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Home My WebLink About2018-12-21 Info Packet (FY2020 Proposed Budget)� � 1 r .::III CITY OF IOWA CITY UNESCO CITY OF LITERATURE CITY OF IOWA CITY FY2020 Proposed Budget FY2019 - FY2021 Financial Plan 2019 - 2023 Capital Improvement Plan CITY OF IOWA CITY FY2020 Proposed Budget FY2019 — FY2021 Financial Plan 2019-2023 Capital Improvement Plan CITY COUNCIL Rockne Cole Susan Mims Mazahir Salih Pauline Taylor Bruce Teague John Thomas Jim Throgmorton City Manager: Geoff Fruin Assistant City Manager: Ashley Monroe Finance Director: Dennis Bockenstedt Budget & Compliance Assistant to the Officer Finance Secretary City Manager Jacklyn Fleagle Cyndi Ambrose Simon Andrew [a r V9610161a►cX1111 11 VA FY2020 Proposed Budget FY2019 — 2021 Financial Plan 2019 — 2023 Capital Improvement Plan TABLE OF CONTENTS PAGE Introduction 81 City Manager Address..................................................................... ... 11 Strategic Plan 29 Other Planning Processes 36 General Information 38 Economic Overview 42 Organizational Chart 46 Department Summaries 47 Budgetary Fund Structure 73 Departments and Divisions by Fund 76 Financial Summary Preparation of the Financial Plan 81 Financial and Fiscal Policies 87 Long Range Financial Planning 94 All Funds: 131 FundSummaries------------------------------------------------------------------------------------------------------------------- 98 Revenue Summary by Fund 103 Revenue Summary by Type 104 Expenditure Summary by Fund-------------------------------------------------------------------------------------------- 106 Expenditure Summary by Department 107 Inter Fund Transfer Schedules 108 Personnel Full -Time Equivalents 111 General Fund General Fund Summary 117 Assigned, Committed & Restricted Fund Balance 129 General Fund Revenues 130 General Fund Expenditures 131 City Council 132 City Clerk 134 City Attorney 139 City Manager: City Manager's Office 142 Communications Office 144 Human Resources 150 Human Rights 154 Economic Development 159 Finance Department: Finance Administration 165 Accounting 173 Purchasing 177 Revenue 181 Police Department: Police Administration 184 Support Services 188 Field Operations 193 Fire Department Fire Administration 198 Emergency Operations 203 Fire Prevention 208 Fire Training 213 Parks & Recreation: 313 Parks & Recreation Administration 217 Recreation 222 Park Maintenance 229 Cemetery Operations 238 Library: 336 Library Operations 241 LibraryFoundation.................................................................................... .... 250 Senior Center: 344 Senior Center Operations----------------------------------------------------------------------------------------------------- 252 Neighborhood & Development Services (NDS): NDS Administration 262 Neighborhood Services 267 Development Services 280 Public Works: Public Works Administration 288 Engineering--------------------------------------------------------------------------------------------------------------------------- 291 Transportation Services: Transportation Administration 295 Special Revenue Funds Community Development Block Grant (CDBG) 301 Community Development Block Grant Operations 303 H.O.M.E. Grant---------------------------------------------------------------------------------------------------------------------------- 307 H.O.M.E Operations------------------------------------------------------------------------------------------------------------- 309 Road Use Tax Fund (RUT) 313 Road Use Tax Operations 317 OtherShared Revenues-------------------------------------------------------------------------------------------------------------- 325 Metropolitan Planning Organization of Johnson County (MPOJC) 327 Metropolitan Planning Organization of Johnson County Operations 329 EmployeeBenefits Fund------------------------------------------------------------------------------------------------------------- 336 Affordable Housing Fund 340 Peninsula Apartments Fund 342 Tax Increment Financing (TIF) Districts 344 Self -Supporting Municipal Improvement District (SSMID) — Downtown. 349 Debt Service Fund Debt Service Fund Summary ...... Debt Schedules ........................... Enterprise Funds Parking: Parking Fund Summary Parking Operations ...... Parking Debt Service ... Transit: Transit Fund Summary Transit Operations ------- ...... ............................... ............. 353 ------------------------------------------------------------------------------------------- 359 373 378 385 388 392 Wastewater Wastewater Fund Summary 400 Wastewater Treatment Operations 406 Wastewater Debt Service----------------------------------------------------------------------------------------------------- 414 Water: 618 Water Fund Summary 420 Water Operations 425 Water Debt Service 433 Refuse Collection: Refuse Collection Fund Summary 439 Refuse Collection Operations 444 Landfill: Landfill Fund Summary 452 Landfill Operations 457 Airport: Airport Fund Summary 465 AirportOperations----------------------------------------------------------------------------------------------------------------- 468 Storm Water: Storm Water Fund Summary Storm Water Operations Housing Authority: Housing Authority Fund Summary Housing Authority Operations ---------------------------------------------- Internal Service Funds Equipment: Equipment Fund Summary Equipment Operations Risk Management: Risk Management Fund Summary -------------------------------------------------------------- Risk Management Operations- ------------------------------------------------------------------- Information Technology Services (ITS): 472 476 IN 491 494 500 507 513 588 597 600 ---------------------- 605 ---------------------- 607 ITS Fund Summary 610 ITS Operations 612 Central Services: Central Services Fund Summary 618 Central Services Operations 620 Health Insurance Reserve 623 Dental Insurance Reserve 625 Statistics U.S. Census Data ---------------------------------------------------------------------- Revenue Comparisons: PropertyTax ---------------------------------------------------------------------- GeneralFund --------------------------------------------------------------------- "MPURAMPI Tar Utility Franchise Tax Rates ------------------------------------------------- UtilityRates ------------------------------------------------------------------------ Property Tax Levies ------------------------------------------------------------------- PropertyTax Valuations. Principal: Taxpayers-------------------------------------------------------------------------- Employers--------- --------------------------------------------------------------- CPINPr rl ictnmPrc Water Customers --------------------------------------------------------------- Operating Indicators ------------------------------------------------------------------- STAROutcomes ------------------------------------------------------------------------ Department Statistics: Police---------------------------------------------------------------------------------- Fire----------------------------------------------------------------------------------- Library-------------------------------------------------------------------------------- Senior Center Transportation Services ----------------------------------------------------- Neighborhood & Development Services ---------------------------- Appendix Glossary... ----------------------------------------------- 629 --------------------------------------------- 642 --------------------------------------------- 646 --------------------------------------------- 648 653 --------------------------------------------- 656 ---------------------------------------------- 658 663 F Y 2 O 2 O INTRODUCTION City Manager Address Strategic Plan Other Planning Processes General Information Economic Overview Organizational Chart Department Summaries Budgetary Fund Structure Departments and Divisions by Fund To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City's operating and capital budget for the 2020 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2019-2021) and five-year capital improvement program (CIP - 2019-2023) are also included for planning purposes. The budget is one of the most important documents the City prepares because it identifies the services to be provided and the mechanisms that finance those services. The budget was developed through extensive public input, including a public workshop and survey, master plan workshops and open houses, recommendations from City boards and commissions, and stakeholders and individuals providing input directly to Council and staff. The City is continually looking for ways to engage the public in planning efforts throughout the year. The budget incorporates diverse priorities while adhering to financial best practices and planning for long-term community needs. This document aims to provide the resources to further the City Council's Strategic Plan priorities, implement master plans adopted by Council, and continue Iowa City's tradition of providing a balanced budget while strengthening core municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the City's services. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. Throughout the budget compilation process, staff utilized the City Council's Strategic Plan to help prioritize expenditure decisions. Significant resources are devoted to Strategic Plan priorities, including affordable housing, environmental sustainability, social justice and racial equity, complete streets, and healthy neighborhoods. Additionally, financial resources are provided to aggressively implement recently adopted plans that were crafted after robust public input efforts, including the Bicycle Master Plan, Parks Master Plan, Climate Action and Adaptation Plan, and the Affordable Housing Action Plan. Finally, significant resources have been provided to bolster core service levels in critical areas such as public safety, roadways, and utility infrastructure. Investment in Strategic Planning, Master Plans and Core Services The City Council's Strategic Plan includes seven goals for a more inclusive, just and sustainable Iowa City: 1. Promote a Strong and Resilient Local Economy 2. Encourage a Vibrant and Walkable Urban Core 3. Foster Healthy Neighborhoods throughout the City 4. Maintain a Solid Financial Foundation 5. Enhance Community Engagement and Intergovernmental Relations 6. Promote Environmental Sustainability 7. Advance Social Justice and Racial Equity 11 Substantial resources are once again devoted to affordable housing. $650,000 is earmarked for the affordable housing fund, bringing the total for this line item to $3.3 million over four years. This is in addition to other financial support for housing, including numerous housing rehabilitation grant and loan programs. Importantly, fiscal year 2020 is the first budget in which the affordable housing fund contribution does not rely on one-time funds. Embedding the affordable housing contribution in the operational budget is a noteworthy achievement for the City and will help ensure a consistent and significant stream of funding for this top City Council priority. Other social justice initiatives include, but are not limited to: • A $2.5 million capital contribution from cash reserves to the Johnson County Behavioral Access Center • Continued elevated funding of $75,000 for the Social Justice and Racial Equity grant program • Funding to ensure the continued offering of an emergency winter homeless shelter • Accessibility improvements, including physical improvements to sidewalks and City parks and facilities, hearing augmentation systems, and funding for the annual community ADA Celebration • Continued expansion of translated city documents and operational resources for enhanced cultural outreach programming • Funds to allowfor the waiving of library fines for children's materials — removing a potential barrier to access to services that was identified through the City Council's Racial Equity Toolkit initiative • An increase in the City's minimum wage to $11.50 effective July 1, 2019 for hourly staff with a goal of reaching $15/hour by July 1, 2021 The proposed budget also includes significant funding for historic preservation. The second $500,000 contribution toward the Englert Theater/FilmScene capital campaign is budgeted in fiscal year 2020. That contribution will ensure the historic rehabilitation of one of Iowa City's most iconic buildings. The budget also includes a $330,000 expense for the potential Gloria Dei house relocation. The recently created $50,000 historic preservation grant program will also remain fully funded for the third consecutive year. Energy efficiency improvements and sustainability initiatives are a high priority in this budget. Four new staff positions that are recommended in this budget are directly related to the City's sustainability efforts. An Assistant Facilities Manager / Energy Efficiency Coordinator position is recommended to more aggressively implement energy efficiency efforts in City buildings. Two positions in the Public Works Resource Management Division are intended to increase compaction rates at the landfill, help manage a growing compost program, and improve recycling collection services. A storm water technician position is recommended to enhance field inspections and storm water permit compliance, and to help design and implement storm water improvement projects in the community. These four positions plus a half-time custodian position that is being recommended represents the largest investment in permanent staff in more than seven years. Other notable sustainability investments include: 12 • A significant solar installation at the new Public Works Streets Building • LED lighting replacements and continued HVAC upgrades in buildings • Continued funding for the Green Iowa AmeriCorps program • A Wastewater Treatment Plant efficiency and methane study targeting the city facility that emits the highest levels of greenhouse gases. • Continued funding for the Community Climate Action grants Many of the City's sustainability efforts are tied to City Council adopted master plans. The Parks Master Plan, Natural Areas Plan, Bike Master Plan, and Climate Action and Adaptation Plan all receive significant funding in this budget. Much of the five-year capital improvement plan is devoted to implementing these plans. Tree plantings, urban forest management (including the chemical treatment of healthy Ash trees), on street bike facilities, road diets and two-way conversions, local foods efforts and community gardens, and waste reduction strategies all continue to be funded, if not expanded. Over $18 million in the five-year plan is budgeted for parks and recreation projects, many implementing park and accessibility improvement recommended in the Master Plan. The fiscal year 2020 budget includes funding for the completion of phase one of the Riverfront Crossings Park, extension of the Highway 1 bicycle and pedestrian trail, significant improvements to Willow Creek Park, and the Lower City Park adventure playground. The budget also provides design funding for future projects in Wetherby, Fairmeadows, Scott, and Napoleon Parks. Completion of previously approved projects with bicycle lanes will take place in 2019 (Mormon Trek, Clinton, Dodge and Governor). 2019 Bike Master Plan projects include expanding bike lanes further south on Governor and Dodge, a Willow Creek Road neighborhood connector to be completed as part of the Highway 1 trail, bike lanes and side path as part of the McCollister Boulevard extension, bike lanes on the Foster Road extension project, and a bike boulevard to be added after the completion of the Prentiss Street bridge reconstruction project. Significant funds are devoted to artistic and cultural endeavors, fostering the vibrant community that makes Iowa City such an attractive place to live or visit. In addition to the capital funds contributed to the Englert/FilmScene campaign, operational support continues for both of those organizations, Summer of the Arts, City of Literature, Mission Creek Festival, and Riverside Theatre. Funds contributed to the Iowa City Downtown District are used for placemaking activities and art installations. The budget also includes a contribution to a joint project with the University of Iowa celebrating the Iowa River, as well as continued funding for the Cyclocross World Cup, Bike to Work Month activities, and the Juneteenth Celebration. Core services continue to be a focus for our City management team. This budget continues to increase funding for roadway repairs and enhances equipment for our Streets crews. Many significant utility upgrades are also included in our capital budget. $450k is recommended to be transferred to the City's Emergency Reserve fund. To address the increasingly evident reality that many city facilities are substandard and fail to adequately provide for service expansion needs, 13 the budget creates anew facility replacement reserve and transfers $2.5 million to seed that effort. This long-term financial planning strategy will help the city fund the next generation of public facilities without the need for the undertaking of significant long-term debt. Financial Goals The preparation of this budget document was guided by three primary financial goals that seek to establish a sound fiscal strategy for the upcoming year and beyond. First, the budget aims to provide sufficient resources to make substantial progress on City Council's Strategic Plan priorities and adopted Master Plans. As noted in the previous pages of this letter, I feel this budget achieves this goal and further provides flexibility to the Council to expand efforts if warranted. Second, the City continues to respond to the State's 2013 property tax reforms. As the taxable percentage of multifamily rental property values continues to be reduced, there will be increased pressure on the budget. The proposed budget contains funding for new initiatives, maintains or improves service levels, and reduces the tax levy rate through reductions in the debt service and employee benefits levies. Financial Goals Provide resources to make significant progress in implementing City Council's Strategic Plan priorities and adopted Master Plans Balance expanding service needs and community priorities with declining taxable value of apartment buildings The City's ability to accomplish these objectives is principally due to the robust growth in taxable valuations in recent years. This growth has offset the losses associated with the first four years of property tax reform implementation. However, it is unknown if the community can sustain the same level of valuation growth through the final years of the property tax reform implementation period. State property tax backfill payments currently total $1.54 million annually. This budget is crafted anticipating the real possibility that the state legislature will end or phase out backfill payments to cities and counties. Should the backfill not be funded, the City will be able to maintain status quo operational funding but will have difficulty meeting growing service demands from our increasing population. The City has taken steps to manage the impacts of tax reform, but maintaining service levels will require prudent decisions over the next several years as tax reform continues to be phased in through 2024. By continuing to prepare the City financially before the full impacts are realized, we will be able to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases. An example of this preparation includes the aforementioned Emergency Reserve Fund, which was created after the tax reform legislation and now has a balance of approximately $5 million. Finally, the overall impact of tax and fee changes on households was considered when developing the proposed budget, including anticipating tax levy rates of the Iowa City Community School 14 District and Johnson County. The decrease in the City's levy rate will help maintain capacity for the expected rate increase needed to fund the School District's facilities plan. Overall, the fiscal year 2020 impact to households of City taxes and utility fees is a 1.3% increase over fiscal year 2019. This includes a proposed 5% increase in water rates, $0.50 per month increase in the storm water rate, a $0.35 decrease in the property tax levy rate, and a state mandated increase in the taxable percentage of residential properties. Community Fiscal Health and Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa and the University of Iowa Hospitals and Clinics. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a rich tradition of conservative budgeting policies that has created a strong financial foundation, which has helped the community weather economic recessions while sustaining service delivery and continues to serve as a cornerstone for the community's future. In 2018, Moody's Investors Service reaffirmed its highest quality bond rating (Aaa) for the City's general obligation debt with a stable outlook and noted that the City's Aaa financial position, "is strong, characterized by balanced operations, very healthy reserves, and adequate revenue raising flexibility." Moody's goes on to note that the stable outlook, "reflects our expectations that the city's tax base will remain sound given ongoing economic development and the institutional stability provided by the University of Iowa. The outlook also reflects our expectation that the city's financial profile will remain healthy given prudent financial management and stable operations." Iowa City is one of only three cities in Iowa that currently holds the distinction of a Moody's Aaa bond rating. The Moody's report also notes factors that could potentially drop the City's bond rating, including: deterioration of the tax base, reductions in operating reserves, or growth in the City's debt or pension burden. Moody's also notes that Iowa City's median family income and tax base are lower than other Aaa rated communities. Our bond rating is the product of prudent budgeting and long range financial planning. Ultimately, our strong financial position lowers the cost of borrowing and ensures more of our communities' dollars are spent on service delivery, infrastructure, and furthering Council's Strategic Plan priorities rather than on interest payments. Despite the health of the economy and strong financial position of the organization, the public needs to be aware of the trends, pressures and opportunities that are shaping Iowa City in various fashions. Our community has many attributes that attract new residents to our city. A strong job market, good schools that are benefitting from significant capital investments, and great cultural amenities all contribute to the desirability of our area for families, retirees, and young professionals to make their permanent homes. Population growth has a profound effect on service delivery, land use, and housing affordability. The City Council has adopted a number of policies and initiatives in recent years to maintain and enhance our positive attributes considering this population growth. New residents, including students, bring a social and economic vibrancy that helps define Iowa City. However, this population growth also creates additional service demands, stresses transportation and utility infrastructure, and impacts critical quality of life factors, such as housing affordability. Fortunately, growth in our tax base in recent years has allowed the City to 15 weather state property tax reforms implemented thus far and devote significant resources to new programs and grants while maintaining top notch service delivery. Looking ahead, it should not be assumed that the current level of growth will be sustained in future years. Any slowing of growth will place more pressure on the City's budget as tax reform implementation will continue for the next several years. For this reason, it is imperative that Iowa City continue to push forward with cautious budgeting and strong reserves that can help soften the blow of sudden revenue losses or expenditure jumps. With this approach, I am confident Iowa City can not only navigate the impacts of tax reform, but emerge from it in a strong position that will allow us to continue to invest in services and projects that make our community one of the most desirable places to grow up, raise a family, and retire. Fiscal Year 2020 Budget Overview In preparing this budget document, City staff accounted for the previously -mentioned financial goals, the Strategic Plan, and adopted master plans. By adhering to these principles and priorities, the proposed budget balances both the short-term needs and the long-term health and stability of the community. The fiscal year 2020 City budget includes projected expenditures totaling $166,769,397. Of the total budget, $58,699,619 is for the General Fund, $31,363,282 is directed to Capital Projects and $51,658,061 is related to the operations of various enterprise or business funds. A breakdown of the budget by fund type follows: Fiscal Year 2020 Expenditure Comparison by Fund Type excludes transfers $70,000,000 $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 General Enterprise Special Debt Service lCapitalrojects Revenue ■ FY2020 $58,699,619 $51,658,061 $12,105,710 $12,942,725 3,282 Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart detail Iowa City's revenue mix across all fund types. The increase in Other City Taxes is related to an increase in TIF revenue to be used to fund the $1 million contribution to the Englert/FilmScene capital campaign. The increase in Use of Money and Property is due to an increase in investment interest revenue. The decrease in Intergovernmental iR3 is related to the timing of state grant funding for road construction. The decrease in Other Financial Sources is due to a decrease in debt sales and the sale of City owned property. Overall, the City's revenue is projected to decrease 5.8%. All Funds Revenue Comparison of FY2019 versus FY2020 The same fiscal year 2020 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. All Funds Revenue Sources Misc. 4% Charges for Services 24% Other Financial Sources 8% Intergovernmental 21% Use of Money & Prop 2% Licenses & Permits 2% Other City Taxes 4% 17 Property Taxes 35% FY2019 Revised FY2020 Proposed Percent Change Property Taxes $ 59,173,825 $ 60,299,657 1.9% Other City Taxes $ 5,554,453 $ 6,198,537 11.6% Licenses & Permits $ 2,553,460 $ 2,585,810 1.3% Use of Money & Prop $ 2,575,752 $ 3,598,811 39.7% Intergovernmental $ 41,944,691 $ 35,813,586 -14.6% Charges for Services $ 42,719,637 $ 41,622,105 -2.6% Misc. $ 7,281,035 $ 6,798,972 -6.6% Other Financial Sources $ 18,551,642 $ 12,998,538 -29.9% Total $180,354,495 $169,916,016 -5.8% The same fiscal year 2020 information above is displayed in the following pie chart. The chart shows the heavy reliance on taxes and charges for service to support the various services and projects contained in this budget. All Funds Revenue Sources Misc. 4% Charges for Services 24% Other Financial Sources 8% Intergovernmental 21% Use of Money & Prop 2% Licenses & Permits 2% Other City Taxes 4% 17 Property Taxes 35% It is imperative to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. The property tax rate decreased to $15.83, the lowest Iowa City tax rate since fiscal year 2002. In fiscal year 2012, Iowa City's rate was one of the highest in the State of Iowa at $17.84; the fiscal year 2020 rate represents a 11.2% decrease over eight years. In recent years, tax levy rate reductions have been made possible predominantly through decreases in property taxes levied to repay debt. The following bar chart illustrates the estimated overall financial impact of tax and fee changes to the average household in Iowa City. With a lower property tax rate, 5% increase in the water rate and a $0.50 increase in the storm water rate, it is estimated that a household with $100,000 assessed home value will pay slightly more than $2 more per month, or $26 per year, in taxes and fees for basic City services in fiscal year 2020. $2,500 $2,000 $1,500 $1,000 $500 $0 Annual Financial Impact to Residential Households FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 ■ Property Taxes $909 $928 $922 $930 $900 $901 ■Stormwater $42 $42 $54 $54 $54 $60 ■Refuse $191 $191 $191 $205 $229 $229 ■ Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433 ■Water-- 800 cubic feet $344 $362 $362 $362 $380 $399 Total $1,919 $1,955 $1,962 $1,984 $1,996 $2,022 Percent Change 2.3% 1.9% 0.3% 1.1% 0.6% 1.3% For this table, the $100,000 assessed value is used so that readers may easily calculate tax payments based on their own home value. Perhaps the most significant property tax reform provision for Iowa City's budget is the reclassification of multifamily residential properties, none of which is subject to state backfill payments. Prior to assessment year 2013, multifamily properties were classified as commercial and taxed at 100 percent of assessed value. The following graph illustrates the dropping taxable percentage of multifamily properties in the coming assessment years. iP.l Taxable % of Multi -Family Residential Properties 100.00% 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% YI�y[liI�y4�iI�y[:liI�yl�iI�yGliI�yF)•iI�YI�liI�YliliI�Yi�iI�YI4 0 Taxable % 100.00% 95.00% 90.00% 86.25% 82.50% 78.75% 75.00% 71.25% 67.50% 63.75% of Multi -Family Of particular note, is the fact that after fiscal year 2023 the taxable percentage of multifamily properties will drop to match the residential taxable percentage. This percentage has been as low as 44% in past years and has more recently been in the mid -fifties. The property tax reform legislation clearly has provided significant benefit to owners of multifamily residential properties. However, it will place great strain on the City's budget as it is fully implemented. The reduction in the taxable percentage of apartment building value reduced the City's overall taxable valuation by over $125 million for fiscal year 2020. Property Tax Overview The taxable valuation of property subject to all levies in Iowa City increased 4.7 percent for fiscal year 2020, despite a reduction in the taxable valuation of multifamily residential properties. An increase in the taxable percentage of single family properties, new construction, and higher property values have fortunately been sufficient to make up for the reduction in apartment taxability. The budget reflects a reduction of $0.35 in the tax levy rate through a reduction in the debt service and employee benefits levies, which will bring Iowa City's rate to $15.83. This marks the eighth straight year of property tax rate decreases; we are unaware of any city in Iowa that has been able to implement tax rate decreases during each of the last eight years. The reduction in the debt service portion of the property tax levy was largely achieved through recent debt restructuring and early bond retirement strategies, in addition to the taxable valuation growth. It is important to remember that a property owner's tax bill is a function of property value, the taxable percentage iFl of the property as determined by the state, and local levy rates from all taxing bodies. Despite our reductions in the tax levy rate, many if not most property owners' tax bills have likely increased. The following chart is provided for a greater historical perspective on Iowa City's municipal tax rate and taxable property value. Tax levy rate reductions in recent years were made possible by prudent debt strategies, operational efficiencies, valuation growth, and an increase in the taxable percentage of residential properties determined at the state level. The last of these trends is not expected to continue. $4,500 $4,000 $3,500 0 $3,000 E $2,500 m > $2,000 N M N F $1,500 $1,000 $500 Taxable Value and Levy Rate 18 17.5 17 i[; 15.5 15 The following chart shows a detailed breakdown of the City's property tax asking for fiscal year 2020 compared to the previous year. The debt service levy is reduced by $0.25 and the employee benefits levy is decreased $0.10. Property tax dollars increased approximately 2%. F711 F712 F713 F714 F715 F716 F717 F718 F719 F720 Tax Value (millions) $2,758 $2,848 $2,960 $3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 Val%Change 2.95% 3.27% 3.93% 2.56% 3.32% 1.46% 7.50% 3.55% 5.72% 4.74% t Ptax Rate 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183 15.833 Rate %change -0.54% 0.48% -3.21% -2.69% -0.60% -0.32% -0.41% -1.51% -0.92% -2.16% 18 17.5 17 i[; 15.5 15 The following chart shows a detailed breakdown of the City's property tax asking for fiscal year 2020 compared to the previous year. The debt service levy is reduced by $0.25 and the employee benefits levy is decreased $0.10. Property tax dollars increased approximately 2%. Despite the continued efforts to reduce Iowa City's property tax rate, our community is still on the higher side of cities in Eastern Iowa. Iowa City's higher rate reflects enhanced levels of public services (e.g. full-time fire department, senior center, human rights, transit and library levies, etc.), unique state orfederal mandates (e.g. public safety pension contributions), and other factors, such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. FY2019 Municipal Property Tax FY2019 Iowa FY2020 $11.03 LEVIES Dollars Tax Rate per III Dollars Tax Rate III General Fund Tax Levies: Davenport $16.78 General $29,296,658 8.100 $30,486,474 8.100 Transit $3,436,028 0.950 $3,575,574 0.950 Tort Liability $1,050,484 0.290 $1,093,147 0.290 Library $976,555 0.270 $1,016,216 0.270 Subtotal: $34,759,725 9.610 $36,171,411 9.610 Agland Levy $4,294 3.004 $4,286 3.004 General Fund Property Taxes $34,764,019 $36,175,697 Special Revenue Levies: Employee Benefits $12,095,360 3.344 $12,210.209 3.244 Subtotal: $12,095,360 3.344 $12,210,209 3.244 Debt Service $11952,568 3.228 MqW*91 $11,556,771 2.978 V4A&I Citylvy Property Taxes: $58,811,947 942,677 % Change from prior year 3.49% -0.92% 1.92% -2.16% SSMID Lew $361,878 2.000 $356,980 2.000 Total Property Taxes $59,173,825 $60,299,657 ---- Despite the continued efforts to reduce Iowa City's property tax rate, our community is still on the higher side of cities in Eastern Iowa. Iowa City's higher rate reflects enhanced levels of public services (e.g. full-time fire department, senior center, human rights, transit and library levies, etc.), unique state orfederal mandates (e.g. public safety pension contributions), and other factors, such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. FY2019 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.22 Iowa City $16.18 Davenport $16.78 When compared to the ten largest cities in Iowa, Iowa City has moved from one of the highest tax rates in the state to the middle of the pack. Continued emphasis on a competitive tax rate will help facilitate additional growth in future years through a more affordable environment for residents and businesses. Looking ahead, it is likely Iowa City will be able to further reduce its property tax rate in the debt service levy over the next two years. 21 General Fund Overview The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately a third of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 67 percent of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2020 Revenues & Other Financing Sources excludes transfers Other Financing Sources 1% Charges for Fees & Services 2% Intergovernmental ft 7% Use of Money & Property 2% Licenses & Permits 5% Property Taxes Other City Taxes 67% 5% VI&L, NREDW On the expense side, General Fund operations largely consist of personnel related expenses. In the fiscal year 2020 budget, an estimated 74 percent of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. General Fund Expenditures by Category excludes transfers YYJ Contingency 1% Supplies 3% :apital Outlay 3% =_r Financial Uses 0% The continued increase in the cost of routine expenses makes prioritizing expenditures in the General Fund imperative. Rising salary and benefit costs (generally 3-4% annually), increased expenses for supplies and materials, and increased service demands that result from a growing population, make prioritizing General Fund expenditures crucial. Though this proposed budget is the eighth consecutive recommended reduction in the property tax levy, the reduction is in the debt service and employee benefits levies and have minimal impact on the General Fund. This budget also recommends adding property tax supported staff positions recognizing the increasing service demands in our rapidly growing community. Staff remains committed to identifying efficiencies that strengthen our operation while continuing to provide the services our community expects and aligning activities with the Council's Strategic Plan. Enterprise / Business Fund Overview Enterprise or Business Funds refer to specific operations intended to be self-sustaining, or without the need for subsidy from property taxes or revenue sources other than fees collected, that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Estimated Fund Balance 6130/2020 Restricted, Committed, Assigned Unassigned Fund Balance, 613012020 Unassigned Balance as % of Rev& Trans In Parking 6,083,351 1,021,221 6,609,133 1,945,957 9,486,694 1,500,000 7,986,694 112% Transit 4,401,002 3,982,905 7,617,583 275,000 6,972,748 4,093,476 2,879,273 34% Wastewater 11,768,312 4,686,300 9,447,539 5,875,300 20,438,235 6,302,368 14,135,867 86% Water 9,628,406 2,003,729 8,680,649 3,060,079 11,943,293 3,832,224 8,111,069 70% Refuse 3,671,983 0 3,718,219 0 1,234,336 0 1,234,336 34% Landfill 6,994,782 1,326,984 5,209,997 2,814,603 24,969,581 23,379,756 1,589,824 19% Airport 363,020 100,000 364,678 85,025 266,475 100,000 166,475 36% Storm water 1,727,010 1,000 670,948 990,000 745,497 0 745,497 43% ICHA 1 9,606,558 29,290 9,339,315 49,483 5,330,927 1 1,139,718 4,191,209 Each of the City's enterprise funds are in varying, yet stable conditions. The proposed budget recommends a 5 percent increase in water rates in both fiscal years 2020 and 2021. The user fee rate increase is a necessary response to the reduction in water revenue associated with Procter & Gamble (P&G) moving beauty care operations out of state. Our biggest water user, P&G accounts for nearly eight percent of the revenues for the water division and a rate increase is necessary to continue to keep the water fund financially stable and able to provide for critical infrastructure upgrades. A fifty -cent increase in monthly storm water fees is also recommended. This will fund storm water capital improvements and a new position responsible for field inspections, code enforcement, project inspection and administration, ensuring compliance with storm water permitting and other duties related to the storm water utility. rxt Capital Improvement Plan Highlights The capital budget for fiscal year 2020 totals $31,313,422 and the five-year CIP totals $163,357,501. The majority of CIP projects in the five-year period improve the local transportation network, municipal utility system, and public parks and open spaces. The five-year program continues to reflect the City Council's priorities established in previous fiscal years. As funding allows, non -committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council's strategic plan priorities. Capital Improvement Projects by Category 2019-2023 Streets, Bridges, and Airport Traffic Engineering 45% 3% Community & Economic Development 4% Public Safety 3% Cu Itu re & Rec 12% Transit & Parking Landfill 13% 2% Water/Wastewater/Storm water 18% Staff is projecting general obligation bond issues of $13.3 million in 2019, $10.8 million in 2020, and $10.7 million in 2021 including 2 percent for bond issuance costs. The use of general obligation bonds is required to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City's own internal debt policies. In addition to annual projects that require significant resources such as water and sewer main replacements, fire truck replacements, annual street overlays, facility projects, and curb ramp replacements, the capital improvements plan includes a number of projects of note. Examples of significant projects planned for the coming calendar years include the following (many projects will span multiple years): 24 2019 • Bike Master Plan implementation (every year of the CIP) • County Behavioral Access Center • Public Works facility • Lower City Park Adventure Playground and Willow Creek Inclusive Playground 2020 • Wetherby and Fairmeadows Park improvements • Scott and Napoleon Park playgrounds • South Side recycling site • American Legion Road reconstruction 2021 • City Hall boiler replacement • Chadek Green, Kiwanis, Hickory Hill, Glendale Park improvements • Landfill building replacement f IVA • Market/Jefferson two-way conversion • Lower City Park restrooms and shelters • Whispering Meadows and Court Hill Park shelters and playgrounds 2023 • Wastewater digester complex rehabilitation • Dodge Street reconstruction • Kirkwood to Capitol connection Debt Service • Rec Center ADA improvements • Bus shelter replacements • Senior Center improvements • McCollister Boulevard extension • Prentiss Street bridge replacement • Melrose Avenue improvements • First Avenue/Scott Blvd improvements • Landfill water main extension • Water distribution zone improvements • Benton Street rehabilitation • Rochester Avenue reconstruction • Smart parking meter replacements • Wastewater influent rake • Dubuque Street reconstruction • Court Street reconstruction • Water treatment nutrient removal • Transit facility relocation • Mercer ball diamond turf • Terrell Mill Park redevelopment • Happy Hollow playground • Upper City Park shelters and restroom The City Council's Debt Management policy includes a goal that outstanding general obligation and tax increment revenue bonded debt not exceed 0.75% of total assessed property valuations. This follows financial best practices for Aaa rated communities. At the end of fiscal year 2020, outstanding debt is projected to be 1.1 % of valuations. r2.y The State of Iowa limits city debt to no more than 5 percent of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $68 million at fiscal year 2020 year-end, which is 1.1 percent of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 22 percent of the allowable level. Iowa City's internal fiscal policy specifies that the debt service levy shall not exceed 30 percent of the total property tax levy. The fiscal year 2020 budget includes a debt service levy that is approximately 19 percent of the total levy. The proposed budget recommends a reduction in the debt service levy of $0.25. The chart below tracks outstanding general obligation and TIF revenue debt and outstanding debt as a percentage of total valuations. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early general obligation bond redemptions include $2.1 million in fiscal year 2016, $2.2 million in fiscal year 2017, and $5.5 million in fiscal year 2018. An additional $3.9 million is planned in fiscal year 2019. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. PM General Bonded Debt Outstanding and Percent of Total Valuation 80 1.80% 70 1.60% J 1.40% 60 1.20% N 50 0 1.00% 0 `o 40 N 0 0.80% 0 30 0.60% 20 0.40% 10 0.20% 0 0.00% FY12 75 1.67% FY13 FY14 FY15 FY16 FY17 FY18 61 67 62 58 67 67 1.33% 1.44% 1.28% 1.17% 1.25% 1.22% 'FY19 68 1.15% 'FY20 68 1.11% 'FY21 67 1.06% Debt (millions) --a—% of Val The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has allowed the City to devote more financial resources to service delivery and fewer resources to interest payments. Recent early general obligation bond redemptions include $2.1 million in fiscal year 2016, $2.2 million in fiscal year 2017, and $5.5 million in fiscal year 2018. An additional $3.9 million is planned in fiscal year 2019. These early redemptions save the City a significant amount in interest expense, allowing these funds to be used to support public services rather than servicing debt payments. PM Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. These are non -budgetary funds and are an internal financing mechanism for operations such as vehicle replacement and information technology services. Expenditures made from these funds are charged back to departments. All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Looking Ahead This year's budget was again developed with an understanding that revenue sources in future years will continue to be affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multifamily buildings, and the allowable growth percentage. The statewide changes will disproportionately affect growing communities with large multifamily residential markets like Iowa City. Although we must remain cognizant of these revenue trends, the City is currently in a strong financial position. This budget adds more permanent resources and staff positions completing Strategic Plan initiatives than any other in recentfiscal years. While we must be mindful of revenue trends, especially property taxes, water revenues, and the road use tax, the City is in a position to devote significant funds to important initiatives and projects that support our community's values. It cannot be understated how rare the flexibility to provide millions of dollars to affordable housing, historic preservation, and crisis services is for a city. This is being accomplished as we try to catch up on deferred road, facility, and park maintenance, adding staff to provide core services to a rapidly growing community, despite losing over $125 million in taxable value due to property tax reform. The ability to accomplish all of these goals simultaneously is exceptional and our community should be very proud. The capacity to fund these initiatives is the direct result of decades of prudent financial planning by City Councils and staff. The City's enterprise funds are in stable condition, however, the drop in water revenue associated with the decreased water usage by Procter and Gamble will necessitate fee increases. The fiscal year 2020 budget recommends a five percent water rate increase and an additional five percent increase is planned for the fiscal year 2021 budget. Afifty cent per month storm water fee increase is also recommended. Refuse/recycling and landfill fees will need careful review in the coming years and may require rate increases to meet infrastructure and service demands. From a capital investment standpoint, the City needs to continue to focus on catching up with deferred maintenance on streets, in parks, and throughout our utility distribution system. At the same time, we must be ready for new opportunities such as the Riverfront Crossings Park and key road connections such as McCollister Boulevard. This is in addition to the important projects identified in the Bicycle and Parks Master Plans which are funded in the capital budget. rrA Conclusion and Acknowledgements This budget document reflects Iowa City's focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan and adopted Master Plans. The City's financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting, the City will be able to achieve our long-term goals. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors, and staff in submitting thoughtful and responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget and Compliance Officer Jacklyn Fleagle and Administrative Secretary Cyndi Ambrose. The budget review team also consisted of Assistant City Manager Ashley Monroe and Assistant to the City Manager Simon Andrew. The individuals noted above worked extremely hard as a team to pull this proposal together and I am extremely proud of the work they have performed to present you with what I feel is a very strong and fiscally prudent proposal. Sincerely, Geoff Fruin City Manager rza City of Iowa City Strategic Plan Strategic Plan and the Financial Plan This Three -Year Financial Plan for fiscal years 2019 through 2021 and the fiscal year 2020 budget were prepared with a strategic plan serving as a guide. In preparing the financial plan and budget, the City recognized the impact that funding decisions would have on future progress to the organization's stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Maintain the City's core municipal services at levels that meet or exceed community expectations and the City Council's strategic plan goals, and 2. Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3. Continue to strengthen the City's strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. The following is a summary of the City Council's strategic plan priorities and initiatives that was adopted by the City Council. Strategic Plan Priorities This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City. 1. Promote a Strong and Resilient Local Economy 2. Encourage a Vibrant and Walkable Urban Core 3. Foster Healthy Neighborhoods throughout the City 4. Maintain a Solid Financial Foundation 5. Enhance Community Engagement and Intergovernmental Relations 6. Promote Environmental Sustainability 7. Advance Social Justice and Racial Equity Strategic Plan Projects, Programs, Policies and Initiatives Promote a Strong and Resilient Local Economy • Undertake a comprehensive assessment of the current public transit system and implement changes to assure that the service best meets the needs of the entire community • Effectively market and grow the local food economy • Through cooperation with the Iowa City School District, Iowa Workforce Development, Kirkwood Community College, Iowa Works, and others, increase opportunities for marginalized populations and low-income individuals to obtain access to skills training and good jobs r&I • Work with Procter & Gamble and impacted supply chain companies, local economic development organizations, and labor unions to respond effectively to the company's decision to terminate its local production of beauty care products Encourage a Vibrant and Walkable Urban Core • Collaborate with the University of Iowa on its redevelopment of University -owned property located in the Riverfront Crossings District, and on improving the quality, accessibility, and use of the Iowa River Corridor • Preserve important parts of Iowa City's history by considering the designation of additional buildings as historic landmarks, and, by considering the creation of an historic preservation district for part of the downtown after consulting with stakeholders • Evaluate existing strategies and consider additional actions to address the need for reinvestment in the city's existing private housing stock Foster Healthy Neighborhoods throughout the City • Modify the existing Affordable Housing Action Plan to include new strategies to improve the availability and affordability of housing in Iowa City • Embed the "Missing Middle" concept into the City's land development practices by adopting a Form Based Code for at least one (preferably two) of our neighborhoods • Ensure the next two budgets contain sufficient funds to make meaningful progress toward achieving the goals of the Bicycle Master Plan and Parks Master Plan • Complete an analysis of traffic accident data and identify actions to improve the safety of our roadways for motorists, bicyclists, and pedestrians Maintain a Solid Financial Foundation • Continue to monitor the impact of the 2013 property tax reform and evaluate alternative revenue sources as determined necessary • Continue to build the City's Emergency Fund • Monitor potential changes to Moody's rating criteria and maintain the City's Aaa bond rating • Continue to reduce the City's property tax levy • Maintain healthy fund balances throughout the City's diverse operations Enhance Community Engagement and Intergovernmental Relations • Experiment with innovative ways of engaging with diverse populations in person and on social media • Improve collaborative problem -solving with governmental entities in the region on topics of shared interest • Improve relationships with the executive branch and legislature by reaching out to legislators and other elected officials and working with City lobbyists Kin Promote Environmental Sustainability • Adopt an effective Climate Action and Adaptation Plan and ensure the next two budgets contain sufficient funds to facilitate achieving its goal • Support efforts to increase the reach of the Parks and Recreation Foundation Advance Social Justice and Racial Equity • Support organizations and efforts that provide services to people experiencing and recovering from trauma and crisis related to mental health and substance abuse • Consider a policy to limit city business to vendors that pay all employees a wage of $10.10 or higher • Explore expanded use of a racial equity toolkit within City government, embedding itwithin city department and Council levels • Consider elevating hourly staff wages to $15/hour or more within two years Strategic Plan and STAR Starting in fiscal year 2018, the City Council's Strategic Plan Priorities and Initiatives have been linked to the Sustainability Tools for Assessing and Rating Communities program (STAR) to measure progress in those areas of focus. STAR is the nation's leading framework and certification program for evaluating local sustainability and encompasses social, economic and environmental performance measures. STAR helps communities evaluate their strengths and weaknesses across seven goal areas: • Built Environment: Achieve livability, choice, and access for all where people live, work, and play. • Climate and Energy: Reduce climate impacts through adaptation and mitigation efforts and increase resource efficiency. • Economy and Jobs: Empower vibrant, educated, connected, and diverse communities. • Education, Arts, and Community: Create equitably shared prosperity and access to quality jobs. • Equity and Empowerment: Ensure equity, inclusion, and access to opportunity for all citizens. • Health and Safety: Strengthen communities to be healthy, resilient and safe places for residents and businesses. • Natural Systems: Protect and restore the natural resource base upon which life depends. Within each of the above sustainability goals, there are between 6-7 Objectives. These 44 objectives are the core areas that contain evaluation measures and metrics. The table below depicts all of the STAR Objectives. 31 STAR Objectives within the Strategic Plan Priorities Most of the City's strategic plan priorities align with one or more of the STAR's 44 objectives, for instance housing affordability, local economy, civil & human rights, food access & nutrition, and greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align with the City Council's Strategic Plan Priorities. STAR objectives may be listed under more than one Strategic Plan Priority. 1. Promote a Strong and Resilient Local 2. Encourage a Vibrant and Walkable Economy Urban Core • Infill & Redevelopment • Compact & Complete Communities • Business Retention & Development • Infill & Redevelopment • Green Market Development • Transportation Choices • Local Economy • Historic Preservation • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness BYJ Community Ambient Noise & Business Retention & Green Climate Adaptation Light DevelopmentInfrastnsture Arts &Culture Civic Engagement Active Living Community Water Greenhouse Gas Green Market Community Health & Systems Mitigation Development Communiry Cohesion Civil &Human Rights Health System Invasive Species Compact & Greening the Energy Educational EmergencyComplete Natural Resource Lxel Economy Supply Opportunity & Environmental Justice Prevention & Protection Communities Attainmentt Response Housing Industrial Sector Quality Join & Living Historic Preservation Equitable Services & Food Access It Outdoor Air Quality Affordability Resource Efficiency Wages Access Numnien Resource Efficient Tar eted Indust htdl&Redese6pmaait g ry Social & Cultural Human Services Indoor Air Quality Western the Buildings Development DiversityEnvironment Resource Efficient Poverty Prevention & Natural & Human Pe66c Spaces Workforce Rei Wahi g La ids Public Infrastructure Alleviation Hazards Transportation Waste Minimisation Choices Safe Communities STAR Objectives within the Strategic Plan Priorities Most of the City's strategic plan priorities align with one or more of the STAR's 44 objectives, for instance housing affordability, local economy, civil & human rights, food access & nutrition, and greenhouse gas mitigation. Below is a summary of the STAR objectives and how they align with the City Council's Strategic Plan Priorities. STAR objectives may be listed under more than one Strategic Plan Priority. 1. Promote a Strong and Resilient Local 2. Encourage a Vibrant and Walkable Economy Urban Core • Infill & Redevelopment • Compact & Complete Communities • Business Retention & Development • Infill & Redevelopment • Green Market Development • Transportation Choices • Local Economy • Historic Preservation • Quality Jobs & Living Wages • Targeted Industry Development • Workforce Readiness BYJ 3. Foster Healthy Neighborhoods throughout the City • Ambient Noise & Light • Community Water Systems • Compact & Complete Communities • Housing Affordability • Public Spaces • Transportation Choices • Community Cohesion • Historic Preservation • Equitable Services & Access • Active Living • Community Health & Health System • Emergency Prevention & Response • Food Access & Nutrition • Indoor Air Quality • Natural & Human Hazards • Safe Communities • Green Infrastructure • Outdoor Air Quality 4. Maintain a Solid Financial Foundation • Infill & Redevelopment • Business Retention & Development • Local Economy • Targeted Industry Development 5. Enhance Community Engagement and Intergovernmental Relations • Arts & Culture • Community Cohesion • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Human Service • Emergency Prevention & Response • Natural & Human Hazards • Safe Communities BBi 6. Promote Environmental Sustainability • Community Water Systems • Public Spaces • Transportation Choices • Climate Adaptation • Greenhouse Gas Mitigation • Greening the Energy Supply • Industrial Sector Resource Efficiency • Resource Efficient Buildings • Resource Efficient Public Infrastructure • Waste Minimization • Green Market Development • Environmental Justice • Green Infrastructure • Invasive Species • Natural Resource Protection • Outdoor Air Quality • Water in the Environment • Working Lands 7. Advance Social Justice and Racial Equity • Housing Affordability • Quality Jobs & Living Wages • Educational Opportunity & Attainment • Social & Cultural Diversity • Civic Engagement • Civil & Human Rights • Environmental Justice • Equitable Services & Access • Human Services • Poverty Prevention & Alleviation • Food Access & Nutrition Strateaic Plan. STAR. and Performance Measures As a participating community in STAR, the City is given a community rating that can be used to compare Iowa City against other participating communities. The STAR program identifies 516 separate measures across the 44 goals and objectives that they use to rate the participating communities. The intent of the rating system is to help communities identify, validate, and support implementation of best practices to improve sustainable community conditions. Each City division has identified performance measures and/or STAR measures that align with their department's goals and objectives. Within the division pages of each fund, these goals and objectives are then linked with the City Council's Strategic Plan Priorities and the STAR program's objectives, if applicable. STAR measures are identified with a star next to them. By linking the division performance and STAR measures and the Strategic Plan Priorities, a framework is created that aligns division activities with the Strategic Plan. Using the STAR program's measures, it should also give the City Council and staff readily accessible data on many of the Strategic Plan Priorities. In addition, this framework gathers the necessary data and tracks the City's progress in meeting the STAR program's goals and objectives and subsequently, its community rating. In addition to adding new STAR performance measures in the division pages, a subset of 21 STAR outcomes can be found in the Statistics section of the Financial Plan. Residents will also be able to view these on an online dashboard on the STAR and Iowa City websites. STAR Community Ratin The City of Iowa City was awarded a 4 -STAR Community Rating for sustainability excellence by being formally certified in March of 2016. The city's approved final score is 484.8, which qualifies Iowa City as a certified 4 -STAR Community and the highest -scoring city in the State of Iowa. Iowa City was the fifth community in Iowa and the 47th nationwide to achieve certification from STAR Communities, a nonprofit organization that certifies sustainable communities. A community's STAR Community Rating is granted for four calendar years from the date of certification. Upon the fourth anniversary of the community's certification, the community must have completed the verification process and accepted a final verified score in order to maintain certification in the rating system. National Context for Iowa City's Score Out of the certified 4 -STAR communities, Iowa City's score falls towards the high end of the pack. Iowa City's STAR certification is a testament to the City's commitment to creating a better community for all of its residents and will serve as a benchmark from which to move forward. 34 W 6W sw STAR Certified Communities -June 2016 T,T�IIgiiu�iGIiU�ipipIviiil��iiVip�Iip� iiuwip�ivli This graph above illustrates final scores of all Certified Communities as of June 2016. Iowa City's comparative ranking is shown in red. The purpose of becoming a certified community is to understand best practices which a city can undertake to continuously improve. City staff attended a post -certification workshop in July 2016 to identify areas on which to focus improvement in the upcoming years which also align with the strategic plan. The workshop was facilitated by STAR staff, which provided a report summarizing Iowa City's results. Built Environment Climate & Energy Economy &Jobs Education.Arts & Community Equity & Empowerment Health & Safety Natural Systems Innovation & Process 0 10 20 30 40 So 60 70 80 90 100 The graph above is a comparative analysis of Iowa City's goal area scores which are marked with a blue diamond. The colored boxes represent the 25th -75th percentile of all certified community scores. This information is useful in to evaluate areas in which Iowa City could improve, such as in the Climate and Energy area, which is also a Strategic Plan Priority. The STAR framework provides a list of best practices in each of the goal areas that cities can implement. These were reviewed and discussed at the post -certification workshop. K1y City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport and is updated every five years. Through implementation of the Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and FAA regulations. Fire Strategic Plan - The Iowa City Fire Department's Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency's members, individually and collectively, will carry out the agency's mission. In the plan, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. Capital Improvement Plan — The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City's financial strengths. The first year of the City's five-year capital improvement plan is integrated into the City's financial plan in the Capital Projects Fund section. Climate Action and Adaptation Plan — The plan is intended to define the community's climate challenges, and the challenges and opportunities it faces in meeting climate and GHG reduction goals; serve as a mechanism to tie together the City's sustainability initiatives, strategies and plans with the community's goals; establish a set of climate action strategies, implementation plans and metrics for measuring progress, lowering community -wide greenhouse emissions and activating and engaging residents, businesses and institutions with positive actions and tangible benefits; and analyze implementation strategies using Iowa City's equity toolkit in order to ensure benefits for all members of the community. Park Master Plan - The Iowa City Parks Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community's unique parks Kiy and recreation assets and identify new opportunities. The community -driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community's parks system, outdoor recreation spaces and services. Natural Areas Master Plan - The Natural Areas Master Plan includes assessing ecological health of city -owned natural areas and developing a ten-year Master Plan for natural area improvements and maintenance that maximizes the ecological health and benefits of these areas Iowa City Public Library Strategic Plan — The Library's strategic plan establishes the library's long range values, objectives, and goals. The plan also establishes three primary goals including connecting people to information essential for daily living and offering them opportunities for enjoyment and personal growth; encouraging discovery, learning, and greater participation in community life; and contributing to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. The library strategic plan is updated every five years. Long -Range Transportation Plan - The Long -Range Transportation Plan is the transportation vision for the community. The Long -Range Transportation Plan provides a basis for the programming of projects for all modes of federally -funded transportation. The Long -Range Transportation Plan is consistent with the land use plans of the City, is subject to a public comment process, and reflects priorities for the City that can be translated into politically and financially feasible transportation projects. The Federal requirement is that Long Range Plans are revised and adopted every five years. Iowa City Bicycle Master Plan - Iowa City has completed a Bicycle Master Plan that builds upon other City planning efforts to expand the role that bicycling plays in achieving the City's stated goals for transportation, economic development, neighborhood livability, community identity, safety, environmental preservation, and health and wellness. The goal is to create a Bicycle Master Plan that identifies and prioritizes bicycle improvements based on existing conditions, adopted plans and policies, and the particular needs of bicyclists in Iowa City gathered through public input. The plan will focus on identifying near- and long-term strategies and prioritized actions for increasing bicycle ridership, comfort, connectivity, and safety for bicyclists of all ages and abilities, creating a framework for expanding Iowa City's bicycle network. This includes identifying a set of timely actions and improvements to achieve a Bicycle Friendly Community'Gold' status. Facilities Space Needs Study and Master Plan - The plan primarily includes the visual observation and assessment of spaces and systems that comprise each of the City facilities involved, the understanding and prioritization (by facility) of facility space and system needs, recommendations for space and systems improvement (as determined necessary), and recommendations for improved facility energy efficiency (as needed). KrA General Information Form of Government The City has seven (7) Council members, who serve staggered, four-year terms. Four (4) Council members are "at -large" and are nominated by all voters and elected by all voters. Although the three (3) "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd -numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The City Council is the legislative body and makes all policy determinations for the City through the enactment of ordinances and resolutions. It also adopts a budget to determine how the City will obtain and spend its funds. The Council appoints members of boards, commissions and committees. The City Manager is the chief administrative officer for the City and is appointed by the City Council. The City Manager implements policy decisions of the City Council and enforces City ordinances. In addition, the City Manager appoints and directly supervises the directors of the City's operating departments and supervises the administration of the City's personnel system and further supervises the official conduct of City employees including their employment, training, compensation, reclassification, discipline and discharge. The City Manager also oversees administration of City contracts, execution of public improvements, as well as construction, improvement, and maintenance of all City facilities. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting recommendations and programs to the City Council. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes and the Iowa City City Code. The office publishes public notices, ordinances and minutes as required by law. The City Clerk's office assists Kia 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 and support for the Community Police Review Board. Community Profile Location & Transportation: The City serves as the County seat for Johnson County. The City lies at the intersection of Highways 80 and 380. The City is approximately 115 miles east of the City of Des Moines, 20 miles south of the City of Cedar Rapids and 55 miles west of the City of Davenport. The Iowa City Municipal Airport is a general aviation airport on the south side of the City. The Cedar Rapids Airport, located 20 miles from downtown Iowa City is served by a number of national and regional air carriers. Rail service is provided by the mainline of the Chicago, Rock Island and Pacific Railroad. The Iowa City Transit, Coralville Transit, and the University of Iowa's Cambus system provides public transportation to the metropolitan area. MINNESOTA J■ Mrnneapo-lis ---� WISCONSIN MaOson IOWA 'UeS Noingsnes_. sen Darn hca90 NEBRASKA'° ` sa IIowa City ILLINOIS tMCOrn`- 1 KANSAS Jerre syo Crty If 5 zE MISSOURI Numbers near city names +ndicefe tra✓ef time Atm move IXty to that destination. Iowa City by the Numbers: • Population • Land Area • Average Persons Per Household • Bachelor's Degree or Higher • Average Temperature • Average High Temperature • Average Low Temperature • Average Precipitation 67,862 25.01 square miles 2.24 58.6% 50.0°F 59.6°F 40.4°F 36.3" Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November 2017) Iowa City: Best Of... Area Recognition & Accolades 2016 • Iowa City ranked #2 Least -Stressed City in the U.S. by SmartAsset • Iowa City is ranked the #3 best place to live in America by Outside Magazine • Iowa City ranked #4 Best City for Working Women by Fiscal Times • Iowa City ranked #5 Healthiest City in America by 24/7 Wall Street • Iowa City ranked #9 Best Place to Live in America by Livability.com • Iowa City ranked as an Age -friendly city by New York Times • Iowa City ranked in the Top 100 best small city in America by WalletHub • Iowa City is ranked in top 25% of U.S. cities in support of LGBTQ population — Human Rights Campaign's 2016 Municipality Equality Index Education: Public education to the City is provided by the Iowa City Community School District, with certified enrollment of 14,197.5 for the 2017-18 school year. The district operates twenty elementary schools, three junior high schools, two senior high schools, and one alternative school for ninth through twelfth graders. Education is also provided through the Clear Creek — Amana Community School District, with certified enrollment of 2,191.7 for school year 2017-18. Iowa City is also home to Regina Catholic Education Center, a private Catholic institution, Willowind School, a private K-8 school, and Preucil School of Music, specializing in the Suzuki method of instruction. Four year college programs and vocational training are available throughout the area including University of Iowa and Kirkwood Community College. e9] Health Care: The City has top-notch health care with the University of Iowa Hospital and Clinics, Iowa City VA Medical Center, and Mercy Iowa City. University of Iowa Hospitals and Clinics (UIHC) is a 700+ bed comprehensive academic medical center and represent more than 200 outpatient clinics and care areas. In addition to providing primary care, UIHC offers services in more than 200 specialties. The Iowa City VA Medical Center (ICVAMC) services are available to more than 184,000 veterans in Eastern Iowa, Western Illinois, and Northern Missouri. ICVAMC provides a broad range of inpatient and outpatient health care services. Mercy Iowa City is a regional referral center and community hospital serving southeast Iowa. Mercy services include heart and vascular care, orthopedic care, maternity care, cancer care, digestive services, general surgery, emergency care, and more. Culture: The City hosts a jazz festival each year that attracts music enthusiasts from both near and far. The annual Iowa Arts Festival features the state's best visual art, music, and food. Iowa City is also home to several community theaters, including Riverside Theatre's Shakespearean stage. Located in City Park, this open-air theater presents shows under the stars. Iowa City is also home to the recently restored historic Englert Theatre downtown and also has a vibrant Iowa City Community Theatre. In Iowa City the University of Iowa's Hancher Auditorium showcases Broadway productions and other entertainment events. History: Iowa City was created by an act of Legislative Assembly of the Iowa Territory on January 21, 1839, fulfilling the desire of Governor Robert Lucas to move the capital out of Burlington and closer to the center of the territory. Commissioners Chauncey Swan and John Ronalds met on May 1, 1839, in the small settlement of Napoleon, south of present-day Iowa City, to select a site for the new capital city. The following day the commissioners selected a site on bluffs above the Iowa River north of Napoleon, placed a stake in the center of the proposed site and began planning the new capital city. By June of that year, the town had been platted and surveyed from Brown St. in the north to Burlington Street in the south, and from the Iowa River eastward to Governor Street. While Iowa City was selected as the territorial capital in 1839, it did not officially become the capital city until 1841; after construction on the capitol building had begun. The capitol building was completed in 1842, and the last four territorial legislatures and the first six Iowa General Assemblies met there until 1857, when the state capital was moved to Des Moines. 41 The national economy continues to move toward recovery after one of the deepest recession officially spanned from December 2007 to June 2009 (National Bureau of Economic Research). Real GDP has grown in twenty-eight of the last thirty quarters after declining in five of the six preceding quarters. (Source: Bureau of Economic Analysis) Economic Overview 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% -2.0% -3.0% 0 GDP Trends Annual Percent Change -4.0 70 2007 2008 2009 2010 12011 2012 1 2013 1 2014 1 2015 2016 has fared better than -0.5°/a -2.7°/a 2.2°/a 1.4°/a 2.0°/a 1.5°/a 2.2°/a 2.5°/a 1.5°/a rowa1.5°/a 4.1% -1.7% -2.1% 2.1% 1.9% 3.5% 0.8% 2.6% 1.3% 0.9% ity 1.8% 0.9°/o 0A% 2.8% 3.3°/o 3.0°/o 3.8°/o 2.9% 0.3°/o 0.7°/o EPA Unemployment Rates Iowa City's economy 12.0% has fared better than the state as a whole 10.0% during the economic downturn. While Iowa 8.0% City's unemployment rate has returned to 6.0% pre -2008 levels, it continues to remain 4.0% well below state and national levels. As of 2.0% February 2017 (preliminary), the Iowa 0.0% City Metropolitan 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 ■National 5.8% 9.3% 9.6% 8.9% 8.1% 7.4% 6.2% 5.3% 4.9% 4.4% Statistical Area (MSA) ■Iowa 4.2% 6.4% 6.0% 5.5% 5.0% 4.7% 4.3% 3.8% 3.7% 3.1% was the third lowest IN Iowa City 13.2% 14.6% 14.3% 14.1% 13.8% 3.5% 3.1% 12.7% 12.7% 2.5% unemployment rate of all MSAs nationally. (Source: Bureau of Labor Statistics) EPA The growth in assessed property value has averaged 3.3% over the last ten years. The growth in taxable value has averaged 3.9% in that same timeframe and has been in part by increases in the state -mandated "rollback"; a higher percentage of residential properties' value is taxable. Assessed & Taxable Property Valuations* in millions $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 WFY10Y $1,000 $0 11 1 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 ■Assessed $4,315 $4,371 $4,439 $4,532 $4,581 $4,748 $4,863 $5,257 $5,400 $5,810 %Change, Assessed 2.51% 1.29% 1.56% 2.10% 1.09% 3.64% 2.42% 8.11% 2.71% 7.59% •Taxable $2,634 $2,712 $2,800 $2,913 $2,989 $3,090 $3,136 $3,376 $3,501 $3,704 Change, Taxable 4.43% 1 2.96% 1 3.25% 4.03% 1 2.63% 1 3.37% 1 1.49% 1 7.67% 1 3.69% 1 5.80% *Assessed valuations before rollback, military exemptions deducted, includes TIF; excludes gas & electric utilities and Taxable valuations after rollback, military exemptions deducted, includes TIF, excludes gas & electric utilities Tax collection year displayed (Source: Iowa Department of Management) Taxable Percentage of Home Value 58%a — 56% 54% 52% 50%a — 48%a — 46%a — 44%u 42% 40% 38°/u FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 loRollback, 46% 47% 49% 51% 53% 54% 56% 56% 57% 56% The State of Iowa limits the portion of a property's value that is taxable, known as the assessment limitation order or "rollback". This system is intended to limit the amount taxable value can increase in any one year. Taxable value can differ by property class (e.g. residential, commercial, agricultural, and industrial); for City revenue streams, this most notably affects the taxable value of residential properties. The portion of residential properties' assessed value that is taxable hit a low point in FY09, when forty- four percent of residential property values were taxable. This percentage has increased steadily for seven consecutive years and remanded constant over the last two year. However, this has coincided with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment complexes previously taxed as commercial properties to reorganize as residential cooperatives. Currently, ninety percent of a commercial property's assessed value is taxable, meaning that as apartment complexes are reclassified as residential, the revenue the City realizes in property taxes from these complexes drops by approximately half. As Iowa City has more multi -unit apartment buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City's tax base. Building Permits Value in millions $400 $360 $320 $280 $240 $200 $160 $120 $80 $40 $0 2008 2009 2010'2011 2012 2013 2014 2015 2016 2017 Permits 807 688 784 738 716 715 703 1645 1794 1718 ■Value $145 $75 $96 $82 $169 $185 $153 $138 $388 $217, Though the value of building permits issued reached a significant all-time high of $388 million in 2016, the value of building permits dropped to $217 million in 2017, with the ten year average at $161 million. One measure of local economic Hotel/Motel Tax Revenue in thousands health is hotel/motel tax receipts. The City uses $1,200 hotel/motel tax receipts to $1,000 augment funds for public safety, parks & recreation services, and $800 the Convention & Visitors Bureau. Generating revenue $600 from non -Iowa City residents reduces the tax burden on $400 residents. After a dip in revenue during FY2010, hotel/motel tax $200 receipts are above pre - recession levels and have $0 FY14 FY08 FY09 FY10 FYI 1 FY12 FY13 FY15 FY16 FY17 increased over each of the last * six fiscal years. ■Hotel/Motel $724 $752 $667 i $746 $814 $834 $967 $1,057$1,079 01. Change 4.67% 3.92% -11.39P 1.84%9.17% 2.51%15.. %9.34% *FYI 4 is first period reported on an accrual bases. Utility Franchise Fee Revenue in thousands $1,200 $1,000 $800 1111110 $600 $400 $200 $0FY14 FY "Fy,2Fy,3 FY15 FY16 FY17 Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 %Change 13.92% 6.58% 17.06% -12.51 -3.04% Z45°6 *FY14 is first period reported on an accrual bases. 44 In 2009, the State of Iowa enacted legislation establishing cities' right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City City Council passed and approved an ordinance establishing a one percent (1%) tax. Of the $939,000 for FY2017, $555,000 funded a portion of the operational costs associated with Fire Station #4 and maintenance of the right-of-ways. Iowa City's levy rate dropped approximately one and a half percent (1.5 %) in FY2018. Iowa City's FY2019 levy rate totals $16.183; this represents a decline of nine - tenths of a percent (0.9%). The rates of overlapping jurisdictions are not certified as of this publication. $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 I Total ■ Supplerr r MFPRSI ;'IPERS $45 $40 $35 $30 $25 $20 $15 $10 $5 $0 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 State of IA 0.004 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 (♦Kirkwood 0.852 0.840 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 Irttt%'Johnson Co. 7.803 7.708 7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 ICCSD 14.192 14.191 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 IC Levy Rate 17.717 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 _IC%of Total 43.7% 44.0% 43.4% 43.8% 43.7% 43.5% 43.4% 42.9% 42.8% 42.3% City of Iowa City Direct and Overlapping Levy Rates City Pension Contributions in thousands 44.5% 44.0% 43.5% 43.0% 42.5% 42.0% 41.5% 41.0% City pension contributions has grown six of the last eight years at a rapid pace, except FY17 and FY16 contributions that were a decrease of eight -tenths of a percent (.8%) and two and five -tenths of a percent (2.5%), respectively. FY08 FY09 FY10 FY11 FY12 FY13 FY14* FY15 FY16 FY17 $3,474 $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 2.2% -10.1% 1.4% 13.2% 30.3% 4.9% 13.3% 0.2°/a -2.5% -0.8% $33 $35 $37 $51 $58 $69 $66 $70 $63 $21 *FY14 is first period reported on $1,918 $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 an accrual bases. $1,519 $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 MFPRSI employee City Pension Contribution Rates contributions are set by 35.00% statute, currently nine and four -tenths percent (9.4%). 30.00% City contributions are 25.00% - --- determined by the system's actuary. IPERS City and 20.00% 15.00% - employee contributions are currently a sixty/forty split (60/40), with the City paying 10.00% 5.00% sixty percent of total 0.00°/% contributions. IPERS FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 `Y18' FY19 6.65% 6.95% 8.07% 8.67% 8.93% 8.93% 8.93% 8.93% 8.93% 9.44% 17.00%19.90%24.76%26.12%30.12%30.41 %27.77%25.92%25.68%26.02% MFPRSI 45 City of Iowa City Organization Chart r AIRPORT COMMISSION APPOINTED Departments & Divisions T CITY ATTORNEY CITY MANAGER CITY CLERK LIBRARY BOARD 11 11 Airport City Attorney • Airport Operations • City Attorney City Manager • City Manager • Communications Office • Human Resources • Human Rights • Economic Development Finance • Administration • Accounting • Purchasing ' • Revenue • Risk Management • Information Technology Services ......................................: Neighborhood & Development Services • Administration • Development Services • Neighborhood Services • Metropolitan Planning Organization : of Johnson County Parks & Recreation • Administration • Recreation • Park Maintenance • Cemetery Senior Center • Senior Center Operations E,M City Clerk Library • City Clerk • Library Operations • Library Foundation ........................................ Fire • Administration • Emergency Operations • Fire Prevention • Training .......................................: Police • Administration • Support Services • Field Operations Public Works • Administration • Engineering • Streets • Wastewater • Water • Resource Management • Equipment ....................................... Transportation Services • Administration • Parking • Public Transportation City Clerk: Kellie Fruehling Office Location: 410 E. Washington St. Phone: (319)356-5043 MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. DEPARTMENT DESCRIPTION The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Community Police Review Board (CPRB). Boards and Commissions: The Community Police Review Board, based on a community initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing the community's views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: El VA FY2018 FY2019 FY2020 Total FTEs 14.00 4.00 4.00 El VA City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319)356-5030 MISSION STATEMENT The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. City Attorney Personnel: era FY2018 FY2019 FY2020 Total FTEs 1 5.50 5.50 5.50 era City Manager: Office Location: Phone: Geoff Fruin 410 E. Washington St. (319)356-5010 City Manager's Office Divisions General Fund: • City Manager • Communications Office • Human Resources • Human Rights • Economic Development MISSION STATEMENT The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City's operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City's citizens, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. DEPARTMENT DESCRIPTION The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City's day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of all City departments and advises the City Council on matters relating to planning, development, and municipal operations. The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City's website and intranet, utilizes social media to promote City events and programs, and supervises the Cable Television activities. The Human Resources division provides services in the areas of employee & labor relations, collective bargaining, civil service compliance, employee benefits administration, recruitment of prospective employees, personnel policy development & administration, and administration of applicable employment laws. The Human Rights division enforces antidiscrimination laws, conducts trainings, and serves as staff to the Human Rights Commission. 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 El &I 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. Boards and Commissions: The Human Rights commission's duties include: 1. Disseminating information to educate the public on illegal discrimination and civil rights, such as organizing and facilitating educational public forums that address one or more of the broad range of topics included within the rubric of human rights 2. Making recommendations to the City Council for such further legislation concerning discrimination as it may deem necessary and desirable 3. Cooperating within the limits of any appropriations made for its operation with other agencies or organizations both public and private whose purposes are not inconsistent with those of Title 2 of the City Code (Human Rights Ordinance) 4. Planning programs and activities designed to eliminate racial, religious, cultural and other intergroup tensions including but not limited to sex, color, creed, disability, gender identity, sexual orientation, marital status, age and national origin. The Civil Service Commission approves all entrance and promotional examinations used by the City of Iowa City for civil service positions; holds appeal hearings involving the suspension, demotion, or discharge of employees holding civil service rights. Ascertains to the best of its ability the facts of the case to determine matters involving the rights of civil service employees and may affirm, modify, or reverse any case on its merits per Chapter 400 of the Code of Iowa. The Telecommunications Commission serves as a review board to resolve disputes between any subscriber or potential subscriber and the cable company; reviews and audits reports by the cable company to the City as required by the Cable Television Ordinance; works with the public, the media, the City, and the cable company for the purpose of making recommendations on various issues; monitors and promotes community programming and the use of the local access channels by a wide range of individuals, institutions, and organizations; informs and educates citizens on matters related to cable TV and other communications systems; and monitors and reviews State and Federal legislative and regulatory action or change. City Manager Personnel: `Note - In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager's Office. 6111 FY2018* FY2019 FY2020 Total FTEs 1 15.00 15.00 15.00 `Note - In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager's Office. 6111 Finance Director: Office Location: Phone: Dennis Bockenstedt 410 E. Washington St. (319) 356-5050 Finance Department Divisions: General Fund: • Administration • Accounting • Purchasing • Revenue Internal Service: • Information Technology Services • Risk Management • Purchasing • Administration Special Revenue Fund: • Administration MISSION STATEMENT It is the mission of the Finance Department to provide quality services to residents and to safeguard City assets. The role of the Finance Department is to support the operating departments in achieving their program objectives utilizing effective and efficient financial planning, reporting, and central support systems. DEPARTMENT DESCRIPTION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. Administration also oversees the City's Health & Dental Reserves as Internal Service Funds which are maintained for permanent employees' health care coverage through the City's self- insurance plan. Finance Administration also manages the City's Employee Benefits Fund which is a Special Revenue Fund that collects property taxes levied for the purpose of funding public employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security and Medicare, as well as other similar benefits. Finance Administration also manages the Tax Increment Financing Fund and the SSMID Fund which are Special Revenue Funds. 51 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Purchasing division provides quality service to City departments, protects the City's legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. This division also operates the Central Services Internal Service Fund that manages the City's mail and copier operations and other central functions. The Revenue division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The Risk Management division is responsible for managing the City's property and casualty risks and selecting prudent and cost effective solutions to minimize the financial impact of losses to the City. Risk Management also coordinates the City's safety and OSHA programs. The Information Technology Service (ITS) division provides server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. Finance Department Personnel: WA FY2018 FY2019 FY2020 Total FTE's 35.78 34.93 34.93 WA Police Chief: Office Location: Phone (Front desk/non-emergency): Police Department Divisions: General Fund: • Administration • Support Services • Field Operations MISSION STATEMENT The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. DEPARTMENT DESCRIPTION The Administration division oversees the Department's 84 sworn officers and 23 non -sworn personnel. Administration is responsible for the management of the Department's two operating divisions, Field Operations and Support Services. The Support Services division supports or provides services to Field Operations. In addition, Support Services provides support activities to groups and organizations throughout the City. Support Services consists of Records, Property and Evidence, Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. W The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. Police Department Personnel: 54 FY2018 FY2019 FY2020 Total FTEs 1 105.00 107.00 107.00 54 Fire Chief: Administrative Office Location: Phone (Administration/non-emergency): John Grier 410 E. Washington Street (319)356-5260 Fire Department Divisions General Fund: • Fire Administration • Emergency Operations • Fire Prevention • Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and hazardous materials emergency response to approximately 68,000 residents in the 24.4 square -mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson County Hazardous Materials Response Team, and Special Operations Response Team. The department is organized into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 61.7 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride -along program, the Safety Village, and is a co -leader with Mercy Hospital of the Johnson County SAFE KIDS Coalition. The department's community -driven strategic plan for fire protection services will guide the department's path into the future. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and hazardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Training Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and hazardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: 614 FY2018 FY2019 FY2020 Total FTE's 1 64.00 64.00 64.00 614 Parks & Recreation Director: Parks Division Office Location: Phone: Recreation Division Office Location: Phone: Juli Seydell Johnson 2275 South Gilbert Street (319)356-5107 220 South Gilbert Street (319)356-5100 Parks & Recreation Divisions General Fund: • Administration • Recreation • Parks Maintenance • Cemetery Operations MISSION STATEMENT Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. We strive to enhance the quality of life for residents of Iowa City by providing cost-effective, quality programs and services, facilities, parks, open spaces, and information as an essential link in creating a dynamic, vital community. DEPARTMENT DESCRIPTION The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City's Farmers Markets. The Recreation division manages the operation of the City's recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organize the annual Farmer's Market and Market Music programs. M The Park Maintenance division oversees the maintenance of the City's green space, natural areas, and 50 designated parks. Duties include: cleaning, repairing, and maintaining park shelters; mowing, snow and ice removal; and repair of park fixtures such as picnic tables and garbage racks. Staff also assist organized sports groups through the operation of lighting and irrigation systems. Staff prepare community gardens, manage dog parks, and the City's disc golf course, among others. This division also oversees Forestry maintenance operations. The Cemetery Operations division occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date. Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist family members and funeral homes regarding funeral arrangements, manage billing and maintain records, and assist with genealogy requests. Boards and Commissions: A nine member Parks and Recreation Commission is appointed by the City Council to recommend and review policies, rules, regulations, ordinances and budgets relating to parks, playgrounds, recreational centers and cultural functions of the city and make such reports to the City Council as the Commission deems in the public interest. Parks & Recreation Personnel: 617 FY2018 FY2019 FY2020 Total FTEs 1 43.75 44.00 45.50 617 Library Director: Location: Phone: Susan Craig 123 South Linn Street (319) 356-5200 ICPL Hours of Operation: Mon-Thurs: 10 am-9pm Friday: 10 am-8pm Saturday: 10 am—bpm Sunday: 12 pm-5pm MISSION STATEMENT Iowa City Public Library Divisions: General Fund: • Library Operations • Library Foundation The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas, and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimizing barriers to use, providing a welcoming environment, and a well-trained staff. 11=!J_1:49IT, l=I.111911*Ili 7129[07. The Iowa City Public Library is the busiest public library building in the state of Iowa, with over 730,000 visitors in FY18. Library programs were attended by over 69,000 people. A bookmobile provides outreach services with regular stops four days a week. Technology support includes public access computers, access to wi-fi, and a digital media lab. Online access at www.icpl.org makes collections and information available 24/7. 6*1 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, Lone Tree, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. Approximately 82% of funding comes from Iowa City tax support which includes a voter approved $.27 levy (per $1,000 taxable valuation). Other major funding sources include contracts for service, library fines, gifts, and building rent. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation's budget accounts for personnel costs in the Iowa City Public Library Friends Foundation Development Office. These expenditures are fully reimbursed by the Foundation. Boards and Commissions: Nine -member Library Board of Trustees appointed by the City Council with powers to set policy, employ a Director and staff, expend tax funds allocated by the City Council, contract with other jurisdictions, and receive and spend gift funds and other revenues. Library Personnel: Di0 FY2018 FY2019 FY2020 Total FTEs 1 46.17 46.17 46.05 Di0 Senior Center Coordinator: Location: Phone: The Center IOWA Cl"JOHNSOH COUNTY SENIOR CLeER LaTasha DeLoach 28 South Linn Street (319) 356-5220 Senior Center Hours of Operation: Business Hours 8AM-5 PM, Monday — Friday Building hours are often extended to accommodate evening and weekend programming. Extended Member Hours 7AM-7 PM, Monday - Thursday 7 AM — 5 PM, Friday 10:30 AM — 1:30 PM, Saturday & Sunday Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections • Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organizations all incorporate time for participants to interact with each other. FYd Keeping Active, Physically and Mentally • Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. • Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person's life. Maintaining Contact with the Community • Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at -large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organizations to meet the needs of older adults; serve in an advocacy role with regard to the needs of older adults; and assist the City Manager in the evaluation of personnel. Senior Center Personnel: rra FY2018 FY2019 FY2020 Total FTEs 17.00 7.00 7.00 rra Neighborhood and Development Services Director: Tracy Hightshoe Office Location: 410 E. Washington St. Phone: (319) 356-5120 Neighborhood & Development Services Divisions General Fund Enterprise Fund • Administration Neighborhood Services • Development Services • Neighborhood Services Special Revenue Fund • Metro Planning Organization of Johnson County • Neighborhood Services MISSION STATEMENT The mission of the Department of Neighborhood & Development Services is to protect the health, safety, and welfare of the general public through the enforcement of a broad range of public health and safety regulations (i.e., zoning, nuisance, building codes, rental housing, environmental, etc.). The department is responsible for providing affordable housing opportunities through the Housing Choice Voucher, Public Housing, and Homeownership programs. DEPARTMENT DESCRIPTION Neighborhood & Development Services (NDS) includes the following divisions: NDS Administration, Neighborhood Services, Development Services, and the Metro Planning Organization of Johnson County. The Iowa City Housing Authority, part of the Neighborhood Services division, is funded with federal grants; this division is found in the Enterprise Fund section of this budget. M] Neighborhood and Development Services Administration Administration supports departmental divisions to provide high quality, proactive services and programs that protect and enhance the quality of life for all citizens through opportunities for affordable housing and the equitable, timely, and effective enforcement of land use regulations while conserving the integrity of neighborhoods. Sustainability Services is committed to sustainability as one of the overarching principles guiding the City's strategic plan. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles by implementing energy conservation programs, green infrastructure projects with include native plants, trails, public art and wildlife habitat. Greenhouse emissions from local government operations and the community as a whole are tracked along with other sustainability metrics. The City has also many partnerships and projects with the University of Iowa, enhancing the ability to broaden the work on sustainability within the community. Development Services Building Inspection enforces a number of codes and ordinances which relate to new construction and the maintenance of existing structures in order to protect the health and safety of the general public, and is entirely supported by permit and inspection -related fees. This activity issues building permits for new construction, additions, alterations and repairs, sign and professional permits including mechanical, plumbing, fire sprinkler, and alarms. All building site plans are reviewed and inspections are conducted to ensure safe and proper construction in adherence with code. The Building Inspection activity also enforces zoning ordinances and responds to complaints of nuisance -related ordinance violations. Urban Planning coordinates preparation of the Comprehensive Plan; including district plans that focus on development, redevelopment, preservation and conservation issues within the city's ten neighborhood districts. Drafting of these plans includes extensive citizen participation through public planning workshops, surveys and interviews with property owners, developers, realtors, environmental organizations and neighborhood groups. This activity also promotes sustainable growth and development within the city by establishing comprehensive plans and associated policies and regulations that ensure that the best qualities of the city's residential, commercial, and employment areas are preserved and supported while promoting new development opportunities that will create long term value for the community. Urban Planning also fulfills state statutory requirements pertaining to zoning, development, and historic preservation. Neighborhood Services Community Development is committed to providing Iowa City residents with access to safe and affordable housing, jobs and services to promote the general economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local agencies, businesses, 6L! nonprofit organizations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. This activity also oversees the following programs budgeted in the Special Revenue Funds: • The Community Development Block Grant (CDBG) program and CDBG Rehab are federally funded programs for community and economic development. Staff makes assessments of community employment opportunities, housing, and services for low and moderate income residents, and use CDBG funds to fulfill identified needs. • The HOME Investment Partnership program is a federally funded program through the US Department of Housing & Urban Development (HUD). The program provides safe, decent, affordable housing. • Other Shared Revenue Grants, including Jumpstart Iowa, Hazard Mitigation Grant Project Buyout, and Supplemental Community Development Block Grants provide assistance to business and residential flood recovery efforts. Neighborhood Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this activity seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. Housing Inspection inspects more than 18,000 rental units biannually, working with property owners, managers, and tenants to ensure conformance with the Iowa City Housing Code. Code language establishes minimum health and safety standards considered necessary to protect and promote the welfare of tenants and the general public. This activity also enforces zoning ordinances and responds to complaints of nuisance -related ordinance violations. Human Services makes annual allocations to the area's human service agencies. Staff coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. Human Services also manages the donation stations for homeless citizens. The Iowa City Housing Authority (ICHA) acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds — Peninsula Apartments Fund. M1 Metropolitan Planning Organization of Johnson County (MPOJC) The MPOJC is the County -wide planning organization for Johnson County, Iowa. Assistance is provided to MPOJC member agencies in three specific program areas: transportation planning, transportation assistance to small communities, and general human service issues. Boards and Commissions: • The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. • The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget. • Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Neighborhood Services division and makes recommendations regarding the use of public funds to meet the needs of low and moderate income residents. The Commission also seeks public participation in assessing needs and identifying strategies to meet these needs. • The Board of Appeals holds appeal hearings on and determines the suitability of alternate materials and methods of construction and to provide for reasonable interpretation of the International Building Code, International Residential Uniform Plumbing Code, National Electrical Code, International Mechanical Code, International Fire Code, Dangerous Building Code and the Iowa City Housing Code. Neighborhood & Development Services Personnel: Neighborhood & Development Services was a new department beginning in fiscal year 2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager's Office. ria FY201W FY2019 FY2020 Total FTEs 1 39.93 42.43 42.43 Neighborhood & Development Services was a new department beginning in fiscal year 2016. The old departments of Housing & Inspection Services and Planning & Community Development were combined. In fiscal year 2018, the Economic Development division was moved from the Neighborhood & Development Services Department to the City Manager's Office. ria Public Works Director: Ron Knoche Administrative Office Location: 410 E. Washington St. Phone: (319) 356-5138 Public Works Department Divisions General Fund: Administration • Engineering Special Revenue: m L�, Streets Operations (Road Use Tax Fund) Enterprise: Wastewater Treatment •Water • Resource Management • Engineering Internal Service: • Equipment MISSION STATEMENT The Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety, and welfare of our community. These services are provided in a manner that will enhance the quality of life of our citizens today and for generations to come. DEPARTMENT DESCRIPTION The Public Works Department is comprised of nine operational areas which operate from various locations throughout the city. The Public Works Administration division manages and coordinates the activities of the department's seven divisions. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers and stormwater systems and is a General Fund account funded primarily through property tax revenue. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. Storm water activity is administered by the Engineering Division. The City of Iowa City has developed programs to reduce the discharge of pollutants carried by storm water into our local waterways. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses and accounted for in the Storm Water Fund enterprise. MA The Streets Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City's street system. The work duties include maintenance and repair of the City's concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. The Wastewater Treatment division ensures the public health and safety of the citizens of Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The division provides proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. The division is supported primarily through user fees. The Water division is responsible for maintaining clean, safe drinking water for the community. Because of the many water sources on two water well sites, Iowa City has the ability to provide an excellent blend of high quality water as well as an abundant capacity. The division produces and distributes high quality water in a quantity sufficient to meet the residential, commercial, industrial, and firefighting needs of the City. The division is supported primarily through user fees. Resource Management oversees Refuse Collection and Landfill activities. Refuse Collection activities protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The activity is supported primarily through user fees. The Landfill serves Johnson County, Kalona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The activity is supported primarily through user fees. The Equipment division provides repair, preventive maintenance and equipment management services for all major City -owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment. The division operates as an internal service fund and is supported through chargebacks to City divisions. Public Works Personnel: `Note — In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. Biz FY2018* FY2019 FY2020 Total FTEs 1 151.50 152.76 155.76 `Note — In FY2018 the Refuse Collection and Landfill activities returned to the Public Works Department. Biz Acting Transportation Services Director: Parking Office Location: Phone: Transit Office Location: Phone: Darian Nagle-Gamm 335 Iowa Avenue (319) 356-5096 1200 South Riverside Dr (319)356-5151 bon B U 5 ON THE 60) www.ebonao.ora MISSION STATEMENT Transportation Services Department Divisions: General Fund: • Administration Enterprise Funds: • Parking • Public Transportation The Iowa City Transportation Services Department is committed to providing convenient, safe and courteous service to the citizens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City's Parking and Public Transportation divisions. All divisions are self-supporting enterprise funds with the exception of the Administration division that is located in the General Fund. The Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Administration division manages the activities of the two divisions and also oversees the Central Business District maintenance operations. The Parking division consists of Administration, On -street, Parking Lot, and Parking Ramp operations. The division oversees the operation of four parking structures with 2,486 off-street spaces, 1,302 on -street and surface parking lot spaces, and 148 designated motorcycle/scooter spaces. M The Public Transportation division consists of Administration, Transit Operations, Fleet Maintenance, and Court Street Transportation Center management. The division operates and maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with Johnson County SEATS for paratransit service. The Court Street Transportation Center is maintained and operated by the Transit Division. Transportation Services Personnel: *Note — In fiscal year 2018, the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. rm FY2018* FY2019 FY2020 Total FTEs 1 76.26 74.76 73.01 *Note — In fiscal year 2018, the Refuse Collection and Landfill activities were moved out of Transportation Services and into the Public Works Department. rm Operations Specialist Location: Phone: Michael Tharp 1801 S. Riverside Drive (319) 356-5045 MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City's Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports in the state. A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight instruction, and charter services. The airport has approximately 30,000 take -offs and landings and sells over 270,000 gallons of jet fuel and aviation gasoline to aircraft operators annually. 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. Boards and Commissions: The Airport Commission exercises all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. 71 The Airport Zoning Commission's duties are: 1. To recommend amendments to the current Iowa City Airport Zoning regulations, including the repeal thereof. 2. To recommend the adoption of new Airport Zoning regulations. The Airport Zoning Board of Adjustment's duties are: 1. To hear and decide appeals where it is alleged there is an error in any order, requirement, decision or determination made by an administrative official in the enforcement of the Airport Zoning Chapter. 2. To hear and decide special exceptions to the terms of the Airport Zoning Chapter upon which such board is required to pass under the Airport Zoning Chapter. 3. To authorize upon appeal in specific cases such variance from the terms of the Airport Zoning Chapter as will not be contrary to the public interest, where owing to special conditions a literal enforcement of the provisions of the Airport Zoning Chapter will result in unnecessary hardship, and so that the spirit of the Airport Zoning Chapter shall be observed and substantial justice done. Airport Personnel: rra FY2018 FY2019 FY2020 Total FTEs 11.00 1.00 1.00 rra City of Iowa City Fund Structure Budgetary Funds Non -Budgetary Funds Special Debt Service Enterprise Capital Projects Internal Service General Fund Revenue Funds Fund Funds Fund Funds General (10**) CID BG (2100) Debt Service Parking (710*) Capital Projects Equipment (810*) (50**) HOME Grant (2110) Transit (715*) Risk Management (8200) Information Road Use Tax (2200) Wastewater (720*) Technology Services 830* Other Shared Water (730*) Central Services Revenues(2300) (8400) Metro Planning Organization of Refuse Collection Health Insurance Johnson County (7400) (8500) 2350 Employee Benefits Landfill (750*) Dental Insurance (2400) (8600) Affordable Housing Airport (7600) (2500) Peninsula Apartments (2510) Storm Water (7700) Agenc Tax Increment Housing Authority Project Green (9102) Financing (26**) (79**) Self -Supporting Municipal Improvement District 2820 Major funds VA] 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 • The General Fund is the City's primary operating fund and includes activities in the following program areas: general government, public works, public safety, culture and recreation, community and economic development, and health and social services. • 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) funding, Road Use Tax receipts; membership contributions to the Metropolitan Planning Organization of Johnson County, taxes generated for a Self -Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts. • The Debt Service Fund accounts for principal and interest payments on the City's general long-term debt. Funding is provided by the debt service property tax levy, transfers from Water Operations, and loan repayments. • Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000. • Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City's only permanent fund, the Cemetery Perpetual Care Fund, was merged into the General Fund in fiscal year 2017. Proprietary Funds • Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse Collection, Landfill, and Storm Water. The Airport and Iowa City Housing Authority are also classified as enterprise funds. 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. The Transit and Airport funds both receive an operating subsidy from the General Fund. 74 • Internal Service funds (non -budgetary) are also self-supporting and financed on a cost - reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa's budget filing requirements, nor are they reflected in the government -wide financial statements. These funds are also not included in the Major fund determinations. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds • Agency funds (non -budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government -wide financial statements. The City has one agency fund, which is not presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. Major Funds During the preparation of the City's Comprehensive Annual Financial Report, (CAFR), funds are evaluated based upon the level of their assets, liabilities, revenues, and expenditures/expenses to determine whether or not they are a major fund. Governmental accounting standards sets forth the following minimum provisions for determining which governmental and enterprise funds to treat as a major fund: The City's main operating fund, the General Fund is always reported as major. Other funds would be classified as major if the following two conditions are met: 1. Total assets, liabilities, revenues, or expenditures/expenses of the individual governmental or enterprise fund are at least 10 percent of the corresponding total of all funds of that category; and 2. Total assets, liabilities, revenues or expenditures/expenses of the individual governmental or enterprise fund are at least 5 percent of the total for all governmental and enterprise funds combined. If a fund is determined to be a major fund, its financial information is reported separately in the City's CAFR and cannot be reported in aggregate with other nonmajor funds of its fund category (governmental or enterprise). For budgetary presentation, all of the City's funds are presented individually. M1 Departments & Divisions by Fund General Fund General Fund Neighborhood & Development Services City Council NDS Administration City Council Development Services Revenue Neighborhood Services City Clerk Fire Training City Clerk Police Administration Parks & Recreation City Attorney Parks & Recreation Administration City Attorney Recreation Park Maintenance City Manager Cemetery Operations City Manager Communications Office Human Resources Library Human Rights Library Operations Economic Development Library Foundation Finance Finance Administration Fire Accounting Fire Administration Purchasing Fire Emergency Operations Revenue Fire Prevention Fire Training Police Police Administration Police Support Services Senior Center Police Field Operations Senior Center Operations Public Works Transportation Services Public Works Administration Transportation Services Administration Engineering Services Debt Service Fund Finance Finance Administration Debt Service Fund VM Departments & Divisions by Fund Special Revenue Funds CDBG Fund Affordable Housing Fund Neighborhood & Development Services Neighborhood & Development Services Neighborhood Services Neighborhood Services HOME Grant Fund Neighborhood & Development Services Neighborhood Services Road Use Tax Fund Public Works Streets Operations Other Shared Revenues Fund Neighborhood & Development Services Neighborhood Services Peninsula Apartments Fund Neighborhood & Development Services Neighborhood Services Tax Increment Financing Fund Finance Finance Administration SSMID - Downtown Finance Finance Administration Metro Planning Organization of Johnson County Neighborhood & Development Services Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration ra Departments & Divisions by Fund rise Funds Parking Fund Airport Fund Transportation Services Airport Parking Operations Airport Operations Transit Fund Storm Water Fund Transportation Services Public Works Public Transportation Engineering Services Wastewater Fund Refuse Collection Fund Public Works Public Works Wastewater Operations Resource Management Water Fund Housing Authority Fund Public Works Neighborhood & Development Services Water Operations Neighborhood Services Landfill Fund Public Works Resource Management Internal Service Funds Equipment Fund Public Works Equipment Services Risk Management Reserve Finance Risk Management Information Technology Services Fund Finance Central Services Fund Finance Purchasing Health Insurance Reserve Finance Finance Administration Dental Insurance Reserve Finance Information Technology Services Finance Administration na F Y 2 0 2 0 FINANCIAL SUMMARY Preparation of the Financial Plan Financial and Fiscal Policies Long Range Financial Planning All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfer Schedules Personnel Full Time Equivalents (FTE) IU:14:0ZLAI Is] 01 Eel a9:1:81101 1Eel M0 Wil ►1 Introduction This Three -Year Financial Plan is for fiscal years 2019 through 2021. The Financial Plan includes the current year revised budget (fiscal year 2019), the one-year annual budget as required by Iowa Code (fiscal year 2020), and provides an additional projection year (fiscal year 2021) as a planning tool. The City's fiscal year begins on July 1 and ends June 30. 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 Financial Plan also permits a more comprehensive review of the City's financial condition, allowing analysis of current and future needs and requirements. During preparation of the plan, careful review is made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service obligations, bond financing needs, capital outlay for equipment purchases, and major capital improvement projects. Long range financial plans are developed for debt service obligations, capital improvement projects, and other areas that have been identified as areas of risk, need, or general prudence. This document contains operating budgets for the governmental funds: general, special revenue, debt service, capital project and permanent funds. It also includes budgets for the proprietary funds: enterprise 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. Budget projections are summarized by major revenue and expenditure categories within each division. A separate multi-year Capital Improvements Program (CIP) shows projected capital revenues and expenditures for years 2019 through 2023. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City's fiscal year 2020 budget for all funds and fund types including proprietary funds. The modified accrual basis of accounting used in the preparation of the fiscal year 2020 budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. All of the City's governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) and measurable (the amount of the transaction can be determined). Revenue accrued includes property taxes, intergovernmental revenue, and interest earned on investments (if they are collected within 60 days after the year-end). Expenditures are recorded when the related fund liability is incurred. Principal and interest on long-term debt, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. This basis differs from that used in the CAFR for the government -wide financial statements and the proprietary fund statements. The government -wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City's CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department 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 August each year, the Finance Department meets with Department Directors and Division Heads to review and discuss their goals and performance measures. These are reviewed against the City's long-term strategic plan and updated as necessary. The Finance Department then collects the data from each division and prepares the performance measurement results. Also in August, the City Council holds a work session to discuss their budget goals and priorities for the upcoming year. In September, forms and instructions are delivered to departments for the annual update to the Five -Year Capital Improvement Program. The status of prior year projects is reviewed as well as the long-term debt projections. Updates to projects already in the Program, requests for new projects including their cost estimate, availability of outside funding sources, operating impact, and rating score are submitted by departments. In early October, Department Directors and Division Heads are able to access their respective budget projections. They can make adjustments to their operating budget during this time. The Finance Department compiles salary projections, history of each department/division's actual line item expenditures, and projected revenues and costs covered by the Financial Plan. (The Finance Department projects revenues individually and uses a combination of inflation factors and individual costs to project expenditures.) During October, the Finance Department produces the preliminary Capital Improvement Program. This is reviewed through a series of meetings by a Capital Project Review Committee and modifications are made based on project timing and coordination, community development, funding availability, and other factors. In late October, budget entry is restricted and only accessible to the Finance Department, and the Finance Department issues the proposed Five -Year Capital Improvement Program. era In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. Long range financial plans are reviewed and integrated into the annual budget and rate or budget adjustments are determined. All budget forms and adjustments are forwarded to the City Manager. By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. The proposed Five -Year Capital Improvement Program, division performance measures and goals, and the annual and projected budget are combined into one document. The proposed Financial Plan document is then printed. City Council reviews the proposed Financial Plan document during the month of January. In February, the proposed Financial Plan document and a memo of City Council's changes are presented to the public. A notice of public hearing is published at least ten days but not more than 20 days prior to the final adoption. In March, the final Three -Year Financial Plan and Five -Year Capital Improvement Program are adopted by the City Council following a public hearing. 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. If increases to service rates or charges are included as part of the next year's budget, those rate changes are then adopted in March following adoption of the budget. Amending the Adopted Budget Budget amendments are typically presented to the City Council twice a year, with a public hearing held each time to allow for citizen input. The first public hearing is usually held in early fall, and the second and/or final hearing is in late spring. All amendments must be formally approved and certified to the State of Iowa by May 31st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be 'carried -forward' or re -appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department's budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department's budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity's budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re -appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City's budget amendment policy. Following the completion of the next year's budget process and approval in March, the second budget amendment is compiled and submitted for City Council approval. Budget Reporting In accordance with Code of Iowa, the City Council annually adopts a budget following required public notice and hearing which includes all funds, except internal service funds and agency funds. Formal and legal budgetary control is based upon nine major classes of expenditures known as functions, not by fund or fund type. These nine functions are: Public Safety, Public Works, Health and Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. The legal level control is at the aggregated function level, not at the fund or fund type level. Financial statements which compare the fiscal year's actual revenues and expenditures to budgeted authority are published by the 31st of December immediately following the end of the fiscal year (June 30). These statements are also presented for the City, as a whole, in the notes to that year's Financial Report. Legal compliance is met if actual expenditures do not exceed the budgeted expenditures for each of the nine functions. REI Financial Plan Preparation Schedule August 7, 2018 City Council work session discussion regarding fiscal year 2020 budget goals. August 7 — August 31, 2018 Finance Department meets with each division to review division performance measures and goals, and their alignment with City Council strategic plan. Performance measurement data is compiled and summarized. August 31, 2018 Capital Improvement Program forms and instructions are distributed to departments. September 21, 2018 Capital Improvement Program forms are due to the Finance Department. September 26, 2018 At the department staff meeting, directors will review fiscal policies and priorities, present special budget issues, distribute budget manuals, and instruct staff on budget preparation process and schedule. September 27 — October 19, 2018 Munis system is available for departments to enter fiscal year 2020 line item budgets, add fiscal year 2020 budget requests for each activity, and amend fiscal year 2019 line item budgets. Finance Department develops personnel budget through consultation with the Human Resource department and each individual department. October 5, 2018 Finance Department produces preliminary Five -Year Capital Improvement Program with project rankings. October 10, 2018 Capital Improvement Program review committee reviews project requests and rankings; committee makes amendments to the preliminary Program. October 19, 2018 Department directors deliver budget summary to City Manager's office and Finance Department. Munis financial system is closed for departmental updates. Finance Department produces amended Five -Year Capital Improvement Program with updated project rankings. October 25, 2018 Capital Improvement Program review committee reviews amended program and makes final Program adjustments. October 29 — November 16, 2018 City Manager and Finance Director meet with each department to discuss their divisions' fiscal year 2020 budget requests and submittals, fiscal year 2019 revised budgets, performance measures, and goals. Finance Department reviews and updates long range financial plans. riy November 17 — November 30, 2018 City Manager's office reviews budget requests to determine budget issues and discussion items; a comprehensive summary of significant budget issues is prepared. The Finance Department combines budget requests and long range financial plans, and prepares financial summaries. December 7, 2018 City Manager and Finance Department finalize departmental fiscal year 2020 budget requests, fiscal year 2019 revised budgets, Five -Year Capital Improvement Program, division goals and performance measures, and long range financial plans. December 21, 2018 Preliminary City budget document including the Three -Year Financial Plan, the Five - Year Capital Improvement Program, and division goals and performance measures is distributed to City Council. January 5 — February 5, 2019 City Manager and City Council discuss budget process overview, budget environment, proposed budget, Capital Improvement Program, significant budget issues, and to incorporate Council policy preferences. February 19, 2019 City Council approves notices of public hearing on the proposed fiscal year 2020 budget and the fiscal year 2019 revised budget. February 22, 2019 Publication of notice of public hearing on the proposed fiscal year 2020 budget and revised fiscal year 2019 budget. City budget made available for public inspection at city hall and library. March 12, 2019 Following public hearings, the fiscal year 2020 budget, the Three -Year Financial Plan, the Five -Year Capital Improvement Program, and the fiscal year 2019 revised budget are adopted by City Council. March 15, 2019 Adopted fiscal year 2020 budget and fiscal year 2019 revised budget are certified with Johnson County Auditor. March 19, 2019 City Council sets the hearings for service fee and rate changes for fiscal year 2020, if necessary. July 1, 2019 New fiscal year begins. riy 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 quarterly reports comparing actual revenues and expenditures to budget. • Operating budgets are established on a fund/department/division/activity basis. • A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected increases in service delivery costs, budgeted annually, at approximately one percent of expenditures and transfers out. • Budget amendments may be submitted twice per year and require approval of the Department Director, the Finance Director, and the City Manager. The City Council formally reviews and approves all budget amendments processed by staff twice per year — once in the late summer/early fall and once in the spring. 1) 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 incurred as of the end of the fiscal year. 2) Emergency Reserve funds will be transferred to operations for the following purposes: • to provide natural or other disaster response or mitigation funding/interim loans • to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance • to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes • to avoid any defaults from the payment of long term or bonded debts • to assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and facilities to avoid the issuance of long-term debt • for any other financial emergencies declared by the City Council rrA 3) Departments may request to carry-over appropriations into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager, and are amended into the following year's budget. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: • The appropriation must be for an item or service specifically listed in the requesting department's budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. • The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity's budget, or 2) $5,000. • All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. • Capital improvement projects that span across fiscal years must be re -appropriated each year in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations at year- end. These unspent project appropriations are included as part of the budget amendment for the following fiscal year. OPERATING BUDGET PREPARATION CRITERIA General Guidelines: • Maintain the fiscal integrity of the City's operating and capital improvement budgets in order to provide services and to construct and maintain the City's infrastructure. • Maintain the City's responsible fiscal position and Aaa bond rating. • 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 community 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 community's willingness to pay and the City's available resources. • Base decisions to reduce service levels or eliminate activities on City Council's strategic plan 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. eia • Revise user fee rate structures to recover the cost of the service provided to the benefiting customers while maintaining sensitivity to low income residents. Expenditure Guidelines: • Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk managementlemployee safety, and employee training. REVENUE POLICIES • The City will 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 competitive 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 financial goal of the Recreation division is for program fees to provide 40% of the division's funding. • Parking, Refuse, Wastewater Treatment, Storm Water, Landfill, and Water funds will be self-supporting through user fees. Self-supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items using a GAAP basis of accounting. • 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). ECONOMIC DEVELOPMENT POLICIES • Alignment with the City's Strategic Plan will provide the first indicator about whether a project may be eligible for TIF. • The City will continue to seek projects that diversify existing uses in the given urban renewal area. Such projects may include Class A office, hotel, entertainment, and residential uses, provided market studies and financial analysis support such investment. • New office and mixed-use building projects receiving TIF in any urban renewal area shall be certified Silver or better under the LEED for New Construction Rating System current at the time of design development. New Residential projects shall be certified Silver under the National Green Building Standard or the LEED Green Building Rating System appropriate to the building type. For LEED projects, at least 8 points shall be awarded for the LEED-NC Optimize Energy Performance credit. • Applications for TIF support for downtown projects must indicate how the proposed project will help fulfill the overall vision of the downtown portion of the Downtown and Riverfront Crossings Plan, while encouraging appropriate infill redevelopment with a mix of building uses. Building heights must conform to the Desired Heights map in the Plan or provide exceptional public benefits to be considered otherwise. The provisions of this section will apply until a Downtown Form -Based Code or urban design plan is adopted. • Properties in the downtown area are designated one of four ways in relation to historic preservation and affect whether a project may be eligible for TIF. More detail is available on this policy. • TIF projects in any urban renewal area with a residential component as part of the project must provide a minimum of 15% of the units as affordable to tenants at or below 60% AMI (area median income). If those housing units are for sale, units will be targeted to households at or below 110% AMI. • The City will not contract with or provide any economic development incentives to any person or entity who has participated in wage theft by violation of the Iowa Wage Payment Collection law, the Iowa Minimum Wage Act, the Federal Fair Labor Standards Act (FLSA) or any comparable state statute or local ordinance, which governs the payment of wages. • When a TIF project is based on the creation or retention of jobs, certain wage thresholds must be met to help ensure the City's financial participation only serves to increase the average area wage. As a policy to incentivize the addition of high paying jobs to the local economy, a jobs -based TIF incentive would be structured using the thresholds of the State of Iowa High Quality Jobs Program. • Recognizing that some non-profit activity and/or investment in public infrastructure may influence additional private economic development activity, TIF may be an appropriate tool to further investment in Iowa City's cultural and/or natural assets, such as Arts and cultural activities or facilities, historic preservation, public improvements that serve as a catalyst for the economic development of the urban renewal area. • Designed to provide a consistent and transparent process for the review and analysis of all applications for TIF assistance, applications must be complete, must demonstrate sufficient need for the City's financial assistance, such that without it, the project would not occur, it should be understood that the preferred form of TIF is rebate, developer equity must be equal to or greater than City funding, and it must be project based in that the project must generate TIF increment sufficient to be self-supporting. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES • The City will develop a five-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 five-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund. Fm • Funding for projects should be obtained through borrowing from: • bond market, general obligation or revenue bonds • enterprise fund operations and reserves • internal loans • The City may utilize General Fund cash balances to fund capital projects whenever 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, and will be budgeted at approximately one percent of expenditures. • Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 25% of total revenues and transfers in, with a ceiling of 35%. Fund balances in excess of 35% will be transferred to the City's Emergency fund, used to retire outstanding debt, be used to provide property tax relief, or be used for facility replacement. • The City will maintain an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. • Debt reserves will be maintained in accordance with applicable bond covenants in the Water, Wastewater, Parking, and business -type funds with outstanding revenue bonds. • Reserves will be maintained in the City's business -type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 35% of revenues and transfers in. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs. • Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Equipment Replacement, Fyi Information Technology Services, Central Services, Cable Television Equipment, and Library Computer Equipment. • Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve, Health and Dental Insurance Reserves. Excess reserve balances may be transferred to the Emergency fund if the City's OPEB liabilities are not fully funded. • All City trucks, cars and necessary accessories will be maintained on a replacement cost basis each year. A separate reserve fund has been set up to fund these replacements. Additions to the fleet are made through allocations in the annual budget. Only Fire Department fire trucks and equipment and Transit buses will be eligible to be purchased through the issuance of debt. • All general obligation debt will be paid from the Debt Service Fund. General Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). DEBT POLICIES • Debt shall only be used to finance capital improvement projects, firefighting equipment, affordable housing developments, participation in state or federal tax credit programs, or economic development projects. Funding non -emergency capital improvement projects shall not be authorized by the City Council unless the project has been included in the Five - Year Capital Improvement Plan (CIP). • The City shall strive to limit debt and to fund projects on a pay-as-you-go basis when possible. • The City shall manage its debt program so that the amount of net direct debt outstanding at any time does not exceed 1.50% of the City's total assessed value. The City shall strive to meet the Moody's Aaa benchmark of net direct debt outstanding of .75% of the City's total assessed value. The City's total outstanding long-term debt will adhere to State law which sets the limit at 5% of the city's total assessed value. The use of annually appropriated debt obligations for the purpose of circumventing the debt limits of this policy is prohibited. • The City's debt service property tax levy shall not exceed 30% of the total property tax levy. • The City may finance capital needs through the issuance of revenue -secured debt obligations. For new issues, the amount of revenue -secured debt obligations issued should have a projected minimum revenue coverage ratio of at least 1.25 times annual debt service at issuance. • Debt will be structured for the shortest period consistent with a fair allocation of costs to current and future beneficiaries or users. General obligation bonds will be limited to State law as to the length of debt. • To the extent possible, repayment of debt should be structured so as to rapidly pay down principal and should use a level principal or other rapidly amortizing structure whenever possible. Long-term bonded debt should, as a general rule, be structured with level debt service payments. Fra • The City may use lease -purchase obligations in lieu of bonded debt. Use of these instruments will be limited to specific projects or purposes and will not be utilized as a general practice for the financing of capital improvement projects. • The City may enter into agreements with commercial banks or other financial entities for purposes of acquiring lines of credit that shall provide access to credit under terms and conditions as specified in such agreements. • The City may choose to issue Bond Anticipation Notes (BANS) or similar structures as a source of interim financing. Tax and Revenue Anticipation Notes will be used only on an emergency basis and will not be used as a general practice to finance ongoing operations. • General Obligation new money bonds shall be issued by competitive sale. Debt, except for General Obligation new money bonds, may be sold through a negotiated sale or a private placement or limited public offering where it is determined to be the best method to achieve a lower interest cost and/or effectively market the debt. • The City may issue refunding bonds when legally permissible and prudent. The net present value savings for an advanced refunding should equal or exceed seven percent. The net present value savings for a current refunding should equal or exceed five percent. The City may choose to refund outstanding indebtedness when existing bond covenants or other financial structures impinge on prudent and sound financial management regardless of projected net present value savings. • The City's preferred rating agency will be Moody's Investors Service. The City will strive to maintain a Moody's bond rating of 'Aaa' for its General Obligation Unlimited Tax (GOULT) bonded indebtedness. The City will strive to maintain a Moody's rating of 'A3' or higher for its revenue bonded indebtedness. • The City, as a practice, will not use derivative products in financing transactions. • The Finance Director shall provide the City Manager and City Council an annual long-term debt disclosure report within 210 days after the fiscal year-end regarding the City's outstanding debt and debt program. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES • Quarterly financial reports will be prepared and submitted to the City Council. • A three-year financial plan for all operating funds will be prepared by the City Manager and presented to the City Council for their review. This will include the current revised year and two projected years. • A Five -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. 1.061 Long Range Financial Planning Long range financial planning is conducted by the City in numerous areas of the City's financial operations. Where long range financial plans are prepared, the applicable years of the plans are incorporated into the annual budget process and the three-year financial plan. Discussion of some of the City's operations and their long range financial planning and projections is provided below. Major Fund Financial Projections In each major operating fund, there is a long-term financial projection included at the end of each Fund Summary. Each long-term projection is presented through the year 2025 and includes a trend analysis and a chart of revenues and expenditures. These projections are done through a software package known as Whitebirch. Major funds that have long-term financial projections incorporated are the General Fund, Employee Benefits Fund, Debt Service Fund, Parking Fund, Transit Fund, Wastewater Fund, Water Fund, Refuse Collection Fund, Landfill Fund, and the Storm Water Fund. The Housing Authority Fund does not include a long-term financial projection as this is entirely dependent on federal grant funding and will fluctuate for factors beyond the control of the City Council or management. One non -major fund that also incorporates a long-term financial projection is the Road Use Tax Fund. A long-term financial projection is included for the Road Use Tax Fund due to the importance of this fund's activities to the City's overall operation and its relevance to the General Fund and Employee Benefits Fund. Impact of State property tax reform On May 22, 2013, the State of Iowa legislature passed a property tax reform bill (SF295) that will have a significant impact on the City's ability to finance services in the future. The property tax reform bill has multiple components including changes to the taxability of residential, multi - residential, commercial, and industrial property. A'backfill' or replacement of local property taxes with State funding was established to provide financial assistance to local governing jurisdictions affected by the property tax legislation. The City funds for which property tax is a significant funding source include the General Fund, the Debt Service Fund, the Employee Benefits Fund, the Transit Fund, the SSMID-Downtown District Fund, and the Tax Increment Financing Fund. Property tax also supports the Road Use Tax Fund, the Airport Fund, and the Metro Planning Organization of Johnson County (MPOJC) Fund through subsidy transfers from the Employee Benefits Fund and the General Fund. Below is a summary of the estimated financial impact of the provisions of SF295 to the City over its first ten years. PE! (1) 3% annual value growth (2) At FY14tax rate The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) to assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and facilities to avoid the issuance of long-term debt, and 6) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2020 is $5,071,882, which can be found as part of the General Fund section. The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, $2,080,228 in fiscal year 2016, $1,582,567 in fiscal year 2017, $1,546,743 in fiscal year 2018, and is estimated to be $1,719,020 in fiscal year 2019 and $1,542,311 in fiscal year 2020. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds W-1 Not Subject to State Backfill Subject to State Backfill Multi -Residential 3%Growth Com/Ind Com/Ind Com/Ind Total Property Properties (1) Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction FY15 $ - $ 306,121 $ - $ 3060121 $ 100150119 $ - $ 100150119 $ 103210240 FY16 - 6270423 - 6270423 100170657 100170657 2,0350314 206620737 FY17 8510745 9820915 - 108340660 7300102 7300102 104600203 302940863 FY18 101160560 103500772 30651 204700982 7300102 7300102 104600203 309310186 FY19 103960497 107570911 500443 302040852 7300102 7300102 104600203 406650055 FY20 10692,226 201770375 540219 309230821 7300102 7300102 104600203 503840024 FY21 200040442 206380952 1090644 407530038 7300102 7300102 104600203 602130242 FY22 203330868 301150578 1130569 505630014 7300102 7300102 104600203 700230218 FY23 206810255 306370715 1740931 604930902 7300102 7300102 104600203 709540105 FY24 304280308 401770423 1790019 707840750 7300102 7300102 104600203 902440954 Total $ 1505040902 $20,772,185 $6850477 $36,962,564 $ 708730589 $ 608580470 $14,732,059 $ 5106940623 (1) 3% annual value growth (2) At FY14tax rate The strategy that the City has undertaken is to 1) seek revenue diversification, 2) build contingency funding to provide for unexpected events, and 3) work to build a more efficient organization and to control spending. As part of this strategy, the City has created an Emergency Reserve fund that is an assigned portion of the General Fund. The targeted balance for this reserve is the amount of the State reimbursement for the commercial/industrial property tax replacement plus the City's pension and OPEB liabilities. The Emergency Reserve is assigned for the following purposes: 1) to provide natural or other disaster response or mitigation funding/interim loans, 2) to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, 3) to mitigate pension, insurance or health care funding anomalies, emergencies, or spikes, 4) to avoid any defaults from the payment of long term or bonded debts, 5) to assist in the rehabilitation or replacement of fully depreciated or outdated municipal buildings and facilities to avoid the issuance of long-term debt, and 6) for any other financial emergencies declared by the City Council. The Emergency Reserve estimated balance for fiscal year 2020 is $5,071,882, which can be found as part of the General Fund section. The backfill revenue received from the State of Iowa to replace property tax revenues lost due to the rollback of commercial and industrial property was $1,048,359 in fiscal year 2015, $2,080,228 in fiscal year 2016, $1,582,567 in fiscal year 2017, $1,546,743 in fiscal year 2018, and is estimated to be $1,719,020 in fiscal year 2019 and $1,542,311 in fiscal year 2020. Landfill Replacement & Closure Reserves The Landfill Fund maintains a number of reserves that serve various purposes. Some of these reserves are required by law and some are created by management to financially prepare for future occurrences. Legally, the City is required to maintain and fund a closure and a post -closure reserve to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In order to comply with these funding requirements, the City hires a certified landfill engineering firm to calculate the future cost requirements and to provide us with a certified report. The City is required to have a pro -rated share of this funding placed into the proper closure and post -closure funds W-1 based upon the amount of tonnage that the landfill can accept versus how much has actually been deposited. The City maintains these accounting records and files a funding report with the State of Iowa annually. The estimated balances for fiscal year 2020 in the closure and post -closure funds are $2,823,157 and $10,975,913, respectfully. The City also maintains a reserve to set funds aside for the construction of new landfill cells as current ones are closed. A cost -per -ton for landfill cell replacement has been calculated based on the actual costs to replace the last landfill cell. Each quarter, as trash is deposited into the landfill, a cost -per -ton transfer is made from the landfill operations to the replacement reserve. These funds are intended to eliminate future borrowing or significant rate adjustments in order to open new cells. The budgeted balance for the landfill cell replacement reserve for fiscal year 2020 is $9,401,348. At June 30, 2018, it is estimated that the landfill had deposited 4,332,967 tons versus its permitted capacity of 5,250,000 or 82.53%. Transit & Equipment replacement reserves The City maintains long-term replacement reserves including cable television equipment, library equipment, vehicles and heavy equipment, information technology equipment replacement, and public transportation buses and facilities. Included in the operating budget are transfers and internal charges to the replacement reserves for the purpose of funding the replacement of these types of equipment. The transfers are equivalent to the annual depreciation on the equipment so that these replacements are fully funded when they are necessary. The replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation due to the availability of state and federal grants to make these purchases. Transit buses and facilities are depreciated using the straight-line method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement funds for fiscal year 2020 are as follows: Reserve Fund Balance Library equipment equipment General $ 350,076 Public transportation buses & facilities Transit $ 4,093,476 Vehicles and heavy equipment Equipment $ 13,017,650 Cable television equipment General $ 125,084 Info technology equipment ITS $ 286,584 The City also collects funds to replace copy machines through a charge -per -copy that is collected in the Central Services Fund. This fund is projected to have $724,234 in fund balance at the end of fiscal year 2020 available for the replacement of copy machines. Risk Management and Health & Dental Insurance Reserves (OPEB) The City contracts for actuarial services for the purpose of calculating and maintaining reserves that are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future expenditures are determined for risk management (liability, workers compensation, and property insurance) payments, health and dental insurance payments, and retiree health and dental insurance benefits. Actuarial calculations are updated annually and help determine internal charge rates and premium rates for risk management and health insurance charges. The estimated Risk Fiy Management fund reserve for fiscal year 2020 is $3,770,978. The estimated Health Insurance reserve for fiscal year 2020 is $12,128,396 of which $7,589,740 is being reserved for Other Post - Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial assumption of a 3.87% discount rate, an inflation rate of 2.6% per annum, a salary increase rate of 3.25%, and an annual medical trend rate of 9.0% decreasing 0.5% each year to a 5% ultimate medical trend rate. The estimated Dental Insurance reserve for fiscal year 2020 is $216,631. Capital Project Plan The five-year capital improvement program (CIP) is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City's financial and operational demands. The City's five- year capital improvement plan is integrated into the City's financial plan and annual budget. This plan also coordinates with the City's long range debt planning to ensure that sufficient debt funding is available at the time improvements are needed or expected. The projected debt issues in the program have been integrated into the Debt Service Fund's budget. Below is the five-year capital improvement plan expenditure summary by division. Airport Cemetery City Manager Development Services Equipment Fire Information Technology Landfill Library Parking Operations Parks Administration Parks Maintenance Police Public Works Administration Recreation Senior Ce me r Storm Wate r Street Operations Transit Operations Wastewater Treatment Water Operations TOTAL Capital Improvement Plan 2019-2023 Summary by Division 2019 2020 2021 2022 2023 Total $ 392,000 $ 658,250 $ 475,000 $ 1,170,000 $ 1,250,000 $ 3,945,250 50,000 50,000 6,500,000 6,500,000 400,000 400,000 123,200 123,200 1,480,000 1,300,000 1,900,000 4,680,000 275,000 275,000 835,000 520,000 800,000 45,000 455,000 2,655,000 25,800 400,000 425,800 510,000 675,000 1,320,000 575,000 300,000 3,380,000 50,000 217,000 281,000 50,000 50,000 648,000 8,315,000 1,325,000 1,450,000 1,365,000 3,670,000 16,125,000 424,750 424,750 3,775,000 3,775,000 495,000 977,569 110,000 690,000 50,000 2,322,569 50,000 50,000 350,000 100,000 50,000 600,000 315,000 915,000 380,000 1,280,000 240,000 3,130,000 9,392,970 17,758,253 13,531,253 10,741,753 18,064,253 69,488,482 220,000 50,000 18,000,000 50,000 18,320,000 1,455,500 2,940,000 1,870,000 2,025,000 10,795,500 19,086,000 882,100 3,797,350 660,000 974,000 690,000 7,003,450 $34,436,320 $31,313,422 $21,327,253 $38,715,753 $37,564,753 $163,357,501 Total expenditures for the Capital Improvement Program for years 2019 - 2023 are $163,357,501. Total funding sources for the Capital Improvement Program for year 2019 - 2023 are $163,522,501. PYA City of Iowa City All Fund Summary Fiscal Year 2020 Employee 150,377 137,882 General Benefits Debt Service Parking Transit Wastewater Water Fund (10**) Fund (2400) Fund (50**) Fund (710*) Fund (715*) Fund (720*) Fund (730*) Estimated Fund Balance 7/1/2019 $ 33,539,782 $ 3,528,299 $ 8,762,608 $ 10,937,211 $ 6,481,424 $ 19,306,462 $ 12,051,886 Revenues Property Taxes Other City Taxes Licenses, Permits, & Fees Use of Money and Property Intergovem mental Charges for Fees and Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In Total Revenues & Transfers In $ 36,175,697 $ 12,210,209 $ 11,556,771 $ 2,459,443 150,377 137,882 2,576,370 - - 1,111,577 - 120,370 3,909,650 619,830 302,669 1,366,366 - - 6,177,874 5,000 - 561.177 - 54.525 - - 9,440 - 123,441 222,262 277,683 281,236 - 2,121,850 - - 5,769,420 1,984,150 11,433,056 9,331,360 190,490 72,740 48,133 15,810 54,338,154 12,985,416 12,172,217 6,083,351 4,401,002 11,768,312 9,628,406 12,294,657 - 1,079,920 1,021,221 3,982,905 4,686,300 2,003,729 $ 66,632,811 $ 12,985,416 $ 13,252,137 $ 7,104,572 $ 8,383,907 $ 16,454,612 $ 11,632,135 Expenditures by Department 58,699,619 City Council $ 153,065 $ - $ - $ - $ City Clerk 570,679 - - - City Attorney 873,609 - - - City Manager 4,248,782 - - - Finance 4,443,762 1,292,628 12,942,725 - Police 14,843,901 - - - Fire 8,517,508 - - - Parks & Recreation 9,227,677 - - - Library 6,920,059 - - - Senior Center 941,522 - - - Neighborhood & Dvlpmt Services 4,675,804 - - - Public Works 2,666,172 - - - Transportation Services 617,078 - - 6,609,133 Airport - - - - Governmental Projects - - - - Enterprise Projects - - - - 7,617,583 9,447,539 8,680,649 Sub -Total Expenditures 58,699,619 1,292,628 12,942,725 6,609,133 7,617,583 9,447,539 8,680,649 Transfers Out 6,477,420 11,388,578 - 1,945,957 275,000 5,875,300 3,060,079 Total Expenditures & Transfers Out $ 65,177,039 $ 12,681,206 $ 12,942,725 $ 8,555,090 $ 7,892,583 $ 15,322,839 $ 11,740,728 Estimated Fund Balance 613012020 $ 34,995,554 $ 3,832,509 $ 9,072,020 $ 9,486,694 $ 6,972,748 $ 20,438,235 $ 11,943,293 Restricted, Committed, Assigned 9,378,961 - 2,047,947 1,500,000 4,093,476 6,302,368 3,832,224 Unassigned Fund Balance 613012020 $ 25,616,592 $ 3,832,509 $ 7,024,072 $ 7,986,694 $ 2,879,273 $ 14,135,867 $ 8,111,069 Additional information regarding changes in fund balances can be found within individual fund summaries. PI7 City of Iowa City All Fund Summary Fiscal Year 2020 Refuse Housing Capital Non -Major Total Total Collection Landfill Storm Water Authority Projects Budgetary Budgetary Non -Budgetary All Fund (7400) Fund (750*) Fund (770*) Fund (79**) Fund Funds Funds Funds Funds $ 1,280,572 $ 24,672,414 $ 678,435 $ 5,083,877 $ 643,850 $ 6,613,517 $ 133,580,338 $ 32,838,033 $ 166,418,371 $ - $ - $ - $ - $ - $ 356,980 $ 60,299,657 $ - $ 60,299,657 - - - - - 3,450,835 6,198,537 - 6,198,537 - - - - - - 2,585,810 - 2,585,810 13,833 549,424 10,000 409,160 - 479,825 3,598,811 444,699 4,043,510 - 20,000 - 9,142,572 9,620,401 10,076,614 35,813,586 618,650 36,432,236 3,656,150 6,351,093 1,709,510 - - 21,000 41,622,105 592,932 42,215,037 - 74,265 7,500 41,330 100,000 65,830 6,798,972 19,466,032 26,265,004 - - - 13,496 12,157,340 212,000 12,998,538 98,000 13,096,538 3,669,983 6,994,782 1,727,010 9,606,558 21,877,741 14,663,084 169,916,016 21,220,313 191,136,329 2,000 1,326,984 1,000 29,290 12,246,676 1,674,624 40,349,306 - 40,349,306 $ 3,671,983 $ 8,321,766 $ 1,728,010 $ 9,635,848 $ 34,124,417 $ 16,337,708 $ 210,265,321 $ 21,220,313 $ 231,485,634 153,065 $ - $ 153,065 - - - - - - 570,679 - 570,679 - - - - - - 873,609 - 873,609 - - - - - - 4,248,782 - 4,248,782 - - - - - 1,567,894 20,247,009 13,394,955 33,641,964 - - - - - - 14,843,901 - 14,843,901 - - - - - - 8,517,508 - 8,517,508 - - - - - - 9,227,677 - 9,227,677 - - - - - - 6,920,059 - 6,920,059 - - - - - - 941,522 - 941,522 - - - 9,339,315 - 2,710,867 16,725,986 - 16,725,986 - - 670,948 - - 6,534,321 27,999,629 6,440,370 34,439,999 3,718,219 5,209,997 - - - - 23,772,010 - 23,772,010 - - - - - 364,678 364,678 - 364,678 - - - - 21,807,822 - 21,807,822 - 21,807,822 - 9 SSS 480 - 9 SSS 480 - 9 SSS 480 3,718,219 5,209,997 670,948 9,339,315 31,363,282 11,177,760 166,769,397 19,835,325 186,604,722 - 2,814,603 990,000 49,483 1,750,000 5,722,886 40,349,306 - 40,349,306 $ 3,718,219 $ 8,024,600 $ 1,660,948 $ 9,388,798 $ 33,113,282 $ 16,900,646 $ 207,118,703 $ 19,835,325 $ 226,954,027 $ 1,234,336 $ 24,969,581 $ 745,497 $ 5,330,927 $ 1,654,985 $ 6,050,579 $ 136,726,956 $ 34,223,022 $ 170,949,978 - 23,379,756 - 1,139,718 - 954,750 52,629,200 20,893,975 73,523,175 $ 1,234,336 $ 1,589,824 $ 745,497 $ 4,191,209 $ 1,654,985 $ 5,095,830 $ 84,097,756 $ 13,329,047 $ 97,426,803 FF] City of Iowa City Non -Major Budgetary Fund Summary Fiscal Year 2020 Additional information regarding changes in fund balances can be found within individual fund summaries 11116 Other Metro Road Shared Planning Ong. Affordable CDBG HOME Grant Use Tax Revenue of Jo. Co. Housing Fund (2100) Fund (2110) Fund (2200) Fund (2300) Fund (2350) Fund (2500) Estimated Fund Balance 7/1/2019 $ 284,065 $ 147,069 $ 3,559,413 $ 3,968 $ 253,223 $ 1,208,851 Revenues Property Taxes $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - Licenses, Perm its, & Fees - - - - - - UseofMoneyandProperty 14,145 16,500 - - 2,890 - Intergovernmental 658,186 580,222 8,426,500 - 377,186 - Charges for Fees and Services - - 21,000 - - - Miscellaneous (33,820) 26,000 66,860 - 6,790 - Other Financial Sources 95,000 117,000 - - - - Sub -Total Revenues 733,511 739,722 8,514,360 - 386,866 - Transfers In - - 464,474 - 352,530 650,000 Total Revenues & Transfers In $ 733,511 $ 739,722 $ 8,978,834 $ - $ 739,396 $ 650,000 Expenditures by Department City Council $ - $ - $ - $ - $ - $ - City Clerk - - - - - - City Attorney - - - - - - City Manager - - - - - - Finance - - - - - - Police - - - - - - Fire - - - - - - Parks & Recreation - - - - - - Library - - - - - - Senior Center - - - - - - Neighborhood & Dvlpmt Services 685,421 583,882 - - 739,396 650,000 Public Works - - 6,534,321 - - - Transportation Services - - - - - - Airport - - - - - - Governmental Projects - - - - - - Enterprise Projects - - - - - - Sub -Total Expenditures 685,421 583,882 6,534,321 - 739,396 650,000 Transfers Out - 29,290 3,349,902 - - - Total Expenditures & Transfers Out $ 685,421 $ 613,172 $ 9,884,223 $ - $ 739,396 $ 650,000 Estimated Fund Balance 6/30/2020 $ 332,155 $ 273,619 $ 2,654,024 $ 3,968 $ 253,223 $ 1,208,851 Restricted, Committed, Assigned - - - - - - Unassigned Fund Balance 6/30/2020 $ 332,155 $ 273,619 $ 2,654,024 $ 3,968 $ 253,223 $ 1,208,851 Additional information regarding changes in fund balances can be found within individual fund summaries 11116 73,270 10,000 - 363,020 479,825 - - 34,520 - 10,076,614 - - - - 21,000 - - - - 65,830 73,270 3,460,835 391,500 363,020 14,663,084 - 107,620 - 100,000 1,674,624 $ 73,270 $ 3,568,455 $ 391,500 $ 463,020 $ 16,337,708 1,176,394 391,500 - 1,567,894 52,168 - - - 2,710,867 - - - - 6,534,321 - - - 364,678 364,678 52,168 - City of Iowa City 391,500 364,678 - 85,025 11,177,760 5,722,886 Non -Major Budgetary Fund Summary 391,500 $ 449,703 $ 16,900,646 $ 203,513 $ - Fiscal Year 2020 - $ 266,475 - 100,000 $ 6,050,579 954,750 $ 203,513 $ - $ - $ 166,475 $ 5,095,830 Tax Total Peninsula Increment SSMID - Non -Major Apartments Financing Downtown Airport Budgetary Fund (2510) Fund (26**) Fund (2820) Fund (7600) Funds $ 182,411 $ 721,358 $ - 5 253,159 $ 6,613,517 $ - $ - $ 356,980 $ - $ 356,980 - 3,450,835 - - 3,450,835 73,270 10,000 - 363,020 479,825 - - 34,520 - 10,076,614 - - - - 21,000 - - - - 65,830 73,270 3,460,835 391,500 363,020 14,663,084 - 107,620 - 100,000 1,674,624 $ 73,270 $ 3,568,455 $ 391,500 $ 463,020 $ 16,337,708 1,176,394 391,500 - 1,567,894 52,168 - - - 2,710,867 - - - - 6,534,321 - - - 364,678 364,678 52,168 - 1,176,394 2,258,669 391,500 364,678 - 85,025 11,177,760 5,722,886 $ 52,168 $ 3,435,063 $ 391,500 $ 449,703 $ 16,900,646 $ 203,513 $ - 854,750 $ 854,750 - $ 266,475 - 100,000 $ 6,050,579 954,750 $ 203,513 $ - $ - $ 166,475 $ 5,095,830 101 City of Iowa City Non -Budgetary Fund Summary Fiscal Year 2020 Transfers In Total Revenues & Transfers In Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation Services Airport Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out $ 7,206,938 $ 1,726,350 $ 2,347,559 $ 268,622 $ 9,230,807 $ 440,037 $ 21,220,313 1,674,769 2,280,995 213,785 8,796,197 429,209 6,440,370 - - - - - 6,440,370 1,674,769 2,280,995 213,785 8,796,197 429,209 13,394,955 6,440,370 19,835,325 Total Expenditures & Transfers Out $ Risk Information Central Health Dental Total $ 19,835,325 Equipment Management Technology Services Insurance Insurance Non -Budgetary $ 216,631 Fund (810*) Reserve (8200) Fund (830*) Fund (8400) Reserve (8500) Reserve (8600) Funds Estimated Fund Balance 7/1/2019 $ 13,837,178 $ 3,719,397 $ 2,712,472 $ 669,397 $ 11,693,786 $ 205,803 $ 32,838,033 Revenues $ 4.538.656 $ 216.631 $ 13.329.047 Property Taxes $ - $ - $ - $ - $ - $ - $ - Other City Taxes - - - - - - - Licenses, Permits, & Fees - - - - - - - UseofMoneyandProperty 197,922 48,000 37,722 9,790 148,805 2,460 444,699 Intergovernmental 618,650 - - - - - 618,650 Charges for Fees and Services 1,060 - 16,130 - 554,484 21,258 592,932 Miscellaneous 6,291,306 1,678,350 2,293,707 258,832 8,527,518 416,319 19,466,032 Other Financial Sources 98,000 98,000 Sub -Total Revenues 7,206,938 1,726,350 2,347,559 268,622 9,230,807 440,037 21,220,313 Transfers In Total Revenues & Transfers In Expenditures by Department City Council City Clerk City Attorney City Manager Finance Police Fire Parks & Recreation Library Senior Center Neighborhood & Dvlpmt Services Public Works Transportation Services Airport Governmental Projects Enterprise Projects Sub -Total Expenditures Transfers Out $ 7,206,938 $ 1,726,350 $ 2,347,559 $ 268,622 $ 9,230,807 $ 440,037 $ 21,220,313 1,674,769 2,280,995 213,785 8,796,197 429,209 6,440,370 - - - - - 6,440,370 1,674,769 2,280,995 213,785 8,796,197 429,209 13,394,955 6,440,370 19,835,325 Total Expenditures & Transfers Out $ 6,440,370 $ 1,674,769 $ 2,280,995 $ 213,785 $ 8,796,197 $ 429,209 $ 19,835,325 Estimated Fund Balance 6/30/2020 $ 14,603,746 $ 3,770,978 $ 2,779,037 $ 724,234 $ 12,128,396 $ 216,631 $ 34,223,022 Restricted, Committed, Assigned 13,017,650 286,584 7,589,740 20,893,975 Unassigned Fund Balance 613012020 $ 1,586,095 $ 3,770,978 $ 2.492.452 $ 724.234 $ 4.538.656 $ 216.631 $ 13.329.047 Additional information regarding changes in fund balancescan befound within individualfund summaries. City of Iowa City All Funds Revenues by Fund Additional information regarding specific funds can be found within individual fund summaries. 103 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues General Fund 10- General Fund $ 48,667,850 $ 51,151,026 $ 51,880,377 $ 54,979,805 $ 54,338,154 $ 55,423,424 Special Revenue Funds 2100 CDBG 989,380 1,020,981 658,178 1,218,413 733,511 733,511 2110 HOME Grant 614,958 305,087 666,926 1,012,382 739,722 713,722 2200 Road Use Tax Fund 8,411,456 8,803,148 8,539,943 8,744,810 8,514,360 8,514,360 2300 Other Shared Revenue 380,110 577,060 270,089 48,260 - - 2350 Metro Planning Org of Johnson Cc 298,671 295,966 320,459 365,748 386,866 401,585 2400 Employee Benefits 10,516,768 11,145,984 11,668,231 12,908,880 12,985,416 13,351,631 2500 Affordable Housing 1,000,000 3,926 415,749 - - - 2510 Peninsula Apartments 72,243 77,516 73,278 77,510 73,270 73,270 26- Tax Increment Financing 1,030,833 2,230,731 2,473,728 2,631,772 3,460,835 3,079,105 2820 SSMID - Downtown 295,284 318,343 354,385 400,124 391,500 402,209 Debt Service Fund 5"' Debt Service 13,301,892 14,353,841 13,288,394 12,611,282 12,172,217 11,510,189 Permanent Funds 6001 Perpetual Care 384 - - - - - Enterprise Funds 710' Parking 11,016,908 5,527,930 8,486,558 6,003,966 6,083,351 6,083,351 715' Transit 4,582,385 4,812,638 8,276,309 4,524,070 4,401,002 4,401,002 720' Wastewater 22,742,715 17,883,190 13,115,285 12,636,588 11,768,312 11,768,312 730' Water 13,346,893 14,934,666 9,827,060 9,856,522 9,628,406 10,094,974 7400 Refuse Collection 3,130,252 3,159,783 3,521,446 3,490,210 3,669,983 3,669,983 750' Landfill 6,268,826 7,089,948 7,028,784 7,019,796 6,994,782 6,974,782 7600 Airport 341,499 348,499 385,582 361,500 363,020 363,020 7700 Storm Water 1,173,615 1,688,423 1,589,311 1,529,350 1,727,010 1,727,010 79- Housing Authority 8,819,308 9,103,051 9,620,510 9,511,135 9,606,558 9,606,558 Capital Projects Fund Governmental Projects 16,503,591 34,610,131 14,901,722 30,422,372 21,877,741 13,405,060 Enterprise Projects 1,911,092 4,388,514 - - - - Total Budgetary Revenues $ 175,416,915 $ 193,830,381 $ 167,362,304 $ 180,354,495 $ 169,916,016 $ 162,297,058 Non -Budgetary Fund Revenues Capital Projects Fund Internal Service Projects $ 25,195 $ 174 $ - $ - $ - $ - Intemal Service Funds 810' Equipment 5,912,284 6,099,982 6,910,467 6,619,773 7,206,938 6,713,447 8200 Risk Management 1,547,056 1,625,495 1,707,274 1,596,490 1,726,350 1,757,850 830' Information Technology 1,870,446 2,147,457 2,294,690 2,348,876 2,347,559 2,390,053 8400 Central Services 243,265 241,819 228,890 213,912 268,622 273,795 8500 Health Insurance 7,217,213 8,136,943 8,401,738 8,700,966 9,230,807 9,684,907 8600 Dental Insurance 364,364 384,243 407,695 424,330 440,037 452,527 Total Non -Budgetary Expenditures $ 17,179,822 $ 18,636,114 $ 19,950,754 $ 19,904,347 $ 21,220,313 $ 21,272,579 Total Revenues -All Funds $ 192,596,737 $ 212,466,494 $ 187,313,059 $ 200,258,842 $ 191,136,329 $ 183,569,637 Additional information regarding specific funds can be found within individual fund summaries. 103 City of Iowa City All Funds Revenues by Type Licenses, Permits, & Fees General Use Permits 2016 2017 2018 2019 2020 2021 Food & Liq Licenses Actual Actual Actual Revised Budget Projected Budgetary Fund Revenues 18,700 12,015 7,605 12,020 7,610 7,610 Property Taxes $ 52,020,806 $ 55,357,358 $ 56,525,799 $ 59,173,825 $ 60,299,657 $ 61,099,553 Other City Taxes 35,657 39,951 40,881 38,680 40,830 40,830 Gas/Electric Excise Tax 764,260 726,457 684,299 676,411 664,772 664,772 Mobile Home Tax 65,497 65,153 61,182 65,150 61,180 61,180 Hotel/Motel Tax 1,078,762 1,136,712 1,045,696 1,251,720 1,045,700 1,045,700 Utility Franchise Tax 874,235 939,387 976,060 939,400 976,050 976,050 TIF Revenues 1,027,218 2,226,302 2,459,216 2,621,772 3,450,835 3,079,105 Other City Taxes Total 3,809,972 5,094,011 5,226,452 5,554,453 6,198,537 5,826,807 Licenses, Permits, & Fees General Use Permits 82,496 104,296 71,654 100,920 71,650 71,650 Food & Liq Licenses 92,738 111,438 110,377 111,440 110,380 110,380 Professional License 18,700 12,015 7,605 12,020 7,610 7,610 Franchise Fees 733,644 685,659 662,448 512,750 512,750 512,750 Misc Permits & Licenses 35,657 39,951 40,881 38,680 40,830 40,830 Const Per &Ins Fees 2,102,624 2,578,024 1,850,539 1,777,650 1,842,590 1,842,590 Licenses, Permits, & Fees Total 3,065,859 3,531,383 2,743,504 2,553,460 235853810 2,585,810 Use Of Money And Property 972,801 1,418,467 1,151,557 5,182,453 2,791,866 1,206,585 Interest Revenues 1,040,596 1,551,921 2,879,005 1,071,872 2,101,342 2,091,342 Rents 1,265,519 1,370,376 1,385,468 1,367,800 1,386,389 1,386,389 Royalties & Commissions 149,751 140,491 108,842 136,080 111,080 111,080 Use Of Money And Property Total 2,455,866 3,062,788 4,373,314 2,575,752 3,598,811 3,588,811 Intergovernmental Fed l ntergovnt Revenue 12,693,466 12,147,485 13,100,742 15,373,782 17,803,758 14,067,433 Property Tax Credits 2,088,758 1,590,863 1,554,683 1,727,320 1,550,251 1,550,251 Road Use Tax 8,320,117 8,672,279 8,426,502 8,672,280 8,426,500 8,426,500 State 28E Agreements 2,464,561 1,813,044 2,003,939 1,774,430 2,045,110 1,854,110 Operating Grants 104,197 139,474 73,825 82,690 73,820 73,820 Disaster Assistance 118,068 217,718 110,085 - - - Other State Grants 6,711,203 12,999,581 5,535,337 9,131,736 3,122,281 1,950,125 Local 28E Agreements 972,801 1,418,467 1,151,557 5,182,453 2,791,866 1,206,585 Intergovernmental Total 33,473,171 38,998,911 31,956,672 41,944,691 35,813,586 29,128,824 Charges For Fees & Services Building&Devlpmt 1,719,875 969,936 908,376 411,120 381,900 381,900 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Animal Care Services 10,399 11,545 10,775 11,540 10,780 10,780 Fire Services 9,244 10,370 7,632 10,370 7,140 7,140 Transit Fees 1,299,179 1,260,923 1,226,643 1,261,820 1,226,590 1,226,590 Culture & Recreation 761,363 780,147 774,778 790,848 778,090 778,090 Misc Charges For Services 71,292 72,138 69,449 79,217 73,416 73,416 Water Charges 9,138,197 9,279,458 9,475,186 9,743,172 9,336,770 9,803,609 Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 Refuse Charges 3,491,479 3,588,837 4,010,218 3,909,630 4,075,450 4,075,450 Landfill Charges 5,686,853 6,273,574 5,933,293 6,168,980 5,933,293 5,933,293 Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Parking Charges 5,927,772 5,910,725 6,331,040 6,477,470 6,552,620 6,552,620 Charges For Fees & Services Total $ 41,659,663 $ 42,099,767 $ 43,047,304 $ 42,719,637 $ 41,622,105 $ 42,088,944 104 City of Iowa City All Funds Revenues by Type 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Miscellaneous Code Enforcement $ 253,174 $ 238,295 $ 232,315 $ 222,633 $ 235,180 $ 235,180 Parking Fines 549,575 578,713 475,356 578,720 475,360 475,360 Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Contrib & Donations 609,723 705,917 848,683 768,950 635,762 535,762 Printed Materials 49,456 43,411 42,374 41,900 40,980 40,980 Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960 Misc Merchandise 57,644 55,052 55,901 54,770 58,450 58,450 Intra -City Charges 3,112,634 3,795,296 3,962,198 4,277,635 4,541,411 4,541,411 Other Misc Revenue 739,618 2,118,650 908,992 1,168,897 676,312 650,312 Special Assessments 1,615 1,087 808 1,090 810 810 Miscellaneous Total 5,543,148 7,702,861 6,682,867 7,281,035 6,798,972 6,672,972 Other Financial Sources Debt Sales Sale Of Assets Insurance Recoveries Loans Other Financial Sources Total Total Budgetary Revenues Non -Budgetary Fund Revenues Capital Projects Fund Internal Service Funds Total Non -Budgetary Revenues Total Revenues -All Funds 23,897,097 33,795,498 12,174,462 14,162,000 12,157,340 10,464,140 7,747,140 3,081,294 3,633,506 2,920,018 307,477 307,477 - - - 316,898 - - 1,744,239 1,106,510 956,682 1,152,726 533,721 533,721 33,388,475 37,983,302 16,764,651 18,551,642 12,998,538 11,305,338 $ 175,416,959 $ 193,830,381 $ 167,320,564 $ 180,354,495 $ 169,916,016 $ 162,297,058 $ 25,195 $ 174 $ - $ - $ - $ - 17,154,627 18,635,940 19,950,754 19,904,347 21,220,313 21,272,579 $ 17,179,822 $ 18,636,114 $ 19,950,754 $ 19,904,347 $ 21,220,313 $ 21,272,579 $ 192,596,781 $ 212,466,494 $ 187271,319 $ 200258,842 $ 191,136,329 $ 183,569,637 Budgetary Fund Revenues by Type Miscellaneous 4%O Property Taxes 35% Charges For Fees & Servi 24% him, Other City Taxes 6h4% Licenses, Permits, & Fees 2%O !Intergovernmental Use Of Money And Property 21%O 2% City of Iowa City All Funds Expenditures by Fund Non -Budgetary Funds Expenditures 2016 2017 2018 2019 2020 2021 Capital Projects Fund Actual Actual Actual Revised Budget Projected Budgetary Fund Expenditures $ 424,014 $ 61,633 $ - $ - $ - $ - General Fund 10- General Fund $ 49,198,596 $ 51,413,370 $ 52,714,596 $ 60,315,347 $ 58,699,619 $ 59,338,261 Special Revenue Funds 1,431,387 1,236,127 1,947,564 1,440,328 1,674,769 1,710,421 2100 CDBG 659,901 1,390,132 592,163 908,413 685,421 700,277 2110 HOME Grant 747,816 192,082 558,825 1,024,382 583,882 596,218 2200 Road Use Tax Fund 5,436,882 5,262,429 6,059,424 6,432,985 6,534,321 6,402,126 2300 Other Shared Revenue 446,465 652,152 333,421 48,260 - - 2350 Metro Planning Org of Johnson Cc 558,489 609,907 591,338 708,554 739,396 760,123 2400 Employee Benefits 1,054,857 868,301 967,457 1,283,417 1,292,628 1,319,076 2500 Affordable Housing - 500,000 325,000 1,000,000 650,000 650,000 2510 Peninsula Apartments 52,501 59,023 50,641 61,118 52,168 53,467 26- Tax Increment Financing - - 392,130 620,193 1,176,394 2,202,991 2820 SSMID - Downtown 295,284 318,343 354,385 400,124 391,500 402,209 Debt Service Fund 5"' Debt Service 15,016,250 15,218,289 13,469,600 13,806,387 12,942,725 13,834,744 Enterprise Funds 710' Parking 3,212,740 4,235,036 6,516,098 6,551,661 6,609,133 6,205,937 715' Transit 6,917,901 6,927,616 11,920,706 7,544,879 7,617,583 7,714,755 720' Wastewater 10,674,084 21,260,750 15,738,755 13,284,734 9,447,539 9,667,631 730' Water 7,686,557 12,372,374 14,382,141 8,440,775 8,680,649 9,024,560 7400 Refuse Collection 2,935,579 3,053,376 3,106,776 3,491,007 3,718,219 3,645,111 750' Landfill 4,550,096 4,973,964 4,940,648 6,085,392 5,209,997 5,317,984 7600 Airport 408,276 665,802 468,122 357,310 364,678 370,539 7700 Storm Water 738,102 747,069 497,954 537,865 670,948 687,590 79- Housing Authority 8,334,915 8,651,207 9,342,128 11,429,618 9,339,315 9,535,942 Capital Projects Fund Governmental Projects 19,479,006 32,902,808 33,751,050 81,247,521 21,807,822 15,772,253 Enterprise Projects 3,893,109 3,657,836 9,696,038 15,088,368 9,555,460 5,577,560 Total Budgetary Expenditures $ 142,297,407 $ 175,931,866 $ 186,769,397 $ 240,668,310 $ 166,769,397 $ 159,779,355 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 424,014 $ 61,633 $ - $ - $ - $ - Internal Service Funds 810' Equipment 5,181,051 4,683,979 5,041,436 6,263,801 6,440,370 6,355,232 8200 Risk Management 1,431,387 1,236,127 1,947,564 1,440,328 1,674,769 1,710,421 830' Information Technology 1,834,059 1,624,715 2,034,623 2,160,935 2,280,995 2,259,916 8400 Central Services 234,097 201,065 188,468 193,387 213,785 170,508 8500 Health Insurance 7,934,757 7,218,542 7,848,190 8,381,923 8,796,197 9,235,932 8600 Dental Insurance 370,061 374,002 364,128 409,442 429,209 442,085 Total Non -Budgetary Expenditures $ 17,409,426 $ 15,400,061 $ 17,424,410 $ 18,849,816 $ 19,835,325 $ 20,174,095 Total Expenditures - All Funds $ 159,706,833 $ 191,331,927 $ 204,193,807 $ 259,518,126 $ 186,604,722 $ 179,953,449 Additional information specific funds can be found within individual fund summaries. KIId City of Iowa City All Funds Expenditures by Department 2016 2017 2015 2019 2020 2021 Actual Actual Actual Revised Budget Projected Budgetary Funds Expenditures City Council $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153,065 $ 156,883 City Clerk 524,930 500,977 491,517 570,242 570,679 550,522 City Attorney 681,567 733,337 765,417 780,796 873,609 829,817 City Manager 2,154,216 2,148,884 3,083,553 4,378,266 4,248,782 3,855,153 Finance 19,669,565 19,741,817 18,989,115 20,960,266 20,247,009 22,308,016 Police 12,443,823 13,114,628 13,809,546 14,846,647 14,843,901 15,073,902 Fire 7,486,023 7,716,864 8,030,716 8,278,847 8,517,508 8,737,757 Parks & Recreation 7,324,281 7,812,840 7,993,287 8,891,119 9,227,677 9,418,088 Library 6,083,034 6,269,424 6,400,494 6,677,934 6,920,059 7,025,807 Senior Center 823,992 899,254 888,544 986,855 941,522 976,891 Neighborhood & Dvlpmnt Services 17,710,201 18,447,039 16,732,214 21,962,706 16,725,986 17,083,781 Public Works 25,878,325 41,400,547 38,587,895 31,250,542 27,999,629 28,524,970 Transportation Services 17,629,325 19,809,656 26,972,431 24,270,500 23,772,010 23,517,415 Airport 408,276 665,802 468,122 357,310 364,678 370,539 Capital Projects Fund Governmental Projects 19,479,006 32,902,808 33,751,050 81,247,521 21,807,822 15,772,253 Enterprise Projects 3,893,109 3,657,836 9,696,038 15,088,368 9,555,460 5,577,560 Total Budgetary Expenditures $ 142,297,407 $ 175,931,866 $ 186,769,397 $ 240,668,310 $ 166,769,397 $ 159,779,355 Non -Budgetary Funds Expenditures Capital Projects Fund Internal Service Projects $ 424,014 $ 61,633 $ - $ - $ - $ - Internal Service Funds Finance 11,804,361 10,654,450 12,382,973 12,586,015 13,394,955 13,818,862 Public Works 5,181,051 4,683,979 5,041,436 6,263,801 6,440,370 6,355,232 Total Non -Budgetary Expenditures $ 17,409,426 $ 15,400,061 $ 17,424,410 $ 18,849,816 $ 19,835,325 $ 20,174,095 Total Expenditures - All Funds $ 159,706,833 $ 191,331,927 $ 204,193,807 $ 259,518,126 $ 186,604,722 $ 179,953,449 Budgetary Fund Expenditures by Department (excluding Capital Projects) Cay Airport Council 00% City Clerk 0% DvlpmVS�orvi Z�� Senior Center City Attorney 1% City Manager 1% Parks & Recreation Inn General Fund Special Revenue Funds: Employee Benefits HOME Road Use Tax Tax Increment Financing Enterprise Funds: From Parking From Transit From Wastewater From Water From Landfill From Airport From Storm Water From Housing Authority Capital Project Funds Internal Service Funds: From Equipment From Info. Technology Services From Central Services Total Transfers In: General Fund Road Use Tax Fund Other Special Revenue Funds Debt Service Fund Enterprise Funds Debt Service Reserves Capital Project Funding Total Transfers Out City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2019 Transfers In Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Proiects Fund Service Enterprise Reserves Total $ 3,022,422 $ 1,085,489 $ 115,000 $ 4,328,003 $ 20,052 10,492,696 451,546 79,864 248,477 1,079,726 47,949 2,769,000 48,741 1,802,347 495,000 235,000 2,279,500 1,302,100 3,445,000 67,800 1,109,000 123,200 275,000 76,820 $ 3,678,133 32,750 242,467 1,021,221 3,231,000 2,983,412 1,824,915 959,748 1,475,000 $ 12,249,099 10,944,242 32,750 3,097,341 2,930,814 1,758,688 3,466,000 5,262,912 3,127,015 4,404,748 67,800 1,109,000 47,949 1,475,000 123,200 275,000 76,820 $ 14,722,657 $ 1,785,512 $ 115,000 $ 16,554,164 $ 1,822,399 $ . $ 9,619,098 $ 5,829,548 $ 50,448,378 Transfers Out Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Proiects Fund Service Enterprise Reserves Total $ 3,022,422 $ 10,572,560 $ 1,079,726 451,546 1,200,489 248,477 20,052 1,802,347 3,678,133 32,750 1,475,000 4,328,003 2,769,000 48,741 $ 47,949 $ 14,722,657 451,546 1,448,966 1,822,399 4,433,215 9,619,098 5,829,548 5,829,548 475,020 8,933,400 16,554,164 $ 12,249,099 $ 14,074,333 $ 2,930,814 $ 1,475,000 $ . $ 475,020 $ 19,244,112 $ . $ 50,448,378 111P.3 General Fund Special Revenue Funds: Employee Benefits HOME Road Use Tax Tax Increment Financing Enterprise Funds: From Parking From Transit From Wastewater From Water From Landfill From Airport From Storm Water From Housing Authority Capital Project Funds City of Iowa City Budgeted Transfer Schedule Fiscal Year 2020 Transfers In Debt Special TIF Special Capital Service Internal Debt General Revenue Revenue Proiects Fund Service Enterprise Reserves Total $ 72,422 719,012 $ 107,620 $ 1,689,822 $ 20,052 10,924,104 464,474 82,326 283,518 1,166,322 49,483 2,947,000 32,479 1,059,868 675,000 2,940,000 1,057,350 1,830,000 85,025 990,000 $ 3,868,492 29,290 37,058 249,736 1,021,221 275,000 2,935,300 2,002,729 984,603 1,750,000 $ 6,477,420 11,388,578 29,290 3,349,902 2,258,669 1,945,957 275,000 5,875,300 3,060,079 2,814,603 85,025 990,000 49,483 1,750,000 Total Transfers In: $ 12,294,657 $ 1,467,004 $ 107.620 $ 12,246,676 $ 1,079,920 $ - $ 7,194,179 $ 5,959,250 $ 40,349,306 inB] General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 11,006,430 $ 1,166,322 $ 49,483 $ 12,294,657 Road Use Tax Fund 464,474 464,474 Other Special Revenue Funds 826,632 283,518 1,110,150 Debt Service Fund 20,052 1,059,868 1,079,920 Enterprise Funds 3,868,492 66,348 1,750,000 1,509,339 7,194,179 Debt Service Reserves 5,959,250 5,959,250 Capital Project Funding 1,689,822 2,947,000 32,479 7,577,375 12,246,676 Total Transfers Out: $ 6,477,420 $ 14,767,770 $ 2,258,669 $ 1,750,000 $ - $ - $ 15,095,447 $ - $ 40,349,306 inB] City of Iowa City Projected Budget Transfer Schedule Fiscal Year 2021 110 General Special Revenue TIF Special Revenue Capital Projects Transfers In Debt Service Internal Fund Service Enterprise Debt Reserves Total General Fund $ 72,422 725,913 $ 107,620 $ 1,303,253 $ 20,052 $ 3,981,415 $ 6,210,675 Special Revenue Funds: 478,408 Other Special Revenue Funds 833,533 311,870 Employee Benefits 11,251,827 478,408 1,145,403 Debt Service Fund 20,052 986,062 11,730,235 HOME 1,0GS114 Enterprise Funds 3,981,415 67,472 29,290 1,175,000 29,290 Road Use Tax 83,973 311,870 2,747,000 38,182 3,181,025 Tax Increment Financing 88,916 1,303,253 2,747,000 986,062 5,127,500 1,074,978 Enterprise Funds: $ 6,210,675 $ 14,940,550 $ 1,074,978 $ 1,175,000 $ - $ - $ 12,552,151 $ - $ 35,953,354 From Parking 1,320,000 257,438 1,021,221 2,598,659 From Transit 50,000 180,000 230,000 From Wastewater 1,870,000 2,861,950 4,731,950 From Water 660,000 2,068,472 2,728,472 From Landfill 800,000 984,603 1,784,603 From Airport 47,500 47,500 From Storm Water 380,000 380,000 From Housing Authority 50,967 50,967 Capital Project Funds 1,175,000 1,175,000 Total Transfers In: $ 11.548.105 $ 1.516.191 $ 107.620 $ 9,177,753 $ 1,006,114 $ - $ 6,645,928 $ 5,951,643 $ 35,953,354 110 General Special Revenue TIF Special Revenue Transfers Out Debt Capital Service Internal Projects Fund Service Debt Enterprise Reserves Total General Fund $ 72,422 $ 11,335,800 $ 88,916 $ 50,967 $ 11,548,105 Road Use Tax Fund 478,408 478,408 Other Special Revenue Funds 833,533 311,870 1,145,403 Debt Service Fund 20,052 986,062 1,0GS114 Enterprise Funds 3,981,415 67,472 1,175,000 1,422,041 6,645,928 Debt Service Reserves 5,951,643 5,951,643 Capital Project Funding 1,303,253 2,747,000 5,127,500 9,177,753 Total Transfers Out: $ 6,210,675 $ 14,940,550 $ 1,074,978 $ 1,175,000 $ - $ - $ 12,552,151 $ - $ 35,953,354 110 City of Iowa City Personnel Full -Time Equivalents Last Eight Years 111 Change 2013 2014 2015 2016 2017 2018 2019 2020 in FTEs Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2019-2020 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.50 5.50 5.50 5.50 5.50 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Communications Office 2.00 3.00 3.00 7.50 7.50 6.00 6.00 6.00 - Human Resources 4.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Human Rights 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Economic Development - - - - - 1.00 1.00 1.00 - Finance: Finance Adminstration 2.65 3.65 3.15 3.15 3.15 2.15 2.90 2.90 - Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Accounting 8.00 8.00 7.00 7.60 7.60 7.60 7.00 7.00 - Purchasing 3.94 3.44 3.44 3.44 3.50 3.50 3.50 3.50 - Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 - Disaster Assistance 0.40 0.38 - - - - - - - Police: Police Adm inistration 5.00 5.00 5.00 5.00 6.00 6.00 2.00 2.00 - Police Support Services (1) 18.00 20.00 20.00 20.00 19.00 19.00 26.00 27.00 1.00 Police Field Operations (1) 80.00 80.00 80.00 80.00 80.00 80.00 79.00 78.00 (1.00) Fire: Fire Administration 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 - FireEmergencyOperations 59.00 59.00 59.00 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 2.00 2.00 2.00 - - - - - - Parks and Recreation: Park and Rec Adm in 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Govemment Buildings (2) 4.83 4.83 4.83 5.33 4.33 5.00 4.00 5.00 1.00 Recreation (3) 15.42 15.42 15.42 14.42 15.42 14.75 14.00 14.50 0.50 Park Maintenance Administration (4) 2.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 Park Maintenance Operations (5) 11.00 11.00 11.00 12.00 15.00 15.00 15.00 14.00 (1.00) Forestry 3.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 - - - - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - Library: General Library (6) 42.88 42.38 42.38 42.27 43.27 43.27 43.27 43.15 (0.12) Library Board Controlled Funds 0.75 0.75 0.75 0.50 0.50 0.50 0.50 0.50 - Library Gifts and Bequests - - - - 0.40 0.40 0.40 0.40 - Library Foundation Office - 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Senior Center Administrations 6.50 6.50 6.50 6.50 7.00 7.00 7.00 7.00 - Neighborhood & Dvlpmnt Services: Neighborhood &Dvlpmnt Admin 2.55 2.55 2.55 1.55 1.55 1.55 1.55 1.55 - SustainabilityServices - - - 1.00 1.00 1.00 1.00 1.00 - Community Development 1.20 1.75 1.75 1.55 3.63 3.63 3.63 3.63 - Neighborhood Outreach 1.00 1.00 1.00 1.05 1.95 1.95 1.95 1.95 - Housing Inspection 5.75 5.25 5.25 5.55 6.20 6.20 8.30 8.30 - Human Services 0.15 0.15 0.15 0.15 - - - - - Economic Development 1.00 1.00 1.00 2.00 1.00 - - - - Building Inspection 7.80 6.30 6.30 7.30 7.30 7.30 7.30 7.30 - Urban Planning 2.50 2.50 2.50 3.50 3.50 4.00 4.00 4.00 - Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.00 16.00 16.00 16.00 16.00 - 111 City of Iowa City Personnel Full -Time Equivalents Last Eight Years Special Revenue Funds Community Development Block Grant 2.63 2.48 2.48 2.38 - - Change - - 2013 2014 2015 2016 2017 2018 2019 2020 in FTEs - Adopted Adopted Adopted Adopted Adopted Adopted Adopted Budget FY2019-2020 Transportation Services: 25.40 26.00 Traffic Engineering 4.15 4.15 4.15 3.90 Transportation Services Admin - - - - 2.00 3.00 2.00 2.00 - CBD Maintenance Operations 25.50 29.00 29.00 1.00 1.00 1.00 1.00 1.62 Sub -total General Fund 351.90 354.43 351.55 356.74 368.18 367.18 370.68 372.06 1.38 Special Revenue Funds Community Development Block Grant 2.63 2.48 2.48 2.38 - - - - - HOME Grant 0.70 0.50 0.50 0.45 - - - - - Road Use Tax: - Wastewater 25.40 24.40 24.65 24.65 25.40 26.00 Traffic Engineering 4.15 4.15 4.15 3.90 4.50 3.00 3.00 3.00 - Streets System Maintenance 25.50 25.50 25.50 25.25 25.50 29.00 29.00 29.00 - Other Shared Revenues 1.60 1.62 - - - - - - - UniverCityNeighborhood Partnership 0.20 - - - - - - - - Metro Planning Org of Johnson Cc 5.60 5.60 5.60 4.70 4.70 4.70 5.20 5.20 - Employee Benefits 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 Sub -total Special Revenue Funds 40.93 40.40 38.78 37.23 35.25 37.25 37.75 37.75 Enterprise Funds Parking (7) 29.25 26.25 26.25 23.13 21.63 21.63 21.38 19.63 (1.75) Transit 51.75 51.25 51.25 51.13 50.63 50.63 50.38 50.38 - Wastewater 25.40 24.40 24.65 24.65 25.40 26.00 26.00 26.00 - Water 32.75 31.75 32.00 32.00 31.75 31.75 31.75 31.75 - Refuse Collection (8) 20.35 19.35 19.35 17.85 17.50 17.50 17.88 18.88 1.00 Landfill (9) 17.50 16.50 16.50 15.50 14.00 14.00 14.88 15.88 1.00 Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - Storm Water (10) 2.10 2.10 2.60 2.60 2.10 1.50 1.50 2.50 1.00 Cable Television 6.63 6.63 5.63 - - - - - - Housing Authority 13.18 12.19 10.19 10.19 9.60 9.60 9.50 9.50 Information Technology Services (16) Sub -total Enterprise Funds 199.91 191.42 189.42 178.05 173.61 173.61 174.27 175.52 1.25 Capital Project Funds ERP Software -Finances & HR/Payroll 1.00 1.00 - - - - - - - Iowa City Gateway Project 1.00 1.00 1.00 1.00 - - - - - West Side Levee Project 1.00 1.00 1.00 1.00 - - - - - Rocky Shore Lift Station Project - - - 2.00 - - - - - S. Wastewater Plant Expansion 3.00 3.00 3.00 Sub -total Capital Project Funds 6.00 6.00 5.00 4.00 Total Budgetary Funds 598.74 592.25 584.75 576.02 577.04 578.04 582.70 585.33 2.63 Non -Budgetary Funds Internal Service Funds Equipment 10.75 10.75 10.75 10.75 10.75 10.75 10.75 10.75 - Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 - Information Technology Services (16) 10.86 9.86 9.86 9.86 9.80 10.80 9.80 9.80 - Central Services 0.76 0.50 0.50 0.50 0.50 0.50 0.50 0.50 Sub -total Internal Service Funds 24.17 22.91 22.91 22.91 22.85 23.85 22.85 22.85 Agency Funds Library Foundation Office 1.00 Sub -total Agency Funds 1.00 Total Non -Budgetary Funds 25.17 22.91 22.91 22.91 22.85 23.85 22.85 22.85 Total Full -Time Equivalents 623.91 615.16 607.66 598.93 599.89 601.89 605.55 608.18 2.63 112 City of Iowa City Personnel Full -Time Equivalents Last Eight Years (1) A 1.0 FTE CSO position moved from Field Operations to Support Services as a CSO - Support Services Assistant. (2) A 1.0 FTE Assistant Facilities Manager position was added in the fiscal year 2020 budget. (3) A.50 FTE Custodian - Gov't Buildings position was added in the fiscal year 2020 budget. (4) A 1.0 FTE Assistant Parks Superintendent was added in the fiscal year 2020 budget. (5) A 1.0 FTE MW - 111 Parks was eliminated in the fiscal year 2020 budget. (6) A.75 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant 11, while a .50 FTE Library MW 11 was increased to a.63 FTE position. (7) Two .75 FTE Cashier positions were eliminated and another.75 FTE Cashier position was reduced to a .50 FTE position. (8) A 1.0 FTE MW I I - Refuse position was added in the fiscal year 2020 budget. (9) A 1.0 FTE Landfill Operator position was added into the fiscal year 2020 budget. (10) A 1.0 FTE Storm Water Technician was added into the fiscal year 2020 budget. FTE Summary by Fund Type Last Eight Years 700 600 500 400 300 200 100 0 2013 2014 2015 2016 2017 2018 2019 Adopted 2020 Budget Adopted Adopted Adopted Adopted Adopted Adopted ■General Fund ■special Revenue Funds ■ Capital Projects Funds ■ Enterprise Funds ■ Internal Service Funds ■Agency Funds 113 OF&TOTAns V wIllow UNESCO, ITY OF LITERATURE 114 F Y 2 0 2 0 GENERAL FUND Fund Summary Assigned, Committed & Restricted Fund Balance Revenues Expenditures Division Summaries 0ALlIANe10111kiIt The General Fund is the City's main operating fund and includes activities for the following departments: City Council, City Clerk, City Attorney, City Manager, Finance, Police, Fire, Parks & Recreation, Library, Senior Center, Neighborhood & Development Services, Public Works, and Transportation Services. We present a budget where revenues exceed expenditures for the General Fund in fiscal year 2020, with revenue & transfers in and expenditures & transfers out projected at $66.6 and $65.2 million, respectively. A. General Fund Revenues Revenues & Transfers In 2018 2019 2020 2021 Actual Revised Budget Projected Property Taxes $ 32,902,940 $ 34,764,019 $ 36,175,697 $ 37,260,696 Other City Taxes 2,460,404 2,630,582 2,459,443 2,459,443 Licenses And Permits 2,734,068 2,543,150 2,576,370 2,576,370 Use Of Money And Property 1,137,695 774,516 1,111,577 1,111,577 Intergowmmental 3,783,350 3,966,398 3,909,650 3,909,650 Charges For Fees And Services 1,497,214 1,340,308 1,366,366 1,366,637 Miscellaneous 5,787,400 6,179,409 6,177,874 6,177,874 Other Financial Sources 1,577,306 2,781,423 561,177 561,177 Sub -total Revenues: 51,880,377 54,979,805 54,338,154 55,423,424 Transfers In 10,195,430 14,722,657 12,294,657 11,548,105 Total Revenues & Transfers In $ 62,075,807 $ 69,702,462 $ 66,632,811 $ 66,971,529 117 Revenue Trends by Type Seo,000,000 S5o,000,000 $80,000,000 - $80,000,000 $20,000,000 510,000,000 So 2018 2019 tom 2021 Actual Revised Budget Projected ■Property Taxes ■ Other City Taxes ■Licenses And Permits ■Use Of Money And Property ■Intergovernmental ■ Charges For Fees And Services ■Miscellaneous ■Other Financial Sources 1. Property Taxes - Property tax revenue of $36.2 million is the primary funding source for General Fund operations, providing approximately 67% of total revenue, excluding transfers in, in fiscal year 2020. The fiscal year 2020 budget is an increase of 4.1% over the fiscal year 2019 revised budget of $34.8 million and there is an average increase of 3.9% over the last five years. These totals do not include the transfer -in of the Employee Benefits property tax levy from the Employee Benefits Fund. There are a number of factors which determine the City's tax levy each year: property valuations by class, the state's annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City's own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd - numbered years. Since 2003, valuations within the Iowa City corporate limits have increased an average of 6.8% in revaluation years and 2.5% in non -revaluation years. Valuations reported by the Johnson County Auditor's office for January 1, 2018 served as the basis for determining property tax revenue in fiscal year 2020. Their report indicates an 3.7% increase in total assessed value in the last year, from $5.91 billion to $6.12 billion. 118 Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue's Assessment Limitation Order sets a 'rollback' value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. The impact is that the percentage growth in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Property Tax growth restrictions and rollbacks were changed with State legislation in 2013 with Iowa Senate File 295. That legislation added the following changes to property taxation: 1. the annual growth limitation on residential property of three percent (3%) was decreased from four percent (4%) starting in fiscal year 2015; 2. a rollback of ninety-five percent (95%) was added to commercial, industrial, and railroad property classes starting in fiscal year 2015 and was lowered to ninety percent (90%) starting in fiscal year 2016 3. the State added a reimbursement or "backfill" to jurisdictions for lost revenue due to the rollback of valuation on commercial, industrial, and railroad properties; this "backfill" is locked at the fiscal year 2017 amounts going forward starting in fiscal year 2018; 4. a new multi -residential class of property was added in fiscal year 2017 that has a declining rollback which will decrease each year until it matches the residential rollback percentage. In fiscal year 2010, the rollback exempted $1.7 billion of Iowa City's assessed valuation. In fiscal year 2020, the rollback will exempt $2.4 billion of assessed valuations. The residential and agricultural rollbacks for fiscal year 2020 are 56.9180% and 56.1324%, respectively, compared to fiscal year 2019 rollbacks of 55.6209% and 54.4480%, respectively. Also, in fiscal year 2020 the commercial, industrial, and railroad rollback is 90%, which is the same as fiscal year 2019. The multi -residential rollback in fiscal year 2020 is 75% compared to the fiscal year 2019 rate of 78.75%. The following graph illustrates the impact of the rollback on taxable valuations. 119 2. Other City Taxes - This category, estimated at $2.5 million in fiscal year 2020, includes Hotel Motel Taxes of $1,045,700, $401,693 in gas and electric excise taxes, and $976,050 in utility franchise taxes. The fiscal year 2020 budget is a decrease of 6.5% over the fiscal year 2019 revised budget of $2.6 million, and there is an average increase of .4% over the last five years. a) Hotel Motel Tax. This revenue source is a state -administered tax. Estimated at $1,045,700 in fiscal year 2020, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% 100% Assessed vs. Taxable Valuations 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax $6.5 $6.0 $5.5 $5.0 N C $4.5 F0 c $4.0 $3.5 $3.0 $25 FY11 FY12 FY13 FY14 FY15 FY16 FYI 7 FY18 FYI FY20 � 100% Assessed $44 $45 $46 $47 $4 3 $5 0 $5 4 $55 $5.9 $6.1 %Change 1.7% 1.43% 2.1% 1.1% 3.4% 26% 8.1% 2.7% 7.5% 3.3% Taxable $2.8 $2.8 $3.0 $3.0 $3.1 $32 $3.4 $3.5 $3.7 $3.9 %Change 29% 3.3%3 9% 26% 3.3% 15% 7596 3.6% 57°6 4.1% Tax able %of Total 62.0% 63.0% 64.1% 65.0% 65.0% 64.3% 63.9% 54.5% 63.4% 53.9% 2. Other City Taxes - This category, estimated at $2.5 million in fiscal year 2020, includes Hotel Motel Taxes of $1,045,700, $401,693 in gas and electric excise taxes, and $976,050 in utility franchise taxes. The fiscal year 2020 budget is a decrease of 6.5% over the fiscal year 2019 revised budget of $2.6 million, and there is an average increase of .4% over the last five years. a) Hotel Motel Tax. This revenue source is a state -administered tax. Estimated at $1,045,700 in fiscal year 2020, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% Police Patrol 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% b) Utility Replacement Excise Tax. The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without gas and electric utility property valuations. The calculated difference is required to establish the General Property Tax Equivalents which is the basis of the Iowa Department of Revenue distribution formula. 120 c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing cities' right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) tax to be expended for the following purposes: 1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company's gas and electric franchises. 2) Public safety, including the equipping of fire, police and emergency services. 3) Public infrastructure to support commercial and industrial economic development. Of the $976,050 estimate for fiscal year 2020, approximately $658,800 will remain in the City's general fund for maintenance of street right-of-way and for operational costs associated with Fire Station #4. The remaining $317,250 is for 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, franchise fees, plumbing license and taxi license fees; beer, liquor and cigarette permittlicense fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. Fiscal year 2020 budget for Licenses and Permits is estimated at $2.6 million. The fiscal year 2020 revenue is an increase of 1.3% over the fiscal year 2019 revised budget of $2.5 million, and an average increase of 11.3% over the last five years. These increases have been primarily due to increases in construction permit and license revenue. It is also due to moving the cable franchise fee revenue from the Cable Television Fund to the General Fund in fiscal year 2016. 4. Use of Money & Property - This revenue source consists of interest income and rents and is budgeted at $1,111,577 for fiscal year 2020. The fiscal year 2020 budget is an increase of 43.5% of the fiscal year 2019 revised budget of $774,516; however, there is an average increase of 17% over the last five years. The increase from the fiscal year 2019 estimate is from an increase in estimated interest income; the average increase over the last five years is a result of increased interest income and rent revenue. 5. Intergovernmental - This revenue category includes state and federal grants, 28E agreements, and contracts with local governmental entities. Intergovernmental revenue is budgeted at $3.91 million in fiscal year 2020. The fiscal year 2020 budget is a decrease of 1.4% of the fiscal year 2019 revised budget of $3.97 million and there is an average increase of 2.3% over the last five years. The decrease from the fiscal year 2019 amount is from a decrease in state and federal revenue, and the average increase over the last five years is from the State property tax backfill credits, which was phased in over that period, and from increases in state and local 28E agreements. 121 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 $2 million in fiscal year 2020, with $1.5 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits and into the Capital Projects Fund as reimbursements for a percentage of Fire capital asset replacement. 6. Charges for Fees and Services - These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.4 million in fiscal year 2020. The fiscal year 2020 revenue is an increase of 1.9% of the fiscal year 2019 revised budget of $1.3 million; however, there is an average decrease of 1.7% over the last five years. The increase in the fiscal year 2019 budget is due to increased police services higher than previously expected; the average decrease over the past five years is a result of decreases in building and development fees in fiscal year 2018 and fiscal year 2019. 122 FY2017 FY2018 FY2018 FY2020 FY2021 Intergovernmental Funding Actual Actual Revised Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services $ 215,209 $ 256,114 S 228,369 $ 243,828 $ 243,828 IC Comm. Schools - Mercer Pool 102,601 101,954 110,550 101,950 101,950 County, Univ Heights, Hills -Library 500,494 517,907 538,860 517,904 517,904 Johnson County - Senior Center 59,224 60,000 60,000 60,000 60,000 Downtown District - Police Department 10,000 10,000 10,000 20,000 20,000 University Heights - Fire Department 31,874 32,186 32,186 32,498 32,498 JECC- Accountin - - 29,150 29,750 29,750 Local Governmental Revenue: 919,402 978,161 1,009,115 1,005,930 1,005,930 State Revenue: Public Safety Grants 194,849 199,893 199,012 167,365 167,365 University of Iowa - Fire Protection 1,421,950 1,538,421 1,421,950 1,538,420 1,538,420 Operating Grants 95,389 73,825 82,690 73,820 73,820 Property Tax Credits 908,715 899,593 1,006,442 908,922 908,922 Other State Grants 31,272 11,588 9,530 - - State Disaster Assistance - 4,235 - - - Total State Revenue: 2,652,175 2,727,555 2,719,624 2,688,527 2,688,527 Federal Revenue: Public Safety Grants 9,216 69,606 237,659 215,193 215,193 Department of Interior - 8,026 - - - Total Federal Revenue: 9,216 77,632 237,659 215,193 215,193 Total - Intergovernmental Funding: $ 3,580,793 $ 3,783,348 $ 3,966,398 $ 3,909,650 $ 3,909,650 6. Charges for Fees and Services - These revenues are for direct fees and charges for the use of a City service, facility, or program. Divisions with fee-based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Building Inspection Services, Animal Care, and Cemetery services. Charges for Fees and Services are budgeted at $1.4 million in fiscal year 2020. The fiscal year 2020 revenue is an increase of 1.9% of the fiscal year 2019 revised budget of $1.3 million; however, there is an average decrease of 1.7% over the last five years. The increase in the fiscal year 2019 budget is due to increased police services higher than previously expected; the average decrease over the past five years is a result of decreases in building and development fees in fiscal year 2018 and fiscal year 2019. 122 7. Miscellaneous - Miscellaneous revenue is budgeted at $6.18 million in fiscal year 2020. This category includes a variety of revenue sources, including parking fines ($319,870), magistrate court fines and surcharges related to code enforcement ($235,180) and library fines ($106,747). Also included within this category are internal chargebacks of $4.5 million to the City's Capital Projects Fund for legal and engineering services, and to the enterprise funds for administrative services. The fiscal year 2020 revenue is a decrease of -0.02% of the fiscal year 2019 revised budget of $6.18 million and there is an average increase of 6.9% over the last five years. The average increase amounts are due to the increases in administrative chargebacks for the Transportation Services Administration activity that was added to the General Fund in fiscal year 2017 and the Engineering division that started chargebacks to capital projects in fiscal year 2016. 8. Other Financing Sources — Other financing sources include a limited number of special transactions that are used to account for non-operating revenues/receipts such as the proceeds from a loan or the sale of an asset. Other Financing Sources are budgeted at $561,177 in fiscal year 20120, which is a decrease of 79.8% from the revised budget in fiscal year 2019 of $2.8 million. The decrease is from home sales in the UniverCity program. The UniverCity activity is budgeted at $2.1 million in fiscal year 2019, which consists of the proceeds from the sale of assets ($1,262,500) and loan proceeds from financial institutions ($861,405). There is an average decrease of 10.2% over the last five years. These decreases are also from the UniverCity program. 9. Transfers In - The category is budgeted at $12.3 million in fiscal year 2020. This includes an approximate $10.9 million transfer -in of the Employee Benefits Levy from the Employee Benefits Fund. This category also includes General Fund intra -fund transfers to equipment replacement reserves and transfers in from other funds to support specific staff positions and expenditures. 123 B. General Fund Expenditures Expenditures & 2018 2019 2020 2021 Transfers Out Actual Revised Budget Projected Personnel $ 38,720,800 $ 42,219,519 $ 43,226,993 $ 44,523,803 Services 9,135,806 11,366,562 10,958,352 10,631,819 Supplies 1,577,055 1,678,323 1,720,876 1,755,294 Capital Outlay 2,612,935 3,223,443 2,013,398 1,642,345 Other Financial Uses 668,000 1,262,500 200,000 200,000 Contingency 565,000 580,000 585,000 Sub -total Expenditures: 52,714,596 60,315,347 58,699,619 59,338,261 Transfers Out 13,683,695 12,249,099 6,477,420 6,210,675 Total Expenditures & $ 66,398,291 $ 72,564,446 $ 65,177,039 $ 65,548,936 Transfers Out Expenditure Trends by Type $70,000,om $60,000,00D $50,000,00D $4D,000,00D $30,000,000 $20,000,000 $1o,0w,oOD Actual Revised Budget Proje=d 2018 2019 2020 2021 ■Personnel ■Services ■Supplies ■CapRal Outlay ■ Other Financial Uses ■Corrtingenry 124 1. Personnel - Personnel costs account for approximately 74.3% of budgeted expenditures (excluding transfers out) within the General Fund in fiscal year 2020. Employee benefit costs are discussed in greater detail in the City Manager Address. 2. Services - Expenditures for services are budgeted at $10.96 million in fiscal year 2020. Initial projections were based on fiscal year 2018 actual expenditures and projected at 2.19% annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI -U) over the last five fiscal years. Many of the operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for liability, fire & casualty insurance premiums; professional and consultant services; internal service fund charges (Equipment, Information Technology Services, Risk Management, and Central Services); training & education; building and equipment repair and maintenance services; vehicle and equipment rentals. These costs are adjusted individually each year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations -specific needs, each year. The Services category also includes funding for 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: $280,000 Aid to Human Service Agencies $926,200 Community Event/ Program Funding $234,520 ICCVB —Community/ Economic Development Assistance $131,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.7 million in fiscal year 2020. Individual items costing under $5,000 are considered supplies. This limit is consistent with the threshold utilized to capitalize assets for the comprehensive annual financial report. 4. Capital Outlay — The general fund capital outlay is budgeted at $2.0 million in fiscal year 2020 and includes police vehicle replacements, library materials, operating equipment, UniverCity Properties, and building maintenance and improvements of $5,000 or greater. 5. Other Financial Uses - This category is budgeted at $200,000 in fiscal year 2020. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 125 6. Contingency - A General Fund contingency amount is established each fiscal year for those unforeseen expenditures that arise following formal adoption of the annual budget. This amount is available for appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at one percent (1%) of General Fund expenditures (excluding transfers) - approximately $580,000 in fiscal year 2020. 7. Transfers Out - This category is budgeted at $6.5 million in fiscal year 2020. One of the largest transfers out is from the transit property tax levy of $3.7 million that is being transferred into the Transit Fund. Other major transfers out include approximately $1.7 million to the Capital Projects Fund and $650,000 to the Affordable Housing Fund. The General Fund borrowed $1.5 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. Principal payments are reflected as a transfer out. The following is a summary of that loan: C. Fund Balance It is part of the City's Financial & Fiscal Policies that the General Fund's unassigned fund balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) of revenues and transfers in will be transferred to the City's Emergency Fund, used to retire outstanding debt, used to provide property tax relief, or be used for facility replacement. General Fund unassigned fund balance was transferred into the Emergency Fund in fiscal year 2014, fiscal year 2015, fiscal year 2016, fiscal year 2017 and fiscal year 2019 of $1.7 million, $1.3 million, $1.7 million, $500,000 and $450,000, respectively. No transfer is being proposed in fiscal year 2020. $340,000 was revised into the Emergency Fund expenditures in fiscal year 2019 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund's estimated balance is $5.1 million at the end of fiscal year 2020. In the fiscal year 2019 revised budget, $2.5 million of General Fund unassigned fund balance is proposed to be transferred into a newly created, Facility Master Plan Reserve, within the General Fund. This fund will be assigned to implementation of the 2012 Facilities Space Needs Study and Master Plan. 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 Principal Total Loan Final Outstanding as Payment FY20 FY20 Loan Date Amount Payment of 6/30/19 FY20 Principal Interest 2019 Public Works Facility Loan 6/30/2019 $ 1,500,000 2039 $ 1,500,000 $ 99,828 $ 55,587 $ 44,241 C. Fund Balance It is part of the City's Financial & Fiscal Policies that the General Fund's unassigned fund balance shall not fall below twenty-five percent (25%) of total revenues and transfers in and not grow greater than thirty-five percent (35%). This policy also states that fund balance in excess of thirty percent (35%) of revenues and transfers in will be transferred to the City's Emergency Fund, used to retire outstanding debt, used to provide property tax relief, or be used for facility replacement. General Fund unassigned fund balance was transferred into the Emergency Fund in fiscal year 2014, fiscal year 2015, fiscal year 2016, fiscal year 2017 and fiscal year 2019 of $1.7 million, $1.3 million, $1.7 million, $500,000 and $450,000, respectively. No transfer is being proposed in fiscal year 2020. $340,000 was revised into the Emergency Fund expenditures in fiscal year 2019 for the acquisition and demolition of a residential property in the flood plain. The Emergency Fund's estimated balance is $5.1 million at the end of fiscal year 2020. In the fiscal year 2019 revised budget, $2.5 million of General Fund unassigned fund balance is proposed to be transferred into a newly created, Facility Master Plan Reserve, within the General Fund. This fund will be assigned to implementation of the 2012 Facilities Space Needs Study and Master Plan. 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. 30 Receipts Expenditures Shortfall FY2019 $ 9,833,115 $ 15,455,184 (5,622,069) FY2018 7,859,044 14,422,373 (6,563,329) FY2017 7,917,409 15,727,049 (7,809,640) FY2016 10,402,991 13,341,071 (2,938,080) FY2015 7,163,587 13,309,505 (6,145,918) FY2014 11,705,632 15,145,130 (3,439,498) FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) FY2010 8,934,768 13,186,810 (4,252,042) D.Long-term Projections $74 $72 3 $70 $68 $66 $64 GF Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected + General Fund Expenses +General Fund Revenues Future property tax revenues were projected to grow 3% for fiscal year 2021, 2.68% for 2022, 2.7% in 2023, 2.28% in 2024, and 3.29% in fiscal year 2025. Odd numbered years are re- evaluation years, which typically lead to higher growth rates. The overall annual growth rates include individual property class assessed value growth ranging from 0 — 5%, as well as changes in the rollback percentages. The Multi -Residential Property Class rollback will continue to decrease until it aligns with the Residential Rollback in fiscal year 2024. All other revenues were projected at a flatline. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. 127 Fund Balance, July 1 Revenues: Property Taxes Other City Taxes Licenses And Permits Use Of Money And Property Intergovernmental Charges For Fees And Services Miscellaneous Other Financial Sources Sub -Total Revenues Transfers In: Operating Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures by Department: City Council City Clerk City Attorney City Manager Finance Police Fire Parks and Recreation Library Senior Center Neighborhood & Development Services Public Works Transportation Services Sub -Total Expenditures Transfers Out: Capital Project Fund GO Bond Abatement General Levy Emergency Fund Facility Master Plan Reserve Interfund Loan Repayment to Landfill Transfers Out - Transit Fund Transfers Out -Affordable Housing Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Prior Year Accounting Adjustment Adjusted Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In General Fund (1000 - 1024) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 49,045,399 $ 48,135,654 $ 40,724,250 $ 36,401,766 $ 33,539,782 $ 34,995,554 $ 29,796,656 $ 31,754,702 $ 32,902,940 $ 34,764,019 $ 36,175,697 $ 37,260,696 2,431,882 2,534,880 2,460,404 2,630,582 2,459,443 2,459,443 3,056,051 3,521,079 2,734,068 2,543,150 2,576,370 2,576,370 689,835 812,954 1,137,695 774,516 1,111,577 1,111,577 3,803,459 3,580,793 3,783,350 3,966,398 3,909,650 3,909,650 1,607,320 1,697,137 1,497,214 1,340,308 1,366,366 1,366,637 4,603,845 5,484,920 5,787,400 6,179,409 6,177,874 6,177,874 2,678,802 1,764,562 1,577,306 2,781,423 561,177 561,177 48,667,850 51,151,026 51,880,377 54,979,805 54,338,154 55,423,424 12,468,366 10,655,199 10,195,430 14,722,657 12,294,657 11,548,105 12,468,366 10,655,199 10,195,430 14,722,657 12,294,657 11,548,105 $ 61,136,216 $ 61,806,225 $ 62,075,807 $ 69,702,462 $ 66,632,811 $ 66,971,529 $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153,065 $ 156,883 524,930 500,977 491,517 570,242 570,679 550,522 681,567 733,337 765,417 780,796 873,609 829,817 2,154,216 2,148,884 3,083,553 4,378,266 4,248,782 3,855,153 3,598,458 3,655,228 3,805,542 4,850,145 4,443,762 4,548,995 12,443,823 13,114,628 13,809,546 14,846,647 14,843,901 15,073,902 7,486,023 7,716,864 8,030,716 8,278,847 8,517,508 8,737,757 7,324,281 7,812,840 7,993,287 8,891,119 9,227,677 9,418,088 6,083,034 6,269,424 6,400,494 6,677,934 6,920,059 7,025,807 823,992 899,254 888,544 986,855 941,522 976,891 6,614,830 6,074,193 4,938,698 6,782,361 4,675,804 4,787,755 1,342,700 1,757,925 1,909,621 2,554,183 2,666,172 2,743,063 13,008 619,664 488,203 597,561 617,078 633,628 49,198,596 51,413,370 52,714,596 60,315,347 58,699,619 59,338,261 7,302,103 13,708,054 9,333,240 4,328,003 1,689,822 1,303,253 201,017 60,052 20,052 20,052 20,052 20,052 212,196 182,444 183,788 185,489 169,012 175,913 1,704,205 500,000 - 450,000 - - - - - 2,500,000 - - - - - - 55,587 57,273 3,108,169 3,271,633 3,376,455 3,578,133 3,707,905 3,819,142 - - 650,093 1,000,000 650,000 650,000 314,738 82,076 120,068 187,422 185,042 185,042 12,842,428 17,804,258 13,683,695 12,249,099 6,477,420 6,210,675 $ 62,041,024 $ 69,217,629 $ 66,398,291 $ 72,564,446 $ 65,177,039 $ 65,548,936 $ 48,140,591 $ 40,724,250 $ 36,401,766 $ 33,539,782 $ 34,995,554 $ 36,418,146 (4,937) - - - - - 48,135,654 40,724,250 24,716,300 15,073,066 36,401,766 33,539,782 34,995,554 36,418,146 7,031,035 9,368,702 9,378,961 9,501,097 $ 23,419,354 $ 25,651,185 $ 29,370,731 $ 24,171,080 $ 25,616,592 $ 26,917,049 38% 42% 47% 35% 38% 40% 128 General Fund Assigned, Committed & Restricted Fund Balance Assigned: (Available for current and / or future operations) Library Special Revenue Funds Library Foundation Development Library Equipment Replacement Reserve Senior Center Gift Funds New Horizons Band Cable Replacement Reserves Energy Efficiency Revolving Loan Fund Facility Master Plan Reserve Animal Shelter Bequest Funds Committed: (Available for current and / or future operations) Emergency Funds Restricted: (Not available for general operations) Police Forfeiture Share Police Abandon Property Cemetery Perpetual Care Local Option Sales Tax Restricted (Unspent Bond Proceeds) Total Assigned / Committed / Restricted: Unassigned: General Fund Ending Fund Balance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 756,858 $ 814,236 $ 898,683 $ 986,922 $ 1,056,034 $ 1,156,366 (19,291) (3,457) (3,976) (519) (519) (672) 176,268 231,975 261,786 317,493 350,076 382,062 13,798 13,870 2,875 2,875 2,875 2,875 10 10 - - - - 162,392 146,835 151,584 115,084 125,084 115,084 144,494 185,455 226,416 - - - - - - 2,500,000 2,500,000 2,500,000 - - 135,048 117,408 117,408 117,408 $ 1,234,529 $ 1,388,924 $ 1,672,415 $ 4,039,262 $ 4,150,958 $ 4,273,123 $ 4,698,779 $ 5,198,779 $ 4,961,882 $ 5,071,882 $ 5,071,882 $ 5,071,882 $ 4,698,779 $ 5,198,779 $ 4,961,882 $ 5,071,882 $ 5,071,882 $ 5,071,882 $ 386,338 $ 305,687 $ 236,724 $ 136,824 $ 35,388 $ 35,388 71,745 43,248 46,636 11,636 11,636 11,636 - 114,846 113,378 109,098 109,098 109,068 18,262,595 8,021,582 (0) (0) (0) (0) 62,314 $ 18,782,992 $ 8,485,362 $ 396,738 $ 257,558 $ 156,122 $ 156,092 $ 24,716,300 $ 15,073,066 $ 7,031,035 $ 9,368,702 $ 9,378,961 $ 9,501,097 23,419,354 25,651,185 29,370,731 24,171,080 25,616,592 26,917,049 $ 48,135,654 $ 40,724,250 $ 36,401,766 $ 33,539,782 $ 34,995,554 $ 36,418,146 129 General Fund Revenues by Type 130 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Property Taxes Property Taxes $ 29,796,656 $ 31,754,702 $ 32,902,940 $ 34,764,019 $ 36,175,697 $ 37,260,696 Other City Taxes Gas/Electric Excise Tax 441,082 421,007 402,645 401,692 401,693 401,693 Mobile Home Tax 37,803 37,774 36,004 37,770 36,000 36,000 Hotel/Motel Tax 1,078,762 1,136,712 1,045,696 1,251,720 1,045,700 1,045,700 Utility Franchise Tax 874,235 939,387 976,060 939,400 976,050 976,050 Licenses And Permits General Use Permits 80,171 104,220 71,654 100,840 71,650 71,650 Food & Liq Licenses 92,738 111,438 110,377 111,440 110,380 110,380 Professional License 18,700 12,015 7,605 12,020 7,610 7,610 Franchise Fees 733,644 685,659 662,448 512,750 512,750 512,750 Const Per & Ins Fees 2,102,624 2,578,024 1,850,539 1,777,650 1,842,590 1,842,590 Misc Lic & Permits 28,174 29,723 31,445 28,450 31,390 31,390 Use Of Money And Property Interest Revenues 221,825 307,260 655,650 302,956 647,877 647,877 Rents 418,473 463,696 459,331 435,200 444,230 444,230 Royalties & Commiss 49,537 41,998 22,714 36,360 19,470 19,470 Intergovernmental Fed Intergovnt Rev 29,257 9,216 77,632 237,659 215,193 215,193 Property Tax Credits 1,191,442 908,715 899,593 1,006,442 908,922 908,922 State 28E Agreements 1,385,095 1,421,950 1,538,421 1,421,950 1,538,420 1,538,420 Operating Grants 84,197 95,389 73,825 82,690 73,820 73,820 Disaster Assistance 56,507 - 4,235 - - - Other State Grants 225,855 226,121 211,482 208,542 167,365 167,365 Local 28E Agreements 831,106 919,402 978,161 1,009,115 1,005,930 1,005,930 Charges For Fees And Services Building & Devlpmt 579,755 649,237 477,627 371,120 360,900 360,900 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Animal Care Services 10,399 11,545 10,775 11,540 10,780 10,780 Fire Services 9,244 10,370 7,632 10,370 7,140 7,140 Transit Fees 2,975 - 955 900 900 900 Culture & Recreation 761,363 780,147 774,778 790,848 778,090 778,090 Misc Charges For Svc 67,463 70,369 66,214 67,450 71,626 71,626 Water Charges 5,075 5,275 5,412 5,280 5,410 5,681 Refuse Charges 255 275 317 270 320 320 Parking Charges 58,679 26,359 26,010 26,000 26,210 26,210 Miscellaneous Code Enforcement 253,174 238,295 232,315 222,633 235,180 235,180 Parking Fines 351,205 356,796 319,868 356,800 319,870 319,870 Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Contrib & Donations 256,427 430,857 746,621 505,690 535,762 535,762 Printed Materials 48,668 42,022 41,117 41,900 40,980 40,980 Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960 Misc Merchandise 24,560 29,655 24,775 29,370 24,460 24,460 Intra -City Charges 3,092,916 3,770,049 3,936,476 4,275,635 4,515,766 4,515,766 Other Misc Revenue 405,571 449,718 329,180 579,851 370,339 370,339 Special Assessments 1,615 1,087 808 1,090 810 810 Other Financial Sources Sale Of Assets 2,088,104 915,899 920,174 1,920,018 307,477 307,477 Bonds - - 17,357 - - - Loans 590,698 848,663 639,775 861,405 253,700 253,700 Total Revenues $ 48,667,850 $ 51,151,026 $ 51,880,377 $ 54,979,805 $ 54,338,154 $ 55,423,424 130 General Fund Expenditures by Department and Division 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection City Council City Attorney 681,567 733,337 765,417 City Council $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153,065 $ 156,883 City Clerk City Clerk 524,930 500,977 491,517 570,242 570,679 550,522 City Attorney City Attorney 681,567 733,337 765,417 780,796 873,609 829,817 City Manager City Manager 574,679 535,636 737,126 834,589 839,343 862,000 Communications Office 801,431 821,876 718,093 846,965 864,301 899,053 Human Resources 440,974 463,221 482,968 552,440 609,632 625,874 Human Rights 337,132 328,151 332,455 449,740 444,725 456,075 Economic Development - - 812,912 1,694,532 1,490,780 1,012,151 Finance Finance Adminstration 1,465,382 1,483,352 1,536,946 2,562,080 2,038,125 2,077,480 Accounting 734,456 754,564 805,002 807,260 836,169 859,992 Purchasing 349,584 360,939 350,638 370,106 395,611 407,002 Revenue 1,049,036 1,056,373 1,112,956 1,110,699 1,173,857 1,204,521 Police Police Administration 896,463 964,554 1,116,173 567,733 595,959 611,150 Police Support Services 1,731,296 1,905,662 2,252,663 3,201,854 3,316,940 3,393,006 Police Field Operations 9,816,064 10,244,411 10,440,709 11,077,060 10,931,001 11,069,746 Fire Fire Administration 779,473 858,673 932,672 963,895 952,632 959,692 Fire Emergency Operations 6,378,418 6,509,977 6,737,948 6,900,235 7,131,332 7,351,203 Fire Prevention 184,893 205,405 205,487 236,869 241,284 247,860 Fire Training 143,239 142,810 154,609 177,848 192,261 179,002 Parks and Recreation Park and Rec Admin 973,167 1,080,451 1,111,340 1,177,542 1,316,675 1,351,112 Recreation 2,901,427 3,116,291 3,143,589 3,268,764 3,454,735 3,565,471 Park Maintenance 3,128,619 3,274,743 3,390,502 4,073,638 4,067,814 4,102,199 Cemetery Operations 321,068 341,356 347,855 371,175 388,454 399,306 Library Library Operations 5,898,965 6,084,171 6,282,036 6,477,399 6,713,687 6,813,245 Library Foundation Office 184,069 185,254 118,457 200,535 206,372 212,562 Senior Center Senior Center 823,992 899,254 888,544 986,855 941,522 976,891 Neighborhood & Dvlpmt Services Neighborhood & Dvlpmt Admin 392,036 490,486 461,966 549,810 518,267 532,249 Neighborhood Services 3,916,469 2,929,117 3,067,334 4,248,056 2,324,583 2,373,398 Economic Development 906,962 994,263 - - - - Development Services 1,399,363 1,660,328 1,409,397 1,984,495 1,832,955 1,882,108 Public Works Public Works Administration 290,733 314,751 328,547 398,073 395,430 406,549 Engineering Services 1,051,967 1,443,174 1,581,073 2,156,110 2,270,742 2,336,514 Transportation Services Administration 13,008 619,664 488,203 597,561 617,078 633,628 Total Expenditures: $ 49,198,596 $ 51,413,370 $ 52,714,596 $ 60,315,347 $ 58,699,619 $ 59,338,261 131 IN II VK91i11L M I The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at -large" and are nominated by all voters and elected by all voters. Although the three "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd -numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each City Council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints the City Manager, City Attorney, and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: Financial Highlights: Personnel expenditures increased by 33.6% due to a change in the pay plan for Council members. Service expenditures include the City's dues for the Iowa League of Cities, Iowa Metro Coalition, US Conference of Mayors, Mayors Innovation Project, and the National League of Cities, as well as travel and conference expenditures for Council. Supplies expenditures increase by $11,498 or 314% due to the addition of $11,000 for the replacement of chairs in the City Council chambers. 132 FY2018 FY2019 FY2020 Total FTE's 7.00 7.00 7.00 Financial Highlights: Personnel expenditures increased by 33.6% due to a change in the pay plan for Council members. Service expenditures include the City's dues for the Iowa League of Cities, Iowa Metro Coalition, US Conference of Mayors, Mayors Innovation Project, and the National League of Cities, as well as travel and conference expenditures for Council. Supplies expenditures increase by $11,498 or 314% due to the addition of $11,000 for the replacement of chairs in the City Council chambers. 132 Activity Summary Activity: City Council (110100) Fund: General (1000) Division: City Council Department: City Council Expenditures: 2016 2017 2018 2019 2020 2021 Personnel Actual Actual Actual Revised Budget Prosection Revenues: 49,431 49,017 51,272 60,116 62,278 63,524 General Revenues Subsidy $ 107,734 $ 110,148 $ 109,461 $ 120,391 $ 153,065 $ 156,883 Other Financial Sources $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153,065 $ 156,883 Sale Of Assets 2016 4 2018 2019 2020 Total Revenues $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153.065 $ 156,883 Expenditures: Personnel $ 54,754 $ 54,697 $ 55,329 $ 56,616 $ 75,630 $ 77,899 Services 49,431 49,017 51,272 60,116 62,278 63,524 Supplies 3,549 6,439 2,860 3,659 15,157 15,460 Total Expenditures $ 107,734 $ 110,152 $ 109,461 $ 120,391 $ 153,065 $ 156,883 Personnel Services - FTE 2016 2017 2018 2019 2020 City Council 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 133 IN Y V(d I A C7:/ The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes and posts 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 photo ID's, 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. In addition, the Clerk's office provides service to Boards and Commissions by announcing and publishing vacancies; monitoring applications and appointments; notifying applicants and updating the City website of members. The office provides staff support to the Community Police Review Board (CPRB), which was formed based on a community initiative and established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing community views on the policies, practices and procedures of the Iowa City Police Department. HIGHLIGHTS Recent Accomplishments: • Agenda Management software purchase and implementation • Open Records request program, organizes and stores information in Laserfiche • Electronically archived Resolution books (1965-1994), Ordinance Books (1967-1994), and Lawsuits (1990-2017) making available to the public Upcoming Challenges: • Ongoing updates for the older sections of Oakland Cemetery; issuance of electronic deeds • Reorganizing & creating on-line forms for public assembly/parade/Ped mall use permits (currently in the works) • Utilize Laserfiche forms to create more online forms • Incorporate more functions into the Agenda Management software: Information packets, work session agendas/minutes, board and commission agendas/minutes 134 Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal years 2019 and 2020 service expenditures increased due to a City Council special election in fiscal year 2019 and the biennial City Council election in fiscal year 2020. 135 FY2018 FY2019 FY2020 Total FTE's 4.00 4.00 4.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal years 2019 and 2020 service expenditures increased due to a City Council special election in fiscal year 2019 and the biennial City Council election in fiscal year 2020. 135 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide support to the City Council, City staff, and individuals to implement strategic plan. Performance Measures: Strategic Plan Goal: Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Assist in dissemination of City Code information and in enforcement, Accept subdivision applications, liquor licenses, taxicab licenses, entertainment venues, special exceptions, cigarette permit, solid waste container permits. CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Ordinances & Resolutions Received and Finalized (with attached documents e.g. 408 485 444 390 417 Contracts) Hours Processing Initiatives and 238 N/A N/A N/A N/A Referendum Petitions Legal Publications Published 489 433 502 518 636 New New New Notice to Bidders Posted 12 44 Measure Measure Measure Council Meeting and Information Packets 111 116 113 115 112 Distributed Strategic Plan Goal: Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Assist in dissemination of City Code information and in enforcement, Accept subdivision applications, liquor licenses, taxicab licenses, entertainment venues, special exceptions, cigarette permit, solid waste container permits. CY 2013 1 CY 2014 1 CY 2015 1 CY 2016 1 CY 2017 Number of Licenses and Permits 772 769 579 918 667 Processed Board & Commission Applications 64 102 61 80 85 Processed Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal/Objective: Provide support to the City Council, City staff, and individuals to Efficient and timely release of information from Council and City departments as requested (agenda packets, press releases, etc.), and ad hoc committees. Archive documents as required by state code and City policy. Performance Measures: 137 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Number of Committees/ Commissions Meetings Staffed (Diversity, Charter 20 53 19 12 13 Review, Community Police Review Board, Senior Services) Number of Council folders converted from New 102 293 N/A 184 microfilm Measure Number of Images converted from New 26,082 93,791 94,480 114,883 microlfim - Council folders Measure Number of Images Electronically Archived 14,005 3,449 2,898 11,760 9,108 (JC Recorder and Project Files) Number of Board and Commission 173 201 149 165 147 Meeting Packets Archived 137 Activity Summary Activity: City Clerk (120100) Fund: General (1000) Division: City Clerk Department: City Clerk Activitv Summa Activity: Community Police Division: City Clerk Review Board 2016 2017 2018 2019 2020 2021 2016 2017 Actual Actual Actual 2020 2021 Revised Budget Actual Prosection Revenues: Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 482,322 $ 468,459 $ 468,644 $ 536,263 $ 545,974 $ 525,689 Licenses And Permits Total Revenues $ 6,068 $ 5,003 $ 7,365 $ 6,479 $ 6,405 $ 6,533 Expenditures: Professional License 16,195 9,630 4,925 9,630 4,930 $ 4,930 Miscellaneous $ 112 $ - $ - $ - Services 6,068 4,909 Code Enforcement 5,775 5,850 Total Expenditures 114 6,068 5,850 3,000 7,365 3,000 Other Misc Revenue $ 6.405 $ 6,533 14,545 12,016 10,371 12,020 10,370 10,370 Printed Materials 25 20 46 - - - Other Financial Sources Sale Of Assets 53 Total Revenues $ 518,862 $ 495,975 $ 484,152 $ 563,763 $ 564,274 $ 543,989 Expenditures: Personnel $ 420,689 $ 395,110 $ 379,113 $ 410,304 $ 412,984 $ 425,373 Services 96,382 98,838 94,702 149,404 149,516 116,807 Supplies 1,791 2,027 10,337 4,055 1,774 1,809 Total Expenditures $ 518,862 $ 495,975 $ 484,152 $ 563,763 $ 564.274 $ 543,989 Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 City Cleric 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Activitv Summa Activity: Community Police Division: City Clerk Review Board (120200) Fund: General (1000) Department: City Clerk 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 6,068 $ 5,003 $ 7,365 $ 6,479 $ 6,405 $ 6,533 Total Revenues $ 6,068 $ 5,003 $ 7,365 $ 6,479 $ 6,405 $ 6,533 Expenditures: Personnel $ - $ 93 $ 112 $ - $ - $ - Services 6,068 4,909 7,253 6.479 6.405 6,533 Total Expenditures $ 6,068 $ 5,003 $ 7,365 $ 6.479 $ 6.405 $ 6,533 138 CITY ATTORNEY The City Attorney's Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 expenditures includes capital outlay expenditures of $67,500 for an email management software, which is primarily the cause for the overall 11.9% increase in total expenditures over fiscal year 2019. 139 FY2018 FY2019 FY2020 Total FTE's 5.50 5.50 5.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 expenditures includes capital outlay expenditures of $67,500 for an email management software, which is primarily the cause for the overall 11.9% increase in total expenditures over fiscal year 2019. 139 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation, Enhance Community Engagement and Intergovernmental Relations, Promote Environmental Sustainability, Advance Social Justice and Racial Equity Department Goal/Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. Performance Measures: Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Ordinances & Resolutions 366 326 256 166 140 Approved (with attached documents 408 485 444 390 417 e.g. Contracts 50 43 31 19 20 Public Meetings of City Council, Boards and Commissions Staffed 90 113 91 89 82 by City Attorney's Office Cases in State and Federal Courts 51 44 29 31 22 and Administrative A encies Strategic Plan Goal Department Goal/Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City, Maintain a Solid Financial Foundation Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority. Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: GYf'Z�➢ Rl t� f ��5 C ! t�] f ��5 l -y t�] f ��5 [� t�] f ��5 �I 140 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Prosecution of Simple Misdemeanors 366 326 256 166 140 Municipal Infraction Cases 32 47 68 89 79 Housing Authority Hearings 50 43 31 19 20 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal/Objective: Professional handling of acquisition & purchases of homes in programs endorsed by City Council (e.q. UniverCity & flood buyout). Performance Measures: GYf'Z�➢ Rl t� f ��5 C ! t�] f ��5 l -y t�] f ��5 [� t�] f ��5 �I 140 Activitv Summa Activity: City Attorney (130100) Fund: General (1000) Division: City Attorney Department: City Attorney 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 617,404 $ 691,072 $ 697,024 $ 737,160 $ 802,099 $ 757,251 Miscellaneous Code Enforcement 775 770 585 770 590 590 Intra -City Charges 62,190 40,677 67,300 42,046 70,430 71,486 Other Misc Revenue 1,005 817 489 820 490 490 Printed Materials 193 - - - - - Other Financial Sources 67,500 Total Expenditures $ 681,567 $ Sale Of Assets 765,417 $ 19 $ 873,609 $ 829,817 Total Revenues $ 681,567 $ 733,337 $ 765,398 $ 780,796 $ 873,609 $ 829,817 Expenditures: Personnel $ 644,271 $ 687,684 $ 719,637 $ 735,231 $ 758,623 $ 781,382 Services 29,533 33,424 35,885 35,675 38,960 39,739 Supplies 7,763 12,229 9,896 9,890 8,526 8,697 Capital Outlay 67,500 Total Expenditures $ 681,567 $ 733,337 $ 765,417 $ 780,796 $ 873,609 $ 829,817 Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 1.50 1.50 1.50 1.50 1.50 City Attorney 1.00 1.00 1.00 1.00 1.00 First Asst City Attorney 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.50 5.50 5.50 5.50 5.50 Capital Outlay 2019 2020 Software S - $ 67,500 Total Capital Outlay S - $ 67,500 141 IN II va Ai 1e1► FAC] ACS The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City's operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City's residents, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City's day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of 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 prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting policy and program recommendations to the City Council. There are five operating divisions within the City Manager's Office: City Manager, Communications Office, Human Resources, Human Rights, and Economic Development. Staffing: Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 service expenditures decreased by 9.7% from fiscal year 2019 due to a $20,000 public art and wayfinding concept plan project in fiscal year 2019. Fiscal year 2020 service expenditures include $40,000 for the second year of a three-year collaboration with the University of Iowa's Big Splash event. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. 142 FY2018 FY2019 FY2020 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 service expenditures decreased by 9.7% from fiscal year 2019 due to a $20,000 public art and wayfinding concept plan project in fiscal year 2019. Fiscal year 2020 service expenditures include $40,000 for the second year of a three-year collaboration with the University of Iowa's Big Splash event. Additionally, $20,000 is again included for costs associated with hosting a UCI cyclocross world cup event. 142 Activity Summary Activity: City Manager (210100) Fund: General (1000) Division: City Manager Department: City Manager Revenues: General Revenues Subsidy Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Analyst Assistant To The City Manager Asst City Manager City Manager Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 574,179 $ 535,357 $ 736,746 $ 834,309 $ 839,343 $ 862,000 - - 380 - 500 280 280 $ 574,679 $ 535,636 $ 737,126 $ 834,589 $ 839,343 $ 862,000 $ 485,703 $ 444,207 $ 527,392 $ 555,994 $ 586,953 $ 604,562 87,549 83,966 206,103 275,518 248,906 253,884 1,427 7,463 3,631 3,077 3,484 3,554 $ 574,679 $ 535,636 $ 737,126 $ 834,589 $ 839,343 $ 862,000 2016 2017 2018 2019 2020 1.00 - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 143 CKQMIMLei 011[slit IIs] 01RY67aaM2 Communications Office The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media coverage, informational efforts and promotional campaigns, maintains the City website and intranet, manages social media, and works closely with our Cable staff to create and share photography video content for television, online and social media. The team coordinates with City staff to share and advise on policies and procedures, publicizes city and community events, actively participates in local events to engage with the public and provide information about the City while also supporting customer service functions throughout the organization. The Communications Office also provides creative services, as well as direction and support, to other City departments, and staffs the front lobby information desk, which serves as the customer service hub of City Hall. Cable N Office Cable TV Administration oversees Cable TV Office operations, provides a complaint resolution service for subscribers to the local cable company, and supports other local cable access television channels. Administration also serves as staff for the Iowa City Telecommunications Commission (ICTC) and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. Cable staff produces local government and community video programming including public meetings and presentations, regularly featuring the Iowa City City Council and the Iowa City Foreign Relations Council; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities, including a wide variety of local musical performances sponsored by City and non-profit entities; as well as providing weekly and monthly news features that provide information about Iowa City events and initiatives. Cable staff also provides recording of internal training for departments as needed. The Cable TV Office also schedules programming on City Channel 4, operates InfoVision channel 5, an interactive service providing local video programming on demand, manages Channel 4's web presence, which includes live and archived streaming video, and provides video content for City social media outlets. Cable N Reserves Cable TV's annual budget includes transfers to an equipment replacement reserve that are used to purchase equipment and supplies, including computer hardware and software. 144 HIGHLIGHTS The Cable TV Office merged into the Communications Office four years ago, which has allowed the Communications Office to have primary oversight of City -produced news, streamlining our news coordination efforts and reducing overlap and expenses. Cable TV operations were previously accounted for in an Enterprise Fund but were transferred to the General Fund in fiscal year 2016. Recent Accomplishments • Began live -streaming City Council work sessions and meetings on Facebook • Continued to increase video content on social media channels • Completed redesign of the City Channel 4 website • Transitioned to a higher quality video archiving solution utilizing YouTube • Created Snow Emergency Communications Plan • Climate Action Plan marketing campaign completed • Created website ADA compliance plan for website • Provided website ADA compliance training • Hosted a training for staff working with the media • Completion of multiple marketing plans for departments • New and creative use of social media for engagement • Improved use of social media: advertising, calendars, and images • RAGBRAI event planning and coverage • Managed Parks & Rec Communications during staff transition • Grown social media following and e - subscriptions • Increased staff engagement with Staff Chat newsletter Upcoming Challenges • Developing a strategy for providing closed -captioning for long -format videos online • Investigating new ways to reach the public and engage • Continuing to update online forms for improved accessibility and customer service 145 • Near completion of new Intranet redesign • Reevaluating Cable TV priorities; changes to ICTC • Continued to create more extensive marketing plans and educational programming for City initiatives and joint agency projects • Creating a Flood Emergency Plan for City organization • Continuing to search for photo archival and retrieval solution • We receive many image requests and time spent searching can be problematic • Continue to reorganize website by department • Work with departments to update and rethink their website content • Establish importance of website content responsibility per department • Census marketing materials • Increase engagement with minority community • Strengthen partnerships for multi - agency events and marketing Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures in the Communications Office increased by 73.3% due to a one time increase in advertising expenditures in fiscal year 2020. Additionally, capital outlay increased by $31,500 for the purchase of new Laserfiche licenses in fiscal year 2020. M11 FY2018 FY2019 FY2020 Total FTE's 6.00 6.00 6.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures in the Communications Office increased by 73.3% due to a one time increase in advertising expenditures in fiscal year 2020. Additionally, capital outlay increased by $31,500 for the purchase of new Laserfiche licenses in fiscal year 2020. M11 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations Department Goal: Increase opportunities for public engagement and education. Department Objective: Utilize social media, website, video messaging and media outreach to provide access to a wide audience. Performance Measures: Social media growth and digital outreach growth using e -subscription service * As of 09/02/2016 Video Proararr rrogramming promoting uroan core 54 53 90 114 100 activities and or anizations Programming promoting general City initiatives, projects, 150 176 181 219 222 and public input Note: Includes full-length and short programs, public service announcements, & program segments 147 FY 2014 FY 2016 FY 2016 FY 2017 FY 2018 Twitter (followers) 2,742 4,557 6,268 7,578 8,693 Facebook (Likes) 1,191 2,414 3,415 4,733 5,753 Instagram (followers) New New 704* 1,228 1,554 Measure Measure Media release activity 826 769 1,400 1,593 1,588 IE -subscriptions New 6,883 12,625 15,132 19,401 measure * As of 09/02/2016 Video Proararr rrogramming promoting uroan core 54 53 90 114 100 activities and or anizations Programming promoting general City initiatives, projects, 150 176 181 219 222 and public input Note: Includes full-length and short programs, public service announcements, & program segments 147 Activity Summary Activity: Communications Office (210200) Fund: General (1000) Division: Communications Office Department: City Manager Revenues: General Revenues Subsidy Miscellaneous Misc Merchandise Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Communications Assistant Communications Coordinator Digital Communications Spec Total Personnel Capital Outlay Software Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 379,836 $ 367,055 $ 338,251 $ 378,302 $ 442,703 $ 445,308 $ 379,836 $ 368,428 $ 338,251 $ 379,672 $ 442,703 $ 445,308 $ 278,314 $ 261,313 $ 244,752 $ 265,171 $ 278,146 $ 286,490 17,629 26,244 36,524 28,578 49,520 50,510 81,083 57,028 56,975 85,923 83,537 85,208 2,810 23,844 31,500 23,100 $ 379,836 $ 368,428 $ 338,251 $ 379,672 $ 442,703 $ 445,308 2016 2017 2018 2019 2020 1.00 1.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 2.00 2.00 148 2019 2020 $ - $ 31,500 $ - $ 31,500 Activity Summary Activity: Cable Administration (210251) Fund: General Fund (1000) Division: Communications Office Department: City Manager Revenues: Licenses And Permits Franchise Fees Use Of Money And Property Interest Revenues Miscellaneous Contdb & Donafions Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 733,644 $ 685,659 $ 662,448 $ 512,750 $ 512,750 3 512.750 (3,970) - - - - - 1 - 54 242 41 200 oaa iri $ 730,428 $ 686,073 $ 662,489 $ 512,950 $ 512,750 $ 512,750 $ 347,667 $ 381,005 $ 330,185 $ 372,910 $ 371,374 $ 382,515 38,818 42,385 41,915 42,821 44,601 45,493 9,898 4,502 2,490 5,062 5,624 5,736 $ 396,383 $ 427,891 $ 374,590 $ 420,793 $ 421,599 $ 433,744 Personnel Services - FTE 2016 2017 2018 2019 2020 Cledcal Assistant - Cable T.V. 0.50 0.50 - - - CommunicationsTech - Cable 1.00 1.00 1.00 1.00 1.00 Media Producfion Service Coordinator 1.00 1.00 1.00 1.00 1.00 Producfion Asst - Cable T.V. 1.00 1.00 1.00 1.00 1.00 Special Projects Asst -Cable 1.00 1.00 1.00 1.00 1.00 Total Personnel 4.50 4.50 4.00 4.00 4.00 Activitv Summa Activity: Cable Reserves (210257) Division: Communications Office Fund: Cable Replacement Reserves (1007) Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Transfer In: Transfer -In from Cable Operators $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,000 Total Transfer In $ 10,000 $ 10,000 $ 10,000 $ 10.000 $ 10,000 $ 10,000 Expenditures: Capital Outlay $ 25,212 $ 25,557 $ 5,251 $ 46,500 $ - $ 20,000 Total Expenditures $ 25,212 $ 25,557 $ 5,251 $ 46,500 $ - $ 20,000 Capital Outlay 2019 2020 Video Production Equipment $ 40,000 $ ITS Data Storage Backup 6,500 Total Capital Outlay $ 46,500 $ - 149 11 all *0111 alN :W The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customers, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of: • Employee and labor relations for approximately 1,000 City employees, both permanent and temporary • Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions • Civil Service compliance per Chapter 400 of the Code of Iowa • Comprehensive benefits administration for approximately 600 permanent employees • Internal and external recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies • Personnel policy development and administration • Administration of applicable state and federal employment laws HIGHLIGHTS Recent Accomplishments: • Completed entry-level Police Officer testing, certifying a hiring list in compliance with Chapter 400 of the Iowa Code • Revised and updated orientation program for new employees subject to federal drug and alcohol testing program • Revised and updated annual employee demographic report • Coordinated staff training including web -based Sexual Harassment, Workplace Violence, and Diversity training for all permanent City staff, De -Escalation Strategies for Aggression and Mental Health, Effective Communication in Challenging Situations for all supervisory staff, and supervisor training webinars • Reformatted and restructured hiring and recruitment materials including Self Services webpage, job posting documents, hiring supervisor checklist, and interview panel training materials • Completed RFP process to secure labor attorney services • Coordinated recruitment processes for NDS Director, Transportation Services Director, Senior Center Coordinator, Development Services Coordinator, Neighborhood Services Coordinator, Animal Services Coordinator, and Recreation Superintendent • Continued leadership and oversight of active Employee Wellness Committee offering a variety of programming including educational programs, service projects, staff events, charitable giving campaigns, and CPR/First Aid/AED certification 150 Upcoming Challenges: • Entry-level Police Officer and Firefighter testing in FY19 • Police and Fire Promotional Testing in FY20 • Selection and implementation of online training and LMS software for City employees Staffing: Staffing Level Change Summary: In fiscal year 2020, a half-time temporary Human Resources Office Assistant has been added, which is partially offset with work study wages. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Services expenditures budget in fiscal year 2020 increased by 9.2% primarily due to the addition of police and fire promotional testing assessments. Supplies expenditures budget in fiscal year 2020 increased by $22,553 or 89.2%. This is primarily due to the addition of the city-wide training software, Neogov, for $22,000. 151 FY2018 FY2019 FY2020 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: In fiscal year 2020, a half-time temporary Human Resources Office Assistant has been added, which is partially offset with work study wages. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Services expenditures budget in fiscal year 2020 increased by 9.2% primarily due to the addition of police and fire promotional testing assessments. Supplies expenditures budget in fiscal year 2020 increased by $22,553 or 89.2%. This is primarily due to the addition of the city-wide training software, Neogov, for $22,000. 151 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. Performance Measures: Averages FY 2014 1 FY 2015 FY 2016 FY 2017 FY 2018 Das to Fill Vacant Position 44.18 56.34 70.29 70.34 70.87 Advertising Expense per External Hire $68.14 $119.41 $89.46 $151.84 $41.92 Applicants per Hire 8.32 12.54 22.61 18.97 26.83 Note: Recruitment data does not include non -civilian Police and Fire Staff, Library employees, or Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment which was outsourced to a consulting firm. (City EmDlovee Turnover Rate 1 7.01% 1 7.24% 1 6.47% 1 5.76% 1 5.07% 1 152 Activity Summary Activity: Human Resources (210300) Fund: General (1000) Division: Human Resources Department: City Manager Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Projection Revenues: 26,493 20,676 22,811 25,290 47,843 48,800 General Revenues Subsidy $ 434,643 $ 456,962 $ 474,889 $ 546,041 $ 601,617 $ 617,859 Charges For Fees And Services 2016 2017 2018 2019 2020 Misc Charges For Svc 190 100 40 100 - - Intra -City Charges 6,129 5,477 8,016 5,619 8,015 8,015 Other Misc Revenue 8 683 24 680 - - Other Financial Sources 3.00 3.00 3.00 3.00 3.00 Sale OF Assets 4 Total Revenues $ 440,974 $ 463,221 $ 482,968 $ 552,440 $ 609,632 $ 625,874 Expenditures Personnel $ 329,330 $ 350,505 $ 364,933 $ 383,503 $ 404,971 $ 417,120 Services 85,151 92,041 95,224 143,647 156,818 159,954 Supplies 26,493 20,676 22,811 25,290 47,843 48,800 Total Expenditures $ 440,974 $ 463,221 $ 482,968 $ 552,440 $ 609,632 $ 625,874 Personnel Services - FTE 2016 2017 2018 2019 2020 Human Resources Administrator 1.00 1.00 1.00 1.00 1.00 Human Resources Assistant 1.00 1.00 1.00 1.00 1.00 Human Resources Generalist 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 3.00 153 1: Lei M1e1►1:710:III K The Human Rights Office enforces the anti -discrimination laws for the City and receives, investigates and makes probable cause decisions on complaints alleging unlawful discrimination in the areas of education, credit, housing, employment, and public accommodation based upon the following characteristics: age, color, creed, disability, familial status, gender identity, marital status, national origin, presence or absence of dependents, public assistance source of income, race, religion, sex, and sexual orientation. The Office also provides training to the community on unlawful discrimination and the civil rights history of Iowa. The Office collaborates with individuals and organizations in the planning and coordinating of events to educate on civil and human rights. The office prepares specialized materials including pamphlets, brochures and advertisements on unlawful discrimination for outreach and education. Staff of the office create yearly specialized reports and publish the annual report of the Human Rights Commission. The equity branch of the Office coordinates with City departments to assist in efforts to eliminate inequities. Work includes publishing an annual report on racial equity and the quarterly reports on social justice and racial equity, managing the social justice and racial equity grants, liaison to the City Manager's Roundtables, implementing toolkits across departments, and reviewing the EEO Contract Compliance program. HIGHLIGHTS Recent Accomplishments: • Successfully training over 9 City Departments on using Equity Toolkits • Scoring perfect points for the fifth consecutive year in the Human Rights Campaign Municipal Quality Index Upcoming Challenges: • Working with other City Departments, the Community, and the Commission on addressing barriers to Fair Housing Choice Staffing: Year FY2018 FY2019 FY2020 Total FTE's 2.00 2.00 2.00 154 Staffing Level Change Summary: There is an addition of temporary staffing for a Human Rights intern in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 service expenditure budget includes $75,000 for the City's Social Justice & Racial Equity grants. This grant program was new in the fiscal year 2019 budget. Overall, total expenditures decreased by 1.1 % from the previous fiscal year. 155 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Advance Social Justice and Racial Equity STAR Objective: Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community Department Goal: To address unlawful discrimination through education, outreach, and enforcement. Department Objective: Investigate and resolve complaints alleging unlawful discrimination in a timely manner.(Complaints filed in one fiscal year may be closed in the next fiscal year which may create a distorted difference in numbers between those opened and closed.) Performance Measures: Number of complaints resolved within a year from the date filed. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address unlawful discrimination through education, outreach, and enforcement. Provide targeted information on unlawful discrimination, and the functions of the department to organizations, businesses, and other entities for outreach. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New Complaints Filed 43 35 40 Measure Measure New New Resolved Complaints 18 31 35 Measure Measure New New Percentage of Complaints Resolved 41.86% 88.57% 87.50% Measure Measure Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Yearly number of outreaches. Advance Social Justice and Racial Equity Civil & Human Rights - Promote the full enjoyment of civil and human rights for all residents in the community To address unlawful discrimination through education, outreach, and enforcement. Provide targeted information on unlawful discrimination, and the functions of the department to organizations, businesses, and other entities for outreach. W1 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New Number of Outreach Efforts 25 47 71 Measure Measure W1 Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Social & Cultural Diversity - Celebrate and respect diversity and represent diverse perspectives in community decision-making To foster inclusiveness and assist in making the City more inclusive for all. Survey the racial diversity of persons serving on City Boards and Commissions. Survey the racial demographics of individuals serving on City boards/commissionon an annual basis. 157 FY 2014 FY 2015 1 FY 2016 FY 2017 FY 2018 Number of persons of color serving New New New I I 12 12 on boards/commiss! Measure Measure Measure 157 Activitv Summa Activity: Human Rights (210400) $ 215,437 $ 224,352 $ 228,969 $ 236,950 $ Fund: General (1000) Division: Human Rights Services 116,850 95,635 89,541 Department: City Manager 186,581 Supplies 4,845 8,164 13,944 20,900 16,242 16,567 2016 2017 2018 2019 2020 2021 456,075 Actual Actual Actual Revised Budget Projection Revenues: Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00 General Revenues Subsidy $ 331,893 $ 314,526 $ 325,279 $ 436,170 $ 437,625 8 448.975 Licenses And Permits Total Personnel 2.00 2.00 2.00 2.00 2.00 Misc Lic & Permits 180 60 60 - - - Charges For Fees And Services Special Events 3,752 5,050 2,846 5,050 2,850 2,850 Miscellaneous Contdb&Donations 100 - - - - - Other MiscRevenue 1,207 8,515 4,250 8,520 4,250 4,250 Other Financial Sources Sale OF Assets 19 Total Revenues $ 337,132 $ 328,151 $ 332,455 $ 449,740 $ 444,725 $ 456,075 Expenditures Personnel $ 215,437 $ 224,352 $ 228,969 $ 236,950 $ 245,560 $ 252,927 Services 116,850 95,635 89,541 191,890 182,923 186,581 Supplies 4,845 8,164 13,944 20,900 16,242 16,567 Total Expenditures $ 337,132 $ 328,151 $ 332,455 $ 449,740 $ 444,725 $ 456,075 Personnel Services - FTE 2016 2017 2018 2019 2020 Human Rights Coordinator 1.00 1.00 1.00 1.00 1.00 Human Rights Investigator 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 158 :1910101 Is] Ivi l LORI] WA A 11iN ky, I A►III I The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact for business assistance in City of Iowa City. A division of the City Manager's Office, they provide access to information and to individuals throughout the City organization and assist in pursuing newand expanding business endeavors. Working in cooperation with other City departments, the Iowa City Area Development Group and other local promotional organizations, the Economic Development Division assists developers and site selection consultants with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance. The Economic Development Division acts as a municipal resource for the business community. HIGHLIGHTS Recent Accomplishments: • Opportunity Zone designation • Foster Road Urban Renewal area designation • Diversity & Inclusion report for festivals and funded events • Worked with University students to develop Green Business Recognition program Staffing: Upcoming Challenges: • Workforce development initiatives for opportunity populations • Forestview Urban Renewal Area designation • Establish commercial tax abatement area • Promote investment in Opportunity Zones and established urban renewal areas. 159 FY2018 FY2019 FY2020 Total FTE's 1.00 1.00 1.00 159 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures budget decreased by 14.7% or $227,171 in fiscal year 2020 due to the removal of National Development Council (NDC) services, a decrease in the Hotel/Motel pass through due to decreased revenues, and the $100,000 for Workforce Housing Tax Credit support that is in fiscal year 2019. This budget includes the second half of a $1,000,000 capital campaign fulfillment for the Englert Theater. The Community Development Assistance line (448020) includes funding for the following organizations: $550,000 Englert Theater $500,000 capital campaign and $50,000 operating 234,520 Convention and Visitors Bureau hotel/motel tax pass through 60,000 City of Literature 25,000 Film Scene 25,000 Entrepreneurial Development Center, Inc. 25,000 Opportunity populations workforce assistance 20,000 Mission Creek Festival 20,000 Riverside Theatre $959,520 Total GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Build tax base in effort to continue to reduce the City's property Department Objective: Work with public and private sectors to facilitate economic development opportunities Performance Measures: City -University Urban Renewal Area (Downtown - Original Blighted Area) City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value Base Value 68.277.450 77.078.890 77.791,044 80.615.536 91,668.604 20,432,178 20,791,196 14,155,795 15,265,935 15,265,935 ercent increase 234.2% 270.7% 449.5% 428.1% 1 500.5% City -University Urban Renewal Area (Downtown 2001 Economic Development Amended Area) SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value Base Value 55.429.540 63.115.750 66.070.595 67.554.890 73.036.350 15,361,532 16,030,276 13,768,996 13,678,036 3,678,036 ercent increase 260.8% 293.7% 379.9% 393.9% 1 434.0% SSMID area within City -University Urban Renewal Area (Downtown - Original Blighted Area) SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) Jan 2013 Jan 2014 Jan 2015 1 Jan 2016 1 Jan 2017 Current Value (SSMID portion) 76.424.244 75.886.590 94.437.040 93.981.420 113.423.360 Base Value SSMIDportion) 50,047,502 49,688,484 56,323,885 1 55,213,745 55,213,745 ercent increase 52.7% 52.7% 67.7% 1 70.2% 1 105.4% SSMID area within City -University Urban Renewal Area (Downtown - Ec. Dev. amended Area) City -University Urban Renewal Area (Totals from Above Areas) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value (SSMID portion) 60.349.050 60.383.690 64.980.952 73.502.510 83.200.910 Base Value SSMIDportion) 42,023,548 41,354,804 43,616,084 43,707,044 43,707,044 ercent increase 43.6% 46.0% 49.0% 68.2% 90.4% City -University Urban Renewal Area (Totals from Above Areas) City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value Base Value 260.480.284 276.464.920 303.279.631 315.654.356 361.329.224 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760 ercent increase 103.7% 116.2% 137.2% 146.9% 182.6% City -University Urban Renewal Area (Riverfront Crossings —Amendment #10 Area) 161 Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value Base Value 125.973.470 126.218.820 135.096.620 153.746.284 176.843.341 117,071,480 117,071,480 115,451,970 115,451,970 115,451,970 ercent increase 7.6% 7.8% 17.0% 33.2% 53.2% 161 Towncrest Urban Renewal Area Urban Renewal Areas Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017 Current Value Base Value 33.896.500 35.452.760 37.419.862 38.725.378 40.715.430 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010 ercentincrease 4.1% 1 8.9% 1 15.0% 1 19.0% 1 25.1% Urban Renewal Areas Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal: Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. Department Objective: Build Employment Opportunities Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Locally -owned bank deposits New into not New 64.40% 0 0 0 avail. yet # Projects assisted that grow the Measure et Unemployment Rate New 1 4.60% 1 4.70% 1 4.40% 1 available Amended Measure 5 0 3 2 Support ICAD in efforts to do Measure $100,000 $100,000 $173,392 $173,392 targeted indust develo ment New Total Urban Renewal Areas 12 12 12 13 Measure Strategic Plan Goal: Promote a Strong and Resilient Local Economy STAR Objective: Business Retention & Development - Foster economic prosperity and stability by retaining and expanding businesses with support from the business community Local Economy - Create an increasingly self-reliant community through a robust local economy with benefits shared by all Department Goal: Build stronger relations with business owners throughout the community Develop programs aimed to enhance small business development and retention with a focus on diverse communities identify ways to market and grow the local foods economy. Department Objective: Build Employment Opportunities Performance Measures: *credit unions not included IM CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Locally -owned bank deposits into not Employment Rate 64.40% 63.50% 65.00% 65.20% avail. yet # Projects assisted that grow the New et Unemployment Rate 5.40% 1 4.60% 1 4.70% 1 4.40% 1 available *credit unions not included IM FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Locally -owned bank deposits info not X1000 " $ 2,023,241 $ 2,170,365 $ 2,288,820 $ 2,397,576 avail. yet # Projects assisted that grow the New 1 1 2 0 Local Foods economy Measure Support ICAD in efforts to do $100,000 $100,000 $100,000 $173,392 $173,392 targeted indust develo ment *credit unions not included IM Strategic Plan Goal: Department Goal Department Objective: Performance Measures: Promote Environmental Sustainability Collaborate with community partners on sustainability efforts Work with private sectors to include environmental sustainability measures in City -assisted projects Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: Encourage a Vibrant and Walkable Urban Core Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Support historic preservation efforts. Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate FY 2014 I FY 2015 I FY 2016 I FY 2017 I FY 2018 Development Projects with New New New New projects including existing building 0 4 0 1 1 sustainability features Measure Measure Provide financial incentives to New 0 4 0 1 0 encourage infill and redevelopment Measure Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: Encourage a Vibrant and Walkable Urban Core Historic Preservation - Preserve and reuse historic structures and sites to retain local, regional, and national history and heritage, reinforce community character, and conserve resources Support historic preservation efforts. Encourage diverse housing types and price point for variety of income levels. Work with public and private sectors to promote historic preservation where appropriate Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Assist Historic Preservation New New New New projects including existing building 0 2 0 1 0 financial assistance Measure Measure City assisted Affordable Housing New 15 5* 18 0 Units measured by # units Measure Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity Ensure access to information and resources with a focus toward small business entrpreneurs of color Develop and partner to present programming and provide microloan funding 163 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Develop programs to enhance New New New New 1 small business Measure Measure 163 Activitv Summa Activity: Economic Development (210510) Fund: General (1000) Division: Economic Development * Department: City Manager 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: General Revenues Subsidy $ 628,165 $ 708,002 $ 567,982 $ 846,227 $ 1,246,750 $ 768,121 Other City Taxes Hotel/Motel Tax 269,691 284,178 234,520 284,180 234,520 234,520 Use Of Money And Property Rents - - 9,511 10,000 9,510 9,510 Miscellaneous Contdb&Donations - 1,310 900 - - - Other MiscRevenue - 773 - - - - Other Financial Sources Sale Of Assets - - - 554,125 - - Transferin- Govt Activities 9,106 - - - - - TotalRevenues&Transfer In $ 906,962 $ 994,263 $ 812,912 $ 1,694,532 $ 1A90,780 $ 1,012,151 Expenditures: Personnel $ 135,109 $ 142,230 $ 147,331 $ 151,991 $ 155,576 $ 160,243 Services 771,305 849,703 664,853 1,542,368 1,334,394 851,082 Supplies 548 2,330 728 173 810 826 Total Expenditures $ 906,962 $ 994,263 $ 812,912 $ 1,694,532 $ 1A90,780 $ 1,012,151 Personnel Services - FTE 2016 2017 2018 2019 2020 Economic Development Administrator 1.00 - - - - Economic Development Coord 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 1.00 1.00 1.00 1.00 *Activity an or to fiscal year 2018 reported under Neighborhood and Development Sevices Department 164 a1►FilkiM Wil I]A,11►16.1101TAIIs] Ll Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. The division's budget is organized into five activities: Administration, Tort Liability, Non - Operational Administration, Disaster Assistance, and the Emergency Fund. Administration Administration monitors financial trends and provides analysis of budget to actual data and three- year financial projections. Staff provides oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. 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. 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. Utility Franchise Tax: A one percent (1%) utility franchise tax is levied by the City on gas and electric bills. These funds are used for a variety of purposes as determined by the City Council. Community Event and Program Funding: The City's Community Events and Programming budget has financially supported groups that have requested funding for various community events. This funding was moved to the City Manager's budget in fiscal year 2018. Contingency: The General Fund budgets a contingency of 1 % of expenditures. 1"I Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in floods and natural disasters. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Emergency Fund This reserve fund was created in fiscal year 2014 to hold excess fund reserves for the following purposes: to provide natural or other disaster response or mitigation funding/interim loans, to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance, to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes, to avoid any defaults from the payment of long term or bonded debts, for any other financial emergencies declared by the City Council. HIGHLIGHTS • Maintained the City's Aaa bond rating from Moody's Investors Service • The City's Fiscal Year 2019 budget document earned the GFOA Distinguished Budget Presentation Award Recent Accomplishments: • Implemented Whitebirch financial projection software • Implemented racial equity tool kit recommendations • Filled internal auditor position and implemented internal audit function • Implemented city-wide PCI compliance training Staffing: Upcoming Challenges: • Continue to assess impact of 2013 property tax reform legislation • Integrate Whitebirch financial projections into budget document • Continue to seek alternate revenues sources and funding to meet City Council strategic priorities • Implement internal audit program Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. FY2018 FY2019 FY2020 Total FTE's 3.15 3.90 3.90 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures in Finance Administration decreased by 32.4% due to the initial purchase of Whitebirch financial projection software being budgeted in fiscal year 2019 and only the service agreement being budgeted in fiscal year 2020. Capital outlay expenditures decreased by $18,000 in fiscal year 2020 due to the budgeting of time clocks for the final implementation of the Kronos timekeeping software in fiscal year 2019. IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Maintain the City's Overall Sustainable Financial Health. Maintain the City's Aaa Bond Rating. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Moody's Aaa Bond Rating Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes maintained Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Accurate and Timely Financial Reporting. Earn the GFOA Distinguished Budget Presentation Award. IBM FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Budget Award Yes Yes Yes Yes Yes IBM Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: The City of Iowa City's investment objectives are safety, liquidity and yield. The primary objective of the City of Iowa City's investment activities is the preservation of capital and the protection of investment principal. Department Objective: In investing public funds, the City's cash management portfolio is designed with the objective of regularly exceeding the average return on the six month U.S. Treasury Bill. The Treasury Bill is considered a benchmark for riskless investment transactions and therefore comprises a minimum standard for the portfolio's rate of return. Performance Measures: Quarterly Return on Investment Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.47% 0.43% 0.48% 0.57% 0.98% Second Quarter 0.54% 0.46% 0.46% 0.60% 1.11% Third Quarter 0.39% 0.40% 0.51% 0.78% 1.45% Fourth Quarter 0.38% 0.44% 0.54% 0.81% 1.66% Rolling Average Return on the Six Month U.S. Treasury Bill (prior 365 days) Amount Quarterly Return is higher (lower) than U.S. Treasury Bill FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.10% 0.07% 0.11% 0.40% 0.87% Second Quarter 0.08% 0.07% 0.17% 0.46% 1.07% Third Quarter 0.08% 0.14% 0.25% 0.53% 1.33% Fourth Quarter 0.07% 0.11% 0.33% 0.69% 1.59% Amount Quarterly Return is higher (lower) than U.S. Treasury Bill 1W FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 First Quarter 0.37% 0.36% 0.38% 0.16% 0.11% Second Quarter 0.46% 0.39% 0.30% 0.14% 0.03% Third Quarter 0.31% 0.26% 0.25% 0.25% 0.12% Fourth Quarter 0.31% 0.33% 0.21% 0.12% 0.07% 1W Activitv Summa Activity: Finance Adminstration (310100) $ 345,046 $ 290,036 $ 279,808 $ 374,899 $ Fund: General (1000) Division: Finance Adminstration Services 45,423 48,878 51,678 Department: Finance 59,976 61,176 Supplies 3,078 1,996 5,667 17,125 2016 2017 2018 2019 2020 2021 18,000 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 446,859 $ 459,549 0.90 Total Personnel 3.15 3.15 Property Taxes $ 25,115,848 $ 26,764,698 $ 27,732,430 $ 29,300,952 $ 30,490,760 $ 31,100,575 Other City Taxes 2020 Kronos Timeclocks $ 18,000 $ Gas/Electric Excise Tax 371,780 354,838 339,362 338,559 338,560 345,331 Mobile Home Tax 31,864 31,837 30,345 31,840 30,340 30,947 Licenses And Permits Food & Liq Licenses 92,468 111,228 110,097 111,230 110,100 110,100 General Use Permits 59,905 81,540 54,561 81,540 54,560 54,560 Use Of Money And Property Interest Revenues 186,157 265,960 606,529 265,960 600,000 600,000 Intergovernmental Property Tax Credits 1,005,588 767,199 759,455 849,568 767,317 767,317 Miscellaneous Code Enforcement 231,981 215,873 219,925 200,210 219,930 219,930 Intra -City Charges 2,747,355 3,139,449 3,251,316 3,425,469 3,733,315 3,789,315 Other Misc Revenue 639 17 3,606 - 3,610 - Parking Fines 351,205 356,796 319,868 356,800 319,870 319,870 Printed Materials - 5 - - - - Other Financial Sources Sale Of Assets 5,975 106,467 - - - - Transferin- Bus Type Funds 18,914 19,292 19,582 20,072 20,714 21,128 Total Revenues & Transfer In $ 30,219,679 $ 32,215,200 $ 33,447,075 $ 34,982,200 $ 36,689,076 $ 37,359,073 Expenditures Personnel $ 345,046 $ 290,036 $ 279,808 $ 374,899 $ 375,307 $ 386,566 Services 45,423 48,878 51,678 56,912 59,976 61,176 Supplies 3,078 1,996 5,667 17,125 11,576 11,808 Capital Outlay 1.00 14,424 14,945 18,000 - - Total Expenditures $ 393,547 $ 355,334 $ 352,098 $ 466,936 $ 446,859 $ 459,549 Personnel Services - FTE 2016 2017 2018 2019 2020 Adminish-afive Secretary 0.25 0.25 0.25 0.25 0.25 Budget Management Analyst 2.00 2.00 - - - Budget & Compliance Officer - - 1.00 1.00 1.00 Internal Auditor/Budget Analyst - - - 0.75 0.75 Finance Director 0.90 0.90 0.90 0.90 0.90 Total Personnel 3.15 3.15 2.15 2.90 2.90 Capital Outlay 2019 2020 Kronos Timeclocks $ 18,000 $ Total Capital Outlay $ 18,000 $ - 170 Activity Summary Activity: Tort Liability (310630) Fund: General (1000) Division: Finance Administration Department: Finance Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Intergovernmental Property Tax Credits Miscellaneous Intra -City Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assistant City Attorney Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 899,325 $ 959,519 $ 994,229 $ 1,050,484 $ 1,093,147 $ 1,115,010 13,315 12,723 12,168 12,140 12,140 12,383 1,141 1,142 1,088 1,140 1,090 1,112 35,708 27,212 26,947 30,165 27,229 27,229 5,509 18,480 7,544 19,151 7,895 7,895 $ 954,998 $ 1,019,076 $ 1,041,977 $ 1,113,080 $ 1,141,501 $ 1,163,629 $ 121,796 $ 133,034 $ 133,638 $ 140,601 $ 143,974 $ 148,293 839,115 885,533 805,735 896,147 858,576 875,748 5,383 5,537 5,897 5,646 5,923 6,041 $ 966,294 $ 1,024,105 $ 945,270 $ 1,042,394 $ 1,008,473 $ 1,030,082 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Activitv Summa Activity: Non -Operational Admin (310710) Fund: General (1000) Division: Finance Administration Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: Property Taxes $ 2,936,145 $ - $ - $ - $ - $ - Other CityTaxes Gas/Electric Excise Tax Mobile Home Tax Hotel/Motel Tax Utility Franchise Tax Use Of Money And Property Rents Intergovernmental Property Tax Credits Miscellaneous Misc Merchandise Other Misc Revenue Transfer -In -Employee Benefits Total Revenues & Transfer In Expenditures: Services Supplies General Fund Contingency Total Expenditures 43,593 3,546 284,126 305,966 6,000 6,300 116,911 - 2 2,475 - 8,987,501 9,096,921 107,617 115,000 107,620 - 317,254 305,970 317,250 317,250 7,200 6,900 7,200 7,200 9,947,001 10,492, 696 10,924,104 11, 251, 827 $ 104,502 $ 102,714 $ 2,681 $ 147,750 $ 2,793 $ 2,849 1,039 1,200 - - - - 565,000 580,000 585,000 $ 105,541 $ 103,914 $ 2,681 $ 712,750 $ 582,793 $ 587,849 171 Activity Summary Activity: Disaster Assistance (3107201310730) Fund: General (1000) Division: Finance Administration Department: Finance Revenues: General Revenues Subsidy Intergovernmental Disaster Assistance Total Revenues Expenditures: Personnel Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 54,062 $ - $ - $ - $ - $ Activity Summary Activity: Emergency Fund (310712) Division: Finance Administration Fund: General (1010) Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ - $ - $ - $ 450,000 $ - $ Total Revenues $ - $ - $ - $ 450,000 $ - $ Expenditures: Services $ - $ - $ 1,039 $ - $ - $ - CapitalOutlay 235,858 340,000 Total Expenditures $ - $ - $ 236,897 $ 340,000 $ - $ 172 le[KK6111►III IILl W The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The Division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unmodified opinions on the City's annual audited financial statements and compliance with requirements described in Title 2 of the U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance), and prepares a Comprehensive Annual Financial Report in conformance with GAAP that meets the requirements of the GFOA excellence in financial reporting program. The Division also requests funds for City programs funded by Federal and State grants on a monthly basis and monitors these funds to ensure compliance with applicable laws and guidelines. HIGHLIGHTS Recent Accomplishments: • The City's Comprehensive Annual Financial Report (CAFR) for FY2016 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 32"' consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting Staffing: Upcoming Challenges: • Implementation of the new Governmental Accounting Standard Board (GASB) Statement No. 87, Leases • Fully integrate the Joint Emergency Communication Services Association (JECSA) payroll and bookkeeping services into our day-to-day operations 173 FY2018 FY2019 FY2020 Total FTE's 7.60 7.00 7.00 173 Staffing Level Change Summary: There are no staffing level changes in fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 have increased by $6,077 or 5.6% primarily due to annual increases in software maintenance agreements. 174 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Accurate and timely financial reporting. Department Objective: Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting, receive an Unqualified/Unmodified opinion on Financial Statements from External Auditors and not have any significant deficiencies or material weaknesses in internal control Performance Measures: FY 2014 I FY 2015 I FY 2016 I FY 2017 I FY 2018 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2014 FY 2018 Internal Control Deficiencies FY 2014 FY 2015 FY 2016 FY 2018 Audited Financial Statements FY 2014 FY 2015 FY 2016 FY 2017 0 0 Material Weaknesses 0 0 0 0 0 404 610 Target Auditor's Opinion on Financial Measure Measure Percentage of W -2s Delivered Unmodified Unmodified Unmodified Unmodified Unmodified Statements 34.27% 51.26% 55.67% Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically FY 2014 FY 2018 Internal Control Deficiencies FY 2014 FY 2015 FY 2016 FY 2017 New Target Si nificant Deficiencies 0 0 0 0 0 Material Weaknesses 0 0 0 0 0 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Improve customer service through expanded receipt/delivery options Increase the number of transactions conducted electronically 175 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New W -2s Delivered Electronically 404 610 678 Measure Measure Percentage of W -2s Delivered New New 34.27% 51.26% 55.67% Electronically Measure Measure New New Electronic Payments 783 2,080 3,600 Measure Measure Percentage of Payments Made New New 3.86% 9.73% 16.76% ElectronicallyMeasure Measure 175 Activity Summary Activity: Accounting (310200) Fund: General (1000) Division: Accounting Department: Finance Personnel Services - FTE 2016 2016 2017 2019 2018 Account Clerk - Accounting 2019 2020 1.00 2021 1.00 Accountant -Payroll Actual Actual - Actual - Revised Budget 1.00 Prosection Revenues: 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 General Revenues Subsidy $ 725,389 $ 746,324 $ 797,764 $ 769,900 $ 799,269 $ 823,092 Use OF Money And Property 2.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel Interest Revenues 7.60 17 - 7.00 - - - - Intergovemmental Local 28E Agreements - - - 29,150 29,750 29,750 Miscellaneous Other Misc Revenue 7,347 7,152 6,430 7,120 6,340 6,340 Printed Materials 2 - - - - - Special Assessments 1,615 1,087 808 1,090 810 810 Other Financial Sources Sale OF Assets 86 Total Revenues $ 734,456 $ 754,564 $ 805,002 $ 807,260 $ 836,169 $ 859,992 Expenditures: Personnel $ 645,237 $ 657,740 $ 697,654 $ 686,877 $ 709,959 $ 731,258 Services 86,635 95,560 104,186 107,683 113,760 116,035 Supplies 2,584 1,263 3,162 12,700 12,450 12,699 Total Expenditures $ 734,456 $ 754,564 $ 805,002 $ 807,260 $ 836,169 $ 859,992 Personnel Services - FTE 2016 2017 2018 2019 2020 Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00 Accountant -Payroll 1.00 - - - - SrAccountant- Payroll - 1.00 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 1.00 Grant Accountant 0.60 0.60 0.60 - - SrAccountant-Accounbng 2.00 2.00 2.00 2.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.60 7.60 7.60 7.00 7.00 IWill 101:11111100 U&I 101 [r] The Purchasing Division provides quality service to City departments, protects the City's legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Purchasing Division provides services to internal clients/staff and the general public in the following areas: • Develops and issues solicitations for the City's procurement requirements for commodities and services — including Request for Bids, Request for Proposals, and Request for Quotes. • Administers contracts for commodity and services. • Assists with the procurement of office furniture, equipment, and supplies. • Assists with the transfer and sale of City's Surplus Equipment, Vehicles, etc. • Administers City Procurement Card Program — Includes issuing cards, training internal clients, answering procurement card questions, and assisting with problem resolution. • Sorts and distributes incoming mail for the City's departments and divisions. HIGHLIGHTS Recent Accomplishments: • Developed and issued 101 Solicitations including Request for Bids, Request for Proposals, and Request for Quotes • Issued Request for Proposals for a Bus Shelters, Bike Share Program, Outdoor Warning Siren System, Recycling Services for Landfill/Refuse, Intranet Redesign Services and Internet Redesign Services, Land Development, Permit and Licensing Software and City Printed Clothing • Administered over 206 City purchase contracts • Sold over $327,000 in surplus equipment and vehicles 177 Upcoming Challenges: • Implementing the new Prohibited Interest Policy • Increase participation of minority and women business enterprises in the City's purchasing process. • Implement online purchasing and bidding software Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures for fiscal year 2020 increased by 50.2% or $14,226 primarily due to the purchase of an online bidding and vendor management software. The supplies expenditures increased by $2,481 or 91.2% in fiscal year 2020 due to office furniture purchases. 178 FY2018 FY2019 FY2020 Total FTE's 3.50 3.50 3.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures for fiscal year 2020 increased by 50.2% or $14,226 primarily due to the purchase of an online bidding and vendor management software. The supplies expenditures increased by $2,481 or 91.2% in fiscal year 2020 due to office furniture purchases. 178 GOALS, OBJECl1VES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To provide quality service to City departments, protect the City's legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of fair and open competition. Department Objective: Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Performance Measures: Quantity of Solicitations and Dollar Value *amount does not include all City -Wide Contract Procurements Request for Bids, Request for Quotes, and Cooperative Agreements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Request for Proposals 22 22 28 28 20 Request for Bids, Request for 2.8 3 3.7 3.5 2 cooperative agreements) 64 63 54 107 81 Quotes & Cooperatives Other (Purchase Agreements, Sole Source Purchases, Contract 66 49 95 64 105 Renewals, Emergency Purchases, & Assisted Purchases) Dollar Value of Procurements* $3.7 $3.7 $5.9 $12.6 $5.7 in millions *amount does not include all City -Wide Contract Procurements Request for Bids, Request for Quotes, and Cooperative Agreements Request for Bids, Request for Proposals, and Request for Quotes FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimated Cost Savings $204,000 $122,000 $286,000 $245,000 $1,123,000 rounded to the nearest thousand 2.8 3 3.7 3.5 2 Request for Bids, Request for Proposals, and Request for Quotes **Quantities from April 2014 through July 2014 179 FY 2014** 1 FY 2015 1 FY 2016 1 FY 2017 1 FY 2018 Average Number of Bids, Proposals and Quotes Received (excluding 2.8 3 3.7 3.5 2 cooperative agreements) **Quantities from April 2014 through July 2014 179 Activity Summary Activity: Purchasing (310300) Fund: General (1000) Division: Purchasing Department: Finance Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Prosection Revenues: 211 555 1,295 2,719 5,200 5,304 General Revenues Subsidy $ 310,357 $ 331,725 $ 338,388 $ 346,806 $ 386,271 $ 397,662 Miscellaneous 2016 2017 2018 2019 2020 Other Misc Revenue 6,717 8,302 9,039 8,300 9,340 9,340 Other Commissions 32,476 20,912 3,211 15,000 - - Other Financial Sources 1.00 1.00 1.00 1.00 1.00 Sale OF Assets 34 0.50 0.50 0.50 0.50 Total Revenues $ 349,584 $ 360,939 $ 350,638 $ 370,106 $ 395,611 $ 407,002 Expenditures Personnel $ 302,707 $ 320,477 $ 328,309 $ 339,052 $ 347,850 $ 358,286 Services 46,666 39,907 21,034 28,335 42,561 43,412 Supplies 211 555 1,295 2,719 5,200 5,304 Total Expenditures $ 349,584 $ 360,939 $ 350,638 $ 370,106 $ 395,611 $ 407,002 Personnel Services - FTE 2016 2017 2018 2019 2020 Buyer I - Purchasing 0.94 1.00 1.00 1.00 1.00 Buyer 11 1.00 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 1.00 Purchasing Clerk 0.50 0.50 0.50 0.50 0.50 Total Personnel 3.44 3.50 3.50 3.50 3.50 11-P1 I all WA A hi 010 The Revenue Division is responsible for the customer service, billing, and collection procedures for 26,160 City of Iowa City utility accounts and 200 Landfill accounts. The Division also records and reconciles all City receipts and banking activity. The Division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. HIGHLIGHTS Recent Accomplishments: • Established the utility donation program • Implemented a targeted promotion of the low-income discount program • Completed the RFP process for a print vendor for the utility bills and implemented a new print vendor • Completed the RFP process for lockbox processing and implemented a new lockbox provider Staffing: Upcoming Challenges: • Upgrade to the latest version of Munis • Create electronic service order flow through Munis between Customer Service and the Water Division Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 increased by $45,848 or 11.4% due to an increase in Mail & Delivery fees and Munis and Selectron service agreements. 181 FY2018 FY2019 FY2020 Total FTE's 7.88 7.88 7.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 increased by $45,848 or 11.4% due to an increase in Mail & Delivery fees and Munis and Selectron service agreements. 181 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Department Goal: Improve customer service through expanded payment/service request options. Department Objective: Increase the number of transactions conducted online and by Intelligent Voice Recognition system Performance Measures: *Note, single purpose meter accounts were combined with the primary account w/the Munis conversion resulting in less active accounts. ***Note, converted to new phone system in November 2017. Phone stats are not available for FY2018 but will be available again beginning in FY19. Web Start/StoD Service I FY 2014 1 FY 2015 1 FY 2016 1 FY 2017 1 FY 2018 Payment Method FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Receipt Transactions * 302,970 316,340 339,348 339,171 341,174 Web Transactions ** 97,891 98,271 88,236 98,921 107,582 New New VR Transactions *** 2,469 4,767 4,681 Measure Measure % Web Transactions of Total 32.31% 31.06% 26.00% 29.17% 31.53% Transactions Change in Web Transactions (%) 7.93% 0.39% -10.21% 12.11% 8.76% %IVR Transcations of Total New New 0.73% 1.41% 37% Transactions Measure Measure New New New Change in IVR Transactions (%) 93.07% -1.80% Measure Measure Measure *Note, increase in receipts in FY16 partly due to Munis generating multiple receipts for one payment, if multiple bills are paid. **Note, new 3rd party online payment software installed March 2015. ***Note, IVR system installed Sept 2015 **** Note, Munis Web Start/Stop implemented January 2016 11-N Activity Summary Activity: Revenue (310400) Fund: General (1000) Division: Revenue Department: Finance Revenues: General Revenues Subsidy Charges For Fees And Services Water Charges Miscellaneous Contdb & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 1,043,756 $ 1,051,135 $ 1,104,879 $ 1,105,119 $ 1,163,337 $ 1,199,001 5,075 5,275 5,412 5,280 5,410 5,410 - - 2,417 - 5,000 - 129 - - - - - 58 (38) 248 300 110 110 .o $ 1,049,036 $ 1,056,373 $ 1,112,956 $ 1,110,699 $ 1,173,857 $ 1.204.521 $ 643,925 $ 660,125 $ 681,773 $ 696,820 $ 718,703 $ 740,264 398,538 390,637 425,148 402,807 448,655 457,628 6,573 5,610 6,035 11,072 6,499 6,629 $ 1,049,036 $ 1,056,373 $ 1,112,956 $ 1,110,699 $ 1,173,857 $ 1,204,521 Personnel Services - FTE 2016 2017 2018 2019 2020 Cashier - Revenue 1.38 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 4.00 4.00 4.00 4.00 Utility Billing Coordinator - 1.00 1.00 1.00 1.00 Revenue &Risk Manager 0.50 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 7.88 183 POLICE ADMINISTRATION The Police Administration oversees the Department's two operating divisions, Support Services and Field Operations. Support Services activities: • Records • Property & Evidence • Training & Accreditation • Crime Prevention • Planning & Research • Animal Services • Community Relations • Computer Operations • Station Masters • Community Outreach • School Crossing Guards Field Operations activities: • Patrol • Investigations • Community Service Officers (CSOs) HIGHLIGHTS Recent Accomplishments: • Continue to implement strategic plan to reduce disproportionality in minority contact • Began BULBS program to issue vouchers to repair defective equipment on vehicles • Reduced violent crime by 11 % Staffing: Upcoming Challenges: • Community trust and legitimacy of police departments is still an issue nationwide • Intelligence systems and workflow continue to need improvements. This effort is ongoing Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. 184 FY2018 FY2019 FY2020 Total FTE's 6.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. 184 Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures for fiscal year 2020 increased by 6.4% or $15,572 due to an increase in costs for travel and training for the department. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Department Goal: Commit to excellence in leadership, resource management, service -delivery and improving our city and neighborhoods. Department Objective: Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. Performance Measures: Maintain compliance of CALEA accreditation CY 2013 CY 2014 CY 2015 CY 2016 I CY 2017 Yes Yes Yes Yes Yes Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non -negligent manslaughter, forcible rape, robbery, and aggravated assault) (Average of Comparable Cities I 282*** I 300 I 286 I 268 I 228 in Iowa Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny -theft, and motor vehicle theft) 'Comparable Cities were Ames, council Bluffs, Dubuque, Sioux City, and Waterloo **Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables ***CY 2013 does not include Waterloo Community Survey results of the percent rated positively Subject CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Iowa Citv 1,850 1,756 1,923 1,551 1,767 Average of Comparable Cities N/A N/A N/A 96% N/A Safe downtown/commercial area 2,838*** 2,515 2,501 2,428 2,440 in Iowa* N/A N/A N/A 77% N/A 'Comparable Cities were Ames, council Bluffs, Dubuque, Sioux City, and Waterloo **Average does not include Dubuque because FBI determined that the agency's data were over - reported, and consequently were not included in their tables ***CY 2013 does not include Waterloo Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Overall feeling of safe N/A N/A N/A 76% N/A Safe in neighborhood N/A N/A N/A 96% N/A Safe downtown/commercial area N/A N/A N/A 92% N/A Police N/A N/A N/A 77% N/A Crime Prevention N/A N/A N/A 61% N/A *Community Survey conducted during FY 2013 and FY 2017, some new measures added in FY 2017 Activity Summary Activity: Police Administration (410100) Fund: General (1000) Division: Police Administration Department: Police Revenues: General Revenues Subsidy Miscellaneous Contdb & Donations Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Computer Syst Analyst - Police CSO/Community Outreach Police Administrative Coordinator Police Captain Police Chief Police Sergeant Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 895,436 $ 960,662 $ 1,112,830 $ - - 1,000 1,027 3,818 2,344 567,733 $ 595,959 $ 611.150 5 $ 896,463 $ 964,554 $ 1,116,173 $ 567,733 $ 595,959 $ 611,150 $ 717,847 $ 688,306 $ 800,693 $ 313,418 $ 327,124 $ 336,938 166,979 267,519 306,361 244,698 260,270 265,475 11,637 8,730 9,120 9,617 8,565 8,736 $ 896,463 $ 964,554 $ 1,116,173 $ 567,733 $ 595,959 $ 611,150 2016 2017 2018 2019 2020 1.00 - - 1.00 1.00 1.00 - - - 1.00 1.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 6.00 6.00 2.00 2.00 IWA 411 aas] a&IAZIVAM*1 The Support Services Division supports or provides services to Field Operations. The Division is commanded by a Captain and is organized into the following activities: • Support Administration is responsible for the management and oversight of the Support Services division. • Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System. • Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities. • Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards. • Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media. • Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals. • Systems Analyst is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. • Station Masters are responsible for staffing the Police Department's front desk on a 24 hour basis. They answer incoming phone calls from the public, release impounded vehicles, enter and confirm arrest warrants and assist walk in traffic to the Department. • Community Outreach works to establish and maintain relationships within the community which foster positive communication and interactions between the police department and the public. They engage in dialogue with under -represented groups within the community to improving those relationships and educate community members on police procedures. The unit consists of Community Relations Officer, Neighborhood Response Officer, Downtown Liaison Officer and Community Outreach Assistant. • School Crossing Guards staff assigned locations where children cross busy roadways on their way to school. Recent Accomplishments: Upcoming Challenges: • Assigned a sergeant to the property • Police facility needs improvements in room to determine needs and suggest work flow and safety. Plans are improvements presently underway • Evaluated operations in records and • Animal Services projects such as the stationmaster and began making new annex are on hold until new improvements for efficiency of these Animal Services Coordinator gets critical areas acclimated • New Animal Services Coordinator was hired from within, highlighting the importance of succession planning Staffing: Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer -Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The personnel expenditures for fiscal year 2020 increased by 5.5% due to the transfer in of the Community Service Officer from Field Operations, in addition to cost of living increases. The capital outlay expenditures increased by $17,500 in fiscal year 2020 for the purchase of radio console hardware. 1r.1*: FY2018 FY2019 FY2020 Total FTE's 19.00 26.00 27.00 Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer -Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The personnel expenditures for fiscal year 2020 increased by 5.5% due to the transfer in of the Community Service Officer from Field Operations, in addition to cost of living increases. The capital outlay expenditures increased by $17,500 in fiscal year 2020 for the purchase of radio console hardware. 1r.1*: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations, Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity Department Goal: Enhance community relations and promote minority recruitment. The Department will continue to participate in the Citizen's Police Academy, Coffee with a Cop, National Night Out, Juneteenth Celebration and other programs and events. Additionally, an increase in neighborhood foot patrols and officers getting out of their patrol vehicles to engage the community and build relationships through non -enforcement interactions is specifically designed to promote a positive connection between the Department and the community. The Department hopes the minority community will also gain a better understanding of a police officer's job. Department Objective: Develop programs designed to promote interaction between community members and officers. In this non -adversarial environment officers and minority community members will be able to interact and open up lines of communication. A better understanding of the job will also enhance recruitment of minority citizens. Performance Measures: * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. IRX CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 New New Community Outreach Events* 635 1,259 1,218 Measure Measure New New New Community Presentations* 222 185 Measure Measure Measure Public Education New New 48 14 10 Efforts on Rights* Measure Measure New New Community Partnerships Events* 251 426 320 Measure Measure * The intentional tracking of this information began in 2014 with the Diversity Implementation Form (DIF). Definitions for the categories listed above were not finalized until mid -2015, making it difficult to compare data from the previous year. IRX Strategic Plan Goal: Enhance Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City Department Goal: Increase the efficiency in which lost pets and owners are reunited. Department Objective: Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. Performance Measures: Community Survey results of percent rated positively *Community Survey conducted during FY 2013 and FY 2017 191 Activity Summary Activity: Police Support Services (410200) Fund: General (1000) Division: Police Support Services Department: Police Personnel Services - FTE 2016 2016 2017 2018 2020 2019 2020 2021 2.00 2.00 Actual Actual Actual 1.00 Revised Budget Prosection Revenues: 1.00 1.00 1.00 1.00 - Animal Control Coordinator - - General Revenues Subsidy $ 1,334,834 $ 1,485,879 $ 1,630,622 $ 2,750,138 $ 2,839,964 $ 2,916,030 Licenses And Permits 5.00 5.00 5.00 5.00 5.00 Comm Sery Officer- Community Outreach - - Misc Lic & Permits 1.00 24,849 26,063 28,480 - 26,060 28,480 28,480 Intergovernmental - - - 1.00 1.00 Comm Sery Officer- Support Services Asst - - Operafing Grants - - 1,000 - - - - - Local 28EAgreements - 217,404 225,209 266,114 1.00 238,369 263,828 263,828 Charges For Fees And Services 4.00 4.00 Police Records Clerk 2.00 - - - - Animal Care Services - 10,400 11,545 10,775 4.00 11,540 10,780 10,780 Misc Charges For Svc 2.00 4,375 3,550 3,515 - 3,550 3,520 3,520 Miscellaneous 2.00 Total Personnel 20.00 19.00 Animal Adoption 26.00 14,190 12,015 12,955 12,020 27,960 27,960 Code Enforcement 444 293 27 17,500 290 - - Contrib&Donafions - $ 18,292 54,861 219,994 76,350 77,200 77,200 Misc Merchandise 9,147 9,294 9,464 9,290 9,460 9,460 Other Misc Revenue 59,593 47,727 43,803 47,587 28,908 28,908 Printed Materials 32,754 26,661 26,915 26,660 26,840 26,840 Other Financial Sources Sale Of Assets 5,014 1,566 Total Revenues $ 1,731,296 $ 1,905,662 $ 2,252,663 $ 3,201,854 $ 3,316,940 $ 3,393,006 Expenditures: Personnel $ 1,382,667 $ 1,427,901 $ 1,739,101 $ 2,613,282 $ 2,757,700 $ 2,840,432 Services 249,209 337,699 349,302 459,274 409,863 418,060 Supplies 99,420 117,325 121,504 129,298 131,877 134,515 Capital Outlay 22,738 42,757 17,500 Total Expenditures $ 1,731,296 $ 1,905,662 $ 2,252,663 $ 3,201,854 $ 3,316,940 $ 3,393,006 Personnel Services - FTE 2016 2017 2018 2019 2020 Animal Care Technician 2.00 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 - Animal Control Coordinator - - - - 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 2.00 Comm Sery Officer-StationMaster 5.00 5.00 5.00 5.00 5.00 Comm Sery Officer- Community Outreach - - - 1.00 1.00 Comm Sery Officer -Evidence - - - 1.00 1.00 Comm Sery Officer -Property Room - - - 1.00 1.00 Comm Sery Officer- Support Services Asst - - - - 1.00 Computer Syst Analyst - Police - - - 1.00 1.00 Police Captain - - - 1.00 1.00 Police Officer 3.00 3.00 3.00 4.00 4.00 Police Records Clerk 2.00 - - - - PoliceRecordsTechnician - 4.00 4.00 4.00 4.00 Police Sergeant 1.00 1.00 1.00 2.00 2.00 Records Supervisor 1.00 - - - - SrPolice Records Clerk 2.00 Total Personnel 20.00 19.00 19.00 26.00 27.00 Capital Outlay 2019 2020 Radio Console Hardware $ - $ 17,500 Total Capital Outlay $ - $ 17,500 1110011 Ia1:11eZe]»NevillIIs] ►6y The Police Department's Field Operations Division is organized into two sections: Patrol and Investigations. The Division is commanded by a Captain. • Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self -initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided into three watches (shifts) providing 24-hour service. Each watch is under the supervision of a Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section also has two canine units, bicycle officers, Community Service Officers, a Special Response Team (SRT), a Crisis Negotiation Team (CNT) and provides Crime Scene Technicians (CST) for the processing of crime scenes and Technical Accident Investigators (TI) to investigate vehicle crashes. Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and a Sergeant. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, and a Street Crimes Unit, in addition to general crime investigators. • Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant and requires that the government indict (charge) the property used or derived from the crime along with the defendant. The money or items that are forfeited can only be used by law enforcement for law enforcement equipment or law enforcement related activities. The money or items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by State of Iowa Code chapter 809 in addition to federal guidelines. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Hired minority officers to better reflect the racial diversity of the community ICPD now has 6% black officers and first female Hispanic officer in fiscal year 2019 • Nearly all officers will be trained in Crisis Intervention Training by the start of fiscal year 2020 • Patrol squad room was remodeled 193 • Patrol officers need improved work areas for more secure and improved interview and report writing rooms • Wellness and safety for patrol officers will be emphasized by strengthening peer to peer and other programs and improving facilities Staffing: Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer -Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 capital outlay budget includes $55,000 for Digital Photo Evidence System, $50,000 for the second half of the Downtown Pedestrian Mall security cameras, and $254,000 for the replacement of six patrol cars and one unmarked car. The fiscal year 2020 Patrol personnel expenditures decreased 1 % due to the movement of the Community Service Officer to Support Services. 194 FY2018 FY2019 FY2020 Total FTE's 80.00 79.00 78.00 Staffing Level Change Summary: In fiscal year 2020, a Community Service Officer in Field Operations has been moved to a newly created Community Service Officer -Support Services Assistant position in Support Services. This has no impact on the overall Department budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 capital outlay budget includes $55,000 for Digital Photo Evidence System, $50,000 for the second half of the Downtown Pedestrian Mall security cameras, and $254,000 for the replacement of six patrol cars and one unmarked car. The fiscal year 2020 Patrol personnel expenditures decreased 1 % due to the movement of the Community Service Officer to Support Services. 194 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Traffic crash reduction. Address the impact of underage drinking on downtown and near downtown neighborhoods. Department Objective: Increase OWI and traffic enforcement. Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls. Performance Measures: Traffic Accidents and Average Damage CY 2013 1 CY 2014 1 CY 2015 1 CY 2016 1 CY 2017 Accidents* 2,429 1 2,374 1 2,427 1 2,563 1 2,567 Average Damage, Reportable $4,800 $4,770 $4,795 $5,152 $5,644 Accident* * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents, reportable accidents include those causing personal injury or property damage over $1,000. Response Time: Loud Party Complaints (in minutes) Wil Strategic Plan Goal: Advance Social Justice and Racial Equity Department Goal: Identify and implement an achievable goal to reduce disproportionality in arrests. Department Objective: The Police Department strives to provide services to members of the community in a manner which is fair and equitable. This includes the manner in which it enforces the law and makes arrests. The Department will reduce its disproportionality in arrests through officer education and training, in conjunction with supervisory coaching and monitoring. Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total # of Charges 5,965 5,865 5,270 5,466 4,747 Total # of Charges - White 4,192 3,845 3,508 3,706 3,006 Total # of Charges - Black 1,658 1,913 1,623 1,616 1,624 Total # of Charges - Asian 79 80 100 111 67 Total # of Charges - Am. Indian 9 7 17 6 6 Total # of Charges - Unknown 27 20 21 27 44 Activitv Summa Activity: Police Field Operations (410300) $ 8,746,017 $ 9,065,276 $ 9,175,749 $ 9,767,941 $ Fund: General (1000) Division: Police Field Operations Services 537,432 548,078 591,061 Department: Police 615,085 627,387 Supplies 180,359 316,997 226,305 183,479 2016 2017 2018 2019 2020 2021 479,500 Actual Actual Actual Revised Budget Projection Revenues: 10,931,001 $ 11,069,746 General Revenues Subsidy $ 8,868,672 $ 9,219,920 $ 9,354,810 $ 9,847,944 $ 9,834,522 $ 10,100,578 Other CityTaxes Comm Sery Officer - Evidence 1.00 1.00 1.00 - - Hotel/Motel Tax 512,412 539,938 445,588 539,940 445,590 445,590 Use Of Money And Property Police Captain 1.00 1.00 1.00 1.00 1.00 Interest Revenues 700 302 585 100 - - Intergovemmental Police Officer 63.00 63.00 63.00 63.00 63.00 Fed lntergovnt Rev 29,257 26,969 69,606 237,659 215,193 215,193 Local 28E Agreements 10,000 - - - - - Other State Grants 215,835 194,849 199,893 199,012 167,365 167,365 Charges For Fees And Services Fire Services 5,658 7,370 4,140 7,370 4,140 4,140 Police Services 112,112 143,562 127,496 56,530 104,990 104,990 Miscellaneous Code Enforcement 459 864 591 863 590 590 Other Misc Revenue 9,099 17,796 6,213 27,972 2,000 2,000 Contdb&Donations - 650 173,100 131,070 127,312 - Other Financial Sources Sale Of Assets 51,860 92,193 58,688 28,600 29,300 29,300 Total Revenues $ 9,816,064 $ 10,244,411 $ 10,440,709 $ 11,077,060 $ 10,931,001 $ 11,069,746 Expenditures Personnel $ 8,746,017 $ 9,065,276 $ 9,175,749 $ 9,767,941 $ 9,669,450 $ 9,959,534 Services 537,432 548,078 591,061 646,140 615,085 627,387 Supplies 180,359 316,997 226,305 183,479 179,241 182,826 Capital Outlay 352,256 314,060 447,594 479,500 467,225 300,000 Total Expenditures $ 9,816,064 $ 10,244,411 $ 10,440,709 $ 11,077,060 $ 10,931,001 $ 11,069,746 Personnel Services - FTE 2016 2017 2018 2019 2020 Comm Sery Officer - Evidence 1.00 1.00 1.00 - - CommunitySeNiceOffcer 4.00 4.00 4.00 3.00 2.00 Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 63.00 Police Sergeant 7.00 7.00 7.00 8.00 8.00 Total Personnel 80.00 80.00 80.00 79.00 78.00 Capital Outlay 2019 2020 Automobiles Photo Management Software Downtown Ped Mall Security Cameras (First Half) Vehicle Equipment Other Operating Equipment Total Capital Outlay $ 284,500 $ 254,000 - 55,000 50,000 50,000 5,000 5,000 140,000 103,225 $ 479,500 $ 467,225 IaIall Wil I] Ai 11►1619011AIMhiI The Fire Administration Division is under the direction of the Fire Chief. The Fire Chief is responsible for all department activities as set out by federal and state laws, and City of Iowa City ordinances. The Deputy Fire Chief is the second in command and is responsible for operational oversight, homeland security initiatives, fire service accreditation, the maintenance and purchase of computer hardware and software, maintenance of buildings and grounds, and other special projects. The three battalion chiefs have assigned administrative duties to include the health & safety committee, uniform procurement, annual physicals and immunizations. Fire administration also manages the weather alert sirens and the City of Iowa City Command Post budget. The Iowa City Fire Department strives to accomplish the goals and objectives that flow from the City of Iowa City Strategic Plan and the Iowa City Fire Department Strategic Plan. Both plans are community -driven documents. The Iowa City Fire Department was accredited by the Commission on Fire Accreditation International (CFAI) in August of 2008. The department was reaccredited in 2013 and again in 2018. The maintenance of fire service accreditation requires a commitment to a model of continuous quality improvement. The budget for Fire Administration governs the acquisition, maintenance, and empowerment of all resources not otherwise associated with Emergency Operations, Fire Prevention, or Fire Training. The budget includes oversight of fixed facilities as well as the furnishings and resources that enable emergency operations personnel to be fit and ready to respond 24/7. The majority of the Administration budget goes towards routine maintenance and upkeep of the fire stations, the furnishings and equipment for not only routine business but also the equipment and resources related to the Iowa City Fire Department wellness/fitness initiative. HIGHLIGHTS • The chief highlight is the department's successful reaccreditation effort. The ICFD is distinguished as one of fewer than 225 fire departments internationally to have achieved the rigorous and prestigious accreditation. The department is further distinguished as an agency that has maintained accreditation for more than a decade. This third award reflects the commitment of the men and women of the ICFD to continuously improve in all endeavors • Deputy Chief Nurnberg succeeded Deputy Chief Platz, who left the organization. DC Nurnberg immediately attended Center for Public Safety Excellence (CPSE) seminars and was certified as both the ICFD's accreditation manager and a peer assessor. Fire Chief Grier also serves as a Commission on Fire Accreditation International (CFAI) peer assessor, and has performed multiple site visits in that role • Transitioned the Deputy Fire Chief role from a historically administrative -focused position to include the duties of Operations Division oversight IRM • The department switched to a new records management system in 2017 and subsequently moved all document retention to a product called Emergency Reporting. This system took the place of both the FireHouse and iStation systems. In 2018, the department successfully integrated historical data into the contemporary system, and subsequently made use of trends in Community Risk Assessment process • The Community Risk Assessment — Standard of Cover (CRASOC) received a substantial update with new data elements that reflect risk throughout numerous dimensions, demographics, and geographical areas. Further, the updated CRASOC provides an in-depth analysis of operational performance, which in -turn drives strategic planning • Injury reduction continues to be an important part of the department's improvement process. In 2017, the department continued a substantial five-year downward trend in injury and lost -day rates. This can be attributed to an enhanced health and safety framework, as well as a robust wellness -fitness initiative Recent Accomplishments: Upcoming Challenges: • Amended goals and objectives of the five- year strategic plan that will guide the department with future continuous improvement efforts • Updated the Community Risk Assessment — Standard of Cover which guides operational and strategic assessment and planning efforts • Completed much-needed kitchen remodel for Fire Station 3 • Sent four company officers to weeklong full -immersion leadership development course IPA • The lack of a training center forces crews to conduct hands-on training wherever they can. The situation causes units to move about the city and complicates the task of assuring district coverage • The movement of multiple staff and company officers will require a greater focus on succession training • LEED- related technologies require ongoing updates which is having a negative impact on the department's budget • Station 1 facilities are aging and provide insufficient space to support desired level of operation Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The supplies expenditures for fiscal year 2020 have decreased by 18.2% due to a decrease in radio and miscellaneous supplies expense for weather alert sirens from the prior year. Capital outlay expenditures increased by 37.1 % for the purchase of weather alert sirens and laundry equipment. 0A➢] FY2018 FY2019 FY2020 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The supplies expenditures for fiscal year 2020 have decreased by 18.2% due to a decrease in radio and miscellaneous supplies expense for weather alert sirens from the prior year. Capital outlay expenditures increased by 37.1 % for the purchase of weather alert sirens and laundry equipment. 0A➢] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Department Goal: Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Department Objective: Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status /_Ce7:i.YllTilfime-llllllll�ilWSi Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fire* N/A N/A N/A 95% N/A *Community Survey conducted during FY 2013 and FY 2017 Oily, CY 2013 1 CY 2014 CY 2015 CY 2016 1 CY 2017 Strategic Recommendations (7) 1 of 7 2 of 7 4 of 7 5 of 7 6 of 7 Specific Recommendations (9) 2 of 9 4 of 9 6 of 9 7 of 9 9 of 9 Maintain ISO Class 2 rating Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Fire* N/A N/A N/A 95% N/A *Community Survey conducted during FY 2013 and FY 2017 Oily, Activity Summary Activity: Fire Administration (450100) Fund: General (1000) Division: Fire Administration Department: Fire Revenues: Intergovernmental State 28E Agreements Local 28E Agreements Miscellaneous Contrib & Donations Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Battalion Chief Deputy Fire Chief Fire Chief Total Personnel Capital Outlay Weather Alert Siren(s) Other Operating Equipment Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 1,385,095 $ 1,421,950 $ 1,538,421 $ 1,421,950 $ 1,538,420 $ 1,538,420 - 31,874 32,186 32,186 32,498 32,498 250 1,000 14 141 $ 1,385,345 $ 1,454,838 $ 1,570,748 $ 1,454,136 $ 1,570,918 $ 1,570,918 $ 479,077 $ 500,432 $ 502,423 $ 536,446 $ 525,396 $ 541,158 218,792 256,592 284,004 294,742 292,126 297,969 74,568 70,903 74,341 84,611 69,182 70,566 7,036 30,744 71,904 48,096 65,928 50,000 $ 779,473 $ 858,673 $ 932,672 $ 963,895 $ 952,632 $ 959,692 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 2019 2020 $ 48,096 $ 53,928 $ 48,096 $ 65,928 AMI:1:10:1►[yYS]»:7AIfQ ki61 The Fire Emergency Operations is under the direction of the Deputy Fire Chief. The Division works a three -shift system. Each duty shift is comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This Division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials. • Fire Suppression: ICFD personnel mitigate various types of fires. They're also required to investigate false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires have a greater potential to harm people and property than do other types of emergencies. The department continually looks for ways to decrease response times to all emergencies and to reduce the number and severity of fires. • Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician (EMT) level. The department does not transport patients, but rather serves as EMS first responders. The Johnson County Ambulance Service provides ALS care and transport service. Together, we provide a tiered EMS response system. • Technical Rescue: Technical rescue incidents are those incidents that require highly specialized knowledge, skills, tools, and techniques to safely mitigate the event. The ICFD provides several technical rescue services: water and ice rescue, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) provides a core group of highly trained technicians that provide team training in addition to regular company and shift level training on the various rescue disciplines. • Hazardous Materials Response: The department continues to be active in haz-mat response and takes a leading role with the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 15 ICFD personnel. The JCHMRT includes up to 30 members who are trained and certified to the Hazmat Technician level. HIGHLIGHTS • The demand for emergency service continues to increase in Iowa City. The ICFD is on pace to respond to 7,100 incidents in 2018, which will once again set a record as the busiest year in the ICFD's history. The department is currently averaging 20 emergency calls for service per day. • As of 10/18/2018, fire personnel have responded to 124 fire emergencies this year, resulting in just over $2.1 million in property damage. The pre -incident value of the affected property is $22 million, resulting in a total saved value of nearly $20 million. The largest single fire loss as of this date was estimated at $1.5 million for a fire that occurred at the former City Carton recycling facility. 01061 • The ICFD continues to experience an increasing number of simultaneous emergency calls for service. In the first ten months of 2018, 68.5% of emergency incidents were overlapping. This is a trend that has increased substantially with each passing year. Overlapping calls for service will negatively affect response reliability when a response vehicle is already committed. Response times to the emergency will be longer because a more distant unit will have to respond to the call. Recent Accomplishments: Upcoming Challenges: • The department has placed in service an Emergency call volume continues to grow updated command response vehicle that Following a slight dip in 2017 as a result will augment the command structure at of changes to dispatch protocol, call larger, higher risk incidents volume continues to stretch ICFD • The department continues to be engaged resources. Calls for service will exceed in community efforts to provide solutions 7,000 in calendar year 2018 and assistance to citizens who routinely Cooking fires continue to trend as the call for assistance. This involvement is in city's leading cause of building fires the form of the crisis intervention team as The trend in overlapping calls for service well as meeting monthly with the county is particularly concerning. Eight out of ten multi -disciplinary team times that the ICFD receives an • The department has worked to provide a emergency call, at least one fire company more robust public safety presence for is already assigned to another incident, University of Iowa special events. The protracting response times and leaving department has participated in command districts without appropriate coverage post operations, emergency medical Meeting established response time goals special assignments, and multi -agency is a challenge that will possibly stretch Joint Hazard Assessment Teams (JHAT) current staffing and capability. Growth • The ICFD has provided specially -trained and development on the east, southeast personnel to augment the Iowa Urban and west will soon impact our ability to Search and Rescue (USAR) task force, a respond within our benchmark goals team that has the potential to deploy to Station design at Fire Station 1 is areas affected by significant natural inappropriate for personnel to turnout disaster within the prescribed benchmark goal 0AH! Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures increased by 31.2% in fiscal year 2020 largely due to an increase in vehicle repair and maintenance chargebacks. Capital Outlay expenditures decreased slightly by 6.7% in fiscal year 2020 due to a budgeted amount in fiscal year 2019 for a high pressure air bag rescue system. rzn.7 FY2018 FY2019 FY2020 Total FTE's 59.00 59.00 59.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The services expenditures increased by 31.2% in fiscal year 2020 largely due to an increase in vehicle repair and maintenance chargebacks. Capital Outlay expenditures decreased slightly by 6.7% in fiscal year 2020 due to a budgeted amount in fiscal year 2019 for a high pressure air bag rescue system. rzn.7 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Total Calls and Percentage Overlapping Emergent Fire Response (All) EMS Response Fire Control CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Building Fires 39 38 56 37 44 Fires confined to object of origin 6 6 9 10 7 Fires confined to room of origin 17 19 31 17 23 Fires confined to floor of origin 1 7 5 4 2 Confined to building of origin 13 6 11 5 7 Beyond the building of origin 0 0 0 1 1 % Compliance 64% 66% 71% 73% 68% * CY 2016 was the first year outliers were included in data set. rzIiy Activitv Summa Activity: Fire Emergency Operations (450200) Fund: General (1000) Division: Fire Emergency Operations Department: Fire 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 5,832,099 $ 5,949,549 $ 6,149,324 $ 6,334,785 $ 6,542,702 $ 6,762,573 Other City Taxes Utility Franchise Tax 515,798 555,446 575,938 555,450 575,940 575,940 Charges For Fees And Services Fire Services 3,300 3,000 3,000 3,000 3,000 3,000 Miscellaneous Other Misc Revenue 936 1,982 9,686 7,000 9,690 9,690 Other Financial Sources Sale Of Assets 26,285 Total Revenues $ 6,378,418 $ 6,509,977 $ 6,737,948 $ 6,900,235 $ 7,131,332 $ 7,351,203 Expenditures: Personnel $ 6,061,856 $ 6,178,251 $ 6,364,666 $ 6,543,737 $ 6,724,532 $ 6,926,267 Services 241,023 222,294 299,564 245,183 321,623 328,055 Supplies 38,144 90,320 73,718 91,315 85,177 86,881 Capital Outlay 37,395 19,112 20,000 10,000 Total Expenditures $ 6,378,418 $ 6,509,977 $ 6,737,948 $ 6,900,235 $ 7,131,332 $ 7,351,203 Personnel Services - FTE 2016 2017 2018 2019 2020 Battalion Chief 2.00 2.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 12.00 Firefighter 42.00 42.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 59.00 Capital Outlay 2019 2020 Other Operating Equipment $ 20,000 $ Total Capital Outlay $ 20,000 $ - 011YA 191all :8aall WV:1►1111[67►1 The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code enforcement, plans review, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is directed by a Battalion Chief assigned as Fire Marshal, who in - turn reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, plan reviews, and public education. One firefighter from each shift serves as shift fire inspector, and 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. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The continued growth of the city provides additional challenges and opportunities as the Fire Marshal is the Authority Having Jurisdiction (AHJ) and any new buildings or businesses must be inspected and approved by the AHJ before being occupied. The wide range of activities provided by fire and life -safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat "FIT Station." The program "Fired Up About Reading", which focused on getting at -risk school kids to read outside of school, continues to grow and prosper, and is still highly sought after by various schools and classes. This program also provided the opportunity for these youth to interact with public service individuals in a positive way. Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Information gathered during investigations is used to in planning efforts to assess risk in the community and subsequently drive public education efforts. Fire investigation team members have received specialized training and are required to complete continuing education requirements on a regular basis. HIGHLIGHTS • As of September 30, 2018, the FPB has conducted 853 fire and life -safety inspections • As of September 30, 2018, the FPB investigated 116 fire incidents to determine the origin and cause of the fire. As in years past, the kitchen remains the reported area of origin for the majority of fires (31 fires); unattended cooking account for the largest number of these fires 011I7 Recent Accomplishments: In a departmental reorganization that occurred in early 2017, public education activities moved the cramped and aging quarters of Fire Station 3 to Fire Station 4. This move has provided more space for public education staff to prepare and provide progressive educational programming The Fire Prevention Bureau - working with the Operations and Training Divisions - hosted the 2"' Annual Youth Emergency Services Academy at Station 4. The three, 2 -day classes provided more than 100 community students the opportunity to experience the emergency services alongside public servant mentors The move from inspecting low risk commercial occupancies every other year to every third year has provided additional time for emergency responders to maintain training and prepare for the needs of the community while still providing fire and life safety inspections The Compliance Engine (TCE) is a software program which has streamlined the review of fire protection equipment inspection reports over the last two years and has raised compliance on these systems to 82% overall Currently 7 of the 9 personnel at Station 4 are safety seat technicians and have the ability to inspect and install car seats, a service that is routinely offered to the community at no cost 0AF] Upcoming Challenges: • Continue to identify methods to balance increasing inspection workload with the continually growing demands of emergency services and training needs • Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal and associated personnel in the Fire Prevention Bureau • Identify programs currently available or new ideas to provide fire and life -safety education to at -risk demographics, neighborhoods, and school. • Develop a long-term plan regarding the configuration and staffing of the fire prevention bureau to handle the increased workload of the division, along with succession planning for the fire marshal position • Explore the opportunity for public/private partnerships to help provide programs outside of the funding stream available to the department • Develop a plan to meet the increase in safety seat inspections/installations due to other agencies leaving the program while local demand continues to grow for child safety seat installation, inspection, and maintenance • Continue to provide fire prevention with resources and personnel which reflect the division's importance. Reduction in fires is the goal for life safety, property conservation, and minimizing the effects of a fire on the environment Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 services expenditures decreased by 11.9% or $5,721 primarily due to a decrease in vehicle repair and maintenance charges. OAK FY2018 FY2019 FY2020 Total FTE's 1.00 1.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 services expenditures decreased by 11.9% or $5,721 primarily due to a decrease in vehicle repair and maintenance charges. OAK GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. Performance Measures: Public education/fire prevention community contacts and staff hours Fire & life -safety building inspections conducted Increase presence and condition of smoke alarms encountered in fire incidents to 100% ncidents 39 1 38 1 56 1 37 1 44 Percent Working 71.8% 1 60.5% 1 66.0% 1 64.8% 1 68.2% Community Survey results of the percent rated positively Su "Community Survey conducted during FY 2013 and FY 2017 211 Activity Summary Activity: Fire Prevention (450300) Fund: General (1000) Division: Fire Prevention Department: Fire Revenues: General Revenues Subsidy Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Battalion Chief Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 183,411 $ 205,405 $ 205,367 $ 236,869 $ 241,284 $ 247,860 120 1,482 $ 184,893 $ 205,405 $ 205,487 $ 236,869 $ 241,284 $ 247,860 $ 139,391 $ 146,643 $ 153,189 $ 167,067 $ 175,009 $ 180,259 29,268 38,700 37,197 48,068 42,367 43,214 16,234 20,062 15,101 21,734 23,908 24,386 $ 184,893 $ 205,405 $ 205,487 $ 236,869 $ 241,284 $ 247,860 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 OAK IaIC7:1111INe11►11►[L3 The Fire Training Division is under the direction of the Battalion Chief in charge of training, who in -turn reports to the Deputy Fire Chief. The Battalion Chief in charge of training is assisted by a Lieutenant who serves as the Training Officer. Together 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. HIGHLIGHTS Departmental training activities include: • Training classes for 2017 include: structural firefighting, EMS, hazmat, Driver/Operator, leadership/officer development, auto extrication, high/low angle rope, confined space, emergency building shoring, trench rescue and water/ice rescue • Total department training for 2017: 12,910 hours • Training hours per member for 2017: 204 hours per member • New firefighter orientation training: 480 hours • Leadership Development Initiative: Enhancing Human Performance at Fires and Emergencies • Instituted officer development program for new and emerging company officers Recent Accomplishments: • 2018 Youth Emergency Services Academy for high school and junior high students this summer had record attendance. Thirty-one high school students and sixty-four junior high students successfully completed the two-day program. An additional academy was added this year in order to host thirty-two students from the Dream Center. The academy is a joint venture with the Iowa City Police Department and other area public safety entities. • The Battalion Chief in charge of training continued to assist with planning and development related to new training facility. • Completed a full day of training with all ICFD officers exploring human factors that govern performance under stress. 213 Upcoming Challenges: • Decommissioned Fire Department Training Center in fall of 2014. The Training Division continues to work out of a temporary storage facility outside of the city limits and is currently using Coralville Regional Training Center for all fire based training. • Coordinating and budgeting for all -hands scenario/competency based training evolutions four times per year, per shift. • Continuing to advance a Leadership Development Initiative. Future goals are to offer immersive training seminars related to mission -oriented leadership and organizational leadership imperatives for optimal performance. This program will continue to develop members of all ranks with a focus on incumbent leaders. The Officer Development Program will continue to provide skills instruction to new and emerging / aspiring leaders. Staffinq: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures for fiscal year 2020 increased by $18,000 for a Bullex attack digital training package related to the new fire training tower being built adjacent to the new Public Works Facility. 214 FY2018 FY2019 FY2020 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures for fiscal year 2020 increased by $18,000 for a Bullex attack digital training package related to the new fire training tower being built adjacent to the new Public Works Facility. 214 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation & Foster Healthy Neighborboods throughout the City STAR Objective: Emergency Prevention & Response - Reduce harm to humans and property by utilizing long-term preventative and collaborative approaches to avoid emergency incidents and minimize their impacts. Department Goal: Provide a service to the community that is prepared to respond to emergencies, natural diasters, catastrophic events, and other events that threaten the health and safety of the public. Department Objective: Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Performance Measures: Training hours completed per individual (% achieved) During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Hours %Achieved %Achieved %Achieved %Achieved %Achieved Minimum (96) 100% 93% 100% 91% 100% Goal (160) 76% 63% 59% 61% 87% During CY 2014, two personnel were on extended leave and unable to participate in training. Certifications obtained Safety Officer Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified 64 New Measure 33 33 33 33 In Process New Measure 0 0 0 0 Fire Officer GoalCY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified 30 2 2 25 25 30 In Process 12 2 0 0 0 Haz Mat Tech Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Certified 64 62 64 61 64 64 In Process 2 0 3 0 0 QR Activity Summary Activity: Fire Training (450400) Fund: General (1000) Division: Fire Training Department: Fire Revenues: General Revenues Subsidy Charges For Fees And Services Fire Services Miscellaneous Contdb & Donabons Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Fire Lieutenantr-raining Total Personnel Capital Outlay Bullex Attack Digital Training Package Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 142,953 $ 142,210 $ 154,118 $ 177,848 $ 192,261 $ 179,002 286 492 600 $ 143,239 $ 142,810 $ 154,609 $ 177,848 $ 192,261 $ 179,002 $ 112,974 $ 115,732 $ 122,780 $ 122,525 $ 125,572 $ 129,339 23,122 24,600 25,790 49,470 43,086 43,948 7,143 2,478 6,038 5,853 5,603 5,715 18,000 $ 143,239 $ 142,810 $ 154,609 $ 177,848 $ 192,261 $ 179,002 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2019 2020 $ - $ 18,000 $ - $ 18,000 1:0N:NW:N:AxaN*TV IIs] 01ril•]MI10111.11MAIIs] 011 Parks & Recreation Administration is responsible for the oversight and support of the department's operating divisions. The Division's budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. Administration Administration personnel include the Parks & Recreation Director and an Administrative Secretary. Parkland Acquisition This activity accounts for the costs association with acquiring parkland. Farmers' Market The Iowa City Farmers' Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available to the general public. The market season runs May through October and is held on Wednesday evenings and Saturday mornings at the Chauncey Swan parking facility. Market Music features performances by local musicians on Wednesdays, June through October, in Chauncey Swan Park before and during the Farmers' Market. The Wednesday evening market at Mercer Park was discontinued due to lack of interest by customers and vendors. Government Buildings Government Buildings staff provides routine custodial and maintenance services at City Hall, Robert A. Lee Recreation Center, Mercer Aquatic Center, Scanlon Gymnasium, Senior Center and other public buildings utilizing a combination of in-house and contracted approaches. Staff provides daily cleaning and maintenance for the 64,445 square foot City Hall building, including Police and Fire facilities which are in operation 24/7 and three splash pads and City Park Pool during from Memorial Day through Labor Day. HVAC zones are also maintained daily for optimal energy efficiency, productivity, and comfort. :1[CIO 1PLC] 0k K • Received $200,000 Iowa DNR Resource Enhancement and Protection grant for natural restoration efforts in Hickory Hill Park Recent Accomplishments: • Riverfront Crossings Park, Phase 1, 2 and 3 • Cardigan Park Completed Public Planning processes held for Willow Creek Park, City Park Adventure Play and a park for the west side rein • Accessibility improvements completed at Highland Park, Villa Park and Mercer Playground • Robert A Lee Recreation Center lower level restrooms and lobby renovated for increase accessibility. • Building Automation System project completed at Robert A. Lee Recreation Center • HVAC and Boiler replacement completed at Mercer/Scanlon Recreation Center • Accessible family shower rooms added to Mercer Pool • City Park Cabins restored Upcoming Challenges: • Aging mechanical and filtration systems at all three swimming pools • Implementing Park Master Plan • Implement Natural Areas Plan • Increasing Parks & Rec Foundation donations and participation • Riverfront Crossings Park — operations and future phase funding and construction • Adjusting Farmers Market to changes in Chauncey Ramp Staffing: Staffing Level Change Summary: A 1.0 FTE Assistant Facilities Manager position has been added to the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: There is an increase in fiscal year 2020 personnel expenditures of 36.3% within Government Buildings due to the addition of the Assistant Facilities Manager. Supplies expenditures within Government Buildings decreased by 15.6% or $5,588 primarily due to a decrease in other maintenance supplies and minor equipment. ii 1.3 FY2018 FY2019 FY2020 Total FTE's 7.00 6.00 7.00 Staffing Level Change Summary: A 1.0 FTE Assistant Facilities Manager position has been added to the Government Buildings activity. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: There is an increase in fiscal year 2020 personnel expenditures of 36.3% within Government Buildings due to the addition of the Assistant Facilities Manager. Supplies expenditures within Government Buildings decreased by 15.6% or $5,588 primarily due to a decrease in other maintenance supplies and minor equipment. ii 1.3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. (Strategic Goal: Evaluate alternative revenue sources.) Department Objective: Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. Performance Measures: Endowments CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Iowa City Parks and Recreation $114,736 $89,066 $82,040 $86,133 $108,753 Foundation $438,190 $335,157 $201,654 $21,565 $27,599 Community Foundation $17,864 $23,853 $28,684 $30,000 $35,708 of Johnson County* $8.364 $5.747 $5.852 $1.023 $0.613 * Community Foundation started in CY 2012 Donations & Grant Funding FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Donations** $129,395 $54,828 $195,508 $47,874 $14016 Grant Fundin ** $438,190 $335,157 $201,654 $21,565 $27,599 Total $567,585 $389,985 $397,162 $69,439 $41,615 Per capita calculation used 2010 US Census $8.364 $5.747 $5.852 $1.023 $0.613 ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Develop programs and events that support community engagement and neighborhood development. Enhance and expand program offerings to include all areas and demographic segments. Q FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Programs 168 177 192 1,406 2,136 Participants 59,486 62,672 66,653 76,639 163,463 Average Participants per Program 354 354 347 55 77 Q Activity Summary Activity: Park and Rec Admin (510100) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Expenditures: 2016 2017 2018 2019 2020 2021 Personnel Actual Actual Actual Revised Budget Projection Revenues: 24,223 130,275 91,307 86,349 90,492 92,302 General Revenues Subsidy $ 204,442 $ 389,150 $ 360,918 $ 388,139 $ 400,452 $ 411,699 Charges For Fees And Services $ 233,392 $ 389,624 $ 360,918 $ 388,139 $ 400,652 $ 411,699 Parking Charges 28,950 474 2018 2019 200 Total Revenues $ 233,392 $ 389,624 $ 360,918 $ 388,139 $ 400,652 $ 411,699 Expenditures: Personnel $ 208,145 $ 256,910 $ 267,514 $ 295,040 $ 303,456 $ 312,559 Services 24,223 130,275 91,307 86,349 90,492 92,302 Supplies 1,024 2,440 2,096 6,750 6,704 6,838 Total Expenditures $ 233,392 $ 389,624 $ 360,918 $ 388,139 $ 400,652 $ 411,699 Personnel Services - FTE 2016 2017 2018 2019 2020 Adminish-abve Secretary 1.00 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 OKI] Activity Summary Activity: Farmers Market (510200) Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation Activitv Summa Activity: Government Buildings Division: Park and Rec Admin (510300) 2016 2017 2019 2018 Custodian - Govt Bldgs 2019 2020 2.00 2021 2016 2017 Actual Actual 1.00 Actual - Revised Budget 1.00 Projection Revenues: Actual Facilities Manager Actual 0.33 Revised 1.00 Budget Projection Revenues: General Revenues Subsidy $ 19,561 $ - $ - $ - $ - S $ Use Of Money And Property $ 629,418 $ 704,364 $ 714,912 $ 844,875 $ 868,061 Use of Money And Property Rents 70,417 71,049 68,892 64,000 70,000 Royalties & Commiss 70,000 Intergovernmental 4,489 1,543 4,490 1,540 1,540 Other Financial Sources Operating Grants - 1,500 - - - Sale Of Assets - Charges For Fees And Services Total Revenues $ Misc Charges For Svc $ 633,907 2,465 2,395 $ 2,274 $ 2,400 2,270 Expenditures: 2,270 Miscellaneous Personnel $ Contdb&Donations $ 283,134 4,700 4,700 $ 10,845 $ 4,700 5,750 Services 5,750 Misc Merchandise 324,258 537 5,460 3,823 3,000 3,000 Supplies 3,000 Other Misc Revenue 26,515 25,466 1,200 30,161 30,764 Capital Outlay Total Revenues $ 97,680 $ 85,104 $ 87,035 $ 74,100 $ 81,020 $ 81,020 Expenditures: $ 633,907 $ 705,907 $ 719,402 $ 846,415 $ 868,061 Personnel $ 10,574 $ 21,977 $ 13,570 $ 32,200 $ 35,098 $ 36,151 Services 84,331 27,029 28,885 32,644 29,153 29,736 Supplies 2,775 7,913 2,060 5,157 5,358 5,465 Total Expenditures $ 97,680 $ 56,920 $ 44,516 $ 70,001 $ 69,609 $ 71,352 Activitv Summa Activity: Government Buildings Division: Park and Rec Admin (510300) 2017 2018 2019 2020 Custodian - Govt Bldgs Department: Fund: General (1000) Parks and Recreation 2.00 2.00 2016 2017 1.00 2018 1.00 2019 - 2020 2021 1.00 1.00 Actual Actual Facilities Manager Actual 0.33 Revised 1.00 Budget Projection Revenues: 1.00 Total Personnel 5.33 4.33 5.00 4.00 5.00 General Revenues Subsidy $ 642,053 $ 629,418 $ 704,364 $ 714,912 $ 844,875 $ 868,061 Use of Money And Property Royalties & Commiss - 4,489 1,543 4,490 1,540 1,540 Other Financial Sources Sale Of Assets 42 Total Revenues $ 642,095 $ 633,907 $ 705,907 $ 719,402 $ 846A15 $ 869,601 Expenditures: Personnel $ 274,332 $ 283,134 $ 334,866 $ 346,039 $ 471,771 $ 485,924 Services 330,630 324,258 345,575 337,614 344,483 351,373 Supplies 27,758 26,515 25,466 35,749 30,161 30,764 Capital Outlay 9,375 Total Expenditures $ 642,095 $ 633,907 $ 705,907 $ 719,402 $ 846,415 $ 868,061 Personnel Services - FTE 2016 2017 2018 2019 2020 Custodian - Govt Bldgs 3.00 2.00 2.00 2.00 2.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 - - M. W. II - Govt Bldgs 1.00 1.00 1.00 1.00 1.00 Facilities Manager 0.33 0.33 1.00 1.00 1.00 Assistant Facilities Manager 1.00 Total Personnel 5.33 4.33 5.00 4.00 5.00 221 C7 xd all :VA I Is] 0I The Recreation Division manages the operation of the City's recreation facilities, programs and special events. The City offers programs in neighborhood events, youth & adult sports, aquatics, social/cultural/environmental programs, and programs for special and underserved populations. The Division's budget is the sum of nine areas: Recreation Administration, Recreation Center Operations, Social/Cultural/Environmental Activities, Aquatics, Special and Underserved Populations, Youth Sports, Adult Sports, and Communications and Special Events. Recreation Administration Administrative personnel include the Recreation Superintendent. Administration provides oversight and support for the other nine areas within the division. The Recreation Superintendent directly supervises the customer service desks at both Recreation Centers. Recreation Center Facilities 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, fitness room, pool, game room, racquetball court, arts and crafts room, social hall, and potter's studio. A kitchen and meeting rooms are also available for public use. Open gym and game room play includes basketball, volleyball, pickleball, table tennis, billiards, foosball, and table games. In addition to scheduled programs, day-to-day open public use is available in the fitness room. Roller-skating is offered at no fee on Saturday evenings during the school year. The Scanlon Gymnasium at the Mercer Park Aquatic Center provides a gymnasium, a game room, and multipurpose rooms. Scanlon Gymnasium offers rentals including gym rentals and birthday party packages. With 2 full courts, the Scanlon Gym hosts many tournaments (soccer, volleyball, basketball) bringing hundreds of participants from throughout Iowa to Iowa City. The Mercer/Scanlon facility also hosts elementary school nights, family fun nights, tot time and other special events. Grant Wood Gym is located at Grant Wood elementary school. This gymnasium helps facilitate youth sports, basketball, volleyball and birthday party packages. Free skating is offered on Friday nights during the school year. Social/Cultural/Environmental Activities Social/cultural/environmental programs are provided year-round for all ages. Most Arts programs are offered in 4 or 6 -week sessions or in workshop format 48 weeks of the year. STEAM (Science, Technology, Engineering, Art, Math) programming is offered through classes, workshops, and maker space events. The potter's studio, and the arts and crafts room are available year-round. 04% Special events, workshops, clinics, and community education includes Environmental Education, trips, artist residencies, music performances, holiday events and no -school day activities. Outreach into the neighborhoods continues to growwith programs such as Walk the Creek, Parties in the Park, Playgrounds -Gardening education and outdoor reaction programs such as fishing or geocaching. Summer camp offers nine weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of nine one-week sessions for children completing grades K-6. Focused camps have recently included sports camps and STEAM camps. Free playground program provides supervised activities in several Iowa City park sites. Sports, nature awareness activities, games, crafts, and special events are included. This eight-week summer program is designed for children completing grades K-6. The Program Supervisor for Cultural, Social, and Environmental Programs also manages four, full-time AmeriCorps members working on sustainability initiatives through the community. Aquatics Aquatics programming includes a wide variety of swimming options; swim lessons, lap swimming, aqua fitness, and swim team introduction. The department maintains three facilities; City Park Pool, the Robert A Lee Recreation Center Pool and Mercer Park Aquatic Center. Three splash pads are also available for the public; Wetherby, Fairmeadows and Tower Court. The swim lesson program's main goal is to provide quality, affordable and accessible swim lessons to all citizens of Iowa City. Swim lessons are available for all skill levels and abilities; ranging from parent/ toddler cooperative classes to pre -swim team classes. The department strives to provide a portfolio of courses that are viable and accessible to all of Iowa City. Keeping fees low and offering a scholarship program helps to facilitate this initiative. The non- competitive swim team (ICNC) was introduced to provide youth with a viable alternative to club/ competitive swim. Stroke refinement, endurance and stamina are taught in a fun and enthusiastic environment. City Park Pool, one the oldest outdoor pools in the state, is located at 200 Park Rd. in Upper City Park. A T-shaped pool that features two distinct shallow areas, a diving well and an eight lane 50 -meter lap swim lane. The facility is fully accessible despite its age and includes a wading pool for families and an accessible picnic area. The Robert A. Lee Recreation Center Pool is the main facility used for youth swim lessons. A traditional L-shaped pool with a 12 -foot -deep end and 3 -foot shallow end features 6 lap lanes allowing for a diverse set of offerings. This pool is kept at 84 degrees making it ideal for young children and older adults. Mercer Park Aquatic Center is divided into three sections separated by two moveable bulkheads. The separation provides three programming areas; shallow for water walking, high 223 paced workouts, and private lessons, a middle section designated for lap swim, and the deep end for swim teams and competitive use. Mercer Park also includes a hot tub and a small outdoor wading pool. Special and Underserved Populations Special and Underserved Populations programs provide year-round recreation for persons with special needs or population groups who have been historically underserved. Principal goals for the programs are to enhance independent leisure skills and lifestyles of persons with disabilities in addition to addressing barriers to access of recreational activities. The SPI program offers year-round Special Olympics sports training and competition opportunities. Both program areas promote skill development and offer educational activities, while maintaining recreational values. Program offerings include: sports and fitness, arts, music and movement, independent living skills, special events, clubs and social activities. Youth Sports The Youth Sports program is designed to offer participants a variety of recreational sport leagues and individual programs focused on developing skills and sportsmanship in a fun, positive and encouraging atmosphere. The program is geared for recreation play so all participants regardless of ability or knowledge of the sport have a positive experience. Program offerings include traditional sports as well as non-traditional sports. Seasons are kept short in order to prevent overlap allowing participants to register for multiple programs. The Iowa City Parks and Recreation Department works cooperatively with other local sports organizations to maximize the program opportunities and experiences. It also works with local business to create team sponsorships in order to keep participant fees low. Adult Sports Adult sports programs include men's, women's and co -recreational teams in the sports of volleyball and basketball. Competitive and recreational divisions are established to meet participant's interests and skill levels. New adult activities will be offered beginning in 2019 as the City partners with the Corridor Games program. Staff schedules the Department's athletic fields including 20 baseball/softball fields and 23 soccer fields. Affiliate groups and outside user groups include: City High Baseball, Iowa City Boys Baseball, Iowa City Girls Softball, Kickers Youth and Adult Soccer, RedZone Flag Football League, Little Hawks Baseball and Softball Clubs, Trojans Baseball Club, Jaguars Softball Club, Barracudas Softball Club, Iowa Soccer League (Youth), Pearl City Soccer League (Adult), and Eastern Iowa Soccer League (Youth). Other recreation activities in this division are garden plot rentals, contracts for event facilities and concessions at Terry Trueblood Recreation Area, processing of special event permits and rental of park shelters. 224 Customer Engagement The Iowa City Recreation Division staffs two customer service counters during open hours of operation at the Robert A. Lee Recreation Center and the Mercer Park Aquatic Center/Scanlon Gym. Customer Service staff provides information and assistance to the public. Duties include but are not limited to, answering phones, directing calls, registering patrons for activities, selling passes and taking meeting room and park shelter reservations. Customer Service Attendants perform some general maintenance tasks, hand out sports equipment, and instruct and supervise patrons in the recreation centers. The Customer Engagement program area encompasses external communication coordination including: website and social media management, media and public relations, digital design and advertising, brand management, and creative/technical writing and editing. The Customer Engagement Program Supervisor has been changed to be Communications and Special Events. This Division will take over Party in the Park, Family Special events, and will add additional community events and partnerships in 2019. :1lei 01Ice] 01&1 Recent Accomplishments: • Assisted in hosting RAGBRAI overnight stop in Iowa City. • Youth Sports participation grew by 26% during the past year. This increase was from Taekwondo programs as well as the Youth Triathalon and Strider Bike programs. • Adult Softball leagues played their last season through ICPR. Adult events related to the Corridor Games will be offered in 2019. • City Park Rides were retired and sold at the end of the 2018 season. • City Park Log Cabin Restoration was completed in 2018. • Continuing to add new environmental education activities in collaboration with local organizations and agencies. Established a demonstration Wahls Protocol Garden at Robert A Lee Rec Center. • S.T.E.A.M Programming continues to grow in popularity. Collaboration with the State of Iowa STEM Hub has provided resources and materials otherwise unavailable. Also developing plans to provide STEAM to neighborhoods • The DNR funded interactive Stream Table has been taken to 30 schools and events, reaching over 5,000 children. • Hosted several cross country meets at Kickers complex include a Conference and State Qualifying meet. Upcoming Challenges: • Lessoning economic and transportation barriers to recreation services, programs, and facilities. Increasing communication with underserved populations to better address their recreation needs. • Upgrading aging infrastructure within the recreation centers. 0407 Attracting, training and retaining temporary staff for all recreation service level positions continues to be challenging. Transitioning from traditional session -based programming to increased one -day or drop in events and activities. Focus on special events to engage residents in their neighborhoods. Staffing: Staffing Level Change Summary: A 0.5 FTE Custodian — Gov't Buildings was added in the fiscal year 2020 budget. Temporary Staff wages were also added for Social Programs, SPI Events, Youth and Adult Programs. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 personnel expenditures increased by 9% over fiscal year 2019 due to the addition of the half-time custodian, as well as the City-wide minimum wage increase to $11.50. Recreation has a large number of temporary staff, and therefore, is one of the divisions most impacted by the increase. The capital outlay expenditures for fiscal year 2020 decreased by 51.8% due to the purchase of sound absorption and ceiling tiles in fiscal year 2019. OKI FY2018 FY2019 FY2020 Total FTE's 14.75 14.00 14.50 Staffing Level Change Summary: A 0.5 FTE Custodian — Gov't Buildings was added in the fiscal year 2020 budget. Temporary Staff wages were also added for Social Programs, SPI Events, Youth and Adult Programs. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 personnel expenditures increased by 9% over fiscal year 2019 due to the addition of the half-time custodian, as well as the City-wide minimum wage increase to $11.50. Recreation has a large number of temporary staff, and therefore, is one of the divisions most impacted by the increase. The capital outlay expenditures for fiscal year 2020 decreased by 51.8% due to the purchase of sound absorption and ceiling tiles in fiscal year 2019. OKI GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To make the recreation programs as financially self-sufficent as possible and reduce the reliance upon property taxes. (Strategic Goal: Evaluate Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. Performance Measures: Recreation program cost recovery Strategic Plan Goal STAR Objective Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Provide and promote gardening throughout the City. Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) FY Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Budget et 40% 36% 38% 37% 37% 38% 37% Strategic Plan Goal STAR Objective Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Food Access & Nutrition - Ensure that adults and children of all income levels have opportunities to learn about nutritious eating and have physical and economic access to fresh, healthful food Provide and promote gardening throughout the City. Provide spaces for community and neighborhood gardens. (Strategic Goal: Grow the local foods economy.) ON 0 FY2019 FY 2014 FY 2015 FY 2016 FY2017 FY2018 Budget Number of Rented Garden 111 147 153 200 209 220 Plots Number of Neighborhood New 0 1 1 4 5 Garden Sites Measure Number of Demonstration New 2 3 3 3 4 Gardens Measure ON 0 Activity Summary Activity: Recreation (520100) Fund: General (1000) Division: Recreation Department: Parks and Recreation Expenditures: 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: 2,552,504 Services 588,729 619,573 640,794 General Revenues Subsidy $ 1,788,658 $ 1,969,055 $ 2,059,493 $ 2,118,386 $ 2,362,625 $ 2,473,361 Other CityTaxes 253,187 265,355 270,662 Capital Outlay 40,930 42,790 Hotel/Motel Tax 296,660 312,596 257,972 312,600 257,970 257,970 Use OF Money And Property 3,143,589 $ 3,268,764 $ 3,454,735 $ 3,565,471 Rents 92,499 93,710 106,685 94,750 102,220 102,220 Royalties & Commiss 7,111 6,129 7,429 6,120 7,430 7,430 Intergovernmental 1.00 1.00 - - Operating Grants 2,350 1,500 - - - - Other State Grants 10,020 22,272 11,589 9,530 - - Local 28E Agreements 78,318 102,601 101,954 110,550 101,950 101,950 Charges For Fees And Services 1.00 M.W. I - Recreation 2.75 - - Culture & Recreation 591,481 590,829 584,845 599,198 614,400 614,400 Transit Fees 2,975 - 955 900 900 900 Miscellaneous 1.00 1.00 1.00 M.W. III - Pools Contdb&Donations 20,195 12,038 5,635 9,010 3,130 3,130 Misc Merchandise 5,900 5,687 3,198 7,560 4,110 4,110 Other Misc Revenue 5,260 (663) 1,697 160 - - Other Financial Sources Aquatics Assistant 1.00 1.00 1.00 Sale OF Assets 1.00 538 2,139 6.00 6.00 6.00 Total Revenues $ 2,901,427 $ 3,116,291 $ 3,143,589 $ 3,268,764 $ 3,454,735 $ 3,565,471 Expenditures: Personnel $ 2,060,358 $ 2,229,653 $ 2,186,688 $ 2,271,815 $ 2,478,160 $ 2,552,504 Services 588,729 619,573 640,794 625,512 654,220 667,304 Supplies 211,410 224,274 241,435 253,187 265,355 270,662 Capital Outlay 40,930 42,790 74,672 118,250 57,000 75,000 Total Expenditures $ 2,901,427 $ 3,116,291 $ 3,143,589 $ 3,268,764 $ 3,454,735 $ 3,565,471 Personnel Services - FTE 2016 2017 2018 2019 2020 Office Cooed - Recreation 1.00 1.00 1.00 - - Recreation Supt 1.00 1.00 1.00 1.00 1.00 Custodian - Govt Buildings - 3.75 3.75 3.00 3.50 M.W. I - Pools - - - 1.00 1.00 M.W. I - Recreation 2.75 - - - - M.W.II- Recreation 1.00 - - - - M.W.II - Pools - 1.00 1.00 1.00 1.00 M.W. III - Pools 1.00 - - - - M.W.III- Govt Bldgs - 1.00 1.00 1.00 1.00 Facilities Manager 0.67 0.67 - - - Aquatics Assistant 1.00 1.00 1.00 1.00 1.00 Rec Program Supervisor 6.00 6.00 6.00 6.00 6.00 Total Personnel 14.42 15.42 14.75 14.00 14.50 Capital Outlay 2019 2020 Facility Improvements 38,000 $ 46,500 Copier - 6,000 Park &Rec Equipment 3,250 4,500 Sound Absorption Replacement 45,000 - Ceiling Tile 20,000 - Basketball System at RALRC 12,000 Total Capital Outlay $ 118,250 $ 57,000 ONQ :7Aall :iAJe11►III IA►VAkiMo The Park Maintenance division budget is organized into three activities: Administration, Operations, and Forestry. The Park Maintenance Administration's management area includes 49 designated parks which include 51 outdoor shelters, 130+ pieces of playground equipment, 23 restroom facilities, 2 dog parks and 3 splash/spray pad facilities. The Park Maintenance Operations activity manages a total of 1,800+ acres land, which consists of 1600+ acres of parkland, open/green space and 200+ acres of City -owned non -parkland. The Forestry activity manages 50,000+ ROW and parkland trees encompassing the City's expanding urban forest, which includes approximately 2,000 Emerald Ash Borer (EAB) susceptible ash trees. The entire Division manages approximately 60 miles of trails by mowing, clearing snow and pruning vegetation. Park Maintenance Administration Administrative personnel provides oversight, planning, and management of the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom and shelter facilities and providing for trash removal. • Park Shelters: Staff prepares and maintains shelters for 1,300+ rented events a year. Staff is responsible for continual cleaning, maintenance and repair, which includes siding, roofing, plumbing, windows and doors, painting, electrical and concrete work, and construction of new shelters and additions. • Playgrounds: Staff is responsible for installation of new play equipment, inspection and repairs of the existing 150+ pieces of playground equipment and play surfaces to meet industry safety standards. • Mowing: Scheduled mowing in the 1800+ acres of land managed include residential -style turf, prairies and 200+ acres of non -parkland along highways, water retention areas and ROWS. • Snow and ice removal: Snow removal and winter maintenance of access roads, parking areas, bridges, 60 miles of trails and sidewalks, and ice skating areas. • Park Fixtures: Fixtures such as picnic tables (375), drinking fountains (50), dog waste containers (50+), and recycling containers and garbage cans are inspected and repaired as needed by staff during winter months. • Natural Areas: Activities to manage, enhance, and protect City -owned woodlands, wetlands and prairie areas including controlled burns and new plantings. This activity is managed in congruence with the Natural Area Master Plan. • Athletic Facilities: Athletic facilities staff manages softball and baseball fields, soccer fields, flag football fields and a cross country course. Staff is responsible for 20 competition level ball fields, 1 practice field, 23 competitive soccer fields, 5 general purpose/multi use sport fields and a cross country course. Ball fields are prepped daily for practices and games from April through November. Soccer fields are re -seeded, re -lined, moved to spread spot ware, daily, weekly and monthly. 0&1 • Horticulture: Horticulture staff provides design, installation and maintenance of planter beds and islands in all 50 parks, City Plaza (Pedestrian Mall), City Hall and all city owned areas with landscaping. Horticulture staff manages approximately 66,500 square feet of landscaping in ROWS, gateways and traffic islands throughout the city. Horticulture staff also assists with the installation and maintenance of natural areas. Forestry Forestry staff provides routine arboricultural services such as inspecting, pruning, removing and planting trees located in the city right-of-way and city parks. Forestry staff responds to emergency storm damage of public and private trees when public facilities or services are impacted. Forestry staff issues and inspects contracts for tree and stump removal and tree planting. Forestry staff regularly advises Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition projects, species selection for building permits and zoning requests. Central Business District (CBD) Maintenance CBD Maintenance Operations shifted into two different places in fiscal year 2017. The horticulture activities moved into Park Maintenance Operations and the daily ground maintenance moved into the Transportation Services division. Recent Accomplishments: • Cardigan Park completion • Riverfront Crossings Park playground, trails • Increased recycling in parks • RAGBRAI • Washington St medians • Edible annual plantings • Gravel Garden at Park Shop • LED lighting at City Park Boys Baseball Staffing: Upcoming Challenges: • Added maintenance of new trails, new parks, new non -parkland, new plantings and new trees • Increase in ash tree mortality due to Emerald Ash Borer 04911] FY2018 FY2019 FY2020 Total FTE's 19.00 21.00 21.00 04911] Staffing Level Change Summary: A 1.0 FTE M.W. III — Parks was eliminated within Parks Maintenance Operations and replaced with a 1.0 FTE Assistant Superintendent Parks/Forestry within Park Maintenance Administration in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Personnel expenditures increased by 73.2% within Park Maintenance Administration due to the addition of the Assistant Superintendent for Parks/Forestry. The Park Maintenance Operations services expenditures increased 5.8% or $50,781 in the fiscal year 2020 budget primarily due to an increase to contracted mowing for street right-of-way and non -park open spaces. The Forestry services expenditures includes $50,000 in fiscal years 2019 and 2020 for Emerald Ash Borer chemical treatments. 231 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Department Goal: Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. (Strategic Goal: Substantially improve access and use of public spaces.) Department Objective: Utilize public engagement through neighborhood meetings, outreach and social media to gather input for the purposes of planning, education and volunteerism. Review and update the master plan every five years to reflect current and future needs of the community. Performance Measures: 0 *Non -Parkland consists of highway ROWS, medians/islands and areas unmaintained by other divisions. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Community Survey results of the percent rated positively Su 1Lr.-1iM:F.ii@i1LTJM @FKfJ'kJ:MMa FJA �rll ��rG�EJgV�rG� some new measures 049% FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Acres of Developed Parkland 1,511 1,511 1,516 1,519 1,538 Acres of Undeveloped Parkland 186 186 187 189 200 Total Acres of Parkland 1 697 1 697 1 703 1,708 1,738 Total Acres per 1,000 Population used 2010 US Census 25.01 25.01 25.10 25.17 25.61 Total Non -Parkland* 200 200 200 200 220 0 *Non -Parkland consists of highway ROWS, medians/islands and areas unmaintained by other divisions. FY2014 is the first year these areas were identified as an extra coverage absorbed by Parks. Community Survey results of the percent rated positively Su 1Lr.-1iM:F.ii@i1LTJM @FKfJ'kJ:MMa FJA �rll ��rG�EJgV�rG� some new measures 049% Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation & Foster Healthy Neighborhoods throughout the City Public Spaces - Create a network of well -used and enjoyable parks and public spaces that feature equitable, convenient access for residents throughout the community. Create effective sustainable methods of operating and maintaining facilities that accurately distribute the costs, benefits and current level of service to the public. (Strategic Goal: Evaluate alternative revenue sources.) Efficiently and equitably manage Parkland areas, open spaces and facilities utilizing sustainable techniques. Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) U *Starting FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWS. Promote Environmental Sustainablilty Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Increase the number of trees planted in City ROWS. ITrees planted 1 136 1 184 1 155 1 138 1 162 1 233 FY 2014* 1 FY 2015 FY 2016 FY 2017 1 FY 2018 Operating Expenses $2,934,076 $2,809,233 $2,932,764 $3,256,813 $3,388,566 Per Capita used 2010 US Census $43.24 $41.40 $43.22 $47.99 $49.93 Per Acre Cost $1,547 $1,481 $1,541 $1,707 $1,731 U *Starting FY2014 calculation includes non -parkland acres, which more accurately reflects cost per acre. Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Trees planted in City ROWS. Promote Environmental Sustainablilty Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Develop and enhance Parkland areas and open spaces to exceed existing and future needs of Iowa City patrons. Increase the City's tree canopy coverage. Increase the number of trees planted in City ROWS. ITrees planted 1 136 1 184 1 155 1 138 1 162 1 233 Activity Summary Activity: Park Maintenance Administration (530100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues: General Revenues Subsidy Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Asst Superintendent Parks/Forestry Superintendent Parks/Forestry Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 146.710 $ 152,855 $ 161,393 $ 176,303 $ 269,089 $ 276,698 v $ 146,710 $ 152,855 $ 161,393 $ 176,303 $ 269,089 $ 276,698 $ 117,498 $ 115,269 $ 121,671 $ 128,576 $ 222,699 $ 229,380 22,887 34,317 32,018 42,617 37,845 38,602 6,325 3,269 7,709 5,110 8,545 8,716 $ 146,710 $ 152,855 $ 161,397 $ 176,303 $ 269,089 $ 276,698 2016 2017 2018 2019 2020 - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 234 Activity Summary Activity: Park Maintenance Operations (530200) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues: General Revenues Subsidy Use Of Money And Property Rents Royalties & Commiss Intergovernmental Disaster Assistance Charges For Fees And Services Culture & Recreation Miscellaneous Contdb & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Parks M.W.1 -Athletic Fields M.W. 11- Parks M.W. 11- Honculture M.W. III -Parks Sr MW - Parks Sr MW - Honculture Specialist Sr MW -Turfgrass Specialist Total Personnel Capital Outlay Natural Area Management Projects Laser Grade Ball Fields Automatic Locks for Restl-ooms Soccer Field Improvements Backyard Abundance Improvements Bocce Ball court Other Operating Equipment Irrigation Improvements Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 1,964,321 $ 2,186,319 $ 2,272,300 $ 2,765,934 $ 2,697,761 $ 2,710,487 197,097 240,435 221,314 220,940 221,570 221,570 3,254 4,116 4,613 4,120 4,610 4,610 2,445 - 4,235 - - - 108,744 113,367 110,580 113,370 88,480 88,480 5,125 10,000 5,872 - 5,870 - 339 365 602 370 600 600 19,309 170 1,008 170 1,010 1,010 820 1,670 1,636 $ 2,301,454 $ 2,556,441 $ 2,622,160 $ 3,104,904 $ 3,019,901 $ 3,026,757 $ 1,315,011 $ 1,483,184 $ 1,496,946 $ 1,703,697 $ 1,627,742 $ 1,676,575 752,511 805,822 822,633 870,665 921,446 939,875 177,198 212,952 266,950 289,542 279,713 285,307 56,734 54,484 35,632 241,000 191,000 125,000 $ 2,301,454 $ 2,556,441 $ 2,622,160 $ 3,104,904 $ 3,019,901 $ 3,026,757 2016 2017 2018 2019 2020 1.00 3.00 2.00 2.00 2.00 - - 1.00 1.00 1.00 5.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 3.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 15.00 15.00 15.00 14.00 0491.1 2019 2020 $ 100,000 $ 100,000 10,000 10,000 75,000 50,000 21,000 21,000 15,000 - 15,000 - - 5,000 5,000 5,000 $ 241,000 $ 191,000 Activity Summary Activity: Forestry (530300) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 47,057 40,402 46,744 75,277 72,391 73,839 General Revenues Subsidy $ 376,234 $ 462,682 $ 507,622 $ 684,107 $ 685,458 $ 703,732 Other City Taxes 2016 2017 2018 2019 2020 Utility Franchise Tax 8,742 7,367 9,655 7,370 9,650 9,650 Miscellaneous 1.00 1.00 1.00 1.00 1.00 Contdb&Donations 21,000 21,086 11,393 21,090 1,390 1,390 Transfer In -Govt Activities 78,624 74,312 78,275 79,864 82,326 83,973 Total Revenues & Transfer In $ 484,600 $ 565,447 $ 606,945 $ 792,431 $ 778,824 $ 798,744 Expenditures Personnel $ 278,703 $ 307,588 $ 352,169 $ 436,693 $ 434,405 $ 447,437 Services 158,840 217,457 208,032 280,461 272,028 277,469 Supplies 47,057 40,402 46,744 75,277 72,391 73,839 Total Expenditures $ 484,600 $ 565,447 $ 606,945 $ 792,431 $ 778,824 $ 798,744 Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. I - Forestry - - - 2.00 2.00 M. W. II - Forestry 1.00 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 5.00 5.00 04911 Activity Summary Activity: CBD Maintenance Operations (535100) Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation Revenues: General Revenues Subsidy Licenses And Permits General Use Permits Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M. W.II - CBD Sr M.W. - CBD Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 184,457 $ - $ - $ - $ - $ $ 195,855 $ - $ - $ - $ - $ $ 22,456 $ - $ - $ - $ - $ 172,819 - - - - $ 195,855 $ - $ - $ - $ - $ 2016 2017 2018 2019 2020 2.00 3.00 1R051 y:1iiiI:1r:1W&C»01TArIs] ►6' The Cemetery Division's budget is organized into Cemetery Operations and Cemetery Perpetual Care. Cemetery Operations manages Oakland Cemetery and Perpetual Care manages maintenance items within the cemetery. Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,872 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. Staff maintains all cemetery grounds, buildings, equipment, and snow route. • Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records. • Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations. • Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. The Cemetery Perpetual Care activity accounts for donations that are dedicated for the long-term maintenance of the Oakland Cemetery. This activity was moved from a permanent fund into the General Fund in fiscal year 2017. Recent Accomplishments: • The fiscal year 2018 CIP was changed to an overlay project. Remaining funds were used to replace current garage doors with 3 new garage doors Staffing: HIGHLIGHTS Upcoming Challenges: • Mapping the four outlots and monument repair in the older sections of the cemetery Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 44.8% primarily due to an increase in the number of sold cemetery plots that are purchased back and resold. 04917 FY2018 FY2019 FY2020 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 44.8% primarily due to an increase in the number of sold cemetery plots that are purchased back and resold. 04917 GOALS, OBJECINES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. Performance Measures: 091*] Activity Summary Activity: Cemetery Operations (540100) Fund: General (1000) Division: Cemetery Operations Department: Parks and Recreation Revenues: General Revenues Subsidy Charges For Fees And Services Misc Charges For Svc Miscellaneous Contdb & Donations Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Cemetery Supervisor M.W. II -Cemetery M.W. III -Cemetery Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 188,725 $ 229,837 $ 235,080 $ 250,702 $ 265,291 $ 276,113 42,843 45,814 38,005 42,930 43,486 43,486 200 50 89,300 63,630 74,770 74,793 78,177 78,177 $ 321,068 $ 339,330 $ 347,855 $ 368,425 $ 386,954 $ 397,776 $ 253,032 $ 267,895 $ 275,350 $ 295,447 $ 308,352 $ 317,602 54,106 62,760 59,395 63,853 65,386 66,694 13,930 8,675 13,109 9,125 13,216 13,480 $ 321,068 $ 339,330 $ 347,855 $ 368,425 $ 386,954 $ 397,776 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 Activity Summary Activity: Cemetery Perpetual Care (540500) Fund: Cemetery Perpetual Care Fund (1024) Division: Cemetery Operations Department: Parks and Recreation Revenues: Use OF Money And Property Interest Revenues Total Revenues Expenditures: Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ - $ 606 $ 1,502 $ 610 $ 1,500 S 1.500 $ - $ 606 $ 1,502 $ 610 $ 1,500 S 1.500 $ - $ 1,860 $ - $ 1,750 $ 1,500 $ 1,530 66 1,000 $ - $ 2,026 $ - $ 2,750 $ 1,500 $ 1,530 ikt6 LIBRARY OPERATIONS The Iowa City Public Library is the busiest public library building in the state of Iowa. Community surveys conducted in 2014 as part of the Library's strategic planning process showed 94.3% of respondents said the Iowa City Public Library was either essential or very important to the quality of life in the community, the highest rating the planning consultants had ever seen. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts & Bequests, and Gifts — Materials, and Library Replacement Reserves. General Library This activity accounts for the bulk of the Library's budget, accounting for Library staffing, programs, public services, building repair & maintenance, and activities associated with the Library's commercial space. This budget also includes transfers to equipment replacement reserves. Library Materials This activity accounts for the acquisition and replacement of Library materials. Materials budgets are organized into Children's Materials and Adult Materials. An increasing number of materials acquisitions in recent years are in electronic or downloadable formats. Board Controlled Funds This activity is funded largely through State funded Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.50 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions and donations, both designated and undesignated, for Library operations, programs, and building improvements. 0.40 FTE are budgeted within undesignated gifts for Bookmobile operations. Gifts — Materials These are donated funds designated for materials acquisitions. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. HIGHLIGHTS By the numbers fiscal year 2018: • 57,601 cardholders • 1,266,305 circulation • 873,103 building visits • 47,981 attended children's programs • 13,404 social media followers 241 Recent Accomplishments: • First full year of Bookmobile service in FY18 saw more than 15,000 visits and 25,885 items checked out • Registered 376 babies, 2,694 children, 438 teens and 1,015 adults for Summer Reading Program • Opened the new Digital Media Lab • Conducted a user survey • Record program attendance in FY18 Upcoming Challenges: • Welcome a new Library Director • Strengthen partnerships with Iowa City Community schools • Work to accomplish Equity Toolkit initiatives • Another year of Pedestrian Mall construction • Begin work on a new strategic plan • Expand digital history collections Staffing: Staffing Level Change Summary: In the fiscal year 2020 budget a .75 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant II. Additionally, a M.W.I — Library was increased from a .50 FTE to .63 FTE. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 library levy property taxes are estimated to increase $39,661, or 4.1% from fiscal year 2019. Capital Outlay expenditures increased in fiscal year 2020 due to the addition of capital outlay for a new Eastside book return, children's room shelving, and additional library materials. OZIM FY2018 FY2019 FY2020 Total FTE's 44.17 44.17 44.05 Staffing Level Change Summary: In the fiscal year 2020 budget a .75 FTE Library Clerk was eliminated and replaced with a .50 FTE Library Assistant II. Additionally, a M.W.I — Library was increased from a .50 FTE to .63 FTE. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 library levy property taxes are estimated to increase $39,661, or 4.1% from fiscal year 2019. Capital Outlay expenditures increased in fiscal year 2020 due to the addition of capital outlay for a new Eastside book return, children's room shelving, and additional library materials. OZIM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations & Foster Healthy Neighborhoods throughout the City STAR Objective: Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Department Goal: The Iowa City Public Library actively encourages discovery, learning, and greater participation in community life. Department Objective: Work with the ICCSD, preschools and summer programs to help children sign up for a library card and participate in summer reading programs. Performance Measures: Children Registering for Summer Reading Programs Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 N/A Goal 3,160 1 3,298 1 3,011 1 3,142 1 3,468 1 3,400 Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Public Libraries N/A N/A N/A 95% N/A * Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Advance Social Justice and Racial Equity Department Goal: The Iowa City Public Library contributes to the quality of life in Iowa City by offering opportunities to explore diverse ideas, to exercise imagination, and to express creativity. Department Objective: Provide programs, displays, and reading lists to diverse audiences on themes of social justice and racial equity. Performance Measures: Number of programs, displays, and reading lists specifically aimed at diverse audiences or relating to themes of social justice and racial equity. 243 FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Goal New New New 192 352 350 Measure Measure Measure 243 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City STAR Objective: Equitable Services & Access - Ensure equitable access to foundational community assets within and between neighborhoods and populations. Department Goal: Introduce Bookmobile Service. Department Objective: Improve equitable access to library services. Performance Measures: Community Members Visits to the Bookmobile Per Week 244 FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Goal New New New 509 331 350 Measure Measure Measure 244 Activitv Summa Activity: General Library (550100) Division: Library Operations $ 4,139,871 $ 4,416,362 $ 4,572,190 $ Fund: General (1000) Department: Library $ 4,898,573 $ 2016 2017 2018 2019 2020 2021 639,995 Actual Actual Actual Revised Budget Projection Revenues & Transfer In: 123,554 112,357 114,604 Capital Outlay 13,903 13,009 General Revenues Subsidy $ 3,307,949 $ 3,550,709 $ 3,728,651 $ 3,796,246 $ 3,961,617 $ 4,084,051 Property Taxes 837,043 891,992 924,259 976,555 1,016,216 1,036,540 Other City Taxes 2017 2018 2019 2020 Gas/Electric Excise Tax 12,393 11,828 11,312 11,285 11,285 11,511 Mobile Home Tax 1,062 1,061 1,012 1,060 1,010 1,030 Use Of Money And Property Librarian II 6.00 6.00 6.00 Rents 43,475 24,000 26,000 26,000 26,000 26,000 Royalties & Commiss 2,469 2,361 2,220 2,340 2,190 2,190 Intergovernmental 5.63 5.63 Library Assistant II 1.00 Property Tax Credits 33,235 25,297 25,051 28,042 25,313 25,313 Local 28E Agreements 466,160 500,494 517,908 538,860 517,904 517,904 Charges For Fees And Services 1.00 1.00 1.00 1.00 1.00 Library Charges 22 39 28 - - - Miscellaneous Library Coordinator 5.00 5.00 5.00 Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747 Misc Merchandise 1,132 11 8 - - - Other MiscRevenue 9,220 14,905 15,874 14,890 32,060 32,060 Other Financial Sources 1.00 1.00 1.00 M.W. I - Library Sale Of Assets 2,173 467 170 - - - Total Revenues & Transfer In $ 4,871,852 $ 5,177,588 $ 5,395,777 $ 5,549,698 $ 5,700,342 $ 5,843,346 Expenditures Personnel $ 4,139,871 $ 4,416,362 $ 4,572,190 $ 4,768,549 $ 4,898,573 $ 5,045,530 Services 569,952 616,462 681,637 639,995 660,012 673,212 Supplies 148,126 131,756 141,951 123,554 112,357 114,604 Capital Outlay 13,903 13,009 17,600 29,400 10,000 Total Expenditures $ 4,871,852 $ 5,177,588 $ 5,395,777 $ 5,549,698 $ 5,700,342 $ 5,843,346 Personnel Services - FTE 2016 2017 2018 2019 2020 Custodian -Library 2.00 2.00 2.00 2.00 2.00 IT Support Specialist 1.00 1.00 1.00 1.00 1.00 Librarian II 6.00 6.00 6.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 1.00 Library Assistant l 5.63 5.63 5.63 5.63 5.63 Library Assistant II 1.00 1.00 1.00 1.00 1.50 Library Assistant 111 5.36 6.36 6.36 6.36 6.36 Library Building Manager 1.00 1.00 1.00 1.00 1.00 Library Clerk 2.38 2.38 2.38 2.38 1.63 Library Coordinator 5.00 5.00 5.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 1.00 Library Web Specialist 1.00 1.00 1.00 1.00 1.00 M.W. 11- Library 1.00 1.00 1.00 1.00 1.00 M.W. I - Library 0.50 0.50 0.50 0.50 0.63 Network Database Spec - Lib 1.00 1.00 1.00 1.00 1.00 Pulic Relafions Specialist 0.65 0.65 0.65 0.65 0.65 Sr Librarian 2.00 2.00 2.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 3.75 Supervising Librarian 1.00 1.00 1.00 1.00 1.00 Total Personnel 42.27 43.27 43.27 43.27 43.15 Capital Outlay 2019 2020 Eastside Book Realm $ - $ 22,400 Generator 10,600 - RFID tags 7,000 7,000 Total Capital Outlay $ 17,600 $ 29,400 oz,R Activitv Summa Activity: Library Materials (550200) Division: Library Operations Fund: General (1000) Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 650,212 $ 661,010 $ 667,595 $ 674,245 $ 674,245 $ 674,245 Total Revenues $ 650,212 $ 661,010 $ 667,595 $ 674,245 $ 674,245 $ 674,245 Expenditures: Capital Outlay $ 650,212 $ 661,010 $ 667,595 $ 674,245 $ 674,245 $ 674,245 Total Expenditures $ 650,212 $ 661,010 $ 667,595 $ 674,245 $ 674,245 $ 674,245 Capital Outlay 2019 2020 Adult Library Materials $ 560,195 $ 560,195 Children's Library Materials 114,050 114,050 Total Capital Outlay $ 674,245 $ 674,245 Activitv Summa Activity: Library Board Controlled Funds (550300) Fund: Library Gifts (1001) Division: Library Operations Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: Use Of Money And Property Interest Revenues Intergovernmental Operabng Grants Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Library Assistant I Library Assistant III Total Personnel Capital Outlay Children's Room Shelving Library Materials Total Capital Outlay $ 2,626 $ 5,136 $ 10,615 $ 5,140 $ 10,610 $ 10,610 81,847 87,692 73,825 82,690 73,820 73,820 256 275 317 270 320 320 2,670 1,426 1,455 1,430 1,450 1,450 19,368 18,049 16,167 19,050 - - 15,130 14,928 13,644 14,930 13,650 13,650 $ 121,897 $ 127,506 $ 116,023 $ 123,510 $ 99,850 $ 99,850 $ 28,533 $ 29,250 $ 30,973 $ 32,365 $ 33,698 $ 34,709 25,568 39,013 26,993 27,378 15,622 15,934 98,808 30,257 835 26,903 17,752 18,107 33,599 12,722 33,500 $ 186,508 $ 111,243 $ 58,801 $ 86,646 $ 100,572 $ 68,750 2016 2017 2018 2019 2020 - 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 2019 2020 $ - $ 18,500 15,000 $ - $ 33,500 Activitv Summa Activity: Library Gifts and Bequests Division: Library Operations (550400) Fund: Library Gifts (1001) Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Contdb&Donations $ 189,993 $ 229,713 $ 187,621 $ 138,800 $ 187,620 3 187.620 Other Misc Revenue 4,235 5,274 13,983 12,000 12,824 Total Revenues $ 194,228 $ 234,987 $ 201,604 $ 150,800 $ 200,444 3 187.620 Expenditures: Personnel $ - $ 8,597 $ 26,443 $ 57,042 $ 61,572 $ 63,419 Services 32,237 28,157 24,610 27,785 25,227 25,732 Supplies 28,168 21,663 28,366 21,768 51,291 52,317 Capital Outlay 3,653 1,552 10,609 6,500 10,600 5,000 Total Expenditures $ 64,058 $ 59,970 $ 90,028 $ 113,095 $ 148,690 $ 146,468 Personnel Services - FTE 2016 2017 2018 2019 2020 Library Assistant 111 0.40 0.40 0.40 0.40 Total Personnel - 0.40 0.40 0.40 0.40 Capital Outlay 2019 2020 Library Materials $ 6,500 $ 10,600 Total Capital Outlay $ 6,500 $ 10,600 Activity Summary Activity: Library Gifts - Materials (550500) Fund: Library Gifts (1001) Division: Library Operations Department: Library Revenues: Miscellaneous Contdb & Donations Total Revenues Expenditures: Services Capital Outlay Total Expenditures Capital Outlay Adult Library Materials Children's Library Materials Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 8,726 $ 60,670 $ 78,087 $ 60,670 $ 78,080 $ 78,080 $ 8,726 $ 60,670 $ 78,087 $ 60,670 $ 78,080 $ 78,080 $ 250 $ - $ 200 $ - $ - $ - 54,689 67,644 37,024 47,000 60,000 50,000 $ 54,939 $ 67,644 $ 37,224 $ 47,000 $ 60,000 $ 50,000 ik[8 2019 2020 $ 35,000 $ 40,000 12,000 20,000 $ 47,000 $ 60,000 Activitv Summa Activity: Library Replacement Reserves Division: Library Operations (550800) Fund: Library Replacement Reserves (1006) Department: Library 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Transfer In: Transfer In From General Fund $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Total Transfer In $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 $ 62,422 Expenditures: Supplies $ 56,059 $ 6,715 $ 19,839 $ 6.715 $ 29,839 $ 30,436 Capital Outlay 15,337 12,773 Total Expenditures $ 71,396 $ 6,715 $ 32,611 $ 6.715 $ 29,839 $ 30,436 /k P] I I:3 01M Ma 7911101117A I Is] [el a a MA The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is a 501(c)(3) non-profit organization governed by a Board of Directors. Board members are community volunteers dedicated to helping our Library continue to provide the best materials, programs, and services. The Board of Directors work with staff in the Library Development Office to plan and execute Library fundraising efforts. The Library Foundation division accounts for personnel costs associated with the Foundation's development activities. City expenditures are fully reimbursed by the Friends Foundation. 2.0 FTEs are budgeted: Library Coordinator — Development, and a Senior Library Assistant. I:II:0:I11111l:0:r&y Recent Accomplishments: • Achieved Friends Foundation Board of Directors goal to add new donors • Sponsored "Winter Window" newsletter focused on the Friends Foundation which was mailed to all Iowa City addresses • Received $383,000 from individuals, businesses, and organizations to benefit the library. • Successfully requested in-kind donations valued at $55,000 for Summer Reading Program participant incentives • Recruited additional volunteers for used bookstore and raised more than budgeted Upcoming Challenges: • Reach increased financial goals in very competitive environment • Grow planning giving program • Introduce new library director to Friends Foundation and community Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. Q111 FY2018 FY2019 FY2020 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The expenditures for this activity are offset by the revenues with no general funding utilized for this activity. Q111 Activity Summary Activity: Library Foundation Office (550600) Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office Department: Library 251 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: Miscellaneous Other Misc Revenue $ 168,865 $ 201,088 $ 117,938 $ 203,992 $ 206,372 $ 212,409 Total Revenues $ 168,865 $ 201,088 $ 117,938 $ 203,992 $ 206,372 $ 212,409 Expenditures: Personnel $ 184,069 $ 185,254 $ 118,310 $ 200,535 $ 206,222 $ 212,409 Supplies $ - $ - $ 147 $ - $ 150 $ 153 Total Expenditures $ 184,069 $ 185,254 $ 118,457 $ 200,535 $ 206,372 $ 212,562 Personnel Services - FTE 2016 2017 2018 2019 2020 Library Coord- Development 1.00 1.00 1.00 1.00 1.00 Sr Library Assistant 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 251 NA►1Is] :ZyA►III IA:Ze]»NAIIs] ►6y Since opening in 1981 The Iowa City/Johnson County Senior Center (The Center) has been true to its mission: to promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning among adults over 50 years and other community members. Over the years The Center's programs and services have changed, but the goals have remained consistent: to promote health, well-being, and independence and remove negative stigmas associated with growing older. The Center offers a variety of classes, activities, volunteer opportunities, and services. The programs and services we offer meet the needs and interests of participants and community members. They also are known to support and extend a person's health, wellbeing, and independence by fostering social connections, promoting mental and physical exercise, and encouraging community involvement. The Center does not just serve people over 50 years of age. Many programs are intergenerational, community events are common, and college age volunteers are often seen around The Center. In addition, The Center hosts practicum students and interns from a variety of academic departments at the University, including but not limited to Social Work, Public Health, and Recreational Studies. Senior Center Administration (1000) Senior Center Administration supports the Center's staff; the facility's maintenance, operation, security, and use; programming and services; and financial management and development. It supports the work of advisory groups, including the Senior Center Commission, participant -based advisory committees, and ad hoc committees, and collaboration with area businesses and the University of Iowa to enrich programming and serve as an educational resource. Administration supports services provided at The Center that require a designated space to operate. These programs require varying degrees of oversight, organization, scheduling, IT support, volunteer support, and problem solving. These services are open to all members of the community. Examples include: Senior Health Insurance Information Program (SHIIP); Volunteer Lawyers; University of Iowa Counseling Services; the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning. In addition, the Visiting Nurse Association offers health care clinics; Elder Services, Inc. serves noon congregate meals five days a week; and TRAIL of Johnson County provides services that help older adults remain in their own homes. All the services offered extend The Center's reach out into the community bringing in people of all ages, from all walks of life. Senior Center Programs (1000) There are four budget subdivisions in the Programs activity: • Senior Center Classes - Classes cover everything from literature and fitness, music, and art education. They are often open to non-members or intergenerational. A volunteer based Program Committee is active in determining the triannual curriculum. Classes are taught by volunteers or independent contractors. OM • Senior Center Special Events - Large programs of general interest that are open to all members of the community. For instance, dances, fundraisers, band concerts, choral performances, movies, or speakers. They often have sponsors and community partners and involve many volunteers. • Senior Center Television (SCTV)- Volunteers produce video content for broadcast on City Cable and Public Access channels. A part time temporary video specialist provides instruction and training. SCTV brings programs that take place at The Center to television for homebound elderly and community members to participate virtually. They also are involved with creative endeavors and have a channel on YouTube to increase outreach. Finally, SCTV provides tech support for members and participants on a scheduled and walk-in basis. Gifts & Memorials (1003) This activity accounts for contributions and donations made to the Senior Center Gift Fund. Staff has been asked by the Senior Center Commission to deplete the funding in this account by purchasing equipment and upgrades that will transition room 103 into a fitness room. The account should be depleted in fiscal year 2019 and all future donations will be directed to the Friends of The Center or operational budget in accordance with donor wishes. HIGHLIGHTS • At the end of fiscal year 2018 there were 1,652 members with 9.45% on low-income scholarships. Membership is not required to participate in many of The Center's programs and services. • Volunteer support continues to be a cornerstone of The Center's success. In fiscal year 2018 there were 685 volunteers who donated 25,500 hours of service. This is the equivalent of nearly 13 FTEs. • There were a total of 130,344 recorded visits (duplicated) to The Center in fiscal year 2018. 120,441 were to one of the 10,911 activities sponsored by the Center; 9,903 were to activities hosted by an outside organization. • Community services expand The Center's outreach into the surrounding community. In fiscal year 2018 the Visiting Nurses Association had 761 health clinic visits and Elder Services, Inc. served 6,114 meals. Honoring Your Wishes had 42 consultations for advanced care planning and 6 workshops attended by 40 community members. The AARP tax aide and Volunteer Lawyer programs had 389 and 70 appointments respectively. The Senior Health Insurance Information Program (SHIIP) counselors did 1,095 consultations and 12 Medicare workshops attended by 228 community members. • The classroom environment was improved with the purchase of 64 classroom tables. The new tables are narrower than the previous tables. This facilitates classroom set-up, increases the variety of classroom configurations, makes it possible to accommodate a few more students per class, and promotes improved student interaction. • The Center received $39,782 from the Friends of The Center Senior Center Endowment in fiscal year 2018 • The Center continues providing 20 hours/week of operational space to TRAIL of Johnson County in fiscal year 2018. TRAIL is a nonprofit organization that helps older adults remain in their own homes. 253 Recent Accomplishments: • Staff members developed a seven-year facility capital improvement plan that will facilitate both the regular maintenance of the building and financial planning. Our hope is to extend the plan out for 10 to 15 years to assist with future building needs • Recently updated tables and chairs in the assembly room which has made a difference in the appearance of the building but also the safety of members and the public • The Center continues to challenge age -based stereotypes that have a negative impact on the quality of life of older adults • The Senior Center dance/pom squad, the Pomtastiks, performed and were well received at 2018 Downtown District Block Party • The Senior Center received a grant from Delta Dental for a new water bottle filling station as well as 400 water bottles and free toothbrushes • Funds that were requested and granted for fiscal year 2019 have already been spent and items purchased • We now have a fully functioning volunteer board for Friends of the Center Foundation. • A UV filter will be installed in our building to address building intake air quality Upcoming Challenges: • Increase and maintain a welcoming environment for all community members • Create and implement a marketing plan to increase utilization of the Center and its services that also promotes the inclusion of diverse populations as requested by membership • Increasing the diversity of revenue streams to reach our operational goals • Improving our program guide and adding more culturally responsive classes and programs • Developing an Outreach and Diversity and Inclusion Committee to address member concerns about the Center Membership reflecting the general population Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased 44.6% due to budgeting for the new Food Pantry supplies, as well as the movement of special events food and beverage to Administration from Programs. 254 FY2018 FY2019 FY2020 Total FTE's 7.00 7.00 7.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased 44.6% due to budgeting for the new Food Pantry supplies, as well as the movement of special events food and beverage to Administration from Programs. 254 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods Throughout the City Department Goal: To promote optimal aging by creating opportunities to support wellness, social connections, community engagement, and life- long engagement. Department Objective: Each trimester throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional, environmental, intellectual/cognitive, physical, professional/vocational, social, and spiritual. Performance Measures: Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 M > 95% 96% 91% M 94% 97% M — m co E C E E n E n E n E LL E m LL Q LL Q E m LL m LL LL U) U) ui cn CC ui ui ui >C >C >C ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Random Class Evaluations (done throughout the year) 04M Goal FY 2014 FY 2015 FY 2016 1 FY 2017 FY 2018 Overall Satisfation > 95% 96% 91% 95% 94% 97% Rating — 04M Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Enable adults to maintain healthy, active lifestyles by integrating physical activity into their daily routines. Support goal through programs and services offered. Number of Fitness Classes and Dances each trimester* (for members, community, and special needs) FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2018 New New Gallery Walk participant m 3 3 m Measure m New New Center art exhibits co E— 11 n E— n E Center arts and crafts classes and New New LL 82 139 78* Performances Measure Measure m Support of art festival New New m m Measure C m C m New New NA 41 40 41 37 38 43 38 42 Measure Measure * A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City Provide a broad range of arts and cultural resources and activities that encourage participation and creative self-expression. Support community engagement, creative self-expression, and social interaction through the arts OW FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New Gallery Walk participant 3 3 3 Measure Measure New New Center art exhibits 11 9 7 Measure Measure Center arts and crafts classes and New New 82 139 78* Performances Measure Measure Support of art festival New New Measure Measure OW Strategic Plan Goal Department Goal: Maintain a Solid Financial Foundation To enhance financial stability of the Center. Department Objective: Move toward electronic communication as a cost saving measure and for customer convenience. Collaborate with Friends of the Center to fund annual operational expenses through the Senior Center Charitable Giving Account. Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Members 1,595 1,620 1,618 1,554 1,608 Change in Percent 5% annual 27% 28% $30,380 $34,250 $34,877 Percent of Members $39,782 5% 11% 12% 15% 15% increase EContribution e in Contribution 31.6% 12.7% 1.8% 0.7% 14.9% New Change in Percent 120% 9% 25% 0% Measure Senior Center Endowment's Annual Contribution to the Operational Budget Cost Recovery Percentage Goal Goal FY 2014 FY 2015 FY 2016 FY 2017 1 FY 2018 5% $60,000 by 5% NA NA Change in Percent 29% 27% 28% $30,380 $34,250 $34,877 $34,616 $39,782 1% FY 2020 (Goal of 1 - 2% increase)* Measure EContribution e in Contribution 31.6% 12.7% 1.8% 0.7% 14.9% Cost Recovery Percentage Goal FY 2014 FY 2015 FY 2016 I FY 2017 FY 2018 35% by 5% 4% 5% NA NA Change in Percent 29% 27% 28% 29% 30% FY 2019 1% 1% Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Advance Social Justice and Racial Equity To promote inclusion and divesity among participants. Maintain and expand opportunities to reach a diverse audience for on and off-site programs. To promote a positive image of aging and combat agism. Participation by persons of color in Senior Center Programming (Based on Annual On-site Demographic Survey) * At least until levels reflect community demographics of the 50 + population QYA FY 2014 1 FY 2015 FY 2016 FY 2017 1 FY 2018 Percent of Participation 5% 4% 5% NA NA Change in Percent New No survey No Survey 1% 1% (Goal of 1 - 2% increase)* Measure in FY17 in FY18 * At least until levels reflect community demographics of the 50 + population QYA Percent of Members who participate in the low-income membership program. Goal FY 2014 FY 2015 FY 2016 I FY 2017 FY 2018 M 9-11%u 10% 10% 9% 9% m Measure m To be eligible for the low-income discount program the person must meet one of the following: 1) Current participant in the Iowa City Utility Discount Program, 2) Recipient of Medicaid benefits, 3) Participant in the SNAP program, 4) Participant in the City of Iowa City Assisted housing program, 5) Recipient of Supplemental Security Income (SSI) or Social Security Disability Income (SSDI); 6) Participant in the Elderly Credit Claim on Real Estate Tax or State Rent Reimbursement. According to the Iowa State University Extension and Outreach 2016 report, 4.7% of people in Johnson County over 65 live in poverty. However, the poverty rate for the county as a whole is much higher in the range of 13 -14%. Each trimester** had a Minimum of 5 Successful Programs Targeting At -Risk and In Need Adults Over 50 Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 M m m m co E(D C m E m E� n E� M n E n E LL E LL Q LL Q EU) D LL LL LL U) U) U) u) ui a) >C >C >C >C ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Each trimester** had a Minimum of 1 Program/Presentation Focused on an Issue Related to Aging/Agism Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 M m M M co E(D C m E m E� n a E M n a E� n E LL E LL Q LL Q EU) D LL LL LL U) U) U) u) ui a) >C >C >C >C ✓ ✓ ✓ New New ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Measure Measure ** A trimester, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through December, Winter/Spring, January through April, and Summer, May through August. Prior to 2016 the publications of the Senior Center Program Guide were based on quarters, the Fall Program Guide covered September through November, Winter, December through February, Spring, March through May, and Summer, June through August. Q& Activitv Summa Activity: Senior Center Administration (570100) 0.50 0.50 0.50 Fund: General (1000) Division: Senior Center Operations 1.00 1.00 - - Department: Senior Center - 1.00 1.00 1.00 1.00 1.00 - - 2016 2017 2018 2019 2020 2021 1.00 Actual Actual Actual Revised Budget Prosection Revenues: 0.50 0.50 0.50 0.50 0.50 1.00 General Revenues Subsidy $ 577,447 $ 624,076 $ 621,717 $ 712,023 $ 704,587 $ 739,243 Use Of Money And Property 1.00 6.50 7.00 7.00 7.00 7.00 Rents 2,107 12,609 19,730 12,610 7,730 7,730 Royalties & Commiss 235 156 147 160 150 150 Intergovernmental $ 40,500 $ 5,000 Local 28E Agreements 59,224 59,224 60,000 60,000 60,000 60,000 Charges For Fees And Services Culture & Recreation 48,586 61,555 63,105 63,000 63,110 63,110 Parking Charges 29,730 25,885 26,010 26,000 26,010 26,010 Miscellaneous Contdb&Donations 45,489 38,859 44,406 64,000 44,410 44,410 Misc Merchandise 3,238 5,496 4,713 5,500 4,710 4,710 Other Misc Revenue 2,479 16,074 3,030 3,092 3,040 3,040 Other Financial Sources Sale Of Assets - 889 815 - - - MiscTransfersln - - 11 - - - Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Development Specialist - Sr Center M. W. III - Senior Center Sr. M.W. - Govt Bldgs M.W. I - Senior Center Custodian - Govt Bldgs Operations Asst - Sr Center Program Specialist - Sr Center Receptionist - Sr Center Senior Center Coordinator Volunteer Specialist -Sr Center Total Personnel Capital Outlay Other Operating Equipment Building Improvements Total Capital Outlay $ 768,535 $ 844,823 $ 843,684 $ 946,385 $ 913,747 $ 948,403 $ 543,357 $ 589,063 $ 573,668 $ 660,540 $ 648,086 $ 667,529 193,726 192,671 222,366 219,272 222,957 227,416 29,328 25,669 26,103 26,073 37,704 38,458 2,124 37,420 21,547 40,500 5,000 15,000 $ 768,535 $ 844,823 $ 843,684 $ 946,385 $ 913,747 $ 948,403 2016 2017 2018 2019 2020 - 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 - - - - - 1.00 1.00 1.00 1.00 1.00 - - - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.50 7.00 7.00 7.00 7.00 2019 2020 $ 14,000 $ 26,500 5,000 $ 40,500 $ 5,000 Activity Summary Activity: Senior Center Programs (570200) Fund: General (1000) Division: Senior Center Operations Department: Senior Center Revenues: General Revenues Subsidy Intergovernmental Other State Grants Charges For Fees And Services Culture & Recreation Misc Charges For Svc Miscellaneous Contdb & Donations Misc Merchandise Other Misc Revenue Other Financial Sources Sale OF Assets Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection 11,928 13,276 12,983 11,632 5,983 6,103 $ 2,138 $ 10,646 $ - 3 - $ - $ - - 9,000 - - - - 8,800 9,347 13,401 10,230 9,250 9,250 17,569 18,471 22,352 18,470 22,350 22,350 1,000 320 - - - - 1,381 783 1,131 850 1,130 1,130 4,140 5,863 3,565 15,500 1,650 1,650 ,351 $ 35,028 $ 54,431 $ 41,801 $ 45,050 $ 34,380 $ 34,380 $ 16,091 $ 15,217 $ 11,990 $ 17,388 $ 15,762 $ 16,234 7,009 25,938 8,859 11,450 6,030 6,151 11,928 13,276 12,983 11,632 5,983 6,103 $ 35,028 $ 54,431 $ 33,831 $ 40,470 $ 27,775 $ 28,488 Activity Summary Activity: Senior Center Programs (570200) Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center Revenues: Charges For Fees And Services Culture & Recreation Total Revenues Expenditures: Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 316 3 - $ - 3 - $ - 3 - 36 $ 352 $ - $ - 3 - $ - 3 1iH6 Activity Summary Activity: Senior Center Gifts and Memori (570400) Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 01.1 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: Use Of Money And Property Interest Revenues $ 40 $ 72 $ 34 $ - $ - $ Total Revenues $ 40 $ 72 $ 34 $ - $ - $ Expenditures: Supplies $ 20,077 $ - $ - $ - $ - $ - Capital Outlay 11,029 Total Expenditures $ 20,077 $ - $ 11,029 $ - $ - $ 01.1 NEIGHBORHOOD & DEVELOPMENT SERVICES (NDS) ADMINISTRATION Administration Neighborhood and Development Services (NDS) Administration is responsible for oversight and support of the department's four operating divisions, Administration, Development Services, Neighborhood Services (including the Housing Authority), and the Metropolitan Planning of Johnson County (MPOJC). Sustainability Iowa City is committed to being a leader in sustainability. The Sustainability Coordinator helps ensure that our public services and planning efforts are rooted in sustainable principles. Efforts towards sustainability are also focused in municipal energy savings, community -wide greenhouse gas emissions, collaborating with other city departments on other topics pertaining to sustainability. Current projects include overseeing the implementation of the City's first Climate Action and Adaptation Plan which will involve working with both a community advisory group as well as an internal staff team, annually updating the community greenhouse gas emissions reporting, and ensuring that the City completes the requirements for the three-year Covenant of Mayors requirements around climate action. The Sustainability office communicates the City's sustainability efforts through electronic media (newsletter, Facebook and Twitter), and aligns and tracks sustainability efforts with the STAR/LEED Sustainability Rating System. Energy Efficiency Revolving Fund The fund was created from the Energy Efficiency and Conservation Block Grant special revenue fund. The fund is used as an energy efficiency reimbursement program. The facilities that receive improvements through the fund repay the fund annually based on the savings from the energy efficiency improvements. This activity was discontinued in the fiscal year 2020 budget. HIGHLIGHTS • Iowa City completed the City's first Climate Action and Adaptation Plan, which was adopted in Sept. 2018. This plan was a part of the requirements for the Covenant of Mayors and was uploaded to the CDP platform to be included in global reporting. Recent Accomplishments: • Worked with a consultant and a Council appointed committee to complete Iowa City's first Climate Action and Adaptation Plan • Administered Community Partnerships for Climate Action grant • Purchased Energy Management Software and transferred 10 years of utility data into new system • Collaborated on Electric Vehicle report with City of Columbia and consultant, "Pathways to EV: Preparing cities for the transition to electric vehicles" 01M Upcoming Challenges: • Staff capacity to implement and track progress of the Climate Action and Adaptation Plan due to the increased workload • STAR recertification data collection due November 2019 • Learning how to optimize new energy software to reduce municipal energy use and costs, training new temporary staff to use it • Initiating internal staff team to coordinate internal climate action implementation Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures within Sustainability Services decreased by 20% or $27,024 primarily due to appropriations carried -forward to fiscal year 2019 from previous years for the Climate Action Plan study and local foods initiatives. 01x3 FY2018 FY2019 FY2020 Total FTE's 2.55 2.55 2.55 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Service expenditures within Sustainability Services decreased by 20% or $27,024 primarily due to appropriations carried -forward to fiscal year 2019 from previous years for the Climate Action Plan study and local foods initiatives. 01x3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Greenhouse Gas Mitigation - Achieve greenhouse gas emissions reductions throughout the community. Reduce community -wide greenhouse gas emissions. Monitor community -wide greenhouse gas emissions, which includes emissions used from energy in the following sectors: residential, commercial, industrial, transportation and waste. Greenhouse gas emissions CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total tonnes CO2e 1,297,657 1,331,231 987,735 857,788 974,895 Estimated population* 71,885 73,542 74,220 74,398 75,798 Tonnes CO2e per capita 18.1 18.1 13.3 12.9 12.8 * Annual population estimates from the American Community Survey Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhance Community Engagement and Intergovernmental Relations Increase awareness of sustainability within the community. External outreach within the community focusing on sustainability. External Communications FY 2014 I FY 2015 FY 2016 FY 2017 FY 2018 Number of Subscribers of 0 0 228 691 1,070 Sustainable News e -Subscriptions New Number of Public Outreach Events 10 12 18 33 Measure Community Survey results of the percent rated positively *Community Survey conducted during FY 2013 and FY 2017, some new measures added in FY 2017 041-11! Activitv Summa Activity: Neighborhood & Dvlp Admin (610100) $ 237,305 $ 241,601 $ Fund: General (1000) Division: Neighborhood & Dvlp Admin 241,936 $ Department: Neighborhood and Development Services 1,200 700 800 700 800 2016 2017 2018 2019 2020 2021 4,840 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 14,645 11,073 14,650 11,070 General Revenues Subsidy $ 224,148 $ 314,755 $ 240,138 $ 255,277 $ 247,013 $ 254,657 Charges For Fees And Services $ 237,305 $ 241,601 $ 230,877 $ 254,818 $ 241,936 $ 249,194 Building & Devlpmt 1,200 700 800 700 800 800 Miscellaneous 3,013 3,486 4,840 3,489 4,301 4,387 Code Enforcement 13,740 14,645 11,073 14,650 11,070 11,070 Other Misc Revenue 1,871 2,946 2,343 2,940 2,340 2,340 Printed Materials 13 14 - - - - Other Financial Sources 1.00 1.00 1.00 1.00 1.00 Sale Of Assets 4 4 14 - - - Transfer In -Enterprise Activities 26,270 26,795 27,197 27,877 28,769 29,344 Total Revenues & Transfer In $ 267,246 $ 359,860 $ 281,564 $ 301,444 $ 289,992 $ 298,211 Expenditures Personnel $ 237,305 $ 241,601 $ 230,877 $ 254,818 $ 241,936 $ 249,194 Services 26,928 114,773 45,847 43,137 43,755 44,630 Supplies 3,013 3,486 4,840 3,489 4,301 4,387 Total Expenditures $ 267,246 $ 359,860 $ 281,564 $ 301,444 $ 289,992 $ 298,211 Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.55 0.55 0.55 0.55 0.55 NDS Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.55 1.55 1.55 1.55 1.55 Activity Summary Activity: Sustainability Services Division: Neighborhood & Dvlp (610150) Admin Department: Neighborhood and Fund: General (1000) Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 124,779 $ 126,929 $ 180,402 $ 248,366 $ 228,275 $ 234,038 Intergovernmental Operating Grants - 3,697 - - - - Miscellaneous Other Misc Revenue 11 Total Revenues $ 124,790 $ 130,626 $ 180,402 $ 248,366 $ 228,275 $ 234,038 Expenditures: Personnel $ 89,618 $ 103,996 $ 109,193 $ 112,759 $ 119,692 $ 123,283 Services 35,053 21,670 54,576 134,861 107,837 109,994 Supplies 119 4,961 16,633 746 746 761 Total Expenditures $ 124,790 $ 130,626 $ 180,402 $ 248,366 $ 228,275 $ 234,038 Personnel Services - FTE 2016 2017 2018 2019 2020 Sustainability Coordinator 1.00 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 1.00 Activity Summary Activity: Energy Efficiency Revolving Loan (610150) Fund: Energy Efficiency (1012) Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services Revenues & Transfer In: Miscellaneous Other Misc Revenue Total Revenues & Transfer In Expenditures: Capital Outlay Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 43,441 $ 40,961 $ 40,961 $ 17,067 $ - $ $ 43,441 $ 40,961 $ 40,961 $ 17,067 $ - $ This activity was discontrued in the fiscal year 2020 budget. 1011 A [Ci:1:10] C7: [ZZs] 139 A NV M:K The Neighborhood Services Division is responsible for the administration of various housing services, housing programs and revitalization efforts that focus on sustaining healthy neighborhoods. The Division provides housing inspection services, facilitates communication and outreach services to neighborhood associations and coordinates Iowa City's public art and PIN Grant programs. The City's federal Community Block Grant (CDBG) and HOME programs are also administered through the Neighborhood Services Division. Community Development Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services. This is accomplished by coordinating efforts with local organizations, businesses and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. Economic development activities include: • Neighborhood redevelopment • Microenterprise business development • Working with financial institutions • Hosting annual workshop for early stage entrepreneurs The Housing Rehabilitation program works to help residents maintain and update their homes by providing financial assistance to income eligible homeowners. The availability of affordable, low or no -interest loans provides lower income homeowners the opportunity to make repairs and improve energy efficiency to their homes and ultimately helps to maintain Iowa City's housing stock. Funding is available through the federally - funded CDBG and HOME Investment Partnership programs, and through the General Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund section of this budget. Neighborhood Outreach Neighborhood Outreach provides a conduit between all City departments and the network of neighborhood associations within Iowa City, and facilitates the distribution of funds made available by the City Council for small-scale neighborhood improvements. Neighborhood Outreach supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment and coordination of 33 neighborhood associations, this Division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. 0MA The City Council has made funds available to neighborhood associations through the Program for Improving Neighborhoods (PIN) grant program, with $20,000 available annually. Administration of this program involves making applications available to the neighborhoods, clarifying the administrative rules, assisting with project development, coordinating staff review of the applications as well as execution of contract documents and implementation of projects. Housing Inspection Housing Inspection's mission is to ensure that Iowa City's housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of those persons utilizing these facilities and the general public. The Division strives to achieve these goals and contribute to the overall mission of the City by: • The systematic inspection of all rental properties located in the City, including the inspection of high occupancy units, rooming houses, and multi -family buildings older than 1996, public housing units, fraternities/sororities, and family care units on a one-year cycle. • The inspection of all housing related to the Housing Authority's Housing Choice Voucher Program. • Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The Division has nine staff members charged with inspecting close to 20,000 rental units and responding to nearly 3,000 nuisance complaints on a yearly basis. Housing Inspection works with owners, property managers and tenants to ensure conformance with the Iowa City Housing Code, which establishes minimum health and safety standards necessary to protect and promote the welfare of tenants and the general public as well. Housing Inspection achieves this purpose by inspecting all rental property on a systematic basis. Starting in fiscal year 19 all units with four or more bedrooms, rooming houses, family care units, and multi -family units older than 1996 are inspected on a yearly basis. Complaint inspection may be made upon request. In an effort to promote healthier neighborhoods, staff has shifted to more pro -active inspections in our neighborhoods to address nuisance, parking, trash and litter violations. Human Services Community Development staff coordinates with the United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. The City Council makes annual allocations to the area's human service agencies as part of the Aid to Agencies budget process. 0ii7 HIGHLIGHTS • Subrecipients of City CDBG and HOME funds assisted 34 affordable housing units, including rental acquisition and owner -occupied rehab. • The Aid to Agency funding allocation process was updated to provide stability for agencies that receive funding on a regular basis, as well as a 5% set-aside for organizations that have not received funding in the past. • Housing code changes have been implemented to address over -occupancy due to changes in state law. • To date, 65 homes have been renovated and sold as owner -occupied housing through the UniverCity Neighborhood Partnership Program. • Increased inspections for the university impacted neighborhoods have continued. • Staff partnered with the College of Public Health to plan and attend the Healthy Neighborhoods, Healthy Communities Symposium as part of the Invest Health program. • PIN grants funded 15 projects including police backfill for Wetherby, alley improvements, neighborhood events, and neighborhood newsletters. • The Public Art program committed $25,000 in funds for art projects including six matching fund projects, installation of art at Chadek Green Park and a mural in the Longfellow Pedestrian Tunnel. Recent Accomplishments: • Hosted 3'' annual Building Business Basics workshop for early stage entrepreneurs • Approved $25,000 for microenterprise technical assistance to people wanting to open in-home daycares Staffing: Upcoming Challenges: • Continued uncertainty about federal CDBG and HOME funds. • Training new staff • Staff capacity to successfully administer all existing programs Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. 01*1 FY2018 FY2019 FY2020 Total FTE's 11.78 13.88 13.88 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. 01*1 Financial Highlights: In Community Development, capital outlay expenditures decreased by $768,372 and other financing uses decreased by $1,062,500 because of a reduction in the number of UniverCity homes that will be completed in fiscal year 2020. These decreases were offset by corresponding decreases in other financing sources: sale of assets and loan proceeds. Neighborhood Outreach capital outlay includes $25,000 for public art. rWn1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City's neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: Percent Citizen Complaints/Inquires are Resolved within 14 days Strategic Plan Goal: STAR Objective Department Goal: Department Objective: Performance Measures: FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 87% 84% 86% 82016 85% Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Improve the City's private residential building stock. Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Rental Properties Converted to Single Family Homes (UniverCity) FY 2014 FY 2015 FY 2016 FY 2017 1 FY 2018 8 7 10 3 5 Owner -Occupied Homes Rehabilitated (GRIP) FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 14 8 3 5 4 Housing Exterior Loan Program (HELP) - New Program, FY2017 will start reporting beneficiaries FY 2014 FY 2015 FY 2016 FY 2017 1 FY 2018 NA NA NA 5 2 HELP program ended on 613012018. Will discontinue reporting after FY18. 271 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Department Objective: Maintain an updated active list of neighborhood association contacts so as to sustain communication with neighborhoods. Encourage alternatives to neighborhood newsletters such as email lists, Facebook and NextDoor so that communication can continue within the neighborhood. Performance Measures: *Funding for neighborhood newsletters discontinued in FY2015. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. FY 2014 FY 2015 FY 2016 I FY 2017 FY 2018 Number of neighborhoods with FY 2015 FY2016 FY 2017 FY 2018 New Estimate active leadership and 1 10 19 16 18 19 Measure established community link.* *Funding for neighborhood newsletters discontinued in FY2015. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: PIN Grant Projects funded Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Use Program for Improving Neighborhood (PIN) grants to promote family -friendly neighborhood events, activities or projects. Orta FY 2019 FY 2014 FY 2015 FY2016 FY 2017 FY 2018 Estimate 10 1 10 1 6 1 7 1 14 1 13 Orta Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Department Objective: Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 22 1 8* 1 8 1 10 1 7 1 8 *Elimination of newsletters severely limits the options available for meeting notifications within neighborhoods. Numbers included in FY2015 and FY2016 reflect specific City projects including park and street improvements for which meeting notice mailing funds are still available. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Facilitate productive and effective communication and cooperation between the City and the neighborhood associations. Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Neighborhood Council Meetings 273 FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 11 1 8 1 6 1 9 1 8 1 8 273 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Facilitate productive and effective communication and cooperation between developers proposing land use changes (rezonings, subdivisions, special exceptions, etc.) and residents near the subject property by assisting in the implementation of the Good Neighbor Program. Department Objective: Coordinate communication between developers and residents through meetings and other public input opportunities. Performance Measures: Good Neighborhood Meetings (dependent upon development activity) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Projects (Installation, programs, etc.) FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 11 8 12 14 8 8 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Encourage a Vibrant and Walkable Urban Core Department Goal: To enhance the appearance of the City through the selection and integration of art in the public environment. Department Objective: Utilize Public Art Program funding to encourage the creation of public art within the downtown core as well as the neighborhoods as well as overseeing the review of proposals for public art installations in the City by the Public Art Advisory committee. Performance Measures: Public Art Projects (Installation, programs, etc.) 274 FY 2019 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate 3 3 1 6 1 7 10 10 274 Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhance Community Engagement and Intergovernmental Relations Department Goal: Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Department Objective: Allocate grant and City funds to serve the needs of low -to - moderate income (LMI) residents in the following areas: housing, homelessness, and community development (various services for at -risk and LMI persons). Performance Measures: FY 2014 1 FY 2015 1 FY 2016* 1 FY 2017 1 FY 2018 1711 T �I.Y.S-.Ti i i F 3ci•RiL�IH E 3c�7L.' S Gl E Y� 1t:1OI11 E �ci•E:iL�I�I E 3ci•RiL�I�I E 3c�Y� [�I�l Average Funds perI 19,932 I 22,084 I 29,131 I 27,050 I 25,247 I 23,082 Aaencv * Fewer agencies assisted as changed minimum allocation to $15,000 (previously $5,000) to provide a larger impact to a priority need. 001 Activitv Summa Activity: Community Development (610200) Division: Neighborhood Services $ 190,607 Department: Fund: General (1000) Neighborhood and Development Services $ 2016 2017 2018 2019 2020 2021 35,183 Actual Actual Actual Revised Budget Prosection Revenues & Transfer In: 235,787 Supplies 11,630 2,225 General Revenues Subsidy $ 479,674 $ 261,850 $ 537,972 $ 438,370 $ 333,896 $ 543,257 Use Of Money And Property $ 190,607 $ 125,160 $ 165,802 $ 177,463 $ 157,779 $ Interest Revenues 36,252 35,183 36,385 31,146 35,767 35,767 Miscellaneous 235,787 Supplies 11,630 2,225 70 Contdb&Donations (59,000) (5,000) - - - - Other Misc Revenue 4,147 3,925 50 155,811 25,815 25,815 Other Financial Sources 1,262,500 200,000 200,000 Total Expenditures $ 2,885,404 Loans 588,505 848,663 639,775 861,405 253,700 253,700 Sale Of Assets 1,835,826 647,893 780,000 1,262,500 200,000 Personnel Services - FTE Bond Proceeds - - 17,357 - - - Transfers In -Misc - - 662 - - - Total Revenues & Transfer In $ 2,885,404 $ 1,792,513 $ 2,012,201 $ 2,749,232 $ 849,178 $ 858,539 Expenditures Personnel $ 190,607 $ 125,160 $ 165,802 $ 177,463 $ 157,779 $ 162,512 Services 256,050 298,551 262,933 278,730 231,164 235,787 Supplies 11,630 2,225 70 2,167 235 240 Capital Outlay 584,617 778,578 915,396 1,028,372 260,000 260,000 Other Financial Uses 1,842,500 588,000 668,000 1,262,500 200,000 200,000 Total Expenditures $ 2,885,404 $ 1,792,513 $ 2,012,201 $ 2,749,232 $ 849,178 $ 858,539 Personnel Services - FTE 2016 2017 2018 2019 2020 Associate Planner 0.35 1.00 1.00 1.00 1.00 Building Inspector 0.60 1.00 1.00 1.00 1.00 Code Enforcement Specialist 0.50 1.00 1.00 1.00 1.00 Program Asst - Comm Devel 0.10 0.63 0.63 0.63 0.63 Total Personnel 1.55 3.63 3.63 3.63 3.63 Capital Outlay 2019 2020 House Acquisitions for UniverCity $ 787,500 $ 200,000 Rehab Costs of UniverCity Houses 240,872 60,000 Total Capital Outlay $ 1,028,372 $ 260,000 OW Activitv Summa Activity: Neighborhood Outreach Division: Neighborhood Services (6107101610720) Department: Neighborhood and Fund: General (1000) Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 176,318 $ 210,044 $ 154,109 $ 310.020 $ 297,242 $ 305,138 Use Of Money And Property Rents 6,877 15,593 - - - - Miscellaneous Contnb&Donations - - 350 - - - Misc Merchandise 85 (241) - - - - OtherMisc Revenue - - (19) - 100 - Printed Materials 204 132 233 130 230 230 Other Financial Sources Sale Of Assets 44 Total Revenues $ 183,484 $ 225,529 $ 154,672 $ 310,150 $ 297,572 $ 305,368 Expenditures: Personnel $ 151,135 $ 186,474 $ 114,336 $ 235,173 $ 234,469 $ 241,503 Services 21,404 29,196 32,561 34,821 34,391 35,079 Supplies 1,280 2,358 3,320 2,356 3,712 3,786 Capital Outlay 9,665 7,500 4,500 37,800 25,000 25,000 Total Expenditures $ 183,484 $ 225,529 $ 154,716 $ 310,150 $ 297,572 $ 305,368 Personnel Services - FTE 2016 2017 2018 2019 2020 Neighborhood Services Coordinator 0.30 0.70 0.70 0.70 0.70 Associate Planner 0.75 1.00 1.00 1.00 1.00 Administrative Secretary 0.25 0.25 0.25 0.25 Total Personnel 1.05 1.95 1.95 1.95 1.95 Capital Outlay Public Art Total Capital Outlay 2019 2020 $ 37,800 $ 25,000 $ 37,800 $ 25,000 Activity Summary Activity: Housing Inspections (6107301610740) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Licenses And Permits Const Per & Ins Fees Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ - $ - $ - $ 61,674 $ - $ 574,753 791,138 626,678 810,000 920,000 920,000 - - - 14,000 - 2,571 1,911 5,353 3,000 5,350 5,350 90 $ 577,414 $ 793,049 $ 632,032 $ 888.674 $ 925,350 3 925,350 $ 507,909 $ 557,678 $ 536,986 $ 793,732 $ 810,135 $ 834,440 40,455 51,361 66,620 83,415 77,895 79,453 2,898 665 4,309 11,527 9,802 9,998 $ 551,262 $ 609,704 $ 607,916 $ 888,674 $ 897,832 $ 923,890 Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 3.00 3.40 3.40 5.50 4.50 Housing Assistant 0.75 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.50 0.50 0.50 0.50 1.50 Neighborhood Services Coordinator 0.30 0.30 0.30 0.30 0.30 Sr Housing Inspector 1.00 1.00 1.00 1.00 1.00 Total Personnel 5.55 6.20 6.20 8.30 8.30 OW -3 Activity Summary Activity: Human Services (610820) Fund: General (1000) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Associate Planner Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 296,319 $ 301,371 $ 292,501 $ 300,000 $ 280,000 8 285.600 $ 296,319 $ 301,371 $ 292,501 $ 300,000 $ 280,000 8 285.600 $ 3,301 $ - $ - $ - $ - 8 - 293,018 301,371 292,501 300,000 280,000 285.600 $ 296,319 $ 301,371 $ 292,501 $ 300,000 $ 280,000 $ 285.600 2016 2017 2018 2019 2020 0.15 0.15 /IM I] WVA1107Uk41A►III �IAUVAIs] :y The Development Services Division is responsible for facilitating the development process from Comprehensive Planning to Annexation, Zoning and Subdivision, Site Plan, Building Permit, Building Inspections, and Final Certificate of Occupancy. The Division is also responsible for zoning -code - related nuisance inspections and enforcement; local administration of state and federal regulations such as floodplain management regulations; historic preservation programs, administration of the Sign Code, minor modification applications, temporary use permits, and other local permits; research, recommendations, and developing code amendments to address City Council and/or City Manager's Office directives such as the Affordable Housing Action Plan, the STAR program, and the Equity Toolkit. The Division also interacts regularly with other local organizations such as the Iowa City Downtown District, the Iowa City Homebuilders Association, the Iowa City Area Association of Realtors, and Friends of Historic Preservation. Building Inspection The Building Inspections Services staff is responsible for facilitating the Site Plan review process, Building Permit review, Building Inspections and Final Certificates of Occupancy. Building Inspection Services is also responsible for enforcement of codes and ordinances regulating the protection of the public health, safety and general welfare as it relates to the built environment and maintenance of existing structures. Review and issuance of all permits for new construction, additions, alterations, repairs and signs is a key function. Building Inspections Services enforces the following construction codes: • 2015 International Building / Residential Code (adopted with local amendments) • 2015 International Mechanical Code (current state adopted code) • 2015 Uniform Plumbing Code (current state adopted code) • 2015 International Fire Code (adopted with local amendments) • 2017 National Electrical Code (current state adopted code) • 2012 International Energy Conservation Code (current state adopted code) • Accessibility Code (current federal and state adopted code; local amendments for visitability / adaptability) In addition to the above codes, the Building Inspection Services Office enforces the Zoning, Sign, Nuisance, Noise, Site Plan design regulations, Floodplain Management and Construction Site Runoff Ordinances, and provides key staff support for the Design Review Committee. Building Inspections Services provides staffing for the Board of Appeals. The Board of Appeals hears and decides appeals of orders, decisions or determinations made by City staff relative to the application and interpretation of the Iowa City Building, Electrical, Mechanical, Plumbing, Fire and Housing Codes. Urban Planning The Urban Planning staff promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administers zoning, subdivision and historic preservation regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city's existing residential, commercial, and employment areas while promoting new development opportunities that create long-term value for the community. The 01:L1 Division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The Division provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning. Staffing includes preparation of agendas and information packets, notification letters, attendance at all meetings, minutes, and preparation of ordinances, resolutions and historic preservation certificates related to proposed construction. • The Planning and Zoning Commission is charged with holding public discussions and providing recommendations to City Council on development -related applications including Comprehensive Plan updates, annexations and requests for rezonings, subdivisions and code amendments. • The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code. • The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. The primary duty of the Historic Preservation Commission is to review proposed building projects in historic and conservation districts. Urban Planning staff work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback from various departments, and writes reports, including recommendations to boards and commissions. A growing duty of Development Services staff is reviewing design review applications for areas requiring design review such as the Riverfront Crossings District. :1[CIO 1PLC] 0kK Recent Accomplishments: The previous year was the busiest year on record for the Building Inspections Division in terms of permit value with a total value of more than $388 million invested in construction activity, over double the previous 10 -year average. Calendar year 2017 saw the Division exceed 2,000 permits for the tenth year in a row with a total construction value of $216 million. The current 10 -year average valuation is $165 million. Continued development interest included building code, site and design review for several projects: • The Rise, a 15 -story mixed use project with residential, hotel, and commercial uses • 316 Madison Street - a seven story residential building across the street from the University Wellness Center • 1301 and 1201 S. Gilbert Street - a mixed-use building (former site of Pleasant Valley Nursery) and residential development • Hieronymus Square - hotel, residential and commercial at the corner of Clinton and Burlington Street • The Chauncey - a 15 -story mixed-use building on S. Gilbert and College Street • Augusta Place - residential development adjacent to City Hall on Iowa Avenue • 602-628 S. Dubuque Street - residential development 0131 Other accomplishments include: • Adoption of an Affordable Housing Policy in the Comprehensive Plan • Completion of the Downtown Historic Property Survey and Study • Development of a Transfer of Development Right Ordinance for historic preservation • Minor code changes to the Riverfront Crossing District for art fees -in -lieu and retail storefront requirements Division staff continues to provide a high level of customer service for complicated projects being developed, through the planning, site, building code review and building inspections process. Upcoming Challenges: The principal challenge is staff time. Significant staff time is involved in research and code development for initiatives such as the Affordable Housing Action Plan, neighborhood stabilization efforts, increasing use of the Form Based Code, etc. Addressing these initiatives while maintaining levels of service for the primary duties of development project review, staff reports, inspections, and addressing citizen comments and complaints, can be challenging. Upcoming special projects include: • The second phase of Form Based Code development focusing on the South District neighborhood • Conversion of the City's existing permit database and development services procedures to a new building permit and plan review software system • Completing the steps identified in Strategy 9 of the Affordable Housing Action Plan related to multi -family design standards, planned unit developments, mix of bedroom counts, and building types by right • Adoption, training, and education related to the adoption of the 2018 Building Code • Consideration of historic districts and/or landmarks in the Downtown District • Potential relocation of the Sanxay-Gilmore house at 109 Market Street Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. FY2018 FY2019 FY2020 Total FTE's 11.30 11.30 11.30 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In the Building Inspection Services, the service expenditures are budgeted to decrease by $42,016 or 22.2% in fiscal year 2020 due to a decrease in financial services and charges and software expenditures. In Urban Planning activity for fiscal year 2020 service expenditures budget includes $330,000 for consulting related to the relocation of the Sanxay-Gilmore house. 01:x3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Fiancia/Foundation Department Goal: Efficiently process construction permits to encourage economic development. Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Performance Measures: Total Value of Construction (in millions) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Participate in public meetings, both formal and informal, to communicate proposals, solicit input, and respond to questions about the approval process. Performance Measures: Planning & Zoning Commission FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Annexations 1 3 2 1 0 1 Rezonings 29 19 29 14 20 26 Preliminary Plats 7 11 9 6 6 11 Final Plats 0 0 14 18 2 0 Code Amendments 11 11 3 4 9 5 Comprehensive Plan Amendments 6 2 2 4 3 3 Right-of-way Vacations 2 0 4 7 2 2 County Zoning Items 1 2 1 3 1 2 4:::::1-- 6 6 0 Total 58 49 65 58 48 48 0i:E! Public Meetings Staffed FY 2013T FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Development Activity Metrics New New 20 21 20 22 Acres Annexed New New 19.8 18.6 0.0 7.9 Board of Adjustment Measure Measure 8 8 12 8 Acres Zoned Residential New New 125.5 119 13.7 171.0 Historic Preservation Measure Measure 11 12 12 14 Acres Zoned Commercial New New 85.9 7.98 1.00 0.70 Comp. Plan -related Measure Measure 13 5 9 3 Acres Zoned Mixed -Use / RF New New Crossings Measure Measure 35.1 2.48 25.21 5.08 Acres Zoned Commercial / Office New New 85.9 0.98 0.00 0.00 Other public meetings Measure Measure 12 14 6 4 Residential Lots Final Platted / New New Created Measure Measure 150 335 23 67 Commercial Lots Final Platted / New New Created Measure Measure 19 12 0 1 Public Meetings Staffed FY 2013T FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Planning and Zoning New New 20 21 20 22 Additional Landmarks Measure Measure 1 1 1 6 Board of Adjustment New New 8 8 12 8 Measure Measure 0 0 0 0 Historic Preservation New New 11 12 12 14 Properties rehabed, restored, or Measure Measure New Comp. Plan -related New New 13 5 9 3 Measure Measure Good Neighbor New New 9 10 17 14 Measure Measure Other public meetings New New 12 14 6 4 Measure Measure Historic Preservation Commission FY 2013 1 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Project Reviews 93 108 83 86 90 102 Additional Landmarks 1 2 1 1 1 6 Additional properties in 39 265 0 0 0 0 historic/conservation districts Properties rehabed, restored, or New New New converted through adaptive reuse Measure Measure Measure 24 25 30 01.11 Activity Summary Activity: Building Inspection (610610) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: Licenses And Permits General Use Permits Food & Liq Licenses Professional License Misc Permits & Lic Const Per & Ins Fees Use Of Money And Property Interest Revenues Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Other Financial Sources Loans Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector Plans Examiner Development Reg Specialist Housing Inspector Asst Development Services Coordinator Code Enforcement Specialist Sr Building Inspector Total Personnel Capital Outlay Electronic Plan Review Table Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection $ 8,868 $ 12,248 $ 9,773 $ 8,870 $ 9,770 $ 9,770 270 210 280 210 280 280 2,505 2,385 2,680 2,390 2,680 2,680 3,145 3,600 2,905 2,390 2,910 2,910 1,470,135 1,723,926 1,192,088 911,500 894,560 894,560 5 534,760 611,026 435,563 318,900 318,840 318,840 280 280 2,193 - - - - - 68,482 $ 2,090,363 $ 2,353,395 $ 1,643,569 $ 1,244,260 $ 1,229,320 $ 1,229,040 $ 706,441 $ 732,113 $ 735,343 $ 788,590 $ 796,784 $ 820,688 150,639 211,894 135,529 188,885 146,869 149,806 25,340 6,118 5,694 11,881 8,167 8,330 60,000 86,800 14,080 $ 942,420 $ 1,036,926 $ 876,565 $ 1,003,436 $ 951,820 $ 978,825 2016 2017 2018 2019 2020 4.00 4.00 4.00 3.00 3.00 - - - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.30 0.30 0.30 0.30 0.30 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 1.00 1.00 1.00 1.00 1.00 7.30 7.30 7.30 7.30 7.30 01.11 2019 2020 $ 14,080 $ $ 14,080 $ Activity Summary Activity: Urban Planning (610620) Fund: General (1000) Division: Development Services Department: Neighborhood and Development Services Revenues: General Revenues Subsidy Intergovernmental Fed Intergovnt Rev Charges For Fees And Services Building & Devlpmt Miscellaneous Contrib & Donations Other Misc Revenue Printed Materials Total Revenues Expenditures: Personnel Services Supplies Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection $ 425,039 $ 598,302 $ 491,148 $ 956,029 $ 852,484 $ 874,633 8,026 31,795 24,940 28,650 24,950 28,650 28,650 - - 5,000 - - - 48 80 - 80 of of o $ 456,943 $ 623,403 $ 532,832 $ 981,059 $ 881,134 $ 903,283 $ 428,853 $ 453,649 $ 435,793 $ 490,840 $ 452,626 $ 466,205 26,584 167,760 95,518 487,693 423,347 431,814 1,506 1,994 1,521 2,526 5,161 5,264 $ 456,943 $ 623,403 $ 532,832 $ 981,059 $ 881,134 $ 903,283 Personnel Services - FTE 2016 2017 2018 2019 2020 Associate Planner 1.50 1.50 1.50 1.50 1.50 Development Services Coordinator 0.50 0.50 0.50 0.50 0.50 Historic Preservation Planner - - 0.50 0.50 0.50 Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50 Senior Planner 1.00 1.00 1.00 1.00 1.00 Total Personnel 3.50 3.50 4.00 4.00 4.00 111--151 I21111:1411970] Cl rkIMI I] A, I1►16.11 017eN I1[Q hi The Public Works Department is comprised of seven Divisions which operate from various locations throughout the city. These Divisions include: Administration, Engineering, Streets, Equipment, Resource Management, Wastewater, and Water. Engineering provides direction to the Stormwater program. The Administration Division personnel include the Public Works Director and a Program Assistant. The Division provides oversight and support for the department's operating divisions. HIGHLIGHTS • Development of plans for the Public Works Facility Phase I Project. • Completion of the Gateway Project. The second largest Capital Improvements Project undertaken by the City of Iowa City. Recent Accomplishments: • Construction underway on Phase I of the Public Works Facility • Adoption of SUDAS Construction Specifications • Development and implementation of the Small Cellular Antenna permit process Staffing: Upcoming Challenges: • Continue to develop management staff • Adoption of the SUDAS Design Manual • Develop a Right -of -Way Management Ordinance • Assist in procurement of an asset management software package Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2020 budget. Financial Highlights: The Services expenditures for fiscal year 2020 include interest expense related to the interfund loan for the new Public Works Facility. 01:R3 FY2018 FY2019 FY2020 Total FTE's 2.00 2.00 2.00 Staffing Level Change Summary: There are no staffing level changes included in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes included in the fiscal year 2020 budget. Financial Highlights: The Services expenditures for fiscal year 2020 include interest expense related to the interfund loan for the new Public Works Facility. 01:R3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Department Objective: Issue permits and provide site inspections for sidewalk and street cafes. Performance Measures: Permits Issued CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Sidewalk Cafes 25 30 36 37 39 Street Cafes* 1 2 2 2 2 * started in 2013 Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction of building projects. Department Objective: Issue permits for use of public right-of-way that facilitate development while protecting the public interest, health and safety. Performance Measures: IUse of ROW 1 15 1 5 1 10 1 11 1 10 1 Strategic Plan Goal: Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, & Foster Healthy Neighborhoods throughout the City Department Goal: Effectively regulate the use of public right-of-way necessary to facilitate construction and operation of fiber optic/telecommunications projects. Department Objective: Issue license agreements for use of public right-of-way fiber optic/telecommunications projects while protecting the public interest, health and safety. Performance Measures: CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 License Agreements Issued 0 0 2 1 0 01:1*: Activity Summary Activity: Public Works Administration (710100) Fund: General (1000) Division: Public Works Administration Department: Public Works 114I6 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Prosection Revenues: General Revenues Subsidy $ 290,141 $ 314,187 $ 327,773 $ 397,513 $ 394,830 $ 406,549 Miscellaneous Other Misc Revenue 592 564 775 560 600 Total Revenues $ 290,733 $ 314,751 $ 328,547 $ 398,073 $ 395A30 $ 406,549 Expenditures: Personnel $ 279,571 $ 294,221 $ 304,325 $ 313,074 $ 321,018 $ 330,649 Services 10,968 20,496 23,030 84,799 74,092 75,574 Supplies 194 34 1,192 200 320 326 Total Expenditures $ 290,733 $ 314,751 $ 328,547 $ 398,073 $ 395A30 $ 406,549 Personnel Services - FTE 2016 2017 2018 2019 2020 Program Asst - Pub Works 1.00 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 2.00 114I6 Aki101►1AAall 1►[CINA:,y/Is] *? The Engineering Division exists to provide the technical expertise for the design and construction management of the public infrastructure to enhance the quality of life of our citizens. The Division also manages the public right-of-way to maintain the health, safety, and welfare of our community, and operates the storm water utility. The Engineering Division performs work in connection with all municipal public works improvements including bridges, roads, water mains, sanitary sewers, and storm water 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. Division staff also aid other departments in the design and construction of public improvement projects. Engineering Division functions include: • Right of Way Management • Capital Improvement Plan (CIP) Project Design • CIP Project Construction Administration and Inspection • Subdivision and Site Plan Review and Inspection • Special Projects Administration and Inspection • Mapping of Streets and Public Utilities • Design and Construction Administration Assistance for Public Improvement Projects HIGHLIGHTS Recent Accomplishments: • Nearing completion of construction on the Iowa City Gateway Project • Completed the reconstruction of Hebl Avenue • Began construction of the Mormon Trek 4 -1 -ane to 3 -1 -ane Conversion Project • Began construction of the Burlington and Clinton Intersection Improvements Project • Began construction of the Hwy 6 (Riverside Drive) Overlay Project, including the Myrtle Avenue Intersection Improvements • Began construction of the Hwy 1/Burlington Street/Governor Street overlay project • Began construction of the Ped Mall Reconstruction Project • Completed design of the new Public Works Site • Adopted the Statewide Urban Design and Specifications (SUDAS) Specifications Upcoming Challenges: • Complete construction of the Iowa City Gateway and Ped Mall Reconstruction projects rRy • Complete construction of ongoing 4 -Lane to 3 -Lane conversion projects on Mormon Trek Boulevard and Clinton Street • Complete design and construction of the Burlington and Madison Intersection Improvements Project, including a 4 -Lane to 3 -Lane conversion on Madison Street • Complete construction of ongoing overlay projects, including the Myrtle Avenue Intersection Improvements • Complete design and construction of the Riverside Drive Pedestrian Tunnel project • Complete design and construction of the Idyllwild Drainage Diversion Project • Complete design and construction of the Hwy 1 Trail Project • Complete design and construction of the Prentiss St. and Second Ave. bridge projects • Complete design and construction of the McCollister Boulevard Extension Project • Complete construction of the new Public Works Site • Complete design and construction of the American Legion Road Improvements Project • Complete design and construction of the Landfill Water Main Extension Project and the Melrose Avenue/IWV Road improvements Project, a joint project with Johnson County • Complete design and construction of the First Avenue/Scott Boulevard Intersection Improvements Project • Adopt SUDAS Design Standards • Development of a Right -of -Way Management Ordinance • Development of Electronic/Online Permitting and Bidding Processes Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures increased by 36.9% for fiscal year 2020 due to the inclusion of $70,000 for consulting services for studies on the City's street conditions and also on a Dodge Street Right of Way landscaping plan. 04% FY2018 FY2019 FY2020 Total FTE's 16.00 16.00 16.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures increased by 36.9% for fiscal year 2020 due to the inclusion of $70,000 for consulting services for studies on the City's street conditions and also on a Dodge Street Right of Way landscaping plan. 04% GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City Department Goal: Continue the investment and reinvestment in infrastructure. Department Objective: Provide plan review and inspection of infrastructure which will become City assets. Performance Measures: Accepted Public Improvements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 # of Pro ects Accepted 24 16 26 29 28 # of Subdivision Accepted 14 13 8 8 7 Streets miles 3.03 2.20 1.49 2.67 1.54 Water Main miles 3.00 2.07 2.43 2.01 1.70 Sanitary Sewer miles 2.86 2.24 1.12 2.57 1.54 Storm Sewer miles 3.00 2.37 2.61 3.20 1.38 Fire Hydrants 55 30 32 56 26 Trails/Sidewalks miles 1.54 1.36 1.86 2.27 0.58 Lift Station 0 1 0 0 0 Traffic Signals 1 0 2 0 0 Pedestrian Bride 1 0 0 1 0 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Provide oversight of private construction on City Right-of-ways. Provide plan review and inspection to ensure safety of our citizens and conformance to City standards when work is performed in the City Right-of-ways. rRx3 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Excavation Permits Issued 348 398 350 374 304 Sidewalk Hazards 556 728 584 145 366 Identified Addresses Sidewalk Hazards 1,583 2,442 1,309 359 819 Identified # of Squares rRx3 Activity Summary Activity: Engineering Services (710200) Division: Engineering Services 2016 2017 2018 2019 2020 Fund: General (1000) Department: Public Works 1.00 2016 - 2017 2018 2019 1.00 2020 2021 1.00 Actual Civil Engineer Actual Actual Revised 2.00 Budget Projection Revenues: 2.00 2.00 2.00 2.00 Special Projects Administrator - 2.00 2.00 General Revenues Subsidy $ 629,932 $ 719,832 $ 852,558 $ 1,222,510 $ 1,336,962 $ 1,390,496 Other CityTaxes 1.00 1.00 1.00 1.00 Sr Engineer 2.00 3.00 3.00 Utility Franchise Tax 65,568 Sr Engineering Tech 70,608 73,212 70,610 1.00 73,210 73,210 Licenses And Permits 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 Const Per &Ins Fees 57,736 Total Personnel 62,960 31,772 56,150 16.00 28,030 28,030 Charges For Fees And Services 2019 2020 Truck $ Building & Devlpmt 11,999 Other Operating Equipment 12,570 12,614 12,570 13,000 12,610 12,610 Miscellaneous $ 36,000 $ - Other Misc Revenue 14,803 10,737 8,312 10,740 3,790 3,790 Printed Materials 195 181 272 180 260 260 Intra -City Charges 271,734 565,967 602,300 783,350 815,880 828,118 Other Financial Sources Sale Of Assets 319 32 Total Revenues $ 1,051,967 $ 1,443,174 $ 1,581,073 $ 2,156,110 $ 2,270,742 $ 2,336,514 Expenditures: Personnel $ 923,046 $ 1,280,322 $ 1,428,168 $ 1,954,550 $ 2,035,716 $ 2,096,787 Services 125,568 121,075 137,754 157,131 215,187 219,491 Supplies 3,353 11,463 15,151 8,429 19,839 20,236 Capital Outlay 30,314 36,000 Total Expenditures $ 1,051,967 $ 1,443,174 $ 1,581,073 $ 2,156,110 $ 2,270,742 $ 2,336,514 Personnel Services - FTE 2016 2017 2018 2019 2020 Architectural SN/Energy Coord 1.00 - - - - City Engineer 1.00 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 2.00 Construction Inspector 11 2.00 2.00 2.00 2.00 2.00 Special Projects Administrator - 2.00 2.00 2.00 2.00 Special Projects Inspector - 2.00 2.00 2.00 2.00 SrConstruction Inspector 1.00 1.00 1.00 1.00 1.00 Sr Engineer 2.00 3.00 3.00 3.00 3.00 Sr Engineering Tech 1.00 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 1.00 1.00 Total Personnel 12.00 16.00 16.00 16.00 16.00 Capital Outlay 2019 2020 Truck $ 23,000 $ - Other Operating Equipment 13,000 Total Capital Outlay $ 36,000 $ - 114111 III01TAkiN *Q:4MIIs] 1&1A:IT/IN*VA ILyi11►16IINAIIs] ►1 The Transportation Services Administration Division is located in the General Fund and is responsible for oversight and support of the Department's two operating divisions. This includes the City's Parking and Public Transit Divisions, both of which are self-supporting enterprise funds. The Division's budget is organized into two activities: Administration and Central Business District (CBD) Maintenance. Administration Administration personnel include the Transportation Services Director, Associate Director and a Maintenance Worker II - CBD Central Business District (CBD) Maintenance CBD staff provides daily grounds maintenance in the Downtown, Northside Marketplace, City Plaza (Pedestrian Mall), City Hall and Chauncey Swan Park. CBD provides cleanup, ambassador duties and assistance for 120+ events a year. • Assist in preparations for special events held in the Central Business District areas (Farmer's Market, Summer of the Arts, TCDD, Northside Market) • Daily sweeping and waste removal from receptacles in Downtown, Northside Marketplace and 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. • 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. HIGHLIGHTS • Ped Mall reconstruction project Phase 1 completed including new seating, new brick walkways, fountain, and reconstructed planters. • Assisted with several successful TCDD daily and special events. Recent Accomplishments: • Adapted ICgovXpress for reporting and racking of refuse issues in downtown alleys and improve communication between business owners, downtown district, and downtown single -waste stream hauler • Supported efforts to create more pedestrian friendly alleys • Successfully supported an increasing number of downtown programs and events, including RAGBRAI 0Pb7 Upcoming Challenges: • Deterioration of not -yet -reconstructed brick surfaces in Pedestrian Mall • Snow removal and maintenance of downtown alleys • Pedestrian Mall reconstruction project Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In the Central Business District Maintenance activity, services expenditures decreased by 4.9% or $9,756 primarily due to a decrease in other building repairs and maintenance services. ORN FY2018 FY2019 FY2020 Total FTE's 3.00 3.00 3.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In the Central Business District Maintenance activity, services expenditures decreased by 4.9% or $9,756 primarily due to a decrease in other building repairs and maintenance services. ORN Activitv Summa Activity: Transportation Services Admin Division: Transportation Services Admin (810100) Department: Fund: General (1000) Transportation Services 2016 2017 2018 2019 2020 2021 2019 Actual Actual Actual Revised Budget Projection Revenues: Actual Revised Budget Projection Revenues: Property Taxes $ 8,294 $ 3,138,492 $ 3,252,022 $ 3,436,028 $ 3,575,574 $ 3,647,085 Other City Taxes General Revenues Subsidy $ 13,008 $ 246,834 $ 255,807 Gas/Electric Excise Tax - 41,617 39,802 39,708 39,708 40,502 Mobile Home Tax 190 3,734 3,559 3,730 3,560 3,560 Intergovernmental - 10,432 7,320 Property Tax Credits 7,320 89,007 88,140 98,667 89,063 89,063 Total Revenues $ 8,484 $ 3,272,850 $ 3,383,523 $ 3,578,133 $ 3,707,905 $ 3,780,211 Expenditures: 279 Personnel $ - $ 359,288 $ 221,204 $ 301,531 $ 337,172 $ 347,287 Services $ 3,110 3,592 3,244 3,312 3,378 Total Expenditures $ - $ 362,398 $ 224,796 $ 304,775 $ 340,484 $ 350,665 Personnel Services - FTE 2016 2017 2018 2019 2020 78,888 Transportabon/Res Mgmt Director - 1.00 1.00 - - - Transportabon Services Director - - - 1.00 1.00 192,821 Assoc Dir -Transportation Services - 1.00 1.00 1.00 1.00 Assoc Dir -Resource Management 3,876 3,954 1.00 10,808 Total Personnel - 2.00 3.00 2.00 2.00 Total Expenditures Activitv Summa Activity: CBD Maintenance Operations (810200) Division: Transportation Services Admin Department: Fund: General (1000) Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projection Revenues: General Revenues Subsidy $ 13,008 $ 246,834 $ 255,807 $ 282,356 $ 269,274 $ 275,643 Licenses And Permits General Use Permits - 10,432 7,320 10,430 7,320 7,320 Other Financial Sources Sale OF Assets 279 Total Revenues $ 13,008 $ 257,266 $ 263,407 $ 292,786 $ 276,594 $ 282,963 Expenditures: Personnel $ - $ 75,418 $ 78,888 $ 79,728 $ 83,678 $ 86,189 Services - 179,372 163,992 198,796 189,040 192,821 Supplies 2,200 2,476 16,676 4,262 3,876 3,954 Capital Outlay 10,808 3,850 10,000 Total Expenditures $ 13,008 $ 257,266 $ 263,407 $ 292,786 $ 276,594 $ 282,963 Personnel Services - FTE 2016 2017 2018 2019 2020 M. W. II - CBD 1.00 1.00 1.00 1.00 Total Personnel - 1.00 1.00 1.00 1.00 Capital Outlay Contracted Improvements Total Capital Outlay rIRm 2019 2020 $ 10,000 $ $ 10,000 $ OF&TOTAns V wIllow UNESCO, ITY OF LITERATURE 041.3 SPECIAL REVENUE FUNDS F Y 2 0 2 0 Community Development Block Grant H.O.M.E. Grant Road Use Tax Other Shared Revenue Metropolitan Planning Organization of Johnson County (MPO) Employee Benefits Affordable Housing Peninsula Apartments Tax Increment Financing (TIF) Districts Self -Supporting Municipal Improvement District (SSMID) - Downtown COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City's allocation may change from year to year. Fund Balance: The CDBG fund has a budgeted ending fund balance of $332,155 in fiscal year 2020 versus an estimated ending fund balance of $284,065 in fiscal year 2019. This is an increase of 16.9%. The increase is related to the repayment of CDBG loans. Revenues: 90% of revenue comes from Federal grants, with most of the remainder from loan repayments. Federal grant revenue has decreased from $1,083,413 in fiscal year 2019 to an estimated $658,186 in fiscal year 2020, a decrease of 39.2%. This is primarily due to a carry -forward of prior year grant funding into fiscal year 2019. Expenditures: Fiscal year 2020 expenditures represent a 24.5% decline from fiscal year 2019. This reduction is primarily due a carryover of appropriations from prior years in fiscal year 2019. My, CDBG (2100) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 144,414 $ 448,893 $ (90,569) $ (25,935) $ 284,065 S 332,155 Revenues Use Of Money And Property Interest Revenues Intergovernmental Federal Intergovernmental Revenue Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: CDBG & CDBG Rehab Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 3,002 $ 1,839 $ 14,161 $ 293,535 954,233 555,597 970 1,217 1,185 2,551 $ 14,145 $ 14,145 1,083,413 658,186 658,186 1,220 (33,820) (33,820) 691,873 63,692 87,235 131,229 95,000 95,000 $ 989,380 $ 1,020,981 $ 658,178 $ 1,218,413 $ 733,511 $ 733,511 $ 659,901 $ 1,390,132 $ 592,163 $ 908,413 $ 685,421 $ 700,277 659,901 1,390,132 592,163 908,413 685,421 700,277 LJ,VVV 1/V,JIV I,JOV 25,000 170,310 1,380 - - - $ 684,901 $ 1,560,443 $ 593,544 $ 908,413 $ 685,421 $ 700,277 $ 448,893 $ (90,569) $ (25,935) $ 284,065 $ 332,155 $ 365,389 $ 448,893 $ (90,569) $ (25,935) $ 284,065 $ 332,155 $ 365,389 45% -9% -4% 23% 45% 50% q1% CDBG Operations The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate income. As part of Neighborhood Services, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner -occupied homes, operate service agencies, and encourage micro -enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995 to assess Iowa City's community development needs for housing, jobs and services for low- and moderate -income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City's Consolidated Plan for Housing, Jobs, and Services for Low -Income Residents. HIGHLIGHTS • In fiscal year 2018, CDBG funds leveraged approximately $423,000 in private and public funds. • Assisted 2,562 low-income residents with support services and operational funding to local non -profits. Recent Accomplishments: • Provided assistance totaling $97,700 to three non-profit public service providers. These agencies assist with low income youth, persons facing homelessness, victims of domestic abuse, and those in crisis • Assisted 19 homes through rehabilitation for affordable home ownership • Provided funds for technical assistance for residents interested in establishing new in- home daycare businesses • CDBG funds assisted with the remodel and expansion of the Johnson County Crisis Center Food Bank 0061 Upcoming Challenges: • Continue to provide housing, jobs and services to low -moderate income residents despite unstable CDBG funding • Provide the same level of service while training new employees Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The service expenditures decreased by $216,068 or 27.6% in fiscal year 2020 primarily due to the carry -forward of appropriations for external loans from fiscal year 2018 to fiscal year 2019. 01111 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote a Strong and Resilient Local Economy & Foster Healthy Neighborhoods throughout the City STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Department Goal: Create/enhance suitable living environments, provide decent housing, and create economic development opportunities. Department Objective: Allocate grant and City funds to serve the needs of low -to -moderate income residents in the following areas: housing, homelessness, and community and economic development. Performance Measures: Wil 0 FY 2019 CDBG Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate Funds Spent $1,044,269 $530,033 $590,712 $1,456,115 $556,490 $1,051,637 Local, State & Other Funds $1,123,407 $446,798 $1,137,947 $498,979 $288,500 $725,461 Leveraged Housing Units Assisted 37 14 22 26 25 94 Public Facilities Assisted 8 1 1 3 3 6 Persons Receiving Services 3,874 1,663 2,618 1,080 2,497 1,520 Businesses Assisted in Creating Low -Moderate 1 0 1 0 16 2 Income Jobs Businesses Assisted with Fagade Improvements in a 1 1 3 1 1 0 URA Wil 0 Activity Summary Activity: Community Development Block Grant (610300) Fund: CDBG (2100) Division: Neighborhood Services Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Protection Revenues: $ 134,005 $ 171,546 $ 153,629 $ 124,166 $ 114,805 $ 118,249 Use Of Money And Property 524,907 1,218,305 435,811 783,297 567,229 578,574 Interest Revenues $ 3,002 $ 1,839 $ 14,161 $ 2,551 $ 14,145 $ 14,145 Intergovernmental $ 659,901 $ 1,390,132 $ 592,163 $ 908,413 $ 685,421 $ 700,277 Federal Intergovernmental Revenue 293,535 954,233 555,597 1,083,413 658,186 658,186 Miscellaneous 0.25 - - - - - Other Misc Revenue 970 1,217 1,185 1,220 (33,820) (33,820) Other Financial Sources 0.25 - - - - - Loans 691,873 63,692 87,235 131,229 95,000 95,000 Total Revenues $ 989,380 $ 1,020,981 $ 658,178 $ 1,218,413 $ 733,511 $ 733,511 Expenditures Personnel $ 134,005 $ 171,546 $ 153,629 $ 124,166 $ 114,805 $ 118,249 Services 524,907 1,218,305 435,811 783,297 567,229 578,574 Supplies 990 282 2,723 950 3,387 3,455 Total Expenditures $ 659,901 $ 1,390,132 $ 592,163 $ 908,413 $ 685,421 $ 700,277 Personnel Services - FTE 2016 2017 2018 2019 2020 2021 Administrative Secretary 0.25 - - - - - Associate Planner 0.45 - - - - - Neighborhood Services Coord 0.25 - - - - - Code Enforcement Specialist 0.50 - - - - - Building Inspector 0.40 - - - - - Program Asst- Comm Development 0.53 - - - - Total Personnel 2.38 - - - - - 01i HOME GRANT FUND The HOME Grant Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development (HUD). HOME grant funds are given directly to states and local governments for the exclusive use of affordable housing activities. Iowa City is an entitlement city (over 50,000 in population), and receives an annual allocation from HUD based on a formula that looks at information such as poverty rates, age of housing stock, etc. Congress approves the program budgets annually so the City's allocation may change from year to year. Budgeted fund balance at the end of fiscal year 2020 is $273,619 which is an 86% increase from the fiscal year 2019 revised estimate. This is due to the budgeted repayment and reallocation of prior of HOME loans. 78.4% of the HOME Grant Fund's revenue is from federal grants with remainder coming from loan repayments and loan interest. Budgeted federal HOME grant funding is lower in fiscal year 2020 by $272,660 or 26.9% from fiscal year 2019 due to a large carry- forward of federal funds in fiscal year 2019 from prior years. Fiscal year 2020 expenditures represent a 43% decrease from the fiscal year 2019 estimate. This decrease is primarily due to a large carry -forward of expenditures in fiscal year 2019 from prior years. aim HOME Grant (2110) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 132,858 $ - $ 113,005 $ 191,819 $ 147,069 $ 273,619 Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Other Financial Sources Loans Total Revenues Expenditures: HOME Program Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In $ 20,308 $ 18,396 $ 19,453 $ 15,320 $ 16,500 $ 16,500 495,058 155,922 481,960 904,062 580,222 580,222 99,592 130,769 165,513 93,000 117,000 117,000 $ 614,958 $ 305,087 $ 666,926 $ 1,012,382 $ 739,722 $ 713,722 $ 747,816 $ 192,082 $ 558,825 $ 1,024,382 $ 583,882 $ 596,218 747,816 192,082 558,825 1,024,382 583,882 596,218 - 29,287 32,750 29,290 29,290 - 29,287 32,750 29,290 29,290 $ 747,816 $ 192,082 $ 588,112 $ 1,057,132 $ 613,172 $ 625,508 $ - $ 113,005 $ 191,819 $ 147,069 $ 273,619 $ 361,833 $ - $ 113,005 $ 191,819 $ 147,069 $ 273,619 $ 361,833 0% 37% 29% 15% 37% 51% 011.3 HOME Program Operations The mission of the HOME Investment Partnership program is to provide safe, decent, affordable housing. HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through: • Acquisition of land and buildings • Rehabilitation of existing housing • Tenant -based rental assistance • New construction of owner -occupied and rental housing HIGHLIGHTS • Invested $583,156 in HOME eligible housing projects in fiscal year 2018. • In fiscal year 2018, the HOME program leveraged approximately $373,220 in private and public funds and assisted 50 affordable rental and owner -occupied units. Fiscal year 2019 projects are identified in the Fiscal Year 2019 Annual Action Plan at www.icqov.org/actionplan. The HOME allocation process, including the public input process, can be found in the City's Citizen Participation Plan (www.icgov.org/actionplan). Recent Accomplishments: • Acquired 3 new units for affordable rental housing in Riverfront Crossings — Sabin Townhomes • Acquired a SRO property for persons with disabilities (3 households assisted) • Completed TBRA for over 41 households under Shelter House's Rapid Rehousing program • Completed 3 comprehensive owner - occupied housing projects 011*1 Upcoming Challenges: • The federal budget is getting approved later in the fiscal year, increasing difficulty to plan and appropriate correct funds • Staff capacity to administer and monitor all housing units during the compliance periods Figure 1. Sabin Townhomes — The Housing Fellowship purchased three townhomes for affordable rental housing. Staffing Level Change Summary: There are no staff level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fiscal year 2020 HOME grant funding is $323,840 or 33.2% lower than the fiscal year 2019 revised budget due to the carry -forward of HOME funds in fiscal year 2019 from prior years. «n: GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Create/enhance suitable living environments and provide decent, affordable housing opportunities. Allocate grant and City funds to provide safe, decent, affordable housing for low -moderate income residents. 311 FY 2019 HOME Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Estimate Funds Spent $672,063 $402,704 $724,351 $188,836 $579,910 $1,252,083 Local, State & Other Funds Leveraged $1,425,994 $467,002 $547,202 $661,796 $322,877 $2,544,735 Housing Units Assisted 12 41 22 5 46 56 311 Activity Summary Activity: HOME (610400) Fund: HOME Grant (2110) Division: Neighborhood Services Department: Neighborhood and Development Services Revenues: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loans Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Associate Planner Neighborhood Services Coord Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Project $ 20,308 $ 18,396 $ 19,453 $ 15,320 $ 16,500 $ 16,500 495,058 155,922 481,960 904,062 580,222 580,222 26,000 99,592 130,769 165,513 93,000 117,000 117,000 $ 614,958 $ 305,087 $ 666,926 $ 1,012,382 $ 739,722 $ 713,722 $ 57,468 $ 69,915 $ 43,187 $ 48,023 $ 65,798 $ 67,772 690,037 122,167 515,491 976,039 517,617 527,969 311 - 147 320 467 476 $ 747,816 $ 192,082 $ 558,825 $ 1,024,382 $ 583,882 $ 596,218 2016 2017 2018 2019 2020 2021 0.30 0.15 0.45 ON I:Z97M 1XIM M EWA 111► I I] The Road Use Tax Fund (RUTF) accounts for revenue sharing from state taxes related to transportation (road use taxes). The City's use of road use taxes is restricted to street and storm sewer maintenance, repair, and construction including engineering, street lights, traffic signs and signals, snow removal, street cleaning, right-of-way maintenance, etc. Fund Balance: Road Use Tax Fund fund balance on June 30, 2018 was $3,893,383, a decrease of 31.9% over the fiscal year 2017 year-end balance. This decrease was due an increase in the transfers out to the Capital Projects Fund and a decrease in Road Use Tax revenues. The fiscal year 2019 projected fund balance is an 8.6% decrease compared to fiscal year 2018 primarily due to an increase in capital outlay expenditures from $357,429 to $530,250. The fiscal year 2020 projected fund balance is a 25.4% decrease compared to fiscal year 2019 as revenue estimates decreased based on fiscal year 2018 actuals, the Capital Projects Fund transfers increased $178,000, and service expenditures increased. (1) FY19 and FY20 figures are estimates. The Road Use Tax Fund borrowed $1 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. The following is a summary of that loan: Principal Total Final Outstanding as I Payment FY20 I FY20 2019 Public Works Facility Loan 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 313 Fund Balance (1) $7,000,000 $6,000000 $5,000,000 $4 000 000 $3,000000 $2,000000 $1,000000 $0 FY2016 FY2017 FY2018 FY2019 FY2020 •Unassigned $5,767,142 $5,714241 $3893,383 $3559,413 $2654.024 (1) FY19 and FY20 figures are estimates. The Road Use Tax Fund borrowed $1 million from the Landfill Cell Replacement Reserve during fiscal year 2019 to help construct portions of the new Public Works Facility. The following is a summary of that loan: Principal Total Final Outstanding as I Payment FY20 I FY20 2019 Public Works Facility Loan 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 313 Revenues: Road use taxes include gasoline taxes, weight taxes, and license fees collected through the State and deposited into the Iowa Road Use Tax Fund. Road use taxes are allocated to cities on a per capita basis based on the U.S. Census Bureau figures, which are updated every ten years. Under the current distribution formula, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm -to -market county roads, and 20 percent for city streets. In March 2015, a $.10 per gallon fuel excise tax increase was passed by the State. In 2008, an additional source of state revenue was established through legislation creating a separate "TIME -21 " funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. In fiscal year 2020, Road Use Tax Fund revenues are projected to be over $8.4 million, which is a slight decrease over the fiscal year 2019 estimated revenue. Road Use Tax Fund revenues have increased by 1.2% since fiscal year 2016. Road Use Tax shared revenue represents 99% of the revenue in the Road Use Tax Fund. Revenue Trends 2016 Actual 2017 Actual 2019 Actual 2019 Revised 2020 Budget 2021 Projected ■Intergovernmental ■Chargesfor Services ■Miscellaneous ■ Other Financial Sources Expenditures: Fiscal year 2020 budgeted expenditures, excluding transfers out, are higher than fiscal year 2019 expenditures by 1.6%. This increase is primarily due to an increase in capital outlay with the purchase of several new pieces of equipment in fiscal year 2019, and an increase in service expenditures in fiscal year 2019. 314 Long-term Projections: Fwd'. Road Use.T. Fund $11 $10.5 $10 E a $9.5 $9— $0.5 Expenditure Trends 2016 Actual 2017 Actual 2018 Actual 2019 Redsed 2020 Budget 2021 Projected ■Personnel ■Seroces ■Supplies ■Capital Outlay Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected + TotalExpenses .-Total Revenue Future revenues for the Road Use Tax fund are projected to remain relatively flat, with the exception of fiscal year 2022. The Road Use Tax revenues are projected to increase by approximately 10% in fiscal year 2022 following the 2020 Census as the City's population has grown substantially since the last census. Future expenditures are projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, transfers out for Capital Projects is projected to increase by $100,000 each year through fiscal year 2024 to cover the annual asphalt overlay project. For all years, expenditures are higher than revenues, part of which was done intentionally to bring down a large fund balance. However, the fund will not be able to sustain running at a structural deficit for all years going forward, and the City will need to re-evaluate funding sources and expenditures. ON Fund Balance, July 1 Revenues: Intergovernmental Disaster Assistance Other State Grants Road Use Tax Charges For Fees And Services Building & Devlpmt Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Road Use Tax (2200) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 5,564,216 $ 5,767,142 $ 5,714,241 $ 3,893,383 $ 3,559,413 $ 2,654,024 $ 3,745 $ - $ 1,388 $ 6,230 - - 8,320,117 8,672,279 8,426,502 43,223 66,843 18,090 38,116 64,025 93,917 25 46 8,672,280 8,426,500 8,426,500 40,000 21,000 21,000 32,530 66,860 66,860 8,411,456 8,803,148 8,539,943 8,744,810 8,514,360 8,514,360 Transfers In: Transfers In -Govt Activities 396,132 330,662 427,642 451,546 464,474 478,408 Sub -Total Transfers In 396,132 330,662 427,642 451,546 464,474 478,408 Total Revenues & Transfers In $ 8,807,588 $ 9,133,810 $ 8,967,585 $ 9,196,356 $ 8,978,834 $ 8,992,768 Expenditures: Road Use Tax Administration $ 82,569 $ 83,368 $ 83,241 $ 83,537 $ 112,806 $ 115,062 Sidewalk Inspection 73,770 78,498 32,139 119,659 96,449 97,256 Traffic Engineering 1,457,429 1,150,896 1,288,805 1,466,289 1,372,762 1,279,470 Streets System Maintenance 3,823,114 3,949,667 4,655,238 4,763,500 4,952,305 4,910,338 Sub -Total Expenditures 5,436,882 5,262,429 6,059,424 6,432,985 6,534,321 6,402,126 Transfers Out: Capital Projects Fund 2,909,188 3,650,949 4,448,639 2,769,000 2,947,000 2,747,000 Interfund Loan Repayment to Landfill - - - - 37,058 38,182 Misc Transfers Out 258,593 273,332 280,379 328,341 365,844 395,842 Sub -Total Transfers Out 3,167,781 3,924,281 4,729,018 3,097,341 3,349,902 3,181,024 Total Expenditures & Transfers Out $ 8,604,663 $ 9,186,710 $ 10,788,442 $ 9,530,326 $ 9,884,223 $ 9,583,150 Fund Balance, June 30 $ 5,767,142 $ 5,714,241 $ 3,893,383 $ 3,559,413 $ 2,654,024 $ 2,063,642 Restricted / Committed /Assigned Unassigned Balance $ 5,767,142 $ 5,714,241 $ 3,893,383 $ 3,559,413 $ 2,654,024 $ 2,063,642 % of Revenues & Transfers In 65% 63% 43% 39% 30% 23% 0111 6.11all AAM91aA01TAIIs] ►61 The mission of the Streets Division is to provide a high quality driving surface on city streets and bridges during all seasons of the year, and to maintain and optimize traffic control to accommodate efficient and safe traffic movement. The Division's budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets Division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets Division's portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of these ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage; traffic and pedestrian signs; traffic, bicycle, and pedestrian street painting; street lighting and poles. Streets System Maintenance Street crews provide maintenance and repair of the City's concrete, asphalt, and brick streets; provide maintenance and repair to culverts, catch basins, and other City right of way property; street sweeping, leaf vacuuming, and snow plowing. HIGHLIGHTS • The Streets Division assists with traffic control, electrical repairs, lighting repairs, hanging banners and hanging decorations for special events and holidays. • All traffic signals are maintained and repaired. On-call staff responds to traffic signal malfunctions and complaints. • The Streets Division replaces many broken concrete street panels and repairs many damaged storm sewer structures throughout the City each year. • Response time to the majority of potholes reported during regular business hours is no more than two hours. • The Streets Division paints all pavements markings each construction season and refreshes the lane markings on major streets in the fall. • The Streets Division repairs all damaged street signage and installs new signage. ON • The Streets Division clears debris and tree growth from bridges and box culverts throughout the City. • The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets. • The Streets Division clears snow and ice from approximately 480 lane miles of City streets. The Division also removes snow from the downtown area and coordinates the hauling of the snow to a designated dump site. • The entire street network is swept at least four times per season including additional passes of bicycle lanes. • Streets in the downtown area are swept every Thursday evening into Friday morning during spring, summer, and fall seasons. City alleys in the downtown area are swept every Monday morning during spring, summer, and fall seasons. The Kinnick Stadium area is swept after home football games. Recent Accomplishments: • Patched approximately 2,850 potholes and replaced 165 street panels in fiscal year 2018 • Leaf program picked up 560 loads totaling 1,400 tons in fiscal year 2018 • Replaced 1,207 street signs in fiscal year 2018 to comply with Federal retro - reflectivity requirements • Sprayed all pavement markings including a second fall application on major streets • Completed five street sweeping passes of the entire street network • Assisted with traffic control for several special events including; RAGBRAI, Summer of the Arts and the Iowa Homecoming Parade • Assisted other Divisions and Departments with tasks such as; sign installations, water main breaks, and traffic control setup, and concrete projects «1a Upcoming Challenges: • Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance on City streets • This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs • Automation of the leaf collection program • Completing existing work assignments such as pavement repairs, leaf collection, and snow plowing with current revenue and resource levels • Upgrading the Streets Division campus • Brine making on Public Works site • Covered bunkers to store sand/salt • Converting unsupported Autoscope intersections • PTZ cameras at all signalized intersections Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Road Use Tax Administration services expenditures increased by 35% due to interest expense related to the new interfund loan for the new Public Works Facility. Traffic Engineering saw a decrease in capital outlay for fiscal year 2020 of 52.1 % due to the carryforward of prior year appropriations for the painting of traffic signal poles into the fiscal year 2019 revised budget. Streets System Maintenance capital outlay included $80,000 for a hotbox, $80,000 for two new swap loader trucks and $25,000 for a track skid -loader with a planer. Services expenditures also increased by 6.5% primarily due to equipment related chargebacks for repairs and maintenance, replacement, and rentals. OR FY2017 FY2018 FY2019 Total FTE's 30.00 32.00 32.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Road Use Tax Administration services expenditures increased by 35% due to interest expense related to the new interfund loan for the new Public Works Facility. Traffic Engineering saw a decrease in capital outlay for fiscal year 2020 of 52.1 % due to the carryforward of prior year appropriations for the painting of traffic signal poles into the fiscal year 2019 revised budget. Streets System Maintenance capital outlay included $80,000 for a hotbox, $80,000 for two new swap loader trucks and $25,000 for a track skid -loader with a planer. Services expenditures also increased by 6.5% primarily due to equipment related chargebacks for repairs and maintenance, replacement, and rentals. OR GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Community Engagement and Intergovernmental Relations Department Goal: Meet Retro -reflectivity Standards. Department Objective: Continue sign replacements. Performance Measures: Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Enhanced Community Engagement and Intergovernmental Relations Department Goal: Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses. Department Objective: Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program. Performance Measures: Dump Truck Loads of Sweeping Debris Packer Truck Loads of Sweeping Debris Leaf Vacuum Pickup Season WZ1 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Input Measures: Materials Used Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy Provide Street Maintenance & Repairs. Efficiently Maintain & Repair Public Streets. yf'I�ZR■■�f'I�ZC!■�f'I�Z67■�f'I�S6■■yf'Z�S�I■yf'Z�SF:3 Workload Measures FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Potholes Patched 3,300 3,400 2,800 3,100 2,900 2,850 Street Panels — Removal/Replacement 200 1 110 1 122 1 134 1 140 1 165 Community Survey results of the percent rated positively M. !.X'Y��M0IG�IIIIIIIIIIIIIIIIII101I/:�M0Flk I M0IG� 'Community Survey conducted during FY 2013 and FY 2017 321 Activity Summary Activity: Road Use Tax Administration (710310) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Expenditures: Services $ 82,569 $ 83,368 $ 83,241 $ 83,537 $ 112,806 $ 115,062 Total Expenditures $ 82,569 $ 83,368 $ 83,241 $ 83,537 $ 112,806 $ 115,062 Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk Oversizing Sidewalk And R.O.W. Repairs Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 43,223 $ 66,843 $ 18,090 $ 40,000 $ 21,000 $ 21,000 $ 43,223 $ 66,843 $ 18,090 $ 40,000 $ 21,000 $ 21,000 $ 13,064 $ 2016 2017 2018 2019 2020 2021 2,717 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 200 200 204 56,986 68,376 22,517 Intergovernmental 65,000 65,000 $ 73,770 $ 78,498 $ 32,139 $ 119,659 $ Road Use Tax $ 8,320,117 $ 8,672,279 $ 8,426,502 $ 8,672,280 $ 8,426,500 $ 8,426,500 Transfers In -Govt Activities 396,132 330,662 427,642 451,546 464,474 478,408 Total Revenues & Transfers In $ 8,716,249 $ 9,002,941 $ 8,854,144 $ 9,123,826 $ 8,890,974 $ 8,904,908 Expenditures: Services $ 82,569 $ 83,368 $ 83,241 $ 83,537 $ 112,806 $ 115,062 Total Expenditures $ 82,569 $ 83,368 $ 83,241 $ 83,537 $ 112,806 $ 115,062 Activity Summary Activity: Sidewalk Inspection (710220) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Revenues: Charges For Fees And Services Building & Devlpmt Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Capital Outlay Sidewalk Oversizing Sidewalk And R.O.W. Repairs Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 43,223 $ 66,843 $ 18,090 $ 40,000 $ 21,000 $ 21,000 $ 43,223 $ 66,843 $ 18,090 $ 40,000 $ 21,000 $ 21,000 $ 13,064 $ 7,324 $ 6,358 $ 16,334 $ 17,804 $ 18,338 3,664 2,717 3,210 18,125 13,445 13,714 56 82 55 200 200 204 56,986 68,376 22,517 85,000 65,000 65,000 $ 73,770 $ 78,498 $ 32,139 $ 119,659 $ 96,449 $ 97,256 W% 2019 2020 $ 20,000 $ - 65,000 65,000 $ 85,000 $ 65,000 Activity Summary Activity: Traffic Engineering (710320) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works Revenues: Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Streets Superintendent Electrician - Traffic Eng Electronics Tech/Traffic Eng Sr Clerk/Typist - Streets Streets Superintendent Total Personnel Capital Outlay Paint Traffic Signal Poles Paint Light Poles Trailer Traffic Signal Equipment Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Project $ 12,824 $ 27,943 $ 48,200 $ 12,530 $ 23,370 $ 23,370 $ 12,824 $ 27,943 $ 48,200 $ 12,530 $ 23,370 $ 23,370 $ 622,406 $ 545,737 $ 470,377 $ 341,177 $ 519,344 $ 534,924 563,165 479,970 555,089 505,193 516,636 526,968 156,777 98,998 190,336 208,500 139,782 142,578 115,082 26,191 73,004 411,420 197,000 75,000 $ 1,457,429 $ 1,150,896 $ 1,288,805 $ 1,466,289 $ 1,372,762 $ 1,279,470 2016 2017 2018 2019 2020 0.50 0.50 - - - 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 0.25 0.50 - - - 0.15 0.50 - - 3.90 4.50 3.00 3.00 3.00 323 2019 2020 $ 250,000 $ 90,000 20,000 20,000 - 5,000 141,420 82,000 $ 411,420 $ 197,000 Activity Summary Activity: Streets System Maintenance (710330) Fund: Road Use Tax (2200) Division: Streets Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intergovernmental Disaster Assistance Other State Grants Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Asst Streets Superintendent M.W. II - Signs M.W. I - Streets M.W. 11 - Streets M.W. I I I - Streets M.W. III - Lead Sweeper Operator Sr Clerk/Typist - Streets Sr M.W. - Streets Streets Superintendent Total Personnel Capital Outlay Hotbox Swap Loader Trucks Track Skid -loader & Planer Roller Snow Plow Blade Copier Flatbed Truck Equipment GPS Tracking Hardware Total Capital Outlay $ 3,745 $ 6,230 25,292 36,082 $ 1,388 $ - $ - $ - 45,716 1.00 20,000 6.00 43,490 8.00 43,490 $ 35,292 $ 36,082 $ 47,150 $ 20,000 $ 43,490 $ 43,490 $ 2,025,268 $ 2,189,743 $ 2,488,765 $ 2,763,968 $ 2,644,716 $ 2,724,057 1,207,208 1,232,357 1,416,824 1,397,179 1,488,277 1,518,042 561,442 458,732 487,741 568,523 596,312 608,238 29,195 68,835 261,908 33,830 223,000 60,000 $ 3,823,114 $ 3,949,667 $ 4,655,238 $ 4,763,500 $ 4,952,305 $ 4,910,338 2016 2017 2018 2019 2020 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 8.00 8.00 8.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 1.00 1.00 1.00 1.00 1.00 0.25 0.50 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 0.50 0.50 1.00 1.00 1.00 25.25 25.50 29.00 29.00 29.00 2019 2020 $ - $ 80,000 80,000 25,000 16,000 16,000 - 6,000 24,330 - 324 $ 33,830 $ 223,000 OTHER SHARED REVENUE FUND This fund accounts for federal, state, local, and private grants, including Hazard Mitigation Grant Project (HMGP) Buyout, Supplemental Community Development Block Grants (CDBG), and Invest Health. Individual programs may 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, and a variety of other purposes to improve living and housing in Iowa City. The City's role in many of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents. Currently active grants: • Invest Health: This is an initiative that brings together diverse leaders from mid-sized U.S. cities across the nation to develop new strategies for increasing and leveraging private and public investments to accelerate improvements in neighborhoods facing the biggest barriers to better health. The City received $60,000 in fiscal year 2016 and has been spending down proceeds slowly in the past three fiscal years. • Hazard Mitigation Grant Project (HMGP) Buyout: The City received a flood mitigation buyout grant to purchase and remove three homes in the flood plain in fiscal year 2017. The federal grant share is $1,153,761, the State of Iowa's share is $146,871, and the City's share will be $224,042. The City's share may be in kind or in cash and is shown as a transfer -in from the General Fund. The total project is $1,524,674. The City has received prior HMGP grants as well. No grant or project activity is budgeted for fiscal year 2020. W21 Fund Balance, July 1 Revenues: Intergovernmental Fed Intergovnt Rev Operating Grants Disaster Assistance Other State Grants Miscellaneous Contrib & Donations Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Capital Outlay Sub -Total Expenditures Transfers Out: Misc Transfers Out Sub -Total Transfers Out Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues & Transfers In Other Shared Revenue (2300) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ (109) $ 152,415 $ 82,485 $ 3,968 $ 3,968 $ 3,968 $ 370,151 $ 470,272 $ 201,484 $ 20,000 44,085 - - - 49,353 62,703 26,865 - - (59,394) - - - - - - 41,740 48,260 - 380,110 577,060 270,089 48,260 - 218,879 5,163 (15,185) 218,879 5,163 (15,185) - - - $ 598,989 $ 582,223 $ 254,904 $ 48,260 $ - $ - $ 9,178 $ 5,010 $ 1,409 $ - $ - $ (23,713) 158,196 124,107 48,260 - - 1,946 4,905 - - 461,000 487,000 203,000 - 446,465 652,152 333,421 48,260 - $ 446,465 $ 652,152 $ 333,421 $ 48,260 $ - $ $ 152,415 $ 82,485 $ 3,968 $ 3,968 $ 3,968 $ 3,968 $ 152,415 $ 82,485 $ 3,968 $ 3,968 $ 35968 $ 3,968 25% 14% 2% 8% 100% 400% WIN METROPOLITAN PLANNING ORGANIZATION (MPOJC) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPOJC) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPOJC is derived from multiple sources including the City's General Fund and the Road Use Tax Fund. Contributions are also received from the MPOJC's other government members in Johnson County and from State of Iowa grants. Fund balance in the MPO fund has decreased steadily since fiscal year 2016 from $302,423 to $253,223 in fiscal year 2020. The fund balance as a percentage of revenues and transfers in has decreased from 53% in fiscal year 2016 to 34% in fiscal year 2020. This has been an intentional decrease to help bring the fund balance down and was done through a temporary reduction in member contributions in fiscal years 2017 and 2018. In fiscal years 2019 and 2020, member contributions were increased, however, the fund balance is still projected to decrease by 3.4% from fiscal year 2018 to $253,223. Revenues and transfers -in for fiscal year 2020 are expected to be higher by 5.7% due to increased member contributions of 9.4%. Transfers in are budgeted to increase by 5.6% in fiscal year 2020. Expenditures are also higher in fiscal year 2020 by 4.4%. WIN Metro Planning Organization of Johnson County (2350) Fund Summary 3Y118 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 292,006 $ 302,423 $ 256,738 $ 262,063 $ 253,223 $ 253,223 Revenues: Use Of Money And Property Interest Revenues $ 1,670 $ 1,162 $ 2,887 $ 1,160 $ 2,890 $ 2,890 Intergovernmental Fed Intergovnt Rev - - - 230,000 230,000 230,000 Local 28E Agreements 102,514 100,719 110,774 134,588 147,186 161,905 Other State Grants 190,000 190,000 200,000 - - - Miscellaneous Other Misc Revenue 4,487 4,085 6,794 - 6,790 6,790 Other Financial Sources Sale Of Assets - - 4 - - - Sub -Total Revenues 298,671 295,966 320,459 365,748 386,866 401,585 Transfers In: Transfer -In from General Fund and RUT 270,235 268,255 276,205 333,966 352,530 387,783 Sub -Total Transfers In 270,235 268,255 276,205 333,966 352,530 387,783 Total Revenues & Transfers In $ 568,906 $ 564,221 $ 596,664 $ 699,714 $ 739,396 $ 789,368 Expenditures: Metro Planning Org of Johnson County $ 558,489 $ 609,907 $ 591,338 $ 708,554 $ 739,396 $ 760,123 Total Expenditures $ 558,489 $ 609,907 $ 591,338 $ 708,554 $ 739,396 $ 760,123 Fund Balance, June 30 $ 302,423 $ 256,738 $ 262,063 $ 253,223 $ 253,223 $ 282,468 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 302,423 $ 256,738 $ 262,063 $ 253,223 $ 253,223 $ 282,468 % of Revenues and Transfers In 53% 46% 44% 36% 34% 36% 3Y118 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state and federal requirements necessary and beneficial to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation -related grants; and serve as a body for regional policy and project - related discussions. Metropolitan Planning Organization (MPO) designations are made by the Governor of the State of Iowa. The MPO of Johnson County serves the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights and the University of Iowa. The MPO coordinates planning efforts for all of Johnson County in: transportation planning, data collection and analysis, and assistance to small communities. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Hills, Lone Tree, Oxford, Shueyville, Solon, and Swisher. The MPO fulfills federal requirements involving the transportation planning process in order to maintain eligibility for grant programs through the Federal Transit Administration (FTA) and Federal Highway Administration (FHWA). The "3-C transportation planning process consists of a comprehensive, coordinated and continuing planning effort for all modes of transportation. Projects include short and long-range transportation plans, corridor studies, intersection analyses, survey reports, and review of development projects. The MPO also prepares state and federal grant applications and fulfills the associated administration and regulation compliance. In past years, the MPO has also facilitated discussion on regional issues including a fire protection mutual aid agreement, joint animal control facilities, a Joint Emergency Communications Center, and affordable housing issues. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. :1[CIO 1PLC] 0kK Recent Accomplishments: • Completion of a successful Quadrennial MPO Planning Review conducted by the Federal Transit Administration, Federal Highway Administration, and Iowa Department of Transportation • Completion of the fiscal year 2018 Transportation Planning Work Program & adoption of the fiscal year 2019 Work Program WI&I • Completion of the MPO Fiscal Year 2019-2022 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration • Completion of Transit Capital Equipment Replacement Plan & Program of Projects • Completion of the MPOJC Long Range Transportation Plan — required every 5 years Upcoming Challenges: • Completion of the year-end National Transit Database Annual Reports for Iowa City and Coralville Transit and University of Iowa Cambus system • Completion of the MPO Fiscal Year 2020-2023 Transportation Improvement Program and acceptance by the Iowa DOT, Federal Transit Administration, and Federal Highway Administration • Completion of the fiscal year 2019 Transportation Planning Work Program & adoption of the fiscal year 2020 Work Program • Adoption of Federal Functional Classification changes for urbanized area roadways Staffing: Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 76.4% in due to software purchases and the purchase of new office furniture. Transfers In from other funds are budgeted to increase by $18,564 or 5.6%. 09111 FY2018 FY2019 FY2020 Total FTE's 4.70 5.20 5.20 Staffing Level Change Summary: There are no staffing changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The fiscal year 2020 supplies expenditures increased by 76.4% in due to software purchases and the purchase of new office furniture. Transfers In from other funds are budgeted to increase by $18,564 or 5.6%. 09111 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations Department Goal: To improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Department Objective: Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. Performance Measures: Federal and State Requirements: Following are formal documents required to be completed and approved by the Federal Highway Administration, Federal Transit Administration and/or Iowa Department of Transportation. MPO staff provide planning, programming, and administrative efforts to complete these documents to ensure that Iowa City remains eligible to receive federal transportation funding, including transit capital and operation funds, streets and trails infrastructure funds, and discretionary grant funds. 331 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Long Range Transportation Plan (required every 5yrs.) ✓ Transportation Planning Work Program ✓ ✓ ✓ ✓ ✓ Passenger Transportation Plan ✓ ✓ ✓ ✓ ✓ Transportation Improvement Program ✓ ✓ ✓ ✓ ✓ 331 Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve Iowa City's Capital Improvements Program priorities. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $1,400,381 $1,439,334 $1,494,411 $1,622,763 $1,487,897 Federal Transit Federal Transit Federal Transit Federal Transit Federal Transit Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa Grant for Iowa City Transit* City Transit* City Transit* City Transit* City Transit* $500,000 Traffic $2,240,660 $820,000 STBG- $1,315,860 17 Safety Grant for MPO/STP funds HPB funds for STBG funds for 1 Burlington St forAmerican Prentiss St Benton Street 766 Median Legion Road Bridge Rehabilitation Reconstruction Replacement $200,000 Traffic $930,000 $135,000 CMAQ $1,368,140 Safety Grant for MPO/STP funds funds for bike STBG funds for Burlington for IWV Road share program - American Legion StRiverfronrt Improvements bike stations Road Reconstruction $50 $500,000 MPO/TAPfunds for Hwy 1 Trail Cr construction $50,000 Iowa $500,000 Traffic DNR Grant for Safety Grant for Iowa River Dam Mormon Trek 4 - Safety 3lane $500,000 Traffic Safety Grant for 1st Ave 4-3 lane conversion $283,027 RISE Grant - Northgate Dr. extension *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting Vehicle Collisions: Includes all reported vehicle collisions where property damage exceeded $1,000 or where an injury occurred. Department objective is to have zero fatalities. Transportation Safety (Vehicle Collisions CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Property Damage Only 994 1,011 574 1,044 1,095 Possible Injuries (Unknown) 147 149 213 231 244 Minor Injuries 150 111 99 119 102 Major Injuries 14 16 14 13 17 Fatalities 2 1 3 1 3 Totals 1,307 1,288 766 1,408 1 1,461 09% Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, Encourage a Vibrant and Walkable Urban Core, Maintain a Solid Financial Foundation, & Enhanced Community Engagement and Intergovernmental Relations STAR Objective: Transportation Choices - Promote diverse transportation modes, including walking, bicycling, and transit, that are safe, low-cost, and reduce vehicle miles traveled. Department Goal: To improve residents' lives in the community by improving transportation safety, and increasing the percentage of commuters walking, biking, or using public transit. Department Objective: Provide transportation (private vehicle, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, and coordination with other local governments including the University of Iowa, Iowa Department of Transportation, Federal Transit Administration and the Federal Highway Administration. Performance Measures: Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the Transportation Planning Division. Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2013 1 CY 2014 CY 2015 CY 2016 1 CY 2017 Total Vehicle Miles Traveled 0 3 2 1 Possible Injuries Unknown 4,309 4,385 4,443 4,393 4,760 Per Capita 40 24 37 21 24 Metric tonnes of Vehicle CO2e 3 2 4 3 4 Fatalities 2.48 2.51 2.54 2.51 2.09 Per Capita 64 37 73 35 53 Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department objective is to have zero fatalities. Transportation Safety (Bicycle & Pedestrian Collisions CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Property Damage 0 l0 0 3 2 1 Possible Injuries Unknown 20 11 28 9 23 Minor Injuries 40 24 37 21 24 Major Injuries 3 2 4 3 4 Fatalities 1 0 1 0 1 Totals 64 37 73 35 53 333 0 Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of travel to work. Department objective is to increase the mode split for walking, biking, or use of public transit. Travel to Work % CY 2000* CY 2009** CY 2012** CY 2015** Drove alone 65.3 63.1 63.6 57.0 2 or more person carpool 13.7 14.3 12.6 8.9 Transit 6.0 6.9 7.3 9.9 Bike 1.7 2.2 2.6 3.7 Walked 11.1 10.7 10.4 16.0 Taxi, Motorcycle and other means 0.4 0.8 1.5 1.2 Worked at Home 1.7 2.0 2.1 3.5 *Includes CTPP data from 2000. ** Includes 3 -year American Community Survey data. 334 Activity Summary Activity: Metro Planning Org of Jo Co (610810) Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co Department: Neighborhood and Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Projected Revenues & Transfers In: Use Of Money And Property Interest Revenues Intergovernmental Fed Intergovnt Revenue Local 28E Agreements Other State Grants Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Transfer -In from General Fund and RUT Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Administrative Secretary Associate Planner Sr. Associate Planner MPO Director Total Personnel $ 1,670 $ 1,162 $ 2,887 $ 1,160 $ 2,890 $ 2,890 - - - 230,000 230,000 230,000 102,514 100,719 110,774 134,588 147,186 161,905 190,000 190,000 200,000 - - - 4,487 4,085 6,794 - 6,790 6,790 4 270,235 268,255 276,205 333,966 352,530 387.783 $ 568,906 $ 564,221 $ 596,664 $ 699,714 $ 739,396 S 789.368 $ 445,868 $ 477,613 $ 461,062 $ 573,745 $ 593,909 S 611.726 104,954 112,449 120,118 125,144 128,437 131.006 7,666 19,844 10,159 9,665 17,050 17.391 $ 558,489 $ 609,907 $ 591,338 $ 708,554 $ 739,396 S 760.123 2016 2017 2018 2019 2020 0.20 0.20 0.20 0.20 0.20 3.50 2.50 2.50 3.00 3.00 - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.70 4.70 4.70 5.20 5.20 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 worker's 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 howthey are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.16(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on-the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be between 25% and 35% of total fund revenues. The fund's cash balances versus revenues since fiscal year 2016 are as follows: 2016 2017 2018 2019 2020 Actual Actual Actual Revised Budget Reeenues $ 10,516,768 $ 11,145,984 $ 11,668,231 $ 12,908,880 $ 12,985,416 Fund Balance $ 1,670,848 $ 2,520,948 $ 2,847,078 $ 3,528,299 $ 3,832,509 Percentage 15.89% 22.62% 24.40% 27.33% 29.51% The Employee Benefits property tax levy for fiscal year 2019 was $3.34415 per $1,000 of valuation. For fiscal year 2020, this levy decreases by $.10 to $3.24415 per $1,000 of valuation. 0911 Lona -term Projections: —6encfiis Fund $13 $14.5 $14 $13.5 $13 $12.5 Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +Total Expenses �TotalRevenue Employee Benefits revenue is heavily dependent upon Property Taxes. For the Employee Benefits portion of Property Taxes, taxable valuation was estimated to increase by 3% in fiscal year 2021, 2.68% in 2022, 2.7% in 2023, 2.28% in 2024, and 3.29% in fiscal year 2025. Taxable Valuations are expected to increase more in odd numbered years, which align with re -valuation years. Expenditures were projected to increase at the same level, as the large proportion of expenditures for the Employee Benefits Fund is the Transfers Out to the General and Road Use Tax Funds to cover personnel benefits expense. QxrA Employee Benefits (2400) Fund Summary Expenditures General Government Employee Benefits 2016 2017 2018 2019 2020 2021 $ 372,757 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,592,570 $ 1,670,848 $ 2,520,948 $ 2,847,078 $ 3,528,299 $ 3,832,509 Revenues: 1,054,857 868,301 967,457 1,283,417 1,292,628 Property Taxes $ 9,650,100 $ 10,387,251 $ 10,764,314 $ 12,095,360 $ 12,210,209 $ 12,576,424 Other City Taxes Empl Benefits Levy to Gen Fund & RUT Gas/Electric Excise Tax 142,872 137,736 131,729 139,776 138,587 138,587 Mobile Home Tax 12,247 12,358 11,787 12,360 11,790 11,790 Intergovernmental 11,388,578 11,730,235 Total Expenditures & Transfers Out $ 10,438,490 Property Tax Credits 383,162 294,581 291,713 347,324 304,140 304,140 State 28E Agreements 326,586 302,475 315,688 302,480 315,690 315,690 Miscellaneous $ 4,134,828 Restricted / Committed /Assigned - Other Misc Revenue 1,801 11,581 152,999 11,580 5,000 5,000 Total Revenues $ 10,516,768 $ 11,145,984 $ 11,668,231 $ 12,908,880 $ 12,985,416 $ 13,351,631 Expenditures General Government Employee Benefits $ 378,317 $ 383,907 $ 376,933 $ 375,518 $ 372,757 $ 380,808 Public Safety Employee Benefits 676,540 484,394 590,525 907,899 919,871 938,268 Sub -Total Expenditures 1,054,857 868,301 967,457 1,283,417 1,292,628 1,319,076 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 9,383,633 9,427,583 10,374,643 10,944,242 11,388,578 11,730,235 Sub -Total Transfers Out 9,383,633 9,427,583 10,374,643 10,944,242 11,388,578 11,730,235 Total Expenditures & Transfers Out $ 10,438,490 $ 10,295,884 $ 11,342,101 $ 12,227,659 $ 12,681,206 $ 13,049,312 Fund Balance, June 30 $ 1,670,848 $ 2,520,948 $ 2,847,078 $ 3,528,299 $ 3,832,509 $ 4,134,828 Restricted / Committed /Assigned - - - - - Unassigned Balance $ 1,670,848 $ 2,520,948 $ 2,847,078 $ 3,528,299 $ 3,832,509 $ 4,134,828 % of Revenues 16% 23% 24% 27% 30% 31% 0917 Activity Summary Activity: General Government Employee Benefits (310640) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Property Taxes Other City Taxes Gas/Electric Excise Tax Mobile Home Tax Intergovernmental Property Tax Credits Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE Administrative Secretary Finance Director Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Project $ 9,650,100 $ 10,387,251 $ 10,764,314 $ 12,095,360 $ 12,210,209 $ 12,576,424 142,872 137,736 131,729 139,776 138,587 138,587 12,247 12,358 11,787 12,360 11,790 11,790 383,162 294,581 291,713 347,324 304,140 304,140 $ 10,188,381 $ 10,831,927 $ 11,199,544 $ 12,594,820 $ 12,664,726 $ 13,030,941 $ 52,454 $ 54,792 $ 55,798 $ 58,078 $ 59,585 $ 61,373 325,863 329,115 321,135 317,440 313,172 319,435 $ 378,317 $ 383,907 $ 376,933 $ 375,518 $ 372,757 $ 380,808 2016 2017 2018 2019 2020 0.50 0.50 0.50 0.50 0.50 0.05 0.05 0.05 0.05 0.05 0.55 0.55 0.55 0.55 0.55 Activity Summary Activity: Public Safety Employee Benefits (310650 - 310660) Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance Revenues: Intergovernmental State 28E Agreements Miscellaneous Other Misc Revenue Total Revenues Expenditures: Services Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 326,586 $ 302,475 $ 315,688 $ 302,480 $ 315,690 $ 315,690 1,801 11,581 152,999 11,580 5,000 5,000 $ 328,388 $ 314,057 $ 468,687 $ 314,060 $ 320,690 $ 320,690 $ 676,540 $ 484,394 $ 590,525 $ 907,899 $ 919,871 $ 938,268 $ 676,540 $ 484,394 $ 590,525 $ 907,899 $ 919,871 $ 938,268 i BP] Ua107all 17e1:31:8:[611MILl[cm 111►1I] The Affordable Housing Fund was a new fund created during fiscal year 2016. The fund accounts for developer fees and contributions towards the development of affordable housing throughout the City. During 2014, the City issued a Request for Proposals for the development of a parcel of land that the City owns at the corner of Court and Linn Streets, which is also the former site of St. Patrick Catholic Church. In the summer of 2015, C.A. Ventures was selected as the developer for this property. As part of the development of this property, C.A. Ventures agreed to a purchase price of $5.5 million. The proceeds from this sale are accounted for in the Parking Fund. The developer's project totals $74 million and will include two towers containing 20,000 square feet of office space, 320 residential units, a 152 room hotel, and retail space. The developer also agreed to lease 32 one -bedroom units (10% of the total number of units) to qualified households with incomes at or below 80% of the Area Median Income and to make a contribution of $1,000,000 to the City's Affordable Housing Fund. In fiscal years 2019 and 2020, the City has budgeted to contribute $1,000,000 and $650,000, respectively, per year to this Fund. City Council has directed that affordable housing funds to be split 3 ways: 1) 50% to the Johnson County Housing Trust Fund, 2) 30% to be held for land banking or emergent situations determined by the City Council, 3) 20% directed to HCDC for LIHTC support or supplemental aid through the CDBG/HOME application process. The fiscal year 2017 fund balance is $468,102. In fiscal years 2018, 2019 and 2020, the ending fund balances are projected to be $1,208,851. X011 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Charges for Fees & Services Building & Development Sub -Total Revenues Transfers In: Transfer -In from General Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Services Capital Outlay Sub -Total Expenditures Transfers Out: Capital Projects Fund Sub -Total Transfers Out Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Affordable Housing (2500) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ - $ 1,000,000 $ 468,102 $ 1,208,851 $ 1,2085851 $ 1,208,851 $ - $ 3,926 $ 11,389 $ - $ - $ 1,000,000 - 404,360 - - 1,000,000 3,926 415,749 - - - 650,000 1,000,000 650,000 650,000 - - 650,000 1,000,000 650,000 650,000 $ 1,000,000 $ 3,926 $ 1,065,749 $ 1,000,000 $ 650,000 $ 650,000 $ - $ 500,000 $ 325,000 $ 750,000 $ 487,500 $ 487,500 250,000 162,500 162,500 - 500,000 325,000 1,000,000 650,000 650,000 W - 35,824 $ - $ 535,824 $ 325,000 $ 1,000,000 $ 650,000 $ 650,000 $ 1,000,000 $ 468,102 $ 1,208,851 $ 1,208,851 $ 1,208,851 $ 1,208,851 $ 1,000,000 $ 468,102 $ 1,208,851 $ 1,208,851 $ 1,208,851 $ 1,208,851 100% 11923% 291% #DIV/01 100% 400% 341 11►6111Wivi A0149M1:1LIN&y1U►1I] In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City owns and operates ten (10) of the rental units. The remaining seven (7) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the ten units owned by the City. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Peninsula Apartments. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City's Debt Service Fund. The outstanding balance owed to the Debt Service Fund from the Peninsula Apartments Fund at June 30, 2019 will be $97,897. Also as part of the financing structure, The Housing Fellowship issued an interest -only loan to the City for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest - only payments are accounted for in this fund. Fund Balance: The fiscal year 2020 ending fund balance is projected at $203,513. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in fiscal year 2025 as part of the original financing for this project. Revenues: Rental income is projected at $71,020 in fiscal year 2020 a decrease of 7.4% from the fiscal year 2019 estimate. Expenditures: Expenditure are budgeted at 14.6% lower than fiscal year 2019 primarily due to lower building maintenance and repair expenditures. Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Total Revenues Expenditures: Services Other Financial Uses Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues Peninsula Apartments (2510) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 105,146 $ 124,888 $ 143,381 $ 166,019 $ 182,411 $ 203,513 $ 809 $ 802 $ 2,254 $ 800 $ 2,250 $ 2,250 71,434 76,714 71,025 76,710 71,020 71,020 $ 72,243 $ 77,516 $ 73,278 $ 77,510 $ 73,270 $ 73,270 $ 39,742 $ 45,801 $ 36,939 $ 46,919 $ 37,454 $ 38,203 12,759 13,222 13,702 14,199 14,714 15,264 $ 52,501 $ 59,023 $ 50,641 $ 61,118 $ 52,168 $ 53,467 $ 124,888 $ 143,381 $ 166,019 $ 182,411 $ 203,513 $ 223,316 $ 124,888 $ 143,381 $ 166,019 $ 182,411 $ 203,513 $ 223,316 238% 243% 328% 298% 390% 418% 343 TAX INCREMENT FINANCING FUNDS Tax Increment Financing (TIF) Districts have been established in various locations in Iowa City to encourage economic development. TIF revenues are used to repay debt incurred for specific projects and to pay property tax rebates on increased valuation per development -specific agreements within the districts. As TIF agreements expire and/or their legal requirements are satisfied, tax revenue generated by the incremental valuation (increase in property values for the district since it was established) is distributed to all taxing authorities. The objective of Iowa City's TIF capacity is to provide gap financing for development projects which meet the adopted goals and criteria of the respective TIF district. The City has established thirteen TIF districts. The table below presents debt that has been certified against the City's TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road, Highway 6 Industrial Park, Northgate Corporate Park, Lower Muscatine Road, and the Camp Cardinal urban renewal areas; these areas have no outstanding tax increment debt. Outstanding TIF City -University 1 $ 41,394,443 $ Debt Previously TIF Debt Estimated Estimated Certified Certified TIF Receipts TIF Receipts Estimated TIF Urban Renewal Area 6/30/2018 1211118 FY19 FY20 Debt 613012020 2603- City -University 1 $ 41,394,443 $ 1,024,298 $ 1,393,688 $ 2,177,935 $ 38,847,118 2604 -Sycamore & 1st Ave 1,402,608 - 542,301 542,301 318,006 2607- Scott 6 Industrial 18,938 6,804 18,938 6,804 - 2608 -Heinz Road 170,000 (170,000) - - - 2613 - Moss Green Village (1) 2,163,746 - - - 2,163,746 2614 - Towncrest Area 1,374,277 - 247,659 307,388 819,230 2615- Riverside Drive (2) 3,345,082 1,377 419,186 416,407 2,510,866 2616 - Foster Road (1) 3,376,512 3,376,512 Total $ 49,869,094 $ 4,238,991 $ 2,621,772 $ 3,450,835 $ 48,035,478 (1) Has not been certfied yet (2) Does not include reduc tons from HoteVrvbtel Tax rebates for the Hilton Garden Inn TIF debt certified on December 1, 2018 included $1,000,000 for a capital contribution to the Englert Theatre in the City -University URA. The remaining certified debts were for related administrative costs and other miscellaneous expenditures. The TIF rebate in the Heinz Road area of $170,000 for Alpla was canceled due to non-performance by the company. 344 Fund Balance, July 1 Revenues: Other City Taxes TIF Revenues Use Of Money And Property Interest Revenues Sub -Total Revenues Transfers In: Transfers In Sub -Total Transfers In Tax Increment Financing (2601 - 2616) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 835 $ 239,487 $ 482,246 $ 1,525,593 $ 721,358 $ 854,750 $ 1,027,218 $ 2,226,302 $ 2,459,216 $ 2,621,772 $ 3,450,835 $ 3,079,105 3,615 4,429 14,512 10,000 10,000 - 1,030,833 2,230,731 2,473,728 2,631,772 3,460,835 3,079,105 59,834 115,000 107,620 107,620 - - 59,834 115,000 107,620 107,620 Total Revenues & Transfers In $ 1,030,833 $ 2,230,731 $ 2,533,563 $ 2,746,772 $ 3,568,455 $ 3,186,725 Expenditures By Urban Renewal Area City -University 1 $ - $ - $ 107,617 $ 115,000 $ 672,248 $ 1,698,845 Sycamore & 1 st Ave - - 250,000 250,000 250,000 250,000 Heinz Road - - 8 - - - Riverside Drive 34,506 255,193 254,146 254,146 Sub -Total Expenditures - - 392,130 620,193 1,176,394 2,202,991 Transfers Out: TIF Debt Transfers Out 792,180 1,987,971 1,098,086 2,930,814 2,258,669 1,074,978 Sub -Total Transfers Out 792,180 1,987,971 1,098,086 2,930,814 2,258,669 1,074,978 Total Expenditures & Transfers Out $ 792,180 $ 1,987,971 $ 1,490,217 $ 3,551,007 $ 3,435,063 $ 3,277,969 Fund Balance, June 30 $ 239,487 $ 482,246 $ 1,525,593 $ 721,358 $ 854,750 $ 763,506 Restricted / Committed /Assigned 236,684 476,815 574,271 707,853 854,750 763,506 Unassigned Balance $ 2,803 $ 5,431 $ 951,322 $ 13,505 $ - $ - % of Revenues & Transfers In 0% 0% 38% 0% 0% 0% Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department em City -University Project 1 (2603) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 391 $ 2,796 $ 5,424 $ (37,619) $ (37,619) $ (37,619) Revenues: Other City Taxes TIF Revenues Use Of Money And Property Interest Revenues Transfers In: Transfers In Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 534,000 $ 787,700 $ 732,757 $ 1,393,688 $ 2,177,935 $ 2,192,110 3,615 4,429 14,512 10,000 10,000 - - 59,834 115,000 107,620 107,620 $ 537,615 $ 792,130 $ 807,104 $ 1,518,688 $ 2,295,555 $ 2,299,730 $ 107,617 $ 115,000 $ 672,248 $ 1,698,845 $ 535,210 $ 789,502 $ 742,530 $ 1,403,688 $ 1,623,307 $ 600,885 $ 535,210 $ 789,502 $ 850,146 $ 1,518,688 $ 2,295,555 $ 2,299,730 $ 2,796 $ 5,424 $ (37,619) $ (37,619) $ (37,619) $ (37,619) $ 2,796 $ 5,424 $ (37,619) $ (37,619) $ (37,619) $ (37,619) Sycamore & 1st Avenue (2604) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 256 $ 236,684 $ 476,815 $ 574,271 $ 707,853 $ 841,245 Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 382,522 $ 398,437 $ 505,959 $ 542,301 $ 542,301 $ 317,724 $ 382,522 $ 398,437 $ 505,959 $ 542,301 $ 542,301 $ 317,724 $ 250,000 $ 250,000 $ 250,000 $ 250,000 146,094 158,306 158,504 158,719 158,909 158,968 $ 146,094 $ 158,306 $ 408,504 $ 408,719 $ 408,909 $ 408,968 $ 236,684 $ 476,815 $ 574,271 $ 707,853 $ 841,245 $ 750,001 $ 236,684 $ 476,815 $ 574,271 $ 707,853 $ 841,245 $ 750,001 all Scott 6 Industrial (2607) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ - $ - $ - S 937,442 $ (375) $ (375) Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Administration Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ - $ 748,045 $ 945,219 $ 18,938 $ 6,804 $ $ - $ 748,045 $ 945,219 $ 18,938 $ 6,804 $ - 748,045 7,777 956,755 6,804 $ - $ 748,045 $ 7,777 $ 956,755 $ 6,804 $ - $ - $ - $ 937,442 $ (375) $ (375) $ (375) $ 937,442 $ (375) $ (375) $ (375) Heinz Road (2608) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 S - S 8 S 8 S (0) $ (0) $ (0) Revenues: Other City Taxes TIF Revenues Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 331 S - S - S - $ - $ - $ 331 $ - S - S - $ - $ - 8 S - $ - $ 323 $ 8 $ 8 $ (0) $ (0) $ (0) $ (0) $ 8 $ 8 $ (0) $ (0) $ (0) $ (0) a ,VA Towncrest Area (2614) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 188 $ - $ - S 3,848 $ 3,848 $ 3,848 Revenues: Other City Taxes TIF Revenues Total Revenues Transfers Out: TIF Debt Transfers Out Total Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 88,570 $ 148,097 $ 185,084 $ 247,659 $ 307,388 $ 154,696 $ 88,570 $ 148,097 $ 185,084 $ 247,659 $ 307,388 $ 154,696 $ 88,758 $ 148,097 $ 181,236 $ 247,659 $ 307,388 $ 154,696 $ 88,758 $ 148,097 $ 181,236 $ 247,659 $ 307,388 $ 154,696 $ 47,651 $ 47,651 Revenues: 47,651 $ 47,651 Other City Taxes 47,651 $ 47,651 $ - $ - $ 3,848 $ 3,848 $ 3,848 $ 3,848 $ - $ - $ 3,848 $ 3,848 $ 3,848 $ 3,848 Riverside Drive (2615) Fund Summary Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 21,796 $ 144,021 $ 90,197 $ 419,186 $ 416,407 S 414,575 21,796 144,021 $ 34,506 $ 255,193 $ 254,146 $ 254,146 8,040 163,993 162,261 160,429 $ 2016 2017 2018 2019 2020 2021 $ Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ - $ - S - $ 47,651 $ 47,651 $ 47,651 Revenues: 47,651 $ 47,651 Other City Taxes 47,651 $ 47,651 TIF Revenues $ 21,796 $ 144,021 $ 90,197 $ 419,186 $ 416,407 $ 414,575 Total Revenues Expenditures: TIF Rebate Transfers Out: TIF Debt Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance $ 21,796 $ 144,021 $ 90,197 $ 419,186 $ 416,407 S 414,575 21,796 144,021 $ 34,506 $ 255,193 $ 254,146 $ 254,146 8,040 163,993 162,261 160,429 $ 21,796 $ 144,021 $ 42,546 $ 419,186 $ 416,407 $ 414,575 $ - $ - $ 47,651 $ 47,651 $ 47,651 $ 47,651 aE[7 $ 47,651 $ 47,651 $ 47,651 $ 47,651 SELF-SUPPORTING MUNICIPAL IMPROVEMENT DISTRICT (SSMID) - DOWNTOWN In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self -Supporting Municipal Improvement District (SSMID) in downtown Iowa City as allowed under Iowa property tax code. The City collects a special property tax levy on property that is within the boundaries of the downtown district which is then remitted to the Iowa City Downtown District (ICDD). The ICDD uses the funds to promote and enhance the downtown district. The SSMID was renewed for a ten-year period starting on July 1, 2016 and ending on June 30, 2026. The levy rate was approved to increase from $2.00 to $2.50 per $1,000 of taxable value on July 1, 2021 along with a boundary expansion of the district; however, the SSMID levy rate remains at $2.00 in fiscal year 2020. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. Revenues include the SSMID levy collections and the State backfill for commercial property taxes. SSMID payments to ICDD in fiscal year 2018 totaled $354,385, and estimated payments in fiscal year 2019 total $400,124. In fiscal year 2020, estimated SSMID distributions total $391,500, a decrease of 2.2%. This decrease is primarily related to a reduction in the SSMID district taxable property values. Fund Balance, July 7 Revenues: Property Taxes Intergovernmental Property Tax Credits Total Revenues Expenditures: Services Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues SSMID - Downtown (2820) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 264,683 $ 289,471 $ 323,017 $ 361,878 $ 356,980 $ 367,689 30,601 28,872 31,368 38,246 34,520 34,520 $ 295,284 $ 318,343 $ 354,385 $ 400,124 $ 391,500 $ 402,209 $ 295,284 $ 318,343 $ 354,385 $ 400,124 $ 391,500 $ 402,209 $ 295,284 $ 318,343 $ 354,385 $ 400,124 $ 391,500 $ 402,209 3i.Y0 F Y 2 0 2 0 DEBT SERVICE FUND Fund Summary Debt Schedules I1]43I NANV/DIA 111►1I7 This fund accounts for annual principal and interest payments due on the City's general obligation and tax increment revenue bonded debt. Funding is provided by the debt service property tax levy, tax increment financing, and loan repayments. Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt service fund and certify taxes to be levied in the amount necessary to pay for the principal and interest on general obligation bonds issued by the city. The debt service levy for fiscal year 2020 is $2.978 per $1,000 in valuation - this is a reduction of $.25 per $1,000 from the fiscal year 2019 levy. The schedule of annual principal and interest payments as of June 30, 2018 is as follows: Fiscal Year Annual Payments Principal Interest Total Principal Outstanding Beginning of Fiscal Year 2019 12,080,000 1,711,385 13,791,385 66,945,000 2020 7,260,000 1,394,960 8,654,960 54,865,000 2021 8,240,000 1,219,618 9,459,618 47,605,000 2022 7,360,000 1,015,413 8,375,413 39,365,000 2023 6,480,000 847,213 7,327,213 32,005,000 2024 5,715,000 684,613 6,399,613 25,525,000 2025 4,780,000 546,663 5,326,663 19,810,000 2026 3,980,000 429,850 4,409,850 15,030,000 2027 2,870,000 326,075 3,196,075 11,050,000 2028 1,705,000 245,400 1,950,400 8,180,000 2029 740,000 194,250 934,250 6,475,000 2030 755,000 172,050 927,050 5,735,000 2031 775,000 149,400 924,400 4,980,000 2032 795,000 126,150 921,150 4,205,000 2033 815,000 102,300 917,300 3,410,000 2034 840,000 77,850 917,850 2,595,000 2035 865,000 52,650 917,650 1,755,000 2036 890,000 26,700 916,700 890,000 Tota Is at June 30, 2018 66,945,000 9,322,538 76,267,538 Future general obligation bond issues, including 2% for bond issuance costs, are estimated at $13.323 million in 2019, $10.819 million in 2020, and $10.673 million in 2021. Proceeds from bond issues are recorded in the Capital Projects Fund. 353 City's Debt Policies There are currently three benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: 1) the 5% statutory debt limit, 2) the internal restriction on the debt service levy of 30% of the City's total levy, and 3) the level of outstanding general obligation and tax increment revenue bonded debt against the City's total assessed valuation. These three benchmarks are included in the Debt Management policy as adopted by the City Council. Statutory limitations which govern the issuance of debt in Iowa include Article XI Section 3 of the state constitution, entitled "Indebtedness of Political or Municipal Corporations." Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of "the value of ...taxable property within such county or corporation." This is commonly referred to as the "debt ceiling or debt limit." The graph below compares Iowa City's outstanding general obligation (G.O.) and tax increment financing revenue (TIF) debt with the statutory debt limit. Total valuations for Iowa City for fiscal year 2020 are approximately $6.12 billion. The debt limit, or five percent (5%) of this amount, is about $306.2 million. Outstanding G.O. and TIF debt at June 30, 2020, is estimated to be $68.0 million, which is 22.2% of the debt limit. The ratio of outstanding G.O. and TIF bonded debt versus the State imposed legal debt limit has been on a declining trend since fiscal year 2012. General Bonded Debt Outstanding Versus Legal Debt Limit Last Ten Years 350 300 250 L O0 200 O G 150 O 2 100 50 0 L[ I I ti I I Ib1 1r. Q't� �,� :tri by .Q, ■Legal Debt Limil EOulstanding GOlrlFBunded Debt a June 30 FY19, FY20, and FY21 figures are estimates 354 This City's Debt Management policy, which limits its ability to levy taxes for repayment of debt, states that the debt service levy shall not exceed 30% of the city levy. The following chart shows the debt service levy as a percentage of the city levy rate for fiscal year 2012 through fiscal year 2021. Fiscal years 2019 through 2021 are based on estimated financing requirements for the City's five-year capital improvement program. The City's debt service levy rate for fiscal year 2020 is $2.978 per $1,000 of value while the City's total property tax levy rate is $15.833 per $1,000 of value. The debt service levy rate is projected to decrease another $.25 in fiscal year 2021. 30.0% 25.0% e u 20.0% 5.0% 0.0% 26.1% 25.7% 24.0% 24.7% 23 6-A 23.1 21.9 19.9% 18.8% 17.5° (polity maximum: 3D%) FY12 FY13 FY14 FY15 FY16 FY17 FY18 *FY19 *FY20 *FY21 Also, as part of the Debt Management policy, the City Council set a goal to reduce its outstanding general obligation and tax increment revenue bonded debt as a percentage of its total assessed property valuations to .75%. The following chart is trend of that comparison for fiscal years 2012 through 2021. 01-11 Outstanding Bonded Debt as a Percentage of Total Assessed Property Valuations 1.95% 1.75% 1.55% 1.44 1 3% OAR 1.35% 1 1.25% 122% 1.17 % 1.15 1.15% 1.11 0.95% D.75% FY12 FY13 FY14 FY15 FY16 FY17 FY18 'FY19 'FY20 'FY21 01-11 Bond Rating The City obtains its General Obligation bond rating from Moody's Investors Service each time a new bond is issued. The City's current bond rating is Aaa. Maintaining the City's Aaa bond is a strategic priority for the City. Fund Balance Ending fund balance for fiscal year 2019 is estimated to be $8,762,608 which is an increase of $627,294 or 7.71 % from fiscal year 2018. This increase is primarily due to an accumulation of tax increment revenue funds to call the 2012D tax increment financing revenue bonds in fiscal year 2021 when they will become callable. These funds are included in the restricted, committed, and assigned fund balance total. The estimated ending fund balance for fiscal year 2020 is projected to be $9,072,020 which is an increase of $306,412 or 3.50%. Fund balance is projected to increase primarily due to reductions in bond principal and interest payments. Although, the entire fund balance for the Debt Service Fund is restricted for debt service expenditures, an additional restriction is shown for funds that are being held as a reserve for the 2012D and 2016E tax increment financing revenue bonds. Restricted fund balance is estimated as $2,047,947 at the end of fiscal year 2020. These reserves are expected to be used by the end of fiscal year 2021. Long-term Projections Total Revenues vs. Expenditures Fund_ )AI Sen4ce Fund $14 $13.5 $13 E _ $12.5 $12 $11.5 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +Total Expenses +Total Revenue Future revenues are projected to decrease through fiscal year 2021 and then increase slightly through fiscal year 2025. The changes in revenue are largely due to changes in the debt 01-11 service levy. The debt service levy is projected to decrease by $.25 in fiscal year 2021 and by $.20 in fiscal year 2022. The levy decrease offsets any assessed value growth to result in a net decrease in property taxes in fiscal year 2021. The fiscal year 2022 levy decrease is smaller and is offset due to increases in TIF related transfers and assessed property value growth. Future debt service expenditures are higher in fiscal year 2021 due to the calling of the 2012D tax increment financing revenue bonds and to early principal repayment on the fiscal year 2020 general obligation bonds. The following year decreases due to the early bond call and principal repayment in fiscal year 2021. -YA Debt Service Fund (5000 - 5999) Fund Summary 01-17 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 6,444,718 $ 6,000,280 $ 7,232,184 $ 8,135,314 $ 8,762,608 $ 9,072,020 Revenues: Property Taxes $ 12,309,367 $ 12,925,934 $ 12,535,528 $ 11,952,568 $ 11,556,771 $ 10,894,743 Other City Taxes Gas/Electric Excise Tax 180,306 167,714 149,925 134,943 124,492 124,492 Mobile Home Tax 15,447 15,021 13,391 15,020 13,390 13,390 Use Of Money And Property Interest Revenues 44,298 180,516 206,878 121,101 120,370 120,370 Intergovernmental Property Tax Credits 483,552 358,695 332,008 335,308 302,669 302,669 Other Financial Sources Loan Repayments 268,922 48,638 50,663 52,342 54,525 54,525 Debt Sales 657,323 Sub -Total Revenues 13,301,892 14,353,841 13,288,394 12,611,282 12,172,217 11,510,189 Transfers In Transfers -In 1,269,920 2,096,352 1,084,336 1,822,399 1,079,920 1,006,114 Sub -Total Transfers In 1,269,920 2,096,352 1,084,336 1,822,399 1,079,920 1,006,114 Total Revenues & Transfers In $ 14,571,813 $ 16,450,193 $ 14,372,730 $ 14,433,681 $ 13,252,137 $ 12,516,303 Expenditures: Financial Services & Charges $ 4,844 $ 15,526 $ 4,719 $ 15,000 $ 15,000 $ 15,000 GO Bonds Principal 13,395,000 13,470,000 11,760,000 11,945,000 10,859,833 9,799,011 GO Bonds Interest 1,411,071 1,255,554 1,113,386 1,257,052 1,476,257 1,587,038 Revenue Bonds Principal 130,000 130,000 135,000 135,000 140,000 1,985,000 Revenue Bonds Interest 75,335 347,208 456,495 454,335 451,635 448,695 Total Expenditures $ 15,016,250 $ 15,218,289 $ 13,469,600 $ 13,806,387 $ 12,942,725 $ 13,834,744 Fund Balance, June 30 $ 6,000,280 $ 7,232,184 $ 8,135,314 $ 8,762,608 $ 9,072,020 $ 7,753,579 Restricted / Committed /Assigned 825,367 1,618,797 1,610,297 2,239,310 2,047,947 Unassigned Balance $ 5,174,913 $ 5,613,387 $ 6,525,016 $ 6,523,297 $ 7,024,072 $ 7,753,579 01-17 General Obligation Bonds/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue Debt Service Payments Fiscal Year Principal Amount of Debt Paid in Outstanding Issue / Use of Funds Issue Full June 30, 2018 FY2019 FY2020 FY2021 2011C G.O. Refunding 10,930,000 2021 $ 3,850,000 $ 3,983,313 3 - $ - 2012A G.O. Multi-purpose 9,070,000 2022 3,865,000 1,009,813 1,016,213 1,017,113 2012D TIF Revenue Bonds 2,655,000 2021 ** 2,260,000 205,185 207,485 2,049,545 2013A G.O. Mufti -purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723 2014 G.O. Multi-purpose/ 11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075 Refunding 2015 G.O. Multi -Purpose 7,785,000 2025 5,655,000 855,013 865,213 868,000 2016A G.O. Multi-purpose 8,795,000 2026 7,680,000 1,067,350 1,064,450 1,057,150 2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 384,150 384,150 384,150 2017 G.O. Multi -Purpose 9,765,000 2027 8,865,000 1,095,563 1,092,463 1,094,063 2018A G.O. Mufti -Purpose 8,895,000 2028 8,895,000 1,076,850 1,067,550 1,057,800 2018B G.O. - Taxable 3,100,000 2020 3,100,000 2,175,350 1,026,000 - 2019 G.O. Proposed 13,323,240 2029 - - 4,272,763 1,272,763 2020 G.O. Proposed 10,819,487 2030 - - - 3,087,363 Total - General Obligation Debt Service: $ 88,945,000 $ 13,791,385 $ 12,927,723 $ 13,819,743 **To be called early in 2021 ON.] 2011C General Obligation Refunding Bond Issue Principal: $10,930,000 Dated: June 8, 2011 Called: July 1, 2018 Payments Principal Property Tax Outstanding Coupon Fiscal Principal Interest Total Revenue Beginning of Rate Year Fiscal Year 2019 3,850,000 133,313 3,983,313 3,983,313 3,850,000 3.250% Totals 3,850,000 133,313 3,983,313 3,983,313 Principal payable June 1. Interest payable June 1 and December 1 Proiect Advance Refunded 2002 GO Bonds Amount Placed with Escrow Agent Issuance Costs Bond Premium Amount of Issue fiHa Amount $10,580,000 505,231 112,681 (267,912) $10,930,000 Principal payable June 1. Interest payable June 1 and December 1. Project Amount 2012A General Obligation Bond Principal: $9,070,000 Dated: June 20, 2012 Callable: June 1, 2018 Issue First Ave Storm Sewer 710,000 Fiscal Year 540,000 Payments 120,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00% 2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00% 2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%a 2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225% Totals 3,865,000 205,750 4,070,750 3,828,390 242,360 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Runway 7-25 Taxiway $ 232,000 First Ave Storm Sewer 710,000 Lower Muscatine - Kirkwood to First Avenue 540,000 Traffic Signals Project 120,000 Sidewalk Infill 100,000 Brick Street Construction 290,000 First Ave/IAIS Railroad Overpass 2,190,000 Dubuque St. Pedestrian Bridge 380,000 West Side Levee 400,000 East Side Levee 100,000 Normandy Dr. & Manor Intersect 80,000 Parks Annual Improvements 200,000 Cemetery Road Resurfacing 50,000 Terry Trueblood Recreation Area 500,000 Intra -city Bike Trails 50,000 Highway 1 Sidewalk/Trail 1,000,000 Fire Apparatus 634,000 New Animal Shelter 700,000 Fire Station #1 Kitchen Remodel 129,905 Police Crime Lab 82,600 Police Station Remodel 198,450 Police Breakroom/Restroom Remodel 59,250 City Hall Improvements 141,300 City Hall Security Camera Upgrade 75,000 Issuance Costs 107,495 Amount of Issue $ 9,070,000 0.1 2012D Taxable Urban Renewal Revenue Bonds Principal: $2,655,000 Dated: November 29, 2012 To be called: June 1, 2021 Payments Tax Principal Fiscal Increment Outstanding Coupon Year Principal Interest Total Beginning of Financing Rate Fiscal Year 2019 135,000 70,185 205,185 205,185 2,260,000 2.00% 2020 140,000 67,485 207,485 207,485 2,125,000 2.10% 2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30% Totals 2,260,000 202,215 2,462,215 2,462,215 Principal payable June 1. Interest payable June 1 and December 1 Project Park @ 201 Project Debt Service Reserve Capitalized Interest Issuance Costs Amount of Issue Amount $ 2,330,000 207,845 38,086 79,069 $ 2,655,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2013A General Obligation Bond Principal: $7,230,000 Dated: July 16, 2013 Callable: June 1, 2019 Issue Lower Muscatine -Kirkwood to First Ave 375,000 Fiscal Year 250,000 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25% 2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45% 2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%a 2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75% 2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00% Totals 4,185,000 220,773 4,405,773 3,634,915 770,858 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Moss Ridge Road $ 1,610,000 Lower Muscatine -Kirkwood to First Ave 375,000 Traffic Signals Project 250,000 Sidewalk Infill Program 100,000 Taft Speedway Levee Project 100,000 Warm Storage Building, Napolean Park 300,000 CBD Streetscape Project 350,000 William Street Reconstruction 540,000 Parks Annual Improvements 200,000 Hickory Hills Restroom/Saferoom 34,000 Terry Trueblood Recreation Area 2,000,000 Normandy Drive Restoration Project 409,050 Fairmeadows Restroom & Splash Pad 95,000 Intra -city Bike Trails 50,000 Scott Park Development & Trail 140,000 City Hall Projects 116,400 Projectdox Quickstart 306,000 Library Public Space Remodeling 100,000 Fire Station #3 Kitchen Remodel 35,000 Issuance Costs 119,550 Amount of Issue $ 7,230,000 0V Principal payable June 1. Interest payable June 1 and December 1 Project 2014 General Obligation/Refunding Bond Principal: $11,980,000 Dated: June 3, 2014 Callable: June 1, 2020 Issue $ 1,890,000 Fiscal Year Principal Payments Interest Property Tax Total Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00% 2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00% 2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00% 2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25% 2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50% 2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50% Totals 5,785,000 535,100 6,320,100 4,464,496 1,855,604 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Moss Ridge Road $ 1,890,000 First Ave/IAIS Railroad Crossing Improvements 1,000,000 Sycamore Street - City Limits to South Gilbert Street 2,500,000 CBD Streetscape Project 1,000,000 Normandy Drive Restoration Project 409,050 City Park Master Plan & Pool Upgrade 650,000 Willow Creek/Kiwanis Park Master Plan 50,000 Library Public Space Remodeling 100,000 Fire SCBA/Air System Replacement 500,000 UniverCity Neighborhood Partners 500,000 Public Works Facility Master Plan 310,000 2016 & 2017 Maturities - 2006C & 2007A GO Bonds 2,660,000 City Hall -Other Projects 244,165 Issuance Costs 166,785 Amount of Issue $11,980,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2015 General Obligation Bond Principal: $7,785,000 Dated: June 2, 2015 Callable: June 1, 2023 Issue City Hall -Other Projects 100,000 Fiscal Year 466,299 Payments 100,000 Property Tax Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Principal Interest Total 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00% 2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00% 2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00%a 2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00% 2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00% 2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00% 2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00% Totals 5,655,000 468,925 6,123,925 5,612,615 511,310 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 200,000 City Hall -Other Projects 100,000 City Hall Remodel -NDS 2nd Floor 466,299 Fiber Optic Infill Program 100,000 CBD Streetscape Project 350,000 Riverside Drive Pedestrian Tunnel 100,000 Lower City Park Emergency Access Road 220,000 Mercer Park Playground 150,000 Intra -City Bike Trails 50,000 Willow Creek/Kiwanis Park Master Plan & Splash Pad 350,000 Elementary School Recreation Facility Partnership 700,000 Tennis Court/Pickle Ball Court Resurfacing 70,000 Youth Sports Complex Feasibility Study 50,000 Harrison Street Reconstruction 500,000 Sidewalk Infill Program 100,000 Burlington & Clinton Street Intersection Improvements 840,000 First Ave/IAIS Railroad Crossing Improvements 3,050,000 Dubuque Street/I-80 Pedestrian Bridge 276,158 Issuance Costs 112,543 $ 7,785,000 0*1 Principal payable June 1. Interest payable June 1 and December 1 Riverfront Crossings Redevelopment Riverfront Crossings Riverbank/Park Development City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Happy Hollow Park Shelter & Bathroom Upgrades Hickory Hill Park & Trail Development Upgrade Building BAS Controls Mercer Aquatic & Scanlon Gym Improvements Mormon Trek Right Turn Lane & Three Lane Conversion 1st Ave/IAIS RR Crossing Grade Separation First Ave Three Lane Conversion Washington Street Reconstruction Fire/Police Storage Facility Relocation Issuance Costs 01-V Amount $ 150,000 500,000 130,000 65,000 25,000 150,000 200,000 118,000 53,000 650,000 1,546,222 275,000 4,133,666 700,000 99,112 $ 8,795,000 2016A General Obligation Bond Issue Principal: $8,795,000 Dated: June 16, 2016 Callable: June 1, 2024 Fiscal Year Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00% 2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00% 2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00% 2022 950,000 1 108,550 1,058,550 1,058,550 4,945,000 2.00% 2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00% 2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00% 2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00% 2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00% Totals 7,680,000 774,250 8,454,250 8,454,250 Principal payable June 1. Interest payable June 1 and December 1 Riverfront Crossings Redevelopment Riverfront Crossings Riverbank/Park Development City Park Cabin Restoration City Park Pool Cabana Shelters Pheasant Hill Park Renovation Happy Hollow Park Shelter & Bathroom Upgrades Hickory Hill Park & Trail Development Upgrade Building BAS Controls Mercer Aquatic & Scanlon Gym Improvements Mormon Trek Right Turn Lane & Three Lane Conversion 1st Ave/IAIS RR Crossing Grade Separation First Ave Three Lane Conversion Washington Street Reconstruction Fire/Police Storage Facility Relocation Issuance Costs 01-V Amount $ 150,000 500,000 130,000 65,000 25,000 150,000 200,000 118,000 53,000 650,000 1,546,222 275,000 4,133,666 700,000 99,112 $ 8,795,000 Principal payable June 1. Interest payable June 1 and December 1. * Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Project Chauncey Building Project Capitalized Interest Issuance Costs Amount of Issue 01M Amount $12,097,250 657,323 50,427 $12,805,000 2016E Taxable Urban Renewal Capital Loan Notes Principal: $12,805,000 Dated: September 15, 2016 Callable: June 1, 2026, 2029, 2032, 2035 Fiscal Year Principal Payments Interest Total Tax Increment Financing Principal Outstanding Beginning of Fiscal Year Coupon Rate 2019 384,150 384,150 384,150 12,805,000 3.00% 2020 384,150 384,150 384,150 12,805,000 3.00% 2021 - 384,150 384,150 384,150 12,805,000 3.00% 2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00% 2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00% 2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00% 2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00% 2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00% 2027 * 825,000 240,750 1,065,750 1,065,750 81025,000 3.00% 2028 * 725,000 216,000 941,000 941,000 7,200,000 3.00% * 2029 * 740,000 194,250 934,250 934,250 6,475,000 3.00% * 2030 * 755,000 172,050 927,050 927,050 5,735,000 3.00% * 2031 * 775,000 149,400 924,400 924,400 4,980,000 3.00% * 2032 * 795,000 126,150 921,150 921,150 4,205,000 3.00% * 2033 * 815,000 102,300 917,300 917,300 3,410,000 3.00% * 2034 * 840,000 77,850 917,850 917,850 21595,000 3.00% * 2035 * 865,000 52,650 917,650 917,650 1,755,000 3.00% * 2036 * 890,000 26,700 1 916,700 916,700 890,000 3.00% * Totals 12,805,000 4,143,300 16,948,300 16,948,300 Principal payable June 1. Interest payable June 1 and December 1. * Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6% Project Chauncey Building Project Capitalized Interest Issuance Costs Amount of Issue 01M Amount $12,097,250 657,323 50,427 $12,805,000 Principal payable June 1. Interest payable June 1 and December 1 Project Amount 2017A General Obligation Bonds Principal: $9,765,000 Dated: June 15, 2017 Callable: June 1, 2023 $ 150,000 Climate Action Plan Project Fiscal Year Principal Payments Interest Property Tax Total Revenue Tax Increment Financing Principal Outstanding Beginning of g g Fiscal Year Coupon Rate Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 2019 905,000 190,563 1,095,563 934,678 160,884 8,865,000 2.00% 2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00% 2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00% 2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00% 2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00% 2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00% 2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25% 2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50% 2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50% Totals 8,865,000 1,022,263 9,887,263 8,435,308 1,451,954 Principal payable June 1. Interest payable June 1 and December 1 Project Amount Riverfront Crossings Redevelopment $ 150,000 Climate Action Plan Project 150,000 Permitting Software Upgrade 500,000 Public Works Facility 700,000 Riverside Drive Pedestrian Tunnel 1,434,000 Riverside Drive Streetscape Improvements 616,000 West Riverbank Stabilization 400,000 Frauenholtz-Miller Park Development 130,480 Riverfront Crossings Park/Riverbank 500,000 Hickory Hill Park & Trail Redevelopment 400,000 Upgrade Building BAS Controls 240,000 Recreation Center Lobby Remodel 160,000 Pedestrian Mall Reconstruction 750,000 Dubuque Street Reconstruction 2,500,000 Sidewalk Infill Program 100,000 Myrtle/Riverside Intersection Signalization 900,000 Issuance Costs 134,520 Amount of Issue $ 9,765,000 OCR Principal payable June 1. Interest payable June 1 and December 1. Project 2018A General Obligation Bonds Principal: $8,895,000 Dated: June 1, 2018 Callable: June 1, 2024 City Hall Remodel for MPOJC $ 150,000 Fiscal Year Principal Payments Property Tax Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 200,000 Creekside Park Redevelopment 650,000 Cardigan Park Development 168,500 2019 810,000 266,850 1,076,850 1,076,850 8,895,000 1.80% 2020 825,000 242,550 1,067,550 1,067,550 8,085,000 1.95% 2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10% 2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15% 2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25% 2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35% 2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40% 2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50% 2027 960,000 58,200 1,018,200 1,018,200 1 1,940,000 2.60% 2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65% Totals 8,895,000 1,515,300 10,410,300 10,410,300 Principal payable June 1. Interest payable June 1 and December 1. Project Amount City Hall Remodel for MPOJC $ 150,000 Public Works Facility 700,000 West Riverbank Stabilization 680,000 Riverfront Crossings Park Development 200,000 Creekside Park Redevelopment 650,000 Cardigan Park Development 168,500 Dubuque Street Reconstruction 5,000,000 Riverside Drive Streetscape Improvements 205,000 Gilbert Street Intersection Improvements 750,000 Rochester Ave Sidewalk Infill Project 150,000 Issuance Costs 241,500 Amount of Issue $ 8,895,000 0*1 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Pedestrian Mall Reconstruction $ 3,100,000 W11 2018B General Obligation Bonds Principal: $3,100,000 Dated: June 1, 2018 Callable: NIA Fiscal Year Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 2,100,000 75,350 2,175,350 2,175,350 3,100,000 2.35% 2020 1,000,000 26,000 1,026,000 1,026,000 1,000,000 2.60% Totals 3,100,000 101,350 3,201,350 3,201,350 Principal payable June 1. Interest payable June 1 and December 1. Project Amount Pedestrian Mall Reconstruction $ 3,100,000 W11 F Y 2 0 2 0 ENTERPRISE FUNDS Parking Transit Wastewater Water Refuse Collection Landfill Airport Storm Water Housing Authority :7Aall rN1►[H1U►1I] The Parking Fund accounts for the activities of the City's parking operations. The Parking Fund is an enterprise fund and is a fully self-sustaining business -like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. Fund Balance: The Parking Fund's unassigned fund balance on June 30, 2018 was $6,722,374, a 20.4% increase from fiscal year 2017. The increase was primarily due to the sale of City Hall's parking lot for development. During fiscal year 2015, the 2009 Parking Revenue bonds was defeased early which eliminated the parking revenue bond's debt service payments. The Parking Fund borrowed just under $2.5 million from the Landfill Cell Replacement Reserve to assist in the early defeasance. The following is a summary of that loan: Final 2009F Revenue Bond Defeasance 11/1/2014 $ 2,495,350 2024 Principal Total Outstanding as I Payment FY20 I FY20 $ 1,423,385 $ 289,143 $ 249,735 $ 39,408 The fiscal year 2019 year-end unassigned fund balance is estimated to increase 10.6% to $7,437,212. This increase is primarily due to the net surplus being generated by the parking ramp operations. In fiscal year 2020, the unassigned fund balance is estimated to increase 7.4% to $7,986,694. This increase is again due to the parking ramp operations. Fund Balance (1) $9,000;000 $3 woo00 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1 QOQ000 $0 FY2016 FY2017 FY2018 FY2019 FY2020 LjUnass,gnedl $4,857,110 1 $5,582,223 1 $6,722,374 1 $7,437,212 1 $7,986,694 (1) FY19 and FY20 figures are estimates 373 Estimated restricted fund balance at June 30, 2020 is $1,500,000. This restricted fund balance represents funds held in the Parking Debt Service Reserve from the sale of the City Hall parking lot in fiscal year 2018 and from the sale of the parking lot at the corner of Court & Linn Streets in fiscal year 2016. These funds are being used to make lease -purchase payments on the Harrison Street parking garage, which began in fiscal year 2017. A parking impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main -line to the south. The revenues from the impact fee are to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Neighborhood & Development Services department collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. No funds are currently being held because of this impact fee. Revenues: Rates for the Parking System are set by the City Council. Parking System rates are reviewed annually. The following tables list hourly and monthly Parking System rates and charges as approved by the City Council. These rates include hourly rate adjustments that became effective on July 1, 2013 and the monthly permit rate adjustments that became effective on July 1, 2017. Hourly Rates and Charaes Fiscal Capitol St. Dubuque St. Chauncey Tower Place Harrison St. Year Garage Garage Swan Garage Garage Garage 2018 $1.00 $1.00 $0.75 $1.00 $0.75 2014` 1.00 1.00 0.75 1.00 2007 0.75 0.75 0.60 0.75 2002 0.60 0.60 0.50 0.60 2001 0.50 0.50 0.40 0.60 1997 0.50 0.50 0.40 60.00 1993 0.50 0.45 0.40 60.00 `Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free Monthly Rates and Charaes Fiscal Capitol St. Dubuque St. Chauncey Tower Place Harrison St. Year Garage Garage Swan Garage Garage Garage 2018 $85.00 $85.00 $85.00 $85.00 $85.00 2011 80.00 80.00 80.00 80.00 2010 80.00 80.00 70.00 80.00 2007 75.00 65.00 60.00 75.00 2004 70.00 60.00 55.00 70.00 2002 60.00 50.00 45.00 60.00 2001 55.00 45.00 40.00 60.00 Surface parking lots charge $65.00 per month for parking permits. 374 Revenues: Fiscal year 2020 revenue is estimated to increase 1.3% when compared to fiscal year 2019 estimated revenue. This increase is anticipated primarily due to increased parking ramp usage. Parking service charges are approximately 95% of fund revenues and parking fines are about 3%. Revenue Trends $12,090,909 $19,990,900 $B4O9D,DDD $6,009,099 $4,00D, DDD ,. $2,009,090 $9 2016 Actual 2017 Acta' 2018 Actual 20_4 Re%sec 2020 B.xdget 2021 Chaigesfor Se vices ■Usecf Moiey a Prapety Projected Y Miscellaneous Other Flnandal So.i ces Expenditures: Fiscal year 2020 budgeted expenditures represent a 0.9% increase from fiscal year 2019 estimated expenditures. This increase is primarily related to an increase in services expenditures in Parking Administration. $7,000,009 $6,999,999 55,999,999 $4,900,099 53,000,009 $2,999,999 51,000,009 S Expenditure Trends 2016 Actual 2017 Actual 2918 Actual 2019 Revised 2029 Budget 2021 Projected ■Personnel ■Services ■Supplies ■Captial Outlay ■Deht Service The Parking Fund is budgeting $675,000 for transfers to the Capital Projects Fund for parking facility restoration and repairs and parking equipment upgrades. MAI Lona -term Projections: ILind'.Paiking Fund $9 $8.5 t--� $8 $7.5 v � $7 $6.5 $6 Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected . Total Expenses � Total Revenue Future revenues for the Parking Fund are projected to be relatively flat over the next five years, with no planned rate increases. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Debt Service expenditures drop in fiscal year 2022 as the City plans to pay an extra $2 million towards the Parking Lease Purchase agreement in fiscal year 2020 and an extra $1.5 million in fiscal year 2021. Fiscal year 2021 also includes higher than average Transfers Out for Capital Projects. MI Parking (7100 - 7102) Fund Summary 1) Same Fund Transfers ON 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,713,076 $ 10,742,693 $ 11,082,223 $ 12,222,373 $ 10,937,211 $ 9,486,694 Revenues: Use Of Money And Property Interest Revenues $ 35,348 $ 35,397 $ 123,441 $ 35,400 $ 123,441 $ 123,441 Charges For Fees And Services Parking Charges 5,239,882 5,230,823 5,493,004 5,711,630 5,769,240 5,769,240 Miscellaneous Parking Fines 198,370 221,917 155,488 221,920 155,490 155,490 Other Misc Revenue 40,459 39,794 35,280 35,016 35,000 35,000 Other Financial Sources Sale Of Assets 5,502,850 - 2,679,169 - - - Sub -Total Revenues 11,016,908 5,527,930 8,486,558 6,003,966 6,083,351 6,083,351 Transfers In: 1) Debt Service Transfers 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Sub -Total Transfers In 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Total Revenues & Transfers In $ 16,516,908 $ 6,628,751 $ 11,587,379 $ 7,025,187 $ 7,104,572 $ 7,104,572 Expenditures: Parking Administration $ 1,307,195 $ 1,188,524 $ 1,364,542 $ 1,271,562 $ 1,467,604 $ 1,500,851 On Street Operations 753,636 749,591 808,802 936,076 883,932 917,081 Parking Ramp Operations 1,151,908 1,196,100 1,241,932 1,322,802 1,236,376 1,266,784 Parking Debt Service - 1,100,821 3,100,821 3,021,221 3,021,221 2,521,221 Sub -Total Expenditures 3,212,740 4,235,036 6,516,098 6,551,661 6,609,133 6,205,937 Transfers Out: Capital Improvement Projects 553,107 725,000 595,000 495,000 675,000 1,320,000 ')Debt Service Transfers 5,500,000 1,100,821 3,100,821 1,021,221 1,021,221 1,021,221 Interfund Loan Repayment to Landfill 221,444 228,364 235,310 242,467 249,736 257,438 Sub -Total Transfers Out 6,274,551 2,054,185 3,931,131 1,758,688 1,945,957 2,598,659 Total Expenditures & Transfers Out $ 9,487,291 $ 6,289,221 $ 10,447,229 $ 8,310,349 $ 8,555,090 $ 8,804,596 Fund Balance, June 30 $ 10,742,693 $ 11,082,223 $ 12,222,373 $ 10,937,211 $ 9,486,694 $ 7,786,670 Restricted / Committed /Assigned 5,885,583 5,500,000 5,500,000 3,500,000 1,500,000 (0) Unassigned Balance $ 4,857,110 $ 5,582,223 $ 6,722,374 $ 7,437,212 $ 7,986,694 $ 7,786,670 % of Revenues & Transfers In 29% 84% 58% 106% 112% 110% 1) Same Fund Transfers ON Vel C7:/ 1► ICYQ a A 01TA I Is]► 61 The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The Division oversees the operation of six ramps, five surface lots, downtown loading zones, on -street (metered) parking, and on -street parking in the near downtown areas. Parking Services enforces parking regulations in the central business district and surrounding areas, while the Police Department enforces parking regulations in residential areas. The Division's budget is organized into four activities: Parking Administration Parking Administration personnel consists of a 25% cost share of the Transportation Services Administration budget, 2.50 FTE Operations Supervisors, 0.38 FTE Operations Specialist, and 0.75 Customer Service Representative positions. Administration oversees the operation of: On -Street and Parking Lot Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for those that are looking to have short visits to shop, dine, etc., in downtown Iowa City. Meter terms become longer as you move further away from the downtown core. The Parking Division also operates the following parking lots: North Area • Schumann Lot (near Market & Dubuque) • Market Street Lot (Blue Bird Cafe) Parking Ramp Operations Cashiered Garages: Central Area • Recreation Center Lot • Burlington Street Lot (near Mill Restaurant) South Area • Maiden Lane Parking Lot (west of Gilbert Street) • Dubuque Street Garage (Burlington Street & Dubuque Street) One block south of the Public Library • Capitol Street Garage (Burlington Street & Capitol Street) Adjoins Old Capitol Town Center Unattended Garages: • Chauncey Swan Garage (Washington Street across from City Hall) • Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility • Court Street Transportation Center (Dubuque and Court Street) mixed-use commercial/parking facility. Managed by the Transit Division • Harrison Street Garage (Harrison Street & Dubuque Street) mixed-use residential/public parking facility opened April of 2017 W-3 Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds and the Harrison Street lease -purchase agreement, which are repaid with parking revenue. HIGHLIGHTS • Completed fifth year of First Hour Free resulting in over 1.1 million hours of free parking • Issued RFP with University of Iowa to implement a bicycle sharing program • There were 131,545 total digital parking transactions (Passport app) for a total of $262,170 in FY18. Recent Accomplishments: • Completed $400,000 5 -year ramp restoration project • Additional moped and motorcycle parking Staffing: Upcoming Challenges: • Multiple high-density mixed-use/ residential developments coming online • Access and revenue equipment approaching 10 years of service • Increased near -downtown neighborhood residential parking demands • Integrating bike share bicycle parking in the right-of-way Staffing Level Change Summary: Parking Ramp Operations eliminated 1.75 FTE Cashiers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. MR FY2018 FY2019 FY2020 Total FTE's 21.63 21.38 19.63 Staffing Level Change Summary: Parking Ramp Operations eliminated 1.75 FTE Cashiers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. MR Financial Highlights: Parking Administration services expenditures increased by $191,450 or 21.7% due to an increase in financial service and charges and administrative services costs. On Street Services capital outlay decreased by $52,969 in fiscal year 2020 due to the EV Charging Stations and power washer budgeted in fiscal year 2019. 0n1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Encourage a Vibrant and Walkable Urban Core Department Goal: Provide convenient parking options. Department Objective: Increase transient hours parked in downtown on -street and off- street spaces. Performance Measures: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Relations Increase convenience and access for parking customers. Increase credit card usage as a payment mechanism to 75%. Credit Card Usage —Access Controlled Facilities FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 62% 67% 70% 71% 74% 0..1 Activity Summary Activity: Parking Administration (810110) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: $ 487,872 $ 361,437 $ 358,746 $ 384,358 $ 389,450 $ Use Of Money And Property Services 818,224 826,991 1,005,164 881,204 Interest Revenues $ 35,348 $ 35,397 $ 123,441 $ 35,400 $ 123,441 $ 123,441 Miscellaneous 5,500 5,610 Capital Outlay - - - Parking Fines 198,370 221,917 155,488 221,920 155,490 155,490 Other Misc Revenue 14,905 3,254 (2,471) - - - Other Financial Sources 2018 2019 2020 Assoc Dir -Trans Service Sale Of Assets 5,500,000 - 2,679,169 - - - Total Revenues $ 5,748,623 $ 260,567 $ 2,955,627 $ 257,320 $ 278,931 $ 278,931 Expenditures Personnel $ 487,872 $ 361,437 $ 358,746 $ 384,358 $ 389,450 $ 401,134 Services 818,224 826,991 1,005,164 881,204 1,072,654 1,094,107 Supplies 1,100 96 633 - 5,500 5,610 Capital Outlay - - - 6,000 - - Total Expenditures $ 1,307,195 $ 1,188,524 $ 1,364,542 $ 1,271,562 $ 1,467,604 $ 1,500,851 Personnel Services - FTE 2016 2017 2018 2019 2020 Assoc Dir -Trans Service 0.50 - - - - Customer Service Rep - Transp. Sew. 1.00 1.00 0.75 0.75 Operations Supv - Trans Sew 2.50 2.50 2.50 2.50 2.50 Operations Specialist - Transp. Sew. 0.38 0.38 0.38 0.38 0.38 Transportation and Res Mgmt Director 0.50 - - - - Total Personnel 3.88 3.88 3.88 3.63 3.63 Capital Outlay 2018 2020 Copier $ 6,000 $ - Total Capital Outlay $ 6,000 $ - 0-N Activity Summary Activity: On Street Operations (810120) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services Revenues: Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Customer Service Rep - Pkg Electronics Technician - Transp. Sew. MW II -Transportation Sew. Parking Enforcement Attendant Total Personnel Capital Outlay EV Charging Stations Hot Power Washer Coin Counter Paint Striper Bike racks - replacement/expansion Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Project S 1,637,424 $ 1,701,595 $ 1,635,719 $ 1,686,370 $ 1,641,380 $ 1,641,380 104 (283) (133) 2,850 - - - - - $ 1,640,378 $ 1,701,312 $ 1,635,585 $ 1,686,370 $ 1,641,380 $ 1,641:78-0- $ 466,062 $ 422,139 $ 429,708 $ 557,501 $ 587,042 $ 604,653 275,559 283,639 366,126 293,348 267,496 272,846 12,015 10,250 7,137 12,258 9,394 9,582 - 33,563 5,831 72,969 20,000 30,000 $ 753,636 $ 749,591 $ 808,802 $ 936,076 $ 883,932 $ 917,081 2016 2017 2018 2019 2020 1.50 - - - - 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 5.00 9.50 8.00 8.00 8.00 8.00 2019 2020 $ 39,169 $ 11,800 9,500 7,500 5,000 20,000 $ 72,969 $ 20,000 0.191 Activity Summary Activity: Parking Ramp Operations (810140) Fund: Parking (7100) Division: Parking Operations Department: Transportation Services Revenues: Charges For Fees And Services Refuse Charges Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Cashier - Parking M.W. I - Parking Systems Sr M.W. - Parking & Transit Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Project $ - $ - $ 175 $ - $ 180 $ 180 3,602,457 3,529,228 3,857,285 4,025,260 4,127,860 4,127,860 25,450 36,823 37,885 35,016 35,000 35,000 $ 3,627,907 $ 3,566,051 $ 3,895,345 $ 4,060,276 $ 4,163,040 $ 4,163,040 $ 577,978 $ 574,444 $ 544,767 $ 680,365 $ 568,081 $ 585,123 501,974 560,415 641,010 621,141 651,090 664,112 46,797 43,320 44,695 21,296 17,205 17,549 25,160 17,920 11,460 - - - $ 1,151,908 $ 1,196,100 $ 1,241,932 $ 1,322,802 $ 1,236,376 $ 1,266,784 2016 2017 2018 2019 2020 6.75 6.75 6.75 6.75 5.00 2.50 2.50 2.50 2.50 2.50 0.50 0.50 0.50 0.50 0.50 9.75 9.75 9.75 9.75 8.00 0-Y'l Activity Summary Activity: Parking Debt Service (810180) Fund: Parking (7101) Division: Parking Operations Department: Transportation Services Transfers In: Debt Service Transfer (From Restricted Parking Impact Fees to Restricted for Debt Service) Debt Service Transfer (From Parking Unrestricted to Restricted for Debt Service) Total Revenues & Transfers In Expenditures: Lease -purchase Payments Total Expenditures 2016 2017 Actual Actual $ - $ 385,583 $ 2018 2019 Actual Revised 2020 2021 5,500,000 715,238 3,100,821 1,021,221 1,021,221 1,021,221 $ 5,500,000 $ 1,100,821 $ 3,100,821 $ 1,021,221 $ 1,021,221 $ 1,021,221 $ - $ 1,100,821 $ 3,100,821 $ 3,021,221 $ 3,021,221 $ 2,521,221 $ - $ 1,100,821 $ 3,100,821 $ 3,021,221 $ 3,021,221 $ 2,521,221 O -W Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2019 FY2020 FY2021 Issue 2017 Parking System Lease -Purchase 15,497,867 2035 11,958,305 1,021,221 1,021,221 1,021,221 Agreement Total - Parking Revenue Bonds 11,958,305 1,021,221 1,021,221 2,122,043 0.11 * Lease Purchase Agreement call provisions: In whole: -No call until June 1, 2024 -At 102% on any interest payment date from June 1, 2024 to May 31, 2026 -At par on any interest payment date or after June 1, 2026 In part: -Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. Project Amount Harrison Street Parking Garage $ 15,497,867 aim 2017 Parking System Lease -Purchase Agreement Principal: $15,497,867 Dated: April 11, 2017 Callable: See footnote* Fiscal Year Principal Payments Interest Total Parking Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2019 545,281 475,941 1,021,221 1,021,221 11,958,305 3.98% 2020 1 566,983 454,238 1,021,221 1 1,021,221 11,413,024 3.98% 2021 589,549 431,672 1,021,221 1,021,221 10,846,041 3.98% 2022 613,013 408,208 1,021,221 1,021,221 10,256,492 3.98% 2023 637,411 383,810 1,021,221 1,021,221 9,643,479 3.98% 2024 662,780 358,442 1,021,221 1,021,221 9,006,069 3.98% 2025 689,158 332,063 1,021,221 1,021,221 8,343,289 3.98% 2026 716,587 304,634 1,021,221 1,021,221 7,654,130 3.98% 2027 1 745,107 276,114 1,021,221 1,021,221 6,937,543 3.98% 2028 774,762 246,459 1,021,221 11021,221 6,192,436 3.98% 2029 805,598 215,623 1,021,221 1,021,221 5,417,674 3.98% 2030 837,661 183,561 1,021,221 1,021,221 4,612,076 3.98% 2031 871,000 150,222 1,021,221 1,021,221 3,774,415 3.98% 2032 905,665 115,556 1,021,221 1,021,221 2,903,416 3.98% 2033 941,711 79,510 1,021,221 1,021,221 1,997,750 3.98% 2034 1 979,191 42,030 1,021,221 1,021,221 1 1,056,039 3.98% 2035 76,848 1 3,059 79,907 79,907 76,848 3.98% Totals 11,958,305 4,461,143 16,419,448 16,419,448 * Lease Purchase Agreement call provisions: In whole: -No call until June 1, 2024 -At 102% on any interest payment date from June 1, 2024 to May 31, 2026 -At par on any interest payment date or after June 1, 2026 In part: -Beginning June 1, 2018, and once per year thereafter (only on June 1), the City may prepay up to an additional $2,000,000 of principal (above the originally scheduled amount of principal then due) without penalty. Any such prepayment shall be applied in inverse order of maturity. Project Amount Harrison Street Parking Garage $ 15,497,867 aim IIM10I11112A 1kiU7 The Transit Fund accounts for the operations of the City's public transportation operations. The Transit enterprise fund utilizes user fees, property taxes, and State and Federal funding to provide transportation services throughout the City including para -transit services. In fiscal year 2018, total fund balance decreased by 4.2% or $267,942 over fiscal year 2017 to $6,159,100 primarily due to increased capital outlay expenditures. The fiscal year 2019 projected total fund balance is estimated to increase by 5.23% or $322,324 from fiscal year 2018 to $6,481,424. Total fund balance is budgeted to grow by 7.6% or $491,324 in fiscal year 2020 to $6,972,748. The increases in fund balance are due to the net revenues being generated by the Court Street Transportation Center. Fund Balance (1) $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 FY2016 FY2017 FY2018 FY2019 FY2020 ■Assg ned 049 $ $1,287,299 $1275777,476 $3913,476 4;093,476 ■Unassigned $4,168,088 $5,151,993 $5,381,624 $2,567,948 $2,879,273 (1) FY19 and FY20 figures are estimates The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2020, the assigned fund balance is estimated at $4,093,476. Funds are transferred from the Transit operations to the replacement reserve to cover 20% of depreciation expense for buses and facilities. Grants typically cover about 80% of the cost of replacement, and the replacement reserves are expected to cover the remaining 20%. Twelve bus replacements were completed in fiscal year 2018 which slightly reduced the assigned fund balance from fiscal year 2017. In fiscal year 2019, $3.2 million is budgeted to be transferred to the replacement reserves. 0-1a Revenues: The Transit fund is funded through several revenue sources: • Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally -funded, application -based grant program, with annual allocations. This is 34% of fiscal year 2020 budgeted revenue. • Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including "a tax for the operation and maintenance of a municipal transit system..." Iowa City transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund. • Bus Fares: Fares amount to 27.9% of the Transit fund revenue. No fare increases are being proposed for fiscal year 2020. • Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($85 per month) parking as well as rent from the commercial properties. • Other Revenue: The Transit fund also receives revenue from advertising and other miscellaneous sources. Fiscal year 2020 revenue is projected to decrease from the fiscal year 2019 revised revenue estimates by 2.7%. The decrease is related to a decrease in state and federal revenue and a slight decrease in transit fees collected. 48.2% of the Transit Fund's revenue comes from intergovernmental funding in fiscal year 2020. $9.000, 000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $o Revenue Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■ Chargesfor Services ■Intergovernmental ■Use of Money & Property ■Miscellaneous ■ Othe r Financial Sources The Transit Property Tax Levy (including State backfill funds) estimated at $3,707,905 will be transferred into the Transit fund from the General fund in fiscal year 2020. Combined with the funding from other governments, approximately $5.83 million of the $8.38 million in revenues and transfers in or 69.5% is from sources of revenue that are not generated by the transit operations. This is a similar ratio to fiscal year 2019 funding. Expenditures: Fiscal year 2020 budgeted expenditures represent an 1 % increase from the fiscal year 2019 revised expenditure budget. The increase is related to cost of living increases and adjustments for inflation. $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,x00 5 Expenditure Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected Long-term Projections: 5„nd„r..e. $12 $11 $18 E $9 $8 $7 ■Pewnnel ■Services ■Supplies ■CapRal Outlay Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Pmjec�d 2025 Projected +Total Expenses ToralRevenue Transit charges for service revenue is projected flat for future years with any increases coming from increases in the Transit Property Tax Transfer In. Transit Property Taxes are projected with taxable valuation growth of 3% in 2021, 2.68% in 2022, 2.7% in 2023, 2.28% in 2024 and 3.29% in 2025. Odd numbered years are re -valuation years, which lead to higher growth. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. The large spike in expenditures in fiscal year 2022 is due to the Capital Projects Transfer Out for the expected new Transit Facility. Transit (7150 - 7151) Fund Summary Transfers In: 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 4,762,385 $ 5,455,387 $ 6,427,042 $ 6,159,100 $ 6,481,424 $ 6,972,748 Revenues: 3,819,142 Transfer In - Operations to Reserve 84,611 Use Of Money And Property 390,222 3,231,000 275,000 Interest Revenues $ 18,684 $ 28,398 $ 76,563 $ 28,400 $ 76,563 $ 76,563 Rents 132,007 135,943 138,761 147,270 145,699 145,699 Intergovernmental 7,775,165 $ 8,153,088 $ 12,042,986 $ 11,333,203 Fed Intergovnt Rev 1,494,411 1,622,763 2,616,326 1,622,763 1,497,900 1,497,900 Other State Grants 908,857 1,007,611 3,298,477 612,770 585,200 585,200 Local 28E Agreements 39,181 36,945 37,622 38,750 38,750 38,750 Charges For Fees And Services $ 434,033 $ 466,368 $ 476,880 Transit Fees 1,296,204 1,260,923 1,225,688 1,260,920 1,225,690 1,225,690 Misc Charges For Svc 2,263 1,578 1,285 11,577 1,290 1,290 Refuse Charges 100 74 291 - - - Parking Charges 629,212 653,543 812,026 739,840 757,170 757,170 Miscellaneous 197,031 184,873 200,873 Printed Materials 30 - - - - - Misc Merchandise 101 698 177 700 180 180 Other Misc Revenue 58,091 61,663 69,093 61,080 72,560 72,560 Other Financial Sources 7,617,583 7,714,755 Transfers Out: Sale Of Assets 3,245 2,500 - - - - Sub -Total Revenues 4,582,385 4,812,638 8,276,309 4,524,070 4,401,002 4,401,002 Transfers In: Transfer In- Transit Property Tax Levy 3,108,169 3,271,633 3,376,455 3,578,133 3,707,905 3,819,142 Transfer In - Operations to Reserve 84,611 68,817 390,222 3,231,000 275,000 180,000 Sub -Total Transfers In 3,192,780 3,340,450 3,766,677 6,809,133 3,982,905 3,999,142 Total Revenues & Transfers In $ 7,775,165 $ 8,153,088 $ 12,042,986 $ 11,333,203 $ 8,383,907 $ 8,400,144 Expenditures: Transit Admin $ 432,349 $ 381,185 $ 428,760 $ 434,033 $ 466,368 $ 476,880 Transit Operations 4,483,113 4,668,343 5,157,570 5,337,470 5,305,287 5,445,583 Fleet Maintenance 1,459,580 1,222,269 1,417,846 1,493,503 1,550,056 1,587,073 Court St Transportation Center 168,777 179,910 197,031 184,873 200,873 205,219 Replacement Reserve 374,083 475,909 4,719,500 95,000 95,000 - Sub -Total Expenditures 6,917,901 6,927,616 11,920,706 7,544,879 7,617,583 7,714,755 Transfers Out: Capital Project Fund 50,000 185,000 - 235,000 - 50,000 InterFund Loan Repay Landfill 29,651 - - - - - Reserve Transfers Out 84,611 68,817 390,222 3,231,000 275,000 180,000 Sub -Total Transfers Out 164,262 253,817 390,222 3,466,000 275,000 230,000 Total Expenditures & Transfers Out $ 7,082,163 $ 7,181,433 $ 12,310,928 $ 11,010,879 $ 7,892,583 $ 7,944,755 Fund Balance, June 30 $ 5,455,387 $ 6,427,042 $ 6,159,100 $ 6,481,424 $ 6,972,748 $ 7,428,137 Restricted / Committed /Assigned 1,287,299 1,275,049 777,476 3,913,476 4,093,476 4,273,476 Unassigned Balance $ 4,168,088 $ 5,151,993 $ 5,381,624 $ 2,567,948 $ 2,879,273 $ 3,154,661 % of Revenues & Transfers In 54% 63% 45% 23% 34% 38% ORY, I I Net► 111119101 a A Nei I Is] 61 The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. The division's budget is organized into five activities: Transit Administration Transit Administration personnel consists of a 45% cost share of the Transportation Services Administration budget, a .50 FTE Operations Supervisor, and a .75 FTE Customer Service Representative. Administration oversees the operation of: Transit Operations (fixed -route and paratransit services) Iowa City Transit fixed route operations include 20 routes during weekday peak service within the corporate limits of Iowa City and University Heights. Fixed route bus service is operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from 5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways while providing hourly service during off-peak and Saturdays. Complimentary paratransit service is provided mirroring the hours of operation of the fixed route service. These services are contracted through an agreement with Johnson County SEATS with vehicles provided by the City of Iowa City. Fleet Maintenance Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 13 para -transit buses, all of which are ADA accessible. Court Street Transportation Center In addition to operating the public transit services, Iowa City Transit also operates the Court Street Transportation Center. This multi -use facility houses a 600 space parking facility and four commercial properties. This facility was FTA funded resulting in all revenues being directed to the transit fund. Replacement Reserve This reserve holds fund for the replacement of buses and facilities. Funds equal to 20% of the accumulated depreciation of the City's bus fleet and maintenance facility are maintained in this reserve to be used as a match for state or federal grants. This reserve also accounts for the replacement grants and purchases activity. ORN HIGHLIGHTS • Provided 1.5 million passenger trips in fiscal year 2018 • Provided service covering nearly 704,000 miles and 54,000 hours • Contracted para -transit service provided 86,696 passenger trips in fiscal year 2018 Recent Accomplishments: • 11 new 40' fixed route buses with a new paint scheme were put into service • Renewed para -transit contract with Johnson County • Kicked off bus shelter revitalization program Staffing: Upcoming Challenges: • May begin to see impact on transit levy from property tax reform • Obtaining federal funding for replacement and relocation of transit maintenance and storage facility • Managing increasing parking demands at the Court Street Transportation Center • Comprehensive transit system route study Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Transit Operations service expenditures decreased by $92,383 or 4.7% in the fiscal year 2020 budget due to the inclusion of $200,000 in the fiscal year 2019 for a transit system route study. This was partially offset by an increase in paratransit expenses in fiscal year 2020. Supplies expenditures increased in Fleet maintenance by $104,873 due to increased fuel costs. Capital outlay expenditures in the replacement reserves include $95,000 in both fiscal year 2019 and fiscal year 2020 for the purchase of one new paratransit bus in each year. «x3 FY2018 FY2019 FY2020 Total FTE's 50.63 50.38 50.38 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Transit Operations service expenditures decreased by $92,383 or 4.7% in the fiscal year 2020 budget due to the inclusion of $200,000 in the fiscal year 2019 for a transit system route study. This was partially offset by an increase in paratransit expenses in fiscal year 2020. Supplies expenditures increased in Fleet maintenance by $104,873 due to increased fuel costs. Capital outlay expenditures in the replacement reserves include $95,000 in both fiscal year 2019 and fiscal year 2020 for the purchase of one new paratransit bus in each year. «x3 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City Department Goal: Provide safe, courteous, and quality transportation services. Department Objective: Increase Rides per Revenue Hour to 37. Performance Measures: Riders per Revenue Vehicle Hour 1 35.20 1 36.85 1 30.95 28.40 I 2777 Community Survey results of the percent rated positively Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Bus or Transit Services* N/A N/A N/A 63% N/A *Community Survey conducted during FY 2013 and FY 2017 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Increase fare-box/expense ratio. Fare -box revenues to cover 33% of operating costs. (Fare-box/Expense Ratio 1 29% 1 31% 1 27% 1 25% 1 22% 1 31*E! Activity Summary Activity: Transit Admin (810210) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Miscellaneous Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Transfers In: Transfer In - Transit Property Tax Levy Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Assoc Dir -Trans Service Customer Service Rep - Trans Sery Operations Supv - Trans Sery Transportation and Res Mgmt Director Total Personnel $ 18,684 $ 28,398 $ 76,563 S 28,400 $ 76,563 $ 76,563 30 (3,562) - - - - - 2,700 2,500 - - - - 3,108,169 3,271,633 3,376,455 3,578,133 3,707,905 3,819,142 $ 3,126,021 $ 3,302,531 $ 3,453,018 $ 3,606,533 $ 3,784,468 $ 3,895,705 $ 260,231 $ 116,358 $ 119,213 $ 115,206 $ 118,519 $ 122,074 171,814 264,781 309,411 318,827 347,849 354,806 304 46 136 - - - $ 432,349 $ 381,185 $ 428,760 $ 434,033 $ 466,368 $ 476,880 2016 2017 2018 2019 2020 0.50 - - - - 0.50 1.00 1.00 0.75 0.75 0.50 0.50 0.50 0.50 0.50 0.50 - - - - 2.00 1.50 1.50 1.25 1.25 WX Activity Summary Activity: Transit Operations (810220) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services Revenues: Intergovernmental Fed Intergovnt Rev Other State Grants Local 28E Agreements Charges For Fees And Services Transit Fees Misc Charges For Svc Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Proiecl $ 1,494,411 $ 1,622,763 $ 1,497,897 $ 1,622,763 $ 1,497,900 $ 1,497,900 600,242 612,769 585,201 612,770 585,200 585,200 39,181 36,945 37,622 38,750 38,750 38,750 1,296,204 1,260,923 1,225,688 1,260,920 1,225,690 2,263 1,578 1,285 11,577 1,290 844 8,495 8,460 1,225,690 1,290 8,460 545 - - - - - $ 3,432,846 $ 3,535,822 $ 3,356,188 $ 3,546,780 $ 3,357,290 $ 3,357,290 $ 2,998,808 $ 3,139,515 $ 3,215,007 $ 3,345,960 $ 3,419,073 $ 3,521,645 1,455,587 1,504,339 1,763,895 1,962,618 1,870,235 1,907,640 28,718 24,489 30,710 13,892 15,979 16,299 - - 147,958 15,000 - - $ 4,483,113 $ 4,668,343 $ 5,157,570 $ 5,337,470 $ 5,305,287 $ 5,445,583 Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. I - Transit 2.00 2.00 2.00 2.00 2.00 Transit Operator 37.75 37.75 37.75 37.75 37.75 M.W. II - Transit 1.00 1.00 1.00 1.00 1.00 Operations Supervisor - Transp. Sew. 1.00 1.00 1.00 1.00 1.00 Operations Specialist - Transp. Sew. 0.38 0.38 0.38 0.38 0.38 Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50 Total Personnel 42.63 42.63 42.63 42.63 42.63 Capital Outlay Bus wraps Total Capital Outlay 2019 2020 $ 15,000 $ $ 15,000 $ Activity Summary Activity: Fleet Maintenance (810230) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services Revenues: Charges For Fees And Services Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Mechanic II - Transit Mechanic III - Transit Operations Supv - Trans Sew Parts/Data Entry Clk - Transit Total Personnel 2016 2017 2018 2019 Actual Actual Actual Revised $ 100 $ 74 $ 291 $ 2020 2021 101 698 177 700 180 180 5,742 4,078 999 4,080 1,000 1,000 $ 5,943 $ 4,850 $ 1,467 $ 4,780 $ 1,180 $ 1,180 $ 548,460 $ 534,729 $ 518,306 $ 600,206 $ 601,660 $ 619,709 241,651 53,500 156,994 131,533 81,759 83,394 669,469 634,040 742,546 761,764 866,637 883,970 $ 1,459,580 $ 1,222,269 $ 1,417,846 $ 1,493,503 $ 1,550,056 $ 1,587,073 2016 2017 2018 2019 2020 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 «1n Activity Summary Activity: Court St Transportation Center (810240) Fund: Transit (7150) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Rents Charges For Fees And Services Parking Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. I - Parking Systems Total Personnel $ 132,007 $ 135,943 $ 138,761 $ 147,270 $ 145,699 $ 145,699 629,212 653,543 812,026 739,840 757,170 757,170 55,911 56,741 59,600 57,000 63,100 63,100 $ 817,130 $ 846,227 $ 1,010,387 $ 944,110 $ 965,969 $ 965,969 $ 29,969 $ 30,615 $ 31,597 $ 31,991 $ 32,839 $ 33,824 136,748 147,896 163,979 151,940 167,206 170,550 2,059 1,399 1,455 942 828 845 $ 168,777 $ 179,910 $ 197,031 $ 184,873 $ 200,873 $ 205,219 2016 2017 2018 2019 2020 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 01I7 Activity Summary Activity: Replacement Reserve (810280/810290) Fund: Transit (7151) Division: Public Transportation Department: Transportation Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: Intergovernmental Fed Intergovnt Rev Other State Grants Other Financial Sources Transfer In from Transit Operations Total Revenues & Transfers In Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay SEATS Bus Total Capital Outlay $ - $ - $ 1,118,429 $ - $ - $ - 308,615 394,842 2,713,276 - - - 84,611 68,817 390,222 3,231,000 275,000 180,000 $ 393,226 $ 463,659 $ 4,221,927 $ 3,231,000 $ 275,000 $ 180,000 $ - $ 192 $ - $ - $ - $ - - - 7,396 - - - 374,083 475,718 4,712,104 95,000 95,000 - $ 374,083 $ 475,909 $ 4,719,500 $ 95,000 $ 95,000 $ - 2019 2020 $ 95,000 $ 95,000 $ 95,000 $ 95,000 013*1 PIVE&II ATIVIA I A M III LI 111 The Wastewater Fund accounts for the business -like operations of the City's wastewater/sewer utility. The wastewater utility operates the City's waste treatment plant, the sewage lift stations, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater Fund is primarily supported through user fees. The wastewater operations have been undergoing a major transformation over the last few years. The City completed a major expansion of the South Wastewater Treatment Plant during fiscal year 2015, and all of the City's sewage treatment operations were consolidated at the South Plant. The project cost was $55 million, and was funded from $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. A project to demolish and remove the North Treatment Plant and establish wetlands and a park was started in fiscal year 2015 at an estimated cost of $6 million with the assistance of a State sales tax flood mitigation grant. The Wastewater Fund provided a $6 million loan to the Capital Projects Fund for the demolition of the North Wastewater Treatment Plant in fiscal year 2015. This loan is being repaid with the State sales tax flood mitigation grant. The loan payment schedule is as follows: Year Principal Interest Payment Balance Rate 2015 200,000 166,598 366,598 5,800,000 0.17% 2016 200,000 166,258 366,258 5,600,000 0.28% 2017 225,000 165,698 390,698 5,375,000 0.47% 2018 975,000 164,640 1,139,640 4,400,000 0.78% 2019 1,475,000 67,708 1,542,708 2,925,000 1.21% 2020 1,750,000 49,860 1,799,860 1,175,000 1.56% 2021 1,175,000 22,560 1,197,560 - 1.92% 6,000,000 803,321 6,803,321 Fund Balance: The Wastewater Fund's unassigned fund balance at fiscal year 2018 year-end was lower than fiscal year 2017 by approximately 0.6%. This decrease was primarily due to the transfer of unassigned fund balance for the early call of the 2010A Sewer Revenue Capital Loan Notes on July 1, 2018. aoX Fund Balance (1) (1) FY19 and FY20 figures are estimated In fiscal years 2019, unassigned fund balance is expected to increase by $2,292,992 or 21.3%, and in fiscal year 2020, unassigned fund balance is expected to increase $1,074,472 or 8.2% to $14,135,867. These increases are primarily due to the accelerated repayment of the Capital Projects Fund loan starting in fiscal year 2018 and decreasing Debt Service payments. The Wastewater Fund also maintains restricted fund balance reserves due to its outstanding revenue bonds. These funds are restricted in accordance with revenue bond covenants. Bond covenant requirements are monitored annually on an accrual basis and reported in the City's Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $6,245,068 in fiscal year 2019. This is a decrease of $3,745,638 from fiscal year 2018. This decrease is due to the early call of the 2010A Sewer Revenue Capital Loan Notes budgeted in fiscal year 2019. :1 [By, Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for ii ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the fiscal year 2020 budgeted revenue decreased from the 2019 revised budget due to the loss of Proctor & Gamble, one of the Fund's major customers. No changes to the City's sewer rate structure are proposed in the fiscal year 2020 budget. $25,ODD,DDD $2D,0DD,DOD $15,0Do,DOD $1D,0Do,DOD $5, DDC), Dao $o Revenue Trends 2D16 Actual 2017 Actual 2D18 Actual 2019 Revised 2D20 Budget 2021 Projected ■ Chargesfor Services Other Financial Sources 0 License s and Permits ■ Intergovernmental ■ 1 se of Vo iey & Property ■ Miscellaneous Use of Money & Property primarily consists of interest on investments. sora Expenditures: The fiscal year 2020 budgeted expenditures, not including debt service, are estimated to be 0.2% higher than the fiscal year 2019 expenditures. This is primarily due to cost of living increases within wages and benefits. Expenditure Trends $25,00D,ODD $20,00D,ODD $15,00D,ODD $10,00D,ODD $S,ODD,OOD S 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■Personnel ■Services ■Supplies ■Capital Outlay ■Debt Service 30.5% of the Wastewater Fund's expenditures are for revenue bond principal and interest payments. aoxj Lona -term Projections: r.md cvcacwnec Fund $eo $17.5 $15 $12.5 $10 Total Revenues vs. Expenditures 2 02 0 Prof cc ted 202L Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +Total Expenses �TotalRevenue Future Charges for Services revenues for Wastewater are projected forward based on an account growth rate of 1%. The overall net decrease in total projected revenue is the result of the payoff of an interfund loan to made to the Capital Projects fund in fiscal year 2021 and a reduction in debt service transfers. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures are expected to decrease from fiscal year 2020 to fiscal year 2023 as a result of reduced Transfers Out to the Capital Projects Fund. The City has budgeted for Wastewater Capital Projects of $2.9 million in fiscal year 2020, $1.9 million in fiscal year 2021 and $1.8 million in fiscal year 2022. This decrease is also due to lowered debt service requirements. :1111! Fund Balance, July 1 Revenues: Licenses And Permits Misc Permits & Lic Intergovernmental Disaster Assistance Use Of Money And Property Interest Revenues Royalties & Commiss Charges For Fees And Services Misc Charges For Svc Wastewater Charges Refuse Charges Miscellaneous Misc Merchandise Other Misc Revenue Other Financial Sources Debt Sales Sale Of Assets Sub -Total Revenues: Transfers In: Interfund Loans Misc Transfers In i) Bond Ordinance Trans Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Wastewater Administration Wastewater Treatment Plant Ops Lift Stations Wastewater Collection Systems Wastewater Debt Service Sub -Total Expenditures Transfers Out: Capital Project Fund i) Debt Service Funding Sub -Total Transfers Out Wastewater (7200 - 7201) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 19,788,658 $ 30,106,671 $ 25,193,872 $ 20,759,108 $ 19,306,462 $ 20,438,235 $ 7,483 $ 10,228 $ 9,436 $ 10,230 $ 9,440 $ 9,440 - - 810 - - 289,792 307,295 392,263 209,308 277,483 277,483 211 159 205 160 200 200 1,566 192 1,950 190 500 500 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 62 687 2,564 690 1,000 1,000 - 135 - 140 - - 77,726 139,212 77,373 139,220 48,133 48,133 10,101,495 5,130,632 - - - - - 18,392 9,648 - - - 22,742,715 17,883,190 13,115,285 12,636,588 11,768,312 11,768,312 200,000 225,000 975,000 1,475,000 1,750,000 1,175,000 - - 452 - 1,000 1,000 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 4,923,813 4,695,322 6,184,314 4,458,412 4,686,300 4,037,950 $ 27,666,528 $ 22,578,511 $ 19,299,599 $ 17,095,000 $ 16,454,612 $ 15,806,262 $ 1,696,933 $ 1,774,490 $ 1,783,275 $ 1,898,352 $ 1,916,022 $ 1,957,682 3,385,408 3,313,192 3,436,253 3,609,958 3,599,139 3,746,359 105,561 186,624 155,328 218,764 216,955 221,294 734,546 815,102 782,131 828,610 837,423 863,671 4,751,636 15,171,341 9,581,769 6,729,050 2,878,000 2,878,625 10,674,084 21,260,750 15,738,755 13,284,734 9,447,539 9,667,631 1,950,000 1,760,239 2,786,745 2,279,500 2,940,000 1,870,000 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 6,673,813 6,230,560 7,995,607 5,262,912 5,875,300 4,731,950 Total Expenditures & Transfers Out $ 17,347,897 $ 27,491,310 $ 23,734,362 $ 18,547,646 $ 15,322,839 $ 14,399,581 Fund Balance, June 30 $ 30,107,288 $ 25,193,872 $ 20,759,108 $ 19,306,462 $ 20,438,235 $ 21,844,916 Prior Year Accounting Adjustment (617) - - - - - Adjusted Fund Balance, June 30 30,106,671 25,193,872 20,759,108 19,306,462 20,438,235 21,844,916 Restricted / Committed /Assigned 19,934,001 14,363,613 9,990,706 6,245,068 6,302,368 6,285,693 Unassigned Balance $ 10,172,670 $ 10,830,259 $ 10,768,403 $ 13,061,395 $ 14,135,867 $ 15,559,223 % of Revenues & Transfers In 37% 48% 56% 76% 86% 98% 1) Same Fund Transfers required by bond covenants HIR IVi4E&IIATi%SIA:iIall :FA Ik41A►1119101aANAIIs] ki&? 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 plant, and the local environment. Wastewater Treatment processes an average of 10.5 million gallons of wastewater per day. Staff members measure and report 120 different tests per month to the Iowa Department of Natural Resources (DNR) for both influent waste and treated effluent. Other major work elements for this division include sewer main repairs, preventative maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The division's budget is organized into four activities: Wastewater Administration Wastewater Administration administers Wastewater division policies, procedures, budget and manages Wastewater division personnel. Wastewater Administration coordinates Wastewater division activities with other City departments and divisions. Administration oversees the wastewater treatment plant, collections, and lift stations. Wastewater Treatment Plant Operations The Wastewater Division operates and maintains one treatment plant. The Plant (f.k.a. as the "South Plant"), located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The North Plant was in service for 79 years and the site has been decommissioned and restored. Lift Stations The Wastewater Division operates and maintains 18 wastewater lift stations and 5 storm water stations throughout the city. The wastewater lift stations work in conjunction with the wastewater collection system. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. The storm water lift stations are facilities designed to move storm water from flood protection areas to receiving streams thereby reducing the threat of flood damage to private and public property. HIN Wastewater/Storm water Collection Systems The Wastewater Division maintains 300 miles of sanitary sewers and 110 miles of dedicated storm sewers. The wastewater collection system works in conjunction with the wastewater lift stations. The storm water collection system works in conjunction with the storm water lift stations and point of discharge to receiving streams. The sanitary sewer and storm water collection systems are maintained by jetting and vacuuming. Portions are periodically televised to determine status and to calculate repair priorities. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. :1[CIO 14[CIO III K Recent Accomplishments: • Construction to Install 3 biosolids dewatering presses (BFP's), including ventilation system and sludge feed pumps and related construction is nearing completion. BFP 3 has been in operation since early 2018, and BFP's 1 & 2 in operation since Summer 2018. We currently are operating the BFP's through extended performance testing to insure they meet the requirements of the construction documents. • Bid let for the design of the replacement of existing 1.5KW Generator with a 2KW generator, that will operate the full plant electrical load in emergency conditions. Should let for construction in the next two months with completion in one year. • Replace the rake mechanisms in selected primary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Install HEX 8502 replacement as per the evaluation report, • Continue with the yearly sewer maintenance program. • Influent channel improvement to minimize grit deposition in channel are underway with construction completion early winter 2018. • Foster Road extension east of Dubuque is under construction. Coordination of connection to the existing sanitary sewer system will be monitored to maintain the operation of the system. • Continued review of development projects within the City in conjunction with the Engineering Department, to ensure that City standards are followed and that development meets the City's long term goals. Upcoming Challenges: • Bid let for the replacement of existing 1.51KW Generator with a 21KW generator, that will operate the full plant electrical load in emergency conditions. Construction fall 2019. • Develop a phosphorous removal strategy in the digester complex to minimize struvite formation in the digesters that damages piping and equipment and takes up space in the digesters needed for active digestion. Will include phosphorous removal, assessment :[171 and replacement as needed for the digester complex roofs, brick facades, 15 -year-old heat exchangers and other anaerobic digester equipment as needed. This study will also explore the utilization of food waste and grease trap waste for increase methane gas production, and potential uses for the gas such as generate electricity or produce CNG for vehicle use. • Replace the rake mechanisms in selected secondary clarifiers (2 each). • Make repairs and upgrades to several storm and sanitary lift stations. • Continue with the yearly sewer maintenance program. • Continue to make repairs of sewer deficiencies as they are found to maintain the integrity of the sanitary sewer. • Dewatering roll -off - Pave area for dewatering role -off placed and elevated area. Begin use for dewatering car wash sand loads, drilling fluids and concrete saw waste. • Begin design work on the Nevada Avenue sewer replacement project. Construction to begin in CY2020. Because of the location of the sewer, construction coordination with home owners will be the key to a successful project. • Begin work on Melrose Court Sanitary Sewer Improvements. Construction coordination will be the key to a successful project outcome. • Working with other City staff to develop public service announcements concerning flushable wipes and plastic that come in with the wastewater that must be separated out of the waste stream. Would like to advise the public on the ultimate fate is of these products. Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Supplies expenditures increased by $27,682 or 3.3% within the Wastewater Treatment Plant Operations activity primarily due to an increase in chemical supplies. Wastewater Treatment Plant Operations' capital outlay decreased by $90,000 in fiscal year 2020 due to the inclusion of $100,000 for the plant roof replacement in fiscal year 2019. :111.1 FY2018 FY2019 FY2020 Total FTE's 26.00 26.00 26.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Supplies expenditures increased by $27,682 or 3.3% within the Wastewater Treatment Plant Operations activity primarily due to an increase in chemical supplies. Wastewater Treatment Plant Operations' capital outlay decreased by $90,000 in fiscal year 2020 due to the inclusion of $100,000 for the plant roof replacement in fiscal year 2019. :111.1 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Department Goal: Protect the City's natural resources and waterways for public health, recreation opportunities and development. Department Objective: Meet or exceed DNR permit requirements for sanitary sewer systems. Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) — Percent Removal* Goal FY 2014 FY 2015 1 FY 20161 FY 20171 FY 2018 98.0% 99.1% 99.4% 1 98.9% 1 99.1% 1 98.9% Total Suspended Solids (TSS) — Percent Removal* Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 98.0% 97.8% 99.2% 98.7% 98.8% 98.2% Ammonia (NH3) — Percent Removal* Goal FY 2014 FY 2015 1 FY 20161 FY 20171 FY 2018 97.0% 93.3% 99.1% 1 90.5% 1 92.1% 1 94.6% * Higher Number is Better Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Number of SSOs per Year** Foster Healthy Neighborhoods throughout the City, Promote a Strong and Resilient Local Economy, & Enhanced Community Engagement and Intergovernmental Relations Protect public and private property from water damage and health hazards. Control Sanitary Sewer Overflows (SSO — sewer backups). Sewer Jetting, Miles per Year* 2019 FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 IF Estimate 9 8 7 9 12 0 Sewer Jetting, Miles per Year* Video Inspection, Miles per Year* 2019 FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 IF Estimate 45.5 39.3 56.0 42.7 27 40 Video Inspection, Miles per Year* * Higher Number is Better ** Lower Number is Better HO] 2019 FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 IF Estimate 19.2 19.5 24.5 26.3 45 40 * Higher Number is Better ** Lower Number is Better HO] Activity Summary Activity: Wastewater Administration (720110) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: $ 279,579 $ 315,374 $ 310,234 $ 339,203 $ Use Of Money And Property 354,247 Services 1,370,187 1,387,852 1,427,130 Interest Revenues $ 289,792 $ 307,295 $ 392,263 $ 209,308 $ 277,483 $ 277,483 Charges For Fees And Services 46,285 45,521 46,431 Capital Outlay Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556 Miscellaneous Total Expenditures $ 1,696,933 $ 1,774,490 $ 1,783,275 $ 1,898,352 Other Misc Revenue 540 - 104 - 100 100 Other Financial Sources 2019 2020 Asst Supt -Wastewater 1.00 Sale of Assets - - 9,648 - - - Total Revenues $ 12,554,712 $ 12,583,554 $ 13,023,051 $ 12,485,958 $ 11,709,139 $ 11,709,139 Expenditures Personnel $ 279,579 $ 315,374 $ 310,234 $ 339,203 $ 343,929 $ 354,247 Services 1,370,187 1,387,852 1,427,130 1,507,864 1,521,572 1,552,003 Supplies 47,167 48,911 45,911 46,285 45,521 46,431 Capital Outlay - 22,353 - 5,000 5,000 5,000 Total Expenditures $ 1,696,933 $ 1,774,490 $ 1,783,275 $ 1,898,352 $ 1,916,022 $ 1,957,682 Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Supt -Wastewater 1.00 1.00 1.00 1.00 1.00 Sr Clerk/Typist- Wastewater 0.50 1.00 1.00 1.00 1.00 Wastewater Superintendent 0.50 1.00 1.00 1.00 1.00 Project Support Assistant 0.25 - - - - Total Personnel 2.25 3.00 3.00 3.00 3.00 Capital Outlay 2019 2020 Safety Equipment $ 5,000 $ 5,000 Total Capital Outlay $ 5,000 $ 5,000 :1111 Activity Summary Activity: Wastewater Treatment Plant Ops (720120) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works Revenues: Use Of Money And Property Royalties & Commissions Charges For Fees And Services Misc Charges For Services Refuse Charges Miscellaneous Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Chemist Electrician -Wastewater Electronics Tech - Wastewater Laboratory Technician - WW M. W. I - Wastewater Trtmt Maint Operator - Wastewater M.W. II -Wastewater Trtmnt Plnt Sr M.W. - Wastewater Plant Sr TPO - Wastewater TPO - Wastewater Treatment Total Personnel Capital Outlay Plant Roof Replacement D.O. Probe Replacements Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected - 115,000 25,000 85,000 $ 3,385,408 $ 3,313,192 $ 3,436,253 $ 3,609,958 $ $ 211 $ 159 $ 205 $ 160 $ 200 $ 200 1,566 192 1,950 190 500 500 62 687 2,564 690 1,000 1,000 77,186 139,212 77,205 139,220 48,033 48,033 - 18,392 - - - - $ 79,024 $ 158,641 $ 81,924 $ 140,260 $ 49,733 $ 49,733 $ 1,352,816 $ 1,425,076 $ 1,495,141 $ 1,532,080 $ 1,573,712 $ 1,620,924 1,128,388 1,099,485 1,146,372 1,127,609 1,137,476 1,160,226 688,990 772,290 794,740 835,269 862,951 880,210 215,215 16,340 - 115,000 25,000 85,000 $ 3,385,408 $ 3,313,192 $ 3,436,253 $ 3,609,958 $ 3,599,139 $ 3,746,359 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 17.00 17.00 17.00 17.00 17.00 411 2019 2020 $ 100,000 $ - 15,000 25,000 $ 115,000 $ 25,000 Activity Summary Activity: Lift Stations (720130) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Miscellaneous Other Misc Revenue S - $ - S 35 S - $ - $ - Total Revenues S - $ - $ 35 $ - $ - $ - Expenditures Services $ 74,960 $ 103,975 $ 127,037 $ 139,268 $ 137,224 $ 139,968 Supplies 25,206 72,700 28,291 69,496 79,731 81,326 Capital Outlay 5,395 9,950 - 10,000 - - Total Expenditures $ 105,561 $ 186,624 $ 155,328 $ 218,764 $ 216,955 $ 221,294 Capital Outlay Hawkeye Lift Station Window Replacement Total Capital Outlay MN 2019 2020 $ 10,000 $ $ 10,000 $ Activity Summary Activity: Wastewater Collection Systems (720140) Fund: Wastewater (7200) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Licenses And Permits Misc Permits & Licenses S 7,483 $ 10,228 $ 9,436 $ 10,230 $ 9,440 $ 9,440 Intergovernmental Disaster Assistance - - 810 - - - Miscellaneous Misc Merchandise - 135 - 140 - - Other Misc Revenue - - 28 - - - Total Revenues $ 7,483 $ 10,363 $ 10,274 $ 10,370 $ 9,440 $ 9,440 Expenditures Personnel $ 449,608 $ 449,022 $ 505,045 $ 540,393 $ 560,004 $ 576,804 Services 203,269 180,051 175,941 178,383 183,685 187,359 Supplies 46,541 67,071 33,368 59,834 38,734 39,509 Capital Outlay 35,128 118,957 67,778 50,000 55,000 60,000 Total Expenditures $ 734,546 $ 815,102 $ 782,131 $ 828,610 $ 837,423 $ 863,671 Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. III -Wastewater Collect. 1.80 1.80 2.00 2.00 2.00 M.W. II -Wastewater Trtmnt Plnt 2.70 2.70 3.00 3.00 3.00 Sr M.W. - Wastewater Collection 0.90 0.90 1.00 1.00 1.00 Total Personnel 5.40 5.40 6.00 6.00 6.00 Capital Outlay 2019 2020 Inflow & Infiltration Repair $ 40,000 $ 40,000 Utility Locating Equipment 10,000 - 24" Casting Kits - 15,000 Total Capital Outlay $ 50,000 $ 55,000 413 Activity Summary Activity: Wastewater Debt Service (720800) Fund: Wastewater (7201) Division: Wastewater Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales Transfers In: Bond Ordinance Trans Total Revenues & Transfers In Expenditures: Services Other Financial Uses Revenue Bonds Principal & Interest Payments Total Expenditures $ 10,101,495 $ 5,130,632 $ - $ - $ - $ - 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950 $ 14,825,308 $ 9,600,953 $ 5,208,862 $ 2,983,412 $ 2,935,300 $ 2,861,950 $ 1,200 $ 1,200 $ 437 $ 1,200 $ 1,200 $ 1,200 4,750,436 15,170,141 9,581,332 6,727,850 2,876,800 2,877,425 $ 4,751,636 $ 15,171,341 $ 9,581,769 $ 6,729,050 $ 2,878,000 $ 2,878,625 414 :1641 Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue / Use of Funds in Full FY2019 FY2020 FY2021 Issue 2010A Sewer Revenue Refunding 15,080,000 2021 3,940,000 4,072,200 - - of Series 2001 and 2002 Revenue Bonds 2016C Sewer Revenue Refunding 9,360,000 2022 7,520,000 2,164,150 2,175,550 1,855,050 of Series 2008 Revenue Bonds 2017B Sewer Revenue Refunding 4,550,000 2023 4,550,000 491,500 701,250 1,022,375 of Series 2009 Revenue Bonds Total Sewer Revenue Bonds: 16,010,000 6,727,850 2,876,800 2,877,425 :1641 MII Sewer Revenue Bonds - Summary Debt Repayment Schedule Fiscal Year Principal Payments Interest Total Sewer Revenue Principal Outstanding Beginning of Fiscal Year 2019 6,135,000 592,850 6,727,850 6,727,850 16,010,000 2020 2,510,000 366,800 2,876,800 2,876,800 9,875,000 2021 2,620,000 257,425 2,877,425 2,877,425 7,365,000 2022 2,660,000 152,500 2,812,500 2,812,500 4,745,000 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 Totals 16,010,000 1,421,700 17,431,700 17,431,700 MII 2010A Sewer Revenue Refunding Capital Loan Notes Principal: $15,080,000 Dated: April 15, 2010 Called: July 1, 2018 Payments Principal Sewer Outstanding Coupon Fiscal Year Principal Interest Total Revenue Beginning of Fiscal Year Rate 2019 3,940,000 132,200 4,072,200 4,072,200 3,940,000 4.00% Totals 3,940,000 132,200 4,072,200 4,072,200 Principal payable July 1. n Interest payable July 1 and January 1.f1 Proiect Refunded 2001 Sewer Revenue Bonds Refunded 2002 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue 3VA Amount $10,250,000 5,590,000 124,077 (884,077) $15,080,000 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue aP.3 Amount $10,022,780 99,767 (762,547) $ 9,360,000 2016C Sewer Revenue Refunding Capital Loan Notes Principal: $9,360,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Payments Sewer Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00% 2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00% 2021 1,765,000 90,050 1,855,050 11855,050 3,590,000 4.00% 2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00% Totals 7,520,000 527,125 8,047,125 8,047,125 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2008 Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue aP.3 Amount $10,022,780 99,767 (762,547) $ 9,360,000 Principal payable July 1. Interest payable July 1 and January 1. Project Refunded 2009A Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :1M Amount $ 5,083,955 46,677 (580,632) $ 4,550,000 20178 Sewer Revenue Refunding Capital Loan Notes Principal: $4,550,000 Dated: June 15, 2017 Callable: N/A Fiscal Year Principal Payments Sewer Interest Total Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2019 275,000 216,500 491,500 491,500 4,550,000 2.00% 2020 500,000 201,250 701,250 701,250 4,275,000 5.00% 2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00% 2022 835,000 125,125 960,125 960,125 2,920,000 5.00% 2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00% Totals 4,550,000 762,375 5,312,375 5,312,375 Principal payable July 1. Interest payable July 1 and January 1. Project Refunded 2009A Sewer Revenue Bonds Issuance Costs Bond Premium Amount of Issue :1M Amount $ 5,083,955 46,677 (580,632) $ 4,550,000 hITIAIAMAII0111 The Water Fund accounts the City's water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business -like fund is primarily supported through user fees. Fund Balance: The Water Fund's unassigned fund balance at the close of fiscal year 2018 was $8,338,438 or $414,579 lower than fiscal year 2017. The decrease in fund balance in fiscal year 2018 was due to the increase in capital projects funding. Projected unassigned fund balance in fiscal year 2019 increases to $8,418,224. Fund Balance (1) $9;000,000 $8;800,000 $8,600,000 $8,400,000 $8,200;000 $8,000,000 — $T,800,000 $7,800.000 FY2016 [FY2011(FY2! 9 FY2020■Unassigned $8058,278 $8753017 $8338438 $84124 $8,111069 (1) FY19 and FY20 figures are estimates The fiscal year 2020 unassigned fund balance is estimated to decrease $307,156 from fiscal year 2019 to $8,111,069. There is a budgeted increase in revenue from a 5% user fee rate increase; however, the user fee rate increase is necessary to help alleviate the loss of the fund's major customer Proctor & Gamble. The Water Fund will have an estimated $3,832,224 in restricted fund balance at the end of fiscal year 2020 for revenue bond covenants. The Capital Projects Fund budget includes the issuance of $1,550,000 in water revenue bonds in fiscal year 2020 with repayment beginning in fiscal year 2021 from the Water Fund. :IMI Revenues: The Water Division is funded by water user fees, per the current schedule: Minimum Usage Rates First 100/mo. MMC (varies) MMC (varies) 101-3,000/mo. $3.47/100 cu. ft. $3.641100 cu. ft. 3,001 and over $2.49/100 cu. ft. $2.611100 cu. ft. Single Purpose FY19 Rate Rate Meter Chargea First 100/mo. MMC (varies) I MMC (varies) Over 101/mo. $3.47/100 cu. ft. I $3.64/100 cu. ft. A flat 5% rate increase is budgeted for fiscal year 2020 for all usage levels and meter sizes. Approximately 99% of Water operations are funded through charges for services. The estimated change in revenues from fiscal year 2019 to fiscal year 2020 is still expected to decrease 4.2% due the impact of the loss of Proctor & Gamble. Use of Money & Property primarily consists of interest on investments. Revenue Trends $16,000,000 $14,000,000 $12,200,000 now $12,022,222 _ $6,220,222 $6,200,022 $4,200,200 $2,000,000 $D 2016 Actual 2017 Actual 2D18 Actual 2D19 Revised 2D20 Budget 2021 Projected ■ Chargesfor Services ■Use of Money&Property ■ Intergovernmental ■Miscellaneous ■ Other Financial Sources 421 Expenditures: The fiscal year 2020 expenditures, not including debt service, are 3.4% higher than the fiscal year 2018 revised expenditures. The largest expenditure increase was in the services expenditures budget of the Water Treatment Plant Operations activity which included higher expenditures for electricity. Revenue bond principal and interest payments are 20.8% of the Water fund's expenditure budget for fiscal year 2020. Water revenue bond principal and interest payments and are projected to begin in fiscal year 2021 for the 2020 Water Revenue Bond issue. $16,006,060 $14,000,000 $12,006,066 $10,00D,ODD $8,ODD,DDo $6,6DD,D66 $4,ODO,D00 $2,ODO,D00 S Expenditure Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 202D Budget 2021 Projected ■ Personnel ■ Services ■ Supplies ■ Capital Outlay ■ Debt Service Other financing uses include transfers out of $1,057,350 to the Capital Projects Fund include $725,000 for the Dill Street water main replacement and $217,350 for the Spruce Street water main replacement. :11% Lona -term Projections: Total Revenues vs. Expenditures $12.5 $12 K $11 $10.5 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +Total Expenses �TotalRevenue Future revenues are projected to increase in fiscal year 2021 with another 5% rate increase on water charges. This increase, as well as the increase in fiscal year 2020, are intended to offset the lost revenue from the loss of Proctor & Gamble. The following two years will gradually increase as the number of accounts is projected to grow by 1 % annually. Fiscal year 2024 and 2025 are projected to decrease as transfers for Debt Service Payments drop off. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Expenditures increase significantly in fiscal years 2022 and 2023 due to increased Transfers Out for Capital Projects. 423 Water (7300 - 7301) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 12,332,979 $ 16,240,827 $ 18,111,079 $ 11,938,239 $ 12,051,886 $ 11,943,293 Revenues: $ 11,483,811 $ 14,945,447 $ 17,816,611 $ 11,567,790 $ 11,740,728 $ 11,753,032 Use Of Money And Property 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Interest Revenues $ 170,117 $ 207,743 $ 278,377 $ 77,240 $ 278,376 $ 278,376 Rents - - 2,400 - 2,400 2,400 Royalties & Commiss 754 418 455 420 460 460 Intergovernmental $ 8,058,278 $ 8,753,017 $ 8,338,438 $ 8,418,224 $ 8,111,069 $ 8,485,858 State 28E Agreements - - 57,500 - - - Disaster Assistance 491 - - - - - Charges For Fees And Services 1,082,301 1,209,545 1,462,734 1,323,105 1,418,756 1,409,057 Water Charges 9,133,122 9,274,183 9,469,775 9,737,892 9,331,360 9,797,928 Miscellaneous 58,043 61,019 63,873 - - - Printed Materials 8 9 12 - - - Misc Merchandise 15,162 5,380 13,887 5,380 13,810 13,810 Intra -City Charges 2,000 2,000 2,000 2,000 2,000 2,000 Other Misc Revenue - 33,624 - 33,590 - - Other Financial Sources 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Debt Sales 4,017,085 5,410,000 - - - - SaleOfAssets 8,154 1,310 2,654 - - - Sub -Total Revenues 13,346,893 14,934,666 9,827,060 9,856,522 9,628,406 10,094,974 Transfers In: $ 11,483,811 $ 14,945,447 $ 17,816,611 $ 11,567,790 $ 11,740,728 $ 11,753,032 'i Bond Ordinance Transfers In 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Misc Transfers In - - 392 - 1,000 1,000 Sub -Total Transfers In 1,999,958 1,881,033 1,816,711 1,824,915 2,003,729 2,069,472 Total Revenues & Transfers In $ 15,346,852 $ 16,815,699 $ 11,643,771 $ 11,681,437 $ 11,632,135 $ 12,164,446 Expenditures: $ 8,058,278 $ 8,753,017 $ 8,338,438 $ 8,418,224 $ 8,111,069 $ 8,485,858 Water Administration $ 1,358,723 $ 1,648,609 $ 1,690,302 $ 1,784,837 $ 1,768,961 $ 1,807,589 Water Treatment Plant Ops 2,050,011 2,190,170 2,326,454 2,300,500 2,427,885 2,485,388 Water Distribution System 1,082,301 1,209,545 1,462,734 1,323,105 1,418,756 1,409,057 Water Customer Service 1,108,405 1,147,512 1,264,197 1,241,279 1,260,881 1,290,678 Water Public Relations 58,043 61,019 63,873 - - - Water Debt Service 2,029,074 6,115,519 7,574,581 1,791,054 1,804,166 2,031,847 Sub -Total Expenditures 7,686,557 12,372,374 14,382,141 8,440,775 8,680,649 9,024,560 Transfers Out: Capital Project Fund 1,490,495 391,140 1,618,151 1,302,100 1,057,350 660,000 'i Debt Service Funding 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 GO Bond Abatement 306,800 300,900 - - - - Sub -Total Transfers Out 3,797,254 2,573,073 3,434,470 3,127,015 3,060,079 2,728,472 Total Expenditures &Transfers Out $ 11,483,811 $ 14,945,447 $ 17,816,611 $ 11,567,790 $ 11,740,728 $ 11,753,032 Fund Balance, June 30 $ 16,196,020 $ 18,111,079 $ 11,938,239 $ 12,051,886 $ 11,943,293 $ 12,354,707 Prior Year Accounting Adjustment 44,808 - - - - - Adjusted Fund Balance, June 30 16,240,827 18,111,079 11,938,239 12,051,886 11,943,293 12,354,707 Restricted / Committed /Assigned 8,182,549 9,358,062 3,599,800 3,633,661 3,832,224 3,868,849 Unassigned Balance $ 8,058,278 $ 8,753,017 $ 8,338,438 $ 8,418,224 $ 8,111,069 $ 8,485,858 % of Revenues & Transfers In 53% 52% 72% 72% 70% 70% 1) Same Fund Transfers required by bond covenants 424 WATER OPERATIONS The mission of the Water Division is to produce and distribute high quality drinking water for the residential, commercial, industrial and firefighting needs of Iowa City in accordance with local, state and federal drinking water standards, and to promote good stewardship of natural resources. The Water Division, as part of the Public Works Department, operates and maintains the City's Grade IV drinking water and water distribution system that serves the City of Iowa City and University Heights. The system is in continuous operation 24/7 to provide high quality water and service, at satisfactory pressures, and in sufficient quantities to meet customer demands. Iowa City's water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by professional staff. Water quality data is available through the annual Consumer Confidence Report . The Division budget is organized into six activities: Water Administration Water Administration administers City of Iowa City and Water Division policies, procedures, budget and manages division personnel. Water Administration coordinates Water Division activities with other City departments and divisions. Water Administration also includes Public Information function and the Public Information Officer (PIO). The (PIO) creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City's website. The PIO also generates informative inserts for customer water bills. Water Treatment Plant Operations Iowa City's state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. The facility is operated 24/7 — 365 by state licensed water treatment operators who produce drinking water at the highest quality achievable. The treatment plant is 100% compliant with the Safe Drinking Water Act and uses activated carbon filters to remove many complex unregulated compounds. Water Distribution System State licensed water distribution staff operate and maintain Iowa City's 276 miles of water main and connections that contains pipe as old as 1886. Every year distribution operators respond to dozens of emergency main breaks, support the growth of Iowa City and maintain the integrity of the system for domestic, industrial and firefighting needs. Customer Service State licensed customer service staff support the divisions' 28,781 active water service accounts (up 445 accounts from fiscal year 2018). Customer service personnel investigate leaks, locate water and City communication fiber assets, interface with customers on a myriad of water concerns, schedule service changes and meter water used by our customers. Public Relations The Public Relations activity which includes public information and education was moved into the Water Administration activity in fiscal year 2019. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 425 HIGHLIGHTS Recent Accomplishments: • Upgraded of the water treatment plant computer control system • Implementing the distribution system long-term growth strategy • Produced more than 2 billion gallons of water in fiscal year 2018 • 100% compliant with all State and Federal drinking water regulations • Repaired 31 main breaks per 100 miles of main in fiscal year 2018 • Added 445 customer accounts • Filled 5 permanent full-time position vacancies • Worked with the IDNR and a local rural subdivision to extend drinking water service to alleviate a public health hazard Staffing: Upcoming Challenges: • Allocate financial resources to coordinate interdivisional projects as well as water specific projects within budgetary limits • Maintain consistent levels -of -service as the City and water demands continues to grow with development and redevelopment • Rehabilitate and develop raw water resources • Adapt to a changing customer base • Succession planning and professional development of Water Division staff Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2020 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Treatment Plant Operations services expenditures increased by $84,788 due to increased electricity and repairs and maintenance costs. 900 FY2018 FY2019 FY2020 Total FTE's 31.75 31.75 31.75 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There is a 5% rate increase factored into Water charges in the fiscal year 2020 budget. Financial Highlights: Capital outlay budgeted includes $175,000 to repair water main breaks and $200,000 to add and replace water meters. Treatment Plant Operations services expenditures increased by $84,788 due to increased electricity and repairs and maintenance costs. 900 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy Provide sufficient quantities of competitively priced high quality potable water to enable economic growth. Utilize long-term planning studies and prioritization matrices to make targeted distribution system investments to meet current and future water demand. New Water Main (miles)l 1.4 1 2.3 1 3.1 1 3.2 12.0 FY 2018 (miles)l 1.4 1 0.2 1 0.2 1 0.6 1 0.4 Water Main Replaced 79 73 72 74 77 % systeml 0.5% 1 0.1% 1 0.1% 1 0.2% 1 0.1% Annual Locates* (tickets)l 7,706 1 7,549 1 7,775 1 7,865 1 8,127 * Locates are when someone is trying to perform work that requires digging. The number of annual locates can be used as an indirect measurement of development activity. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Water Efficiency Monitor production and usage trends to continue to identify opportunities to promote sustainable and affordable water use. A million gallons of water on a football held would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water' is the total water produced that generated no revenue. BIN FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Water Pumped (millions of gallons*) 2,059 1,944 1,957 2,007 2,133 Water Use (gal. per capita per day) 79 73 72 74 77 Cost for one gallon of water** $0.0086 $0.0090 $0.0095 $0.0095 $0.0095 Unmetered Water Loss*** 1 12.9% 7.5% 1 2.6% 1 1.7% 1 0.80/( Metered, Unbilled Water**** I NA 0.9% 1 1.1% 1 1.4% 1 1.2% (present worth at vol. rate)l 1 $80,000 1 $98,000 1 $124,000 1 $113,000 A million gallons of water on a football held would be about 2.3 feet of water from endzone to endzone. The City makes enough drinking water to put a mile high stack of water on Kinnick Stadium annually. Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water. *** Water lost to hydrant flushing, fire fighting activities, system leaks, etc. **** Metered water use at public facilities that are not billed for water. Addition of the "Unmetered Water Loss" percentage to "Metered, Unbilled Water' is the total water produced that generated no revenue. BIN Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Encourage a Vibrant and Walkable Urban Core Maintain infrastructure and water affordability for a variety of income levels and associated housing types. Minimize service interruptions from infrastructure failure or non- payment. *The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY 2013 CY 2014 CY 2015 CY 2016 1 CY 2017 Non-Davment Shutoffs 1 1.446 1.481 1.390 1.458 1.555 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 Water Main Breaks* 2,888 2,934 2,925 3,168 3,105 (kWh per million gallons) 37 19 14 18 31 (per 100 miles) $172 $176 $179 $193 $198 *The national median for water operations main breaks per 100 miles of main is 14. ("2012 Benchmarking", AWWA, 2014) CY 2013 CY 2014 CY 2015 CY 2016 1 CY 2017 Non-Davment Shutoffs 1 1.446 1.481 1.390 1.458 1.555 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Energy Efficiency Monitor energy consumption to more sustainably produce high quaility drinking water and minimize carbon emissions. * The national median for water operations energy use is 1,938 kWh per million gallons. (-800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) :1117 FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 Energy Use* 2,888 2,934 2,925 3,168 3,105 (kWh per million gallons) ($ per million gallons) $172 $176 $179 $193 $198 * The national median for water operations energy use is 1,938 kWh per million gallons. (-800 kWh is one standard deviation.) ("2012 Benchmarking", AWWA, 2014) :1117 Activity Summary Activity: Water Administration (730110) Fund: Water (7300) Division: Water Operations Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental State 28E Agreements Charges For Fees And Services Water Charges Miscellaneous Printed Materials Misc Merchandise Intra -City Charges Other Misc Revenue Transfers In: Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Asst Supt -Water Water Superintendent Public Info/Ed Coord - Pub Wks Project Support Assistant Total Personnel S 170,117 $ 207,743 $ 278,377 $ 754 418 455 - - 57,500 8,675,771 8,809,185 9,017,726 8 9 12 - - 70 2,000 2,000 2,000 - 594 - 392 77,240 $ 278,376 $ 278,376 420 460 460 9,249,651 8,879,310 9,319,413 2,000 2,000 2,000 590 - - $ 8,848,649 $ 9,019,950 $ 9,356,532 $ 9,329,901 $ 9,160,146 $ 9,600,249 $ 155,369 $ 233,900 $ 245,224 $ 307,178 $ 324,888 $ 334,635 1,199,550 1,397,023 1,440,443 1,466,450 1,437,536 1,466,287 3,804 17,686 4,636 11,209 6,537 6,668 $ 1,358,723 $ 1,648,609 $ 1,690,302 $ 1,784,837 $ 1,768,961 $ 1,807,589 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - - 0.50 0.50 0.25 - - 2.25 2.00 2.00 2.50 2.50 :Y0] Activity Summary Activity: Water Treatment Plant Ops (730120) Fund: Water (7300) Division: Water Operations Department: Public Works Revenues: Intergovernmental Disaster Assistance Charges For Fees And Services Water Charges Other Financial Sources Sale of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures 2016 2017 Actual Actual S 491 $ - $ 161 1,273 2018 2019 Actual Revised 1.334 2020 2021 Budget Projected - 180 611 - - - $ 652 $ 1,453 $ 611 $ 1,334 $ - $ - $ 843,752 $ 828,850 $ 901,067 $ 919,517 $ 974,594 $ 1,003,832 775,685 897,888 916,510 847,708 932,496 951,146 425,244 432,833 439,780 488,275 480,795 490,411 5,330 30,600 69,098 45,000 40,000 40,000 $ 2,050,011 $ 2,190,170 $ 2,326,454 $ 2,300,500 $ 2,4275885 $ 2,485,388 Personnel Services - FTE 2016 2017 2018 2019 2020 Laboratory Technician -Water 0.50 0.50 0.50 0.50 0.50 Maintenance Operator -Water 3.00 3.00 3.00 3.00 3.00 M.W.I- Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 1.00 Sr. T.P.O.-Water 1.00 1.00 1.00 1.00 1.00 T.P.O.- Water 4.00 4.00 4.00 4.00 4.00 Total Personnel 10.50 10.50 10.50 10.50 10.50 Capital Outlay 2019 2020 Process Analyzer Replacement $ - $ 25,000 Wall Lighting and Receptacles - 10,000 Sample Station Replacements - 5,000 Turbidimeters 25,000 - Replace Lab Drain Plumbing 20,000 - Total Capital Outlay $ 45,000 $ 40,000 :Sir1 Activity Summary Activity: Water Distribution System (730130) Fund: Water (7300) Division: Water Operations Department: Public Works Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Projected Revenues: 119,935 113,257 93,720 122,757 117,895 120,253 Use Of Money And Property 63,647 183,432 366,476 190,000 241,000 200,000 Rents $ - $ - $ 2,400 $ - $ 2,400 $ 2,400 Charges For Fees And Services Capital Outlay 2019 2020 Water Charges 81,283 94,970 84,100 99,719 84,100 88,305 Miscellaneous - 50,000 Shell Cutters for Tap Machine Misc Merchandise 157 106 874 110 870 870 Other Misc Revenue - 33,000 - 33,000 - - Other Financial Sources 5,000 Total Capital Outlay $ 190,000 $ Sale of Assets - 275 2,042 - - - Total Revenues $ 81,440 $ 128,352 $ 89,417 $ 132,829 $ 87,370 $ 91,575 Expenditures Personnel $ 654,950 $ 672,402 $ 728,360 $ 752,721 $ 774,608 $ 797,846 Services 243,770 240,454 274,179 257,627 285,253 290,958 Supplies 119,935 113,257 93,720 122,757 117,895 120,253 Capital Outlay 63,647 183,432 366,476 190,000 241,000 200,000 Total Expenditures $ 1,082,301 $ 1,209,545 $ 1,462,734 $ 1,323,105 $ 1,418,756 $ 1,409,057 Personnel Services - FTE 2016 2017 2018 2019 2020 M. W.II -Water Distribution 4.00 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 2.00 Sr. M.W.- Water Distribution 1.00 1.00 1.00 1.00 1.00 Water Engineer 1.00 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 8.00 8.00 Capital Outlay 2019 2020 Water Main Repairs -Contracted Improvement $ 175,000 $ 175,000 Oversizing Water Main - 50,000 Shell Cutters for Tap Machine 5,000 6,000 Magnetic Locator 5,000 5,000 Mobile Devices 5,000 5,000 Total Capital Outlay $ 190,000 $ 241,000 431 Activity Summary Activity: Water Customer Service (730140) Fund: Water (7300) Division: Water Operations Department: Public Works Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Projected Revenues: 20,920 15,649 16,202 28,555 25,024 25,524 Charges For Fees And Services 192,866 200,201 268,235 224,700 215,000 215,000 Water Charges $ 375,907 $ 368,754 $ 367,948 $ 387,188 $ 367,950 $ 390,211 Miscellaneous M.W. I -Water Customer Service 3.00 3.00 3.00 3.00 3.00 Misc Merchandise 15,005 5,273 12,943 5,270 12,940 12,940 Other Misc Revenue - 30 - - - - Other Financial Sources Sale Of Assets 8,154 854 - - - - Total Revenues $ 399,066 $ 374,911 $ 380,892 $ 392,458 $ 380,890 $ 403,151 Expenditures Personnel $ 783,950 $ 819,248 $ 856,178 $ 870,291 $ 887,901 $ 914,538 Services 110,669 112,414 123,582 117,733 132,956 135,615 Supplies 20,920 15,649 16,202 28,555 25,024 25,524 Capital Outlay 192,866 200,201 268,235 224,700 215,000 215,000 Total Expenditures $ 1,108,405 $ 1,147,512 $ 1,264,197 $ 1,241,279 $ 1,260,881 $ 1,290,678 Personnel Services - FTE 2016 2017 2018 2019 2020 Building Inspector 1.00 1.00 1.00 1.00 1.00 Customer Service Coord 1.00 1.00 1.00 1.00 1.00 M. W. II -Water Service 2.00 2.00 2.00 2.00 2.00 M. W. III -Water Service 1.00 1.00 1.00 1.00 1.00 M.W. I - Meter Reader 1.00 1.00 1.00 1.00 1.00 M.W. I -Water Customer Service 3.00 3.00 3.00 3.00 3.00 Water Services Clerk 1.75 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 10.75 Capital Outlay Radio Read Devices Other Operating Equipment Water Meters Total Capital Outlay :119% 2019 2020 $ 16,100 $ 15,000 8,600 - 200,000 200,000 $ 224,700 $ 215,000 Activity Summary Activity: Water Public Relations (730150) Fund: Water (7300) Division: Water Operations Department: Public Works Personnel Services - FTE 2016 2017 2018 2019 2020 Public Info/Ed Coord - Pub Wks 0.50 0.50 0.50 - - Total Personnel 0.50 0.50 0.50 - - Activity Summary Activity: Water Debt Service (730800) Fund: Water (7301) Division: Water Operations Department: Public Works 2016 2017 2018 2019 2020 2021 2019 Actual Actual Actual Revised Budget Projected Expenditures: Actual Actual Revised Personnel S 47,106 $ 49,931 $ 52,525 $ - $ - $ - Services 10,886 11,088 11,348 - - - Supplies 51 - - - - - Total Expenditures $ 58,043 $ 61,019 $ 63,873 $ - $ - $ - Personnel Services - FTE 2016 2017 2018 2019 2020 Public Info/Ed Coord - Pub Wks 0.50 0.50 0.50 - - Total Personnel 0.50 0.50 0.50 - - Activity Summary Activity: Water Debt Service (730800) Fund: Water (7301) Division: Water Operations Department: Public Works Expenditures Services $ 1,200 $ 1,200 $ 437 $ 1,200 $ 1,200 $ 1,600 Other Financial Uses Revenue Bonds Principal & Interest Payments 2,027,874 6,114,319 7,574,144 1,789,854 1,802,966 2,030,247 Total Expenditures $ 2,029,074 $ 6,115,519 $ 7,574,581 $ 1,791,054 $ 1,804,166 $ 2,031,847 433 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Other Financial Sources Debt Sales $ 4,017,085 $ 5,410,000 $ - $ - $ - S - Transfers In: Bond Ordinance Transfers In 1,999,958 1,881,033 1,816,319 1,824,915 2,002,729 2,068,472 Total Revenues & Transfers In $ 6,017,044 $ 7,291,033 $ 1,816,319 $ 1,824,915 $ 2,002,729 $ 2,068,472 Expenditures Services $ 1,200 $ 1,200 $ 437 $ 1,200 $ 1,200 $ 1,600 Other Financial Uses Revenue Bonds Principal & Interest Payments 2,027,874 6,114,319 7,574,144 1,789,854 1,802,966 2,030,247 Total Expenditures $ 2,029,074 $ 6,115,519 $ 7,574,581 $ 1,791,054 $ 1,804,166 $ 2,031,847 433 434 Water Revenue Bonds Outstanding Debt Obligation at June 30, 2018 Summary by Individual Issue Fiscal Year Debt Service Payments Principal Amount of Debt Paid Outstanding Issue /Use of Funds in Full FY2019 FY2020 FY2021 Issue 2012C Water Revenue Refunding 4,950,000 2023 2,595,000 541,253 547,440 547,140 of Series 2002 Revenue Bonds 2016D Water Revenue Refunding 3,650,000 2025 3,270,000 523,113 517,488 520,863 of Series 2008 Revenue Bonds 2017C Water Revenue Refunding 5,910,000 2026 5,910,000 725,488 738,038 755,038 of Series 2009 Revenue Bonds 2019 Proposed Water Revenue Bonds 1,581,000 2029 - - - 207,207 Total - Water Revenue Bonds 11,775,000 1,789,853 1,802,965 2,030,247 434 :1917 Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year Fiscal Year Principal Payments Interest Total Water Revenue Principal Outstanding Beginning of Fiscal Year 2019 1,510,000 279,853 1,789,853 1,789,853 11,775,000 2020 1,565,000 237,965 1,802,965 1,802,965 10,265,000 2021 1,630,000 193,040 1,823,040 1,823,040 8,700,000 2022 1,690,000 146,190 1,836,190 1,836,190 7,070,000 2023 1,755,000 97,145 1,852,145 1,852,145 5,380,000 2024 1,745,000 55,825 1,800,825 1,800,825 3,625,000 2025 1,325,000 26,081 1,351,081 1,351,081 1,880,000 2026 555,000 6,244 561,244 561,244 555,000 Totals 11,775,000 1,042,343 12,817,343 12,817,343 :1917 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue :1911 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 2012C Water Revenue Refunding Capital Loan Notes Principal: $4,950,000 Dated: June 20, 2012 Callable: July 1, 2020 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 495,000 46,253 541,253 541,253 2,595,000 1.50% 2020 510,000 37,440 547,440 547,440 2,100,000 2.00% 2021 520,000 27,140 547,140 547,140 1,590,000 2.00% 2022 530,000 16,640 546,640 546,640 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals 2,595,000 133,143 2,728,143 2,728,143 Principal payable July 1. Interest payable July 1 and January 1 Project Refunded 2002 Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue :1911 Amount $ 5,015,000 15,725 (80,725) $ 4,950,000 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue asrA Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 2016D Water Revenue Refunding Capital Loan Notes Principal: $3,650,000 Dated: June 16, 2016 Callable: N/A Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 405,000 118,113 523,113 523,113 3,270,000 5.00% 2020 420,000 97,488 517,488 517,488 2,865,000 5.00% 2021 445,000 75,863 520,863 520,863 2,445,000 5.00% 2022 465,000 53,113 518,113 518,113 2,000,000 5.00% 2023 490,000 29,238 519,238 519,238 1,535,000 5.00% 2024 520,000 13,088 533,088 533,088 1,045,000 1.50% 2025 525,000 4,594 529,594 529,594 525,000 1.75% Totals 3,270,000 391,494 3,661,494 3,661,494 Principal payable July 1. Interest payable July 1 and January 1 Refunded 2008D Water Revenue Bonds Issuance Costs Bond Premium Amount of Issue asrA Amount $ 3,964,470 67,698 (382,168) $ 3,650,000 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2009B Water Revenue Bonds Water Plant Roof Replacement Water Maintenance Building Improvements Issuance Costs Bond Premium Amount of Issue :1917 Amount $ 5,372,468 400,000 100,000 102,315 (64,783) $ 5,910,000 2017C Water Revenue Refunding Capital Loan Notes Principal: $5,910,000 Dated: June 15, 2017 Callable: July 1, 2022 Fiscal Year Payments Water Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate Principal Interest Total 2019 610,000 115,488 725,488 725,488 5,910,000 2.00% 2020 635,000 103,038 738,038 738,038 5,300,000 2.00% 2021 665,000 90,038 755,038 755,038 4,665,000 2.00% 2022 695,000 76,438 771,438 771,438 4,000,000 2.00% 2023 725,000 62,238 787,238 787,238 3,305,000 2.00% 2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00% 2025 800,000 21,488 821,488 821,488 1,355,000 2.25% 2026 555,000 6,244 561,244 561,244 555,000 2.25% Totals 5,910,000 517,706 6,427,706 6,427,706 Principal payable July 1. Interest payable July 1 and January 1 Proiect Refunded 2009B Water Revenue Bonds Water Plant Roof Replacement Water Maintenance Building Improvements Issuance Costs Bond Premium Amount of Issue :1917 Amount $ 5,372,468 400,000 100,000 102,315 (64,783) $ 5,910,000 IN:1111+y:9d0]44x01Is] 011110111 The Refuse Collection Fund accounts for the activities of the City's curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection Fund is an enterprise fund that is operated as a business and is primarily supported by user fees. Fund Balance: The Refuse Collection Fund's unassigned fund balance on June 30, 2018 was $1,281,369, a 5.19% decrease from fiscal year 2017 due to transfers to the Capital Projects Fund. Fund Balance (1) $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $011 FY2016 FY2317 FY2018 FY2019 FY2020 ■Unassigned 1 1,245,110 1 1,351,518 1 1,281,369 1 $1280,572 $1234,336 (1) FY19 and FY20 figures are estimates Fiscal year 2019 fund balance is projected to decrease by $797 to $1,280,572. This is primarily due to increases in capital outlay and supplies expenditures to implement the recycling and year waste program changes which have offset revenue growth. Fiscal year 2020 fund balance is projected to decrease by 3.61% to $1,234,336. This increase is primarily due to the addition of a new position within the Recycling Collection and due to capital outlay expenditures. The Refuse Collection fund has no restricted or assigned fund balances. a131*: Revenues: The Refuse Collection operations are funded primarily by user fees. There are no increases proposed for the fiscal year 2020 budget. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. Solid Waste Collection: Garbage Collection per month $12.00 Additional bag stickers $2.50 Curbside Recycling per month $5.10 Appliance Collection $20.00 Bulky Item Pickup: First item $12.50 Additional items $6.00 Yard Waste: Yard/Food Waste Collection per month $2.00 Per bag N/A Annual sticker N/A Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 1 % of Refuse Collection estimated revenue. Fiscal year 2020 revenue is estimated at 5.2% higher than fiscal year 2019 due to increased usage. Revenue Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■ Chargesfor5ervices ■ Licensesand Permits ■Miscellaneous ■Use of Money &Property :1EI9] Expenditures: The fiscal year 2020 budgeted expenditures are estimated to be 6.5% higher than fiscal year 2019 estimated expenditures with the addition of personnel. 54,000,000 $3,500,000 53,000,000 52,500,000 52,000,000 S1,s00,0oo $1,000,000 5500,000 Expenditure Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■ Personnel ■ Services ■ Supplies ■ Capital Outlay Capital outlay costs include the purchase of refuse carts and lids and total less than 1 % of the operating budget. 441 Lona -term Projections: F d:Re[wec. of li. o—lu d $4.1 $1 $3.9 E $3.6 $3.7 $3.6 Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected .Total Expenses TotalRevenue Future revenues are projected to gradually increase as the account growth is expected to be 1% annually. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. As expenditures are projected to grow at a higher rate than revenues, in fiscal year 2022 they are expected to surpass total revenues. At this point, the City will need to consider a rate increase for Refuse charges to help cover the cost of rising expenditures MIK Refuse Collection (7400) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,050,437 $ 1,245,110 $ 1,351,518 $ 1,281,369 $ 1,280,572 $ 1,234,336 Revenues: Licenses And Permits General Use Permits Use Of Money And Property Interest Revenues Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues Expenditures: Refuse Administration Refuse Operations Yard Waste Collection Curbside Recycling Collection White Goods/Bulky Collection Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 2,325 $ 76 $ - 3,455 5,710 13,833 3,124,983 3,153,997 3,507,539 (511) - 74 3,130,252 3,159,783 3,521,446 $ 80 $ - $ - 5,710 13,833 13,833 3,484,420 3,656,150 3,656,150 3,490,210 3,669,983 3,669,983 - - 1,324 - 2,000 2,000 - - 1,324 - 2,000 2,000 $ 3,130,252 $ 3,159,783 $ 3,522,770 $ 3,490,210 $ 3,671,983 $ 3,671,983 $ 394,109 $ 455,189 $ 454,951 $ 529,448 $ 524,377 $ 536,720 1,409,773 1,389,351 1,328,749 1,491,387 1,471,946 1,470,534 265,901 295,975 294,681 294,480 414,245 296,471 703,135 735,109 833,945 972,314 1,098,131 1,126,186 162,661 177,751 194,450 203,378 209,520 215,201 2,935,579 3,053,376 3,106,776 3,491,007 3,718,219 3,645,111 - - 486,141 - - - - - 486,141 - - - $ 2,935,579 $ 3,053,376 $ 3,592,918 $ 3,491,007 $ 3,718,219 $ 3,645,111 $ 1,245,110 $ 1,351,518 $ 1,281,369 $ 1,280,572 $ 1,234,336 $ 1,261,208 $ 1,245,110 $ 1,351,518 $ 1,281,369 $ 1,280,572 $ 1,234,336 $ 1,261,208 40% 43% 36% 37% 34% 34% 443 REFUSE COLLECTION OPERATIONS Iowa City's refuse collection programs are designed to protect the health, safety and welfare of our community by providing prompt and safe curbside collection of waste materials. Our programs are designed around sustainable principles that promote waste reduction and ensure that items are disposed of properly. Refuse, Recycling and Organics Collection is administered by Resource Management staff within the Public Works Department. Services are provided, by City Code, to single-family homes to four-plex multi -family residential properties. Crews provide curbside pickup of garbage, recycling, yard and food waste, bulky items and appliances to almost 16,000 households on a weekly basis. Staff also provides senior residents and persons with disabilities carryout service to whom document need. The Refuse Collection budget is organized into five activities: Refuse Collection Administration Resource Management Administration oversees division policies, procedures, budget and manages Landfill Operations and Refuse Operations personnel. Refuse Collection Operations Wheeled carts have been delivered to almost all customers, making the collection process safer, cleaner and more efficient. Weekly pick-up is provided for the monthly rate; additional stickers can be purchased for bagged trash. Yard Waste Collection Yard waste such as grass, leaves and garden residue is collected via yard waste bags, in bundles, in residents' own containers (20-35 gallons) or in a limited number of 95 gallon carts provided by the City. Food waste can be placed in City -provided 25 or 95 gallon carts or in residents' own containers (20-35 gallons). Carts will continue to be ordered and delivered as demand continues and budget allows. Residents are also encouraged to reduce food waste and compost their own yard and food waste. Curbside Recycling Collection A recycling container is provided for each single-family residence and each multiple unit dwelling of four units or fewer. The program recently transitioned from a sorted system using 18 gallon bins to a single stream program (commingled, no sorting required) using 65 gallon carts. The larger carts provide more capacity for residents to recycle and safer, cleaner, more efficient collection. Residents may also use three City drop-off sites located throughout the community. White Goods/Bulky Items Special item collection is available via appointment; additional fees apply and are charged on utility bills. Items included in the program include furniture, electronics, appliances and tires. Customers are encouraged to donate still -usable items to local second-hand stores. 444 HIGHLIGHTS An internal route re -balancing study began in fiscal year 2019 to increase efficiencies, particularly in refuse collection, and improve safety. It is anticipated that efficiencies will improve with the transition to single stream recycling in carts but also that the number of customers who recycle will increase since the program will be easier to use. The number of customers served has increased significantly over the past five years and has reached a point where additional staff and equipment are needed for an additional route on some days. In addition, Refuse Collection staff will be taking over the service of two of the City's three drop-off recycling sites from Landfill Operations staff. In fiscal year 2018, Refuse Collection handled: • 9,694 tons of waste (increase of almost 500 tons over past 5 years) • 1,648 tons of recycling (increase of almost 150 tons over past 5 years) • 1,747 tons of yard waste (increase of 500 since last year) Recent Accomplishments: • Delivered 65 gallon recycling carts for all curbside customers will be complete by the end of 2019 • Added food waste to the yard waste collection program • Introduced 25 and 95 gallon carts for organics via customer request Upcoming Challenges: • 25 and 95 gallon cart delivery for organics continue as budget allows • Over 600 customers have been added over past five years with no additions to staff or equipment • Implementing findings of the route re -balance study Staffing: Staffing Level Change Summary: The Refuse Fund added a 1.0 FTE M.W. II — Refuse position in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Curbside Recycling supplies expense decreased by 34% due to a carry -forward of appropriations in fiscal year 2019 from previous years for recycling carts. Capital outlay includes $35,000 for Refuse carts and lids and $125,000 for Yard Waste carts. FY2018 FY2019 FY2020 Total FTE's 17.50 17.88 18.88 Staffing Level Change Summary: The Refuse Fund added a 1.0 FTE M.W. II — Refuse position in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Curbside Recycling supplies expense decreased by 34% due to a carry -forward of appropriations in fiscal year 2019 from previous years for recycling carts. Capital outlay includes $35,000 for Refuse carts and lids and $125,000 for Yard Waste carts. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: STAR Objective: Department Goal Department Objective: Performance Measures: Enhanced Community Engagement and Intergovernmental Waste Minimization - Reduce and reuse material waste produced in the community. Provide sustainable and cost-effective services for residents that divert material from the landfill. Continue to provide exceptional curbside recycling, yard waste, appliance, and electronic waste collection services to Iowa City residents. White Goods — Scheduled Pickups FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Residential Refuse Collection Accounts 15,331 15,405 15,620 15,780 15,962 Refuse Tonnages 9,160 9,210 9,476 9,623 9,694 Recycling Tonnages 1,496 1,508 1,525 1,570 1,648 Yard Waste Tonnages 1,629 1,696 1,689 1,317 1,747 White Goods — Scheduled Pickups *No longer track number of Bulk Items. Total Tonnage includes weight. Community Survey results of the percent rated positively *Community Survey conducted during FY 2013 and FY 2017 13 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Bulk Items 2,251 2,746 2,755 2,333 Appliances 197 199 321 281 285 Electronics 209 241 221 156 241 White Goods Route Total Tonnages 254.17 269.56 257.80 229.65 284.31 *No longer track number of Bulk Items. Total Tonnage includes weight. Community Survey results of the percent rated positively *Community Survey conducted during FY 2013 and FY 2017 13 Activity Summary Activity: Refuse Administration (740110) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues $ 3,455 $ 5,710 $ 13,833 $ 5,710 $ 13,833 $ 13,833 Charges For Fees And Services Refuse Charges 575 (25) 425 - - - Miscellaneous Other Misc Revenue (511) - - - - - Total Revenues $ 3,519 $ 5,685 $ 14,258 $ 5,710 $ 13,833 $ 13,833 Expenditures: Personnel $ 125,148 $ 140,414 $ 179,112 $ 197,881 $ 185,548 $ 191,114 Services 268,961 314,775 275,735 331,067 336,124 342,846 Supplies - - 104 500 2,705 2,759 Total Expenditures $ 394,109 $ 455,189 $ 454,951 $ 529,448 $ 524,377 $ 536,720 Personnel Services - FTE 2016 2017 2018 2019 2020 Asst Supt - Refuse 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Refuse 0.50 0.50 0.50 0.38 0.38 Supt Streets/Solid Waste 0.35 - - - - Resource Management Superintendent - - 0.50 0.50 Total Personnel 1.85 1.50 1.50 1.88 1.88 :[[8 Activity Summary Activity: Refuse Operations (740120) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Licenses And Permits General Use Permits Charges For Fees And Services Refuse Charges Miscellaneous Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse M.W. 11 - Refuse M. W. III - Refuse Total Personnel Capital Outlay Refuse Carts and Lids GPS Tracking Hardware Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 2,325 $ 76 $ - $ 80 $ - $ 2,167,805 2,202,716 2,281,777 2,260,530 2,281,770 2,281,770 - - 74 - - - $ 2,170,130 $ 2,202,792 $ 2,281,851 $ 2,260,610 $ 2,281,770 $ 2,281,770 $ 425,714 $ 451,410 $ 412,594 $ 474,307 $ 484,938 $ 499,486 977,537 930,016 902,015 958,649 943,801 962,677 6,521 7,925 14,140 7,931 8,207 8,371 - - - 50,500 35,000 - $ 1,409,773 $ 1,389,351 $ 1,328,749 $ 1,491,387 $ 1,471,946 $ 1,470,534 2016 2017 2018 2019 2020 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 2019 2020 $ 42,000 $ 35,000 8,500 - $ 50,500 $ 35,000 Activity Summary Activity: Yard Waste Collection (740130) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel Capital Outlay Yard Waste Carts Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 178,391 $ 150,298 $ 233,685 $ 369,600 $ 384,000 $ 384,000 $ 178,391 $ 150,298 $ 233,685 $ 369,600 $ 384,000 $ 384,000 $ 143,589 $ 132,916 $ 133,278 $ 144,755 $ 144,059 $ 148,381 98,570 123,274 137,876 129,725 145,186 148,090 23,742 39,786 23,528 20,000 - - - - - - 125,000 - $ 265,901 $ 295,975 $ 294,681 $ 294,480 $ 414,245 $ 296,471 2016 2017 2018 2019 2020 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2019 2020 $ - $ 125,000 $ - $ 125,000 Activity Summary Activity: Curbside Recycling Collection (740140) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE M.W. II - Refuse Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 749,137 $ 770,004 $ 959,201 $ 823,290 $ 957,930 $ 957,930 $ 749,137 $ 770,004 $ 959,201 $ 823,290 $ 957,930 $ 957,930 $ 459,703 $ 484,000 $ 500,424 $ 513,823 $ 609,197 $ 627,473 227,096 251,109 333,521 408,491 455,934 465,053 16,336 - - 50,000 33,000 33,660 $ 703,135 $ 735,109 $ 833,945 $ 972,314 $ 1,098,131 $ 1,126,186 2016 2017 2018 2019 2020 6.00 6.00 6.00 6.00 7.00 6.00 6.00 6.00 6.00 7.00 Mill Activity Summary Activity: White Goods/Bulky Collection (740150) Fund: Refuse Collection (7400) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Refuse Charges Total Revenues Expenditures: Personnel Services Total Expenditures Personnel Services - FTE M.W. I - Refuse Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 29,075 $ 31,004 $ 32,451 $ 31,000 $ 32,450 $ 32,450 S 29,075 $ 31,004 $ 32,451 $ 31,000 $ 32,450 $ 32,450 $ 107,099 $ 120,268 $ 136,741 $ 142,788 $ 148,976 $ 153,446 55,562 57,483 57,708 60,590 60,544 61,755 $ 162,661 $ 177,751 $ 194,450 $ 203,378 $ 209,520 $ 215,201 2016 2017 2018 2019 2020 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 451 I WA 01111 a 14 1111111110 11] The Landfill Fund accounts for the business -like operations of the City's municipal landfill and recycling operations. The Landfill fund is primarily supported by user fees. Fund Balance: The Landfill Fund's total fund balance on June 30, 2018 was $26.941 million, a 0.7% increase from the fiscal year 2017 year-end fund balance. Of the $26.941 million, $24.631 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to a decrease in transfers out to the Capital Project Fund. The fiscal year 2019 projected, unassigned fund balance is $2,378,335 which is a 2.98% or $68,977 increase over the fiscal year 2018 unassigned fund balance. In fiscal year 2020, the unassigned fund balance is estimated to decrease $788,511 or 33.2%. These changes are primarily due to changes in budgeted transfers out to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. For each ton deposited at the Landfill, a transfer is made to the replacement reserve of $4.00 per ton. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2020 is $9.401 million not including projected outstanding loan balances of $1.174 million to the Parking Fund, $1,444 million to the General Fund, and $962,942 to the Road Use Tax Fund. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: • Closure and Post -Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance for the costs associated with closing the :1W Fund Balance (1) $30 000 000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $a 1 FY2016 FY2017 FY2018 FY2019 FY2020_ ,335 $1.589,4 $1,577.055 $2,031.864 $2.309.358 $2.378 82 E•■Unassigned Assigned $23349.124 $24703.421 $24,631,185 $22,294,079 23,379,756 (1) FY19 and FY20 figures are estimates The fiscal year 2019 projected, unassigned fund balance is $2,378,335 which is a 2.98% or $68,977 increase over the fiscal year 2018 unassigned fund balance. In fiscal year 2020, the unassigned fund balance is estimated to decrease $788,511 or 33.2%. These changes are primarily due to changes in budgeted transfers out to the Capital Projects Fund. The Landfill maintains a reserve for the cell replacement. For each ton deposited at the Landfill, a transfer is made to the replacement reserve of $4.00 per ton. The projected balance in the Landfill Cell Replacement Reserve at the end of fiscal year 2020 is $9.401 million not including projected outstanding loan balances of $1.174 million to the Parking Fund, $1,444 million to the General Fund, and $962,942 to the Road Use Tax Fund. The City also maintains separate reserves as required by State law. Iowa State law requires landfill fund balance restrictions as follows: • Closure and Post -Closure Reserves: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide assurance for the costs associated with closing the :1W landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimizing infiltration and erosion; and sufficient to provide for the costs related to post -closure requirements. • Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve balance in the Landfill Fund is reserved for these uses and is not accessible for other City projects. The Landfill will have estimated restricted fund balances at the end of fiscal year 2020 of $13.799 million for Closure/Post-Closure Reserves and $179,338 in the Solid Waste Surcharge Reserve. The Landfill Cell Replacement Reserve has three outstanding inter -fund loan as of the end of I1 l.aI Yt a LV IV. I IIG wuVvvu ly ID a gun u I lGly VI uRAtJ IVa1 ID Road Use Tax Fund 2019 Public Works 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2020. The major landfill fees charged are summarized as follows: Trash Disposal Rates`: Iowa City residents: $42.50 per ton Non -Iowa City residents: $47.50 per ton The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non -Iowa City residents. Other Disposal Rates Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Principal Total Wood chip mulch (minimum) $2 TV or monitor (<18", includes peripherals) $12 TV or monitor (>_ 18", includes peripherals) Final Outstanding as Payment FY20 FY20 Loan Date Loan Amount Payment of 6/30/19 FY20 Principal Interest Parking Fund 2v 009E Reenue Bond 11/1/2014 $ 2,495,350 2024 $ 1,423,385 $ 289,143 $ 249,735 $ 39,408 Defeasance General Fund 2019 Public Works 6/30/2019 $ 1,500,000 2039 $ 1,500,000 $ 99,828 $ 55,587 $ 44,241 Facility Loan Road Use Tax Fund 2019 Public Works 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494 Revenues: The Landfill Fund is primarily supported by user fees. There are no fee increases budgeted in fiscal year 2020. The major landfill fees charged are summarized as follows: Trash Disposal Rates`: Iowa City residents: $42.50 per ton Non -Iowa City residents: $47.50 per ton The last tipping fee increase was in fiscal year 2016 of $4.00 per ton for both Iowa City and non -Iowa City residents. Other Disposal Rates Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (<18", includes peripherals) $12 TV or monitor (>_ 18", includes peripherals) $17 Bulk electronic waste (with no TV or $3 per item 453 For fiscal year 2020, landfill charges of $5,933,293 and refuse charges of $417,800 comprise approximately 91% of the landfill's budgeted revenue. Total revenues are estimated to decrease by 0.3% from fiscal year 2019 due to a lower estimate based upon a decrease in the prior year actual revenues. Revenue Trends $7,200,000 $7,000,000 $6,800,006 $6,600,000 $6,400,000 $6,200,000 $6,000,000 $5,800,000 $5,600,000 $5,400,000 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■ Chargesfor Services ■Use of Money&Property ■Intergovernmental ■Miscellaneous Expenditures: Fiscal year 2020 budgeted expenditures decreased $875,395 from the fiscal year 2019 revised budget. The Landfill Fund's expenditures decreased overall due to a decrease in capital outlay in the Solid Waste Surcharge Reserve. $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Expenditure Trends 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■Personnel ■Services ■Supplies ■Capital Outlay Fiscal year 2020 expenditures include $60,000 for capital outlay which is only 1.2% of the expenditure budget. 454 Long4erm Projections: Total Revenues vs. Expenditures I un d. Lan dfi III,, d $B.5 $8 $7.5 E $7 $6.5 $6 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +Total Expenses �TotalRevenue Future revenues are projected out at a flat rate, assuming no rate increases or account growth. Transfers In will decrease slightly in fiscal year 2025 as the Parking Fund pays off their Interfund Loan. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes result from Transfers Out related to Capital Projects. Fiscal year 2020 is higher with the planned construction of the Landfill water main extension, but then Capital Projects transfers drop back below $1 million going forward. M11 Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commiss Intergovernmental Other State Grants Charges For Fees And Services Refuse Charges Landfill Charges Miscellaneous Contrib & Donations Misc Merchandise Intra -City Charges Other Misc Revenue Sub -Total Revenues Transfer In: Interfund Loans Misc Transfers In Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Landfill Administration Landfill Operations Solid Waste Surcharge Reserve Sub -Total Expenditures Transfers Out: Capital Project Funding Misc Transfers Out Interfund Loan Sub -Total Transfers Out Landfill (7500 - 7504) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 24,052,856 $ 24,926,189 $ 26,735,285 $ 26,940,544 $ 24,672,414 $ 24,969,581 $ 115,278 $ 242,093 $ 420,276 $ 222,926 $ 475,614 $ 475,614 34,786 62,452 73,523 62,460 73,520 73,520 - 2,769 285 2,770 290 290 3,222 - 22,483 90,000 20,000 - 366,079 433,804 499,331 424,250 417,800 417,800 5,686,853 6,273,574 5,933,293 6,168,980 5,933,293 5,933,293 165 60 20 - - - 17,821 19,184 13,802 19,180 20,000 20,000 17,718 22,619 16,145 - 16,145 16,145 26,905 33,393 49,627 29,230 38,120 38,120 6,268,826 7,089,948 7,028,784 7,019,796 6,994,782 6,974,782 251,095 228,364 235,310 242,467 342,381 352,893 1,341,275 975,522 1,139,531 959,748 984,603 984,603 1,592,370 1,203,886 1,374,841 1,202,215 1,326,984 1,337,496 $ 7,861,196 $ 8,293,834 $ 8,403,625 $ 8,222,011 $ 8,321,766 $ 8,312,278 $ 587,850 $ 839,138 $ 788,943 $ 865,730 $ 924,139 $ 944,892 3,894,779 4,049,431 3,896,971 4,118,645 4,195,598 4,280,216 67,467 85,395 254,734 1,101,017 90,260 92,876 4,550,096 4,973,964 4,940,648 6,085,392 5,209,997 5,317,984 1,056,976 535,251 2,120,176 945,000 1,830,000 800,000 1,341,275 975,522 1,137,543 959,748 984,603 984,603 - - - 2,500,000 - - 2,398,251 1,510,773 3,257,719 4,404,748 2,814,603 1,784,603 Total Expenditures & Transfers Out $ 6,948,348 $ 6,484,738 $ 8,198,366 $ 10,490,140 $ 8,024,600 $ 7,102,587 Fund Balance, June 30 $ 24,965,704 $ 26,735,285 $ 26,940,544 $ 24,672,414 $ 24,969,581 $ 26,179,271 Prior Year Accounting Adjustment (39,515) - - - - - Adjusted Fund Balance', June 30 24,926,189 26,735,285 26,940,544 24,672,414 24,969,581 26,179,271 Restricted / Committed /Assigned 23,349,124 24,703,421 24,631,185 22,294,079 23,379,756 24,993,329 Unassigned Balance $ 1,577,065 $ 2,031,864 $ 2,309,358 $ 2,378,335 $ 1,589,824 $ 1,185,942 % of Revenues & Transfers In 20% 24% 27% 29% 19% 14% :1&V Ae1►1I] a I I Iti]» 01TA I Is]► 6.1 The Iowa City Landfill and Recycling Center (Landfill) is committed to providing environmentally and fiscally responsible solid waste, composting, and recycling facilities while working towards significantly reducing the regional reliance on solid waste disposal. The Landfill will operate in accordance with the rules and regulations of the U.S. Environmental Protection Agency (EPA) and the Iowa Department of Natural Resources (DNR). The Iowa City Landfill and Recycling Center is administered by Resource Management staff within the Public Works Department. The Landfill serves Johnson County, Kalona, and Riverside. Solid waste is disposed according to federal and state regulations to make sure that environmental protection is in place. The Landfill has been designated an Environmental Management System (EMS) by the Iowa DNR; this status allows for independent goal setting and tracking as well as access to dedicated funds. The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This legislation initiated recycling programs for these items, which are still in place today. In addition, City Council has banned corrugated cardboard, televisions, and computer screens from the Landfill; these items must now be recycled. The Landfill's budget is organized into the following five activities: Landfill Administration Resource Management oversees division policies, procedures, budget, and manages Landfill Operations and Refuse Operations personnel. Landfill Administration coordinates Landfill Operations activities with other City departments and divisions. Landfill Operations Annually, the Landfill takes in about 140,000 tons of solid waste and collects hundreds of groundwater samples to evaluate environmental compliance. The landfill is about 425 acres in size, about half which is closed or active landfill cells. The remaining land is used as a buffer for surrounding properties and wetlands. The Eastside Recycling Center is located at 2401 Scott Boulevard SE. Facilities include a LEED platinum -certified environmental education building, a bulk water station, drop- off areas for waste oil and recycling, and sales of Iowa City Community Compost and wood chips. The site also provides space for the Iowa Valley Habitat for Humanity, Restore and the Friends of Historic Preservation's Salvage Barn. Through a partnership with Re Store, electronics are accepted for recycling. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented waste reduction, reuse, recycling, and composting programs. These :1M programs are designed to promote higher and better use of materials and natural resources. Landfill Replacement Reserve This activity accounts for funds that are assigned for the replacement of closed landfill cells. These activities include acquiring land, land improvements, and cell construction. Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction, and recycling programs. Landfill Assurance Reserves for Closure and Post -Closure Assurance Reserves account for state -mandated set -asides for costs associated with closing the landfill and ongoing maintenance of the closed landfill site in accordance with Iowa Administrative Code, the DNR policies, and other environmental regulations. HIGHLIGHTS • Waste reduction and recycling programs continue to be improved to reduce natural resource use and long-term reliance on the landfill • A corrugated cardboard ban was successfully implemented in January 2018 • Solid Waste Surcharge Reserve funds are being used to purchase a large quantity of recycling and organics carts for Iowa City's curbside collection program Recent Accomplishments: • A 7.2 -acre landfill cell was completed; at current fill rates this will provide space for approximately 5.7 years • A dual extraction pumping system to remove leachate from landfill gas wells was completed • A new Caterpillar D8 bulldozer was purchased M1.3 Upcoming Challenges: • Increase trash compaction rates by increasing equipment time on trash and moving to flat -filling operations • Multiple program roll -outs in the previous two years have increased the need for ongoing education and outreach to the service area • Continue to increase opportunities for residents and qualifying small businesses to properly dispose of hazardous materials Staffing: Staffing Level Change Summary: The Landfill Operations activity added a 1.0 FTE Landfill Operator, as well as seasonal temporary workers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Landfill Administration service expenditures increased by 6.9% primarily due to increased administrative services chargebacks. Landfill Operations supplies expenditures decreased by 20.8% due to an increased rock budget in fiscal year 2019 for the construction of a rain day pad and new road. The Landfill Replacement Reserve has an increased revenue budget for Interfund Loans in fiscal year 2020 as repayment begins on the loan for the new Public Works Facility from the General and Road Use Tax Funds. The Solid Waste Surcharge Reserve activity has $1,005,000 budgeted in capital outlay to assist in purchasing recycling and organics curbside collection carts in fiscal year 2019. :1 MY] FY2018 FY2019 FY2020 Total FTE's 14.00 14.88 15.88 Staffing Level Change Summary: The Landfill Operations activity added a 1.0 FTE Landfill Operator, as well as seasonal temporary workers in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Landfill Administration service expenditures increased by 6.9% primarily due to increased administrative services chargebacks. Landfill Operations supplies expenditures decreased by 20.8% due to an increased rock budget in fiscal year 2019 for the construction of a rain day pad and new road. The Landfill Replacement Reserve has an increased revenue budget for Interfund Loans in fiscal year 2020 as repayment begins on the loan for the new Public Works Facility from the General and Road Use Tax Funds. The Solid Waste Surcharge Reserve activity has $1,005,000 budgeted in capital outlay to assist in purchasing recycling and organics curbside collection carts in fiscal year 2019. :1 MY] GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Tons of Solid Waste Landfilled Enhanced Community Engagement and Intergovernmental Relations & Promote Environmental Sustainability Waste Minimization - Reduce and reuse material waste produced in the community. Provide innovative and cost-effective services for residents that divert material from the landfill. Provide residents with convenient and efficient recycling opportunities. FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 115,642 123,410 126,743 137,025 140,658 Organics (Food Waste) Tons Diverted to Composting FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 484 439 549 760 1,032 Recycling Drop Site Tons Collected FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 723 769 778 817 1,178 Amount (%) of All Solid Waste Recycled FY 2014 FY 2015 FY 2016 FY 2017 I FY 2018 14.0% 14.1% 9.9% 9.8% 8.4% :1 RX Activity Summary Activity: Landfill Administration (750110) Fund: Landfill (7500) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues S 44,565 $ 176,249 $ 362,171 $ 176,250 $ 362,171 $ 362,171 Miscellaneous Other Misc Revenue 1,500 - - - - - Total Revenues $ 46,065 $ 176,249 $ 362,171 $ 176,250 $ 362,171 $ 362,171 Expenditures Personnel $ 125,312 $ 136,947 $ 175,669 $ 206,986 $ 227,027 $ 233,838 Services 461,824 701,695 612,259 651,815 696,710 710,644 Supplies 715 497 1,015 6,929 402 410 Total Expenditures $ 587,850 $ 839,138 $ 788,943 $ 865,730 $ 924,139 $ 944,892 Personnel Services - FTE 2016 2017 2018 2019 2020 Assist Supt - Landfill 1.00 1.00 1.00 1.00 1.00 Customer Service Rep - Solid Waste - 0.50 0.50 0.88 0.88 Sr Clerk/Typist- Wastewater 0.50 - - - - Wastewater Superintendent 0.50 - - - - Resource Management Superintendent - - - 0.50 0.50 Total Personnel 2.00 1.50 1.50 2.38 2.38 :r..1 Activity Summary Activity: Landfill Operations (750120) Fund: Landfill (7500) Division: Resource Management Department: Public Works Expenditures Personnel 2016 2017 2018 2019 2020 2021 Services Actual Actual Actual Revised Budget Projected Revenues: 90,173 84,850 140,405 125,023 98,978 100,958 Use Of Money And Property 347,322 180,356 77,325 51,000 60,000 50,000 Interest Revenues $ 2,690 $ 5,064 $ 3,970 $ - $ - $ - Rents 34,786 62,452 73,523 62,460 73,520 73,520 Royalties & Commiss - 2,769 285 2,770 290 290 Intergovernmental - - - - Total Personnel 12.75 Other State Grants 3,222 - 22,483 - 20,000 - Charges For Fees And Services 2019 2020 Plastic Compactor $ Refuse Charges 366,079 433,804 499,331 424,250 417,800 417,800 Landfill Charges 5,490,196 6,098,549 5,677,782 5,993,960 5,677,783 5,677,783 Miscellaneous 25,000 - Other Operating Equipment Contrib & Donations 165 60 20 - - - Misc Merchandise 17,821 19,184 13,802 19,180 20,000 20,000 Intra -City Charges 17,718 22,619 16,145 - 16,145 16,145 Other Misc Revenue 25,405 33,393 49,627 29,230 38,120 38,120 Total Revenues $ 5,958,082 $ 6,677,894 $ 6,356,968 $ 6,531,850 $ 6,263,658 $ 6,243,658 Expenditures Personnel $ 980,889 $ 1,060,970 $ 966,476 $ 1,101,458 $ 1,190,674 $ 1,226,394 Services 2,476,396 2,723,255 2,712,763 2,841,164 2,845,946 2,902,865 Supplies 90,173 84,850 140,405 125,023 98,978 100,958 Capital Outlay 347,322 180,356 77,325 51,000 60,000 50,000 Total Expenditures $ 3,894,779 $ 4,049,431 $ 3,896,971 $ 4,118,645 $ 4,195,598 $ 4,280,216 Personnel Services - FTE 2016 2017 2018 2019 2020 Landfill Operator 5.00 8.00 8.00 8.00 9.00 M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00 M.W. III - Landfill 2.00 - - - - Recycle Clerk - Landfill 1.00 - - - - Recycling Coordinator 0.25 - - - - Scalehouse Operator 1.50 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 - - - - Total Personnel 12.75 11.50 11.50 11.50 12.50 Capital Outlay 2019 2020 Plastic Compactor $ - $ 35,000 Litter Control Backstops - 25,000 Facility Improvements 8,000 - Monitoring Instruments 25,000 - Other Operating Equipment 18,000 - Total Capital Outlay $ 51,000 $ 60,000 :1!*J Activity Summary Activity: Landfill Replacement Reserve (750910) Fund: Landfill (7501) Division: Resource Management Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues & Transfers In: 74,821 $ 52,622 $ 87,949 $ 81,053 $ 83,485 7,638 9,210 Use Of Money And Property 8,068 9,207 9,391 413 1,363 25 - Interest Revenues $ 68,023 $ 60,780 $ 53,834 $ 46,676 $ 113,143 $ 113,143 Other Financial Sources 254,734 $ 1,101,017 $ 90,260 $ 92,876 Transfer In from Landfill Operations 761,251 822,641 843,945 822,641 843,945 843,945 Interfund Loans 251,095 228,364 235,310 242,467 342,381 352,893 Total Revenues & Transfers In $ 1,080,369 $ 1,111,784 $ 1,133,088 $ 1,111,784 $ 1,299,469 $ 1,309,981 Transfers Out: Capital Project Fund $ - $ - $ 1,500,000 $ - $ - $ - InterFund Loan - Disbursed to Other Funds - - - 2,500,000 - - Total Transfers Out $ - $ - $ 1,500,000 $ 2,500,000 $ - $ - Activity Summary Activity: Solid Waste Surcharge Reserve (750220) Fund: Landfill (7502) Division: Resource Management Department: Public Works Revenues: Charges For Fees And Services Landfill Charges Intergovernmental Other State Grants Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Recycling Coordinator Total Personnel 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 196,656 $ 175,025 $ 255,510 $ 175,020 $ 255,510 $ 255,510 $ - $ - $ - $ 90,000 $ - $ - $ 196,656 $ 175,025 $ 255,510 $ 265,020 $ 255,510 $ 255,510 $ 59,417 $ 74,821 $ 52,622 $ 87,949 $ 81,053 $ 83,485 7,638 9,210 9,361 8,068 9,207 9,391 413 1,363 25 - - - - - 192,726 1,005,000 - $ 67,467 $ 85,395 $ 254,734 $ 1,101,017 $ 90,260 $ 92,876 Capital Outlay Recycling Carts and Food Waste Containers Total Capital Outlay 2016 2017 2018 2019 2020 0.75 0.75 1.00 1.00 1.00 0.75 0.75 1.00 1.00 1.00 :1"1 2019 2020 $ 1,005,000 $ - $ 1,005,000 $ - Activity Summary Activity: Landfill Closure/Post-Closure Reserves (750230/240) Fund: Landfill (7503/4) Division: Resource Management Department: Public Works Revenues: Use Of Money And Property Interest Revenues Other Financial Sources Transfer In from Landfill Operations Total Revenues 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected 301 $ 300 $ 300 580,024 152,881 293,598 137,107 140,658 140,658 $ 580,024 $ 152,881 $ 293,899 $ 137,107 $ 140,958 $ 140,958 MIall1i]:i9111►II7 The Airport Fund accounts for the operations of the municipal airport operations. The Airport Fund is managed as a business -like operation, however, it is subsidized by the City's General Fund. The Airport Fund's fund balance on June 30, 2018 was $216,769, a 29.67% decrease from the fiscal year 2017 year-end fund balance. The decrease in fund balance was primarily the result of an increase in capital outlay expenditures. In fiscal year 2019, fund balance is estimated to increase by 16.78% to $253,159. This increase is due a decrease in the transfers out to the Capital Project Fund. In fiscal year 2020, the fund balance is project to increase by 5.26% to $266,475. This increase is a result of steady capital outlay expenditures and slightly increased revenue. . Revenues: For fiscal year 2020, 90% of Airport Fund revenue is provided through rentals of airport property. The General Fund property tax subsidy for airport operations has been reduced from $13,209 in fiscal year 2017 to $9,687 in fiscal year 2018 and to $0 in fiscal years 2019 and 2020. There is also an annual transfer of $100,000 from the General Fund to the Airport Fund to help fund the airport (1) FY19 and FY20 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport 's capital improvement program. a[:t.7 Fund Balance (1) $700,000 00,000 $6 $5 00,000 $4 00,000 00000 $3 $2 00000 000 $100,000 FY2016 FY2017 FY2018 FY2019 $0 ■Total' $572,074 $300,219 $216,769 $253,159 $266.475 (1) FY19 and FY20 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport 's capital improvement program. a[:t.7 FY2016 FY2017 FY2018 FY2019 FY2020 ■Total' $572,074 $300,219 $216,769 $253,159 $266.475 (1) FY19 and FY20 figures are estimates The Airport Fund retains $100,000 of fund balance that is assigned for capital projects at the airport 's capital improvement program. a[:t.7 $390,Doo $360,DDD $370,000 $360,DDD $350,DDD $340,DDD $33g0oo $320,000 $31D,DDD Revenue Trends 2016 Actual 2917 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■Use of Money&Property ■Miscellaneous ■Other Financial Sources Expenditures: In the fiscal year 2020 budget, operating expenditures increased from the fiscal year 2019 budget by 2.1% to $364,678 primarily due to cost of living and inflation adjustments and an increase in repair and maintenance expenditures. Capital outlay of $10,000 is budgeted for fiscal year 2019 versus estimated capital outlay expenditures of $12,000 in fiscal year 2020. Expenditure Trends $700,000 $60D,DDD $soD,00D $4D0,D00 $300,000 $2DD,DDD $lc)o.c)00 2916 Actual 2917 Actual 2018 Actual 2919 Revised 2020 Budget 2021 Projected ■Personnel ■Services ■Supplies ■Capital Outlay Airport (7600) Fund Summary :1ffA 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 611,028 $ 572,874 $ 308,219 $ 216,769 $ 253,159 $ 266,475 Revenues: Use Of Money And Property Interest Revenues $ 4,432 $ 1,005 $ 4,231 $ - $ - $ - Rents 300,282 310,413 317,430 325,000 326,520 326,520 Royalties & Commiss 33,040 35,280 31,018 36,500 36,500 36,500 Miscellaneous Contrib & Donations - - 7,500 - - - Misc Merchandise - - 3,260 - - - Other Misc Revenue 3,745 1,800 2,143 - - - Other Financial Sources Sale Of Assets - - 20,000 - - - Sub -Total Revenues 341,499 348,499 385,582 361,500 363,020 363,020 Transfers In: Transfer In from General Fund - Subsidy 121,929 113,209 109,687 100,000 100,000 100,000 Sub -Total Transfers In 121,929 113,209 109,687 100,000 100,000 100,000 Total Revenues & Transfers In $ 463,428 $ 461,708 $ 495,269 $ 461,500 $ 463,020 $ 463,020 Expenditures: Airport Operations $ 408,276 $ 665,802 $ 468,122 $ 357,310 $ 364,678 $ 370,539 Sub -Total Expenditures 408,276 665,802 468,122 357,310 364,678 370,539 Transfers Out: Capital Project Fund 93,307 60,561 118,597 67,800 85,025 47,500 Sub -Total Transfers Out 93,307 60,561 118,597 67,800 85,025 47,500 Total Expenditures & Transfers Out $ 501,583 $ 726,362 $ 586,719 $ 425,110 $ 449,703 $ 418,039 Fund Balance, June 30 $ 572,874 $ 308,219 $ 216,769 $ 253,159 $ 266,475 $ 311,457 Restricted / Committed /Assigned 100,000 100,000 100,000 100,000 100,000 100,000 Unassigned Balance $ 472,874 $ 208,219 $ 116,769 $ 153,159 $ 166,475 $ 211,457 % of Revenues & Transfers In 102% 45% 24% 33% 36% 46% :1ffA 01NWs] :4Ire] UANeiIIQ011.1 The Iowa City Municipal Airport, directed by the Airport Commission, provides a safe, cost- effective general aviation facility. The Airport creates and enriches economic, educational, healthcare, cultural, and recreational opportunities for the greater Iowa City community. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. HIGHLIGHTS • The Iowa City Municipal Airport has secured over $11.1 million in state and federal grants since 2010 • The University of Iowa continues to conduct research at their Operator Performance Laboratory at the Airport • The Airport collaborated with the Optimist Club to host the annual pancake breakfast • The Airport celebrated it's 100th anniversary in 2018 with a weekend event that saw over 600 people take an airplane ride • The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million to the Iowa City area Recent Accomplishments: • Completed the Airport Obstruction Mitigation Environmental Assessment with FAA Grant • Received Iowa DOT Grant for Terminal Apron Reconstruction • Hosted 100th Anniversary weekend :[H7 Upcoming Challenges: • FAA/State funding priority changes • Obstruction Mitigation • Increasing revenue to support operations Staffing: Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no staffing service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures include funds for a box blade attachment for $12,000 in the fiscal year 2020 budget. :IM FY2018 FY2019 FY2020 Total FTE's 1.00 1.00 1.00 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no staffing service level changes in the fiscal year 2020 budget. Financial Highlights: Capital outlay expenditures include funds for a box blade attachment for $12,000 in the fiscal year 2020 budget. :IM GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for airport operations and improvements, increase revenue generated by airport operations. Department Objective: Accelerate loan repayments through the sale of airport land for development. Annual review of hangar rates to maximize revenue. Performance Measures: Note: 70% of land sale revenue is directed to inter -fund loan repayments FY 2014 FY 2015 FY 2016 FY 2017 FY 2078 Revenue Generated through Airport $72342 $68,415 $21,929 $13,209 $9,687 Operations $212,505 $930,843 $0 $0 $20,000 Land Sales Note: 70% of land sale revenue is directed to inter -fund loan repayments Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 General Levy Support for $72342 $68,415 $21,929 $13,209 $9,687 Operations 85 85 92 92 92 Strategic Plan Goal: Department Goal: Department Objective: Performance Measures: Promote a Strong and Resilient Local Economy Increase the usefulness of the Airport for economic development. Increase fuel sales. Allow for privately funded hangar construction. FY 2014 FY 2015 FY 2016 1 FY 2017 FY 2018 Based Aircraft 85 85 92 92 92 (Number of Aircraft Based at IOW) Activity Summary Activity: Airport Operations (850110) 74,945 $ 77,081 $ 78,961 $ 80,690 $ Fund: Airport (7600) Division: Airport Operations 315,237 258,835 264,711 270,005 Department: Airport 9,789 25,381 9,514 7,277 7,423 78,518 345,840 2016 2017 2018 2019 2020 2021 468,122 $ Actual Actual Actual Revised Budget Projected Revenues: 2016 2017 2018 2019 Use Of Money And Property Interest Revenues $ 4,432 $ 1,005 $ 4,231 $ - $ - $ - Rents 300,282 310,413 317,430 325,000 326,520 326,520 Royalties & Commiss 33,040 35,280 31,018 36,500 36,500 36,500 Miscellaneous Contrib & Donations - - 7,500 - - - Misc Merchandise - - 3,260 Other Misc Revenue 3,745 1,800 2,143 - - - Other Financial Sources Sale Of Assets - - 20,000 - - - Transfers In: Transfer In from General Fund -Ops Subsidy 21,929 13,209 9,687 - - - Total Revenues & Transfers In $ 363,428 $ 361,708 $ 395,269 $ 361,500 $ 363,020 $ 363,020 Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Airport Operations Specialist Total Personnel Capital Outlay Box Blade for Tractor Furniture Replacement Total Capital Outlay $ 72,631 $ 74,945 $ 77,081 $ 78,961 $ 80,690 $ 83,111 235,333 235,228 315,237 258,835 264,711 270,005 21,793 9,789 25,381 9,514 7,277 7,423 78,518 345,840 50,423 10,000 12,000 10,000 $ 408,276 $ 665,802 $ 468,122 $ 357,310 $ 364,678 $ 370,539 2016 2017 2018 2019 2020 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 471 2019 2020 $ - $ 12,000 10,000 - $ 10,000 $ 12,000 6.1to] NMRVITIAIAMMIkiU] The Storm Water Fund is an enterprise fund that accounts for the activities of the City's Storm Water Utility. Fund Balance: The Storm Water Fund's fund balance on June 30, 2018 was $795,950 which was a 22.86% decrease from the fiscal year 2017. The fiscal year 2019 fund balance is estimated to decrease 14.76% from fiscal year 2018 to $678,435. These decreases are primarily due to transfers out to the Capital Projects Fund totaling $1,327,568 in fiscal year 2018 and $1,109,000 in fiscal year 2019. Fiscal year 2020 projected fund balance represents a 9.88% increase over the fiscal year 2018 estimated year-end balance at $745,497. This is primarily due to a decrease in the transfers out to the Capital Projects Fund and a Storm Water Utility fee rate increase. Fund Balance (1) $1,400,000 $1,200,000 $1,000,000 $800 ,000 $600000 $400000 $200,000 $0tFY2016Y2017 FY2018 FY2019 FY2020■Unassgne,031,912 $795,950 $678,435 $745,497 (1) FY19 and FY20 figures are estimates Revenues: The Storm Water Fund is primarily funded through a monthly Storm Water Utility fee. This fee is being increased in fiscal year 2020 by $.50 per equivalent residential unit (ERU) per month to $5.00 per ERU and by $.25 per rental unit per month to $2.75 per rental unit per month. This fee was last increased in fiscal year 2017 by $1.00 per ERU per month and $.50 per rental unit per month. Approximately 99% of the Storm Water Fund's operations are funded through Storm Water Utility fees. Interest on investments and miscellaneous revenue comprise less than 1 % of Storm Water Fund's revenue. Fiscal year 2020 revenues are estimated to increase from fiscal year 2019 due to the fee rate increase. :1 VA Revenue Trends $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2016 Actual 2017 Actual 2018 Actual 2019 Revised 2020 Budget 2021 Projected ■Chargesfor Services ■Use of Money&Property ■Miscellaneous ■Intergovernmental Expenditures: Fiscal year 2020 adopted expenditures represent a $133,083 or 24.74% increase from the fiscal year 2019 estimated expenditures. The increase is primarily attributed to an increase in personnel expenditures. $800,000 $700,000 $600,000 $s0o,0o0 $400,000 5300,000 5200,000 5100,000 S Expenditure Trends 2016 Actual 2017 Actual 2018 Revised 2019 Revised 2020 Budget 2021 Projected ■ Personnel ■ Services ■ Capital Outlay ■ Supplies 473 Long-term Projections: -I MI WalerI Ard $2.25 $2 e $1.75 $1.5 $1.25 $1 Total Revenues vs. Expenditures 2020 Projected 2021 Projected 2022 Projected 2023 Projected 2024 Projected 2025 Projected +- TotalExpenses � Total Revenue Future revenues are projected to hold steady for fiscal year 2021 and then increase gradually as account growth is estimated at 1 % annually. Future expenditures were projected with the assumptions that personnel related expenditures would grow at a 3% rate annually and services and supplies would grow at a 2% rate annually. Additionally, the larger year over year changes in expenditures result from varying Transfers Out related to Capital Projects. Fiscal year 2021 total expenditures are expected to drop significantly due to a smaller transfer for Capital Projects, with the same transfer increasing by $1 million in fiscal year 2022. 474 Storm Water (7700) Fund Summary :l67 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 1,571,994 $ 1,170,823 $ 1,031,912 $ 795,950 $ 678,435 S 745,497 Revenues: Use Of Money And Property Interest Revenues $ 5,837 $ 7,063 $ 16,283 $ 7,060 $ 10,000 $ 10,000 Intergovernmental Disaster Assistance 261 - 5,276 - - - Charges For Fees And Services Building & Devlpmt - 21,512 8,299 - - - Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Miscellaneous Intra -City Charges - 628 7,577 - 7,500 7,500 Other Misc Revenue - 136,926 492 - - - Sub -Total Revenues 1,173,615 1,688,423 1,589,311 1,529,350 1,727,010 1,727,010 Transfers In: Misc Transfers In - - 250 - 1,000 1,000 Sub -Total Transfers In - - 250 - 1,000 1,000 Total Revenues $ 1,173,615 $ 1,688,423 $ 1,589,560 $ 1,529,350 $ 1,728,010 $ 1,728,010 Expenditures: Storm Water Operations $ 738,102 $ 747,069 $ 497,954 $ 537,865 $ 670,948 $ 687,590 Sub -Total Expenditures 738,102 747,069 497,954 537,865 670,948 687,590 Transfers Out: Capital Project Fund 836,945 1,080,265 1,327,568 1,109,000 990,000 380,000 Sub -Total Transfers Out 836,945 1,080,265 1,327,568 1,109,000 990,000 380,000 Total Expenditures & Transfers Out $ 1,575,047 $ 1,827,334 $ 1,825,522 $ 1,646,865 $ 1,660,948 $ 1,067,590 Fund Balance, June 30 $ 1,170,562 $ 1,031,912 $ 795,950 $ 678,435 $ 745,497 $ 1,405,917 Prior Year Accounting Adjustment 262 - - - - - Adjusted Fund Balance, June 30 1,170,823 1,031,912 795,950 678,435 745,497 1,405,917 Restricted / Committed /Assigned - - - - - - Unassigned Balance $ 1,170,823 $ 1,031,912 $ 795,950 $ 678,435 $ 745,497 $ 1,405,917 % of Revenues 100% 61% 50% 44% 43% 81% :l67 6�to] NMRVITIAI ACZO]aA01TAIIs] 016y The Iowa City Storm Water utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and enforcement of our City's Ordinances that provide for and protect our watersheds. When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any pollutant that is directed into the storm water drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting storm water quality keeps our waterways healthy and preserves wildlife habitat. The National Pollutant Discharge Elimination System (NPDES) is a federal program that regulates storm water discharge into waterways. To comply with the federal requirements, the City of Iowa City received a permit to discharge storm water and develop programs to reduce the discharge of pollutants carried by storm water into our local waterways. The local Storm Water Program is administered by the Engineering Division of the Public Works Department. Revenue to support its mission is derived from monthly storm water utility fees collected from local residents and businesses. HIGHLIGHTS Recent Accomplishments: Hosted 40 events, where volunteers logged 2,615 hours of service to clean up the City's watersheds, waterways, wetlands, prairies, and other natural spaces in 2017 The Storm Water Quality Best Management Practices Program participated in a total of 30 projects aimed at improving storm water runoff water quality throughout the community, providing approximately $31,500 toward total combined project costs Initiated 12 creek repair projects totaling approximately $42,353 to repair damaged areas along Willow Creek and Ralston Creek Completed design and construction of projects to repair damaged storm sewer infrastructure at various locations within the City Upcoming Challenges: • On-going maintenance and repair of aging storm water infrastructure • On-going maintenance of storm water detention basins • On-going creek maintenance projects. • Improving the quality of storm water runoff related to the City's MS4 permit • Inspections and enforcement resulting from complaints received related to storm water issues • Reviewing and updating the Storm Water Management Ordinance in conjunction with the new Natural Areas Management Plan Staffing: Staffing Level Change Summary: A 1.0 FTE Storm Water Technician position was added in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Service expenditures increased by $25,167 or 7.9% due to an increase in administrative services chargebacks and an increase in consultant services. am FY2018 FY2019 FY2020 Total FTE's 1.50 1.50 2.50 Staffing Level Change Summary: A 1.0 FTE Storm Water Technician position was added in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes for the fiscal year 2020 budget. Financial Highlights: Service expenditures increased by $25,167 or 7.9% due to an increase in administrative services chargebacks and an increase in consultant services. am GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Promote Environmental Sustainability STAR Objective: Green Infrastructure - Design and maintain a network of green infrastructure features that integrate with the built environment to conserve ecosystem functions and provide associated benefits to human populations. Department Goal: Continue the investment and reinvestment in Best Management Practices. Department Objective: Provide plan review and inspection of Best Management Practices for stormwater quality improvements. Performance Measures: Stormwater Quality BMP — Grant Applications Funded Creek Maintenance — Grant Applications 16 1 22 1 25 1 36 1 * Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods Throughout the City & Promote Environmental Sustainability Integrate volunteers to perform labor intensive water quality related projects. Cost effectively satisfy the regulatory requirements of our stormwater permit while engaging the public in activities and education. Stormwater Volunteer Program CY 2013* CY 2014* CY 2015* CY 2016** CY 2017*** Events 34 25 28 25 40 Volunteers 1,341 529 644 667 814 Volunteer Hours 4 439 1800 197 2,113 2,615 Value $92,908 1 $39,150 1 $44,211 1 $48,493 $59,439 * amount is calculated using FEMA's Volunteer Rate of $17.55/hour ** amount is calculated using FEMA's Volunteer Rate of $22.95/hour *** amount is calculated using FEMA's Volunteer Rate of $22.73/hour aria Activity Summary Activity: Storm Water Operations (770110) Fund: Storm Water (7700) Division: Engineering Services Department: Public Works 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: $ 227,483 $ 233,047 $ 193,954 $ 213,456 $ 322,294 $ 331,963 Use Of Money And Property 271,276 360,683 300,532 320,211 345,378 352,286 Interest Revenues S 5,837 $ 7,063 $ 16,283 $ 7,060 $ 10,000 $ 10,000 Intergovernmental 236,562 151,633 - - - - Disaster Assistance 261 - 5,276 - - - Charges For Fees And Services 2016 2017 2018 2019 2020 Building & Devlpmt - 21,512 8,299 - - - Storm Water Charges 1,167,517 1,522,294 1,551,384 1,522,290 1,709,510 1,709,510 Miscellaneous 0.50 0.50 0.50 0.50 0.50 Intra -City Charges - 628 7,577 - 7,500 7,500 Other Misc Revenue - 136,926 492 - - - Total Revenues $ 1,173,615 $ 1,688,423 $ 1,589,311 $ 1,529,350 $ 1,727,010 $ 1,727,010 Expenditures Personnel $ 227,483 $ 233,047 $ 193,954 $ 213,456 $ 322,294 $ 331,963 Services 271,276 360,683 300,532 320,211 345,378 352,286 Supplies 2,781 1,706 3,469 4,198 3,276 3,342 Capital Outlay 236,562 151,633 - - - - Total Expenditures $ 738,102 $ 747,069 $ 497,954 $ 537,865 $ 670,948 $ 687,590 Personnel Services - FTE 2016 2017 2018 2019 2020 M.W. III -Wastewater Collection 0.20 0.20 - - - M.W. II -Wastewater Treatment Plant 0.30 0.30 - - - Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 1.00 Storm Water Technician - - - - 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 - - - Project Support Assistant 0.50 - - - - Total Personnel 2.60 2.10 1.50 1.50 2.50 °!4] :[�l�M10[CM111I:Is] all III vaIII ►1I] The Housing Authority Fund is an enterprise fund that accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City -owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority Fund's total fund balance on June 30, 2018 was $7,017,559, an increase of $260,890 or 3.86% from the fiscal year 2017 year-end fund balance. The increase in fiscal year 2018 was primarily due to an increase in the Housing Voucher administrative fee. At the end of fiscal year 2018, $3,150,222 in fund balance will be restricted for maintenance and development of Public Housing units and the development of affordable homeownership opportunities. Fund balance history is as follows: $8,000,000 $7,000,000 $6,000,000 $5.000,000 $4.000000 $3.000000 $2000,000 $1;000 000 $0 ■ U na ss igne d . Restricted Fund Balance (1) FY2016 FY2017 $3411900 $3.660.645 $2,939.110 i $3,096,024 (1) FY 19 and FY 20 are estimates FY2018 $3 967 337 $3,150.222 FY2019 FY2020 $3.974.155 $4.191209 $1,109,722 $1,139.718 1 Fiscal year 2019 revised year-end fund balance is budgeted to decrease by 27.55% or $1,933,682 over the fiscal year 2018 ending balance. The fiscal year 2019 decrease is due to budgeted capital outlay within the Public Housing activity to purchase low income housing units in the Chauncey Building and the Augusta Place. Fiscal year 2020 projected fund balance is expected to increase by 4.86% over the fiscal year 2019 fund balance to $5,330,927 due an increase in HUD funding and lower repair and maintenance expenditures. :[:L] Revenues: HUD allocations account for approximately 95% of ICHA revenue. ICHA is projected to receive $9.143 million in federal funding through HUD in fiscal year 2020. This is a 5.1 % increase from fiscal year 2019 projections. Revenue Trends $10,900,000 $9,500,000 1 $9,000,000 $8,500,000 $SA99, 9o9 $7 500 000 2016 Actual 2017 Actual 2013 Act,al 2019 ReWsed 2020 B,cget 202: 7 ojected ■ Intergovernmental ■ Use of Money & Property ■ Miscellaneous ■ Other Financial Sources Expenditures: Fiscal year 2020 estimated expenditures are budgeted to decrease from the fiscal year 2019 estimated expenditures by $2,090,303 or 18.28% which primarily represents a decrease in capital outlay. Expenditure Trends 2016Actual 2017 Actual 2918 Actual 2919 Revised 2020 Budget 2021 Projected ■Personnel ■Services ■Supplies ■CapRal Cutlay 89% of the Housing fund budget is to provide services to citizens. :1 1-Y, City of Iowa City Housing Authority (7900 - 7922) Fund Summary :r:YJ 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 5,911,701 $ 6,350,911 $ 6,756,668 $ 7,017,559 $ 5,083,877 S 5,330,927 Revenues: Use Of Money And Property Interest Revenues $ 18,668 $ 31,291 $ 78,971 $ 31,940 $ 32,000 $ 32,000 Rents 300,137 321,157 322,998 321,160 323,000 323,000 Royalties & Commissions 66,115 59,866 54,164 59,870 54,160 54,160 Intergovernmental Fed Intergovnt Rev 8,318,431 8,486,847 9,109,749 8,697,937 9,142,572 9,142,572 Miscellaneous Other Misc Revenue 21,065 69,642 39,321 68,580 41,330 41,330 Other Financial Sources Loan Repayments 93,154 14,748 13,496 14,750 13,496 13,496 Insurance Recoveries - - - 316,898 - - Sale OfAssets 1,740 119,500 1,811 - - - Sub -Total Revenues 8,819,308 9,103,051 9,620,510 9,511,135 9,606,558 9,606,558 Misc Transfers In - - 29,287 32,750 29,290 29,290 Sub -Total Transfers In - - 29,287 32,750 29,290 29,290 Total Revenues & Transfers In $ 8,819,308 $ 9,103,051 $ 9,649,797 $ 9,543,885 $ 9,635,848 $ 9,635,848 Expenditures: Voucher Program $ 7,771,499 $ 8,138,340 $ 8,655,039 $ 8,338,263 $ 8,879,608 $ 9,065,221 Public Housing Program 563,415 512,867 687,089 3,091,355 459,707 470,720 Sub -Total Expenditures 8,334,915 8,651,207 9,342,128 11,429,618 9,339,315 9,535,942 Transfers Out: Operating Subsidy - PILOT Gen Fund 18,914 19,292 19,582 20,072 20,714 21,335 Misc Transfers Out - Director Reimb 26,270 26,795 27,197 27,877 28,769 29,632 Sub -Total Transfers Out 45,184 46,087 46,779 47,949 49,483 50,967 Total Expenditures & Transfers Out $ 8,380,099 $ 8,697,294 $ 9,388,907 $ 11,477,567 $ 9,388,798 $ 9,586,909 Fund Balance, June 30 $ 6,350,911 $ 6,756,668 $ 7,017,559 $ 5,083,877 $ 5,330,927 $ 5,379,866 Restricted/Committed/Assigned 2,939,110 3,096,024 3,150,222 1,109,722 1,139,718 1,169,714 Unassigned Balance $ 3,411,800 $ 3,660,645 $ 3,867,337 $ 3,974,155 $ 4,191,209 $ 4,210,152 % of Revenues & Transfers In 39% 40% 40% 42% 43% 44% :r:YJ [•l�M 1► [rlAIIIj I: [s] Cl II Mel »:7A r M Ll W To improve quality of life, the Iowa City Housing Authority acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide information and education, housing assistance, and public and private partnership opportunities. The Housing Authority is in the Neighborhood and Development Services Department and was established in 1969 to administer housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,400 low-income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans' Supportive Housing (VASH) Programs. Homeownership opportunities exist in the HCV Homeownership Program. Participation in all programs requires the families meet federally established income guidelines. The Housing Authority's budget is organized into three activities: Administration, Voucher Programs, and Public Housing. The division also manages Peninsula Apartments; a description of this activity may be found in the Special Revenue Fund section of this document. Housing Authority Administration Housing Authority Administration personnel manage all of the housing programs. These expenditures are fully allocated to the Voucher and Public Housing programs. Voucher Programs The Housing Authority works with over 400 owners/ landlords and administers 1,298 HCV and VASH vouchers. Public Housing The City of Iowa City owns 81 public housing units; the Housing Authority serves as the landlord and rents these units to eligible tenants. They are low-density units scattered throughout Iowa City and were constructed to conform and blend into the existing neighborhood architecture. HIGHLIGHTS • The Housing Choice Voucher Program paid approximately $7.6+ million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in CY2017. • The Housing Authority paid over $300,000 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in CY2017. • Since 1998, 197 families have moved to homeownership with assistance from the Housing Authority (TOP/ADHOP, HCV Homeownership, FSS Program, Down Payment Assistance, and UniverCity). :1:191 Recent Accomplishments: • Achieved High Performance Status for the Housing Choice Voucher program forFY2018 • In CY2017, maintained a 100.6% lease - up rate for the combined HCV and VASH programs • In CY2017 maintained a 97% lease -up rate for Public Housing • Maintained a 100% lease -up rate for the Peninsula Apartments Staffing: Upcoming Challenges: • HUD funds the Housing Authority on a calendar year basis; however, we never know what our actual budgets are until May or June of the calendar year • Dispelling damaging myths regarding Housing Authority programs and participants • Maintain lease -up rates of at least 98% for the HCV, VASH, & Public Housing programs; 100% for Peninsula Apartments • Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Housing Voucher activity services expenditures increased $519,630 in the fiscal year 2020 budget due to an increase in landlord rents based off fiscal year 2018 actuals. The Public Housing activity service expenditures decreased by $228,158 primarily due to amended repairs and maintenance expenses in the fiscal year 2019 revised budget. Additionally, the fiscal year 2019 capital outlay includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. FY2018 FY2019 FY2020 Total FTE's 9.60 9.50 9.50 Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: The Housing Voucher activity services expenditures increased $519,630 in the fiscal year 2020 budget due to an increase in landlord rents based off fiscal year 2018 actuals. The Public Housing activity service expenditures decreased by $228,158 primarily due to amended repairs and maintenance expenses in the fiscal year 2019 revised budget. Additionally, the fiscal year 2019 capital outlay includes $1,000,000 for units to be purchased in the Chauncey Building and $1,080,000 for units to be purchased in Augusta Place. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Advance Social Justice and Racial Equity STAR Objective: Poverty Prevention & Alleviation - Prevent people from falling into poverty and proactively enable those who are living in poverty to obtain greater, lasting economic stability and security. Department Goal: Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. Department Objective: The Family Self -Sufficiency (FSS) Program: Promote self- sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. Performance Measures: Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Maintain a scattered sites Public Housing program. CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 Total Participants 156 177 190 218 244 of Participants with Escrow 97% 97% 97% 95% 94% Year Goal — 95% 73% 81% 78% 80% 88% Accounts % of Participants with Reduced or 1.6 days No longer a No longer a No longer a No longer a Eliminated Family Investment 20% FSS grant FSS grant FSS grant FSS grant reporting reporting reporting reporting Program Cash Assistance requirement. requirement. requirement. requirement. of Participants with Increased 52% 53% 61% 62% 63% Income versus Prior Year FSS Graduates 24 24 31 29 36 Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Foster Healthy Neighborhoods throughout the City Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. Maintain a scattered sites Public Housing program. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Actual Occupancy Rate for Fiscal Completed within 24 hours 97% 97% 97% 95% 94% Year Goal — 95% CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 % of All Emergency Work Orders Completed within 24 hours 100% 100% 100% 100% 100% Goal — 100% Average Number of Calendar Days of All Non -Emergency Work Orders 1.6 days 1.9 days 2.1 days 1.3 days 1.3 days Goal — < 25 days) Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City & Promote a Strong and Resilient Local Economy STAR Objective: Housing Affordability - Construct, preserve, and maintain an adequate and diverse supply of location -efficient and affordable housing options for all residents. Department Goal: Affordable Rental Housing: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Department Objective: Provide homeownership opportunities through the HCV homeownership program. Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: :r:Rl i CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 HCVP Homeownership Vouchers $103,583 $74,996 $69,775 $72,413 $71,456 HCVP Non -Elderly Disabled $340,728 $317,995 $310,781 $298,345 $307,722 Vouchers HCVP Portable Vouchers $206,207 $208,845 $162,703 $150,080 $236,581 VASH Vouchers $147,750 $204,079 $269,026 $297,677 $306,378 All Other HCVP Vouchers $4,815,043 $5,185,345 $5,666,479 $5,844,223 $6,142,064 Total Voucher Utilization (# of vouchers leased on the first 94% 98% 101% 98% 101% day of the month Total Voucher Utilization (# of vouchers leased on the last 97% 100% 102% 99% 101% day of the month :r:Rl i Activity Summary Activity: Housing Authority Voucher (490200) Fund: Housing Authority (7910) Division: Neighborhood Services Department: Neighborhood & Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Royalties & Commiss Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Transfers In: Misc Transfers In Total Revenues & Transfers In Expenditures: Personnel Services Supplies Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Housing Choice Voucher Program Coord Total Personnel $ (427) $ (646) $ (611) $ - $ - $ - 65,997 59,616 53,870 59,620 53,870 53,870 7,999,151 8,109,685 8,733,809 8,176,997 8,921,012 8,921,012 12,529 57,061 35,955 59,640 37,520 37,520 - - 29,287 - 29,290 - $ 8,077,250 $ 8,225,716 $ 8,852,310 $ 8,296,257 $ 9,041,692 $ 9,012,402 $ 713,541 $ 732,925 $ 753,768 $ 781,132 $ 802,093 $ 826,156 7,053,753 7,400,264 7,886,130 7,551,959 8,071,589 8,233,021 4,206 5,152 15,140 5,172 5,926 6,045 $ 7,771,499 $ 8,138,340 $ 8,655,039 $ 8,338,263 $ 8,8795608 $ 9,065,221 2016 2017 2018 2019 2020 0.50 0.30 0.30 0.25 0.25 0.50 0.50 0.50 0.50 0.50 0.78 0.78 0.78 0.78 0.78 0.24 - - - - 0.96 0.96 0.96 0.96 0.96 3.84 3.84 3.84 3.84 3.84 0.50 0.50 0.50 0.50 0.50 0.94 1.00 1.00 1.00 1.00 8.26 7.88 :4351 7.88 7.83 7.83 Activity Summary Activity: Housing Authority Public Housing (490300) Fund: Housing Authority (792`) Division: Neighborhood Services Department: Neighborhood & Development Services 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Miscellaneous Other Misc Revenue Other Financial Sources Loans Insurance Recoveries Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Building Inspector F.S.S. Program Coordinator Housing Administrator Housing Assistant Housing Office Manager Housing Program Assistant Public Hsg. Coord Total Personnel Capital Outlay Building Repairs Purchase Units - Chauncey Building Purchase Units -Augusta Place Total Capital Outlay $ 19,094 $ 31,937 $ 79,582 $ 31,940 $ 32,000 $ 32,000 300,137 321,157 322,998 321,160 323,000 323,000 118 251 295 250 290 290 319,280 377,162 375,940 520,940 221,560 221,560 8,536 12,581 3,366 8,940 3,810 3,810 93,154 14,748 13,496 14,750 13,496 13,496 - - - 316,898 - - 1,740 119,500 1,811 - - - $ 742,059 $ 877,335 $ 797,488 $ 1,214,878 $ 594,156 $ 594,156 $ 171,482 $ 172,432 $ 177,918 $ 178,106 $ 181,957 $ 187,415 313,854 325,316 415,826 504,330 276,172 281,695 5,080 11,731 33,448 12,021 1,578 1,610 73,000 3,388 59,898 2,396,898 - - $ 563,415 $ 512,867 $ 687,089 $ 3,091,355 $ 459,707 $ 470,720 2016 2017 2018 2019 2020 0.50 0.30 0.30 0.25 0.25 0.50 0.50 0.50 0.50 0.50 0.22 0.22 0.22 0.22 0.22 0.01 - - - - 0.04 0.04 0.04 0.04 0.04 0.16 0.16 0.16 0.16 0.16 0.50 0.50 0.50 0.50 0.50 1.93 1.72 1.72 1.67 1.67 2019 2020 $ 316,898 $ - 1,000,000 - 1,080,000 - $ 2,396,898 $ - :r:IB CAPITAL PROJECTS FUND F Y 2 O 2 O Fund Summary Summary by Division Summary by Funding Source Annual Recurring Projects Project Summary by Name Unfunded Projects CAPITAL PROJECTS FUND The Capital Projects Fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City's issuance of bonded debt and for the construction and replacement of the City's buildings and infrastructure. The first two years of the five-year capital improvement program (CIP) are certified as part of the operating budget in the Capital Projects Fund. The current five-year CIP is for years 2019-2023. Capital improvement projects involve the construction, purchase, or renovation of city facilities or property. Most of the projects are specific, non-recurring major improvements to the City's physical plant, are permanent in nature, and are greater than $25,000 and have a useful life of three years or more. The City also budgets annually recurring project funds for non-specified improvements of a specific nature; these funds are to be spent on improvements that meet the same definition above. Funding sources for capital improvement projects may be from operating funds, bond proceeds, grants, donations, and a variety of other funding sources. The three largest sources of funds are operating transfers in, bonded debt, and state and federal grants. For the CIP for years 2019-2023, the total funding sources are $163,522,501, and the total expenditures are $163,357,501. The difference between the total expenditures and the total funding sources over the five-year period is a result of funding sources that are being realized to cover prior year expenditures such as planning and design. The 2020 CIP expenditures of $31,313,422 will be certified as part of the fiscal year 2020 operating budget. Budgeted fiscal year 2020 Capital Projects Fund expenditures also include $49,860 of interest expense payments to the Wastewater Treatment Fund. Total Capital Projects Fund fiscal year 2020 budgeted expenditures are $31,363,282. The 2020 CIP funding sources of $32,286,422 will also be certified as part of the fiscal year 2020 operating budget. Budgeted fiscal year 2020 Capital Projects Fund revenues and transfers in also include State sales tax grant funding of $1,805,516 and a transfer in from the TIF funds to reimburse for prior year expenditures of $32,479. Total Capital Projects Fund fiscal year 2020 budgeted revenues and transfer in are $34,124,417. The changes to the 2019 CIP are amended into the fiscal year 2019 operating budget. The fiscal year 2019 Capital Projects Fund expenditure budget also includes totals from the carry forward of prior year projects that must be re -appropriated with the State. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund expenditures for fiscal year 2019 are $96,335,889; the revised budget includes the 2019 CIP expenditures of $34,436,320, prior year project carry forwards of $61,831,861, and internal loan interest payments of $67,708. aRy The revised fiscal year 2019 Capital Projects Fund revenues and transfers in budget also includes totals from the carry forward of prior year projects. The amounts being carried forward from prior years are not included in the five-year CIP totals. The revised Capital Projects Fund revenues and transfers in for fiscal year 2019 are $46,976,536; the revised budget includes the 2019 CIP funding sources of $33,378,320, State sales tax grant funding of $1,542,708, a transfer in from the TIF funds to reimburse for prior year expenditures of $48,741, and prior year project carry forwards of $12,006,767. In fiscal year 2015, the North Treatment Plant Removal project received a 20 -year internal loan from the Wastewater Treatment Fund which is being repaid with a State of Iowa sales tax grant. In fiscal year 2018, this was reduced to a 7 -year loan due to better align with the anticipated timing of the state sales tax grant revenues. The Capital Projects Fund's expenditures include interest expense paid to the Wastewater Treatment Fund of $67,708, $49,860, and $22,560 for years 2019, 2020, and 2021, respectively. The Capital Project Fund budget also includes principal repayments, shown as transfers out, budgeted at $1,475,000 for 2019, $1,750,000 for 2020, and $1,175,000 for 2021; and state sales tax grant revenues budgeted at $1,551,833, $1,805,516, and $1,125,751 for years 2019, 2020, and 2021, respectively. These amounts are not reflected in the five-year CIP totals. Fund balance in the Capital Projects Fund primarily represents unspent funding sources from the current year and prior years. This balance fluctuates based on the timing of the issuance of bonds and the timing of the project expenditures. The estimated ending fund balance for fiscal year 2020 is $1,654,985. a&*ra Fund Balance, July 1 Revenues: Use Of Money And Property Interest Revenues Rents Royalties & Commissions Intergovernmental Fed Intergovnt Rev Disaster Assistance Other State Grants State 28E Agreements Local 28E Agreements Charges of Fees & Services Development Fees Miscellaneous Contrib & Donations Printed Materials Other Misc Revenue Other Financial Sources Sale Of Assets Debt Sales Internal Service (Non -Budgetary): ITS Fund Sub -Total Revenues Transfers In: Funds Transfers -In from Enterprise Funds Transfers -In from G.O. Bonds Misc Transfers -In Internal Service (Non -Budgetary): ITS Fund Sub -Total Transfers In Total Revenues & Transfers In Expenditures: Governmental: General Government Culture & Recreation Community and Economic Dvlpmnt Public Safety Public Works Enterprise: Parking Operations Public Transportation Wastewater Treatment Water Operations Landfill Storm Water Airport Internal Service (Non -Budgetary): ITS Fund Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Capital Projects Fund 17,390,327 14,286,521 7,145,744 Fund Summary 4,050,253 6,080,831 5,242,774 10,030,558 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 21,460,930 $ 32,266,210 $ 56,728,217 $ 51,478,203 $ 643,850 $ 1,654,985 $ 83,075 $ 167,597 $ 547,585 $ - $ - $ - 8,400 - - - - - 95 - - - - - 1,692,623 448,233 57,993 2,597,948 5,479,685 1,743,360 7,710 155,015 71,512 - - - 5,436,433 11,575,849 1,802,896 8,220,424 2,349,716 1,197,560 752,880 88,619 92,330 50,000 191,000 - - 361,401 25,000 4,000,000 1,600,000 - 96,897 232,345 - - - - 353,131 275,000 94,542 215,000 100,000 - 750 1,380 1,245 - - - 61,194 1,071,969 51,515 177,000 - - 142,978 2,023,694 - 1,000,000 - - 9,778,517 22,597,543 12,157,105 14,162,000 12,157,340 10,464,140 25,195 174 18,439,878 38,998,819 14,901,722 30,422,372 21,877,741 13,405,060 10,255,700 17,390,327 14,286,521 7,145,744 4,669,301 4,050,253 6,080,831 5,242,774 10,030,558 6,908,420 7,577,375 5,127,500 621,775 (154,269) (21,242) - - - 25,000 210,625 1,380 2,500,000 - - 16,518,422 5,318) 22,953,497 47,925,401 17,758,253 13,531,253 16,983,306 22,684,139 24,297,217 16,554,164 12,246,676 9,177,753 $ 35,423,184 $ 61,682,958 $ 39,198,939 $ 46,976,536 $ 34,124,417 $ 22,582,813 $ 1,039,952 $ 184,873 $ 554,521 $ 8,154,897 $ - $ - 1,314,646 1,576,659 4,702,095 14,241,315 2,569,569 2,241,000 157,895 2,003,017 5,481,026 9,471,074 - - 448,091 24,060 59,910 1,454,834 1,480,000 - 16,518,422 29,114,198 22,953,497 47,925,401 17,758,253 13,531,253 501,974 608,083 544,815 1,152,208 675,000 1,320,000 - - 6,063 606,937 - 50,000 1,929,861 911,283 5,613,040 6,852,757 2,989,860 1,892,560 267,083 219,515 1,460,865 1,970,965 3,797,350 660,000 603,283 1,372,054 1,778,140 2,117,185 520,000 800,000 141,406 459,705 81,536 1,226,287 915,000 380,000 449,502 87,197 211,578 1,162,029 658,250 475,000 424,014 61,633 23,796,129 36,622,277 43,447,087 96,335,889 31,363,282 21,349,813 621,775 373,674 (20,986) - - - 200,000 225,000 1,022,852 1,475,000 1,750,000 1,175,000 821,775 598,674 1,001,866 1,475,000 1,750,000 1,175,000 $ 24,617,904 $ 37,220,951 $ 44,448,953 $ 97,810,889 $ 33,113,282 $ 22,524,813 $ 32,266,210 $ 56,728,217 $ 51,478,203 $ 643,850 $ 1,654,985 $ 1,712,985 493 City of Iowa City, Iowa Capital Improvement Plan 2019-2023 2019 thru 2023 Category 2019 2020 2021 2022 2023 Total Airport 392,000 658,250 475,000 1,170,000 1,250,000 3,945,250 Cemetery 50,000 50,000 City Manager 6,500,000 6,500,000 Development Services 400,000 400,000 Equipment 123,200 123,200 Fire 1,480,000 1,300,000 1,900,000 4,680,000 Information Technology Services 275,000 275,000 Landfill 835,000 520,000 800,000 45,000 455,000 2,655,000 Library 25,800 400,000 425,800 Parking Operations 510,000 675,000 1,320,000 575,000 300,000 3,380,000 Parks Administration 50,000 217,000 281,000 50,000 50,000 648,000 Parks Maintenance 8,315,000 1,325,000 1,450,000 1,365,000 3,670,000 16,125,000 Police 424,750 424,750 Public Works Administration 3,775,000 3,775,000 Recreation 495,000 977,569 110,000 690,000 50,000 2,322,569 Senior Center 50,000 50,000 350,000 100,000 50,000 600,000 Storm Water 315,000 915,000 380,000 1,280,000 240,000 3,130,000 Street Operations 9,392,970 17,758,253 13,531,253 10,741,753 18,064,253 69,488,482 Transit Operations 220,000 50,000 18,000,000 50,000 18,320,000 Wastewater Treatment 1,455,500 2,940,000 1,870,000 2,025,000 10,795,500 19,086,000 Water Operations 882,100 3,797,350 660,000 974,000 690,000 7,003,450 TOTAL 34,436,320 31,313,422 21,327,253 38,715,753 37,564,753 163,357,501 Capital Improvement Program by Division 2019-2023 $163,357,501 Stone Water, $3,130,000 Senior Center, $600,000 Recreation, $2,322,569 Public Works Administration. $3,]]5,000 Police, $424,750 Transit Operations, Street Operations, $69,488,482 I Parks Maintenance, $16,125,000 Parking Operations, $3,380,000 p_ ., :'Ri.7 Wastewater Treatment, $19,086,000 Water Operations, $],003,450 Airport, $0,945,250 Fire, $4,680,000 Services, $400,000 —Cemetery, $50,000 �ity Manager, $6,500,000 Equipment, $121,200 �—Infonna0on Technology Services, B00$2]5,000 $648,000 Landfill, $2,655,000 City of Iowa City, Iowa Capital Improvement Plan 2019-2023 2019 thru 2023 PROJECTS BY DIVISION Category Project# Priority 2019 2020 2021 2022 2023 Total Airport Airport Parking Lot Expansion A3447 3 60,000 60,000 Airfield Pavement Rehabilitation A3461 1 286,000 286,000 Runway 7 Environmental Assessment A3465 2 150,000 150,000 Runway 7 Extension (213) A3466 2 1,170,000 1,170,000 Runway 25 Threshold Relocation A3470 1 106,000 460,000 566,000 Runway 12/30 Threshold Displacement/Relocation A3471 1 72,250 325,000 397,250 Self Serve Fuel Stations Kiosk Replacement A3472 2 66,000 66,000 Airport Apron Expansion A3473 2 1,250,000 1,250,000 Airport Total 392,000 658,250 475,000 1,170,000 1,250,000 3,945,250 Cemeter Cemetery Road Asphalt Overlay R4145 2 50,000 50,000 Cemetery Total 50,000 50,000 ICity Manager County Behavioral Access Center G4723 2 6,500,000 6,500,000 City Manager Total 6,500,000 6,500,000 Develo ment Services Permitting Software Upgrade G4720 1 400,000 400,000 Development Services Total 400,000 400,000 Equipment Equipment Shop Parking Lot Asphalt Overlay P3983 2 123,200 123,200 Equipment Total 123,200 123,200 Fire Fire Apparatus Replacement Program Z4406 1 955,000 1,300,000 1,900,000 4,155,000 Fire Station #5 Z4407 1 525,000 525,000 Fire Total 1,480,000 1,300,000 1,900,000 4,680,000 Information Technology Services Infrastructure Asset Management G4724 3 275,000 275,000 Information Technology Services Total 275,000 275,000 Landfill Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Leachate Pumping System L3330 2 585,000 585,000 Category Project # Priority 2019 2020 2021 2022 2023 Total Compost Pad Improvements L3333 1 250,000 250,000 South Side Recycling Site L3334 3 520,000 520,000 Landfill Dual Extraction System Expansion L3335 3 45,000 455,000 500,000 Landfill Total 835,000 520,000 800,000 45,000 455,000 2,655,000 Librar Library Carpet and Furnishings Replacement B4343 2 400,000 400,000 Library HVAC Repairs B4345 2 25,800 25,800 Library Total 25,800 400,000 425,800 IParking Operations Parking Facility Restoration Repair T3004 2 80,000 300,000 300,000 300,000 300,000 1,280,000 Parking Equipment EMV Upgrade T3018 2 75,000 75,000 Rec Center Parking Lot Overlay& Creek Improvement T3019 2 165,000 165,000 Replacement of Electronics in Smart Parking Meters T3020 1 960,000 960,000 Video Cameras for Parking Facilities T3021 3 100,000 100,000 200,000 Parking Enforcement Vehicles T3022 3 90,000 60,000 150,000 Parking Ramp Automated Parking Equipment T3023 2 275,000 275,000 550,000 Parking Operations Total 510,000 675,000 1,320,000 575,000 300,000 3,380,000 Parks Administration City Hall - Other Projects R4129 1 50,000 25,000 25,000 50,000 50,000 200,000 City Hall Boiler System Replacement R4133 1 192,000 256,000 448,000 Parks Admknistration Total 50,000 217,000 281,000 50,000 50,000 648,000 Parks Maintenance Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 30,000 30,000 30,000 30,000 30,000 150,000 Riverfront Crossings Park Development R4185 1 950,000 950,000 Intra -city Bike Trails R4206 2 25,000 25,000 25,000 25,000 25,000 125,000 Highway 1 Sidewalk/rrail R4225 3 902,000 902,000 Willow Creek/Kiwanis Park Improvements R4322 2 900,000 900,000 Pedestrian Mall Reconstruction R4340 1 4,430,000 4,430,000 New Park Development- Location Unspecified R4346 2 370,000 370,000 Fainneadows Playground and Shelter R4348 2 150,000 150,000 Wetherby Restroom,Shelter& Playground Upgrades R4349 2 550,000 550,000 Chadek Green Park Restrooms and Shelter R4350 2 365,000 365,000 Lower City Park Adventure Playground R4356 2 850,000 850,000 Whispering Meadows Shelter& Playground R4357 2 185,000 185,000 Lower City Park Shelters & Restroom Replacement R4358 2 490,000 490,000 Kiwanis Park Playground & Shelter Renovation R4359 2 370,000 370,000 East Side Sports Complex Tree Buffer R4360 4 78,000 78,000 Napoleon Park Softball Fields 5-8 Renovation R4362 3 350,000 350,000 Upper City Park Shelters & Restroom Replacement R4363 2 490,000 490,000 Scott Park Shelter and Playground Replacement R4364 2 185,000 185,000 Hickory Hill Park Conklin St Shelter & Restrooms R4365 2 245,000 245,000 Glendale Park Shelter & Playground Replacement R4366 2 215,000 215,000 Napoleon Park Playground & Accessible Path R4367 2 185,000 185,000 Court Hill Park Shelter& Playground Replacement R4368 2 185,000 185,000 Happy Hollow Playground Replacement R4371 2 120,000 120,000 Terrell Mill Skate Park Redevelopment R4372 2 600,000 600,000 City Park Ball Field Improvements R4373 3 50,000 100,000 100,000 250,000 Mercer Park Ball Diamond #1 Turf Conversion R4374 3 1,700,000 1,700,000 Hunters Run Park Playground & Shelter R4375 2 235,000 235,000 :1 RYA Category Project# Priority 2019 2020 2021 2022 2023 Total Parks Maintenance Total 8,315,000 1,325,000 1,450,000 1,365,000 3,670,000 16,125,000 Police Police Car & Body Camera Replacement Y4441 1 250,000 250,000 Police Front Offices Remodel Y4443 2 74,750 74,750 Crime Scene Mapping System Y4444 3 100,000 100,000 Police Total 424,750 424,750 Public Works Administration Public Works Facility P3959 3 3,200,000 3,200,000 West Riverbank Stabilization P3981 1 270,000 270,000 Sand/Salt Storage Bunkers P3985 3 210,000 210,000 Brine Maker and Blending Station P3986 3 95,000 95,000 Public Works Administration Total 3,775,000 3,775,000 Recreation Annual Recreation Center Improvements R4330 1 65,000 50,000 50,000 50,000 50,000 265,000 Recreation Center ADA Improvements R4351 1 430,000 430,000 Mercer Park Pool- Dehumidification/luckpointing R4369 1 927,569 927,569 RAL Recreation Center Pool Filter and HVAC R4370 2 60,000 640,000 700,000 Recreation Total 495,000 977,569 110,000 690,000 50,000 2,322,569 Senior Center Annual Senior Center Facility Improvements K1001 4 50,000 50,000 350,000 100,000 50,000 600,000 Senior Center Total 50,000 50,000 350,000 100,000 50,000 600,000 Storm Water Annual Storm Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 75,000 675,000 750,000 North Westminster Storm Sewer Upgrades M3633 2 140,000 1,040,000 1,180,000 Storm Water Total 315,000 915,000 380,000 1,280,000 240,000 3,130,000 Street Operations Annual Traffic Signal Projects S3814 3 150,000 300,000 150,000 150,000 150,000 900,000 Traffic Calming S3816 3 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA S3822 1 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation S3824 1 2,004,388 2,108,901 2,208,901 2,308,901 2,408,901 11,039,992 Underground Electrical Facilities S3826 2 183,582 190,352 190,352 190,352 190,352 944,990 Bicycle MasterPlan Implementation S3827 3 150,000 300,000 150,000 150,000 150,000 900,000 American Legion Rd -Scott Blvd to Taft Ave S3854 2 578,000 8,444,000 9,022,000 Annual Bridge Maintenance & Repair S3910 1 150,000 250,000 250,000 250,000 900,000 McCollister Blvd- Gilbert to Sycamore S3934 2 4,660,000 4,660,000 Prentiss Street Bridge Replacement S3935 1 735,000 735,000 Melrose Avenue Improvements S3936 2 250,000 3,750,000 4,000,000 Dubuque Street Reconstruction S3939 1 132,000 1,232,500 1,364,500 Kirkwood Avenue to Capitol Street Connection S3940 2 200,000 2,800,000 3,000,000 First Ave/Scott Blvd Intersection Improvements S3944 2 200,000 950,000 1,150,000 Court Street Reconstruction S3946 2 775,000 5,570,000 6,345,000 Benton Street Rehabilitation Project S3947 2 250,000 2,560,000 2,810,000 Second Avenue Bridge Replacement S3949 1 100,000 700,000 800,000 Rochester Ave Reconst- First Ave. to Ralston Creek S3950 2 650,000 5,750,000 6,400,000 Hwy 1/Hwy 6Intersection Improvements Study S3951 2 75,000 75,000 :1 RM Category Project # Priority 2019 2020 2021 2022 2023 Total Dodge Street Reconstruct -Governor to Burlington S3952 Market& Jefferson Street Two -Way Conversion S3953 Street Operations Total 13,367,000 Transit Operations 197,350 Transit/Equipment Facility Relocation T3055 Transit Bus Shelter Replacement & Expansion T3059 Transit Facility Parking Lot Asphalt Overlay T3063 Transit Mobile Column Vehicle Lift T3064 Muscatine Ave Pedestrian/Transit Amenities T3065 Transit Operations Total Wastewater Treatment 18,000,000 Annual Sewer Main Replacement V3101 Wastewater Clarifier Repairs V3144 Scott Boulevard Trunk Sewer V3145 Nevada Ave Sanitary Sewer Replacement V3147 West Park Ldt Station Rehabilitation V3148 Digester Cover Renovation V3150 Digester Complex Rehabilitation V3151 Influent Rake and Screen Replacement V3153 Hawkeye Lift Station Rehabilitation V3154 Rohret South Sewer V3155 Wastewater Treatment Total Water Operations First Avenue (400-500 Block) Water Main Replace W3212 Spruce St. (1300-1400 Block) Water Main Repl W3216 Melrose- Landfill Water Main Extension W3220 Nutrient Removal Project W3221 Dill St. Water Main Replacement W3222 Bradford Drive Water Main Replacement W3300 Water Distribution Pressure Zone Improvements W3301 Jordan Well Rehabilitation W3305 Deforest Ave Water Main Replacement W3307 Collector Well Capacity Improvements W3311 Hwy 1 (Hawk Ridge to WalMart) Water Main Rept W3313 High Service Pump VFD Replacement W3314 Peninsula Well Field Power Redundancy W3315 Chlorine Feeder System Upgrade W3316 Water Operations Total GRAND TOTAL 350,000 2 117,000 1,250,000 12,000,000 13,367,000 5 197,350 500,000 500,000 9,392,970 17,758,253 13,531,253 10,741,753 18,064,253 69,488,482 2 100,000 18,000,000 18,000,000 2 50,000 725,000 50,000 50,000 150,000 2 50,000 40,000 310,000 50,000 2 60,000 850,000 60,000 2 60,000 150,000 60,000 220,000 50,000 18,000,000 50,000 18,320,000 2 750,000 750,000 750,000 750,000 750,000 3,750,000 1 350,000 64,000 640,000 350,000 2 475,000 1,550,000 50,000 2,025,000 2 60,000 290,000 350,000 2 105,500 60,000 105,500 1 65,000 3,797,350 660,000 974,000 690,000 65,000 1 31,313,422 120,000 38,715,753 7,870,500 7,990,500 1 1,000,000 1,000,000 2 1,025,000 1,025,000 2 250,000 2,175,000 2,425,000 1,455,500 2,940,000 1,870,000 2,025,000 10,795,500 19,086,000 2 577,100 577,100 3 20,000 197,350 217,350 2 110,000 1,310,000 1,420,000 2 100,000 600,000 700,000 1 75,000 725,000 800,000 3 40,000 310,000 350,000 1 100,000 850,000 950,000 1 150,000 150,000 1 40,000 310,000 350,000 3 600,000 600,000 2 64,000 640,000 704,000 2 50,000 50,000 3 75,000 75,000 3 60,000 60,000 882,100 3,797,350 660,000 974,000 690,000 7,003,450 34,436,320 31,313,422 21,327,253 38,715,753 37,564,753 163,357,501 :1 RM City of Iowa City, Iowa Capital Improvement Plan 2019-2023 2019 thru 2023 FUNDING SOURCE SUMMARY Source 2019 2020 2021 2022 2023 Total AIRPORT FUND 67,800 85,025 47,500 117,000 125,000 442,325 CONTRIBUTIONS & DONATIONS 100,000 100,000 EQUIPMENT FUND 123,200 3,000,000 3,123,200 FEDERAL GRANTS 95,400 5,479,685 1,743,360 13,053,000 9,625,000 29,996,445 GENERALFUND 3,778,550 1,372,569 986,000 780,000 905,000 7,822,119 GO BONDS 13,062,000 10,607,340 10,464,140 10,184,500 9,035,000 53,352,980 ITS FUND 275,000 275,000 LANDFILL FUND 3,445,000 1,830,000 800,000 45,000 455,000 6,575,000 OTHER LOCAL GOVERNMENTS 4,000,000 1,600,000 1,000,000 6,600,000 OTHER STATE GRANTS 728,800 544,200 1,273,000 PARKING FUND 495,000 675,000 1,320,000 575,000 300,000 3,365,000 REVENUE BONDS 1,550,000 10,295,500 11,845,500 ROAD USE TAX FUND 2,969,000 2,947,000 2,747,000 2,847,000 2,947,000 14,457,000 STORM WATER FUND 990,000 990,000 380,000 1,380,000 890,000 4,630,000 TRANSIT FUND 235,000 50,000 3,000,000 50,000 3,335,000 UNIVERSITY OF IOWA 50,000 191,000 260,000 380,000 881,000 UTILITY FRANCHISE TAX 305,970 317,253 317,253 317,253 317,253 1,574,982 WASTEWATER FUND 1,455,500 2,940,000 1,870,000 1,775,000 750,000 8,790,500 WATER FUND 1,302,100 1,057,350 660,000 1,124,000 940,000 5,083,450 GRAND TOTAL 33,378,320 32,286,422 21,385,253 38,457,753 38,014,753 163,522,501 '*D] Capital Improvement Program by Funding Source 2019-2023 $163,522,501 Equipment Fund, $3,123,200 ITB Fund, $275,000 Storm Water Fund, 54,6313,13M Landfill Fund, $8,515,000—V' Airport Fun tl, $442,325 Transit Funtl, $3,335,000 Parking Fund, $3,385,000 WastewaterFund, $8,790,500 Water Fund, $5,0 GO Bonds, $53,352,980 Road Use Tax Fund, Aly Revenue Bonds, $11,845,500 Utility Franchise Tax, $1,5]4,982 F_Federal $29,996,U5 _ University of Iowa, $881,000 Other State Grants, $1$73,000 ier Local Governments, $6,600,000 ibutions & Oonatons, $100,000 City of Iowa City, Iowa Capital Improvement Plan 2019-2023 2019 thru 2023 PROJECTS BY FUNDING SOURCE Source Project# Priority 2019 2020 2021 2022 2023 Total 3 12,000 AIRPORT FUND 12,000 Airport Parking Lot Expansion A3447 Airfield Pavement Rehabilitation A3461 Runway 7 Environmental Assessment A3465 Runway 7 Extension (213) A3466 Runway 25 Threshold Relocation A3470 Runway 12/30 Threshold Displacement/Relocation A3471 Self Serve Fuel Stations Kiosk Replacement A3472 Airport Apron Expansion A3473 AIRPORT FUND Total 7,225 CONTRIBUTIONS & DONATIONS 39,725 American Legion Rd -Scott Blvd to Taft Ave 53854 CONTRIBUTIONS & DONATIONS 19,800 Total 12,000,000 EQUIPMENT FUND 125,000 Equipment Shop Parking Lot Asphalt Overlay P3983 Transit/Equipment Facility Relocation T3055 EQUIPMENT FUND Total 100,000 FEDERAL GRANTS 100,000 Runway 7 Environmental Assessment A3465 Runway 7 Extension (213) A3466 Runway 25 Threshold Relocation A3470 Runway 12/30 Threshold Displacement/Relocation A3471 Airport Apron Expansion A3473 American Legion Rd -Scott Blvd to Taft Ave 53854 Melrose Avenue Improvements 53936 Benton Street Rehabilitation Project 53947 Dodge Street Reconstruct- Governor to Burlington 53952 Transit/Equipment Facility Relocation T3055 FEDERAL GRANTS Total GENERAL FUND Library HVAC Repairs 84345 County Behavioral Access Center G4723 Annual Senior Center Facility Improvements K1001 City Hall- Other Projects R4129 3 12,000 135,000 12,000 1 57,200 1,053,000 1 95,400 414,000 57,200 2 1 65,025 15,000 15,000 2 1,125,000 117,000 117,000 1 10,600 46,000 2 930,000 56,600 1 7,225 32,500 39,725 2 19,800 8,500,000 19,800 2 12,000,000 125,000 125,000 67,800 85,025 47,500 117,000 125,000 442,325 2 100,000 100,000 100,000 100,000 2 123,200 123,200 2 3,000,000 3,000,000 123,200 3,000,000 3,123,200 2 135,000 135,000 2 1,053,000 1,053,000 1 95,400 414,000 509,400 1 65,025 292,500 357,525 2 1,125,000 1,125,000 2 4,070,660 4,070,660 2 930,000 930,000 2 1,315,860 1,315,860 2 8,500,000 8,500,000 2 12,000,000 12,000,000 95,400 5,479,685 1,743,360 13,053,000 9,625,000 29,996,445 2 25,800 25,800 2 2,500,000 2,500,000 4 50,000 50,000 350,000 100,000 50,000 600,000 1 50,000 25,000 25,000 50,000 50,000 200,000 Y�YJ Source Project# Priority 2019 2020 2021 2022 2023 Total Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 30,000 30,000 30,000 30,000 30,000 150,000 City Hall Boiler System Replacement R4133 1 Permitting Software Upgrade 192,000 256,000 400,000 448,000 Cemetery Road Asphalt Overlay R4145 2 3 700,000 50,000 700,000 50,000 Intra -city Bike Trails R4206 2 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 1 65,000 50,000 50,000 50,000 50,000 265,000 Recreation Center ADA Improvements R4351 1 430,000 2 800,000 430,000 East Side Sports Complex Tree Buffer R4360 4 78,000 3,650,000 New Park Development- Location Unspecified 78,000 Napoleon Park Softball Fields 5-8 Renovation R4362 3 370,000 370,000 Fairmeadows Playground and Shelter 350,000 2 350,000 Mercer Park Pool- Dehumidification/ruckpointing R4369 1 Wetherby Restroom,Shelter& Playground Upgrades 227,569 2 550,000 227,569 Terrell Mill Skate Park Redevelopment R4372 2 2 365,000 600,000 600,000 City Park Ball Field Improvements R4373 3 50,000 100,000 100,000 Whispering Meadows Shelter& Playground R4357 250,000 Hwy 1/Hwy 6Intersection Improvements Study 53951 2 185,000 Lower City Park Shelters & Restroom Replacement R4358 75,000 75,000 Police Car & Body Camera Replacement Y4441 1 250,000 2 370,000 250,000 Police Front Offices Remodel Y4443 2 74,750 490,000 490,000 Scott Park Shelter and Playground Replacement 74,750 Crime Scene Mapping System Y4444 3 50,000 185,000 Hickory Hill Park Conklin St Shelter & Restrooms R4365 2 50,000 Fire Apparatus Replacement Program Z4406 1 Glendale Park Shelter & Playground Replacement 48,000 2 48,000 Fire Station #5 Z4407 1 2 525,000 185,000 185,000 525,000 GENERAIL FUND Total 3,778,550 1,372,569 986,000 780,000 905,000 7,822,119 GO BONDS Library Carpet and Furnishings Replacement 84343 2 400,000 400,000 Permitting Software Upgrade G4720 1 400,000 400,000 Public Works Facility P3959 3 700,000 700,000 West Riverbank Stabilization P3981 1 270,000 270,000 Riverfront Crossings Park Development R4185 1 950,000 950,000 Highway 1 Sidewalk/rrail R4225 3 477,000 477,000 Willow Creek/Kiwanis Park Improvements R4322 2 800,000 800,000 Pedestrian Mall Reconstruction R4340 1 3,650,000 3,650,000 New Park Development- Location Unspecified R4346 2 370,000 370,000 Fairmeadows Playground and Shelter R4348 2 150,000 150,000 Wetherby Restroom,Shelter& Playground Upgrades R4349 2 550,000 550,000 Chadek Green Park Restrooms and Shelter R4350 2 365,000 365,000 Lower City Park Adventure Playground R4356 2 850,000 850,000 Whispering Meadows Shelter& Playground R4357 2 185,000 185,000 Lower City Park Shelters & Restroom Replacement R4358 2 490,000 490,000 Kiwanis Park Playground & Shelter Renovation R4359 2 370,000 370,000 Upper City Park Shelters & Restroom Replacement R4363 2 490,000 490,000 Scott Park Shelter and Playground Replacement R4364 2 185,000 185,000 Hickory Hill Park Conklin St Shelter & Restrooms R4365 2 245,000 245,000 Glendale Park Shelter & Playground Replacement R4366 2 215,000 215,000 Napoleon Park Playground & Accessible Path R4367 2 185,000 185,000 Court Hill Park Shelter& Playground Replacement R4368 2 185,000 185,000 Mercer Park Pool- Dehumidification/ruckpointing R4369 1 700,000 700,000 RAL Recreation Center Pool Filter and HVAC R4370 2 700,000 700,000 Happy Hollow Playground Replacement R4371 2 120,000 120,000 Mercer Park Ball Diamond #1 Turf Conversion R4374 3 700,000 700,000 Hunters Run Park Playground & Shelter R4375 2 235,000 235,000 American Legion Rd -Scott Blvd to Taft Ave 53854 2 4,851,340 4,851,340 McCollister Blvd- Gilbertto Sycamore 53934 2 4,410,000 4,410,000 Prentiss Street Bridge Replacement 53935 1 555,000 555,000 Melrose Avenue Improvements 53936 2 1,470,000 1,470,000 Dubuque Street Reconstruction 53939 1 1,114,500 1,114,500 Kirkwood Avenue to Capitol Street Connection 53940 2 2,600,000 2,600,000 Y�R3 Source Project# Priority 2019 2020 2021 2022 2023 Total First Ave/Scott Blvd Intersection Improvements 53944 2 1,150,000 1,150,000 Court Street Reconstruction 53946 2 775,000 5,570,000 6,345,000 Benton Street Rehabilitation Project 53947 2 1,494,140 1,494,140 Rochester Ave Reconst- First Ave. to Ralston Creek 53950 2 650,000 5,750,000 6,400,000 Dodge Street Reconstruct- Governor to Burlington 53952 2 1,250,000 3,000,000 4,250,000 Market& Jefferson Street Two -Way Conversion 53953 5 500,000 500,000 Fire Apparatus Replacement Program Z4406 1 716,000 1,040,000 1,520,000 3,276,000 GO BONDS Total 13,062,000 10,607,340 10,464,140 10,184,500 9,035,000 53,352,980 ITS FUND Infrastructure Asset Management G4724 3 275,000 275,000 ITS FUND Total 275,000 275,000 LANDFILL FUND Landfill Equipment Building Replacement L3328 2 800,000 800,000 Landfill Leachate Pumping System L3330 2 585,000 585,000 Compost Pad Improvements L3333 1 250,000 250,000 South Side Recycling Site L3334 3 520,000 520,000 Landfill Dual Extraction System Expansion L3335 3 45,000 455,000 500,000 Public Works Facility P3959 3 2,500,000 2,500,000 Melrose- Landfill Water Main Extension W3220 2 110,000 1,310,000 1,420,000 LANDFILL FUND Total 3,445,000 1,830,000 800,000 45,000 455,000 6,575,000 OTHER LOCAL GOVERNMENTS County Behavioral Access Center G4723 2 4,000,000 4,000,000 Mercer Park Ball Diamond #1 Turf Conversion R4374 3 1,000,000 1,000,000 Melrose Avenue Improvements 53936 2 1,600,000 1,600,000 OTHER LOCAL GOVERNMENTS 4,000,000 1,600,000 1,000,000 6,600,000 Total OTHER STATE GRANTS Airport Parking Lot Expansion A3447 3 48,000 48,000 Airfield Pavement Rehabilitation A3461 1 228,800 228,800 Self Serve Fuel Stations Kiosk Replacement A3472 2 46,200 46,200 Highway 1 Sidewalk/Irail R4225 3 500,000 500,000 Second Avenue Bridge Replacement 53949 1 450,000 450,000 OTHER STATE GRANTS Total 728,800 544,200 1,273,000 PARMNG FUND Parking Facility Restoration Repair T3004 2 80,000 300,000 300,000 300,000 300,000 1,280,000 Parking Equipment EMV Upgrade T3018 2 60,000 60,000 Rec Center Parking Lot Overlay & Creek Improvement T3019 2 165,000 165,000 Replacement of Electronics in Smart Parking Meters T3020 1 960,000 960,000 Video Cameras for Parking Facilities T3021 3 100,000 100,000 200,000 Parking Enforcement Vehicles T3022 3 90,000 60,000 150,000 Parking Ramp Automated Parking Equipment T3023 2 275,000 275,000 550,000 Source Project# Priority 2019 2020 2021 2022 2023 Total PARKING FUND Total 495,000 675,000 1,320,000 575,000 300,000 3,365,000 REVENUE BONDS Digester Complex Rehabilitation V3151 1 7,870,500 7,870,500 Rohret South Sewer V3155 2 2,425,000 2,425,000 Water Distribution Pressure Zone Improvements W3301 1 950,000 950,000 Collector Well Capacity Improvements W3311 3 600,000 600,000 REVENUE BONDS Total 1,550,000 10,295,500 11,845,500 ROAD USE TAX FUND Sand/Salt Storage Bunkers P3985 3 210,000 210,000 Brine Maker and Blending Station P3986 3 95,000 95,000 Annual Traffic Signal Projects 53814 3 150,000 300,000 150,000 150,000 150,000 900,000 Traffic Calming 53816 3 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation 53824 1 1,882,000 1,982,000 2,082,000 2,182,000 2,282,000 10,410,000 Bicycle MasterPlan Implementation 53827 3 150,000 300,000 150,000 150,000 150,000 900,000 Annual Bridge Maintenance & Repair 53910 1 150,000 250,000 250,000 250,000 900,000 Second Avenue Bridge Replacement 53949 1 100,000 250,000 350,000 Dodge Street Reconstruct- Governor to Burlington 53952 2 117,000 117,000 ROAD USE TAX FUND Total 2,969,000 2,947,000 2,747,000 2,847,000 2,947,000 14,457,000 STORM WATER FUND Annual Storm Water Improvements M3631 2 240,000 240,000 240,000 240,000 240,000 1,200,000 Lower Muscatine Area Storm Sewer Improvements M3632 2 750,000 750,000 North Westminster Storm Sewer Upgrades M3633 2 140,000 1,040,000 1,180,000 Willow CreeklKiwanis Park Improvements R4322 2 100,000 100,000 Pedestrian Mall Reconstruction R4340 1 250,000 250,000 McCollister Blvd- Gilbertto Sycamore 53934 2 400,000 400,000 Dubuque Street Reconstruction 53939 1 100,000 100,000 Kirkwood Avenue to Capitol Street Connection 53940 2 150,000 150,000 Dodge Street Reconstruct- Governorto Burlington 53952 2 500,000 500,000 STORM WATER FUND Total 990,000 990,000 380,000 1,380,000 890,000 4,630,000 TRANSIT FUND Parking Equipment EMV Upgrade T3018 2 15,000 15,000 Transit/Equipment Facility Relocation T3055 2 3,000,000 3,000,000 Transit Bus Shelter Replacement & Expansion T3059 2 50,000 50,000 50,000 150,000 Transit Facility Parking Lot Asphalt Overlay T3063 2 50,000 50,000 Transit Mobile Column Vehicle Lift T3064 2 60,000 60,000 Muscatine Ave PedestrianTlransit Amenities T3065 2 60,000 60,000 TRANSIT FUND Total 235,000 50,000 3,000,000 50,000 3,335,000 UNIVERSITY OF IOWA Crime Scene Mapping System Y4444 3 50,000 50,000 Fire Apparatus Replacement Program Z4406 1 191,000 260,000 380,000 831,000 IR Source Project# Priority 2019 2020 2021 2022 2023 Total UNIVERSITY OF IOWA Total 50,000 191,000 260,000 380,000 881,000 UTILITY FRANCHISE TAX Annual Pavement Rehabilitation 53824 1 122,388 126,901 126,901 126,901 126,901 629,992 Underground Electrical Facilities 53826 2 183,582 190,352 190,352 190,352 190,352 944,990 UTH3TY FRANCHISE TAX Total 305,970 317,253 317,253 317,253 317,253 1,574,982 WASTEWATER FUND Annual Sewer Main Replacement V3101 2 750,000 750,000 750,000 750,000 750,000 3,750,000 Wastewater Clarifier Repairs V3144 1 350,000 350,000 Scott Boulevard Trunk Sewer V3145 2 475,000 1,550,000 2,025,000 Nevada Ave Sanitary Sewer Replacement V3147 2 60,000 290,000 350,000 West Park Lift Station Rehabilitation V3148 2 105,500 105,500 Digester Cover Renovation V3150 1 65,000 65,000 Digester Complex Rehabilitation V3151 1 120,000 120,000 Influent Rake and Screen Replacement V3153 1 1,000,000 1,000,000 Hawkeye Lift Station Rehabilitation V3154 2 1,025,000 1,025,000 WASTEWATER FUND Total 1,455,500 2,940,000 1,870,000 1,775,000 750,000 8,790,500 WATER FUND Pedestrian Mall Reconstruction R4340 1 250,000 250,000 McCollister Blvd- Gilbert to Sycamore 53934 2 400,000 400,000 Dubuque Street Reconstruction 53939 1 150,000 150,000 Kirkwood Avenue to Capitol Street Connection 53940 2 250,000 250,000 First Avenue (400-500 Block) Water Main Replace W3212 2 577,100 577,100 Spruce St. (1300-1400 Block) Water Main Repl W3216 3 217,350 217,350 Nutrient Removal Project W3221 2 100,000 600,000 700,000 Dill St. Water Main Replacement W3222 1 75,000 725,000 800,000 Bradford Drive Water Main Replacement W3300 3 40,000 310,000 350,000 Jordan Well Rehabilitation W3305 1 150,000 150,000 Deforest Ave Water Main Replacement W3307 1 40,000 310,000 350,000 Hwy 1 (Hawk Ridge to WalMart) Water Main Repl W3313 2 64,000 640,000 704,000 High Service Pump VFD Replacement W3314 2 50,000 50,000 Peninsula Well Field Power Redundancy W3315 3 75,000 75,000 Chlorine Feeder System Upgrade W3316 3 60,000 60,000 WATER FUND Total 1,302,100 1,057,350 660,000 1,124,000 940,000 5,083,450 GRAND TOTAL 33,378,320 32,286,422 21,385,253 38,457,753 38,014,753 163,522,501 10 City of Iowa City, Iowa Capital Improvement Plan 2019-2023 2019 thm 2023 Annual Recurring Projects Department Project# Priority 2019 2020 2021 2022 2023 Total (PARKS & RECREATION City Hall - Other Projects R4129 1 50,000 25,000 25,000 50,000 50,000 200,000 Parks Annual Improvements/Maintenance R4130 1 100,000 100,000 100,000 100,000 100,000 500,000 Park Annual ADA Accessibility Improvements R4132 1 30,000 30,000 30,000 30,000 30,000 150,000 Intra -city Bike Trails R4206 1 25,000 25,000 25,000 25,000 25,000 125,000 Annual Recreation Center Improvements R4330 1 65,000 50,000 50,000 50,000 50,000 265,000 PARKS & RECREATION Total 270,000 230,000 230,000 255,000 255,000 1,240,000 City Hall - Other Projects R4129 Annual improvements needed to maintain City Hall building including HVAC, boiler, fire suppression, security and other building components. Parks Annual Improvements/Maintenance R4130 Annual funding for small capital projects and improvements throughout park system. Priorities per the 2017 Park Master Plan are: Park Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging Opportunities and Needs. Park Annual ADA Accessibility Improvements R4132 Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2018 - Mercer Playground Area, Pheasant Hill, Highland parks; 2019 - Tower Court, College Green, Brookland parks; 2020 - Hunter's Run, Black Spring, Oak Grove parks; 2021 Harlocke Hill, Ryerson, Reno St., Kiwanis parks; 2022 - Thomberry, Crandic parks; 2023 - Unspecified Intra -city Bike Trails R4206 Annual appropriation for the construction or repair of bike trails. Annual Recreation Center Improvements 84330 Annual projects to maintain RALRC & Mercer/Scanlon Recreation Centers. 2019 RALRC Fire Alarm System Update ($40K) and HVAC Component Replacements ($35K). 2020 - reserve funding for 2021. 2021 Upper Level ADA Restrooms Remodel, Move kitchen to social Hall and move staff offices displaced by new kitchen location ($150K). 2022 and 2023 - Not yet designated. Y171 Department Project# Priority 2019 2020 2021 2022 2023 Total PUBLIC WORKS Annual Storm Water Improvements M3631 1 240,000 240,000 240,000 240,000 240,000 1,200,000 Annual Traffic Signal Projects 53814 1 150,000 300,000 150,000 150,000 150,000 900,000 Traffic Calming 53816 1 15,000 15,000 15,000 15,000 15,000 75,000 Curb Ramps -ADA 53822 1 100,000 100,000 100,000 100,000 100,000 500,000 Annual Pavement Rehabilitation 53824 1 2,004,388 2,108,901 2,208,901 2,308,901 2,408,901 11,039,992 Underground Electrical Facilities 53826 1 183,582 190,352 190,352 190,352 190,352 944,990 Bicycle Master Plan Implementation 53827 1 150,000 300,000 150,000 150,000 150,000 900,000 Annual Bridge Maintenance 8 Repair 53910 1 150,000 250,000 250,000 250,000 900,000 Annual Sewer Main Replacement V3101 1 750,000 750,000 750,000 750,000 750,000 3,750,000 PUBLIC WORKS Total 3,742,970 4,004,253 4,054,253 4,154,253 4,254,253 20,209,982 Annual Storm Water Improvements M3631 This is an annual project that will repair and/or improve storm water infrastructure throughout the City. Annual Traffic Signal Projects 53814 This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and uncontrolled intersections. This project will install pan/tilt/zoom (PTZ) cameras at signalized intersections that do not currently have PTZ cameras (approximately 57 intersections) in 2020. Traffic Calming 53816 Annual appropriation for traffic calming projects Curb Ramps -ADA S3822 Annual appropriation for the construction of ADA accessible curb ramps. Annual Pavement Rehabilitation 53824 Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick Underground Electrical Facilities 53826 This is an annual project to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. Bicycle Master Plan Implementation 53827 This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike Imes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation. Projects also fund the conversion of 4 -lane roads into 3 -lane roads in certain areas that are highly used by all of the various modes of transportation.Projects are scheduled as follows: 2019 - Prentiss & Bowery Bicycle BoulevardCollege Bicycle BoulevardGovemor & Dodge Bike Lanes, Burlington to Bowery 2020 - Gilbert Street, 4 -lane to 3 -lane Conversion 2021 - Southgate Bike Lanes -Keokuk to GilbertSandusky/Taylor Bicycle Blvd -Bums to Keokuld(cokuk Road Diet, Hwy 6 to Sandusky 2022 - Lakeside Bicycle Blvd; Wetherby Bicycle Blvd 2023 - Sunset Bike Lanes -Benton to Highway l Annual Bridge Maintenance & Repair 53910 This provides for the biennial inspection and preservation of Iowa City's bridges including major repairs and restoration. 2019 funding for this project was moved to the 2nd Avenue Bridge Replacement project. Annual Sewer Main Replacement V3101 This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system. Yu7 Department Project# Priority 2019 2020 2021 2022 2023 Total SENIOR CENTER Annual Senior Center Facility Improvements K1001 1 50,000 50,000 350,000 100,000 50,000 600,000 SENIOR CENTER Total 50,000 50,000 350,000 100,000 50,000 600,000 Annual Senior Center Facility Improvements K1001 Improvements include: plaster repairs, painting, wallpaper removal, carpeting, tuckpointing, furniture replacement, remodeling to improve use/operation of facility. Also evaluation of needed electrical updates to improve info about programming i.e. televisions for dedicated screens which can decrease cost of printing programs. Green improvements in lighting by utilizing more solar, improving the exterior of the building by improving landscaping, and improve wood flooring. Department Project # Priority 2019 2020 2021 2022 2023 Total TRANSPORTATION SERVICES Parking Facility Restoration Repair T3004 1 Transit Bus Shelter Replacement & Expansion T3059 1 TRANSPORTATION SERVICES Total 80,000 300,000 300,000 300,000 300,000 1,280,000 50,000 50,000 50,000 150,000 130,000 300,000 350,000 300,000 350,000 1,430,000 Parldna Facility Restoration Renair T3004 This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in addition to other parking facility specific repairs and upgrades including replacement of aging light poles on top decks of facilities to incorporate LED lighting. Transit Bus Shelter Replacement & Exoansion T3059 This project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations. IA Capital Project Funds Project Listing Project Airport - City Hall Boiler System Replacement. A3447—Airport Parking Lot Expansion --------------------------------- ................................A3461—Airfield A3461— AirfieldPavement Rehabilitation .............................. A3465 - Runway 7 Environmental Assessment .................... A3466 - Runway 7 Extension (213') ..................................... A3470 — Runway 25 Threshold Relocation ........................... A3471 - Runway 12/30 Threshold Displacement/Relocation A3472 — Self Serve Fuel Stations Kiosk Replacement.......... A3473 - Airport Apron Expansion ... City Manager G4723 — County Behavioral Access Center Page 513 513 514 514 515 515 516 516 Finance G4724 — Infrastructure Asset Management ...........................................................517 Fire Z4406 - Fire Apparatus Replacement Program............................................................... 518 Z4407 - Fire Station #5.................................................................................................... 519 Library B4343 — Library Carpet and Furnishings Replacement................................................... 519 B4345— Library HVAC Repairs....................................................................................... 520 Neighborhood & Development Services G4720 — Permitting Software Upgrade............................................................................ 520 Parks & Recreation R4133 - City Hall Boiler System Replacement. 521 R4145 — Cemetery Road Asphalt Overlay. 521 R4185 — Riverfront Crossings Park Development. 522 R4225 — Highway 1 Sidewalk/Trail ---------------------------------------------------------------------------------- 523 R4322 - Willow Creek/Kiwanis Park Improvements . 524 R4340 — Pedestrian Mall Reconstruction . 525 R4346 — New Park Development — Location Unspecified. 526 R4348 — Fairmeadows Playground and Shelter. 527 R4349 - Wetherby Restroom, Shelter & Playground Upgrades 528 R4350 — Chadek Green Park Restrooms and Shelter. 529 R4351 —Recreation Center ADA Improvements. 529 R4356 — Lower City Park Adventure Playground. 530 R4357 — Whispering Meadows Shelter & Playground. 531 R4358 — Lower City Park Shelters & Restroom Replacement. 532 R4359 — Kiwanis Park Playground & Shelter Renovation. 533 R4360 — East Side Sports Complex Tree Buffer. 533 R4362 — Napoleon Park Softball Fields 5 — 8 Renovation. 534 R4363 — Upper City Park Shelters & Restroom Replacement . 534 R4364 — Scott Park Shelter and Playground Replacement ............................................. 535 R4365 — Hickory Hill Park Conklin St Shelter & Restrooms. 536 R4366 — Glendale Park Shelter & Playground Replacement. 537 R4367 — Napoleon Park Playground & Accessible Path. 538 R4368 — Court Hill Park Shelter & Playground Replacement. 539 R4369 — Mercer Park Pool — Dehumidification/Tuckpointing. 540 R4370 — RAL Recreation Center Pool Filter & HVAC. 541 .7d�] Project Page R4371 — Happy Hollow Playground Replacement. 541 R4372—Terrill Mill Skate Park Redevelopment. 542 R4373 — City Park Ball Field Improvements . 542 R4374 - Mercer Park Ball Diamond #1 Turf Conversion 543 R4375 — Hunter's Run Park Playground & Shelter. 544 Police Y4441 — Police Car & Body Camera Replacement ......................................................... 544 Y4443— Police Front Offices Remodel. 545 Y4444— Crime Scene Mapping System. 546 Public Works L3328 - Landfill Equipment Building Replacement . 546 L3330 — Landfill Leachate Pumping System . 547 L3333 —Compost Pad Improvements . 547 L3334 — South Side Recycling Site. 548 L3335 — Landfill Dual Extraction System Expansion ....................................................... 549 M3632 — Lower Muscatine Area Storm Sewer Improvements . 550 M3633 — North Westminster Storm Sewer Upgrades. 551 P3959 — Public Works Facility----------------------------------------------------------------------------------------- 552 P3981 - West Riverbank Stabilization. 553 P3983 — Equipment Shop Parking Lot Asphalt Overlay. 553 P3985 — Sand/Salt Storage Bunkers . 554 P3986 — Brine Maker and Blending Station . 554 S3854 - American Legion Road - Scott Blvd to Taft Ave. 555 S3934 — McCollister Blvd — Gilbert to Sycamore . 556 S3935 — Prentiss Street Bridge Replacement . 557 S3936 — Melrose Avenue Improvements..............................................................558 S3939 - Dubuque Street Reconstruction . 559 S3940 — Kirkwood Avenue to Capitol Street Connection . 560 S3944 — First Ave/Scott Blvd Intersection Improvements . 561 S3946 — Court Street Reconstruction . 562 S3947 — Benton Street Rehabilitation Project......................................................... 563 S3949 — Second Avenue Bridge Replacement . 564 S3950 — Rochester Ave Reconstruction — First Ave to Ralston Creek. 565 S3951 — Hwy 1/Hwy 6 Intersection Improvements Study ...... ................................. 565 S3952 — Dodge Street Reconstruction — Governor to Burlington. 566 S3953 — Market & Jefferson Street Two -Way Conversion . 567 V3144 — Wastewater Clarifier Repairs. 567 V3145 — Scott Boulevard Trunk Sewer. 568 V3147 — Nevada Ave Sanitary Sewer Replacement. 569 V3148 — West Park Lift Station Rehabilitation . 570 V3150 — Digester Cover Renovation . 570 V3151 — Digester Complex Rehabilitation. 571 V3153 — Influent Rake and Screen Replacement. 572 V3154 — Hawkeye Lift Station Rehabilitation. 572 V3155 — Rohret South Sewer ................................................... 573 W3212 - First Ave. (400 - 500 block) Water Main Replacement 573 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement. 574 W3220 — Melrose — Landfill Water Main Extension......................................................... 575 W3221 — Nutrient Removal Project. 576 W3222 — Dill St Water Main Replacement. 577 511 Project W3300 — Bradford Drive Water Main Replacement............ W3301 —Water Distribution Pressure Zone Improvements 1�i�RRi�bIIlf.7i:FTi1�i�[aII:Zaii1711[FiMe t W3307— DeForest Ave Water Main Replacement ----------------------------- W3311 —Collector Well Capacity Improvements ------------------------------- W3313 — Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement W3314— High Service Pump VFD Replacement ------------------------------- W3315 — Peninsula Well Field Power Redundancy --------------------------- W3316 — Chlorine Feeder System Upgrade --------------------------------------- Transportation & Resource Management T3018 — Parking Equipment EMV Upgrade --------------------------------------------------- T3019 — Recreation Center Parking Lot Overlay & Creek Improvement....... T3020 — Replacement of Electronics in Smart Parking Meters --------------------- T3021 — Video Cameras for Parking Facilities ---------------------------------------------- T3022 — Parking Enforcement Vehicles......................................................... T3023 — Parking Ramp Automated Parking Equipment -------------------------------- T3055 —Transit/Equipment Facility Relocation --------------------------------------------- T3063 —Transit Facility Parking Lot Asphalt Overlay------------------------------------ T3064—Transit Mobile Column Vehicle Lift -------------------------------------------------- T'AnRr — Mimrnfina Ava PPHPQtrinn/Trnncit Amanifiac gra Page 578 578 579 579 580 581 581 582 582 583 583 584 584 585 585 586 586 587 587 Project Summary by Name Project I A3447 Department AIRPORT 30Years Contact Michael Tharp Project Name Airport Parking Lot Expansion Type One Phase GRANTEE (DOT PLAN None UsefirILife 20 years MATCH % 20% TIF DISTRICT None Category Airport Active Priority Efficimcylmprovement(3) Description Total Project Cost: $60,000 Status Active Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces. Justification (Airport parking is becoming ftequmtly more full as the airport has become better utilized by charter passenger customers and other groups and employees using the amort. There are now weekly occurances where the narkine is 100% full. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 40,000 40,000 CONTINGENCY 5,000 5,000 Total 60,000 60,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 12,000 12,000 OTHER STATE GRANTS 48,000 48,000 Total 60,000 60,000 Budget Impact/Other 'ILere will be a minor increase in pavement mainteance costs for recurring main tenance/striping and snow and ice removal. Project A3461 Project Name Airfield Pavement Rehabilitation Department AIRPORT Contact Michael Tbarp Type OnePhase GRANTEE (DOT PLAN Airport Master Plan UsefulLife 30Years MATCH % 20% TIF DISTRICT None Category Airport Priority Critical (1) �cription Total � Project Cost: $286,000 Status Active project prepares for pavement replac®est near the terminal building by placing additional pavement on the west of the aircraft parking apron in order to main Justification WC Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 48,000 48,000 CONSTRUCTION 238,000 238,000 Total 286,000 286,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 57,200 57,200 OTHER STATE GRANTS 228,800 228,800 Total 286,000 286,000 would add minor additonal expenses related to pavement maintenance and scow plowing/clearing operations. Annual cost savings is expected to be 513 Project Summary by Name Project I A3465 Project Name Runway 7 Environmental Assessment GRANTEE FAA PLAN AirportMaster Plan MATCH % 10% TIF DISTRICT None Icription Total Project Cost: $150,000 w up project from Runway 7/25 Conversion. This is the Environmental Assessment requ. Department AIRPORT Contact Michael Tharp Type One Phase UsefirILife 10 years Category Airport Priority Essential (2) Status Active an approximately 213 feet exte Justification me of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second pail of the 7/25 runway categorical change and vill extend the Runway 7/25 runway by approximately 213 feet. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 150,000 150,000 Total 150,000 150,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 15,000 15,000 FEDERAL GRANTS 135,000 135,000 Total 150,000 150,000 Project A3466 Project Name Runway 7 Extension (213') GRANTEE FAA MATCH % 10% comments PLAN AirportMaster Plan TIF DISTRICT None Total Project Cost: $1,170,000 was a concern on Department AIRPORT Contact Michael Tharp Type One Phase UsefirILife 50 years Category Airport Priority Essential (2) Status Active pail Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 235,000 235,000 CONSTRUCTION 935,000 935,000 Total 1,170,000 1,170,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 117,000 117,000 FEDERAL GRANTS 1,053,000 1,053,000 Total 1,170,000 1,170,000 514 Project Summary by Name Project I A3470 Project Name Runway 25 Threshold Relocation GRANTEE FAA PLAN Airport Master Plan MATCH % 10% TIF DISTRICT None ;crintinn Total Project Cost: $566,000 Department AIRPORT Contact Michael'Tbarp Type One Phase UsefuILife 20 years Category Airport Priority Critical (1) Status Active Justification The 808' displaced threshold is no longer required due to change in critical design aircraft. This project shifts the location of the displaced threshold to gain 700 feet of additional takeoff and landing distance distance for Pilots using Runwav 25. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 106,000 106,000 CONSTRUCTION 460,000 460,000 Total 106,000 460,000 566,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 10,600 46,000 56,600 FEDERAL GRANTS 95,400 414,000 509,400 Total 106,000 460,000 566,000 I'Tlre budget impact of this change is neutral; it does add or remove existing infrastructure. Project I A3471 Project Name Runway 12/30 Threshold Displacement/Relocation GRANTEE FAA MATCH % 10% 12 Threshold Displacement - Runway 30 Justification PLAN AirportMaster Plan TIF DISTRICT None Total Project Cost: $397,250 Department AIRPORT Contact Michael'Tbarp Type One Phase UsefuILife 20 years Category Airport Priority Critical (1) Status Active Il he Airport Master Plan completed In 2016 identities a mreshold displacement on Runway 12 oI 500 Ieet to mumnlze tnenumber oI potential obstructions to me Runwav 12 approach. The Plan mitigated the unpacks to Runwav 12/30 by adding length to the Runwav 30 end that is available for takeoff but not for landings. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 72,250 72,250 CONSTRUCTION 325,000 325,000 Total 72,250 325,000 397,250 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 7,225 32,500 39,725 FEDERAL GRANTS 65,025 292,500 357,525 Total 72,250 325,000 397,250 515 Project Summary by Name Project I A3472 Department AIRPORT Michael Tharp Contact Michael Tharp Project Name Self Serve Fuel Stations Kiosk Replacement Type One Phase GRANTEE LOOT PLAN None UsefirILife 20 years MATCH % 30% TIF DISTRICT None Category Airport Priority Essential (2) Description Total Project Cost: $66,000 Status Active Upgrades to the Airport's Self Service Kiosks to replace credit card readers to allow for use of RFID Chipped cards. Justification Card Readers arebecomine obsolete and reouirerenlacements to contumeto read micro-chinued credit cards. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 8,000 8,000 CONSTRUCTION 58,000 58,000 Total 66,000 66,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 19,800 19,800 OTHER STATE GRANTS 46,200 46,200 Total 66,000 66,000 Budget Impact/Other as It rep taces current Project A3473 Project Name Airport Apron Expansion GRANTEE FAA MATCH % 10% Description [Lis project adds additonal Justification ,arger aircraft utilizing the irovides additional uarkine PLAN AirportMaster Plan TIF DISTRICT None for aircraft to suunort those aircraft Total Project Cost: $1,250,000 ramp is too on Department AIRPORT Contact Michael Tharp Type One Phase UsefirILife 20 years Category Airport Priority Essential (2) Status Active Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 375,000 375,000 CONSTRUCTION 875,000 875,000 Total 1,250,000 1,250,000 Funding Sources 2019 2020 2021 2022 2023 Total AIRPORT FUND 125,000 125,000 FEDERAL GRANTS 1,125,000 1,125,000 Total 1,250,000 1,250,000 costs Ior scow removal and maintenance due to increased surface pavement. 516 Project Summary by Name Project I G4723 Project Name County Behavioral Access Center GRANTEE Local Governments MATCH % 40% Justification PLAN None TIF DISTRICT None Total Project Cost: $6,500,000 rtional share of the capital costs of Department CITYMANAGER Contact Geoff Train Type One Phase UsefuILife 50 years Category City Manager Priority Essential (2) Status Active access center to serve clients expen (Many stakeb olden throughout the community have been working on this concept for a number of yews. City Council identified this project as a finding priority durine ineliminary budeet discussions. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 6,500,000 6,500,000 Total 6,500,000 6,500,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 2,500,000 2,500,000 OTHER LOCAL 4,000,000 4,000,000 GOVERNMENTS Total 6,500,000 6,500,000 as it will most Project I G4724 Project Name Infrastructure Asset Management amount at Department FINANCE Contact Michael Harapat Type OnePhase GRANTEE NONE PLAN None UsefulLife 10years MATCH % NONE TIF DISTRICT None Category Information Technology Servic Expenditures Priority Efficimcylmprovement(3) Description Total Project Cost: $275,000 Status Active Asset management software that could be utilized by all city departments to manage the physical assets for planning and management of current or future projects. s product wLLl allow departments to organize and more tbomugbly plan Tor current and Iuture projects taking into account the pbysical location and current status Bsets in relation to a particular project. This process will allow for documentation, future planning, and maintenance tracking of assets. Assets could include but not limited to fiber, sewer, water, streets, signs, and sidewalks Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 25,000 25,000 OTHER 250,000 250,000 Total 275,000 275,000 Funding Sources 2019 2020 2021 2022 2023 Total ITS FUND 275,000 275,000 Total 275,000 275,000 xdgetImpacuOther impact on the operating budget will be the cost on maintenance each year of approximately $20,000. The benefit to the operating budget is more efficent use of 517 Project Summary by Name Project I Z4406 Project Name Fire Apparatus Replacement Program GRANTEE U OF I MATCH % VARIES !020 Fire Pumper #351 !020 Scotty House !021 Fire Pumper/Aerial #358 :023 Aerial T-1 Justification Ibe department recommends replacement per t :020 and Fire Pumper/Aerial #358 will exceed womote fire safety education throughout the cc Expenditures PLAN None TIF DISTRICT None Total Project Cost: $4,155,000 Department FIRE Contact John Grier Type Multi -Phase UsefuILife 16 years Category Fire Priority Critical (1) Status Active thresholds in 2021. Aerial T-1 is scheduled for replacement in 2023. The Fire Safety House is used to Y 2019 2020 2021 2022 2023 Total EQUIPMENT 955,000 1,300,000 1,900,000 4,155,000 Total 955,000 1,300,000 1,900,000 4,155,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 48,000 48,000 GO BONDS 716,000 1,040,000 1,520,000 3,276,000 UNIVERSITY OF IOWA 191,000 260,000 380,000 831,000 Total 955,000 1,300,000 1,900,000 4,155,000 dgetImpact/Other operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating 518 Project I 24407 Project Name Fire Station #5 GRANTEE NONE MATCH % NONE constrict Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $525,000 Department FIRE Contact John Grier Type Multi -Phase UsefirILife 50 years Category Fire Priority Critical (1) Status Active JustiScation 'ILe Citv's south side has Brown extensivetv includine manv new homes and neiehborhoods and anew elementary school. Expenditures 2019 2020 2021 2022 2023 Total LAND/ROW ACQUISITION 504,000 504,000 ADMINISTRATION 21,000 21,000 Total 525,000 525,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 525,000 525,000 Total 525,000 525,000 Project I B4343 Project Name Library Carpet and Furnishings Replacement Department LIBRARY Contact Susan Craig Type Multi -Phase GRANTEE NONE PLAN None UsefulLife 15years MATCH % NONE TIF DISTRICT None Category Library Priority Essential (2) Icription Total Project Cost: $400,000 Status Active ilti-year project to replace carpeting and some furnishings in large areas of the Library. Fust floor has 31,000 square feet of carpet, and 2nd floor has 39,000. ct includes updates For carpet, demo and floor prep, moving, GC, insurance, Fees, bonds, and contingency. In addition, some of the original furnishings, ding all of the public access internet stations will be replaced, and is requested the first year for that purpose. lification thebuilding opened in 2004, morethan 8,435,590 people have come through the doom (this number will easily surpass IOM beforethis project begins). Tb ry is a heavily visited public space in the heart of downtown, ongoing investment to keep the building looking good is necessary. Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 400,000 400,000 Total 400,000 400,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 400,000 400,000 Total 400,000 400,000 'Ibis project will save minor costs associated with carpet repair but is less than $10,000/year. 519 Project I B4345 Project Name Library HVAC Repairs GRANTEE NONE MATCH % NONE Description several years ago there was an ILey recommend replacing fm Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $25,800 to determine, among other things, a Department LIBRARY Contact Susan Craig Type One Phase UsefuILife 20 years Category Library Priority Essential (2) Status Active VAC components for the fib; rlbme maintenance items are imuortant to the regular and safe functioning of the building and prevent costly emengmcv remurs. I Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 25,800 25,800 Total 25,800 25,800 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 25,800 25,800 Total 25,800 25,800 Project# G472O Project Name Permitting Software Upgrade GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $900,000 Department NEIGHBORHOOD & DEVEL Contact Tracy Hightsboe Type One Phase Useful Life 10 years Category Development Services Priority Critical (1) Status Active e software provider (Accela) is no longer providing enhancements or upgrades to Tidemark. The anent Tidemark software is bang scheduled for replacement. lemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will needed allowing us to meet client expectations for future development and building approval processes. It is also a goal for permitting software to better integrate Prior Expenditures 2019 2020 2021 2022 2023 Total 500,000 OTHER 400,000 400,000 Total Total 400,000 400,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 500,000 GO BONDS 400,000 400,000 Total Total 400,000 400,000 ITlie overall impact on the operating budget will be the cost of software maintenance and support which is estimated to be up to $25,000 per year. 520 Project Summary by Name Project I R4133 Project Name City Hall Boiler System Replacement GRANTEE NONE MATCH % NONE PLAN Facilities Master Plan TIF DISTRICT None Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase UsefulLife 20years Category Parks Administration Priority Critical (1) 1 Total Project Cost: $448,000 Status Active [tallow for the design, purchase, and installation of an energy efficient boiler and heating system for City Hall. Presently, one of thetwo boilers is 1. This project will allow for a redesign of the system for best efficiencies and operations. The work will include new boilers, new system pumps piping and hydropic accessories, controls integration and demolition work. The Building Automation System replacmement for City Hall is included Justification Currmfiy one of the two boilers at City Hall is not operating. City Hall and Police Department currently have a two boiler system; the boilers have been replaced over time under emergency situations. The boilers have been replaced with expediency rather than a review of best energy practices and efficiencies. The building Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 12,000 6,000 18,000 CONSTRUCTION 180,000 250,000 430,000 Total 192,000 256,000 448,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 192,000 256,000 448,000 Total 192,000 256,000 448,000 Budget Impact/Other annual savings is less than Project R4145 Department PARKS&RECREATION Contact Juli Seydell-Johnson Project Name Cemetery Road Asphalt Overlay Type One Phase GRANTEE NONE PLAN None Useful Life 15 years MATCH % NONE TIF DISTRICT None Category Cemetery Priority Essential (2) Description Total Project Cost: $50,000 Status Active Mill and resurfacewith 2" asphalt overlay on a portion of the 19,090sf ofroad in the cemtery. Justification cemetery bas not bad an 2011 and there are stretches of road that have excessive crackine and Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 50,000 50,000 Total 50,000 50,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 50,000 50,000 Total 50,000 50,000 10,000 per year. 521 Project Summary by Name Project I R4185 Project Name River front Crossings Park Development GRANTEE NONE PLAN RFCrossings Park Master Plan MATCH % NONE TIF DISTRICT Riverfront Crossings ;crintion Total Project Cost: $2,150,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase UsefuILife 20 years Category Parks Maintenance Priority Critical (1) Status Active llevetopmmt of the toverhunt Crossings Park on site of old wastewater plant in Rivertiont Crossings lhstnct. Pbase 2 uupl®mtatron of the park element of the River&ont Crossings Plan added a restroom, picnic abetter, and power station to increase services available to users of the park and a Nature Play Arm in 2018. Phase 3 adds liehtine, electrical, and si2mme in 2019. Phase 4 adds a new river access, an ar. nitheater, a kavak launch, and new river trails. reuse wastewater treatment spur Prior Expenditures 2019 2020 2021 2022 2023 Total 1,200,000 CONSTRUCTION 850,000 850,000 INSPECTION 10,000 10,000 Total ADMINISTRATION 10,000 10,000 CONTINGENCY 80,000 80,000 Total 950,000 950,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 1,200,000 GO BONDS 950,000 950,000 Total Total 950,000 950,000 (Estimated impact on operating costs includes the potential for additional mowing, maintenance, insurance, utilities, and personnel. The estimated increase in oneratine costs would be between $50.000 and $100.000. 522 Project I R4225 Project Name Highway 1 Sidewalk/Trail GRANTEE TRAILS GRANT MATCH % VARIES construct a Justification Project Summary by Name PLAN Bike Master Plan TIF DISTRICT None Total Project Cost: $977,000 Department PARKS & RECREATION Contact Brett Zimmerman Type One Phase UsefuILife 40 Years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active project is an extension of the recently completed Hwy I 'Trail project that extends from Orchard Street to Sunset Street. This project is identified in the MPO Range Transportation Plan as a'future' trail extension. This project would complete the planned Hwy I 'Trail system and ultimately connect the existing Iowa Prior Expenditures 2019 2020 2021 2022 2023 Total 75,000 PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 832,000 832,000 Total INSPECTION 20,000 20,000 ADMINISTRATION 20,000 20,000 Total 902,000 902,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 477,000 477,000 OTHER STATE GRANTS 500,000 500,000 Total 977,000 977,000 Budget Impact/Other to snow 523 expenses. expenses are Project Summary by Name Project I R4322 Project Name Willow Creek/Kiwanis Park Improvements GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None leription Total Project Cost: $1,300,000 ace park shelter, restrooms, playground, creek restoration, and signage. Upgrade access Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active cal accessibility elements and surfacing for a Justification Playground last renovated in 1997, shelter and restroom predate the playground. Accessibility and maintenance are noted as deficient by 2017 Park Master Plan and the park is scheduled for renovations to improve accessibility in 2019. This was the most reserved shelter in the park system in 2016. Prior Expenditures 2019 2020 2021 2022 2023 Total 400,000 PLANNING/DESIGN 65,000 65,000 CONSTRUCTION 800,000 800,000 Total INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 25,000 25,000 Total 900,000 900,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 400,000 GO BONDS 800,000 800,000 Total STORM WATER FUND 100,000 100,000 Total 900,000 900,000 524 Project Summary by Name Project I R4340 Project Name Pedestrian Mall Reconstruction GRANTEE NONE PLAN Downtown Streetscape Plan MATCH % NONE TIF DISTRICT City -University Icription Total Project Cost: $9,080,000 project is part of the downtown sreetscape master plan. This project updates the Blackhawk min Department PARKS & RECREATION Contact Scott Savers Type One Phase UselbILife 40 Years Category Parks Maintenance Priority Critical (1) Status Active east Justification 'The pedestrian mall is a central gathering place for all in Iowa City and is in poor condition. The brick pavers, lighting, and utilities are in poor condition. This Pte will replace and enhance those features and add new amenities for this gather space. Prior Expenditures 2019 2020 2021 2022 2023 Total 4,650,000 PLANNING/DESIGN 110,000 110,000 CONSTRUCTION 4,050,000 4,050,000 Total INSPECTION 25,000 25,000 ADMINISTRATION 175,000 175,000 CONTINGENCY 70,000 70,000 Budget Impact/Other to infrastructure. The estimatedincrease in is between $10.000 and 525 Total 4,430,000 4,430,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 4,930,000 GO BONDS 3,650,000 3,650,000 Total STORM WATER FUND 250,000 250,000 WATER FUND 250,000 250,000 Total 4,150,000 4,150,000 Budget Impact/Other to infrastructure. The estimatedincrease in is between $10.000 and 525 Project Summary by Name Project I R4346 Project Name New Park Development -Location Unspecified GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None ;crintion I Total Project Cost: $370,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active 'undmg to develop anew nagbborhood park in an emerging orunderserved location. The City owns several parcels designated for parks and developments are :ompleted. Justification [he 2017 Park Master plan points to a districts with deficiencies in park land. This project will be designed to develop a new neighborhood park in a growing or mderserved neighborhood as the opportunity becomes available. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 30,000 30,000 Total 370,000 370,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 370,000 370,000 Total 370,000 370,000 526 Project Summary by Name Project I R4348 Project Name Fairmeadows Playground and Shelter GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $150,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Playground was noted as fair/poor condition with accessibility concerns in the 2017 Park Master Plan. Shelter needs renovation due to maintenance concerns and increased use from splash Pad users. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 125,000 125,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 5,000 5,000 Total 150,000 150,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 150,000 150,000 Total 150,000 150,000 527 Project Summary by Name Project I R4349 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project Name Wetherby Restroom, Shelter & Playground Upgrades Type onePhase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $550,000 Status Active Replace park shelter, restrooms, playground and signage. Upgrade access paths. Justification Playground was noted as fair/poor condition with accessibility concerns in the 2017 Park Master Plan. Shelter needs renovation dueto maintenance concerns and increased use from splash Pad users. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 500,000 500,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 20,000 20,000 Total 550,000 550,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 550,000 550,000 Total 550,000 550,000 528 Project Summary by Name Project I R4350 2019 2020 2021 2022 Department PARKS & RECREATION 30,000 30,000 Contact Juli Seydell-Johnson Project Name Chadek Green Park Restrooms and Shelter INSPECTION Type One Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $365,000 Status Active Build picnic shelter, restrooms, accessible paths and parking at Chadek Green Park - Community Gardms. Justification IChadek Green community gardens areheavily used. There areno facilities in this park. The 2017 Park Master Plan schedules this project in 2021 to address park need in the Central District. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 30,000 30,000 Total 365,000 365,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 365,000 365,000 Total 365,000 365,000 Project I R4351 Project Name Recreation Center ADA Improvements GRANTEE NONE MATCH % NONE for the ADA renovations for PLAN FacilitiesMaster Plan TIF DISTRICT None Total Project Cost $475,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase Useful Life 25 years Category Recreation Priority Critical (1) Status Active second floor restrooms, kitchen and offices. Presmtly the critical and public use areas of the facility do not meet the current ADA standards. Parts of the facility are still operating from the original 1965 design. This next phase of remodeling will update and bring the facility into closer compliancy with ADA and improve operational efficiencies in the use of the use of the facilty for both the Public and the staff. 'These recommendations were cited in the 2012 Space Needs Studv and Master Plan and the Facilitv ADA studv. Prior Expenditures 2019 2020 2021 2022 2023 Total 45,000 CONSTRUCTION 430,000 430,000 Total Total 430,000 430,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 45,000 GENERAL FUND 430,000 430,000 Total Total 430,000 430,000 Budget Impact/Other less than 529 Project Summary by Name Project I R4356 Project Name Lower City Park Adventure Playground GRANTEE NONE MATCH % NONE Description Qew playground on hillside Justification PLAN Lower City Park Master Plan TIF DISTRICT None Total Project Cost: $850,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active amusement budget revised based on preliminary designs by Hitchcock Design and recent bids for park projects. Lower City Park playground was installed in 1998. A lifespan for playground equipment is 20 years. Playground replacement with a larger, adventure type playground is supported by both the 2016 Lower Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 750,000 750,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 850,000 850,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 850,000 850,000 Total 850,000 850,000 Budget Impact/Other 530 Project Summary by Name Project I R4357 Project None Whispering Meadows Shelter & Playground GRANTEE NONE MATCH % NONE PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $185,000 access paths to Whispering Meadows F Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase Useful ILife 20 years Category Parks Maintenance Priority Essential (2) Status Active JustiScation 'ILe 2017 Park Master Plan priorities this proiect as the South District is in need of additional small play areas. It is recommend as a 2022 maiect. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 185,000 185,000 Total 185,000 185,000 IIbis will be an addition oI park ammenitles. Maintenance and operation will need to be absorbed into current park stall duties. Estimated Impact on operating expenditures is Less than $10.000 per vear. 531 Project Summary by Name Project I R4358 Project Name Lower City Park Shelters & Restroom Replacement GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $490,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active The three picnic shelters and restroom in Lower City Park are well used by the public. The 2017 Park Master Plan rated them as fair with a number of accessibility and maintenance concerns. The Park Master Plan has this Prioritized as a 2022 Proiect if not done with the lareer vision of the Lower Citv Park Master Plan. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 400,000 400,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 490,000 490,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 490,000 490,000 Total 490,000 490,000 532 Project Summary by Name Project I R4359 Project Name Kiwanis Park Playground & Shelter Renovation GRANTEE NONE MATCH % NONE Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $370,000 access at Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active lKiwanis playground was installed in 1999. The 2017 Park Master Plan prioritizes renovation of the nature play area, shelter and accessible paths for 2022. 1 Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 300,000 300,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 30,000 30,000 Total 370,000 370,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 370,000 370,000 Total 370,000 370,000 Project R4360 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project Name East Side Sports Complex Tree Buffer Type One Phase GRANTEE NONE PLAN East Side Spoils Complex Maste UsefuILife 50 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Aesthetic Improvement(4) Description Total Project Cost: $78,000 Status Active [Plant trees alone the southern border of site for East Side Spoils Complex to Providebuffer of the site from the adiacent railroad tracks. Justification use as a Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 2,000 2,000 CONSTRUCTION 75,000 75,000 INSPECTION 500 500 ADMINISTRATION 500 500 Total 78,000 78,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 78,000 78,000 Total 78,000 78,000 of this park including tree plantings are additions to thepark system and will likely require additional contract or staff resources to maintain. The 533 Project Summary by Name Project I R4362 Project Name Napoleon Park Softball Fields 5-8 Renovation GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $350,000 renovate and enbance Reids 5-8 at Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 15 years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active Justification n 2013 we completed this process on fields 1-4 at Napoleon. Fields 5-8 currently have waterretmtion and playbility issues that present maintenance and play :hallenges thus limiting their use. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 300,000 300,000 CONTINGENCY 25,000 25,000 Total 350,000 350,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 350,000 350,000 Total 350,000 350,000 ITbe operating budget for this facility will remain the same. Project R4363 Project Name Upper City Park Shelters & Restroom Replacement GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Description Total Project Cost: $490,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefirILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Justification The three picnic shelters and restroom in Upper City Park are well used by the public. The 2017 Park Master Plan rated them as fair with a number of accessibility and maintenance concerns. The Park MasterPlan has this Prioritized as a 2020 moiect. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 40,000 40,000 INSPECTION 405,000 405,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 490,000 490,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 490,000 490,000 Total 490,000 490,000 Budget Impact/Other Qo Impact on operating budget as these are 534 Project Summary by Name Project I R4364 2019 2020 2021 2022 2023 Total Department PARKS & RECREATION 15,000 CONSTRUCTION 150,000 Contact Juli Seydell-Johnson Project Name Scott Park Shelter and Playground Replacement 2,500 Type One Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replaceplayground and picnic shelter at Scott Park. Add concretepaths for increased accessibility. Justification ITTlieplaygmmd and shelter were installed in 1999 and arenearing the end of their servicable life. Theplay area lacks accessiblepaths and safety surface. The 2017 Park Master Plan recommends replacement in 2020. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 185,000 185,000 Total 185,000 185,000 535 Project Summary by Name Project I R4365 2019 2020 2021 2022 Department PARKS & RECREATION 20,000 20,000 Contact Tali Seydell-Johnson Project Name Hickory Hill Park Conklin St Shelter & Restroonts INSPECTION Type onePhase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $245,000 Status Active Replace picnic shelter and restrooms at Conklin Street entrance to Hickory Hill Park. Justification IThe rest rooms and shelter at this location were noted as poor condition with a number of accessibility concerns in the restrooms by the 2017 Park Master Plan. The plan recommended replacemmt of these facilties in 2021. 'Ibis also follows recommendations of the 2016 Hickory Hill Park Master Plan. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 200,000 200,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 20,000 20,000 Total 245,000 245,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 245,000 245,000 Total 245,000 245,000 536 Project Summary by Name Project I R4366 2019 2020 2021 2022 Department PARKS & RECREATION 17,500 17,500 Contact Juli Seydell-Johnson Project Name Glendale Park Shelter & Playground Replacement INSPECTION Type one Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $215,000 Status Active Replace playground and add picnic shelter, park sign and creek access at Glendale Park. Add concrete paths for increased accessibilitv. Justification IT lieplay area lacks accessiblepaths and safety surface. The 2017 Park MasterPlan recommends replacement in 2021 with a further recommendation to enhance access to Ralston Creek for natureplay. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 17,500 17,500 CONSTRUCTION 175,000 175,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 17,500 17,500 Total 215,000 215,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 215,000 215,000 Total 215,000 215,000 537 Project Summary by Name Project I R4367 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project None Napoleon Park Playground & Accessible Path Type one Phase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replace playground and add paths for increased accessibilitv at Napoleon Park. Justification This playground was originally installed in 2001 and is nearing the end of its servicable life. The 2017 Park Master Plan noted accessibility and maintenance concerns and recommended replacement in 2021. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 185,000 185,000 Total 185,000 185,000 538 Project Summary by Name Project I R4368 2019 2020 2021 2022 2023 Total Department PARKS & RECREATION 15,000 CONSTRUCTION 150,000 Contact Juli Seydell-Johnson Project Name Court Hill Park Shelter & Playground Replacement 2,500 Type onePhase GRANTEE NONE PLAN Park Master Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Parks Maintenance Priority Essential (2) Description Total Project Cost: $185,000 Status Active Replaceplayground and picnic shelter at Court Hill. Add concretepaths for increased accessibility. Add opportunities for creek access. Justification ITTlieplaygmmd and shelter were installed in 1994 and arenearing the end of their servicable life. Theplay area lacks accessiblepaths and safely surface. The 2017 Park Master Plan recommends replacement in 2022. This nark also Presents opportunities to Provide access to Ralston Creek For Plav and exploration. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 15,000 15,000 CONSTRUCTION 150,000 150,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 15,000 15,000 Total 185,000 185,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 185,000 185,000 Total 185,000 185,000 539 Project Summary by Name Project I R4369 Project Name Mercer Park Pool - Dehumidification/Tuckpointing GRANTEE NONE PLAN Facilities Master Plan MATCH % NONE TIF DISTRICT None ;crintion I Total Project Cost: $927,569 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase Useful ILife 20 years Category Recreation Priority Critical (1) Status Active the lust pbase at the bolter replacement protect is nearly complete. This protect will allow for HVAC and debumiticatmn upgrades to the Mercer Aquatic Center and Scanlon Gymnasium. the majority of the HVAC equipment has been operating continuously since 1999 and many components and system are at the end of their useful life. This project would help resolve the humidity issues in the facility and the related masonry and lintel repairs. This project will also address large areas of necessary tuck pointing and masonry repair and repairs on the interior columns neighboring the natatorium. The work will also address the moistures issues from the Kalwall skvlieht system and rusted lintels around the doors, windows and above the columns in the courlvard. 2012 City Space Needs Study and Master plan, identified the HVAC systems as deficient, energy inefficient and requiring an update throughout the facil recent HVAC Mercer/Scanlon study and equipment review, ideintified the HVAC equipment that requires replacement. The original system did not have acidification, firm the 2012 facilities report this is causing structural issues from the interior moisture, with rusted lintels and door/window frames and Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 65,119 65,119 CONSTRUCTION 794,950 794,950 CONTINGENCY 47,500 47,500 Total 927,569 927,569 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 227,569 227,569 GO BONDS 700,000 700,000 Total 927,569 927,569 540 Project Summary by Name Project I R4370 PARKS & RECREATION Department PARKS & RECREATION Type One Phase Contact Juli Seydell-Johnson Project Name RAL Recreation Center Pool Filter and HVAC Parks Maintenance Type OnePhase GRANTEE NONE PLAN Facilities Master Plan Useful L ife 25 years MATCH % NONE TIF DISTRICT None Category Recreation Total Priority Essential (2) Description Total Project Cost: $700,000 Status Active 'Ibis project would include the replacement of the existing pool filters, the addition of allV system, and new pool dehumidification system. Justification The current filters arepast there life expectancy and are contributing to water quality issues. The dehumidification system will help with pool comfort level and air ouahty. The UV system ism additional disinfectant for Pool water and standard for new Pools and Pool renovations. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 600,000 600,000 CONTINGENCY 40,000 40,000 Total 60,000 640,000 700,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 700,000 700,000 Total 700,000 700,000 costs should decrease slightly due to better monitoring of pool chemicals and water use from new equipment and software. Expected annual savings is than Project R4371 Project Name Happy Hollow Playground Replacement GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None Description Total Project Cost: $120,000 'layground replacement at Happy Hollow Park. Justification [be ulaveround is scheduled for replacement in the 2017 Park Master Plan due to me and condition. Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 5,000 5,000 CONSTRUCTION 100,000 100,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 10,000 10,000 Total 120,000 120,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 120,000 120,000 Total 120,000 120,000 541 Project Summary by Name Project I R4372 Project Name Terrell Mill Skate Park Redevelopment GRANTEE NONE MATCH % NONE renovates the skate Dark and adds access Justification PLAN Park Master Plan TIF DISTRICT None Total Project Cost: $600,000 Department PARKS & RECREATION Contact Juli Seydell-Johnson Type One Phase UsefuILife 20 years Category Parks Maintenance Priority Essential (2) Status Active IThe skatepark is nearing an age where replacement is necessary for it to continue to draw skaters as well as for improved maintenance and safety. This project is recommended by the 2017 Park Master Plan. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 50,000 50,000 CONSTRUCTION 500,000 500,000 INSPECTION 5,000 5,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 40,000 40,000 Total 600,000 600,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 600,000 600,000 Total 600,000 600,000 Project I R4373 Project Name City Park Ball Field Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $250,000 on The baseball diamonds in City Park are in poor condition due to prior flooding and age. Department PARKS & RECREATION Contact Juli Seydell-Johnson Type Multi -Phase Useful L ife 15 years Category Parks Maintenance Priority Efficimcy Improvement (3) Status Active Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 50,000 100,000 100,000 250,000 Total 50,000 100,000 100,000 250,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 50,000 100,000 100,000 250,000 Total 50,000 100,000 100,000 250,000 542 Project Summary by Name Project I 84374 Department PARKS & RECREATION Contact Juli Seydell-Johnson Project Name Mercer Park Ball Diamond #1 Turf Conversion Type onePhase GRANTEE ICCSD PLAN None UsefuILife 15 years MATCH % VARIES TIF DISTRICT None Category Parks Maintenance Priority Efficimcy Improvement (3) Description Total Project Cost: $1,700,000 Status Active Project would convert existing infield and outfield from natural materials to synthetic turf. Additional modifications would in chide new field and bullpen fencing. Justification Mercer Park Ball Diamond 1 is the Premier large field in our system. It is used Primaiily by City High for varsity baseball and adult baseball league rentals. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 1,300,000 1,300,000 ADMINISTRATION 150,000 150,000 CONTINGENCY 150,000 150,000 Total 1,700,000 1,700,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 700,000 700,000 OTHER LOCAL 1,000,000 1,000,000 GOVERNMENTS Total 1,700,000 1,700,000 ITlie conversion to synthetic turf would decrease continuing maintenance costs and allow for increased play through a longer season. The effect on the operating budget would be Positive, and is expected to be between $10.000 and $20.000 Per vear. 543 Project Summary by Name Project I R4375 Project Name Hunter's Run Park Playground & Shelter GRANTEE NONE PLAN Park Master Plan MATCH % NONE TIF DISTRICT None leription Total Project Cost: $235,000 ace ulavground and one shelter, and adds additional access paths from street and sidew Justification Project is prioritized in the 2017 Park Master Plan for 2023 based on age and condition of current structures. Department PARKS & RECREATION Contact Tali Seydell-Johnson Type One Phase Useful ILife 20 years Category Parks Maintenance Priority Essential (2) Status Active Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 180,000 180,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 25,000 25,000 Total 235,000 235,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 235,000 235,000 Total 235,000 235,000 Project Y4441 Expenditures Department POLICE EQUIPMENT 250,000 Contact Jody Matherly Project Name Police Car & Body Camera Replacement 250,000 2022 2023 Total Type OnePhase GRANTEE NONE PLAN None Useful ILife 7years MATCH % NONE TIF DISTRICT None Category Police Priority Critical (1) Description Total Project Cost: $250,000 Status Active Project will replace the entire system consisting of all police vehicle video recorders, all body worn cameras (B WC), and server and storage Justification 'am camera (B W l) system should oIIer a local based, nilly integrated system that maintains a smaller B W U size to bewom by dui otticers, and one thebodymic and BWC audio to the in-carrecorder. Vehicle cameras are no longersupporied by the manufacturer and are due forreplacement. Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 250,000 250,000 Funding Sources Total 250,000 2019 2020 2021 250,000 2022 2023 Total GENERAL FUND 250,000 250,000 Total 250,000 250,000 544 Project Summary by Name Project I Y4443 Project Name Police Front Offices Remodel GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $74,750 Department Contact Type Useful L ife Category Priority Status POLICE Jody Matherly One Phase 20 years Police Essential (2) Active Adel three otfices (one W atcb Commander and two interview/report-writing rooms) at the mtrance at the police department. One of the otfices woutd be led to accommodate two interview rooms. This work coincides with other finding the Police Department has to upgrade carpet, light fixtures and Immature in rooms. Two entrance doors from lobby to interview rooms will be added along with remodel, electronics, cabinets, furniture. $35,000 of abandoned funds will Justification Presently, the Watch Commander office and two interview/report-writing rooms are antiquated, inefficient and unsafe. 'There are no secure, physical barriers between visions and civilian staff. Many times, Police Department visitors are upset or intoxicated, which can make the situation unpredicatable. This remodel is essential to provide the space with the features to conduct business in a professional and safe mvironment. This project also adds security features such as extra doors. video. and IT enhancements. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 65,000 65,000 CONTINGENCY 9,750 9,750 Total 74,750 74,750 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 74,750 74,750 Total 74,750 74,750 I'Tlre operating impact of this project is negligible. 545 Project Summary by Name Project I Y4444 Project Name Crime Scene Mapping System GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $100,000 system Department POLICE Contact Jody Matherly Type One Phase UsefirILife 10 years Category Police Priority Efficimcy Improvement (3) Status Active uting crime/crash scene evidence in court. TI Justification The present system used by Police Department is 8 years old and has become labor intensive and antiquated. Measuring and documenting crime scenes can take several hours. Recent develops in mapping technology greatly reduce that time and are more detailed The new systems allow for fewer technicians and makes the Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 100,000 100,000 Total 100,000 100,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 50,000 50,000 UNIVERSITY OF IOWA 50,000 50,000 Total 100,000 100,000 on budget. fewer technicians, officers to secure the scene, etc. areneeded wben using this new system. that means ibex wdt be savings on t I required to property process a scene. Court room presentation will be enhanced because of better imagery of the scene. Estimated savings is Project L3328 Department PUBLICWORKS Contact Jm Jordan Project Name Landfill Equipment Building Replacement Type One Phase GRANTEE NONE PLAN FacilitiesMasterPlan Useful Life 35 Years MATCH % NONE TIF DISTRICT None Category Landfill Priority Essential (2) Description Total Project Cost: $800,000 Status Active 'Ibis project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B. Justification Tbese buildings are in poor condition and can not currently fit our equipment in them. This leaves our equipment exposed to the elements causing unnecessary wear and excessive downtime. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 60,000 60,000 CONSTRUCTION 740,000 740,000 Total 800,000 800,000 Funding Sources 2019 2020 2021 2022 2023 Total LANDFILL FUND 800,000 800,000 Total 800,000 800,000 JSbould be minimal decrease in operating cost due to poor condition of current structures. Decrease in estimated annual expenditures are less tban $10,000 per year. 546 Project Summary by Name Project I L3330 Project Name Landfill Leachate Pumping System GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $625,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jen Jordan Multi -Phase 15 years Landfill Essential (2) Active 'Ibis project includes the design and installation of mtiastmcture to implement a compressed au dual extraction system, wbich wLLl unprove landtill gas extraction as well as limit potential effects of landfill gas, leachate migration, and positively impact groundwater in the unlined areas of site. The project also includes Supervisory Control and Data Acouisition (SCADA) equipment to the constructed system. or me mnaim sae maicarea mar many or me sues exisrmg gas weirs nave uquro revers mar are crosem or exceea me screen wimm mem. ims umas or is from bang able to be pulled from those wells. In addition, this new dual extraction system in combination with the Leachate conveyanceupgrades in the 2016 Gas Expansion Project allows the operators to better control leachate and gas management onsite. The requested revision enhances operator Prior Expenditures 2019 2020 2021 2022 2023 Total 40,000 CONSTRUCTION 585,000 585,000 Total Total 585,000 585,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 40,000 LANDFILL FUND 585,000 585,000 Total Total 585,000 585,000 would increase operating expenditures through additional maintenance and repair of new equipment.TBees[imatedincreaseinoperatingexpenditures Project L3333 Department PUBLICWORKS Contact Jm Jordan Project Name Compost Pad Improvements Type One Phase GRANTEE NONE PLAN None Useful Life 7years MATCH % NONE TIF DISTRICT None Category Landfill Priority Critical (1) Description Total Project Cost: $250,000 P Status Active The landfill's six -acre compost pad will be backfilled in multiple areas to fill largepits. An asphalt layer will be added to cover the rock and a seal coat will be applied to Prevent linuids firm seepine. A seal coat will be added to cover the raw millines on the eastern half of thenad that has not been sealed in thermal. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 200,000 200,000 CONTINGENCY 50,000 50,000 Total 250,000 250,000 Funding Sources 2019 2020 2021 2022 2023 Total LANDFILL FUND 250,000 250,000 Total 250,000 250,000 BudgetImpacHOther costs and reduce customer 547 Project I L3334 Project Name South Side Recycling Site GRANTEE NONE MATCH % NONE Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $520,000 acres of paving, storm water unhustructure, two material compactors Department PUBLIC WORKS Contact Jm Jordan Type One Phase UsefirILife 20 years Category Landfill Priority Efficimcy Improvement(3) Status Active xtrical infrastructure, seven roll -off bins, a fire closed down a privately -owned recycling facility in early 2018, the City's other three drop-off sites have at times been at capacity. Members of the also regularly request other options for drop-off recycling site locations. A site on the south side would reduce pressure on existing sites, improve efficiencies Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 395,000 395,000 EQUIPMENT 125,000 125,000 Total 520,000 520,000 Funding Sources 2019 2020 2021 2022 2023 Total LANDFILL FUND 520,000 520,000 Total 520,000 520,000 d by existing Resource Management staff and equipment, sumlar to the City's other three drop-off sites. 'lberewdl be an increase u due to the additional staffing, maintenance, insurance, utilities, and other operating costs. The estimated additional expenditures is 548 Project Summary by Name Project I L3335 Project Name Landfill Dual Extraction System Expansion GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $500,000 Department PUBLIC WORKS Contact Jen Jordan Type One Phase UsefuILife 25 years Category Landfill Priority Efficimcy Improvement (3) Status Active This project includes the design and installation of an expansion of the Landfill Dual Extraction System, which was ongmally constructed in 2018. 'Phis project wdl expand the current system to an additional eight or nine wells. The expansion of this system will continue to improve landfill gas extraction as well as limit potential effects of landfill gas, leach ate migration, and Positively impact groundwater in more Portions of the site. The expansion of the Landfill's Dual Extraction System will positively impact eight or nine more wells, which have liquid levels that are close to or exceed the screen within th®. Having high liquid levels limits or prevents gas from being able to be pulled from those wells. Expansion of the Dual Extraction System will allow landfill operators to better control leachate and gas management onsite. This will enhance operator fimctionality and reduce manual labor time. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 41,000 41,000 CONSTRUCTION 400,000 400,000 INSPECTION 50,000 50,000 ADMINISTRATION 4,000 5,000 9,000 Total 45,000 455,000 500,000 Funding Sources 2019 2020 2021 2022 2023 Total LANDFILL FUND 45,000 455,000 500,000 Total 45,000 455,000 500,000 549 Project Summary by Name Project I M3632 Project Name Lower Muscatine Area Storm Sewer Improvements GRANTEE NONE MATCH % NONE new storm sewer Justification PLAN None TIF DISTRICT None Total Project Cost: $750,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jason Havel One Phase 50 years Storm Water Essential (2) Active near their im streets in the neighborhood around Lower Muscatine Road have minimal storm sewer/intakes. During heavier rain events, storm water Horning down side s creates flooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water from the side streets priorto it collecting on Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 525,000 525,000 INSPECTION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 75,000 675,000 750,000 Funding Sources 2019 2020 2021 2022 2023 Total STORM WATER FUND 750,000 750,000 Total 750,000 750,000 Additional storm sewer and intakes will result in additional future maintmace costs. The estimated increase in operating expenditures is less than $10,000 per year. 550 Project Summary by Name Project I M3633 Project Name North Westminster Storm Sewer Upgrades GRANTEE NONE MATCH % NONE storm sewer Justification on PLAN None TIF DISTRICT None Total Project Cost: $1,180,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Ben Clark One Phase 50 years Storm Water Essential (2) Active The North W estminder Drainage Area was studied in response to reported flash flooding near the intersection of North Westminster Street and Washington Street. The study confirmed that sections of the storm sewer system are inadequate to convey runoff for the City's current 5 -year design storm criteria. Surface flooding at these two locations can be deep enough to cover the width of the roadway, overtop the curb and flow on to adjacent properties, creating apotential for property damage and a Public safety concern for vehicles. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 140,000 140,000 CONSTRUCTION 920,000 920,000 INSPECTION 20,000 20,000 ADMINISTRATION 10,000 10,000 CONTINGENCY 90,000 90,000 Total 140,000 1,040,000 1,180,000 Funding Sources 2019 2020 2021 2022 2023 Total STORM WATER FUND 140,000 1,040,000 1,180,000 Total 140,000 1,040,000 1,180,000 infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less 551 Project I P3959 Project Name Public Works Facility GRANTEE NONE MATCH % NONE Description [Lis project replaces the equipment storage, :ollection, and equipment divisions. The 2( Justification Project Summary by Name PLAN Facilities Master Plan TIF DISTRICT None Total Project Cost: $12,700,000 Department Contact Type Useful L ife Category Priority Status storm PUBLIC WORKS Ron Knoche One Phase 40 Years Public Works Administration Efficimcy Improvement (3) Active sewer maintenance, refuse current facilities are in poor condition and arevery inefficient. The City also leases facilities around the area due to the lack of adequate storage space The mt facilities occupy a space that is aprime commercial location adjacent to the Rivertront Crossings area. The Master Plan for the new facility is currently Prior Expenditures 2019 2020 2021 2022 2023 Total 9,500,000 CONSTRUCTION 3,200,000 3,200,000 Total Total 3,200,000 3,200,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 9,500,000 GO BONDS 700,000 700,000 Total LANDFILL FUND 2,500,000 2,500,000 Total 3,200,000 3,200,000 costs of anew facility will be higher due to an increase in the cost of insurance and utilities. The facility should be create better operational 552 Project Summary by Name Project I P3981 Project Name West Riverbank Stabilization GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT Riverside Drive leription Total Project Cost: $1,350,000 design for and stabilization of the west bank of the Iowa River from Beaton Street to H, Department PUBLICWORKS Contact Ben Clark Type One Phase UsefiILife 40 Years Category Public Works Administration Priority Critical (1) Status Active idv and Class 4 opinion of probable cost for Justification In 2013, as part of the Iowa River Restoration Project, Shoemaker & Bastard surveyed sections of the damaged west bank to aerial topography from Ayres study after 2008 flood. Drastic bank erosion has occurred since 2008 (17 feet horizontally and 10 feet vertically). Loss of armoring and vegetation after 2008 flood leaves much the west bank highly susceptible to further erosion, threatening existing commercial buildings, and health of the aquatic environment. Increased frequency and severity of flooding along the Iowa River will likety increase the Pace of erosion. Prior Expenditures 2019 2020 2021 2022 2023 Total 1,080,000 PLANNING/DESIGN 30,000 30,000 CONSTRUCTION 215,000 215,000 Total INSPECTION 25,000 25,000 Total 270,000 270,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 1,080,000 GO BONDS 270,000 270,000 Total Total 270,000 270,000 Project P3983 Department PUBLICWORKS Contact Dan Striegel Project Name Equipment Shop Parking Lot Asphalt Overlay Type One Phase GRANTEE NONE PLAN None Useful Life 15 years MATCH % NONE TIF DISTRICT None Category Equipment Priority Essential (2) Description P Total Project Cost: $123,200 Status Active 'Ibis project will include milling and resurfacing drive areas of the existing Equipment maintenanceparking lot with 4" asphalt overlay. Justification The asphalt parking lot to the south of the equipment shop is badly breaking up; is full of large potholes and very rough. It is very difficult driving a loaded forklift through the puking lot in fear of the load shifting. When clearing snow in the winter, plows hit the potholes and makes them even larger. The parking lot has been patched annually by the Streets crew, but is in need of a complete overlay. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 112,000 112,000 CONTINGENCY 11,200 11,200 Total 123,200 123,200 Funding Sources 2019 2020 2021 2022 2023 Total EQUIPMENT FUND 123,200 123,200 Total 123,200 123,200 553 Project Summary by Name Project I P3985 Project Name Sand/Salt Storage Bunkers Department PUBLICWORKS Contact Brock Holub Type OnePhase GRANTEE NONE PLAN None Useful Life 50years MATCH % NONE TIF DISTRICT None Category Public Works Administration Category Public Works Administration Priority Efficiencylmprovement(3) Icription Total Project Cost: $210,000 Status Active red outdoor areas that will allow for improved storage of sand/salt mixture and other materials. Thew storage areas were originally included in thePublic Justification Storage of the City's sand/salt mixure in a covered location provides several benefits. Covered storage helps to minimize the material getting wet, which can lead to the salt becoming dissolved and washing down the sewer. During cold weather, the wet material can freezetogether in large chunks, making it difficult to load and Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 200,000 200,000 CONTINGENCY 10,000 10,000 Total 210,000 210,000 Funding Sources 2019 2020 2021 2022 2023 Total ROAD USE TAX FUND 210,000 210,000 Total 210,000 210,000 Project I P3986 Project Name Brine Maker and Blending Station GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $95,000 Department PUBLICWORKS Contact Brock Holub Type One Phase UsefirILife 25 years Category Public Works Administration Priority Efficiency Improvement (3) Status Active Brine -making and blending station that allows for onsite creating and distribution of brine solution for wintermaintenance. This would allow the City to pretreat roads prior to a snow/ice event, pretreat the salt as it comes out the back of the trucks, and would allow for pretreatment of salt before storage. The brine maker and blendine station were orieinally included in the Public Works Facilitv uroiect. but were removed due to budeet constraints. Streets crews to be more Expenditures 2019 ling salt consumption and waste, provide a larger window rating am own salt. 2020 2021 2022 2023 response Total CONSTRUCTION 90,000 90,000 CONTINGENCY 5,000 5,000 Total 95,000 95,000 Funding Sources 2019 2020 2021 2022 2023 Total ROAD USE TAX FUND 95,000 95,000 Total 95,000 95,000 save money by treating its own salt. The net 554 Project Summary by Name Project S3854 Project Name American Legion Rd -Scott Blvd to Taft Ave GRANTEE STP PLAN Transportation Plan MATCH % 70% TIF DISTRICT None ;crintion Total Project Cost: $9,022,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Scott Savers One Phase 50 years Street Operations Essential (2) Active oTect wdt mctude the study of the intersection of Scott Boutevard and Muscatine Avenue/Amencan Legion Road to determine the prelerred tratiic control es to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional tum lanes, and a roundabout. Based on the of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Justification Ia addition to residential development along this road, the Iowa City Community School District has purchased a site along this street to build a new elementary Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 578,000 578,000 LAND/ROW ACQUISITION 926,000 926,000 CONSTRUCTION 6,940,000 6,940,000 INSPECTION 289,000 289,000 ADMINISTRATION 289,000 289,000 Total 578,000 8,444,000 9,022,000 Funding Sources 2019 2020 2021 2022 2023 Total CONTRIBUTIONS & 100,000 100,000 DONATIONS FEDERAL GRANTS 4,070,660 4,070,660 GO BONDS 4,851,340 4,851,340 Total 9,022,000 9,022,000 Budget Impact/Other costs, 555 pavement Project Summary by Name Project S3934 Project Name MCCollister Blvd - Gilbert to Sycamore GRANTEE NONE MATCH % NONE Description [Lis project will include construction of anew anes along both sides. The project also inclui Justification PLAN Transportation Plan TIF DISTRICT None Total Project Cost: $5,210,000 Iwav from Gilbert Street to Svcam, Department Contact Type Useful L ife Category Priority Status ill include a 4S PUBLIC WORKS Scott Savers One Phase 50 years Street Operations Essential (2) Active roject is consistent with the arterial street plan and South District Plan. The extension of McCollister Blvd east from Gilbert Street to Sycamore Street will provide new arterial connection in the southeast quadrant of Iowa City. This new connection should help reduce traffic on local roads Langenberg Avenue and Sycamore Prior Expenditures 2019 2020 2021 2022 2023 Total 550,000 CONSTRUCTION 3,600,000 3,600,000 INSPECTION 170,000 170,000 Total ADMINISTRATION 170,000 170,000 CONTINGENCY 720,000 720,000 Total 4,660,000 4,660,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 4,410,000 4,410,000 STORM WATER FUND 400,000 400,000 WATER FUND 400,000 400,000 Total 5,210,000 5,210,000 JNmmal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year. 556 Project Summary by Name Project S3935 Project Name Prentiss Street Bridge Replacement Department PUBLIC WORKS Contact Jason Havel Type OnePhase GRANTEE IDOT PLAN None UsefulLife 50years MATCH % 20% TIF DISTRICT None Category Street Operations Priority Critical (1) Description Total Project Cost: $1,935,000 Status Active 'IL is project will include the removal and replacement of the existing triple corrugated metal pipe culverts with new reinforced concrete box culverts. The project will also include removal and replacement of downstream Ralston Creek slope protection, upsizing storm sewer along Prentiss Street and removal and replacement of street pavement. Justification The initial report from the 2015 bridge inspection included bulging and severe corrosion of the corrugated metal pipe culverts, damaged and undermined inlet and headwall, and cracked street pavement in this location. The Consultant will also berecommending the City post this structure with a 20 -ton weight embargo dueto its current condition. In addition, the existine storm sewer alone Prentiss Street is undersized and has a history of surchareine durine large rain events. Prior Expenditures 2019 2020 2021 2022 2023 Total 1,200,000 PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 610,000 610,000 Total CONTINGENCY 100,000 100,000 Total 735,000 735,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 1,380,000 GO BONDS 555,000 555,000 Total Total 555,000 555,000 557 Project Summary by Name Project S3936 Project Name Melrose Avenue Improvements GRANTEE STP MATCH % 20% reconstruct Justification PLAN Transportation Plan TIF DISTRICT None Total Project Cost: $4,000,000 am Highwav 218 to Debt Avenue, Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jason Havel One Phase 50 years Street Operations Essential (2) Active IMelrose Avenue/IW V Road is in Door condition and needs to be reconstructed to current design standards. I Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 200,000 200,000 LAND/ROW ACQUISITION 50,000 50,000 CONSTRUCTION 3,400,000 3,400,000 INSPECTION 150,000 150,000 CONTINGENCY 200,000 200,000 Total 250,000 3,750,000 4,000,000 Funding Sources 2019 2020 2021 2022 2023 Total FEDERAL GRANTS 930,000 930,000 GO BONDS 1,470,000 1,470,000 OTHER LOCAL 1,600,000 1,600,000 GOVERNMENTS Total 4,000,000 4,000,000 558 Project Summary by Name Project S3939 Project Name Dubuque Street Reconstruction GRANTEE NONE PLAN Downtown Streetscape Plan MATCH % NONE TIF DISTRICT City -University leription Total Project Cost: $1,364,500 project is part of the downtown streetscape master plan. This project reconstructs Dubuque Stree Department PUBLICWORKS Contact Geoff Train Type One Phase UsefuILife 50 years Category Street Operations Priority Critical (1) Status Active ton to Iowa Avenue. The project at Justification )ubuque Street ism important link in Downtown as is often the entry way for visitors into the area. The project will narrow the road creating a more pedestrian hendly environment and allowing for enhanced retail areas. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 132,000 132,000 CONSTRUCTION 880,500 880,500 INSPECTION 132,000 132,000 CONTINGENCY 220,000 220,000 Total 132,000 1,232,500 1,364,500 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 1,114,500 1,114,500 STORM WATER FUND 100,000 100,000 WATER FUND 150,000 150,000 Total 1,364,500 1,364,500 559 Project Summary by Name Project S3940 Project Name Kirkwood Avenue to Capitol Street Connection GRANTEE NONE PLAN Rivertront Crossings Master Pla MATCH % NONE TIF DISTRICT Rivertront Crossings ;crintion Total Project Cost: $3,000,000 Department PUBLIC WORKS Contact Scott Sovers Type One Phase UsefuILife 50 years Category Street Operations Priority Essential (2) Status Active 'Ibis project would extend Capitol Street and Kirkwood Avenue as a part of the Riverliont Crossing area improv®m mts. The project also includes replacemt of the 12 -inch water main on Capitol Street between Benton Street and the railroad to the north, water main improveaents at the Bmton and Clinton intersection and removal of the railroad spur across Bmton Street. streets plays an important part area. It will also improve access Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 200,000 200,000 CONSTRUCTION 2,400,000 2,400,000 INSPECTION 125,000 125,000 ADMINISTRATION 125,000 125,000 CONTINGENCY 150,000 150,000 Total 200,000 2,800,000 3,000,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 2,600,000 2,600,000 STORM WATER FUND 150,000 150,000 WATER FUND 250,000 250,000 Total 3,000,000 3,000,000 (Ongoing maintenance of new poles and lighting units. Existing lights are bang maintained, and new lights would likely require less maintenance in the future as compared to the existing lights. Estimated annual overatin expenditures are less than $10.000 Per vear. Project Summary by Name Project S3944 Project Name FirstAve/Scott Blvd Intersection Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None ;crintion Total Project Cost: $1,150,000 to theh'ust Avenue and Scott Boutevard mtersechon, mctudmg a Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Street Operations Priority Essential (2) Status Active dabout, to improve traffic movemn Justification [Le current layout of the intersection includes four-way stop control. During peak hours, vehicles experience significant queuing, resulting in increased travel time, lelay and emissions. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 125,000 125,000 LAND/ROW ACQUISITION 75,000 75,000 CONSTRUCTION 750,000 750,000 INSPECTION 50,000 50,000 ADMINISTRATION 50,000 50,000 CONTINGENCY 100,000 100,000 Total 200,000 950,000 1,150,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 1,150,000 1,150,000 Total 1,150,000 1,150,000 561 Project Summary by Name Project 53946 2020 2021 Department PUBLICWORKS PLANNING/DESIGN 550,000 Contact Scott Sovers Project Name Court Street Reconstruction 225,000 Type One Phase GRANTEE NONE PLAN None Useful L ife 50 years MATCH % NONE TIF DISTRICT None Category Street Operations 185,000 Priority Essential (2) Description Total Project Cost: $6,345,000 Status Active 'Ibis Project will reconstruct Court Street from Muscatine Avenue to 1st Avenue. 300,000 Justification ICourt Street is an important collector street that connects the east side of Iowa City to the Downtown area. The project will replace aging street and sidewalk Pavement that is in Poor condition and upgrade Public utilities as needed. than Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 550,000 550,000 LAND/ROW ACQUISITION 225,000 225,000 CONSTRUCTION 4,900,000 4,900,000 INSPECTION 185,000 185,000 ADMINISTRATION 185,000 185,000 CONTINGENCY 300,000 300,000 Total 775,000 5,570,000 6,345,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 775,000 5,570,000 6,345,000 Total 775,000 5,570,000 6,345,000 562 expenses Project Summary by Name Project S3947 Project Name Benton Street Rehabilitation Project GRANTEE STP MATCH % 30% Justification PLAN None TIF DISTRICT None Total Project Cost: $2,810,000 to 150' east Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Dave Panos One Phase 50 years Street Operations Essential (2) Active Street is an arterial street that extends from Van Buren Street near the downtown area to the west side of Iowa City. The current PCC street has severe and panel faulting that result in a rough pavement ride. The project will include full depth pavement repair and overlay of the concrete surface with Hot than Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 200,000 200,000 LAND/ROW ACQUISITION 50,000 50,000 CONSTRUCTION 1,900,000 1,900,000 INSPECTION 140,000 140,000 ADMINISTRATION 140,000 140,000 CONTINGENCY 380,000 380,000 Total 250,000 2,560,000 2,810,000 Funding Sources 2019 2020 2021 2022 2023 Total FEDERAL GRANTS 1,315,860 1,315,860 GO BONDS 1,494,140 1,494,140 Total 2,810,000 2,810,000 aged infras[mcturewill lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is 563 Project Summary by Name Project S3949 Project Name Second Avenue Bridge Replacement GRANTEE IDOT MATCH % 20 PLAN None TIF DISTRICT None Department PUBLICWORKS Contact BrettZimmerman Type OnePhase UsefulLife 20years Category Street Operations Priority Critical (1) Description Total Project Cost: $800,000 Status Active 'IL is project will include the removal and replacement of the existing precastconcrete panel bridge with a new single -span reinforced concrete box culvert. The project will also include removal and replacement of slope protection adjacent to the bridge on Ralston Creek South Branch, removal and replacement of street Pavement, installation of sidewalk between Ralson Creek South Branch and Muscatine Avenue alone Second Avenue, and watermam improvements. The 2015 and 2017 bridge inspection reports indicate the bridge deck and superstructure suffer from severe deterioration including cracks, spalls, delamination, exposed reinforcement, corroded reinforcement, leaching, and leaking. The structure is currently posted for a 10 -ton weight embargo due to its condition. In addition, there is no existins sidewalk connectins the trail alone Ralston Creek South Branch and Muscatine Avenue. than Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 500,000 500,000 INSPECTION 60,000 60,000 ADMINISTRATION 40,000 40,000 CONTINGENCY 100,000 100,000 Total 100,000 700,000 800,000 Funding Sources 2019 2020 2021 2022 2023 Total OTHER STATE GRANTS 450,000 450,000 ROAD USE TAX FUND 100,000 250,000 350,000 Total 100,000 700,000 800,000 564 expenses Project Summary by Name Project S3950 Project Name Rochester Ave Reconst- First Ave. to Ralston Creek GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $6,400,000 the bridge over Ralston Creek. T11 Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefirILife 50 years Category Street Operations Priority Essential (2) Status Active v street paving, sidewalk, utilitv nor Justification Rochester Avenue is an important arterial within Iowa City, and the street pavement is in poor condition. The project will also provide utility upgrades, sidewalk infill and ADA curb ramp improvements within the Project area. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 600,000 Contact 600,000 LAND/ROW ACQUISITION 50,000 Useful Life 50,000 CONSTRUCTION Street Operations 5,000,000 5,000,000 INSPECTION Active 250,000 250,000 ADMINISTRATION 250,000 250,000 CONTINGENCY 250,000 250,000 Total 650,000 5,750,000 6,400,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 650,000 5,750,000 6,400,000 Total 650,000 5,750,000 6,400,000 than Project S3951 Project Name Hwy 1/Hwy 6Intersection Improvements Study GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT Riverside Drive ;cription Total Project Cost: $75,000 project will studv the south Hwv I/Hwv 6 intersection and provide a functional desig expenses Department PUBLIC WORKS Contact Jason Havel Type One Phase Useful Life 50 years Category Street Operations Priority Essential (2) Status Active Justification This area is likely to redevelop in the future, and it is important to have an understanding of the anticipated roadway improvments/needs when considering possible changes to the surrounding area. This project will also provide a Plan for future trail connections and other associated improvements. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 75,000 75,000 Total 75,000 75,000 Funding Sources 2019 2020 2021 2022 2023 Total GENERAL FUND 75,000 75,000 Total 75,000 75,000 Budget Impact/Other not expected to 565 Project Summary by Name Project S3952 Project Name Dodge Street Reconstruct - Governor to Burlington GRANTEE IDOT MATCH % 35% Justification PLAN None TIF DISTRICT None Total Project Cost: $13,367,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Jason Havel One Phase 50 years Street Operations Essential (2) Active new street pavement, rlbis section of Dodee Street is in Door condition and requires sienificant ommine maintenance. A functional desien is cumntly undenvav for the Dmiect. I Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 117,000 1,250,000 1,367,000 CONSTRUCTION 10,500,000 10,500,000 INSPECTION 500,000 500,000 ADMINISTRATION 500,000 500,000 CONTINGENCY 500,000 500,000 Total 117,000 1,250,000 12,000,000 13,367,000 Funding Sources 2019 2020 2021 2022 2023 Total FEDERAL GRANTS 6,500,000 6,500,000 GO BONDS 1,250,000 3,000,000 4,250,000 ROAD USE TAX FUND 117,000 117,000 STORM WATER FUND 500,000 500,000 Total 117,000 1,250,000 12,000,000 13,367,000 than expenses Project Summary by Name Project S3953 Department PUBLICWORKS Contact Kmt Ralston Project Name Market & Jefferson Street Two -Way Conversion Type One Phase GRANTEE NONE PLAN Transportation Plan Useful L ife 20 years MATCH % NONE TIF DISTRICT None Category Street Operations Priority Non-essential (5) Description Total Project Cost: $500,000 Status Active Conversion of Market Street & Jefferson Streets from one-way to two-way corridors. The project cost includes new traffic signals, pavement markings, buffered bike lanes, and signagenecessary to implement the conversion. The conversion is intended to generally take place between Madison Street and the eastern termini of the one-wav streets -exact limits subiect to further evaluation. ITbe feasibility of the Protect and cost estimate was initially evaluated as Part of the Downtown Iowa Citv Traffic Modeling Studv completed m 2015. 1 Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 500,000 500,000 Total 500,000 500,000 Funding Sources 2019 2020 2021 2022 2023 Total GO BONDS 500,000 500,000 Total 500,000 500,000 ER the facilities areused Project V3144 Project Name Wastewater Clarifier Repairs GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Icription Total Project Cost: $650,000 Droiect will repair four of the original clarifiers that were insatlled in 1989. Tbev all hu Department PUBLIC WORKS Contact Tim Wilkey Type Multi -Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active :l mechanisms that are severIv corroded Justification Zc e repairs were identified during the design of the Wastewater Treatment Facilities Consolidatin Project, hower, they were not included in the projec budget constraints. These repairs arenecessary to avoid untimely equipment failure. Prior Expenditures 2019 2020 2021 2022 2023 Total 300,000 CONSTRUCTION 350,000 350,000 Total Total 350,000 350,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 300,000 WASTEWATER FUND 350,000 350,000 Total Total 350,000 350,000 567 Project Summary by Name Project I V3145 Project Name Scott Boulevard Trunk Sewer GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None ;crintion Total Project Cost: $2,025,000 at Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Wastewater Treatment Priority Essential (2) Status Active Justification n addition to residential development that has occurred in the area, the Iowa City Community School District has plans to build a new elementary school on the outh side of American Legion Road. A new trunk sewer will be needed to accommodate continued growth in the area. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 175,000 175,000 LAND/ROW ACQUISITION 300,000 300,000 CONSTRUCTION 1,300,000 1,300,000 INSPECTION 100,000 100,000 CONTINGENCY 150,000 150,000 Total 475,000 1,550,000 2,025,000 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 475,000 1,550,000 2,025,000 Total 475,000 1,550,000 2,025,000 The construction of additional sanitary sewer will result in additional future maintenance costs. The estimated impact on the operating budget is less than $10,000. M Project Summary by Name Project I V3147 Department PUBLIC WORKS 30,000 Contact Daniel Scott Project Name Nevada Ave Sanitary Sewer Replacement Type one Phase GRANTEE NONE PLAN None UsefuILife 50 years MATCH % NONE TIF DISTRICT None Category Wastewater Treatment 25,000 Priority Essential (2) Description Total Project Cost: $350,000 Status Active 'Ibis project includes removing and replacing the sanitary sewer along theback yards behind Nevada Avenue from Lakeside Drive to Wbispering Meadow Drive. Justification 50,000 Total 'Ibis sewer section has manv problems and historically has hieh ommine maintenance costs. 290,000 350,000 Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 30,000 2020 2021 30,000 LAND/ROW ACQUISITION 30,000 290,000 30,000 CONSTRUCTION 60,000 200,000 200,000 INSPECTION 25,000 25,000 ADMINISTRATION 15,000 15,000 CONTINGENCY 50,000 50,000 Total 60,000 290,000 350,000 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 60,000 290,000 350,000 Total 60,000 290,000 350,000 Budget Impact/Other to is less than Project Summary by Name Project I V3148 Project Name West Park Lift Station Rehabilitation GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $105,500 a standalone wet well, submersible pumps, Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UsefirILife 20 years Category Wastewater Treatment Priority Essential (2) Status Active trol valves, new pump controls and pan The lift station is a 60's era Smith and Loveless "can" drywell/wet well lift station with the pumps, and valves mounted inside a buried drywell accessed by climbing down a 20 foot man -way. Staff has to enter the drywell to perform maintenance work. The station is not considered a permit required confined space, but it is a confined space because there is only one means of entry. The station was completely inundated and not operational during the 2008 flood. The new station would include controls and venerator above the 500 vear flood Plain. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 85,000 85,000 INSPECTION 1,000 1,000 ADMINISTRATION 1,000 1,000 CONTINGENCY 8,500 8,500 Total 105,500 105,500 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 105,500 105,500 Total 105,500 105,500 project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per Project V315O Project Name Digester Cover Renovation GRANTEE NONE MATCH % NONE ;cription vate two (2) digester covers. tification Am's 8101 and 8201 covers are PLAN None TIF DISTRICT None Total Project Cost: $65,000 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase Useful Life 20 years Category Wastewater Treatment Priority Critical (1) Status Active Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 65,000 65,000 Total 65,000 65,000 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 65,000 65,000 Total 65,000 65,000 'Ibis project will reduce operating and maintenance cost through the rebabdrtafion of older equipment. 'l be annual savings is less tban $10,000 per year. 570 Project Summary by Name Project I V3151 Project Name Digester Complex Rehabilitation GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $7,990,500 Department PUBLIC WORKS Contact Tim Wilkey Type One Phase UsefuILife 20 years Category Wastewater Treatment Priority Critical (1) Status Active me project has two parts: 1) Provide process/related structures and equipment removing pbospborous before digestion. 2) Replace multiple heat excbangers with internal corrosion and Struvite deposition, renovate five (5) digester covers, install seven (7) wall thimbles (access polls) in digester wall far inspection aning, replace internal/external(buried) piping clogging with Struvite, replace (HEX) and recirculation pumps as required. An engineering study in 2020 will Justification With biological nutrient removal as pail of last ICW WTP project, captured phosphorous (P) accumulates in digesters causing Struvite formation. Removing P before digestion reduces Struvite formation and reduces maintenance costs. Also, the digester complex was constricted in 1989/2002 and has 5 covers in various stages of wear, with one leaking struvite infused liquid between tank and brick facade causing facade to face imminent future collapse. The I I (HEX) are 15+ year old and multiple valves/Dipes show struvite deposition to be replaced. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 120,000 90,000 210,000 CONSTRUCTION 7,060,000 7,060,000 INSPECTION 4,000 4,000 ADMINISTRATION 4,000 4,000 CONTINGENCY 712,500 712,500 Total 120,000 7,870,500 7,990,500 Funding Sources 2019 2020 2021 2022 2023 Total REVENUE BONDS 7,870,500 7,870,500 WASTEWATER FUND 120,000 120,000 Total 120,000 7,870,500 7,990,500 Budget Impact/Other this project will reduce operating and maintenance cost througb the rehabilitation of older equipment.'Ibe annual savings is less tban $10,000 per year. 571 Project Summary by Name Project I V3153 Project Name Influent Rake and Screen Replacement Department PUBLIC WORKS Contact Tim Wilkey Type OnePhase GRANTEE NONE PLAN None Useful Life 20years MATCH % NONE TIF DISTRICT None Category Wastewater Treatment Priority Critical (1) Description Total Project Cost: $1,000,000 Status Active 'IL is project will replace the existing rake and screens that were installed in the 2002 project and have virtually been in constant operation since installation. The west rake and screen suffered a catastrophic failure in 2017 with the failure of the rake mechanism. This same mechanism has failed again and current repairs cost are unknown. e equipment is nearing the end if its useful life and has already had two catastrophic failure. This equipment catches floating materials that are not biodegrad the treatment process and will cause blockages causing and additional maintenance to pumps and grinders. Hi is is considered critical for the operation of the Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 1,000,000 1,000,000 Total 1,000,000 1,000,000 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 1,000,000 1,000,000 Total 1,000,000 1,000,000 I'Ili rs project wdl reduce operating and maintenance cost through the rehabdrtatron of older equipment. Ie annual savings is less tban $10,000 per year. Project I V3154 Project Name Hawkeye Lift Station Rehabilitation Department PUBLIC WORKS Contact Tim Wilkey Type One Phase GRANTEE NONE PLAN None Useful Life 20years MATCH % NONE TIF DISTRICT None Category Wastewater -Treatment Priority Essential (2) scription Total Project Cost: $1,025,000 Status Active ibilitation includes demolishing the existing building, converting the station to awet-well valve vault with sarfacehatches for pump access, basket screening, standby generator, replace 20 year old pump, new controls, valve vault with bypass capacity, new security force, landscaping and access road improvements. Justification IHawkeye lift station is 50 years old with an aging building, a generator that can no longer be serviced, a deep drywell requiring an elevator and an existing pump that is 20 vents old and a replacement Pump only 2 vears old. Mai or Portions of the station have outlived their useful life and need replace Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 25,000 25,000 CONSTRUCTION 1,000,000 1,000,000 Total 1,025,000 1,025,000 Funding Sources 2019 2020 2021 2022 2023 Total WASTEWATER FUND 1,025,000 1,025,000 Total 1,025,000 1,025,000 'Ibis project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year. 572 Project Summary by Name Project I V3155 Project Name Rohret South Sewer GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Description Total Project Cost: $2,425,000 [Lis project would extend the 30 -inch sanitary sewer pipe along Abbey Lane from Burry Drive to the west sidi Justification [Lis maiect will allow develoument within thewatelshed west of US Hiehwav 218 and south of Rohret Road. Department PUBLICWORKS Contact Joe Welter Type One Phase Useful ILife 50 years Category Wastewater Treatment Priority Essential (2) Status Active Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 250,000 250,000 LAND/ROW ACQUISITION 325,000 325,000 CONSTRUCTION 1,650,000 1,650,000 INSPECTION 100,000 100,000 ADMINISTRATION 100,000 100,000 Total 250,000 2,175,000 2,425,000 Funding Sources 2019 2020 2021 2022 2023 Total REVENUE BONDS 2,425,000 2,425,000 Total 2,425,000 2,425,000 Ibis will brig additional revenue along wlm additional maintenance costs. The estimated maintenance costs are less man s 10,000 per year. The estimated amount of additional revenue is unknown. Project W3212 Project Name First Avenue (400-500 Block) Water Main Replace Department PUBLICWORKS Contact Kevin Slutts Type OnePhase GRANTEE NONE PLAN None UsefulLife 70years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: $637,100 Status Active This project is a water main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron water main. 60 ft of 16" cast iron (vintage 1962) will also bereplaced. A significant amount of street repair will be included in this nroiect. Hlie 6' water main broke on January 1. 2013 causm2 sumiticant chicane to the main thorounhfare. I Prior Expenditures 2019 2020 2021 2022 2023 Total 60,000 CONSTRUCTION 380,000 380,000 INSPECTION 121,100 121,100 Total CONTINGENCY 76,000 76,000 Total 577,100 577,100 Prior Funding Sources 2019 2020 2021 2022 2023 Total 60,000 WATER FUND 577,100 577,100 Total Total 577,100 577,100 1TLis project reduces expenditures through the replacement of aged infrastructure with new infrastructure. 573 Project Summary by Name 2roject I W3216 2roject Name Spruce St. (1300-1400 Block) Water Main Rep GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None leription Total Project Cost: $217,350 project is a water main replacemmt Project with respective street and sidewalk replace Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefuILife 70 years Category Water Operations Priority Efficimcylmpmvement(3) Status Active feet of 6" cast iron (vintage 1955) willbe Justification ILewater main has been subject to numerous water main breaks and has reach the end of it's useful life. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 20,000 20,000 CONSTRUCTION 130,000 130,000 INSPECTION 41,350 41,350 CONTINGENCY 26,000 26,000 Total 20,000 197,350 217,350 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 217,350 217,350 Total 217,350 217,350 574 Project Summary by Name Project I W3220 Project Name Melrose - Landfill Water Main Extension GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None ;crintion Total Project Cost: $1,420,000 to Department PUBLIC WORKS Contact Jason Havel Type One Phase UsefuILife 50 years Category Water Operations Priority Essential (2) Status Active Justification 'mrmtly, the Landfill does not have access to City water, and utilizes a well to provide water for the site. The project provide City water to be used for Landfill iperations, fire protection and staff use. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 110,000 110,000 CONSTRUCTION 1,100,000 1,100,000 INSPECTION 55,000 55,000 ADMINISTRATION 55,000 55,000 CONTINGENCY 100,000 100,000 Total 110,000 1,310,000 1,420,000 Funding Sources 2019 2020 2021 2022 2023 Total LANDFILL FUND 110,000 1,310,000 1,420,000 Total 110,000 1,310,000 1,420,000 575 Project I W3221 Project Name Nutrient Removal Project GRANTEE NONE MATCH % NONE Description [Lis first phase is an engim hen construct the best solu Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $700,000 to investigate options for the rem source water Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Stalls One Phase 50 years Water Operations Essential (2) Active B ions, specifically nitrates, are not able to be removed by currently installed water treatment processes. 'Therefore to meet Safe Drinking Water Act s the source water must be diluted with a separate source that contains a lesser concentration of the offending ions. Current trends indicate an increase in ion concentration making dilution an increasingly unreliable method to achieve federal standards. A long term nutrient removal solution must be Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN CONSTRUCTION 100,000 600,000 100,000 600,000 Total Funding Sources 2019 100,000 2020 2021 600,000 2022 2023 700,000 Total WATER FUND 100,000 600,000 700,000 Total xdgetImpact/Other 100,000 600,000 700,000 increase in energy and maintenance costs will be esperimced when the nutrient removal system is bang used. The estimated impact to the operating budget is 576 Project Summary by Name Project I W3222 Project Name Dill St. Water Main Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $800,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 70 years Water Operations Critical (1) Active This is a water am replacement project with respective street and sidewalk replacement Approximately 1200 Leet of 6" cast-u'on pipe (vintage 1928, 1939, and 1953) will be replaced with 8" PVC pipe (new minimum standard pipe size). The project also includes the addition of sidewalk on one side of Dill Street from Rockv Shore to the existine sidewalk west of Teeters Court. This 6 -inch 1939 cast iron water main has had a number of main breaks and is difficult for City staff to excavate due to the grade off of Rocky Shore Dr. Large blowouts along this section of water main have caused significant disruption to the water distribution system as a whole, as this line feeds into both the east and west side of the distibution system. The water main breaks on this nine have also caused sienifcant damage to other infrastructure in the area. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 75,000 75,000 CONSTRUCTION 670,000 670,000 INSPECTION 25,000 25,000 ADMINISTRATION 5,000 5,000 CONTINGENCY 25,000 25,000 Total 75,000 725,000 800,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 75,000 725,000 800,000 Total 75,000 725,000 800,000 will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than 577 Project Summary by Name Project I W3300 Project Name Bradford Drive Water Main Replacement GRANTEE NONE MATCH % NONE Description [Lis is awater main replace effaced with 1250 feel of 1 Justification PLAN None TIF DISTRICT None Total Project Cost: $350,000 street and sidewalk replacement. . Department PUBLICWORKS Contact Kevin Slutts Type One Phase UsefaILife 70 years Category Water Operations Priority Efficiencylmprovement(3) Status Active existing water main has been subject to numerous water main breaks and has reached the end of its useful life. This project would also make the distribution an more robust by adding an additional looped feed to the system. This water main feeds Southeast Junior High School, and ranks in the top ten of the water Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 310,000 310,000 Total 40,000 310,000 350,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 40,000 310,000 350,000 Total 40,000 310,000 350,000 water main replacement project will reduce operations and maintenance cost is less than Project W3301 Project Name Water Distribution Pressure Zone Improvements GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $950,000 Department PUBLICWORKS Contact Kevin Slats Type One Phase UsefaILife 20 years Category Water Operations Priority Critical (1) Status Active Install cbeck valves and pressure reducing valve on 16 -inch water main along 1st Ave. Insert valves or close valves at various locations throughout the City. Install a third pump at the Rochester ground storage reservior. Three additional check valve projects will coincide with this project, they are: the Foster Rd Extension (private development). Fust Ave Water Main Replacement (2019 CHP), and American Lection Road (2020 CIP). A water system future growth study resulted in the conclusion that an east pressure zone served by the Rochester ground storage reservoir would allow for service area pressures to be elevated to allow for development to the east. To establish this pressure zone the existing system's hydraulics need to be split by dead -ending water main. installine valves. pressure reducine stations. and addine Pumps. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 100,000 100,000 CONSTRUCTION 850,000 850,000 Total 100,000 850,000 950,000 Funding Sources 2019 2020 2021 2022 2023 Total REVENUE BONDS 950,000 950,000 Total 950,000 950,000 (Pressure zoning will result in additional expentures for operation, and maintenance of new infrastructure. Additional expenditures for operation and maintenance are estimated between $10.000 and $20.000 Per vear (mann electrical costs and routine maintenance). 578 Project I W3305 Project Name Jordan Well Rehabilitation GRANTEE NONE MATCH % NONE or repair the one Justification Project Summary by Name PLAN None TIF DISTRICT None Total Project Cost: $150,000 Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 10 years Water Operations Critical (1) Active Jordan well is a primary source of low nitrate groundwater used seasonally to dilute river source water to maintain finished water below the Safe Drinking er Act nitrate standard. The need to recondition the Jordan well is due to capacity reduction overtime and the continued usefulness as a low nitrate dilution Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 150,000 150,000 Total 150,000 150,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 150,000 150,000 Total 150,000 150,000 The impact on the operating budget is negligible. Projectli W3307 Project Name Deforest Ave Water Main Replacement GRANTEE NONE MATCH % NONE Description Justification PLAN None TIF DISTRICT None Total Project Cost: $350,000 on Department Contact Type Useful L ife Category Priority Status PUBLIC WORKS Kevin Slutts One Phase 70 years Water Operations Critical (1) Active IThe existing water main has been subject to numerous water main breaks and has reached the end of its useful life. This project would also improve the water distribution sys[em valvine in the area and ranks in the ton fifteen of the water main replacement matrix. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 40,000 40,000 CONSTRUCTION 200,000 200,000 INSPECTION 50,000 50,000 ADMINISTRATION 30,000 30,000 CONTINGENCY 30,000 30,000 Total 40,000 310,000 350,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 40,000 310,000 350,000 Total 40,000 310,000 350,000 579 Project Summary by Name Project I W3311 Project Name Collector Well Capacity Improvements Department PUBLICWORKS Contact Kevin Slutts Type OnePhase GRANTEE NONE PLAN None UsefulLife 20years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Efficimcylmpmvement(3) Description Total Project Cost: $700,000 Status Active An engineering study of existing alluvial raw water facilities is scheduled for 2018 which will gmerateplans and specifications to develop or redevelop new or existing sources. The study would be followed by the execution of the recommended solution for additional raw water capacity in 2021. Allocates $100,000 in 2020 to repair the Collector Well WI laterals due to failure. Tcl ly the two collector wells on the north plant site (#1 & 2) produce an average of about 1.0 to 1.5 million gallons ofraw water daily. Ther®cinder, about to 4.5 million gallons a day, of the raw water from alluvial collector wells is generated at the south peninsula site. These two sites are powered from different rcm and the peninsula wells are a single point failure should an extended loss of power occur. Furthermunicipal growth will drive the need to be able to produce Prior Expenditures 2019 2020 2021 2022 2023 Total 100,000 CONSTRUCTION 600,000 600,000 Total Total 600,000 600,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 100,000 REVENUE BONDS 600,000 600,000 Total Total 600,000 600,000 will create additional costs to operate and maintain additional wells and water main. The additional operating costs from this project are estimated to T Project Summary by Name Project I W3313 Project Name Hwy 1 (Hawk Ridge to WalMart) Water Main Repl Department PUBLICWORKS Contact Kevin Starts Type OnePhase GRANTEE NONE PLAN None UsefulLife 70years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Essential (2) Description Total Project Cost: $704,000 Status Active Replace approximately, 1,600 feet of 12 -inch water main (1990 vintage) along Highway 1 from the Hawk Ridge apartrnmts to the north side of Highway 1 across from the WalMart entrance. No service lines are in this area. 12 -inch PVC with trenchless installation will be specified to eliminate future corrosion issues due to corrosive soil. This water main is situated within corrosive soils and has expenmced multiple main breaks. Due to being a transmission main, breaks cause very large pressure losses and disruptions within the distribution system. Replacement of this main with new materials installed to mitigate the corrosive effects of the soils will provide more reliable service to our customer;. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 64,000 64,000 CONSTRUCTION 640,000 640,000 Total 64,000 640,000 704,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 64,000 640,000 704,000 Total 64,000 640,000 704,000 This project will have a neutral impact on the operating budget as it is the replacement of existing infrastructure. Project# W3314 Project Name High Service Pump VFD Replacement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Description Total Project Cost: $550,000 Zepl ace the (4) four variable frequency drives (VFDs) on our high service pumps. Department PUBLICWORKS Contact Kevin Starts Type One Phase UsefuILife 20 years Category Water Operations Priority Essential (2) Status Active The VFD's servicing our high service pumps will have been in operation for approximately 20 years when this project reaches construction. This is atypical life span for VFD's and already in 2018 we have had to adapt our SCADA replacement project to accommodate the out-moded communications protocols utilized by these drives. We anticipate that by 2022& 2023 the age of the drives will necessitate renlacemmt due to technoloeical advances and deterioration of euumment. Expenditures 2019 2020 2021 2022 2023 Total Future PLANNING/DESIGN 50,000 50,000 500,000 Total 50,000 50,000 Total Funding Sources 2019 2020 2021 2022 2023 Total Future WATER FUND 50,000 50,000 500,000 Total 50,000 50,000 Total Budget Impact/Other 'otmtial cost savings derivi on the pumps. 581 Project Summary by Name Project I W3315 Project Name Peninsula Well Field Power Redundancy GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None to Total Project Cost: $75,000 set situated to Department PUBLICWORKS Contact Kevin Shills Type One Phase UsefuILife 70 years Category Water Operations Priority Efficimcy Improvement (3) Status Active i of the dog Dark Upgrade the switchgear set the Peninsula Well Field is provided electrical service from Rocky Shore Dr via an aerial electrical feed owned by the City. During flood events or other weather this service is threatened and is single point failure that would cause the treatment plant to loose access to high quality source water until power Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 50,000 50,000 INSPECTION 2,500 2,500 ADMINISTRATION 2,500 2,500 CONTINGENCY 10,000 10,000 Total 75,000 75,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 75,000 75,000 Total 75,000 75,000 Project W3316 Department PUBLICWORKS Contact Kevin Shills Project Name Chlorine Feeder System Upgrade Type One Phase GRANTEE NONE PLAN None Useful Life 20 years MATCH % NONE TIF DISTRICT None Category Water Operations Priority Efficimcy Improvement(3) Description Total Project Cost: $60,000 Status Active Design and have installed new chlorine feed equipment with associated computer system integration. Justification The existing automatic chlorine feeders arereaching their designed end -of -life and are no longer supported by the manufacturer. Updating the system components with current models will allow for more precise control of the chlorine feed system and reduce maintenance time. Expenditures 2019 2020 2021 2022 2023 Total PLANNING/DESIGN 10,000 10,000 CONSTRUCTION 50,000 50,000 Total 60,000 60,000 Funding Sources 2019 2020 2021 2022 2023 Total WATER FUND 60,000 60,000 Total 60,000 60,000 Reduced maintenance time and sparepails load - return -on -investment in approximately 8 years. 582 Project Summary by Name Project I T3018 Project Name Parking Equipment EMV Upgrade GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT None Total Project Cost: $75,000 Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase UsefuILife 10 years Category Parking Operations Priority Essential (2) Status Active this project wLLl mvolve the upgrade of existing parking revenue control equipment to be able to accept credit cards with HMV chips. Justification Security measures to protect credit card users continues to be more wide spread and is now becoming available for parking equipment. We fo seehaving to mccamame this upgrade to our existing svuem. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 75,000 75,000 Total 75,000 75,000 Funding Sources 2019 2020 2021 2022 2023 Total PARKING FUND 60,000 60,000 TRANSIT FUND 15,000 15,000 Total 75,000 75,000 Project# T3019 Project Name Rec Center Parking Lot Overlay & Creek Improvement GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $300,000 Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase UsefuILife 15 years Category Parking Operations Priority Essential (2) Status Active and milling /resurfacing of the Robert A. Lee Recreation Center making lot with a 2" The redesign of the parking lot will allow for improved access for the new rec center non-profit uses, improve overall traffic circulation and will allow for access to the Chauncey Building's underground parking during Farmer's Market and other events. The streambank work will improve the function and aesthetics of Ralston Creek adiacent to the rec center. Prior Expenditures 2019 2020 2021 2022 2023 Total 135,000 CONSTRUCTION 165,000 165,000 Total Total 165,000 165,000 Prior Funding Sources 2019 2020 2021 2022 2023 Total 135,000 PARKING FUND 165,000 165,000 Total Total 165,000 165,000 Budget Impact/Other a reduction in the cost is less than 583 to Project Summary by Name Project I T3020 Project Name Replacement of Electronics in Smart Parking Meters GRANTEE NONE MATCH % NONE Justification PLAN None TIF DISTRICT None Total Project Cost: $960,000 in am on -street parking meters. Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase UsefuILife 10 years Category Parking Operations Priority Critical (1) Status Active JTbe electronic equipment in our 1,200 smart parking meters arereaching the end of their useful life. I Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 960,000 960,000 Total 960,000 960,000 Funding Sources 2019 2020 2021 2022 2023 Total PARKING FUND 960,000 960,000 Total 960,000 960,000 Project T3021 Project Name Video Cameras for Parking Facilities GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $200,000 Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase Useful Life 10 years Category Parking Operations Priority Efficiency Improvement (3) Status Active Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 100,000 100,000 200,000 Total 100,000 100,000 200,000 Funding Sources 2019 2020 2021 2022 2023 Total PARKING FUND 100,000 100,000 200,000 Total 100,000 100,000 200,000 Budget Impact/Other to 584 on Project Summary by Name Project I T3022 Project Name Parking Enforcement Vehicles GRANTEE NONE MATCH % NONE anew Justification Ibe new vehicle and license plate vould also be used for enforcing Expenditures PLAN None TIF DISTRICT None Total Project Cost: $150,000 ronolgv to aid in parking mforcemei Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type Multi -Phase UsefuILife 10 years Category Parking Operations Priority Efficimcy Improvement (3) Status Active equipment would be dedicated to the enforcement of the Chauncey Swan and Harrison Street parking facilties and s, street storage, and identification of vehicles on the tow -list. 2019 2020 2021 2022 2023 Total EQUIPMENT 90,000 60,000 150,000 Type Total 90,000 60,000 150,000 Category Parking Operations Funding Sources 2019 2020 2021 2022 2023 Total PARKING FUND 90,000 60,000 150,000 Total 90,000 60,000 150,000 Budget Impact/Other as well. The estimate increase in exnenditurm is $15.000 to $20.000 Der vear and the estimated increase in revenue is Project T3023 Project Name Parking Ramp Automated Parking Equipment GRANTEE NONE MATCH % NONE Justification was PLAN None TIF DISTRICT None Total Project Cost: $550,000 revenue Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase UsefuILife 10 years Category Parking Operations Priority Essential (2) Status Active Expenditures 2019 2020 2021 2022 2023 Total EQUIPMENT 275,000 275,000 550,000 Total 275,000 275,000 550,000 Funding Sources 2019 2020 2021 2022 2023 Total PARKING FUND 275,000 275,000 550,000 Total 275,000 275,000 550,000 585 Project Summary by Name Project I T3055 Project Name Transit/Equipment Facility Relocation Department TRANSPORTATION SERVIC Contact Darien Nagle -Gamin Type OnePhase GRANTEE FTA PLAN Transportation Plan UsefulLife 40Years MATCH % 20% TIF DISTRICT None Category Transit Operations Priority Essential (2) Description Total Project Cost: $18,000,000 Status Active is project involves the construction of a new transit and equipment facility for maintenance operations and storage. As par[ of this project, the storage area will be expanded allowing form increase in fleet size and the maintenance facility will be upgraded. Hierelocation will address the environmental issues that exist at the current facilitv sites and allow for the redevelopment of a maior commercial site at the corner of Highwav 6 and Riverside Drive. mese iacumes nave ouuivea ureu' usemr me aria are in neer or repracemem. me inclines nave suucnuai issues uom me surrounamg area, aria a new mculry will improve the delivery of service. The two facilities would be consolidated into one to create better utilization of space and would be more cost effective. AFTA grant is being sought to assist in the construction. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 18,000,000 18,000,000 Total 18,000,000 18,000,000 Funding Sources 2019 2020 2021 2022 2023 Total EQUIPMENT FUND 3,000,000 3,000,000 FEDERAL GRANTS 12,000,000 12,000,000 TRANSIT FUND 3,000,000 3,000,000 Total 18,000,000 18,000,000 -placement oI transit and equipment Iacmtres snoum be to newer and more energy erttcrent Iacmtres, however, tnenm Iac operational functionality. The additional size and capability of the facility will most likely offset the potential savings from Project# T3063 Project Name Transit Facility Parking Lot Asphalt Overlay GRANTEE NONE MATCH % NONE Expenditures CONSTRUCTION Funding Sources PLAN None TIF DISTRICT None Total Project Cost: $50,000 areas of the existing Transit maintenance tions that create an unsafe condition for e experiences on-going ground settlement. 2019 2020 2021 50,000 cause 2022 Department Contact Type Useful L ife Category Priority Status Additional TRANSPORTATION SERVIC Datiao Nagle -Gamin One Phase 15 years Transit Operations Essential (2) Active ve wear and tear on our 1 2023 Total 50,000 Total 50,000 50,000 2019 2020 2021 2022 2023 Total TRANSIT FUND 50,000 50,000 Total 50,000 50,000 This project will reduce operating expenditures through a reduction in the cost of repairs and maintenanceto the old infrastructure. The estimated reduction in operating expenditures is less than $10.000. W Project Summary by Name Project I T3064 Project Name Transit Mobile Column Vehicle Lift GRANTEE NONE PLAN None MATCH % NONE TIF DISTRICT None Total Project Cost: $60,000 to Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type One Phase UsefuILife 25 years Category 'Transit Operations Priority Essential (2) Status Active Justification The current hoists are stationary and were installed 30+ years ago, when the Transit Facility was built. The current hoists require on-going maintenance and need replaced. A mobile lift can be used in anv repair bav and will be transferred to the new facility. Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION 60,000 60,000 Total 60,000 60,000 Funding Sources 2019 2020 2021 2022 2023 Total TRANSIT FUND 60,000 60,000 Total 60,000 60,000 Budget Impact/Other a reduction in the cost is less than Project I T3065 Project Name Muscatine Ave Pedestrian/Transit Amenities GRANTEE NONE MATCH % NONE PLAN None TIF DISTRICT Towncrest on I Total Project Cost: $60,000 involves the installation of an accessible mid -block crosswalk with pedestrian Justification identified this location as ideal for a mid -block crosswalk coupled with a pedestrian to Department TRANSPORTATION SERVIC Contact Darian Nagle-Gamm Type OnePhase UsefulLife 20years Category 'Transit Operations Priority Essential (2) Status Active on Muscatine Avenue between Wade Street and William ndor in wbicb tbere are very lew ADA crosswalks. An MPOJC island. As part of the project, staff will move transit stops 7258 Expenditures 2019 2020 2021 2022 2023 Total CONSTRUCTION CONTINGENCY 50,000 10,000 50,000 10,000 Funding Sources Total 60,000 2019 2020 2021 60,000 2022 2023 Total TRANSIT FUND 60,000 60,000 Total 60,000 60,000 587 Name 7 - Bridges City of Iowa City Capital Improvement Program Unfunded Projects 1 BURLINGTON ST BRIDGE- This project is a replacement of the Burlington Bridge over SOUTH the Iowa Riverthat will also increase the number of lanes. 2 GILBERT STREET BRIDGE This project will include the removal and replacement of the $5,150,000 existing continuous concrete slab bridge over Ralston TO OAKNOLL Creek on Gilbert Street. The project will also include removal and replacement of streambank slope protection, BROOKLAND PARK DRIVE street pavement, sidewalk, and storm sewer adjacent to the 3 IOWA AVENUE CULVERT This project will include the removal and replacement of the REHABILITATION existing reinforced concrete box culvert with a new three - sided arch culvert. The project will also include removal DODGE ST - BURLINGTON TO and replacement of slope protection adjacent to the bridge $13,250,000 on Ralston Creek, removal and replacement of street BOWERY pavement and sidewalk, and site restoration. 4 F STREET BRIDGE This project involves the removal and replacement of the DUBUQUE RD PAVING - existing corrugated metal arch bridge with a larger bridge. 5 FOURTH AVENUE BRIDGE This project will replace the bridge overthe South Branch of BRISTOL TO DODGE Ralston Creek at Fourth Avenue and will include sidewalks. Possibility of approximately $75,000 state funding. 6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the $2,000,000 existing twin box culvert with a larger bridge. 7 THIRD AVENUE BRIDGE This projectwill include the removal and replacement ofthe existing concrete bridge with a new single -span reinforced concrete box culvert. The project will also include removal and replacement of slope protection adjacent to the bridge on Ralston Creek South Branch, removal and replacement of street pavement, and storm sewer improvements. Unfunded Amt $16,000,000 $1,900,000 $3,500,000 $773,000 $773,000 $773,000 $650,000 2 - Streets 8 BENTON STREET - ORCHARD This is a capacity related improvement identified by the $5,150,000 TO OAKNOLL Arterial Street Plan. 9 BROOKLAND PARK DRIVE This project will include reconstruction of Brookland Park $1,450,000 REHABILITATION Drive and updates to utilities. 10 DODGE ST - BURLINGTON TO Street reconstruction and storm sewer improvements. This $13,250,000 BOWERY is a joint project with the I DOT. 11 DUBUQUE RD PAVING - Reconstruct and upgrade to urban cross sections. $1,339,000 BRISTOL TO DODGE 12 DUBUQUE STREET ACCESS This project will construct an access drive from the north $2,000,000 ROAD AND TRAFFIC SIGNAL end of Laura Drto Dubuque Street, south of the Interstate 80 / Dubuque St interchange. May also facilitate a second means of access from the Peninsula area to Dubuque St. 13 PARK ROAD Reconstruction of Park Road from Rocky Shore Drive to $6,700,000 RECONSTRUCTION, ROCKY the west project limits of the Gateway Project, SHORE TO RIVERSIDE approximately Riverside Drive. This project will include new street pavement, sidewalk, utility improvements and other associated work. 14 EMERALD STREET DIAMOND This project will diamond grind all of Emerald Street to $212,000 GRINDING remove the slab warping that interferes with the use of this street by fire trucks. 15 GILBERT / US 6 INTERSECTION Reconstruct the intersection of Gilbert & US 6 to include $4,840,000 LEFT TURN LANES dual left turn lanes on Gilbert St. 16 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St. $327,000 underpass at the IAIS Railroad. The sidewalks are moved further from the street and existing erosion problems are addressed. Y:I7 City of Iowa City Capital Improvement Program Unfunded Projects Name 17 OLD HWY 218 STREETSCAPE 18 HIGHWAY 965 EXTENSION 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. This project will be initial phase of constructing Hwy 965 extended from the south side of Hwy 218 to Melrose Avenue to arterial standards. Unfunded Amt 5812,000 $9,167,000 19 MCCOLLISTER - SYCAMORE ST Extend proposed McCollister Boulevard from Sycamore $9,088,000 TO SCOTT BLVD Street to Scott Boulevard. 20 MUSCATINEAVENUE RECONSTRUCTION, IOWA TO FIRST AVE 21 NORTH GILBERT ST PAVING 22 OAKDALE BLVD 23 OAKDALE BLVD-HWY 1 TO PRAIRIE DU CHIEN RD 24 PENINSULA SECONDARY ACCESS ROAD 25 RIVERSIDE DRIVE STREETSCAPE 26 ROHRET RD IMPROVEMENTS- LAKESHORE TO LIMITS 27 S GILBERT ST IMPROVEMENTS 28 SOUTH ARTERIAL AND BRIDGE, US218 TO GILBERT STREET 29 SYCAMORE-HWY 6 TO HIGHLAND This project will reconstruct Muscatine Avenue from Iowa Avenue to 1st Avenue. 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. This project would construct an extension north across 1-80 to a new intersection with Iowa Hwy 1. This project would construct Oakdale Blvd from Hwy 1, west to Prairie Du Chien 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. Phases I I to V of the South Riverside Drive Streetscape Master Plan, which includes improvements to the west side of Riverside Drive from Benton to Hwy 6 and the east side of Riverside from Myrtle to Hwy 6. Project includes consolidation of driveways, undergrounding of utilities, and installation of sidewalks and landscaping. Project will reconstruct Rohret Rd to urban standards. Reconstruction from Benton Street to Stevens Drive. This project does not include improvements to the Gilbert St. / Highway 6 intersection. 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 . This project involves additional lanes to improve capacity and storm sewer improvements. 30 SYCAMORE STREET - EAST- This project will reconstruct Sycamore Street to arterial WEST LEG FROM "L" TO SOUTH standards using the Complete Streets Policy. This phase GILBERT will be the east -west leg of Sycamore Street. 31 TAFT AVENUE — HERBERT Reconstruct Taft Avenue from Herbert Hoover Hwy to Court HOOVER HWY TO COURT Street. STREET 32 TAFT AVENUE—COURT Reconstruct Taft Avenue from Court Street to American STREET TO AMERICAN LEGION Legion Road. ROAD 33 TAFT AVENUE — AMERICAN Reconstruct Taft Avenue from American Legion Road to LEGION ROAD TO 420TH Herbert Hoover Hwy. STREET —A $10,510,000 $743,000 $15,000,000 $8,240,000 $2,883,000 $2,650,000 $1,813,000 $4,326,000 $15,987,000 $750,000 $3,040,000 $6,600,000 $5,200,000 $8,200,000 City of Iowa City Capital Improvement Program Unfunded Projects Name Unfunded Amt 34 LAURA DRIVE Reconstruction of entire length of Laura Drive to standard $2,000,000 RECONSTRUCTION two lane width with curb, storm sewer and sidewalk. DEPOT RESTORATION 35 LINN STREET This project is part of the downtown streetscape master $1,935,000 RECONSTRUCTION, plan. This project reconstructs Linn Street from Burlington BURLINGTON TO IOWA Street to Iowa Avenue. Project also improves sidewalk warming shelter, signage, parking, and accessibility pavement, addresses critical update to water main, improvements. replaces and relocates storm sewer between Washington & 42 36 CLINTON STREET Improve Clinton Street Streetscape south of Burlington $1,500,000 STREETSCAPE Street consistent with the Riverfront Crossings Plan. Minor and Dubuque Street parking ramps to improve their pavement improvements and lane striping a part of project. IMPROVEMENTS 37 FAIRCHILD BRICK STREET This project reconstructs two blocks of brick street along $1,100,000 RECONSTRUCTION Fairchild Street from Clinton Street to Linn Street and will 43 include complete removal of the existing pavement, salvage This projectwill extend the Iowa River Trail fromjust north $1,180,000 of existing bricks, and construction of new a 7 inch concrete TO STURGIS FERRY PARK of Highway 6 to Sturgis Ferry Park on the west side of the pavement base with asphalt setting bed and brick surface. 38 INTERSTATE 80 AESTHETIC Landscaping and aesthetic treatments in the Interstate 80 $300,000 IMPROVEMENTS corridor. The objective of this project is to mitigate the This project will construct an 8' wide sidewalk adjacent to $550,000 visual impact of the addition of a third lane to 1-80 and to SIDEWALK Old Highway 218 between Sturgis Ferry Park and provide cohesive and pleasing feel to the Iowa City corridor. 39 TOWNCREST DRIVE A private street that the property owners would dedicate the $600,000 RECONSTRUCTION right of way to the City, and the City will reconstruct. The project will construct sidewalk along the north side of $155,000 Parking along and adjacent to the right of way will be Myrtle Avenue between Greenwood Drive and Olive in reconfigured to better facilitate vehicle movement and 40 GILBERT STREET FUNCTIONAL Obtain consulting services to provide a functional design of $60,000 DESIGN - HWY 6 TO Gilbert Street between Hwy 6 & Kirkwood Avenue. The included is a short section of sidewalk on the north side of KIRKWOOD functional design should take into account all previous Heinz Road between Scott Boulevard and the bus stop to design work completed for the corridor. 46 3 - Transportation Services 41 ROCK ISLAND RAILROAD Preparation of Old Rock Island Railroad Depot for Amtrak $5,381,000 DEPOT RESTORATION service, including platform construction, lighting, utilities, passenger information display, ticketing kiosks, canopy, warming shelter, signage, parking, and accessibility improvements. 42 CAPITOL & DUBUQUE STREET To construct fapade improvements on the Capitol Street $1,000,000 PARKING RAMP FACADE and Dubuque Street parking ramps to improve their IMPROVEMENTS aesthetic appearance in these high profile, high traffic 4 - Ped & Bike Trails 43 IOWA RIVER TRAIL, HIGHWAY 6 This projectwill extend the Iowa River Trail fromjust north $1,180,000 TO STURGIS FERRY PARK of Highway 6 to Sturgis Ferry Park on the west side of the Iowa River. 44 OLD HIGHWAY 218 TRAILNVIDE This project will construct an 8' wide sidewalk adjacent to $550,000 SIDEWALK Old Highway 218 between Sturgis Ferry Park and McCollister Boulevard. 45 MYRTLE AVE SIDEWALK INFILL The project will construct sidewalk along the north side of $155,000 Myrtle Avenue between Greenwood Drive and Olive in order to fill in a gap in the City's sidewalk network. Also included is a short section of sidewalk on the north side of Heinz Road between Scott Boulevard and the bus stop to 46 SOUTHGATE AVE IOWA RIVER This project will construct a trail connection along $250,000 TRAIL CONNECTOR Southgate Avenue from Gilbert Street to the Iowa River 47 HWY 6 TRAIL -BROADWAY TO Extend existing trail along Hwy 6 between Broadway to $2,588,000 SYCAMORE Sycamore Streets. XP] City of Iowa City Capital Improvement Program Unfunded Projects Name Descriotion Unfunded Amt 48 HWY 6 TRAIL -SYCAMORE TO Construction of trail extension along Hwy 6 between $1,900,000 HEINZ Sycamore Street and Heinz Road and along First Avenue from the south side of Hwy 6 to Lower Muscatine Road. 49 WILLOW CREEK TRAIL - PHASE Construct a trail from Willow Creek Drive, under Highway $870,000 III One, around perimeter of airport, to connect with Iowa River Corridor (IRC) Trail. 50 WILLOW CREEK TRAIL -WEST Connect Willow Creek Trail from its current west terminus $2,814,000 via a tunnel under Highway 218, to connect with the trail in Hunters Run Park and further west. 5 - Wastewater 51 NORTH BRANCH DAM TRUNK This project extends easterly along Ralston Creek from the $3,860,000 SEWER North Branch Dam to Scoff Boulevard. 52 NORTHEAST TRUNK SEWER Reconstruction of an under -sized sewer through the $5,221,000 56 WELL COMMUNICATIONS northeast neighborhoods. $1,000,000 53 SANITARY SEWER EXTENSION -This project includes the design and construction of a $790,000 57 SCOTT TO HICKORY TRAIL sanitary sewer trunk extension between Scoff Boulevard $241,600 FILTER #6 BUILDOUT and Hickory Trail. 54 GEO-THERMAL HVAC Project would include the conversion of the HVAC system $300,000 58 CONVERSION to Geo -Thermal. Installation of Geo -thermal loops, new $175,000 CABLE REPLACEMENT pump systems, new chiller, and improved controllers 59 LEE/HIGHWOOD STREET required to operate the system. $195,500 6 - Water 55 WEST SIDE GROUND Construction of a one million gallon buried potable water $1,545,000 STORAGE RESERVOIR storage reservoir including pumping facilities. Land acquisition is complete. 56 WELL COMMUNICATIONS Install fiber optic cable forwell house communications and $1,000,000 FIBER OPTIC CABLE SCADA telemetry. 57 WATER TREATMENT PLANT Build out of filter #6 with internals including under drains, $241,600 FILTER #6 BUILDOUT gravel, air grid piping, sand media, granular activated carbon (GAC) media, and backwash troughs. 58 WELL FIELD ELECTRICAL Replace aging medium voltage cable in both the plant site $175,000 CABLE REPLACEMENT and the peninsula well fields. 59 LEE/HIGHWOOD STREET This is a water main replacement project with respective $195,500 WATER MAIN REPLACEMENT street and sidewalk replacement at Lee Street and Highwood Street. Approximately 550 feet of 6" cast-iron pipe (vintage 1951) will be replaced with 6" PVC pipe. Approximately 300 feet of PVC will be installed where no pipe has existed previously. 60 GIBLIN DRIVE WATER MAIN This is a water main replacement project with respective $246,350 REPLACEMENT street and sidewalk replacement. Approximately 620 feet of 6 -inch cast-iron pipe (vintage 1953) will be replaced with 8" PVC. 61 SIXTH AVENUE WATER MAIN This is a water main replacement project with respective $340,000 REPLACEMENT street and sidewalk replacement. Approximately 650 feet of 6 -inch cast-iron pipe (vintage 1974) will be replaced with 8" PVC. 62 WATER PLANT SOFTENER Automate manual operating procedures, motorize $75,000 IMPROVEMENTS concentrator adjustment and mortorized valve adjustor for the small influent valve. 63 WELL HOUSE & GENERATOR Replace the roofs on the 5 collector wells, 3 deep wells, $500,000 BUILDING ROOF and emergency generator building. 64 LIME LAGOON OUTLET Modify the lagoon outlet structure to an open channel $500,000 STRUCTURE MODIFICATIONS design. x>i City of Iowa City Capital Improvement Program Unfunded Projects Name Unfunded Amt 65 MARKET STREET WATER MAIN -Extend 20 -inch water main from Madison to Clinton on S1 .400.000 MADISON TO CLINTON Market St. Tie in 12 -inch on Clinton St. to 16 -inch at Bloomington St. 7 - Storm Water 66 CARSON LAKE REGIONAL Construction of a regional storm water management facility $1,160,000 STORM WATER on the middle branch of Willow Creek immediately west of Highway 218. This facility will serve development west of 74 MERCER PARK POOL Highway 218 and south of Rohret Road. Rohret South $500,000 IMPROVEMENTS Sewer project is a prerequisite. 67 IOWA AVENUE CULVERT This project will repair a box culvert that carries Ralston $348,000 REPAIRS Creek under Iowa Avenue. 68 N BRANCH BASIN EXCAVATION Aerial mapping done forthe update to the flood plain maps $135,000 $250,000 revealed that sedimentation has consumed a portion of the in the northeast corner of Waterworks Park. Improvements capacity of the facility. This basin is located in Hickory Hill include a boat ramp, boat trailer parking, a boat dock, and Park. an access road. 69 OLYMPIC COURT STORM Storm sewer retrofit to relieve localized flooding from storm $464,000 WATER water runoff. a new river access, an ampitheater, a kayak launch, and 70 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of $440,000 Sunset, has experienced back yard flooding and drainage Addition of an accessible boat access to the Iowa River $245,000 problems. from the parking lot at the Park Maintenance Shop. 71 SPRUCE STREET (1300-1400 This project is a water main replacement project with $217,350 BLOCK) WATER MAIN respective street and sidewalk replacement. Approximately road biking, cross country running/skiing and hiking along REPLACEMENT 875 feet of 6" cast iron (vintage 1955) will be replaced with river bottom areas. 8" PVC and ductile iron pipe. This project will extend the Iowa River Trail from Benton St 72 RIVERSIDE DR. & ARTS This will be a joint project with the University of Iowa to $1,000,000 CAMPUS STORM SEWER upgrade the Riverside Drive / Arts Campus storm sewer phases of the trail could extend to Stergis Ferry Park and and lift station to perform better during future floods. on top of the west side levee to McCollister Blvd. 8 - Parks & Recreation 73 RECREATION /AQUATIC As recommended in the Parks and Recreation Master Plan, $16,000,000 CENTER construct a major new Recreation & Aquatic Center, probably in the western part of Iowa City. 74 MERCER PARK POOL This project would include the replacement of the two pool $500,000 IMPROVEMENTS bulkheads, deck tile, dive stands, and the renovation of the women's locker room from a shared shower space to two separate shower spaces. 74 WATERWORKS PARK BOAT This project is to add a boat ramp to access the Iowa River $250,000 RAMP in the northeast corner of Waterworks Park. Improvements include a boat ramp, boat trailer parking, a boat dock, and an access road. 75 RIVERFRONT CROSSINGS Phase 4 of the Riverfront Crossings Park master plan adds $1,353,000 PARK - PHASE 4 a new river access, an ampitheater, a kayak launch, and new river trails. 76 GILBERT STREET/PARK MAINT Addition of an accessible boat access to the Iowa River $245,000 SHOP BOAT RAMP from the parking lot at the Park Maintenance Shop. 77 OFF ROAD BIKE TRAIL Addition of multiuse soft surface trails for family friendly off $123,000 DEVELOPMENT road biking, cross country running/skiing and hiking along river bottom areas. 78 IOWA RIVER TRAIL, BENTON This project will extend the Iowa River Trail from Benton St $1,700,000 TO HIGHWAY 6 to Highway 6, on the west side of the Iowa River. Future phases of the trail could extend to Stergis Ferry Park and on top of the west side levee to McCollister Blvd. 79 SAND PRAIRIE ENHANCEMENT Take steps to clear, re -seed and perform low impact $273,000 development on the 38 acre sand prairie and adjacent McCollister property acquired in 2004/05. xra City of Iowa City Capital Improvement Program Unfunded Projects Project Name Description 80 MERCER PARK BALL DIAMOND This project would reconfigure ball diamond #4 at Mercer #4 RENOVATION Park to realign the field to a NW orientation. This would include the removal of the existing field, fencing, and spectator areas. 81 SECOND PARKING LOT AT Provides for additional parking on the north side of the ASHTON HOUSE Ashton House to support larger events at the facility. 82 LOWER CITY PARK MASTER PLAN IMPROVEMENTS 83 EAST SIDE SPORTS COMPLEX IMPROVEMENTS 84 UPPER CITY PARK POOL AQUATIC ENHANCEMENTS 85 TERRYTRUEBLOOD RECREATION AREA PARKING EXPANSION 9 - Other Projects 86 BURLINGTON STREET MEDIAN 87 CEMETERY COLUMBARIUM 88 CITY HALL RELOCATION 89 POLICE EVIDENCE STORAGE FACILITY Implement changes to make the park more resilient to flooding. Follows from the 2015 master plan. Build out of a new 73 acre park on the City's east side. The park includes expansion of various field sports as well as serves as a neighborhood amenity. Follows from the 2015 master plan. The project includes design and construction of aquatic enhancements to Upper City Park. Includes renovation of the existing pool and the addition of modern aquatic features possibly including splash pads, slides and other family -friendly amenities. Expansion of the parking areas with addition of 100 parking spaces at the Terry Trueblood Recreation Area lodge and lake. 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. (Part of the Riverfront Crossings amendment to City -University URA). Construction of a columbarium. Relocate and expand / modernize City Hall and City Council Chambers. Construction of a permanent evidence storage facility. Unfunded Amt $374,000 $300,000 $23,268,522 $14,034,794 $4.500.000 $225,000 $1,973,000 $405,000 $12,000,000 $929,000 90 CENTRAL POLICE STATION Relocate and expand / modernize Central Police Station. $19,000,000 RELOCATION 91 FIRE STATION #1 RELOCATION Relocate and expand / modernize Central Fire Station #1. $11,593,000 92 FIRE STATION #5 Construction of Fire Station #5 in the South Planning $2,898,000 District. 93 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning $2,898,000 District. 94 FLOOD BUYOUTS This project will provide funds for the purchase of houses in $530,000 designated flood hazard buyout areas after FEMA and CDBG buyout programs have ended. 95 RIVERSIDE DRIVE This project includes methane abatement, excavation, and $2,527,000 REDEVELOPMENT fill at the 7 acre site owned by the City at Riverside Dr. and Hwy 6. This site preparation would allow for marketing of this property for commercial development. 96 LANDFILL EXPANSION - This project includes the preliminary design and studies, $4,065,000 NORTHWEST CELL detailed design, construction, construction observation, and regulatory compliance associated with implementing the next landfill cell. 97 AIRPORT EQUIPMENT Snow removal equipment was previously stored in United $337,500 SHELTER Hangar. Equipment Shelter would provide enclosed storage for equipment. xx3 City of Iowa City Capital Improvement Program Unfunded Projects Name 98 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling Yfell If_1 Will 211921a]=1H;JCtell]xd3&I XL! Unfunded Amt 5267700 $2,125,100 $200,000 $302,000 $1,221,000 $6,435,000 $ 341,835,416 vehicles to travel to south development area. 99 SOUTH AIRPORT SITE South General Aviation area site development with access DEVELOPMENT roadway and utilities. 100 HANGAR A DOOR Hangar A door replacement, hangar A has 10 doors to be REPLACEMENT replaced. 101 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit Street Historic District. 102 TRAFFIC SIGNAL PRE-EMPTION This projectwill install a city-wide Geographic Information SYSTEM System based traffic signal pre-emption system for emergency vehicles. This system is necessary if the Burlington St Median Project is constructed between Madison St and Gilbert St. 103 BURLINGTON STREET DAM Modification of the Burlington Street Dam to address public safety concerns, improve riverbank stability, improve fish habitat, and create recreational opportunities. Yfell If_1 Will 211921a]=1H;JCtell]xd3&I XL! Unfunded Amt 5267700 $2,125,100 $200,000 $302,000 $1,221,000 $6,435,000 $ 341,835,416 INTERNAL SERVICE FUNDS F Y 2 0 2 0 Equipment Risk Management Information Technology Services Central Services Health Insurance Reserve Dental Insurance Reserve EQUIPMENT FUND The Equipment Fund is an internal service fund created to account for the City's fuel facility, maintenance of the City's vehicle and equipment fleet, and the accumulation of funds for the replacement of vehicles and equipment. During fiscal year 2018, the accounting for the City's non-public safety backup radio system was moved from the Central Services Fund to the Equipment Fund. Internal customers and departments and other local governments are charged labor and parts for the cost to repair vehicles and equipment by the City's fleet maintenance division. Those charges are designed to cover the division's actual cost of service. Fuel has also been charged at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate savings for the future replacement of the new fuel facility. These funds are reported in the replacement reserve assigned fund balance. The Equipment Fund also charges departments for the replacement cost of their vehicles and equipment. These charges are calculated at the estimated replacement cost less the estimated resale value of the piece of equipment. Purchases of new vehicles and equipment are budgeted in the departmental budgets. When new equipment is added, the departments are then charged by the reserve for their future replacement. The graph below represents the Equipment Fund's actual and projected fund balances. The Equipment Fund's total fund balance has been trending upward primarily due to the accumulation of replacement reserves. In fiscal year 2016, the unassigned and the replacement reserves were adjusted to 'fully fund' the replacement program. This caused a one-time adjustment of $2,654,484 between the unassigned and the designated fund balance. Equipment Fund Fund Balance $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 i FY2016 FY2017 FY2018 FY2019 FY2020 $10,483,556 $11,454,012 $12,637,846 12,648,012 13,017,650 $1,265,815 $1,711,363 $966,559 $1,189,165 $1,586,095 ■ Designated for Equip ■Unassigned xn In fiscal year 2018, a transfer of $1,100,000 of unassigned cash was budgeted to the Capital Projects Fund for the relocation of the vehicle wash bay to the new public works facility location. Also, in fiscal year 2018 was a transfer of $330,000 of unassigned cash to the Capital Projects Fund for the replacement of the roof at the current Equipment building. Due to these transfers, the Equipment Fund's unassigned fund balance decreased in fiscal year 2018 by $744,804. Total fund balance continues to trend upward, however, growing to $13,837,178 in fiscal year 2019, an increase of 1.7% over fiscal year 2018. Total fund balance is projected to be $14,603,746 in fiscal year 2020, an increase of 5.5% over the previous fiscal year. xr.� Equipment (8100 - 8101) Fund Summary XF] 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 11,018,139 $ 11,749,372 $ 13,165,375 $ 13,604,406 $ 13,837,178 $ 14,603,746 Revenues: Use Of Money And Property Interest Revenues $ 41,784 $ 68,973 $ 179,380 $ 68,970 $ 197,922 $ 197,922 Intergovernmental Disaster Assistance - - 32 - - - Local 28E Agreements 420,088 449,993 573,245 476,991 618,650 - Charges For Fees And Services Refuse Charges 265 747 1,060 750 1,060 1,060 Miscellaneous Intra -City Charges 5,156,536 5,451,987 5,912,686 5,977,712 6,291,006 6,416,165 Other Misc Revenue - 10,089 7,843 350 300 300 Other Financial Sources Sale Of Assets 293,610 118,194 236,221 95,000 98,000 98,000 Sub -Total Revenues 5,912,284 6,099,982 6,910,467 6,619,773 7,206,938 6,713,447 Transfers In: Misc Transfers In - - 78,088 - - - Sub -Total Transfers In - - 78,088 - - - Total Revenues $ 5,912,284 $ 6,099,982 $ 6,988,554 $ 6,619,773 $ 7,206,938 $ 6,713,447 Expenditures: General Fleet Maintenance $ 2,850,107 $ 2,975,022 $ 3,290,623 $ 3,651,079 $ 3,903,927 $ 3,931,598 Non -Public Safety Radio System - - 33,136 34,925 33,047 39,656 Equipment Replacement Reserves 2,330,944 1,708,957 1,717,678 2,577,797 2,503,396 2,383,978 Sub -Total Expenditures 5,181,051 4,683,979 5,041,436 6,263,801 6,440,370 6,355,232 Transfers Out: Capital Project Fund - - 1,508,088 123,200 - - Sub -Total Transfers Out - - 1,508,088 123,200 - - Total Expenditures & Transfers Out $ 5,181,051 $ 4,683,979 $ 6,549,524 $ 6,387,001 $ 6,440,370 $ 6,355,232 Fund Balance, June 30 $ 11,749,372 $ 13,165,375 $ 13,604,406 $ 13,837,178 $ 14,603,746 $ 14,961,961 Adjusted Fund Balance, June 30 11,749,372 13,165,375 13,604,406 13,837,178 14,603,746 14,961,961 Restricted / Committed /Assigned 10,483,556 11,454,012 12,637,846 12,648,012 13,017,650 13,558,249 Unassigned Balance $ 1,265,815 $ 1,711,363 $ 966,559 $ 1,189,165 $ 1,586,095 $ 1,403,712 % of Revenues 21% 28% 14% 18% 22% 21% XF] EQUIPMENT OPERATIONS The Equipment Division exists to ensure that City vehicles and major equipment operate safely, reliably, and meet the needs of our staff while minimizing lifecycle cost. The Equipment division operates as an internal service fund. General Fleet Maintenance The Equipment Division provides repair, preventive maintenance and equipment management services for all major City -owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Division, along with acquisition of new vehicles/equipment and disposal of replaced vehicles/equipment. Non -Public Safety Radio System The Division manages the non-public safety radio system including the back-up radio tower and radio system maintenance contract. This activity was moved from Central Services in fiscal year 2018. Equipment Replacement Reserve The Equipment Replacement Reserve is an account designated for vehicle/equipment replacement only. A replacement charge is calculated and billed monthly using a formula applied to the total cost to place the new asset in service. Factors in the calculation include initial asset cost, life expectancy, expected salvage value and inflation. Exceptions to this replacement charge are large fire apparatus and patrol vehicles as they are budgeted within the respective departments. HIGHLIGHTS Recent Accomplishments: • Two full -electric sedans and three hybrid -electric sedans were added to the fleet in FY2018 replacing typical gasoline -powered sedans Staffing: Upcoming Challenges: • Funding sources for future replacement of the Equipment Maintenance Shop • Continue to increase the number of alternative fuel vehicles in the fleet • Implementation of telematics system in fleet vehicles :i�P] FY2018 FY2019 FY2020 Total FTE's 10.75 10.75 10.75 :i�P] Staffing Level Change Summary: There are no staffing level changes in the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Fleet maintenance has $60,000 budgeted in capital outlay for a DEF dispensing unit. Budgeted fuel expenditures are $244,400 (22%) higher in fiscal year 2019 and $437,150 (39%) higher in the fiscal year 2020 budget compared to the fiscal year 2018 actual expenditures. Equipment replacement reserve capital outlay for expenditures in fiscal year 2020 total $2,454,300 and $2,333,900 in fiscal year 2021. Y�y GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Maximize Revenue from Surplus Vehicles/Equipment. Department Objective: Promptly Dispose of all Replaced Units. Performance Measures: WIM11SWAIMUMA . _ .0 -i let, 115MME$ 719:16YAW0I81914DWS$fi��N1.7E�Ici:1Vi�I�I Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Maintain a Solid Financial Foundation Serve Internal Customers Efficiently and Effectively. Maintain City vehicles and equipment cost effectively and respond to internal service requests in a timely manner. Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Increase the use alternative fuel vehicles within the City fleet. As City vehicles and equipment are added and replaced, explore opprtunities to bring more alternative fuel vehicles into the fleet. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Vehicles & Equipment 527 534 538 551 564 Maintained Percent of Repairs Completed in 87.6% 86.9% 87.2% 88.1% 90.9% less than 1 Da Percent of Expenditures Contracted 34% 29.0% 25.7% 27.9% 23.9% with Outside Vendors Strategic Plan Goal Department Goal: Department Objective: Performance Measures: Promote Environmental Sustainability Increase the use alternative fuel vehicles within the City fleet. As City vehicles and equipment are added and replaced, explore opprtunities to bring more alternative fuel vehicles into the fleet. Y�ra FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Number of Hybrid Electric Vehicles 1 1 1 1 4 HEV Number of Battery Electric Vehicles 0 0 0 0 2 BEV Number of full -electric utility 0 2 2 3 3 vehicles. Y�ra Activity Summary Activity: General Fleet Maintenance (710510) Division: Equipment Services $ 881,046 $ 987,798 $ 1,028,304 Fund: Equipment (8100) Department: Public Works 1,062,028 2016 2017 2018 2019 2020 2021 501,090 Actual Actual Actual Revised Budget Projected Revenues: 1,476,463 1,761,229 2,023,904 2,231,555 Use Of Money And Property Capital Outlay - - - 12,500 Interest Revenues $ 10,860 $ 19,443 $ (18,542) $ 19,440 $ - $ - Intergovernmental 3,651,079 $ 3,903,927 $ 3,931,598 Personnel Services - FTE 2016 Disaster Assistance - - 24 - - - Local 28E Agreements 420,088 449,993 573,245 476,991 618,650 - Charges For Fees And Services Equipment Shop Supervisor 1.00 1.00 1.00 Refuse Charges 265 747 1,060 750 1,060 1,060 Miscellaneous 1.00 1.00 Mechanic I - Equipment Intra -City Charges 3,080,244 3,205,248 3,490,334 3,499,354 3,680,847 3,754,464 Other Misc Revenue - 10,089 7,843 350 300 300 Other Financial Sources 3.00 Mechanic III - Equipment (Day) 1.00 1.00 1.00 Sale Of Assets - 468 - - - - Total Revenues $ 3,511,457 $ 3,685,989 $ 4,053,965 $ 3,996,885 $ 4,300,857 $ 3,755,824 Expenditures Personnel $ 881,046 $ 987,798 $ 1,028,304 $ 1,062,028 $ 1,079,250 $ 1,111,628 Services 580,551 510,762 501,090 552,647 533,122 543,784 Supplies 1,388,510 1,476,463 1,761,229 2,023,904 2,231,555 2,276,186 Capital Outlay - - - 12,500 60,000 - Total Expenditures $ 2,850,107 $ 2,975,022 $ 3,290,623 $ 3,651,079 $ 3,903,927 $ 3,931,598 Personnel Services - FTE 2016 2017 2018 2019 2020 Buyer I - Equipment - 0.75 0.75 0.75 0.75 Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Equipment Superintendent 0.50 1.00 1.00 1.00 1.00 Mechanic I - Equipment 2.00 2.00 2.00 2.00 2.00 Mechanic 11 - Equipment 3.00 3.00 3.00 3.00 3.00 Mechanic III - Equipment (Day) 1.00 1.00 1.00 1.00 1.00 Mechanic III - Equipment (Eve) 1.00 1.00 1.00 1.00 1.00 Parts/Inventory Clerk - Equip 1.00 1.00 1.00 1.00 1.00 Total Personnel 9.50 10.75 10.75 10.75 10.75 Capital Outlay 2018 2020 DEF dispensing Unit $ - $ 60,000 Furniture replacement 5,000 - EquipmentGPStrackingsftware 7,500 - Total Capital Outlay $ 12,500 $ 60,000 :irR3 Activity Summary Activity: Non -Public Safety Radio System (710540) Division: Equipment Services $ 48,580 $ 589 $ - Fund: Equipment (8101) Department: Public Works - Fund: Equipment (8100) Department: Public Works 2017 2016 2017 2020 2018 2019 2020 2021 Revised Actual Actual Revenues: Actual - Revised Budget Projected Revenues: Use Of Money And Property 1,672,107 2,521,200 2,454,300 2,333,900 Total Expenditures Interest Revenues Miscellaneous 49,530 $ 197,922 $ 49,530 $ 197,922 $ 197,922 Intergovernmental Intra -City Charges S - S - S 33,077 $ 34,925 $ 33,047 $ 33,047 Total Revenues S - S - S 33,077 $ 34,925 $ 33,047 $ 33,047 Expenditures: 2,076,292 2,246,738 2,389,274 2,443,433 2,577,112 2,628,654 Other Financial Sources - Services S - S - $ 33,136 $ 34,925 $ 33,047 $ 39,656 Total Expenditures S - S - S 33,136 $ 34,925 $ 33,047 $ 39,656 Activity Summary Activity: Equipment Replacement Reserves (710520) Division: Equipment Services $ 48,580 $ 589 $ - Fund: Equipment (8101) Department: Public Works - 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: - - - Capital Outlay 2,222,451 Use Of Money And Property 1,672,107 2,521,200 2,454,300 2,333,900 Total Expenditures Interest Revenues S 30,924 $ 49,530 $ 197,922 $ 49,530 $ 197,922 $ 197,922 Intergovernmental Personnel Services - FTE Disaster Assistance - - 8 - - - Miscellaneous 0.75 - - - Intra -City Charges 2,076,292 2,246,738 2,389,274 2,443,433 2,577,112 2,628,654 Other Financial Sources - Total Personnel 1.25 - - Sale of Assets 293,610 117,726 236,221 95,000 98,000 98,000 Total Revenues $ 2,400,826 $ 2,413,994 $ 2,823,425 $ 2,587,963 $ 2,873,034 $ 2,924,576 Expenditures Personnel $ 48,580 $ 589 $ - $ - $ - $ - Services 59,738 55,139 45,465 56,597 49,096 50,078 Supplies 175 87 106 - - - Capital Outlay 2,222,451 1,653,141 1,672,107 2,521,200 2,454,300 2,333,900 Total Expenditures $ 2,330,944 $ 1,708,957 $ 1,717,678 $ 2,577,797 $ 2,503,396 $ 2,383,978 Personnel Services - FTE 2016 2017 2018 2019 2020 Buyer I - Equipment 0.75 - - - - Equipment Superintendent 0.50 - - - - Total Personnel 1.25 - - - - CapitalOutlay 2019 2020 Dump Trucks & Equipment $ 510,500 $ 758,400 Buckettruck - 95,100 Recycle Truck 118,900 - Refuse Trucks 227,500 269,700 Automobiles 50,000 19,600 Backhoes 268,000 - Other Vehicular Equipment 824,600 917,500 Other Operating Equipment 6,200 - Street Sweepers 210,000 - Snow Removal Equipment - 110,800 Other Vans & Trucks 305,500 283,200 Total Capital Outlay $ 2,521,200 $ 2,454,300 :irL! 111AkyjFilkiFACIAkyjIA►1119111111►1I] 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. For the year ending June 30, 2019 the City purchased property, liability, and workers' compensation insurance under the program that provides for a $100,000 self-insured retention per occurrence on property losses, a $500,000 self-insured retention per occurrence on liability, and a $500,000 self-insured retention on workers' compensation losses. Liability insurance provides coverage for claims in excess of the aforementioned self-insured retention up to a maximum of $21.0 million annual aggregate of losses paid. Settled claims have not exceeded this commercial coverage in any of the past twenty-five 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. Nearly 92% of the Risk Management Fund's revenue is from internal service charges to the other funds for annual premiums. The fiscal year 2019 revised fund balance is $3,719,397 million which is 4.38% higher than the fiscal year 2018 ending fund balance. The budgeted ending fund balance for fiscal year 2020 is $3,770,978, which is higher than the 2019 revised fund balance by 1.39%. The fund balance is expected to remain stable or slightly increase over the next two years. :i�b7 Risk Management Reserve (8200) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 3,298,488 $ 3,414,157 $ 3,803,525 $ 3,563,235 $ 3,719,397 $ 3,770,978 Revenues: Use Of Money And Property Interest Revenues Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Total Revenues Expenditures: Risk Management Loss Reserve Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 12,096 $ 1,398,727 136,189 44 21,901 $ 52,449 $ 21,900 $ 48,000 $ 48,000 1,570,986 1,551,399 1,542,000 1,575,000 1,606,500 32,609 103,426 32,590 103,350 103,350 $ 1,547,056 $ 1,625,495 $ 1,707,274 $ 1,596,490 $ 1,726,350 $ 1,757,850 $ 1,431,387 $ 1,236,127 $ 1,947,564 $ 1,440,328 $ 1,674,769 $ 1,710,421 $ 1,431,387 $ 1,236,127 $ 1,947,564 $ 1,440,328 $ 1,674,769 $ 1,710,421 $ 3,414,157 $ 3,803,525 $ 3,563,235 $ 3,719,397 $ 3,770,978 $ 3,818,407 $ 3,414,157 $ 3,803,525 $ 3,563,235 $ 3,719,397 $ 3,770,978 $ 3,818,407 221% 234% 209% 233% 218% 217% AIN 1:761,"1MFl01E TC]AMlA0111191i]»:LTIllIIIs]0111 The Risk Management Division is responsible for managing the City's property and casualty risks and selecting prudent and cost-effective solutions to minimize the financial impact of losses to the City. Risk Management also coordinates the City's safety and OSHA programs. The Risk Management Division strives to: • Promote a safe and healthy work environment • Reduce costs related to accidents and injuries • Protect the resources and assets of the City of Iowa City • Manage in an efficient manner the City's self-insured workers' compensation, liability, and property claims HIGHLIGHTS Recent Accomplishments: • Created an electronic version of the incident report • Completed the City's Crystalline Silica Exposure Plan • Conducted property insurance valuations for 3 City properties Staffing: Upcoming Challenges • Implement the electronic version of the incident report to all divisions • Add new divisions to the Safety Certification Award program Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget Financial Highlights: Risk Management services expenditures are budgeted to increase by 22.4% due to a higher claims experience particularly due to water main breaks. Ym FY2018 FY2019 FY2020 Total FTE's 1.80 1.80 1.80 Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget Financial Highlights: Risk Management services expenditures are budgeted to increase by 22.4% due to a higher claims experience particularly due to water main breaks. Ym GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: Protect the resources and assets of the City of Iowa City. Department Objective: Work with City divisions to protect employees from injury and promote accident prevention. Performance Measures: Hours of safety training provided to employees FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 593 559 550 517 684 Injury Rate (percentage of workers injured in a given year) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 6.72% 6.33% 5.80% 5.45% 4.95% Lost Day Rate (percentage of workers who missed work days due to work related injury) CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 2.90% 2.83% 2.07% 2.45% 2.00% AIR Activity Summary Activity: Risk Management (310600) Fund: Risk Management Reserve (8200) Division: Risk Management Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Projected Revenues: $ 207,190 $ 205,185 $ 205,288 $ 210,413 $ 215,685 $ 222,156 Use Of Money And Property 1,181,154 995,690 1,734,371 1,186,328 1,452,353 1,481,400 Interest Revenues $ 12,096 $ 21,901 $ 52,449 $ 21,900 $ 48,000 $ 48,000 Miscellaneous - 25,365 1,335 - - - Intra -City Charges 1,398,727 1,570,986 1,551,399 1,542,000 1,575,000 1,606,500 Other Misc Revenue 136,189 32,609 103,426 32,590 103,350 103,350 Other Financial Sources 0.25 0.25 0.25 0.25 0.25 Sale Of Assets 44 - - - - - Total Revenues $ 1,547,056 $ 1,625,495 $ 1,707,274 $ 1,596,490 $ 1,726,350 $ 1,757,850 Expenditures Personnel $ 207,190 $ 205,185 $ 205,288 $ 210,413 $ 215,685 $ 222,156 Services 1,181,154 995,690 1,734,371 1,186,328 1,452,353 1,481,400 Supplies 43,043 9,887 6,571 43,587 6,731 6,866 Capital Outlay - 25,365 1,335 - - - Total Expenditures $ 1,431,387 $ 1,236,127 $ 1,947,564 $ 1,440,328 $ 1,674,769 $ 1,710,421 Personnel Services - FTE 2016 2017 2018 2019 2020 Administrative Secretary 0.25 0.25 0.25 0.25 0.25 Finance Director 0.05 0.05 0.05 0.05 0.05 Occ Safety & Tmg Spec 1.00 1.00 1.00 1.00 1.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50 Total Personnel 1.80 1.80 1.80 1.80 1.80 :irF] 11►1go] Nky,F IIQLla1xy:10MKOICY&AA:,N[a:"11101: The Information Technology Services (ITS) fund is an internal service fund that accounts for the cost of providing computer and computer related services to the City's departments. Those services include personal computer support and replacement, network and internet support, fiber optic networking, file server management, telephone administration and support, computer programming and application support, and Geographical Information System (GIS) administration and support. Internal customers are charged annual service fees depending on the number of devices they use, how many users they have, how many phone sets they have, how much storage they use, and other factors. Internal customers are also responsible for budgeting funds for new computer equipment, however, internal service charges are then charged by the ITS fund for the service and replacement of that equipment. In 2016, the ITS Fund added a replacement reserve to save and restrict funds for the replacement of computer equipment that costs more than $5,000. The ITS fund has an estimated ending fund balance of $2,712,472 at June 30, 2019. This is a decrease of $87,059 or 3.1% from fiscal year 2018. This decrease is primarily due to a transfer of $275,000 to the Capital Projects Fund to purchase a new Asset Management software system. Fund balance is expected to increase in fiscal year 2020 by $66,564 or 2.5% to $2,779,037. The estimated fund balance restricted for equipment replacement is $348,744 in fiscal year 2019 and $286,584 in fiscal year 2020. :Yds] Information Technology (8300 - 8302) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 2,530,336 $ 2,516,722 $ 2,539,464 $ 2,799,531 $ 2,712,472 $ 2,779,037 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Other Financial Sources Sale Of Assets Sub -Total Revenues Transfers In: Misc Transfers In Sub -Total Transfers In Total Revenues Expenditures: Information Technology Info Technology Equipment Replacement Police Computer Equipment Replacement Sub -Total Expenditures Transfers Out: Capital Project Fund Misc Transfers Out Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 6,848 $ 15,242 $ 37,722 $ 15,240 $ 37,722 $ 37,722 7,441 16,395 16,128 16,400 16,130 16,130 1,853,398 2,115,738 2,240,611 2,317,236 2,293,497 2,336,201 15 - 210 - 210 - 2,745 81 19 - - - 1,870,446 2,147,457 2,294,690 2,348,876 2,347,559 2,390,053 282,494 - - 282,494 - - - $ 1,870,446 $ 2,147,457 $ 2,577,184 $ 2,348,876 $ 2,347,559 $ 2,390,053 $ 1,592,108 $ 1,559,104 $ 2,034,355 $ 2,029,120 $ 2,060,520 $ 2,109,636 231,915 65,611 268 131,815 220,475 150,279 10,037 - - - - - 1,834,059 1,624,715 2,034,623 2,160,935 2,280,995 2,259,916 50,000 500,000 - 275,000 - - - - 282,494 - - - 50,000 500,000 282,494 275,000 - - $ 1,884,059 $ 2,124,715 $ 2,317,117 $ 2,435,935 $ 2,280,995 $ 2,259,916 $ 2,516,722 $ 2,539,464 $ 2,799,531 $ 2,712,472 $ 2,779,037 $ 2,909,173 534,997 437,378 322,244 348,744 286,584 294,620 $ 1,981,725 $ 2,102,086 $ 2,477,287 $ 2,363,728 $ 2,492,452 $ 2,614,554 106% 98% 108% 101% 106% 109% 611 I1►1107all AJevill I Is] hi a 1 x91:101Is] 1161CY&A AZIN [a *Y61 U A RA 11010 61 In partnership with our clients, we will increase efficiency and productivity through the effective use of Information Technology. ITS Operations The services provided by the Information Technology Services (ITS) Division include server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. The ITS Division: • Provides standardization, integration, and security for City data systems • Monitors critical services for early alerting to problems • Provides 24x7 support for our clients • Maintains Disaster Recovery site for all City data • Maintains Virtual Environment to reduce hardware costs, increase efficiency of hardware in -use, and augment Disaster Recovery plan for City data • Effectively administers the Replacement Schedule to ensure technology is meeting client requirements • Manages the City video camera system • Supports and enhances e -government services wherever possible • Protects, manages, and creates redundant connections in the fiber optic network • Monitors technology changes for potential cost savings ITS Equipment Replacement Reserve The ITS equipment replacement reserve is an account for funding capital assets valued at $5,000 or more. The funds collected in this account are dedicated to the replacement of the designated item after the funds are collected in full to replace it. HIGHLIGHTS Recent Accomplishments: Upcoming Challenges: • Security scanning enhancements • Windows 10 rollout • Digitize multiple forms processes • Adoption of paperless processes • Microsoft Exchange 2016 / remote • Two factor authentication access • Increased public information through GIS • Firewall replacement :gra • Enhance City vehicle routing with GIS • Expansion of public wifi Staffing: Staffing Level Change Summary: ITS added two temporary staff positions in the areas of GIS and network services for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Supplies expenditures for fiscal year 2020 increased by $37,290 or 10.6% due to increased software costs. 613 FY2018 FY2019 FY2020 Total FTE's 10.80 9.80 9.80 Staffing Level Change Summary: ITS added two temporary staff positions in the areas of GIS and network services for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: Supplies expenditures for fiscal year 2020 increased by $37,290 or 10.6% due to increased software costs. 613 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Promote Environmental Sustainability Department Goal: Reduce datacenter electric consumption to be sustainable via Virtualization. Department Objective: Control growth of Datacenter Electricity Consumption year over year, and be energy conscious in decisions. Performance Measures: Total number of Kilowatt hours of electricity consumed IChanae tvear/vearl 1 -4.8% 1 -5.8% 1 1.5% 1 -3.4% 1-33.1% 1 Strategic Plan Goal Department Goal: Promote a Strong and Resilient Local Economy Strive for 99.99% (Four -9's standard) uptime for internet services. Department Objective: Internet service is critical for public safety access, email communication, and citizen access to City information on iowa- city.org website at 99.99% (maximum 4.32 minutes downtime per month). Performance Measures: 614 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Uptime Percentage 99.50% 99.92% 99.97% 99.95% 99.89% 614 Strategic Plan Goal STAR Objective: Department Goal: Department Objective: Performance Measures: Enhance Community and Intergovernmental Relations Human Services - Ensure high quality human services programs are available and utilized to guarantee basic human needs so that all residents lead lives of dignity. Collaborate on projects to allow for cost savings and greater utilization of resources. Work with University of Iowa, Iowa City Community School, and private vendors to collaborate on fiber projects. Number of projects the city has collaborated with an outside entity. Number of Iowa City school facilities connected to City backbone fiber cable lys�z�ze:■■ys�z�z�.�■ys�z�z�:■■ys�z�zr�■ys�z�zE:3 :�u7 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 New New Projects 25 17 16 Measure Measure Number of Iowa City school facilities connected to City backbone fiber cable lys�z�ze:■■ys�z�z�.�■ys�z�z�:■■ys�z�zr�■ys�z�zE:3 :�u7 Activity Summary Activity: Information Technology (310500) Fund: Information Technology (8300) Division: Information Technology Department: Finance Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Buyer I - Purchasing I.T.S. Coordinator GIS Coordinator Operations Clerk - I.T.S. Solutions Architect Application Specialist Sr Programmer/Analyst Data Base Administrator Sr Systems Engineer Systems Engineer Voice/Data Network Analyst P.C. Technician Total Personnel Capital Outlay Fiber Optic Cable/Ductwork Data Communication Equipment Software Licenses/Upgrades Server Hardware/Upgrades Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Proiecl $ 6,848 $ 15,242 $ 37,722 $ 15,240 $ 37,722 $ 37,722 7,441 16,395 16,128 16,400 16,130 16,130 1,291,232 1,993,266 2,073,002 2,158,921 2,135,182 2,177,886 15 - 210 - 210 - $ 1,305,535 $ 2,024,903 $ 2,127,063 $ 2,190,561 $ 2,189,244 $ 2,231,738 $ 1,016,087 $ 933,600 $ 1,064,523 $ 1,130,291 $ 1,140,603 $ 1,174,821 547,954 313,205 351,292 370,734 354,532 361,622 28,066 201,564 450,577 353,095 390,385 398,193 - 110,735 167,964 175,000 175,000 175,000 $ 1,592,108 $ 1,559,104 $ 2,034,355 $ 2,029,120 $ 2,060,520 $ 2,109,636 2016 2017 2018 2019 2020 0.06 - - - - 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 1.00 0.80 0.80 0.80 0.80 0.80 - - 1.00 1.00 1.00 - - - 1.00 1.00 2.00 2.00 2.00 - - 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.86 9.80 10.80 9.80 9.80 :Ydi 2019 2020 $ 100,000 $ 100,000 25,000 25,000 25,000 25,000 25,000 25,000 $ 175,000 $ 175,000 Activity Summary Activity: Information Technology Equipment Replacement (310581) Fund: Information Technology (8301) Division: Information Technology Department: Finance Revenues: Intra -City Charges Other Financial Sources Sale Of Assets Total Revenues Expenditures: Services Supplies Capital Outlay Total Expenditures Capital Outlay File Servers Network Switches/Firewalls Printers Other Hardware Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budaet Proiecl $ 460,904 $ 122,472 $ 167,609 $ 158,315 $ 158,315 $ 158,315 2,745 81 19 - - - $ 463,649 $ 122,554 $ 167,628 $ 158,315 $ 158,315 $ 158,315 $ 3,406 $ 94 $ 268 $ - $ 274 $ 279 63,513 - - - - - 164,996 65,517 - 131,815 220,201 150,000 $ 231,915 $ 65,611 $ 268 $ 131,815 $ 220,475 $ 150,279 Activitv Sum 2019 2020 $ $ 6,346 31,999 8,720 - 123,095 181,856 $ 131,815 $ 220,201 Division: Information Technology Department: Finance 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Revenues: Intra -City Charges $ 101,262 $ - $ - $ - $ - $ - Total Revenues $ 101,262 $ - $ - $ - $ - $ - Expenditures: Supplies $ 10,037 $ - $ - $ - $ - $ - Total Expenditures $ 10,037 $ - $ - $ - $ - $ - :Yell y�►��ITA WANVfd4y1U►1I] The Central Services internal service fund provides services to internal clients/staff and other local governments in the following areas: • Mailroom processing of outgoing City Mail, UPS, and Fed -Ex • Assists with the procurement of City copiers and maintenance contracts. • During fiscal year 2018, the accounting for the City's non-public safety backup radio system was moved from the Central Services Fund to the Equipment Fund. The cost of these services is recovered through service charges to the internal clients and to other local governments for the services that they consume. Funds are also retained for the replacement of copy machines on a regularly scheduled basis. Total fiscal year 2020 budgeted revenue is $268,622, and internal service fund charges make up 96% of the fund's revenue. Budgeted revenue in fiscal year 2020 is an increase of 25.6% from fiscal year 2019 budgeted revenue of $213,912, and a 17.3% increase from fiscal year 2018 actual revenue. The increase in revenue since fiscal year 2018 is due to the increase of all charge -backs and an increase in interest revenues. The Central Services fund has an estimated ending fiscal year 2019 fund balance of $669,397. This was a decrease of 7.7% from fiscal year 2018. This decrease is primarily due to a transfer of $76,820 to the Capital Projects Fund for a new non-public safety backup radio tower. The fiscal year 2020 estimated ending fund balance is $724,234 which is an increase of 8.2% from fiscal year 2019. :YiP.I Central Services (8400) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 658,527 $ 667,695 $ 708,449 $ 725,692 $ 669,397 $ 724,234 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Central Services Sub -Total Expenditures Transfers Out: Capital Project Fund Sub -Total Transfers Out Total Expenditures & Transfers Out Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 2,286 $ 3,818 $ 9,791 $ 3,820 $ 9,790 $ 9,790 10 - 2 - - - 239,084 237,716 218,933 209,802 258,672 263,845 1,695 119 - 120 - - 183 165 165 170 160 160 9 $ 667,695 $ $ 243,265 $ 241,819 $ 228,890 $ 213,912 $ 268,622 $ 273,795 $ 234,097 $ 201,065 $ 188,468 $ 193,387 $ 213,785 $ 170,508 $ 234,097 $ 201,065 $ 188,468 $ 193,387 $ 213,785 $ 170,508 - - 23,180 76,820 - - - - 23,180 76,820 - - $ 234,097 $ 201,065 $ 211,648 $ 270,207 $ 213,785 $ 170,508 $ 667,695 $ 708,449 $ 725,692 $ 669,397 $ 724,234 $ 827,521 $ 667,695 $ 708,449 $ 725,692 $ 669,397 $ 724,234 $ 827,521 274% 293% 317% 313% 270% 302% :YiP] CdA►III I01MINAN7/[y*111111»NA1[11111]► 1.1 The mission of the Central Services Division is to provide quality service to City departments, protect the City's legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Central Services activity is within the Finance Department and is operated as part of the Purchasing Division. Central Services provides assistance to City employees with the transfer and disposal of surplus equipment through the transfer to other City Departments, on-line bidding, the sale or transfer to other government agencies, or through donation or sale to non- profit organizations. In addition, Central Services is responsible for the management and replacement of copy machines and the processing of incoming and outgoing mail. Departments are charged for the use of these services, and those funds are accounted for separately for the replacement of copier equipment and mail room equipment. HIGHLIGHTS Recent Accomplishments: • Processed over 136,000 pieces of outgoing City Mail • Sorted and distributed over 100,000 pieces of incoming City Mail • Distributed and sorted incoming 1,866 UPS packages • Processed outgoing 72 UPS Packages Staffing: Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In fiscal year 2020, Central Services has budgeted $47,000 for the replacement of copy machines. :rza FY2018 FY2019 FY2020 Total FTE's 0.50 0.50 0.50 Staffing Level Change Summary: There are no staffing level changes for the fiscal year 2020 budget. Service Level Change Summary: There are no service level changes in the fiscal year 2020 budget. Financial Highlights: In fiscal year 2020, Central Services has budgeted $47,000 for the replacement of copy machines. :rza GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Maintain a Solid Financial Foundation Department Goal: To provide quality service to City departments, protect the City's legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City's procurement system through the encouragement of fair and open competition. Department Objective: Minimizing the environmental impact by providing a means to reuse our current equipment and furniture. Providing assistance to City employees with the transfer and disposal of surplus equipment through the transfer to other City Departments, on-line bidding, the sale or transfer to other government agencies, or through donation or sale to non-profit organizations. Minimizing the environmental impact through the migration of paper documents to scanned documents. Performance Measures: Surplus Equipment Sold unlFra.�Inrrs�nralt�nr.� E�r`■yz■E�zc��ur� E�c�.1:�.��.� E�z►�vz�r�E�c��>i`■ Migration of Paper Copies to Scanned Copies * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed FY 2014' 1 FY 2015 1 FY 2016 1 FY 2017 1 FY 2018 Paper Copies 1,182,342 1,128,606 968,753 1,128,003 1,381,411 Scanned Copies 169,578 342,751 308,445 211,482 277,967 * Quantities from April 2014 through July 2014 Cost Savings for Standard Letters Processed Quantities and cost savings figures from February 2014 through July 2014 Cost savings for FY16 was 1/2 cent per piece of standard mail. Cost savings for FY17 until January was 1/2 cent, January through June 2017 cost savings was 3 cents. Cost Savings for FY18 was 3 cents. 621 FY 2014 1 FY 2015 1 FY 2016 1 FY 2017 1 FY 2018 Quantity of Standard Letters 71,340 145,874 185,269 136,315 122,099 Cost Savings Using City Mail $713.40 $1,305.27 $926.35 $2,055.60 $3,662.97 Machine vs. Standard Mail Quantities and cost savings figures from February 2014 through July 2014 Cost savings for FY16 was 1/2 cent per piece of standard mail. Cost savings for FY17 until January was 1/2 cent, January through June 2017 cost savings was 3 cents. Cost Savings for FY18 was 3 cents. 621 Activity Summary Activity: Central Services (310300) Fund: Central Services (8400) Division: Purchasing Department: Finance Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Library Charges Miscellaneous Intra -City Charges Other Misc Revenue Printed Materials Other Financial Sources Sale Of Assets Total Revenues Expenditures: Personnel Services Supplies Capital Outlay Total Expenditures Personnel Services - FTE Purchasing Clerk Total Personnel Capital Outlay Copiers Total Capital Outlay 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected $ 2,286 $ 3,818 $ 9,791 $ 3,820 $ 9,790 S 9,790 10 - 2 - 239,084 237,716 218,933 209,802 258,672 263,845 1,695 119 - 120 - - 183 165 165 170 160 160 9 $ 243,265 $ 241,819 $ 228,890 $ 213,912 $ 268,622 $ 273,795 $ 35,629 $ 35,616 $ 36,406 $ 37,706 $ 38,745 $ 39,907 173,563 150,439 115,399 123,992 122,040 124,481 1,196 1,655 1,059 1,689 6,000 6,120 23,710 13,354 35,604 30,000 47,000 - $ 234,097 $ 201,065 $ 188,468 $ 193,387 $ 213,785 $ 170,508 2016 2017 2018 2019 2020 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 :YYJ 2019 2020 $ 30,000 $ 47,000 $ 30,000 $ 47,000 1:1ke111111119:11►6-191Z0001111C7*yAC,y/0 The City maintains insurance reserves for permanent employees' health care coverage. The health insurance plan is partially self-insured, with a stop -loss policy which provides coverage for claims in excess of $125,000 per employee. Operating funds and participating employees are charged premiums which are deposited into the Health Insurance Reserve Fund. The City reimburses a health insurance provider for actual medical costs incurred plus a claims processing/ administrative fee. The State of Iowa requires all public entities which maintain a self-funded health insurance plan file an annual certificate of compliance with the Iowa Insurance Commissioner, along with an independent actuarial opinion and financial statement which demonstrate that the plan continues to meet the requirements of Iowa Code 509A.14-.15 as well as applicable provisions of the Iowa administrative code. In fiscal year 2018, health insurance premiums increased by 2.58%, and in fiscal year 2019, premiums increased by 5.99%. Premiums are budgeted to increase by 5.00% in fiscal year 2020. Increases in employee contributions have been negotiated as shown in the following table: Health Insurance Plan: FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 * Single Deductible $ 500 $ 600 $ 600 $ 650 $ 675 $ 700 Family Deductible 700 800 800 850 900 950 Single Out -of -Pocket Max 900 1,000 1,000 1,000 1,100 1,200 Family Out -of -Pocket Max 1,450 1,700 1,700 1,800 1,900 2,000 Single Contribution/Month 40 45 50 55 60 65 Family Contribution/Month 80 85 90 95 100 105 ' AFSCME & Non-union plans only, Police and Fire plans are eligible for re -negotiation in FY2020 The fiscal year 2019 ending fund balance is estimated at $11,693,786. This is an increase of $319,043 or 2.80% from the revised fiscal year 2018 ending fund balance of $11,374,743. For fiscal year 2020, the fund balance is expected to increase to $12,128,396 which is an increase of $434,610 or 3.72%. Restricted/assigned fund balance represents the City's Net OPEB Obligation. The City's Net OPEB obligation at June 30, 2018 was $7,589,740. This increased by $2,745,429 over the fiscal year 2017 ending fund balance, an increase of 56.67%, due to a change in governmental accounting standards. 623 Health Insurance Reserve (8500) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 10,620,338 $ 9,902,794 $ 10,821,195 $ 11,374,743 $ 11,693,786 $ 12,128,396 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Services Miscellaneous Intra -City Charges Other Misc Revenue Total Revenues Expenditures: Services Supplies Total Expenditures Fund Balance, June 30 Restricted / Committed / Assigned Unassigned Balance % of Revenues $ 33,206 $ 51,443 $ 148,806 $ 51,440 $ 148,805 $ 148,805 527,620 528,085 474,730 528,080 554,484 582,208 6,656,381 7,557,416 7,778,202 8,121,446 8,527,518 8,953,894 6 $ 7,217,213 $ 8,136,943 $ 8,401,738 $ 8,700,966 $ 9,230,807 $ 9,684,907 $ 7,934,757 $ 7,216,533 $ 7,846,832 $ 8,379,875 $ 8,793,697 $ 9,233,382 - 2,009 1,358 2,048 2,500 2,550 $ 7,934,757 $ 7,218,542 $ 7,848,190 $ 8,381,923 $ 8,796,197 $ 9,235,932 $ 9,902,794 $ 10,821,195 $ 11,374,743 $ 11,693,786 $ 12,128,396 $ 12,577,372 4,282,539 4,844,311 7,589,740 7,589,740 7,589,740 7,589,740 $ 5,620,255 $ 5,976,884 $ 3,785,003 $ 4,104,046 $ 4,538,656 $ 4,987,632 78% 73% 45% 47% 49% 51% 624 U]:101111IM010Pill :UkiMAall *y:1NV/0 The City provides dental coverage for permanent employees and maintains insurance reserves for this purpose. The City's dental insurance plan is self-insured. Operating funds and participating employees are charged premiums which are deposited into the Dental Insurance Reserve Fund. The City reimburses a dental insurance provider for actual costs incurred plus a claims processing/ administrative fee. For non-union and AFSCME employees, the covered benefits are $1,500 per eligible member. For police union and fire union employees, covered benefits are $500 per eligible member. The Dental Insurance Reserve's fund balance at the end of fiscal year 2019 is expected to be $205,803 or $14,888 higher than the fiscal year 2018 ending fund balance. This is an increase of 7.80% percent. Fund balance is expected to increase in fiscal year 2020 to $216,631, which is an increase of $10,828 or 5.26%. :rk7 Dental Insurance Reserve (8600) Fund Summary 2016 2017 2018 2019 2020 2021 Actual Actual Actual Revised Budget Projected Fund Balance, July 1 $ 142,803 $ 137,107 $ 147,348 $ 190,915 $ 205,803 $ 216,631 Revenues: Use Of Money And Property Interest Revenues Charges For Fees And Services Misc Charges For Svc Miscellaneous Intra -City Charges Total Revenues Expenditures: Services Total Expenditures Fund Balance, June 30 Restricted / Committed /Assigned Unassigned Balance % of Revenues $ 473 $ 848 $ 2,459 $ 850 $ 2,460 $ 2,460 24,501 23,352 21,258 26,986 21,258 21,258 339,391 360,042 383,977 396,494 416,319 428,809 $ 364,364 $ 384,243 $ 407,695 $ 424,330 $ 440,037 $ 452,527 $ 370,061 $ 374,002 $ 364,128 $ 409,442 $ 429,209 $ 442,085 $ 370,061 $ 374,002 $ 364,128 $ 409,442 $ 429,209 $ 442,085 $ 137,107 $ 147,348 $ 190,915 $ 205,803 $ 216,631 $ 227,072 $ 137,107 $ 147,348 $ 190,915 $ 205,803 $ 216,631 $ 227,072 38% 38% 47% 49% 49% 50% :rz:1 F Y 2 O 2 O STATISTICS US Census Data Revenue Comparisons Property Tax Levies Property Tax Valuations Principal: Taxpayers Employers Sewer Customers Water Customers Operating Indicators STAR Outcomes Department Statistics: Police Fire Library Senior Center Transportation Neighborhood Services Services & Development US Census Data Asian alone, percent, April 1, 2010 (a) Iowa Johnson 1.7% Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a) Z Z Iowa Two or More Races, percent, April 1, 2010 City County 1.8% Population 5.3% 4.7% 5.0% Population estimates, July 1, 2016, V2016 75,798 149,210 3,145,711 Population, percent change -April 1, 2010 (estimates base) to July 1, 2016, (V2016) 11.6°h 14.0% 3.2% Population, Census, April 1. 2010 67.862 130.882 1 3.046.355 Asian alone, percent, April 1, 2010 (a) 6.9%1 5.2% 1.7% Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a) Z Z 0.1% Two or More Races, percent, April 1, 2010 2.5% 2.3% 1.8% Hispanic or Latino, percent, April 1, 2010 (b) 5.3% 4.7% 5.0% White alone, not Hispanic or Latino, percent, April 1, 2010 79.7% 83.1% 88.7% Veterans, 2012-2016 2,274 5,473 203,277 Foreign born persons, percent, 2012-2016 14.3% 10.4% 4.9% Housing Housing units, April 1, 2010 29,270 55,967 1,336,417 Owner -occupied housing unit rate, 2012-2016 46.9% 58.7% 71.1% Median value of owner -occupied housing units, 2012-2016 $191,100 $202,400 $132,800 Median selected monthly owner costs -with a mortgage, 2012-2016 $1,478 $1,488 $1,180 Median selected monthly owner costs -without a mortgage, 2012-2016 $519 $507 $441 Median gross rent, 2012-2016 $873 $879 $715 Households, 2012-2016 29,571 56,543 1,242,641 Persons per household, 2012-2016 2.21 2.36 2.42 Living in same house 1 year ago, percent of persons age 1 year+, 2012-2016 67.4% 74.8% 84.6% Language other than English spoken at home, percent of persons age 5 years+, 2012-2016 17.3% 13.6% 7.5% Education High school graduate or higher, percent of persons age 25 years+, 2012-2016 94.9% 94.7% 91.7% Bachelor's degree or higher, percent of persons age 25 ears+, 2012-2016 59.9% 52.4% 27.2% Health With a disability, under age 65 years, percent, 2012-2016 5.3% 4.9% 7.9% Persons without health insurance, under age 65 years, percent 8.5% 5.4% 5.5% Transportation Mean travel time to work (minutes), workers age 16 years+, 2012-2016 16.6 18.6 18.9 Economy In civilian labor force, total, percent of population age 16 years+, 2012-2016 68.1% 71.5% 67.6% In civilian labor force, female, percent of population age 16 years+, 2012-2016 66.7%1 69.6% 63.3% Total health care and social assistance receipts/revenue, 2012 $1,000 c 1,851,067 1,967,788 18,583,828 Total manufacturers shipments, 2012 ($1,000) (c) 2,889,946 3,400,394 116,668,830 Total merchant wholesaler sales, 2012 ($1,000) (c) 502,298 1,011,788 62,318,301 Total retail sales, 2012 $1,000 c 927,730 1,861,697 44,905,624 Total retail sales per capita, 2012 (c) $13,228 $13,657 $14,607 Median household income (in 2016 dollars), 2012-2016 $42,720 $56,808 $54,570 Per capita income in past 12 months (in 2016 dollars), 2012-2016 $27,430 $31,981 $28,872 Persons in poverty, percent 28.0% 17.0% 10.7% All firms, 2012 5,912 11,533 259,121 Men -owned firms, 2012 3,119 5,929 135,382 Women -owned firms, 2012 1,719 3,606 82,345 Minority-owned firms. 2012 619 1 1.156 14.707 This geographic level of pwerly and health estimates are not cpm parable to other geographic levels of these estimates. Some estimates presented here come from sample data, and thus have sampling errors that may render some appeal differences between geographies statistically indistinguishable. The vintage year (e g., V2016) refers to the final year of the series (2010 thin 2016). Different vintage Was of estimates are not comparable. (a) Includes persons reporting only one race (b) Hispanics in ay be of any race, so also are included in applicable race categories (c) Economic Census - Puerto Rico data are not comparable to U S. Economic Census data Z: Value greater than zero but less than half unit of measure shown Source: US Census Bureau - QuickFacts Revenue Comparisons Revenue Comparisons are done on the ten (10) largest cities in Iowa and our neighboring cities of Coralville and North Liberty. Property Tax Rate Comparison (Levy Rate per $1,000 Valuation) city FY18 Tax Rate Rank FY18/FY17 % Chan e Council Bluffs 17.907 1 0.89% Waterloo 17.600 2 -0.03% Des Moines 17.040 3 0.71% Davenport 16.780 4 0.00% Iowa City 16.333 5 -1.51% Sioux City 15.771 6 -1.84% Cedar Rapids 15.216 7 0.00% Coralville 13.528 8 0.00% West Des Moines 12.000 9 0.00% Dubuque 10.892 10 -2.46% North Liberty 11.033 11 0.00% Ames 10.376 12 0.03% FY2018 Estimated General Fund Revenue FY2018 Adopted Budget City Revenues Transfers In Debt Proceeds/ Asset Sales Total Revenues Per Capita Revenue* Per Cap. Rank West Des Moines $57,080,150 $10,217,978 $10,000 $67,308,128 $1,189.00 1 Dubuque $55,905,864 $11,186,791 $50,776 $67,143,431 $1,164.94 2 Coralville $16,163,2991 $4,486,000 $0 $20,649,2991 $1,092.15 3 Cedar Rapids $95,368,644 $33,857,509 $175,000 $129,401,153 $1,024.34 4 Council Bluffs $46,452,922 $16,501,583 $45,000 $62,999,505 $1,012.37 5 North Liberty $10,033,031 $2,797,182 $0 $12,830,213 $959.34 6 Iowa City $49,463,847 $10,680,948 $1,806,508 $61,951,303 $912.90 7 Sioux City $47,174,162 $23,892,459 $54,902 $71,121,523 $860.16 8 Des Moines $132,591,357 $35,010,380 $2,040 $167,603,777 $823.88 9 Waterloo $45,785,889 $6,874,353 $255,000 $52,915,242 $773.55 10 Davenport $54,551,442 $21,747,463 $0 $76,298,905 $765.40 11 Ames $26,657,594 $9,248,129 $750 $35,906,473 $608.95 12 *Per Capita calculations used 2010 US Census data :xia Hotel/Motel Tax Revenues FY2017 Receipts city- Effective Date Receipts Des Moines 4/1/1979 $5,944,042 West Des Moines 4/1/1979 $4,142,183 Cedar Rapids 4/1/1979 $3,712,345 Coralville 7/1/1983 $2,911,311 Davenport 4/1/1981 $2,882,153 Council Bluffs 4/1/1979 $2,679,842 Ames 4/1/1988 $2,437,096 Dubuque 4/1/1979 $2,239,763 Sioux City 4/1/1979 $2,219,592 Waterloo 4/1/1981 $1,239,345 Iowa City 4/1/1983 $1,136,712 North Liberty 7/1/2008 $80,593 `All cities listed impose the state allowed maximum rate of 7% Source: Iowa Department of Revenue Utility Franchise Tax Rates (as of July 1, 2016) CitV Franchise Fee Rate North Liberty 0% Davenport 0% West Des Moines 0% Ames 0% Coralville 1 % Iowa City 1% Council Bluffs 2% Cedar Rapids 3% Waterloo 3% Dubuque 5% Sioux City 5% Des Moines 5% 631 Utility Rates (Residential Monthly Billing - July 1, 2017) city Water Sewer Waste Storm Total Rank North Liberty* $47.02 $57.02 $10.35 $2.00 $116.39 1 Davenport $49.04 $49.80 $12.27 $2.64 $113.75 2 Des Moines $29.31 $45.92 $13.00 $12.07 $100.30 3 Ames* $28.18 $32.63 $26.25 $4.95 $92.01 4 Dubuque $29.11 $39.12 $15.11 $7.27 $90.61 5 Sioux City $35.80 $35.61 $16.30 $2.80 $90.51 6 Iowa City** $30.17 $36.08 $17.10 $4.50 $87.85 7 West Des Moines $33.04 $38.20 $10.55 $4.25 $86.04 8 Cedar Rapids $28.20 $26.21 $21.55 $5.57 $81.53 9 Coralville $19.60 $35.70 $17.17 $3.00 $75.47 10 Council Bluffs $28.75 $22.88 $18.00 $0.00 $69.63 11 Waterloo $18.15 $25.75 $12.00 $2.75 $58.65 12 * Ames and North Liberty trash collection provided by private contractors **Average rate is $88.56/difference of $0.71 :xra Property Tax Levies Property Tax History - All Direct and Overlapping Governments (per $1,000 assessed valuation) Collection Year Iowa City Community School District Johnson County' Kirkwood Community College State of Iowa City of Iowa city Total Iowa City Percentage of Total Residential Rollback /o 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 17269 39.499 43.7 50.7518 2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166 2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002 2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.7335 2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 55.6259 2017-18 13.959 7.179 1.132 0.003 16.333 38.606 42.3 56.9391 2018-19 14.856 6.839 1.204 0.003 16.183 39.085 41.4 55.6209 `Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies. Source: Johnson County Auditor 633 Property Tax Valuations Last Ten Fiscal Years Assessed Valuation 55.6209% 56.9391% 55.6259% 56.1324% 54.4480% Tax Collection Year: 46.1068% 75.00% 78.75% 82.50% FY2020 Prelim. FY2019 FY2018 FY2017 Residential $ 4,433,119,190 $ 4,255,597,838 $ 4,001,761,478 $ 3,882,757,454 Agricultural (taxed at Ag rate) 2,541,960 2,625,810 3,425,692 3,720,671 Mufti -Residential 502,245,262 471,420,082 411,460,472 410,426,868 Commercial 886,001,028 915,964,068 821,949,555 805,734,128 Industrial 79,351,860 71,553,904 72,635,554 73,206,895 Railroads 3,549,414 3,549,414 3,984,932 4,096,577 Utilities wout Gas & Electric 7,099,293 7,099,293 6,734,894 7,375,066 Gross valuation 5,913,908,007 5,727,810,409 5,321,952,577 5,187,317,659 Less: Military exemption 2,579,836 2,579,836 2,635,396 2,727,994 Net valuation 5,911,328,171 5,725,230,573 5,319,317,181 5,184,589,665 Incremental value 115,175,495 85,379,369 80,559,947 72,650,838 Gas and Electric Utilities 97,050,716 97,050,716 94,582,279 92,987,351 Total Assessed valuation $ 6,123,554,382 $ 5,907,660,658 $ 5,494,459,407 $ 5,350,227,854 Percent change 3.654% 7.520% 2.696% 8.073% Taxable Valuation Tax Collection Year: FY2020 FY2019 FY2018 FY2017 Assessment Limitation: Residential rollback Agricultural rollback Mufti -Residential rollback Commercial and Railroad rollback Industrial rollback Residential Agricultural (taxed at Ag rate) Mufti -Residential Commercial Industrial Railroads Utilities wout Gas & Electric Gross valuation Less: Military exemption Net valuation Incremental value Gas and Electric Utilities Total Taxable Valuation Percent change Total Direct Tax Rate City of Iowa City 56.9180% 55.6209% 56.9391% 55.6259% 56.1324% 54.4480% 47.4996% 46.1068% 75.00% 78.75% 82.50% 86.25% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% $ 2,523,242,781 $ 2,356,529,643 $ 2,274,451,551 $ 2,155,033,296 1,426,863 1,429,547 1,618,090 1,706,955 376,683,947 368,969,925 337,946,106 353,335,857 784,704,868 819,505,276 734,200,396 720,036,878 71,416,674 64,152,540 64,688,055 65,301,535 3,194,473 3,194,473 3,586,439 3,686,919 7,099,293 7,099,293 6,734,894 7,375,066 3,767,768,898 3,620,880,697 3,423,225,531 3,306,476,506 2,579,836 2,579,836 2,635,396 2,727,994 3,765,189,062 3,618,300,861 3,420,590,135 3,303,748,512 115,175,495 85,379,369 80,559,947 72,650,838 42,719,065 41,797,475 41,702,196 44,986,783 $ 3,923,083,622 $ 3,745,477,705 $ 3,542,852,278 $ 3,421,386,133 4.742% 5.719% 3.550% 7.501% $ 15.833 $ 634 16.183 $ 16.333 $ 16.583 FY2016 FY2015 FY2014 FY2013 FY2012 FY2011 $ 3,603,743,609 $ 3,488,112,611 $ 3,367,051,717 $ 3,284,249,136 $ 3,182,636,485 $ 3,122,874,615 3,553,520 3,680,920 2,655,640 2,516,440 2,263,884 2,314,823 1,129,397,979 1,144,437,631 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 74,399,739 80,153,614 72,834,630 73,400,730 73,044,725 72,283,702 4,015,580 3,827,506 3,205,451 2,619,932 1,799,383 1,593,188 8,239,789 9,599,528 10,816,940 11,051,685 10,729,898 9,491,730 4,823,350,216 4,729,811,810 4,570,164,403 4,523,373,850 4,416,656,427 4,348,493,490 2,828,002 2,939,122 3,059,502 3,096,542 3,163,216 3,239,146 4,820,522,214 4,726,872,688 4,567,104,901 4,520,277,308 4,413,493,211 4,345,254,344 42,307,287 21,131,574 14,113,908 11,712,327 25,408,838 25,408,841 87,728,294 78,642,915 87,100,183 83,538,109 81,240,051 79,196,417 $ 4,950,557,795 $ 4,826,647,177 $ 4,668,318,992 $ 4,615,527,744 $ 4,520,142,100 $ 4,449,859,602 2.567% 3.392% 1.144% 2.110% 1.579% 1.684% FY2016 FY2015 FY2014 FY2013 FY2012 FY2011 55.7335% 54.4002% 52.8166% 50.7518% 48.5299% 46.9094% 44.7021% 43.3997% 59.9334% 57.5411% 69.0152% 66.2715% NA NA NA NA NA NA 90.0% 95.0% NA NA NA NA 90.0% 95.0% NA NA NA NA $ 2,008,493,138 $ 1,894,079,854 $ 1,776,096,066 $ 1,666,036,081 $ 1,544,260,536 $ 1,464,643,790 1,588,496 1,597,501 1,591,636 1,447,988 1,562,422 1,534,056 1,016,458,199 1,086,556,293 1,113,600,025 1,149,535,927 1,146,182,052 1,139,935,432 66,959,765 76,128,877 72,834,630 73,400,730 73,044,725 72,283,702 3,614,022 3,636,130 3,205,451 2,619,932 1,799,383 1,593,188 8,239,789 9,599,528 10,816,940 11,051,685 10,729,898 9,491,730 3,105,353,409 3,071,598,183 2,978,144,748 2,904,092,343 2,777,579,016 2,689,481,898 2,828,002 2,939,122 3,059,502 3,096,542 3,163,216 3,239,146 3,102,525,407 3,068,659,061 2,975,085,246 2,900,995,801 2,774,415,800 2,686,242,752 33,331,128 21,131,574 14,113,908 11,712,327 25,408,838 25,408,841 46,785,426 47,004,994 46,813,214 47,404,050 48,337,968 46,333,208 $ 3,182,641,961 $ 3,136,795,629 $ 3,036,012,368 $ 2,960,112,178 $ 2,848,162,606 $ 2,757,984,801 1.462% 3.320% 2.564% 3.931% 3.270% 2.950% $ 16.651 $ 16.705 $ 16.805 $ 17.269 $ 17.842 $ 17.757 :i�b7 PRINCIPAL TAXPAYERS 2018 and Nine Years Ago (2009) (amounts expressed in thousands) Sources: 'City of Iowa City Assessors Office - Annual Report :xt:� 2009 2018 % of Total % of Total Taxable Taxable Taxable Taxable Ten laraesttaxpavers` Valuation Rank Valuation Valuation Rank Valuation ACT Inc (Am College Testing Prgrm) $ 44,435 2 1.03 % $ 56,145 1 1.64 % BBCS Hawkeye Housing LLC - - N/A 45,357 2 1.33 Mid -American Energy Company 45,048 1 1.02 29,806 3 0.87 Vesper Iowa City LLC - - N/A 27,191 4 0.79 Midwestone Bank - - N/A 26,245 5 0.77 Ann Gerdin Trust (formerly Russell Gerdin) 16,939 4 0.39 25,448 6 0.74 Dealer Properties IC LLC (Billion Auto) - - N/A 21,465 7 0.63 Michael T McLaughlin - - N/A 18,740 8 0.55 Proctor & Gamble LLC 12,688 9 0.29 18,673 9 0.55 Christian Retirement Services (Oaknoll) - - N/A 18,335 10 0.54 SouthGate Development CO 20,265 3 0.46 - - N/A National Computer Systems (Pearson) 16,430 5 0.38 - - N/A MEHSM LC (Sycamore Mall) 14,954 6 0.34 - - N/A Plaza Towers LLC 14,168 7 0.32 - - N/A United Natural Foods 13,095 8 0.30 - - N/A Alpha Inc. 11,715 10 0.27 - - N/A Total $ 209,737 4.80 % $ 287,405 8.41 % Sources: 'City of Iowa City Assessors Office - Annual Report :xt:� PRINCIPAL EMPLOYERS 2018 and Nine Years Ago (2009) Employers University of Iowa Veterans Administration Medical Center Iowa City Community School District Mercy Hospital ACT Inc. (formerly Am. College Testing Program) Proctor and Gamble Hy Vee City of Iowa City NCS Pearson Johnson County I nternaltion Auto. Components (formerly Lear Co.) Systems Unlimited Total Employees Iowa City Area Development Group Various Employers 2009 Employees Rank Percentage 28,781 1 30.7 % 1,351 5 1.4 1,700 2 1.8 1,305 4 1.4 1,427 3 1.5 - - N/A 1,166 6 1.2 982 8 1.0 1,152 7 1.2 - - N/A 805 9 0.9 700 10 0.7 2018 Employees Rank Percentage 29,705 1 28.7 % 2,150 2 2.1 1,575 3 1.5 1,325 4 1.3 1,187 5 1.1 1,084 6 1.0 1,012 7 1.0 931 8 0.9 775 9 0.7 609 10 0.6 39,369 41.8% 40,353 93,700 103,400 :i�t'1 N/A 38.9 % PRINCIPAL SEWER SYSTEM CUSTOMERS 2018 and Nine Years Ago (2009) Total Sewer System Charges Sources: City of Iowa City Revenue Department $ 12,499,949 W13 $ 12,524,540 2009 2018 Customer Name Charges Rank Percentage Charges Rank Percentage University of Iowa $ 1,953,325 1 15.63% $ 1,938,618 1 15.48 % Proctor & Gamble 1,443,652 2 11.55 1,355,077 2 10.82 Veterans Administration Medical Center 88,204 8 0.71 162,111 3 1.29 Mercy Hospital 122,737 5 0.98 106,938 4 0.85 Campus Apartments 91,889 7 0.74 78,918 5 0.63 Dominium JIT Sry formerly Mark IV Apts 73,987 9 0.59 68,736 6 0.55 University of Iowa Mayflower 163,776 3 1.31 54,414 7 0.43 Seville Apts - - N/A 52,407 8 0.42 Oaknoll Retirement Residence - - N/A 52,205 9 0.42 Tailwind Iowa City LLC formerly Dolphin Lake - - N/A 52,142 10 0.42 Robert's Dairy 155,192 4 1.24 - - N/A Iowa City Landfill 92,318 6 0.74 - - N/A Sheraton Iowa City Hotel 62,698 10 0.50 - - N/A $ 4,247,778 33.99 % $ 3,921,566 31.31 % Total Sewer System Charges Sources: City of Iowa City Revenue Department $ 12,499,949 W13 $ 12,524,540 PRINCIPAL WATER SYSTEM CUSTOMERS 2018 and Nine Years Ago (2009) Total Water System Charges Sources: City of Iowa City Revenue Division $ 7,497,903 :i«] $ 9,953,510 2009 2018 Customer Name Charges Rank Percentage Charges Rank Percentage Proctor & Gamble $ 624,483 1 8.33 % $ 787,275 1 7.91 % Veterans Administration Medical Center 91,529 2 1.22 120,538 2 1.21 Mercy Hospital 71,622 4 0.96 67,081 3 0.67 Campus Apartments 66,600 5 0.89 66,835 4 0.67 Tailwind Iowa City LLC formerly Dolphin Lake 37,843 9 0.50 55,022 5 0.55 Dominium JIT Sry formerly Mark IV Apts 53,273 7 0.71 55,000 6 0.55 Iowa City School District - - N/A 47,194 7 0.47 Seville Apts 31,885 10 0.43 38,527 8 0.39 Oaknoll - - N/A 37,130 9 0.37 U of I Mayflower 90,330 3 1.20 34,763 10 0.35 Robert's Dairy 63,517 6 0.85 - - N/A Sheraton Inn/Holiday Inn 35,806 8 0.48 - - N/A $ 1,166,888 15.57 % $ 1,309,365 13.14 Total Water System Charges Sources: City of Iowa City Revenue Division $ 7,497,903 :i«] $ 9,953,510 OPERATING INDICATORS BY FUNCTION Last Ten Fiscal Years (FY 2009 through FY 2018) 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Public Safety Police' Physical arrests 6,486 5,983 6,590 5,911 4,468 6,192 5,595 5,465 4,482 3,373 Traffic Violations 4,460 4,446 3,403 3,761 2,499 3,718 3,356 2,989 2,246 2,061 Fire' Number of calls answered 4,152 4,472 4,635 5,173 4,713 5,828 6,016 6,974 6,749 5,258 Inspections conducted 1,959 2,145 1,806 1,970 1,431 2,032 1,903 2,459 874 864 Parking Parking Violations 126,050 118,717 109,553 96,117 88,909 60,680 65,196 57,549 62,930 50,346 Wastewater Treatment Daily average treatment in million gallons 12.34 12.86 10.37 8.28 9.84 10.02 9.76 10.48 8.32 7.77 Maximum daily capacity of plant in million gallons 41.0 41.1 41.1 41.1 41.1 41.1 43.3 43.3 43.3 43.3 Number of sewer system customers 23,161 23,344 23,527 23,529 24,059 24,389 24,533 25,085 25,485 26,069 Water Daily average consumption in million gallons 5.51 5.48 5.51 5.49 5.54 5.64 5.33 5.32 5.50 5.84 Maximum daily capacity of plant in million gallons 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 16.7 Customers by Classification Residential 23,391 23,657 23,875 24,086 24,442 24,790 23,089 23,638 24,025 24,595 Commercial 1,494 1,481 1,498 1,489 1,491 1,491 1,409 1,415 1,425 1,436 Industrial 15 15 15 15 15 15 14 14 14 15 Other 144 153 156 200 204 202 135 131 134 136 Total Customers 25,044 25,306 25,544 25,790 26,152 26,498 24,647 25,198 25,598 26,182 Sanitation Number of Customers 14,700 14,831 14,926 15,030 15,177 15,331 14,811 15,620 15,917 15,960 Tonnage 8,747 8,869 8,969 8,935 8,956 9,160 9,210 9,476 9,623 9,694 Landfill Tonnage 140,810 150,369 147,265 148,953 111,445 115,624 123,692 126,875 137,025 140,658 Sources: Various city divisions. Notes: 1 Numbers are based on a calendar year and 2018 figures are compiled through 10/03/18. :L[6 STAR Outcomes Leading Community Indicators 2018 reporting * Data for Iowa City Community, most recent available year reported as of August 2018 641 INDICATOR PERFORMANCE 1 Drinking Water Quality Zero EPA violations for total coliform, turbidity, or water pathogen levels. 2 Safe Wastewater Management 2 EPA in Significant Noncompliance; 2 regulated dischargers in Significant Noncompliance 3 Housing and Transportation Costs Average percentage of income spent on housing and o transportation costs for regional typical households 45/0 4 Transportation Mode Split Commuterso 56.7% drive -alone, 8.6% carpool; 9.4% transit, 16.3% walk, 3.3% bike, 4.2% work from home 5 Transportation Safety Zero bicycle fatalities and zero pedestrian fatalities 6 Climate Adaptation, Not available, in progress Vulnerability Assessment 7 Greenhouse Gas Emissions 974, 895 metric tonnes 8 Renewable Electrical Energy Supply 50.80% 9 Total Solid Waste 135,233 tons 10 Third Grade Reading Proficiency 72.30% 90.2% average: 96.3% Asian, 88.1% African American, 11 High School Graduation Rate 76.4% Hispanic, 92.4% White, 67.0% Special Education, & Graduation Rate Equity 87.5% English Language Learners, 81.3% Free and Reduced Price Lunch 12 Environmental Justice, Risk, Not available and Exposure GIS maps demonstrate that racially diverse and low - 13 Equitable Access & Proximity income neighborhoods have equal proximity to public to Foundational Community Assets libraries, healthful food, public transit and public schools compared to other neighborhoods 14 Businesses 3,973 business establishments in metro area 15 Employment 65.2% employment rate, 4.4% unemployment 16 Median Household Income $42,720 median household income 17 Living Wages 57.5% that meet a living wage standard of $36,202 18 Food Security and Assistance 13.9% overall population food insecure, 13.7% children food insecure 19 jAccess to Healthful Food 16% of residents live in defined food desert 20 IViolent Crime Rate jPer 100,000: 0 homicide, 52 rapes, 152 assaults 21 lGreen Infrastructure 141.4% land area in tree canopy, parks, green roofs * Data for Iowa City Community, most recent available year reported as of August 2018 641 Iowa City Police Department Statistics Why We Exist: The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. General Police Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point between communities. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. Data & Comparison The data presented below represent the raw data collected by the Iowa City Police Department and information gathered from the Federal Bureau of Investigation. Data synthesis was based on the 2010 US Census population. Metro Coalition comparison uses 2017 data. The comparison uses the UCR system, which is described below. UNIVERSAL CRIME REPORTING (UCR 1) Crimes can be reported in various ways. The UCR system has been a standard used by police departments across the United States and is utilized by the State of Iowa as a means of reporting data. UCR1 data specifically refers to two groups of crimes: UCR 1 Property Crimes and UCR 1 Violent Crimes. The following crimes are represented in these two groups: UCR 1 Property Crimes Arson Burglary Larceny Shoplifting All forms of theft UCR 1 Violent Crimes Murder/Non-Negligent Manslaughter Forcible Rape Robbery Aggravated Assault While more crimes exist, these crimes are utilized to provide an overview of workload and highlight serious crimes in a community. Even with universal reporting, actual reporting of crimes may vary between communities. Yra Iowa City Raw Data Calendar Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 Number of Officers 75 75 79 78 87 82 82 83 82 Total Violent Crimes 247 183 163 185 222 228 194 197 156 Total Property Crimes 1,575 1,533 1,580 1,842 1,839 1,842 1,978 1,551 1,767 Total Violent Crime Arrests 109 96 105 88 92 111 93 80 78 Total Property Crime Arrests 483 469 428 456 568 501 444 330 292 Total Juvenile Violent Crime Arrests 15 19 12 14 10 7 7 5 10 Total Juvenile Property Crime Arrests 96 113 102 126 121 84 88 52 46 Total DUI Arrests 419 319 452 440 598 569 621 703 594 Tota I PAULA Arrests 852 529 495 300 415 339 216 254 348 643 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 Sworn Officers 1 11 1 11 1.16 1.15 1.28 1.21 1.21 1.22 1.2 per 1,000 Population Total Violent Crimes 3.64 2.70 2.40 2.73 3.27 3.36 2.86 3 2.2 per 1,000 Population Total Violent Crime Arrests 1.61 1.41 1.55 1.30 1.36 1.64 1.37 1.18 1.14 per 1,000 Population Total Property Crimes 23.21 22.59 23.28 27.14 27.10 27.14 29.15 23.84 26.03 per 1,000 Population Total Property Crime Arrests 7.12 6.91 6.31 6.72 8.37 7.38 6.54 4.86 4.3 per 1,000 Population Total UCR 1 Arrests 7.89 7.51 6.75 6.97 7.59 7.46 6.55 4.94 4.51 per Sworn Officer Juvenile Violent Crime 6.07% 10.38% 7.36% 7.57% 4.50% 3.07% 3.61% 2.54% 6.41% Arrests as % of Total Juvenile Property Crime Arrests as % of 6.10% 7.37% 6.46% 6.84% 6.58% 4.56% 4.49% 3.35% 2.6% Total Total DUI Arrests 6.17 4.70 6.66 6.48 8.81 8.38 9.15 10.36 8.75 per 1,000 Population Total DUI Arrests 5.59 4.25 5.72 5.64 6.87 6.94 7.57 8.47 7.24 per Sworn Officer Total PAULA* Arrests 12.57 7.80 7.29 4.42 6.12 5.00 3.18 3.74 5.13 per 1,000 Population Total PAULA* Arrests 11.36 7.05 6.27 3.85 4.77 4.13 2.63 3.06 4.17 per Sworn Officer *Possession of Alcohol Under the Legal Age 644 Iowa Metro Coalition Comparison The Metropolitan Coalition' is an organization comprised of Iowa's largest communities. The tables below present total offenses and rates by UCR 1 type. Metro Coalition UCR 1 Data, 2017: • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. :L67 Ames Cedar Rapids Council Bluffs Davenport Des Moines Dubuque Sioux City Waterloo Ave. w/o Iowa City Iowa city Population 67,461 131,878 62,549 103,063 217,277 58,674 82,879 67,855 98,954 75,527 Violent Crime 124 370 150 750 1,456 166 360 341 484 156 Violent Crime Rate 183.8 280.6 239.5 727.7 670.1 282.9 434.4 502.5 489.1 206.5 Murder/Non-negligent Manslaughter 1 6 1 13 28 2 2 5 7 4 Murder/Non-negligent Manslaughter Rate 1.4 4.5 1.6 12.6 12.88 3.4 2.4 7.4 7.1 5.3 Rape 49 34 24 90 1 73 40 56 34 50 25 Rape Rate 72.6 25.8 38.37 87.3 33.6 68.2 67.6 50.1 50.5 33.1 Robbery 23 121 62 203 364 16 71 53 120 46 Robbery Rate 34 91.8 99.1 197.0 167.5 27.3 85.7 78.1 114.1 60.9 Aggravated Assault 51 209 63 444 991 108 231 249 114 81 Aggravated Assault Rate 75.6 158.5 100.7 430.8 456.1 184.1 278.7 367.0 115.2 107.2 Property Crime 1,392 4,952 3,717 5,249 9,589 1,606 3,561 1,927 3,999 1,767 Property Crime Rate 2,063.4 3,755.0 5,942.5 5,093 4,413.3 2737.2 4296.6 2841.3 4,041.3 2,339.6 Burglary 248 929 435 1,108 2,388 333 612 532 823 310 Burglary Rate 367.6 704.4 695.5 1,075.0 1,099.1 567.5 738.4 784.0 831.7 410.4 Larceny -Theft 1,087 3,681 2,853 3,586 5,941 1,210 2,660 1,253 2,783 1,376 Larceny -Theft Rate 1611.3 3,375.0 4,561.2 3,479.4 2,734.3 2,062.2 3209.5 1846.6 2,812.4 1,821.9 Motor Vehicle Theft 57 342 429 555 1,260 63 289 142 392 81 Motor Vehicle Theft Rate 84.5 259.3 685.9 538.5 578.0 107.4 348.7 209.3 396.1 107.2 Arson 0 14 16 23 42 15 16 19 18 5 Arson Rate 0.0 10.6 25.6 22.3 19.33 25.6 19.3 28.0 18.2 6.6 • Variations in population coverage and reporting practices may cause differences in reporting from year to year. • Rates are the number of reported offenses per 100,000 population. • Sources: FBI, Uniform Crime Reports. :L67 Iowa City Fire Department Statistics Why We Exist: The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. General Fire Data Performing a comparative analysis between local jurisdictions is an imperfect process. Data is influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data rather than any one specific data point, the trend in the data is the most valuable information provided. Broadly speaking, the physical, political, and demographic characteristics of each reporting jurisdiction influence performance. Examples include unusually good or bad weather, major budget cuts, and median household income. Citizen preferences, council or board priorities, local tax resources, and state -imposed spending limits cause additional variation in the resources available for providing fire and EMS services. More specifically, some of the factors that influence the comparability of fire and EMS data are: Building stock—Industrial structures are more likely to be involved in fire or hazardous materials events. Older structures are less likely to meet current fire codes or to be equipped with fire detection and suppression systems. High-rise structures may pose additional challenges. Geoaraohv—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. Staf ma—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. :Lrd Iowa City Raw Data Collected by the Iowa City Fire Department Calendar Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 Number of Firefighters 56 56 64 64 64 64 64 64 64 Total Non -Fire Incidents 3,992 4,301 4,473 4,948 5,332 5,624 5,819 6,786 6,284 Total Structure Fires 54 77 62 81 106 93 115 106 121 Residential Building Fires 45 60 51 64 87 73 91 79 99 Non -Residential Building Fires 9 17 11 17 19 20 24 27 22 Total Non -Structure Fires 106 93 100 144 87 82 81 82 76 Average Response Time - Fire Incident (Min) 543 530 448 522 454 454 528 543 547 Average Response Time - Non -Fire Incident (Min) 523 610 453 439 506 441 521 544 622 False Alarms 797 900 783 796 749 860 928 997 903 Iowa City Synthesized Data Per capita calculations use the 2010 US Census Calendar Year 2009 2010 2011 2012 2013 2014 2015 2016 2017 Sworn Firefighters 0.83 0.83 0.94 0.94 0.94 0.94 0.94 0.94 0.94 per 1,000 Population Total Non -Fire Incidents 58.83 63.38 65.91 72.94 78.57 82.87 85.75 99.99 92.59 per 1,000 Population Total Structure Fires 0.80 1.13 0.91 1.19 1.56 1.37 1.69 1.56 1.78 per 1,000 Population Residential Building Fires 0.66 0.88 0.75 0.94 1.28 1.08 1.34 1.16 1.45 per 1,000 Population Non -Residential Building Fires 0.13 0.25 0.16 0.25 0.28 0.29 0.35 0.40 0.32 per 1,000 Population Total Non -Structure Fires 1.56 1.37 1.47 2.12 1.28 1.08 1.34 1.16 1.11 per 1,000 Population False Alarms 11.74 13.26 11.54 11.73 11.04 12.67 13.67 14.69 13.30 per 1,000 Population :Ll1 Iowa City Public Library Statistics Why We Exist: The Iowa City Public Library is a center of community life that connects people of all ages with information, engages them with the world of ideas and with each other, and enriches the community by supporting learning, promoting literacy, and encouraging creativity. The Library values and is committed to: access, collaboration, community, enjoyment, intellectual freedom, and literacy. General Library Data Discrepancies Performing a comparative analysis between local jurisdictions is an imperfect process. Data are influenced by differences in definitions, reporting, and collection measures. It must be noted that it is important to focus on the trends in the data between communities rather than any one specific data point. While measures have been taken to universalize and standardize the data, the trend in the data is the most valuable information provided. More specifically, some of the factors that influence the comparability of Library data are: • Nonresident borrower ratio: The ratio of resident to nonresident borrowers can influence funding for materials acquisition and program planning. Generally, jurisdictions are more inclined to fund materials and programming for their own residents. • Some variation in the number of borrowers may be attributed to the frequency with which jurisdictions purge their borrower records. All other conditions being equal, jurisdictions that purge records frequently tend to report fewer registered borrowers than jurisdictions that purge infrequently. • Because some jurisdictions provide library services to neighboring jurisdictions by means of contract or other official agreement, the size of the service area may be larger than the population of the jurisdiction. • Variations in library expenditures may be attributed to differences in the number of library facilities, the hours of operation, and the size and scope of holdings and programs. • Also possibly influencing expenditure levels is citizen demand for library services; traditional library services such as book loans and reference assistance as well as less traditional library - based services such as Internet access, adult literacy programs, and more. • Some differences in the number of items circulated during the reporting period may be attributed to the size of a jurisdiction's library collection and the proportion of the collection that circulates outside the library. For example, an increasing number of jurisdictions offer access (both in - library and remote) to substantial electronic holdings that do not circulate outside the library per se and, therefore, may not be reflected in circulation statistics. • Differences result depending on expenses that may or may not be included in overall budgets such as building cleaning, grounds upkeep, and various IT expenses. :Lr7 Iowa City Raw Data Fiscal Year FYI FYI FYI FY14 FYI FY16 FYI FYI Circulation 1,570,822 1,579,842 1,512,852 1,406,995 1,391,482 1,369,069 1,307,735 1,226,305 Visits 768,033 764,911 721,058 710,595 826,217 789,919 800,040 746,359 Registered Borrowers 68,751 69,306 67,556 65,499 64,957 63,208 61,117 57,601 Total Collection 236,495 239,895 232,280 251,837 240,111 235,337 241,612 266,427 Reference Transactions 83,973 76,111 76,675 76,415 *45,510 45,613 42,360 44,643 Reserves Placed 86,796 100,547 115,785 132,801 146,917 163,505 170,255 193,606 Internet Terminal Users 122,012 113,171 110,634 115,990 108,345 91,565 83,104 75,067 wlFI uses N/A N/A N/A N/A N/A 628,382 1,130,391 1,266,902 Children's Program Attendance 36,116 40,360 40,379 39,583 40,337 39,882 37,618 47,981 *Reference transaction definition changed in FY15. Iowa City Synthesized Data Per capita calculations use ICPL's entire service area population, 83,398, as reported by the Institute of Museum & Library Services (FY16). Fiscal Year FY71 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Circulation per 19.12 19.23 18.42 16.86 17.12 16.42 15.68 15.18 Capita Circulation per 22.85 22.80 22.39 21.48 21.42 21.66 21.4 21.98 Registered Borrower Visits per Capita 9.35 9.31 9.02 8.51 10.17 9.47 9.59 8.95 Visits per Registered 11.17 11.04 10.97 10.85 12.72 12.50 13.09 12.96 Borrower Registered Borrowers as % of 84%0 84% 82% 78% 80% 76% 73% 69% Service Area Population :L9] Iowa Metro Coalition Comparison The Metropolitan Coalition is an organization comprised of Iowa's largest communities. FY2O18 data, as reported to the State Library of Iowa, are used. Per capita metrics are based on the population of each city's jurisdiction, not the service area of the library. While not all Metro Coalition cities' data are presented, all five cities' data are included in the 'average without Iowa City' calculations. For this report populations used is the city population and does not include contract areas which, for Iowa City, include rural Johnson County, Hills, University Heights and Lone Tree. Revenue: City Iowa City Ames Cedar Rapids Council Bluffs Des Moines Waterloo Population 67,862 58,965 126,326 62,230. 204,220. 68,406 City Income 5,359,240 3,778,734 5,467,596 2,626,123. 7,454,533. 2,311,417 City Income per Capita $65.35 64.08 43.28 42.20 36.50 24.96 County Income $489,400 148,792. 79,852. 235,000. 62,820. 65,066. State/Federal Income $73,825 70,780. 107,580. 26,631. 103,653. 36,977. Other Income 661,744 307,632 1,039,541. 94,353. 850,258. 116,949. Total Income 6,584,209 4,305,938 6,694,569. 2,982,107. 8,471,264. 2,530,409. Total Income per Capita $97.02 73.03 52.99 47.92 41.48 36.99 Expenditures: City Iowa City Ames Cedar Council Des Waterloo Rapids Bluffs Moines Staff Expenditures 4,747,916 3,050,542 4,126,782. 1,791,604. 5,941,853. 1,937,671. Collection Expenditures 705,892 558,813. 613,336. 281,702. 963,179. 232,623. Other Expenditures 1,086,550 696,662. 1,935,796. 364,033. 1,566,232. 247,432. Total Expenditures 6,540,358 4,306,017. 6,675,914. 2,437,339. 8,471,264. 2,417,726. Per Capita Expenditures 96.38 73.03 52.85 39.17 41.48 35.34 :i.Y�] Collections: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 232,694 259,411 298,010 142,175. 445,111 103,446 Total Physical Items Per Capita Circ 28,597 70,297 16,061 82,242 33,126. 9,331 Total Downloadable 57,601 46,868 70,952 46,008 95,553 39,323 Total Downloadable & 261,291 329,708 214,071 224,417. 478,237 112,777 Physical 746,359 508,918 621,758 137,161 813,042 250,804. Visits 87 61. 71. 60. 28. 51 Licensed Databases 3,409 3,551 3,120 3,432 2,661 3,176. Subscriptions- Periodical 392 451. 249. 395. 797. 188 Circulation/ Building Visits: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 1,270,720 1222,360 963,166 447,254 1,243,173 297,483 Total Circ Per Capita Circ 18.73 20.73 7.62 7.19 6.09 4.35 Kids' Program Attendance 57,601 46,868 70,952 46,008 95,553 39,323 Registered Borrowers 7,068 2,680 1,478 14,306 2,696 583 YA Program Attendance 746,359 508,918 621,758 137,161 813,042 250,804. Visits 14,132 9,320 24,476 6,349 23,376 2,534 Total Hours Open: All 3,409 3,551 3,120 3,432 2,661 3,176. Buildings/ Bookmobile Other: City Iowa City Ames Cedar Council Des waterloo Rapids Bluffs Moines 44,643 N/A 38,688 54,685 208,874 52,029 Reference Transactions 47,981 55,190 26,070 53,968 41,182 26,756 Kids' Program Attendance 7,068 2,680 1,478 14,306 2,696 583 YA Program Attendance Adult Program Attendance 14,132 9,320 24,476 6,349 23,376 2,534 54 63 128 86 120 99 Internet PCs 75,067 43,554 113,556 45,481 130,248 51,914 Internet Use per Year 15 9 13 6.43 32.50 5.03 FTE Librarian FTE Other Staff 67.18 45.63 62.65 24.46 91.50 29.53 82.18 54.63 75.65 30.89 124 34.56 FTE Total Staff 651 Selected National Library Comparison The charts below present data from selected public libraries. Data were compiled by the Institute of Museum and Library Services. Fiscal year 2016 reported data are used, the most recent available for comparison libraries. Libraries were selected based on their similarities to ICPL services and their cities' similarities to Iowa City. *Population includes residents for each library's entire service area, including contracting cities and proportional representations of rural county populations. For instance, the population used for Iowa City includes a portion of rural county residents, Hills, and University Heights. This is important to help standardize data. :i.9J Iowa City Westerville Evanston Boulder Ann Arbor Bloomington Library Public Public Public Public District Public Library, Library, IA Library, OH Library, IL Library, CO Library, MI IL Number of 0 0 0 0 0 1 Bookmobiles Number of Branch 0 0 2 4 4 0 Libraries Population Legal 81,889 90,764 74,918 106,088 163,365 77,054 Service Area Number of Outlets 1 1 3 5 5 2 ALA -MLS 15 25 18 17.5 23 12.35 Librarians Total Staff 64.78 87.5 65.65 75.5 170 49.63 Local Revenue $5,403,234 $4,080,696 $5,916,852 $7,242,539 $13,030,660 $4,544,765 Local Revenue per $65.98 $44.96 $78.98 $68.27 $79.76 $58.98 Capita State Revenue $81,847 $2,782,752 $143,308 $26,518 $894,560 $226,163 State Revenue per $1.00 $30.66 $1.91 $0.25 $5.48 $2.94 Capita Total Revenue $6,110,927 $7,799,810 $6,885,044 $7,512,839 $13,810,936 $5,309,209 Total Revenue per $74.62 $85.94 $91.90 $70.82 $84.54 $68.90 Capita Total Collection $708,553 $944,113 $681,866 $1,074,683 $1,815,808 $709,942 Ex enditures Total Collection Expenditures per $8.65 $10.40 $9.10 $10.13 $11.12 $9.21 Capita Total Operating $6,076,422 $7,181,763 $6,161,107 $7,662,840 $12,231,842 $5,062,334 Expenditures Total Operating Expenditures per $74.20 $79.13 $82.23 $72.23 $74.87 $65.70 Capita Total Circulation 1,357,560 3,858,712 1,071,401 1,473,520 7,286,102 1,392,122 Total Circulation 16.58 42.51 14.30 13.89 44.60 18.07 per Capita Reference 45,613 367,016 117,524 62,123 3,434 51,113 Transactions Library Visits 789,910 597,740 629,032 982,648 1,564,780 328,241 Library Visits per 9.65 6.59 8.40 9.26 9.58 4.26 Capita Children's Program 39,882 34,734 27,171 58,022 84,646 13,986 Attendance :i.9J Senior Center Statistics Why We Exist: The Senior Center promotes optimal aging by creating opportunities to support wellness, social connections, community engagement, and lifelong learning. Membership & Associated Revenue Sources FY2018 total membership increased 3.5% 75.3% of Center members are between the ages of 60 and 79. Membership Distribution by Age Group FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY78 Total Members 1,391 1,587 1,545 1,595 1,620 1,618 1,554 1608 Percent, Age 13.09% 5.42% 24.9% 22.7% -6.17% -9.5% 26.5% 2.5% 11.5% 12.0% 8.6% 9.9% 8.7% 6.6% 6.1% 5.5% <_59 Percent, Age 37.0% 38.5% 35.6% 38.2% 39.5% 39.1% 35.5% 33.3% 60-69 Percent, Age 29.8% 29.7% 35% 33.5% 33.9% 35.8% 39.2% 42% 70-79 Percent, Age 19.3% 17.1% 20.8% 18.4% 17.9% 18.5% 19.2% 19.2% >_80 Membership fees were introduced in 2003 and increased in FY2013 and FY2017. Membership fees are differentiated based on the location of the member's residence. Membership Fee Revenue FY77 FY12 FY13 FY14 FY75 FY16 FY17 FY78 Membership Fee Revenue $35,503 $37,427 $46,751 $57,354 $53,811 $48,676 $61,555 $63,105 % Change 13.09% 5.42% 24.9% 22.7% -6.17% -9.5% 26.5% 2.5% 653 80.41 % of the Center's membership resides within the corporate limits of Iowa City; approximately 17.79% of the Center's members are Johnson County residents outside of Iowa City. Membership Distribution by Place of Residence FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Percent of Members, Iowa $599,234 $657,457 $618,795 $579,722 $605,166 $579,548 $634,409 $613,748 Contribution 79.0% 78.8% 78.7% 81.0% 80.0% 81.0% 80.6% 80.41% City Residents $75,000 $70,000 $70,000 $59,224 $59,244 $59,224 $59,224 $60,000 Percent Johnson County $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 $474.67 Residents (Outside Iowa 19.0% 20.0% 19.7% 18.0% 18.1% 17.0% 17.4% 17.79% City) 9.45% 8.14% 8.45% 7.32% 7.14% 7.37% 6.6% 6.8% Percent non -Johnson 2.0% 1.2% 1.4% 1.0% 1.9% 2.0% 2% 1.80% County During FY2018, 70% of the Center's expenditures were supported by Iowa City property taxes; Iowa City residents were 80.41 % of the Center's membership. Johnson County residents comprise 17.79% of the Center's members; the Johnson County grant of $60,000 was 6.8% of the Center's total expenditures. Iowa City/Johnson County Revenue & % of Expenditures FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Iowa City $599,234 $657,457 $618,795 $579,722 $605,166 $579,548 $634,409 $613,748 Contribution $0.76 $0.67 $0.55 $0.47 $0.48 $0.49 $0.49 $0.46 Johnson County $75,000 $70,000 $70,000 $59,224 $59,244 $59,224 $59,224 $60,000 Contribution $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 $474.67 IC % of Expenditures 75.51% 76.49% 74.69% 71.67% 73.08% 72.12% 71% 70% Johnson County % of 9.45% 8.14% 8.45% 7.32% 7.14% 7.37% 6.6% 6.8% Expenditures From the inception of the Center in 1981 until 2003, the City and the County maintained a 28E agreement that split operational costs 80% to 20%. County funding of the Center peaked at $141,410 in FY2002. In 2003 the County withdrew from this agreement; by FY2004 County funding of the Center dropped to $75,000 annually. In FY2012, the City was asked to submit an Economic Development/Quality of Life Block Grant application to Johnson County in order to receive funding. For FY2012 and FY2013 this grant amount was $70,000. In FY2014 through FY2017, the grant amount was $59,224. In FY2018 the grant amount was $60,000. It is important to note that approximately half of County property tax receipts which support the Center grant come from Iowa City taxpayers. City and County Revenue per Visit and per Member FY11 FY12 FY13* FY14* FY15* FY16* FY17* FY18* IC Contribution per Visit $6.09 $6.25 $4.90 $4.62 $4.88 $4.76 $5.26 $4.70 Johnson County Contribution $0.76 $0.67 $0.55 $0.47 $0.48 $0.49 $0.49 $0.46 per Visit IC Contribution per IC Member $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 $474.67 Johnson County Contribution $283.78 $220.54 $230.26 $206.35 $201.44 $216.15 $219.35 $209.79 per Non -IC County Member *Total Number of Visits 654 The Center's goal is for revenue from sources other than Iowa City property taxes to support 29% of the Center's budget. This goal of 29% includes but is not limited to: intergovernmental grants, membership & program fees, contributions & donations, parking permit sales, and rental fees. This calculation is based on the general revenues subsidy divided by the total expenditures and transfer in General Fund (1000 only). Cost Recovery Percentage FY11 I FY12 FY13 FY14 FY15 I FY16 FY17 FY18 Cost Recovery 24.49% 123.51% 25.31% 28.33% 26.97% 127.88% 29% 30% Programs, Attendance, and Volunteerism Programs, Services, and Groups Offered FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Fall 149 147 154 156 149 159 156 153 Winter 111 127 117 121 145 NA* NA NA Spring 139 137 139 140 162 162 148 169 Summer 110 109 113 105 102 141 133 155 Total 509 520 523 522 558 462 437 477 *In FY16 the Senior Center went from publishing 4 program guides (spanning 3 months per guide) to 3 program guides a year (spanning 4 months per guide). Attendance to Senior Center programs increased 8.6%. Total attendance was up in FY2018 by about 8.1 % from FY2017. The Meal service is administered by Elder Services. The Center also hosts programs and services sponsored by the Visiting Nurse Association, community organizations, and individual and group renters. The tax filing assistance numbers prior to FY2014 are included in other services. Due to a change in software these numbers are now accounted for in Center Visits*. Center Attendance FY11 FY12 FY13 FY14* FY15 FY16 FY17 FY18 Center Visits 98,401 105,157 104,970 108,753 112,745 112,232 110,872 120,441 Meals Served 15,787 15,931 14,254 12,756 8,740 6,894 5,808 6,114 Other Services 9,808 7,139 6,940 3,901 2,592 2,546 3,883 3,789 Total Attendance 1 123,996 1 128,227 126,164 1 125,410 124,077 121,672 120,563 1 130,344 Volunteer involvement in the Center remains strong. Volunteer Involvement FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Volunteers 584 530 645 668 637 592 623 685 :i.Y.7 Iowa City Transportation Services Statistics Why We Exist: The Iowa City Transportation Services Department is committed to providing convenient, safe parking options, safe and courteous transit services, and quality customer service to the citizens and visitors of Iowa City. General Parking Information The Parking Division of the Transportation Services Department is a self-supporting enterprise fund responsible for providing safe and convenient parking options in downtown Iowa City. The division oversees the operation of six ramps, five surface lots, and on -street (metered) parking. Parking Services enforces parking regulation in the central business district, while the Police Department enforces parking regulations in residential areas. Iowa City Parking Data Collected by the Iowa City Transportation Services Department :i.Y:i FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Web Citation Payments 63.40% 63.50% 64.0% 65.38% 68.12% 68.87% Citations Issued 88,909 60,681 65,206 57,560 62,927 50,347 $0 Expired Meter Citations 38,023 22,593 23,372 19,339 20,833 15,614 Citation Appeals 633 585 593 519 732 597 Faulty Meters 448 539 586 370 725 853 Available Spaces On Street 1,131 1,143 1,190 1,174 1,174 1,189 Off Street 3,086 3,086 3,086 3,086 3,686 3,686 Transient Hours Parked 4,453,418 4,753,760 5,144,358 4,981,945 5,063,659 5,147,055 Average Hourly Duration Access Controlled facilities 3.83 4.13 3.05 3.10 3.07 3.28 Credit Card Usage Access Controlled facilities 53% 59% 67% 70% 71% 74% Pay by Space facilities 69% 72% 64% 76% 79% 80% Permits Issued Automobile 1,978 2,031 1,857 1,883 1,985 1,961 Moped/Scooter/Motorcycle 752 712 683 735 736 687 :i.Y:i General Transit Information The Transit Division is a self-supporting enterprise fund that provides fixed -route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. Iowa City Transit Data Collected by the Iowa City Transportation Services Department *FY18 Data reflects a separation of the Court Street Transportation Center from Transit Fleet Operations :t.�� FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 * Ridership 1,879,795 1,815,029 1,902,350 1,683,634 1,554,549 1,498,468 Total Operating Expense $5,063,118 $5,276,804 $5,055,620 $4,857,006 $4,949,243 $5,413,686 Fare Revenue $1,292,338 $1,390,416 $1,407,585 $1,252,155 $1,216,109 $1,180,297 Revenue Vehicle Miles 714,778 678,452 707,363 708,473 712,806 704,184 Revenue Vehicle Hours 54,528 51,652 53,843 54,404 54,658 53,953 Cost per Ride $2.69 $2.91 $2.66 $2.89 $3.18 $3.61 Cost per Rev Vehicle Mile $7.08 $7.78 $7.15 $6.86 $6.94 $7.69 Cost per Rev Vehicle Hour $92.85 $102.16 $93.90 $89.28 $90.55 $100.34 Farebox/Expense Ratio 0.27 0.26 0.28 0.26 0.25 0.22 Average Fare $0.69 $0.76 $0.74 $0.74 $0.78 $0.79 Operating Deficit per trip $2.00 $2.15 $1.92 $2.15 $2.40 $2.83 Riders per Rev Vehicle Mile 2.60 2.7 2.7 2.4 2.18 2.13 Riders per Rev Vehicle Hour 34.50 35.1 35.3 31.0 28.4 27.77 Passenger Miles 3,861,794 3,987,028 4,046,778 3,586,140 3,311,189 3,236,690 Fleet Vehicles 27 27 27 27 27 27 Base Fare $1.00 $1.00 $1.00 $1.00 $1.00 $1.00 Fleet Average Age 11.9 11.32 12.65 13.15 13.62 14.25 Fuel Consumption 191,256 196,823 196,029 195,995 194,402 196,942 Days Operated 306 306 305 306 306 307 Court St Trans Center Total Revenue - - - - - $1,256,055 Total Ops Expense $137,530 Net Income $1,118,525 *FY18 Data reflects a separation of the Court Street Transportation Center from Transit Fleet Operations :t.�� Iowa City Neighborhood & Development Services Statistics Neighborhood Services Division The Neighborhood Services Division is responsible for the administration of various housing services, housing programs and revitalization efforts that focus on sustaining healthy, safe, affordable neighborhoods. Community Development Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services. This is accomplished by coordinating efforts with local organizations, businesses and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. Neighborhood Outreach provides a conduit between all City departments and the network of neighborhood associations within Iowa City, and facilitates the distribution of funds made available by the City Council for small-scale neighborhood improvements. 'In FY18 one home purchased and removed with HMGP funds, one home purchased and removed with City General Funds. Housing Authority The Housing Authority administers housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,379 low-income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans' Supportive Housing (VASH) Programs. Homeownership opportunities exist under the Affordable Dream Homeownership Program (ADHOP), and the HCV Homeownership Program. FY15 FY16 FY17 FY18 CDBG/HOME Funds Spent $932,737 $1,315,063 $1,644,951 $1,136,400 Univercity Homes Purchased and Sold 7 10 3 5 HMGP Buyouts - Purchased/removed from floodplain 0 3 3 2* Aid to Agencies $397,510 $378,700 $378,700 $378,700 Neighborhood Associations 33 33 33 33 PIN Grants $15,000 $13,368 $12,818 15,379 Public Art Projects $12,821 $11,987 $13,906 14,207 'In FY18 one home purchased and removed with HMGP funds, one home purchased and removed with City General Funds. Housing Authority The Housing Authority administers housing assistance programs throughout its jurisdiction, including all of Johnson County, Iowa County and portions of Washington County. Annually, the Housing Authority assists approximately 1,379 low-income families to acquire and maintain affordable housing through rental and ownership programs. Rental assistance includes the Housing Choice Voucher/Section 8 (HCV), Public Housing, and Veterans' Supportive Housing (VASH) Programs. Homeownership opportunities exist under the Affordable Dream Homeownership Program (ADHOP), and the HCV Homeownership Program. :i.Y7 CY14 CY15 CY16 CY17 Public Housing Units 81 81 81 81 Housing Choice Vouchers 1,215 1,215 1,215 1,215 VASH Vouchers 57 77 83 83 HAP Payments to Landlords/Mortgage Lenders $6,219,399 $6,754,062 $7,034,902 $7,064,201 :i.Y7 Public Housing Payment for maintenance & $254,348 $175,575 $190,393 $306,264 repair of Public Housing units 18,010 18,170 18,373 19,032 Public Housing Payment in Lieu of Taxes $17,989 $20,629 $28,606 $30,847 PILOT Housing Inspection Housing Inspection's mission is to ensure that Iowa City's housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of those persons utilizing these facilities and the general public. Development Services Division The Development Services Division is responsible for overseeing the development process including land annexation, zoning, subdivision, building permits, and inspections and enforcement of City codes and regulations. The Division consists of the Urban Planning Division and the Building Inspections Services Division. The Urban Planning Division is responsible for administering rezoning, subdivision, and special exception applications and staffs the Planning and Zoning Commission, the Board of Adjustment and the Historic Preservation Commission. The Building Inspections Services Division is responsible for reviewing site and building plans, conducting building inspections, enforcement of nuisance and other zoning -code related regulations, and administering permits such as temporary use permits. 3*1 FY15 FY16 FY17 FY18 Rental Units 18,010 18,170 18,373 19,032 Documented Tidemark Compliant Cases 1,650 1,808 1,597 1,416 Development Services Division The Development Services Division is responsible for overseeing the development process including land annexation, zoning, subdivision, building permits, and inspections and enforcement of City codes and regulations. The Division consists of the Urban Planning Division and the Building Inspections Services Division. The Urban Planning Division is responsible for administering rezoning, subdivision, and special exception applications and staffs the Planning and Zoning Commission, the Board of Adjustment and the Historic Preservation Commission. The Building Inspections Services Division is responsible for reviewing site and building plans, conducting building inspections, enforcement of nuisance and other zoning -code related regulations, and administering permits such as temporary use permits. 3*1 Q M h m h N m N O N M M f0M V O 0 m N M M N h f0 M N N N O M M O M N N V M m h } h M N N c N Q m m W N fm0 O D M D 0 O M N O e e e p A� m N r M N w h W m O W O N�� lf1 w lf1 �� N N r M N O N M N Z 0 m m o 0 0 0 h (D (D N N h N N m N CO h xx M N O N M °0 W M N O m V N N n N V M M N h M N f00 N 61 N� F n O^j r O N V M N N M 0 T M M M4 N N :3 0 0 0 0 0 0 N N 0 0 0 ON N M 61 O N N N O O M o O N V V N N N N (n0 m N M O N M CO 61 N W m N N V V T 0 N O M O N V 0 N 0 Z n N U1 N� O o 0 0 0 O O N O N N N O CO � O) m x M M N V N 0 C O h N M N N N V M N N N C M O m N h My 0 N O N M m N h y Z 0 N 00 0 0 N M N N N V N O (D O O (D O N (D N N O o V� h 0 V N' N O h h O a c s � z -- m c T O N O C LL 9 0 0^ 0 0 0 3 T m N N O (D O (D V h V N 0 M N N N M M N V 0 V N m w M N N N (mD C (D T NO M N N o 3 (� O M M (D Z 3a = M Y N Nh M m M M N m 0 0 0 DW_ N NN 0 M N W V N o - 0N 0 U 0 0 V D 0 0 O N _ o o N n N O N n N m V V (D N M N 0 0 m 00 N pc0 M M V_ n O- T 0 > 0 N Op a 0 0 0 0 0 a 3 0 N O (D O n N N O M 0 N M V n 0 M M N 0 a 0 O N,� N V V h 0 N N M V N N 0 0 N N N T V 0 N O 3 h M N h O o 0 0 0 > a O mN O N m m 0 m N N V n 0 N (D (D 0 0 N N n 0 0 N M 0 V h m 0 m 0 0V N V M V 0 v _rn fE N N N N N vj W M T N N� � m E A _ - >� ° U a o 0 v o U E m n 0 d° 3 w d 0 V~ _ >> E E v n a E ° j �, v v o m 3 a E U c 0 `v > n `w v 4 O `v `v a v o f -'� h o w c� `0 rn a m - 3 v a a m O a n s 0 `v T O EE 3- y a m o? O O F n d 'vpN U E"5 Z E 0g wv¢vaai r o 0 J v Ov O a d¢ m m W LL�W U D mm M LL MT MC DJ J M- _ cOc aa U C YYa F Y 2 0 2 0 APPENDIX Glossary GLOSSARY Agency Funds: One of four types of fiduciary funds. Agency funds are used to report resources held by the reporting government in a purely custodial capacity (assets = liabilities). Agency funds typically involve only the receipt, temporary investment, and remittance of fiduciary resources to individuals, private organizations, or other governments. Activity: The organizational subdivision of a division. Actual Valuation: The estimated actual value placed upon real and personal property by the City Assessor 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. Balanced Budget: A balanced budget is one that has revenues sufficient to equal expenditures. The City will prepare an annual balanced budget for all operating funds. Bonded Debt: A written promise to pay a specified sum of money at a future date along with periodic interest. Proceeds from bonds are typically used for long-term debt to pay for construction of capital projects. Bond Rating: Each bond issue has a rating assigned to it by an independent bond rating company. The rating is based on the City's financial condition and has an impact on the bond bids and interest rates the City will pay on the bonds over their lifetime. The City's bond rating agency is Moody's Investors Service. 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. Budgetary Basis: The basis of accounting that the City uses to prepare, present, and monitor its adopted budget. The City uses an adjusted the Modified Accrual Basis of accounting as its budget basis. The modified accrual basis of accounting used in the preparation of budget is similar to the accounting basis used in the City's Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. 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 prepared to cover a five-year period but 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 AM which necessitate long-term financing and are permanent in nature. A capital improvement project is the improvement of land, buildings, or infrastructure and related expenditures that is greater than $25,000 and has a useful life of three years or more. Capital Outlay: Expenditures for fixed assets, such as equipment, remodeling, minor building improvements, and vehicles, that are funded from the operating budget and are at least $5,000. 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. Committed Fund Balance: Self-imposed limitation imposed at highest level of decision making that requires formal action at the same level to remove. Commodities: Items or supplies needed for routine maintenance and operations. They include cleaning, maintenance and office supplies, repair materials, minor equipment, and tools. Comprehensive Annual Financial Report (CAFR): This is the annual audited financial statements of the City compiled in accordance with Generally Accepted Accounting Principles. Contingency: Funds set aside, but not appropriated or approved for use. These funds could be used for unanticipated expenditure requirements, new programs, or to absorb unexpected revenue losses. Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals, which are purchased from private contractors. Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory limits: presently 5% of the total assessed value of property within the corporate limits as established by the City Assessor. Debt Service: Payment of principal and interest to holders of the City debt instruments. Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be used to describe a situation where expenditures exceed revenues. Department: A major organizational unit in the City comprised of related work activities aimed at accomplishing a major service or regulatory program. Division: The 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 :i:L! Security, Iowa Retirement System, and the other pension, medical, and life insurance plans. Enterprise Fund: Separate financial entity used for government operations that are financed mainly from user fees — see Business -Type Activities. Equity Transfers: Non-recurring or non -routine transfers of equity between funds. Expenditures: The cost of goods received and services rendered. Fiduciary Funds: A category of funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. The fiduciary fund category includes pension (and other employee benefit) trust funds, investment trust funds, private - purpose trust funds, and agency funds. The City's only fiduciary fund is an agency fund. Fiscal Year (FY): 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: Net position of a fund (difference between assets, liabilities, deferred outflows of resources, and deferred inflows of resources). General Fund: The fund supported by taxes, fees, and other revenues that may be used for any lawful purpose. General Obligation Bonds (G.O. Bonds): When the city pledges its full faith and credit to the repayment of the bonds it issues, then those bonds are general obligation bonds. Generally Accepted Accounting Principles (GAAP): The accounting standards as determined by the independent agency, the Governmental Accounting Standards Board, for the presentation of the City's Comprehensive Annual Financial Report. Governmental Accounting Standards Board (GASB): The independent board that determines Generally Accepting Accounting Principles. These are the principles used by the City to prepare its annual audited financial statements. Governmental Funds: Funds generally financed through taxes, intergovernmental revenues, and other non-exchange revenues. These funds include the General fund, special revenue funds, the Debt Service fund, capital project funds, and permanent funds. :ii.7 Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specified purpose, activity or facility. Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from the State and Federal governments. Grants are usually made for specified purposes. Internal Service Fund: Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of the City, on a cost reimbursement basis. Interfund Loan: Loans between funds. 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. Major Fund: During the preparation of the City's Comprehensive Annual Financial Report, funds are evaluated based upon the level of their revenues, expenditures, assets, and liabilities to determine whether or not they are a major fund. Governmental accounting standards sets forth the minimum provisions for determining which funds to treat as a major fund. If a fund is determined to be a major fund, its financial information is presented individually in the City's CAFR and cannot be presented as an aggregate with other funds. For budgetary presentation, all of the City's funds are presented individually. Municipal Fire & Police Retirement System of Iowa (MFPRSI): The 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. Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of accounting for all funds. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. This became the City's budgetary basis of accounting starting in fiscal year 2013. Moody's Investors Service: An independent bond rating agency that provides bond rating services for the City's bond issues. The City's current bond rating is Aaa for its long-term General Obligation bonds. Non -Program: Program costs that do not relate to any one department, but represent costs of a general City-wide nature. Non -spendable Fund Balance: Portion of net resources that cannot be spent because of their form or because they must be maintained intact. 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. Other Financing Sources/Uses: Other financing sources and uses include a limited number of special transactions that are used to account for non-operating revenues/receipts and expenditures/disbursements. Examples are receipt of loan proceeds, payment of loan principal, and the sale of capital assets. Personnel: A category of expenditures used for services rendered by full-time, part-time, and temporary 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. 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. Property Tax Levy: A property tax (or millage tax) is a levy on property that the property owner is required to pay. The amount owed is calculated by applying the property tax rate against the taxable value of the property as determined by the City Assessor in accordance with State law. Property Tax Rate: The property tax levy rate that is set by the City Council that is applied against the assessed taxable value of real and personal property to calculate property tax revenues. This rate is applied per $1,000 of taxable value. Proprietary Funds: Funds that are generally financed in whole or in part by fees charged to external parties for goods or services. These activities are reported as enterprise funds and internal service funds. Reserves: An account used to earmark a fund balance or a portion of a fund balance for a specific use. A reserve may be established formally by ordinance or resolution or informally by administrative action. Restricted Fund Balance: Limitations imposed by creditors, grantors, contributors, laws and regulations of other governments or laws through constitutional provisions or enabling legislation. Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, 'revenue" refers to all government income, regardless of source, to fund services. Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and credit of the city is not pledged. AIM Services: 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. Self -Supporting Municipal Improvement District (SSMID): An area of contiguous property within the City that has an additional property tax levy. The added revenue can be used for improvements to the district, administrative fees, and debt for the cost of improvements. 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. Supplies: A category of expenditures used for the purchase consumable goods and materials that do not have a depreciable useful life and are less than $5,000. 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. Taxable Valuation: The amount of the estimated actual property value that is used for levying property taxes after it is reduced by limitations set under State law. 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 (In/Out): Financial transactions that occur between City funds. Interfund transfers occur between two separate funds. Intrafund transfers occur within a single fund. Transfers may be for operating or capital purposes. Transfers "In" are those being received by a fund. Transfers "Out' are those being sent to another fund. Unassigned Fund Balance: Residual net resources. Total fund balance in the general fund in excess of non -spendable, restricted, committed and assigned fund balance. :ii7