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Home My WebLink About2015-06-05 Info PacketEl pm,"m ILI ADOPTED FY2016 BUDGET FY2015-2017 FINANCIAL PLAN City of Iowa City -lop pm,"m ILI ADOPTED FY2016 BUDGET FY2015-2017 FINANCIAL PLAN City of Iowa City The cover of this year's budget report highlights the City of Iowa City's largest -ever public works project: the $50 million expansion of the Wastewater Treatment Plant at 4366 Napoleon Street SE and the decommissioning of the 80 -year old North Wastewater Treatment Plant on South Clinton Street. While long-range plans were already in place and initial work had begun to merge the north end operation with the newer south side facility, the floods of 2008 ultimately sped up the process. After floodwaters threatened the North Plant and significantly hindered operations, it was clear that the City needed to decommission the old facility and move operations out of the floodplain. Interestingly, as Mother Nature drove the closure of the North Plant, so does she provide the model for processes at the newly expanded, state-of-the-art south side facility. Operations are now inspired by nature, mimicking many bioprocesses -- culturing natural bacteria and using ultraviolet light for purification, for example -- so wastewater from dishwashers, baths and showers, washing machines, sinks, and toilets that is processed at the treatment plant can be safely returned to the Iowa River. Use of hazardous chemicals such as chlorine and sulfur dioxide previously used for purification have been eliminated, replaced with eco -friendly processes that will protect our community and environment now and for years to come. The site of the old North Wastewater Treatment Plant will return to nature, too. A separate City project calls for demolishing the old buildings and clearing the property for a natural riverfront park that will offer greenspace with native trees and landscapes, naturalized river and streambanks, wetlands, trails, river overlooks, gardens, and improved access to the Iowa River for recreational activities. The park will provide natural spaces that residents and visitors can enjoy year-round, while also doubling as a water collection site during heavy rains or floods. Council: City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2016 & FY2015 - 2017 Financial Plan Kingsley Botchway II AT -LARGE Matt Hayek, Mayor AT -LARGE or Michelle Payne AT -LARGE Terry Dickens DISTRICT B Susan Mims, Mayor Pro Tem AT -LARGE JIM THROGMORTON DISTRICT C CITY MANAGER ASSISTANT CITY MANAGER Tom Markus Geoff Fruin BUDGET ANALYSTS Deb Mansfield, Nickolas Schaul FINANCE SECRETARY Cyndi Ambrose Rick Dobyns DISTRICT A FINANCE DIRECTOR Dennis Bockenstedt ADMIN ASSISTANT TO THE CITY MANAGER Simon Andrew APPRECIATION This financial plan includes the ideas and recommendations of many citizens, the City Council and City staff. During the year many suggestions are received from citizens in the City Council hearings and informal contacts. The major impact of the City Council upon this financial plan is in the priorities and programs adopted by the City Council during the current year. While other departments were intensely involved in the preparation of this financial plan, most of the credit for this document goes to the members of the Finance Department. Particular gratitude is expressed to the City Manager, Finance Director, Budget/Management Analysts, Finance Administrative Secretary, and Communications Office. While we surely appreciate all contributions to this budget, it must be remembered that the real thanks must go to the City employees, who, on a daily basis, transform this document into the City's program of services. 9 Mr 111111111i IBM s,•floll UNESCOCITE' OF LITERATURE CITY OF IOWA CITY Adopted Budget for the Fiscal Year Ending June 30, 2016 and the FY2015 — 2017 Financial Plan TABLE OF CONTENTS PAGE Introduction CityManager Address............................................................................................................... 13 StrategicPlan.............................................................................................................................. 30 Other Planning Processes.......................................................................................................... 32 OrganizationalChart.................................................................................................................. 34 Department Summaries.............................................................................................................. 35 Budgetary Fund Structure........................................................................................................... 58 Department/Division by Fund...................................................................................................... 60 Financial Summary Preparation of the Financial Plan: Basisof Accounting.............................................................................................................. 65 Schedule............................................................................................................................... 66 Processto Amend................................................................................................................ 68 Financial & Fiscal Policies........................................................................................................... 72 Long Range Financial Planning.................................................................................................. 78 All Funds: Fund Balance Summary....................................................................................................... 84 Revenue Summary by Fund................................................................................................. 85 Revenue Summary by Type................................................................................................. 86 Expenditure Summary by Fund............................................................................................ 88 Expenditure Summary by Department................................................................................. 89 Inter Fund Transfer Schedules............................................................................................. 92 Personnel Full -Time Equivalents Last Five Years...................................................................... 95 General Fund Summary GeneralFund Summary .............................................................................................................. 101 Assigned, Committed & Restricted Fund Balance...................................................................... 112 General Fund Revenue............................................................................................................... 113 General Fund Expenditures........................................................................................................ 114 CityCouncil................................................................................................................................. 115 CityClerk..................................................................................................................................... 117 CityAttorney................................................................................................................................ 121 CityManager............................................................................................................................... 125 Communications Office......................................................................................................... 129 HumanResources................................................................................................................ 135 HumanRights....................................................................................................................... 139 Finance Department: Finance Administration......................................................................................................... 144 Accounting........................................................................................................................... 151 Purchasing............................................................................................................................ 155 Revenue................................................................................................................................ 159 Police Department: PoliceAdministration............................................................................................................ 162 Administrative Services........................................................................................................ 165 FieldOperations.................................................................................................................... 170 N Fire Department FireAdministration................................................................................................................ 175 Emergency Operations......................................................................................................... 179 FirePrevention...................................................................................................................... 183 FireTraining.......................................................................................................................... 187 Parks & Recreation: 294 Parks & Recreation Administration....................................................................................... 191 Recreation............................................................................................................................. 196 ParkMaintenance................................................................................................................. 203 CemeteryOperations............................................................................................................ 211 Library: 314 LibraryOperations................................................................................................................ 214 LibraryFoundation............................................................................................... 223 Senior Center: 325 Senior Center Operations..................................................................................................... 225 Neighborhood & Development Services: 335 NDS Administration.............................................................................................................. 235 NeighborhoodServices........................................................................................................ 242 Economic Development........................................................................................................ 255 Development Services.......................................................................................................... 259 Public Works: Public Works Administration................................................................................................. 268 Engineering........................................................................................................................... 272 Transportation Services: TransitOperations................................................................................................................ 277 Special Revenue Funds Community Development Block Grant (CDBG)......................................................................... 281 Community Development Block Grant Operations.............................................................. 283 H.O.M.E. Program....................................................................................................................... 288 H.O. M. E Operations............................................................................................................. 290 Road Use Tax Fund (RUT)........................................................................................................ 294 Road Use Tax Operations.................................................................................................... 297 OtherShared Revenues.............................................................................................................. 304 Energy Efficiency & Conservation Block Grant Fund.................................................................. 307 UniverCity Neighborhood Partnerships Fund............................................................................. 311 Metropolitan Planning Organization of Johnson County (MPO) ................................................ 314 Metropolitan Planning Organization of Johnson County Operations ................................... 316 EmployeeBenefits Fund............................................................................................................. 322 Peninsula Apartments Fund........................................................................................................ 325 Tax Increment Financing (TIF) Districts...................................................................................... 328 General Rehabilitation & Improvement Program (GRIP)............................................................ 335 Downtown Self Supporting Municipal Improvement District (SSMID)........................................ 338 Debt Service Debt Service Fund Summary Debt Schedules ..................... Enterprise Fund Activities Transportation Services: Parking Fund Summary. Parking Operations........ Parking Debt Service .... Transit Fund Summary.. Transit Operations ......... ................................................................................................ 343 ................................................................................................ 349 ................................................................................................ 363 ................................................................................................ 367 ................................................................................................ 373 ................................................................................................ 374 ................................................................................................ 378 a Wastewater Treatment: Wastewater Fund Summary ................................................................................................. 386 Wastewater Treatment Operations....................................................................................... 391 Wastewater Debt Service..................................................................................................... 399 Water: WaterFund Summary ........................................................................................................... 405 WaterOperations.................................................................................................................. 409 WaterDebt Service............................................................................................................... 419 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 425 Refuse Collection Operations............................................................................................... 428 Landfill: LandfillFund Summary ......................................................................................................... 437 LandfillOperations.................................................................................................................441 Airport: AirportFund Summary .......................................................................................................... 449 AirportOperations................................................................................................................. 452 Storm Water Management: Storm Water Management Fund Summary .......................................................................... 456 Storm Water Management Operations................................................................................. 459 Cable Television: Cable Television Fund Summary .......................................................................................... 463 Cable Television Operations................................................................................................. 465 Housing Authority: Housing Authority Fund Summary........................................................................................ 468 Housing Authority Operations............................................................................................... 471 Capital Project Funds FundSummary ............................................................................................................................ 481 Summaryby Division................................................................................................................... 483 Summary by Funding Source...................................................................................................... 489 Project Summary by Name.......................................................................................................... 496 Unfunded Projects 2020 and Beyond.......................................................................................... 564 Internal Service Funds Equipment: EquipmentFund Summary ................................................................................................... 573 EquipmentOperations.......................................................................................................... 576 Risk Management: Risk Management Fund Summary....................................................................................... 581 Risk Management Operations: ............................................................................................. 583 Information Technology Services (ITS): ITSFund Summary ............................................................................................................... 586 ITSOperations...................................................................................................................... 588 Central Services: Central Services Fund Summary .......................................................................................... 595 Central Services Operations................................................................................................. 597 Health Insurance Reserve........................................................................................................... 601 Dental Insurance Reserve........................................................................................................... 604 Statistics GeneralInformation...................................................................................................................... 609 U.S. Census Data......................................................................................................................... 613 PropertyTax Valuations............................................................................................................... 614 PropertyTax History ..................................................................................................................... 618 Principal: Taxpayers............................................................................................................................. 619 Employers........................................................................................................................... 620 SewerCustomers................................................................................................................. 621 WaterCustomers.................................................................................................................. 622 OperatingIndicators..................................................................................................................... 623 Department Statistics Police.................................................................................................................................... 624 Fire...................................................................................................................................... 628 Library................................................................................................................................... 630 SeniorCenter........................................................................................................................ 636 Transportation Services........................................................................................................ 639 EconomicOverview..................................................................................................................... 641 Revenue Comparisons PropertyTax........................................................................................................................ 648 GeneralFund........................................................................................................................ 648 Hotel/Motel Tax.................................................................................................................... 649 Utility Franchise Tax Rates................................................................................................... 649 UtilityRates........................................................................................................................... 650 Appendix StateForms................................................................................................................................ 653 BudgetResolutions.................................................................................................................... 661 Glossary...................................................................................................................................... 664 i10 F Y 2 O 1 6 INTRODUCTION City Manager Address Strategic Plan Other Planning Processes Organizational Chart Department Summaries Budgetary Fund Structure Department/Division by Fund To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2015-16 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2015-2017) and five-year capital improvement program (2015-2019) are also included for planning purposes. The budget is one of the most important documents the City prepares because it identifies the services to be provided and the mechanisms that finance those services. This budget aims to continue Iowa City's tradition of providing a balanced budget utilizing conservative assumptions while strengthening core municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the City"s services. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. Four financial goals guided the preparation of this document. First, the City continues to respond to the State'§ 2013 property tax reforms. Revenue losses for the City are estimated to be over $50 million before state backfill payments over the next ten Financial Goals years. Much of the impact of these reforms will not be realized immediately and the cap on allowable growth Prepare for property tax shortfall resulting from 2013 legislative means the amount of revenue lost will compound over changes while maintaining service time. The City has taken steps to manage the impacts of levels tax reform, but maintaining service levels will require prudent decisions over the next several years. By Maintain the City"s Moody's Aaa preparing for reform before the full financial impacts are bond rating for the 391" consecutive realized, the City will be able to shift resources and adjust year operations gradually, avoiding abrupt service disruptions Maintain a competitive tax and fee or steep tax rate increases. It is also important to environment for economic manage the budget in a way that does not shift the entire development purposes burden of tax reform to residential taxpayers. Second, the budget attempts to establish conditions that will Continue to achieve the GFOA enhance the community's fiscal condition and ensure that Distinguished Budget Award and it will maintain its prestigious Moody's Aaa bond rating. Certificate of Achievement for To this end, this budget updates the City's financial Excellence in Financial Reporting policies to increase the fund balance target from 25% to 30% of expenditures as Moody"s recommends for Aaa communities. Third, the budget strives to maintain a competitive tax and fee environment for economic development purposes. Finally, we will attempt to earn the Government Financial Officers Association (GFOA) Distinguished Budget Award for the fourth consecutive year, as well as the GFOA Certificate of Achievement for Excellence in Financial Reporting for the City"s Comprehensive Annual Financial Report, an award that the City has received for twenty-nine consecutive years. These awards are strong indicators of transparency and accountability in financial reporting. 13 At the same time, staff referred to the City Council's strategic plan priorities for additional guidance in developing the budget document. Throughout the budget compilation process, staff utilized the City Council's strategic plan to help prioritize expenditure decisions. The strategic plan has been incorporated into decisions and processes throughout the organization, including employee performance reviews and Board and Commission decisions that involve the allocation of resources. The 2014-15 strategic plan process identified five Council priorities for the community. Along with these five priorities, two overarching values of inclusivity and sustainability were articulated that are applicable to a wide array of City activities and will guide and inform City initiatives presented throughout the budget. The City of Iowa City 2014-2015 strategic plan goals are as follows; a more complete synopsis of City Council's strategic plan can be found on page 30: Fostering a more Inclusive and Sustainable Iowa City through a commitment to: • Healthy Neighborhoods • A Strong Urban Core • Strategic Economic Development Activities • A Solid Financial Foundation • Enhanced Communication and Marketing The financial resources in this budget will allow the City to continue to pursue initiatives that support these priorities and accomplish the Council's long-term goals. For instance, this budget begins Iowa City's partnership with the Iowa Initiative for Sustainable Communities, a program of the University of Iowa's School of Urban and Regional Planning. The program will partner students and faculty with the City to identify, design, and implement sustainability -focused projects. The energy efficiency revolving loan program also continues in this budget to fund energy efficiency projects in City facilities, using the energy cost savings to fund additional projects. Renewable energy and other sustainable elements are now contemplated with all CIP projects. Similar resources are provided for in this budget to make progress toward each of the Council's strategic plan priorities. While there are certainly unfunded projects that could further the organization's efforts toward these goals, a fiscally responsible balance needs to be sought and is provided in this budget. Approximately every four months, staff provides Council with a Strategic Plan Status Report that details progress on each priority. The most recent update of the 2014-2015 status report was presented in September 2014 and can be viewed at icgov.org/strategicplan. With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the organization's priorities, achieves the stated financial goals, and continues to improve the health and competitive position of the community. Community Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a 14 rich tradition of conservative economic policies that has created a strong financial foundation. This foundation helped the community weather the recent economic recession and continues to serve as a cornerstone for the community"s future. In 2014, Moody"s Investors Service noted that Iowa City"s, "Financial operations are expected to remain sound going forward given management's commitment to controlling expenditure growth and maintaining healthy reserves," and reaffirmed its highest quality bond rating (Aaa) for the community. Iowa City is one of only two cities in Iowa that currently holds the distinction of a Moody"s Aaa bond rating. Despite the increasing health of the economy and strong financial position of the organization, the community needs to be cognizant of the trends, pressures and opportunities that are shaping the community in various fashions. Iowa City is at a pivotal period in its history as it faces numerous internal and external pressures that will influence the health and vibrancy of the community. Over the last two decades, Iowa City has witnessed a rapid suburban growth in the surrounding communities of Coralville and North Liberty. It is imperative that the City carefully analyze and address the forces contributing to the suburbanization of our metropolitan area and implement strategies to strengthen our community in a manner that attracts new investment in the residential and commercial sectors, encourages walkability and sustainability, and supports the vibrancy and diversity of our community. In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there are three predominant factors within our ability to influence. First, is the economic competiveness of our local FY 2014-2015 Municipal government. Specifically, this point addresses Iowa City"s Property Tax Rates in property tax rate, utility rates, and other costs of doing Eastern Iowa business. The information table to the right shows the property tax rate disparity between Iowa City and other North Liberty $11.03 Eastern Iowa cities. The difference plays a role in private C$13.53 Cee aldarr Rapids $15.22 sector economic development decisions and Iowa City Iowa City $16.71 needs to continue to work to close that gap. However, the Davenport $16.78 increased rate also reflects enhanced level of services in Iowa City's proposed tax rate for FY Iowa City (e.g. paid full-time fire department, Senior Center, 2015-2016 is $16.66. At this time the Animal Shelter, Airport, Human Rights Office, etc.), unique FY16 tax rates of other listed jurisdictions State or federal mandates (e.g. increased public safety are not yet certified. pension contributions), and other factors such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction with no history of payment in lieu of taxes agreements that neighboring communities have successfully sought. Second, is our organization's responsiveness to the changing demands of the business sector. This includes the nimbleness of our development review process and our ability to modify regulations in a manner that facilitates growth in the ever changing marketplace. To this end, the City has spent the last year reorganizing the Neighborhood Services Department. The former Housing & Inspection Services and Planning & Community Development Departments were merged in a way intended to streamline business transactions for customers and facilitate communication and collaboration amongst staff. Third, is to ensure that capital investments are judiciously planned and that public incentives are responsibly offered only when the resulting outcome has a justifiable rate of return, quantified both financially and in terms of the City"s strategic plan priorities. 15 Forces that are outside of our control also influence Iowa City"s ability to compete with neighboring jurisdictions. Lower costs of land and aggressive economic incentives from neighboring jurisdictions are outside of our span of control yet have a great impact on the City's economy. However, we need to be cognizant of those variables and leverage our unique assets and character in ways that clearly illustrate value that cannot be matched in other communities. Fiscal Year 2016-16 Budget Overview In preparing this budget document, City staff accounted for the previously -mentioned financial goals, strategic plan and the controllable factors that influence desired growth and development in the region. By adhering to these principles, the staff has compiled a budget that balances both the short-term needs and the long-term health and stability of the community. The proposed City budget includes projected expenditures totaling $157,987,398. Of the total budget, $50,327,585 is for the General Fund, $40,194,098 is directed to Capital Projects and $45,165,067 is related to the operations of various enterprise or business funds. A breakdown of the proposed budget by fund type is provided below. It is important to look deeper into the types of expenditures that occur within each of these funds. For that purpose the following chart displays the program of expenses across all funds. The largest outlay is associated with business or enterprise funds such as water, sewer, parking and transit, followed by expenses related to capital projects. The reduction in the Community & Economic Development category is due to fewer projects completed through the state grant funded single family new home construction program and fewer homes purchased through the UniverCity program. The UniverCity program currently has eighteen homes in various stages of the rehabilitation and resale process. The increase in General Government results from the move of Cable TV operations to the General Fund and increases in Risk Management and health insurance expenditures. i[A $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 FY2016 Expenditures by Category & Percent Change from Previous Year Adopted Budget 1.6% -0.4% excludes transfers 10.0% 0.0% -4.2% t,\�e ate .wee ti O `Do, JQ �S z�c Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart details Iowa City's revenue mix across all fund types. The increase in Other City Taxes is due to a projected increase in tax increment financing, hotel/motel tax, and utility franchise tax revenue. The reduction in Intergovernmental Revenue is primarily due to fewer federal and state flood reimbursements and grants, as most flood recovery projects are completed or near completion. All Funds Revenue Comparison of FY2015 versus FY2016 e e c Percent Change Taxes $ 51,608,730 $ 52,033,986 0.8% Other City Taxes ¢Yi 3,247,124 $ 3,806,415 17.2% Licenses & Permits $ QJ'p Q�b o��a �P J � Use of Money & Prop $ 2,263,791 $ 2,016,112 -10.9% 4th �Jte Jcw eta 30,296,422 -26.1% Charges for Services $ mac $ 40,086,092 2.5% Misc. $ 6,522,542 $ 5,032,647 C.°��. Other Financial Sources -4.2% t,\�e ate .wee ti O `Do, JQ �S z�c Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart details Iowa City's revenue mix across all fund types. The increase in Other City Taxes is due to a projected increase in tax increment financing, hotel/motel tax, and utility franchise tax revenue. The reduction in Intergovernmental Revenue is primarily due to fewer federal and state flood reimbursements and grants, as most flood recovery projects are completed or near completion. All Funds Revenue Comparison of FY2015 versus FY2016 17 FY2015 Adopted FY2016 Adopted Percent Change Taxes $ 51,608,730 $ 52,033,986 0.8% Other City Taxes $ 3,247,124 $ 3,806,415 17.2% Licenses & Permits $ 2,265,527 $ 2,249,335 -0.7% Use of Money & Prop $ 2,263,791 $ 2,016,112 -10.9% Intergovernmental $ 40,984,912 $ 30,296,422 -26.1% Charges for Services $ 39,115,542 $ 40,086,092 2.5% Misc. $ 6,522,542 $ 5,032,647 -22.8% Other Financial Sources $ 13,533,417 $ 14,403,630 6.4% Total $159,541,585 $149,924,639 -6.0% 17 All Funds Revenue Sources Misc. 3% Charges for Servi 27% City Taxes 3% 3ermits ey & Prop 1% It is important to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will realize tax savings from the outlined reduction in the property tax rate to $16.66, the lowest Iowa City tax rate since fiscal year 2001-2002. Just four years ago, Iowa City's rate was $17.84, which means the fiscal year 2015-16 rate represents a 6.6% decrease over four years. The amount of services provided, such as water, sewer and stormwater vary considerably among businesses and therefore total financial impact numbers are not able to be quantified for a 'typical' business. However, the ten percent reduction in the taxable value of commercial properties mandated by the state will be fully phased in fiscal year 2015-16, thus the majority of businesses in the Iowa City community will pay less in taxes and fees compared to the previous year. Though in comparison to neighboring jurisdictions, Iowa City businesses will still be paying higher rates. On the residential side, it is easier to determine an overall financial impact to an average household. The following bar chart illustrates the estimated financial impact to the average household in Iowa City. Despite a lower property tax rate, it is estimated that a typical household (assuming $100,000 assessed property value) will pay approximately $3.08 more per month, or $37 per year, in taxes and fees for basic city services in fiscal year 2015-2016. This is due to the increase in the state rollback percentage, which makes a greater percentage of assessed residential property value taxable, and a previously approved 5% increase in the water rate. iCl Annual Financial Household Impact* $2,500 1- $2,000 $1,500 $1,000 $500 $0 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 Property Taxes $833 $866 $876 $888 $909 $929 11111111111111111IStormwater $24 $30 $36 $42 $42 $42 Refuse $186 $186 $186 $186 $191 $191 Sewer -800 cubic feet $433 $433 $433 $433 $433 $433 Water-- 800 cubic feet $328 $328 $328 $328 $344 $362 Total $1,804 $1,843 $1,859 $1,877 $1,919 $1,956 —Percent Change 1.7% 2.2% 0.9% 0.9% 2.3% 1.9% *Home value defined as $100,000 for comparison purposes. General Fund Highlights 10.0% 9.0% 8.0% 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately 32% of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 66% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart FY2016 Revenues & Other Financing Sources excludes transfers Other Financing Sources 2% Charges for Fes& Services 3% Miscellaneous 0% Intergovernmental 8% Use of Money & Property 1% Licenses & Permits 5% Other City Taxes 5% iR1 The taxable valuation of property subject to all levies in Iowa City increased 1.1 % for FY 2015- 16, primarily due to an increase in the State of Iowa rollback percentage on residential properties. The rollback percentage defines how much of residential assessed value becomes taxable in any given year. The following chart depicts the change in taxable valuations over the last six years. Moving forward, valuation growth will be substantially slowed by the state"s 2013 property tax reforms. One of the provisions of the state legislation lowered the allowable annual statewide growth for residential and agricultural properties from four percent to three percent. While this doesn"t sound like much in one year, the effect of this limitation compounds over time and is difficult to estimate. This year would have seen in excess of 5% growth had the limitation not been reduced. After the growth limitation, this year"s growth in taxable value did not keep pace with the increase in personnel expenses. The budget reflects a reduction of $0.05 in the tax levy, which will bring Iowa City's rate to $16.66. This marks the fourth straight year of property tax rate decreases; we are unaware of any cities in Iowa that have been able to implement tax rate decrease during each of the last four years. The reduction is being achieved through several internal strategies, as well as through an increased rollback figure being applied by the State of Iowa. The internal strategies employed to achieve a lower rate include the following: • Debt restructuring and early bond retirement strategies • Achieving operational efficiencies in our departments; this budget contains a net reduction of 8.73 FTE across all funds • Selected user fee increases that reduce property tax subsidies Six Year Trend of Taxable Valuations excludes applicable increment $3,500,000,000 $3,000,000,000 - -- $2,500,000,000 - $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $ FY2011 FY2012 FY2013 FY2014 FY2015FY2016 ■ Taxable Valuations $2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 $3,101,761,217 ■ Percent Change 6.8% 3.3% 4.6% 2.6% 3.1% 1.1% Moving forward, valuation growth will be substantially slowed by the state"s 2013 property tax reforms. One of the provisions of the state legislation lowered the allowable annual statewide growth for residential and agricultural properties from four percent to three percent. While this doesn"t sound like much in one year, the effect of this limitation compounds over time and is difficult to estimate. This year would have seen in excess of 5% growth had the limitation not been reduced. After the growth limitation, this year"s growth in taxable value did not keep pace with the increase in personnel expenses. The budget reflects a reduction of $0.05 in the tax levy, which will bring Iowa City's rate to $16.66. This marks the fourth straight year of property tax rate decreases; we are unaware of any cities in Iowa that have been able to implement tax rate decrease during each of the last four years. The reduction is being achieved through several internal strategies, as well as through an increased rollback figure being applied by the State of Iowa. The internal strategies employed to achieve a lower rate include the following: • Debt restructuring and early bond retirement strategies • Achieving operational efficiencies in our departments; this budget contains a net reduction of 8.73 FTE across all funds • Selected user fee increases that reduce property tax subsidies The projected reduction in the property tax rate follows similar Iowa City Property Taxes Paid on a actions taken by the City Council in $500,000 Commercial Property fiscal years 2013- 2015. Combined, these efforts have contributed to $9,000 $projected reduction p $9,000 $1,426 over a five year period narrowing the gap between Iowa City"s rate and that of neighboring $8,500 municipalities and other comparable $8,000 jurisdictions in Iowa. The projected $7,500 property tax rate of $16.66 in this $7,000 budget reflects the lowest level it $6,500 FY2012 FY2013 FY2*FY2015has been since 2001-02. These 0 City Property Taxes $8,921 $8,634 $8, efforts not only produce real savings, but they also send a positive message that Iowa City is committed to enhancing the local business environment. The percentage of commercial properties" value that is taxable will drop an additional 5% in FY2016, a result of 2013 state legislative changes, reflected in the chart above. 2013 State legislation also enacted the Iowa Business Property Tax Credit program to lower property tax burden on businesses; savings from this program are not reflected in the chart above. For residential property owners, the combination of the increased State rollback and the lower property tax rate will mean that a property assessed at $100,000 will pay an estimated additional $20 in City property taxes in the coming year. This is primarily the result of the increased rollback percentage, which causes a larger portion of the assessed value to become taxable. The following chart is provided for a greater historical perspective on Iowa City"s municipal tax rate: Iowa City Property Tax Rate Trend ant Iowa City Tax Rate 117.729 117.302 117.297 117.717 117.853 117.757 117.842 17.269 16.805 116.705 116.655 t Percent Change 2.40% -2.41% -0.03% 1 2.43% 1 0.77% -0.54% 1 0.48% -3.21% -2.69% -0.60% 1 -0.30% 21 Below is a detailed breakdown of the City"s property tax asking for fiscal year 2015-2016 compared to the previous year: On the expense side, General Fund operations largely consist of personnel related expenses. As a result, significant reductions in General Fund expenditures typically require a reduction in staffing levels. In the fiscal year 2015-16 budget, an estimated 73% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditures by Category excludes transfers Services 18% Contingency 1% Supplies 3% SIMON Capital Outlay 4% Other Financial Uses 1% IAdopted IFY2016 Propil LEVIES Dollars per III Dollars III General Fund Tax Levies: General $24,843,199 8.100 $25,111,399 8.100 Transit $2,913,708 0.950 $2,945,164 0.950 Tort Liability $896,379 0.292 $906,056 0.292 Library $828,107 0.270 $837,047 0.270 Subtotal: $29,481,393 9.612 $29,799,666 9.612 Agland Levy $4,798 3.004 $4,771 3.004 General Fund Property Taxes $29,486,191 $29,804,437 Special Revenue Levies: Employee Benefits $9,088,654 2.963 $9,652,480 3.113 Subtotal: $9,088,654 2.963 $9,652,480 3.113 Debt Service $12,753,095 4.130 $12,312,386 3.930 Total Property' I 16.705$51,769,303 % Change from prior year 2.60% -0.60% 0.86% -0.30% SSyIID Le« $280,790 2.000 $264,683 2.000 Total Pr 1,608,730 $52,033,986 On the expense side, General Fund operations largely consist of personnel related expenses. As a result, significant reductions in General Fund expenditures typically require a reduction in staffing levels. In the fiscal year 2015-16 budget, an estimated 73% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditures by Category excludes transfers Services 18% Contingency 1% Supplies 3% SIMON Capital Outlay 4% Other Financial Uses 1% Over the last three years, there has been a concerted effort to control General Fund expenses through staffing policies. While these initiatives help, they struggle to keep up with rising salary and benefit costs. The General Fund budget reflects a status quo approach to current services. While there is no funding for expanded or enhanced service levels, staff remains committed to identifying efficiencies that strengthen our services without the need for new financial outlay. Items of note in the General Fund budget include: • Initiatives have been incorporated into the General Fund to address each of Council"s strategic plan priorities, including those that meet sustainability and inclusiveness goals. • The budget incorporates fee increases approved by Council for the Parks and Recreation Department in December of 2014. • Increased fund balance target policy to 30% of expenditures in accordance with industry best practices. This is an important step to maintaining the City"s Aaa Moody"s bond rating. Enterprise / Business Fund Highlights Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining, or without need of subsidy from property taxes or revenue sources other than fees collected that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. YR1 Unassigned Unassigned Est Fund Restricted, Fund Balance as Estimated Transfers Budgeted Transfers Balance Committed, Balance, % of Exp & Fund Revenues In Expenditures Out 6/30/16 Assigned 6/30/2016 Trans Out Parking 5,328,876 - 3,270,015 891,437 4,229,819 385,583 3,844,236 92.38% Transit 4,206,668 3,246,548 6,879,486 215,651 4,606,524 1,336,718 3,268,769 46.09% Wastewater 12,965,154 4,688,036 10,395,608 7,538,036 17,612,134 9,653,245 7,958,889 44.38% Treatment Water 9,412,456 2,010,716 8,423,501 3,664,016 11,018,086 4,218,079 6,800,007 56.26% Refuse 3,057,022 - 3,088,438 - 770,171 - 770,171 24.94% Collection Landfill 5,833,264 1,076,415 4,437,980 825,327 24,058,430 22,399,923 1,658,506 31.51% Airport 324,100 121,929 346,072 114,000 617,739 100,000 517,739 112.53% Stormwater 11140,978 - 786,064 500,000 1,643,602 - 1,643,602 127.80% Management Housing 8,055,240 7,537,903 45,184 6,083,951 2,885,424 3,198,527 42.18% Authority - YR1 Each of the City's enterprise funds are in varying, yet stable conditions. In order to maintain healthy reserves there are several fee increases included in the budget. Those increases are noted with other significant changes or issues below: • Revenues under the first hour free parking program have exceeded initial projections; feedback on expanded payment options and the retooled fee schedule have been very positive. Over one million hours of free parking have been provided to customers. • This budget contains the second year of a two year water rate increase. Fiscal year 2015-2016 will be the second consecutive year of 5% increases. The previous three water rate changes were all decreases of 5% in 2003, 2004, and 2006. • A landfill tipping fee increase of $4.00 is proposed with this budget. Operations are currently near break-even before capital projects are funded. The fee increase will fund cell replacement reserves and other capital expenditures. The Sustainability Coordinator position (1.0 FTE) was also moved from the landfill fund to the general fund. • The refuse fund is impacted by landfill tipping fees. While no rate increase is proposed with this budget, this fund will continue to be monitored to evaluate the impact of an increased tipping fee. • The transit fund will need to be carefully reviewed in FY17 for a possible rate increase to maintain service levels. More efficient route planning in 2015-2016 could forestall this need. Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health Insurance Reserve Fund, which has stabilized in recent years due to relatively low increases in premium costs. 24 Unassigned Unassigned Fund Est Fund Restricted, Fund Balance as % of Estimated Budgeted Balance, Committed, Balance, Expenditures & Fund Revenues Expenditures 6/30/2015 Assigned 6/30/2015 Trans Out Equipment 6,446,145 5,990,748 9,750,625 6,930,562 2,820,063 47.07% Risk Management 1,476,424 1,329,373 3,202,697 - 3,202,697 240.92% Loss Reserve Information 2192,829 2,118,404 2,374,340 - 2,374,340 112.08% Technology Central Services 256,208 308,458 599,755 - 599,755 194.44% Health Insurance 7,841,907 7,880,283 10,332,894 4,151,797 6,181,097 78.44% Reserve Dental Insurance 377,699 359,275 138,400 - 138,400 38.52% Reserve All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health Insurance Reserve Fund, which has stabilized in recent years due to relatively low increases in premium costs. 24 Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2015-16 totals $40,194,098 and the five year Capital Improvement Plan (CIP) totals $156,892,011. The majority of CIP projects in the five year period improve the local transportation network and municipal utility system. The five year program continues to reflect the City Council's priorities established in previous fiscal years. Capital Improvement Projects by Category 2015-2019 Community & Economic Development 3oAirport 4% Public Safety - 2% Culture & Rec 7% Transportation Services 14% Streets, Bridges, and Traffic Engineering 59% Water/Wastewater/ Landfill Stormwater 1% 10% As funding allows, non -committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council's strategic plan priorities. Of particular note is the end of the 1% voter approved Local Option Sales Tax (LOST) that expired in June of 2013. These funds have been collected to fund flood recovery and mitigation projects, most notably the Gateway Project (Dubuque Street) and the South Wastewater Plant Expansion. Other funding sources, including local monies are expected to be required to supplement LOST revenues on these high dollar projects. In FY 2015-2016, staff is projecting the issuance of approximately $12.9 million in general obligation bonds. The use of general obligation bonds is required in order to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City"s own internal debt policies. rky Examples of significant projects planned for the coming fiscal years include: (Sorted by strategic plan priority or other critical need identification) Note many projects span several fiscal years and may not be fully completed in 2015-2016. Projected costs include those already incurred in prior years and costs anticipated in future years. Capital improvements utilize multiple funding sources. Flood Recovery and Mitigation • Gateway project ($51.3 million) • North Wastewater Plant Demolition ($6.0 million) • Animal shelter facility construction ($3.2 million) Critical Infrastructure Need / Committed Projects • Dubuque Street / 1-80 pedestrian bridge ($2.1 million) • Washington St. water main replacement ($0.8 million) • 1't Avenue water main replacement ($0.6 million) • American Legion Rd. - Scott to Taft ($6.7 million) • Annual Sewer Main replacement ($2.5 million) • Mormon Trek and Benton Intersection ($0.5 million) Strategic Economic Development Activities • Moss Ridge Road design and construction ($4.9 million) • First Avenue railroad crossing and road diet ($8.4 million) • Towncrest redevelopment/streetscape ($2.5 million) • South Airport Site Development ($2.1 million) A Strong Urban Core • Parking facility restoration repair ($1.8 million) • CBD streetscape enhancement project ($10.9 million) • Riverside Drive pedestrian tunnel ($1.5 million) • Riverfront Crossings development ($1.0 million) • Burlington/Madison intersection and median ($1.8 million) • Burlington/Clinton intersection improvements ($1.1 million) • Riverfront park at former wastewater site ($1.5 million) Healthy Neighborhoods • Elementary school recreation facility partnership ($1.5 million) • Neighborhood park improvements ($1.5 million) • Iowa River Trail, Benton to Sturgis Park ($2.3 million) • Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items As illustrated above, staff's recommendations on CIP projects are driven by the strategic plan priorities and those projects that are already committed. While there are several additional projects that would further these goals, the City must balance fiscal pressures and limit projects that increase operating costs in future years. PM Debt Service The State of Iowa limits City debt to no more than 5% of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $64 million at FY2015-2016 year end, which is 1.3% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 26% of the allowable level. The following chart provides a historical view of Iowa City"s debt in relation to the allowable debt level. General Obligation Debt by Fiscal Year 300,000,000 250,000,000 - 200,000,000 ■ Debt Limit 150,000,000 (5% of Total Property Val.) 100,000,000 ■ Outstanding Debt at June 30 50,000,000 0 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 *FY17 *FY18 Iowa City's internal fiscal policy was revised in April 2010 to specify that the "debt service levy shall not exceed 30% of the city levy in any one fiscal year". The FY 2015-2016 budget includes a debt service levy that is approximately 24% of the total levy. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has helped to lower property tax rates in the community. Issues on the Horizon This year"s budget was again developed with an understanding that revenue sources in future years will be dramatically affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multiple -family buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multi -family residential markets like Iowa City. While the total effect of these reforms is uncertain, an early estimate places the potential cumulative lost revenue for Iowa City over the next ten years at up to $50 million. 180511 Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on property tax revenue and ensure services are being delivered in the most efficient manner possible. Prudent financial decisions in recent years, including those that streamline operations, and reduced debt loads has provided the City some flexibility in dealing with declining property tax revenue, however, in order to maintain services at or near current levels this level of planning must continue. To do otherwise is to risk precipitous drops in service levels or rapidly increasing tax rates as the effects of state reforms are fully realized. While the state legislature intends that a portion of the revenue lost to cities through 2013 reforms will be „backfilled" by state funding, it has historically been the case in such situations that future state legislatures do not follow through with backfill funding. This budget continues the policy of contributing general fund balance in excess of 30% of expenditures to the emergency fund. The emergency fund is in part intended to be available in the event that the state does not continue backfill funding. Other potential uses for such emergency funds include disaster relief and mitigation funding; health care, insurance, or pension funding anomalies or emergencies; the avoidance of any defaults from the payment of long term or bonded debts; or any other financial emergency declared by the City Council. With the decreasing taxable percentage of commercial property, property tax rate increases would disproportionately affect residential property owners. Thus, covering the entire revenue shortfall through tax rate increases is not the most desirable option. Rather, it is more realistic that a combination of service cuts and revenue enhancements will need to be considered by the community. In the most recent general election, voters of Johnson County voted on a local option sales tax measure. While the measure narrowly passed among Iowa City voters, in order for the tax to be collected it must gain a majority vote in the contiguous cities of Iowa City, Coralville, North Liberty, University Heights, and Tiffin. The measure failed to gain a majority vote across these municipalities. In the coming months, City Council and staff will discuss the potential for a future local option sales tax election, and the timing of such an election were it to be pursued. The City"s enterprise funds are in stable condition. Recent and ongoing capital investments in Water and Wastewater plants will provide a solid utility foundation; however aging distribution infrastructure necessitated the two year water rate increases adopted last year. Similarly, infrastructure and capital needs at the landfill necessitate a tipping fee increase as recommended in this budget. From a capital investment standpoint, the City is shifting focus from flood recovery and mitigation to infrastructure maintenance. Years of increasing construction costs and deferred maintenance make it imperative that the City invests in street overlays, water main repair and replacement, park and recreation facility maintenance, and similar ongoing preventative maintenance projects that improve services and pay financial dividends in the long run. This focus must be balanced with improvement projects that look to the future, including the downtown streetscape project and the First Avenue railroad grade separation. rza Conclusion and Acknowledgements This budget document reflects Iowa City"s focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan. Specifically, the budget takes another step forward in becoming more economically competitive in our region, while providing prudent levels of resources for valued services and capital projects that align with stated goals and can demonstrate positive returns for the community. The City"s financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. Activities associated with further recovery from the recent recession and rebuilding from the 2008 flood are projected to provide economic stability in the region. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting the City will be in a position to achieve our long-term goals. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors, and staff in submitting responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget Analysts Deb Mansfield and Nick Schaul, and Administrative Secretary Cyndi Ambrose. The compilation of this complex document requires a significant amount of work, which was largely performed by these four employees in the Finance Department. Sincerely, Thomas M. Markus City Manager r&I City of Iowa City, Iowa Strategic Plan Priorities After review and discussion, the City Council identified the following as their strategic planning focus for 2014-15: Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to: • Healthy Neighborhoods • A Strong Urban Core • Strategic Economic Development Activities • A Solid Financial Foundation • Enhanced Communication and Marketing It should be noted, that the City Council has placed an emphasis on making Iowa City more inclusive and sustainable. These two goals are intended to filter through all of the City's activities and thus were not listed as a single isolated priority in the strategic plan. They are rather guiding principles that should be considered when working within each of the stated priorities. As in previous years, staff will prepare an Action Plan for City Council review and approval. The Action Plan will set forth specific goals, defined actions and designation of responsibilities. The status of implementation of the Action Plan will be reviewed on a regular basis with the City Council. Initiatives During the strategic planning session, the City Council identified several new initiatives that will be combined with on-going commitments from the 2012-13 Strategic Plan and incorporated into the new Action Plan for 2014-15. Those new initiatives include: Healthy Neighborhoods • Evaluate programs and methods to promote affordable housing including city specific and regional actions • Partner with the ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long-term sustainability Strategic Economic Development Activities • Inform the City Council and the Iowa City community about current programs and services provided by City, Chamber of Commerce, ICAD and others to foster local business growth and economic development; and review duties and responsibilities of the various organizations engaged in economic development in Iowa City • Forge additional partnerships with the University of Iowa (Research Park, mixed use, etc.) • Examine enhancing the CDBG micro -enterprise loan program to demonstrate to the general public that Iowa City is committed to serving all populations and ensuring the long-term sustainability of the community. 30 Enhanced Communication and Marketing • Advance intent of Ad Hoc Diversity Committee recommendations and develop new programs/initiatives that directly respond to ongoing concerns • Increase the diversity of city staff and department leadership • Explore ways to facilitate and improve relations between city staff and minority residents • Achieve greater racial/ethnic diversity on city boards and commissions • Examine alternative approaches to delivering services and programs for senior citizens • Consider establishing council member "listening posts" on a regular basis in different parts of the city; consider the possibility of joint listening posts with representatives of other governing bodies • Meet on regular basis with members of the ICCSD board • Develop comprehensive communications plan and a marketing strategy for the community • Incorporate the 2013 Sustainability Assessment findings into operations and develop an associated action plan for the community. Strategic Plan and the Budget This FY 2016 budget was prepared with a strategic plan serving as a backdrop. In preparing the budget, the City recognized the impact that funding decisions would have on future progress to the organization's stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Maintain the City's core municipal services at levels that meet or exceed community expectations, and Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and Continues to strengthen the City's strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. Each year as the strategic plan is modified or updated, the City will incorporate such changes throughout the organization, including into the budget document. Through a continual improvement process that is guided by an organizational strategic plan, the City will continue to make progress toward the community's stated goals and priorities. 31 City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Five -Year Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport for the period fiscal years 2011-2015. Through implementation of the 1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and Federal Aviation Administration regulations. Fire Strategic Plan - In an effort to work toward self-improvement, the ICFD contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the department's path into the future - this resulted in the development and implementation of a "Community - Driven Strategic Plan." The strategic plan was written in accordance with the guidelines set forth in the CFA I Fire & Emergency Service Self -Assessment Manual 8th Ed., and is intended to guide the organization within established parameters set forth by the authority having jurisdiction. The CPSE utilized the Community—Driven Strategic Planning process to go beyond just the development of a document. It challenged the membership of the ICFD to critically examine paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the best interest of the "team." Furthermore, it provided the membership with an opportunity to participate in the development of their organization's long-term direction and focus. Members of the department's external and internal stakeholders' groups performed an outstanding job in committing to this important project and remain committed to the document's completion. The Iowa City Fire Department's Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency's members, individually and collectively, will carry out the agency's mission. In the following pages, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. Kra Capital Improvement Plan — The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City's financial strengths. The first year of the City's five-year capital improvement plan is integrated into the City's financial plan in the Capital Projects fund section. Park Master Plan - The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks and recreation assets and identify new opportunities. The citizen - driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, open space, trails, recreation facilities, programs, and services. Iowa City Public Library Strategic Plan — The Library's current strategic plan covers years FY11-FY15. The plan establishes the Library's mission to be, "an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas." The plan also establishes four primary goals including making the library easier to use and more accessible, improving visibility and awareness, developing partnerships, and providing resources to the community. A strategic planning process update was recently completed that will address library services in FY16 and beyond. Long Range Transportation Plan - The Long Range Transportation Plan is the transportation vision for the community in the same way that a comprehensive plan is the land use vision for a municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision laws in a municipality, and the long range transportation plan should provide a similar basis for the programming of projects for all modes of transportation, specifically federally -funded transportation. The Long Range Transportation Plan should be consistent with the land use plans of individual entities that belong to Metro Planning Organization of Johnson County (MPOJC). The Long Range Transportation Plan is subject to a public comment process which assures that members of the public have had adequate opportunity to comment on the provisions of the proposed plan. The Plan should reflect priorities for the community that can be translated into politically and financially feasible transportation projects. Metro Bicycle Master Plan - The Johnson County Council of Governments (JCCOG) Metro Bicycle Master Plan outlines a strategy to create an accessible, coordinated, safe, and comfortable bike network that is bolstered by targeted education and encouragement programs, as well as enforcement and policy recommendations that expand the bicycle network. The scope of the plan includes the Urbanized Area and important links to surrounding areas. The process involved the coordination of plans from five communities, Johnson County, and the University of Iowa as well as a public input process. BBi U @ R 0 0 U ■ 3 � \ \ )§ ),{ / CL 03: /{ } j wU)3: »]\ C) ± _ \ �� ) \ § J))ƒ - .0 {{ 0. §)!,! $ / 2 ° » \ \ )§ ),{ / CL 03: /{ } § e wU)3: w C) ± \ �� ) \ - .0 o 0. §)!,! $ / 2 ° » �)t3 15 /) 0m0 m \ \[/_ \ 34 p§0 & > (\ (U i2 42 & !2!! \ )§ ),{ / CL 03: /{ } § e wU)3: w C) ± $ \[/_ ƒLL % \\)\ 34 p§0 & > (\ (U i2 42 & !2!! \ )§ ),{ CL 03: /{ /`!!4 § e wU)3: w 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 Citizens Police Review Board (CPRB). Boards and Commissions: The Citizens Police 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 CPRB 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: K1y FY2014 FY2015 FY2016 Total FTEs 14.00 4.00 4.00 K1y 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: BIc3 FY2014 FY2015 FY2016 Total FTEs 1 5.60 5.50 5.50 BIc3 City Manager: Office Location: Phone: Tom Markus 410 E. Washington St. (319) 356-5010 City Manager's Office Divisions General Fund: • City Manager • Communications Office • Human Resources • Human Rights MISSION STATEMENT Enterprise: . Communications Office 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 supervises the Cable Television activities. The Cable Television activities were transferred from an Enterprise Fund to the General Fund in fiscal year 2016. 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 Riohts Commission. City Manager Personnel: KrA FY2014 FY2015 FY2016 Total FTEs 1 17.63 16.63 15.50 KrA Finance Director: Dennis Bockenstedt Office Location: 410 E. Washington St. Phone: (319) 356-5050 Finance Department Divisions: General Fund: Internal Service: • Administration . Information Technology Services • Accounting . Risk Management • Purchasing . Purchasing • Revenue MISSION STATEMENT FY2016 ADOMD SUDGEI l FY2014-2016 RNANCIAL FLAN 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. 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": 1914 FY2014 FY2015 FY2016 Total FTE's 38.06 35.18 35.78 1914 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. em 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: 41 FY2014 FY2015 FY2016 Total FTEs 1 105.00 105.00 105.00 41 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. E1114 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: E1161 FY2014 FY2015 FY2016 Total FTE's 1 65.0 64.0 64.0 E1161 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 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. 44 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: FY2014 FY2015 FY2016 Total FTEs 1 44.25 44.25 43.75 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—bpm Sunday: 12pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: Library Operations 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. Q42M:A9LVA 1401111911*191N129IQ01 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. ere 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: El VA FY2014 FY2015 FY2016 Total FTEs 1 45.13 45.13 44.77 El VA Senior Center Coordinator: Location: Phone: Cen ter 1tr clx'Jo Soh CnU4" !IE�I GEWER 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. era 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: El &I FY2014 FY2015 FY2016 Total FTEs 1 6.50 6.50 6.50 El &I Neighborhood and Development Services Director: Douglas Boothroy Office Location: 410 E. Washington St. Phone: (319) 356-5120 Neighborhood & Development Services Divisions General Fund Enterprise Fund .jAdministration Housing Authority Development Services Neighborhood Services Economic Development Special Revenue Fund Metro Planning Organization of Johnson County MISSION STATEMENT The mission of the Department of Neighborhood & Development 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 Neighborhood & Development Services (NDS) includes the following General Fund divisions: NDS Administration, Neighborhood Services, Economic Development, Development Services, and the Metro Planning Organization of Johnson County. The Iowa City Housing Authority, also part of NDS, is funded with federal grants; this division is found in the Enterprise Fund section of this budget. 6111 Neighborhood and Development Services Administration 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. Sustainability Services is committed to sustainability as one of the overarching principles guiding the City's strategic plan. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles by implementing energy conservation programs, green infrastructure projects with include native plants, trails, public art and wildlife habitat. Greenhouse emissions from local government operations and the community as a whole are tracked along with other sustainability metrics. The City has also many partnerships and projects with the University of Iowa, enhancing the ability to broaden the work on sustainability within the community. Development Services Building Inspection 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. This activity 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 Building Inspection activity also enforces zoning ordinances and responds to complaints of nuisance -related ordinance violations. Urban Planning 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. This activity also 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. Urban Planning also fulfills state statutory requirements pertaining to zoning, development, and historic preservation. Neighborhood Services Housing Inspection 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. This activity also enforces zoning ordinances and responds to complaints of nuisance -related ordinance violations. 51 • 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. Neighborhood Outreach 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 activity seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. Human Services 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. Human Services also manages the donation stations for homeless citizens. The Iowa City Housing Authority (ICHA) 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. Community Development 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. This activity 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. • 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. Economic Development Economic Development 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. 014 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. 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 Neighborhood Services 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. Neighborhood & Development Services Personnel: Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. W FY2014 FY2015 FY2016 Total FTEs 1 44.89 41.27 41.37 Neighborhood & Development Services is a new department beginning in FY2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. W 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 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. 54 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: 61.7 FY2014 FY2015 FY2016 Total FTEs 1 153.60 154.60 150.50 61.7 Transportation Services Director: Chris O'Brien Parking Office Location: 335 Iowa Avenue Phone: (319)356-5096 Transit Office Location: 1200 South Riverside Dr. Phhone: (319) 356-5151 bonwww.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: 614 FY2014 FY2015 FY2016 Total FTEs 1 77.50 77.50 74.25 614 Operations Specialist Location: Phone: Michael Tharp 1801 S. Riverside Drive (319) 356-5045 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 270,000 gallons of jet fuel and aviation gasoline to aircraft operators in FY2014. 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: M FY2014 FY2015 FY2016 Total FTEs 11.00 1.00 1.00 M City of Iowa City Fund Structure Major funds 617 Budgetary Funds Non -Budgetary Funds Debt Capital General Special Permanent Enterprise Interna Service Projects Fund Revenue Funds Funds Funds Service Fun Fund Fund Community Debt Service Perpetual Care Capital General (10**) Development Block (50**) (6001) Parking (710*) Projects Equipment (810*) Grant (2100) HOM E Grant(2110)Transit (715*) Risk Management Services (8200) Wastewater Information Road Use Tax (2200) Treatment (720*) Technology Services 830* Other Shared Water (730*) Central Services Revenues(2300) (8400) Refuse Collection Health Insurance Energy Efficiency & Conservation Block (7400) (8500) Grant 2310 UniverCity (2315) Landfill (750*) Dental Insurance (8600) Metro Planning Organization of Airport (7600) J Johnson County 2350 Stormwater Employee Benefits Management Agency Funds (2400) 7700 Peninsula Apartments Cable Television Project Green (9102) (2510) (78**) Tax Increment Public Housing Financing (26**) Authority (79**) General Rehabilitation & Improvement Program (2810) Self -Supporting Municipal Improvement District 2820 Major funds 617 1*111Zr1:411 rlZrato]LlI W39:11L61to] Va A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with finance -related legal requirements. All of the funds of the City can be divided into three categories: governmental funds, proprietary funds, and fiduciary funds. Governmental Funds • The General Fund is the City's primary 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. • Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; Community Development Block Grant (CDBG), Road Use Tax receipts; activities of the Metropolitan Planning Organization of Johnson County (formerly known as JCCOG), taxes generated for a Self -Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. • The Debt Service Fund accounts for principal and interest payments on the City's general long-term debt. Funding is provided by the debt service property tax levy, transfers from Water Operations, and loan repayments. • Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000. • Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City has one permanent fund, the Perpetual Care fund, which supports the City's cemetery. Proprietary Funds • Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse / Solid Waste, Landfill, and Storm Water Management. The Iowa City Airport, Cable Television, and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Airport is not self- supporting at this time and receives $100,000 property tax subsidy each year. Cable Television is funded through a non-exclusive franchise agreement. The Iowa City Housing Authority's primary funding source is through the Department of Housing and Urban Development (HUD)'s federal grant and voucher programs. • Internal Service funds (non -budgetary) are also self-supporting and financed on a cost - reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa's budget filing requirements, nor are they reflected in the government -wide financial statements. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds • Agency funds (non -budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government -wide financial statements. The City has one agency fund presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. 6*1 Departments & Divisions by Fund General Fund City Council Neighborhood & Development Services NDS Administration Development Services City Clerk Neighborhood Services Economic Development City Attorney Housing Authority City Manager Parks & Recreation City Manager Parks & Recreation Administration Communications Office Recreation Administration Human Resources Park Maintenance Human Rights Cemetery Operations Finance Finance Administration Library Accounting Library General Purchasing Library Foundation Revenue Police Senior Center Police Administration Police Administrative Services Police Field Operations Fire Public Works Fire Administration Public Works Administration Fire Emergency Operations Engineering Services Fire Prevention Fire Training Transportation Services Public Transportation Debt Service Finance Finance Administration Debt Service Fund 6i0 Departments & Divisions by Fund Special Revenue Funds CDBG Fund Peninsula Apartments Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Housing Authority HOME Grant Fund Neighborhood & Development Services Neighborhood Services Road Use Tax Fund Public Works Streets Operations Other Shared Revenues Fund Neighborhood & Development Services Neighborhood Services Tax Increment Financing Fund Neighborhood & Development Services Economic Development General Rehabilitation & Impry Program Neighborhood & Development Services Neighborhood Services Self -Supporting Municipal Impry District Neighborhood & Development Services Neighborhood Services Energy Efficiency & Conservation Block Grant Public Works Public Works Administration UniverCity Fund Neighborhood & Development Services Neighborhood Services Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration Perpetual Care Parks & Recreation Cemetery Operations Permanent Funds FYd Departments & Divisions by Fund Parking Fund Transportation Services Parking Operations Transit Fund Transportation Services Public Transportation Wastewater Treatment Fund Public Works Wastewater Treatment Water Fund Public Works Water Operations Cable Television City Manager Communcations Office Equipment Fund Public Works Equipment EnterDrise Funds Landfill Fund Public Works Landfill Operations Airport Fund Airport Operations Airport Operations Storm Water Management Fund Public Works Storm Water Refuse Collection Fund Public Works Refuse Collection Housing Authority Fund Neighborhood & Development Services Housing Authority Internal Service Funds Risk Management Services Fund Finance Risk Management Information Technology Services Fund Finance Central Services Fund Finance Purchasing Health Insurance Fund Finance Finance Administration Dental Insurance Fund Finance Information Technology Services Finance Administration rra F Y 2 0 1 6 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) IUNA:raMill 9Eel ki[•]ad:1:8aInilLl Eel Film Wil LlI Introduction This Three -Year Financial Plan is for fiscal years FY2015 through FY2017, which begins July 1 and ends June 30. The Financial Plan includes the current year revised budget, the one-year annual budget as required by Iowa Code, and provides an additional projection year as a planning tool. The purpose of the overview is to disclose the basis on which the financial plan has been prepared. The role of a government's operating budget differs from that of a private business. Budgets are an important internal planning tool for business, but they also play an external role for governmental entities. A multi-year financial plan informs parties inside and outside government of future objectives and provision of services to its constituents. The three-year plan also permits a more comprehensive review of the City"s financial condition, allowing analysis of current and future needs and requirements. During preparation of the plan, careful review is made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service obligations, bond financing needs, capital outlay for equipment purchases, and major capital improvement projects. Long range financial plans are developed for debt service obligations, capital improvement projects, and other areas that have been identified as areas of risk, need, or general prudence. This document contains operating budgets for the governmental funds: general, special revenue, debt service, capital project and permanent funds. It also includes business type funds and internal service funds. Internal service fund activities are considered non -budgetary in that they are not formally appropriated, reported to the State of Iowa or included in the adopted budget resolution approved by City Council each year. This is in accordance with the state's filing requirements. Financial summaries for "All Funds" exclude these non -budgetary funds. Budget projections are summarized by major revenue and expenditure categories within each division. A separate Five -Year Capital Improvements Program (CIP) shows budgeted revenue and expenditures for FY2015 through FY2019. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2016 budget for all funds and fund types including proprietary funds. Fiscal year 2015 was the City's first budget using the modified accrual basis of accounting, whereas prior year budgets were prepared using the cash basis of accounting. The modified accrual basis of accounting used in the Mi preparation of the fiscal year 2016 budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. All of the City"s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) and measurable (the amount of the transaction can be determined). Revenue accrued includes property taxes, intergovernmental revenue, and interest earned on investments (if they are collected within 60 days after the year-end). Expenditures are recorded when the related fund liability is incurred. Principal and interest on long- term debt, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. This basis differs from that used in the CAFR for the government -wide financial statements and the proprietary fund statements. The government -wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City"s CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department Directors on whether any changes in level of service can be factored into the proposed financial plan. This is done before the actual budget process starts. Changes to the financial plan are done annually during the budget process. All revenue and expenditure estimates are re-evaluated and revised if necessary. Long range financial plans are also reviewed for relevancy and accuracy. These financial plans are updated if necessary. In August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City"s long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. ria In September, forms and instructions are delivered to departments for the annual update to the Five -Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles salary projections, history of each department/division"s actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department. The Finance Department issues the proposed Fiver -Year Capital Improvement Program. In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five - Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The Proposed Financial Plan document is then printed. City Council reviews the Proposed Financial Plan during the month of January. In February, The Proposed Financial Plan and a memo of Council's changes are presented to the public. A public hearing is held at least one week prior to the final adoption. MA In March, the final Three -Year Financial Plan and Five -Year Capital Improvement Program are adopted by the City Council. The State of Iowa requires a one-year budget be adopted by March 15 of each year. The applicable year in Iowa City"s Three -Year Financial Plan is adopted as the annual budget to satisfy State requirements. Fiscal year 2016 updated service rates and charges are adopted. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be „carried -forward" or re -appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department's budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department's budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity"s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re -appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. [H7 The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City's budget amendment policy. Following the completion of the next year's budget process and approval in March, the second budget amendment is compiled and submitted for City Council approval. Budget Reporting In accordance with Code of Iowa, the City Council annually adopts a budget following required public notice and hearing which includes all funds, except internal service funds and agency funds. The fiscal year 2016 budget forms are included on pages 653 to 660 in the Appendix. Formal and legal budgetary control is based upon nine major classes of expenditures known as functions, not by fund or fund type. These nine functions are: Public Safety, Public Works, Health and Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. The legal level control is at the aggregated function level, not at the fund or fund type level. Financial statements which compare the fiscal year's actual revenues and expenditures to budgeted authority are published by the 31St of December immediately following the end of the fiscal year (June 30). These statements are also presented for the City as a whole in the notes to that year's Financial Report. Legal compliance is met if actual expenditures do not exceed the budgeted expenditures by function areas. M Financial Plan Preparation Schedule August 1 — August 31, 2014 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. September 3, 2014 Capital Improvement Program forms and instructions are distributed to departments. September 29, 2014 Capital Improvement Program forms are due to the Finance Department. October 1, 2014 At the department staff meeting, directors will review fiscal policies and priorities, present special budget issues, distribute budget manuals, and instruct staff on budget preparation process and schedule. October 2 — October 24, 2014 Munis system is available for departments to update line item budgets and to add budget requests for each activity. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 10, 2014 Finance Department produces preliminary Five -Year Capital Improvement Program with project rankings. October 15, 2014 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 24, 2014 Department directors deliver budget summary to City Manager's office and Finance Department. Munis financial system is closed for departmental updates. Finance Department produces amended Five -Year Capital Improvement Program with updated project rankings. October 30, 2014 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. November 3 — November 21, 2014 City Manager and Finance Director meet with each department to discuss their divisions' budget requests and submittals, performance measures, and goals. Finance Department reviews and updates long range financial plans. rm November 24 — December 4, 2014 City Manager's office reviews budget requests to determine budget issues and discussion items; a comprehensive summary of significant budget issues is prepared. The Finance Department combines budget requests and long range financial plans, and prepares financial summaries. December 12, 2014 City Manager and Finance Department finalize departmental budget requests, Five -Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 18, 2014 City Manager and City Council discuss budget process overview, budget environment, and preliminary budget issues. Preliminary City budget document including the Three -Year Financial Plan, the Five -Year Capital Improvement Program, and division goals and performance measures is distributed to City Council. January 2 — February 16, 2016 City Council meets with City Manager to discuss proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 23, 2016 City Council approves notice of public hearing on the proposed fiscal year 2016 budget. February 26, 2016 Publication of notice of public hearing on the proposed fiscal year 2016 budget. City budget made available for public inspection at city hall and library. March 9, 2016 Following public hearings, the fiscal year 2016 budget, the Three -Year Financial Plan, and the Fire -Year Capital Improvement Program are adopted by City Council. March 13, 2016 Adopted fiscal year 2016 budget certified with Johnson County Auditor March 13, 2016 City Council adopts service fee and rate changes for fiscal year 2016. April 1, 2016 Amended and adopted budgets distributed to department directors. July 1, 2016 New fiscal year begins. 71 FINANCIAL AND FISCAL POLICIES The City of Iowa City's financial policies set forth the basic framework for the overall fiscal management of the City. These policies assist the decision-making process of the City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long-standing principles, traditions and practices, and follow generally accepted accounting principles which have guided the City in the past and have helped maintain financial stability. OPERATING BUDGET POLICIES • The City will prepare an annual balanced budget for all operating funds. A balanced budget is one that has revenues sufficient to equal expenditures. • 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 on a fund/department/program basis. • A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted annually at approximately % of one percent of expenditures and transfers out. The City Council will be informed semi- annually on staff initiated amendments from the contingency account to the operating programs within the General Fund. • Budget amendments may be made throughout the year with approval of the Department Director, Director of Finance and the City Manager. The City Council formally reviews and approves all amendments processed by staff twice a year — once in the late summer/early fall and once in the spring. • Increases or amendments to operating budgets are made only in the following situations: - emergency situations - transfer from contingency - expenditures with offsetting revenues or fund balance - carry-over of prior year budget authority for expenses that had not been paid as of the end of the fiscal year. . Emergency funds will be transferred to operations for the following purposes: - to provide natural or other disaster response or mitigation funding/interim loans - to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance rra - to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes - to avoid any defaults from the payment of long term or bonded debts - for any other financial emergencies declared by the City Council 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. Present budget data to the City Council in a format that will facilitate annual budget decisions based on a three-year planning perspective. Provide the City Council with a summary of the three-year forecasts. - Encourage citizen involvement in the annual budget decision-making process through public hearings, informal meetings, budget briefs and related informational effo rts. Service Level Guidelines: Deliver service levels which are consistent with the citizens' willingness to pay and the City's available resources. Base decisions to reduce service levels or eliminate programs on City-wide priorities. Recognize that City employees are one of the City government's most valuable resources and are essential to the delivery of high quality, efficient services. 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. Expenditure Guidelines: Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk management/employee safety, and employee training. VA] REVENUE POLICIES • The City will try to maintain a diversified and stable revenue system to minimize short -run fluctuations in any one revenue source. • The City will attempt to maximize benefits from major revenue sources as a way of maintaining a stable property tax rate. • The City will follow an aggressive policy of collecting revenues. • The City will establish all user charges and fees at a level related to the full cost (operating, direct, and indirect) of providing the service, whenever practical. • The City will review licenses, fees, and charges annually to determine if the revenues support the cost of providing the service. • The finance goal of Recreation programs is for fees to provide 50% of departmental funding. • Parking, Refuse, Wastewater Treatment, Stormwater, Landfill, Cable Television and Water funds will be self-supporting through user fees. Self-supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items. - Rate adjustments will be submitted to the City Council by ordinance if state or locally legislated, or by resolution (if not state or locally legislated). • The City will use up to 5% of the annual Road Use Tax allocation to fund employee benefits for the Streets and Traffic Engineering personnel. ECONOMIC DEVELOPMENT POLICIES • It shall be the policy of Iowa City to use the City Council Strategic Plan as the basis for its economic development activities. Inherent in the plan is to attract new development including residential, commercial and industrial uses to grow the tax base. Further, the purpose of the plan is to retain the city's existing business operations and to encourage them to expand and foster spin-off business operations. The city's plan also supports organizations which help to incubate, grow, foster, and create new business operations by providing non-traditional collaborative environments. • The expected results of the economic development plan are: increased economic activity, more jobs, lower unemployment, higher wages, greater property values, more tax revenues, more ownership and entrepreneurial opportunities and revitalization of underutilized or blighted areas. • The City will consider the use of incentive programs including city, state and federal economic development funds, tax increment financing, public private partnerships and other tools in order to achieve the expected results. 74 • For Tax Increment Financing, rebates shall be the preferred arrangement. • Various evaluative tools including financial pro forma's, written evaluation reports, established benefit metrics, and other performance tools shall be used to monitor the use of economic incentives from the early stages of project development through the issuance of an incentive and post incentive to make sure the objectives are met. • Developers who receive incentives will be expected to enter into development agreements which delineate the terms, conditions, understandings and the expected results of receiving an incentive. • It will be the policy of the City of Iowa City to endeavor to attract, recruit, retain, foster and develop business that is new to our region or metropolitan statistical area (MSA) through the use of incentives. The city will not actively recruit business from other jurisdictions within our MSA unless a business is seeking to expand or considering a relocation outside the state. Should businesses from jurisdictions within our MSA wish to locate in the City of Iowa City we will notify our neighboring jurisdiction of the interest. It will be the general practice of the City of Iowa City to not provide economic incentives to business wishing to relocate from another jurisdiction within our MSA unless a business is seeking to expand or considering a relocation outside the state. • When incentive programs are utilized they will be used to maximize the benefits to the City of Iowa City. The dollar amount of the incentive and time duration of the incentive shall be smallest amount necessary to achieve the maximum amount of city benefit as determined by the City of Iowa City, City Council. • Despite the need for the program to be flexible and nimble in order to respond to the ever changing economic conditions of the marketplace it will be the policy of the City to insure that the process of using incentives is an open and transparent public process which instills confidence in the public's understanding of how economic development incentives are utilized. 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 possible. • The complete multi-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund. • Funding for projects should be obtained through borrowing from: - bond market, general obligation or revenue bonds - enterprise fund operations and reserves - internal loans • The City may utilize General Fund cash balances to fund capital projects whenever Mi available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. • The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: - federal and state grant funds - special assessments - developer contributions • The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES • The City will establish a contingency line -item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted at % of one percent of expenditures. • Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 20% of total expenditures and transfers out, with a ceiling of 30%. Fund balances in excess of 30% will be transferred to the City's Emergency fund, used to retire outstanding debt, and/or be used to provide property tax relief. • The City will create an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. • Reserves will be maintained in the Water, Wastewater, and Parking funds, and all business -type funds that have issued revenue bonds, in accordance with the applicable bond covenant provisions. • Reserves will be maintained in the City's business -type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 30% of expenditures and transfers out. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs. • Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Cable Television, Equipment Replacement, Information Technology Services, Central Services, Library Computer Equipment, and Parkland Acquisition and Replacement. • Reserves, based on actuaries, will be maintained for the Risk Management Loss VM Reserve, Medical and Dental Insurance Funds. Excess reserve balances may be transferred to the Emergency fund if the City's OPEB liabilities are not fully funded. • 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 to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). DEBT POLICIES • The City will confine long-term borrowing to capital improvements and Community and Economic Development initiatives. Short term borrowing will be applicable for large dollar rolling stock (buses, fire apparatus) purchases and computer systems. • Total general obligation debt will not exceed 5% of total taxable assessed value of real property. • The debt service property tax levy shall not exceed 30% of the total property tax levy. • The City will follow a policy of full disclosure on every financial report and bond prospectus. • The City will use "pay as you go" financing to fund general capital improvement projects, whenever feasible and practical. 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. This will include the current revised year and two projected years. • A Multi -Year Capital Improvement Program budget will be prepared, reviewed and revised annually. • An independent audit will be performed annually for all City funds. • The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board. ra Long Range Financial Planning Long range financial planning by the City's management is conducted in various areas. Currently, for normal operating projections, the financial plan is limited to three years — the current year, the next year adopted budget, and one year following the adopted budget. In addition to the three-year financial plan, there are several areas of the City operations for which longer range financial plans and projections are prepared. For these long range financial plans, the applicable years of the plan are incorporated into the annual budget process and the three-year financial plan. Those areas of the City's financial operations are described below. Impact of State property tax reform On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will have a significant impact on the City's ability to finance services in the future. The property tax reform bill has multiple components including changes to the taxability of residential, multi -residential, commercial, and industrial property. A 'backfill' or replacement of local property taxes with State funding was established to provide financial assistance to local governing jurisdictions affected by the property tax legislation. Below is a summary of the estimated financial impact of the provisions of SF295 to the City over its first ten years. (1) 3% annual value growth (2) At FY14 tax rate The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any otherfinancial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2016 is $2,994,574, which can be found as part of na Not Subject to State Backfill Subjectto State Backfill Multi -Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property Properties 11) Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction FY15 $ - $ 306,121 $ - $ 306,121 $ 1,015,119 $ - $ 1,015,119 $ 1,321,240 FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737 FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863 FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186 FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055 FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024 FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242 FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218 FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105 FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954 Total $ 15,504,902 $20,772,185 $685,477 $36,962,564 $ 7,873,589 $ 6,858,470 $14,732,059 $ 51,694,623 (1) 3% annual value growth (2) At FY14 tax rate The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) for any otherfinancial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2016 is $2,994,574, which can be found as part of na the General Fund section on page 112. The backfill revenue to be received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property is currently estimated to be $1,040,552 in fiscal year 2015 and $2,080,153 in fiscal year 2016. Bus & Equipment replacement reserves The City maintains long-term replacement reserves in several of its proprietary funds including cable television equipment, library and police computer equipment, vehicles and heavy equipment, and public transportation buses. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment. The transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for buses is funded at 20% of accumulated depreciation due to the availability of state and federal grants to make these purchases. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for the equipment replacement funds for fiscal year 2016 are as follows: Reserve Fund Balance Library computer equipment General $ 158,168 Public transportation buses Transit $ 1,336,718 Vehicles and heavy equipment Equipment $ 6,930,562 Cable television equipment General $ 153,804 Risk Management and Health Insurance Reserves (OPEB) The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures are determined for risk management (liability, workers compensation, and property insurance) payments, health insurance payments, and retiree health insurance benefits. Actuarial calculations are updated annually and help determine internal charge rates and premium rates for risk management and health insurance charges. The estimated Risk Management fund reserve for fiscal year 2016 is $3,202,697. The estimated Health Insurance reserve for fiscal year 2016 is $10,332,894 of which $4,151,797 is being reserved for Other Poste Employment Benefit (OPEB) liabilities. The Risk Management Fund is presented on page 581, and the Health Insurance Fund is presented on page 601. Long-term general obligation bonded debt A long-term general obligation bonded debt projection is prepared that incorporates the five-year requirements as determined by the Capital Improvement Program. This projection is used to assist the City in complying with its Debt Policy as well as determining the amount of funding available from long- term debt that may be used for future improvements. As part of the City's long range financial plan, the City is seeking to reduce the amount of improvements funded through long-term debt and increase the amount of improvements funded through operating revenues. Below is the City's long-term general obligation bonded debt projection for the next ten years: W1 m OR OR FO aa Fa Fa RRRa aa \ /j\ \�\\}}\\\\\ \ \ \ .w:mdaQ0,0000 /\\}}}/) • \j\\ j 0 00000-00 m OR OR FO aa Fa Fa RRRa aa \ /j\ \�\\}}\\\\\ \ \ \ /\\}}}/) • \j\\ j m Parking Fund Financial Prosection The Parking Fund has completed a long-term financial projection for the purpose of entering into a lease - purchase agreement to acquire a 600+ space parking structure in the near -downtown area. The purpose of this projection was to ensure cash flows and proper net revenue coverage for the annual lease - purchase payments. The financial projection is as follows: Debt Proceeds 29 FY 2014-15 FY 2015.16 FY 2016.17 F7 3017.18 FY 2018.19 FY 2019-20 FY I020.'_I OPERATLNGRE3EN'LES (564,500)1 (670.000) (15.400.000) (300, ) ('_00.000) (''200000) (200,000) Paling Garage Resenue I S3,439.236 $3452.978 $3452978 53.6256'_' S36_'5.6'_, S3625.6_7 $3625627 Harrison & Cranage Recence 2 0 0_'20,600 fiend ban payable tlnmgh October 2'024 aver 10 yens Ld. 396 interest 140.000 366,000 480,000 600.000; Puling MeterRnxnue 3 1,552,236t 1,623,230 1,623,230 1,704,392 1,704,392 1,704,392 1,704,392 Parbug Fines 4 197.578 197,578 197.578 207.457 207,457 207.457 207.557 Paddag Lot Revenue 5 0 0 0 0 0 0 0 Luber Pastivg Revenue 6 0 0 0 0 0 0 0 Mix. Revmw 7 36969 I 27325 38 045 33279 36.094 34 562 32980 Total Operating Revenues 8 S5.216,019 55.301.111 $5.531.831 $5.814.754 55.939.570 S6.052.038 56.170.456 OPER{TLNG EXPENSES 5473,921 S61>_.776 5632.794 5662.071., Ending Cash Balance 39 $2,894,863 54,015,950 Personael5mices 9 S1803,733I SL708.349 51759.599 51.812,387 51,866.759 57.922.762 51.980,445 Supplies&Equipment 10 564021 36,617 37,349 38.096 38.858 39.635 40.428 Smlces&C1cases ll 1,4S1,762i 1,503,679 1.533753 1.564.418 1.595.716 1627.631 1.660.183 Harnsuu Sl Garage Fapenses 12 Oi 0 96,250 105,000 107,100 109,242 111,427 Depr twd 13 900,453 800453 800 453 1_11101,1 1.300.453 1.300 453 1,300.453 Tatll Operating EspmSe 14 S4,141,950 54,049,098 $4,227,404 $4,820,364 $4,908,987 S41,99M13 55,092,936 OPER{TING LCCOME 15 $1074.069 i 51252,013 &1,304,427 5994390 51,030,683 51.052315 $1,077.520 NON OPER{T'LCG REL. 1 860 860 860. .Add Beck: Depreciabou 16 5800153 S800,453 5800,453 51.300453 51300.453 51,300453 51300453 Eaterest Income P 47,421 27 765 1 t 006 11772 12957 14689 16 071 Net Revenue for Debt Smut 18 S1921,944� 52.080.231 52.115,886 52906.615 52,344.093 52,367.257 32.394.044 P.ARKM DEBT SERITCE renes 1999 FuLung Bonds 19 SO 1 50 SO SO 50 50 SO Series 2009 Refuadwg Bands '_0 690.175 0 0 0 0 0 0 Lease Purchase Age®ent 21 0 0 1,110-375 1,143,550 1,141,173 1245319 J,'4',8, Ioul Pa,tyRemw Debt 22 S690.1751 SO 51,120375 SI243,550 S1242.173 51245,319 51241829 Subordinated Debt Ian Mirstasut Fund Loco _>3 5192762 i $289.143 $289.143 $289,143 5289,143 5289,143 $229.143 Resmed 24 0, 0 0 0 0 0 0 Total Padang Debt 25 $382.9371 5289.143 51,109.518 51532,693 51,531,316 51.534.462 S1.531.972 Debt Service Coverage i Deb Coverage - Reaerate 26 278 N/A1.59 1.85 1.89 1.90 t.93 Deb Carerage- Al Debt 27 2 I 7.19 1.50 .50 1..53 154 156 NET REAENTESaftec DEBT 28 SI.039,007i 51,791.088 $706,367 $\73.921 5812.776 $832794 5862.071 Debt Proceeds 29 (S7283375)! SO S15,000,000 SO SO SO so Capital Outlays 30 (564,500)1 (670.000) (15.400.000) (300, ) ('_00.000) (''200000) (200,000) hstedsad Loan 31 '_495,350_ 0 0 0 0 0 Capital Canttibutious 32 U43ses Landfill internal fiend ban payable tlnmgh October 2'024 aver 10 yens Ld. 396 interest 0 Misc fiowcea33 1 Transfers (Out)In 34 0 0 0 0 0 0 0 Trartsl t(Out)7n Ruuicted 35 1,534.325 0 385.5$} 0 2 4 0 {nunalS Iasi eStit _36 StT__�__� - (T_."9.1911 -_�4 S1L1,088 ---5691.950 1473,921 5612,776 _ - 1632,794_-- $662,071 Unrestricted Cash i i Beginning Cash Balance 37 $5,674.0561 52.894.863 $4.015.950 54,707.900 55.181.822 55.794.598 56427.3921 Annual SwPIW(Defiw) 38 (S'779,194)i 81121.088 5691.950 5473,921 S61>_.776 5632.794 5662.071., Ending Cash Balance 39 $2,894,863 54,015,950 S4.707,94X 15,181822 $5.794,598 S6,427,392 $7,089.463 i Uavcsoicted Casbas%ofO&M 40 87% 1 124% 137% 147% 161% 174% 187% Restricted Cash 7 Bond Covenant Funds 41 $0 SO SO EO SO SO SO Paling Impact Funds 42 385.5831 385,583 0 0 0 0 0 i Resaicted Cash 43 860. 860 860 860 860 860 860. Total Eudiag Cash Balance 44 53.281.3061 54.402.393 54.708.760 85.182.682 55.795458 56.428.252 17.090.323 BBI The parking structure acquisition is expected to take place in fiscal year 2017, and a parking rate adjustment is planned for fiscal year 2018. The Parking Fund summary is presented starting on page 363. Water Rate Study In May 2008, HDR Engineering completed a comprehensive water rate study for the City. In that study, they identified the City's challenge to maintain capital funding rates equal to or greater than depreciation to ensure the replacement of existing infrastructure. They also recommended that the City implement rate increases of 5% in fiscal year 2010 and 3% in fiscal year 2011 to fiscal year 2017. Since that study, the City implemented rate increases of 5% in both fiscal years 2015 and 2016. Implementation of the water rate study was delayed due to the economic downturn in 2009 and the drought conditions from 2012 through 2014. The table below was taken from that rate study. The City's Water Fund is presented on page 405. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2016 in the closure and post -closure funds are $2,244,615 and $10,577,562, respectfully. RN Table ES -2 Summary of the Water Revenue Requirement Analsysis (000's) Actual Actual FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Revenues: Charges for Service $8,081 $8,242 $8,407 $8,576 $ 8,747 $ 8,922 $ 9,100 $ 9,282 $ 9,468 $ 9,657 $ 9,850 Other Charges 407 361 368 376 383 391 399 406 415 423 431 NonOper Revenues 990 702 638 540 455 381 317 332 363 423 512 Total Revenues $9,478 $9,305 $9,413 $9,492 $ 9,585 $ 9,694 $ 9,816 $10,020 $10,246 $10,503 $10,793 Expenses: Water O&M $4,439 $5,004 $5,213 $5,433 $ 5,663 $ 5,905 $ 6,159 $ 6,426 $ 6,707 $ 7,003 $ 7,315 Transfers 2 14 15 16 16 17 17 18 19 20 20 Debt Service 3,359 2,982 2,958 2,957 2,952 2,954 2,952 2,926 2,920 2,536 2,531 CIP from Rates 1,644 1,330 1,550 1,675 1,800 1,925 2,050 2,175 2,300 2,425 2,550 Chg. In Capital 34 25 323 160 132 90 21 162 356 969 1,247 Total Rev. Requirement $9,478 $9,305 $9,413 $9,921 $10,299 $10,711 $11,157 $11,707 $12,302 $12,953 $13,663 Bal./(Def) of Funds $ 0 $ 0 $ 0 $ (429) $ (714) $ (1,017) $ (1,341) $ (1,687) $ (2,056) $ (2,450) $ (2,870) Bal./(Def.)as%of Rates 0.0% 0.0% 0.0% 5.0% 8.2% 11.4% 14.7% 18.2% 21.7% 25.4% 29.1% (Cumulative) Prop. Rate Adjustments 0.0% 0.0% 0.0% 5.01/6 3.01/6 3.01/6 3.0% 3.01/6 3.01/6 3.01/6 3.01/6 Add'I Revenue From Rate Adj. $ 0 $ 0 $ 0 $ 428 $ 712 $ 1,016 $ 1,341 $ 1,687 $ 2,056 $ 2,450 $ 2,870 Bal./(Def) of Funds After Rate $ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0$ 0 Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2016 in the closure and post -closure funds are $2,244,615 and $10,577,562, respectfully. RN The City also maintains a reserve to set funds aside for the construction of new landfill cells as current ones are closed. A cost -per -ton for cell replacement has been calculated based on the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost -per -ton transfer is made from the landfill operations to the replacement reserve. These funds are intended to eliminate future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the cell replacement reserve for fiscal year 2016 is $8,119,362. Discussion of the Landfill Fund can be found starting on page 437. Capital Project Plan The five-year capital improvement program (CIP) is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City's financial and operational demands. The City's five-year capital improvement plan is integrated into the City's financial plan and annual budget. This plan also coordinates with the City's long range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund's budget. Below is the five-year capital improvement plan expenditure summary by division. Airport Development Services Finance Administration Fire Landfill Library Parking Operations Parks Maintenance Public Works Administration Recreation Refuse Operations Storm Water Street Operations Transit Operations Wastewater Treatment Water Operations TOTAL Capital Improvement Plan 2015-2019 Summary by Division 2015 2016 2017 2018 2019 Total $ 869,100 $ 510,000 $ 1,654,900 $ 587,500 $ 2,642,800 $ 6,264,300 741,299 400,000 700,000 579,462 400,000 2,820,761 627,279 150,000 150,000 150,000 150,000 1,227,279 700,000 810,000 60,000 895,000 2,465,000 685,000 685,000 55,000 250,000 305,000 500,000 670,000 400,000 300,000 200,000 2,070,000 1,806,700 3,621,000 1,170,000 1,803,000 250,000 8,650,700 525,000 3,474,000 3,800,000 4,000,000 2,500,000 14,299,000 850,000 168,000 985,000 225,000 50,000 2,278,000 700,000 700,000 50,000 500,000 700,000 1,250,000 12,087,536 27,833,340 25,460,865 5,221,365 7,990,365 78,593,471 54,000 50,000 20,000,000 20,104,000 9,200,000 650,000 500,000 500,000 500,000 11,350,000 468,400 1,346,500 1,145,000 538,000 331,600 3,829,500 $28,464,314 $40,127,840 $38,425,765 $13,964,327 $35,909,765 $156,892,011 Totals expenditures for the Capital Improvement Program for years 2015 - 2019 are $156,892,011. The 2016 budgeted expenditure total is $40,127,840. The five-year plan is presented in the Capital Improvement Projects Fund section of the City's budget document starting on page 481. Budgetary Funds General Fund 10" General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2350 Metro Planning Org of Jo. Co. 2400 Employee Benefits 2510 Peninsula Apartments 26" Tax Increment Financing 2820 SSMID-Downtown District Debt Service Fund 5... Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710` Parking 715` Mass Transit 720` Wastewater 730` Water 7400 Refuse Collection 750* Landfill 7600 Airport 7700 Stormwater 780` Cable Television 79" Housing Authority Capital Project Funds Capital Projects Total Budgetary Funds Non -Budgetary Funds Capital Project Funds Internal Service Projects Internal Service Funds 810` Equipment 8200 Risk Management 830` Information Technology 8400 Central Services 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non -Budgetary Funds Total All Funds City of Iowa City All Fund Summary Fiscal Year 2016 Estimated Estimated - Unassigned Fund Fund Restricted, Fund Balance Budgeted Transfers Budgeted Transfers Balance Committed, Balance 7/1/2015 Revenues In Expenditures Out 6/30/2016 Assioned 6/30/2016 $ 43,151,518 $ 45,535,046 $10,684,362 $ 50,327,585 $25,580,618 $ 23,462,723 $ 5,432,221 $ 18,030,502 151,196 859,962 - 753,955 - 257,203 - 257,203 43,496 560,456 - 551,612 - 52,340 - 52,340 4,708,691 6,794,627 396,370 5,840,581 1,198,111 4,860,996 - 4,860,996 63 - - - - 63 - 63 151,439 331,761 302,554 610,325 - 175,429 - 175,429 1,494,118 10,480,961 - 951,539 9,389,267 1,634,273 - 1,634,273 95,740 70,119 - 48,206 - 117,653 - 117,653 6,073 1,020,126 - 42,500 977,626 6,073 - 6,073 - 294,092 - 294,092 - - - - 6,175,774 13,230,050 1,420,503 13,207,838 - 7,618,489 811,288 6,807,201 115,450 96 - - - 115,546 - 115,546 3,062,395 5,328,876 - 3,270,015 891,437 4,229,819 385,583 3,844,236 4,248,445 4,206,668 3,246,548 6,879,486 215,651 4,606,524 1,336,718 3,269,806 17,892,588 12,965,154 4,688,036 10,395,608 7,538,036 17,612,134 9,653,245 7,958,889 11,682,431 9,412,456 2,010,716 8,423,501 3,664,016 11,018,086 4,218,079 6,800,007 801,587 3,057,022 - 3,088,438 - 770,171 - 770,171 22,412,058 5,833,264 1,076,415 4,437,980 825,327 24,058,430 22,399,923 1,658,506 631,782 324,100 121,929 346,072 114,000 617,739 100,000 517,739 1,788,688 1,140,978 - 786,064 500,000 1,643,602 - 1,643,602 1,491,974 - - - 1,491,974 - - - 5,611,798 8,055,240 - 7,537,903 45,184 6,083,951 2,885,424 3,198,527 7,476,754 20,423,585 28,683,814 40,194,098 200,000 16,190,055 - 16,190,055 $133,194,055 $149,924,639 $52,631,247 $ 157,987,398 $52,631,247 $125,131,296 $47,222,481 $ 77,908,815 $ 83 $ 100,000 $ - $ 100,000 $ - $ 83 $ - $ 83 9,295,228 6,446,145 - 5,990,748 - 9,750,625 6,930,562 2,820,063 3,055,646 1,476,424 - 1,329,373 - 3,202,697 - 3,202,697 2,299,832 2,092,829 - 2,018,404 - 2,374,257 - 2,374,257 652,005 256,208 - 308,458 - 599,755 - 599,755 10,371,270 7,841,907 - 7,880,283 - 10,332,894 4,151,797 6,181,097 119,976 377,699 - 359,275 - 138,400 - 138,400 $ 25,794,040 $ 18,591,211 $ - $ 17,986,541 $ - $ 26,398,711 $11,082,359 $ 15,316,352 $158,988,096 $168,515,850 $52,631,247 $ 175,973,939 $52,631,247 $151,530,007 $58,304,840 $ 93,225,167 CE! Budgetary Fund Revenues General Fund 10" General Fund Special Revenue Funds 2100 Community Dev Block Grant 2110 HOME 2200 Road Use Tax Fund 2300 Other Shared Revenue 2310 Energy Eff & Cons Block Grant 2315 UniverCity Neighborhood Pship 2350 Metro Planning Org of Johnson Cc 2400 Employee Benefits 2510 Peninsula Apartments 26- Tax Increment Financing 2810 General Rehab & Improv Program 2820 SSMID-Downtown District Debt Service Fund 5"' Debt Service Permanent Funds 6001 Perpetual Care Enterprise Funds 710' Parking 715' Mass Transit 720' Wastewater 730' Water 7400 Refuse Collection 750' Landfill 7600 Airport 7700 Stormwater 780' Cable Television 79- Housing Authority Capital Project Funds Capital Projects Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Project Funds Internal Service Projects Internal Service Funds 810' Equipment 8200 Risk Management 830' Information Technology 8400 Central Services 8500 Health Insurance Reserves 8600 Dental Insurance Reserves Total Non -Budgetary Expenditures Total Revenues -All Funds City of Iowa City All Funds Revenues by Fund 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 53,914,461 $ 50,939,996 $ 47,909,615 $ 48,224,425 $ 45,535,046 $ 44,903,155 909,142 1,249,318 1,063,854 1,006,351 859,962 859,962 815,658 749,760 680,968 641,922 560,456 560,456 6,503,513 6,591,930 6,854,375 6,657,760 6,794,627 6,794,477 5,956,946 3,179,010 833,364 3,150,000 - - 430,786 100,251 72,318 - - - 4,538,391 1,284,035 - - - - 319,826 317,399 371,754 323,545 331,761 340,473 10,150,122 9,689,814 9,809,865 9,714,870 10,480,961 10,480,961 58,963 60,559 70,119 60,559 70,119 71,521 839,486 408,274 434,670 652,624 1,020,126 1,089,439 153,672 - - - - - - 277,672 275,805 296,141 294,092 294,092 13,507,482 14,072,873 15,081,928 13,497,271 13,230,050 13,180,050 239 405 259 - 96 96 4,851,940 4,959,159 5,364,605 5,167,627 5,328,876 5,548,876 - 3,896,478 4,590,737 4,349,563 4,206,668 6,968,235 12, 995, 670 13, 283, 613 12, 854, 215 13,450, 211 12,965,154 12, 899,426 13,799,113 8,993,449 8,627,583 9,242,556 9,412,456 9,412,456 2,958,686 2,945,036 3,057,759 3,017,982 3,057,022 3,107,022 5,488,647 5,095,703 5,528,481 5,336,653 5,833,264 5,826,020 711,488 652,283 567,877 1,121,484 324,100 324,100 787,310 972,369 1,099,702 1,202,321 1,140,978 1,140,978 823,849 829,637 775,908 687,580 - - 7,335,275 7,340,886 7,318,167 7,393,837 8,055,240 8,055,240 19,216,808 35,772,665 38,936,944 28,437,021 20,423,585 18,186,436 $ 167,067,473 $ 173,662,574 $ 172,180,871 $ 163,632,303 $ 149,924,639 $ 150,043,472 $ - $ - $ 83 $ 100,000 $ 100,000 $ 100,000 5,652,704 5,858,464 6,102,522 6,069,480 6,446,145 6,566,990 1,530,530 1,273,402 1,191,171 1,398,223 1,476,424 1,504,904 2,017,746 1,860,961 1,743,239 1,901,016 2,092,829 2,118,743 238,989 236,554 236,445 238,071 256,208 261,317 7,884,269 7,619,744 7,502,409 7,678,437 7,841,907 8,233,509 344,320 352,828 360,977 365,000 377,699 388,352 $ 17,668,558 $ 17,201,953 $ 17,136,846 $ 17,750,227 $ 18,591,211 $ 19,173,815 $ 184,736,031 $ 190,864,527 $ 189,317,717 $ 181,382,530 $ 168,515,850 $ 169,217,287 01.7 City of Iowa City All Funds Revenues by Type 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues Property Taxes $ 49,542,640 $ 50,416,210 $ 50,046,477 $ 51,608,730 $ 52,033,986 $ 52,033,986 Delinquent Property Taxes 1,219 3,408 5,101 - - - 71F Revenues 838,766 376,192 434,670 652,624 1,020,126 1,089,439 Other City Taxes 11,314,443 11,216,538 3,309,479 2,594,500 2,786,289 2,786,289 General Use Permits 56,953 76,896 89,072 74,492 87,011 86,981 Food & Liq Licenses 99,187 109,068 100,437 103,933 99,912 99,912 Professional License 17,310 18,190 16,610 17,955 16,610 16,610 Franchise Fees 820,285 821,183 773,019 679,174 727,698 727,698 Misc Permits & Licenses 9,346 9,914 11,679 9,964 11,679 11,679 Const Per & Ins Fees 1,111,460 1,553,320 1,427,856 1,356,956 1,280,144 1,280,144 Misc Lic & Permits 25,678 21,983 27,998 23,053 26,281 26,281 Licenses, Permits, & Fees 2,140,219 2,610,554 2,446,671 2,265,527 2,249,335 2,249,305 Interest Revenues 1,742,733 1,038,618 809,418 1,086,673 742,838 659,866 Rents 1,104,933 1,095,260 1,208,668 1,315,989 1,192,640 1,194,042 Parking Meter Revenue 790,574 789,191 - - - - Parking Lot Revenue 191,355 212,500 - - - - Parking Ramp Revenue 3,905,901 4,136,730 - - - - Misc Parking Revenue 162,415 132,547 - - - - Royalties & Commissions 66,270 75,562 81,630 76,317 80,634 80,634 Use Of Money And Property 7,964,181 7,480,408 2,099,716 2,478,979 2,016,112 1,934,542 Fed Intergovnt Revenue 12,129,597 29,151,485 19,630,929 16,787,534 16,406,042 16,384,453 Property Tax Credits 49,372 57,528 72,550 1,083,921 2,152,703 2,152,703 Road Use Tax 6,447,020 6,508,053 6,744,663 6,616,545 6,744,663 6,744,663 State 28E Agreements 1,614,125 1,761,212 1,810,341 1,914,181 1,684,894 1,744,894 Operating Grants 61,033 76,694 90,067 81,500 90,067 90,067 Disaster Assistance 1,418 261,106 183,941 141,615 - - Other State Grants 14,532,429 16,699,487 13,613,286 17,392,678 2,237,352 4,092,714 Local 28E Agreements 969,379 998,153 981,226 983,711 980,701 983,451 Intergovernmental 35,804,373 55,513,718 43,127,003 45,001,685 30,296,422 32,192,945 Building & Devlpmt 330,934 476,716 501,386 340,829 358,082 358,082 Police Services 135,035 269,023 88,193 50,270 31,335 31,335 Animal Care Services 9,539 8,873 9,230 11,420 10,000 10,000 Fire Services 9,086 10,529 8,573 10,305 7,500 7,500 Transit Fees 1,121,409 1,292,339 1,384,792 1,290,908 1,385,691 1,413,387 Culture & Recreation 780,074 728,364 768,033 831,155 805,961 805,961 Library Charges 304 57 46 57 - - Misc Charges For Services 75,239 57,590 47,228 50,569 52,236 52,236 Water Charges 8,232,517 8,679,147 8,448,340 9,087,539 9,271,112 9,271,112 Wastewater Charges 12,548,976 12,889,204 12,555,994 12,889,204 12,555,993 12,555,993 Refuse Charges 3,395,269 3,321,736 3,446,255 3,395,719 3,446,256 3,496,256 Landfill Charges 4,778,585 4,733,705 4,967,453 4,733,705 5,269,970 5,269,970 Stormwater Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000 Parking Charges 5,758,372 5,243,427 5,751,956 5,984,868 Charges For Fees And Services $ 32,202,417 $ 33,437,219 $ 39,066,628 $ 39,135,107 $ 40,086,092 $ 40,396,699 1..Ig City of Iowa City All Funds Revenues by Type Debt Sales 2012 2013 2014 2015 2016 2017 Sale Of Assets Actual Actual Actual Revised Budget Projected Code Enforcement $ 455,264 $ 451,306 $ 415,839 $ 455,386 $ 415,841 $ 415,841 Parking Fines 744,285 673,223 512,997 975,000 512,997 512,997 Library Fines & Fees 201,157 182,418 175,666 182,418 175,666 175,666 Contrib & Donations 254,392 941,615 729,355 371,142 413,318 484,386 Printed Materials 43,063 44,196 46,507 39,569 43,136 43,136 Animal Adoption 13,020 10,620 9,557 11,264 11,060 11,060 Misc Merchandise 67,091 62,252 55,924 64,174 59,036 59,036 Intra -City Charges 2,669,720 2,587,123 2,849,665 2,739,292 2,766,196 2,966,196 Other Misc Revenue 1,164,254 877,624 719,079 769,300 634,418 604,407 Special Assessments 1,740 1,013 979 979 979 Miscellaneous 5,613,986 5,831,390 5,515,568 5,607,545 5,032,647 5,273,704 Debt Sales 14,845,362 2,690,020 20,114,973 8,797,457 12,982,068 11,505,000 Sale Of Assets 4,059,276 1,997,537 2,701,837 2,936,362 494,150 94,150 Insurance Recoveries 54,640 7,520 - - - - Loans 2,685,951 2,081,860 3,312,749 2,553,787 927,412 487,412 Other Financial Sources 21,645,229 6,776,937 26,129,559 14,287,606 14,403,630 12,086,562 Total Budgetary Revenues $ 167,067,473 $ 173,662,574 $ 172,180,871 $ 163,632,303 $ 149,924,639 $ 150,043,472 Non -Budgetary Fund Revenues Capital Project Funds $ - $ - $ 83 $ 100,000 $ 100,000 $ 100,000 Internal Service Funds 17,668,558 17,201,953 17,136,763 17,650,227 18,491,211 19,073,815 Total Non -Budgetary Revenues $ 17,668,558 $ 17,201,953 $ 17,136,846 $ 17,750,227 $ 18,591,211 $ 19,173,815 Total Revenues -All Funds $ 184,736,031 $ 190,864,527 $ 189,317,717 $ 181,382,530 $ 168,515,850 $ 169,217,287 Budgetary Fund Revenues by Type Property Taxes 32% TIF Revenues Other Financial Sou rc 0% Miscellaneous 9% 3% Other City Taxes 2% Licenses, Permits, & Fees 1% Use Of Money And Charges For Fees And Property 2% Services 24% Intergovernmental 27% WA City of Iowa City All Funds Expenditures by Fund Capital Project Funds Governmental Projects 2012 2013 2014 2015 2016 2017 Enterprise Projects Actual Actual Actual Revised Budget Projected Budgetary Fund Expenditures $ 166,329,277 $ 187,212,505 $ 154,260,231 $ 196,842,701 $ 157,987,398 $ 162,201,712 General Fund 10- General Fund $ 49,970,857 $ 44,405,272 $ 49,786,353 $ 54,115,992 $ 50,327,585 $ 50,126,398 Special Revenue Funds $ - $ - $ 60,266 $ 527,279 $ 100,000 $ 100,000 2100 Community Dev Block Grant 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170 2110 HOME 827,052 741,437 679,030 594,330 551,612 563,094 2200 Road Use Tax Fund 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182 2300 Other Shared Revenue 6,367,512 2,421,381 753,426 3,150,000 - - 2310 Energy Eff & Cons Block Grant 426,643 90,507 - - - - 2315 UniverCity Neighborhood Pship 4,819,845 950,383 (547) - - - 2350 Metro Planning Org of Johnson Cc 661,153 643,917 674,335 696,562 610,325 627,273 2400 Employee Benefits 853,006 616,602 714,090 995,717 951,539 971,098 2510 Peninsula Apartments 45,131 55,036 50,662 56,225 48,206 49,269 26- Tax Increment Financing 569,333 7,098 145,319 13,591 42,500 42,500 2810 General Rehab & Improv Program 200,436 - - - - - 2820 SSMID-Downtown District - 277,672 277,395 296,141 294,092 294,092 Debt Service Fund 5"' Debt Service 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250 Permanent Funds 6001 Perpetual Care - - - - - - Enterprise Funds 710' Parking 3,933,635 3,770,254 3,758,909 11,428,137 3,270,015 4,562,204 715' Mass Transit - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917 720' Wastewater 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389 730' Water 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800 7400 Refuse Collection 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185 750' Landfill 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203 7600 Airport 330,776 321,256 363,552 358,380 346,072 349,550 7700 Stormwater 605,146 695,405 482,255 705,953 786,064 859,741 780' Cable Television 679,691 662,800 747,541 699,328 - - 79- Housing Authority 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933 Capital Project Funds Governmental Projects 14,250,404 21,665,402 17,042,914 41,516,396 36,301,340 33,225,865 Enterprise Projects 10,778,277 39,151,506 20,313,054 17,787,676 3,892,758 5,265,598 Total Budgetary Expenditures $ 166,329,277 $ 187,212,505 $ 154,260,231 $ 196,842,701 $ 157,987,398 $ 162,201,712 Non -Budgetary Funds Expenditures Capital Project Funds Internal Service Projects $ - $ - $ 60,266 $ 527,279 $ 100,000 $ 100,000 Internal Service Funds 810' Equipment 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573 8200 Risk Management 1,182,799 2,474,803 1,106,268 1,495,273 1,329,373 1,357,863 830' Information Technology 1,761,564 1,746,003 1,990,743 2,152,726 2,018,404 2,304,444 8400 Central Services 201,342 206,049 281,955 301,938 308,458 288,636 8500 Health Insurance Reserves 6,476,112 5,931,135 7,465,001 7,703,828 7,880,283 8,274,253 8600 Dental Insurance Reserves 332,162 322,709 344,693 379,829 359,275 370,053 Total Non -Budgetary Expenditures $ 14,751,833 $ 15,829,967 $ 15,760,254 $ 19,204,508 $ 17,986,541 $ 18,123,821 Total Expenditures -All Funds $ 181,081,110 $ 203,042,472 $ 170,020,485 $ 216,047,209 $ 175,973,939 $ 180,325,532 1..R1 Budoetary Funds Expenditures General Fund 10" General Fund City Council City Clerk City Attomey City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmnt Services Public Works Transportation Seances Total General Fund Special Revenue Funds 2100 Community Dev Block Grant Neighborhood & Dvlpmnt Seances 2110 HOME Neighborhood & Dvlpmnt Seances 2200 Road Use Tax Fund Public Works 2300 Other Shared Revenue Neighborhood & Dvlpmnt Seances 2310 Energy Eff & Cons Block Grant Public Works 2315 UniverCity Neighborhood Pship Neighborhood & Dvlpmnt Seances 2350 Metro Planning Org of Johnson Co Neighborhood & Dvlpmnt Seances 2400 Employee Benefits Finance 2510 Peninsula Apartments Neighborhood & Dvlpmnt Seances 26" Tax Increment Financing Neighborhood & Dvlpmnt Seances 2810 General Rehab & Improv Program Neighborhood & Dvlpmnt Seances 2820 SSMID-Downtown District Neighborhood & Dvlpmnt Seances Total Special Revenue Funds Debt Service Fund 5... Debt Service Finance Total Debt Service Fund Permanent Fund 6001 Perpetual Care Parks & Recreation Total Permanent Fund City of Iowa City All Funds Expenditures by Fund by Department 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355 533,569 489,167 533,845 516,040 576,888 522,663 654,080 654,800 676,519 713,474 712,939 733,912 1,509,148 1,468,756 1,500,672 1,906,742 2,260,704 2,285,143 4,050,405 3,568,749 3,475,824 3,895,885 4,097,972 4,226,027 11,388,735 11,443,807 12,248,973 13,216,781 12,892,439 13,129,461 7,001,473 7,093,507 7,401,786 7,875,910 7,754,882 7,973,413 7,345,484 7,168,745 7,382,727 8,409,223 8,147,163 8,246,871 5,758,770 5,692,845 5,877,520 6,038,379 6,150,211 6,239,306 828,740 840,519 825,124 936,159 898,419 904,928 3,045,463 4,725,280 8,597,166 9,192,345 5,326,434 4,311,909 1,200,824 1,156,093 1,142,899 1,298,916 1,390,342 1,430,411 6,520,244 49,970,857 44A05,272 49,786,353 54,115,992 50,327,585 50,126,398 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170 827,052 741,437 679,030 594,330 551,612 563,094 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182 6,367,512 2,421,381 753,426 3,150,000 - - 426,643 90,507 - - - - 4,819,845 950,383 (547) - - - 661,153 643,917 674,335 696,562 610,325 627,273 853,006 616,602 714,090 995,717 951,539 971,098 45,131 55,036 50,662 56,225 48,206 49,269 569,333 7,098 145,319 13,591 42,500 42,500 200,436 - - - - - 277,672 277,395 296,141 294,092 294,092 22,392,470 12,348,670 9,065,008 12,276,590 9,092,810 9,161,678 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250 1.14 City of Iowa City All Funds Expenditures by Fund by Department B➢1 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Enterprise Funds 710` Parking Transportation Services $ 3,933,635 $ 3,770,254 $ 3,758,909 $ 11,428,137 $ 3,270,015 5 4,562,204 715` Mass Transit Transportation Services - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917 720` Wastewater Public Works 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389 730` Water Public Works 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800 7400 Refuse Collection Public Works 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185 750* Landfill Public Works 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203 7600 Airport Airport Operations 330,776 321,256 363,552 358,380 346,072 349,550 7700 Storm,vater Public Works 605,146 695,405 482,255 705,953 786,064 859,741 780` Cable Television City Manager 679,691 662,800 747,541 699,328 - - 79" Housing Authority Neighborhood & DNpmnt Services 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933 Total Enterprise Funds 40,223,288 5OA71,073 44,892,746 53,830,648 45,165,067 50,692,923 Capital Project Funds Governmental Projects 14,250,404 21,665,402 17,042,914 41,516,396 36,301,340 33,225,865 Enterprise Projects 10,778,277 39,151,506 20,313,054 17,787,676 3,892,758 5,265,598 Total Capital Project Funds 25,028,681 60,816,908 37,355,968 59,304,072 40,194,098 38A91,463 Total Budgetary Expenditures $ 166,329,277 $ 187,212,505 $ 154,260,231 $ 196,842,701 $ 157,987,398 $ 162,201,712 Non -Budgetary Funds Expenditures Capital Project Funds Internal Service Projects S - $ - S 60,266 $ 527,279 $ 100,000 S 100,000 Total Capital Project Funds - - 60,266 527,279 100,000 100,000 Internal Service Funds 810` Equipment Public Works 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573 8200 Risk Management Finance 1,182,799 2,474,803 1,106,268 1,495,273 1,329,373 1,357,863 830` Information Technology Finance 1,761,564 1,746,003 1,990,743 2,152,726 2,018,404 2,304,444 8400 Central Services Finance 201,342 206,049 281,955 301,938 308,458 288,636 8500 Health Insurance Reserves Finance 6,476,112 5,931,135 7,465,001 7,703,828 7,880,283 8,274,253 8600 Dental Insurance Reserves Finance 332,162 322,709 344,693 379,829 359,275 370,053 Total Internal Service Funds 14,751,833 15,829,967 15,699,988 18,677,229 17,886,541 18,023,821 Total Non -Budgetary Expenditures $ 14,751,833 $ 15,829,967 $ 15,760,254 $ 19,204,508 $ 17,986,541 $ 18,123,821 Total Expenditures -All Funds $ 181,081,110 $ 203,042,472 $ 170,020,485 $ 216,047,209 $ 175,973,939 $ 180,325,532 B➢1 Budgetary Fund Expenditures by Department (excluding Capital Projects) Finance 15% City Manager 2% City Attorney 1% City Clerk 0% Transportation Services City Council 9% 0% Airport Operations 0% Police 11% Public Works 29% FYI Fire 7% Parks & Recreation 7% Libra 5% iq�Senior Center 1% Neighborhood & Dvlpmnt Services 13% City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2015 tra Transfers In TIF TIF Debt Special Special Capital Service Internal Special Special Capital Service Internal Revenue Debt Projects Fund Service Enterprise General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 1,400,938 $ 121,672 $ 4,217,623 $ 140,000 $ 3,040,257 Other Special Revenue Funds $ 8,920,490 Special Revenue Funds: 353,596 Debt Service Fund 140,000 652,624 Empl Benefits Levy 8,547,359 390,883 Enterprise Funds 3,040,257 200,000 8,938,242 Road Use Tax 73,290 231,924 950,000 13,007,902 13,007,902 1,255,214 Energy Efficiency Loans 48,924 10,671,580 15,839,203 Internal Service Funds 48,924 Transfers from TIF Districts 189,624 189,624 Total Transfers Out: 652,624 $10,242,380 $ 652,624 652,624 Enterprise Funds: $ - $45,938,335 From Parking Operations (103,775) 144,172 3,943,875 3,984,272 From Transit Operations 54,000 192,388 246,388 From Wastewater Operations 9,200,000 189,624 4,559,962 13,949,586 From Water Operations 568,400 333,225 2,008,715 2,910,340 From Refuse Operations 100,000 100,000 From Landfill Operations 685,000 747,087 2,495,350 3,927,437 From Airport Operations 117,955 512,126 630,081 From Storm Water Operations 50,000 50,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 44,737 44,737 Capital Project Funds 200,000 200,000 Total Transfers In: $10,170,248 $ 744,479 $ - $15,839,203 $1,125,849 $189,624 $ 4,861,030 $13,007,902 $45,938,335 tra Transfers Out: TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 1,400,938 $ 8,669,573 $ 99,737 $10,170,248 Road Use Tax Fund 390,883 390,883 Other Special Revenue Funds 121,672 231,924 353,596 Debt Service Fund 140,000 652,624 333,225 1,125,849 Enterprise Funds 3,040,257 200,000 1,620,773 4,861,030 Debt Service Reserves 13,007,902 13,007,902 Capital Project Funding 4,217,623 950,000 10,671,580 15,839,203 Internal Service Funds 189,624 189,624 Total Transfers Out: $ 8,920,490 $10,242,380 $ 652,624 $ 200,000 $ - $ - $ 25,922,841 $ - $45,938,335 tra City of Iowa City Budgeted Transfer Schedule Fiscal Year 2016 1•x1 Transfers In Transfers Out: Debt Special Special TIF Special Capital Service Debt General Revenue General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 72,422 $ 98,067 $ 22,017,600 $ 160.052 3 3.232.477 396,370 $ 25,580,618 Special Revenue Funds: 396,370 Other Special Revenue Funds 98,067 204,487 Empl Benefits Levy 8,992,897 396,370 160,052 953,651 9,389,267 Road Use Tax 78,624 204,487 915,000 200,000 1,212,415 1,198,111 Transfers from TIF Districts 3,261 20,714 953,651 6,498,752 6,498,752 977,626 Enterprise Funds: 915,000 20,714 5,730,500 28,683,814 Total Transfers Out: $ 25,580,618 From Parking Operations $ 977,626 $ 200,000 $ - 670,000 $ 52,631,247 221,437 891,437 From Transit Operations 50,000 165,651 215,651 From Wastewater Operations 3,050,000 4,488,036 7,538,036 From Water Operations 1,346,500 306,800 2,010,716 3,664,016 From Landfill Operations 825,327 825,327 From Airport Operations 114,000 114,000 From Storm Water Operations 500,000 500,000 From Broadband 1,491,974 1,491,974 From IC Housing Authority 45,184 45,184 Capital Project Funds 200,000 200,000 Total Transfers In: $ 10,684,362 $ 698,924 $ - $ 28,683,814 $ 1,420,503 $ 4,644,892 $ 6,498,752 $ 52,631,247 1•x1 Transfers Out: Debt Special TIF Special Capital Service Debt General Revenue Revenue Projects Fund Enterprise Reserves Total General Fund $ 72,422 $ 9,071,521 $ 3,261 $ 1,537,158 $ 10,684,362 Road Use Tax Fund 396,370 396,370 Other Special Revenue Funds 98,067 204,487 302,554 Debt Service Fund 160,052 953,651 306,800 1,420,503 Enterprise Funds 3,232,477 200,000 1,212,415 4,644,892 Debt Service Reserves 6,498,752 6,498,752 Capital Project Funding 22,017,600 915,000 20,714 5,730,500 28,683,814 Total Transfers Out: $ 25,580,618 $ 10,587,378 $ 977,626 $ 200,000 $ - $ 15,285,625 $ - $ 52,631,247 1•x1 General Fund Special Revenue Funds: Empl Benefits Levy Road Use Tax Transfers from TIF Districts Enterprise Funds: From Parking Operations From Transit Operations From Wastewater Operations From Water Operations From Refuse Operations From Landfill Operations From Airport Operations From Storm Water Operations From IC Housing Authority Capital Project Funds Internal Service Funds: From Equipment Total Transfers In: City of Iowa City Budgeted Transfer Schedule Fiscal Year 2017 Transfers In TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total $ 72,422 $ 100,784 8,992,897 408,261 80,983 210,151 46,087 $ 775,365 $ 140,000 $ 3,235,998 $ 4,324,569 Transfers Out: 9,401,158 1,715,000 2,006,134 75,000 971,939 TIF 1,046,939 400,000 228,357 628,357 136,000 136,000 2,500,000 Capital Service 4,431,246 6,931,246 1,145,000 300,900 Debt 2,020,178 3,466,078 700,000 Revenue 700,000 Projects Fund 825,327 825,327 165,490 General Fund 165,490 700,000 700,000 46,087 46,087 Road Use Tax Fund 225,000 225,000 1,100,000 1,100,000 $9,192,389 $ 719,196 $ - $9,275,855 $1,412,839 $ - $ 4,650,682 $6,451,424 $31,702,385 al Transfers Out: TIF Debt Special Special Capital Service Internal Debt General Revenue Revenue Projects Fund Service Enterprise Reserves Total General Fund $ 72,422 $ 9,073,880 46,087 $ 9,192,389 Road Use Tax Fund 408,261 408,261 Other Special Revenue Funds 100,784 210,151 310,935 Debt Service Fund 140,000 971,939 300,900 1,412,839 Enterprise Funds 3,235,998 225,000 1,189,684 4,650,682 Debt Service Reserves 6,451,424 6,451,424 Capital Project Funding 775,365 1,715,000 75,000 1,100,000 5,610,490 9,275,855 Total Transfers Out: $4,324,569 $11,407,292 $1,046,939 $ 225,000 $ - $1,100,000 $13,598,585 $ - $31,702,385 al City of Iowa City Personnel Full -Time Equivalents Last Five Years Fb7 Change in 2012 2013 2014 2015 2016 FTEs Adopted Adopted Adopted Adopted Adopted FY2015-2016 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.50 (0.10) City Manager: - City Manager 3.00 3.00 3.00 3.00 3.00 - Communications Office 4.00 2.00 3.00 3.00 7.50 4.50 Human Resources 4.00 4.00 3.00 3.00 3.00 - Human Rights 2.50 2.00 2.00 2.00 2.00 - Finance: - Finance Adminstration 2.65 2.65 3.65 3.15 3.15 - Accounting 8.00 8.00 8.00 7.00 7.60 0.60 Purchasing 4.00 3.94 3.44 3.44 3.44 - Revenue 7.88 7.88 7.88 7.88 7.88 - Tort Liability 1.00 1.00 1.00 1.00 1.00 Disaster Assistance 0.40 0.40 0.38 - - - Police: - Police Administration 5.00 5.00 5.00 5.00 5.00 - Police Administrative Services 18.00 18.00 20.00 20.00 20.00 - Police Field Operations 80.00 80.00 80.00 80.00 80.00 - Fire: - Fire Administration 3.00 4.00 4.00 3.00 3.00 - FireEmergencyOperations 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: - Housing and Inspection Admin 2.00 2.00 2.00 2.00 - (2.00) Parks and Recreation: - Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 - Govemment Buildings 4.83 4.83 4.83 4.83 5.33 0.50 Recreation 15.42 15.42 15.42 15.42 14.42 (1.00) Park Maintenance Administration 2.00 2.00 2.00 2.00 1.00 (1.00) Park Maintenance Operations 11.00 11.00 11.00 11.00 12.00 1.00 Forestry 3.00 3.00 3.00 3.00 3.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 - Library: - General Library 42.89 42.88 42.38 42.38 42.27 (0.11) Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.50 (0.25) Library Foundation Office - - 2.00 2.00 2.00 - SeniorCenterAdministrations 6.50 6.50 6.50 6.50 6.50 - Neighborhood & Development Services: - Neighborhood & Dvlp Services Admin 2.55 2.55 2.55 2.55 1.55 (1.00) Sustainability Services - - - 1.00 1.00 Community Development 0.85 1.20 1.75 1.75 1.55 (0.20) Economic Development 1.00 1.00 1.00 1.00 2.00 1.00 Urban Planning 3.50 2.50 2.50 2.50 3.50 1.00 Building Inspection 7.80 7.80 6.30 6.30 7.30 1.00 Neighborhood Services 1.00 1.00 1.00 1.00 1.05 0.05 Housing Inspection 5.75 5.75 5.25 5.25 5.55 0.30 Human Services - 0.15 0.15 0.15 0.15 - Fb7 City of Iowa City Personnel Full -Time Equivalents Last Five Years Public Works: Public Works Administration Engineering Services Transportation Services: Mass Transit Sub -total General Fund Special Revenue Funds Community Development Block Grant HOME Program Road Use Tax: Traffic Engineering Streets System Maintenance Other Shared Revenues UniverCity Neighbporhood Partnership Metro Planning Org of Johnson County Employee Benefits Sub -total Special Revenue Funds Enterprise Funds Parking Mass Transit Wastewater Water Refuse Collection Landfill Airport Operations Storm Water Cable Television Housing Authority Sub -total Enterprise Funds Capital Project Funds ERP Software -Finances and HR/Payroll Fire Station #4 Iowa City Gateway Project (Dubuque St) 420th Street Industrial Park West Side Levee Project Rocky Shore Lift Station Project S Wastewater Plant Expansion Sub -total Capital Project Funds Total Budgetary Funds 2.00 2.00 2.00 2.00 2.00 - Change in 2012 2013 2014 2015 2016 FTEs Adopted Adopted Adopted Adopted Adopted FY2015-2016 Public Works: Public Works Administration Engineering Services Transportation Services: Mass Transit Sub -total General Fund Special Revenue Funds Community Development Block Grant HOME Program Road Use Tax: Traffic Engineering Streets System Maintenance Other Shared Revenues UniverCity Neighbporhood Partnership Metro Planning Org of Johnson County Employee Benefits Sub -total Special Revenue Funds Enterprise Funds Parking Mass Transit Wastewater Water Refuse Collection Landfill Airport Operations Storm Water Cable Television Housing Authority Sub -total Enterprise Funds Capital Project Funds ERP Software -Finances and HR/Payroll Fire Station #4 Iowa City Gateway Project (Dubuque St) 420th Street Industrial Park West Side Levee Project Rocky Shore Lift Station Project S Wastewater Plant Expansion Sub -total Capital Project Funds Total Budgetary Funds 2.00 2.00 2.00 2.00 2.00 - 12.10 12.10 12.10 12.10 12.00 (0.10) 56.25 - - - - - 411.22 351.90 354.43 351.55 356.74 5.19 2.88 2.63 2.48 2.48 2.38 (0.10) 0.95 0.70 0.50 0.50 0.45 (0.05) 4.15 4.15 4.15 4.15 3.90 (0.25) 25.50 25.50 25.50 25.50 25.25 (0.25) 1.60 1.60 1.62 - - - 0.20 0.20 - - - - 6.60 5.60 5.60 5.60 4.70 (0.90) 0.55 0.55 0.55 0.55 0.55 - 42.43 40.93 40.40 38.78 37.23 (1.55) 32.75 29.25 26.25 26.25 23.13 (3.13) - 51.75 51.25 51.25 51.13 (0.12) 25.40 25.40 24.40 24.65 24.65 - 32.75 32.75 31.75 32.00 32.00 - 20.35 20.35 19.35 19.35 17.85 (1.50) 17.50 17.50 16.50 16.50 15.50 (1.00) 1.75 1.00 1.00 1.00 1.00 - 2.10 2.10 2.10 2.60 2.60 - 6.63 6.63 6.63 5.63 - (5.63) 13.25 13.18 12.19 10.19 10.19 - 152.48 199.91 191.42 189.42 178.05 (11.38) 1.00 1.00 1.00 - - - 1.00 - - - - 1.00 1.00 1.00 1.00 1.00 - 1.00 - - - - - 1.00 1.00 1.00 1.00 - - - - - 2.00 2.00 1.00 3.00 3.00 3.00 - (3.00) 5.00 6.00 6.00 5.00 4.00 (1.00) 611.13 598.74 592.25 584.75 576.02 (8.74) FR3 Non -Budgetary Funds Internal Service Funds Equipment Risk Management Information Technology Services Central Services Sub -total Internal Service Funds Agency Funds Library Foundation Office Sub -total Agency Funds Total Non -Budgetary Funds Total Full -Time Equivalents 700 600 500 400 300 200 100 City of Iowa City Personnel Full -Time Equivalents Last Five Years Change in 2012 2013 2014 2015 2016 FTEs Adopted Adopted Adopted Adopted Adopted FY2015-2016 11.26 10.75 10.75 10.75 10.75 - 1.80 1.80 1.80 1.80 1.80 - 11.80 10.86 9.86 9.86 9.86 - 0.75 0.76 0.50 0.50 0.50 - 25.61 24.17 22.91 22.91 22.91 - 1.00 1.00 1.00 1.00 26.61 25.17 22.91 22.91 22.91 - 637.74 623.91 615.16 607.66 598.93 (8.74) City of Iowa City FTE Summary by Fund Type Last Five Years 2012 2013 2014 2015 Adopted 2016 Adopted Adopted Adopted Adopted ■ General Fund ■ Special Revenue Funds ■ Capital Projects Funds ■ Enterprise Funds ■ Internal Service Funds ■ Agency Funds fry 9 Mr 111111111i IBM s,•floll UNESCOCITE' OF LITERATURE PM F Y 2 0 1 6 GENERAL FUND SUMMARY Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries 13:11►1:1Ne1IIIIIIIII ►1t The General Fund is the City's main operating fund and includes activities in the following areas: Public Safety, Public Works, Health and Social Services, Cultural and Recreational Activities, Community and Economic Development and General Government Administration. We present a balanced budget for General Fund in FY2016, with revenue and expenditures projected at $56.2 and $75.9 million, respectively. The excess amount of expenditures is a transfer from local option sales tax funds of $21.3 million to the Capital Project Funds for the Iowa City Gateway Project (Dubuque Street) and is out of restricted fund balance. In FY2016, the Cable Television operations have merged into the General Fund. Prior year activity for the Cable Television operations can be found in the Cable Television Fund in the Enterprise Fund section of the budget. A. General Fund Revenue Revenues & Other Financing Sources 2014 2015 2016 2017 Actual Revised Budget Projected Property Taxes $ 28,437,600 $ 29,486,191 $ 29,804,437 $ 29,804,437 Delinquent Property Taxes 2,626 - - - Other City Taxes 2,947,501 2,231,144 2,428,855 2,428,855 Licenses And Permits 1,659,843 1,574,249 2,235,526 2,235,496 Use Of Money And Property 647,032 753,220 556,656 556,656 Intergowmmental 2,789,683 3,401,207 3,801,259 3,801,259 Charges For Fees And Services 1,357,363 1,288,115 1,277,691 1,277,691 Miscellaneous 4,502,885 4,804,686 4,478,841 4,646,980 Other Financial Sources 5,565,082 4,685,613 951,781 151,781 Sub -total Revenues& Other Financing 47,909,615 48,224,425 45,535,046 44,903,155 Sources (excluding Transfers In): Transfers In Total Revenues, Other Financing Sources, & Transfers In 10,870,809 10,170,248 10,684,362 9,192,389 $ 58,780,424 $ 58,394,673 $ 56,219,408 $ 54,095,544 101 Revenues & Other Financing Sources: (excluding Transfers In) Other Financinal�` Sources 2 Misc inw Charges For & Service 3% Jse of More Property 1% Licenses & 5% 1. Property Taxes - Property tax revenue of $29.8 million is the primary funding source for General Fund operations, providing approximately 65.5% of total revenue, excluding transfers in, in FY2016. The FY2016 revenue is an increase of 1.1% of the FY2015 revised budget of $29.5 million and there is an average increase of 2.6% over the last five years. This does not include a transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. There are a number of factors which determine the City's tax levy each year: property valuations by class, the state's annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City's own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 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 2003, valuations within the Iowa City corporate limits have increased an average of 6.5% in revaluation years and 2.3% in non -revaluation years. Valuations reported by the Johnson County Auditor's office for January 1, 2014 served as the basis for determining property tax revenue in FY2016. Their report indicates a 2.4% increase in total assessed value in the last year, from $4.83 billion to $4.94 billion. Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue's Assessment Limitation Order sets a 'rollback' value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage 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 three percent (3%) or the growth in agricultural property, whichever is lower. Growth restrictions and rollbacks for current and future years were changed with state legislation in 2013 with Iowa Senate File 295; the resulting reduction in City revenue will be monitored and started with FY2015 taxable valuation. The growth limitation of three percent (3%) started in FY2015 was a decrease from four percent (4%) annually on taxable residential and agricultural property valuations. In FY2015 the commercial, industrial, and railroad property classes had a rollback of ninety-five percent (95%) and the commercial and industrial property rollback will be backfilled by the State. Also, the commercial, industrial, and railroad property classes roll back will further lower to ninety percent (90%) and the commercial and industrial property rollback will continue to be backfilled by the State in FY2016. The following graph illustrates the impact of the rollback on taxable valuations. In FY2007 the rollback exempted $1.44 billion of Iowa City's assessed valuation. In FY2016 the rollback will exempt $1.76 billion of assessed valuations. The residential and agricultural rollbacks for FY2016 are 55.7335% and 44.7021%, respectively, compared to FY2015 rollbacks of 54.4002% and 43.3997%, respectively. Also, in FY2016 the commercial, industrial, and railroad rollback will exempt additional amounts of commercial, industrial, and railroad assessed valuations for FY2016 are 90%, compared to 95% for FY2015. 100% Assessed vs. Taxable Valuations $ 5.0 $4.s $4.0 N $3.5 c o_ m 53.0 c $25 $2.0 $1.5 FY07 FY08---FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 -4--100% Assessed $3.8 $3.9 $4.3 $4.4 $4.4 $4.5 $4.6 $4.7 $4.8 $4.9 %Change 15.6% 3.2% 3.5% 2.0% 1.7% 1.6% 2.1% 1.1% 3.4% 24% --*-Taxable $2.4 $2.4 $26 $2.7 $2.8 $2.8 $3.0 $30 $3.1 $3.2 % Change 11 2% 1 2.8% 5.7% 4.4% 2 9% 3.3% 3.9% 2.6% 3.3% 1.4% Taxable OA of Total 62.1% 1 61.8% 60.2-A 61.2% 62A% 63.0% 64.1% 65.0% i 65.0% 644% 103 2. Other City Taxes - This category, estimated at $2.4 million in FY2016, includes Hotel Motel Taxes of $947,000, $452,000 in gas and electric excise taxes, and $995,000 in utility franchise taxes. The FY2016 revenue is an increase of 9.0% of the FY2015 revised budget of $2.2 million and there is an average decrease of 16.9% over the last five years. The change is from the local option sales tax, which ended June 30, 2013. a) Hotel Motel Tax: This revenue source is a state -administered tax. Estimated at $947,000 in FY2016, the 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% b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without property valuations. The calculated difference is required to establish the General Property Tax Equivalents, the basis of the Iowa Department of Revenue distribution formula. c) Utility Franchise Taxes on utility customers: 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 February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) 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 $995,000 estimate for FY2016, approximately $670,000 will remain in the City's General Fund for maintenance of the right-of-way and operational costs associated with Fire Station #4. The remaining $325,000 is for recurring Capital Improvement Projects (CIP) in the right of way. 104 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, franchise fees, 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. FY2016 revenue for Licenses and Permits is estimated at $2.2 million. The FY2016 revenue is an increase of 42.0% of the FY2015 revised budget of $1.6 million and there is an average increase of 11.8% over the last five years. These changes are from the estimates in construction permits and licenses revenue and the addition of franchise fees from Cable Television operations moving into the General Fund in FY2016. 4. Use of Money & Property - This revenue source consists of interest income and rents are budgeted at $557,000 for FY2016. The FY2016 revenue is a decrease of 26.1% of the FY2015 revised budget of $753,000 and there is an average decrease of 7.7% over the last five years. The decrease from the FY2015 amount is from estimates in rental income and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 5. Intergovernmental - revenue is estimated at $3.8 million in FY2016. This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. The FY2016 revenue is an increase of 11.7% of the FY2015 revised budget of $3.4 million and there is an average increase of 9.1 % over the last five years. The increase from the FY2015 amount is from estimates in the property tax credits from property tax backfill from the state and 28E agreements. 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 $1.7 million in FY2016, with $1.4 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits. inb7 6. Charges for Fees and Services - are estimated at $1.3 million in FY2016. Divisions with fee- based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The FY2016 revenue stayed fairly level compared the FY2015 revised budget of $1.3 million and there is an average decrease of 9.4% over the last five years. The average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.5 million in FY2016. This category includes a variety of revenue sources, including parking fines ($315,000), magistrate court fines and surcharges related to code enforcement ($416,000) and library fines ($176,000). Also included within this category is an administrative chargeback of $2.8 million to the City's proprietary funds for services rendered by administrative divisions. The FY2016 revenue is a decrease of 6.8% of the FY2015 revised budget of $4.8 million and there is an average decrease of 0.3% over the last five years. These revenues have been fairly consistent over the years reported ranging between $4.4 million and $4.8 million. WIN FY2014 FY2015 FY2016 FY2017 Intergovernmental Funding Actual Amended Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments -Animal Services $ 228,160 $ 218,286 $ 218,550 $ 218,550 IC Comm. Schools - Mercer Pool 99,404 104,440 91,633 91,633 County, Univ Heights, Hills - Library 427,033 420,750 466,491 466,491 Johnson County - Senior Center 59,224 70,000 59,224 59,224 Downtown District - Police Department 10,000 - 10,000 10,000 Other Local Governmental 140 346 - - Local Governmental Revenue: 823,961 813,822 845,898 845,898 State Revenue: Public Safety Grants 209,538 131,315 194,103 194,103 University of Iowa - Fire Protection 1,370,310 1,524,187 1,397,715 1,397,715 University of Iowa - Library SeMCes - - - - Operating Grants 90,067 81,500 90,067 90,067 Property Tax Credits 72,550 631,581 1,256,102 1,256,102 UniverCity Funding 56,967 100,000 - - Other State Grants 6,882 - State Disaster Assistance 39,180 - - - Total State Revenue: 1,845,494 2,468,583 2,937,987 2,937,987 Federal Revenue: Public Safety Grants 118,657 118,802 17,374 17,374 FEMA Assistance / Reimbursements 1,571 - - - ICAD CoLab - Transit Grant' - - - - Total Federal Revenue: 120,228 118,802 17,374 17,374 Total -Intergovernmental Funding: $2,789,683 $3,401,207 $3,801,259 $3,801,259 6. Charges for Fees and Services - are estimated at $1.3 million in FY2016. Divisions with fee- based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The FY2016 revenue stayed fairly level compared the FY2015 revised budget of $1.3 million and there is an average decrease of 9.4% over the last five years. The average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.5 million in FY2016. This category includes a variety of revenue sources, including parking fines ($315,000), magistrate court fines and surcharges related to code enforcement ($416,000) and library fines ($176,000). Also included within this category is an administrative chargeback of $2.8 million to the City's proprietary funds for services rendered by administrative divisions. The FY2016 revenue is a decrease of 6.8% of the FY2015 revised budget of $4.8 million and there is an average decrease of 0.3% over the last five years. These revenues have been fairly consistent over the years reported ranging between $4.4 million and $4.8 million. WIN 8. Other Financing Sources — are estimated at $952,000 in FY2016, which is a decrease of 79.7% from the revised budget in FY2015 of $4.7 million. The decrease is from an approximate $4.5 million that is from homes in the UniverCity program, which consists of the proceeds from the sale of assets ($2 million), loan proceeds from financial institutions ($2 million), and bond proceeds for rehabilitation costs ($500,000). The UniverCity activity is budgeted at $800,000 in FY2016, which consists of the proceeds from the sale of assets ($400,000) and loan proceeds from financial institutions ($400,000). There is an average increase of 64.7% over the last five years. The change is from the movement of the UniverCity program activity into the general fund starting in FY2013. 9. Transfers In - includes an approximate $9.0 million transfer -in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes allocation of funds to equipment replacement reserves, and operating support from other funds for specific staff positions. The category is budgeted at $10.7 million in FY2016. B. GENERAL FUND EXPENDITURES Expenditures & 2014 2015 2016 2017 Transfers Out Actual Revised Budget Projected Personnel Services Supplies Capital Outlay Debt Service Contingency Sub -total Expenditures: Transfers Out Total Expenditures& Transfers Out $ 34,352,341 $ 36,237,779 8,031,115 1,325,590 4,669,307 9,022,831 1111111M.1022 5,048,197 $ 36,945,831 9,050,189 1,439,533 2,125,032 $ 38,054,206 9,153,648 1,467,424 1,052,000 1,408,000 2,000,000 400,000 - - 318,281 367,000 399,120 49,786,353 54,115,992 50,327,585 50,126,398 5,700,615 8,920,490 25,580,618 4,323,532 $ 55,486,968 $ 63,036,482 $ 75,908,203 $ 54,449,930 rnn Expend itures(excludingTransfers Out) es 1. Personnel - Personnel costs account for approximately 73.4% of budgeted expenditures (excluding transfers out) within the General Fund in FY2016. Employee benefit costs are discussed in greater detail in this document's transmittal letter. 2. Services - Expenditures for services are budgeted at $9.1 million in FY2016. Initial projections were based on FY2014 actual expenditures and projected at 1.83% annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI -U) over the last five fiscal years. A number of operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for liability, fire & casualty insurance premiums; professional and consultant services; internal service fund charges (Equipment, Information Technology Services, Risk Management, and Central Services); training & education; building and equipment repair and maintenance services; vehicle and equipment rentals. These costs are adjusted individually by year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations -specific needs, by year. The Services category also includes funding for Community and Economic Development initiatives such as 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: $250,000 Aid to Human Service Agencies $105,200 Community Event/ Program Funding $236,800 ICCVB — Community / Economic Development Assistance $100,000 Economic Development Assistance 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. Expenditures for supplies are budgeted at $1.4 million in FY2016. Individual items under $5,000 which may have been categorized as capital outlay in prior years are now budgeted within the supplies category for FY2012 and beyond. This adjustment is in line with the capitalization threshold utilized in the comprehensive annual financial report. 4. Capital Outlay - General Fund capital outlay is budgeted at $2.1 million in FY2016 and includes police vehicle replacements, library materials, operating equipment, and building maintenance and improvements of $5,000 or greater. 5. Debt Service - This category is budgeted at $400,000 in FY2016. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 6. Contingency - A General Fund contingency amount is established each fiscal year for those unforeseen expenditures that arise following formal adoption of the annual budget. This amount is available for appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at % of one percent (1%) of General Fund expenditures (excluding transfers) - approximately $367,000 in FY2016. 7. Transfers Out - This category is budgeted at $25.6 million in FY2016. The majority of transfers out is the result of local option sales tax funds of $21.3 million to capital projects for the Iowa City Gateway Project (Dubuque Street) and transit property taxes of $3.1 million that is transferring into the Transit Fund. inFl C. FUND BALANCE It is part of the City's Financial Reserves policy that General Fund's unassigned fund balance not fall below twenty percent (20%) of expenditures, with a ceiling of thirty percent (30%). This policy also states that fund balance in excess of thirty percent (30%) of expenditures would be transferred to the City's Emergency fund, used to retire outstanding debt, and/or used to provide property tax relief. In FY2013, $1.9 million of the unassigned balance was used to repay the Landfill Fund for construction of Fire Station #2 ($946,000), Fire Station #4 ($822,000), Terry Trueblood Rec Area ($111,000), and Senior Center Building Envelope ($15,000). In FY2014, $1.7 million of the unassigned balance was used to transfer into the City's Emergency fund. Also, $1.3 million in FY2015 of unassigned balance will be used to transfer into the City's Emergency fund. General Fund's unassigned fund 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 Octo- ber/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3Months @ Sept. 30 Receipts Expenditures Shortfall FY2015 $ 10,366,653 $ 16,959,430 $ (6,592,777) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) 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) 110 Fund Balance', July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In: Operating Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures by Department: City Council City Clerk City Attorney City Manager Finance Police Fire Parks and Recreation Library Senior Center Neighborhood & Development Services Public Works Transportation Services Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement Improvement Res Fund General Levy Emergency Fund Transfers Out - Transit Fund Misc Transfers Out IntrFund Loan Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance', June 30 Adjustments to Cash/Non-Cash Asset/Liab Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City General Fund (1000 - 1023) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 38,069,998 $ 46,294,999 $ 44,499,871 $ 47,793,327 $ 43,151,518 $ 23,462,723 $ 26,782,560 $ 27,937,740 $ 28,437,600 $ 29,486,191 $ 29,804,437 $ 29,804,437 661 1,897 2,626 - - - 10,619,112 10,536,839 2,947,501 2,231,144 2,428,855 2,428,855 1,309,888 1,777,267 1,659,843 1,574,249 2,235,526 2,235,496 1,456,551 619,227 647,032 753,220 556,656 556,656 5,549,428 2,661,403 2,789,683 3,401,207 3,801,259 3,801,259 2,442,843 1,469,628 1,357,363 1,288,115 1,277,691 1,277,691 4,371,667 4,484,836 4,502,885 4,804,686 4,478,841 4,646,980 1,381,751 1,451,159 5,565,082 4,685,613 951,781 151,781 53,914,461 50,939,996 47,909,615 48,224,425 45,535,046 44,903,155 12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389 12,380,414 9,339,373 10,870,809 10,170,248 10,684,362 9,192,389 $ 66,294,875 $ 60,279,369 $ 58,780,424 $ 58,394,673 $ 56,219,408 $ 54,095,544 $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355 533,569 489,167 533,845 516,040 576,888 522,663 654,080 654,800 676,519 713,474 712,939 733,912 1,509,148 1,468,756 1,500,672 1,906,742 2,260,704 2,285,143 4,050,405 3,568,749 3,475,824 3,895,885 4,097,972 4,226,027 11,388,735 11,443,807 12,248,973 13,216,781 12,892,439 13,129,461 7,001,473 7,093,507 7,401,786 7,875,910 7,754,662 7,973,413 7,345,484 7,168,745 7,382,727 8,409,223 8,147,163 8,246,871 5,758,770 5,692,845 5,877,520 6,038,379 6,150,211 6,239,306 828,740 840,519 825,124 936,159 898,419 904,928 3,045,463 4,725,280 8,597,166 9,192,345 5,326,434 4,311,909 1,200,824 1,156,093 1,142,899 1,298,916 1,390,342 1,430,411 6,520,244 - - - - - 49,970,857 44,405,272 49,786,353 54,115,992 50,327,585 50,126,398 5,364,893 8,269,562 769,848 4,217,623 22,017,600 775,365 117,059 266,650 158,624 140,000 160,052 140,000 1,618,372 - - - - - 270,912 209,729 190,470 190,087 219,996 226,234 - - 1,656,058 1,338,516 - - - 4,027,141 2,858,163 2,971,842 3,110,548 3,109,511 195,819 2,832,102 67,452 62,422 72,422 72,422 798,767 1,954,435 - - - - 8,365,822 17,559,619 5,700,615 8,920,490 25,580,618 4,323,532 $ 58,336,679 $ 61,964,891 $ 55,486,968 $ 63,036,482 $ 75,908,203 $ 54,449,930 $ 46,028,193 $ 44,609,478 $ 47,793,327 $ 43,151,518 $ 23,462,723 $ 23,108,336 266,806 (90,477) - - - - - (19,130) - - - - 46,294,999 44,499,871 47,793,327 43,151,518 23,462,723 23,108,336 29,190,545 27,380,775 29,808,720 26,668,219 5,432,221 5,587,049 $ 17,104,454 $ 17,119,096 $ 17,984,607 $ 16,483,299 $ 18,030,502 $ 17,521,287 29% 28% 32% 26% 24% 32% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 111 City of Iowa City General Fund Assigned, Committed & Restricted Fund Balance Assigned: (Available for current and / or future operations) Library Special Revenue Funds Library Escrow Library Foundation Development Library Equipment Replacement Reserve Library Computer Replacement Reserve Senior Center Gift Funds New Horizons Band Cable Replacement Reserves Emergency Funds Energy Efficiency Revolving Loan Fund Transit Reserve: Grant & Levy Restrictions Fire Dept. Donations Fire Equipment Replacement Reserve Honor Guard Donation Police Department Donations Park Land Acquisition Reserve Park Land Development Reserve Cemetery Flags & Flagpoles Program Restricted: (Not available for general operations) Police Forfeiture Share Local Option Sales Tax Restricted (Unspent Bond Proceeds) Restricted (Develop/Constr Escrows) Total Assigned I Committed / Restricted: Unassigned: General Fund Ending Fund Balance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 276,279 $ 264,249 $ 653,297 $ 679,951 $ 730,693 $ 804,782 298,942 383,431 - - - - - (1,968) (2,242) (2,242) (2,242) (2,242) 109,936 108,578 143,824 161,246 158,168 175,590 82,962 76,977 - - - - 34,014 33,633 33,709 18,731 8,731 8,731 5,478 7,636 1,546 905 674 135 - - - - 153,804 163,804 - - 1,656,058 2,994,574 2,994,574 2,994,574 - - - 15,593 30,593 84,449 3,510,848 - - - - - 25 - - - - - 557,188 626,562 626,562 739,331 739,331 739,331 1,054 3,529 - - - - 1,448 1,106 - - - - 185,608 185,608 185,608 185,608 185,608 185,608 23,437 23,437 23,437 23,437 23,437 23,437 1,212 1,212 - - - $ 5,088,431 $ 1,713,990 $ 3,321,799 $ 4,817,134 $ 5,023,371 $ 5,178,199 $ 464,039 $ 630,118 $ 528,507 $ 193,486 $ 93,486 $ 93,486 21,836,156 23,335,333 25,252,557 21,657,599 315,364 315,364 - - 705,857 - - - 1,801,920 1,701,334 - - - $ 24,102,114 $ 25,666,785 $ 26,486,921 $ 21,851,085 $ 408,850 $ 408,850 $ 29,190,545 $ 27,380,775 $ 29,808,720 $ 26,668,219 $ 5,432,221 $ 5,587,049 17,104,454 17,119,096 17,984,607 16,483,299 18,030,502 17,521,287 $ 46,294,999 $ 44,499,871 $ 47,793,327 $ 43,151,518 $ 23,462,723 $ 23,108,336 112 Property Taxes Current Taxes Delinquent Property Taxes Delinquent Taxes Other City Taxes Other City Taxes Licenses And Permits General Use Permits Food & Liq Licenses Professional License Franchise Fees Misc Permits & Lic Const Per & Ins Fees Misc Lic & Permits Use Of Money And Property Interest Revenues Rents Parking Ramp Revenue Royalties & Commiss Intergovernmental Fed Intergovnt Rev Property Tax Credits State 28E Agreements Operating Grants Disaster Assistance Other State Grants Local 28E Agreements Charges For Fees And Services Building & Devlpmt Police Services Animal Care Services Fire Services Transit Fees Culture & Recreation Library Charges Misc Charges For Svc Water Charges Refuse Charges Parking Charges Miscellaneous Code Enforcement Parking Fines Library Fines & Fees Contrib & Donations Printed Materials Animal Adoption Misc Merchandise Intra -City Charges Other Misc Revenue Special Assessments Other Financial Sources Sale Of Assets Bonds Loans Total Revenues City of Iowa City General Fund Revenues by Type 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Proiect $ 26,782,560 $ 27,937,740 $ 28,437,600 $ 29,486,191 $ 29,804,437 $ 29,804,437 661 1,897 2,626 - - - 10,619,112 10,536,839 2,947,501 2,231,144 2,428,855 2,428,855 52,803 71,396 82,747 68,992 80,686 80,656 99,187 109,068 100,437 103,933 99,912 99,912 17,310 18,190 16,610 17,955 16,610 16,610 - - - - 727,698 727,698 3,450 3,310 4,195 3,360 4,195 4,195 1,111,460 1,553,320 1,427,856 1,356,956 1,280,144 1,280,144 25,678 21,983 27,998 23,053 26,281 26,281 353,442 240,017 201,307 150,887 102,177 102,177 472,812 341,012 418,631 580,849 431,454 431,454 609,937 17,035 - - - - 20,360 21,163 27,094 21,484 23,025 23,025 2,367,581 66,936 120,228 118,802 17,374 17,374 49,372 57,528 72,550 631,581 1,256,102 1,256,102 1,416,759 1,504,557 1,370,309 1,624,187 1,397,715 1,397,715 61,033 76,694 90,067 81,500 90,067 90,067 1,101 122,522 3,633 - - - 851,635 178,284 308,935 131,315 194,103 194,103 801,947 654,882 823,961 813,822 845,898 845,898 311,445 393,429 401,648 314,484 335,347 335,347 135,035 269,023 88,193 50,270 31,335 31,335 9,539 8,873 9,230 11,420 10,000 10,000 9,086 10,529 8,573 10,305 7,500 7,500 1,121,409 - - - 900 900 780,074 728,364 768,033 831,155 805,961 805,961 304 57 46 57 - - 66,574 53,188 44,802 47,209 49,810 49,810 6,680 5,869 6,094 5,869 6,094 6,094 2,697 296 574 296 574 574 - - 30,170 17,050 30,170 30,170 455,264 451,306 415,839 455,386 415,841 415,841 470,104 420,040 315,419 500,000 315,419 315,419 201,157 182,418 175,666 182,418 175,666 175,666 236,566 390,624 318,367 286,139 286,386 284,386 38,607 38,874 45,674 39,329 43,136 43,136 13,020 10,620 9,557 11,264 11,060 11,060 36,340 25,462 23,376 27,384 26,488 26,488 2,665,720 2,585,123 2,847,665 2,737,292 2,764,196 2,964,196 253,149 379,356 350,343 565,474 439,670 409,809 1,740 1,013 979 - 979 979 1,183,162 549,549 1,683,887 2,136,969 494,150 94,150 - - 1,000,000 500,000 - - 198,589 901,610 2,881,195 2,048,644 457,631 57,631 $ 53,914,461 $ 50,939,996 $ 47,909,615 $ 48,224,425 $ 45,535,046 $ 44,903,155 113 City of Iowa City General Fund Expenditures by Department and Division 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected City Council City Attorney City Council $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355 City Clerk City Clerk 533,569 489,167 533,845 516,040 576,888 522,663 Police Citizen Review Board City Attorney City Attorney 654,080 654,800 676,519 713,474 712,939 733,912 City Manager City Manager 577,187 566,010 538,785 593,554 599,346 616,298 Communications Office 286,241 257,001 285,044 490,187 835,394 820,792 Human Resources 416,151 412,215 414,271 492,016 487,350 500,482 Human Rights 229,569 233,530 262,572 330,985 338,614 347,571 Finance Finance Adminstration 2,020,336 1,543,026 1,447,968 1,865,165 1,994,375 2,064,232 Accounting 752,835 785,592 764,176 768,181 780,698 803,047 Purchasing 323,862 283,274 309,725 302,947 335,165 344,946 Revenue 953,372 956,857 953,955 959,592 987,734 1,013,802 Police Police Administration 738,252 737,532 741,617 783,841 870,944 895,466 Police Administrative Services 1,729,034 1,712,112 1,820,848 1,939,698 2,044,851 2,101,121 Police Field Operations 8,921,449 8,994,163 9,686,508 10,493,242 9,976,644 10,132,874 Fire Fire Administration 796,569 791,222 758,093 813,001 923,147 986,010 Fire Emergency Operations 5,851,931 5,957,389 6,271,096 6,600,413 6,432,842 6,578,130 Fire Prevention 197,402 185,249 191,601 260,845 209,300 214,929 Fire Training 155,571 159,647 180,996 201,651 189,373 194,344 Parks and Recreation Park and Rec Admin 817,035 797,858 760,043 1,276,584 1,031,943 1,058,736 Recreation 2,801,548 2,870,350 2,852,525 3,066,959 2,993,065 3,014,087 Park Maintenance 3,345,784 3,184,891 3,452,490 3,715,273 3,768,398 3,810,485 Cemetery Operations 381,117 315,647 317,669 350,407 353,757 363,563 Library Library Operations 5,758,770 5,560,202 5,767,401 5,847,418 5,975,382 6,059,233 Library Foundation Office - 132,644 110,119 190,961 174,829 180,074 Senior Center Senior Center 828,740 840,519 825,124 936,159 898,419 904,928 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 598,069 544,553 614,051 874,612 491,650 429,681 Neighborhood Services 899,975 2,601,543 6,079,302 6,313,428 2,452,357 1,437,880 Economic Development 445,625 588,884 810,266 919,177 1,048,932 1,072,954 Development Services 1,101,794 990,299 1,093,547 1,085,128 1,333,495 1,371,394 Public Works Public Works Administration 274,406 279,099 285,641 295,662 307,369 316,418 Engineering Services 926,418 876,994 857,258 1,003,254 1,082,973 1,113,993 Transportation Services Transit Operations 6,520,244 - - - - Total Expenditures: $ 49,970,857 $ 44,405,272 $ 49,786,353 $ 54,115,992 $ 50,327,585 $ 50,126,398 114 IN III WYK0111LlNI 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: Service expenditures include the City's dues for the Iowa League of Cities and the National League of Cities. 115 FY2014 FY2015 FY2016 Adopted Total FTE's 7.00 7.00 7.00 Financial Highlights: Service expenditures include the City's dues for the Iowa League of Cities and the National League of Cities. 115 City of Iowa City 4ctivity Summan Hcuvlry: ony councu t-i-lu luuji runa: general j1 uuuj Division: City Council (110100) Department: City Council 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 133,922 $ 102,334 $ 121,449 $ 116,138 $ 119,412 S 122,355 Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE City Council Total Personnel 000 I,OYJ $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355 $ 57,282 $ 54,364 $ 54,515 $ 54,365 $ 55,451 $ 57,115 64,569 46,952 66,844 56,748 58,899 60,077 2,368 1,685 1,939 5,025 5,062 5,163 9,703 - - - $ 133,922 $ 103,002 $ 123,298 $ 116,138 $ 119,412 $ 122,355 2012 2013 2014 2015 2016 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 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 Citizens Police Review Board (CPRB). The Citizens Police 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 CPRB 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. HIGHLIGHTS Recent Accomplishments: • Conversion of 1977-1990 meeting folders Upcoming Challenges: • New taxi regulations • Election procedures (City no longer handles; County to administer) • Ongoing updates of on the older sections of Oakland Cemetery. Staffing: Staffing Level Change Summary: There are no staffing level changes in fiscal year 2016 budget. 117 FY2014 FY2015 FY2016 Adopted Total FTE's 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2016 budget. 117 Service Level Change Summary: There are no service level changes in fiscal year 2016 budget. Financial Highlights: Fiscal year 2016 service expenditures include funds to cover the costs for the City's biennial election, and for continuing conversion of microfilm records into electronics for permanent storage. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal/Objective: Performance Measures: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Provide support to the City Council, City staff, and individuals to implement strategic plan. 118 CY 2010 CY 2011 CY 2012 CY 2013 Ordinances & Resolutions Received and Finalized (including attached 560 439 584 408 documents etc. Contracts) Hours Processing Initiatives and Referendum New Measure New Measure New Measure 238 Petitions Legal Publications New Measure New Measure New Measure 489 Published Council Meeting and Information Packets New Measure New Measure New Measure 111 Distributed 118 Strategic Plan Goal: Department Goal/Objective: Performance Measures: Healthy Neighborhoods & A Strong Urban Core Assist in dissemination of City Code information and in enforcement; Accept subdivision applications; liquor licenses; taxicab licenses; entertainment venues; special exceptions; cigarette permit; solid waste container permits. Strategic Plan Goal: Department Goal/Objective: Performance Measures: Enhanced Communication and Marketing Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.); and ad hoc committees. Archive documents as required by state code. CY 2010 CY 2011 CY 2012 CY 2013 Number of Licenses and Commissions Meetings New Measure New Measure New Measure 772 Permits Processed New Measure New Measure New Measure 20 Board & Commission Review Board, Senior New Measure New Measure New Measure 64 Applications Processed Strategic Plan Goal: Department Goal/Objective: Performance Measures: Enhanced Communication and Marketing Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.); and ad hoc committees. Archive documents as required by state code. 119 CY 2010 CY 2011 CY 2012 CY 2013 Number of Committees/ Commissions Meetings Staffed (Diversity, Charter New Measure New Measure New Measure 20 Review, Citizens Police Review Board, Senior Services) Number of Images Electronically Archived (JC New Measure New Measure New Measure 14,005 Recorder and Project Files) Number of Board and Commission Meeting New Measure New Measure New Measure 173 Packets Archived 119 City of Iowa City kctivity Summan Division: City Clerk (120100) 15,335 13,825 15,335 Department: City Clerk 13,825 3,300 4,200 5,990 4,200 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Prosection Revenues: General Revenues Subsidy Licenses And Permits Professional License Miscellaneous Code Enforcement Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary City Clerk Deputy City Clerk License Specialist Total Personnel $ 501,994 $ 453,793 $ 490,850 $ 480,649 $ 537,297 $ 482,936 14,605 15,335 13,825 15,335 13,825 13,825 3,300 4,200 5,990 4,200 5,990 5,990 10,445 11,512 13,266 11,512 12,966 12,966 303 94 57 94 570,078 $ - $ 530,647 $ 484,934 $ 523,988 $ 511,790 $ 570,078 $ 515,717 $ 398,648 $ 407,730 $ 411,831 $ 416,544 $ 423,761 $ 436,474 124,134 69,291 105,929 82,571 139,873 72,670 7,865 7,913 6,228 12,675 6,444 6,573 $ 530,647 $ 484,934 $ 523,988 $ 511,790 $ 570,078 $ 515,717 General Revenues Subsidy $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946 2012 2013 2014 2015 2016 $ 6,810 $ 6,946 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 Activity Summary Citizens Police Review Board (120200) Division: City Clerk Fund: General (1000) Department: City Clerk 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946 Total Revenues $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946 Expenditures: Personnel $ - $ - $ 585 $ - $ - $ - Services 2,922 4,233 9,272 4,250 6,810 6,946 Total Expenditures $ 2,922 $ 4,233 $ 9,857 $ 4,250 $ 6,810 $ 6,946 120 RINwail ato] :701WA 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: Staffing Level Change Summary: In fiscal year 2016, the City Attorney's position has increased from .60 FTE to 1.00 FTE while two full-time Assistant City Attorney positions have been reduced from 1.00 FTE to .75 FTE each. Total change in the FTE for the City Attorney's Office in fiscal year 2016 is a reduction of .10 FTE. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The City Attorney's Office has had a fairly stable budget over the past four years. GOALS, OBJECTIVES, and MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing 121 FY2014 FY2015 FY2016 Adopted Total FTE's 5.60 5.50 5.50 Staffing Level Change Summary: In fiscal year 2016, the City Attorney's position has increased from .60 FTE to 1.00 FTE while two full-time Assistant City Attorney positions have been reduced from 1.00 FTE to .75 FTE each. Total change in the FTE for the City Attorney's Office in fiscal year 2016 is a reduction of .10 FTE. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The City Attorney's Office has had a fairly stable budget over the past four years. GOALS, OBJECTIVES, and MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing 121 Department Goal/Objective: Measures: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Strategic Plan Goal: Department Goal/Objective: Measures: Healthy Neighborhoods & A Strong Urban Core Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority CY 2010 CY 2011 CY 2012 CY 2013 Ordinances & Resolutions Approved (including 378 469 462 366 Misdemeanors 560 439 584 408 attached documents New Measure New Measure New Measure 32 etc. Contracts) Public Meetings of City New Measure New Measure New Measure 50 Council, Boards and New Measure New Measure New Measure 90 Commissions Staffed by City Attorney's Office Cases in State and Federal Courts and New Measure New Measure New Measure 51 Administrative Agencies Strategic Plan Goal: Department Goal/Objective: Measures: Healthy Neighborhoods & A Strong Urban Core Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority 122 CY 2010 CY 2011 CY 2012 CY 2013 Prosecution of Simple 378 469 462 366 Misdemeanors Municipal Infraction Trials New Measure New Measure New Measure 32 Housing Authority Hearings New Measure New Measure New Measure 50 122 Strategic Plan Goal: Department Goal/Objective: Measures: Healthy Neighborhoods Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout) 123 CY 2010 CY 2011 CY 2012 CY 2013 Number of Closings 47 52 24 27 123 City of Iowa City 4ctivity Summan Division: City Attorney (130100) Department: City Attorney Expenditures Personnel 2012 2013 2014 2015 2016 2017 Services Actual Actual Actual Revised Budget Projection Revenues: 7,675 7,368 6,900 7,945 7,728 7,883 General Revenues Subsidy $ 575,224 $ 554,601 $ 591,999 $ 636,730 $ 625,095 $ 646,068 Miscellaneous 1.00 Legal Assistant 1.00 1.00 1.00 1.00 Code Enforcement 409 612 764 612 764 764 Intra -City Charges 75,874 96,430 82,271 72,975 85,595 85,595 Other Misc Revenue 2,573 3,157 1,485 3,157 1,485 1,485 Printed Materials 44 Total Revenues $ 654,080 $ 654,800 $ 676,563 $ 713,474 $ 712,939 $ 733,912 Expenditures Personnel $ 615,541 $ 618,798 $ 636,717 $ 674,697 $ 671,398 $ 691,540 Services 30,864 28,634 32,902 30,832 33,813 34,489 Supplies 7,675 7,368 6,900 7,945 7,728 7,883 Total Expenditures $ 654,080 $ 654,800 $ 676,519 $ 713,474 $ 712,939 $ 733,912 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 1.50 1.50 City Attorney 0.60 0.60 0.60 1.00 1.00 First Asst City Attorney 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.60 5.60 5.50 5.50 124 IN III WdLVA /eU FiTC]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 residents, 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: Financial Highlights: The fiscal year 2015-2016 City Manager's Office budget is a 0.98% increase compared with the prior year's budget. Notable changes from the previous year's budget include an increase in permanent full-time personnel expenditures through scheduled merit increases, a decrease of $26,000 in temporary staff expenditures for the Management Intern position, and a $5,000 increase in city sponsored event funding. 125 FY2014 FY2015 FY2016 Adopted Total FTE's 3.00 3.00 3.00 Financial Highlights: The fiscal year 2015-2016 City Manager's Office budget is a 0.98% increase compared with the prior year's budget. Notable changes from the previous year's budget include an increase in permanent full-time personnel expenditures through scheduled merit increases, a decrease of $26,000 in temporary staff expenditures for the Management Intern position, and a $5,000 increase in city sponsored event funding. 125 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong Urban Core Department Goal: Support the cultural and economic vibrancy of the City while allowing citizens to use City -owned property. Department Objective: Process public assembly, parade, use of City Plaza, and ambulatory vendor permits in a manner that supports the cultural and economic vibrancy of the downtown and near downtown areas while protecting public safety. Performance Measures: Permits Processed CY 2010 CY 2011 CY 2012 CY 2013 159 154 151 129 Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Keep the City Council informed with the City's accomplishments and future plans that further the strategic plan goals. Department Objective: Report strategic plan progress to Council, at a minimum, every four months. These updates should include specific projects and initiatives that support strategic plan goals. Performance Measures: Strategic Plan Report Updates Goal CY 2010 CY 2011 CY 2012 CY 2013 > 3 New Measure New Measure 3 3 1W Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Strategic Economic Development Activities & Enhanced Communication and Marketing Enhance community relations to encourage cooperative projects to help improve residents' lives in the community. Engage with local community and economic development organizations to develop collaborative relationships to coordinate service delivery and foster economic development. United Way and Iowa City Area Development Group (ICAD) Functions Attended CY 2010 CY 2011 CY 2012 CY 2013 New Measure 40 69 67 127 City of Iowa City 4ctivity Summan Activity: City Manager (210100) 445,186 $ 464,084 $ 494,183 $ 496,533 $ Fund: General (1000) Division: City Manager (210100) 118,598 73,449 95,371 100,838 Department: City Manager 576 1,252 4,000 1,975 2,015 ,650 2012 2013 2014 2015 2016 2017 593,554 $ Actual Actual Actual Revised Budget Projection Revenues: 2012 2013 2014 2015 2016 General Revenues Subsidy $ 577,182 $ 565,510 $ 538,622 $ 591,554 $ 597,683 $ 614,635 Licenses And Permits - - 1.00 1.00 - Parade/Assembly Permit Fee - - - 1,500 1,500 1,500 Miscellaneous 1.00 1.00 1.00 1.00 1.00 Other Misc Revenue 5 500 163 500 163 163 Total Revenues $ 577,187 $ 566,010 $ 538,785 $ 593,554 $ 599,346 $ 616,298 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Adm Assistant To City Manager Administrative Analyst Assistant To The City Manager Asst City Manager City Manager Total Personnel $ 507,942 $ 445,186 $ 464,084 $ 494,183 $ 496,533 $ 511,429 66,600 118,598 73,449 95,371 100,838 102,855 2,645 576 1,252 4,000 1,975 2,015 ,650 $ 577,187 $ 566,010 $ 538,785 $ 593,554 $ 599,346 $ 616,298 2012 2013 2014 2015 2016 1.00 1.00 1.00 - - - - - 1.00 1.00 - - 1.00 - 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 128 Isle] LVA ILVA [MLlI16YA110]LlP111111]aaMa Communications Office 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 and manages social media to promote City events and programs, and works closely with Cable staff on public and educational programming. The team coordinates with City staff on policies and procedures, publicizes events, and supports 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. Cable TV Administration Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for citizens with the local cable company, 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) 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. Cable produces local government and community video programming including local public meetings and presentations such as the Iowa City City Council and the Iowa City Foreign Relations Council; 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 performances. The Cable office also schedules programming on City Channel 4, operates InfoVision 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. HIGHLIGHTS The Cable TV office was merged into the Communications Office this year. This allows the Communications Office to have primary oversight of City -produced news, streamlining our news coordination efforts and reducing overlap and expenses. The Cable TV operations were previously accounting for in an Enterprise fund but were transferred to the General Fund in fiscal year 2016. 129 Recent Accomplishments: This year, the Communications Office has worked to strengthen working partnerships with staff and information -sharing and coordination of news among departments, as well as with the University of Iowa. The result has been expanded media coverage and greater event success. Some examples include: Animal Center: Groundbreaking ceremony on new facility City Manager's Office: Streetscape project; Downtown efforts such as Parents Night Out; Blue Zones marketing and assistance in worksite certification Fire Department: Creation of Twitter account for the Fire Dept. and continued collaboration in sharing safety messaging and news items Neighborhood & Development Services: South Planning District tours and workshops; sustainability initiative projects with University of Iowa; public art projects; UniverCity and other housing programs; public input events Parks and Recreation Department: Golf fundraiser; 3 on 3 Youth Basketball program; media releases from all divisions Police: National Night Out; 3 on 3 Youth Basketball program; Youth Police Academy; Downtown policing efforts; Crime Prevention media releases and program materials Public Works: Landfill & Recycling's ECO Iowa City program; ribbon -cutting ceremony and open house for new Wastewater Treatment Plant; expansion and implementation of snow emergency communication plan Social Media: The City's social media accounts, Facebook, Twitter, Instagram, Google+ and Linkedln continue to attract more followers through consistent use and interaction with the public. Recent roll-out of the Nextdoor social media network will serve as an additional outreach tool for neighborhoods. Customer Service: Introduced the customer service reporting software, ICgovXpress, throughout the City organization to improve customer service and streamline internal communication. In April 2014, the Cable TV office received an award for an entry in a regional video competition sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa City, involving local elected officials, won first prize in its category. The program also won "Best in Show' among government -produced programs. In October 2014, the Cable TV office submitted a public service announcement (PSA) for consideration in a national competition sponsored by the National Association of Telecommunications Officials and Advisors. The PSA highlighted the City's ICgovXpress mobile app and received a third-place award. 130 Upcoming Challenges: The Communications staff has begun a complete redesign of the City's website. A 28E agreement was negotiated with the University of Iowa, and Communications staff has been working closely with the development team on the new site. As visual media consumption takes on new forms, it will be essential that consideration be given to new ways of packaging and distributing important City and community information to local residents. This will include the continued development of video programming formats that are in line with growing trends, such as mobile viewing and integration with social media. In fiscal year 2016, the Cable Television operations have merged into the Communications Office. Prior year activity for the Cable Television operations can be found in the Cable Television Fund in the Enterprise Fund section of the budget. Staffing: Staffing Level Change Summary: The Cable Television operations staff has been combined with the Communications Office staff in the fiscal year 2016 budget. Prior year staffing information for the Cable Television operations can be found as part of the Cable Television Fund in the Enterprise Fund section of the budget. Service Level Change Summary: There are no service level changes in the fiscal year 2016 budget. Financial Highlights: The fiscal year 2015 revised budget in the Communications Office includes funding for an upgrade to the Laserfiche software that provides the document imaging and storage functions. In fiscal year 2016, funding for advertising and marketing was reduced; however, additional funding was added for language interpreter services and web hosting services. 131 FY2014 FY2015 FY2016 Adopted Total FTE's 3.00 3.00 7.50 Staffing Level Change Summary: The Cable Television operations staff has been combined with the Communications Office staff in the fiscal year 2016 budget. Prior year staffing information for the Cable Television operations can be found as part of the Cable Television Fund in the Enterprise Fund section of the budget. Service Level Change Summary: There are no service level changes in the fiscal year 2016 budget. Financial Highlights: The fiscal year 2015 revised budget in the Communications Office includes funding for an upgrade to the Laserfiche software that provides the document imaging and storage functions. In fiscal year 2016, funding for advertising and marketing was reduced; however, additional funding was added for language interpreter services and web hosting services. 131 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase opportunities for citizen engagement and education Department Objective: Utilize social media, website, video messaging and media outreach to provide access to a wide audience Performance Measures: Social media growth and digital outreach using e -subscription service Video Programming FY 2011 FY 2012 FY 2013 FY 2014 Twitter New Measure New Measure 574 2,742 Facebook New Measure New Measure 520 1,191 Media release activity 706 751 813 826 Video Programming Note: Includes full-length and short programs, public service announcements, and program segments 132 FY 2011 FY 2012 FY 2013 FY 2014 Programming promoting downtown activities and 25 34 42 54 organizations Programming promoting general City initiatives, 125 142 160 150 projects, and public input Note: Includes full-length and short programs, public service announcements, and program segments 132 City of Iowa City 4ctivity Summan Hctivlry: communications vrrlce tc-lucuu) r-una: general jluuuj Division: Communications Office (210200) Department: City Manager 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 267,205 $ 257,001 $ 285,044 S 490,187 $ 370,053 8 376,979 Miscellaneous Intra -City Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Communications Assistant Communications Coordinator Document Services Supv Document Specialist Digital Communications Spec Sr. Document Specialist Total Personnel Capital Outlay Office Equipment Software Total Capital Outlay IJ,VJO $ 286,241 $ 257,001 $ 285,044 $ 490,187 $ 370,053 $ 376,979 $ 266,548 $ 239,874 $ 256,834 $ 269,389 $ 289,113 $ 297,786 16,383 14,942 26,539 127,222 61,770 63,005 3,310 2,186 1,671 15,757 15,870 16,187 - - - 77,819 3,300 - $ 286,241 $ 257,001 $ 285,044 $ 490,187 $ 370,053 $ 376,979 4.00 2.00 3.00 3.00 3.00 2012 2013 2014 2015 2016 - - 1.00 1.00 1.00 - - 1.00 1.00 1.00 1.00 1.00 - - - 2.00 - - - - - - 1.00 1.00 1.00 1.00 1.00 - - 4.00 2.00 3.00 3.00 3.00 2015 2016 133 $ - $ 3,300 77,819 $ 77,819 $ 3,300 City of Iowa City Activitv Summar Mu Livny. �Ouie Muneuiauauvu 14 rv. IV/ ruuu. Weuerai ruuu 1 rvvvJ Division: Communications Office (210200) Department: City Manager 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Protected Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Clerical Assistant - Cable T.V. Communications Tech - Cable Media Production Service Coordinator Production Asst - Cable T.V. Special Projects Asst - Cable Total Personnel $ - $ - $ - $ - $ 727,698 $ 727,698 835 835 144 144 $ - $ - $ - $ - $ 728,677 $ 728,677 $ - $ - $ - $ - $ 364,137 $ 375,061 57,840 58,997 9,564 9,755 $ - $ - $ - $ - $ 431,541 $ 443,813 2012 2013 2014 2015 2016 0.50 1.00 1.00 1.00 1.00 4.50 Activitv Sum Division: Communications Office (210200) Department: City Manager 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Transfer In: Transfer -In from Cable Operations $ - $ - $ - $ - $ 10,000 $ 10,000 Total Transfer In $ - $ - $ - $ - $ 10,000 $ 10,000 Expenditures Capital Outlay $ - $ - $ - $ - $ 33,800 $ - Total Expenditures $ - $ - $ - $ - $ 33,800 $ - Capital Outlay 2015 2016 Video Production Equipment $ - $ 33,800 Total Capital Outlay $ - $ 33,800 134 Lei LVA 1e1 :910111 No] *I 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 customers, 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 620 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 HIGHLIGHTS Recent Accomplishments: • Completed implementation of Munis Payroll, Employee Self Service, Benefits Administration and Applicant Tracking (January 2015 go -live) modules • Completed Firefighter entry-level testing and certified hiring list of 27 candidates in April 2014 in compliance with Chapter 400 of the Code of Iowa • Completed Police Officer entry-level testing and certified hiring list of 23 candidates in September 2014 in compliance with Chapter 400 of the Code of Iowa • Police promotional testing for the ranks of Sergeant, Lieutenant and Captain (to be completed November 2014) in compliance with Chapter 400 of the Code of Iowa • City Employee Wellness Committee achieved Blue Zones Worksite designation for City Hall • Implemented changes to recruitment, outreach, application and candidate screening processes aimed at increasing diversity of applicant pools for open positions Upcoming Challenges: • Kronos time and attendance software implementation • Collective bargaining for FY16 agreements with AFSCME and Police Labor Relations Organization 135 • Fire Department promotional testing for the ranks of Lieutenant, Captain, Battalion Chief, and Deputy Fire Chief in compliance with Chapter 400 of the Code of Iowa Staffing: Staffing Level Change Summary: There are no staff level changes budgeted for fiscal year 2016. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The budgeted expenditures for services has been reduced from fiscal year 2015 to fiscal year 2016 by 17% primarily due to the expenditures for the police and fire promotional testing in fiscal year 2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. FY2014 FY2015 FY2016 Adopted Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staff level changes budgeted for fiscal year 2016. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The budgeted expenditures for services has been reduced from fiscal year 2015 to fiscal year 2016 by 17% primarily due to the expenditures for the police and fire promotional testing in fiscal year 2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. Performance Measures: Averages FY 2011 FY 2012 FY 2013 FY 2014 Number of Internal 5.19% 7.01% 21 15 26 25 Hires Number of External $241.10 $268.21 $240.62 $68.14 per External Hire 103 99 105 98 Hires 11.61 10.43 9.97 8.32 Positions posted but 5 6 9 13 not filled Averages Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees or Recreation program hourly staff. City Employee Turnover Rate CY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Days to Fill Vacant 5.19% 7.01% 45.47 38.23 43.65 44.18 Position Advertising Expense $241.10 $268.21 $240.62 $68.14 per External Hire Applicants per Hire 11.61 10.43 9.97 8.32 Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees or Recreation program hourly staff. City Employee Turnover Rate CY 2010 CY 2011 CY 2012 CY 2013 6.62% 4.26% 5.19% 7.01% 137 City of Iowa City Activity Summary Activity: Human Resources (210300) Division: Human Resources (210300) $ 327,267 $ 289,562 $ 303,406 $ 317,073 $ Fund: General (1000) Department: City Manager 348,618 2012 2013 2014 2015 2016 2017 119,956 Actual Actual Actual Revised Budget Projection Revenues: Capital Outlay 1,401 General Revenues Subsidy $ 410,016 $ 404,607 $ 396,119 $ 484,408 $ 487,041 S 500,173 Charges For Fees And Services Personnel Services - FTE 2012 2013 2014 2015 2016 Misc Charges For Svc 120 70 90 70 90 90 Intra -City Charges 5,965 7,538 17,843 7,538 - - Other Misc Revenue 50 - 219 1.00 219 219 Total Revenues $ 416,151 $ 412,215 $ 414,271 $ 492,016 $ 487,350 $ 500,482 Expenditures Personnel $ 327,267 $ 289,562 $ 303,406 $ 317,073 $ 338,464 $ 348,618 Services 80,297 114,312 87,037 141,735 117,604 119,956 Supplies 7,186 8,341 23,828 33,208 31,282 31,908 Capital Outlay 1,401 Total Expenditures $ 416,151 $ 412,215 $ 414,271 $ 492,016 $ 487,350 $ 500,482 Personnel Services - FTE 2012 2013 2014 2015 2016 Human Resources Administrator - - 1.00 1.00 1.00 Human Resources Assistant - - 1.00 1.00 1.00 Human Resources Generalist - - 1.00 1.00 1.00 Personnel Administrator 1.00 1.00 - - - Personnel Assistant 2.00 2.00 - - - Personnel Generalist 1.00 1.00 Total Personnel 4.00 4.00 3.00 3.00 3.00 138 i:Lei LVA relLlI:cc] :111 K The Human Rights Office receives, investigates and makes decisions on complaints alleging unlawful discrimination, and works to end discriminatory practices by education, conciliation and enforcement when necessary. The Office also provides educational trainings and presentations on civil rights and illegal discrimination to the public and local businesses/organizations. The Office cooperates with other agencies/organizations both public and private in the planning and conducting of programs designed to educate on civil rights and illegal discrimination and prepares specialized materials including correspondence, brochures, and advertisements on civil rights and illegal discrimination. In addition, the Office plans programs for the community, provides specialized reports to state agencies and the City Council, and serves as secretary and liaison to the Human Rights Commission. Daily office duties include responding to requests and concerns from the public, and making referrals to appropriate agencies as needed. Trainings and continuing legal educations are attended throughout the year by staff to remain knowledgeable on relevant laws concerning civil rights and discrimination. The responsibilities of the equity branch of the office include but are not limited to Contract Compliance with the City's Equal Opportunity Policy, serving as an advisor to the City Manager on issues of equity, inclusion and diversity, liaison to City staff to promote and measure equity within City operations, and preparing the annual report on equity. HIGHLIGHTS Recent Accomplishments: • City wide staff training on Diversity & Inclusion. • Outreach to diverse populations in the community via electronic and print advertisement, presentations, trainings, and specific mailings to local not for profits and social service agencies. • Primary publications and event flyers translated into Spanish, Arabic and Mandarin. Fair housing testing. Upcoming Challenges: • To follow the general duties required by the City code for this office and to strengthen community outreach, materials and advertisements should be available in common languages spoken in this community. • To provide these materials funding needs will increase despite modest increases to overall City budgets. In addition, trainings and certifications of staff to remain up to date on matters of equity and HUD mandates will require additional funding. 139 Staffing: Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2016 budget. Service Level Change Summary: There are no service level changes budgeted in fiscal year 2016. Financial Highlights: Other Professional Services was increased from $8,000 to $11,000. These costs cover mediation on complaints, transcription of complaint interviews, confidential document shredding, translation services (oral and written), trainings, and payment to testers. The increased funding is to cover costs associated with reaching all community members which by necessity includes communicating in a language other than English and having materials and documents translated from English to other languages. Advertising budget of $15,000 is included. This cost is to advertise online and in print for community outreach to diverse populations for City services, programs and employment opportunities will require more adverting. $60,000 is included in both fiscal year 2015 and 2016 budgets for partnerships with other agencies to provide diversification training, outreach, and community participation. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To eradicate discrimination through outreach, education and enforcement. Department Objective: Support and promote equal opportunity. 140 FY2014 FY2015 FY2016 Adopted Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2016 budget. Service Level Change Summary: There are no service level changes budgeted in fiscal year 2016. Financial Highlights: Other Professional Services was increased from $8,000 to $11,000. These costs cover mediation on complaints, transcription of complaint interviews, confidential document shredding, translation services (oral and written), trainings, and payment to testers. The increased funding is to cover costs associated with reaching all community members which by necessity includes communicating in a language other than English and having materials and documents translated from English to other languages. Advertising budget of $15,000 is included. This cost is to advertise online and in print for community outreach to diverse populations for City services, programs and employment opportunities will require more adverting. $60,000 is included in both fiscal year 2015 and 2016 budgets for partnerships with other agencies to provide diversification training, outreach, and community participation. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To eradicate discrimination through outreach, education and enforcement. Department Objective: Support and promote equal opportunity. 140 Performance Measures: Complaints Filed Type FY 2011 FY 2012 FY 2013 FY 2014 Credit New Measure New Measure New Measure 2 Education New Measure New Measure New Measure 2 Employment New Measure New Measure New Measure 16 Housing New Measure New Measure New Measure 5 Public Accommodation New Measure New Measure New Measure 16 Total New Measure New Measure New Measure 41 Demographic Information (voluntarily provided) Age CY 2010 CY 2011 CY 2012 CY 2013 Over 21 New Measure New Measure New Measure 21 Over 60 New Measure New Measure New Measure 8 Sexual Orientation CY 2010 CY 2011 CY 2012 CY 2013 Homosexual New Measure New Measure New Measure 1 Marital Status CY 2010 CY 2011 CY 2012 CY 2013 Single New Measure New Measure New Measure 2 141 National Origin CY 2010 CY 2011 CY 2012 CY 2013 American New Measure New Measure New Measure 6 Chilean New Measure New Measure New Measure 1 Honduras New Measure New Measure New Measure 1 Belgian New Measure New Measure New Measure 1 Sex CY 2010 CY 2011 CY 2012 CY 2013 Female New Measure New Measure New Measure 15 Male New Measure New Measure New Measure 19 Race CY 2010 CY 2011 CY 2012 CY 2013 Disability New Measure New Measure New Measure 6 Race CY 2010 CY 2011 CY 2012 CY 2013 White New Measure New Measure New Measure 16 Black/African-American New Measure New Measure New Measure 13 American Indian New Measure New Measure New Measure 1 Hispanic New Measure New Measure New Measure 3 Asian New Measure New Measure New Measure 2 Requested information is optional therefore some complainants opt to not provide demographical information. 142 City of Iowa City 4ctivity Summan Division: Human Rights (210400) 195,609 $ 203,290 $ 211,091 $ 218,424 $ Department: City Manager 33,519 53,516 115,186 114,199 116,483 4,045 4,402 5,766 2012 2013 2014 2015 2016 2017 330,985 $ Actual Actual Actual Revised Budget Projection Revenues: 2012 2013 2014 2015 2016 General Revenues Subsidy $ 226,292 $ 223,235 $ 250,937 $ 327,985 $ 334,764 S 343,721 Licenses And Permits 1.00 1.00 1.00 1.00 2.50 Misc Lic & Permits 30 90 - - - - Special Events - 8,418 2,250 2,000 2,250 2,250 Contrib & Donations 100 100 100 - 100 100 Other Misc Revenue 3,147 1,687 9,285 1,000 1,500 1,500 Total Revenues $ 229,569 $ 233,530 $ 262,572 $ 330,985 $ 338,614 $ 347,571 Expenditures Personnel Services Supplies Total Expenditures Personnel Services - FTE Human Rights Coordinator Human Rights Investigator Total Personnel $ 195,402 $ 195,609 $ 203,290 $ 211,091 $ 218,424 $ 224,977 30,122 33,519 53,516 115,186 114,199 116,483 4,045 4,402 5,766 4,708 5,991 6,111 $ 229,569 $ 233,530 $ 262,572 $ 330,985 $ 338,614 $ 347,571 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 1.50 1.00 1.00 1.00 1.00 2.50 2.00 2.00 2.00 2.00 143 a I Ll/eU N Aril W LVA11 Ll1131 Mil Eel Ll 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 four activities: Administration, Disaster 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 provides 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. 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. Also, 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. 144 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. Community Event and Program Funding: The City's Community Events and Programming budget has financially supported groups that have requested funding for various community events. • Maintained the City's Aaa bond rating from Moody's Investors Service • Kronos time keeping software is being implemented during FY2015 • Implemented budget process through Munis financial system Recent Accomplishments: • The City's FY2014 budget document earned the GFOA Distinguished Budget Presentation Award. • Updated City Fund Balance policy • Implemented Plan It! Capital improvement program software Staffing: Upcoming Challenges: • Planning for the effects of commercial property tax reform at the state level. • Address SEC MCDC initiative • Overhaul financial policy manual and create new internal audit program Staffing Level Change Summary: There are no changes to the Finance Administration staffing plan for fiscal year 2016. Service Level Change Summary: There are no major service level changes budgeted for fiscal year 2016. Financial Highlights: The fiscal year 2015 budget includes capital costs of acquiring the Kronos timekeeping software for electronic timesheet and time clock management. No capital outlay expenditures are budgeted for fiscal year 2016. 145 FY2014 FY2015 FY2016 Adopted Total FTE's 4.15 4.15 4.15 Staffing Level Change Summary: There are no changes to the Finance Administration staffing plan for fiscal year 2016. Service Level Change Summary: There are no major service level changes budgeted for fiscal year 2016. Financial Highlights: The fiscal year 2015 budget includes capital costs of acquiring the Kronos timekeeping software for electronic timesheet and time clock management. No capital outlay expenditures are budgeted for fiscal year 2016. 145 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Maintain the City's Overall Sustainable Financial Health Department Objective: Maintain the City's Aaa Bond Rating Performance Measures: Moody's Aaa Bond Rating (maintained) FY 2011 FY 2012 FY 2013 FY 2014 Yes Yes Yes Yes Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Budget Award A Solid Financial Foundation Accurate and Timely Financial Reporting Earn the GFOA Distinguished Budget Presentation Award FY 2011 FY 2012 FY 2013 FY 2014 Did not Apply Did not Apply Yes Yes 101 City of Iowa City 4ctivity Summan Division: Finance Administration (310100) $ 316,178 $ 366,855 $ 351,957 $ Department: Finance 389,433 $ 2012 2013 2014 2015 2016 2017 52,301 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 2,781 Capital Outlay 1,850 6,120 9,350 Property Taxes $ 22,441,703 $ 23,492,249 $ 23,964,345 $ 24,847,997 $ 25,116,170 $ 25,116,170 Delinquent Property Taxes 554 1,595 2,213 - - - Other City Taxes 421,220 415,403 407,630 412,633 410,576 410,576 Licenses And Permits Budget Management Analyst 1.00 1.00 2.00 2.00 Food & Liq Licenses 98,363 108,788 99,912 103,933 99,912 99,912 General Use Permits 40,765 51,425 66,246 51,425 66,246 66,246 Use Of Money And Property Total Personnel 2.65 2.65 3.15 3.15 Interest Revenues 122,495 204,196 167,135 122,495 67,930 67,930 Intergovernmental Property Tax Credits 49,372 57,528 72,550 539,041 1,070,284 1,070,284 Miscellaneous Code Enforcement 442,897 418,463 394,104 418,463 394,104 394,104 Intra -City Charges 2,564,470 2,480,670 2,747,381 2,656,294 2,678,601 2,678,601 Other Misc Revenue 22 11 569 - 569 569 Parking Fines 470,104 420,040 315,419 500,000 315,419 315,419 Printed Materials - - 5 - - - Other Financial Sources Sale Of Assets - - 26,000 - - - Transfer In - Bus Type Funds 18,000 18,000 18,414 18,727 18,914 18,914 Total Revenues & Transfer In $ 26,669,965 $ 27,668,367 $ 28,281,923 $ 29,671,008 $ 30,238,725 $ 30,238,725 Expenditures Personnel $ 316,178 $ 366,855 $ 351,957 $ 360,136 $ 389,433 $ 401,116 Services 91,532 82,680 65,071 50,097 52,301 53,347 Supplies 4,073 3,308 3,759 3,719 2,726 2,781 Capital Outlay 1,850 6,120 9,350 Total Expenditures $ 413,633 $ 458,963 $ 420,787 $ 423,302 $ 444,460 $ 457,244 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Budget Management Analyst 1.00 1.00 2.00 2.00 2.00 Finance Director 0.90 0.90 0.90 0.90 0.90 Management Analyst 0.50 0.50 - - Total Personnel 2.65 2.65 3.15 3.15 3.15 ' Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption. Capital Outlay Software Total Capital Outlay 147 2015 2016 $ 9,350 $ $ 9,350 $ City of Iowa City 4ctivity Summan Activity: uisascerAssistance js-wrcuts-lursuj $ 34,507 $ 40,200 $ runs: ueneral j3uuuj Division: Finance Administration 84,512 3,453 2,655 - - Department: Finance $ 119,019 $ 43,653 $ 28,349 $ - $ - $ - Personnel Services - FTE 2012 2013 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 38,847 $ - $ 10,591 $ - $ - $ - Intergovemmental FEMA Reimbursements 72,971 43,428 1,571 - - - StateDisasterAssistance 1,101 122,522 2,834 - - - Other State Grants - - 13,353 - - - Use Of Money And Property Interest Revenues 29 7 - - - - Miscellaneous Other Misc Revenue 6,071 794 - - - - Transfer -In - 26,027 - - - - Total Revenues & Transfer In $ 119,019 $ 192,778 $ 28,349 $ - $ - $ Expenditures Personnel $ 34,507 $ 40,200 $ 25,694 $ - $ - $ - Services 84,512 3,453 2,655 - - Total Expenditures $ 119,019 $ 43,653 $ 28,349 $ - $ - $ - Personnel Services - FTE 2012 2013 2014 2015 2016 Associate Planner 0.40 0.40 Total Personnel 0.40 0.40 - - - 148 City of Iowa City 4ctivity Summan Division: Finance Administration Department: Finance Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assistant City Attorney Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Proiecti $ 961,434 $ 907,808 $ 864,503 $ 896,379 $ 906,056 $ 906,056 24 62 80 - - - 18,041 16,051 14,708 15,102 14,627 14,627 17,884 35,507 35,507 $ 979,499 $ 923,921 $ 879,291 $ 929,365 $ 956,190 $ 956,190 $ 113,766 $ 114,916 $ 121,156 $ 121,118 $ 129,531 $ 133,417 736,297 812,567 764,102 889,266 939,500 958,290 4,789 4,884 5,002 5,081 5,185 5,289 $ 854,852 $ 932,368 $ 890,260 $ 1,015,465 $ 1,074,216 $ 1,096,996 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Activity Summary Activity: Non -Operational Admin (310710) Fund: General (1000) Division: Finance Administration Department: Finance Revenues & Transfer In: Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Rents Intergovernmental Property Tax Credits Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Interfund Loans Sale Of Assets Transfer -In - Employee Benefits Total Revenues & Transfer In Expenditures: Services Supplies Capital Outlay General Fund Contingency Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection S - $ 2,754,939 $ 2,810,095 $ 2,913,708 $ 2,945,164 $ 2,945,164 - 260 - - - 8,949,784 8,664,389 878,792 337,320 373,577 373,577 220,433 - - - - - 2,000 5,500 6,000 5,500 6,000 6,000 - - - 58,134 117,172 117,172 12 18 9 - - - - 6,952 - 6,952 - - 882,222 - - - - - 804,380 101,162 - - - - 8,846,298 8,705,258 8,768,255 8,547,359 8,992,897 8,992,897 $ 19,705,129 $ 20,238,217 $ 12,463,411 $ 11,868,973 $ 12,434,810 $ 12,434,810 $ 624,276 $ 107,443 $ 106,426 $ 107,493 $ 106,474 $ 108,603 7,746 600 2,146 624 2,225 2,270 810 - - - - - 318,281 367,000 399,120 $ 632,832 $ 108,043 $ 108,572 $ 426,398 $ 475,699 $ 509,993 149 City of Iowa City - General Fund Community Event and Program Funding Community event funding totals $16,200 for FY2016. Funding Requests for Community Events & Programs Actual FY2013 Actual FY2014 Budget FY2015 Requested FY2016 Budget FY2016 319 Music Fest 3,000 - - FY2016 FY2016 3rd Annual Northside Oktoberfest - 1,000 1,500 - - 4rh Annual Iowa City Juneteenth Celebration - 275 1,000 2,000 2,000 Think Bicycles: - - - - - Bike to Work Month - 1,000 1,000 1st Annual Hand Built Bicycle Exhibition - - 3,700 Iowa City Book Festival 1,000 - - Iowa City Community String Orchestra 200 400 - - - Landlocked Film Festival 3,000 3,000 3,000 3,000 3,000 Mission Creek Festival 4,000 4,000 - - - Public Space One: 52 Weeks/Works in Progress Festival (WiPS) - 500 - Riverside Theatre - Shakespeare Festival 5,000 51000 5,000 - Contin enc - 1 025 1 000 11,200 Communi Event Pro ram Fundin 16 200 16,200 16,2 0 5 000 16 200 150 Actual Actual Budget Requested Budget City Sponsored Events FY2013 FY2014 FY2015 FY2016 FY2016 Summer of the Arts 67,000 67,000 67,000 67,000 67,000 4th of July Fireworks (City of Iowa Cit 23 000 23 000 23 000 23 000 23 000 Ci Sponsored Event Funding 90,000 90,000 90,000 90,000 90,000 150 /i1KK0111Ll11191Ll[c 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 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 unmodified 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. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • The City's Comprehensive Annual Financial Report (CAFR) for FY2013 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 29th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Staffing: • Finalize implementation of the City's new ERP software. • Upcoming Request for Proposal for Audit. • 3 FEMA disasters to account for and close out. 151 FY2014 FY2015 FY2016 Adopted Total FTE's 8.00 7.00 7.60 151 Staffing Level Change Summary: The full-time Grant Accountant position added for the 2008 flood was eliminated in the FY2015 adopted budget and replaced with a part-time temporary position. In fiscal year 2016, this position will be converted to permanent part-time at .60 FTE. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: Annual software maintenance costs have decreased since fiscal year 2013 due to the replacement of the City's financial software system and accounts for most of the decrease in service expenditures since that time. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CAFR Certificate A Strong and Sustainable Financial Foundation Accurate and timely financial reporting Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control 152 FY 2011 FY 2012 FY 2013 Ta2014 rget T Yes Yes Yes Yes 152 Audited Financial Statements Internal Control Deficiencies FY 2014 FY 2011 FY 2012 FY 2013 Target Auditor's Opinion on Unqualified Unqualified Unmodified Unmodified Financial Statements Internal Control Deficiencies 153 FY 2014 FY 2011 FY 2012 FY 2013 Target Significant 1 0 0 0 Deficiencies Material 0 0 1 0 Weaknesses 153 City of Iowa City 4ctivity Summan Division: Accounting (310200) $ 580,294 $ 613,019 $ 613,186 $ 656,602 $ Department: Finance Services 2012 2013 2014 2015 2016 2017 Supplies Actual Actual Actual Revised Budget Projection Revenues: Total Expenditures $ 752,835 $ 785,592 $ 764,176 $ 768,181 $ 780,698 $ General Revenues Subsidy $ 746,173 $ 780,016 $ 758,603 $ 763,621 $ 775,295 $ 797,644 Use Of Money And Property Account Clerk -Accounting 1.00 1.00 1.00 1.00 1.00 Interest Revenues 26 - - - - - Miscellaneous Assistant Controller 1.00 1.00 1.00 1.00 1.00 Intra -City Charges 375 485 170 485 - - Other Misc Revenue 4,519 4,075 4,424 4,075 4,424 4,424 Printed Materials 2 3 - - - - Special Assessments 1,740 1,013 979 1.00 979 979 Total Revenues $ 752,835 $ 785,592 $ 764,176 $ 768,181 $ 780,698 $ 803,047 Expenditures Personnel $ 580,294 $ 613,019 $ 613,186 $ 656,602 $ 673,509 $ 693,714 Services 169,453 167,861 147,822 107,532 104,270 106,355 Supplies 3,088 4,711 3,168 4,047 2,919 2,977 Total Expenditures $ 752,835 $ 785,592 $ 764,176 $ 768,181 $ 780,698 $ 803,047 Personnel Services - FTE 2012 2013 2014 2015 2016 Account Clerk -Accounting 1.00 1.00 1.00 1.00 1.00 Accountant- Payroll 1.00 1.00 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Grant Accountant 1.00 1.00 1.00 - 0.60 Internal Auditor 1.00 1.00 1.00 - - Sr Accountant - Accounting 1.00 1.00 1.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 7.00 7.60 154 101No] 00FTM Ikicc] 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 FY2015. Recent Accomplishments: In fiscal year 2014 the Purchasing Division • Developed and Issued 86 new solicitations including Request for Bids, Request for Proposals, and Request for Quotes. • Administered over 120 City contracts. • Procured over $3.7 million in goods and services. • Sold over $171,000 of surplus equipment and vehicles. Staffing: Upcoming Challenges: • Implementation of the new purchasing policy. • Training staff on the purchase requisition, purchasing card, and contract modules in MUNIS financial system. • Conducted supervisor training for purchasing manual 155 FY2014 FY2015 FY2016 Adopted Total FTE's 3.44 3.44 3.44 155 Staffing Level Change Summary: There are no major staffing level changes in the fiscal year 2016 budget. Service Level Change Summary: There are no major service level changes in the fiscal year 2016 budget. Financial Highlights: During fiscal year 2014, the commissions received for equipment sales and the payment for auction services were moved into the Purchasing division budget which increased the Other Commissions revenues and also the corresponding Services expenditures. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation 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 fair and open competition. Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Quantity of Solicitations and Dollar Value *amount does not include all City -Wide Contract Procurements W1 FY 2011 FY 2012 FY 2013 FY 2014 Request for Proposals 18 19 11 22 Request for Bids, Request for Quotes, & 48 38 36 64 Cooperative Agreements Other (Purchase Agreements, Sole Source Purchases, 21 24 46 66 Contract Renewals, & Emergency Purchases Dollar Value of Procurements* $1.9 $2.5 $4.2 $3.7 n millions *amount does not include all City -Wide Contract Procurements W1 Request for Bids, Request for Quotes, and Cooperative Agreements Request for Bids, Request for Proposals, and Request for Quotes FY 2011 FY 2012 FY 2013 FY 2014 Estimated Cost Savings (rounded to the nearest $325,000 $218,000 $200,000 $204,000 thousand New Measure New Measure New Measure 2.8 Request for Bids, Request for Proposals, and Request for Quotes "Quantities from April 2014 through July 2014 157 FY 2011 FY 2012 FY 2013 FY 2014 Average Number of Bids, Proposals and Quotes Received New Measure New Measure New Measure 2.8 (excluding cooperative agreements)" "Quantities from April 2014 through July 2014 157 City of Iowa City 4ctivity Summan Division: Purchasing (310300) Department: Finance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 318,315 $ 277,577 $ 296,805 $ 297,250 $ 322,245 $ 332,026 Miscellaneous Other Misc Revenue 5,523 3,739 3,943 3,739 3,943 3,943 Other Commissions - 1,958 8,977 1,958 8,977 8,977 Other Financial Sources Sale Of Assets 24 Total Revenues $ 323,862 $ 283,274 $ 309,725 $ 302,947 $ 335,165 $ 344,946 Expenditures: Personnel $ 304,374 $ 270,291 $ 281,400 $ 291,825 $ 307,758 $ 316,991 Services 18,556 11,736 26,768 10,499 26,872 27,409 Supplies 932 1,247 1,557 623 535 546 Total Expenditures $ 323,862 $ 283,274 $ 309,725 $ 302,947 $ 335,165 $ 344,946 Personnel Services - FTE 2012 2013 2014 2015 2016 Buyer I - Purchasing 1.00 1.00 0.94 0.94 0.94 Buyer I I 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk 1.00 0.94 0.50 0.50 0.50 Total Personnel 4.00 3.94 3.44 3.44 3.44 158 INW9AR11:4 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 23,000 customer calls and answered 87% of calls within 20 seconds Processed 302,970 receipt transactions Recent Accomplishments: • Implemented Munis Cashiering for General Billing invoices • Implemented procedure to monitor checks received for other divisions Staffing: Upcoming Challenges: • Conversion to the Munis CIS software • Complete the remodel of the Cashier area • Implementation of an IVR system for utility and general billing payments Staffing Level Change Summary: There are no staffing changes budgeted for fiscal year 2016. Service Level Change Summary: The IVR (Intelligent Voice Recognition) software solution will allow customer credit cards to be taken by a computer automated solution. Financial Highlights: Software maintenance charges for the Munis software and the IVR software should begin in fiscal year 2016. 159 FY2014 FY2015 FY2016 Adopted Total FTE's 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing changes budgeted for fiscal year 2016. Service Level Change Summary: The IVR (Intelligent Voice Recognition) software solution will allow customer credit cards to be taken by a computer automated solution. Financial Highlights: Software maintenance charges for the Munis software and the IVR software should begin in fiscal year 2016. 159 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Improve customer service through expanded FY 2014 payment/service request options Department Objective: Increase the number of transactions conducted online Performance Measures: 26,894 *percent of calls answered within 20 seconds Web Start/Stop Service FY 2011 FY 2012 FY 2013 FY 2014 Active Accounts 25,902 26,268 26,510 26,894 Total Calls 24,119 23,907 24,228 23,081 Service Level* 86.96% 87.28% 86.40% 87.28% *percent of calls answered within 20 seconds Web Start/Stop Service Payment Method FY 2011 FY 2012 FY 2013 FY 2014 Customer Transactions 3,801 4,242 4,372 4,495 % Change 11.40% 11.60% 3.06% 2.81% Payment Method FY 2011 FY 2012 FY 2013 FY 2014 Total Receipt 303,038 298,262 307,770 302,970 Transactions Web Transactions 74,889 83,811 90,700 97,891 % Web Transactions of 24.71% 28.10% 29.47% 32.31% Total Transactions Change in Web 13.60% 11.91% 8.22% 7.93% Transactions (%) [Change in % Web 13.20% 13.71% 4.88% 9.6nsactions of Total (%) City of Iowa City 4ctivity Summan HCIIVIITy: Keven Ue (3'I u4uu) 591,759 $ 618,453 $ 608,926 $ 631,334 $ runs: ueneral j-iuuu) Division: Revenue (310400) 359,919 330,093 345,276 348,532 Department: Finance 4,616 5,179 5,409 5,390 7,868 8,025 5,296 2012 2013 2014 2015 2016 2017 $ 953,372 $ Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 945,503 $ 951,130 $ 947,063 $ 953,107 $ 980,894 $ 1,006,962 Charges For Fees And Services 1.38 1.38 1.38 1.38 Water Charges 6,680 5,869 6,094 5,869 6,094 6,094 Miscellaneous 0.50 0.50 0.50 0.50 Misc Merchandise 340 - 286 333 286 286 Other Misc Revenue 493 (141) 512 283 460 460 Other Financial Sources Sale Of Assets 356 Total Revenues $ 953,372 $ 956,857 $ 953,955 $ 959,592 $ 987,734 $ 1,013,802 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Revenue Customer Service Rep - Revenue Revenue & Risk Manager Sr Accountant- Revenue Total Personnel $ 589,509 $ 591,759 $ 618,453 $ 608,926 $ 631,334 $ 650,274 353,951 359,919 330,093 345,276 348,532 355,503 4,616 5,179 5,409 5,390 7,868 8,025 5,296 $ 953,372 $ 956,857 $ 953,955 $ 959,592 $ 987,734 $ 1,013,802 2012 2013 2014 2015 2016 1.38 1.38 1.38 1.38 1.38 5.00 5.00 5.00 5.00 5.00 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 7.88 7.88 161 7.88 7.88 7.88 I lil4 Eel Wil W LVAI I ki11.019 :Lll 9 [el kil 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: Field Operations activities: • Patrol • Investigations HIGHLIGHTS • 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 2002. The reaccreditation was in December 2013. Staffing: Upcoming Challenges: • Keeping up with rapid changes in technology • Anticipated retirement of Administrative Assistant in fiscal year 2016. Staffing Level Change Summary: There are no staffing changes budgeted for fiscal year 2016. Service Level Change Summary: The budget includes $10,000 for St. Ambrose to conduct an annual traffic stop study. Financial Highlights: All of the Police Department travel and training expenses were moved to the Police Administration budget from the other police division budgets which increased this division's budget by approximately $70,000. IM FY2014 FY2015 FY2016 Adopted Total FTE's 5.00 5.00 5.00 Staffing Level Change Summary: There are no staffing changes budgeted for fiscal year 2016. Service Level Change Summary: The budget includes $10,000 for St. Ambrose to conduct an annual traffic stop study. Financial Highlights: All of the Police Department travel and training expenses were moved to the Police Administration budget from the other police division budgets which increased this division's budget by approximately $70,000. IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing & Healthy Neighborhoods Commit to excellence in leadership, resource management, service -delivery, and improving our city and neighborhoods. Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. Maintain compliance of CALEA accreditation CY 2010 CY 2011 CY 2012 CY 2013 Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non -negligent manslaughter, forcible rape, robbery, and aggravated assault) Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny -theft, and motor vehicle theft) CY 2010 CY 2011 CY 2012 CY 2013 Iowa City 183 163 185 228 Average of Comparable 2,527 2,658 2,932** 2,838*** Cities in Iowa* 373 333 339 282*** Cities in Iowa* Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny -theft, and motor vehicle theft) **Average does not include Dubuque because FBI determined that the agency's data were over -reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo (***CY 2013 does not include Waterloo) 163 CY 2010 CY 2011 CY 2012 CY 2013 Iowa City 1,533 1,580 1,842 1,850 Average of Comparable 2,527 2,658 2,932** 2,838*** Cities in Iowa* **Average does not include Dubuque because FBI determined that the agency's data were over -reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo (***CY 2013 does not include Waterloo) 163 City of Iowa City 4ctivity Summan Division: Police Administration (410100) Department: Police 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 732,057 $ 737,513 $ 741,617 $ 783,841 $ 870,944 $ 895,466 Other Financial Sources Sale Of Assets - 20 - - - - Misc Transfers In 6,195 - - - - - Total Revenues & Transfer In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Computer Syst Analyst - Police Police Captain Police Chief Police Sergeant Total Personnel $ 738,252 $ 737,532 $ 741,617 $ 783,841 $ 870,944 $ 895,466 $ 676,839 $ 671,317 $ 689,782 $ 712,845 $ 710,279 $ 731,587 50,767 54,205 38,834 61,680 148,438 151,407 10,646 12,010 13,001 9,316 12,227 12,472 $ 738,252 $ 737,532 $ 741,617 $ 783,841 $ 870,944 $ 895,466 1.00 5.00 5.00 5.00 5.00 5.00 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 164 /i1WLVA IILlII31Mil 9W:&IA:INN*I 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 fifth CALEA on-site inspection. The department has completed 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. This included implementing a dual identification software system to meet new FBI computer requirements. 1"I • Construction began on the new animal shelter with an anticipated completion date of September 2015. • The first Youth Citizen's Police Academy was held. Recent Accomplishments: Upcoming Challenges: • LGBTQ liaison program. • Increased cost for storage of • Police Chaplain Program body camera video. • Continued participation in Youth Leadership Program, • Increased staff time to National Night Out, Juneteenth, and other community produce video per court events. requests with new body cameras. • Addressing the space needs for property and bike storage. • Shortage of space to store evidence. • Increase of staff time to reconcile electronic doc management system. • Current request level for Community Officer appearances at community events makes is difficult for Officers to accommodate. • Work continues on enhancing and development of additional modules within our RMS package to work towards a single point of data collection and retrieval. • Transitioning the animal services division from their long term temporary home into the new facility. Staffing: FY2014 FY2015 FY2016 Adopted Total FTE's 20.00 20.00 20.00 Staffing Level Change Summary: There are no staff level changes budgeted for fiscal year 2016. Service Level Change Summary: The Police Department will be acquiring body cameras for police officers during fiscal year 2015. This will require increased handling, storage, and expense to the department. The animal services activity will also be opening its new animal facility in fiscal year 2016 and be moving out of its temporary facility. Moving costs have been integrated into the budget; however, operational costs for the new facility are unknown, but estimates are included in the budget. Financial Highlights: Contributions and donations for supplies and services from the Friends of the Shelter have been integrated into the animal services budget. This has increased the donations and contributions revenue and has also increased the supplies and services budget by the same amount - $51,540. ----------------------------------------------------------------------------- GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in "Badges for Baseball, starting a Youth Citizen Police Academy and Police Cadet program, the department hopes the minority community will have a better understanding of a police officer's job. Department Objective: Develop programs designed to promote interaction between teens, young adults, and officers outside of the regular duty hours. In this non -adversarial environment officers and minority community members will be able to interact and open up communication lines. A better understanding of the job will also enhance recruitment of minority citizens. IM Performance Measures: Community Presentations CY 2010 CY 2011 CY 2012 CY 2013 117 129 174 186 Youth Related Programs Strategic Plan Goal: CY 2010 CY 2011 CY 2012 CY 2013 Increase the efficiency in which lost pets and owners are New Measure New Measure New Measure 11 1,100 implanted with a microchip. Pets with microchips and/or 1,150 licensed are more easily identified and returned to their Strategic Plan Goal: Enhanced Communication and Marketing & Healthy CY 2012 Neighborhoods Department Goal: Increase the efficiency in which lost pets and owners are CY 2010 reunited. Department Objective: Increase the number of pets that are licensed and/or 1,100 implanted with a microchip. Pets with microchips and/or 1,150 licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Performance Measures: Pets Micro -chipped Licensed Pets CY 2010 CY 2011 CY 2012 CY 2013 3,602 3,500 CY 2010 CY 2011 CY 2012 CY 2013 1,100 1,075 1,150 980 Licensed Pets CY 2010 CY 2011 CY 2012 CY 2013 3,602 3,500 3,834 2,811 IRV City of Iowa City 4ctivity Summan Division: Police Administrative Services (410200) $ 1,408,740 $ 1,405,753 $ 1,440,940 Department: Police 1,495,702 2012 2013 2014 2015 2016 2017 296,831 Actual Actual Actual Revised Budget Projection Revenues: 60,532 69,674 79,040 109,033 General Revenues Subsidy $ 1,425,860 $ 1,526,537 $ 1,471,410 $ 1,565,483 $ 1,650,631 $ 1,706,901 Licenses And Permits Total Expenditures $ 1,729,034 $ 1,712,112 $ 1,820,848 Misc Lic & Permits 25,348 21,383 27,613 21,383 24,781 24,781 Intergovernmental Personnel Services - FTE 2012 Local 28E Agreements 173,081 71,382 228,160 218,286 218,550 218,550 Charges For Fees And Services 2.00 2.00 2.00 2.00 Animal Care Services 9,539 8,873 9,230 11,420 10,000 10,000 Misc Charges For Svc 3,569 3,879 2,880 3,879 3,442 3,442 Miscellaneous 1.00 1.00 Animal Services Officer Animal Adoption 13,020 10,620 9,557 11,264 11,060 11,060 Code Enforcement - - - 4,080 - - Contrib & Donations 1,818 - 1,270 22,289 51,540 51,540 Misc Merchandise 10,302 7,887 5,966 9,032 7,000 7,000 Other Misc Revenue 45,531 39,088 28,699 44,670 36,284 36,284 Printed Materials 19,423 22,434 29,363 22,912 27,043 27,043 Other Financial Sources Records Supervisor 1.00 1.00 1.00 Sale Of Assets 1,543 29 6,700 5,000 4,520 4,520 Total Revenues $ 1,729,034 $ 1,712,112 $ 1,820,848 $ 1,939,698 $ 2,044,851 $ 2,101,121 Expenditures Personnel $ 1,408,740 $ 1,405,753 $ 1,440,940 $ 1,495,702 $ 1,537,346 $ 1,583,466 Services 237,026 223,533 296,831 355,556 398,472 406,441 Supplies 68,797 60,532 69,674 79,040 109,033 111,214 Capital Outlay 14,471 22,295 13,403 9,400 Total Expenditures $ 1,729,034 $ 1,712,112 $ 1,820,848 $ 1,939,698 $ 2,044,851 $ 2,101,121 Personnel Services - FTE 2012 2013 2014 2015 2016 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 CSO/Station Master 5.00 5.00 5.00 5.00 5.00 Police Officer 1.00 1.00 3.00 3.00 3.00 Police Records Clerk 2.00 2.00 2.00 2.00 2.00 Police Sergeant 1.00 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00 1.00 Sr Police Records Clerk 2.00 2.00 2.00 2.00 2.00 Total Personnel 18.00 18.00 20.00 20.00 20.00 Capital Outlay 2015 2016 Other Operating Equipment $ 9,400 $ Total Capital Outlay $ 9,400 $ - 1W IaIA41111111]»Mill 9Eel 6� 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), Crisis Negotiation Team (CNT) 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 • Providing critical incident training for City employees • The Juvenile Investigators involvement in developing a juvenile diversion program. • The decision to issue body cameras to all officers with anticipated deployment in late 2014 to early 2015 170 Recent Accomplishments: • The Department arrested parties involved in the high profile shootings. Resources were then focused in the affected neighborhoods to address resident concerns. • Officers worked with several local businesses and the Upcoming Challenges: • Replacing three senior supervisor positions due to retirement in an 18 month period City to provide training for active shooter incidents. Limiting the financial impact of • The Juvenile Investigator joined representatives from the loss of ability to use day off Juvenile Court, the Iowa City Community School adjust on the overtime budget District, and District Court Judge, utilizing information gained from the Georgetown University's program for Reducing Racial and Ethnic Disparities in Juvenile Justice Certificate Program developed a juvenile diversion program for first time. • The Iowa City Investigator on the Johnson County Drug Task Force was the lead investigator in a two state, multi -agency synthetic marijuana drug case. With the additional help of the COPS funded downtown officer, several businesses that were selling the illegal substance were closed down. • In response to the public presentation of the traffic contact data by the department, the records management project has enhanced the tracking method and improved data analysis. The new version will start collection data in January 2015. Staffing: Staffing Level Change Summary: No staffing level changes are budgeted for fiscal year 2016. Service Level Change Summary: The Police Department will be purchasing and implementing the use of body cameras for police officers in late fiscal year 2015 or early 2016. Financial Highlights: Federally funding for two COPS grant positions will be expiring in fiscal year 2016. $220,000 is budgeted for squad car replacement and $119,400 for other operating equipment. 171 FY2014 FY2015 FY2016 Adopted Total FTE's 80.00 80.00 80.00 Staffing Level Change Summary: No staffing level changes are budgeted for fiscal year 2016. Service Level Change Summary: The Police Department will be purchasing and implementing the use of body cameras for police officers in late fiscal year 2015 or early 2016. Financial Highlights: Federally funding for two COPS grant positions will be expiring in fiscal year 2016. $220,000 is budgeted for squad car replacement and $119,400 for other operating equipment. 171 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Traffic crash reduction Address the impact of underage drinking on downtown and near downtown neighborhoods Increase OWI and traffic enforcement Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls Traffic Accidents and Average Damage CY 2010 CY 2011 CY 2012 CY 2013 OWI Arrests 319 452 476 598 Traffic Stops 11,804 13,728 11,981 13,040 Traffic Accidents and Average Damage * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. 172 CY 2010 CY 2011 CY 2012 CY 2013 Accidents* 1,889 1,886 2,047 2,429 Average Damage, $4,488 $4,421 $3,276 $4,800 Reportable Accident* * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. 172 Response Time: Loud Party Complaints (in minutes) CY 2010 CY 2011 CY 2012 CY 2013 Bar Checks Performed 976 1,800 1,365 1,362 Compliance Checks 25 149 273 341 Response Time: Loud Party Complaints (in minutes) 173 CY 2010 CY 2011 CY 2012 CY 2013 Call to Dispatch 1807 11:30 903 704 Dispatch to On Scene 925 419 401 409 173 City of Iowa City 4ctivity Summan Ml Lw uy. rulwe rIV lu vlJW Iauulu tY IUJUUf rums. �WIIWIal t IUUUt Division: Police Field Operations (410300) Department: Police 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Prosection Revenues: General Revenues Subsidy Other City Taxes Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Local 28E Agreements Other State Grants Charges For Fees And Services Fire Services Police Services Miscellaneous Code Enforcement Other Misc Revenue Contrib & Donations Misc Merchandise Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Comm Sew Officer - Evidence Community Service Officer Police Captain Police Lieutenant Police Officer Police Sergeant Total Personnel Capital Outlay AED'S Automobiles PC Hardware Software Vehicle Equipment Video Recording Devices (System) Other Operating Equipment Total Capital Outlay $ 8,085,646 $ 8,034,265 $ 8,692,280 $ 9,665,375 $ 9,217,932 $ 9,374,162 386,601 396,304 459,348 403,750 450,000 450,000 209 95 21 95 - - 30,458 23,508 118,657 118,802 17,374 17,374 - - 10,000 - 10,000 10,000 223,097 180,233 209,538 131,315 194,103 194,103 5,255 5,305 4,570 5,305 4,500 4,500 135,035 269,023 88,193 50,270 31,335 31,335 1,611 1,587 998 1,587 1,000 1,000 15,342 42,252 18,501 42,224 12,000 12,000 - - 11,680 - - - 6 38,195 41,590 72,716 74,519 38,400 38,400 $ 8,921,449 $ 8,994,163 $ 9,686,508 $ 10,493,242 $ 9,976,644 $ 10,132,874 $ 7,906,418 $ 7,867,958 $ 8,512,295 $ 8,990,917 $ 8,804,007 $ 9,068,127 603,239 635,273 663,980 686,317 637,679 650,433 129,691 194,863 204,987 236,447 161,092 164,314 282,101 296,068 305,246 579,561 373,866 250,000 $ 8,921,449 $ 8,994,163 $ 9,686,508 $ 10,493,242 $ 9,976,644 $ 10,132,874 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 63.00 63.00 63.00 63.00 63.00 7.00 7.00 7.00 7.00 7.00 80.00 80.00 80.00 80.00 80.00 2015 2016 174 $ 46,207 $ - 220,519 220,000 35,000 25,000 - 9,466 77,835 100,000 - 100,000 119,400 $ 579,561 $ 373,866 FIRE ADMINISTRATION 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 of 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 Safety and Wellness Committees, uniforms, physicals and immunizations. The Fire Administration Division also manages the Weather Alert Sirens and City Command Post budget lines. 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 ICFD members are currently enrolled in the National Fire Academy's four-year Executive Fire Officer Program; the ICFD command staff includes four EFO graduates. • Continuity being realized after an almost complete turn over in command staff positions during the past 16 months. Recent Accomplishments: • The Department was reaccredited by the Commission on Fire Accreditation International (CFAI). The ICFD is one of only 195 accredited fire departments in the world. • Completed candidate testing and interviewing resulting in a new hiring list. • Finalized plans to begin enhancing fitness and wellness citywide by providing training to employees outside the fire department. 175 Upcoming Challenges: • Develop strategies to diminish injuries sustained during training evolutions. • Providing temporary classrooms and related accommodations following closure of the ICFD Training Center. • Explore utilization of functional fitness routines to enhance tactical fitness levels. • Maintenance of aging facilities at Stations 1 and 3 • Replacement of aging weather alert sirens. Staffing: Staffing Level Change Summary: The budget does not include any staffing level changes in fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: Fire administration financial priorities for fiscal year 2016 include partnering with industry experts to complete updates of the department's Community Hazards and Risk Assessment, Standards of Cover and Strategic Plan documents. These extensive cornerstone documents provide guidance as the department strives for continuous quality improvement and enhancement of service delivery. The projected cost of the consultant services is $38,000. The fiscal year 2016 budget also includes $12,382 to cover costs associated with leasing warehouse space that is needed due to the demolition of the department training center. Fiscal year 2016 budget priorities for the Weather Alert Sirens budget include the purchase and installation of one (1) new weather alert sirens needed to increase coverage in south central or the south east areas of the city at a projected cost of $25,000 (siren, radio controller, mounting pole). Capital outlay priorities for fiscal year 2017 also include a request of $60,000 to begin replacement of aging weather alert siren over a six year replacement schedule (3 sirens per year). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase two-way communication with customers seeking information or feedback. Department Objective: Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. W1 FY2014 FY2015 FY2016 Adopted Total FTE's 4.00 3.00 3.00 Staffing Level Change Summary: The budget does not include any staffing level changes in fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: Fire administration financial priorities for fiscal year 2016 include partnering with industry experts to complete updates of the department's Community Hazards and Risk Assessment, Standards of Cover and Strategic Plan documents. These extensive cornerstone documents provide guidance as the department strives for continuous quality improvement and enhancement of service delivery. The projected cost of the consultant services is $38,000. The fiscal year 2016 budget also includes $12,382 to cover costs associated with leasing warehouse space that is needed due to the demolition of the department training center. Fiscal year 2016 budget priorities for the Weather Alert Sirens budget include the purchase and installation of one (1) new weather alert sirens needed to increase coverage in south central or the south east areas of the city at a projected cost of $25,000 (siren, radio controller, mounting pole). Capital outlay priorities for fiscal year 2017 also include a request of $60,000 to begin replacement of aging weather alert siren over a six year replacement schedule (3 sirens per year). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase two-way communication with customers seeking information or feedback. Department Objective: Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. W1 Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status Number of reaccreditation report adopted recommendations implemented CY 2010 CY 2011 CY 2012 CY 2013 ACR Submitted Yes Yes Yes Reaccredited Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating. CY 2010 CY 2011 CY 2012 CY 2013 Strategic 3 3 2 2 New Measure New Measure New Measure 1 of 7 Recommendations (7) Specific New Measure New Measure New Measure 2 of 9 Recommendations (9) Maintain ISO Class 2 rating. 177 CY 2010 CY 2011 CY 2012 CY 2013 Rating 3 3 2 2 177 City of Iowa City Activity Summary Activity: Fire Administration (450100) Division: Fire Administration (450100) $ 528,589 $ 537,848 $ 480,393 $ 469,436 $ Fund: General (1000) Department: Fire 494,443 2012 2013 2014 2015 2016 2017 314,702 Actual Actual Actual Revised Budget Projection Revenues: 108,403 110,571 Capital Outlay 13,636 1.00 Intergovernmental 18,000 20,000 60,000 Total Expenditures $ 796,569 $ State 28E Agreements $ 1,311,778 $ 1,400,183 $ 1,370,309 $ 1,411,418 $ 1,397,715 S 1,397,715 Miscellaneous 2015 2016 Contrib & Donations 25 2,550 - - - - Printed Materials - 4 - - - - Other Misc Revenue - 121 726 - - - Other Financial Sources Sale Of Assets 595 Total Revenues $ 1,311,803 $ 1,403,453 $ 1,371,035 $ 1,411,418 $ 1,397,715 $ 1,397,715 Expenditures Personnel $ 528,589 $ 537,848 $ 480,393 $ 469,436 $ 480,042 $ 494,443 Services 196,774 196,106 196,673 260,482 314,702 320,996 Supplies 57,570 57,269 71,027 65,083 108,403 110,571 Capital Outlay 13,636 1.00 10,000 18,000 20,000 60,000 Total Expenditures $ 796,569 $ 791,222 $ 758,093 $ 813,001 $ 923,147 $ 986,010 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 1.00 1.00 1.00 - - Battalion Chief - 1.00 1.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 4.00 4.00 3.00 3.00 Capital Outlay 2015 2016 Weather Alert Siren(s) $ - $ 20,000 Other Operating Equipment 18,000 Total Capital Outlay $ 18,000 $ 20,000 178 EMERGENCY OPERATIONS 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 (EMT) 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 rescue and recovery, 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 30 members who are trained and certified to the Hazmat Technician level. MIM01��:r�� • In 2014, emergency service demand continues to increase. The ICFD is on pace to respond to over 5800 incidents in 2014, a five percent increase over 2013. With this trend, the total call volume will have increased by 29% over the last five years. • To date in 2014 (October), fire personnel have responded to 65 fire emergencies, resulting in $1.8 million in property damage. The pre -incident value of the damaged property equates to over 212 million, resulting in a total saved value of over 210 million. The largest single fire loss was estimated at more than $1.3 million for a fire that occurred in a commercial structure located at 2339 Heinz Road. • The ICFD continues to experience a troubling number of simultaneous emergency calls for service. To date in 2014 (October), 23% of emergency incidents were overlapping. 179 Recent Accomplishments: • Continue to increase the tactical capabilities by instituting wide -area search protocols and equipment for instances involving victims lost in wooded areas or people who wander from assisted -living facilities. • Purchased a gear dryer to better maintain water and ice rescue suits. This dryer has been placed in service at fire station 4. • Developed a more technical training program to gain additional proficiencies in emergency response to hazardous materials incidents. • Worked with City of Iowa City Public Works to ensure service sharing during responses to trench rescue incidents. • Participated in hazardous material release exercises with the University of Iowa, UIHC. and the VA. • Attached a member of the ICFD to the Iowa (Urban Search and Rescue) USAR team based out of Cedar Rapids. Staffinq: Upcoming Challenges: • Meeting established response time goals. Growth and development on the east, southeast and west create response time challenges. • Research and determine how to best provide emergency medical services. • Decreasing turnout times at fire station 1. Station design and size inappropriate for personnel turning out within the prescribed benchmarks. Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: Fire emergency operations financial priorities for fiscal year 2016 include the replacement of the command vehicle through the Equipment Fund; $10,000 is included in capital outlay to outfit the new vehicle. The fiscal year 2016 budget also includes $33,000 to purchase a replacement trench/emergency building collapse shoring trailer. Currently, the division does not anticipate any significant capital outlay expenses in fiscal year 2017. FY2014 FY2015 FY2016 Adopted Total FTE's 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: Fire emergency operations financial priorities for fiscal year 2016 include the replacement of the command vehicle through the Equipment Fund; $10,000 is included in capital outlay to outfit the new vehicle. The fiscal year 2016 budget also includes $33,000 to purchase a replacement trench/emergency building collapse shoring trailer. Currently, the division does not anticipate any significant capital outlay expenses in fiscal year 2017. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Fire response time Healthy Neighborhoods Reduce emergency response times to reduce property loss and risk to civilians. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. EMS response time CY 2010 CY 2011 CY 2012 CY 2013 Target or Goal In % In % In % In % 23 Minutes Compliance Minutes Compliance Minutes Compliance Minutes Compliance URBAN 7.52 68% 843 54% 810 76% 702 68% 90% <6 minutes 729 71% 844 50% 641 79% 652 67% 90% <6 minutes SUBURBAN 9:00 51% 908 37% 851 61% 806 44% 90% <6 minutes 8:41 50% 716 55% 756 75% 746 55% 90% <6 minutes EMS response time Fire control (confined to room or object) CY 2010 CY 2011 CY 2012 CY 2013 Target or Goal In % In % In % In % 23 Minutes Compliance Minutes Compliance Minutes Compliance Minutes Compliance URBAN 7.52 68% 843 54% 810 76% 702 68% 90% <6 minutes SUBURBAN 9:00 51% 908 37% 851 61% 806 44% 90% <6 minutes Fire control (confined to room or object) 181 CY 2010 CY 2011 CY 2012 CY 2013 Total Fires 70 57 79 39 Fires Confined 65 47 69 23 181 City of Iowa City Activity Summary Activity: Fire Emergency Operations (450200) Division: Fire Emergency Operations (450200) $ 5,443,757 $ 5,579,298 $ 5,906,639 Fund: General (1000) Department: Fire 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: 263,099 268,361 Supplies 82,343 General Revenues Subsidy $ 5,341,785 $ 5,423,942 $ 5,629,410 $ 6,065,189 $ 5,840,802 $ 5,986,090 Other City Taxes 79,162 Capital Outlay 64,323 86,789 Other City Taxes 489,258 521,476 585,611 529,840 589,040 589,040 Charges For Fees And Services Total Expenditures $ 5,851,931 $ 5,957,389 $ 6,271,096 Fire Services 3,396 3,000 3,287 3,000 3,000 3,000 Miscellaneous 2012 2013 2014 Other Misc Revenue 2,384 2,855 3,755 2,384 - - Other Financial Sources 2.00 2.00 2.00 Sale Of Assets 15,108 6,116 49,033 Fire Captain 3.00 Total Revenues $ 5,851,931 $ 5,957,389 $ 6,271,096 $ 6,600,413 $ 6,432,842 $ 6,578,130 Expenditures Personnel $ 5,443,757 $ 5,579,298 $ 5,906,639 $ 6,111,119 $ 6,049,133 $ 6,230,607 Services 261,508 207,082 253,911 384,989 263,099 268,361 Supplies 82,343 84,219 90,087 96,555 77,610 79,162 Capital Outlay 64,323 86,789 20,459 7,750 43,000 - Total Expenditures $ 5,851,931 $ 5,957,389 $ 6,271,096 $ 6,600,413 $ 6,432,842 $ 6,578,130 Personnel Services - FTE 2012 2013 2014 2015 2016 Battalion Chief 3.00 2.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 12.00 Firefighter 41.00 42.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 59.00 Capital Outlay 2015 2016 Vehicle Equipment $ - $ 10,000 Trench Rescue Trailer - 33,000 Other Operating Equipment 7,750 Total Capital Outlay $ 7,750 $ 43,000 FIRE PREVENTION The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, plans review, 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, plan reviews, 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, UI 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 • To date in 2014 (October), the FPB conducted 1,581 fire and life -safety inspection. • To date in 2014 (October), the FPB investigated 139 fire incidents. As in years past, the kitchen remains the reported area of origin for the majority of fires; unattended cooking accounting for the largest number of these fires. 183 Recent Accomplishments: • Fire Marshal Greer completed last class necessary for Executive Fire Officer designation. • Fire Marshal Greer attended 18 week Law Enforcement Academy in Cedar Rapids to enhance capabilities for fire investigations. • Provided 15 sessions of Crowd Control Manager training to employees of assembly occupancies. • Completed 45 child safety seat installations as of October 2014. Staffinq: Upcoming Challenges: • Identify methods to minimize inspection workload against the demands of emergency services and training needs. • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal, including Certified Fire Investigator designation. • Identify programs available to provide fire safety education to at -risk populations and neighborhoods. • Reduce the incidence of kitchen fires by emphasizing fire safe behaviors in the kitchen. Staffing Level Change Summary: There are not any staffing level changes in fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: There is no capital outlay expenditures budgeted in fiscal year 2016. The Fire Prevention division budget includes $12,500 for training supplies for the fire cadet program, public education, and fire prevention training. 184 FY2014 FY2015 FY2016 Adopted Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are not any staffing level changes in fiscal year 2016. Service Level Change Summary: There are not any significant service level adjustments in fiscal year 2016. Financial Highlights: There is no capital outlay expenditures budgeted in fiscal year 2016. The Fire Prevention division budget includes $12,500 for training supplies for the fire cadet program, public education, and fire prevention training. 184 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods & A Strong Urban Core Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. Public education/fire prevention community contacts and staff hours Fire & life -safety building inspections conducted Type CY 2010 CY 2011 CY 2012 CY 2013 Contacts 686 458 507 430 Commercial 108 147 175 241 (200 - Goal) 415 435 399 401 Staff Hours 615 746 806 821 Fire & life -safety building inspections conducted Type CY 2010 CY 2011 CY 2012 CY 2013 Bureau 686 458 507 430 Commercial 956 855 1,052 818 University 415 435 399 401 Increase presence and condition of smoke alarms encountered in fire incidents to 100%. Smoke Alarm Status CY 2010 CY 2011 CY 2012 CY 2013 (70 incidents) (57 incidents) (79 incidents) (39 incidents) Working 48 22 56 28 Not Working 3 2 5 3 None Present/ 19 10 18 8 Undetermined City of Iowa City 4ctivity Summan Division: Fire Prevention (450300) Department: Fire 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 179,707 $ 184,398 $ 191,071 $ 260,845 $ 209,300 S 214,929 Licenses And Permits Food & Liquor Licenses 82 - - - - - Intergovernmental Federal Intergovernmental Revenue 17,613 - - - - - Miscellaneous Other Misc Revenue - 851 530 - - Total Revenues $ 197,402 $ 185,249 $ 191,601 $ 260,845 $ 209,300 $ 214,929 Expenditures: Personnel $ 141,593 $ 140,530 $ 127,359 $ 145,355 $ 144,261 $ 148,589 Services 35,143 38,568 25,479 40,956 48,343 49,310 Supplies 17,203 6,151 21,768 15,534 16,696 17,030 Capital Outlay 3,463 16,995 59,000 Total Expenditures $ 197,402 $ 185,249 $ 191,601 $ 260,845 $ 209,300 $ 214,929 Personnel Services - FTE 2012 2013 2014 2015 2016 Battalion Chief 1.00 1.00 1.00 1.00 1.00 Fire Captain/Inspector 1.00 - - - Total Personnel 2.00 1.00 1.00 1.00 1.00 Capital Outlay 2015 2016 Automobiles $ 54,000 $ - Other Operating Equipment 5,000 Total Capital Outlay $ 59,000 $ - FIRE TRAINING 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 the purchase and repair of fire apparatus. 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: • Completed high school Fire Cadet Program to aid diversity recruitment initiatives. • Conducted three six-week candidate orientation classes for 4 new hires. • Certified second Blue Card Command Instructor. • Implemented Commission on Professional Credentialing Fire Officer Designation Program. • Converted Station 4 basement into department training room due to upcoming loss of training center. Staffing: Upcoming Challenges: • 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: working to lease suitable warehouse space. • Long term planning for a new public safety training complex. Securing property and funding are top priorities. • Coordinating multi -company training evolutions while maintaining response coverage. 11-YA FY2014 FY2015 FY2016 Adopted Total FTE's 1.00 1.00 1.00 11-YA Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2016 budget. Service Level Change Summary: There are no significant service level adjustments in the fiscal year 2016 budget. Financial Highlights: The division has no capital outlay priorities identified for fiscal year 2016 or fiscal year 2017. Contractual service expenditures were reduced by 22% from fiscal year 2015 to 2016. This is primarily due to a reduction of other building repair services and internal service fund charges due to the elimination of the fire training center. The fire training center was located at the site of the North Wastewater Treatment Plant and is being demolished and removed as part of that project. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: A Solid Financial Foundation Provide a service to the community that is prepared to respond to emergencies, natural disasters, catastrophic acts, and other events that threaten the health and safety of the public. Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Training hours completed per individual (% achieved) CY 2010 CY 2011 CY 2012 CY 2013 Hours % Achieved % Achieved % Achieved % Achieved Minimum (96) New Measure New Measure New Measure 100% Goal (160) New Measure New Measure New Measure 76% Certifications obtained Certification (Goal) CY 2010 CY 2011 CY 2012 CY 2013 Safety Certified New Measure New Measure New Measure New Measure Officer (64) In Progress New Measure New Measure New Measure New Measure Fire Certified New Measure New Measure New Measure 2 Officer (30) In Progress New Measure New Measure New Measure 12 Haz Mat Certified New Measure 50 62 62 Tech (64) In Progress New Measure 14 2 2 1r.1*1 City of Iowa City 4ctivity Summan Division: Fire Training (450400) $ 105,042 $ 105,094 $ 110,959 $ 117,128 $ Department: Fire 121,855 Services 32,793 32,651 28,689 65,744 51,014 2012 2013 2014 2015 2016 2017 18,779 Actual Actual Actual Revised Budget Projection Revenues: - - Total Expenditures $ 155,571 $ General Revenues Subsidy $ 137,733 $ 156,393 $ 173,120 $ 199,651 $ 189,373 S 194,344 Intergovernmental 2013 2014 2015 2016 Fed Intergovnt Rev 17,347 - - - - - Charges For Fees And Services Total Personnel 1.00 1.00 1.00 1.00 Fire Services 435 2,224 717 2,000 - - Miscellaneous Other Misc Revenue 56 530 - - - - Other Financial Sources Sale Of Assets 500 7,159 Total Revenues $ 155,571 $ 159,647 $ 180,996 $ 201,651 $ 189,373 $ 194,344 Expenditures Personnel $ 105,042 $ 105,094 $ 110,959 $ 117,128 $ 118,306 $ 121,855 Services 32,793 32,651 28,689 65,744 51,014 52,034 Supplies 17,736 15,902 9,175 18,779 20,053 20,454 Capital Outlay - 6,000 32,173 - - Total Expenditures $ 155,571 $ 159,647 $ 180,996 $ 201,651 $ 189,373 $ 194,344 Personnel Services - FTE 2012 2013 2014 2015 2016 Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 iB➢1 IVilNAWN:11N*]N :fill 9 Eel Llril•LVA IILI IR] IMill 9Eel LlI 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. ler il'i1Tiil:Tmot6 1 Administration personnel include 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 May through October on Tuesdays at The Iowa City Market. 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 provides routine custodial services and other periodic maintenance projects for City Hall, utilizing a combination of in-house and contracted services. Staff provides 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 Tuesday Market at Iowa City Marketplace in 2014. • Replaced long overdue rooftop HVAC system at City Hall reducing energy consumption and operation. • Began building automated system for further monitoring and improvement of energy use city-wide. Staffing: 191 FY2014 FY2015 FY2016 Adopted Total FTE's 6.83 6.83 7.33 191 Staffing Level Change Summary: In the fiscal year 2016 budget, the Recreation Maintenance Supervisor position was upgraded to a Facilities Manager position, but there was no change in the FTE totals. Separately, a .50 Custodian — Government Buildings was increased to full-time 1.00 FTE. This was a net increase in the Parks Administration division FTE by .50. Service Level Change Summary: No service levels changes are budgeted for the fiscal year 2016 budget. Financial Highlights: Park and Recreation Administration - Acquired 5.02 acres from the will of Frieda A. Chadek at the intersection of Friendship St. and 5`h Ave. The proposed name of the park is Chadek Green Park and will include a community garden. The cost of this property was $280,000. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. Department Objective: Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. Fra Performance Measures: Endowments * Community Foundation started in CY 2012 Donations and Grant Funding CY 2010 CY 2011 CY 2012 CY 2013 Iowa City Parks and $80,895 $118,125 $165,194 $114,736 Recreation Foundation $62,702 $448,780 $1,820,930 $438,190 Community Foundation NA NA $10,373 $17,864 of Johnson County* $1.869 $7.446 $30.635 $8.364 * Community Foundation started in CY 2012 Donations and Grant Funding ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Strategic Economic Development Activities Develop programs and events that support Iowa City business economically and promotionally. Enhance and expand program offerings to include targeted groups that will bring patrons to use local businesses. FY 2011 FY 2012 FY 2013 FY 2014 Donations** $64,157 $56,541 $258,063 $129,395 Grant Funding** $62,702 $448,780 $1,820,930 $438,190 Total $126,859 $505,321 $2,078,993 $567,585 Per capita calculation (used 2010 US Census) $1.869 $7.446 $30.635 $8.364 ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Strategic Economic Development Activities Develop programs and events that support Iowa City business economically and promotionally. Enhance and expand program offerings to include targeted groups that will bring patrons to use local businesses. 193 FY 2011 FY 2012 FY 2013 FY 2014 Programs New Measure New Measure New Measure 168 Participants New Measure New Measure New Measure 59,486 193 City of Iowa City 4ctivity Summan Activity: Park and Rec Admin (510100) Fund: General (1000) Division: Park and Rec Admin (510100) Department: Parks and Recreation Expenditures Personnel 2012 2013 2014 2015 2016 2017 Services Actual Actual Actual Revised Budget Projection Revenues: 1,104 2,002 2,340 645 1,103 1,125 General Revenues Subsidy $ 273,000 $ 264,037 $ 283,961 $ 558,201 $ 265,817 $ 273,849 Charges For Fees And Services $ 273,010 $ 264,037 $ 294,050 $ 558,201 $ 275,906 $ 283,938 Parking Charges - - 9,780 - 9,780 9,780 Miscellaneous Misc Merchandise 10 - - - - - Other Misc Revenue 309 309 309 Total Revenues $ 273,010 $ 264,037 $ 294,050 $ 558,201 $ 275,906 $ 283,938 Expenditures Personnel $ 237,812 $ 235,643 $ 241,845 $ 247,067 $ 251,357 $ 258,898 Services 27,594 26,393 49,865 30,489 23,446 23,915 Supplies 1,104 2,002 2,340 645 1,103 1,125 Capital Outlay 6,500 - - 280,000 - Total Expenditures $ 273,010 $ 264,037 $ 294,050 $ 558,201 $ 275,906 $ 283,938 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 Capital Outlay 2015 2016 Property Acquisition $ 280,000 $ Total Capital Outlay $ 280,000 $ - Activity Summary Activity: Parkland Acquisition (510400) Fund: General (1022) Division: Park and Rec Admin Department: Parks and Recreation Expenditures: Services Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Proiecti S 125 S - S - S - $ - S - 194 City of Iowa City kctivity Summan Activity: Farmers Market (51 0200) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Revenues: Use Of Money And Property Rents Charges For Fees And Services Misc Charges For Svc Miscellaneous Contrib & Donations Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Proiecti $ 60,305 $ 69,115 $ 76,319 $ 83,380 $ 66,875 $ 66,875 3,462 2,919 3,126 3,500 3,262 3,262 3,100 3,043 5,650 3,100 3,100 3,100 5,282 4,012 3,121 5,000 4,765 4,765 $ 72,149 $ 79,088 $ 88,216 $ 94,980 $ 78,002 $ 78,002 $ 16,606 $ 16,124 $ 31,134 $ 24,939 $ 21,159 $ 21,794 28,241 28,552 31,921 30,004 29,605 30,197 8,685 5,197 5,054 5,244 5,679 5,793 $ 53,532 $ 49,873 $ 68,109 $ 60,187 $ 56,443 $ 57,783 Activity Summary Activity: Government Buildings (510300) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Expenditures Personnel 2012 2013 2014 2015 2016 2017 Services Actual Actual Actual Revised Budget Projection Revenues: 24,153 21,827 24,832 22,291 20,371 20,778 General Revenues Subsidy S 490,358 $ 483,947 S 397,884 S 658,196 $ 699,594 $ 717,014 Other Financial Sources $ 490,368 $ 483,947 $ 397,884 $ 658,196 $ 699,594 $ 717,014 Sale Of Assets 10 4.83 4.83 4.83 4.83 5.33 Total Revenues $ 490,368 $ 483,947 $ 397,884 $ 658,196 $ 699,594 $ 717,014 Expenditures Personnel $ 310,237 $ 300,807 $ 234,214 $ 302,187 $ 342,861 $ 353,147 Services 147,759 161,314 138,838 333,718 336,362 343,089 Supplies 24,153 21,827 24,832 22,291 20,371 20,778 Capital Outlay 8,219 1.00 Facilities Manager - - - Total Expenditures $ 490,368 $ 483,947 $ 397,884 $ 658,196 $ 699,594 $ 717,014 Personnel Services - FTE 2012 2013 2014 2015 2016 Custodian - Govt Bldgs 2.50 2.50 2.50 2.50 3.00 M. W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager - - - - 0.33 Rec. Maint. Supr 0.33 0.33 0.33 0.33 Total Personnel 4.83 4.83 4.83 4.83 5.33 WX N*]N:e19Eel >•I The Recreation Division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, art, social, and environmental programs, and programs for persons with special needs. The division's budget is the sum of eight areas: Administration, Rec Center Operations, Building Maintenance, Social/Cultural/Environmental 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, free fitness room and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full courts hosts many tournaments (soccer, volleyball, basketball) bringing many participants throughout Iowa. Also hosts elementary school nights, family fun nights, tot time and other special events. Grant Wood Gym is located at Grant Wood elementary school. Gym helps facility youth sports, basketball, volleyball and taekwondo. Offers open gym when RALCC and MPACSG are full. Offer FREE skate nights on Friday Night. 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/Environmental Activities Cultural, social and environmental education 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 also supports and cooperates with the Young Footliters Children's Theatre and the Iowa City Community Theatre. A Potter's Studio, Painting and Printing facilities and a Craft Room are available year round. Special Events, workshops, clinics, and community education includes coach's training, trips, teen dances, artist residencies, music performances, holiday events and no -school day activities. 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 certified lifeguard. Both the main pool and the wading pool are handicap accessible. Numerous shade structures and incorporated trees provide a park -like experience. Included is an accessible picnic area that guests are welcome to utilize whilst visiting. 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 42" 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. The SPI program offers year-round Special Olympics sports training and competition. SPI programs promote skill development and offer educational activities, while maintaining the recreational values. The SPI programs are offered year-round through four and eight week programming sessions. Each session includes programs and activities in the following recreation areas: sports and fitness, arts, music and movement, independent living skills, special events, clubs, and social activities. 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, skateboarding, taekwondo, and a variety of special events such as the Hershey Track and Field Meet and Youth Triathlon. 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 including intramural basketball and game room tournaments. 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. IRN 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, aquacise, and exercise classes are popular. HIGHLIGHTS • Celebrated the 50`h anniversary of the Robert A. Lee Community Recreation Center • Over 1,000 activities are offered annually Recent Accomplishments: • The main office and registration area at the Robert A. Lee Community Recreation Center were renovated for better customer service. Registration is now more conveniently located on the first floor of the recreation center, where it provides patrons with easy access, and a better presence of staff. • The City Park Pool Renovation projects added a new, accessible wading pool as well as an accessible picnic area, new shade structures, increased deck area both concrete and turf. The high dive is now accessible from a stair structure as opposed to the existing ladder. • Completed master plan for the edible landscape located at the Robert A. Lee Community Recreation Center. • Opened second splash pad at Fairmeadows Park. 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. • Continue to renovate older facilities to meet the demands of today's recreation users. FY2014 FY2015 FY2016 Adopted Total FTE's 15.42 15.42 14.42 Staffing Level Change Summary: In fiscal year 2016, two full-time positions were eliminated. 1.00 FTE for a Clerk/Typist and 1.00 FTE for a Maintenance Worker — Pools were eliminated. One new Recreation Program Supervisor position was added in fiscal year 2016, and the Rec Maintenance Supervisor position was upgraded to a Facilities Manager. The total FTE changes in the Recreation division amounted to a 1.00 FTE decrease in fiscal year 2016. Service Level Change Summary: No Change in the service level. Financial Highlights: A fee increase of 2% across all programs, passes, and rentals to offset increase in fees for registration services is proposed for fiscal year 2016. Capital outlay expenditures include $11,000 for new fitness equipment, $15,000 for parks and recreation equipment, and $30,000 for facility maintenance and repairts. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Relate program fees to the full cost of providing service. Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Performance Measures: Recreation program cost recovery 0A➢] FY 2015 Goal FY 2011 FY 2012 FY 2013 FY 2014 Budget 50% 46% 41% 40% 36% 38% 0A➢] Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Partner with ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long-term sustainability. Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. Oily, FY 2011 FY 2012 FY 2013 FY 2014 Number of Schools New Measure New Measure New Measure 1 Operation Expenses New Measure New Measure New Measure $12,226 Capital Expenses New Measure New Measure New Measure 0 Number of Activities New Measure New Measure New Measure 11 Oily, City of Iowa City kctivity Summan Division: Recreation Department: Parks and Recreation Expenditures Personnel 2012 2013 2014 2015 2016 2017 Services Actual Actual Actual Revised Budget Projection Revenues: 203,002 231,133 172,179 211,912 177,691 181,245 General Revenues Subsidy $ 1,767,489 $ 1,822,827 $ 1,772,327 $ 1,933,167 $ 1,881,541 $ 1,902,563 Other City Taxes 223,821 239,719 265,939 233,750 260,000 260,000 Use Of Money And Property M.W. II - Recreation 1.00 1.00 1.00 1.00 1.00 Rents 92,051 96,760 102,851 96,493 104,646 104,646 Royalties & Commiss 13,351 12,319 9,200 12,640 9,188 9,188 Intergovernmental 0.67 0.67 - Swimming Pool Asst 1.00 1.00 Other State Grants - - 6,882 - - - Local 28EAgreements 98,163 99,404 99,404 104,440 91,633 91,633 Charges For Fees And Services Capital Outlay 2015 2016 Culture & Recreation 578,804 569,311 588,301 660,046 623,635 623,635 Transit Fees 2,140 - - - 900 900 Misc Charges for Services - 17 - - - - Miscellaneous - 8,000 Cabin Repair Contrib & Donations 20,325 22,030 1,850 20,650 15,350 15,350 Misc Merchandise 4,204 3,512 4,710 4,405 4,989 4,989 Other Misc Revenue 768 4,451 1,013 1,368 1,183 1,183 Printed Materials 3 - - - - - Other Financial Sources Sale Of Assets 429 - 48 - - Total Revenues $ 2,801,548 $ 2,870,350 $ 2,852,525 $ 3,066,959 $ 2,993,065 $ 3,014,087 Expenditures Personnel $ 2,102,962 $ 2,082,737 $ 2,087,769 $ 2,233,945 $ 2,164,086 $ 2,229,009 Services 434,953 520,080 512,048 544,352 577,288 588,834 Supplies 203,002 231,133 172,179 211,912 177,691 181,245 Capital Outlay 60,632 36,400 80,529 76,750 74,000 15,000 Total Expenditures $ 2,801,548 $ 2,870,350 $ 2,852,525 $ 3,066,959 $ 2,993,065 $ 3,014,087 Personnel Services - FTE 2012 2013 2014 2015 2016 Office Coord - Recreation 1.00 1.00 1.00 1.00 1.00 Recreation Supt 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Rec 1.00 1.00 1.00 1.00 M.W. I - Pools 1.00 1.00 1.00 1.00 - M.W. I - Recreation 2.75 2.75 2.75 2.75 2.75 M.W. II - Recreation 1.00 1.00 1.00 1.00 1.00 M.W. III - Pools 1.00 1.00 1.00 1.00 1.00 Facilities Manager - - - - 0.67 Rec. Maint. Supr 0.67 0.67 0.67 0.67 - Swimming Pool Asst 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 5.00 5.00 5.00 5.00 6.00 Total Personnel 15.42 15.42 15.42 15.42 14.42 Capital Outlay 2015 2016 Facility Improvements $ 11,750 $ 10,000 Park & Rec Equipment 20,000 15,000 Fitness Equipment - 11,000 Starting Blocks - 8,000 Cabin Repair 7,000 - Dive Board Refurbishment & Handrails 9,000 - Maintenance And Repairs 20,000 30,000 New Diving Board 9,000 Total Capital Outlay $ 76,750 $ 74,000 VelNArt LVA FellLI III IALI/eUINd The Park's division budget is organized into four activities: Administration, Operations, Forestry, and Central Business District (CBD) Maintenance. The Park Maintenance Operations sector manages 1,600+ acres of parkland, open/green space in addition to 200+ acres of City -owned non -parkland. The Park's management area includes 46 designated parks which include 50 outdoor shelters, 130 pieces of playground equipment, 21 restroom facilities, 2 dog parks and 2 splash pad facilities. The division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. The Forestry sector manages ROW and parkland trees encompassing the City's expanding urban forest, which includes 2,000 EAB susceptible ash trees. The CBD sector manages the central business district area which includes the Pedestrian Mall Plaza, Weather Dance fountain and the Plaza Playground. Park Maintenance Administration Administrative personnel include the Superintendent of Parks & Forestry, and a Clerk/Typist, which provides oversight and management of the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom and shelter facilities and providing for trash removal. • Park Shelters: Staff prepares and maintains shelters for 1300+ rented events a year. Staff is responsible for continual cleaning, maintenance and repair, which includes siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and construction of new shelters and additions. • Playgrounds: Staff is responsible for installation of new play equipment, inspection and repairs of the existing 130 pieces of playground equipment and play surfaces to meet industry safety standards. • 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 thin the 1600+ acres of maintenance include residential - style turf, prairies and 200+ acres of non -parkland along highways, water retention areas and ROWS. • Snow and ice removal: Access roads, parking areas, 61 miles of trails and sidewalks and the City Park ice skating area are maintained during winter months. • Park Fixtures: Fixtures such as picnic tables (375) and garbage cans (260) are inspected and repaired as needed by staff during winter months. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities 01061 or services are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests Central Business District (CBD) Maintenance CBD staff provides daily grounds maintenance in the City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+ events a year. • 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 Central Business District areas (Farmer's Market, SOTA, ICDD, Northside Market) • 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 Chadek Green property. Recent Accomplishments: • Ryerson's Woods State Forest Preserve designation • Installed new playground at Hickory Trail • Installed new shelter at Pheasant Hill Park • Installed new benches and refuse containers at Thornberry and Rita's Ranch dog parks • Decreased mowing operations • Increased proactive removal of ash trees • Installed new safety surface at the Plaza Playground • Obtained Plaza tree assessment/evaluation 011111 Upcoming Challenges: • Managing the inevitable Emerald Ash Borer (EAB) infestation • Equitably managing the 200+ acres of City -owned non -parkland • Planning for effective management of the expanding parks trails system • Increasing tree planting/replanting program Staffing: Staffing Level Change Summary: A full-time 1.00 FTE Maintenance Worker I was moved from the Recreation division to the Parks Maintenance division in fiscal year 2016. Park Maintenance Administration eliminated a full- time 1.00 FTE Clerk/Typist position in the fiscal year 2016 budget. Service Level Change Summary: Funding for forestry tree plantings increased from $9,300 in fiscal year 2015 to $50,000 in fiscal year 2016 in order to increase the number of trees that are replaced following removals. $45,000 was added in the Park Maintenance budget for natural areas management and $7,500 was added for pond algae mitigation at Windsor Ridge. In the Capital Project Funds, $75,000 was added to address potential Emerald Ash Borer problems and $25,000 was added for sustainable roadway vegetation management. Financial Highlights: A new % ton 4x4 Pickup is included in fiscal year 2016 capital outlays for $24,000. Also included in capital outlays for fiscal year 2016 is $25,000 to replace fences at Mercer and City Park baseball fields. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Department Objective: Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. 0101 FY2014 FY2015 FY2016 Adopted Total FTE's 19.00 19.00 19.00 Staffing Level Change Summary: A full-time 1.00 FTE Maintenance Worker I was moved from the Recreation division to the Parks Maintenance division in fiscal year 2016. Park Maintenance Administration eliminated a full- time 1.00 FTE Clerk/Typist position in the fiscal year 2016 budget. Service Level Change Summary: Funding for forestry tree plantings increased from $9,300 in fiscal year 2015 to $50,000 in fiscal year 2016 in order to increase the number of trees that are replaced following removals. $45,000 was added in the Park Maintenance budget for natural areas management and $7,500 was added for pond algae mitigation at Windsor Ridge. In the Capital Project Funds, $75,000 was added to address potential Emerald Ash Borer problems and $25,000 was added for sustainable roadway vegetation management. Financial Highlights: A new % ton 4x4 Pickup is included in fiscal year 2016 capital outlays for $24,000. Also included in capital outlays for fiscal year 2016 is $25,000 to replace fences at Mercer and City Park baseball fields. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Department Objective: Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. 0101 Performance Measures: *Non -Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions. FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2011 FY 2012 FY 2013 FY 2014 Acres of 1,354 1,441 1,506 1,511 Developed Parkland $1,545 $1,624 $1,527 $1,531* Acres of 327 248 186 186 Undeveloped Parkland Total Acres of Parkland 1,681 1,689 1,692 1,697 Total Acres per 1,000 Population 24.77 24.89 24.93 25.01 (used 2010 US Census) Total Non -Parkland* - - - 200 *Non -Parkland consists of highway ROWs, medians/islands and areas unmaintained by other divisions. FY 2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) *FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. rzIiy FY 2011 FY 2012 FY 2013 FY 2014 Operating Expenses $2,597,523 $2,742,135 $2,582,975 $2,904,176 Per Acre Cost $1,545 $1,624 $1,527 $1,531* *FY 2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. rzIiy City of Iowa City kctivity Summan Division: Park Maintenance Department: Parks and Recreation 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 242,540 $ 229,303 $ 221,313 $ 235,050 $ 141,079 $ 144,934 Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Clerk/Typist- Parks & Forest Superintendent Parks/Forestry Total Personnel LJ $ 242,565 $ 229,303 $ 221,313 $ 235,050 $ 141,079 $ 144,934 $ 200,104 $ 194,545 $ 181,859 $ 199,307 $ 103,314 $ 106,413 37,710 29,373 31,369 29,292 32,095 32,737 4,751 5,385 8,085 6,451 5,670 5,783 $ 242,565 $ 229,303 $ 221,313 $ 235,050 $ 141,079 $ 144,934 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 011YA City of Iowa City Activity: Park Maintenance Operations (530200) 621,688 753,829 742,254 Fund: General (1000) Division: Park Maintenance 147,780 170,565 183,248 Department: Parks and Recreation 25,342 29,899 25,000 54,000 - $ 2,106,284 $ 1,952,759 $ 2,208,545 2012 2013 2014 2015 2016 2017 1.00 Actual Actual Actual Revised Budget Projection Revenues: 2015 2016 $ General Revenues Subsidy $ 1,931,574 $ 1,801,485 $ 1,965,991 $ 1,927,247 $ 2,224,963 $ 2,233,198 Use Of Money And Property 5,000 Rents 62,629 59,867 108,843 261,560 129,314 129,314 Royalties & Commiss - - 1,984 - 1,984 1,984 Intergovernmental Disaster Assistance - - 798 - - - Other State Grants - - 22,195 - - - Charges For Fees And Services Culture & Recreation 96,711 82,412 101,957 97,329 101,957 101,957 Miscellaneous Contrib & Donations 8,398 2,500 585 - 585 585 Misc Merchandise - - 508 - 508 508 Other Misc Revenue 1,129 973 3,854 - 3,820 3,820 Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Parks M.W. II - Parks M.W. III - Parks Sr MW - Parks Sr MW - Turfgrass Specialist Total Personnel Capital Outlay Fences at City & Mercer Fields Maintenance Truck City Park Equipment Improvements Total Capital Outlay J,OYJ J, JLL ,,OJV $ 2,106,284 $ 1,952,759 $ 2,208,545 $ 2,286,136 $ 2,463,131 $ 2,471,366 $ 1,222,340 $ 1,157,949 $ 1,254,252 $ 1,335,634 $ 1,405,195 $ 1,447,351 662,433 621,688 753,829 742,254 812,210 828,454 162,194 147,780 170,565 183,248 191,726 195,561 59,317 25,342 29,899 25,000 54,000 - $ 2,106,284 $ 1,952,759 $ 2,208,545 $ 2,286,136 $ 2,463,131 $ 2,471,366 1.00 1.00 1.00 1.00 1.00 2012 2013 2014 2015 2016 - - - - 1.00 5.00 5.00 5.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.00 11.00 12.00 2015 2016 $ 25,000 $ 25,000 - 24,000 5,000 $ 25,000 $ 54,000 011I7 City of Iowa City kctivity Summan ACTIVITY: r-orestry jasusuuj 256,775 $ 280,253 $ 301,524 $ 337,384 $ r-una: veneral twuuj Division: Park Maintenance 147,840 192,633 183,765 Department: Parks and Recreation 35,487 21,640 31,331 15,758 55,672 56,785 2012 2013 2014 2015 2016 2017 $ 452,604 $ Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 352,348 $ 388,908 $ 405,110 $ 402,087 $ 479,553 $ 494,612 Other City Taxes 4,959 5,285 5,929 5,370 5,970 5,970 Miscellaneous 1.00 1.00 1.00 1.00 Contrib & Donations 20,000 20,000 20,000 20,000 20,000 20,000 Misc Merchandise - - 100 - 100 100 Other Misc Revenue 5,301 366 - 300 - - Other Financial Sources Sale Of Assets - 595 - - - - Transfer In -Govt Activities 69,996 70,582 73,078 73,290 78,624 78,624 Total Revenues & Transfer In $ 452,604 $ 485,736 $ 504,217 $ 501,047 $ 584,247 $ 599,306 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M. W. II - Forestry M. W. III - Forestry Sr MW - Forestry Total Personnel $ 277,950 $ 256,775 $ 280,253 $ 301,524 $ 337,384 $ 347,506 139,167 147,840 192,633 183,765 191,191 195,015 35,487 21,640 31,331 15,758 55,672 56,785 59,480 $ 452,604 $ 485,736 $ 504,217 $ 501,047 $ 584,247 $ 599,306 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 0AF] City of Iowa City kctivity Summan Activity: t:rsu maintenance uperations jasa wuj 339,052 $ 404,878 runa: veneral twuuj Division: Park Maintenance 374,947 153,430 146,144 Department: Parks and Recreation 192,913 172,806 176,262 28,327 28,604 16,982 2012 2013 2014 2015 2016 2017 11,940 Actual Actual Actual Revised Budget Projection Revenues: 15,000 $ 544,331 $ 517,093 $ 518,415 $ General Revenues Subsidy $ 539,393 $ 505,968 $ 510,930 $ 682,573 $ 572,456 $ 587,395 Licenses And Permits General Use Permits 4,938 10,467 7,340 10,467 7,340 7,340 Miscellaneous 2.00 2.00 2.00 Other Misc Revenue 659 145 1.00 145 145 Total Revenues $ 544,331 $ 517,093 $ 518,415 $ 693,040 $ 579,941 $ 594,880 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M. W. II -CBD Sr M.W. - CBD Total Personnel Capital Outlay Fixture Replace & Surface Repair Total Capital Outlay $ 350,634 $ 342,345 $ 339,052 $ 404,878 $ 364,026 $ 374,947 153,430 146,144 154,341 192,913 172,806 176,262 28,327 28,604 16,982 80,249 28,109 28,671 11,940 8,040 15,000 15,000 15,000 $ 544,331 $ 517,093 $ 518,415 $ 693,040 $ 579,941 $ 594,880 2012 2013 2014 2015 2016 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 2015 2016 $ 15,000 $ 15,000 $ 15,000 $ 15,000 [WILYA1:11AZ K01UAMel9[0L6� Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,872 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. HIGHLIGHTS Recent Accomplishments: • Reduced seasonal staffing levels for the last half of FY14 and first half of FY15. Staffing: Staffing Level Change Summary: No staffing level changes are budgeted for fiscal year 2016. Service Level Change Summary: No service level changes are budgeted for fiscal year 2016. Financial Highlights: The Cemetery operations have no budgeted capital outlay expenditures, and there operating expenditures have remained steady for the last four years. 211 FY2014 FY2015 FY2016 Adopted Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: No staffing level changes are budgeted for fiscal year 2016. Service Level Change Summary: No service level changes are budgeted for fiscal year 2016. Financial Highlights: The Cemetery operations have no budgeted capital outlay expenditures, and there operating expenditures have remained steady for the last four years. 211 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Track the number of hits on the Oakland Cemetery website in order to measure the usefulness and benefits for the community. Department Objective: Increase the use/knowledge of the website by offering informative workshops to the public. Establish awareness through different media outlets. Performance Measures: Strategic Plan Goal: A Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. Performance Measures: FY 2011 FY 2012 FY 2013 FY 2014 Page views New Measure New Measure New Measure 4,161 Strategic Plan Goal: A Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. Performance Measures: 0A FY 2011 FY 2012 FY 2013 FY 2014 Full Burials 30 34 27 19 Cremation 28 44 39 48 0A City of Iowa City 4ctivity Summan Division: Cemetery Operations (540100) $ 279,840 $ 243,511 $ 248,835 $ Department: Parks and Recreation 281,319 Services 55,961 52,328 56,205 65,955 65,283 2012 2013 2014 2015 2016 2017 15,349 Actual Actual Actual Revised Budget Projection Revenues: Total Expenditures $ 381,117 $ 315,647 $ 317,669 $ 350,407 $ General Revenues Subsidy $ 240,909 $ 242,814 $ 242,440 $ 263,197 $ 269,162 $ 278,968 Charges For Fees And Services Cemetery Supervisor 1.00 1.00 1.00 1.00 Misc Charges For Svc 40,885 31,845 25,499 29,760 31,845 31,845 Miscellaneous M.W. III -Cemetery 1.00 1.00 1.00 1.00 Misc Merchandise 28 - - - - - Other Misc Revenue - 1,423 - - - - Other Financial Sources Sale Of Assets 99,295 39,565 49,730 57,450 52,750 52,750 Total Revenues $ 381,117 $ 315,647 $ 317,669 $ 350,407 $ 353,757 $ 363,563 Expenditures Personnel $ 279,840 $ 243,511 $ 248,835 $ 265,087 $ 273,125 $ 281,319 Services 55,961 52,328 56,205 65,955 65,283 66,589 Supplies 20,776 14,637 12,629 19,365 15,349 15,656 Capital Outlay 24,540 5,170 Total Expenditures $ 381,117 $ 315,647 $ 317,669 $ 350,407 $ 353,757 $ 363,563 Personnel Services - FTE 2012 2013 2014 2015 2016 Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00 M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00 M.W. III -Cemetery 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 213 4WMil Z Y01UAMil9EeLK The Iowa City Public Library is the busiest public library building in the state of Iowa. Community surveys conducted in 2014 as part of the Library's strategic planning process showed 94.3% of respondents said the Iowa City Public Library was either essential or very important to the quality of life in the community, the highest rating the planning consultants had ever seen. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts & Bequests, and Gifts — Materials, and Library Replacement Reserves. 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 and 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 This activity is funded largely through State funded Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions and donations, both designated and undesignated, for Library operations, programs, and building improvements. Gifts — Materials These are donated funds designated for materials acquisitions. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. 214 HIGHLIGHTS • By the numbers fiscal year 2014: 0 66,403 cardholders 0 1,406,995 circulation 0 710,595 visits 0 115,990 computer users 0 39,583 attended children's programs 0 7,921 social media followers Recent Accomplishments: • Completed a two-year building upgrade project that included new service desks, new carpet in areas, new technology for children, and a new teen room. • Conducted numerous community surveys, focus groups, and interviews as part of a strategic planning process. • Increased participation in Summer Reading Programs. • New teen space resulted in 131% increased attendance at teen programs in the library. Staffing: Upcoming Challenges: • Initiate new strategic plan goals including introducing a bookmobile and upgrading the library website. • Work with local partners to keep children reading in the summer. • Lead a nine-month community -wide celebration of all things music to welcome LII School of Music downtown. Staffing Level Change Summary: Staffing FTE changes represent slight modifications to Library Assistant and Library Clerk hours. FTE reduction totals .36 FTE. Service Level Change Summary: No major service level changes budgeted for fiscal year 2016. OAR FY2014 FY2015 FY2016 Adopted Total FTE's 43.13 43.13 42.77 Staffing Level Change Summary: Staffing FTE changes represent slight modifications to Library Assistant and Library Clerk hours. FTE reduction totals .36 FTE. Service Level Change Summary: No major service level changes budgeted for fiscal year 2016. OAR Financial Highlights: The fiscal year 2016 budget eliminate the transfer of Cable Television Funds to the Library, because that operation was moved into the General Fund. The Library levy revenue grew by only 1.5% in fiscal year 2016. Revenue from local 28E agreements is anticipated to grow by 10.9% and the state backfill of commercial and industrial property taxes is estimated to be $33,245 in fiscal year 2016. Overall, the Library expenditure budget grew by 2.8%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Develop partnerships that build community and support the Library's mission. Work with the ICCSD, preschools and summer programs to help children sign up for a library card and get ready for summer reading programs. Children Registering for Summer Reading Programs FY 2011 FY 2012 FY 2013 FY 2014 FY FY 2016 Gooalal Goal 1,599 2,280 2,178 3,160 3,300 3,500 Number of Summer Library Bus Riders FY 2011 FY 2012 FY 2013 FY 2014 FY FY 2016 Gooalal Goal 1,126 1,103 1,401 2,943 3,000 3,100 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Improve use of Library website. Increase the availability of information regarding program and service offerings. Library Website Use (Measured by Page Views) FY 2011 FY 2012 FY 2013 FY 2014 FY FY 2016 Gooalal Goal 810,728* 1,122,935 1,187,582 1,354,795 1,422,000 1,500,000 * Home Page Only City of Iowa City 4ctivity Summan Division: Library Operations 2012 2013 2014 2015 2016 Custodian - Library 2.00 2.00 Department: Library 2.00 2.00 2012 - 2013 2014 1.00 2015 Librarian II 2016 7.00 2017 6.00 6.00 Actual 1.00 Actual Actual 1.00 Revised Library Assistant l Budget 2.50 Projection Revenues & Transfer In: 5.63 Library Assistant 11 1.75 1.00 1.00 1.00 1.00 Library Assistant 111 5.23 5.23 5.23 General Revenues Subsidy $ 3,159,577 $ 3,019,609 $ 3,179,390 $ 3,175,983 $ 3,377,972 $ 3,507,670 Property Taxes 2.38 747,907 6.00 782,931 798,657 5.00 828,107 Library Director 837,047 1.00 837,047 Delinquent Property Taxes 1.00 18 0.75 53 74 1.00 - M. W. 11 - Library - 1.00 - Other City Taxes 1.00 14,041 1.00 13,847 13,588 - 13,754 MW I - Library 13,640 0.50 13,640 Use Of Money And Property 0.50 Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00 Pulic Relations Specialist - 0.65 0.65 Rents 0.65 118,948 1.00 107,947 122,484 2.00 132,292 Sr Library Assistant 122,484 3.75 122,484 Royalties & Commiss 3.75 3,068 3,027 2,647 1.00 3,027 Total Personnel 2,612 42.88 2,612 Intergovernmental 42.27 Capital Outlay 2015 2016 RFID tags $ Property Tax Credits 6,000 - - - - 16,522 Total Capital Outlay 33,139 33,139 Local 28E Agreements 13,000 424,363 413,750 427,033 420,750 466,491 466,491 State 28E Agreements 35,000 35,000 - - - - Charges For Fees And Services Library Charges 304 57 46 57 - - Miscellaneous Library Fines & Fees 201,157 182,418 175,666 182,418 175,666 175,666 Other Misc Revenue 63,433 62,535 19,626 62,852 - - Other Financial Sources Sale Of Assets - - 255 - - - Transfer In -Bus Type Funds 55,000 55,000 55,000 55,000 - - TotalRevenues&Transfer In $ 4,822,816 $ 4,676,173 $ 4,794,466 $ 4,890,762 $ 5,029,051 $ 5,158,749 Expenditures: Personnel $ 4,018,230 $ 3,886,479 $ 3,928,169 $ 4,096,538 $ 4,237,696 $ 4,364,827 Services 630,975 627,682 633,087 643,780 622,319 634,765 Supplies 135,023 149,539 178,888 144,444 156,036 159,157 Capital Outlay 38,588 12,473 54,322 6,000 13,000 Total Expenditures $ 4,822,816 $ 4,676,173 $ 4,794,466 $ 4,890,762 $ 5,029,051 $ 5,158,749 Personnel Services - FTE 2012 2013 2014 2015 2016 Custodian - Library 2.00 2.00 2.00 2.00 2.00 IT Support Specialist - - 1.00 1.00 1.00 Librarian II 7.16 7.00 6.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00 Library Assistant l 2.50 2.50 5.50 5.50 5.63 Library Assistant 11 1.75 1.00 1.00 1.00 1.00 Library Assistant 111 5.23 5.23 5.23 5.23 5.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 6.25 6.25 2.75 2.75 2.38 Library Coordinator 6.00 6.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 0.75 1.00 1.00 1.00 1.00 M. W. 11 - Library 1.00 1.00 1.00 1.00 1.00 Microcomputer Specialist - Lib 1.00 1.00 - - - MW I - Library 0.50 0.50 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00 Pulic Relations Specialist - 0.65 0.65 0.65 0.65 Sr Librarian 1.00 1.00 2.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 3.75 Supervising Librarian 1.00 1.00 1.00 Total Personnel 42.89 42.88 42.38 42.38 42.27 Capital Outlay 2015 2016 RFID tags $ 6,000 $ 6,000 Exterior Doors - 7,000 Total Capital Outlay $ 6,000 $ 13,000 218 City of Iowa City 4ctivity Summan Division: Library Operations Department: Library Expenditures: Services $ - $ 319 $ - $ - $ - $ - CapitalOutlay 614,796 630,845 659,205 649,248 648,000 648,000 Total Expenditures $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000 Capital Outlay 2015 2016 Adult Library Materials $ 546,807 $ 548,000 Children's Library Materials 102,441 100,000 Total Capital Outlay $ 649,248 $ 648,000 0A 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000 Total Revenues $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000 Expenditures: Services $ - $ 319 $ - $ - $ - $ - CapitalOutlay 614,796 630,845 659,205 649,248 648,000 648,000 Total Expenditures $ 614,796 $ 631,163 $ 659,205 $ 649,248 $ 648,000 $ 648,000 Capital Outlay 2015 2016 Adult Library Materials $ 546,807 $ 548,000 Children's Library Materials 102,441 100,000 Total Capital Outlay $ 649,248 $ 648,000 0A City of Iowa City 4ctivity Summan ACTIVITY: LlDrary tsoaro ,onxroneu tunas j33ujuu) runs: uorary tiles J-IUU-I) Division: Library Operations Department: Library 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Operating Grants Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Library Assistant III Library Clerk Total Personnel Capital Outlay Building Improvements IT Hardware Software Furniture & Office Equipment Total Capital Outlay $ 670 $ - $ 1,302 $ 931 $ 638 $ 638 61,033 76,694 90,067 81,500 90,067 90,067 179 296 574 296 574 574 2,512 1,965 1,798 879 1,799 1,799 25,035 21,745 22,304 20,000 22,008 22,008 16,290 15,606 15,087 15,606 15,087 15,087 - - 673 2015 2016 - $ 105,719 $ 116,306 $ 131,805 $ 119,212 $ 130,173 $ 130,173 $ 42,628 $ 30,529 $ 32,756 $ 28,443 $ 28,445 $ 29,298 56,452 30,843 53,747 18,781 25,728 26,243 8,148 3,602 3,890 6,833 24,223 24,707 23,857 42,692 45,921 56,000 27,000 - $ 131,085 $ 107,665 $ 136,314 $ 110,057 $ 105,396 $ 80,248 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 0.25 0.25 0.25 0.25 - 0.75 0.75 0.75 0.75 0.50 OKI] 2015 2016 $ 10,000 $ - 36,000 12,000 - 15,000 10,000 $ 56,000 $ 27,000 City of Iowa City 4ctivity Summar) Division: Library Operations Department: Library Expenditures Personnel 2012 2013 2014 2015 2016 2017 Services Actual Actual Actual Revised Budget Projection Revenues: 12,016 17,955 24,379 17,989 24,618 25,110 Use Of Money And Property 2,989 2,349 13,612 48,000 Interest Revenues $ 686 $ 1,150 $ - $ 1,150 $ - $ - Miscellaneous Contrib & Donations 44,814 199,854 134,422 90,000 95,000 95,000 Other Misc Revenue 3,074 3,700 1,625 3,700 6,400 6,400 Total Revenues $ 48,574 $ 204,705 $ 136,047 $ 94,850 $ 101,400 $ 101,400 Expenditures Personnel $ - $ - $ - $ - $ 29,146 $ 30,020 Services 12,700 13,415 21,288 11,362 21,671 22,104 Supplies 12,016 17,955 24,379 17,989 24,618 25,110 Capital Outlay 2,989 2,349 13,612 48,000 Total Expenditures $ 27,705 $ 33,719 $ 59,279 $ 77,351 $ 75,435 $ 77,235 Capital Outlay 2015 2016 Building Improvements $ 48,000 $ Total Capital Outlay $ 48,000 $ - Activity Summary Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001) Division: Library Operations Department: Library Revenues: Miscellaneous Contrib & Donations Total Revenues Expenditures: Capital Outlay Total Expenditures Capital Outlay Adult Library Materials Children's Library Materials Total Capital Outlay 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection $ 94,344 $ 70,299 $ 17,340 $ 75,000 $ 52,000 $ 50,000 $ 94,344 $ 70,299 $ 17,340 $ 75,000 $ 52,000 $ 50,000 $ 91,558 $ 41,180 $ 13,984 $ 75,000 $ 52,000 $ 50,000 $ 91,558 $ 41,180 $ 13,984 $ 75,000 $ 52,000 $ 50,000 221 2015 2016 $ 60,000 $ 40,000 15,000 10,000 $ 75,000 $ 50,000 City of Iowa City 4ctivity Summan Activity: Library Replacement Reserves (550800) Fund: Library Replacement Reserves (1 006) Division: Library Operations Department: Library 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Prosection Revenues & Transfer In: Other Financial Sources Sale Of Assets Transfer In From General Fund Total Revenues & Transfer In Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay Operating Equipment Replacement Total Capital Outlay $ - $ 537 $ - $ - $ - $ - 62,422 62,422 62,422 62,422 62,422 62,422 $ 62,422 $ 62,959 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ - $ 30 $ - $ - $ - $ - 5,294 21,953 15,816 45,000 45,000 45,000 65,516 48,318 88,337 - 20,500 - $ 70,810 $ 70,301 $ 104,153 $ 45,000 $ 65,500 $ 47000 2015 2016 04% $ $ 20,500 $ $ 20,500 11:1Mil Z a Will]LlIUel9Eel Eel aaMa 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 through fiscal year 2013. 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. I:IM:1IIIIIM:It&� Recent Accomplishments: Successfully completed special fundraising campaign for library remodeling project by exceeding goal of $250,000 by nearly $6,000. Raised $195,496 to surpass annual fundraising goal of $175,000. Attracted 115 new contributors who donated nearly $10,800. Recruited volunteer and other help to sell donated items online to maximize used bookstore income. Staffing: Upcoming Challenges: Continue financial growth outlined in Foundation strategic plan. Develop and host effective special events. Remain vital in increasingly competitive fundraising environment. Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The expenditures for this activity are offset by the revenues with no General funding utilized for this activity. 223 FY2014 FY2015 FY2016 Adopted Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: The expenditures for this activity are offset by the revenues with no General funding utilized for this activity. 223 City of Iowa City 4ctivity Summan Division: Library Foundation Office (550600) Department: Library *Activity Prior to FY2013 in Agency Fund Revenues: Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Total Expenditures Personnel services - FTE Library Coord - Development Sr Library Assistant Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Proiecti $ - $ 132,644 $ 109,845 $ 190,961 $ 174,829 $ 180,074 $ - $ 132,644 $ 109,845 $ 190,961 $ 1745829 $ 180,074 $ - $ 132,644 $ 110,119 $ 190,961 $ 174,829 $ 180,074 $ - $ 132,644 $ 110,119 $ 190,961 $ 174,829 $ 180,074 2012 2013 2014 2015 2016 - 1.00 1.00 1.00 1.00 - - 1.00 1.00 1.00 224 1.00 2.00 2.00 2.00 69ALl1 Eel :ZyALl1119A:Z01»:7e3111[01>•6� 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, volunteer opportunities, and services. These programs and services support individual health, wellbeing, and independence by fostering social connections, mental and physical exercise, and involvement in the community. Many of these programs and services are open to all members of the community. The Senior Center's budget is organized into two major activities: Administration, and Gifts & Memorials. Administration is further divided into five subcategories, each reflecting a major area of programming. This has been done to assist with financial tracking and program planning. The subdivisions include: Senior Center Classes; Senior Center New Horizons Band; Senior Center Chorus; Senior Center Television; and Senior Center Special Events. Senior Center Administration Administration oversees and supports the operation of Center programs, building maintenance, and development. Administration also supports the activities of the Senior Center Commission, Senior Center Steering Council and Working Committees, and the New Horizons Band Steering Council. Services provided at the Center are also supported by Administration. These programs require varying degrees of staff oversight, organization, volunteer training, scheduling, and problem solving. Most are open to all members of the community. All require a designated space in which they can be carried out. Examples include: Senior Health Insurance Counseling (SHIIP); Volunteer Lawyers; University of Iowa Counseling Services; The AARP Tax Aide Program; Honoring Your Wishes advanced directives counseling; health care provided by the Visiting Nurses Association, and congregate dining provided by Elder Services, Inc. These programs extend The Center's reach out into the community bringing in people of all ages, from all walks of life. There are five budget subdivisions in the Administration Budget • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are often open to non-members or intergenerational. A volunteer based Program Committee is active in determining the quarterly curriculum. Classes are taught by volunteers or independent contractors. • Senior Center New Horizons Band - The Band's mission is to provide the opportunity for all persons age 50 and older to learn and make music. The NHB has student instructors who are identified through a cooperative agreement with the College of Music Education at the University of Iowa. All student instructors are part-time temporary employees of the City. 0407 • Senior Center Chorus - This part of the budget includes the Voices of Experience (VOE), a chorus for adults over 50, and the Family Folk Machine (FFM), an intergenerational chorus. The VOE has a student director identified through a cooperative agreement with the College of Music Education at the University of Iowa. The VOE director and accompanist are both part-time temporary employees of the City. The FFM is directed by volunteers. Participants of both choruses pay participation fees. • Senior Center Special Events - Large programs of general interest that are open to all members of the community. For instance, dances, fundraisers band concerts, choral presentations, movies, or speakers. They often have sponsors and community partners and involve many volunteers. • Senior Center Television - Volunteers produce television programs for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television for homebound elderly and community members to see. They also are involved with creative endeavors and have a channel on you -tube to increase outreach. Gifts & Memorials This activity accounts for contributions and donations made to the Senior Center Gift Fund. HIGHLIGHTS • There were 108,753 visits to Senior Center sponsored programs in FY14. • There were additional 12,756 and 3,901 visits to The Center for the Senior Nutrition Program and other services & meetings, respectively. • There were 337 classes and special events, 7 performance groups, 22 groups & clubs, 18 different volunteer activities, and 24 professional services offered. • At the end of FY2013 membership was 1,574. • Over 668 volunteers provided services to support Center programming and the community. Recent Accomplishments: • An intergenerational concert involving The Center's two vocal groups, the Voices of Experience and Family Folk Machine. There were sixty-two performers ranging in age from four to eighty-four. The event was held at the Englert and attracted about 200 attendees. Thanks to the work of Senior Center Television (SCTV), a high quality video of this concert is available on the Senior Center's YouTube channel. Partners and sponsors included: University of Iowa's College of Music Education and the University of Iowa Community Credit Union. OKI • Images of Aging was a project developed to dispel negative images of aging. Noted photographer Peter Feldstien volunteered to photograph volunteer members of The Center. Large prints of the photos were framed. A professional film maker videotaped the people photographed during extended interviews focusing on their experience of growing older. The tapes were edited by SCTV into a forty minute video program. The framed photos were featured in a Gallery Walk and viewed by over 200 community members during the event. The photos continued as an extended exhibit and were viewed by hundreds more over the exhibit period. The video program was played in conjunction with the exhibit. Funded in part by a grant from the Community Foundation of Johnson County. • A Musical Geography of Mexico was a part of our programming intended to expand cultural awareness. A lecture and demonstration with live performances of folk music from various regions of Mexico performed by Sones de Mexico, one of Chicago's premier folk music ensembles. Supported by the Iowa Arts Council, Hancher, and The Center. • Organized and hosted a community education event in partnership with Honoring Your Wishes to raise awareness of advance care planning. The award winning documentary Consider the Conversation was screened to an audience of approximately 100 people. A panel discussion featuring local experts followed. • Supported the work of the Ad Hoc Senior Services Committee by providing needed information and responding to the questions of community members in an unbiased, factual way. Encouraged people to focus on Oke facts." • Conducted a pilot study involving low-income and less able older adults who were given Earth Boxes, vegetable plants, instruction, and volunteer support. Pathways Adult Day Health Center; Ecumenical Towers, Emerson Point, and assisted living at Bickford Cottage were all pilot locations. The program was well received and provided participants with social interaction, physical and cognitive exercise. The program will be expanded in 2015. It was funded by Friends of The Center. • Conducted a cultural sensitivity training program for members at The Center's annual meeting using a professional facilitator. Funded by Friends of The Center. Upcoming Challenges: • Diversify The Senior 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. • Develop a plan of action based upon the findings and recommendations of the Ad Hoc Senior Services Committee. • Work with representatives from volunteer leadership committees, members, participants, and community members to develop 2016-2020 Mission, Goals and Objectives for the Senior Center that are reflective of priorities identified by City Council. ON Staffing: Staffing Level Change Summary: No permanent staff changes were added for fiscal year 2016. An 18 -hour per week temporary position was added to assist with receptionist duties. Service Level Change Summary: In February of 2014 the Iowa City City Council established the Ad Hoc Senior Services Committee. The Committee was given three charges: 1) to do a comprehensive evaluation of Senior Center operations and report on findings; 2) to make recommendations to the City Council on how Iowa City should use current financial and physical resources to meet the needs of Iowa City' growing senior population; and 3) identify obstacles which may be hindering the City's ability to serve the senior population and make recommendations that would minimize or eliminate such obstacles. The final report is to be submitted to Council December 1, 2014. Recommendations for Senior Center programs and services are likely to be included in the Ad Hoc Committee's report. Goals and objectives will be developed reflecting these recommendations once the final document from the Ad -Hoc Senior Services Committee gets discussed and accepted by the City Council. Financial Highlights: In the fiscal year 2016 budget, programming for the Senior Center Chorus, Senior Center Television, and Special Events were moved from the Administration budget activity to the Programs budget activity. This restructuring moved personnel, services, and supplies expenditures as well as corresponding revenues. The Programs budget increased from $0 in fiscal year 2015 to $45,480 in fiscal year 2016. Capital outlay budgeted for fiscal year 2016 in Senior Center Administration includes $7,000 to purchase a desk reconfiguration. Capital outlay in the Gifts & Memorials activity includes $10,000 to complete fitness area of Room 103. ONQ FY2014 FY2016 FY2016 Adopted Total FTE's 6.50 6.50 6.50 Staffing Level Change Summary: No permanent staff changes were added for fiscal year 2016. An 18 -hour per week temporary position was added to assist with receptionist duties. Service Level Change Summary: In February of 2014 the Iowa City City Council established the Ad Hoc Senior Services Committee. The Committee was given three charges: 1) to do a comprehensive evaluation of Senior Center operations and report on findings; 2) to make recommendations to the City Council on how Iowa City should use current financial and physical resources to meet the needs of Iowa City' growing senior population; and 3) identify obstacles which may be hindering the City's ability to serve the senior population and make recommendations that would minimize or eliminate such obstacles. The final report is to be submitted to Council December 1, 2014. Recommendations for Senior Center programs and services are likely to be included in the Ad Hoc Committee's report. Goals and objectives will be developed reflecting these recommendations once the final document from the Ad -Hoc Senior Services Committee gets discussed and accepted by the City Council. Financial Highlights: In the fiscal year 2016 budget, programming for the Senior Center Chorus, Senior Center Television, and Special Events were moved from the Administration budget activity to the Programs budget activity. This restructuring moved personnel, services, and supplies expenditures as well as corresponding revenues. The Programs budget increased from $0 in fiscal year 2015 to $45,480 in fiscal year 2016. Capital outlay budgeted for fiscal year 2016 in Senior Center Administration includes $7,000 to purchase a desk reconfiguration. Capital outlay in the Gifts & Memorials activity includes $10,000 to complete fitness area of Room 103. ONQ GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods To be synonymous with the highest quality programs that promote optimal aging; thereby encouraging individuals to become their best selves regardless of personal challenges. Each quarter throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual/cognitive; physical; professional/vocational; social; and spiritual. Each quarter* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness Goal FY 2011 FY 2012 FY 2013 FY 2014 Overall Satisfaction New Measure New Measure E — °JoEM —KE� — ° E — ° °' E LLo ✓ ✓ ✓ ✓ New Measure New Measure New Measure ✓ ✓ ✓ ✓ * A quarter, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through November, Winter, December through February, Spring, March through May, and Summer, June through August. The Program guide is released two weeks prior to the beginning of the quarter. Random Class Evaluations (done throughout the year) Goal FY 2011 FY 2012 FY 2013 FY 2014 Overall Satisfaction New Measure New Measure 91% 96% Rating of > 95% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation & Enhanced Communication and Marketing To improve stability and diversity of financing. Move toward electronic communication as a cost saving measure and for customer convenience. Percent of Members using On-line Class Registration and/or Membership Renewals Senior Center Endowment's Annual Contribution to the Operational Budget FY 2011 FY 2012 FY 2013 FY 2014 2015 $20,323 FY 2011 FY 2012 FY 2013 FY 2014 New Measure Esstt imate Percent of Members New Measure New Measure New Measure 5% 10% Change in Percent New Measure New Measure New Measure New Measure 100% (Goal of > 5% increase) Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage Goal FY 2011 FY 2012 FY 2013 FY 2014 Annual Contribution $20,323 $23,632 $23,077 $30,380 Change in Contribution New Measure 16.3% (2.3%) 32% (Goal of 4 - 8% increase) Cost Recovery Percentage Goal FY 2011 FY 2012 FY 2013 FY 2014 25% and to Increase % 15% 25% 25% 29% Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To increase cultural diversity among participants and promote an environment of inclusion. Department Objective: Use available resources to expand the participant base for both on-site and off-site programming. 0911] Performance Measures: Participation of Racial Minorities in the Senior Center Programming (Based on Annual On-site Demographic Survey) * At least until levels reflect community demographics of the 50 + population Percent of Respondents with Incomes at or below Department of Health and Human Services Poverty Guidelines (Based on Annual On-site Demographic Survey) Goal FY 2011 FY 2012 FY 2013 FY 2014 2015 New Measure FY 2011 FY 2012 FY 2013 FY 2014 — ° m P E Esstt imate Percent of Participation New Measure New Measure New Measure 5% 6% Change in Percent ii D iiii New Measure New Measure New Measure New Measure 1 % (Goal of 1 - 2% increase)* ii D ii * At least until levels reflect community demographics of the 50 + population Percent of Respondents with Incomes at or below Department of Health and Human Services Poverty Guidelines (Based on Annual On-site Demographic Survey) Goal FY 2011 FY 2012 FY 2013 FY 2014 4.0%-6.1%* New Measure New Measure New Measure 12% ** Based upon the U.S. Census Bureau's American Community Survey (2008-2012) and the U.S. Decennial Census population counts, the percent of people >_ 55 living in poverty in Iowa City and Johnson County is 6% and 4% respectively. A 2010 community survey done by the United Way of Johnson and Washington Counties identified a 6.1% poverty rate among people >_ 65 in Johnson County. Successful Programs that Targeting At Risk and In Need Adults Over 50 Goal * FY 2011 FY 2012 FY 2013 FY 2014 m P E — ° — ° m P E — ° m P E — ° m P E ii D iiii LEF�E D ii D ii U) D U) U) >4 >4 >4 >4 New Measure New Measure New Measure >10 >10 >10 >10 * Fall covers September through November, Winter, December through February, Spring, March through May, and Summer, June through August. 231 City of Iowa City 4ctivity Summan Division: Senior Center Operations Department: Senior Center 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 613,987 $ 618,795 $ 598,506 $ 704,108 $ 636,974 $ 652,103 Use Of Money And Property Parking Ramp Revenue 17,663 17,035 - - - - Rents 1,539 1,624 2,135 1,624 2,135 2,135 Royalties & Commiss 299 322 264 322 264 264 Intergovernmental Local 28E Agreements 70,000 70,000 59,224 70,000 59,224 59,224 Charges For Fees And Services Culture & Recreation 42,283 54,701 57,926 54,680 57,354 57,354 Misc Charges For Svc 16,698 14,459 2,037 - - - Parking Charges - - 20,390 17,050 20,390 20,390 Miscellaneous Contrib & Donations 34,743 37,130 41,911 51,000 46,911 46,911 Misc Merchandise 12,491 7,736 6,091 7,736 6,091 6,091 Other Misc Revenue 5,483 6,719 18,488 - 2,500 2,500 Other Financial Sources Sale Of Assets 836 191 Total Revenues $ 816,022 $ 828,520 $ 807,163 $ 906,520 $ 831,843 $ 846,972 Expenditures: Personnel $ 519,362 $ 508,023 $ 526,825 $ 553,758 $ 563,229 $ 580,126 Services 234,516 209,364 218,241 240,651 229,975 234,575 Supplies 55,734 44,144 62,097 53,506 31,639 32,272 Capital Outlay 6,410 66,989 58,605 7,000 Total Expenditures $ 816,022 $ 828,520 $ 807,163 $ 906,520 $ 831,843 $ 846,972 Personnel Services - FTE 2012 2013 2014 2015 2016 M. W. III - Senior Center 1.00 1.00 1.00 1.00 1.00 M.W. I - Senior Center 1.00 1.00 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00 Volunteer Specialist -Sr Center 1.00 1.00 1.00 1.00 1.00 Total Personnel 6.50 6.50 6.50 6.50 6.50 Capital Outlay 2015 2016 Addressable Alarm Panel $ 18,000 $ - Contracted Improvements 15,000 - Hot Steam Serving Table 5,000 - Other Operating Equipment 13,000 7,000 Building Improvements 7,605 Total Capital Outlay $ 58,605 $ 7,000 049% City of Iowa City 4ctivity Summan nuuvny. �UIHVI �UIILUI rl Vl91011M ldrvcvv/ rums. �Wllwlai t iuuut Division: Senior Center Operations Department: Senior Center 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Prosection Revenues: General Revenues Subsidy Charges For Fees And Services Culture & Recreation Misc Charges For Svc Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures $ - $ - $ - $ - $ 15,259 S 16,330 - - 8,588 6,300 11,700 11,700 - - 11,171 10,000 11,171 11,171 - - 780 - 950 950 - - - 6,000 6,400 6,400 $ - $ - $ 20,539 $ 22,300 $ 45,480 $ 46,551 S - $ - $ - $ - $ 16,163 $ 16,648 - - 1,672 - 9,517 9,707 - - 83 - 19,800 20,196 S - $ - $ 1.755 S - $ 45,480 $ 46,551 Activity Summary Activity: Senior Center Programs (570200) Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Culture & Recreation Miscellaneous Contrib & Donations Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Total Expenditures $ 9,665 $ 10,736 $ 9,010 $ 10,800 $ 9,065 $ 9,065 3,712 3,157 1,106 2,100 1,800 1,800 47 - - - $ 13,424 $ 13,893 $ 10,116 $ 12,900 $ 10,865 $ 10,865 $ 6,756 $ 6,244 $ 5,813 $ 7,573 $ 8,628 $ 8,887 3,700 3,601 7,126 3,677 1,001 1,021 2,262 1,625 3,267 2,291 1,467 1,496 $ 12,718 $ 11,469 $ 16,206 $ 13,541 $ 11,096 $ 11,404 233 City of Iowa City Activitv Summar ACTIVITY: Lenlor 1. en ter %anis ana Nlemorl (DIU4UU) runs: Dr Genrer lint runs (-iuuj) Division: Senior Center Operations Department: Senior Center 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Protection Revenues: Use Of Money And Property Interest Revenues Miscellaneous Contrib & Donations Total Revenues Expenditures: Supplies Capital Outlay Total Expenditures Capital Outlay Building Improvements Total Capital Outlay $ 71 $ 120 $ 76 $ 120 $ - $ - 745 - - 1,000 - $ 816 $ 120 $ 76 $ 1,120 $ - $ - $ - $ 530 $ - $ 16,098 $ - $ - 10,000 $ - $ 530 $ - $ 16,098 $ 10,000 $ - 2015 2016 234 $ $ 10,000 $ $ 10,000 LlI:Icc] :I:Zi0N00Cole] Bill Q:LTJ :IIto] :1LVA l:ILl III �9:I:,9[N*' ADMINISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department's seven operating divisions, Administration, Economic Development, Sustainability, Development Services, Neighborhood Services, Metropolitan Planning of Johnson County (MPOJC) and the Housing Authority. Sustainability Iowa City is committed to sustainability as one of the overarching principles guiding the City's strategic plan. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles by implementing energy conservation programs, green infrastructure projects with include native plants, trails, public art and wildlife habitat. Greenhouse emissions from local government operations and the community as a whole are tracked along with other sustainability metrics. The City has also many partnerships and projects with the University of Iowa, enhancing the ability to broaden the work on sustainability within the community. Energy Efficiency Revolving Fund The fund was transferred from the Energy Efficiency and Conservation Block Grant special revenue fund in the revised fiscal year 2015 budget. The fund is being used as an inter -fund energy efficiency reimbursement program. The facilities and funds that received improvements through the fund will be repaying the fund annually based on the expected savings from the improvements. Housing & Inspection Administration The Housing & Inspection Services and Planning & Community Development Departments were combined in the revised fiscal year 2015 budget. The schedule presented show the operations of the Housing & Inspection Administration in the General Fund through fiscal year 2014 after which the activities will be merged within the operations of Neighborhood & Development Administration. The City is currently increasing the usage of a new web -based plan and document workflow system (such as planning submittals to include subdivision plats, etc.) that was implemented which allows citizens, architects, and developers to initiate and complete plan submission, reviews, and approval. The City is partnering with the University of Iowa's Iowa Initiative for Sustainable Communities during two successive academic years. Recent Accomplishments: • A sustainability assessment was completed which documents a baseline for a variety of city qualities. Staffing: Upcoming Challenges: • Increase communication around sustainability both internally and externally. • Continue planning for climate adaption. Staffing Level Change Summary: The Sustainability Coordinator position was transferred to this department from the Landfill division of Public Works department in fiscal year 2015 adding one (1) FTE to the fiscal year 2016 staffing. The Engineering Technician position that was shared with Engineering and the Metro Planning Organization of Johnson County is eliminated in fiscal year 2016 reducing the FTE by .50. A vacant, permanent part-time clerk position is also eliminated in fiscal year 2016 which would reduce the FTE count by an additional .50 FTE. Overall, the net change in FTE for NDS Administration is zero. Service Level Change Summary: The Sustainability Services activity was transferred to the NDS Administration division during fiscal year 2015. Also transferred was the energy efficiency revolving loan program from the special revenue funds. The budgeted revenues and expenditures for these two activities are new to the General Fund and to the department. Financial Highlights: This administration budget represents the combination of the Housing and Inspections Services Administration and the Planning and Community Development Administration budgets. In addition, the Sustainability Activities were a newly created function that was moved into this division. 04911 FY2014 FY2015 FY2016 Adopted Total FTE's 2.55 2.55 2.55 Staffing Level Change Summary: The Sustainability Coordinator position was transferred to this department from the Landfill division of Public Works department in fiscal year 2015 adding one (1) FTE to the fiscal year 2016 staffing. The Engineering Technician position that was shared with Engineering and the Metro Planning Organization of Johnson County is eliminated in fiscal year 2016 reducing the FTE by .50. A vacant, permanent part-time clerk position is also eliminated in fiscal year 2016 which would reduce the FTE count by an additional .50 FTE. Overall, the net change in FTE for NDS Administration is zero. Service Level Change Summary: The Sustainability Services activity was transferred to the NDS Administration division during fiscal year 2015. Also transferred was the energy efficiency revolving loan program from the special revenue funds. The budgeted revenues and expenditures for these two activities are new to the General Fund and to the department. Financial Highlights: This administration budget represents the combination of the Housing and Inspections Services Administration and the Planning and Community Development Administration budgets. In addition, the Sustainability Activities were a newly created function that was moved into this division. 04911 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Encourage new development to include sustainability features Department Objective: Develop and implement standards for City funded projects to include sustainability features such as energy efficiency, storm water management, green roofs and other Performance Measures: Number of implemented City funded projects with sustainability standards Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Decrease energy usage, costs, and greenhouse gas emissions Track municipal energy cost savings Dollars saved from energy efficient installation, renewable energy, & operational change FY 2011 FY 2012 FY 2013 FY 2014 New Measure New Measure FY 2011 FY 2012 FY 2013 FY 2014 New Measure New Measure New Measure New Measure Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Decrease energy usage, costs, and greenhouse gas emissions Track municipal energy cost savings Dollars saved from energy efficient installation, renewable energy, & operational change FY 2011 FY 2012 FY 2013 FY 2014 New Measure New Measure New Measure New Measure Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase awareness of sustainability within the community and City employee awareness Department Objective: External outreach within the community, focusing on sustainability, and collaborate with staff in various departments to institutionalize sustainability within City government 09YA Performance Measures: External FY 2011 FY 2012 FY 2013 FY 2014 Number of New Measure New Measure New Measure New Measure Presentations New Measure New Measure New Measure New Measure Internal FY 2011 FY 2012 FY 2013 FY 2014 Number of New Measure New Measure New Measure New Measure Presentations 04917 City of Iowa City Activity Summary Activity: Neighborhood & Dvlp Admin (610100) Division: Neighborhood & Dvlp Admin (610100) Fund: General (1000) Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 45,152 Supplies 7,466 7,739 General Revenues Subsidy $ 290,469 $ 288,401 $ 314,954 $ 520,121 $ 248,112 $ 257,284 Charges For Fees And Services 288,435 $ 346,754 $ 573,575 $ 321,465 $ Building & Devlpmt - - - 1,000 1,300 1,300 Miscellaneous 2016 Administrative Secretary 0.55 Code Enforcement - - - 26,444 13,983 13,983 Other Misc Revenue - 34 31,800 - 31,800 31,800 Transfer In -Enterprise Activities - - - 26,010 26,270 26,270 Total Revenues & Transfer In $ 290,469 $ 288,435 $ 346,754 $ 573,575 $ 321,465 $ 330,637 Expenditures Personnel $ 262,679 $ 259,604 $ 268,307 $ 526,037 $ 274,253 $ 282,481 Services 20,324 21,092 75,497 43,614 44,267 45,152 Supplies 7,466 7,739 2,950 3,924 2,945 3,004 Total Expenditures $ 290,469 $ 288,435 $ 346,754 $ 573,575 $ 321,465 $ 330,637 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 Clerk/NDS - 0.50 0.50 0.50 - Engineering Technician 0.50 0.50 0.50 0.50 - NDS Director 1.00 1.00 1.00 1.00 1.00 Planning & Comm Dev Clerk 0.50 Total Personnel 2.55 2.55 2.55 2.55 1.55 ' Position to be eliminated on 12-31-15 0491*1 City of Iowa City Activitv Summar Division: Neighborhood & Dvlp Admin 91,433 $ Department: Neighborhood and Development Services - - 378 35,014 5,150 5,253 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budaet Prosection Revenues: General Revenues Subsidy Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Sustainability Coordinator Total Personnel $ - $ - $ - $ 129,901 $ 96,223 $ 99,044 $ - $ - $ 33,200 $ 129,901 $ 96,223 $ 99,044 $ - $ - $ 3,005 $ 91,433 $ 89,673 $ 92,363 - - 378 35,014 5,150 5,253 32 3,454 1,400 1,428 $ - $ - $ 3,415 $ 129,901 $ 96,223 $ 99,044 - $ - $ 2012 2013 2014 2015 2016 $ Activity Summary 1.00 1.00 Activity: Sustainability Services (610150) Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Miscellaneous Other Misc Revenue Transfers In - Misc Total Revenues & Transfer In Expenditures: Services Capital Outlay Total Expenditures $ - $ - $ - $ 137,805 $ 88,962 $ 53,856 - - - 48,924 - - $ - $ - $ - $ 186,729 $ 885962 $ 53,856 $ - $ - $ - $ - $ 7,396 $ - 171,136 66,566 $ - $ - $ - $ 171,136 $ 73,962 $ oz,V City of Iowa City 4ctivity Summan Activity: mousing ana Inspection Hamm tvruluuji runa: general jluuuj Division: Neighborhood & Dvlp Admin Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 274,436 $ 203,259 $ 222,988 $ - $ - S - Charges For Fees And Services Building & Devlpmt 1,000 1,400 1,300 - - - Miscellaneous Code Enforcement 7,047 26,444 13,983 - - - Other Misc Revenue 10 - 9 - - - Printed Materials 107 16 27 - - - Transfer In -Enterprise Activities 25,000 25,000 25,575 - - - Total Revenues & Transfer In $ 307,600 $ 256,118 $ 263,882 $ - $ - $ - Expenditures: Personnel $ 239,467 $ 238,175 $ 240,899 $ - $ - $ - Services 68,107 17,943 22,983 - - - Supplies 26 Total Expenditures $ 307,600 $ 256,118 $ 263,882 $ - $ - $ - Personnel Services - FTE 2012 2013 2014 2015 2016 Code Enforcement Asst. 1.00 1.00 1.00 - - H.I.S. Director 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 - - 241 LlIAcc] :I:Zi]N00Cole] 119A:,9M*y Housing Inspection 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. Community Development 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 OZIM 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. Neighborhood Outreach The Neighborhood Outreach 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 Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment and coordination of 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, coordinating staff review of the applications as well as execution of contract documents and implementation of projects. Human Services The Human Services division coordinates with the 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. The City Council makes annual allocations to the area's human service agencies as part of the budget process. These monies were accounted for in the General Fund's Non -Operational Administration account in prior years. Donation Stations The City previously 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. This program was discontinued at the end of FY15. 243 HIGHLIGHTS • Maintained a two-year inspection cycle for all rental properties • Added 100 properties to the rental permit roles • Fifty-six properties have been acquired to date throughout the four phases of the UniverCity Neighborhood Partnership Program. Thirty-seven of these have been completed and sold as owner occupied properties. Seven homes are currently underway or are complete but not yet sold and the remaining twelve homes will be completed and sold by early summer of 2015. Five additional homes will be purchased in FY16. • The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including Grant Wood neighborhood's re-establishment of the Friday night roller skating events and purchasing additional skates, continuation of the PTO Family Dinners, assisting South East Junior High to provide 3 -on -3 basketball, transportation to and from activities and host a neighborhood picnic as part of the Boost program, and installing benches at the Fairmeadows Park Splash Pad. Northside received funding to provide daycare, a meal and translation services at the Horace Mann PTO meeting, Goosetown will be hosting 2 "Movie in the Park" events and Lucas Farms neighborhood will assist in funding improvements to Highland Park. The Neighborhood Outreach 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 the 2014 Mural Project which funded three murals located both in the downtown area and in neighborhoods. The Poetry in Public Program, in its 10`h year, showcased 86 poems written by both adults and students. The division also staffs the Public Art Advisory Committee which • Served as an advisory committee to all public art installations regardless of funding source. 244 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. • 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. • Built and sold 141 homes to income eligible homebuyers through the Single Family Unit Production — New Construction Program, a CDBG Disaster Recovery Program. • Partnered with local commercial lenders to offer the Building Change Program (Round 2). Five downtown building owners were assisted with CDBG funds to rehabilitate the fagade of their buildings and five businesses were approved for 0% interest loans for fagade and building improvements. • Completed fagade improvements to Iowa City Hospice and provided Towncrest incentives to construct and complete two new medical office buildings on William Street, both in the Towncrest neighborhood. rzr.7 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. • Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding. • Transition neighborhood associations to utilizing "Nextdoor" networking site to replace neighborhood newsletters. • Secure and administer funding through the Iowa Homeland Security & Emergency Management to purchase and dedicate to green space remaining properties in the Normandy, Taft and Creekside 100 - year flood plains. Staffing: Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: A downtown fagade renovation loan program was added for $150,000 in fiscal year 2016 in the Community Development activity. Also in the Community Development activity, the number of UniverCity homes was reduced to two with a total acquisition price of $400,000 and a renovation budget $50,000 per home or $100,000. This is down from 10 homes budgeted in fiscal year 2015 for a total acquisition price of $2,000,000 and renovation costs of $500,000. The Donation Stations activity was discontinued in fiscal year 2016. Financial Highlights: Rental housing inspection fees have a 5% budgeted increase in fiscal year 2016. The UniverCity renovation costs and the downtown fagade loan program will be funded from General Fund revenues and not from General Obligation bonds. FY2014 FY2015 FY2016 Adopted Total FTE's 8.15 8.30 8.30 Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: A downtown fagade renovation loan program was added for $150,000 in fiscal year 2016 in the Community Development activity. Also in the Community Development activity, the number of UniverCity homes was reduced to two with a total acquisition price of $400,000 and a renovation budget $50,000 per home or $100,000. This is down from 10 homes budgeted in fiscal year 2015 for a total acquisition price of $2,000,000 and renovation costs of $500,000. The Donation Stations activity was discontinued in fiscal year 2016. Financial Highlights: Rental housing inspection fees have a 5% budgeted increase in fiscal year 2016. The UniverCity renovation costs and the downtown fagade loan program will be funded from General Fund revenues and not from General Obligation bonds. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2011 FY 2011 FY 2012 FY 2013 FY 2014 Rental Permits 3,768 3,890 4,003 4,190 Rental Units 16,780 16,979 17,171 17,828 Housing, Zoning & Nuisance Complaints 1,844 1,354 1,864 1,755 Percent Citizen Complaints/Inquires are Resolved within 14 days FY 2011 FY 2012 FY 2013 FY 2014 New Measure New Measure New Measure 87% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Invest in the City's private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Rental Properties Converted to Single Family Homes (UniverCity) FY 2011 FY 2012 FY 2013 FY 2014 5 16 9 8 Owner -Occupied Homes Rehabilitated (GRIP) FY 2011 FY 2012 FY 2013 FY 2014 6 13 13 14 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Sustain communications within neighborhoods by encouraging regular communication within through the use of neighborhood newsletters and/or neighborhood meetings. Strategic Plan Goal Department Goal: Department Objective Performance Measures: PIN Grant Projects funded* Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. FY 2015 2015 FY 2012 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 10 Esstt imate # of 10 New Measure 25 15 22 30 Newsletters/Meetings # of Neighborhoods New Measure 6 4 10 15 Involved Strategic Plan Goal Department Goal: Department Objective Performance Measures: PIN Grant Projects funded* Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. *Project may have multiple events/activities as a result of the funding oz, 1.3 FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 10 10 10 10 *Project may have multiple events/activities as a result of the funding oz, 1.3 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. Neighborhood Meetings Coordinated to Address Above Objective Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 24 26 22 24 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Facilitate Communication & Cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings oz, &I FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 3 4 11 11 oz, &I Strategic Plan Goal Department Goal: Department Objective Performance Measures: Aid to Agencies Healthy Neighborhoods & Enhanced Communication and Marketing Allocate grant and City funds to serve the needs of low -to - moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LMI persons). Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Q111 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate Funds Spent $414,094 $422,950 $391,829 $378,700 $397,510 Agencies Assisted 15 19 16 19 18 Q111 City of Iowa City Activity Summary Activity: Housing Inspections (610730) 418,237 $ 442,939 $ 456,002 $ 507,116 $ Fund: General (1000) Division: Neighborhood Services 57,983 Department: Neighborhood and Development Services 57,296 52,465 53,514 3,213 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: 551,435 $ 496,017 $ 516,474 $ 563,394 $ 579,733 General Revenues Subsidy $ 12,948 $ - $ - $ - $ 670 $ 17,009 Licenses And Permits 2013 2014 2015 2016 Misc Permits & Lic 1,200 1,360 2,080 1,360 2,080 2,080 Const Per & Ins Fees 474,358 631,695 533,947 657,806 560,644 560,644 Miscellaneous 3.00 - - - Other Misc Revenue 95 - - - - - Printed Materials 3 60 - 60 - Total Revenues $ 488,604 $ 633,115 $ 536,027 $ 659,226 $ 563,394 $ 579,733 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Housing Assistant Housing Inspector Housing Inspector Asst Housing/Devel Reg Inspector Neighborhood Services Coordinator Sr Housing Inspector Total Personnel $ 432,724 $ 418,237 $ 442,939 $ 456,002 $ 507,116 $ 522,329 52,667 57,983 50,876 57,296 52,465 53,514 3,213 8,715 2,202 3,176 3,813 3,889 66,500 $ 488,604 $ 551,435 $ 496,017 $ 516,474 $ 563,394 $ 579,733 2012 2013 2014 2015 2016 - - 3.00 3.00 3.00 0.75 0.75 0.75 0.75 0.75 3.00 3.00 - - - 0.50 0.50 0.50 0.50 0.50 0.50 0.50 - - - - - - - 0.30 1.00 1.00 1.00 1.00 1.00 5.75 5.75 251 5.25 5.25 5.55 City of Iowa City Activity Summary Activity: Community Development (610200) 0.35 0.35 0.35 Fund: General (1000) Division: Neighborhood Services - Department: Neighborhood and Development Services 0.60 0.10 0.30 0.30 - 2012 2013 2014 2015 2016 2017 - Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 0.50 0.10 0.10 0.10 General Revenues Subsidy $ 64,192 $ 14,293 $ - $ 672,329 $ 551,185 $ 310,532 Use Of Money And Property 1.55 Interest Revenues 7,894 32,423 32,143 25,000 32,143 32,143 Intergovernmental 400,000 State 28E Agreements - - - 100,000 - - Other State Grants Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Loans Sale Of Assets Bond Proceeds Transfers In -GO Bonds Transfers In - Misc Total Revenues & Transfer In Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Associate Planner Building Inspector Community Development Coord Housing Rehab Specialist Code Enforcement Specialist Program Asst - Comm Devel Total Personnel Capital Outlay House Acquisitions for UniverCity Rehab Costs of UniverCity Houses Rehab Costs of Downtown Fagade Program Total Capital Outlay - - 56,967 - - - - 25,578 82,175 - - - - 397 7,413 392 6,557 6,557 186,274 886,360 2,871,767 2,040,000 457,631 57,631 - 353,319 1,469,552 2,000,000 400,000 - - - 1,000,000 500,000 - - - 317,623 - - - - - - 170,465 - - - $ 258,360 $ 1,629,993 $ 5,690,482 $ 5,337,721 $ 1,447,516 $ 406,863 $ 65,538 $ 123,182 $ 169,169 $ 176,370 $ 139,692 $ 143,883 22,692 307,578 335,291 366,069 257,100 262,242 130 706 686 704 724 738 170,000 860,527 3,272,182 2,794,578 650,000 - 338,000 1,408,000 2,000,000 400,000 $ 258,360 $ 1,629,993 $ 5,185,328 $ 5,337,721 $ 1,447,516 $ 406,863 2012 2013 2014 2015 2016 0.05 0.35 0.35 0.35 0.35 - - - 0.60 0.60 0.10 0.30 0.30 - - 0.60 1.00 1.00 - - - - - 0.50 0.50 0.10 0.10 0.10 0.10 0.10 0.85 1.75 1.75 1.55 1.55 2015 2016 $ 2,000,000 $ 400,000 794,578 100,000 150,000 $ 2,794,578 $ 650,000 iw9 City of Iowa City Activity Summary Activity: Neighborhood Services (610710/610720) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 151,108 $ 123,028 $ 132,253 $ 153,251 $ 157,356 $ 161,379 Use Of Money And Property Rents 782 - - - - - Miscellaneous Contrib & Donations Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Neighborhood Services Coordinator Associate Planner Total Personnel Capital Outlay Maint. of the Public Art Pieces Neighborhood PIN Grant Total Capital Outlay 250 - - 1,000 - 1,000 - - 121 141 258 141 258 258 $ 152,011 $ 124,419 $ 132,511 $ 154,392 $ 157,614 $ 161,637 $ 101,224 $ 99,495 $ 103,461 $ 105,772 $ 115,109 $ 118,562 23,417 20,155 19,918 14,679 28,252 28,817 9,272 4,770 4,132 1,941 253 258 18,098 5,000 32,000 14,000 14,000 $ 152,011 $ 124,419 $ 132,511 $ 154,392 $ 157,614 $ 161,637 2012 2013 2014 2015 2016 - - - 0.60 0.30 1.00 1.00 1.00 0.75 0.75 1.00 1.00 1.00 1.35 1.05 2015 2016 253 $ 17,000 $ 14,000 15,000 $ 32,000 $ 14,000 City of Iowa City Activity Summar Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection $ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646 $ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646 $ - $ 13,021 $ 14,143 $ 14,489 $ 13,640 $ 14,049 279,976 250,190 289,352 270,193 275,597 $ - $ 292,997 $ 264,333 $ 303,841 $ 283,833 $ 289,646 2012 2013 2014 2015 2016 0.15 0.15 0.15 0.15 Activity Summary Activity: Donation Stations (610830) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Miscellaneous Contrib & Donations Total Revenues Expenditures: Services Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection $ 1,224 $ 1,078 $ 278 $ 1,000 $ - $ $ 1,224 $ 1,078 $ 278 $ 1,000 $ - $ $ 1,000 $ 2,700 $ 1,113 $ 1,000 $ - $ $ 1,000 $ 2,700 $ 1,113 $ 1,000 $ - $ - 254 xK•]Ll101LVA Icoo Q:LTJ AIto] :1LVA IALl III r 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 Neighborhood and Development Services, they provide access to information and to individuals throughout the City organization and assist in pursuing new and expanding business endeavors. 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. HIGHLIGHTS Recent Accomplishments: • Amended City -University Urban Renewal plan (URP) to consider several projects including The Chauncey, Harrison Street Townhomes, and a downtown hotel. • Amended Sycamore/First Ave. URP to consider a project with Iowa City Marketplace. • Amended Riverside Drive URP to consider first catalyst project in district Staffing: Upcoming Challenges: • Redevelopment of the City -owned properties on the corner of College and Gilbert Streets and on the corner of Court and Linn Streets. • Continue work to develop office sector at properties in Moss Ridge and at Dubuque Street interchange. • Continue planning for future development in the Riverfront Crossings district south of downtown. Staffing Level Change Summary: Staffing changes resulted from the merger between the Housing and Inspection Services Department and the Planning and Community Development Departments. These staff level changes are reflected in fiscal year 2016 budget. 04M FY2014 FY2015 FY2016 Adopted Total FTE's 1.00 2.00 2.00 Staffing Level Change Summary: Staffing changes resulted from the merger between the Housing and Inspection Services Department and the Planning and Community Development Departments. These staff level changes are reflected in fiscal year 2016 budget. 04M Service Level Change Summary: There are no service level changes budgeted for fiscal year 2016. Financial Highlights: In fiscal year 2016, the contractual services for the National Development Council totaling $80,000 was moved into the Economic Development division budget from the Riverfront Crossing capital project. The allocation for the Micro Enterprise Program was reduced from the 2015 budgeted amount of $75,000 to the 2016 budgeted amount of $25,000 due to the transfer of the lending to private banks rather than from the City. The fiscal year 2015 revised service expenditures includes $92,826 of earmarked economic development funds that was carried over from fiscal year 2014. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Build tax base and add employment opportunities. Department Objective: Work with public and private sectors to build economic development infrastructure. Performance Measures: City -University Urban Renewal Area (Original Blighted Area) OW Jan 2010 Jan 2011 Jan 2012 Jan 2013 Current Value Base Value $233.727.970 $111.829.760 $66.008.360 $68.277.450 $127,864,760 $30,239,640 $20,432,178 $20,432,178 Ratio 1.828 3.698 3.231 3.342 Current Value (SSMIDI $125.552.670 $68.235.470 $76.424.244 Base Value (SSMID) $97,625,120 $50,047,502 $50,047,502 Ratio (SSMID) — 1.286 1.363 1.527 OW City -University Urban Renewal Area (2001 Economic Development Amended Area) City -University Urban Renewal Area (Totals from Above Areas) Jan 2010 Jan 2011 Jan 2012 Jan 2013 Current Value Base Value — — $47,161,650 $55,429,540 $15,361,532 $15,361,532 Ratio — — 3.070 3.608 Current Value (SSMIDI 2.037 $56.179.810 $60.349.050 Base Value (SSMID) $42,023,548 $42,023,548 Ratio (SSMID) — — 1.337 1.436 City -University Urban Renewal Area (Totals from Above Areas) City -University Urban Renewal Area (Riverfront Crossings — Amendment #10 Area) Jan 2010 Jan 2011 Jan 2012 Jan 2013 Current Value Base Value $233.727.970 $237.382.430 $237.585.290 $260.480.284 $127,864,760 $127,864,760 $127,864,760 $127,864,760 Ratio 1.828 1.857 1.858 2.037 City -University Urban Renewal Area (Riverfront Crossings — Amendment #10 Area) Towncrest Urban Renewal Area Jan 2010 Jan 2011 Jan 2012 Jan 2013 Current Value Base Value Base Year $117,071,480 $118.148.120 $125.973.470 $117,071,480 $117,071,480 Ratio — — 1.009 1.076 Towncrest Urban Renewal Area OM Jan 2010 Jan 2011 Jan 2012 Jan 2013 Current Value Base Value Base Year $32,550,010 $32.847.880 $33.896.500 $32,550,010 $32,550,010 Ratio — — 1.009 1.041 OM City of Iowa City Activity Summary Activity: Economic Development (610500) 122,197 $ 127,828 $ 128,962 $ 304,361 $ Fund: General (1000) Division: Economic Development (610500) 466,572 Department: Neighborhood and Development Services 790,096 744,012 758,892 679 2012 2013 2014 2015 2016 2017 $ 445,625 $ Actual Actual Actual Revised Budget Projection Revenues & Transfer In: General Revenues Subsidy $ 388,040 $ 320,843 $ 568,504 $ 706,677 $ 808,871 $ 836,154 Other City Taxes - 208,581 241,762 212,500 236,800 236,800 Transfer In - Bus Type Funds 57,585 59,460 - - - - Transferin- Govt Activities - - - - 3,261 - Total Revenues & Transfer In Expenditures Personnel Services Supplies Total Expenditures Personnel Services - FTE Economic Development Administrator Economic Development Coord Total Personnel $ 445,625 $ 588,884 $ 810,266 $ 919,177 $ 1,048,932 $ 1,072,954 $ 120,891 $ 122,197 $ 127,828 $ 128,962 $ 304,361 $ 313,492 324,055 466,572 681,449 790,096 744,012 758,892 679 115 989 119 559 570 $ 445,625 $ 588,884 $ 810,266 $ 919,177 $ 1,048,932 $ 1,072,954 2012 2013 2014 2015 2016 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 OW -3 QWjA1107:1LVA IALl11�1AZIN N ** Building Inspection The Building Inspection Division is responsible for facilitating the development process from Comprehensive Planning to Annexation, Zoning and Subdivision, to Site Plan, Building Permit, Building Inspections, to Final Certificate of Occupancy. Building Inspection Services is also responsible for enforcement of 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. Issuance of all permits for new construction, additions, alterations, repairs and signs is one of the key functions to the Development Services Division. The Building Inspections Services Office 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 Services Office enforces the Zoning, Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and Construction Site Runoff Ordinances. The Building Inspections Services Office provides staffing for the Board of Appeals. The Board of Appeals hears and decides appeals of orders, decisions or determinations made by City staff relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and Housing Codes. Urban Planning The Urban Planning Office promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administering zoning and subdivision regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city's existing residential, commercial, and employment areas while promoting new development opportunities that create long-term value for the community. The division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The division provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning. Staffing includes preparation of agendas and information packets, attendance at all meetings, minutes, and preparation of ordinances, resolutions and historic preservation certificates related to proposed development and renovation projects. 04.X1 • 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 work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback from various departments, provides advice to the applicant, and writes reports, including recommendations to boards and commissions. Staff also administers the design review process for infill applications. HIGHLIGHTS • Total value of construction in 2014, through September, was $116.7 million, which is just $5 million less than the yearly ten year average. We are on pace to exceed the ten-year average for value of construction. • In 2014, the City adopted the Riverfront Crossings Form Based Code, and initiated the rezoning of a large area of Riverfront Crossings south of Burlington Street. As a result, we have had several Riverfront Crossings rezoning requests and projects from private property owners. • In 2014, the Goosetown/Horace Mann Conservation District was approved, adding 264 properties to historic and conservation districts bringing the total to 1,547 properties. • In 2014, commenced the South District Plan update process, including interviews, data collection, community workshops, etc. • In fall 2014, commenced a process to update the Comprehensive Plan for the two 'gap' areas near downtown which were not a part of the downtown master plan or the Central Planning District. 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. Implemented new plan review software that allows clients to submit building plans electronically for review and approval. This eliminates the need for paper copies and allows documents to be archived electronically and makes them available electronically for anyone with internet access. Activated process to allow inspection activities to be emailed to clients after each inspection. This gives clients immediate access to inspection reports, which has created time savings in addressing issues. Staffing: Upcoming Challenges: • The Urban Planning Office 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. • Update of technology to increase efficiency and enhance customer service. o Increase electronic submittals of plan documents for subdivision and rezoning applications. o Scanning of subdivisions files to make accessible electronically. 01.1 FY2014 FY2015 FY2016 Adopted Total FTE's 8.80 10.80 10.80 01.1 Staffing Level Change Summary: Staffing changes resulted from the merger between the Housing and Inspection Services Department and the Planning and Community Development Departments in FY2015. These staff level changes are also reflected in fiscal year 2016 budget. Service Level Change Summary: No changes to general service levels are budgeted for fiscal year 2016. Financial Highlights: The Development Services division has several fee increases included in the fiscal year 2016 budget: • Subdivision, rezoning and Board of Adjustment fees are updated annually based on the rate of inflation. • A nominal fee ($25) for requests for official zoning confirmation letters. These letters are typically requested by financial institutions, realtors and appraisers —we currently do not charge for this service. • A fee for minor site plans — currently we do not charge a fee for minor site plans — the budget increases the fee to $100 for minor site plan development applications for any project over three units in size (would not apply to single family and duplex), and increases the fee for major site plans from $250 to $350. • The budget eliminates the fee waiver for building permits for public buildings (school district and county). For public buildings, we currently charge a plan review fee and inspections fee, but the building permit fee is waived. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Efficiently enforce public health and safety regulations related to building and housing codes. Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. 01M Performance Measures: Building Permit Applications Site Plan Applications CY 2010 CY 2011 CY 2012 CY 2013 % reviewed within 2 days New Measure 91% 89% 95% of receipt New Measure 45% 57% 97% % reviewed within 6 days New Measure 100% 97% 99% of receipt % issued within 14 days New Measure 75% 80% 81% of receipt % issued within 30 days New Measure 88% 91% 93% of receipt New Measure 100% 91% 100% % issued within 60 days New Measure 96% 97% 98% of receipt Site Plan Applications Minor Site Plans Approved CY 2010 CY 2011 CY 2012 CY 2013 % reviewed within 1 days New Measure 45% 57% 97% of receipt % reviewed within 10 New Measure 94% 86% 100% days of receipt % reviewed within 14 New Measure 100% 91% 100% days of receipt Minor Site Plans Approved 04-N CY 2010 CY 2011 CY 2012 CY 2013 % approved within 10 New Measure 23% 47% 33% days of receipt % approved within 25 New Measure 54% 68% 66% days of receipt % approved within 58 New Measure 92% 95% 100% days of receipt 04-N Major Site Plans Approved Total Value of Construction (in millions) CY 2010 CY 2011 CY 2012 CY 2013 % approved within 7 days New Measure 25% 17% 0% of receipt $121.8 Change 27.8% % approved within 30 107.1% 9.2% days of receipt New Measure 50% 42% 3% % approved within 60 New Measure 83% 83% 77% days of receipt % approved within 90 New Measure 100% 100% 92% days of receipt Total Value of Construction (in millions) Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. 011-11! CY 2010 CY 2011 CY 2012 CY 2013 10 Year Average $96.0 $81.7 $169.2 $184.9 $121.8 Change 27.8% (14.9%) 107.1% 9.2% Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. 011-11! Performance Measures: Planning and Zoning Commission Board of Adjustment FY 2011 FY 2012 FY 2013 FY 2014 Annexations 3 0 1 3 Rezonings 15 13 29 19 Preliminary Plats 6 5 7 11 Final Plats 4 0 0 0 Code Amendments 5 13 11 11 Comprehensive Plan Amendments 2 0 6 2 Right-of-way Vacations 0 3 2 0 County Zoning Items 2 1 2 3 Total 37 35 58 49 Board of Adjustment Historic Preservation Commission FY 2011 FY 2012 FY 2013 FY 2014 Special Exceptions 11 15 13 11 Appeals 1 0 2 2 Variances 0 1 1 1 Historic Preservation Commission OUR FY 2011 FY 2012 FY 2013 FY 2014 Project Reviews 71 80 93 108 OUR City of Iowa City Activity Summary Activity: Building Inspection (610610) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Proiection Revenues: Licenses And Permits General Use Permits $ 7,100 $ 9,504 $ 9,161 $ 7,100 $ 7,100 $ 7,100 Food & Liq Licenses 742 280 525 - - - Professional License 2,705 2,855 2,785 2,620 2,785 2,785 Misc Permits & Lic 2,250 1,950 2,115 2,000 2,115 2,115 Const Per & Ins Fees 615,061 874,203 847,425 672,850 687,500 687,500 Misc Lic & Permits 300 510 385 170 - Use Of Money And Property Interest Revenues 929 1,095 631 1,095 631 631 Intergovernmental Local 28E Agreements 707 346 140 346 - - Charges For Fees And Services Building & Devlpmt 260,073 338,830 348,393 263,405 283,997 283,997 Miscellaneous Other Misc Revenue 142 - 400 - - - Printed Materials 6 - 85 - - - Other Financial Sources Loans 12,315 15,250 9,428 8,644 - - SaleOfAssets 200,353 - - - - Total Revenues $ 1,102,683 $ 1,244,824 $ 1,221,473 $ 958,230 $ 984,128 $ 984,128 Expenditures: Personnel $ 680,486 $ 568,442 $ 582,081 $ 605,655 $ 722,812 $ 744,496 Services 91,786 98,092 154,201 138,260 145,139 148,042 Supplies 8,652 4,613 25,338 7,573 5,469 5,578 Total Expenditures $ 780,924 $ 671,148 $ 761,620 $ 751,488 $ 873,420 $ 898,117 Personnel Services - FTE 2012 2013 2014 2015 2016 Building Inspector 5.00 5.00 4.00 4.00 4.00 Development Reg Specialist 1.00 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30 Housing/Devel Reg Inspector 0.50 0.50 - - - Development Services Coordinator - - - 0.50 0.50 Code Enforcement Specialist - - - 0.50 0.50 Sr Building Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.80 7.80 6.30 7.30 7.30 I4r11 City of Iowa City Activity Summary Activity: Urban Planning (610620) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 289,480 $ 278,256 $ 294,074 $ 295,864 $ 422,222 $ 435,424 Charges For Fees And Services Building & Devlpmt 30,770 40,675 37,550 37,555 37,550 37,550 Miscellaneous Printed Materials 620 221 303 221 303 303 Total Revenues $ 320,870 $ 319,152 $ 331,927 $ 333,640 $ 460,075 $ 473,277 Expenditures Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Development Services Coordinator Code Enforcement Specialist Senior Planner Total Personnel $ 271,364 $ 265,298 $ 271,137 $ 280,885 $ 400,096 $ 412,099 47,601 50,730 58,261 48,985 57,966 59,125 1,905 3,123 2,529 3,770 2,013 2,053 $ 320,870 $ 319,152 $ 331,927 $ 333,640 $ 460,075 $ 473,277 2012 2013 2014 2015 2016 2.50 1.50 1.50 1.50 1.50 - - - 0.50 0.50 - - - 0.50 0.50 1.00 1.00 1.00 1.00 1.00 3.50 2.50 2.50 3.50 3.50 041-)1 101:11 [GATIM01 N ArIM1 WLVA I I LlI631 C7e1111 9 101 LlI 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. HIGHLIGHTS • The Public Works Administration has funding in the Capital Project Funds to update the new public works facility master plan • The Fuel Facility, Warm Storage Building, and Refuse Collection Washout Facility were all relocated to the new public works facility over the past year. Staffing: Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: The Energy Efficiency Revolving Loan program was moved to the Neighborhood and Development Services Department along with the Sustainability programs. Financial Highlights: There are no major financial highlights in the Public Works Administration budget. 0ii7 FY2014 FY2015 FY2016 Adopted Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes budgeted for fiscal year 2016. Service Level Change Summary: The Energy Efficiency Revolving Loan program was moved to the Neighborhood and Development Services Department along with the Sustainability programs. Financial Highlights: There are no major financial highlights in the Public Works Administration budget. 0ii7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Department Objective: Issue permits and provide site inspections for sidewalk and street cafes. Performance Measures: Permits Issued *started in 2013 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. CY 2010 CY 2011 CY 2012 CY 2013 Sidewalk Cafes 23 24 24 25 Street Cafes* New Measure New Measure New Measure 1 *started in 2013 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Permits Issued Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. 04*1 CY 2010 CY 2011 CY 2012 CY 2013 Use of ROW 8 3 15 15 Permits Issued 04*1 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: License Agreements Issued Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. CY 2010 CY 2011 CY 2012 CY 2013 0 3 3 0 rWn: City of Iowa City kctivity Summan Acuviry: ruDllc worKs Aammis[ration tviu-iUU) 271,075 $ 278,671 $ 281,973 $ runs: tieneral twuuji Division: Public Works Administration (710100) 7,209 7,243 6,939 Department: Public Works 17,142 Supplies 513 782 31 547 400 408 2012 2013 2014 2015 2016 2017 316,418 Actual Actual Actual Revised Budget Projection Revenues: Program Asst- Pub Works 1.00 1.00 1.00 1.00 1.00 General Revenues Subsidy $ 273,703 $ 278,173 $ 284,858 $ 295,062 $ 306,769 $ 315,818 Miscellaneous Total Personnel 2.00 2.00 2.00 2.00 2.00 Other Misc Revenue 703 926 783 600 600 600 Total Revenues $ 274,406 $ 279,099 $ 285,641 $ 295,662 $ 307,369 $ 316,418 Expenditures Personnel $ 266,684 $ 271,075 $ 278,671 $ 281,973 $ 290,163 $ 298,868 Services 7,209 7,243 6,939 13,142 16,806 17,142 Supplies 513 782 31 547 400 408 Total Expenditures $ 274,406 $ 279,099 $ 285,641 $ 295,662 $ 307,369 $ 316,418 Personnel Services - FTE 2012 2013 2014 2015 2016 Program Asst- Pub Works 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 271 ALl cc] ILlIAANILl RIM AZINN** 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 storm water 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 HIGHLIGHTS Recent Accomplishments: • Completion of the Lower Muscatine Road Project • Completion of the design for the First Avenue Grade Separation Project • Completion of the design for the North Dubuque Street Pedestrian Bridge over 1-80 Project • Completion of the Court Street and Court Hill Park Sidewalk Infill Project • Completion of the First Avenue Storm Sewer Improvements Project • Completion of the design for the Sycamore Street Improvements Project Staffing: Upcoming Challenges: • Design of the Iowa City Gateway Project • Design of the Harrison Street Project • Design of the Oakcrest Street Sidewalk Infill Project • Construction of the First Avenue Grade Separation Project • Construction of the Sycamore Street Improvements Project • Adopt the Statewide Urban Design Standards and Construction Specifications • Development of a Right of Way Management Ordinance Orta FY2014 FY2015 FY2016 Adopted Total FTE's 12.10 12.10 12.00 Orta Staffing Level Change Summary: The budgeted staffing change in fiscal year 2016 is the elimination of an Engineering Technician position that is shared with the Metro Planning Organization of Johnson County and the Neighborhood and Development Services Administration. The result is a reduction of .10 FTE in the Engineering division budget. Service Level Change Summary: There are no service level changes in fiscal year 2016 Financial Highlights: Personnel costs are budgeted at 66% of the total estimated personnel costs for fiscal year 2016. The remaining personnel costs are allocated to capital project expenditures. In fiscal year 2015, personnel costs were budgeted at 60% of the total. 273 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Continue the investment and reinvestment in infrastructure. Department Objective: Provide plan review and inspection of infrastructure which will become City assets. Performance Measures: Accepted Public Improvements 274 FY 2011 FY 2012 FY 2013 FY 2014 # of Projects Accepted 35 39 30 24 # of Subdivision Accepted 8 7 7 14 Streets (miles) 0.44 3.11 1.08 3.03 Water Main (miles) 0.50 2.21 1.55 3.00 Sanitary Sewer (miles) 0.90 2.15 1.38 2.86 Storm Sewer (miles) 1.98 3.40 1.28 3.00 Fire Hydrants 18 55 37 55 Trails/Sidewalks (miles) 1.43 2.93 0.53 1.54 Lift Station 0 0 1 0 Traffic Signals 2 0 1 1 Pedestrian Bridge 0 0 1 1 274 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Provide oversight of private construction on City Right-of- ways. Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right-of-ways. 001 FY 2011 FY 2012 FY 2013 FY 2014 Excavation Permits 438 356 339 348 Issued Sidewalk Hazards 210 445 474 556 Identified Addresses Sidewalk Hazards 806 1,631 1,704 1,583 Identified # of Squares 001 City of Iowa City Activity Summary Activity: Engineering Services (710200) Division: Engineering Services (710200) $ 807,162 $ 743,224 $ 736,331 $ 859,909 $ Fund: General (1000) Department: Public Works 964,135 2012 2013 2014 2015 2016 2017 142,396 Actual Actual Actual Revised Budget Projection Revenues: Total Expenditures $ 926,418 $ 876,994 $ 857,258 $ 1,003,254 $ 1,082,973 $ General Revenues Subsidy $ 813,625 $ 721,281 $ 710,129 $ 877,009 $ 943,403 $ 974,423 Other City Taxes 61,984 66,065 74,194 67,125 74,625 74,625 Licenses And Permits City Engineer 1.00 1.00 1.00 1.00 1.00 Const Per & Ins Fees 22,041 47,422 46,484 26,300 32,000 32,000 Charges For Fees And Services Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Building & Devlpmt 19,602 12,524 14,404 12,524 12,500 12,500 Miscellaneous Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Other Misc Revenue 7,438 29,406 11,602 20,000 20,000 20,000 Printed Materials 1,728 296 445 296 445 445 Total Revenues $ 926,418 $ 876,994 $ 857,258 $ 1,003,254 $ 1,082,973 $ 1,113,993 Expenditures Personnel $ 807,162 $ 743,224 $ 736,331 $ 859,909 $ 936,053 $ 964,135 Services 114,006 127,413 114,987 134,529 139,604 142,396 Supplies 5,250 6,357 5,940 8,816 7,316 7,462 Total Expenditures $ 926,418 $ 876,994 $ 857,258 $ 1,003,254 $ 1,082,973 $ 1,113,993 Personnel Services - FTE 2012 2013 2014 2015 2016 Architectural Sry/Energy Coord 1.00 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector II 2.00 2.00 2.00 2.00 2.00 Engineering Technician 0.10 0.10 0.10 0.10 - Sr Construction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 2.00 2.00 2.00 2.00 Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.10 12.10 12.10 12.10 12.00 ' Position to be eliminated on 12-31-15 OW I I Mill 69 Y 1ti]»:Ll9 [e] Ll 1.01 Transit Operations were reclassified as an enterprise fund at the start of FY2013, with existing cash balances transferred out of the General Fund. In FY2006, Court Street Transportation Center was constructed with the assistance of federal grant monies which were designated for transit -related facilities. Operating revenues were then assigned to Transit Operations within the General Fund. Since FY2008, Court Street has generated a surplus for Transit Operations, making it viable as an enterprise fund in that it is primarily supported through user fees. Current budgets and future projections for Mass Transit Operations can be found in the Enterprise Fund section of this budget. This change effectively eliminates approximately $1 million from the Employee Benefits tax levy asking annually, as the employee benefits levy can only be utilized for General Fund and Road Use Tax Fund employee benefits per Iowa Code. Transit operations, staffing, and fare prices have all been reviewed to ensure adequate revenues are available to maintain the operation's viability as a self-supporting enterprise fund. The schedule presented show transit operations in the General Fund through fiscal year 2012. Fiscal years 2013 through 2017 are presented in the Enterprise Fund section. See the Transit Operations pages within the Enterprise section for more information on this operation. OWA City of Iowa City Activity Summary Activity: Transit Operations (810200) Division: Transit Operations (810200) 2012 2013 2014 2015 2016 Fund: Transit (1000) Department: Transportation Services ** Transit Moved to Enterprise Fund 7150 in FY13 ** 1.00 - - - - Custodian - Transit 2012 2013 2014 2015 2016 2017 1.00 - - - - Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 3.00 - - - - M.W.II- Transit Property Taxes $ 2,631,516 $ - $ - S - $ - S - Delinquent Property Taxes 65 - - - - - Other City Taxes 49,403 - - - - Use Of Money And Property 3.50 - - - - Parts/Data Entry Clk - Transit Parking Ramp Revenue 592,274 - - - - - Rents 134,558 - - - - - Intergovernmental Fed Intergovnt Rev 2,194,687 - - - - - Local 28E Agreements 35,633 - - - - - Other State Grants 628,538 - - - - - Charges For Fees And Services Misc Charges For Svc 1,840 - - - - - Refuse Charges 2,518 - - - - - Transit Fees 1,119,269 - - - - - Miscellaneous Misc Merchandise 1,112 - - - - - Other Misc Revenue 44,353 - - - - - Other Financial Sources Sale Of Assets 16,790 - - - - - Transfer In -Govt Activities 739,324 - - - - Transfer In -Govt Activities 1,618,372 - - - - - Total Revenues & Transfer In $ 9,810,252 $ - $ - $ - $ - $ - Expenditures Personnel $ 3,869,012 $ - $ - $ - $ - $ - Services 1,525,856 - - - - - Supplies 897,039 - - - - - Capital Outlay 228,337 Total Expenditures $ 6,520,244 $ - $ - $ - $ - $ Personnel Services - FTE 2012 2013 2014 2015 2016 Assoc Dir -Trans Service 0.50 - - - - Body Repair Mechanic 1.00 - - - - Custodian - Transit 0.50 - - - - Customer Service Rep - Transit 1.00 - - - - M.W. I - Parking Systems 1.00 - - - - M.W. I - Transit 3.00 - - - - M.W.II- Transit 1.00 - - - - Mass Transit Operator 37.75 - - - - Mechanic II - Transit 2.00 - - - - Mechanic III - Transit 2.00 - - - - MW II -Transportation Sew. 1.00 - - - - OperationsSupv- Trans Sew 3.50 - - - - Parts/Data Entry Clk - Transit 1.00 - - - - Sr MW - Parking & Transit 0.50 - - - - Transportation Svc Director 0.50 Total Personnel 56.25 - - - - 00517 SPECIAL REVENUE FUNDS F Y 2 0 1 6 Community Development Block Grant H.O.M.E. Program Road Use Tax Other Shared Revenue Energy Efficiency & Conservation Grant UniverCity Neighborhood Partnerships Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Peninsula Apartments Tax Increment Financing (TIF) Districts General Rehabilitation & Improvement Program (GRIP) Downtown Self Supporting Municipal Improvement District (SSMID) COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). The CDBG fund has a budgeted ending cash balance of $257,203 in fiscal year 2016 versus an estimated ending cash balance of $151,196 in fiscal year 2015. The increase is related to the repayment of prior year loan activity from recipients. Revenue: FY16 Estimated - $859,962 r, 00 ■ Interest Revenue ■ Federal Grants ■ Misc ■ Loan Repayment 82% of revenue comes from Federal grants, with most of the remainder from loan repayments. This revenue source has decreased from $1,070,399 in FY13 to an estimated $705,000 in FY16, a decrease of 34%. Exoen d itu res: FY16 Adopted - $753,955 0% • personnel 4 rServices M Supplies FY16 adopted expenditures represent an 11.3% decline. Most of the reduction represents a decrease in services stemming from a decrease in revenues. Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: CDBG & CDBG Rehab Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out City of Iowa City CDBG & CDBG Rehab (2100) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 1,883,213 $ 386,694 $ - $ (5,447) $ 151,196 S 257,203 $ 8,733 $ 6,339 $ 3,307 $ 6,339 $ 5,337 $ 5,337 98,638 1,070,399 951,943 825,000 705,000 705,000 2,773 5,012 1,100 5,012 1,100 1,100 798,998 167,568 107,504 170,000 148,525 148,525 $ 909,142 $ 1,249,318 $ 1,063,854 $ 1,006,351 $ 859,962 $ 859,962 $ 2,405,661 $ 1,453,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170 2,405,661 1,453,301 1,069,301 849,708 753,955 771,170 JJ V,V VV 330,000 - - - - Total Expenditures & Transfers Out $ 2,405,661 $ 1,783,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170 Fund Balance', June 30 $ 386,694 $ (147,289) $ (5,447) $ 151,196 $ 257,203 $ 345,995 Change in Accounting Method - 147,289 - - - Adjusted Fund Balance', June 30 386,694 - (5,447) 151,196 257,203 345,995 Restricted / Committed /Assigned Unassigned Balance $ 386,694 $ - $ (5,447) $ 151,196 $ 257,203 $ 345,995 % of Expenditures 16% 0% -1% 18% 34% 45% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 01..% M UA Mil [e] Ll 1.9 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 income. As part of Neighborhood Services, 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. HIGHLIGHTS • Over $33 million in CDBG funds have been invested in Iowa City since 1974 • In FY14, programs leveraged $1,123,407 in private and public funds • In FY14, programs assisted 348 persons who are homeless with support services • Provided operational funding to non -profits that assisted 3,526 persons during fiscal year 2014 • Assisted in the creation of a micro -enterprise business • Completed four fagade improvements in the City -University Urban Renewal Area. FY15 projects are identified in the FY15 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. 01:x3 Recent Accomplishments • Completed improvements to eight non- profits facilities. The missions of these agencies include assisting those with chronic health problems, low income youth, persons with disabilities, persons facing homelessness, chronic mental illness, victims of domestic abuse and those in crisis. • 37 homes constructed or rehabilitated for affordable home ownership. • Completed four fagade improvements to downtown buildings in the City - University Urban Renewal Area: Atlas World Grill, Quintons, Bo James and Active Endeavors. Upcoming Challenges: • Continue to provide housing, jobs and services to low -moderate income residents despite decreasing CDBG and HOME funding. • Provide the same level of service while training new employees. Bo James Building, Washington Street r1:tl Staffing: Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: Service levels have decreased due to a decrease in Federal funding which has reduced estimated owner occupied rehabilitation expenditures in fiscal year 2016. Financial Highlights: Federal funding has decreased from $1,070,399 in fiscal year 2013 to an estimated $705,000 in fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $849,708 to $753,955 from fiscal year 2015 to fiscal year 2016. 01:11 FY2014 FY2015 FY2016 Adopted Total FTE's 2.48 2.38 2.38 Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: Service levels have decreased due to a decrease in Federal funding which has reduced estimated owner occupied rehabilitation expenditures in fiscal year 2016. Financial Highlights: Federal funding has decreased from $1,070,399 in fiscal year 2013 to an estimated $705,000 in fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $849,708 to $753,955 from fiscal year 2015 to fiscal year 2016. 01:11 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: CDBG Funds Only Strategic Economic Development Activities Allocate grant and City funds to serve the needs of low -to - moderate income residents in the following areas: housing, homelessness, and community and economic development Create/enhance suitable living environments, provide decent housing, and create economic development opportunities 01.11 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate Funds Spent $865,109 $2,402,893 $1,778,290 $1,046,763 $675,975 Local, State & Other $3,688,070 $896,263 $2,847,719 $1,123,407 $1,414,861 Funds Leveraged Housing Units Assisted 28 26 86 37 20 Public Facilities Assisted 5 10 6 8 2 Persons Receiving 2,882 11,478 1,457 3,874 1,675 Services Businesses Assisted in Creating Low -Moderate 2 2 3 1 1 Income Jobs 01.11 City of Iowa City Activity Summary Activity: Community Development Block Grant (610300) Fund: CDBG & CDBG Rehab (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Neighborhood Services Coord Community Development Coord Housing Rehab Specialist Code Enforcement Specialist Building Inspector Program Asst - Comm Development Total Personnel $ 8,733 $ 6,339 $ 3,307 $ 6,339 $ 5,337 $ 5,337 98,638 1,070,399 951,943 825,000 705,000 705,000 2,773 5,012 1,100 5,012 1,100 1,100 798,998 167,568 107,504 170,000 148,525 148,525 $ 909,142 $ 1,249,318 $ 1,063,854 $ 1,006,351 $ 859,962 $ 859,962 $ 193,086 $ 197,819 $ 194,874 $ 236,272 $ 213,550 $ 219,957 2,210,203 1,250,546 873,909 610,480 539,910 550,708 722 4,936 518 2,956 495 505 1,650 - - - - - $ 2,405,661 $ 1,453,301 $ 1,069,301 $ 849,708 $ 753,955 $ 771,170 2012 2013 2014 2015 2016 0.25 0.25 0.25 0.25 0.25 0.45 0.25 0.20 0.45 0.45 - - - 0.25 0.25 0.45 0.40 0.50 - - 1.20 1.20 1.00 - - - - - 0.50 0.50 - - - 0.40 0.40 0.53 0.53 0.53 0.53 0.53 2.88 2.63 2.48 2.38 2.38 01..-151 HOME PROGRAM FUND The HOME Program Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development. Budgeted fund balance at the end of fiscal year 2016 is $52,340 which is a 20% increase from the fiscal year 2015 revised estimate. This is primarily due to a reduction in housing grants and projects. An adjustment due to a change in accounting method is being presented for FY13 to reduce fund balance by $6,873. The City's budgetary basis was changed from a cash basis to a modified accrual basis. The reduction primarily represents wages and accounts payable at year-end. Revenue: 4% FY16 Estimated - $560,456 ■ Federal Grants Ir Interest ■ Loan Repayment 77% of HOME revenue is from Federal grants with most of the remainder from loan repayments and loan interest. The amount of Federal HOME funding has decreased the past five years from the FY11 receipts of $862,299 to a FY16 budgeted amount of $431,620, a decrease of 50% in five years. 01:R3 Expenditures: FY16 Adopted - $551,612 0% ■ Personnel ■ Services ■ 5upplles FY16 adopted expenditures represent a 7.2% decrease from FY15 estimated expenditures. This decrease is primarily due to a decrease in housing grants and projects by $50,000. Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Transfers In: Transfers In -Govt Activities Sub -Total Transfers In Total Revenues & Transfers In Expenditures: HOME Program Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out City of Iowa City HOME Program (2110) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 44,783 $ (4,358) $ (7,695) $ (4,096) $ 43,496 $ 52,340 $ 22,721 $ 21,922 $ 22,340 $ 21,922 $ 22,340 $ 22,340 688,241 603,846 552,132 490,000 431,620 431,620 104,696 123,992 106,496 130,000 106,496 106,496 $ 815,658 $ 749,760 $ 680,968 $ 641,922 $ 560,456 S 560,456 2,819 - - 2,819 - - - $ 815,658 $ 749,760 $ 683,787 $ 641,922 $ 560,456 $ 560,456 $ 827,052 $ 741,437 $ 679,030 $ 594,330 $ 551,612 $ 563,094 827,052 741,437 679,030 594,330 551,612 563,094 37,747 4,787 1,158 - - - Total Expenditures & Transfers Out $ 864,799 $ 746,224 $ 680,188 $ 594,330 $ 551,612 $ 563,094 Fund Balance', June 30 $ (4,358) $ (822) $ (4,096) $ 43,496 $ 52,340 $ 49,702 Change in Accounting Method - (6,873) - - - Adjusted Fund Balance', June 30 (4,358) (7,695) (4,096) 43,496 52,340 49,702 Restricted / Committed /Assigned Unassigned Balance $ (4,358) $ (7,695) $ (4,096) $ 43,496 $ 52,340 $ 49,702 % of Expenditures _1% _1% _1% 7% 9% 9% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 01.1!] I:10]LVA l :8 U:Z0Zr] Mil LVA Eel U A OTA 9 [e] Ll 1.9 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 • Over $10 million in HOME funds invested in Iowa City since 1994 • In FY14, the program leveraged $1,425,994 in private and public funds • The program provided four newly constructed SRO (rental) units for persons with disabilities, constructed and sold six affordable homes to low income homebuyers, rehabilitated two owner -occupied homes and provided operational funds to a nonprofit organization to support affordable housing activities in fiscal year 2014 FY15 projects are identified in the FY15 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. Will Recent Accomplishments: • Constructed and sold six affordable homes • Constructed four new SRO rental units for persons with disabilities • Rehabilitated two owner -occupied homes Staffing: Upcoming Challenges: • Securing funds to provide affordable, decent housing in a high land cost community despite decreasing CDBG and HOME funding Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: Service levels have decreased due to a decrease in Federal funding which has reduced estimated owner occupied housing grant expenditures in fiscal year 2016. Financial Highlights: Federal funding has decreased from $688,241 in fiscal year 2012 to an estimated $431,620 in fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $594,330 to $551,612 from fiscal year 2015 to fiscal year 2016. rRy FY2014 FY2015 FY2016 Adopted Total FTE's 0.50 0.45 0.45 Staffing Level Change Summary: There are no staff increases/decreases; however there has been a realignment of duties following the combination of the Planning and Community Development and Housing and Inspection Services departments. Service Level Change Summary: Service levels have decreased due to a decrease in Federal funding which has reduced estimated owner occupied housing grant expenditures in fiscal year 2016. Financial Highlights: Federal funding has decreased from $688,241 in fiscal year 2012 to an estimated $431,620 in fiscal year 2016. Subsequently, budgeted expenditures levels have dropped from $594,330 to $551,612 from fiscal year 2015 to fiscal year 2016. rRy GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: HOME Funds Only Healthy Neighborhoods Allocate grant and City funds to provide safe, decent, affordable housing for low -moderate income residents. Create/enhance suitable living environments and provide decent, affordable housing opportunities. 04% FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 Estimate Funds Spent $1,025,067 $864,797 $746,224 $698,443 $434,003 Local, State & Other $6,597,045 $3,184,232 $2,486,405 $1,425,994 $5,765,364 Funds Leveraged Housing Units Assisted 47 47 40 12 39 04% City of Iowa City Activity Summary Activity: HOME (610400) Fund: HOME Program (2110) Division: Neighborhood Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: $ 89,092 $ 66,139 $ 60,424 $ 42,228 $ 44,948 $ 46,296 Services Use Of Money And Property 673,503 618,606 550,235 506,664 516,797 Supplies - Interest Revenues $ 22,721 $ 21,922 $ 22,340 $ 21,922 $ 22,340 $ 22,340 Intergovernmental $ 594,330 $ 551,612 $ 563,094 Personnel Services - FTE 2012 2013 2014 Fed Intergovnt Rev 688,241 603,846 552,132 490,000 431,620 431,620 Other Financial Sources Neighborhood Services Coord - - - 0.15 0.15 Loans 104,696 123,992 106,496 130,000 106,496 106,496 Total Revenues $ 815,658 $ 749,760 $ 680,968 $ 641,922 $ 560,456 $ 560,456 Expenditures Personnel $ 89,092 $ 66,139 $ 60,424 $ 42,228 $ 44,948 $ 46,296 Services 737,960 673,503 618,606 550,235 506,664 516,797 Supplies - 1,795 - 1,867 - - Total Expenditures $ 827,052 $ 741,437 $ 679,030 $ 594,330 $ 551,612 $ 563,094 Personnel Services - FTE 2012 2013 2014 2015 2016 Associate Planner 0.50 0.25 0.30 0.30 0.30 Neighborhood Services Coord - - - 0.15 0.15 Community Development Coord 0.45 0.45 0.20 - Total Personnel 0.95 0.70 0.50 0.45 0.45 rRx1 I:167A 1111,9 M EWA 9,11 hi I I] The Road Use Tax fund accounts for revenue sharing from state taxes related to transportation (road use taxes). Road use taxes include gasoline taxes, weight taxes, and license fees collected through a state and deposited into the Iowa Road Use Tax Fund (RUTF). After some off -the -top diversions, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm -to -market county roads, and 20 percent for city streets. In 2008, an additional source of state revenue was established through legislation creating a separate "TIME -21" funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. The road use tax funds are allocated to cities on a per capita basis. The population counts used for distribution are based on the U.S. Census Bureau figures, which are updated every ten years. The 2010 census was finalized in the summer of 2011 and resulted in an increase in the City's population from 62,220 in 2000 to 67,862 in 2010. This result caused the City's road use revenues to take a step-up during fiscal year 2012. The city use of these funds is restricted for street and storm sewer maintenance, repair, and construction. This includes engineering, street lighting, streets signs and signals, snow removal, street cleaning, right-of-way maintenance, and related activities. Road Use Tax Fund fund balance on June 30, 2014 was $4.54 million, an increase of 59.8% over the FY2013 year-end balance. FY15 projected cash balance is a 3.7% increase compared to FY14; FY16 projected cash balance represents a 3.2% increase over FY15 and is projected to end at $4.86 million. (1) FY15 and FY16 figures are estimates, FY12 is cash basis. 04111 Fund Balance rig 56,000,000 — $5,000,000 54,000,000 — $3,000,000 - Sn FY12 FY33FY-14 FY15 _ FY16 •l7nassignedi 51,631521 52.841586 $4,539,578 $4,708,691 I 54,860.996 (1) FY15 and FY16 figures are estimates, FY12 is cash basis. 04111 FY12-14 fund balance growth reflects the growth in the City's share of the road use revenues as well as a change in how some capital projects are funded. Several projects funded through RUT that were moved to bonded projects are being returned to RUT funding in FY15 such as the ADA curb ramp program. In FY14, it was discovered that the City has been over -billed by Mid -American Energy for the street light operations. A refund of over $500,000 was received which boosted the ending fund balance significantly. Consequently, the street capital improvement program has been boosted starting in FY15 by increasing the annual asphalt overlay program from $642,665 to $930,812 each year and by adding the LED street light replacement to the program. These figures are reflected in the Transfers Out to the Capital Projects Fund. In addition, FY13 ending fund balance was adjusted upward by $361,578 due to the change in accounting method from cash basis to modified accrual basis. The adjustment primarily reflects the road use tax payment due at year-end from the State less outstanding wages and accounts payable. Revenue: Expenditures: FY16 Estimated - $6,794,627 1% ■ Road Use Tax 40 ■ Misc The Road Use Tax fund revenue consists of state shared road use tax revenues, and of other miscellaneous revenues. In FY16, Iowa City road use tax revenue is projected to be over $6.7 million, a 1.94% increase over the FY15 estimated revenue. Road Use Tax revenues represent over 99% of the revenue in the Road Use Tax fund. 0Pb7 FY16 Adopted - $5,840,581 6% ■ Personnel ■ 5ervlces 0 Supplies • Capital OOddy FY16 budgeted expenditures excluding transfers out are a 3.85% increase from the FY15 estimated expenditures. This is primarily due to capital outlay of $100,000 for painting equipment replacement and the increased cost of salt for snow removal. Street maintenance is largest program funded by Road Use taxes followed by Traffic Engineering. Fund Balance*, July 1 Revenues: Intergovernmental Disaster Assistance Other State Grants Road Use Tax Charges For Fees And Services Building & Devlpmt Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Transfers In -Govt Activities Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Road Use Tax Administration Sidewalk Inspection Traffic Engineering Streets System Maintenance Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance*, June 30 Change in Accounting Method Adjusted Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Road Use Tax (2200) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 459,894 $ 1,632,521 $ 2,841,586 $ 4,539,578 $ 4,708,691 S 4,860,996 $ - $ - $ 3,919 $ - 17,790 45,138 6,447,020 6,508,053 6,744,663 19,489 26,345 22,735 2,188 3,179 2,041 34,816 36,563 35,879 6,616,545 6,744,663 6,744,663 26,345 22,735 22,735 3,179 2,041 2,041 11,691 25,188 25,038 6,503,513 6,591,930 6,854,375 6,657,760 6,794,627 6,794,477 416,369 425,659 405,477 390,883 396,370 408,261 416,369 425,659 405,477 390,883 396,370 408,261 $ 6,919,882 $ 7,017,589 $ 7,259,852 $ 7,048,643 $ 7,190,997 $ 7,202,738 $ 2,489 $ 2,406 $ 2,095 $ 77,406 $ 82,172 $ 83,815 35,474 45,412 43,653 77,001 81,523 88,116 1,570,987 1,485,931 782,966 1,441,637 1,417,669 1,345,880 3,607,748 3,557,587 3,873,283 4,028,272 4,259,217 4,325,370 5,216,698 5,091,336 4,701,997 5,624,316 5,840,581 5,843,182 222,785 790,627 561,617 950,000 915,000 1,715,000 307,772 288,139 298,247 305,214 283,111 291,134 530,557 1,078,766 859,864 1,255,214 1,198,111 2,006,134 $ 5,747,255 $ 6,170,102 $ 5,561,861 $ 6,879,530 $ 7,038,692 $ 7,849,316 $ 1,632,521 $ 2,480,008 $ 4,539,578 $ 4,708,691 $ 4,860,996 $ 4,214,417 - 361,578 - - - 1,632,521 2,841,586 4,539,578 4,708,691 4,860,996 4,214,417 $ 1,632,521 $ 2,841,586 $ 4,539,578 $ 4,708,691 $ 4,860,996 $ 4,214,417 28% 46% 82% 68% 69% 54% *Fund Balance is Cash Balance for 2012, and July 1, 2013 ORN 139NA:1 IRK01UAOe3111101 Ll K 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 these 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. rRn Recent Accomplishments: • Patched approximately 3,400 potholes and replaced 110 street panels in FY14 • Leaf program picked up 761 loads totaling 2,093 tons in FY14 • Replaced 3,614 street signs in FY14 to comply with Federal retro -reflectivity requirements. • Assisted with flood protection and flood cleanup activities during the 2014 flood. • Traffic Engineering staff successfully completed the one-way to two-way conversion of Governor St. from Bowery St. to Burlington St. In addition, traffic signals have been upgraded along Lower Muscatine Rd. and at the 180/Dubuque St. Interchange. Staffing: 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. • Automation of the leaf collection program. • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing at current resource levels. • Upgrading the Streets Division campus. • Converting City owned lighting to LED fixtures. Staffing Level Change Summary: • The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in fiscal year 2015. Half of this position was charged to the Streets Operations and half to Refuse Collection. These duties are currently being filled by temporary staff. Service Level Change Summary: • No service levels changes are planned. Financial Highlights: The Streets Division has $20,000 for the purchase of a changeable electronic message board for traffic control, $17,000 for an additional end -loader bucket, and $5,000 for a skid steer broom attachment in the fiscal year 2016 budget. The fiscal year 2016 budget also includes $100,000 to replace line painting equipment and an increase of $45,000 for salt purchases due to expected higher prices, an increase of 20%. 041.3 FY2014 FY2015 FY2016 Adopted Total FTE's 29.65 29.65 29.15 Staffing Level Change Summary: • The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in fiscal year 2015. Half of this position was charged to the Streets Operations and half to Refuse Collection. These duties are currently being filled by temporary staff. Service Level Change Summary: • No service levels changes are planned. Financial Highlights: The Streets Division has $20,000 for the purchase of a changeable electronic message board for traffic control, $17,000 for an additional end -loader bucket, and $5,000 for a skid steer broom attachment in the fiscal year 2016 budget. The fiscal year 2016 budget also includes $100,000 to replace line painting equipment and an increase of $45,000 for salt purchases due to expected higher prices, an increase of 20%. 041.3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Signs Replaced Strategic Plan Goal: Department Goal: Enhanced Communication and Marketing Complete Retro -reflectivity Standards Continue sign replacements FY 2011 FY 2012 FY 2013 FY 2014 3,191 5,265 4,566 3,614 Department Objective: Performance Measures: Healthy Neighborhoods & Enhanced Communication and Marketing Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program Dump Truck Loads of Sweeping Debris OW FY 2011 FY 2012 FY 2013 FY 2014 Number of Loads 274 277 189 339 Tons 2,192 2,216 1,512 2,712 OW Packer Truck Loads of Sweeping Debris Leaf Vacuum Pickup Season FY 2011 FY 2012 FY 2013 FY 2014 Number of Loads 33 133 28 30 Tons 264 1,072 224 240 Leaf Vacuum Pickup Season Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Strategic Economic Development Activities Provide Street Maintenance & Repairs Efficiently Maintain & Repair Public Streets Input Measures: Materials Used FY 2011 FY 2012 FY 2013 FY 2014 Number of Loads 445 672 663 761 Tons 1,335 2,016 1,989 2,093 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Strategic Economic Development Activities Provide Street Maintenance & Repairs Efficiently Maintain & Repair Public Streets Input Measures: Materials Used Workload Measures FY 2011 FY 2012 FY 2013 FY 2014 5 Year Average Concrete (yards) 1,336.25 1,781.50 1,599.75 1,011 1,373.65 Asphalt (tons) 450.68 402.37 570.61 411.34 507.08 Rock (tons) 301.94 143.23 432.30 266.99 364.29 Workload Measures FY 2011 FY 2012 FY 2013 FY 2014 Potholes Patched 3,000 3,500 3,300 3,400 Street Panels— 120 160 200 110 Removal/Replacement City of Iowa City Activity Summary Activity: Road Use Tax Administration (710310) Division: Streets (710300) 9,939 $ 9,587 $ Fund: Road Use Tax (2200) Department: Public Works 16,264 $ 2012 2013 2014 2015 2016 2017 4,859 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 408 18,061 33,260 30,905 55,000 Intergovernmental 66,000 $ 35,474 $ 45,412 $ 43,653 $ 77,001 $ Road Use Tax $ 6,447,020 $ 6,508,053 $ 6,744,663 $ 6,616,545 $ 6,744,663 $ 6,744,663 Transfers In -Govt Activities 416,369 425,659 405,477 390,883 397,570 408,261 Total Revenues & Transfers In $ 6,863,389 $ 6,933,712 $ 7,150,140 $ 7,007,428 $ 7,142,233 $ 7,152,924 Expenditures: Services $ 2,489 $ 2,406 $ 2,095 $ 77,406 $ 82,172 $ 83,815 Total Expenditures $ 2,489 $ 2,406 $ 2,095 $ 77,406 $ 82,172 $ 83,815 Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets (710300) Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk And R.O.W. Repairs Total Capital Outlay 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 19,489 $ 26,345 $ 22,735 $ 26,345 $ 22,735 $ 22,735 50 150 $ 19,489 $ 26,345 $ 22,885 $ 26,345 $ 22,885 $ 22,735 $ 12,328 $ 9,939 $ 9,587 $ 16,263 $ 16,264 $ 16,752 4,878 2,125 2,830 5,588 4,859 4,956 207 88 331 150 400 408 18,061 33,260 30,905 55,000 60,000 66,000 $ 35,474 $ 45,412 $ 43,653 $ 77,001 $ 81,523 $ 88,116 011, 2015 2016 $ 55,000 $ 60,000 $ 55,000 $ 60,000 City of Iowa City Activity Summary Activity: Traffic Engineering (710320) Division: Streets (710300) $ 587,673 $ 572,879 $ 553,041 Fund: Road Use Tax (2200) Department: Public Works $ 425,784 2012 2013 2014 2015 2016 2017 608,385 Actual Actual Actual Revised Budget Projected Revenues: 286,511 181,245 184,870 Capital Outlay 134,252 Miscellaneous 69,300 120,000 220,000 120,000 Total Expenditures Misc Merchandise $ 1,591 $ 1,535 $ 1,625 $ 1,535 $ 1,625 $ 1,625 Other Misc Revenue 6,732 24,321 8,014 275 8,014 8,014 Total Revenues $ 8,323 $ 25,856 $ 9,639 $ 1,810 $ 9,639 $ 9,639 Expenditures Personnel $ 587,673 $ 572,879 $ 553,041 $ 426,741 $ 425,784 $ 438,558 Services 566,814 586,036 14,021 608,385 590,640 602,453 Supplies 282,248 200,891 146,604 286,511 181,245 184,870 Capital Outlay 134,252 126,125 69,300 120,000 220,000 120,000 Total Expenditures $ 1,570,987 $ 1,485,931 $ 782,966 $ 1,441,637 $ 1,417,669 $ 1,345,880 Personnel Services - FTE 2012 2013 2014 2015 2016 Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50 Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Streets 0.50 0.50 0.50 0.50 0.25 Supt Streets/Solid Waste 0.15 0.15 0.15 0.15 0.15 Total Personnel 4.15 4.15 4.15 4.15 3.90 Capital Outlay Painting Equipment Traffic Signal Equipment Total Capital Outlay 2015 2016 $ - $ 100,000 120,000 120,000 $ 120,000 $ 220,000 City of Iowa City Activity Summary Activity: Streets System Maintenance (710330) Division: Streets (710300) $ 2,081,054 $ 1,990,876 Fund: Road Use Tax (2200) Department: Public Works $ 2,282,308 2012 2013 2014 2015 2016 2017 1,300,058 Actual Actual Actual Revised Budget Projected Revenues: 422,477 533,064 561,242 572,467 Capital Outlay Intergovernmental 2,685 32,883 58,500 42,000 - Disaster Assistance $ - $ - $ 3,919 $ - $ - S - Other State Grants - 17,790 45,138 - - - Miscellaneous 1.00 Sr Clerk/Typist- Streets 0.50 0.50 0.50 Misc Merchandise 597 1,644 416 1,644 416 416 Other Misc Revenue 28,084 12,242 27,715 11,416 17,024 17,024 Total Revenues $ 28,681 $ 31,676 $ 77,188 $ 13,060 $ 17,440 $ 17,440 Expenditures Personnel $ 2,081,054 $ 1,990,876 $ 2,117,865 $ 2,282,308 $ 2,380,908 $ 2,452,335 Services 1,032,481 1,033,871 1,300,058 1,154,400 1,275,067 1,300,568 Supplies 489,075 530,155 422,477 533,064 561,242 572,467 Capital Outlay 5,138 2,685 32,883 58,500 42,000 - Total Expenditures $ 3,607,748 $ 3,557,587 $ 3,873,283 $ 4,028,272 $ 4,259,217 $ 4,325,370 Personnel Services - FTE 2012 2013 2014 2015 2016 Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50 M. W. II -Signs 1.00 1.00 1.00 1.00 1.00 M.W. I - Streets 6.00 6.00 6.00 6.00 6.00 M.W. 11 - Streets 7.00 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 7.00 Mw III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Streets 0.50 0.50 0.50 0.50 0.25 Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00 Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 0.50 Total Personnel 25.50 25.50 25.50 25.50 25.25 Capital Outlay Forklift (split 50% with Solid Waste division) End Loader Bucket Crack Sealing Broom Vibra plate tamper replacement (3) Electronic Message Board Crack Seal Program Total Capital Outlay tlrBl 2015 2016 $ 12,500 $ 17,000 - 5,000 6,000 - - 20,000 40,000 $ 58,500 $ 42,000 C0111:1AMI00FilNA0N:LTJ ALl111:8to] LlI C This fund accounts for federal and state disaster and stimulus grants, including Jumpstart Iowa, Hazard Mitigation Grant Project (HMGP) Buyout, and Supplemental Community Development Block Grants (CDBG). Individual programs provide public assistance for business and residential flood recovery efforts, the acquisition and removal of properties within the flood plain, down payment assistance for owner -occupied affordable housing to replace the tax base lost from the buyout. Infrastructure projects related to flood protection include levees, water well head protection, and bridge and roadway elevation. The City of Iowa City's role in the majority of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents affected by the flood. Assistance Summary: • Buyout: 93 residential properties were acquired in the Park View Terrace and Taft Speedway neighborhoods with disaster recovery buyout grants. The HMGP Buyout has been closed out, and the CDBG Buyout will be closed out in 2013. Approximately $22 million in grant funds have been expended for property acquisition, demolition and relocation. • Residential Rehabilitation: 106 households received assistance from state Jumpstart and federal Jumpstart grants. Approximately $3.3 million in residential rehabilitation assistance was distributed. • Business Assistance: 79 businesses were assisted with either Jumpstart Business funds or Business Rental Assistance Program funds. Approximately $2.3 in business assistance has been distributed. • Single Family New Construction: 103 owner -occupied affordable housing units have been constructed and sold. The City expects to assist 38 additional properties through this program. Approximately $4.4 million has been expended for down payment assistance and an additional $1.6 million will be expended by the end of FY14. • Infrastructure: CDBG Public Infrastructure funding, management, and monitoring is being provided for the Wastewater Treatment Facility relocation, Rocky Shore Lift Station project, construction of the East Side Levee and West Side Levee projects, and flood proofing protection of the water well heads at the Water Treatment Facility site. Two temporary Associate Planners that were added after the 2008 flood to manage these flood recovery programs. These two positions are being eliminated in the fiscal year 2015 budget. No activity is budgeted for fiscal year 2016. WE Fund Balance', July 1 Revenues: Intergovernmental Other State Grants Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout Jumpstart Business Rental Assistance Non -Hazard Mitigation Grant Buyout Supplemental CDBG - Res. Proj. Delivery Supplemental CDBG - Residential Total Expenditures City of Iowa City Other Shared Revenue (2300) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ (874,354) $ (1,283,445) $ (79,875) $ 63 $ 63 S 63 $ 5,956,946 $ 3,179,010 $ 833,364 $ 3,150,000 $ $ - 5,956,946 3,179,010 833,364 3,150,000 - - 1,475 4,101 1,475 4,101 - - - - $ 5,958,421 $ 3,183,111 $ 833,364 $ 3,150,000 $ - $ - $ 661,283 $ 5,513 $ - $ - $ - $ - 167,080 20,857 10,181 - - - 4,539,931 1,436,473 37,437 - - - 5,020 951,984 655,446 3,000,000 - - 994,198 6,554 50,362 150,000 - $ 6,367,512 $ 2,421,381 $ 753,426 $ 3,150,000 $ - $ Fund Balance', June 30 $ (1,283,445) $ (521,715) $ 63 $ 63 $ 63 $ 63 Change in Accounting Method 441,840 Adjusted Fund Balance', June 30 (1,283,445) (79,875) 63 63 63 63 Restricted / Committed /Assigned Unassigned Balance $ (1,283,445) $ (79,875) $ 63 $ 63 $ 63 $ 63 % of Expenditures -20% -3% 0% 0% 0% 0% 'Fund Balance is Cash Balance for 2012, and July 1, 2013 WX City of Iowa City Activity Summary Activity: Community Development (610200) Division: Neighborhood Services Fund: Other Shared Revenue (2300) Department: Neighborhood and Development Services $ 154,879 $ 2012 2013 2014 2015 2016 2017 651,372 3,150,000 - - Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 4,843,619 1,315,090 10,737 Total Expenditures Intergovernmental $ 2,421,381 $ 753,426 $ 3,150,000 $ - $ - Other State Grants $ 5,956,946 $ 3,179,010 $ 833,364 $ 3,150,000 $ - $ - Misc Transfers In 1,475 4,101 - - - - TotalRevenues&Transfers In $ 5,958,421 $ 3,183,111 $ 833,364 $ 3,150,000 $ - $ Expenditures Personnel $ 206,721 $ 154,879 $ 91,317 $ - $ - $ - Services 1,317,096 951,412 651,372 3,150,000 - - Supplies 76 - - - - - Capital Outlay 4,843,619 1,315,090 10,737 Total Expenditures $ 6,367,512 $ 2,421,381 $ 753,426 $ 3,150,000 $ - $ - Personnel Services - FTE 2012 2013 2014 2015 2016 Associate Planner 1.60 1.60 - - Total Personnel 1.60 1.60 - - - ALlIA:ZH'aAaa[yl:110[WE:SK07Ll1.1AUTIAIce] 1:10ZyAMR] :LLIN MIN] Ll111] The Energy Efficiency and Conservation Block Grant (EECBG) Program is a federally -funded initiative intended to spur deployment of the cleanest, most economical and reliable energy efficiency and conservation technologies across the country by providing funds to state and local governments for the development, promotion, implementation, and management of energy efficiency and conservation projects and/or programs. The City of Iowa City was awarded $692,300 in November, 2009, and the City use the funding to retrofit eight municipal buildings, advertise free residential energy audits, and employ one intern to track municipal utility usage. The fund is now being used as an inter -fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase 1) will be repaying the fund annually based on the expected savings from the improvements. The first year of repayment is fiscal year 2014. Another round of improvements (Phase 11) is budgeted for fiscal year 2015. A schedule of the cost of improvements (net of rebates), the annual savings, and payback period is presented is as follows: Facility/Project Net Cost Annual Savings Predicted Estimated Payback Period Phase I: Wastewater blower $253,266 $20,000 12.66 Wastewater lighting $60,511 $2,060 29.37 Water Detailed Studies $44,960 $10,000 4.50 Water Plant Lighting $168,941 $9,596 17.61 Mercer/Scanlon $91,789 $5,130 17.89 Rec Center $66,934 $3,492 19.17 Phase I Totals $686,401 $50,278 Phase II: City Hall lighting/controls $8,143 $13,732 0.59 Library lighting/controls $32,693 $8,288 3.94 Senior Center lighting/controls $31,427 $13,298 2.36 Transit lighting/motors $11,346 $3,366 3.37 Phase II Totals $83,609 $38,684 aim In fiscal year 2015, as part of the combination of the Community & Economic Development department and the Housing & Inspection Services department, a new Sustainability Services activity was established in the new Neighborhood & Development Services department in the General fund. The energy efficiency revolving loan activity was subsequently moved to the General Fund as part of the Sustainability Services activity for fiscal year 2015, and these loan activities can be found there as part of the fiscal year 2016 budget. OR City of Iowa City Energy Efficiency & Conservation Block Grant (2310) Fund Summary Fund Balance*, July 1 Revenues: Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Total Revenues Expenditures: Energy Eff Revolving Loan Fund Environmental Coordinator Municipal Energy Conservation Public Aware Midam Audit Frog Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ (37,281) $ (33,138) $ (23,394) $ 48,924 $ - S - $ 406,169 $ 36,075 $ - $ - $ - S 24,617 64,176 72,318 $ 430,786 $ 100,251 $ 72,318 $ - $ - S - S 17,913 22,634 - - - - 408,580 67,873 - - - - 150 $ 426,643 $ 90,507 $ 48,924 - - - 48,924 - - $ 426,643 $ 90,507 $ - $ 48,924 $ - $ - $ (33,138) $ (23,394) $ 48,924 $ - $ - $ $ (33,138) $ (23,394) $ 48,924 $ - $ - $ 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012, and July 1, 2013 all City of Iowa City Activity Summary Activity: Energy Efficiency & Conserv. Block Grant (710450) Fund: Energy Eff & Cons Block Grant (2310) Division: Public Works Administration Department: Public Works Revenues: Intergovernmental Fed Intergovnt Rev Miscellaneous Other Mac Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 406,169 $ 36,075 $ - $ - $ 24,617 64,176 72,318 $ 430,786 $ 100,251 $ 72,318 $ - $ - $ $ 26,758 $ 20,463 $ - $ - $ - $ - 26,711 6,010 - - - - 61,488 112 - - - - 311,686 63,922 $ 426,643 $ 90,507 $ - $ - $ - $ - oil] UNIVERCITY NEIGHBORHOOD PARTNERSHIPS FUND The UniverCity Neighborhood Partnership program is a collaboration between the City and the University of Iowa. The program purchases rental homes in designated neighborhoods, restores them to single-family homes, and then sells them to income - qualifying families. The property renovations are to be between $40,000 and $50,000, and the University provides down payment assistance to University employees. Local lenders provide low- interest loans for the purchase of properties. Homebuyers who are selected to purchase one of the homes will pay the original acquisition price plus loan and carrying costs, which may include interest for the time that the property is held in City ownership, recording fee for construction loan mortgage, mowing and snow removal, utilities, real estate taxes, and insurance. The cost of renovations will NOT be passed on to the homebuyers so long as the homebuyers retain ownership of the property as their primary residence for seven years. In addition, all homes must be maintained as owner - occupied housing and affordable housing for twenty years. The program began in fiscal year 2010 when the City initially received $1.25 million through the State of Iowa I -JOBS program. The first 'round' of the UniverCity program (using I -JOBS funds) renovated 26 homes. The program was moved to the General Fund in fiscal year 2013 which included funds for four homes. The program was expanded in fiscal year 2014 with funds for 12 homes (including 2 funded through the Housing Authority) and was continued at that level again in fiscal year 2015. In fiscal year 2016, the number of homes has been reduced to two. The 2016 budget information for this program can be found as part of the Community Development division of the Neighborhood and Development Services department in the General Fund. 311 City of Iowa City UniverCity Neighborhood Partnership (2315) Fund Summary Transfers In: 2012 2013 2014 2015 2016 2017 Misc Transfers In Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ (138,789) $ (342,856) $ (2,645) S - $ - S - Revenues: $ 4,615,778 $ 1,292,692 $ 2,098 $ - $ - $ - Intergovernmental Other State Grants $ 875,856 $ - $ - $ - $ - S - Miscellaneous $ 4,819,845 $ 950,383 $ (547) $ - $ - $ Contrib & Donations 6,076 (41,750) - - - - Other Misc Revenue 5,535 844 - - - - Other Financial Sources Loans 1,395,405 270,538 - - - - SaleOfAssets 2,255,519 1,054,403 - - - Sub -Total Revenues 4,538,391 1,284,035 - - - - Transfers In: Misc Transfers In 77,387 8,657 2,098 Sub -Total Transfers In 77,387 8,657 2,098 - - - Total Revenues & Transfers In $ 4,615,778 $ 1,292,692 $ 2,098 $ - $ - $ - Expenditures: Univercity Neighborhood Partnership $ 4,819,845 $ 950,383 $ (547) $ - $ - $ Total Expenditures $ 4,819,845 $ 950,383 $ (547) $ - $ - $ Fund Balance', June 30 $ (342,856) $ (547) $- Change in Accounting Method - (2,098) - - - Adjusted Fund Balance', June 30 (342,856) (2,645) - - - - Restricted / Committed /Assigned Unassigned Balance $ (342,856) $ (2,645) $ - $ - $ - $ - % of Expenditures -7% 0% 0% 0% 0% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 ON City of Iowa City Activity Summary Activity: Community Development (610200) Fund: UniverCity Neighborhood Partnership (2315) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues & Transfers In: Intergovernmental Other State Grants Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Loans Sale Of Assets Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Other Financial Uses Total Expenditures Personnel Services - FTE Housing Rehab Specialist Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 875,856 $ - $ - $ - $ - $ 6,076 (41,750) - - - 5,535 844 - - - 1,395,405 270,538 - - - 2,255,519 1,054,403 - - - 77,387 8,657 - - - - $ 4,615,778 $ 1,292,692 $ - $ - $ - $ - $ 74,974 $ 8,854 $ - $ - $ - $ 152,758 35,967 (547) - - 4,796 24 - - - 2,211,412 - - - - $ 4,819,845 $ 950,383 $ (547) $ - $ - $ - 2012 2013 2014 2015 2016 0.20 0.20 - - 0.20 0.20 - - - 313 METROPOLITAN PLANNING ORGANIZATION (MPOJC) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPOJC is derived from multiple sources including the City's General Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC's other government members in Johnson County and from State of Iowa grants. Estimated revenues and transfers -in in fiscal year 2015 are 5.3% lower than the actual fiscal year 2014 due to a decrease in state grant funds. Budgeted revenues and transfers -in for fiscal year 2016 is expected to decrease another 6.3% from fiscal year 2015 due to a budgeted decrease in operating expenditures of the MPOJC and subsequently lower contributions from member entities. Fund balance in the MPO fund has been fairly stable since fiscal year 2012 through ranging from $140,937 to $175,429. The fund balance as a percentage of expenditures ranges from 21 % in fiscal year 2012 to 29% in fiscal year 2016. An adjustment to fund balance is presented in fiscal year 2013 for the City's change from cash basis accounting to modified accrual basis of accounting. The downward adjustment of $11,561 primarily represents wages and accounts payable at year-end. 314 City of Iowa City Metro Planning Organization of Johnson County (2350) Fund Summary Expenditures: Metro Planning Org of Johnson County Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273 $ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273 $ 140,937 $ 141,705 $ 170,860 $ 151,439 $ 175,429 $ 199,565 - (11,561) - - - 140,937 130,144 170,860 151,439 175,429 199,565 $ 140,937 $ 130,144 $ 170,860 $ 151,439 $ 175,429 $ 199,565 21% 20% 25% 22% 29% 32% 'Fund Balance is Cash Balance for 2012, and July 1, 2013 ON 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 73,576 $ 140,937 $ 130,144 $ 170,860 $ 151,439 $ 175,429 Revenues: Intergovernmental Local 28E Agreements $ 140,761 $ 121,772 $ 119,462 $ 137,045 $ 99,281 $ 102,031 Other State Grants 177,449 175,000 235,061 185,000 215,249 221,211 Miscellaneous Other Misc Revenue 1,616 20,627 17,231 1,500 17,231 17,231 Sub -Total Revenues 319,826 317,399 371,754 323,545 331,761 340,473 Transfers In: Transfer -In from General Fund and RUT 408,688 327,286 343,297 353,596 302,554 310,935 Sub -Total Transfers In 408,688 327,286 343,297 353,596 302,554 310,935 Total Revenues & Transfers In $ 728,514 $ 644,685 $ 715,051 $ 677,141 $ 634,315 $ 651,408 Expenditures: Metro Planning Org of Johnson County Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273 $ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273 $ 140,937 $ 141,705 $ 170,860 $ 151,439 $ 175,429 $ 199,565 - (11,561) - - - 140,937 130,144 170,860 151,439 175,429 199,565 $ 140,937 $ 130,144 $ 170,860 $ 151,439 $ 175,429 $ 199,565 21% 20% 25% 22% 29% 32% 'Fund Balance is Cash Balance for 2012, and July 1, 2013 ON 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, Hills, 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 (FHWA). 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, a Joint Emergency Communications Center, and affordable housing issues. 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. Recent Accomplishments: • Completion of the FY14 MPOJC Transportation Planning Work Program & adoption of the FY15 Work Program • Completion of an Update to the 2007 Affordable Housing Market Analysis for the Iowa City Metro Area • Acceptance of the FY14-18 MPOJC Passenger Transportation Plan • Completion of Iowa City Transit FTA Triennial Review — Planning and reporting 011 Upcoming Challenges: • Revising the MPOJC Long Range Transportation Plan • Updating the MPOJC Metro Area Bike Master Plan • Allocation of MPOJC Surface Transportation Program and Transportation Alternative program funds Staffing: Staffing Level Change Summary: The FY16 staffing level shows a 0.1 increase in total FTE's from FY2015 (and a decrease of 0.90 FTE from FY14) - bringing the total to 4.70 FTE. This change is a result of a reorganization of MPO staff; reallocating 0.40 FTE from an existing Engineering Technician position that is no longer necessary and adding a 0.50 FTE Associate Planner position to the MPO (thereby increasing the net total staff level 0.10 FTE). The reorganization is necessary for the MPO as the Engineering Technician position has become duplicative with recent advances in GIS technology and the addition of an enterprise license whereby all MPO staff has access to GIS software. The reallocation of the 0.40 FTE and the additional 0.10 FTE will allow the MPO to add a half-time Associate Planner position necessary to 'backfill' part of the 1.0 FTE Associate Planning position that was eliminated in FY15. Service Level Change Summary: With the reorganization of MPO staff and addition of 0.10 FTE from FY15, it is anticipated that we can provide the same level of service provided in FY14 with a net reduction of 0.90 FTE from FY14. Financial Highlights: The FY16 MPO budget is largely the same as the approved FY15 budget. The FY16 budget shows significant decreases in software and minor equipment appropriations and an increase in funds for consultant services. The increase in appropriations for consultant services will work in parallel with the MPO staff reorganization and allow flexibility to hire consultants for specific traffic engineering projects. The reorganization of staff and periodic use of consultants will ensure that service levels remain constant. ON FY2014 FY2015 FY2016 Adopted Total FTE's 5.60 4.60 4.70 Staffing Level Change Summary: The FY16 staffing level shows a 0.1 increase in total FTE's from FY2015 (and a decrease of 0.90 FTE from FY14) - bringing the total to 4.70 FTE. This change is a result of a reorganization of MPO staff; reallocating 0.40 FTE from an existing Engineering Technician position that is no longer necessary and adding a 0.50 FTE Associate Planner position to the MPO (thereby increasing the net total staff level 0.10 FTE). The reorganization is necessary for the MPO as the Engineering Technician position has become duplicative with recent advances in GIS technology and the addition of an enterprise license whereby all MPO staff has access to GIS software. The reallocation of the 0.40 FTE and the additional 0.10 FTE will allow the MPO to add a half-time Associate Planner position necessary to 'backfill' part of the 1.0 FTE Associate Planning position that was eliminated in FY15. Service Level Change Summary: With the reorganization of MPO staff and addition of 0.10 FTE from FY15, it is anticipated that we can provide the same level of service provided in FY14 with a net reduction of 0.90 FTE from FY14. Financial Highlights: The FY16 MPO budget is largely the same as the approved FY15 budget. The FY16 budget shows significant decreases in software and minor equipment appropriations and an increase in funds for consultant services. The increase in appropriations for consultant services will work in parallel with the MPO staff reorganization and allow flexibility to hire consultants for specific traffic engineering projects. The reorganization of staff and periodic use of consultants will ensure that service levels remain constant. ON GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Provide transportation (traffic, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, coordination with other local governments and the University of Iowa and other services. Provide these necessary services that are beneficial for the area to continue to receive federal transportation funding, including transit capital and operations funds, streets and trails infrastructure funds and discretionary grant funds, to help improve residents' lives in the community. Federal and State Requirements: Following are formal documents required to be completed and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa Department of Transportation. MPO staff provide planning, programming, and administrative efforts to complete these documents to ensure that Iowa City remains eligible to receive federal transportation funding, including transit capital and operation funds, streets and trails infrastructure funds, and discretionary grant funds. «ra FY 2011 FY 2012 FY 2013 FY 2014 Long Range Transportation Plan ✓ (required every 5yrs.) Transportation Planning ✓ ✓ ✓ ✓ Work Program Passenger ✓ ✓ ✓ ✓ Transportation Plan Transportation ✓ ✓ ✓ ✓ Improvement Program «ra Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve Iowa City's Capital Improvements Program priorities. FY 2011 FY 2012 FY 2013 FY 2014 $1,200,000 RECAT grant $200,000 REAP grant for $1,900,000 RISE Grant $200 000 Traffic Safety for Trueblood Park Iowa River Trail for Moss Ridge Road Grant for Burlington St/Clinton St $6,000,000 MPO/STP $500,000 Traffic Safety $200,000 REAP grant for $60,000 for Urban funds for Gateway Grant for Burlington St Trueblood Park Waters Grant Project Median (multiple ears $1,218,202 Federal $441,000 State Trails $1,211,970 Federal $50,000 US EPA Grant Transit Grant for Iowa Grant — Dubuque Street Transit Grant for Iowa for Riverfront Crossings City Transit* Ped. Bride City Transit* Park $50,000 DNR Low $50,000 Iowa DNR Head Dam grant Grant for Iowa River Dam Safety $152,000 Iowa Great $1,400,381 Federal Places Grant Transit Grant for Iowa City Transit* $2,400,000 MPO/STP funds for First Ave Grade Separation $1,262,652 Federal Transit Grant for Iowa City Transit* *Includes all planning and legal documents, grant preparation and administration, and IDOT/FTA reporting Work orders for signage and traffic control: The majority of work orders are for signage and changes to traffic control in response to citizen and neighborhood requests, and are based on an evaluation and/or data collection to ensure consistency with traffic sign rules and regulations. Work orders are typically consistent with neighborhood stabilization efforts. FY 2011 FY 2012 FY 2013 FY 2014 49 53 53 44 OR Traffic Counts: The MPO/Transportation Planning Division conducts a traffic count program to evaluate and inform design decisions; re -time traffic signals; assist with the evaluation of development proposals; address neighborhood concerns; update data into the traffic model; and to provide information to realtors and developers seeking to invest in Iowa City. Formal Studies: Formal studies include reports and evaluations for which significant documentation is required due to policy and/or funding decisions being made based on the information. Formal studies include significant staff time due to data collection, analysis, report preparation, and (depending on the study) public involvement. Formal studies differ from 'work orders' in that a formal report is published. In Iowa City FY 2011 FY 2012 FY 2013 FY 2014 Traffic volume, 2 1 0 2 intersection & 24 22 17 20 seed counts 2 2 2 5 Peak -hour intersection 2 1 7 3 Signal Warrant Study 88 71 90 87 counts 1 4 1 0 Formal Studies: Formal studies include reports and evaluations for which significant documentation is required due to policy and/or funding decisions being made based on the information. Formal studies include significant staff time due to data collection, analysis, report preparation, and (depending on the study) public involvement. Formal studies differ from 'work orders' in that a formal report is published. In Iowa City FY 2011 FY 2012 FY 2013 FY 2014 Neighborhood Study 2 1 0 2 Corridor Study 4 2 4 4 Bike and Ped. Study 2 2 2 5 All -Way Stop Study 2 1 7 3 Signal Warrant Study 1 3 4 3 Traffic Calming Study 1 4 1 0 Speed Study 2 1 1 3 Trip Generation Study 1 0 0 2 WZ1 City of Iowa City Activity Summary Activity: Metro Planning Ong of Jo Co (610810) Division: Metro Planning Org of Jo Co (610810) Fund: Metro Planning Ong Of Johnson Cnty (2350) Department: Neighborhood and Development Services 533,160 $ 2012 2013 2014 2015 2016 2017 98,997 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 10,123 17,476 8,637 8,810 Total Expenditures $ 661,153 $ Intergovernmental 674,335 $ 696,562 $ 610,325 $ 627,273 - - Local 28E Agreements $ 140,761 $ 121,772 $ 119,462 $ 137,045 $ 99,281 $ 102,031 Other State Grants 177,449 175,000 235,061 185,000 215,249 221,211 Miscellaneous 5.60 4.60 4.70 Other Misc Revenue 1,616 20,627 17,231 1,500 17,231 17,231 Transfer -In from General Fund and RUT 408,688 327,286 343,297 353,596 302,554 310,935 Total Revenues & Transfers In $ 728,514 $ 644,685 $ 715,051 $ 677,141 $ 634,315 $ 651,408 Expenditures Personnel $ 554,654 $ 533,160 $ 555,415 $ 566,707 $ 474,113 $ 488,336 Services 95,824 98,997 108,797 112,379 127,575 130,127 Supplies 10,675 11,760 10,123 17,476 8,637 8,810 Total Expenditures $ 661,153 $ 643,917 $ 674,335 $ 696,562 $ 610,325 $ 627,273 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 0.20 0.20 0.20 0.20 0.20 Associate Planner 4.00 4.00 4.00 3.00 3.50 Engineering Technician 0.40 0.40 0.40 0.40 - Human Services Coordinator 1.00 - - - - JCCOG Director 1.00 - - - - MPO Director 1.00 1.00 1.00 1.00 Total Personnel 6.60 5.60 5.60 4.60 4.70 ' Position to be eliminated on 12-31-15 321 ALVA IU110MAQ:140IAaIII &Ito] II] This fund accounts for annual employee benefit costs for the General Fund and a share of Road Use Tax employees. Costs include health, dental, life and disability insurance; employer -share FICA and IPERS retirement contributions; Chapter 411 Police and Fire retirement contributions, accidental disability and on-the-job injury medical claims; and workers compensation insurance. Legal authority for the fund is established by two sections code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of "accounting for pension and related employee benefit funds as provided by the City Finance Committee", while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee's definition of eligible benefits and how they are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.16(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on- the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be twenty-five percent (25%) of total fund expenditures and transfers out. The fund's cash balances versus expenditures including transfers out since fiscal year 2012 are as follows: Expenditures plus transfers out Fund Balance' Percentage Actual Actual Actual Revised Budget $ 10, 854, 997 $ 9,747,519 $ 9,887,822 $ 9,933,959 $ 10, 340, 806 $ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,494,118 $ 1,634,273 16.33% 18.38% 17.33% 15.04% 15.80% FY2012 ending fund balance is cash balance. The City converted its budget basis in fiscal year 2014 to modified accrual from cash basis. An adjustment to the fiscal year 2013 ending fund balance was made which increased the Employee Benefits fund balance by $75,745. This increase primarily reflects taxes receivable at year-end. The Employee Benefits property tax levy for fiscal year 2015 was $2.96331 per $1,000 of valuation. For fiscal year 2016, this levy is being reduced to $3.11331 per $1,000 of valuation. W% Fund Balance*, July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Intergovernmental Property Tax Credits State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues City of Iowa City Employee Benefits (2400) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 2,477,999 $ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,494,118 $ 1,634,273 $ 9,767,404 $ 9,262,912 $ 9,356,929 242 633 864 183,360 163,781 159,183 $ 9,088,654 $ 9,652,480 $ 9,652,480 153,182 - - - 181,337 197,366 256,655 281,548 289,994 157,935 157,935 383,367 383,367 287.179 287.179 1,750 5,833 11,341 1,703 - $ 10,150,122 $ 9,689,814 $ 9,809,865 $ 9,714,870 $ 10,480,961 $ 10,480,961 Expenditures: General Government Employee Benefits $ 358,038 $ 353,125 $ 359,450 $ 343,127 $ 367,313 $ 375,188 Public Safety Employee Benefits 494,968 263,477 354,640 652,590 584,226 595,911 Sub -Total Expenditures 853,006 616,602 714,090 995,717 951,539 971,098 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158 Sub -Total Transfers Out 10,001,991 9,130,917 9,173,732 8,938,242 9,389,267 9,401,158 Total Expenditures & Transfers Out $ 10,854,997 $ 9,747,519 $ 9,887,822 $ 9,933,959 $ 10,340,806 $ 10,372,256 Fund Balance*, June 30 $ 1,773,124 $ 1,715,419 $ 1,713,207 $ 1,494,118 $ 1,634,273 $ 1,742,978 Change in Accounting Method 75,745 Adjusted Fund Balance*, June 30 1,773,124 1,791,164 1,713,207 1,494,118 1,634,273 1,742,978 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 1,773,124 $ 1,791,164 $ 1,713,207 $ 1,494,118 $ 1,634,273 $ 1,742,978 % of Expenditures 16% 18% 17% 15% 16% 17% *Fund Balance is Cash Balance for 2012 and July 1, 2013 323 City of Iowa City Activity Summary Activity: General Government Employee Benefits (310640) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Administrative Secretary Finance Director Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 9,767,404 $ 9,262,912 $ 9,356,929 $ 9,088,654 $ 9,652,480 $ 9,652,480 242 633 864 - - - 183,360 163,781 159,183 153,182 157,935 157,935 181,337 383,367 383,367 $ 9,951,006 $ 9,427,326 $ 9,516,976 $ 9,423,173 $ 10,193,782 $ 10,193,782 $ 64,526 $ 50,905 $ 49,554 $ 51,115 $ 52,828 $ 54,413 293,512 302,220 309,896 292,012 314,485 320,775 $ 358,038 $ 353,125 $ 359,450 $ 343,127 $ 367,313 $ 375,188 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 0.05 0.05 0.05 0.05 0.05 0.55 0.55 0.55 Activity Summary sn _ -tlnaarn 0.55 0.55 u Division: Finance Administration Department: Finance Revenues: Intergovernmental State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Project $ 197,366 $ 256,655 $ 281,548 $ 289,994 $ 287,179 $ 287,179 $ 199,116 $ 262,488 $ 292,889 $ 291,697 $ 287,179 $ 287,179 $ 494,968 $ 263,477 $ 354,640 $ 652,590 $ 584,226 $ 595,911 $ 494,968 $ 263,477 $ 354,640 $ 652,590 $ 584,226 $ 595,911 324 Ll11LI6.111wivi%re1:4ILYA140111 IRI to] IW In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City, under the management of the Iowa City Housing Authority, a division of the Department of Housing and Inspection Services (HIS), owns and operates seven (7) of the rental units. The remaining ten (10) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the seven units owned by the Housing Authority. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Housing Authority. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City's Debt Service Fund. The outstanding balance owed to the Debt Service fund from the Peninsula Apartments fund at June 30, 2015 will be $151,618. Also as part of the financing structure, The Housing Fellowship issued an interest -only loan to the Housing Authority for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest -only payments are accounted for in this fund. Revenue: Rental income is projected at $70,119 in FY2016, an increase of 15.8% from the estimated FY2015 total. Fund Balance: The FY2016 ending fund balance is projected at $117,653. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in FY2025 as part of the original financing for this project. W21 City of Iowa City Peninsula Apartments (2510) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 57,683 $ 71,515 $ 71,949 $ 91,406 $ 95,740 $ 117,653 Revenues: Use Of Money And Property Rents $ 58,883 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521 Miscellaneous Other Misc Revenue 80 Total Revenues $ 58,963 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521 Expenditures Housing Authority Property Management $ 45,131 $ 55,036 $ 50,662 $ 56,225 $ 48,206 $ 49,269 Total Expenditures $ 45,131 $ 55,036 $ 50,662 $ 56,225 $ 48,206 $ 49,269 Fund Balance', June 30 $ 71,515 $ 77,038 $ 91,406 $ 95,740 $ 117,653 $ 139,905 Change in Accounting Method - (5,089) - - - Adjusted Fund Balance', June 30 71,515 71,949 91,406 95,740 117,653 139,905 Restricted / Committed /Assigned 4,474 Unassigned Balance $ 67,041 $ 71,949 $ 91,406 $ 95,740 $ 117,653 $ 139,905 % of Expenditures 149% 131% 180% 170% 244% 284% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 WIN City of Iowa City Activity Summary Activity: Housing Authority (490100) Fund: Peninsula Apartments (2510) Division: Housing Authority (490100) Department: Neighborhood and Development Services Revenues: Use Of Money And Property Rents Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Supplies Capital Outlay Other Financial Uses Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 58,883 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521 Ef $ 58,963 $ 60,559 $ 70,119 $ 60,559 $ 70,119 $ 71,521 $ 32,697 $ 43,571 $ 38,781 $ 43,913 $ 35,447 $ 36,510 28 - - - - - 1,343 - - - - - 11,063 11,465 11,881 12,312 12,759 12,759 $ 45,131 $ 55,036 $ 50,662 $ 56,225 $ 48,206 $ 49,269 TAX INCREMENT FINANCING FUNDS Tax Increment Financing (TIF) 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. As TIF agreements expire and/or their legal requirements are satisfied, tax revenue generated by the incremental valuation (increase in property values for the district since it was established) is distributed to all taxing authorities. The objective of Iowa City's TIF capacity is to provide gap financing for development projects which meet the adopted goals and criteria of the respective TIF district. The City has established twelve TIF districts. The table below presents debt that has been certified against the City's TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road, Highway 6 Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp Cardinal urban renewal areas; these areas have no outstanding tax increment debt. Outstanding TIF TIF Debt Estimated Estimated Debt Previously Certified TIF Receipts TIF Receipts Estimated TIF Urban Renewal Area Certified 1211114 FY15 FY16 Debt 6/30/2016 2603 -City -University 1 $ 3,566,299 $ 1,146,119 $ 511,289 $ 496,283 $ 3,704,846 2604 -Sycamore& 1 st Ave 1,011,142 1,750,000 79,302 373,676 2,308,164 2607- Scott 6 Industrial 1,678,274 4,386 - - 1,682,660 2608- Heinz Road - 170,323 - 42,823 127,500 2613- Moss Green Village* 2,161,102 - - 2,161,102 2614-Towncrest Area 2,332,787 (93,370) 40,892 86,459 2,112,066 2615 -Riverside Drive 21,141 20,885 21,141 20,885 - Total $ 10,770,745 $ 2,998,343 $ 652,624 $ 1,020,126 $ 12,096,338 Has not been certified yet 3Y117 City of Iowa City Tax Increment Financing (2601 - 2615) Fund Summary 'Fund Balance is Cash Balance for 2012 and July 1, 2013 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 657,482 $ (75,855) $ 2,129 $ 19,664 $ 6,073 $ 6,073 Revenues: TIF Revenues $ 838,766 $ 376,192 $ 434,670 $ 652,624 $ 1,020,126 $ 1,089,439 Use Of Money And Property Interest Revenues 720 287 - - - - Other Financing Sources Sale of Assets - 31,795 - - - Sub -Total Revenues 839,486 408,274 434,670 652,624 1,020,126 1,089,439 Transfers In: Transfers In 36,150 113 Sub -Total Transfers In - 36,150 113 - - - Total Revenues & Transfers In $ 839,486 $ 444,424 $ 434,783 $ 652,624 $ 1,020,126 $ 1,089,439 Expenditures By Urban Renewal Area: Highway 6 Industrial Park $ 129,725 $ - $ 1,604 $ - $ - $ - City -University 1 267,073 6,050 - - - - Sycamore & 1 st Ave 34,355 - - - - - Northgate Corporate Park - - 8,496 - - - Scot 6Industrial 3,104 1,048 - - - - Heinz Road 126,834 - 135,361 13,591 42,500 42,500 Moss Green Village 8,134 - (142) - - - Riverside Drive 108 Sub -Total Expenditures 569,333 7,098 145,319 13,591 42,500 42,500 Transfers Out: TIF Capital Transfers Out 1,003,490 94,612 271,929 652,624 977,626 1,046,939 Sub -Total Transfers Out 1,003,490 94,612 271,929 652,624 977,626 1,046,939 Total Expenditures & Transfers Out $ 1,572,823 $ 101,710 $ 417,248 $ 666,215 $ 1,020,126 $ 1,089,439 Fund Balance', June 30 $ (75,855) $ 266,859 $ 19,664 $ 6,073 $ 6,073 $ 6,073 Change in Accounting Method - (264,730) - - - Adjusted Fund Balance', June 30 (75,855) 2,129 19,664 6,073 6,073 6,073 Restricted / Committed /Assigned Unassigned Balance $ (75,855) $ 2,129 $ 19,664 $ 6,073 $ 6,073 $ 6,073 % of Expenditures -5% 2% 5% 1% 1% 1% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 City of Iowa City Highway 6 Industrial Park (2601) Fund Summary *Fund Balance is Cash Balance for 2012 and July 1, 2013 City -University Project 1 (2603) Fund Summary 2012 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 18,317 $ 18,442 $ 1,604 $ - $ - S - Revenues: $ 1,102 $ 1,102 S 1,102 Revenues: TIF Revenues $ 129,725 $ 106,165 $ - $ - $ - S Use Of Money And Property $ - $ 128,072 $ 290,263 $ 511,289 $ 496,283 Interest Revenues 125 Use Of Money And Property 141 Total Revenues $ 129,850 $ 106,306 $ - $ - $ - $ - - - - Other Financing Sources Expenditures: TIF Administration $ 129,725 $ - $ 1,604 $ - $ - $ - Total Expenditures $ 129,725 $ - $ 1,604 $ - $ - $ $ 511,289 $ 496,283 $ 511,804 Expenditures: Fund Balance*, June 30 $ 18,442 $ 124,748 $ - $ - $ - $ - Adjustments to Cash/Non-Cash Asset/Liab - 267,073 - - - - - Change in Accounting Method - Transfers Out: (123,144) - - - Adjusted Fund Balance*, June 30 18,442 1,604 - - - - Restricted / Committed /Assigned 511,289 496,283 511,804 Total Expenditures & Transfers Out $ Unassigned Balance $ 18,442 $ 1,604 $ - $ - $ - $ - % of Expenditures 14% (180,237) 0% 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 City -University Project 1 (2603) Fund Summary *Fund Balance is Cash Balance for 2012 and July 1, 2013 3910 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 S 86,963 $ (180,237) $ (26,214) $ 1,102 $ 1,102 S 1,102 Revenues: TIF Revenues $ - $ 128,072 $ 290,263 $ 511,289 $ 496,283 $ 511,804 Use Of Money And Property Interest Revenues (127) (284) - - - - Other Financing Sources Sale of Fixed Assets - 31,795 - - - Total Revenues $ (127) $ 159,583 $ 290,263 $ 511,289 $ 496,283 $ 511,804 Expenditures: TIF Administration $ 267,073 $ 6,050 $ - $ - $ - $ - Transfers Out: TIF Capital Transfers Out - - 262,947 511,289 496,283 511,804 Total Expenditures & Transfers Out $ 267,073 $ 6,050 $ 262,947 $ 511,289 $ 496,283 $ 511,804 Fund Balance*, June 30 $ (180,237) $ (26,704) $ 1,102 $ 1,102 $ 1,102 $ 1,102 Change in Accounting Method 490 Adjusted Fund Balance*, June 30 (180,237) (26,214) 1,102 1,102 1,102 1,102 Restricted / Committed /Assigned - - - - - Unassigned Balance $ (180,237) $ (26,214) $ 1,102 $ 1,102 $ 1,102 $ 1,102 % of Expenditures -67% -433% 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 3910 City of Iowa City Sycamore & 1st Avenue (2604) Fund Summary Expenditures: TIF Administration $ 34,355 $ - $ - $ - $ - $ - Transfers Out: TIF Capital Transfers Out 1,003,490 94,612 - 79,302 373,676 373,676 Total Expenditures & Transfers Out $ 1,037,845 $ 94,612 $ - $ 79,302 $ 373,676 $ 373,676 Fund Balance*, June 30 $ 94,382 $ - $ - $ - $ - $ - Restricted / Committed /Assigned Unassigned Balance $ 94,382 $ - $ - $ - $ - $ - % of Expenditures 9% 0% 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 Northgate Corporate Park (2606) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 8,455 $ 8,473 $ 8,496 S - $ - S - Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 18 $ 23 $ - $ - $ S - $ 18 $ 23 $ - $ - $ - S $ - $ 2012 8,496 S 2013 2014 $ 2015 - $ 2016 2017 - S - $ Actual 8,496 $ Actual Actual - S - Revised Budget Projected Fund Balance*, July 1 $ 549,470 $ 94,382 $ - S - $ - S - Revenues: TIF Revenues $ 582,207 $ 22 $ - $ 79,302 $ 373,676 S 373,676 Use Of Money And Property Interest Revenues 550 208 Total Revenues $ 582,757 $ 230 $ - $ 79,302 $ 373,676 $ 373,676 Expenditures: TIF Administration $ 34,355 $ - $ - $ - $ - $ - Transfers Out: TIF Capital Transfers Out 1,003,490 94,612 - 79,302 373,676 373,676 Total Expenditures & Transfers Out $ 1,037,845 $ 94,612 $ - $ 79,302 $ 373,676 $ 373,676 Fund Balance*, June 30 $ 94,382 $ - $ - $ - $ - $ - Restricted / Committed /Assigned Unassigned Balance $ 94,382 $ - $ - $ - $ - $ - % of Expenditures 9% 0% 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 Northgate Corporate Park (2606) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 $ 8,455 $ 8,473 $ 8,496 S - $ - S - Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 18 $ 23 $ - $ - $ S - $ 18 $ 23 $ - $ - $ - S $ - $ - $ 8,496 S - $ - S $ - $ - $ 8,496 $ - $ - S - $ 8,473 $ 8,496 $ - $ - $ - S - $ 8,473 $ 8,496 $ - $ - $ - S 0% 0% 0% 0% 0°/a 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 331 Fund Balance*, July 1 Revenues: Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Scott 6 Industrial (2607) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 9,201 $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 14 $ 16 $ - $ - $ $ - $ 14 $ 16 $ - $ - $ - $ y J, IVY y I,VYO y y $ y $ 3,104 $ 1,048 $ - $ - $ - $ - $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 6,111 $ 5,079 $ 5,079 $ 5,079 $ 5,079 $ 5,079 197% 485% 0% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 Fund Balance*, July 1 Revenues: TIF Revenues Use Of Money And Property Interest Revenues Total Revenues Expenditures: TIF Administration Total Expenditures Fund Balance*, June 30 Change in Accounting Method Adjusted Fund Balance*, June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures Heinz Road (2608) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 13,269 $ 13,409 $ 13,591 $ 13,591 $ - $ - $ 126,834 $ 141,933 $ 135,361 $ - $ 42,823 $ 42,500 140 183 - $ 126,974 $ 142,116 $ 135,361 $ - $ 42,823 $ 42,500 $ 126,834 $ - $ 135,361 $ 13,591 $ 42,500 $ 42,500 $ 126,834 $ - $ 135,361 $ 13,591 $ 42,823 $ 42,500 $ 13,409 $ 155,525 $ 13,591 $ - $ - $ - 141,934) 13,409 13,591 13,591 - - - $ 13,409 $ 13,591 $ 13,591 $ - $ - $ - 11% 0% 10% 0% 0% 0% *Fund Balance is Cash Balance for 2012 and July 1, 2013 09% Fund Balance', July 1 Transfers In: Transfers In Total Transfers In Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Lower Muscatine Road (2611) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ (113) $ (113) $ (113) $ - $ - S - $ - $ - $ 113 $ - $ - S - 113 $ (113) $ (113) $ - $ - $ - $ - $ (113) $ (113) $ - $ - $ - $ - 'Fund Balance is Cash Balance for 2012 and July 1, 2013 Fund Balance', July 1 Transfers In: Transfers In Total Transfers In Expenditures: TIF Administration Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures Moss Green Village (2613) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ (28,016) $ (36,150) $ (142) $ - $ - S - $ - $ 36,150 $ - $ - $ - S $ - $ 36,150 $ - $ - $ - S - $ 8,134 $ - $ (142) $ - $ - $ $ 8,134 $ - $ (142) $ - $ - $ $ (36,150) $ - $ - $ - $ - $ - (142) (36,150) (142) - - - - $ (36,150) $ (142) $ - $ - $ - $ - -444% 0% 0% 0% 0% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 333 Fund Balance', July 1 Revenues: TIF Revenues Total Revenues Transfers Out: TIF Capital Transfers Out Total Transfers Out Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Towncrest Area (2614) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Project $ (64) $ (64) $ (64) $ - $ - $ $ - $ - $ 9,046 $ 40,892 $ 86,459 $ 86,459 $ - $ - $ 9,046 $ 40,892 $ 86,459 $ 86,459 8,982 40,892 86,459 86,459 $ - $ - $ 8,982 $ 40,892 $ 86,459 $ 86,459 $ (64) $ (64) $ - $ - $ - $ - $ (64) $ (64) $ - $ - $ - $ - 0% 0% 0% 0% 0% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 Fund Balance', July 1 Revenues: TIF Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Capital Transfers Out Total Expenditures & Transfers Out Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures Riverside Drive (2615) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ - S (108) S (108) $ (108) $ (108) $ (108) $ - $ - $ - $ 21,141 $ 20,885 $ 75,000 $ - $ - $ - $ 21,141 $ 20,885 $ 75,000 $ 108 $ - 21,141 20,885 75,000 $ 108 $ - $ - $ 21,141 $ 20,885 $ 75,000 $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) $ (108) -100% 0% 0% -1% -1% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 334 GENERAL REHABILITATION AND IMPROVEMENT PROGRAM (GRIP) FUND The General Rehabilitation and Improvement (GRIP) program offers low-interest loans to income -qualifying individuals (20 year term) for home improvement projects. Homes must be owner -occupied with enough equity to secure a loan. A similar program was considered successful in 2001 (TARP — Targeted Area Rehabilitation Program). The current program was recommended by the Housing and Community Development Commission and authorized by Council resolution April 29, 2008. GRIP was initially financed annually with $200,000 of General Obligation bonds. The program was transferred to the General Fund in fiscal year 2013 and is now being funded with general property tax revenue. The 2016 budget information for this program can be found as part of the Community Development division of the Neighborhood and Development Services department in the General Fund. 0911 City of Iowa City General Rehab & Improvement Program (GRIP) (2810) Fund Summary Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Loans Sub -Total Revenues Transfers In Transfers -In from GO Bonds Sub -Total Transfers In Total Revenues & Transfers In Expenditures: GRIP Program Sub -Total Expenditures Transfers Out: To GO Bonds for Abatement Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 118,058 $ - S - S - $ - S - $ 24,867 $ - $ - S - $ - S 128,805 153,672 - - - - - 82,378 $ 236,050 $ - $ - $ - $ - S $ 200,436 $ - $ - $ - S - S - 200,436 - - - - - 153,672 $ 354,108 $ - $ - S - S - S - $ - $ - $- 0% 0°/a 0°/a 0111 0111 0111 'Fund Balance is Cash Balance for 2012 and July 1, 2013 0911 City of Iowa City Activity Summary Activity: Community Development (610200) Fund: GRIP -Gen Rehab & Improve Prog (2810) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Loans Total Revenues Expenditures: Services Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 24,867 $ - $ - $ - $ - $ $ 153,672 $ - $ - $ - $ - $ $ 200,436 $ - $ - $ - $ - $ - 3BW DOWNTOWN SELF -SUPPORTED MUNICIPAL IMPROVEMENT DISTRICT (SSMID) In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self -Supporting Municipal Improvement District as allowed under Iowa property tax code in downtown Iowa City. The City levies a property tax of $2.00 per $1,000 of taxable valuable on property that is within the boundaries of the downtown district. The taxes that are collected are then remitted to the Iowa City Downtown District (ICDD) which uses the funds to promote and enhance the downtown district. In addition to the property tax funds, the ICDD receives annual assistance of $100,000 from the University of Iowa. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. The actual taxes collected in fiscal year 2014 were $275,805. The estimated collections in fiscal year 2015 total $296,141 including the State property tax backfill, and the budgeted collections in fiscal year 2016 are $294,092 including the State property tax backfill. 0x1:3 Fund Balance', July 7 Revenues: Property Taxes Delinquent Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: SSMI D Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance City of Iowa City SSMID-Downtown District (2820) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected S - $ - S 1,590 $ - $ - $ - $ - $ 277,672 $ 275,319 $ 280,790 $ 264,683 $ 264,683 - 486 - - - 15,351 29,409 29,409 $ - $ 277,672 $ 275,805 $ 296,141 $ 294,092 $ 294,092 $ - $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 294,092 $ - $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 294,092 1,590 - 1,590 - - - - $ - $ 1,590 $ - $ - $ - $ - 'Fund Balance is Cash Balance for 2012 and July 1, 2013 i B1*] City of Iowa City Activity Summary Activity: Community Development Fund: SSMID-Downtown District (2820) Division: Neighborhood Services Department: Neighborhood and Development Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Property Taxes $ - $ 277,672 $ 275,319 $ 280,790 $ 264,683 $ 264,683 Delinquent Taxes - - 486 - - - Intergovernmental Property Tax Credits 15,351 29,409 29,409 Total Revenues $ - $ 277,672 $ 275,805 $ 296,141 $ 294,092 $ 294,092 Expenditures: Services $ - $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 294,092 Total Expenditures $ - $ 277,672 $ 277,395 $ 296,141 $ 294,092 $ 294,092 aE[r1 F Y 2 0 1 6 DEBT SERVICE Debt Service Fund IQA:1�1AZINIy:8to] II] This fund accounts for annual principal and interest payments due on general obligation and taxable urban renewal revenue debt of the City. Funding is provided by the debt service property tax levy, tax increment financing, transfers from Water Operations, and loan repayments. Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt service fund and certify taxes to be levied in the amount necessary to pay for the principal and interest on general obligation bonds issued by the city. The debt service levy for FY2016 is $3.93 per $1,000 in valuation - this is a reduction of $.20 per $1,000 from the FY2015 levy. Future general obligation bond issues are estimated at $8.9 million in FY2015, $12.9 million in FY2016 and $11.6 million in FY2017. Annual principal and interest payments (not including estimated annual payments for the 2015 proposed bond issue) as of June 30, 2015 are as follows: Fiscal Year Annual Payments Principal Interest Total Principal Outstanding Beginning of Fiscal Year 2016 10,735,000 1,431,835 12,166,835 54,210,000 2017 10,020,000 1,158,823 11,178,823 43,475,000 2018 8,945,000 908,589 9,853,589 33,455,000 2019 6,485,000 654,854 7,139,854 24,510,000 2020 5,875,000 475,966 6,350,966 18,025,000 2021 4,575,000 314,174 4,889,174 12,150,000 2022 2,975,000 188,875 3,163,875 7,575,000 2023 2,020,000 125,995 2,145,995 4,600,000 2024 1,180,000 79,695 1,259,695 2,580,000 2025 155,000 49,745 204,745 1,400,000 2026 160,000 45,095 205,095 1,245,000 2027 165,000 39,975 204,975 1,085,000 2028 170,000 34,365 204,365 920,000 2029 175,000 28,245 203,245 750,000 2030 185,000 21,770 206,770 575,000 2031 190,000 14,925 204,925 390,000 2032 200,000 7,800 207,800 200,000 Totals at June 30, 2015 54,210,000 5,580,725 59,790,725 343 City's Debt Policies There are currently two benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: the 5% statutory debt limit and the internal restriction on the debt service levy of 30% of the City's total levy. Statutory limitations which govern the issuance of debt in Iowa include Article XI Section 3 of the state constitution, entitled "Indebtedness of Political or Municipal Corporations." Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of "the value of ...taxable property within such county or corporation." This is commonly referred to as the "debt ceiling or debt limit." The graph below compares Iowa City's outstanding general obligation (G.O.) debt with the statutory debt limit. Total valuations for Iowa City for FY2016 are approximately $4.94 billion. The debt limit, or five percent (5%) of this amount, is about $247 million. Outstanding G.O. debt at June 30, 2016, is estimated to be $64.39 million, which is 26.1 % of the debt limit and 1.3% of total valuations. When compared with the increase in taxable property valuations and the debt limit, Iowa City's general obligation outstanding debt has been on a gradual declining trend since FY2011. 344 m6 G.O. Debi Outstanding 256 - by Fi s[ al Year - M mo W i c E cover timir o g 1O6 `+� 00u tandlny Dobe i at hone 36 s6 — i 0 lk k 14 k Cyd 4J� Ey�h i'y .F°� .F�•� FFseal Year IFYI 344 This City's internal fiscal policy, which limits its ability to levy taxes for repayment of debt, specifically states that "debt service levy shall not exceed 30% of the city levy in any one fiscal year." Iowa City's internal fiscal policy was revised in April 2010, upon recommendation of the Finance Director to specify that the "debt service levy shall not exceed 30% 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 FY2008 through FY2017. Fiscal years 2016 & 2017 are based on estimated financing requirements for the City's five-year capital improvement program. The City's debt service property tax levy rate for FY2016 is $3.93 per $1,000 of value while the City's total property tax levy rate is $16.655 per $1,000 of value. The City obtains its General Obligation bond rating from Moody's Investors Service each time a new bond is issued. The City's current bond rating is Aaa. Maintaining the City's Aaa bond is a strategic priority for the City. 30.0% 25.0"/0 0 j 20.0% m J R O w 15,0% 0 m IL 5.0% 0.0% 26.1% 25.0°!° 25.7°!° ° 24.3% 23.6% 24 ° 24.7% 23.6% 27.9% (recommended maximum: 30%) 2008 2009 2010 2011 2012 2013 2014 2015 °2016 `2017 Fiscal Year iFY) =Estimate Fund Balance The estimated ending fund balance in the Debt Service fund for fiscal year 2015 is $6,175,774. This is a decline of $2,692,279 or 30.36% from the fiscal year 2014 ending fund balance. The decrease in fund balance is primarily related to refunding bonds that were held on hand at the end of fiscal year 2014 and were subsequently used in fiscal year 2015 to refund bonds. Ending fund balance for fiscal year 2016 is estimated to be $7,620,104 which is an increase of 23.39% from fiscal year 2015. In fiscal year 2013, an adjustment is presented for the change in budget basis from cash basis to modified accrual basis of accounting. This change resulted in an upward adjustment of $124,841 in fund balance. This adjustment primarily relates to taxes and accounts receivable at year-end. Although, the entire fund balance for the Debt Service fund is restricted debt service expenditures, an additional restriction is shown for funds that are being held as a reserve for the 2012D Tax Increment Revenue Bonds. Restricted fund balance is shown as $811,288 for fiscal year 2016. Fund Balance', July 1 Revenues: Property Taxes Delinquent Property Taxes Other City Taxes Use Of Money And Property Interest Revenues Intergovernmental Property Tax Credits Miscellaneous Contrib & Donations Other Financial Sources Loan Repayments Debt Sales Sub -Total Revenues Transfers In Transfers -In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Financial Services & Charges Issuance Costs GO Bonds Principal GO Bonds Interest Revenue Bonds Principal Revenue Bonds Interest Sub -Total Expenditures City of Iowa City Debt Service Fund (5000 - 5999) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 23,311,924 $ 10,146,622 $ 5,820,298 $ 8,868,053 $ 6,175,774 $ 7,618,489 $ 12,992,676 $ 12,937,886 $ 11,976,629 $ 12,753,095 $ 12,312,386 $ 12,312,386 316 878 1,125 - - - 241,722 227,873 202,795 210,174 199,499 199,499 233,326 125,012 64,998 94,615 45,929 35,929 - - - 255,652 483,825 483,825 - 170,143 - - - - 39,442 535,150 176,381 183,735 188,411 148,411 75,931 2,660,000 13,507,482 14,072,873 15,081,928 13,497,271 13,230,050 13,180,050 14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839 14,149,631 1,101,066 6,515,322 1,125,849 1,420,503 1,412,839 $ 27,657,113 $ 15,173,939 $ 21,597,250 $ 14,623,120 $ 14,650,553 $ 14,592,889 $ - $ 6,372 $ 545 $ - $ - $ - - - 11,962 - - - 25,525,000 16,770,000 11,200,000 15,399,100 11,385,000 12,069,852 3,188,981 2,356,124 1,872,314 1,840,964 1,617,503 1,455,363 - - - - 130,000 130,000 38,086 75,335 75,335 75,335 74,035 28,713,981 19,170,582 13,160,156 17,315,399 13,207,838 13,729,250 Transfers Out: Debt Service Funding 12,108,434 - - - - - Misc Transfers Out 454,522 5,389,339 Sub -Total Transfers Out 12,108,434 454,522 5,389,339 - - - Total Expenditures & Transfers Out $ 40,822,415 $ 19,625,104 $ 18,549,495 $ 17,315,399 $ 13,207,838 $ 13,729,250 Fund Balance', June 30 $ 10,146,622 $ 5,695,457 $ 8,868,053 $ 6,175,774 $ 7,618,489 $ 8,482,128 Change in Accounting Method 124,841 Adjusted Fund Balance', June 30 10,146,622 5,820,298 8,868,053 6,175,774 7,618,489 8,482,128 Restricted / Committed /Assigned - 662,510 662,658 662,658 811,288 961,218 Unassigned Balance $ 10,146,622 $ 5,157,788 $ 8,205,395 $ 5,513,116 $ 6,807,201 $ 7,520,910 'Fund Balance is Cash Balance for 2012 and July 1, 2013 all General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue X0.3 2008A General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2009; Interest payable 12-1 and 6-1 beginning December 1, 2008. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways and streets; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire, police and public works departments; improvements to the Senior Center, including tuck pointing, roof, boiler and chiller repairs; remodeling of the lower level of City Hall and other miscellaneous improvements to City Hall including purchase of an emergency generator; equipment for city offices and the acquisition of art for public buildings and areas; improvements to the Mercer baseball field and General Rehabilitation and Improvement Program housing improvements. Payments Principal Property Tax Outstanding Coupon Fiscal Principal Interest Total Revenue Beginning of Rate Year Fiscal Year 2016 990,000 111,931 1,101,931 1,101,931 3,085,000 3.500% 2017 1,025,000 77,281 1,102,281 1,102,281 2,095,000 3.625% 2018 1,070,000 40,125 1,110,125 1,110,125 1,070,000 3.750% Totals 3,085,000 229,338 3,314,338 3,314,338 Bonds due after June 1, 2015 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 2008B General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2009; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund outstanding General Obligation Bonds Series 1998, 1999 and 2000 in the amounts of $2.75, $4.75 and $9.58 million, respectively. Payments Principal Property Tax Outstanding Coupon Revenue Beginning of Rate Fiscal Fiscal Year Year Principal Interest Total 2016 11475,000 164,300 1,639,300 1,639,300 4,530,000 3.500% 2017 1,510,000 112,675 1,622,675 1,622,675 3,055,000 3.625% 2018 1,545,000 57,938 1,602,938 1,602,938 1,545,000 3.750% Totals 4,530,000 334,913 4,864,913 4,864,913 Notes due after June 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 01.111 2009C General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2010; Interest payable 12-1 and 6-1 beginning December 1, 2009. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire department; improvements to the Salt Storage Building; the renovation, improvement and equipping of recreation grounds, including the Soccer Field and the napoleon Softball Field; the acquisition of art for public buildings and areas; roof repair and elevator improvements to a Recreation Center; City hall remodeling; miscellaneous improvements to city Hall; improvements to Mercer Swimming pool, including filter system replacement and roof repair to the Senior Center. Payments Principal Property Tax Outstanding Coupon Fiscal Principal Interest Total Revenue Beginning of Rate Year Fiscal Year 2016 690,000 102,000 792,000 792,000 2,900,000 3.000% 2017 710,000 81,300 791,300 791,300 2,210,000 3.000% 2018 735,000 60,000 795,000 795,000 1,500,000 4.000% 2019 765,000 30,600 795,600 795,600 765,000 4.000% Totals 2,900,000 273,900 3,173,900 3,173,900 This bond has a yearly abatement of $20,052, due to an external loan repayment from GICHF (Greater Iowa City Housing Fellowship, Berry Court) Bonds due after June 1, 2017 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call 351 2009E General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2010; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund, on June 8, 2009, $6.06 million of the outstanding General Obligation Bonds, Series 2001. Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2016 915,000 36,600 951,600 951,600 915,000 4.000% Totals 915,000 36,600 951,600 951,600 The bonds are NOT subject to early redemption. 014% 2010B General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2011; Interest payable 6-1 and 12-1, beginning December 1, 2010. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks and equipping of the fire, police and civil defense department and the acquisition and improvement of real estate for cemeteries, and the construction, reconstruction and repair of receiving vaults, mausoleums and other cemetery facilities; construction, reconstruction and improvement of Fire Station #4; construction of a new public works fuel facility; and renovation, improvement and equipping of recreation grounds, including soccer field renovation; elevator improvements to a recreation center; construction of a city owned evidence storage facility and miscellaneous improvements to City Hall and other departments. Payments Property Principal Coupon Tax Outstanding Rate Fiscal Revenue Beginning of Year Principal Interest Total Fiscal Year 2016 725,000 88,775 813,775 813,775 3,840,000 2.000% 2017 745,000 74,275 819,275 1 819,275 3,115,000 2.000% 2018 765,000 59,375 824,375 824,375 2,370,000 2.250% 2019 790,000 42,163 832,163 832,163 1,605,000 2.500% 2020 815,000 22,413 837,413 837,413 815,000 2.750% Totals 3,840,000 287,000 4,127,000 4,127,000 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 353 2011A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses, pedestrian underpasses and overpasses, bridges and streets; the opening, widening, extending, grading and draining of the right-of-way of streets, highways, avenues and public grounds and the removal and replacement of dead or diseased trees thereon; the construction, reconstruction, improvement and equipping of recreation grounds and buildings, including the construction of a marina and shelter area and elevator and entrance improvements to a recreation center, and of City Hall, including miscellaneous improvements to City Hall and other departments; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; and the equipping of the fire department. Payments Principal Property Outstanding Coupon Fiscal Tax Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2016 845,000 142,044 987,044 987,044 4,785,000 2.250% 2017 860,000 123,031 983,031 983,031 3,940,000 2.500% 2018 885,000 101,531 986,531 986,531 3,080,000 3.000% 2019 910,000 74,981 984,981 984,981 2,195,000 3.250% 2020 940,000 45,406 985,406 985,406 1,285,000 3.500% 2021 345,000 12,506 357,506 357,506 345,000 3.625% Totals 4,785,000 499,500 5,284,500 5,284,500 Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 354 2011C General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. These notes were issued in advance of a refunding to take place on June 1, 2012, $10.58 million of the outstanding General Obligation Bonds, Series 2002 dated May 1, 2002. Fiscal Year Payments Principal Property Outstanding Coupon Tax Revenue Beginning of Rate Fiscal Year Principal Interest Total 2016 1,150,000 224,838 1,374,838 1,374,838 7,385,000 2.250% 2017 1 11180,000 198,963 1,378,963 1 1,378,963 6,235,000 2.500% 2018 1,205,000 169,463 1,374,463 11374,463 5,055,000 3.000% 2019 1,240,000 133,313 1,373,313 1,373,313 3,850,000 3.250% 2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 3.500% 2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 3.625% Totals 7,385,000 867,800 8,252,800 8,252,800 This bond has an estimated annual abatement of $100,000 from Library rental income Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 01-1.7 2012A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2013; Interest payable 6-1 and 12-1, beginning December 1, 2012 This series was issued to pay the cost of construction, reconstruction, and repair of public ways, sidewalks, bridges, culverts, retaining walls, overpasses, and pedestrian underpasses and overpasses; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, construction, improvement and installation of street lighting fixtures, connections, and facilities; the acquisition, installation and repair of traffic control devices; the acquisition, construction, reconstruction, extension, improvement, and equipping of works and facilities useful for the collection and disposal of surface waters and streams; the improvement, reconstruction and repair of cemetery facilities; the rehabilitation, improvement and equipping of existing city parks; the acquisition, construction, reconstruction, and improvement of all waterways useful for the protection or reclamation of property situated within the corporate limits of the city from floods or high waters, and for the protection of property in the city from the effects of flood waters, including the construction of levees, embankments, structures, impounding reservoirs, or conduits, as well as the development and beautification of the banks and other area adjacent to flood control improvements; the construction, reconstruction, enlargement, improvement and equipping of City Hall, police stations, and fire stations; the construction, reconstruction, improvement and equipping of city facilities, including the construction of an animal shelter. Payments Principal Property Tax Outstanding Coupon Tax Increment Fiscal Beginning of Rate Revenue Financing Year Princi al Interest Total Fiscal Year 2016 885,000 133,813 1,018,813 958,156 60,657 6,565,000 2.00% 2017 900,000 116,113 1,016,113 955,616 60,496 1 5,680,000 2.00% 2018 915,000 98,113 1,013,113 952,795 60,318 4,780,000 2.00% 2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00% 2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00% 2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00% 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 6,565,000 553,788 7,118,788 6,694,957 423,831 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 01-11 2012D Taxable Urban Renewal Revenue Bonds Principal payable 6-1, beginning June 1, 2016; Interest payable 6-1 and 12-1, beginning June 1, 2013. This bond were issued to provide funds to pay costs of aiding in the planning, undertaking and carrying out of an urban renewal project, including one or more grants to Central Park, L.L.C. (the "Developer") totaling $2.5 million. FiscalBeginning Year Princi al Payments Interest Total Tax Increment Financing Principal Outstanding of Fiscal Year Coupon Rate 2016 130,000 75,335 205,335 205,335 2,655,000 1.000% 2017 130,000 74,035 204,035 204,035 2,525,000 1.300% 2018 135,000 72,345 207,345 207,345 2,395,000 1.600% 2019 135,000 70,185 205,185 205,185 2,260,000 2.000% 2020 140,000 67,485 207,485 207,485 2,125,000 2.100% 2021 140,000 64,545 204,545 204,545 1,985,000 2.300% 2022 145,000 61,325 206,325 206,325 1,845,000 2.400% 2023 150,000 57,845 207,845 207,845 1,700,000 2.600% 2024 150,000 53,945 203,945 203,945 1,550,000 2.800% 2025 155,000 49,745 204,745 204,745 1,400,000 3.000% 2026 160,000 45,095 205,095 205,095 1,245,000 3.200% 2027 165,000 39,975 204,975 204,975 1,085,000 3.400% 2028 170,000 34,365 204,365 204,365 920,000 3.600% 2029 175,000 28,245 203,245 203,245 750,000 3.700% 2030 185,000 21,770 206,770 206,770 575,000 3.700% 2031 190,000 14,925 204,925 204,925 390,000 3.750% 2032 200,000 7,800 207,800 207,800 200,000 3.900% imim I 10i Bonds maturing after June 1, 2021 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call -YA 2013A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2014; Interest payable 6-1 and 12-1, beginning December 1, 2013 This bond proceeds will be used to pay costs of the opening, widening, extending, grading, and draining of the right-of-way of streets, highways, avenues, public grounds, and market places; the construction, reconstruction, and repairing of street improvements; the acquisition, installation, and repair of traffic control devices; and the acquisition of any real estate needed for the foregoing purposes; the acquisition, construction, improvement, and installation of street lighting fixtures, connections, and facilities; the construction, reconstruction, and repair of sidewalks and pedestrian underpasses and overpasses, and the acquisition of real estate needed for such purposes; the acquisition, construction, reconstruction, and improvement of real and personal property, useful for the protection or reclamation of property situated within the corporate limits of cities from floods or high waters, and for the protection of property in cities from the effects of flood waters, as well as the development and beautification of the banks, streets, and other areas adjacent to flood control improvements; the rehabilitation and improvement of parks already owned, including facilities, equipment, and improvements commonly found in city parks; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of recreation grounds, recreation buildings, juvenile playgrounds, recreation centers, parks and the acquisition of real estate therefor; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of public buildings, including but not limited to city hall, fire station #3, and the library, and the acquisition of any real estate necessary therefor; and any other purpose which is necessary for the operation of the city or the health and welfare of its citizens, including engineering and planning for flood prevention. Payments Principal Property Tax Outstanding Coupon Tax Increment Fiscal Beginning of Rate Revenue Financing Year Princi al Interest Total Fiscal Year 2016 755,000 90,875 845,875 697,876 147,999 6,505,000 1.00% 2017 775,000 83,325 858,325 708,148 150,177 5,750,000 1.00% 2018 790,000 75,575 1 865,575 714,129 151,446 4,975,000 1.00% 2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25% 2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45% 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60% 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 6,505,000 470,548 6,975,548 5,755,068 1,220,480 Notes due after June 1, 2019 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 01-17 2014 General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2015; Interest payable 6-1 and 12-1, beginning December 1, 2014 This bond proceeds will be used to pay costs of aiding in the planning, undertaking and carrying out of urban renewal projects, including sidewalk, sanitary sewer, water main, traffic controls, storm sewer improvements and streetscaping improvements; the acquisition, construction, reconstruction, enlargement, improvements, and repair of bridges, culvert, retaining walls, viaducts, underpasses, grade crossing separations, and approaches thereto; the opening widening extending, grading, and draining of the right-of-way of streets, highways, avenues, alleys and public grounds; the construction, reconstruction, and repairing of any street improvements; the acquisition, installation, and repair of sidewalks, storm sewer, water mains and traffic control devices; and the acquisition of any real estate needed for any of the foregoing purposes; the rehabilitation and improvement of parks already owned, including the removal, replacement and planting of trees in the parks, and facilities, equipment, and improvements commonly found in city parks; the equipping of the fire department; the acquisition, construction, reconstruction, and improvement of real and personal property, useful for the protection or reclamation of property situated within the corporate limits of cities from floods or high waters, and for the protection of property in cities from the effects of flood waters, including the development and beautification of the banks and other areas adjacent to flood control improvements; the remediation, restoration and improvement of property that has been damaged by the disaster as defined in section 29C.2 and that is located in an area that the governor has proclaimed a disaster emergency or the president of the United States has declared a major disaster; the construction, reconstruction, enlargement, improvement, furnishing and equipping of the City Hall; the construction, reconstruction, enlargement, improvement, furnishing and equipping of the Library; any other purpose which is necessary for the operation of the City of the health and welfare of its citizens, including plans for the public works facility and parks; engineering and planning for flood prevention and the purchase of downtown rental properties and improvement of said properties for return to single family residence. In addition, the Bonds are being issued to provide funds to current refund, on July 1, 2014, $684,000 of the outstanding General Obligation Refunding Capital Loan Notes, Series 2006C (the "Series 2006C Notes") dated September 15, 2006 and $2,050,000 of the outstanding General Obligation Bonds, Series 2007A (the "Series 2007A Bonds") dated May 31, 2007. Payments Property Tax Principal Tax Increment Water Outstanding Coupon Fiscal Revenue Financing Revenue Beginning of Rate Year Principal Interest Total Fiscal Year 2016 2,175,000 261,325 2,436,325 1,791,710 337,815 306,800 11,045,000 2.00% 2017 2,185,000 217,825 2,402,825 1,768,017 333,908 300,900 8,870,000 2.00% 2018 900,000 174,125 1,074,125 741,054 333,071 - 6,685,000 2.00% 2019 910,000 156,125 1,066,125 735,535 330,590 - 5,785,000 3.00% 2020 925,000 128,825 1,053,825 727,049 326,776 - 4,875,000 3.00% 2021 950,000 101,075 1,051,075 725,152 325,923 - 3,950,000 3.00% 2022 970,000 72,575 1,042,575 719,287 323,288 - 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 724,927 325,823 - 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 728,377 327,373 1,030,000 2.50% Totals 11,045,000 1,188,375 1 12,233,375 8,661,107 2,964,568 607,700 Notes due after June 1, 2020 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call ON.] c 11 11 C ' ;'Iii�i7�C�i UNESCO CITY OF LITERATURE fiHa F Y 2 0 1 6 ENTERPRISE FUND ACTIVITIES Parking Transit Wastewater Water Refuse Collection Landfill Airport Stormwater Management Cable Television Housing Authority VilNAULl[Hto] LlII] The Parking Fund accounts for the activities of the City's parking operations. The parking enterprise fund is a fully self-sustaining business -like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. In fiscal year 2014, the Parking operations implemented a new parking revenue structure. The new structure includes an increase in on -street parking rates and parking fines, but institutes a new "first -hour -free" program in the parking garages. The structure of this program is intended to raise the usage rate of the City's parking garages and has been endorsed by the Iowa City Downtown District (ICDD). The effect will be to lower parking ramp revenue, but raise parking meter and parking fine revenue. The Parking fund's unassigned fund balance on June 30, 2014 was $4.95 million, a 3.9% increase from the FY13. In FY13, an accounting adjustment was also recorded for the change in accounting basis from cash to modified accrual. This resulted in a decrease to fund balance of $172,945. The decrease was primarily due to accounts and contracts payable. FY15 year- end unassigned fund balance is estimated to drop 45.9% from $4.95 million to $2.68 million. This decrease is due to the early defeasance of the 2009 parking revenue bonds. Using parking cash balances and a $2.5 million loan from the Landfill Fund, the 2009 parking revenue bonds were defeased by placing approximately $7.3 million with a trustee. In FY16, the unassigned fund balance is estimated to increase 43.6% to $3.8 million. This is primarily due to the reduction of debt service expenditures. 56,000,000 }5,000,000 }4,000,000 '3,000,00(1 52,000,000 51,000,000 $0 Fund Balance (i) FY12 F'773 FYWFV15�■Urrdssr8ned $5,220,210 $4,761,916 $4,94 (1) FY15 and FY16 figures are estimates, FY12 is cash basis Estimated restricted fund balance at June 30, 2016 is $385,583. This restricted fund balance represents funds held in accordance with the parking impact fee ordinance. Prior year restricted fund balances included funds that were held in accordance with revenue bond provisions that were eliminated when the 2009 revenue bonds were defeased. O -W A parking facility impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main -line to the south. The revenues from the impact fee are used by the City to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Department of Neighborhood & Development Services collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. During fiscal year 2012, the Parking Facility and Enforcement Automation capital project began. The project involved the automation of operations in the parking decks and the upgrade of parking meters on street to a smart meter system. Additional pay on foot and pay in lane equipment was placed in Capitol St., Dubuque St., and Tower Place facilities. The on -street parking meters were upgraded to allow credit card payment and pay by cell options. This has created the ability to push real-time parking data to customers related to parking availability on street. This also allows for better access and more convenient payment options for our customers while enhancing operational efficiencies. The total project cost was approximately $2.2 million and was funded entirely from parking revenues. The Parking fund transferred $1.4 million towards this project in fiscal years 2012 and 2013 and $753,903 in FY14 and FY15. This project was completed in FY15, and the impact on the operating budget is still being determined. Revenue: FY16 revenue is estimated to increase 3.1% when compared to FY15 estimated revenue. This increase is anticipated due to the change in the parking rate structure. Parking service charges are approximately 95% of fund revenues and parking fines are about 3.7%. Parking fine revenues have decreased due to the waiver of first violations for drivers that was instituted with the new revenue structure. FY16 Estimated - $5,328,876 • service Charges ■ Fines 0% ■ other 1% III ■ Interest Income 0 -III Expenditures: FY16 budgeted expenditures represent a 5.3% decrease from FY15 estimated expenditures not including debt service. Decreases include lower capital outlay expenditures and lower personnel expenditures. Personnel costs have been reduced due to the automation systems at the parking ramps. Debt service expenditures were eliminated in the FY16 budget as a result of the 2009 bond defeasance. FY16 Adopted - $3,270,015 1%0% ■ Personnel ■ $eYVICPS ■ Supplies ■ Capital Outlay The Parking Fund is budgeting $670,000 for transfers to the capital project funds for parking facility restoration and to install automation systems at the Chauncey Swan parking facility. MR Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Rents Parking Meter Revenue Parking Lot Revenue Parking Ramp Revenue Misc Parking Revenue Charges For Fees And Services Refuse Charges Parking Charges Miscellaneous Parking Fines Other Misc Revenue Sub -Total Revenues Transfers In: Transfer In - Interfund Loan from Landfill Re! Transfer In - Tax Increment Financing i) Bond Ordinance Transfer Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Parking Administration On Street Operations Parking Lot Operations Parking Ramp Operations Parking Debt Service Sub -Total Expenditures City of Iowa City Parking (7100 - 7102) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 7,415,899 $ 6,747,310 $ 6,428,562 $ 6,867,952 $ 3,062,395 S 4,229,819 $ 39,247 $ 47,422 $ 44,062 $ 47,422 $ 27,765 $ 27,765 26,555 21,790 - - - - 790,574 789,191 - - - - 191,355 212,500 - - - - 3,295,964 3,466,776 - - - - 162,415 132,547 - - - - 1,698 43 - - - - - - 5,096,819 4,608,236 5,076,208 5,296,208 274,181 253,183 197,578 475,000 197,578 197,578 69,951 35,707 26,146 36,969 27,325 27,325 4,851,940 4,959,159 5,364,605 5,167,627 5,328,876 5,548,876 2,495,350 - - 18,850 - - - 846,700 844,150 840,350 3,943,875 - - 846,700 844,150 859,200 6,439,225 - - $ 5,698,640 $ 5,803,309 $ 6,223,805 $ 11,606,852 $ 5,328,876 $ 5,548,876 $ 1,001,218 $ 946,746 $ 1,082,938 $ 1,175,094 $ 1,140,019 $ 1,167,346 739,645 786,887 741,712 912,967 925,984 950,977 3,750 2,738 - - - - 1,349,822 1,194,908 1,095,959 1,366,526 1,204,012 1,323,506 839,200 838,975 838,300 7,973,550 - 1,120,375 3,933,635 3,770,254 3,758,909 11,428,137 3,270,015 4,562,204 Transfers Out: $ 6,747,310 $ 6,601,507 $ 6,867,952 $ 3,062,395 Capital Improvement Projects 1,298,938 827,266 1,185,156 (103,775) 670,000 400,000 ')Debt Service Transfers 846,700 844,150 840,350 3,943,875 - - Interfund Loan Repayment to Landfill 287,956 507,442 - 144,172 221,437 228,357 Sub -Total Transfers Out 2,433,594 2,178,858 2,025,506 3,984,272 891,437 628,357 Total Expenditures & Transfers Out $ 6,367,229 $ 5,949,112 $ 5,784,415 $ 15,412,410 $ 4,161,452 $ 5,190,561 Fund Balance', June 30 $ 6,747,310 $ 6,601,507 $ 6,867,952 $ 3,062,395 $ 4,229,819 $ 4,588,134 Change in Accounting Method - (172,945) - - - - Adjusted Fund Balance', June 30 6,747,310 6,428,562 6,867,952 3,062,395 4,229,819 4,588,134 Restricted / Committed /Assigned 1,527,100 1,666,646 1,919,908 385,583 385,583 - Unassigned Balance $ 5,220,210 $ 4,761,916 $ 4,948,044 $ 2,676,812 $ 3,844,236 $ 4,588,134 % of Expenditures 82% 80% 86% 17% 92% 88% 1) Same Fund Transfers required by bond covenants 'Fund Balance is Cash Balance for 2012 and July 1, 2013 add :re1NANILl[r111101»0A1101LlK 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) Central Area • Recreation Center Lot • Burlington Street Lot (near Mill Restaurant) South Area • Maiden Lane Parking Lot (west of Gilbert Street) Parking Ramp Operations Cashiered Garages.- Dubuque arages.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 Unattended Garages.- Chauncey arages.Chauncey Swan Garage (Washington Street across from City Hall) • Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility • 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. 01M HIGHLIGHTS • Continued trend of automating parking operational processes • Implemented plan that fully automated the Tower Place Parking Facility • Implemented license plate recognition system • Started design work on Harrison Street parking facility • Completed first year of "First Hour Free" resulting in over 1 million hours of free parking • Operated first full year with smart meters Recent Accomplishments: Upcoming Challenges: • Initialized ParkMe mobile application that provides real-time parking occupancy data for gated facilities • Reviewing applications to offer mobile payment options • Contributed "Parking Perks" to ICDD • Several major downtown development projects are pending that could impact our operations, which include U. of I. School of Music and Art Museum. • Major parking facility restoration project spread over the next several years Friends of Downtown • Addressing needs of bicycle users that travel in downtown Iowa City Staffing: Staffing Level Change Summary: Three cashiers in the parking ramp activities were eliminated in the fiscal year 2016 budget. These positions were eliminated due to the automation of the parking ramp facilities. In addition, a full-time Operations Supervisor position was eliminated and replaced with a three-quarter time Operations Specialist position for the same reason. This position is split fifty percent with the Mass Transit operations. Service Level Change Summary: • There are no major service level changes budgeted for the Parking operations in the fiscal year 2016 budget. Financial Highlights: There are two parking capital projects budgeted for 2016 including the automation of the Chauncey -Swan parking garage for $270,000 and the restoration and repair of the parking ramp facilities for $400,000. In addition, the Parking Operations has no revenue bond payments in fiscal year 2016 and only an inter -fund loan payment to make to the Landfill fund for $221,437. 01*3 FY2014 FY2015 FY2016 Adopted Total FTE's 29.25 26.25 23.13 Staffing Level Change Summary: Three cashiers in the parking ramp activities were eliminated in the fiscal year 2016 budget. These positions were eliminated due to the automation of the parking ramp facilities. In addition, a full-time Operations Supervisor position was eliminated and replaced with a three-quarter time Operations Specialist position for the same reason. This position is split fifty percent with the Mass Transit operations. Service Level Change Summary: • There are no major service level changes budgeted for the Parking operations in the fiscal year 2016 budget. Financial Highlights: There are two parking capital projects budgeted for 2016 including the automation of the Chauncey -Swan parking garage for $270,000 and the restoration and repair of the parking ramp facilities for $400,000. In addition, the Parking Operations has no revenue bond payments in fiscal year 2016 and only an inter -fund loan payment to make to the Landfill fund for $221,437. 01*3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong Urban Core Department Goal: Provide convenient parking options Department Objective: Increase transient hours parked in downtown on -street and off- street spaces 3% Performance Measures: Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase convenience and access for parking customers Increase credit card usage as a payment mechanism to 75% by the end of FY2015 Credit Card Usage —Access Controlled Facilities FY 2011 FY 2012 FY 2013 FY 2014 42% FY 2015 53% FY 2011 FY 2012 FY 2013 FY 2014 Target Transient Hours Parked 4,215,164 4,337,326 4,453,418 4,762,105 4,587,021 % Change 0.3% 2.9% 2.7% 6.9% 3.0% Strategic Plan Goal Department Goal: Department Objective Performance Measures: Enhanced Communication and Marketing Increase convenience and access for parking customers Increase credit card usage as a payment mechanism to 75% by the end of FY2015 Credit Card Usage —Access Controlled Facilities FY 2011 FY 2012 FY 2013 FY 2014 42% 43% 53% 62% 0*1 City of Iowa City kctivity Summan Division: Parking (810100) 371,104 $ 413,930 $ Department: Transportation Services 466,218 639,203 573,436 665,724 730,077 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Parking Fines Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Operations Supv - Trans Sew Operations Specialist - Transp. Sew. Parking Clerk Transportation Svc Director Total Personnel $ 39,247 $ 47,422 $ 44,062 $ 47,422 $ 27,765 $ 27,765 274,181 253,183 197,578 475,000 197,578 197,578 2 (849) 2,044 1,500 - - $ 313,430 $ 299,756 $ 243,684 $ 523,922 $ 225,343 $ 225,343 $ 358,184 $ 371,104 $ 413,930 $ 445,017 $ 452,639 $ 466,218 639,203 573,436 665,724 730,077 687,380 701,128 2,130 2,206 3,284 - - - 1,701 - - - - - $ 1,001,218 $ 946,746 $ 1,082,938 $ 1,175,094 $ 1,140,019 $ 1,167,346 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 2.50 3.00 3.00 3.00 2.50 - - - - 0.38 1.00 - - - - 0.50 0.50 0.50 0.50 0.50 4.50 4.00 4.00 4.00 3.88 0111 City of Iowa City kctivity Summar) Division: Parking (810100) Department: Transportation Services Revenues: Use Of Money And Property Parking Meter Rev Parking Lot Revenue Misc Parking Revenue Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Parking Customer Service Rep - Pkg Electronics Technician - Transp. Sew. MW II -Transportation Sew. Parking Enforcement Attendant Total Personnel Capital Outlay Bike racks - replacement/expansion Bike sharing program with U of I Electric Vehicle Charging Stations Total Capital Outlay 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 790,574 $ 789,191 $ - S - $ - S 177,495 197,380 - - - 38,385 48,075 - - - 1,583,111 1,552,236 1,623,230 1,623,230 (166) 594 1,067 - - - $ 1,006,288 $ 1,035,240 $ 1,584,178 $ 1,552,236 $ 1,623,230 $ 1,623,230 $ 577,631 $ 612,512 $ 493,594 $ 596,667 $ 647,358 $ 666,779 149,310 152,103 215,124 231,592 269,721 275,115 12,704 20,932 20,520 20,208 8,905 9,083 - 1,340 12,474 64,500 - - $ 739,645 $ 786,887 $ 741,712 $ 912,967 $ 925,984 $ 950,977 2012 2013 2014 2015 2016 0.75 - - - - 1.00 1.00 1.50 1.50 1.50 - - - 1.00 1.00 3.00 3.00 3.00 2.00 2.00 6.50 5.00 5.00 5.00 5.00 11.25 9.00 9.50 9.50 9.50 2015 2016 $ 10,000 $ - 10,500 - 44,000 - $ 64,500 $ - Activity Summary Activity: Parking Lot Operations (810130) Fund: Parking (7100) Division: Parking (810100) Department: Transportation Services Revenues: Use Of Money And Property Parking Lot Revenue Total Revenues Expenditures: Services Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budoet Project S 13,860 $ 15,120 $ - S - $ - S - S 13,860 $ 15,120 $ - S - $ - S - S 3,750 $ 2,738 $ - $ - $ - S - S 3,750 $ 2,738 $ - $ - $ - S - 371 City of Iowa City kctivity Summan Division: Parking (810100) 11.25 9.75 Department: Transportation Services 4.00 4.00 2.50 2.50 2.50 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents Parking Ramp Revenue Charges For Fees And Services Refuse Charges Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Parking M.W. I - Parking Systems M.W. I - Transit M.W. 11 - Parking Syst (Night) Sr M.W. - Parking & Transit Total Personnel $ 26,555 $ 21,790 $ - S - $ - S 3,295,964 3,466,776 - - - 1,698 43 3,429,236 3,056,000 3,452,978 3,672,978 70,115 35,962 23,035 35,469 27,325 27,325 $ 3,394,332 $ 3,524,571 $ 3,452,271 $ 3,091,469 $ 3,480,303 $ 3,700,303 $ 841,733 $ 713,089 $ 638,129 $ 762,049 $ 608,352 $ 626,603 419,744 434,189 416,636 568,683 567,948 668,637 65,810 38,455 37,649 35,794 27,712 28,266 22,535 9,175 3,545 - - - $ 1,349,822 $ 1,194,908 $ 1,095,959 $ 1,366,526 $ 1,204,012 $ 1,323,506 2012 2013 2014 2015 2016 11.50 11.25 9.75 9.75 6.75 4.00 4.00 2.50 2.50 2.50 - 0.50 - - - 1.00 - - - - 0.50 0.50 0.50 0.50 0.50 17.00 16.25 12.75 12.75 9.75 0% City of Iowa City Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7101) Division: Parking (810100) Department: Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Misc Parking Revenue/Charges Parking Impact Fees $ 124,030 S 84,472 $ 84,472 $ - $ - S - Transfers In: Transfer In - Interfund Loan fr Landfill Res - - - 2,495,350 - - Bond Ordinance Transfer (From Parking Unrestricted to Restricted for Debt Service) 846,700 844,150 840,350 3,943,875 - - Total Revenues & Transfers In $ 970,730 $ 928,622 $ 924,822 $ 6,439,225 $ - $ - Expenditures: Services $ - $ - $ - $ - $ - $ - Lease -purchase Payments - - - - - 1,120,375 Revenue Bonds Principal & Interest Payments 839,200 838,975 838,300 7,973,550 - - Transfers Out: To Landfill - Repay for S Side Parking Land Acquisition. 124,030 - - - - - Total Expenditures & Transfers Out $ 963,230 $ 838,975 $ 838,300 $ 7,973,550 $ - $ 1,120,375 373 1119Mil E,y111rto] ki1I7 The Transit fund accounts for the operations of the City's public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para -transit services. These activities were transferred from the General fund to the enterprise fund in fiscal year 2013. With the FY13 budget, Transit operations were transitioned to an enterprise fund. Fund balance and other trends will continue develop. In fiscal year 2012, the transit operations were within the General Fund. An adjustment to fund balance was also made in FY13 for the change in accounting method from cash basis to accrual basis. This resulted in a downward adjustment of $456,213 in fund balance. This decrease was a result of accounts and contracts payable at year-end. In FY15, total fund balance grew by 7.1 % or $282,696 over FY14 as operating revenues exceed operating expenditures. The FY16 projected fund balance is estimated as 8.4% or $358,079 higher than FY15. (1) FY15 and FY16 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For FY16, the assigned fund balance is estimated at $1,336,718. Funds are transferred from the Transit operations to the bus replacement reserve at 20% of depreciation expense. Bus grants typically cover about 80% of the cost of replacement, and the bus replacement reserves is expected to cover the remaining 20%. Bus replacements are scheduled in FY15 and FY17. An inter -fund loan was made in fiscal year 2006 from the Landfill fund to the Transit operations for the construction of a day care center at the Court Street Transportation Facility. The loan was a 10 year loan for 513,181. A loan payment transfer is budgeted in FY16 for $29,651 to the Landfill fund which is the final loan payment. The loan will be fully repaid in fiscal year 2016. 374 Fund Balance n1 $5000000 $4, 5170,000 $4,000,000 - - $3,500,000 $3,000,0oQ $2,so0,00Q ------------- $2,000,o0Q — - $1,500,000 - $1,000,000 - $500,000 — FY1� FY13 I Y1A I'll, ■AS9I8ded $'I 7A5 95 $1 131 X118 1 200 718 1 336, MLJna&9[011ed _ _8 . $• $2,113 858...—$2 a33,a31 $i 047 727 $31F g5 a0s (1) FY15 and FY16 figures are estimates The Transit Fund has assigned fund balance for bus replacement reserves. For FY16, the assigned fund balance is estimated at $1,336,718. Funds are transferred from the Transit operations to the bus replacement reserve at 20% of depreciation expense. Bus grants typically cover about 80% of the cost of replacement, and the bus replacement reserves is expected to cover the remaining 20%. Bus replacements are scheduled in FY15 and FY17. An inter -fund loan was made in fiscal year 2006 from the Landfill fund to the Transit operations for the construction of a day care center at the Court Street Transportation Facility. The loan was a 10 year loan for 513,181. A loan payment transfer is budgeted in FY16 for $29,651 to the Landfill fund which is the final loan payment. The loan will be fully repaid in fiscal year 2016. 374 Revenue: The Transit fund is funded through several revenue sources: • Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally -funded, application -based grant program, with annual allocations. This is 34.2% of FY16 budgeted revenue. • Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including "a tax for the operation and maintenance of a municipal transit system..." Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. • Fares: Fares amount to 32.9% of the Transit fund revenue. Fare increases were last implemented during fiscal year 2013. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($80 per month) parking as well as rent from the commercial properties. • Other Revenue: In addition to fare increases, the Transit fund receives revenue from advertising and other miscellaneous sources. FY16 revenue is projected to decrease from the FY15 revised revenue estimates by 3.3%. This decrease is directly related to the bus grants to be received in FY15. 49% of the Transit Fund's revenue comes from intergovernmental funding in FY16. FY16 Estimated - $4,206,668 3°X 0% •Chargesfor Services • I ntergovemmentaI -Use of Money& Property •Miscellaneous The Transit Property Tax Levy estimated at $3.11 million will be transferred into the Transit fund from the General fund in FY16. Combined with the funding from other governments, approximately $5.15 million of the $7.45 million in revenues and transfers in or 69.1 % is from sources of revenue that are not generated by the transit operations. This is a slight decrease from last year's budget of 70.7% due to an increase in transit fare collections. MAI Expenditures: FY16 budgeted expenditures represent a 0.7% decrease from the FY15 revised expenditure budget. The primary difference is a decrease in capital outlay expenditures for bus replacements. This was partially offset by an increase in contributions to Johnson County for the SEATS program from $1.1 million to $1.4 million. Over half of the Transit Fund's expenditures are for personnel expenditures. FY16 Adopted - $6,879,486 0°% ■ Perso nnel ■ Services 4D •Supplies ■ Capital Outlay The FY16 budget includes a $50,000 capital project transfer for new and replacement bus shelters. MALI City of Iowa City Transit (7150 - 7151) Fund Summary Transfers In: 2012 2013 2014 2015 2016 2017 Transfers In -General Fund Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ - $ - $ 3,859,793 $ 3,965,749 $ 4,248,445 $ 4,606,524 Revenues: - 1,892,475 (614,007) 136,000 136,000 136,000 Use Of Money And Property - 8,674,555 2,244,156 3,107,842 3,246,548 3,246,548 Interest Revenues $ - $ 11,353 $ 6,952 $ 11,353 $ 2,521 $ 2,521 Rents - 124,530 128,739 124,530 128,739 128,739 Parking Ramp Revenue - 652,919 - - - - Intergovemmental - 4,112,979 4,961,243 4,298,021 4,653,290 4,776,952 Fed Intergovnt Rev - 1,043,854 1,400,381 1,400,144 1,440,000 1,440,000 Other State Grants - 644,416 975,113 865,741 565,742 3,286,702 Local 28E Agreements - 120,413 37,803 32,844 35,522 35,522 Charges For Fees And Services - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917 Transit Fees - 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487 Misc Charges For Svc - 3,016 410 3,000 410 410 Refuse Charges - 1,541 1,738 1,541 1,738 1,738 Parking Charges - - 631,383 618,141 645,578 658,490 Miscellaneous Printed Materials - - 60 - - - Misc Merchandise - 1,361 376 1,361 376 376 Other Misc Revenue - 736 14,100 - 1,251 1,251 Other Financial Sources Sale Of Assets - - 8,890 - - - Sub -Total Revenues - 3,896,478 4,590,737 4,349,563 4,206,668 6,968,235 Transfers In: $ 4,316,006 $ 3,965,749 $ 4,248,445 $ 4,606,524 $ Capital Project Fund Transfers In -General Fund - 4,027,141 - - - - Transferin- Transit Property Tax Levy - 2,754,939 2,858,163 2,971,842 3,110,548 3,110,548 Transfer In - Operations to Bus Reserve - 1,892,475 (614,007) 136,000 136,000 136,000 Sub -Total Transfers In - 8,674,555 2,244,156 3,107,842 3,246,548 3,246,548 Total Revenues & Transfers In $ - $ 12,571,033 $ 6,834,893 $ 7,457,405 $ 7,453,216 $ 10,214,783 Expenditures: Mass Transit Admin $ - $ 345,618 $ 385,144 $ 446,316 $ 427,978 $ 439,024 Mass Transit Operations - 4,112,979 4,961,243 4,298,021 4,653,290 4,776,952 Fleet Maintenance - 1,539,029 1,570,311 1,651,527 1,645,090 1,683,454 Court St Transportation Center - 158,075 163,326 148,457 153,128 156,487 Bus Replacement Reserve - - - 384,000 - 3,360,000 Sub -Total Expenditures - 6,155,701 7,080,024 6,928,321 6,879,486 10,415,917 Transfers Out: $ 4,316,006 $ 3,965,749 $ 4,248,445 $ 4,606,524 $ Capital Project Fund - 152,622 207,596 54,000 50,000 - InterFund Loan Repay Landfill - 54,229 55,324 56,388 29,651 - Bus Reserve Transfers Out - 1,892,475 (614,007) 136,000 136,000 136,000 Sub -Total Transfers Out - 2,099,326 (351,087) 246,388 215,651 136,000 Total Expenditures & Transfers Out $ - $ 8,255,027 $ 6,728,937 $ 7,174,709 $ 7,095,137 $ 10,551,917 Fund Balance', June 30 $ - $ 4,316,006 $ 3,965,749 $ 4,248,445 $ 4,606,524 $ 4,269,390 Change in Accounting Method - (456,213) - - - - Adjusted Fund Balance', June 30 - 3,859,793 3,965,749 4,248,445 4,606,524 4,269,390 Restricted / Committed /Assigned - 1,745,925 1,131,918 1,200,718 1,336,718 833,678 Unassigned Balance $ - $ 2,113,868 $ 2,833,831 $ 3,047,727 $ 3,269,806 $ 3,435,712 % of Expenditures 26% 42% 42% 46% 33% ' Fund Balance is Cash Balance for 2012 and July 1, 2013 " See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013 WA IIIMil 69Yto] » Mil 9Eel Ll6� 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 11 para -transit 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 1,874,696 passenger trips in FY14 • Provided service covering nearly 710,000 miles and 55,000 hours • Contracted para -transit service provided 103,500 passenger trips in FY14 W-3 Recent Accomplishments: Upcoming Challenges: • Received grant funding for replacement • Property tax reform will impact our of four para -transit vehicles. Two transit levy funds which currently are vehicles are funded with 80% grant $3.1 million annually. funds and two vehicles are funded with • The current transit maintenance and 85% grant funds. storage facility is located on a former • Received grant funds for replacement of uncontrolled dump site which is also a eight heavy duty buses with grants that highly desirable location for are split between 80% and 83% grant development. Relocation of this facility funds. continues to be a priority for the • Completed implementation of a trip department but funding this facility may planner application that partners with be a challenge due to the decrease in our Bongo real time AVL system. transit capital funding. Working with • Installed access and revenue control MPOJC to develop planning documents. equipment that allowed us to gate and • Increase in maintenance and fuel costs fully automate the Court Street • Decrease in Federal funds for bus Transportation Center replacement and facility upgrades. • Completed FTA Triennial Review • Increase in fleet maintenance costs as a result of taking paratransit fleet maintenance in-house Staffing: Staffing Level Change Summary: • A full-time Operations Supervisor position was eliminated and replaced with a three-quarter time Operations Specialist position due to the automation of the City's parking facilities. This position is split fifty percent with the Parking operations. Service Level Change Summary: • There are no service level changes budgeted for fiscal year 2016. Financial Highlights: • $50,000 has been budgeted for bus shelter replacement and/or expansion in the Capital Project funds. The $29,651 loan payment to the Landfill Fund in fiscal year 2016 is the final loan payment for the daycare space at the Court Street Transportation Center. MR FY2014 FY2015 FY2016 Adopted Total FTE's 51.25 51.25 51.13 Staffing Level Change Summary: • A full-time Operations Supervisor position was eliminated and replaced with a three-quarter time Operations Specialist position due to the automation of the City's parking facilities. This position is split fifty percent with the Parking operations. Service Level Change Summary: • There are no service level changes budgeted for fiscal year 2016. Financial Highlights: • $50,000 has been budgeted for bus shelter replacement and/or expansion in the Capital Project funds. The $29,651 loan payment to the Landfill Fund in fiscal year 2016 is the final loan payment for the daycare space at the Court Street Transportation Center. MR GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective Performance Measures: Healthy Neighborhoods Provide safe, courteous, and quality transportation services Increase Rides per Revenue Hour to 37 by FY 2015 Riders per Revenue Vehicle Hour FY 2011 FY 2012 FY 2013 FY 2014 33.39 35.70 34.50 35.20 Strategic Plan Goal Department Goal: Department Objective Performance Measures: Fare-box/Expense Ratio A Solid Financial Foundation Increase fare-box/expense ratio Fare -box revenues to cover 33% of operating costs by the end of FY2015 FY 2011 FY 2012 FY 2013 FY 2014 22% 21% 27% 29% 0.111 City of Iowa City 4ctivity Summan Hctivity:lviass IransltHamin(sturtu) I-una: Iranslt(titq Division: Mass Transit (810200) Department: Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Printed Materials Other Misc Revenue Transfers In: Transfer In - Transit Property Tax Levy Transfer In - Impry Resry to Operations Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Customer Service Rep - Pkg Operations Supv - Trans Sew Transportation Svc Director Total Personnel $ - $ 11,353 $ 6,952 $ 11,353 $ 2,521 $ 2,521 - 60 - - - - 345 979 - - - - 2,754,939 2,858,163 2,971,842 3,110,548 3,110,548 - 1,618,372 - 136,000 136,000 136,000 $ - $ 4,385,009 $ 2,866,154 $ 3,119,195 $ 3,249,069 $ 3,249,069 2.50 2.00 2.00 2.00 0.50 0.50 0.50 0.50 0.50 0.50 $ - $ 195,840 $ 234,601 $ 278,492 $ 248,635 $ 256,094 - 150,707 149,154 167,685 179,343 182,930 - (929) 1,389 139 - - $ - $ 345,618 $ 385,144 $ 446,316 $ 427,978 $ 439,024 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 - - 0.50 0.50 0.50 2.50 2.00 2.00 2.00 0.50 0.50 0.50 0.50 0.50 0.50 * See General Fund for Transit activity prior to 2013 3.50 3.00 3.50 3.50 2.00 0.75 City of Iowa City 4ctivity Summan Hctivity:lviass Iransituperatlonslstuzzuj I -unci: Iranslt(titq Division: Mass Transit (810200) Department: Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Customer Service Rep - Transit M.W. I - Transit M.W. II - Transit Mass Transit Operator M.W. II - Transit M.W. II - Transportation Sew. Operations Supervisor - Transp. Sew. Operations Specialist - Transp. Sew. Sr. M.W. - Parking & Transit Total Personnel $ - $ 1,043,854 $ 1,400,381 $ 1,400,144 $ 1,440,000 $ 1,440,000 - 644,416 975,113 548,941 565,742 565,742 - 120,413 37,803 32,844 35,522 35,522 - 1,292,339 1,384,792 1,290,908 1,384,791 1,412,487 - 3,016 410 3,000 410 410 142 15 - 8,890 - - $ - $ 3,104,180 $ 3,807,404 $ 3,275,837 $ 3,426,465 $ 3,454,161 $ - $ 2,886,328 $ 2,990,884 $ 2,975,261 $ 3,059,621 $ 3,151,410 - 1,193,827 1,451,976 1,245,926 1,577,698 1,609,252 - 28,592 24,273 26,834 15,971 16,290 - 4,232 494,110 50,000 - - $ - $ 4,112,979 $ 4,961,243 $ 4,298,021 $ 4,653,290 $ 4,776,952 2012 2013 2014 2015 2016 1.00 1.00 - - - 3.00 2.00 2.00 2.00 2.00 1.00 - - - - 37.75 37.75 37.75 37.75 37.75 - 1.00 1.00 1.00 1.00 1.00 - - - - - 1.00 - - - - 0.38 0.50 0.50 0.50 0.50 0.50 * See General Fund for Transit activity prior to 2013 44.25 42.25 41.25 41.25 42.63 0-N City of Iowa City 4ctivity Summan Activity: I-ieet maintenance Ist uzsuj I-una: I ranslt (it tq Division: Mass Transit (810200) Department: Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Mechanic II - Transit Mechanic III - Transit Operations Supv - Trans Sew Parts/Data Entry Clk - Transit Body Repair Mechanic Total Personnel $ - $ 1,541 $ 1,738 $ 1,541 $ 1,738 $ 1,738 - 1,361 376 1,361 376 376 - 249 1,251 - 1,251 1,251 $ - $ 3,151 $ 3,365 $ 2,902 $ 3,365 $ 3,365 $ - $ 485,485 $ 509,076 $ 532,584 $ 546,212 $ 562,598 - 32,409 40,847 30,209 34,871 35,568 - 896,863 1,020,388 1,088,734 1,064,007 1,085,287 - 124,272 - - - - $ - $ 1,539,029 $ 1,570,311 $ 1,651,527 $ 1,645,090 $ 1,683,454 2012 2013 2014 2015 2016 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - - 7.00 6.00 6.00 6.00 6.00 * See General Fund for Transit activity prior to 2013 0.19] City of Iowa City Activity Summary Activity: Court St Transportation Center (810240) Division: Mass Transit (810200) $ - $ 62,629 $ 41,539 $ Department: Fund: Transit (7150) Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Capital Outlay - 8,585 - - Use Of Money And Property Total Expenditures $ - $ 158,075 $ 163,326 $ 148,457 $ 153,128 $ Rents $ - $ 124,530 $ 128,739 $ 124,530 $ 128,739 $ 128,739 Parking Ramp Revenue - 652,919 - - - - Charges For Fees And Services Total Personnel 1.00 0.50 0.50 0.50 0.50 Parking Charges - - 631,383 618,141 645,578 658,490 Miscellaneous Other Misc Revenue - - 11,855 - - - Total Revenues $ - $ 777,449 $ 771,977 $ 742,671 $ 774,317 $ 787,229 Expenditures Personnel $ - $ 62,629 $ 41,539 $ 29,005 $ 29,664 $ 30,554 Services - 93,716 109,269 115,930 119,964 122,363 Supplies - 1,730 3,933 3,522 3,500 3,570 Capital Outlay - 8,585 - - - Total Expenditures $ - $ 158,075 $ 163,326 $ 148,457 $ 153,128 $ 156,487 Personnel Services - FTE 2012 2013 2014 2015 2016 M.W. I - Parking Systems 1.00 0.50 0.50 0.50 0.50 Total Personnel 1.00 0.50 0.50 0.50 0.50 * See General Fund for Transit activity prior to 2013 0-Y'l City of Iowa City 4ctivity Summan Activity: bus Keplacernent Keserve (uiurtsu) I -unci: Transit (/tit) Division: Mass Transit (810200) Department: Transportation Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues Intergovernmental Other State Grants Other Financial Sources Transfer In from Transit Operations Total Revenues & Transfers In Expenditures: Services Capital Outlay Total Expenditures Capital Outlay Replace 4 Light Duty Buses Replace 8 Heavy Duty Buses Total Capital Outlay $ - $ - $ - $ - $ - S - - 316,800 - 2,720,960 1,892,475 (614,007) 136,000 136,000 136,000 $ - $ 1,892,475 $ (614,007) $ 452,800 $ 136,000 $ 2,856,960 384,000 - 3,360,000 $ - $ - $ - $ 384,000 $ - $ 3,360,000 2015 2016 2017 * See General Fund for Transit activity prior to 2013 0-W $ 384,000 $ - $ - - - 3,360,000 $ 384,000 $ - $ 3,360,000 Pi4I&IIATi%AIA:iIN*1111MIAki111211111►1I] The Wastewater Treatment fund accounts for the business -like operations of the City's wastewater/sewer utility. The wastewater utility operates the City's waste treatment plant, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater fund is primarily supported through user fees. The wastewater operations are undergoing a major transformation. The City recently completed expansion of the South Wastewater Plant and relocated the North Wastewater Treatment Plant operations into the South Plant. The project cost was $55 million, with funding of $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. This project spanned several years was completed in FY15. Demolition and removal of the North Treatment Plant is currently underway at an estimated cost of $6 million. Reconstruction of the North River Corridor Trunk Sewer is scheduled for FY2016-2017 and is to be constructed in conjunction with the Gateway project. It will replace two existing sewers with a single sewer the will be sized to the existing drainage area plus 5,700 acres of the Rapid Creek watershed north of I-80. The existing sewers were constructed in 1983 and 1936. Total project estimate is for $5.1 million and is to be funded from Wastewater user fees. The fiscal year 2016 and 2017 budgets each include a transfer of $2.4 million and $2.0 million, respectively, for this project. (1) FY15 and FY16 figures are estimated, FY12 is cash basis The Wastewater fund's unassigned fund balance at FY14 year-end was fairly flat from FY13 at approximately $14.1 million. In FY13, the Sewer Funds fund balance received an upward adjustment for the change in accounting method from cash basis to modified accrual basis. The adjustment primarily represents sewer fees receivable at year end. Restricted cash balance was approximately $10 million at the end of fiscal year 2014. These funds are restricted in accordance with revenue bond covenants. 0.11 FY15 year-end unassigned fund balance is estimated to drop 43% from FY14 to $8 million. This decrease was due to a $6 million loan to the capital projects fund for the demolition of the North Wastewater Treatment Plant. This loan is being repaid with a State sales tax grant for hazard mitigation removal projects. The loan payment schedule is as follows: Year Principal Interest Payment Balance Rate 2015 200,000 166,598 366,598 5,800,000 0.17% 2016 200,000 166,258 366,258 5,600,000 0.28% 2017 225,000 165,698 390,698 5,375,000 0.47% 2018 225,000 164,640 389,640 5,150,000 0.78% 2019 225,000 162,885 387,885 4,925,000 1.21% 2020 225,000 160,163 385,163 4,700,000 1.56% 2021 250,000 156,653 406,653 4,450,000 1.92% 2022 250,000 151,853 401,853 4,200,000 2.20% 2023 250,000 146,353 396,353 3,950,000 2.48% 2024 275,000 140,153 415,153 3,675,000 2.57% 2025 275,000 133,085 408,085 3,400,000 2.75% 2026 300,000 125,523 425,523 3,100,000 3.00% 2027 325,000 116,523 441,523 2,775,000 3.26% 2028 350,000 105,928 455,928 2,425,000 3.61% 2029 375,000 93,293 468,293 2,050,000 3.68% 2030 375,000 79,493 454,493 1,675,000 3.75% 2031 400,000 65,430 465,430 1,275,000 3.81% 2032 400,000 50,190 450,190 875,000 3.86% 2033 425,000 34,750 459,750 450,000 3.92% 2034 450,000 18,090 468,090 - 4.02% 6,000,000 2,403,553 8,403,553 In FY16, unassigned fund balance is expected to remain relatively flat as the Sewer Fund continues to transfer over $3 million to capital improvement projects. The Sewer fund also maintains restricted fund balance reserves due to its outstanding revenue bonds. Bond covenant requirements are monitored annually on an accrual basis and reported in the City's Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $9.65 million in fiscal year 2016. «:n Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less tt included in charge for ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the FY16 budgeted revenue is estimated 3.6% lower than the FY15 estimate. The decrease stems primarily from the decrease in revenue in FY14 actual revenue due to the change from drought conditions to normal precipitation levels. No changes are proposed in the FY16 budget to the City's sewer rate structure. FY16 Estimated - $12,965,154 2% 1 • Charges for Services • Use of Money & Property 4D s Other Use of Money & Property primarily consists of interest on investments. Interest earnings include interest earned on the loan for the North Treatment Plant demolition. 0.1.3 Expenditures: The FY16 budgeted expenditures are 0.4% lower than the estimated FY15 revised expenditures. The decrease stems from the closure of the North Treatment Plant and from lower capital outlays. 45% of the Sewer Fund's expenditures are for debt service retirement. FYI Adopted - $10,395,608 •personnel ■Services • Supplies ■Capital Outlay ■ Debt Service 3% The Wastewater fund added a .25 FTE for a Project Support Assistant in FY15. This position is being split between the Water, Wastewater, and Storm Water funds. MR] Fund Balance', July 1 Revenues: Licenses And Permits Misc Permits & Lic Intergovernmental Disaster Assistance Other State Grants Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues: Transfers In: Interfund Loans 1) Bond Ordinance Trans Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund 1) Debt Service Funding Interfund Loans Operating Subsidy Sub -Total Transfers Out Total Expenditures & Transfers Out City of Iowa City Wastewater Treatment (7200 - 7201) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 24,863,582 $ 25,451,053 $ 24,137,050 $ 24,069,885 $ 17,892,588 S 17,612,134 $ 5,896 $ 6,604 $ 7,484 $ 6,604 $ 7,484 S 7,484 - - 2,923 - - - - - 21,924 - - - 276,163 291,054 195,639 457,652 331,426 265,698 271 274 277 274 277 277 8,665 1,386 2,016 360 2,016 2,016 12,548,976 12,889,204 12,555,994 12,889,204 12,555,993 12,555,993 3,421 - 1,223 1,026 1,223 1,223 323 524 1,375 524 1,375 1,375 151,486 94,567 65,360 94,567 65,360 65,360 469 - - - - 12, 995, 670 13, 283, 613 12, 854, 215 13,450, 211 12,965,154 12, 899,426 - - - 200,000 200,000 225,000 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246 6,488,050 4,581,311 4,570,067 4,759,962 4,688,036 4,656,246 $ 19,483,720 $ 17,864,924 $ 17,424,282 $ 18,210,173 $ 17,653,190 $ 17,555,672 $ 1,759,669 $ 1,447,946 $ 1,616,982 $ 1,644,979 $ 1,648,538 $ 1,663,496 2,918,215 2,824,314 2,876,190 3,136,683 3,076,661 3,175,613 - - - 361,934 - - 869,541 839,205 754,414 619,388 975,290 1,082,705 6,308,000 6,411,888 4,668,682 4,674,900 4,695,119 4,659,575 11,855,425 11,523,353 9,916,268 10,437,884 10,395,608 10,581,389 529,740 4,584,177 3,005,112 3,389,624 3,050,000 2,500,000 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246 - - - 6,000,000 - - 23,034 23,784 - - - - 7,040,824 9,189,272 7,575,179 13,949,586 7,538,036 6,931,246 $ 18,896,249 $ 20,712,625 $ 17,491,447 $ 24,387,470 $ 17,933,644 $ 17,512,635 Fund Balance', June 30 $ 25,451,053 $ 22,603,352 $ 24,069,885 $ 17,892,588 $ 17,612,134 $ 17,655,170 Change in Accounting Method - 1,533,698 - - - - Adjusted Fund Balance', June 30 25,451,053 24,137,050 24,069,885 17,892,588 17,612,134 17,655,170 Restricted / Committed /Assigned 11,904,458 10,073,881 9,975,266 9,860,328 9,653,245 9,424,916 Unassigned Balance $ 13,546,595 $ 14,063,169 $ 14,094,619 $ 8,032,260 $ 7,958,889 $ 8,230,254 % of Expenditures 72% 68% 81% 33% 44% 47% 1) Same Fund Transfers required by bond covenants 'Fund Balance is Cash Balance for 2012, and July 1, 2013 Will VITER] 9 ATiTIA 9 A:i 9 N :Fil ILVA I A Ll III Ito] » Mil 9 Eel K 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. «y 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: • 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. • Flooding in 2013 revealed a compromised interceptor line along the east bank of the Iowa River. Lining of this section is complete and will decrease infiltration, which will reduce pumping costs. • 18 out 26 division Staff are certified Treatment Plant Operators by the state of Iowa. The staff collectively carries15 additional technical certifications. Upcoming Challenges: • 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. • Demolition of the North Plant will require careful environmental management to insure there are no impacts from its long history on the site. • A Nutrient Reduction Strategy/Feasibility report will be due, which will give direction to future plans for complying with state-wide goals. Staffing: ORN FY2014 FY2015 FY2016 Adopted Total FTE's 24.40 24.65 24.65 ORN Staffing Level Change Summary: There are no staffing changes budgeted in fiscal year 2016. In fiscal year 2015, 25% of a new Project Support Assistant was added to Wastewater Administration. Service Level Change Summary: The expansion of the South Wastewater Treatment Plant was completed during fiscal year 2015, and the North Wastewater Treatment Plant was closed. Engineering for demolition and removal of the North Plant is currently in progress. The Sewer Fund provided a $6,000,000 in fiscal year 2015 to the Capital Project Funds for this demolition. Inter -fund loan payments from the Capital Project Funds from a State hazard mitigation grant began in fiscal year 2015 also. Financial Highlights: The Wastewater Fund is budgeting transfers in fiscal year 2016 to the Capital Project Funds for $2,400,000 for the Gateway Project, North Trunk Sewer replacement, $500,000 for annual sewer main replacement, and $150,000 for clarifier repairs for a total transfer of $3,050,000. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Goal Activities, & Enhanced Communication and Marketing Department Goal: Protect the City's natural resources and waterways for FY 2014 public health, recreation opportunities and development Department Objective: Meet or exceed DNR permit requirements for sanitary 97.7% sewer systems Performance Measures: 99.1% Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal' Total Suspended Solids (TSS) — Percent Removal' Goal FY 2011 Goal FY 2011 FY 2012 FY 2013 FY 2014 97.3% 97.6% 98.0% 97.7% 97.8% 97.0% 99.1% Total Suspended Solids (TSS) — Percent Removal' Goal FY 2011 FY 2012 FY 2013 FY 2014 98.0% 97.1% 97.3% 97.6% 97.8% «x3 Ammonia (NH3) — Percent Removal' Goal FY 2011 FY 2012 FY 2013 FY 2014 97.0% 91.9% 91.3% 96.7% 93.34% Higher Number is Better Strategic Plan Goal Department Goal: Department Objective Performance Measures: Number of SSOs per Year" Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Protect public and private property from water damage and health hazards Control Sanitary Sewer Overflows (SSO — sewer backups) Sewer Jetting, Miles per Year' FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate 5 4 9 9 7 Sewer Jetting, Miles per Year' Video Inspection, Miles per Year' FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate 40 39.1 45.5 47.5 49.5 Video Inspection, Miles per Year' Higher Number is Better " Lower Number is Better 31*E! FY 2015 FY 2011 FY 2012 FY 2013 FY 2014 Estimate 4.5 15.7 19.2 24.7 26.7 Higher Number is Better " Lower Number is Better 31*E! City of Iowa City kctivity Summan Activity: wastewaterHaministration (tzuttu) Tuna: wastewater IreatmentItzuuj Division: Wastewater (720100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Wastewater Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Supt -Wastewater Sr Clerk/Typist- Wastewater Wastewater Superintendent Project Support Assistant Total Personnel Capital Outlay Laboratory Equipment Total Capital Outlay $ 276,163 $ 291,054 $ 195,639 $ 457,652 $ 331,426 $ 265,698 12,548,566 12,880,269 12,540,069 12,880,269 12,540,068 12,540,068 - 941 14,775 941 14,775 14,775 429 - - - - - $ 12,825,158 $ 13,172,264 $ 12,750,483 $ 13,338,862 $ 12,886,269 $ 12,820,541 $ 205,669 $ 192,845 $ 207,561 $ 228,826 $ 238,746 $ 245,908 1,507,861 1,207,636 1,370,271 1,350,119 1,350,325 1,377,332 46,139 47,465 39,150 36,034 39,467 40,256 - - - 30,000 20,000 - $ 1,759,669 $ 1,447,946 $ 1,616,982 $ 1,644,979 $ 1,6485538 $ 1,663,496 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 - - - 0.25 0.25 2.00 2.00 2.00 2.25 2.25 2015 2016 $ 20,000 $ 20,000 $ 20,000 $ 20,000 City of Iowa City kctivity Summan Division: Wastewater (720100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses $ - $ - $ - $ - $ - $ - Use Of Money And Property Royalties & Commissions 271 274 277 274 277 277 Charges For Fees And Services Misc Charges For Services 8,665 1,386 2,016 360 2,016 2,016 Refuse Charges 3,421 - 1,223 1,026 1,223 1,223 Miscellaneous Misc Merchandise - - - - - - Other Misc Revenue 148,496 92,911 49,487 92,911 49,487 49,487 Total Revenues $ 160,853 $ 94,571 $ 53,003 $ 94,571 $ 53,003 $ 53,003 Expenditures: Personnel $ 1,357,737 $ 1,283,238 $ 1,322,599 $ 1,343,958 $ 1,441,899 $ 1,485,156 Services 951,714 933,266 1,041,471 1,130,681 1,029,288 1,049,874 Supplies 605,464 489,887 505,337 467,044 505,474 515,583 Capital Outlay 3,300 117,923 6,783 195,000 100,000 125,000 Total Expenditures $ 2,918,215 $ 2,824,314 $ 2,876,190 $ 3,136,683 $ 3,076,661 $ 3,175,613 Personnel Services - FTE 2012 2013 2014 2015 2016 Chemist 1.00 1.00 1.00 1.00 1.00 Electrician -Wastewater 1.00 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00 Laboratory Technician - WW 2.00 2.00 1.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00 Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00 M.W. II -Wastewater Trtmnt Plnt 3.00 3.00 2.00 3.00 3.00 Sr M.W.- Wastewater Plant 1.00 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00 Total Personnel 18.00 18.00 16.00 17.00 17.00 Capital Outlay 2015 2016 Chip Seal Roads $ - $ 60,000 Facility Repairs 175,000 - Process Equipment 20,000 40,000 Total Capital Outlay $ 195,000 $ 100,000 31411 City of Iowa City Activitv Summar Division: Wastewater (720100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Total Revenues $ - $ - $ - $ - $ - $ - Expenditures: Personnel $ - $ - $ - $ - $ - $ - Services - - - 197,934 - - Supplies - - - 11,500 - Capital Outlay - - - 152,500 - - Total Expenditures $ - $ - $ - $ 361,934 $ - $ - Capital Outlay 2015 2016 Lift Station Process Instruments $ 152,500 $ - Total Capital Outlay $ 152,500 $ - «n City of Iowa City kctivity Summan Division: Wastewater (720100) $ 444,148 $ 412,998 $ 435,925 $ Department: Public Works 450,913 $ 2012 2013 2014 2015 2016 2017 24,078 Actual Actual Actual Revised Budget Projected Revenues: 42,107 80,286 81,892 Capital Outlay Licenses And Permits 182,617 45,299 50,000 205,000 Misc Permits & Licenses $ 5,896 $ 6,604 $ 7,484 $ 6,604 $ 7,484 $ 7,484 Intergovernmental 975,290 $ 1,082,705 Personnel Services - FTE 2012 2013 2014 Disaster Assistance - - 2,923 - - - Other State Grants - - 21,924 - - - Charges For Fees And Services 2.70 2.70 3.70 2.70 Wastewater Charges 410 8,935 15,925 8,935 15,925 15,925 Miscellaneous 0.90 Total Personnel 5.40 5.40 Misc Merchandise 323 524 1,375 524 1,375 1,375 Other Misc Revenue 2,990 715 1,098 715 1,098 1,098 Other Financial Sources Inflow & Infiltration Repair $ 50,000 Sale Of Assets 40 - - - - - Total Revenues $ 9,659 $ 16,778 $ 50,729 $ 16,778 $ 25,882 $ 25,882 Expenditures Personnel $ 444,148 $ 412,998 $ 435,925 $ 503,203 $ 450,913 $ 464,440 Services 187,941 205,339 224,749 24,078 239,091 243,873 Supplies 55,748 38,251 48,441 42,107 80,286 81,892 Capital Outlay 181,704 182,617 45,299 50,000 205,000 292,500 Total Expenditures $ 869,541 $ 839,205 $ 754,414 $ 619,388 $ 975,290 $ 1,082,705 Personnel Services - FTE 2012 2013 2014 2015 2016 M.W. III -Wastewater Collect. 1.80 1.80 1.80 1.80 1.80 M.W. II -Wastewater Trtmnt Plnt 2.70 2.70 3.70 2.70 2.70 Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 0.90 Total Personnel 5.40 5.40 6.40 5.40 5.40 Capital Outlay 2015 2016 Inflow & Infiltration Repair $ 50,000 $ 55,000 Lift Station Process Instruments - 150,000 Total Capital Outlay $ 50,000 $ 205,000 014.3 City of Iowa City kctivity Summan Division: Wastewater (720100) Department: Public Works Revenues: Use Of Money And Property Interest Revenues Transfers In: Bond Ordinance Trans Total Revenues & Transfers In Expenditures: Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 4,431,246 $ 6,488,050 $ 4,581,311 $ 4,570,067 $ 4,559,962 $ 4,488,036 $ 4,431,246 $ 6,308,000 $ 6,411,888 $ 4,668,682 $ 4,674,900 $ 4,695,119 $ 4,659,575 $ 6,308,000 $ 6,411,888 $ 4,668,682 $ 4,674,900 $ 4,695,119 $ 4,659,575 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2015 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2015 FY2016 FY2017 Issue 2008C Sewer Revenue Refunding 24,280,000 2023 14,345,000 2,464,438 2,482,594 2,468,350 of Series 1996, 1997 and 1999 Revenue Bonds 2009A Sewer Refunding 8,660,000 2026 6,760,000 784,163 786,325 786,525 of Series 2000 Revenue Bonds 2010A Sewer Revenue Refunding 15,080,000 2021 7,480,000 1,426,300 1,426,200 1,404,700 of Series 2001 and 2002 Revenue Bonds Total Sewer Revenue Bonds: 28,585,000 4,674,900 4,695,119 4,659,575 HBX :1 [By, Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal Payments Interest T I Paid by Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2016 3,520,000 1,175,119 4,695,119 4,695,119 28,585,000 2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000 2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000 2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000 2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000 2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000 2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000 2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 Totals 28,585,000 5,306,556 33,891,556 33,891,556 :1 [By, $24.28 Million Sewer Revenue Refunding Capital Loan Notes, Series 2008C: Principal payable 7-1, beginning July 1, 2009; Interest payable 7-1 and 1-1, beginning January 1, 2009. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 1996, 1997 and 1999 in the amounts of $12.65, $7.6 and $4.56 million, respectively. Fiscal Year Principal Payments Interest Total Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2016 1,885,000 597,594 2,482,594 2,482,594 14,345,000 3.75% 2017 1,945,000 523,350 2,468,350 2,468,350 12,460,000 4.00% 2018 2,035,000 443,750 2,478,750 1 21478,750 10,515,000 4.00% 2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 4.00% 2020 2,205,000 264,125 2,469,125 2,469,125 6,385,000 5.00% 2021 1,775,000 164,625 1,939,625 1,939,625 4,180,000 5.00% 2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 5.00% 2023 555,000 13,875 568,875 568,875 555,000 5.00% Totals 14,345,000 2,442,469 16,787,469 16,787,469 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call sora $8.660 Million Sewer Revenue Refunding Capital Loan Notes, Series 2009A: Principal payable 7.1, beginning July 1, 2010; Interest payable 7.1 and 1.1, beginning January 1, 2010. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2000 in the amount of $9.22 million. Fiscal Year Principal Payments Interest jL Total Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2016 485,000 301,325 786,325 786,325 6,760,000 4.00% 2017 505,000 281,525 786,525 786,525 6,275,000 4.00% 2018 525,000 260,925 785,925 785,925 5,770,000 4.00% 2019 550,000 238,050 788,050 788,050 5,245,000 4.50% 2020 575,000 212,738 787,738 787,738 4,695,000 4.50% 2021 605,000 186,188 791,188 791,188 4,120,000 4.50% 2022 635,000 158,288 793,288 793,288 3,515,000 4.50% 2023 665,000 127,375 792,375 792,375 2,880,000 5.00% 2024 1 700,000 93,250 793,250 793,250 2,215,000 1 5.00% 2025 740,000 57,250 797,250 797,250 1,515,000 1 5.00% 2026 775,000 19,375 794,375 794,375 775,000 5.00% Totals 6,760,000 1,936,288 8,696,288 8,696,288 Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call H*] $15.08 Million Sewer Revenue Refunding Capital Loan Notes, Series 2010C: Principal payable 7.1, beginning July 1, 2011; Interest payable 7.1 and 1.1, beginning January 1, 2011. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2001 and 2002 Refunding in the amounts of $10.25 and $5.99 million, respectively. Fiscal Year Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2016 1,150,000 276,200 1,426,200 1,426,200 7,480,000 4.00% 2017 1,175,000 229,700 1,404,700 1,404,700 6,330,000 4.00% 2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 4.00% 2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00% 2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00% 2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 4.00% Totals 7,480,000 927,800 8,407,800 8,407,800 Notes due after July 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call :[1H! NVIA I A M 1110111] The Water enterprise fund accounts the City's water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business -like fund is primarily supported through user fees. The Water fund's unassigned fund balance at the close of FY14 was approximately $7.36 million. Though user fees are currently sufficient to cover annual operating costs, they are insufficient to cover capital project expenditures, and the fund has a downward trend in fund balance. The financial plan presented includes a 5% rate increase for FY15 and another 5% rate increase for FY16. FY13 fund balance includes an upward adjustment of $265,032 due to the change in accounting method from cash basis to modified accrual basis. This increase primarily represented accrued water fee revenues at year-end. Fund Balance (1) 510,000,000 $9,000.000 $8,000, 000 $7,000,000 $6,000.000-- -- 55,0001000 $4,000.000 - — $3,000,000 - $2,000, 000 51,000,000 - $0 FV12 FY13 FY14 FY15 i FV16 ■llnassigned, $8,733,154 $7988,259 57365,753 $7,487.852 ' 56,800,007 (1) FY15 and FY16 figures are estimates, FY12 is cash basis FY15 year-end unassigned fund balance is estimated to increase 1.66% compared to FY14. The Water Fund's fund balance has declined steadily since fiscal year 2010. The 5% rate increase coupled with less capital project spending explains the slight increase in FY15 fund balance. The FY16 unassigned fund balance is estimated to decrease another 9.2% from FY15. Although there is another 5% rate increase in FY16, capital program spending is expected to increase again. The Water fund will have an estimated $4.22 million in restricted fund balance at the end of FY16 for revenue bond covenants. Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates 5/8 (residential) $6.73 $7.07 First 100/mo. MMC (varies) MMC (varies) 3/4 $7.35 $7.72 101-3,000/mo. $3.74/700 cu. ft. $3.30/700 cu. ft. 1 $8.67 $9.70 3,001 and over $2.26/100 cu. ft. $2.37/700 cu. ft. 1 % $17.29 $18.15 First 100/mo. MMC (varies) MMC (varies) 2 $23.25 $24.41 3 $42.96 $45.77 4 $74.94 $78. I Over 101/mo. I $3.14/100 cu. ft. I $3.30/100 cu. ft. 6 $150.750.79 $158.33 A flat 5% rate increase was adopted for both fiscal year 2015 and 2016 for all usage levels and meter sizes. The residential meter rate would increase from $6.41 per month to $6.73 per month in FY15 and then to $7.07 in FY16. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from FY15 to FY16 is a 1.8% increase, which is based on quantities used during FY14 and the new rates. FY14 was a normal precipitation year. FY15 budgeted revenues were based on revenues from FY13 which was a drought year and quantities sold were higher. Use of Money & Property primarily consists of interest on investments. FY16 Estimated - $9,412,456 ■ Charges for Fees & 5ervlces 1% ■ Use of Money & Property 0% • Mix Revenue HIN Expenditures: The adopted FY16 expenditures are 2.7% higher than the FY15 revised expenditures. Personnel costs account for 33% of the Water funds expenditures while debt service accounts for 23% of the fund's expenditures. The largest increase in the expenditure type from FY15 to FY16 is in the capital outlay. Capital outlay expenditures increased from $514,820 to $747,725 from FY15 to FY16 which is an increase of 45.2%. This is due to an increase in water main breaks and repairs. FY16 Adopted -$8,423,501 ■perwnnel ■ Services ■ Supplies ■Capital Outlay ■Debt Service 6% 0 Other financing uses include transfers out of $1,346,500 for capital improvement projects. aon Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues Transfers In: 'i Bond Ordinance Transfers In Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Water Administration Water Treatment Plant Ops Water Distribution System Water Customer Service Water Public Relations Water Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund i) Debt Service Funding GO Bond Abatement Operating Subsidy Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Water (7300 - 7301) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 14,268,644 $ 17,950,722 $ 12,138,269 $ 11,541,132 $ 11,682,431 $ 11,018,086 $ 567,240 $ 144,268 $ 153,347 $ 144,253 $ 130,169 $ 130,169 - 1,000 750 1,000 750 750 846 913 723 913 723 723 2,849 - - - - - 317 1,996,115 - 2,008,715 2,010,716 2,020,178 - - 3,653 - - - 8,225,837 8,673,278 8,442,246 9,081,670 9,265,018 9,265,018 16 12 13 - - - 5,135 12,350 8,537 12,350 8,537 8,537 4,000 2,000 2,000 2,000 2,000 2,000 2,236 143,303 5,259 370 5,259 5,259 4,989,908 - - - - - 729 16,325 11,055 - - - 13,799,113 8,993,449 8,627,583 9,242,556 9,412,456 9,412,456 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 - 16,878 - - - - 2,085,268 2,012,993 2,010,315 2,008,715 2,010,716 2,020,178 $ 15,884,381 $ 11,006,442 $ 10,637,898 $ 11,251,271 $ 11,423,172 $ 11,432,634 $ 1,319,931 $ 1,209,463 $ 1,178,390 $ 1,249,557 $ 1,442,472 $ 1,474,010 1,846,513 1,935,659 1,989,276 2,262,052 2,258,399 2,270,044 1,248,509 1,248,942 1,410,846 1,377,978 1,527,193 1,554,764 1,207,553 1,099,863 1,109,258 1,250,130 1,150,856 1,172,088 71,973 67,769 55,724 70,400 57,365 58,948 2,061,497 7,063,088 1,984,946 1,989,515 1,987,216 1,987,946 7,755,976 12,624,784 7,728,440 8,199,632 8,423,501 8,517,800 567,560 2,078,787 1,151,955 568,400 1,346,500 1,145,000 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 1,770,465 360,457 344,325 333,225 306,800 300,900 23,034 23,784 - - - - 4,446,327 4,459,143 3,506,595 2,910,340 3,664,016 3,466,078 $ 12,202,303 $ 17,083,927 $ 11,235,035 $ 11,109,972 $ 12,087,517 $ 11,983,878 $ 17,950,722 $ 11,873,237 $ 11,541,132 $ 11,682,431 $ 11,018,086 $ 10,466,842 - 265,032 - - - - 17,950,722 12,138,269 11,541,132 11,682,431 11,018,086 10,466,842 1) Same Fund Transfers required by bond covenants `Fund Balance is Cash Balance for 2012 and July 1, 2013 :11I8 VIVA 9AMe] UAMil 9Eel Ll6y 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. Customer Service Nearly 26,000 service accounts are read and billed monthly. 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. :MA HIGHLIGHTS • Consultant selection 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. This 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. • Electrical efficiency study collaborating with MidAm focused on High Service pumping and Distribution efficiency resulting in a new High Service Pump Control System. Staffing: 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 • Maintaining and upgrading aging plant /system computer control hardware & software • Planning and implementation of pressure zones as the City water system continues to grow. • Planning and implementing climate variation programs and projects :f[1] FY2014 FY2015 FY2016 Adopted Total FTE's 31.75 32.00 32.00 :f[1] Staffing Level Change Summary: 25% of a Project Support Assistant position was added in Water Administration in the fiscal year 2015 budget. Service Level Changes for FY2016: • Water rate increases were approved for capital improvement program funding in both fiscal years 2015 and 2016. Each year was a 5% across-the-board increase. • Continued expansion of the student operator program where students are hired to train and develop skills as water operators. Financial Highlights: Capital outlay in the Water Distribution activity was increased to $500,000 to include additional funds for water main break repairs, saddler service replacement, fire hydrant repairs and replacement, and valve repairs. These additional funds are intended to provide additional maintenance and repairs to the water distribution system. Some of these expenses were also recategorized from supplies into capital outlay as part of these programs. Capital outlay in the Water Customer Service activity was reduced from $309,320 to $205,725 due to reduced spending for radio read devices. This reduction is due to the completion of converting the water meters throughout the city from manual read to radio read. This will be completed during fiscal year 2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities. Department Objective: Use Comprehensive Distribution Plan to ensure distribution system will meet current and future water demand. This includes: pressure zoning; asset management; rehabilitation and replacement model and plan; and the GIS migration plan. 411 Performance Measures: Water Pumped (millions of gallons) FY 2011 FY 2012 FY 2013 FY 2014 10 Year Average 1,989.3 2,008.2 2,031.6 2,058.7.6 2,028.1 New Water Main (feet) Water Main Replaced (feet) Miles of Main Strategic Plan Goal: Department Goal: Department Objective: FY 2011 FY 2011 FY 2012 FY 2013 FY 2014 Subdivisions 2,627 5,745 4,444 8,010 Projects 0 4,823 251 0 Water Main Replaced (feet) Miles of Main Strategic Plan Goal: Department Goal: Department Objective: FY 2011 FY 2012 FY 2013 FY 2014 3,393 3,807 8,435 5,887 FY 2011 FY 2012 FY 2013 FY 2014 261 262 263 264 Enhanced Communication and Marketing Ensure high quality water is supplied in abundant quantities to the residents of Iowa City. Surpass EPA water quality standards and minimize service disruptions. :11K Performance Measures: Bacterial Samples Goal FY 2011 FY 2012 FY 2013 FY 2014 840 890 920 948 1,013 Main Breaks Service Work Orders Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2011 FY 2012 FY 2013 FY 2014 10 Year FY 2011 FY 2012 FY 2013 FY 2014 Average 56 57 95 98 66 Service Work Orders Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2011 FY 2012 FY 2013 FY 2014 3,691 5,441 3,596 3,192 A Solid Financial Foundation Efficiently distribute high quality water to a growing city. Identify energy and leak efficiency opportunities. Non -Account Water Percentage 413 10 Year FY 2011 FY 2012 FY 2013 FY 2014 Average 11.0% 8.3% 7.1% 11.9% 8.3% 413 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Number of Hydrants Healthy Neighborhoods Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City. Ensure reliable water supplies for public safety purposes. FY 2011 FY 2012 FY 2013 FY 2014 3,240 3,316 3,372 3,390 Number of Hydrants Flushed FY 2011 FY 2012 FY 2013 FY 2014 3,899 4,000 3,970 985 414 City of Iowa City kctivity Summan Hctivlty: water Administration l tim w) I-una: water l isuuj Division: Water (730100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 567,240 $ 144,253 $ 153,347 $ 144,253 $ 130,169 $ 130,169 Royalties & Commiss 846 913 723 913 723 723 Charges For Fees And Services Water Charges 7,805,858 8,261,741 8,027,042 8,670,133 8,849,814 8,849,814 Miscellaneous Printed Materials 16 12 13 - - - Intra -City Charges 4,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue 494 2,377 5,259 370 5,259 5,259 Other Financial Sources Sale Of Assets 729 98 - - - - Transfers In: Misc Transfers In - 16,878 - - - - Total Revenues & Transfers In $ 8,379,183 $ 8,428,272 $ 8,188,384 $ 8,817,669 $ 8,987,965 $ 8,987,965 Expenditures: Personnel $ 238,090 $ 236,466 $ 247,331 $ 260,848 $ 268,847 $ 276,912 Services 1,074,857 968,897 926,862 981,017 1,170,047 1,193,448 Supplies 4,717 4,100 4,197 7,692 3,578 3,650 Capital Outlay 2,267 - - - - - Total Expenditures $ 1,319,931 $ 1,209,463 $ 1,178,390 $ 1,249,557 $ 1,442,472 $ 1,474,010 Personnel Services - FTE 2012 2013 2014 2015 2016 Asst Supt -Water 1.00 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 1.00 Project Support Assistant - - - 0.25 0.25 Total Personnel 2.00 2.00 2.00 2.25 2.25 :11N City of Iowa City kctivity Summan Hctivlty: water I reatment dant ups (7su1zu) I-una: water 17suuj Division: Water (730100) Department: Public Works Revenues: Intergovernmental Other State Grants Charges For Fees And Services Water Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Laboratory Technician -Water Maintenance Operator -Water M.W. I - Water Plant Sr. M.W. Water Plant Sr. T. P.O. -Water T. P.O. - Water Total Personnel Capital Outlay Fire Alarm Panel replacement Ammonia Room heat system Replace Power Mixer Total Capital Outlay 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ - $ - $ 3,653 $ 156 1,742 140,926 $ - S 156 156 - 362 - - - $ 1,742 $ 141,288 $ 3,809 $ - $ 156 $ 156 $ 847,317 $ 873,952 $ 907,108 $ 930,281 $ 931,730 $ 959,682 671,238 698,569 672,305 895,276 855,734 872,849 325,315 357,683 394,793 421,495 428,935 437,514 2,643 5,455 15,070 15,000 42,000 - $ 1,846,513 $ 1,935,659 $ 1,989,276 $ 2,262,052 $ 2,2585399 $ 2,270,044 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 4.00 4.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 11.50 11.50 10.50 10.50 10.50 311 2015 2016 $ $ 35,000 7,000 15,000 - $ 15,000 $ 42,000 City of Iowa City Activity Summary Activity: Water Distribution System (730130) Division: Water (730100) $ 676,380 $ 669,959 $ 718,663 $ 786,149 $ Fund: Department: Water (7300) Public Works Services 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Capital Outlay 208,362 256,515 361,981 206,500 500,000 Use Of Money And Property Total Expenditures $ 1,248,509 $ 1,248,942 $ 1,410,846 $ 1,377,978 $ 1,527,193 $ Rents $ - $ 1,000 $ 750 S 1,000 $ 750 S 750 Intergovernmental Fed Intergovnt Rev 2,849 - - - - Disaster Assistance 317 - - - - - Charges For Fees And Services Water Charges 80,239 72,437 77,048 72,437 77,048 77,048 Miscellaneous Sale of Assets - - 11,055 - - - Misc Merchandise 4,384 10,785 5,377 10,785 5,377 5,377 Total Revenues $ 87,789 $ 84,222 $ 94,230 $ 84,222 $ 83,175 $ 83,175 Expenditures Personnel $ 676,380 $ 669,959 $ 718,663 $ 786,149 $ 702,708 $ 723,789 Services 183,895 193,581 219,441 211,089 270,245 275,650 Supplies 179,872 128,887 110,761 174,240 54,240 55,325 Capital Outlay 208,362 256,515 361,981 206,500 500,000 500,000 Total Expenditures $ 1,248,509 $ 1,248,942 $ 1,410,846 $ 1,377,978 $ 1,527,193 $ 1,554,764 Personnel Services - FTE 2012 2013 2014 2015 2016 M. W.II -Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W.- Water Distribution 1.00 1.00 1.00 1.00 1.00 Water Engineer - - - 1.00 1.00 Utilities Technician - Water 1.00 1.00 1.00 - - Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay Water main repairs -contracted improvment Total Capital Outlay 2015 2016 $ 206,500 $ 500,000 $ 206,500 $ 500,000 City of Iowa City kctivity Summan Activity: water t;ustomer Service (/3111411) I-una: water (tjuu) Division: Water (730100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Water Charges Miscellaneous Misc Merchandise Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Customer Service Coord M. W. II -Water Service M. W. III -Water Service M.W. I - Meter Reader M.W. I -Water Customer Service Water Services Clerk Total Personnel Capital Outlay Radio read devices Water Meters Total Capital Outlay $ 339,740 $ 339,100 $ 338,000 $ 339,100 $ 338,000 $ 338,000 751 1,565 3,160 1,565 3,160 3,160 - 15,865 - - - - $ 340,491 $ 356,530 $ 341,160 $ 340,665 $ 341,160 $ 341,160 $ 757,364 $ 758,713 $ 753,876 $ 795,758 $ 805,469 $ 829,633 128,038 130,806 107,787 121,229 118,602 120,974 12,380 12,661 11,665 23,823 21,060 21,481 309,771 197,683 235,930 309,320 205,725 200,000 $ 1,207,553 $ 1,099,863 $ 1,109,258 $ 1,250,130 $ 1,1505856 $ 1,172,088 2012 2013 2014 2015 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.75 1.75 1.75 1.75 1.75 10.75 10.75 10.75 10.75 10.75 aP.l 2015 2016 $ 110,150 $ 20,725 199,170 185,000 $ 309,320 $ 205,725 City of Iowa City kctivity Summan Activity: water vuollc [relations 17suttiuj tuna: water 17suuj Division: Water (730100) Department: Public Works Revenues: Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Public Info/Ed Coord - Pub Wks Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ - $ - $ - $ - $ - S - $ 40,582 $ 40,605 $ 41,926 $ 42,608 $ 43,520 $ 44,826 30,522 26,370 13,521 27,038 13,588 13,860 869 794 277 754 257 262 $ 71,973 $ 67,769 $ 55,724 $ 70,400 $ 57,365 $ 58,948 2012 2013 2014 2015 2016 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Activity Summary Activity: Water Debt Service (730800) Fund: Water (7301) Division: Water (730100) Department: Public Works Revenues: Use Of Money And Property Interest Revenues $ Other Financial Sources Debt Sales Transfers In: Bond Ordinance Transfers In Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected - $ 15 $ - $ - $ - S 4,989,908 - - - - 2,085,268 1,996,115 2,010,315 2,008,715 2,010,716 2,020,178 $ 7,075,176 $ 1,996,130 $ 2,010,315 $ 2,008,715 $ 2,010,716 $ 2,020,178 $ 88 $ 12,810 $ - $ - $ - $ - 2,061,409 7,050,278 1,984,946 1,989,515 1,987,216 1,987,946 $ 2,061,497 $ 7,063,088 $ 1,984,946 $ 1,989,515 $ 1,987,216 $ 1,987,946 Water Revenue Bonds Outstanding Debt Obligation at June 30, 2015 Summary by Individual Issue Fiscal Year Debt Service Payments Debt Paid Principal Issue / Use of Funds Amount of in Full Outstanding FY2015 FY2016 FY2017 is Issue 2008 Water Revenue Refunding 7,115,000 2025 4,920,000 601,925 602,838 602,694 of 1999B Capital Loan Notes 2009 Water Revenue Refunding 9,750,000 2026 7,410,000 847,538 846,338 844,338 of Series 2000 Revenue Bonds 2012C Water Revenue Refunding 4,950,000 2023 4,035,000 540,053 538,040 540,915 of Series 2002 Revenue Bonds otal - Water Revenue Bonds 16,365,000 1,989,515 1,987,215 1,987,946 arzu 421 Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Fiscal Year Principal Payments Interest Total Paid by Water Revenue Principal Outstanding Beginning of Fiscal Year 2016 1,420,000 567,215 1,987,215 1,987,215 16,365,000 2017 1,465,000 522,946 1,987,946 1,987,946 14,945,000 2018 1,520,000 475,903 1,995,903 1,995,903 13,480,000 2019 1,565,000 426,515 1,991,515 1,991,515 11,960,000 2020 1,620,000 374,103 1,994,103 1,994,103 10,395,000 2021 1,680,000 317,571 1,997,571 1,997,571 8,775,000 2022 1,740,000 256,781 1,996,781 1,996,781 7,095,000 2023 1,805,000 191,764 1,996,764 1,996,764 5,355,000 2024 1,325,000 128,847 1,453,847 1,453,847 3,550,000 2025 1,390,000 68,481 1,458,481 1,458,481 2,225,000 2026 835,000 18,788 853,788 853,788 835,000 3,348,913 19, 713,913 19, 713,913 421 $7.115 Million Water Revenue Refunding Capital Loan Notes, Series 2008D: Principal payable 7.1, beginning July 1, 2009; Interest payable 7.1 and 1.1, beginning January 1, 2009. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 1999B in the amount of $7.045 million. Fiscal Year Principal Payments Interest Total Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2016 410,000 192,838 602,838 602,838 4,920,000 3.500% 2017 1 425,000 177,694 602,694 602,694 4,510,000 3.750% 2018 445,000 160,825 605,825 605,825 4,085,000 4.000% 2019 460,000 142,725 602,725 602,725 3,640,000 4.000% 2020 475,000 124,025 599,025 599,025 3,180,000 4.000% 2021 495,000 104,625 599,625 599,625 2,705,000 4.000% 2022 515,000 84,103 599,103 599,103 2,210,000 4.125% 2023 540,000 62,006 602,006 602,006 1,695,000 4.250% 2024 565,000 38,172 603,172 1 603,172 1 1,155, 000 4.375% 2025 1 590,000 1 12,906 602,906 602,906 590,000 4.375% Totals 4,920,000 1,099,919 6,019,919 6,019,919 :::771111J111 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call :15% $9.750 Million Water Revenue Refunding Capital Loan Notes, Series 200913: Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2010. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 2000 in the amount of $9.895 million. Fiscal Year Principal Payments Interest Total Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2016 540,000 306,338 846,338 846,338 7,410,000 4.000% 2017 1 560,000 284,338 844,338 844,338 6,870,000 4.000% 2018 585,000 261,438 846,438 846,438 6,310,000 4.000% 2019 610,000 237,538 847,538 847,538 5,725,000 4.000% 2020 635,000 212,638 847,638 847,638 5,115,000 4.000% 2021 665,000 185,806 850,806 850,806 4,480,000 4.250% 2022 695,000 156,038 851,038 851,038 3,815,000 4.500% 2023 725,000 124,088 849,088 849,088 3,120,000 4.500% 2024 760,000 90,675 850,675 850,675 2,395,000 4.500% 2025 1 800,000 1 55,575 855,575 855,575 1,635,000 4.500% 2026 835,000 18,788 853,788 853,788 835,000 4.500% Totals 7,410,000 1,933,256 9,343,256 9,343,256 Lmmiu- Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call 423 2012 $4.95 Million Water Revenue Refunding Bond, Series 2012C: Principal payable 7-1, beginning July 1, 2013; Interest payable 7-1 and 1-1, beginning January 1, 2013. This bond was issued for the purpose of the current refunding of $5,015,000 of the 2002 Water Revenue Bonds that will be called July 1, 2012 Fiscal YW Payments Principal Outstanding Water Beginning of Coupon Revenue Fiscal Year Rate Principal Interest 2016 470,000 68,040 538,040 538,040 4,035,000 1.500% 2017 480,000 60,915 540,915 540,915 3,565,000 1.500% 2018 490,000 53,640 543,640 543,640 3,085,000 1.500% 2019 495,000 46,253 541,253 541,253 2,595,000 1.500% 2020 510,000 37,440 547,440 547,440 2,100,000 2.000% 2021 520,000 27,140 547,140 547,140 1,590, 000 2.000% 2022 530,000 16,640 546,640 546,640 1,070,000 2.000% 2023 540,000 5,670 545,670 545,670 540,000 2.100% Totals 4,035,000 315,738 4,350,738 4,350,738 Notes due after July 1, 2020 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call 424 Iall :11116y:9d0]111114x8A1111MhiIIU►1I] The Refuse Collection enterprise fund accounts for the activities of the City's curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection fund is operated as a business and is primarily supported by user fees. The Refuse Collection unassigned fund balance on June 30, 2014 was $890,410, a 23.77% increase from FY13. The increase primarily stems from an increase in bulky item and yard waste fees in FY14. In FY13, there was an adjustment upward of $272,859 due to the change in accounting methodology from cash basis to modified accrual basis. The increase primarily represents refuse collection fees receivable at year end. (1) FY15 and FY16 figures are estimates, FY12 is cash basis FY15 fund balance is projected to decrease by 9.98% which includes a proposed refuse fee increase of $.40 per month. The decrease is due to a $100,000 transfer to the capital improvement program for the relocation of the garbage truck washout station to the new public works facility site. The Refuse Collection fund has no restricted or assigned fund balances. Revenue: The Refuse Collection operations are funded primarily by user fees. The following schedule presents current user fees and the current FY15 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The FY16 budget does not propose any changes to refuse collection fees. :Yb1 Current Garbage Collection $11.80 Curbside Recycling per Unit $4.10 :Yb1 Appliance Collection $20.00 Bulky Item Pickup: First item $12.50 Additional items $6.00 Yard Waste: Per bag $1.25 Annual sticker $25.00 Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 1% of Refuse Collection estimated revenue. FY16 revenue is estimated at 1.3% higher than FY15 estimated revenue. FY16 Estimated - $3,057,022 o% ■ Charges for Services ■ AN others Expenditures: The FY16 adopted budget represents a 2.7% increase from FY15 estimated expenditures. The increase is predominantly from increases in landfill charges and the cost to implement a commingled recycling program. Capital outlay costs include the purchase of refuse carts and lids and total only 1 % of the operating budget. FY16 Adopted - $3,088,438 2% 1% ■ Personnel * Services • Supplies 40 ■ Capital Outlay 900 Fund Balance', July 1 Revenues: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out City of Iowa City Refuse Collection (7400) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 461,736 $ 487,466 $ 719,427 $ 890,410 $ 801,587 S 770,171 $ 4,150 $ 5,500 $ 6,325 $ 5,500 $ 6,325 $ 6,325 661 1,131 1,095 1,131 357 357 2,953,846 2,936,096 3,050,189 3,009,096 3,050,190 3,100,190 29 2,309 150 2,255 150 150 $ 2,958,686 $ 2,945,036 $ 3,057,759 $ 3,017,982 $ 3,057,022 $ 3,107,022 $ 509,411 $ 530,439 $ 509,622 $ 514,763 $ 501,735 $ 513,672 1,266,536 1,268,670 1,208,826 1,286,089 1,296,257 1,329,543 338,974 276,988 326,884 303,344 340,582 349,033 633,688 658,437 688,554 728,641 765,233 785,301 184,347 195,400 152,890 173,968 184,631 189,636 2,932,956 2,929,934 2,886,776 3,006,805 3,088,438 3,167,185 - 56,000 - 100,000 - 700,000 - 56,000 - 100,000 - 700,000 Total Expenditures & Transfers Out $ 2,932,956 $ 2,985,934 $ 2,886,776 $ 3,106,805 $ 3,088,438 $ 3,867,185 Fund Balance', June 30 $ 487,466 $ 446,568 $ 890,410 $ 801,587 $ 770,171 $ 10,008 Change in Accounting Method - 272,859 - - - - Adjusted Fund Balance', June 30 487,466 719,427 890,410 801,587 770,171 10,008 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 487,466 $ 719,427 $ 890,410 $ 801,587 $ 770,171 $ 10,008 % of Expenditures 17% 24% 31% 26% 25% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 :11051 NA11M Mole] 4Met Ice] to] UAMil 9Eel Ll6y 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 15,331 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 a 0.33 FTE Streets/Solid Waste Superintendent, an Assistant Superintendent, and a 0.33 FTE Streets/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 14,750 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 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 residents 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 multiple unit 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. :1117 HIGHLIGHTS In fiscal year 2014 Refuse Collection handled: • 9,160 tons of refuse • 1,629 tons of yard waste • 1,496 tons of recycling • 2,251 bulk items from the curbside Recent Accomplishments: • The City replaced its last rear load refuse truck with a fourth fully automated truck. • The City added a small side -load one- man truck to assist collection in smaller confined neighborhoods. The vehicle will allow for implementation of a pilot project to evaluate comingling of recyclables. • Implement recycling pilot program for multifamily complexes/condos larger than a fourplex. Staffing: • 197 appliances from the curbside • 209 electronics from the curbside • 15,331 households serviced weekly Upcoming Challenges: • Acquire additional refuse carts for repairs and new customers. • Continue planning for transferring refuse operations from current location to new public works facility location. • Address staffing requirements as City grows and additional customers come on- line. • Examine opportunities to move towards single stream collection. • Research opportunities to reduce yard waste collection costs. Staffing Level Change Summary: • The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in fiscal year 2015. Half of this position was charged to the Streets Operations and half to Refuse Collection. These duties are currently being filled by temporary staff. • A Maintenance Work II position was eliminated in the fiscal year 2016 budget following a retirement. In lieu of replacing the position, the garbage truck which required two men was replaced with a one-man truck. :Y0] FY2014 FY2015 FY2016 Adopted Total FTE's 19.35 19.35 17.85 Staffing Level Change Summary: • The Senior Clerk/Typist position was eliminated in fiscal year 2016 after becoming vacant in fiscal year 2015. Half of this position was charged to the Streets Operations and half to Refuse Collection. These duties are currently being filled by temporary staff. • A Maintenance Work II position was eliminated in the fiscal year 2016 budget following a retirement. In lieu of replacing the position, the garbage truck which required two men was replaced with a one-man truck. :Y0] Service Level Change Summary: • In the curbside recycling activity, $15,000 was added to conduct a commingled recycling pilot program. Financial Highlights: In fiscal year 2015, $100,000 was transferred to the capital improvement program for the construction of a new washout facility at the new public works facility location. In fiscal year 2017, it is projected that $700,000 will be transferred towards relocating the Refuse Collection shops to the GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing & Healthy Neighborhoods Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. :1911] FY 2011 FY 2012 FY 2013 FY 2014 Residential Refuse Collection Accounts 14,960 15,030 15,177 15,331 Refuse Tonnages 8,969 8,935 8,956.29 9,160.18 Recycling Tonnages 1,471 1,528 1,541.65 1,495.54 Yard Waste Tonnages 1,730 1,638 1,433.38 1,629.29 :1911] White Goods — Scheduled Pickups Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Continue the collection of illegally dumped material on City property and rights of way. Maintain clean and safe neighborhoods. FY 2011 FY 2012 FY 2013 FY 2014 Bulk Items 2,414 2,382 2,323 2,251 Appliances 245 243 193 197 Electronics 191 203 292 209 Tires 20 10 11 21 White Goods Route Total Tonnages 258.76 280.91 253.65 254.17 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Continue the collection of illegally dumped material on City property and rights of way. Maintain clean and safe neighborhoods. 431 FY 2011 FY 2012 FY 2013 FY 2014 Bulk items 34 53 43 38 Appliances 10 9 4 0 Electronics 10 9 13 11 Tires 38 14 6 5 Deer 10 20 27 22 431 Strategic Plan Goal: A Strong Urban Core Department Goal: Continue the collection of illegally dumped material in the Central Business District alleys. Department Objective: Maintain a clean and safe environment for a vibrant Performance Measures: arra FY 2011 FY 2012 FY 2013 FY 2014 Bulk items 53 63 76 77 Appliances 9 12 10 4 Electronics 12 6 6 11 Tires 9 0 0 0 arra City of Iowa City Activity Summary Activity: Refuse Administration (740110) Division: Refuse Collection (740100) Fund: Refuse Collection (7400) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 661 $ 1,131 $ 1,095 $ 1,131 $ 357 S 357 Charges For Fees And Services Refuse Charges 175 200 275 200 275 275 Miscellaneous Other Misc Revenue - - 74 - 74 74 Total Revenues $ 836 $ 1,331 $ 1,444 $ 1,331 $ 706 $ 706 Expenditures: Personnel $ 213,718 $ 213,723 $ 203,577 $ 226,812 $ 190,239 $ 195,946 Services 294,933 315,872 302,958 285,341 309,887 316,085 Supplies 760 844 3,087 2,610 1,609 1,641 Capital Outlay - - - - - - Total Expenditures $ 509,411 $ 530,439 $ 509,622 $ 514,763 $ 501,735 $ 513,672 Personnel Services - FTE 2012 2013 2014 2015 2016 Asst Supt Streets/Solid Waste 1.00 1.00 1.00 1.00 1.00 Clerk/Typist - Solid Waste 1.00 1.00 1.00 1.00 0.50 Supt Streets/Solid Waste 0.35 0.35 0.35 0.35 0.35 Total Personnel 2.35 2.35 2.35 2.35 1.85 433 City of Iowa City 4ctivity Summan Activity: KeTuse operations (14U1zU) I-una: KeTuse aouection (141JU) Division: Refuse Collection (740100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits General Use Permits Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel Capital Outlay Refuse carts and lids Forklift(12 splitwith Streets Division) Total Capital Outlay $ 4,150 $ 5,500 $ 6,325 $ 5,500 $ 6,325 $ 6,325 2,023,519 2,047,890 2,090,029 2,120,890 2,090,030 2,140,030 29 2,266 - 2,255 - - $ 2,027,698 $ 2,055,656 $ 2,096,354 $ 2,128,645 $ 2,096,355 $ 2,146,355 $ 487,832 $ 473,964 $ 448,650 $ 507,345 $ 428,713 $ 441,574 710,962 698,053 728,471 725,900 824,087 840,569 6,497 5,838 7,735 7,844 12,157 12,400 61,245 90,815 23,970 45,000 31,300 35,000 $ 1,266,536 $ 1,268,670 $ 1,208,826 $ 1,286,089 $ 1,296,257 $ 1,329,543 2012 2013 2014 2015 2016 4.00 4.00 3.00 2.00 2.00 4.00 4.00 4.00 4.00 3.00 - - 1.00 1.00 1.00 8.00 8.00 8.00 7.00 6.00 2015 2016 $ 32,500 $ 31,300 12,500 - $ 45,000 $ 31,300 434 City of Iowa City 4ctivity Summan Activity: Tara waste uonection (14u9su) I-una: KeTuse aouection (141JU) Division: Refuse Collection (740100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel fKPiDZIElifFYrRI:1E1i[YY:YZIElifl $ 233,672 $ 153,907 $ 159,250 $ 157,025 $ 163,907 $ 168,824 75,065 105,623 132,921 110,090 136,850 139,587 30,237 17,458 34,713 36,229 39,825 40,622 $ 338,974 $ 276,988 $ 326,884 $ 303,344 $ 340,582 $ 349,033 2012 2013 2014 2015 2016 2.00 2.00 1.00 2.00 2.00 1.00 1.00 - - - 1.00 1.00 - - - 4.00 4.00 1.00 2.00 2.00 Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Refuse Collection (740100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel $ 771,445 $ 751,391 $ 765,814 $ 751,391 $ 765,814 $ 765,814 - 43 - - - - $ 771,445 $ 751,434 $ 765,814 $ 751,391 $ 765,814 $ 765,814 $ 401,583 $ 421,717 $ 430,224 $ 469,045 $ 476,302 $ 490,591 232,105 236,620 246,990 243,442 272,631 278,084 - 100 11,340 16,154 16,300 16,626 $ 633,688 $ 658,437 $ 688,554 $ 728,641 $ 765,233 $ 785,301 2012 2013 2014 2015 2016 5.00 5.00 6.00 6.00 6.00 5.00 5.00 6.00 6.00 6.00 City of Iowa City 4ctivity Summan Activity: wnite GOOas/buiKy collection (141.11 tU) FUna: Ketuse aouection (141.11.1) Division: Refuse Collection (740100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel $ 28,583 $ 21,579 $ 27,147 $ 21,579 $ 27,147 $ 27,147 - - 76 - 76 76 $ 28,583 $ 21,579 $ 27,223 $ 21,579 $ 27,223 $ 27,223 $ 129,978 $ 142,120 $ 101,377 $ 118,586 $ 131,266 $ 135,204 54,369 53,280 51,513 55,382 53,365 54,432 $ 184,347 $ 195,400 $ 152,890 $ 173,968 $ 184,631 $ 189,636 2012 2013 2014 2015 2016 1.00 1.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 :Sid IWil ►1I]aI101U►1I] The Landfill enterprise fund accounts for the business -like operations of the City's municipal landfill and recycling operations. The Landfill fund is primarily supported user fees. The Landfill fund's total fund balance on June 30, 2014 was $24.26 million, a 1.43% decrease from the FY13 year-end fund balance. Of the $24.26 million, $13.7 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance decrease was primarily due to the transfer of funds to the capital improvement program. Also in FY13, an adjustment was made for the conversion from the cash basis method of accounting to the modified accrual basis. This resulted in an adjustment of fund balance upward by $652,943. The increase was primarily due to the insurance recovery receivable pertaining to the landfill fire in 2012. Sa0,00o.000 525,000,000 520,000,000 515,000,000 510,000,000 55,000,000 $0 -$5600,000 FY'12 FM 0 Ass 5]5 560.79 51141173± 70Unassdgsed $6,782,765 0 524,757.6]2 Fund Balance (1) FY14 FY]5FYj6 51941714 .. $],240,626 $1,65B,5N 522423,729 521,171,432 522,399,923 (1) FY14 and FY15 figures are estimates, FY12 are cash basis FY14 unassigned fund balance of $1,841,714 is a $1,982,987 increase over the FY13 unassigned fund balance, which was negative. This change was a result of a reconfiguration and recalculation of the replacement and closure reserves. In FY15, the unassigned fund balance is estimated to decrease $601,088 or 32.6%. This decrease is primarily due to a transfer to the capital improvement program. The Landfill maintains a reserve for the cell replacement. Previously, a flat amount was transferred to the cell replacement reserve annually. Through Engineering, a cost analysis was completed based on the new cell construction to calculate a per -ton cost to open new cells during FY14. Based on the Landfill's tipping rates, we were able to transfer $4.00 per ton to the replacement reserve. Based upon the cell replacement cost figures, we would need $7.79 per ton to properly fund the cell replacement reserves. A Landfill tipping fee increase is budgeted in asrA FY16 of $4.00 per ton. $2.00 per ton is budgeted to go to the cell replacement reserve fund, and the remaining $2.00 per ton will be used to help fund operations (including the East Side Recycling Center), capital outlay, and capital improvements. The Landfill budget for FY16 currently does not include any capital outlay expenditures or capital improvements. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: • Financial Assurance for Closure and Post -Closure: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide for the costs associated with closing the landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimizing infiltration and erosion; and sufficient to provide for the costs related to post -closure requirements. • Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve in the Landfill fund balance is reserved for these uses and is not accessible for other City projects. The Landfill will have estimated restricted fund balances of $14.28 million at the end of FY16 in accordance with State laws. The Landfill fund has several outstanding inter -fund loans. Over the past two years, the Landfill has called most of its inter -fund loans due to the fire event in the FY09 cell. The following loans are expected to remain outstanding at the end of fiscal year 2015: Principal Acquis. Final Outstanding As Total Loan Date Loan Amount Payment of 6130115 Payment Principal Interest und: Court Street Daycare 6/30/2005 $ 400,000 2016 $ 29,651 $ 29,975 $ 29,651 $ 324 Revenue Bond Defeasance 11/1/2014 Total inter -fund loans $ 2,495,350 2024 $ 2,350,969 $289,143 $221,437 $67 $ 2,895,350 $ 2,380,620 $319,118 $251,088 $68 :1917 The Landfill is primarily supported by user fees. The major fees charged are summarized as follows: Current Budgeted Iowa City residents: $38.50 per ton $42.50 per ton Non -Iowa City residents: $43.50 per ton $47.50 per ton ($3 for load less than 160 lbs.; approx. $0.50 for each 20 Ib. increment over 160) There is a budgeted tipping fee increase in FY16 of $4.00 per ton for both Iowa City and non - Iowa City residents. This is expected to generate additional revenue of approximately $480,000 per year. Revenue: FY16 Estimated - $5,833,264 2%1% ■landfill c Rehrse Charge,tor Services ■ Use of Money C Property a Misc Revernie Landfill charges of $5,269,970 and Refuse charges of $392,531 comprise approximately 97% of the landfill's revenue. Total revenues are estimated to increase by 9.3% from FY15 to FY16 due to the budgeted tipping fee increase. as1*: Expenditures: FY16 Adopted - $4,437,980 ■Personnel ■ services a supplies ■ Capital Ovday FY16 budgeted expenditures represent a .6% decrease from the FY15 amended budget. This decrease is primarily due to land acquisition that took place in FY15. The Landfill fund FY16 budget does not include any capital outlays or transfers for capital improvements. FY15 Rates Iowa City Community Compost(per ton $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor <18", includes peripherals) $10 TV or monitor (>_ 18", includes peripherals) $15 Bulk electronic waste (with no TV or monitor $2 per item There is a budgeted tipping fee increase in FY16 of $4.00 per ton for both Iowa City and non - Iowa City residents. This is expected to generate additional revenue of approximately $480,000 per year. Revenue: FY16 Estimated - $5,833,264 2%1% ■landfill c Rehrse Charge,tor Services ■ Use of Money C Property a Misc Revernie Landfill charges of $5,269,970 and Refuse charges of $392,531 comprise approximately 97% of the landfill's revenue. Total revenues are estimated to increase by 9.3% from FY15 to FY16 due to the budgeted tipping fee increase. as1*: Expenditures: FY16 Adopted - $4,437,980 ■Personnel ■ services a supplies ■ Capital Ovday FY16 budgeted expenditures represent a .6% decrease from the FY15 amended budget. This decrease is primarily due to land acquisition that took place in FY15. The Landfill fund FY16 budget does not include any capital outlays or transfers for capital improvements. City of Iowa City Landfill (7500 - 7504) Fund Summary 'Fund Balance is Cash Balance for 2012 and July 1, 2013 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 24,169,947 $ 22,343,555 $ 24,616,339 $ 24,265,434 $ 22,412,058 $ 24,058,430 Revenues: Use Of Money And Property Interest Revenues $ 170,245 $ 114,833 $ 49,537 $ 119,484 $ 69,207 $ 61,963 Rents 40,711 25,311 50,245 50,118 50,245 50,245 Intergovernmental Other State Grants 10,425 (210,815) 12,242 - - - Charges For Fees And Services Refuse Charges 433,607 383,760 392,531 383,760 392,531 392,531 Landfill Charges 4,778,585 4,733,705 4,967,453 4,733,705 5,269,970 5,269,970 Miscellaneous Contrib & Donations 250 400 713 - - - Misc Merchandise 23,105 19,376 20,219 19,376 20,219 20,219 Other Misc Revenue 25,059 29,133 35,541 30,210 31,092 31,092 Other Financial Sources Sale Of Assets 6,660 - - - - - Sub -Total Revenues 5,488,647 5,095,703 5,528,481 5,336,653 5,833,264 5,826,020 Transferin: Interfund Loans 1,410,603 2,795,347 235,836 712,686 251,088 228,357 Misc Transfers In - - 6,421,324 747,087 825,327 825,327 Sub -Total Transfers In 1,410,603 2,795,347 6,657,160 1,459,773 1,076,415 1,053,684 Total Revenues & Transfers In $ 6,899,250 $ 7,891,050 $ 12,185,641 $ 6,796,427 $ 6,909,679 $ 6,879,704 Expenditures: Landfill Administration $ 739,412 $ 647,597 $ 736,362 $ 664,752 $ 810,504 $ 828,917 Landfill Operations 3,483,600 3,402,742 3,486,272 3,588,235 3,532,583 3,614,900 Landfill Replacement Reserves - - - 370,000 - - Solid Waste Surcharge Reserve 87,800 92,546 91,666 99,379 94,893 97,387 Sub -Total Expenditures 4,310,812 4,142,885 4,314,300 4,722,366 4,437,980 4,541,203 Transfers Out: Capital Project Funding 3,532,608 2,128,324 1,800,922 685,000 - - Misc Transfers Out - - 6,421,324 747,087 825,327 825,327 Interfund Loan 882,222 - - 2,495,350 - - Sub -Total Transfers Out 4,414,830 2,128,324 8,222,246 3,927,437 825,327 825,327 Total Expenditures & Transfers Out $ 8,725,642 $ 6,271,209 $ 12,536,546 $ 8,649,803 $ 5,263,307 $ 5,366,530 Fund Balance', June 30 $ 22,343,555 $ 23,963,396 $ 24,265,434 $ 22,412,058 $ 24,058,430 $ 25,571,603 Change in Accounting Method - 652,943 - - - - Adjusted Fund Balance', June 30 22,343,555 24,616,339 24,265,434 22,412,058 24,058,430 25,571,603 Restricted / Committed /Assigned 15,560,790 24,757,612 22,423,720 21,171,432 22,399,923 23,595,947 Unassigned Balance $ 6,782,765 $ (141,273) $ 1,841,714 $ 1,240,626 $ 1,658,506 $ 1,975,657 % of Expenditures 78% -2% 15% 14% 32% 37% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 Wil IQa14Ito] UA0A9Eel 1.01 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 115,000 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. 441 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. HIGHLIGHTS • 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 Three drop-off sites collect about 700 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: • The landfill was accepted as a DNR Environmental Management System, setting goals for continuous progress in designated environmental program areas. • The landfill completed construction of a shingle recycling area that will be running as of spring 2015. • Construction was completed on the reconstruction of the cell that was destroyed by fire in 2012 and insurance settlement was finalized. • Eco Iowa City has been established as an integrated solid waste public education program. Staffing: Upcoming Challenges: • To develop a recycling program for multi -family residences. • Drawing public and private organizations toward the adoption and implementation of sustainability as a guiding principle for community wide activities. • Implementation of a landfill gas to heat system for landfill buildings. MIK FY2014 FY2015 FY2016 Adopted Total FTE's 16.50 16.50 15.50 MIK Staffing Level Change Summary: During fiscal year 2015, the Sustainability Coordinator position was transferred to the General Fund under a new activity called Sustainability Services that is in the Neighborhood & Development Services department. This new activity has been included with other administrative functions to be charged back to the various Enterprise Funds that receive services from this position including the Landfill Fund. Service Level Change Summary: The Sustainability Services activities were moved to the General Fund under the Neighborhood & Development Services department. Financial Highlights: There is no capital outlay or capital improvement expenditures budgeted in fiscal year 2016. The fund does include a $4.00 per ton increase in its tipping fees for fiscal year 2016. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Provide innovative and cost-effective services for residents that divert material from the landfill Department Objective: Provide residents with convenient and efficient recycling opportunities Performance Measures: Tons of Solid Waste Landfilled FY 2011 FY 2012 FY 2013 FY 2014 116,954 111,790 112,104 115,642 Organics (Food Waste) Tons Diverted to Composting FY 2011 FY 2012 FY 2013 FY 2014 59 192 246 484 443 Recycling Drop Site Tons Collected FY 2011 FY 2012 FY 2013 FY 2014 569 661 762 723 Amount (%) of All Solid Waste Recycled FY 2011 FY 2012 FY 2013 FY 2014 8.2% 13.6% 12.2% 14.0% 444 City of Iowa City kctivity Summan Division: Landfill (750100) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 16,640 $ 35,949 $ 13,202 $ 35,949 $ - S - Miscellaneous Other Misc Revenue 665 509 - 509 - - Other Financial Sources Sale of Assets 6,660 - - - - - Total Revenues $ 23,965 $ 36,458 $ 13,202 $ 36,458 $ - $ - Expenditures: Personnel $ 177,081 $ 184,193 $ 164,977 $ 201,007 $ 220,296 $ 226,905 Services 560,520 462,615 570,789 462,803 589,306 601,092 Supplies 1,811 789 596 942 902 920 Capital Outlay - - - - - - Total Expenditures $ 739,412 $ 647,597 $ 736,362 $ 664,752 $ 810,504 $ 828,917 Personnel Services - FTE 2012 2013 2014 2015 2016 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Wastewater 0.50 0.50 0.50 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 0.50 Total Personnel 2.00 2.00 2.00 2.00 2.00 :1ml City of Iowa City kctivity Summan Division: Landfill (750100) (210,815) 12,242 - Department: Public Works 433,607 383,760 392,531 383,760 392,531 392,531 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budoet Protected Revenues: Use Of Money And Property Interest Revenues Rents Intergovernmental Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Environmental Coord/Landfill Landfill Operator M.W. I - Landfill M.W. II - Eastside Recycling M.W. III - Landfill Recycle Clerk - Landfill Recycling Coordinator Scalehouse Operator Sr. Engineer Sr. M.W. - Landfill Total Personnel Capital Outlay Contracted Improvements Landscaping Monitoring Instruments Roll off containers Total Capital Outlay $ 9,870 $ 25,973 $ 1,177 $ 1,166 $ 1,177 $ 1,177 40,711 25,311 50,245 50,118 50,245 50,245 10,425 (210,815) 12,242 - - - 433,607 383,760 392,531 383,760 392,531 392,531 3,793,814 3,753,129 4,788,513 4,563,407 5,091,030 5,091,030 250 400 713 - - - 23,105 19,376 20,219 19,376 20,219 20,219 24,394 28,624 35,541 29,701 31,092 31,092 $ 4,336,176 $ 4,025,758 $ 5,301,181 $ 5,047,528 $ 5,586,294 $ 5,586,294 $ 983,076 $ 1,001,389 $ 1,088,149 $ 1,083,624 $ 1,166,518 $ 1,201,514 2,300,910 2,224,688 2,192,243 2,144,397 2,214,924 2,259,222 160,735 96,481 179,799 156,342 151,141 154,164 38,879 80,184 26,081 203,872 - - $ 3,483,600 $ 3,402,742 $ 3,486,272 $ 3,588,235 $ 3,532,583 $ 3,617900 2012 2013 2014 2015 2016 1.00 1.00 1.00 - - 6.00 6.00 5.00 5.00 5.00 1.00 1.00 - - - - - 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 0.25 0.25 0.25 0.25 0.25 1.50 1.50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 14.75 14.75 13.75 12.75 12.75 2015 2016 $ 173,872 $ - 5,000 - 10,000 - 15,000 - $ 203,872 $ City of Iowa City kctivity Summar Division: Landfill (750100) Department: Public Works Expenditures: Capital Outlay $ - $ - $ - $ 370,000 $ - $ - Total Expenditures $ - $ - $ - $ 370,000 $ - $ - Transfers Out: Capital Project Fund $ - $ - $ 300,000 $ - $ - $ - InterFund Loan - Disbursed to Other Funds 882,222 1,823,926 - 2,495,350 - - Total Transfers Out $ 882,222 $ 1,823,926 $ 300,000 $ 2,495,350 $ - $ - Activity Summary Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7502) Division: Landfill (750100) Department: Public Works Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 S 178,940 $ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 $ 178,940 $ 53,036 $ 54,328 $ 56,333 $ 62,981 $ 59,569 $ 61,356 34,482 38,218 35,324 36,398 35,324 36,030 282 - 9 - - - $ 87,800 $ 92,546 $ 91,666 $ 99,379 $ 94,893 $ 97,387 2012 2013 2014 2015 2016 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues $ 143,735 $ 52,911 $ 35,158 $ 82,369 $ 68,030 $ 60,786 Other Financial Sources Transfer In from Landfill Operations 500,000 500,000 463,289 448,028 707,423 707,423 Interfund Loans 732,507 2,795,347 235,836 712,686 251,088 228,357 Total Revenues & Transfers In $ 1,376,242 $ 3,348,258 $ 734,283 $ 1,243,084 $ 1,026,541 $ 996,566 Expenditures: Capital Outlay $ - $ - $ - $ 370,000 $ - $ - Total Expenditures $ - $ - $ - $ 370,000 $ - $ - Transfers Out: Capital Project Fund $ - $ - $ 300,000 $ - $ - $ - InterFund Loan - Disbursed to Other Funds 882,222 1,823,926 - 2,495,350 - - Total Transfers Out $ 882,222 $ 1,823,926 $ 300,000 $ 2,495,350 $ - $ - Activity Summary Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7502) Division: Landfill (750100) Department: Public Works Revenues: Charges For Fees And Services Landfill Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 S 178,940 $ 176,213 $ 170,298 $ 178,940 $ 170,298 $ 178,940 $ 178,940 $ 53,036 $ 54,328 $ 56,333 $ 62,981 $ 59,569 $ 61,356 34,482 38,218 35,324 36,398 35,324 36,030 282 - 9 - - - $ 87,800 $ 92,546 $ 91,666 $ 99,379 $ 94,893 $ 97,387 2012 2013 2014 2015 2016 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 City of Iowa City Activitv Summar Division: Landfill (750100) Department: Public Works Revenues: Other Financial Sources Transfer In from Landfill Operations Total Revenues Transfers Out: Landfill Operations Total Expenditures 2012 2013 2014 2015 2016 Actual Actual Actual Revised Buda, 2017 $ 808,558 $ 810,278 $ 2,551,272 $ 299,059 $ 117,904 $ 117,904 $ 808.558 $ 810.278 $ 2.551.272 $ 299.059 $ 117.904 $ 117.904 $ - $ - $ 5,406,721 $ - $ - $ - $ - $ - $ 5,406,721 $ - $ - $ - :[[7 MIall1i1:i9111►II7 The Airport fund accounts for the operations of the municipal airport operations. The Airport is managed as a business -like operation, however, is subsidized by the City's General fund. The Airport fund's fund balance on June 30, 2014 was $430,344, a 44.2% increase over the FY2013 year-end fund balance. The increase in fund balance was primarily the result of the sale of lots in the Airport North Commerce Park. An adjustment was made in FY13 for the change from cash basis accounting to modified accrual basis of accounting. This resulted in a decrease in fund balance of $14,399 primarily due to contracts and accounts payable. In FY15, fund balance is estimated to increase to $631,782 or 46.8% and is then projected to remain flat in FY16. The FY15 increase in fund balance is also anticipated from the continued sale of Commerce Park lots. It is anticipated that all of the Airport commercial lots will be sold prior to the end of FY15. (1) FY15 and FY16 figures are estimates, FY12 is cash basis The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport. At June 30, 2015, the Airport fund is expected to have repaid all of its outstanding inter -fund loans with the Landfill fund. A summary of the anticipated internal loan activity is as follows: Principal Principal Outstanding Outstanding Final As of Total As of Loan RATE Payment 6130114 Payment Principal Interest 6130115 UI Hangar #3436-560300 4.00% 2030 $338,798.84 $348,821.27 $338,798.84 $10,022.43 $ 0.00 F: Corp. Hangar #37330 4.00% 2034 $340,346.08 $347,848.31 $340,346.08 $7,502.23 $ 0.00 Total due Landfill $679,144.92 $696,669.58 $679,144.92 $17,524.66 $ 0.00 Revenue: For FY16, 92% of Airport fund revenue is provided through rentals of airport property. In addition to the revenue presented in the chart below, the general fund will provide a subsidy to the Airport in FY16. General fund property tax subsidy for operations has been reduced to $21,929 in FY16, a reduction of 67.9% from FY15. A transfer of $100,000 was added from the General Fund to the Airport Fund in FY16 to fund the Airport's capital improvement program. This transfer was added in lieu of using General Obligation bonds to fund Airport capital improvements. The Airport's self -generated revenues have been very stable and consistent. FY16 Estimated - $324,100 oro ■ Rents ■ Interest Revenue ■ Royalties & Co nniissions Expenditures: In the FY16 adopted budget, operating expenditures decrease from the FY15 budget by 3.4% to $346,072. This increase reflects a decrease in loan interest expense and a reduction in its capital outlay from $40,000 to $33,500. Capital outlay is budgeted for unspecified capital improvements at the airport facilities. FY16 Adopted - $346,072 1% ■ Personnel ■ Services ■ Supplies ■ Capital Outlay Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Miscellaneous Contrib & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues City of Iowa City Airport (7600) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 580,651 $ 676,370 $ 298,497 $ 430,344 $ 631,782 S 617,739 $ 1,314 $ 1,236 $ (578) $ 1,314 $ - $ - 282,023 289,305 300,491 295,647 298,000 298,000 24,248 24,696 27,049 25,130 26,100 26,100 28,410 3,156 110 400,747 336,936 212,505 799,393 - - 711,488 652,283 567,877 1,121,484 324,100 324,100 Transfers In: Transfer In from General Fund - Subsidy 100,000 100,000 72,342 68,415 121,929 125,450 Sub -Total Transfers In 100,000 100,000 72,342 68,415 121,929 125,450 Total Revenues & Other Financing Sources $ 811,488 $ 752,283 $ 640,219 $ 1,189,899 $ 446,029 $ 449,550 Expenditures: Airport Operations $ 330,776 $ 321,256 $ 363,552 $ 358,380 $ 346,072 $ 349,550 Sub -Total Expenditures 330,776 321,256 363,552 358,380 346,072 349,550 Transfers Out: Capital Project Fund 49,594 503,369 (35,693) 117,955 114,000 165,490 Operating Subsidy - General Fund 11,517 11,892 - - - - InterFund Loan Repay Principal - Landfill 323,882 279,240 180,513 512,126 - - Sub -Total Transfers Out 384,993 794,501 144,820 630,081 114,000 165,490 Total Expenditures & Transfers Out $ 715,769 $ 1,115,757 $ 508,372 $ 988,461 $ 460,072 $ 515,040 Fund Balance', June 30 $ 676,370 $ 312,896 $ 430,344 $ 631,782 $ 617,739 $ 552,249 Change in Accounting Method - (14,399) - - - - Adjusted Fund Balance', June 30 676,370 298,497 430,344 631,782 617,739 552,249 Restricted / Committed /Assigned 8,687 100,000 100,000 100,000 100,000 100,000 Unassigned Balance $ 667,683 $ 198,497 $ 330,344 $ 531,782 $ 517,739 $ 452,249 % of Expenditures 93% 18% 65% 54% 113% 88% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 451 Ie110101:4Ito] U A Mil Eel 1.01 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 $21.7 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 hosted Fly Iowa 2014, a statewide aviation event, and the annual SERTOMA fly- in/drive-in pancake breakfast and car show • 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. • Replacement of Terminal Building 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. :1W FY2014 FY2015 FY2016 Adopted Total FTE's 1.0 1.0 1.0 :1W Staffing Level Change Summary: No staffing changes are planned for fiscal year 2016. Service Level Change Summary: No major service level changes are planned for fiscal year 2016. Financial Highlights: The Airport has completed the sale of its final remaining commercial lots during fiscal year 2015. This has allowed the Airport to pay off all its outstanding loans to the Landfill Fund. The Airport has no inter -fund loan payments scheduled in fiscal year 2016. The General Fund subsidy to the Airport increased to $121,929 in fiscal year 2016. The General Fund had pledged $100,000 per year by Council resolution for Airport capital projects, and this was done previously through GO Bond funding. Starting in 2016, the transfer represents $21,929 for the operating subsidy and $100,000 for capital projects. This will eliminate GO Bond funding for Airport projects, and the Airport will fund its own capital improvement program. Fiscal year 2016 includes an $114,000 transfer to the Capital Project Funds for airfield pavement rehabilitation and a hangar door replacement. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for $1,462,780 airport operations and improvements; increase revenue FY 2011 generated by airport operations. Department Objective: Accelerate loan repayments through the sale of airport $376,500 land for development $336,936 Annual review of hangar rates to maximize revenue Performance Measures: Revenue Generated through Airport Land Sales Outstanding Loan Balance FY 2011 FY 2012 FY 2013 FY 2014 $1,462,780 $1,138,898 FY 2011 FY 2012 FY 2013 FY 2014 $376,500 $400,000 $336,936 $212,505 Outstanding Loan Balance FY 2011 FY 2012 FY 2013 FY 2014 $1,462,780 $1,138,898 $859,658 $679,145 453 Inter -Fund Loan Repayments Note: 70% of land sale revenue is directed to inter -fund loan repayments Hangar Rental Revenue Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2011 FY 2011 FY 2012 FY 2013 FY 2014 Principal $42,317 $323,882 $279,240 $180,513 Interest $59,442 $57,877 $39,464 $32,834 Note: 70% of land sale revenue is directed to inter -fund loan repayments Hangar Rental Revenue Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: FY 2011 FY 2012 FY 2013 FY 2014 $235,283 $238,266 $243,658 $250,383 Strategic Economic Development Activities Increase the usefulness of the Airport for economic development. On an annual basis, track the number of flights by type Allow for privately funded hangar construction Fuel Flowage, as a Proxy for Airport Activity Based Aircraft (Number of Aircraft Based at 1O11V) FY 2011 FY 2011 FY 2012 FY 2013 FY 2014 Jet Fuel Sold 111,426 153,525 165,644 202,307 Av Gas Sold 67,799 70,989 63,339 74,097 Total Gallons Sold 179,225 224,514 228,983 276,404 Based Aircraft (Number of Aircraft Based at 1O11V) FY 2011 FY 2012 FY 2013 FY 2014 84 84 85 85 454 City of Iowa City Activity Summary Activity: Airport Operations (850110) Division: Airport Operations (850100) Fund: Airport (7600) Department: Airport 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 1,314 $ 1,236 $ (578) $ 1,314 $ - $ - Rents 282,023 289,305 300,491 295,647 298,000 298,000 Royalties & Commiss 24,248 24,696 27,049 25,130 26,100 26,100 Miscellaneous Contrib & Donations - - 28,410 - - - Other Misc Revenue 3,156 110 - - - - Other Financial Sources Sale Of Assets 400,747 336,936 212,505 799,393 - - Transfers In: Transfer In from General Fund - Subsidy 100,000 100,000 72,342 68,415 121,929 - Total Revenues & Transfers In $ 811,488 $ 752,283 $ 640,219 $ 1,189,899 $ 446,029 $ 324,100 Expenditures: Personnel $ 47,181 $ 64,264 $ 68,450 $ 70,179 $ 72,625 $ 74,804 Services 242,040 232,752 286,166 243,607 235,601 240,313 Supplies 7,718 5,342 4,221 4,594 4,346 4,433 Capital Outlay 33,837 18,898 4,715 40,000 33,500 30,000 Total Expenditures $ 330,776 $ 321,256 $ 363,552 $ 358,380 $ 346,072 $ 349,550 Personnel Services - FTE 2012 2013 2014 2015 2016 Airport Operations Specialist 0.75 1.00 1.00 1.00 1.00 M.W.I- Airport 1.00 - - - - Total Personnel 1.75 1.00 1.00 1.00 1.00 Capital Outlay 2015 2016 Life Cycle Rehabilitation $ 40,000 $ 33,500 Total Capital Outlay $ 40,000 $ 33,500 :I&w 6�to] NMRVitIAIAaM001Ew AMIA►1911111►111] The Storm Water Management enterprise fund accounts for the activities of the City's storm water utility. The Storm Water Management fund's fund balance on June 30, 2014 was $1,342,320 a 73.63% increase from the previous year. In FY13, the ending fund balance was adjusted upward by $77,172 for the change in accounting method from cash basis to modified accrual basis. This increase primarily represents storm water fees receivable at year end. FY15 fund balance is estimated to increase 33.25% over the previous year to $1,788,688. This is due to increases in the storm water utility fees. FY16 projected fund balance represents an 8.11% decrease over the FY15 estimated year-end balance at $1,643,602. This is primarily due to a $500,000 transfer to the Capital Projects Fund. (1) FY15 and FY16 figures are estimates, FY12 is cash basis Revenue: Nearly 100% of the Storm Water fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 1% of Storm Water revenue. Annual utility rate increases were recommended for FY12-FY14. In FY14, the Equivalent Residential Unit (ERU) increased from $3.00/month to $3.50/month. No rate increases are planned for FY16 or FY17. FY16 Estimated -$1,140,978 0%0% ■ Charges for Services •Interest ■ MiscReveme M11 Fund Balance (1) $2.O�i0.00ii — 11.^000.000 - $Ltinn.nnu — $1,400.000 $1.200,000 $1,000,000 I $800,600 $600,000 $400,906 $200,000 $0 FY12 FY13 FY14 FY15 FY16 ■Unassigned 5744906 5773,102 51.342,326 $1.788,688' 31,643,602 (1) FY15 and FY16 figures are estimates, FY12 is cash basis Revenue: Nearly 100% of the Storm Water fund's operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 1% of Storm Water revenue. Annual utility rate increases were recommended for FY12-FY14. In FY14, the Equivalent Residential Unit (ERU) increased from $3.00/month to $3.50/month. No rate increases are planned for FY16 or FY17. FY16 Estimated -$1,140,978 0%0% ■ Charges for Services •Interest ■ MiscReveme M11 Expenditures: FY16 adopted expenditures represent an 11.3% increase from FY15 estimated expenditures. The increase is primarily attributed to increases in intra -city chargebacks and other service expenditures. FY16 capital outlay includes $240,000 for storm sewer maintenance projects. 50% of a new Project Support Assistant was added to the Storm Water budget in fiscal year 2015. This position is split between the Storm Water, Water, and Wastewater funds. FY16 Adopted - $786,064 ■ Persoun el ■ services ■Supplies 0%1111 ■ Capital Outlay :1M City of Iowa City Storm Water Management (7700) Fund Summary Fund Balance*, June 30 $ 742,906 $ 2012 $ 1,342,320 2013 2014 1,224,839 2015 - 2016 - 2017 - - Actual 742,906 Actual Actual 1,788,688 Revised 1,224,839 Budget - Projected Fund Balance*, July 1 $ 664,830 $ 742,906 $ 773,102 $ 1,342,320 $ 1,788,688 S 1,643,602 Revenues: 76% 253% 237% 128% 79% Use Of Money And Property Interest Revenues $ 1,231 $ 1,919 $ 2,300 $ 1,919 $ 834 $ 834 Intergovernmental Disaster Assistance - - 254 - - - Other State Grants - - 3,542 - - - Charges For Fees And Services Building & Devlpmt - - 10,704 - - - Storm Water Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000 Miscellaneous Printed Materials - - 25 240 - - Other Misc Revenue 629 514 144 162 144 144 Total Revenues $ 787,310 $ 972,369 $ 1,099,702 $ 1,202,321 $ 1,140,978 $ 1,140,978 Expenditures: Storm Water Operations $ 605,146 $ 695,405 $ 482,255 $ 705,953 $ 786,064 $ 859,741 Sub -Total Expenditures 605,146 695,405 482,255 705,953 786,064 859,741 Transfers Out: Capital Project Fund 104,088 323,940 48,229 50,000 500,000 700,000 Sub -Total Transfers Out 104,088 323,940 48,229 50,000 500,000 700,000 Total Expenditures & Transfers Out $ 709,234 $ 1,019,345 $ 530,484 $ 755,953 $ 1,286,064 $ 1,559,741 Fund Balance*, June 30 $ 742,906 $ 695,930 $ 1,342,320 $ 1,788,688 $ 1,643,602 $ 1,224,839 Change in Accounting Method - 77,172 - - - - Adjusted Fund Balance*, June 30 742,906 773,102 1,342,320 1,788,688 1,643,602 1,224,839 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 742,906 $ 773,102 $ 1,342,320 $ 1,788,688 $ 1,643,602 $ 1,224,839 % of Expenditures 105% 76% 253% 237% 128% 79% *Fund Balance is Cash Balance for 2012 and July 1, 2013 :617 63to] NLVA DiTIAIAMLVA /iUFiTC]ALVA IALl III Ito] UA:LA9Eel Llly The Iowa City Storm water 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 storm water 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 storm water 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 Storm water Management Program is administered by the Engineering division of the Public Works Department. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses. • Volunteers logged 4,439 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in 2013. • Volunteers had an opportunity to participate in 34 events in 2013. Staffing: Staffing Level Change Summary: 50% of a Project Support Assistant position in Storm Water operations was added in fiscal year 2015. :1 MY] FY2014 FY2015 FY2016 Adopted Total FTE's 2.10 2.60 2.60 Staffing Level Change Summary: 50% of a Project Support Assistant position in Storm Water operations was added in fiscal year 2015. :1 MY] Service Level Change Summary: There are no service level changes for fiscal year 2016 Financial Highlights: The Storm Water fund includes a transfer of $500,000 to the Capital Project Funds in fiscal year 2016 for design of the Normandy Drive and Stevens Drive storm sewer improvements and for the Idyllwild Storm Water Drainage diversion project. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Strategic Economic Development Activities Continue the investment and reinvestment in Best Management Practices. Provide plan review and inspection of Best Management Practices for stormwater quality improvements. Stormwater Quality BMP — Grant Applications Creek Maintenance — Grant Applications FY 2011 FY 2012 FY 2013 FY 2014 Number Funded 11 10 13 7 Amount $25,000 $48,000 $36,000 $51,431 Creek Maintenance — Grant Applications :1 RX FY 2011 FY 2012 FY 2013 FY 2014 Number Funded 7 7 4 2 Amount $53,000 $50,000 $20,000 $12,069 :1 RX Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods & Enhanced Communication and Marketing Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. Stormwater Volunteer Program * amount is calculated using FEMA's Volunteer Rate of $16.25/hour ** amount is calculated using FEMA's 2013 Volunteer Rate of 17.55/hour :r..1 CY 2010 CY 2011 CY 2012 CY 2013 Events 15 15 31 34 Volunteers 410 435 1,171 1,341 Volunteer Hours 1,422 1,868 3,300 4,439 Value $23,108* $30,355* $53,625* $77,904** * amount is calculated using FEMA's Volunteer Rate of $16.25/hour ** amount is calculated using FEMA's 2013 Volunteer Rate of 17.55/hour :r..1 City of Iowa City Activity Summary Activity: Storm Water Operations (770110) Division: Storm Water (770100) Fund: Storm Water Management (7700) Department: Public Works 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 1,231 $ 1,919 $ 2,300 $ 1,919 $ 834 S 834 Intergovernmental Disaster Assistance - - 254 - - - Other State Grants - - 3,542 - - - Charges For Fees And Services Building & Devlpmt - - 10,704 - - - Storm Water Charges 785,450 969,936 1,082,733 1,200,000 1,140,000 1,140,000 Miscellaneous Printed Materials - - 25 240 - - Other Misc Revenue 629 514 144 162 144 144 Total Revenues $ 787,310 $ 972,369 $ 1,099,702 $ 1,202,321 $ 1,140,978 $ 1,140,978 Expenditures: Personnel $ 208,503 $ 198,736 $ 149,359 $ 257,102 $ 275,621 $ 283,890 Services 256,999 198,578 244,600 206,588 267,925 273,284 Supplies 2,118 2,559 2,092 2,263 2,518 2,568 Capital Outlay 137,526 295,532 86,204 240,000 240,000 300,000 Total Expenditures $ 605,146 $ 695,405 $ 482,255 $ 705,953 $ 786,064 $ 859,741 Personnel Services - FTE 2012 2013 2014 2015 2016 M.W. III -Wastewater Collection 0.20 0.20 0.20 0.20 0.20 Mw II -Wastewater Treatment Plant 0.30 0.30 0.30 0.30 0.30 Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 0.10 0.10 0.10 Project Support Assistant - - - 0.50 0.50 Total Personnel 2.10 2.10 2.10 2.60 2.60 Capital Outlay 2015 2016 Storm Sewer Maintenance $ 200,000 $ 240,000 Sump Pump Discharge Tiles 40,000 - Total Capital Outlay $ 240,000 $ 240,000 :1"➢ CNi1:11:09A4:LTJ 1.1107LlIto] LlI W The Cable Television enterprise fund accounts for the City's cable television administration and the City's media production unit. The fund's activities are primarily supported by City franchise fees collected by the City's primary cable television operator, Mediacom. The fund also accounts for the equipment replacement activities of the media production unit. The Cable Television fund's total fund balance on June 30, 2014 was just over $1.56 million, an 11.5% or $206,633 decrease over the previous year. FY15 year-end total fund balance is estimated to be a 4.28% or $66,748 decrease over FY14. In FY13, an adjustment was made to convert from the cash basis accounting method to the modified accrual basis method. This change resulted in an upward adjustment in fund balance of $56,487 primarily due to franchise fees that were receivable at year end. The FY14 revised budget included a transfer to the capital projects fund for the City Council chambers video camera and remodel project of $180,000. In FY16 projected balance is expected to decrease to $0 due to the transfer of the Cable Television fund activities to the General Fund. Fund Balance (1) $1.600,000 $iaoo,oa0 $1,200,000 $1,000,000 $800.000 1600,000 $400.000 y200.000 $0 FY72FV13 FV14 M5 FV16 ■Unmftned $1,367,272 $1,521;831 $1,406,118 2,314,370 $0 (1) FY15 figures are estimates, FY12 is cash basis, FY16 activities moved to the General Fund The Cable Television Fund estimated equipment reserve fund balance and unassigned fund balance totaling $1,491,974 will be transferred to the General Fund at the start of FY16. :1"1 City of Iowa City Cable Television (7800 - 7801) Fund Summary 'Fund Balance is Cash Balance for 2012 and July 1, 2013 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 1,507,873 $ 1,597,031 $ 1,765,355 $ 1,558,722 $ 1,491,974 S - Revenues: Licenses And Permits Franchise Fees $ 820,285 $ 821,183 $ 773,019 $ 679,174 $ - S Use Of Money And Property Interest Revenues 3,101 5,357 2,719 5,357 - - Miscellaneous Other Misc Revenue 131 3,048 170 3,049 - - Other Financial Sources Sale Of Assets 332 49 - - - - Sub -Total Revenues 823,849 829,637 775,908 687,580 - - Transfers In: Transfer Into Equip Reserve from Oper. 25,000 11,500 25,000 25,000 - - Misc Transfers In - - - - - - Sub -Total Transfers In 25,000 11,500 25,000 25,000 - - Total Revenues & Transfers In $ 848,849 $ 841,137 $ 800,908 $ 712,580 $ - $ - Expenditures: Cable Administration $ 679,691 $ 662,800 $ 747,541 $ 699,328 $ - $ - Cable Reserves - - - - - - Sub -Total Expenditures 679,691 662,800 747,541 699,328 - - Transfers Out: Capital Projects Fund - - 180,000 - - - OperatingSubsidy- General Fund 55,000 55,000 55,000 55,000 - - Transfers Out -to General Fund - - - - 1,491,974 - Misc Transfers Out - to Equip Reserve 25,000 11,500 25,000 25,000 - - Sub -Total Transfers Out 80,000 66,500 260,000 80,000 1,491,974 - Total Expenditures & Transfers Out $ 759,691 $ 729,300 $ 1,007,541 $ 779,328 $ 1,491,974 $ - Fund Balance', June 30 $ 1,597,031 $ 1,708,868 $ 1,558,722 $ 1,491,974 $ - $ - Change in Accounting Method - 56,487 - - - - Adjusted Fund Balance', June 30 1,597,031 1,765,355 1,558,722 1,491,974 - - Restricted / Committed /Assigned 229,759 243,524 152,604 177,604 - - Unassigned Balance $ 1,367,272 $ 1,521,831 $ 1,406,118 $ 1,314,370 $ - $ - % of Expenditures 180% 209% 140% 169% 0% 0% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 CNi1:34:01AM:kT/6yEel kite] » Mil 9Eel ki6� The mission of Iowa City Cable Television 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. 1*17 ra liTser irilTiil:Ti i=1 Administration oversees Cable office operations, monitors cable franchise agreement compliance, provides a complaint resolution service for citizens with the local cable company, 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) 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. Cable produces local government and community video programming including local public meetings and presentations such as the Iowa City City Council and the Iowa City Foreign Relations Council; 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 performances. The Cable office also schedules programming on City Channel 4, operates InfoVision 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. :1MI HIGHLIGHTS Recent Accomplishments: In April 2014, the Cable TV office received an award for an entry in a regional video competition sponsored by the Midwest Region of the Alliance for Community Media and Wisconsin Community Media. A program featuring the annual bike/bus/car race from Coralville to Iowa City, involving local elected officials, won first prize in its category. The program also won "Best in Show' among government -produced programs. In October 2014, the Cable TV office submitted a public service announcement (PSA) for consideration in a national competition sponsored by the National Association of Telecommunications Officials and Advisors. The PSA highlighted the City's ICgovXpress mobile app and received a third-place award. Upcoming Challenges: As visual media consumption takes on new forms, it will be essential that consideration be given to new ways of packaging and distributing important City and community information to local residents. This will include the continued development of video programming formats that are in line with growing trends, such as mobile viewing and integration with social media. In fiscal year 2016, the Cable Television operations have merged into the Communications Office. The accounting for these operations and the cable television reserve can now be found in the General Fund. Staffing: Staffing Level Change Summary: In fiscal year 2015 budget, the Cable TV Administrator was eliminated due to the termination of the cable franchise agreement with Mediacom and a subsequent expected 20% decline in revenue. In the fiscal year 2016 budget, the Government Programmer — Cable position has been eliminated. With this position elimination, the Clerical Assistant position will be moved to .50 FTE from .75 FTE and the Special Projects Assistant will become 1.00 FTE from .75 FTE. All of the Cable Television operations are now part of the Communications Office and can be found there in the General Fund budget. :1 KIM FY2014 FY2015 FY2016 Adopted Total FTE's 6.63 5.63 0.00 Staffing Level Change Summary: In fiscal year 2015 budget, the Cable TV Administrator was eliminated due to the termination of the cable franchise agreement with Mediacom and a subsequent expected 20% decline in revenue. In the fiscal year 2016 budget, the Government Programmer — Cable position has been eliminated. With this position elimination, the Clerical Assistant position will be moved to .50 FTE from .75 FTE and the Special Projects Assistant will become 1.00 FTE from .75 FTE. All of the Cable Television operations are now part of the Communications Office and can be found there in the General Fund budget. :1 KIM City of Iowa City 4ctivity Summan Division: Communications Office 517,279 $ 502,960 $ 432,730 $ - $ - Department: City Manager 238,577 253,775 - - 10,679 9,139 6,004 12,823 - - 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cable Production Coordinator Cable T.V. Administrator Clerical Assistant - Cable T.V. Communications Tech - Cable Community Programmer Custodian - Govt Bldgs Government Programmer - Cable Media Production Service Coordinator Production Asst - Cable T.V. Special Projects Asst - Cable Total Personnel $ 820,285 $ 821,183 $ 773,019 $ 679,174 $ - S 3,101 5,357 2,719 5,357 - 131 3,048 170 3,049 332 49 - - $ 823,849 $ 829,637 $ 775,908 $ 687,580 $ - S - $ 511,644 $ 517,279 $ 502,960 $ 432,730 $ - $ - 157,368 136,382 238,577 253,775 - - 10,679 9,139 6,004 12,823 - - $ 679,691 $ 662,800 $ 747,541 $ 699,328 $ - $ - 1.00 1.00 - - - 2012 2013 2014 2015 2016 1.00 - - $ - 1.00 1.00 1.00 - - 0.75 0.75 0.75 0.75 - 1.00 1.00 1.00 1.00 - 1.00 1.00 - - - 0.13 0.13 0.13 - - - 1.00 1.00 1.00 - - - 1.00 1.00 - 1.00 1.00 1.00 1.00 - 0.75 0.75 0.75 0.75 - 6.63 6.63 6.63 5.50 Activity Summary Activity: Cable Reserves (210520) Fund: Cable Television (7800) Division: Communications Office Department: City Manager 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Transfers In: Transfer -In from Cable Operations Total Transfers In $ - $ - $ - $ - $ - S - 25,000 11,500 25,000 25,000 - - $ 25,000 $ 11,500 $ 25,000 $ 25,000 $ - $ - :1ffA The Housing Authority enterprise fund accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City - owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority fund's total fund balance on June 30, 2014 was approximately $5.6 million, a decrease of $509,345 or 8.33% from the FY13 year-end fund balance. The decrease in FY14 was due to a one-time transfer to the City's UniverCity program of $170,000 and a reduction in the Federal housing administration funding. Two voucher program positions were laid off during FY14 due to sequestration cuts to the Housing Voucher program administration revenues. At the end of FY14, an estimated $2.83 million in fund balance will be restricted for Housing Authority operations; subsidy payments to landlords; maintenance and development of Public Housing units; and, development of affordable homeownership opportunities. Restricted fund balance does not reflect further limitations and restrictions on the use of housing funds placed by HUD that exists on the unassigned fund balance. Fund balance history is as follows: Fund Balance (1) 5$,000,000 $7,000, 000 56,000.000 55,000,000 54,000.000 ;3,000000 - --- g2,000,000 _ _ - j1,0oo,000 so FY1.2 FY13 FY14 FY15 FY16 0Unassigned $3,638,411 $3,303,981 .$2,776,0.56 $2,757,403 53,198,527 0 8estrlcted $3,155.215 52,811,904 $2,830.484 $2,854.395 $2,885,424 (1) FY15 and FY16 are estimates, FY12 is cash basis. FY15 revised year-end fund balance is expected to remain steady with a .09% or $5,258 increase over the FY14 estimated balance. FY16 projected fund balance is expected to increase by 8.41 % to $6.08 million due to an anticipated increase in federal funding that was part of a one-year congressional deal. At the end FY13, an adjustment converting the accounting method from cash basis to modified accrual basis is presented. This adjustment was a decrease in fund balance of $331,983 in FY13 primarily due to accounts and contracts payable. :[H7 Revenues: HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive $7.76 million in federal funding through HUD in FY16. This is a 9.3% increase from FY15 projections. FY16 Estimated - $8,055,240 3% ■ Federal ■ Rents ■ Interest Revenue ■ Royalties & Commissions ■ Local Agreements • Misc Revenue Expenditures: FY16 adopted budget expenditures represent a 2.6% increase over FY15 estimated expenditures. This increase is primarily due to an increase in estimated Housing Voucher program expenditures. FY16 Adopted - $7,537,903 10/; 0 u ■ Personnel ■ Sendces • Supplies ■ Capital Outlay 87% of the Housing fund budget is to provide services to citizens. :1M City of Iowa City Housing Authority (7900 - 7922) Fund Summary Total Expenditures & Transfers Out $ 7,861,871 $ 2012 7,828,670 2013 2014 7,744,020 2015 $ 6,793,632 $ 2016 5,606,540 2017 6,083,951 $ 6,395,171 Actual - Actual Actual - Revised - Budget 6,793,632 Projected Fund Balance', July 1 $ 7,282,481 $ 6,793,632 $ 6,115,885 $ 5,606,540 $ 5,611,798 S 6,083,951 Revenues: 3,303,981 $ 2,776,056 $ 2,757,403 $ 3,198,527 $ 3,478,718 % of Expenditures 46% 43% 35% 37% 42% Use Of Money And Property Interest Revenues $ 16,492 $ 23,025 $ 11,169 $ 23,025 $ 4,680 $ 4,680 Rents 208,255 203,286 212,816 203,286 213,333 213,333 Royalties & Commissions 20,545 28,516 26,487 28,516 30,509 30,509 Intergovernmental Fed Intergovnt Rev 6,765,226 6,985,739 6,720,374 7,101,264 7,759,721 7,759,721 Local 28E Agreements 1,350 - - - - - Miscellaneous Other Misc Revenue 91,733 16,338 20,648 16,338 20,648 20,648 Other Financial Sources Loan Repayments 20,016 83,002 41,173 21,408 26,349 26,349 Sale Of Assets 211,658 980 285,500 - - - Sub -Total Revenues 7,335,275 7,340,886 7,318,167 7,393,837 8,055,240 8,055,240 Misc Transfers In 37,747 4,787 1,158 - - - Sub -Total Transfers In 37,747 4,787 1,158 - - - Total Revenues & Transfers In $ 7,373,022 $ 7,345,673 $ 7,319,325 $ 7,393,837 $ 8,055,240 $ 8,055,240 Expenditures: Voucher Program $ 7,287,896 $ 7,055,349 $ 6,891,723 $ 6,676,165 $ 7,052,696 $ 7,201,120 Public Housing Program 530,975 589,352 722,958 667,677 485,207 496,813 Sub -Total Expenditures 7,818,871 7,644,701 7,614,681 7,343,842 7,537,903 7,697,933 Transfers Out: Capital Project Fund - 3,736 - - - - Operating Subsidy - PILOT Gen Fund 18,000 18,000 18,414 18,727 18,914 19,292 Misc Transfers Out - Director Reimb 25,000 25,000 25,575 26,010 26,270 26,795 General Fund - UniverCity program - - 170,000 - - - Sub -Total Transfers Out 43,000 46,736 213,989 44,737 45,184 46,087 Total Expenditures & Transfers Out $ 7,861,871 $ 7,691,437 $ 7,828,670 $ 7,388,579 $ 7,583,087 $ 7,744,020 Fund Balance', June 30 $ 6,793,632 $ 6,447,868 $ 5,606,540 $ 5,611,798 $ 6,083,951 $ 6,395,171 Change in Accounting Method - (331,983) - - - - Adjusted Fund Balance', June 30 6,793,632 6,115,885 5,606,540 5,611,798 6,083,951 6,395,171 Restricted / Committed /Assigned 3,155,215 2,811,904 2,830,484 2,854,395 2,885,424 2,916,453 Unassigned Balance $ 3,638,417 $ 3,303,981 $ 2,776,056 $ 2,757,403 $ 3,198,527 $ 3,478,718 % of Expenditures 46% 43% 35% 37% 42% 45% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 :girl [�l1f+.11 Ll[rlAIIIIj 1:1:0] N II Mil U A Mil [e] Ll 1.9 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 in the Neighborhood and Development Services Department and was established in 1969 to administer housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,350 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 Affordable Dream Homeownership Program (ADHOP), 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; 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 1272 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 $6 million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in Calendar Year FY2014. • The Housing Authority paid over $280,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in FY2014 • Since 1998, 161 families have moved to homeownership with assistance from the Housing Authority. 471 Recent Accomplishments: • Received an additional 7 VASH vouchers in CY2014. • In CY2014, maintained a 98% lease -up rate for the HCV and VASH programs; 98% for Public Housing. • Applied for, and received, a higher administrative fee rate for the HCV program. This resulted in earning approximately $218,722 in additional administrative fees. • Maintained a 100% lease -up rate for the Peninsula Apartments. Staffing: Upcoming Challenges: • Reductions in Federal HUD budget. • 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 staff reductions due to budget cuts. • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities. • Continue to support homeownership opportunities. Staffing Level Change Summary: There are no staff changes in the Housing Authority; however, the Housing Authority is now a division of the newly created Neighborhood & Development Services Department. Service Level Change Summary: There are no service level changes for fiscal year 2016. Financial Highlights: The increase in service expenditures in the Voucher Program is primarily due to an increase in projected landlord rent expenditures. The decrease in service expenditures in the Public Housing Program is due to the budget timing of the HUD capital funding grants and their availability. :1 VA FY2014 FY2015 FY2016 Adopted Total FTE's 12.19 10.19 10.19 Staffing Level Change Summary: There are no staff changes in the Housing Authority; however, the Housing Authority is now a division of the newly created Neighborhood & Development Services Department. Service Level Change Summary: There are no service level changes for fiscal year 2016. Financial Highlights: The increase in service expenditures in the Voucher Program is primarily due to an increase in projected landlord rent expenditures. The decrease in service expenditures in the Public Housing Program is due to the budget timing of the HUD capital funding grants and their availability. :1 VA GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. The Family Self -Sufficiency (FSS) Program: Promote self-sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. 473 CY 2010 CY 2011 CY 2012 CY 2013 Total Participants 134 135 139 156 % of Participants with 73% 69% 64% 73% Escrow Accounts % of Participants with Reduced or Eliminated 15% 16% 27% 20% Family Investment Program Cash Assistance % of Participants with Increased Income versus 43% 27% 41% 61% Prior Year FSS Graduates 11 16 23 25 473 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods Maintain a scattered sites Public Housing program. Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. 474 FY 2011 FY 2012 FY 2013 FY 2014 Actual Occupancy Rate for Fiscal Year 95% 95% 98% 97% Goal — 95% Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. 474 CY 2010 CY 2011 CY 2012 CY 2013 % of All Emergency Work Orders Completed within 100% 100% 100% 100% 24 hours Goal — 100% Average Number of Calendar Days of All Non - 2.7 days 2.3 days 1.9 days 1.6 days Emergency Work Orders Goal — < 25 days) Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. 474 Performance Measures: :IVAI CY 2010 CY 2011 CY 2012 CY 2013 HCVP Homeownership $122,713 $124,288 $108,029 $103,583 Vouchers HCVP Non -Elderly Not Reported Not Reported $340,446 $340,728 Disabled Vouchers Separately Separately HCVP Portable Vouchers $356,874 $193,943 $198,815 $260,207 VASH Vouchers $93,562 $115,605 $141,878 $147,750 All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 $4,815,043 Total Voucher Utilization (# of vouchers leased on 97% 96% 102% 94% the first day of the month) Total Voucher Utilization (# of vouchers leased on 98% 97% 103% 97% the last day of the month) :IVAI City of Iowa City Activity Summary Activity: Housing Authority Voucher (490200) Division: Housing Authority Voucher (490200) $ 878,048 $ 868,160 Fund: Housing Authority (7910) Department: Housing Authority $ 693,047 $ 2012 2013 2014 2015 2016 2017 5,978,386 Actual Actual Actual Revised Budget Projected Revenues: 23,888 24,366 Capital Outlay - - - Use Of Money And Property - - Total Expenditures $ 7,287,896 $ 7,055,349 $ 6,891,723 Interest Revenues $ 3,959 $ 1,870 $ (900) $ 1,870 $ - $ - Royalties&Commiss 20,273 28,251 26,184 28,251 26,184 26,184 Intergovernmental 0.50 F.S.S. Program Coordinator 0.95 0.95 0.95 Fed Intergovnt Rev 6,479,324 6,676,733 6,300,282 6,760,451 7,450,423 7,450,423 Local 28E Agreements 1,350 - - - - - Miscellaneous 0.24 Housing Inspector 0.71 0.71 - Other Misc Revenue 78,431 11,865 9,567 11,865 9,567 9,567 Transfers In: 0.96 Housing Program Assistant 5.75 5.75 4.75 Misc Transfers In 37,747 4,787 1,158 - - - Total Revenues & Transfers In $ 6,621,084 $ 6,723,506 $ 6,336,291 $ 6,802,437 $ 7,486,174 $ 7,486,174 Expenditures Personnel $ 878,048 $ 868,160 $ 796,665 $ 693,047 $ 737,003 $ 759,113 Services 6,401,600 6,181,562 6,090,434 5,978,386 6,291,805 6,417,641 Supplies 8,248 5,627 4,624 4,732 23,888 24,366 Capital Outlay - - - - - - Total Expenditures $ 7,287,896 $ 7,055,349 $ 6,891,723 $ 6,676,165 $ 7,052,696 $ 7,201,120 Personnel Services - FTE 2012 2013 2014 2015 2016 Building Inspector - - 0.71 0.50 0.50 F.S.S. Program Coordinator 0.95 0.95 0.95 0.50 0.50 Housing Administrator 0.95 0.95 0.95 0.78 0.78 Housing Assistant 1.19 1.19 1.19 0.24 0.24 Housing Inspector 0.71 0.71 - - - Housing Office Manager 0.95 0.95 0.95 0.96 0.96 Housing Program Assistant 5.75 5.75 4.75 3.84 3.84 Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50 Section 8 Coord 0.95 0.88 0.89 0.94 0.94 Total Personnel 11.95 11.88 10.89 8.26 8.26 :lid City of Iowa City 4ctivity Summan Division: Housing Authority Public Housing (490300) 21,155 $ 12,069 $ Department: Housing Authority 4,680 $ 4,680 208,255 203,286 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budoet Protected Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loans Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Section 8 Coord Total Personnel $ 12,533 $ 21,155 $ 12,069 $ 21,155 $ 4,680 $ 4,680 208,255 203,286 212,816 203,286 213,333 213,333 272 265 303 265 4,325 4,325 285,902 309,006 420,092 340,813 309,298 309,298 13,302 4,473 11,081 4,473 11,081 11,081 20,016 83,002 41,173 21,408 26,349 26,349 211,658 980 285,500 - - - $ 751,938 $ 622,167 $ 983,034 $ 591,400 $ 569,066 $ 569,066 $ 100,960 $ 109,240 $ 181,185 $ 195,439 $ 190,169 $ 195,874 409,231 441,729 434,233 462,841 287,694 293,448 5,372 8,092 8,394 9,397 7,344 7,491 15,412 30,291 99,146 - - - $ 530,975 $ 589,352 $ 722,958 $ 667,677 $ 485,207 $ 496,813 2012 2013 2014 2015 2016 0.29 0.29 0.29 0.50 0.50 0.05 0.05 0.05 0.50 0.50 0.05 0.05 0.05 0.22 0.22 0.06 0.06 0.06 0.01 0.01 0.05 0.05 0.05 0.04 0.04 0.25 0.25 0.25 0.16 0.16 0.50 0.50 0.50 0.50 0.50 0.05 0.05 0.05 - - 1.30 1.30 1.30 1.93 1.93 :!/1 c 11 11 C ' ;'Iii�i7�C�i UNESCO CITY OF LITERATURE :![7 CAPITAL PROJECT FUNDS F Y 2 O 1 6 Fund Summary Summary by Division Summary by Funding Source Project Summary by Name Unfunded Projects CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. Capital projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. The funding sources for these projects are generally not from operating funds but are instead from bond proceeds, grants, donations, or other one-time sources of income. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City's issuance of general obligation bonded debt and for the construction and replacement of the City's buildings and infrastructure. The City's total five-year for the 2015-2019 capital improvement program is $156,892,011 utilizing funding sources of $155,577,761. The current portion of the CIP is then adopted as part of the annual operating budget. Changes to the 2015 capital improvement program are amended into the fiscal year 2015 operating budget, and the 2016 projected capital improvement program is certified as part of the 2016 operating budget. The 2015 capital projects fund budget also includes totals for the carry forward of prior year projects that must be re -appropriated with the State. These amounts being carried forward are not included in the current five- year CIP. The revised capital improvement program expenditures for fiscal year 2015 are $28,464,314 while the appropriated budget including project carry forwards is $59,831,351. Starting in FY15, the North Treatment Plant Removal project received a 20 -year internal loan from the Sewer Fund which is being repaid with a State of Iowa sales tax grant. The Capital Project Funds total expenditures includes interest expense paid to the Sewer fund of $166,598, $166,258, and $165,698 for year 2015, 2016, and 2017, respectively. These amounts are also not reflected in the five-year capital improvement program totals. The capital improvement fund expenditures for fiscal year 2016 are $40,294,098 including $166,258 of interest expense to the Sewer Fund. The 2016 program is being funded with sources totaling $48,841,141 plus the State sales tax grant funding of $366,258 for a total budgeted revenues of $49,207,399. State sales tax revenues in FY17 are expected to be $390,698. Fund balance in the Capital Improvement Projects fund primarily represents unspent bond proceeds. This fluctuates based on the timing of the issuance of the bonds and the timing of the project expenditures. With the conversion from cash basis accounting to modified accrual basis of accounting in fiscal year 2013, a conversion adjustment is presented for a decrease in fund balance of $7,028,078. This adjustment primarily represents unpaid contract progress payments and retainages. The estimated ending fund balance for fiscal year 2016 is $16,190,138. a[:y Fund Balance*, July 1 Revenues: Other City Taxes Use Of Money And Property Interest Revenues Rents Intergovem mental Fed Intergovnt Rev Disaster Assistance Other State Grants State 28E Agreements Local 28E Agreements Charges of Fees & Services Development Fees Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Insurance Recoveries Debt Sales Internal Service (Non -Budgetary): ITS Fund Sub -Total Revenues Transfers In: Funds Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Misc Transfers -In Internal Service (Non -Budgetary): ITS Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Governmental: General Government Culture & Recreation Community and Economic Dvlpmnt Public Safety Public Works Enterprise: Parking Operations Public Transportation Wastewater Treatment Water Operations Refuse Operations Landfill Storm Water Airport Internal Service (Non -Budgetary): ITS Fund Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance*, June 30 Change in Accounting Method Adjusted Fund Balance*, June 30 City of Iowa City Capital Project Funds Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 18,274,393 $ 25,102,181 $ 12,756,766 $ 22,942,340 $ 7,476,837 $ 16,190,138 $ 270,249 $ 288,045 - - - - 22,991 3,038 50,966 - - - 15,694 28,467 26,877 - - - 1,800,893 19,344,636 9,885,872 6,852,324 6,052,327 6,030,738 - 138,584 173,212 141,615 - - 6,660,118 12,715,802 11,174,313 13,060,622 1,262,258 390,698 - - 158,484 - - 60,000 25,321 101,086 - - - - - 56,942 66,299 - - - 11,500 422,198 381,865 85,003 126,932 200,000 4,440 5,310 735 - - - 495,508 39,448 63,348 - - - - 7,500 500,000 - - - 54,640 7,520 - - - - 9,855,454 2,614,089 16,454,973 8,297,457 12,982,068 11,505,000 - - 83 100,000 100,000 100,000 19,216,808 35,772,665 38,937,027 28,537,021 20,523,585 18,286,436 6,645,703 9,142,201 6,082,529 10,670,820 5,722,976 19,638,960 - 330,000 1,331,465 5,167,623 7,507,624 10,671,580 55,354 - (37,524) 22,953,314 2,565,365 5,730,500 5,610,490 1,100,000 - - 297,921 189,624 - - 18,451,208 39,781,981 9,154,841 16,028,827 28,683,814 9,275,855 $ 37,668,016 $ 75,554,646 $ 48,091,868 $ 44,565,848 $ 49,207,399 $ 27,562,291 $ 406,363 $ 840,951 2,222,593 1,845,475 50,000 50,000 2,504,596 5,769,746 2,702,586 2,841,115 3,844,000 2,405,000 1,537,540 3,139,390 572,355 400,000 400,000 700,000 839,266 1,857,913 281,073 3,746,273 700,000 810,000 8,962,639 10,057,402 11,264,307 32,683,533 31,307,340 29,260,865 1,695,730 684,502 133,121 500,000 670,000 400,000 28,227 854,571 101,286 652,607 50,000 - 3,176,289 31,529,955 11,565,366 11,388,137 816,258 665,698 530,697 2,202,669 179,652 2,683,906 1,346,500 1,145,000 - - - - - 700,000 3,495,411 705,470 1,133,663 1,533,926 - - 428,512 372,789 1,228,955 - 500,000 700,000 1,423,411 2,801,550 5,971,011 1,029,100 510,000 1,654,900 - - 60,266 527,279 100,000 100,000 25,028,681 60,816,908 37,416,234 59,831,351 40,294,098 38,591,463 5,805,352 19,956,583 115,620 - - - 6,195 98,492 374,439 200,000 200,000 225,000 5,811,547 20,055,075 490,059 200,000 200,000 225,000 $ 25,102,181 $ 19,784,844 $ 22,942,340 $ 7,476,837 $ 16,190,138 $ 4,935,966 - (7,028,078) $ 25,102,181 $ 12,756,766 $ 22,942,340 $ 7,476,837 $ 16,190,138 $ 4,935,966 *Fund Balance is Cash Balance for 2012 and July 1, 2013 482 City of Iowa City, Iowa Capital Improvement Plan 2015-2019 2015 thru 2019 Summary by Division Category 2015 2016 2017 2018 2019 Total Airport 869,100 510,000 1,654,900 587,500 2,642,800 6,264,300 Development Services 741,299 400,000 700,000 579,462 400,000 2,820,761 Finance Administration 627,279 150,000 150,000 150,000 150,000 1,227,279 Fire 700,000 810,000 60,000 895,000 2,465,000 Landfill 685,000 685,000 Library 55,000 250,000 305,000 Parking Operations 500,000 670,000 400,000 300,000 200,000 2,070,000 Parks Maintenance 1,806,700 3,621,000 1,170,000 1,803,000 250,000 8,650,700 Public Works Administration 525,000 3,474,000 3,800,000 4,000,000 2,500,000 14,299,000 Recreation 850,000 168,000 985,000 225,000 50,000 2,278,000 Refuse Operations 700,000 700,000 Storm Water 50,000 500,000 700,000 1,250,000 Street Operations 12,087,536 27,833,340 25,460,865 5,221,365 7,990,365 78,593,471 Transit Operations 54,000 50,000 20,000,000 20,104,000 Wastewater Treatment 9,200,000 650,000 500,000 500,000 500,000 11,350,000 Water Operations 468,400 1,346,500 1,145,000 538,000 331,600 3,829,500 TOTAL 28,464,314 40,127,840 38,425,765 13,964,327 35,909,765 156,892,011 Produced Using the Plan It Capital Planning Software :1:191 Friday, December 12, 2014 Capital Improvement Program by Division 2015-2019 $156,892,011 Street Operations, $78,593,471 . Wastewater Treatment, $11,350,000 d111111111111�b Water Operations, $3,829,500 $6,264,300 Finance Administration, $1,227,279 Fire, $2,465,000 Development Services, $2,820,761 \ Landfill, $685,000 Library, $305,000 Storm Water, Recreation, Operations, $700,000 Public Works Administration, $14,299,000 $2,070,000 Transit Operations, $20,104,000 City of Iowa City, Iowa Capital Improvement Plan 2015-2019 2015 thru 2019 PROJECTS BY DIVISION Category Project# Priority 2015 2016 2017 2018 2019 Total Airport Apron Reconstruction & Connecting Taxiway A3430 1 1,654,900 1,654,900 Runway 12-30 Obstruction Mitigation & Part 77 A3442 1 561,400 561,400 Airport Equipment Shelter A3443 1 337,500 337,500 Airport Perimeter Road A3448 1 267,700 267,700 Airport Master Plan Update A3454 1 166,500 166,500 North T -Hangar Electrical & LED Lighting A3459 1 74,000 74,000 Fuel Storage System Rehabilitation A3460 1 67,200 67,200 Airfield Pavement Rehabilitation A3461 2 250,000 250,000 250,000 750,000 Hangar Door Replacement A3462 2 260,000 260,000 South Airport Site Development A3463 5 2,125,100 2,125,100 Airport Total 869,100 510,000 1,654,900 587,500 2,642,800 6,264,300 Development Services Riverfront Crossing Development E4513 1 200,000 200,000 200,000 200,000 200,000 1,000,000 Towncrest Area Redevelopment E4514 1 200,000 200,000 200,000 200,000 200,000 1,000,000 Permitting Software Upgrade G4720 1 300,000 300,000 City Hall Remodel for NDS Integration G4721 1 341,299 179,462 520,761 Development Services Total 741,299 400,000 700,000 579,462 400,000 2,820,761 Finance Administration City Hall - Other Projects G4704 2 100,000 50,000 50,000 50,000 50,000 300,000 Fiber Optic Infill Program 14721 2 100,000 100,000 100,000 100,000 100,000 500,000 S. Wastewater Fiber Repair/Redundant Path 14722 1 427,279 427,279 Finance Administration Total 627,279 150,000 150,000 150,000 150,000 1,227,279 Fire Fire Apparatus Replacement Program Y44DB 1 810,000 60,000 895,000 1,765,000 Fire/Police Storage Facility Relocation Y4436 2 700,000 700,000 Fire Total 700,000 810,000 60,000 895,000 2,465,000 Landfill Hebl Road Improvements L3322 2 85,000 85,000 Landfill Gas Collection System Flare Replacement L3324 2 300,000 300,000 Landfill Household Hazardous Water Storage Unit L3325 2 300,000 300,000 Landfill Total 685,000 685,000 Library Library Bookmobile R4333 1 250,000 250,000 Replace Library HVAC Controls R4334 1 55,000 55,000 Produced Using the Plan It Capital Planning Software Tuesday, March 10, 2015 485 Category Project# Priority 2015 2016 2017 2018 2019 Total Library Total 55,000 250,000 305,000 IParking Operations Parking Facility Restoration Repair T3004 2 500,000 400,000 400,000 300,000 200,000 1,800,000 Parking Facility& Enforcement Automation T3009 3 270,000 270,000 Parking Operations Total 500,000 670,000 400,000 300,000 200,000 2,070,000 Parks Maintenance Lower Muscatine Road Landscaping P3978 4 100,000 100,000 S. Sycamore Landscaping - Langenberg to 'L' P3979 4 100,000 100,000 S. Sycamore Landscape- Langenberg to Highway 6 P3980 4 100,000 100,000 Parks Annual Improvements/Maintenance R4130 1 87,000 100,000 100,000 100,000 100,000 487,000 Frauenholtz-Miller Park Development R4137 2 223,000 223,000 Iowa River Corridor Trail-Rocky Shore to Normandy R4160 2 200,000 200,000 Lower City Park Emergency Access Road R4177 1 211,511 211,511 Riverfront Crossings Riverbank/Park Development R4185 2 500,000 500,000 500,000 1,500,000 Mercer Park Playground R4186 2 214,855 214,855 Emerald Ash Borer Response Plan R4189 1 75,000 75,000 75,000 75,000 75,000 375,000 Tower Court Park Renovation R4190 2 73,334 73,334 Pheasant Hill Park Renovation R4191 2 50,000 50,000 Iowa River Trail, Benton St- Sturgis Park R4204 2 150,000 2,108,000 2,258,000 Intracity Bike Trails R4206 2 50,000 50,000 50,000 50,000 50,000 250,000 Hickory Hill Trail Redesign & Development R4224 1 250,000 250,000 250,000 750,000 Highway 1 Sidewalk/Trail R4225 3 678,000 678,000 Sustainable Roadway Vegetation Management Program R4226 3 25,000 25,000 25,000 25,000 25,000 125,000 Willow CrklKiwanis Park Master Plans & Splash Pad R4322 2 350,000 350,000 Upgrade Building BAS Controls R4332 3 240,000 170,000 125,000 535,000 Tennis Court 1 Pickle Ball Court Resurfacing R4337 2 70,000 70,000 Parks Maintenance Total 1,806,700 3,621,000 1,170,000 1,803,000 250,000 8,650,700 Public Works Administration Vehicle Wash System at New Public Works Site P3957 1 40,000 1,100,000 1,140,000 CBD Streetscape Project P3971 2 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 Traffic Engineering Building P3973 1 700,000 700,000 Riverside Drive Pedestrian Tunnel P3974 2 100,000 1,434,000 1,534,000 Riverside Drive Streetscape Improvements P3977 4 75,000 75,000 Public Works Administration Total 525,000 3,474,000 3,800,000 4,000,000 2,500,000 14,299,000 Recreation City Park Cabin Restoration R4187 2 175,000 175,000 City Park Pool Cabana Shelters R4188 2 65,000 65,000 Annual Recreation Center Improvements R4330 1 50,000 50,000 50,000 50,000 50,000 250,000 Elementary School Recreation Facility Partnership R4331 2 750,000 775,000 1,525,000 Mercer Aquatic Center/Scanlon Gym Improvements R4335 2 15,000 38,000 53,000 Recreation Center Lobby Remodel R4336 2 160,000 160,000 Youth Sports Complex Feasibility Study R4338 2 50,000 50,000 Recreation Total 865,000 153,000 985,000 225,000 50,000 2,278,000 Refuse Operations Refuse Building K3972 1 700,000 700,000 Refuse Operations Total 700,000 700,000 Produced Using the Plan It Capital Planning Software Tuesday, March 10, 2015 486 Category Project# Priority 2015 2016 2017 2018 2019 Total Storm Water Normandy Drive Storm Sewer Replacement M3629 3 25,000 350,000 375,000 Stevens Drive Storm Sewer Improvements M3630 3 25,000 350,000 375,000 Idyllwild Storm Water Drainage Diversion P3976 3 50,000 450,000 500,000 Storm Water Total 50,000 500,000 700,000 1,250,000 Street Operations Towncrest Drive reconstruction E4517 4 600,000 600,000 Harrison Street Reconstruction 53806 2 500,000 500,000 Iowa City Gateway Project (Dubuque St) 53809 1 3,594,958 22,426,975 22,870,500 48,892,433 Annual Traffic Signal Projects 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 Traffic Calming 53816 3 25,000 25,000 25,000 25,000 25,000 125,000 Overwidth Paving -Sidewalks 53821 3 25,000 25,000 25,000 25,000 25,000 125,000 Curb Ramps -ADA 53822 2 100,000 100,000 100,000 300,000 Brick Street Repairs 53823 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Pavement Rehabilitation 53824 1 855,812 930,812 930,812 930,812 930,812 4,579,060 Underground Electrical Facilities 53826 2 194,553 194,553 194,553 194,553 194,553 972,765 Sidewalk Infill Program 53828 2 100,000 100,000 100,000 300,000 Alley Assessment 53830 1 181,000 181,000 362,000 Burlington & Madison Intersection Improvements 53834 3 100,000 1,700,000 1,800,000 Foster Rd Extension - Dubuque to Prairie Du Chien 53839 2 100,000 2,600,000 2,700,000 Burlington & Clinton Intersection Improvements 53840 2 1,138,332 1,138,332 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 Brick Street Reconstruction 53849 2 800,000 800,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 350,000 6,300,000 6,650,000 Mormon Trek- Right Tum at Benton & 3 Lane Conv 53868 3 500,000 500,000 1st Ave I IAIS RR Crossing Grade Separation 53871 1 2,519,222 1,935,000 4,454,222 Annual Bridge Maintenance & Repair 53910 1 50,000 50,000 50,000 50,000 50,000 250,000 Interstate 80 Aesthetic Improvements 53921 4 100,000 100,000 200,000 Dubuque St./I-80 Pedestrian Bridge 53930 2 2,044,659 2,044,659 LED Streetlight Replacement 53932 2 50,000 75,000 75,000 75,000 75,000 350,000 Street Operations Total 12,087,536 27,833,340 25,460,865 5,221,365 7,990,365 78,593,471 Transit Operations Transit Facility Relocation T3055 2 20,000,000 20,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 Transit Bus Camera Replacement T3060 2 54,000 54,000 Transit Operations Total 54,000 50,000 20,000,000 20,104,000 Wastewater Treatment Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Sludge Biosolid Dewatering Equip Replacement V3141 2 1,400,000 1,400,000 North Wastewater Treatment Plant Demolition V3142 2 6,000,000 6,000,000 Generator Relocation & Emissions Upgrade V3143 1 1,150,000 1,150,000 Wastewater Clarifier Repairs V3144 1 150,000 150,000 300,000 Wastewater Treatment Total 9,200,000 650,000 500,000 500,000 500,000 11,350,000 Water Operations First Avenue (400-500 Block) Water Main Replace W3212 2 554,000 554,000 Ground Storage Reservoir VFD Upgrades W3213 2 91,000 98,500 106,000 295,500 Reseal Treatment Plant Building W3214 2 27,500 27,500 Spruce St. (1300-1400 Block) Water Main Rept W3216 3 189,000 189,000 Wade St. (1000-1100 Block) Water Main Repl W3217 3 238,000 238,000 Produced Using the Plan It Capital Planning Software Tuesday, March 10, 2015 487 Category Project# Priority 2015 2016 2017 2018 2019 Total Washington St. (100-200 Block) Water Main Repl W3218 1 75,000 746,000 821,000 SCADA File Server Replacement & Backup Server W3219 2 64,400 64,400 Aquifer Storage and Recovery (ASR) Project W3221 3 50,000 250,000 300,000 Dill St. Water Main Replacement W3222 1 363,000 363,000 Douglas St./Douglas Ct. Water Main Replacement W3223 1 360,000 360,000 Lee StlHighwood St Water Main Replacement W3224 1 170,000 170,000 Water Treatment Plant Filter lb Buildout W3225 2 16,000 70,000 70,000 81,600 237,600 Water Plant Computer Control Systems) Replacement W3326 2 99,500 55,000 55,000 209,500 Water Operations Total 468,400 1,346,500 1,145,000 538,000 331,600 3,829,500 GRAND TOTAL 28,479,314 40,112,840 38,425,765 13,964,327 35,909,765 156,892,011 Produced Using the Plan It Capital Planning Software :[:I7 Tuesday, March 10, 2015 City of Iowa City, Iowa Capital Improvement Plan 2015-2019 2015 thru 2019 FUNDING SOURCE SUMMARY Source 2015 2016 2017 2018 2019 Total AIRPORT FUND 117,955 114,000 165,490 108,750 101,770 607,965 CONTRIBUTIONS & DONATIONS 50,000 200,000 70,000 320,000 EQUIPMENT FUND 1,100,000 1,100,000 FEDERAL GRANTS 4,713,060 6,452,327 6,030,738 303,750 17,303,480 34,803,355 GENERALFUND 330,000 350,000 450,000 350,000 350,000 1,830,000 GO BONDS 7,897,457 13,082,068 11,605,000 9,303,462 12,242,550 54,130,537 LANDFILL FUND 685,000 685,000 LOCAL OPTION SALES TAX 3,594,958 21,342,235 24,937,193 MISC TRANSFERS IN 6,000,000 3,300,000 9,300,000 OTHER STATE GRANTS 396,085 496,000 700,000 175,000 1,767,085 PARK DEDICATION FEES 154,031 76,932 230,963 PARKING FUND 500,000 670,000 400,000 300,000 200,000 2,070,000 REFUSE COLLECTION FUND 700,000 700,000 ROAD USE TAX FUND 915,000 915,000 1,715,000 915,000 1,015,000 5,475,000 STORM WATER FUND 50,000 500,000 700,000 1,250,000 TAX INCREMENT FINANCING 20,714 75,000 95,714 TRANSIT FUND 54,000 50,000 104,000 UNIVERSITY OF IOWA 60,000 65,000 125,000 UTILITY FRANCHISE TAX 325,365 325,365 325,365 325,365 325,365 1,626,825 WASTEWATER FUND 3,389,624 3,050,000 2,500,000 1,050,000 500,000 10,489,624 WATER FUND 568,400 1,346,500 1,145,000 538,000 331,600 3,929,500 GRAND TOTAL 29,690,935 48,841,141 27,171,593 13,964,327 35,909,765 155,577,761 Produced Using the Plan It Capital Planning Software :1M*I Wednesday, January 28, 2015 City of Iowa City Capital Improvement Program Summary by Funding Source 2014 2015 2016 2017 2018 Revised Budget Projection Projection Projection Total Capital Improvement Program by Funding Source 2015-2019 $155,577,761 Misc Transfers In, $9,300,000 GO Bonds, $54,130,537 Utility Franchise Tax, $1,626,825 Equipment Fund, $1,100,0001 Storm Water Fund, $1,250,000 1 Landfill Fund, $685,000 Refuse Collection Fund, $700,000 ON Airport Fund, $607,965 Transit Fund, $104,000 Parking Fund, $2,070,000 Water Fund, $3,929,500 Tax Increment Fii $95,714 :9P] Iowa, $125,000 State Grants, $1,767,085 Dedication Fees, $230,963 :ions, St u3n Mn 537n ran City of Iowa City, Iowa Capital Improvement Plan 2015-2019 2015 thru 2019 PROJECTS BY FUNDING SOURCE Source Project# Priority 2015 2016 2017 2018 2019 Total AIRPORT FUND Apron Reconstruction & Connecting Taxiway A3430 1 165,490 165,490 Runway 12-30 Obstruction Mitigation & Part 77 A3442 1 56,140 56,140 Airport Equipment Shelter A3443 1 33,750 33,750 Airport Perimeter Road A3448 1 26,770 26,770 Airport Master Plan Update A3454 1 16,700 16,700 North T -Hangar Electrical & LED Lighting A3459 1 24,955 24,955 Fuel Storage System Rehabilitation A3460 1 20,160 20,160 Airfield Pavement Rehabilitation A3461 2 75,000 75,000 75,000 225,000 Hangar Door Replacement A3462 2 39,000 39,000 AIRPORT FUND Total 117,955 114,000 165,490 108,750 101,770 607,965 CONTRIBUTIONS & DONATIONS City Park Cabin Restoration R4187 2 20,000 20,000 Hickory Hill Trail Redesign & Development R4224 1 50,000 50,000 50,000 150,000 Library Bookmobile R4333 1 150,000 150,000 CONTRIBUTIONS & DONATIONS 50,000 200,000 70,000 320,000 Total EQUIPMENT FUND Vehicle Wash System at New Public Works Site P3957 1 1,100,000 1,100,000 EQUIPMENT FUND Total 1,100,000 1,100,000 FEDERAL GRANTS Apron Reconstruction & Connecting Taxiway A3430 1 1,489,410 1,489,410 Runway 12-30 Obstruction Mitigation & Part 77 A3442 1 505,260 505,260 Airport Equipment Shelter A3443 1 303,750 303,750 Airport Perimeter Road A3448 1 240,930 240,930 Airport Master Plan Update A3454 1 149,800 149,800 South Airport Site Development A3463 5 1,062,550 1,062,550 Iowa River Trail, Benton St -Sturgis Park R4204 2 400,000 400,000 Iowa City Gateway Project (Dubuque St) 53809 1 4,541,327 4,541,328 9,082,655 Burlington & Madison Intersection Improvements 53834 3 1,511,000 1,511,000 Burlington & Clinton Intersection Improvements 53840 2 200,000 200,000 Mormon Trek- Right Tum at Benton & 3 Lane Conv 53868 3 500,000 500,000 1st Ave I IAIS RR Crossing Grade Separation 53871 1 2,423,000 2,423,000 Dubuque St./I-80 Pedestrian Bridge 53930 2 935,000 935,000 Transit Facility Relocation 73055 2 16,000,000 16,000,000 FEDERAL GRANTS Total 4,713,060 6,452,327 6,030,738 303,750 17,303,480 34,803,355 Produced Using the Plan -It Capital Planning Software Wednesday, January 28, 2015 491 Source Project# Priority 2015 2016 2017 2018 2019 Total GENERAL FUND Parks Annual Improvements/Maintenance R4130 1 80,000 100,000 100,000 100,000 100,000 480,000 Emerald Ash Borer Response Plan R4189 1 75,000 75,000 75,000 75,000 75,000 375,000 Sustainable Roadway Vegetation Management Program R4226 3 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 1 50,000 50,000 50,000 50,000 50,000 250,000 Library Bookmobile R4333 1 100,000 600,000 100,000 Annual Pavement Rehabilitation 53824 1 100,000 100,000 100,000 100,000 100,000 500,000 GENERAL FUND Total GO BONDS South Airport Site Development Riverfront Crossing Development Towncrsst Area Redevelopment Towncrsst Drive reconstruction City Hall - Other Projects Permitting Software Upgrade City Hall Remodel for NDS Integration Fiber Optic Infill Program CBD Strsetscape Project Riverside Drive Pedestrian Tunnel Lower Muscatine Road Landscaping S. Sycamore Landscaping - Langenberg to 'L' S. Sycamore Landscape - Langenberg to Highway 6 Frauenholtz-Miller Park Development Lower City Park Emergency Access Road Riverfront Crossings Riverbank/Park Development Mercer Park Playground City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Iowa River Trail, Benton St - Sturgis Park Intracity Bike Trails Hickory Hill Trail Redesign & Development Highway 1 Sidewalk/Trail Willow CrklKiwanis Park Master Plans & Splash Pad Elementary School Recreation Facility Partnership Upgrade Building BAS Controls Replace Library HVAC Controls Mercer Aquatic Center/Scanlon Gym Improvements Recreation Center Lobby Remodel Tennis Court I Pickle Ball Court Resurfacing Youth Sports Complex Feasibility Study Harrison Street Reconstruction Iowa City Gateway Project (Dubuque St) Annual Traffic Signal Projects Sidewalk Infill Program Alley Assessment Foster Rd Extension - Dubuque to Prairie Du Chien Burlington & Clinton Intersection Improvements Brick Street Reconstruction American Legion Rd -Scott Blvd to Taft Ave let Ave I IAIS RR Crossing Grade Separation Dubuque St./I-80 Pedestrian Bridge Produced Using the Plan It Capital Planning Software arra Wednesday, January 28, 2015 330,000 350,000 450,000 350,000 350,000 1,830,000 A3463 5 1,062,550 1,062,550 E4513 1 200,000 200,000 200,000 200,000 200,000 1,000,000 E4514 1 200,000 200,000 200,000 200,000 200,000 1,000,000 E4517 4 600,000 600,000 G4704 2 100,000 50,000 50,000 50,000 50,000 300,000 G4720 1 300,000 300,000 G4721 1 341,299 179,462 520,761 14721 2 100,000 100,000 100,000 100,000 100,000 500,000 P3971 2 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 P3974 2 100,000 1,434,000 1,534,000 P3978 4 100,000 100,000 P3979 4 100,000 100,000 P3980 4 100,000 100,000 R4137 2 181,930 181,930 R4177 1 220,000 220,000 R4185 2 500,000 500,000 500,000 1,500,000 R4186 2 150,000 150,000 R4187 2 130,000 130,000 R4188 2 65,000 65,000 R4191 2 14,138 14,138 R4204 2 150,000 1,708,000 1,858,000 R4206 2 50,000 50,000 50,000 50,000 50,000 250,000 R4224 1 200,000 200,000 200,000 600,000 R4225 3 178,000 178,000 R4322 2 350,000 350,000 R4331 2 750,000 775,000 1,525,000 R4332 3 240,000 170,000 125,000 535,000 R4334 1 55,000 55,000 R4335 2 53,000 53,000 R4336 2 160,000 160,000 R4337 2 70,000 70,000 R4338 2 50,000 50,000 53806 2 500,000 500,000 53809 1 5,000,000 5,000,000 10,000,000 53814 3 150,000 150,000 150,000 150,000 150,000 750,000 53828 2 100,000 100,000 100,000 300,000 53830 1 181,000 181,000 362,000 53839 2 100,000 2,050,000 2,150,000 53840 2 840,000 840,000 53849 2 800,000 800,000 53854 2 350,000 6,300,000 6,650,000 53871 1 2,050,000 2,050,000 53930 2 776,158 776,158 Produced Using the Plan It Capital Planning Software arra Wednesday, January 28, 2015 Source Project# Priority 2015 2016 2017 2018 2019 Total Transit Facility Relocation T3055 2 700,000 700,000 Fire Apparatus Replacement Program Y4406 1 750,000 60,000 830,000 1,640,000 Fire/Police Storage Facility Relocation Y4436 2 700,000 700,000 GO BONDS Total 7,897,457 13,082,068 11,605,000 9,303,462 12,242,550 54,130,537 LANDFILL FUND Hebl Road Improvements L3322 2 85,000 85,000 Landfill Gas Collection System Flare Replacement L3324 2 300,000 300,000 Landfill Household Hazardous Water Storage Unit L3325 2 300,000 300,000 LANDFILL FUND Total 685,000 685,000 LOCAL OPTION SALES TAX Iowa City Gateway Project(Dubuque St) 53809 1 3,594,958 21,342,235 24,937,193 LOCAL OPTION SALES TAX Total 3,594,958 21,342,235 24,937,193 MISC TRANSFERS IN Transit Facility Relocation T3055 2 3,300,000 3,300,000 North Wastewater Treatment Plant Demolition V3142 2 6,000,000 6,000,000 MISC TRANSFERS IN Total 6,000,000 3,300,000 9,300,000 OTHER STATE GRANTS North T -Hangar Electrical & LED Lighting A3459 1 49,045 49,045 Fuel Storage System Rehabilitation A3460 1 47,040 47,040 Airfield Pavement Rehabilitation A3461 2 175,000 175,000 175,000 525,000 Hangar A Door Replacement A3462 2 221,000 221,000 Iowa River Corridor Trail -Peninsula -WW Praine R4160 2 200,000 200,000 City Park Cabin Restoration R4187 2 25,000 25,000 Highway 1 Sidewalk/Trail R4225 3 500,000 500,000 Interstate 80 Aesthetic Improvements 53921 4 100,000 100,000 200,000 OTHER STATE GRANTS Total 396,085 496,000 700,000 175,000 1,767,085 PARKDEDICATION FEES Parks Annual Improvements/Maintenance R4130 1 7,000 7,000 Frauenholtz-Miller Park Development R4137 2 41,070 41,070 Mercer Park Playground R4186 2 64,855 64,855 Tower Court Park Renovation R4190 2 73,334 73,334 Pheasant Hill Park Renovation R4191 2 35,862 35,862 Dubuque St./I-80 Pedestrian Bridge 53930 2 8,842 8,842 PARK DEDICATION FEES Total 154,031 76,932 230,963 PARKING FUND Packing Facility Restoration Repair T3004 2 500,000 400,000 400,000 300,000 200,000 1,800,000 Parking Facility& Enforcement Automation T3009 3 270,000 270,000 PARKING FUND Total 500,000 670,000 400,000 300,000 200,000 2,070,000 Produced Using the Plan -It Capital Planning Software Wednesday, January 28, 2015 493 Source Project# Priority 2015 2016 2017 2018 2019 Total REFUSE COLLECTION FUND Refuse Building K3972 1 700,000 700,000 REFUSE COLLECTION FUND Total 700,000 700,000 ROAD USE TAX FUND Traffic Engineering Building P3973 1 700,000 700,000 Traffic Calming 53816 3 25,000 25,000 25,000 25,000 25,000 125,000 Overwidth Paving- Sidewalks 53821 3 25,000 25,000 25,000 25,000 25,000 125,000 Curb Ramps-ADA 53822 2 100,000 100,000 100,000 300,000 Brick Street Repairs 53823 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Pavement Rehabilitation 53824 1 625,000 700,000 700,000 700,000 700,000 3,425,000 Annual RR Crossings City Wide 53843 2 20,000 20,000 20,000 20,000 20,000 100,000 Annual Bridge Maintenance & Repair 53910 1 50,000 50,000 50,000 50,000 50,000 250,000 LED Streetlight Replacement 53932 2 50,000 75,000 75,000 75,000 75,000 350,000 ROAD USE TAX FUND Total 915,000 915,000 1,715,000 915,000 1,015,000 5,475,000 STORM WATER FUND Normandy Drive Storm Sewer Replacement M3629 3 25,000 350,000 375,000 Stevens Drive Stomr Sewer Improvements M3630 3 25,000 350,000 375,000 Idyllwild Stomr Water Drainage Diversion P3976 3 50,000 450,000 500,000 STORM WATER FUND Total 50,000 500,000 700,000 1,250,000 TAX INCREMENT FINANCING Riverside Drive Pedestrian Tunnel P3974 2 20,714 20,714 Riverside Drive Streetscape Improvements P3977 4 75,000 75,000 TAX INCREMENT FINANCING Total 20,714 75,000 95,714 TRANSIT FUND Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 Transit Bus Camera Replacement T3060 2 54,000 54,000 TRANSIT FUND Total 54,000 50,000 104,000 UNIVERSITY OF IOWA Fire Apparatus Replacement Program Y4406 1 60,000 65,000 125,000 UNIVERSITY OF IOWA Total 60,000 65,000 125,000 UTILITY FRANCHISE TAX Annual Pavement Rehabilitation 53824 1 130,812 130,812 130,812 130,812 130,812 654,060 Underground Electrical Facilities 53826 2 194,553 194,553 194,553 194,553 194,553 972,765 UTILITY FRANCHISE TAX Total 325,365 325,365 325,365 325,365 325,365 1,626,825 WASTEWATER FUND S. Wastewater Fiber Repair/Redundant Path 14722 1 189,624 189,624 Iowa City Gateway Project (Dubuque St) 53809 1 2,400,000 2,000,000 4,400,000 Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 494 Source Project# Priority 2015 2016 2017 2018 2019 Total Foster Rd Extension - Dubuque to Praine Du Chien 53839 2 550,000 550,000 Annual Sewer Main Replacement V3101 2 500,000 500,000 500,000 500,000 500,000 2,500,000 Sludge Biosolid Dewatering Equip Replacement V3141 2 1,400,000 1,400,000 Generator Relocation & Emissions Upgrade V3143 1 1,150,000 1,150,000 Wastewater Clarifier Repairs V3144 1 150,000 150,000 300,000 WASTEWATER FUND Total W3222 3,389,624 3,050,000 2,500,000 1,050,000 500,000 10,489,624 WATER FUND Burlington & Clinton Intersection Improvements 53840 First Avenue (400-500 Block) Water Main Replace W3212 Ground Storage Reservoir VFD Upgrades W3213 Reseal Treatment Plant Building W3214 Spruce St. (1300-1400 Block) Water Main Repl W3216 Wade St. (1000-1100 Block) Water Main Repl W3217 Washington St. (100-200 Block) Water Main Repl W3218 SCADA File Server Replacement & Backup Server W3219 Aquifer Storage and Recovery (ASR) Project W3221 Dill St. Water Main Replacement W3222 Douglas St./Douglas Ct. Water Main Replacement W3223 Lee StlHighwood St Water Main Replacement W3224 Water Treatment Plant Filter A Buildout W3225 Water Plant Computer Control Systems) Replacement W3326 WATER FUND Total GRAND TOTAL 2 2 2 2 3 3 1 2 3 1 1 1 2 2 100,000 554,000 91,000 98,500 106,000 27,500 189,000 238,000 75,000 746,000 64,400 50,000 250,000 363,000 360,000 170,000 16,000 99,500 70,000 70,000 81,600 55,000 55,000 100,000 554,000 295,500 27,500 189,000 238,000 821,000 64,400 300,000 363,000 360,000 170,000 237,600 209,500 568,400 1,346,500 1,145,000 538,000 331,600 3,929,500 29,690,935 48,041,141 27,171,593 13,964,327 35,909,765 155,577,761 Produced Using the Plan -It Capital Planning Software Wednesday, January 28, 2015 °967 PROJECT SUMMARY BY NAME Project It A3430 Project Name Apron Reconstruction & Connecting Taxiway GRANTEE FAA SCORE 88 MATCH% 10% TIFDISTRICT None Description Total Project Cost: $1,654,900 Existing terminal apron is showing signs of pavement failure and needs replacement. In addit 'acility requires the expansion of the apron and the necessity to provide additional connect or Justification Exisitine anion is showine signs of Davement failure. Increased traffic counts especially for to the Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 50 years Category Airport Priority Critical (1) Status Active amount events exceed current Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 275,000 275,000 CONSTRUCTION 1,379,900 1,379,900 Total 1,654,900 1,654,900 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 165,490 165,490 FEDERAL GRANTS 1,489,410 1,489,410 Total 1,654,900 1,654,900 Budget Impact/Other expansion of apron will reqs over Tong teen. Project It A3442 Project Name Runway 12-30 Obstruction Mitigation & Part 77 GRANTEE FAA MATCH % 10% (Removal of obstructions Der FAA Aimort Lavout Plan Justification or SCORE 88 TIFDISTRICT None Total Project Cost: $561,400 apron costs. Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 75 years Category Airport Priority Critical (1) Status Active Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 112,000 112,000 CONSTRUCTION 449,400 449,400 Total 561,400 561,400 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 56,140 56,140 FEDERAL GRANTS 505260 505260 Total 561,400 561,400 Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It A3443 Project Name Airport Equipment Shelter GRANTEE FAA MATCH % 10% SCORE 61 TIFDISTRICT None Total Project Cost: $337,500 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 40 Years Category Airport Priority Critical (1) Status Active Snow, removal equipment was previously stored in United Hangar. Equipment Shelter would provide enclosed storage for equipment. Justification ICunrently equipment is exposed to elements. Storage in an enclosed facility would extend useful life and lower maintenance costs. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 287,500 287,500 Total 337,500 337,500 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 33,750 33,750 FEDERAL GRANTS 303,750 303,750 Total 337,500 337,500 Budget Impact/Other costs storage Project It A3448 Department AIRPORT Contact Michael Tharp Project Name Airport Perimeter Road Type One Phase GRANTEE FAA SCORE 67 Useful Life 50 years MATCH% 10% TIFDISTRICT None Category Airport Priority Critical (1) Total Project Cost: $267,700 Description1 Status Active Construction perimeter road for maintenance and fueling vehicles to travel to south development area. Justification IPreparahon for south development area to be used. This provides access for fueling and maintenance vehicles outside the runway protection zones. I Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 45,000 45,000 CONSTRUCTION 222,700 222,700 Total 267,700 267,700 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 26,770 26,770 FEDERAL GRANTS 240,930 240,930 Total 267,700 267,700 IMaintenace of roadway expenses would increase long term expenses. Produced Using the Plan It Capital Planning Software :1 RYA Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It A3454 Project Name Airport Master Plan Update GRANTEE FAA MATCH % 10% Justification SCORE 65 TIFDISTRICT None Total Project Cost: $326,500 Department Contact Type Useful Life Category Priority Status AIRPORT Michael Tharp One Phase 20 years Airport Critical (1) Active IFAA/Aitport proposed including enhanced surveys which would collect the necessary data for FY15 Obstruction mitigation project. This increased the costs of the Master Plan vaoiect. FAA/Airvort has svlit the varied[ over FFY14-FFY15 vears to use entitlement fundine to support the varied. Still requires a 10% local match. Prior Expenditures 2015 2016 2017 2018 2019 Total 160,000 PLANNING/DESIGN 166,500 166,500 Total Total 166,500 166,500 Prior Funding Sources 2015 2016 2017 2018 2019 Total 160,000 AIRPORT FUND 16,700 16,700 Total FEDERAL GRANTS 149,800 149,800 Total 166,500 166,500 Budget Impact/Other Project It A3459 Project Name North T -Hangar Electrical & LED Lighting GRANTEE STATE AIP SCORE 90 MATCH% 85% TIFDISTRICT None Total Project Cost: $74,000 Replace Electrical Service line to North T -hangars and install additional LED Lights on buildings. Justification recent outages. Department Contact Type Useful Life Category Priority Status area AIRPORT Michael Tharp One Phase 20 years Airport Critical (1) Active Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 12,500 12,500 CONSTRUCTION 61,500 61,500 Total 74,000 74,000 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 24,955 24,955 OTHER STATE GRANTS 49,045 49,045 Total 74,000 74,000 Produced Using the Plan It Capital Planning Software :1 RN Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It A3460 Project Name Fuel Storage System Rehabilitation GRANTEE STATE AIP SCORE 87 MATCH% 70% TIFDISTRICT None Descfiption Total Project Cost: $67,200 3uel Tank painting and parts replacement of the Fuel Storage Tanks at the Iowa City Airport. Justification ranks are showine increased weatherine and we are seems increased levels of contamination in the fuel Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 20 years Category Airport Priority Critical (1) Status Active filtration Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 11,200 11,200 CONSTRUCTION 56,000 56,000 Total 67,200 67,200 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 20,160 20,160 OTHER STATE GRANTS 47,040 47,040 Total 67,200 67,200 Budget Impact/Other 'his project will have a negligible impact on Project It A3461 Project Name Airfield Pavement Rehabilitation GRANTEE STATE AIP MATCH % 30% Pavement Rehabilitation - Phase 1 Justification SCORE 72 TIFDISTRICT None Total Project Cost: $750,000 Department AIRPORT Contact Michael Tharp Type Annual Useful Life 10 years Category Airport Priority Essential (2) Status Active (Initial phase of runway improvements is approaching 10 years old. This protect would phase crack/joint sealing work and other pavement repair needs over the phases that were used to reconstruct the runwav system. Increases the life of the system and decreases maintenance expenses. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 40,000 40,000 40,000 120,000 CONSTRUCTION 210,000 210,000 210,000 630,000 Total 250,000 250,000 250,000 750,000 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 75,000 75,000 75,000 225,000 OTHER STATE GRANTS 175,000 175,000 175,000 525,000 Total 250,000 250,000 250,000 750,000 are approaching 10 years old. This project would increase the lite expectancy of the runways and decreases the annual maintenance costs. Produced Using the Plan It Capital Planning Software :RRA Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It A3462 Project Name Hangar A Door Replacement GRANTEE GAVI SCORE 66 MATCH% 15% TIFDISTRICT None Total Project Cost: $260,000 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 20 years Category Airport Priority Essential (2) Status Active Justification Hangar building A contains doors that are manual operation on a pulley/counterweight system. These doors are becoming difficult for some tenants to operate, and are frequently the last hangars to be rented when openings occur. Proposal is to replace the doors with electric motor doors which would enhance the appeal of the Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 35,000 35,000 CONSTRUCTION 225,000 225,000 Total 260,000 260,000 Funding Sources 2015 2016 2017 2018 2019 Total AIRPORT FUND 39,000 39,000 OTHER STATE GRANTS 221,000 221,000 Total 260,000 260,000 expenses due to electrical/equipment additions which would be offset by ability to increase rent on units. The net effect on Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It A3463 Project Name South Airport Site Development GRANTEE FAA MATCH % 50% area SCORE 46 TIFDISTRICT None access Total Project Cost: $2,125,100 Department AIRPORT Contact Michael Tharp Type One Phase Useful Life 40 Years Category Airport Priority Non-essential (5) Status Active Justification The airport continues to have a growing need for additional hangar area for based aircraft This project will provide the initial site development for the south eeneral aviation area includine improvements to drainaee alone Willow Creek that will allow for the site development to be outside this 100 vear flood plain. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 355,000 355,000 CONSTRUCTION 1,770,100 1,770,100 Total 2,125,100 2,125,100 Funding Sources 2015 2016 2017 2018 2019 Total FEDERAL GRANTS 1,062,550 1,062,550 GO BONDS 1,062,550 1,062,550 Total 2,125,100 2,125,100 Produced Using the Plan It Capital Planning Software lily, Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It P3971 Project Name CBD Streetscape Project Department CITY MANAGER Contact Geoff Frain Type Multi -Phase GRANTEE NONE SCORE 59 Useful Life 15 years MATCH % NONE TIFDISTRICT City -University Category Public Works Administration Priority Essential (2) Description Total Project Cost: $12,267,320 Status Active This project includes streetscape upgrades consistent with the adopted 2013 master plan. Enhancements include utility upgrades, as well as improvements to the roadway and pedestrian walks. 2015 - Ped Mall design and quickstarts ; 2016 - 2017 Washington Street and Black Hawk park enhancements, 2018 Ped mall enhancements; 2019 Dubuque Street enhancements. to help create a more spaces. Many aspects of the existing streetscape are Prior Expenditures 2015 2016 2017 2018 2019 Total 1,417,320 CONSTRUCTION 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 Total Total 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 1,417,318 GO BONDS 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 Total Total 350,000 2,000,000 2,000,000 4,000,000 2,500,000 10,850,000 Project It G4704 Project Name City Hall - Other Projects GRANTEE NONE SCORE 32 MATCH% NONE TIFDISTRICT None Total Project Cost: $300,000 ration for improvements to City Hall. (First floor carpet, landscaping - 2015) I he repair and maintenance and other necessary improvements for the city hall building and police, Expenditures 2015 2016 2017 2018 Department FINANCE Contact Dennis Bockenstedt Type Annual Useful Life 20 years Category Finance Administration Priority Essential (2) Status Active 2019 Total CONSTRUCTION 100,000 50,000 50,000 50,000 50,000 300,000 Total 100,000 50,000 50,000 50,000 50,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 50,000 50,000 50,000 50,000 300,000 Total 100,000 50,000 50,000 50,000 50,000 300,000 costs for the 2015 is to Produced Using the Plan It Capital Planning Software save the City utility expenses, ti costs. Wednesday, January 28, 2015 NN"Ix"Mali ►vi►vr_1Wd:rd.r_1►via Project It 14721 2015 Department FINANCE 2018 2019 Contact Dennis Bockenstedt Project Name Fiber Optic Infill Program 100,000 Type Annual GRANTEE NONE SCORE 64 Useful Life 30 Years MATCH % NONE TIFDISTRICT None Category Finance Administration Total Priority Essential (2) Description Total Project Cost: $500,000 Status Active Expansion of the City's fiber optic network. Creation of redundant fiber optic rings, placement of cable underground when opportunities arise, expansion to unserved facilites. ITS always includes our original partners (Johnson County, ICCSD, University of Iowa) when planning expansion and redundant routes. Justification The Citv relies heavily on high-speed data communications to facilities. Further investment in the system is required to ensure that this service is not intermoted. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 100,000 100,000 100,000 500,000 Total 100,000 100,000 100,000 100,000 100,000 500,000 costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year. Project It I4722 Project Name S. Wastewater Fiber Repair/Redundant Path GRANTEE NONE MATCH % NONE associated handholes and har Justification Phe fiber path to Wastewater SCORE 54 TIFDISTRICT None Total Project Cost: $427,279 and install a new, 96 -strand fiber optic cable. to plant function. It was Department Total 100,000 100,000 100,000 100,000 100,000 500,000 30 Years Category Finance Administration Priority Critical (1) Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 100,000 100,000 100,000 100,000 500,000 Total 100,000 100,000 100,000 100,000 100,000 500,000 costs due to the additional equipment to maintain. The estimated increase in operating costs is less than $10,000 per year. Project It I4722 Project Name S. Wastewater Fiber Repair/Redundant Path GRANTEE NONE MATCH % NONE associated handholes and har Justification Phe fiber path to Wastewater SCORE 54 TIFDISTRICT None Total Project Cost: $427,279 and install a new, 96 -strand fiber optic cable. to plant function. It was Department FINANCE Contact Dennis Bockenstedt Type One Phase Useful Life 30 Years Category Finance Administration Priority Critical (1) Status Active recent Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 397279 397279 INSPECTION 15,000 15,000 ADMINISTRATION 15,000 15,000 Total 427,279 427,279 Prior Funding Sources 2015 2016 2017 2018 2019 Total 237,655 WASTEWATER FUND 189,624 189,624 Total Total 189,624 189,624 impact: The project will reduce the maintenance and repair costs due to the ongoing repairs and upkeep of the currently damaged and repaired lines. Produced Using the Plan It Capital Planning Software YrR3 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project # Y4406 Project Name Fire Apparatus Replacement Program GRANTEE U OF I SCORE 52 MATCH% VARIES TIFDISTRICT None crinfrnn Total Project Cost: $1,765,000 2017: Fire Pumper #355 2018: Scotty House 2019: Fire Pumner #351 Department FIRE Contact John Grier Type Multi -Phase Useful Life 16 years Category Fire Priority Critical (1) Status Active Justification Phe Fire Safety House is used to provide up-to-date safety presentations and demonstrations throughout the community. The house also allows individuals the )pportunity to practice demonstrated skills and techniques. After minor repairs, the life of the safety house has been extended and the department recommends evising the replacement date to calendar year 2018. The purchase of the 2017 Fire Pumper and the 2019 Fire Pumper will allow the department to maintain apparatus per the approved vehicle replacement schedule. Expenditures 2015 2016 2017 2018 2019 Total EQUIPMENT 810,000 60,000 895,000 1,765,000 Total 810,000 60,000 895,000 1,765,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 750,000 60,000 830,000 1,640,000 UNIVERSITY OF IOWA 60,000 65,000 125,000 Total 810,000 60,000 895,000 1,765,000 expenses Produced Using the Plan It Capital Planning Software to newer Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It Y4436 Department FIRE Contact John Grier Project Name Fire/Police Storage Facility Relocation Type Multi -Phase GRANTEE NONE SCORE 52 Useful Life 25 years MATCH% NONE TIFDISTRICT None Category Fire Priority Essential (2) Description Total Project Cost: $700,000 Status Active This proj ect will design and construct a Public Safety equipment storage building to be utilized by the Iowa City Fire and the Iowa City Police Department. The Droiect will Drovide land acquisition. land development site utilities. buildine construction costs. and desum fees. Justification Phe decommissioning and revitalization of the north wastewater site will necessitate the relocation and construction of a public safety storage building. The project rill reduce the need to utilize other city facilities for public safety storage and eliminate the expenses accompanying the use of leased storage space. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 700,000 700,000 Total 700,000 700,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 700,000 700,000 Total 700,000 700,000 Budget Impact/Other II he annual operating budget associated with facility maintenance, alarm monitoring, sprinkler system maintenance, and utilities will exceed the current fire training facility operating expenses; however, the anticipated savings through the installation of upgraded and efficient systems is expected to offset the difference in the longterm. The net impact on the operative budget is lower by about $50,000 per vear to the elimination of a leased facility. Produced Using the Plan It Capital Planning Software 1011 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4333 Project Name Library Bookmobile GRANTEE LIBRARYDONATIONS MATCH % 40% a 24 to Justification to SCORE 55 TIFDISTRICT None Total Project Cost: $250,000 Department Contact Type Useful Life Category Priority Status LIBRARY Susan Craig One Phase 15 years Library Critical (1) Active is project is specifically part of the Library's new strategic plan. It is one of the objectives under Goal One: The Iowa City Public Library connects people to mination and ideas and offers them opportunties for enjoyment and personal growth. It is a more flexible and much less expensive alternative to a branch library serve the needs of people who cannot or chose not to come to the downtown facility. It also meets the Coucil's strategic plan priority to sustain healthy ighborhoods under the public infrastructure objective because the bookmobile will be present in neighborhoods and bring materials and technology to people in ar neighborhoods. The bookmobile is a response to be more customer service oriented, an objective the Council's strategic plan goal of enhanced Expenditures 2015 2016 2017 2018 2019 Total EQUIPMENT 250,000 250,000 Total 250,000 250,000 Funding Sources 2015 2016 2017 2018 2019 Total CONTRIBUTIONS & 150,000 150,000 DONATIONS GENERAL FUND 100,000 100,000 Total 250,000 250,000 budget will need to pickup the maintenance and operating expenses. Some new staff will also be needed to provide operations staff. The additional Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4334 NEIGHBORHOOD&DEVEL Department LIBRARY Type Annual Contact Susan Craig Project Name Replace Library HVAC Controls Development Services Type One Phase GRANTEE NONE SCORE 39 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Library Priority Critical (1) Description Total Project Cost: $55,000 Status Active Replace the front end BMTW controller on library builidng HVAC system. Justification k study completed by Design Engineers in FY14 recommends this project be completed in 2015 and provides the cost estimate.. The builidng automation system is in a software version that will no longer be supported by the manufacturer. A new controller will accept all existing devices and also be able to link to future Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 55,000 55,000 Total 55,000 55,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 55,000 55,000 Total 55,000 55,000 IThis HVAC constrols upgrade should create additional heating and cooling savings and maintenance savings. The estimated impact on the operating budget is less than $10,000 per vear. Project It E4513 Project Name Riverfront Crossing Development GRANTEE NONE MATCH % NONE Description 3urlington Street Dam Justification SCORE 40 TIFDISTRICT Riverfront Crossings Total Project Cost: $1,000,000 Department NEIGHBORHOOD&DEVEL Contact Jeff Davidson Type Annual Useful Life 40 Years Category Development Services Priority Critical (1) Status Active for development of the Riverfront Crossings area that will spur new construction and a city park that was previously wastewater and Expenditures 2015 2016 2017 2018 2019 Total CONTINGENCY 200,000 200,000 200,000 200,000 200,000 1,000,000 Total 200,000 200,000 200,000 200,000 200,000 1,000,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 200,000 200,000 200,000 200,000 200,000 1,000,000 Total 200,000 200,000 200,000 200,000 200,000 1,000,000 Operating impact: This project is to re -develop an aging part of the CRywhich could lower infrastructure costs and raise property tax revenues. The estimated increase in revenues and decrease in expenditures is less than $10.000 Der vear combined at this time. Produced Using the Plan It Capital Planning Software Yr71 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It E4514 Project Name TowncrestArea Redevelopment GRANTEE NONE MATCH % 50% Justification SCORE 40 TIFDISTRICT Towncrest Total Project Cost: $1,000,000 hent Plan. Previous years includes the Department NEIGHBORHOOD&DEVEL Contact Tracy Hightshoe Type Annual Useful Life 40 Years Category Development Services Priority Critical (1) Status Active IThis firmed movides annual finds for moiects in the Towncrest areawhich is an area that is deteriorative and in need of revitalization. Expenditures 2015 2016 2017 2018 2019 Total CONTINGENCY 200,000 200,000 200,000 200,000 200,000 1,000,000 Funding Sources Total 200,000 2015 200,000 2016 200,000 2017 200,000 2018 200,000 2019 1,000,000 Total GO BONDS 200,000 200,000 200,000 200,000 200,000 1,000,000 pact/Other Total 200,000 200,000 200,000 200,000 200,000 1,000,000 to re -develop an aging part of the Citywhich could lower infrastructure costs and raise property tax revenues. The estimated increase in revenues Project It E4517 Project Name 'Towncrest Drive reconstruction GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT Towncrest crintion Total Project Cost: $600,000 Department NEIGHBORHOOD&DEVEL Contact Jeff Davidson Type One Phase Useful Life 40 Years Category Street Operations Priority Aesthetic Improvement (4) Status Active NOW a privfigate street, property owners would dedicate me right ofway to me City and me Citywill reconstruct. Parking along and a acent to me right of waywill be reconured to better facilitate vehicle movement and pedestrian safety. Justification ately owned block of street is used by people doing business in the Towncrest Area as a street and benefits the entire community, notjust the current owner. Prospective investors in the property do notwant to be in the street business and are reluctant to invest if they must. Theywould dedicate the to the City. Adjacent parking layouts are problematic and pedestrian safety is compromised. With the City acquisition of this street, those elements can be Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 600,000 600,000 Total 600,000 600,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS is less than $ 600,000 600,000 Total 600,000 600,000 Produced Using the Plan It Capital Planning Software IN snow on Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It G4720 Project Name Permitting Software Upgrade GRANTEE NONE MATCH % NONE Description Phis project upgrades the city's current Justification SCORE 40 TIFDISTRICT None Total Project Cost: $300,000 Department NEIGHBORHOOD&DEVEL Contact Doug Boothroy Type One Phase Useful Life 10 years Category Development Services Priority Critical (1) Status Active Accela is no longer providing enhancements or upgrades to Tidemark Advantage, the cuff cut Tidemark software is being scheduled for replacement. ark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will Expenditures 2015 2016 2017 2018 2019 Total OTHER 300,000 300,000 Total 300,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 300,000 300,000 Total 300,000 300,000 overall impact on the operating budget will not be affected when the new software is in place. It's estimated the maintenance fee for the new software will be valent to the existing maintenance fee. There might be an overall savings if the new software is cloud based and requires less server(s) which results in less Produced Using the Plan It Capital Planning Software IA Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It G4721 Project Name City Hall Remodel for NDS Integration GRANTEE NONE SCORE 60 MATCH% NONE TIFDISTRICT None Total Project Cost: $520,761 Department NEIGHBORHOOD&DEVEL Contact Doug Boothroy Type Multi -Phase Useful Life 25 years Category Development Services Priority Critical (1) Status Active modeling of lower level (HIS) and Second Floor (Planning) of City Hall in order to facilitate the integration of the old Planning and HIS Departments. Addition bathrooms (mens and womens) to second floor. Second floor includes demolition of interior walls and creation of new work space / offices. First floor includes dition of a conference room, and offices. New lighting efficiencies, low VOC carpet and paint are a part of the project. Second floor remodeling will be in 2015; Justification Necessary to complete the integration of Planning and HIS Departments. The integration of these departments has and will create effieciencies and better communication between the departments. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 27,000 14,000 41,000 CONSTRUCTION 283,299 152,462 435,761 CONTINGENCY 31,000 13,000 44,000 Total 341,299 179,462 520,761 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 34'.299 179,462 520,761 Total 341.299 179,462 520,761 Atter construction, no additional operating impact over current maintenance expenses are expected. Produced Using the Plan It Capital Planning Software .7d�] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It P3977 Project Name Riverside Drive Streetscape Improvements GRANTEE NONE MATCH % NONE SCORE 57 TIFDISTRICT Riverside Drive Total Project Cost: $75,000 Department NEIGHBORHOOD&DEVEL Contact John Yapp Type Multi -Phase Useful Life 25 years Category Public Works Administration Priority Aesthetic Improvement (4) Status Active IRivaside Drive streetscape improvements between Myrtle Avenue and U. S. Highway 6. Protect includes consolidation of driveways, undergroundmg utilities, installine sidewalks and landscarine. Plannine and desien is in 2014-15 with construction and implementation in 2016. Justification :s the Riverfront Crossings plan. Supports redevelpment of commerical and residential properties along Riverside Drive and adjacent to the Iowa River. entryway to Miller Orchard Neighborhood on Benton Street and the south entracne to the University of Iowa on Riverside Drive. Improves traffic safety Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 75,000 75,000 Total 75,000 75,000 Funding Sources 2015 2016 2017 2018 2019 Total TAX INCREMENT FINANCING 75,000 75,000 Total 75,000 75,000 IThis project will increase operating costs due to the addition of a new landscaping that requires maintenance. The estimated increase in operating expenses is less than $10,000 per vear. Project It R4185 Project Name Riverfront Crossings Riverbank/Park Development GRANTEE NONE SCORE 47 MATCH % NONE TIF DISTRICT Riverfront Crossings Description Total Project Cost: $1,500,000 Department NEIGHBORHOOD&DEVEL Contact John Yapp Type One Phase Useful Life 25 years Category Parks Maintenance Priority Essential (2) Status Active ❑verttont Crossings Park on site of old wastewater plant in livertront Crossings District. Implementation of the park element of the Riverfront Crossings Revenue to be created with redevelopment and tax base of nearby properties - the park will be an attractor for redevelopment. The park will also serve as a Justification Adaptive resue of old wastewater treatment site, creation of wetlands / floodable area, creation of park amenity in Rivertront Crossings District. It is anticipated that the removal of the wastewater plant and the creation of the park will add to the attractiveness of redevelopment in the Riverfront Crossings District. Please note this is a cost estimate / placeholder - a more detailed cost estimate will be available this winter once park plans are more complete. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 500,000 500,000 500,000 1,500,000 Total 500,000 500,000 500,000 1,500,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 500,000 500,000 500,000 1,500,000 Total 500,000 500,000 500,000 1,500,000 BudgetImpact/Other 'estimated impact on operating costs includes it iDeratine costs would be between $50.000 and Produced Using the Plan It Capital Planning Software 511 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4204 Project Name Iowa River Trail, Benton St - Sturgis Park GRANTEE TRAILS GRANT SCORE 52 MATCH % NONE TIF DISTRICT Riverside Drive Total Project Cost: $2,258,000 to Sturgis Park, on the west side of the Iowa Department NEIGHBORHOOD&DEVEL Contact Kris Ackerson Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active on top rest side levee to McCollister Blvd. Staff has applied for a $400,000 Recreational Trails Grant - Grant funding is anticipated, but not assured. Justification The IA River Trail system is a long-time trail plan which has taken decades to develop. The segment from Benton St to Sturgis Park is one of the final phases in owa City, and is consistent with regional trails plans and the Riverfront Crossings Plan. The trail will improve bicycle and pedestrian accessibility in the Riverside Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 150,000 150,000 CONSTRUCTION 2,108,000 2,108,000 Total 150,000 2,108,000 2,258,000 Funding Sources 2015 2016 2017 2018 2019 Total FEDERAL GRANTS 400,000 400,000 GO BONDS 150,000 1,708,000 1,858,000 Total 150,000 2,108,000 2,258,000 R4206 Department NEIGHBORHOOD&DEVEL Project It Contact Kris Ackerson Project Name Intra -city Bike Trails Type Annual GRANTEE NONE SCORE 40 Useful Life 40 Years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $250,000 Status Active Annual appropriation for the construction or repair of bike trails. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 expenses Produced Using the Plan It Capital Planning Software �YJ new are Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4225 Project Name Highway 1 Sidewalk/Trail GRANTEE TRAILS GRANT MATCH % VARIES construct a SCORE 47 TIFDISTRICT None Total Project Cost: $678,000 Department NEIGHBORHOOD&DEVEL Contact Kent Ralston Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active Justification This project is an extension of the recently completed Hwy 1 Trail project that extends from Orchard Street to Sunset Street. This project is identified in the MPO Long Range Transportation Plan as a Tutme' trail extension. This project would complete the planned Hwy 1 trail trail system and ultimately connect the existing Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 678,000 678,000 Total 678,000 678,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 178,000 178,000 OTHER STATE GRANTS 500,000 500,000 Total 678,000 678,000 Budget Impact/Other to snow expenses. expenses are R4130 2018 2019 Total Department PARKS&RECREATION Project It 7,000 Total 87,000 100,000 100,000 100,000 100,000 487,000 Contact Mike Moran Project Name Parks Annual Improvements/Maintenance Type Annual GRANTEE NONE SCORE 40 Useful Life 20 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Critical (1) Description Total Project Cost: $487,000 Status Active Annual appropriations for maintenance and improvements in the parks. 2015 includes $7,000 in Park Dedication Fees for Reno Park improvements. Justification Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 87,000 100,000 100,000 100,000 100,000 487,000 Total 87,000 100,000 100,000 100,000 100,000 487,000 Funding Sources 2015 2016 2017 2018 2019 Total GENERAL FUND 80,000 100,000 100,000 100,000 100,000 480,000 PARK DEDICATION FEES 7,000 7,000 Total 87,000 100,000 100,000 100,000 100,000 487,000 Budget Impact/Other 1'his project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. Produced Using the Plan It Capital Planning Software 513 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4137 Project Name Frauenholtz-Miller Park Development GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $223,000 Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site. Justification This area of Iowa City is continuing to develop with residential, and the demand for park and recreation less than $1 Department PARKS&RECREATION Contact Mike Moran Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active continue to Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 223,000 223,000 Total 223,000 223,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 181,930 181,930 PARK DEDICATION FEES 41,070 41,070 Total 223,000 223,000 expenses Project It R4160 Project Name Iowa River Corridor Trail -Peninsula -VM Prairie GRANTEE REAP MATCH % NONE SCORE 40 TIFDISTRICT None new Department PARKS&RECREATION Contact Mike Moran Type One Phase Useful Life 20 years Category Parks Maintenance Priority Essential (2) Description I Total Project Cost: $200,000 Status Active 'his project is a meandering trail along riparian corridor of the Iowa River extending from Peninsula Park(and Thomberry Dog Park) towards Waterworks Prairie 'ark. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linearfoottrail ,reject will be part one of a two part project in linking these two park systems. A Resource Enhancement and Protection (REAP) grant was applied for and granted Justification Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 200,000 200,000 Total 200,000 200,000 Funding Sources 2015 2016 2017 2018 2019 Total OTHER STATE GRANTS 200,000 200,000 Total 200,000 200,000 will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are Produced Using the Plan It Capital Planning Software 514 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME R4177 Department PARKS&RECREATION Project It 8,617 CONSTRUCTION 211,511 Contact Mike Moran Project Name Lower City Park Emergency Access Road Type One Phase GRANTEE NONE SCORE 60 Useful Life 50 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Critical (1) Description Total Project Cost: $220,128 Status Active Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for emergency vehicle access. Justification This road is critical to have emereencv vehicle access to Lower Citv Park as well as overflow access during events. Prior Expenditures 2015 2016 2017 2018 2019 Total 8,617 CONSTRUCTION 211,511 211,511 Total Project Name Mercer Park Playground Total 211,511 211,511 Prior Funding Sources 2015 2016 2017 2018 2019 Total 128 GO BONDS 220,000 220,000 Total 'Total 220,000 220,000 Budget Impact/Other )peratmR costs will increase due to costs per year. R4186 Department PARKS&RECREATION Project It Contact Mike Moran Project Name Mercer Park Playground Type One Phase GRANTEE NONE SCORE 40 Useful Life 20 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Total Project Cost: $214,855 Description1 Status Active This Droiectwill upgrade the Dlaveround facilities at Mercer Park to a regional Dark. Justification 1'he project replaces the older playground facilities and an established city park that will help ensure that the park remains safe and vital. The newer facilities will also help establish the Dark as a regional Dark rather than a neighborhood Dark. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 214,855 214,855 Total 214,855 214,855 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 150,000 150,000 PARK DEDICATION FEES 64,855 64,855 Total 214,855 214,855 Produced Using the Plan It Capital Planning Software '.7167 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4187 Project Name City Park Cabin Restoration GRANTEE REAP SCORE 36 MATCH% VARIES TIFDISTRICT None Total Project Cost: $175,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 20 years Category Recreation Priority Essential (2) Status Active 1'he two log cabins in Upper City Park, known as the Old Settlers' Association of Johnson County Cabins, were entered into the National Register of Historic Places on June 25, 2013. These cabins are in need of immediate restoration; foundation, root, logs and interior. Fundraising by the Parks and Recreation Foundation has begun, with the seal to raise at least half of the cost. A REAP Brant will also be submitted in the Serine of 2014. As the last surviving buildings built by the Johnson County Old Settlers, the log cabins in City Park serve as a significant reminder of how far we have come as a community, a city, and a county. Beginning in 1918, when both log cabins became permanently situated in Upper City Park, and until their closure in 2009, these historic pioneer -era replicas provided for the Iowa City community as a social, natural, recreational, and educational resource for Iowa residents. The cabins were not only utilized by local groups such as scout troops, university students, schools districts, and historical societies for organized programming, but also by the general public as a historical landmark and community destination. With the cabins having recently been listed on the National Register of Historic Places, itis more than ideal for these historic structures to be preserved for the education and use of future generations to come. Once successfully restored, the cabins can once seam stand as a destination location for educational mroerammine. as well as social eatherines and events. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 175,000 175,000 Total 175,000 175,000 Funding Sources 2015 2016 2017 2018 2019 Total CONTRIBUTIONS & 20,000 20,000 DONATIONS GO BONDS 130,000 130,000 OTHER STATE GRANTS 25,000 25,000 Total 175,000 175,000 Budget Impact/Other There will be increased operating costs due to the increased usage of the facilities, but there will also be increased revenues due to the ability to rent the space out. The net Humid to the omeratine budget is negligible. Produced Using the Plan It Capital Planning Software .7l[d Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME R4188 SCORE 54 Department PARKS&RECREATION Project It TIFDISTRICT None Category Parks Maintenance 75,000 75,000 Contact Chad Dyson Project Name City Park Pool Cabana Shelters Total Project Cost: $375,000 Type One Phase GRANTEE NONE SCORE 38 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Recreation Priority Essential (2) Description Total Project Cost: $65,000 Status Active Installation of two cabana shelters, and one cantilever shade structure at City Park pool. Justification These cabana shelters will be utilized for revenue earns from Darty and event rentals. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 65,000 65,000 Total 65,000 65,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 65,000 65,000 Total 65,000 65,000 Project It R4189 Project Name Emerald Ash Borer Response Plan Department PARKS&RECREATION Contact ZacharyHall Type Annual GRANTEE NONE SCORE 54 Useful Life 15 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance 75,000 75,000 Priority Critical (1) 3etiption Total Project Cost: $375,000 Status Active .lop a response and action plan to mitigate and manage the impact of the inevitable Emerald Ash Borer infestation. The average cost of removal is $800 per the average cost of replanting is $400 per tree. There is approximately 2,000 Ash trees for a total of $2.4 million for removal and replanting over a 15 year Justification le o12014 EATS was detected In Iowa City and although an mtestatlon has not been determined It is deamed to be inevitable due to EATS combinations In boring counties such as Cedar and Muscatine. The City of Iowa City is responsible for approximately 2,000 Ash trees and currently does not have a funding e specified for EAB. This will afford the ability to identify, inventory, remove, replace and retain (as much as possible) the City's Ash population. Currently is no state funding source available to aid municipalities with managing the impact from EAB. The Forestry division currently does not have the labor force or Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 75,000 75,000 75,000 75,000 75,000 375,000 Total 75,000 75,000 75,000 75,000 75,000 375,000 Funding Sources 2015 2016 2017 2018 2019 Total GENERAL FUND 75,000 75,000 75,000 75,000 75,000 375,000 Total 75,000 75,000 75,000 75,000 75,000 375,000 Budget Impact/Other 'here will be costs for management Produced Using the Plan It Capital Planning Software .7iI1 per year. Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME R4190 Department Department PARKS&RECREATION Project It Contact ZacharyHall Project Same Pheasant Hill Park Renovation Contact ZacharyHall Project Same Tower Court Park Renovation Useful Life Type One Phase GRANTEE NONE SCORE 73 Useful Life 20 years MATCH % 50% TIFDISTRICT None Category Parks Maintenance Status Priority Essential (2) Description Total Project Cost: $73,334 Status Active Addition of new plavplound equipment, safety surfacing material, water feature, drinking fountain, shelter and bathroom at Tower Court Park. Justification The Tower Court neighborhood have met with staff and requested a revamping of the amenities in the park. Improving these features aligns with the Parks Master Plan for renovating and updating neighborhood parks. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 73,334 73,334 Total 73,334 73,334 Funding Sources 2015 2016 2017 2018 2019 Total PARK DEDICATION FEES 73,334 73,334 Total 73,334 73,334 Budget Impact/Other is R4191 Department PARKS&RECREATION Project It Contact ZacharyHall Project Same Pheasant Hill Park Renovation Type One Phase GRANTEE NONE SCORE 73 Useful Life 20 years MATCH % 50% TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $50,000 Status Active Addition of new playground equipment, safety surfacing material, drinking fountain at Pheasant Hill Park. Justification Neighborhood requests have been made for new surfacing material and updating play equipment. Improving these features aligns with the Parks Master Plan for renovatine and updating neighborhood Darks. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 50,000 50,000 Total 50,000 50,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 14,138 14,138 PARK DEDICATION FEES 35,862 35,862 Total 50,000 50,000 Produced Using the Plan It Capital Planning Software .7iP.7 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project # R4224 Project Name Hickory Hill Trail Redesign & Development GRANTEE FRIENDS OF HICKORY HILL SCORE 60 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $750,000 This project will include the use of existing plans and new consultant plans for the re -development of the trail system )ark. the project will also include wayfinding, ammenity placement and ADA opportunities within the park. Justification The project will be something that can develop the park for along tern solution of trails, bridges and ammenities for Department PARKS&RECREATION Contact Mike Moran Type Multi -Phase Useful Life 40 Years Category Parks Maintenance Priority Critical (1) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 250,000 250,000 250,000 750,000 Total 250,000 250,000 250,000 750,000 Annual Useful Life 20 years Category Funding Sources 2015 2016 2017 2018 2019 Total CONTRIBUTIONS & 50,000 50,000 50,000 150,000 DONATIONS 2015 2016 2017 2018 GO BONDS 200,000 200,000 200,000 600,000 Total 250,000 250,000 250,000 750,000 will increase operating expenses due to the additional maintenance required for the new trail. Estimated additional operating costs are less than Project # R4226 Project Name Sustainable Roadway Vegetation Management Program GRANTEE NONE SCORE 49 MATCH% NONE TIFDISTRICT None crintion Total Project Cost: $125,000 Department PARKS&RECREATION Contact ZacharyHall Type Annual Useful Life 20 years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active IDevelop a management plan to incorporate and maintain alternative plantings in non -parkland areas. Justification During the past two decades the Parks division has absorbed maintenance responsibilities for approximately 200 acres of non -parkland. This would allow for a Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 Funding Sources 2015 2016 2017 2018 2019 Total GENERAL FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 Budget Impact/Other Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4322 Project Name willow Crk/Kiwanis Park Master Plans & Splash Pad GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Total Project Cost: $400,000 develop a master plan for these two Department PARKS&RECREATION Contact Mike Moran Type One Phase Useful Life 40 Years Category Parks Maintenance Priority Essential (2) Status Active Ion the west side of Iowa City. Justification This Droiect is consistent with the Citv's master DIM to develop neighborhood Darks. This is an area that is under served by Dark and recreation spaces. Prior Expenditures 2015 2016 2017 2018 2019 Total 50,000 CONSTRUCTION 350,000 350,000 Total Total 350,000 350,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 50,000 GO BONDS 350,000 350,000 Total 'Total 350,000 350,000 Budget Impact/Other I'1'his project will increase operating costs due to the addition of a new splash pail. The increase in operating costs is estimated to be approximately $10,000 per year. Project It R4330 Project'Same Annual Recreation Center Improvements Department PARKS&RECREATION Contact Chad Dyson Type Annual GRANTEE NONE SCORE 66 Useful Life 20years MATCH% NONE TIFDISTRICT None Category Recreation Priority Critical (1) etiption Total Project Cost: $250,000 Status Active s various facility upgrade, replacement, and maintanance projects for components that have exceeded their life expectancy for the Robert A. Lee Recreation Justification 3unds are needed to Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 Funding Sources 2015 2016 2017 2018 2019 Total GENERAL FUND 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. Produced Using the Plan It Capital Planning Software *A] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4331 Project Name Elementary School Recreation Facility Partnership GRANTEE NONE SCORE 62 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,525,000 Department PARKS&RECREATION Contact Mike Moran Type Multi -Phase Useful Life 30 Years Category Recreation Priority Essential (2) Status Active ParLnuship with the Iowa City Community School District to construct an expanded gymnasium recreation factllity at a neighborhood elementary school. this project contributes finds to the Iowa City school district to add recreation space into the new elementary school facilities to create additional recreation space for neighborhoods. Alexander Elementary - 2015, Hoover Elementary - 2017 Expenditures 2015 2016 2017 2018 2019 Total OTHER 750,000 775,000 1,525,000 Total 750,000 775,000 1,525,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 750,000 775,000 1,525,000 Total 750,000 775,000 1,525,000 Due to the arrangement with the school district. The anticipated increase in operating costs is negligible. Project It R4332 Project Name Upgrade Building BAS Controls GRANTEE NONE MATCH % NONE Description 3ecreation Center (2017) and Justification SCORE 26 TIFDISTRICT None Total Project Cost: $535,000 Department PARKS&RECREATION Contact Scott Justason Type Multi -Phase Useful Life 15 years Category Parks Maintenance Priority Efficiency Improvement (3) Status Active (These systems control facility HVAC (Heating, Ventilation, Air Conditioning) equipment along with the associated mechanical and electrical components. As these existing controls become aged, service technicians do the same, retiring and giving way to new advanced technology with greater efficiency and focus on sustainability. With that comes a different twe of technician trainine and exocrtise. Please review the attached documents alone with accomoanving Dhotos. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 240,000 170,000 125,000 535,000 Total Funding Sources 2015 240,000 2016 170,000 2017 125,000 2018 2019 535,000 Total GO BONDS 240,000 170,000 125,000 535,000 Total npact/Olher 240,000 170,000 125,000 535,000 will significantly reduce operating costs and energy consumption in multiple facilities. Typical average annual energy savings on projects of this type Produced Using the Plan It Capital Planning Software 521 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4335 Project Name Mercer Aquatic Center/Scanlon Gym Improvements GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $53,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 25 years Category Recreation Priority Essential (2) Status Active (Project will include the renovation of the locker room, on -deck restrooms to family changing rooms, on -deck office to classroomoneehng room space, and the replacement of the room partician between the P&G and game rooms at Scanlon Gym. Locker rooms renovation would include painting, new floors, and power access doors to the pool deck. The on -deck restrooms would be altered to allow for familv chaneine space which is much needed to serve suecial needs population. This project is a result of numerous patron requests for improvements to the MPAC locker rooms and to meet the needs for family changing areas that serve the general and special needs population. Under used office space on deck will be used to enhance training and meeting space with potential revenue increases through rentals. The wall oartician portion of the oroiect will enhance the meetine rental capabilities and overall aesthetics of the facility. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 2,000 2,000 CONSTRUCTION 36,000 36,000 EQUIPMENT 15,000 15,000 Total 15,000 38,000 53,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 53,000 53,000 Total 53,000 53,000 II he addition oI meeting room space could generate additional revenues, and the renovated spaces could marginally lower maintenance costs. Ihls estanuted Impact on the ooeratine budeetis less than $10.000. Produced Using the Plan It Capital Planning Software *% Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4336 Project Name Recreation Center Lobby Remodel GRANTEE NONE SCORE 47 MATCH% NONE TIFDISTRICT None Total Project Cost: $160,000 Department PARKS&RECREATION Contact Chad Dyson Type One Phase Useful Life 25 years Category Recreation Priority Essential (2) Status Active iemodel first floor lobby area to include expansion of usable space by enclosing pool balcony, addition of patron seetmg, addition of indoor play equipment, an( model entrance to the adminstrative offices. Justification This project will complete the customer service transition that was started in 2013. The project will enhance the usable space in the lobby for patron activity and )beservation of programs. Could be utilized for parties and rentals for additional revenue. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 145,000 145,000 Total 160,000 160,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 160,000 160,000 Total 160,000 160,000 room space Produced Using the Plan It Capital Planning Software 523 spaces costs. Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME R4337 Department PARKS&RECREATION Project It Contact ZacharyHall Project Name Tennis Court/ Pickle Ball Court Resurfacing Type One Phase GRANTEE NONE SCORE 48 Useful Life 10 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $70,000 Status Active Resurface the tennis courts at Mercer Park and add anew pickle ball court. Justification The Parks divison failed to host the 2014 Midlands Tennis Tournament due to poor court conditions. Resurfacing would enhance the complex and promote and secure tournament play. has received requests from the Senior Center's 50+ member pickle ball group for a designated outdoor court. Currently, the city has a court outlined on the Park tennis courts, but no court specifically designated for pickle ball. The city has a dilapidated underused single hoop basketball court to the south of the !er Tennis courts that could be converted to a pickle ball court. Programming and usage for the pickle ball court could be coordinated with Southeast Junior Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 70,000 70,000 'total 70,000 70,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 70,000 70,000 'total 70,000 70,000 pact/Other expenses Produced Using the Plan It Capital Planning Software 524 on per Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It R4338 Project Name Youth Sports Complex Feasibility Study GRANTEE NONE SCORE 33 MATCH% NONE TIFDISTRICT None Total Project Cost: $50,000 Department PARKS&RECREATION Contact Mike Moran Type Multi -Phase Useful Life 10 years Category Recreation Priority Essential (2) Status Active the studywdl review 73 acres of property currently owned by the city in the 420th Street Industrial Park that will be near the new elementary school and adjacent to residential property to determine if it is feasible and if there is enough public interest to relocate the baseball and and soccer fields to this location. Justification The City's soccer complex is currently on wastewater treatment property that will eventually be converted to wastewater usage over the next twenty years. The :7itys baseball diamonds in City Park have been increasingly unavailable due to seasonal flooding. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 50,000 50,000 Total 50,000 50,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 50,000 50,000 Total 50,000 50,000 Budget Impact/Other 'his studywill have a neQiliQible impact on K3972 Department PUBLIC WORKS Project It Contact Rick Fosse Project Same Refuse Building Type One Phase GRANTEE NONE SCORE 40 Useful Life 40 Years MATCH % NONE TIFDISTRICT None Category Refuse Operations Priority Critical (1) Description Total Project Cost: $700,000 Status Active This project will construct a new Solid Waste building with offices, lockers & meeting rooms, and storage areas. This project is necessary to replace outdated 'acilities and allow for the relocation of the Public Works Operations from the Riverside Drive site to the South Gilbert Street Facility, which is a prerequisite for redevelopment of the Riverside Drive site. Justification The goal is to move all operations off of the Hwy 6 / Riverside Drive site to this new location. Cuff ent facilities are old and in poor condition. The migration of the Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 700,000 700,000 Total 700,000 700,000 Funding Sources 2015 2016 2017 2018 2019 Total REFUSE COLLECTION FUND 700,000 700,000 Total 700,000 700,000 Budget Impact/Other costs is $10,000 to Produced Using the Plan -It Capital Planning Software Wednesday, January 28, 2015 *21 PROJECT SUMMARY BY NAME Project It L3322 Project Name Helil Road Improvements GRANTEE NONE MATCH % NONE SCORE 53 TIFDISTRICT None Total Project Cost: $850,000 Department PUBLIC WORKS Contact Dave Patios Type One Phase Useful Life 20 years Category Landfill Priority Essential (2) Status Active Phis project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landfill entrance. this roadway is currently unimproved rural chip sealed roadway. In the future there will be more heavy truck traffic because the fill for the Gateway project on Dubuque Street will be hauled from the landfill stockpiles by trucks. Potentiallv, a material recvcline facilitv may be located at the Landfill adding to traffic on Hebl Road. Ave serves as the onlv access road to to a to reduce the occurances Prior Expenditures 2015 2016 2017 2018 2019 Total 765,000 CONSTRUCTION 75,000 75,000 INSPECTION 5,000 5,000 Total ADMINISTRATION 5,000 5,000 Total 85,000 85,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 765,000 LANDFILL FUND 85,000 85,000 Total 'Total 85,000 85,000 Project It L3324 Project Name Landfill Gas Collection System Flare Replacement GRANTEE NONE MATCH % NONE Justification SCORE 56 TIFDISTRICT None Total Project Cost: $300,000 IThe existing flare was installed in 2000 and has deteriorated with use and see. Department PUBLIC WORKS Contact Daniel Scott Type One Phase Useful Life 10 years Category Landfill Priority Essential (2) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 300,000 300,000 Total 300,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total LANDFILL FUND 300,000 300,000 Total 300,000 300,000 Budget Impact/Other I'1'his project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It L3325 PUBLIC WORKS Department PUBLIC WORKS Type One Phase Contact Daniel Scott Project Name Landfill Household Hazardous Water Storage Unit Storm Water Type One Phase GRANTEE NONE SCORE 56 Useful Life 10 years MATCH% NONE TIFDISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $300,000 Status Active This project consists of replacing the existing landfill household hazardous waste storage unit. Justification This Droiect consists of reelacine the existing landfill household hazardous waste storage unit. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 300,000 300,000 Total 300,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total LANDFILL FUND 300,000 300,000 r Impact: Total 300,000 300,000 Project It M3629 Project Name Normandy Drive Storm Sewer Replacement GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $375,000 Phis project will make storm sewer improvements on Normandy Drive. This project replaces a fail modified intake structure with a valve to allow for installation of salvaged pumps to allow for more Justification During flood events, the modification will allow for more efficient pumping of storm water. new are Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 40 Years Category Storm Water Priority Efficiency Improvement (3) Status Active al pipe. The improvements will include a Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 350,000 350,000 Total 25,000 350,000 375,000 Funding Sources 2015 2016 2017 2018 2019 Total STORM WATER FUND 25,000 350,000 375,000 Total 25,000 350,000 375,000 amount of staffing necessary to Produced Using the Plan It Capital Planning Software Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It M3630 Project Name Stevens Drive Storm Sewer Improvements GRANTEE NONE MATCH % NONE SCORE 48 TIFDISTRICT None Total Project Cost: $375,000 storm sewer and gate structure modifications on Stevens Drive to at Justification During flood events, the modification will allow for more efficient pumping of storm water. Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 40 Years Category Storm Water Priority Efficiency Improvement (3) Status Active Ped pumps to allow for more efficient Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 350,000 350,000 Total 25,000 350,000 375,000 Funding Sources 2015 2016 2017 2018 2019 Total STORM WATER FUND 25,000 350,000 375,000 Total 25,000 350,000 375,000 Project It P3957 Project Name Vehicle Wash System at New Public Works Site GRANTEE NONE SCORE 57 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $1,140,000 'onstruct an automated vehicle wash system for large vehicles and provide wash racks forth Justification The seal is to replace the existins facilitv location at the Hwv 6 / Riverside Drive site to this new location. Department PUBLIC WORKS Contact Melissa Clow Type One Phase Useful Life 40 Years Category Public Works Administration Priority Critical (1) Status Active ;e vehicles at the South Gilbert Street Public Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 1,100,000 1,100,000 Total 40,000 1,100,000 1,140,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 40,000 EQUIPMENT FUND 1,100,000 1,100,000 Total Total 1,100,000 1,100,000 This system replaces the current system at the old public works facility. The system should be more energy efficient and water efficient which should lower the Citds overatins costs. The estimated decrease in ooeratins costs is less than $10,000 per vear. Produced Using the Plan It Capital Planning Software **1117 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It P3973 Project Name Traffic Engineering Building Department PUBLIC WORKS Contact Rick Fosse Type One Phase GRANTEE NONE SCORE 40 Useful Life 40Years MATCH % NONE TIFDISTRICT None Category Public Works Administration PrioriTy Critical (1) 2esetiption Total Project Cost: $700,000 Status Active This projectwill construct a new Traffic Engineering building with a tech room work bench, sign shop, materials & equipment storage, and vehicle parking. This project is necessary to replace outdated facilities and facilitate the relocation of the Public Works Operations form the Riverside Drive site to the South Gilbert Street Facilitv and is a prerequisite to redevelopment of the Riverside Drive site. to move Hwy6 to this new are ma ana in poor Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 700,000 700,000 Total 700,000 700,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 700,000 700,000 Total 700,000 700,000 replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 Project It P3974 Project Name Riverside Drive Pedestrian Tunnel GRANTEE NONE SCORE 62 MATCH % NONE TIF DISTRICT Riverside Drive Description Total Project Cost: $1,554,714 :7onstruct a pedestrian tunnel through the railroad overpass on the west side of Riverside Dril Justification Phis will help sour the develoDment Dlans of the Hartwig Motor site. Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 60 years Category Public Works Administration Priority Essential (2) Status Active Prior Expenditures 2015 2016 2017 2018 2019 Total 20714 PLANNING/DESIGN 100,000 100,000 Total CONSTRUCTION 1,434,000 1,434,000 Total 100,000 1,434,000 1,534,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 1,434,000 1,534,000 TAX INCREMENT FINANCING 20,714 20,714 Total 100,000 1,454,714 1,554,714 in omeratine costs is less than Produced Using the Plan It Capital Planning Software Y4:1 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It P3976 Department PUBLIC WORKS Ron Knoche Contact Ron Knoche Project Name Idyllwild Storm water Drainage Diversion Type One Phase GRANTEE NONE SCORE 53 Useful Life 50 years MATCH % NONE TIFDISTRICT None Category Storm Water Priority Efficiency Improvement (3) Description Total Project Cost: $521,000 Status Active This proj ect will install a drainage swale along No Name Road to allow major flow events to go directly to the Iowa River. Justification During Ylood events, the modification will allow for more efficient use of City personnel. Prior Expenditures 2015 2016 2017 2018 2019 Total 21,000 PLANNING/DESIGN 50,000 50,000 Total CONSTRUCTION 450,000 450,000 Total 50,000 450,000 500,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 21,000 STORM WATER FUND 50,000 450,000 500,000 Total Total 50,000 450,000 500,000 the project will decrease me amount oI stalling necessary Ior this area In a major hood event. the Impact on the annual operating budget Is negligible. Project It P3978 Project Name Lower Muscatine Road Landscaping GRANTEE NONE MATCH % NONE SCORE 41 TIFDISTRICT None Total Project Cost: $100,000 IThis oroiect will install street trees alone Lower Muscatine Road from Kirkwood to First Avenue. Justification users oI the corridor a sense Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Parks Maintenance Priority Aesthetic Improvement (4) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 Total 100,000 100,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 100,000 Total 100,000 100,000 The impact on the operating budget will be additional tree maintenance in the city right-of-way. The estimated budget impact is less than $10,000 per year. Produced Using the Plan It Capital Planning Software Y�ir] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It P3979 PUBLIC WORKS Department PUBLIC WORKS Type One Phase Contact Ron Knoche Project Name S. Sycamore Landscaping - Langenberg to nLn Parks Maintenance Type One Phase GRANTEE NONE SCORE 41 Useful Lite 50 years MATCH % NONE TIFDISTRICT None Category Parks Maintenance Priority Aesthetic Improvement (4) Description Total Project Cost: $100,000 Status Active This project will install street trees along South Sycamore Street from the Sycamore V' to Langenberg. Justification This prof ect will help eive users of the corridor a sense of place. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 Total 100,000 100,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 100,000 Total 100,000 100,000 Project It P3980 Project Name S. Sycamore Landscape - Langenberg to Highway 6 GRANTEE NONE MATCH % NONE Justification users or me corriaor a sense SCORE 41 TIFDISTRICT None Total Project Cost: $100,000 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Parks Maintenance Priority Aesthetic Improvement (4) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 Total 100,000 100,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 100,000 Total 100,000 100,000 I'1'he impact on the operating budget will be additional tree maintenance in the city right-ot-way. The estimated budget impact is less than $10,000 per year. Produced Using the Plan It Capital Planning Software 531 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3806 Project Name Harrison Street Reconstruction GRANTEE NONE MATCH % NONE reconstructs Justification SCORE 44 TIFDISTRICT Rivertront Crossings Total Project Cost: $500,000 Street to Clinton Street subject to priva Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ron Knoche One Phase 50 years Street Operations Essential (2) Active IThe area adjacent to the block is being redeveloped Irom an old school site to include the new Midwest One mortgage office building, a new parking garage, and new townhomes. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 500,000 500,000 Total 500,000 500,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 500,000 500,000 Total 500,000 500,000 Budget Impact/Other I'hls project will minimally lower maintenance costs due to the replacement of brick with concrete. Produced Using the Plan It Capital Planning Software 16% Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3809 Project Name Iowa City Gateway Project (Dubuque St) GRANTEE EDA/STP SCORE 71 MATCH% NONE TIFDISTRICT None Total Project Cost: $51,308,434 Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Melissa Clow One Phase 50 years Street Operations Critical (1) Active Phis project will reconstruct and elevate approximately 4,200 feet of Dubuque Street and replace the Park Road Bridge. The project will incorporate multi -modal features and be designed to provide flood protection for the Dubuque Street and reduce flood peaks upstream Irom the Park Road Bridge. This project includes the construction of the North River Corridor Trunk Sewer. (Dubuque Street carries approximately 25,500 cars/day and has been shutdown 3 times in the past 20 years due to Iowa River flooding for approximately 150 days. Additional closures have occurred during heavy rain events. The Dubuque Street is the main entry into Iowa City and its closure impacts the transportation network throughout the Citv, emereencv access, pedestrian and bicvcle transportation and more. Prior Expenditures 2015 2016 2017 2018 2019 Total 2,416,001 PLANNING/DESIGN 3,594,958 2,574,380 FEDERAL GRANTS 3,594,958 CONSTRUCTION 20,511,475 20,955,000 41,466,475 Total 5,000,000 10,000,000 INSPECTION 1,915,500 1,915,500 3,831,000 Total 3,594,958 22,426,975 22,870,500 48,892,433 Prior Funding Sources 2015 2016 2017 2018 2019 Total 2,574,380 FEDERAL GRANTS 4,541,327 4,541,328 9,082,655 Total GO BONDS 5,000,000 5,000,000 10,000,000 LOCAL OPTION SALES TAX 3,594,958 21,342,235 24,937,193 WASTEWATER FUND 2,400,000 2,000,000 4,400,000 Total 3,594,958 33,283,562 11,541,328 48,419,848 expenses is less than Produced Using the Plan It Capital Planning Software 533 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3814 Project Name Annual Traffic Signal Projects GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None Total Project Cost: $750,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active Phis prof ect replaces or adds traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This project is only funded if there is an intersection in need. Justification The addition and replacement of traffic signal equipment ensures the safe flow of traffic, maintains equipmentwith updated technology, provides for better fuel mileaee consumption for motorists, and reduces traffic accidents due to unimproved intersections. Expenditures 2015 2016 2017 2018 2019 Total EQUIPMENT 150,000 150,000 150,000 150,000 150,000 750,000 Total 150,000 150,000 150,000 150,000 150,000 750,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 150,000 150,000 150,000 150,000 150,000 750,000 Total 150,000 150,000 150,000 150,000 150,000 750,000 Budget Impact/Other Project It S3816 Project Name Traffic Calming GRANTEE NONE MATCH % NONE Justification These projects create Expenditures SCORE 40 TIFDISTRICT None Total Project Cost: $125,000 -can vehicle traffic. 2015 2016 2017 2018 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Efficiency Improvement (3) Status Active 2019 Total CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 expense Produced Using the Plan It Capital Planning Software 534 expenses Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3821 Project Name Overwidth Paving -Sidewalks GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Total Project Cost: $125,000 extra width pavement on Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 20 years Category Street Operations Priority Efficiency Improvement (3) Status Active Justification This project allows the expansion of infrastructure to accommodate additional erowth and public demands in new developments. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 25,000 25,000 25,000 25,000 25,000 125,000 Total 25,000 25,000 25,000 25,000 25,000 125,000 r IThis moiect creates additional infrastructure to maintain. The estimated increase in operative costs is neelieible. Project It 53822 2015 2016 Department PUBLIC WORKS Total CONSTRUCTION Contact Dave Patios Project Name Curb Ramps -ADA 300,000 Type Multi -Phase GRANTEE NONE SCORE 56 Useful Life 40 Years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Essential (2) Description Total Project Cost: $300,000 Status Active Biennial appropriation for the construction of ADA accessible curb ramps. Justification This program is to bring the City curb ramps in compliance with the Federal ADA standards. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 100,000 300,000 Total Total 100,000 100,000 100,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 100,000 100,000 100,000 300,000 Total 100,000 100,000 100,000 300,000 I'hls project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. I Produced Using the Plan It Capital Planning Software Y�b7 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3823 Project Name Brick Street Repairs GRANTEE NONE MATCH % NONE streets. SCORE 40 TIFDISTRICT None Total Project Cost: $100,000 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active Justification The CiNs brick streets require continual maintenance and updates in order to maintain in acceptable condition for drivers. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 20,000 20,000 20,000 20,000 20,000 100,000 Total 20,000 20,000 20,000 20,000 20,000 100,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 20,000 20,000 20,000 20,000 20,000 100,000 Total 20,000 20,000 20,000 20,000 20,000 100,000 Project It S3824 Project Name Annual Pavement Rehabilitation GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $4,579,060 Justification IThis is varied is necessary to maintain the citv's street infrastructure at an acceptable level. Department PUBLIC WORKS Contact Dave Patios Type Annual Useful Life 20 years Category Street Operations Priority Critical (1) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 855,812 930,812 930,812 930,812 930,812 4,579,060 ROAD USE TAX FUND Total 855,812 930,812 930,812 930,812 930,812 4,579,060 Funding Sources 2015 2016 2017 2018 2019 Total GENERAL FUND 100,000 100,000 100,000 100,000 100,000 500,000 ROAD USE TAX FUND 625,000 700,000 700,000 700,000 700,000 3,425,000 UTILITY FRANCHISE TAX 130,812 130,812 130,812 130,812 130,812 654,060 Total 855,812 930,812 930,812 930,812 930,812 4,579,060 Produced Using the Plan It Capital Planning Software Y�ii Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3826 Project Name Underground Electrical Facilities GRANTEE NONE MATCH % NONE SCORE 40 TIFDISTRICT None Department PUBLIC WORKS Contact Rick Fosse Type Annual Useful Life 20 years Category Street Operations Priority Essential (2) Description Total Project Cost: $972,765 Status Active Annual average expense to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. Justification Phe City receives franchise fees from utility services. A portion of these fees is assigned to underground electrical issues and for moving electrical lines inderground. This creates fewer electrical issues due to weather and a cleaner appearance from fewer above ground lines. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 194,553 194,553 194,553 194,553 194,553 972,765 20 years Total 194,553 194,553 194,553 194,553 194,553 972,765 Total GO BONDS 100,000 100,000 100,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total UTILITY FRANCHISE TAX 194,553 194,553 194,553 194,553 194,553 972,765 Total 194,553 194,553 194,553 194,553 194,553 972,765 Budget Impact/Other Project It S3828 Project Name Sidewalk In£dl Program GRANTEE NONE MATCH % NONE to construct Justification SCORE 40 TIFDISTRICT None exist. Total Project Cost: $300,000 a on Department PUBLIC WORKS Contact Josh Slattery Type Multi -Phase Useful Life 20 years Category Street Operations Priority Essential (2) Status Active Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 100,000 300,000 Total 100,000 100,000 100,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 100,000 100,000 300,000 Total 100,000 100,000 100,000 300,000 Produced Using the Plan It Capital Planning Software Y«I Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3830 Department PUBLIC WORKS Ron Knoche Contact Ron Knoche Project Name Alley Assessment Type Multi -Phase GRANTEE NONE SCORE 48 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Critical (1) Description Total Project Cost: $362,000 Status Active This project will include new concrete paving and storm sewer for one block of alley. The cost of this project will be assessed to the adjacent property owners. Justification These assessments allow alley infrastructure to be updated with the cost of the improvements to be shared with the benefitted adjacent property owners. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 181,000 181,000 362,000 Total 181,000 181,000 362,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 181,000 181,000 362,000 Total 181,000 181,000 362,000 Project It S3834 Projectvame Burlington & Madison Intersection Improvements GRANTEE TSIP/STP SCORE 72 MATCH% NONE TIFDISTRICT City -University crintion Total Project Cost: $1,938,524 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Street Operations Priority Efficiency Improvement (3) Status Active reject will reconstruct me intersection oI Burlington and Madison to add turn lanes on Madison, signal Improvements, and the replacement oI water and mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic flows Justification Prior Expenditures 2015 2016 2017 2018 2019 Total 138,524 PLANNING/DESIGN 100,000 100,000 Total CONSTRUCTION 1,700,000 1,700,000 Total 100,000 1,700,000 1,800,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 427,524 FEDERAL GRANTS 1,511,000 1,511,000 Total Total 1,511,000 1,511,000 r costs, maintenance. The net impact of the chanties on the Produced Using the Plan It Capital Planning Software 1161.3 will be Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3839 Project Name Foster Rd Extension - Dubuque to Prairie Du Chien GRANTEE NONE MATCH % NONE Description Phis project will pave this I Justification Phe mai or eradine for the c SCORE 50 TIFDISTRICT None Total Project Cost: $2,700,000 occurred. This street project will fill a multi -modal Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Active Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 2,600,000 2,600,000 Total 100,000 2,600,000 2,700,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 100,000 2,050,000 2,150,000 WASTEWATER FUND 550,000 550,000 Total 100,000 2,600,000 2,700,000 Budget Impact/Other I'hls project will increase operatmQ and maintenance costs due to the addition of new infrastructure. The estimated additional operating cost is less than $10,000. 1 Produced Using the Plan It Capital Planning Software Vii:] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3840 Project Name Burlington & Clinton Intersection Improvements GRANTEE TSIP MATCH % NONE SCORE 40 TIFDISTRICT City -University Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) DesC25 2 Total Project Cost: $1,140,000 Status Active This projectwill reconstruct the intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This projectwill be designed to reduce the accident rate at this location. This project is proposed for completion during construction of the Voxman Music Building and Clapp Recital Hall. Prior Expenditures 2015 2016 2017 2018 2019 Total 1,668 CONSTRUCTION 1,138,332 1,138,332 Total Total 1,138,332 1,138,332 Funding Sources 2015 2016 2017 2018 2019 Total FEDERAL GRANTS 200,000 200,000 GO BONDS 840,000 840,000 WATER FUND 100,000 100,000 Total 1,140,000 1,140,000 Project It S3843 Projectvame Annual RR Crossings City Wide GRANTEE NONE SCORE 40 MATCH% NONE TIFDISTRICT None 'eliption Total Project Cost: $100,000 at appropriation for the repair of railroad crossings. tification )roj ect repairs railroad intersections to improve the Clow of traffic and to reduce accidents and damages due Expenditures 2015 2016 2017 2018 Department PUBLIC WORKS Contact Ron Knoche Type Annual Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active 2019 Total CONSTRUCTION 20,000 20,000 20,000 20,000 20,000 100,000 Total 20,000 20,000 20,000 20,000 20,000 100,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 20,000 20,000 20,000 20,000 20,000 100,000 Total 20,000 20,000 20,000 20,000 20,000 100,000 Produced Using the Plan It Capital Planning Software Yh] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3849 Project Name Brick Street Reconstruction GRANTEE NONE MATCH % NONE this project will reconstruct one b rich concrete pavement base with Justification SCORE 44 TIFDISTRICT None Total Project Cost: $800,000 street and will include c e bed and brick surface. pavement, Department PUBLIC WORKS Contact Ron Knoche Type Multi -Phase Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active pairs and replaces aged and damaged brick streets to improve vehicle travel and to reduce necessary repairs. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 800,000 800,000 Total 800,000 800,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS 800,000 800,000 Total 800,000 800,000 Produced Using the Plan It Capital Planning Software 541 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3854 Project Name American Legion Rd -Scott Blvd to Taft Ave GRANTEE NONE SCORE 70 MATCH% NONE TIFDISTRICT None Total Project Cost: $6,650,000 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Active elect will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control es to reduce delay/congestion. The studywill evaluate existing conditions, traffic signal control with additional tum lanes, and a roundabout. Based on the of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Justification I In addition to residential development along this road, the Iowa City Community School District has purchased a site along this street to build anew elementary Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 250,000 250,000 LAND/ROW ACQUISITION 100,000 100,000 CONSTRUCTION 5,650,000 5,650,000 INSPECTION 200,000 200,000 ADMINISTRATION 50,000 50,000 OTHER 400,000 400,000 Total 350,000 6,300,000 6,650,000 Funding Sources 2015 2016 2017 2018 2019 Total GO BONDS The net imoact of the 350,000 6,300,000 6,650,000 Total 350,000 6,300,000 6,650,000 on the Produced Using the Plan It Capital Planning Software will be an increase of less than YYJ Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It 53868 PUBLIC WORKS Department PUBLIC WORKS Type One Phase Contact Ron Knoche Project Name Mormon Trek - Right Tarn at Benton & 3 Lane Conv Street Operations Type One Phase GRANTEE TSIP SCORE 55 Useful Lite 50 years MATCH% NONE TIFDISTRICT None Category Street Operations Total 2,519,222 Priority Efficiency Improvement (3) Description Total Project Cost: $500,000 Status Active This project will install a right tum lane from northbound Mormon Trek to eastbound Benton Street. The existing four lane section from Rohret Road to Cameron Way will be converted to a three lane section and necessary signal modifications will be made. Justification This area is subiect to traffic back -111) and vehicle accident issues durine commutine hours. This immrovement will helm alleviate these issues. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 500,000 500,000 Total 500,000 500,000 Funding Sources 2015 2016 2017 2018 2019 Total FEDERAL GRANTS 500,000 500,000 Total 500,000 500,000 Project It S3871 Project Name 1st Ave / IAIS RR Crossing Grade Separation GRANTEE STP MATCH % 20% Justification SCORE 66 TIFDISTRICT None Total Project Cost: $8,350,000 Department PUBLIC WORKS Contact Ron Knoche Type One Phase Useful Life 60 years Category Street Operations Priority Critical (1) Status Active IThe mroiect will reduce delav to the public by eliminatine the at erade crossine. It will also decrease response time for Fire Station 3. 1 Prior Expenditures 2015 2016 2017 2018 2019 Total 3,895,778 CONSTRUCTION 2,519,222 1,500,000 4,019,222 INSPECTION 60,000 60,000 Total ADMINISTRATION 25,000 25,000 CONTINGENCY 350,000 350,000 Total 2,519,222 1,935,000 4,454,222 Prior Funding Sources 2015 2016 2017 2018 2019 Total 3,895,778 FEDERAL GRANTS 2,423,000 2,423,000 Total GO BONDS 2,050,000 2,050,000 Total 4,473,000 4,473,000 costs due to Produced Using the Plan It Capital Planning Software 543 storm sewer pump Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3910 Project Name Annual Bridge Maintenance & Repair GRANTEE NONE SCORE 60 MATCH% NONE TIFDISTRICT None Total Project Cost: $250,000 Department PUBLIC WORKS Contact Denny Gannon Type Annual Useful Life 20 years Category Street Operations Priority Critical (1) Status Active Justification Repairs to bridge components such as railings that have deteriorated because of age or have been damaged from vehicular collisions, are necessary to provide safe structures for motorists and pedestrians. The budget amount is higher than past vears as repairs to expansion ioints/bridge decks will be vitfonned on 3 bridges. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 50,000 50,000 50,000 50,000 50,000 250,000 Total Total 50,000 50,000 50,000 50,000 50,000 250,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 50,000 50,000 50,000 50,000 50,000 250,000 Total 50,000 50,000 50,000 50,000 50,000 250,000 Budget Impact/Other I'hls project will reduce operating costs due to the upkeep and mamtamance of older infrastructure. The reduction in operating costs is negligible. I Project It S3921 Project Name Interstate 80 Aesthetic Improvements GRANTEE IDOT MATCH % NONE SCORE 50 TIF DISTRICT None Department PUBLIC WORKS Contact Ron Knoche Type Multi -Phase Useful Life 10 years Category Street Operations Priority Aesthetic Improvement (4) to I Total Project Cost: $200,000 Status Active and aesthetic treatments in the Interstate 80 corridor. The objective of this project is to mitigate the visual impact of the addition of a third lane to I-80 Justification state Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 100,000 100,000 200,000 Total 100,000 100,000 200,000 Funding Sources 2015 2016 2017 2018 2019 Total OTHER STATE GRANTS 100,000 100,000 200,000 Total 100,000 100,000 200,000 I'lhls projectwill increase operating costs due to me maintenance that will be necessary Ior the landscaping improvements. The estimated increase in operating costs is less than $10,000 per vear. Produced Using the Plan It Capital Planning Software 544 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It S3930 Project Name Dubuque St./I-80 Pedestrian Bridge GRANTEE STP SCORE 40 MATCH% 20% TIFDISTRICT None Description Total Project Cost: $2,100,000 Phis project will construct a pedestrian bridge along Dubuque Street over I-80, and extend the trail noN )reject will be constructed with the IDOT's project to reconfigure this interchange. Justification Phis Droiect connects the bicvcle/Dedestrian trails that connect the Iowa River Trail across Interstate 80. Department PUBLIC WORKS Contact Melissa Clow Type One Phase Useful Life 40 Years Category Street Operations Priority Essential (2) Status Active Ne Street to the Butler Bridge. Port Prior Expenditures 2015 2016 2017 2018 2019 Total 55,341 CONSTRUCTION 2,044,659 2,044,659 Total GO BONDS Total 2,044,659 2,044,659 Prior Funding Sources 2015 2016 2017 2018 2019 Total 380,000 FEDERAL GRANTS 935,000 935,000 Total GO BONDS 776,158 776,158 GRANTEE NONE SCORE 53 PARK DEDICATION FEES 8,842 8,842 Category Total 1,720,000 1,720,000 This project will increase operating costs due to the maintenance that will be necessary for the pedestrian bridge improvements. The estimated increase in operating costs is less than $10,000 per. vear. Project It S3932 Department PUBLIC WORKS Contact Geoff Frain Project Name LED Streetlight Replacement Type Multi -Phase GRANTEE NONE SCORE 53 Useful Life 20 years MATCH% NONE TIFDISTRICT None Category Street Operations Priority Essential (2) Total Project Cost: $350,000 Description 1 Status Active This project will retrofit existing city owned streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years. Justification IRetorfittine streetliehts with LED technoloevwill create Ione -term savines for the Citv and is consistent with the sustainabilitv seals of the Citv Council. Expenditures 2015 2016 2017 2018 2019 Total EQUIPMENT 50,000 75,000 75,000 75,000 75,000 350,000 Total 50,000 75,000 75,000 75,000 75,000 350,000 Funding Sources 2015 2016 2017 2018 2019 Total ROAD USE TAX FUND 50,000 75,000 75,000 75,000 75,000 350,000 Total 50,000 75,000 75,000 75,000 75,000 350,000 street lishtins costs by 30% and streets Produced Using the Plan It Capital Planning Software Y67 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It V3101 Project Name Annual Sewer Main Replacement GRANTEE NONE MATCH % NONE SCORE 71 TIFDISTRICT None Total Project Cost: $2,500,000 this protect consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system. Department PUBLIC WORKS Contact Daniel Scott Type Annual Useful Life 50 years Category Wastewater Treatment Priority Essential (2) Status Active Justification This work is necessary to Drevent sewer cave-ins and blockaees that can cause sanitary sewer overflows and basement [loodine. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 500,000 500,000 500,000 500,000 500,000 2,500,000 Total 500,000 500,000 500,000 500,000 500,000 2,500,000 Funding Sources 2015 2016 2017 2018 2019 Total WASTEWATER FUND 500,000 500,000 500,000 500,000 500,000 2,500,000 Total 500,000 500,000 500,000 500,000 500,000 2,500,000 Project It V3141 Project Name Sludge Biosolid Dewatering Equip Replacement GRANTEE NONE MATCH % NONE Justification and installation of new 25 years old, is at Expenditures SCORE 56 TIFDISTRICT None Total Project Cost: $1,400,000 ludge dewatering equipment at the South Wastewater Plane at operating lifespan and needs to be replaced. Better effic 2015 2016 2017 2018 Department PUBLIC WORKS Contact Daniel Scott Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Essential (2) Status Active 2019 Total PLANNING/DESIGN 200,000 200,000 CONSTRUCTION 1,200,000 1,200,000 Total 1,400,000 1,400,000 Funding Sources 2015 2016 2017 2018 2019 Total WASTEWATER FUND 1,400,000 1,400,000 Total 1,400,000 1,400,000 Budget Impact/Other to Produced Using the Plan It Capital Planning Software YId Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It V3142 Project Name North Wastewater Treatment Plant Demolition GRANTEE IDOR SCORE 75 MATCH % NONE TIF DISTRICT Riverfront Crossings ,crinfion Total Project Cost: $6,000,000 from the sales tax increment finding from the State of Iowa. Justification This Droiect is a catalvst for creatine development communities thatwill create significant taxable value. Department PUBLIC WORKS Contact Steve Long Type One Phase Useful Life 75 years Category Wastewater Treatment Priority Essential (2) Status Active Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 500,000 500,000 CONSTRUCTION 5,500,000 5,500,000 Total 6,000,000 6,000,000 Funding Sources 2015 2016 2017 2018 2019 Total MISC TRANSFERS IN 6,000,000 6,000,000 Total 6,000,000 6,000,000 rasion oI the south treatment plant and the closure oI the north treatment plantwill most likely achieve savings Ior the City as it decreases from two to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential Produced Using the Plan It Capital Planning Software EVA Wednesday, January 28, 2015 iZ!:z31:01IM►a►•r_vrd_.Ydn_1►a:I Project It V3143 Project Name Generator Relocation & Emissions Upgrade GRANTEE NONE SCORE 71 MATCH% NONE TIFDISTRICT None Total Project Cost: $1,150,000 Department PUBLIC WORKS Contact Ben Clark Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Critical (1) Status Active Phis project will relocate the 750kW generator Brom the decomissioned North Wastewater treatment Plant to the South Wastewater 'treatment Plant. Electrical and emissions uoerades will be necessary to tie the 750 kW venerator into the existine system. Justification The existing generator at the South Wastewater Treatment Plant is not sized to run the entire plant during an emergency situation. This project also includes mi2rades to the emissions system to once again allow use of the venerators for peak time load interruption and associated savinvs. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 1,000,000 1,000,000 INSPECTION 25,000 25,000 ADMINISTRATION 25,000 25,000 Total 1,150,000 1,150,000 Funding Sources 2015 2016 2017 2018 2019 Total WASTEWATER FUND 1,150,000 1,150,000 Total 1,150,000 1,150,000 Budget Impact/Other 'his will have a negligible impact on Project It V3144 Project Name wastewater Clarifier Repairs GRANTEE NONE MATCH % NONE project will repair four of the Justification These repairs were mdvet constraints. Department PUBLIC WORKS Contact Ben Clark Type Multi -Phase SCORE 74 Usefu1Life 20years TIFDISTRICT None Category Wastewater Treatment Priority Critical (1) Total Project Cost: $300,000 Status Active clarifiers that were insat led in 1989. They all have the original carbon steel mechanisms that are severly corroded and are necessary to failure. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 150,000 150,000 300,000 Total 150,000 150,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total WASTEWATER FUND 150,000 150,000 300,000 Total 150,000 150,000 300,000 Produced Using the Plan It Capital Planning Software Yt7 to Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3212 Project Name First Avenue (400-500 Block) Water Main Replace Department PUBLIC WORKS Contact Ed Moreno Type One Phase GRANTEE NONE SCORE 50 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Essential (2) Desefiption Total Project Cost: $554,000 Status Active This project is awater main replacement project with respective street and sidewalk replacement Approximately 1,100 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron water main. 601t of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included in this project. Justification The 6"water main broke on knuary 1, 2013 causing significant damage to the main thoroughfare. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 380,000 300,000 INSPECTION 38,000 38,000 CONTINGENCY 76,000 76,000 Total 554,000 554,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 554,000 554,000 Total 554,000 554,000 Budget Items 2015 2016 2017 2018 2019 Total MAINTENANCE 0 0 Total 0 0 Produced Using the Plan It Capital Planning Software YP] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3213 Project Name Ground Storage Reservoir VFD Upgrades GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $295,500 IReplacement of two Variable Frequency Drives at Sycamore GSR in FY2015. Replacement of two Variable Frequency Drives at Rochester GSR in FY2016. Replacement of two Variable Frecuencv Drives at Bloomineton St. GSR in FY 2017. Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ed Moreno Multi -Phase 15 years Water Operations Essential (2) Active Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 14,000 16,000 18,000 48,000 CONSTRUCTION 70,000 75,000 80,000 225,000 INSPECTION 7,000 7,500 8,000 22,500 Total 91,000 98,500 106,000 295,500 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 91,000 98,500 106,000 295,500 Total 91,000 98,500 106,000 295,500 Produced Using the Plan It Capital Planning Software Y.Y�] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3214 2016 2017 Department PUBLIC WORKS 25,000 25,000 Contact Ed Moreno Project Name Reseal Treatment Plant Building Total Type One Phase GRANTEE NONE SCORE 48 Useful Life 15 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: $27,500 Status Active Remove and reseal horizontal and vertical precast and mansonryjoints and repair cracks in south elevation above and below grade and reseal south curtain wall. Justification 3uilding seal joints are beginning to breakdown, allowing water to enter the south side of the building. Curtain wall seals are shrinking and causing windows to eak during heavy rains storms. As the sealing breaks down it will cause further deteriation of the joints through the freeze/thaw cycle. Leaks during the rain events Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 25,000 25,000 CONTINGENCY 2,500 2,500 Total 27,500 27,500 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 27,500 27,500 Total 27,500 27,500 Budget Impact/Other to Produced Using the Plan It Capital Planning Software 551 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3216 Project Name Spruce St. (1300-1400 Block) Water Main Repl GRANTEE NONE MATCH % NONE this project is awater main replaceme eplaced with 8" PVC and ductile iron Justification SCORE 48 TIFDISTRICT None Total Project Cost: $189,000 cctive street and sidewalk replace IThe water main has been subiect to numerous water main breaks and has reach the end of it's useful life. Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active feet of 6" cast iron (vintage 1955) will be Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 130,000 130,000 INSPECTION 13,000 13,000 CONTINGENCY 26,000 26,000 Total 189,000 189,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 189,000 189,000 Total 189,000 189,000 Produced Using the Plan It Capital Planning Software Y.9J Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3217 Project Name Wade St. (1000-1100 Block) Water Main Repl GRANTEE NONE MATCH % NONE 1'his project is awater main r eplaced with 8" ductile iron. Justification Phe water main has been sub SCORE 48 TIFDISTRICT None Total Project Cost: $238,000 cctive street and sidewalk replace Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 70 years Category Water Operations Priority Efficiency Improvement (3) Status Active feet of 6" cast iron (vintage 1956) will be to numerous water main breaks and has reach it's useful life. This are is Dart of the Town crest Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 180,000 180,000 INSPECTION 18,000 18,000 CONTINGENCY 20,000 20,000 Total 238,000 238,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 238,000 238,000 Total 238,000 238,000 Produced Using the Plan It Capital Planning Software 553 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME ProjectIt W3218 Project Name Washington St. (100-200 Block) Water Main Repl GRANTEE NONE SCORE 64 MATCH% NONE TIFDISTRICT None Desctiption Total Project Cost: $821,000 Phis project is awater main replacement project. Approximately 1,300 feet of 12" cast iron (vintage 1974), 10" cast 1975) will be replaced. Significant street and sidewalk reconstruction will be required with this project. Justification Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active Iron (vintage 1926) and 16" cast no water main break occurred on the 12" water main on August 9, 2013, causing extensive damage to many downtown businesses. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 575,000 575,000 INSPECTION 57,000 57,000 CONTINGENCY 114,000 114,000 Total 75,000 746,000 821,000 Produced Using the Plan It Capital Planning Software 554 Wednesday, January 28, 2015 Total 75,000 746,000 821,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 75,000 746,000 821,000 Total 75,000 746,000 821,000 Produced Using the Plan It Capital Planning Software 554 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3219 Department PUBLIC WORKS Contact Ed Moreno Project Name SCADA File Server Replacement & Backup Server Type One Phase GRANTEE NONE SCORE 48 Useful Life 10 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: $64,400 Status Active The project is to replace the current (obsolete) File Server and accommodate addition of a Backup File Server for the Water Plant. The project also includes umeradine existine software. Durchasine additional software and replacement of (1) obsolete Industrial Commuter. Justification Phe SCADA File Server at the Water Plant has reached the end of it's reliable lifecycle. The City's IT Department has recommended replacement of the existing File ierver and addition of a Backup Server due to the criticality of the File Server at the Water Plant. Installation of the File Servers will require upgrading and Expenditures 2015 2016 2017 2018 2019 Total CONTINGENCY 12,400 12,400 OTHER 24,500 24,500 EQUIPMENT 27,500 27,500 Total 64,400 64,400 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 64,400 64.400 Total 64,400 64,400 Produced Using the Plan It Capital Planning Software Y.Y.7 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3221 Project Name Aquifer Storage and Recovery (ASR) Project Department PUBLIC WORKS Contact Ed Moreno Type One Phase GRANTEE NONE SCORE 39 Useful Life 25 years MATCH% 50% TIFDISTRICT None Category Water Operations Priority Efficiency Improvement (3) Desefiption Total Project Cost: $300,000 Status Active This project is the construction phase of an engineering study. It will transform the existing Jordan aquifer well on the water treatment plant site to an ASR. Treated water will be produced and stored during low demand periods for use during higher demand or lower water quality periods. One to three million gallons per day can be obtained upon complete development of the ASR moiect. raw water and treatment capacity. It will also help meet the challenees posed to raw and treated water Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 50,000 75,000 125,000 CONSTRUCTION 175,000 175,000 Total 50,000 250,000 300,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 50,000 250,000 300,000 Total 50,000 250,000 300,000 energy Produced Using the Plan It Capital Planning Software system to to Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME ProjectIt W3222 Project Name Dill St. Water Main Replacement GRANTEE NONE MATCH % NONE this is a water main replacement pr 1953) will be replaced with 6" PVC Justification Phe existing water main has been sc lumber of blocks/residences affecte Expenditures SCORE 54 TIFDISTRICT None Total Project Cost: $363,000 with respective street and sidewalk replacement. Approximat on Dill Street between Black SDrine Circle and Dart of Rider. Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active [ to numerous water main breaks and has reached the end of its useful life. Improved valve placement will also decrease future water main shutdowns. 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 312,000 312,000 CONTINGENCY 31,000 31,000 Total 363,000 363,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 363,000 363,000 Total 363,000 363,000 Produced Using the Plan It Capital Planning Software Y.�1 Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME ProjectIt W3223 Project Name Douglas St./Douglas Ct. Water Main Replacement GRANTEE NONE MATCH % NONE Description Phis is a water main replacemer son pipe (vintage 1955) will be Justification SCORE 54 TIFDISTRICT None Total Project Cost: $360,000 with respective street and sidewalk replacement at with 6" ductile iron nine. Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 70 years Category Water Operations Priority Critical (1) Status Active ,ater main has been subject to numerous water main breaks and has reached the end of its useful life. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 310,000 310,000 CONTINGENCY 30,000 30,000 Total 360,000 360,000 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 360,000 360,000 Total 360,000 360,000 Budget Impact/Other in lower maintenance and repair costs. Produced Using the Plan It Capital Planning Software Y.Y7 new on cast- Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It W3224 2016 2017 Department PUBLIC WORKS 20,000 140,000 10,000 20,000 140,000 10,000 Contact Ed Moreno Project Name Lee St/HighWOod St Water Main Replacement WATER FUND Type One Phase GRANTEE NONE SCORE 54 Useful Life 70 years MATCH% NONE TIFDISTRICT None Category Water Operations Priority Critical (1) Description Total Project Cost: $170,000 Status Active This is a water main replacement project with respective street and sidewalk replacement at Lee Street and Highwood Street. Approximately 550 feet of 6" cast-iron nine (vintaee 1951) will be replaced with 6" PVC nine. ADDroxlmately 300 feet of PVC will be installed where no nine has existed previously. Justification The existing water main has been subject to numerous water main breaks and has reached the end of its useful life. The new water main rum will complete awater main loop in the area that was never completed, therebv improving water supply in the immediate neighborhood. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN CONSTRUCTION CONTINGENCY 20,000 140,000 10,000 20,000 140,000 10,000 Total Funding Sources 2015 170,000 2016 2017 170,000 2018 2019 Total WATER FUND 170,000 170,000 Total 170,000 170,000 new in lower maintenance and repair costs. Project It W3225 Project Name Water Treatment Plant Filter #6 Buildout GRANTEE NONE SCORE 42 MATCH% NONE TIFDISTRICT None Description Total Project Cost: $237,600 mild out of filter #6 with internals including underdrains, gravel, air grid piping, sand me( on Department PUBLIC WORKS Contact Ed Moreno Type One Phase Useful Life 20 years Category Water Operations Priority Essential (2) Status Active Justification Filter internals were not installed with the original treatment plant construction. Atter 13 years, treatment demands have increased and titter capacity also needs to. GAC media removes dissolved organic contaminants including herbicides, pesticides and cvanobacteria toxins that were experienced in Toledo ON. Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 16,000 16,000 CONSTRUCTION 70,000 70,000 81,600 221,600 Total 16,000 70,000 70,000 81,600 237,600 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 16,000 70,000 70,000 81,600 237,600 Total 16,000 70,000 70,000 81,600 237,600 Produced Using the Plan It Capital Planning Software X&I Wednesday, January 28, 2015 iZ!:z31:01IM►a►•r_vra--yan_1►a0 Project It W3326 Project Name Water Plant Computer Control System(s) Replacement GRANTEE NONE SCORE 48 MATCH% NONE TIFDISTRICT None Total Project Cost: $209,500 for the water treatment Dlant and remote facilities. Justification Department Contact Type Useful Life Category Priority Status PUBLIC WORKS Ed Moreno Multi -Phase 10 years Water Operations Essential (2) Active d computers and SCADA file server has been replaced and the operating systems for the operating and viewing nodes requires upgrade according to IT. This will require and ent the opportunity to upgrade the treatmen plant control system(s) to be up to date and more stable, secure and robust. It is also due to the need for upgrades in Expenditures 2015 2016 2017 2018 2019 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 50,000 50,000 50,000 150,000 CONTINGENCY 10,000 5,000 5,000 20,000 OTHER 24,500 24,500 Total 99,500 55,000 55,000 209,500 Funding Sources 2015 2016 2017 2018 2019 Total WATER FUND 99,500 55,000 55,000 209,500 Total 99,500 55,000 55,000 209,500 This will reduce maintenance and repairs costs due to the replacement of aging systems. The estimated savings to the operating budget is less than $10,000 per year. Produced Using the Plan It Capital Planning Software Y:f�] Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project# T3004 Project Name Parking Facility Restoration Repair GRANTEE NONE SCORE 52 MATCH% NONE TIFDISTRICT None Total Project Cost: $2,148,000 on of concrete sealants, repair of a Department TRANSPORTATION SERVIC Contact Chris O'Brien Type Annual Useful Life 20 years Category Parking Operations Priority Essential (2) Status Active its in additon to other parking facility specific repairs and upgrades. Justification A thorough facility condition evaluation was conducted by THP on all five of our existing facilites. This included a five year maintenance plan for scheduling the repairs. The majority of the work is to remove and restore concrete and structural steel in the deck flooring. A alrge portion of the restoration work will be Prior Expenditures 2015 2016 2017 2018 2019 Total 348,000 CONSTRUCTION 500,000 400,000 400,000 300,000 200,000 1,800,000 Total Total 500,000 400,000 400,000 300,000 200,000 1,800,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 348,000 PARKING FUND 500,000 400,000 400,000 300,000 200,000 1,800,000 Total Total 500,000 400,000 400,000 300,000 200,000 1,800,000 Project # T3009 Project Name Parking Facility & Enforcement Automation GRANTEE NONE MATCH % NONE be installed in varkine decks. In SCORE 52 TIFDISTRICT None Total Project Cost: $1,252,500 meter housines will be on Department TRANSPORTATION SERVIC Contact Chris O'Brien Type Multi -Phase Useful Life 15 years Category Parking Operations Priority Efficiency Improvement (3) Status Active additional access and revenue control Swan parking facility will need to be upgraded as well. Parking meter housings need to be upgraded to allow for additional capacity as well as it of those units at the end of their useful life. Prior Expenditures 2015 2016 2017 2018 2019 Total 982,500 CONSTRUCTION 270,000 270,000 Total Total 270,000 270,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 982,500 PARKING FUND 270,000 270,000 Total Total 270,000 270,000 Produced Using the Plan It Capital Planning Software Y.Yi Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It T3055 Project Name Transit Facility Relocation Department TRANSPORTATION SERVIC Contact Chris O'Brien Type One Phase GRANTEE FTA SCORE 73 Useful Life 40 Years MATCH% 20% TIFDISTRICT None Category Transit Operations Priority Essential (2) Deseliption Total Project Cost: $20,000,000 Status Active This project involves the construction of anew transit facility for maintenance operations and storage. As part of this project, the storage area will be expanded allowing form increase in fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at the current facility site and allow for the redevelopment of a maior commercial site at the comer of Hiehwav 6 and Riverside Drive. Expenditures 2015 2016 2017 2018 2019 Total CONSTRUCTION 20,000,000 20,000,000 Total 20,000,000 20,000,000 Funding Sources 2015 2016 2017 2018 2019 Total FEDERAL GRANTS 16,000,000 16,000,000 GO BONDS 700,000 700,000 MISC TRANSFERS IN 3,300,000 3,300,000 Total 20,000,000 20,000,000 IThe replacement of transit facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more operational functionality. The additional size and capability of the facility will most likely offset the potential savings from the newer facility. Additional savings/cost from this facility has not been determined. Produced Using the Plan It Capital Planning Software T-% Wednesday, January 28, 2015 PROJECT SUMMARY BY NAME Project It T3059 Project Name Transit Bus Shelter Replacement & Expansion GRANTEE NONE MATCH % NONE SCORE 32 TIFDISTRICT None Total Project Cost: $100,000 Department TRANSPORTATION SERVIC Contact Chris O'Brien Type Multi -Phase Useful Life 10 years Category Transit Operations Priority Essential (2) Status Active I'hls project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations. I Justification (Many of the existing bus shelters have exceeded their useful life and are in need of replacement. In additon, we have received multiple requests for the installation of bus shelters in high ridership areas. Prior Expenditures 2015 2016 2017 2018 2019 Total 50,000 OTHER 50,000 50,000 Total Total 50,000 50,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 50,000 TRANSIT FUND 50,000 50,000 Total Total 50,000 50,000 Project It T3060 Project Name Transit Bus Camera Replacement GRANTEE NONE SCORE 44 MATCH% NONE TIFDISTRICT None Total Project Cost: $108,000 over a two year period, of the DVRs that record the transit bus camera Justification The company, Verint, that supplied the original system has been bought out and no longer supports the system. Department TRANSPORTATION SERVIC Contact Chris O'Brien Type Multi -Phase Useful Life 7years Category Transit Operations Priority Essential (2) Status Active ach bus contains six cameras and a DVR to Prior Expenditures 2015 2016 2017 2018 2019 Total 54,000 EQUIPMENT 54,000 54.000 Total Total 54,000 54,000 Prior Funding Sources 2015 2016 2017 2018 2019 Total 54,000 TRANSIT FUND 54,000 54.000 Total Total 54,000 54,000 Budget Impact/Other lNo additonal staff would be required and there would be no additional O Cr. M expenses as this would replace the existing system. Produced Using the Plan It Capital Planning Software T-191 Wednesday, January 28, 2015 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 1 -Bridges 1 BURLINGTON ST BRIDGE- The south bridge is having a problem with delaminating $1,236,000 SOUTH concrete on the bottom side of the arches. ORCHARD TO OAKNOLL 2 F STREET BRIDGE This project involves the removal and replacement of the $773,000 DODGE ST - GOVERNOR TO existing corrugated metal arch bridge with a larger bridge. $10,712,000 3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 Ralston Creek at Fourth Avenue and will include sidewalks. DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. Possibility of approximately $75,000 state funding. 4 PRENTISS ST. BRIDGE This project involves the removal and replacement of the $927,000 11 existing triple corrugated metal pipe culvert with a bridge. This project will result in the construction of an access drive 5 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at $773,000 from the north end of Laura Drive to Dubuque Street, south Second Avenue and will include sidewalks. 6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the $773,000 existing twin box culvert with a larger bridge. signal will be installed at this newaccess, and the traffic 7 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch of $773,000 signal will be coordinated with the I-80 interchange signals. Ralston Creek at Third Avenue. 2 - Streets 8 BENTON STREET - This is a capacity related improvement identified by the $5,150,000 ORCHARD TO OAKNOLL Arterial Street Plan. 9 DODGE ST - GOVERNOR TO Street reconstruction and storm sewer improvements. This $10,712,000 BOWERY is a joint project with the IDOT. 10 DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. $1,339,000 BRISTOL TO DODGE 11 DUBUQUE STREET ACCESS This project will result in the construction of an access drive $2,000,000 ROAD AND TRAFFIC SIGNAL from the north end of Laura Drive to Dubuque Street, south of the Interstate 80 / Dubuque St interchange. A traffic signal will be installed at this newaccess, and the traffic signal will be coordinated with the I-80 interchange signals. May also facilitate a second means of access from the Peninsula area to Dubuque St. 12 EMERALD STREET DIAMOND This project will diamond grind all of Emerald Street to $212,000 GRINDING remove the slab warping that interferes with the use of this street by fire trucks. 13 GILBERT / US 6 Reconstruct the intersection of Gilbert & US 6 to include dual $4,840,000 INTERSECTION LEFT TURN left turn lanes on Gilbert St. LANES 14 GILBERT ST IAIS This project relocates the sidewalks of the Gilbert St. $327,000 UNDERPASS underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. Y:L! City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 15 OLD HWY 218 Streetscape improvements on Old Hwy 218 entrance - $812,000 STREETSCAPE Sturgis Ferry Park to US Hwy 6. This project includes landscaping, lighting and sidewalk improvements. The project should be coordinated with Sturgis Ferry Park upgrade and /or Riverside Drive Redevelopment project. 16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965 $9,167,000 extended from the south side of Hwy 218 to Melrose Avenue to arterial standards. 17 MCCOLLISTER -GILBERT ST Extend proposed McCollister Boulevard from Gilbert Street $12,463,000 TO SCOTT BLVD to Scott Boulevard. 18 MELROSE-WEST-218/CITY Reconstruct and improve street to urban design standards. $3,914,000 LIMITS 19 MYRTLE/ RIVERSIDE Signalization of intersection based on warrants. The project $900,000 INTERSECTION will also include paving improvements. (Part of Riverfront Crossings - West(Riverside Drive) URA). 20 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert $743,000 Street to improve the pavement form a chip seal to concrete pavement with curbs, gutters, and sidewalks. 21 OAKDALE BLVD This project would construct an extension north across 1-80 $15,000,000 to a new intersection with Iowa Hwy 1. 22 OAKDALE BLVD-HWY 1 TO This project would construct Oakdale Blvd from Hwy 1, west $8,240,000 PRAIRIE DU CHIEN RD to Prairie Du Chien Road. 23 PENINSULA SECONDARY This project will establish a more reliable access to the $3,183,000 ACCESS ROAD Peninsula neighborhood by either elevating Foster Rd from Laura Dr to No Name road by creating a secondary access to the area. This project will not be necessary if the Taft Speedway Levee Project is constructed. 24 RIVERSIDE DRIVE Streetscape improvements on Riverside Drive between $2,320,000 STREETSCAPE Myrtle Avenue and US Hwy 6. Project includes consolidation of driveways, undergrounding of utilities, installing sidewalks and landscaping. (Part of Riverfront Crossings - West(Riverside Drive) URA). 25 ROHRET RD Project will reconstruct Rohret Rd to urban standards. $1,813,000 IMPROVEMENTS- LAKESHORE TO LIMITS 26 S GILBERT ST Reconstruction from Benton Street to Stevens Drive. This $4,326,000 IMPROVEMENTS project does not include improvements to the Gilbert St. / Highway 6 intersection. (Part of the Riverfront Crossings amendment to City -University URA). 27 KIRKWOOD AVE TO CAPITAL Connection of Capitol Street to Kirkwood Ave, to create $3,000,000 STREET CONNECTION better connectivity in the Riverfront Crossings District. The street will separate the Riverfront Crossings Park / floodable area from private property which is anticipated to redevelop at a significantly higher density. Will improve traffic Y:i.7 City of Iowa City Capital Improvement Program Unfunded Projects 34 CITY PARK TRAIL This project calls for the replacement of the old section of IMPROVEMENTS trail in the southeast portion of the park and relocating it closer to the river. Another part of the project is to expand the trail system by constructing a new section of trail near the bottom of the wooded hill south of the Boys' Baseball fields. 35 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park. 36 OLD HIGHWAY 218 TRAILfWIDE SIDEWALK 37 HWY 6 TRAIL BROADWAY/SYCAMORE 38 HWY 6 TRAIL -SYCAMORE TO LAKESIDE This project will construct an 8' wide sidewalk adjacent to Old Highway 218 between Sturgis Ferry Park and McCollister Boulevard. Extend existing trail along Hwy 6 between Broadway to Sycamore Streets. Extend existing trail along Hwy 6 between Sycamore Street and Lakeside Drive. $319,000 $254,000 $550,000 $2,588,000 $1,855,000 39 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between $750,000 ST/HWY 6 Benton Street and Clinton Street , approximately 1,500 feet. Project would relocate this portion of the trail from a high truck traffic location in front of City Carton , to along the river in back of City Carton. (Part of the Riverfront Crossings amendment to City -University URA). Y:ii Project Name Description Unfunded Amt 28 SOUTH ARTERIAL AND Construction of a south arterial street and bridge over the $15,987,000 BRIDGE, US218 TO GILBERT Iowa River, connecting from Old Hwy 218/US 218 STREET interchange on the west side of the Iowa River to Gilbert Street/Sycamore'L' intersection . 29 SYCAMORE-HWY 6 TO This project involves additional lanes to improve capacity $750,000 HIGHLAND and storm sewer improvements. 30 SYCAMORE STREET - EAST- This project will reconstruct Sycamore Street to arterial $3,040,000 WEST LEG FROM "U" TO standards using the Complete Streets Policy. This phase SOUTH GILBERT will be the east -west leg of Sycamore Street. 31 TAFT AVENUE Herbert Hoover Hwy to 420th Street. $17,399,000 32 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard 2lane $2,000,000 RECONSTRUCTION width with curb, storm sewer and sidewalk. 3 - Transportation Services 33 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak $5,381,000 DEPOT RESTORATION service, including platform construction, lighting, utilities, passenger informations display, ticketing kiosks, canopy, warming shelter, signage, parking, and accessibility improvements. (Part of the Riverfront Crossings amendment to City -University URA). 4 - Ped & Bike Trails 34 CITY PARK TRAIL This project calls for the replacement of the old section of IMPROVEMENTS trail in the southeast portion of the park and relocating it closer to the river. Another part of the project is to expand the trail system by constructing a new section of trail near the bottom of the wooded hill south of the Boys' Baseball fields. 35 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park. 36 OLD HIGHWAY 218 TRAILfWIDE SIDEWALK 37 HWY 6 TRAIL BROADWAY/SYCAMORE 38 HWY 6 TRAIL -SYCAMORE TO LAKESIDE This project will construct an 8' wide sidewalk adjacent to Old Highway 218 between Sturgis Ferry Park and McCollister Boulevard. Extend existing trail along Hwy 6 between Broadway to Sycamore Streets. Extend existing trail along Hwy 6 between Sycamore Street and Lakeside Drive. $319,000 $254,000 $550,000 $2,588,000 $1,855,000 39 IA RIVER TRAIL - BENTON Relocate a portion of Iowa River Corridor Trail between $750,000 ST/HWY 6 Benton Street and Clinton Street , approximately 1,500 feet. Project would relocate this portion of the trail from a high truck traffic location in front of City Carton , to along the river in back of City Carton. (Part of the Riverfront Crossings amendment to City -University URA). Y:ii City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 40 CDBG ADA CURB/RAMP This project will install new or update existing curb ramps at $50,000 IMPROVEMENTS suitable intersections in census tract 18. The project is contingent on approval of a CDBG competitive grant application. 41 IRC -ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC) on $927,000 the south side of the Elks property. 42 LINN ST PED Installation of pedestrian and streetscape improvements in $392,000 IMPROVEMENTS walkway next to Van Allen Hall between Iowa Avenue and Jefferson Street. 43 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from $348,000 Bristol Drive to Dubuque Street. 44 SAND LAKE TRAIL (Behind Develop a walking/biking trail around Sand Lake (behind $464,000 Hills Bank) Hills Bank) to tie in with existing Iowa River Trail and the $5,221,000 northeast neighborhoods. Highway 6 Trail. 50 ROHRET SOUTH SEWER 45 SHIMEK SCHOOL/ FOSTR RD Construct a trail north of Shimek School to future Foster $80,000 EXT TRAIL Road. 46 WILLOW CREEK TRAIL - Construct a trail from Willow Creek Drive, under Highway $870,000 -This project will extend the Scott Boulevard Trunk Sewer PHASE III One, around perimeter of airport, to connect with Iowa River from the north side of the Iowa Interstate Railroad at the Corridor (IRC) Trail. 47 WILLOW CREEK TRAIL- Connect Willow Creek Trail from its current west terminus $2,814,000 WEST via a tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west. 5 - Wastewater 48 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the $3,860,000 SEWER North Branch Dam to Scott Boulevard. 49 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the $5,221,000 northeast neighborhoods. 50 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along $2,000,000 Abbey Lane from Burry Drive to the west side of Highway 218. This project will allow development within the watershed west of Highway 218. 51 SCOTT BLVD TRUNK SEWER -This project will extend the Scott Boulevard Trunk Sewer $1,500,000 IAISfWINDSOR RIDGE from the north side of the Iowa Interstate Railroad at the Scott Six Industrial Park to the lift station currently serving the Windsor Ridge Subdivision. 6 -Water 52 WEST SIDE GROUND Construction of a one million gallon buried potable water $1,545,000 STORAGE RESERVOIR storage reservoir including pumping facilities. Land acquisition is complete. MA City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 53 MELROSE- LANDFILL This project is a water main extension project needed to $1,400,000 WATER MAIN EXTENSION serve the recycling - energy project at the Iowa City Landfill. Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC). 7 - Stormwater 54 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,160,000 hockey. During warm weather rink could be used as skate STORMWATR on the middle branch of Willow Creek immediately west of park. (Part of the Riverfront Crossings amendment to City - Highway 218. This facility will serve development west of 61 PARK SHELTER Replace Creekside and Happy Hollow Shelter/Restroom Highway 218 and south of Rohret Road. Rohret South IMPROVEMENTS buildings. Sewer project is a prerequisite. Expand the Robert A. Lee Community Recreation Center, 55 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $348,000 REPAIRS Creek under Iowa Avenue. 56 N BRANCH BASIN Aerial mapping done for the update to the flood plain maps $135,000 EXCAVATION revealed that sedimentation has consumed a portion of the $16,000,000 CENTER construct a major new Recreation & Aquatic Center, capacity of the facility. This basin is located in Hickory Hill probably in the western part of Iowa City. Park. 57 OLYMPIC COURT Storm sewer retrofit to relieve localized flooding from storm $464,000 STORMWATER water runoff. 58 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of $440,000 Sunset, has experienced back yard flooding and drainage problems. 59 RIVERSIDE DR. & ARTS This will be a joint project with the University of Iowa to $1,000,000 CAMPUS STORM SEWER upgrade the Riverside Drive / Arts Campus storm sewer and lift station to perform better during future floods. 8 - Parks & Recreation 60 OUTDOOR ICE RINK/ SKATE Construct outdoor ice rink suitable for figure skating or $1,591,000 PARK hockey. During warm weather rink could be used as skate park. (Part of the Riverfront Crossings amendment to City - University URA). 61 PARK SHELTER Replace Creekside and Happy Hollow Shelter/Restroom $185,000 IMPROVEMENTS buildings. 62 REC CENTER EXPANSION Expand the Robert A. Lee Community Recreation Center, $5,797,000 likely expansion would be to the east over the existing parking lot which would allow for an expanded gymnasium as well as additional space for racquetball, arts and crafts, community meetings and other activities. 63 RECREATION /AQUATIC As recommended in the Parks and Recreation Master Plan, $16,000,000 CENTER construct a major new Recreation & Aquatic Center, probably in the western part of Iowa City. Y:i7 City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 64 RECC CENTER PHASE 2 This project continues the phase one renovation and $214,500 IMPROVEMENTS improvement project for the Robert A. Lee Community Recreation Center. Phase 2 includes renovations to the ground floor including the customer service area, locker rooms, and gymnasium. Projects include tile replacement, locker room maintenance and upgrades, replacement of gym acoustic panels, scoreboards, and basketball standards. 65 REDEVELOP CREEKSIDE Renovate Creekside Park as recommended in the Parks & $328,000 PARK Receation Master Plan. 66 SCANLON ELEVATED Construct an elevated running/walking track in the Scanlon $2,000,000 RUNNINGfWALKING TRACK Gym facility. 67 SOCCER PARK This project provides for the continued development and $250,000 IMPROVEMENTS improvement to the Iowa City Kickers Soccer Park. Planned improvements include a system of trails to enhance accessibility, and to create a more park -like atmosphere in the open space areas of the facility. 68 WATERWORKS PARK Develop a parklike Hospice Memorial area in Waterworks $115,000 HOSPICE MEMORIAL Prairie Park for passive enjoyment/contemplation. 69 WEST SIDE PARK Acquire and develop land for a major new park in the west $1,804,000 part of the city, as recommended in the Parks & Recreation Master Plan. 70 SAND PRAIRIE Take steps to clear, re -seed and perform low impact $273,000 ENHANCEMENT development on the 38 acre sand prairie and adjacent McCollister property acquired in 2004/05. 71 PEDESTRIAN BRIDGE Construct pedestrian bridge over the Iowa River to connect $1,500,000 ROCKY SHORE TO the Iowa River Trail to the Peninsula park land trails, and to PENINSULA provide better access to 72 CITY PARK BALL DIAMOND Install field irrigation system to fields 1-8 at lower City Park. $60,000 IRRIGATION PROJECT 9 - Other Projects 73 BURLINGTON STREET Construct the Burlington Street median from Gilbert Street to $1,973,000 MEDIAN Madison Street. Project includes relocation of water and sewer utilities. This project will require a traffic signal preemption system. (Part of the Riverfront Crossings amendment to City -University URA). 74 CEMETERY MAUSOLEUM Construction of a mausoleum. $405,000 75 CHAUNCEY SWAN This project involves the reuse of components of the old City $129,000 FOUNTAIN plaza fountain. 76 POLICE EVIDENCE STORAGE Construction of a permanent evidence storage facility. $929,000 FACILITY 77 FIRE STATION #1 Relocate and expand / modernize Central Fire Station #1. $11,593,000 RELOCATION 78 FIRE STATION #5 Construction of Fire Station #5 in the South Planning District. $2,898,000 Y:i:] City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description Unfunded Amt 79 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 80 FIRE TRAINING FACILITY This project will construct a state of the art fire training $5,382,000 facility to address all aspects of emergency service delivery including fire suppression, emergency medical services, hazardous material releases and rescue. The facility will be used for new recruits, continuing education for firefighters, and shared with the Johnson County Mutual Aid Association. 81 FLOOD BUYOUTS This project will provide funds for the purchase of houses in $530,000 designated flood hazard buyout areas after FEMA and CDBG buyout programs have ended. 82 IOWA RIVER BANK This project will stabilze the Iowa River banks at a number of $2,122,000 STABILIZATION PROJECT locations throughout the city that have experienced significant erosion after the 2008 Flood. (Part of the Riverfront Crossings amendment to City -University URA.) 83 EQUIPMENT MAINTENANCE Construction of new Equipment Maintenance Facility at the $9,454,000 FACILITY So. Gilbert St. Public Works site, replacing the existing facility at Riverside Dr. (Part of the Riverfront Crossings amendment to City -University URA). 84 STREETS AND WATER Construct new building at the So. Gilbert St. Public Works $6,869,000 DISTRIBUTION FACILITY site to accommodate the Streets, Traffic Engineering, Refuse, and Water Distribution Divisions. 85 RIVERSIDE DRIVE This project includes methane abatement, excavation, and $2,527,000 REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allowfor marketing of this property for commercial development. (Part of Riverfront Crossings - West(Riverside Drive) URA). 86 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit $302,000 Street Historic District. 87 TRAFFIC SIGNAL PRE- This project will install a city-wide Geographic Information $1,221,000 EMPTION SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary if the Burlington St Median Project is constructed between Madison St and Gilbert St. GRAND TOTAL - UNFUNDED PROJECTS: $ 251,729,500 INTERNAL SERVICE FUNDS F Y 2 0 1 6 Equipment Replacement Risk Management Loss Reserves Information Technology Services Central Services Health Insurance Reserve Dental Insurance Reserve EQUIPMENT FUND The Equipment Fund is an internal service fund created to account for the City's fuel facility, maintenance of the City's vehicle and equipment fleet, and the accumulation of funds for the replacement of vehicles and equipment. Internal customers and departments and other local governments are charged labor and parts for the cost to repair vehicles and equipment by the City's fleet maintenance division. Those charges are designed to cover the division's actual cost of service. Fuel has also been charged at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate savings for the future replacement of the new fuel facility. These funds are reported in the replacement reserve designated fund balance. The Equipment Fund also charges departments for the replacement cost of their vehicles and equipment. These charges are calculated at the estimated replacement cost less the estimated resale value of the piece of equipment. Purchases of new vehicles and equipment are budgeted in the departmental budgets. When new equipment is added, the departments are then charged by the reserve for their future replacement. The graph below represents the Equipment Fund's actual and projected fund balances. While the equipment fund's total fund balance has been trending upward, there are $2.49 million in replacement expenditures anticipated for FY15 and $1.94 million in replacement expenditures budgeted for FY16. In addition, $1,100,000 of unassigned cash is projected to be transferred to the capital project funds in fiscal year 2017 for the relocation of the vehicle wash bay to the new public works facility location. Due to these expenditures, the Equipment Fund's total fund balance levels off in FY16 and FY17 around $9.7 million with the majority of that balance being designated for equipment replacement. An adjustment to fund balance is presented in fiscal year 2013 for the conversion from cash basis accounting to modified accrual basis. The adjustment was a reduction of $358,344 primarily representing outstanding accounts payable at year end. 573 Equipment Fund Fund Balance $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 FY12 Actual FY13 Actual FY14 Actual FY17 Proj Revised Budget ■ Designated for Equip $5,568,913 $6,022,119 $7,291,464 $6,819,845 $6,930,562 $7,727,307 ■ Unassigned $2,560,426 $2,458,072 $2,577,919 $2,475,383 $2,820,063 $2,061,735 Total $8,129,339 $8,480,191 $9,869,383 $9,295,228 $9,750,625 $9,789,042 573 The table below presents the actual and projected number and cost of vehicles and equipment replaced: In fiscal year 2013, the City's fuel facility was replaced with a new fuel facility at the site of the future public works facility on South Gilbert Street. The fuel facility replacement was funded from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges have been adjusted to accumulate funds for the future replacement of the facility. The new facility will not have a noticeable operating impact on the Equipment Fund, but it will reduce the City's financial risk associated with leaking underground fuel tanks. The timing of the relocation of the remaining equipment maintenance and storage facilities to the new public works facility location has not been determined at this time, but will be discussed as part of future five-year capital improvement programs. The relocation of the vehicle wash bay is programmed for fiscal year 2017 in the capital improvement program at an estimated cost of $1,100,000. 574 FY12 FY13 FY14 FY15 FY16 FY17 Actual Actual Actual Revised Budget Adopted Number of 24 38 24 23 33 18 Vehicles/Equipment Total Projected Cost $819,293 $1,701,411 $643,400 $2,352,800 $1,800,900 $1,141,000 In fiscal year 2013, the City's fuel facility was replaced with a new fuel facility at the site of the future public works facility on South Gilbert Street. The fuel facility replacement was funded from General Obligation bonds and Equipment Fund cash balance. Subsequently, fuel charges have been adjusted to accumulate funds for the future replacement of the facility. The new facility will not have a noticeable operating impact on the Equipment Fund, but it will reduce the City's financial risk associated with leaking underground fuel tanks. The timing of the relocation of the remaining equipment maintenance and storage facilities to the new public works facility location has not been determined at this time, but will be discussed as part of future five-year capital improvement programs. The relocation of the vehicle wash bay is programmed for fiscal year 2017 in the capital improvement program at an estimated cost of $1,100,000. 574 City of Iowa City Equipment (8100 - 8101) Fund Summary Expenditures General Fleet Maintenance $ 2012 $ 2013 2014 $ 2015 $ 2016 2017 4,136,683 Equipment Replacement Reserves Actual 1,303,979 Actual Actual 666,801 Revised 2,486,718 Budget Projected Fund Balance', July 1 $ 7,274,489 $ 8,129,339 $ 8,480,191 $ 9,869,383 $ 9,295,228 S 9,750,625 Revenues: 5,428,573 Transfers Out: Use Of Money And Property Capital Project Fund - - 202,002 Interest Revenues $ 15,402 $ 29,221 $ 24,011 $ 29,221 $ 10,187 $ 10,187 Intergovernmental - - 1,100,000 Total Expenditures & Transfers Out $ 4,797,854 $ 5,149,268 Local 28E Agreements $ 849,174 $ 899,008 989,164 6,528,573 899,008 $ 1,049,617 1,070,609 Charges For Fees And Services $ 9,869,383 $ 9,295,228 $ 9,750,625 $ 9,789,042 Change in Accounting Method - Refuse Charges (358,344) 2,948 6,024 7,280 - 6,024 - 7,280 7,280 Miscellaneous 8,480,191 9,869,383 9,295,228 9,750,625 9,789,042 Restricted / Committed /Assigned Intra -City Charges 5,568,913 4,555,636 6,022,119 4,663,122 5,027,245 6,819,845 5,044,889 6,930,562 5,297,620 5,403,572 Other Misc Revenue $ 2,025 $ 370 341 $ 338 $ 341 341 Other Financial Sources % of Expenditures 53% 48% 55% 37% 47% Sale Of Assets 32% 227,519 260,719 54,481 90,000 81,100 75,000 Total Revenues $ 5,652,704 $ 5,858,464 $ 6,102,522 $ 6,069,480 $ 6,446,145 $ 6,566,990 Expenditures General Fleet Maintenance $ 3,493,875 $ 3,577,941 $ 3,844,527 $ 4,156,917 $ 4,047,047 $ 4,136,683 Equipment Replacement Reserves 1,303,979 1,571,327 666,801 2,486,718 1,943,701 1,291,890 Sub -Total Expenditures 4,797,854 5,149,268 4,511,328 6,643,635 5,990,748 5,428,573 Transfers Out: Capital Project Fund - - 202,002 - - 1,100,000 Sub -Total Transfers Out - - 202,002 - - 1,100,000 Total Expenditures & Transfers Out $ 4,797,854 $ 5,149,268 $ 4,713,330 $ 6,643,635 $ 5,990,748 $ 6,528,573 Fund Balance', June 30 $ 8,129,339 $ 8,838,535 $ 9,869,383 $ 9,295,228 $ 9,750,625 $ 9,789,042 Change in Accounting Method - (358,344) - - - - Adjusted Fund Balance', June 30 8,129,339 8,480,191 9,869,383 9,295,228 9,750,625 9,789,042 Restricted / Committed /Assigned 5,568,913 6,022,119 7,291,464 6,819,845 6,930,562 7,727,307 Unassigned Balance $ 2,560,426 $ 2,458,072 $ 2,577,919 $ 2,475,383 $ 2,820,063 $ 2,061,735 % of Expenditures 53% 48% 55% 37% 47% 32% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 X67 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 654,105 gallons of fuel for City vehicles and outside entities (Not including Transit Buses) • The division maintains 526 vehicles and major equipment with 3,181 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. • Transition to new Police squad car model is 85% complete. Staffing: Upcoming Challenges: • Vehicle wash bay replacement in 2015 CIP budget • Planning for future replacement of equipment maintenance facility • Transition to new Superintendent. Staffing Level Change Summary: There are no staffing level changes in the Equipment division in fiscal year 2016. ac:� FY2014 FY2015 FY2016 Adopted Total FTE's 10.75 10.75 10.75 Staffing Level Change Summary: There are no staffing level changes in the Equipment division in fiscal year 2016. ac:� Service Level Change Summary: There are no service level changes in the Equipment division in fiscal year 2016. Financial Highlights: • Fuel rates to external entities were increased by $.05 in 2014 to help create a replacement reserve for the fuel facility. Nearly $50,000.00 has been banked to date. • Service expenditures in the fiscal year 2016 budget have increased by 78% over the fiscal year 2015 budget primarily due to an increase in vehicle repair expenditures. • Supplies expenditures in the fiscal year 2016 budget have decreased by 14% over the fiscal year 2015 budget primarily due to decreased fuel costs. • Capital outlay for equipment replacement expenditures in fiscal year 2016 total $1,800,900. • The fiscal year 2017 projection includes a $1,100,000 transfer to the Capital Project Funds for the replacement and relocation of the Vehicle Wash System to the new public works facility site. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Sale of Autos & Equipment A Solid Financial Foundation Maximize Revenue from Surplus Vehicles/Equipment Dispose of all Replaced Units FY 2011 FY 2012 FY 2013 FY 2014 $124,366 $227,519 $260,719 $53,801 an Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhanced Communication and Marketing Serve Internal Customers Efficiently and Effectively Maintain City vehicles and equipment cost effectively and respond to internal service requests in a timely manner. Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively Recover costs when applicable and contract with outside vendors when efficient FY 2011 FY 2012 FY 2013 FY 2014 Total Vehicles & 516 524 522 527 Equipment Maintained 69% 74% 73% 74% % of Repairs Completed % of Expenditures New Measure 88.5% 87.9% 87.59% in less than 1 Day 14% 14% 18% 34% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: A Solid Financial Foundation Provide Fleet Maintenance Services Cost -Effectively Recover costs when applicable and contract with outside vendors when efficient ae� FY 2011 FY 2012 FY 2013 FY 2014 Hours Billed as a % of 69% 74% 73% 74% Hours Available % of Expenditures Contracted with Outside 14% 14% 18% 34% Vendors ae� City of Iowa City kctivity Summan Division: Equipment (710500) $ 799,692 $ 766,241 $ 823,299 $ 831,462 Department: Public Works Services 2012 2013 2014 2015 2016 2017 Supplies Actual Actual Actual Revised Budget Projected Revenues: - - - - - - Use Of Money And Property $ 3,493,875 $ 3,577,941 $ 3,844,527 $ 4,156,917 $ 4,047,047 $ 4,136,683 Interest Revenues $ 11,077 $ 20,734 $ 13,042 $ 20,734 $ 1,700 $ 1,700 Intergovernmental 0.38 - - - - Local 28E Agreements 849,174 899,008 989,164 899,008 1,049,617 1,070,609 Charges For Fees And Services 0.50 0.50 0.50 0.50 0.50 Refuse Charges 2,948 6,024 7,280 6,024 7,280 7,280 Miscellaneous 3.00 3.00 3.00 3.00 3.00 Intra -City Charges 2,896,428 2,907,827 3,155,869 3,128,277 3,331,789 3,398,425 Other Misc Revenue 2,025 338 341 338 341 341 Other Financial Sources 1.00 1.00 1.00 1.00 1.00 Sale Of Assets - - 680 - 1,000 - Total Revenues $ 3,761,652 $ 3,833,931 $ 4,166,376 $ 4,054,381 $ 4,391,727 $ 4,478,355 Expenditures Personnel $ 799,692 $ 766,241 $ 823,299 $ 831,462 $ 869,499 $ 895,584 Services 299,474 324,934 583,332 350,016 622,902 635,360 Supplies 2,394,709 2,486,766 2,437,896 2,975,439 2,554,646 2,605,739 Capital Outlay - - - - - - Total Expenditures $ 3,493,875 $ 3,577,941 $ 3,844,527 $ 4,156,917 $ 4,047,047 $ 4,136,683 Personnel Services - FTE 2012 2013 2014 2015 2016 Equipment Clerk 0.38 - - - - Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Equipment Superintendent 0.50 0.50 0.50 0.50 0.50 Mechanic I - Equipment 2.00 2.00 2.00 2.00 2.00 Mechanic II - Equipment 3.00 3.00 3.00 3.00 3.00 Mechanic III - Equipment (Day) 1.00 1.00 1.00 1.00 1.00 Mechanic III - Equipment (Eve) 1.00 1.00 1.00 1.00 1.00 Parts/Inventory Clerk - Equip 1.00 1.00 1.00 1.00 1.00 Total Personnel 9.88 9.50 9.50 9.50 9.50 �4] City of Iowa City kctivity Summan Division: Equipment (710500) 112,002 $ 116,182 $ 117,055 $ Department: Public Works 2012 Actual 2013 Actual 2014 Actual 2015 Revised 2016 Budget 2017 Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures $ 4,325 $ 8,487 $ 10,969 $ 8,487 $ 8,487 $ 8,487 1,659,208 1,755,295 1,871,376 1,916,612 1,965,831 2,005,148 - 32 - - - - 227,519 260,719 53,801 90,000 80,100 75,000 $ 1,891,052 $ 2,024,533 $ 1,936,146 $ 2,015,099 $ 2,054,418 $ 2,088,635 $ 106,530 $ 112,002 $ 116,182 $ 117,055 $ 119,890 $ 123,487 23,939 23,100 21,254 16,619 225411 26,893 866 234 16 244 500 510 1,172,644 1,435,991 529,349 2,352,800 158005900 1,141,000 $ 1,303,979 $ 1,571,327 $ 666,801 $ 2,486,718 $ 159435701 $ 1,291,890 Personnel Services - FTE 2012 2013 2014 2015 2016 Buyer I - Equipment 0.50 0.75 0.75 0.75 0.75 Equipment Clerk 0.38 - - - - Equipment Superintendent 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.38 1.25 1.25 1.25 1.25 Capital Outlay 2015 2016 Dump Trucks & Equipment $ 460,100 $ - Bucket truck 221,600 - TV Sewer Inspection Truck - 143,800 Recycle Truck - 493,900 Refuse Trucks - 404,700 Automobiles - 85,800 Other operating equipment 224,400 215,800 Sign truck 94,900 - Street Sweeper 165,200 - Bulldozer 671,200 - Snow Removal Equipment - 18,700 Tractors 142,400 127,800 Other Vans & Trucks 373,000 310,400 Total Capital Outlay $ 2,352,800 $ 1,800,900 NE,ytLVA /iUFiTC]ALVA IALl111rto] LlII] The City is exposed to various risks of loss related to torts; theft of, damage to, and destruction of assets; workplace accidents, errors and omissions; and natural disasters. During fiscal year 1988, the City established the Loss Reserve Fund, an internal service fund, to account for and finance its uninsured risks of loss. Funds pay annual premiums to the Loss Reserve Fund based on actuarial estimates of the amounts needed to pay prior and current -year claims and to establish a reserve for catastrophic losses. Accumulated monies in the Loss Reserve Fund are available to cover the self-insured retention amounts and any uninsured losses. During the year ended June 30, 2015 the City purchased property, liability, and workers' compensation insurance under the program that provides for a $100,000 self-insured retention per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability, and a $500,000 self-insured retention on workers' compensation losses. Liability insurance provides coverage for claims in excess of the aforementioned self-insured retention up to a maximum of $21.0 million annual aggregate of losses paid. Settled claims have not exceeded this commercial coverage in any of the past twenty four fiscal years. The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk Management Association. The remaining funds participate in the Loss Reserve Fund. The fiscal year 2016 revised fund balance is $3.20 million which is 4.81 % higher than the fiscal year 2015 projected ending fund balance of $3.06 million. This fund balance increase is projected due to an anticipated reduction in damages in 2016 compared to the estimated damages in fiscal year 2015 and a slight increase in Intra -City charges. The revised ending fund balance for fiscal year 2015 is lower than the 2014 revised fund balance by 3.08% due to open claims activity in the current year. In fiscal year 2013, an adjustment is presented for the change from cash basis accounting to modified accrual basis of accounting that increases the fund balance by $1,151,874. This increase primarily reflects the insurance proceeds receivable from the landfill fire event. -Y, Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Risk Management Loss Reserve Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures City of Iowa City Risk Management Loss Reserve (8200) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 2,769,589 $ 3,117,320 $ 3,067,793 $ 3,152,696 $ 3,055,646 $ 3,202,697 $ 6,840 $ 8,389 $ 8,043 $ 5,000 $ 3,481 $ 3,481 1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468 71,774 278,054 48,954 33,934 48,955 48,955 $ 1,530,530 $ 1,273,402 $ 1,191,171 $ 1,398,223 $ 1,476,424 $ 1,504,904 $ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,329,373 $ 1,357,863 $ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,329,373 $ 1,357,863 $ 3,117,320 $ 1,915,919 $ 3,152,696 $ 3,055,646 $ 3,202,697 $ 3,349,738 ,151,874 3,117,320 3,067,793 3,152,696 3,055,646 3,202,697 3,349,738 $ 3,117,320 $ 3,067,793 $ 3,152,696 $ 3,055,646 $ 3,202,697 $ 3,349,738 264% 124% 285% 204% 241% 247% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 Y9J N69:"ILVA 1eU FiTC]ALVA I ALl1119i]»OTA 9Eel Ll 1.9 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. The Risk Management Division strives to: • Promote a safe and healthy work environment • Reduce costs related to accidents and injuries • Protect the resources and assets of the City of Iowa City • Manage in an efficient manner the City's self-insured workers' compensation, liability, and property claims :IM:1�[�3:r�� Recent Accomplishments: • Transferred the processing of workers compensation medical claims for Police and Fire to a third party administrator • Coordinated ALICE training for over 200 City employees • Provided 600 hours of training to City employees Upcoming Challenges: • Implement City wide NIMS training • Implement City Safety Certification Program Staffing: Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. ax3 FY2014 FY2015 FY2016 Adopted Total FTE's 1.80 1.80 1.80 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. ax3 Service Level Change Summary: There are no service level changes for fiscal year 2016 in the Risk Management division. Financial Highlights: Service expenditures are estimate lower in fiscal year 2016 by 13.8% which primarily represents lower claim estimates. These estimates were based on the fiscal year 2014 actual claims and current open claims. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Protect the resources and assets of the City of Iowa City Department Objective: Work with City divisions to protect employees from injury and promote accident prevention Performance Measures: Hours of safety training provided to employees FY 2011 FY 2012 FY 2013 FY 2014 170 400 377 593 Injury Rate (percentage of workers injured in a given year) CY 2010 CY 2011 CY 2012 CY 2013 9.01% 7.16% 7.53% 6.72% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2010 CY 2011 CY 2012 CY 2013 4.04% 3.33% 3.77% 2.90% City of Iowa City Activity Summary Activity: Risk Management (310600) Division: Risk Management (310600) $ 271,654 $ 255,347 Fund: Risk Management Loss Reserve (8200) Department: Finance 190,212 $ 2012 2013 2014 2015 2016 2017 1,297,822 Actual Actual Actual Revised Budget Projected Revenues: 15,252 20,924 21,342 Capital Outlay 186,772 Use Of Money And Property - - - - Total Expenditures Interest Revenues $ 6,840 $ 8,389 $ 8,043 $ 5,000 $ 3,481 $ 3,481 Miscellaneous 2012 2013 2014 2015 2016 Intra -City Charges 1,451,916 986,959 1,134,174 1,359,289 1,423,988 1,452,468 Other Misc Revenue 71,774 278,054 48,954 33,934 48,955 48,955 Total Revenues $ 1,530,530 $ 1,273,402 $ 1,191,171 $ 1,398,223 $ 1,476,424 $ 1,504,904 Expenditures Personnel $ 271,654 $ 255,347 $ 178,450 $ 182,199 $ 190,212 $ 195,918 Services 717,651 1,646,079 907,898 1,297,822 1,118,237 1,140,602 Supplies 6,722 73,762 19,920 15,252 20,924 21,342 Capital Outlay 186,772 499,615 - - - - Total Expenditures $ 1,182,799 $ 2,474,803 $ 1,106,268 $ 1,495,273 $ 1,329,373 $ 1,357,863 Personnel Services - FTE 2012 2013 2014 2015 2016 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 0.05 0.05 Occ Safety & Tmg Spec 1.00 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 1.80 1.80 1-W I I Ll1Wei NLVA Fill 9 Lei Ll 19 xy a Ll Lei MiICY&I A:IN M:9y 111 LlI I] The Information Technology Services (ITS) fund is an internal service fund that accounts for the cost of providing computer and computer related services to the City's departments. Those services include personal computer support and replacement, network and internet support, fiber optic networking, file server management, telephone administration and support, and computer programming and application support. Newly added in fiscal year 2016 are support services for the Global Information System (GIS) software and hardware. Internal customers are charged annual service fees depending on the number of devices they use, how many users they have, how many phone sets they have, the number of hours spent on special applications, and other factors. Internal customers are also responsible for budgeting funds for new computer equipment, however, replacement costs are then recovered by the ITS fund for the future replacement of that equipment. The ITS fund has an estimated ending fund balance of $2.37 million at the end of fiscal year 2016. This is an increase of $74,425 or 3.24% from fiscal year 2015. Fund balance has declined from the fiscal year 2013 level of $2,799,046. The reduction in fund balance is directly related to capital outlays in 2014 and 2015. In fiscal year 2013, an adjustment is being presented for the conversion from cash basis accounting to modified accrual basis of accounting as a reduction of fund balance of $42,782. This reduction primarily represents outstanding accounts payable and contracts payable at year end. -11 Fund Balance', July 1 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures City of Iowa City Information Technology (8300 - 8302) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 2,470,688 $ 2,726,870 $ 2,799,046 $ 2,551,542 $ 2,299,832 $ 2,374,257 $ 6,294 $ 11,336 $ 6,729 $ 1,800 1,800 1,800 1,890,070 1,843,841 1,734,710 114,672 1 - 5,000 $ 2,576 $ 2,576 1,800 1,800 1,800 1,894,216 2,088,453 2,114,367 4,910 3,983 - - - - $ 2,017,746 $ 1,860,961 $ 1,743,239 $ 1,901,016 $ 2,092,829 $ 2,118,743 Information Technology $ 1,575,937 $ 1,565,835 $ 1,637,229 $ 1,871,070 $ 1,862,469 $ 1,895,181 Info Technology Equipment Replacement 173,860 167,610 212,355 260,875 118,601 368,872 Police Computer Equipment Replacement 11,767 12,558 141,159 20,781 37,334 40,391 Total Expenditures $ 1,761,564 $ 1,746,003 $ 1,990,743 $ 2,152,726 $ 2,018,404 $ 2,304,444 Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 2,726,870 $ 2,841,828 $ 2,551,542 $ 2,299,832 $ 2,374,257 $ 2,188,557 (42,782) 2,726,870 2,799,046 2,551,542 2,299,832 2,374,257 2,188,557 $ 2,726,870 $ 2,799,046 $ 2,551,542 $ 2,299,832 $ 2,374,257 $ 2,188,557 155% 160% 128% 107% 118% 95% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 WA ILI1Wei NLYi/elIce] LlIIxy:ILI[0]I iICY&IA:,9MaYe]UAOTA9[e]Ll6y 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 • Manages the City video camera system • 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 2014, ITS managed: • 75 network switches • 88 virtual servers • 30 Virtual PCs • 8 VMWare hosts • 173 Terabytes of hard disk space • 15 physical servers • 9 construction projects with fiber optic cable or duct • 3 core data infrastructure facilities • 1 telephone system with voice mail and Automated Call Distribution systems with approximately 750 ports. Y:I7 Recent Accomplishments: • Implemented Tyler MUNIS ERP software and databases on Servers. Payroll go -live of 1/1/14 completed. MUNIS Employee Self Service go -live 3/1/14 completed. • Oversaw implementation of 16 new Internet Protocol cameras to the Video Management system. • Deployed 5 virtual desktops and Remote Desktop Server systems. Staffing: Upcoming Challenges: • Implement Tyler Munis Utility Billing software 1/1/2015 • Implement Tyler Munis Billing and Cash Management software November 2014 • Expansion of Geographic Information System • Continue planning for exit from North Wastewater Treatment Plant core hub facility Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. Service Level Change Summary: The expansion of virtual servers and workstations will continue into the foreseeable future. Financial Highlights: Computer equipment replacement expenditures of $118,601 is budgeted for city operations, and $37,334 for the police department operations. Capital outlay spending in the ITS operations was reduced from $201,000 in fiscal year 2015 to $30,000 in fiscal year 2016. $100,000 for fiber optic cable installation is budgeted in the Capital Project Funds and is funded from General Obligation Bonds. -A FY2014 FY2015 FY2016 Adopted Total FTE's 9.86 9.86 9.86 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. Service Level Change Summary: The expansion of virtual servers and workstations will continue into the foreseeable future. Financial Highlights: Computer equipment replacement expenditures of $118,601 is budgeted for city operations, and $37,334 for the police department operations. Capital outlay spending in the ITS operations was reduced from $201,000 in fiscal year 2015 to $30,000 in fiscal year 2016. $100,000 for fiber optic cable installation is budgeted in the Capital Project Funds and is funded from General Obligation Bonds. -A GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization Department Objective: Control growth of Datacenter Electricity Consumption year over year, and be energy conscious in decisions. Performance Measures: Total number of Kilowatt hours of electricity consumed Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods& Strong Urban Core & Enhanced Communications and Marketing Facilitate Fiber Connectivity to School Facilities As the fiber optic network changes, include schools in planning for access where they deem appropriate Number of Iowa City school facilities connected to City backbone fiber cable FY 2011 FY 2012 FY 2013 FY 2014 Kilowatt Hours 125,526 124,050 126,761 132,155 Change (year/year) (1.9%) (1.2%) 2.1% 4.3% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods& Strong Urban Core & Enhanced Communications and Marketing Facilitate Fiber Connectivity to School Facilities As the fiber optic network changes, include schools in planning for access where they deem appropriate Number of Iowa City school facilities connected to City backbone fiber cable xn� FY 2011 FY 2012 FY 2013 FY 2014 Facilities Connected 10 15 16 17 xn� Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Healthy Neighborhoods, Strategic Economic Development Activities, & A Solid Financial Foundation Strive for 99.99% (Four -9's standard) uptime for internet services Internet service is critical for public safety access, email communication, and citizen access to City information on iowa-city.org website at 99.99% (maximum 4.32 minutes downtime per month) xy FY 2011 FY 2012 FY 2013 FY 2014 Uptime Percentage New Measure New Measure 99.4% 99.5% xy City of Iowa City 4ctivity Summan Division: Information Technology (310500) 961,125 $ 1,017,253 $ 1,046,768 $ 1,106,278 $ Department: Finance Services 480,745 2012 2013 2014 2015 2016 2017 15,020 33,785 Actual Actual Actual Revised Budget Projected Revenues: 100,845 201,000 30,000 15,000 Total Expenditures $ 1,575,937 $ 1,565,835 Use Of Money And Property $ 1,871,070 $ 1,862,469 $ 1,895,181 1.00 Purchasing Clerk - 0.06 Interest Revenues $ 6,294 $ 11,336 $ 6,729 $ 5,000 $ 2,576 $ 2,576 Charges For Fees And Services Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00 Systems Engineer Misc Charges For Svc 1.00 1,800 1,800 1,800 1,800 1,800 1,800 Miscellaneous 1.00 1.00 Web Developer 1.00 1.00 - - Intra -City Charges Total Personnel 1,445,821 1,353,752 1,217,498 1,165,405 1,295,718 1,321,632 Other Misc Revenue 114,672 1 - - - - Total Revenues $ 1,568,587 $ 1,366,889 $ 1,226,027 $ 1,172,205 $ 1,300,094 $ 1,326,008 Expenditures Personnel $ 1,073,348 $ 961,125 $ 1,017,253 $ 1,046,768 $ 1,106,278 $ 1,139,466 Services 480,745 500,968 476,670 606,362 704,251 718,336 Supplies 15,020 33,785 42,461 16,940 21,940 22,379 Capital Outlay 6,824 69,957 100,845 201,000 30,000 15,000 Total Expenditures $ 1,575,937 $ 1,565,835 $ 1,637,229 $ 1,871,070 $ 1,862,469 $ 1,895,181 Personnel Services - FTE 2012 2013 2014 2015 2016 Buyer I - Purchasing - - 0.06 0.06 0.06 Data Base Administrator 2.00 2.00 2.00 2.00 2.00 I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00 Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80 P.C. Technician 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk - 0.06 - - - Sr Programmer/Analyst 3.00 2.00 2.00 2.00 2.00 Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00 Systems Engineer 1.00 1.00 1.00 1.00 1.00 Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00 Web Developer 1.00 1.00 - - - Total Personnel 11.80 10.86 9.86 9.86 9.86 Capital Outlay Fiber Optic Cable Network core routers Software licenses/upgrades Storage Area Network Upgrade Total Capital Outlay xra 2015 2016 $ 75,000 $ - 26,000 5,000 35,000 10,000 65,000 15,000 $ 201,000 $ 30,000 City of Iowa City Activitv Summar Division: Information Technology (310500) Department: Finance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay File Servers Network Switches/Firewalls P.C. Hardware Peripherals Printers Other Hardware Total Capital Outlay $ 370,415 $ 434,293 $ 443,458 $ 611,482 $ 671,279 $ 671,279 4,910 3,983 - - - - $ 375,325 $ 438,276 $ 443,458 $ 611,482 $ 671,279 $ 671,279 xx1 2015 2016 $ 10,000 $ 32,000 154,714 14,820 72,486 6,414 5,154 4,984 - 5,128 5,231 20,771 36,347 59,492 8,355 17,510 19,115 146,675 126,109 147,879 252,520 95,963 344,526 $ 173,860 $ 167,610 $ 212,355 $ 260,875 $ 118,601 $ 368,872 xx1 2015 2016 $ 10,000 $ 32,000 154,714 14,820 72,486 42,243 7,420 - 7,900 - 6,900 $ 252,520 $ 95,963 City of Iowa City Activitv Summar Division: Information Technology (310500) Department: Finance Revenues: Miscellaneous Intra -City Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay File Servers P.C. Hardware Other Hardware Total Capital Outlay 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected $ 73,834 $ 55,796 $ 73,754 $ 117,329 $ 121,456 $ 121,456 $ 73,834 $ 55,796 $ 73,754 $ 117,329 $ 121,456 $ 121,456 79 - 190 - - - 773 4,595 3,801 4,781 1,275 2,575 10,915 7,963 137,168 16,000 36,059 37,816 $ 11,767 $ 12,558 $ 141,159 $ 20,781 $ 37,334 $ 40,391 XL! 2015 2016 $ 16,000 $ 16,000 - 17,559 $ 16,000 $ 36,059 INALI1119Mil INA:ITJIN*I The Central Services internal service fund provides services to internal clients/staff and other local governments in the following areas: • Mailroom processing of outgoing City Mail, UPS, and Fed -Ex • Assists with the procurement of City copiers and maintenance contracts. • Assists with the City's Radio System maintenance contracts The cost of these services is recovered through service charges to the internal clients and to other local governments for the services that they consume. The Central Services fund has an estimated ending fiscal year 2016 fund balance of $599,755. This was a decrease of 8.0% from the fiscal year 2015 revised budget due to the replacement of the postage machine and copy machines. The fund balance has decreased over the past few years from a high of $761,382 in fiscal year 2013 due to the two year acquisition price for the GIS software of $50,000 in each fiscal year 2014 and 2015. The fiscal year 2013 fund balance was adjusted downward by $868 due to the conversion from a cash basis accounting method to a modified accrual basis. The adjustment primarily represents accounts payable outstanding. x�7 City of Iowa City Central Services (8400) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 694,098 $ 731,745 $ 761,382 $ 715,872 $ 652,005 $ 599,755 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Local 28E Agreements Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Central Services Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 1,457 $ 2,668 $ 1,742 $ 2,668 $ 658 $ 658 11,550 10,200 - 12,000 - - 11 301,938 $ 308,458 $ 288,636 225,641 223,328 228,772 223,126 255,439 260,548 - - 5,820 - - - 223 358 111 277 111 111 107 $ 238,989 $ 236,554 $ 236,445 $ 238,071 $ 256,208 $ 261,317 $ 201,342 $ 206,049 $ 281,955 $ 301,938 $ 308,458 $ 288,636 $ 201,342 $ 206,049 $ 281,955 $ 301,938 $ 308,458 $ 288,636 $ 731,745 $ 762,250 $ 715,872 $ 652,005 $ 599,755 $ 572,436 - (868) - - 731,745 761,382 715,872 652,005 599,755 572,436 $ 731,745 $ 761,382 $ 715,872 $ 652,005 $ 599,755 $ 572,436 363% 370% 254% 216% 194% 198% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 'XPi IN A Ll 119 Mil IN A ZIN [y *111111» C7e1111 1101 1.9 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 2014, the Central Services division: • Processed 200,483 pieces of outgoing City Mail. • Sorted and Distributed over 100,000 pieces of incoming City mail. • Distributed 2378 incoming UPS packages. • Processed 90 outgoing UPS packages. Upcoming Challenges: Continue to integrate the radio maintenance services Staffing: Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. Service Level Change Summary: The radio maintenance services have been integrated into the Central Services budget during fiscal years 2015 and 2016. Additional maintenance chargebacks have been added to divisions to cover the cost of this operation. Financial Highlights: In fiscal year 2016, the Central Services division has budgeted $45,000 for the replacement of copy machines and $22,000 for the replacement of the postage machine. Intra -city charges have increase by 14.5% from fiscal year 2015 to 2016 due to the addition of the radio maintenance services. xn FY2014 FY2015 FY2016 Adopted Total FTE's 0.50 0.50 0.50 Staffing Level Change Summary: There are no staffing level changes for fiscal year 2016. Service Level Change Summary: The radio maintenance services have been integrated into the Central Services budget during fiscal years 2015 and 2016. Additional maintenance chargebacks have been added to divisions to cover the cost of this operation. Financial Highlights: In fiscal year 2016, the Central Services division has budgeted $45,000 for the replacement of copy machines and $22,000 for the replacement of the postage machine. Intra -city charges have increase by 14.5% from fiscal year 2015 to 2016 due to the addition of the radio maintenance services. xn GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Surplus Equipment Sold A Solid Financial Foundation 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 fair and open competition. Minimizing the environmental impact by providing a means to reuse our current equipment and furniture. Providing assistance to City employees with the transfer and disposal of surplus equipment through the transfer to other City Departments, on-line bidding, the sale or transfer to other government agencies, or through donation or sale to non-profit organizations. Minimizing the environmental impact through the migration of paper documents to scanned documents. Xr.� FY 2011 FY 2012 FY 2013 FY 2014 Number of Bids 1,543 2,120 1,316 1,542 Received Dollar Value of Surplus $113,197 $165,776 $174,705 $171,424 Sold Xr.� Migration of Paper Copies to Scanned Copies * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed FY 2011 FY 2012 FY 2013 FY 2014* Paper Copies New Measure New Measure New Measure 1,182,342 Scanned Copies New Measure New Measure New Measure 169,578 * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed * Quantities and cost savings figures from February 2014 through July 2014 x�� FY 2011 FY 2012 FY 2013 FY 2014* Quantity of Standard New Measure New Measure New Measure 71,340 Letters Cost Savings Using City Mail Machine vs. New Measure New Measure New Measure $713.40 Standard Mail * Quantities and cost savings figures from February 2014 through July 2014 x�� City of Iowa City 4ctivity Summan Division: Purchasing (310300) Department: Finance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 1,457 $ 2,668 $ 1,742 $ 2,668 $ 658 S 658 Intergovernmental Local 28E Agreements 11,550 10,200 - 12,000 - - Charges For Fees And Services Library Charges 11 - - - - - Miscellaneous Intra -City Charges 225,641 223,328 228,772 223,126 255,439 260,548 Other Misc Revenue - - 5,820 - - - Printed Materials 223 358 111 277 111 111 Other Financial Sources Sale Of Assets 107 - - - - - Total Revenues $ 238,989 $ 236,554 $ 236,445 $ 238,071 $ 256,208 $ 261,317 Expenditures: Personnel $ 38,808 $ 28,732 $ 27,270 $ 26,658 $ 34,856 $ 35,902 Services 142,107 170,176 174,629 181,407 203,402 207,470 Supplies 3,647 83 4,981 873 3,200 3,264 Capital Outlay 16,780 7,058 75,075 93,000 67,000 42,000 Total Expenditures $ 201,342 $ 206,049 $ 281,955 $ 301,938 $ 308,458 $ 288,636 Personnel Services - FTE 2012 2013 2014 2015 2016 Purchasing Clerk 0.75 0.76 0.50 0.50 0.50 Total Personnel 0.75 0.76 0.50 0.50 0.50 Capital Outlay 2015 2016 Copiers $ 43,000 $ 45,000 GIS Software Purchase 50,000 - Postage Machine 22,000 Total Capital Outlay $ 93,000 $ 67,000 :irP] 001:009:11Ll6.111Mil L[y:8N*IAZINO The City maintains insurance reserves for permanent employees' health care coverage. The health insurance plan is partially self-insured, with a stop -loss policy which provides coverage for claims in excess of $125,000 per employee. Operating funds and participating employees are charged premiums which are deposited into the Health Insurance Reserve Fund. The City reimburses a health insurance provider for actual medical costs incurred plus a claims processing/ administrative fee. The State of Iowa requires all public entities which maintain a self-funded health insurance plan file an annual certificate of compliance with the Iowa Insurance Commissioner, along with an independent actuarial opinion and financial statement which demonstrate that the plan continues to meet the requirements of Iowa Code 509A.14-.15 as well as applicable provisions of the Iowa administrative code. The City also provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Health Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. Covered benefits are limited to $1,000 per eligible member. FY2016 Budget Highlights: Health insurance premiums and administrative costs are projected to increase by five percent in FY2016 due to an increase in claims experience this year which will be mitigated by increased employee contributions in fiscal year 2016. An increase in employee contributions was negotiated as shown in the following table: Health Insurance Plan: FY2012 FY2013 FY2014 FY2015 FY2016* Single Deductible $ 350 $ 350 $ 350 $ 500 $ 600 Family Deductible 350 425 450 700 800 Single Out -of -Pocket Max 800 825 840 900 1,000 Family Out -of -Pocket Max 800 950 1,100 1,450 1,700 Single Contribution/ Month 40 40 40 40 45 Family Contribution/Month 60 70 75 80 85 * Fire Union only, other plans are currently under negotiation The fiscal year 2016 ending fund balance is estimated at $10.33 million. This is virtually no change from the revised fiscal year 2015 ending fund balance or the actual fiscal year 2013 and 2014 ending fund balances. An adjustment is presented for the change from cash basis accounting to modified accrual basis of accounting in fiscal year 2013. This adjustment is a reduction of fund balance of $106,426 that primarily represents unpaid health insurance claims. Restricted/assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2014 was $3,614,448. Y�y City of Iowa City Health Insurance Reserve (8500) Fund Summary 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 7,368,916 $ 8,777,073 $ 10,359,253 $ 10,396,661 $ 10,371,270 $ 10,332,894 Revenues: Use Of Money And Property Interest Revenues Royalties & Commissions Charges For Fees And Services Misc Charges For Services Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Health Insurance Reserve Total Expenditures Fund Balance', June 30 Change in Accounting Method Adjusted Fund Balance', June 30 Restricted / Committed /Assigned Unassigned Balance % of Expenditures $ 16,949 $ 33,457 $ 23,355 $ 18,000 $ 8,696 $ 8,696 3,235 2,628 1,160 3,000 1,160 1,160 367,695 389,991 417,543 390,000 438,420 460,341 7,495,976 7,193,345 7,041,553 7,267,437 7,393,631 7,763,312 - - 18,798 - - - 414 323 - - - - $ 7,884,269 $ 7,619,744 $ 7,502,409 $ 7,678,437 $ 7,841,907 $ 8,233,509 $ 6,476,112 $ 5,931,135 $ 7,465,001 $ 7,703,828 $ 7,880,283 $ 8,274,253 $ 6,476,112 $ 5,931,135 $ 7,465,001 $ 7,703,828 $ 7,880,283 $ 8,274,253 $ 8,777,073 $ 10,465,682 $ 10,396,661 $ 10,371,270 $ 10,332,894 $ 10,292,151 (106,429) 8,777,073 10,359,253 10,396,661 10,371,270 10,332,894 10,292,151 2,686,798 3,305,626 3,614,448 3,954,092 4,151,797 4,359,386 $ 6,090,275 $ 7,053,627 $ 6,782,213 $ 6,417,178 $ 6,181,097 $ 5,932,764 94% 119% 91% 83% 78% 72% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 AIN City of Iowa City 4ctivity Summan Activity: Meann Insurance Reserves ts9uftiu) tuna: Meann Insurance Keserve (uouu) Division: Health Insurance Reserves (310750) Department: Finance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures $ 16,949 $ 33,457 $ 23,355 $ 18,000 $ 8,696 $ 8,696 3,235 2,628 1,160 3,000 1,160 1,160 367,695 389,991 417,543 390,000 438,420 460,341 7,495,976 7,193,345 7,041,553 7,267,437 7,393,631 7,763,312 - - 18,798 - - - 414 323 - - - - $ 7,884,269 $ 7,619,744 $ 7,502,409 $ 7,678,437 $ 7,841,907 $ 8,233,509 $ 6,464,964 $ 5,925,254 $ 7,464,733 $ 7,703,665 $ 7,880,050 $ 8,274,053 326 157 268 163 233 200 10,822 5,724 - - - - $ 6,476,112 $ 5,931,135 $ 7,465,001 $ 7,703,828 $ 7,880,283 $ 8,274,253 :irR3 The City provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. Covered benefits are limited to $1,000 per eligible member. The Dental Insurance Reserve's fund balance at the end of fiscal year 2015 is expected to be $119,976 or $14,829 lower than the fiscal year 2014 ending fund balance. This is a decrease of 11.0% percent. An increase in fund balance is expected for fiscal year 2016 to $138,400 which is an increase of $18,424 or 15.36%. In fiscal years 2012 and 2013, the reserve's fund balance had grown from $91,404 to $118,521 due to expenditure levels finishing below projections. In the fiscal year 2013 conversion from cash basis accounting to modified accrual basis of accounting, an adjustment is presented for a reduction in fund balance of $3,002. This adjustment primarily represents unpaid dental claims. :i�L! City of Iowa City Dental Insurance Reserve (8600) Fund Summary 'Fund Balance is Cash Balance for 2012 and July 1, 2013 AIR 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Fund Balance', July 1 $ 79,246 $ 91,404 $ 118,521 $ 134,805 $ 119,976 $ 138,400 Revenues: Use Of Money And Property Interest Revenues $ 181 $ 369 $ 310 $ 200 $ 121 $ 121 Charges For Fees And Services Misc Charges For Svc 15,664 17,518 22,455 18,000 22,455 22,455 Miscellaneous Intra -City Charges 328,475 334,941 338,212 346,800 355,123 365,776 Total Revenues $ 344,320 $ 352,828 $ 360,977 $ 365,000 $ 377,699 $ 388,352 Expenditures: Dental Insurance Reserves $ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053 Total Expenditures $ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053 Fund Balance', June 30 $ 91,404 $ 121,523 $ 134,805 $ 119,976 $ 138,400 $ 156,699 Change in Accounting Method - (3,002) - - - Adjusted Fund Balance', June 30 91,404 118,521 134,805 119,976 138,400 156,699 Restricted / Committed /Assigned Unassigned Balance $ 91,404 $ 118,521 $ 134,805 $ 119,976 $ 138,400 $ 156,699 % of Expenditures 28% 37% 39% 32% 39% 42% 'Fund Balance is Cash Balance for 2012 and July 1, 2013 AIR City of Iowa City 4ctivity Summan Activity: uental Insurance Keserves (3t U/6U) tuna: uental Insurance Keserve (86UU) Division: Dental Insurance Reserves (310760) Department: Finance 2012 2013 2014 2015 2016 2017 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Total Expenditures $ 181 $ 369 $ 310 $ 200 $ 121 $ 121 15,664 17,518 22,455 18,000 22,455 22,455 328,475 334,941 338,212 346,800 355,123 365,776 $ 344,320 $ 352,828 $ 360,977 $ 365,000 $ 377,699 $ 388,352 $ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053 $ 332,162 $ 322,709 $ 344,693 $ 379,829 $ 359,275 $ 370,053 AIN F Y 2 0 1 6 STATISTICS General Information Form of Government Community Profile Demographics and Economics US Census Information Assessed Property Valuations Property Tax Levies Principal Taxpayers Employers Wastewater Customers Water Customers Operating Indicators Department Statistics Economic Overview Revenue Comparisons Cr] A LlI A:L101 Ll1Wei NLVA /el110L I Form of Government The City has seven (7) Council members, who serve staggered, four-year terms. Four (4) Council members are "at -large" and are nominated by all voters and elected by all voters. Although the three (3) "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 Council passes legislation and establishes policies for the City. The City Manager is the chief administrative officer for the City and is appointed by the City Council. The City Manager implements policy decisions of the City Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the administration of the City's personnel system and further supervises the official conduct of City employees including their employment, training, compensation, reclassification, discipline and discharge. 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 recommendations and programs to the City Council. 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. 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 Iowa City 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, :i�F] 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 and support for the Citizens Police Review Board. Community Profile Location & Transportation: The City serves as the County seat for Johnson County. The City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles west of the City of Davenport. The Iowa City Municipal Airport is a general aviation airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from downtown Iowa City is served by a number of national and regional air carriers. Rail service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The Iowa City Transit, Coralville Transit, and the University of Iowa's Cambus system provides public transportation to the metropolitan area. ■' MINNESOTA� Minneapolis �~--_ eza� 1 WISCONSIN s Madison MN rakevr 4:98 IOWA Hrp "c^°' s+' rls � DeSMprne ]!6 a.wRn ]rem NEBRASKA a g,- ao. :3r Iowa City ILLINOIS 1"�5�"Gn. ,� spnng6erd � KANSAS Jefferson City j MISSOURI `, 1 Numbers near ciy names indicate travel nme from Iowa City to that destination. :Yds] Iowa City by the Numbers: • Population 67,862 • Median Age 25.6 years • Average Persons Per Household 2.21 • Bachelor's Degree or Higher 58.0% • Average Temperature 50.0°F • Average High Temperature 59.6°F • Average Low Temperature 40.4°F • Average Precipitation 36.3" Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (May 2015) Iowa City: Best Of... Area Rankings 2014 • Iowa City #2, "Best Cities for Successful Aging (Small Cities)," Milken Institute, Nov. 2014 • Iowa City #4, "20 Best College Towns," Business Insider, Oct. 2014 • Iowa City "Winner - Best Place for an Encore Career" on "Best Places to Retire," Money, Oct. 2014 • Iowa City #10 on "Top Places to Live 2014: Best Places to Walk and Bike," Money, Sept. 2014 • Iowa City #12 on "Top Places to Live 2014: Youngest Places," Money, Sept. 2014 • Iowa City #10 on "Top 100 Places to Live 2015," Livability.com, Sept. 2014 • Iowa City listed among "15 Cities for Creative 20 -Somethings That Aren't New York or Los Angeles," .Mic, July 2014 • Iowa City Metropolitan Statistical Area ranked #37 overall and #12 among "Small Cities" as a Leading Location for Economic Growth, Area Development Magazine, June 2014 Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 13,328.0 for fiscal year 2013-14. There are approximately 1,800 district personnel. The district operates seventeen pre-school sites, nineteen elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek — Amana Community School District, with certified enrollment of 1,839.6 for fiscal year 2013-14. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowind School, a private K-8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. 611 Health Care: The City has top-notch health care with the University of Iowa Hospital and Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and regional referral center. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa's Hancher Auditorium showcases Broadway productions and other entertainment events. :gra US Census Data People QuickFacts Johnson Iowa City County Iowa Population, 2013 estimate 71,591 139,814 3,092,341 Population, 2010 (April 1) estimates base 67,892 130,882 3,046,869 Population, percent change - 4/1/10 to 7/1/13 5.4% 6.8% 1.5% Population, 2010 67,862 130,882 3,046,355 Living in same house 1 year & over, percent, 2009-2013 62.9% 73.4% 84.8% Foreign born persons, percent, 2009-2013 11.8% 9.3% 4.5% Language other than English spoken at home, percent age 5+, 2009-2013 15.7% 13.3% 7.2% High school graduate or higher, percent of persons age 25+, 2009-2013 95.3% 94.8% 91.0% Bachelor's degree or higher, percent of persons age 25+, 2009-2013 58.0% 51.1% 25.7% Veterans, 2009-2013 2,776 6,630 226,175 Mean travel time to work (minutes), workers age 16+, 2009-2013 16.3 18.2 18.8 Homeownership rate, 2009-2013 47.8% 59.7% 72.2% Housing units in multi -unit structures, percent, 2009-2013 45.6% 34.8% 18.4% Median value of owner -occupied housing units, 2009-2013 $180,900 $186,000 $124,300 Households, 2009-2013 28,278 54,005 1,226,547 Persons per household, 2009-2013 2.21 2.33 2.42 Per capita money income in past 12 months (2013 dollars), 2009-2013 $25,671 $29,592 $27,027 Median household income, 2009-2013 $41,410 $53,424 $51,843 Persons below poverty level, percent, 2009-2013 28.2% 17.7% 12.4% Business QuickFacts Johnson Iowa City County Iowa Total number of firms, 2007 4,186 9,323 259,931 Merchant wholesaler sales, 2007 ($1000) 208,3801 567,646 41,068,338 Retail sales, 2007 ($1000) 889,475 1,653,057 39,234,649 Retail sales per capita, 2007 $13,320 $13,168 $13,172 Accommodation & food services sales, 2007 ($1000) 125,076 258,762 4,737,719 Geography QuickFacts Johnson Iowa City County Iowa Land area in square miles, 2010 25.01 614.04 55,857.13 Persons per square mile, 2010 2,713.3 213.1 54.5 Source: US Census Bureau State & County QuickFacts 613 City of Iowa City, Iowa Actual Valuation and Taxable Valuation of Property Last Ten Fiscal Years Actual Valuation Residential Agricultural (taxed at Ag rate) Commercial Industrial Railroads Utilities Wout Gas & Electric Gross valuation Less: Military exemption Net valuation Incremental value (Debt Service Levy only) Gas and Electric Total Actual valuation Percent change Taxable Valuation Assessment Limitation: Residential rollback Agricultural rollback Industrial rollback Commercial and Railroad rollback Residential Agricultural (taxed at Ag rate) Commercial Industrial Railroads Utilities Wout Gas & Electric Gross valuation Less: Military exemption Net valuation, All Levies Incremental value (Debt Service Levy only) Total Taxable valuation Gas and Electric Utilities (excise tax) Total w/Gas and Electric Utilities Percent change Total Direct Tax Rate City of Iowa City Tax Collection Year 2016 FY2015 FY2014 FY2013 $ 3,609,873,754 $ 3,488,112,611 $ 3,367,051,717 $ 3,284,249,136 3,553,520 3,680,920 2,655,640 2,516,440 1,131,173,853 1,144,437,631 1,113,600,025 1,149,535,927 74,609,357 80,153,614 72,834,630 73,400,730 4,015,580 3,827,506 3,205,451 2,619,932 8,239,789 9,599,528 10,816,940 11,051,685 4,831,465,853 4,729,811,810 4,570,164,403 4,523,373,850 2,828,002 2,939,122 3,059,502 3,096,542 4,828,637,851 4,726,872,688 4,567,104,901 4,520,277,308 33,228,330 21,131,574 14,113,908 11,712,327 87,728,294 78,642,915 87,100,183 83,538,109 $ 4,949,594,475 $ 4,826,647,177 $ 4,668,318,992 $ 4,615,527,744 2.547% 3.392% 1.144% 2.110% As of January 1: 2016 FY2015 FY2014 FY2013 55.7335% 54.4002% 52.8166% 50.7518% 44.7021% 43.3997% 59.9334% 57.5411% 90.0% 95.0% NA NA 90.0% 95.0% NA NA $ 2,008,493,138 $ 1,894,079,854 $ 1,776,096,066 $ 1,666,036,081 1,588,496 1,597,501 1,591,636 1,447,988 1,015,694,009 1,086,556,293 1,113,600,025 1,149,535,927 66,959,765 76,128,877 72,834,630 73,400,730 3,614,022 3,636,130 3,205,451 2,619,932 8,239,789 9,599,528 10,816,940 11,051,685 3,104,589,219 3,071,598,183 2,978,144,748 2,904,092,343 2,828,002 2,939,122 3,059,502 3,096,542 3,101,761,217 3,068,659,061 2,975,085,246 2,900,995,801 33,228,330 21,131,574 14,113,908 11,712,327 3,134,989,547 3,089,790,635 2,989,199,154 2,912,708,128 46,785,426 47,004,994 46,813,214 47,404,050 $ 3,181,774,973 $ 3,136,795,629 $ 3,036,012,368 $ 2,960,112,178 1.463% 3.365% 2.626% 4.032% 16.655 16.705 16.805 17.269 614 FY2012 FY2011 FY2010 FY2009 FY2008 FY2007 $ 3,182,636,485 $ 3,122,874,615 $ 3,065,278,624 $ 2,991,702,239 $ 2,722,753,839 $ 2,636,227,621 2,263,884 2,314,823 1,499,347 1,564,892 1,533,849 1,581,682 1,146,182,052 1,139,935,432 1,055,126,085 1,030,546,806 989,384,646 974,751,194 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282 1,799,383 1,593,188 2,098,465 2,532,561 1,764,970 1,151,648 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515 4,416,656,427 4,348,493,490 4,200,596,293 4,101,388,674 3,782,866,816 3,682,547,942 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684 4,413,493,211 4,345,254,344 4,197,271,955 4,097,993,032 3,779,442,468 3,679,085,258 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899 81,240,051 79,196,417 61,065,832 54,080,557 54,053,135 50,311,216 $ 4,520,142,100 $ 4,449,859,602 $ 4,376,150,525 $ 4,263,613,634 $ 3,928,359,177 $ 3,807,181,373 1.579% 1.684% 2.639% 8.534% 3.183% 15.632% FY2012 FY2011 FY2010 FY2009 FY2008 FY2007 48.5299% 46.9094% 45.5893% 44.0803% 45.5596% 45.9960% 69.0152% 66.2715% 93.8568% 90.1023% NA NA NA NA NA NA NA NA NA NA NA 99.7312% NA 99.1509% $ 1,544,260,536 $ 1,464,643,790 $ 1,384,088,145 $ 1,307,510,775 $ 1,234,872,337 $ 1,208,404,751 1,562,422 1,534,056 1,407,234 1,410,002 1,533,849 1,581,682 1,146,182,052 1,139,935,432 1,055,126,085 1,027,539,961 989,384,646 965,950,624 73,044,725 72,283,702 67,288,971 65,905,651 58,212,982 57,498,282 1,799,383 1,593,188 2,098,465 2,525,753 1,764,970 1,141,869 10,729,898 9,491,730 9,304,801 9,136,525 9,216,530 11,337,515 2,777,579,016 2,689,481,898 2,519,313,701 2,414,028,667 2,294,985,314 2,245,914,723 3,163,216 3,239,146 3,324,338 3,395,642 3,424,348 3,462,684 2,774,415,800 2,686,242,752 2,515,989,363 2,410,633,025 2,291,560,966 2,242,452,039 25,408,838 25,408,841 117,812,738 111,540,045 94,863,574 77,784,899 2,799,824,638 2,711,651,593 2,633,802,101 2,522,173,070 2,386,424,540 2,320,236,938 48,337,968 46,333,208 45,156,750 44,597,261 41,542,405 42,641,354 $ 2,848,162,606 $ 2,757,984,801 $ 2,678,958,851 $ 2,566,770,331 $ 2,427,966,945 $ 2,362,878,292 3.252% 2.956% 4.426% 5.688% 2.853% 11.456% 17.842 17.757 17.853 17.717 17.297 17.302 :Yi67 100% Assessed vs. Taxable Valuations $5,500 $5,000 $4,500 0 $4,000 $3,500 $3,000 $2,500 $2,000 $1,500 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 100% Assessed $3,807 $3,928 $4,264 $4,376 $4,450 $4,520 $4,616 $4,668 $4,827 $4,950 % Change, Assessed 15.6% 3.2% 8.5% 2.6% 1.7% 1.6% 2.1% 1.1% 3.4% 2.5% Taxable $2,363 $2,428 $2,567 $2,679 $2,758 $2,848 $2,960 $3,036 $3,137 $3,182 % Change, Taxable 11.2% 2.8% 5.7% 4.4% 2.9% 3.3% 3.9% 2.6% 3.3% 1.4% Taxable %of Total 62.1% 61.8% 60.2% 61.2% 62.0% 63.0% 64.1% 65.0% 65.0% 64.3% :Ydi FY2016 Full Property Valuation Percent by Property Type $4,831,465,853 Utilities w/o Railroads Gas/Electric 410 Industrial 2% i Commercial 23% Residential 75% Agricultural 0% FY2016 Taxable Property Valuation Percent by Property Type $3,104,589,219 Railrnaris 1 4;1;4;,.. —/, Resident 65% r' Commercial 33% :Yell Property Tax Levies Property Tax History - All Direct and Overlapping Governments (per $1,000 assessed valuation) Collection Year Iowa City Community School District Johnson County* Kirkwood Community College State of Iowa City of Iowa City Total Iowa City Percentage of Total Residential Rollback /o 2005-06 13.582 6.391 0.649 0.004 17.729 38.355 46.2 47.9642 2006-07 13.632 6.415 0.872 0.004 17.302 38.226 45.3 45.9960 2007-08 13.852 6.823 0.855 0.004 17.297 38.830 44.5 45.5596 2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803 2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893 2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094 2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299 2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518 2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166 2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002 *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor :YiP.I PRINCIPAL TAXPAYERS 2014 and Nine Years Ago (2005) (amounts expressed in thousands) 2005 2014 % of Total % of Total Taxable Taxable Taxable Taxable Ten largesttaxpavers' Valuation Rank Valuation Valuation Rank Valuation ACT Inc. (formerly American College Testing Program) $ 26,902 2 1.30 % $ 46,590 1 1.53 % Mid -American Energy Company 46,919 1 2.26 44,174 2 1.46 Ann Gerdin Truse (formerly Russell Gerdin) - - 0.00 22,321 3 0.74 Dealer Properties IC LLC (Billion Auto) - - 0.00 19,343 4 0.64 Proctor & Gamble LLC 10,523 8 0.51 16,227 5 0.53 Alpha Inc - - 0.00 15,528 6 0.51 National Computer Systems (Pearson) 16,159 5 0.78 13,800 7 0.45 CCAL 100 Hawk Ridge Drice LLC The Lodge - - 0.00 12,856 8 0.42 Wal-Mart Real Estate - - 0.00 12,749 9 0.42 Southgate Development Company 18,475 4 0.89 12,542 10 0.41 Jame A and Lorretta Clark 26,252 3 1.27 - - 0.00 MIP Iowa City LLC Sheraton Hotel 10,200 9 0.49 - - 0.00 OC Group LC Old Capital Mall 9,262 10 0.45 - - 0.00 M G D LC (Sycamore Mall) 11,457 7 0.55 - - 0.00 Moen Group 11,824 6 0.57 - - 0.00 Total $ 187,973 9.06 % $ 216,130 7.12 % Sources: 'City of Iowa City Assessor's Office -Annual Report :YiP] PRINCIPAL EMPLOYERS 2014 and Nine Years Ago (2005) 2005 2014 Employers Employees Rank Employees Rank Percentage University of Iowa and University of Iowa Hospital and Clinics 24,627 1 30,804 1 31.1 % Iowa City Community School District 1,600 2 1,700 2 1.7 Veterans Administration Medical Center 1,241 4 1,562 3 1.6 NCS Pearson 1,050 7 1,200 4 1.2 Mercy Hospital 1,250 3 1,187 5 1.2 ACT Inc. (formerly American College Testing Program) 1,200 5 1,181 6 1.2 Hy -Vee 1,153 6 1,166 7 1.2 City of Iowa City 986 8 1,087 8 1.1 System Unlimited - - 890 9 0.9 International Automotive Components (formerly Lear Corp) 930 9 785 10 0.8 Gillette Canada (Oral B Laboratories) 500 10 - - N/A 34,537 41,562 42.0 % Total Employees 98,900 Sources: Iowa City Area Development Group Note: Total number of employees is not available for 2005, percentage of total city employment by employer is not presented. 2014 Principal Employer total numbers are not avaiable, the only employer number avaible is the City of Iowa City :rza Customer Name University of Iowa Proctor & Gamble Veterans Administration Medical Center Dolphin Lake Point (Lakeside Apts) Iowa City Landfill Division Mercy Hospital Mark IV Apartments Campus Apartments University of Iowa/ Mayflower Apartments RBD Iowa City LLC (Sheraton Hotel) Roberts Dairy Holiday Inn / MPILESSEE Total Sewer System Charges PRINCIPAL SEWER SYSTEM CUSTOMERS 2014 and Nine Years Ago (2005) 2005 2014 Charges Rank Percentage Charges Rank Percentage $ 1,993,643 1 16.43 % $ 2,033,586 1 16.42 % 1,655,028 2 13.64 1,139,625 2 9.20 187,230 3 1.54 135,545 3 1.09 111,441 4 0.92 133,843 4 1.08 - - N/A 127,451 5 1.03 79,497 7 0.66 103,838 6 0.84 55,012 10 0.45 89,261 7 0.72 83,039 6 0.68 74,248 8 0.60 68,896 8 0.57 71,122 9 0.57 - - N/A 59,549 10 0.48 100,437 5 0.83 - - N/A 66 264 9 n FF Nin $ 4,400,487 $ 12,131,294 Sources: City of Iowa City Revenue Department 621 36.27 % $ 3,968,068 32.05 % $ 12,382,031 PRINCIPAL WATER SYSTEM CUSTOMERS 2014 and Nine Years Ago (2005) 2005 2014 Customer Name Charges Rank Percentage Charges Rank Percentage Proctor & Gamble $ 537,724 1 6.54 % $ 597,724 1 7.68 % Veterans Administration Medical Center 146,106 2 1.78 102,726 2 1.32 Dolphin Lake Point (Lakeside Manor) 76,748 3 0.93 77,900 3 1.00 Mark IV Apts 49,165 8 0.60 61,811 4 0.79 Mercy Hospital 73,312 4 0.89 61,346 5 0.79 Campus Apartments 72,288 5 0.88 56,351 6 0.72 University of Iowa/ Mayflower Apartments 46,237 9 0.56 40,466 7 0.52 RBD Iowa City LLC (Sheraton Hotel) - - N/A 34,109 8 0.44 Oaknoll Retirement - N/A 30,561 9 0.39 Seville Apartments - N/A 30,381 10 0.39 Lear Corp 49,714 6 0.60 - - N/A Roberts Dairy 49,559 7 0.60 - - N/A Holiday Inn/ MPI LESSE 43,612 10 0.53 - - N/A $ 1,144,465 13.93 % $ 1,093,375 14.06 % Total Water System Charges $ 8,217,941 $ 7,778,364 Sources: City of Iowa City Revenue Division :YYJ Wastewater Treatment Daily average treatment in million gallons' 4.87 4.58 9.43 12.81 12.34 Maximum daily capacity of plant in million gallons 40.0 40.0 40.0 41.0 41.0 Number of sewer system customers 21,552 22,046 22,481 22,909 23,161 Water Daily average consumption 12.86 10.37 OPERATING INDICATORS BY FUNCTION 9.84 10.02 41.1 41.1 41.1 41.1 Last Ten Fiscal Years (FY 2005 through FY 2014) 23,529 24,059 24,389 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Public Safety 16.7 16.7 16.7 16.7 16.7 Customers Classification Police' Residential 21,972 22,529 22,973 23,097 Physical arrests 7,528 6,895 6,505 6,434 6,486 5,983 6,590 5,911 4,468 5,126 Traffic Violations 7,428 8,198 6,684 5,827 4,460 4,446 3,403 3,761 2,499 3,015 Fire 15 15 15 15 15 Other 129 134 137 138 Number of calls answered 3,596 3,679 4,136 4,257 4,152 4,472 4,635 5,173 4,713 4,770 Inspections conducted 1,083 1,232 1,495 1,712 1,959 2,145 1,806 1,970 1,431 1,581 Parking Number of Customers 14,158 14,371 14,556 14,574 Parking Violations 145,033 139,338 166,187 147,673 126,050 118,717 109,553 96,117 88,909 60,680 Wastewater Treatment Daily average treatment in million gallons' 4.87 4.58 9.43 12.81 12.34 Maximum daily capacity of plant in million gallons 40.0 40.0 40.0 41.0 41.0 Number of sewer system customers 21,552 22,046 22,481 22,909 23,161 Water Daily average consumption 12.86 10.37 8.28 9.84 10.02 41.1 41.1 41.1 41.1 41.1 23,344 23,527 23,529 24,059 24,389 in million gallons 5.45 5.68 5.52 5.48 5.51 5.48 5.51 5.49 5.54 5.64 Maximum daily capacity of plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 Customers Classification Residential 21,972 22,529 22,973 23,097 23,391 23,657 23,875 24,086 24,442 24,790 Commercial 1,400 1,408 1,448 1,465 1,494 1,481 1,498 1,489 1,491 1,491 Industrial 13 13 13 14 15 15 15 15 15 15 Other 129 134 137 138 144 153 156 200 204 202 Total Customers 23,514 24,084 24,571 24,714 25,044 25,306 25,544 25,790 26,152 26,498 Sanitation Number of Customers 14,158 14,371 14,556 14,574 14,700 14,831 14,926 15,030 15,177 15,331 Tonnage 8,667 8,463 8,722 8834 8,747 8,869 8,969 8,935 8,956 9,160 Landfill Tonnage 113,356 111,124 135,315 132,760 140,810 150,369 147,265 148,953 111,445 115,624 Sources: Various city divisions Notes 1 Numbers are based on a calendar year and 2013 figures are compiled through 09/23/13. I Numbers are based on a calendar year and 2013 figures are compiled through 11/07/13. 3 Numbers for FY07 and after are based on both the North and South Wastewater Plants. 623 2016 Iowa City Police Department Statistics Why We Exist: 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. General Police Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point between communities. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Data & Comparison The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Federal Bureau of Investigation. Data synthesis was based on the 2010 US Census population. Metro Coalition comparison uses 2013 data. The comparison uses the UCR system, which is described below. UNIVERSAL CRIME REPORTING (UCR 1) Crimes can be reported in various ways. The UCR system has been a standard used by police departments across the United States and is utilized by the State of Iowa as a means of reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes and UCR 1 Violent Crimes. The following crimes are represented in these two groups: UCR 1 Property Crimes Arson Burglary Larceny Shoplifting All forms of theft UCR 1 Violent Crimes Murder/Non-Negligent Manslaughter Forcible Rape Robbery Aggravated Assault While more crimes exist, these crimes are utilized to provide an overview of workload and highlight serious crimes in a community. Even with universal reporting, actual reporting of crimes may vary between communities. 624 Iowa City Raw Data Calendar Year 2008 2009 2010 2011 2012 2013 Number of Officers 73 75 75 79 78 87 Total Violent Crimes 259 247 183 163 185 222 Total Property Crimes 1,688 1,575 1,533 1,580 1,842 1,839 Total Violent Crime Arrests 104 109 96 105 88 92 Total Property Crime Arrests 483 483 469 428 456 568 Total Juvenile Violent Crime Arrests 16 15 19 12 14 10 Total Juvenile Property Crime Arrests 118 96 113 102 126 121 Total DUI Arrests 424 419 319 452 440 598 Total PAULA Arrests 879 852 529 495 300 415 :Yb7 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 Sworn Officers per 1000 Population 1.08 1.11 1.11 1.16 1.15 1.28 Total Violent Crimes per 1000 Population 3.82 3.64 2.70 2.40 2.73 3.27 Total Violent Crime Arrests per 1000 1.53 1.61 1.41 1.55 1.30 1.36 Population Total Property Crimes per 1000 Population 24.87 23.21 22.59 23.28 27.14 27.10 Total Property Crime Arrests per 1000 7.12 7.12 6.91 6.31 6.72 8.37 Population Total UCR 1 Arrests per Sworn Officer 8.04 7.89 7.51 6.75 6.97 7.59 Juvenile Violent Crime Arrests as % of Total 6.18% 6.07% 10.38% 7.36% 7.57% 4.50% Juvenile Property Crime Arrests as % of Total 6.99% 6.10% 7.37% 6.46% 6.84% 6.58% Total DUI Arrests per 1000 Population 6.25 6.17 4.70 6.66 6.48 8.81 Total DUI Arrests per Sworn Officer 5.81 5.59 4.25 5.72 5.64 6.87 Total PAULA* Arrests per 1000 Population 12.97 12.57 7.80 7.29 4.42 6.12 Total PAULA* Arrests per Sworn Officer 12.04 11.36 7.05 6.27 3.85 4.77 *Possession of Alcohol Under the Legal Age :rz:� Iowa Metro Coalition Comparison The Metropolitan Coalition' is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. Metro Coalition UCR 1 Data, 2013: ' The FBI site did not include information relating to Waterloo's data so it was not included in the table. • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. :rr� Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque Sioux City West Des Moines Ave. w/o Iowa City Iowa Cit Population 61,193 128,642 62,021 101,834 207,391 58,313 82,676 60,68 95,267 70,855 Violent Crime 88 392 584 654 1,026 132 324 90 411 228 Violent Crime Rate 143.8 304.7 941.6 642.2 494.7 226.4 391.9 149.8 411.9 321.8 Murder/Non-negligent Manslaughter 0 4 0 2 11 0 3 1 3 0 Murder/Non-negligent Manslaughter Rate 0.0 3.1 0.0 2.0 5.3 0.0 3.6 1.7 2.0 0.0 Rape 34 46 75 88 90 14 46 16 51 28 Rae Rate 55.6 35.8 120.9 86.4 43.4 24.0 55.6 26.6 56.0 39.5 Robbery 11 90 80 167 211 36 40 12 81 56 Robbery Rate 18.0 70.0 129.0 164.0 101.7 61.7 48.4 20.0 76.6 79.0 Aggravated Assault 43 252 429 397 714 82 235 61 277 144 Aggravated Assault Rate 70.3 195.9 691.7 389.9 344.3 140.6 284.2 101.6 277.3 203.2 Property Crime 1,439 4,707 4,614 4,248 10,015 1,641 3,658 1,658 3,998 1,850 Property Crime Rate 2,351.6 3,659.0 7,439.4 41171.5 41829.0 21814.1 41424.5 2,760.2 4,056.2 2,611.0 Burglary 224 977 947 961 2311 409 604 205 830 357 Burglary Rate 366.1 759.5 1,526.9 943.7 1,114.3 701.4 730.6 341.3 810.5 503.8 Larceny -Theft 1,181 3,433 3,126 3,048 6,854 1,172 2,814 1,377 2,876 1,411 Larceny -Theft Rate 1,930.0 2,668.6 5,040.2 2,993.1 3,304.9 2,009.8 3,403.6 2,292.4 2,955.3 1,991.4 Motor Vehicle Theft 34 297 541 239 850 60 240 76 292 82 Motor Vehicle Theft Rate 55.6 230.9 872.3 234.7 409.9 102.9 290.3 126.5 290.4 115.7 Arson 10 19 28 30 33 26 7 3 20 7 Arson Rate 16.3 14.8 45.1 29.5 15.9 44.6 1 8.5 5.0 22.5 9.9 ' The FBI site did not include information relating to Waterloo's data so it was not included in the table. • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. :rr� 2016 Iowa City Fire Department Statistics Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. General Fire Data Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point, the trend in the data is the most valuable information provided. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction influence performance. Examples include unusually good or bad weather, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state -imposed spending limits cause additional variation in the resources available for providing fire and EMS services. More specifically, some of the factors that influence the comparability of fire and EMS data are: Building stock—Industrial structures are more likely to be involved in fire or hazardous materials events. Older structures are less likely to meet current fire codes or to be equipped with fire detection and suppression systems. High-rise structures may pose additional challenges. Geoaraohy—Street layout, terrain, the fire/EMS station locations, and traffic flow can significantly impact the ability for one jurisdiction to achieve the same level of service as another. Staffing—Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum scheduled to work each day, the percentage of sworn vs. civilian staff, and the percentage of volunteers. Scone—Jurisdictions have varying levels of EMT -medical services offered by fire departments. The three levels are first responder, paramedic provisional and full paramedic EMS. Cost of service may vary depending on the degree to which different departments perform EMS services. Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2008 2009 2010 2011 2012 2013 Number of Firefighters 56 56 56 64 64 64 Total Non -Fire Incidents 4,080 3,982 4,295 4,470 4,937 5,325 Total Structure Fires 77 59 85 72 89 110 Total Non -Structure Fires 100 114 93 100 152 96 Residential Building Fires 61 45 60 51 68 89 Non -Residential Building Fires 16 14 25 21 21 21 Average Response Time - Fire Incident (Min) 534 543 530 448 522 454 Average Response Time - Non -Fire Incident (Min) 553 523 610 453 439 506 False Alarms 944 797 900 783 796 749 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2008 2009 2010 2011 2012 2013 Sworn Firefighters Per 1000 Population 0.83 0.83 0.83 0.94 0.94 0.94 Total Non -Fire Incidents Per 1000 Population 60.12 58.68 63.29 65.87 72.75 78.47 Total Structure Fires Per 1000 Population 1.13 0.87 1.25 1.06 1.31 1.62 Total Non -Structure Fires Per 1000 Population 1.47 1.68 1.37 1.47 2.24 1.41 Residential Building Fires Per 1000 Population 0.90 0.66 0.88 0.75 1.00 1.31 Non -Residential Building Fires 0.24 0.21 0.37 0.31 0.31 0.31 Per 1000 Population False Alarms Per 1000 Population 13.91 11.74 13.26 11.54 11.73 11.04 2016 Iowa City Public Library Statistics Why We Exist: The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: access, collaboration, community, enjoyment, intellectual freedom, and literacy. General Library Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. More specifically, some of the factors that influence the comparability of Library data are: • Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund materials and programming for their own residents. • Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. • Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or other official agreement, the size of the service area may be larger than the population of the jurisdiction. • Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. • Also possibly influencing expenditure levels is citizen demand for library services; traditional library services such as book loans and reference assistance as well as less traditional library -based services such as Internet access, adult literacy programs, and more. • Some differences in the number of items circulated during the reporting period may be attributed to the size of a jurisdiction's library collection and the proportion of the collection that circulates outside the library. For example, an increasing number of jurisdictions offer access (both in -library and remote) to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not be reflected in circulation statistics. :xia Iowa City Raw Data Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14 Circulation 1,464,643 1,523,810 1,513,052 1,570,822 1,579,842 1,512,852 1,406,995 Visits 716,412 745,077 746,556 768,033 764,911 721,058 710,595 Registered Borrowers 65,786 66,539 67,892 68,751 69,306 67,556 65,499 Total Collection 240,622 229,313 225,622 236,495 239,895 232,280 251,837 Reference Transactions 85,079 85,131 81,298 83,973 76,111 76,675 76,415 Public Internet Terminals 48 46 46 47 52 52 52 Internet Terminal Users 132,080 131,300 123,636 122,012 113,171 110,634 115,990 Serial Subscriptions 514 522 527 440 372 347 356 Children's Program Attendance 29,468 26,461 25,802 36,116 40,360 40,379 39,583 Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, as reported by the Institute of Museum & Library Sciences (2012). Fiscal Year FY08 FY09 FY10 FY11 FY12 FY13 FY14 Circulation per Capita 17.83 18.55 18.42 19.12 19.23 18.42 16.86 Circulation per Registered 22.26 22.90 22.29 22.85 22.80 22.39 21.48 Borrower Visits per Capita 8.72 9.07 9.09 9.35 9.31 9.02 8.51 Visits per Registered 10.89 11.20 11.00 11.17 11.04 10.97 10.85 Borrower Registered Borrowers as % 80% 81% 83% 84% 84% 82% 78% of Service Area Population 631 Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O14 data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. While not all Metro Coalition cities' data are presented, all five cities' data are included in the 'average without Iowa City' calculations. For this report populations used is the city population and does not include contract areas which, for Iowa City, include rural Johnson County, Hills, University Heights and Lone Tree. Revenue: City Iowa City Ames Cedar Rapids Council Bluffs Des Moines waterloo Population 67,862 58,965 126,326 62,230 203,433 68,406 City Income $4,809,979 3,132,773 4,517,633 $2,251,274 $7,260,805 $2,667,995 City Income per Capita $70.9 $53.1 $35.8 $36.2 $35.7 $39 County Income $380,518 $118,916 $82,539 $217,488 $39,464 $61,296 State/Federal Income $90,067 $69,436 $851,961* $27,760 $100,238 $35,463 Other Income $723,770 $174,336 $750,362 $133,654 $715,641 $170,900 Total Income $6,004,334 $3,495,461 $6,202,495 $2,630,176 $8,116,148 $2,661,978 Total Income per Capita $88.48 $59.28 $49.1 $42.27 $39.9 $38.91 *Cedar Rapids received $773,843 in federal Income Expenditures: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Staff Expenditures $4,069,434 $2,614,652 $4,127,140 $1,554,088 $5,363,075 $1,978,479 Collection Expenditures $674,371 $400,271 $1,304,795 $255,632 $781,374 $254,083 Other Expenditures $1,172,101 $478,781 $1,375,450 $291,514 $1,971,695 $362,002 Total Expenditures $6,007,087 $3,493,704 $6,807,389 $2,101,234 $8,116,148 $2,583,073 Per Capita Expenditures $88.52 $59.25 $53.89 $33.77 $39.9 $37.76 :i�YJ Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Printed Books 189,188 169,678 97,032 131,223 425,810 131,063 Audio Items 25,167 20,787 11,807 11,908 61,256 12,152 Video Items 22,153 24,264 19,278 16,424 28,396 14,748 Other Materials 1,853 1,043 4,608 4,801 22,099 1,184 Total Physical Items 238,361 215,772 132,725 164,356 537,561 159,147 Subscriptions 234 328 198 223 771 151 Ebooks 7,122 19,421 8,228 12,388 23,822 4,444 Down loadable Audio 4,760 9,017 6,492 9,177 13,321 895 Downloadable Video 346 0 0 0 0 0 Total Downloadable 12,218 28,438 14,720 21,565 37,143 5,339 Total Downloadable & 250,579 244,210 147,445 185,921 574,704 164,486 Physical Licensed Databases 46 29 43 35 37 27 633 Circulation: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Adult Book Circ 441,267 307,199 400,891 164,242 466,852 128,647 Young Adult Book Circ 23,396 54,520 45,733 35,062 68,419 18,544 Kids' Book Circ 334,066 338,790 333,030 121,716 319,662 83,609 Video Circ 320,274 334,922 407,922 169,850 91,428 128,107 Audio Circ 124,713 103,166 119,628 57,217 188,458 35,248 Periodical Circ 11,343 14,093 10,023 4,822 20,647 5,766 Downloadable Circ 71,363 43,765 110,801 21,158 77,434 18,276 Other Circ 11,947 9,165 4,725 30,690 0 4,007 Total Circ 1,338,369 1,205,620 1,432,753 604,757 1,232,900 422,204 Per Capita Circ 19.72 20.45 11.34 9.72 6.06 6.17 ILL Rec'd 2,622 2,094 574 1,595 189 2,186 ILL Sent 2,006 3,226 30,977 3,031 1,499 1,364 Registered Borrowers 65,499 37,467 65,090 48,738 176,585 42,672 Visits 710,595 226,690 662,871 383,439 973,456 271,603 Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines Reference Transactions 76,415 38,222 46,020 42,427 179,137 64,934 Average Hours 67 67.67 68 62.46 53.69 65.27 Open/Week Kids' Program 39,583 33,124 32,245 28,740 47,483 14,172 Attendance YA Program Attendance 5,413 1,220 2,963 9,069 3,152 227 Adult Program 11,608 3,194 8,695 1,747 13,298 2,710 Attendance 64 20 126 91 120 78 Internet PCs 96,155 39,519 109,964 61,068 153,799 105,304 Internet Use per Year FTE Librarian 15 8 10 7.38 31 4.25 FTE Other Staff 79.4 52.53 69.6 25.23 86.93 30.15 FTE Total Staff 94.4 60.53 79.6 32.61 117.93 34.4 634 Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2012 reported data are used, the most recent available for comparison libraries. Libraries were selected based on their similarities to ICPL services and their cities' similarities to Iowa City. *Population includes residents for each library's entire service area, including contracting cities and proportional representations of rural county populations. For instance, the population used for Iowa City includes a portion of rural county residents, Hills, and University Heights. This is important to help standardize data. :i�b7 Iowa City Westerville Evanston Boulder Ann Arbor Bloomington Library Public Public Public Public District Public Library, Library, IA Library, OH Library, IL Library, CO Library, MI IL Number of Bookmobiles 0 0 0 0 0 1 Number of Branch Libraries 0 0 1 3 4 0 Population Legal Service Area 83,470 1 90,764 74,486 99,479 1 163,590 76,610 Number of Outlets 1 1 2 4 5 2 ALA -MLS Librarians 15 17 14.89 17 21 12.35 Total Staff 66.3 76 51.67 74.39 159 55.08 Local Revenue $5,155,338 $4,508,799 $3,322,624 $7,099,859 $11,070,673 $4,518,200 Local Revenue per Capita $61.76 $49.68 $44.61 $71.37 $67.67 $58.98 State Revenue $61,034 $2,485,801 $126,171 $0 $36,600 $134,400 State Revenue per Capita $0.73 $27.39 $1.69 $0.00 $0.22 $1.75 Total Revenue $5,950,959 $5,848,797 $3,807,879 $7,319,968 $11,898,436 $5,144,920 Total Revenue per Capita $71.29 $64.44 $51.12 $73.58 $72.73 $67.16 Total Collection Expenditures $708,823 $826,317 $494,707 $894,782 $1,820,926 $633,734 Total Collection Expenditures per Capita $8.49 1 $9.10 $6.64 $8.99 1 $11.13 $8.27 Total Operating Expenditures $5,961,580 $5,848,423 $3,847,669 $7,194,307 $11,706,294 $4,994,009 Total Operating Expenditures per Capita $71.42 $64.44 $51.66 $72.32 $71.56 $65.19 Total Circulation 1 579 842 2,269,798 752 912 1 446,816 8 810 133 1,487,524 Total Circulation per Capita 18.93 25.01 10.11 14.54 53.85 19.42 Reference Transactions 76,111 333,736 130,248 105,454 51,476 73,836 Library Visits 764,911 1,083,264 504,074 1 935,951 1,687,975 412,892 Library Visits per Capita 9.16 11.93 6.77 9.41 10.32 5.34 Children's Program Attendance 40,360 33,321 7,083 37,807 50,582 9,895 Number of Public Internet Computers 52 102 71 63 242 81 :i�b7 2016 Senior Center Statistics Why We Exist: 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. Membership & Associated Revenue Sources FY2014 total membership increase 3.2% over FY2013. 71.7% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY09 FY10 FY11 FY12 FY13 FY14 Total Members 1,217 1,287 1,391 1,587 1,545 1,595 Percent, Age <59 12.3% 11.5% 11.5% 12.0% 8.6% 9.9% Percent, Age 60-69 34.2% 36.0% 37.0% 38.5% 35.6% 38.2% Percent, Age 70-79 30.4% 29.9% 29.8% 29.7% 35% 33.5% Percent, Age>_80 20.3% 20.0% 19.3% 17.1% 20.8% 18.4% Membership fees were introduced in 2003 and increased in FY2013. Membership fees are differentiated based on the location of the member's residence. Membership Fee Revenue FY08 FY09 FY10 FY11 FY12 FY13 FY14 Membership Fee Revenue $26,440 $28,623 $31,393 $35,503 $37,427 $46,751 $57,354 % Change 8.26% 9.68% 13.09% 5.42% 24.9% 22.7% 81 % of the Center's membership resides within the corporate limits of Iowa City; approximately 18% of the Center's members are Johnson County residents outside of Iowa City. Membership Distribution by Place of Residence FY09 FY10 FY11 FY12 FY13 FY14 Percent of Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 Members, Iowa City 81.0% 82.0% 79.0% 78.8% 78.7% 81% Residents $70,000 $59,224 IC %of Expenditures 86.10% 77.97% 74.44% Percent Johnson 76.49% 74.69% 71.67% Johnson County % of Expenditures 5.99% 8.63% County Residents 17.0% 17.0% 19.0% 20.0% 19.7% 18% Outside Iowa Cit $342.79 $283.78 $220.54 $230.26 $206.35 Non -IC County Member Percent non - 2.0% 1.0% 2.0% 1.2% 1.4% 1 Johnson County During FY2014, 71.7% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 81 % of the Center's membership. Johnson County residents comprise 18% of the Center's members; the Johnson County grant of $59,224 was just over 7.3% of the Center's total expenditures. Iowa City/Johnson County Revenue & % of Expenditures FY08 FY09 FY10 FY11 FY12 FY13 FY14 Iowa City Contribution $1,077,632 $677,610 $570,274 $599,234 $657,457 $618,795 $579,722 Johnson County Contribution $75,000 $75,000 $75,000 $75,000 $70,000 $70,000 $59,224 IC %of Expenditures 86.10% 77.97% 74.44% 75.51% 76.49% 74.69% 71.67% Johnson County % of Expenditures 5.99% 8.63% 9.79% 9.45% 8.14% 8.45% 7.32% From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E agreement that split operational costs 80% to 20%. County funding of the Center peaked at $141,410 in FY2002. In 2003 the County withdrew from this agreement; by FY2004 County funding of the Center dropped to $75,000 annually. In FY2012, the City was asked to submit an Economic Development/Quality of Life Block Grant application to Johnson County in order to receive funding. For FY2012 and FY2013 this amount was $70,000. It is important to note that approximately half of County property tax receipts which support the Center grant also come from Iowa City taxpayers. The FY2014 and FY2015 grant amount will fall again to $59,224. City and County Revenue per Visit and per Member FY08 FY09 FY10 FY11 FY12 FY13* FY14* IC Contribution per Visit $14.68 $7.23 $6.10 $6.09 $6.25 $4.90 $4.62 Johnson County Contribution $1.02 $0.81 $0.80 $0.76 $0.67 $0.55 $0.47 per Visit IC Contribution per IC Member $1,241.51 $677.25 $540.37 $545.31 $525.73 $508.87 $448.70 Fnson County Contribution $412.09 $362.51 $342.79 $283.78 $220.54 $230.26 $206.35 Non -IC County Member *Total Number of Visits :xr� The Center's goal is for revenue from sources other than Iowa City property taxes to support 25% of the Center's budget. This goal of 25% includes but is not limited to: intergovernmental grants, membership & program fees, contributions & donations, parking permit sales, and rental fees. This calculation is based on the general revenues subsidy divided by the total expenditures and transfer in General Fund (1000 only). Cost Recovery Percentage FY08 FY09 FY10 FY11 FY12 I FY13 FY14 Cost Recovery 13.90% 22.03% 25.56% 24.49% 23.51% 125.31% 128.33% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY08 FY09 FY10 FY11 FY12 FY13 FY14 Fall 126 180 147 149 147 154 156 Winter 106 161 128 111 127 117 121 Spring 136 170 139 139 137 139 140 Summer 125 146 104 110 109 113 105 Total 493 657 518 509 520 523 522 The Center attendance had a slight decrease in FY2014 of about 0.6% from FY2013, with lower attendance numbers for meals served at the Center. Meal service is administered by ElderServices. Other services include programming provided through outside agencies, including AARP income tax filing assistance. * Due to a change in registration software, in FY14 the tax filling assistance program numbers are included in Center Visits. Center Attendance FY08 FY09 FY10 FY11 FY12 FY13 FY14 Center Visits 73,431 92,324 93,419 98,401 105,157 104,970 108,753 Meals Served 19,593 17,934 17,197 15,787 15,931 14,254 12,756 Other Services 11,124 11,672 9,357 9,808 7,139 6,940 3,901* Total Attendance 104,148 121,930 119,973 123,996 128,227 126,164 125,410 Volunteer involvement in the Center remains strong. Volunteer Involvement FY08 FY09 FY10 FY11 FY12 FY13 FY14 Volunteers 453 498 500 584 530 645 668 Total volunteers increased by 23 between FY2013 and FY2014, which is about a 3.5% increase. The FY2014 the number volunteers are at the highest amount over the last 7 years. W13 2016 Iowa City Transportation Services Statistics Why We Exist: 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. General Parking Information 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. Iowa City Parking Data Collected by the Iowa City Transportation Services Department FY 2011 FY 2012 FY 2013 FY 2014 Web Citation Payments 59.50% 61.00% 63.40% 63.50% Citations Issued 109,555 96,131 88,909 60,681 $0 Epired Meter Citations 44,614 40,512 38,023 22,593 Citation Appeals 1,428 690 633 585 Faulty Meters 561 472 448 539 Available Spaces On Street 1,131 1,131 1,131 1,143 Off Street 3,086 3,086 3,086 3,086 Transient Hours Parked 4,215,164 4,307,686 4,453,418 4,753,760 Average Hourly Duration Access Controlled facilities 3.8 3.79 3.83 4.13 Credit Card Usage Access Controlled facilities 42% 39% 53% 59% Pay by Space facilities 61% 66% 69% 72% Permits Issued Automobile 11,9961 1,901 1 1,9781 2,031 Moped/Scooter/Motorcycle 0 620 1 752 1 712 General Transit Information 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. Iowa City Transit Data Collected by the Iowa City Transportation Services Department :Lr�] FY 2011 FY 2012 FY 2013 FY 2014 Ridership 1,854,732 1,970,456 1,879,795 1,815,029 Total Operating Expense $4,848,000 $5,350,599 $5,063,118 $5,276,804 Fare Revenue $1,060,293 $1,119,269 $1,292,338 $1,390,416 Revenue Vehicle Miles 709,630 718,564 714,778 737,703 Revenue Vehicle Hours 55,543 55,135 54,528 51,652 Cost per Ride $2.61 $2.71 $2.69 $2.91 Cost per Revenue Vehicle Mile $6.83 $7.44 $7.08 $7.15 Cost per Revenue Vehicle Hour $87.28 $97.05 $92.85 $102.16 Farebox/Expense Ratio 0.22 0.21 0.27 0.26 Average Fare $0.57 $0.57 $0.69 $0.76 Operating Deficit per trip $2.04 $2.14 $2.00 $2.15 Riders per Revenue Vehicle Mile 2.61 2.70 2.60 2.5 Riders per Revenue Vehicle Hour 33.39 35.70 34.50 35.1 Passenger Miles 4,016,065 4,054,372 3,861,794 3,987,028 Fleet Vehicles 27 27 27 27 Base Fare $0.75 $0.75 $1.00 $1.00 Fleet Average Age 9.4 10.4 11.9 11.32 Fuel Consumption 188,163 187,088 191,256 196,823 Days Operated 307 308 306 306 :Lr�] The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in twenty- one of the last twenty- three quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) 12.0% r 10.0% 8.0% 6.0% 4.0% 2.0% Economic Overview GDP Trends Annual Percent Change 6.0% T3:71IIIIIIIII �! _ = E = ! m 00% -2.0% -4.0% 2004 1 2005 1 2006 1 2007 2008 1 2009 1 2010 1 2011 1 2012 1 2013 Unemployment Rates _2005 Mi M 2006 2007 2008 2009 2010 2011 2012 2013 2014 ■ National 5.1% 4.6% 4.6% j 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% ■Iowa 4.3% 3.7% 1 3.7% j 4.2% 6.4% 6.0% 5.6% 5.0% 4.8% 4.4% ■ Iowa Ciryj 3.2% 2.7% 2.8% j 3.2% 14.6% J 4.3% 4.1% T 3.7°4, 3.50b 3.20% 641 Iowa City's economy has fared better than the state as a whole during the economic downturn. While Iowa City's unemployment rate has increased, it remains well below state and national levels. As of March 2014, the Iowa City Metropolitan Statistical Area (MSA) was the eighth lowest unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) The growth in assessed property value has slowed in recent years. The effect of this slow growth on taxable value has been offset by increases in the state - mandated "rollback"; a higher percentage of residential properties' value is taxable. Assessed & Taxable Property Valuations* in millions $s.oso $5,000 $ 4.000 $3,000 . $2,000 $1,000 *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty-four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property's assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. Yia FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 'xAssessed $3.757 $3.874 $4.210 $4.315 $4,371 $4.439 $4.532 $4.581 $4.748 $4.852 °A, Change. Assessed 15.75% 3.13% 8.65% 2.51% 1,29% 1.56% 2.10% 1.09% 3.64% 2,40% eTaxable $2,320 $2386 $2.522 $2,634 $2712 $2.800 82.913 $2989 $3.090 $3135 i %Chance Taxable 11.46% 2.85% 5.69% 443% 2,95% 3.25% 4.03°%, 2,63% 3.37% 1.46% *100% assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities Taxable valuations excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty-four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property's assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. Yia One measure of local economic health is hotel/motel tax receipts. The City uses hotel/motel tax receipts to augment funds for public safety, parks & recreation services, and the Convention & Visitors Bureau. Generating revenue from non -Iowa City residents reduces the tax burden on residents. After a dip in revenue during FY2010, hotel/motel tax receipts are above pre -recession levels and have increased over each of the last five fiscal years. Though the value of building permits issued has declined in recent years, the values rebounded significantly in 2012 and 2013 with a slight decrease in 2014. Total value in 2013 was the highest of any year in the past ten years and the 2014 value is only behind 2012 and 2013. $1,000 Hotel/Motel Tax Revenue in thousands $900 - $800 $700 - Wo $500 $400 — $300 $200 , $too $0 FY05 — FY06 FY07 FY08 FY09 FY10 FY11 FY12 FYi3 FYi4* aHotelNotel $602 $636 $692 T $724 $752 $667 $746 $814 $834 1 $967 %Change 6.92% 5.80% 891% 4.670/. 3.92% -11 3N/h 11.84% 9.470h 2.51% i 15.9146 *FY14 is first period reported on an accrual bases. Utility Franchise Fee Revenue $1.200.000 $1.000.000 $800.000 -- $800.000 — $400.000 $200,000 -- - -- $0 FY11 FY72 FY13 FY14' ■Fee Revenue $725,_4.78 I $826,450 $880,871 $1,031,187 %Change 13.92% ' 6.58% 17.06% *FY14 is first period reported on an accrual bases. 643 In 2009, the State of Iowa enacted legislation establishing cities' right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City City Council passed and approved an ordinance establishing a one percent (1 %) tax. Of the $1,031,187 for FY2014, $665,734 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. The Iowa City property tax levy comprised approximately forty-three and four -tenths percent of City residents' total property tax bill. The Iowa City Community School District and Johnson County make up another thirty-five and six -tenths percent and eighteen and three -tenths percent of the total levy, respectively. *Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. (Source: Johnson County Auditor) City of Iowa City Levy Rate and Percentage of Overlapping Jurisdictions 18.100 17.900 17.700 17.500 17.300 17.100 - 16.900 - 16.700 - 16.500 96.300 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 Total Overlapping 38.355 38.226 38.830 40.567 40.596 40.915 40.754 39.499 38.639 38.528 IG%of Total 46.2°k 45.3% 44.5% 43.7% 440% 43.4% 43.8% 43.7% 43.5% 43.4% .IG Levy Rate 17.728 i 17.302 17.297 17.717 17.853 17.757 17.842 h 17.268 16.8055 16705 i City policy states that year- end General Fund unassigned fund balance will fall between twenty (20%) and thirty percent (30%) of total expenditures. The FY2014 excess balance was used to increase the emergency fund balance. *Amounts before FY2013 are cash balance instead of fund balance. $20,000 $18,000 $16.000 $14.000 $12.000 $10,000 $8.000 $6.000 $4.000 $2.000 $0 Iowa City's levy rate dropped approximately six -tenths percent (0.6%) in FY2014, largely from a decrease in the debt service levy. Iowa City's FY2016 levy rate totals $16.655; this represents a decline of three -tenths of a percent (0.3%). The rates of overlapping jurisdictions are not certified as of this publication. General Fund Unassigned Fund Balance* in thousands 644 FY07 FY08 FY09 FY10 FYIS FY12 FY13 FY14 $18.840 $15.489 $13.605 $16.327 $18,508 $17.104 $17.119 $17.985. -- 796% 31 3% 27 =% 34 4% 36.d'9 i 29 3% _7 B% 32.4% City Pension Contributions inthousands $6.000 $5.000 $4.000 $ 3.000 $2.000 --- $1.000 $o FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14* Total $3,024 $3.297 $3.398 $3474 $3.122 $3.166 $3 582 $4.667 $4.892 $5.539 %Change 17.59% 9.04% 3.07% 2,21% >1011% 1.39% 13.16% 30_^_9% 4.91% 1325%. �NSupplemental $23 $38 $61 $33 $35 $37 $51 $58 $69 $66 *MFPRSI $1,704 $1.925 $1952 $1,918 $1425 $1347 $1_654 $2.277 $2.383 $2.921 +IPERS '$1,294.$1.331 $1.38' $1,519 $1,659 $1.778 $1.874 $2,328 $2440 $2553', *FY14 is first period reported on an accrual bases. City pension contributions continue to grow at a rapid pace. Expenditures for FY2012 were approximately a thirty percent increase over FY2011, partially attributable to an extra pay period in FY2012. Pension contributions increased again in FY2014 with over a thirteen percent increase over FY2013, with public safety pension contributions increasing to thirty and twelve -hundredths percent (30.12%) of salary (an increase of more than fifteen percent) and IPERS contributions increasing to eight and ninety -three -hundredths percent (8.93%) (an increase of three percent). Also, the public safety pension contributions are expected to increase in FY2015 to thirty and forty -one -hundredths percent (30.41%) of salary (an additional increase of one percent). MFPRSI employee contributions are set by statute, currently nine and four -tenths percent (9.4%). City contributions are determined by the system's actuary. IPERS City and employee contributions are currently a sixty/forty split (60/40), with the City paying sixty percent of total contributions. 35.00` 30.00% 25.00% 20.00% 15.00°/O 10.00% 5.00% 0.00% h Y0/ VYUU hYU9 hYju hY11 VY12 ffI6 hY14 VYlb hYi6 IPERS 5,75% 6.05% 6.350% 6.651, 6,95% 8.07% 8.67% 8.93% 8.93% 8.93% MFPRSI 27.75"/0 25.46% 16.75% 17.00% 19.90% 24.76% ^_6.12% 30.12% 30.41% 27.77% City Pension Contribution Rates ::1,67 FY2014 Actual General Fund Revenue (excluding Transfers In) City Taxes 6% canes & Permits 4% Intergovernmental 6% Property Tastes �Charge Misc Re nk Servit 4% 3% Other Financing SOWCOS _Use of Money 8 12% Property t% Personnel costs comprise the largest portion of General Fund expenditures. Property taxes comprise over half of General Fund revenue. This reliance on property tax revenue could become problematic if the state ceases the "backfill' from commercial property tax reform that started to effect the FY2015 taxable valuations. City staff will continue to monitor service and staffing levels, appropriate user fees, and attempt to identify additional ways to diversify revenue sources in order to plan for possible significant drops in property tax revenue. :Lrd Debt as a percent of the allowable debt limit has also continued to fall in recent years. The State of Iowa mandates that outstanding General Obligation debt not exceed five percent (5%) of the total assessed value of taxable properties in the municipality. Iowa City outstanding General Obligation debt is approximately one and four -tenths percent (1.4%) of assessed value, or approximately one-third of the allowable debt margin. Total outstanding General Obligation debt is estimated to dropped almost seventeen and a half (17.5) million between FY2011 and FY2015. Due to unusually low interest rates and the City's strong bond rating, the municipal bond market continues to be in the City's favor. :Ll1 Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30%) of the total property tax levy. For FY2016, the debt service levy is approximately twenty- four percent of the total property tax levy rate. Debt Service Percent of Total Levy Rate 29.00% 27.00% 25.00% 23.00% 21.00°hWE_ 19.0045 - -- 17.00% 15'00% FY07 FY08 FY09 FY10 FY__ FY72 FY13 FY14 FY15 FY18 Total Levy Rate 17.30^ 17.297 17 717 17.853 17 757 ----- 17.642 17.269 16.805 16 705 16.655 Debt Service Levy 3.676 3.786 4.303 4119 4438 4.649 4.443 4030 4.130 3.930 a DS b d"rotal 2240% ^1.69% 24 29% 23.63% 24 99% 26.06% 25.73% 23 98% 2_4_72%j2_3_.59%1 :Ll1 Iowa City has an additional internal policy which states that the debt service property tax levy shall not exceed thirty percent (30%) of the total property tax levy. For FY2016, the debt service levy is approximately twenty- four percent of the total property tax levy rate. Revenue Comparisons Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities of Coralville and North Liberty. Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) City FY15 Tax Rate Rank FY151FY14 % Change Waterloo 17.952 1 2.62% Council Bluffs 17.750 2 0.00% Des Moines 16.920 3 0.00% Davenport 16.780 4 0.00% Iowa City 16.705 5 -0.60% Sioux City 16.364 6 0.72% Cedar Rapids 15.216 7 0.00% Coralville 13.528 8 0.00% West Des Moines 12.050 9 0.00% North Liberty 11.033 10 0.00% Dubuque 11.026 11 0.00% Ames 10.855 12 -0.02% FY2015 Estimated General Fund Revenue FY2015 Adopted Budget City Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank Dubuque $52,371,028 $10,819,422 $53,000 $63,243,450 $1,097.27 1 West Des Moines $48,203,752 $11,064,806 $7,000 $59,275,558 $1,047.10 2 Council Bluffs $45,364,208 $17,073,797 $0 $62,438,005 $1,003.34 3 Coralville $15,673,826 $2,086,093 $9,000 $17,768,919 $939.81 4 Cedar Rapids $85,249,969 $32,187,385 $120,000 $117,557,354 $930.59 5 Iowa City $43,430,086 $8,782,808 $4,586,450 $56,799,344 $836.98 6 North Liberty $7,927,636 $2,381,079 $0 $10,308,715 $770.80 7 Des Moines $120,844,058 $33,041,827 $12,300 $153,898,185 $756.51 8 Sioux City $40,840,763 $21,023,883 $47,834 $61,912,480 $748.78 9 Waterloo $43,452,732 $7,629,318 $65,000 $51,147,050 $747.70 10 Davenport $51,230,634 $21,130,808 $0 $72,361,442 $725.90 11 Ames $23,278,884 $8,703,970 $500 $31,983,354 $542.41 12 *Per Capita calculations used 2010 US Census data :Lr7 Hotel/Motel Tax Revenues FY2014 Receipts City* Effective Date Receipts Des Moines 4/1/1979 $5,105,780 West Des Moines 4/1/1979 $3,457,345 Cedar Rapids 4/1/1979 $3,103,712 Council Bluffs 4/1/1979 $2,679,437 Coralville 7/1/1983 $2,470,158 Davenport 4/1/1981 $2,277,032 Dubuque 4/1/1979 $2,006,514 Ames 4/1/1988 $1,879,567 Sioux City 4/1/1979 $1,669,388 Waterloo 4/1/1981 $1,192,181 Iowa City 4/1/1983 $967,049 North Liberty 7/1/2008 $62,824 'All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue Utility Franchise Tax Rates citv Franchise Fee Rate North Liberty 0% Davenport 0% West Des Moines 0% Ames 0% Coralville 1 % Iowa City 1% Cedar Rapids 2% Council Bluffs 2% Waterloo 3% Dubuque 3% Sioux City Des Moines TA] :L9] Utility Rates (Residential Monthly Billing) City Water Sewer Waste Storm Total Rank North Liberty $40.60 $48.36 $9.75 $2.00 $100.71 1 Davenport $38.27 $39.46 $10.74 $2.42 $90.89 2 Des Moines $19.03 $34.46 $22.42 $10.33 $86.24 3 Iowa City* $28.71 $36.08 $15.90 $3.50 $84.19 4 Sioux City $31.45 $34.54 $15.44 $0.83 $82.26 5 West Des Moines $30.30 $34.80 $11.25 $4.25 $80.60 6 Dubuque $23.22 $31.98 $12.74 $5.60 $73.54 7 Cedar Rapids $26.95 $21.49 $19.63 $4.90 $72.97 8 Council Bluffs** $32.56 $17.21 $16.00 $0.00 $65.77 9 Coralville $17.80 $24.02 $19.00 $2.00 $62.82 10 Waterloo $19.08 $24.38 $15.50 $2.75 $61.71 11 Ames*** $27.12 $31.08 $0.00 $3.45 $61.65 12 *Projected FY 2016 Water rate is $30.15 **Council Bluffs rates are FY 2014 ***Ames trash collection provided by private contractors :i.Y�] F Y 2 0 1 6 APPENDIX State Forms Budget Resolutions Glossary Adoption Budget Certification City Taxes 52=483 of and of FISCAL YEAR BEGINNING JULY 1, 2015 - ENDING JUNE 30, 2016 The City of: Iowa City County Name: JOHNSON Date Budget Adopted: 3/9/2015 N a meatlng of no urry Gouncl, belI neer NepubI, M1eing as requi,ed by law. as specified above, to aoposed bJdgehms adopted as adroo ized and e.,hed hemto, and tas, evle6 oe i Mmized 361067, were a, roved for all taxable property oft is Co,. There In ate dead a Long Term Debt SchiIt For 7G3 for q,e debt service neMs, If any. - (3194) 358 5041 RECEIVE RECEIVED ro re_m. JOHNSON,CO3 IOWA January 1, 2014 Property Valuations Larlemmmcnonon With Gas& Electde WitheutGas &Electric Regular MAR 10 2015 za - - ---------3,146.956.147 ib -_- -------- 3,100,172,721 67662 DEB75ERVtCE sa 3,186,186.477 m 3,133,401,051 Ag Land 4a 1.588,496 'it' ' �.:. TAXES LEVIED COUNTY AUDITOR IAl (a) I=I Code Dollar Request with Property Taxes Sec. Limit Purpose Utility Replacement Levied Rate IN t a 10000 Regwar General levy 5 25,490,361 25 111,399 43 8 10000 1364) Non -Voted Other Permissible Levies 12(s) c 67500 Contract for use of Bridge 6 0 44 0 '2th 0.95000 Opt & Maint publicly owned Transit 7 2r989,610 2 945 164''. '. 45 _ 0.95000 aryt) amt Nea Rent, Ins. Maim of Civic Center e 0-' 46 0 121'2) o 1 d11 Opt & plant of City owned Civic Center s _ _ _ _ 0 47 0 Ista) 006750 Planning a Sanitary Disposal Project Is 0 -.' 4a 0 1ry14) 0 2700 Aviation Aufhonty (under 560.3300 15) n 0 ". 49 0 120sl 306750 Levee Ing pr. fund in special charter city 1 _ 0 1: I' 51 0 12JIn Aim Ned Loalb.i c, crcoer'c & self's'✓ance ccats it 919 745 9C6,056 =. 52 0.29226 121211 Amt Nen Support of a Local Emerg.MgmLCom n 462 0 :' 466 0 OIH) Voted Other Permissible Levies 121') 0131 InstrumentalNocal Music Groups 15 0 53 0 12121 0alom Memorial Building 16 _ 0I'- d, 0 1213) 0.0350) Symphony Orchestra 17 _ _ 0' 56 _ 0_ 12141 0.27000 Cultural & Scientific Facilities 1 0'.'. 's 5F "s) A Voted County Bridge 19 0'L 57 0 121st t I500o Missi or Missouri River Bridge Const 2D 0''. f 5e 0 121st 1 round Aid to a Transit Company 21 _ 0 " 11 _ _ 0 urys) 320506 Maintain Institution received by gifttdevise 22 0 ". z 60 0 ,2114) I marc City Emergency Medical District 463 0 I= = ass 0 12)20) 0x2000 Support Public Library 21 _ 849,679 837047'. sf _ 027000 zaa.dx 1 Kon, Unified Law Enforcement 24 0 I- 12 0 Total General Fund Regular Levies (5 thru 24) 2f 30,249 395 29,799,666 `. sari 300375 Ad Land 26 4,771 4,771 - s3 300.375 Total General Fund Tax Levies (25+26) 27 30254166 29804437 '.� Oe Notaaa Special Revenue Levies days 027000 Emergency (If general fund at levy limit) 2e 0 64 0 not. P,rJ Nex Police & Fire Retirement 29 3 097A74 3,051,128 0 ge 1e a INer FICA & IPERS (if general fund at levy limit) 30 3,051,759 _ 3 006,392 _ 0 l', F gold, A. - Nee Other Employee Benefits 31 3,649,207 3594 960 1,c60 Total Employee BeneLf Levies (29,30,31) 32 9798,140 _ 9,612480 -I 65 3.11353 Sub Total Special Revenue Levies (28+32) 21 9 798 140 9 652,480 Valuation Ii An aea Wish Gas 6 Lou WRhoo[ Gas d Elec _ _200000 SSMID 1 i4 132,341,738 ;a; 132,341,738 3 264 683 264 683 - In SSMID 2 is _ ;at 3=. _ 0 -- -- 67 0 _ 0 SSMID3 w ;q a6 0='. : 66 SSMID4 i. w 37 0'-, =_ sg 0 SSMID' w wt "I _ 01 .565 0 0 SSMID6 ✓a Iv 156 0'- _ 569 SSMID 7 n. 1177 0 1 0 mNm nae TetalSSM1D 36 264,683 264683'.- Total Special Revenue Levies c, 10062,823 9 917 163'. 3334 Amt ver. Debt Service Levy 76.10(6) 40 12,496,232 4a 12,312,386'.. - 70 3.92940 3607 067500 Capital Projects (Capital Improv. Reserve) 41 41 D ". L n C Total Property Taxes (27+39+40+41) 42 52,813,221 42 52,033 986 "-.''.' rz 16.65519 COUNTY AUDITOR - 1 certify the budget is in compliance with ALL the following: Budgets that DO NOT meet ALL the criteria 'oe cv, are 'rot std:_terilv zowfe ant & must be -esu--red to the city for correction. I) It,np,nncIndNodca oIFobn,Heanng6,dyat Estimate f9omi 63t.1)ves tonally pnnllvhea, or 1'0033 it avplleame.2703 noWated. bled prvef wax evmenaed. 21 F3,eQLnean, nmmen vmm pnbnehct or poeted rut I— tan 1Ddarid normrrefnnn2odnyn, onorbmedmgemea:mg Ll Adop@a p du =rad,Inoo-1eea 1'u blkned or µosteo aionag, 41 Aooplade,viontreo do not a xeved polliSh,d orpoAaa amounts in sect, of the nine programa voi, r.,final. 5) Thn1-i file upmaaemo Me 316100 Nnamatohed the paper oopr o ri 1y the oltyW M6on,e 653 l" n"" -"l Forn 931 � ]oVetlmenr IX ldaoegencrY NOTICE OF PUBLIC HEARING BUDGET ESTIMATE FISCAL YEAR BEGINNING JULY 1, 2015 - ENDING JUNE 30, 2016 City of iowa City ,Iowa The City Council will conduct a public hearing on the proposed Budget at 410 E Washington St City Hall on 3/9/2015 at 7.00pm (Date) v,uxx/xx pour) The Budget Estimate Summary of proposed receipts and expenditures Is shown below - Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor, City Clerk, and at the Library. The estimated Total tax levy rate per $1000 valuation on regular property ....... $ 16,65519 The estimated tax levy rate per $1000 valuation on Agricultural land is ........ _ $ 3.00375 At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part of the proposed budget. (319) 356-5041 Marian K. Karr phone number city elecdroFcu's RxMe 654 Budget FY 2016 Re -estimated FY 2015 Actual FY 2014 (a) (b) c) Revenues 8 Other Financing Sources Taxes Levied on Property 1 52,033,936 51,608,730 50.046,476 Less'. Uncollected Property Taxes -Lely Year 2 0 0 0 Net current Property Taxes 3 52,033,986 51,608,730 50,046,476 Delinquent Property Taxes 4 0 0 5,101 TIF Revenues 5 1.020,126 652,624 434,671 Other City Taxes 6 2,186,289 2.594,500 3.309.480 Licenses & Permits 7 1, 515.312 1,580 852 1,667,327 use of Money and Property 8 1,935,478 2,402,663 2,018,085 Inte,governmental 9 30.466252 45,017.425 43,295,775 Charges for Fees & Service 10 43.444,413 42 4,22,236 42,514,744 Special Assessments 11 979 0 0 Miscellaneous 12 2,845.586 3.619,456 6,273,347 Other Financing Sources 13 13,876.218 13,733,819 22-816,814 Transfers In 14 52,631247 45,748.712 43,016,079 Total Revenues and Other Sources 15 202,555,886 209.381.017 215,397,899 Expenditures & Other Financing Uses Frolic Safety 16 22663141 23,013.243 21555,265 Public works 17 7,815,170 7,424,280 6,349,112 Health and Social Services 18 283,833 303.841 264.333 Culture ano Recreation 19 13,332,011 13.531,479 12.664,856 Communlry and Economic Development 20 6,486,418 13.970,140 10,978,652 General Government 21 8,834.822 8,149,602 7,039,143 Debt Service 22 13, 207.838 17, 315, 399 13,160,156 Capital Projects 23 36,301,340 41 516,396 17,103,180 Total Government Activities Expenditures 24 108,929,573 125.224,380 89,114,697 Business Type/ Enterprises 25 49,057,825 71807,946 65.443.454 Total ALL Expenditures 26 157,987.398 197,032 3261 154,558,151 Transfers out 27 52.631,247 45,748.712 43,016,079 Total ALL Expenditures!Transfers Out 28 210,618,645 242781,033 197,574,230 Excess Revenues & Other Sources Over (Under) Expenditures/Transfers Out 29 -8,062 759 -33400,021 17 823.669 Beginning Fund Balance July IF 30 136,906,790 170,306,817 152.483,148 Ending Fund Balance June 30 31 128,844,037 136,806.196 170,306.817 654 5 V1 4 N <p Mmlo Q r o a g m m o l6 Y � N ui W IL a vJ u) �, UiPi N M V N .. µµ{{ M M G c q O qr ON O OI O I[1 rn Q I MRSl7 o N :'n tOD N I R V U -.'C L: •- o M q .. a v; � M C W vJ u) r now v O a G - N N aC w � 7 f➢ O (D O G) '. rn ul O O r O :. 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C ¢ :¢J'i� n, 1311 C ! m MSO N mm d MYW NIM � I;N ry O � W x £ i s� ulN I , 1 � d V uJ Io ry tll Wpp11 d' Oi R O I r mv N 6l cla O •` 4 N% N LL @ N Y ICI m V N� u C. (8: P I N 41 a' aIm £ cl c m; [il� vl� '� ti dn%D � 9 LL m do 7 c -K 3 m i0 N CC N I N C C Qi G %nI'E ` µ % ❑I�Q Q�W � fO KI(L' W mim' 6]I a' WIIL 659 IE / _ (\$f - »:\\ - \ - ------ }- , )/\\\ { \\\\)\/\/\ . --:::- � _ Prepared by: Dennis Bockenstedt, Finance Director, 410 E Washington St., Iowa City, IA 52240, 319-356-5053 RESOLUTION NO. 15-77 RESOLUTION ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR ENDING JUNE 30, 2016. WHEREAS, a public hearing on the proposed budget for the fiscal year ending June 30, 2016 was held on March 9, 2015, at a regularly scheduled City Council meeting and public comments were received. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA, THAT: The annual budget for the fiscal year ending June 30, 2016, as set forth in the Adoption of Budget and Certification of Taxes and on the Adopted Budget Summary, together with the detailed budget in support thereof showing revenue estimates, appropriation expenditures, and program allocations for said fiscal year should be and hereby is adopted. 2. The City Clerk is hereby directed to make the filings required by law, and to set up the books in accordance with the summary and details, as adopted. Passed and approved this 9th day of March , 2015. ATTEST: CIT MAYOR pjlroved by l City Attorney's Office It was moved by Dobyns and seconded by Dickens the Resolution be adopted, and upon roll call there were: AYES: hnadmkes'ann1bgt-2016.doc NAYS: ABSENT: :i.Yi Botchway Dickens Dobyns Hayek Mims Payne Throgmorton Prepared by, Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240, 319-356-5053 RESOLUTION NO. 15-78 RESOLUTION APPROVING THE THREE YEAR FINANCIAL PLAN FOR THE CITY OF IOWA CITY, IOWA, AND THE FIVE YEAR CAPITAL IMPROVEMENTS PROGRAM. WHEREAS, the City Council of the City of Iowa City deems it in the public interest and in the interest of good and efficient government for the City of Iowa City, Iowa, to adopt a three-year Financial Plan for operations and a multi-year Capital Improvements Program budget; and WHEREAS, the three-year Financial Plan and multi-year Capital Improvements Program are subject to annual review and revisions, and WHEREAS, a public hearing was held on March 9, 2015, at a regularly scheduled City Council meeting and public comments were received. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF IOWA CITY, IOWA, THAT: The City Council of the City of Iowa City does hereby adopt the three-year Financial Plan for the Fiscal Years 2015 through 2017 and the multi-year Capital Improvements Program through Fiscal Year 2019. 2. This Resolution is an expression of the Council's legislative intent for planning future operation and capital improvements for the City of Iowa City, Iowa, and the anticipated means of financing said plan, subject to applicable laws. Passed and approved this 9th day of march 2015. ATTEST:_7/J.i�r,.7 CITY CLERK rinadmves\finpian-2orsdoc ��CScC n MAYOR AM Approve by City Attorney's Office ResolEatfon NO. ?a -e 2 15-78 It was moved by Mims and seconded by Resolution be adopted, and upon roll call there were: Dickens the AYES: NAYS: ABSENT: x Botchway x Dickens x Dobyns x Hayek x Mims x Payne x Throgmorton AM GLOSSARY Agency Funds: One of four types of fiduciary funds. Agency funds are used to report resources held by the reporting government in a purely custodial capacity (assets = liabilities). Agency funds typically involve only the receipt, temporary investment, and remittance of fiduciary resources to individuals, private organizations, or other governments. Assessed Valuation: The estimated value placed upon real and personal property by the City Assessors as the basis for levying property taxes. Assigned Fund Balance: The portion of the net position of a governmental fund that represents resources set aside by the government for a particular purpose. Bonded Debt: A written promise to pay a specified sum of money at a future date along with periodic interest. Proceeds from bonds are typically used for long-term debt to pay for construction of capital projects. Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating company. The rating is based on the City's financial condition and has an impact on the bond bids and interest rates the City will pay on the bonds over their lifetime. Budget: A financial plan for a specific time period that estimates the expenditures and the means of financing those expenditures which are associated with all services and functions performed by the City. Business Type Activities: One of two classes of activities reported in the government - wide financial statements. Business -type activities are finance in whole or in part by fees charged to external parties for goods or services. These activities are usually reported as enterprise funds. Capital Improvements Program (CIP): A management tool used to assist in the scheduling, planning, and execution of a series of capital improvements over a five- year period. The CIP is updated annually. It sets forth the estimated expenditures by year and specifies the resources estimated to be available to finance the project expenditures. Capital Improvements Projects: The specific projects that make up the Capital Improvements Program. The projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building improvements, and vehicles, that are funded from the operating budget. Since long-term financing is not necessary and expenditures of this type are of such recurring character, these items are not part of the Capital Improvements Program. Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased. Or, a basis of accounting in which transactions are recorded when cash is expended or received for goods and services which are sold. :i:L! Committed Fund Balance: Self-imposed limitation imposed at highest level of decision making that requires formal action at the same level to remove. Commodities: Items or supplies needed for routine maintenance and operations. They include cleaning, maintenance and office supplies, repair materials, minor equipment, and tools. Contingency: Funds set aside, but not appropriated or approved for use. These funds could be used for unanticipated expenditure requirements, new programs, or to absorb unexpected revenue losses. Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals, which are purchased from private contractors. Debt Limit: Debt incurred as a general obligation of the 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. Debt Service: Payment of principal and interest to holders of the City debt instruments. Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be used to describe a situation where expenditures exceed revenues. Department: A major organizational unit in the City comprised of related work activities aimed at accomplishing a major service or regulatory program. Division: An organizational subdivision of a department. Employee Benefits: Contributions made by the City to designated funds to meet commitments or obligations for employee fringe benefits. Included are the City's share of costs for Social Security, Iowa Retirement System, and the other pension, medical, and life insurance plans. Enterprise Fund: Separate financial entity used for government operations that are financed mainly from user fees — see Business -Type Activities. Equity Transfers: Non-recurring or non -routine transfers of equity between funds. Expenditures: The cost of goods received and services rendered. Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. The fiduciary fund category includes pension (and other employee benefit) trust funds, investment trust funds, private -purpose trust funds, and agency funds. Fiscal Year: A 12 -month time period to which the annual operating budget applies. In Iowa, the fiscal year begins July 1 and ends the following June 30. Full-time Equivalent (FTE) Positions: A part-time position converted to the decimal equivalent position based on total hours per year. Full-time positions charged to more than one program are shown as an appropriate fraction in each program. :ii.7 Fund: An independent fiscal and accounting entity with a self -balancing set of accounts recording cash, which are segregated for the purpose of carrying on specific activities or attaining certain objectives. Fund Balance: The difference between assets and liabilities balances in a fund, which is the accumulation of revenues minus expenditures overtime. General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful purpose. General Obligation Bonds: When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation (G.O.) bonds. Governmental Activities: Activities generally financed through taxes, intergovernmental revenues, and other nonexchange revenues. These activities are usually reported in governmental funds and internal services funds. Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the State and Federal governments. Grants are usually made for specified purposes. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, on a cost reimbursement basis. Interfund Loan: Loans between funds. IPERS: Iowa Public Employees' Retirement System (IPERS). Established by the Iowa Legislature in 1953 to provide a secure defined benefit retirement plan for Iowa's public employees. IPERS covers all municipal employees, with the exception of sworn police officers and fire fighters. Levy Rate: The property tax rate stated in terms of dollars and cents for every thousand dollars of assessed property value. Market Value: The estimated value of real and personal property based upon the current price at which both buyers and sellers are willing to do business. MFPRSI: The Municipal Fire & Police Retirement System of Iowa (MFPRSI) is a defined benefit public retirement system for public safety staff. The System was created by act of the 1990 Iowa Legislature, with formal operations beginning on January 1, 1992. MFPRSI is administered under the direction of a Board of Trustees, with representatives from the membership, participating cities, citizens of Iowa and the Iowa General Assembly under Iowa Code Chapter 411. Moody's Investors Service: An independent bond rating agency that provides bond rating services for the City's bond issues. The City's current bond rating is Aaa. Non -Program: Program costs that do not relate to any one department, but represent costs of a general City-wide nature. Nonspendable Fund Balance: Portion of net resources that cannot be spent because of their form or because they must be maintained intact. Operating Transfer: Routine and/or recurring transfers of assets between funds. Ordinance: A formal legislative enactment by the City Council, which implements or amends local law. Any budgetary change which affects total appropriations, levies, use of reserved appropriations, personnel authorizations, or duties and powers of appointed officials requires the adoption of an ordinance. Personnel Services: Services rendered by full-time and part-time employees to support the functions of City departments. Costs include salaries, fringes and other related benefits. Program: A distinct function of city government which provides services to the public or other city departments. Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific use. A reserve may be established formally by ordinance or resolution or informally by administrative action. Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and regulations of other governments or laws through constitutional provisions or enabling legislation. Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, 'revenue" refers to all government income, regardless of source, to fund services. Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and credit of the city is not pledged. Services and Charges: A category of expenditures used for the purchase of services provided by individuals, businesses or agencies who are not in the direct employ of the city. Special Assessment: A tax levied against a property owner to offset all or part of the cost of public capital improvements which are deemed to benefit that particular property. Special assessments are commonly used to finance improvement projects such as street construction, sidewalk construction, or installation of sewer lines. Special assessments are levied in addition to regular property taxes. Subsidy: Financial aid given to a governmental unit by another governmental unit. For example, in Iowa City, the General Fund subsidizes the Airport with property tax monies. Tax Incremental Financing District (T.I.F.): A geographical area designated for public end private development. Public improvements are funded by debt which is repaid through segregating the increased property taxes resulting from private development. Tax Levy: The total amount of property taxes imposed by a government. AIM Tort Liability: A tort is a wrong against an individual or property that is neither a crime nor a violation of a contract. The City could be found liable or responsible by a court when a tort occurs on City property, as a result of the actions of a City employee, or the function of a City operated activity. The City levies a special taxto purchase tort liability insurance and to cover the cost of tort damages for which the City is found responsible. Transfers: Financial transactions that occur between City funds. Trust and Agency: Funds used to account for monies held by the City in a trustee, custodial or agent capacity for the Citys pension and retirement funds and for other entities such as other governmental units. The budget includes the Johnson County Council of Governments (JCCOG) which is a joint endeavor among city governments within Johnson County and the county government. Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in excess of nonspendable, restricted, committed and assigned fund balance. :ii7