS
• Developing in partnership with CFAI a professional development and credentialing
program for current and aspiring company fire officers. The program will elevate the
technical and professional competencies of the ICFD company officer corps.
• The ICFD has rolled out a new scheduling and callback software solution to automate
staffing needs and save time.
• Two of the ICFD's Battalion Chiefs completed the National Fire Academy's four -year
Executive Fire Officer Program, successfully earning the EFO professional designation.
• After serving nearly 35 years and 17 years as fire chief, Andy Rocca retired from the
department on May 13, 2013. John Grier was appointed fire chief on August 21, 2013.
Recent Accomplishments:
• The Department was reaccredited by
the Commission on Fire Accreditation
International (CFAI). The ICFD is one of
only 178 accredited fire departments in
the world.
WA
Upcoming Challenges:
• Succession planning for anticipated
retirements in the command staff.
• Reorganize job responsibilities of
command staff to account for the
loss of our administrative secretary
position.
• Maintenance of aging facilities at
Stations 1 and 3
Staffing:
Financial Highlights:
The capital outlay budget includes $18,000 for one Mobile Data Computer (MDC) for Training
Officer vehicle (backup Command Vehicle) and two mobile radios for Fire Chief and Deputy
Chief vehicles.
39
FY2013
FY2014
FY2015 Proposed
Total FTE's
4.00
4.00
3.00
Financial Highlights:
The capital outlay budget includes $18,000 for one Mobile Data Computer (MDC) for Training
Officer vehicle (backup Command Vehicle) and two mobile radios for Fire Chief and Deputy
Chief vehicles.
39
IAkviIAZTC]Aki [WKS]»ZATAI Is] 0W
The Fire Emergency Operations division works a three -shift system. Each duty shift is
comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and
14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This
division is directly responsible for all emergency incident response. Calls for service are divided
into four categories: fire suppression, emergency medical services, technical rescue, and
hazardous materials.
• Fire Suppression: ICFD personnel spend time mitigating various types of fires, as well as
time responding to false alarms. Firefighting activities typically require more resources
(personnel, equipment, etc.) than any other type of emergency. Fires also have a greater
potential to harm people and property than other emergencies. The department
continually seeks ways to decrease response times to all emergencies.
• Emergency Medical Services: All ICFD personnel are certified to at least the Emergency
Medical Technician —Basic (EMT -B) level. The department does not transport patients,
but rather serves as first responders in conjunction with Johnson County Ambulance
Service paramedics as part of Johnson County's tiered response system.
• Technical Rescue: Technical rescue includes those incidents where a successful
operation requires the rescuer(s) to employ special knowledge, skills, tools, and
techniques. The ICFD provides several technical rescue services: water and ice
emergencies, trench and structural collapse rescue, vehicle and heavy machinery
rescue, rope rescue, and confined space rescue. The Special Operations Response
Team (SORT) keeps skill levels high with team training in addition to regular company
and shift training on various rescue disciplines.
• Hazardous Materials Response: The department continues to be active and take a
leading role in the Johnson County Hazardous Materials Response Team ( JCHMRT),
which includes 14 ICFD personnel. The JCHMRT consists of 27 members who are
trained and certified to the Hazmat Technician level.
HIGHLIGHTS
• In 2013, emergency service demand continued to increase. The ICFD responded to
over 5500 incidents, a 6 percent over 2012. Total call volume has increased by 24% in
the last five years.
• Fire personnel responded to 204 fire emergencies, resulting in $2.7 million in property
damage. The largest single fire loss was estimated at more than $1.6 million for a fire
that occurred at the Johnson County Secondary Roads facility.
• The ICFD continues to experience a troubling number of simultaneous emergency calls
for service. In 2013, 22% of emergency incidents were overlapping.
E1111
Recent Accomplishments:
• Transitioned all responders to new EMT
certification as directed by the Iowa
Department of Public Health.
• Established a quantitative fit - testing
process for all firefighters.
• Instituted the Blue Card incident
management system for all emergency
incidents.
• Augmented EMS diagnostic abilities for
diabetic emergencies by placing
glucometers on every apparatus.
• Adjusted response protocols to include an
additional engine company for probable or
confirmed structure fires, to comply with
CFAI recommendations.
• Modified fire alarm response assignments
to reflect the risk demonstrated by
historical data.
• Increased our tactical capabilities by
instituting wide -area search protocols for
instances involving victims lost in wooded
areas or people who wander from
assisted - living facilities.
• Enhanced trench rescue capability by
adding soil vacuum equipment that can
quickly expose victims of trench collapse.
Staffing:
Upcoming Challenges:
• Meeting established response time goals.
Growth and development on the east,
southeast and west create response time
challenges.
• Develop a training curriculum and
schedule to gain additional proficiencies in
emergency response to hazardous
materials incidents.
• Research and determine how to best
provide emergency medical services.
Financial Highlights:
Services expenditures decreased by 13.4% due to a decrease in vehicle repair and
maintenance internal charges to the Equipment fund from the fiscal year 2014 budget
($95,000). The fiscal year 2015 internal charges ($56,700) is a 4% increase from the fiscal year
2013 actual internal charges ($54,000) for vehicle repair and maintenance.
41
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 59.00
59.00
59.00
Financial Highlights:
Services expenditures decreased by 13.4% due to a decrease in vehicle repair and
maintenance internal charges to the Equipment fund from the fiscal year 2014 budget
($95,000). The fiscal year 2015 internal charges ($56,700) is a 4% increase from the fiscal year
2013 actual internal charges ($54,000) for vehicle repair and maintenance.
41
a INQUNWjAki III I Is] 0I
The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code
compliance, fire origin and cause determination, and public education programs.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as
such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all
fire prevention activities, including fire /arson investigation, code enforcement inspections, and
public education. A shift fire inspector conducts inspections of liquor license establishments,
schools, day care centers, churches, and City buildings. Emergency operations personnel
conduct fire safety inspections of all commercial and University of Iowa buildings.
The FPB continues to conduct regular inspections for businesses, churches, daycares, schools,
and university buildings. Multiple educational opportunities exist with each inspection: an
opportunity to increase fire safety awareness through explanation of a violation and associated
hazard, firefighters can become familiar with the building, and an opportunity to foster
community relationships.
The wide range of activities provided by fire and life- safety educators include daycare /preschool
and school presentations, Kids Safety House visits, Safety Village, U Resident Assistant Fire
Academy, senior safety tips for older adults, and crowd manager training for assembly
occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the
department has also trained additional personnel and designated Station 4 as a child safety
seat "FIT Station."
Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a
company officer and /or a member of the fire investigation team in an attempt to determine the
origin and cause. Fire investigation team members have received specialized training and are
required to complete continuing education requirements.
HIGHLIGHTS
• In 2013, the FPB conducted 1,649 fire and life- safety inspections
• In 2013, the FPB investigated 204 fire incidents. As in years past, the kitchen remains the
reported area of origin for the majority of fires; unattended cooking accounted for the largest
number of these fires.
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Recent Accomplishments:
• Instituted a continuing education program
for members of the Fire Investigation
Team.
• Fire Marshal Grier promoted to Fire
Chief; Battalion Chief Brian Greer
laterally transferred to Fire Marshal on
September 9, 2013.
• Provided 14 sessions of Crowd Control
Manager training to employees of
assembly occupancies.
• Conducted 6 child safety seat fit clinics at
fire station #4.
Staffing:
Upcoming Challenges:
• Identify efficiencies to coordinate the
needs of fire and life safety activities
against the demands of emergency
services.
• Obtain training and education necessary
to gain fire code and origin and cause
certifications for the Fire Marshal
Financial Highlights:
Capital outlay expenditures increased due to funding for the replacement of two fire department
vehicles, which are used by the Deputy Fire Chief ($27,000) and the Fire Marshal ($27,000).
El 191
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 1.00
1.00
1.00
Financial Highlights:
Capital outlay expenditures increased due to funding for the replacement of two fire department
vehicles, which are used by the Deputy Fire Chief ($27,000) and the Fire Marshal ($27,000).
El 191
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The Fire Training division is under the direction of the assigned Battalion Chief and the Training
Officer. They plan, develop, and coordinate in -house training activities with the assistance of
the Training Committee. This division is directly responsible for training in the areas of
emergency medical services, technical rescue, fire suppression, and hazardous materials. The
division is also responsible for purchasing tools, equipment, radios, protective clothing; and
purchase and repair of fire apparatus.
HIGHLIGHTS
2013 training activities include:
• For the year: 3,039 classes; 11,857 attendees; 32,270 hours logged
• Company training: 642 classes; 2,364 attendees; 16,276 hours logged
• Department level training: 156 classes; 2,381 attendees; 1,935 hours logged
• Outside training & education: 720 hours logged
• Physical fitness training: 1,715 classes; 5,744 hours logged
• Firefighter orientation training: 127 classes; 469 hours logged
• Training Center utilized by other agencies /departments: 61.5 hours logged
Recent Accomplishments:
• Development of a senior high school
Fire Cadet program to aid diversity
recruitment initiatives.
• Conducted three six -week candidate
orientation classes.
• Implemented skills based performance
testing for individual, company, and
multi- company operations.
Staffing:
Upcoming Challenges:
• Planning for the retirement /replacement of
the ICFD Training Officer and
Equipment /Training Battalion Chief.
• Maintaining high -risk, low- frequency
technical proficiencies.
• Short term planning for the loss of our
Training Center due to the redevelopment
of the north wastewater treatment site.
• Long term planning for a new ICFD training
center at a site to be determined.
Financial Highlights:
Expenditures decreased by 13.1 % due to the reduction in capital outlay. Services expenditures
increased by 17.6% due to certifications for officers to meet CFAI /Strategic Planning
recommendations ($3,000), as well as the network and internet internal service charges to the
Information Technology Services fund ($7,800). Also, supplies expenditures decreased by 40%
due to minor equipment and furniture ($7,500), as well as reference materials and books
($4,000).
44
FY2013
FY2014
FY2015 Proposed
Total FTE's
1.00
1.00
1.00
Financial Highlights:
Expenditures decreased by 13.1 % due to the reduction in capital outlay. Services expenditures
increased by 17.6% due to certifications for officers to meet CFAI /Strategic Planning
recommendations ($3,000), as well as the network and internet internal service charges to the
Information Technology Services fund ($7,800). Also, supplies expenditures decreased by 40%
due to minor equipment and furniture ($7,500), as well as reference materials and books
($4,000).
44
Housing and Inspection Services Director: Douglas Boothroy
Office Location: 410 E. Washington St.
Phone: (319) 356 -5120
Housing & Inspection Services Divisions
General Fund Enterprise Fund
• Administration • Housing Authority
• Building Inspection
• Housing Inspection
MISSION STATEMENT
The mission of the Department of Housing & Inspection Services is to protect the health,
safety, and welfare of the general public through the enforcement of a broad range of public
health and safety regulations (i.e., zoning, nuisance, building codes, rental housing,
environmental, etc.). The department is responsible for providing affordable housing
opportunities through the Housing Choice Voucher, Public Housing, and Homeownership
programs.
DEPARTMENT DESCRIPTION
Housing and Inspection Services (HIS) includes the following General Fund divisions: HIS
Administration, Building Inspection, and Housing Inspection. The Iowa City Housing
Authority, also part of HIS, is funded with federal grants; this division is found in the
Enterprise Fund section of this budget.
HIS Administration supports departmental divisions to provide high quality, proactive
services and programs that protect and enhance the quality of life for all citizens through
opportunities for affordable housing and the equitable, timely, and effective enforcement of
land use regulations while conserving the integrity of neighborhoods.
The Building Inspection division enforces a number of codes and ordinances which relate
to new construction and the maintenance of existing structures in order to protect the health
and safety of the general public, and is entirely supported by permit and inspection- related
fees. The division issues building permits for new construction, additions, alterations and
repairs, sign and professional permits including mechanical, plumbing, fire sprinkler, and
alarms. All building site plans are reviewed and inspections are conducted to ensure safe
and proper construction in adherence with code. The division also enforces zoning
ordinances and responds to complaints of nuisance - related ordinance violations.
Eti7
The Housing Inspection division inspects more than 18,000 rental units biannually, working
with property owners, managers, and tenants to ensure conformance with the Iowa City
Housing Code. Code language establishes minimum health and safety standards considered
necessary to protect and promote the welfare of tenants and the general public. The division
also enforces zoning ordinances and responds to complaints of nuisance - related ordinance
violations.
The Iowa City Housing Authority (ICHA) division acts as a community leader for affordable
housing, family self- sufficiency, and homeownership opportunities. We provide: Information
& Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also
manages the operations of the Peninsula Apartments reported in the Special Revenue
Funds — Peninsula Apartments Fund.
Housing & Inspection Personnel:
El y
FY2013
FY2014
FY2015
Total FTEs
1 28.73
25.74
23.74
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1 00 1 Mil 1]M 11011.11 ZLVV I Is] 011
The Department of Housing & Inspection Services Administration Division is responsible for
oversight and support of the department's three operating divisions, Building Inspection,
Housing Inspection, and the Iowa City Housing Authority.
Administration personnel include the Housing and Inspection Services Director and a Code
Enforcement Assistant.
HIGHLIGHTS
• The City is currently increasing the usage of a new web -based plan and document
workflow system that was implemented which allows citizens, architects, and developers
to initiate and complete plan submission, reviews, and approval.
Staffing:
Financial Highlights:
Miscellaneous code enforcement revenues increased by 275% due to an increase in the level of
enforcement of the City's nuisance codes.
E, VA
FY2015
FY2013
FY2014
Proposed
Total FTE's
2.00
1 2.00
1 2.00
Financial Highlights:
Miscellaneous code enforcement revenues increased by 275% due to an increase in the level of
enforcement of the City's nuisance codes.
E, VA
1:1,1J141]10 Los 106yUx61 11:0101
The Building Inspection Division is responsible for enforcement of all codes and ordinances
regulating the protection of the public health, safety and general welfare as it relates to the built
environment and maintenance of existing structures.
Issuing all permits for new construction, additions, alterations, repairs and signs is one of the
key functions to the Building Inspection Division. The Building Inspection Division enforces the
following construction codes:
2009 International Building / Residential Code, as amended
2009 International Mechanical Code
2009 Uniform Plumbing Code, as amended
2009 International Fire Code
2009 International Fuel Gas Code
2008 National Electrical Code, as amended
In addition to the above codes, the Building Inspection Division enforces the Zoning, Sign,
Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and Construction
Site Runoff Ordinances. Enforcement of snow and ice removal from public sidewalks is also a
responsibility of the Building Inspection Division.
HIGHLIGHTS
• Total value of construction in 2013, through November, was $179 million, up $10 million
from the total calendar year 2012 and is the highest value over the last 10 calendar
years.
Recent Accomplishments:
• Reviewed 95% of building permit
applications within 2 days of receipt and
99% were reviewed within 6 days of
receipt
• Issued 81 % of building permits within 14
days of receipt, 93% within 30 days of
receipt, and 98% within 60 days of
receipt
Cfl
Upcoming Challenges:
• Update of technologyto increase
efficiency and enhance customer service
• Increase electronic submittals of plan
documents
• Scanning of subdivisions files to
make accessible electronically
• Activate process to allow inspection
activities to be emailed to clients
after each inspection
Staffing:
Financial Highlights:
Services expenditures decreased by $50,033 or 26.6% due to the discontinuance of software
maintenance on the City's permit software, and the planning of its replacement in the capital
improvement program.
RI
FY2013
FY2014
FY2015 Proposed
Total FTE's
7.80
6.30
6.30
Financial Highlights:
Services expenditures decreased by $50,033 or 26.6% due to the discontinuance of software
maintenance on the City's permit software, and the planning of its replacement in the capital
improvement program.
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I:[6l11ylki [HI01lyUx01 Is] 01I
The mission of the Housing Inspection Division is to ensure the housing facilities are of the
quality necessary to protect and promote the health, safety, and welfare of not only those
persons utilizing these facilities, the general public as well. We strive to achieve these goals and
contribute to the overall mission of the City by:
• The inspection of all rental properties located in the City on a two year cycle.
• The inspection of all housing related to the Housing Authority's Housing Choice Voucher
Program.
• Investigating and resolving housing and nuisance complaints for all properties.
The City of Iowa City began the rental housing inspection division in the mid 1970's. The
division has four full -time inspectors, inspecting more than 18,000 rental units bi- annually. We
work with owners, property managers and tenants to ensure conformance with the Iowa City
Housing Code, which establishes minimum health and safety standards necessary to protect
and promote the welfare of tenants and the general public as well. We achieve this purpose by
inspecting all rental property on a systematic basis. Currently, multi - family structures (e.g. those
buildings with three or more units), single family, and duplex structures are inspected every two
years. Fraternities and sororities are inspected annually. Complaint inspection may be made
upon request. In an effort to promote healthier neighborhoods we have shifted to more pro-
active inspections in our core neighborhoods to address nuisance trash and litter violations.
HIGHLIGHTS
• Maintained a two -year inspection cycle for all rental properties
• Added 100 properties to the rental permit roles
Recent Accomplishments:
• 1,600 housing assistance inspections
conducted for the Iowa City Housing
Authority.
• 98.1 % of rental cases brought into
voluntary compliance.
• Implemented the use of ICgovXpress, a
cloud based complaint tracking
software.
6.101
Upcoming Challenges:
• Continue to monitor all available
resources to find over - occupied rentals
and properties rented without permits.
• Facilitate the expansion of ICgovXpress
to all City departments.
• Expand pro - active neighborhood code
enforcement efforts.
Staffing:
Financial Highlights:
Construction permit and inspection revenues are budgeted to increase by 29% as the City's
building construction has continued to rebound.
51
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 5.75
5.25
5.25
Financial Highlights:
Construction permit and inspection revenues are budgeted to increase by 29% as the City's
building construction has continued to rebound.
51
To improve quality of life, the Iowa City Housing Authority acts as a community leader for
affordable housing, family self- sufficiency, and homeownership opportunities. We provide
information and education, housing assistance, and public and private partnership opportunities.
The Housing Authority is a division of the Department of Housing & Inspection Services
established in 1969 to administer housing assistance programs throughout its jurisdiction,
including all of Johnson County and portions of Iowa and Washington Counties.
Annually, the Housing Authority assists approximately 1,300 low- income families to acquire and
maintain affordable housing through rental and ownership programs. Rental assistance includes
the Housing Choice Voucher /Section 8 (HCV), Public Housing, and Veterans' Supportive
Housing (VASH) Programs. Homeownership opportunities exist under the Tenant -to -Owner
Program, Affordable Dream Homeownership Program, and the HCV Homeownership Program.
Participation in all programs requires the families meet federally established income guidelines.
The Housing Authority's budget is organized into three activities: Administration, Voucher
Programs, and Public Housing. The division also manages Peninsula Apartments units; a
description of this activity may be found in the Special Revenue Fund section of this document.
Housing Authority Administration
Housing Authority Administration personnel manage all of the housing programs. These
expenditures are fully allocated to the Voucher and Public Housing programs.
Voucher Programs
The Housing Authority works with over 400 owners/ landlords and administers 1250
HCV and VASH vouchers. These Owners /landlords receive approximately $6
million /year in rental subsidy paid on behalf of Housing Authority participants.
Public Housing
The City of Iowa City owns 81 public housing units; the Housing Authority serves as the
landlord and rents these units to eligible tenants. They are low- density units scattered
throughout Iowa City and were constructed to conform and blend into the existing
neighborhood architecture.
HIGHLIGHTS
• The Housing Choice Voucher Program paid approximately $5.8 million in Housing
Assistance Payments to landlords /owners of rental properties in Johnson County in FY2013
(98% vouchers utilized)
• The Housing Authority paid over $298,098 to private sector Iowa City contractors for the
capital improvement, general maintenance, and repair of Public Housing properties in
FY2013
• Since 1998, 159 families have moved to homeownership with assistance from the Housing
Authority.
6914
Recent Accomplishments:
• 1,600 housing assistance inspections
conducted for the Iowa City Housing
Authority
• In FY2013, maintained a 98% lease -up
rate for the HCV and VASH programs;
98% for Public Housing.
• Maintained a 100% lease -up rate for the
Peninsula Apartments.
Staffing:
Upcoming Challenges:
• Dispelling damaging myths regarding
Housing Authority programs and
participants
• Maintain lease -up rates of at least 98%
for the HCV, VASH, and Public Housing
programs in spite of sequestration
budget cuts.
• Continue efforts to ensure program
integrity by monitoring landlord /tenant
compliance with program
responsibilities.
• Continue to support homeownership
opportunities.
Housing Program Assistant reduced from 5.0 FTE to 4.0; Housing Assistant reduced from 1.25
to .25.
Financial Highlights:
Public Housing expenditures are up by $157,978 or 31 % and Housing Voucher program
expenditures are down by 11.2 %. Part of this reflects a change in Administration cost sharing
by shifting the split from 95% voucher /5% public housing to 78% voucher /22% public housing.
The most significant part of the decrease in Housing Voucher program expenditures, however,
is due to a budgeted decrease in landlord rent expenditures by $621,582 or 9.7 %. This is also
reflected in the budgeted decrease of Federal intergovernmental revenue.
WN
FY2013
FY2014
FY2015 Adopted
Total FTE's
13.13
12.19
10.19
Financial Highlights:
Public Housing expenditures are up by $157,978 or 31 % and Housing Voucher program
expenditures are down by 11.2 %. Part of this reflects a change in Administration cost sharing
by shifting the split from 95% voucher /5% public housing to 78% voucher /22% public housing.
The most significant part of the decrease in Housing Voucher program expenditures, however,
is due to a budgeted decrease in landlord rent expenditures by $621,582 or 9.7 %. This is also
reflected in the budgeted decrease of Federal intergovernmental revenue.
WN
Parks & Recreation Director: Mike Moran
Parks Division Office Location: 2275 South Gilbert Street
Phone: (319) 356 -5107
Recreation Division Office Location: 220 South Gilbert Street
Phone: (319) 356 -5100
Parks & Recreation Divisions
• Administration
• Parks Operation & Maintenance
• Recreation
• Cemetery Operations
MISSION STATEMENT
Provide a high - quality level of leisure time opportunities, increase the number of people
served, improve the quality of program delivery, and advocate the benefits of recreational
involvement to the general public.
We strive to enhance the quality of life for residents of Iowa City by providing cost - effective,
quality programs and services, facilities, parks, open spaces, and information as an essential
link in creating a dynamic, vital community.
DEPARTMENT DESCRIPTION
The Parks & Recreation Administration division oversees the operation of the Parks
Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City
Hall maintenance operations (Government Buildings), and supports the City's Farmers
Markets.
The Recreation division manages the operation of the City's recreation facilities and
programs. The City offers programs in youth & adult sports, aquatics, culture & art programs,
and special populations involvement programs designed for persons of all ages with special
needs. The division also helps organize the annual Farmer's Market and Market Music
programs.
54
The Park Maintenance division oversees the maintenance of the City's green space and 43
designated parks. Duties include: cleaning, repairing, and maintaining park shelters;
mowing, snow and ice removal; and repair of park fixtures such as picnic tables and
garbage racks. Staff also assist organized sports groups through the operation of lighting
and irrigation systems. Staff prepare community gardens and manage dog parks, City
Park's carnival rides, and the City's disc golf course, among others. This division also
oversees Forestry and Central Business District maintenance operations.
The Cemetery Operations division occupies 40+ acres adjacent to the western edge of
Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date.
Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist
family members and funeral homes regarding funeral arrangements, manage billing and
maintain records, and assist with genealogy requests.
Boards and Commissions:
A nine member Parks and Recreation Commission is appointed by the City Council to
recommend and review policies, rules, regulations, ordinances and budgets relating to parks,
playgrounds, recreational centers and cultural functions of the city and make such reports to the
City Council as the Commission deems in the public interest.
Parks & Recreation Personnel:
tixy
FY2013
FY2014
FY2015
Total FTEs
1 44.25
44.25
44.25
tixy
Parks & Recreation Administration is responsible for the oversight and support of the
department's operating divisions. The division's budget is organized into four activities:
Administration, Parkland Acquisition, Farmers Market, and Government Buildings.
Administration
Administration personnel includes the Parks & Recreation Director and an Administrative
Secretary responsible for management of the department.
Parkland Acquisition
This activity accounts for the costs association with acquiring additional parkland.
Farmers' Market
Farmers' Market makes homegrown fruits, vegetables, homemade baked goods,
foodstuffs, handcrafts, and flowers available. The market season May through October
is held on Wednesday evenings and Saturday mornings. Also, the market season
November through April is held on Saturday mornings.
Market Music features performances by local musicians on Wednesdays, June through
September, in Chauncey Swan Park before and during the Farmers' Market.
Government Buildings
Government Buildings staff provide routine custodial services and other periodic
maintenance projects for City Hall, utilizing a combination of in -house and contracted
services. Staff provide daily cleaning and maintenance for this 64,445 sq. ft. building,
including Police and Fire facilities which are in operation 24/7. HVAC zones are also
maintained daily for optimal energy efficiency, productivity, and comfort.
HIGHLIGHTS
The Iowa City started a Winter Farmers' Market in 2013
Staffing:
1.14
FY2013
FY2014
FY2015 Proposed
Total FTE's
6.83
6.83
6.83
1.14
Financial Highlights:
Administration — Services expenditures have decreased by 28.1 % due to outside printing
services ($2,600), as well as charges for travel and training expenditures ($1,600). Also, there
was a decrease in the network, internet, and application development internal service charges
to the Information Technology Services fund ($2,100).
Farmers' Market — The fiscal year 2014 budget and the 2015 budget have increased revenues
and expenditures due to the addition of a winter farmer's market.
Government Buildings — Services expenditures increased by 112% due to a change in the
method of allocating network and internet internal service charges to the Information
Technology Services fund.
ti -YA
0 x61 :7 *1I [s] k
The Recreation Division manages the operation of the City's recreation facilities and programs.
The City offers programs in youth & adult sports, aquatics, culture & art programs, and special
population involvement programs designed for persons of all ages with special needs. The
division's budget is the sum of eight areas: Administration, Rec Center Operations, Building
Maintenance, Social & Cultural Activities, Aquatics, Special Populations Involvement (SPI),
Youth Sports, and Adult Sports.
Recreation Administration
Administration personnel include the Recreation Superintendent, Office Coordinator, and
a Senior Clerk Clerk /Typist. Administration provides oversight and support for the
division.
Rec Center Operations
The Iowa City Recreation Division provides recreational facilities for everyone. The
Robert A. Lee Community Recreation Center houses a variety of activity spaces
including: a gymnasium, weight room, pool, game room, racquetball court, craft room,
social hall, and potter's studio. A kitchen and meeting rooms are also available for
public use. Open gym and game room play includes basketball, volleyball, table tennis,
billiards, foosball, and table games. In addition to scheduled programs, day -to -day open
public use is available in the weight room and exercise room.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides
gymnasiums, a game room, and multipurpose rooms.
Grant Wood Gym is located at Grant Wood elementary school.
Building Maintenance
Recreation Division staff are responsible for maintenance, repair, and improvements at
the City's recreation facilities. This includes recreation equipment within these facilities.
Social & Cultural Activities
Cultural and social programs are provided year -round for all ages. Most art programs
are offered in 4, 5, 8, and 10 week sessions and are available 48 weeks of the year.
The division sponsors a children's theatre in cooperation with the Young Footliters and
the Iowa City Community Theatre. A potter's studio, darkroom, watercolor studio,
painting facilities, print shop, and craft room are available year- round.
Special events, workshops, and clinics include coach's training, trips, teen dances, artist
residencies, music performances, holiday events, and no- school day activities.
61.1
Summer camp offers eight weeks of swimming, crafts, roller skating, field trips, sports,
and elective camps. This indoor /outdoor camp consists of eight one -week sessions for
children completing grades K -6.
Playgrounds provide supervised activities in several Iowa City park sites. Sports,
games, crafts, and special events are included. This eight -week summer program is
designed for children completing grades K -6.
Aquatics
Aquatics programs offer a variety of levels in swimming instruction. Along with lessons,
the Robert A. Lee Community Recreation Center pool is available at various hours for
public swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center,
completed in 1988, is indoors and offers a variety of programs as well. The division
maintains one outdoor pool at City Park for summer classes and open swim.
City Park Pool is located outdoors on Park Road in Upper City Park on the northwest
side of Iowa City. This is a T- shaped pool featuring a super shallow area on both sides
of the 'T,' a 50 -meter and 25 -yard lap swim area, and two (2) one -meter and one (1)
three -meter diving boards. The pool depth ranges from 1 to 14 feet. The facility also
features a small wading pool for use by young children being directly supervised by a
responsible adult (16 years or older). The City Park Pool is open from Memorial Day to
Labor Day.
Mercer Aquatic Center is divided into three separate sections. The deep section is on the
east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and
contains two (2) one -meter diving boards. The middle section is 25 yards long; depth
ranges from 4'2" to 46 ". The shallow section is on the west end of the pool. It is
approximately 2'6" to 4'. There is an outside wading pool area which requires children to
have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person
spa.
Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L-
shaped pool featuring a 25 -yard main body, with the water ranging from 3 to 5 feet in this
area and a rock climbing wall. There is a wading pool area which requires children to
have adult supervision. This pool is in operation on a year -round basis.
Special Populations Involvement
Special Populations Involvement (SPI) programs provide year -round recreation for
persons with special needs of all ages and ability levels. A principal goal for the
programs is to enhance independent leisure skills and lifestyles of persons with various
disabilities. SPI programs promote skill development and offer educational activities,
while maintaining the recreational values. The SPI programs are offered year -round
through five- and ten -week programming sessions. Each session includes programs
and activities in the following recreation areas: sports and fitness, arts, music and
W1
movement, independent living skills, special events, clubs, and social activities. The SPI
program offers year -round Special Olympics sports training and competition.
Youth Sports
Youth sports and wellness programs offered by the Iowa City Recreation Division are
diverse and well- attended by community residents. Year -round programs are
established for all ages. Youth sports include flag football, basketball, volleyball, softball,
baseball, tennis, and a variety of special events such as the Hershey Track and Field
Meet. The youth sports programs follow a basic philosophy that the child and learning
come first and competition second. Programs are designed to allow for instruction, full -
participation, and fun. The Recreation Division also works cooperatively with local
sports associations to provide program opportunities.
Tennis lessons for youth run approximately eight weeks in the summer (two four -week
sessions) at both City Park and Mercer Park. In addition to our regular tennis program,
the Iowa City Recreation Division works closely with the United States Tennis
Association (USTA) to provide classes, tournaments, and special events.
Gymnastics instruction is offered year- round. Parent Tot Tumbling (2 -3 year olds) and
Tiny Tumblers (3 -5 year olds) meet twice weekly during the school year. Saturday
classes (2 -8 year olds) are offered for five -week sessions, meeting one time per week
throughout the year.
Teen programming provides various after - school activities and special events for teens
to participate in. The Scanlon Gymnasium's main focus is to provide a safe environment
for teens.
Adult Sports
Adult sports programs include men's, women's and co- recreational basketball, volleyball,
and softball leagues. Over 100 teams participate in our summer softball leagues and 40
in the fall league. Up to 100 teams are involved in volleyball and 50 teams in basketball.
Competitive and recreational fall, winter, and spring leagues are established to meet
participants' interests.
Aerobics, fitness, and wellness classes run year- round. Classes are established for
those persons just beginning to those individuals who are advanced. Both low- impact
and high- intensity aerobics are offered. Step aerobics, aquacize, and exercise classes
are popular.
HIGHLIGHTS
• Over 1,000 activities are offered annually
• Parks and Recreation activity registration increased 7% compared to previous year
Nu
Recent Accomplishments:
• In FY13 ActiveNet, a web -based
information and customer registration
system, became available to users.
ActiveNet allows for easy online
registration for classes, programs, and
events; check availability and reserve
online park shelters, meeting rooms,
and other facilities; and online renewal
of swimming pool passes.
Staffing:
Upcoming Challenges:
• Continue to pursue collaborations with
area schools, neighborhood
associations, the University, and the
Senior Center
• Update fee structure to work toward cost
recovery goal
Financial Highlights:
Services expenditures increased by 16.5% due to the addition of support for the minority
recreation programming of $30,000 and the additional financial services and charges from the
new ActiveNet system of $12,700. Also, there was an increase in gas utilities charges ($10,800)
and the internal charges to the Information Technology Services fund ($24,100). Supplies
expenditures decreased by 12.4% due to a decrease in other chemicals and supplies for pool
operations of $16,800, recreational program supplies of $4,900, other surfacing materials of
$4,000, and plumbing supplies of $3,800.
Cil
FY2013
FY2014
FY2015 Proposed
Total FTE's
15.42
15.42
15.42
Financial Highlights:
Services expenditures increased by 16.5% due to the addition of support for the minority
recreation programming of $30,000 and the additional financial services and charges from the
new ActiveNet system of $12,700. Also, there was an increase in gas utilities charges ($10,800)
and the internal charges to the Information Technology Services fund ($24,100). Supplies
expenditures decreased by 12.4% due to a decrease in other chemicals and supplies for pool
operations of $16,800, recreational program supplies of $4,900, other surfacing materials of
$4,000, and plumbing supplies of $3,800.
Cil
:0NIN►viP_11ki III IAki P_101 [a9
The Park Maintenance division cares for the City's 1,500+ acres of parkland and open /green
space. This includes 43 designated parks with 53 outdoor shelters, 33 playground structures,
17 restroom facilities, over 28 miles of trails, and 2 splash pads. The division also maintains
City -owned trees. The division's budget is organized into four activities: Administration,
Operations, Forestry, and Central Business District (CBD) Maintenance.
Park Maintenance Administration
Administration personnel include the Superintendent of Parks & Forestry, and
Clerk/Typist. Administration provides oversight and support for the division.
Park Maintenance Operations
Daily staff responsibilities include visiting all designated parks, cleaning and securing
restroom facilities and providing for trash removal. Other regular duties include the
following:
• Park Shelters: Staff is responsible for shelter cleaning, preparation, maintenance
and repair. Annual repair and maintenance includes siding, roofs, plumbing, windows
and doors; painting, concrete work, and construction of building additions to any or
all of these facilities. Installing new play equipment, inspecting, repairing and
maintaining existing play structures.
• Sports Fields: Staff is responsible for 23 competition level ball fields, 4 practice fields,
20 competitive soccer fields and 5 general purpose /multi use sport fields. Ball fields
are prepped daily for practices and games from May through October. Soccer fields
are re- seeded, re- lined, moved to spread spot ware, daily, weekly and monthly.
• Mowing: Scheduled mowing includes 490 acres of residential -style turf, and 220
acres of rough areas along highways and in water retention areas. Efforts are also
made to remove invasive vegetation when possible.
• Snow and ice removal: Access roads, parking areas, 28.5 miles of trails and
sidewalks and the City Park ice skating area are maintained during winter months,
weather permitting.
• Repair of park fixtures: Fixtures such as picnic tables (375) and garbage racks (260)
are inspected and repaired as needed by staff during winter months.
Forestry
Forestry staff provide arboricultural services for the trees located in the city right -of -way,
city parks, open space, and other public property as needed. Forestry staff respond to
and resolve service requests regarding hazardous trees, low limbs, and diseased trees.
Staff continually perform routine street tree pruning throughout the city. Forestry staff
respond to after -hours storm damage of public and private trees when they impact a
public facility or service. Forestry staff issue and inspect contracts for tree and stump
removal and tree planting. Forestry staff regularly advise Engineering and Housing
Inspection Services staff regarding tree protection during construction and /or demolition
WOA
projects, species selection for building permits, zoning requests, and hazardous tree
assessment on private property.
Forestry staff will complete or provide action on all service requests within 30 days of
receipt of the request. The division will plant a minimum of 125 trees per year, and will
prune 1800 per year. Hazardous tree or limb requests will be considered to pose an
imminent threat and will be inspected within 72 hours of receipt of the request, and will
be prioritized according to the degree of threat. Staff is also responsible for keeping
streets open for emergency vehicles and emergency work (caused by wind, ice, etc.).
Central Business District (CBD) Maintenance
This activity provides for grounds maintenance in the City Plaza (pedestrian mall) and
adjacent areas, including City Hall and Chauncey Swan Park. This includes, but is not
limited to the following responsibilities:
• Ground litter and leaf removal in the City Plaza on a daily basis throughout the year,
and twice per week in outer areas for the spring, summer, and fall seasons
• Design, installation and maintenance of planting beds with annuals and perennials in
the aforementioned areas and various city parks
• Assist organizations and persons in preparations for special events held in the City
Plaza
• Snow and ice removal of natural accumulations in the City Plaza, including clearing
sidewalk areas, the fire lane and a minimum of two crosswalks per half block.
• Snow and ice removal to various City -owned park areas, bridges, and right -of -ways
on assigned routes, as needed.
• Maintenance of site furnishings: play equipment and surfaces, trash receptacles,
bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the
Weather Dance Fountain, recycling units and tree grates.
HIGHLIGHTS
• Acquired the Ned Ashton House in the Parkview Terrace neighborhood. The house is listed
on the National Register of Historic Places and was damaged during the 2008 flood. The
property will be rented as a venue for events such as weddings, receptions, and meetings.
Recent Accomplishments:
• Opened the Terry Trueblood Recreation Area
(TTRA) marina lodge, completing phase III of the
TTRA development
• Installed new shelters in Reno Street Park and
Mercer Park, as well as new play structure at
Kickers soccer park.
• Completed the new splash pad at Fairmeadows
Park and new restroom at South Hickory Hill Park.
M1
Upcoming Challenges:
• Continue to prioritize maintenance
projects and facility upgrade
Staffing:
Financial Highlights:
Park Maintenance Administration — Services expenditures decreased by 19.7% due to no
interest expenditures on an inter -fund loan from the Landfill fund that was paid back in fisca
year 2013 ($5,500) and the network and internet internal service charges to the Information
Technology Services fund ($4,300). Personnel expenditures decreased by 2.2% due to a
decrease in health insurance expenditures.
Park Maintenance Operations — Includes capital outlay expenditures of $25,000 for the fence
repair and replacement at Mercer and City Park fields.
Forestry — Services expenditures include $78,000 for tree trimming and removal services and
$89,900 for city vehicle rental and replacement internal service charges to the Equipment fund.
Central Business District (CBD) Maintenance — Services expenditures increased by 18.8% due
to an increase in contracted maintenance in the pedestrian mall areas. Supplies expenditures
decreased by 50% due to a decrease in sanitation and industrial supplies of $34,000. The
capital outlay budget includes $15,000 for surface repairs and fixture replacements.
CL!
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 19.00
19.00
19.00
Financial Highlights:
Park Maintenance Administration — Services expenditures decreased by 19.7% due to no
interest expenditures on an inter -fund loan from the Landfill fund that was paid back in fisca
year 2013 ($5,500) and the network and internet internal service charges to the Information
Technology Services fund ($4,300). Personnel expenditures decreased by 2.2% due to a
decrease in health insurance expenditures.
Park Maintenance Operations — Includes capital outlay expenditures of $25,000 for the fence
repair and replacement at Mercer and City Park fields.
Forestry — Services expenditures include $78,000 for tree trimming and removal services and
$89,900 for city vehicle rental and replacement internal service charges to the Equipment fund.
Central Business District (CBD) Maintenance — Services expenditures increased by 18.8% due
to an increase in contracted maintenance in the pedestrian mall areas. Supplies expenditures
decreased by 50% due to a decrease in sanitation and industrial supplies of $34,000. The
capital outlay budget includes $15,000 for surface repairs and fixture replacements.
CL!
INAd,IAIAWK91UAMA Q0R1
Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park.
There have been an estimated 15,757 interments in the cemetery based on the complete burial
report contained in the Cemetery Information Management System (CIMS) program. Staff
maintain all cemetery grounds, buildings, equipment, and snow route.
• Assistance with family members /funeral homes regarding funeral arrangements;
determine right of interment, interment placement, lot sales /repurchases; complete
billing and maintain records.
• Assist the general public /funeral homes /monument dealers with genealogy requests, lot
locations and explanation, enforcement of cemetery rules and regulations.
• Future expansion: mausoleum, columbarium addition, purchase surrounding property
and /or expand to the east.
Staffing:
Financial Highlights:
There are no major financial changes in the Cemetery Operations budget.
65
FY2013
FY2014
FY2015 Proposed
Total FTE's
3.00
3.00
3.00
Financial Highlights:
There are no major financial changes in the Cemetery Operations budget.
65
Library Director:
Location:
Phone:
Susan Craig
123 South Linn Street
(319) 356 -5200
ICPL Hours of Operation:
Mon - Thurs:
10am -9pm
Friday:
10am -8pm
Saturday:
10 am -6pm
Sunday:
12pm -5pm
MISSION STATEMENT
Iowa City Public
Library Divisions:
Library General
Library Foundation
The Iowa City Public Library is an innovative and responsive community center that supports
lifelong learning, literacy, and access to the world of ideas.
The Library values and is committed to: intellectual freedom, excellence in customer
service, community building, working collaboratively, minimizing barriers to use, providing a
welcoming environment, and a well- trained staff.
Q=!J_1:49 IT, 1=I � 1119 11*191 N 12 9 101 �
The Iowa City Public Library is the busiest public library building in the state of Iowa. On
average, over 225 people enter the building every hour and an average of over 4,300 items
are checked out each day. Five public meeting rooms are booked more than 2,100 times a
year for a variety of community uses. Programs for children are offered almost every day
and in -house computer and wireless use is over 211,000 per year. Online access at
www.icpl.org makes collections and information available 24/7.
rxy
The Library is governed by a semi - autonomous nine - member board of trustees; which is
empowered by state law and city ordinance to set policy, determine goals and objectives,
direct the use of monies appropriated or gifted to the Library, and to employ staff.
Services are offered to residents of Iowa City and, through contract, residents of University
Heights, Hills, and rural Johnson County. Reciprocal agreements with other public libraries
across Iowa provide for a sharing of services through the Open Access Program. The
Library also contracts with the University of Iowa to provide access to children's literature
materials for education and library science students & faculty.
Approximately 82% of funding comes from Iowa City tax support which includes a voter
approved .27 levy (per $1,000 taxable valuation). Other major funding sources include
contracts for service, library fines, gifts, and building rent.
The Iowa City Public Library is separated into two budgetary divisions: Library Operations
and the Library Foundation. Operations accounts for Library programs, services,
materials, and building maintenance. The Library Foundation's budget accounts for
personnel costs in the Iowa City Public Library Friends Foundation development office.
These expenditures are fully reimbursed by the Foundation.
Boards and Commissions:
Nine - member Board of Trustees appointed by the City Council with powers to set policy,
employ a Director and staff, expend tax funds allocated by the City Council, contract with other
jurisdictions, and receive and spend gift funds and other revenues.
Library Personnel:
MA
FY2013
FY2014
FY2015
Total FTEs
1 44.63
45.13
45.13
MA
41-.1 M1WK91UAMA11010K
The Iowa City Public Library is the busiest public library building in the state of Iowa. The City of
Iowa City is proud to have been named the third UNESCO City of Literature in 2009. There are
currently seven cities in the world who share this distinction; Iowa City is the only one in the
western hemisphere. This honor is reflected in and supported by the City's public library
services. The Library Operations budget is organized into General Library, Library Materials,
Board Controlled Funds (previously Computer & Equipment Replacement), Board Controlled
Funds, Gifts & Bequests, and Gifts — Materials.
General Library
This activity accounts for the bulk of the Library's budget, accounting for Library staffing,
programs, public services, building repair & maintenance, and activities associated with
the Library's commercial space. This budget also includes transfers to computer and
equipment replacement reserves.
Library Materials
This activity accounts for the acquisition & replacement of Library materials. Materials
budgets are organized into Children's Materials and Adult Materials. An increasing
number of materials acquisitions in recent years are in electronic or downloadable
formats.
Board Controlled Funds (previously Computer & Equipment Replacement)
Funded through a transfer from Library General, this activity accounts for funds set aside
for the scheduled replacement of Library equipment and computer hardware.
Board Controlled Funds
This activity is funded largely through Library Open Access (reciprocal borrowing) and
Enrich Iowa grants. 0.75 FTE are budgeted within reciprocal borrowing.
Gifts & Bequests
This activity includes contributions & donations, both designated and undesignated, for
Library operations, programs, and building improvements.
Gifts — Materials
These are donated funds used for materials acquisitions.
rY:3
HIGHLIGHTS
• Continued cooperation with Iowa City UNESCO City of Literature One Book Two Book, a
children's literature festival.
• By the numbers fiscal year 2013:
0 67,597 cardholders
0 1,512,852 circulation
0 721,058 visits
0 235,545 computer users
0 76,675 questions answered
0 46% increase in use of digital collections
Recent Accomplishments:
• The first year of the two -year project
combined two service desks, re-
carpeted areas of first floor, moved
Young Adult Fiction upstairs, and
prepared areas for new digital signage.
• The Local Music Project to offer digital
access to works of area musicians,
which allowed access at year end of 126
albums and had been download 1,400
times.
• Shared our story on Facebook, with
4,624 people receiving regular updates.
Staffing:
W1
Upcoming Challenges:
• Continue to improve customer service
through a variety of initiatives, including
better telephone service and more
customer - focused policies.
• Complete Phase two of a two year
project of building improvements.
Increase private support to help fund
this project.
Service Level Changes for FY2015:
• Support anticipated continued
growth in the use of electronic
downloadable collections.
• Open new teen space as a part of
Phase two of the building
improvement project.
FY2015
FY2013
FY2014
Proposed
Total
43.63
43.13
43.13
FTE's
W1
Upcoming Challenges:
• Continue to improve customer service
through a variety of initiatives, including
better telephone service and more
customer - focused policies.
• Complete Phase two of a two year
project of building improvements.
Increase private support to help fund
this project.
Service Level Changes for FY2015:
• Support anticipated continued
growth in the use of electronic
downloadable collections.
• Open new teen space as a part of
Phase two of the building
improvement project.
Financial Highlights:
General Library — Property tax credit revenue was added for $15,628 due to the State
replacement of lost property tax revenue. Intergovernmental revenue from State 28E
agreements was reduced by $35,000 due to the discontinuance of a usage agreement with the
University of Iowa. Capital outlay expenditures decreased by $41,500.
Library Materials — Capital outlay for library materials increased by one percent.
Library Board Controlled Funds — Includes $45,000 for supplies expenditures for miscellaneous
computer hardware supplies (previously computer and equipment replacement activity).
Personnel expenditures have decreased by 35.7% due to a decrease in part time employee
expenditures.
rill
14 1:1 M1 Wfi;[i1l]kiI DATA IIs]ki
The mission of the Iowa City Public Library Friends Foundation is to generate private resources
to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is an
IRS designated non - profit organization. Board members are our neighbors, business and
community leaders. Each is dedicated to helping our Library provide the very best materials,
programs and services. The Board of Directors and the Development Office of the Iowa City
Public Library work together on Library fundraising efforts.
The Library Foundation budgetary division accounts for personnel costs associated with the
Foundation's development activities. These activities were budgeted in fund 9105 in previous
years. City expenditures are fully reimbursed by the Foundation. 2.0 FTE's are budgeted in this
division: Library Coordinator — Development, and a Senior Library Assistant.
Staffing:
Financial Highlights:
Personnel expenditures have increased by 19.2% due to an increase in full time employee
expenditures, which is offset with the reimbursement of expenditures from the Iowa City Public
Library Friends Foundation.
71
FY2013
FY2014
FY2015 Proposed
Total FTE's
0.00
2.00
2.00
Financial Highlights:
Personnel expenditures have increased by 19.2% due to an increase in full time employee
expenditures, which is offset with the reimbursement of expenditures from the Iowa City Public
Library Friends Foundation.
71
Senior Center Coordinator:
Location:
Phone:
The C'40
Center
rC A CITYNOHNSJON COUNTY SENIOR CG R
Linda Kopping
28 South Linn Street
(319) 356 -5220
Senior Center Hours of Operation:
Business Hours Extended Member Hours
8 AM - 5 PM, 7 AM — 7 PM,
Monday — Friday Monday - Thursday
7 AM — 5 PM, Friday
Building hours are 10:30 AM — 1:30 PM,
often extended to Saturday & Sunday
accommodate evening
and weekend programming.
Please see Calendar of Events for program schedule.
MISSION STATEMENT
The mission of the Senior Center is to promote optimal aging among older adults by offering
programs and services that promote wellness, social interaction, community engagement,
and intellectual growth. The Center serves the public through intergenerational
programming and community outreach.
DEPARTMENT DESCRIPTION
Establishing social connections, keeping active physically and mentally, and maintaining
contact with the community are cornerstones of optimal aging, and they are what we do best
at The Center.
Establishing Social Connections
• Social interaction and engagement is an essential component of all programming.
Classes, programs, special events, performance groups, volunteer activities, clubs, and
organizations all incorporate time for participants to interact with each other.
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Keeping Active, Physically and Mentally
• Classes: The Center provides abundant educational opportunities. Classes cover
everything from literature and fitness to video production, music, and art education.
They are taught by knowledgeable volunteers and independent contractors. All are non-
credit with no tests or educational prerequisites.
• Volunteer Service: Center volunteers work as teachers, leaders, project directors,
building supervisors, or special project volunteers. They play a critical role in the
successful operation of The Center. Notably, this type of volunteering can bring a sense
of purpose or meaningfulness to a person's life.
Maintaining Contact with the Community
• Community Services Offered at The Center: The AARP Tax Aide Program,
University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance
Information Program, Visiting Nurses Association, Senior Nutrition Program, and
Respecting Your Wishes all ensure that the community comes into The Center.
• The Center Reaches Out to the Community: Center volunteers share information
about The Center and conduct fundraising activities in a variety of venues.
Performances by music, theater, choral, dance and poetry groups are regularly
scheduled throughout the community. Performances benefit both the performers and the
audience. Performers share their talents with the community and maintain or expand
mental fitness and social connections. Viewers enjoy entertainment in an environment
that promotes social interaction.
Boards and Commissions:
The Senior Center Commission is comprised of seven members with renewable three -year
terms. Six members are appointed by the City Council. The seventh at -large member must be
a Johnson County resident living outside of Iowa City. This person is appointed by a majority
vote of the six Council appointees. Duties and powers of the Commission include serving in an
advisory role to the City Council with regard to the needs of the Senior Center. Commission
members make recommendations on policies and programs and join staff and other interested
persons in seeking adequate financial resources for the operation of The Center. They
encourage full participation of older adults in Center programs and activities and work to ensure
that The Center is well integrated into the community. Commissioners encourage partnering
with other organizations to meet the needs of older adults; serve in an advocacy role with regard
to the needs of older adults; and assist the City Manager in the evaluation of personnel.
Senior Center Personnel:
VAI
FY2013
FY2014
FY2015
Total FTEs
1 6.50
6.50
6.50
VAI
RiAki I Is] :ZaAki III IA:KOIUAR IIsLP
The Iowa City /Johnson County Senior Center is a department of the City of Iowa City and has
been serving older adults, age 50 and above, since 1981. Located in a beautifully restored
historic post office on the corner of Linn and Washington Streets in downtown Iowa City, the
Center offers a full array of classes, activities, and volunteer opportunities which support
independence and encourage involvement in the community.
The Senior Center's budget is organized into three activities: Administration, New Horizons
Band, and Gifts & Memorials.
Senior Center Administration
Administration oversees and supports the operation of Center programs, building
maintenance, volunteer service, and development. Administration also supports the
activities of the Senior Center Commission.
The Senior Center's program components provide a variety of opportunities for
education, social engagement, physical activity, and community involvement.
Educational classes cover everything from literature and fitness classes to video
production, music, and art education.
Social engagement among participants and within the community is promoted. Classes,
which are often open to non - members or intergenerational, incorporate time for
participants to interact with each other. Volunteer groups are involved with community
activities to teach, share information about The Center, and conduct fundraising
activities. The AARP Tax Aide Program, University of Iowa Counseling Services,
Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses
Association, and Senior Nutrition Program all ensure that the community comes into The
Center.
Senior Center Programs (New Horizons Band)
This activity accounts for the Iowa City New Horizons Band (IC -NHB). The Iowa City
New Horizons Band was founded in January 1995. The IC -NHB's mission is to provide
the opportunity for all persons age 50 and older to learn and make music. In addition to
the band itself, the IC -NHB will encourage entry -level group -music opportunities for
members and nonmembers alike and facilitate the many current self- formed ensembles
and those that will emerge.
Gifts & Memorials
This activity accounts for contributions and donations made to the Senior Center Gift
Fund.
74
HIGHLIGHTS
• There were 104,970 visits to Senior Center sponsored programs in FY13
• There were an additional 14,254 and 6,940 visits to The Center for the Senior Nutrition
Program and other services & meetings, respectively
• There were 360 classes, 50 special events, 7 performance groups, 24 groups & clubs,
18 different volunteer activities, and 26 professional services offered at The Center
• Membership climbed from 1,587 at the end of FY2012 to 1,592 at the close of FY2013
• Over 640 volunteers provided services to support Center programming and the
community
Recent Accomplishments:
• The Center conducted a survey during the
summer of 2013. The average satisfaction
rating with programs and services was 97 %.
Positive outcomes from participation were
identified by 88% of the respondents. The
primary beneficial outcomes included:
learning new things; keeping my mind
active; obtaining needed information;
making new friends; gaining a sense of
belonging; and improving personal health.
• Implemented new software to track
memberships, parking permits, sales,
donations, class registration, and other
important services. Worked successfully to
make it 4it" The Center's specific needs and
improve customer service. As a result, on-
line registration for members will become
available in February 2014.
• Promoted outreach programming to all adult
members of the community without regard
to membership e.g. the Senior Health
Insurance Information Program, Honoring
Your Wishes, a community -wide advanced
care planning initiative, and the AARP tax
services.
• Encouraged and supported participant
involvement in leadership committees
addressing community outreach,
membership issues, program planning, and
expanding diversity among Center
participants.
NO
Upcoming Challenges:
• Work with volunteer members of the
Steering Council and Working
Committees, participants, Senior Center
Commission, staff, and Friends of the
Center to diversify The Center's funding.
• Develop a multi -year plan to upgrade
the interior of sections of the building —
flooring, window coverings, some
furnishings, wall coverings and repairs —
to create a safe, welcoming environment
conducive to learning, relaxation, and
social interaction.
• The summer 2013 survey results
showed the participation of low- income
and minority residents in Center
programming is disproportionately low.
Using available resources, develop,
implement, and evaluate a plan to
resolve this situation.
• In response to requests and
recommendations identified in the
summer 2013 survey, use available
resources to expand operational hours
on nights and weekends.
Staffing:
Financial Highlights:
Senior Center Administration — Capital outlay expenditures decreased by $35,464. Services
expenditures decreased by 7.2% due to a decrease in building repair and maintenance services
of $15,900 and outside printing services of $4,200.
Senior Center Programs — Program revenues increased by $22,930 due to increases in charges
for fees and services of programs that deal with contractor classes, chorus, and special events.
Senior Center Gifts & Memorials — Supplies expenditures increased by $16,098 due to
expenditures to update audiovisual equipment in frequently used classrooms that would provide
improvements to existing equipment that would also be easier to use and increase security for
after -hours use of equipment.
VN
FY2013
FY2014
FY2015 Proposed
Total FTE's
6.50
6.50
6.50
Financial Highlights:
Senior Center Administration — Capital outlay expenditures decreased by $35,464. Services
expenditures decreased by 7.2% due to a decrease in building repair and maintenance services
of $15,900 and outside printing services of $4,200.
Senior Center Programs — Program revenues increased by $22,930 due to increases in charges
for fees and services of programs that deal with contractor classes, chorus, and special events.
Senior Center Gifts & Memorials — Supplies expenditures increased by $16,098 due to
expenditures to update audiovisual equipment in frequently used classrooms that would provide
improvements to existing equipment that would also be easier to use and increase security for
after -hours use of equipment.
VN
PCD Director:
Office Location:
Phone:
Jeff Davidson
410 E. Washington St.
(319) 356 -5230
Artist rendering of possible development at Benton St. /Riverside Dr.
MISSION STATEMENT
It is the mission of the Department of Planning and
Community Development to facilitate the successful
growth of the community.
DEPARTMENT DESCRIPTION
PCD Department Divisions:
General Fund:
• Administration
• Community Development
• Economic Development
• Urban Planning
• Neighborhood Services
• Human Services
Special Revenue Funds:
• Metro Planning
Organization of Johnson
County (MPOJC)
The Planning & Community Development (PCD) Department is comprised of the following
divisions:
The Planning & Community Development Administration division provides professional
oversight of PCD divisions. The PCD Administration also oversees the City's Tax Increment
Financing funds budgeted in the Special Revenue Funds — Tax Increment Financing Fund.
The Community Development division is committed to providing Iowa City residents with
access to safe and affordable housing, jobs and services to promote the general economic
prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local
agencies, businesses, nonprofit organizations and other community partners, and by
administering and coordinating activities relating to city, state, and federal housing and
community and economic development programs. The division also oversees the following
programs budgeted in the Special Revenue Funds:
• The Community Development Block Grant (CDBG) program and CDBG Rehab are
federally funded programs for community and economic development. Staff makes
assessments of community employment opportunities, housing, and services for low
and moderate income residents, and use CDBG funds to fulfill identified needs.
rrIA
• The HOME Investment Partnership program is a federally funded program through
the US Department of Housing & Urban Development (HUD). The program provides
safe, decent, affordable housing.
• Other Shared Revenue grants, including Jumpstart Iowa, Hazard Mitigation Grant
Project Buyout, and Supplemental Community Development Block Grants provide
assistance to business and residential flood recovery efforts.
• The Self - Supporting Municipal Improvement District (SSMID) collects and remits a
property tax collected in a special taxing district that is used to promote the
downtown development district.
The Economic Development division researches, compiles, and analyzes demographic
and economic data in order to recommend, implement, and advocate policies and programs
designed to further the economic development of Iowa City. Staff members work closely
with the Chamber of Commerce, Iowa City Area Development Group (ICAD), University of
Iowa, and others in promoting the City as a viable business location. They assist developers
and prospective companies with commercial and industrial development projects. Staff
advises the City Council, boards and commissions regarding economic development
projects and proposals.
The Urban Planning division coordinates preparation of the Comprehensive Plan; including
district plans that focus on development, redevelopment, preservation and conservation
issues within the city's ten neighborhood districts. Drafting of these plans includes extensive
citizen participation through public planning workshops, surveys and interviews with property
owners, developers, realtors, environmental organizations and neighborhood groups.
The division promotes sustainable growth and development within the city by establishing
comprehensive plans and associated policies and regulations that ensure that the best
qualities of the city's residential, commercial, and employment areas are preserved and
supported while promoting new development opportunities that will create long term value
for the community. The division fulfills state statutory requirements pertaining to zoning,
development, and historic preservation.
The Neighborhood Services division supports and encourages citizens to help shape the
future of their neighborhood. By assisting in the establishment of neighborhood associations,
and coordinating with 33 neighborhood associations, this division seeks to encourage action
by providing ideas and resources that help associations address their needs and interests
within the goals of the larger community.
The Human Services division makes annual allocations to the area's human service
agencies. Staff coordinates with United Way of Johnson County and the Housing and
Community Development Commission in providing recommendations for the allocation of
these funds. The division also manages the donation stations for homeless citizens.
The Metropolitan Planning Organization of Johnson County ( MPOJC) is the County-
wide planning organization for Johnson County, Iowa. Assistance is provided to MPOJC
member agencies in three specific program areas: transportation planning, transportation
assistance to small communities, and general human service issues.
78
Boards and Commissions:
• The Planning and Zoning Commission is charged with drafting and implementation of the
zoning code and subdivision regulations in accordance with the Comprehensive Plan.
Commission members review annexations and requests for rezoning and subdivision;
making a final recommendation to City Council.
• The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
• The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
• The Public Art Advisory Committee administers the Public Art Program by determining the
placement of public art, the type of art to be used in a specific project, and the artist to be
engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and
disposition of public art; and overseeing expenditures of the Public Art Program budget.
• Housing and Community Development Commission assesses and reviews policies and
planning documents related to the provision of housing, jobs, and services for low and
moderate income residents, reviews policies and programs of the Community Development
Division and makes recommendations regarding the use of public funds to meet the needs
of low and moderate income residents. The Commission also seeks public participation in
assessing needs and identifying strategies to meet these needs.
Planning & Community Development Personnel:
79
FY2013
FY2014
FY2015
Total FTEs
1 19.13
19.15
17.53
79
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Planning and Community Development (PCD) Administration provides professional oversight
and support for the department's operating divisions. The division's personnel is comprised of
the Planning and Community Development Director, Administrative Secretary, Engineering
Technician, and Planning & Community Devlepment Clerk.
The division acts as a liaison between the department, City Manager's Office, and the City
Council. The division ensures proper implementation of the elements of the City Council's
strategic plan pertinent to the department's activities. Further, administration coordinates the
PCD /MPOJC management team, administering unique capital, research, and /or policy- oriented
projects as directed by the City Council.
Staffing:
Financial Highlights:
Services expenditures decreased from $78,545 to $18,060 due to a one -time appropriation in
the fiscal year 2014 revised budget for planning services on the 100 block of E. Washington
Street. Partial reimbursement for that expenditure is included in the revised fiscal year 2014
miscellaneous other revenues.
1.141
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.55
2.55
2.55
Financial Highlights:
Services expenditures decreased from $78,545 to $18,060 due to a one -time appropriation in
the fiscal year 2014 revised budget for planning services on the 100 block of E. Washington
Street. Partial reimbursement for that expenditure is included in the revised fiscal year 2014
miscellaneous other revenues.
1.141
C K9ld i IT, L1101111 vaI]ANA0]Ud,IA01111
Community Development staff are committed to providing Iowa City residents with access to
safe and affordable housing, jobs and services. This is accomplished by coordinating efforts
with local organizations, businesses and other community partners, and by administering and
coordinating activities relating to city, state, and federal housing and community and economic
development programs.
Economic development activities include:
• Neighborhood redevelopment
• Entrepreneurial and microenterprise business development
• Working with financial institutions
The Housing Rehabilitation program works to help residents maintain and update their homes
by providing financial assistance to income eligible homeowners. The availability of affordable,
low or no- interest loans provides lower income homeowners the opportunity to make repairs
and improve energy efficiency to their homes and ultimately helps to maintain Iowa City's
housing stock. Funding is available through the federally- funded Community Development Block
Grant (CDBG) and HOME Investment Partnership programs, and through the General
Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds.
CDBG and HOME descriptions can be found in the Special Revenue Fund section of this
budget.
HIGHLIGHTS
• 30 former rental properties have been acquired and restored to single family homes to date
through the UniverCity Neighborhood Partnership, a cooperative effort between the City and
the University of Iowa. Seventeen additional houses will be completed in fiscal year 2014
(one funded with CDBG and HOME funds, two funded through the Iowa's I -JOBS Program
and three funded through the Iowa City Hosing Authority), with an expected ten additional
homes in fiscal year 2015.
81
Recent Accomplishments:
• Secured EPA Urban Waters Program,
Iowa Great Places and Iowa DNR
grants to plan and design modifications
to the Burlington Street dam that could
create recreational opportunities such
as whitewater rafting, boating, and
integration with Riverfront Crossings
and Iowa River Water Trail.
Modifications would also reduce safety
hazards associated with the low -head
dam and create fish passage.
• Completed flood buyouts in the Park
View Terrace and Taft Speedway
neighborhoods. 93 homes were
purchased through the program,
removing these properties from the flood
plain. These areas will be returned to
green space. The buyouts began in
May 2009 and were funded through
federal and state grant programs.
• Partnered with the Iowa City Downtown
District and the City's Economic
Development Division for the Building
Change Program. Four downtown
building owners were assisted with
CDBG funds to rehabilitate the fagade of
their buildings.
Staffing:
Upcoming Challenges:
• Continue to promote the availability of
affordable housing and assist local
businesses despite decreasing CDBG
and HOME funding.
• Continue the Single Family New Home
Construction Program. The program
was implemented to replace housing
stock that was lost in the 2008 flood.
CDBG funds are awarded by the Iowa
Economic Development Authority.
Currently, 136 homes have been
constructed and sold. Five additional
homes will be constructed in fiscal year
2014 and fiscal year 2015 for a total of
141 homes.
Financial Highlights:
The fiscal year 2015 budget includes capital appropriations of $4,500,000 for the Univerity
program. This includes funding from University Iowa contributions of $100,000, loan proceeds
and assets sales totaling $4,040,000, and general obligation bonds of $500,000.
rra
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 1.75
1.75
1.75
Financial Highlights:
The fiscal year 2015 budget includes capital appropriations of $4,500,000 for the Univerity
program. This includes funding from University Iowa contributions of $100,000, loan proceeds
and assets sales totaling $4,040,000, and general obligation bonds of $500,000.
rra
[11]*CXi]UARAI Is] ki 61
The mission of Community Development Block Grant operations is to develop viable urban
communities by providing decent housing, a suitable living environment, and economic
opportunities, principally for persons of low and moderate incomes.
As part of the Department of Planning and Community Development, the Community
Development office is responsible for administering and coordinating activities relating to
federal, state, and local community development programs. This includes Community
Development Block Grant (CDBG) programs. CDBG funds are used to acquire property,
construct new buildings, rehabilitate existing buildings and owner- occupied homes, operate
service agencies, and encourage micro - enterprise development. Community Development staff
coordinate with local service agencies, small businesses, and lenders in the administration of
these programs.
The City created a citizen advisory group, the Housing and Community Development
Commission (HCDC), in 1995, to assess Iowa City's community development needs for
housing, jobs and services for low and moderate income residents, and to promote public and
private efforts to meet such needs. HCDC leads the CDBG /HOME allocation process to
determine what projects will be awarded funds based on priorities established in CITY STEPS,
Iowa City's Consolidated Plan for Housing, Jobs and Services for Low - Income Residents.
rIMMINMON&I
• Over $32 million in CDBG funds have been invested in Iowa City since 1974
• In FY13, programs leveraged $2,847,719 in private and public funds
• In FY13, programs assisted 1,143 persons who are homeless with support services and
shelter upgrades
• Provided operational funding to non - profits that assisted 13,230 persons during fiscal
year 2013
• Assisted in the creation of 20.5 FTEs for primarily low- moderate income persons.
• Assisted in the construction or rehabilitation of 86 affordable owner - occupied or rental
homes.
FY14 projects are identified in the FY14 Annual Action Plan at wvvw.icaov.ora /actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City's Citizen Participation Plan.
Textures Salon (left) is a past recipient of CDBG micro -
enterprise funding. FY13 CDBG Economic
Development low- interest loans were utilized to open the
following businesses:
Trumpet Blossom Cafe, Molly's Cupcakes, and IBlitz
Boxing & Fitness Club. Combined, these businesses
created 20.5 full -time equivalent positions..
F:x3
Recent Accomplishments
• Rehabilitated 56 affordable rental
homes
• Completed improvements to six non-
profits facilities. The missions of these
agencies include assisting those with
chronic mental health problems,
employment training, the youth,
substance abuse problems, and those in
crisis. The Fair Meadows splash pad
was completed this summer.
Staffing:
Upcoming Challenges:
• Continue to provide housing, jobs
and services to low- moderate
income residents despite decreasing
CDBG and HOME funding.
There are no staffing changes proposed for FY2015.
Financial Highlights:
Federal intergovernmental revenue is budgeted to decrease by $220,000 or 21.1 %.
Ex1
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 2.63
2.48
2.48
There are no staffing changes proposed for FY2015.
Financial Highlights:
Federal intergovernmental revenue is budgeted to decrease by $220,000 or 21.1 %.
Ex1
I:1:0]di1:8UCZoZelZ e1di[o]UAC7_vill11:0]ki 61
The mission of the HOME Investment Partnership program is to provide safe, decent, affordable
housing.
HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on
an annual basis from the U.S. Department of Housing and Urban Development. HOME funds
are used throughout the community to address the housing needs of lower income citizens. This
is accomplished through:
• Acquisition of land and buildings
• Rehabilitation of existing housing
• Tenant -based rental assistance
• New construction of owner - occupied and rental housing
HIGHLIGHTS
• Over $10 million in HOME funds invested in Iowa City since 1994
• In FY13, the program leveraged $2,486,405 in private and public funds
• The program provided 12 newly constructed rental units, acquired and rehabilitated 20
affordable rental homes, constructed two new affordable homes for eligible homebuyers,
rehabilitated six owner - occupied homes, and provided operational funds to a nonprofit
organization to support affordable housing activities in fiscal year 2013
FY14 projects are identified in the FY14 Annual Action Plan at wvvw.icgov.org /actionplan.
The CDBG and HOME allocation process, including the public input process can be found in the
City's Citizen Participation Plan.
Recent Accomplishments:
• Acquired and rehabilitated 20
affordable rental homes
• Constructed 12 new units for
affordable rental housing
Staffing:
Upcoming Challenges:
• Securing funds to provide affordable,
decent housing in a high land cost
community despite decreasing
CDBG and HOME funding
There are no staffing changes proposed for FY2015.
Bbl
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 0.70
0.50
0.50
There are no staffing changes proposed for FY2015.
Bbl
Financial Highlights:
Federal intergovernmental revenue is budgeted to decrease by $85,000 or 14.8 %.
RIy
*6191010ldil Los I]ANA0]Ud,IA01111
The Economic Development Division is charged with helping to grow the community, increasing
the property tax base, and attracting new jobs. The division serves as a resource for
businesses operating in or considering operating in Iowa City.
The Economic Development Division is the municipal office to contact for business assistance in
City of Iowa City. A division of the Iowa City Department of Planning and Community
Development, they provide access to information and to individuals throughout the City
organization and assist in pursuing new and expanding business endeavors.
In addition to providing access to information throughout the City organization, the Economic
Development Division has access to economic and demographic information for the area.
Working in cooperation with other City departments and the Iowa City Area Development
Group, the Economic Development Division assists developers and site selection consultants
with specific commercial, office, and industrial development projects. This assistance ranges
from helping businesses understand local regulations to determining available local public
financial assistance for a specific firm. The Economic Development Division acts as a municipal
resource for the business community.
Recent Accomplishments:
• Developed anew set of economic
development processes and policies
intended to streamline the development
process and codify policies pertaining to
public incentives.
Staffing:
Upcoming Challenges:
• Redevelopment of the City -owned
property on the corner of College and
Gilbert Streets.
• Continue planning for future
development in the Riverfront Crossings
district south of downtown.
Financial Highlights:
Services expenditures include appropriations for $75,000 for a new Micro - Enterprise program,
and $70,000 for the Englert Theater — an increase from $50,000 in fiscal year 2014. Fiscal year
2014 revised services expenditures include a carry- forward of unspent economic development
appropriations of $92,643 from fiscal year 2013.
rrA
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 1.00
1.00
1.00
Financial Highlights:
Services expenditures include appropriations for $75,000 for a new Micro - Enterprise program,
and $70,000 for the Englert Theater — an increase from $50,000 in fiscal year 2014. Fiscal year
2014 revised services expenditures include a carry- forward of unspent economic development
appropriations of $92,643 from fiscal year 2013.
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,11 N MIkiI»e1ki lki llki lei
The Urban Planning Division promotes sustainable growth and development within the city by
establishing comprehensive plans and associated policies and regulations that ensure that the
best qualities of the city's residential, commercial, and employment areas are preserved and
supported while promoting new development opportunities that will create long term value for
the community. The division fulfills state statutory requirements pertaining to zoning,
development, and historic preservation.
The division also provides staffing for the following boards and commissions, which are
associated with developmental regulations and zoning:
• The Planning and Zoning Commission is charged with drafting and implementation of
the zoning code and subdivision regulations in accordance with the Comprehensive
Plan. Commission members review annexations and requests for rezoning and
subdivision; making a final recommendation to City Council.
• The Board of Adjustment reviews requests for special exceptions, variances and other
appeals pertaining to the zoning code.
• The Historic Preservation Commission conducts studies and implements regulations
designed to promote the preservation of historic landmarks and districts.
Urban Planning staff research these topics, provide planning services and make
recommendations to these boards and commissions. Staff prepare the meeting agendas and
minutes. Staff also administers the design review process for infill apartment buildings and
urban renewal projects.
HIGHLIGHTS
• In 2013, the City Council adopted the IC2030: Comprehensive Plan Update.
Recent Accomplishments:
• Plan update with the Riverfront Crossings Master
Plan, which will guide the community preservation
and redevelopment efforts for a large area in the
center of the city generally bounded by Burlington
St. on the north, Highway 6 on the south, Gilbert
St. on the east and Riverside Dr. on the west. The
Plan details new opportunities for housing,
business, recreation, transportation improvements,
arts and entertainment. Key features include
mixed -use and pedestrian- oriented development,
local and regional rail service, an artists' district
with live -work space and galleries, and a
landscaped promenade linking downtown to a
riverfront park, which will replace the flood -
damaged North Wastewater Treatment Plant.
1 *3
Upcoming Challenges:
• The Urban Planning and Historic
Preservation Division will work to
implement the Riverfront Crossing Master
Plan through a form based zoning code, a
detailed plan for the riverfront park and
review of infill development proposals.
• The division will continue to use historic
and conservation districts to implement
the strategic plan initiative to create and
sustain healthy neighborhoods. In this
effort the Historic Preservation
Commission will be considering the
Horace Mann Conservation District for
portions of the Northside Neighborhood
surrounding Horace Mann School.
Staffing:
Financial Highlights:
Revenues for building and development fees are budgeted to increase by 48.9% due to the
level of development activities.
ru]
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.50
2.50
2.50
Financial Highlights:
Revenues for building and development fees are budgeted to increase by 48.9% due to the
level of development activities.
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The Neighborhood Services Division provides a conduit between all City departments and the
network of neighborhood associations within Iowa City, and facilitates the distribution of funds
made available by the City Council for small -scale neighborhood improvements.
Neighborhood Services supports and encourages citizens to help shape the future of their
neighborhood. By assisting in the establishment of neighborhood associations, and coordinating
with 33 neighborhood associations, this division seeks to encourage action by providing ideas
and resources that help associations address their needs and interests within the goals of the
larger community.
The City Council has made funds available to neighborhood associations through the Program
for Improving Neighborhoods (PIN) grant program, with $15,000 available, annually.
Administration of this program involves making applications available to the neighborhoods,
clarifying the administrative rules, assisting with project development, review by the
Neighborhood Council, preparation of a recommendation to the City Council, formal approval by
the City Council, execution of contract documents, and implementation of projects.
HIGHLIGHTS
• The Program for Improving Neighborhoods (PIN) funded several neighborhood
initiatives, including tools and improvements to North Market Square Park,
renovation of brick sidewalks, improvements to Reno Street Park, creation of Free
Little Libraries in Creekside, and several projects in the Grant Wood neighborhood
including continuation of the Fas Trac Curb Numbering Project, PTO Family Dinners,
and providing Recreation Pass Equipment at the Grant Wood gym.
• The division also oversees the Iowa City Public Art program with funding made
available for the maintenance of the existing public art inventory as well as funding
smaller projects such as murals and the Poetry in Public Program.
Staffing:
Financial Highlights:
Capital outlay expenditures include $15,000 for neighborhood PIN grants and $12,000 for the
maintenance of public art.
ON
FY2013
FY2014
FY2015 Proposed
Total FTE's
1.00
1.00
1.00
Financial Highlights:
Capital outlay expenditures include $15,000 for neighborhood PIN grants and $12,000 for the
maintenance of public art.
ON
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The Human Services division coordinates with United Way of Johnson County and the Housing
and Community Development Commission in providing funds for human service agencies.
This division was new with the fiscal year 2013 budget proposal and assumes some of the
duties previously provided by the Metropolitan Planning Organization of Johnson County's
Human Services Division.
Aid to Agencies
The City Council makes annual allocations to the area's human service agencies as part
of the budget process. This is reflected in the following schedule. These monies were
accounted for in the General Fund's Non - Operational Administration account in prior
years.
Donation Stations
The City has also placed nine purple parking meters throughout downtown to serve as
donation stations for local residents wishing to donate to local human service agencies
serving the homeless. Contributions are made to such organizations as Shelter House,
Crisis Center, Free Lunch, Free Medical Program, Community Mental Health, and
United Action for Youth.
Staffing:
Financial Highlights:
The City has received requests of $567,240 for contributions from outside agencies.
1511
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 0.15
0.15
0.15
Financial Highlights:
The City has received requests of $567,240 for contributions from outside agencies.
1511
Aid to Human Service Agencies funding is recommended at $378,700 in fiscal year 2015; with
$250,000 budgeted from General Fund, $100,000 from Community Development Block Grant
(CDBG), and $28,700 from Water, Sewer, and Stormwater utility billing abatements.
Requests for Aid to Agencies
Budget
FY2014
Request
FY15
Recommended
FY15
Human Service Agencies:
(100,000)
(100,000)
4 C's Community Coord. Child Care
$ 1,850
$ 10,000
Arc of Southeast Iowa
2,163
5,000
(28,700)
Big Brothers / Big Sisters
29,325
35,200
$ 250,000
Community Corrections Imp. Assoc.
N/A
10,000
Compeer of Johnson County
3,313
Not Eligible
Crisis Center of Johnson County
38,000
49,540
Domestic Violence I ntervention Program
47,500
50,000
Elder Services Inc.
48,819
50,000
Four Oaks - Pal Program
N/A
5,000
Free Lunch Program*
2,000
2,000
HACAP - Food Reservoir BackPack Program
N/A
28,000
Housing Trust Fund ofJC
8,000
24,000
ICCSD Family Resource Centers
10,000
37,500
IC Free Medical /Dental Clinic
7,500
7,500
IV Habitat for Humanity- Furniture Project
N/A
10,000
Johnson County Social Services
6,000
N/A
Mayor's Youth Employment Program
6,000
N/A
MECCA
16,880
20,000
Neighborhood Centers of JC
51,000
60,000
Pathways Adult Day Health Center
4,000
15,000
Rape Victim Advocacy Program
10,325
12,000
Shelter House
32,525
64,500
United Action for Youth
53,500
72,000
Total: Aid to Human Services Agencies
$ 378,700
$ 567,240
$ 378,700
Less direct funding from:
Community Development Block Grant (CDBG)
(100,000)
(100,000)
Water, Sewer and Stormwater Utility
Billing Abatements
(28,700)
(28,700)
General Fund Aid to Human Services Agencies:
$ 250,000
$ 250,000
PJA
METROPOLITAN PLANNING ORGANIZATION (MPO)
OF JOHNSON COUNTY OPERATIONS
It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to
fulfill state and federal requirements necessary and beneficial to receive state and
federal transportation capital and operating funds; to conduct transportation and traffic
studies related to public and private development projects; to provide traffic data
collection and analysis services, prepare and administer transportation - related grants;
and serve as a body for regional policy and project- related discussions.
Metropolitan Planning Organization (MPO) designations are made by the Governor of
the State of Iowa. The MPO of Johnson County services the Iowa City Urbanized Area,
which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights, and the
University of Iowa. The MPO coordinates planning efforts for all of Johnson County in:
transportation planning, data collection and analysis, and assistance to small
communities. Member agencies outside of the Iowa City Urbanized Area include
Johnson County, Lone Tree, Oxford, Shueyville, Solon, and Swisher.
The Transportation Planning Division fulfills federal requirements involving the
transportation planning process in order to maintain eligibility for grant programs through
the Federal Transit Administration (FTA) and Federal Highway Administration (FHA).
The "3 -C" transportation planning process consists of a comprehensive, coordinated and
continuing planning effort for all modes of transportation. Projects include short- and
long -range transportation development plans, corridor studies, intersection analyses,
survey reports, and review of development projects. The Transportation Planning
Division also prepares state and federal grant applications and fulfills the associated
administration and regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, joint animal control facilities, and a Joint Emergency
Communications Center.
Although funding is received from all MPO members, the MPO is organized under the
City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other
members of MPOJC. This provides for cost - effective sharing of clerical, accounting,
office space and vehicle pool expenditures.
Staffing:
No staffing changes are proposed for FY2015.
Financial Highlights:
There are no major budget changes or highlights in FY2015 for the MPOJC.
Fx1
FY2013
FY2014
FY2015 Proposed
Total FTE's
1 6.60
5.60
5.60
Financial Highlights:
There are no major budget changes or highlights in FY2015 for the MPOJC.
Fx1
Public Works Director:
Administrative Office Location:
Phone:
Rick Fosse
410 E. Washington St.
(319) 356 -5141
Public Works Department Divisions
General Fund:
• Administration • Engineering
Special Revenue:
• Streets Operations (Road Use Tax Fund)
Enterprise:
• Wastewater Treatment • Water
• Refuse Collection • Landfill
• Storm Water
Internal Service:
• Equipment Replacement
MISSION STATEMENT
The Public Works Department exists to provide the essential infrastructure and services
necessary for the health, safety, and welfare of our community. These services are provided
in a manner that will enhance the quality of life of our citizens today and for generations to
come.
DEPARTMENT DESCRIPTION
The Public Works Department is comprised of nine operational areas which operate from
various locations throughout the city.
The Public Works Administration division manages the activities of the nine divisions.
Administration also oversees the Energy Efficiency & Conservation Block Grant reported in
the Special Revenue Funds — Energy Efficiency & Conservation Block Grant Fund.
The Engineering division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers and stormwater systems and is a
General Fund account funded primarily through property tax revenue. Engineering staff
review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements.
The Streets Operations division is funded by the Road Use Tax. The Streets Division is
responsible for the maintenance of the City's street system. The work duties include
maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf
vacuum program and snow plowing.
94
The Wastewater Treatment division ensures the public health and safety of the citizens of
Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The
division provides proper care, operation, and maintenance of City wastewater and storm
water collection systems, treatment plants, and the local environment. The division is
supported primarily through user fees.
The Water division is responsible for maintaining clean, safe drinking water for the
community. Because of the many water sources on two water well sites, Iowa City has the
ability to provide an excellent blend of high quality water as well as an abundant capacity.
The division produces and distributes high quality water in a quantity sufficient to meet the
residential, commercial, industrial, and firefighting needs of the City. The division is
supported primarily through user fees.
The Refuse Collection division protects the health safety and welfare of our community by
providing prompt and safe curbside collection of waste materials. The division is supported
primarily through user fees.
The Landfill division serves Johnson County, Kalona and Riverside. Each year, the landfill
takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and
state regulations to ensure that environmental protection is in place. The division is
supported primarily through user fees.
The Storm Water Management division is administered by the Engineering Division of the
Public Works Department. The City of Iowa City has developed programs to reduce the
discharge of pollutants carried by storm water into our local waterways. Revenue to support
its mission is derived from monthly stormwater utility fees collected from local residents and
businesses.
The Equipment division provides repair, preventive maintenance and equipment
management services for all major City -owned vehicular equipment with the exception of
Transit buses. Fueling services are also the responsibility of the Equipment Division, along
with acquisition of new vehicles /equipment and disposition of replaced vehicles /equipment.
The division operates as an internal service fund and is supported through chargebacks to
City divisions.
Public Works Personnel:
Fey
FY2013
FY2014
FY2015
Total FTEs
1 157.60
153.60
154.60
Fey
1111:14141ATiT61NI MI11ivillki 11.11:7!vIllIIs]ki I
The Public Works Department is comprised of six divisions which operate from various locations
throughout the city. These divisions include: Administration, Engineering, Streets, Equipment,
Wastewater / Landfill, and Water. Engineering provides direction to the Stormwater
Management program and Streets provides oversight to Refuse Collection.
Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the
Special Revenue Funds — Energy Efficiency & Conservation Block Grant Fund.
Administration personnel include the Public Works Director and a Project Coordinator. The
division provides oversight and support for the department's operating divisions.
Staffing:
There are no staffing changes proposed for the FY2015 budget.
Financial Highlights:
There are no major financial changes in the Public Works Administration budget.
ISiA
FY2013
FY2014
FY2015 Proposed
Total FTE's
2.00
2.00
2.00
There are no staffing changes proposed for the FY2015 budget.
Financial Highlights:
There are no major financial changes in the Public Works Administration budget.
ISiA
A0 Eel 101AAN10 RIM A:IN Eel *?
The Engineering Division exists to provide the technical expertise for the design and
construction management of the public infrastructure to enhance the quality of life of our
citizens. The Division also manages the public right of way to maintain the health, safety, and
welfare of our community, and operates the stormwater utility.
The Engineering Division performs work in connection with all municipal public works
improvements including bridges, roads, sanitary sewers, and stormwater systems. Engineering
staff review subdivision plans, design public works improvement projects, perform survey work,
and inspect the construction of public works projects and subdivision improvements.
Engineering Division functions include:
• Right of Way Management
• Capital Improvement Plan (CIP) Project Design
• CIP Project Construction Administration and Inspection
• Subdivision and Site Plan Review and Inspection
• Special Projects Administration and Inspection
• Mapping of Streets and Public Utilities
Recent Accomplishments:
• Completion of the Rochester Avenue
Bridge Project
• Completion of the Iowa City Fuel Facility
Project
• Completion of the Highway 1 Trail Project
• Completion of the Sycamore Street and
Highway 6 Intersection Project
• Completion of the First Avenue Storm
Sewer Improvements Project
• Completion of the National Environmental
Policy Act process for the Iowa City
Gateway Project
Staffing:
Upcoming Challenges:
• Design of the Iowa City Gateway Project
• Design of the First Ave Grade Separation
Project
• Design of the Sycamore Street
Improvements Project
• Complete Construction of the Lower
Muscatine Road Projects
• Construction of the Moss Ridge Road
Project
• Adopt the Statewide Urban Design
Standards and Construction Specifications
• Development of a Right of Way
Management Ordinance
Financial Highlights:
Personnel expenditures decreased by 1.8% due to a reduction in temporary wages.
PYA
FY2013
FY2014
FY2015 Proposed
Total FTE's
12.10
12.10
12.10
Financial Highlights:
Personnel expenditures decreased by 1.8% due to a reduction in temporary wages.
PYA
STREETS DIVISION (RUTF) OPERATIONS
The mission of the Streets Division is to provide a high quality driving surface on city streets and
bridges during all seasons of the year, and to maintain and optimize traffic control to
accommodate efficient and safe traffic movement.
The division's budget is organized into four activities: Road Use Tax Administration, Traffic
Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund
accounts for the activity of the Streets Division.
Road Use Tax Administration
Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets
Division's portion of the Employee Benefits Levy, and costs associated with an annual
audit and loss reserve payment.
Sidewalk Inspection
Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the
sidewalks in one of those ten areas are thoroughly inspected in accordance with the
criteria established by the City Engineer to determine if sidewalk repairs are necessary.
Traffic Engineering
Traffic Engineering staff coordinate and maintain traffic signals and signage, traffic and
pedestrian signs, traffic, bicycle, and pedestrian street painting, street lighting and poles.
Streets System Maintenance
Street crews provide maintenance and repair of the City's concrete, asphalt, and brick
streets, provide maintenance and repair to culverts, catch basins, and other City right of
way property, street sweeping, leaf vacuuming, and snow plowing.
HIGHLIGHTS
• The Leaf Vacuum Program serves all Iowa City residences and businesses that are
adjacent to public streets.
• Streets in the downtown area are swept every Thursday evening into Friday morning during
spring, summer, and fall seasons.
• City alleys in the downtown area are swept every Monday morning during spring, summer,
and fall seasons.
• Response time to the majority of potholes reported during regular business hours is no more
than two hours.
• The Streets Division was able to assist with clearing debris and tree growth from bridges
and box culverts throughout the City.
DID]
Recent Accomplishments:
• Patched approximately 2,700 potholes and
replaced 200 street panels in FYI
• Traffic Engineering staff have successfully
completed additional signal interconnect
locations at McCollister Blvd., Mormon
Trek Blvd., at the intersection with Hwy 921
• The Streets Division completed new 80'x
80' warm storage building
• Leaf program picked up 663 loads totaling
1,823 tons in FYI
• Replaced 5,250 street signs in FYI to
comply with Federal retro - reflectivity
requirements.
Staffing:
No staffing changes are proposed for FYI 5.
Upcoming Challenges:
• Limited road use tax revenues
inhibit our ability to perform
adequate preventive maintenance
• This deferred maintenance will
result in poorer pavement quality
and increased demand for patching
and temporary repairs
Financial Highlights:
Road Use Tax revenues are budgeted to increase in FY2015 by 1 % to $6,616,545. The Streets
division has budgeted $120,000 in Traffic Engineering for traffic signal equipment and $12,500
in Streets System Maintenance for one -half of the purchase of a forklift to be split with the
Refuse Collection division.
Road Use Tax funds are budgeted to be transferred to the Capital Projects fund totaling
$665,000. This includes $50,000 for ADA curb ramps, $50,000 for LED streetlight
replacements, and $425,000 for the annual street overlay program.
F *1
FY2013
FY2014
FY2015 Proposed
Total FTE's
29.65
29.65
29.65
Financial Highlights:
Road Use Tax revenues are budgeted to increase in FY2015 by 1 % to $6,616,545. The Streets
division has budgeted $120,000 in Traffic Engineering for traffic signal equipment and $12,500
in Streets System Maintenance for one -half of the purchase of a forklift to be split with the
Refuse Collection division.
Road Use Tax funds are budgeted to be transferred to the Capital Projects fund totaling
$665,000. This includes $50,000 for ADA curb ramps, $50,000 for LED streetlight
replacements, and $425,000 for the annual street overlay program.
F *1
VITERI I ATIVIA I AZaI:»11 IT, IA0111091UA 111010K
The Iowa City Wastewater Division exists in order to economically ensure the public health and
safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the
people of Iowa. The division will achieve the mission by providing proper care, operation, and
maintenance of City wastewater and storm water collection systems, treatment plants, and the
local environment.
Wastewater Treatment processes an average of 9.7 million gallons of wastewater per day. Staff
members measure and report 120 different tests per month to the Iowa Department of Natural
Resources (DNR) for both influent waste and treated effluent.
Other major work elements for this division include sewer main repairs, preventative
maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for
operations staff. Administrative, lab, and maintenance staff are on -site five days a week. The
division's budget is organized into five activities:
Wastewater Administration
Wastewater Administration personnel consists of 0.5 FTE Wastewater Superintendent,
1.0 FTE Assistant Superintendent, and 0.5 FTE Senior Clerk. Administration oversees
the operation of:
Wastewater Treatment Plant Operations
The Wastewater Division operates and maintains only one treatment plant now. The
South Plant, located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate
more stringent water quality standards and future growth in residential and industrial
customers. The North Plant, in service for 79 years, has been decommissioned.
Wastewater Collection Systems
The Wastewater Division maintains 300 miles of sanitary sewer. The division also
operates and maintains 18 lift stations throughout the City. Wastewater lift stations are
facilities designed to move wastewater from lower to higher elevation, particularly where
the elevation of the source is not sufficient for gravity flow and /or when the use of gravity
conveyance will result in excessive excavation depths and high sewer construction
costs.
Wastewater Debt Service
Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
`nm
HIGHLIGHTS
• The total treatment capacity for both City plants is 24 million gallons /day under
average conditions.
• Treatment Plant operations accomplish 95.5% removal of CBOD, suspended solids,
and ammonia nitrogen — the key pollutants required to be monitored.
• Preventive maintenance jetting of the sewer collection system covers 15% per year
and video inspection covers 5% per year of the 300 miles of public sewer.
• Sewer emergency call response takes place within 30 minutes, 24 hours per day.
Recent Accomplishments: Upcoming Challenges:
• The decommissioning of the North
Wastewater Treatment plant has
consolidated operations at the South
Plant, with a potential for improved
efficiency and economic development
potential at the former plant location.
• The Wastewater Division analyzes
6,376 required samples for compliance
with NPDES requirement, with 1 sample
at the South Plant exceeding limits in
CY13, a compliance rate of 99.9 %.
• 18 out 26 Division Staff are certified
Treatment Plant Operators by the state
of Iowa. The staff collectively carriesl5
additional technical certifications.
Staffing:
Added 25% of Project Support Assistant
position in Water Administration in FY2015
`1811
• Completion and start -up of the
expanded facilities at the South Plant
will require compliance with new and
more stringent effluent limits.
• The North River Trunk Sewer
reconstruction will provide future
development capacity, improve the
sewer system reliability, and decrease
infiltration.
• Flooding in 2013 revealed a
compromised interceptor line along the
east bank of the Iowa River. Lining of
this section will decrease infiltration,
which will reduce pumping costs.
Service Level Changes for FY2015:
North Treatment Plant will be
decommissioned and flows will be directed
to the expanded South Treatment Plant.
FY2013
FY2014
FY2015
Actual
Actual
Proposed
Total
25.40
24.40
24.65
FTE's
`1811
• Completion and start -up of the
expanded facilities at the South Plant
will require compliance with new and
more stringent effluent limits.
• The North River Trunk Sewer
reconstruction will provide future
development capacity, improve the
sewer system reliability, and decrease
infiltration.
• Flooding in 2013 revealed a
compromised interceptor line along the
east bank of the Iowa River. Lining of
this section will decrease infiltration,
which will reduce pumping costs.
Service Level Changes for FY2015:
North Treatment Plant will be
decommissioned and flows will be directed
to the expanded South Treatment Plant.
Financial Highlights:
Services expenditures increased by $235,063 or 26.2% in the Wastewater Treatment Plant
operations due to the increase in electricity stemming from transferring the North Plant
operations to the South Plant. Supplies expenditures decreased by $108,353 or 18.8% in
FY2015 also due to the closure of the North Plant operations.
The Lift Stations activity was split from the Wastewater Collection Systems budget into its own
budget. The FY2015 budget for Lift Stations is $361,934 which includes capital outlay for
process instruments for $152,500. The Wastewater Collection Systems budget decreased by
$232,161 in FY2015.
114%
Ih%AIA:ZO1UAMA110106y
The mission of the Water Division is to efficiently produce and distribute high quality and
abundant quantity of potable water necessary for the residential, commercial, industrial, and
firefighting needs of the City while maintaining compliance with EPA drinking water regulations.
The Water Division, as part of the Public Works Department, operates and maintains the
potable water system for the City of Iowa City and University Heights. 24/7 system operation is
maintained to provide regulatory approved quality, at satisfactory pressures, and in quantities
and rates of flow to satisfy all customer demands.
Iowa City's award - winning water exceeds all required standards set by the Environmental
Protection Agency, with over 200 water quality tests performed each day by professional staff to
ensure that quality standards are attained. Water quality data is available through the
Consumer Confidence Report that is released to the public annually. The division's budget is
organized into five activities:
Water Administration
Water Administration personnel consists of the Water Superintendent and Assistant
Superintendent. Administration oversees the operation of:
Water Treatment Plant Operations
Iowa City's state -of- the -art water treatment facility, located at 80 Stephen Atkins Drive,
has a 16.7 million gallon per day capacity.
Water Distribution System
The division operates and maintains 263 miles of water main and appurtenances that
date back to 1882. In FY12, in -house staff replaced 3,000 ft. of water main in the
distribution system.
Customer Service
Nearly 26,000 service accounts are billed monthly. The division recently created a
'critical customer' list for emergency communication during main breaks or planned shut
downs.
Public Information /Education
The Water Division creates and delivers the Consumer Confidence Report to all
customers and updates the industrial water quality report for review on the City's
website. The division also generates informative inserts for the customers' water bills.
Water Debt Service
Water debt service consists of principal and interest payments on water revenue bonds,
which are repaid with water revenue.
103
HIGHLIGHTS
• Completion of an Aquifer Storage and Recovery study that will allow treated water to be
stored in the Jordan aquifer during low demand periods and be used during high
demand periods. The benefit of retrofitting and using an existing facility will preclude the
water system from needing to construct additional source and treatment capacity for
future demands.
• A Student Operator Program, that was created in 2012 as a cooperative endeavor with
the University Of Iowa College Of Engineering, provides training and experience that is
beneficial for the Water Division and the students. The will be expanded in FY '15 by
adding two (2) additional students to perform weekend operations and summer
distribution work.
• Continuation of inspection, repair and replacement of distribution system assets, i.e.
hydrants, valves, and water main, by distribution staff has been supported by the
introduction of asset management software and hardware.
• Water main breaks increased due to drought conditions in FY '14 will continue in FY '15
as drought conditions continue.
Recent Accomplishments
• Competed water distribution pressure
zone study
• Drinking water compliance rate is 100 %.
• Repaired 94 water main breaks in FY13
up from 57 in FY12
• City added 8,565 feet of water main in
FY13
• Automated Water Meter Reading (AMR)
system to be completed in FY16.
Staffing:
Added 25% of Project Support Assistant
position in Water Administration in FY2015.
104
Upcoming Challenges
• Transition to distribution infrastructure
appurtenance predictive and
preventative repair and /or replacement.
Hydrants, valves, and system needs will
be evaluated to address the aging
infrastructure components.
• Replace and repair aging infrastructure
in a timely manner
• Planning and implementation of
pressure zones as the City water
system continues to grow.
Service Level Changes for FY2015:
• Water rate increases proposed for
capital improvement program funding.
• Complete expansion of the student
operator program.
FY2013
FY2014
FY2015
Actual
Actual
Proposed
Total
32.75
31.75
32.00
FTE's
104
Upcoming Challenges
• Transition to distribution infrastructure
appurtenance predictive and
preventative repair and /or replacement.
Hydrants, valves, and system needs will
be evaluated to address the aging
infrastructure components.
• Replace and repair aging infrastructure
in a timely manner
• Planning and implementation of
pressure zones as the City water
system continues to grow.
Service Level Changes for FY2015:
• Water rate increases proposed for
capital improvement program funding.
• Complete expansion of the student
operator program.
Financial Highlights:
Water service charges in Water Administration are higher by 11.1% due to a proposed rate
increase of 5% in FY2015 and an increase in user activity stemming from the droubt during
FY2013. Services expenditures also increased in the Water Administration activity due to an
increase in insurance reserve payments and administrative charges. There is $206,500
budgeted in FY2015 under the Water Distribution System for water main repairs that is in
addition -to the capital improvement project transfers.
1[41.7
NAAIMM6191 44x01 111M0K91UAM 111M0K
Iowa City's refuse collection programs are designed to protect the health safety and welfare of
our community by providing prompt and safe curbside collection of waste materials. Our
programs are designed around sustainable principles that promote recycling and ensure that
each specific category of waste is disposed of properly.
Refuse, Recycling, and Yard Waste Collection is administered by the Solid Waste staff within
the Streets Division. Crews provide curbside pickup of household waste, recycling, yard waste,
bulky items, and appliances to 15,177 households on a weekly basis in Iowa City. Services are
provided to residential properties ranging from one to four units. In addition, Solid Waste crews
provide elderly and handicap carryout service to residents whom document need. The Refuse
Collection budget is organized into five activities:
Refuse Collection Administration
Refuse Collection Administration personnel consists of 0.35 FTE Streets /Solid Waste
Superintendent, an Assistant Superintendent, and a Solid Waste Clerk. Administration
oversees the operation of:
Refuse Collection Operations
The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)-
356 -5180 for pickup schedules. Tipper carts have now been delivered to 14,462 Iowa
City residents, making the collection process safer and more efficient. The conversion to
tipper carts has been a 10 year process.
Yard Waste Collection
Yard waste such as grass, leaves and garden residue can be bagged in special Iowa
City yard waste bags imprinted with the City logo. The bags are available for purchase at
participating Iowa City grocery, hardware and general merchandise stores, and at the
Iowa City City Hall Cashier (410 E. Washington St.). Residents may also purchase
annual yard waste stickers. This sticker is to be placed on a container no larger than 35
gallons that you supply. These stickers are effective beginning April 1 and are valid for
one year.
Curbside Recycling Collection
A recycling container is provided for each single - family residence, and each unit of
multiple dwelling of 4 units or fewer.
White Goods /Bulky Items
Customers may call the Solid Waste Division (319) 356 -5180 to schedule special item
collection; additional fees apply. Items available for pickup include furniture, electronics,
appliances, and tires. Usable furniture in good condition may also be donated to Habitat
for Humanity's Furniture Project, which provides good, used furniture to households in
need while diverting material from the landfill.
110
HIGHLIGHTS
In fiscal year 2013 Refuse Collection handled:
• 8,956 tons of refuse
• 1,433 tons of yard waste
• 1,542 tons of recycling
• 2.323 bulk items from the curbside
Recent Accomplishments:
• In 2012, the City's third fully automated
truck was purchased and put into
service, allowing the reduction of one
FTE, accomplished through attrition.
• Customers have fewer sorting
requirements for recyclables than in the
past; bags are no longer required.
Staffing:
• 193 appliances from the curbside
• 292 electronics from the curbside
• 15,177 households serviced weekly
Upcoming Challenges:
• Implement recycling pilot program for
multifamily complexes /condos.
• Acquire 500 additional refuse carts
• Continue planning for transferring refuse
operations from current location to new
public works facility location
There a no staffing increases or decreases proposed in the FY2015 budget. One FTE is being
adjusted from Refuse Operations to Yard Waste Collections for cost purposes.
Financial Highlights:
Capital outlay in the Refuse Operations was increased by $12,500 to pay for one -half of a forklift
that the other half is being funded by the Streets division. Services expenditures in the Yard
Waste Collection operations increased by $31,545 or 40.2% due to an increase in Equipment
Fund operating and replacement charges. Refuse charge budgeted revenue increased by 4.6%
due to the proposed service charge rate increase.
`nn
FY2013 Actual
FY2014 Actual
FY2015 Proposed
Total FTE's
20.35
19.35
19.35
Financial Highlights:
Capital outlay in the Refuse Operations was increased by $12,500 to pay for one -half of a forklift
that the other half is being funded by the Streets division. Services expenditures in the Yard
Waste Collection operations increased by $31,545 or 40.2% due to an increase in Equipment
Fund operating and replacement charges. Refuse charge budgeted revenue increased by 4.6%
due to the proposed service charge rate increase.
`nn
we10U]a14Si1UAMA11010 R1
The Iowa City Landfill and Recycling Center is committed to providing environmentally and
fiscally responsible solid waste, composting, and recycling facilities while working towards
significantly reducing reliance on the Landfill. The Landfill will operate in accordance with all
rules and regulations of the U.S. Environmental Protection Agency and the Iowa Department of
Natural Resources.
The Iowa City Landfill and Recycling Center is managed by the Wastewater Division. The
Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to stringent
federal and state regulations to ensure that environmental protection is in place.
The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items
from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This
initiated recycling programs for these items that are still in place today. The Landfill's budget is
organized into five activities:
Landfill Administration
Landfill Administration personnel consists of 0.50 FTE Wastewater /Landfill
Superintendent, 1.0 FTE Assistant Superintendent, and 0.50 FTE Senior Clerk.
Administration oversees the operation of:
Landfill Operations
The landfill takes in about 125,000 tons of trash and collects hundreds of groundwater
and stormwater samples to evaluate environmental compliance annually. The landfill
has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is
about 400 acres in size; about half which contains buried trash. Remaining land is used
as a buffer for surrounding properties and wetlands.
The Eastside Recycling Center was completed in FY2012 and is located at 2401 Scott
Boulevard. Facilities include an environmental education building, bulk water and
concrete washout stations, and drop -off areas for waste oil and electronic items. The
complex also provides space for the Furniture Project and Salvage Barn.
In an effort to meet the State of Iowa's waste reduction goals, Iowa City has
implemented garbage and recycling programs to encourage waste reduction. These
programs are designed to promote recycling and re -use of materials rather than disposal
of these materials into the City's landfill.
Landfill Assurance Reserves for Closure and Post - Closure
Assurance Reserves account for state - mandated set - asides for costs associated with
closing the landfill and ongoing maintenance of the closed landfill site in accordance with
Iowa Department of Natural Resources environmental requirements.
`11x3
Solid Waste Surcharge Reserve
This activity accounts for the portion of user fees required by state law to be set aside for
environmental protection, waste reduction, and recycling programs.
• Iowa City Community Compost is produced from local yard waste and food waste. The
annual production of nearly 4000 tons is often "sold out ".
• The household hazardous waste facility accepts material from 3,000 households and small
businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill.
• Landfill recycling programs continue to expand:
o Five drop -off sites collect about 500 tons of materials annually.
o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30
local non - profit groups with the proceeds.
o The electronic waste recycling program has been expanded to the East Side Recycling
Center.
Recent Accomplishments: Upcoming Challenges:
• The landfill was accepted as a DNR • State's definition of recycling facilities
Environmental Management System, could possibly jeopardize control of
setting goals for continuous progress in waste flow to the landfill.
designated environmental program • To develop a recycling program for
areas. multi - family residences.
• The East Side Recycling Center opened • Drawing public and private
in April 2012. City staff hosts events to organizations toward the adoption and
educate and promote environmental implementation of sustainability as a
goals to the community. guiding principle for community wide
• Construction was completed on the activities.
reconstruction of the cell that was
destroyed by fire in 2012 and insurance
settlement was finalized.
Staffing:
There are no staffing changes proposed
for FY2015.
1181*]
Service Level Changes for FY2015:
No service levels changes are planned.
FY2013
FY2014
FY2015
Actual
Actual
Proposed
Total
FTE's
17.50
16.50
16.50
There are no staffing changes proposed
for FY2015.
1181*]
Service Level Changes for FY2015:
No service levels changes are planned.
Financial Highlights:
Services expenditures in the Landfill Administration are budgeted to decrease by $232,197 or
33.3% and services expenditures in the Landfill Operations are budgeted to decrease by
$171,092 or 7.4 %, primarily due to a decrease in engineering services of $300,000, a decrease
in administrative charges, and a decrease in contracted temporary labor.
"m
�3 to] N IT, N%AIA:adi /_10FACIA IT, IA011101UAM_ 1101081
The Iowa City Stormwater utility exists to provide safe, clean, and healthy waterways for our
community. We do this by using education, outreach, community involvement, volunteers,
capital projects, and enforcing our City's Ordinances that provide for and protect our
watersheds.
When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces
picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any
pollutant that is directed into the stormwater drainage system bypasses any treatment and flows
directly into our waterways and to those downstream from us. This creates hazards for people,
wildlife, and the environment. Protecting stormwater quality keeps our waterways healthy and
preserves wildlife habitat.
The National Pollutant Discharge Elimination System (NPDES) is a federal program that
regulates storm water discharge into waterways. To comply with the federal requirements, the
City of Iowa City received a permit to discharge storm water and develop programs to reduce
the discharge of pollutants carried by storm water into our local waterways.
The local Stormwater Management Program is administered by the Engineering Division of the
Public Works Department. Revenue to support its mission is derived from monthly stormwater
utility fees collected from local residents and businesses.
HIGHLIGHTS
Volunteers logged 3,300 hours of service to clean up the City's watersheds, waterways,
wetlands, prairies, and other natural spaces in 2012
The Iowa River Clean -Up drew 56 volunteers. Their efforts removed 8.6 tons of garbage
from the river, including 188 tires and 1,850 pounds of metal, all of which were recycled.
Staffing:
In FY15, 50% of a new Project Support Assistant is proposed for the Storm Water operations.
Financial Highlights:
Services expenditures are lower by $85,904 or 29.4% due to a decrease in internal service fund
charges and administrative charges.
FY2013 Actual
FY2014 Actual
FY2015 Proposed
Total FTE's
2.10
2.10
1 2.60
In FY15, 50% of a new Project Support Assistant is proposed for the Storm Water operations.
Financial Highlights:
Services expenditures are lower by $85,904 or 29.4% due to a decrease in internal service fund
charges and administrative charges.
EQUIPMENT OPERATIONS
The Equipment Division exists to ensure that City vehicles and major equipment operate safely,
reliably, and meet the needs of our staff while minimizing lifecycle cost.
The Equipment Division provides repair, preventive maintenance and equipment management
services for all major City -owned vehicular equipment with the exception of Transit buses.
Fueling services are also the responsibility of the Equipment Division, along with acquisition of
new vehicles /equipment and disposition of replaced vehicles /equipment. The Equipment
Division operates as an internal service fund.
HIGHLIGHTS
• The Equipment Division managed four fuel sites that dispensed a combined total of 585,182
gallons of fuel for City vehicles and outside entities (Not including Transit Buses)
• The Division maintains 525 vehicles and major equipment with 2,876 repair orders this past
fiscal year.
Recent Accomplishments:
• Opened new fuel facility at new public
works facility location.
• New City -wide non - emergency radio
system has been fully implemented.
Staffing:
No staffing changes are proposed in FY2015.
11K
Upcoming Challenges:
• Vehicle wash bay replacement in 2015
CIP budget
• Planning for future replacement of
equipment maintenance facility
• Transition to new Police squad car
model; address outfitting new model
with police duty accessory equipment
Service Level Changes for FY2015:
• Fuel rates to external entities were
increased by $.05 to help create a
replacement reserve for the fuel facility
FY2015
FY2013
FY2014
Proposed
Total
10.75
10.75
10.75
FTE's
No staffing changes are proposed in FY2015.
11K
Upcoming Challenges:
• Vehicle wash bay replacement in 2015
CIP budget
• Planning for future replacement of
equipment maintenance facility
• Transition to new Police squad car
model; address outfitting new model
with police duty accessory equipment
Service Level Changes for FY2015:
• Fuel rates to external entities were
increased by $.05 to help create a
replacement reserve for the fuel facility
Financial Highlights:
Fleet maintenance supplies are up by 8.5% primarily due to the increase in gasoline and diesel
fuel prices. Equipment replacement expenditures are up 146% as a street sweeper, a
bulldozer, dump trucks, and other large equipment are scheduled for replacement in FY2015. In
addition, $790,000 is proposed to be transferred to the Capital Projects fund for replacement of
the old vehicle wash bay with a facility at the new public works location on Gilbert Street.
113
Transportation Services Director: Chris O'Brien
Parking Office Location: 335 Iowa Avenue
Phone: (319) 356 -5096
Transit Office Location: 1200 South Riverside Dr.
Phone: (319) 356 -5151
bon www.ebono.or
BUS ON THE GO Q Q
MISSION STATEMENT
Transportation
Services Department
Divisions:
General Fund:
• Public Transportation
Enterprise Funds:
• Parking
• Public Transportation
The Iowa City Transportation Services Department is committed to providing convenient, safe
parking options, safe and courteous transit services, and quality customer service to the citizens and
visitors of Iowa City.
DEPARTMENT DESCRIPTION
The Transportation Services Department manages the City's Parking and Public Transportation
divisions. Both divisions are self - supporting enterprise funds; the Public Transportation division was
transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013.
The Parking division consists of Administration, On- street, Parking Lot, and Parking Ramp
operations. The division oversees the operation of four parking structures with 2,486 off - street
spaces, 1,302 on- street and surface parking lot spaces, and 148 designated motorcycle /scooter
spaces.
The Public Transportation division consists of Administration, Mass Transit Operations, Fleet
Maintenance, and Court Street Transportation Center management. The division operates and
maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with
Johnson County SEATS for paratransit service. The Court Street Transportation Center is
maintained and operated by the Transit Division.
Transportation Services Personnel:
114
FY2013
FY2014
FY2015
Total FTEs
1 81.00
77.50
77.50
114
:0NINIki [11:111101»RAI Is] ki K
The Parking Division of the Transportation Services Department is a self - supporting enterprise
fund responsible for providing safe and convenient parking options in downtown Iowa City.
The division oversees the operation of four ramps, five surface lots, and on- street (metered)
parking. Parking Services enforces parking regulation in the central business district, while the
Police Department enforces parking regulations in residential areas. The division's budget is
organized into five activities:
Parking Administration
Parking Administration personnel consists of 3 Operations Supervisors and half of the
Transportation Services Director and Associate Director positions. Administration
oversees the operation of:
On- Street Operations
Short -term meters (1 -2 hours) are concentrated in the core of the downtown. These
meters are intended for shopper's use.
Parking Lot Operations
North Area
• Schumann Lot (near
Market & Dubuque)
• Market Street Lot
(near Gilpin's Paint)
Parking Ramp Operations
Cashiered Garages:
Central Area
• Recreation Center Lot
• Burlington Street Lot
(near Mill Restaurant)
South Area
• Maiden Lane Parking
Lot (west of Gilbert
Street)
• Dubuque Street Garage (220 S. Dubuque Street) One block south of the Public
Library
• Capitol Street Garage (Burlington & Capitol Street) Adjoins Old Capitol Town Center
• Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed -use
commercial /parking facility
Unattended Garages:
• Chauncey Swan Garage (Washington Street across from City Hall)
• Court Street Transportation Center (Dubuque and Court Street) mixed -use
commercial /parking facility. Managed by the Transit Division.
Parking Debt Service
Parking debt service consists of principal and interest payments on parking revenue
bonds, which are repaid with parking revenue.
Ism
HIGHLIGHTS
• Increased on- street parking rates as a part of the First Hour Free program
• Continued trend of automating parking operational processes
• Changed parking fine structure for expired meter violations
• Entered into agreement for license plate recognition system
• Implemented on -line parking permit renewals
Recent Accomplishments:
• Installed 1134 smart parking meters
allowing for credit card payments
• Implemented First Hour Free program in
four parking facilities; Capitol Street,
Dubuque Street, Tower Place and Court
Street Transportation Center
• Continue to implement
recommendations of the Ad -hoc
Diversity Committee through the
Diversity Implementation Form
• Worked with Parks and Recreation,
ICPD and ICDD to phase in
implementation of Ambassador Program
• Extended parking enforcement hours
until 6:OOpm in the core of downtown
• Finalizing mobile application that
provides real -time parking occupancy
data for gated facilities
Staffing:
No staffing changes are proposed for FY15.
Upcoming Challenges:
• Several downtown development projects
are pending that could impact our
operations.
• Major parking facility restoration project
spread over the next several years
• Operational impact of increase in moped
and scooter traffic
• Addressing needs of bicycle users that
travel to and through downtown Iowa
City
Service Level Changes for FY2015:
• Downtown Ambassador Program: a partnership with the Iowa City Downtown District to
welcome and ensure guests and community members feel invited and safe Downtown.
Ambassadors interact with business owners, help maintain and keep Downtown clean by
providing litter removal, and work with the Downtown beat police officer on safety concerns.
1111
FY2013 Actual
FY2014 Actual
FY2015 Proposed
Total FTE's
29.25
26.25
26.25
Service Level Changes for FY2015:
• Downtown Ambassador Program: a partnership with the Iowa City Downtown District to
welcome and ensure guests and community members feel invited and safe Downtown.
Ambassadors interact with business owners, help maintain and keep Downtown clean by
providing litter removal, and work with the Downtown beat police officer on safety concerns.
1111
Financial Highlights:
Services expenditures increased in Parking Administration by $117,594 or 19.2% primarily due
to an increase in credit card charges from the new parking meter system. Parking charge
revenue in the On- Street Operations is budgeted to increase by $225,782 or 17% due to the
change in the parking structure and from taking credit card payments at the meter. Services
expenditures are budgeted to increase by 19.6% for the On- Street Operations and by 12.3% in
the Parking Ramp Operations primarily due to the software fees associated with the new
parking meter system. Capital outlay for On- Street Parking was added for $64,500 including
$44,000 for electrical vehicle stations and $10,500 for a bike sharing program with the
University of Iowa.
117
IIM10111Y go] UARAI Is] 061
The Transit Division is a self - supporting enterprise fund that provides fixed -route and paratransit
bus services as well as operating the Court Street Transportation Center. The division is
committed to providing safe, courteous, and quality transportation to the citizens and visitors of
Iowa City as well as the City of University Heights. The division's budget is organized into four
activities:
Transit Administration
Transit Administration personnel consists of two Operations Supervisors, a 0.5 FTE
Customer Service Representative, and half of the Transportation Services Director and
Associate Director positions. Administration oversees the operation of:
Mass Transit Operations (fixed -route and paratransit services)
Iowa City Transit fixed route operations include 19 routes during weekday peak service
within the corporate limits of Iowa City and University Heights. Fixed route bus service is
operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from
5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways
while providing hourly service during off -peak and Saturdays. Complimentary paratransit
service is provided mirroring the hours of operation of the fixed route service. These
services are contracted through an agreement with Johnson County SEATS with
vehicles provided by the City of Iowa City.
Fleet Maintenance
Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 10 paratransit
buses, all of which are ADA accessible.
Court Street Transportation Center
In addition to operating the public transit services, Iowa City Transit also operates the
Court Street Transportation Center. This multi -use facility houses a 600 space parking
facility and four commercial properties. This facility was FTA funded resulting in all
revenues being directed to the transit fund.
HIGHLIGHTS
• Provided 1,879,594 passenger trips in FY13
• Provided service covering 712,000 miles and 54,500 hours
• Contracted paratransit service provided 101,700 passenger trips in FY13
• Joint project with Coralville Transit to implement new fare collection system utilizing
50% grant funds
loN
Recent Accomplishments:
• Purchased 1 new 20 passenger Light
Duty bus utilizing 80% FTA funding.
Received grant funding for replacement
of 4 Light Duty buses to replace aging
paratransit vehicles.
• Continuing partnership with University of
Iowa - Cambus and Coralville Transit,
began design of automated trip planner
system.
• Expanded and restructured Eastside
Loop route to make more efficient.
• Completed negotiations of a five year
28E Agreement with Johnson County to
provide paratransit services.
• Installed access and revenue control
equipment at the Court Street
Transportation Center, which allowed us
to offer "first hour free ".
Staffing:
No staffing changes are proposed in FY15.
119
Upcoming Challenges:
• Property tax reform will impact our
transit levy funds which currently are
$2.9 million annually.
• The current transit maintenance and
storage facility is located on a former
uncontrolled dump site which is also a
highly desirable location for
development. Relocation of this facility
continues to be a priority for the
department but funding this facility may
be a challenge due to the decrease in
transit capital funding. Working with
MPOJC to develop planning documents.
• Increase in cost of paratransit services.
Some of this has been offset by rate
increases and service cuts.
Service Level Changes for FY 2015:
The SEATS para- transit service will have
service cuts as a result of reduced funding
from Johnson County. This will be coupled
with an increase in fees for this same
service and an increase in maintenance
costs as the City takes over the para- transit
fleet maintenance from the County.
FY 2013
FY 2014
FY 2015
Actual
Actual
Proposed
Total
51.75
51.25
51.25
FTE's
119
Upcoming Challenges:
• Property tax reform will impact our
transit levy funds which currently are
$2.9 million annually.
• The current transit maintenance and
storage facility is located on a former
uncontrolled dump site which is also a
highly desirable location for
development. Relocation of this facility
continues to be a priority for the
department but funding this facility may
be a challenge due to the decrease in
transit capital funding. Working with
MPOJC to develop planning documents.
• Increase in cost of paratransit services.
Some of this has been offset by rate
increases and service cuts.
Service Level Changes for FY 2015:
The SEATS para- transit service will have
service cuts as a result of reduced funding
from Johnson County. This will be coupled
with an increase in fees for this same
service and an increase in maintenance
costs as the City takes over the para- transit
fleet maintenance from the County.
Financial Highlights:
Services expenditures in Mass Transit Administration increased by 36.3% or $44,686 primarily
due to an increase in insurance costs. Personnel expenditures decreased by $82,513 or 22.9%
primarily due to staff turnover.
Supplies expenditures in the Fleet Maintenance activity increased by $161,279 or 17.4% due to
an increase in the price of diesel fuel and due to the a budget estimate of $60,000 for the cost of
repair and maintenance supplies for the para- transit bus fleet.
120
Operations Specialist
Location:
Phone:
Michael Tharp
1801 S. Riverside Drive
(319) 356 -5045
Iowa City Municipal Airport Five Year Strategic Plan
2011 -2015
VISION STATEMENT
The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide
a safe, cost - effective general aviation airport that creates and enriches economic,
educational, health care, cultural, and recreational opportunities for the greater Iowa City
area.
MISSION STATEMENT
The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of
Iowa City and to meet the needs of its stakeholders.
DEPARTMENT DESCRIPTION
Iowa City's Municipal Airport is a general aviation airport located in the southwest part of
Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113
pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation
airports in the state.
A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight
instruction, and charter services. The airport has approximately 30,000 take -offs and
landings annually and sold over 240,000 gallons of jet fuel and aviation gasoline to aircraft
operators in FY2012.
Airport staff is responsible for daily operation and maintenance of all airport facilities,
including 59 T- Hangars, 6 corporate hangars, other airfield buildings, runways and
equipment. The Operations Specialist staffs an administrative office, manages leased areas
and contracts, plans and oversees airport- related capital improvements.
Airport Personnel:
121
FY2013
FY2014
FY2015
Total FTEs
1 1.00
1.00
1.00
121
UINWQ:iWitUAMA1101061
The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a
safe, cost - effective general aviation airport that creates and enriches economic, educational,
health care, cultural, and recreational opportunities for the greater Iowa City area.
The Iowa City Airport Commission is a five member commission of Iowa City residents.
The Airport Commission duties are as follows: To exercise all the powers granted to cities and
towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually
certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied
for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be
under the full and absolute control of the Airport Commission, deposited with the City Treasurer,
and disbursed only on the written warrants or order of the Airport Commission.
• The Iowa City Municipal Airport has secured over $17.9 million in outside grant funding for
improvement projects since 2007
• The University of Iowa Center for Computer Aided Design continued to conduct research at
their Operator Performance Laboratory at the Airport
• The Airport will be hosting Fly Iowa 2014, a statewide event.
• The Iowa Department of Transportation estimates that the Airport has an economic impact
of over $11 million on the Iowa City area annually
Recent Accomplishments:
• Completed acquisition of Ruppert
property with FAA assistance.
• Construction of parallel taxiway
(phase 2) paving and lighting in
progress.
• In process of rehabilitating Airport
Terminal and Building D roofs.
Staffing:
Upcoming Challenges:
• Maintenance of the Airports aging
buildings.
• Improve public outreach by hosting
more events and activities at the
Airport.
• To continue to market and sell lots at
Airport Commercial Business Park.
There are no staffing changes being proposed for FY2015.
122
FY2013 Actual
FY2014 Actual
FY2015 Proposed
Total FTE's
1 1.0
1.0
1.0
There are no staffing changes being proposed for FY2015.
122
Financial Highlights:
The Airport operations budget includes $40,000 for building and facility rehabilitation projects.
In FY2014, $228,500 of revenue is estimated for the sale of commercial park property. There is
no revenue budgeted for the sale of the business park lots in FY2015.
123
L-
CITY OF IOWA CITY
410 East Washington Street
Iowa City, Iowa 52240 -1826
(3 19) 356 -5000
(319) 356 -5009 FAX
www.icgov.org
City Council BUDGET Work Session Agenda
January 6, 2014
1:00 PM
Emma J. Harvat Hall - City Hall
410 E. Washington Street
CAPITAL IMPROVEMENTS PROGRAM
1:00 Review of Saturday's work session
1:30 Capital Improvement Projects (2 hours)
3:30 BREAK
Discussion wrap -up
7:00 Scheduled ending time
r
! ass
•
CITY OF IOWA CITY
410 East Washington Street
Iowa City, Iowa 52240 -1826
(3 19) 356 -5000
(319) 356 -5009 FAX
www.lcgov.org
City Council Work Session Agenda
January 7, 2014
5:00 PM
Emma J. Harvat Hall - City Hall
410 E. Washington Street
• Questions from Council re Agenda Items
• Board and Commission appointments [ #7 ]
• Annual Update Presentation from the Iowa City Area Development Group
• Information Packet Discussion [December 19, January 2]
• Council Time
■ Meeting Schedule
■ Pending Work Session Topics [IP #6 of 1/2 Info Packet]
■ Upcoming Community Events /Council Invitations
IP6 M
r
CITY OF IOWA CITY
PENDING CITY COUNCIL WORK SESSION TOPICS
January 2, 2014
January 21, 2014
1. Continue the discussion on the Gateway Project design parameters
Pending Topics to be Scheduled
1. Discuss community business attraction and anti - piracy compact
2. Discuss Gilbert/Highland /Kirkwood neighborhood concerns
3. Review the National League of Cities Institute for Youth, Education and Families
report entitled, "City Leadership to Promote Black Male Achievement" (originally
distributed in the 5/16/2013 Information Packet)
4. Discuss recycling opportunities for multi - family housing (UISG letter in 10/1/2013
packet)
5. Discuss Council's neighborhood planning and development expectations near the
new elementary school locations
1/7/2014
THE IOWA CITY AREA DEVELOPMENT GROUP
► ICAD Group works to enhance the quality of our
communities by serving the workforce
development and economic development needs
of interstate commerce companies in our service
territory.
1
CLIENTS IN IOWA CITY
► ACT, Inc.
►
Economy Advertising
►
Millard Refrigerated Services
► Advanced Infoneering
►
Graham Packaging
D.
Moore Wallace( R. R. Donnelley &Sons)
► Alpla
►
Pear Deck
P.
National Cooperative Grocers Association
► Artificial Eyes
►
IDx LLC
►
Oasis Hummus
I. Bandwidth Pool
►
International Automotive Components
►
Oral-13 Laboratories
D. Breads by Anna
►
Iowa Doppler Products
I.
Pearson Educational Services
► CCL
►
ITC Midwest
►
Procter & Gamble Mfg. Co.
► Cardiostrong
►
Loparex
►
Quality Quest Inc.
► City Carton Recycling
►
Lyrical Labs
►
Radiology Protocols
► CompleWare Corporation
►
Mazira
►
Tutor Universe
► Con Flex Display& Packaging
►
Mercer Administration
P.
United Natural Foods
I. Cramer Dev
►
Meta Communications
►
Viz -Tek/ Cyber Anatomy
► Dibzees
►
Metro Wire
►
West Wind Education Policy
OUR SERVICE TERRITORY
Cedar Rapids
)Salon Tipton
0 W t Branch
est Liberty
0
1/7/2014
2
FY2014 FULL PROJECT UPDATE
► Through January 2014, we have provided significant assistance to the
achievement of the following results:
► Expansion /Retention Projects = 7 contributing 424 jobs
► Targeted Company Recruitment = 4 contributing 345 jobs
► New Companies Created /Assisted = 6 contributing 37 jobs
806 New Jobs since July 1, 2012
FY2014 FULL PROJECT ACTIVITY
(30% THROUGH 5 YEAR GOALS)
► Expansion /Retention Projects = 30%
► Expansion /Retention Jobs = 26%
► Targeted Company Recruitment = 27%
► Targeted Company Jobs = 40%
► New Companies Created /Assisted = 38%
► New Companies Created /Assisted Jobs = 22%
1/7/2014
3
1/7/2014
FY2014 FULL PROJECT ACTIVITY
(30% THROUGH 5 YEAR GOALS)
► Expansion /Retention Projects = 30%
► Expansion /Retention Jobs = 26%
► Targeted Company Recruitment = 27%
► Targeted Company Jobs = 40%
► New Companies Created /Assisted = 38%
► New Companies Created /Assisted Jobs = 22%
FY2014 FULL PROJECT ACTIVITY
(30% THROUGH 5 YEAR GOALS)
► Expansion /Retention Projects = 30%
► Expansion/ Retention Jobs = 26%
► Targeted Company Recruitment = 27%
► Targeted Company Jobs = 40%
► New Companies Created /Assisted = 38%
► New Companies Created /Assisted Jobs = 22%
Ak, mini
4
Targeted Business
Recruitment
Full page ads have been placed
with leading site location
magazines to promote the IC
Industrial Park and the Shovel
Ready Iowa program.
Launch of Site Selector
Familiarization Tour Program
Success with economic development
inr
with y�
SUTWIS40v .1
W11"i �y ;uwa.cam
ATTRACTION OF TALENT
WORKFORCE REMAINS OUR BIGGEST
CHALLENGE
1/7/2014
5
WORKFORCE AND SKILLS ANALYSIS
Cluster Skills Analysis Creation of Regional Workforce Plan
Workforce Development Marketi
Partnerships with Hawkeye
Sports Properties and UI
Alumni paying off
• Unique Visitors up 86% on
PickYourPace.com website
• Veterans Recruitment
► Regional Workforce
Development Plan to be
Developed with Kirkwood
Community College and UNI's
Institute for Decision Making
and Regional Economic
Development Organizations
• Advanced Manufacturing - -•
Sector Board
ii&R kE
� >n
1/7/2014
31
1/7/2014
BETTER TELL OUR STORY INTERNALLY AND
EXTERNALLY
`/
Nation's First Coworking Space/
Nontraditional Incubator Led by an Economic
Development Organization
Number of companies started due to the CoLab
Number of significant events held either at or because of the Col-ab
d culture of innovation concept
Number of companies spun out of CoLab and locating in our region
Number of existing companies showingtangible growth due to Col-ab
Number of companies recruited to the area utilizing CoLab
Square feet of space leased/ built in the area because of company spin outs
Number of new positions created due to Col-ab
)th in CoLab and in company spin outs)
Capital raised by companies utilizingCoLab and those who have spun out
1 Goal ear 3 Goal 10 Month
(Cumulative) Status
4 15 a
6 25 16 Collaborating
2 10 with Des Moines
4 1 4 Partnership on
2 81 1
10,000 50,00 400 Plains Angels
70 19
$3.5 million $>700K
CURRENT NEEDS: AFFORDABLE HOUSING
AND OFFICE SPACE
Riverfront Crossings Currently have 3 projects that
'fire Daily 1a°
Ofl1n' Iw.rr.�ydor. P
would take over 18,000 sq /ft
of office space proximate to
downtown if available.
Challenge: Provide density
that rivals larger cities to
retain talented workers.
1/7/2014
i
UNPRECEDENTED GROWTH:
SMART, HEALTHY & FUN
Kirkwood STEM Focused Regional Center
$1B in UI Projects Underway
THANK YOU FOR YOUR INVESTMENT
Mark Nolte, ICAD Group President
316 E Court Street
Iowa City, Iowa 52240
(319) 354 -3939
mnolte @icadgroup.com
1/7/2014
�*.'
® CITY OF IOWA CITY IP7
"�EN ®� MEMORANDUM
Date: December 19, 2013
To: Tom Markus, City Manager
From: Jeff Davidson, Director of Planning & Community Development
Re: Discussion at 12/17/13 City Council meeting of design of General Quarters Subdivision Part 2
At the 12/17 City Council meeting Council approved the preliminary plat of General Quarters Subdivision
Part 2 on a 6 -1 vote. There was discussion of the street layout in the subdivision. Specifically, there
were questions expressed about the use of a cul -de -sac on Sherman Drive rather than an "elbow" street
as is found on Hemingway Lane on the other side of Sycamore Street in Southpoint Subdivision.
I have confirmed that the use of a cul -de -sac in General Quarters Part 2 was to open up visibility from
Sycamore Street into the neighborhood. It also allowed a pedestrian link from the end of the cul -de -sac
bulb to the Sycamore Street sidewalk. This design was used for the other end of Sherman Drive which is
already constructed in General Quarters Part 1.
In the attached photographs you can see the effect of lots which have backyards that face arterial
streets. We have seen a proliferation of privacy fences which create a walled -off effect along arterial
streets. With townhouse and multifamily development it is possible to design buildings which face the
street with rear access lanes and alleys. But this is difficult with single family development where privacy
and security is typically more of a concern. You can see from the photograph of Sherman Drive in
General Quarters Part 1 to the north that the cul -de -sac design with no lots backing onto Sycamore Street
results in a much more open, visible neighborhood. It is obscured by snow in the photo, but there is a
sidewalk link from the end of the cul -de -sac bulb to the Sycamore Street sidewalk.
Our subdivision regulations prohibit cul -de -sacs except in specific circumstances. This is to foster
neighborhood connectivity and facilitate the provision of public services. We do, however, feel that
regulating arterial street access and creating open, visible neighborhoods with good pedestrian linkages
justifies the design of the cul -de -sac used in General Quarters Part 2.
Let me know if there are any questions. We will be discussing with Council the larger issue of subdivision
design in new neighborhoods around the new elementary schools in January.
Sherman Drive (existing)
From: Tom Markus
Sent: Friday, December 20, 2013 4:11 PM
To: Council
Subject: FW: Iowa City Gateway Project Status
From: Melissa Clow
Sent: Friday, December 20, 2013 3:05 PM
To: melissaclow @iowacitygateway.org
Subject: Iowa City Gateway Project Status
The City of Iowa City has received notification from the Iowa Department of Transportation that the Federal Highway
Administration (FHWA) has approved and signed the Finding of No Significant Impact (FONSI) for the Iowa City Gateway
Project. Additional information, including a link to the document can be found on the project web site
(www.iowacitygateway.or>?). Design parameters for the Gateway Project will be discussed by the City Council on
January 21, 2014. Additional details will follow. Feel free to contact me if you have any additional comments or
questions about the project.
You are receiving this e-mail because you have indicated an interest in the Iowa City Gateway project. Should you no
longer wish to receive these updates, please e-mail me at: Melissa - Clow @iowa- city.org or
melissaclow @iowacitygateway.org.
Melissa A. Clow, El, LEED AP
Special Projects Administrator
Engineering Division
City of Iowa City
410 East Washington Street
Iowa City, IA 52240
319 - 356 -5413 office
319 - 330 -1420 cell
APlease consider the environment and do not print this email unless necessary.
r
^� CITY OF IOWA CITY IP9
MEMORANDUM
Date: December 30, 2013
To: City Council
From: Tom Markus, City Manager
Re: City Receipt of Reimbursement Check for Billing Discrepancy
Last week, MidAmerican Energy Company reimbursed the City of Iowa City after finding a billing
discrepancy due to a data entry error in the City's streetlight account.
During a lighting audit, it was revealed the City had been paying for more 150 -watt high -
pressure sodium streetlights than it should have, dating back to 2004. The City has more than
3,000 streetlights, varying in wattage, for which it is billed each month.
Due to the City of Iowa City's large number of streetlights, the discrepancy went undetected until
December 2013. MidAmerican has implemented new processes and procedures to reduce the
chance of this situation occurring in the future. The City of Iowa City is also reviewing its
oversight of City billing and accounting policies and will take the necessary actions to implement
steps to prevent a reoccurrence.
A refund check of $531,405.36 was provided to the City on December 26, 2013. These monies
have been returned to the road use tax fund, which is the fund from which they were originally
expended. Road use tax fund dollars are restricted in their use to roadway related expenses.
I believe MidAmerican Energy Company has settled this issue with the City of Iowa City as
equitably as they could have and I consider this matter resolved.
IP10
Marian Karr
From:
Sent:
To:
Subject:
Info packet please.
Sent from my iPad
Tom Markus
Saturday, December 28, 2013 9:52 AM
Marian Karr
Fwd: Wires Along Sidewalks
Begin forwarded message:
From: os cresson <oscressongjuno.com>
Date: December 27, 2013 at 7:19:16 PM CST
To: <Mike- Morangiowa -cit">
Cc: < Rick- Fossegiowa-cit�, <Tom- Markusniowa- cit�org >, <Jim -Thro morton ,iowa-
city.org >, <Terry- Robinsonkiowa- cit�org>
Subject: RE: Wires Along Sidewalks
Greetings,
Your prompt and careful attention to this problem is impressive. It is an example of people in
public service having to meet needs that compete with each other, and doing so when it is hard to
get data on how much of a problem these wires are causing and how often the brushes are
shedding wires. No one said public service was simple.
I'll pick up the wires on Dubuque Street from Park Street to Foster Road so I know we are
starting clean on that stretch.
Thank you for keeping me informed, but don't feel we need more communications on this. I'm
fully satisfied with what you are doing.
Os Cresson
---- - - - - -- Original Message ---- - - - - --
From: Mike Moran <Mike- Morangiowa- city.org>
To: 'os cresson' <oscressongjuno.com >, Rick Fosse <Rick- Fossekiowa- cit�org>
Cc: Tom Markus <Tom- Markus(2iowa -cit .00rg >, Jim Throgmorton <Jim -Thro morton ,iowa-
city.or >, Terry Robinson < Terry- Robinsongiowa- city.org>
Subject: RE: Wires Along Sidewalks
Date: Fri, 27 Dec 2013 22:11:32 +0000
Mr. Cresson,
Our park crews are responsible for the snow removal in this area and we have removed the
brush types we had been using and replaced them with a brush that has all synthetic bristles. We
believe that this will solve the problem with the wire bristles you were picking up along
Dubuque Street. Fortunately we have not yet had another snow event to see if we have solved
this problem. We would appreciate any feedback you have after our next snow event so that it
can help us to determine if we have fixed the problem. Please let me know if there is anything
further that you need information on or have questions about. Thanks for your email.
Michael Moran CPRP
Director, Parks and Recreation
City of Iowa City
220 S. Gilbert St.
Iowa City, Iowa 52240
319 - 356 -5104
From: os cresson [mailto:oscressongiuno.com]
Sent: Monday, December 16, 2013 2:18 PM
To: Rick Fosse
Cc: Tom Markus; Jim Throgmorton; Mike Moran
Subject: Re: Wires Along Sidewalks
You all responded positively to my message about wire bristles on the sidewalks 18 months ago
(below), so I thought to contact you again.
This morning I picked up 39 wire bristles in the 200 yards along Dubuque Street from the Park
Street bridge north to the southern end of the metal fence along the river. That is about one wire
every 5 yards.
The machine that cleared the sidewalk is shedding metal bristles at a greater rate than you
probably realize. It was used on the Dubuque Stree sidewalk north of Park Street during the
week before today, Monday December 16, probably yesterday or today.
I understand it is difficult to clear sidewalks well enough for pedestrian safety and also to get the
most out of your equipment. You are doing a fine job, but you need a good way to test the rate at
which your snow sweepers are shedding bristles.
Osborn Cresson
1773 Louis Place, Iowa City IA 52245
---- - - - - -- Original Message ---- - - - - --
From: Rick Fosse <Rick- Fosse@iowa- city.org>
To: "'oscresson(e juno.com "' <oscresson@j uno.com>
Cc: Tom Markus <Tom- Markusgiowa- city.org >, Jim Throgmorton <Jim- Throgmorton(,iowa-
city.org>, Mike Moran <Mike- Moran(2iowa- 61y.org>
Subject: Wires Along Sidewalks
Date: Wed, 11 Apr 2012 20:53:43 +0000
Mr. Cresson:
Jim Throgmorton shared with me your note and wire samples that you picked up along our
streets. I had our Equipment Division check this out and they are from the brushes that our Parks
Department uses to clear the snow from sidewalks. The brushes have both plastic and metal
bristles. Our Park's staff reports that they occasionally find a few metal bristles along the
sidewalks they clear, but not as many as you have noted. The brushes are typically replaced
each year, but in an attempt to be frugal they were used for a second year this last winter. It
appears that bristle loss is significantly higher in the second year and it is good for us to know
that.
Thanks for bringing this to our attention.
Rick Fosse
Public Works Director
From the City Manager
After 50 years of decline, the new Midwest is
coming slowly
Richard C. Longworth
December 23, 2013
As a lifelong Cubs fan, I grasp the concept of a bad century. This helps in contemplating the
Midwest, which is five decades into a bad century right now, with no quick turnaround in sight.
IP17
The reason is no mystery. The old Midwest did two big things for a living, which are heavy industry
and intensive agriculture. Neither now provides the jobs or paychecks to support the people who live
here. The Midwest — that heartland stretch from Pittsburgh and Buffalo through Illinois to the
Missouri River — is like a worker who lost his job and hasn't found a new one.
The huge mills and factories that once employed millions of Midwesterners on blast furnaces and
assembly lines are gone — first to the South, then to Mexico, more recently to China, with
automation taking the jobs that outsourcing didn't. Some manufacturing is coming back, but
manufacturing jobs aren't: Robots mostly hold those jobs now.
Farm consolidation, driven by technology, has replaced many small farms with a few huge farms.
This means fewer farmers, which means fewer customers for the old farm towns that punctuate the
Midwestern landscape.
Manufacturing employs about 10 percent of all Midwesterners, no more. Farming employs 2
percent of all Midwesterners. There are good jobs in bioscience and other agribusiness, and
advanced high -tech manufacturing provides a good living for some skilled and educated workers.
But neither has taken up the slack left by the transformation of the Midwest's two big meal tickets.
The upshot is all too visible. Beyond the glitz of Chicago's Loop and the intellectual oases of the big
research universities, much of the Midwest lies on the wrong side of America's tracks. Old farm and
mining towns are going or gone. From eastern Iowa through western Pennsylvania, the old industrial
towns — Rockford, Flint, Muncie, Dayton — are shrinking cities that may or may not survive. A few
cities such as Indianapolis and Columbus had less of an industrial legacy to overcome: They are
thriving, largely by inhaling the assets, including the young people, of the gasping states around
them.
No New Year's champagne here. This is gloomy stuff. Is there a solution?
WAKING UP
The best news is that the Midwest has cast off its usual reaction to bad news, which is denial. Across
the region, leaders know the industrial age is over and the global age is here. People are asking the
right question, which is how we compete in a global economy — and how we do it regionally.
The second traditional Midwestern reflex, which is a bloody- minded refusal to cooperate with
neighbors, also is fading. This explains the new Tri -State Alliance binding the economic region from
Milwaukee through Chicago and into northern Indiana. Cleveland is beginning to talk with its
suburbs. Wisconsin's New North region, from Fond du Lac to Green Bay, is showing results. So is
the 1 -380 corridor between Iowa City and Cedar Rapids.
From Grand Rapids to St. Louis, philanthropists are putting their money into transformative
economic development. As states slash funding to their big state universities, these schools are
exploring cooperation across state lines. The Great Lakes states are waking up to the huge, watery
resource on their doorsteps and asking how they can use this mother lode for economic gain, just as
they once used their soil and mines to create an economy.
It's early days yet. Much of this is more talk than action. State governments still fight inanely to steal
jobs and companies from each other. No big Midwestern university even teaches a course on the
Midwest.
But all this talk is an improvement on the silence and denial that shrouded the Midwestern decline
for 50 years. Most of the region's governors are up for re- election this year — a golden opportunity to
expand that talk into a real debate on our common future.
From the City Manager IP12 - -
Is the 'traditional' downtown a thing of the past? Is that
OK?
Kaid Benfield, Better! Cities & Towns
When I was a kid, people went downtown to do their Christmas (or whatever) shopping. That's where the
department stores were, the specialty clothing stores, the sporting goods and music stores, the toy stores, the
shoe stores, the jewelers, the gift shops. Downtown was also where you'd find the most restaurants, theaters,
and hangouts, where a group of us from high school might gather and eat burgers and fries after school before
going the rest of the way home. Downtown was where most offices were, too, along with civic buildings and
the library, the city auditorium.
This view of a traditional downtown remained true when I went off to undergrad school in Atlanta and law
school in Washington, in the late 1960s and early 1970s. Downtown remained the best place to go shopping or
do most anything else. It was where you went for excitement, a place with a critical mass of activity. Suburban
malls were starting to sprout up with branches of the downtown stores, but the tragic flight of people and
investment out of the city center hadn't yet sapped all the life out of the central shopping district.
Indeed, readers of a certain age may recall the hit song, "Downtown," by Englishwoman Petula Clark. After
being released in four different languages, the song reached number one on the American charts in 1965:
When you're alone and life is making you lonely
You can always go downtown
When you've got worries, all the noise and the hurry
Seems to help, I know, downtown
Just listen to the music of the traffic in the city
Linger on the sidewalk where the neon signs are pretty
How can you lose?
The lights are much brighter there
You can forget all your troubles, forget all your cares
So go downtown
Things will be great when you're downtown
No finer place for sure, downtown
Everything's waiting for you
Don't hang around and let your problems surround you
There are movie shows downtown
Maybe you know some little places to go to
Where they never close downtown
Note the date of the song. I was in high school, as it happens.
We all know what happened next, unfortunately. Nearly every American city, along with most small towns,
hollowed out in the decades to follow. Except for cities with a long history of multifamily residential buildings
downtown such as New York, Chicago and San Francisco, walkable central districts lost their shopping
pizzazz along with their department stores and high -end retail (and a lot more).
Aaron Renn, author of the long- running and always - provocative blog The Urbanophile, believes that my
generation, the baby boomers, was the last to experience in large numbers the kind of downtown that Petula
Clark sang about. Ten to fifteen years later, certainly twenty years later, it was over in most American cities.
The sense of loss suffered by boomers and previous generations as a result of what I might call The Great
Disinvestment prevents many of us, Aaron suggests, from a more positive view toward urban progress today.
Here's a passage from his essay "The Rupture," collected in his new e -book The Urban State of Mind:
Meditations on the City. Although in this passage he is writing primarily about Rust Belt cities, I think his
insights apply in a lot of places across the country:
"Gen -X and the Millennials have much more optimistic andpositive views of urban areas than baby boomers
and previous generations. I think this results from the rupture that those earlier generations experienced when
our urban cores declined. If you read a newspaper interview of someone in that age bracket, you always hear
the stories about the wonderful things they did in the city when they were younger. It was the land of good
factory jobs, the downtown department store where their mothers took them in white gloves for tea, of the tidy
neighborhoods, the long standing institutions and rituals — now all lost, virtually all of it. Unsurprisingly, this
has turned a lot ofpeople bitter. Many people saw everything they held dear in their communities destroyed,
and they were powerless to stop it. T hese people are never going to be able to enter the Promised Land.
"For people about my age or younger, it's a very different story. None of us knew any of those things. Our
experience is totally different. We've basically never known a city that wasn't lost. Gen -X, which Jim Russell
views as the heartland of Rust Belt Chic, is a generation defined by alienation, so the alienated urban core
suits our temperament perfectly. The Millennials of course have a very different attitude towards cities. "
[Emphasis added.]
I don't know about the white gloves and tea, but I sure can identify with the rest of that first paragraph.
Although I know plenty of boomers who, like myself, have very positive and optimistic views of cities, I think
Aaron is on to something. I know I have a very clear image of what an ideal downtown is, but that dream of a
complete, exciting downtown serving as a hub of all things urban may well be lost in many American cities.
Younger people never knew the concept of a healthy, unified downtown to begin with, so it doesn't bother
them that what is emerging today is more diffuse, less geographically centered, less complete, without large
retail anchors where one might do much of one's holiday shopping.
I'm not sure it bothers me, either, though I will confess to a certain nostalgia for the good old days. To take the
DC example, I pretty much love what is happening in central Washington today — including, by the way, our
outdoor holiday market. Downtown DC has become an exciting place again, to work, to eat, to gather, to shop.
But, generally speaking, the retail choices are fewer and much more limited, as well as more spread out among
various shopping areas. I'm now in need of a sports store where I can buy a heart rate monitor, for example,
and I'm not sure there is a good sporting goods store downtown. There's one very good department store
where I might find housewares and a variety of clothing, but only one. Not all of this retail shrinkage is due to
disinvestment, of course — if the geography of buying and selling shifted dramatically once from city to suburb,
it has changed yet again in the era of online shopping.
As for the other places I've lived, Atlanta's downtown is but a very faded replica of what it once was. I visited
a few years ago and found it terribly lifeless and depressing. I don't spend much time in the Rust Belt, but I
know it's much worse there.
As for smaller cities, it varies. Some downtowns emptied out and have yet to rebound. Others are doing better:
the lively, compact and walkable downtown of Asheville, where I grew up, has enjoyed a wonderful revival, as
1 wrote some time back. Most of the wonderful old art deco buildings are still there, but repurposed. The
restaurant and bar scene is great, as are the galleries and high -end craft shops. There are new residential
buildings downtown, which I find very encouraging, though I'm told they are very expensive to buy into.
There's still a first -rate independent bookstore.
But the clothing stores are long gone, with few exceptions. One certainly wouldn't go downtown to buy
housewares or sports equipment. I'd have to say that the retail in the old shopping district is now geared more
to the city's bustling tourist trade than to non -arty locals. I wouldn't call it "traditional," but it might represent
some of the best of what's possible today, instead of what once was.
And maybe that's just fine. Times do change.
Would Petula Clark feel at home there, or in today's downtown DC? Hard to say. But, just as many
downtowns are re- emerging once again as exciting places, there may be some significance in the fact that she
re- released "Downtown" in 2011, this time with my favorite Irish roots -rock band, the Saw Doctors. The song
hit number two on the Irish pop charts.
TOM HARKIN
IOWA
'United �tatcz senate
WASHINGTON, DC 20510 -1502
December 11, 2013
Mayor Matt Hayek
City of Iowa City
410 East Washington Street
Iowa City, Iowa 52240
Dear Mayor Hayek,
1202) 22 IP13
Fax: (202) 2
TTY: (202) 2
http: / /harkin.s
COMMITTEES:
HEALTH, EDUCATION,
LABOR, AND PENSIONS, CHAIR
Thank you for contacting me about the Community Development Block Grant (CDBG) Program
and the HOME Investment Partnerships Program. I appreciate you taking the time to share
specifics with me about how Iowa City has benefited from these programs.
I have long been a supporter of the CDBG and HOME Investment Partnerships Programs and, as
a member of the Senate Committee on Appropriations, have worked hard to ensure adequate
funding for them throughout my years in the Senate. CDBG has made millions of dollars
available to Iowa communities to address local needs, and HOME funding has provided
communities with resources to deliver affordable housing for hundreds of thousands of American
families. In turn, those communities have worked to bring local solutions to developing .
affordable housing opportunities and suitable living environments, especially for persons of
modest means. I am particularly appreciative of the efforts of Iowa City over the years to bring
quality, affordable housing to all of its residents.
As you point out, we can see the positive effects of these programs at work in Iowa City and
across the state. It is clear that CDBG and HOME are excellent tools to strengthen our local
communities. As Congress continues to debate these and other programs, I will continue to
support policies like CDBG and HOME that not only provide housing but, in so doing, also spur
investment in economic development and job creation.. When these issues come before the
Senate in the future, please rest assured that I will give your thoughts due consideration.
Thank you again for writing to me, and please do not hesitate to do so again regarding any issue
that may concern you. I look forward to continuing our work together in the future.
"74 erely,
om Harkin
United States Senator
111 7TH AVENUE SE, BOX 16 210 WALNUT STREET 1606 BRADY STREET 350 WEST 6TH STREET 320 6TH STREET
SUITE 480 733 FEDERAL BUILDING SUITE 323 315 FEDERAL BUILDING 110 FEDERAL BUILDING
CEDAR RAPIDS, IA 52401 DES MOINES, IA 50309 DAVENPORT, IA 52803 DUBUQUE, IA 52001 SIOUX CITY, IA 51101
(319)365 -4504 (515) 284 -4574 (563)322 -1338 (563)582 -2130 (712) 252 -1550
APPROPRIATIONS
AGRICULTURE
SMALL BUSINESS
r.a
C)
_o
C-)-<
W
Thank you for contacting me about the Community Development Block Grant (CDBG) Program
and the HOME Investment Partnerships Program. I appreciate you taking the time to share
specifics with me about how Iowa City has benefited from these programs.
I have long been a supporter of the CDBG and HOME Investment Partnerships Programs and, as
a member of the Senate Committee on Appropriations, have worked hard to ensure adequate
funding for them throughout my years in the Senate. CDBG has made millions of dollars
available to Iowa communities to address local needs, and HOME funding has provided
communities with resources to deliver affordable housing for hundreds of thousands of American
families. In turn, those communities have worked to bring local solutions to developing .
affordable housing opportunities and suitable living environments, especially for persons of
modest means. I am particularly appreciative of the efforts of Iowa City over the years to bring
quality, affordable housing to all of its residents.
As you point out, we can see the positive effects of these programs at work in Iowa City and
across the state. It is clear that CDBG and HOME are excellent tools to strengthen our local
communities. As Congress continues to debate these and other programs, I will continue to
support policies like CDBG and HOME that not only provide housing but, in so doing, also spur
investment in economic development and job creation.. When these issues come before the
Senate in the future, please rest assured that I will give your thoughts due consideration.
Thank you again for writing to me, and please do not hesitate to do so again regarding any issue
that may concern you. I look forward to continuing our work together in the future.
"74 erely,
om Harkin
United States Senator
111 7TH AVENUE SE, BOX 16 210 WALNUT STREET 1606 BRADY STREET 350 WEST 6TH STREET 320 6TH STREET
SUITE 480 733 FEDERAL BUILDING SUITE 323 315 FEDERAL BUILDING 110 FEDERAL BUILDING
CEDAR RAPIDS, IA 52401 DES MOINES, IA 50309 DAVENPORT, IA 52803 DUBUQUE, IA 52001 SIOUX CITY, IA 51101
(319)365 -4504 (515) 284 -4574 (563)322 -1338 (563)582 -2130 (712) 252 -1550
the
fir
the nflmi
''Crisis Center National Alliance on Mental [fines,
Johnson County
A collaboration of the Crisis Center, Domestic Violence Intervention Program, Free Lunch Program, and National Alliance on Mental illness.
• ONE
project
January 7, 2014
Tom Markus
City Manager
City of Iowa City
Dear Tom,
Thank you and your colleagues for meeting us today at the 1105 building. We hope the tour
illustrated how sharing the building will allow the four agencies to reach more clients via
proximity and shared programming, and cost savings are expected once the $1.25 million cost
of the building renovation and furnishings are paid off.
This collaboration —a novel concept among area nonprofits —will meet a variety of community
needs in one location. The Free Lunch Program, which serves more than 40,000 free meals per
year, needed a new home by January 1, the Domestic Violence Intervention Program needed
office space in a public -yet- secure location, and the Crisis Center of Johnson County needed
additional parking and training space. Including a new home for the National Alliance on
Mental Illness will enhance opportunities for all 1105 clients to receive mental health support.
The agencies anticipate 45,000 requests for assistance each year from people living in Iowa
City and beyond. The Crisis Center reports that about 65 percent of its client assistance funds
are distributed to Iowa City residents. The Domestic Violence Intervention Program, which
now serves nine counties, estimates an Iowa City -based clientele of about 20 percent.
In the 15 months since the Johnson County Board of Supervisors sold the building for $1, we
have raised more than $950,000 toward the $1.25 million project (including the city's
dedication of about $288,000 in Community Development Block Grants toward the building's
renovation and parking lot upgrades, for which we are extremely grateful). Private and
corporate gifts of about $660,000 have come in the form of a five -year pledge of $50,000 from
the City of Coralville and a $50,000 gift from the University of Iowa.
Despite this tremendous show of support, we still are $300,000 short, though the agencies are
already using the building. The Crisis Center secured a loan to pay contractors, but loan
payments and interest will impact agency budgets and possibly reduce services.
We request a contribution of $100,000 from the City of Iowa City for the 1105 Project. This
commitment from Iowa City would give us a final source of momentum to take to the
community to help see the project through to its completion. With your support, we in return
agree to raise the remaining $200,000 needed in the next three months.
Please allow us to answer any questions about how 1105 will serve Iowa City's most
vulnerable populations, including those struggling with food insecurity, domestic violence,
mental illness, or another personal or financial crisis in one location. We appreciate all that
the City of Iowa City has done so far, and appreciate your consideration of this request to help
us complete the 1105 Project.
Sara Langenberg Rebecca Reedus
Capital Campaign Chair, The 1105 Project Director, The Crisis Center of Johnson County
Phone: 319 - 936 -9644 Phone: 319 - 351 -0140
IP74
MINUTES PRELIMINARY
BOARD OF ADJUSTMENT
DECEMBER11, 2013 — 5:15 PM
CITY HALL, EMMA HARVAT HALL
MEMBERS PRESENT: Larry Baker, Gene Chrischilles, Connie Goeb, Brock
Grenis, Becky Soglin
MEMBERS ABSENT: None.
STAFF PRESENT: Sarah Walz, Sarah Holecek
OTHERS PRESENT: Jesse Allen
RECOMMENDATIONS TO CITY COUNCIL: None.
CALL TO ORDER:
The meeting was called to order at 5:15 PM.
ROLL CALL:
The reading of the opening statement was waived by the Board.
CONSIDERATION OF NOVEMBER 13, 2013 MEETING MINUTES
Chrischilles moved to approve the minutes.
Goeb seconded the motion.
A vote was taken and the motion carried 5 -0.
OTHER
A request from Jay Nelson to extend the term of a variance granted in May, 2013, to allow
redevelopment of property located in the Central Business Service (CB -2) zone at 211 N.
Linn Street.
Walz said the property owner is in the process of selling the property and wants to ensure that
the new owner has the same rights and obligations that the Board imposed. She said the idea is
that within six months, starting from the date of this meeting, the owner should get a building
permit and progress should be seen.
Holecek said that there were a number of conditions placed on the building to be constructed
there so those would also be transferred with the continuing variance allowance.
Grenis opened public hearing.
Board of Adjustment
December 11, 2013
Page 2 of 3
Jesse Allen of Allen Homes said he was already building a project up the street from the subject
project and got to know Nelson from being around the neighborhood. He said he purchased the
plans from the architect and plans to build the building the Board has already approved. He said
if the request to extend the term is approved, they will probably start construction in February or
March.
Grenis asked if Allen is up -to -date on the conditions the Board put on this property. Allen said
he's very familiar with this project because he's been entrenched in the neighborhood with his
other projects.
Grenis closed public hearing.
Soglin moved to approve the request for an extension of the term of variance of 211 N.
Linn Street, which is VAR13- 00001.
Baker seconded the motion.
Grenis said based on the Board's extensive findings the first time this variance came before the
Board and because nothing has changed, he is comfortable approving the request.
The other Board members concurred with those findings.
A vote was taken and the motion carried 5 -0.
Grenis declared the motion approved.
OTHER:
BOARD OF ADJUSTMENT INFORMATION:
ADJOURNMENT:
Chrischilles moved to adjourn.
Soglin seconded.
The meeting was adjourned on a 5 -0 vote.
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IP15
MINUTES PRELIMINARY
HISTORIC PRESERVATION COMMISSION
DECEMBER 12, 2013
EMMA HARVAT HALL
MEMBERS PRESENT: Kent Ackerson, Thomas Agran, Esther Baker, Kate Corcoran,
Frank Durham, Pam Michaud
MEMBERS ABSENT: Thomas Baldridge, Andrew Litton, David McMahon, Ginalie
Swaim, Frank Wagner
STAFF PRESENT: Bob Miklo, Chery Peterson
OTHERS PRESENT: Mark McCallum, Mark Russo, Katherine Walden
RECOMMENDATIONS TO COUNCIL: (become effective only after separate Council action)
None.
CALL TO ORDER: Baker called the meeting to order at 5:30 p.m.
Baker welcomed Agran to the Commission as the newest representative of the Northside
District.
PUBLIC DISCUSSION OF ANYTHING NOT ON THE AGENDA:
There was none.
CERTIFICATES OF APPROPRIATENESS:
608 Grant Street.
Peterson said this project is on the east side of Grant Street in the Longfellow District. She
showed the front of the house, where some of the stucco repair around the front door has been
started. Peterson said the balcony that is going to be repaired is the one seen right above the
front door.
Peterson showed a different view from the front, showing an elevator addition that was done
with shingle siding. She also showed a close -up view of the front entry area.
Peterson showed a view from the back, where the proposed deck would be. She showed the
dining room window that would be removed, with the opening widened for what the owners are
proposing will be French doors.
Peterson said there is a lot of information missing from this application, but, for the most part,
she feels confident that she and Swaim can work with the applicant to fill in the missing
information. Peterson said staff recommends approval of this, with the condition that the
applicant provide the details of how the front balcony will be repaired and product information for
the doors that are proposed. She said there are some roof vents that need to go in, and she
wants to make certain they go on the back, rather than on the front of the house, if possible.
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 2 of 9
Peterson said the applicant will also need to provide information about the deck materials and
dimensions.
Peterson stated that in the staff report, she mentions that a deck is one of the pre- approved
items. She said therefore, that as soon as she gets the information, she can approve that part
of the project.
Peterson said that the opening for the French doors requires Commission approval, and that is
what triggered this Commission review. She said there is nothing in the guidelines that allows
staff to approve a change like this — when an applicant is changing the size of the opening —
from a window to a door in this case.
MOTION; Corcoran moved to approve a certificate of appropriateness for the project at
608 Grant Street, as presented in the application, with the following conditions:
applicant to provide details and list of materials for repair of the balcony; applicant to
provide location and product information for the French doors; applicant to provide
locations and product information for the roof vents; applicant to provide plan, details,
and list of materials for the new deck; and all of the above must be reviewed and
approved by chair and staff. Ackerson seconded the motion. The motion carried on a
vote of 6 -0 (Baldridge, Litton, McMahon Swaim and Wagner absent).
415 South Summit Street.
Peterson said this house is on the west side of Summit Street. She said this application is for
the replacement of windows and one back door.
Peterson showed a view of the north side from the front. She stated that one can see the
existing addition on the back where windows are being changed. Peterson then showed a view
of the addition. She showed the sets of windows on the north that would be replaced that are
included in the scope of work. She said there is a similar set of windows on the south. Peterson
said that replacement of windows on the west has already been approved, although the work
has not yet started.
Peterson said that because interior work has started, there are temporary construction stairs in
place on the west side. She said the door at the top of these stairs is a temporary construction
door. Peterson said the back door that the owner wants to replace is an existing door inside the
porch.
Peterson stated that window replacement is a pre- approved item, but because the applicant is
changing the size of the window openings, Commission approval is required. She showed the
kitchen window, which would be the same type of casement window in the same opening.
Peterson showed, on the south side, where the owner wants to replace the window and in -fill
where the other window had been. She showed the windows on the north side where the plan
is to replace some windows as they are with the same opening size. Peterson showed the pair
of windows below that would be reduced to just a single window so that there will be some
siding and wall in -fill. She said is it not an historic part of the house, it's on the back, and staff
recommends approval.
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 3 of 9
Russo, the consultant for this project, said that the primary reason these are changing is that the
use of the back room is being reconfigured into a bathroom /mudroom /powder room, and the
window placement is not optimal for the use of that space. He said that from the west side,
those will all be double hung windows and will look very nice.
MOTION: Corcoran moved to approve a certificate of appropriateness for the project at
415 South Summit Street, as presented in the application, with the following condition:
provide trim at new door and windows to match existing door and window trim. Durham
seconded the motion. The motion carried on a vote of 6 -0 (Baldridae, Litton, McMahon,
Swaim and Waaner absent).
113 South Johnson Street
Peterson said this property is in the College Green Historic District, right on the park. She
showed a photograph from September, when the Commission reviewed some basement
windows and attic windows, and the non - historic window on the north side. Peterson showed
the work in progress, with the new siding and new window.
Peterson said the current project is around the corner on the west side, where the owner wants
to remove an existing window and install a new window in the same wall but further to the north.
Peterson said this is acceptable, but it should, for the window pattern, line up with the window
above and have the same trim on the outside. She said staff would also ask, if this is an original
window, if it could be reused instead of a new window being used.
Peterson said the product that is being proposed is not pre- approved, so it should be a condition
that the applicant use the right product within that company. She said that staff is concerned
about whether it is an insert window or a new window.
McCallum, the owner of the building, said that he is renovating the house top down. He said he
anticipates that when he gets to the main floor that he will do some updates to the kitchen, so
he is looking at the whole area. McCallum showed the window that he replaced on the main
floor and said that the room was originally a rear porch that was enclosed.
McCallum said he is happy with the rear porch, and it will be made into a small den. He said
that both the kitchen and the laundry room have windows that are 24 inches off the floor.
McCallum said that the laundry room is small, with the washer and dryer on the outside wall, in
front of and blocking the lower half of the window.
Regarding the kitchen, McCallum said it has three windows, and the back addition on the west
has a gutter that just butts in on both sides of the kitchen. He said he is going to try to maintain
the integrity of the kitchen, because it has some beautiful, original cabinets and all the windows.
McCallum said, however, that it is a typical old house kitchen in that it has five doorways into it
and three windows. He said all the kitchen windows are 24 inches off the floor.
McCallum said he is trying to anticipate bringing in a kitchen planner to design an updated
version of the existing kitchen. He said he is focusing on the laundry room now, and one is not
required to have a window in a laundry room. McCallum said it is his ultimate goal to not have a
window there, but then that creates a big, blank space on the exterior west wall. He said what
he is therefore proposing is to replicate the window that he just installed on the north side.
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 4 of 9
McCallum said that one of the challenges with staff's suggestion to reuse the original window is
that, if one looks at it, the original window is six or seven inches taller than the replacement. He
said the little porch area is only eight feet wide by twelve. McCallum said he would be putting
an old window next to a brand new window on the inside. He said he is okay with trying to
make things look right. McCallum said this window replacement sort of copies what was going
on upstairs, but most of the windows on the main floor are larger than the ones on the second
floor.
McCallum said that if everything was matched perfectly within that room and it wasn't such a
small room, it would be a good idea to reuse the window. Peterson said the existing window is
in the laundry room. McCallum confirmed this. Peterson said then there is probably a partition,
and then the room where the new window would go is in a little den. McCallum said that is
correct. Peterson said the new window would be in the same room as the other new window so
it is understandable that McCallum wants the sill heights to be the same. McCallum confirmed
this, saying it will be just three to four feet away from the new window. Peterson agreed that it
would make sense to have windows of the same sill height in a small room.
Peterson said the laundry room would still be a laundry room but would not have the big window
any more. McCallum said that is correct.
McCallum showed some photographs of the laundry room. McCallum said he would like to be
able to put cabinets in the laundry room. He said he would also need to have an extra large
capacity washer and dryer. McCallum said he does not need the extra window in the den, but
he thinks it would be more pleasant to synchronize that. Miklo said staff is fine with that.
Regarding the new window on the north, McCallum said the window crown is missing on top,
but he has two of those on the inside of the porch. He said that piece of trim will go on top of
the window in the spring, when the weather gets better. McCallum said he used the original one
by four trim from an inside porch door around the three sides. He said he has original siding to
patch in where needed.
McCallum said it is his long -term plan, with this window style, to replace the storm windows with
black combinations to match the black sashes on the inside to create a more original look.
Peterson said staff recommends approval of this with the conditions that the new window align
with the one above, that the siding match the existing siding on the house, and with staff
approval of the replacement window product.
McCallum asked what would happen if Quaker does not make the type of window staff is asking
for. Peterson said the recommended motion suggests staff approval of the product, and she is
available to work with McCallum to review the product options.
Agran said he has done some work on this house and said there had been some termite
damage in the past. McCallum said he has opened everything up and found some termite
damage in the floor of the northeast parlor but did not find any further damage, although he
would look for anything like that now that he is aware of it.
MOTION: Michaud moved to approve a certificate of appropriateness for the project at
113 South Johnson Street, as presented in the application, with the following conditions:
new window to align with existing window above, trim to match existing window trim,
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 5 of 9
siding at in- filled opening to match existing siding, and staff approval of the window
product to be used. Corcoran seconded the motion. The motion carried on a vote of 6 -0
(Baldridae. Litton. McMahon, Swaim and Wapner absent).
REPORT ON CERTIFICATES ISSUED BY CHAIR AND STAFF:
Peterson said there are some applications waiting to be reviewed, but there has been nothing
unusual or exceptional.
Corcoran asked about the location of 701 South Seventh Avenue. Miklo said it is south of
Muscatine Avenue, where there is a conservation district.
DISCUSS INCREASED NOISE LEVELS ADJACENT TO HISTORIC NEIGHBORHOODS:
Michaud said that in the last few months, since the building on Washington Plaza has been
initiated, it has affected the neighborhoods considerably as far as use, traffic, and noise. She
said there has not been enough ameliorative action to buffer between the commercial and the
adjacent RM -12 single - family houses and historic district.
Michaud said that Iowa City's core historic neighborhoods need noise protection from dense
infill commercial and residential projects and expanded roadways. She said that Dubuque
Street is a similar infringement on the rights of people who have been living there for
generations and maintaining stewardship of their homes.
Michaud said that Madison and other towns in Wisconsin have maximum decibel levels for
residential neighborhoods. She said this is not about college parties; it is about continual
equipment noise, bars, and late -hour eateries.
Michaud said that Iowa City government regulates bar hours, so why not restrict eatery late
hours in a residential zone. She said the new DP Dough is adjacent to 1890s single - family
homes in College Green Historic District. Michaud said the previous restaurant, the Red
Avocado, was open in the same location until 10 p.m. and had a quiet vent fan. She said the
DP Dough management intends to be open with a loud exhaust fan running ten to twelve hours
until 4 a.m.
Michaud said she thinks the hours will vary, but usually it's two to four a.m., and that is for the
majority of nights per year. She said she thinks that in the winter, they may change the use of
the fan until later in the evening, when the heat builds up, but said she is just guessing.
Michaud said that Iowa City needs sensible infill guidelines in core neighborhoods. She said the
DP Dough eatery has great food and is a fun complement to New Pioneer Co -Op and the
College Green Historic District. Michaud said historic neighborhoods, however, should not be
subjected to business hours equivalent to those of a 7 -11 convenience store. She said the
after - midnight market is a stretch for quality of life. Michaud said the Iowa City zoning won't
allow a new duplex in the middle of a block, so why allow a commercial destination that
advertises "open- crazy -late" in red neon.
Michaud said that our highly- educated community should be consistent, where blue zone, smart
code, new urbanist movement, and other trend words apply, including protecting historic
districts in core neighborhoods, and quality of life. She said it is fine to add new historic districts
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 6 of 9
like Jefferson Street, but existing, historic neighborhoods have to be protected or they won't be
kept up the way they have been for the last 123 years.
Michaud said that Smart Code is something that has been worked on nationally. She said it is a
sound ordinance that is designed to protect reasonable, urban sound levels, rather than to
preclude noise. Michaud said that fully enforceable sound ordinances typically address how
background sound is calculated, and which part of the spectrum is being measured.
Michaud referred to a handout she prepared for the Commission, and said it gets technical with
decibel readings, but one can see on the public health page that there are physiological effects
with an increase in environmental or occupational noise levels. She said that when noise is
continuous, it is not like going to a rock concert; it disrupts sleep, with a disturbance in sleep
patterns when it is even under 60 decibels.
Michaud said she had a reading of 55 about 80 feet from the DP Dough fan at 10 p.m. a couple
of nights before. She said it affects sleep quality with even 40 decibels outdoors. Michaud said
there are at least 20 renters who are closer to that fan than her house, which is kitty corner and
to the rear.
Michaud said it is great that Iowa City is encouraging various standards, like the blue zone, and
quality of life and walkability, but if you want people to live near the center of town, then those
businesses have to consider the neighborhood they are moving into. She said she has lived in
her house for 23 years. She said it would be a small percentage of their operating costs to make
adjustments.
Michaud said there is inconsistency with the Teddy's Bigger Burger down the block and two
blocks closer to downtown. She said it is in a new Clark building that is five stories high, and
instead of having a street -level fan protruding from the building, there is a duct going to the fifth
floor roof so that the noise is on the fifth floor roof. Michaud said the motor therefore has to be a
little strong to draw it up the ductwork, but she is sure it was in consideration of the apartment
building next to it. She said it is inconsistent that the consideration be required for one
apartment building but not other residential zones.
Michaud said she is therefore proposing that there be an adjustment to the noise ordinance.
She said she knows the Commission members just got her material today, and half of the
members are not present. Michaud said it only makes sense that everyone has the opportunity
to take a look at the materials so that the Commission can discuss this or vote on a possible
letter or draft to the City Council at the Commission's January meeting.
Miklo said staff has actually discussed cancelling the January meeting due to Peterson's
vacation schedule, so this would be on the agenda for the February meeting. Michaud said that
would give her more time to get signatures.
Miklo said this is not an area where the Commission has expertise. He said he would be
cautious about raising a concern just about historic districts. Miklo said that if this is an issue, it
probably should be a concern in all residential districts.
Michaud agreed that she could drop the reference to core historic neighborhoods and change it
to Iowa City residential neighborhoods. She said she totally agrees that it should not be a
matter of districting.
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 7 of 9
Miklo said that after last month's meeting, staff did ask the Building Department to look into this,
and they said that the operation is not violating the City's current noise ordinance. He said the
question would be whether the noise ordinance is adequate or if there should be changes.
Michaud said it really is not necessary to go through the Historic Preservation Commission,
because this is a larger City issue. Miklo said that the City Council would really be the body that
would deal with this. Miklo indicated that he had to leave the meeting at this point for anther
appointment.
Ackerson said that if there is a problem, it would be appropriate for the Historic Preservation
Commission to support or endorse a change in the noise ordinance to protect the existing
neighborhoods from the encroachment of new noise that will substantially affect the quality of
life in the neighborhoods. He said the Commission does have a charge to preserve the
neighborhoods, so the Commission does have an interest.
Corcoran asked what the zoning is for the DP Dough restaurant. Michaud responded that it is
CB -2, Central Business Service zone, so it could be, and it is, four stories high. She said
however, the City is now requiring a 14 -foot first floor height, so it is almost like four and one -
half stories, because such a high ceiling is required. Michaud said they seem to think that
guarantees the success of the business, but it has not worked in other cases.
Corcoran said she was surprised at the late hours of this business. She asked if the fan is
required. Michaud replied that it is required by code, for when the kitchen gets to a certain heat.
She said she talked to an expert, who was aware of some things the University does to
minimize noise.
Baker asked Commission members what they would like to do. Peterson said the Commission
might consider sending a memo to City Council stating that this is a concern in the
neighborhoods for which the Commission is responsible, but also City -wide, asking that the City
Council do more research. She said the Commission might want to wait until the next meeting,
when Swaim is present, as she generally drafts memos such as these.
Corcoran said that in the meantime, Michaud could approach the City Council on her own. She
said that the Commission could decide if it would want to consider this and vote to endorse it in
memo form.
Ackerson told Michaud that if she and her petition succeed, then she does not need help. He
said, however, that if Michaud gets pushback, he thought the Commission should support
Michaud's efforts.
Michaud said she could use all the support she could get in the beginning. She said she would
like to see something done before April, when the windows will be open and the noise will be
twice as loud. Michaud said it will take some strategizing and talking to people who can give
input.
Ackerson said he likes the idea that the Commission has an interest but that this is a City -wide
problem that needs to be addressed. He said it would be appropriate to have a Commission
memo to that effect available whenever Michaud's approach to the City Council comes up.
HISTORIC PRESERVATION COMMISSION
December 12, 2013
Page 8 of 9
Ackerson said that might be something the Commission could move to have Swaim prepare so
that it is available if needed, rather than waiting until the February meeting.
Michaud asked if the Commission could have a special meeting in January, perhaps over the
lunch hour. She said this is a quality of life issue for the people the Commission is trying to
represent. Michaud said the Commission is always looking at plans by the inch, with everything
down to the nanometer. She said the spirit should be to preserve the neighborhoods as well as
the buildings. Michaud added that the buildings will not be preserved or have the same kind of
occupant who respects them if there is an undue noise level. She requested that the
Commission have a special meeting if possible and said she could have it at her house.
Peterson said that a Commission meeting time would have to be posted in public ahead of time.
Peterson said that if Swaim drafted a memo regarding this item, the Commission would have a
chance to review it at its next meeting. She said if it is ready by the February meeting and the
Commission can approve it, it would be delivered to the City Council in early February.
Peterson asked Michaud if that time frame would be acceptable to her.
Michaud said the wheels of change grind exceedingly slowly. She asked if there is anything
else this can be tied to. Michaud said the Commission could talk about this later to discuss
what is legal and what is proper.
Peterson said she cannot be here for the January meeting, and because it is a slow time, Miklo
suggested cancelling it. Corcoran said the Commission could hold a meeting and just consider
this item. Peterson said the Commission could hold a meeting on its regular day if Miklo is
available. She said she could check on that.
MOTION: Corcoran moved that the Commission request that Swaim draft a
memorandum to be considered that will address the issues addressed by Michaud
regarding the need for the City Council to re- examine the City noise ordinance and that
Swaim draft the memorandum for the Commission to consider at its next meeting.
Michaud seconded the motion. The motion carried on a vote of 6 -0 (Baldridge, Litton,
McMahon. Swaim and Wagner absent).
CONSIDERATION OF MINUTES FOR NOVEMBER 14,2013:
MOTION: Corcoran moved to approve the minutes of the Historic Preservation
Commission's November 14, 2013 meeting, as written. Ackerson seconded the motion.
The motion carried on a vote of 6 -0 (Baldridge, Litton, McMahon, Swaim, and Wagner
absent).
ADJOURNMENT:
The meeting was adjourned at 6:20 p.m.
Minutes submitted by Anne Schulte
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