HomeMy WebLinkAboutBudget PowerPointF'NANCIA~ AND FfSCAL PO~~CES
The City of Iowa City's financial policies set forth the basic framework for the overall fiscal
management of the City. These policies assist the decision-making process of the City Council.
These policies provide guidelines far evaluating both current activities and proposals for future
programs.
Most of the policies represent Inng-standing principles, traditions and practices, and follow
generally accepted accounting principles which have guided the City in the past and have helped
maintain financial stability.
OPERATING BUDGET POLICIES
The City will prepare an annual balanced budget for all operating funds.
The City will maintain a budgetary control system to ensure adherence to the budget and
will prepare monthly reports comparing actual revenues and expenditures to budgeted
amounts.
Operating budgets are established an a fund/departmentlprogram basis.
A contingency account will be maintained in the annual General Fund operating budget to
provide for unanticipated expenditures nr to meet unexpected small increases in service
delivery casts, budgeted annually at approximately 3/4 of one percent of expenditures and
transfers out. The City Council will be informed semi-annually an staff initiated amendments
from the contingency account #o the operating programs within the General Fund.
Budget amendments may be made throughout the year with approval of the Department
Director, Directnr of Finance and the City Manager. The City Council formally reviews and
approves all amendments processed by staff twice a year in AugustlSeptember and May.
Increases or amendments to operating budgets are made only in the fallowing situations:
- emergency situations
- transfer from contingency
expenditures with offsetting revenues ar fund balance
- carry-over of prior year budget authority for expenses that had not been paid as of the end
of the fiscal year.
OPERATING BUDGET PREPARATION CRITERIA
General Guidelines
- Maintain the fiscal integrity of the City's operating and capital improvement budgets in order
to provide services and to construct and maintain the City's infrastructure.
- Maintain the City's responsible fiscal position and AAA bond rating.
-5-
- Present budget data to the City Council in a format that will facilitate annual budget
decisions based nn a three-year planning perspective. Provide the City Council with a
summary of the three-year forecasts.
- Encourage citizen involvement in the annual budget decision-making process through
public hearings, informal meetings, budget briefs and related informational efforts.
Service Level Guidelines
- Deliver service levels which are consistent with the citizens' willingness to pay and the City's
available resources.
- Base decisions to reduce service levels nr eliminate programs on Citywide priorities.
- Recognize that City employees are one of the City government"s most valuable resources
and are essential to the delivery of high quality, efficient services.
Revenue Guidelines
- Property tax levy rates will not exceed the limits as established by the State of Iowa.
- Revise user fee rate structures to charge the costs of service provided to the benefiting
customers, while maintaining sensitivity to the needs of low income citizens.
- Support federal and state legislation which provides property tax relief. Oppose legislation
which imposes local service mandates without fiscal support.
Expenditure Guidelines
- Support responsible management efforts to increase productivity by providing resources for
office automation, preventive maintenance, risk managementlemployee safety, and
employee training.
REVENUE POLICIES
The City will fry to maintain a diversified and stable revenue system to minimize short-run
fluctuations in any one revenue source.
The City will attempt to maximize benefits from major revenue sources as a way of
maintaining a stable property tax rate,
The City will follow an aggressive policy of collecting revenues.
The City will establish all user charges and fees afi a level related to the full cost (operating,
direct, and indirect) of providing the service, whenever practical.
The Ci#y will review licenses, fees, and charges annually to determine if the revenues
support the cast of providing the service.
Property tax funding for recreation activities wil! not exceed 60% of operational costs with
the exclusion of capital outlay and other improvements.
-6-
Parking, Refuse, Wastewater Treatment, Starmwater, Landfill, Broadband
Telecommunications and Water funds will be self supporting through user fees.
- Rate adjustments wil! be submitted to the City Council by ordinance if state ar locally
legislated, or by resolution (if not state or locally legislated}.
The City will use up to 5°1o of the annua! Road Use Tax allocation to fund employee benefits
far the Streets and Traffic Engineering personnel.
CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES
The City will develop a multi-year Capital Improvement Program (CIP}, which will be
reviewed and updated annually, comply with City Council goals and be compatible with the
Comprehensive Plan whenever passible.
The complete multi-year CIP funding plan must be balanced each year by matching
projected expenditures with proposed revenue sources by fund.
Funding far projects should be obtained through borrowing from:
- bond market, general obligation ar revenue bonds
-enterprise fund operations and reserves
-internal mans
The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund wilt match up to
$1 Q(?,Q00 in grants received per year.
The City shall utilize available funding sources far capital improvements whenever practical
and feasible such as but not limited ta:
- federal and state grant funds
- special assessments
- developer contributions
The City will maintain its physical assets at a level adequate to protect the City's capital
investment and to minimize future maintenance and replacement costs. The budget will
provide for the adequate maintenance and the orderly replacement of the capital plant and
equipment from current revenues when possible.
RESERVE POLICIES
The City will establish a contingency line-item in the annual General Fund operating budget
to provide for unanticipated expenditures or to meet unexpected small increases in service
delivery costs, budgeted at 3/ of one percent of expenditures and transfers out.
Operating cash balances at fiscal year-end will be maintained at a level #n ensure sufficient
cash flow throughout the fiscal year. General Fund cash balances will not go below 15%,
with a ceiling of 25%. Cash balances in excess of 25% will be considered for tax relief.
-7-
Reserves will be maintained in the Water, Wastewater and Parking Funds in accordance
with existing band covenant provisions.
Reserves will be maintained for equipment replacement and far unexpected major repairs in
the following areas: Parking, Wastewater, Water, Landfill, Transit, Broadband
Talecommunicatinn, Equipment Replacement, Information Technology Services, and
Central Services as well as Library Compu#er Equipment and Parkland Acquisition and
Replacement.
Reserves, based an actuaries, will be maintained for the Risk Management Loss Reserve,
Medics! and Dental Insurance Funds.
All City trucks, cars and necessary accessories will be maintained on a replacement cost
basis each year. A separate reserve fund has been set up to fund these replacements.
Additions to the fleet are made through allocations in the annual budget. Fire Department
vehicles and Transit buses will be purchased through the issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General Obligation debt
applicable tv Enterprise Fund projects will be paid out of the Debt Service Fund, but will be
abated from revenues from the respective Enterprise Fund{s}.
INVESTNfENT PD~ICNES
Disbursement, collection, and deposit of all funds will be managed to insure maximum
investment nppnrtunity far City funds.
The City will strive to maximize the return on its investment portfolio, with the primary
objective of preserving capital in accordance with the City's investment policy and prudent
investment practices.
All City funds not restricted by bond issue covenants will be pooled for investments, with
interest allocations made monthly.
DEBT PD~ICCES
The City will confine longterm borrowing to capital improvements and Community and
Economic Development ini#iatives. Short term borrowing will be applicable fnr large dollar
rolling stock (buses, fire apparatus} purchases and computer systems.
Total general obligation debt will not exceed 5% of total taxable assessed value of real
property.
The debt service property tax levy shall not exceed 25% of the total property tax levy.
The City will follow a policy of full disclosure on every financial report and bond prospectus.
The City will use "pay as you gn" financing to fund general capital improvement projects,
whenever feasible and practical.
-8-
COMPENSATED ABSENCES
Administrative employees hired prior to June 15, 1983 and all other employees hired prior to June
29, 1985, upon death, retirement or termination (except firefighters) are entitled to be paid far one-
half of the total accumulated sick leave hours at the current effective hourly rate for that employee
up to the sick leave payout amount calculated as of June 28, 1985, whichever is less.
After June 28, 9985, employees accumulate vacation, sick leave, and other benefits at various
rates depending an bargaining group and length of service. Employees are paid for their fatal
unused vacation time upon death, termination (except firefighters) or retirement. However, sick
leave can only be used during employment. The cost of compensated absences are recognized
when payments are made to employees and the City amends the budget at that time.
ACCOUNTING AUDITING AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared.
A three-year financial plan for all operating funds will be prepared by the City Manager and
presented to the City Council for their review.
A Mufti-Year Capital Improvement Program budget will be prepared, reviewed and revised
annually.
An independent audit will be performed annually for all City funds.
The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with
generally accepted accounting principles as outlined by the Governmental Accounting
Standards Board.
PURCHASING POLICIES
Purchases for alf City departments for the City of Iowa City shall be in accordance with the
City Procurement PolicylPurchasing manual.
Methods of source selection are as follows:
Public Improvements
Gampetitive sealed bidding shall be used for Public Improvement Contracts. of $100,00
or greater {Code of Iowa) ar Road Projects of $57,000 or greater. This process shall
CanSlst of:
Public hearing on plans and specifications
Approval of plans and specifications by City Council or Commission
Invitation far bids
Bid opening
Bid acceptance and bid evaluation
Bid award -City CouncillCammission authorization
The competitive quotation process is required for public improvement projects estimated
between $57',000 and $100,000. This process shall consist of:
Notice to bidders
Bid opening
Bid evaluation
Bid acceptance and award by City Manager or Commission
Notice of award in minutes of next meeting of City Council or Commission
-9-
The informal quo#atian process is required fnr public improvement projects and street,
bridge and culvert projects under $57,000. This process shall consist of:
Invitation to bid
Did opening
Did evaluation
Did acceptance and award by City Manager over $5,000, Department Director over
$1,500 or Division Head under $1,500
-Professional Services
The consultant selection procedures guide all City departments involved in procuring
engineering, architectural, and other professional services. Within approved budgets, the
City Manager may approve contracts up to $50,000 and the City Council approves
contracts over $50,000.
Major Purchases
The Purchasing Division operates a "voluntary purchasing" system rather than a carnplete
"centralized purchasing" system. Under the voluntary system, departments obtain
standard operating items, within approved budgets, utilizing Purchasing procedures. The
Purchasing Division reviews various categories of merchandise and services and makes
recommendations for consolidation and standardization of purchases to reduce
duplication and overall casts.
-Emergency Procurement
In the event of an emergency, supplies, services ar construction may be purchased
without regard to normal purchase selection procedures to protect the health and welfare
of the public. The City Manager shall keep the City Gouncil informed of the extent of the
emergency.
-GiftslConflict of lnterestllnterest in Public Contracts
Conduct shall be in accordance with the Code of Iowa -Chapters 688.22 Gifts, 331.342
Conflict of interest and 362.5 Interest in Public Contract. A City officer or employee shall
not have an interest, direct or indirect, in any contract or job of work or material or the
profits thereof or services to be furnished or performed for the officers or employees of the
City.
RISK MANAGEMENT POLICIES
It shall be the policy of the City of Iowa City to assume the risk of property damage, liability
and dishonesty in all cases in which the exposure is sa small or dispersed that the loss
would not significantly or adversely affect the operations or financial position of the City.
Insurance will not be purchased to cover loss exposures below prevailing
deductiblelretention amounts of current insurance held by the City of laws City, unless such
insurance is required by statute or by contact, or in those instances in which it is desirable to
obtain special services, such as inspection ar claim adjustment services in connection with
insurance. The deductiblelretention amounts will be reviewed once annually by the Director
of Finance and the Risk Manager to ensure appropriateness of the amounts.
Insurance will be purchased where possible against all major exposures which might result
in loss in excess of the Gity`s insurance reserve through the purchase of the following types
of insurance:
-10-
-All risk insurance an real and personal .property.
- General liability insurance.
- Automobile liability insurance.
- Fidefty and crime insurance.
-Catastrophic workmen's compensation insurance.
The City will self insure in those instances where the cost of insurance is sa high that it
would be more cast effective to assume the risk.
Real property will be insured on replacement cost basis, as determined by a competent
appraisal service, against as wide a range of perils as possible. The value will be reviewed
once annually by the Risk Manager and the City's insurance advisor.
Loss prevention recommendations made by insurance companies, the state fire marshal nr
local fire authorities will, whenever possible, be implemented. In those cases in which such
recommendations are not followed, a written report in which an explanation ar justification is
made will be filed -with the Director of Finance and the City Manager within 30 days of
receipt of the report.
Insurance will be purchased only through licensed agents or agencies who have the staff
and technical competence to adequately service the insurance provided.
Insurance will be placed only in insurance companies rated A-~ or A in Bests. Insurance
placed in other companies will require a written report of the particulars, such report to be
filed with the Risk Manager.
The administration of the risk management policy will be a responsibility of the Risk
Manager. Such responsibility includes placement of insurance coverage, maintenance of
property appraisals and inventories, processing of claims and maintenance of loss records,
and supervision of loss prevention activities.
Settlement of claims are handled through the Risk Management Division andlor City
Attorney Office. The Risk Manager is authorized to settle claims up to $3,000, the City
Manager authorizes claim settlements between $3,000 and $20,0()0 and City Council
approval is needed for settlements above $20,000.
-11 -
FINANCIAL PLAN ANALYSIS
I. PROPERTY TAXES
Property taxes are the largest revenue source for the City's General Fund, accounting for sixty-three
percent (60%) of FY2011 revenue. There are a number of factors which determine the City's tax levy
each year: property valuations by class, the annual Assessment Limitation Order or rollback, TIF district
valuations and rebates, statutory limits on individual tax levies, the City's Financial and Fiscal Policies,
other financing sources and projected expenditures.
A. VALUATIONS:
1. 100% Assessment -Property valuations are set by the City and County Assessor. State law
requires that all real property be reassessed every two years, specifically in odd-numbered
years. Since 1995, valuations within the Iowa City corporate limits have increased an average
often percent (10%) in revaluation years and two percent (2%) in non-revaluation years.
Certified valuations confirmed by the Johnson County Auditor for January 1, 2009, serve as the
basis for estimating property tax revenue in FY2011. Their report indicates a 1.2% increase in
total assessed value from $4.32 billion to $4.37 billion in the last year.
Assessment Limitation Order /Rollback -The State of Iowa has a statutory growth limitation
of four percent (4%) annually on taxable property valuations by class (residential, commercial,
industrial, etc). Each year, the Department of Revenue's Assessment Limitation Order sets a
`rollback' value by class which, when applied, determines taxable valuations. An additional
growth restriction is applied to the residential valuations, limiting growth in taxable value to
agricultural valuations. In other words, the percentage change in taxable valuations for urban
residential property each year is limited to either four percent (4%) or the growth in agricultural
property, whichever is lower.
The following graph illustrates the impact of the rollback on taxable valuations. In FY2002 the
residential rollback exempted $.75 billion of Iowa City's residential assessed valuation. In
FY2011 the residential rollback will exempt $1.7 billion of residential assessed valuations. The
rollback for FY2011 is 46.9094% compared to FY2010 residential rollback of 45.5893%.
Taxable vs. 100% Assessed Valuations
4.60
4.10
v3 3.60
N
.°_ 3.10
m
c 2.60
c
.~
°- 2.10
j 1.60
1.10
0.60
0.10
~~
.-~
~~
• •
•
• ® • ® ®
• -.-100%
Assessed
Valuation
s Taxable
Valuation
Fiscal Year (FY)
-13-
3. TIF District Valuations & Rebates -Once an Urban Renewal Area is established, developers and
individual projects may negotiate for Tax Increment Financing agreements in which they receive a
rebate on annual taxes paid, provided the growth in property valuations for that project and district
provide sufficient funding. The terms for individual agreements vary by project but when they expire
(or reach maximum rebate), the TIF district can be released fortaxation.
On December 1, 2009, the City of Iowa City filed requisite forms with the Johnson County Auditor to
have approximately $92.3 million in TIF districts released fortaxation in FY2011.
4. Taxable Valuation -After the release of TIF districts and application of the rollback, Iowa City's
taxable valuation for FY2011 has increased 2.96% for the debt service levy and 6.77% for non-debt
service levies over FY2010.
B. PROPERTY TAX LEVY RATES
The FY2011 proposed property tax rate for the City of Iowa City is $17.829 per $1,000 of taxable
valuation, and slightly lower (-0.28%) than the FY2010 tax rate. The following graphic illustrates the
combined effect of annual changes in assessed valuations, assessment limitations (rollback) and the
City levy rate.
Estimated Property Tax on $100,000 Residential Valuation
(Iowa City portion)
FY2010 FY2011
$813.89 $836.33
FY2010 FY2011
Assessed Valuation $ 100,000 $ 100,000
Taxable Valuation $ 45,589 $ 46,909
City Levy $ 17.853 $ 17.829
Property Taxes $ 813.89 $ 836.33
Iowa City's proposed rate of $17.829 is comprised of a number of individual levies, as provided for in
the Code of Iowa Section 384 for specific purposes. Following is a chart summarizing the individual
levy rates by fiscal year, followed by a brief description of each.
-14-
Iowa City's property tax askings for FY2010 (certified) and FY2011-2013
(projected) are as follows:
:•
General Fund
Tax Levies:
General $ 20,368,115 8.100 $ 21,746,880 8.100
Transit $ 2,388,853 0.950 $ 2,550,560 0.950
Tort Liability $ 1,057,155 0.420 $ 1,118,541 0.417
Library $ 678,937 0.270 $ 724,896 0.270
Subtotal: $ 24,493,059 9.740 $ 26,140,877 9.737
Special Revenue Levies:
Emergency $ 643,909 0.256 $ - 0.000
Employee Benefits $ 9,145,032 3.637 $ 9,615,343 3.581
Subtotal: $ 9,788,941 3.893 $ 9,615,343 3.581
Debt Service $ 11,106,969 4.219 $ 12,224,397 4.511
. .~-
:r
Change from
rior ear: °
7.99 /0 °
2.43 /0 °
5.71 /o °
-0.13 /o
A land Lev $ 4,235 3.004 $ 4,227 3.004
Total Property Taxes $ 45,393,205 ---- $ 47,984,845 ----
General Fund
Tax Levies:
General $ 22,402,471 8.100 $ 22,852,423 8.100
Transit $ 2,627,450 0.950 $ 2,680,222 0.950
Tort Liability $ 1,161,195 0.420 $ 1,194,617 0.423
Library $ 746,749 0.270 $ 761,747 0.270
Subtotal: $ 26,937,865 9.740 $ 27,489,010 9.743
Special Revenue Levies:
Emergency $ - 0.000 $ - 0.000
Employee Benefits $ 10,609,147 3.836 $ 11,450,785 4.059
Subtotal: $ 10,609,147 3.836 $ 11,450,785 4.059
Debt Service $ 13,265,471 4.796 $ 13,123,639 4.652
• d
Change from 5.90% 3.05% 2.46% 0.44%
rior ear:
A land Lev $ 4,227 3.004 $ 4,227 3.004
Total Property Taxes $ 50,816,710 ---- $ 52,067,661 ----
-15-
The general property tax levy of $8.10 is to be used to support General Fund services such as those
provided by the Police and Fire Departments, Library, Senior Center, Parks and Recreation. This levy
cannot exceed $8.10 per $1000 of taxable assessed valuation per State law.
The Library tax levy of $.27 was voted in by a majority of the residents in 1991. The initial levy was used to
expand Library services and continues to maintain that level of service.
The Transit levy of $.95 is a "general" levy for transit operations which cannot exceed $.95 per $1,000 of
taxable assessed valuation.
The Tort Liability levy has no maximum and is based on estimated insurance premiums and claim losses
within the self-insured retention. The levy rate for FY2011 is estimated at $0.417, compared to $0.420 for
FY2010. The City's self-insured retention amount is $400,000 per occurrence for worker's compensation,
$500,000 for liability claims and $100,000 for city property claims.
Use of the Emergency Levy has been eliminated in FY2011 - FY2013, compared with $0.256 for FY2010.
The Employee Benefits property tax levy is used for the employer cost of the following benefits for
employees within the General and Road Use Tax Funds:
^ Health Insurance
^ Life Insurance
^ Disability Insurance
^ Worker's Compensation insurance premiums and claims
^ Unemployment Compensation
^ Social Security (FICA - 7.65%)
^ Iowa Public Employees Retirement System costs (IPERS)
^ Municipal Fire and Police Retirement System of Iowa (MFPRSI)
The Employee Benefit levy for FY2011 is estimated at $3.581, compared with the FY2010 levy of $3.637.
This is projected to increase to $3.836 in FY2012 and $4.059 in FY2013 primarily due to anticipated
adjustments in the employer's contribution rate for Municipal Police and Fire Retirement System of Iowa
(MFPRSI). This rate is set annually by the state & based on an actuarial review. Information from
MFPRSI in October, 2009, indicates that the city's contribution rate to the Police and Fire Pension Fund is
expected to increase to 38.55% within the next five years. The employer contribution rate for FY2011 is
19.9%.
The Debt Service levy provides funding for principal and interest payments on outstanding general
obligation bonds. In FY2011, this levy is $4.511, compared with $4.219 in FY2010.
-16-
II. GENERAL FUND
General Fund is the City's main operating fund and includes activities in the following areas: general
government administration, public work administration, public safety, cultural and recreational activities,
community and economic development.
A. GENERAL FUND -REVENUE
General Fund revenue is projected at $58,479,061 million in FY2011. A comparison of total General
Fund revenue between fiscal years is challenging due to a number of one-time transactions and
events. However, a more useful discussion by revenue classification is provided on the following
pages.
FY2009 FY2010 FY2011 FY2012 FY2013
Actual Budget Budget Projected Projected
1. Property Taxes 31,341,405 33,602,917 35,403,516 36,919,534 38,380,400
2. Other City Taxes 1,216,804 9,272,396 10,134,067 10,260,151 10,485,588
3. Licenses & Permits 1,272,283 1,350,898 1,335,333 1,335,333 1,335,333
4. Use Of Money & Property 770,438 381,655 376,415 376,415 376,415
5. Intergovernmental 5,609,740 4,140,047 3,660,789 3,748,646 3,876,007
6. Charges For Services 4,670,609 5,520,686 5,547,079 5,597,253 5,648,430
7. Miscellaneous 2,365,999 1,909,863 1,673,935 1,623,822 1,625,542
8. Other Financing Sources 1,954,266 6,697,723 347,927 353,234 358,488
Total Revenue: $49,201,544 $62,876,185 $58,479,061 $60,214,388 $62,086,203
change from prior year 10.2% 27.8% -7.0% 3.0% 3.1%
FY 2011 Budget
General Fund Revenue
$58,479,061
Other City
Taxes
17%
Intergovt.
i 6%
Use Of Money
& Property
1%
Charges For
Services
10%
Miscellaneous
4%
Licenses &
Permits
2%
-17-
General Fund revenue is summarized into eight major categories. An analysis of each category
follows:
1. Property Taxes -Property tax revenue of $35.4 million is the primary funding source for General
Fund operations, providing an estimated 60% of total revenue in FY2011.
2. Other City Taxes -This category, estimated at $10.4 million in FY2011, includes local option sales
tax revenue of $7.8 million, $1.1 million in gas and electric utility franchise tax, and $724,000 in
Hotel Motel Tax receipts.
A one percent (1 %) sales tax was approved by voter referendum on May 5, 2009, to provide funding
for "remediation, repair and protection of flood-impacted public infrastructure" Sales tax revenue is
being receipted into the General Fund and transferred to the following capital projects designated by
city Council as priorities under this definition: relocation of facilities at North Wastewater, elevation
of North Dubuque Street and the reconstruction of Park Road Bridge. The sales tax went into effect
on July 1, 2009.
Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing
cities' right to impose a franchise tax on gas and electric utilities. On December 7, 2009, the Iowa
City Council passed and approved an ordinance establishing a two percent (2%) tax to be
expended for the following purposes:
1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company's
gas and electric franchises.
2) Public safety, including the equipping of fire, police and emergency services.
3) Public infrastructure to support commercial and industrial economic development.
Of the $1.68 million estimate for FY2011, $1.1 million goes to the City's General Fund for
maintenance of the right-of--way, the addition of six new police officers and the staffing and
operational costs associated with Fire Station #4.
Also included in this category is revenue from the state-administered Hotel/Motel tax. Estimated at
$724,000 in FY2011, this seven percent (7%) tax on gross hotel/motel room rental receipts is
distributed as follows:
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
Receipts from Hotel/Motel tax during the first half of FY2010 are down twenty percent (20%) from
prior years. This revenue source will continue to be monitored
3. Licenses & Permits -
This category consists of revenue received for building and rental housing permits/inspections,
plumbing license and taxi license fees; beer, liquor and cigarette permit/license fees (state
regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. The
FY2011 budget for Licenses and Permits is estimated at $1.3 million.
City Council approved a 19.5% increase in rental inspection permit fees to be effective July 1, 2009.
The increase is projected to generate an additional $120,500 annually, when averaged over the
next two-year inspection cycle, FY2010-2011.
-18-
4. Use of Money & Property -This revenue source consists of interest income, parking permits at the
Court Street Transportation Facility, farmer's market booth rentals, park shelter rental fees, locker
rentals, and Senior Center parking permits. The category is budgeted at $376,415 in FY2011, down
significantly from prior years due to the decrease in interest income and the compounding effect as
investments come due and are reinvested at a lower rate.
City Council approved an increase in parking permits for FY2010. Permits in the Court Street
Transportation Facility (a Transit Division /General Fund asset) are projected to generate an
additional $121,000 in FY2010 and beyond.
5. Intergovernmental revenue is estimated at $3.6 million in FY2011, including state and federal
grants, 28-E agreements and contracts with local governmental entities.
The majority of intergovernmental revenue is the result of 28E agreements with local entities for services
provided to area residents, as shown in the following schedule. The largest of these agreements is for
fire protection services to the University of Iowa, estimated at $1.5 million in FY2011, with $1.3 million
receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as
reimbursement for a percentage of Fire employee benefits.
FY2009 FY2010 FY2011 FY2012 FY2013
Intergovernmental Funding Actual Budget Proposed Projected Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments -Animal Services $ 113,975 $ 131,000 $ 143,472 $ 145,072 $ 146,704
IC Comm. Schools -Mercer Pool 91,159 100,384 100,384 102,392 104,440
County, Univ Heights, Hills -Library 394,491 419,606 419,606 427,998 436,558
Johnson County -Joint Emergency
Communication Center (JECC) Reimb. 25,053 150,000 - - -
Johnson County -Senior Center 75,000 75,000 75,000 75,000 75,000
University Heights -Transit Services 29,804 29,804 29,804 30,400 31,008
University Heights -Emergency Radio 42,275 42,275 42,275 43,121 43,983
University of laws -Fire Protection 1,257,656 1,349,517 1,359,968 1,434,329 1,547,925
Local Governmental Revenue: 2,029,413 2,297,586 2,170,509 2,258,312 2,385,618
State Revenue:
Monies & Credits 25,535 13,000 13,000 13,000 13,000
Transit Assistance 378,185 364,492 364,492 364,492 364,492
Transit -Federal Pass-thru 288,952 60,832 60,832 60,832 60,832
Public Safety Grants 167,702 134,987 158,240 158,240 158,240
Total State Revenue: 860,374 573,311 596,564 596,564 596,564
Federal Revenue:
Transit FTA Operating Grants 993,132 873,006 873,006 873,006 873,006
Public Safety Grants 21,225 16,328 16,904 16,904 16,904
FEMA Assistance /Reimbursements 1,688,680 325,000 - - -
Disaster Individual Assistance - 25,000 - - -
Total Federal Revenue: 2,703,037 1,239,334 889,910 889,910 889,910
Misc. Local Govt. Share -Joint Public Safety - 26,250 - - -
Misc.Other Intergovernmental 16,916 3,566 3,806 3,860 3,915
Total - Intergovernmental Funding: $ 5,609,740 $ 4,140,047 $ 3,660,789 $ 3,748,646 $ 3,876,007
-19-
6. Charges for Services are estimated at $5.5 million in FY2011. Included within this category is an
administrative chargeback of $2.3 million to the City's proprietary funds for services rendered by
administrative divisions. Other divisions with fee-based services include: Transit, Parks and
Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection
Services, Animal Control and Cemetery services.
7. Miscellaneous Revenue -Miscellaneous revenue of $1.7 million in FY2011 includes a variety of
different revenue sources. The largest is parking fines, which are budgeted at $593,000 for FY2011.
City Council approved an increase in parking violation fines to be effective July 1, 2009, for which
reason FY2010 and FY2011 incorporate an estimated increase of twenty-five percent (25%) over
FY2009.
Other miscellaneous revenue includes magistrate court fines and surcharges related to code
enforcement ($305,000) and library fines ($213,000).
8. Other Financing Sources include proceeds from the sale of assets, allocation of funds to equipment
replacement reserves, operating support from other funds for specific staff positions, and transfers in of
property tax revenue. The category is budgeted at $348,000 in FY2011.
A number of large, solitary transactions fell within this category from prior years, including the following
from FY2010: capital project funding of $3.9 million to 420th Street infrastructure, $1.6 million to Fire
Station #4 construction, $500,000 for A-2 occupancy fire safety loans and $290,000 for a Housing
Fellowship loan to develop affordable housing (Anniston Village).
-20-
CITY OF IO'~VA CITY, -IOWA
Financial Plan for 2011 - 2013
Fund: 1000 General
2009 2010 2011 2012 2013
Actual Estimate Budget PrajeCtican Projection
Beginning Balance 18.847,053 18,172,977 17,594,603 17,927,516 17,800,331
Property Taxes 31,341,405 33,602,917 35,403,516 36,919,534 38,380,400
Other City Taxes 1,216,804. 9,272,396 10,134,067 10,260,151 10,485,588
Licenses And Permits 219,321 234,062 218,822 218,822 218,822
Construct. Permit & Inspect. Fees 1,052,962 1,115,836 1,116,511 1.,116,511 1,116,517.
Federal Intergavt. Revenue 2,705,205 1,239,334 889,910 889,910 889,910
Property Tax Credits
t 35,797
257
1
656 24,739
349
517
1 24,739
1
359
968 24,739
1
434
329 24,739
1
547
925
s
State 28e Agreemen ,
, ,
, ,
, ,
, ,
,
Disaster Assistance 1,515
Other State Grants 845,136 560,311 583,564 5$3,564 583,564
Local GDVt 28e Agreements 773,$68 975,766 813,228 825,724 840,489
Building & Development Fees 316,921 352,108 345,648 345,648 34-5,548
Transit Fees 1,134,154 858,904 858,904 858,904 858,904
Culture And Recreation 663,873 695,295 705,230 705,230 706,230
Misc. Charges FOr Services 113,346 160,553 160,005 158,205 158,205
Miscellaneous Rev. 45
CDde Enforcement 272,266 341,360 361,360 361,360 361,360
Parking Fines 441,518 592,845 592,900 592,900 592,900
Library Fines & Fees 218,647 213,470 213,470 213,470 213,470
Contrib & Donations 90,110 64,533 33,300 33,300 33,300
Animal Adoption 13,070 15,000 16,000 16,fl04 16,OOfl
Misc Merchandise 50,921 62,337 63,571 63,571 63,571
Tntra~-city Charges 1,659,986 2,64D,591 2,593,fl34 2,644,895 2,697,792
Other Misc Revenue 1,152,360 266,$18 277,160 227,160 227,160
Special Assessments 1,827
Interest Revenues 751,219 356,700 350,000 350,000 350,000
Rents 422,199 406,783 422,967 422,967 422,967
Pkg Ramp Revenue 451,682 549,038 557,011 567,011 567,011
Royalties & Commissions- 28,971 25,249 25,249 25,249 25,249
Sale Of Assets 377,7.31 85,768 71,000 71,000 71,000
Road t7se Tax 59,986 62,965 64,410 66,572 6$,643
Intrafund Reserve Transfers 1,090,630 178,22{7 87,422 87,422 $7,422
From Water Operations 16,718 19,561 20,438 21,696 22,969
From Wastewater Operations 7.6,718 19,561 20,438 21,696 22,969
From Par7cing Operations 200,000
From Airport Operations 8,359 9,781 10,219 10,848 11,485
From Broadband 159,905 55,000 55,000 55,000 55,000
Transfers From Go Bonds 290,000
Interfund Loans 26,335 5,973,867
Misc '7.'ransfers In 3,000 19,OOfl 19,000 19,Ofl0
Loans 12,978 200,000
Total Receipts 49,201.544 62,876,185 58,479,061 60.21.4,388 62,0$6.203
Personnel 32,306,663 33,667,774 35,356,166 38,332,387 3$,880,506
Services 9,171,479 10,144,413 9,876,718 9,703,147 9,560,826
Supplies 2,324,518 2,403,471 2,459,819 2,277,549 2,315,812
Capital Outlay 4,155,438 2,552,783 1,672,780 1,171,738 1,200,053
Transfers Out 1,917,522 14,311,118 8,355,665 $,414,752 8,424,401
Contingency 365,000 425,000 442,Ofl0 444,flOD
Total Expenditures 49,875,620 63,454,559 58,146,148 60,341,573 60,$25,598
Ending Balance 18,172,977 17,594,603 17,927,516 17,808,331 19.050,936
Reserved / Designated 4,568,020 4,232,590 4,163,320 4,452,965 4,693,450
I7nreserved Balance 13,604,957 13.362,013 ].3,764,196 1.3,347.356 14,367,476
~S of E~pe:cxclit~..7res 27 ~ 21 ~a 24 ~ 22 ~ 24 ~
-21 -
CITY OF IOWA CITY, IOWA
GENERAL FUND
.EXPENDITURES SUMMARY BY DIVISION
Budget for 2011 - 2413
Activity
City Council
City Clerk
City Attorney
City Manager
Human Relations
Finance Dept Administration
Accounting
Central Procurement
Revenue Bivision
Document Services.
Tart Liability, Insurance
Government Buildings
Human Rights Activities
Non Operational Administration.
Capital Improvement Project Funding
Transit
Police Protection
Investigations
Patro?
Records
Community Relations
Emergency Communications
Police Grants
Fire Protection
Animal Shelter Operations & Admizais
Deer Control
HIS Bepartment Administration
Building Inspection
Housing Inspection
Public Works Administration
Energy Conservation
Engineering
Streets Maintenance
Parks & Rec Admin
Recreation
Parks
Forestry Operations
Cemetery Operations
CB73 1~'laintenance
Library
Library - Other
Senior Center
PCB Department Administration
Urban Planning
Neighborhood Services
Community Bevelopment - Non Grant A
Economic Development
Storm Damage
GRANn TOTAL
2009 2010 201.1 2012 2013
Actual Budget Budget Projectinn Projection
133,301 . 157,405 153,831 152,076 152,488
437,132 545,402 452,290 578,874 475,686
683,262 627,074 639,750 558,935 679,532
582,1.02 530,590 530,527 544,078 556,817
422,221 493,866 537,365 542,553 564,331
351,068 401.,9$6 407,987 41.7,083 427,158
642,395 689,165 722,093 747,323 770,772
304,062 31.9,043 326,058 334,698 343,880
913,945 990,189 977,946 992,755 1,006,588
255!657 273,792 273,620 282,674 291!730
821,648 1,088,353 1,137,811 1,170,272 1,203,434
480,951. 545,090 494,169 503,942 514,632
213,781 256,806 265,436 276,439 286,952
898,548 9,561,431 9,167,590 10,264,598 9,193,844
224,784 1,145,000 166 171
6,591,732 6,567,262 6,485,861 6,427,91.0 6,586,574
610,384 665,338 687,150 715,038 741,455
$03,856 824,674 867,217 916,072 963,497
6,309!714 7,054,420 7,622,849 8,002,541 8,423,11.4
502,247 534,521 558,758 577,109 596,081
63,235 74,322 1,69,358 1:75,622 181,412
954,346 692,719 426,107 427,595 446,065
235,798 21.9,787 237,667 248,509 259,351
5,648,31.9 6,060,1.93 6,692,544 7,339,722 7,761,643
543, 81.5 601., 488 71.6,1.99 716, 010 716, 067
45,172 55,000 55,000 55,000 55,000
3].6,492 272,325 297,753 303,737 309,900
772,996 1,469,006 1,030,189 802,990 823,349
458,803 516,961 501,258 51.8,578 535,388
226,334 263,611 276,231 282,915 289,821
3,072 20,650
819,445 925,450 978,060 1,014,898 1,047,434
3,905,000
247,126 233,059 219,689 224,836 229,672
2,487,681 2,695,659 2,729,806 2,760,731 2,839,719
1, 793! 214 2, 249, 076 2., 20:1,! 636 2, 215; 1,36 2! 240+435
442,$63 469,555 438,$60 447,972 457,210
299,406 355,540 370,947 359,663 365,252
460,930 551,034 560,289 51.9,531. 557.,330
5,019,815 5,346,868 5,502,845 5,559,046 5,708,6$3
20,357 110,85.0 95,249 3,141. .3,204
777,194 863,560 823,293 816,675 834,976
250,943 262,724 279,290 289,3.06 296,406
358,476 380,246. 396,892 408,041 419,.619
118,648 144,118 133,290 136,221 1.39,254
2,731. 14,750 1,357 1,364
61,410 364,036 84,894 87,694 90,742
2,597,897 442,895 446,660 353,167 259,759
2,666,312 637,420 158,918 168,439 177,978
49,$,75,620 63,454,559 5$,1.46,148 6D,341.573 6D, 825,598
-22-
B. GENERAL FUND -EXPENDITURES
The General Fund expenditure budget in FY2011 is $58,146,148. A comparison of expenditures
across fiscal years is challenging due to a number of one-time transactions and events as
discussed by major expenditure classification on the following page.
FY2009 FY2010 FY2011 FY2012 FY2013
Actual Budget Proposed Projected Projected
1. Personnel 32,306,663 33,667,774 35,356,166 38,332,387 38,880,506
2. Services 9,171,479 10,144,413 9,876,718 9,703,147 9,560,826
3. Supplies 2,324,518 2,403,471 2,459,819 2,277,549 2,315,812
4. Capital Outlay 4,155,438 2,562,783 1,672,780 1,171,738 1,200,053
5. Other Financial Uses 1,917,522 14,311,118 8,355,665 8,414,752 8,424,401
6. Contingency - 365,000 425,000 442,000 444,000
Total Expenditures: 49,875,620 63,454,559 58,146,148 60,341,573 60,825,598
Change 15.4% 27.2% -8.4% 3.8% 0.8%
FY2011 Proposed Budget
General Fund Expenditures by Category
$70.0
$60.0
.-. $50.0
~r
c $40.0
0
~ $30.0
0
~ $20.0
$10.0
$0.0
FY2009 FY2010 FY2011 FY2012 FY2013
Fiscal Year (FY)
-23-
1. Personnel -Personnel costs include salaries and benefits, including health, life, and disability
insurance, employer share of FICA and IPERS, and Police/Fire MFPRSI retirement contributions.
Personnel costs account for approximately sixty-one percent (61 %) of budgeted expenditures within the
General Fund in FY2011.
Collective Bargaining: Wages and benefits for most employees are determined by collective
bargaining agreements with one of three unions: AFSCME (Local #183), the Police Labor Relations
Organization (PLR) of Iowa City, and the Iowa City Association of Professional Fire Fighters, IAFF,
AFL-CIO (Local #610). Contracts with all three unions expire June 30, 2010. Negotiations for the
new year are currently in progress (December, 2009). Administrative, confidential, supervisory and
temporary employees specified in Chapter 20 of the Code of Iowa are excluded from the unions and
their respective agreements. Salaries and benefit appropriations for these employees are
determined by the City Council upon the recommendation of the City Manager.
b. Retirement Contributions: In recent years, the Iowa Public Employees' Retirement System (IPERS)
increased the combined contribution rate by a half a percent (0.5%) annually. With a 60/40 split
between employer and employee, the employer share will increase from 6.65% in FY2010 to 6.95%
in FY2011.
The Municipal Fire & Police Retirement System of Iowa (MFPRSI)'s Board of Trustees sets the
annual contribution rate for public entities, based on independent actuarial opinion. The rate for
FY2011 has been set at 19.9% and is expected to increase to 24.91 % by FY2012 and 38.55%
within the next five years. The employee contribution is currently fixed at 9.40%. As a result of the
unusual increase and unbalanced contribution formula, the Iowa League of Cities is currently
advocating for legislative changes to the system.
c. Other Benefits: Health insurance premiums are expected to increase ten percent (10%) in FY2011,
and six percent (6%) in FY2012 and 2013.
d. New Position Requests: Fifteen (15) new positions are recommended for approval within the
General Fund's Public Safety program in FY2011, as summarized below:
^ Police Patrol -Increase patrol:
^ Fire Station #4, est. completion July 1, 2011
+ 6.00 Police Officers
+3.00 Firefighters July 1, 2010
+3.00 Firefighters November 1, 2010
+3.00 Lieutenants March 1, 2011
+15.00 new positions (recommended)
e. Other Staff Changes: During the FY2009 budget process, City Council approved the addition of 5.0
Community Service Officer positions. These positions were intended to fill a front office function
within the Police Department due to loss of the Emergency Communications staff. The Joint
Emergency Communications Center (JECC), originally slated for operations beginning July 1, 2009,
is expected to be open by July of 2010.
Emergency Communications - operations transfer to Johnson County Emergency
Communications Center, slated for July 1, 2010:
-10.25 Emergency Comm. Dispatcher
- 1.00 Emergency Comm. Supervisor
^ Police Department, front office function 24/7: + 5.00 Community Service Officers
Net change: -6.25 FTE's
27th Pay Period - FY2012: An additional $1.5 million is budgeted in FY2012 due to a 27th pay
period during the fiscal year. This occurs once every eleven years as dictated by how pay
periods span the beginning /end of each fiscal year.
-24-
2. Services -Expenditures are budgeted at $9.9 million. The Finance Department's projections for
FY2011 were equal to the FY2010 budget for most line items, with a two percent (2%) increase in
both FY2012 and FY2013. Items included in this category include: electric and gas utilities;
software/hardware maintenance agreements; other technical services.
Other operating costs included in this category which have more specific inflationary guidelines
include self-insured loss reserve funding; liability, fire & casualty insurance premiums; professional and
consultant services; internal service fund chargebacks (ITS, Equipment and Central Services); training &
education; building and equipment repair and maintenance services; vehicle and equipment rentals.
Non-operating costs in this category include Aid to Human Service Agencies, Community Event
Funding, support to the Iowa City Coralville Convention & Visitors Bureau, and Community and
Economic Development Assistance, as follows:
$282,268 Aid to Human Service Agencies
$110,162 Community Event /Program Funding
$180,982 ICCVB -Community /Economic Development Assistance
$200,000 Economic Development Assistance
Overall, the Services budget is lower in FY2011 due to the following one-time transactions in FY2010:
$500,000 allowance for payout of the A-2 occupancy fire safety loans and $286,000 for the Anniston
Village loan to Housing Fellowship for development of affordable housing.
3. Supplies -Supplies consist primarily of commodities that are consumed or depleted, such as office
and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and
equipment. The Finance Department's projections for FY2011 supplies were estimated to be equal
to the FY2010 budget, with a two percent (2%) increase for both FY2012 and FY2013.
4. Capital Outlav -General Fund capital outlay is budgeted at $1.7 million in FY2011 and includes
police vehicle replacements, library materials, operating equipment, and building maintenance and
improvements.
5. Other Financial Uses -This category is budgeted at $8.4 million in FY2011. Transfers-out of
General Fund include local option sales tax funding for elevation of North Dubuque Street ($2.2
million) and relocation of North Wastewater ($5.7 million). The FY2010 budget (significantly higher at
$14.3 million) includes project funding for infrastructure along 420th Street,. reconstruction of Fire
Station #2 and construction of Fire Station #4; and allows for repayment of the A-2 occupancy fire
safety loans to Landfill.
6. Contingency has been set at $425,000 in FY2011
-25-
D. GENERAL FUND YEAR-END CASH BALANCE
The City of Iowa City's policy is that General Fund cash balances will not go below fifteen percent
(15%), with a ceiling of twenty-five percent (25%). During the FY2010 budget process, City Council
further revised the reserve policy for General Fund so that unreserved /unrestricted cash balance in
excess of twenty-five percent (25%) of expenditures be considered for tax relief. Expenditures in
FY2010 reflect the use of cash balance to fund two capital projects (also discussed under Other
Financial Uses): 420th Street infrastructure and reconstruction of Fire Station #2.
In February, 2009, the Government Finance Officers Association (GFOA) released GASB Statement
No. 54, which redefines the terminology used for fund balance reporting. Following is a summary of
General Fund cash balance utilizing the new definitions.
General Fund
Assigned, Committed & Restricted Cash Balance
FY2009 FY2010 FY2011 FY2012 FY2013
Actual Budget Proposed Projected Projected
Unassigned: $13,604,957 $ 13,362,013 $13,764,196 $ 13,347,366 $14,367,476
Assigned:
(Available for current and / or future operations)
Fire Dept. Donations 21,253 21,253 21,253 21,253 21,253
Honor Guard Donation 1,054 1,054 1,054 1,054 1,054
Police Department Donations 1,448 1,448 1,448 1,448 1,448
Cemetery Flags & Flagpoles Program 612 612 612 612 612
Housing Trust Acct Council 14,455 14,455 14,455 14,455 14,455
$ 38,823 $ 38,823 $ 38,823 $ 38,823 $ 38,823
Committed:
(Available for current and / or future operations)
Library Equipment Replacement Reserve 81,791 79,166 64,923 81,236 97,486
Park Land Acquisition Reserve 185,753 185,733 185,733 185,733 185,733
Library Computer Replacement Reserve 107,333 61,951 43,367 86,335 129,303
Park Land Development Reserve 23,437 23,437 23,437 23,437 23,437
Transit Reserve: Grant & Levy Restrictions 1,674,147 1,576,176 1,639,733 1,870,097 2,051,374
Fire Equipment Replacement Reserve 352,741 352,741 352,741 352,741 352,741
Transit State Capital 376,503 155,018 155,018 155,018 155,018
$ 2,801,705 $ 2,434,221 $ 2,464,951 $ 2,754,596 $ 2,995,091
Restricted (Develop/Constr Escrows): $ 1,727,492 $ 1,759,545 $ 1,659,545 $ 1,659,545 $ 1,659,545
General Fund Ending Cash Balance $ 18,172,977 $17,594,603 $17,927,516 $ 17,800,331 $19,060,936
General Fund Expenditures: $ 49,875,620 $ 63,454,559 $ 58,146,148 $ 60,341,573 $ 60,825,598
Unassigned Cash Balance 27% 21% 24% 22% 24%
as a % of Expenditures:
-26-
General Fund cash balance is relied upon to provide cash flow during the first quarter of the fiscal year
as the majority of property taxes are not received until October/November. The following chart
demonstrates how expenditures have exceeded receipts in the first three months over the past ten
years.
3 Months @
Se t. 30 Receipts Expenditures Shortfall
FY2010 $ 8,934,768 $ 13,186,810 $(4,252,042)
FY2009 6,496,526 13,877,093 (7,380,567)
FY2008 7,041,379 12,484,773 (5,443,394)
FY2007 7,881,225 13,014,632 (5,133,407)
FY2006 6,315,525 12,105,987 (5,790,462)
FY2005 6,040,943 10,889,278 (4,848,334)
FY2004 4,595,488 11,049,590 (6,454,102)
FY2003 4,806,797 9,410,440 (4,603,643)
FY2002 4,387,107 8,818,510 (4,431,403)
FY2001 4,449,250 9,233,286 (4,784,036)
FY2000 4,321,697 8,730,848 (4,409,151)
III. SPECIAL REVENUE FUNDS
Special Revenue Funds include Employee Benefits, Community Development Block Grant (CDBG), the
HOME Program, Road Use Tax, Johnson County Council of Governments (JCCOG), special assess-
ments, and Tax Increment Financing (TIF) funds.
A. Community Development Block Grant (CDBG) & HOME Program -These funds account for
revenue from the U.S. Department of Housing and Urban Development and are restricted in use for
eligible projects as defined by federal regulations. Monies are utilized by both businesses and
individual homeowners for property rehabilitation and community development initiatives. In
FY2011, CDBG federal revenue is budgeted at $797,000 and the HOME program at $680,000.
Disaster relief funds totaling $26.5 million are budgeted for hazard mitigation (including the home-
buyout program) and business /residential assistance starting in FY2010. This includes grant
monies from FEMA, CDBG and the JUMPSTART Iowa Fund, with receipts and expenditures
anticipated to extend into FY2011.
B. Road Use Tax & TIME-21 -The Road Use Tax Fund provides for street and traffic engineering
maintenance, planning and construction-related costs. These activities are financed through state-
distributed Road Use Tax revenue, which is based on vehicle registration fees, motor vehicle fuel
taxes, rental vehicle excise taxes and a use tax on trailers. Funds are distributed back to cities
based on a per capita formula, which, based on projections from November, 2009, provides the
following estimates for FY2011 - 2013: $92.50, $95.50 and $97.50 per capita.
Based on a population of 62,380; Iowa City's receipts would total $5.77 million, $5.96 and $6.08
million. Funding at this level will allow for operational costs in the Street and Traffic Engineering
Division as well as annual repair and maintenance projects within the CIP program. New road
construction will require issuance of General Obligation debt. As noted by both the IDOT and the
Iowa League of Cities, municipalities are advised to budget conservatively in regards to Road Use
Tax as projections are "subject to dramatic changes" as consumers respond to changing economic
conditions.
-27-
IV. TIF SPECIAL REVENUE FUNDS
Tax Increment Financing Districts have been established in various locations in Iowa City to encourage
economic development. TIF revenues are used to repay debt incurred for specific projects and to pay
property tax rebates on increased valuation per development-specific agreements within the districts.
The full incremental valuation on TIF districts within the Iowa City corporate limits has decreased to
$25.4 million in FY2011.
V. DEBT SERVICE FUND
This fund accounts for annual principal and interest payments due on general obligation debt of the
City. Funding is provided by the debt service property tax levy, transfers from Water Operations, loan
repayments and TIF district tax revenue.
FY2010 through 2013 G.O. bond issues are estimated at $10.0 million, $8.9 million, $9.9 million and
$9.9 million, respectively. As stated in the City's Fiscal Policy, "Debt incurred as a general obligation
of the City of Iowa City shall not exceed statutory limits: presently 5% of the total assessed value of
property within the corporate limits as established by the City Assessor." The following schedule and
graph depict current and estimated future debt margins for the City as of December, 2009. Property
valuations for FY2011 have been certified by the County Auditor's office, FY2012 and FY2013 are
estimated at two percent (2%) growth annually.
Fiscal
Year
Total (100%)
Property
Valuation Allowable
Debt Margin
(5% of Total
Property Val.)
Outstanding
Debt
at July 1 of
Allowable
Debt
Margin Outstanding
Debt as a
Percentage of
Total Valuations
FY00 2,416,782,699 120,839,135 46,165,000 38% 1.9%
FY01 2,591,030,038 129,551,502 41,190,000 32% 1.6%
FY02 2,692,448,464 134,622,423 61,565,000 46% 2.3%
FY03 2,909,644,383 145,482,219 85,260,000 59% 2.9%
FY04 2,962,505,107 148,125,255 79,100,000 53% 2.7%
FY05 3,195,170,779 159,758,539 85,085,000 53% 2.7%
FY06 3,214,973,037 160,748,652 85,290,000 53% 2.7%
FY07 3,732,590,506 186,629,525 85,060,000 46% 2.3%
FY08 3,931,783,525 196,589,176 85,840,000 44% 2.2%
FY09 4,267,009,276 213,350,464 84,995,000 40% 2.0%
FY10 4,315,084,693 215,754,235 85,050,000 39% 2.0%
FY11 4,370,663,185 218,533,159 83,775,000 38% 1.9%
*FY12 4,457,100,000 222,855,000 83,175,000 37% 1.9%
*FY13 4,547,262,000 227,363,100 83,580,000 37% 1.8%
* Estimate
-28-
250
200
N
L
`~ 150
0
0
0
0 100
G.O. Debt Outstanding
- by Fiscal Year -
®Allowable Debt
Margin
^ Outstanding Debt
at July 1
Fiscal Year (FY)
Iowa City's internal fiscal policy further specifies that the "debt service levy shall not exceed 25% of the city
levy in any one fiscal year." The following chart shows the debt service levy as a percentage of the city levy
rate for FY2004 through 2013. Fiscal years 2011, 2012 and 2013 are based on estimated financing
requirements for capital projects and are subject to changes in other levy rates (based on operating costs)
and future changes in property valuations. The debt service levy is projected to exceed the twenty-five
percent (25%) policy in FY2012.
30%
25%
20%
15%
10%
5%
50
0%
r~0~
~^~ ~^~
~F ~F
* Estimated
Debt Service Levy
As a Pe rce ntage of
Total Property Tax Levy
0
26% 25% ° 25%
24%
0
24%
0 0
(25% Recommended Maximum)
Note: Fiscal years 2007 and 2008 had one-time reductions in the debt levy of
$638,200 and $934,947, which resulted in foregone debt levies of $0.27 and
$0.385 respectively, funded fromthe General Fund.
Oh OHO 01 00 00 ~O ~~ ,~`L ~^~
r~0 rL0 r~0 rL0 r~0 r~0 ~ry0 ,~r~0 ,~r~0
Fiscal Year (FY) Estimated
-29-
CITY OF IOWA CITY, IOW A
ADDITIONAL.. POSITIONS
APPROVED FOR 203.1
Salary /
Department Position FTE* Wages Benefits
Patrol POLICE OFFICER 6.00 243,429 142,804
Emergency Comm EMERG COMNd DISPATCH -x.0.25 -433,477 -220,861
Emergency Comm EMERG COMM SUPER -1.00 -48,381 -22,4$9
Fire Emergency Oiler FIRE I,IEUTENAI~IT 3.00 55,830 31,799
Fire Emergency Oiler FIREFIG~iTER 6.00 217,794 131,006
TOTAL GENET, FUNF3 3.75 35.195 62,259
Water Dist System M.W. I - METER READER -1.00 _33,$44 -2(1,258
Water Dist System M.W. I - WATER CUSTOMER SER`VIC 1.00 35,056 20,443
TOTAL ENTE3.i.P1ZISE F'Ul~'DS . 00 1, 212 185
Total
386,233
-654,338
-70,870
87,629
34$,800
97,454
-54,102
55,499
1,397
2011 TOTAL - ADDITION.A.L POSITIONS ftECOMi~ENDED 3.75 36,407 62,444 98.851
* FTE = Full Time Equivalent
CITY OF IOWA CITY, IOWA
Additional Pasitia~xs Requested For 201].
NOT RECOMMENDED In 2011 Financial Plan
Department Position FTE*
Parr Mairit Admin/Sup ASST SUPER.IDTTENDE~7T - FORESTRY 1.00
Par3ts Oiler & Maint M.W.I - PARKS 1.00
Library Bldg Maint MWI - LIBRARY .25
Computer Systems LIBRARY WEB SPECIALIST .25
Salary' /
Wages Benefits Tatar.
48,934 22,574 71,508
32,677 20,079 52,755
8,981 5,10$ 14,0$9
13,531 5,763 19,294
TOTAL GENERATE FCJND 2 . 5 0
2 011 TOTAL - NOT RECOD+fMENI]ED IN 2 0 21
* FTE = Full Time Equivalent
204,123 53.524 157.647
104,123 53,524 157,647
,~ ..~ ~
-38-
CITY OF IOWA CITY, IOWA
Full Time Equi~ralent's (FTE) Campaziso~
FY 2010 to 2011
zolo 2011
Full Part ~"ull Part
Division Time Time Total Time Time Total
city council 7.nn .qo 7.DD 7.oD .o0 7.oD
City Clerk 4.00 .Da 4,06 4.nD .nq 4.oD
City Attorney 5.00 .60 5.6D 5.D0 .6D 5.60
City Manager 3.00 .00 3.00 3.QD .Oq 3.OD
Personnel 4.00 .nn 4.OD 4.00 .OD 4.00
Finance Administration 2.65 .21 2.86 2.65 .21 2.86
Accounting 7,60 .n0 7.nn 7.00 .00 7.DD
Purchasing 3.25 .75 4.00 3.25 .75 4.00
Revenue Division 6.50 1.38 7.88 6.50 1.38 7.88
Document Services 3.50 .DO 3.50 3.50 .00 3,Sn
Tort Liability, Insurance 1.D0 .06 1.00 1..D0 .00 1.00
Operations & Maintenance 4.33 .63 4.96 4.33 .63 4.96
Human Rights 2.D0 .56 2.50 2.q0 .Sn 2.5D
Mass Transit Administration. & Sup 3.5q .DD 3.50 3.50 .00 3.50
Mass Transit Operations 28.50 16.25 44.75 28.50 16.25 44.75
Transit Fleet Maintenance 5.qn .OD S.OD 6.00 .OD 6,00
Transit Auto Body 1.D6 .OD 1.00 ~..n0 .OD 1.00
Court St Transportation Center 1.nq .DO l.DD 1.00 .DD 1.D0
Police Department Administration 5.DD .DD S.Dn S.nn .OD 5.DD
Criminal Investigation 8.00 .qfl B.DD 8.00 .OD 8.00
Patrol 55.OD .OD 55.DD 71.nq .OD 71.OD
Records & Identification 5.no .q0 6.DD 6.00 .DD 6.OD
Crime Prevention 1.00 .OD 1.4D 1.D0 .Oq 1.qD
Emergency Communications 11.25 .nn 11.25 5.40 .00 5.OD
~'o County Task Force Grant 1.00 .Dfl 1.OD 1.DD .nn 1..00
Domestic Violence Grant 1.00 .n0 l.qq 1.OD .00 1.00
Fire Adminstration 4.00 .00 4.00 4.OD .06 4.Ofl
Fire Emergency Operations 50,00 .DO 50.gn 59.80 .DO 59.Ofl
Fire Prevention 2.00 .DO 2.00 2.00 .00 2.04
Fire Training 1.00 .60 1.OD 1.nfl .00 1.00
Shelter Operations & Administrati 5.n0 .00 5.00 S.Ofl .00 6.00
HIS Department Administration 2.OD .00 2.00 2.On .n0 2.D0
Building Inspection 7.5n .30 7.80 7.50 .30 7.$0
T~iousing Inspections 5.25 .50 5.75 5.25 .50 5.75
Disaster Individual Assistance 2.00 .q0 2.D0 2.00 .60 2.00
Public Warks Administration and S 2.OD .00 2,00 2.00 .qq 2.n0
Engineering Services 12.10 .nn 1.2,10 12.10 .60 12,10
Parks & Rec Admire 2.06 .60 2.D0 2,D0 .nn 2.q0
General Office Administration Rec 3.00 .00 3.qn 3.D0 .00 3.00
Building Maintenance-~Recreata.on C 3.67 .00 3.67 3.67 ,fl0 3.57
Supervision-Social/cultural 1.00 .Dn l.nn 1.q0 .00 1.00
Mercer Park Pool Operations 1.75 1.45 3.20 1.75 1,45 3.20
Supervision-ACiuatics ,45 .OD .4S .45 .00 .45
Supervision - SPI 1.nq .OD 1.00 1.DD .OD 1.00
Supervision-Fitness/Wellness 1.OD .OD 1..00 1.nq .OD I.OD
Scanlon Gym 1.. 8q .30 2.16 1.80 .3D 2,1D
Parks Maintenance Admire & Support 2.OD .OD 2,D0 2.Oq .OD 2.OD
Parks Operations & Maintenance 11.gn .00 11.OD 11.OD .06 11,00
Forestry Operations 3.00 ,00 3.60 3.Oq .DD 3.00
Cemetery Operations 3.qn .00 3.OD 3.00 .00 3.00
CBD Maintenance Operations 3.06 .OD 3.60 3.nq .00 3.00
Library Administration 3.qq .50 3.5n 3.00 .50 3.56
Library Building Maintenance 3.75 .50 4.25 3.75 .50 4.25
Computer Systems 3.06 .75 3.75 3.00 .7S 3.75
Library Commercial Building .2S .DO .25 .25 .n0 .25
Technical Services 5.50 2,58 8.08 5.50 2.58 8.D8
Public Services 1.6.5n 6.D6 22.56 26.50 5.D5 22.56
Reciprocal Borrowing .00 .7S ,7S .nq .75 .7S
Senior Center Operations 5.81. .5q 6.31 6.81 .5D 6.31
PCD Department Admiza 2.D5 .50 2.55 2.Da .5q 2.55
Urban Planning 3.60 .50 3.5n 3.DD .5D 3.56
Neighborhood Services 1.n0 .D6 1.06 l.OD .6D 1,.00
Non-Grant Community Development ~ .95 .16 1.D5 .95 .1D l.OS
Economic Development 1.60 .Oq 1.DD 1.06 .OD 1.06
TOTAL GEPiERAL ~'U'~TD 368.81 35.61 4(}4.42 377.56 35.61 413.17
-39-
CITY OF IOWA CITY, IOWA
Full Time Equivalent's (FTE} Comparison
FY 2010 to 2011
2010 zD11
Full Part Full Part
Division Tithe Time Total Time Time Total
Parking Admire & Support 3.54 .00 3.5D 3.50 .00 3.50
On Street & Lot Operations 12.00 .50 3,2.50 12.00 .50 12.50
Capitol Street Garage Operations 4.00 5.25 9.25 4.00 5.25 9.25
Dubuque Street Garage Operations 2.00 1.00 3.D0 2.00 1.00 3.00
Chauncey Swan Garage Operations 1.00 .00 1.00 1.00 .00 1.00
'T'ower Place Garage Operations .50 3.00 3.50 .50 3.00 3.50
Wastewater Treatment Administrati 2.00 .00 2.00 2.00 .00 2.00
North Plant Operations 4.00 .00 4.00 4.00 .DO 4.00
Sewer Systems 5.60 .00 5.60 5.&0 .DO 5.60
South Plant Operations 14.00 .00 14.00 14.00 .00 7.4.00
Water System Administration & Sup 2.00 .00 2.00 2.00 .00 2.00
Water Plant Operations 11.00 .50 11.50 11.00 .50 11.50
Water Distribution System 8.00 .00 8.00 8.00 .00 8.00
Water Customer Service 10.00 .75 10.75 10.00 .75 10.75
Water Public Relations .56 .60 .50 .56 .00 .50
Refuse Collection Administration 2.35 .00 2.35 2.35 .00 2.35
Refuse Collection Operations 8.D0 .00 8.00 8.00 .00 8.00
Yard Waste Collection 4.00 .00 4.00 4.00 .00 4.00
Recycling Curbside Collection 5.D0 .00 5.00 5.00 .00 5.00
White Goods/Bulky Collection 1.D0 .00 1.00 1.06 .00 1.00
Landfill Administration & Support 2,06 .00 2.00 2.00 .00 2.00
Landfill Operations 6.6n .50 6.50 6.06 .50 6.50
Solid Waste Recycling Operation 5.25 .00 5.25 5.25 .00 5.25
EastSide Recycle Operations 1,.60 .00 1.00 1,00 .00 1.00
Solid Waste Surcharge Reserve .75 .00 ,75 .75 .00 .75
Landfill Capital Acquisition/C7:P 2.OD .00 2.00 2.OD .00 2.00
Airport Operations 1.00 .75 1.75 1.00 .75 1.75
Cable TV Administration & Support 4.19 .75 4.94 4.19 .75 4.94
Local, Access Pass Through 1.00 .75 1.75 1.00 .75 1.75
Storm Water Management Operations 1,.90 .60 1..90 1.90 .00 1.90
Housing Authority Administration 12.25 1.00 13.25 12.25 1'.00 13.25
Housing Authority - Contra Accoun -12,25 -7.,p0 -13.25 --12.25 -1.00 -13.25
Housing Authority Voucher-Adminis 8.79 .95 9.74 8.79 .95 9.74
Hsg Auth Vouch-Resident Services 1.45 .00 1..45 1..45 .00 1.45
Hsg Auth 'Vouch-Maintenance .71 .00 .71 .71 .DO .71
Public Housing Program .96 .05 1.D1 .96 .05 1.61
Public Housing Program-Resident S .05 .00 ,05 .05 .DD .D5
Public Housing Program-Maintenanc .29 .00 ,29 .29 .06 .29
TOTAT, ENTEFtPRTSE FI~N"T7S 137.79 14.75 152.54 1.37.79 1.4.75 152.54
Non_Reimbursable Personnel .05 .21 .26 ,05 .21 .26
Traffic Eng Admire & Support 7..1.5 .00 1.15 1.15 .00 1.15
Traffic Eng Signals 3.00 .00 3.00 3.00 .00 3.00
Streets Admire & Support 1.50 .00 1.50 1.50 .00 1.50
Streets Repair Programs 24.D0 .DO 24.00 24.00 .00 24.0(7
CDBG Administration 1.15 .13 1.28 1,.15 .13 1.28
Rehab-Project Delivery 1.20 .40 1.60 1.20 .40 1.60
Home Administration .95 .00 .95 .95 .00 .95
~7'CCOG Administration 1.60 .00 1.60 1.60 .OD 1.60
fl'CCflG~-General Transportation Plan 4.00 .00 4.00 4.00 .D6 4.00
JCCOG Human Services 1.00 .00 1.00 1.00 .00 1.00
File Servers & System Support 6.40 .80 7.20 6.40 .86 7.20
Desktop Support 7..06 .60 1.00 1.00 .00 1.D0
1Vetwork & Internet Support .70 .00 .70 .7D .00 .70
Web Administration & Services 1.50 .00 1,50 1.50 .00 1.50
Phone Administration .60 ,00 .60 .60 .00 ,60
Fiber Optic Utility .30 .00 .30 .36 .00 .30
General Fleet Maintenance 9.50 .3$ 9.88 9.50 .38 9.88
Equipment Replacement .50 .88 1.38 .50 .88 7..38
Mail Service .75 .00 .7S .75 .DO .75
Risk Management Administration 1.80 .21 2.01 1.80 .21 2.01
~`OTAL q'2'HNR FUNDS 62.65 3.01 65.65 62.65 3.01 65.66
GFtP,NB TO'I'AT, {F"1'E' S) 569.25 53.37 622.62 578.00 53.37 631.37
- 40 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 201 l - 2013
Fund: 1000 General
Class: 42100 POLICE SUMMARY
20D9 2D14 2D11 2oa.2 2D13
Actual Estimate Budget Projection Projection.
Property Tax - General Levy 7,806,415 9,194,961 9,496,332 10,041,179 10,561,140
Other City Taxes 357,354 343,$66 653,457 652,944 680,610
Fed, Intergnv. Rev. 23,393 1.6,328 15,904 16,904 16,904
Other State Grants 167,7D2 134,987 158,240 158,240 158,240
Local Ga~rt 28e Agreemexats 67,328 218,525 42,275 43,121 43,983
Police Services 5D,428 68,737 67,794 65,994 65,994
~'a.re Services 10,465 6,665 6,665 6,565 6,665
Cade Enforcement 2,174 2,256 2,256 2,256 2,256
Contr~.b & Doxaata.ons 1, 000 1, ODD 1, DOD 1, ODO
Printed Materials 17,690 18,650 18,95D 18,950 18,95D
Other isc Revenue 1.33,731 27,196 81,233 31.,233 31,233
Sale Of Assets 50,376 32,610 24,000 24,000 24,000
Epl Benefits Levy 792,524
Total 12eceipts 9,479,580 1D,065,781 1D,569,1D6 11,062,486 11,610.975
Personnel 8,2$1,913 8,664,143 9,067,115 9,705,334 1.0,2$0,254
Ser`triCeS 751,284 872,372 900,662 907,358 916,019
Supplies 130,580 194,418 197,098 200,864 204,702
Capital qutlay 3.15,803 334,848 404,230 248,930 210,D00
Total Ex~,ae~ditures 9,479,580 10,065,781 10,569,106 11,062,486 11,610,975
___.. RTE ____
Personnel Services 2010 2011 Capital Outlay 2011
ADMINISTRATIVE SECRETARY 1.00 1.00 10 POLICE SI30TGUNS 4,100
COM SERV OFFICER -- EVIDENCE 1..00 1.00 10 SI~gTGUN RACKS F012 SQUAD CARS 1,200
COMMUNITY SERVICE OFFICER 9.00 9.00 2 UNMARKED POLICE CARS 44,D00
COMPUTER SYST ANALYST - POLIC 1.00 1.00 3 LED LIGI-IT BARS 4,840
EMERG CgMM DISPATCH 10.25 40 FLASHLIGHTS AND HOLDERS 3,680
SR POLICE RECORDS CLERK 2.00 2.00 6 MARKED SQUAD CARS 150,040
EMERG CgMM SUPERVISOR 1.00 1.00 8 BANK CHARGERS FOR FLASHLIGHTS 1,450
POLICE CAPTAIN 2.00 2.D0 BALLISTIC HELMETS 3,000
PgLICE CHIEF 1.00 1.00 CgMMUNICATIO~TS FRONT DESK REMODEL 24,000
POLICE LIEUTENANT 4.OD 4.00 LAND ACQUISITION 150,000
POLICE gFFICER 59.OD 65.00 PATROL VEHICI.,E EQ~C7IPMENT 15,ODO
POLICE RECORDS CLERK 2.00 2.00 TASK. AND SIDE CHAIR REPLACEMENTS 3,000
PgLICE SERGEANT 9.00 9.40
RECORDS SUPERVISOR 1.00 1.40
103.25 98.00
4014, 230
-41 -
CITY OF IOWA CITY, IOWA
FINANCIAL PLAN FOR 2011 - 2013
Fund: 1.000 General
Class: 42200 FIRE
Property Tax - General Levy
Other City Taxes
State 2$e Agreements
Fire Services
Other Misc Revenue
Sale Of Assets
Empl Banefits Levy
Interfund Lawns
Total 1'teceipts
Personnel
Services
Supplies
Capital Outlay
Other Financial Uses
Total Expenditures
Personnel Services
ADMINISTRATIVE SECRETARY
BATTALION CHIEF
DEPUTY FIRE CHIEF
FIRE CAPTAIN
FIRE CAPTAIN/INSPECTOR
FIRE CHIEF
FIRE LIEU'T'ENANT
FIRE LIEUTENANT/'T'RAINING
FIT2EFIG~iTER
tong 2o1a
Actual Estimate
3,696x515 4,303,730
1,214,257 1,308,505
5,151 11,319
10,545 1,262
1,590 11,510
611,343
2011. 2012 2013
.Budget Projection Projection
5,101,688 5,305,287 5,579,634
283,742 677,164 700,599
1,276,691 1,336,848 1,460,687
12,319 12,319 12,318
6,604 5,604 6,604
1,500 1,500 1,500
1,568,867
5,739,501 7,205,193 6,692,544 7,339,722 7,761.643
4,855,601 5,073,742 5,734,805 6,330,754 5,720,200
358,517 492,191 526,018 530,349 534,766
161,082 218,801 241,352 245,895 250,519
155,502 174,708 159,010 148,050 167,800
187,799 1,245,751 31,359 84,654 88,35$
5,739,501 7,205.193 6,692,544 7.339.722 7.761,643
---- FTE ----
2010 2011
1.00 1.00
4.00 4.00
1.00 1.00
3.00 3.00
1.00 1.OC
1.00 1.OC
8.00 12.OC
1.00 1.OC
36.00 42.OC
57.00 66.00
Transfers In
Fund: 1000 General
Center: 462300 Fire Equipment Replacement Reserve
State 2$e Agreements
Total Eteceigts
2009
Actual
43,399
Capital Outlay 2011
Automobile 41,000
Computer Software 3x500
Digital camera 3,500
Firehouse Software 3,560
Fitness Equipment 5,000
S+'licrocomputers/ruggedized tablet 16,000
Natural Gas Generator - St. 3 24,000
Portable CD/Data Projector 2,200
Projector/sound system. 3,000
Pulseoximeters (9) 7,500
Software 2,550
Sound system 4,000
"T"raining simulators/preps. 3,000
Turnout Gear 13,500
Turnout gear {10 sets) 15,000
Vertical Stac1~ Rail System - St. 10,500
1.59, 01,0
Transfers. Out
Fire Station 2 Repay 31„359
31,359
2010 201.1 2012 2013
Estimate Budget Projection Projection
41,012 83,277 97,481 $7,03$
43,395 41,01.2 83,277
97,461. 87,D38
- 49 -
C ~, N
~ U ~ ~
M M
f0
~ ~ ffl
ffl
t
~
O O
7 ~
C
~ N M
y
~ ' ~ ~
N ~
>
~ J j n
V r o
r
x
m ~ ~
a
o ~ ~
a •~ >, N n
c c V rMi N
.
O 0 R ffl N
r
O O rEA
Q lrL
~ ~
c
~ fA 'X n
OM0
-a ~ {C
O O *' Vl
~ M
~
~ V ~
~ 7 `
~ {C N
~ ~ ~ ~ ~
r
a ~
~ N
d Q
d
~_
H
r
r
H
O
r
d
a
O
U
c
O
lC
.. ~
V ~
N
_N ~
~ ~
LL
H
Z
n
M
N
M
EiT
O O M M ~ ~ O O CO O~ O O I~
M I~ M N M M M O M O V O O O
00 O~ 00 O O O M 00 O V V 00
00 I~ M
00 00 ~ ~ 00
00 00
00 ~
N V O N M
I~ O V O O O
~ ~ M
O
o? v ~' ao ao v rn ao ao rn ~ ~ v
O r N N ~ N~ M V ~
EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA
O O O M O
O ~~ V
' ~ 00 CO O _
_ CO CO 00
00 I~ O~ N N O O M
~ ~ O Cm0 0~0 0~0 ~ ~ ~
V N r I~ M M M M ~
r N
EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA
O O
O O O ~ ~ O O CO ~ 00 00 00
_
M M O CO 00 00 00 O M V CO CO M
00 V M CO N O O O M 00 I~
00 r ~ O ~ 00 00 ~ V O ~ O O N
00 N T V 00
00
00
N
I~ O M
r r _
M O O V 00 00 V O M M M
O N N r Cp N N CO N~ d0 M M I~
r 00
EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA EA
~ f0 O 00
M M~~ M r M
O r N r M
M M N
M O N E 00 N
N N N N N f0 O
N M
r r N N N N N N N N N N N N M N N
N N N N N N N N N N N N N N N N N
N N N N N N N N N N N N N N N N N
mm_m_m_ UU_U_ ^_~_ w ~ii~~~ (.7 (.7
U U U U U U U U U U U U U U U U U
~ Q ~ ~
~ ¢ ~
X ~
.--~ ~ v ~
O iu
~ ~
Cn X C ~ ~ (~
E E r o
E ~ 07 ~ ~ N N ~ ~ O CO
N C C ~, ~,
(n (n(nd (n (n0 Z Z U 22Q ~Q 22
~
N 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
N o 0 0 0 0 0 0 0 0 0 0 0 0 0 0
N
~ o 0
~~ ~ LL~ N ('7 ~ V V o 0 0 0 0 0 0 0 ~ N o p o m o p o ~ o p o
O O O O O O O O
O
O
O
O
O
O m 0 0
'
~ p pp
p
~
~
~
~
00 00 V (
7 N N O
J p ~ pp p~~~ 0 0 0 0 0 0 0 0 N N O m O~ O~ O N 0 ~ 0~ 0 0
'~
a' p 00 ('7 I~ L(7 00 ~ ~ ~ ~ ~ ~ ~ ~~~ ~~ ~~ ~~ ~~ ~~ ~~ ~
Z 00 O 00 O O O O O O O O O O O O
L
'~ o \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \° \°
O o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~
~ O
O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
~
0 y
}, ~ ~ N
~ ~
'++ -p
N o 0 o (6
fl-
~
O _ \° \° \° \° ~ ~ \° \° \° \° \° \° \° \° \° O \° \° \° \° \° \° \° \° \° \° \° \° \° \° \°
o 0 0 0~ m o 0 0 0 0 0 0 0 o p o 0 0 0 0 0 0 0 0 0 0 0 0 0 0
O O O O
O 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~_' O
(6
m p
p
J O O O O m pp O O O O O O O O O N O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~
~
~ O ~ ~ ~ ~~~ ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ O
z O O O ~
~ O
U ~o
~ 0000000000000000000000000000000
0000000000000000000000000000000 ~v
v
ca ~ ~vvvvvvvvvvvvvvvvvvvvvvvvvvvvvv ~~
w 'L C C
Z 0 ++
N
~
~ o o (a
.U ~ N
0 ~~ ~ ~ o o O o ~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0~ 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~~~
-
p ~
J O O p 0~ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~
~~~
~ z ~ ~~ ~~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ U~ ~
~-+ ~
~
O
~
~ ~
O
J ~
'^ _ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~ m ~
LJ fa
~C cfl V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V
s
~ 1
L ~ c
~ ~
W
C `
V
~
~ O O O O O O O O O O O O O O
~ O O O O O O O O O O O O O O i ~ ~
~ T
>
C >
O O
U ~~~ N m~ ~~ 0 0 0 0 0 0 0 0 o N o p o m o p o~ o p o N o o
00 00 V ('7 N N O
~
O
~
~
~
m ~
~
_ J
O O O O O O O O O
O
O
O
O
O ~ O
0 0
O a0 O ~ V I~ N C7 I~ ~ N ~
~ ~ ~ ~ ~ ~ ~ ~ ~
~
~
~
~
~
~
~ +
-~
~
~
W Q ~
~
~
~
~
~
~
O 00 (7 I~ ~ ~ L(7 00 ~
~ z 00 O 00 O O O O O O O O O O O ~ (6
~ 7 ~
~
Q ~
L
x
'~ 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
o 0 0 0 0 0 0 0 0 0 0 0 0 0 o m o 0 0 0 ~ o O O o 0 o m o 0 0 0
~
O
~
O~ ~
~
~
~~ ~-
Q O
` U
~ O O V V V V V V O O O O O O O
O O O V
O O O
O V V V
V
~ ~ ~ ~ ~ ~ ~ ~~ ~ ~ ~ ~~ ~~~ ~ ~~ ~ ~~ ~_
~
O ~ c
~
o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7 .V O
~~~
~
O 'y
N O L(7 ('7 ('7 V N V (O V (O 00 L(7 V V O V O O L(7 (O V 00 N O (O ('7 ('7 V
~ O L(7 O N L(7 ('7 00 O (O 00 I~ C7 O 00 O I~ 00 00 O 00 N L(7 I~ ~ L(7 V (O O O O O
L(? 00 ('7 I~ N ~ 00 V (O O ('7 V O O O V O N O I~ L(7 O O 00 L(7 (O O L(7 00 00 O ~ (6
~ ~ ~
~ ~ U
y=+ ~ N ('7 I~ ~ N a0 V (O ('7 L(7 (O 00 V O (O O L(7 ('7 00 O V 00 N (O ('7 V O O L(7 O L(7 O ~ N (0
y
' 00 V (O V I~ O N L(7 ~ O O O O ('7 N 00 I~ O a0 V (O V (O ~ ~ 00 I~ L(7 L(7 V L(7 (O
~ O O O O O ~ ~ ~ 00 00 ~ ~ ~ ~ O O L(7 L(7 L(7 L(7 L(7 L(7 L(7 L(7 V V V V V V V v)
-O
~
_ ~ ~
~ ~
._ O
~ N
-°
J
~'
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -
~
~ ~
~~
~ i O O V V V V V V V V V V V V V V V V V V V V V V V V V V V V V V
~ ~ -p O
~ ~ a--~ a--~
~ 7
V ~ ~ ~
~/
n
O
'L
~ o 0 0 0 0 0 0 0 0 0 0 0 0
O O O O ~ O O O O O O O O
O (O O V 00 N o 0 0 0 0 0 0 0 0 0 0 (O o 0 0 0 0 0 0 0 ('7 00 L(7
o 0 0 0 0 0 0 0 0 0 o
o p
o 0 0 0 0 0 o
~ ~
N .~
~
a p
p
00 O L(7 ('7 ~ N L(7 N
N O S
O O O O O O O O O O O
O
O 0 0 0 0 0 0 ~~~
~ N
m
p~~
V I~ O O~ O O O
N O O K L(7 L(7 O L(7 O O O O O O O O O O O~ O m 0 0 0 0 0 0 0 ~ pp N ~
Q
O V O L(7 O O O ('7 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~~ ~~ ~ ~ ~ ~ ~ ~ ~ O ('7 (O Q
O O
~~~
O O O 0 0 0 0 O O O O O a--~
~ ~ (6
~ 7
N ~ c ,--~
L
N~
N 0 00 O O N ('7 V L(7 (O I~ a0 O O N ('7 V L(7 (O I~ a0 O O N ('7 V L(7 (O I~ a0 O
I~ ~ 00 00 00 00 00 00 00 00 00 00 O O O O O O O O O O O O O O O O O O O O
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ~ ~ ~
~ V
~~
N} ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ N N N N N N N N N N m Q' Q
N .~
x x