HomeMy WebLinkAboutFY2013 Adopted Budget and FY2013-FY2015 Financial PlanFY2013 BUDGET &
FY2013-2015 FINANCIAL PLAN
for the
City of Iowa City
Terry Trueblood Recreation Area
City of Iowa City
Adopted Budget for the
Fiscal Year Ending June 30, 2013 &
FY2012 - 2016 Capital Improvements Program (CIP)
Council:
ASSISTANT TO THE
CITY MANAGER CITY MANAGER FINANCE DIRECTOR
Tom Markus Geoff Fruin Kevin O’Malley
MANAGEMENT BUDGET BUDGET
ANALYST ANALYST ANALYST
Leigh Lewis Simon Andrew Deb Mansfi eld
FINANCE ADMIN ASSISTANT TO
SECRETARY THE CITY MANAGER
Cyndi Ambrose Adam Bentley
Terry Dickens
AT-LARGE
Michelle Payne
AT-LARGE
JIM THROGMORTON
DISTRICT C
Susan Mims,
Mayor Pro Tem
AT-LARGE
Matt Hayek,
Mayor
AT-LARGE
Rick Dobyns
DISTRICT A
Connie Champion
DISTRICT B
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 Management Analyst,
Finance Administrative Secretary, Document Services Center and Information
Technology Services.
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.
CITY OF IOWA CITY
Adopted Budget for the
Fiscal Year Ending June 30, 2013
and the
FY2013 – 2015 Financial Plan
TABLE OF CONTENTS PAGE
City Manager’s Letter ........................................................................................................................ 1
All Funds Summaries ......................................................................................................................... 14
Organizational Chart ......................................................................................................................... 22
Strategic Plan
Strategic Plan .............................................................................................................................. 23
Introduction to Financial Plan
Financial & Fiscal Policies ........................................................................................................... 53
Preparation of the Financial Plan:
Basis of Accounting .............................................................................................................. 63
Schedule ............................................................................................................................... 64
Process to Amend ................................................................................................................. 65
Budgetary Fund Structure .................................................................................................... 68
Fund Balance ....................................................................................................................... 69
Personnel Listing by Department / Full-Time Equivalents Comparison ...................................... 72
Reconciliation of Personnel Changes .......................................................................................... 74
General Fund Summary
General Fund Revenue ............................................................................................................... 77
General Fund Expenditures ......................................................................................................... 82
General Fund Year-end Fund Balance ........................................................................................ 84
General Fund Financial Summaries ............................................................................................ 86
Public Safety
Police Department:
Summary ............................................................................................................................... 91
Administration ....................................................................................................................... 95
Patrol ..................................................................................................................................... 98
Criminal Investigation ............................................................................................................ 100
Records ................................................................................................................................. 102
ICPD Forfeitures ................................................................................................................... 103
Crossing Guards ................................................................................................................... 104
Crime Prevention .................................................................................................................. 105
TIPS ...................................................................................................................................... 106
Contracted Services .............................................................................................................. 106
Station Master ....................................................................................................................... 107
Grants… ................................................................................................................................ 108
Animal Care & Adoption .............................................................................................................. 110
Deer Control ................................................................................................................................ 113
Fire Department
Summary ............................................................................................................................... 114
Fire Station Four Operations ................................................................................................. 120
Equipment Replacement Reserve ........................................................................................ 120
Housing & Inspection Services:
Summary ............................................................................................................................... 121
Administration ....................................................................................................................... 124
Housing Inspection................................................................................................................ 126
Building Inspection ................................................................................................................ 129
Public Works
Summary ..................................................................................................................................... 133
Public Works Administration........................................................................................................ 136
Engineering.................................................................................................................................. 138
Culture and Recreation
Library:
Summary ............................................................................................................................... 141
Operations............................................................................................................................. 145
Replacement Reserves………………………………………………………………………... .... 146
Miscellaneous Other Funds .................................................................................................. 147
Parks & Recreation:
Summary .............................................................................................................................. 148
Administration ...................................................................................................................... 150
Parks .................................................................................................................................... 151
Recreation ............................................................................................................................ 154
Forestry ................................................................................................................................ 160
CBD Maintenance ................................................................................................................ 162
Cemetery .............................................................................................................................. 164
Government Buildings .......................................................................................................... 166
Senior Center .............................................................................................................................. 168
Senior Center Gift Fund ........................................................................................................ 174
New Horizons Band .............................................................................................................. 174
Community and Economic Development
Planning and Community Development:
Summary ............................................................................................................................... 175
PCD Administration ............................................................................................................... 178
Urban Planning & Historic Preservation ................................................................................ 180
Neighborhood Services ......................................................................................................... 182
Public Art ............................................................................................................................... 184
Community Development Non-Grant Activity........................................................................ 186
Human Services Planning ..................................................................................................... 188
Aid to Agencies ..................................................................................................................... 189
Economic Development ........................................................................................................ 191
Downtown Incubator Feasibility Study ................................................................................. 194
Downtown Donation Stations ................................................................................................ 194
General Government
City Council .................................................................................................................................. 195
City Manager ............................................................................................................................... 197
City Clerk ..................................................................................................................................... 200
Human Resources ....................................................................................................................... 203
City Attorney ................................................................................................................................ 205
Human Rights .............................................................................................................................. 207
Finance Department:
Summary ............................................................................................................................... 210
Finance Administration ......................................................................................................... 212
Non-Operational Administration ............................................................................................ 214
Community Event & Program Funding ................................................................................. 215
Accounting & Reporting ........................................................................................................ 217
Purchasing ............................................................................................................................ 219
Revenue ................................................................................................................................ 221
Document Services ............................................................................................................... 223
Risk Management – Tort Liability .......................................................................................... 225
Special Revenue Funds
Community Development Block Grant (CDBG) – Metro Entitlement .......................................... 227
H.O.M.E. Program ....................................................................................................................... 229
Road Use Tax Fund (RUT) ........................................................................................................ 231
Energy Efficiency & Conservation Grant ..................................................................................... 234
UniverCity Neighborhood Partnerships ....................................................................................... 236
Flood Recovery & Mitigation Grants ............................................................................................ 238
Employee Benefits ....................................................................................................................... 241
Tax Increment Financing (TIF) Districts ...................................................................................... 243
Metropolitan Planning Organization of Johnson County (MPOJC):
Summary ............................................................................................................................... 248
Administration ....................................................................................................................... 251
Transportation Planning ........................................................................................................ 252
Rural Community Assistance (ECICOG) ............................................................................. 252
General Rehabilitation & Improvement Program (GRIP) ............................................................ 253
Peninsula Apartments ................................................................................................................. 255
Debt Service
Debt Service ................................................................................................................................ 257
Business Type Activities
Transportation Services:
Parking Operations ............................................................................................................... 263
Parking Debt Service ........................................................................................................... 268
Transit Operations ................................................................................................................ 269
Wastewater Treatment:
Wastewater Treatment Operations ....................................................................................... 274
Wastewater Treatment Debt Service .................................................................................... 279
Water:
Water Operations .................................................................................................................. 280
Water Debt Service ............................................................................................................... 283
Refuse Collection Operations ...................................................................................................... 284
Landfill ........................................................................................................................................ 288
Airport Operations ....................................................................................................................... 294
Storm Water Management .......................................................................................................... 297
Broadband Telecommunications ................................................................................................. 300
Housing Authority ........................................................................................................................ 303
Internal Service Funds
Equipment:
Fund Summary ..................................................................................................................... 307
General Fleet Maintenance ................................................................................................... 309
Equipment Replacement Reserve ........................................................................................ 310
Information Technology Services (ITS):
Fund Summary ..................................................................................................................... 311
Risk Management Loss Reserves ............................................................................................... 315
Central Services .......................................................................................................................... 317
Health Insurance Reserve ........................................................................................................... 319
Dental Insurance Reserve ........................................................................................................... 320
Appendix A
Performance Measures
Introduction ........................................................................................................................... A-1
Police .................................................................................................................................... A-2
Fire……… ............................................................................................................................. A-11
Housing & Inspection Services ............................................................................................. A-19
Library ................................................................................................................................... A-27
Senior Center ........................................................................................................................ A-37
Transportation Services ........................................................................................................ A-41
Airport .................................................................................................................................... A-50
Appendix B
State Forms ................................................................................................................................. B-1
City Council Budget Resolutions ................................................................................................. B-10
Transfers-In ................................................................................................................................. B-13
Transfers-Out .............................................................................................................................. B-16
Property Taxes:
Taxable Valuations by Class ................................................................................................. B-19
Overlapping Tax Levies for the Iowa City Area ..................................................................... B-20
Tax Rate Comparison ........................................................................................................... B-21
FY2012 Revenue Comparisons:
Utility Rates ........................................................................................................................... B-25
Summary of Revenue Bond Indebtedness .................................................................................. B-26
Glossary....................................................................................................................................... B-27
Index by Division .......................................................................................................................... B-31
Capital Improvement Program (CIP)
FY2012– 2016 Program Summary .............................................................................................. C-1
Project Summary by Name ......................................................................................................... C-2
Projects by Funding Source – Receipt Detail ............................................................................... C-36
Strategic Plan June 2012 Status Report ...................................................................................... C-44
Recurring Projects ....................................................................................................................... C-50
Unfunded Projects FY2017 and Beyond ...................................................................................... C-51
June, 2012
To the Honorable Mayor and City Council Members:
With this letter, I am transmitting the City of Iowa City adopted budget for fiscal year
2012-2013. Although an annual budget is required to be adopted by Iowa State Code,
the three-year financial plan (2013-2015) and five-year capital improvement program
(2012-2016) are included for planning purposes. A financial plan is one of the most
important documents that a City prepares because it identifies the services to be
provided and how those services are to be financed.
You will note that the budget document is considerably different in format from prior
years. With a strategic plan in place, we are in the process of adding performance
measurement, goals and objectives to the budgetary units. We are hopeful that these
changes will provide the reader with an improved understanding of municipal operations
and how budgetary decisions relate to city council’s established priorities.
PRIORITIES & ISSUES
Over the course of the past year, we undertook a strategic planning effort which
identified the city’s main goals for the foreseeable future. The following issue areas
were identified as priorities:
Economic and community development
Development of the downtown and near downtown areas
Neighborhood stabilization
A strong and sustainable financial foundation
Coordinated communication and customer service orientation
It is our intent to support these initiatives through budget appropriations, departmental
operations, and employee direction so that the organization as a whole is moving in the
same direction.
There were two uncertainties which influenced the preparation of this budget: 1)
uncertainties in the national economy and their potential impact on municipal
operations; and 2) proposals by both the governor and state legislature for revisions to
commercial property tax law. Fortunately, economic conditions have remained stable
enough that further adjustment to the proposed budget were not necessary, and the
2012 legislative session closed without passing a property tax reform bill.
We are seeing lower growth in property tax valuations when compared with prior years.
Revaluation occurs biennially and the FY2013 budget is based on a revaluation year
(2011) in which total property valuation growth was approximately two percent (2%).
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In addition to this, a recent judgment by the Iowa Supreme Court has generated a
number of appeals with county assessors across the state for reclassification of multi-
unit structures from commercial to residential. Residential properties are subject to an
assessment limitation order in the state of Iowa which established taxable value at
50.75% of assessed value in FY2013, versus the 100% taxable value used for
commercial properties. Since the final ruling in 2011, a number of commercial property
owners in Iowa City have formed cooperative housing units in order to qualify for
reclassification as residential property. This trend is expected to continue in future
years.
The combined effect of slower growth in valuations and the loss of taxable value due to
cooperative housing conversions has limited growth in property tax revenue. This will
require continued review of city operations, service delivery, and alternative revenue
sources.
BUDGET GOALS
My goals in developing this year’s budget were to:
Reduce costs where possible, while continuing to provide high quality services
Identify and eliminate redundancies that may exist within the organization
Examine existing and potential new revenue sources
Promote and plan for economic development and redevelopment throughout the
City to ensure strong property values
Determine appropriate staffing levels
Provide for necessary improvements to existing infrastructure and prioritize
capital projects
Uphold fiscal integrity and maintain adequate cash reserves
FINANCIAL PLAN OVERVIEW
Iowa City’s taxable valuation increased 4.6% for FY2013 due to the State of Iowa
increasing the rollback limitation. The assessment limitation order (rollback) worked in
our favor this year due to a significant increase in agricultural land valuations across the
state. We do not expect this trend to continue. Projections for the second and third
years (FY2014-2015) are based on building permits and remain flat at two percent (2%).
With the estimated taxable valuations, Iowa City is proposing a decrease in the overall
tax rate, down (3.21%) from FY2012.
The following graphs depict taxable valuations, tax revenue, tax levies, and the percent
of change from previous year.
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The City's property tax asking for FY2012 and FY2013 are as follows:
+
The following chart demonstrates the combined effect that the assessment limitation
order (rollback) and decreased levy rate will have on residential properties in Iowa City
between FY2012 and FY2013.
Dollars
Tax Rate
per $1,000 Dollars
Tax Rate
per $1,000
General Fund Tax Levies:
General 22,460,112$ 8.100 23,486,337$ 8.100
Transit 2,634,211$ 0.950 2,754,570$ 0.950
Tort Liability 961,321$ 0.347 907,298$ 0.313
Library 748,670$ 0.270 782,878$ 0.270
Subtotal:26,804,314$ 9.667 27,931,083$ 9.633
Special Revenue Levies:
Emergency -$ - -$ -
Employee Benefits 9,776,526$ 3.526 9,257,850$ 3.193
Subtotal:9,776,526$ 3.526 9,257,850$ 3.193
Debt Service 13,009,149$ 4.649 12,934,350$ 4.443
Total City Levy Property
Taxes:49,589,988$ 17.842 50,123,283$ 17.269
% C hange f rom
prior year:3.78% 0.48% 1.08% -3.21%
FY2012 Certified FY2013 Adopted
LEVIES
FY2013
$876
FY2012
$866
FY2012 FY2013
Assessed Valuation $100,000 $ 100,000
Taxable Valuation $ 48,530 $ 50,752
City Levy $ 17.842 $ 17.269
Property Taxes $ 866 $ 876
Estimated Property Tax on
$100,000 Residential Valuation
(Iowa City portion)
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Revenue projections for the Special Revenue Funds are based on authorized grants
and funding from other entities. User fee estimates for business-type activities are
based on FY2011 actuals and assume one percent (1%) growth, annually.
EXPENDITURE TRENDS & PROJECTIONS
Personnel costs are projected to decrease in FY2013 as we return to 26 pay
days, versus the 27 pay days in FY2012 (estimated at $1.1 million). Staff
reductions by attrition were not amended for in FY2012 but are reflected in
projections for FY2013. The cost of employee benefits is increasing at a greater
pace than wages due to legislated increases in retirement contributions.
Wages and benefits for most employees are determined by collective bargaining
agreements. A three-year agreement with the Fire union will expire June 30,
2013; AFSCME and Police unions have three-year contracts in place for July 1,
2012 through June 30, 2015. Following is a summary of the cost of living
adjustments (COLAs) negotiated by each of the unions:
Cost of living adjustments for administrative, confidential, and supervisory
employees have been approved at the same rate as union employees for
FY2013.
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Budget Budget Projected Projected
Salary & Wages 36,220,743$ 39,788,112$ 39,002,909$ 39,992,307$ 41,057,695$
Group Insurance 7,130,293 7,404,731 7,101,120 7,291,358 7,489,837
FICA 2,140,466 2,336,648 2,287,260 2,339,269 2,397,626
Retirement Contributions 3,465,304 4,676,438 4,974,345 5,581,353 6,030,922
Other Employee Benefits 110,096 102,316 107,140 107,140 107,140
Total Employee Benefits 12,846,159 14,520,133 14,469,865 15,319,120 16,025,525
Total Personnel Costs 49,066,902$ 54,308,245$ 53,472,774$ 55,311,427$ 57,083,220$
Benefits as a % of
Personnel Costs 26% 27% 27% 28% 28%
Cost of Living Adjustments (COLAs)FY2015
Union Agreement
June 24,
2012
Dec 23,
2012
July 7,
2013
Jan. 5,
2014
July 6,
2014
AFSCME 1.4% 1.5% 1.3% 1.3% 2.2%
Police (PLR)1.4% 1.5* 1.3% 1.25* 2.2%
Fire (ICAPFF / IAFF / AFL-CIO) 1.4% 1.5% N/A N/A N/A
*Formula for 12/23/12 and 01/05/14 increases varies for PLR members, applying to Step 6 employees only.
FY2014FY2013
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Health insurance premiums and administrative costs are projected to increase
one percent (1%) in FY2013 due to a lower-than-average claims experience in
recent years and increased employee contributions in fiscal years 2013 – 2015.
An increase in employee contributions was negotiated in the AFSCME and
Police union agreements as shown in the following table:
Three percent (3%) premium increases are projected for health insurance in
FY2014 and FY2015.
Retirement Contributions - IPERS: The Iowa Public Employees’ Retirement
System (IPERS) maintains a 60/40 split between employer and employee plan
contributions, the employer share is set to increase from 8.07% in FY2012 to
8.67% in FY2013. Legislation passed in 2010 does allow IPERS to adjust the
combined contribution rate by up to one percent (1.0%) annually as of July 1,
2012.
IPERS covers all municipal employees, with the exception of sworn police
officers and fire fighters.
Health Insurance Plan:FY2011 FY2012 FY2013 FY2014 FY2015
Single Deductible 200$ 350$ 350$ 350$ 500$
Family Deductible 200 350 425 450 700
Single Co-Pay 600 / 650 800 825 840 900
Family Co-Pay 600 / 650 800 950 1,100 1,450
Single Contribution/Month 20 40 40 40 40
Family Contribution/Month 60 60 70 75 80
Note: The Unions bargained for different amounts in FY2011.
IPERS Retirement Contributions
FY2011
Actual
FY2012
Budget
FY2013
Budget
FY2014
Projected
FY2015
Projected
Employer Contribution:6.95% 8.07% 8.67% 8.67% 8.67%
Employee Contribution:4.50% 5.38% 5.78% 5.78% 5.78%
Total Annual Rate:11.45% 13.45% 14.45% 14.45% 14.45%
All Budgetary Funds:
(in millions)1.76$ 2.34$ 2.47$ 2.53$ 2.60$
% Increase in dollars:5.4% 33.0% 5.6% 2.3% 2.6%
% Increase in employer rate: 4.5% 16.1% 7.4% 0.0% 0.0%
% Increase in employee rate: 4.7% 19.6% 7.4% 0.0% 0.0%
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Retirement Contributions - MFPRSI: The Municipal Fire & Police Retirement
System of Iowa (MFPRSI) Board of Trustees sets annual contribution rates for
cities and employees based on independent actuarial opinion. The rate for
FY2013 has been approved at 26.12%, and is expected to increase to 30.90% by
FY2014 and 33.80% by FY2015. The employee contribution is currently fixed at
9.40%. As a result of significant increases in recent years and an unbalanced
contribution formula, the Iowa League of Cities is advocating for legislative
changes to the System.
Services and Supplies: We continue to utilize zero-base budgeting for all
professional services, training and education. All other expenditure projections
for services and supplies are based on FY2011 actuals.
A considerable increase in vehicle fuel prices occurred gradually over the course
of FY2011 and on into early FY2012. For this reason, gasoline and diesel fuel
costs are projected at eleven and twelve percent (11%, 12%), respectively for
FY2012 and FY2013, and two percent (2%) in FY2014 and FY2015.
MFPRSI - Public Safety Retirement Contribution
Annual Contribution Rate (as a % of wages)
FY2011
Actual
FY2012
Budget
FY2013
Budget
FY2014
Projected
FY2015
Projected
Employer Contribution 19.90% 24.76% 28.08% 30.90% 33.80%
Employee Contribution 9.4% 9.4% 9.4% 9.4% 9.4%
Total Annual Rate:29.3% 34.2% 37.5% 40.3% 43.2%
General Fund Expense: 1,653,589$ 2,273,077$ 2,647,296$ 3,012,021$ 3 ,395,578$
% Increase in dollars:22.7% 37.5% 16.5% 13.8% 12.7%
% Increase in employer rate: 17.1% 24.4% 13.4% 10.0% 9.4%
% Increase in employee rate: 0% 0% 0% 0% 0%
FY2008 FY2009 FY2010 FY2011 FY2012*
Gasohol 27% -26% 9% 22% 19%
Diesel 38% -26% 1% 24% 18%
Annual Percentage Change (%) in
Average Weekly Rack Price
Note: Based on Friday prices.
*FY2012 data is through 08.10.11; $.22 swing from 07.08.11 to 08.10.11.
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Fuel prices also influenced our projections for goods and services due to
transportation costs. We have assumed a four percent (4%) CPI in FY2012 and
FY2013 for all supplies, as well as for services which are transportation-heavy
such as hauling, courier and postal services.
For other services (repair and maintenance, printing, databank and financial
services), we’ve assumed a two percent (2%) CPI for FY2012 and 2013, and
1.8% for FY2014-15. This includes intra-city charges for administrative services
provided to the business-type funds.
Property, casualty and liability insurance costs are projected at five percent (5%)
annually. Natural gas and electric rates are not projected to increase until
calendar year 2014, at which point we’ve allowed for a five percent (5%) rate
increase.
Capital Improvements: We utilize zero-based budgeting for capital outlay in
excess of $5,000. Capital improvements in excess of $25,000 are budgeted
within the five-year capital improvements program (CIP). Total of all capital
improvements for FY2013 is $49.6 million, with $46.0 million in the capital
improvement program (CIP). Annual repair and maintenance projects budgeted
within the CIP total $2.57 million for FY2013.
Overall, the City’s fund balance is projected to decrease by $9.6 million in FY2013 due
to redemption of $5.6 million in General Obligation Bonds, Series 2004 from tax
increment financing cash on hand; and a July 1, 2012 advance refunding of $4.9 million
Water Revenue Bonds, Series 2002 from bond proceeds received in FY2012.
FY2013 BUDGET HIGHLIGHTS
General Fund: There are no new service initiatives presented with this budget. We
are able to present a balanced General Fund budget in FY2013 through a combination
of changes made in operations and a number of external factors.
A reduction in the city property tax levy was possible due to reclassification of
Transit Operations to a business-type activity outside of General Fund.
Employer contribution rates from the MFPRSI and IPERS pension systems are
lower than previously estimated.
Health insurance premiums and administrative costs are projected to increase
one percent (1%) in FY2013 due to a lower-than-average claims experience in
recent years and increased deductibles, co-pays and employee premium
contributions in fiscal years 2013 – 2015.
Staffing levels have been reduced by (3.5) FTEs. This includes (.50) Human
Rights Investigator, (1.0) Associate Planner and (2.0) Document Services
Specialist)
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A $28.00 Electronic Plat Submission Fee will go into effect as of July 1, 2012,
with revenue assigned to Housing Inspection.
Transit Operations – Fund Reclassification & Fare Increase: Since FY2008, Court
Street Transportation Facility has generated surplus revenue for Transit Operations,
making it viable as a business-type activity. For this reason, Transit Operations will be
reclassified as a business-type activity at the start of FY2013, with existing cash
balances transferred out of General Fund. This change also eliminates funding from the
Employee Benefits Levy, which would have generated an estimated $966,000 for
Transit Operations in FY2013.1 To further assist in balancing Transit’s FY2013 budget,
there will be a restructuring of transit routes, privatization of the auto body repair
function, and a fee increase from $.75 per ride to $1.00 per ride this fiscal year. Bus
pass fees are also recommended to increase 28%. The last bus fare increase was in
1997.
Stormwater Management - Fee Increase: A 25% rate increase has been approved
for FY2013 which is projected to generate an additional $160,000 annually. This is the
second year of a proposed three-year rate increase. User fees will be increase from
$2.50/month per Equivalent Residential Unit (ERU) to $3.00/month. These rate
increases are necessary to provide funding for stormwater capital projects including
$250,000 in FY2012 for Scott Park Development and $250,000 for Lower Muscatine /
Kirkwood to First Avenue. An additional $500,000 is budgeted in FY2015 for
improvements to the system near Riverside Drive and the University of Iowa Arts
Campus.
UniverCity Neighborhood Partnerships: A proposal was submitted by staff to
continue this program on a smaller scale in FY13, utilizing a combination of City funds
($160,000 from General Fund) for renovation costs and $100,000 from the University of
Iowa for down-payment assistance, as well as a small repair program for landlords and
homeowners. Local banking institutions will continue to provide low-interest loans for
the acquisition of the properties during the renovation phase.
Staff Reductions: In an effort to streamline operations and reduce costs, department
directors and I have begun the task of reviewing city services as permanent staff
positions are vacated. This review began in early 2011. Through this process, we
identified (11.12) FTEs city-wide for elimination by attrition. An additional reduction of
(4.0) FTEs was proposed with this financial plan. Specific position changes can be
found on pages 74-75 of this document. Department directors are evaluating and
reassigning essential duties of the eliminated positions in order to maintain a level of
service acceptable to internal and external customers. It is my intent to continue this
program and monitor the effect of these decisions in the coming year.
Aaa Bond Rating: The City continues to maintain its Moody’s Investor Services’ Aaa
bond rating, which is the highest rating achievable. This rating has been accomplished
1 The employee benefits levy can only be utilized for General Fund and Road Use Tax Fund employee
benefits per Iowa Code.
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through prudent financial management, a strong local economy, and healthy financial
reserves. The General Fund’s unassigned fund balance, which is an indicator of the
City’s financial well-being, is projected at 27-30% of expenditures, in line with Council’s
cash balance financial policy. General obligation bond issues planned for FY2013 –
2015 are estimated at $10.2, $7.9 and $3.5 million, respectively.
Bond Refunding / Redemption: The municipal bond market continues to be in our
favor. Due to the unusually low interest rates, Iowa City’s financial advisor continues to
work closely with the Finance Director to identify interest savings on previously issued
bonds. Water Revenue Bonds, Series 2003, will be refunded on July 1, 2012 with an
estimated interest savings of $688,000. General Obligation Bonds, Series 2004, will be
redeemed on June 1, 2013 utilizing TIF monies.
The FY2012 - 2016 Capital Improvements Program (CIP): The five-year program
continues to reflect council-stated priorities from prior fiscal years; placing emphasis on
flood recovery and mitigation projects and economic development initiatives. Federal
and state grant revenue is budgeted at $113.3 million over the five-year period FY2012-
2016. Local Option Sales Tax revenue, approved by voter referendum for flood
recovery projects, ends in FY2014 and is expected to provide $32.4 million for the same
time period.
Significant projects planned for the immediate / near-term include (project costs are for
FY2012-2016):
Iowa City Multi-Use Parking Facility ($15.6 million): A new multi-use parking/
commercial / residential facility is proposed at the intersection of Linn and Court
Streets with construction to begin in FY2013. This project will provide an
additional 600 parking spaces, with financing to come from the Parking Fund
($4.6 million) and parking revenue bonds ($11.0 million). The
commercial/workforce residential component is expected to be built by a private
developer.
South Wastewater Plant Expansion ($49 million): This project will redirect and
consolidate North Treatment Plant operations into the South Treatment Plant.
Project estimate does not include demolition of the north facility ($5 million).
Funding sources are to include $32.6 million in federal and state grants, $13.6
million from local option sales tax revenue and $1.9 million from user fees / cash
on-hand.
Iowa City Gateway Project ($34.2 million): This project will reconstruct and
elevate 4,200 feet of Dubuque Street, Park Road Bridge and adjacent trails.
Project funding includes 20.2 million from local option sales tax, $11.5 million in
grant funding and $2.1 million from general obligation bonds.
Taft Speedway Levee Project ($11.8 million): This project will provide flood
protection the Idyllwild neighborhood and Parkview Church area, and assist in
- 11 -
maintaining access to the Peninsula neighborhood during flooding conditions by
protecting Foster Road. Funding includes $8.0 million in state disaster
assistance and $3.7 million from general obligation bonds.
Terry Trueblood Recreati on Area ($8.0 million): This is the final year for this
project’s phased development of the former S&G Materials site on South Gilbert
Street / Sand Road. Funding is to include $2.2 million from state grants, $4.6
million from general obligation bonds, $600,000 from General Fund and
$550,000 in contributions / donations.
First Avenue / Iowa Illinois Railroad Crossing Improvements ($6.6 million):
This project will construct an overpass to replace the at-grade crossing of the
IAIS Railroad at First Avenue. Funding sources include $2.4 million in federal
grants and $4.0 million from general obligation bonds.
Landfill Gas to Energy Project ($2.0 million): This is a joint project with the
University of Iowa which will utilize landfill gas for energy production at the
Oakdale Campus. Iowa City’s contribution to the project includes $2.0 million
from Landfill Operations for methane gas conditioning and compression
equipment.
Airport improvement projects total $1.65 million in FY2013, with 95% in federal
grant funding.
Dubuque / I-80 Pedestrian Bridge ($2.1 million): This pedestrian bridge
extends an existing pedestrian trail north along Dubuque Street, crossing the
interstate and providing a connection to the Butler Bridge Trailhead.
Burlington / Madison Intersecti on and Median ($1.6 million): This project will
reconstruct the intersection of Burlington and Madison to improve pedestrian and
traffic flows, including a landscaped median from the Iowa River to Madison
Street. Water and sewer mains will be replaced during the course of
construction. The project is designed to address changes related to the U of I
Recreation Center and future growth. Funding includes a $700,000 contribution
from the University of Iowa and $400,000 in state grant funding.
Animal Shelter Relocation & Replacement ($4.3 million ): While this project is
currently budgeted in FY2012, an extension request has been filed with the
Federal Emergency Management Agency (FEMA) for construction through 2015.
Federal funding is approved for a structure of equivalent size and scope as the
facility destroyed in the flood. Staff is currently working with other jurisdictions to
determine their needs and intended participation in order to size the facility
appropriately.
- 12 -
- 13 -
Financ
Revenu
Taxes
Other C
License
Use of M
Intergo v
Charges
Miscella
Transfe r
Debt Sa
Sale of A
Total R
- All F u
cial Comp
ue & Other
ity Taxes
es & Permits
Money & Pro
vernmental
s for Service
aneous
rs in
ales
Assets
Revenue &
unds:
parisons
Sources
s
operty
es
& Other So u
– All Fun
urces
nds
FY2011
Actual
48,679,
10,865,4
1,413,
1,505,
39,614,
40,653,
7,410,
46,972,
29,283,
1,194,4
227,592,
FY
Am
Bu
501 50
460 11
665 1
531 1
750 89
159 40
013 5
625 96
746 17
494 3
944 317
Y2012
ended
udget
0,440,767
1,149,084
1,223,447
1,264,679
9,253,297
0,807,916
5,889,590
6,551,554
7,267,000
3,863,330
7,710,664
FY2013
Adopted
Budget
50,914
11,031
1,440
1,535
38,627
41,066
3,771
54,738
11,000
944
215,069
3
d
t
,435
,846
,389
,026
,081
,638
,813
,103
,000
,650
,981
- 14 -
FY2011
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
% Chg
from
Prior Yr
Taxes Levied on Property 47,825,752 49,594,682 50,407,375 2%
Delinquent Property Taxes 7,688 0 0
TIF Revenues 846,061 846,085 507,060 -40%
Other City Taxes:
Utility Tax Replacement Excise Taxes 819,975 862,430 773,713
725,479 840,000 853,000
Mobile Home Taxes 69,414 66,654 65,546
Hotel/Motel Taxes 745,526 780,000 739,587
Other Local Option Taxes 8,505,066 8,600,000 8,600,000
Total - Other City Taxes 10,865,460 11,149,084 11,031,846 -1%
Licenses & Permits 1,413,665 1,223,447 1,440,389 18%
Use of Money & Property 1,505,531 1,264,679 1,535,026 21%
Intergovernmental:
Federal Grants & Reimbursements 10,214,773 50,002,802 26,091,621
Road Use Taxes 5,890,842 5,863,720 6,379,028
Other State Grants & Reimbursements 20,963,655 30,230,302 2,500,298
Local Grants & Reimbursements 2,545,480 3,156,473 3,656,134
Total - Intergovernmental 39,614,750 89,253,297 38,627,081 -57%
Charges for Services
Water Utility 8,031,705 8,501,949 8,184,531
Sewer Utility 12,758,469 12,752,498 12,758,469
Parking 4,152,945 3,803,667 3,701,583
Landfill/Garbage 8,249,946 8,233,856 8,303,889
Transit 1,751,041 1,808,110 2,135,500
Cable TV, Internet & Telephone 804,200 786,726 814,200
Housing Authority 78 0 78
Storm Water Utility 630,966 783,759 950,000
Other Fees & Charges for Service 4,273,809 4,137,351 4,218,388
Total - Charges for Services 40,653,159 40,807,916 41,066,638 1%
Miscellaneous 7,410,013 5,889,590 3,771,813 -36%
Other Financing Sources:
Regular Operating Transfers In 46,972,625 95,501,560 54,738,103
Internal TIF Loan Transfers In 0 1,049,994 0
Proceeds of Debt 29,283,746 17,267,000 11,000,000
Proceeds of Capital Asset Sales 1,194,494 3,863,330 944,650
Total - Other Financing Sources 77,450,865 117,681,884 66,682,753 -43%
Total Revenues &
Other Financing Sources:227,592,944 317,710,664 215,069,981
-32%
Utility franchise tax
City of Iowa City - All Funds
Total Revenues & Other Financing Sources
by Revenue Type
- ALL FUNDS -
- 15 -
- 16 -
- 17 -
Expend
Public S
Public W
Health &
Culture
Commu
Genera l
Debt Se
Governm
Propriet
Transfe r
Total E
Transf
ditures & T
Safety
Works
& Social Se
& Recreatio
unity & Eco n
l Governme
ervice
mental Cap
tary / Busine
rs-Out
Expenditur
fers Out - A
Transfers O
rvices
on
nomic Deve
nt
ital Projects
ess-Type Fu
res &
All Funds:
Out
$
lopment
s
unds
$
FY2011
Actual
18,703,3$
13,434,3
-
11,804,9
19,119,5
7,460,3
14,053,2
18,654,7
69,838,4
46,972,6
220,041,5$
FY
Am
B u
397 22$
330 14
-
919 12
500 24
374 8
245 28
703 80
459 91
625 96
552 380$
Y2012
ended
udget
,167,577
,178,323
-
,898,367
,882,370
,283,931
,725,872
,670,510
,866,575
,551,554
,225,079
FY2013
Adopted
Budget
21,449,8$
7,718,
290,7
12,685,4
7,217,6
7,618,6
20,226,0
25,723,6
67,003,7
54,738,
224,672,0$
3
d
t
889
182
707
436
647
655
046
659
751
103
075
- 18 -
Governmental Activities
FY2011
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
% Chg
from Prior
Year
Public Safety
Police Department/Crime Prevention 9,953,601 11,341,839 11,503,375
Fire Department 6,233,120 7,532,403 7,300,212
Building Inspections 1,544,709 1,660,827 1,645,323
Animal Control 597,548 748,358 728,699
Other Public Safety 374,419 884,150 272,280
Total - Public Safety 18,703,397 22,167,577 21,449,889 -3.2%
Public Works
Roads, Bridges, & Sidewalks 2,832,032 3,562,456 3,659,485
Street Lighting 554,733 502,280 502,636
Traffic Control and Safety 1,049,002 1,054,282 1,053,412
Snow Removal 788,961 363,854 506,487
Highway Engineering 1,124,037 1,321,826 1,281,936
Street Cleaning 322,697 12,413 86,684
Other Public Works 6,762,868 7,361,212 627,542
Total - Public Works 13,434,330 14,178,323 7,718,182 -45.6%
Health & Social Services
Other Health and Social Services - - 290,707
Total - Health & Social Services - - 290,707 N/A
Culture & Recreation
Library Services 5,567,595 5,863,980 5,822,606
Parks 2,172,243 2,430,559 2,327,128
Recreation 2,891,578 3,210,426 3,292,076
Cemetery 372,868 407,382 369,553
Other Culture and Recreation 800,635 986,020 874,073
Total - Culture & Recreation 11,804,919 12,898,367 12,685,436 -1.7%
Community & Economic Development
Community Beautification 539,256 719,391 536,273
Economic Development 538,370 1,121,935 921,678
Housing and Urban Renewal 2,062,332 1,861,456 1,453,265
Planning & Zoning 749,477 881,513 749,917
Other Com & Econ Development 15,230,065 20,298,075 3,556,514
Total - Community & Economic Development 19,119,500 24,882,370 7,217,647 -71.0%
General Government
Mayor, Council, & City Manager 604,418 792,808 658,625
Clerk, Treasurer, & Finance Adm.3,081,072 3,482,623 3,266,143
Legal Services & City Attorney 601,425 675,608 671,956
City Hall & General Buildings 479,595 515,138 511,382
Tort Liability 1,000,494 977,511 922,125
Other General Government 1,693,370 1,840,243 1,588,424
Total - General Government 7,460,374 8,283,931 7,618,655 -8.0%
City of Iowa City - All Funds
Total Expenditures & Transfers Out
By State Program Area
- ALL FUNDS -
- 19 -
Governmental Activities
FY2011
Actual
FY2012
Amended
Budget
FY2013
Adopted
Budget
% Chg
from Prior
Year
Debt Service 14,053,245 28,725,872 20,226,046 -29.6%
Gov Capital Projects 18,654,703 79,620,516 25,723,659
TIF Capital Projects - 1,049,994 -
Total - Governmental Capital Projects 18,654,703 80,670,510 25,723,659 -68.1%
Total - Governmental Activities 103,230,468 191,806,950 102,930,221 -46.3%
Water Utility 5,603,536 6,292,589 5,915,667
Sewer Utility 5,214,217 5,729,109 5,424,914
Airport 350,678 335,411 335,651
Landfill/Garbage 7,224,609 7,737,025 7,832,589
Transit 0 0 5,979,400
Cable TV, Internet & Telephone 658,492 711,708 717,476
Housing Authority 7,304,023 7,615,102 7,279,101
Storm Water Utility 715,969 736,808 731,702
Other Business Type 3,007,144 3,864,334 3,250,859
Enterprise Debt Service 25,836,902 9,231,789 9,313,719
Enterprise Capital Projects 13,922,889 49,612,700 20,222,673
Total - Business-Type Expenditures 69,838,459 91,866,575 67,003,751 -27.1%
Total - All Expenditures 173,068,927 283,673,525 169,933,972 -40.1%
Total - Transfers Out 46,972,625 96,551,554 54,738,103 -43.3%
Total Expenditures
& Transfers Out:220,041,552 380,225,079 224,672,075 -40.9%
Business-Type Activities
City of Iowa City - All Funds
Total Expenditures & Transfers Out
By State Program Area
- ALL FUNDS -
- 20 -
- 21 -
1
Library Board
City of Iowa City
Administration of the Metropolitan Planning Organization of Johnson County (MPOJC) is provided by
Planning and Community Development Staff.
Citizens
City Council
Advisory
Boards &
Commissions
Airport
Commission
Library
City
Manager
Airport City
Clerk
City
Attorney
Senior
Center
Human
Resources Finance Parks &
Recreation
Planning &
Comm.
Develop.
Public
Works
Human
Rights Police Fire Transport.
Services
Broadband
Telecom.
MPO of
Johnson
County*
Iowa City
Housing
Authority
Housing &
Inspection
Services
- 22 -
CITY OF IOWA CITY
STRATEGIC PLAN
Background & Summary of
Council Priorities from the
Action P June 2012 Progress Report
F
Y
2
0
1
3
City of Iowa City Strategic Plan
Background: During the spring of 2011, the City of Iowa City initiated a strategic
planning process that included input from various stakeholders in the community. This
included a community survey, conducted by the Thomas Group, which sought input
from the public on community priorities and services. Iowa City then contracted with the
University of Iowa’s Institute of Public Affairs (IPA) for facilitation services related to the
FY 2012-13 Strategic Plan. The strategic planning process involved multiple steps,
including gathering input from the general public, front-line city staff, department
directors and the City Council. The process was completed with two City Council work
sessions taking place on November 29th and December 5th of 2011. The strategic
planning process focused on the following areas:
Issues, Concerns, Trends and Opportunities
On-Going or Committed Projects
Significant and New Projects, Programs, Policies and Initiatives
Organizational Effectiveness
The FY 2012-13 Strategic Plan is an outline illustrating the primary areas of focus in the
current year. Numerous additional projects, initiatives and policy matters that are not
mentioned in this document will be carried out or addressed throughout the year as
appropriate. The priorities in the FY 2012-13 Strategic Plan are intended to be fluid and
may change over time as determined appropriate by the City Council.
Established Priorities: The FY 2012-13 Strategic Plan established a prevailing
organizational focus as the following:
1. Economic and Community Development
2. Development of the Downtown and Near Downtown Areas
3. Neighborhood Stabilization
4. A Strong and Sustainable Financial Foundation
5. Coordinated Communication and Customer Service Orientation
In addition to acknowledging numerous on-going or committed projects (See Capital
Improvements Program, June 2012 Status Report), the City Council identified the
following new projects and initiatives that fall within the above-mentioned focus areas:
- 23 -
Actively work with the Iowa City Community School District (ICCSD) on a joint
strategy to maintain and build upon the success of schools in established
neighborhoods while ensuring new elementary schools are planned as integral
and sustainable components of neighborhoods
(Neighborhood Stabilization)
Develop an economic development strategy for targeted commercial properties
outside of the previously noted downtown and near downtown districts
(Economic and Community Development)
Conduct a comprehensive organizational assessment focusing on
communication strategies and the organizational customer service culture
(Coordinated Communication and Customer Service Orientation)
The City Council also discussed a number of topics related to organizational
effectiveness. Many of these issues will be fully examined through the above-
mentioned organizational assessment. City Council also directed staff to undertake a
succession planning process and become more strategic and engaged in working with
state and federal government representatives.
June, 2012 Status Report: The City Manager’s office is coordinating various actions
that contribute to successful outcomes in each of the identified focus areas. The June,
2012 Status Report explains each of the following issue areas, names a primary staff
contact, defines the anticipated steps needed to achieve the desired outcomes, and
presents a timeline for completion of specifically outlined projects. The report also
includes pertinent activities or projects identified by staff that Council may wish to
consider in future budget processes. Following is a summary of priorities, specific goals
and actions, and staff progress to date. Additional sections of the June 2012 report are
incorporated throughout this budget document, where appropriate.
- 24 -
Council
Priorities Goal Defined Actions Progress to Date
Economic and
Community
Development
The City strives to
expand and diversify
the economic base
of the community,
particularly in
existing planned
commercial and
industrial areas that
have established
supporting
infrastructure.
‐ Move forward with
capital investment and
other targeted
strategies for existing
commercial locations
in the community.
‐ Work to streamline the
economic
development process.
‐ Identify policies,
programs and other
activities that can
assist economic
development efforts
community-wide.
Strategies for the identified
targeted areas have proceeded
and include such steps as land
acquisition, traffic studies and
environmental reviews
Several tangible steps have been
taken to streamline development
and businesses processes
Development of
the Downtown
and Near
Downtown
Areas
It is the City’s goal to
promote growth of
the Downtown and
Near Downtown
areas in a manner
that builds upon the
existing vibrancy of
the region, serves
persons of all ages
and backgrounds,
and compliments the
surrounding
neighborhoods and
University
community.
‐ Commence work on
planned capital
projects, including a
new parking facility,
the conversion of
Washington Street to
two-way traffic and the
Downtown
maintenance project.
‐ Facilitate private
investment through
partnerships on
strategic properties.
‐ Investigate new
programs aimed to
increase the
marketability of
existing properties and
also increase the
amount of usable
space within the
district's building
stock.
The Washington Street two-way
conversion was completed and
staff is working to prepare for the
CDB streetscape improvements.
Several investments in small
businesses have been made.
Several larger public/private
partnerships have been
announced or are being actively
discussed.
Staff is actively engaged with the
Iowa City Downtown District and
working on a number of
promising issues with that group
and the University.
FY 2012-13 Strategic Planning Status Report:
Summary of Council Priorities
- 25 -
Council
Priorities Goal Defined Actions Progress to Date
Neighborhood
Stabilization
The City aims to
invest in and deliver
core services to
neighborhoods in a
manner that
enhances overall
stability and
maintains the
intended character
while facilitating new
opportunities to
improve the quality
of life.
‐ Analyze programs,
policies and
investment decisions in
the following areas:
Land use
regulations,
Public
infrastructure and
open space,
Private building
stock,
Open stakeholder
communication,
Updated planning
documents,
Nuisance
mitigation
‐ Actively work with the
ICCSD on
collaborative efforts to
strengthen
neighborhood schools
Council adopted several zoning
code modifications and staff is
researching future changes that
will help create a healthy
diversity of housing in
neighborhoods.
Staff has implemented and is
working on various nuisance
mitigation strategies.
Investment in the private building
stock continues through
programs such as UniverCity.
Several key stakeholder groups
have been engaged and will help
shape future progress toward this
priority.
A Strong and
Sustainable
Financial
Foundation
The City aims to
create a strong and
sustainable financial
foundation that will
provide needed
stability and
flexibility while
utilizing taxpayer
dollars in the most
efficient and
responsible manner.
‐ Review and
recommend changes
to financial policies and
practices
‐ Maintain City’s AAA
Bond Rating
‐ Continue to update
and improve the
analysis within and the
readability of the
annual budget
document
‐ Earn the GFOA
Distinguished Budget
Presentation Award
New policies have been adopted,
including a new purchasing
manual. The City also had its
AAA bond rating reaffirmed.
The City Council approved
staffing changes, which allowed
for greater resources to focus on
financial analysis and the budget
document.
FY 2012-13 Strategic Planning Status Report:
Summary of Council Priorities
- 26 -
Council
Priorities Goal Defined Actions Progress to Date
Coordinated
Communication
and Customer
Service
Orientation
The City strives to
be a high-
functioning,
customer service
orientated
organization that
actively supports
and engages
stakeholders
through clear, open
and innovative
communication
methods.
Conduct a
comprehensive
organizational
assessment focusing on
internal and external
communication, as well
as overall customer
service.
Council approved a
reorganization plan that takes
effect in July of 2013. This will
result in an official
communication strategy for the
City and a greater focus on
customer service improvements
in all aspects of the organization.
Organizational
Effectiveness
The City shall
proactively look
toward the future to
ensure that services
are continually able
to be delivered at
high levels and that
relationships with
external
stakeholders are
strong and
productive.
‐ Complete a 5 year
succession plan
‐ Enhance working
relationships with State
and Federal
representatives
‐ Secure state and
federal funding for
local projects
Staff is currently developing the
five year succession plan with
completion targeted for the fall or
winter of 2012
Council has engaged the
lobbying services of Davis Brown
and is actively working with our
partners at the Metro Coalition
and Iowa League of Cities on
State legislative issues.
FY 2012-13 Strategic Planning Status Report:
Summary of Council Priorities
- 27 -
FY 2012‐13 City Council Strategic Plan
Priority: Economic and Community Development
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: The City strives to expand and diversify the economic base of the community,
particularly in existing planned commercial and industrial areas that have
established supporting infrastructure.
Action Plan:
The City Council has indicated a strong desire to promote private investment in established commercial
areas and strategic green‐field sites that have previously been targeted for new development. The areas
that will be focused on in the coming year include, but are not limited to:
Towncrest
Sycamore Mall and First Avenue
Highway 6 / Highway 1
420th Street Industrial Park
Moss Green and Northgate
Each of these areas have different needs and varied market potentials. In the coming year staff will be
focusing on specific projects in each of these locations. Additionally, staff will be looking at more
generalized strategies that could help facilitate economic development investments throughout the
community.
Towncrest
This area has been the focus of planning efforts over the last several years. In the coming year, staff will
work to facilitate redevelopment of several key properties and also begin work on a streetscape project
that will improve the function and aesthetic of the area. These initial projects are intended to serve as a
catalyst for future investment in this business corridor.
Sycamore Mall and First Avenue
With the pending departure of Von Maur, staff is actively working with the private owners of the
Sycamore Mall on a new strategy for the property. The loss of the anchor tenant presents a great
challenge, but also a unique opportunity to reinvent the commercial space. Staff has been encouraged
after some initial conversations with the property owners and will certainly work closely with the
owners in the next several months. Staff is also preparing for several significant capital projects in this
retail corridor. These street improvement projects will aim to promote better traffic flow in this often
congested region.
- 28 -
Highway 6/ Highway 1
This area remains a viable commercial corridor, in large part because of the high traffic counts. One of
the primary efforts that staff will be focusing in the coming months is a plan for the City‐owned Public
Works and Transit property. As the City transitions its municipal operations to the S. Gilbert Street
location, new prime development space will become marketable. Staff is currently working on
environmental reviews and is planning to prepare a draft RFP for the property in late 2012. The City still
has operations on the site, and as a result any development will likely need to be phased in until such
time that all operations can be relocated. During the budget preparation process for FY 2014, staff will
be looking at options to expedite the transfer of all operations to the S. Gilbert Street campus.
420th Street Industrial Park
The City has invested considerable money in infrastructure development and recently achieved a shovel
ready status designation for prospective industrial enterprises. In the coming year, the public capital
projects should be substantially completed. ICAD and City staff continues to receive inquiries about the
property. It is expected that interest will continue to grow as the economy rebounds and capital projects
are completed. As inquiries about the property increase, staff will be assisting ICAD with the necessary
evaluations.
Moss Urban Village and Northgate
The Moss Urban Village area is one with great potential due to its location off of I‐80. However, there
are significant infrastructure improvements that are necessary to accommodate the planned growth.
Staff is actively working with Pearson and the Moss Urban Village owners on potential access
arrangements that could allow for a phased development approach to this property. The Northgate
corporate park is continuing to experience build out. Staff will be working with that property owner to
assist with prospective businesses.
In addition to the more location specific actions listed above, staff will be focusing on broader polices
and projects that can influence economic development throughout the community. Examples of such
efforts will include:
Closer collaboration with ICAD, including helping launch their planned co‐working project in
Iowa City
Investigation of additional co‐working projects with private or non‐profit entities
Review of CDBG programs and policies that facilitate economic development activity
Continued analysis of zoning classifications and provisions, as well as other policies that may be
unnecessarily restricting specific development projects
Analysis of potential future capital investments that could facilitate private investment
Streamlining of the internal economic development and business operation processes within the
City
Investigating the cost/benefit of a retail analysis and recruitment consultant
Creating a healthy economic development environment through appropriate land use policies, incentive
programs, stakeholder relationships and strategic capital investments is a continuing priority for City
- 29 -
staff. Focus on these broader economic development issues will help maximize the private investment
that results from the more targeted strategies in the specific areas that Council has identified with this
goal.
Progress to Date:
In 2011 the Council adopted a new set of economic development policies that are helping to guide
decisions pertaining to public incentives. These policies are serving as a valuable standard for staff and
elected officials. Staff will continue to evaluate the effectiveness of these policies and recommend any
changes as necessary in the future. Staff is also evaluating the cost and benefits associated with a retail
recruitment consultant. Many cities contract for such services in an effort to boost regional and national
exposure of local commercial properties. This evaluation is ongoing and will be reviewed with Council at
a future date.
Towncrest
This spring witnessed the completion of the free medical clinic building façade project. This project
illustrates the type of redevelopment that can be expected in the district. Additionally, staff finalized the
acquisition of the Kerr‐McGee property on First Avenue and Muscatine. Staff intends to market this
property for redevelopment. Further discussions on a new medical office building and a streetscape
project in the district are progressing and staff is optimistic that these projects will materialize in the
coming months.
Sycamore Mall and First Avenue
Staff continues to have regular discussions with the Sycamore Mall ownership team and the new
General Manager. The mall is working on plans for physical improvements to the property and staff
expects to receive a plan in the summer of 2012. City staff members are currently planning some
landscaping improvements to the vegetation between Highway 6 and the Sycamore Mall. These
improvements will enhance the visibility and provide a more aesthetically welcoming appearance to the
property. Other areas of focus for the mall management team appear to be improvements to the
property signage, an interior common space remodel and additional special events. In June, the City
Council will be considering a CDBG small business loan for Title Boxing, which plans to locate in a vacant
space within the mall.
Staff is also coordinating four significant capital projects in the area that are expected to last two or
more constructions seasons. Those include improvements to Sycamore and Lower Muscatine roads, as
well as the grade separation project on First Avenue and the State’s repaving of Highway 6. These
projects will each have a positive impact on the traffic flows in this commercial district.
Highway 6/ Highway 1
Much of staff’s focus on this corridor has been on the publicly owned land located at the southeast
corner of Highway 6 and Riverside Drive. A phase one environmental study has been completed and a
phase two study is in‐progress. Once the extent of any environmental concerns is known, the City will
initiate remediation actions or will issue an RFP for potential development. The site still houses
municipal facilities. Staff is exploring options for expediting relocation plans for those operations. The
eventual development may likely need to be phased, depending on the timing of such relocations.
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Moss Urban Village and Northgate
Staff continues to work with the property owners of Moss Urban Village as they push forward with
developing their prime real estate. Access to the property remains the most critical issue, as the cost of
connecting Oakdale Boulevard from the west is too prohibitive at this time. As a result, the City has
partnered with the property owner on a traffic study that contemplates alternative access
arrangements. That study is being reviewed by the property owners, the City and Pearson, as the
alternatives would likely involve use of their property. Once access issues are better defined, staff
expects that development discussions will resume.
Staff continues to work with the Northgate property owners and ICAD on attracting new business to the
Northgate business park. There remains interest in the developable property and staff is optimistic that
some new projects will commence in coming year. Also in Northgate the Council recently approved use
of Midwestern Disaster Area Revenue Bonds for an Iowa City Cancer Treatment Center facility.
420th Street Industrial Park
In May of 2012, the City Council approved a bid award for the rail spur project in the industrial Park. This
project, which was funded in part by a State grant, will help increase the marketability of this property.
Also in that same month, the Council received the official shovel ready designation for this property
from the State of Iowa. This designation will help elevate the marketability of the property and will
increase its exposure to companies working with State economic development officials. Both City staff
and ICAD representatives continue to market the property and respond to inquiries from businesses and
site location consultants.
Other Location Specific Projects
The City is actively working to enhance the marketability of the Downtown and Riverfront Crossings
areas. These efforts are detailed in the Downtown strategic plan objective that follows.
Additionally, the City Council partnered with the State on an incentive package to assist with the
expansion of ALPLA, a global bottling company that has a growing operation in Iowa City. The City
should receive confirmation in the coming months as to whether ALPLA will make that investment in its
Iowa City plant.
The City recently agreed to vacate right‐of‐way to the University of Iowa. This vacation will facilitate a
parking lot development that will allow for a substantial investment in the medical campus, including a
new tower that will serve as the Children’s Hospital. This campus expansion will have a significant
economic impact on the local economy.
On a smaller scale, the City funded two small business startups through the CDBG micro‐enterprise
program. Those projects include the Trumpet Blossom Café and Molly’s Cupcakes. A third small business
loan for Title Boxing is pending Council approval. The City also used discretionary economic
development funds to seed the Busy Co‐Working startup, which is now open in downtown Iowa City.
The City is hoping that this venture will expose entrepreneurs to business resources and contacts
needed to grow their ideas in the Iowa City community.
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Other Economic Development Efforts
In addition to location specific investments, staff is working on various other initiatives aimed at
assisting economic development efforts and streamlining other processes impacting businesses in the
community. In April, the Council adopted code changes pertaining to the redevelopment of non‐
conforming properties. These changes will make it less onerous to redevelop or improve such sites in
the community. The Council also broadened sidewalk café standards and gave staff the administrative
authority to approve such uses. This will allow for a turnaround period in a matter of days as opposed to
a couple of weeks. Lastly, staff has initiated a review of the City’s commercial zoning classifications. In
conducting this review staff has invited members of the business community to the table for their
insight and input. Changes stemming from this review will be presented to Council at a later date.
In an effort to better accommodate the business community, staff has initiated a pilot program focusing
on our development intake process. One criticism of the City has been that it is too time consuming to
coordinate discussions with all the departments and that some issues or additional legislative
requirements are not identified upfront, thus leading to the expenditure of additional time and money
and delays in the project approval process. In order to mitigate these occurrences, staff is piloting a ‘one
stop shop’ approach to our intake. A cross‐departmental team is now available to meet with prospective
developers each week. During these meetings all impacted departments are available to provide initial
comments, raise red flags, and make suggestions. At these meetings, staff can also spell out the
legislative timeline and expected fees. The initial feedback on this approach has been very positive and
thus staff will continue to refine this process in the coming year.
The City Council adopted a buy local policy in April of 2012. This policy will encourage more local
business and will foster greater business relationships with those entities in Johnson County. Along with
this policy change, the new procurement regulations simplified the business climate for vendors and
service providers interested in doing business with the City.
With the completion of the fourth fire station, the Fire Department has initiated the process for
updating the City’s current Insurance Services Office (ISO) fire protection rating of Class 3. This review
took place in May and the City is currently awaiting results. An improvement in the rating to a Class 2
could positively impact property insurance rates for some commercial and industrial business owners. If
an upgraded ISO rating is achieved, some of the potential cost savings for businesses will be realized at
the same time as the City’s property tax rate will drop $.57. This property tax reduction for FY 13 was
the largest among the Metro Coalition cities. Staff will continue to explore ways to further reduce the
City’s tax rate, while maintaining valued public services in the coming years.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
specific action items or in the FY 14 budget proposal to Council.
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FY 2012‐13 City Council Strategic Plan
Priority: Development of the Downtown and Near Downtown Areas
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Goal: It is the City’s goal to promote growth of the Downtown and Near Downtown
areas in a manner that builds upon the existing vibrancy of the region, serves
persons of all ages and backgrounds, and complements the surrounding
neighborhoods and University community.
Action Plan:
Staff will be focusing on three distinct geographic areas including Downtown Iowa City, the Northside
Marketplace and Riverfront Crossings. Each of these areas requires individual, yet coordinated,
development strategies. In the coming year staff will work to build on the policies and projects that the
City has recently undertaken in a manner that will leverage further private investment in these core
central areas of the community.
Downtown Iowa City
The successful formation of the SSMID presents a unique opportunity to bring together property
owners, businesses, the University of Iowa and Iowa City. With a better coordinated vision and
additional resources from all stakeholders, there will be opportunities for desired progress. City staff will
remain integrally involved with the SSMID and will offer needed support throughout this first year and
beyond. In conjunction with the SSMID, the City will be actively looking for ways to build upon the
success of special events that successfully bring visitors to the Downtown. Festivals and other special
events are a critical component to the success of the area and there needs to be a continual effort to
improve and expand the scope of such activities.
In 2007 and 2011, the City partnered on two separate market analyses related to Downtown Iowa City.
The Marketek and Divaris studies both highlighted the market potential for the area. It is now
incumbent upon staff, in partnership with our stakeholders, to pursue policies and projects that will help
more fully realize the potential of the central business district.
Staff is currently preparing for two significant capital projects that will directly impact the Downtown
region. The conversion of Washington Street from one‐way to two‐way traffic will improve vehicular and
pedestrian traffic flow and advance the marketability of this important retail corridor. The downtown
maintenance project will improve the physical condition of the infrastructure and streetscape. Staff will
be working closely with the SSMID to prioritize potential projects with an eye toward making the area
more attractive and inviting for patrons. Additionally, staff will evaluate other potential public
improvement projects for the region that may be included in future budget proposals to the City
Council.
There are a number of existing projects that are in various stages of development that will have a
positive impact on downtown. The University’s announcement of the Voxman‐Clapp building location at
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the corner of Clinton and Burlington is tremendously positive. That project will require careful
coordination between the City and University on infrastructure improvements and traffic management.
Staff is currently preparing to market the 'John Wilson building' property on the eastern edge of the
Downtown. This property has great potential to attract significant private investment and add to the
vibrancy of the entire district. ICAD’s effort to establish a co‐working space in Downtown as well as the
ongoing renovation of the former Vito’s space will help to infuse new activity in the coming year. The
recent fire at the Bruegger's and Van Patten House properties also presents unique redevelopment
opportunities. Staff will be working to assist in the successful completion of these projects, as well as
several other potential downtown projects that are currently being contemplated by various property
owners and developers.
Lastly, staff will be investigating ways to facilitate new private investment in the area. Among the items
that staff will be looking at include land use policies and regulations, as well as potential new grant
and/or loan programs to assist in the rehabilitation of exterior and/or interior spaces of existing
buildings. Such programs would aim to increase the marketability of properties and also increase the
amount of usable space within the district's existing building stock.
Riverfront Crossings
The Riverfront Crossing area, located immediately south of Downtown, is intended to serve as a
pedestrian orientated mixed‐use neighborhood. Extensive planning for this area has been undertaken.
Staff is working with consultants on zoning code changes that will be necessary to achieve the
established vision for that area. Such changes will be presented to the Council in the coming months.
Earlier this year, Council created a new Urban Renewal Area for the Riverside Drive area, which anchors
the western edge of the district. Staff also expects to recommend that Council expand the City /
University urban renewal area south to encompass a greater portion of the Riverfront Crossings area.
Several critical capital projects are currently underway in the Riverfront Crossing area. The multi‐use
parking facility with an accompanying mixed‐use development, as well as the decommissioning of the
north wastewater plant will both help facilitate future private investment in the region. Additionally,
staff continues to advocate for a passenger rail connection to Chicago with an eventual station location
in the Riverfront Crossings area. Establishing rail service would be an incredible boost to the community
and would directly impact the marketability of the Riverfront Crossings area.
In the coming year staff will focus on finishing the planning, regulatory and financial incentive policies as
well as commencing work on the initial capital projects. These actions will help lay the groundwork for
future private investment. Additionally, staff will focus on private projects already in some stage of
development, such as the anticipated Riverside Drive hotel project. Evaluation of future public capital
projects that could help speed the development of the area will be considered with the FY 2013‐14
budget submittal to Council.
Northside Marketplace
This area recently benefited from streetscape improvements that advanced the aesthetics and improved
pedestrian and bicycle accommodations. This area will be included in many of the staff analyses that are
described in the neighborhood stabilization goal. Similarly, the efforts to investigate ways to facilitate
new private investment that were described in the Downtown section of this goal will be broad enough
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to encompass the Northside Marketplace. Other potential public investments will be considered for the
FY 2014 budget.
Progress to Date:
Downtown and Northside Marketplace
Staff has been actively participating with the SSMID board and various subcommittees. The group is
currently recruiting an Executive Director. While that process is wrapping up, staff is actively engaged in
a number of critical conversations about the district. Examples of such topics being discussed include
parking policies, taxi stands, sign regulations, and maintenance practices. Staff expects that these
conversations will lead to policy and/or project recommendations that will be forwarded to Council later
in 2012.
Of particular note, the SSMID board and staff have agreed that it would be prudent for the City to
contract with an urban design team before making a several hundred thousand dollar investment in
maintenance projects in the Central Business District. The design team could review the 1998
streetscape plan and suggest modernizations that will meet the changing needs of patrons and also
more definitely tie the downtown to the Northside Marketplace, River front Crossings and the University
property. Staff and the SSMID group are currently discussing the appropriate steps to take for this
initiative.
The SSMID group has initiated their first special event / public art project, called BenchMarks. This
project involves the painting of over 100 public benches in the Central Business District. The pilot
program was completed in May and additional benches will be painted throughout the summer in
conjunction with festivals and other public gatherings. The program is expected to continue in
subsequent years. 2012 also ushered in the inaugural One Book Two Book festival, which was very
successful and showed great promise as an annual event showcasing the library and Downtown Iowa
City. Lastly, the SSMID group and the City worked to facilitate the very successful Asics Fan Fest that
welcomed thousands of wrestling fans from across the country in conjunction with the Olympic
Wrestling Trials.
Earlier this year, the City completed the Washington Street two‐way conversion project. The public has
responded very well to this project and there has been no significant challenges post conversion.
Additionally, Council approved new sidewalk cafe standards including allowing for administrative
approvals to expedite business operations. An ordinance change allowing for greater density in
exchange for Class A office space was also approved by Council.
There are several individual projects that are at different phases at the current time. Staff is working to
make certain that the following projects remain active:
Rehabilitation of the former Vito’s building continues and a new office tenant has been secured
for the second story space. Staff is optimistic a first floor tenant will be announced in the coming
months.
The Park at 201 is the name of the new high rise building at the Wells Fargo site, which was
approved by Council in April. Work has commenced on the site and construction is expected to
be completed in 2013.
Numerous small business investments have been made in the past few months including:
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o Busy Co‐working
o Trumpet Blossom Cafe
o Molly's Cupcakes
Council has authorized funding for the ICAD Co‐Lab and staff is working with the ICAD board to
finalize the business plan for this venture.
Staff is preparing the 'John Wilson building' RFP, which will be released after the environmental
testing activities are completed.
A committee comprised of staff and Council members is currently reviewing proposals for the
multi‐use parking facility building at the former St. Pat's property.
Staff is actively working with the owners of the two downtown properties that were damaged
by a fire last fall. The Bruegger’s corporation is currently in the process of securing City permits
for their new building.
Staff is currently assisting with a rezoning application and associated special exception for the
Sabin property repurposing. If approved, this action will facilitate a drive‐thru banking facility
and ultimately the University’s Voxman‐Clapp project.
Riverfront Crossings
Riverfront Crossings is in its early planning stages, however a number of significant happenings are
occurring in 2012. The City Council recently approved an expansion of the south waste water plant,
which will lead to the decommissioning of north plant. This will free up valuable space that will serve as
an anchor for the district.
Council recently created a new Urban Renewal Area on the western edge of the district covering the
Riverside Drive area, immediately west of the river. This financial incentive tool could be used to spur
redevelopment. Demolition has already occurred on the site that will become home to a new hotel in
2013. This project is being initiated with public financial assistance.
In the coming months, staff expects to bring before Council an expansion of the City / University Urban
Renewal Area. Also expected is a new form based zoning code that will help spur the desired mixed use
development in the region.
Future Budget Considerations:
None at this time.
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FY 2012‐13 City Council Strategic Plan
Priority: Neighborhood Stabilization
Staff Contact: Jeff Davidson, Director of Planning and Community Development
Geoff Fruin, Assistant to the City Manager
Goal: The City aims to invest in and deliver core services to neighborhoods in a
manner that enhances overall stability and maintains the intended character
while facilitating new opportunities to improve the quality of life.
Action Plan:
The Council has indicated a strong desire to stabilize the neighborhoods surrounding the city core. An
effective stabilization strategy requires a review and analysis of the City's policies, programs,
communications and capital investment decisions that directly shape and influence a neighborhood's
character and livelihood. Such a strategy should recognize the importance of maintaining a
neighborhood's character while also creating an environment that facilitates complementary
development opportunities.
In the coming year staff will focus on the central planning district neighborhoods, however many aspects
of the neighborhood stabilization review will have implications throughout the community. In order to
achieve Council's goal, staff will be focusing on the elements illustrated by the following radial diagram
that influence strong neighborhoods:
Neighborhood
Stabilization
Land Use
Regulations
Public
Infrastructure
and Open Space
Private Building
Stock
Nuisance
Mitigation
Open
Stakeholder
Communication
Updated
Planning
Documents
- 37 -
Land Use Regulations
Land use policies directly influence the manner in which neighborhoods develop. Therefore it is
critical that staff analyze the policies and code provisions that govern land use in the
neighborhoods that Council seeks to stabilize. Throughout the year staff will be reviewing
various aspects of land use regulations, including but not limited to:
o Appropriate densities provided by zoning classifications
o Permitted uses within the zoning classifications
o Permitted number of unrelated habitants per unit
o Permitted number/mix of bedrooms per unit/structure
o Parking requirements
o Open space requirements
o Appropriateness of additional historic or conservation districts
o Potential density bonuses for desirable development characteristics and/or targeted
locations
o Land assembly and subdivision policies
o Demolition permit requirements
o Security plan requirements
Public Infrastructure and Open Space
Public infrastructure and open space plays a critical role in neighborhoods. Well maintained and
appropriately planned infrastructure and open space can directly influence a neighborhood's
character and can further attract private investment that sustains neighborhoods over the long‐
term. Over the next year staff will be evaluating the adequacy of planned public investments in
the following areas:
o Street maintenance (including concrete and brick)
o Utilities
o Sidewalks
o Alleys
o Signage and pavement markings
o Traffic calming provisions
o Street trees and plantings
o Parkland amenities
o Recreational trails
Private Building Stock
Facilitating private investment in the existing building stock can reinvigorate neighborhoods
while reducing undesirable redevelopment pressures or the spread of blighted conditions. The
city has several programs that aim to encourage investment in the residential building stock of
neighborhoods. Those include:
o UniverCity
o General Rehabilitation Improvement Program (GRIP)
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o Housing Authority down payment assistance program
Staff will be evaluating the effectiveness of these programs, as well as their funding levels to
ensure they are having the intended impact in the core neighborhoods. In addition, staff will be
researching other programs that aim to accomplish increased investment in the private building
stock, including residential improvement districts and single‐family infill programs.
Nuisance Mitigation
Stable neighborhoods benefit from actions that effectively reduce or eliminate habitual sources
of nuisances and quickly address incidents creating sporadic nuisances. Effective nuisance
mitigation strategies can improve the livability of neighborhoods and remove barriers to desired
private investment. In reviewing our nuisance mitigation strategy in the core neighborhoods
staff will consider the following:
o Policies or programs that reduce the number of non‐conforming uses and rooming
houses
Amortization of non‐conforming uses
Nuisance ordinances that can trigger the loss of non‐conforming status
Creation of a City “non‐conforming use buyout program” to strategically reduce
such uses in critical areas of neighborhoods
o Requirement that duplexes are ‘leased as licensed’
o Evaluation of the existing effectiveness of the rental permit sanction provision of the
code
o Review of Police Department policies on enforcement of disorderly house and other
criminal laws in neighborhoods
o Review of the existing trash, debris and litter ordinance
o Review trash receptacle standards (residential container storage and commercial
dumpsters)
o Active participation on the Partnership for Alcohol Safety (PAS) taskforce
o Exploration of further potential collaboration with the University of Iowa
Open Stakeholder Communication
Any effective neighborhood stabilization strategy must include open dialogue and exchanges of
ideas with stakeholder groups. Staff believes it will be essential to involve both neighborhood
representatives and members of the development community in future neighborhood
stabilization discussions. Additionally, it may be appropriate to conduct more comprehensive
stakeholder surveys.
Similarly, staff will be evaluating mechanisms that can more effectively solicit stakeholder
feedback on a continual basis. This includes evaluation of the optional "Good Neighbor Policy",
as well enhanced electronic communication channels through website improvements and/or
smartphone applications.
Neighborhood schools also have a role in neighborhood stabilization efforts. Thus
communicating and actively working with the ICCSD will be an important part of the overall
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stabilization strategy. Staff will be seeking to establish two‐way communication mechanisms
with the ICCSD that promote increased coordination in school and neighborhood planning.
Finally, the City needs to make sure that it reaches out to the University, which has a keen
interest in making sure that neighborhoods adequately support students, faculty and staff.
Strong neighborhoods and well‐planned communities can be strong assets for the University
and support its efforts to recruit a high‐quality student body and workforce to the area.
Updated Planning Documents
Ultimately, the success of neighborhoods also depends on well‐conceived planning documents
that guide staff and elected officials in future decisions. To this end, staff has initiated processes
that will seek public input on the City’s Comprehensive Plan. Furthermore, staff is reviewing
neighborhood scale plans in other communities that may be appropriate to initiate in select
Iowa City neighborhoods.
Progress to Date:
Land Use Regulations
In April and May of 2012, the City Council passed three significant zoning changes that aimed to more
effectively regulate multi‐family developments particularly around the off‐campus housing area. Those
three ordinances included:
Amending the definition of a household to include no more than three unrelated persons in all
zoning classifications
Creating a graduated density formula for the development of one, two and three bedroom
apartments in select zoning classifications
Increasing the parking requirement for three bedroom units in a newly defined University
Impact Area
These changes will have a profound impact on future development, most notably in those areas close to
downtown and the university campus where a diversity of housing stock is desired to achieve vibrant
neighborhoods.
Staff is currently researching further changes, including the identification of areas where increased
density or a private dormitory concept may be appropriate. Simultaneously, staff is reviewing existing
zoning provisions to ensure that the various provisions are having the intended consequences on
development and our neighborhoods.
Public Infrastructure and Open Space
Most of staff’s efforts in this area will be focused in the development of the Capital Improvements
Program budget for FY 14. When developing recommendations, staff will focus on capital improvements
that enhance and strengthen our neighborhoods. Examples of recently completed or scheduled projects
that accomplish this objective would be the North Market Square Park rehabilitation and the planned
brick street replacement on Dewey.
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There is currently a public hearing set in June of 2012 for the repurposing of CDBG funds for a
Fairmeadows Park (2500 Miami Drive) improvement project. Staff identified this park in the southeast
part of town as a good candidate for a splash pad, which will boost the park’s appeal to children, young
adults and families. Staff will continue to explore other similar opportunities throughout the year.
Private Building Stock
Although State grant funds are no longer available for the UniverCity program, Council has authorized
funding that will help sustain the program in FY13. In FY12 the program has renovated and sold 14
houses. By the end of the fiscal year, staff expects that 7 additional houses will have closed or have
signed purchase agreements. It is estimated that another four houses will be completed under this
program in FY13. Feedback from this program has been overwhelmingly positive, with many neighbors
crediting it with stabilizing their neighborhoods and spurring additional private investment. Staff will
explore funding sources that can help sustain this widely popular and successful program in the years
ahead.
Staff also continues to implement its more traditional rehabilitation program, General Rehabilitation
Improvement Program (GRIP). To date in FY12 the program rehabilitated 11 homes and has committed
funds for another 10 homes. The investment in these properties totals approximately $380,000. This
program invests in the private building stock and helps preserve structures for owner‐occupied
habitants.
As part of the Council approved annual CDBG Action Plan, staff will begin a new program for FY 13 that
will provide a combination of low and no interest loans and forgivable loans to homeowners to make
exterior, emergency and comprehensive repairs to their homes in targeted areas of Iowa City. These
areas include the UniverCity program boundaries, the Towncrest area and the Grant Wood area. 50% of
each loan will be forgiven if the home is maintained as the owner’s primary residence for 5 years or 10
years after the project is complete. The rehabilitation projects will be exterior and emergency repairs
with a $10,000 maximum per project, funded through CDBG funds. Comprehensive repairs will be made
with HOME funds, with $24,999 being the maximum project amount. HOME‐funded rehabilitation
projects require all code items and other safety issues be addressed on the interior and exterior
(including all fences or outbuildings). Any of the projects may also be supplemented with existing Iowa
City Housing Rehab funds when needed. The Housing and Community Development Commission
recommended $200,000 in funding for assistance with this new effort.
Staff has conducted some preliminary research on single‐family infill programs and residential
improvement districts. More research is needed on this subject before any recommendation can be
formulated.
Open Stakeholder Communication
Going forward, staff is making a concerted effort to engage a variety of stakeholders in these important
community discussions. In recent months staff has met with residents in the following neighborhoods:
College Hill
Northside
Goosetown
Glendale
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Miller‐Orchard
Parkview Terrace
The recent public discussions on diversity and the City’s changing demographics have led to creation of
an ad‐hoc committee. This committee will likely discuss issues concerning the stability of our
neighborhoods. It will be important that the City fully engages in these discussions and examines
outcomes that will help strengthen specific neighborhoods and the larger community in general.
As additional regulatory changes are considered staff will meet with neighbors and also engage the
development community. The City Manager intends to continue his Developer Roundtable meeting and
staff had a productive meeting with the Home Builders Association on recent zoning changes that
should serve as a foundation for discussions on future issues pertaining to development.
Staff has also engaged the ICCSD in discussions pertaining to their future plans for both new and existing
facilities in the district. We hope to establish and build an open dialogue that will allow for greater
collaboration in the months and years ahead. Similarly, staff has reached out to the University to involve
them in future development issues that impact housing and neighborhoods that serve their students,
faculty and staff.
Nuisance Mitigation
To date, staff has been reviewing the effectiveness of current nuisance mitigation policies and practices.
There has been a particular focus on the rental permit sanction provisions in the code. Staff has
compiled statistics on the number of properties that have been subject to some phase of this process for
each year the ordinance has been in effect (2003 to present). Staff is continuing to review that
information and will determine if any changes should be recommended for adoption by the Council.
Staff is also increasing the use of a code provision that allows for annual property inspections (instead of
once every two years). The annual inspections can be triggered by nuisance and/or criminal complaints.
In cases where properties are generating violations, a more frequent inspection schedule can provide
incentive for property owners to take steps to limit nuisance violations.
Earlier this year, staff sent notice to owners of duplexes that those units must be leased to the public in
a manner consistent in which they are licensed by the City. Prior to this notice there were cases of entire
duplexes being leased to a single tenant or group of tenants. The clarification that staff made with these
property owners is that each unit in a duplex must be leased separately. Staff also updated the City’s
rental disclosure form in an effort to provide more clear information on existing regulations. This form is
required to be completed for all rental permits.
The City has also taken steps to increase over‐occupancy enforcement efforts. Staff is proactively
looking at rental advertisements and has also worked with University of Iowa officials to use their
student directory. By reviewing these sources staff can attempt to identify over‐occupancy situations
before any nuisances are generated.
Staff has had conversations with neighborhood groups about their experiences and top nuisance
concerns. Common themes in those discussions seem to be recurring problems with non‐conforming
properties and aesthetic concerns with trash, debris and related receptacles. Staff is reviewing current
policies in these areas and will consider potential methods to alleviate these concerns. This may result
- 42 -
in ordinance modifications, which would come before Council for review at a later date. Staff is also in
the process of shifting internal resources to conduct more targeted trash and debris patrols. Such
patrols will be targeted to areas where complaints are most often received and will likely be conducted
at times when the problems seem to peak (e.g. following special events).
Finally, staff is investigating ways to enhance community reporting of nuisance violations. This includes
the development of a mobile application that would allow people to submit complaints with location
and picture capabilities via their mobile device. This type of service would likely be rolled out at the
same time the City completes its website redesign.
Updated Planning Documents
Staff launched the “Good Ideas” campaign and held several public forums to solicit input on the City’s
Comprehensive Plan. Comments received electronically as well as in the public forums are helping to
shape an update to this important planning document. Staff anticipates that an updated comprehensive
plan will be available for public review and Council approval in late summer or early fall of 2012.
Future Budget Considerations:
A number of the programs and investment decisions that staff will be analyzing will require budgetary
support. At this time there are no specific recommendations that will require a budget adjustment or
future allocation of funds. Any future recommendations that have a budgetary impact will be detailed in
subsequent reports or will be included in the FY 14 budget submittal to Council.
- 43 -
FY 2012‐13 City Council Strategic Plan
Priority: A Strong and Sustainable Financial Foundation
Staff Contact: Kevin O’Malley, Finance Director
Goal: The City aims to create a strong and sustainable financial foundation that will
provide needed stability and flexibility while utilizing taxpayer dollars in the
most efficient and responsible manner.
Action Plan:
In order to achieve this Strategic Plan goal, the City is focusing in two primary areas. First, staff will be
recommending to Council several new financial policies that will provide a greater level of financial
stability. Secondly, staff will continue to enhance the level of financial analysis presented to the public
so that our elected officials will have a greater informational foundation on which to base future
decisions. This includes a continued emphasis to improve the Financial Plan document and ultimately
achieve the GFOA Distinguished Budget Presentation Award.
Staff has completed or is currently revising or creating the following financial policies:
Economic Development Policies
Purchasing Policies and Procedures
Target Fund Balances
Debt Service Coverage Levels
General Fund Contingency Level
Annual review of rates, user charges and fines
In addition to the above‐mentioned specific policies, staff is carefully examining our operations and
noting examples of the City providing subsidized service beyond our borders. In reviewing these
situations, staff will develop plans to ensure that the City is being equitably reimbursed for such
services.
The revised purchasing manual was adopted by the Council in the spring of 2012. The remaining items
will be incorporated into the presentation of the proposed Fiscal Year 2013‐14 budget document.
Throughout the year staff will be working to improve the financial analysis presented to the Council and
general public. Furthermore, staff is continuing efforts to make the annual financial plan more readable
and user friendly. Among the top priorities in this area include:
Refinement of individual department narratives, including performance and comparative
metrics
Introduction of a ten‐year financial trend analysis section in the Financial Plan
Expanded detail of line‐item expenditures in the budget document
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Through enhanced information, greater transparency and well rooted financial policies, the City can
create a strong and sustainable financial foundation that will provide needed stability and flexibility
while utilizing taxpayer dollars in the most efficient and responsible manner.
Progress to Date:
In 2011, the Council adopted economic development policies that aim to guide decisions on financial
support of private projects. These policies have been applied to numerous projects and appear to be
serving an effective purpose. The policies send a clear message to the private sector as to the type of
projects and level of support that the City is willing to consider. This helps frame discussions and focuses
the attention on projects that provide the desired outcomes for the community.
In April of 2012, the City Council adopted a new purchasing manual. This manual provided much needed
updates to all purchasing related policies. The new policies are intended to streamline the procurement
process while also ensuring that the most competitive pricing options are obtained. Additionally, the
manual created a local preference policy aimed at keeping more public dollars in the local economy.
Staff will closely monitor the effectiveness of the new policies and also solicit feedback from the local
business community. Any needed changes or adjustments will be brought back to Council for
consideration.
In May of 2012, Moody’s conducted a review of the City as part of the bond rating process. The review
resulted in Moody’s reaffirming the City’s AAA bond rating for the recently issued general obligation
bonds. The excellent bond rating led the City to securing the lowest interest rates on bonds in recent
memory. Iowa City remains as one of four Iowa cities with that highest rating. Nationally, less than 200
cities currently have a AAA Moody’s bond rating.
Also in May of 2012, the Council approved a shifting of personnel resources within the Finance
Department. That change resulted in the elimination of a three quarter time Purchasing Clerk position
and the addition of a second full‐time Budget Analyst position. This change will help facilitate progress
toward the specific items in this strategic plan goal. Specifically, the second Budget Analyst position will
provide the ability to expand upon budget narratives, comparative analysis, financial trends and
performance measures. These efforts will enhance the effectiveness of the organization and also better
inform the general public and elected officials about the City’s overall fiscal performance.
Staff has requested that the Government Financial Officers Associations (GFOA) provide feedback on the
City’s recently adopted FY 13 budget. The comments received, as well as the initiatives already
underway in the Finance Department will help the City achieve the GFOA Distinguished Budget
Presentation Award in the future.
Lastly, staff continues to evaluate services that stretch beyond our borders. In these instances staff is
reviewing the level of subsidy and determining steps to ensure that in the future the City is equitably
reimbursed for such services.
Future Budget Considerations:
None at this time
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FY 2012‐13 City Council Strategic Plan
Priority: Coordinated Communication and Customer Service Orientation
Staff Contact: Geoff Fruin, Assistant to the City Manager
Goal: The City strives to be a high‐functioning, customer service orientated
organization that actively supports and engages stakeholders through clear,
open and innovative communication methods.
Action Plan:
The City Manager’s Office is conducting a comprehensive organizational assessment focusing on
communication strategies and the organizational customer service culture. The assessment is targeting
the following issue areas:
1. Communications
a. Internal
i. Review of interdepartmental communication methods
ii. Identification of barriers to effective internal communication (e.g. technology)
b. External
i. Assessment of clarity in City communication to various audiences
ii. Review of effectiveness of current communication methods (e.g. website,
advertisements, direct mail, etc.)
iii. Identification of emerging communication methods and barriers to effective
usage
iv. Initiate a website redesign process
v. Consider any needed changes to the branding of the City and/or activities,
amenities or services (e.g. use of logos)
2. Customer Service Orientation
a. Transactional Processes
i. identification of transaction‐orientated public services
ii. Assessment of process efficiency, accessibility, and convenience
iii. Barriers to efficiency (technology, information sharing, training, policies, etc.)
b. Organizational Culture
i. Assessment of policies and programs aimed to recognize and encourage
outstanding customer service
ii. Identification of mechanisms to facilitate and encourage ideas for customer
service enhancement
iii. Opportunities for skill enhancements, cross‐training and promotion of increased
awareness pertaining to other city services or programs
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It is anticipated that the assessment will conclude with the development of an organizational
communication and customer service plan. That plan is expected to be ready for presentation to Council
in the late fall or winter of 2012‐13.
Progress to Date:
In April of 2012, the City Council approved a staff reorganization that will serve as the foundation of a
more centralized and strategic approach to organizational communication. That reorganization, which
becomes effective on July 1st, eliminates the Document Services division of the Finance Department and
moves the remaining two employees of that division into the City Manager’s office. Those two
employees will be joined by the City’s Web Developer to form a central communication team. With
guidance from the City Manager, the communication team will work with departments to develop well‐
coordinated public messaging. The primary responsibility of the new communication team in the first
year will be to conduct an organizational assessment and develop a communication and customer
service plan for the City. The group will also lead an employee committee tasked with redesigning Iowa
City’s main website.
The new communication team will also assume oversight of the front desk responsibilities at City Hall
during regular business hours. Two part‐time employees will split desk coverage and offer front line
customer service assistance to visitors and those contacting City Hall via phone or email. Staff is also
preparing plans for an authorized remodel of the front lobby area. The redesign aims to create a more
welcoming environment for both City Hall and the Police Department. After plans are prepared they will
be reviewed with Council and then bid out for completion later in 2012.
Part of the organizational focus in the coming year will be to make sure staff has access to
communication related resources and training opportunities. To that end, the Personnel Division
arranged for communications training for City staff that took place in May. Several staff members
participated in this effort. Similar opportunities will be evaluated throughout the year.
A significant barrier to internal communications lies in the City’s decentralized and dated computer
platform. Several years ago the City attempted to rectify this situation; however, the software vendor
failed to perform under the terms of the agreement. The City is currently reviewing additional software
proposals that would allow for a more centralized approach with information sharing advantages. Such
a system will also facilitate the automating of several processes within the organization, and would
result in easier access to information and ultimately better informed decision‐making. Implementation
of such a system will likely need to be phased in over several years. Staff expects to bring Council a
formal recommendation on this matter in the summer of 2012.
Future Budget Considerations:
Both the website redesign and new internal computer software platform will require a significant
commitment of public funds. Those items will be presented to Council at a later date after specific
recommendations are formulated by staff.
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FY 2012‐13 City Council Strategic Plan
Priority: Organizational Effectiveness
Staff Contact: Tom Markus, City Manager
Goal: The City shall proactively look toward the future to ensure that services are
continually able to be delivered at high levels and that relationships with
external stakeholders are strong and productive.
Action Plan:
The City Manager’s office is focusing on two key areas in order to meet City Council expectations. First,
staff is conducting a succession plan for the organization. This effort is being jointly led by staff from the
City Manager’s Office and Human Resources. The succession plan process includes analyzing the staffing
of each department and identifying management and highly skilled positions that are likely to
experience turnover during the next five years. Additionally, the plan will identify key challenges and/or
opportunities presented by the anticipated staff turnover. Such examples may include the loss of highly
technical or specialized skills, and general institutional knowledge. The plan will identify strategies to
better prepare the organization for the anticipated turnover in key positions.
Secondly, the City Manager is actively working to build relationships and establish more effective lines of
communication with our Federal and State elected representatives. As Federal and State lawmakers
consider legislation and appropriations that impacts our community, it is increasingly important that
Iowa City has a strong voice in Des Moines and Washington D.C. With a focus on the adopted 2012
Legislative Priorities, the City Manager is working with our elected officials, lobbyist and membership
organizations to make certain that the City’s perspective is fully understood and considered at all levels
of government. Similarly, the City is continually identifying key projects that may align with Federal
and/or State initiatives. This will allow the City to more proactively leverage local funds and progress
with flood mitigation, economic, public safety and other key local projects.
Progress to Date:
Succession Plan
Staff has completed phase one of the organizational succession plan effort. This phase included a high‐
level demographic analysis of the organization, as well as an internal analysis of management positions
with a focus on those that have a high probability of turnover due to retirement or other known
circumstances in the next five years. This analysis highlighted the need for further succession planning,
as it revealed a significant number of people holding management level positions that are currently or
will soon become eligible for retirement.
Staff is currently working on phase two of the succession plan effort. Phase two focuses on the following
efforts:
Identifying strategies that will help transfer institutional knowledge and expertise in the areas of
the organization where management level position turnover is anticipated
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Evaluating current service delivery strategies and identifying opportunities to achieve greater
efficiencies and value through restructuring when management level position become vacant
Identifying skill sets and values that will be sought for future management level positions
Developing opportunities to promote such values and skill sets among current and future
employees through targeted training and performance assessments / professional development
tools
Staff anticipates that the phase two succession planning analysis will produce actions that have
applicability across the entire organization. Additionally, there will likely be more detailed actions that
focus on a few specific areas of the organization, which are expected to experience the greatest amount
of management turnover in the next five years. The largest area of focus will be on the Public Works
department.
Partnership with State and Federal Officials
The City Council adopted its annual legislative priorities in January of 2012 and has authorized the hiring
of the Davis Brown Law Firm for lobbying services at the State level. Staff is actively working with Davis
Brown, the Metro Coalition and the Iowa League of Cities to ensure that the City’s position is being
presented effectively. Communication with our lobbyist occurs on a weekly basis at minimum, with
more frequent contact as needed. Communication with our partners in the Metro Coalition occurs every
other week, with more frequent contact as needed.
Staff continues to seek State and Federal funding opportunities for local projects. Below is a listing of
state and federal grants secured since the adoption of the strategic plan:
The Iowa Economic Development Authority announced a fourth round of funding for the Single
Family New Construction (SFNC) Program, thus extending this program into 2012‐13. Iowa City is
eligible to receive $1,390,227, which will allow for approximately 32 new homes for this
program aimed at rebuilding the housing stock after the 2008 flood. To date, Iowa City has
assisted with 93 new housing units with another 15 to be completed by March of 2012. After
this latest round of funding is spent, Iowa City will have assisted with approximately 140 new
housing units since the 2008 flood.
The City applied for and was awarded $1.7 million in additional CDBG buyout funds for the Park
View Terrace neighborhood. The additional funds will allow for the acquisition and demolition of
four additional homes. With the newly awarded funding, the total CDBG buyout program since
the flood of 2008 totals over $17 million.
The City will be applying to access an additional $850,000 in CDBG‐DR funds for development of
multi‐family affordable housing. A project consisting of seven affordable units to be built by
Skogman on the northeast corner of Hickory Trail and First Avenue was selected after a review
committee considered several alternatives.
Iowa City was awarded a 6% increase, or $639,218, in federal Community Development Block
Grant (CDBG) funding for the 2012‐13 fiscal year. The increase is especially positive news, given
that most other communities across the country received a 10% or larger reduction in funding.
The long‐term CDBG funding trend is still negative as the current allocation is approximately
33% below that of ten years ago.
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Iowa City’s allocation for the federal HOME program, which focuses on affordable housing, was
reduced to $381,851, representing a 36% reduction from last year. This cut is consistent with
cuts from other cities across the country. In the last ten years the City’s annual HOME funding
has been reduced by 47%.
The Iowa City Police Department filed a joint application with the Johnson County Sheriff’s
Office for a $32,164 U.S. Department of Justice grant. This grant will help offset costs to training
police staff at the Cedar Rapids shooting range.
In addition to seeking out funding for community projects, staff has actively been communicating our
position on statewide legislative proposals impacting cities. While most communication is channeled
through our lobbyists, staff also corresponds directly with our legislators and travels to Des Moines,
when deemed appropriate. Examples of such proposals include:
Commercial Property Tax Reform ‐ Both the House and Senate had advanced discussions and
debates on commercial property tax reform, including reclassifying apartments as residential
uses. However, no agreement was reached and thus the property tax structure remains status
quo.
Municipal Use of Red Light Cameras – The City communicated its position to continue to allow
municipal governments the right to decide if such technologies were appropriate for use within
their jurisdictions. A ban of such technologies was introduced but did not succeed through both
chambers.
Preemption of Occupancy Regulations – A legislative proposal surfaced that would have
restricted a city’s right to regulate occupancy of residential structures by the number of
unrelated persons. Iowa City is one of many cities throughout the country that uses such
regulations to ensure safe living conditions and mitigate neighborhood nuisances. The proposal
to preempt a city’s ability to regulate on this basis did not succeed.
Low‐Head Dam Program Funding – Iowa City advocated for the State to restore the low head
dam program, which had not received funding in the past year. This state program helps
communities ensure that damns are safe and also can allow for greater recreational uses on
rivers. Iowa City is looking at needed changes to the Burlington Street damn and this program
may provide financial assistance to carry that effort forward. The approved state budget
restored a million dollars of funding for this project.
Road Use Tax – This revenue source has not kept up with increasing maintenance needs of our
transportation infrastructure. As a result, more work is being deferred or completed with other
revenue sources (e.g. general obligation bonds). While there was some discussion on an
increase in the road use tax, no proposals materialized in the spring session.
Tax Increment Financing – There was significant statewide attention on Tax Increment Financing
(TIF) this session. Iowa City worked with the Metro Coalition to advocate for changes that would
make the process more transparent, provide for a better data collection mechanism and
strengthen the antipiracy regulations that govern the economic development tool. Cities will
now be required to submit annual TIF reports to the State, which will be collected in a
searchable database. Individual TIF projects now require a public hearing, which will invite more
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opportunity for community discussion and input from other taxing jurisdictions. Finally,
municipalities can no longer relocate businesses from other jurisdictions unless there is a
written agreement between the communities or there is a public finding that without such
incentive there will be a statewide loss of employment or wage earnings.
411 Pension System ‐ No structural changes to this public safety pension system were seriously
considered. There was an effort to restore State funding to help offset rapidly escalating costs
for cities, however no such funding was secured.
Passenger Rail Funding – No action was taken in the spring session as the legislature is awaiting
the completion of an IaDOT study on the proposed service from Chicago to Omaha. In May, the
IaDOT announced the preferred route, which runs through Iowa City. Further study is being
conducted on the preferred route and the final report is expected in late 2012 or early 2013.
Staff has attended both IaDOT passenger rail advisory committee meetings in Des Moines this
spring. These meetings help ensure that everyone is updated on the project timeline. The
meetings have also connected staff with other project advocates across the state. Staff is
currently working with those partners to develop an advocacy strategy. In the past few months,
staff made presentations on this project to the IaDOT passenger rail advisory committee, the
Iowa Passenger Rail Association and local service groups. In conjunction with the Greater Des
Moines Partnership and the Iowa City Area Chamber of Commerce, the City sponsored an
educational event in May featuring nationally known transit advocate John Robert Smith, CEO of
Reconnecting America.
Staff attended a number of advocacy events in Des Moines this spring. Examples of such events included
those hosted by the Iowa City Area Chamber of Commerce, Iowa League of Cities and various
professional associations that involve management level staff. The City also actively participated in the
Chamber of Commerce’s annual Washington D.C. legislative trip this past spring.
In the coming year, staff will be evaluating the effectiveness of both our state and federal lobbying
efforts. Any recommendations that stem from this evaluation will be forwarded to Council at a later
date and will also be included in subsequent status reports.
Future Budget Considerations:
None at this time
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INTRODUCTION TO THE
FINANCIAL PLAN
Financial and Fiscal Policies
Preparation of the Financial Plan
Budgetary Fund Structure
Full Time Equivalents (FTE) Summary
F
Y
2
0
1
3
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 ¾ 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 in
August/September and May.
Increases or amendments to operating budgets are made only in the following
situations:
- emergency situations
- transfer from contingency
- expenditures with offsetting revenues or fund balance
- carry-over of prior year budget authority for expenses that had not been paid as of
the end of the fiscal year.
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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
efforts.
Service Level Guidelines:
‐ Deliver service levels which are consistent with the citizens' willingness to pay and
the City's available resources.
‐ Base decisions to reduce service levels or eliminate programs on City-wide
priorities.
‐ Recognize that City employees are one of the City government's most valuable
resources and are essential to the delivery of high quality, efficient services.
Revenue Guidelines:
‐ Property tax levy rates will not exceed the limits as established by the State of Iowa.
‐ Revise user fee rate structures to charge the costs of service provided to the
benefiting customers, while maintaining sensitivity to the needs of low income
citizens.
‐ Support federal and state legislation which provides property tax relief. Oppose
legislation which imposes local service mandates without fiscal support.
Expenditure Guidelines: Support responsible management efforts to increase
productivity by providing resources for office automation, preventive maintenance, risk
management/employee safety, and employee training.
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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, Broadband
Telecommunications and Water funds will be self-supporting through user fees.
- Rate adjustments will be submitted to the City Council by ordinance if state or
locally legislated, or by resolution (if not state or locally legislated).
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 maintain an economic development plan. The
purpose of the plan is to attract new development including residential, commercial
and industrial uses. 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.
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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
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The City may utilize General Fund cash balances to fund capital projects whenever
available and feasible. For the Airport, it is policy that the General Fund 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 ¾ of one percent of expenditures
and transfers out.
Operating cash balances at fiscal year-end will be maintained at a level to ensure
sufficient cash flow throughout the fiscal year. Undesignated cash balance in the
General Fund will not go below 15% of total expenditures, with a ceiling of 25%.
Cash balances in excess of 25% will be considered for tax relief.
Reserves will be maintained in the Water, Wastewater and Parking Funds in
accordance with existing bond covenant provisions.
Reserves will be maintained for equipment replacement and for unexpected major
repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit,
Broadband Telecommunication, Equipment Replacement, Information Technology
Services, and Central Services as well as Library Computer Equipment and
Parkland Acquisition and Replacement.
Reserves, based on actuaries, will be maintained for the Risk Management Loss
Reserve, Medical and Dental Insurance Funds.
All City trucks, cars and necessary accessories will be maintained on a replacement
cost basis each year. A separate reserve fund has been set up to fund these
replacements. Additions to the fleet are made through allocations in the annual
budget. Fire Department vehicles and Transit buses will be purchased through the
issuance of debt.
All general obligation debt will be paid from the Debt Service Fund. General
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Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt
Service Fund, but will be abated from revenues from the respective Enterprise
Fund(s).
INVESTMENT POLICIES
Disbursement, collection, and deposit of all funds will be managed to insure
maximum investment opportunity for City funds.
The City will strive to maximize the return on its investment portfolio, with the primary
objective of preserving capital in accordance with the City's investment policy and
prudent investment practices.
All City funds not restricted by bond issue covenants will be pooled for investments,
with interest allocations made monthly.
DEBT 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.
COMPENSATED ABSENCES
Administrative employees hired prior to June 15, 1983 and all other employees hired prior
to June 29, 1985, upon death, retirement or termination (except firefighters) are entitled to
be paid for one-half of the total accumulated sick leave hours at the current effective
hourly rate for that employee up to the sick leave payout amount calculated as of June
28, 1985, whichever is less.
After June 28, 1985, employees accumulate vacation, sick leave, and other benefits at
various rates depending on bargaining group and length of service. Employees are paid
for their total unused vacation time upon death, termination (except firefighters) or
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retirement. However, sick leave can only be used during employment. The cost of
compensated absences are recognized when payments are made to employees and the
City amends the budget at that time.
ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES
Quarterly financial reports will be prepared.
A three-year financial plan for all operating funds will be prepared by the City
Manager and presented to the City Council for their review.
A 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.
PURCHASING POLICIES
Purchases for all City departments for the City of Iowa City shall be in accordance with
the City’s Purchasing Policy Manual (April 17, 2012). Methods of source selection are
as follows:
Public Improvements:
o Competitive sealed bidding shall be used for Public Improvement Contracts of
vertical infrastructure – buildings, parking facilities, utilities and trails of $125,000 or
greater (Code of Iowa). This process shall consist of:
1. Public hearing on plans and specifications
2. Approval of plans and specifications by City Council or Commission
3. Invitation for bids
4. Bid opening
5. Bid acceptance and bid evaluation
6. Bid award – City Council/Commission authorization
o The competitive quotation process is required for vertical infrastructure public
improvement projects estimated between $69,000 and $125,000. This process
shall consist of:
1. Notice to bidders
2. Bid opening
3. Bid evaluation
4. Bid acceptance and award by City Manager or Commission
5. Notice of award in minutes of next meeting of
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City Council or Commission
o Competitive sealed bidding shall be used for Public Improvement Contracts of
horizontal infrastructure – roads, streets, bridges and culverts of $67,000 or
greater (Code of Iowa). This process shall consist of:
1. Public hearing on plans and specifications
2. Approval of plans and specifications by City Council or Commission
3. Invitation for bids
4. Bid opening
5. Bid acceptance and bid evaluation
6. Bid award – City Council/Commission authorization
o The informal quotation process is required for public improvement projects and
street, bridge and culvert projects under $67,000. This process shall consist of:
1. Invitation to bid
2. Bid opening
3. Bid evaluation
4. Bid acceptance and award by City Manager over $20,000,
Department Director or designee up to $20,000.
Professional Services: Within approved budgets, the City Manager may approve
contracts up to $50,000 and the City Council approves contracts over $50,000. For
contracts greater than $10,000 but no more than $50,000, the City utilizes the informal
competitive procedure, obtaining a minimum of 3 written proposals. For contracts
greater than $50,000, the competitive bidding procedure is used with formal sealed bids
and request for proposal. Specific guidelines for Professional Services are outlined on
pages 5 & 12 of the Purchasing Policy Manual.
Major Purchases: City Manager approval is required on all purchases $150,000 or less.
City Council approval is required on purchases over $150,000.
Emergency Purchases: In the event of an emergency, supplies, services or construction
may be purchased without regard to normal purchase selection procedures to protect the
health and welfare of the public. The City Manager shall keep the City Council informed
of the extent of the emergency. Please see the Purchasing Policy Manual, page 14, for
emergency purchase procedures.
Gifts/Conflict of Interest/Prohibited Interest in Public Contracts: Conduct shall be in
accordance with the Code of Iowa - Chapters 68B.22 Gifts, 331.342 Conflict of Interest
and 362.5 Prohibited Interest in Public Contract. A City officer or employee shall not have
an interest, direct or indirect, in any contract or job of work or material or the profits
thereof or services to be furnished or performed for the officers or employees of the City.
Please see the Purchasing Policy Manual page 18 for specifics.
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RISK MANAGEMENT POLICIES
It shall be the policy of the City of Iowa City to assume the risk of property damage,
liability and dishonesty in all cases in which the exposure is so small or dispersed
that the loss would not significantly or adversely affect the operations or financial
position of the City.
Insurance will not be purchased to cover loss exposures below prevailing
deductible/retention amounts of current insurance held by the City of Iowa City,
unless such insurance is required by statute or by contact, or in those instances in
which it is desirable to obtain special services, such as inspection or claim
adjustment services in connection with insurance. The deductible/retention
amounts will be reviewed once annually by the Director of Finance and the Risk
Manager to ensure appropriateness of the amounts.
Insurance will be purchased where possible against all major exposures which
might result in loss in excess of the City's insurance reserve through the purchase
of the following types of insurance:
- All risk insurance on real and personal property.
- General liability insurance.
- Automobile liability insurance.
- Fidelity and crime insurance.
- Catastrophic workmen's compensation insurance.
The City will self-insure in those instances where the cost of insurance is so high
that it would be more cost effective to assume the risk.
Real property will be insured on replacement cost basis, as determined by a
competent appraisal service, against as wide a range of perils as possible. The
value will be reviewed once annually by the Risk Manager and the City's insurance
advisor.
Loss prevention recommendations made by insurance companies, the state fire
marshal or local fire authorities will, whenever possible, be implemented. In those
cases in which such recommendations are not followed, a written report in which
an explanation or justification is made will be filed with the Director of Finance and
the City Manager within 30 days of receipt of the report.
Insurance will be purchased only through licensed agents or agencies who have
the staff and technical competence to adequately service the insurance provided.
Insurance will be placed only in insurance companies rated A+ or A in Bests.
Insurance placed in other companies will require a written report of the particulars,
such report to be filed with the Risk Manager.
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The administration of the risk management policy will be a responsibility of the Risk
Manager. Such responsibility includes placement of insurance coverage,
maintenance of property appraisals and inventories, processing of claims and
maintenance of loss records, and supervision of loss prevention activities.
Settlement of claims are handled through the Risk Management Division and/or
City Attorney Office. The Risk Manager is authorized to settle claims up to $3,000,
the City Manager authorizes claim settlements between $3,000 and $20,000 and
City Council approval is needed for settlements above $20,000.
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PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for fiscal years FY2013 through FY2015, which begins
July 1 and ends June 30. The Financial Plan includes a one-year annual budget as
required by Iowa Code, and provides two projection years 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.
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 multi-year Capital Improvements Program (CIP) shows
budgeted revenue and expenditures for FY2012 through FY2016.
Basis of Accounting
The cash basis of accounting has been used for preparation of this document. Revenues
are projected on when they’ll be received, not necessarily when they are earned, and
expenditures are projected for when they will be paid out rather than when they are
incurred.
The government-wide financial statements and proprietary funds are accounted for on
the flow of economic resources measurement focus and use the accrual basis of
accounting. 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
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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.
All governmental funds are accounted for using a current financial resources
measurement focus, which generally includes only current assets and current liabilities
on the balance sheet. The modified accrual basis of accounting is used for these funds.
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. The City maintains its records on a modified cash
basis of accounting under which only cash receipts, cash disbursements and
encumbrances, investments, and bonded debt are recorded. These modified cash basis
accounting records have been adjusted to the accrual or modified accrual basis, as
necessary.
Annual Preparation Schedule
In August, the Finance Department writes a manual of directions and updates all forms.
The manual contains: 1) directions for completing the forms, 2) descriptions of
expenditures that may be budgeted in a particular line item, and 3) projected prices or
inflation factors for various supplies, service contracts, vehicle maintenance service,
telephone and postal services, and office furniture and equipment.
The City Manager instructs the Department Heads 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.
In September, the manual and forms for the next financial plan are distributed to
Department and Division Heads. They also receive salary projections, a three year
history of each Department’s/Division’s actual line item expenditures, and projected
revenues and costs for the three years covered by the Financial Plan. (The Finance
Department projects revenues individually and uses a combination of inflation factors
and individual costs to project expenditures.)
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In October, the forms are returned. These include the Department/Division’s
adjustments to line item revenue and expenditure projections, their travel request, their
capital outlay request, and professional services required.
In November, the Finance Department reviews the forms and compiles them all into a
budget. 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. Then the Proposed Financial Plan
document is 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.
In March, the final Financial Plan is adopted. 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.
Amending the Adopted Budget
Department Directors and appointed staff are responsible for analyzing monthly
financial reports to determine if expenditures will exceed budgeted appropriations. The
Finance Department also monitors the status of actual revenues and expenses
compared to budget, working directly with department/division management to resolve
any problems identified within the line item budget.
Examples of items which may require an amendment include: grant-funded activities,
unanticipated repair of equipment or buildings, temporary employee wages and
overtime. On amendment requests, departments/divisions explain the reason for
additional funding and are asked to suggest a funding source:
1) Reallocation of budget appropriations within their own budget;
2) New or increased revenues (grant funding, increase participation/user fees);
3) Contingency funding (use of cash balance).
Requests are then reviewed by the Budget/Management Analyst and forwarded to the
Finance Director and City Manager for approval. If the request is approved, the
amendment is processed so that subsequent budget comparison reports will reflect the
change. Requests must be submitted for review by early spring (a date set by the
Finance Department annually) as is necessary to compile reports for publication and
state certification.
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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, 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.
Financial statements which compare the fiscal year’s actual revenues and expenditures
to budgeted authority are published by the 1st 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 program areas: Public
Safety, Public Works, Health & Social Services, Culture and Recreation, Community
and Economic Development, General Government, Debt Service, Capital Projects and
Business Type/Enterprises.
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Financial Plan Preparation Schedule
FY2013 – 2015
August 10 Distribution of Performance Measure packets to
departments.
August 24 – 31 Individual meetings with staff. Provide support, as
needed, with measurements, goals and objectives.
September 7 Performance Measurement data, goals and objectives
due to Finance Administration
September 14 or 21 Distribution of FY13 financial planning materials to
departments.
October 5 FY13 budget proposals due to Finance
Administration.
October 5-14 Proposals forwarded to City Manager for review.
October 17 – November 4 City Manager, Finance Administration, department
directors and managers review financial plan.
October 17 - November 11 Input approved adjustments from City Manager.
November 14 Preparation of the proposed financial plan and FY13
thru December 7 budget by Finance Administration.
December 15 Distribution of proposed Financial Plan to City
Council. (PDF due to Clerk’s office December 12-13)
January 2012 City Council budget work sessions.
January 25 State forms prepared.
January 31 Set Public Hearing & send hearing notice to
newspaper.
February 14 Public Hearing.
February 28 City Council approves FY2013 budget , the
FY2013-2015 Financial Plan and FY12-16 CIP Plan.
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BUDGETARY FUND STRUCTURE
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
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), HOME Program, Flood Recovery & Hazard
Mitigation Grant monies: Road Use Tax receipts; activities of the Metropolitan
Planning Organization of Johnson County (formerly known as JCCOG), General
Rehabilitation and Improvement Program (GRIP) and UniverCity; and taxes
generated for a Self-Supporting Municipal Improvement District (SSMID).
TIF Special Revenue Funds account for activities specific to Tax Increment
Financing Districts.
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.
This includes Iowa City’s Perpetual Care Fund for Oakland Cemetery.
Business-Type Activities
Proprietary (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 Stormwater Management. The Iowa City
Airport, Broadband Telecommunications and Iowa City Housing Authority are also
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classified as business-type funds. The Iowa City Airport is not self-supporting at
this time and receives $100,000 property tax subsidy each year. Broadband
Telecommunications 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 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 / Fleet Maintenance, Information Technology Services, Risk
Management Loss Reserves, Central Services, and the Health and Dental
Insurance Reserves.
Fiduciary funds account for resources held for the benefit of parties outside the city
government. For this reason, fiduciary funds are not appropriated through the budget
process, nor are they reflected in the government-wide financial statements. The City
has two fiduciary funds: Project Green and Library Foundation.
Fund Balance
Fund balance is the difference between assets and liabilities on the governmental funds
balance sheet. In fund financial statements, governmental funds identify specific fund
balance amounts which are not available for general re-appropriation due to internal or
external legal restrictions; or because the funds have been identified for a specific public
purpose or use.
Portions of fund balance fall under one or more of the following four categories:
Restricted: Restricted fund balance is cash on hand which has limitations
imposed upon it by external creditors, grantors, contributors, laws and
regulations of other governments or laws through constitutional provisions or
enabling legislation.
Committed: Monies which are committed have self-imposed limitations imposed
at highest level of decision making within the organization. Such limitations
require formal action at the same level to remove.
Assigned: The assigned portion of the net position of a governmental fund that
represents resources set aside by the government for a particular purpose.
Unassigned: Residual net resources. Total fund balance in the general fund in
excess of nonspendable, restricted, committed and assigned fund balance.
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It is the City’s policy to maintain an unassigned fund balance within the General Fund at a
minimum of 15% and not to exceed 25% of the fiscal year’s expenditures. Fund balance
in excess of 25% is to be considered for tax relief.
The following summaries show projected cash balance through June 30, 2013.
City of Iowa City
Fund Balance Projections by Major Fund
FY2011 – 2013
General Debt Service Capital Non-Major Total Govt.Business-Typ e Total
Fund Fund Projects Funds Funds Funds All Funds
Annual Report
FY2011
Beginning Balance 27,541,067 12,813,002 12,057,292 465,973 52,877,334 103,090,523 155,967,857
Actual Revenues 59,797,006 24,617,198 34,832,303 38,249,390 157,495,897 70,097,047 227,592,944
Actual Expenditures (50,807,135) (14,118,274) (27,753,986) (33,908,038) (126,587,433) (93,454,119) (220,041,552)
Ending Balance 36,530,938 23,311,926 19,135,609 4,807,325 83,785,798 79,733,451 163,519,249
Re-Estimated
FY2012
Beginning Balance 36,530,938 23,311,926 19,135,609 4,807,325 83,785,798 79,733,451 163,519,249
Revenue 61,885,608 15,305,002 92,603,831 39,917,656 209,712,097 107,998,567 317,710,664
Expenditures (81,371,086) (28,725,872) (104,694,174) (41,519,496) (256,310,628) (123,914,451) (380,225,079)
Ending Balance 17,045,460 9,891,056 7,045,266 3,205,485 37,187,267 63,817,567 101,004,834
Budget
FY2013
Beginning Balance 17,045,460 9,891,056 7,045,266 3,205,485 37,187,267 63,817,567 101,004,834
Revenue 57,735,884 14,237,901 35,780,266 21,696,847 129,450,898 85,619,083 215,069,981
Expenditures (57,497,737) (20,226,046) (35,926,815) (21,838,728) (135,489,326) (89,182,749) (224,672,075)
Ending Balance 17,283,607 3,902,911 6,898,717 3,063,604 31,148,839 60,253,901 91,402,740
Fund Type
Overall, the City’s fund balance is projected to decrease by $9.6 million in FY2013 due
to redemption of $5.6 million in General Obligation Bonds, Series 2004 from tax
increment financing cash on hand (Debt Service Fund); and a July 1, 2012 advance
refunding of $4.9 million Water Revenue Bonds, Series 2002 from bond proceeds
received in FY2012 (Business-Type Funds).
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City of Iowa City
Projected Changes in Fund Balance - FY2013
Estimated Total Estimated
Beginning Total Disburse- Ending
Fund Balance Receipts ments Balance
1 General 18,584,519 57,735,884 57,497,737 18,822,666
2 Debt Service 9,891,052 14,237,901 20,226,046 3,902,907
3 Capital Projects - Gen. Government 3,529,148 35,780,266 35,926,815 3,382,599
4 Capital Projects - Proprietary 315,007 25,419,500 31,222,673 (5,488,166)
5 CDBG & CDBG Rehab 1,802,268 703,173 698,542 1,806,899
6 HOME Program 131,534 795,893 704,989 222,438
7 Road Use Tax 76,047 6,837,109 6,924,057 (10,901)
8 Other Shared Revenue 29,409 - 390,163 (360,754)
9 Energy Efficiency and Conservation Grant (430,283) 12,000 27,165 (445,448)
10 UniverCity Neighborhood Partnership 78,225 1,910,000 1,916,423 71,802
11 Metropolitan Planning Org. of Johnson Co. 47,576 645,644 663,783 29,437
12 Employee Benefits 1,517,661 9,706,070 9,658,198 1,565,533
13 Peninsula Apartments 68,965 59,728 49,734 78,959
14 TIF (102,516) 507,221 285,931 118,774
15 Council Economic Development Capital (34) - - (34)
16 GRIP-General Rehab. & Improv. Program (81,941) 240,000 240,000 (81,941)
17 Self-Supported Municipal Improv. District - 279,743 279,743 -
18 Perpetual Care 120,932 266 - 121,198
19 Parking 2,688,139 4,863,902 4,351,520 3,200,521
20 Parking Debt Service 1,527,519 846,250 838,975 1,534,794
21 Transit - 6,489,260 6,033,630 455,630
22 Wastewater Treatment 9,066,164 13,110,517 11,329,423 10,847,258
23 Wastewater Treatment Debt Service 12,158,604 4,726,240 6,411,888 10,472,956
24 Water 5,450,012 8,360,557 9,368,041 4,442,528
25 Water Debt Service 9,287,148 2,093,604 2,062,856 9,317,896
26 Refuse Collection 393,863 2,953,839 3,017,382 330,320
27 Landfill 17,767,939 6,816,906 5,315,207 19,269,638
28 Airport 99,210 394,424 393,375 100,259
29 Stormwater Management 98,560 951,914 731,702 318,772
30 Broadband Telecommunications 1,527,107 829,068 783,976 1,572,199
31 Housing Authority 7,557,863 7,763,102 7,322,101 7,998,864
BUDGETARY TOTAL 103,199,697 215,069,981 224,672,075 93,597,603
32 Equipment 6,522,528 5,768,479 5,582,731 6,708,276
33 Risk Management Loss Reserve 2,943,263 900,389 1,138,749 2,704,903
34 Information Technology 2,209,145 1,900,264 1,998,268 2,111,141
35 Central Services 716,878 248,975 189,342 776,511
36 Health Insurance Reserve 7,652,200 7,902,239 7,506,750 8,047,689
37 Dental Insurance Reserve 75,389 358,672 358,495 75,566
NON-BUDGETARY TOTAL 20,119,403 17,079,018 16,774,335 20,424,086
GRAND TOTAL 123,319,100 232,148,999 241,446,410 114,021,689
Notes:
17 Self-Supported Municipal Improvement District approved for taxation beginning in FY2013.
21 Transit Operations were reclassified from General Fund operations to a stand-alone
business-type activity beginning in FY2013.
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City of Iowa City
Personnel Comparison of Full-Time Equivalents
FY2011 - FY2013
Cost Center / Operating Division
FY2011
Adopted
FY2012
Adopted
FY2013
Adopted
Change
in FTEs
FY2012-2013
City Council 7.00 7.00 7.00 -
City Clerk 4.00 4.00 4.00 -
City Attorney 5.60 5.60 5.60 -
City Manager 3.00 3.00 3.00 -
Personnel 4.00 4.00 4.00 -
Finance Administration 2.86 2.65 2.65 -
Accounting*7.00 8.00 8.00 -
Purchasing 4.00 4.00 3.94 (0.06)
Revenue Division 7.88 7.88 7.88 -
Document Services 3.50 4.00 2.00 (2.00)
Tort Liability, Insurance 1.00 1.00 1.00 -
Operations & Maintenance 4.96 4.83 4.83 -
Human Rights 2.50 2.50 2.00 (0.50)
Police Department Administration 5.00 5.00 5.00 -
Criminal Investigation 8.00 9.00 10.00 1.00
Patrol 71.00 69.00 68.00 (1.00)
Records & Identification 6.00 6.00 6.00 -
Crime Prevention 1.00 1.00 1.00 -
Station Master 5.00 5.00 5.00 -
Johnson County Task Force Grant 1.00 1.00 1.00 -
Domestic Violence Grant 1.00 1.00 1.00 -
Fire Department 66.00 65.00 65.00 -
Shelter Operations & Administration 6.00 6.00 6.00 -
HIS Department Administration 2.00 2.00 2.00 -
Building Inspection 7.80 7.80 7.80 -
Housing Inspections 5.75 5.75 5.75 -
Flood Recovery*0.40 0.40 0.40 -
Public Works Administration 2.00 2.00 2.00 -
Engineering Services 12.10 12.10 12.10 -
Parks & Rec Administration 2.00 2.00 2.00 -
Recreation 15.42 15.42 15.42 -
Parks 13.00 13.00 13.00 -
Forestry Operations 3.00 3.00 3.00 -
Cemetery Operations 3.00 3.00 3.00 -
CBD Maintenance Operations 3.00 3.00 3.00 -
Library 43.14 43.64 43.63 (0.01)
Senior Center Operations 6.31 6.50 6.50 -
PCD Department Admin 2.55 2.55 2.55 -
Urban Planning 3.50 3.50 2.50 (1.00)
Neighborhood Services 1.00 1.00 1.00 -
Non-Grant Community Development 1.05 0.85 1.20 0.35
Human Services - 0.15 0.15
Economic Development 1.00 1.00 1.00 -
Total - General Fund 355.32 354.97 351.90 (3.07)
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City of Iowa City
Personnel Comparison of Full-Time Equivalents
FY2011 - FY2013
Cost Center / Operating Division
FY2011
Adopted
FY2012
Adopted
FY2013
Adopted
Change
in FTEs
FY2012-2013
-
Parking Administration & Operations 32.75 32.75 29.25 (3.50)
Transit 56.25 56.25 51.75 (4.50)
Wastewater Treatment Admin. & Ops 25.60 25.40 25.40 -
Water Administration & Operations 32.75 32.75 32.75 -
Refuse Collection Admin. & Operations 20.35 20.35 20.35 -
Landfill Administration & Operations 15.50 17.50 17.50 -
Airport Operations 1.75 1.75 1.00 (0.75)
Cable TV Administration & Support 4.94 4.88 4.88 -
Local Access Pass Through 1.75 1.75 1.75 -
Storm Water Management Operations 1.90 2.10 2.10 -
Iowa City Housing Authority 13.25 13.25 13.13 (0.12)
Total - Business-Type Funds 206.79 208.73 199.86 (8.87)
-
Non-Reimbursable Personnel 0.26 0.55 0.55 -
Road Use Tax - Traffic Engineering 4.15 4.15 4.15 -
Road Use Tax - Street Maint. & Repair 25.50 25.50 25.50 -
UniverCity Neighborhood Partnership 0.20 0.20 -
CDBG Administration 1.28 1.28 1.23 (0.05)
CDBG Rehab-Project Delivery 1.60 1.60 1.40 (0.20)
HOME Administration 0.95 0.95 0.70 (0.25)
Flood Recovery & Mitigation Grants*1.60 1.60 1.60 -
MPO of Johnson Co. - Administration 1.60 1.60 1.60 -
MPO of Jo. Co. - Transportation Planning 4.00 4.00 4.00 -
MPO of Jo. Co. - Human Services 1.00 1.00 - (1.00)
Information Technology Services 11.30 11.80 10.86 (0.94)
General Fleet Maintenance 9.88 9.88 9.50 (0.38)
Equipment Replacement 1.38 1.38 1.25 (0.13)
Mail Service 0.75 0.75 0.75 -
Risk Management Administration 2.01 1.80 1.80 -
Library Development Office Salary 1.00 1.00 1.00 -
Capital Project Administration*3.00 5.00 6.00 1.00
Total - Other Funds 71.26 74.04 72.09 (1.95)
GRAND TOTAL - ALL FUNDS:633.37 637.74 623.85 (13.89)
* FTE count includes temporary permanent position(s), as follows:
Accounting: 1.0 Grant Accountant (FY2012-2013)
Flood Recovery & Mitigation Grants: 2.0 Associate Planner (FY2011-2013)
Capital Project Administration: 1.0 Systems Project Manager - ERP Software (FY2012-2013)
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City of Iowa City
FTE Reconciliation FY2012 - FY2013
From To Net From To Net
1 FTE changes by resolution during FY2011/2012:
Cable Television Division:
Community Programmer 1.00 - (1.00)
Media Production Services Coordinator - 1.00 1.00
City Manager:
Assistant City Manager 1.00 - (1.00)
Assistant to the City Manager - 1.00 1.00
Capital Projects Admin.: Special Projects Engineer - 1.00 1.00
Equipment:
Buyer I - Equip.0.50 0.75 0.25
Equipment Clerk 0.76 0.50 (0.26)
Library:
Librarian II 7.16 7.00 (0.16)
Library Web Specialist 0.75 1.00 0.25
Library Assistant II 1.75 1.00 (0.75)
Library Public Relations Specialist - 0.65 0.65
12.92 13.90 0.98
2 FTE changes due to reassignment of cost center:
Information Tech. Services: Purchasing Clerk - 0.06 0.06
Purchasing: Purchasing Clerk 1.00 0.94 (0.06)
Fire:
Captain/Inspector 1.00 - (1.00)
Firefighter - 1.00 1.00
Police:
Patrol Officer 1.00 - (1.00)
Criminal Investigation Officer - 1.00 1.00
CDBG:
Associate Planner 0.45 0.25 (0.20)
Community Development Coord.0.45 0.40 (0.05)
HOME Program: Associate Planner 0.50 0.25 (0.25)
Human Services: Associate Planner - 0.15 0.15
Non-Grant Community Development:
Associate Planner 0.05 0.35 0.30
Community Development Coord.0.10 0.15 0.05
Parking Admin. & Support:
Operations Supervisor - Trans. Services 2.50 3.00 0.50
M.W. I - Parking 4.00 4.50 0.50
Transit Operations:
Operations Supervisor - Trans. Services 3.50 3.00 (0.50)
M.W. I - Parking 1.00 0.50 (0.50)
15.55 15.55 -
Operating Division / Position
FY2012 Amended FY2013 Adopted
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City of Iowa City
FTE Reconciliation FY2012 - FY2013
From To Net From To NetOperating Division / Position
FY2012 Amended FY2013 Adopted
3 Positions eliminated due to attrition:
Airport - M.W. I 1.00 - (1.00)
Equipment: Equipment Clerk 0.50 - (0.50)
Housing Authority: Section 8 Coord.0.12 - (0.12)
Human Rights: Human Rights Investigator 1.50 1.00 (0.50)
Info.Tech. Services: Sr. Programmer / Analyst 1.00 - (1.00)
MPO of Jo. Co.: Human Services Coordinator 1.00 - (1.00)
Parking:
Parking Enforcement Attendant 6.50 5.00 (1.50)
Cashier 12.25 11.25 (1.00)
M.W. I - Parking Systems 4.50 3.50 (1.00)
M.W. II - Parking Systems (Night)1.00 - (1.00)
Transit:
Custodian 0.50 - (0.50)
M.W. II - Transit 2.00 1.00 (1.00)
Urban Planning: Associate Planner 2.50 1.50 (1.00)
34.37 23.25 (11.12)
4 Positions approved / eliminated
with the FY2013 Budget Proposal:
Airport Operations Specialist 0.75 1.00 0.25
Document Services: Doc. Services Specialist 2.00 - (2.00)
Transit Operations:
M.W. I - Transit 3.00 2.00 (1.00)
Body Repair Mechanic 1.00 - (1.00)
6.75 3.00 (3.75)
Net Change FY2012 - FY2013:
5 Positions eliminated due to attrition:From To Net
Housing Inspections:
Housing/Development Regulations Inspector 1.00 - (1.00)
Housing Inspector 1.00 - (1.00)
Iowa City Housing Authority: Housing Assistant 1.00 - (1.00)
Purchasing: Purchasing Clerk 0.75 - (0.75)
Wastewater: Wastewater Lab Tech 1.00 - (1.00)
4.75 - (4.75)
6 Positions approved by council resolution:From To Net
Finance Administration: Management Analyst - 1.00 1.00
(13.89)
Also of note, a number of significant changes occurred following formal adoption of the FY2013
budget which should be noted. An amendment will be prepared to reduce spending authority in
the following areas:
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GENERAL FUND SUMMARY
Revenues
Expenditures
Fund Balance
F
Y
2
0
1
3
GENERAL FUND
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 FY2013, with
revenue and expenditures projected at $57.5 and $57.3 million, respectively. There are
no new service initiatives with this budget. Transit Operations will be reclassified as a
business-type activity outside of the General Fund as of July 1, 2012. This change is
discussed more thoroughly in this budget’s transmittal letter and within the discussion of
Transit Operations’ FY2013 budget highlights (page 270).
A. General Fund Revenue
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Amended Adopted Projected Projected
1. Property Taxes 34,609,092 36,473,734 36,640,690 37,634,349 38,760,286
2. Other City Taxes 10,224,345 10,449,163 10,367,283 3,826,666 1,850,659
3. Licenses & Permits 1,408,811 1,211,428 1,435,534 1,435,534 1,435,534
4. Use Of Money & Property 137,422 114,396 158,714 158,714 158,714
5. Intergovernmental 3,393,060 3,855,983 2,642,643 2,608,634 2,594,870
6. Charges For Services 5,970,480 5,892,729 4,164,098 4,166,025 4,167,992
7. Miscellaneous 2,167,340 1,564,371 1,668,852 1,668,653 1,656,743
8. Other Financing Sources 1,538,165 2,037,286 387,614 393,940 400,484
Total Revenue:59,448,715$ 61,599,090$ 57,465,428$ 51,892,515$ 51,025,282$
% change from prior year 33.1%3.6%-6.7%-9.7%-1.7%
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1. Property Taxes - Property tax revenue of $36.6 million is the primary funding
source for General Fund operations, providing an estimated sixty-four percent
(64%) of total revenue in FY2013. 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 2002, valuations within the Iowa City corporate
limits have increased an average of eight percent (8%) in revaluation years and
three percent (3%) in non-revaluation years.
Certified valuations reported by the Johnson County Auditor’s office for January 1,
2011 (a revaluation year), served as the basis for estimating property tax revenue
in FY2013. Their report indicates a 2.08% increase in total assessed value from
$4.43 billion to $4.53 billion in the last year.
Assessment Limitation Order / Rollback - The State of Iowa has a statutory
growth limitation of four percent (4%) annually on taxable property valuations by
class (residential, commercial, industrial, etc). Each year, the Department of
Revenue’s Assessment Limitation Order sets a ‘rollback’ value by class which,
when applied, determines taxable valuations. An additional growth restriction is
applied to the residential valuations, limiting growth in taxable value to agricultural
valuations. In other words, the percentage change in taxable valuations for urban
residential property each year is limited to either four percent (4%) or the growth in
agricultural property, whichever is lower.
The following graph illustrates the impact of the rollback on taxable valuations. In
FY2004 the residential rollback exempted $.75 billion of Iowa City’s residential
assessed valuation. In FY2013 the residential rollback will exempt $1.6 billion of
residential assessed valuations. The rollback for FY2013 is 50.7518%, compared
to 48.5299% for last year. This change amounts to an increase of 4.5% in taxable
valuation.
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Taxable Valuation - Iowa City’s aggregate taxable valuation for FY2013 has
increased 4.25% for the debt service levy and 4.22% for operating levies over
FY2012.
2. Other City Taxes – This category, estimated at $10.4 million in FY2013, includes
local option sales tax revenue of $8.6 million, $740,000 in Hotel Motel Taxes,
$411,000 in gas and electric excise taxes, and $578,000 in utility franchise taxes.
a) Local Option Sales Tax: A one percent (1%) sales tax was approved by voter
referendum on May 5, 2009, to provide funding for “remediation, repair and
protection of flood-impacted public infrastructure”. Sales tax revenue is being
receipted into the General Fund and transferred to the following capital projects
designated by city Council as priorities under this definition: relocation of
facilities at North Wastewater, elevation of North Dubuque Street and the
reconstruction of Park Road Bridge. The sales tax went into effect on July 1,
2009 and sunsets on June 30, 2013.
b) Hotel Motel Tax: This revenue source is a state-administered tax.
Estimated at $740,000 in FY2013, 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%
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c) 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.
d) 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 $853,000 estimate for FY2013, $578,000 will go to the City’s General
Fund for maintenance of the right-of-way and operational costs associated with
Fire Station #4. The remaining $275,000 is for recurring Capital Improvement
Projects (CIP) in the right of way.
3. Licenses & Permits –
This category consists of revenue received for building and rental housing
permits/inspections, plumbing license and taxi license fees; beer, liquor and
cigarette permit/license fees (state regulated), sign permits, burial permits, animal
licensing and some miscellaneous fees. The FY2013 budget for Licenses and
Permits is estimated at $1.4 million. The Housing Inspections Division has
recommended an increase of 5% on rental inspections.
4. Use of Money & Property – This revenue source consists of interest income and
is budgeted at $158,714 for FY2013.
5. Intergovernmental revenue is estimated at $2.6 million in FY2013, a reduction
of $1.2 million in federal and state Transit operating grants. This revenue
category includes state and federal grants, 28-E agreements, and contracts with
local governmental entities.
The majority of intergovernmental revenue is the result of 28E agreements with
local entities for services provided to area residents, as shown in the following
schedule. The largest of these agreements is for fire protection services to the
University of Iowa, estimated at $1.6 million in FY2013, with $1.4 million receipted
into the General Fund. The remainder is deposited into the Employee Benefits
Fund as reimbursement for a percentage of Fire employee benefits.
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FY2011 FY2012 FY2013 FY2014 FY2015
Intergovernmental Funding Actual Amended Adopted Projected Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 65,712$ 92,500$ 122,001$ 122,001$ 122,001$
IC Comm. Schools - Mercer Pool 117,908 98,163 99,404 99,404 99,404
County, Univ Heights, Hills - Library 417,592 424,363 423,840 423,840 423,840
Johnson County - Senior Center*75,000 77,250 166,084 166,084 166,084
University Heights - Transit Services 32,844 33,279 - - -
UI, County, Coralville Contribution
Joint Public Safety Equipment Purchase 45,805 10,000 5,000 5,000 5,000
Local Governmental Revenue:754,861 735,555 816,329 816,329 816,329
State Revenue:
Monies & Credits 25,352 13,000 13,000 13,000 13,000
Transit Assistance 503,330 355,099 - - -
Transit - Federal Pass-thru 91,035 91,035 - - -
Public Safety Grants 266,129 191,875 178,392 178,392 178,392
University of Iowa - Fire Protection 1,337,970 1,487,372 1,581,845 1,547,206 1,532,801
University of Iowa -Library Services 35,000 35,000 35,000 35,630 36,271
Total State Revenue:2,258,816 2,173,381 1,808,237 1,774,228 1,760,464
Federal Revenue:
Transit FTA Operating Grants 181,023 904,110 - - -
P ubl ic Safety Grants 27,405 40,137 17,203 17,203 17,203
FEMA Assistance / Reimbursements 159,224 - - - -
Total Federal Revenue:367,652 944,247 17,203 17,203 17,203
Misc. Other Intergovernmental 11,731 2,800 874 874 874
Total - Intergovernmental Funding: 3,393,060$ 3,855,983$ 2,642,643$ 2,608,634$ 2,594,870$
*Note: Senior Center funding from Johnson County was proposed at $166,000 for FY2013, based on the percentage of
members living outside of Iowa City's corporate limits. Subsequent to budget adoption, the Johnson County Board
of Supervisors approved funding of $70,000. The FY2013 budget w ill be amended on July 1, 2012 to reflect this
change. Senior Center staff are working with city administrators in order to identify other potential funding sources
at this time.
6. Charges for Services are estimated at $4.2 million in FY2013. This revenue category
is reduced by the exclusion of Transit revenues of $1.6 million. Included within this
category is an administrative chargeback of $2.6 million to the City’s proprietary funds
for services rendered by administrative divisions. Other divisions with fee-based
services include: Parks and Recreation, Police (special events, contracted services),
Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery
services.
7. Miscellaneous Revenue - Miscellaneous revenue is estimated to receive $1.7 million
in FY2013. This category includes a variety of revenue sources, including parking
fines ($480,000), magistrate court fines and surcharges related to code enforcement
($391,000) and library fines ($212,000).
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8. Other Financing Sources include proceeds from the sale of assets, allocation of
funds to equipment replacement reserves, and operating support from other funds
for specific staff positions. The category is budgeted at $388,000 in FY2013.
Transactions that occurred within this category in prior years include the following:
capital project funding of $3.9 million to 420th Street industrial park from the
General Fund cash balance. Also, $1.5 million for Fire Station #4 construction, this
transaction and the remodeling of Fire Station #2 were financed by loans from the
Landfill fund. Future years require the General Fund to repay annual principal and
interest payments to the Landfill fund.
B. GENERAL FUND EXPENDITURES
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Amended Adopted Projected Projected
1. Personnel
34,092,828 38,440,699 34,083,692 35,473,962 36,695,826
2. Services
8,881,362 9,845,103 7,823,727 8,040,831 7,929,906
3. Supplies
2,039,948 2,784,206 1,497,222 1,526,313 1,555,961
4. Capital Outlay
1,895,070 1,577,387 1,365,034 1,046,950 1,055,808
5. Transfers Out 3,635,447 28,156,340 12,144,393 5,540,843 3,599,968
6. Contingency - 362,638 337,500 337,500 337,500
Total Expenditures: 50,544,655 81,166,373 57,251,568 51,966,399 51,174,969
% Change 7.5% 60.6% -29.5% -9.2% -1.5%
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1. Personnel –Personnel costs account for approximately sixty percent (60%) of
budgeted expenditures within the General Fund in FY2013. Total costs are $4.3
million less than last year due to the reclassification of Transit Operations and the
return to 26 paydays per annum (versus 27 paydays in FY2012). Employee benefit
costs are discussed in greater detail in this document’s transmittal letter.
2. Services – Expenditures for services are budgeted at $7.8 million in FY2013. Initial
projections were based on FY2011 actual expenditures and projected at two percent
(2%) annually. This is in line with the Consumer Price Index for All Urban
Consumers (CPI-U) from May, 2012 (excluding food and energy), which indicates a
2.3% change in service expenditures from May, 2011.
A number of operating costs within the services category have more specific
inflationary guidelines and methods of projection. This includes funding for the self-
insured Risk Management (Loss Reserve) Fund; 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:
$276,173 Aid to Human Service Agencies
$120,882 Community Event / Program Funding
$186,382 ICCVB – Community / Economic Development Assistance
$151,016 Economic Development Assistance
Reclassification of Transit Operations reduced this category by $1.3 million in
FY2013. When excluding Transit Operations from FY2012 expenditures for analytic
purposes, the services expenditure category is up only half a percent (.5%) in
FY2013.
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. 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 $1.4 million in FY2013
and includes police vehicle replacements, library materials, operating equipment,
and building maintenance and improvements of $5,000 or greater.
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5. Transfers Out – This category is budgeted at $9.3 million in FY2013. Transfers out
include local option sales tax funding of $8.5 million for the Iowa City Gateway
Project (Dubuque Street and Park Road Bridge). The FY2012 budget has carryover
appropriation authority of $28.2 million. That includes project funding for the Iowa
City Gateway Project in the amount of $9.2 million and project funding for the South
Wastewater Plant Expansion in the amount of $12.6 million. These two projects
utilize the one cent sales tax revenue for flood impacted infrastructure. Also in
FY2012, there is a transfer of $3.8 million to the 420th Street Industrial Park and
loan financing of $1.5 million for the construction of Fire Station #4.
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 reappropriation by formal amendment, subject
to recommendation from the Finance Director and City Manager, and approval by
City Council. Contingency is budgeted at ¾ of one percent (1%) of General Fund
expenditures (excluding transfers) - approximately $337,500 in FY2013.
C. FUND BALANCE
It is part of the City’s Financial Reserves policy that General Fund’s unassigned fund
balance not fall below fifteen percent (15%) of expenditures, with a ceiling of twenty-
five percent (25%). During the FY2010 budget process, City Council further revised
this policy, stating that fund balance in excess of twenty-five percent (25%) of
expenditures could be considered for tax relief. In FY2012, $3.8 million of the
unassigned balance was utilized to finance the 420th Street Industrial Park in lieu of a
loan from the Landfill fund.
General Fund’s unassigned fund balance is relied upon to provide cash flow during the
first quarter of the fiscal year as the majority of property taxes are not received until
October/November. The following chart demonstrates how expenditures have
exceeded receipts in the first three months over the past ten years.
3 Months
@ Sept. Receipts Expenditures Shortfall
FY2012 12,090,490$ 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)
FY2005 6,040,943 10,889,278 (4,848,334)
FY2004 4,595,488 11,049,590 (6,454,102)
FY2003 4,806,797 9,410,440 (4,603,643)
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In February, 2009, the Government Finance Officers Association (GFOA) released
GASB Statement No. 54, which redefines the terminology used for fund balance
reporting. Following is a summary of General Fund balances utilizing the new
definitions.
FY2011 FY2012 FY2013 FY2014 FY2015
Actual Amended Adopted Projected Projected
Unassigned:18,508,052$ 14,974,708$ 15,250,990$ 15,239,528$ 15,152,263$
Assigned:
(Available for current and / or future operations)
Fire Dept. Donations 500 500 500 500 500
Honor Guard Donation 1,054 1,054 1,054 1,054 1,054
Police Department Donations 1,448 1,448 1,448 1,448 1,448
Cemetery Flags & Flagpoles Program 1,212 1,212 1,212 1,212 1,212
4,215$ 4,215$ 4,215$ 4,215$ 4,215$
Committed:
(Available for current and / or future operations)
Library Equipment Replacement Reserve 103,721 123,175 142,629 162,083 181,537
Park Land Acquisition Reserve 185,733 185,733 185,733 185,733 185,733
Library Computer Replacement Reserve 97,564 140,532 183,500 226,468 269,436
Park Land Development Reserve 23,437 23,437 23,437 23,437 23,437
Transit Reserve: Grant & Levy Restrictions 1,920,703 - - - -
Fire Equipment Replacement Reserve 487,207 487,207 487,207 487,207 487,207
2,818,365$ 960,084$ 1,022,506$ 1,084,928$ 1,147,350$
Restricted
(Not available for general operations)
Police Forfeiture Share 440,995 440,995 440,995 440,995 440,995
Local Option Sales Tax 14,050,814 - - - -
Restricted Cash (Develop/Constr Escrows) 1,629,765 1,629,765 1,629,765 1,629,765 1,629,765
Restricted Fund Balance:
(Forfeitures, Dev./Constr. Escrows)16,121,574$ 2,070,760$ 2,070,760$ 2,070,760$ 2,070,760$
General Fund Ending Fund Balance 37,452,206$ 18,009,766$ 18,348,470$ 18,399,430$ 18,374,587$
Unassigned Fund Balance
as a % of Expenditures:37% 18% 27% 29% 30%
General Fund
Assigned, Committed & Restricted Fund Balance
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GOVERNMENT ACTIVITIES
PUBLIC SAFETY
Police
Animal Services
Deer Control
Fire
Housing & Inspection Services
F
Y
2
0
1
3
Police Chief: Sam Hargadine
Field Operations: Captain Rick Wyss
Administrative Services: Captain Jim Steffen
Administrative Office Location: 410 E. Washington St.
Phone (Front desk/non-emergency): (319) 356-5275
MISSION STATEMENT/GOALS
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.
The Police Department’s goals further the City’s strategic plan goals of: Neighborhood
Stabilization, Planning and Development of the Downtown and Near Downtown Areas,
and Coordinated Communication and Customer Service Orientation.
OBJECTIVES
1. Addressing the downtown bar scene, neighborhood house parties and the
related underage drinking and intoxication related offenses.
2. Minimizing the effects of gangs and drugs on the community.
3. Establishing strategies to free up officer time for increasing Community Policing
presence.
4. Effectively utilize the new Juvenile Investigator that was added to the
Investigations Unit to address growing problems related to juvenile crime.
POLICE DEPARTMENT SUMMARY
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PERFORMANCE MEASURES*
2007 2008 2009 2010
Total PAULA Arrests
(Objective #1) 1002 879 852 529
Total DUI Arrests
(Objective #1) 486 424 419 319
Total Violent Crimes
(Objective #2) 253 259 247 188
Total Property Crimes
(Objective #2) 1526 1688 1575 1541
Number of Officers
(Objective #3) 73 72 74 80
Total Juvenile Violent
Crime Arrests
(Objective #4)
9 16 15 Not available
Total Juvenile Property
Crime Arrests
(Objective #4)
114 118 96 Not available
*A full performance measure report is available in Appendix A of this document.
FY 2012 HIGHLIGHTS
This past year saw a couple of major projects come to fruition. For years the police
department has needed to move its evidence storage from the basement of the Wilson
Building due to deteriorating conditions. Mold and rodents were a constant problem and
space is limited within the Police Department. For at least five years we have relocated
our evidence storage in the basement of the Water Treatment Facility. Knowing that this
is a temporary solution it gives us time to participate in a space needs study and lobby
for new quarters for future expansion.
The second project was the completion of the Joint Emergency Communications Center
(JECC) where two 911 answering centers were merged into one state of the art
dispatching center. The police department lost 12 communication dispatch employees,
but gained five Station Master positions that run the front desk operation 24 hours a
day, seven days a week.
Major ordinance revisions occurred during this year. A juvenile curfew was enacted by
the City Council and a “21 Only” bar ordinance was enacted also by council and later
upheld by the voting citizens. Both of these ordinances have had a favorable impact on
the quality of life in Iowa City. Citizen involvement and organized neighborhoods
contributed greatly as well.
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Police
Chief of Police
ADMINISTRATION
1 Police Captain
1 Sergeant
1 Administrative Secretary
1 Computer Systems Analyst
CRIMINAL INVESTIGATION
1 Lieutenant
1 Sergeant
8 Police Officers
RECORDS & IDENTIFICATION
1 Police Sergeant
1 Records Supervisor
2 Senior Records Clerks
2 Records Clerks
PATROL
1 Captain
3 Lieutenants
6 Sergeants
53 Police Officers
4 Community Service Officers
1 Community Service Officer - Evidence
CRIME PREVENTION
1 Crime Prevention Officer STATIONMASTER
5 CSO/Station Masters
GRANTS
1 Domestic Violence Grant Police Officer
1 Jo. County Task Force Grant Officer
ANIMAL SERVICES
1 Animal Control Supervisor
2 Animal Services Officers
1 Animal Care Assistant
2 Animal Care Technicians
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DEPARTMENT: POLICE
DIVISION: ADMINISTRATION
DESCRIPTION OF ACTIVITIES
The Police Department’s administration division is responsible for oversight of
police computer and technology systems, property and evidence, training and
accreditation, planning and research and the following operating budgets:
Patrol
Criminal Investigations
Records & Identification
Station Master
School Crossing Guards
Training Intervention Procedures (TIPS) & Citizens Police Academy
Johnson County Task Force Grant
Domestic Violence Grant
Animal Services
Computer and Technology Systems:
One civilian employee is tasked with the responsibility for the police information
technology, CAD system support, records integration and technology for the
Police Department. This includes wireless solutions and communication
upgrades and the day to day support of all police computer hardware and
software both in the station and mobile applications in the field. He is
responsible to coordinate preparation, testing and implementation of computer
programs and systems for department operations, assists in development of
computer applications for the police department, coordinates computer usage,
training, hardware and software maintenance and implementation, acts as liaison
and interfaces with other city/outside agencies. He is also responsible to
formulate computer system requirements and procedures for processing data,
analyzes existing procedures and information requirements for computer
applications, troubleshoots computer hardware and software problems and other
police-related technology problems and determines the appropriate corrective
action. This position maintains inventories, orders specialized computer supplies
and equipment and provides computer training and education for department
staff as required. Additionally, he participates in intra-governmental and
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intergovernmental teams to evaluate technology-related projects, monitors
systems use, participates in professional development to remain current on
computer and other technology innovations and makes recommendations as
needed.
Property and Evidence:
Property and Evidence maintain all property turned in to the department,
including found property and that which is held for evidentiary purposes.
Evidentiary items are prepared by staff for transport to applicable lab facilities,
carefully recording the disposition of property when it is removed from the
department. Staff is also responsible for the return and final disposition of the
property.
Training and Accreditation:
This position is responsible for coordinating, documenting, and developing all the
training for the Iowa City Police Department. Another large portion of his duties
is to oversee the review of current general orders and the generation of new
orders as part of the CALEA Accreditation process.
Planning and Research:
Staff assigned to Planning and Research provide analysis of statistical
information in order to identify trends in the community. This helps determine
how departmental resources are best deployed. Planning and Research also
ensures the integrity of departmental documentation, and serves as the Media
Public Information Officer.
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DEPARTMENT: POLICE DEPARTMENT
DIVISION: PATROL
DESCRIPTION OF ACTIVITIES
Personnel assigned to patrol operations are responsible for responding to calls for
service and in-progress crimes. The officers assigned to the Uniform Patrol section
carry out these duties year round, around the clock. Additionally, they participate in
proactive patrol, enforce applicable laws, and are responsible for providing the
community a point of contact for events which occur within their assigned area or “beat”.
Officers assigned to the Patrol section are assigned to a specific watch, which is
generally an eight-hour block of time during which the officer carries out their duties.
The beat to which the officers are assigned is determined by the Watch Commander,
who holds the rank of Lieutenant, and Field Supervisors, who hold the rank of Sergeant.
Once officers are assigned to a beat, they are generally responsible for providing a
police response to all incidents which occur in that beat during their watch. Beat officers
are expected to establish or enhance communication between the Department and
those residents, business employees, school officials and others within their beat so
that the Department can be responsive to concerns. The beat officer is truly the “face of
the Department” for many residents. Within the patrol unit, Officers are selected to
receive specialized training, to including a Special Response Team, Crisis Negotiation
Team, two K9 Units, one member on the Johnson County Metro Bomb Team, Field
Training Officers and Crime Scene Technicians.
Revenue: While the majority of the Patrol Division’s revenue comes from General Levy
property taxes, the Division does receive revenue from the reimbursement of costs
associated with special events, the hotel/motel tax, and a small number of grants. The
revenue generated from special event contracted patrol services is typically associated
with events that require street closure; these revenues are reflected in cost center
421240.
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DEPARTMENT: POLICE DEPARTMENT
DIVISION: CRIMINAL INVESTIGATIONS
DESCRIPTION OF ACTIVITIES
The investigation unit is comprised of thirteen sworn officers, a sergeant and a
lieutenant. The Unit’s primary function is to provide support to the Patrol Division by
following through on investigations and complaints initially answered by uniformed
officers. Police Investigations was established to solve crimes through the questioning
victims, witnesses and suspects, accumulating physical evidence at the scene of a
crime and by tracing stolen property or vehicles associated with a crime.
There are six general investigators who focus on financial crimes, sex crimes, assaults,
crimes against people and property crimes. These investigators have received
specialized training in a number of areas including; sex crimes, processing crime
scenes, homicides, and financial crimes.
One officer is assigned as a computer and other electronic forensics investigator. This
investigator works on cultivating evidence from electronic equipment that has been
seized, assists with crimes that are perpetrated over the internet, and works with the
Iowa Internet Crimes Against Children Task Force to counter the emerging threat of
offenders using the internet or other online technology to exploit children.
One officer is assigned as a juvenile investigator. This investigator follows up leads on
cases that involve juvenile victims and suspects. They work closely with the Iowa City
Community School District, Juvenile Court, Department of Human Services, and the
County Attorney’s office through all phases of cases involving juveniles.
Three officers are assigned to the Street Crimes Action Team (SCAT). SCAT
investigators continue to operate under the mission and philosophy of engaging in the
proactive investigation and enforcement of street level criminal and narcotic
investigations. The unit assumes additional responsibilities of investigating crimes of
violence such as home invasions, robberies, weapon violations, gang activity, as well as
a providing for a rapid response to problem locations which may require a sustained
operation to reach successful resolution.
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DEPARTMENT: POLICE DEPARTMENT
DIVISION: GRANTS
DESCRIPTION OF ACTIVITIES
Johnson County Drug Task Force Grant:
One officer is assigned as a narcotics investigator. They investigate drug trafficking and
assist in drug overdose death investigations. They are a member of the Johnson
County Drug Task Force and the Cedar Rapids DEA task force. This investigator works
closely with State and Federal agencies. The position of the narcotics investigator is
partially paid through the Governor’s Office on Drug Control Policy (ODCP) from the
federally funded Byrne-JAG grant. The statistics generated through this grant are
reported to the ODCP on a monthly basis. The grant also requires a semi-annual and
annual report, along with a yearly audit and onsite inspection.
Domestic Violence Grant:
One officer is assigned as the domestic violence investigator. They follow up with
victims whose perpetrator meets the definition of a domestic partner under the state
code. This investigator works closely with the Domestic Violence Intervention Program
and the Rape Victim Advocacy Program. This is funded in part from a grant received
from the US Department of Justice, Office on Violence Against Women, which is
administered by the Iowa Crime Victim Assistance Division of the Iowa Attorney
General’s Office. The domestic violence investigator also is required to make monthly,
quarterly and annual reports to the state on the cases that are reported.
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DEPARTMENT: POLICE DEPARTMENT
DIVISION: ANIMAL SERVICES
MISSION STATEMENT/GOALS
Protect the health and safety of the public and animals through the enforcement of local
and state laws. Operate a facility that embodies best practice standards in the humane
treatment and housing of all animals in our care. Reduce euthanasia by promoting
responsible pet care of all animals through education, progressive animal placement
programs, and compassionate accessible population control resources. Provide
programs and services that engage the public with the animal shelter community.
Maintain a high standard of integrity, commitment, compassion and professionalism.
DESCRIPTION OF ACTIVITIES
Field Enforcement: The division’s two animal service officers, under the direction of
the supervisor, are responsible for ensuring public health and safety through the
enforcement of laws and ordinances which pertain to animals, issuance of licenses and
permits for the keeping of animals both privately and commercially, investigation of
animal neglect and cruelty including animal fighting, management of urban wildlife, the
capture of stray domestic pets, livestock and exotic animals, and the quarantine of biting
animals. Officers are also involved in public education throughout the community and
within the Iowa City school district with regard to responsible care of animals, bite
prevention, zoonotic disease prevention, and population control. Officers respond to
service requests within Iowa City and contracted jurisdictions within Johnson County.
Animal Care and Adoption Center: The Iowa City Animal Care and Adoption Center
is operated by the Animal Services division for the purpose of housing and caring for
stray and abandoned animals throughout the Johnson County area. The Center houses
approximately 125 animals per day. Two Animal Care Technicians (ACT’s) and two
temporary kennel assistants, under the direction of the supervisor, are responsible for
the daily care and cleaning of all animals and holding areas, medical treatments,
screening tests, exercise of animals, evaluation of temperament, and record keeping for
each individual animal. Animal Care Technicians work directly with the public, assisting
them with information about animals available for adoption.
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One Animal Center Assistant and one temporary Center Assistant under the direction of
the supervisor are responsible for office functions including the sale of animal licenses,
permits, dog park tags, data input, preparation of adoption documents, statistical
documentation for regional billing, and public relations.
Facility Replacement and Local Animal Service Agreements: The City is currently
in the process of replacing the Animal Care and Adoption Center that was irreparably
damaged during the flood of 2008. The Division currently operates out of a temporary
facility on Sand Road. The new facility, to be constructed on Napoleon Lane, is slated
to be funded through a combination of FEMA and State reimbursements, City funds,
private donations, and contributions from local jurisdictions that will participate
financially in the ongoing operation of the facility. CIP funds budgeted for FY 2012 will
be carried forward to fund this facility, which is in the design process and is projected to
be completed during FY 2015. The service area and exact size of the facility remain
unknown as of the printing of this budget; agreements with local jurisdictions that will
contract with the City for animal services are being finalized.
Non-recurring CIP project impact on operating costs: It is not expected that the
new facility will substantially affect the Division’s operating costs. When the new facility
becomes operational, the Division will no longer budget for the temporary facility lease
payments. No staffing changes are expected.
Animal Services
Animal Center Assistant
2 Animal Care Technicians
2 Animal Services Officers
Animal Control Supervisor
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Fire Chief: Andy Rocca
Deputy Fire Chief: Roger Jensen
Administrative Office Location: 410 E. Washington St.
Phone (Administration/non-emergency): (319) 356-5260
DESCRIPTION OF ACTIVITIES
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, Special Operations
Response Team, and Homeland Security and Emergency Management.
The department is organized into four functional program areas: Administration
and Support, Fire Prevention, Fire Emergency Operations, and Fire Training and
FIRE DEPARTMENT SUMMARY
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Equipment. The Administration and Support 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 Fire Chief reports to the City
Manager. The Deputy Fire Chief is the second in command officer in the
department and is responsible for homeland security initiatives, fire service
accreditation, the maintenance and purchase computer hardware and software,
and other special projects. The Battalion Chief assigned to the Administration
and Support Division is responsible for maintenance of buildings and grounds,
calendar administration, the Health & Safety Committee, uniforms, physicals and
immunizations. The Administrative Secretary performs a wide variety of office-
related duties to include: office receptionist, personnel transactions, payroll, bill
processing, and maintaining office supplies and office machines.
The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire
Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is
directly responsible for organizing all fire prevention activities, including fire/arson
investigation, code enforcement inspections, and public education. A shift fire
inspector conducts inspections of liquor license establishments, schools, day
care centers, churches, and City buildings. Emergency operations personnel
conduct fire safety inspections of all commercial and University of Iowa buildings.
The 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 directl y
responsible for all emergency incident response including: fire suppression,
emergency medical responses, hazardous materials responses, and technical
rescue.
The Training and Equipment Division is under the direction of the assigned
Battalion Chief and the Training Officer. They plan, develop, and coordinate in-
house training activities with the assistance of the Training Committee. This
division is directly responsible for training in the areas of emergency medical
services, technical rescue, fire suppression, and hazardous materials; The
Division is also responsible for purchasing tools, equipment, radios, protective
clothing; and purchase and repair of fire apparatus.
In addition to responding to over 4,400 emergency incidents annually, the Iowa
City Fire Department provides proactive prevention services, such as fire safety
inspections of commercial and University properties, site plan reviews, and fire
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and environmental safety education. The department’s community-driven
strategic plan for fire protection services will guide the department’s path into the
future. The department attained accredited agency status through the
Commission on Fire Accreditation International in 2008. The department
Training Center is a regional facility that articulates with the Iowa Fire Service
Training Bureau, Kirkwood Community College, and the Johnson County Mutual
Aid Association. Iowa City Fire Department community projects include: fire
safety education, fire station tours, juvenile firesetters 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.
MISSION STATEMENT/GOALS
The mission of the Iowa City Fire Department is to protect our community by
providing progressive, high quality emergency and preventive services.
The Fire Department’s strategic plan and annual goals directly support the City’s
strategic plan goals of Neighborhood Stabilization and Coordinated
Communication and Customer Service Orientation.
OBJECTIVES
1. Improve emergency response times through data analysis and continuous
improvement
2. Protect the community through fire prevention programs and services
3. Respond to emergency calls for service (fire, medical, haz-mat, and technical
rescue)
4. Conduct individual, company, shift, and department training
5. Maintain facilities, apparatus, and equipment
6. Update the Fire Department FY2011-2016 Strategic Plan
Performance Measures: A full performance measure report is available in
Appendix A of this document, in addition to the measures presented below.
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PERFORMANCE MEASURES
2008 2009 2010 2011
Average Response Time,
Fire Incident
(Objective #1)
5:34 5:43 5:30 4:48
Average Response Time,
Non-Fire Incident
(Objective #1)
5:53 5:23 6:10 4:52
Structure/Non-structure
Fires per 1000 Population
(Objective #2)
2.61 2.55 2.62 2.50
Total Structure Fires
(Objective #2) 77 59 85 72
Total Non-Structure Fires
(Objective #2) 100 114 93 100
Total Residential
Structure Fires
(Objective #2)
57 42 62 51
Total 1 or 2 Family
Residential Structure
Fires
(Objective #2)
17 20 24 23
Total Commercial Fires
(Objective #2) 69 87 79 88
Total Industrial Fires
(Objective #2) 1 2 3 5
Non-Fire incidents per
1000 Population
(Objective #3)
60.20 58.75 63.29 65.07
Total Non-Fire Incidents
(Objective #3) 4,080 3,982 4,295 4,470
Sworn Firefighters per
1000 Population .82 .82 .82 .93
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Fire Department
Administration
Fire Chief
Support Services
Admin Secretary
Administration /
Special Projects
Deputy Fire Chief
Shift A
1.0 Captain
4.0 Lieutenants
14.0 Firefighters
Shift B
1.0 Captain
4.0 Lieutenants
14.0 Firefighters
Training Officer /
Lieutenant
Fire Prevention
Battalion
Chief/Fire
Marshall
Training/
Equipment
Battalion Chief
(56 hrs/wk)
Emergency
Operations
Battalion Chief
(56 hrs/wk)
Administration/
Support
Battalion Chief
(56 hrs/wk)
Shift C
1.0 Captain
4.0 Lieutenants
14.0 Firefighters
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Housing and Inspection Services Director: Doug Boothroy
Senior Building Inspector: Tim Hennes
Senior Housing Inspector: Stan Laverman
Housing Administrator: Steve Rackis
Office Location: 410 E. Washington St.
Phone: (319) 356-5120
DESCRIPTION OF ACTIVITIES
Housing and Inspections Services Department (HIS) includes the following General
Fund cost centers: HIS Administration, Building Inspection, and Housing Inspection.
The Iowa City Housing Authority, also part of HIS, is funded with federal grants and
shown separately here for this reason.
The Building Inspection Division enforces a number of codes and ordinances which
relate to new construction and the maintenance of existing structures in order to protect
the health and safety of the general public, and is entirely supported by permit and
inspection-related fees. The division issues building permits for new construction,
additions, alterations and repairs, sign and professional permits including mechanical,
plumbing, fire sprinkler, and alarms. All building site plans are reviewed and inspections
are conducted to ensure safe and proper construction in adherence with code. The
division also enforces zoning ordinances and responds to complaints of nuisance-
related ordinance violations.
The Housing Inspection Division inspects more than 16,780 rental units annually,
working with property owners, managers, and tenants to ensure conformance with the
Iowa City Housing Code. Code language establishes minimum health and safety
standards considered necessary to protect and promote the welfare of tenants and the
general public. The division also enforces zoning ordinances and responds to
complaints of nuisance-related ordinance violations.
The Iowa City Housing Authority (ICHA) 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 funding for all inspection services is projected to come from permit and inspection
fees in FY2013.
HOUSING & INSPECTION SERVICES
DEPARTMENT SUMMARY
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MISSION STATEMENT/GOALS
The department is responsible for enforcing a broad range of public health and safety
regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.)
to protect the health, safety, and welfare of the general public. In addition, the
department is responsible for providing affordable housing opportunities through the
Housing Choice Voucher, Public Housing, and Homeownership programs.
The Housing and Inspection Services Department goals further the City’s strategic plan
goals of: Neighborhood Stabilization, Economic and Community Development, and
Planning and Development of the Downtown and Near Downtown Areas.
OBJECTIVES
1. The inspection of all rental properties located in the City on a two year cycle.
2. Administration and compliance of the codes and ordinances adopted by the City
of Iowa City that regulate buildings and properties located in the City.
3. Ensure that those individuals and companies that do business in the City meet
the regulatory standards set forth in the building code and local ordinances for
business and occupation in which they are operating.
4. Investigating and resolving housing and nuisance complaints for all properties.
5. Maintain a 90% lease-up rate (100% for the 5 1-bedroom and 4 2-bedroom units)
for the Peninsula Apartments.
PERFORMANCE MEASURES*
2008 2009 2010
Active Rental Permits
(Objective #1) 3,584 3,658 3,768
Percent of Rental Voluntary
Compliance
(Objective #1)
98.5% 98% 98.6%
Building Permits Issued
(Objective #2) 889 704 779
Construction Permits Issued
(Objective #2) 2,945 2,172 2,384
Zoning/Nuisance Complaints
(Objective #4) 2,026 2,053 2,140
Housing Authority Federal
Revenue $6,307,111 $6,643,329 $7,793,433
Housing Authority Rental Revenue
(Objective #5) $145,438 $179,485 $180,311
* A full performance measure report is available in Appendix A of this document.
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Administration
Iowa City Housing
Authority Building Inspection
Housing & Inspection Services
Housing Inspection
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DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: ADMINISTRATION
MISSION STATEMENT
Support departmental divisions (i.e., Housing Authority, Building Inspection, and
Housing Inspection) to provide high quality, proactive services and programs that
protect and enhance the quality of life for all citizens through opportunities for
affordable housing (i.e., Section 8 Rental Assistance Program, Public Housing,
and Homeownership) and the equitable, timely, and effective enforcement of land
use regulations (i.e., zoning, nuisance, rental housing, building codes, etc.) while
conserving the integrity of neighborhoods.
OBJECTIVES
Assist all department divisions in meeting their objectives.
Provide a higher degree of supervisory, administrative and professional
development and performance by all division heads.
Complete all assigned projects and schedules prescribed by the City
Manager.
Promote customer service as the mission for everyone in the department.
FY2013 HIGHLIGHTS
The FY2013 budget includes a $28.00 electronic plat submission fee to go
into effect July 1, 2012.
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DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: HOUSING INSPECTION
MISSION STATEMENT/GOALS
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.
OBJECTIVES
Continue to monitor all available resources to find over-occupies rentals and
properties rented without permits.
Expand pro-active neighborhood code enforcement efforts.
Increase the use of technology to allow for in-the-field case entry and
reporting.
Increase the use of e-mail to send inspection reports and rental permits to
property managers and owners.
Revenue: The Housing Inspection Division does not receive property tax support.
The majority of the Division’s revenue comes from rental permit fees. Projections
for FY 2013 are based on FY 2011 actual receipts. Staff estimates a two and one-
half (2.5%) increase in permitting activity due to increased enforcement in FY 2011
and FY 2012. A five percent (5%) fee increase was recommended by staff and
approved by City Council for rental inspections effective July 1, 2012.
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Beginning in FY 2009, rental housing inspections began operating on a two-year
cycle. Previously, inspections occurred on a three-year cycle. Consequently,
inspection revenue increases every other budget year. Future odd-numbered
budget years will reflect higher revenues from rental housing inspections, while
even-numbered years will show lower inspection revenues.
Housing Assistant (.75)
Housing Inspector Assistant (.70)
Housing Inspectors (3.0)
. Housing/Development
Reg. Inspector (.50)
Housing Inspections
Senior Housing Inspector
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DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: BUILDING INSPECTION
MISSION STATEMENT/GOALS
The mission of the Building Inspection Division is to promote the general health,
safety, and welfare of the citizens of Iowa City by assisting citizens with the code
and permit process, by working with developers and contractors in achieving
their goals, and by working with other City departments for a coordinated effort.
DESCRIPTION OF ACTIVITIES
We strive to achieve these goals and contribute to the overall mission of the City
by:
Administration and compliance of the codes and ordinances adopted by
the City of Iowa City that regulate buildings and properties located in the
City.
Provide information to the public and to assist them in understanding and
the application of the adopted codes and ordinances.
Ensure that those individuals and companies that do business in the City
meet the regulatory standards set forth in the building code and local
ordinances for business and occupation in which they are operating.
Objectives specific to the coming year include the following:
Adopted the 2012 International Codes:
o Review new requirement to protect lightweight construction
materials.
o Review requirement to install fire suppression in all newly
constructed homes.
Monitor State Electrical Code adoption and verify local electrical code
compliance.
Conduct ongoing analysis for improved service delivery.
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Monitor state trade licensing requirements and verify local trade licensing is
compliant.
Update of technology to increase efficiency and enhance customer service.
o Allow electronic submittals of plan documents.
o Scanning of subdivisions files to make accessible electronically.
o Activate process to allow inspection activities to be e-mailed to
clients after each inspection.
Revenue: The Building Inspection Division does not receive property tax support.
The vast majority of the Division’s revenue comes from permit and plan review
fees. FY 2013 revenue projections are based on FY 2011 actual receipts. These
projections are subject to change, based on the number of construction permits
issued and building inspections conducted. Actual revenues will respond to the
level of development in the community.
Housing Inspector Assistant (.30)
5 Building Inspectors
Development Reg. Specialist
. Housing/Development
Reg. Inspector (.50)
Building Inspections
Senior Building Inspector
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GOVERNMENT ACTIVITIES
PUBLIC WORKS
Public Works Administration
Engineering
F
Y
2
0
1
3
Public Works Director: Rick Fosse
City Engineer: Ron Knoche
Wastewater Superintendent: Dave Elias
Streets/Solid Waste Superintendent: Bud Stockman
Water Superintendent: Ed Moreno
Equipment Superintendent: Tom Hansen
Administrative Office Location: 410 E. Washington St.
Phone (Public Information): (319) 356-5164
PUBLIC WORKS
DEPARTMENT SUMMARY
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MISSION STATEMENT/GOALS
The Iowa City Public Works Department exists to provide the essential
infrastructure and services necessary for the health, safety, and welfare of our
community. These services will be provided in a manner that will enhance the
quality of life of our citizens today and for generations to come.
The Public Works Department strives to further the City’s strategic plan goals of:
Economic and Community Development, Planning and Development of the
Downtown and Near Downtown Areas, and Neighborhood Stabilization.
DESCRIPTION OF ACTIVITIES
The Public Works Department provides oversight for the following operating
budgets:
Administration
Engineering
Streets Division (Road Use Tax Fund)
Wastewater Treatment
Water
Refuse Collection
Landfill
Stormwater Management
Equipment
Administration and Engineering are General Fund accounts and funded primarily
through property tax revenue.
The Streets Division is funded by Road Use Tax, as found within the Special
Revenue Fund section of this budget.
Utility operations (Water, Wastewater, Refuse, Stormwater) and Landfill are
supported by user fees and are therefore found within the Business-Type
Activities section of this budget.
The Equipment Division operates as an Internal Service Fund.
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Public Works Department
Water
Streets /
Solid Waste
Superintendent
Road Use Tax:
Streets Division
(Special Revenue
Fund)
Solid Waste
and
Recycling
Wastewater
Superintendent
Wastewater
Landfill
City
Engineer
Engineering
(General Fund)
Stormwater
Equipment
(Internal Service
Fund)
Business-Type
Funds
(unless otherwise
noted)
Administration
(General Fund)
Public Works
Director - 135 -
DEPARTMENT: PUBLIC WORKS
DIVISION: ADMINISTRATION
DESCRIPTION OF ACTIVITIES
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.
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DEPARTMENT: PUBLIC WORKS
DIVISION: ENGINEERING
MISSION STATEMENT/GOALS
The Engineering Division exists to provide the technical expertise for the design
and construction management of public infrastructure to enhance the quality of
life of our citizens. The Division also manages the public right-of-way to maintain
the health, safety, and welfare of our community, and operates the stormwater
utility.
DESCRIPTION OF ACTIVITIES
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.
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Design/Engineering
Senior Engineers (2)
Architectural Services/
Energy Coordinator (1)
Civil Engineers (2)
Survey Party Chief (1)
Senior Engineering Technician (1)
Engineering Technician (0.1)
City Engineer
Construction/Inspection
Senior Construction Inspector (1)
Construction Inspector II (2)
(Capital Improvement Funds)
Right-of-Way (ROW) Management
Utilities Technician (1)
Stormwater Management
See Business Type Funds
Engineering Services
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GOVERNMENT ACTIVITIES
CULTURE & RECREATION
Library
Parks & Recreation
Forestry
Central Business District
Cemetery / Perpetual Care
Government Buildings
Senior Center
F
Y
2
0
1
3
Library Director: Susan Craig
Location: 123 S. Linn St.
Phone: (319) 356-5200
DESCRIPTION OF ACTIVITIES
The Iowa City Public Library is the busiest public library building in the state of Iowa. On
an average, over 220 people enter the building every hour and an average of over
4,300 things are checked out each day. Five public meeting rooms are booked more
than 2,200 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 200,000 per
year. Online access at www.icpl.org makes collections and information available 24/7.
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.
LIBRARY
DEPARTMENT SUMMARY
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Revenue: Eighty-four percent (84%) 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.
Approximately 8% of the Library’s revenue comes from service agreements with other
governmental jurisdictions; most of this consists of a contract for service with Johnson
County. Another 4% of the Library’s revenue comes from fines and fees.
Staffing changes: In FY12, there was no net change in staffing at ICPL. However,
positions were adjusted following a retirement to strengthen efforts in the area of
communications, a city-wide priority.
MISSION STATEMENT/GOALS
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.
The Library’s goals further the City’s strategic plan goals of: Coordinated
Communication and Customer Service Orientation and Planning and Development of
the Downtown and Near Downtown Areas.
OBJECTIVES
1. Making the Library easier to use and more accessible.
2. Improving visibility and awareness of Library services, programs and collections.
3. Developing partnerships that build community and support the Library’s mission.
4. Providing resources that inform, entertain and enrich.
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PERFORMANCE MEASURES*
2007 2008 2009 2010
Library Visits
(Objective #1) 680,568 716,412 745,077 746,556
Registered Borrowers
(Objective #2) 64,141 65,786 66,539 67,892
Circulation per Capita
(Objective #2) 20.91 21.61 22.49 22.30
Children’s Program
Attendance
(Objective #4)
34,777 29,468 26,461 25,802
Public Internet Uses
(Objective #4) 134,888 132,080 131,300 123,636
* A full performance measure report is available in Appendix A of this document.
Did You Know?
In 2012 The Iowa City Public Library was named one of the Top 5 Children’s
Libraries by Livability.com.
In 2009, Iowa City was named the third UNESCO City of Literature. There are
currently five cities in the world who share this distinction; Iowa City is the only one
in the western hemisphere.
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Parks and Recreation Director: Mike Moran
Parks Superintendent: Terry Robinson
Recreation Superintendent: Chad Dyson
Administrative Office Location: 220 S. Gilbert St.
Phone: (319) 356-5110
MISSION STATEMENT/GOALS
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.
PARKS & RECREATION
DEPARTMENT SUMMARY
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The goals of the Parks and Recreation Department further the City’s strategic
plan goals of: Neighborhood Stabilization, Planning and Development of the
Downtown and Near Downtown Areas, and Coordinated Communication and
Customer Service Orientation.
OBJECTIVES
Maximize the planning process
Track performance measures
Enhance program development
Pursue comprehensive service delivery
Solicit community involvement and feedback
Increase awareness of program offerings
Assure financial sustainability
Collaborate with community organizations and businesses
Continue to provide equitable level of service in existing parks and
facilities
Plan for continued equitable level of service as community grows
Increase level of service for trails
Parks & Recreation
Cemetery Recreation
Government Buildings Central Business
District (CBD)
Parks Operation &
Maintenance
Forestry
Administration
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DEPARTMENT: PARKS & RECREATION
DIVISION: PARKS
DESCRIPTION OF ACTIVITIES
The Parks Division oversees maintenance of the following City-owned assets:
1,506 acres of parkland and open/green space
43 designated parks
45 outdoor shelters
31 playground structures
14 restroom facilities
Daily staff responsibilities include visiting all designated parks, cleaning and securing
restroom facilities and providing for trash removal. Other regular duties include the
following:
Park Shelters: Staff is responsible for shelter cleaning, preparation, maintenance
and repair. Annual repair and maintenance includes siding, roofs, plumbing,
windows and doors; painting, concrete work, and construction of building
additions to any or all of these facilities. There were 1,108 shelter reservations in
2011.
Mowing: Scheduled mowing includes 486 acres of residential-style turf, and 212
acres of rough areas along highways and in water retention areas. Efforts are
also made to remove invasive vegetation when possible.
Snow and ice removal: Access roads, parking areas, 27.4 miles of trails and
sidewalks and the City Park ice skating area, are maintained during winter
months, weather permitting.
Repair of park fixtures: Fixtures such as picnic tables (350) and garbage racks
(250) are also repaired by staff during winter months.
Organized sports: A number of private sports organizations utilize Iowa City’s 45
competitive-use fields for practice, games, soccer camps and tournaments:
Iowa City Kickers Soccer
Iowa City Girls Softball
Iowa City Boys Baseball
Iowa City Babe Ruth Baseball
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City High Baseball
Iowa Premiere Soccer League, including the Iowa City Alliance Soccer Club
USSSA Baseball traveling squads
Parks staff provide support for these groups through field maintenance (including three
practice fields); eleven lighting systems and over 60,000 linear feet of irrigation systems.
Support for City High Baseball at the Mercer Park facility is provided through a 28E
agreement with the Iowa City Community School District. There were 4,130 games and
practices for the Iowa City sports affiliates in 2011.
Other facilities: There are a number of unique facilities within Iowa City’s parks which
require special maintenance and/or management service arrangements. These include:
Riverside Festival stage
City Park’s winter ice-skating area
Terrell Mill skateboard park
Wetherby Park splash pad
Thornberry and Rita’s Ranch Off Leash Dog Parks
Iowa City disk golf course
City Park carnival rides
Numerous volleyball, horseshoe and bocce ball courts
The five children’s carnival rides located at City Park must be inspected and serviced
daily during months of operation. This includes a miniature train track and antique
carousel.
Other activities: The Parks Division also assists with other Parks and Recreation
programs, as needed. Staff prepare community gardens prior to planting season and
clear them after harvest season. Services are also provided in support of the Benton Hill
Neighborhood Association’s garden space. Parks staff assists the Recreation division
with Farmers Market, demonstration gardens, T-ball and kiddie soccer; and the Forestry
division with storm debris clean-up and difficult tree removals.
Revenue: While the majority of the Parks Division’s funding is supported by tax
revenues, the Division receives significant revenue from facility rentals and program
participation fees.
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DEPARTMENT: PARKS & RECREATION
DIVISION: RECREATION
DESCRIPTION OF ACTIVITIES
General Recreation Activities
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.
FARMERS’ MARKET makes homegrown fruits, vegetables, homemade baked
goods, foodstuffs, handcrafts, and flowers available. The market season is May
through October and is held on Wednesday evenings and Saturday mornings.
MARKET MUSIC features performances by local musicians on Wednesdays,
June through August, in Chauncey Swan Park before and during the Farmers’
Market.
RECREATION CENTERS: 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 courts, craft room, social hall, photo darkroom, and
potter’s studio. A kitchen and meeting rooms are also available for public use.
The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides
gymnasiums, a game room, and multipurpose rooms.
GRANT WOOD GYM is located at Grant Wood elementary school
Social & Cultural Activities
CULTURAL/SOCIAL PROGRAMS are provided year-round for all ages. Most art
programs are offered in 4, 5, 8, and 10 week sessions and are available 48
weeks of the year. The Division sponsors a children’s theatre in cooperation with
the Young Footliters and the Iowa City Community Theatre. A potter’s studio,
darkroom, watercolor studio, painting facilities, print shop, and craft room are
available year-round.
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SPECIAL EVENTS, WORKSHOPS, AND CLINICS include 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 PROGRAM offers 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 two (2) three-meter diving boards. The pool depth ranges from 1
to 14 feet. The facility also features a small wading pool for use by young
children being directly supervised by a responsible adult (16 years or older).
The City Park Pool is open from Memorial Day to Labor Day.
MERCER AQUATIC CENTER is divided into three separate sections. The
deep section is on the east end of the pool. This section is 25 yards long; depth
ranges from 4'6" to 12' and contains two (2) one-meter diving boards. The middle
section is 25 yards long; depth ranges from 4'2" to 4'6". 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 Park Aquatic Center is equipped with a 12 person spa. Use of the
spa is restricted to adults (16 years or older) and children who are directly
supervised by a responsible adult (someone 16 years or older). Those with heart
conditions, high blood pressure, pregnant women, young children, and others
with health concerns should consult a physician before using the spa. To insure
proper function of the spa, the pool manager reserves the right to restrict use by
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children (15 years and younger) during times of peak use. The spa is not open
for use during times reserved for swimming lessons.
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. The bottom of the ‘L’ is a 10 -foot deep diving well
which does not have a diving board. 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 (SPI)
THE SPECIAL POPULATIONS INVOLVEMENT (S.P.I.) 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. S.P.I. programs promote skill
development and offer educational activities, while maintaining the recreational
values. The S.P.I. programs are offered year-round through five- and ten-week
programming sessions. Each session includes programs and activities in the
following recreation areas: sports and fitness, arts, music and movement,
independent living skills, special events, clubs, and social activities. The S.P.I.
program offers year-round Special Olympics sports training and competition.
Adult Sports
ADULT SPORTS PROGRAMS include men’s, women’s and co-recreational
basketball, volleyball, and softball leagues. Over 100 teams participate in our
summer softball leagues and 40 in the fall league. Up to 100 teams are involved
in volleyball and 50 teams in basketball. Competitive and recreational fall, winter,
and spring leagues are established to meet participants’ interests.
AEROBICS, FITNESS, AND WELLNESS CLASSES run year-round. Classes
are established for those persons just beginning to those individuals who are
advanced. Both low-impact and high-intensity aerobics are offered. Step
aerobics, aquacise, and exercise classes are popular.
Youth Sports
YOUTH SPORTS AND WELLNESS PROGRAMS offered by the Iowa City
Recreation Division are diverse and well-attended by community residents.
Year-round programs are established for all ages. Youth sports include flag
football, basketball, volleyball, softball, baseball, tennis, and a variety of special
events such as the Hershey Track and Field Meet. The youth sports programs
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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 PROGRAMING provides various after-school activities and special events
for teens to participate in. The Scanlon Gymnasium’s main focus is to provide a
safe environment for teens
Revenue: The Recreation Division receives significant funding from program
participation fees, agreements with other local jurisdictions, and facility rentals.
The Recreation Division’s goal is for all non-property tax revenue sources to fund
50% of program costs. The formula for calculating this cost-recovery ratio uses
all non-property tax revenue including the hotel/motel tax as a percentage of
costs excluding capital outlay and transfers out.
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The following charts display all revenues and expenditures and do not reflect the
cost-recovery percentage formula described above.
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DEPARTMENT: PARKS & RECREATION
DIVISION: FORESTRY
DESCRIPTION OF ACTIVITIES
Forestry staff provide arboricultural services for the trees located in the city right-of-way,
city parks, open space, and other public property as needed. Forestry staff respond to
and resolve service requests regarding hazardous trees, low limbs, and diseased trees.
Forestry staff continually perform routine street tree pruning throughout the city. Forestry
staff respond to after-hours storm damage of public and private trees when they impact
a public facility or service. Forestry staff issue and inspect contracts for tree and stump
removal and tree planting. Forestry staff regularly advise Engineering and Housing
Inspection Services staff regarding tree protection during construction and/or demolition
projects, species selection for building permits, zoning requests, and hazardous tree
assessment on private property.
Forestry staff plant trees on the right-of-way, in city parks, and as part of the memorial
tree program; and maintain a city nursery of difficult-to-find trees for right-of-way and
park plantings. Forestry staffinspect and advise citizens regarding species selection and
location for right-of-way planting permits. The division also advises other City
departments with general landscape and tree care guidelines.
In addition to the Forestry staff’s winter pruning responsibilities, they assist Parks staff by
clearing snow and ice from sidewalks and trails along designated snow routes, and they
participate in weekend call-in for snow and ice removal.
Forestry staff will complete or provide action on all service requests within 30 days of
receipt of the request. The division will plant a minimum of 125 trees per year, and will
prune 1800 per year. Hazardous tree or limb requests will be considered to pose an
imminent threat and will be inspected within 72 hours of receipt of the request, and will
be prioritized according to the degree of threat. Staff is also responsible for keeping
streets open for emergency vehicles and emergency work (caused by wind, ice, etc.).
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DEPARTMENT: PARKS & RECREATION
DIVISION: CENTRAL BUSINESS DISTRICT (CBD)
DESCRIPTION OF ACTIVITIES
Central Business District (CBD) staff provide for grounds maintenance in the City
Plaza (pedestrian mall) and adjacent areas, including City Hall and Chauncey
Swan Park. This includes, but is not limited to the following responsibilities:
Ground litter and leaf removal in the City Plaza on a daily basis throughout
the year, and twice per week in outer areas for the spring, summer, and
fall seasons
Design, installation and maintenance of planting beds with annuals and
perennials in the aforementioned areas and various city parks
Assist organizations and persons in preparations for special events held in
the City Plaza
Snow and ice removal of natural accumulations in the City Plaza, including
clearing sidewalk areas, the fire lane and a minimum of two crosswalks
per half block.
Snow and ice removal to various City-owned park areas, bridges, and
right-of-ways on assigned routes, as needed.
Maintenance of site furnishings: play equipment and surfaces, trash
receptacles, bicycle racks, benches, kiosks, posting pillars, drinking
fountains, trellises, the Weather Dance Fountain, recycling units and tree
grates.
Staff also monitors contracts and vendors as needed to ensure quality and
efficient services.
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DEPARTMENT: PARKS & RECREATION
DIVISION: OAKLAND CEMETERY
DESCRIPTION OF ACTIVITIES
Continued 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.
Maintain all cemetery grounds, buildings, equipment, and snow route.
Oakland Cemetery 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.
Recent expansion: 64 niche infant columbarium.
Future expansion: mausoleum, columbarium addition, purchase
surrounding property and/or expand to the east.
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DEPARTMENT: PARKS & RECREATION
DIVISION: GOVERNMENT BUILDINGS
DESCRIPTION OF ACTIVITIES
Government Buildings staff provide routine custodial services and other periodic
maintenance projects for City Hall, utilizing a combination of in-house and
contracted services. Staff provide daily cleaning and maintenance for this 64,445
sq. ft. building, including Police and Fire facilities which are in operation 24/7.
HVAC zones are also maintained daily for optimal energy efficiency, productivity,
and comfort.
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will bring people of all ages into The Center for consultation with trained senior
volunteers on the preparation and distribution of advanced care directives.
Another community outreach service offered by The Center involves performances in
venues throughout the county by the New Horizons Band and ensemble groups, New
Horizons Orchestra, Voices of Experience, Senior Standing Room Only Theatre Group,
Senior Center Dance Team, and Reading Aloud Poetry Group. These performances
benefit both the performers and the audience. Performers are able to share their talents
with the community and maintain or expand mental fitness and social connections.
Viewers can enjoy entertainment in an environment that promotes social interaction.
Working as teachers, leaders, project directors, building supervisors, or special project
volunteers, Center volunteers play a critical role in the successful operation of The
Center. Staff members routinely recognize the significant and meaningful contributions
made by volunteers. Notably, this type of volunteering can bring a sense of purpose or
meaningfulness to a person’s life.
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.
MISSION STATEMENT/GOALS
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.
The Senior Center’s goals further the City’s strategic plan goals of Coordinated
Communication and Customer Service Orientation and Planning and Development of
the Downtown and Near Downtown Areas.
OBJECTIVES
1. Provide a wide variety of classes and educational opportunities.
2. Increase the amount and quality of social engagement for members and non-
members.
3. Provide access to resources that increase participants’ physical activity.
4. Increase community involvement.
5. Improve the stability and diversity of Center funding.
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PERFORMANCE MEASURES*
2007 2008 2009 2010
Total Members
(Objectives #1-3) 1003 1071 1217 1287
Senior Center
Visits
(Objectives #1-3)
56,189 73,431 92,324 93,419
Volunteers
(Objective #4) 445 453 498 500
Rental Income
(Objective #5) $371 $1,084 $1,511 $2,151
Contributions and
Donations
(Objective #5)
$93,525 $27,720 $48,394 $20,499
County Revenue
(Objective #5) $75,000 $75,000 $75,000 $75,000
* A full performance measure report is available in Appendix A of this document.
Revenue: The Center is primarily funded through property tax revenues. In FY 2012,
General Levy comprised over seventy-seven percent (77%) of the Center’s revenues.
Johnson County also provides funding to The Center. This is in support of those
patrons who live outside of Iowa City’s corporate limits. From The Center’s inception in
1981, until 2003, the City and the County maintained a 28E agreement that split
operational costs 80% to 20%, respectively. County funding peaked at $141,410 in FY
2002. In 2003, the County withdrew from this agreement and decreased funding to
$75,000 annually in FY2004. In FY 2012, the City was asked to submit an Economic
Development/Quality of Life Block Grant application to Johnson County in order to
receive funding. For FY 2012 and FY 2013, this grant has been $70,000 annually, or
approximately eight percent (8%) of the Center’s funding. Nineteen percent (19%) of
the Center’s members are county residents not living in Iowa City.
For this reason, The Center’s membership and program participation was reviewed
during preparation of the FY 2013 adopted budget, County grant revenue was
estimated at approximately $166,000 (19% of the Center’s operating budget), based on
this review. Subsequent to budget adoption, the Johnson County Board of Supervisors
approved FY 2013 funding of $70,000 on April 26, 2012.
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Senior Center Operations
Senior Center Coordinator
Operations Assistant
SPECIALISTS
1 Program Specialist
1 Volunteer Specialist
SENIOR CENTER
1 M.W. III – Senior Center
1 M.W. I – Senior Center
Receptionist (.50)
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GOVERNMENTAL ACTIVITIES
COMMUNITY & ECONOMIC
DEVELOPMENT
Planning & Community Dev. Admin.
Urban Planning & Historic Preservation
Neighborhood Services
Public Art
Community Development – Non Grant
Human Services
Economic Development
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Artist rendering of development in the Riverfront Crossings District on Gilbert St., south of Burlington St.
Planning and Community Development Director: Jeff Davidson
Economic Development Coordinator: Wendy Ford
Community Development Coordinator: Stephen Long
Urban Planning, Senior Planner: Bob Miklo
MPOJC Executive Director: John Yapp
Neighborhood Services, Planner: Marcia Bollinger
Office Location: 410 E. Washington St.
Phone: (319) 356-5230
MISSION STATEMENT/GOALS
It is the mission of the Department of Planning and Community Development to
facilitate the successful growth of the community.
The goals of the Department of Planning and Community Development further
the City’s strategic plan goals of Economic and Community Development,
Planning and Development of the Downtown and Near Downtown Areas, and
Neighborhood Stabilization.
PLANNING & COMMUNITY DEVELOPMENT
DEPARTMENT SUMMARY
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DESCRIPTION OF ACTIVITIES
Coordinate all land use planning functions consistent with the goals of the
adopted Comprehensive Plan.
Promote economic development activities which grow the property tax
base and create jobs.
Facilitate communication and cooperation between the City and the
neighborhood associations.
Fulfill all requirements of federal grant programs.
Fulfill all requirements of the federal 3-C transportation planning process
and the federally-mandated MPO process.
Promote neighborhood stabilization.
Data collection and analysis to support land use planning, economic
development, grant applications and administration, and other department
functions.
Staffing changes: During FY 2012, staff time in the Planning and Community
Development Department was reassigned, due to reductions in Housing and
Urban Development programming and an increased focus on Economic
Development. This affected MPO of Johnson County, CDBG, and HOME
programming. The changes resulted in a net reduction of 2.0 FTE positions.
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Urban Planning
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Planning & Community Development
Neighborhood
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Community
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Economic
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Administrative Secretary
PCD Clerk
Engineering Technician
Administration
PCD Director
Human Services*
CDBG*
HOME*
Flood Recovery & Mitigation Grants
General Rehabilitation &
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UniverCity*
MPOJC* MPOJC
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: ADMINISTRATION
MISSION STATEMENT
Professional oversight of four PCD divisions and the MPO.
DESCRIPTION OF ACTIVITIES
Obtain adequate resources for the operation of the department.
Perform clerical and administrative tasks.
Liaison between the Department, the City Manager’s Office, and the City Council.
Coordinate the PCD/MPOJC Management Team.
Implementation of elements of the City Council Strategic Plan.
Administer unique capital, research, and/or policy-oriented projects as directed by
the City Council.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: URBAN PLANNING & HISTORIC PRESERVATION
MISSION STATEMENT
To promote sustainable growth and development within the city by establishing
comprehensive plans and associated policies and regulations that ensure that the best
qualities of the city’s residential, commercial, and employment areas are preserved and
supported while promoting new development opportunities that will create long term
value for the community. The division fulfills state statutory requirements pertaining to
zoning, development, and historic preservation.
DESCRIPTION OF ACTIVITIES
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.
The division also provides staffing for the following boards and commissions, which are
associated with developmental regulations and zoning:
The Planning and Zoning Commission is charged with drafting and
implementation of the zoning code and subdivision regulations in accordance
with the Comprehensive Plan. Commission members review annexations and
requests for rezoning and subdivision; making a final recommendation to City
Council.
The Board of Adjustment reviews requests for special exceptions, variances and
other appeals pertaining to the zoning code.
The Historic Preservation Commission conducts studies and implements
regulations designed to promote the preservation of historic landmarks and
districts.
Urban Planning staff research these topics, provide planning services and make
recommendations to these boards and commissions. Staff prepare the meeting agendas
and minutes. Staff also administers the design review process for infill apartment
buildings and urban renewal projects.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: NEIGHBORHOOD SERVICES
MISSION STATEMENT
Provide a conduit between all City departments and the network of neighborhood
associations within Iowa City, and facilitate the distribution of funds made available
by the City Council for small-scale neighborhood improvements.
DESCRIPTION OF SERVICES
Neighborhood Services supports and encourages citizens to help shape the
future of their neighborhood. By assisting in the establishment of neighborhood
associations, and coordinating with 33 neighborhood associations, this division
seeks to encourage action by providing ideas and resources that help
associations address their needs and interests within the goals of the larger
community.
The City Council has made funds available to neighborhood associations through
the PIN (Program for Improving Neighborhoods) grant program, with $15,000 available,
annually. Administration of this program involves making applications available to
the neighborhoods, clarifying the administrative rules, assisting with project
development, review by the Neighborhood Council, preparation of a
recommendation to the City Council, formal approval by the City Council,
execution of contract documents, and implementation of projects.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: PUBLIC ART
MISSION STATEMENT
Develop and maintain the City’s inventory of public art, and encourage privately-
owned art in public spaces.
DESCRIPTION OF ACTIVITIES
The Public Art program was established by City Council in 1997 and initiated by
the Arts/Business Partnership of the Iowa City Area Chamber of Commerce. An
advisory committee is charged with commissioning, procurement, maintenance,
and decommissioning of public art. It maintains a relationship with the City of
Literature and the literary arts. Although originally involved in the funding and
commissioning of public art, budget realities have resulted in a culture of
facilitating no-cost and low-cost public art opportunities.
Examples of Public Art Program-facilitated installations include Herky on Parade
(2004), Bookmarks (2011), and numerous art pieces throughout downtown Iowa
City and within Iowa City parks.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: COMMUNITY DEVELOPMENT
MISSION STATEMENT
Augment federal funding of community development and economic development
activities.
DESCRIPTION OF ACTIVITIES
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 agencies, non profit organizations
and other community partners, and by administering and coordinating activities
relating to city, state, and federal housing and community development
programs.
Economic development activities include:
Neighborhood redevelopment
Entrepreneurial 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 on their homes and ultimately helps
to maintain Iowa City's housing stock. Funding is available through the federally-
funded Community Development Block Grant (CDBG) and HOME Investment
Partnership programs, and through the General Rehabilitation and Improvement
Program (GRIP), which is funded by general obligation bonds.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: HUMAN SERVICES – GENERAL FUND
MISSION STATEMENT
Coordinate with United Way of Johnson County and the Housing and Community
Development Commission in providing funds for human service agencies.
OBJECTIVES
This cost center is new with the FY2013 budget proposal and assumes some of
the duties previously provided by the MPO 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. This is reflected in the following
schedule. These monies were accounted for in the General Fund’s Non-
Operational Administration account in prior years.
Staff support will provide for the following:
Examine needs of community
Determine funding priorities
Allocate funds
Implement performance measures
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Actual
FY2010
Actual
FY2011
Budget
FY2012
Request
FY2013
Recommended
FY2013
Human Service Agencies:
4 C's -$ -$ 2,000$ 2,000$ 2,000$
Arc of SEI - - 2,000 N/A
Big Brothers/Big Sisters 35,000 32,000 32,000 35,000 32,000
Compeer - 5,000 5,000 10,000 5,000
14,000 14,000 14,000 N/A
Crisis Center 36,500 46,557 40,000 42,000 40,000
Domestic Violence Program 52,000 48,344 52,000 55,000 50,000
Elder Services Agency 54,055 54,000 54,000 55,620 52,000
Four Oaks - - 1,000 1,000 1,000
Free Lunch Program - - 2,000 2,000 2,000
Free Medical Clinic 7,263 13,330 7,500 8,000 7,500
8,000 8,000 8,000 8,000 8,000
ICARE - Iowa Center for Aids Resource/MECCA 8,950 8,950 8,950 20,000 18,950
Jo Co Office of the American Red Cross 6,000 6,000 6,000 N/A
Mayor's Youth Employment Program 14,000 11,965 10,000 N/A
Neighborhood Centers 55,000 54,896 60,000 63,000 60,000
Pathways Adult Daycare 5,000 4,879
Rape Victim Advocacy 12,000 12,000 12,000 14,000 12,000
Shelter House 35,500 40,112 36,500 40,000 36,500
United Action for Youth (UAY)60,000 58,940 60,000 65,000 60,000
398,268$ 414,094$ 412,950$ 425,620$ 391,829$
Contingency Funding:10,000 24,128 7,197
408,268$ 438,222$ 420,147$ 391,829$
(115,000) (120,000) (115,000) (91,000)
(28,044) (26,656) (28,044) (26,656)
265,224$ 285,794$ 277,103$ 274,173$
REQUESTS FOR AID TO AGENCIES
General Fund Aid to Human Services Agencies:
Housing Trust Fund of Iowa City
Consortium for Youth Employment
Water, Sewer and Stormwater
Utility Billing Abatements
Community Development Block Grant (CDBG)
Less direct funding from:
Grand Total: Aid to Human Services Agencies
Subtotal: Human Services Agencies
Aid to Human Service Agencies is recommended at $391,829 in FY2013; with $274,173 budgeted from General Fund,
$91,000 from Community Development Block Grant (CDBG), and $26,656 from Water, Sewer and Stormwater utility
billing abatements. Aid to Agency funding, previously budgeted within Non -Operational Administration, is budgeted
within the Human Services Division, effective for FY2013.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: ECONOMIC DEVELOPMENT
MISSION STATEMENT
Facilitate growing the community, increasing the property tax base, and creating
jobs. Serve as a resource for businesses operating in or considering operating in
Iowa City.
DESCRIPTION OF ACTIVITIES
The Economic Development Division researches, compiles and analyzes
demographic and economic data in order to recommend, implement, and
advocate policies and programs designed to further the economic development
of Iowa City. Staff members work closely with the Chamber of Commerce, Iowa
City Area Development Group (ICAD), University of Iowa, and others in
promoting the City as a viable business location. They assist developers and
prospective companies with commercial and industrial development projects.
Staff advises the City Council, boards and commissions regarding economic
development projects and proposals. Staff also prepare grant applications and
monitor award agreements when applicable.
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The following chart summarizes past and future funding commitments for
community and economic development. These monies are budgeted to come
from the General Fund:
Actual
FY2011
Budget
FY2012
Proposed
FY2013
Projected
FY2014
Projected
FY2015
$ 36,276 $ 150,000 50,000 50,000 50,000
$ 50,000 $ 50,000 50,000 50,000 50,000
$ 50,000 $ 50,000 50,000 50,000 50,000
186,382$ 186,382$ 186,382$ 186,382$ 186,382$
100,000$ 100,000$ 100,000$ 100,000$ 100,000$
$ - $ - 30,000 25,000 20,000
3,622$ 196,378$ -$ 100,000$ -$
426,279$ 732,760$ 466,382$ 461,382$ 456,382$
Iowa City / Coralville Convention
& Visitors Bureau:2
Englert Theatre:1
(Three-year commitment through FY2012)
Total Community & Economic
Development Assistance:
Iowa City Area Development Group, Inc.:
Other Economic Development Assistance:
City of Literature:1
Downtown Co-Work Space:
Riverside Theatre:3
Community & Economic Development Assistance
1 The three-year commitment through FY2015 is recommended for extension by the EconomicDevelopment
Committee through FY2015.
2 Twenty-five percent (25%) of Hotel Motel Tax revenue is dedicated by Council resolution to provide funding
to the Iowa City / Coralville Convention & Visitors Bureau (ICCVB). This activity was previously budgeted in
General Fund Non-Operational Admin and moved to the Economic Development cost center with the
FY2013 budget proposal.
3 Three -year commitment recommended by the Economic Development Committee through FY2015.
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GOVERNMENTAL ACTIVITIES
GENERAL GOVERNMENT
City Council
City Manager
City Clerk
Human Resources
City Attorney
Human Rights
Non-Operational Administration
Community Event Funding
Finance Department
Tort Liability Insurance
F
Y
2
0
1
3
DEPARTMENT / DIVISION: CITY COUNCIL
Mayor: Matt Hayek (At-Large)
Mayor Pro Tem: Susan Mims (At-Large)
Connie Champion (District B)
Terry Dickens (At-Large)
Rick Dobyns (District A)
Michelle Payne (At-Large)
Jim Throgmorton (District C)
Office: 410 E. Washington St.
Email: council@iowa-city.org
All correspondence addressed to the entire City Council becomes a
permanent public record and is archived on the City website.
MISSION STATEMENT
The mission of the Iowa City City Council is to serve faithfully the residents and
businesses of Iowa City and develop the City’s overall quality of life. The Council
does this by setting policy for the City and direction for Iowa City’s City Manager
and its Boards and Commission.
With input from citizens, City staff, and Department Heads, the City Council developed
and adopted the City’s strategic plan.
DESCRIPTION OF ACTIVITIES
The City Council provides policy direction for the City of Iowa City. The Council
conducts public meetings, passes resolutions and ordinances, conducts
legislative oversight for the residents and businesses in Iowa City, and overseas
all Boards and Commissions. The City Council is composed of seven (7) council
members on staggered terms. Councilmembers represent the community at-
large and three districts. The Mayor of Iowa City is elected internally by the
Council and maintains office for one year.
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DEPARTMENT / DIVISION: CITY MANAGER
City Manager: Tom Markus
Assistant to the City Manager: Geoff Fruin
Administrative Assistant to the City Manager: Adam Bentley
Office Location: 410 E. Washington St.
Phone: (319) 356-5010
MISSION STATEMENT
The City Manager strives to ensure City services are provided in an efficient,
responsible manner. Through effectively managing the City’s operating
departments, the City Manager seeks to implement policy that is consistent with
the preferences of Iowa City’s citizens, as reflected in the direction provided by
the City Council. Further, the City Manager provides Council with information
needed to make informed policy decisions.
DESCRIPTION OF ACTIVITIES
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 prepare s a
proposed annual budget and submits it to the City Council for consideration and
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final approval consistent with State law, along with presenting policy and program
recommendations to the City Council.
In FY12, the City engaged in a lobbying contract with the Des Moines-based law
firm Davis Brown. This contract and the lobbyists’ activities are overseen by the
City Manager’s Office.
Staffing changes: In FY 2012, the Assistant City Manager position was
reclassified as the Assistant to the City Manager following the retirement of the
City’s longtime Assistant City Manager.
Effective in FY 2013, three City staff members will be reassigned to the City
Manager’s Office as part of the City’s new Public Information Office.
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DEPARTMENT / DIVISION: CITY CLERK
City Clerk: Marian Karr
Deputy City Clerk: Julie Voparil
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.
DESCRIPTION OF ACTIVITIES
The City Clerk is appointed by the City Council, reports directly to the Council
and attends all City Council meetings. The City Clerk is charged with custody of
deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping
of all ordinances, resolutions, minutes, and the City Code. The office publishes
public notices, ordinances, and minutes as required by law. The City Clerk's
office assists both staff and the general public in researching information. Taxi
company licenses and driver authorization, dancing permits, outdoor service
areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued
from the Clerk's office. City subdivision files, project files, the Domestic
Partnership Registry, and an index of Council proceedings are also maintained in
the office. The Clerk's office also provides staff support for the Police Citizens
Review Board (PCRB) and the Youth Advisory Commission.
The Police Citizens Review Board, based on a citizen initiative, was
established in 1997. The board reviews police policies, procedures, and
practices and may recommend modifications to them. The PCRB also reviews
reports prepared after investigation of complaints about alleged police
misconduct and then issues its own written report. The Board is also required to
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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.
The Youth Advisory Commission promotes understanding and awareness of
Iowa City among Iowa City youth; allows a select group of youth to help make
decisions concerning them and their peers; enables youth members to utilize and
expand on their leadership abilities to serve as a mechanism for communication
between youth and adults in Iowa City; and creates a bridge whereon youth and
adults can develop partnerships. The Iowa City Youth Advisory Commission
empowers, engages, and fosters youth participation in its local community; and
more specifically provides a “sounding board” for youth issues affecting the Iowa
City community youth.
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DEPARTMENT: CITY MANAGER
DIVISION: HUMAN RESOURCES
Human Resources Administrator: Karen Jennings
Office Location: 410 E. Washington St.
Phone: (319) 356-5020
MISSION STATEMENT
To provide quality, comprehensive Human Resources services to the City of Iowa City and
its employees with integrity, responsiveness, and sensitivity to the employees of the City
and other customer, consistent with appropriate best practices and legal requirements.
DESCRIPTION OF ACTIVITIES
To provide quality, comprehensive Human Resources services to the City of Iowa City
and its employees in the areas of:
Employee and labor relations for approximately 1,000 City employees, both
permanent and temporary
Collective bargaining and contract administration for three collective bargaining
agreements: AFSCME, Police, and Fire unions
Civil Service compliance per Chapter 400 of the Code of Iowa
Comprehensive benefits administration for approximately 640 permanent
employees
Internal and external recruitment for permanent and temporary positions in
compliance with Chapter 400 of the Iowa Code, collective bargaining
agreements, and Personnel Policies
Personnel policy development and administration
Administration of applicable state and federal employment laws
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DEPARTMENT / DIVISION: CITY ATTORNEY
City Attorney: Eleanor Dilkes
First Assistant Attorney: Sarah Holecek
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.
DESCRIPTION OF ACTIVITIES
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.
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DEPARTMENT: CITY MANAGER
DIVISION: HUMAN RIGHTS
Human Rights Coordinator: Stefanie Bowers
Human Rights Investigator: Kristin Watson
Office Location: 410 E. Washington St.
Phone: (319) 356-5022
MISSION STATEMENT
The staff of the Human Rights Commission strives to ensure equal opportunity in
education, employment, credit, housing, and public accommodation with
efficiency and competency.
DESCRIPTION OF ACTIVITIES
The Human Rights Coordinator enforces the local antidiscrimination laws,
receives, evaluates, investigates and makes recommendations on complaints of
unlawful discrimination. Conducts training, prepares specialized materials
including correspondence, brochures, and advertisements. Receives daily
inquiries, makes public presentations, plans programs for both cable and the
community, provides specialized reports to state agencies and serves as
secretary and liaison to the Human Rights Commission. Other responsibilities
include but are not limited to assisting the City in its compliance with local, state,
and federal civil rights laws and reviewing contract compliance with the Equal
Opportunity Program. The Human Rights Division receives, processes, and
investigates complaints of unlawful discrimination. Responds to requests and
concerns, provides assistance to the public, makes referrals to appropriate
agencies as needed, and participates in training regarding civil rights and
discrimination issues.
The mission of the Human Rights Commission is to foster inclusiveness in the
community by disseminating information to educate the public on illegal
discrimination and civil rights.
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The Commission has the authority to make recommendations to the City
Council for such further policy or legislation concerning discrimination as the
Commission may deem necessary and desirable. In addition, the Commission
organizes and plans programs of community need or concern by itself or in
cooperation with other agencies both public and private whose purposes are not
inconsistent with the Human Rights Ordinance.
Staffing changes: In FY 2012, an unfilled, .50 FTE Human Rights Investigator
position was eliminated. This is consistent with the City’s practice of staff
reductions occurring primarily through attrition.
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Finance Director: Kevin O’Malley
Controller: Robin Marshall
ITS Coordinator: Gary Cohn
Revenue and Risk Manager: Melissa Miller
Purchasing Agent: Mary Niichel-Hegwood
Office Location: 410 E. Washington St.
Phone: (319) 356-5050
MISSION STATEMENT
It is the mission of the Finance Department to provide quality services to the
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.
The goals of the Finance Department further the City’s strategic plan goals of: A
Strong and Sustainable Financial Foundation and Economic and Community
Development.
OPERATING DIVISIONS
The Finance Department encompasses the following operating divisions and
accounts:
Finance Administration
Accounting
Document Services
Central Services / Purchasing
Information Technology Services
Revenue
Risk Management
Staffing changes: This budget contains staff reorganization that affects the
Finance Department. Effective in FY 2013, the four-person Document Services
Division will be eliminated, with two staff members from Document Services and
a third from Information Technology Services joining the City Manager’s Office as
part of the new Public Information Office. This reorganization will be completed
at the start of the fiscal year, July 1, 2013. The reorganization entails a net loss
of two staff positions organization-wide.
FINANCE
DEPARTMENT SUMMARY
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Finance
Administration
Information Technology Services
(ITS)
Internal Service/
Special
Revenue Funds
General Fund
Accounts
Risk Management
Central Services
Health Insurance
Dental Insurance
Accounting
Document Services
Purchasing
Revenue
Non-Operational
Administration
Debt Service
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DEPARTMENT: FINANCE
DIVISION: ADMINISTRATION
MISSION STATEMENT
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.
DESCRIPTION OF ACTIVITIES
Monitor financial trends and provide analysis of budget to actual data and three-
year financial projections
Monitor and provide oversight of long and short-term investment portfolio
Monitor cash flows and reserves
Maintain overall financial health and preserve the City’s Aaa bond rating
Oversee preparation of general liability, fire & casualty and workers
compensation insurance specifications
Coordinate annual health and dental insurance renewals
FEMA claim administration and recovery
Preparation of the annual budget, three-year financial plan and five-year capital
improvements program (CIP) and subsequent amendments thereof
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DEPARTMENT: FINANCE
DIVISION: 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.
Other Financial Uses includes $3.8 million in funding for the 420th Street
Industrial Park from undesignated General Fund cash balance in FY2012.
Aid to Human Service Agencies and Community / Economic Development grant
funding were moved out of this cost center with the FY2013 budget proposal.
Community Event Funding is recommended at $106,200 for FY2013. Funding
requests total $168,467, as summarized on the following page.
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Actual
FY2010
Actual
FY2011
Budget
FY2012
Requested
FY2013
Budget
FY2013
319 Music Fest - - 2,562 4,000 3,000
Backyard Abundance - - 400 - -
Bike to Work Week 1,500 1,500 - 1,500 -
Celebrating Ramadan - - not eligible - -
Community Supported Agriculture Fair - - - - -
Access 2 Independence of the Eastern Iowa
Corridor, Inc. (previously Evert Conner Rights &
Resource Center for Independent Living)
ADA Celebration
972 1,400 - 1,300 -
Corridor Black Business Committee:
Congolias Independence Day - - - 6,420 -
Dr Martin Luther King Day - - - 3,665 -
African American History Month - - - 14,982 -
Disability Awareness Month Kickoff - - - - -
Eidul-Fitr Celebration - - not eligible - -
Extend the Dream Foundation
Ralston Creek Fair & Flea Mrkt
1,000 1,000 500 - -
Free Art School: Evening Alternatives - - 1,000 - -
Habeas Corpus
Iowa Dance Fest & Iowa City Dance Labs
- - - - -
Iowa City Book Festival - - 1,500 2,500 1,000
Iowa City Community String Orchestra
Fall, Spring & Summer family concerts
400 400 200 800 200
Johnson Co. Historical Society - - - - -
Johnson Co. Historical Society -
Irving B. Weber Days
7,790 8,500 - 4,000 -
Johnson County Local Food Alliance
Field to Family
1,000 1,000 - - -
Jaycees - - - - -
4th of July Fireworks (City of Iowa City)22,500 25,000 25,000 25,000 23,000
Landlocked Film Festival 3,500 3,000 3,000 10,000 3,000
Mission Creek Festival 5,000 3,362 - 15,000 4,000
Phenomenal Education Lecture Event - - - 3,300 -
Power Up Your Preschool - - - - -
Riverside Theatre - Shakespeare Festival 4,000 5,000 7,000 7,000 5,000
Summer of the Arts:60,000 60,000 69,000 69,000 67,000
Iowa Arts Festival, Friday Night Concert Series,- - - - -
Jazz Festival, Free Movie Series
& Sand in the City
- - - - -
Contingency - - - - -
107,662$ 110,162$ 110,162 168,467 106,200
Funding Requests for
Community Events & Programs
Community Event / Program Funding:
Community event and city sponsored event funding totals $106,200 in FY2013.
Funding requests totaled $168,467.
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DEPARTMENT: FINANCE
DIVISION: ACCOUNTING
MISSION STATEMENT
The purpose of the Accounting and Reporting activity is to provide processing
and reporting of all financial transactions for the City of Iowa City. The activity
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.
DESCRIPTION OF ACTIVITIES
Process payments for goods and services and pay all vendors timely and
accurately, taking advantage of any discounts offered;
Monitor the City’s debt and ensure accurate and timely principal and
interest payments;
Process and distribute payroll for all City employees accurately and timely.
File quarterly and annual payroll tax returns and W-2 forms accurately and
timely;
Receive unqualified opinions on the City’s annual audited financial
statements and compliance with requirements described in OMB Circular
A-133;
Prepare a Comprehensive Annual Financial Report in conformance with
GAAP that meets the requirements of the GFOA excellence in financial
reporting program;
Request funds for City programs funded by Federal and State grants on a
monthly basis and monitor these funds to ensure compliance with
applicable laws and guidelines.
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DEPARTMENT: FINANCE
DIVISION: PURCHASING – GENERAL FUND
MISSION STATEMENT
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.
DESCRIPTION OF ACTIVITIES
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.
Administers the Information Desk and the City’s General Information Phone Line
- Provides information and directions to the public regarding the City of Iowa City
and the various departments and divisions within the City. Sorts and distributes
incoming mail for the City’s departments and divisions.
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DEPARTMENT: FINANCE
DIVISION: REVENUE
DESCRIPTION OF ACTIVITIES
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.
SERVICE GOALS
Provide excellent customer service to City and Iowa City utility and landfill
customers.
Provide timely and accurate billings to utility and landfill customers.
Minimize revenue written off as uncollectible.
Accurately record all customer receipts.
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DEPARTMENT: FINANCE
DIVISION: DOCUMENT SERVICES
MISSION STATEMENT
To offer support for City administration, departments and divisions for providing
information to the public, including creation of media releases, informational and
promotional materials, and social media content, as well as writing, graphic design,
transcription, and other document support services.
DESCRIPTION OF ACTIVITIES
Serve as the communications liaison between the City and the public we serve.
Integrate and provide services that relay information to the public about City
programs, events, and services in a professional manner.
Support and implement new communications methods, including social media.
Provide other support services, such as transcription and word processing, for the
Police and other departments for use in documentation.
Staffing changes: Effective in FY 2013, the Document Services Division will be
eliminated. Two staff members will be reassigned to the City Manager’s Office as
part of the new Public Information Office. Two other full time Document Services
staff positions will be eliminated.
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DEPARTMENT: FINANCE
DIVISION: 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.
Revenue: Tort Liability is supported by the Tort Levy. This tax levy was reduced
for FY 2013 by 10% to $0.313 per $1,000 of taxable value.
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GOVERNMENTAL ACTIVITIES
SPECIAL REVENUE FUNDS
Community Development Block Grant
H.O.M.E. Program
Road Use Tax
Street System Maintenance
Flood Recovery & Mitigation Grants
Energy Efficiency & Conservation Grant
UniverCity Neighborhood Partnerships
Metropolitan Planning Organization of
Johnson County (MPOJC)
Employee Benefits
Peninsula Apartments
Tax Increment Financing (TIF) Districts
General Rehabilitation & Improvement
Program (GRIP)
F
Y
2
0
1
3
DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: COMMUNITY DEVELOPMENT BLOCK GRANT
PROGRAM (CDBG)
MISSION STATEMENT
Make assessment of community regarding jobs, housing, and service for low and
moderate income residents, and use CDBG funds to fulfill identified needs.
DESCRIPTION OF ACTIVITIES
Coordinate with local service agencies, small businesses, and lenders
Use CDBG funds to acquire property, construct new buildings, rehab
existing buildings, rehab owner-occupied homes, and operate service
agencies
Encourage micro-enterprise economic development
Revenue: CDBG and CDBG Rehab is a federally funded program for
community development. The federal entitlement for FY13 is $638,918
compared to the FY12 entitlement of $603,931, an increase of 6%. Budget
projections are projected stable at $605,000 since each year’s entitlement will be
received as expenses are incurred, which may take more than one year based
on the construction process.
Non-recurring revenues in FY11 included a one-time receipt of $2.7 million
construction loan proceeds from The Housing Fellowship’s Aniston Village LP
project which the state has allowed the city to retain. Fund balance includes $2
million of this extra-ordinary receipt in FY11. The remaining $700,000 of this
transaction has been received in FY12 loan proceeds; however the loan
proceeds revenue account was not amended so fund balance for FY12 is
understated by this amount.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: HOME PROGRAM
MISSION STATEMENT
Provide safe, decent, affordable housing through the HOME Investment
Partnerships program.
DESCRIPTION OF ACTIVITIES
Create and maintain affordable housing through:
Acquisition of land and buildings
Rehabilitation of existing housing
Tenant-based rental assistance
New construction of owner-occupied and rental housing
Funds are budgeted during FY 2013 to support the renovation of 26 rental units through
partnerships with HACAP and Charm Homes LLC.
Revenue: The HOME program is a federally funded program designed to create
affordable housing for low-income households. The federal entitlement for
FY2013 is $385,380 compared to the FY2012 entitlement of $596,097, a
decrease of 35%. The U.S. Department of Housing and Urban Development
administers the program and requires a 25% local match from participating
jurisdictions.
Fund Balance: The FY2013 ending fund balance is projected to be $222,438, a
69.11% increase over the estimated FY2012 ending balance. The FY2012 estimated
ending fund balance of $131,534 is a 194% increase over the FY2011 ending fund
balance.
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DEPARTMENT: PUBLIC WORKS
DIVISION: ROAD USE TAX FUND
MISSION STATEMENT
The Road Use Tax Fund accounts for activity of the Streets Division. 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.
DESCRIPTION OF ACTIVITIES
Street crews provide maintenance and repair of the City’s concrete, brick, and
asphalt streets, street sweeping, leaf vacuuming, and snow plowing. Traffic
Engineering staff coordinate and maintain street lighting and signage, traffic and
pedestrian signs, traffic signals, and poles.
Revenue: The Road Use Tax Fund consists of revenues collected from fuel
taxes, vehicle registration and title fees, and driver’s license fees. The taxes and
fees are collected by the State, with a portion distributed to local governments for
the purpose of road construction, maintenance, and repair. In FY2013, Iowa City
road use tax revenue is projected to be over $6.3 million, an 8.79% increase over
the FY2012 estimated revenue. FY2012’s estimate is a 0.46% decrease from
FY2011 revenue.
Fund Balance: Road Use Tax revenue is currently insufficient to fund
necessary street maintenance. The projected FY2013 ending fund balance is a
$10,901 deficit, down approximately $87,000 from the estimated FY 2012 ending
balance. The FY2012 estimated ending balance is down 83.5% from the
FY2011 ending balance of $459,890.
During FY2012, the Iowa Department of Transportation and a Citizen Advisory
Commission released a report with a number of recommendations, including an
increase in the motor fuel tax. The participants in the process recognized Iowa’s
deteriorating roadways and the inability of current revenue streams to finance
necessary maintenance. The Commission recommended reforms that would
raise an additional $215 million in revenue for the State’s Road Use Tax Fund,
with a portion distributed to local governments according to the current
distribution formula.
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Supt. Streets/Solid Waste (.65)
Assistant Supt. Streets/Solid Waste
TRAFFIC ENGINEERING
2 Electricians
1 Electronics Tech
Senior Clerk/Typist (.50)
STREET STSTEM MAINTENANCE
2 Senior M.W.s
1 M.W. III – Lead Sweeper Operator
7 M.W. IIIs - Streets
7 M.W. IIs – Streets
1 M.W. II – Signs
6 M.W. Is - Streets
Senior Clerk/Typist (.50)
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DEPARTMENT: PUBLIC WORKS
DIVISION: ENERGY EFFICIENCY & CONSERVATION
BLOCK GRANT PROGRAM
PROGRAM DESCRIPTION
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, with an
expenditure deadline of November 2012. Funding is being used to retrofit 8
municipal buildings, advertise free residential energy audits, and employs one
intern to track municipal utility usage.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: UNIVERCITY NEIGHBORHOOD PARTNERSHIPS
MISSION STATEMENT
UniverCity Neighborhood Partnerships began in January, 2010, as a cooperative
effort between the City of Iowa City and University of Iowa with a goal of restoring
the balance between affordable single family homes and rental properties in
neighborhoods near the U of I campus.
DESCRIPTION OF ACTIVITIES
Administered through the City of Iowa City, this program purchases and
renovates former or potential rental properties, making them made available to
income-qualified homebuyers who agree to live there for a minimum of five
years.
Revenue: The program received appropriations of $1.25 million through I-JOBS,
allowing for a maximum of $50,000 in restoration costs per property. Local
banking institutions provide low-interest loans on the properties during
renovation, with other administrative costs paid for by the City of Iowa City. The
University of Iowa authorized a grant of $215,000 to provide down payment
assistance to those purchasing the homes. Carrying costs on the properties
(property taxes, insurance, utilities, and property maintenance costs) are paid by
the new owner(s) at closing.
Revenue includes loan proceeds for initial purchase of the property and from sale
of the property to the homeowner. Likewise, program expenditures include
purchase of individual properties and loan repayment from when the property is
sold.
The UniverCity program purchased 26 properties and sold 23 properties. Three
properties are currently available.
FY2013 Highlights: A proposal was submitted by staff to continue the program
on a smaller scale (four or five homes) in FY13, utilizing a combination of City
funds ($160,000 from General Fund) for the renovation costs and $100,000 in
University of Iowa funds for down payment assistance and costs for a small
repair program for landlords and homeowners. Local banking institutions will
continue to provide low-interest loans for the acquisition of the properties during
the renovation phase.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: FLOOD RECOVERY AND MITIGATION GRANTS
DESCRIPTION OF ACTIVITIES
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.
Year-to-Date Assistance Summary:
Buyout: 85 residential properties have been acquired and 10 additional
properties are expected to be acquired by May 2012. Approximately $18.5
million in grant funds has been expended for property acquisition.
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: 82 businesses were assisted with either Jumpstart
Business funds or Business Rental Assistance Program funds.
Approximately $2.1 in business assistance has been distributed.
Single Family New Construction: 93 owner-occupied affordable housing
units have been constructed and sold. The City expects to assist 45
additional properties through this program. Approximately $4.1 million has
been expended for down payment assistance.
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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,
West Side, and Taft Speedway Levee projects, and flood proofing
protection of the water well heads at the Water Treatment Facility site.
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DEPARTMENT: FINANCE
DIVISION: EMPLOYEE BENEFITS
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.l6(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.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: TAX INCREMENT FINANCING
MISSION STATEMENT
Facilitate the creation of Tax Increment Financing projects consistent with the
City Council’s adopted economic development goals in order to grow the
property tax base and create jobs.
DESCRIPTION OF ACTIVITIES
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.
Urban Renewal
TIF Area (URA)
Date
Established Base Valuation
Jan. 1, 2011
Valuation
Total
Increment
Sycamore Mall &
First Avenue 2000 22,284,430$ 36,602,870$ 14,318,440$
City University I 2001 109,554,650 200,033,840 90,479,190
Scott Six 2001 2,315,755 38,673,220 36,357,465
Northgate 2002 6,712,217 25,781,200 19,068,983
Heinz Road 2003 34,933,220 55,109,370 20,176,150
Highway 6 2003 8,745,932 12,610,980 3,865,048
Total - Iowa City:162,261,774$ 332,208,610$ 169,946,836$
Valuation
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METROPOLITAN PLANNING ORGANIZATION OF JOHNSON COUNTY
MISSION STATEMENT
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.
DESCRIPTION OF ACTIVITES
Metropolitan Planning Organization (MPO) designations are made by the
Governor of the State of Iowa. The MPO of Johnson County services the Iowa
City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin,
University Heights, and the University of Iowa. The MPO coordinates planning
efforts for all of Johnson County in: transportation planning, data collection and
analysis, and assistance to small communities. Member agencies outside of the
Iowa City Urbanized Area include Johnson County, Lone Tree, Oxford,
Shueyville, Solon, and Swisher.
The Transportation Planning Division fulfills federal requirements involving the
transportation planning process in order to maintain eligibility for grant programs
through the Federal Transit Administration (FTA) and Federal Highway
Administration (FHA). The "3-C" transportation planning process consists of a
comprehensive, coordinated and continuing planning effort for all modes of
transportation. Projects include short- and long-range transportation development
plans, corridor studies, intersection analyses, survey reports, and review of
development projects. The Transportation Planning Division also prepares state
and federal grant applications and fulfills the associated administration and
regulation compliance.
In past years, the MPO has also facilitated discussion on regional issues
including a fire protection mutual aid agreement, joint animal control facilities, a
Joint Emergency Communications Center.
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Revenue: Although funding is received from all MPO members, the MPO is
organized under the City of Iowa City. Through a 28(E) agreement, staff provide
assistance to the other members of MPOJC. This provides for cost-effective
sharing of clerical, accounting, office space and vehicle pool expenditures.
Staffing changes: The MPO Human Services Coordinator position has been
vacant since August 2011, and is proposed to be formally eliminated in the FY13
budget. Duties associated with this position are being distributed amongst other
divisions, including Transportation Planning (Human Service Agency Transit
Planning, investigation of ADA issues, SEATS eligibility verification); Community
Development (Aid to Agencies coordination, assistance with grant programs);
Transit (distribution of free and reduced price bus passes); and other
departments that interact with human services agencies.
Some duties associated with this position will be eliminated, most notably,
participation on human service agency boards and committees, and maintenance
and distribution of services directories and resources. Internet-based information
directories, agency web sites and other local government information will help fill
this gap. Elimination of this position results in a reduction 1.0 FTE.
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DEPARTMENT: PLANNING & COMMUNITY DEVELOPMENT
DIVISION: GENERAL REHABILITATION & IMPROVEMENT PROGRAM
DESCRIPTION OF ACTIVITIES
The General Rehabilitation and Improvement Program (GRIP) GRIP was
designed to stabilize and revitalize neighborhoods through the broader
applicability of Iowa City’s Housing Rehabilitation and Historic Preservation
programs, by providing city-funded long-term, low-interest loans to qualifying
homeowners for home maintenance and improvement projects.
History: GRIP is the successor to TARP (Targeted Area Rehabilitation
Program), a similar program implemented in 2001 that was offered to residents in
targeted areas of the City. The success of the TARP program and the interest
expressed by citizens who lived outside of the target areas led the Housing and
Community Development Commission to recommend expanding the program to
make it available city-wide. City Council provided formal approval of the GRIP by
resolution on April 29, 2008.
Funding: Prior to FY2013, this program was financed by the issuance of
general obligation debt of up to $200,000, annually. Starting this year, GRIP will
be financed by the General Fund.
Objectives: This program is offered as a complement to the federally-funded
CDBG/HOME programs by utilizing a different level of income targeting; making
loans available to residents whose household earnings fall at or below 110% of
the city’s median income. These low-interest loans are repayable over a 20-year
period, with the money awarded to qualified homeowners on a first-come, first-
serve basis.
In addition to the loan, GRIP also extends the technical assistance and support
of the City’s Housing Rehabilitation staff, who can help participating homeowners
with remodeling ideas, assistance in choosing a contractor, and helping oversee
the project’s progress.
FY2013 Highlights: Program authority of $200,000 in FY2013 will be financed
from General Fund cash.
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DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: PENINSULA APARTMENTS
FUND TYPE: SPECIAL REVENUE
HISTORY
In 2003, City Council voted to support the development of affordable housing by
committing to a bond-funded $320,000 loan to The Housing Fellowship for
purchase of six lots and construction of 17 housing units. Other funding for the
project included an Economic Development Grant, CDBG and HOME funds. The
City of Iowa City then purchased the apartment building from The Housing
Fellowship upon completion. The units are now managed by the Iowa City
Housing Authority, a division of the Department of Housing and Inspection
Services (HIS).
Revenue: Rental income is projected at $59,728 in FY 2013, up 3.8% from the
estimated FY 2012 total.
Fund Balance: The FY2013 ending fund balance is projected at $78,959. 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.
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GOVERNMENT ACTIVITIES
DEBT SERVICE
Debt Service Fund
F
Y
2
0
1
3
DEPARTMENT: FINANCE
DIVISION: DEBT SERVICE
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.
This fund accounts for annual principal and interest payments due on general
obligation debt of the City. Funding is provided by the debt service property tax
levy, transfers from Water Operations, and loan repayments.
FY2013 – FY2015 Financial Plan: The debt service levy for FY2013 is $4.443
per $1,000 in valuation. Future general obligation bond issues are estimated at
$10.2 million in FY2013, $7.9 million in FY2014 and $3.5 million in FY2015.
General Obligation Bonds, Series 2004, will be refunded on June 1, 2013,
utilizing TIF monies.
Debt Margin: As stated in the City's Fiscal Policy, "Debt incurred as a general
obligation of the City of Iowa City shall not exceed statutory limits: presently 5%
of the total assessed value of property within the corporate limits as established
by the City Assessor." The following schedule and graph depict current and
estimated future debt margins for the City. Property valuations for FY2014 and
FY2015 are estimated at two percent (2%) growth annually.
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Outstanding Debt &
Allowable Debt Margin
Fiscal
Year
Total (100%)
Property
Valuation
Allowable
Debt Margin
(5% of Total
Property Val.)
Outstanding
Debt
at July 1
Debt as % of
Allowable
Debt Margin
Outstanding
Debt as a
Percentage of
Total Valuations
FY03 2,907,341,314 145,367,066 85,260,000 59%2.9%
FY04 2,960,278,057 148,013,903 83,000,000 56%2.8%
FY05 3,193,203,010 159,660,151 88,985,000 56%2.8%
FY06 3,294,183,749 164,709,187 85,290,000 52%2.6%
FY07 3,809,062,375 190,453,119 85,060,000 45%2.2%
FY08 3,930,249,676 196,512,484 85,840,000 44%2.2%
FY09 4,265,444,384 213,272,219 87,090,000 41%2.0%
FY10 4,377,975,516 218,898,776 84,995,000 39%1.9%
FY11 4,450,783,925 222,539,196 75,050,000 34%1.7%
FY12 4,521,041,432 226,052,072 80,575,000 36%1.8%
FY13 4,616,107,846 230,805,392 75,320,000 33%1.6%
*FY14 4,708,430,003 235,421,500 73,960,000 31%1.6%
*FY15 4,802,598,603 240,129,930 70,880,000 30%1.5%
* Estimate
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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 FY2006 through 2015.
Fiscal years 2014 and 2015 are based on estimated financing requirements for
capital projects and are subject to changes in other levy rates (based on
operating costs) and future changes in property valuations.
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Summary of Bonded Indebtedness
Principal
Amount Date of Final Interest Outstanding
Issued Purpose Issue Maturity Rates 06/30/12
7,305,000$ Taxable-Urban Renewal Mar. 2004 2023 4.0 - 5.4 5,595,000$
7,020,000 Multi-Purpose Mar. 2005 2015 3.0 - 4.0 2,375,000
6,265,000 Multi-Purpose Jun. 2006 2016 3.625 - 4.0 2,855,000
1,000,000 Taxable-Multi-Purpose Jun. 2006 2016 5.5 - 5.6 475,000
3,350,000 Refunded Water Construction Sep. 2006 2017 3.6 - 3.75 1,495,000
8,870,000 Multi-Purpose May 2007 2017 3.75 4,845,000
9,150,000 Multi-Purpose June 2008 2018 3.25 - 3.75 5,850,000
17,005,000 Refunded Multi-Purpose Oct. 2008 2018 3.0 - 3.75 9,350,000
6,685,000 Multi-Purpose June 2009 2019 2.5 - 4.0 4,855,000
505,000 Taxable-Urban Renewal June 2009 2014 1.5 - 3.0 205,000
5,840,000 Refunded Multi-Purpose June 2009 2016 2.0 - 4.0 3,465,000
7,420,000 Multi-Purpose Aug. 2010 2020 2.0 - 2.75 5,935,000
7,925,000 Multi-Purpose June 2011 2021 2.0 - 3.625 7,180,000
820,000 Taxable-Urban Renewal June 2011 2013 0.65 - 1.1 420,000
10,930,000 Refunded Multi-Purpose June 2011 2021 2.0 - 3.625 10,730,000
9,070,000 Multi-Purpose June 2012 2022 2.0 - 2.25 9,070,000
620,000 Taxable-Urban Renewal June 2012 2014 0.5 - 0.6 620,000
Total - Principal Outstanding as of June 30, 2012:75,320,000$
General obligation and revenue bonds payable at June 30, 2012 are comprised of the following
individual issues:
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BUSINESS TYPE ACTIVITIES
Transportation Services
Parking Operations
Public Transit
Wastewater Operations
Water Operations
Refuse Collection
Landfill Operations
Airport
Stormwater Management
Broadband Telecommunications
Housing Authority
F
Y
2
0
1
3
DEPARTMENT: TRANSPORTATION SERVICES
DIVISION: PARKING OPERATIONS
DESCRIPTION OF ACTIVITIES
Parking Structures:
The Capitol Street Parking Facility was constructed in 1980 at 220 S.
Capitol Street, adjacent to Old Capitol Town Centre. It provides 875
parking spaces, with 220 parking permits issued annually.
The Dubuque Street Parking Facility was also constructed in 1980, at 220
S. Dubuque Street, adjacent to the Sheraton Hotel. It provides 625
parking spaces, with 325 parking permits issued annually. The City has
annual parking contracts with Sheraton Hotel and Hotel Vetro for guest
parking at this facility.
Chauncey Swan Parking Facility is located at 415 E. Washington Street,
across from City Hall. This facility was built in 1993 to provide 475 parking
spaces, with 400 parking permits issued annually.
Tower Place Parking Facility is a city-owned, multi-use facility.
Constructed in 2001 at 335 Iowa Avenue, it contains nine condominium
spaces and 511 parking spaces, with 325 parking permits issued annually.
Surface Lots & On-Street Parking: Transportation Services operates and
maintains six (6) surface parking lots which provide a mix of permit and metered-
parking. On and off-street parking meter rates vary from $.50 to $.75 per hour,
with time limits from 30 minutes to 10 hours. Surface Lots include:
Burlington Street Lot
Market Street Lot
Schuman Lot
City Hall Lot
Recreation Center Lot
Maiden Lane Lot
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Parking enforcement: These duties include enforcement of the following
regulations: expired meters, permit only, odd/even, commercial loading zones, 15
minute loading zones, alleys in addition to other regulatory signage.
Enforcement is also necessary for hourly and permit parking in the parking lots,
Chauncey Swan Parking Facility and Court Street Transportation Center located
at 150 E. Court Street.
FY2012 Accomplishments:
Completion of the LED lighting retrofit project. This project was partially
funded through a grant from the Iowa Office of Energy Independence and
has resulted in an energy usage reduction of 48% - 52% for the five
parking facilities.
Replacement / renovation of elevators at the Capitol Street and Dubuque
Street parking facilities.
Funding / Revenue: Parking operations are funded entirely by parking
revenues. This includes revenues from hourly parking, permit parking, parking
meters, expired meter parking citations and other miscellaneous parking
revenues. Contracts with the Sheraton Hotel and Hotel Vetro are for annual
guest parking at the Dubuque Street Ramp. Revenue projections for FY2013 are
based on FY2011 actuals.
A parking impact fee was established in June of 1994 to provide funding for
improvement of parking facilities in the Near Southside Neighborhood. Iowa City
Code section 14-7B determines how these funds may be used. Approximately
$2.1 million in impact fees have been applied in recent years to repayment of
principal on a loan for land acquisition at the intersection of Linn and Court
Streets (see FY2013 Capital Improvement Program Highlights, below).
FY2013 Highlights: The following reductions in staff have occurred through
attrition during the past year for a net decrease of (3.5) FTEs:
Parking Enforcement Attendants – reduced from 6.5 to 5.0 FTE due to
investments in technology and resulting efficiencies
Cashiers – reduced from 12.25 to 11.25 FTE, also due to investments in
technology and resulting efficiencies
Maintenance Worker I / Parking – Reduced from 4.0 to a net 3.5 following
elimination of one full-time position (1.0) and reallocation of +.50 from
what was previously a shared position withTransit. These changes are
possible due to the privatization of some the duties.
Maintenance Worker II / Parking (Nights) – This position (1.0 FTE) was
eliminated due to privatization of some of the duties.
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FY2013 Capital Improvement Program Highlights: A new multi-use parking /
commercial / residential facility is proposed at the intersection of Linn and Court
Streets with construction to begin in FY2013. This project will provide an
additional 600 parking spaces financed by parking impact fees and revenue
bonds. The commercial / workforce residential component is expected to be built
by a private developer.
PERFORMANCE MEASURES*
2010 2011
Web Payments – Parking
Citations
54.4% 59.5%
Parking Citations Issued 119,039 109,555
Parking Meter
Maintenance Requests
679 561
* A full performance measure report is available in Appendix A of this document.
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Parking
Transportation Services Director (.50)
TRANSPORTATION SERVICES
3 Operations Supervisors
3 M.W. IIs
PARKING
11.25 Cashiers
1 Customer Service Rep.
Senior M.W. – Parking & Transit (.50)
M.W. I – Transit (.50)
3.50 M.W. Is- Parking Systems
5 Parking Enforcement Attendants
1 Parking Clerk
Associate Director – Trans. (.50)
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DEPARTMENT: TRANSPORTATION SERVICES
DIVISION: TRANSIT
DESCRIPTION OF ACTIVITIES
Fixed Route Operations: Iowa City Transit fixed route operations include 19
routes during weekday peak service within the corporate limits of Iowa City while
also servicing University Heights. Hours of service are 5:45 AM – 11:00 PM,
Monday – Friday and 5:45 AM – 7:40 PM on Saturday. During peak hours, most
routes operate on 30 minute headways while providing hourly service during off-
peak and Saturdays. Complimentary para-transit 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. Iowa City Transit maintains a fleet of 27 40 ft. heavy duty
buses and 10 para-transit buses, all of which are ADA accessible.
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.
FY2012 Service Accomplishments / Highlights: Representatives from Iowa City, Coralville and University of Iowa were awarded the IOWA award from the University of Iowa for Bongo transit AVL system. Provided nearly 1.9 million rides Received funding for nine heavy duty buses over the past two years. Six have been implemented into our fleet, three are in process. Completed FTA triennial review Received grant funding to replace existing farebox system Began study to relocate transit facility. Current facility was constructed on a former dump/landfill site.
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Funding / Revenue:
Transit property tax levy - Iowa State Code chapter 384.12.10 provides
the legal authority for municipalities to levy “a tax for the operation and
maintenance of a municipal transit system…and for creation of a reserve
fund for the system…in an amount not to exceed ninety-five cents per
thousand dollars of assessed value each year, when the revenues from
the transit system or district are insufficient for such purposes.” Tax
revenue from the FY2013 transit levy ($.95 per $1,000 of taxable
valuation) is estimated at $2.8 million.
Federal Operating Assistance – Based on an MPOJC formula, funds are
split between Cambus, Coralville Transit and Iowa City Transit.
State Operating Assistance
J.A.R.C. – This is a federally-funded, application-based grant.
Farebox and bus pass revenue: It has been 15 years since the last fare
increase for Iowa City Transit. At that time single fares increased $0.15
to $0.75 for a one-way fare. The FY2013 budget proposal includes an
increase in bus fares and passes would result in the following:
Current Proposed
One way fare $.75 $1.00
Off peak discount rate $.35 $.50
31-Day Pass $25.00 $32.00
Discount 31-day pass $20.00 $27.00
10-Ride Pass $6.50 $8.50
Student Semester Pass $80.00 $100.00
Court Street Transportation Facility:
Parking fees are hourly ($.60 per hour) and permitted ($80 per month),
with $561,247 total projected in FY2013, based on FY2011 actuals.
Rent from commercial properties is projected to be $159,342, based on
FY2011 actuals.
FY2013 Highlights:
Transit Operations will be reclassified as a business-type activity at the start of
FY2013, with existing cash balances transferred out of General Fund. This
change effectively eliminates an estimated $966,000 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. Court
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Street Transportation Center was constructed in FY2006 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 a business-type activity in that it is primarily
supported through user fees. The FY2013 budget assumes a restructuring of
transit routes, privatization of the auto body repair function, and a fee increase of
$.25 per ride. The last fare increase was in 1997. Bus passes and fares will increase as of July 1, 2012, as summarized below: FY2012 FY2013 One way fare $ .75 $ 1.00 Off peak discount rate $ .35 $ .50 31-Day Pass $25.00 $ 32.00 Discount 31-day pass $20.00 $ 27.00 10-Ride Pass $ 6.50 $ 8.50 Student Semester Pass $80.00 $100.00 In addition to this, Iowa City Transit will more aggressively pursue advertising, including bus wraps which could result in a substantial revenue source. A number of changes in operations that reduce operating costs will also be necessary in order to fill the funding gap left by the elimination of property tax funding. Substantial changes reflected in the FY2013 budget include: Elimination of two positions by attrition during FY2012 : Custodian (.50) and Maintenance Worker II (1.0) Privatization of body repair shop operations, including elimination of a Body Repair Mechanic position (1.0) Split of MWI responsibilities between parking and transit Elimination of one Maintenance Worker I – Transit position (1.0) Reallocation of one half of the Maintenance Worker I – Parking position (.50) to Parking for shared responsibilities Reallocation of one half of an Operations Supervisor position (.50) to Parking for shared responsibilities Reduced Scheduled Overtime through improved scheduling of transit runs
PERFORMANCE MEASURES*
2007 2008 2009 2010
Farebox Ratio 22% 19% 25% 24%
Total Ridership 1,676,353 1,867,370 1,986,738 1,885,828
Ridership per Revenue
Vehicle Mile 2.49 2.70 2.76 2.75
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Transit
Transportation Service Director (.50)
3 Operations Supervisors – Trans. Services
Associate Transportation Services Director (.50)
TRANSIT SERVICES
37.75 Mass Transit Operators
1 Customer Service Representative
PARKING/TRANSIT
Senior M.W. – Parking/Transit (.50)
2 Mechanic IIIs – Transit
2 Mechanic IIs – Transit
1 M.W. II – Transit
2 M.W. Is – Transit
M.W. I – Parking Systems (.50)
1 Parts/ Data Entry Clerk – Transit
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DEPARTMENT: PUBLIC WORKS
DIVISION: WASTEWATER TREATMENT
Public Works Director: Rick Fosse
Wastewater Superintendent: Dave Elias
Assistant Superintendent: Roger Overton
Phone: (319) 356-5170
MISSION STATEMENT
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.
BACKGROUND
Facilities and Operations: The Wastewater Division operates and maintains
two treatment plants, 17 lift stations, and 300 miles of sanitary sewer piping
throughout the city, processing 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.
The South Plant, located at 4366 Napoleon St. SE, was expanded in 2002 to
accommodate more stringent ammonia removal standards and future growth in
residential and industrial customers. Maximum flow capacity of both facilities is
42 million gallons a day.
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.
Funding: Wastewater Operations are funded by sewer user fees, per the
following schedule.
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SEWER FEES
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 included in charge for 100
cu. 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
Fund Balance: Unrestricted fund balance is projected to increase to an
estimated $10.9 million by June 30, 2013 due to interest savings on the 2008,
2009 and 2010 Sewer Revenue Bond Refunding issues. Restricted fund balance
for wastewater debt service is projected at $10.5 million on a cash basis. Bond
covenant requirements are monitored on an accrual basis and reported in the
City’s Consolidated Annual Financial Report.
User fees will be re-examined once the South Plant expansion is completed.
FY2013 Expenditure Highlights: There are no significant changes within the
operating expenses for Wastewater Operations. Other Financial Uses is
projected to decrease to $5.9 million in FY 2013 compared to $11 million in FY
2012 and estimated $9 million in FY 2014. The $5.9 million in FY 2013
represents the base level of operating transfers from operations to debt service
and annual sewer mains replacements. Fiscal years 2011, 2012 and 2014
include additional funding from wastewater operations to Wastewater Capital
Improvement Projects.
FY2012-2016 CIP Highlights: Reconstruction of the North River Corridor Trunk
Sewer is scheduled for FY2013-2014 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 $4.4 million, funded from Wastewater user
fees.
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The South Wastewater Plant Expansion project will relocate the North
Wastewater Treatment Plant and consolidate operations into the South Plant by
expansion of existing facilities at 4366 Napoleon Street SE. Project estimate is
for $49.2 million, with funding of $32.6 million from state and federal grants,
$13.6 million from Local Option Sales Tax revenue and $1.9 million from
Wastewater user fees. This project will span several years and is scheduled for
completion in FY2015.
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Wastewater Treatment
WASTEWATER TREATMENT
1 Chemist
5.70 M.W. IIs
1 M.W. I
4 TPOs
Wastewater Superintendent (.50)
Assistant Wastewater Superintendent
WASTEWATER
1 Senior M.W. – WW Plant
1 Senior TPO
3 Maintenance Operators
1 Electrician
1 Electronics Tech.
2 Laboratory Technicians
Senior Clerk/Typist (.50)
WASTEWATER COLLECTION
Senior M.W. (.90)
1.80 M.W. IIIs
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DEPARTMENT: PUBLIC WORKS
DIVISION: WATER
Public Works Director: Rick Fosse
Water Superintendent: Edward Moreno
Information Coordinator: Carol Sweeting
Location: 80 Stephen Atkins Drive
Phone: (319) 356-5164
MISSION STATEMENT
The Water Division exists to provide high quality and abundant quantity of water
necessary for the residential, commercial, industrial, and firefighting needs of the
city.
History: The Water Division, as part of the Public Works Department, ope rates
and maintains the potable water system for the City of Iowa City. Critical assets
include a 16.7 million gallon per day capacity state-of-the-art water treatment
facility, 261 miles of water main and appurtenances that date back to 1882, and
over 25,000 service accounts that are billed monthly. 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.
State and federal regulations: Iowa City’s award-winning water exceeds all
required standards set by the Environmental Protection Agency, with over 200
tests performed each day by water treatment plant operators to ensure that
quality standards are met. The Division’s Consumer Confidence Report is
released to the public annually and can be accessed at www.icgov.org/water.
User Fees and Fund Balance: User fees are currently insufficient to cover
annual operating costs. This has been allowed to continue by utilizing fund
balance to cover the net loss. Fund balance is projected to be $5.5 million as of
June 30, 2012, $1 million of which is expected to be used for expenditures during
FY2013. Combined with the fact that there are no significant non-recurring
capital projects planned in the current CIP document, the net operating loss is
not a concern at this time. Fund balance will continue to be monitored in the
future and user fees recommended for adjustment when necessary. Fund
balance will also be augmented as FEMA reimbursements for projects
undertaken after the flood of 2008 are received.
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Water Division
Backflow Program
Building Inspector
(1.0)
Water Operation and
Maintenance
1 Senior MW – Water Plant
1 MW I – Water Plant
1 Senior TPO
4 TPO
4 Maintenance Operators
Laboratory Technician (.50)
Public Info/Ed Coord
(.50)
Superintendent
Assist. Superintendent
Customer Water
Service
1 Customer Service
Coordinator
1 MW III
2 MW II
3 MW I
1 MW I Meter Reader
1.75 Clerks
Water Distribution
1 Senior MW
2 MW III
4 MW II
1 Utilities Tech
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DEPARTMENT: PUBLIC WORKS
DIVISION: REFUSE COLLECTION
Public Works Director: Rick Fosse
Streets / Solid Waste Superintendent: Bud Stockman
Assistant Superintendent: Rodney Walls
Office Location: 1200 S. Riverside Drive
Phone: (319) 356-5180
Solid Waste crews provide curbside pickup of household waste, recycling, yard
waste, bulky items, and appliances to 14,806 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 City purchased its first automated garbage truck in 2002, making refuse
collection faster, more efficient, and safer. Wheeled carts are easier to
maneuver, more stable, and designed to not blow over in high winds. Lids are
attached and snug-fitting to keep pests and animals out. Automated carts and
recycling containers are provided free of charge to the resident. Yard waste
stickers and bags are available for purchase at various locations throughout the
city.
Stats / Performance Measures:
2008 2009 2010 2011
Residential Refuse
Collection Accounts 14,616 14,710 14,850 14,960
Refuse Tons per Year 8,834 8,657 8,869 8,969
Yard Waste Tons 1,928 1,816 1,675 1,730
Recycling Tons 1,748 1,608 1,448 1,471
Bulk Item Pickups –
Total Number of Items 1599 2480 2271 2414
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Revenue: Projections for refuse collection and curbside recycling fees are
based on FY2011 actual receipts, plus one percent (1%) growth annually.
Following is a history of rate changes for monthly billings on refuse and recycling
fees:
Fund balance: Fund balance is projected to decrease by $63,543 or 13.7% in
FY2013 as user fees have not increased since November 2010. Increased fuel
and personnel costs will make a fee increase necessary in the new future.
FY2013 Highlights: No change in user fees is recommended at this time.
Fluctuating fuel costs are being monitored. Capital outlay includes 500 refuse
carts, annually, for expanded use of automated trucks.
Total
Fiscal
Year
Effective
Date
Minimum
Billing Increase
Minimum
Billing Increase
Minimum
Monthly
Billing
Total
Increase
2002 May 2002 9.00$ 0.80$ 3.10$ 0.30$ 12.10$ 1.10$
2006 July 2005 9.40 0.40 3.10 - 12.50 0.40
2007 July 2006 9.90 0.50 3.10 - 13.00 0.50
2008 July 2007 10.40 0.50 3.60 0.50 14.00 1.00
2009 July 2008 10.90 0.50 3.60 - 14.50 0.50
2010 July 2009 11.40 0.50 3.60 - 15.00 0.50
2011 Nov 2010 11.90 0.50 3.60 - 15.50 0.50
Refuse Recycling
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Superintendent (.35)
Clerk/Typist (1.0)
Asst. Superintendent
Streets / Solid Waste (1.0)
White Goods
Maint. Worker I (1.0)
Yard Waste
Maint. Worker III (1.0)
Maint. Worker II (1.0)
Maint. Worker I (1.0)
Recycling
Maint. Worker II (5.0)
Refuse
Maint.Worker II (4.0)
Maint. Worker I (4.0)
Refuse Collection
Streets & Solid Waste Division
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DEPARTMENT: PUBLIC WORKS
DIVISION: LANDFILL
Public Works Director: Rick Fosse
Landfill Superintendent: Dave Elias
Recycling Coordinator: Jennifer Jordan
Landfill Site: 3900 Hebl Avenue
Eastside Recycling Facility: 2401 Scott Boulevard
Phone: (319) 356-5185
MISSION STATEMENT
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.
Facilities: The Iowa City Landfill & Recycling Center handles waste disposal,
recycling, and composting for all of Johnson County. Located at 3900 Hebl
Avenue SW, the Landfill is open from 7 AM to 4:30 PM Monday-Saturday, with
hazardous waste accepted by appointment. In FY2007, the landfill handled over
143,000 tons of material, 103,100 tons of which was landfilled. Curbside and
drop-off recycling exceeded 2,050 tons and 6,400 tons of yard waste was
accepted; an estimated 2,300 tons of compost was redistributed throughout the
county as a soil amendment.
The City began construction of a new landfill cell in FY2009; this cell was
completed in FY2012. Subsequent to completion, this cell was damaged in a
fire. This event is described in the fund balance section below.
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.
Government regulations: There are numerous types of special waste which
are received, but separated out for material-specific handling. This includes
electronic and hazardous waste, yard waste, tires, recycled products (paper,
plastics, glass, cardboard), reusable furniture, and building materials.
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Electronic and Hazardous Waste: The Landfill contracts with a DNR-approved
recycler to provide environmentally safe disposal and/or recycling of electronic
products which contain lead and other substances that can be harmful to the
environment if disposed of improperly. A Hazardous Waste Collection Facility
was added in 2000 to accept used oil, old paint, batteries, household and
commercial chemicals, which previously were landfilled.
Yard Waste and Composting: Iowa City residents can take yard waste directly
to the Landfill and deposit it at no charge. These materials are composted and
made available to the public as mulch and compost.
Reusable Furniture and Construction Materials: The Landfill works with
organizations like Furniture Project, Habitat for Humanity’s ReStore and Salvage
Barn, which divert reusable furniture and building materials from landfilling to
people who can use them.
Revenue Sources: Rates have remained constant since FY2000, when they
were reduced.
Iowa City residents, charge per ton: $38.50
Non Iowa City residents, charge per ton: $43.50
$3 for any garbage load less than 140 pounds; approximately $0.50
for each additional 20 lb. over 140 pounds.
Special Fees:
•Appliances - $12.50 per appliance; $1/cu. ft. for large commercial
appliances
•Asbestos (Friable - $105/cu. yd.; Non-friable - $105/ton)
•Petroleum contaminated soil - $43.50/ton (3 ton minimum)
•Tires - $0.07 per lb ($3 minimum)
Fund Balance / Reserve Funding Requirements: As of June 20, 2012, the
landfill fund balance is approximately $20.88 million. Over $14.57 million is
restricted to certain uses, described below, by State code. Another $4.76 million
is reserved per City policy to plan for future capacity.
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 have separate accounts
with balances sufficient to provide for: the 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. Post-closure
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costs include, but are not limited to: drainage and erosion control systems
maintenance; groundwater to waste separation systems maintenance; gas
control systems maintenance, monitoring, and reports; and groundwater
and surface water monitoring systems maintenance and reports.
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.
FUND BALANCE
June 30,
2010
June 30,
2011
June 20,
2012
Restricted
Landfill Assurance –
Closure $4,532,434 $4,900,134 $4,900,134
Landfill Assurance –
Post-Closure $8,310,045 $8,741,693 $8,741,693
Solid Waste Surcharge
Reserve $905,595 $1,003,765 $921,426
Misc. Restricted Cash $14,340 $14,979 $15,771
Total Restricted $13,762,414 $14,660,572 $14,579,024
Assigned
Landfill Replacement
Reserve $4,420,524 $5,079,255 $4,762,428
Cash on Hand
Including Cash
Equivalents $11,352,451 $4,426,866 $1,540,257
Total Fund Balance $29,535,389 $24,166,693 $20,881,709
Subsequent Event: Beginning on May 26, 2012, the Iowa City landfill
experienced a fire in the recently completed cell. The cell was lined with
shredded tires per Iowa Department of Natural Resources recommendations to
protect the clay lining and minimize infiltration. The shredded tires ignited on
May 26 and the extinguishment operation was completed on June 10. The
damage to the landfill cell is estimated to be between $4 million and $6 million.
This fire will affect the landfill’s self-mandated replacement reserve. While the
landfill fund has a high fund balance, most of this balance is reserved for closure
and post-closure costs and cannot be accessed for any other reason.
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Interfund Loan Repayment: Interfund loans are made from the self-mandated
landfill replacement reserve to fund various City projects. As of June 30, 2012,
there is approximately $4.3 million in outstanding principle to be repaid to the
landfill replacement reserve.
FY2012-2016 CIP Highlights:
The City is collaborating on a project with the University of Iowa to utilize landfill
gas for energy production at the Oakdale Campus. Iowa City’s contribution to
the project is estimated at $2.0 million for gas conditioning and compression
equipment. The City’s investment is expected to be recovered through the sale of
landfill gas to the University, gas that would otherwise be burned off.
Principal Interest
Total
Principal &
Interest
General Fund:
Sr. Ctr. Envelope - FINAL in FY2014 14,667.52 7,160.12 514.24 7,674.36
Transit - Court St. Daycare
FINAL in FY2015 195,591.84 54,229.24 3,418.76 57,648.00
Terry Trueblood Rec Area 111,201.83 20,290.38 4,588.86 24,879.24
Fire Station #2 Demo/Reconstruction 946,343.41 43,088.53 37,075.65 80,164.18
Fire Station #4 - (CIP #4407 estimate)1,000,000.00 33,318.45 39,399.15 72,717.60
Total General Fund:2,267,804.60 158,086.72 84,996.66 243,083.38
Airport:
University of Iowa Hangar 367,860.64 14,240.82 14,457.44 28,698.26
South East T-Hanger 273,704.28 9,118.59 10,782.09 19,900.68
Corporate Hangar 521,457.35 15,419.59 20,580.41 36,000.00
South West T-Hangar 255,875.65 7,052.00 10,108.00 17,160.00
Total Airport 1,418,897.92 45,831.00 55,927.94 101,758.94
Transportation Services / Parking:
Southside Parking Facility -
Land Acquisition 631,472.55 172,410.42 27,677.58 200,088.00
Total All Internal Loans
to be repaid to Landfill 4,318,175.07 376,328.14 168,602.18 544,930.32
FY2013
Principal
Outstanding
As of 06/30/12 Loan
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LANDFILL
1 Environmental Coordinator
1 Senior Engineer
1.50 Scalehouse Operators
6 Landfill Operators
1 Senior M.W.
2 M.W. IIIs
Senior Clerk/Typist – WW (.50)
RECYCLING
1 Recycling Coordinator
1 Recycle Clerk – Landfill
1 M.W. I - Landfill
Wastewater Superintendent (.50)
Assistant Superintendent – Landfill
Landfill
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DEPARTMENT / DIVISION: AIRPORT
DEPARTMENT DESCRIPTION
Iowa City’s Municipal Airport is a general aviation airport located in the southwest part of Iowa
City. 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 just under 103,000 gallons of jet fuel and 60,000 gallons of aviation gasoline
to aircraft operators in 2010.
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. Iowa City also hosts Sertoma Club’s annual
Fly-in/Drive-in Breakfast fundraiser event.
Funding: Airport revenue accounts for $294,000. General levy property tax support is estimated
at $100,000. These funds support Airport operations and maintenance projects.
Airport hangar maintenance and runway improvements are generally funded by federal grants.
These projects are ninety-five percent (95%) federally funded with a five percent (5%) local
match from general obligation bonds. This budget includes an apron reconstruction and
connecting taxiway project; total project cost is budgeted at $1,659,500, with $1,576,525 coming
from federal grants.
Fund Balance: The ending fund balance for FY 2013 is projected to be $100,259, a 1.05%
increase over the FY 2012 estimated ending fund balance.
FY2013 Budget Proposal: This proposal includes an increase in authorized positions for
Airport Operations Specialist position from .75 to 1.0 FTEs.
MISSION STATEMENT/GOALS
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.
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The Airport’s goals further the City’s strategic plan goal of: Economic and Community
Development.
OBJECTIVES
1. Capacity Needs:
o T-hangar Waiting list holds 20+ entries
o Demand for hangar space for larger business class aircraft, specifically for
King Air 200 series, and Citation I-IV series aircraft
o Additional Aircraft parking spaces are needed during high traffic times
(football weekends)
2. Budget:
o Airport Operations budget is supplemented by general fund contributions.
Cuts to general fund contributions would impact airport operations
o Seek additional funding opportunities and steady income streams
3. Airspace:
o Airspace Obstruction Mitigation projects are planned for approach ends of
Runway 12 and Runway 30.
4. Maintenance:
o Most buildings around airport are from 1960-1970s era. This requires a
higher dollar upkeep than modern buildings. Main Terminal built in 1951.
Many buildings are coming due for rehabilitation at the same time which
impacts budget.
5. Public Outreach:
o Seek more events and activities to host at the airport. This draws non-
aviation people to the airport and increases awareness of the airport.
o Communication of airport economic impact to area officials, elected and
non-elected.
PERFORMANCE MEASURES*
2007 2008 2009 2010
Rents
(Objective #1) $218,849 $232,207 $244,045 $273,810
Based Aircraft
(Objective #1) 84 84 84 84
General Levy
Support
(Objective #2)
$159,120 $112,000 $130,000 $120,000
Fuel Flowage
(Objective #5) 189,612.68 170,493.00 136,327.41 165,112.47
* A full performance measure report is available in Appendix A of this document.
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DEPARTMENT: PUBLIC WORKS
DIVISION: STORMWATER MANAGEMENT
MISSION STATEMENT
The Iowa City Stormwater utility exists to provide safe, clean, and healthy
waterways for our community. We do this by using education, outreach,
community involvement, volunteers, capital projects, and enforcing our City’s
Ordinances that provide for and protect our watersheds.
DESCRIPTION OF ACTIVITIES
In prior years, stormwater management focused on handling large quantities of
water run-off in an urban environment and the prevention of flooding in low-lying
areas. Storm sewers, ditches, and detention/retention ponds were built to carry
stormwater away from homes and businesses during such events. In order to
protect and improve valuable water resources, new federal regulations focus on
the pollutants which are known to be carried by stormwater into streams and
rivers. Iowa City is now required to implement various programs related to
stormwater quality under a federally mandated Stormwater Permit.
Management of the Stormwater utility is provided through the Engineering
Division.
Revenue: A 25% rate increase in stormwater user fees was recommended for
each year during FY2012-FY2014. In FY 2013, this will increase user fees from
$2.50/month per Equivalent Residential Unit (ERU) to $3.00/month, and is
expected to generate an additional $160,000 annually. These rate increases are
necessary to provide funding for stormwater capital projects including $250,000
in FY2012 for Scott Park Development and $250,000 for Lower
Muscatine/Kirkwood to First Avenue. An additional $500,000 is budgeted in
FY2015 for improvements to the system near Riverside Drive and the University
of Iowa Arts Campus.
- 297 -
Fund Balance: The projected ending fund balance for FY2013 is $318,772, a
223% increase over the estimated FY2012 ending fund balance. FY2012 fund
balance was used to fund the capital projects noted above.
Stormwater Management
Public Info. / Educ. Coordinator (.50)
Sr. M.W. – Wastewater Collection (.10)
M.W. II – Wastewater Collection (.30)
M.W. III – Wastewater Collection (.20)
Senior Engineer
- 298 -
- 299 -
DEPARTMENT / DIVISION: BROADBAND TELECOMMUNICATIONS /
CABLE TV
MISSION STATEMENT
The mission of the Iowa City Cable Division 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.
OBJECTIVES
Broadband Telecommunications, also known as the Cable TV Division, is
comprised of three units: Cable TV Administration, the Media Production
Services Unit, and the Cable Programming/Interactive Services Unit.
Cable TV Administration oversees the Cable Division's operations, monitors
cable franchise agreement compliance, provides a complaint resolution service
for citizens with the local cable company, regulates basic cable service rates,
monitors the public access service contract compliance and supports other local
cable television programming channels. Administration also serves as staff for
the Iowa City Telecommunications Commission (ICTC), manages their official
triennial review of cable provider's performance and conducts special projects
such as research or community surveys. Administration also monitors changes
in Federal and State laws and regulations and relevant legal decisions related to
cable television, broadband or telecommunications
The Media Production Services Unit produces local government and
community video programming including local public meetings such as the Iowa
City City Council and Foreign Relations Council meetings; balanced political
programming such as League of Women Voters and other NGO forums;
informational programming such as City departmental and community
organizational profiles, services, projects, or activities and a wide variety of local
musical public performances.
- 300 -
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- 301 -
- 302 -
DEPARTMENT: HOUSING & INSPECTION SERVICES
DIVISION: HOUSING AUTHORITY
MISSION STATEMENT
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.
DESCRIPTION OF ACTIVITIES
The Housing Authority is a division of the City of Iowa City established in 1969
to administer housing assistance programs throughout its jurisdiction, including
all of Johnson County and portions of Iowa and Washington Counties.
It currently assists approximately 1,300 low-income families to acquire and
maintain affordable housing through rental and ownership programs. Rental
assistance includes the Section 8 Housing Choice Voucher and Public Housing
Programs. Homeownership opportunities exist under the Tenant-to-Owner
Program, Affordable Dream Homeownership Program, and the Section 8
Homeownership Program. Participation in all programs requires the family be
within federally established income guidelines.
The Housing Authority works with approximately 450 landlords. There are
approximately 1214 vouchers with a total Housing Assistance Payments (HAP)
contract in excess of $6 million to landlords within the Housing Authority jurisdiction. In
addition, 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.
- 303 -
The Federal Department of Housing and Urban Development (HUD) develops policy,
regulations, and other guidance that interprets housing legislation.
Revenue: HUD allocations account for 100% of the Housing Authority’s operating
budget. The Iowa City Housing Authority is projected to receive $7.7 million in federal
funding through HUD in FY 2013. These monies finance programs to assist
individuals and families in obtaining affordable housing.
Fund Balance: The FY 2013 projected fund balance is $7,998,864; a 5.83% increase
over the FY 2012 estimated ending fund balance.
OBJECTIVES
Maintain lease-up rates in both the HCV and Public Housing programs.
Maintain involvement with the National Association of Housing and Rehabilitation
Officials (NAHRO), Public Housing Authorities Directors Association (PHADA), to
ensure that federal funding continues to fully support the Housing Choice Voucher,
Public Housing, and Family Self-Sufficiency Programs.
Maintain national criminal background checks through the Iowa Department of
Criminal Investigation (DCI) and Federal Bureau of Investigation (FBI).
Promote Housing Authority Mission, Priorities, and Goals and educate the general
public on the administration of federal housing programs.
Seize opportunities to reduce waiting list and serve eligible families while
maintaining HUD required staff/tenant caseload ratios.
Continue Good Neighbors – Strong Neighborhoods initiative and partnership with
Neighborhood Services and Neighborhood Associations.
Continue working with Mediation Services and the 6th Judicial District on our
“Family Council” approach to dealing with youth engaging in criminal activity that
may jeopardize housing assistance.
Maintain partnership with Iowa Area Association of Realtors working together on
homebuyer education projects and affordable homeownership new construction
projects.
Utilize public and private forums to dispel myths and stereotypes about the
households that need affordable housing.
Continue exploration of implementing direct deposit of landlord/owner HAP with the
Finance Department.
Maintain a lease-up rate for the Peninsula Apartments.
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Public Housing
Coordinator
Housing Authority
Housing Administrator
FSS Program
Coordinator
Housing Office
Manager
6 Housing
Program
Assistants
Section 8
Coordinator (.88)
Housing Assistant
(1.25)
Housing Inspector
- 305 -
- 306 -
INTERNAL SERVICE FUNDS
Equipment / Fleet Maintenance
Information Technology Services (ITS)
Risk Management Loss Reserves
Central Services
Health and Dental Insurance Reserves
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- 307 -
- 308 -
- 309 -
- 310 -
DEPARTMENT: FINANCE
DIVISION: INFORMATION TECHNOLOGY SERVICES (ITS)
MISSION STATEMENT
“In partnership with our clients, we will increase efficiency and productivity
through the effective use of Information Technology”
The services provided by the 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.
DESCRIPTION OF ACTIVITIES
Provide standardization, integration, and security for City data systems
Monitor critical services for early alerting to problems
Provide 24x7 support for our clients
Maintain Disaster Recovery site for all City data
Maintain Virtual Environment to reduce hardware costs, increase
efficiency of hardware in-use, and augment Disaster Recovery plan for
City data
Effectively administer the Replacement Schedule to ensure technology is
meeting client requirements
Support and enhance e-government services wherever possible
Protect, manage, and create redundant connections in the fiber optic
network
Monitor technology changes for potential cost savings
- 311 -
Accomplishments and Challenges this Year
Upgraded Microsoft Exchange platform to Exchange 2010
Reduced license costs for Exchange by changing to “per-user” licensing
Continued expansion of the VMware Virtual server environment
Implemented CIMS – Cemetery Information Management Software
Developed system for Electronic Data Interchange (EDI) with
MidAmerican to automate processing of 300 utility bills per month
Migrated clients to Office 2010 Professional
Implemented uniform PC rollout with software deployment via policy
Expanded VPN access (via cell card and NetMotion) for Police, Fire,
Parking, Water and Wastewater.
Expanded data network to Fire Station 4 and East Side Recycling
Utilized I-80 DOT fiber for redundant connection between Fire Stations 2
and 4
Increased interoperability with JECC for Police and Fire data, as well as
Fire Station Alerting
Developed “web store” for 24x7 citizen access to purchase City items
online, including order fulfillment process
Developed data feed to Twitter for Snow Emergency notifications
Developed online employment applications for Fire and Police recruitment
Upgraded City phone system with new processors, latest version of
software, new voice mail/auto attendant system, automated call
distribution system
Added 18 VoIP phones at Fire Station 4 and 2 at East Side Recycling
Center
Contracted for underground duct installation to facilitate connections from
Tower Place to Cemetery, Tower Site, Fire Station 4, East Side Recycling,
and I-80 DOT Fiber
Installed fiber cable (in partnership with IC Schools, University of Iowa,
and Johnson County) where appropriate in route (approximately 6 miles of
fiber)
Partnered with Iowa Network Services and the University of Iowa to install
underground duct along Highways 1 and 6
Facilitated duct and fiber installation at Airport from Building G to Terminal
Planned with Engineering for Lower Muscatine and South Sycamore
streets projects duct and fiber cable issues.
- 312 -
Major Issues to Address in the Near Future
1. Admins programmer retiring, creating a lack of support for legacy system
applications
2. Alpha system running Admins no longer supported by HP after 12/31/11
3. Email archiving and reporting software for City Attorney to conduct
information request searches
4. ERP/Time Capture, and legacy applications software project(s)
5. ProjectDox software project
6. Recware software end-of-life issues
7. Video Management project
8. Internet Service contract expiring; need for redundant connection?
9. Expansion of WiFi access to more facilities
10. Construction to connect Water Plant to I-80 Fiber – key for Dubuque St
raising project
11. Inter-governmental cooperation is causing issues with IP addressing
schemes
12. Rapid expansion of devices connecting to City resources (smart phones,
tablets, etc.)
13. Development of applications for mobile devices
14. Re-design of current ICGOV.ORG web site. How best to accomplish?
15. Centralized PIO in the City Manager’s Office
16. North Wastewater Site – Fiber optic hub at Admin Building for all
connections West, South and East. Demolition would require re-locating
fiber cable.
17. Population of INS-project buried duct with fiber cable. The U of I is ready
to go, and the City should install at the same time
18. South Gilbert Street fiber (from Napoleon Lift to South Wastewater) no
longer accessible after Sand Road reconstruction.
Staffing Changes: Effective at the start of FY 2013, an ITS staff position will be
reassigned to the City Manager’s Office as part of the new Public Information
Office.
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- 314 -
DEPARTMENT: FINANCE
DIVISION: RISK MANAGEMENT
MISSION STATEMENT
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.
OBJECTIVES
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.
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, 2011 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 $400,000 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.
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- 316 -
DEPARTMENT: FINANCE
DIVISION: CENTRAL SERVICES/PURCHASING
FUND TYPE: INTERNAL SERVICE FUND
MISSION STATEMENT
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.
OBJECTIVES
The internal service fund of the Central Services / Purchasing Division provides services
to internal clients/staff 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 and 28 E Agreements
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- 318 -
DEPARTMENT: FINANCE
FUND: HEALTH INSURANCE RESERVE
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 $100,000 per employee.
Operating funds and participating employees are charged premiums which are
deposited into the Health Insurance Reserve Fund. The City reimburses a health
insurance provider for actual medical costs incurred, plus a claims processing /
administrative fee.
The State of Iowa requires all public entities which maintain a self-funded health
insurance plan file an annual certificate of compliance with the Iowa Insurance
Commissioner, along with an independent actuarial opinion and financial
statement which demonstrate that the plan continues to meet the requirements of
Iowa Code 509A.14 & .15 as well as applicable provisions of the Iowa
administrative code.
FY2013 Budget Highlights: Health insurance premiums and administrative
costs are projected to increase one percent (1%) in FY2013 due to a lower-than-
average claims experience in recent years and increased employee contributions
in fiscal years 2013 – 2015. An increase in employee contributions was
negotiated in the AFSCME and Police union agreements as shown in the
following table:
Three percent (3%) premium increases are projected for health insurance in
FY2014 and FY2015.
Health Insurance Plan:FY2011 FY2012 FY2013 FY2014 FY2015
Single Deductible 200$ 350$ 350$ 350$ 500$
Family Deductible 200 350 425 450 700
Single Co-Pay 600 / 650 800 825 840 900
Family Co-Pay 600 / 650 800 950 1,100 1,450
Single Contribution/Month 20 40 40 40 40
Family Contribution/Month 60 60 70 75 80
Note: The Unions bargained for different amounts in FY2011.
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- 320 -
APPENDIX A
Performance Measurement Snapshots
Police Department
Fire Department
Housing & Inspection Services Dept.
Library
Senior Center
Transportation Services
Airport Operations
F
Y
2
0
1
3
FY2011-2012 PERFORMANCE MEASURE REPORTS
This budget document contains the City’s initial departmental performance measure
reports. The process of generating these reports began during the summer of 2011
with involvement from department heads, line staff, the City Manager’s Office, and
Finance Department. The metrics chosen, the format in which they are presented, and
their integration into the budget document will continue to be refined in the coming
years.
The departments for which reports are presented in this appendix include the Police
Department, Fire Department, Housing and Inspection Services, the Iowa City Public
Library, the Senior Center, Transportation Services, and the Iowa City Airport. The
City’s goal is to conduct similar reports for every City operating division during future
budget years.
Future performance measurement will be guided by the City Council’s strategic plan
goals. Departmental goals and objectives driven by the City’s organizational goals will
be identified; each department’s performance in achieving these goals and objectives
will be measured and communicated through the budget document.
A - 1
City of Iowa City, Iowa Performance Reports
2011 Iowa City Police Department Performance Snapshot
Sam Hargadine, Police Chief
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.
1. Top Accomplishments and Challenges this Year
Continue to transition into a new Dispatch Center and Operations.
Continue to implement a new Records Management System.
There was an 8% decrease in calls for service for a total of 58,726 compared to 67,609 last year.
A total of 5,639 criminal charges were issued resulting in an 8% decrease from last year.
A reduction in total traffic citations to 4,446 resulted in a 1% decrease from 2009.
Investigated 1227 motor vehicle crashes, including 122 personal injury accidents and 1 fatality.
Hired and continue to train 10 new Police Officers who replaced three long-term Police Officers and
filled vacant positions.
The Investigations Unit added a Juvenile Investigator to address growing problems related to juvenile
crime.
Records Personnel completed data entry and scanning of 10,076 incidents during 2010. This was a
10.3% increase of incidents completed for 2009.
The Iowa City Police Department was re-accredited from the Commission on Accreditation for Law
Enforcement (CALEA) in March of 2011.
Opened a Police Sub-Station on the southeast side of Iowa City.
Worked toward securing FEMA funding and schematic design to rebuild the Iowa City Animal Shelter.
Investigations: 2010 STATS 905 Cases were assigned. 930 cases were cleared (including cases
assigned in previous years). 54 cases were carried over into 2011. The total number of cases
assigned in 2009 was 875. 869 cases were cleared (including cases assigned in previous years but
cleared in 2009). 54 cases were carried over into 2010 for investigation.
Officers received in excess of 6000 hours of training, including over 3000 hours of in-house training.
In 2010 Crime Prevention made 96 presentations to schools, businesses, and community groups
resulting in contact with over 6,029 members of the community.
Acquisition and placing into service a Crime Scene/Accident Investigation Van.
2. Major Issues to Address in the Near Future
Complete the conversion to the TAC10 Records Management System, and provide adequate training
to Officers to properly utilize the program.
Complete building maintenance needs, including remodeling of the Police Crime Lab, Station Master
Room and Police Break room.
Work with Management and Staff to develop a long-range plan for a new Police Station.
Fund the replacement of all vehicle cages and equipment which will become obsolete when the old
style Ford Crown Vic is no longer available from the manufacturer.
Secure funding for the replacement of one K-9.
Securing funding for the retention of and expansion of services offered at the Police Sub-Station.
A - 2
Addressing both the downtown bar scene, neighborhood house parties and the related underage
drinking and intoxication related offenses.
Minimizing the effects of gangs and drugs on the community.
Management and staffing needs associated with Red Light cameras, if the program is implemented.
Maintaining training at an acceptable level with a shrinking budget.
Recruiting and hiring from a diverse applicant pool.
Providing services for a growing Hispanic/Spanish speaking community.
Limited or restricted access to an approved firearms range.
Keeping up to date with equipment and training for computer related crime.
Expanding intelligence information access (crime mapping, data analysis).
Establishing strategies to free up Officer time for increasing Community Policing presence.
Identify clear vision of what type of animal services the community desires.
Construct new animal shelter facility.
3. General Police Data Discrepancies
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 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.
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 groups:
UCR 1 Property Crimes UCR 1 Violent Crimes
Arson Murder/Non-Neg Manslaughter
Burglary Forcible Rape
Larceny Robbery
Shoplifting Aggravated Assault
All forms of Theft
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 the crimes may vary
between communities
A - 3
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Police Department and
information gathered from the Iowa Department of Public Safety. Data synthesis was based on the
International City/County Management Association (ICMA) performance measurement structure. The
Iowa City data has been benchmarked against the 2010 ICMA Measurement Performance Data.
Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Trend
Comment
Receipts:
General Levy $7,125,869 $7,739,431 $7,806,415 $8,993,112 ↑
Increase in 2010 is due to
“Employee Benefits” line
item being included in
General Fund.
Other City Taxes $328,527 $343,866 $357,354 $316,635 ↔
Other State
Grants $176,117 $166,553 $167,702 $194,171 ↔
Federal Grants - $14,090 $23,393 $12,070 ↔
Local 28E
Agreements $21,138 $52,844 $67,328 $247,046 ↑
The 2010 increase is due
to the City providing
services that JECC
currently provides to local
communities.
Police Services $89,988 $68,737 $50,428 $121,452 ↑ Increase is due to federal
forfeitures.
Fire Services $8,970 $6,665 $10,465 $9,822 ↑ Assisting on alarm calls.
Code
Enforcement $2,738 $2,256 $2,174 $2,354 ↔
Contributions
and Donations $1,300 $1,000 - - ↓
Printed Materials $14,223 $17,484 $17,690 $17,634 ↔
Other Misc.
Revenue $139,124 $118,476 $133,719 $14,680 ↓ Shifting of forfeitures to
“Police Services” line item.
Sale of Assets 68,400 $33,261 $50,376 $49,484 ↓
Employee
Benefits Levy $1,086,488 $1,062,625 $792,524 - ↓ Employee benefits levy
dissolved into the general
fund levy.
Total Receipts $9,087,584 $9,627,288 $9,479,580 $9,978,652 ↑
Expenditures:
Personnel $7,955,623 $8,353,124 $8,281,913 $8,843,956 ↑
Services $632,440 $735,887 $751,284 $759,188 ↑
Supplies $229,610 $153,407 $130,580 $147,992 ↔
A - 4
Capital Outlay $269,911 $384,870 $315,803 $227,516 ↔
Total
Expenditures $9,087,584 $9,627,288 $9,479,580 $9,978,652 ↑
Police Metrics (Raw)
Number of Police
Officers 73 73 75 75 ↑ Iowa City Hired Additional
Officers
Total Violent
Crimes UCR 1 253 259 247 - ↔
Total Property
Crimes UCR 1 1526 1688 1575 - ↔
Total Violent
Crime Arrests
UCR1
104 104 109 - ↔
Total Property
Crime Arrests
UCR 1
482 483 483 - ↔
Total Juvenile
Violent Crime
Arrests UCR 1
9 16 15 - ↑
Total Juvenile
Property Crime
Arrests UCR 1
114 118 96 - ↔
Total DUI
Arrests 486 424 419 319 ↓
Total PAULA
Arrests 1002 879 852 529 ↓
Police Synthesized
Outcomes &
Measures 2007 2008 2009 2010 Trend ICMA Comment
Sworn Police
Officers Per
1000 Population
1.09 1.07 1.10 1.10 ↑ Iowa City is below the
average of 1.7
Total Violent
Crimes Per 1000
Population
(UCR1)
3.78 3.82 3.63 - ↔
Iowa City remains above the
average of 2.91
Total Violent
Crime Arrests
Per 1000
Population
(UCR1)
1.55 1.53 1.60 - ↔
Iowa City remains above the
average of 1.21
Total Property
Crimes Per 1000
Population
(UCR1)
22.85 24.9 23.24 - ↔
Iowa City has remained
below the national average
of 33.68
Total Property
Crime Arrests
Per 1000
Population
(UCR1)
7.21 7.12 7.12 - ↔
Iowa City is a little less than
the 7.59 ICMA average.
A - 5
Total Arrests of
UCR 1 Offenses
Per Sworn
Officer
8.02 8.04 7.89 ↔
Iowa City officers are
arresting more UCR
offenses than the 5.00
ICMA average.
Juvenile Violent
Crime Arrests as
a % of Total
Violent Crime
Arrests (UCR1)
8.6% 15.3% 13.7% ↑
Iowa City has increased to
near the national ICMA
average of 15.7%
Juvenile
Property Crime
Arrests as a %
of Total Property
Crime Arrests
(UCR1)
7.4% 6.9% 9.4% ↑
Iowa City is well below the
national ICMA average of
22.6%
Total DUI
Arrests Per 1000
Population
7.27 6.25 6.18 4.70 ↓
Iowa City has been above
the ICMA average of 5.02
but has recently dipped
below that average
Total DUI
Arrests Per
Sworn Officer
6.65 5.80 5.58 4.25 ↓
No ICMA Benchmark
Total PAULA
Arrests Per 1000
Population
15 12.97 12.57 7.79 ↓
No ICMA Benchmark
Total PAULA
Arrests Per
Sworn Officer
13.72 12.04 11.36 7.05 ↓
No ICMA Benchmark
5. Iowa Metro Coalition Comparison
The Metropolitan Coalition is a coalition of Iowa’s largest communities. Staff contacted city departments in each
community to provide the comparison below. Coralville and North Liberty have been included but not calculated
in the rankings. Metropolitan data is provided through the Department of Public Safety and is updated through
2009.
Outcomes
&
Measures
Iowa
City
(rank)
Ames Cedar
Rapids
Council
Bluffs Davenport Des
Moines Dubuque Sioux
City Coralville
North
Liberty
West
Des
Moines
AVG
Population
(2010)
67,862
(6) 58,965 126,326 62,630 99,685 203,433 57,637 82,684 17,269
12,200
56,609
-
Metro Coalition Metrics
Sworn
Officers Per
1000
Population
1.10
(8) .84 1.59 1.76 1.61 1.83 1.71 1.53 1.79
.98
1.16
1.45
Total Violent
Crimes Per
1000
Population
(UCR1)
3.63
(6) 3.00 3.21 8.90 5.84 5.09 5.13 4.12 1.27
2.62
1.28
4.46
Total Violent
Crime Arrests
Per 1000
Population
(UCR1)
1.60
(6) 1.81 1.54 3.76 2.76 2.61 2.61 1.41 3.24
1.80
.40
2.05
A - 6
Total
Property
Crimes Per
1000
Population
23.24
(9) 27.50 44.64 73.79 52.54 42.83 32.25 34.77 34.39
7.37
31.54
40.34
Total
Property
Crime Arrests
Per 1000
Population
(UCR1)
7.12
(7) 6.02 12.4 16.5 14.49 9.38 6.59 10.48 21.77
1.63
15.65
10.95
Total UCR1
Arrests Per
Sworn
Officer
7.89
(6) 9.2 8.72 11.46 10.6 6.54 5.3 7.74 13.9
3.5
13.77
9.02
Juvenile
Violent Crime
Arrests as a
% of Total
Violent Crime
Arrests
(UCR1)
13.7%
(6) 9.3% 13.3% 21.7% 18.4% 15% 26.4% 31.6% 8.9%
4.5%
4.3%
18.06%
Juvenile
Property
Crime Arrests
as a % of
Total
Property
Crime Arrests
(UCR1)
9.4%
(9) 27.5% 29.7% 29.4% 39.7% 33.9% 27.1% 50.8% 36.4%
30%
33.9%
31.26%
Total DUI
Arrests Per
1000
Population
4.70
(3) 3.74 4.61 3.16 2.46 4.65 8.58 8.28 9.03
6.88
2.13
4.7
Total DUI
Arrests Per
Sworn
Officer
4.25
(4) 4.42 2.88 1.79 1.52 2.53 4.6 5.39 5.03
7
1.83
3.24
Police Per
Capita Cost
$147
(7 Tie) $120 $227 $224 $160 $244 $208 $214 $196
$92
$147
$187
% of General
Fund
Expenditures
21.2%
(8) 24.8% 28% 34% 38.5% 36.1% 24.8% 38.3% 22.7%
18.1%
17.2%
29.2%
Information based on most accurate data reflected in the budgeted, estimated, or re-estimated municipal budgets for each community
6. Metric Comparative Analysis ICMA vs. Metro Coalition
Sworn Police Officers per 1000 Population Served
This metric reflects the ratio of police officers relative to the population protected. This metric
can be used as an indicator to baseline protection/service levels in a community. This data can
be used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Iowa City remains below the average for peer
communities across the country.
Metro Summary
Iowa City is below the metropolitan average
for the ratio of police officers to the overall
population.
Consider:
The University of Iowa
provides 45 police officers to
safeguard the University of
Iowa. They have provided
assistance in downtown Iowa
City.
A - 7
Total Violent Crimes (UCR P1) Per 1000 Population
This number measures how many UCR 1 Violent Crimes occur per 1000 population. Higher ratios
indicate more violent crimes in the community.
ICMA Summary
While Iowa City is lower for our metro-
coalition, Iowa City remains higher nationwide
for violent crimes per 1000 population but
hovers around the average.
Metro Summary
Iowa City is below the average for violent
crimes in the metro-coalition.
Total Arrests of Violent Crimes (UCR P1) Per 1000 Population
This metric highlights the number or arrests made for UCR 1 violent crimes in the community.
Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the
level of violent crimes in Iowa City.
ICMA Summary
Iowa City is slightly above the national
average for violent crime arrests.
Metro Summary
At 1.60, Iowa City is below the average for
violent crime arrests.
Total Property Crimes (UCR1) Per 1000 Population
This number measures how many UCR 1 Property Crimes occur per 1000 population. Higher
ratios indicate more violent crimes in the community.
ICMA Summary
Iowa City, at 23, is significantly below the
national average.
Metro Summary
Iowa City has significantly fewer UCR 1
property crimes than local peers.
Total Arrests of Property Crimes (UCR 1) Per 1000 Population
This metric highlights the number or arrests made for UCR 1 property crimes in the community.
Arrests made indicate a level of workload demand for Iowa City officers and assist in gauging the
level of property crimes in Iowa City.
ICMA Summary
Iowa City is about average for property crime
arrests.
Metro Summary
Iowa City remains below the average for peer
communities.
Consider:
Iowa City Officers are busier
than the average officer in the
area of violent crimes but not
as busy as local communities.
Consider:
Iowa City Officers are
arresting slightly less than the
average for property crimes
nationwide and has on
average fewer property crimes
nationwide. Locally, Iowa City
is below average for both
metrics.
A - 8
Total UCR 1 Arrests Per Sworn Officer
This metric indicates how many UCR arrests sworn officers made in 2009. The metric helps
define workload per sworn officer.
ICMA Summary
Iowa City is moderately higher than the
national average.
Metro Summary
Iowa City ranks 6th for number of UCR arrests
in 2009.
Juvenile Violent Crime Arrests as a Percentage of Total Violent Crime UCR 1
Arrests (%)
This metric highlights the percentage of UCR1 Violent Crime Arrests that are performed by those
being arrested as juveniles.
ICMA Summary
Iowa City is slightly below the national
average of 15.7.
Metro Summary
Iowa City ranks 6th amongst the metro-coalition
and is about average for violent juvenile
crimes.
Juvenile Property Crime Arrests as a Percentage of Total Property Crime
UCR 1 Arrests (%)
This metric highlights the percentage of UCR1 Property Crime Arrests that are performed by
those being arrested as juveniles.
ICMA Summary
Iowa City is below the national average of
22.6.
Metro Summary
Iowa City is well below the average.
Consider:
Iowa City Officers are on
average busier arresting
people for UCR1 crimes than
jurisdictions nationwide and
locally.
Consider:
On average, Iowa City officers
do not arrest as many
juveniles for crimes both
nationally or locally.
A - 9
Prepared by: Adam Bentley
Email: Adam-Bentley@Iowa-City.org
Phone: (319) 356-5010
Total DUI Arrests Per 1000 Population
This number indicates how many Driving Under the Influence violations occur per 1000
population.
Metro Summary
Iowa City ranks 3rd and is average for
local communities.
Total DUI Arrests Per Sworn Officer
This number indicates the number of DUI arrests made per sworn officer in 2010.
Iowa City is above the average but is 4th
overall in the rankings.
Police per Capita Costs per Resident
This metric highlights how much each resident is paying for police service. The number is
derived from total general fund expenditures and total police general fund expenditures.
Iowa City is below average and is tied for
7th with West Des Moines.
Percent of General Fund Expenditures
This metric indicates how much, as a percentage, is spent on police services out of the
General Fund.
Iowa City ranks 8th and is below the local
average by 8%.
A - 10
City of Iowa City, Iowa Performance Reports
2011 Iowa City Fire Department Performance Snapshot
Andy Rocca, Fire Chief
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.
1. Top Accomplishments and Challenges this Year
Implemented a county-wide P25 compliant, digital 800 MHz radio system.
Conducted ongoing response time analysis for improved service delivery.
Developed a four district emergency response plan and updated the Johnson County Mutual Aid Box
Alarm System.
Employed nine additional firefighters for Fire Station 4.
Opened Fire Station 4 in the northeast part of the community on October 1, 2011.
Responded to 4,472 total calls for service, a 7.7% increase from the previous year.
Responded to 2,535 emergency medical calls.
Administered year one of the FY2011-FY2016 Strategic Plan.
Fire Prevention and Operations personnel presented 350 fire and life-safety programs and conducted
2,145 fire and life-safety inspections.
Implemented an electronic-based fire inspection and pre-fire planning program.
Eliminated the Captain-Fire Inspector position.
Video conferencing utilized to conduct continuing education for personnel and improve emergency
response times.
Identified potential sites for the relocation of the Training Center due to the Riverfront Crossings
project.
Purchased three fire apparatus: two replacement engines and one engine for Fire Station 4.
Provided 1,339 hours of hours of training and education and conducted 1,619 hours of physical
fitness training.
2. General Fire Data Discrepancies
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 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.
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:
A - 11
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.
Geography—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.
Scope—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.
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Fire Department and
information gathered from the Iowa Department of Public Safety. Data synthesis was based on the
International City/County Management Association (ICMA) performance measurement structure. The
Iowa City data has been benchmarked against the 2010 ICMA Measurement Performance Data.
Specifically, the analysis and benchmarks are for communities with a population between 25k and 100k.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Trend Comment
Receipts:
General Levy $3,395,266 $3,670,485 $3,896,515 $4,695,652 ↑ Employee Benefits Levy is
now included in the
General Fund Levy.
Food/Liquor
License $75 - - - ↓ Service now provided by
the Clerk’s Office.
Federal Grants $63,800 - - - ↓
28E Agreements $1,126,807 $1,162,923 $1,244,990 $1,244,990 ↑
Iowa City has a 28E
agreement with the
University of Iowa for fire
protection.
Fire Services $4,972 $6,898 $5,151 ↔
Printed Materials $160 $168 $81 ↓
Misc.
Merchandise - $50 - ↓
Employee
Benefits Levy $836,303 $802,390 $611,343 ↓ This has been dissolved
into the General Fund
Levy.
Contributions
and Donations $32,320 $525 - 220 ↓
Other Misc.
Revenue $3,898 $70 $9,489 $1,978 ↔
The jumps have been
from reimbursements
from travel for
certifications and
accreditations.
A - 12
Sale of Assets $30,826 $11,759 $1,590 $325 ↓
Total Receipts $5,494,427 $5,655,268 $5,739,501 $5,948,615 ↑
Expenditures:
Personnel $4,831,783 $4,905,812 $4,855,601 $5,018,089 ↑
Services $301,696 $361,726 $368,517 $381,274 ↑
Supplies $136,389 $129,233 $161,082 $155,156 ↑
Capital Outlay $210,371 $187,140 $166,502 $150,339 ↔
Other Financial
Uses $14,188 $71,375 187,799 $243,757 ↑
The continued increase is
due to loan repayments
for the fire station two
remodel. This number
will continue to get larger
as fire station four loan
repayments will come
from this line item.
Total
Expenditures $5,494,427 $5,655,268 $5,739,501 $5,948,615 ↑
Fire Metrics (Raw)
Number of
Firefighters 56 56 56 56 ↔
Total Non-Fire
Incidents 3,896 4,080 3,982 4,295 ↔
Total Structure
Fires 89 77 59 85 ↔
Total Non-
Structure Fires 158 100 114 93 ↔
Residential
Building Fires 64 61 45 60 ↔
Commercial
Building Fires 133 69 87 79 ↓
Industrial
Building Fires 4 1 2 3 ↔
Average
Response Time-
Fire incident
(Min)
5:22 5:34 5:43 5:30 ↔
Average
Response Time-
Non-Fire
Incident (Min)
5:37 5:53 5:23 6:10 ↑
A - 13
Fire Synthesized
Outcomes &
Measures 2007 2008 2009 2010 Trend ICMA Comment
Sworn Firefighters
Per 1000 Population
.83 .82 .82 .82 ↔
Iowa City is below the
average of 1.25 but with
the additional firefighters
in 2011, will be closer to
average (1.04).
Total Residential
Structure Fires per
1000 Population
.95 .90 .66 .88 ↔
Iowa City is about average
with ICMA communities
surveyed (.89).
Total Residential
Structure Fires Per
1000 Residential
Structure Fires
- - - 3.29 -
Iowa City is above the
average of 2.95 for ICMA
peer communities.
Total
Commercial/Industrial
Fires Per 1000
Commercial/Industrial
Structures
- - - 36.09 -
Iowa City is much higher
than the ICMA peer
community group of 8.67.
Total Structure Fires
Per 1000 Population 1.33 1.13 .87 1.25 ↔
Iowa City is about average,
hovering around the ICMA
average of 1.17.
Total Non-Structure
Fires Per 1000
Population
2.36 1.47 1.68 1.37 ↓
Iowa City is below the
average of 2.05.
Total Structure/Non-
Structure Fires Per
1000 Population
3.69 2.61 2.55 2.62 ↔
Iowa City is below the
average of 3.15.
Total Non-Fire
Incidents Per 1000
Population
58.36 60.20 58.75 63.29 ↑
Iowa City is below the
average of 76.84.
Fire Department Per
Capita Costs $84.99 $83.45 $84.69 $87.65 ↑
Iowa City is lower than the
average of $166 but will be
closer to the average in
FY12 due to Fire Station 4.
Average Cost Per Call - $1,330 $1,381 $1,329 ↔
No ICMA Benchmark
5. Iowa Metro Coalition Comparison
The Metropolitan Coalition is a coalition of Iowa’s largest communities. Staff contacted city departments in each
community to provide the comparison below. Coralville and North Liberty have been included but not calculated
in the rankings. Metropolitan data is provided through the Department of Public Safety and is updated through
2009. Jurisdictions provide varying levels of medical services as a part of their operation. Below are the levels
provided:
EMS Categories
First Responder: Fire-based EMS providers that provide basic life support (BLS) and do not provide transport services to the hospital.
Paramedic Provisional: Fire-based EMS providers that provide BLS and advanced life support (ALS), typically on an engine company,
provided if and when a paramedic is present, and do not provide transport services to the hospital.
Paramedic EMS (full EMS): Fire-based EMS providers that provide ALS services and transport patients to the hospital via an
ambulance.
A - 14
Outcomes &
Measures
Iowa
City
(rank)
Ames Cedar
Rapids
Council
Bluffs Davenport Des
Moines Dubuque Sioux
City Coralville
North
Liberty
West
Des
Moines
AVG
Population
(2010)
67,862
(6) 58,965 126,326 62,630 99,685 203,433 57,637 82,684 17,269
12,200
56,609
-
Medical
Services
Provided
FR FR PP PE PP PE PE PP FR
FR
FR
-
FR: First Responder PP: Paramedic Provisional PE: Paramedic EMS (Full)
Metro Coalition Metrics
Sworn
Firefighters
Per 1000
Population
.82
(8) .93 1.13 1.59 1.41 - 1.52 1.36 *.17
*.16
~.85
1.20
Total
Residential
Structure Fires
Per 1000
Population
Served
.88
(5) .42 1.08 .96 .8 - .91 1.22 1.33
1.14
-
.89
Total
Residential
Structure Fires
Per 1000
Residential
Structures
3.29
(2) 1.5 2.78 2.77 2.41 - 2.69 3.61 3.24
1.80
-
2.72
Total
Commercial/In
dustrial
Structure Fires
per 1000
Commercial/In
dustrial
Structures
36.09
(1) 23.03 17.39 4.37 16.01 - 9.52 8.46 .003
0
-
16.41
Total
Structure Fires
per 1000
Population
1.25
(7) 1.23 1.34 1.1 1.09 - 3.59 1.56 1.5
1.47
1.3
1.55
Total Non-
Structure Fires
per 1000
Population
7.89
(6) 9.2 8.72 11.46 10.6 6.54 5.3 7.74 13.9
3.5
13.77
9.02
Total
Structure/Non
-Structure
Fires Per 1000
Population
2.62
(6) 2.96 2.43 4.29 4.13 - 5.91 2.97 4.78
2.21
-
3.61
Total Non-Fire
Incidents Per
1000
Population
63.29
(4) 62.85 42.08 84.39 144.7 - 80.46 60.96 42.56
55
-
76.96
Fire
Department
Per Capita
Costs
$87
(7) $67 $125 $206 $110 $148 $144 $153 $31
$32
-
$130
Average Cost
Per Call
$1,329
(5) $1,020 $2,827 $2,332 $744 - $1,674 $2,406 $653
$707
-
$1,761
Percent of
General Fund
Expenditures
12.6%
(8) 13.8% 15.5% 19% 26% 22% 18% 28% 3.5%
1.5%
11%
18.4%
Square Miles
Served
24.4
(8) 24.7 71.8 44 64.9 - 31 59 14
56
42
45.2
A - 15
Cost Per
Square Mile
(1,000’s)
243.7
(3) 160.3 207.8 292.5 170.3 - 268.9 215.6 38.1
69.9
146.4
213.1
General Fund
Expenditures
Per Square
Mile
.51
(3) .55 .22 .43 .40 - .58 .47 .25
.026
.26
.42
Information based on most accurate data reflected in the budgeted, estimated, or re-estimated municipal budgets for each community
6. Metric Comparative Analysis ICMA vs. Metro Coalition
Total Number of Firefighters per 1000 Population Served
This metric reflects the ratio of firefighters relative to the population protected. This metric can
be used as an indicator to baseline protection/service levels in a community. This data can be
used to supplement other metrics to enhance overall understanding of service performance.
ICMA Summary
Across the country, peer communities tend to
have a higher firefighter/population ratio.
Service levels and staffing needs are based on
community needs. Having a lower or higher
ratio is not exclusively indicative of the level
of protection.
Metro Summary
In 2010, Iowa City had a smaller ratio of
Firefighters to the general population.
However, with the addition of nine firefighters
in 2011, that number will increase.
Total Number of Residential Fires per 1000 Population Served
The ratio between residential structure fires and total population served provides an indication on
the level of protection the fire department is offering relative to residential fires. Communities
with a higher ratio have more fires per person than communities with lower ratios.
ICMA Summary
Iowa City has an average ratio compared to
peer communities across the country.
However, the City’s ratio has steadily
decreased since 2007.
Metro Summary
Iowa City has a lower ratio compared to
communities in our metro coalition.
Total Number of Residential Fires per 1000 Structure Fires
The ratio between residential structure fires and total residential structures indicates the
workload staff assumes with relation to residential fires and how well a community prevents
residential fires.
ICMA Summary
Iowa City has a higher ratio when compared
to peer communities across the country. This
indicates that Iowa City has more fires per
1000 structures than similar size communities
nationwide.
Metro Summary
Iowa City has a relatively medium to high ratio
when compared to our neighbors.
Consider:
Staffing levels may be
different in peer communities
as most communities provide
either provisional or full
paramedic services.
Consider:
Ratios can be related to the
balance of
residential/commercial
housing, housing stock,
environmental factors, and
demographics.
A - 16
Total Number of Commercial and Industrial Structure Fires per 1000
Commercial and Industrial Structure Fires
The ratio between commercial/industrial structure fires and total commercial/industrial structures
indicates the workload staff assumes with relation to commercial and industrial fires and how well
a community prevents such fires.
ICMA Summary
Peer communities have, on average, a
significantly lower ratio than Iowa City. Of the
peer communities in the ICMA study, very few
included large student populations relative to
the total city population.
Metro Summary
Iowa City has the highest ratio of these fires
when compared to our local neighbors. An
interesting point to note is that the community
with the second highest ratio is the City of
Ames.
Total Structure Fires per 1000 Population
The ratio between structure fires and total population served provides an indication on the level
of protection the fire department is offering relative to structure fires and the workload
associated with structure fires. Communities with a higher ratio have more structure fires per
person than communities with lower ratios.
ICMA Summary
Iowa City remains average with peer
communities nationwide on this metric.
Metro Summary
Iowa City has a mid-range ratio compared to
local communities.
Non-Fire Related Incidents per 1000 Population
The ratio between non-fire incidents and population indicates the workload our fire staff assumes
when responding to emergencies/non-emergencies not relating to a fire. Examples of such a
service could include medical or rescue.
ICMA Summary
Iowa City remains slightly below average
nationwide for this metric. Many of the
communities in the ICMA study provide
advanced medical services that would raise
this metric for such communities.
Metro Summary
Iowa City ranks in the middle between the
metro coalition.
Consider:
In Iowa City, commercial
property includes multi-family
houses that have 3 or more
rental units and apartment
buildings zoned commercially.
Consider:
While we may be slightly
below average nationwide and
similar to local communities,
services provided must be
considered to further enhance
understanding of this metric.
A - 17
6. Major issues to address in the near future
Development and implementation of a Human Capital/Workforce Plan
Reaccreditation with the Commission on Fire Accreditation International
Relocation of the Fire Training Center
Relocation of Fire Station 1
Construction of Fire Station 5 in the South Planning District
Ensure core programs meet jurisdictional service delivery demands and needs
Prepared by: Adam Bentley
Email: adam-bentley@iowa-city.org
Phone: (319) 356-5010
Fire Department Per Capita Costs
This metric simply measures the total general fund expenditures for the Fire Department on a per
capita basis for the community. Tied with other measures, this metric provides further clarity in
terms of level of service and costs.
ICMA Summary
Iowa City below the average for per capita
costs compared to our peer communities
nationwide. However, with implementation of
the new fire station, Iowa City rises to just
slightly below the average.
Metro Summary
Iowa City is the second cheapest fire
department in the metro coalition. However, in
2011, Iowa City will be average for local
communities in per capita costs rising from $87
to $125 per taxpayer.
Average Cost Per Call
This metric simply measures the total general fund expenditures for the fire department
into the number of responded calls. In a comparative analysis, this highlights the per call
costs between communities
Metro Summary
Iowa City pays relatively less per call
than the majority of peer local
communities.
Percent of General Fund Expenditures
This number compares how much the City of Iowa City spends on fire services relative to
overall general fund expenditures.
Iowa City ranks second to last in terms of
expenditures from the general fund.
Square Miles Protected/Served
This is just a metric defining amount of space protected by the fire department.
Iowa City has the smallest amount of
protected territory to cover compared to
the metro-coalition communities.
Cost Per Square Mile
This highlights how much Iowa City is spending per square mile protected. Higher totals
indicate larger amounts of money being spent.
Iowa City ranks third and is $30,000
above the average per square mile.
General Fund Expenditure Per Square Mile
This number compares how much the City of Iowa City spends out of its general fund for
fire expenditures per protected mile.
Iowa City ranks third overall for general
fund expenditures per square mile.
A - 18
City of Iowa City, Iowa Performance Reports
2011 Iowa City Housing and Inspection Department Performance Snapshot
Doug Boothroy, Director
Why We Exist: The Housing and Inspection Services Department is responsible for administering and
enforcing the building codes as well as portions of the Municipal Code and local City Ordinances. This is
done through the plan-checking stage and then again at the field inspection stage.
The mission of the Building Inspection Division is to promote the general health, safety, and welfare of
the citizens of Iowa City by assisting citizens with the code and permit process, by working with
developers and contractors in achieving their goals, and by working with other City departments for a
coordinated effort. We strive to achieve these goals and contribute to the overall mission of the City by:
• Administration and compliance of the codes and ordinances adopted by the City of Iowa City that
regulate buildings and properties located in the City.
• Provide information to the public and to assist them in understanding and the application of the
adopted codes and ordinances.
• Insure that those individuals and companies that do business in the City meet the regulatory
standards set forth in the building code and local ordinances for business and occupation in which
they are operating.
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 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.
1. Top Accomplishments and Challenges this Year
Permits & Building Plan Review
Total value of construction in 2010 was 96 million dollars, up 21 million from 2009 but remains
22.5 million below a ten year average of 118.5 million.
Building Plan reviews completed within two (2) day average from permit application date.
Building permits issued within fifteen (15) days average from date application was received.
Land Use and Site Plan Review
Site Plans were reviewed within 3 days average from date received.
Minor Site plans were approved within 28 days average from date application received.
Major Site plans approved within 45 days average from date application received.
Rental Inspections
Maintained 2 year inspection cycle for all rental properties.
Added 110 properties to the rental permit roles.
1,418 housing assistance inspections conducted for the Housing Authority.
98.6 % of rental cases brought into voluntary compliance.
A - 19
Code Enforcement
Maintained less than two day average to respond to complaints from date complaint received.
Maintained less than fourteen (14) days average to gain compliance from date complaint was
received.
Voluntary compliance on 84% of Complaint cases.
Implemented Temporary Use permit for Iowa football home game vendors.
Administered the acquisition, nuisance abatement and sale of two abandoned properties.
Iowa City Housing Authority
Maintained a minimum 98% lease-up rate for both the Housing Choice Voucher (HCV) and Public
Housing programs.
Achieved High Performance status for both programs.
Utilized public and private forums to dispel myths and stereotypes about the households that need
affordable housing. Met with the new Iowa City Community School District Superintendent, who
then arranged for the Housing Authority to address the District Parents Organization.
Completed with Cable TV a short program providing “Who We Are and What We Do” information;
will develop a more detailed program, designed to “Tell the Housing Authority’s Story” (a multi -
segment program).
Partnered with the Domestic Violence Intervention Project (DVIP) to use Tenant Based Rental
Assistance (TBRA) funds to assist 4 families in their Transitional Housing Opportunities for victims
of domestic violence.
Maintained a 90% lease-up rate (100% for the 5 1-bedroom and 4 2-bedroom units) for the
Peninsula Apartments.
Peninsula Apartments revenues exceed expenses.
Finding suitable tenants for the 3-bedroom unit in Peninsula Apartments.
2. Major Issues to Address in the Near Future
Adopt the 2012 International Codes
o Review new requirement to protect light weight construction materials.
o Review requirement to install fire suppression in all newly constructed homes.
Monitor State Electrical Code adoption and verify local electrical code compliance.
Conduct ongoing analysis for improved service delivery
Monitor state trade licensing requirements and verify local trade licensing is compliant
Update of technology to increase efficiency and enhance customer service.
o Allow electronic submittals of plan documents
o Scanning of subdivisions files to make accessible electronically.
o Activate process to allow inspection activities to be emailed to clients after each
inspection.
Continue to monitor all available resources to find over -occupied rentals and properties rented
without permits.
Expand pro-active neighborhood code enforcement efforts.
Increase the use of technology to allow for in the field case entry and reporting.
Increase the use of e-mail to send inspection reports and rental permits to property managers
and owners.
Maintain lease-up rates in both the HCV and Public Housing programs.
A - 20
Maintain involvement with the National Association of Housing and Rehabilitation Officials
(NAHRO), Public Housing Authorities Directors Association (PHADA), to ensure that Federal
funding continues to fully support the Housing Choice Voucher, Public Housing, and Family Self -
Sufficiency programs.
Maintain involvement with Iowa Home Ownership Education Project (IHOEP).
Maintain National criminal background checks through the Iowa Department of Criminal
Investigation (DCI) and Federal Bureau of Investigation (FBI).
Increase efforts to cooperate with local law enforcement agencies, including participating in the
MATS 2012 training; specifically, building a stronger relationship with Coralville, North Liberty,
and the Johnson County Sheriff.
Promote Housing Authority Mission, Priorities, and Goals and educate the general public on the
administration of Federal Housing programs.
Seize opportunities to reduce waiting list and serve eligible families while maintaining Housing
and Urban Development (HUD) required staff/tenant caseload ratios.
Continue Good Neighbors – Strong Neighborhoods initiative and Partnership with Neighborhood
Services and Neighborhood Associations.
Continue working with Mediation Services and the 6th Judicial District on our “Family Council”
approach to dealing with youth engaging in criminal activity that may jeopardize housing
assistance.
Maintain partnership with Iowa Area Association of Realtors working together on Homebuyer
Education projects and Affordable Homeownership New Construction projects.
Utilize public and private forums to dispel myths and stereotypes about the households that need
affordable housing.
Continue exploration of implementing direct depo sit of landlord/owner Housing Assistance
Payments (HAP) with the Finance Department.
Maintain a 90% lease-up rate (100% for the 5 1-bedroom and 4 2-bedroom units) for the
Peninsula Apartments.
Find suitable tenants for the 3-bedroom unit in Peninsula Apartments.
3. General HIS 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 HIS data are:
The ability for communities to collect data and maintain records of data (ex. Some track CY
others track FY).
Differences in the services offered and reported by similar departments (the degree to which
these functions are executed are very diverse).
How services are highlighted in the budget document.
Staff worked to universalize the data; however, some communities had very fractured systems;
this required staff to execute latitude in combining services and budgets.
A - 21
4. ICMA Performance Measures
The data presented below represents the raw data collected by the Iowa City Housing and Inspection
Services Department. Data synthesis was based on the International City/County Management
Association (ICMA) performance measurement structure. The Iowa City data has been benchmarked
against the 2010 ICMA Measurement Performance Data. Specifically, the analysis and benchmarks are
for communities with a population between 25k and 100k.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Trend
Comment
Receipts:
HIS Department Administration
General Levy $294,284 $309,029 $307,271 257,635 ↔
Bldg and
Development $350 $750 $1,050 $1,900 ↑
Code
Enforcement $5,378 $5,092 $7,858 $16,368 ↑ Heavy snow season in
2010
Printed Materials $139 $412 $218 $44 ↑
Other Misc.
Revenue $10 $111 $218 $895 ↑
Total Receipts $300,161 $315,394 $316,492 $277,112 ↔
Housing Inspections
General Levy $77,832 $52,565 $73,516 ($8,797) ↓
Misc. Permits and
Licenses $480 $320 $720 $880 ↑
Construction
Permit and
Inspection Fees
$354,002 $377,064 $375,792 $460,388 ↑
Printed Materials $129 $93 $30 $33 ↔
Other Misc.
Revenue - - - $335 ↑
Total Receipts $432,443 $430,042 $450,058 $452,839 ↑
Building Inspection
General Use
Permits $12,856 $15,679 $9,871 $7,098 ↓
Food and Liquor
License $145 $135 $141 $107 ↔
Misc. Permits and
Licenses $1,530 $1,450 $1,930 $1,815 ↑
Professional
Licenses $59,095 $63,855 $34,799 $7,025 ↓
Construction
Permit and $786,716 $638,730 $664,687 $535,749 ↓
A - 22
Inspection Fees
Misc. License and
Permits $210 $830 $290 - ↓
Local
Government 28E
Agreements
- $1,502 $1,411 $2,534 ↑
Building and
Development $292,562 $355,360 $288,339 $251,929 ↓
Printed Materials $927 $1,173 $1,054 $465 ↓
Other Misc.
Revenue - $55 $4,288 $1,089 ↑
Interest
Revenues - - $446 $449 ↔
Sale of Assets - $76 - - ↓
Loans - - $8,862 $11,376 ↑ The A2 Occupancy
Program-Loan Payments
Total Receipts $1,154,041 $1,078,845 $1,016,139 $819,636 ↓
Housing Authority
Federal
Intergov.
Revenue
$7,192,364 $6,307,111 $6,643,329 $7,793,433 ↔ Increase due to American
Renewal/Reinvestment
Act (ARRA)
Contributions
and Donations $1,161 $4,669 $1,051 - ↓
Other Misc.
Revenue $75,187 $36,965 $85,662 $148,182 ↑ Increase due to the
Tenant to Own Program
(TOPS)
Interest Revenue $272,572 $281,031 $139,537 $89,408 ↓
Rents $138,711 $145,438 $179,485 $180,311 ↑
Royalties and
Commissions $21,851 $24,354 $23,287 $29,030 ↑
Sale of Assets $777,787 $331,658 $1,935 $412,159 ↑ Sold a building
Misc. Transfers
In $1,506 $245,080 $49,525 $45,055 ↑
Loans $85,788 67,583 $97,462 $570,805 ↑ Broadway Mortgage
Refinance
Total Receipts $8,566,927 $7,443,902 $7,222,623 $9,268,383 ↑
A - 23
Expenditures:
HIS Department Administration
Personnel $243,986 $253,672 $307,271 $223,272 ↔ Relocation of Support
Staff
Services $50,618 $61,591 $57,777 $53,137 ↔
Supplies $545 - $929 $193 ↔
Capital Outlay $5,012 $131 - $510 ↓
Total
Expenditures $300,161 $315,394 $316,492 $277,112 ↔
Housing Inspection
Personnel $344,981 $365,802 $365,557 $393,092 ↑
Services $53,030 $62,615 $76,984 $56,767 ↑
Supplies $1,502 $1,625 $7,517 $2,980 ↑
Capital Outlay $32,930 - - - ↓
Total
Expenditures $432,443 $430,042 $450,058 $452,839 ↑
Building Inspection
Personnel $532,332 $550,702 $542,784 $608,062 ↑ Relocation of Support
Staff
Services $79,580 $133,197 $198,032 $130,338 ↑
Supplies $12,006 $14,828 $14,355 $8,614 ↑
Capital Outlay $1,219 $1,226 $17,825 - ↑
Total
Expenditures $625,137 $699,953 $772,996 $747,014 ↑
Housing Authority
Personnel $833,493 $862,510 $902,423 $933,482 ↑
Services 6,383,275 $6,358,736 $6,080,004 $6,951,261 ↑
Supplies $8,414 $11,562 $9,126 $10,958 ↔
Capital Outlay $230,774 $497,909 399,433 $164,106 ↔ Land Acquisition
Other Financial
Uses $1,506 - - $18,000 ↑
Total
Expenditures $7,457,462 $7,730,717 $7,390,986 $8,077,807 ↑
A - 24
Building Inspection Metrics
Outcomes &
Measures 2007 2008 2009 2010 Trend Trend Comment
Building Permits
Issued 744 889 704 779 ↔
Electrical Permits
Issues 346 555 322 326 ↔
Plumbing
Permits Issued 175 230 120 107 ↓
Mechanical
Permits Issued 157 185 116 238 ↑
Construction Site
Run-Off Permits 162 149 140 117 ↓
Demolition
Permits Issued 27 19 47 74 ↑
Fire Sprinkler
Permits 50 69 50 42 ↔
Fire Alarm
Permits 8 45 53 45 ↔
Sign Permits 247 192 118 160 ↓
Flood Plan
Development
Permits
22 107 48 33 ↑
Liquor Permits 155 155 155 155 ↔
Moving Permits 7 4 1 1 ↓
Temporary Use
Permits 19 22 13 16 ↓
Construction
Permits Issued 2,457 2,945 2,172 2,384 ↔
Site Plan
Development
Reviews
33 44 31 20 ↔
Backflow
Prevention Cases 85 70 78 59 ↓
Water Tap
Applications 202 194 162 192 ↔
Water Hydrant
Connections 18 16 14 20 ↔
Single Family
Dwellings 133 114 127 108 ↓
A - 25
Duplex Dwelling
Units 26 16 10 8 ↓
Multi-Family
Dwelling Unites 83 141 71 80 ↔
Total Building
Permits Issued
Per 1000
Population
Total Permit
Issued Per FTE
Housing Inspection Metrics
Outcomes &
Measures 2007 2008 2009 2010 Trend Trend Comment
Active Rental
Permits
3,529 3,584 3,658 3,768 ↑
Total Rental
Units 16,310 16,437 16,591 16,780 ↔
Housing
Assistants Units
Inspected
1,418 1,468 ↔
Total Inspection
Activity Related
to Rental Unit
and Housing
Authority
Inspections
- 15,326 15,483 16,465 ↔
Percent of
Rental Voluntary
Compliance
98.9% 98.5% 98% 98.6% ↔
Housing Code
Complaint Cases
Related to
Criminal
Complain Cases
175 179 172 219 ↔
Zoning/Nuisance
Complaints 2,194 2,026 2,053 2,140 ↔
Snow
Complaints 1,194 986 790 788 ↓
Weed
Complaints 346 333 345 412 ↔
Junk/Salvage
Complaints 114 117 200 165 ↑
Other
Complaints 540 590 718 775 ↑
Citation
Complaints 47 52 101 69 ↑
Prepared by: Adam Bentley
Email: Adam-Bentley@Iowa-City.org
Phone: (319) 356-5010
A - 26
City of Iowa City, Iowa Performance Reports
2011 Iowa City Public Library Performance Snapshot
Susan Craig, Library Director
Why We Exist: The Iowa City Public Library is an innovative and responsive community center that
supports lifelong learning, literacy, and access to the world of ideas.
Strategic Plan Goals:
Make the Library easier to use and more accessible.
Improve visibility and awareness of library services, programs and collections.
Develop partnerships that build community and support the Library’s mission.
Provide resources that inform, entertain, engage and inspire.
1. Top Accomplishments and Challenges this Year
Adopted a facilities master plan after studying community needs for remote service locations as well
as layout and operations of main library.
Circulated 1,577,730 materials, all time circulation record.
768,033 library building visits.
Finalized contract with the University of Iowa to provide access to children’s literature materials.
Provided orientation and tours to Department of Education and School of Library and Information
Science students and faculty.
Expanded delivery of children’s early literacy programming outside the building (327 programs for
7,404 children.)
Improved customer service through cross-training of staff, offering more options to renew materials,
adding a self-checkout station in the Children’s Room, and redesigning the public access catalog to
make it easier to use and to improve visibility of premium databases.
Expanded use of social media including Facebook and Twitter.
Partnered with Iowa City UNESCO City of Literature on various projects, including BookMarks.
Offered more technology assistance to patrons through partnerships with the Johnson County Livable
Communities to provide Senior Tech Zone, and Library staff offered assistance to walk-in patrons at
Tech Help- Tuesdays.
Increased offerings of downloadable audio and e-books. Saw increases in circulation of 107% for
electronic materials.
Began a pilot project in March to stream video programming. By June 30, 2011, there were 1,176
views of 40 programs.
Reorganized library departments to better reflect community needs and improve service.
2. Major Issues to Address in the Near Future
Implement recommendation of the new facility plan including work in the main building and opening
a public access computer center in the Police substation at Pepperwood Plaza.
Identify core competencies and train staff in order to improve customer service.
Plan and deliver major programming initiatives with the Johnson County Civil War Sesquicentennial
Committee, Dan Gable Museum, and Iowa City UNESCO City of Literature.
Offer Iowa Workforce Development software and assist users.
Work with the Iowa City Public Library Friends Foundation to set and accomplish fundraising goals.
Plan program to offer downloadable access to the work of local musicians.
Expand technology support for the public.
A - 27
Continue to offer collections users want and need in a variety of formats.
Improve public access to the internet and technology training.
Raise awareness of library programs and services.
Identify and work with partners to provide support for children who struggle with reading.
3. ICMA Performance Measures
The data presented below was collected by the Iowa City Public Library. Data synthesis was based on the
International City/County Management Association (ICMA) performance measurement structure. The Iowa
City data has been benchmarked against the 2010 ICMA Performance Measurement Data. Specifically, the
analysis and benchmarks are for communities with a population between 25k and 100k.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend ICMA
Comment
Operating Revenue:
City Revenue $3,843,675 $4,002,757 $4,189,162 $4,415,502 ↑ ICPL’s revenues have
increased gradually and
significantly, while the
percentage of total
revenue provided by the
City has fallen slightly.
City Revenue
per Capita $57.56 $59.07 $61.82 $65.07 ↑
Total Revenue $4,849,492 $5,109,824 $5,283,812 $5,681,875 ↑
Total Revenue
per Capita $72.62 $75.40 $77.97 $83.73 ↑
Operating Expenditures:
Total Collection
Expenditures $572,223 $608,928 $621,044 $676,169 ↑ ICPL’s per capita
operating expenditures of
$85.45 are 2.5 times
higher than the 2010 peer
group average of $32.91.
This should be analyzed in
conjunction with
circulation and registered
borrower data, which are
also very high for ICPL.
Total Collection
Expenditures
per Capita
$8.57 $8.99 $9.16 $9.96 ↑
Total Operating
Expenditures $4,763,672 $5,307,079 $5,283,812 $5,798,743 ↑
Total Operating
Expenditures
per Capita
$71.34 $78.31 $77.97 $85.45 ↑
Services:
Circulation
per Capita 20.91 21.61 22.49 22.30 ↑ Circulation per capita of
22.30 is significantly
higher than ICMA’s 2010
peer group average of
12.3. Visits per capita of
11.00 are also much
greater than the peer
group average of 7.4.
ICPL has as many
registered borrowers as
Iowa City has residents,
much higher than the
ICMA average of 65%.
This may help explain
Library Visits 680,568 716,412 745,077 746,556 ↑
Library Visits
per Capita 10.19 10.57 10.99 11.00 ↑
Registered
Borrowers 64,141 65,786 66,539 67,892 ↑
Borrowers as %
of Population 96.1% 97.1% 98.2% 100.0% ↑
A - 28
Outcomes &
Measures 2007 2008 2009 2010 Trend ICMA Comment
Reference
Transactions 88,084 85,079 85,131 81,298 ↓ higher circulation, staff
size, and operations
expenditures. ICPL has a
high number of borrowers
that live outside of Iowa
City. 71% of registered
borrowers are City
residents.
Public Internet
Terminals 44 48 46 46 ↔
Internet
Terminal Users 134,888 132,080 131,300 123,636 ↓
Employees:
FTE Total Staff 60.55 65.20 65.00 66.53 ↔ ICPL’s FTE staff per capita
is significantly higher than
the 2010 peer group
average of 0.53.
FTE MLS 14.90 14.90 14.90 14.90 ↔
FTE per Capita
(per 1,000) 0.91 0.96 0.96 0.98 ↔
Collections:
Total Collection 241,533 240,622 228,904 225,622 ↔ Total collection size has
diminished slightly; this
reduction will likely
become more rapid as
electronic materials
become more prevalent.
Total Collection
per Capita 3.62 3.55 3.38 3.32 ↓
Serial
Subscriptions 546 514 522 527 ↔
3. General Library Data Discrepancies
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 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, teen “coffee house” sessions, 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 no
3. 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.
A - 29
4. Iowa Urban Public Libraries (IUPLA) Comparison
The data presented below represent performance measures from the Iowa Urban Public Libraries members;
these are the public libraries from Iowa’s largest communities. Population for each city is based on 2010 Census
data; the populations of contracting cities and outlying rural areas are not included. This can affect per capita
analyses; it is important to analyze data with respect to a library’s level of registered borrowers.
Outcomes
& Measures
Iowa City
(rank) Ames Cedar
Rapids
Council
Bluffs Davenport Des
Moines Dubuque Sioux City Waterloo
Population
(2010)
67,862
(6) 58,965 126,326 62,630 99,685 203,433 57,637 82,684 68,406
Employees
FTE 66.53
(2) 44.35 44.10 24.41 65.40 94.93 28.73 35.20 30.53
MLS in FTE 15
(3) 8 12 7 17 29 9 6 4
FTE
per Capita
(per 1,000)
0.98
(1) 0.75 0.35 0.39 0.66 0.47 0.50 0.43 0.45
Borrowers
Total
Registered
Borrowers
67,892
(2) 34,202 58,478 51,072 45,703 167,795 43,172 52,007 47,599
Registered
Borrowers
per Capita
1.00
(1) 0.58 0.46 0.82 0.46 0.82 0.75 0.63 0.70
Expenditures
per
Registered
Borrower
$85.41
(3) $96.64 $73.04 $42.48 $92.69 $44.58 $57.58 $51.66 $47.32
Receipts
City
Appropriation
$3,737,718
(2) $3,188,615 $3,409,423 $1,738,490 $3,093,506 $6,725,210 $2,485,652 $2,576,947 $1,584,149
City Income
Received
from Special
Levies
$677,784
(2) $0 $203,000 $0 $990,042 $0 $0 $0 $530,196
Per Capita
City
Appropriation
$55.08
(1) $54.08 $26.99 $27.94 $31.03 $33.06 $43.13 $31.17 $23.16
County $381,180
(1) $125,528 $85,826 $195,352 $0 $60,056 $0 $0 $59,721
Federal
Assistance $0 $0 $0 $0 $0 $0 $0 $0 $0
State
Revenues
$99,749
(2) $80,715 $77,280 $29,791 $55,034 $127,756 $41,712 $58,272 $60,354
Fines/Fees $236,630
(2) $116,697 $80,987 $86,722 $49,358 $438,243 $77,042 $79,593 $41,147
Endowments
and
Gifts
$226,848
(1) $101,893 $113,697 $157,574 $43,212 $172,335 $4,223 $65,953 $138,949
Other $321,966
(1) $54,256 $146,085 $168,614 $5,0000 $143,805 $58,750 $29,709 $103,501
A - 30
Outcomes
& Measures
Iowa City
(rank) Ames Cedar
Rapids
Council
Bluffs Davenport Des
Moines Dubuque Sioux City Waterloo
Total
Receipts
$5,681,875
(2) $3,667,704 $4,116,298 $2,376,543 $4,236,152 $7,667,405 $2,667,379 $2,810,474 $2,518,017
Per Capita
Total Income
$83.73
(1) $62.20 $32.58 $38.19 $42.50 $37.69 $46.28 $33.99 $36.81
Expenditures
Total
Expenditures
$5,798,743
(2) $3,305,438 $4,271,101 $2,169,707 $4,446,573 $7,480,332 $2,485,652 $2,686,758 $2,252,582
Salaries $2,987,137
(2) $1,901,394 $2,180,730 $1,011,206 $2,187,962 $4,088,185 $1,348,784 $1,413,043 $1,295,858
Benefits $842,526
(2) $502,588 $776,161 $282,407 $838,444 $1,495,571 $346,764 $543,245 $462,068
Personnel
Costs per
FTE
$57,563
(5) $54,205 $67,050 $52,995 $46,275 $58,820 $59,017 $55,576 $57,580
Benefits as a
% of
Personnel
Costs
22.0%
(6) 20.9% 26.2% 21.8% 27.7% 26.8% 20.5% 27.8% 26.3%
Personnel
Costs as a %
of Total
Expenditures
66.0%
(8) 72.7% 69.2% 59.6% 68.1% 74.6% 68.2% 72.8% 78.0%
Expenditures – Materials
Total
Material
Expenditures
$676,169
(2) $405,798 $478,000 $363,903 $500,000 $764,238 $419,522 $343,596 $201,338
Per Capita
Material
Expenditures
$9.96
(1) $6.88 $3.78 $5.85 $5.02 $3.76 $7.28 $4.16 $2.94
Material
Exp.as a %
of Total Exp.
11.66%
(5) 12.28% 11.19% 16.77% 11.24% 10.22% 16.88% 12.79% 8.94%
Services
Circulation 1,513,052
(2) 1,431,023 708,139 600,372 695,036 1,527,788 666,138 584,104 441,746
Circulation
per Capita
22.30
(2) 24.27 5.61 9.65 6.97 7.51 11.56 7.06 6.46
Circulation
per Item
(Turnover)
6.7
(1) 6.5 6.6 3.1 2.2 2.7 3.3 2.5 2.6
Circulation
per FTE
22,742
(4) 32,267 16,058 24,595 10,627 16,094 23,186 16,594 14,469
Annual
Building
Traffic
746,556
(2) 435,572 367,295 436,136 511,259 1,344,334 286,416 419,635 274,903
Building
Traffic per
Capita
11.00
(1) 7.39 2.91 7.01 5.13 6.61 4.97 5.08 4.02
A - 31
Outcomes
& Measures
Iowa City
(rank) Ames Cedar
Rapids
Council
Bluffs Davenport Des
Moines Dubuque Sioux City Waterloo
Reference
Transactions
81,298
(4) 52,442 23,429 52,290 107,527 216,448 29,589 118,716 74,781
Reference
per Capita
1.20
(1) 0.89 0.19 0.84 1.08 1.06 0.51 1.44 1.09
Children’s
Program
Attendance
25,802
(3) 38,099 21,215 20,280 14,896 65,787 12,858 11,037 20,255
Technology
Total
Licensed
Databases
46
(3) 36 51 41 58 33 39 37 26
Internet
Computers
for Public
Use
46
(6) 28 54 83 50 126 45 24 64
City
Residents
per
Computer
1,475
(6) 2,106 2,339 750 1,994 1,615 1,281 3,445 1,069
Public
Internet Uses
123,636
(2) 66,015 45,044 70,047 97,398 242,791 43,490 72,172 108,430
5. Selected National Library Comparison
The charts below present data from selected public libraries. Data was compiled by ICPL using metrics based on
the ICMA Center for Performance Measurement report. 2009 reported data are used, the most recent available
for some comparison libraries. *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, especially when comparing to regional libraries such as Daniel Boone in the Columbia, Missouri
area.
Outcomes
& Measures
Iowa City,
Iowa
(per Capita
rank)
Fayetteville,
Arkansas
Skokie,
Illinois
Westerville,
Ohio
Bloomington,
Illinois
Boulder,
Colorado
Ann Arbor,
Michigan
Daniel Boone
Regional
(Missouri)
Population* 78,214
(4) 58,047 63,348 71,431 74,975 100,418 155,611 172,462
Number of Outlets
Central
Library 1 1 1 1 1 1 1 1
Branch
Libraries 0 0 0 0 0 3 4 2
Bookmobiles 0 0 1 0 1 0 0 2
Outlets 0 1 2 1 2 4 5 5
Employees
FTE 65.00 44.0 111.0 69.0 58.0 79.0 169.0 120.0
A - 32
Outcomes
& Measures
Iowa City,
Iowa
(per Capita
rank)
Fayetteville,
Arkansas
Skokie,
Illinois
Westerville,
Ohio
Bloomington,
Illinois
Boulder,
Colorado
Ann Arbor,
Michigan
Daniel Boone
Regional
(Missouri)
MLS in FTE 14.90 11.0 31.0 21.0 12.0 16.0 29.0 23.0
FTE per
Capita
(per 1,000)
1.20
(6) 1.31 5.70 1.03 1.29 1.27 0.92 1.43
Operating Revenue
Local
Revenue
per Capita
$58.65
(4) $53.62 $151.70 $26.53 $58.44 $68.12 $95.77 $45.92
Total
Revenue
per Capita
$67.56
(5) $62.90 $165.18 $84.77 $65.73 $69.63 $102.44 $50.10
Total
Revenue $5,283,812 $3,429,097 $10,463,820 $6,055,323 $4,927,950 $6,852,765 $15,941,548 $8,640,169
Operating Expenditures
Total
Collection
Expenditures
$621,044 $429,252 $1,165,148 $617,302 $513,266 $722,651 $1,903,118 $1,245,481
Collection
Expenditures
per Capita
$7.94
(4) $7.39 $18.39 $8.64 $6.85 $7.20 $12.23 $7.22
Total
Operating
Expenditures
$5,283,812 $3,429,097 $9,144,895 $5,685,764 $4,167,625 $6,852,765 $12,057,936 $7,503,036
Operating
Expenditures
per Capita
$67.56
(5) $59.07 $144.36 $79.60 $55.59 $68.24 $77.49 $43.51
Collections
Total
Collection 228,904 252,171 629,321 479,626 259,025 404,573 497,964 552,674
Collection
per Capita
2.9
(8) 4.3 9.9 6.7 3.5 4.0 3.2 3.2
Serial
Subscriptions 522 458 835 432 550 559 1,451 917
Databases 43 101 54 325 43 54 32 41
Services
Total
Circulation 1,523,810 1,056,178 1,731,452 2,149,919 1,012,109 1,354,742 9,172,180 1,966,123
Circulation
per Capita
19.48
(4) 18.20 27.33 30.10 13.50 13.49 58.94 11.40
A - 33
Outcomes
& Measures
Iowa City,
Iowa
(per Capita
rank)
Fayetteville,
Arkansas
Skokie,
Illinois
Westerville,
Ohio
Bloomington,
Illinois
Boulder,
Colorado
Ann Arbor,
Michigan
Daniel Boone
Regional
(Missouri)
Library Visits 745,077 594,387 783,819 1,155,076 335,994 991,599 1,713,595 874,467
Library Visits
per Capita
9.53
(6) 10.24 12.37 16.17 4.48 9.87 11.01 5.07
Reference
Transactions 85,131 71,267 75,102 163,644 74,424 52,213 59,801 263,395
Number of
Public
Internet
Terminals
46 104 86 202 60 63 241 67
Users of
Public
Internet
Terminals
131,300 101,843 137,698 1,191,944 69,041 193,489 265,749 198,733
6. Metric Comparative Analysis ICMA vs. IUPLA
Operating Expenditures per Capita
ICMA Summary
ICPL has per capita operating expenditures
dramatically higher than the ICMA peer group
average. Expenditures for ICPL average
$85.45 per resident compared to the ICMA
average of $32.91.
IUPLA Summary
ICPL’s per capita operating expenditures are
also much higher than the IUPLA average of
$44.66. ICPL has the highest per capita
expenditures among IUPLA members and is
$29.39 more than the next highest IUPLA
library (Ames).
Registered Borrowers per Capita
ICMA Summary
ICPL has many more registered borrowers per
capita than ICMA peer communities. ICPL has
more registered borrowers than Iowa City has
residents, with a registered borrower
percentage of just over 100%. The ICMA
average for communities of 25,000 to 100,000
residents is 65%.
IUPLA Summary
ICPL also has a very high per capita registered
borrower percentage when compared to other
Iowa public libraries. The average for IUPLA
libraries is 69%. ICPL ranks first in this metric
among IUPLA members.
Consider:
ICPL has a significant number of
non-resident borrowers. 71% of
the library’s registered borrowers
are City residents. This additional
activity may have the effect of
increasing the per capita cost of the
library for City residents, but may
also serve as an attraction that
brings visitors to the City from
outlying areas. Fittingly, ICPL
receives the most county financial
support among IUPLA members.
Consider:
While this metric is affected by
ICPL’s large number of non-
resident borrowers, it is still
exceptionally high. This tends to
be the case with cities that are
home to large universities; ICPL’s
per capita expenditures are
comparable to libraries in
Bloomington (IL), Ann Arbor (MI),
and Boulder (CO). However, ICPL
expenditures are significantly
higher than Ames, also home to a
large state university.
A - 34
Circulation per Capita
ICMA Summary
ICPL’s circulation per capita of 22.30 is
significantly higher than the ICMA peer group
average of 12.30.
IUPLA Summary
ICPL’s circulation is also much greater than the
IUPLA per capita average of 11.27. ICPL ranks
second among IUPLA members in this metric
behind Ames (24.27). Ames operates a
bookmobile that circulates a significant
amount of children’s materials to area schools.
Collection Expenditures as a Percentage of Total Operational Expenditures
ICMA Summary
ICPL spends a lower percentage of operational
expenditures on material acquisitions
(11.66%) than the ICMA peer group average
of 14.3%.
IUPLA Summary
ICPL spends a slightly smaller percentage of its
operational budget on material acquisitions
than the IUPLA average of 12.44%.
Staff per Capita
(FTE employees per 1,000 residents)
ICMA Summary
ICPL staffs 0.98 FTE employees per 1,000
residents, nearly double the ICMA peer group
average of 0.53.
IUPLA Summary
ICPL’s average is also dramatically higher than
the IUPLA average of 0.55.
Library Visits per Capita
(Total building traffic per resident)
ICMA Summary
ICPL’s per capita library visits of 11.0 are
significantly higher than the ICMA peer
community average of 7.4.
IUPLA Summary
ICPL also outpaces the IUPLA per capita visit
average of 6.0. ICPL ranks first among IUPLA
libraries in this metric.
Consider:
While increased circulation can
necessitate increased operational
expenditures, it should be noted
that Ames has a higher per capita
circulation and much lower per
capita expenditures. However,
Ames operates a bookmobile that
circulates a significant number of
children’s materials during visits to
area schools. After backing out
Ames’ bookmobile service, ICPL
would rank first among IUPLA
members in this measure. ICPL
ranks fourth among IUPLA member
libraries in circulation per FTE, but
first in circulation per item
(turnover).
Consider:
This metric must be understood in
context with other variables. A
higher percentage of expenditures
devoted to collection acquisitions
could demonstrate more efficient
operations, with more budgetary
flexibility to expand collections.
However, it could also demonstrate
fewer staff available for patron
assistance or program
administration.
Consider:
This metric should also be
interpreted in context. High staff
counts could demonstrate inefficient
processes, but could also be a factor
of servicing a higher level of library
traffic.
Consider:
High levels of library visits can
necessitate higher staffing levels.
However, it should also be noted that
while ICPL ranks first among IUPLA
libraries in visits per capita and
second in circulation per capita
(noting the effect of bookmobile
services in Ames), its ranking in
circulation per FTE is fourth. ICPL’s
comparatively low percentage of
expenditures on collection
acquisitions viewed in light of high
patron traffic and circulation data
may demonstrate a high quality
(demand) in the materials acquired.
A - 35
Prepared by: Simon Andrew
Email: simon-andrew@iowa-city.org
Phone: (319) 356-5014
City Appropriations per Capita
City financial support per resident
IUPLA Summary
ICPL’s per capita City
appropriations of $55.08 are
much higher than the IUPLA
average of $36.18, ranking
first among member libraries
in this metric.
Total Revenue per Capita
Total library income per resident
Total revenue per capita of
over $80 per resident is also
dramatically higher than the
IUPLA average of $46.00.
Again ICPL ranks first in this
measure.
Endowments and Gifts
Total charitable income in dollars
ICPL generates more than
$100,000 annually in charitable
gifts over the IUPLA average.
In 2010, ICPL received nearly
$227,000 in endowments and
gifts compared to the IUPLA
average of just over $116,000.
Expenditures per Borrower
Total operational expenditures per registered
borrower
IUPLA Summary
ICPL expenditures per
borrower of $85.41 is
significantly higher than the
IUPLA average of $65.71; ICPL
is the third highest IUPLA
member in this metric behind
Ames and Davenport.
Collection Expenditures per Capita
Per capita expenditures on materials
acquisition
ICPL spends more on materials
acquisition per capita than any
other IUPLA member library.
The ICPL expenditure of $9.96
per capita far exceeds the
average of $5.51.
Personnel Costs as a Percentage of
Total Expenditures
Personnel costs , including benefits, as a
percentage of total operational costs (not
including capital expenditures)
ICPL’s personnel costs are
66.0% of operational
expenditures, less than the
IUPLA average of 69.9%.
ICPL has the second lowest
percentage among member
libraries in this metric.
Consider:
ICPL expenditures per borrower remain high
despite its high number of registered borrowers
per capita. While non-resident borrowers do
influence per capita expenditures, operational
costs are still far above the IUPLA average after
non-resident borrowers are accounted for.
Consider:
While ICPL has a high per capita FTE staff, total
personnel costs still comprise a lower than
average percentage of the library’s total budget.
Consider:
Again, university communities spend much
more per capita on their public libraries
than other cities; Ames spends just $1 less
per capita than Iowa City. Both cities
spend well above the IUPLA average.
Consider:
While Iowa City appropriates more per
resident to its library than any other IUPLA
member community, the ICPL also generates
more charitable and county income than any
other IUPLA library. Furthermore, ICPL
receives the second most in state
appropriations and generates the second most
in fines/fees, behind Des Moines.
Consider:
ICPL’s rental revenue from leased space
accounts for approximately $2 per capita
that is not used for operational expenses.
A - 36
City of Iowa City, Iowa Performance Reports
2011 Iowa City Senior Center Performance Snapshot
Linda Kopping, Senior Center Coordinator
Why We Exist: The mission of the Senior Center is to encourage 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.
Strategic plan goals 2010-2015:
• To provide opportunities and advocacy to
empower seniors in order to combat ageism,
create a positive image of aging, and a
positive image of the Senior Center.
• To improve stability and diversity of
financing.
• To increase cultural diversity among
participants.
• To promote an environment of inclusion.
• To be synonymous with the highest quality
programs that promote optimal aging.
• To involve the Senior Center in the
community and the community in The
Center.
• To improve accountability and transparency.
1. Top Accomplishments and Challenges this Year
Challenged negative images of The Center and aging by producing effective television commercials
that helped change the image of The Center and aging. Very effective in spreading information and
creating a little “buzz.”
Without additional funding or staff, expanded and enriched programming with community
partnerships.
Memberships increased to 1391.
Successfully served the varied interests of older adults from 50 to 100 years of age; total of 123,996
visits in FY11.
Conducted outcome based surveys of fitness and performance group participants. Results were
overwhelmingly positive and demonstrated self-perceived health-related changes.
Maintained quality of cardio room by acquiring 3 state-of-art pieces of exercise equipment for
participant use.
Identified and coordinated the work of 500 volunteers served The Center/community.
Increased participant involvement in the operation of The Center by forming the steering council and
working committees. Committees selected new logo, conducted class evaluations, developed
promotional brochure, etc.
Expanded evening and weekend programming to better serve the community.
Participated in community initiatives—advance care planning, visibility action team (LGBT creating an
environment of inclusion); major partner in both initiatives.
Increased recycling, moving toward a paperless building. Community recycling center for cell
phones.
Lowered operating costs with new boiler, chiller, and roof.
A - 37
2. Major Issues to Address in the Near Future
Complete accreditation process through the National Institute of Senior Centers, a subunit of the
National Council on Aging.
Secure and stabilize funding to support operational expenses.
Begin to establish relationships with leaders in various ethnic communities.
Conduct and analyze a community survey of people 50+ years of age.
Replace malfunctioning emergency panel.
We have more participant demand for classes than space in which to accommodate them. How we
can satisfy the demand we have created is a challenge for FY12.
Establish The Center as a central location for community members to meet with trained volunteers to
receive counseling as a part of the Honoring Your Wishes: A Community-Wide Advance Care Planning
Initiative.
Begin transition to electronic production/transmission of program guide or a weekly news brief.
3. Senior Center Performance Measures
The data below were collected by the Iowa City/Johnson County Senior Center. Data are influenced by
several factors, most notably the manner in which capital projects are budgeted and the operations of meal
service controlled by an outside agency rather than the City. Thus, it is more important to analyze data
trends than to focus on any one particular data point.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
Revenue
City Appropriations $587,712 $1,077,632* $667,613 $570,277 ↔
*In FY08,
$462,750 was
appropriated for
building
improvements to
restrooms, boiler,
and roof. These
are typically
financed through
loans. City
appropriation
FY11 estimate is
$652,119.
Meal service is
administered by
ElderServices;
this use of Center
facilities
introduces a cost
without
generating
revenue.
City Appropriations
per Capita $8.80 $15.90 $9.85 $8.40 ↔
City Appropriations
per SC Member
Residing in Iowa
City
$751.55 $1241.51 $677.09 $533.97 ↓
City Appropriations
per Total Visit $10.46 $14.68 $7.23 $6.10 ↓
Contributions and
Donations $93,525 $27,720 $48,394 $20,499 ↔ 2006 donations
totaled $13,062.
Though there are
spikes, the trend
is labeled flat. Rental Income $371 $1,084 $1,511 $2,151 ↑
A - 38
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
County Revenue $75,000 $75,000 $75,000 $75,000 ↔ County revenue will
drop to $70,000 in
the upcoming FY.
City appropriations
per City resident
member are $145.37
higher than County
appropriations per
County resident.
$15 of this difference
is paid for by County
members themselves
through higher
membership fees.
County Revenue as
a Percent of Total
Expenditures
9.2% 6.0% 8.6% 9.8% ↔
County Revenue
per Member
Residing in Johnson
County Outside of
Iowa City
$355.45 $412.09 $362.32 $388.60 ↔
County Revenue
per Total Visit $1.33 $1.02 $0.81 $0.80 ↓
Expenditures
Total Expenditures $817,930 $1,251,599 $869,113 $766,080 ↔ FY11 estimate
for total
expenditures is
$870,900; the
trend is labeled
flat despite peak.
Increase from
FY10 to FY11 is
in services.
Some debt was
retired in FY11.
Total Expenditures
per Capita $12.25 $18.47 $12.82 $11.29 ↔
Expenditures per
Senior Center Visit $14.56 $17.04 $9.41 $8.20 ↓
Personnel Costs $425,992 $422,044 $442,918 $454,454 ↑
Personnel as
Percentage of
Expenditures
52.1% 33.7% 51.0% 59.3% ↑
FY08 % decrease
was due to the
inclusion of
capital projects
in a single FY
budget.
Services
Senior Center Visits 56,189 73,431 92,324 93,419 ↑ Not unique
visitors
Meals Served 19,261 19,593 17,934 17,197 ↓ Administered by
ElderServices
Other Services 4,774 11,124 11,672 9,357 ↔ Leveled off after
increase.
Total Attendance 80,224 104,148 121,930 119,973 ↑
Up despite
decrease in
meals.
Volunteers 445 453 498 500 ↑ Steady,
significant
increase.
Membership
Total Members 1003 1071 1217 1287 ↑
Steady,
significant
increase.
Percent, Age 50-59 9.0% 11.0% 12.3% 11.5% ↔ Members in their
60‟s are the
A - 39
Percent, Age 60-69 29.0% 32.0% 34.2% 36.0% ↑
growing
membership
demographic.
This could
possibly help
inform
programming
decisions.
Percent, Age 70-79 33.0% 31.0% 30.4% 29.9% ↓
Percent, Age 80-89 25.0% 23.0% 20.3% 20.0% ↓
Percent of
Members, Iowa City
Residents
78% 81% 81% 82% ↑ In FY11, Iowa
City membership
fell to 79.2% and
Johnson County
increased to
19.2%
Percent Johnson
County Residents
(Outside Iowa City)
21% 17% 17% 17% ↓
Percent non-
Johnson County 1% 2% 2% 1% ↔
4. Comparative Analysis: Iowa City vs. Madison, Wisconsin
The organizational structure and services provided by the Iowa City/Johnson County Senior Center are
fairly unique; thus, comparative analysis with similar departments is challenging. A comparison to the
Madison Senior Center is provided below. This comparison is used due to organization, program, and
budget similarities, despite the difference in community size. There are no ICMA benchmarks for Senior
Centers.
Prepared by: Simon Andrew
Email: simon-andrew@iowa-city.org
Phone: (319) 356-5014
Outcomes &
Measures
Iowa City
pop. 67,862
Madison
pop. 233,209 Comment
City Appropriations $570,277 $445,578 All program costs in Madison are funded through donations
and program fees. The City funds operational costs only.
Iowa City appropriations per capita are dramatically higher
than Madison. City Appropriations
per Capita $8.40 $1.91
Personnel Costs as a
Percentage of Total
Expenditures
59.3% 86.3%
As a fixed dollar amount, Iowa City spends slightly more on
personnel costs than Madison; most of the difference in
percentage is from Iowa City‟s larger total budget.
Total Expenditures $766,080 $472,126 More than $140,000 of the difference in expenditures is from
purchased services.
Expenditures per
Visit $8.20 $11.06
Programs at Iowa City‟s Senior Center are much better
attended than Madison‟s; expenditures per visit are much
lower.
Rental Income $2,151 $28,208 Rental income in Madison is higher by a factor of 13.
Contribution,
Donation, and
Foundation Revenue
$20,499 $16,794 Iowa City receives more donation revenue than Madison.
Iowa City donations were more than $93,000 in FY07.
Visits* 93,419 42,696
Iowa City logs far more visits than Madison despite the
difference in population and Madison‟s practice of providing
free memberships. Madison has 7,568 unique users. *Meals
served and „other services‟ not included.
Volunteers 500 297
Iowa City engages many more volunteers than Madison
despite a far lower population; Iowa City volunteers have
increased every year since 2007.
A - 40
City of Iowa City, Iowa Performance Reports
2011 Iowa City Transportation Services Performance Snapshot
Chris O’Brien, Transit Director
Why We Exist: To provide the citizens and visitors of Iowa City safe, convenient, economical and clean
transportation alternatives through customer focus and efficient use of resources. This includes
moped/scooter, bicycle and vehicular parking as well as public transit
1. Top Accomplishments and Challenges this Year
Along with the University of Iowa and City of Coralville, implemented a transit AVL system, Bongo.
Provided over 1.8 million transit rides.
Took Delivery of six new 40’ heavy duty buses, two more will be delivered.
Completed FTA Triennial Review
Completed installation of 1100 LED fixtures in parking facilities which was partially funded through grant
funds. This has led to a reduction in energy usage in parking facilities by nearly 52%.
Installed new pay stations at Chauncey Swan Parking Facility and Court Street Transportation Center
Initiated a process for car sharing program.
Purchase of additional access control equipment for three parking facilities.
Performed expanded role in snow removal in downtown Iowa City and along bus routes .
Began design process for new multi-use parking facility south of Burlington Street.
Initiated a process for mobile license plate recognition system.
In preliminary stages of a study to relocate/replace existing transit facility.
Implementation of changes for moped/scooter parking.
In the process of modernizing elevators in Capitol Street and Dubuque Street parking facilities.
Awarded grant funds to replace existing transit farebox system .
Relocated customer service operations to Iowa Avenue location.
60% complete on project to rehabilitate the steel frames of 10 40’ buses. This will extend the life of the
vehicles an estimated 7 years.
Filled two Operation Supervisor positions.
3. Transit Performance Measures
On time performance of our transit system. Routes need to be assessed and adjusted to provide a more
reliable system for our users.
Automation of parking facilities, 24/7 facility operations.
PCI compliance.
Booting vehicles vs. impounding vehicles for excess parking tickets.
Ongoing parking facility maintenance.
Reduction of scheduled overtime.
Event parking for major downtown events and University home football weekends.
Implementation of new camera security systems at parking and transit locations.
Continue to use technology and phone applications to enhance our services, (i.e. transit trip maker
system, online payments and permit renewals, make data available to customers showing them open
parking spaces, etc.).
Evaluate transition from single space to multi space parking meters.
New transit facility.
Amtrak service.
Expansion/reallocation of transit services in Iowa City.
Para-transit services – contract expires after FY2013 .
Expansion/Modification of parking regulations ( i.e. expand metered areas, add time limit parking, etc.).
Federal & State transit funding.
Expansion of Customer Service hours.
2. Major Issues to Address in the Near Future
A - 41
The data presented below was collected by Iowa City Transit. It is important to note that data are
influenced by year-to-year differences in asset sales and capital projects. Thus, it is more important to
focus on data trends than any given data point.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
Receipts
General Levy
Support $2,121,422 $2,167,470 $2,286,555 $2,384,714 ↑
General Levy
support consists of
income funded by
property taxes
only. Per Capita General
Levy Support $31.76 $31.98 $33.74 $35.14 ↑
Other City
Taxes** $44,835 $42,971 $46,297 $45,592 ↑
Federal
Intergovernmental
Revenue
$856,154 1,104,494 $993,132 $904,110 ↔
Other State Grants $439,355 $548,281 $667,137 $591,537 ↔
Local 28E
Agreements $29,723 $29,804 $29,804 $32,310 ↑
Transit Fees $904,801 $858,904 $1,133,284 $1,033,944 ↑
Misc. Charge for
Services $130 $1,740 $940 $2,179 ↑
Misc. Revenue* $67,964 $100,66 $72,870 $96,226 ↑
Rents $136,406 $155,623 $150,171 $133,975 ↔
Parking Ramp
Revenue $369,396 $414,758 $442,776 $766,925 ↑
The jump in 2010
includes two
payments made
by the university
at the Court Street
Transit Center.
Sale of Assets $5,200 $10,394 $1,200 - ↓
Employee Benefits
Levy $731,973 $807,257 $860,335 $980,385 ↑
Interfund Loans $24,586 - - ↓
Misc. Other
Operating
Transfers
- - - $922,367 ↑
Revenues from
transit are
deposited into a
reserve account.
This money is
used by transit for
certain capital
expenses.
Total Receipts $5,731,946 $6,242,032 $6,634,679 $7,894,264 ↑
*includes printed materials ,miscellaneous merchandise, refuse charges for services. ** includes outstanding taxes.
A - 42
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
Expenditures
Operational
Expenditures $4,832,649 $5,289,383 $5,447,993 $5,758,285 ↑
Operational
expenditures
consist of
personnel,
services, and
supplies. The
largest
expenditure is
personnel, which
continues to rise
has remained
stable.
Personnel
Expenditures $3,009,548 $3,228,422 $3,336,630 $3,563,936 ↑
Personnel Exp. as
a Percentage of
Ops. Exp.
62.27% 61.03% 61.24% 61.89% ↔
Services $1,056,948 $1,144,976 $1,347,302 $1,358,121 ↑
Services as a
Percentage of
Ops. Exp.
21.87% 21.64% 24.73% 23.58% ↔
Supplies $766,153 $915,985 $764,061 $836,228 ↔
Capital Outlay $29,299 $85,251 $65,468 $295,194 ↑
Other Financial
Uses $196,699 $1,656,888 $1,121,218 $1,016,388 ↔ Money used from
reserve to fund
capital expenses.
Total Expenditures $5,058,647 $7,031,522 $6,634,679 $7,069,867 ↑
Activity- Parking Performance Factors
Outcomes &
Measures
FY2007
(pop. 66,775)
FY2008
(pop. 67,768)
FY2009
(pop. 67,768)
FY2010
(pop. 67,862)
FY2011
(pop.67,862) Trend Comment
Web Citation
Payments - - - 54.4%
59.5% ↑
Citations
Issued - - - 119,039
109,555 ↓
Citations
Appealed - - - 1,374
1,428 ↑
% of Citations
Appealed - - - 1.15%
1.30% ↑
# of Parking
Meters - - - 1131
1131 ↔
A - 43
# of Faulty
Parking Meters
(maintenance
requests)
-
- - 679
561 ↓
This includes
general
maintenance of
the meters (i.e.
Battery
replacement).
# On Street
Parking
Spaces
- - - 1,131
1,131 ↔
# of Off-Street
Parking
Spaces
- - - 3,086
3,086 ↔
Total Parking
Spaces per
1000
Population
- - 62.14
62.14 ↔
Transient
Hours Parked - - - 4,203,448
4,215,164 ↑
Transient
Hours Parked
per Space
- - - 996.78
999.56 ↑ Total of utilized
hours per space.
Transient
Hours Parked
per Capita
- - - 61.94
62.11 ↑
Total number of
hours parked
per person in
Iowa City.
Avg Hourly
Duration-
Access
Controlled
Facilities
- - - 3.77
3.8 ↑
Credit Card
Usage-Access
Controlled
Facilities
- - - 31%
42% ↑
Vehicle
Impounds - - - 3,535
2,943 ↓
Vehicle
Impounds per
Parking Space
- - - .83
.69 ↓
Activity- Transit Performance Factors
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862)
FY2011
(pop. 67,862) Trend Comment
Ridership 1,676,353 1,867,370 1,986,738 1,885,828
1,854,732 ↔
Rides per Capita 25.10 27.55 29.31 27.78
27.33 ↔
Revenue Vehicle
Miles 672,247 692,490 719,403 686,087
709,630 ↔
Revenue Vehicle
Hours 53,403 54,214 55,073 52,138
55,543 ↔
Cost Per Ride $2.43 $2.44 $2.32 $2.32
$2.61 ↑
A - 44
Cost per In-
Service Vehicle
Mile
$6.05 $6.57 $6.41 $6.38
$6.83 ↑
Cost per In-
Service Vehicle
Hour
$76.14 $83.98 $83.68 $84.00
$87.28 ↑
Farebox/Espense
Ratio 22% 19% 25% 24%
22% ↔
This is the
percentage of
costs covered by
the farebox.
Average Fare $.54 $.46 $.57 $.55
$.57 ↔
Operating Deficit
Per Trip $1.89 $1.98 $1.75 $1.77
$2.04 ↑
Riders per
Revenue Vehicle
Mile
2.49 2.7 2.76 2.75
2.61 ↔
Riders per Vehicle
Revenue Hour 31.39 34.44 36.07 36.17
33.39 ↔
4. General Transit Data Discrepancies
Performing a comparative analysis between local jurisdictions i s 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 Transit data are:
The ability for communities to collect data and maintain records of data (ex. Some track CY
others track FY)
The level to which capital expenditures and loan servicing are included in the budget.
Differences in the services offered and reported by transit departments (some include airport,
university-city partnerships).
The amount of federal and state grants secured and how these are accounted for in the transit
budget.
How services are highlighted in the budget document.
Staff worked to universalize the data; however, some communities had very fractured systems.
This required staff to execute latitude in combining services and budgets.
A - 45
5. Iowa Transit Comparison
The data presented below compare performance measures from selected Iowa transit departments in the
Iowa Metro-Coalition. Expenditures are FY2010 budget estimates. Operational expenditures consist of
personnel, services, and supplies. Communities that were too dissimilar in operations and structure were
excluded. North Liberty and Coralville were combined and included in the rankings. Current FY10 data
was used in the comparative analysis.
Outcomes &
Measures
Iowa City
(rank) Ames* North
Liberty Coralville Cedar
Rapids* Dubuque* Davenport* Sioux City
*
AVG
Expenditures
*Parking and Transit budgeted separately
Receipts
Activity-Transit Performance Factors 2010
Ridership 1,885,828
(2) 5,447,289 *527,220 1,071,568 389,285 1,189,586 1,202,255
1,864,301
Ridership Per
Capita
27.78
(2) 92.38 *17.89 8.48 6.75 11.93 14.54
26.97
Revenue Miles 686,087
(5) 1,189,089 *182,912 949,084 550,493 766,664 822,733
827,358
Revenue Vehicle
Hours
52,138
(5) 113,182 *15,513 70,456 45,898 55,355 69,426
67,742
Cost Per Revenue
Vehicle Mile
$10.30
(3) $6.54 *$11.21 $12.44 $12.52 $8.08 $5.81
$9.28
Cost Per Revenue
Vehicle Hour
$135.59
(3) $68.79 *$132.21 $167 $150.22 $112 $68.96
$117
Riders per Vehicle
Mile
2.49
(2) 4.58 *2.88 1.12 .7 1.55 1.46
1.98
Riders Per Vehicle
Hour
31.39
(2) 48.12 *33.98 15.2 8.48 21.4 17.31
23.65
Fare Price-Base $.75
(6) $1.00 *$.75 $1.25 $1.00 $1.00 $1.80
$1.16
Operational
Expenditures
$5,758,285
(3) $7,785,924 $125,000 - $7,209,800 $3,727,117 $5,412,039 $3,506,829
$5,566,665
Personnel Costs $3,563,936
(3) $5,541,962 $0 $1,034,603 $4,395,716 $1,853,006 $2,856,887 $2,015,328
$3,371,139
Total
Expenditures
$7,069,867
(3) $7,786,424 $125,000 $1,926,027 $11,809,256 $6,895,160 $6,197,265 $4,788,014
$7,745,335
General Fund Levy $2,384,714
(3) 1,315,294 $58,256 $594,623 $3,984,886 $1,161,393 $3,323,302
-
$2,433,917
Federal /State
Grants (All)
$1,495,647
(4) $2,233,871 - $999,025 $3,003,823 $1,110,950 $985,110
$1,935,134
$1,794,089
Misc. Rev
Comment -
$3,008,118
(GSB
Support)
Contracts
with
Coralville
Enterprise
fund for
parking and
transit.
Parking is
fee based. - -
All fee based.
Transit
combined
with
purchasing.
-
*North Liberty contracts with Coralville, their data has been combined.
Fare Price includes only one way
A - 46
6. Metric Comparative Analysis
Operational Expenditures
Personnel, Services, and Supplies
Iowa Transit Comparison
Iowa City ranks third in this
comparison group for
operational expenditures and is
slightly above average
amongst peer communities.
Personnel Costs
Costs only related to Personnel
Iowa City ranks third in this
comparison group for
personnel expenditures and is
slightly above average
amongst peer communities.
Personnel costs have steadily
risen since 2007
General Fund Subsidy
The amount of transit operations funded by
the general fund
Iowa Transit Comparison
Iowa City ranks third in this
comparison group for general
fund support and is slightly
below average amongst peer
communities. General Fund
support has steadily risen since
2007
Grants
Grant monies received for various operational
and capital projects
Iowa City ranks fourth in this
comparison group for grants
and is slightly below average
amongst peer communities.
Federal and State grants have
remained level in Iowa City
since 2007.
Ridership
Amount of riders utilizing the bus system
annually
Iowa Transit Comparison
Iowa City ranks second in
ridership amongst the
comparison group and is
slightly above average
amongst peer communities.
Consider:
Operational costs will vary dramatically based
on the number of services provided but also
age of the fleet and the scope of transit
department in general.
Consider:
Ames stands out as a community that receives
significantly more grant monies.
Consider:
Though Iowa City ranks third among airports
analyzed here in terms of the percentage of
operations funded by general fund subsidies,
nearly all of Davenport’s operational costs are
funded by a special levy. Were this included,
Iowa City would fall to fourth in this metric.
Consider:
The City of Ames will skew all the data due to
the sheer count difference. Iowa City
ridership has remained relatively level from
2007.
A - 47
Ridership Per Capita
Number of rides per person in Iowa City
Iowa City ranks second in
ridership per capita amongst
the comparison group and is
slightly above average
amongst peer communities.
Revenue Miles
Miles operated by vehicles available for
passenger service
Iowa City is second to last in
revenue miles amongst the
comparison group and is
significantly below average
amongst peer communities.
Revenue Hours
Hours operated by vehicles available for
passenger service
Iowa Transit Comparison
Iowa City is second to last in
revenue hours amongst the
comparison group and is
significantly below average
amongst peer communities.
Cost Per Revenue Mile
Cost of operating a bus per mile
(total expenditures/RM)
Iowa City ranks third in cost
per revenue mile amongst peer
communities and is
approximately $1.00 higher
per mile than the average.
Cost Per Revenue Hour
Cost of operating a bus per hour
(total expenditures/RH)
Iowa City ranks third in cost
per revenue hour amongst
peer communities and is
approximately $18 higher per
hour than the average.
Riders Per Vehicle Mile
Number of riders per mile
Iowa Transit Comparison
Iowa City ranks second in
riders per vehicle mile amongst
peer communities and is
higher than the average.
Consider:
When compared to peer communities, Iowa
City buses are traveling less distances or are
on the road for less time. This could be
affected by the size of the jurisdiction and
service levels.
Consider:
Coinciding with revenue miles, Iowa City is
last for revenue hours. This would indicate
Iowa City is spending less time per hour on
the road than peer communities.
Consider:
Ames is by far the most efficient as providing
the most miles at the cheapest price per mile.
Iowa City is second to Cedar Rapids which
covers approximately 260,000 more revenue
miles with almost 800,000 less riders.
Consider:
By including students, Ames is almost double
Iowa City in terms of riders per vehicle mile.
However, Iowa City has high ridership
numbers per mile than the remaining peer
communities.
A - 48
Prepared by: Adam Bentley
Email: adam-bentley@iowa-city.org
Phone: (319) 356-5010
Riders Per Vehicle Hour
Cost of operating a bus per hour
(total expenditures/RM)
Iowa City ranks second in
riders per vehicle hour
amongst peer communities.
Iowa City has roughly eight
more people riding the bus per
hour than peer communities.
Fare Price
Cost of a one-way fare
In comparison, Iowa City is
last in charging for its one-way
fare.
Consider:
By including students, Ames almost doubles
the comparison average and has roughly 17
more riders per hour than Iowa City.
A - 49
City of Iowa City, Iowa Performance Reports
2011 Iowa City Airport Performance Snapshot
Michael Tharp, Airport Operations Specialist
Why We Exist: 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.
1. Top Accomplishments and Challenges this Year
Maintain effective management structure and strong communication with the City Council and City
administration.
o Adopted FY11-FY15 Strategic Plan – presented plan to council
o Work with administration and council to accelerate payback of previously issued debt
o Attend Council meetings and give brief updates of airport activities
o Attendance at regular City Staff/CIP meetings
Develop and maintain adequate funding mechanisms for airport operations and improvements, and
increase revenue generated by airport operations.
o Agreement with City Council/City Manager to accelerate payback of airport debts; provides
for participation in grant planning for Federal and State grant opportunities
o Raised hangars rates by 2.5% for 2011-2012 period
o Continue working with Realtor to lease or sell lots in North Commerce Park
Increase use of the airport for aviation and other community uses.
o Hosted 2011 Air Race Classic start
o Hosted SERTOMA Pancake Breakfast Fly-In
o Hosted IC Aerohawks winter swap meet
o Partnered with Airport Businesses to host Open House
Increase the usefulness of the airport for economic development.
o Hosted 2011 Air Race Classic start
o Hosted SERTOMA Pancake Breakfast Fly-In
o Worked with Iowa DOT to help communicate results of Economic Impact Study
o Continue to meet with area representatives to communicate Economic Impact and use of the
airport
Upgrade taxiways, runways and other airport infrastructure.
o Work with FAA to secure grant funding for Parallel Taxiway project on Runway 7-25
o Work with Iowa DOT Office of Aviation to secure funding for Hangar L Project
o Received grant funding for FY2010 Pavement Rehab program
o Work with Public Works department to add parking lot repairs to major city rehab project
Enhance appearance, curb appeal, and accessibility of the airport; develop a public viewing area on
the airport grounds.
o Repair entry road and parking lot to main terminal building.
o Viewing area open with covered shelter and picnic tables.
Continue work on hangars to rehabilitate as needed.
A - 50
2. Major Issues to Address in the Near Future
3. Airport Performance Measures
The data presented below was collected by the Iowa City Airport. It is important to note that data are
influenced by year-to-year differences in asset sales and capital projects. Thus, it is more important to
focus on data trends than any given data point.
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
Receipts
General Levy
Support $159,120 $112,000 $130,000 $120,000 ↓
General Levy
support consists of
income funded by
property taxes
only. Per Capita General
Levy Support $2.38 $1.65 $1.92 $1.77 ↓
Rents $218,849 $232,207 $244,045 $273,810 ↑
Hangar rentals
have been at
capacity for the
duration of this
analysis. Rates
are derived by
comparisons to
other area
airports.
Rents as a
Percentage of
Receipts
*less asset sales
54.08% 51.61% 45.08% 42.64% ↓
Asset Sales $859,649 $1,610,007 $0 $223,000 ↓ Note: Asset sales
have funded
capital projects. Total Receipts $1,264,309 $2,059,905 $541,344 $865,096 ↓
Capacity Needs:
o T-hangar Waiting list holds 20+ entries
o Demand for hangar space for larger business class aircraft, specifically for King Air 200
series, and Citation I-IV series aircraft
o Additional Aircraft parking spaces are needed during high traffic times (football weekends)
Budget:
o Airport Operations budget is supplemented by general fund contributions. Cuts to general
fund contributions would impact airport operations
o Seek additional funding opportunities and steady income streams
Airspace:
o Airspace Obstruction Mitigation projects are planned for approach ends of Runway 12 and
Runway 30.
Maintenance:
o Most buildings around airport are from 1960-1970s era. This requires a higher dollar
upkeep than modern buildings. Main Terminal built in 1951. Many buildings are coming
due for rehabilitation at the same time which impacts budget.
Public Outreach:
o Seek more events and activities to host at the airport. This draws non-aviation people to
the airport and increases awareness of the airport.
o Communication of airport economic impact to area officials, elected and non-elected.
A - 51
Outcomes &
Measures
2007
(pop. 66,775)
2008
(pop. 67,768)
2009
(pop. 67,768)
2010
(pop. 67,862) Trend Comment
Expenditures
Operational
Expenditures $279,879 $385,703 $272,350 $292,557 ↔
Operational
expenditures
consist of
personnel,
services, and
supplies. One
unfilled full time
position has
accounted for the
decline in
personnel.
Personnel
Expenditures $85,894 $101,868 $68,037 $40,164 ↓
Personnel Exp. as
a Percentage of
Ops. Exp.
30.69% 26.41% 24.98% 13.73% ↓
Services $183,067 $275,069 $196,664 $242,495 ↔
Services includes
insurance
payments, utilities,
building and
grounds
maintenance,
interest expense,
etc.
Services as a
Percentage of
Ops. Exp.
65.41% 71.32% 72.21% 82.89% ↑
Total Expenditures $838,880 $2,456,004 $499,019 $679,256 ↓ Includes capital
expenditures.
Activity
Fuel Flowage 189,612.68 170,493.00 136,327.41 165,112.47 ↓
Fuel flowage is
used as a proxy
for airport activity.
Based Aircraft 84 84 84 84 ↔
84 hanger spaces
and 1 based
Helicopter.
Ops. Dollars per
Fuel Gallon (Ops.
Exp. per Activity)
$1.48 $2.26 $2.00 $1.77 ↔
One full-time staff
position went
unfilled as activity
decreased.
4. General Airport Data Discrepancies
Performing a comparative analysis between local jurisdictions i s an imperfect process. Data are
influenced by differences in definitions, reporting, and collection measures. Thus, 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 comp arability of Airport data are:
Differences in services offered at general aviation airports (e.g. types of fuel, maintenance
services, instruction and rental services).
The level to which capital expenditures and loan servicing are included in the airport ’s budget.
The amount of asset sales and the level to which these may be used for capital improvements.
A - 52
Differences in airport size, runway length, number of hangars operated, and types of aircraft
accommodated.
o Three types of general aviation airports are analyzed in section 5: enhanced service,
general service, and basic service. The specific criteria for each general aviation airport
category are detailed in section 8.
o Enhanced service airports have runways 5,000 feet or greater in length with facilities and
services that can accommodate a full range of general aviation activity, including most
business jets. These airports serve business aviation and are regional transportation
centers and economic catalysts.
o General service airports have runways 4,000 feet or greater in length with facilities and
services customized to support most general aviation activity, including small to mid-size
business jets. These airports serve as a community economic asset.
o Basic service airports have runways 3,000 feet or greater in length with facilities and
services customized to meet local aviation demands.
The amount of federal and state grants secured and how these are accounted for in airport
budgets.
Whether data are collected on a calendar year or fiscal year basis.
Controlling authority and management structure of the airport:
o For some airports, an airport commission has the authority to control nearly all aspects of
airport operations, however, they do not have the authority to levy taxes. Iowa City has
an airport commission.
o An aviation authority may be created through public referendum and does have the
authority to levy taxes.
o Some airports are a department of City government and have a full -time airport
manager; others operate as a division of another department, such as Public Works.
Smaller airports may not use City staff at all by including management responsibilities in
their FBO contracts.
5. Iowa General Aviation Airport Comparison
The data presented below compare performance measures from selected Iowa General Aviation airports.
Expenditures are FY2010 budget estimates. Operational expenditures consist of personnel, services, and
supplies. General service airports are listed parenthetically; the sole basic service airport analyzed is in
brackets. All other airports included are enhanced service airports. *Estimated economic output is
derived from the Iowa Department of Transportation’s Economic Impact of Aviation report, 2009.
Outcomes &
Measures
Iowa City
(rank) Ames Ankeny (Boone) Davenport Muscatine (Pella) [Sioux
Center]
Expenditures
Operational
Expenditures
$292,557
(1) $130,398 $274,659 $86,052 $167,858 $114,295 $66,630 $86,788
Personnel
Costs
$40,164
(4) $42,6143 $0 unavailable $45,718 $0 $0 $70,704
Total
Expenditures
$679,256
(1) $130,398 $274,659 $179,848 $233,433 $139,006 $66,630 $86,788
A - 53
Outcomes &
Measures
Iowa City
(rank) Ames Ankeny (Boone) Davenport Muscatine (Pella) [Sioux
Center]
Activity
Based
Aircraft
85
(3) 65 103 47 104 32 37 15
Economic Impact
Estimated
Economic
Output*
$11,207,300
(3) $7,789,400 $14,780,700 $7,735,400 $20,270,500 $4,671,000 $4,446,700 $5,406,900
Economic
Output per
Ops Dollar
$38.31
(8) $59.74 $53.81 $89.42 $120.76 $40.87 $66.74 $62.30
Revenues
General
Fund
Subsidy
$120,000
(1) $40,821 $3,988** $0 unavailable $89,959 $0 $74,936
GF Subsidy
as % of Ops.
Exp.
41.0%
(3) 31.3% 1.5% 0% unavailable 78.7% 0% 86.3%
Rental
Revenue*
$273,810
(1) $122,042 unavailable $67,807*** $116,389 $26,612 $25,300 $33,840
*Rental revenue includes hangar and land leases.
**Ankeny has a special airport levy which was budgeted for $270,671 in FY10.
***During FY10, Boone had a one-time $40,000 advance hangar rental payment. FY09 rentals totaled $28,634.
6. Iowa General Aviation Airport Activity Comparison
The chart below presents data from Iowa City compared to two Iowa general aviation airports. All three
are categorized as enhanced service. Fuel flowage is an accurate proxy for airport activity. Operational
expenses include personnel costs, services, and supplies. Services vary by airport, thus data should be
analyzed in conjunction with all metrics; trends are more indicative of performance than any one data
point. *Data discrepancy: Iowa City fuel flowage data is calculated by calendar year; Davenport and
Muscatine are tallied by fiscal year.
Annual Activity and
Operational
Expenditures*
Iowa City Davenport Muscatine Comment
2007
Fuel Flowage 189,612.68 340,000 249,000 *Muscatine’s 2007
operational expenses
are an estimate; exact
data was unavailable. Ops. Dollar per Gallon $1.48 $0.44 $0.53*
estimated
2008
Fuel Flowage 170,493.00 360,000 183,200
During 2008, the Iowa
City Airport had the
lowest activity of these
three airports, yet the
highest operational
expenditures. Ops. Dollar per Gallon $2.26 $0.53 $0.61
A - 54
2009
Fuel Flowage 136,327.41 225,000 106,566 Activity dropped
significantly in all three
airports in 2009; this is
most likely the result of
diminished travel and
recreation after the
national economic
downturn. Increased
fuel prices likely
contributed as well.
Ops. Dollar per Gallon $2.00 $0.71 $1.04
2010
Fuel Flowage 165,112.47 280,000 57,841
Ops. Dollar per Gallon $1.77 $0.60 $1.98
7. Metric Comparative Analysis
Operational Expenditures
Personnel, Services, and Supplies
Iowa GA Airport Comparison
Iowa City ranks first in this
comparison group for
operational expenditures.
Services are approximately
83% of operational costs.
Personnel Costs
Costs not included in FBO service
Iowa City’s airport ranks fourth
in this comparison group in
this metric. Personnel costs
have diminished significantly
over the last three years as
one full-time position
(Maintenance Worker I) has
gone unfilled.
General Fund Subsidy
The amount of airport operations not funded
by business activities.
Iowa GA Airport Comparison
Iowa City provides the most
general fund support for its
airport of any city analyzed
here. However, Iowa City
ranks third in this group for
the percentage of operations
funded through general fund
support.
Rental Revenue
Revenue generated from hangar and land
leases.
Iowa City generates the most
rental revenue of any airport
analyzed here. There is also a
waiting list of more than 20
aircraft for hangar spaces.
Airport staff has indicated the
need for additional hangar
space and seasonal aircraft
parking.
Consider:
Operational costs will vary dramatically based
on the number of services provided. Not every
airport contracts for the same services through
their respective FBO’s; Iowa City FBO service
expenditures cover snow removal, building,
and grounds maintenance.
Consider:
In many general aviation airports, personnel
costs are subsumed in the FBO contract. The
Iowa City airport has low personnel costs for
an airport its size. The reduction in personnel
costs has been the largest factor in declining
operational costs over the last three years.
Consider:
Rental revenue has increased every year since
in this analysis. Furthermore, hangar rental
rates have increased by 2.5% during the
current fiscal year (FY12). Additional aircraft
parking spaces would be in the highest
demand during University of Iowa home
football games.
Consider:
Though Iowa City ranks third among airports
analyzed here in terms of the percentage of
operations funded by general fund subsidies,
nearly all of Davenport’s operational costs are
funded by a special levy. Were this included,
Iowa City would fall to fourth in this metric.
A - 55
8. General Aviation Airport Category Criteria
Enhanced Service:
5,000 foot or greater paved runway
Airport Reference Code (ARC) of C-II or greater
Full-time staffing during regular weekday and weekend business hours
Availability of the following based services:
o Aircraft maintenance and repair
o Flight training
o Rental aircraft
o Aircraft charter
o Airport or Fixed Base Operator (FBO) staffing 24 hours a day
o Availability of jet fuel
o Weather observing system located on airport (ASOS or AWOS)
General Service:
4,000 foot or greater paved runway
Availability of the following based services:
o Aircraft maintenance and repair
o Flight training
o Rental aircraft
o Aircraft charter
o Staffing during regular business hour
Basic Service:
3,000 feet or greater paved runway
Availability of aircraft fuel
Some availability of airport or FBO personnel or on-call availability 24 hours
Prepared by: Simon Andrew
Email: simon-andrew@iowa-city.org
Phone: (319) 356-5014
Based Aircraft
Number of hangar spaces rented
Iowa GA Airport Comparison
Iowa City has 84 leased
hangar spaces plus one based
helicopter. There is a waiting
list of over twenty aircraft for
hangar spaces. Iowa City
ranks third in the number of
based aircraft among airports
analyzed here.
Fuel Flowage
Proxy for Activity
Fuel flowage (activity) dropped
significantly during 2009, but
2010 activity increased to
nearly 2008 levels. While
activity in Muscatine has
declined every year since
2007, Davenport and Iowa City
saw increases in 2010.
Consider:
Iowa City has high operational costs for its
level of activity when compared to Davenport.
However, personnel costs are lower in Iowa
City than in Davenport.
Consider:
A waiting list for hangar spaces that is nearly
one-fourth of total current capacity
demonstrates Iowa City has the demand for
additional units. Funding additional projects
would have to be weighed against
rehabilitating existing hangars, runway
improvements, etc.
A - 56
APPENDIX B
State Forms
Budget Resolutions
Transfers
Assessed Property Valuations
Property Tax Levies
FY2012 Revenue Comparisons:
General Fund Revenue
Other Revenue Sources
Utility Franchise Tax
Gaming Revenue
Local Option Sales Tax
Utility Rates
Revenue Bond Indebtedness
Glossary
Index by Department
F
Y
2
0
1
3
Aug-10
1
Form 635.1 Department of Management
Adoption of Budget and Certification of City Taxes 52-483
The City of: County Name: Date Budget Adopted: 03/06/12
(Date) xx/xx/xx
below, were approved for all taxable property of this City. There is attached a Long Term Debt Schedule Form 703 for the debt service needs, if any.
(319) 356-5041
Telephone Number Signature
County Auditor Date Stamp January 1, 2011 Property Valuations
With Gas & Electric Without Gas & Electric Last Official Census
Regular 2a 2b
DEBT SERVICE 3a 3b
Ag Land 4a
TAXES LEVIED
(A)(B) (C)
Code Dollar Request with Property Taxes
Sec. Limit Purpose Utility Replacement Levied Rate
384.1 8.10000 Regular General levy 5 23,870,310 23,486,337 43 8.10000
(384) Non-Voted Other Permissible Levies
12(8)0.67500 Contract for use of Bridge 6 0 44 0
12(10)0.95000 Opr & Maint publicly owned Transit 7 2,799,604 2,754,570 45 0.95000
12(11)Amt Nec Rent, Ins. Maint of Civic Center 8 0 46 0
12(12)0.13500 Opr & Maint of City owned Civic Center 9 0 47 0
12(13)0.06750 Planning a Sanitary Disposal Project 10 0 48 0
12(14)0.27000 Aviation Authority (under sec.330A.15)11 0 49 0
12(15)Amt Nec Joint city-county building lease 12 0 50 0
12(16)0.06750 Levee Impr. fund in special charter city 13 0 51 0
12(18)Amt Nec Liability, property & self insurance costs 14 922,125 907,298 52 0.31291
12(22)Amt Nec Support of a Local Emerg.Mgmt.Comm.462 0 465 0
(384) Voted Other Permissible Levies
12(1)0.13500 Instrumental/Vocal Music Groups 15 0 53 0
12(2)0.81000 Memorial Building 16 0 54 0
12(3)0.13500 Symphony Orchestra 17 0 55 0
12(4)0.27000 Cultural & Scientific Facilities 18 0 56 0
12(5)As Voted County Bridge 19 0 57 0
12(6)1.35000 Missi or Missouri River Bridge Const.20 0 58 0
12(9)0.03375 Aid to a Transit Company 21 0 59 0
12(17)0.20500 Maintain Institution received by gift/devise 22 0 60 0
12(19)1.00000 City Emergency Medical District 463 0 466 0
12(21)0.27000 Support Public Library 23 795,677 782,878 61 0.27000
28E.22 1.50000 Unified Law Enforcement 24 0 62 0
Total General Fund Regular Levies (5 thru 24)25 28,387,716 27,931,083
384.1 3.00375 Ag Land 26 4,349 4,349 63 3.00375
Total General Fund Tax Levies (25 + 26)27 28,392,065 27,935,432 Do Not Add
Special Revenue Levies
384.8 0.27000 Emergency (if general fund at levy limit)28 0 0 64 0
384.6 Amt Nec Police & Fire Retirement 29 2,581,365 2,539,842 0.87594
Amt Nec FICA & IPERS (if general fund at levy limit)30 2,797,663 2,752,660 0.94934
Rules Amt Nec Other Employee Benefits 31 4,030,190 3,965,361 1.36758
Total Employee Benefit Levies (29,30,31)32 9,409,218 9,257,850 65 3.19286
Sub Total Special Revenue Levies (28+32)33 9,409,218 9,257,850
Valuation
386 As Req With Gas & Elec Without Gas & Elec
SSMID 1 (A)139,871,680 (B)139,871,680 34 279,743 279,743 66 2.00000
SSMID 2 (A)(B)35 0 67 0
SSMID 3 (A)(B)36 0 68 0
SSMID 4 (A)(B)37 0 69 0
SSMID 5 (A)(B)555 0 565 0
SSMID 6 (A)(B)556 0 566 0
SSMID 7 (A)(B)1177 00
Total SSMID 38 279,743 279,743 Do Not Add
Total Special Revenue Levies 39 9,688,961 9,537,593
384.4 Amt Nec Debt Service Levy 76.10(6)40 13,144,952 40 12,934,350 70 4.44287
384.7 0.67500 Capital Projects (Capital Improv. Reserve)41 41 0 71 0
Total Property Taxes (27+39+40+41)42 51,225,978 42 50,407,375 72 17.26864
COUNTY AUDITOR - I certify the budget is in compliance with ALL the following:
Budgets that DO NOT meet ALL the criteria below are not statutorily compliant & must be returned to the city for correction.
1) The prescribed Notice of Public Hearing Budget Estimate (Form 631.1) was lawfully published, or posted if applicable, and notarized, filed proof was evidenced.
2) Budget hearing notices were published or posted not less than 10 days, nor more than 20 days, prior to the budget hearing.
3) Adopted property taxes do not exceed published or posted amounts.
4) Adopted expenditures do not exceed published or posted amounts in each of the nine program areas, or in total.
5) The budget file uploaded to the SUBMIT Area matched the paper copy certified by the city to this office.
6) The city is receiving TIF Revenues and has completed the TIF Indebtedness section of the TIF DEBT form in compliance with 384.16(1)( County Auditor )
At a meeting of the City Council, held after the public hearing as required by law, as specified above, the proposed budget was adopted as summarized and attached hereto, and tax levies, as itemized
2,958,664,190
1,447,988
67,8622,946,951,863 2,899,547,813
2,911,260,140
FISCAL YEAR BEGINNING JULY 1, 2012 - ENDING JUNE 30, 2013
Iowa City JOHNSON
B - 1
Form 631.1 Department of Management
NOTICE OF PUBLIC HEARING
BUDGET ESTIMATE
FISCAL YEAR BEGINNING JULY 1, 2012 - ENDING JUNE 30, 2013
City of , Iowa
The City Council will conduct a public hearing on the proposed Budget at
on 03/06/12 at 7:00 p.m..
(Date) xx/xx/xx (hour)
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 . . . . . . . . . . $ 17.26864
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
phone number City Clerk/Finance Officer's NAME
Budget FY Re-estimated FY Actual FY
2013 2012 2011
(a)(b)(c)
Revenues & Other Financing Sources
Taxes Levied on Property 1 50,407,375 49,594,682 47,825,752
Less: Uncollected Property Taxes-Levy Year 2 000
Net Current Property Taxes 3 50,407,375 49,594,682 47,825,752
Delinquent Property Taxes 4 0 0 7,688
TIF Revenues 5 507,060 846,085 846,061
Other City Taxes 6 11,031,846 10,400,955 10,865,460
Licenses & Permits 7 1,440,389 1,223,447 1,413,665
Use of Money and Property 8 1,535,026 1,264,679 1,505,531
Intergovernmental 9 38,627,081 89,040,109 39,614,750
Charges for Fees & Service 10 41,066,638 40,683,916 40,653,159
Special Assessments 11 000
Miscellaneous 12 3,771,813 5,782,600 7,410,013
Other Financing Sources 13 66,682,753 110,692,668 77,450,865
Total Revenues and Other Sources 14 215,069,981 309,529,141 227,592,944
Expenditures & Other Financing Uses
Public Safety 15 21,449,889 21,401,631 18,703,397
Public Works 16 7,718,182 13,994,820 13,434,330
Health and Social Services 17 290,707 0 0
Culture and Recreation 18 12,685,436 12,743,563 11,804,919
Community and Economic Development 19 7,217,647 24,626,370 19,119,500
General Government 20 7,618,655 8,282,244 7,460,374
Debt Service 21 20,226,046 15,225,884 14,053,245
Capital Projects 22 25,723,659 80,282,918 18,654,703
Total Government Activities Expenditures 23 102,930,221 176,557,430 103,230,468
Business Type / Enterprises 24 67,003,751 91,149,983 69,838,459
Total ALL Expenditures 25 169,933,972 267,707,413 173,068,927
Transfers Out 26 54,738,103 97,722,338 46,972,625
Total ALL Expenditures/Transfers Out 27 224,672,075 365,429,751 220,041,552
Excess Revenues & Other Sources Over
(Under) Expenditures/Transfers Out 28 -9,602,094 -55,900,610 7,551,392
Continuing Appropriation 29 00
Beginning Fund Balance July 1 30 107,618,639 163,519,249 155,967,857
Ending Fund Balance June 30 31 98,016,545 107,618,639 163,519,249
Iowa City
410 E. Washington St., City Hall
Marian K. Karr
B - 2
Form 635.2A CITY OF Iowa CityDepartment of Management2013Fiscal YearsTIFSPECIAL SPECIAL DEBT CAPITAL BUDGET RE-ESTIMATEDACTUALGENERAL REVENUES REVENUES SERVICE PROJECTS PERMANENT PROPRIETARY201320122011(A)(B) (C)(D)(E)(F)(G)(H)(I)(J)(K)(L)Revenues & Other Financing SourcesTaxes Levied on Property127,935,432 9,537,593 12,934,350 0 50,407,375 49,594,682 47,825,752Less: Uncollected Property Taxes-Levy Year200000 00 Net Current Property Taxes327,935,432 9,537,593 12,934,350 0 50,407,375 49,594,682 47,825,752Delinquent Property Taxes4000000 7,688TIF Revenues5507,060507,060 846,085 846,061Other City Taxes610,367,283 165,712 223,851 275,000 11,031,846 11,149,084 10,865,460Licenses & Permits71,435,53404,855 1,440,389 1,223,447 1,413,665Use of Money and Property8160,103 60,582 161 162,585 0 266 1,151,329 1,535,026 1,264,679 1,505,531Intergovernmental92,708,202 8,346,16900 5,830,01921,742,691 38,627,081 89,253,297 39,614,750Charges for Fees & Service104,189,542 28,846 0 0 0 36,848,250 41,066,638 40,807,916 40,653,159Special Assessments11000000 00Miscellaneous121,846,916 287,513 38,968 100,000 0 1,498,416 3,771,813 5,889,590 7,410,013 Sub-Total Revenues1348,643,012 18,426,415 507,221 13,359,754 6,205,019266 61,245,541 148,387,228 200,028,780 150,142,079Other Financing Sources: Total Transfers In148,998,222 1,112,945 0 878,147 19,375,247 0 24,373,542 54,738,103 96,551,554 46,972,625 Proceeds of Debt150 800,00000 10,200,0000 11,000,000 17,267,000 29,283,746 Proceeds of Capital Asset Sales1694,650 850,00000000944,650 3,863,330 1,194,494Total Revenues and Other Sources1757,735,884 21,189,360 507,221 14,237,901 35,780,266266 85,619,083 215,069,981 317,710,664 227,592,944Expenditures & Other Financing UsesPublic Safety1821,266,840 183,049 0 0 21,449,889 22,167,577 18,703,397Public Works191,832,264 5,885,918 0 0 7,718,182 14,178,323 13,434,330Health and Social Services20290,707 0 0 0 290,707 0 0Culture and Recreation2112,685,436 0 0 0 12,685,436 12,898,367 11,804,919Community and Economic Development222,001,174 4,930,542 285,931 0 7,217,647 24,882,370 19,119,500General Government237,274,423 344,232 0 0 7,618,655 8,283,931 7,460,374Debt Service 24000 20,226,046020,226,046 28,725,872 14,053,245Capital Projects 2500025,723,659025,723,659 80,670,510 18,654,703Total Government Activities Expenditures2645,350,844 11,343,741 285,931 20,226,046 25,723,6590102,930,221 191,806,950 103,230,468Business Type Proprietray: Enterprise & ISF2767,003,751 67,003,751 91,866,575 69,838,459Total Gov & Bus Type Expenditures2845,350,844 11,343,741 285,931 20,226,046 25,723,6590 67,003,751 169,933,972 283,673,525 173,068,927Total Transfers Out2912,146,893 10,209,056 0 0 10,203,156 0 22,178,998 54,738,103 96,551,554 46,972,625Total ALL Expenditures/Fund Transfers Out3057,497,737 21,552,797 285,931 20,226,046 35,926,8150 89,182,749 224,672,075 380,225,079 220,041,552Excess Revenues & Other Sources Over31(Under) Expenditures/Transfers Out32238,147 -363,437 221,290 -5,988,145 -146,549 266-3,563,666 -9,602,094 -62,514,415 7,551,392 Continuing Appropriation330000Beginning Fund Balance July 13417,045,460 3,187,074 -102,519 9,891,056 7,045,266 120,930 63,817,567 101,004,834 163,519,249 155,967,857Ending Fund Balance June 303517,283,607 2,823,637 118,771 3,902,911 6,898,717 121,196 60,253,901 91,402,740 101,004,834 163,519,249ADOPTED BUDGET SUMMARY YEAR ENDED JUNE 30, B - 3
B - 4
B - 5
B - 6
B - 7
B - 8
B - 9
B - 10
B - 11
B - 12
B - 13
B - 14
B - 15
B - 16
B - 17
B - 18
City of Iowa City
Taxable Valuation by Class*
FY2009 – FY2013
* Does not include Tax Exempt Properties or Ag Land/Buildings
Commercial, Total
Industrial , Valuation
Description Residential RR & Utilities All Classes
Fiscal Year 2013
January 1, 2011 - 100% Assessment 3,285,609,160$ 1,330,498,686 4,616,107,846$
Assessment Limitation (state rollback)50.7518%- (1,654,347,114)
Less: Exemptions - - (3,096,542)
Less Gas & Electric - - (47,404,050)
Taxable Assessed Value
for the Debt Service Levy 1,667,396,105 2,911,260,140$
Less: TIF Increment (available for debt only)(1,360,024) (11,712,327)
Taxable Assessed Value - Regular Levies 1,666,036,081 2,899,547,813$
Fiscal Year 2012
January 1, 2010 - 100% Assessment 3,183,160,330$ 1,304,979,022 4,488,139,352$
Assessment Limitation (state rollback)48.5299%- (1,638,375,949)
Less: Exemptions - - (3,163,216)
Less Gas & Electric - - (48,337,968)
Taxable Assessed Value
for the Debt Service Levy 1,544,784,381 2,798,262,219$
Less: TIF Increment (available for debt only)(25,408,841)
Taxable Assessed Value - Regular Levies 2,772,853,378$
Fiscal Year 2011
January 1, 2009 - 100% Assessment 3,123,398,460$ 1,294,522,256 4,417,920,716$
Assessment Limitation (state rollback)46.9094%- (1,658,230,825)
Less: Exemptions - - (3,239,146)
Less Gas & Electric - - (46,333,208)
Taxable Assessed Value
for the Debt Service Levy 1,465,167,635 2,710,117,537$
Less: TIF Increment (available for debt only)(25,408,841)
Taxable Assessed Value - Regular Levies 2,684,708,696$
Fiscal Year 2010
January 1, 2008 - 100% Assessment 3,089,816,108$ 1,272,250,326 4,362,066,434$
Assessment Limitation (state rollback)45.5893%- (1,681,190,479)
Less: Exemptions - - (3,324,338)
Less Gas & Electric - - (45,156,750)
Taxable Assessed Value
for the Debt Service Levy 1,408,625,629 2,632,394,867$
Less: TIF Increment (available for debt only)(117,812,738)
Taxable Assessed Value - Regular Levies 2,514,582,129$
Fiscal Year 2009
January 1, 2007 - 100% Assessment 3,011,803,441$ 1,253,640,943 4,265,444,384$
Assessment Limitation (state rollback)44.0803%- (1,696,688,413)
Less: Exemptions - - (3,395,642)
Less Gas & Electric - - (44,597,261)
Taxable Assessed Value
for the Debt Service Levy 1,327,611,977 2,520,763,068$
Less: TIF Increment (available for debt only)(111,540,045)
Taxable Assessed Value - Regular Levies 2,409,223,023$
B - 19
City of Iowa City
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 %
2003-04 12.865 6.102 0.679 0.004 17.596 37.247 47.2 51.3874
2004-05 12.875 6.166 0.668 0.004 17.314 37.027 46.8 48.4558
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
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
B - 20
FY2012 Tax Rate Comparison
(Levy Rate per $1,000 in Valuation)
City Tax Rate Rank
Waterloo $18.21 1
Council Bluffs $17.85 2
Iowa City $17.27 3
Des Moines $16.92 4
Davenport $16.78 5
Sioux City $16.51 6
Cedar Rapids $15.22 7
Coralville $13.53 8
Dubuque $11.07 9
North Liberty $11.03 10
Ames $10.72 11
B - 21
FY2012 General Fund Comparison
Revenue & Other Financing Sources
(In millions)
City Revenues Transfers-In
Debt/Sale of
Assets
Total
Revenue Rank
Des Moines $113.53 $29.47 $.156 $143.16 1
Cedar Rapids $ 75.76 $30.34 $.200 $106.30 2
Davenport $ 49.44 $16.96 - $ 66.40 3
Iowa City $ 49.33 $10.09 $.046 $ 59.456 4
Sioux City $ 39.83 $19.45 $.058 $ 59.34 5
Dubuque $ 48.02 $ 8.88 $.041 $ 56.95 6
Council Bluffs $ 39.21 $11.75 - $ 50.96 7
Waterloo $ 38.13 $ 9.27 $.133 $ 47.54 8
Ames $ 22.24 $ 7.34 - $ 29.58 9
Coralville $ 13.17 $ 2.93 $.006 $ 16.10 10
North Liberty $ 6.24 $ 1.41 $.300 $ 7.95 11
B - 22
FY2012 Revenue Comparison
Other Revenue Sources:
(General Fund Only)
NR: Information pending: not available online / awaiting response from city officials
1Cedar Rapids: Tax is on electric utility only
City Revenue ($) Rate (%)
Iowa City $ 565,000 1.0% N/A
Waterloo $ 819,500 NR $1,170,000
Cedar Rapids1 $ 1,600,000 1.0% N/A
Council Bluffs $ 1,850,000 2.0% $ 925,000
Dubuque $ 2,595,559 3.0% $ 633,992
Sioux City $ 2,870,000 2.0% $ 640,000
Des Moines $13,502,000 5.0% $1,300,000
Ames N/A N/A N/A
Coralville est. $250,000 1.0% N/A
Davenport N/A N/A $1,195,000
North Liberty N/A N/A N/A
Utility Franchise Tax
Gaming
Revenue
B - 23
FY2012 Revenue Comparison
Other Revenue Sources:
Local Option Sales Tax
City
%Rate
Total
Receipts
Sunset
Date
Purpose
Iowa City 1.00% $ 7,800,000 6/30/2014 remediation, repair and protection
of flood-impacted public
infrastructure
Ames 1.00% $ 6,935,154 N/A 60% property tax relief 40%
community betterment
Cedar Rapids 1.00% $17,000,000 6/30/2014 90% flood 10% property tax relief
Council Bluffs 1.00% $ 7,800,000 N/A Streets and sewers
Davenport 1.00% $14,622,600 N/A 60% property tax relief 40% capital
improvements and equipment
Dubuque 1.00% $ 8,515,307 N/A 50% property tax relief 20% City
facilities maintenance 30% special
assessment relief
Sioux City 1.00% $11,100,000 N/A 60% property tax relief 20%
infrastructure projects 10% city
facilities projects 10% economic
development
Waterloo 1.00% NR 12/31/2015 NR
Coralville 0% N/A
Des Moines 0% N/A
North Liberty 0% N/A
NR: Information pending: not available online / awaiting response from city officials
B - 24
FY2012 Utility Rate Comparison
(average monthly billing per residential unit)
City Water1
Franchise
Tax Sewer1
Solid
Waste
Storm
Sewer Total
Overall
Rank
North Liberty $32.77 $1.97 $40.46 $ 9.352 $2.00 $86.55 1
Iowa City $27.34
(3)
$1.91
(4)
$36.08
(2)
$15.50
(4)
$2.50
(5)
$83.33 2
Davenport $36.20 $2.53 $27.233 $12.902 $1.85 $80.71 3
Sioux City $25.69 $1.92 $34.55 $13.90 $0.83 $76.89 4
Des Moines $22.83 $1.08 $31.03 $13.00 $8.50 $76.44 5
Cedar Rapids $23.50 $1.65 $19.92 $16.72 $4.56 $66.35 6
Coralville $17.80 $1.07 $21.22 $19.002 $2.00 $61.09 7
Dubuque $18.48 $1.29 $23.76 $10.72 $5.60 $59.85 8
Council Bluffs $24.13 $1.20 $17.20 $16.00 $0.00 $58.53
9
Ames $24.52 $1.72 $23.95 $ 0.004 $3.45 $53.64 10
1 Average residential household estimated at 8 ccf per month.
2 Volume based. Average residential household estimate for 65 gallon.
3 Pending Council approval in July 2012.
4 Privatized service.
B - 25
Summary of Revenue Bonded Indebtedness
Principal
Amount Date of Final Interest Outstanding
Issued Purpose Issue Maturity Rates 06/30/12
9,110,000$ Refunded Parking Bonds Nov. 2009 2024 3.0 - 5.0 8,190,000$
24,280,000 Refunded Wastewater Treatment Bonds Oct. 2008 2022 3.0 - 5.0 19,560,000
8,660,000 Refunded Wastewater Treatment Bonds May 2009 2025 3.5 - 5.0 8,110,000
15,080,000 Refunded Wastewater Treatment Bonds Apr. 2010 2020 3.0 - 4.0 12,400,000
8,500,000 Water Bonds Oct. 2002 2012 2.0 - 4.65 5,415,000
7,115,000 Refunded Water Bonds Oct. 2008 2024 3.0 - 4.375 6,070,000
9,750,000 Refunded Water Bonds May 2009 2025 4.0 - 4.5 8,905,000
4,950,000 Refunded Water Bonds June 2012 2022 1.5 - 2.1 4,950,000
Total - Principal Outstanding as of June 30, 2012:73,600,000$
Revenue bonds payable at June 30, 2012 are comprised of the following individual issues:
* Water Revenue Bonds, Series 2002 will be called on July 1, 2012, utilizing Water fund balance and proceeds
from the Water Revenue Refunding Bonds, Series 2012.
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GLOSSARY
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.
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.
Committ ed 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.
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Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and
rentals, which are purchased from private contractors.
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.
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.
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 cash balance that remains in a fund on a given date after all receipts and
expenditures have been recorded.
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.
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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.
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.
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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.
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 tax to 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 City's 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.
B - 30
INDEX BY DIVISION
Page
Accounting ................................................................................................................................................. 217
Airport ..................................................................................................................................................... 294
Animal Care & Adoption ............................................................................................................................ 111
Broadband Telecommunications .............................................................................................................. 300
Building Inspection .................................................................................................................................... 130
Central Business District (C.B.D.) Maintenance ....................................................................................... 162
Cemetery ................................................................................................................................................... 164
Central Services ........................................................................................................................................ 317
City Attorney .............................................................................................................................................. 205
City Clerk ................................................................................................................................................... 200
City Council ............................................................................................................................................... 195
City Manager ............................................................................................................................................. 197
Community Development Block Grant (CDBG) ........................................................................................ 227
Community Development / Non-Grant Activity .......................................................................................... 186
Debt Service Fund ..................................................................................................................................... 257
Deer Control .............................................................................................................................................. 114
Dental Insurance Reserve ........................................................................................................................ 320
Document Services ................................................................................................................................... 223
Economic Development ............................................................................................................................ 191
Employees Benefits ................................................................................................................................... 241
Energy Efficiency & Conservation Grant ................................................................................................... 234
Engineering ............................................................................................................................................... 138
Equipment ................................................................................................................................................. 307
Finance - Administration............................................................................................................................ 212
Fire Department ........................................................................................................................................ 115
Flood Recovery & Mitigation Grants .......................................................................................................... 238
Forestry / Horticulture ................................................................................................................................ 160
Government Buildings ............................................................................................................................... 166
General Rehabilitation & Improvement Program (G.R.I.P.) ...................................................................... 253
H.O.M.E. Program ..................................................................................................................................... 229
Health Insurance Reserve ......................................................................................................................... 319
Housing & Inspection Services - Administration ....................................................................................... 125
Housing Authority ...................................................................................................................................... 303
Housing Inspection .................................................................................................................................... 127
Human Resources .................................................................................................................................... 203
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Human Rights............................................................................................................................................ 207
Human Services Planning ......................................................................................................................... 188
Information Technology Services .............................................................................................................. 311
Landfill ..................................................................................................................................................... 288
Library ..................................................................................................................................................... 141
Metropolitan Planning Organization of Johnson County (MPOJC) .......................................................... 248
Neighborhood Services ............................................................................................................................. 182
Non-Operational Administration ................................................................................................................ 214
Parking ..................................................................................................................................................... 263
Parks & Recreation - Administration ......................................................................................................... 150
Parks ..................................................................................................................................................... 151
Peninsula Apartments ............................................................................................................................... 255
Planning & Community Development – Administration ............................................................................. 178
Police Department ....................................................................................................................................... 91
Public Art ................................................................................................................................................... 184
Public Works - Administration ................................................................................................................... 136
Purchasing ................................................................................................................................................ 219
Recreation ................................................................................................................................................. 154
Refuse Collection ...................................................................................................................................... 284
Revenue .................................................................................................................................................... 221
Risk Management - Tort Liability ............................................................................................................... 225
Risk Management - Loss Reserves .......................................................................................................... 315
Road Use Tax (RUT) ................................................................................................................................ 231
Senior Center ............................................................................................................................................ 168
Stormwater Management .......................................................................................................................... 297
Tax Increment Financing Districts (TIF) .................................................................................................... 243
Transit ..................................................................................................................................................... 269
UniverCity Neighborhood Partnerships ..................................................................................................... 236
Urban Planning & Historic Preservation .................................................................................................... 180
Wastewater Treatment .............................................................................................................................. 274
Water ..................................................................................................................................................... 280
B - 32
Capital Improvement
Program
FY2012 – FY2016
June 2012
Project Category
FY2012
Amended
FY2013
Adopted
FY2014
Projected
FY2015
Projected
FY2016
Projected
Total - All
Years
Streets, Bridges & Traffic Engineering 59,652,741$ 18,361,016$ 12,550,553$ 1,760,731$ 12,628,000$ 104,953,041$
Water / Wastewater / Stormwater 33,519,402 13,063,173 16,251,279 2,421,182 - 65,255,036
Transportation Services 4,269,497 5,500,000 5,500,000 - 20,000,000 35,269,497
Culture & Recreation 7,027,952 4,909,051 1,004,050 2,388,000 550,000 15,879,053
Public Safety 9,925,750 729,000 550,000 734,000 - 11,938,750
Airport 6,349,939 1,659,500 675,000 2,602,900 11,287,339
Landfill 6,287,020 - - - - 6,287,020
Community & Economic Development 2,159,407 400,000 400,000 2,959,407
General Government 1,091,502 1,324,592 258,312 148,428 50,000 2,872,834
Total Projects: $130,283,210 $45,946,332 $37,189,194 $10,055,241 $33,228,000 $256,701,977
City of Iowa City
Capital Improvements Program
Summary by Category
FY2012 - FY2016
Airport
4%Water /
Wastewater /
Stormwater
25%
Community &
Economic
Development
1%
Streets, Bridges &
Traffic
Engineering
41%
Public Safety
5%
General
Government
1%
Culture &
Recreation
6%
Landfill
3%
Transportation
Services
14%
Capital Improvement Program
by Category
FY2012-FY2016
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
City of Iowa City
Strategic Plan
June 2012 Status Report
Capital Improvement Program (CIP) - Significant Projects Status Report
Project Description
Strat-
egic
Plan*
Current Status
Public Facilities
South
Wastewater
Plant Capacity
Expansion
This project will expand the South
Wastewater Plant to accept the flow
from the North Wastewater Plan,
allowing the decommissioning and
demolition of the flood prone North
Plant
ED, DT The project has been
awarded to J.J. Henderson.
Construction is underway.
Animal Shelter
This project will reconstruct the Animal
Shelter destroyed in the Flood of 2008 at
a new location on Napoleon Lane.
OE, SF Phase one of the design,
programming and schematic
design, based on the
participation of neighboring
communities and also the
fundraising prospects of the
Friends of the Animal Shelter
Foundation. Council
approved size of the facility.
Riverfront
Crossings
Parking Facility
The project will construct a 575 space
City parking facility, with an adjacent
mixed us private tower
DT Proposals due 2/17
Airport Parallel
Taxiway
This project will construct a full-length
taxiway parallel to Runway 7/25.
ED Construction Phase 1 of the
project is currently 60%
complete.
Phase 2 will bid late Spring
2012 and construction will
follow pending FAA funding.
Eastside
Recycling Center
This project provides a full range of
recycling opportunities on the east side
of Iowa City and includes an education
center as well as space for our non-profit
partners assisting with waste diversion.
ED Grand opening was held on
Earth Day. Punch list items
still need to be addressed.
Landfill Gas to
Energy
Iowa City is partnering with the
University of Iowa to use landfill gas to
help power the Oakdale Campus.
ED, SF The University is evaluating
proposals from private
partners to condition,
compress and transport the
C - 44
ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
Project Description
Strat-
egic
Plan*
Current Status
gas.
Public Facility
Space Needs
Analysis
Developing an inventory of City owned
buildings and determining the status of
each building based on various metrics.
Estimate major maintenance and
additional space requirements for City
operations.
OE Reviewing draft 2 which was
distributed to staff May
2012. Report will be finalized
in June 2012.
North
Wastewater
Plant
This project will remove most structures
and prepare the site to become parkland
and open space integrated in the
Riverfront Crossings District. Removal of
the wastewater plant and transforming
the land into a resilient riverfront park
will be a catalyst for sustainable
redevelopment in this central city
neighborhood.
ED, DT Preliminary demolition
estimates have been
prepared and Staff is seeking
funding.
Flood Recovery
Flood Buy-Out
Program
Purchasing property in the flood hazard
zone.
In the process of purchasing
property as it becomes
available.
West Side Levee This project includes the construction of
an earthen levee, riverbank stabilization,
and interior storm water drainage
improvements. The levee will extend
approximately 3,000 linear feet along
the western bank of the Iowa River from
the CRANDIC Railroad Bridge to
McCollister Boulevard. Storm water
improvements will include the
construction of new storm sewer and
storm water pumping stations and
backflow prevention valves.
The Environmental
Assessment has been
completed and approved by
CDBG. The funding has been
released and the City can
start drawing down on the
CDBG grant. Property
acquisition is scheduled to
begin in late spring of 2012.
Construction is scheduled to
begin in late summer of
2012.
East Side Levee This project includes the construction of
a levee system and related interior
storm water drainage improvements.
The proposed levee will extend
approximately 4,200 linear feet along
the eastern bank of the Iowa River from
U.S. Highway 6 to the CRANDIC Railroad
Bridge. Storm water improvements will
NS, ED MMS Consultants, Inc. from
Iowa City held the first public
meeting for the East Side
Levee Project on January 19th
2012. Survey work is nearing
completion. MMS is currently
analyzing the existing storm
sewer system and starting
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
Project Description
Strat-
egic
Plan*
Current Status
include storm water pumping stations
and backflow prevention valves.
the work on the preliminary
design. The environmental
review process will begin in
spring of 2012.
Taft Speedway
Levee
This study will identify and evaluate the
feasibility of various flood mitigation
alternatives for the Taft Speedway /
Idyllwild area in Iowa City. The study will
determine the impacts each alternative
will have on the surrounding area and all
those affected. Upon completion of the
study, a final report detailing the
findings will be drafted and issued to
City Council. This report will provide the
Council with the necessary information
to make a decision on how to proceed.
NS The consultant has
completed the alternative
analysis and analyzed the
screened alternatives in
greater detail. Soils testing
and additional hydraulic
modeling hs been completed.
There will be an open house
on May 31, 2012 and a
formal public meeting on
June 6 to present the findings
of the study. The final
report, which will include the
public comments, will be
completed in June of 2012.
Gateway Project This project will elevate Dubuque Street
and reconstruct Park Road Bridge to
reduce closures due to localized flash
floods and Iowa River flood events;
minimize backwater flood impacts
created by the existing bridge; better
serve transit, pedestrians and bicyclists;
and rehabilitate existing infrastructure
deficiencies within the corridor.
ED, NS 16 months into an 18 month
long National Environmental
Policy Act (NEPA) Review
Process. Final Design &
Engineering to begin in
September, 2012.
Construction planned for
Spring 2014-Fall 2015
Rocky Shore
Flood Gate/Lift
Station
This project will Install a flood gate and
permanent stormwater pumps to
mitigate future flooding of the Highway
6 corridor.
ED The design is 60% complete
Iowa River Power
Dam Repairs
This project will repair damage to the
downstream face of the dam from the
Flood of 2008.
The preliminary concept and
FEMA project worksheet
have been approved. The
final design and construction
is scheduled for 2012. A
preliminary study will be
performed to review
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
Project Description
Strat-
egic
Plan*
Current Status
alternative repair options.
Watermain
Crossing Repair
This project will install new watermains
under the Iowa River at the Old Water
Plant site and south of Highway 6.
Project has been awarded to
Vieth Construction.
Construction will begin in
June 2012.
Public
Infrastructure
Central Business
District
Maintenance
This project will repair or replace various
streetscape features in the Central
Business District. This will include such
items as light pole painting, tree grate
replacement, Washington Street Two-
way conversion, Pedestrian Mall
electrical upgrade, sidewalk and brick
repair.
DT The Washington Street Two-
way conversion is complete.
The City in conjunction with
the SSMID will hire a
consultant to review the
current streetscape plan and
recommend changes
First Avenue
Railroad Grade
Separation
This project will provide grade
separation between the Iowa Intestate
Railroad and 1st Avenue to eliminate
traffic delays due to trains and increase
pedestrian/ student safety.
ED,NS Final design is near
completion. Property
acquisition is currently
underway. Construction to
begin in 2013.
Dubuque Street
Pedestrian
Bridge
This project will construct a pedestrian
bridge over Interstate 80 at the
Dubuque Street interchange. This will
include the extension of the multi-use
path along Dubuque from Foster Road to
Butler Bridge.
Preliminary concept has been
developed. Consultant will
be hired in 2012. Planned for
construction in 2014.
Lower Muscatine
Road
Reconstruction
This project will reconstruct Lower
Muscatine Road form Kirkwood Avenue
to 1st Avenue. This will include a new
traffic signal at the Sycamore Street
intersection.
ED, NS The project was bid in April
and all bids were rejected
due to coming in well above
the estimate. The project
will be rebid in September.
Highway 1 Trail This project will construct a 10-foot wide
trail along the north side of Highway 1
form Orchard Street to Sunset Street.
This will include 4-foot sidewalks along
Miller Avenue and Hudson Avenue.
NS Shive-Hattery is designing the
project. Construction is
planned for Fall 2012.
Library Remodel Recommendations of a facilities
consultant will be implemented over
two years. Project includes internal
building improvements including new
service desks, increased self-check
options, creating a new teen area and
upgrading worn furnishings.
OE Architects have been hired
and are developing
plans. Plans will be approved
by the Board on May 29th.
Work on Phase I is expected
to begin in September 2012.
Work on Phase 2 is expected
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
Project Description
Strat-
egic
Plan*
Current Status
to begin in September 2013.
Snyder Creek
Trunk Sewer
This project will construct a sanitary
sewer trunk line to service the Iowa City
Industrial Park and areas east of Taft
Avenue.
ED Currently under construction
and should be complete in
2012.
Park Road 3rd
Lane
This project will reconstruct Park Road
from Riverside Drive to approximately
the new bridge approach section.
ED, NS The design is being done as
part of the Gateway Project
and will be constructed with
that project.
Sycamore Street
Improvement
This project will reconstruct the left turn
lanes on Highway 6 and add a left turn
lane on the north leg of the intersection.
This will include reconstructing the
retaining wall at Sycamore Mall.
ED, NS This project was delayed to
allow for the Lower
Muscatine Project to be
completed. The project is
under review to see if it can
be bid and completed in
2012.
American Legion
/ Scott Blvd
Improvement
This project will add turn lanes and a
traffic signal system at this intersection.
NS, ED The project is currently being
designed in house.
Construction is planned for
2012.
US 6 East
Rehabilitation
This project will be an asphalt overlay of
Highway 6 from the Riverside Drive to
Lakeside Drive. This will include paved
shoulders. This is a joint project with the
Iowa DOT.
ED, NS The project is in the concept
stage. The project will be
designed by the DOT and is
planned for construction in
2013.
Burlington/Madi
son Intersection
This project will install a median in
Burlington Street from Madison Street
to the Iowa River. This will also include
pedestrian crossing improvements. This
is a joint project with the University of
Iowa and Iowa DOT.
DT Staff is currently pursuing
additional funding
opportunities. Plans will be
completed in 2012 and
construction in 2013.
Burlington/Clint
on Intersection
This project will install left turn lanes on
Clinton Street. This is a joint project
with the University of Iowa. This project
will not include medians on Burlington
Street.
DT This project is in concept
stage.
Normandy Drive
Restoration
This project will develop the properties
purchased through the Flood Buyout
Program into parkland.
Concept has been developed
based on expected buyout
properties. Consultant will
be hired to finalize the plans
after property buyouts are
completed. Construction is
planned for 2013.
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ED: Economic and Community Development DT: Downtown and Near Downtown Development OE:
Organizational Effectiveness
NS: Neighborhood Stabilization SF: Strong Financial Foundation CC: Coordinated Communication
Project Description
Strat-
egic
Plan*
Current Status
Parkland
Development
Terry Trueblood
Recreation Area
Iowa Cities largest Park, developed in
three phases. Third phase is currently
under construction which includes a
park lodge, playground, and park
shelters.
The project has been
awarded. Construction is
underway.
Court Hill Trail -
Phase 3
This project will construct a 10-foot wide
trail from Scott Boulevard to an existing
trail near Arlington Drive through Scott
Park. This will include connections to
the Dog Park, a trail north of Court
Street and an 8-foot neighborhood
sidewalk.
NS The project has been
awarded. Construction will
begin in July.
Lower City Park
Secondary Access
This project will develop an access from
Normandy Drive to Lower City Park
access road. This is for secondary access
for better traffic flow and emergency
access. This will also provide additional
access during the Gateway Project.
Concept has been developed.
Consultant will be hired in
2012 to finalize design.
Construction planned for
2012.
Other / General
Government
Utility Billing and
ERP Software
This project will update computer
software systems to enhance overall
services, enhance communications
between departments, and provide a
new software mainframe for the many
of the City computer systems.
CC Staff is currently reviewing
possible vendors.
Projectdox
Software
CC Staff is currently reviewing a
vendor contract. Software is
expected to go live
August/September 2012
GIS Software This project will update the GIS needs
assessment conducted in 2001. This
assessment will be used to determine
the system architecture need for the GIS
system. The project will research
opportunities to partner with other
governmental organizations.
CC, ED Develop an RFP for
consultant services.
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Project Type
Primary
Funding
Source FY12 FY13 FY14 FY15 FY16
Bike / Pedestrian Trails GO Debt 50,000 50,000 50,000 50,000 50,000
Brick Street Repair Road Use Tax 20,000 20,000 20,000 20,000 20,000
Bridge Maintenance Road Use Tax 140,000 60,000 60,000 60,000 60,000
Cemetery Resurfacing GO Debt 100,000 - 50,000 - 50,000
City Hall - Other Projects GO Debt 328,898 116,400 50,000 50,000 50,000
Curb Ramps GO Debt 50,000 50,000 - 50,000 -
Overwidth Paving / Sidewalks Road Use Tax 30,000 30,000 30,000 30,000 30,000
Parks Maintenance/Improv. GO Debt 409,078 200,000 200,000 200,000 200,000
Pavement Rehab RUT&Franchise Tax 1,067,695 500,000 500,000 500,000 500,000
Railroad Crossings Road Use Tax 25,000 25,000 25,000 25,000 25,000
Sewer Main Replacement Sewer User Fees 500,000 500,000 500,000 500,000 500,000
Sidewalk Infill GO Debt 185,117 100,000 100,000 100,000 100,000
Street Pavement Marking Road Use Tax 185,000 185,000 185,000 185,000 185,000
Traffic Calming Road Use Tax 30,000 30,000 30,000 30,000 30,000
Traffic Signal GO Debt 421,000 200,000 120,000 120,000 120,000
Underground Electrical * Franchise Tax - - 50,000 175,000 -
Water Main Replacement Water User Fees 600,000 600,000 600,000 600,000 600,000
4,141,788 2,666,400 2,570,000 2,695,000 2,520,000 Total - Recurring Projects:
City of Iowa City
Capital Improvement Program FY2012 - 2016
Recurring Projects
The following allocations have been made for annual improvement and maintenance of
municipal infrastructure, including public streets, bridges, traffic control and park facilities.
C - 50
City of Iowa City
Capital Improvements Program
Unfunded Projects
Project Name Description Unfunded Amt
As of 12/14/11
1 - Bridges
1 BURLINGTON ST BRIDGE-
SOUTH
The south bridge is having a problem with delaminating
concrete on the bottom side of the arches.
$1,200,000
2 F STREET BRIDGE This project involves the removal and replacement of the
existing corrugated metal arch bridge with a larger bridge.
$750,000
3 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch
of Ralston Creek at Fourth Avenue and will include
sidewalks. Possibility of approximately $75,000 state
funding.
$750,000
4 PRENTISS ST. BRIDGE This project involves the removal and replacement of the
existing triple corrugated metal pipe culvert with a bridge.
$900,000
5 SECOND AVENUE BRIDGE This project will replace the bridge over Ralston Creek at
Second Avenue and will include sidewalks.
$750,000
6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$750,000
7 THIRD AVENUE BRIDGE This project will replace the bridge over the South Branch
of Ralston Creek at Third Avenue.
$750,000
2 - Streets
8 BENTON STREET -
ORCHARD TO OAKNOLL
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,000,000
9 DODGE ST - GOVERNOR
TO BOWERY
Street reconstruction and storm sewer improvements.$10,400,000
10 DUBUQUE RD PAVING -
BRISTOL TO DODGE
Reconstruct and upgrade to urban cross sections.$1,300,000
11 EMERALD STREET
DIAMOND GRINDING
This project will diamond grind all of Emerald Street to
remove the slab warping that interferes with the use of this
street by fire trucks.
$206,000
12 FOSTER RD- DUBUQUE TO
PRAIRIE DU CHIEN
This project will pave this portion of Foster Road and
extend the sanitary sewer.
$2,400,000
13 GILBERT / US 6
INTERSECTION LEFT TURN
LANES
Reconstruct the intersection of Gilbert & US 6 to include
dual left turn lanes on Gilbert St.
$4,699,000
14 GILBERT ST IAIS
UNDERPASS
This project relocates the sidewalks of the Gilbert St.
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
$317,000
C - 51
City of Iowa City
Capital Improvements Program
Unfunded Projects
15 OLD HWY 218
STREETSCAPE
Streetscape improvements on Old Hwy 218 entrance -
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.
$788,000
16 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965
extended from the south side of Hwy 218 to Melrose
Avenue to arterial standards.
$8,900,000
17 LAURA DRIVE
RECONSTRUCTION
This project would reconstruct Laura Drive between Foster
Rd. and Forest View Trailer Court.
$1,200,000
18 MCCOLLISTER - GILBERT
ST TO SCOTT BLVD
Extend proposed McCollister Boulevard from Gilbert Street
to Scott Boulevard.
$12,100,000
19 MORMOM TREK - LEFT
TURN LANES
Construct left turn lanes at major intersections or a
continuous center lane through the corridor between
Melrose and Abbey Lane. Federal STP funds are
proposed for this project.
$3,863,000
20 MELROSE-WEST-218/CITY
LIMITS
Reconstruct and improve street to urban design standards. $3,800,000
21 MYRTLE/ RIVERSIDE
INTERSECTION
Signalization of intersection based on warrants. The
project will also include paving improvements.
$874,000
22 NORTH GILBERT ST
PAVING
This project will reconstruct the 900 block of North Gilbert
Street to improve the pavement form a chip seal to
concrete pavement with curbs, gutters, and sidewalks.
$721,000
23 OAKDALE BLVD This project would construct an extension north across I-80
to a new intersection with Iowa Hwy 1.
$10,600,000
24 OAKDALE BLVD-HWY 1 TO
PRAIRIE DU CHIEN RD
This project would construct Oakdale Blvd from Hwy 1,
west to Prairie Du Chien Road.
$8,000,000
25 PENINSULA SECONDARY
ACCESS ROAD
This project will establish a more reliable access to the
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.
$3,090,000
26 RIVERSIDE DRIVE
STREETSCAPE
Streetscape improvements on Riverside Drive between
Myrtle Avenue and US Hwy 6. Project includes
consolidation of driveways, undergrounding of utilities,
installing sidewalks and landscaping.
$2,252,000
27 ROHRET RD
IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards.$1,760,000
28 S GILBERT ST
IMPROVEMENTS
Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
$4,200,000
C - 52
City of Iowa City
Capital Improvements Program
Unfunded Projects
29 SOUTH ARTERIAL AND
BRIDGE, US218 TO
GILBERT STREET
Construction of a south arterial street and bridge over the
Iowa River, connecting from Old Hwy 218/US 218
interchange on the west side of the Iowa River to Gilbert
Street/Sycamore 'L' intersection .
$15,521,000
30 SYCAMORE-CITY LIMITS
TO 'L'
Reconstruct Sycamore to arterial standards from City limits
to the Sycamore L. Storm sewer, sidewalk improvements
and bike lanes are included.
$2,400,000
31 SYCAMORE-HWY 6 TO
DEFOREST
This project involves additional lanes to improve capacity. $1,200,000
32 TAFT AVENUE Herbert Hoover Hwy to 420th Street.$16,892,000
3 - Transportation Services
33 ROCK ISLAND RAILROAD
DEPOT RESTORATION
Preparation of Old Rock Island Railroad Depot for Amtrak
service, including platform construction, lighting, utilities,
passenger informations display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements.
$5,224,000
34 U SMASH 'EM DEMOLITION Demolition of the U-Smash'm bulding; securing adjacent
foundations; and restoration of the area to grass. This
does not include demolition of the Wilson's building. (A
water pipe will need to be relocated before demolition can
occur.)
$214,000
4 - Ped & Bike Trails
35 CITY PARK TRAIL
IMPROVEMENTS
This project calls for the replacement of the old section of
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.
$310,000
36 CITY PARK TRAIL LIGHTING Install pedestrian lighting on the trail system in City Park.$247,000
37 HWY 1 SIDEWALK / TRAIL Construct a 10 foot wide sidewalk along IA Hwy 1 between
Sunset Street and Mormon Trek Boulevard.
$658,000
38 HWY 6 TRAIL -
BROADWAY/SYCAMORE
Extend existing trail along Hwy 6 between Broadway to
Sycamore Street.
$2,513,000
39 HWY 6 TRAIL - SYCAMORE
TO LAKESIDE
Extend existing trail along Hwy 6 between Sycamore Street
and Lakeside Drive.
$1,801,000
C - 53
City of Iowa City
Capital Improvements Program
Unfunded Projects
40 IA RIVER TRAIL - BENTON
ST/HWY 6
Relocate a portion of Iowa River Corridor Trail between
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.
$125,000
41 IA RIVER TRAIL-
BENTON/STURGIS
Continue the River Trail project from Benton St., along the
west bank, through Sturgis Ferry Park, and construct a
pedestrian/bicycle bridge over the Iowa River to connect
with the existing trail on the east bank, near Napoleon
Park.
$2,252,000
42 IRC-ELKS PROPERTY Construction of a trail along the Iowa River Corridor (IRC)
on the south side of the Elks property.
$900,000
43 LINN ST PED
IMPROVEMENTS
Installation of pedestrian and streetscape improvements in
walkway next to Van Allen Hall between Iowa Avenue and
Jefferson Street.
$381,000
44 N DISTRICT NATURE TRAIL Construct a trail along Williams pipeline easement from
Bristol Drive to Dubuque Street.
$338,000
45 RIVERSIDE DRIVE PED
TUNNEL
Construction of a pedestrian tunnel through the railroad
embankment to provide a pedestrian route on the west side
of Riverside Drive south of Myrtle Avenue.
$900,000
46 SAND LAKE TRAIL (Behind
Hills Bank)
Develop a walking/biking trail around Sand Lake (behind
Hills Bank) to tie in with existing Iowa River Trail and the
Highway 6 Trail.
$450,000
47 SHIMEK SCHOOL / FOSTR
RD EXT TRAIL
Construct a trail north of Shimek School to future Foster
Road.
$78,000
48 SIDEWALK-OLD 218 Construct a 10 foot wide sidewalk along S. Riverside Drive
(Old 218) between US Hwy 6 and the future extension of
Mormon Trek Boulevard.
$676,000
49 WILLOW CREEK TRAIL -
PHASE III
Construct a trail from Willow Creek Drive, under Highway
One, around perimeter of airport, to connect with Iowa
River Corridor (IRC) Trail.
$845,000
50 WILLOW CREEK TRAIL-
WEST
Connect Willow Creek Trail from its current west terminus
via a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
$2,732,000
5 - Wastewater
51 NORTH BRANCH DAM
TRUNK SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,748,000
52 NORTHEAST TRUNK
SEWER
Reconstruction of an under-sized sewer through the
northeast neighborhoods.
$5,069,000
C - 54
City of Iowa City
Capital Improvements Program
Unfunded Projects
53 NORTH WASTEWATER
PLANT DECOMMISSIONING
Demolish and remove the NWWTP facility and prepare site
for parkland or redevelopment. This project will preserve
the Admin and Filter buildings and prepare them for
repurposing. All other structures will be removed to 2 feet
below grade.
$5,800,000
54 ROHRET SOUTH SEWER This project would extend the 30" sanitary sewer along
Abbey Lane from Burry Drive to the west side of Highway
218. This project will allow development within the
watershed of Highway 218.
$1,126,000
55 SCOTT BLVD TRUNK
SEWER - IAIS/WINDSOR
RIDGE
This project will extend the Scott Boulevard Trunk Sewer
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.
$1,350,000
6 - Water
56 TAFT/COURT GROUND
STORAGE RESERVOIR
Construction of a one million gallon buried potable water
storage reservoir including pumping facilities. Land
acquisition is complete.
$1,500,000
7 - Stormwater
57 CARSON LAKE REGIONAL
STORMWATR
Construction of a regional storm water management facility
on the middle branch of Willow Creek immediately west of
Highway 218. This facility will serve development west of
Highway 218 and south of Rohret Road. Rohret South
Sewer project is a prerequisite.
$1,126,000
58 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$338,000
59 N BRANCH BASIN
EXCAVATION
Aerial mapping done for the update to the flood plain maps
revealed that sedimentation has consumed a portion of the
capacity of the facility. This basin is located in Hickory Hill
Park.
$131,000
60 OLYMPIC COURT
STORMWATER
Stormsewer retrofit to relieve localized flooding from
stormwater runoff.
$450,000
61 SUNSET ST STORM
SEWER
The area just north and south of Kineton Green, east of
Sunset, has experienced back yard flooding and drainage
problems.
$427,000
8 - Parks & Recreation
62 OUTDOOR ICE RINK /
SKATE PARK
Construct outdoor ice rink suitable for figure skating or
hockey. During warm weather rink could be used as skate
park.
$1,545,000
63 PARK SHELTER
IMPROVEMENTS
Replace Creekside and Happy Hollow Shelter/Restroom
buildings.
$180,000
C - 55
City of Iowa City
Capital Improvements Program
Unfunded Projects
64 PENINSULA PARK ENTRY
SIDEWALK
Construct a sidewalk adjacent to the entry road in to
Peninsula Park to reduce safety concerns with pedestrians
utilizing the same narrow road utilized by motor vehicles.
$106,000
65 REC CENTER EXPANSION Expand the Robert A. Lee Community Recreation Center;
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.
$5,628,000
66 RECREATION / AQUATIC
CENTER
As recommended in the Parks and Recreation Master
Plan, construct a major new Recreation & Aquatic Center,
probably in the western part of Iowa City.
$1,910,000
67 REDEVELOP CREEKSIDE
PARK
Renovate Creekside Park as recommended in the Parks &
Receation Master Plan.
$318,000
68 SAND PRAIRIE
ENHANCEMENT &
PRESERVATION
Take steps to clear, re-seed and perform low impact
development on the 38 acre sand prairie and adjacent
McCollister property acquired in 2004/05. The primary
objective is to re-introduce sand prairie grasses in this area
and construct a nature trail and small parking area.
$281,000
69 SCANLON ELEVATED
RUNNING/WALKING TRACK
Construct an elevated running/walking track in the Scanlon
Gym facility.
$906,000
70 SOCCER PARK POND Construct a pond at Kickers Soccer Park to accommodate
a field irrigation system.
$348,000
71 WEST SIDE PARK Acquire and develop land for a major new park in the west
part of the city, as recommended in the Parks & Recreation
Master Plan.
$1,751,000
9 - Other Projects
72 BURLINGTON STREET
MEDIAN
Construct the Burlington Street median from Gilbert Street
to Madison Street. Project includes relocation of water and
sewer utilities. This project will require a traffic signal
preemption system.
$1,916,000
73 CEMETERY MAUSOLEUM Construction of a mausoleum.$393,000
74 CHAUNCEY SWAN
FOUNTAIN
This project involves the reuse of components of the old
City plaza fountain.
$125,000
75 POLICE EVIDENCE
STORAGE FACILITY
Construction of a permanent evidence storage facility.$902,000
76 FIBER OPTIC SYSTEM This project connects outlying City buildings onto the fiber
optic backbone, greatly increasing data transmission
capacity.
$393,000
77 FIRE STATION #1
RELOCATION
Relocate and expand / modernize Central Fire Station #1. $11,255,000
C - 56
City of Iowa City
Capital Improvements Program
Unfunded Projects
78 FIRE STATION #5 Construction of Fire Station #5 in the South Planning
District.
$2,814,000
79 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,814,000
80 FIRE TRAINING FACILITY This project will construct a state of the art fire training
facility to address all aspects of emergency service delivery
including fire suppression, emergency medical services,
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.
$1,001,000
81 FLOOD BUYOUTS This project will provide funds for the purchase of houses in
designated flood hazard buyout areas after FEMA and
CDBG buyout programs have ended.
$515,000
82 IOWA RIVER BANK
STABILIZATION PROJECT
This project will stabilze the Iowa River banks at a number
of locations throughout the city that have experienced
significant erosion after the 2008 Flood.
$2,060,000
83 EQUIPMENT
MAINTENANCE FACILITY
Construction of new Equipment Maintenance Facility at the
So. Gilbert St. Public Works site, replacing the existing
facility at Riverside Dr.
$9,179,000
84 STREETS AND WATER
DISTRIBUTION FACILITY
Construct new building at the So. Gilbert St. Public Works
site to accommodate the Streets, Traffic Engineering,
Refuse, and Water Distribution Divisions.
$6,669,000
85 RIVERSIDE DRIVE
REDEVELOPMENT
This project includes methane abatement, excavation, and
fill at the 7 acre site owned by the City at Riverside Dr. and
Hwy 6. This site preparation would allow for marketing of
this property for commercial development.
$2,453,000
86 SUMMIT ST. HISTORIC
PLAN
Streetscape and intersection elements through Summit
Street Historic District.
$293,000
87 NEIGHBORHOOD
PEDESTRIAN LIGHTING
Provide pedestrian scale lighting in neighborhoods.$103,000
88 TRAFFIC SIGNAL PRE-
EMPTION SYSTEM
This project will install a city-wide Geographic Information
System based traffic signal pre-emption system for
emergency vehicles. This system is necessary when the
Burlington St Median Project is constructed between
Madison St and Gilbert St.
$1,185,000
GRAND TOTAL - ALL PROJECTS:227,085,000$
C - 57
C - 58