HomeMy WebLinkAboutFY2020 Adopted Budget and FY2019-FY2021 Financial PlanCOVER PHOTOS BY DAN ROLLING PHOTOGRAPHY
For the first time in 42 years, the City of Iowa City was
an overnight host for thousands of RAGBRAI bicyclists.
Known as the Register’s Annual Great Bicycle Race
Across Iowa, or RAGBRAI, the ride across the state has
become one of the most unique traditions in Iowa and
one of the preeminent large-scale bike rides in the
country, drawing riders from across the globe.
Each year, hundreds of cyclists meet in one town in
Iowa, and for a week, ride from town to town as they
make their way across the entire state.
The honor of being one of eight host towns in 2018 represented much more than an influx of nearly
20,000 bicyclists. These riders, and the attention they brought to town, was an immense boon for the
local economy.
It is estimated by Think Iowa City that being an overnight host had an economic impact of
about $1.5 million. With downtown taken over by a giant block party featuring live music and
entertainment, and cyclists being introduced to the many shops and restaurants in town, it’s obvious
how RAGRABI had an impact on Iowa City.
RAGBRAI XLVI
ROLLS THROUGH IOWA CITY
DAN ROLLING PHOTOGRAPHY
ARTWORK BY MARK MARTURELLO
City of Iowa City, Iowa
Adopted Budget for the
Fiscal Year Ending June 30, 2020 &
FY2019 - 2021 Financial Plan
Council:
City Manager Finance Director
Geoff Fruin Dennis Bockenstedt
Assistant City Manager
Ashley Monroe
Budget & Compliance Officer
Jacklyn Fleagle
Assistant to
the City Manager
Risk & Finance
Assistant
Michelle Cook Simon Andrew
Mazahir Salih
AT-LARGE
Pauline Taylor Mayor Pro-Tem
DISTRICT A
John Thomas
DISTRICT C
Bruce Teague
AT-LARGE
Jim Throgmorton
Mayor
AT-LARGE
Susan Mims
DISTRICT B
Rockne Cole
AT-LARGE
CITY OF IOWA CITY, IOWA
FY2020 Adopted Budget
FY2019 – 2021 Financial Plan
2019 – 2023 Capital Improvement Plan
TABLE OF CONTENTS PAGE
Introduction
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:
Fund Summaries................................................................................................................... 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
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Fire Department:
Fire Administration ................................................................................................................ 198
Emergency Operations ......................................................................................................... 203
Fire Prevention ...................................................................................................................... 208
Fire Training .......................................................................................................................... 213
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 217
Recreation ............................................................................................................................. 222
Park Maintenance ................................................................................................................. 229
Cemetery Operations ............................................................................................................ 238
Library:
Library Operations ................................................................................................................. 241
Library Foundation Office………………………………………………………………………... . 250
Senior Center:
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
HOME Grant ................................................................................................................................ 307
HOME Operations ................................................................................................................. 309
Road Use Tax Fund (RUT) ........................................................................................................ 313
Road Use Tax Operations .................................................................................................... 317
Other Shared Revenues .............................................................................................................. 325
Metropolitan Planning Organization of Johnson County (MPOJC) ............................................. 327
Metropolitan Planning Organization of Johnson County Operations .................................... 329
Employee Benefits 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 ...................................................................................................... 353
Debt Schedules ........................................................................................................................... 359
Enterprise Funds
Parking:
Parking Fund Summary ........................................................................................................ 373
Parking Operations ............................................................................................................... 378
Parking Debt Service ........................................................................................................... 385
Transit:
Transit Fund Summary ......................................................................................................... 388
Transit Operations ................................................................................................................ 392
6
Wastewater:
Wastewater Fund Summary ................................................................................................. 400
Wastewater Treatment Operations ....................................................................................... 406
Wastewater Debt Service ..................................................................................................... 414
Water:
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
Airport Operations ................................................................................................................. 468
Storm Water:
Storm Water Fund Summary ................................................................................................ 472
Storm Water Operations ....................................................................................................... 476
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 480
Housing Authority Operations ............................................................................................... 483
Capital Projects Fund
Fund Summary............................................................................................................................. 491
Summary by Division ................................................................................................................... 494
Summary by Funding Source ....................................................................................................... 500
Annual Recurring Projects ........................................................................................................... 507
Project Summary by Name .......................................................................................................... 513
Unfunded Projects ....................................................................................................................... 588
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 597
Equipment Operations .......................................................................................................... 600
Risk Management:
Risk Management Fund Summary ....................................................................................... 605
Risk Management Operations: ............................................................................................. 607
Information Technology Services (ITS):
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
7
Statistics
U.S. Census Data ......................................................................................................................... 629
Revenue Comparisons:
Property Tax ......................................................................................................................... 630
General Fund ........................................................................................................................ 630
Hotel/Motel Tax .................................................................................................................... 631
Utility Franchise Tax Rates ................................................................................................... 631
Utility Rates ........................................................................................................................... 632
Property Tax Levies ...................................................................................................................... 633
Property Tax Valuations ................................................................................................................ 634
Principal:
Taxpayers ............................................................................................................................. 636
Employers……… .................................................................................................................. 637
Sewer Customers ................................................................................................................. 638
Water Customers .................................................................................................................. 639
Operating Indicators ...................................................................................................................... 640
STAR Outcomes ........................................................................................................................... 641
Department Statistics:
Police .................................................................................................................................... 642
Fire……… ............................................................................................................................. 646
Library ................................................................................................................................... 648
Senior Center ........................................................................................................................ 653
Transportation Services ........................................................................................................ 656
Neighborhood & Development Services ............................................................................... 658
Appendix
Department Expenditure Comparison to State Forms ................................................................ 663
Budget Resolutions .................................................................................................................... 664
State Forms ................................................................................................................................ 666
State Property Tax Reform Impact Summary ............................................................................ 673
Glossary....................................................................................................................................... 675
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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
F
Y
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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 (page
29) 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. $1,000,000 is earmarked for
the affordable housing fund, bringing the total for this line item to $3.65 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 entirely 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 allow for 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
•An increase of social service ‘Aid to Agency’ funding to $651,000 using one-time general
fund dollars.
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 $40,000 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 included in this budget are directly related to the City’s sustainability
efforts. An Assistant Facilities Manager / Energy Efficiency Coordinator position is funded 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 included 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 represent the largest
12
investment in permanent staff in more than seven years. Other notable sustainability investments
include:
•A significant solar installation at the new Public Works Streets Building
•$100,000 for a solar installation at Terry Trueblood Recreation Area
•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 improvements 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. The Public Art line item was
doubled to $50,000.
13
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. $450,000 is being 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, the budget
creates a new facility replacement reserve and transfers $2 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 (Summary on page 673). As the taxable
percentage of multifamily rental property values continues to
be reduced, there will be increased pressure on the budget.
This 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.
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. Even more concerning, the State legislature is currently considering further
restrictions on local government taxation and revenues.
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
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
Consider the overall effect of
changes on household budgets
including taxes, fees, and School
District/County needs
14
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
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
15
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
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 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 $167,714,426. Of the
total budget, $59,191,007 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:
General Enterprise Special
Revenue Debt Service Capital Projects
FY2020 $59,191,007 $51,658,061 $12,462,301 $13,039,775 $31,363,282
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
Fiscal Year 2020 Expenditure Comparison by
Fund Type
excludes transfers
16
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
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 5.9%.
All Funds Revenue Comparison of FY2019 versus FY2020
FY2019
Revised
FY2020
Adopted
Percent
Change
Property Taxes $ 59,173,825 $ 60,296,653 1.9%
Other City Taxes $ 5,554,453 $ 6,210,156 11.8%
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 $ 36,022,437 -14.1%
Charges for Services $ 43,197,451 $ 41,622,109 -3.6%
Misc. $ 7,281,035 $ 6,798,972 -6.6%
Other Financial Sources $ 18,551,642 $ 12,998,538 -29.9%
Total $180,832,309 $170,133,486 -5.9%
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.
Property Taxes
35%
Other City Taxes
4%
Licenses & Permits
2%
Use of Money & Prop
2%
Intergovernmental
21%
Charges for
Services
24%
Misc.
4%
Other Financial
Sources
8%
All Funds Revenue Sources
17
It is imperative to consider how the overall revenues and expenditures 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.
For this table, the $100,000 assessed value is used so that readers may easily calculate tax
payments based on their own home value. It should be noted that property values are not static.
The change in value of a particular home will also impact the amount of taxes owed.
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.
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%
$0
$500
$1,000
$1,500
$2,000
$2,500
Annual Financial Impact to Residential Households
18
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. 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 and this figure will increase in future fiscal years.
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 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
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.
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Taxable %
of Multi-Family 100.00%95.00%90.00%86.25%82.50%78.75%75.00%71.25%67.50%63.75%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Taxable % of Multi-Family Residential Properties
19
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.
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%.
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
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%
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%
15
15.5
16
16.5
17
17.5
18
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
Levy RateTaxable Value (in millions)Taxable Value and Levy Rate
20
LEVIES
FY2019 FY2020
Dollars
Tax Rate
Dollars
Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $29,296,658 8.100 $30,486,735 8.100
Transit $3,436,028 0.950 $3,575,605 0.950
Tort Liability $1,050,484 0.290 $1,093,156 0.290
Library $976,555 0.270 $1,016,225 0.270
Subtotal: $34,759,725 9.610 $36,171,721 9.610
Agland Levy $4,294 3.004 $4,281 3.004
General Fund Property Taxes $34,764,019 $36,176,002
Special Revenue Levies:
Employee Benefits $12,095,360 3.344 $12,210,314 3.244
Subtotal: $12,095,360 3.344 $12,210,314 3.244
Debt Service $11,952,568 3.228 $11,553,357 2.978
Total City Levy Property Taxes: $58,811,947 16.183 $59,939,673 15.833
% Change from prior year 3.49% -0.92% 1.92% -2.16%
SSMID Levy $361,878 2.000 $356,980 2.000
Total Property Taxes $59,173,825 ---- $60,296,653 ----
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 or federal 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.
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.
FY2020 Municipal Property Tax
Rates in Eastern Iowa
North Liberty $11.03
Coralville $13.53
Cedar Rapids $15.44
Iowa City $15.83
Davenport $16.78
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 66 percent of the total
revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in
the following pie chart.
On the expense side, General Fund operations largely consist of personnel related expenses. In
the fiscal year 2020 budget, an estimated 73 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.
Property Taxes
66%Other City Taxes
5%
Licenses & Permits
5%
Use of Money & Property
2%
Intergovernmental
7%
Charges for Fees &
Services
3%Miscellaneous
11%
Other Financing Sources
1%
General Fund Revenues
excludes transfers
Personnel
73%
Services
19%
Contingency
1%
Supplies
3%
Capital Outlay
4%
Other Financial Uses
0%
General Fund Expenditures by Category
excludes transfers
22
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 budget represents
the eighth consecutive reduction in the property tax levy, the reduction is in the debt service and
employee benefits levies and has minimal impact on the General Fund. This budget also adds
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
6/30/20
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2020
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 3,996,479 7,617,583 275,000 6,986,322 4,093,476 2,892,847 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 11,943,294 3,832,224 8,111,070 70%
Refuse 3,669,983 2,000 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%
Stormwater 1,727,010 1,000 670,948 990,000 745,497 0 745,497 43%
ICHA 9,606,558 29,290 9,339,315 49,483 5,330,927 1,139,718 4,191,209 43%
Each of the City's enterprise funds are in varying, yet stable conditions. The budget includes a 5
percent increase in water rates in fiscal year 2020 and anticipates another 5 percent increase in
fiscal year 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 included. This will fund storm water capital
improvements and a new position responsible for field inspections, code enforcement, project
23
inspection and administration, ensuring compliance with storm water permitting and other duties
related to the storm water utility.
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.
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 planned. 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):
Streets, Bridges, and
Traffic Engineering
45%
Water/Wastewater/Storm
water 18%
Landfill
2%Transit & Parking
13%
Culture & Rec
12%
Public Safety
3%
Airport
3%
Community & Economic Development
4%
Capital Improvement Projects by Category 2019-2023
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
• Rec Center ADA improvements
• Bus shelter replacements
• Senior Center improvements
• McCollister Boulevard extension
• Prentiss Street bridge replacement
2020
• Wetherby and Fairmeadows Park
improvements
• Scott and Napoleon Park playgrounds
• South Side recycling site
• American Legion Road reconstruction
• Melrose Avenue improvements
• First Avenue/Scott Blvd improvements
• Landfill water main extension
• Water distribution zone improvements
2021
• City Hall boiler replacement
• Chadek Green, Kiwanis, Hickory Hill,
Glendale Park improvements
• Landfill building replacement
• Benton Street rehabilitation
• Rochester Avenue reconstruction
• Smart parking meter replacements
• Wastewater influent rake
2022
• Market/Jefferson two-way conversion
• Lower City Park restrooms and shelters
• Whispering Meadows and Court Hill
Park shelters and playgrounds
• Dubuque Street reconstruction
• Court Street reconstruction
• Water treatment nutrient removal
• Transit facility relocation
2023
• Wastewater digester complex
rehabilitation
• Dodge Street reconstruction
• Kirkwood to Capitol connection
• Mercer ball diamond turf
• Terrell Mill Park redevelopment
• Happy Hollow playground
• Upper City Park shelters and restroom
Debt Service
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.
25
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 budget includes 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 $3.9 million is planned in fiscal year 2019.
These early redemptions save the City a significant amount in interest expense, allowing these
funds to be used to support public services rather than servicing debt payments.
FY12 FY13 FY14 FY15 FY16 FY17 FY18 *FY19 *FY20 *FY21
Debt (millions)75 61 67 62 58 67 67 68 68 67
% of Val 1.67%1.33%1.44%1.28%1.17%1.25%1.22%1.15%1.11%1.06%
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
1.80%
0
10
20
30
40
50
60
70
80
Millions of Dollars ($)General Bonded Debt Outstanding
and Percent of Total Valuation
26
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 recent fiscal 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 includes a five percent water rate increase and an additional five percent
increase is planned for the fiscal year 2021 budget. A fifty cent per month storm water fee increase
is also included in the fiscal year 2020 budget. 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.
27
28
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
29
• 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
30
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 it within
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
Economy
• Infill & Redevelopment
• Business Retention & Development
• Green Market Development
• Local Economy
• Quality Jobs & Living Wages
• Targeted Industry Development
• Workforce Readiness
2. Encourage a Vibrant and Walkable
Urban Core
• Compact & Complete Communities
• Infill & Redevelopment
• Transportation Choices
• Historic Preservation
32
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
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
33
Strategic 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 Rating
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
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.
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.
35
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
36
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).
37
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
38
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.
39
Iowa City by the Numbers:
• Population 67,862
• Land Area 25.01 square miles
• Average Persons Per Household 2.24
• Bachelor's Degree or Higher 58.6%
• Average Temperature 50.0°F
• Average High Temperature 59.6°F
• Average Low Temperature 40.4°F
• Average Precipitation 36.3"
Source: US Census Bureau (2010 Census & QuickFacts) and Weatherbase (November
2018)
Iowa City: Best Of...
Area Recognition & Accolades 2018
• Iowa City ranked #1 for Best College Town in America by Reviews.org
• Iowa City ranked #7 for Fastest Growing Metros in the Midwest by Midwest
Living
• Iowa City ranked #4 Best Place to Live in America by Livability.com
• Johnson County Ranked #1 ‘most Educated County in Iowa” by MSN.com
• Iowa Ranked Best State in America by U.S. News and World Report
• Iowa City earned the top score for municipal support of LGBTQ rights – Human
Rights Campaign’s 2017 Municipality Equality Index
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 14,285 for the 2018-19 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
2,382 for school year 2018-19. 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.
40
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
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
US -0.5%-2.7%2.2%1.4%2.0%1.5%2.2%2.5%1.5%2.2%
Iowa -1.7%-2.1%2.1%1.9%3.5%0.8%2.6%1.3%0.9%0.3%
Iowa City 0.9%0.1%2.8%3.3%3.0%3.8%2.9%0.3%0.7%0.5%
-4.0%
-3.0%
-2.0%
-1.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
GDP Trends
Annual Percent Change
Economic Overview
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
thirty-two of the last
quarters after declining in
five of the six preceding
quarters.
(Source: Bureau of
Economic Analysis)
Iowa City’s economy
has fared better than the
state as a whole during
the economic downturn.
While Iowa City’s
unemployment rate has
returned to pre-2008
levels, it continues to
remain well below state
and national levels. As
of February 2019
(preliminary), the Iowa
City Metropolitan
Statistical Area (MSA)
was the second lowest
unemployment rate of all
MSAs nationally.
(Source: Bureau of Labor Statistics)
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
National 9.3%9.6%8.9%8.1%7.4%6.2%5.3%4.9%4.4%3.9%
Iowa 6.4%6.0%5.5%5.0%4.7%4.3%3.8%3.7%3.1%2.5%
Iowa City 4.6%4.3%4.1%3.8%3.5%3.1%2.7%2.7%2.5%2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Unemployment Rates
42
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20
Assessed $4,371 $4,439 $4,532 $4,581 $4,748 $4,863 $5,257 $5,400 $5,810 $6,028
% Change, Assessed 1.29%1.56%2.10%1.09%3.64%2.42%8.11%2.71%7.59%3.75%
Taxable $2,712 $2,800 $2,913 $2,989 $3,090 $3,136 $3,376 $3,501 $3,704 $3,880
% Change, Taxable 2.96%3.25%4.03%2.63%3.37%1.49%7.67%3.69%5.80%4.75%
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Assessed & Taxable Property Valuations*
in millions
FY11 FY12 FY13 FY14 FY16 FY17 FY18 FY19 FY20
Rollback 47%49%51%53%56%56%57%56%57%
38%
40%
42%
44%
46%
48%
50%
52%
54%
56%
58%Taxable Percentage of Home Value
The growth in
assessed property
value has averaged
3.43% over the last
ten years. The growth
in taxable value has
averaged 3.96% 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 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)
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 years. However, this has coincided
with slower assessed value growth and an Iowa Supreme Court decision allowing some apartment
complexes previously taxed as commercial properties to reorganize as residential cooperatives.
Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as
apartment complexes are reclassified as residential, the revenue the City realizes in property taxes
from these complexes drops by approximately half. As Iowa City has more multi-unit apartment
buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax
base.
43
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Permits 807 688 784 738 716 715 703 645 794 718
Value $75 $96 $82 $169 $185 $153 $138 $388 $217 $193
$0
$40$80
$120
$160$200
$240
$280$320
$360
$400
Building Permits
Value in millions
FY09 FY10 FY11 FY12 FY13 FY14
*FY15 FY16 FY17 FY18
Hotel/Motel $752 $667 $746 $814 $834 $967 $1,057$1,079$1,137$1,046
% Change 3.92%-11.3911.84%9.17%2.51%15.91%9.34%2.02%5.37%5.37%
$0
$200
$400
$600
$800
$1,000
$1,200
Hotel/Motel Tax Revenue
in thousands
FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18
Fee Revenue $725 $826 $881 $1,031 $902 $874 $939 $976
% Change 13.92%6.58%17.06%-12.51%-3.04%7.45%3.94%
$0
$200
$400
$600
$800
$1,000
$1,200
Utility Franchise Fee Revenue
in thousands
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 $193 million in 2018,
with the ten-year average at $170
million.
One measure of local
economic health is
hotel/motel tax receipts. The
City uses hotel/motel tax
receipts to augment funds
for public safety, parks &
recreation services, and the
Convention & Visitors
Bureau. Generating revenue
from non-Iowa City
residents reduces the tax
burden on residents. Fiscal
year 2018 revenues are
down due to the old
Sheraton/The Graduate
being down for renovation
for several months.
*FY14 is first period reported on an accrual bases.
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 $976,000 for FY2018, $576,000
funded a portion of the operational costs
associated with Fire Station #4 and
maintenance of the right-of-ways.
*FY14 is first period reported on an accrual bases.
44
FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19
State of IA 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003 0.003
Kirkwood 0.840 0.926 0.999 1.079 1.065 1.058 1.061 1.080 1.132 1.204
Johnson Co.7.708 7.540 7.320 7.075 7.077 7.077 7.228 7.093 7.179 6.839
ICCSD 14.191 14.690 14.591 14.073 13.688 13.699 13.868 13.989 13.959 14.856
IC Levy Rate 17.853 17.757 17.842 17.269 16.805 16.705 16.651 16.583 16.333 16.183
IC % of Total 44.0%43.4%43.8%43.7%43.5%43.4%42.9%42.8%42.3%41.4%
40.0%
40.5%
41.0%
41.5%
42.0%
42.5%
43.0%
43.5%
44.0%
44.5%
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
City of Iowa City Direct and Overlapping Levy Rates
FY09 FY10 FY11 FY12 FY13 FY14*FY15 FY16 FY17 FY18
Total $3,122 $3,166 $3,582 $4,667 $4,892 $5,539 $5,550 $5,412 $5,368 5499
% Change -10.1%1.4%13.2%30.3%4.9%13.3%0.2%-2.5%-0.8%2.4%
Supplemental $35 $37 $51 $58 $69 $66 $70 $63 $21 $18
MFPRSI $1,425 $1,347 $1,654 $2,277 $2,383 $2,921 $2,958 $2,794 $2,691 $2,770
IPERS $1,659 $1,778 $1,874 $2,328 $2,440 $2,553 $2,522 $2,555 $2,656 $2,711
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
City Pension Contributions
in thousands
FY10 FY11 FY12 FY13 FY15 FY16 FY17 FY18 FY19 FY20
IPERS 6.65%6.95%8.07%8.67%8.93%8.93%8.93%8.93%9.44%9.44%
MFPRSI 17.00%19.90%24.76%26.12%30.41%27.77%25.92%25.68%26.02%24.41%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
City Pension Contribution Rates
Iowa City’s levy
rate dropped
approximately nine-
tenths of a percent
(1.5 %) in FY2019.
Iowa City’s FY2020
levy rate totals
$15.833; this
represents a
decline of two and
two-tenths of a
percent (2.2%).
The rates of
overlapping
jurisdictions are not
certified as of this
publication.
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.
*FY14 is first period reported on
an accrual bases.
MFPRSI employee
contributions are set by
statute, currently nine and
four-tenths percent (9.4%).
City contributions are
determined by the system’s
actuary. IPERS City and
employee contributions are
currently a sixty/forty split
(60/40), with the City paying
sixty percent of total
contributions.
45
CITY COUNCIL
ELECTED
APPOINTEDCOMMUNITY
CITY ATTORNEY
City AƩ orney
• City AƩ orney
CITY MANAGER
City Manager
• City Manager
• CommunicaƟ ons Offi ce
• Human Resources
• Human Rights
• Economic Development
AIRPORT
COMMISSION
Airport
• Airport OperaƟ ons
LIBRARY
BOARD
Library
• Library OperaƟ ons
• Library FoundaƟ on
CITY CLERK
City Clerk
• City Clerk
City of Iowa City
OrganizaƟ on Chart
Finance
• AdministraƟ on
• AccounƟ ng
• Purchasing
• Revenue
• Risk Management
• InformaƟ on Technology Services
Fire
• AdministraƟ on
• Emergency OperaƟ ons
• Fire PrevenƟ on
• Training
Neighborhood &
Development Services
• AdministraƟ on
• Development Services
• Neighborhood Services
• Metropolitan Planning OrganizaƟ on
of Johnson County
Public Works
• AdministraƟ on
• Engineering
• Streets
• Wastewater
• Water
• Resource Management
• Equipment
Parks & RecreaƟ on
• AdministraƟ on
• RecreaƟ on
• Park Maintenance
• Cemetery
TransportaƟ on Services
• AdministraƟ on
• Parking
• Public TransportaƟ on
Police
• AdministraƟ on
• Support Services
• Field OperaƟ ons
Senior Center
• Senior Center OperaƟ ons
Departments & Divisions
46
City Clerk: Kellie Fruehling
Office Location: 410 E. Washington St.
Phone: (319) 356-5043
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:
FY2018 FY2019 FY2020
Total FTEs 4.00 4.00 4.00
CITY CLERK
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).
47
City Attorney: Eleanor Dilkes
Office Location: 410 E. Washington St.
Phone: (319) 356-5030
City Attorney Personnel:
FY2018 FY2019 FY2020
Total FTEs 5.50 5.50 5.50
CITY ATTORNEY
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.
48
City Manager: Geoff Fruin
Office Location: 410 E. Washington St.
Phone: (319) 356-5010
CITY MANAGER
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
City Manager’s Office Divisions
General Fund:
• City Manager
• Communications Office
• Human Resources
• Human Rights
• Economic Development
49
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:
FY2018* FY2019 FY2020
Total FTEs 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.
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Finance Director: Dennis Bockenstedt
Office Location: 410 E. Washington St.
Phone: (319) 356-5050
FINANCE DEPARTMENT
Finance Department Divisions:
General Fund : Internal Service:
• Administration ● Information Technology Services
• Accounting ● Risk Management
• Purchasing ● Purchasing
• Revenue ● 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.
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Finance Department Personnel:
FY2018 FY2019 FY2020
Total FTE’s 35.78 34.93 34.93
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.
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Police Chief: Jody Matherly
Office Location: 410 E. Washington St.
Phone (Front desk/non-emergency): (319) 356-5275
POLICE DEPARTMENT
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.
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Police Department Personnel:
FY2018 FY2019 FY2020
Total FTEs 105.00 107.00 107.00
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.
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FIRE DEPARTMENT
Fire Chief: John Grier
Administrative Office Location: 410 E. Washington Street
Phone (Administration/non-emergency): (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.
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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:
FY2018 FY2019 FY2020
Total FTE’s 64.00 64.00 64.00
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Parks & Recreation Director: Juli Seydell Johnson
Parks Division Office Location: 2275 South Gilbert Street
Phone: (319) 356-5107
Recreation Division Office Location: 220 South Gilbert Street
Phone: (319) 356-5100
PARKS & RECREATION
Parks & Recreation Divisions
General Fund:
• Administration
• Recreation
• Parks Maintenance
• Cemetery Operations
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.
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.
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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:
FY2018 FY2019 FY2020
Total FTEs 43.75 44.00 45.50
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.
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Library Director:Elsworth Carman
Location:123 South Linn Street
Phone:(319) 356-5200
LIBRARY
ICPL Hours of Operation:
Mon-Thurs:
10 am – 9 pm
Friday:
10 am – 8 pm
Saturday:
10 am – 6 pm
Sunday:
12 pm – 5 pm
MISSION STATEMENT
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.
DEPARTMENT DESCRIPTION
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.
Iowa City Public
Library Divisions:
General Fund:
•Library Operations
•Library
Foundation
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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:
FY2018 FY2019 FY2020
Total FTEs 46.17 46.17 46.05
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.
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Senior Center Coordinator: LaTasha DeLoach
Location: 28 South Linn Street
Phone: (319) 356-5220
SENIOR CENTER
Senior Center Hours of Operation:
Business Hours Extended Member Hours
8 AM - 5 PM, 7 AM – 7 PM,
Monday – Friday Monday - Thursday
7 AM – 5 PM, Friday
Building hours are 10:30 AM – 1:30 PM,
often extended to Saturday & Sunday
accommodate evening
and weekend programming.
Please see Calendar of Events for program schedule.
MISSION STATEMENT
The mission of the Senior Center is to promote optimal aging among older adults by offering
programs and services that promote wellness, social interaction, community engagement,
and intellectual growth. The Center serves the public through intergenerational
programming and community outreach.
DEPARTMENT DESCRIPTION
Establishing social connections, keeping active physically and mentally, and maintaining
contact with the community are cornerstones of optimal aging, and they are what we do best
at The Center.
Establishing Social Connections
• Social interaction and engagement is an essential component of all programming.
Classes, programs, special events, performance groups, volunteer activities, clubs, and
organizations all incorporate time for participants to interact with each other.
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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:
FY2018 FY2019 FY2020
Total FTEs 7.00 7.00 7.00
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.
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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
NEIGHBORHOOD & DEVELOPMENT 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.
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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,
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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.
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.
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.
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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:
FY2018* FY2019 FY2020
Total FTEs 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.
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Public Works Director: Ron Knoche
Administrative Office Location: 410 E. Washington St.
Phone: (319) 356-5138
PUBLIC WORKS DEPARTMENT
Public Works Department Divisions
General Fund:
• Administration ● Engineering
Special Revenue:
• 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.
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Public Works Personnel:
FY2018* FY2019 FY2020
Total FTEs 151.50 152.76 155.76
*Note – In FY2018 the Refuse Collection and Landfill activities returned to the Public Works
Department.
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.
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Transportation Services Director: Darian Nagle-Gamm
Parking Office Location: 335 Iowa Avenue
Phone: (319) 356-5096
Transit Office Location: 1200 South Riverside Dr.
Phone: (319) 356-5151
www.ebongo.org
TRANSPORTATION SERVICES
Transportation Services
Department Divisions:
General Fund:
• Administration
Enterprise Funds:
• Parking
• Public Transportation
MISSION STATEMENT
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.
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Transportation Services Personnel:
FY2018* FY2019 FY2020
Total FTEs 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.
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.
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Operations Specialist: Michael Tharp
Location: 1801 S. Riverside Drive
Phone: (319) 356-5045
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.
AIRPORT
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.
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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:
FY2018 FY2019 FY2020
Total FTEs 1.00 1.00 1.00
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Non-Budgetary
Funds
General Fund Special
Revenue Funds
Debt Service
Fund
Enterprise
Funds
Capital Projects
Fund
Internal Service
Funds
General (10**)CDBG (2100)Debt Service
(50**)Parking (710*)Capital Projects Equipment (810*)
HOME Grant (2110)Transit (715*)Risk Management
(8200)
Road Use Tax (2200)Wastewater (720*)
Information
Technology Services
(830*)
Other Shared
Revenues (2300)Water (730*)Central Services
(8400)
Metro Planning
Organization of
Johnson County
(2350)
Refuse Collection
(7400)
Health Insurance
(8500)
Employee Benefits
(2400)Landfill (750*)Dental Insurance
(8600)
Affordable Housing
(2500)Airport (7600)
Peninsula
Apartments (2510)Storm Water (7700)Agency Funds
Tax Increment
Financing (26**)
Housing Authority
(79**)Project Green (9102)
Self-Supporting
Municipal
Improvement District
(2820)
Major funds
City of Iowa City
Budgetary Fund Structure
Budgetary Funds
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BUDGETARY FUND STRUCTURE
A fund is a grouping of related accounts that is used to maintain control over resources that
have been segregated for specific activities or objectives. The City, like other state and local
governments, uses fund accounting to ensure and demonstrate compliance with finance-related
legal requirements. All of the funds of the City can be divided into three categories:
governmental funds, proprietary funds, and fiduciary funds.
Governmental Funds
• 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 Tax Increment Financing, 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.
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• 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.
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General Fund Neighborhood & Development Services
City Council NDS Administration
City Council Development Services
Neighborhood Services
City Clerk
City Clerk
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
Departments & Divisions by Fund
General Fund
Debt Service Fund
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CDBG Fund Affordable Housing Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
HOME Grant Fund Peninsula Apartments Fund
Neighborhood & Development Services Neighborhood & Development Services
Neighborhood Services Neighborhood Services
Road Use Tax Fund Tax Increment Financing Fund
Public Works Finance
Streets Operations Finance Administration
Other Shared Revenues Fund SSMID - Downtown
Neighborhood & Development Services Finance
Neighborhood Services Finance Administration
Metro Planning Organization of Johnson County
Neighborhood & Development Services
Metro Planning Organization of Johnson County
Employee Benefits Fund
Finance
Finance Administration
Departments & Divisions by Fund
Special Revenue Funds
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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
Equipment Fund Central Services Fund
Public Works Finance
Equipment Services Purchasing
Risk Management Reserve Health Insurance Reserve
Finance Finance
Risk Management Finance Administration
Information Technology Services Fund Dental Insurance Reserve
Finance Finance
Information Technology Services Finance Administration
Departments & Divisions by Fund
Enterprise Funds
Internal Service Funds
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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)
F
Y
2
0
2
0
PREPARATION OF THE FINANCIAL PLAN
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 all major funds, 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 administrative chargebacks,
UniverCity property and loans, 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)
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and measurable (the amount of the transaction can be determined). Revenue accrued
includes property taxes, intergovernmental revenue, and interest earned on investments (if
they are collected within 60 days after the year-end). Expenditures are recorded when the
related fund liability is incurred. Principal and interest on long-term debt, as well as
expenditures related to compensated absences and claims and judgments, are recorded
only when payment is due. This basis differs from that used in the CAFR for the
government-wide financial statements and the proprietary fund statements.
The government-wide financial statements and the proprietary fund statements are
accounted for on the flow of economic resources measurement focus and use the accrual
basis of accounting in the City’s CAFR. Agency funds do not have a measurement focus
and use the accrual basis of accounting. Under the accrual method, revenues are recorded
when earned and expenses are recorded at the time liabilities are incurred. The City applies
all applicable Financial Accounting Standards Board pronouncements issued on or before
November 30, 1989, except those that conflict with GASB pronouncements, in accounting
and reporting for these funds.
Annual Preparation Schedule
The City Manager instructs the Department Directors on whether any changes in level of
service can be factored into the proposed financial plan. This is done before the actual
budget process starts. Changes to the financial plan are done annually during the budget
process. All revenue and expenditure estimates are re-evaluated and revised if necessary.
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.
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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.
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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.
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Financial Plan Preparation Schedule
August 1 – 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 21, 2018
City Council work session discussion regarding fiscal year 2020 budget goals.
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.
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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.
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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
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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.
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• 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
management/employee 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
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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.
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▪ 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,
9191
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.
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▪ 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.
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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.
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. The total projected impact of
the property tax reform over ten years for the City is estimated to be a loss of $51,694,623.
94
The strategy that the City has undertaken in response to the property tax reform 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 Appendix contains a State Property Tax Reform Impact Summary (pages 673 – 674) with
further details of the bill and a description of the estimated financial impact of the provisions of
SF295 to the City over its first ten years.
Landfill Replacement & Closure Reserves
The Landfill Fund maintains a number of reserves that serve various purposes. Some of these
reserves are required by law and some are created by management to financially prepare for future
occurrences. Legally, the City is required to maintain and fund a closure and a post-closure reserve
to ensure that sufficient funds are retained to close and monitor landfill cells as they become full. In
order to comply with these funding requirements, the City hires a certified landfill engineering firm to
calculate the future cost requirements and to provide us with a certified report. The City is required
to have a pro-rated share of this funding placed into the proper closure and post-closure funds
based upon the amount of tonnage that the landfill can accept versus how much has actually been
deposited. The City maintains these accounting records and files a funding report with the State of
Iowa annually. The estimated balances for fiscal year 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 $9,401,348.
Discussion of the Landfill Fund can be found starting on page 452.
At June 30, 2018, it is estimated that the landfill had deposited 4,332,967 tons versus its permitted
capacity of 5,250,000 or 82.53%.
Transit & Equipment replacement reserves
The City maintains long-term replacement reserves including cable television equipment, library
equipment, vehicles and heavy equipment, information technology equipment replacement, and
public transportation buses and facilities. Included in the operating budget are transfers and internal
charges to the replacement reserves for the purpose of funding the replacement of these types of
equipment. The transfers are equivalent to the annual depreciation on the equipment so that these
replacements are fully funded when they are necessary. The replacement reserve for transit buses
and facilities is funded at 20% of accumulated depreciation due to the availability of state and federal
grants to make these purchases. Transit buses and facilities are depreciated using the straight-line
95
method over an eight-year useful life. These grants typically fund 80% - 85% of the acquisition cost
of the bus. The projected balances for replacement funds for fiscal year 2020 are as follows:
Reserve Fund Balance
Library equipment equipment General 350,076$
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 General Fund is presented beginning on page 117, the Transit Fund is presented starting on
page 388, the Equipment Fund is presented on page 597, and the ITS Fund is presented beginning
on page 610.
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. The Central Services Fund is
presented starting on page 618.
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
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. The
Risk Management Fund is presented on page 605 and the Health Insurance Fund is presented on
page 623.
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.
96
Below is the five-year capital improvement plan expenditure summary by division.
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 $163,522,501.
The five-year Capital Improvement Program is presented as part o the Capital Projects Fund section
of the budget starting on page 497.
2019 2020 2021 2022 2023 Total
Airport 392,000$ 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 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 Plan 2019-2023
Summary by Division
97
Employee
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$ 12,051,887$
Revenues
Property Taxes 36,176,002$ 12,210,314$ 11,553,357$ -$ -$ -$ -$
Other City Taxes 2,468,300 150,378 140,643 - - - -
Licenses, Permits, & Fees 2,576,370 - - - - 9,440 -
Use of Money and Property 1,111,577 - 120,370 123,441 222,262 277,683 281,236
Intergovernmental 4,046,645 666,075 321,689 - 2,121,850 - -
Charges for Fees and Services 1,366,366 - - 5,769,420 1,984,150 11,433,056 9,331,360
Miscellaneous 6,177,874 5,000 - 190,490 72,740 48,133 15,810
Other Financial Sources 561,177 - 54,525 - - - -
Sub-Total Revenues 54,484,311 13,031,767 12,190,584 6,083,351 4,401,002 11,768,312 9,628,406
Transfers In 12,294,657 - 1,079,920 1,021,221 3,996,479 4,686,300 2,003,729
Total Revenues & Transfers In 66,778,968$ 13,031,767$ 13,270,504$ 7,104,572$ 8,397,481$ 16,454,612$ 11,632,135$
Expenditures by Department
City Council 153,065$ -$ -$ -$ -$ -$ -$
City Clerk 570,679 - - - - - -
City Attorney 873,609 - - - - - -
City Manager 4,223,782 - - - - - -
Finance 4,443,650 1,292,628 13,039,775 - - - -
Police 14,843,901 - - - - - -
Fire 8,517,508 - - - - - -
Parks & Recreation 9,327,677 - - - - - -
Library 6,920,059 - - - - - -
Senior Center 941,522 - - - - - -
Neighborhood & Dvlpmt Services 5,092,304 - - - - - -
Public Works 2,666,172 - - - - 9,447,539 8,680,649
Transportation Services 617,078 - - 6,609,133 7,617,583 - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 59,191,007 1,292,628 13,039,775 6,609,133 7,617,583 9,447,539 8,680,649
Transfers Out 6,840,994 11,388,578 - 1,945,957 275,000 5,875,300 3,060,079
Total Expenditures & Transfers Out 66,032,001$ 12,681,206$ 13,039,775$ 8,555,090$ 7,892,583$ 15,322,839$ 11,740,728$
Estimated Fund Balance 6/30/2020 34,286,749$ 3,878,860$ 8,993,337$ 9,486,694$ 6,986,322$ 20,438,235$ 11,943,294$
Restricted, Committed, Assigned 8,884,072 - 2,047,947 1,500,000 4,093,476 6,302,368 3,832,224
Unassigned Fund Balance 6/30/2020 25,402,677$ 3,878,860$ 6,945,389$ 7,986,694$ 2,892,847$ 14,135,867$ 8,111,070$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
All Fund Summary
Fiscal Year 2020
98
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$ 7,017,877$ 133,984,699$ 32,838,033$ 166,822,732$
-$ -$ -$ -$ -$ 356,980$ 60,296,653$ -$ 60,296,653$
- - - - - 3,450,835 6,210,156 - 6,210,156
- - - - - - 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 10,083,205 36,022,437 618,650 36,641,087
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 14,669,675 170,133,482 21,220,313 191,353,795
2,000 1,326,984 1,000 29,290 12,246,676 2,024,624 40,712,880 - 40,712,880
3,671,983$ 8,321,766$ 1,728,010$ 9,635,848$ 34,124,417$ 16,694,299$ 210,846,361$ 21,220,313$ 232,066,674$
-$ -$ -$ -$ -$ -$ 153,065$ -$ 153,065$
- - - - - - 570,679 - 570,679
- - - - - - 873,609 - 873,609
- - - - - - 4,223,782 - 4,223,782
- - - - - 1,574,485 20,350,538 13,394,955 33,745,493
- - - - - - 14,843,901 - 14,843,901
- - - - - - 8,517,508 - 8,517,508
- - - - - - 9,327,677 - 9,327,677
- - - - - - 6,920,059 - 6,920,059
- - - - - - 941,522 - 941,522
- - - 9,339,315 - 3,060,867 17,492,486 - 17,492,486
- - 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
- - - - 9,555,460 - 9,555,460 - 9,555,460
3,718,219 5,209,997 670,948 9,339,315 31,363,282 11,534,351 167,714,426 19,835,325 187,549,751
- 2,814,603 990,000 49,483 1,750,000 5,722,886 40,712,880 - 40,712,880
3,718,219$ 8,024,600$ 1,660,948$ 9,388,798$ 33,113,282$ 17,257,237$ 208,427,306$ 19,835,325$ 228,262,630$
1,234,336$ 24,969,581$ 745,497$ 5,330,927$ 1,654,985$ 6,454,939$ 136,403,754$ 34,223,022$ 170,626,776$
- 23,379,756 - 1,139,718 - 954,750 52,134,310 20,893,975 73,028,285
1,234,336$ 1,589,824$ 745,497$ 4,191,209$ 1,654,985$ 5,500,189$ 84,269,444$ 13,329,047$ 97,598,491$
City of Iowa City
All Fund Summary
Fiscal Year 2020
99
Other Metro
Road Shared Planning Org. 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$ 1,613,211$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - -
Licenses, Permits, & Fees - - - - - -
Use of Money and Property 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 1,000,000
Total Revenues & Transfers In 733,511$ 739,722$ 8,978,834$ -$ 739,396$ 1,000,000$
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 1,000,000
Public Works - - 6,534,321 - - -
Transportation Services - - - - - -
Airport - - - - - -
Governmental Projects - - - - - -
Enterprise Projects - - - - - -
Sub-Total Expenditures 685,421 583,882 6,534,321 - 739,396 1,000,000
Transfers Out - 29,290 3,349,902 - - -
Total Expenditures & Transfers Out 685,421$ 613,172$ 9,884,223$ -$ 739,396$ 1,000,000$
Estimated Fund Balance 6/30/2020 332,155$ 273,619$ 2,654,024$ 3,968$ 253,223$ 1,613,211$
Restricted, Committed, Assigned - - - - - -
Unassigned Fund Balance 6/30/2020 332,155$ 273,619$ 2,654,024$ 3,968$ 253,223$ 1,613,211$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2020
100
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$ -$ 253,159$ 7,017,877$
-$ -$ 356,980$ -$ 356,980$
- 3,450,835 - - 3,450,835
- - - - -
73,270 10,000 - 363,020 479,825
- - 41,111 - 10,083,205
- - - - 21,000
- - - - 65,830
- - - - 212,000
73,270 3,460,835 398,091 363,020 14,669,675
- 107,620 - 100,000 2,024,624
73,270$ 3,568,455$ 398,091$ 463,020$ 16,694,299$
-$ -$ -$ -$ -$
- - - - -
- - - - -
- - - - -
- 1,176,394 398,091 - 1,574,485
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
52,168 - - - 3,060,867
- - - - 6,534,321
- - - - -
- - - 364,678 364,678 -
- - - - -
- - - - -
52,168 1,176,394 398,091 364,678 11,534,351
- 2,258,669 - 85,025 5,722,886
52,168$ 3,435,063$ 398,091$ 449,703$ 17,257,237$
203,513$ 854,750$ -$ 266,475$ 6,454,939$
- 854,750 - 100,000 954,750
203,513$ -$ -$ 166,475$ 5,500,189$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2020
101
Risk Information Central Health Dental Total
Equipment Management Technology Services Insurance Insurance Non-Budgetary
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
Property Taxes -$ -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 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 7,206,938$ 1,726,350$ 2,347,559$ 268,622$ 9,230,807$ 440,037$ 21,220,313$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - 1,674,769 2,280,995 213,785 8,796,197 429,209 13,394,955
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services - - - - - - -
Public Works 6,440,370 - - - - - 6,440,370
Transportation Services - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 6,440,370 1,674,769 2,280,995 213,785 8,796,197 429,209 19,835,325
Transfers Out - - - - - - -
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 6/30/2020 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 balances can be found within individual fund summaries.
City of Iowa City
Non-Budgetary Fund Summary
Fiscal Year 2020
102
2016
Actual
2017
Actual
2018
Actual
2019
Revised
2020
Budget
2021
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 48,667,850$ 51,151,026$ 51,880,377$ 55,053,255$ 54,484,311$ 55,569,590$
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 Co 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 13,031,767 13,397,985
2500 Affordable Housing 1,000,000 3,926 415,749 404,360 - -
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 295,284 318,343 354,385 400,124 398,091 408,800
Debt Service Fund
5*** Debt Service 13,301,892 14,353,841 13,288,394 12,611,282 12,190,584 11,528,752
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$ 180,832,305$ 170,133,482$ 162,514,733$
Non-Budgetary Fund Revenues
Capital Projects Fund
Internal Service Projects 25,195$ 174$ -$ -$ -$ -$
Internal 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$ 19,950,757$ 19,904,349$ 21,220,315$ 21,272,579$
Total Revenues - All Funds 192,596,737$ 212,466,494$ 187,313,062$ 200,736,654$ 191,353,797$ 183,787,312$
Additional information regarding specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Revenues by Fund
103
2016
Actual
2017
Actual
2018
Actual
2019
Revised
2020
Budget
2021
Projected
Budgetary Fund Revenues
Property Taxes 52,020,806$ 55,357,358$ 56,525,799$ 59,173,825$ 60,296,653$ 61,096,757$
Other City Taxes
Gas/Electric Excise Tax 764,260 726,457 684,299 676,411 676,391 676,391
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 6,210,156 5,838,426
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 2,585,810 2,585,810
Use Of Money And Property
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 Intergovnt 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 1,759,102 1,759,102
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 36,022,437 29,337,675
Charges For Fees & Services
Building & Devlpmt 1,719,875 969,936 908,376 888,930 381,900 381,900
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$ 43,047,308$ 43,197,451$ 41,622,109$ 42,088,944$
City of Iowa City
All Funds
Revenues by Type
104
2016
Actual
2017
Actual
2018
Actual
2019
Revised
2020
Budget
2021
Projected
City of Iowa City
All Funds
Revenues by Type
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 23,897,097 33,795,498 12,174,462 14,162,000 12,157,340 10,464,140
Sale Of Assets 7,747,140 3,081,294 3,633,506 2,920,018 307,477 307,477
Insurance Recoveries - - - 316,898 - -
Loans 1,744,239 1,106,510 956,682 1,152,726 533,721 533,721
Other Financial Sources Total 33,388,475 37,983,302 16,764,651 18,551,642 12,998,538 11,305,338
Total Budgetary Revenues 175,416,959$ 193,830,381$ 167,320,568$ 180,832,309$ 170,133,486$ 162,514,733$
Non-Budgetary Fund Revenues
Capital Projects Fund 25,195$ 174$ -$ -$ -$ -$
Internal Service Funds 17,154,627 18,635,940 19,950,754 19,904,347 21,220,313 21,272,579
Total Non-Budgetary Revenues 17,179,822$ 18,636,114$ 19,950,754$ 19,904,347$ 21,220,313$ 21,272,579$
Total Revenues - All Funds 192,596,781$ 212,466,494$ 187,271,323$ 200,736,656$ 191,353,799$ 183,787,312$
Property Taxes
35%
Other City Taxes
4%
Licenses, Permits, & Fees
2%
Use Of Money And Property
2%Intergovernmental
21%
Charges For Fees & Services
24%
Miscellaneous
4%Other Financial
Sources
8%
Budgetary Fund Revenues by Type
105
2016
Actual
2017
Actual
2018
Actual
2019
Revised
2020
Budget
2021
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 49,198,596$ 51,413,370$ 52,714,596$ 60,388,797$ 59,191,007$ 59,407,047$
Special Revenue Funds
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 Co 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 1,000,000 650,000
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 295,284 318,343 354,385 400,124 398,091 408,800
Debt Service Fund
5*** Debt Service 15,016,250 15,218,289 13,469,600 13,806,387 13,039,775 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 8,440,774 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$ 240,741,759$ 167,714,426$ 159,854,731$
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$ 259,591,575$ 187,549,751$ 180,028,826$
Additional information specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Expenditures by Fund
106
2016
Actual
2017
Actual
2018
Actual
2019
Revised
2020
Budget
2021
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 4,223,782 3,829,653
Finance 19,669,565 19,741,817 18,989,115 20,950,266 20,350,538 22,314,493
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 9,327,677 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 22,046,156 17,492,486 17,178,181
Public Works 25,878,325 41,400,547 38,587,895 31,250,541 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$ 240,741,759$ 167,714,426$ 159,854,731$
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$ 259,591,575$ 187,549,751$ 180,028,826$
City of Iowa City
All Funds
Expenditures by Department
City Council
0%City Clerk
0%
City Attorney
1%
City Manager
3%Finance
15%
Police
11%
Fire
6%
Parks & Recreation
7%
Library
5%
Senior Center
1%
Neighborhood &
Dvlpmnt Services
13%
Public Works
21%
Transportation Services
17%
Airport
0%
Budgetary Fund Expenditures by Department
(excluding Capital Projects)
107
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 2,522,422$ 1,085,489$ 115,000$ 4,328,003$ 20,052$ 3,678,133$ 11,749,099$
Special Revenue Funds:
Employee Benefits 10,492,696 451,546 10,944,242
HOME 32,750 32,750
Road Use Tax 79,864 248,477 2,769,000 3,097,341
Tax Increment Financing 1,079,726 48,741 1,802,347 2,930,814
Enterprise Funds:
From Parking 495,000 242,467 1,021,221 1,758,688
From Transit 235,000 3,231,000 3,466,000
From Wastewater 2,279,500 2,983,412 5,262,912
From Water 1,302,100 1,824,915 3,127,015
From Landfill 3,445,000 959,748 4,404,748
From Airport 67,800 67,800
From Storm Water 1,109,000 1,109,000
From Housing Authority 47,949 47,949
Capital Project Funds 1,475,000 1,475,000
Internal Service Funds:
From Equipment 123,200 123,200
From Info. Technology Services 275,000 275,000
From Central Services 76,820 76,820
Total Transfers In:14,222,657$ 1,785,512$ 115,000$ 16,554,164$ 1,822,399$ -$ 9,619,098$ 5,829,548$ 49,948,378$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 2,522,422$ 10,572,560$ 1,079,726$ 47,949$ 14,222,657$
Road Use Tax Fund 451,546 451,546
Other Special Revenue Funds 1,200,489 248,477 1,448,966
Debt Service Fund 20,052 1,802,347 1,822,399
Enterprise Funds 3,678,133 32,750 1,475,000 4,433,215 9,619,098
Debt Service Reserves 5,829,548 5,829,548
Capital Project Funding 4,328,003 2,769,000 48,741 475,020 8,933,400 16,554,164
Total Transfers Out:11,749,099$ 14,074,333$ 2,930,814$ 1,475,000$ -$ 475,020$ 19,244,112$ -$ 49,948,378$
Transfers In
Transfers Out
City of Iowa City
Revised Budgeted Transfer Schedule
Fiscal Year 2019
108
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 1,069,012 107,620$ 1,689,822$ 20,052$ 3,882,066$ 6,840,994$
Special Revenue Funds:
Employee Benefits 10,924,104 464,474 11,388,578
HOME 29,290 29,290
Road Use Tax 82,326 283,518 2,947,000 37,058 3,349,902
Tax Increment Financing 1,166,322 32,479 1,059,868 2,258,669
Enterprise Funds:
From Parking 675,000 249,736 1,021,221 1,945,957
From Transit 275,000 275,000
From Wastewater 2,940,000 2,935,300 5,875,300
From Water 1,057,350 2,002,729 3,060,079
From Landfill 1,830,000 984,603 2,814,603
From Airport 85,025 85,025
From Storm Water 990,000 990,000
From Housing Authority 49,483 49,483
Capital Project Funds 1,750,000 1,750,000
Total Transfers In:12,294,657$ 1,817,004$ 107,620$ 12,246,676$ 1,079,920$ -$ 7,207,753$ 5,959,250$ 40,712,880$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
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 1,176,632 283,518 1,460,150
Debt Service Fund 20,052 1,059,868 1,079,920
Enterprise Funds 3,882,066 66,348 1,750,000 1,509,339 7,207,753
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:6,840,994$ 14,767,770$ 2,258,669$ 1,750,000$ -$ -$ 15,095,447$ -$ 40,712,880$
City of Iowa City
Budgeted Transfer Schedule
Fiscal Year 2020
Transfers In
Transfers Out
109
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
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:
Employee Benefits 11,251,827 478,408 11,730,235
HOME 29,290 29,290
Road Use Tax 83,973 311,870 2,747,000 38,182 3,181,025
Tax Increment Financing 88,916 986,062 1,074,978
Enterprise Funds:
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$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
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 1,006,114
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$
City of Iowa City
Projected Budget Transfer Schedule
Fiscal Year 2021
Transfers In
Transfers Out
110
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Budget
Change
in FTEs
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 Administration 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 -
Fire Emergency Operations 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 Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Government 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 -
Sustainability Services - - - 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 - - - - - - - -
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 -
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
111
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Budget
Change
in FTEs
FY2019-2020
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
Transportation Services:
Transportation Services Admin - - - - 2.00 3.00 2.00 2.00 -
CBD Maintenance Operations - - - - 1.00 1.00 1.00 1.00 -
Sub-total General Fund 351.90 354.28 351.40 356.59 368.18 367.18 370.68 372.06 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:
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 - - - - - - -
UniverCity Neighborhood Partnership 0.20 - - - - - - - -
Metro Planning Org of Johnson Co 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 -
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 598.74 592.10 584.60 575.87 577.04 578.04 582.70 585.33 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 623.91 615.01 607.51 598.78 599.89 601.89 605.55 608.18 2.63
112
(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 - III 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 II, while a .50 FTE Library
MW II 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 II - 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.
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
0
100
200
300
400
500
600
700
2013
Adopted
2014
Adopted
2015
Adopted
2016
Adopted
2017
Adopted
2018
Adopted
2019 Adopted 2020 Budget
FTE Summary by Fund Type
Last Eight Years
General Fund Special Revenue Funds Capital Projects Funds Enterprise Funds Internal Service Funds Agency Funds
113
114114
GENERAL FUND
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Expenditures
Division Summaries
F
Y
2
0
2
0
GENERAL FUND
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 $66.8 and $66.0 million, respectively.
A.General Fund Revenues
Revenues & Transfers In 2018
Actual
2019
Revised
2020
Budget
2021
Projected
Property Taxes 32,902,940$ 34,764,019$ 36,176,002$ 37,261,010$
Other City Taxes 2,460,404 2,630,582 2,468,300 2,468,300
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
Intergovernmental 3,783,350 3,966,398 4,046,645 4,046,645
Charges For Fees And Services 1,497,214 1,413,758 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 55,053,255 54,484,311 55,569,590
Transfers In 10,195,430 14,222,657 12,294,657 11,548,105
Total Revenues & Transfers In 62,075,807$ 69,275,912$ 66,778,968$ 67,117,695$
117
1.Property Taxes - Property tax revenue of $36.2 million is the primary funding source for
General Fund operations, providing approximately 66% 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
a 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 $2.2 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, $410,550 in gas and electric excise taxes, and $976,050
in utility franchise taxes. The fiscal year 2020 budget is a decrease of 6.2% 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 permit/license 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 $4.05 million in fiscal year 2020. The fiscal year 2020 budget is an
increase of 2.0% 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 increase from the fiscal year
2020 amount is from an increase 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 $1.5 million receipted into the General Fund. The remainder is
deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire
employee benefits and into the Capital Projects Fund as reimbursements for a percentage of
Fire capital asset replacement.
FY2017 FY2018 FY2019 FY2020 FY2021
Intergovernmental Funding Actual Actual Revised Budget Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services 215,209$ 256,114$ 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 - Accounting - - 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 1,045,917 1,045,917
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 2,825,522 2,825,522
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$ 4,046,645$ 4,046,645$
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 a decrease
of 3.4% of the fiscal year 2019 revised budget of $1.4 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 2020, 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 11,376,562 11,184,590 10,675,452
Supplies 1,577,055 1,678,323 1,721,026 1,755,447
Capital Outlay 2,612,935 3,296,893 2,278,398 1,667,345
Other Financial Uses 668,000 1,262,500 200,000 200,000
Contingency - 555,000 580,000 585,000
Sub-total Expenditures:52,714,596 60,388,797 59,191,007 59,407,047
Transfers Out 13,683,695 11,749,099 6,840,994 6,224,656
Total Expenditures &
Transfers Out 66,398,291$ 72,137,896$ 66,032,001$ 65,631,703$
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 $11.18 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:
$501,500 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 $2.3 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 $6.8 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 $1,00,000 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:
Loan Date
Loan
Amount
Final
Payment
Principal
Outstanding as
of 6/30/19
Total
Payment
FY20
FY20
Principal
FY20
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, $2.0 million of General Fund unassigned fund balance
is to be transferred into a newly created, Facility Master Plan Reserve, within the General
Fund. This fund will be assigned to implementation of the 2012 Facilities Space Needs Study
and Master Plan.
126
General Fund’s unassigned fund balance is relied upon to provide cash flow during the first
quarter of the fiscal year as the majority of property taxes are not received until
October/November. The following chart demonstrates how expenditures have exceeded
receipts in the first three months over the past ten years.
3 Months @
Sept. 30 Receipts Expenditures Shortfall
FY2019 9,833,115$ 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
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
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Fund Balance, July 1 49,045,399$ 48,135,654$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$
Revenues:
Property Taxes 29,796,656$ 31,754,702$ 32,902,940$ 34,764,019$ 36,176,002$ 37,261,010$
Other City Taxes 2,431,882 2,534,880 2,460,404 2,630,582 2,468,300 2,468,300
Licenses And Permits 3,056,051 3,521,079 2,734,068 2,543,150 2,576,370 2,576,370
Use Of Money And Property 689,835 812,954 1,137,695 774,516 1,111,577 1,111,577
Intergovernmental 3,803,459 3,580,793 3,783,350 3,966,398 4,046,645 4,046,645
Charges For Fees And Services 1,607,320 1,697,137 1,497,214 1,413,758 1,366,366 1,366,637
Miscellaneous 4,603,845 5,484,920 5,787,400 6,179,409 6,177,874 6,177,874
Other Financial Sources 2,678,802 1,764,562 1,577,306 2,781,423 561,177 561,177
Sub-Total Revenues 48,667,850 51,151,026 51,880,377 55,053,255 54,484,311 55,569,590
Transfers In:
Operating Transfers In 12,468,366 10,655,199 10,195,430 14,222,657 12,294,657 11,548,105
Sub-Total Transfers In 12,468,366 10,655,199 10,195,430 14,222,657 12,294,657 11,548,105
Total Revenues & Transfers In 61,136,216$ 61,806,225$ 62,075,807$ 69,275,912$ 66,778,968$ 67,117,695$
Expenditures by Department:
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 4,223,782 3,829,653
Finance 3,598,458 3,655,228 3,805,542 4,840,145 4,443,650 4,548,881
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 and Recreation 7,324,281 7,812,840 7,993,287 8,891,119 9,327,677 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 & Development Services 6,614,830 6,074,193 4,938,698 6,865,811 5,092,304 4,882,155
Public Works 1,342,700 1,757,925 1,909,621 2,554,183 2,666,172 2,743,063
Transportation Services 13,008 619,664 488,203 597,561 617,078 633,628
Sub-Total Expenditures 49,198,596 51,413,370 52,714,596 60,388,797 59,191,007 59,407,047
Transfers Out:
Capital Project Fund 7,302,103 13,708,054 9,333,240 4,328,003 1,689,822 1,303,253
GO Bond Abatement 201,017 60,052 20,052 20,052 20,052 20,052
General Levy 212,196 182,444 183,788 185,489 169,012 175,913
Emergency Fund 1,704,205 500,000 - 450,000 - -
Facility Master Plan Reserve - - - 2,000,000 - -
Interfund Loan Repayment to Landfill - - - - 55,587 57,273
Transfers Out - Transit Fund 3,108,169 3,271,633 3,376,455 3,578,133 3,721,479 3,833,123
Transfers Out - Affordable Housing Fund - - 650,093 1,000,000 1,000,000 650,000
Misc Transfers Out 314,738 82,076 120,068 187,422 185,042 185,042
Sub-Total Transfers Out 12,842,428 17,804,258 13,683,695 11,749,099 6,840,994 6,224,656
Total Expenditures & Transfers Out 62,041,024$ 69,217,629$ 66,398,291$ 72,137,896$ 66,032,001$ 65,631,703$
Fund Balance, June 30 48,140,591$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$ 35,772,740$
Prior Year Accounting Adjustment (4,937) - - - - -
Adjusted Fund Balance, June 30 48,135,654 40,724,250 36,401,766 33,539,782 34,286,749 35,772,740
Restricted / Committed /Assigned 24,716,300 15,073,066 7,034,006 8,873,813 8,884,072 9,006,207
Unassigned Balance 23,419,354$ 25,651,185$ 29,367,761$ 24,665,970$ 25,402,677$ 26,766,533$
% of Revenues & Transfers In 38%42%47%36%38%40%
General Fund (1000 - 1024)
Fund Summary
128
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 756,858$ 814,236$ 898,683$ 986,922$ 1,056,034$ 1,156,366$
Library Foundation Development (19,291) (3,457) (3,976) (519) (519) (672)
Library Equipment Replacement Reserve 176,268 231,975 261,786 317,493 350,076 382,062
Senior Center Gift Funds 13,798 13,870 2,875 2,875 2,875 2,875
New Horizons Band 10 10 - - - -
Cable Replacement Reserves 162,392 146,835 151,584 115,084 125,084 115,084
Energy Efficiency Revolving Loan Fund 144,494 185,455 226,416 - - -
Facility Master Plan Reserve - - - 2,000,000 2,000,000 2,000,000
Animal Shelter Bequest Funds - - 135,048 117,408 117,408 117,408
1,234,529$ 1,388,924$ 1,672,415$ 3,539,262$ 3,650,958$ 3,773,123$
Committed:
(Available for current and / or future operations)
Emergency Funds 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$
Restricted:
(Not available for general operations)
Police Forfeiture Share 386,338$ 305,687$ 236,724$ 136,824$ 35,388$ 35,388$
Police Abandon Property 71,745 43,248 46,636 11,636 11,636 11,636
Cemetery Perpetual Care - 114,846 116,348 114,208 114,208 114,178
Public Art - - - - - -
Local Option Sales Tax 18,262,595 8,021,582 - - - -
Restricted (Unspent Bond Proceeds)62,314 - - - - -
18,782,992$ 8,485,362$ 399,708$ 262,668$ 161,232$ 161,202$
Total Assigned / Committed / Restricted:24,716,300$ 15,073,066$ 7,034,006$ 8,873,813$ 8,884,072$ 9,006,207$
Unassigned:23,419,354 25,651,185 29,367,761 24,665,970 25,402,677 26,766,533
General Fund Ending Fund Balance 48,135,654$ 40,724,250$ 36,401,766$ 33,539,782$ 34,286,749$ 35,772,740$
General Fund
Assigned, Committed & Restricted Fund Balance
129
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$ 36,176,002$ 37,261,010$
Other City Taxes
Gas/Electric Excise Tax 441,082 421,007 402,645 401,692 410,550 410,550
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 1,045,917 1,045,917
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 579,755 649,237 477,627 444,570 360,900 360,900
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$ 55,053,255$ 54,484,311$ 55,569,590$
General Fund
Revenues by Type
130
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
City Council
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 1,465,780 986,651
Finance
Finance Adminstration 1,465,382 1,483,352 1,536,946 2,552,080 2,038,013 2,077,366
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 4,167,814 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 4,331,506 2,741,083 2,467,798
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$ 60,388,797$ 59,191,007$ 59,407,047$
General Fund
Expenditures by Department and Division
131
CITY COUNCIL
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:
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 $11,000 for the
replacement of chairs in the City Council chambers.
132132
Activity: City Council (110100)Fund: General (1000)
Division: City Council Department: City Council
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 107,734$ 110,148$ 109,461$ 120,391$ 153,065$ 156,883$
Other Financial Sources
Sale Of Assets - 4 - - - -
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
Activity Summary
133133
CITY CLERK
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
134134
Staffing:
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.
135135
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Ordinances & Resolutions Received and
Finalized (with attached documents e.g.
Contracts)
408 485 444 390 417
Hours Processing Initiatives and
Referendum Petitions 238 N/A N/A N/A N/A
Legal Publications Published 489 433 502 518 636
Notice to Bidders Posted New
Measure
New
Measure
New
Measure 12 44
Council Meeting and Information Packets
Distributed 111 116 113 115 112
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Number of Licenses and Permits
Processed 772 769 579 918 667
Board & Commission Applications
Processed 64 102 61 80 85
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
Foster Healthy Neighborhoods throughout the City, Maintain a Solid
Financial Foundation
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Provide support to the City Council, City staff, and individuals to
implement strategic plan.
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.
136136
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Number of Committees/ Commissions
Meetings Staffed (Diversity; Charter
Review; Community Police Review Board;
Senior Services)
20 53 19 12 13
Number of Council folders converted from
microfilm
New
Measure 102 293 N/A 184
Number of Images converted from
microlfim - Council folders
New
Measure 26,082 93,791 94,480 114,883
Number of Images Electronically Archived
(JC Recorder and Project Files)14,005 3,449 2,898 11,760 9,108
Number of Board and Commission
Meeting Packets Archived 173 201 149 165 147
Enhance Community Engagement and Intergovernmental Relations
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.
137137
Activity: City Clerk (120100)Fund: General (1000)
Division: City Clerk Department: City Clerk
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 482,322$ 468,459$ 468,644$ 536,263$ 545,974$ 525,689$
Licenses And Permits
Professional License 16,195 9,630 4,925 9,630 4,930 4,930
Miscellaneous
Code Enforcement 5,775 5,850 114 5,850 3,000 3,000
Other Misc Revenue 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 Clerk 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
Activity: Community Police Review Board (120200)Fund: General (1000)
Division: City Clerk 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$
Activity Summary
Activity Summary
138138
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:
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.
139139
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Ordinances & Resolutions
Approved (with attached documents
e.g. Contracts)
408 485 444 390 417
Public Meetings of City Council,
Boards and Commissions Staffed
by City Attorney’s Office
90 113 91 89 82
Cases in State and Federal Courts
and Administrative Agencies 51 44 29 31 22
Strategic Plan Goal:
Department Goal/Objective:
Performance Measures:
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:
Department Goal/Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Number of Closings 27 21 18 10 10
Professional handling of acquisition & purchases of homes in
programs endorsed by City Council (e.q. UniverCity & flood
buyout).
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
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
Provide professional legal advice and representation to the City
Council, City Manager, Department Directors and Staff and City
Assessor.
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.
Foster Healthy Neighborhoods throughout the City
140140
Activity: City Attorney (130100)Fund: General (1000)
Division: City Attorney Department: City Attorney
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
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
Sale Of Assets - - 19 - - -
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 -$ 67,500$
Total Capital Outlay -$ 67,500$
Activity Summary
141141
CITY MANAGER
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:
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, $20,000 is again included for costs
associated with hosting a UCI cyclocross world cup event.
142142
Activity: City Manager (210100)Fund: General (1000)
Division: City Manager Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 574,179$ 535,357$ 736,746$ 834,309$ 839,343$ 862,000$
Miscellaneous
Misc Merchandise - - 380 - - -
Other Misc Revenue 500 280 - 280 - -
Total Revenues 574,679$ 535,636$ 737,126$ 834,589$ 839,343$ 862,000$
Expenditures:
Personnel 485,703$ 444,207$ 527,392$ 555,994$ 586,953$ 604,562$
Services 87,549 83,966 206,103 275,518 248,906 253,884
Supplies 1,427 7,463 3,631 3,077 3,484 3,554
Total Expenditures 574,679$ 535,636$ 737,126$ 834,589$ 839,343$ 862,000$
Personnel Services - FTE 2016 2017 2018 2019 2020
Administrative Analyst 1.00 - - - -
Assistant To The City Manager - 1.00 1.00 1.00 1.00
Asst City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity Summary
143143
COMMUNICATIONS OFFICE
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 TV 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 TV 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.
144144
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 Upcoming Challenges
• 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
• 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
• 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
145145
Staffing:
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
$31,500 for the purchase of new Laserfiche licenses in fiscal year 2020.
146146
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Social media growth and digital outreach growth using e-subscription service
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Twitter (followers)2,742 4,557 6,268 7,578 8,693
Facebook (Likes)1,191 2,414 3,415 4,733 5,753
Instagram (followers)New
Measure
New
Measure 704*1,228 1,554
Media release activity 826 769 1,400 1,593 1,588
E-subscriptions New
measure 6,883 12,625 15,132 19,401
Video Programming FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Programming promoting urban core
activities and organizations 54 53 90 114 100
Programming promoting general
City initiatives, projects,
and public input
150 176 181 219 222
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Utilize social media, website, video messaging and media
outreach to provide access to a wide audience.
Note: Includes full-length and short programs, public service announcements, & program segments
* As of 09/02/2016
Enhance Community Engagement and Intergovernmental
Relations
Increase opportunities for public engagement and education.
147147
Activity: Communications Office (210200)Fund: General (1000)
Division: Communications Office Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 379,836$ 367,055$ 338,251$ 378,302$ 442,703$ 445,308$
Miscellaneous
Misc Merchandise - 1,373 - 1,370 - -
Total Revenues 379,836$ 368,428$ 338,251$ 379,672$ 442,703$ 445,308$
Expenditures:
Personnel 278,314$ 261,313$ 244,752$ 265,171$ 278,146$ 286,490$
Services 17,629 26,244 36,524 28,578 49,520 50,510
Supplies 81,083 57,028 56,975 85,923 83,537 85,208
Capital Outlay 2,810 23,844 - - 31,500 23,100
Total Expenditures 379,836$ 368,428$ 338,251$ 379,672$ 442,703$ 445,308$
Personnel Services - FTE 2016 2017 2018 2019 2020
Communications Assistant 1.00 1.00 - - -
Communications Coordinator 1.00 1.00 1.00 1.00 1.00
Digital Communications Spec 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 2.00 2.00 2.00
Capital Outlay 2019 2020
Software -$ 31,500$
Total Capital Outlay -$ 31,500$
Activity Summary
148148
Activity: Cable Administration (210251)Fund: General Fund (1000)
Division: Communications Office Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
Franchise Fees 733,644$ 685,659$ 662,448$ 512,750$ 512,750$ 512,750$
Use Of Money And Property
Interest Revenues (3,970) - - - - -
Miscellaneous
Contrib & Donations 1 - - - - -
Other Misc Revenue 54 242 41 200 - -
Other Financial Sources
Sale Of Assets 699 171 - - - -
Total Revenues 730,428$ 686,073$ 662,489$ 512,950$ 512,750$ 512,750$
Expenditures:
Personnel 347,667$ 381,005$ 330,185$ 372,910$ 371,374$ 382,515$
Services 38,818 42,385 41,915 42,821 44,601 45,493
Supplies 9,898 4,502 2,490 5,062 5,624 5,736
Total Expenditures 396,383$ 427,891$ 374,590$ 420,793$ 421,599$ 433,744$
Personnel Services - FTE 2016 2017 2018 2019 2020
Clerical Assistant - Cable T.V. 0.50 0.50 - - -
Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00
Media Production Service Coordinator 1.00 1.00 1.00 1.00 1.00
Production 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
Activity: Cable Reserves (210257)Fund: Cable Replacement Reserves (1007)
Division: Communications Office Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Transfer In:
Transfer-In from Cable Operations 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$ -$
Activity Summary
Activity Summary
149149
HUMAN RESOURCES
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
150150
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:
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.
151151
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of Internal Hires 25 40 29 24 42
Number of External Hires 98 83 90 106 125
Positions posted but not filled 13 7 3 1 10
Averages FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Days 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 $41.92
Applicants per Hire 8.32 12.54 22.61 18.97 26.83
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
City Employee Turnover Rate 7.01%7.24%6.47%5.76%5.07%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Recruitment for permanent and temporary positions in compliance
with Chapter 400 of the Iowa Code, applicable collective
bargaining agreements and City policies.
To employ effective and efficient recruitment practices in a
cost-effective manner.
Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or
Recreation program hourly staff. FY17 also excludes Council appointees and Police Chief recruitment
which was outsourced to a consulting firm.
152152
Activity: Human Resources (210300)Fund: General (1000)
Division: Human Resources Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 434,643$ 456,962$ 474,889$ 546,041$ 601,617$ 617,859$
Charges For Fees And Services
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
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
Activity Summary
153153
HUMAN RIGHTS
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
154154
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.
155155
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Number of complaints resolved within a year from the date filed.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Complaints Filed New
Measure
New
Measure 43 35 40
Resolved Complaints New
Measure
New
Measure 18 31 35
Percentage of Complaints Resolved New
Measure
New
Measure 41.86%88.57%87.50%
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Yearly number of outreaches.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of Outreach Efforts New
Measure
New
Measure 25 47 71
Provide targeted information on unlawful discrimination, and the
functions of the department to organizations, businesses, and
other entities for outreach.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Advance Social Justice and Racial Equity
Civil & Human Rights - Promote the full enjoyment of civil and
human rights for all residents in the community
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.)
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.
To address unlawful discrimination through education, outreach,
and enforcement.
156156
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Survey the racial demographics of individuals serving on City boards/commissionon an annual basis.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of persons of color serving
on boards/commissions
New
Measure
New
Measure
New
Measure 12 12
Survey the racial diversity of persons serving on City Boards and
Commissions.
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.
157157
Activity: Human Rights (210400)Fund: General (1000)
Division: Human Rights Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 331,893$ 314,526$ 325,279$ 436,170$ 437,625$ 448,975$
Licenses And Permits
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
Contrib & Donations 100 - - - - -
Other Misc Revenue 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
Activity Summary
158158
ECONOMIC DEVELOPMENT
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 new and 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: Upcoming Challenges:
• 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
• 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.
Staffing:
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 15.1% or $233,124 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.
Community Development Assistance 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
160
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value 68,277,450 77,078,890 77,791,044 80,615,536 91,668,604
Base Value 20,432,178 20,791,196 14,155,795 15,265,935 15,265,935
percent increase 234.2%270.7%449.5%428.1%500.5%
City-University Urban Renewal Area (Downtown 2001 Economic Development Amended Area)
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value 55,429,540 63,115,750 66,070,595 67,554,890 73,036,350
Base Value 15,361,532 16,030,276 13,768,996 13,678,036 13,678,036
percent increase 260.8%293.7%379.9%393.9%434.0%
SSMID area within City-University Urban Renewal Area (Downtown - Original Blighted Area)
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value (SSMID portion)76,424,244 75,886,590 94,437,040 93,981,420 113,423,360
Base Value (SSMID portion)50,047,502 49,688,484 56,323,885 55,213,745 55,213,745
percent increase 52.7%52.7%67.7%70.2%105.4%
SSMID area within City-University Urban Renewal Area (Downtown - Ec. Dev. amended Area)
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 (SSMID portion)42,023,548 41,354,804 43,616,084 43,707,044 43,707,044
percent increase 43.6%46.0%49.0%68.2%90.4%
City-University Urban Renewal Area (Totals from Above Areas)
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value 260,480,284 276,464,920 303,279,631 315,654,356 361,329,224
Base Value 127,864,760 127,864,760 127,864,760 127,864,760 127,864,760
percent increase 103.7%116.2%137.2%146.9%182.6%
City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area)
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value 125,973,470 126,218,820 135,096,620 153,746,284 176,843,341
Base Value 117,071,480 117,071,480 115,451,970 115,451,970 115,451,970
percent increase 7.6%7.8%17.0%33.2%53.2%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Build tax base in effort to continue to reduce the City's property
Work with public and private sectors to facilitate economic
development opportunities
161161
Towncrest Urban Renewal Area
Jan 2013 Jan 2014 Jan 2015 Jan 2016 Jan 2017
Current Value 33,896,500 35,452,760 37,419,862 38,725,378 40,715,430
Base Value 32,550,010 32,550,010 32,550,010 32,550,010 32,550,010
percent increase 4.1%8.9%15.0%19.0%25.1%
Urban Renewal Areas
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
New New
Measure 0 0 0 1
Amended New
Measure 5 0 3 2
Total Urban Renewal Areas New
Measure 12 12 12 13
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Employment Rate 64.40%63.50%65.00%65.20% info not
yet
Unemployment Rate 5.40%4.60%4.70%4.40% available
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Locally-owned bank deposits
x1000 *2,023,241$ 2,170,365$ 2,288,820$ 2,397,576$ info not
avail. yet
# Projects assisted that grow the
Local Foods economy
New
Measure 1 1 2 0
Support ICAD in efforts to do
targeted industry development $100,000 $100,000 $100,000 $173,392 $173,392
Promote a Strong and Resilient Local Economy
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
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.
*credit unions not included
Build Employment Opportunities
162162
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Development Projects with
sustainability features 0 4 0 1 1
Provide financial incentives to
encourage infill and redevelopment 0 4 0 1 0
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Assist Historic Preservation
projects including existing building
financial assistance
0 2 0 1 0
City assisted Affordable Housing
Units measured by # units
New
Measure 15 5*18 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Develop programs to enhance
small business
New
Measure
New
Measure
New
Measure 1 1
Work with private sectors to include environmental sustainability
measures in City-assisted projects
Promote Environmental Sustainability
Collaborate with community partners on sustainability efforts
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
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
163163
Activity: Economic Development (210510)Fund: General (1000)
Division: Economic Development * Department: City Manager
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 628,165$ 708,002$ 567,982$ 846,227$ 1,221,750$ 742,621$
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
Contrib & Donations - 1,310 900 - - -
Other Misc Revenue - 773 - - - -
Other Financial Sources
Sale Of Assets - - - 554,125 - -
Transfer In - Govt Activities 9,106 - - - - -
Total Revenues & Transfer In 906,962$ 994,263$ 812,912$ 1,694,532$ 1,465,780$ 986,651$
Expenditures:
Personnel 135,109$ 142,230$ 147,331$ 151,991$ 155,576$ 160,243$
Services 771,305 849,703 664,853 1,542,368 1,309,244 825,429
Supplies 548 2,330 728 173 960 979
Total Expenditures 906,962$ 994,263$ 812,912$ 1,694,532$ 1,465,780$ 986,651$
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 prior to fiscal year 2018 reported under Neighborhood and Development Sevices Department
Activity Summary
164
FINANCE ADMINISTRATION
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.
165
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: Upcoming Challenges:
• Implemented Whitebirch financial
projection software
• Continue to assess impact of 2013
property tax reform legislation
• Implemented racial equity tool kit
recommendations
• Filled internal auditor position and
implemented internal audit function
• Implemented city-wide PCI
compliance training
• 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:
FY2018 FY2019 FY2020
Total FTE’s 3.15 3.90 3.90
Staffing Level Change Summary:
The .25 FTE Administrative Secretary was converted to a .25 FTE Risk & Finance Assistant in
the fiscal year 2020 budget.
166
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.
167
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Moody’s Aaa Bond Rating
(maintained)Yes Yes Yes Yes Yes
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Budget Award Yes Yes Yes Yes Yes
Earn the GFOA Distinguished Budget Presentation Award.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Maintain the City’s Overall Sustainable Financial Health.
Maintain the City’s Aaa Bond Rating.
Maintain a Solid Financial Foundation
Accurate and Timely Financial Reporting.
168168
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quarterly Return on Investment
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)
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
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%
Maintain a Solid Financial Foundation
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.
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.
169169
Activity: Finance Adminstration (310100)Fund: General (1000)
Division: Finance Adminstration Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 25,115,848$ 26,764,698$ 27,732,430$ 29,300,952$ 30,491,016$ 31,100,836$
Other City Taxes
Gas/Electric Excise Tax 371,780 354,838 339,362 338,559 346,154 353,077
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 1,005,588 767,199 759,455 849,568 882,781 882,781
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 3,613,546 3,667,749
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 - - - -
Transfer In - 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$ 36,692,621$ 37,360,979$
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 - 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
Administrative Secretary 0.25 0.25 0.25 0.25 -
Risk & Finance Assistant - - - - 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$ -$
Activity Summary
170
Activity: Tort Liability (310630) Fund: General (1000)
Division: Finance Administration Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 899,325$ 959,519$ 994,229$ 1,050,484$ 1,093,156$ 1,115,019$
Other City Taxes
Gas/Electric Excise Tax 13,315 12,723 12,168 12,140 12,317 12,563
Mobile Home Tax 1,141 1,142 1,088 1,140 1,090 1,112
Intergovernmental
Property Tax Credits 35,708 27,212 26,947 30,165 31,369 31,369
Miscellaneous
Intra-City Charges 5,509 18,480 7,544 19,151 7,895 7,895
Total Revenues 954,998$ 1,019,076$ 1,041,977$ 1,113,080$ 1,145,827$ 1,167,958$
Expenditures:
Personnel 121,796$ 133,034$ 133,638$ 140,601$ 143,974$ 148,293$
Services 839,115 885,533 805,735 896,147 858,576 875,748
Supplies 5,383 5,537 5,897 5,646 5,923 6,041
Total Expenditures 966,294$ 1,024,105$ 945,270$ 1,042,394$ 1,008,473$ 1,030,082$
Personnel Services - FTE 2016 2017 2018 2019 2020
Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
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 City Taxes
Gas/Electric Excise Tax 43,593 - - - - -
Mobile Home Tax 3,546 - - - - -
Hotel/Motel Tax - - 107,617 115,000 107,620 -
Utility Franchise Tax 284,126 305,966 317,254 305,970 317,250 317,250
Use Of Money And Property
Rents 6,000 6,300 7,200 6,900 7,200 7,200
Intergovernmental
Property Tax Credits 116,911 - - - - -
Miscellaneous
Misc Merchandise 2 - - - - -
Other Misc Revenue 2,475 - - - - -
Transfer-In - Employee Benefits 8,987,501 9,096,921 9,947,001 10,492,696 10,924,104 11,251,827
Total Revenues & Transfer In 12,380,299$ 9,409,187$ 10,379,072$ 10,920,566$ 11,356,174$ 11,576,277$
Expenditures:
Services 104,502$ 102,714$ 2,681$ 147,750$ 2,681$ 2,735$
Supplies 1,039 1,200 - - - -
General Fund Contingency - - - 555,000 580,000 585,000
Total Expenditures 105,541$ 103,914$ 2,681$ 702,750$ 582,681$ 587,735$
Activity Summary
Activity Summary
171
Activity: Disaster Assistance (310720/310730)Fund: General (1000)
Division: Finance Administration Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ -$ -$ -$
Intergovernmental
Disaster Assistance 54,062 - - - - -
Total Revenues 54,062$ -$ -$ -$ -$ -$
Expenditures:
Personnel -$ -$ -$ -$ -$ -$
Total Expenditures -$ -$ -$ -$ -$ -$
Activity: Emergency Fund (310712)Fund: General (1010)
Division: Finance Administration 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$ -$ -$ -$
Capital Outlay - - 235,858 340,000 - -
Total Expenditures -$ -$ 236,897$ 340,000$ -$ -$
Activity Summary
Activity Summary
172
ACCOUNTING
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 32nd
consecutive year. The Certificate is the
highest form of recognition for
excellence in state and local financial
reporting
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
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 7.60 7.00 7.00
173173
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 $6,077 or 5.6% primarily due
to annual increases in software maintenance agreements.
174174
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Target
CAFR Certificate Yes Yes Yes Yes Yes
Audited Financial Statements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Target
Auditor's Opinion on Financial
Statements Unmodified Unmodified Unmodified Unmodified Unmodified
Internal Control Deficiencies FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Target
Significant Deficiencies 0 0 0 0 0
Material Weaknesses 0 0 0 0 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
W-2s Delivered Electronically New
Measure
New
Measure 404 610 678
Percentage of W-2s Delivered
Electronically
New
Measure
New
Measure 34.27%51.26%55.67%
Electronic Payments New
Measure
New
Measure 783 2,080 3,600
Percentage of Payments Made
Electronically
New
Measure
New
Measure 3.86%9.73%16.76%
Increase the number of transactions conducted electronically
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Accurate and timely financial reporting.
Earn the GFOA Certificate of Achievement for Excellence in
Financial Reporting, receive an Unqualified/Unmodified opinion on
Financial Statements from External Auditors and not have any
significant deficiencies or material weaknesses in internal control
Enhance Community Engagement and Intergovernmental
Relations
Improve customer service through expanded receipt/delivery
options
175175
Activity: Accounting (310200)Fund: General (1000)
Division: Accounting Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 725,389$ 746,324$ 797,764$ 769,900$ 799,269$ 823,092$
Use Of Money And Property
Interest Revenues 17 - - - - -
Intergovernmental
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 - - - -
Sr Accountant - 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 - -
Sr Accountant - Accounting 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
Activity Summary
176176
PURCHASING
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
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
177177
Staffing:
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.
178178
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Quantity of Solicitations and Dollar Value
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Request for Proposals 22 22 28 28 20
Request for Bids, Request for
Quotes, & Cooperatives 64 63 54 107 81
Other (Purchase Agreements, Sole
Source Purchases, Contract
Renewals, Emergency Purchases,
& Assisted Purchases)
66 49 95 64 105
Dollar Value of Procurements*
(in millions)$3.7 $3.7 $5.9 $12.6 $5.7
Request for Bids, Request for Quotes, and Cooperative Agreements
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Estimated Cost Savings
(rounded to the nearest thousand)$204,000 $122,000 $286,000 $245,000 $1,123,000
Request for Bids, Request for Proposals, and Request for Quotes
FY 2014**FY 2015 FY 2016 FY 2017 FY 2018
Average Number of Bids, Proposals
and Quotes Received (excluding
cooperative agreements)
2.8 3 3.7 3.5 2
**Quantities from April 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Provide assistance to City employees in the purchase of
commodities and services while ensuring inclusivity in the
procurement process through fair and open competition.
*amount does not include all City-Wide Contract Procurements
179179
Activity: Purchasing (310300)Fund: General (1000)
Division: Purchasing Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 310,357$ 331,725$ 338,388$ 346,806$ 386,271$ 397,662$
Miscellaneous
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
Sale Of Assets 34 - - - - -
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 II 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
Activity Summary
180180
REVENUE
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
Upcoming Challenges:
• Upgrade to the latest version of
Munis
• Create electronic service order flow
through Munis between Customer
Service and the Water Division
Staffing:
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.
181181
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Active Accounts*26,894 24,630*25,133 25,634 26,160
Total Calls***23,081 27,473 25,635 24,532 N/A
Service Level***87.28%76.58%74.45%78.54%N/A
Web Start/Stop Service FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Customer Transactions****4,495 5,262 6,061 4,215 4,594
% Change 2.81%17.06%15.18%-30.46%8.99%
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
IVR Transactions ***New
Measure
New
Measure 2,469 4,767 4,681
% Web Transactions of Total
Transactions 32.31%31.06%26.00%29.17%31.53%
Change in Web Transactions (%)7.93%0.39%-10.21%12.11%8.76%
% IVR Transcations of Total
Transactions
New
Measure
New
Measure 0.73%1.41%1.37%
Change in IVR Transactions (%)New
Measure
New
Measure
New
Measure 93.07%-1.80%
**** Note, Munis Web Start/Stop implemented January 2016
*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
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
*Note, single purpose meter accounts were combined with the primary account w/the Munis conversion
resulting in less active accounts.
Enhance Community Engagement and Intergovernmental
Improve customer service through expanded payment/service
request options.
Increase the number of transactions conducted online and by
Intelligent Voice Recognition system
***Note, converted to new phone system in November 2017. Phone stats are not available for
FY2018 but will be available again beginning in FY19.
182182
Activity: Revenue (310400)Fund: General (1000)
Division: Revenue Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,043,756$ 1,051,135$ 1,104,879$ 1,105,119$ 1,163,337$ 1,199,001$
Charges For Fees And Services
Water Charges 5,075 5,275 5,412 5,280 5,410 5,410
Miscellaneous
Contrib & Donations - - 2,417 - 5,000 -
Misc Merchandise 129 - - - - -
Other Misc Revenue 58 (38) 248 300 110 110
Other Financial Sources
Sale Of Assets 18 - - - - -
Total Revenues 1,049,036$ 1,056,373$ 1,112,956$ 1,110,699$ 1,173,857$ 1,204,521$
Expenditures:
Personnel 643,925$ 660,125$ 681,773$ 696,820$ 718,703$ 740,264$
Services 398,538 390,637 425,148 402,807 448,655 457,628
Supplies 6,573 5,610 6,035 11,072 6,499 6,629
Total Expenditures 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
Activity Summary
183183
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%
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:
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.
184184
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.
185185
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Maintain compliance of CALEA accreditation
CY 2013 CY 2014 CY 2015 CY 2016 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)
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Iowa City 228 213 194 197 156
Average of Comparable Cities
in Iowa*282***300 286 268 228
Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and
motor vehicle theft)
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Iowa City 1,850 1,756 1,923 1,551 1,767
Average of Comparable Cities
in Iowa*2,838***2,515 2,501 2,428 2,440
Community Survey results of the percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Overall feeling of safety 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
***CY 2013 does not include Waterloo
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhance Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
Commit to excellence in leadership, resource management,
service-delivery and improving our city and neighborhoods.
Maintain Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) accredited agency status compliance
each year.
**Average does not include Dubuque because FBI determined that the agency’s data were over-
reported, and consequently were not included in their tables
*Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo
186186
Activity: Police Administration (410100)Fund: General (1000)
Division: Police Administration Department: Police
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 895,436$ 960,662$ 1,112,830$ 567,733$ 595,959$ 611,150$
Miscellaneous
Contrib & Donations - - 1,000 - - -
Other Misc Revenue 1,027 3,818 2,344 - - -
Other Financial Sources
Sale Of Assets - 75 - - - -
Total Revenues 896,463$ 964,554$ 1,116,173$ 567,733$ 595,959$ 611,150$
Expenditures:
Personnel 717,847$ 688,306$ 800,693$ 313,418$ 327,124$ 336,938$
Services 166,979 267,519 306,361 244,698 260,270 265,475
Supplies 11,637 8,730 9,120 9,617 8,565 8,736
Total Expenditures 896,463$ 964,554$ 1,116,173$ 567,733$ 595,959$ 611,150$
Personnel Services - FTE 2016 2017 2018 2019 2020
Administrative Secretary 1.00 - - - -
Computer Syst Analyst - Police 1.00 1.00 1.00 - -
CSO/Community Outreach - 1.00 1.00 - -
Police Administrative Coordinator - 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 - -
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 - -
Total Personnel 5.00 6.00 6.00 2.00 2.00
Activity Summary
187187
SUPPORT SERVICES
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.
188188
HIGHLIGHTS
Recent Accomplishments: Upcoming Challenges:
• Assigned a sergeant to the property
room to determine needs and suggest
improvements
• Evaluated operations in records and
stationmaster and began making
improvements for efficiency of these
critical areas
• New Animal Services Coordinator
was hired from within, highlighting the
importance of succession planning
• Police facility needs improvements in
work flow and safety. Plans are
presently underway
• Animal Services projects such as the
new annex are on hold until new
Animal Services Coordinator gets
acclimated
Staffing:
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.
189
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Community Outreach Events*New
Measure
New
Measure 635 1,259 1,218
Community Presentations*New
Measure
New
Measure
New
Measure 222 185
Public Education
Efforts on Rights*
New
Measure
New
Measure 48 14 10
Community Partnerships Events*New
Measure
New
Measure 251 426 320
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhance Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods throughout the City &
Advance Social Justice and Racial Equity
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.
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.
* 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.
190190
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Pets Micro-chipped 980 911 850 1,195 1,525
Licensed Pets 2,811 4,272 3,718 3,752 3,874
Community Survey results of percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Animal Control*N/A N/A N/A 79%N/A
*Community Survey conducted during FY 2013 and FY 2017
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.
Enhance Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
Increase the efficiency in which lost pets and owners are reunited.
191191
Activity: Police Support Services (410200)Fund: General (1000)
Division: Police Support Services Department: Police
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,334,834$ 1,485,879$ 1,630,622$ 2,750,138$ 2,839,964$ 2,916,030$
Licenses And Permits
Misc Lic & Permits 24,849 26,063 28,480 26,060 28,480 28,480
Intergovernmental
Operating Grants - 1,000 - - - -
Local 28E Agreements 217,404 225,209 266,114 238,369 263,828 263,828
Charges For Fees And Services
Animal Care Services 10,400 11,545 10,775 11,540 10,780 10,780
Misc Charges For Svc 4,375 3,550 3,515 3,550 3,520 3,520
Miscellaneous
Animal Adoption 14,190 12,015 12,955 12,020 27,960 27,960
Code Enforcement 444 293 27 290 - -
Contrib & Donations 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 Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00
Comm Serv Officer - Community Outreach - - - 1.00 1.00
Comm Serv Officer - Evidence - - - 1.00 1.00
Comm Serv Officer - Property Room - - - 1.00 1.00
Comm Serv 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 - - - -
Police Records Technician - 4.00 4.00 4.00 4.00
Police Sergeant 1.00 1.00 1.00 2.00 2.00
Records Supervisor 1.00 - - - -
Sr Police 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$
Activity Summary
192192
FIELD OPERATIONS
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
• 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
193193
Staffing:
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.
194194
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
OWI Arrests 598 559 621 703 592
Traffic Stops 13,040 13,637 12,578 12,696 12,861
Traffic Accidents and Average Damage
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Accidents*2,429 2,374 2,427 2,563 2,567
Average Damage, Reportable
Accident*$4,800 $4,770 $4,795 $5,152 $5,644
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Bar Checks Performed 1,362 1,343 1,316 696 779
Compliance Checks 341 165 36 0 67
Response Time: Loud Party Complaints (in minutes)
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Call to Dispatch 7:04 7:44 4:57 5:36 5:33
Dispatch to On Scene 4:09 4:38 3:44 4:20 3:50
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Traffic crash reduction.
Address the impact of underage drinking on downtown and near
downtown neighborhoods.
Increase OWI and traffic enforcement.
Continue alcohol compliance checks, bar checks, and directed
party patrols, reduce response time to loud party calls.
* 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
$1,000.
195195
Strategic Plan Goal:Advance Social Justice and Racial Equity
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Total # of Charges 5,965 5,865 5,270 5,466 4,747
Total # of Charges - White 4,192 3,845 3,508 3,706 3,006
Total # of Charges - Black 1,658 1,913 1,623 1,616 1,624
Total # of Charges - Asian 79 80 100 111 67
Total # of Charges - Am. Indian 9 7 17 6 6
Total # of Charges - Unknown 27 20 21 27 44
The Police Department strives to provide services to
members of the community in a manner which is fair and
equitable. This includes the manner in which it enforces the
law and makes arrests. The Department will reduce its
disproportionality in arrests through officer education and
training, in conjunction with supervisory coaching and
monitoring.
Identify and implement an achievable goal to reduce
disproportionality in arrests.
196196
Activity: Police Field Operations (410300)Fund: General (1000)
Division: Police Field Operations Department: Police
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 8,868,672$ 9,219,920$ 9,354,810$ 9,847,944$ 9,834,522$ 10,100,578$
Other City Taxes
Hotel/Motel Tax 512,412 539,938 445,588 539,940 445,590 445,590
Use Of Money And Property
Interest Revenues 700 302 585 100 - -
Intergovernmental
Fed Intergovnt 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
Contrib & 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 Serv Officer - Evidence 1.00 1.00 1.00 - -
Community Service Officer 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 284,500$ 254,000$
Photo Management Software - 55,000
Downtown Ped Mall Security Cameras 50,000 50,000
Vehicle Equipment 5,000 5,000
Other Operating Equipment 140,000 103,225
Total Capital Outlay 479,500$ 467,225$
Activity Summary
197
FIRE ADMINISTRATION
The Fire Administration Division is under the direction of the Fire Chief. The Fire Chief is
responsible for all department activities as set out by federal 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
198198
• 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:
• 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
Upcoming Challenges:
• 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
199199
Staffing:
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.
200200
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Meet ACR requirements to maintain CFAI accredited agency status
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
ACR Submitted Yes*Yes Yes Yes Yes
Number of reaccreditation report adopted recommendations implemented
CY 2013 CY 2014 CY 2015 CY 2016 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
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Rating 2 2 2 2 2
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
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations
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.
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.
*Reaccredited Year
Maintain Insurance Services Office (ISO) Public Protection
Classification of 2.
201201
Activity: Fire Administration (450100)Fund: General (1000)
Division: Fire Administration Department: Fire
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
State 28E Agreements 1,385,095$ 1,421,950$ 1,538,421$ 1,421,950$ 1,538,420$ 1,538,420$
Local 28E Agreements - 31,874 32,186 32,186 32,498 32,498
Miscellaneous
Contrib & Donations 250 1,000 - - - -
Other Financial Sources
Sale Of Assets - 14 141 - - -
Total Revenues 1,385,345$ 1,454,838$ 1,570,748$ 1,454,136$ 1,570,918$ 1,570,918$
Expenditures:
Personnel 479,077$ 500,432$ 502,423$ 536,446$ 525,396$ 541,158$
Services 218,792 256,592 284,004 294,742 292,126 297,969
Supplies 74,568 70,903 74,341 84,611 69,182 70,566
Capital Outlay 7,036 30,744 71,904 48,096 65,928 50,000
Total Expenditures 779,473$ 858,673$ 932,672$ 963,895$ 952,632$ 959,692$
Personnel Services - FTE 2016 2017 2018 2019 2020
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Deputy Fire Chief 1.00 1.00 1.00 1.00 1.00
Fire Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2019 2020
Weather Alert Siren(s)48,096$ 53,928$
Other Operating Equipment - 12,000
Total Capital Outlay 48,096$ 65,928$
Activity Summary
202202
EMERGENCY OPERATIONS
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.
203203
• 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:
• The department has placed in service an
updated command response vehicle that
will augment the command structure at
larger, higher risk incidents
• The department continues to be engaged
in community efforts to provide solutions
and assistance to citizens who routinely
call for assistance. This involvement is in
the form of the crisis intervention team as
well as meeting monthly with the county
multi-disciplinary team
• The department has worked to provide a
more robust public safety presence for
University of Iowa special events. The
department has participated in command
post operations, emergency medical
special assignments, and multi-agency
Joint Hazard Assessment Teams (JHAT)
• The ICFD has provided specially-trained
personnel to augment the Iowa Urban
Search and Rescue (USAR) task force, a
team that has the potential to deploy to
areas affected by significant natural
disaster
Upcoming Challenges:
• Emergency call volume continues to grow
Following a slight dip in 2017 as a result
of changes to dispatch protocol, call
volume continues to stretch ICFD
resources. Calls for service will exceed
7,000 in calendar year 2018
• Cooking fires continue to trend as the
city’s leading cause of building fires
• The trend in overlapping calls for service
is particularly concerning. Eight out of ten
times that the ICFD receives an
emergency call, at least one fire company
is already assigned to another incident,
protracting response times and leaving
districts without appropriate coverage
• Meeting established response time goals
is a challenge that will possibly stretch
current staffing and capability. Growth
and development on the east, southeast
and west will soon impact our ability to
respond within our benchmark goals
• Station design at Fire Station 1 is
inappropriate for personnel to turnout
within the prescribed benchmark goal
204204
Staffing:
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.
205205
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Total Calls and Percentage Overlapping
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Total Calls 4,713 5,828 6,016 6,974 6,799
Percentage Overlapping 22.0%22.7%26.8%30.3%42.2%
Emergent Fire Response (All)
Citywide Target CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
% Compliance 90%96%100%97%82%*79%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 <6:00 <6:00
EMS Response
Citywide Target CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
% Compliance 90%96%97%97%86%*89%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 <6:00 <6:00
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Building Fires 39 38 56 37 44
6 6 9 10 7
17 19 31 17 23
1 7 5 4 2
13 6 11 5 7
0 0 0 1 1
64%66%71%73%68%
* CY 2016 was the first year outliers were included in data set.
% Compliance
Fires confined to room of origin
Fires confined to floor of origin
Beyond the building of origin
Confined to building of origin
GOALS, OBJECTIVES, and 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.
Arrive at incident location within six minutes of dispatch center
notification, 90% of the time.
Fires confined to object of origin
Fire Control
Confine fires to the room or object of origin for at least 40% of all
commercial and residential fires.
206206
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 Projection
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$ -$
Activity Summary
207207
FIRE PREVENTION
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
208208
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 2nd 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
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
209209
Staffing:
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:
Fiscal year 2020 services expenditures decreased by 11.9% or $5,721 primarily due to a
decrease in vehicle repair and maintenance charges.
210
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public education/fire prevention community contacts and staff hours
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Contacts (200 - Goal)241 265 257 249 306
Staff Hours 821 1,117 1,028 996 1,005
Average Staff Hours per Contact 3.41 4.22 4.00 4.00 3.28
Fire & life-safety building inspections conducted
Type CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Bureau 430 520 474 397 436
Commercial 818 1,095 977 1,514 501*
University 401 429 452 534 356
*Changed to a three year inspection cycle.
Increase presence and condition of smoke alarms encountered in fire incidents to 100%
Smoke Alarm Status CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Working 28 23 37 24 30
Not Working 3 1 2 3 1
None Present/Undetermined 8 14 17 10 13
Incidents 39 38 56 37 44
Percent Working 71.8%60.5%66.0%64.8%68.2%
Community Survey results of the percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Fire Prevention**N/A N/A N/A 85%N/A
**Community Survey conducted during FY 2013 and FY 2017
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City & Encourage a
Vibrant and Walkable Urban Core
Ensure fire prevention core programs meet projected jurisdictional
and regional service delivery demands & needs.
Provide fire prevention services by collaborating with and
educating the public, enforcing the codes, reviewing planned
development, and identifying the mitigating hazards so that life and
property are protected and disasters prevented.
211211
Activity: Fire Prevention (450300)Fund: General (1000)
Division: Fire Prevention Department: Fire
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 183,411$ 205,405$ 205,367$ 236,869$ 241,284$ 247,860$
Miscellaneous
Other Misc Revenue - - 120 - - -
Other Financial Sources
Sale Of Assets 1,482 - - - - -
Total Revenues 184,893$ 205,405$ 205,487$ 236,869$ 241,284$ 247,860$
Expenditures:
Personnel 139,391$ 146,643$ 153,189$ 167,067$ 175,009$ 180,259$
Services 29,268 38,700 37,197 48,068 42,367 43,214
Supplies 16,234 20,062 15,101 21,734 23,908 24,386
Total Expenditures 184,893$ 205,405$ 205,487$ 236,869$ 241,284$ 247,860$
Personnel Services - FTE 2016 2017 2018 2019 2020
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Activity Summary
212212
FIRE TRAINING
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.
213213
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.
Staffing:
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 $18,000 for a Bullex attack digital
training package related to the new fire training tower being built adjacent to the new Public
Works Facility.
214214
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Training hours completed per individual (% achieved)
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
% Achieved % Achieved % Achieved % Achieved % Achieved
100%93%100%91%100%
76%63%59%61%87%
Certifications obtained
Safety Officer Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Certified New
Measure 33 33 33 33
In Process New
Measure 0 0 0 0
Fire Officer Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Certified 2 2 25 25 30
In Process 12 2 0 0 0
Haz Mat Tech Goal CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Certified 62 64 61 64 64
In Process 2 0 3 0 0
64
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation & Foster Healthy
Neighborboods throughout the City
Emergency Prevention & Response - Reduce harm to humans
and property by utilizing long-term preventative and collaborative
approaches to avoid emergency incidents and minimize their
impacts.
Train personnel to respond to emergencies, natural disasters,
hazardous materials events, and other such high risk events that
threaten the health and safety of the public.
Hours
Minimum (96)
Goal (160)
64
30
During CY 2014, two personnel were on extended leave and unable to participate in training.
Provide a service to the community that is prepared to respond to
emergencies, natural diasters, catastrophic events, and other
events that threaten the health and safety of the public.
215215
Activity: Fire Training (450400)Fund: General (1000)
Division: Fire Training Department: Fire
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 142,953$ 142,210$ 154,118$ 177,848$ 192,261$ 179,002$
Charges For Fees And Services
Fire Services 286 - 492 - - -
Miscellaneous
Contrib & Donations - 600 - - - -
Total Revenues 143,239$ 142,810$ 154,609$ 177,848$ 192,261$ 179,002$
Expenditures:
Personnel 112,974$ 115,732$ 122,780$ 122,525$ 125,572$ 129,339$
Services 23,122 24,600 25,790 49,470 43,086 43,948
Supplies 7,143 2,478 6,038 5,853 5,603 5,715
Capital Outlay - - - - 18,000 -
Total Expenditures 143,239$ 142,810$ 154,609$ 177,848$ 192,261$ 179,002$
Personnel Services - FTE 2016 2017 2018 2019 2020
Fire Lieutenant/Training 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Capital Outlay 2019 2020
Bullex Attack Digital Training Package -$ 18,000$
Total Capital Outlay -$ 18,000$
Activity Summary
216216
PARKS & RECREATION ADMINISTRATION
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.
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.
HIGHLIGHTS
• 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
• Accessibility improvements completed at Highland Park, Villa Park and Mercer
Playground
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• 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:
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.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Endowments CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Iowa City Parks and Recreation
Foundation $114,736 $89,066 $82,040 $86,133 $108,753
Community Foundation
of Johnson County*$17,864 $23,853 $28,684 $30,000 $35,708
Donations & Grant Funding FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Donations**$129,395 $54,828 $195,508 $47,874 $14,016
Grant Funding**$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 $0.613
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Programs 168 177 192 1,406 2,136
Participants 59,486 62,672 66,653 76,639 163,463
Average Participants per Program 354 354 347 55 77
Enhance and expand program offerings to include all areas and
demographic segments.
Foster Healthy Neighborhoods throughout the City & Enhance
Community Engagement and Intergovernmental Relations
Public Spaces - Create a network of well-used and enjoyable
parks and public spaces that feature equitable, convenient access
for residents throughout the community.
Develop programs and events that support community
engagement and neighborhood development.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Monitor/utilize endowments, donations, and grant funding sources
to decrease reliance on general fund subsidies. (Strategic Goal:
Evaluate alternative revenue sources.)
Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson County, which
provides unique memorial opportunities and support of the Iowa
City Parks and Recreation Department. Continue to research and
apply for possible grant funding sources to benefit the Iowa City
Parks and Recreation Department.
* Community Foundation started in CY 2012
** Amounts include both General Fund and Capital Improvement Project Funds
219219
Activity: Park and Rec Admin (510100)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 204,442$ 389,150$ 360,918$ 388,139$ 400,452$ 411,699$
Charges For Fees And Services
Parking Charges 28,950 474 - - 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
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Parks & Recreation Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
220220
Activity: Farmers Market (510200)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 19,561$ -$ -$ -$ -$ -$
Use Of Money And Property
Rents 70,417 71,049 68,892 64,000 70,000 70,000
Intergovernmental
Operating Grants - 1,500 - - - -
Charges For Fees And Services
Misc Charges For Svc 2,465 2,395 2,274 2,400 2,270 2,270
Miscellaneous
Contrib & Donations 4,700 4,700 10,845 4,700 5,750 5,750
Misc Merchandise 537 5,460 3,823 3,000 3,000 3,000
Other Misc Revenue - - 1,200 - - -
Total Revenues 97,680$ 85,104$ 87,035$ 74,100$ 81,020$ 81,020$
Expenditures:
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$
Activity: Government Buildings (510300)Fund: General (1000)
Division: Park and Rec Admin Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
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$ 846,415$ 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
Activity Summary
Activity Summary
221221
RECREATION
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.
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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 grow with 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.
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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.
HIGHLIGHTS
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:
• Lessening 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.
225
• 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:
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 $11.50.
Recreation has a large number of temporary staff, and therefore, is one of the divisions most
impacted by the increase.
The capital outlay expenditures for fiscal year 2020 decreased by 51.8% due to the purchase of
sound absorption and ceiling tiles in fiscal year 2019.
226
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Recreation program cost recovery
Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Budget
40%36%38%37%37%38%37%
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY2017 FY2018 FY2019
Budget
111 147 153 200 209 220
New
Measure 0 1 1 4 5
New
Measure 2 3 3 3 4Number of Demonstration
Gardens
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
To make the recreation programs as financially self-sufficent as possible
and reduce the reliance upon property taxes. (Strategic Goal: Evaluate
Maintain a Solid Financial Foundation
Provide spaces for community and neighborhood gardens. (Strategic Goal:
Grow the local foods economy.)
Food Access & Nutrition - Ensure that adults and children of all income
levels have opportunities to learn about nutritious eating and have physical
and economic access to fresh, healthful food
Foster Healthy Neighborhoods throughout the City
Set program fees to recover more of direct program costs in order to rely
less on general fund subsidies.
Number of Rented Garden
Plots
Number of Neighborhood
Garden Sites
Provide and promote gardening throughout the City.
227227
Activity: Recreation (520100)Fund: General (1000)
Division: Recreation Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,788,658$ 1,969,055$ 2,059,493$ 2,118,386$ 2,362,625$ 2,473,361$
Other City Taxes
Hotel/Motel Tax 296,660 312,596 257,972 312,600 257,970 257,970
Use Of Money And Property
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
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
Culture & Recreation 591,481 590,829 584,845 599,198 614,400 614,400
Transit Fees 2,975 - 955 900 900 900
Miscellaneous
Contrib & 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
Sale Of Assets - 538 2,139 - - -
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 Coord - 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$
Activity Summary
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PARK MAINTENANCE
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.
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• 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.
HIGHLIGHTS
Recent Accomplishments:
• Cardigan Park completion
• Riverfront Crossings Park
playground, trails
• Increased recycling in parks
• RAGBRAI
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
• Washington St medians
• Edible annual plantings
• Gravel Garden at Park Shop
• LED lighting at City Park Boys Baseball
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 19.00 21.00 21.00
230
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. Capital outlay expenditures include $100,000 for a solar project at
Terry Trueblood Recreation Area.
The Forestry services expenditures includes $50,000 in fiscal years 2019 and 2020 for Emerald
Ash Borer chemical treatments.
231
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
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
Community Survey results of the percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
City Parks N/A N/A N/A 91%N/A
Open Space N/A N/A N/A 67%N/A
Participation - Visited a City Park N/A N/A N/A 93%N/A
*Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017
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.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
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.
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.)
*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.
232232
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Park Maintenance Operating Expenses per Acre (Total Acres of Parkland)
FY 2014*FY 2015 FY 2016 FY 2017 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 $1,731
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:Increase the number of trees planted in City ROWs.
Performance Measures:
Trees planted in City ROWs.
CY 2014 CY 2015 CY 2016 CY 2017 CY 2018
Trees planted 136 184 155 138 162
Green Infrastructure - Design and maintain a network of
green infrastructure features that integrate with the built
environment to conserve ecosystem functions and provide
associated benefits to human populations.
Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
Increase the City's tree canopy coverage.
Maintain a Solid Financial Foundation & Foster Healthy
Neighborhoods throughout the City
Efficiently and equitably manage Parkland areas, open spaces and
facilities utilizing sustainable techniques.
Promote Environmental Sustainablilty
Public Spaces - Create a network of well-used and enjoyable
parks and public spaces that feature equitable, convenient access
for residents throughout the community.
Create effective sustainable methods of operating and maintaining
facilities that accurately distribute the costs, benefits and current
level of service to the public.
(Strategic Goal: Evaluate alternative revenue sources.)
*Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre.
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Activity: Park Maintenance Administration (530100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 146,710$ 152,855$ 161,393$ 176,303$ 269,089$ 276,698$
Other Financial Sources
Sale Of Assets - - 4 - - -
Total Revenues 146,710$ 152,855$ 161,393$ 176,303$ 269,089$ 276,698$
Expenditures:
Personnel 117,498$ 115,269$ 121,671$ 128,576$ 222,699$ 229,380$
Services 22,887 34,317 32,018 42,617 37,845 38,602
Supplies 6,325 3,269 7,709 5,110 8,545 8,716
Total Expenditures 146,710$ 152,855$ 161,397$ 176,303$ 269,089$ 276,698$
Personnel Services - FTE 2016 2017 2018 2019 2020
Asst Superintendent Parks/Forestry - - - - 1.00
Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 2.00
Activity Summary
234
Activity: Park Maintenance Operations (530200)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,964,321$ 2,186,319$ 2,272,300$ 2,765,934$ 2,797,761$ 2,710,487$
Use Of Money And Property
Rents 197,097 240,435 221,314 220,940 221,570 221,570
Royalties & Commiss 3,254 4,116 4,613 4,120 4,610 4,610
Intergovernmental
Disaster Assistance 2,445 - 4,235 - - -
Charges For Fees And Services
Culture & Recreation 108,744 113,367 110,580 113,370 88,480 88,480
Miscellaneous
Contrib & Donations 5,125 10,000 5,872 - 5,870 -
Misc Merchandise 339 365 602 370 600 600
Other Misc Revenue 19,309 170 1,008 170 1,010 1,010
Other Financial Sources
Sale Of Assets 820 1,670 1,636 - - -
Total Revenues 2,301,454$ 2,556,441$ 2,622,160$ 3,104,904$ 3,119,901$ 3,026,757$
Expenditures:
Personnel 1,315,011$ 1,483,184$ 1,496,946$ 1,703,697$ 1,627,742$ 1,676,575$
Services 752,511 805,822 822,633 870,665 921,446 939,875
Supplies 177,198 212,952 266,950 289,542 279,713 285,307
Capital Outlay 56,734 54,484 35,632 241,000 291,000 125,000
Total Expenditures 2,301,454$ 2,556,441$ 2,622,160$ 3,104,904$ 3,119,901$ 3,026,757$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. I - Parks 1.00 3.00 2.00 2.00 2.00
M.W.I - Athletic Fields - - 1.00 1.00 1.00
M.W. II - Parks 5.00 4.00 4.00 4.00 4.00
M.W. II - Horticulture 1.00 1.00 1.00 1.00
M.W. III - Parks 4.00 4.00 4.00 4.00 3.00
Sr MW - Parks 1.00 1.00 1.00 1.00 1.00
Sr MW - Horticulture Specialist - 1.00 1.00 1.00 1.00
Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 12.00 15.00 15.00 15.00 14.00
Capital Outlay 2019 2020
Natural Area Management Projects 100,000$ 100,000$
Solar Project at Terry Trueblood - 100,000
Laser Grade Ball Fields 10,000 10,000
Automatic Locks for Restrooms 75,000 50,000
Soccer Field Improvements 21,000 21,000
Backyard Abundance Improvements 15,000 -
Bocce Ball court 15,000 -
Other Operating Equipment - 5,000
Irrigation Improvements 5,000 5,000
Total Capital Outlay 241,000$ 291,000$
Activity Summary
235
Activity: Forestry (530300)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 376,234$ 462,682$ 507,622$ 684,107$ 685,458$ 703,732$
Other City Taxes
Utility Franchise Tax 8,742 7,367 9,655 7,370 9,650 9,650
Miscellaneous
Contrib & 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
Activity Summary
236
Activity: CBD Maintenance Operations (535100)Fund: General (1000)
Division: Park Maintenance Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 184,457$ -$ -$ -$ -$ -$
Licenses And Permits
General Use Permits 11,398 - - - - -
Total Revenues 195,855$ -$ -$ -$ -$ -$
Expenditures:
Personnel 22,456$ -$ -$ -$ -$ -$
Services 172,819 - - - - -
Supplies 580 - - - - -
Total Expenditures 195,855$ -$ -$ -$ -$ -$
Personnel Services - FTE 2016 2017 2018 2019 2020
M. W. II - CBD 2.00 - - - -
Sr M.W. - CBD 1.00 - - - -
Total Personnel 3.00 - - - -
Activity Summary
237
CEMETERY OPERATIONS
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.
HIGHLIGHTS
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
Upcoming Challenges:
•Mapping the four outlots and
monument repair in the older
sections of the cemetery
Staffing:
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.
238238
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Full Burials 19 35 31 34 25
Cremation 48 40 42 51 38
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.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Track and compare the number of full burials verse cremation burials
for each fiscal year.
239239
Activity: Cemetery Operations (540100)Fund: General (1000)
Division: Cemetery Operations Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 188,725$ 229,837$ 235,080$ 250,702$ 265,291$ 276,113$
Charges For Fees And Services
Misc Charges For Svc 42,843 45,814 38,005 42,930 43,486 43,486
Miscellaneous
Contrib & Donations 200 50 - - - -
Other Financial Sources
Sale Of Assets 89,300 63,630 74,770 74,793 78,177 78,177
Total Revenues 321,068$ 339,330$ 347,855$ 368,425$ 386,954$ 397,776$
Expenditures:
Personnel 253,032$ 267,895$ 275,350$ 295,447$ 308,352$ 317,602$
Services 54,106 62,760 59,395 63,853 65,386 66,694
Supplies 13,930 8,675 13,109 9,125 13,216 13,480
Total Expenditures 321,068$ 339,330$ 347,855$ 368,425$ 386,954$ 397,776$
Personnel Services - FTE 2016 2017 2018 2019 2020
Cemetery Supervisor 1.00 1.00 1.00 1.00 1.00
M.W. II - Cemetery 1.00 1.00 1.00 1.00 1.00
M.W. III - Cemetery 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Activity: Cemetery Perpetual Care (540500)Fund: Cemetery Perpetual Care Fund (1024)
Division: Cemetery Operations Department: Parks and Recreation
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues -$ 606$ 1,502$ 610$ 1,500$ 1,500$
Total Revenues -$ 606$ 1,502$ 610$ 1,500$ 1,500$
Expenditures:
Services -$ 1,860$ -$ 1,750$ 1,500$ 1,530$
Supplies - 166 - 1,000 - -
Total Expenditures -$ 2,026$ -$ 2,750$ 1,500$ 1,530$
Activity Summary
Activity Summary
240240
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
241241
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:
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.
242242
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Children Registering for Summer Reading Programs
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Goal
3,160 3,298 3,011 3,142 3,468 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:
Department Goal:
Department Objective:
Performance Measures:
Number of programs, displays, and reading lists specifically aimed at diverse audiences
or relating to themes of social justice and racial equity.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Goal
New
Measure
New
Measure
New
Measure 192 352 350
Advance Social Justice and Racial Equity
Provide programs, displays, and reading lists to diverse
audiences on themes of social justice and racial equity.
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.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Equitable Services & Access - Ensure equitable access to
foundational community assets within and between
neighborhoods and populations.
Enhanced Community Engagement and Intergovernmental
Relations & Foster Healthy Neighborhoods throughout the City
The Iowa City Public Library actively encourages discovery,
learning, and greater participation in community life.
Work with the ICCSD, preschools and summer programs to
help children sign up for a library card and participate in
summer reading programs.
243243
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Community Members Visits to the Bookmobile Per Week
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Goal
New
Measure
New
Measure
New
Measure 509 331 350
Equitable Services & Access - Ensure equitable access to
foundational community assets within and between
neighborhoods and populations.
Introduce Bookmobile Service.
Improve equitable access to library services.
Foster Healthy Neighborhoods throughout the City
244244
Activity: General Library (550100)Fund: General (1000)
Division: Library Operations Department: Library
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
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
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
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
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
Library Charges 22 39 28 - - -
Miscellaneous
Library Fines & Fees 155,519 154,425 143,285 154,420 106,747 106,747
Misc Merchandise 1,132 11 8 - - -
Other Misc Revenue 9,220 14,905 15,874 14,890 32,060 32,060
Other Financial Sources
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 I 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 III 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. II - 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 Relations 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 Return -$ 22,400$
Generator 10,600 -
RFID tags 7,000 7,000
Total Capital Outlay 17,600$ 29,400$
Activity Summary
245245
Activity: Library Materials (550200)Fund: General (1000)
Division: Library Operations 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$
Activity Summary
246246
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 Projection
Revenues:
Use Of Money And Property
Interest Revenues 2,626$ 5,136$ 10,615$ 5,140$ 10,610$ 10,610$
Intergovernmental
Operating Grants 81,847 87,692 73,825 82,690 73,820 73,820
Charges For Fees And Services
Refuse Charges 256 275 317 270 320 320
Miscellaneous
Misc Merchandise 2,670 1,426 1,455 1,430 1,450 1,450
Other Misc Revenue 19,368 18,049 16,167 19,050 - -
Printed Materials 15,130 14,928 13,644 14,930 13,650 13,650
Total Revenues 121,897$ 127,506$ 116,023$ 123,510$ 99,850$ 99,850$
Expenditures:
Personnel 28,533$ 29,250$ 30,973$ 32,365$ 33,698$ 34,709$
Services 25,568 39,013 26,993 27,378 15,622 15,934
Supplies 98,808 30,257 835 26,903 17,752 18,107
Capital Outlay 33,599 12,722 - - 33,500 -
Total Expenditures 186,508$ 111,243$ 58,801$ 86,646$ 100,572$ 68,750$
Personnel Services - FTE 2016 2017 2018 2019 2020
Library Assistant I - 0.50 0.50 0.50 0.50
Library Assistant III 0.50 - - - -
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2019 2020
Children's Room Shelving -$ 18,500$
Library Materials - 15,000
Total Capital Outlay -$ 33,500$
Activity Summary
247247
Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 189,993$ 229,713$ 187,621$ 138,800$ 187,620$ 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$ 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 III - 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: Library Gifts - Materials (550500)Fund: Library Gifts (1001)
Division: Library Operations Department: Library
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contrib & Donations 8,726$ 60,670$ 78,087$ 60,670$ 78,080$ 78,080$
Total Revenues 8,726$ 60,670$ 78,087$ 60,670$ 78,080$ 78,080$
Expenditures:
Services 250$ -$ 200$ -$ -$ -$
Capital Outlay 54,689 67,644 37,024 47,000 60,000 50,000
Total Expenditures 54,939$ 67,644$ 37,224$ 47,000$ 60,000$ 50,000$
Capital Outlay 2019 2020
Adult Library Materials 35,000$ 40,000$
Children's Library Materials 12,000 20,000
Total Capital Outlay 47,000$ 60,000$
Activity Summary
Activity Summary
248248
Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006)
Division: Library Operations Department: Library
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
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$
Activity Summary
249249
LIBRARY FOUNDATION OFFICE
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.
HIGHLIGHTS
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 $55,000 for Summer Reading Program
participant incentives
• Recruited additional volunteers for used bookstore and raised more than budgeted
Upcoming Challenges:
• Reach increased financial goals in very competitive environment
• Grow planning giving program
• Introduce new library director to Friends Foundation and community
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 2.00 2.00 2.00
Staffing Level Change Summary:
There are no staffing level changes in the fiscal year 2020 budget.
Service Level Change Summary:
There are no service level changes in the fiscal year 2020 budget.
Financial Highlights:
The expenditures for this activity are offset by the revenues with no general funding utilized for this
activity.
250250
Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005)
Division: Library Foundation Office Department: Library
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Misc Revenue 168,865$ 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
Activity Summary
251251
SENIOR CENTER OPERATIONS
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.
252252
• 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.
253253
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:
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.
254254
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Each trimester* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions
of Wellness
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer
Random Class Evaluations (done throughout the year)
Overall Satisfation
Rating
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods Throughout the City
To promote optimal aging by creating opportunities to support
wellness, social connections, community engagement, and life-
long engagement.
Each trimester throughout the year, offer diverse program
opportunities in seven dimensions of wellness: emotional;
environmental; intellectual/cognitive; physical;
professional/vocational; social; and spiritual.
Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
* 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.
Goal FY 2017
94%
FY 2014 FY 2015 FY 2016
95%
FY 2018
97%> 95%96%91%
255255
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of Fitness Classes and Dances each trimester* (for members, community,
and special needs)FallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummerNA 41 40 41 37 38 43 38 42
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2018
FY 2018
3
7
78*
Center art exhibits New
Measure
Gallery Walk participant New
Measure
FY 2014 FY 2015 FY 2016
New
Measure 3
Support of art festival New
Measure
New
Measure
New
Measure 11
Center arts and crafts classes and
Performances
New
Measure
New
Measure 82
New
Measure
New
Measure
FY 2017
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.
* 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.
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
FY 2014 FY 2015 FY 2016
FY 2017
3
9
139
256256
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Percent of Members using On-line Class Registration and/or Membership Renewals
Percent of Members
Senior Center Endowment's Annual Contribution to the Operational Budget
Annual Contribution
Cost Recovery Percentage
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Participation by persons of color in Senior Center Programming
(Based on Annual On-site Demographic Survey)
Total Members 1,595
FY 2017
$34,616
-0.7%
FY 2017
29%
FY 2017
NA
No survey
in FY17
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.
FY 2014 FY 2015
FY 2014
11%
FY 2017
15%
25%
Maintain a Solid Financial Foundation
To enhance financial stability of the Center.
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.
New
Measure 120%
1,5541,6181,620
5%
FY 2014 FY 2015
Percent of Participation
Change in Percent
(Goal of 1 - 2% increase)*
FY 2016
12%
9%
Goal FY 2014 FY 2015
Change in Percent
$34,250
Change in Contribution
FY 2015
27%
$30,380
5%4%
-1%
FY 2016
FY 2016
FY 2016
1%
5%
28%
$34,877
1.8%31.6%12.7%
New
Measure
Advance Social Justice and Racial Equity
Goal
5% annual
increase
Goal
$60,000 by
FY 2020
* At least until levels reflect community demographics of the 50 + population
35% by
FY 2019 29%
0%
FY 2018
$39,782
14.9%
FY 2018
30%
FY 2018
NA
No Survey
in FY18
FY 2018
1,608
15%
257257
Percent of Members who participate in the low-income membership program.
Each trimester** had a Minimum of 5 Successful Programs Targeting At-Risk and
In Need Adults Over 50
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer
Each trimester** had a Minimum of 1 Program/Presentation Focused on an Issue Related
to Aging/Agism
FallWinter/SpringSummerFallWinterSpringSummerFallWinterSpringSummerFallWinter/SpringSummerFallWinter/SpringSummerFallWinter/SpringSummer
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%.
Goal FY 2014 FY 2015
9-11%New
Measure 10%
** 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.
FY 2014 FY 2015 FY 2016
New
Measure
New
Measure
Goal
FY 2018
9%
FY 2018
FY 2018
9%
Goal FY 2014 FY 2015 FY 2016 FY 2017
FY 2016
10%
FY 2017
FY 2017
258258
Activity: Senior Center Administration (570100)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 577,447$ 624,076$ 621,717$ 712,023$ 704,587$ 739,243$
Use Of Money And Property
Rents 2,107 12,609 19,730 12,610 7,730 7,730
Royalties & Commiss 235 156 147 160 150 150
Intergovernmental
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
Contrib & 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 - - -
Misc Transfers In - - 11 - - -
Total Revenues 768,535$ 844,823$ 843,684$ 946,385$ 913,747$ 948,403$
Expenditures:
Personnel 543,357$ 589,063$ 573,668$ 660,540$ 648,086$ 667,529$
Services 193,726 192,671 222,366 219,272 222,957 227,416
Supplies 29,328 25,669 26,103 26,073 37,704 38,458
Capital Outlay 2,124 37,420 21,547 40,500 5,000 15,000
Total Expenditures 768,535$ 844,823$ 843,684$ 946,385$ 913,747$ 948,403$
Personnel Services - FTE 2016 2017 2018 2019 2020
Development Specialist - Sr Center - 0.50 0.50 0.50 0.50
M. W. III - Senior Center 1.00 1.00 1.00 1.00 -
Sr. M.W. - Govt Bldgs - - - - 1.00
M.W. I - Senior Center 1.00 1.00 1.00 1.00 -
Custodian - Govt Bldgs - - - - 1.00
Operations Asst - Sr Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Sr Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Sr Center 0.50 0.50 0.50 0.50 0.50
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.50 7.00 7.00 7.00 7.00
Capital Outlay 2019 2020
Other Operating Equipment 14,000$ -$
Building Improvements 26,500 5,000
Total Capital Outlay 40,500$ 5,000$
Activity Summary
259259
Activity: Senior Center Programs (570200)Fund: General (1000)
Division: Senior Center Operations Department: Senior Center
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 2,138$ 10,646$ -$ -$ -$ -$
Intergovernmental
Other State Grants - 9,000 - - - -
Charges For Fees And Services
Culture & Recreation 8,800 9,347 13,401 10,230 9,250 9,250
Misc Charges For Svc 17,569 18,471 22,352 18,470 22,350 22,350
Miscellaneous
Contrib & Donations 1,000 320 - - - -
Misc Merchandise 1,381 783 1,131 850 1,130 1,130
Other Misc Revenue 4,140 5,863 3,565 15,500 1,650 1,650
Other Financial Sources
Sale Of Assets - - 1,351 - - -
Total Revenues 35,028$ 54,431$ 41,801$ 45,050$ 34,380$ 34,380$
Expenditures:
Personnel 16,091$ 15,217$ 11,990$ 17,388$ 15,762$ 16,234$
Services 7,009 25,938 8,859 11,450 6,030 6,151
Supplies 11,928 13,276 12,983 11,632 5,983 6,103
Total Expenditures 35,028$ 54,431$ 33,831$ 40,470$ 27,775$ 28,488$
Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004)
Division: Senior Center Operations Department: Senior Center
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Charges For Fees And Services
Culture & Recreation -$ -$ -$ -$ -$ -$
Total Revenues -$ -$ -$ -$ -$ -$
Expenditures:
Services 316$ -$ -$ -$ -$ -$
Supplies 36 - - - - -
Total Expenditures 352$ -$ -$ -$ -$ -$
Activity Summary
Activity Summary
260260
Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003)
Division: Senior Center Operations Department: Senior Center
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
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$ -$ -$ -$
Activity Summary
261261
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”
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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:
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.
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Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
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
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
External Communications FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of Subscribers of
Sustainable News e-Subscriptions 0 0 228 691 1,070
Number of Public Outreach Events New
Measure 10 12 18 33
Community Survey results of the percent rated positively
Participation FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Conserved Water N/A N/A N/A 73%N/A
Recycled at Home N/A N/A N/A 85%N/A
Made Home More Energy Efficient N/A N/A N/A 69%N/A
*Community Survey conducted during FY 2013 and FY 2017; some new measures added in FY 2017
Enhance Community Engagement and Intergovernmental
Relations
Increase awareness of sustainability within the community.
External outreach within the community focusing on sustainability.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote Environmental Sustainability
Greenhouse Gas Mitigation - Achieve greenhouse gas
emissions reductions throughout the community.
Reduce community-wide greenhouse gas emissions.
* Annual population estimates from the American Community Survey
Monitor community-wide greenhouse gas emissions, which
includes emissions used from energy in the following sectors:
residential, commercial, industrial, transportation and waste.
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Activity: Neighborhood & Dvlp Admin (610100)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 224,148$ 314,755$ 240,138$ 255,277$ 247,013$ 254,657$
Charges For Fees And Services
Building & Devlpmt 1,200 700 800 700 800 800
Miscellaneous
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
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
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Activity: Sustainability Services (610150)Fund: General (1000)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and 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: Energy Efficiency Revolving Loan (610150)Fund: Energy Efficiency (1012)
Division: Neighborhood & Dvlp Admin Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Misc Revenue 43,441$ 40,961$ 40,961$ 17,067$ -$ -$
Total Revenues & Transfer In 43,441$ 40,961$ 40,961$ 17,067$ -$ -$
Expenditures:
Capital Outlay -$ -$ -$ -$ -$ -$
Total Expenditures -$ -$ -$ -$ -$ -$
* This activity was discontinued in the fiscal year 2020 budget.
Activity Summary
Activity Summary
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NEIGHBORHOOD SERVICES
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.
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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.
Additionally, Neighborhood Outreach works with the Public Art Advisory Committee to
administer the Public Art Program. The Committee determines the placement of public
art, the type of art to be used in a specific project, the artist to be engaged. They also
oversee the acceptance of gifts of art and oversees the maintenance and disposition of
public art.
Public Art – Riverfront Crossing
The Public Art assigned fund receives development fees that help pay for the purchase,
installation and maintenance of public art within the Riverfront Crossings District.
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.
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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.
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 3rd annual Building
Business Basics workshop for
early stage entrepreneurs
• Approved $25,000 for
microenterprise technical
assistance to people wanting to
open in-home daycares
Upcoming Challenges:
• Continued uncertainty about
federal CDBG and HOME funds.
• Training new staff
• Staff capacity to successfully
administer all existing programs
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 11.78 13.88 13.88
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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 Community Development, capital outlay expenditures decreased by $628,372 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. Capital Outlay also includes $140,000 for a new South District Home
Ownership Program in fiscal year 2020.
Neighborhood Outreach capital outlay includes $50,000 for public art.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
4,190 4,317 4,402 4,413 4,509
17,828 18,010 18,170 18,373 19,032
1,755 1,650 1,808 1,597 1,416
Percent Citizen Complaints/Inquires are Resolved within 14 days
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
87%84%86%82%85%
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Rental Properties Converted to Single Family Homes (UniverCity)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
8 7 10 3 5
Owner-Occupied Homes Rehabilitated (GRIP)
FY 2014 FY 2015 FY 2016 FY 2017 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 FY 2018
NA NA NA 5 2
HELP program ended on 6/30/2018. Will discontinue reporting after FY18.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Rental Permits
Rental Units
Housing, Zoning & Nuisance
Foster Healthy Neighborhoods throughout the City
Effectively resolve complaints to protect the health, safety, and
livability of Iowa City’s neighborhoods.
Expand proactive neighborhood code enforcement efforts.
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.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
New
Measure 19 16 18 19
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
PIN Grant Projects funded
FY 2014 FY 2015 FY2016 FY 2017 FY 2018 FY 2019
Estimate
10 10 6 7 14 13
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.
Foster Healthy Neighborhoods throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
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.
*Funding for neighborhood newsletters discontinued in FY2015.
Number of neighborhoods with
active leadership and
established community link.*
Foster Healthy Neighborhoods throughout the City
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Meetings Coordinated to Address Above Objective
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
22 8*8 10 7 8
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Neighborhood Council Meetings
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
11 8 6 9 8 8
Coordinate communication between neighborhood associations
through meetings and activities of the Neighborhood Council.
Foster Healthy Neighborhoods throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Continue to work with City Departments in coordinating
neighborhood meetings to distribute information, request feedback
on City initiated projects and encourage cooperation and
partnership in addressing issues.
*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.
Foster Healthy Neighborhoods throughout the City
Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Good Neighborhood Meetings (dependent upon development activity)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
11 8 12 14 8 8
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Public Art Projects (Installation, programs, etc.)
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
3 3 6 7 10 10
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.
Foster Healthy Neighborhoods throughout the City
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.
Coordinate communication between developers and residents
through meetings and other public input opportunities.
Foster Healthy Neighborhoods throughout the City & Encourage a
Vibrant and Walkable Urban Core
To enhance the appearance of the City through the selection and
integration of art in the public environment.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Aid to Agencies FY 2014 FY 2015 FY 2016*FY 2017 FY 2018 FY 2019
Estimate
Funds Spent $378,700 $397,510 $378,700 $378,700 $378,700 $392,400
Agencies Assisted 19 18 13 14 15 17
Average Funds per
Agency 19,932 22,084 29,131 27,050 25,247 23,082
Foster Healthy Neighborhoods throughout the City & Enhance
Community Engagement and Intergovernmental Relations
Allocate grant and City funds to serve the needs of low-to-
moderate income (LMI) residents in the following areas: housing,
homelessness, and community development (various services for
at-risk and LMI persons).
Create/enhance suitable living environments, provide decent
housing and create economic development opportunities.
* Fewer agencies assisted as changed minimum allocation to $15,000 (previously $5,000) to provide
a larger impact to a priority need.
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Activity: Community Development (610200)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 479,674$ 261,850$ 537,972$ 438,370$ 473,896$ 543,257$
Use Of Money And Property
Interest Revenues 36,252 35,183 36,385 31,146 35,767 35,767
Miscellaneous
Contrib & Donations (59,000) (5,000) - - - -
Other Misc Revenue 4,147 3,925 50 155,811 25,815 25,815
Other Financial Sources
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
Bond Proceeds - - 17,357 - - -
Transfers In - Misc - - 662 - - -
Total Revenues & Transfer In 2,885,404$ 1,792,513$ 2,012,201$ 2,749,232$ 989,178$ 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 1,028,372 400,000 260,000
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$ 989,178$ 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$
South District Home Ownership Program - 140,000
Rehab Costs of UniverCity Houses 240,872 60,000
Total Capital Outlay 1,028,372$ 400,000$
Activity Summary
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Activity: Neighborhood Outreach (610710/610720)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 176,318$ 210,044$ 154,109$ 310,020$ 322,242$ 330,138$
Use Of Money And Property
Rents 6,877 15,593 - - - -
Miscellaneous
Contrib & Donations - - 350 - - -
Misc Merchandise 85 (241) - - - -
Other Misc 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$ 322,572$ 330,368$
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 50,000 50,000
Total Expenditures 183,484$ 225,529$ 154,716$ 310,150$ 322,572$ 330,368$
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 2019 2020
Public Art 37,800$ 50,000$
Total Capital Outlay 37,800$ 50,000$
Activity: Public Art - Riverfront Crossing(610725)Fund: Public Art (1025)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Charges For Fees And Services
Building & Devlpmt -$ -$ -$ 73,450$ -$ -$
Total Revenues -$ -$ -$ 73,450$ -$ -$
Expenditures:
Capital Outlay -$ -$ -$ 73,450$ -$ -$
Total Expenditures -$ -$ -$ 73,450$ -$ -$
Capital Outlay 2019 2020
Public Art 73,450$ -$
Total Capital Outlay 73,450$ -$
Activity Summary
Activity Summary
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Activity: Housing Inspections (610730/610740)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 61,674$ -$ -$
Licenses And Permits
Const Per & Ins Fees 574,753 791,138 626,678 810,000 920,000 920,000
Charges For Fees And Services
Building & Devlpmt - - - 14,000 - -
Miscellaneous
Other Misc Revenue 2,571 1,911 5,353 3,000 5,350 5,350
Printed Materials 90 - - - - -
Total Revenues 577,414$ 793,049$ 632,032$ 888,674$ 925,350$ 925,350$
Expenditures:
Personnel 507,909$ 557,678$ 536,986$ 793,732$ 810,135$ 834,440$
Services 40,455 51,361 66,620 83,415 77,895 79,453
Supplies 2,898 665 4,309 11,527 9,802 9,998
Total Expenditures 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
Activity Summary
278
Activity: Human Services (610820)Fund: General (1000)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$
Total Revenues 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$
Expenditures:
Personnel 3,301$ -$ -$ -$ -$ -$
Services 293,018 301,371 292,501 310,000 531,500 355,000
Total Expenditures 296,319$ 301,371$ 292,501$ 310,000$ 531,500$ 355,000$
Personnel Services - FTE 2016 2017 2018 2019 2020
Associate Planner 0.15 - - - -
Total Personnel 0.15 - - - -
Activity Summary
279
DEVELOPMENT SERVICES
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
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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.
HIGHLIGHTS
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
281281
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:
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.
282282
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.
283283
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
143 171 176 137 172 157
758 842 780 726 837 818
Total Value of Construction (in millions)
10 Year CY 2012 CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
$125.1 $169.2 $184.9 $152.6 $138.3 $388.4 $216.8
107.1%9.3%-17.5%-9.4%180.8%-44.2%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
1 3 2 1 0 1
29 19 29 14 20 26
7 11 9 6 6 11
0 0 14 18 2 0
11 11 3 4 9 5
6 2 2 4 3 3
2 0 4 7 2 2
2 3 2 4 6 0
58 49 65 58 48 48
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
13 11 16 10 8 7
2 2 0 0 1 0
1 1 1 0 0 0
Annexations
Rezonings
Preliminary Plats
Final Plats
Code Amendments
Comprehensive Plan Amendments
Right-of-way Vacations
County Zoning Items
Total
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.
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.
Foster Healthy Neighborhoods throughout the City
Board of Adjustment
Special Exceptions
Appeals
Variances
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Fiancial Foundation
Efficiently process construction permits to encourage economic development.
Review building permit and site plan applications to protect the health and
safety of citizens while facilitating economic development opportunities.
New Single Family Dwellings
Total Building Permits
Planning & Zoning Commission
284284
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
New
Measure
New
Measure 19.8 18.6 0.0 7.9
New
Measure
New
Measure 125.5 119 13.7 171.0
New
Measure
New
Measure 85.9 7.98 1.00 0.70
New
Measure
New
Measure 35.1 2.48 25.21 5.08
New
Measure
New
Measure 85.9 0.98 0.00 0.00
New
Measure
New
Measure 150 335 23 67
New
Measure
New
Measure 19 12 0 1
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
New
Measure
New
Measure 20 21 20 22
New
Measure
New
Measure 8 8 12 8
New
Measure
New
Measure 11 12 12 14
New
Measure
New
Measure 13 5 9 3
New
Measure
New
Measure 9 10 17 14
New
Measure
New
Measure 12 14 6 4
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
93 108 83 86 90 102
1 2 1 1 1 6
39 265 0 0 0 0
New
Measure
New
Measure
New
Measure 24 25 30
Project Reviews
Historic Preservation Commission
Comp. Plan-related
Good Neighbor
Other public meetings
Acres Zoned Commercial / Office
Residential Lots Final Platted /
Created
Commercial Lots Final Platted /
Created
Public Meetings Staffed
Planning and Zoning
Development Activity Metrics
Acres Annexed
Acres Zoned Residential
Acres Zoned Commercial
Acres Zoned Mixed-Use / RF
Crossings
Properties rehabed, restored, or
converted through adaptive reuse
Additional Landmarks
Additional properties in
historic/conservation districts
Board of Adjustment
Historic Preservation
285285
Activity: Building Inspection (610610)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
General Use Permits 8,868$ 12,248$ 9,773$ 8,870$ 9,770$ 9,770$
Food & Liq Licenses 270 210 280 210 280 280
Professional License 2,505 2,385 2,680 2,390 2,680 2,680
Misc Permits & Lic 3,145 3,600 2,905 2,390 2,910 2,910
Const Per & Ins Fees 1,470,135 1,723,926 1,192,088 911,500 894,560 894,560
Use Of Money And Property
Interest Revenues 5 - - - - -
Charges For Fees And Services
Building & Devlpmt 534,760 611,026 435,563 318,900 318,840 318,840
Miscellaneous
Other Misc Revenue - - 280 - 280 -
Other Financial Sources
Loans 2,193 - - - - -
Sale Of Assets 68,482 - - - - -
Total Revenues 2,090,363$ 2,353,395$ 1,643,569$ 1,244,260$ 1,229,320$ 1,229,040$
Expenditures:
Personnel 706,441$ 732,113$ 735,343$ 788,590$ 796,784$ 820,688$
Services 150,639 211,894 135,529 188,885 146,869 149,806
Supplies 25,340 6,118 5,694 11,881 8,167 8,330
Capital Outlay 60,000 86,800 - 14,080 - -
Total Expenditures 942,420$ 1,036,926$ 876,565$ 1,003,436$ 951,820$ 978,825$
Personnel Services - FTE 2016 2017 2018 2019 2020
Building Inspector 4.00 4.00 4.00 3.00 3.00
Building Inspector II - - - 1.00 1.00
Development Reg Specialist 1.00 1.00 1.00 1.00 1.00
Housing Inspector Asst 0.30 0.30 0.30 0.30 0.30
Development Services Coordinator 0.50 0.50 0.50 0.50 0.50
Code Enforcement Specialist 0.50 0.50 0.50 0.50 0.50
Sr Building Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.30 7.30 7.30 7.30 7.30
Capital Outlay 2019 2020
Electronic Plan Review Table 14,080$ -$
Total Capital Outlay 14,080$ -$
Activity Summary
286
Activity: Urban Planning (610620)Fund: General (1000)
Division: Development Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 425,039$ 598,302$ 491,148$ 956,029$ 852,484$ 874,633$
Intergovernmental
Fed Intergovnt Rev - - 8,026 - - -
Charges For Fees And Services
Building & Devlpmt 31,795 24,940 28,650 24,950 28,650 28,650
Miscellaneous
Contrib & Donations - - 5,000 - - -
Other Misc Revenue 48 80 - 80 - -
Printed Materials 61 81 8 - - -
Total Revenues 456,943$ 623,403$ 532,832$ 981,059$ 881,134$ 903,283$
Expenditures:
Personnel 428,853$ 453,649$ 435,793$ 490,840$ 452,626$ 466,205$
Services 26,584 167,760 95,518 487,693 423,347 431,814
Supplies 1,506 1,994 1,521 2,526 5,161 5,264
Total Expenditures 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
Activity Summary
287
PUBLIC WORKS ADMINISTRATION
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: Upcoming Challenges:
• Construction underway on Phase I of
the Public Works Facility
• Continue to develop management staff
• Adoption of the SUDAS Design Manual
• Adoption of SUDAS Construction
Specifications
• Develop a Right-of-Way Management
Ordinance
• Development and implementation of the
Small Cellular Antenna permit process
• Assist in procurement of an asset
management software package
Staffing:
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.
288288
Strategic Plan Goal:
Department Goal:
Department Objective:
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
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Permits Issued CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Use of ROW 15 5 10 11 10
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
License Agreements Issued 0 0 2 1 0
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Issue permits and provide site inspections for sidewalk and street
cafes.
* started in 2013
Effectively regulate the use of public right-of-way necessary to
facilitate construction of building projects.
Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health and safety.
Promote a Strong and Resilient Local Economy, Encourage a
Vibrant and Walkable Urban Core, & Foster Healthy
Neighborhoods throughout the City
Effectively regulate the use of public right-of-way necessary to
facilitate construction and operation of fiber
optic/telecommunications projects.
Issue license agreements for use of public right-of-way fiber
optic/telecommunications projects while protecting the public
interest, health and safety.
289289
Activity: Public Works Administration (710100)Fund: General (1000)
Division: Public Works Administration Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
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$ 395,430$ 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$ 395,430$ 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
Activity Summary
290290
ENGINEERING SERVICES
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-Lane to 3-Lane 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
291291
• 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:
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
$70,000 for consulting services for studies on the City’s street conditions and also on a Dodge
Street Right of Way landscaping plan.
292292
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Accepted Public Improvements FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
# of Projects Accepted 24 16 26 29 28
# of Subdivision Accepted 14 13 8 8 7
Streets (miles)3.03 2.20 1.49 2.67 1.54
Water Main (miles)3.00 2.07 2.43 2.01 1.70
Sanitary Sewer (miles)2.86 2.24 1.12 2.57 1.54
Storm Sewer (miles)3.00 2.37 2.61 3.20 1.38
Fire Hydrants 55 30 32 56 26
Trails/Sidewalks (miles)1.54 1.36 1.86 2.27 0.58
Lift Station 0 1 0 0 0
Traffic Signals 1 0 2 0 0
Pedestrian Bridge 1 0 0 1 0
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Excavation Permits Issued 348 398 350 374 304
Sidewalk Hazards
Identified Addresses 556 728 584 145 366
Sidewalk Hazards
Identified # of Squares 1,583 2,442 1,309 359 819
Provide plan review and inspection to ensure safety of our citizens
and conformance to City standards when work is performed in the
City Right-of-ways.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy & Foster Healthy
Neighborhoods throughout the City
Continue the investment and reinvestment in infrastructure.
Provide plan review and inspection of infrastructure which will
become City assets.
Foster Healthy Neighborhoods throughout the City
Provide oversight of private construction on City Right-of-ways.
293293
Activity: Engineering Services (710200)Fund: General (1000)
Division: Engineering Services Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 629,932$ 719,832$ 852,558$ 1,222,510$ 1,336,962$ 1,390,496$
Other City Taxes
Utility Franchise Tax 65,568 70,608 73,212 70,610 73,210 73,210
Licenses And Permits
Const Per & Ins Fees 57,736 62,960 31,772 56,150 28,030 28,030
Charges For Fees And Services
Building & Devlpmt 11,999 12,570 12,614 12,570 12,610 12,610
Miscellaneous
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 Srv/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 II 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
Sr Construction 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$ -$
Activity Summary
294294
TRANSPORTATION SERVICES ADMINISTRATION
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, ICDD, 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 ICDD 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
295295
Upcoming Challenges:
• Deterioration of not-yet-reconstructed brick surfaces in Pedestrian Mall
• Snow removal and maintenance of downtown alleys
• Pedestrian Mall reconstruction project
Staffing:
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 $9,756 primarily due to a decrease in other building repairs and maintenance services.
296296
Activity: Transportation Services Admin (810100)Fund: General (1000)
Division: Transportation Services Admin Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 8,294$ 3,138,492$ 3,252,022$ 3,436,028$ 3,575,574$ 3,647,085$
Other City Taxes
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
Property Tax Credits - 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:
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
Transportation/Res Mgmt Director - 1.00 1.00 - -
Transportation Services Director - - - 1.00 1.00
Assoc Dir -Transportation Services - 1.00 1.00 1.00 1.00
Assoc Dir - Resource Management - - 1.00 - -
Total Personnel - 2.00 3.00 2.00 2.00
Activity: CBD Maintenance Operations (810200)Fund: General (1000)
Division: Transportation Services Admin Department: 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 2019 2020
Contracted Improvements 10,000$ -$
Total Capital Outlay 10,000$ -$
Activity Summary
Activity Summary
297297
298298
SPECIAL REVENUE FUNDS
Community Development Block Grant
HOME 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
F
Y
2
0
2
0
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 $658,186 in fiscal year 2020, a decrease of 39.2%. This is primarily due
to a carry-forward of prior year grant funding into fiscal year 2019.
Expenditures:
Fiscal year 2020 expenditures represent a 24.5% decline from fiscal year 2019. This
reduction is primarily due a carryover of appropriations from prior years in fiscal year
2019.
301301
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 144,414$ 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$
Revenues:
Use Of Money And Property
Interest Revenues 3,002$ 1,839$ 14,161$ 2,551$ 14,145$ 14,145$
Intergovernmental
Federal Intergovernmental Revenue 293,535 954,233 555,597 1,083,413 658,186 658,186
Miscellaneous
Other Misc Revenue 970 1,217 1,185 1,220 (33,820) (33,820)
Other Financial Sources
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:
CDBG & CDBG Rehab 659,901$ 1,390,132$ 592,163$ 908,413$ 685,421$ 700,277$
Sub-Total Expenditures 659,901 1,390,132 592,163 908,413 685,421 700,277
Transfers Out:
Misc Transfers Out 25,000 170,310 1,380 - - -
Sub-Total Transfers Out 25,000 170,310 1,380 - - -
Total Expenditures & Transfers Out 684,901$ 1,560,443$ 593,544$ 908,413$ 685,421$ 700,277$
Fund Balance, June 30 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$ 365,389$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 448,893$ (90,569)$ (25,935)$ 284,065$ 332,155$ 365,389$
% of Revenues 45%-9%-4%23%45%50%
CDBG (2100)
Fund Summary
302302
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
303303
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.
Crisis Center Food Bank Remodel
304304
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
CDBG Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
Funds Spent $1,044,269 $530,033 $590,712 $1,456,115 $556,490 $1,051,637
Local, State & Other Funds
Leveraged $1,123,407 $446,798 $1,137,947 $498,979 $288,500 $725,461
Housing Units Assisted 37 14 22 26 25 94
Public Facilities Assisted 8 1 1 3 3 6
Persons Receiving Services 3,874 1,663 2,618 1,080 2,497 1,520
Businesses Assisted in
Creating Low-Moderate
Income Jobs
1 0 1 0 16 2
Businesses Assisted with
Façade Improvements in a
URA
1 1 3 1 1 0
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote a Strong and Resilient Local Economy & Foster Healthy
Neighborhoods throughout the City
Housing Affordability - Construct, preserve, and maintain an adequate and
diverse supply of location-efficient and affordable housing options for all
residents.
Allocate grant and City funds to serve the needs of low-to-moderate income
residents in the following areas: housing, homelessness, and community and
economic development.
Create/enhance suitable living environments, provide decent housing, and
create economic development opportunities.
305305
Activity: Community Development Block Grant (610300)Fund: CDBG (2100)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 3,002$ 1,839$ 14,161$ 2,551$ 14,145$ 14,145$
Intergovernmental
Federal Intergovernmental Revenue 293,535 954,233 555,597 1,083,413 658,186 658,186
Miscellaneous
Other Misc Revenue 970 1,217 1,185 1,220 (33,820) (33,820)
Other Financial Sources
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 - - - - -
Activity Summary
306306
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 $272,660 or 26.9% from fiscal year 2019 due to a large carry-
forward of federal funds in fiscal year 2019 from prior years.
Fiscal year 2020 expenditures represent a 43% decrease from the fiscal year 2019
estimate. This decrease is primarily due to a large carry-forward of expenditures in fiscal
year 2019 from prior years.
307307
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 132,858$ -$ 113,005$ 191,819$ 147,069$ 273,619$
Revenues:
Use Of Money And Property
Interest Revenues 20,308$ 18,396$ 19,453$ 15,320$ 16,500$ 16,500$
Intergovernmental
Fed Intergovnt Rev 495,058 155,922 481,960 904,062 580,222 580,222
Miscellaneous
Other Misc Revenue - - - - 26,000 -
Other Financial Sources
Loans 99,592 130,769 165,513 93,000 117,000 117,000
Total Revenues 614,958$ 305,087$ 666,926$ 1,012,382$ 739,722$ 713,722$
Expenditures:
HOME Program 747,816$ 192,082$ 558,825$ 1,024,382$ 583,882$ 596,218$
Sub-Total Expenditures 747,816 192,082 558,825 1,024,382 583,882 596,218
Transfers Out:
Misc Transfers Out - - 29,287 32,750 29,290 29,290
Sub-Total Transfers Out - - 29,287 32,750 29,290 29,290
Total Expenditures & Transfers Out 747,816$ 192,082$ 588,112$ 1,057,132$ 613,172$ 625,508$
Fund Balance, June 30 -$ 113,005$ 191,819$ 147,069$ 273,619$ 361,833$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 113,005$ 191,819$ 147,069$ 273,619$ 361,833$
% of Revenues & Transfers In 0%37%29%15%37%51%
HOME Grant (2110)
Fund Summary
308
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.icgov.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
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
309309
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.
310310
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
HOME Funds Only FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
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 $2,544,735
Housing Units Assisted 12 41 22 5 46 56
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Allocate grant and City funds to provide safe, decent, affordable housing for
low-moderate income residents.
Housing Affordability - Construct, preserve, and maintain an adequate and
diverse supply of location-efficient and affordable housing options for all
residents.
Create/enhance suitable living environments and provide decent, affordable
housing opportunities.
311311
Activity: HOME (610400)Fund: HOME Grant (2110)
Division: Neighborhood Services Department: Neighborhood and Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 20,308$ 18,396$ 19,453$ 15,320$ 16,500$ 16,500$
Intergovernmental
Fed Intergovnt Rev 495,058 155,922 481,960 904,062 580,222 580,222
Miscellaneous
Other Misc Revenue - - - - 26,000 -
Other Financial Sources
Loans 99,592 130,769 165,513 93,000 117,000 117,000
Total Revenues 614,958$ 305,087$ 666,926$ 1,012,382$ 739,722$ 713,722$
Expenditures:
Personnel 57,468$ 69,915$ 43,187$ 48,023$ 65,798$ 67,772$
Services 690,037 122,167 515,491 976,039 517,617 527,969
Supplies 311 - 147 320 467 476
Total Expenditures 747,816$ 192,082$ 558,825$ 1,024,382$ 583,882$ 596,218$
Personnel Services - FTE 2016 2017 2018 2019 2020 2021
Associate Planner 0.30 - - - - -
Neighborhood Services Coord 0.15 - - - - -
Total Personnel 0.45 - - - - -
Activity Summary
312312
ROAD USE TAX FUND
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:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/19
Total
Payment
FY20
FY20
Principal
FY20
Interest
2019 Public Works
Facility Loan 6/30/2019 $ 1,000,000 2039 $ 1,000,000 $ 66,552 $ 37,058 $ 29,494
313313
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.
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.
314314
Long-term Projections:
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 $100,000 each year
through fiscal year 2024 to cover the annual asphalt overlay project.
For all years, expenditures are higher than revenues, part of which was done intentionally to
bring down a large fund balance. However, the fund will not be able to sustain running at a
structural deficit for all years going forward, and the City will need to re-evaluate funding
sources and expenditures.
315315
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,564,216$ 5,767,142$ 5,714,241$ 3,893,383$ 3,559,413$ 2,654,024$
Revenues:
Intergovernmental
Disaster Assistance 3,745$ -$ 1,388$ -$ -$ -$
Other State Grants 6,230 - - - - -
Road Use Tax 8,320,117 8,672,279 8,426,502 8,672,280 8,426,500 8,426,500
Charges For Fees And Services
Building & Devlpmt 43,223 66,843 18,090 40,000 21,000 21,000
Miscellaneous
Other Misc Revenue 38,116 64,025 93,917 32,530 66,860 66,860
Other Financial Sources
Sale Of Assets 25 - 46 - - -
Sub-Total Revenues 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%
Road Use Tax (2200)
Fund Summary
316316
STREETS OPERATIONS
The mission of the Streets Division is to provide a high quality driving surface on city streets and
bridges during all seasons of the year, and to maintain and optimize traffic control to
accommodate efficient and safe traffic movement.
The Division’s budget is organized into four activities: Road Use Tax Administration, Traffic
Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund
accounts for the activity of the Streets Division.
Road Use Tax Administration
Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets
Division’s portion of the Employee Benefits Levy, and costs associated with an annual
audit and loss reserve payment.
Sidewalk Inspection
Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the
sidewalks in one of 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.
317
• 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
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
318
Staffing:
FY2017 FY2018 FY2019
Total FTE’s 30.00 32.00 32.00
Staffing Level Change Summary:
A 1.0 FTE M.W.II – Signs position was converted to a 1.0 FTE Signs & Pavement Markings
Technician 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:
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.
319
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
4,566 3,614 1,510 1,630 1,413 1,207
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Dump Truck Loads of Sweeping Debris
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
189 339 313 207 160.50 177
1,512 2,712 2,504 1,656 1,284 1,416
Packer Truck Loads of Sweeping Debris
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
28 30 5 11 11 21
224 240 40 88 88 168
Leaf Vacuum Pickup Season
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
663 761 575 515 581 560
1,989 2,093 1,581 1,545 1,453 1,400
Number of Loads
Tons
Number of Loads
Tons
Tons
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental Relations
Meet Retro-reflectivity Standards.
Continue sign replacements.
Signs Replaced
Foster Healthy Neighborhoods throughout the City & Enhanced Community
Engagement and Intergovernmental Relations
Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to
Residents & Businesses.
Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program.
Number of Loads
320320
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Input Measures: Materials Used
5 Year
Average FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Concrete (yards)1,225.41 1,599.75 1,011.00 1,094.75 1,196.75 1,296.25 1,528.31
Asphalt (tons)303.55 570.61 411.34 293.38 357.39 193.73 261.90
Rock (tons)756.68 432.30 266.99 572.78 726.93 667.15 1,549.53
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
3,300 3,400 2,800 3,100 2,900 2,850
200 110 122 134 140 165
Community Survey results of the percent rated positively
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
36%N/A N/A N/A 39%N/A
Street Cleaning 60%N/A N/A N/A 68%N/A
59%N/A N/A N/A 59%N/A
*Community Survey conducted during FY 2013 and FY 2017
Foster Healthy Neighborhoods throughout the City & Promote a Strong and
Resilient Local Economy
Provide Street Maintenance & Repairs.
Efficiently Maintain & Repair Public Streets.
Workload Measures
Potholes Patched
Subject
Street Repair
Sidewalk Maintenance
Street Panels –
Removal/Replacement
321321
Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
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: Sidewalk Inspection (710220)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Devlpmt 43,223$ 66,843$ 18,090$ 40,000$ 21,000$ 21,000$
Total Revenues 43,223$ 66,843$ 18,090$ 40,000$ 21,000$ 21,000$
Expenditures:
Personnel 13,064$ 7,324$ 6,358$ 16,334$ 17,804$ 18,338$
Services 3,664 2,717 3,210 18,125 13,445 13,714
Supplies 56 82 55 200 200 204
Capital Outlay 56,986 68,376 22,517 85,000 65,000 65,000
Total Expenditures 73,770$ 78,498$ 32,139$ 119,659$ 96,449$ 97,256$
Capital Outlay 2019 2020
Sidewalk Oversizing 20,000$ -$
Sidewalk And R.O.W. Repairs 65,000 65,000
Total Capital Outlay 85,000$ 65,000$
Activity Summary
Activity Summary
322
Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200)
Division: Streets Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Misc Revenue 12,824$ 27,943$ 48,200$ 12,530$ 23,370$ 23,370$
Total Revenues 12,824$ 27,943$ 48,200$ 12,530$ 23,370$ 23,370$
Expenditures:
Personnel 622,406$ 545,737$ 470,377$ 341,177$ 519,344$ 534,924$
Services 563,165 479,970 555,089 505,193 516,636 526,968
Supplies 156,777 98,998 190,336 208,500 139,782 142,578
Capital Outlay 115,082 26,191 73,004 411,420 197,000 75,000
Total Expenditures 1,457,429$ 1,150,896$ 1,288,805$ 1,466,289$ 1,372,762$ 1,279,470$
Personnel Services - FTE 2016 2017 2018 2019 2020
Asst Streets Superintendent 0.50 0.50 - - -
Electrician - Traffic Eng 2.00 2.00 2.00 2.00 2.00
Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Streets 0.25 0.50 - - -
Streets Superintendent 0.15 0.50 - - -
Total Personnel 3.90 4.50 3.00 3.00 3.00
Capital Outlay 2019 2020
Paint Traffic Signal Poles 250,000$ 90,000$
Paint Light Poles 20,000 20,000
Trailer - 5,000
Traffic Signal Equipment 141,420 82,000
Total Capital Outlay 411,420$ 197,000$
Activity Summary
323
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 3,745$ -$ 1,388$ -$ -$ -$
Other State Grants 6,230 - - - - -
Miscellaneous
Other Misc Revenue 25,292 36,082 45,716 20,000 43,490 43,490
Other Financial Sources
Sale Of Assets 25 - 46 - - -
Total Revenues 35,292$ 36,082$ 47,150$ 20,000$ 43,490$ 43,490$
Expenditures:
Personnel 2,025,268$ 2,189,743$ 2,488,765$ 2,763,968$ 2,644,716$ 2,724,057$
Services 1,207,208 1,232,357 1,416,824 1,397,179 1,488,277 1,518,042
Supplies 561,442 458,732 487,741 568,523 596,312 608,238
Capital Outlay 29,195 68,835 261,908 33,830 223,000 60,000
Total Expenditures 3,823,114$ 3,949,667$ 4,655,238$ 4,763,500$ 4,952,305$ 4,910,338$
Personnel Services - FTE 2016 2017 2018 2019 2020
Asst Streets Superintendent 0.50 0.50 1.00 1.00 1.00
M.W. II - Signs 1.00 1.00 1.00 1.00 -
M.W. I - Streets 6.00 6.00 8.00 8.00 8.00
M.W. II - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Streets 7.00 7.00 7.00 7.00 7.00
M.W. III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 1.00
Signs & Pavement Markings Technician - - - - 1.00
Sr Clerk/Typist - Streets 0.25 0.50 1.00 1.00 1.00
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Streets Superintendent 0.50 0.50 1.00 1.00 1.00
Total Personnel 25.25 25.50 29.00 29.00 29.00
Capital Outlay 2019 2020
Hotbox -$ 80,000$
Swap Loader Trucks - 80,000
Track Skid-loader & Planer - 25,000
Roller - 16,000
Snow Plow Blade - 16,000
Copier - 6,000
Flatbed Truck 24,330 -
Equipment GPS Tracking Hardware 9,500 -
Total Capital Outlay 33,830$ 223,000$
Activity Summary
324
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 $1,524,674. The City has
received prior HMGP grants as well.
No grant or project activity is budgeted for fiscal year 2020.
325325
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (109)$ 152,415$ 82,485$ 3,968$ 3,968$ 3,968$
Revenues:
Intergovernmental
Fed Intergovnt Rev 370,151$ 470,272$ 201,484$ -$ -$ -$
Operating Grants 20,000 44,085 - - - -
Disaster Assistance 49,353 62,703 26,865 - - -
Other State Grants (59,394) - - - - -
Miscellaneous
Contrib & Donations - - 41,740 48,260 - -
Sub-Total Revenues 380,110 577,060 270,089 48,260 - -
Transfers In:
Misc Transfers In 218,879 5,163 (15,185) - - -
Sub-Total Transfers In 218,879 5,163 (15,185) - - -
Total Revenues & Transfers In 598,989$ 582,223$ 254,904$ 48,260$ -$ -$
Expenditures:
Personnel 9,178$ 5,010$ 1,409$ -$ -$ -$
Services (23,713) 158,196 124,107 48,260 - -
Supplies - 1,946 4,905 - - -
Capital Outlay 461,000 487,000 203,000 - - -
Sub-Total Expenditures 446,465 652,152 333,421 48,260 - -
Transfers Out:
Misc Transfers Out - - - - - -
Sub-Total Transfers Out - - - - - -
Total Expenditures 446,465$ 652,152$ 333,421$ 48,260$ -$ -$
Fund Balance, June 30 152,415$ 82,485$ 3,968$ 3,968$ 3,968$ 3,968$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 152,415$ 82,485$ 3,968$ 3,968$ 3,968$ 3,968$
% of Revenues & Transfers In 25%14%2%8%100%400%
Other Shared Revenue (2300)
Fund Summary
326326
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
$253,223.
Revenues and transfers-in for fiscal year 2020 are expected to be higher by 5.7% due to
increased member contributions of 9.4%. Transfers in are budgeted to increase by 5.6%
in fiscal year 2020. Expenditures are also higher in fiscal year 2020 by 4.4%.
327327
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 292,006$ 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%
Metro Planning Organization of Johnson County (2350)
Fund Summary
328328
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.
HIGHLIGHTS
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
329329
• 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:
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%.
330330
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
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
To improve residents’ lives in the community by improving
transportation safety, and increasing the percentage of
commuters walking, biking, or using public transit.
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.
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.
Long Range Transportation Plan
(required every 5 yrs.)
Transportation Planning Work
Program
Federal and State Requirements: Following are formal documents required to be completed
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Passenger Transportation Plan
Transportation Improvement
Program
331331
Major Injuries 14 16 14
1,288 766
Fatalities 2 1 1
1,408
102
17
3
1,461
99
Totals 1,307
3
13
150 111 119
*Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting
CY 2015 CY 2017
1,095
Minor Injuries
244
CY 2016
1,044
231
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
Possible Injuries (Unknown)147 149 213
Property Damage Only 994 1,011 574
$1,439,334
Federal Transit
Grant for Iowa
City Transit*
$2,240,660
MPO/STP funds
for American
Legion Road
Reconstruction
$930,000
MPO/STP funds
for IWV Road
Improvements
$500,000
MPO/TAP funds
for Hwy 1 Trail
construction
$500,000 Traffic
Safety Grant for
Mormon Trek 4-
3 lane
$500,000 Traffic
Safety Grant for
1st Ave 4-3 lane
conversion
$283,027 RISE
Grant -
Northgate Dr.
extension
FY 2014
$1,400,381
Federal Transit
Grant for Iowa
City Transit*
$500,000 Traffic
Safety Grant for
Burlington St
Median
$200,000 Traffic
Safety Grant for
Burlington
St/Clinton St
$50,000 US EPA
Grant for
Riverfront
Crossings Park
$50,000 Iowa
DNR Grant for
Iowa River Dam
Safety
FY 2016 FY 2017
Iowa City’s Capital Improvements Program priorities.
FY 2018
Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve
FY 2015
$1,487,897
Federal Transit
Grant for Iowa
City Transit*
$1,494,411
Federal Transit
Grant for Iowa
City Transit*
$820,000 STBG-
HPB funds for
Prentiss St
Bridge
Replacement
$135,000 CMAQ
funds for bike
share program -
bike stations
$1,622,763
Federal Transit
Grant for Iowa
City Transit*
$1,315,860
STBG funds for
Benton Street
Rehabilitation
$1,368,140
STBG funds for
American Legion
Road
Reconstruction
332332
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
4
1
53
CY 2016
4,393
2.51
CY 2017
4,760
2.09
1
23
24
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
CY 2013
4,309
2.48
CY 2014
4,385
2.51
CY 2015
4,443
2.54
Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians.
Metric tonnes of Vehicle CO2e
Per Capita
Total Vehicle Miles Traveled
Per Capita
Fatalities
Totals
3
1
Transportation Safety (Bicycle &
Pedestrian Collisions)
Department objective is to have zero fatalities.
per capita within corporate limits. Reducing vehicle miles traveled and subsequent greenhouse
emissions is an objective of the Transportation Planning Division.
Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions
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.
To improve residents’ lives in the community by improving
transportation safety, and increasing the percentage of commuters
walking, biking, or using public transit.
Transportation Choices - Promote diverse transportation modes,
including walking, bicycling, and transit, that are safe, low-cost, and
reduce vehicle miles traveled.
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
Property Damage Only
Possible Injuries (Unknown)
Minor Injuries
Major Injuries
0
20
40
64
0
11
24
2
0
37
3
28
37
4
1
73
2
9
21
3
0
35
333333
Mode Split - Commuting to Work: Includes all workers 18 years or older by primary means of
Bike
Walked
2.2
10.7
*Includes CTPP data from 2000. ** Includes 3-year American Community Survey data.
Taxi, Motorcycle and other means
Worked at Home
0.8
2.0
0.4
1.7
2 or more person carpool
Drove alone
Travel to Work (%)
public transit.
CY 2000*
65.3
13.7
63.6
12.6
CY 2009**
63.1
14.3
travel to work. Department objective is to increase the mode split for walking, biking, or use of
6.0
1.7
11.1
Transit 6.9
CY 2012**
7.3
2.6
10.4
1.5
2.1
CY 2015**
57.0
8.9
9.9
3.7
16.0
1.2
3.5
334334
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 Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 1,670$ 1,162$ 2,887$ 1,160$ 2,890$ 2,890$
Intergovernmental
Fed Intergovnt Revenue - - - 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 - - -
Transfer-In from General Fund and RUT 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:
Personnel 445,868$ 477,613$ 461,062$ 573,745$ 593,909$ 611,726$
Services 104,954 112,449 120,118 125,144 128,437 131,006
Supplies 7,666 19,844 10,159 9,665 17,050 17,391
Total Expenditures 558,489$ 609,907$ 591,338$ 708,554$ 739,396$ 760,123$
Personnel Services - FTE 2016 2017 2018 2019 2020
Administrative Secretary 0.20 0.20 0.20 0.20 0.20
Associate Planner 3.50 2.50 2.50 3.00 3.00
Sr. Associate Planner - 1.00 1.00 1.00 1.00
MPO Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 4.70 4.70 4.70 5.20 5.20
Activity Summary
335335
EMPLOYEE BENEFITS FUND
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 how they are must
be accounted for.
During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of
the Iowa State Code. This amendment added a presumption for police and fire personnel,
that any infectious disease and/or cancer is presumed to have been contracted during the
performance of the duties, placing fiduciary responsibility for all related medical claims
upon the employer. As with other accidental disability and on-the-job medical claims, cash
reserves will be utilized to prevent a spike in the tax levy in any given year from such
claims. For this reason, cash balance is recommended to be between 25% and 35% of
total fund revenues. The fund’s cash balances versus revenues since fiscal year 2016
are as follows:
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 $1,000 of
valuation.
2016 2017 2018 2019 2020
Actual Actual Actual Revised Budget
Revenues 10,516,768$ 11,145,984$ 11,668,231$ 12,908,880$ 13,031,767$
Fund Balance 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$
Percentage 15.89% 22.62% 24.40% 27.33% 29.76%
336
Long-term Projections:
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.
337
2016 2017 2018 2019 2020 2021
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$ 3,878,860$
Revenues:
Property Taxes 9,650,100$ 10,387,251$ 10,764,314$ 12,095,360$ 12,210,314$ 12,576,532$
Other City Taxes
Gas/Electric Excise Tax 142,872 137,736 131,729 139,776 138,588 138,588
Mobile Home Tax 12,247 12,358 11,787 12,360 11,790 11,790
Intergovernmental
Property Tax Credits 383,162 294,581 291,713 347,324 350,385 350,385
State 28E Agreements 326,586 302,475 315,688 302,480 315,690 315,690
Miscellaneous
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$ 13,031,767$ 13,397,985$
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$ 3,878,860$ 4,227,533$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,670,848$ 2,520,948$ 2,847,078$ 3,528,299$ 3,878,860$ 4,227,533$
% of Revenues 16%23%24%27%30%32%
Employee Benefits (2400)
Fund Summary
338
Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 9,650,100$ 10,387,251$ 10,764,314$ 12,095,360$ 12,210,314$ 12,576,532$
Other City Taxes
Gas/Electric Excise Tax 142,872 137,736 131,729 139,776 138,588 138,588
Mobile Home Tax 12,247 12,358 11,787 12,360 11,790 11,790
Intergovernmental
Property Tax Credits 383,162 294,581 291,713 347,324 350,385 350,385
Total Revenues 10,188,381$ 10,831,927$ 11,199,544$ 12,594,820$ 12,711,077$ 13,077,295$
Expenditures:
Personnel 52,454$ 54,792$ 55,798$ 58,078$ 59,585$ 61,373$
Services 325,863 329,115 321,135 317,440 313,172 319,435
Total Expenditures 378,317$ 383,907$ 376,933$ 375,518$ 372,757$ 380,808$
Personnel Services - FTE 2016 2017 2018 2019 2020
Administrative Secretary 0.50 0.50 0.50 0.50 -
Risk & Finance Assistant - - - - 0.50
Finance Director 0.05 0.05 0.05 0.05 0.05
Total Personnel 0.55 0.55 0.55 0.55 0.55
Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400)
Division: Finance Administration Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 326,586$ 302,475$ 315,688$ 302,480$ 315,690$ 315,690$
Miscellaneous
Other Misc Revenue 1,801 11,581 152,999 11,580 5,000 5,000
Total Revenues 328,388$ 314,057$ 468,687$ 314,060$ 320,690$ 320,690$
Expenditures:
Services 676,540$ 484,394$ 590,525$ 907,899$ 919,871$ 938,268$
Total Expenditures 676,540$ 484,394$ 590,525$ 907,899$ 919,871$ 938,268$
Activity Summary
Activity Summary
339
AFFORDABLE HOUSING FUND
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, 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 and 2018 fund balance is $468,102 and $1,208,851, respectively.
In fiscal years 2019 and 2020, the ending fund balances are projected to be $1,613,211.
340
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$
Revenues:
Use Of Money And Property
Interest Revenues -$ 3,926$ 11,389$ -$ -$ -$
Charges for Fees & Services
Building & Development 1,000,000 - 404,360 404,360 - -
Sub-Total Revenues 1,000,000 3,926 415,749 404,360 - -
Transfers In:
Transfer-In from General Fund - - 650,000 1,000,000 1,000,000 650,000
Sub-Total Transfers In - - 650,000 1,000,000 1,000,000 650,000
Total Revenues & Transfers In 1,000,000$ 3,926$ 1,065,749$ 1,404,360$ 1,000,000$ 650,000$
Expenditures:
Services -$ 500,000$ 325,000$ 750,000$ 750,000$ 487,500$
Capital Outlay - - - 250,000 250,000 162,500
Sub-Total Expenditures - 500,000 325,000 1,000,000 1,000,000 650,000
Transfers Out:
Capital Projects Fund -$ 35,824$ -$ -$ -$ -$
Sub-Total Transfers Out - 35,824 - - - -
Total Expenditures -$ 535,824$ 325,000$ 1,000,000$ 1,000,000$ 650,000$
Fund Balance, June 30 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$ 1,613,211$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,000,000$ 468,102$ 1,208,851$ 1,613,211$ 1,613,211$ 1,613,211$
% of Revenues 100% 11923% 291% 399%100%400%
Affordable Housing (2500)
Fund Summary
341
PENINSULA APARTMENTS FUND
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 $71,020 in fiscal year 2020 a decrease of
7.4% from the fiscal year 2019 estimate.
Expenditures: Expenditure are budgeted at 14.6% lower than fiscal year 2019 primarily
due to lower building maintenance and repair expenditures.
342342
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 105,146$ 124,888$ 143,381$ 166,019$ 182,411$ 203,513$
Revenues:
Use Of Money And Property
Interest Revenues 809$ 802$ 2,254$ 800$ 2,250$ 2,250$
Rents 71,434 76,714 71,025 76,710 71,020 71,020
Total Revenues 72,243$ 77,516$ 73,278$ 77,510$ 73,270$ 73,270$
Expenditures:
Services 39,742$ 45,801$ 36,939$ 46,919$ 37,454$ 38,203$
Other Financial Uses 12,759 13,222 13,702 14,199 14,714 15,264
Total Expenditures 52,501$ 59,023$ 50,641$ 61,118$ 52,168$ 53,467$
Fund Balance, June 30 124,888$ 143,381$ 166,019$ 182,411$ 203,513$ 223,316$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 124,888$ 143,381$ 166,019$ 182,411$ 203,513$ 223,316$
% of Revenues 238%243%328%298%390%418%
Peninsula Apartments (2510)
Fund Summary
343343
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.
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 $170,000 for Alpla was canceled due to non-performance by the
company.
Urban Renewal Area
Outstanding TIF
Debt Previously
Certified
6/30/2018
TIF Debt
Certified
12/1/18
Estimated
TIF Receipts
FY19
Estimated
TIF Receipts
FY20
Estimated TIF
Debt 6/30/2020
2603 - City-University I 41,394,443$ 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 certified yet
(2) Does not include reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn
344344
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 835$ 239,487$ 482,246$ 1,525,593$ 721,358$ 854,750$
Revenues:
Other City Taxes
TIF Revenues 1,027,218$ 2,226,302$ 2,459,216$ 2,621,772$ 3,450,835$ 3,079,105$
Use Of Money And Property
Interest Revenues 3,615 4,429 14,512 10,000 10,000 -
Sub-Total Revenues 1,030,833 2,230,731 2,473,728 2,631,772 3,460,835 3,079,105
Transfers In:
Transfers In - - 59,834 115,000 107,620 107,620
Sub-Total Transfers In - - 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 I -$ -$ 107,617$ 115,000$ 672,248$ 1,698,845$
Sycamore & 1st 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
Tax Increment Financing (2601 - 2616)
Fund Summary
345345
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 534,000$ 787,700$ 732,757$ 1,393,688$ 2,177,935$ 2,192,110$
Use Of Money And Property
Interest Revenues 3,615 4,429 14,512 10,000 10,000 -
Transfers In:
Transfers In - - 59,834 115,000 107,620 107,620
Total Revenues 537,615$ 792,130$ 807,104$ 1,518,688$ 2,295,555$ 2,299,730$
Expenditures:
TIF Rebate -$ -$ 107,617$ 115,000$ 672,248$ 1,698,845$
Transfers Out:
TIF Debt Transfers Out 535,210$ 789,502$ 742,530$ 1,403,688$ 1,623,307$ 600,885$
Total Transfers Out 535,210$ 789,502$ 850,146$ 1,518,688$ 2,295,555$ 2,299,730$
Fund Balance, June 30 2,796$ 5,424$ (37,619)$ (37,619)$ (37,619)$ (37,619)$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 2,796$ 5,424$ (37,619)$ (37,619)$ (37,619)$ (37,619)$
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 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ 317,724$
Total Revenues 382,522$ 398,437$ 505,959$ 542,301$ 542,301$ 317,724$
Expenditures:
TIF Rebate -$ -$ 250,000$ 250,000$ 250,000$ 250,000$
Transfers Out:
TIF Debt Transfers Out 146,094 158,306 158,504 158,719 158,909 158,968
Total Expenditures & Transfers Out 146,094$ 158,306$ 408,504$ 408,719$ 408,909$ 408,968$
Fund Balance, June 30 236,684$ 476,815$ 574,271$ 707,853$ 841,245$ 750,001$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 236,684$ 476,815$ 574,271$ 707,853$ 841,245$ 750,001$
City-University Project I (2603)
Fund Summary
Sycamore & 1st Avenue (2604)
Fund Summary
346346
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ 937,442$ (375)$ (375)$
Revenues:
Other City Taxes
TIF Revenues -$ 748,045$ 945,219$ 18,938$ 6,804$ -$
Total Revenues -$ 748,045$ 945,219$ 18,938$ 6,804$ -$
Expenditures:
TIF Administration -$ -$ -$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out - 748,045 7,777 956,755 6,804 -
Total Expenditures & Transfers Out -$ 748,045$ 7,777$ 956,755$ 6,804$ -$
Fund Balance, June 30 -$ -$ 937,442$ (375)$ (375)$ (375)$
Restricted / Committed /Assigned - - - -
Unassigned Balance -$ -$ 937,442$ (375)$ (375)$ (375)$
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ 8$ 8$ (0)$ (0)$ (0)$
Revenues:
Other City Taxes
TIF Revenues 331$ -$ -$ -$ -$ -$
Total Revenues 331$ -$ -$ -$ -$ -$
Expenditures:
TIF Rebate -$ -$ 8$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out 323 - - - - -
Total Expenditures & Transfers Out 323$ -$ 8$ -$ -$ -$
Fund Balance, June 30 8$ 8$ (0)$ (0)$ (0)$ (0)$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 8$ 8$ (0)$ (0)$ (0)$ (0)$
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
347347
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 188$ -$ -$ 3,848$ 3,848$ 3,848$
Revenues:
Other City Taxes
TIF Revenues 88,570$ 148,097$ 185,084$ 247,659$ 307,388$ 154,696$
Total Revenues 88,570$ 148,097$ 185,084$ 247,659$ 307,388$ 154,696$
Transfers Out:
TIF Debt Transfers Out 88,758$ 148,097$ 181,236$ 247,659$ 307,388$ 154,696$
Total Transfers Out 88,758$ 148,097$ 181,236$ 247,659$ 307,388$ 154,696$
Fund Balance, June 30 -$ -$ 3,848$ 3,848$ 3,848$ 3,848$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 3,848$ 3,848$ 3,848$ 3,848$
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ 47,651$ 47,651$ 47,651$
Revenues:
Other City Taxes
TIF Revenues 21,796$ 144,021$ 90,197$ 419,186$ 416,407$ 414,575$
Total Revenues 21,796$ 144,021$ 90,197$ 419,186$ 416,407$ 414,575$
Expenditures:
TIF Rebate -$ -$ 34,506$ 255,193$ 254,146$ 254,146$
Transfers Out:
TIF Debt Transfers Out 21,796 144,021 8,040 163,993 162,261 160,429
Total Expenditures & Transfers Out 21,796$ 144,021$ 42,546$ 419,186$ 416,407$ 414,575$
Fund Balance, June 30 -$ -$ 47,651$ 47,651$ 47,651$ 47,651$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ 47,651$ 47,651$ 47,651$ 47,651$
Fund Summary
Riverside Drive (2615)
Fund Summary
Towncrest Area (2614)
348348
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
$398,091, a decrease of 0.5%. This decrease is primarily related to a reduction in the
SSMID district taxable property values.
349
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ -$ -$ -$
Revenues:
Property Taxes 264,683$ 289,471$ 323,017$ 361,878$ 356,980$ 367,689$
Intergovernmental
Property Tax Credits 30,601 28,872 31,368 38,246 41,111 41,111
Total Revenues 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$
Expenditures:
Services 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$
Total Expenditures 295,284$ 318,343$ 354,385$ 400,124$ 398,091$ 408,800$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
% of Revenues 0%0%0%0%0%0%
SSMID - Downtown (2820)
Fund Summary
350
DEBT SERVICE FUND
Fund Summary
Debt Schedules
F
Y
2
0
2
0
DEBT SERVICE FUND
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:
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.
Fiscal
Year
Principal Interest Total
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
Totals at
June 30,
2018
66,945,000 9,322,538 76,267,538
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
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.
* 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.
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.
355
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 $8,993,337 which is
an increase of $230,729 or 2.63%. 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
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
service levy. The debt service levy is projected to decrease by $.25 in fiscal year 2021 and by
356
$.20 in fiscal year 2022. The levy decrease offsets any assessed value growth to result in a
net decrease in property taxes in fiscal year 2021. The fiscal year 2022 levy decrease is
smaller and is offset due to increases in TIF related transfers and assessed property value
growth.
Future debt service expenditures are higher in fiscal year 2021 due to the calling of the 2012D
tax increment financing revenue bonds and to early principal repayment on the fiscal year
2020 general obligation bonds. The following year decreases due to the early bond call and
principal repayment in fiscal year 2021.
357
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,444,718$ 6,000,280$ 7,232,184$ 8,135,314$ 8,762,608$ 8,993,337$
Revenues:
Property Taxes 12,309,367$ 12,925,934$ 12,535,528$ 11,952,568$ 11,553,357$ 10,891,525$
Other City Taxes
Gas/Electric Excise Tax 180,306 167,714 149,925 134,943 127,253 127,253
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 483,552 358,695 332,008 335,308 321,689 321,689
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 12,190,584 11,528,752
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$ 13,270,504$ 12,534,866$
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 10,956,883 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$ 13,039,775$ 13,834,744$
Fund Balance, June 30 6,000,280$ 7,232,184$ 8,135,314$ 8,762,608$ 8,993,337$ 7,693,459$
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$ 6,945,389$ 7,693,459$
Debt Service Fund (5000 - 5999)
Fund Summary
358
FY2019 FY2020 FY2021
2011C G.O. Refunding 10,930,000 2021 3,850,000 3,983,313 - -
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. Multi-purpose 7,230,000 2023 4,185,000 872,675 877,613 880,723
2014 G.O. Multi-purpose/
Refunding
11,980,000 2024 5,785,000 1,066,125 1,053,825 1,051,075
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. Multi-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 - - 4,369,815 1,272,763
2020 G.O. Proposed 10,819,487 2030 - - - 3,087,363
Total - General Obligation Debt Service: 66,945,000 13,791,385 13,024,775 13,819,743
** To be called early in 2021
General Obligation Bonds/TIF Revenue Bonds
Outstanding Debt Obligation
Summary by Individual Issue
Debt Service Payments
Issue / Use of Funds
Fiscal Year
Debt Paid in
Full
Amount of
Issue
Principal
Outstanding
June 30, 2018
359359
Fiscal
Year Principal Interest Total
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.
Amount
Advance Refunded 2002 GO Bonds 10,580,000$
Amount Placed with Escrow Agent 505,231
Issuance Costs 112,681
Bond Premium (267,912)
Amount of Issue 10,930,000$
2011C General Obligation Refunding Bond Issue
Principal: $10,930,000
Dated: June 8, 2011
Called: July 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
360360
Fiscal
Year Principal Interest Total
2019 930,000 79,813 1,009,813 949,691 60,121 3,865,000 2.00%
2020 955,000 61,213 1,016,213 955,710 60,502 2,935,000 2.00%
2021 975,000 42,113 1,017,113 956,557 60,556 1,980,000 2.00%
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 3,865,000 205,750 4,070,750 3,828,390 242,360
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Runway 7-25 Taxiway 232,000$
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$
2012A General Obligation Bond Issue
Principal: $9,070,000
Dated: June 20, 2012
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
361361
Fiscal
Year Principal Interest Total
2019 135,000 70,185 205,185 205,185 2,260,000 2.00%
2020 140,000 67,485 207,485 207,485 2,125,000 2.10%
2021 1,985,000 64,545 2,049,545 2,049,545 1,985,000 2.30%
Totals 2,260,000 202,215 2,462,215 2,462,215
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Park @ 201 Project 2,330,000$
Debt Service Reserve 207,845
Capitalized Interest 38,086
Issuance Costs 79,069
Amount of Issue 2,655,000$
2012D Taxable Urban Renewal Revenue Bonds
Principal: $2,655,000
Dated: November 29, 2012
To be called: June 1, 2021
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Tax
Increment
Financing
362362
Fiscal
Year Principal Interest Total
2019 805,000 67,675 872,675 719,987 152,688 4,185,000 1.25%
2020 820,000 57,613 877,613 724,061 153,552 3,380,000 1.45%
2021 835,000 45,723 880,723 726,627 154,096 2,560,000 1.60%
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 4,185,000 220,773 4,405,773 3,634,915 770,858
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,610,000$
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$
2013A General Obligation Bond Issue
Principal: $7,230,000
Dated: July 16, 2013
Callable: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
363363
Fiscal
Year Principal Interest Total
2019 910,000 156,125 1,066,125 753,107 313,018 5,785,000 3.00%
2020 925,000 128,825 1,053,825 744,418 309,407 4,875,000 3.00%
2021 950,000 101,075 1,051,075 742,476 308,599 3,950,000 3.00%
2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50%
Totals 5,785,000 535,100 6,320,100 4,464,496 1,855,604
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,890,000$
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$
2014 General Obligation/Refunding Bond Issue
Principal: $11,980,000
Dated: June 3, 2014
Callable: June 1, 2020
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
364364
Fiscal
Year Principal Interest Total
2019 740,000 115,013 855,013 783,624 71,388 5,655,000 2.00%
2020 765,000 100,213 865,213 792,973 72,240 4,915,000 2.00%
2021 785,000 83,000 868,000 795,527 72,473 4,150,000 2.00%
2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00%
2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00%
2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00%
2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00%
Totals 5,655,000 468,925 6,123,925 5,612,615 511,310
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 200,000$
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$
2015 General Obligation Bond Issue
Principal: $7,785,000
Dated: June 2, 2015
Callable: June 1, 2023
Project
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
Tax
Increment
Financing
365365
Fiscal
Year Principal Interest Total
-
2019 895,000 172,350 1,067,350 1,067,350 7,680,000 2.00%
2020 910,000 154,450 1,064,450 1,064,450 6,785,000 3.00%
2021 930,000 127,150 1,057,150 1,057,150 5,875,000 2.00%
2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00%
2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00%
2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00%
2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00%
2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00%
Totals 7,680,000 774,250 8,454,250 8,454,250
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
Riverfront Crossings Riverbank/Park Development 500,000
City Park Cabin Restoration 130,000
City Park Pool Cabana Shelters 65,000
Pheasant Hill Park Renovation 25,000
Happy Hollow Park Shelter & Bathroom Upgrades 150,000
Hickory Hill Park & Trail Development 200,000
Upgrade Building BAS Controls 118,000
Mercer Aquatic & Scanlon Gym Improvements 53,000
Mormon Trek Right Turn Lane & Three Lane Conversion 650,000
1st Ave/IAIS RR Crossing Grade Separation 1,546,222
First Ave Three Lane Conversion 275,000
Washington Street Reconstruction 4,133,666
Fire/Police Storage Facility Relocation 700,000
Issuance Costs 99,112
8,795,000$
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
2016A General Obligation Bond Issue
Principal: $8,795,000
Dated: June 16, 2016
Callable: June 1, 2024
Payments
Property Tax
Revenue
366366
Fiscal
Year Principal Interest Total
2019 - 384,150 384,150 384,150 12,805,000 3.00%
2020 - 384,150 384,150 384,150 12,805,000 3.00%
2021 - 384,150 384,150 384,150 12,805,000 3.00%
2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00%
2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00%
2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00%
2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00%
2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00%
2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% *
2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% *
2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% *
2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% *
2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% *
2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% *
2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% *
2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% *
2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% *
2036 *890,000 26,700 916,700 916,700 890,000 3.00% *
Totals 12,805,000 4,143,300 16,948,300 16,948,300
Principal payable June 1.
Interest payable June 1 and December 1.
* Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6%
Amount
Chauncey Building Project 12,097,250$
Capitalized Interest 657,323
Issuance Costs 50,427
Amount of Issue 12,805,000$
2016E Taxable Urban Renewal Capital Loan Notes
Principal: $12,805,000
Dated: September 15, 2016
Callable: June 1, 2026, 2029, 2032, 2035
Payments Tax
Increment
Financing
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate *
Project
367367
Fiscal
Year Principal Interest Total
2019 905,000 190,563 1,095,563 934,678 160,884 8,865,000 2.00%
2020 920,000 172,463 1,092,463 932,033 160,429 7,960,000 2.00%
2021 940,000 154,063 1,094,063 933,398 160,664 7,040,000 2.00%
2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00%
2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00%
2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00%
2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25%
2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50%
2027 1,085,000 27,125 1,112,125 948,808 163,317 1,085,000 2.50%
Totals 8,865,000 1,022,263 9,887,263 8,435,308 1,451,954
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
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$
Project
2017A General Obligation Bonds
Principal: $9,765,000
Dated: June 15, 2017
Callable: June 1, 2023
Payments
Property Tax
Revenue
Tax
Increment
Financing
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
368368
Fiscal
Year Principal Interest Total
2019 810,000 266,850 1,076,850 1,076,850 8,895,000 1.80%
2020 825,000 242,550 1,067,550 1,067,550 8,085,000 1.95%
2021 840,000 217,800 1,057,800 1,057,800 7,260,000 2.10%
2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15%
2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25%
2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35%
2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40%
2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50%
2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60%
2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65%
Totals 8,895,000 1,515,300 10,410,300 10,410,300
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
City Hall Remodel for MPOJC 150,000$
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$
Project
2018A General Obligation Bonds
Principal: $8,895,000
Dated: June 1, 2018
Callable: June 1, 2024
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
369369
Fiscal
Year Principal Interest Total
2019 2,100,000 75,350 2,175,350 2,175,350 3,100,000 2.35%
2020 1,000,000 26,000 1,026,000 1,026,000 1,000,000 2.60%
Totals 3,100,000 101,350 3,201,350 3,201,350
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Pedestrian Mall Reconstruction 3,100,000$
Project
2018B General Obligation Bonds
Principal: $3,100,000
Dated: June 1, 2018
Callable: N/A
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
370370
ENTERPRISE FUNDS
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Storm Water
Housing Authority
F
Y
2
0
2
0
PARKING FUND
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:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/19
Total
Payment
FY20
FY20
Principal
FY20
Interest
2009F Revenue Bond
Defeasance 11/1/2014 $ 2,495,350 2024 $ 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.
(1)FY19 and FY20 figures are estimates
373373
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 Charges
Fiscal
Year
Capitol St.
Garage
Dubuque St.
Garage
Chauncey
Swan Garage
Tower Place
Garage
Harrison St.
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 -- --
1993 0.50 0.45 0.40 -- --
*Capitol Street, Dubuque Street and Tower Place facilities offer the first hour free.
Monthly Rates and Charges
Fiscal
Year
Capitol St.
Garage
Dubuque St.
Garage
Chauncey
Swan Garage
Tower Place
Garage
Harrison St.
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.
374374
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%.
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.
The Parking Fund is budgeting $675,000 for transfers to the Capital Projects Fund for parking facility
restoration and repairs and parking equipment upgrades.
375375
Long-term Projections:
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 $1.5 million in fiscal year 2021. Fiscal year
2021 also includes higher than average Transfers Out for Capital Projects.
376376
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,713,076$ 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
1) 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
Parking (7100 - 7102)
Fund Summary
377377
PARKING OPERATIONS
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)
Central Area
• Recreation Center Lot
• Burlington Street Lot
(near Mill Restaurant)
South Area
• Maiden Lane Parking
Lot (west of Gilbert
Street)
Parking Ramp Operations
Cashiered Garages:
• Dubuque 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
378378
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
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:
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.
379379
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 $52,969 in fiscal year 2020 due to the EV
Charging Stations and power washer budgeted in fiscal year 2019.
380380
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Transient Hours Parked 4,762,105 5,145,968 4,981,945 5,063,659 5,147,055
Percent Change 6.9%8.1%-3.2%1.6%1.6%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Credit Card Usage – Access Controlled Facilities
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
62%67%70%71%74%
Enhanced Community Engagement and Intergovernmental
Relations
Increase convenience and access for parking customers.
Increase credit card usage as a payment mechanism to 75%.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Encourage a Vibrant and Walkable Urban Core
Provide convenient parking options.
Increase transient hours parked in downtown on-street and off-
street spaces.
381381
Activity: Parking Administration (810110)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 35,348$ 35,397$ 123,441$ 35,400$ 123,441$ 123,441$
Miscellaneous
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
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. Serv.1.00 1.00 0.75 0.75
Operations Supv - Trans Serv 2.50 2.50 2.50 2.50 2.50
Operations Specialist - Transp. Serv.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$ -$
Activity Summary
382382
Activity: On Street Operations (810120)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 1,637,424$ 1,701,595$ 1,635,719$ 1,686,370$ 1,641,380$ 1,641,380$
Miscellaneous
Other Misc Revenue 104 (283) (133) - - -
Other Financial Sources
Sale Of Assets 2,850 - - - - -
Total Revenues 1,640,378$ 1,701,312$ 1,635,585$ 1,686,370$ 1,641,380$ 1,641,380$
Expenditures:
Personnel 466,062$ 422,139$ 429,708$ 557,501$ 587,042$ 604,653$
Services 275,559 283,639 366,126 293,348 267,496 272,846
Supplies 12,015 10,250 7,137 12,258 9,394 9,582
Capital Outlay - 33,563 5,831 72,969 20,000 30,000
Total Expenditures 753,636$ 749,591$ 808,802$ 936,076$ 883,932$ 917,081$
Personnel Services - FTE 2016 2017 2018 2019 2020
Customer Service Rep - Pkg 1.50 - - - -
Electronics Technician - Transp. Serv.1.00 1.00 1.00 1.00 1.00
MW II - Transportation Serv. 2.00 2.00 2.00 2.00 2.00
Parking Enforcement Attendant 5.00 5.00 5.00 5.00 5.00
Total Personnel 9.50 8.00 8.00 8.00 8.00
Capital Outlay 2019 2020
EV Charging Stations 39,169$ -$
Hot Power Washer 11,800 -
Coin Counter 9,500 -
Paint Striper 7,500 -
Bike racks - replacement/expansion 5,000 20,000
Total Capital Outlay 72,969$ 20,000$
Activity Summary
383383
Activity: Parking Ramp Operations (810140)Fund: Parking (7100)
Division: Parking Operations Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges -$ -$ 175$ -$ 180$ 180$
Parking Charges 3,602,457 3,529,228 3,857,285 4,025,260 4,127,860 4,127,860
Miscellaneous
Other Misc Revenue 25,450 36,823 37,885 35,016 35,000 35,000
Total Revenues 3,627,907$ 3,566,051$ 3,895,345$ 4,060,276$ 4,163,040$ 4,163,040$
Expenditures:
Personnel 577,978$ 574,444$ 544,767$ 680,365$ 568,081$ 585,123$
Services 501,974 560,415 641,010 621,141 651,090 664,112
Supplies 46,797 43,320 44,695 21,296 17,205 17,549
Capital Outlay 25,160 17,920 11,460 - - -
Total Expenditures 1,151,908$ 1,196,100$ 1,241,932$ 1,322,802$ 1,236,376$ 1,266,784$
Personnel Services - FTE 2016 2017 2018 2019 2020
Cashier - Parking 6.75 6.75 6.75 6.75 5.00
M.W. I - Parking Systems 2.50 2.50 2.50 2.50 2.50
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 9.75 9.75 9.75 9.75 8.00
Activity Summary
384384
Activity: Parking Debt Service (810180)Fund: Parking (7101)
Division: Parking Operations Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Transfers In:
Debt Service Transfer
(From Restricted Parking Impact Fees to
Restricted for Debt Service)-$ 385,583$ -$ -$ -$ -$
Debt Service Transfer
(From Parking Unrestricted to
Restricted for Debt Service)5,500,000 715,238 3,100,821 1,021,221 1,021,221 1,021,221
Total Revenues & Transfers In 5,500,000$ 1,100,821$ 3,100,821$ 1,021,221$ 1,021,221$ 1,021,221$
Expenditures:
Lease-purchase Payments -$ 1,100,821$ 3,100,821$ 3,021,221$ 3,021,221$ 2,521,221$
Total Expenditures -$ 1,100,821$ 3,100,821$ 3,021,221$ 3,021,221$ 2,521,221$
Activity Summary
385385
Issue / Use of Funds Amount of
Issue FY2019 FY2020 FY2021
2017 Parking System Lease-Purchase
Agreement 15,497,867 2035 11,958,305 1,021,221 1,021,221 1,021,221
Total - Parking Revenue Bonds 11,958,305 1,021,221 1,021,221 2,122,043
Fiscal Year
Debt Paid
in Full
Parking Revenue Bonds
Outstanding Debt Obligation at June 30, 2018
Summary by Individual Issue
Principal
Outstanding
Debt Service Payments
386386
Fiscal
Year Principal Interest Total
2019 545,281 475,941 1,021,221 1,021,221 11,958,305 3.98%
2020 566,983 454,238 1,021,221 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 745,107 276,114 1,021,221 1,021,221 6,937,543 3.98%
2028 774,762 246,459 1,021,221 1,021,221 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 979,191 42,030 1,021,221 1,021,221 1,056,039 3.98%
2035 76,848 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:
In part:
Amount
Harrison Street Parking Garage 15,497,867$
Project
•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.
•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
2017 Parking System Lease-Purchase Agreement
Principal: $15,497,867
Dated: April 11, 2017
Callable: See footnote*
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Parking
Revenue
387387
TRANSIT FUND
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 7.8% or $504,898 in fiscal year
2020 to $6,986,322. The increases in fund balance are due to the net revenues being
generated by the Court Street Transportation Center.
(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.
FY2016 FY2017 FY2018 FY2019 FY2020
Assigned $1,287,299 $1,275,049 $777,476 $3,913,476 $4,093,476
Unassigned $4,168,088 $5,151,993 $5,381,624 $2,567,948 $2,892,847
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
Fund Balance (1)
388
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.
The Transit Property Tax Levy (including State backfill funds) estimated at $3,721,479 will
be transferred into the Transit fund from the General fund in fiscal year 2020. Combined
with the funding from other governments, approximately $5.84 million of the $8.40 million in
revenues and transfers in or 69.6% is from sources of revenue that are not generated by the
transit operations. This is a similar ratio to fiscal year 2019 funding.
389
Expenditures:
Fiscal year 2020 budgeted expenditures represent an 1% increase from the fiscal year 2019
revised expenditure budget. The increase is related to cost of living increases and
adjustments for inflation.
Long-term Projections:
Transit charges for service revenue is projected flat for future years with any increases coming
from increases in the Transit Property Tax Transfer In. Transit Property Taxes are projected
with taxable valuation growth of 3% in 2021, 2.68% in 2022, 2.7% in 2023, 2.28% in 2024 and
3.29% in 2025. Odd numbered years are re-valuation years, which lead to higher growth.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate
annually. The large spike in expenditures in fiscal year 2022 is due to the Capital Projects
Transfer Out for the expected new Transit Facility.
390
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 4,762,385$ 5,455,387$ 6,427,042$ 6,159,100$ 6,481,424$ 6,986,322$
Revenues:
Use Of Money And Property
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
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
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
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
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 3,721,479 3,833,123
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 3,996,479 4,013,123
Total Revenues & Transfers In 7,775,165$ 8,153,088$ 12,042,986$ 11,333,203$ 8,397,481$ 8,414,125$
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$ 6,986,322$ 7,455,692$
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$ 2,892,847$ 3,182,217$
% of Revenues & Transfers In 54%63%45%23%34%38%
Transit (7150 - 7151)
Fund Summary
391
TRANSIT OPERATIONS
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.
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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
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:
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 $95,000 in both fiscal year
2019 and fiscal year 2020 for the purchase of one new paratransit bus in each year.
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Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Riders per Revenue Vehicle Hour 35.20 36.85 30.95 28.40 27.77
Community Survey results of the percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Bus or Transit Services*N/A N/A N/A 63%N/A
*Community Survey conducted during FY 2013 and FY 2017
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Fare-box/Expense Ratio 29%31%27%25%22%
Fare-box revenues to cover 33% of operating costs.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City
Provide safe, courteous, and quality transportation services.
Increase Rides per Revenue Hour to 37.
Maintain a Solid Financial Foundation
Increase fare-box/expense ratio.
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Activity: Transit Admin (810210)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 18,684$ 28,398$ 76,563$ 28,400$ 76,563$ 76,563$
Miscellaneous
Printed Materials 30 - - - - -
Other Misc Revenue (3,562) - - - - -
Other Financial Sources
Sale Of Assets 2,700 2,500 - - - -
Transfers In:
Transfer In - Transit Property Tax Levy 3,108,169 3,271,633 3,376,455 3,578,133 3,721,479 3,833,123
Total Revenues & Transfers In 3,126,021$ 3,302,531$ 3,453,018$ 3,606,533$ 3,798,042$ 3,909,686$
Expenditures:
Personnel 260,231$ 116,358$ 119,213$ 115,206$ 118,519$ 122,074$
Services 171,814 264,781 309,411 318,827 347,849 354,806
Supplies 304 46 136 - - -
Total Expenditures 432,349$ 381,185$ 428,760$ 434,033$ 466,368$ 476,880$
Personnel Services - FTE 2016 2017 2018 2019 2020
Assoc Dir -Trans Service 0.50 - - - -
Customer Service Rep - Trans Serv 0.50 1.00 1.00 0.75 0.75
Operations Supv - Trans Serv 0.50 0.50 0.50 0.50 0.50
Transportation and Res Mgmt Director 0.50 - - - -
Total Personnel 2.00 1.50 1.50 1.25 1.25
Activity Summary
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Activity: Transit Operations (810220)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Fed Intergovnt Rev 1,494,411$ 1,622,763$ 1,497,897$ 1,622,763$ 1,497,900$ 1,497,900$
Other State Grants 600,242 612,769 585,201 612,770 585,200 585,200
Local 28E Agreements 39,181 36,945 37,622 38,750 38,750 38,750
Charges For Fees And Services
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
Miscellaneous
Other Misc Revenue - 844 8,495 - 8,460 8,460
Other Financial Sources
Sale Of Assets 545 - - - - -
Total Revenues 3,432,846$ 3,535,822$ 3,356,188$ 3,546,780$ 3,357,290$ 3,357,290$
Expenditures:
Personnel 2,998,808$ 3,139,515$ 3,215,007$ 3,345,960$ 3,419,073$ 3,521,645$
Services 1,455,587 1,504,339 1,763,895 1,962,618 1,870,235 1,907,640
Supplies 28,718 24,489 30,710 13,892 15,979 16,299
Capital Outlay - - 147,958 15,000 - -
Total Expenditures 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. Serv.1.00 1.00 1.00 1.00 1.00
Operations Specialist - Transp. Serv.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 2019 2020
Bus wraps 15,000$ -$
Total Capital Outlay 15,000$ -$
Activity Summary
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Activity: Fleet Maintenance (810230)Fund: Transit (7150)
Division: Public Transportation Department: Transportation Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 100$ 74$ 291$ -$ -$ -$
Miscellaneous
Misc Merchandise 101 698 177 700 180 180
Other Misc Revenue 5,742 4,078 999 4,080 1,000 1,000
Total Revenues 5,943$ 4,850$ 1,467$ 4,780$ 1,180$ 1,180$
Expenditures:
Personnel 548,460$ 534,729$ 518,306$ 600,206$ 601,660$ 619,709$
Services 241,651 53,500 156,994 131,533 81,759 83,394
Supplies 669,469 634,040 742,546 761,764 866,637 883,970
Total Expenditures 1,459,580$ 1,222,269$ 1,417,846$ 1,493,503$ 1,550,056$ 1,587,073$
Personnel Services - FTE 2016 2017 2018 2019 2020
Mechanic II - Transit 2.00 2.00 2.00 2.00 2.00
Mechanic III - Transit 2.00 2.00 2.00 2.00 2.00
Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 1.00
Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Activity Summary
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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 132,007$ 135,943$ 138,761$ 147,270$ 145,699$ 145,699$
Charges For Fees And Services
Parking Charges 629,212 653,543 812,026 739,840 757,170 757,170
Miscellaneous
Other Misc Revenue 55,911 56,741 59,600 57,000 63,100 63,100
Total Revenues 817,130$ 846,227$ 1,010,387$ 944,110$ 965,969$ 965,969$
Expenditures:
Personnel 29,969$ 30,615$ 31,597$ 31,991$ 32,839$ 33,824$
Services 136,748 147,896 163,979 151,940 167,206 170,550
Supplies 2,059 1,399 1,455 942 828 845
Total Expenditures 168,777$ 179,910$ 197,031$ 184,873$ 200,873$ 205,219$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. I - Parking Systems 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Activity Summary
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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 -$ -$ 1,118,429$ -$ -$ -$
Other State Grants 308,615 394,842 2,713,276 - - -
Other Financial Sources
Transfer In from Transit Operations 84,611 68,817 390,222 3,231,000 275,000 180,000
Total Revenues & Transfers In 393,226$ 463,659$ 4,221,927$ 3,231,000$ 275,000$ 180,000$
Expenditures:
Services -$ 192$ -$ -$ -$ -$
Supplies - - 7,396 - - -
Capital Outlay 374,083 475,718 4,712,104 95,000 95,000 -
Total Expenditures 374,083$ 475,909$ 4,719,500$ 95,000$ 95,000$ -$
Capital Outlay 2019 2020
SEATS Bus 95,000$ 95,000$
Total Capital Outlay 95,000$ 95,000$
Activity Summary
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WASTEWATER FUND
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:
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.
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
400400
(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.
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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 100 cu.
ft. of water used
BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound
BOD (per pound) greater than 2000 mg/L $0.425 per pound
Suspended Solids (SS) per pound $0.227 per pound
Monthly Minimum, Unmetered User $33.36 per month
Manufactured Housing Park, Monthly Minimum per lot $33.36 per month
Holding Tank Waste - plus landfill fees $0.032 per gallon
Holding Tank Waste Hauler - Annual Permit $907.00 per year
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.
Use of Money & Property primarily consists of interest on investments.
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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.
30.5% of the Wastewater Fund’s expenditures are for revenue bond principal and interest
payments.
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Long-term Projections:
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 $1.8 million in fiscal year 2022. This decrease is also due to lowered debt service
requirements.
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2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 19,788,658$ 30,106,671$ 25,193,872$ 20,759,108$ 19,306,462$ 20,438,235$
Revenues:
Licenses And Permits
Misc Permits & Lic 7,483$ 10,228$ 9,436$ 10,230$ 9,440$ 9,440$
Intergovernmental
Disaster Assistance - - 810 - - -
Use Of Money And Property
Interest Revenues 289,792 307,295 392,263 209,308 277,483 277,483
Royalties & Commiss 211 159 205 160 200 200
Charges For Fees And Services
Misc Charges For Svc 1,566 192 1,950 190 500 500
Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556
Refuse Charges 62 687 2,564 690 1,000 1,000
Miscellaneous
Misc Merchandise - 135 - 140 - -
Other Misc Revenue 77,726 139,212 77,373 139,220 48,133 48,133
Other Financial Sources
Debt Sales 10,101,495 5,130,632 - - - -
Sale Of Assets - 18,392 9,648 - - -
Sub-Total Revenues:22,742,715 17,883,190 13,115,285 12,636,588 11,768,312 11,768,312
Transfers In:
Interfund Loans 200,000 225,000 975,000 1,475,000 1,750,000 1,175,000
Misc Transfers In - - 452 - 1,000 1,000
1) Bond Ordinance Trans 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950
Sub-Total Transfers In 4,923,813 4,695,322 6,184,314 4,458,412 4,686,300 4,037,950
Total Revenues & Transfers In 27,666,528$ 22,578,511$ 19,299,599$ 17,095,000$ 16,454,612$ 15,806,262$
Expenditures:
Wastewater Administration 1,696,933$ 1,774,490$ 1,783,275$ 1,898,352$ 1,916,022$ 1,957,682$
Wastewater Treatment Plant Ops 3,385,408 3,313,192 3,436,253 3,609,958 3,599,139 3,746,359
Lift Stations 105,561 186,624 155,328 218,764 216,955 221,294
Wastewater Collection Systems 734,546 815,102 782,131 828,610 837,423 863,671
Wastewater Debt Service 4,751,636 15,171,341 9,581,769 6,729,050 2,878,000 2,878,625
Sub-Total Expenditures 10,674,084 21,260,750 15,738,755 13,284,734 9,447,539 9,667,631
Transfers Out:
Capital Project Fund 1,950,000 1,760,239 2,786,745 2,279,500 2,940,000 1,870,000
1) Debt Service Funding 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950
Sub-Total Transfers Out 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
Wastewater (7200 - 7201)
Fund Summary
405405
WASTEWATER TREATMENT OPERATIONS
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.
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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.
HIGHLIGHTS
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 1.5KW Generator with a 2KW 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
407407
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:
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 $100,000 for the plant roof replacement in fiscal year 2019.
408408
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal*
Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
98.0%99.1%99.4%98.9%99.1%98.9%
Total Suspended Solids (TSS) – Percent Removal*
Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
98.0%97.8%99.2%98.7%98.8%98.2%
Ammonia (NH3) – Percent Removal*
Goal FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
97.0%93.3%99.1%90.5%92.1%94.6%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Number of SSOs per Year**
FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
9 8 7 9 12 10
Sewer Jetting, Miles per Year*
FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
45.5 39.3 56.0 42.7 27 40
Video Inspection, Miles per Year*
FY 2013 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
Estimate
19.2 19.5 24.5 26.3 45 40
Protect public and private property from water damage and
health hazards.
Control Sanitary Sewer Overflows (SSO – sewer backups).
* Higher Number is Better ** Lower Number is Better
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City, Promote
a Strong and Resilient Local Economy, & Enhanced
Community Engagement and Intergovernmental Relations
Protect the City’s natural resources and waterways for public
health, recreation opportunities and development.
Meet or exceed DNR permit requirements for sanitary sewer
systems.
* Higher Number is Better
Foster Healthy Neighborhoods throughout the City, Promote
a Strong and Resilient Local Economy, & Enhanced
Community Engagement and Intergovernmental Relations
409409
Activity: Wastewater Administration (720110)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 289,792$ 307,295$ 392,263$ 209,308$ 277,483$ 277,483$
Charges For Fees And Services
Wastewater Charges 12,264,380 12,276,259 12,621,036 12,276,650 11,431,556 11,431,556
Miscellaneous
Other Misc Revenue 540 - 104 - 100 100
Other Financial Sources
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$
Activity Summary
410410
Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater (7200)
Division: Wastewater Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Royalties & Commissions 211$ 159$ 205$ 160$ 200$ 200$
Charges For Fees And Services
Misc Charges For Services 1,566 192 1,950 190 500 500
Refuse Charges 62 687 2,564 690 1,000 1,000
Miscellaneous
Other Misc Revenue 77,186 139,212 77,205 139,220 48,033 48,033
Other Financial Sources
Sale Of Assets - 18,392 - - - -
Total Revenues 79,024$ 158,641$ 81,924$ 140,260$ 49,733$ 49,733$
Expenditures:
Personnel 1,352,816$ 1,425,076$ 1,495,141$ 1,532,080$ 1,573,712$ 1,620,924$
Services 1,128,388 1,099,485 1,146,372 1,127,609 1,137,476 1,160,226
Supplies 688,990 772,290 794,740 835,269 862,951 880,210
Capital Outlay 215,215 16,340 - 115,000 25,000 85,000
Total Expenditures 3,385,408$ 3,313,192$ 3,436,253$ 3,609,958$ 3,599,139$ 3,746,359$
Personnel Services - FTE 2016 2017 2018 2019 2020
Chemist 1.00 1.00 1.00 1.00 1.00
Electrician - Wastewater 1.00 1.00 1.00 1.00 1.00
Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 1.00
Laboratory Technician - WW 1.00 1.00 1.00 1.00 1.00
M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 1.00
Maint Operator - Wastewater 3.00 3.00 3.00 3.00 3.00
M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00
Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 1.00
Sr TPO - Wastewater 1.00 1.00 1.00 1.00 1.00
TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 4.00
Total Personnel 17.00 17.00 17.00 17.00 17.00
Capital Outlay 2019 2020
Plant Roof Replacement 100,000$ -$
D.O. Probe Replacements 15,000 25,000
Total Capital Outlay 115,000$ 25,000$
Activity Summary
411411
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 -$ -$ 35$ -$ -$ -$
Total Revenues -$ -$ 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 2019 2020
Hawkeye Lift Station Window Replacement 10,000$ -$
Total Capital Outlay 10,000$ -$
Activity Summary
412412
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 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$
Activity Summary
413413
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 10,101,495$ 5,130,632$ -$ -$ -$ -$
Transfers In:
Bond Ordinance Trans 4,723,813 4,470,322 5,208,862 2,983,412 2,935,300 2,861,950
Total Revenues & Transfers In 14,825,308$ 9,600,953$ 5,208,862$ 2,983,412$ 2,935,300$ 2,861,950$
Expenditures:
Services 1,200$ 1,200$ 437$ 1,200$ 1,200$ 1,200$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 4,750,436 15,170,141 9,581,332 6,727,850 2,876,800 2,877,425
Total Expenditures 4,751,636$ 15,171,341$ 9,581,769$ 6,729,050$ 2,878,000$ 2,878,625$
Activity Summary
414414
Issue / Use of Funds Amount of
Issue FY2019 FY2020 FY2021
2010A Sewer Revenue Refunding
of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 3,940,000 4,072,200 - -
2016C Sewer Revenue Refunding
of Series 2008 Revenue Bonds 9,360,000 2022 7,520,000 2,164,150 2,175,550 1,855,050
2017B Sewer Revenue Refunding
of Series 2009 Revenue Bonds 4,550,000 2023 4,550,000 491,500 701,250 1,022,375
Total Sewer Revenue Bonds:16,010,000 6,727,850 2,876,800 2,877,425
Principal
Outstanding
Fiscal Year
Debt Paid
in Full
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2018
Summary by Individual Issue
415415
Fiscal
Year Principal Interest Total
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
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Sewer Revenue Bonds -Summary
Debt Repayment Schedule
416416
Fiscal
Year Principal Interest Total
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.
Interest payable July 1 and January 1.
Amount
Refunded 2001 Sewer Revenue Bonds 10,250,000$
Refunded 2002 Sewer Revenue Bonds 5,590,000
Issuance Costs 124,077
Bond Premium (884,077)
Amount of Issue 15,080,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Coupon
Rate
2010A Sewer Revenue Refunding Capital Loan Notes
Principal: $15,080,000
Dated: April 15, 2010
Called: July 1, 2018
Project
417417
Fiscal
Year Principal Interest Total
2019 1,920,000 244,150 2,164,150 2,164,150 7,520,000 4.00%
2020 2,010,000 165,550 2,175,550 2,175,550 5,600,000 4.00%
2021 1,765,000 90,050 1,855,050 1,855,050 3,590,000 4.00%
2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00%
Totals 7,520,000 527,125 8,047,125 8,047,125
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008 Sewer Revenue Bonds 10,022,780$
Issuance Costs 99,767
Bond Premium (762,547)
Amount of Issue 9,360,000$
2016C Sewer Revenue Refunding Capital Loan Notes
Principal: $9,360,000
Dated: June 16, 2016
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
418418
Fiscal
Year Principal Interest Total
2019 275,000 216,500 491,500 491,500 4,550,000 2.00%
2020 500,000 201,250 701,250 701,250 4,275,000 5.00%
2021 855,000 167,375 1,022,375 1,022,375 3,775,000 5.00%
2022 835,000 125,125 960,125 960,125 2,920,000 5.00%
2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00%
Totals 4,550,000 762,375 5,312,375 5,312,375
Principal payable July 1. Interest
payable July 1 and January 1.
Amount
Refunded 2009A Sewer Revenue Bonds 5,083,955$
Issuance Costs 46,677
Bond Premium (580,632)
Amount of Issue 4,550,000$
2017B Sewer Revenue Refunding Capital Loan Notes
Principal: $4,550,000
Dated: June 15, 2017
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
419419
WATER FUND
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.
(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.
420420
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
Meter Size (inches) FY19 Rate FY20 Rate
5/8 (residential) $7.42 $7.79
3/4 $8.11 $8.52
1 $9.56 $10.04
1½ $19.06 $20.01
2 $25.63 $26.91
3 $47.37 $49.74
4 $82.62 $86.75
6 $166.25 $174.56
Cubic Feet FY19 Rate FY20 Rate
First 100/mo. MMC (varies) MMC (varies)
101-3,000/mo. $3.47/100 cu. ft. $3.64/100 cu. ft.
3,001 and over $2.49/100 cu. ft. $2.61/100 cu. ft.
Single Purpose Meter Charges FY19 Rate FY20 Rate
First 100/mo. MMC (varies) MMC (varies)
Over 101/mo. $3.47/100 cu. ft. $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.
421421
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.
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 $217,350 for the Spruce
Street water main replacement.
422422
Long-term Projections:
Future revenues are projected to increase in fiscal year 2021 with another 5% rate
increase on water charges. This increase, as well as the increase in fiscal year 2020, are
intended to offset the lost revenue from the loss of Proctor & Gamble. The following two
years will gradually increase as the number of accounts is projected to grow by 1%
annually. Fiscal year 2024 and 2025 are projected to decrease as transfers for Debt
Service Payments drop off.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually. Expenditures increase significantly in fiscal years 2022 and 2023 due to
increased Transfers Out for Capital Projects.
423423
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 12,332,979$ 16,240,827$ 18,111,079$ 11,938,239$ 12,051,887$ 11,943,294$
Revenues:
Use Of Money And Property
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
State 28E Agreements - - 57,500 - - -
Disaster Assistance 491 - - - - -
Charges For Fees And Services
Water Charges 9,133,122 9,274,183 9,469,775 9,737,892 9,331,360 9,797,928
Miscellaneous
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
Debt Sales 4,017,085 5,410,000 - - - -
Sale Of Assets 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:
1) 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:
Water Administration 1,358,723$ 1,648,609$ 1,690,302$ 1,764,837$ 1,768,961$ 1,807,589$
Water Treatment Plant Ops 2,050,011 2,190,170 2,326,454 2,339,000 2,427,885 2,485,388
Water Distribution System 1,082,301 1,209,545 1,462,734 1,304,604 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 8,440,774 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
1) 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$ 11,567,789$ 11,740,728$ 11,753,032$
Fund Balance, June 30 16,196,020$ 18,111,079$ 11,938,239$ 12,051,887$ 11,943,294$ 12,354,708$
Prior Year Accounting Adjustment 44,808 - - - - -
Adjusted Fund Balance, June 30 16,240,827 18,111,079 11,938,239 12,051,887 11,943,294 12,354,708
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$ 8,418,225$ 8,111,070$ 8,485,859$
% of Revenues & Transfers In 53% 52% 72% 72%70%70%
1) Same Fund Transfers required by bond covenants
Water (7300 - 7301)
Fund Summary
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: Upcoming Challenges:
• 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
• 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:
FY2018 FY2019 FY2020
Total FTE’s 31.75 31.75 31.75
Staffing Level Change Summary:
A 1.0 Water Engineer position was converted to a 1.0 FTE Water GIS Technician position 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 $32,788 due to increased
electricity and repairs and maintenance costs.
426
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
New Water Main (miles)1.4 2.3 3.1 3.2 2.0
(miles)1.4 0.2 0.2 0.6 0.4
% system 0.5%0.1%0.1%0.2%0.1%
Annual Locates*(tickets)7,706 7,549 7,775 7,865 8,127
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
2,059 1,944 1,957 2,007 2,133
79 73 72 74 77
$0.0086 $0.0090 $0.0095 $0.0095 $0.0095
12.9%7.5%2.6%1.7%0.8%
NA 0.9%1.1%1.4%1.2%
(present worth at vol. rate)$80,000 $98,000 $124,000 $113,000
Unmetered Water Loss***
Water Main Replaced
* A million gallons of water on a football field 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.
Water Pumped
(millions of gallons*)
Cost for one gallon of water**
* 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.
Maintain a Solid Financial Foundation
Water Efficiency
Water Use
(gal. per capita per day)
GOALS, OBJECTIVES, and 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.
Monitor production and usage trends to continue to identify
opportunities to promote sustainable and affordable water use.
Metered, Unbilled Water****
** 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.
427427
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
37 19 14 18 31
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Non-payment Shutoffs 1,446 1,481 1,390 1,458 1,555
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
2,888 2,934 2,925 3,168 3,105
$172 $176 $179 $193 $198
* The national median for water operations energy use is 1,938 kWh per million gallons. (~800 kWh is
one standard deviation.) ("2012 Benchmarking", AWWA, 2014)
Maintain infrastructure and water affordability for a variety of
income levels and associated housing types.
Encourage a Vibrant and Walkable Urban Core
($ per million gallons)
Water Main Breaks*
(per 100 miles)
Promote Environmental Sustainability
Energy Efficiency
Monitor energy consumption to more sustainably produce high
quaility drinking water and minimize carbon emissions.
Energy Use*
(kWh per million gallons)
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)
428428
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 170,117$ 207,743$ 278,377$ 77,240$ 278,376$ 278,376$
Royalties & Commiss 754 418 455 420 460 460
Intergovernmental
State 28E Agreements - - 57,500 - -
Charges For Fees And Services
Water Charges 8,675,771 8,809,185 9,017,726 9,249,651 8,879,310 9,319,413
Miscellaneous
Printed Materials 8 9 12 - - -
Misc Merchandise - - 70 - -
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Misc Revenue - 594 - 590 - -
Transfers In:
Misc Transfers In - - 392 - - -
Total Revenues & Transfers In 8,848,649$ 9,019,950$ 9,356,532$ 9,329,901$ 9,160,146$ 9,600,249$
Expenditures:
Personnel 155,369$ 233,900$ 245,224$ 307,178$ 324,888$ 334,635$
Services 1,199,550 1,397,023 1,440,443 1,446,450 1,437,536 1,466,287
Supplies 3,804 17,686 4,636 11,209 6,537 6,668
Total Expenditures 1,358,723$ 1,648,609$ 1,690,302$ 1,764,837$ 1,768,961$ 1,807,589$
Personnel Services - FTE 2016 2017 2018 2019 2020
Asst Supt - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
Public Info/Ed Coord - Pub Wks - - - 0.50 0.50
Project Support Assistant 0.25 - - - -
Total Personnel 2.25 2.00 2.00 2.50 2.50
Activity Summary
429
Activity: Water Treatment Plant Ops (730120)Fund: Water (7300)
Division: Water Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Disaster Assistance 491$ -$ -$ -$ -$ -$
Charges For Fees And Services
Water Charges 161 1,273 - 1,334 - -
Other Financial Sources
Sale of Assets - 180 611 - - -
Total Revenues 652$ 1,453$ 611$ 1,334$ -$ -$
Expenditures:
Personnel 843,752$ 828,850$ 901,067$ 919,517$ 974,594$ 1,003,832$
Services 775,685 897,888 916,510 899,708 932,496 951,146
Supplies 425,244 432,833 439,780 488,275 480,795 490,411
Capital Outlay 5,330 30,600 69,098 31,500 40,000 40,000
Total Expenditures 2,050,011$ 2,190,170$ 2,326,454$ 2,339,000$ 2,427,885$ 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 6,500 -
Total Capital Outlay 31,500$ 40,000$
Activity Summary
430
Activity: Water Distribution System (730130)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
Rents -$ -$ 2,400$ -$ 2,400$ 2,400$
Charges For Fees And Services
Water Charges 81,283 94,970 84,100 99,719 84,100 88,305
Miscellaneous
Misc Merchandise 157 106 874 110 870 870
Other Misc Revenue - 33,000 - 33,000 - -
Other Financial Sources
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$ 752,720$ 774,608$ 797,846$
Services 243,770 240,454 274,179 257,627 285,253 290,958
Supplies 119,935 113,257 93,720 104,257 117,895 120,253
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$ 1,304,604$ 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 GIS Technician - - - - 1.00
Water Engineer 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$
Activity Summary
431
Activity: Water Customer Service (730140)Fund: Water (7300)
Division: Water Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 375,907$ 368,754$ 367,948$ 387,188$ 367,950$ 390,211$
Miscellaneous
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 2019 2020
Radio Read Devices 16,100$ 15,000$
Other Operating Equipment 8,600 -
Water Meters 200,000 200,000
Total Capital Outlay 224,700$ 215,000$
Activity Summary
432
Activity: Water Public Relations (730150)Fund: Water (7300)
Division: Water Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Expenditures:
Personnel 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: Water Debt Service (730800)Fund: Water (7301)
Division: Water Operations Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Other Financial Sources
Debt Sales 4,017,085$ 5,410,000$ -$ -$ -$ -$
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$
Activity Summary
Activity Summary
433
Issue / Use of Funds Amount of
Issue FY2019 FY2020 FY2021 Y
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 2,595,000 541,253 547,440 547,140
2016D Water Revenue Refunding
of Series 2008 Revenue Bonds 3,650,000 2025 3,270,000 523,113 517,488 520,863
2017C Water Revenue Refunding
of Series 2009 Revenue Bonds 5,910,000 2026 5,910,000 725,488 738,038 755,038
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
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2018
Summary by Individual Issue
Debt Service Payments
434434
Fiscal
Year Principal Interest Total Water Revenue
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
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds -Summary
Debt Repayment Schedule
by Fiscal Year
435435
Fiscal
Year 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.
Amount
Refunded 2002 Water Revenue Bonds 5,015,000$
Issuance Costs 15,725
Bond Premium (80,725)
Amount of Issue 4,950,000$
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water
Revenue
Coupon
Rate
2012C Water Revenue Refunding Capital Loan Notes
Principal: $4,950,000
Dated: June 20, 2012
Callable: July 1, 2020
Project
436436
Fiscal
Year Principal Interest Total
2019 405,000 118,113 523,113 523,113 3,270,000 5.00%
2020 420,000 97,488 517,488 517,488 2,865,000 5.00%
2021 445,000 75,863 520,863 520,863 2,445,000 5.00%
2022 465,000 53,113 518,113 518,113 2,000,000 5.00%
2023 490,000 29,238 519,238 519,238 1,535,000 5.00%
2024 520,000 13,088 533,088 533,088 1,045,000 1.50%
2025 525,000 4,594 529,594 529,594 525,000 1.75%
Totals 3,270,000 391,494 3,661,494 3,661,494
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008D Water Revenue Bonds 3,964,470$
Issuance Costs 67,698
Bond Premium (382,168)
Amount of Issue 3,650,000$
2016D Water Revenue Refunding Capital Loan Notes
Principal: $3,650,000
Dated: June 16, 2016
Callable: N/A
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
437437
Fiscal
Year Principal Interest Total
2019 610,000 115,488 725,488 725,488 5,910,000 2.00%
2020 635,000 103,038 738,038 738,038 5,300,000 2.00%
2021 665,000 90,038 755,038 755,038 4,665,000 2.00%
2022 695,000 76,438 771,438 771,438 4,000,000 2.00%
2023 725,000 62,238 787,238 787,238 3,305,000 2.00%
2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00%
2025 800,000 21,488 821,488 821,488 1,355,000 2.25%
2026 555,000 6,244 561,244 561,244 555,000 2.25%
Totals 5,910,000 517,706 6,427,706 6,427,706
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2009B Water Revenue Bonds 5,372,468$
Water Plant Roof Replacement 400,000
Water Maintenance Building Improvements 100,000
Issuance Costs 102,315
Bond Premium (64,783)
Amount of Issue 5,910,000$
2017C Water Revenue Refunding Capital Loan Notes
Principal: $5,910,000
Dated: June 15, 2017
Callable: July 1, 2022
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
438438
REFUSE COLLECTION FUND
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.
(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.
FY2016 FY2017 FY2018 FY2019 FY2020
Unassigned $1,245,110 $1,351,518 $1,281,369 $1,280,572 $1,234,336
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
Fund Balance (1)
439
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.
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.
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 $2.00
Per bag N/A
Annual sticker N/A
440440
Expenditures:
The fiscal year 2020 budgeted expenditures are estimated to be 6.5% higher than fiscal
year 2019 estimated expenditures with the addition of personnel.
Capital outlay costs include the purchase of refuse carts and lids and total less than 1%
of the operating budget.
441441
Long-term Projections:
Future revenues are projected to gradually increase as the account growth is expected to
be 1% annually.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually.
As expenditures are projected to grow at a higher rate than revenues, in fiscal year 2022
they are expected to surpass total revenues. At this point, the City will need to consider a
rate increase for Refuse charges to help cover the cost of rising expenditures
442442
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,050,437$ 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$
Revenues:
Licenses And Permits
General Use Permits 2,325$ 76$ -$ 80$ -$ -$
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 3,124,983 3,153,997 3,507,539 3,484,420 3,656,150 3,656,150
Miscellaneous
Other Misc Revenue (511) - 74 - - -
Sub-Total Revenues 3,130,252 3,159,783 3,521,446 3,490,210 3,669,983 3,669,983
Transfers In:
Misc Transfers In - - 1,324 - 2,000 2,000
Sub-Total Transfers In - - 1,324 - 2,000 2,000
Total Revenues 3,130,252$ 3,159,783$ 3,522,770$ 3,490,210$ 3,671,983$ 3,671,983$
Expenditures:
Refuse Administration 394,109$ 455,189$ 454,951$ 529,448$ 524,377$ 536,720$
Refuse Operations 1,409,773 1,389,351 1,328,749 1,491,387 1,471,946 1,470,534
Yard Waste Collection 265,901 295,975 294,681 294,480 414,245 296,471
Curbside Recycling Collection 703,135 735,109 833,945 972,314 1,098,131 1,126,186
White Goods/Bulky Collection 162,661 177,751 194,450 203,378 209,520 215,201
Sub-Total Expenditures 2,935,579 3,053,376 3,106,776 3,491,007 3,718,219 3,645,111
Transfers Out:
Capital Project Fund - - 486,141 - - -
Sub-Total Transfers Out - - 486,141 - - -
Total Expenditures & Transfers Out 2,935,579$ 3,053,376$ 3,592,918$ 3,491,007$ 3,718,219$ 3,645,111$
Fund Balance, June 30 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$ 1,261,208$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,245,110$ 1,351,518$ 1,281,369$ 1,280,572$ 1,234,336$ 1,261,208$
% of Revenues 40%43%36%37%34%34%
Refuse Collection (7400)
Fund Summary
443443
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.
444444
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
445445
Staffing:
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 $125,000 for Yard Waste carts.
446446
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Residential Refuse Collection
Accounts 15,331 15,405 15,620 15,780 15,962
Refuse Tonnages 9,160 9,210 9,476 9,623 9,694
Recycling Tonnages 1,496 1,508 1,525 1,570 1,648
Yard Waste Tonnages 1,629 1,696 1,689 1,317 1,747
White Goods – Scheduled Pickups
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Bulk Items 2,251 2,746 2,755 2,333 *
Appliances 197 199 321 281 285
Electronics 209 241 221 156 241
White Goods Route
Total Tonnages 254.17 269.56 257.80 229.65 284.31
*No longer track number of Bulk Items. Total Tonnage includes weight.
Community Survey results of the percent rated positively
Subject FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Garbage Collection N/A N/A N/A 88%N/A
Yard Waste Pick-Up N/A N/A N/A 85%N/A
Recycling N/A N/A N/A 71%N/A
*Community Survey conducted during FY 2013 and FY 2017
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Waste Minimization - Reduce and reuse material waste produced
in the community.
Provide sustainable and cost-effective services for residents that
divert material from the landfill.
Continue to provide exceptional curbside recycling, yard waste,
appliance, and electronic waste collection services to Iowa City
residents.
447447
Activity: Refuse Administration (740110)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 3,455$ 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
Activity Summary
448448
Activity: Refuse Operations (740120)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits 2,325$ 76$ -$ 80$ -$ -$
Charges For Fees And Services
Refuse Charges 2,167,805 2,202,716 2,281,777 2,260,530 2,281,770 2,281,770
Miscellaneous
Other Misc Revenue - - 74 - - -
Total Revenues 2,170,130$ 2,202,792$ 2,281,851$ 2,260,610$ 2,281,770$ 2,281,770$
Expenditures:
Personnel 425,714$ 451,410$ 412,594$ 474,307$ 484,938$ 499,486$
Services 977,537 930,016 902,015 958,649 943,801 962,677
Supplies 6,521 7,925 14,140 7,931 8,207 8,371
Capital Outlay - - - 50,500 35,000 -
Total Expenditures 1,409,773$ 1,389,351$ 1,328,749$ 1,491,387$ 1,471,946$ 1,470,534$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
M.W. II - Refuse 3.00 3.00 3.00 3.00 3.00
M. W. III - Refuse 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Capital Outlay 2019 2020
Refuse Carts and Lids 42,000$ 35,000$
GPS Tracking Hardware 8,500 -
Total Capital Outlay 50,500$ 35,000$
Activity Summary
449449
Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 178,391$ 150,298$ 233,685$ 369,600$ 384,000$ 384,000$
Total Revenues 178,391$ 150,298$ 233,685$ 369,600$ 384,000$ 384,000$
Expenditures:
Personnel 143,589$ 132,916$ 133,278$ 144,755$ 144,059$ 148,381$
Services 98,570 123,274 137,876 129,725 145,186 148,090
Supplies 23,742 39,786 23,528 20,000 - -
Capital Outlay - - - - 125,000 -
Total Expenditures 265,901$ 295,975$ 294,681$ 294,480$ 414,245$ 296,471$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Capital Outlay 2019 2020
Yard Waste Carts -$ 125,000$
Total Capital Outlay -$ 125,000$
Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 749,137$ 770,004$ 959,201$ 823,290$ 957,930$ 957,930$
Total Revenues 749,137$ 770,004$ 959,201$ 823,290$ 957,930$ 957,930$
Expenditures:
Personnel 459,703$ 484,000$ 500,424$ 513,823$ 609,197$ 627,473$
Services 227,096 251,109 333,521 408,491 455,934 465,053
Supplies 16,336 - - 50,000 33,000 33,660
Total Expenditures 703,135$ 735,109$ 833,945$ 972,314$ 1,098,131$ 1,126,186$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. II - Refuse 6.00 6.00 6.00 6.00 7.00
Total Personnel 6.00 6.00 6.00 6.00 7.00
Activity Summary
Activity Summary
450450
Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 29,075$ 31,004$ 32,451$ 31,000$ 32,450$ 32,450$
Total Revenues 29,075$ 31,004$ 32,451$ 31,000$ 32,450$ 32,450$
Expenditures:
Personnel 107,099$ 120,268$ 136,741$ 142,788$ 148,976$ 153,446$
Services 55,562 57,483 57,708 60,590 60,544 61,755
Total Expenditures 162,661$ 177,751$ 194,450$ 203,378$ 209,520$ 215,201$
Personnel Services - FTE 2016 2017 2018 2019 2020
M.W. I - Refuse 2.00 2.00 2.00 2.00 2.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Activity Summary
451451
LANDFILL FUND
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.
(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
452
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
fiscal year 2019. The following is a summary of those loans:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/19
Total
Payment
FY20
FY20
Principal
FY20
Interest
Parking Fund
2009F Revenue Bond
Defeasance
11/1/2014 $ 2,495,350 2024 $ 1,423,385 $ 289,143 $ 249,735 $ 39,408
General Fund
2019 Public Works
Facility Loan
6/30/2019 $ 1,500,000 2039 $ 1,500,000 $ 99,828 $ 55,587 $ 44,241
Road Use Tax Fund
2019 Public Works Facility Loan
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
monitor) $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.
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.
Fiscal year 2020 expenditures include $60,000 for capital outlay which is only 1.2% of the
expenditure budget.
454
Long-term Projections:
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 $1 million going forward.
455
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 24,052,856$ 24,926,189$ 26,735,285$ 26,940,544$ 24,672,414$ 24,969,581$
Revenues:
Use Of Money And Property
Interest Revenues 115,278$ 242,093$ 420,276$ 222,926$ 475,614$ 475,614$
Rents 34,786 62,452 73,523 62,460 73,520 73,520
Royalties & Commiss - 2,769 285 2,770 290 290
Intergovernmental
Other State Grants 3,222 - 22,483 90,000 20,000 -
Charges For Fees And Services
Refuse Charges 366,079 433,804 499,331 424,250 417,800 417,800
Landfill Charges 5,686,853 6,273,574 5,933,293 6,168,980 5,933,293 5,933,293
Miscellaneous
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 26,905 33,393 49,627 29,230 38,120 38,120
Sub-Total Revenues 6,268,826 7,089,948 7,028,784 7,019,796 6,994,782 6,974,782
Transfer In:
Interfund Loans 251,095 228,364 235,310 242,467 342,381 352,893
Misc Transfers In 1,341,275 975,522 1,139,531 959,748 984,603 984,603
Sub-Total Transfers In 1,592,370 1,203,886 1,374,841 1,202,215 1,326,984 1,337,496
Total Revenues & Transfers In 7,861,196$ 8,293,834$ 8,403,625$ 8,222,011$ 8,321,766$ 8,312,278$
Expenditures:
Landfill Administration 587,850$ 839,138$ 788,943$ 865,730$ 924,139$ 944,892$
Landfill Operations 3,894,779 4,049,431 3,896,971 4,118,645 4,195,598 4,280,216
Solid Waste Surcharge Reserve 67,467 85,395 254,734 1,101,017 90,260 92,876
Sub-Total Expenditures 4,550,096 4,973,964 4,940,648 6,085,392 5,209,997 5,317,984
Transfers Out:
Capital Project Funding 1,056,976 535,251 2,120,176 945,000 1,830,000 800,000
Misc Transfers Out 1,341,275 975,522 1,137,543 959,748 984,603 984,603
Interfund Loan - - - 2,500,000 - -
Sub-Total Transfers Out 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%
Landfill (7500 - 7504)
Fund Summary
456456
LANDFILL OPERATIONS
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 ReStore, 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
457457
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
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
458458
Staffing:
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 $1,005,000 budgeted in capital outlay to assist
in purchasing recycling and organics curbside collection carts in fiscal year 2019.
459459
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Tons of Solid Waste Landfilled
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
115,642 123,410 126,743 137,025 140,658
Organics (Food Waste) Tons Diverted to Composting
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
484 439 549 760 1,032
Recycling Drop Site Tons Collected
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
723 769 778 817 1,178
Amount (%) of All Solid Waste Recycled
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
14.0%14.1%9.9%9.8%8.4%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Enhanced Community Engagement and Intergovernmental
Relations & Promote Environmental Sustainability
Waste Minimization - Reduce and reuse material waste produced
in the community.
Provide innovative and cost-effective services for residents that
divert material from the landfill.
Provide residents with convenient and efficient recycling
opportunities.
460460
Activity: Landfill Administration (750110)Fund: Landfill (7500)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 44,565$ 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
Activity Summary
461461
Activity: Landfill Operations (750120)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 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
Other State Grants 3,222 - 22,483 - 20,000 -
Charges For Fees And Services
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
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$
Activity Summary
462462
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:
Use Of Money And Property
Interest Revenues 68,023$ 60,780$ 53,834$ 46,676$ 113,143$ 113,143$
Other Financial Sources
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: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7502)
Division: Resource Management Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 196,656$ 175,025$ 255,510$ 175,020$ 255,510$ 255,510$
Intergovernmental
Other State Grants -$ -$ -$ 90,000$ -$ -$
Total Revenues 196,656$ 175,025$ 255,510$ 265,020$ 255,510$ 255,510$
Expenditures:
Personnel 59,417$ 74,821$ 52,622$ 87,949$ 81,053$ 83,485$
Services 7,638 9,210 9,361 8,068 9,207 9,391
Supplies 413 1,363 25 - - -
Capital Outlay - - 192,726 1,005,000 -
Total Expenditures 67,467$ 85,395$ 254,734$ 1,101,017$ 90,260$ 92,876$
Personnel Services - FTE 2016 2017 2018 2019 2020
Recycling Coordinator 0.75 0.75 1.00 1.00 1.00
Total Personnel 0.75 0.75 1.00 1.00 1.00
Capital Outlay 2019 2020
Recycling Carts and Food Waste Containers 1,005,000$ -$
Total Capital Outlay 1,005,000$ -$
Activity Summary
Activity Summary
463463
Activity: Landfill Closure/Post-Closure Reserves (750230/240)Fund: Landfill (7503/4)
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 -$ -$ 301$ -$ 300$ 300$
Other Financial Sources
Transfer In from Landfill Operations 580,024 152,881 293,598 137,107 140,658 140,658
Total Revenues 580,024$ 152,881$ 293,899$ 137,107$ 140,958$ 140,958$
Activity Summary
464464
AIRPORT FUND
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.
(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.
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’s capital improvement program.
465465
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 $12,000 in fiscal year 2020.
466466
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 611,028$ 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%
Airport (7600)
Fund Summary
467467
AIRPORT OPERATIONS
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: Upcoming Challenges:
•Completed the Airport Obstruction
Mitigation Environmental
Assessment with FAA Grant
•Received Iowa DOT Grant for
Terminal Apron Reconstruction
•Hosted 100th Anniversary weekend
•FAA/State funding priority changes
•Obstruction Mitigation
•Increasing revenue to support
operations
468468
Staffing:
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.
469469
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Revenue Generated through Airport
Land Sales $212,505 $930,843 $0 $0 $20,000
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Outstanding Loan Balance $679,145 $0 $0 $0 $0
Inter-Fund Loan Repayments FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Principal $180,513 $679,145 $0 $0 $0
Interest $32,834 $20,843 $0 $0 $0
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Hangar Rental Revenue $250,383 $275,683 $255,590 $265,290 $265,914
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
General Levy Support for
Operations $72,342 $68,415 $21,929 $13,209 $9,687
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Fuel Flowage FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Jet Fuel Sold 202,307 217,617 263,185 297,176 331,312
Av Gas Sold 74,097 64,133 46,899 52,573 55,875
Total Gallons Sold 276,404 281,750 310,084 349,749 387,187
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Based Aircraft
(Number of Aircraft Based at IOW)85 85 92 92 92
Increase the usefulness of the Airport for economic development.
Increase fuel sales.
Allow for privately funded hangar construction.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Develop and maintain adequate funding mechanisms for airport
operations and improvements; increase revenue generated by
airport operations.
Accelerate loan repayments through the sale of airport land for
development.
Annual review of hangar rates to maximize revenue.
Note: 70% of land sale revenue is directed to inter-fund loan repayments
Promote a Strong and Resilient Local Economy
470470
Activity: Airport Operations (850110)Fund: Airport (7600)
Division: Airport Operations Department: Airport
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 4,432$ 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 - - -
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 72,631$ 74,945$ 77,081$ 78,961$ 80,690$ 83,111$
Services 235,333 235,228 315,237 258,835 264,711 270,005
Supplies 21,793 9,789 25,381 9,514 7,277 7,423
Capital Outlay 78,518 345,840 50,423 10,000 12,000 10,000
Total Expenditures 408,276$ 665,802$ 468,122$ 357,310$ 364,678$ 370,539$
Personnel Services - FTE 2016 2017 2018 2019 2020
Airport Operations Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Capital Outlay 2019 2020
Box Blade for Tractor -$ 12,000$
Furniture Replacement 10,000 -
Total Capital Outlay 10,000$ 12,000$
Activity Summary
471471
STORM WATER FUND
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.
(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.
472472
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.
473473
Long-term Projections:
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 $1 million in
fiscal year 2022.
474474
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,571,994$ 1,170,823$ 1,031,912$ 795,950$ 678,435$ 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%
Storm Water (7700)
Fund Summary
475475
STORM WATER OPERATIONS
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: Upcoming Challenges:
• 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
• 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
• Completed design and construction
of projects to repair damaged storm
sewer infrastructure at various
locations within the City
476476
Staffing:
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.
477477
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Stormwater Quality BMP – Grant Applications
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number Funded 7 16 22 25 36
Amount $51,431 $71,737 $35,289 $41,500 $51,312
Creek Maintenance – Grant Applications
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number Funded 2 1 8 9 5
Amount $12,069 $1,750 $53,050 $46,000 $19,650
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
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 1,800 1,987 2,113 2,615
Value $92,908 $39,150 $44,211 $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 $22.73/hour
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.
** amount is calculated using FEMA’s Volunteer Rate of $22.95/hour
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City & Promote
Environmental Sustainability
Green Infrastructure - Design and maintain a network of green
infrastructure features that integrate with the built environment to
conserve ecosystem functions and provide associated benefits to
human populations.
Continue the investment and reinvestment in Best Management
Practices.
Foster Healthy Neighborhoods Throughout the City & Promote
Environmental Sustainability
Provide plan review and inspection of Best Management Practices
for stormwater quality improvements.
478478
Activity: Storm Water Operations (770110)Fund: Storm Water (7700)
Division: Engineering Services Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 5,837$ 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 - - -
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
Activity Summary
479479
HOUSING AUTHORITY FUND
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:
(1) FY19 and FY20 are estimates
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.
480480
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.
Expenditures:
Fiscal year 2020 estimated expenditures are budgeted to decrease from the fiscal year 2019
estimated expenditures by $2,090,303 or 18.28% which primarily represents a decrease in
capital outlay.
89% of the Housing fund budget is to provide services to citizens.
481481
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 5,911,701$ 6,350,911$ 6,756,668$ 7,017,559$ 5,083,877$ 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 Of Assets 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%
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
482482
HOUSING AUTHORITY OPERATIONS
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).
483483
Recent Accomplishments:
• Achieved High Performance Status for
the Housing Choice Voucher program
for FY2018
• 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
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:
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.
484484
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
Total Participants 156 177 190 218 244
% of Participants with Escrow
Accounts 73%81%78%80%88%
% of Participants with Reduced or
Eliminated Family Investment
Program Cash Assistance
20%
No longer a
FSS grant
reporting
requirement.
No longer a
FSS grant
reporting
requirement.
No longer a
FSS grant
reporting
requirement.
No longer a
FSS grant
reporting
requirement.
% of Participants with Increased
Income versus Prior Year 52%53%61%62%63%
FSS Graduates 24 24 31 29 36
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Actual Occupancy Rate for Fiscal
Year (Goal – 95%)97%97%97%95%94%
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017
% of All Emergency Work Orders
Completed within 24 hours
(Goal – 100%)
100%100%100%100%100%
Average Number of Calendar Days
of All Non-Emergency Work Orders
(Goal – < 25 days)
1.6 days 1.9 days 2.1 days 1.3 days 1.3 days
Maintain a scattered sites Public Housing program.
Affordable Rental Housing: Provide affordable, decent and safe
rental housing for eligible low-income families, elderly persons,
and persons with disabilities.
Foster Healthy Neighborhoods throughout the City
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.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Foster Healthy Neighborhoods throughout the City & Advance
Social Justice and Racial Equity
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.
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.
485485
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
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
Vouchers $340,728 $317,995 $310,781 $298,345 $307,722
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 $6,142,064
Total Voucher Utilization
(# of vouchers leased on the first
day of the month)
94%98%101%98%101%
Total Voucher Utilization
(# of vouchers leased on the last
day of the month)
97%100%102%99%101%
Provide homeownership opportunities through the HCV
homeownership program. Pay rental subsidies directly to private
market landlords on behalf of eligible families. Provide mortgage
assistance payments to lenders on behalf of eligible families.
Foster Healthy Neighborhoods throughout the City & Promote a
Strong and Resilient Local Economy
Housing Affordability - Construct, preserve, and maintain an
adequate and diverse supply of location-efficient and affordable
housing options for all residents.
Affordable Rental Housing: Increase affordable housing choices
for low-income families, the elderly, and persons with disabilities in
private market rental units.
486486
Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910)
Division: Neighborhood Services Department: Neighborhood & Development Services
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (427)$ (646)$ (611)$ -$ -$ -$
Royalties & Commiss 65,997 59,616 53,870 59,620 53,870 53,870
Intergovernmental
Fed Intergovnt Rev 7,999,151 8,109,685 8,733,809 8,176,997 8,921,012 8,921,012
Miscellaneous
Other Misc Revenue 12,529 57,061 35,955 59,640 37,520 37,520
Transfers In:
Misc Transfers In - - 29,287 - 29,290 -
Total Revenues & Transfers In 8,077,250$ 8,225,716$ 8,852,310$ 8,296,257$ 9,041,692$ 9,012,402$
Expenditures:
Personnel 713,541$ 732,925$ 753,768$ 781,132$ 802,093$ 826,156$
Services 7,053,753 7,400,264 7,886,130 7,551,959 8,071,589 8,233,021
Supplies 4,206 5,152 15,140 5,172 5,926 6,045
Total Expenditures 7,771,499$ 8,138,340$ 8,655,039$ 8,338,263$ 8,879,608$ 9,065,221$
Personnel Services - FTE 2016 2017 2018 2019 2020
Building Inspector 0.50 0.30 0.30 0.25 0.25
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50
Housing Administrator 0.78 0.78 0.78 0.78 0.78
Housing Assistant 0.24 - - - -
Housing Office Manager 0.96 0.96 0.96 0.96 0.96
Housing Program Assistant 3.84 3.84 3.84 3.84 3.84
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Housing Choice Voucher Program Coord 0.94 1.00 1.00 1.00 1.00
Total Personnel 8.26 7.88 7.88 7.83 7.83
Activity Summary
487487
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 19,094$ 31,937$ 79,582$ 31,940$ 32,000$ 32,000$
Rents 300,137 321,157 322,998 321,160 323,000 323,000
Royalties & Commissions 118 251 295 250 290 290
Intergovernmental
Fed Intergovnt Rev 319,280 377,162 375,940 520,940 221,560 221,560
Miscellaneous
Other Misc Revenue 8,536 12,581 3,366 8,940 3,810 3,810
Other Financial Sources
Loans 93,154 14,748 13,496 14,750 13,496 13,496
Insurance Recoveries - - - 316,898 - -
Sale Of Assets 1,740 119,500 1,811 - - -
Total Revenues 742,059$ 877,335$ 797,488$ 1,214,878$ 594,156$ 594,156$
Expenditures:
Personnel 171,482$ 172,432$ 177,918$ 178,106$ 181,957$ 187,415$
Services 313,854 325,316 415,826 504,330 276,172 281,695
Supplies 5,080 11,731 33,448 12,021 1,578 1,610
Capital Outlay 73,000 3,388 59,898 2,396,898 - -
Total Expenditures 563,415$ 512,867$ 687,089$ 3,091,355$ 459,707$ 470,720$
Personnel Services - FTE 2016 2017 2018 2019 2020
Building Inspector 0.50 0.30 0.30 0.25 0.25
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.50
Housing Administrator 0.22 0.22 0.22 0.22 0.22
Housing Assistant 0.01 - - - -
Housing Office Manager 0.04 0.04 0.04 0.04 0.04
Housing Program Assistant 0.16 0.16 0.16 0.16 0.16
Public Hsg. Coord 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.93 1.72 1.72 1.67 1.67
Capital Outlay 2019 2020
Building Repairs 316,898$ -$
Purchase Units - Chauncey Building 1,000,000 -
Purchase Units - Augusta Place 1,080,000 -
Total Capital Outlay 2,396,898$ -$
Activity Summary
488488
CAPITAL PROJECTS FUND
Fund Summary
Summary by Division
Summary by Funding Source
Annual Recurring Projects Project Summary by Name
Unfunded Projects
F
Y
2
0
2
0
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.
491491
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 $1,654,985.
492492
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 21,460,930$ 32,266,210$ 56,728,217$ 51,478,203$ 643,850$ 1,654,985$
Revenues:
Use Of Money And Property
Interest Revenues 83,075$ 167,597$ 547,585$ -$ -$ -$
Rents 8,400 - - - - -
Royalties & Commissions 95 - - - - -
Intergovernmental
Fed Intergovnt Rev 1,692,623 448,233 57,993 2,597,948 5,479,685 1,743,360
Disaster Assistance 7,710 155,015 71,512 - - -
Other State Grants 5,436,433 11,575,849 1,802,896 8,220,424 2,349,716 1,197,560
State 28E Agreements 752,880 88,619 92,330 50,000 191,000 -
Local 28E Agreements - 361,401 25,000 4,000,000 1,600,000 -
Charges of Fees & Services
Development Fees 96,897 232,345 - - - -
Miscellaneous
Contrib & Donations 353,131 275,000 94,542 215,000 100,000 -
Printed Materials 750 1,380 1,245 - - -
Other Misc Revenue 61,194 1,071,969 51,515 177,000 - -
Other Financial Sources
Sale Of Assets 142,978 2,023,694 - 1,000,000 - -
Debt Sales 9,778,517 22,597,543 12,157,105 14,162,000 12,157,340 10,464,140
Internal Service (Non-Budgetary):
ITS Fund 25,195 174 - - - -
Sub-Total Revenues 18,439,878 38,998,819 14,901,722 30,422,372 21,877,741 13,405,060
Transfers In:
Transfers-In from Governmental Funds 10,255,700 17,390,327 14,286,521 7,145,744 4,669,301 4,050,253
Transfers-In from Enterprise Funds 6,080,831 5,242,774 10,030,558 6,908,420 7,577,375 5,127,500
Transfers-In from G.O. Bonds 621,775 (154,269) (21,242) - - -
Misc Transfers-In 25,000 210,625 1,380 2,500,000 - -
Internal Service (Non-Budgetary):
ITS Fund - (5,318) - - - -
Sub-Total Transfers In 16,983,306 22,684,139 24,297,217 16,554,164 12,246,676 9,177,753
Total Revenues & Transfers In 35,423,184$ 61,682,958$ 39,198,939$ 46,976,536$ 34,124,417$ 22,582,813$
Expenditures:
Governmental:
General Government 1,039,952$ 184,873$ 554,521$ 8,154,897$ -$ -$
Culture & Recreation 1,314,646 1,576,659 4,702,095 14,241,315 2,569,569 2,241,000
Community and Economic Dvlpmnt 157,895 2,003,017 5,481,026 9,471,074 - -
Public Safety 448,091 24,060 59,910 1,454,834 1,480,000 -
Public Works 16,518,422 29,114,198 22,953,497 47,925,401 17,758,253 13,531,253
Enterprise:
Parking Operations 501,974 608,083 544,815 1,152,208 675,000 1,320,000
Public Transportation - - 6,063 606,937 - 50,000
Wastewater Treatment 1,929,861 911,283 5,613,040 6,852,757 2,989,860 1,892,560
Water Operations 267,083 219,515 1,460,865 1,970,965 3,797,350 660,000
Landfill 603,283 1,372,054 1,778,140 2,117,185 520,000 800,000
Storm Water 141,406 459,705 81,536 1,226,287 915,000 380,000
Airport 449,502 87,197 211,578 1,162,029 658,250 475,000
Internal Service (Non-Budgetary):
ITS Fund 424,014 61,633 - - - -
Sub-Total Expenditures 23,796,129 36,622,277 43,447,087 96,335,889 31,363,282 21,349,813
Transfers Out:
Capital Project Fund 621,775 373,674 (20,986) - - -
Misc Transfers Out 200,000 225,000 1,022,852 1,475,000 1,750,000 1,175,000
Sub-Total Transfers Out 821,775 598,674 1,001,866 1,475,000 1,750,000 1,175,000
Total Expenditures & Transfers Out 24,617,904$ 37,220,951$ 44,448,953$ 97,810,889$ 33,113,282$ 22,524,813$
Fund Balance, June 30 32,266,210$ 56,728,217$ 51,478,203$ 643,850$ 1,654,985$ 1,712,985$
Capital Projects Fund
Fund Summary
493
Capital Improvement Plan 2019-2023
City of Iowa City, Iowa
SUMMARY BY DIVISION
thru2019 2023
TotalCategory20192020202120222023
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
34,436,320 31,313,422 21,327,253 38,715,753 37,564,753 163,357,501TOTAL
494494
Airport, $3,945,250
Fire, $4,680,000
Development Services, $400,000
Cemetery, $50,000
City Manager, $6,500,000
Equipment, $123,200
Information Technology Services,
$275,000
Landfill, $2,655,000
Library, $425,800
Parks Administration, $648,000
Parks Maintenance, $16,125,000 Parking Operations, $3,380,000
Transit Operations, $18,320,000
Police, $424,750
Public Works Administration,
$3,775,000
Recreation, $2,322,569
Senior Center, $600,000
Storm Water, $3,130,000
Street Operations, $69,488,482
Wastewater Treatment, $19,086,000
Water Operations,
$7,003,450
Capital Improvement Program
by Division
2019-2023
$163,357,501
495495
Capital Improvement Plan 2019-2023
City of Iowa City, Iowa
PROJECTS BY DIVISION
2019 2023thru
Total20192020202120222023CategoryProject #Priority
Airport
A3447 60,00060,000Airport Parking Lot Expansion 3
A3461 286,000286,000Airfield Pavement Rehabilitation 1
A3465 150,000150,000Runway 7 Environmental Assessment 2
A3466 1,170,0001,170,000Runway 7 Extension (213')2
A3470 566,000106,000 460,000Runway 25 Threshold Relocation 1
A3471 397,25072,250 325,000Runway 12/30 Threshold Displacement/Relocation 1
A3472 66,00066,000Self Serve Fuel Stations Kiosk Replacement 2
A3473 1,250,0001,250,000Airport Apron Expansion 2
3,945,250392,000 658,250 475,000 1,170,000 1,250,000Airport Total
Cemetery
R4145 50,00050,000Cemetery Road Asphalt Overlay 2
50,00050,000Cemetery Total
City Manager
G4723 6,500,0006,500,000County Behavioral Access Center 2
6,500,0006,500,000City Manager Total
Development Services
G4720 400,000400,000Permitting Software Upgrade 1
400,000400,000Development Services Total
Equipment
P3983 123,200123,200Equipment Shop Parking Lot Asphalt Overlay 2
123,200123,200Equipment Total
Fire
Z4406 4,155,000955,000 1,300,000 1,900,000Fire Apparatus Replacement Program 1
Z4407 525,000525,000Fire Station #5 1
4,680,0001,480,000 1,300,000 1,900,000Fire Total
Information Technology Services
G4724 275,000275,000Infrastructure Asset Management 3
275,000275,000Information Technology Services Total
Landfill
L3328 800,000800,000Landfill Equipment Building Replacement 2
L3330 585,000585,000Landfill Leachate Pumping System 2
496496
Total20192020202120222023CategoryProject #Priority
L3333 250,000250,000Compost Pad Improvements 1
L3334 520,000520,000South Side Recycling Site 3
L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3
2,655,000835,000 520,000 800,000 45,000 455,000Landfill Total
Library
B4343 400,000400,000Library Carpet and Furnishings Replacement 2
B4345 25,80025,800Library HVAC Repairs 2
425,80025,800 400,000Library Total
Parking Operations
T3004 1,280,00080,000 300,000 300,000 300,000 300,000Parking Facility Restoration Repair 2
T3018 75,00075,000Parking Equipment EMV Upgrade 2
T3019 165,000165,000Rec Center Parking Lot Overlay & Creek Improvement 2
T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1
T3021 200,000100,000 100,000Video Cameras for Parking Facilities 3
T3022 150,00090,000 60,000Parking Enforcement Vehicles 3
T3023 550,000275,000 275,000Parking Ramp Automated Parking Equipment 2
3,380,000510,000 675,000 1,320,000 575,000 300,000Parking Operations Total
Parks Administration
R4129 200,00050,000 25,000 25,000 50,000 50,000City Hall - Other Projects 1
R4133 448,000192,000 256,000City Hall Boiler System Replacement 1
648,00050,000 217,000 281,000 50,000 50,000Parks Administration Total
Parks Maintenance
R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1
R4185 950,000950,000Riverfront Crossings Park Development 1
R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4225 902,000902,000Highway 1 Sidewalk/Trail 3
R4322 900,000900,000Willow Creek/Kiwanis Park Improvements 2
R4340 4,430,0004,430,000Pedestrian Mall Reconstruction 1
R4346 370,000370,000New Park Development - Location Unspecified 2
R4348 150,000150,000Fairmeadows Playground and Shelter 2
R4349 550,000550,000Wetherby Restroom, Shelter & Playground Upgrades 2
R4350 365,000365,000Chadek Green Park Restrooms and Shelter 2
R4356 850,000850,000Lower City Park Adventure Playground 2
R4357 185,000185,000Whispering Meadows Shelter & Playground 2
R4358 490,000490,000Lower City Park Shelters & Restroom Replacement 2
R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2
R4360 78,00078,000East Side Sports Complex Tree Buffer 4
R4362 350,000350,000Napoleon Park Softball Fields 5-8 Renovation 3
R4363 490,000490,000Upper City Park Shelters & Restroom Replacement 2
R4364 185,000185,000Scott Park Shelter and Playground Replacement 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4366 215,000215,000Glendale Park Shelter & Playground Replacement 2
R4367 185,000185,000Napoleon Park Playground & Accessible Path 2
R4368 185,000185,000Court Hill Park Shelter & Playground Replacement 2
R4371 120,000120,000Happy Hollow Playground Replacement 2
R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2
R4373 250,00050,000 100,000 100,000City Park Ball Field Improvements 3
R4374 1,700,0001,700,000Mercer Park Ball Diamond #1 Turf Conversion 3
R4375 235,000235,000Hunter's Run Park Playground & Shelter 2
497497
Total20192020202120222023CategoryProject #Priority
16,125,0008,315,000 1,325,000 1,450,000 1,365,000 3,670,000Parks Maintenance Total
Police
Y4441 250,000250,000Police Car & Body Camera Replacement 1
Y4443 74,75074,750Police Front Offices Remodel 2
Y4444 100,000100,000Crime Scene Mapping System 3
424,750424,750Police Total
Public Works Administration
P3959 3,200,0003,200,000Public Works Facility 3
P3981 270,000270,000West Riverbank Stabilization 1
P3985 210,000210,000Sand/Salt Storage Bunkers 3
P3986 95,00095,000Brine Maker and Blending Station 3
3,775,0003,775,000Public Works Administration Total
Recreation
R4330 265,00065,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4351 430,000430,000Recreation Center ADA Improvements 1
R4369 927,569927,569Mercer Park Pool - Dehumidification/Tuckpointing 1
R4370 700,00060,000 640,000RAL Recreation Center Pool Filter and HVAC 2
2,322,569495,000 977,569 110,000 690,000 50,000Recreation Total
Senior Center
K1001 600,00050,000 50,000 350,000 100,000 50,000Annual Senior Center Facility Improvements 4
600,00050,000 50,000 350,000 100,000 50,000Senior Center Total
Storm Water
M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2
M3632 750,00075,000 675,000Lower Muscatine Area Storm Sewer Improvements 2
M3633 1,180,000140,000 1,040,000North Westminster Storm Sewer Upgrades 2
3,130,000315,000 915,000 380,000 1,280,000 240,000Storm Water Total
Street Operations
S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3824 11,039,9922,004,388 2,108,901 2,208,901 2,308,901 2,408,901Annual Pavement Rehabilitation 1
S3826 944,990183,582 190,352 190,352 190,352 190,352Underground Electrical Facilities 2
S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3854 9,022,000578,000 8,444,000American Legion Rd-Scott Blvd to Taft Ave 2
S3910 900,000150,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
S3934 4,660,0004,660,000McCollister Blvd - Gilbert to Sycamore 2
S3935 735,000735,000Prentiss Street Bridge Replacement 1
S3936 4,000,000250,000 3,750,000Melrose Avenue Improvements 2
S3939 1,364,500132,000 1,232,500Dubuque Street Reconstruction 1
S3940 3,000,000200,000 2,800,000Kirkwood Avenue to Capitol Street Connection 2
S3944 1,150,000200,000 950,000First Ave/Scott Blvd Intersection Improvements 2
S3946 6,345,000775,000 5,570,000Court Street Reconstruction 2
S3947 2,810,000250,000 2,560,000Benton Street Rehabilitation Project 2
S3949 800,000100,000 700,000Second Avenue Bridge Replacement 1
S3950 6,400,000650,000 5,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2
498498
Total20192020202120222023CategoryProject #Priority
S3952 13,367,000117,000 1,250,000 12,000,000Dodge Street Reconstruct - Governor to Burlington 2
S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5
69,488,4829,392,970 17,758,253 13,531,253 10,741,753 18,064,253Street Operations Total
Transit Operations
T3055 18,000,00018,000,000Transit/Equipment Facility Relocation 2
T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2
T3063 50,00050,000Transit Facility Parking Lot Asphalt Overlay 2
T3064 60,00060,000Transit Mobile Column Vehicle Lift 2
T3065 60,00060,000Muscatine Ave Pedestrian/Transit Amenities 2
18,320,000220,000 50,000 18,000,000 50,000Transit Operations Total
Wastewater Treatment
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3144 350,000350,000Wastewater Clarifier Repairs 1
V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 2
V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2
V3148 105,500105,500West Park Lift Station Rehabilitation 2
V3150 65,00065,000Digester Cover Renovation 1
V3151 7,990,500120,000 7,870,500Digester Complex Rehabilitation 1
V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1
V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2
V3155 2,425,000250,000 2,175,000Rohret South Sewer 2
19,086,0001,455,500 2,940,000 1,870,000 2,025,000 10,795,500Wastewater Treatment Total
Water Operations
W3212 577,100577,100First Avenue (400-500 Block) Water Main Replace 2
W3216 217,35020,000 197,350Spruce St. (1300-1400 Block) Water Main Repl 3
W3220 1,420,000110,000 1,310,000Melrose - Landfill Water Main Extension 2
W3221 700,000100,000 600,000Nutrient Removal Project 2
W3222 800,00075,000 725,000Dill St. Water Main Replacement 1
W3300 350,00040,000 310,000Bradford Drive Water Main Replacement 3
W3301 950,000100,000 850,000Water Distribution Pressure Zone Improvements 1
W3305 150,000150,000Jordan Well Rehabilitation 1
W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1
W3311 600,000600,000Collector Well Capacity Improvements 3
W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 50,00050,000High Service Pump VFD Replacement 2
W3315 75,00075,000Peninsula Well Field Power Redundancy 3
W3316 60,00060,000Chlorine Feeder System Upgrade 3
7,003,450882,100 3,797,350 660,000 974,000 690,000Water Operations Total
GRAND TOTAL 163,357,50134,436,320 31,313,422 21,327,253 38,715,753 37,564,753
499499
Capital Improvement Plan 2019-2023
City of Iowa City, Iowa
FUNDING SOURCE SUMMARY
2019 thru 2023
TotalSource20192020202120222023
AIRPORT FUND 442,32567,800 85,025 47,500 117,000 125,000
CONTRIBUTIONS & DONATIONS 100,000100,000
EQUIPMENT FUND 3,123,200123,200 3,000,000
FEDERAL GRANTS 29,996,44595,400 5,479,685 1,743,360 13,053,000 9,625,000
GENERAL FUND 7,822,1193,778,550 1,372,569 986,000 780,000 905,000
GO BONDS 53,352,98013,062,000 10,607,340 10,464,140 10,184,500 9,035,000
ITS FUND 275,000275,000
LANDFILL FUND 6,575,0003,445,000 1,830,000 800,000 45,000 455,000
OTHER LOCAL GOVERNMENTS 6,600,0004,000,000 1,600,000 1,000,000
OTHER STATE GRANTS 1,273,000728,800 544,200
PARKING FUND 3,365,000495,000 675,000 1,320,000 575,000 300,000
REVENUE BONDS 11,845,5001,550,000 10,295,500
ROAD USE TAX FUND 14,457,0002,969,000 2,947,000 2,747,000 2,847,000 2,947,000
STORM WATER FUND 4,630,000990,000 990,000 380,000 1,380,000 890,000
TRANSIT FUND 3,335,000235,000 50,000 3,000,000 50,000
UNIVERSITY OF IOWA 881,00050,000 191,000 260,000 380,000
UTILITY FRANCHISE TAX 1,574,982305,970 317,253 317,253 317,253 317,253
WASTEWATER FUND 8,790,5001,455,500 2,940,000 1,870,000 1,775,000 750,000
WATER FUND 5,083,4501,302,100 1,057,350 660,000 1,124,000 940,000
33,378,320 32,286,422 21,385,253 38,457,753 38,014,753 163,522,501GRAND TOTAL
500500
Utility Franchise Tax,
$1,574,982
Federal Grants, $29,996,445
University of Iowa, $881,000
Other State Grants, $1,273,000
Other Local Governments, $6,600,000
Contributions & Donations, $100,000
General Fund, $7,822,119Road Use Tax Fund, $14,457,000
Water Fund, $5,083,450
Wastewater Fund, $8,790,500
Parking Fund, $3,365,000
Transit Fund, $3,335,000
Airport Fund,
$442,325
Landfill Fund, $6,575,000
Storm Water Fund, $4,630,000
ITS Fund, $275,000
Equipment Fund, $3,123,200
GO Bonds, $53,352,980
Revenue Bonds, $11,845,500
Capital Improvement Program
by Funding Source
2019-2023
$163,522,501
501501
Capital Improvement Plan 2019-2023
City of Iowa City, Iowa
PROJECTS BY FUNDING SOURCE
2019 2023thru
TotalSourceProject #Priority 2019 2020 2021 2022 2023
AIRPORT FUND
A3447 12,00012,000Airport Parking Lot Expansion 3
A3461 57,20057,200Airfield Pavement Rehabilitation 1
A3465 15,00015,000Runway 7 Environmental Assessment 2
A3466 117,000117,000Runway 7 Extension (213')2
A3470 56,60010,600 46,000Runway 25 Threshold Relocation 1
A3471 39,7257,225 32,500Runway 12/30 Threshold Displacement/Relocation 1
A3472 19,80019,800Self Serve Fuel Stations Kiosk Replacement 2
A3473 125,000125,000Airport Apron Expansion 2
442,32567,800 85,025 47,500 117,000 125,000AIRPORT FUND Total
CONTRIBUTIONS & DONATIONS
S3854 100,000100,000American Legion Rd-Scott Blvd to Taft Ave 2
100,000100,000CONTRIBUTIONS & DONATIONS
Total
EQUIPMENT FUND
P3983 123,200123,200Equipment Shop Parking Lot Asphalt Overlay 2
T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2
3,123,200123,200 3,000,000EQUIPMENT FUND Total
FEDERAL GRANTS
A3465 135,000135,000Runway 7 Environmental Assessment 2
A3466 1,053,0001,053,000Runway 7 Extension (213')2
A3470 509,40095,400 414,000Runway 25 Threshold Relocation 1
A3471 357,52565,025 292,500Runway 12/30 Threshold Displacement/Relocation 1
A3473 1,125,0001,125,000Airport Apron Expansion 2
S3854 4,070,6604,070,660American Legion Rd-Scott Blvd to Taft Ave 2
S3936 930,000930,000Melrose Avenue Improvements 2
S3947 1,315,8601,315,860Benton Street Rehabilitation Project 2
S3952 8,500,0008,500,000Dodge Street Reconstruct - Governor to Burlington 2
T3055 12,000,00012,000,000Transit/Equipment Facility Relocation 2
29,996,44595,400 5,479,685 1,743,360 13,053,000 9,625,000FEDERAL GRANTS Total
GENERAL FUND
B4345 25,80025,800Library HVAC Repairs 2
G4723 2,500,0002,500,000County Behavioral Access Center 2
K1001 600,00050,000 50,000 350,000 100,000 50,000Annual Senior Center Facility Improvements 4
R4129 200,00050,000 25,000 25,000 50,000 50,000City Hall - Other Projects 1
502502
TotalSourceProject #Priority 2019 2020 2021 2022 2023
R4130 500,000100,000 100,000 100,000 100,000 100,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1
R4133 448,000192,000 256,000City Hall Boiler System Replacement 1
R4145 50,00050,000Cemetery Road Asphalt Overlay 2
R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4330 265,00065,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4351 430,000430,000Recreation Center ADA Improvements 1
R4360 78,00078,000East Side Sports Complex Tree Buffer 4
R4362 350,000350,000Napoleon Park Softball Fields 5-8 Renovation 3
R4369 227,569227,569Mercer Park Pool - Dehumidification/Tuckpointing 1
R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2
R4373 250,00050,000 100,000 100,000City Park Ball Field Improvements 3
S3951 75,00075,000Hwy 1/Hwy 6 Intersection Improvements Study 2
Y4441 250,000250,000Police Car & Body Camera Replacement 1
Y4443 74,75074,750Police Front Offices Remodel 2
Y4444 50,00050,000Crime Scene Mapping System 3
Z4406 48,00048,000Fire Apparatus Replacement Program 1
Z4407 525,000525,000Fire Station #5 1
7,822,1193,778,550 1,372,569 986,000 780,000 905,000GENERAL FUND Total
GO BONDS
B4343 400,000400,000Library Carpet and Furnishings Replacement 2
G4720 400,000400,000Permitting Software Upgrade 1
P3959 700,000700,000Public Works Facility 3
P3981 270,000270,000West Riverbank Stabilization 1
R4185 950,000950,000Riverfront Crossings Park Development 1
R4225 477,000477,000Highway 1 Sidewalk/Trail 3
R4322 800,000800,000Willow Creek/Kiwanis Park Improvements 2
R4340 3,650,0003,650,000Pedestrian Mall Reconstruction 1
R4346 370,000370,000New Park Development - Location Unspecified 2
R4348 150,000150,000Fairmeadows Playground and Shelter 2
R4349 550,000550,000Wetherby Restroom, Shelter & Playground Upgrades 2
R4350 365,000365,000Chadek Green Park Restrooms and Shelter 2
R4356 850,000850,000Lower City Park Adventure Playground 2
R4357 185,000185,000Whispering Meadows Shelter & Playground 2
R4358 490,000490,000Lower City Park Shelters & Restroom Replacement 2
R4359 370,000370,000Kiwanis Park Playground & Shelter Renovation 2
R4363 490,000490,000Upper City Park Shelters & Restroom Replacement 2
R4364 185,000185,000Scott Park Shelter and Playground Replacement 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4366 215,000215,000Glendale Park Shelter & Playground Replacement 2
R4367 185,000185,000Napoleon Park Playground & Accessible Path 2
R4368 185,000185,000Court Hill Park Shelter & Playground Replacement 2
R4369 700,000700,000Mercer Park Pool - Dehumidification/Tuckpointing 1
R4370 700,000700,000RAL Recreation Center Pool Filter and HVAC 2
R4371 120,000120,000Happy Hollow Playground Replacement 2
R4374 700,000700,000Mercer Park Ball Diamond #1 Turf Conversion 3
R4375 235,000235,000Hunter's Run Park Playground & Shelter 2
S3854 4,851,3404,851,340American Legion Rd-Scott Blvd to Taft Ave 2
S3934 4,410,0004,410,000McCollister Blvd - Gilbert to Sycamore 2
S3935 555,000555,000Prentiss Street Bridge Replacement 1
S3936 1,470,0001,470,000Melrose Avenue Improvements 2
S3939 1,114,5001,114,500Dubuque Street Reconstruction 1
S3940 2,600,0002,600,000Kirkwood Avenue to Capitol Street Connection 2
503503
TotalSourceProject #Priority 2019 2020 2021 2022 2023
S3944 1,150,0001,150,000First Ave/Scott Blvd Intersection Improvements 2
S3946 6,345,000775,000 5,570,000Court Street Reconstruction 2
S3947 1,494,1401,494,140Benton Street Rehabilitation Project 2
S3950 6,400,000650,000 5,750,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3952 4,250,0001,250,000 3,000,000Dodge Street Reconstruct - Governor to Burlington 2
S3953 500,000500,000Market & Jefferson Street Two-Way Conversion 5
Z4406 3,276,000716,000 1,040,000 1,520,000Fire Apparatus Replacement Program 1
53,352,98013,062,000 10,607,340 10,464,140 10,184,500 9,035,000GO BONDS Total
ITS FUND
G4724 275,000275,000Infrastructure Asset Management 3
275,000275,000ITS FUND Total
LANDFILL FUND
L3328 800,000800,000Landfill Equipment Building Replacement 2
L3330 585,000585,000Landfill Leachate Pumping System 2
L3333 250,000250,000Compost Pad Improvements 1
L3334 520,000520,000South Side Recycling Site 3
L3335 500,00045,000 455,000Landfill Dual Extraction System Expansion 3
P3959 2,500,0002,500,000Public Works Facility 3
W3220 1,420,000110,000 1,310,000Melrose - Landfill Water Main Extension 2
6,575,0003,445,000 1,830,000 800,000 45,000 455,000LANDFILL FUND Total
OTHER LOCAL GOVERNMENTS
G4723 4,000,0004,000,000County Behavioral Access Center 2
R4374 1,000,0001,000,000Mercer Park Ball Diamond #1 Turf Conversion 3
S3936 1,600,0001,600,000Melrose Avenue Improvements 2
6,600,0004,000,000 1,600,000 1,000,000OTHER LOCAL GOVERNMENTS
Total
OTHER STATE GRANTS
A3447 48,00048,000Airport Parking Lot Expansion 3
A3461 228,800228,800Airfield Pavement Rehabilitation 1
A3472 46,20046,200Self Serve Fuel Stations Kiosk Replacement 2
R4225 500,000500,000Highway 1 Sidewalk/Trail 3
S3949 450,000450,000Second Avenue Bridge Replacement 1
1,273,000728,800 544,200OTHER STATE GRANTS Total
PARKING FUND
T3004 1,280,00080,000 300,000 300,000 300,000 300,000Parking Facility Restoration Repair 2
T3018 60,00060,000Parking Equipment EMV Upgrade 2
T3019 165,000165,000Rec Center Parking Lot Overlay & Creek Improvement 2
T3020 960,000960,000Replacement of Electronics in Smart Parking Meters 1
T3021 200,000100,000 100,000Video Cameras for Parking Facilities 3
T3022 150,00090,000 60,000Parking Enforcement Vehicles 3
T3023 550,000275,000 275,000Parking Ramp Automated Parking Equipment 2
504504
TotalSourceProject #Priority 2019 2020 2021 2022 2023
3,365,000495,000 675,000 1,320,000 575,000 300,000PARKING FUND Total
REVENUE BONDS
V3151 7,870,5007,870,500Digester Complex Rehabilitation 1
V3155 2,425,0002,425,000Rohret South Sewer 2
W3301 950,000950,000Water Distribution Pressure Zone Improvements 1
W3311 600,000600,000Collector Well Capacity Improvements 3
11,845,5001,550,000 10,295,500REVENUE BONDS Total
ROAD USE TAX FUND
P3985 210,000210,000Sand/Salt Storage Bunkers 3
P3986 95,00095,000Brine Maker and Blending Station 3
S3814 900,000150,000 300,000 150,000 150,000 150,000Annual Traffic Signal Projects 3
S3816 75,00015,000 15,000 15,000 15,000 15,000Traffic Calming 3
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3824 10,410,0001,882,000 1,982,000 2,082,000 2,182,000 2,282,000Annual Pavement Rehabilitation 1
S3827 900,000150,000 300,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3910 900,000150,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
S3949 350,000100,000 250,000Second Avenue Bridge Replacement 1
S3952 117,000117,000Dodge Street Reconstruct - Governor to Burlington 2
14,457,0002,969,000 2,947,000 2,747,000 2,847,000 2,947,000ROAD USE TAX FUND Total
STORM WATER FUND
M3631 1,200,000240,000 240,000 240,000 240,000 240,000Annual Storm Water Improvements 2
M3632 750,000750,000Lower Muscatine Area Storm Sewer Improvements 2
M3633 1,180,000140,000 1,040,000North Westminster Storm Sewer Upgrades 2
R4322 100,000100,000Willow Creek/Kiwanis Park Improvements 2
R4340 250,000250,000Pedestrian Mall Reconstruction 1
S3934 400,000400,000McCollister Blvd - Gilbert to Sycamore 2
S3939 100,000100,000Dubuque Street Reconstruction 1
S3940 150,000150,000Kirkwood Avenue to Capitol Street Connection 2
S3952 500,000500,000Dodge Street Reconstruct - Governor to Burlington 2
4,630,000990,000 990,000 380,000 1,380,000 890,000STORM WATER FUND Total
TRANSIT FUND
T3018 15,00015,000Parking Equipment EMV Upgrade 2
T3055 3,000,0003,000,000Transit/Equipment Facility Relocation 2
T3059 150,00050,000 50,000 50,000Transit Bus Shelter Replacement & Expansion 2
T3063 50,00050,000Transit Facility Parking Lot Asphalt Overlay 2
T3064 60,00060,000Transit Mobile Column Vehicle Lift 2
T3065 60,00060,000Muscatine Ave Pedestrian/Transit Amenities 2
3,335,000235,000 50,000 3,000,000 50,000TRANSIT FUND Total
UNIVERSITY OF IOWA
Y4444 50,00050,000Crime Scene Mapping System 3
Z4406 831,000191,000 260,000 380,000Fire Apparatus Replacement Program 1
505505
TotalSourceProject #Priority 2019 2020 2021 2022 2023
881,00050,000 191,000 260,000 380,000UNIVERSITY OF IOWA Total
UTILITY FRANCHISE TAX
S3824 629,992122,388 126,901 126,901 126,901 126,901Annual Pavement Rehabilitation 1
S3826 944,990183,582 190,352 190,352 190,352 190,352Underground Electrical Facilities 2
1,574,982305,970 317,253 317,253 317,253 317,253UTILITY FRANCHISE TAX Total
WASTEWATER FUND
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3144 350,000350,000Wastewater Clarifier Repairs 1
V3145 2,025,000475,000 1,550,000Scott Boulevard Trunk Sewer 2
V3147 350,00060,000 290,000Nevada Ave Sanitary Sewer Replacement 2
V3148 105,500105,500West Park Lift Station Rehabilitation 2
V3150 65,00065,000Digester Cover Renovation 1
V3151 120,000120,000Digester Complex Rehabilitation 1
V3153 1,000,0001,000,000Influent Rake and Screen Replacement 1
V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2
8,790,5001,455,500 2,940,000 1,870,000 1,775,000 750,000WASTEWATER FUND Total
WATER FUND
R4340 250,000250,000Pedestrian Mall Reconstruction 1
S3934 400,000400,000McCollister Blvd - Gilbert to Sycamore 2
S3939 150,000150,000Dubuque Street Reconstruction 1
S3940 250,000250,000Kirkwood Avenue to Capitol Street Connection 2
W3212 577,100577,100First Avenue (400-500 Block) Water Main Replace 2
W3216 217,350217,350Spruce St. (1300-1400 Block) Water Main Repl 3
W3221 700,000100,000 600,000Nutrient Removal Project 2
W3222 800,00075,000 725,000Dill St. Water Main Replacement 1
W3300 350,00040,000 310,000Bradford Drive Water Main Replacement 3
W3305 150,000150,000Jordan Well Rehabilitation 1
W3307 350,00040,000 310,000Deforest Ave Water Main Replacement 1
W3313 704,00064,000 640,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 50,00050,000High Service Pump VFD Replacement 2
W3315 75,00075,000Peninsula Well Field Power Redundancy 3
W3316 60,00060,000Chlorine Feeder System Upgrade 3
5,083,4501,302,100 1,057,350 660,000 1,124,000 940,000WATER FUND Total
163,522,50133,378,320 32,286,422 21,385,253 38,457,753 38,014,753GRAND TOTAL
506506
507507
508508
509509
Capital Project Funds
Project Listing
Project Page
Airport
A3447 – Airport Parking Lot Expansion ........................................................................... 513
A3461– Airfield Pavement Rehabilitation ........................................................................ 513
A3465 - Runway 7 Environmental Assessment .............................................................. 514
A3466 - Runway 7 Extension (213’) ............................................................................... 514
A3470 – Runway 25 Threshold Relocation ..................................................................... 515
A3471 - Runway 12/30 Threshold Displacement/Relocation ......................................... 515
A3472 – Self Serve Fuel Stations Kiosk Replacement .................................................... 516
A3473 - Airport Apron Expansion ................................................................................... 516
City Manager
G4723 – County Behavioral Access Center .................................................................... 517
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
510510
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
511511
Project Page
W3300 – Bradford Drive Water Main Replacement ......................................................... 578
W3301 – Water Distribution Pressure Zone Improvements ............................................ 578
W3305 – Jordan Well Rehabilitation ................................................................................ 579
W3307 – DeForest Ave Water Main Replacement .......................................................... 579
W3311 – Collector Well Capacity Improvements ............................................................ 580
W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement ............................ 581
W3314 – High Service Pump VFD Replacement ............................................................ 581
W3315 – Peninsula Well Field Power Redundancy ........................................................ 582
W3316 – Chlorine Feeder System Upgrade .................................................................... 582
Transportation & Resource Management
T3018 – Parking Equipment EMV Upgrade ..................................................................... 583
T3019 – Recreation Center Parking Lot Overlay & Creek Improvement ......................... 583
T3020 – Replacement of Electronics in Smart Parking Meters ....................................... 584
T3021 – Video Cameras for Parking Facilities ................................................................ 584
T3022 – Parking Enforcement Vehicles........................................................................... 585
T3023 – Parking Ramp Automated Parking Equipment .................................................. 585
T3055 – Transit/Equipment Facility Relocation ............................................................... 586
T3063 – Transit Facility Parking Lot Asphalt Overlay ...................................................... 586
T3064 – Transit Mobile Column Vehicle Lift .................................................................... 587
T3065 – Muscatine Ave Pedestrian/Transit Amenities .................................................... 587
512512
Description
Expand airport parking to construct additional spaces around the airport beacon circle. Project would create 15-20 additional spaces.
Project #A3447
Priority Efficiency Improvement (3)
Justification
Airport parking is becoming frequently more full as the airport has become better utilized by charter passenger customers and other groups and employees using the
airport. There are now weekly occurances where the parking is 100% full.
Budget Impact/Other
There will be a minor increase in pavement mainteance costs for recurring maintenance/striping and snow and ice removal.
Useful Life 20 years
Project Name Airport Parking Lot Expansion
Category Airport
Type One Phase
Total Project Cost:$60,000
Contact Michael Tharp
Department AIRPORT
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
40,00040,000CONSTRUCTION
5,0005,000CONTINGENCY
60,000 60,000Total
Total20192020202120222023Funding Sources
12,00012,000AIRPORT FUND
48,00048,000OTHER STATE GRANTS
60,000 60,000Total
Description
Airfield Pavement Rehab - Phase 2 (Terminal Apron)
Project #A3461
Priority Critical (1)
Justification
Phase 2 calls for the replacement of the concrete apron adjacent to the terminal building, and including the associated taxiway. Project has been granted DOT funds.
Budget Impact/Other
This project would have minor maintenance reduction as new concrete should not require as much patching as existing does. Annual cost savings is expected to be less than $10,000.
Useful Life 30 Years
Project Name Airfield Pavement Rehabilitation
Category Airport
Type One Phase
Total Project Cost:$286,000
Contact Michael Tharp
Department AIRPORT
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
48,00048,000PLANNING/DESIGN
238,000238,000CONSTRUCTION
286,000 286,000Total
Total20192020202120222023Funding Sources
57,20057,200AIRPORT FUND
228,800228,800OTHER STATE GRANTS
286,000 286,000Total
Project Summary by Name
513513
Description
Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the
Runway 7 end of Runway 7/25.
Project #A3465
Priority Essential (2)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and
will extend the Runway 7/25 runway by approximately 213 feet.
Budget Impact/Other
The operating impact is negligible.
Useful Life 10 years
Project Name Runway 7 Environmental Assessment
Category Airport
Type One Phase
Total Project Cost:$150,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20192020202120222023Funding Sources
15,00015,000AIRPORT FUND
135,000135,000FEDERAL GRANTS
150,000 150,000Total
Description
Follow up project from Runway 7/25 Conversion. This is the Environmental Assessment required before constructing an approximately 213 feet extension at the
Runway 7 end of Runway 7/25.
Project #A3466
Priority Essential (2)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is the second part of the 7/25 runway categorical change and
will extend the Runway 7/25 runway by approximately 213 feet.
Budget Impact/Other
This project will add additional runway to clear during inclement weather and to provide additional maintenance and repairs. The estimated additional expenditures
are less than $10,000 per year.
Useful Life 50 years
Project Name Runway 7 Extension (213')
Category Airport
Type One Phase
Total Project Cost:$1,170,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
235,000235,000PLANNING/DESIGN
935,000935,000CONSTRUCTION
1,170,000 1,170,000Total
Total20192020202120222023Funding Sources
117,000117,000AIRPORT FUND
1,053,0001,053,000FEDERAL GRANTS
1,170,000 1,170,000Total
Project Summary by Name
514514
Description
Runway 25 Threshold Relocation and Re-lighting.
Project #A3470
Priority Critical (1)
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 Runway 25.
Budget Impact/Other
The budget impact of this change is neutral; it does add or remove existing infrastructure.
Useful Life 20 years
Project Name Runway 25 Threshold Relocation
Category Airport
Type One Phase
Total Project Cost:$566,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
106,000106,000PLANNING/DESIGN
460,000460,000CONSTRUCTION
106,000 460,000 566,000Total
Total20192020202120222023Funding Sources
56,60010,600 46,000AIRPORT FUND
509,40095,400 414,000FEDERAL GRANTS
106,000 460,000 566,000Total
Description
Runway 12 Threshold Displacement - Runway 30 Threshold Relocation
Project #A3471
Priority Critical (1)
Justification
The Airport Master Plan completed in 2016 identifies a threshold displacement on Runway 12 of 500 feet to minimize the number of potential obstructions to the
Runway 12 approach. The plan mitigated the impactes to Runway 12/30 by adding length to the Runway 30 end that is available for takeoff but not for landings.
Budget Impact/Other
This project will add minor paving maintenance expenses due to the added pavement at Runway 30.
Useful Life 20 years
Project Name Runway 12/30 Threshold Displacement/Relocation
Category Airport
Type One Phase
Total Project Cost:$397,250
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
72,25072,250PLANNING/DESIGN
325,000325,000CONSTRUCTION
72,250 325,000 397,250Total
Total20192020202120222023Funding Sources
39,7257,225 32,500AIRPORT FUND
357,52565,025 292,500FEDERAL GRANTS
72,250 325,000 397,250Total
Project Summary by Name
515515
Description
Upgrades to the Airport's Self Service Kiosks to replace credit card readers to allow for use of RFID Chipped cards.
Project #A3472
Priority Essential (2)
Justification
Card Readers are becoming obsolete and require replacements to continue to read micro-chipped credit cards.
Budget Impact/Other
The change in the operating budget is negligible as it replaces current infrastructure.
Useful Life 20 years
Project Name Self Serve Fuel Stations Kiosk Replacement
Category Airport
Type One Phase
Total Project Cost:$66,000
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
8,0008,000PLANNING/DESIGN
58,00058,000CONSTRUCTION
66,000 66,000Total
Total20192020202120222023Funding Sources
19,80019,800AIRPORT FUND
46,20046,200OTHER STATE GRANTS
66,000 66,000Total
Description
This project adds additonal apron space for aircraft parking.
Project #A3473
Priority Essential (2)
Justification
Larger aircraft utilizing the airport require hard surface parking. Our exisiting ramp is too small based on FAA formulas for operations and parking. This project
provides additional parking space to support those aircraft types.
Budget Impact/Other
The operating impact will be increased costs for snow removal and maintenance due to increased surface pavement. The estimated increase in operating
expenditures is less than $10,000.
Useful Life 20 years
Project Name Airport Apron Expansion
Category Airport
Type One Phase
Total Project Cost:$1,250,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20192020202120222023Expenditures
375,000375,000PLANNING/DESIGN
875,000875,000CONSTRUCTION
1,250,000 1,250,000Total
Total20192020202120222023Funding Sources
125,000125,000AIRPORT FUND
1,125,0001,125,000FEDERAL GRANTS
1,250,000 1,250,000Total
Project Summary by Name
516516
Description
This funding is for the City of Iowa City's estimated proportional share of the capital costs of a countywide behavioral access center to serve clients experiencing
mental health and/or substance abuse crises. Partners in the project include local healthcare providers, government and nonprofit agencies.
Project #G4723
Priority Essential (2)
Justification
Many stakeholders throughout the community have been working on this concept for a number of years. City Council identified this project as a funding priority
during preliminary budget discussions.
Budget Impact/Other
This project will impact the City's budget as it will most likely require ongoing financial assistance. The amount of assistance is unknown at this time and could
vary considerably.
Useful Life 50 years
Project Name County Behavioral Access Center
Category City Manager
Type One Phase
Total Project Cost:$6,500,000
Contact Geoff Fruin
Department CITY MANAGER
MATCH %40%
GRANTEE Local Governments
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
6,500,0006,500,000CONSTRUCTION
6,500,000 6,500,000Total
Total20192020202120222023Funding Sources
2,500,0002,500,000GENERAL FUND
4,000,0004,000,000OTHER LOCAL
GOVERNMENTS
6,500,000 6,500,000Total
Description
Asset managerment software that could be utilized by all city departments to manage the physical assets for planning and management of current or future projects.
Project #G4724
Priority Efficiency Improvement (3)
Justification
This product will allow departments to organize and more thoroughly plan for current and future projects taking into account the physical location and current status
of assets in relation to a particular project. This process will allow for documentation, future planning, and maintenance tracking of assets. Assets could include but
are not limited to fiber, sewer, water, streets, signs, and sidewalks
Budget Impact/Other
The 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
staff time and potentially lower project costs and reduced unforseen costs.
Useful Life 10 years
Project Name Infrastructure Asset Management
Category Information Technology Servic
Type One Phase
Total Project Cost:$275,000
Contact Michael Harapat
Department FINANCE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
250,000250,000OTHER
275,000 275,000Total
Total20192020202120222023Funding Sources
275,000275,000ITS FUND
275,000 275,000Total
Project Summary by Name
517517
Description
Replacement of Fire Department equipment:
2020 Fire Pumper #351
2020 Scotty House
2022 Fire Pumper/Aerial #358
2023 Aerial T-1
Project #Z4406
Priority Critical (1)
Justification
The department recommends replacement per the established schedule. Fleet Management Scoring indicates Fire Pumper #351 will exceed scoring thresholds in
2020 and Fire Pumper/Aerial #358 will exceed scoring thresholds in 2021. Aerial T-1 is scheduled for replacement in 2023. The Fire Safety House is used to
promote fire safety education throughout the community.
Budget Impact/Other
The operating expenses for the City should decrease due to the replacement of older equipment with newer equipment. The estimated decrease in operating
expenses is less than $10,000.
Useful Life 16 years
Project Name Fire Apparatus Replacement Program
Category Fire
Type Multi-Phase
Total Project Cost:$4,155,000
Contact John Grier
Department FIRE
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
4,155,000955,000 1,300,000 1,900,000EQUIPMENT
955,000 1,300,000 1,900,000 4,155,000Total
Total20192020202120222023Funding Sources
48,00048,000GENERAL FUND
3,276,000716,000 1,040,000 1,520,000GO BONDS
831,000191,000 260,000 380,000UNIVERSITY OF IOWA
955,000 1,300,000 1,900,000 4,155,000Total
Project Summary by Name
518518
Description
To acquire property and construct the City's fifth fire station in the south side of the City.
Project #Z4407
Priority Critical (1)
Justification
The City's south side has grown extensively including many new homes and neighborhoods and a new elementary school.
Budget Impact/Other
When completed, the fire station will annually require approximately $1.5 million to operate including the addition of new staff and equipment.
Useful Life 50 years
Project Name Fire Station #5
Category Fire
Type Multi-Phase
Total Project Cost:$525,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
504,000504,000LAND/ROW ACQUISITION
21,00021,000ADMINISTRATION
525,000 525,000Total
Total20192020202120222023Funding Sources
525,000525,000GENERAL FUND
525,000 525,000Total
Description
A multi-year project to replace carpeting and some furnishings in large areas of the Library. First floor has 31,000 square feet of carpet, and 2nd floor has 39,000.
Project includes updates for carpet, demo and floor prep, moving, GC, insurance, fees, bonds, and contingency. In addition, some of the original furnishings,
including all of the public access internet stations will be replaced, and is requested the first year for that purpose.
Project #B4343
Priority Essential (2)
Justification
Since the building opened in 2004, more than 8,435,590 people have come through the doors (this number will easily surpass 10M before this project begins). The
Library is a heavily visited public space in the heart of downtown, ongoing investment to keep the building looking good is necessary.
Budget Impact/Other
This project will save minor costs associated with carpet repair but is less than $10,000/year.
Useful Life 15 years
Project Name Library Carpet and Furnishings Replacement
Category Library
Type Multi-Phase
Total Project Cost:$400,000
Contact Susan Craig
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
400,000400,000EQUIPMENT
400,000 400,000Total
Total20192020202120222023Funding Sources
400,000400,000GO BONDS
400,000 400,000Total
Project Summary by Name
519519
Description
Several years ago there was an engineering study done to determine, among other things, a replacement schedule for HVAC components for the library building.
They recommend replacing four blower coils and four condensing units in 2019.
Project #B4345
Priority Essential (2)
Justification
These maintenance items are important to the regular and safe functioning of the building and prevent costly emergency repairs.
Budget Impact/Other
This project will hopefully prevent costly emergency repairs, but is otherwise budget neutral.
Useful Life 20 years
Project Name Library HVAC Repairs
Category Library
Type One Phase
Total Project Cost:$25,800
Contact Susan Craig
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
25,80025,800EQUIPMENT
25,800 25,800Total
Total20192020202120222023Funding Sources
25,80025,800GENERAL FUND
25,800 25,800Total
Description
This project upgrades the city's current permitting software, Tidemark.
Project #G4720
Priority Critical (1)
Justification
The software provider (Accela) is no longer providing enhancements or upgrades to Tidemark. The current Tidemark software is being scheduled for replacement.
Tidemark Advantage came on-line in 1992 and without enhancements to the existing permitting software and with advancements in technology new software will
be 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
with other city software systems.
Budget Impact/Other
The 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.
Useful Life 10 years
Project Name Permitting Software Upgrade
Category Development Services
Type One Phase
Total Project Cost:$900,000
Contact Tracy Hightshoe
Department NEIGHBORHOOD & DEVEL
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
400,000400,000OTHER
400,000 400,000Total
Prior
500,000
Total
Total20192020202120222023Funding Sources
400,000400,000GO BONDS
400,000 400,000Total
Prior
500,000
Total
Project Summary by Name
520520
Description
The project will allow for the design, purchase, and installation of an energy efficient boiler and heating system for City Hall. Presently, one of the two boilers is
not operational. This project will allow for a redesign of the system for best efficiencies and operations. The work will include new boilers, new system pumps
miscellaneous piping and hydronic accessories, controls integration and demolition work. The Building Automation System replacmement for City Hall is included
in this project. The breakdown includes $180,000 for boiler and $250,000 controls replacement.
Project #R4133
Priority Critical (1)
Justification
Currently 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
would have greater efficiencies in cost and energy if the system was reviewed holistically.
Budget Impact/Other
The upgrade and replacement of the City Hall and Police Department boiler system will lower expenditures through efficiency and automated controls. The
estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name City Hall Boiler System Replacement
Category Parks Administration
Type Multi-Phase
Total Project Cost:$448,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
18,00012,000 6,000PLANNING/DESIGN
430,000180,000 250,000CONSTRUCTION
192,000 256,000 448,000Total
Total20192020202120222023Funding Sources
448,000192,000 256,000GENERAL FUND
192,000 256,000 448,000Total
Description
Mill and resurface with 2" asphalt overlay on a portion of the 19,090sf of road in the cemtery.
Project #R4145
Priority Essential (2)
Justification
Cemetery roads recently reviewed by City Engineering staff for condition and priority for maintenace/resurfacing. The cemetery has not had an overlay project
since 2011 and there are stretches of road that have excessive cracking and damage.
Budget Impact/Other
This project would slightly reduce maintenance costs of the roadways by replacing old asphalt. The estimated annual savings is less than $10,000 per year.
Useful Life 15 years
Project Name Cemetery Road Asphalt Overlay
Category Cemetery
Type One Phase
Total Project Cost:$50,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
50,00050,000CONSTRUCTION
50,000 50,000Total
Total20192020202120222023Funding Sources
50,00050,000GENERAL FUND
50,000 50,000Total
Project Summary by Name
521521
Description
Development of the Riverfront Crossings Park on site of old wastewater plant in Riverfront Crossings District. Phase 2 implementation of the park element of the
Riverfront Crossings Plan added a restroom, picnic shelter, and power station to increase services available to users of the park and a Nature Play Area in 2018.
Phase 3 adds lighting, electrical, and signage in 2019. Phase 4 adds a new river access, an ampitheater, a kayak launch, and new river trails.
Project #R4185
Priority Critical (1)
Justification
Adaptive reuse of the old wastewater treatment site by creation of a park amenity in the Riverfront Crossings District. Development of the park continues to spur
private development in the District. Phases 1 and 2 of the park construction are scheduled for completion in Fall 2018.
Budget Impact/Other
Estimated impact on operating costs includes the potential for additional mowing, maintenance, insurance, utilities, and personnel. The estimated increase in
operating costs would be between $50,000 and $100,000.
Useful Life 20 years
Project Name Riverfront Crossings Park Development
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$2,150,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
PLAN RF Crossings Park Master Plan
Status Active
Total20192020202120222023Expenditures
850,000850,000CONSTRUCTION
10,00010,000INSPECTION
10,00010,000ADMINISTRATION
80,00080,000CONTINGENCY
950,000 950,000Total
Prior
1,200,000
Total
Total20192020202120222023Funding Sources
950,000950,000GO BONDS
950,000 950,000Total
Prior
1,200,000
Total
Project Summary by Name
522522
Description
This project will construct a 10' wide sidewalk along IA Hwy 1 between Sunset Street and Mormon Trek Boulevard.
Project #R4225
Priority Efficiency Improvement (3)
Justification
This project is an extension of the recently completed Hwy 1 Trail project that extends from Orchard Street to Sunset Street. This project is identified in the MPO
Long Range Transportation Plan as a 'future' trail extension. This project would complete the planned Hwy 1 Trail system and ultimately connect the existing Iowa
River Corridor Trail to the existing Mormon Trek Boulevard wide sidewalk.
Budget Impact/Other
Additional trail mileage will add minimally to snow plowing, mowing, and general maintenance expenses. Anticipated additional operating expenses are less than
$10,000.
Useful Life 40 Years
Project Name Highway 1 Sidewalk/Trail
Category Parks Maintenance
Type One Phase
Total Project Cost:$977,000
Contact Brett Zimmerman
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
PLAN Bike Master Plan
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
832,000832,000CONSTRUCTION
20,00020,000INSPECTION
20,00020,000ADMINISTRATION
902,000 902,000Total
Prior
75,000
Total
Total20192020202120222023Funding Sources
477,000477,000GO BONDS
500,000500,000OTHER STATE GRANTS
977,000 977,000Total
Project Summary by Name
523523
Description
Replace park shelter, restrooms, playground, creek restoration, and signage. Upgrade access paths. Additional physical accessibility elements and surfacing for a
portion of playground to be regional draw for inclusive and accessible play.
Project #R4322
Priority Essential (2)
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.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Willow Creek/Kiwanis Park Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$1,300,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
65,00065,000PLANNING/DESIGN
800,000800,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
25,00025,000CONTINGENCY
900,000 900,000Total
Prior
400,000
Total
Total20192020202120222023Funding Sources
800,000800,000GO BONDS
100,000100,000STORM WATER FUND
900,000 900,000Total
Prior
400,000
Total
Project Summary by Name
524524
Description
This project is part of the downtown streetscape master plan. This project updates the Blackhawk mini park and the east and west wings of the pedestrian mall.
The project includes replacing brick pavers, new landscape and lighting, enhanced fountain lighting , and a performance stage.
Project #R4340
Priority Critical (1)
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
project will replace and enhance those features and add new amenities for this gather space.
Budget Impact/Other
This project should increase operating expenditures due to the addition of new amenities which should be partially offset by savings achieved from replacing the
poor infrastructure. The estimated increase in operating expenditures is between $10,000 and $20,000 per year.
Useful Life 40 Years
Project Name Pedestrian Mall Reconstruction
Category Parks Maintenance
Type One Phase
Total Project Cost:$9,080,000
Contact Scott Sovers
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
PLAN Downtown Streetscape Plan
Status Active
Total20192020202120222023Expenditures
110,000110,000PLANNING/DESIGN
4,050,0004,050,000CONSTRUCTION
25,00025,000INSPECTION
175,000175,000ADMINISTRATION
70,00070,000CONTINGENCY
4,430,000 4,430,000Total
Prior
4,650,000
Total
Total20192020202120222023Funding Sources
3,650,0003,650,000GO BONDS
250,000250,000STORM WATER FUND
250,000250,000WATER FUND
4,150,000 4,150,000Total
Prior
4,930,000
Total
Project Summary by Name
525525
Description
Funding to develop a new neighborhood park in an emerging or underserved location. The City owns several parcels designated for parks and developments are
completed.
Project #R4346
Priority Essential (2)
Justification
The 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
underserved neighborhood as the opportunity becomes available.
Budget Impact/Other
This project will increase operating expenditures due to the addition of new park amenities and finished park land. The estimated increase in operating
expenditures is $20,000 per year.
Useful Life 20 years
Project Name New Park Development - Location Unspecified
Category Parks Maintenance
Type One Phase
Total Project Cost:$370,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
30,00030,000CONTINGENCY
370,000 370,000Total
Total20192020202120222023Funding Sources
370,000370,000GO BONDS
370,000 370,000Total
Project Summary by Name
526526
Description
Replacement of shelter, park sign and small child playground.
Project #R4348
Priority Essential (2)
Justification
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.
Budget Impact/Other
This action is neutral to the operating budget as it replaces/updates current facilties.
Useful Life 20 years
Project Name Fairmeadows Playground and Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$150,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
5,0005,000CONTINGENCY
150,000 150,000Total
Total20192020202120222023Funding Sources
150,000150,000GO BONDS
150,000 150,000Total
Project Summary by Name
527527
Description
Replace park shelter, restrooms, playground and signage. Upgrade access paths.
Project #R4349
Priority Essential (2)
Justification
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.
Budget Impact/Other
This action is neutral to the operating budget as it replaces/updates current facilties.
Useful Life 20 years
Project Name Wetherby Restroom, Shelter & Playground Upgrades
Category Parks Maintenance
Type One Phase
Total Project Cost:$550,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
550,000 550,000Total
Total20192020202120222023Funding Sources
550,000550,000GO BONDS
550,000 550,000Total
Project Summary by Name
528528
Description
Build picnic shelter, restrooms, accessible paths and parking at Chadek Green Park - Community Gardens.
Project #R4350
Priority Essential (2)
Justification
Chadek Green community gardens are heavily used. There are no facilities in this park. The 2017 Park Master Plan schedules this project in 2021 to address park
need in the Central District.
Budget Impact/Other
This project will increase the annual operating expenditures due to the additional restroom, shelter and playground. The estimated increase is less than $10,000 per
year.
Useful Life 20 years
Project Name Chadek Green Park Restrooms and Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$365,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
30,00030,000CONTINGENCY
365,000 365,000Total
Total20192020202120222023Funding Sources
365,000365,000GO BONDS
365,000 365,000Total
Description
This project is planning for ADA renovations for the Robert A. Lee Recreation Center. The Phase II renovation work scheduled in 2019 will address priorities and
costs for the ADA renovations for racquetball court, signage, locker rooms, second floor restrooms, kitchen and offices.
Project #R4351
Priority Critical (1)
Justification
Presently 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 Study and Master Plan and the Facility ADA study.
Budget Impact/Other
This project would reduce maintenance and repair expenditures due to the replacement of older infrastructure. The estimated annual reduced operating expenditures
is less than $10,000 per year.
Useful Life 25 years
Project Name Recreation Center ADA Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$475,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
430,000430,000CONSTRUCTION
430,000 430,000Total
Prior
45,000
Total
Total20192020202120222023Funding Sources
430,000430,000GENERAL FUND
430,000 430,000Total
Prior
45,000
Total
Project Summary by Name
529529
Description
New playground on hillside between Upper and Lower City Park. Replaces Lower City Park playground and amusement park rides.
Project #R4356
Priority Essential (2)
Justification
Project budget revised based on preliminary designs by Hitchcock Design and recent bids for park projects. Lower City Park playground was installed in 1998.
Expected lifespan for playground equipment is 20 years. Playground replacement with a larger, adventure type playground is supported by both the 2016 Lower
City Park Master Plan and the 217 Park Master Plan. This also moves the public use ammenity out of the floodplain.
Budget Impact/Other
Replaces older facility/equipment that shoud initially require less maintenance. Overall budget impact is negligible.
Useful Life 20 years
Project Name Lower City Park Adventure Playground
Category Parks Maintenance
Type One Phase
Total Project Cost:$850,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Lower City Park Master Plan
Status Active
Total20192020202120222023Expenditures
50,00050,000PLANNING/DESIGN
750,000750,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
850,000 850,000Total
Total20192020202120222023Funding Sources
850,000850,000GO BONDS
850,000 850,000Total
Project Summary by Name
530530
Description
Add picnic shelter, small playground, park sign and access paths to Whispering Meadows Park.
Project #R4357
Priority Essential (2)
Justification
The 2017 Park Master Plan priorities this project as the South District is in need of additional small play areas. It is recommend as a 2022 project.
Budget Impact/Other
This will be an addition of park ammenities. Maintenance and operation will need to be absorbed into current park staff duties. Estimated impact on operating
expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name Whispering Meadows Shelter & Playground
Category Parks Maintenance
Type One Phase
Total Project Cost:$185,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
15,00015,000CONTINGENCY
185,000 185,000Total
Total20192020202120222023Funding Sources
185,000185,000GO BONDS
185,000 185,000Total
Project Summary by Name
531531
Description
Replace 3 picnic shelters and restroom in Lower City Park.
Project #R4358
Priority Essential (2)
Justification
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 project if not done with the larger vision of the Lower City Park Master Plan.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Lower City Park Shelters & Restroom Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$490,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
40,00040,000PLANNING/DESIGN
400,000400,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
490,000 490,000Total
Total20192020202120222023Funding Sources
490,000490,000GO BONDS
490,000 490,000Total
Project Summary by Name
532532
Description
Renovate Nature Play Area, replace shelter, add accessible paths and opportunities for creek access at Kiwanis Park.
Project #R4359
Priority Essential (2)
Justification
Kiwanis playground was installed in 1999. The 2017 Park Master Plan prioritizes renovation of the nature play area, shelter and accessible paths for 2022.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Kiwanis Park Playground & Shelter Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$370,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
30,00030,000CONTINGENCY
370,000 370,000Total
Total20192020202120222023Funding Sources
370,000370,000GO BONDS
370,000 370,000Total
Description
Plant trees along the southern border of site for East Side Sports Complex to provide buffer of the site from the adjacent railroad tracks.
Project #R4360
Priority Aesthetic Improvement (4)
Justification
This project prepares the site for future use as a youth sport complex according to the 2016 East Side Sports Master Plan.
Budget Impact/Other
The development of this park including tree plantings are additions to the park system and will likely require additional contract or staff resources to maintain. The
estimated increase in operating expenditures is less than $10,000.
Useful Life 50 years
Project Name East Side Sports Complex Tree Buffer
Category Parks Maintenance
Type One Phase
Total Project Cost:$78,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN East Side Sports Complex Maste
Status Active
Total20192020202120222023Expenditures
2,0002,000PLANNING/DESIGN
75,00075,000CONSTRUCTION
500500INSPECTION
500500ADMINISTRATION
78,000 78,000Total
Total20192020202120222023Funding Sources
78,00078,000GENERAL FUND
78,000 78,000Total
Project Summary by Name
533533
Description
This project will renovate and enhance fields 5-8 at the Napoleon Park Softball Complex. The project will include the laser grading infields, the addition of
drainage tile and new outfield turf to fields 5-8.
Project #R4362
Priority Efficiency Improvement (3)
Justification
In 2013 we completed this process on fields 1-4 at Napoleon. Fields 5-8 currently have water retention and playbility issues that present maintenance and play
challenges thus limiting their use.
Budget Impact/Other
The operating budget for this facility will remain the same.
Useful Life 15 years
Project Name Napoleon Park Softball Fields 5-8 Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$350,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
25,00025,000CONTINGENCY
350,000 350,000Total
Total20192020202120222023Funding Sources
350,000350,000GENERAL FUND
350,000 350,000Total
Description
Replace 3 picnic shelters and restroom in Upper City Park.
Project #R4363
Priority Essential (2)
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 Master Plan has this prioritized as a 2020 project.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Upper City Park Shelters & Restroom Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$490,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
40,00040,000PLANNING/DESIGN
405,000405,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
490,000 490,000Total
Total20192020202120222023Funding Sources
490,000490,000GO BONDS
490,000 490,000Total
Project Summary by Name
534534
Description
Replace playground and picnic shelter at Scott Park. Add concrete paths for increased accessibility.
Project #R4364
Priority Essential (2)
Justification
The playground and shelter were installed in 1999 and are nearing the end of their servicable life. The play area lacks accessible paths and safety surface. The 2017
Park Master Plan recommends replacement in 2020.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Scott Park Shelter and Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$185,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
15,00015,000CONTINGENCY
185,000 185,000Total
Total20192020202120222023Funding Sources
185,000185,000GO BONDS
185,000 185,000Total
Project Summary by Name
535535
Description
Replace picnic shelter and restrooms at Conklin Street entrance to Hickory Hill Park.
Project #R4365
Priority Essential (2)
Justification
The 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 replacement of these facilties in 2021. This also follows recommendations of the 2016 Hickory Hill Park Master Plan.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Hickory Hill Park Conklin St Shelter & Restrooms
Category Parks Maintenance
Type One Phase
Total Project Cost:$245,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
20,00020,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
245,000 245,000Total
Total20192020202120222023Funding Sources
245,000245,000GO BONDS
245,000 245,000Total
Project Summary by Name
536536
Description
Replace playground and add picnic shelter, park sign and creek access at Glendale Park. Add concrete paths for increased accessibility.
Project #R4366
Priority Essential (2)
Justification
The play area lacks accessible paths and safety surface. The 2017 Park Master Plan recommends replacement in 2021 with a further recommendation to enhance
access to Ralston Creek for nature play.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Glendale Park Shelter & Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$215,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
17,50017,500PLANNING/DESIGN
175,000175,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
17,50017,500CONTINGENCY
215,000 215,000Total
Total20192020202120222023Funding Sources
215,000215,000GO BONDS
215,000 215,000Total
Project Summary by Name
537537
Description
Replace playground and add paths for increased accessibility at Napoleon Park.
Project #R4367
Priority Essential (2)
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.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Napoleon Park Playground & Accessible Path
Category Parks Maintenance
Type One Phase
Total Project Cost:$185,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
15,00015,000CONTINGENCY
185,000 185,000Total
Total20192020202120222023Funding Sources
185,000185,000GO BONDS
185,000 185,000Total
Project Summary by Name
538538
Description
Replace playground and picnic shelter at Court Hill. Add concrete paths for increased accessibility. Add opportunities for creek access.
Project #R4368
Priority Essential (2)
Justification
The playground and shelter were installed in 1994 and are nearing the end of their servicable life. The play area lacks accessible paths and safety surface. The 2017
Park Master Plan recommends replacement in 2022. This park also presents opportunities to provide access to Ralston Creek for play and exploration.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Court Hill Park Shelter & Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$185,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
15,00015,000CONTINGENCY
185,000 185,000Total
Total20192020202120222023Funding Sources
185,000185,000GO BONDS
185,000 185,000Total
Project Summary by Name
539539
Description
The first phase of the boiler replacement project is nearly complete. This project will allow for HVAC and dehumification 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 skylight system and rusted lintels around the doors, windows and above the columns in the courtyard.
Project #R4369
Priority Critical (1)
Justification
The 2012 City Space Needs Study and Master plan, identified the HVAC systems as deficient, energy inefficient and requiring an update through out the facility.
The recent HVAC Mercer/Scanlon study and equipment review, ideintified the HVAC equipment that requires replacement. The original system did not have
dehumidification, from the 2012 facilities report this is causing structural issues from the interior moisture, with rusted lintels and door/window frames and
tuckpointing issues in the masonry.
Budget Impact/Other
This update to equipment should lesson the need for repairs and staff overtime to fix equipment issues. Th expected annual savings is less than $10,000.
Useful Life 20 years
Project Name Mercer Park Pool - Dehumidification/Tuckpointing
Category Recreation
Type One Phase
Total Project Cost:$927,569
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
85,11985,119PLANNING/DESIGN
794,950794,950CONSTRUCTION
47,50047,500CONTINGENCY
927,569 927,569Total
Total20192020202120222023Funding Sources
227,569227,569GENERAL FUND
700,000700,000GO BONDS
927,569 927,569Total
Project Summary by Name
540540
Description
This project would include the replacement of the existing pool filters, the addition of a UV system, and new pool dehumidification system.
Project #R4370
Priority Essential (2)
Justification
The current filters are past there life expectancy and are contributing to water quality issues. The dehumidification system will help with pool comfort level and air
quality. The UV system is an additional disinfectant for pool water and standard for new pools and pool renovations.
Budget Impact/Other
Operating costs should decrease slightly due to better monitoring of pool chemicals and water use from new equipment and software. Expected annual savings is
less than $10,000 per year.
Useful Life 25 years
Project Name RAL Recreation Center Pool Filter and HVAC
Category Recreation
Type One Phase
Total Project Cost:$700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
60,00060,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
40,00040,000CONTINGENCY
60,000 640,000 700,000Total
Total20192020202120222023Funding Sources
700,000700,000GO BONDS
700,000 700,000Total
Description
Playground replacement at Happy Hollow Park.
Project #R4371
Priority Essential (2)
Justification
The playground is scheduled for replacement in the 2017 Park Master Plan due to age and condition.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Happy Hollow Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$120,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
5,0005,000PLANNING/DESIGN
100,000100,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
120,000 120,000Total
Total20192020202120222023Funding Sources
120,000120,000GO BONDS
120,000 120,000Total
Project Summary by Name
541541
Description
This project renovates the skate park and adds access paths.
Project #R4372
Priority Essential (2)
Justification
The 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.
Budget Impact/Other
The budget impact of this project is negligible as it replaces outdated infrastructure and adds a minimal amount of new instrastructure.
Useful Life 20 years
Project Name Terrell Mill Skate Park Redevelopment
Category Parks Maintenance
Type One Phase
Total Project Cost:$600,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
50,00050,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
600,000 600,000Total
Total20192020202120222023Funding Sources
600,000600,000GENERAL FUND
600,000 600,000Total
Description
To construct field improvements on the baseball diamonds at City Park.
Project #R4373
Priority Efficiency Improvement (3)
Justification
The baseball diamonds in City Park are in poor condition due to prior flooding and age.
Budget Impact/Other
The impact on the operating budget should be negligible.
Useful Life 15 years
Project Name City Park Ball Field Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
250,00050,000 100,000 100,000CONSTRUCTION
50,000 100,000 100,000 250,000Total
Total20192020202120222023Funding Sources
250,00050,000 100,000 100,000GENERAL FUND
50,000 100,000 100,000 250,000Total
Project Summary by Name
542542
Description
Project would convert existing infield and outfield from natural materials to synthetic turf. Additional modifications would include new field and bullpen fencing.
Project #R4374
Priority Efficiency Improvement (3)
Justification
Mercer Park Ball Diamond 1 is the premier large field in our system. It is used primarily by City High for varsity baseball and adult baseball league rentals.
Budget Impact/Other
The 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 year.
Useful Life 15 years
Project Name Mercer Park Ball Diamond #1 Turf Conversion
Category Parks Maintenance
Type One Phase
Total Project Cost:$1,700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE ICCSD
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
100,000100,000PLANNING/DESIGN
1,300,0001,300,000CONSTRUCTION
150,000150,000ADMINISTRATION
150,000150,000CONTINGENCY
1,700,000 1,700,000Total
Total20192020202120222023Funding Sources
700,000700,000GO BONDS
1,000,0001,000,000OTHER LOCAL
GOVERNMENTS
1,700,000 1,700,000Total
Project Summary by Name
543543
Description
Replace playground and one shelter, and adds additional access paths from street and sidewalk.
Project #R4375
Priority Essential (2)
Justification
Project is prioritized in the 2017 Park Master Plan for 2023 based on age and condition of current structures.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Hunter's Run Park Playground & Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$235,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
180,000180,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
25,00025,000CONTINGENCY
235,000 235,000Total
Total20192020202120222023Funding Sources
235,000235,000GO BONDS
235,000 235,000Total
Description
Project will replace the entire system consisting of all police vehicle video recorders, all body worn cameras (BWC), and server and storage
Project #Y4441
Priority Critical (1)
Justification
A new body worn camera (BWC) system should offer a local based, fully integrated system that maintains a smaller BWC size to be worn by our officers, and one
that integrates the body mic and BWC audio to the in-car recorder. Vehicle cameras are no longer supported by the manufacturer and are due for replacement.
Budget Impact/Other
This project is for the replacement of equipment and should have a negligible impact on the operating budget.
Useful Life 7 years
Project Name Police Car & Body Camera Replacement
Category Police
Type One Phase
Total Project Cost:$250,000
Contact Jody Matherly
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
250,000250,000EQUIPMENT
250,000 250,000Total
Total20192020202120222023Funding Sources
250,000250,000GENERAL FUND
250,000 250,000Total
Project Summary by Name
544544
Description
Remodel three offices (one Watch Commander and two interview/report-writing rooms) at the entrance of the police department. One of the offices would be
modified to accommodate two interview rooms. This work coincides with other funding the Police Department has to upgrade carpet, light fixtures and furniture in
these rooms. Two entrance doors from lobby to interview rooms will be added along with remodel, electronics, cabinets, furniture. $35,000 of abandoned funds will
be utilized for this project.
Project #Y4443
Priority Essential (2)
Justification
Presently, the Watch Commander office and two interview/report-writing rooms are antiquated, inefficient and unsafe. There are no secure, physical barriers
between vistors 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 environment. This project also adds security features such as extra
doors, video, and IT enhancements.
Budget Impact/Other
The operating impact of this project is negligible.
Useful Life 20 years
Project Name Police Front Offices Remodel
Category Police
Type One Phase
Total Project Cost:$74,750
Contact Jody Matherly
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
65,00065,000CONSTRUCTION
9,7509,750CONTINGENCY
74,750 74,750Total
Total20192020202120222023Funding Sources
74,75074,750GENERAL FUND
74,750 74,750Total
Project Summary by Name
545545
Description
Replace old Crime Scene Mapping system that is used for locating, collecting, documenting, reconstructing and presenting crime/crash scene evidence in court. The
cost includes the equipment and training.
Project #Y4444
Priority Efficiency Improvement (3)
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
process faster, more accurate and more professional.
Budget Impact/Other
No negative impact on budget. Fewer technicians, officers to secure the scene, etc. are needed when using this new system. That means there will be savings on the
number of personnel required to properly process a scene. Court room presentation will be enhanced because of better imagery of the scene. Estimated savings is
less than $10,000.
Useful Life 10 years
Project Name Crime Scene Mapping System
Category Police
Type One Phase
Total Project Cost:$100,000
Contact Jody Matherly
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
100,000100,000EQUIPMENT
100,000 100,000Total
Total20192020202120222023Funding Sources
50,00050,000GENERAL FUND
50,00050,000UNIVERSITY OF IOWA
100,000 100,000Total
Description
This project would consist of the replacement and resizing of the landfill equipment storage buildings, currently known as Building A and Building B.
Project #L3328
Priority Essential (2)
Justification
These 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.
Budget Impact/Other
Should be minimal decrease in operating cost due to poor condition of current structures. Decrease in estimated annual expenditures are less than $10,000 per year.
Useful Life 35 Years
Project Name Landfill Equipment Building Replacement
Category Landfill
Type One Phase
Total Project Cost:$800,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
60,00060,000PLANNING/DESIGN
740,000740,000CONSTRUCTION
800,000 800,000Total
Total20192020202120222023Funding Sources
800,000800,000LANDFILL FUND
800,000 800,000Total
Project Summary by Name
546546
Description
This project includes the design and installation of infrastructure to implement a compressed air dual extraction system, which will improve landfill 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 Acquisition (SCADA) equipment to the constructed system.
Project #L3330
Priority Essential (2)
Justification
Evaluation of the landfill site indicated that many of the site's existing gas wells have liquid levels that are close to or exceed the screen within them. This limits or
prevents gas from being able to be pulled from those wells. In addition, this new dual extraction system in combination with the leachate conveyance upgrades
completed in the 2016 Gas Expansion Project allows the operators to better control leachate and gas management onsite. The requested revision enhances operator
functionality and reduces manual labor time.
Budget Impact/Other
This project would increase operating expenditures through additional maintenance and repair of new equipment. The estimated increase in operating expenditures
is estimated to be between $10,000 and $20,000 per year.
Useful Life 15 years
Project Name Landfill Leachate Pumping System
Category Landfill
Type Multi-Phase
Total Project Cost:$625,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
585,000585,000CONSTRUCTION
585,000 585,000Total
Prior
40,000
Total
Total20192020202120222023Funding Sources
585,000585,000LANDFILL FUND
585,000 585,000Total
Prior
40,000
Total
Description
The landfill's six-acre compost pad will be backfilled in multiple areas to fill large pits. An asphalt layer will be added to cover the rock and a seal coat will be
applied to prevent liquids from seeping. A seal coat will be added to cover the raw millings on the eastern half of the pad that has not been sealed in the past.
Project #L3333
Priority Critical (1)
Justification
Deferred maintenance over many years has resulted in the need for repair to the landfill's six-acre compost and wood processing pad to ensure customer safety and
regulatory compliance. The pad must meet the Iowa Department of Natural Resources' requirements for impermeability and for stormwater control.
Budget Impact/Other
An improved surface will reduce equipment repair costs and reduce customer safety issues/potential liability claims. The estimated annual savings is less than
$10,000 per year.
Useful Life 7 years
Project Name Compost Pad Improvements
Category Landfill
Type One Phase
Total Project Cost:$250,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
200,000200,000CONSTRUCTION
50,00050,000CONTINGENCY
250,000 250,000Total
Total20192020202120222023Funding Sources
250,000250,000LANDFILL FUND
250,000 250,000Total
Project Summary by Name
547547
Description
A new drop-off site would require several acres of paving, storm water infrastructure, two material compactors with electrical infrastructure, seven roll-off bins,
fencing, lighting, signage and minimal landscaping. Depending on the location, the project could also include basic amenities for cyclists.
Project #L3334
Priority Efficiency Improvement (3)
Justification
Since 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
public 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
based on proximity to the City's recycling vendor and address the public's requests for another drop-off site near a growing area of town.
Budget Impact/Other
The site will be serviced by existing Resource Management staff and equipment, similar to the City's other three drop-off sites. There will be an increase in
operating expenditures due to the additional staffing, maintenance, insurance, utilities, and other operating costs. The estimated additional expenditures is
$100,000 to $150,000 per year.
Useful Life 20 years
Project Name South Side Recycling Site
Category Landfill
Type One Phase
Total Project Cost:$520,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
395,000395,000CONSTRUCTION
125,000125,000EQUIPMENT
520,000 520,000Total
Total20192020202120222023Funding Sources
520,000520,000LANDFILL FUND
520,000 520,000Total
Project Summary by Name
548548
Description
This project includes the design and installation of an expansion of the Landfill Dual Extraction System, which was originally constructed in 2018. This project will
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, leachate migration, and positively impact groundwater in more portions of the site.
Project #L3335
Priority Efficiency Improvement (3)
Justification
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 them. 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 functionality and reduce manual labor time.
Budget Impact/Other
Some ongoing maintenance is anticipated, but is expected to be less than $10,000 per year.
Useful Life 25 years
Project Name Landfill Dual Extraction System Expansion
Category Landfill
Type One Phase
Total Project Cost:$500,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
41,00041,000PLANNING/DESIGN
400,000400,000CONSTRUCTION
50,00050,000INSPECTION
9,0004,000 5,000ADMINISTRATION
45,000 455,000 500,000Total
Total20192020202120222023Funding Sources
500,00045,000 455,000LANDFILL FUND
45,000 455,000 500,000Total
Project Summary by Name
549549
Description
This project will install new storm sewer and intakes along Deforest Avenue, Franklin Street, Ash Street, Pine Street and Spruce Street near their intersections with
Lower Muscatine Road and Sycamore Street.
Project #M3632
Priority Essential (2)
Justification
Most streets in the neighborhood around Lower Muscatine Road have minimal storm sewer/intakes. During heavier rain events, storm water running down side
streets creates flooding issues on Lower Muscatine Road and Sycamore Street. This project aims to collect storm water from the side streets prior to it collecting on
Lower Muscatine Road and Sycamore Street.
Budget Impact/Other
Additional storm sewer and intakes will result in additional future maintenace costs. The estimated increase in operating expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Lower Muscatine Area Storm Sewer Improvements
Category Storm Water
Type One Phase
Total Project Cost:$750,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
75,00075,000PLANNING/DESIGN
525,000525,000CONSTRUCTION
50,00050,000INSPECTION
100,000100,000CONTINGENCY
75,000 675,000 750,000Total
Total20192020202120222023Funding Sources
750,000750,000STORM WATER FUND
750,000 750,000Total
Project Summary by Name
550550
Description
This project will increase the storm sewer capacity on North Westminster Drive and Washington Street.
Project #M3633
Priority Essential (2)
Justification
The North Westminder 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 a potential for property
damage and a public safety concern for vehicles.
Budget Impact/Other
Replacing infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less
than $10,000 per year.
Useful Life 50 years
Project Name North Westminster Storm Sewer Upgrades
Category Storm Water
Type One Phase
Total Project Cost:$1,180,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
140,000140,000PLANNING/DESIGN
920,000920,000CONSTRUCTION
20,00020,000INSPECTION
10,00010,000ADMINISTRATION
90,00090,000CONTINGENCY
140,000 1,040,000 1,180,000Total
Total20192020202120222023Funding Sources
1,180,000140,000 1,040,000STORM WATER FUND
140,000 1,040,000 1,180,000Total
Project Summary by Name
551551
Description
This project replaces the equipment storage, offices, and maintenance facilities for the streets, traffic engineering, storm and sanitary sewer maintenance, refuse
collection, and equipment divisions. The 2019 project adds solar panels to the facility.
Project #P3959
Priority Efficiency Improvement (3)
Justification
The current facilities are in poor condition and are very inefficient. The City also leases facilities around the area due to the lack of adequate storage space The
current facilities occupy a space that is a prime commercial location adjacent to the Riverfront Crossings area. The Master Plan for the new facility is currently
being updated.
Budget Impact/Other
The operating costs of a new facility will be higher due to an increase in the cost of insurance and utilities. The facility should be create better operational
efficiencies. The net impact on operations is an increase of expenditures between $50,000 and $100,000 per year.
Useful Life 40 Years
Project Name Public Works Facility
Category Public Works Administration
Type One Phase
Total Project Cost:$12,700,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20192020202120222023Expenditures
3,200,0003,200,000CONSTRUCTION
3,200,000 3,200,000Total
Prior
9,500,000
Total
Total20192020202120222023Funding Sources
700,000700,000GO BONDS
2,500,0002,500,000LANDFILL FUND
3,200,000 3,200,000Total
Prior
9,500,000
Total
Project Summary by Name
552552
Description
Final design for and stabilization of the west bank of the Iowa River from Benton Street to Hwy 6. Feasibility level study and Class 4 opinion of probable cost for
bank stabilization completed by McLaughlin Whitewater Design Group based on survey work completed by Shoemaker & Haaland in 2013.
Project #P3981
Priority Critical (1)
Justification
In 2013, as part of the Iowa River Restoration Project, Shoemaker & Haaland 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 likely increase the pace of erosion.
Budget Impact/Other
This project will have an increase in operating expenditures for the addition of new infrastructure. The estimated increase in annual expenditures is less than
$10,000 per year.
Useful Life 40 Years
Project Name West Riverbank Stabilization
Category Public Works Administration
Type One Phase
Total Project Cost:$1,350,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
PLAN None
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
215,000215,000CONSTRUCTION
25,00025,000INSPECTION
270,000 270,000Total
Prior
1,080,000
Total
Total20192020202120222023Funding Sources
270,000270,000GO BONDS
270,000 270,000Total
Prior
1,080,000
Total
Description
This project will include milling and resurfacing drive areas of the existing Equipment maintenance parking lot with 4" asphalt overlay.
Project #P3983
Priority Essential (2)
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 parking 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.
Budget Impact/Other
This project will reduce operating expenditures through a reduction in the cost of repairs and maintenance to the old infrastructure. The estimated reduction in
operating expenditures is less than $10,000.
Useful Life 15 years
Project Name Equipment Shop Parking Lot Asphalt Overlay
Category Equipment
Type One Phase
Total Project Cost:$123,200
Contact Dan Striegel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
112,000112,000CONSTRUCTION
11,20011,200CONTINGENCY
123,200 123,200Total
Total20192020202120222023Funding Sources
123,200123,200EQUIPMENT FUND
123,200 123,200Total
Project Summary by Name
553553
Description
Covered outdoor areas that will allow for improved storage of sand/salt mixture and other materials. These storage areas were originally included in the Public
Works Facility project, but were removed due to budget constraints. The storage areas can also be used to store topsoil for use during construction season.
Project #P3985
Priority Efficiency Improvement (3)
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 freeze together in large chunks, making it difficult to load and
spread the material effectively. Covered storage bins also provide flexibility to carry more salt through the summer months, if needed.
Budget Impact/Other
This improvement will increase operating expenditure due to occasional maintenance. The expected increase in expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Sand/Salt Storage Bunkers
Category Public Works Administration
Type One Phase
Total Project Cost:$210,000
Contact Brock Holub
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
200,000200,000CONSTRUCTION
10,00010,000CONTINGENCY
210,000 210,000Total
Total20192020202120222023Funding Sources
210,000210,000ROAD USE TAX FUND
210,000 210,000Total
Description
Brine-making and blending station that allows for onsite creating and distribution of brine solution for winter maintenance. 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
blending station were originally included in the Public Works Facility project, but were removed due to budget constraints.
Project #P3986
Priority Efficiency Improvement (3)
Justification
These processes would allow for Streets crews to be more efficient regarding salt consumption and waste, provide a larger window for response time during
unexpected events and ice storms, and allow the City to save money by treating our own salt.
Budget Impact/Other
The equipment will require maintenance, although it is expected to be minimal. The City will also save money by treating its own salt. The net cost/savings to the
City is less than $10,000 oer year.
Useful Life 25 years
Project Name Brine Maker and Blending Station
Category Public Works Administration
Type One Phase
Total Project Cost:$95,000
Contact Brock Holub
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
90,00090,000CONSTRUCTION
5,0005,000CONTINGENCY
95,000 95,000Total
Total20192020202120222023Funding Sources
95,00095,000ROAD USE TAX FUND
95,000 95,000Total
Project Summary by Name
554554
Description
This project will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control
measures to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional turn lanes, and a roundabout. Based on the
results of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American
Legion Road to urban standards from Taft Avenue to Scott Boulevard and include an 8' sidewalk.
Project #S3854
Priority Essential (2)
Justification
In 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
school.
Budget Impact/Other
This project will replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional
maintenance. The net impact of the changes on the City's operating budget will be an increase of less than $10,000 per year.
Useful Life 50 years
Project Name American Legion Rd-Scott Blvd to Taft Ave
Category Street Operations
Type One Phase
Total Project Cost:$9,022,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %70%
GRANTEE STP
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20192020202120222023Expenditures
578,000578,000PLANNING/DESIGN
926,000926,000LAND/ROW ACQUISITION
6,940,0006,940,000CONSTRUCTION
289,000289,000INSPECTION
289,000289,000ADMINISTRATION
578,000 8,444,000 9,022,000Total
Total20192020202120222023Funding Sources
100,000100,000CONTRIBUTIONS &
DONATIONS
4,070,6604,070,660FEDERAL GRANTS
4,851,3404,851,340GO BONDS
9,022,000 9,022,000Total
Project Summary by Name
555555
Description
This project will include construction of a new arterial roadway from Gilbert Street to Sycamore Street. The project will include a 49' B-B road with protected bike
lanes along both sides. The project also includes 5' wide sidewalk, 8' wide sidewalk, 16" water main, storm sewer intakes and piping.
Project #S3934
Priority Essential (2)
Justification
Project 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
a new arterial connection in the southeast quadrant of Iowa City. This new connection should help reduce traffic on local roads Langenberg Avenue and Sycamore
Street from Lehman Avenue to Gilbert Street in Iowa City.
Budget Impact/Other
Normal street maintenance activities - will add approximately 3,000 feet to arterial street system. Estimated annual expenditures are less than $10,000 per year.
Useful Life 50 years
Project Name McCollister Blvd - Gilbert to Sycamore
Category Street Operations
Type One Phase
Total Project Cost:$5,210,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20192020202120222023Expenditures
3,600,0003,600,000CONSTRUCTION
170,000170,000INSPECTION
170,000170,000ADMINISTRATION
720,000720,000CONTINGENCY
4,660,000 4,660,000Total
Prior
550,000
Total
Total20192020202120222023Funding Sources
4,410,0004,410,000GO BONDS
400,000400,000STORM WATER FUND
400,000400,000WATER FUND
5,210,000 5,210,000Total
Project Summary by Name
556556
Description
This 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.
Project #S3935
Priority Critical (1)
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 be recommending the City post this structure with a 20-ton weight embargo due to
its current condition. In addition, the existing storm sewer along Prentiss Street is undersized and has a history of surcharging during large rain events.
Budget Impact/Other
This project is replacing existing infrastructure and should reduce future maintenance costs. The estimated decrease in operating expenditures is less than $10,000
per year.
Useful Life 50 years
Project Name Prentiss Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$1,935,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
610,000610,000CONSTRUCTION
100,000100,000CONTINGENCY
735,000 735,000Total
Prior
1,200,000
Total
Total20192020202120222023Funding Sources
555,000555,000GO BONDS
555,000 555,000Total
Prior
1,380,000
Total
Project Summary by Name
557557
Description
This project will reconstruct Melrose Avenue/IWV Road from Highway 218 to Hebl Avenue, and is a joint project between the City of Iowa City and Johnson
County.
Project #S3936
Priority Essential (2)
Justification
Melrose Avenue/IWV Road is in poor condition and needs to be reconstructed to current design standards.
Budget Impact/Other
This project is replacing existing infrastructure and should reduce future maintenance costs. The estimated decrease in operating expenditures is less than $10,000
per year.
Useful Life 50 years
Project Name Melrose Avenue Improvements
Category Street Operations
Type One Phase
Total Project Cost:$4,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %20%
GRANTEE STP
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20192020202120222023Expenditures
200,000200,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
3,400,0003,400,000CONSTRUCTION
150,000150,000INSPECTION
200,000200,000CONTINGENCY
250,000 3,750,000 4,000,000Total
Total20192020202120222023Funding Sources
930,000930,000FEDERAL GRANTS
1,470,0001,470,000GO BONDS
1,600,0001,600,000OTHER LOCAL
GOVERNMENTS
4,000,000 4,000,000Total
Project Summary by Name
558558
Description
This project is part of the downtown streetscape master plan. This project reconstructs Dubuque Street from Washington to Iowa Avenue. The project also
improves sidewalk pavement, addresses critical utility updates, and enhances the retail environment with streetscape components.
Project #S3939
Priority Critical (1)
Justification
Dubuque Street is an 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
friendly environment and allowing for enhanced retail areas.
Budget Impact/Other
This project should reduce operating expenditures due to the replacement of infrastructure in poor condition. The anticipated annual savings is less than $10,000
per year.
Useful Life 50 years
Project Name Dubuque Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,364,500
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
PLAN Downtown Streetscape Plan
Status Active
Total20192020202120222023Expenditures
132,000132,000PLANNING/DESIGN
880,500880,500CONSTRUCTION
132,000132,000INSPECTION
220,000220,000CONTINGENCY
132,000 1,232,500 1,364,500Total
Total20192020202120222023Funding Sources
1,114,5001,114,500GO BONDS
100,000100,000STORM WATER FUND
150,000150,000WATER FUND
1,364,500 1,364,500Total
Project Summary by Name
559559
Description
This project would extend Capitol Street and Kirkwood Avenue as a part of the Riverfront Crossing area improvements. The project also includes replacement of the
12-inch water main on Capitol Street between Benton Street and the railroad to the north, water main improvements at the Benton and Clinton intersection and
removal of the railroad spur across Benton Street.
Project #S3940
Priority Essential (2)
Justification
The extensions of these streets plays an important part in the overall development of the Riverfront Crossings area. It will also improve access and traffic circulation
in this area. This project does not include any costs necessary for property acquisitions.
Budget Impact/Other
Ongoing maintenance of new poles and lighting units. Existing lights are being maintained, and new lights would likely require less maintenance in the future as
compared to the existing lights. Estimated annual operating expenditures are less than $10,000 per year.
Useful Life 50 years
Project Name Kirkwood Avenue to Capitol Street Connection
Category Street Operations
Type One Phase
Total Project Cost:$3,000,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
PLAN Riverfront Crossings Master Pla
Status Active
Total20192020202120222023Expenditures
200,000200,000PLANNING/DESIGN
2,400,0002,400,000CONSTRUCTION
125,000125,000INSPECTION
125,000125,000ADMINISTRATION
150,000150,000CONTINGENCY
200,000 2,800,000 3,000,000Total
Total20192020202120222023Funding Sources
2,600,0002,600,000GO BONDS
150,000150,000STORM WATER FUND
250,000250,000WATER FUND
3,000,000 3,000,000Total
Project Summary by Name
560560
Description
This project will make improvements to the First Avenue and Scott Boulevard intersection, including a proposed roundabout, to improve traffic movement through
the intersection.
Project #S3944
Priority Essential (2)
Justification
The current layout of the intersection includes four-way stop control. During peak hours, vehicles experience significant queuing, resulting in increased travel time,
delay and emissions.
Budget Impact/Other
The proposed roundabout will require ongoing maintenance, especially for planted areas in the center. The net impact to the operating budget will be neutral.
Useful Life 50 years
Project Name First Ave/Scott Blvd Intersection Improvements
Category Street Operations
Type One Phase
Total Project Cost:$1,150,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
125,000125,000PLANNING/DESIGN
75,00075,000LAND/ROW ACQUISITION
750,000750,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
200,000 950,000 1,150,000Total
Total20192020202120222023Funding Sources
1,150,0001,150,000GO BONDS
1,150,000 1,150,000Total
Project Summary by Name
561561
Description
This project will reconstruct Court Street from Muscatine Avenue to 1st Avenue.
Project #S3946
Priority Essential (2)
Justification
Court 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.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 50 years
Project Name Court Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$6,345,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
550,000550,000PLANNING/DESIGN
225,000225,000LAND/ROW ACQUISITION
4,900,0004,900,000CONSTRUCTION
185,000185,000INSPECTION
185,000185,000ADMINISTRATION
300,000300,000CONTINGENCY
775,000 5,570,000 6,345,000Total
Total20192020202120222023Funding Sources
6,345,000775,000 5,570,000GO BONDS
775,000 5,570,000 6,345,000Total
Project Summary by Name
562562
Description
This project will include PCC Patching and HMA Overlay of Benton Street from Mormon Trek Boulevard to 150' east of Benton Drive. In addition, the project will
include striping bike lanes on Benton Street and updating ADA curb ramps.
Project #S3947
Priority Essential (2)
Justification
Benton 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
cracking 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
Mix Asphalt. The project will also upgrade sidewalk curb ramps to current ADA standards.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 50 years
Project Name Benton Street Rehabilitation Project
Category Street Operations
Type One Phase
Total Project Cost:$2,810,000
Contact Dave Panos
Department PUBLIC WORKS
MATCH %30%
GRANTEE STP
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
200,000200,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
1,900,0001,900,000CONSTRUCTION
140,000140,000INSPECTION
140,000140,000ADMINISTRATION
380,000380,000CONTINGENCY
250,000 2,560,000 2,810,000Total
Total20192020202120222023Funding Sources
1,315,8601,315,860FEDERAL GRANTS
1,494,1401,494,140GO BONDS
2,810,000 2,810,000Total
Project Summary by Name
563563
Description
This project will include the removal and replacement of the existing precast concrete 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 along Second Avenue, and watermain improvements.
Project #S3949
Priority Critical (1)
Justification
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 existing sidewalk connecting the trail along Ralston Creek South Branch and Muscatine Avenue.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 20 years
Project Name Second Avenue Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$800,000
Contact Brett Zimmerman
Department PUBLIC WORKS
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
100,000100,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
60,00060,000INSPECTION
40,00040,000ADMINISTRATION
100,000100,000CONTINGENCY
100,000 700,000 800,000Total
Total20192020202120222023Funding Sources
450,000450,000OTHER STATE GRANTS
350,000100,000 250,000ROAD USE TAX FUND
100,000 700,000 800,000Total
Project Summary by Name
564564
Description
Reconstruction of Rochester Avenue from First Avenue to the bridge over Ralston Creek. The project will include new street paving, sidewalk, utility improvements
and other associated work.
Project #S3950
Priority Essential (2)
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.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 50 years
Project Name Rochester Ave Reconst- First Ave. to Ralston Creek
Category Street Operations
Type One Phase
Total Project Cost:$6,400,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
600,000600,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
5,000,0005,000,000CONSTRUCTION
250,000250,000INSPECTION
250,000250,000ADMINISTRATION
250,000250,000CONTINGENCY
650,000 5,750,000 6,400,000Total
Total20192020202120222023Funding Sources
6,400,000650,000 5,750,000GO BONDS
650,000 5,750,000 6,400,000Total
Description
This project will study the south Hwy 1/Hwy 6 intersection and provide a functional design for the preferred future improvements.
Project #S3951
Priority Essential (2)
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.
Budget Impact/Other
The proposed study and functional design is not expected to have any operating budget impacts.
Useful Life 50 years
Project Name Hwy 1/Hwy 6 Intersection Improvements Study
Category Street Operations
Type One Phase
Total Project Cost:$75,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
PLAN None
Status Active
Total20192020202120222023Expenditures
75,00075,000PLANNING/DESIGN
75,000 75,000Total
Total20192020202120222023Funding Sources
75,00075,000GENERAL FUND
75,000 75,000Total
Project Summary by Name
565565
Description
Reconstruction of Dodge Street from Governor Street to Burlington Street. This will be a joint project with the DOT, and will include new street pavement,
sidewalk, utility improvements and other associated work.
Project #S3952
Priority Essential (2)
Justification
This section of Dodge Street is in poor condition and requires significant ongoing maintenance. A functional design is currently underway for the project.
Budget Impact/Other
Replacing aged infrastructure will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is
less than $10,000 per year.
Useful Life 50 years
Project Name Dodge Street Reconstruct - Governor to Burlington
Category Street Operations
Type One Phase
Total Project Cost:$13,367,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %35%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
1,367,000117,000 1,250,000PLANNING/DESIGN
10,500,00010,500,000CONSTRUCTION
500,000500,000INSPECTION
500,000500,000ADMINISTRATION
500,000500,000CONTINGENCY
117,000 1,250,000 12,000,000 13,367,000Total
Total20192020202120222023Funding Sources
8,500,0008,500,000FEDERAL GRANTS
4,250,0001,250,000 3,000,000GO BONDS
117,000117,000ROAD USE TAX FUND
500,000500,000STORM WATER FUND
117,000 1,250,000 12,000,000 13,367,000Total
Project Summary by Name
566566
Description
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 signage necessary to implement the conversion. The conversion is intended to generally take place between Madison Street and the eastern termini
of the one-way streets - exact limits subject to further evaluation.
Project #S3953
Priority Non-essential (5)
Justification
The feasibility of the project and cost estimate was initially evaluated as part of the Downtown Iowa City Traffic Modeling Study completed in 2015.
Budget Impact/Other
Operating budget impacts are assumed to be negliable as the corridors already exist and require rountine maintneance activities. The conversion will only change
how the facilities are used by the traveling public.
Useful Life 20 years
Project Name Market & Jefferson Street Two-Way Conversion
Category Street Operations
Type One Phase
Total Project Cost:$500,000
Contact Kent Ralston
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20192020202120222023Expenditures
500,000500,000CONSTRUCTION
500,000 500,000Total
Total20192020202120222023Funding Sources
500,000500,000GO BONDS
500,000 500,000Total
Description
This project will repair four of the original clarifiers that were insatlled in 1989. They all have the original carbon steel mechanisms that are severly corroded and
are in need of replacement and/or repair.
Project #V3144
Priority Critical (1)
Justification
These repairs were identified during the design of the Wastewater Treatment Facilities Consolidatin Project, hower, they were not included in the project due to
budget constraints. These repairs are necessary to avoid untimely equipment failure.
Budget Impact/Other
This project repairs existing equipment which should reduce maintenance and repairs costs. The estimated impact on the operating budget is less than $10,000.
Useful Life 20 years
Project Name Wastewater Clarifier Repairs
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$650,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
350,000350,000CONSTRUCTION
350,000 350,000Total
Prior
300,000
Total
Total20192020202120222023Funding Sources
350,000350,000WASTEWATER FUND
350,000 350,000Total
Prior
300,000
Total
Project Summary by Name
567567
Description
This project will extend the Scott Boulevard Trunk Sewer from the north side of the Iowa Interstate Railroad at the Scott Six Industrial Park to the lift station
currently serving the Windsor Ridge Subdivision.
Project #V3145
Priority Essential (2)
Justification
In 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
south side of American Legion Road. A new trunk sewer will be needed to accommodate continued growth in the area.
Budget Impact/Other
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.
Useful Life 50 years
Project Name Scott Boulevard Trunk Sewer
Category Wastewater Treatment
Type One Phase
Total Project Cost:$2,025,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
175,000175,000PLANNING/DESIGN
300,000300,000LAND/ROW ACQUISITION
1,300,0001,300,000CONSTRUCTION
100,000100,000INSPECTION
150,000150,000CONTINGENCY
475,000 1,550,000 2,025,000Total
Total20192020202120222023Funding Sources
2,025,000475,000 1,550,000WASTEWATER FUND
475,000 1,550,000 2,025,000Total
Project Summary by Name
568568
Description
This project includes removing and replacing the sanitary sewer along the back yards behind Nevada Avenue from Lakeside Drive to Whispering Meadow Drive.
Project #V3147
Priority Essential (2)
Justification
This sewer section has many problems and historically has high ongoing maintenance costs.
Budget Impact/Other
This project will reduce operating expenditures due to the replacement of aging and problematic infrastructure. The estimated annual decrease in operating
expenditures is less than $10,000 per year.
Useful Life 50 years
Project Name Nevada Ave Sanitary Sewer Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$350,000
Contact Daniel Scott
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
30,00030,000PLANNING/DESIGN
30,00030,000LAND/ROW ACQUISITION
200,000200,000CONSTRUCTION
25,00025,000INSPECTION
15,00015,000ADMINISTRATION
50,00050,000CONTINGENCY
60,000 290,000 350,000Total
Total20192020202120222023Funding Sources
350,00060,000 290,000WASTEWATER FUND
60,000 290,000 350,000Total
Project Summary by Name
569569
Description
Project includes replacing the existing lift station with a standalone wet well, submersible pumps, valve vault with control valves, new pump controls and panel,
natural gas generator, equipment salvage and demolition of the existing dry well/wet well and other considerations to make this a fully functional lift station.
Project #V3148
Priority Essential (2)
Justification
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 generator above the 500 year flood plain.
Budget Impact/Other
This project replaces old and outdated infrastructure which should reduce maintenance and operating costs. The estimate annual savings is less than $10,000 per
year.
Useful Life 20 years
Project Name West Park Lift Station Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$105,500
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
10,00010,000PLANNING/DESIGN
85,00085,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
8,5008,500CONTINGENCY
105,500 105,500Total
Total20192020202120222023Funding Sources
105,500105,500WASTEWATER FUND
105,500 105,500Total
Description
Renovate two (2) digester covers.
Project #V3150
Priority Critical (1)
Justification
Digestor's 8101 and 8201 covers are severly degraded and should be replaced.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Digester Cover Renovation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$65,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
65,00065,000CONSTRUCTION
65,000 65,000Total
Total20192020202120222023Funding Sources
65,00065,000WASTEWATER FUND
65,000 65,000Total
Project Summary by Name
570570
Description
The future project has two parts: 1) Provide process/related structures and equipment removing phosphorous before digestion. 2) Replace multiple heat exchangers
(HEX) with internal corrosion and Struvite deposition, renovate five (5) digester covers, install seven (7) wall thimbles (access ports) in digester wall for inspection
and cleaning, replace internal/external(buried) piping clogging with Struvite, replace (HEX) and recirculation pumps as required. An engineering study in 2020 will
evaluate current and developing technologies for application to the waste stream characteristics and make project recommendations.
Project #V3151
Priority Critical (1)
Justification
With biological nutrient removal as part of last ICWWTP 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 constructed 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 11 (HEX) are 15+ year
old and multiple valves/pipes show struvite deposition to be replaced.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Digester Complex Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$7,990,500
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
210,000120,000 90,000PLANNING/DESIGN
7,060,0007,060,000CONSTRUCTION
4,0004,000INSPECTION
4,0004,000ADMINISTRATION
712,500712,500CONTINGENCY
120,000 7,870,500 7,990,500Total
Total20192020202120222023Funding Sources
7,870,5007,870,500REVENUE BONDS
120,000120,000WASTEWATER FUND
120,000 7,870,500 7,990,500Total
Project Summary by Name
571571
Description
This 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.
Project #V3153
Priority Critical (1)
Justification
The equipment is nearing the end if its useful life and has already had two catastrophic failure. This equipment catches floating materials that are not biodegradable
in the treatment process and will cause blockages causing and additional maintenance to pumps and grinders. This is considered critical for the operation of the
treatment plant.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Influent Rake and Screen Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,000,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
1,000,0001,000,000CONSTRUCTION
1,000,000 1,000,000Total
Total20192020202120222023Funding Sources
1,000,0001,000,000WASTEWATER FUND
1,000,000 1,000,000Total
Description
Rehabilitation includes demolishing the existing building, converting the station to a wet-well valve vault with surface hatches for pump access, basket screening,
new standby generator, replace 20 year old pump, new controls, valve vault with bypass capacity, new security fence, landscaping and access road improvements.
The station would be plumbed for future expansion, but would not include additional pumps.
Project #V3154
Priority Essential (2)
Justification
Hawkeye 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 years old and a replacement pump only 2 years old. Major portions of the station have outlived their useful life and need replacement.
Budget Impact/Other
This project will reduce operating and maintenance cost through the rehabilitation of older equipment. The annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Hawkeye Lift Station Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,025,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
25,00025,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
1,025,000 1,025,000Total
Total20192020202120222023Funding Sources
1,025,0001,025,000WASTEWATER FUND
1,025,000 1,025,000Total
Project Summary by Name
572572
Description
This project would extend the 30-inch sanitary sewer pipe along Abbey Lane from Burry Drive to the west side of US Highway 218.
Project #V3155
Priority Essential (2)
Justification
This project will allow development within the watershed west of US Highway 218 and south of Rohret Road.
Budget Impact/Other
This will bring additional revenue along with additional maintenance costs. The estimated maintenance costs are less than $10,000 per year. The estimated amount
of additional revenue is unknown.
Useful Life 50 years
Project Name Rohret South Sewer
Category Wastewater Treatment
Type One Phase
Total Project Cost:$2,425,000
Contact Joe Welter
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
250,000250,000PLANNING/DESIGN
325,000325,000LAND/ROW ACQUISITION
1,650,0001,650,000CONSTRUCTION
100,000100,000INSPECTION
100,000100,000ADMINISTRATION
250,000 2,175,000 2,425,000Total
Total20192020202120222023Funding Sources
2,425,0002,425,000REVENUE BONDS
2,425,000 2,425,000Total
Description
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 be replaced. A significant amount of street repair will be included
in this project.
Project #W3212
Priority Essential (2)
Justification
The 6" water main broke on January 1, 2013 causing significant damage to the main thoroughfare.
Budget Impact/Other
This project reduces expenditures through the replacement of aged infrastructure with new infrastructure.
Useful Life 70 years
Project Name First Avenue (400-500 Block) Water Main Replace
Category Water Operations
Type One Phase
Total Project Cost:$637,100
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
380,000380,000CONSTRUCTION
121,100121,100INSPECTION
76,00076,000CONTINGENCY
577,100 577,100Total
Prior
60,000
Total
Total20192020202120222023Funding Sources
577,100577,100WATER FUND
577,100 577,100Total
Prior
60,000
Total
Project Summary by Name
573573
Description
This project is a water main replacement project with respective street and sidewalk replacement. Approximately 875 feet of 6" cast iron (vintage 1955) will be
replaced with 8" PVC and ductile iron pipe.
Project #W3216
Priority Efficiency Improvement (3)
Justification
The water main has been subject to numerous water main breaks and has reach the end of it's useful life.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Spruce St. (1300-1400 Block) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$217,350
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
20,00020,000PLANNING/DESIGN
130,000130,000CONSTRUCTION
41,35041,350INSPECTION
26,00026,000CONTINGENCY
20,000 197,350 217,350Total
Total20192020202120222023Funding Sources
217,350217,350WATER FUND
217,350 217,350Total
Project Summary by Name
574574
Description
This project will extend City water main along Melrose Avenue/IWV Road, from Slothower Road to Hebl Avenue, and along Hebl Avenue to the Landfill..
Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC).
Project #W3220
Priority Essential (2)
Justification
Currently, 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
operations, fire protection and staff use.
Budget Impact/Other
This project will increase the city's maintenance expenditures due to the addition of water main into the system.
Useful Life 50 years
Project Name Melrose - Landfill Water Main Extension
Category Water Operations
Type One Phase
Total Project Cost:$1,420,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
110,000110,000PLANNING/DESIGN
1,100,0001,100,000CONSTRUCTION
55,00055,000INSPECTION
55,00055,000ADMINISTRATION
100,000100,000CONTINGENCY
110,000 1,310,000 1,420,000Total
Total20192020202120222023Funding Sources
1,420,000110,000 1,310,000LANDFILL FUND
110,000 1,310,000 1,420,000Total
Project Summary by Name
575575
Description
This first phase is an engineering study which is intended to investigate options for the removal of source water nutrient contaminants, specifically nitrates, and
then construct the best solution. Project will remove nutrient contaminants from source water, specifically nitrates.
Project #W3221
Priority Essential (2)
Justification
Dissolved ions, specifically nitrates, are not able to be removed by currently installed water treatment processes. Therefore to meet Safe Drinking Water Act
standards 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
nutrient ion concentration making dilution an increasingly unreliable method to achieve federal standards. A long term nutrient removal solution must be
implemented.
Budget Impact/Other
An increase in energy and maintenance costs will be experienced when the nutrient removal system is being used. The estimated impact to the operating budget is
$25,000 to $50,000 per year.
Useful Life 50 years
Project Name Nutrient Removal Project
Category Water Operations
Type One Phase
Total Project Cost:$700,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
100,000100,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
100,000 600,000 700,000Total
Total20192020202120222023Funding Sources
700,000100,000 600,000WATER FUND
100,000 600,000 700,000Total
Project Summary by Name
576576
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 1200 feet of 6" cast-iron 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
Rocky Shore to the existing sidewalk west of Teeters Court.
Project #W3222
Priority Critical (1)
Justification
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 pipe have also caused signifcant damage to other infrastructure in the area.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Dill St. Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$800,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
75,00075,000PLANNING/DESIGN
670,000670,000CONSTRUCTION
25,00025,000INSPECTION
5,0005,000ADMINISTRATION
25,00025,000CONTINGENCY
75,000 725,000 800,000Total
Total20192020202120222023Funding Sources
800,00075,000 725,000WATER FUND
75,000 725,000 800,000Total
Project Summary by Name
577577
Description
This is a water main replacement project with respective street and sidewalk replacement. Approximately 550 feet of 6-inch cast-iron pipe (vintage 1956) will be
replaced with 1250 feet of 8-inch PVC.
Project #W3300
Priority Efficiency Improvement (3)
Justification
The 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
system 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
main replacement matrix.
Budget Impact/Other
This water main replacement project will reduce operations and maintenance cost associated with emergency/after hours repairs. The estimated decrease in
operating expenditures is less than $10,000 per year.
Useful Life 70 years
Project Name Bradford Drive Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$350,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
40,00040,000PLANNING/DESIGN
310,000310,000CONSTRUCTION
40,000 310,000 350,000Total
Total20192020202120222023Funding Sources
350,00040,000 310,000WATER FUND
40,000 310,000 350,000Total
Description
Install check 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), First Ave Water Main Replacement (2019 CIP), and American Legion Road (2020 CIP).
Project #W3301
Priority Critical (1)
Justification
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, installing valves, pressure reducing stations, and adding pumps.
Budget Impact/Other
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 year (pump electrical costs and routine maintenance).
Useful Life 20 years
Project Name Water Distribution Pressure Zone Improvements
Category Water Operations
Type One Phase
Total Project Cost:$950,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
100,000100,000PLANNING/DESIGN
850,000850,000CONSTRUCTION
100,000 850,000 950,000Total
Total20192020202120222023Funding Sources
950,000950,000REVENUE BONDS
950,000 950,000Total
Project Summary by Name
578578
Description
Remove and reinstall, or repair the one Jordan well.
Project #W3305
Priority Critical (1)
Justification
The 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
Water 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
water source.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Jordan Well Rehabilitation
Category Water Operations
Type One Phase
Total Project Cost:$150,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20192020202120222023Funding Sources
150,000150,000WATER FUND
150,000 150,000Total
Description
Approximately 500 feet of 6-inch cast-iron pipe (vintage 1958) will be replaced with 500 feet of 8-inch PVC on the 900 block of Deforest Avenue.
Project #W3307
Priority Critical (1)
Justification
The 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 system valving in the area, and ranks in the top fifteen of the water main replacement matrix.
Budget Impact/Other
This project will reduce expenditures due to the replacement of aged infrastructure with new infrastructure. The estimated impact on the annual budget is less than
$10,000.
Useful Life 70 years
Project Name Deforest Ave Water Main Replacement
Category Water Operations
Type One Phase
Total Project Cost:$350,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
40,00040,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
50,00050,000INSPECTION
30,00030,000ADMINISTRATION
30,00030,000CONTINGENCY
40,000 310,000 350,000Total
Total20192020202120222023Funding Sources
350,00040,000 310,000WATER FUND
40,000 310,000 350,000Total
Project Summary by Name
579579
Description
An engineering study of existing alluvial raw water facilities is scheduled for 2018 which will generate plans 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 #1 laterals due to failure.
Project #W3311
Priority Efficiency Improvement (3)
Justification
Currently the two collector wells on the north plant site (#1 & 2) produce an average of about 1.0 to 1.5 million gallons of raw water daily. The remainder, about
4.0 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
sources and the peninsula wells are a single point failure should an extended loss of power occur. Further municipal growth will drive the need to be able to produce
more raw water for treatment from these wells.
Budget Impact/Other
This project will create additional costs to operate and maintain additional wells and water main. The additional operating costs from this project are estimated to
be $10,000 to $25,000 per year.
Useful Life 20 years
Project Name Collector Well Capacity Improvements
Category Water Operations
Type One Phase
Total Project Cost:$700,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
600,000600,000CONSTRUCTION
600,000 600,000Total
Prior
100,000
Total
Total20192020202120222023Funding Sources
600,000600,000REVENUE BONDS
600,000 600,000Total
Prior
100,000
Total
Project Summary by Name
580580
Description
Replace approximately 1,600 feet of 12-inch water main (1990 vintage) along Highway 1 from the Hawk Ridge apartments 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.
Project #W3313
Priority Essential (2)
Justification
This water main is situated within corrosive soils and has experienced 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 customers.
Budget Impact/Other
This project will have a neutral impact on the operating budget as it is the replacement of existing infrastructure.
Useful Life 70 years
Project Name Hwy 1 (Hawk Ridge to WalMart) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$704,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
64,00064,000PLANNING/DESIGN
640,000640,000CONSTRUCTION
64,000 640,000 704,000Total
Total20192020202120222023Funding Sources
704,00064,000 640,000WATER FUND
64,000 640,000 704,000Total
Description
Replace the (4) four variable frequency drives (VFDs) on our high service pumps.
Project #W3314
Priority Essential (2)
Justification
The VFD's servicing our high service pumps will have been in operation for approximately 20 years when this project reaches construction. This is a typical 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 replacement due to technological advances and deterioration of equipment.
Budget Impact/Other
Potential cost savings derived from decreased power usage and less wear on the pumps.
Useful Life 20 years
Project Name High Service Pump VFD Replacement
Category Water Operations
Type One Phase
Total Project Cost:$550,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
50,00050,000PLANNING/DESIGN
50,000 50,000Total
Future
500,000
Total
Total20192020202120222023Funding Sources
50,00050,000WATER FUND
50,000 50,000Total
Future
500,000
Total
Project Summary by Name
581581
Description
Extend MidAmerican electrical service down Foster Rd to the Peninsula Well Field switchgear set situated to the north of the dog park. Upgrade the switchgear set
to allow transfer of source power.
Project #W3315
Priority Efficiency Improvement (3)
Justification
Currently 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
inclement 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
is restored. Running a second electrical service underground down Foster Rd will mitigate the risk associated with this aerial river crossing.
Budget Impact/Other
The impact to the operating budget is negligible.
Useful Life 70 years
Project Name Peninsula Well Field Power Redundancy
Category Water Operations
Type One Phase
Total Project Cost:$75,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
10,00010,000PLANNING/DESIGN
50,00050,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
75,000 75,000Total
Total20192020202120222023Funding Sources
75,00075,000WATER FUND
75,000 75,000Total
Description
Design and have installed new chlorine feed equipment with associated computer system integration.
Project #W3316
Priority Efficiency Improvement (3)
Justification
The existing automatic chlorine feeders are reaching 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.
Budget Impact/Other
Reduced maintenance time and spare parts load - return-on-investment in approximately 8 years.
Useful Life 20 years
Project Name Chlorine Feeder System Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$60,000
Contact Kevin Slutts
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
10,00010,000PLANNING/DESIGN
50,00050,000CONSTRUCTION
60,000 60,000Total
Total20192020202120222023Funding Sources
60,00060,000WATER FUND
60,000 60,000Total
Project Summary by Name
582582
Description
This project will involve the upgrade of existing parking revenue control equipment to be able to accept credit cards with EMV chips.
Project #T3018
Priority Essential (2)
Justification
Security measures to protect credit card users continues to be more wide spread and is now becoming available for parking equipment. We forsee having to
incorporate this upgrade to our existing system.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Parking Equipment EMV Upgrade
Category Parking Operations
Type One Phase
Total Project Cost:$75,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
75,00075,000CONSTRUCTION
75,000 75,000Total
Total20192020202120222023Funding Sources
60,00060,000PARKING FUND
15,00015,000TRANSIT FUND
75,000 75,000Total
Description
This project will include reconfiguration/redesign of the Robert A. Lee Recreation Center parking lot to improve circulation, Ralston Creek bank stabilization and
creekside aesthetic improvements, and milling /resurfacing of the Robert A. Lee Recreation Center praking lot with a 2" asphalt overlay.
Project #T3019
Priority Essential (2)
Justification
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 adjacent to the rec center.
Budget Impact/Other
This project will reduce operating expenditures through a reduction in the cost of repairs and maintenance to the old infrastructure. The estimated reduction in
operating expenditures is less than $10,000.
Useful Life 15 years
Project Name Rec Center Parking Lot Overlay & Creek Improvement
Category Parking Operations
Type One Phase
Total Project Cost:$300,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
165,000165,000CONSTRUCTION
165,000 165,000Total
Prior
135,000
Total
Total20192020202120222023Funding Sources
165,000165,000PARKING FUND
165,000 165,000Total
Prior
135,000
Total
Project Summary by Name
583583
Description
This project involves the replacement of the electronics in our on-street parking meters.
Project #T3020
Priority Critical (1)
Justification
The electronic equipment in our 1,200 smart parking meters are reaching the end of their useful life.
Budget Impact/Other
The operating impact of this change should be negligible. Operating costs should be reduced slightly due to the replacement of old equipment with new equipment.
The savings should be less than $10,000 per year.
Useful Life 10 years
Project Name Replacement of Electronics in Smart Parking Meters
Category Parking Operations
Type One Phase
Total Project Cost:$960,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
960,000960,000EQUIPMENT
960,000 960,000Total
Total20192020202120222023Funding Sources
960,000960,000PARKING FUND
960,000 960,000Total
Description
This project involves the installation of additional high-definition cameras in parking facilities.
Project #T3021
Priority Efficiency Improvement (3)
Justification
The cameras will aid in securing facilities, following up on incidents, and evaluating parking demand.
Budget Impact/Other
This project will increase the operating expenditures due to the maintenance of the new equipment. The estimated impact on the operating budget is less than
$10,000 per year.
Useful Life 10 years
Project Name Video Cameras for Parking Facilities
Category Parking Operations
Type One Phase
Total Project Cost:$200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
200,000100,000 100,000EQUIPMENT
100,000 100,000 200,000Total
Total20192020202120222023Funding Sources
200,000100,000 100,000PARKING FUND
100,000 100,000 200,000Total
Project Summary by Name
584584
Description
Purchase of a new vehicle with license plate reader techonolgy to aid in parking enforcement in 2019, and the purchase of a replacement license plate reader for
existing vehicle that is scheduled for replacement in 2021.
Project #T3022
Priority Efficiency Improvement (3)
Justification
The new vehicle and license plate recognition equipment would be dedicated to the enforcement of the Chauncey Swan and Harrison Street parking facilties and
would also be used for enforcing loading zones, street storage, and identification of vehicles on the tow-list.
Budget Impact/Other
The additional vehicle will increase fuel, insurance, maintenance, and replacement charges. By adding another enforcement vehicle, parking fine revenue should
increase as well. The estimate increase in expenditures is $15,000 to $20,000 per year and the estimated increase in revenue is $25,000.
Useful Life 10 years
Project Name Parking Enforcement Vehicles
Category Parking Operations
Type Multi-Phase
Total Project Cost:$150,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
150,00090,000 60,000EQUIPMENT
90,000 60,000 150,000Total
Total20192020202120222023Funding Sources
150,00090,000 60,000PARKING FUND
90,000 60,000 150,000Total
Description
Replacement automated parking equipment in parking ramps.
Project #T3023
Priority Essential (2)
Justification
Original equipment was installed beginning in 2009. Performance is degrading as the equipment is reaching the end of its useful life.
Budget Impact/Other
This project should have a minimal impact on the operating budget as it only replaces existing equipment.
Useful Life 10 years
Project Name Parking Ramp Automated Parking Equipment
Category Parking Operations
Type One Phase
Total Project Cost:$550,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
550,000275,000 275,000EQUIPMENT
275,000 275,000 550,000Total
Total20192020202120222023Funding Sources
550,000275,000 275,000PARKING FUND
275,000 275,000 550,000Total
Project Summary by Name
585585
Description
This project involves the construction of a new transit and equipment facility for maintenance operations and storage. As part of this project, the storage area will
be expanded allowing for an increase in fleet size and the maintenance facility will be upgraded. The relocation will address the environmental issues that exist at
the current facility sites and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive.
Project #T3055
Priority Essential (2)
Justification
These facilities have outlived their useful life and are in need of replacement. The faciliies have structural issues from the surrounding area, and a new facility 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. A FTA
grant is being sought to assist in the construction.
Budget Impact/Other
The replacement of transit and equipment facilities should be to newer and more energy efficient facilities, however, the new facilities will be larger and contain
more operational functionality. The additional size and capability of the facility will most likely offset the potential savings from the newer facility. Additional
savings/cost from this facility has not been determined.
Useful Life 40 Years
Project Name Transit/Equipment Facility Relocation
Category Transit Operations
Type One Phase
Total Project Cost:$18,000,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20192020202120222023Expenditures
18,000,00018,000,000CONSTRUCTION
18,000,000 18,000,000Total
Total20192020202120222023Funding Sources
3,000,0003,000,000EQUIPMENT FUND
12,000,00012,000,000FEDERAL GRANTS
3,000,0003,000,000TRANSIT FUND
18,000,000 18,000,000Total
Description
This project will include milling and resurfacing drive areas of the existing Transit maintenance and storage parking lot with 4" asphalt overlay.
Project #T3063
Priority Essential (2)
Justification
The lot has several excessive cracking and sinking locations that create an unsafe condition for employees and cause excessive wear and tear on our Transit fleet.
This location was constructed on an old dump site and experiences on-going ground settlement.
Budget Impact/Other
This project will reduce operating expenditures through a reduction in the cost of repairs and maintenance to the old infrastructure. The estimated reduction in
operating expenditures is less than $10,000.
Useful Life 15 years
Project Name Transit Facility Parking Lot Asphalt Overlay
Category Transit Operations
Type One Phase
Total Project Cost:$50,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
50,00050,000CONSTRUCTION
50,000 50,000Total
Total20192020202120222023Funding Sources
50,00050,000TRANSIT FUND
50,000 50,000Total
Project Summary by Name
586586
Description
This would allow Transit to purchase a mobile lift used for repairing Heavy and Light Duty Buses.
Project #T3064
Priority Essential (2)
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 any repair bay and will be transferred to the new facility.
Budget Impact/Other
This project will reduce operating expenditures through a reduction in the cost of repairs and maintenance to the old infrastructure. The estimated reduction in
operating expenditures is less than $10,000.
Useful Life 25 years
Project Name Transit Mobile Column Vehicle Lift
Category Transit Operations
Type One Phase
Total Project Cost:$60,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20192020202120222023Expenditures
60,00060,000CONSTRUCTION
60,000 60,000Total
Total20192020202120222023Funding Sources
60,00060,000TRANSIT FUND
60,000 60,000Total
Description
This project involves the installation of an accessible mid-block crosswalk with pedestrian refuge area on Muscatine Avenue between Wade Street and William
Street, adjacent to Hy-Vee property. This project also involves construction of pedestrian circulation areas for the installation of new bus shelters.
Project #T3065
Priority Essential (2)
Justification
This project will provide a north-south pedestrian crosswalk in a heavily traveled commercial corridor in which there are very few ADA crosswalks. An MPOJC
study identified this location as ideal for a mid-block crosswalk coupled with a pedestrian refuge island. As part of the project, staff will move transit stops 7258
and 7257 to this location and install new transit shelters to further improve pedestrian safety and amenties.
Budget Impact/Other
This project would slightly increase operating expenditures for the additional maintenance of the crosswalk and amenities. The estimated annual increase in
operating expenditures is less than $10,000.
Useful Life 20 years
Project Name Muscatine Ave Pedestrian/Transit Amenities
Category Transit Operations
Type One Phase
Total Project Cost:$60,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Towncrest
PLAN None
Status Active
Total20192020202120222023Expenditures
50,00050,000CONSTRUCTION
10,00010,000CONTINGENCY
60,000 60,000Total
Total20192020202120222023Funding Sources
60,00060,000TRANSIT FUND
60,000 60,000Total
Project Summary by Name
587587
Project Name Description Unfunded Amt
1 - Bridges
1 BURLINGTON ST BRIDGE-
SOUTH
This project is a replacement of the Burlington Bridge over
the Iowa River that will also increase the number of lanes.
$16,000,000
2 GILBERT STREET BRIDGE This project will include the removal and replacement of
the existing continuous concrete slab bridge over Ralston
Creek on Gilbert Street. The project will also include
removal and replacement of streambank slope protection,
street pavement, sidewalk, and storm sewer adjacent to
the bridge.
$1,900,000
3 IOWA AVENUE CULVERT This project will include the removal and replacement of
the existing reinforced concrete box culvert with a new
three-sided arch culvert. The project will also include
removal and replacement of slope protection adjacent to
the bridge on Ralston Creek, removal and replacement of
street pavement and sidewalk, and site restoration.
$3,500,000
4 F STREET BRIDGE This project involves the removal and replacement of the
existing corrugated metal arch bridge with a larger bridge.
$773,000
5 FOURTH AVENUE BRIDGE This project will replace the bridge over the South Branch
of Ralston Creek at Fourth Avenue and will include
sidewalks. Possibility of approximately $75,000 state
funding.
$773,000
6 SIXTH AVENUE BRIDGE This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$773,000
7 THIRD AVENUE BRIDGE This project will include the removal and replacement of
the 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.
$650,000
2 - Streets
8 BENTON STREET - ORCHARD
TO OAKNOLL
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,150,000
9 BROOKLAND PARK DRIVE
REHABILITATION
This project will include reconstruction of Brookland Park
Drive and updates to utilities.
$1,450,000
10 DODGE ST - BURLINGTON TO
BOWERY
Street reconstruction and storm sewer improvements.
This is a joint project with the IDOT.
$13,250,000
11 DUBUQUE RD PAVING -
BRISTOL TO DODGE
Reconstruct and upgrade to urban cross sections. $1,339,000
12 DUBUQUE STREET ACCESS
ROAD AND TRAFFIC SIGNAL
This project will construct an access drive from the north
end of Laura Dr to 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.
$2,000,000
13 PARK ROAD
RECONSTRUCTION, ROCKY
SHORE TO RIVERSIDE
Reconstruction of Park Road from Rocky Shore Drive to
the west project limits of the Gateway Project,
approximately Riverside Drive. This project will include
new street pavement, sidewalk, utility improvements and
other associated work.
$6,700,000
14 EMERALD STREET DIAMOND
GRINDING
This project will diamond grind all of Emerald Street to
remove the slab warping that interferes with the use of this
street by fire trucks.
$212,000
City of Iowa City
Capital Improvement Program
Unfunded Projects
588
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
15 GILBERT / US 6 INTERSECTION
LEFT TURN LANES
Reconstruct the intersection of Gilbert & US 6 to include
dual left turn lanes on Gilbert St.
$4,840,000
16 GILBERT ST IAIS UNDERPASS This project relocates the sidewalks of the Gilbert St.
underpass at the IAIS Railroad. The sidewalks are moved
further from the street and existing erosion problems are
addressed.
$327,000
17 OLD HWY 218 STREETSCAPE Streetscape improvements on Old Hwy 218 entrance -
Sturgis Ferry Park to US Hwy 6. This project includes
landscaping, lighting and sidewalk improvements. The
project should be coordinated with Sturgis Ferry Park
upgrade and /or Riverside Drive Redevelopment project.
$812,000
18 HIGHWAY 965 EXTENSION This project will be initial phase of constructing Hwy 965
extended from the south side of Hwy 218 to Melrose
Avenue to arterial standards.
$9,167,000
19 MCCOLLISTER - SYCAMORE
ST TO SCOTT BLVD
Extend proposed McCollister Boulevard from Sycamore
Street to Scott Boulevard.
$9,088,000
20 MUSCATINE AVENUE
RECONSTRUCTION, IOWA TO
FIRST AVE
This project will reconstruct Muscatine Avenue from Iowa
Avenue to 1st Avenue.
$10,510,000
21 NORTH GILBERT ST PAVING This project will reconstruct the 900 block of North Gilbert
Street to improve the pavement form a chip seal to
concrete pavement with curbs, gutters, and sidewalks.
$743,000
22 OAKDALE BLVD This project would construct an extension north across I-
80 to a new intersection with Iowa Hwy 1.
$15,000,000
23 OAKDALE BLVD-HWY 1 TO
PRAIRIE DU CHIEN RD
This project would construct Oakdale Blvd from Hwy 1,
west to Prairie Du Chien Road.
$8,240,000
24 PENINSULA SECONDARY
ACCESS ROAD
This project will establish a more reliable access to the
Peninsula neighborhood by either elevating Foster Rd from
Laura Dr to No Name road by creating a secondary access
to the area. This project will not be necessary if the Taft
Speedway Levee Project is constructed.
$2,883,000
25 RIVERSIDE DRIVE
STREETSCAPE
Phases II 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.
$2,650,000
26 ROHRET RD IMPROVEMENTS-
LAKESHORE TO LIMITS
Project will reconstruct Rohret Rd to urban standards. $1,813,000
27 S GILBERT ST IMPROVEMENTS Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
$4,326,000
28 SOUTH ARTERIAL AND
BRIDGE, US218 TO GILBERT
STREET
Construction of a south arterial street and bridge over the
Iowa River, connecting from Old Hwy 218/US 218
interchange on the west side of the Iowa River to Gilbert
Street/Sycamore 'L' intersection .
$15,987,000
29 SYCAMORE-HWY 6 TO
HIGHLAND
This project involves additional lanes to improve capacity
and storm sewer improvements.
$750,000
30 SYCAMORE STREET - EAST-
WEST LEG FROM "L" TO
SOUTH GILBERT
This project will reconstruct Sycamore Street to arterial
standards using the Complete Streets Policy. This phase
will be the east-west leg of Sycamore Street.
$3,040,000
589
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
31 TAFT AVENUE – HERBERT
HOOVER HWY TO COURT
STREET
Reconstruct Taft Avenue from Herbert Hoover Hwy to
Court Street.
$6,600,000
32 TAFT AVENUE – COURT
STREET TO AMERICAN LEGION
ROAD
Reconstruct Taft Avenue from Court Street to American
Legion Road.
$5,200,000
33 TAFT AVENUE – AMERICAN
LEGION ROAD TO 420TH
STREET
Reconstruct Taft Avenue from American Legion Road to
Herbert Hoover Hwy.
$8,200,000
34 LAURA DRIVE
RECONSTRUCTION
Reconstruction of entire length of Laura Drive to standard
two lane width with curb, storm sewer and sidewalk.
$2,000,000
35 LINN STREET
RECONSTRUCTION,
BURLINGTON TO IOWA
This project is part of the downtown streetscape master
plan. This project reconstructs Linn Street from Burlington
Street to Iowa Avenue. Project also improves sidewalk
pavement, addresses critical update to water main,
replaces and relocates storm sewer between Washington
& Iowa.
$1,935,000
36 CLINTON STREET
STREETSCAPE
Improve Clinton Street Streetscape south of Burlington
Street consistent with the Riverfront Crossings Plan.
Minor pavement improvements and lane striping a part of
project.
$1,500,000
37 FAIRCHILD BRICK STREET
RECONSTRUCTION
This project reconstructs two blocks of brick street along
Fairchild Street from Clinton Street to Linn Street and will
include complete removal of the existing pavement,
salvage of existing bricks, and construction of new a 7 inch
concrete pavement base with asphalt setting bed and brick
surface.
$1,100,000
38 INTERSTATE 80 AESTHETIC
IMPROVEMENTS
Landscaping and aesthetic treatments in the Interstate 80
corridor. The objective of this project is to mitigate the
visual impact of the addition of a third lane to I-80 and to
provide cohesive and pleasing feel to the Iowa City
corridor.
$300,000
39 TOWNCREST DRIVE
RECONSTRUCTION
A private street that the property owners would dedicate
the right of way to the City, and the City will reconstruct.
Parking along and adjacent to the right of way will be
reconfigured to better facilitate vehicle movement and
pedestrian safety.
$600,000
40 GILBERT STREET FUNCTIONAL
DESIGN - HWY 6 TO
KIRKWOOD
Obtain consulting services to provide a functional design of
Gilbert Street between Hwy 6 & Kirkwood Avenue. The
functional design should take into account all previous
design work completed for the corridor.
$60,000
3 - Transportation Services
41 ROCK ISLAND RAILROAD
DEPOT RESTORATION
Preparation of Old Rock Island Railroad Depot for Amtrak
service, including platform construction, lighting, utilities,
passenger information display, ticketing kiosks, canopy,
warming shelter, signage, parking, and accessibility
improvements.
$5,381,000
590
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
42 CAPITOL & DUBUQUE STREET
PARKING RAMP FAÇADE
IMPROVEMENTS
To construct façade improvements on the Capitol Street
and Dubuque Street parking ramps to improve their
aesthetic appearance in these high profile, high traffic
areas.
$1,000,000
4 - Ped & Bike Trails
43 IOWA RIVER TRAIL, HIGHWAY
6 TO STURGIS FERRY PARK
This project will extend the Iowa River Trail from just north
of Highway 6 to Sturgis Ferry Park on the west side of the
Iowa River.
$1,180,000
44 OLD HIGHWAY 218 TRAIL/WIDE
SIDEWALK
This project will construct an 8' wide sidewalk adjacent to
Old Highway 218 between Sturgis Ferry Park and
McCollister Boulevard.
$550,000
45 MYRTLE AVE SIDEWALK INFILL The project will construct sidewalk along the north side of
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
the east.
$155,000
46 SOUTHGATE AVE IOWA RIVER
TRAIL CONNECTOR
This project will construct a trail connection along
Southgate Avenue from Gilbert Street to the Iowa River
$250,000
47 HWY 6 TRAIL -BROADWAY TO
SYCAMORE
Extend existing trail along Hwy 6 between Broadway to
Sycamore Streets.
$2,588,000
48 HWY 6 TRAIL -SYCAMORE TO
HEINZ
Construction of trail extension along Hwy 6 between
Sycamore Street and Heinz Road and along First Avenue
from the south side of Hwy 6 to Lower Muscatine Road.
$1,900,000
49 WILLOW CREEK TRAIL -
PHASE III
Construct a trail from Willow Creek Drive, under Highway
One, around perimeter of airport, to connect with Iowa
River Corridor (IRC) Trail.
$870,000
50 WILLOW CREEK TRAIL-WEST Connect Willow Creek Trail from its current west terminus
via a tunnel under Highway 218, to connect with the trail in
Hunters Run Park and further west.
$2,814,000
5 - Wastewater
51 NORTH BRANCH DAM TRUNK
SEWER
This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
52 NORTHEAST TRUNK SEWER Reconstruction of an under-sized sewer through the
northeast neighborhoods.
$5,221,000
53 SANITARY SEWER EXTENSION
- SCOTT TO HICKORY TRAIL
This project includes the design and construction of a
sanitary sewer trunk extension between Scott Boulevard
and Hickory Trail.
$790,000
54 GEO-THERMAL HVAC
CONVERSION
Project would include the conversion of the HVAC system
to Geo-Thermal. Installation of Geo-thermal loops, new
pump systems, new chiller, and improved controllers
required to operate the system.
$300,000
6 - Water
55 WEST SIDE GROUND
STORAGE RESERVOIR
Construction of a one million gallon buried potable water
storage reservoir including pumping facilities. Land
acquisition is complete.
$1,545,000
56 WELL COMMUNICATIONS
FIBER OPTIC CABLE
Install fiber optic cable for well house communications and
SCADA telemetry.
$1,000,000
591
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
57 WATER TREATMENT PLANT
FILTER #6 BUILDOUT
Build out of filter #6 with internals including under drains,
gravel, air grid piping, sand media, granular activated
carbon (GAC) media, and backwash troughs.
$241,600
58 WELL FIELD ELECTRICAL
CABLE REPLACEMENT
Replace aging medium voltage cable in both the plant site
and the peninsula well fields.
$175,000
59 LEE/HIGHWOOD STREET
WATER MAIN REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement at Lee Street and
Highwood Street. Approximately 550 feet of 6" cast-iron
pipe (vintage 1951) will be replaced with 6" PVC pipe.
Approximately 300 feet of PVC will be installed where no
pipe has existed previously.
$195,500
60 GIBLIN DRIVE WATER MAIN
REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement. Approximately 620 feet
of 6-inch cast-iron pipe (vintage 1953) will be replaced with
8" PVC.
$246,350
61 SIXTH AVENUE WATER MAIN
REPLACEMENT
This is a water main replacement project with respective
street and sidewalk replacement. Approximately 650 feet
of 6-inch cast-iron pipe (vintage 1974) will be replaced with
8" PVC.
$340,000
62 WATER PLANT SOFTENER
IMPROVEMENTS
Automate manual operating procedures, motorize
concentrator adjustment and mortorized valve adjustor for
the small influent valve.
$75,000
63 WELL HOUSE & GENERATOR
BUILDING ROOF
Replace the roofs on the 5 collector wells, 3 deep wells,
and emergency generator building.
$500,000
64 LIME LAGOON OUTLET
STRUCTURE MODIFICATIONS
Modify the lagoon outlet structure to an open channel
design.
$500,000
65 MARKET STREET WATER MAIN
- MADISON TO CLINTON
Extend 20-inch water main from Madison to Clinton on
Market St. Tie in 12-inch on Clinton St. to 16-inch at
Bloomington St.
$1,400,000
7 - Storm Water
66 CARSON LAKE REGIONAL
STORM WATER
Construction of a regional storm water management facility
on the middle branch of Willow Creek immediately west of
Highway 218. This facility will serve development west of
Highway 218 and south of Rohret Road. Rohret South
Sewer project is a prerequisite.
$1,160,000
67 IOWA AVENUE CULVERT
REPAIRS
This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
68 N BRANCH BASIN EXCAVATION Aerial mapping done for the update to the flood plain maps
revealed that sedimentation has consumed a portion of the
capacity of the facility. This basin is located in Hickory Hill
Park.
$135,000
69 OLYMPIC COURT STORM
WATER
Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
70 SUNSET ST STORM SEWER The area just north and south of Kineton Green, east of
Sunset, has experienced back yard flooding and drainage
problems.
$440,000
71 SPRUCE STREET (1300-1400
BLOCK) WATER MAIN
REPLACEMENT
This project is a water main replacement project with
respective street and sidewalk replacement.
Approximately 875 feet of 6" cast iron (vintage 1955) will
be replaced with 8" PVC and ductile iron pipe.
$217,350
592
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
72 RIVERSIDE DR. & ARTS
CAMPUS STORM SEWER
This will be a joint project with the University of Iowa to
upgrade the Riverside Drive / Arts Campus storm sewer
and lift station to perform better during future floods.
$1,000,000
8 - Parks & Recreation
73 RECREATION / AQUATIC
CENTER
As recommended in the Parks and Recreation Master
Plan, construct a major new Recreation & Aquatic Center,
probably in the western part of Iowa City.
$16,000,000
74 MERCER PARK POOL
IMPROVEMENTS
This project would include the replacement of the two pool
bulkheads, deck tile, dive stands, and the renovation of the
women's locker room from a shared shower space to two
separate shower spaces.
$500,000
74 WATERWORKS PARK BOAT
RAMP
This project is to add a boat ramp to access the Iowa River
in the northeast corner of Waterworks Park.
Improvements include a boat ramp, boat trailer parking, a
boat dock, and an access road.
$250,000
75 RIVERFRONT CROSSINGS
PARK - PHASE 4
Phase 4 of the Riverfront Crossings Park master plan adds
a new river access, an ampitheater, a kayak launch, and
new river trails.
$1,353,000
76 GILBERT STREET/PARK MAINT
SHOP BOAT RAMP
Addition of an accessible boat access to the Iowa River
from the parking lot at the Park Maintenance Shop.
$245,000
77 OFF ROAD BIKE TRAIL
DEVELOPMENT
Addition of multiuse soft surface trails for family friendly off
road biking, cross country running/skiing and hiking along
river bottom areas.
$123,000
78 IOWA RIVER TRAIL, BENTON
TO HIGHWAY 6
This project will extend the Iowa River Trail from Benton St
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.
$1,700,000
79 SAND PRARIE ENHANCEMENT Take steps to clear, re-seed and perform low impact
development on the 38 acre sand prairie and adjacent
McCollister property acquired in 2004/05.
$273,000
80 MERCER PARK BALL DIAMOND
#4 RENOVATION
This project would reconfigure ball diamond #4 at Mercer
Park to realign the field to a NW orientation. This would
include the removal of the existing field, fencing, and
spectator areas.
$374,000
81 SECOND PARKING LOT AT
ASHTON HOUSE
Provides for additional parking on the north side of the
Ashton House to support larger events at the facility.
$300,000
82 LOWER CITY PARK MASTER
PLAN IMPROVEMENTS
Implement changes to make the park more resilient to
flooding. Follows from the 2015 master plan.
$23,268,522
83 EAST SIDE SPORTS COMPLEX
IMPROVEMENTS
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.
$14,034,794
84 UPPER CITY PARK POOL
AQUATIC ENHANCEMENTS
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.
$4,500,000
85 TERRY TRUEBLOOD
RECREATION AREA PARKING
EXPANSION
Expansion of the parking areas with addition of 100
parking spaces at the Terry Trueblood Recreation Area
lodge and lake.
$225,000
593
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
9 - Other Projects
86 BURLINGTON STREET MEDIAN Construct the Burlington Street median from Gilbert Street
to Madison Street. Project includes relocation of water
and sewer utilities. This project will require a traffic signal
preemption system. (Part of the Riverfront Crossings
amendment to City-University URA).
$1,973,000
87 CEMETERY COLUMBARIUM Construction of a columbarium. $405,000
88 CITY HALL RELOCATION Relocate and expand / modernize City Hall and City
Council Chambers.
$12,000,000
89 POLICE EVIDENCE STORAGE
FACILITY
Construction of a permanent evidence storage facility.$929,000
90 CENTRAL POLICE STATION
RELOCATION
Relocate and expand / modernize Central Police Station. $19,000,000
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
District.
$2,898,000
93 FIRE STATION #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
94 FLOOD BUYOUTS This project will provide funds for the purchase of houses
in designated flood hazard buyout areas after FEMA and
CDBG buyout programs have ended.
$530,000
95 RIVERSIDE DRIVE
REDEVELOPMENT
This project includes methane abatement, excavation, and
fill at the 7 acre site owned by the City at Riverside Dr. and
Hwy 6. This site preparation would allow for marketing of
this property for commercial development.
$2,527,000
96 LANDFILL EXPANSION -
NORTHWEST CELL
This project includes the preliminary design and studies,
detailed design, construction, construction observation,
and regulatory compliance associated with implementing
the next landfill cell.
$4,065,000
97 AIRPORT EQUIPMENT
SHELTER
Snow removal equipment was previously stored in United
Hangar. Equipment Shelter would provide enclosed
storage for equipment.
$337,500
98 AIRPORT PERIMETER ROAD Construction perimeter road for maintenance and fueling
vehicles to travel to south development area.
$267,700
99 SOUTH AIRPORT SITE
DEVELOPMENT
South General Aviation area site development with access
roadway and utilities.
$2,125,100
100 HANGAR A DOOR
REPLACEMENT
Hangar A door replacement; hangar A has 10 doors to be
replaced.
$200,000
101 SUMMIT ST. HISTORIC PLAN Streetscape and intersection elements through Summit
Street Historic District.
$302,000
102 TRAFFIC SIGNAL PRE-
EMPTION SYSTEM
This project will install a city-wide Geographic Information
System based traffic signal pre-emption system for
emergency vehicles. This system is necessary if the
Burlington St Median Project is constructed between
Madison St and Gilbert St.
$1,221,000
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.
$6,435,000
TOTAL - UNFUNDED PROJECTS 341,835,416$
594
INTERNAL SERVICE FUNDS
Equipment
Risk Management
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
F
Y
2
0
2
0
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.
FY2016 FY2017 FY2018 FY2019 FY2020
Designated for Equip $10,483,556 $11,454,012 $12,637,846 12,648,012 13,017,650
Unassigned $1,265,815 $1,711,363 $966,559 $1,189,165 $1,586,095
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
Equipment Fund
Fund Balance
597597
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
$14,603,746 in fiscal year 2020, an increase of 5.5% over the previous fiscal year.
598598
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 11,018,139$ 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%
Equipment (8100 - 8101)
Fund Summary
599599
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
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
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 10.75 10.75 10.75
600600
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.
601601
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Sale of Autos & Equipment $54,481 $251,837 $293,610 $117,725 $236,220
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Total Vehicles & Equipment
Maintained 527 534 538 551 564
Percent of Repairs Completed in
less than 1 Day 87.6%86.9%87.2%88.1%90.9%
Percent of Expenditures Contracted
with Outside Vendors 34%29.0%25.7%27.9%23.9%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of Hybrid Electric Vehicles
(HEV)1 1 1 1 4
Number of Battery Electric Vehicles
(BEV)0 0 0 0 2
Number of full-electric utility
vehicles. 0 2 2 3 3
Maintain City vehicles and equipment cost effectively and respond
to internal service requests in a timely manner.
Promote Environmental Sustainability
Increase the use alternative fuel vehicles within the City fleet.
As City vehicles and equipment are added and replaced, explore
opprtunities to bring more alternative fuel vehicles into the fleet.
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Maximize Revenue from Surplus Vehicles/Equipment.
Promptly Dispose of all Replaced Units.
Maintain a Solid Financial Foundation
Serve Internal Customers Efficiently and Effectively.
602602
Activity: General Fleet Maintenance (710510)Fund: Equipment (8100)
Division: Equipment Services Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 10,860$ 19,443$ (18,542)$ 19,440$ -$ -$
Intergovernmental
Disaster Assistance - - 24 - - -
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 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
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 II - Equipment 3.00 3.00 3.00 3.00 3.00
Mechanic III - Equipment (Day) 1.00 1.00 1.00 1.00 1.00
Mechanic III - Equipment (Eve) 1.00 1.00 1.00 1.00 1.00
Parts/Inventory Clerk - Equip 1.00 1.00 1.00 1.00 1.00
Total Personnel 9.50 10.75 10.75 10.75 10.75
Capital Outlay 2018 2020
DEF dispensing Unit -$ 60,000$
Furniture replacement 5,000 -
Equipment GPS tracking sftware 7,500 -
Total Capital Outlay 12,500$ 60,000$
Activity Summary
603603
Activity: Non-Public Safety Radio System (710540)Fund: Equipment (8100)
Division: Equipment Services Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges -$ -$ 33,077$ 34,925$ 33,047$ 33,047$
Total Revenues -$ -$ 33,077$ 34,925$ 33,047$ 33,047$
Expenditures:
Services -$ -$ 33,136$ 34,925$ 33,047$ 39,656$
Total Expenditures -$ -$ 33,136$ 34,925$ 33,047$ 39,656$
Activity: Equipment Replacement Reserves (710520)Fund: Equipment (8101)
Division: Equipment Services Department: Public Works
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 30,924$ 49,530$ 197,922$ 49,530$ 197,922$ 197,922$
Intergovernmental
Disaster Assistance - - 8 - - -
Miscellaneous
Intra-City Charges 2,076,292 2,246,738 2,389,274 2,443,433 2,577,112 2,628,654
Other Financial Sources
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 - - - -
Capital Outlay 2019 2020
Dump Trucks & Equipment 510,500$ 758,400$
Bucket truck - 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$
Activity Summary
Activity Summary
604604
RISK MANAGEMENT FUND
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
$3,770,978, which is higher than the 2019 revised fund balance by 1.39%. The fund balance is
expected to remain stable or slightly increase over the next two years.
605605
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,298,488$ 3,414,157$ 3,803,525$ 3,563,235$ 3,719,397$ 3,770,978$
Revenues:
Use Of Money And Property
Interest Revenues 12,096$ 21,901$ 52,449$ 21,900$ 48,000$ 48,000$
Miscellaneous
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
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:
Risk Management Loss Reserve 1,431,387$ 1,236,127$ 1,947,564$ 1,440,328$ 1,674,769$ 1,710,421$
Total Expenditures 1,431,387$ 1,236,127$ 1,947,564$ 1,440,328$ 1,674,769$ 1,710,421$
Fund Balance, June 30 3,414,157$ 3,803,525$ 3,563,235$ 3,719,397$ 3,770,978$ 3,818,407$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,414,157$ 3,803,525$ 3,563,235$ 3,719,397$ 3,770,978$ 3,818,407$
% of Revenues 221%234%209%233%218%217%
Risk Management Reserve (8200)
Fund Summary
606606
RISK MANAGEMENT OPERATIONS
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
Upcoming Challenges
• Implement the electronic version of
the incident report to all divisions
• Add new divisions to the Safety
Certification Award program
Staffing:
FY2018 FY2019 FY2020
Total FTE’s 1.80 1.80 1.80
Staffing Level Change Summary:
The .25 FTE Administrative Secretary position converted to a .25 FTE Risk & Finance Assistant
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:
Risk Management services expenditures are budgeted to increase by 22.4% due to a higher
claims experience particularly due to water main breaks.
607
Strategic Plan Goal:
Department Goal:
Department Objective:
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%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
Protect the resources and assets of the City of Iowa City.
Work with City divisions to protect employees from injury and
promote accident prevention.
608608
Activity: Risk Management (310600)Fund: Risk Management Reserve (8200)
Division: Risk Management Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 12,096$ 21,901$ 52,449$ 21,900$ 48,000$ 48,000$
Miscellaneous
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
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 -
Risk & Finance Assistant - - - - 0.25
Finance Director 0.05 0.05 0.05 0.05 0.05
Occ Safety & Trng 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
Activity Summary
609
INFORMATION TECHNOLOGY SERVICES FUND
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
$286,584 in fiscal year 2020.
610610
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,530,336$ 2,516,722$ 2,539,464$ 2,799,531$ 2,712,472$ 2,779,037$
Revenues:
Use Of Money And Property
Interest Revenues 6,848$ 15,242$ 37,722$ 15,240$ 37,722$ 37,722$
Charges For Fees And Services
Misc Charges For Svc 7,441 16,395 16,128 16,400 16,130 16,130
Miscellaneous
Intra-City Charges 1,853,398 2,115,738 2,240,611 2,317,236 2,293,497 2,336,201
Other Misc Revenue 15 - 210 - 210 -
Other Financial Sources
Sale Of Assets 2,745 81 19 - - -
Sub-Total Revenues 1,870,446 2,147,457 2,294,690 2,348,876 2,347,559 2,390,053
Transfers In:
Misc Transfers In - - 282,494 - - -
Sub-Total Transfers In - - 282,494 - - -
Total Revenues 1,870,446$ 2,147,457$ 2,577,184$ 2,348,876$ 2,347,559$ 2,390,053$
Expenditures:
Information Technology 1,592,108$ 1,559,104$ 2,034,355$ 2,029,120$ 2,060,520$ 2,109,636$
Info Technology Equipment Replacement 231,915 65,611 268 131,815 220,475 150,279
Police Computer Equipment Replacement 10,037 - - - - -
Sub-Total Expenditures 1,834,059 1,624,715 2,034,623 2,160,935 2,280,995 2,259,916
Transfers Out:
Capital Project Fund 50,000 500,000 - 275,000 - -
Misc Transfers Out - - 282,494 - - -
Sub-Total Transfers Out 50,000 500,000 282,494 275,000 - -
Total Expenditures & Transfers Out 1,884,059$ 2,124,715$ 2,317,117$ 2,435,935$ 2,280,995$ 2,259,916$
Fund Balance, June 30 2,516,722$ 2,539,464$ 2,799,531$ 2,712,472$ 2,779,037$ 2,909,173$
Restricted / Committed /Assigned 534,997 437,378 322,244 348,744 286,584 294,620
Unassigned Balance 1,981,725$ 2,102,086$ 2,477,287$ 2,363,728$ 2,492,452$ 2,614,554$
% of Revenues 106%98%108%101%106%109%
Information Technology (8300 - 8302)
Fund Summary
611611
INFORMATION TECHNOLOGY SERVICES OPERATIONS
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:
• Security scanning enhancements
• Digitize multiple forms processes
• Microsoft Exchange 2016 / remote
access
• Increased public information through
GIS
• Firewall replacement
Upcoming Challenges:
• Windows 10 roll out
• Adoption of paperless processes
• Two factor authentication
• Enhance City vehicle routing with
GIS
• Expansion of public wifi
612612
Staffing:
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.
613613
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Total number of Kilowatt hours of electricity consumed
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Kilowatt Hours 121,303 114,314 116,047 112,135 74,975
Change (year/year)-4.8%-5.8%1.5%-3.4%-33.1%
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Uptime Percentage 99.50%99.92%99.97%99.95%99.89%
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Promote Environmental Sustainability
Reduce datacenter electric consumption to be sustainable via
Virtualization.
Control growth of Datacenter Electricity Consumption year over
year, and be energy conscious in decisions.
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).
Strive for 99.99% (Four-9’s standard) uptime for internet services.
Promote a Strong and Resilient Local Economy
614614
Strategic Plan Goal:
STAR Objective:
Department Goal:
Department Objective:
Performance Measures:
Number of projects the city has collaborated with an outside entity.
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Projects New
Measure
New
Measure 25 17 16
Number of Iowa City school facilities connected to City backbone fiber cable
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Facilities Connected 17 18 19 19 20
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.
615615
Activity: Information Technology (310500)Fund: Information Technology (8300)
Division: Information Technology Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 6,848$ 15,242$ 37,722$ 15,240$ 37,722$ 37,722$
Charges For Fees And Services
Misc Charges For Svc 7,441 16,395 16,128 16,400 16,130 16,130
Miscellaneous
Intra-City Charges 1,291,232 1,993,266 2,073,002 2,158,921 2,135,182 2,177,886
Other Misc Revenue 15 - 210 - 210 -
Total Revenues 1,305,535$ 2,024,903$ 2,127,063$ 2,190,561$ 2,189,244$ 2,231,738$
Expenditures:
Personnel 1,016,087$ 933,600$ 1,064,523$ 1,130,291$ 1,140,603$ 1,174,821$
Services 547,954 313,205 351,292 370,734 354,532 361,622
Supplies 28,066 201,564 450,577 353,095 390,385 398,193
Capital Outlay - 110,735 167,964 175,000 175,000 175,000
Total Expenditures 1,592,108$ 1,559,104$ 2,034,355$ 2,029,120$ 2,060,520$ 2,109,636$
Personnel Services - FTE 2016 2017 2018 2019 2020
Buyer I - Purchasing 0.06 - - - -
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
GIS Coordinator - 1.00 1.00 1.00 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.80
Solutions Architect - - 1.00 1.00 1.00
Application Specialist - - - 1.00 1.00
Sr Programmer/Analyst 2.00 2.00 2.00 - -
Data Base Administrator 2.00 1.00 1.00 1.00 1.00
Sr Systems Engineer 1.00 1.00 1.00 1.00 1.00
Systems Engineer 1.00 1.00 1.00 1.00 1.00
Voice/Data Network Analyst 1.00 1.00 1.00 1.00 1.00
P.C. Technician 1.00 1.00 1.00 1.00 1.00
Total Personnel 9.86 9.80 10.80 9.80 9.80
Capital Outlay 2019 2020
Fiber Optic Cable/Ductwork 100,000$ 100,000$
Data Communication Equipment 25,000 25,000
Software Licenses/Upgrades 25,000 25,000
Server Hardware/Upgrades 25,000 25,000
Total Capital Outlay 175,000$ 175,000$
Activity Summary
616616
Activity: Information Technology Equipment Replacement (310581)Fund: Information Technology (8301)
Division: Information Technology Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Intra-City Charges 460,904$ 122,472$ 167,609$ 158,315$ 158,315$ 158,315$
Other Financial Sources
Sale Of Assets 2,745 81 19 - - -
Total Revenues 463,649$ 122,554$ 167,628$ 158,315$ 158,315$ 158,315$
Expenditures:
Services 3,406$ 94$ 268$ -$ 274$ 279$
Supplies 63,513 - - - - -
Capital Outlay 164,996 65,517 - 131,815 220,201 150,000
Total Expenditures 231,915$ 65,611$ 268$ 131,815$ 220,475$ 150,279$
Capital Outlay 2019 2020
File Servers -$ 6,346$
Network Switches/Firewalls - 31,999
Printers 8,720 -
Other Hardware 123,095 181,856
Total Capital Outlay 131,815$ 220,201$
Activity: Police Computer Equipment Replacement (310585)Fund: Information Technology (8302)
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$ -$ -$ -$ -$ -$
Activity Summary
Activity Summary
617617
CENTRAL SERVICES FUND
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 $724,234
which is an increase of 8.2% from fiscal year 2019.
618618
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 658,527$ 667,695$ 708,449$ 725,692$ 669,397$ 724,234$
Revenues:
Use Of Money And Property
Interest Revenues 2,286$ 3,818$ 9,791$ 3,820$ 9,790$ 9,790$
Charges For Fees And Services
Library Charges 10 - 2 - - -
Miscellaneous
Intra-City Charges 239,084 237,716 218,933 209,802 258,672 263,845
Other Misc Revenue 1,695 119 - 120 - -
Printed Materials 183 165 165 170 160 160
Other Financial Sources
Sale Of Assets 9 - - - - -
Total Revenues 243,265$ 241,819$ 228,890$ 213,912$ 268,622$ 273,795$
Expenditures:
Central Services 234,097$ 201,065$ 188,468$ 193,387$ 213,785$ 170,508$
Sub-Total Expenditures 234,097$ 201,065$ 188,468$ 193,387$ 213,785$ 170,508$
Transfers Out:
Capital Project Fund - - 23,180 76,820 - -
Sub-Total Transfers Out - - 23,180 76,820 - -
Total Expenditures & Transfers Out 234,097$ 201,065$ 211,648$ 270,207$ 213,785$ 170,508$
Fund Balance, June 30 667,695$ 708,449$ 725,692$ 669,397$ 724,234$ 827,521$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 667,695$ 708,449$ 725,692$ 669,397$ 724,234$ 827,521$
% of Revenues 274%293%317%313%270%302%
Central Services (8400)
Fund Summary
619619
CENTRAL SERVICES OPERATIONS
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:
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.
620620
Strategic Plan Goal:
Department Goal:
Department Objective:
Performance Measures:
Surplus Equipment Sold
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Number of Bids Received 1,542 2,546 1,921 1,219 1,697
Dollar Value of Surplus Sold $171,424 $232,107 $358,525 $244,207 $327,911
Migration of Paper Copies to Scanned Copies
FY 2014*FY 2015 FY 2016 FY 2017 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
Cost Savings for Standard Letters Processed
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018
Quantity of Standard Letters 71,340 145,874 185,269 136,315 122,099
Cost Savings Using City Mail
Machine vs. Standard Mail $713.40 $1,305.27 $926.35 $2,055.60 $3,662.97
Cost Savings for FY18 was 3 cents.
Cost savings for FY16 was 1/2 cent per piece of standard mail.
Quantities and cost savings figures from February 2014 through July 2014
GOALS, OBJECTIVES, and PERFORMANCE MEASURES
Maintain a Solid Financial Foundation
To provide quality service to City departments, protect the City’s legal
interests, and act responsibly on behalf of the public by maintaining the
integrity of the City’s procurement system through the encouragement of
fair and open competition.
Minimizing the environmental impact by providing a means to reuse our
current equipment and furniture. Providing assistance to City employees
with the transfer and disposal of surplus equipment through the transfer
to other City Departments, on-line bidding, the sale or transfer to other
government agencies, or through donation or sale to non-profit
organizations.
Minimizing the environmental impact through the migration of paper
documents to scanned documents.
* Quantities from April 2014 through July 2014
Cost savings for FY17 until January was 1/2 cent; January through June 2017 cost savings was 3 cents.
621621
Activity: Central Services (310300)Fund: Central Services (8400)
Division: Purchasing Department: Finance
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 2,286$ 3,818$ 9,791$ 3,820$ 9,790$ 9,790$
Charges For Fees And Services
Library Charges 10 - 2 - - -
Miscellaneous
Intra-City Charges 239,084 237,716 218,933 209,802 258,672 263,845
Other Misc Revenue 1,695 119 - 120 - -
Printed Materials 183 165 165 170 160 160
Other Financial Sources
Sale Of Assets 9 - - - - -
Total Revenues 243,265$ 241,819$ 228,890$ 213,912$ 268,622$ 273,795$
Expenditures:
Personnel 35,629$ 35,616$ 36,406$ 37,706$ 38,745$ 39,907$
Services 173,563 150,439 115,399 123,992 122,040 124,481
Supplies 1,196 1,655 1,059 1,689 6,000 6,120
Capital Outlay 23,710 13,354 35,604 30,000 47,000 -
Total Expenditures 234,097$ 201,065$ 188,468$ 193,387$ 213,785$ 170,508$
Personnel Services - FTE 2016 2017 2018 2019 2020
Purchasing Clerk 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2019 2020
Copiers 30,000$ 47,000$
Total Capital Outlay 30,000$ 47,000$
Activity Summary
622622
HEALTH INSURANCE RESERVE
The City maintains insurance reserves for permanent employees’ health care coverage.
The health insurance plan is partially self-insured, with a stop-loss policy which provides
coverage for claims in excess of $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:
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 $2,745,429
over the fiscal year 2017 ending fund balance, an increase of 56.67%, due to a change
in governmental accounting standards.
Health Insurance Plan: FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 *
Single Deductible 500$ 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
623623
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 33,206$ 51,443$ 148,806$ 51,440$ 148,805$ 148,805$
Charges For Fees And Services
Misc Charges For Services 527,620 528,085 474,730 528,080 554,484 582,208
Miscellaneous
Intra-City Charges 6,656,381 7,557,416 7,778,202 8,121,446 8,527,518 8,953,894
Other Misc Revenue 6 - - - - -
Total Revenues 7,217,213$ 8,136,943$ 8,401,738$ 8,700,966$ 9,230,807$ 9,684,907$
Expenditures:
Services 7,934,757$ 7,216,533$ 7,846,832$ 8,379,875$ 8,793,697$ 9,233,382$
Supplies - 2,009 1,358 2,048 2,500 2,550
Total Expenditures 7,934,757$ 7,218,542$ 7,848,190$ 8,381,923$ 8,796,197$ 9,235,932$
Fund Balance, June 30 9,902,794$ 10,821,195$ 11,374,743$ 11,693,786$ 12,128,396$ 12,577,372$
Restricted / Committed / Assigned 4,282,539 4,844,311 7,589,740 7,589,740 7,589,740 7,589,740
Unassigned Balance 5,620,255$ 5,976,884$ 3,785,003$ 4,104,046$ 4,538,656$ 4,987,632$
% of Revenues 78%73%45%47%49%51%
Health Insurance Reserve (8500)
Fund Summary
624624
DENTAL INSURANCE RESERVE
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 $10,828 or 5.26%.
625625
2016 2017 2018 2019 2020 2021
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 142,803$ 137,107$ 147,348$ 190,915$ 205,803$ 216,631$
Revenues:
Use Of Money And Property
Interest Revenues 473$ 848$ 2,459$ 850$ 2,460$ 2,460$
Charges For Fees And Services
Misc Charges For Svc 24,501 23,352 21,258 26,986 21,258 21,258
Miscellaneous
Intra-City Charges 339,391 360,042 383,977 396,494 416,319 428,809
Total Revenues 364,364$ 384,243$ 407,695$ 424,330$ 440,037$ 452,527$
Expenditures:
Services 370,061$ 374,002$ 364,128$ 409,442$ 429,209$ 442,085$
Total Expenditures 370,061$ 374,002$ 364,128$ 409,442$ 429,209$ 442,085$
Fund Balance, June 30 137,107$ 147,348$ 190,915$ 205,803$ 216,631$ 227,072$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 137,107$ 147,348$ 190,915$ 205,803$ 216,631$ 227,072$
% of Revenues 38%38%47%49%49%50%
Dental Insurance Reserve (8600)
Fund Summary
626626
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 Services
Neighborhood & Development
Services
F
Y
2
0
2
0
Iowa
City
Johnson
County Iowa
Population
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%14.0%3.2%
Population, Census, April 1, 2010 67,862 130,882 3,046,355
Persons under 5 years, percent, April 1, 2010 4.7%6.2%6.6%
Persons under 18 years, percent, April 1, 2010 14.9%19.8%23.9%
Persons 65 years and over, percent, April 1, 2010 8.2%8.6%14.9%
Female persons, percent, April 1, 2010 50.3%50.0%50.5%
White alone, percent, April 1, 2010 (a)82.5%85.6%91.3%
Black or African American alone, percent, April 1, 2010 (a)5.8%4.8%2.9%
American Indian and Alaska Native alone, percent, April 1, 2010 (a)0.2%0.2%0.4%
Asian alone, percent, April 1, 2010 (a)6.9%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 years+, 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%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 1,156 14,707
Nonminority-owned firms, 2012 4,922 9,758 236,561
Veteran-owned firms, 2012 484 1,064 25,889
Nonveteran-owned firms, 2012 4,958 9,620 217,779
Geography
Population per square mile, 2010 2,713.3 213.1 54.5
Land area in square miles, 2010 25.01 614.04 55,857.13
This geographic level of poverty and health estimates are not comparable to other geographic levels of these estimates.
Some estimates presented here come from sample data, and thus have sampling errors that may render some apparent differences between
geographies statistically indistinguishable.
The vintage year (e.g., V2016) refers to the final year of the series (2010 thru 2016). Different vintage years of estimates are not comparable.
(a) Includes persons reporting only one race
(b) Hispanics may 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
US Census Data
629629
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
FY19
Tax Rate Rank
FY19/FY18
% Change
Council Bluffs 18.260 1 1.97%
Waterloo 17.456 2 -0.82%
Des Moines 17.240 3 1.17%
Davenport 16.780 4 0.00%
Iowa City 16.183 5 -0.92%
Sioux City 16.071 6 1.90%
Cedar Rapids 15.216 7 0.00%
Coralville 13.528 8 0.00%
West Des Moines 11.790 9 -1.75%
North Liberty 11.033 10 0.00%
Dubuque 10.588 11 -2.79%
Ames 10.069 12 -2.96%
FY2019 Estimated General Fund Revenue
FY2019 Adopted Budget
City Revenues
Transfers
In
Debt
Proceeds/
Asset Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
West Des Moines $60,747,511 $10,341,452 $25,000 $71,113,963 $1,256.23 1
Dubuque $58,181,447 $10,251,516 $46,500 $68,479,463 $1,188.12 2
Council Bluffs $50,714,289 $14,874,335 $25,000 $65,613,624 $1,054.37 3
Cedar Rapids $95,743,779 $34,610,594 $175,000 $130,529,373 $1,033.27 4
Coralville $19,206,388 $251,000 $0 $19,457,388 $1,029.11 5
North Liberty $10,598,667 $3,130,563 $0 $13,729,230 $1,026.56 6
Iowa City $51,845,528 $11,772,657 $1,303,393 $64,921,578 $956.67 7
Sioux City $53,027,034 $22,385,512 $52,710 $75,465,256 $912.69 8
Des Moines $131,266,348 $44,083,616 $8,080 $175,358,044 $861.99 9
Davenport $57,385,520 $22,827,350 $0 $80,212,870 $804.66 10
Waterloo $46,159,909 $6,601,052 $255,000 $53,015,961 $775.02 11
Ames $27,959,623 $9,359,575 $750 $37,319,948 $632.92 12
*Per Capita calculations used 2010 US Census data
630
Hotel/Motel Tax Revenues
FY2018 Receipts
City*
Effective
Date Receipts
Des Moines 4/1/1979 $6,338,200
West Des Moines 4/1/1979 $4,180,160
Cedar Rapids 4/1/1979 $3,751,902
Davenport 4/1/1981 $2,981,578
Coralville 7/1/1983 $2,908,348
Council Bluffs 4/1/1979 $2,770,278
Ames 4/1/1988 $2,448,184
Dubuque 4/1/1979 $2,286,470
Sioux City 4/1/1979 $2,251,076
Waterloo 4/1/1981 $1,352,467
Iowa City 4/1/1983 $1,045,696
North Liberty 7/1/2008 $78,028
*All cities listed impose the state allowed maximum rate of 7%
Source: Iowa Department of Revenue
Utility Franchise Tax Rates (as of July 6, 2017)
City
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, 2018)
City Water Sewer Waste Storm Total Rank
North Liberty* $48.57 $58.69 $19.50 $2.00 $128.76 1
Davenport $49.01 $52.75 $16.11 $2.72 $120.59 2
Des Moines $30.90 $47.90 $13.20 $13.44 $105.44 3
Dubuque $29.32 $40.32 $20.65 $7.27 $97.56 4
Ames* $29.13 $33.59 $26.25 $4.95 $93.92 5
Sioux City $38.20 $35.58 $16.30 $2.80 $92.88 6
Iowa City** $31.71 $36.08 $19.10 $4.50 $91.39 7
West Des Moines $33.26 $38.81 $10.55 $4.25 $86.87 8
Cedar Rapids $28.77 $27.27 $22.53 $6.12 $84.69 9
Coralville $17.80 $36.50 $20.00 $3.00 $77.30 10
Council Bluffs $28.16 $22.88 $18.00 $0.00 $69.04 11
Waterloo $18.88 $25.75 $13.50 $2.75 $60.88 12
* Ames and North Liberty trash collection provided by private contractors
** Average rate is $92.44/difference of $1.05
632
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2008-09 14.192 7.803 0.852 0.004 17.717 40.567 43.7 44.0803
2009-10 14.191 7.708 0.840 0.003 17.853 40.596 44.0 45.5893
2010-11 14.690 7.540 0.926 0.003 17.757 40.915 43.4 46.9094
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.7335
2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 55.6259
2017-18 13.959 7.179 1.132 0.003 16.333 38.606 42.3 56.9391
2018-19 14.856 6.839 1.204 0.003 16.183 39.085 41.4 55.6209
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
633633
Property Tax Valuations
Last Ten Fiscal Years
Assessed Valuation
Tax Collection Year:
FY2020 FY2019 FY2018 FY2017
Residential 4,399,451,083$ 4,255,597,838$ 4,001,761,478$ 3,882,757,454$
Agricultural (taxed at Ag rate) 2,539,080 2,625,810 3,425,692 3,720,671
Multi-Residential 489,176,499 471,420,082 411,460,472 410,426,868
Commercial 932,699,374 915,964,068 821,949,555 805,734,128
Industrial 76,905,588 71,553,904 72,635,554 73,206,895
Railroads 3,601,348 3,549,414 3,984,932 4,096,577
Utilities w'out Gas & Electric 7,386,408 7,099,293 6,734,894 7,375,066
Gross valuation 5,911,759,380 5,727,810,409 5,321,952,577 5,187,317,659
Less: Military exemption 2,489,088 2,579,836 2,635,396 2,727,994
Net valuation 5,909,270,292 5,725,230,573 5,319,317,181 5,184,589,665
Incremental value 115,175,495 85,379,709 80,577,275 72,666,677
Gas and Electric Utilities 109,124,421 97,050,716 94,582,279 92,987,351
Total Assessed valuation 6,133,570,208$ 5,907,660,998$ 5,494,476,735$ 5,350,243,693$
Percent change 3.824% 7.520% 2.696% 8.074%
Taxable Valuation
Tax Collection Year:
FY2020 FY2019 FY2018 FY2017
Assessment Limitation:
Residential rollback 56.9180% 55.6209% 56.9391% 55.6259%
Agricultural rollback 56.1324% 54.4480% 47.4996% 46.1068%
Multi-Residential rollback 75.00% 78.75% 82.50% 86.25%
Commercial and Railroad rollback 90.0% 90.0% 90.0% 90.0%
Industrial rollback 90.0% 90.0% 90.0% 90.0%
Residential 2,490,442,298$ 2,356,529,643$ 2,274,451,551$ 2,155,033,296$
Agricultural (taxed at Ag rate) 1,425,151 1,429,547 1,618,090 1,706,955
Multi-Residential 363,613,829 368,969,925 337,946,106 353,335,857
Commercial 832,628,954 819,505,276 734,200,396 720,036,878
Industrial 68,970,889 64,152,540 64,688,055 65,301,535
Railroads 3,241,213 3,194,473 3,586,439 3,686,919
Utilities w'out Gas & Electric 7,386,408 7,099,293 6,734,894 7,375,066
Gross valuation 3,767,708,742 3,620,880,697 3,423,225,531 3,306,476,506
Less: Military exemption 2,489,088 2,579,836 2,635,396 2,727,994
Net valuation 3,765,219,654 3,618,300,861 3,420,590,135 3,303,748,512
Incremental value 115,175,495 85,379,369 80,559,947 72,650,838
Gas and Electric Utilities 42,719,065 41,797,475 41,702,196 44,986,783
Total Taxable Valuation 3,923,114,214$ 3,745,477,705$ 3,542,852,278$ 3,421,386,133$
Percent change 4.743% 5.719% 3.550% 7.501%
Total Direct Tax Rate
City of Iowa City 15.833$ 16.183$ 16.333$ 16.583$
634
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$
635
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 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:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2018 and Nine Years Ago (2009)
(amounts expressed in thousands)
20182009
636636
Employers Employees Rank Percentage Employees Rank Percentage
University of Iowa 28,781 1 30.7 % 29,705 1 28.7 %
Veterans Administration Medical Center 1,351 5 1.4 2,150 2 2.1
Iowa City Community School District 1,700 2 1.8 1,575 3 1.5
Mercy Hospital 1,305 4 1.4 1,325 41.3
ACT Inc. (formerly Am. College Testing Program)1,427 3 1.5 1,187 5 1.1
Proctor and Gamble - -N/A 1,084 6 1.0
Hy Vee 1,166 6 1.2 1,012 7 1.0
City of Iowa City 982 8 1.0 931 8 0.9
NCS Pearson 1,152 7 1.2 775 9 0.7
Johnson County - -N/A 609 10 0.6
Internaltion Auto. Components (formerly Lear Co.)805 90.9 - -N/A
Systems Unlimited 700 10 0.7 - -N/A
39,369 41.8 %40,353 38.9 %
Total Employees 93,700 103,400
Sources:
Iowa City Area Development Group
Various Employers
PRINCIPAL EMPLOYERS
2018
2018 and Nine Years Ago (2009)
2009
637
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 Srv 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 12,499,949$ 12,524,540$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20182009
2018 and Nine Years Ago (2009)
638638
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 Srv 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 7,497,903$ 9,953,510$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20182009
2018 and Nine Years Ago (2009)
639639
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Public Safety
Police1
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
Fire1
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.
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2009 through FY 2018)
640640
2018 reporting
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
transportation costs for regional typical households 45%
4 Transportation Mode Split Commuters: 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,
Vulnerability Assessment Not available, in progress
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%
11 High School Graduation Rate
& Graduation Rate Equity
90.2% average: 96.3% Asian, 88.1% African American;
76.4% Hispanic; 92.4% White; 67.0% Special Education;
87.5% English Language Learners; 81.3% Free and
Reduced Price Lunch
12 Environmental Justice, Risk,
and Exposure Not available
13 Equitable Access & Proximity
to Foundational Community Assets
GIS maps demonstrate that racially diverse and low-
income neighborhoods have equal proximity to public
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 Access to Healthful Food 16% of residents live in defined food desert
20 Violent Crime Rate Per 100,000: 0 homicide, 52 rapes, 152 assaults
21 Green Infrastructure 41.4% land area in tree canopy, parks, green roofs
* Data for Iowa City Community, most recent available year reported as of August 2018
STAR Outcomes
Leading Community Indicators
641641
Iowa City Police Department Statistics
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 UCR 1 Violent Crimes
Arson Murder/Non-Negligent Manslaughter
Burglary Forcible Rape
Larceny Robbery
Shoplifting Aggravated Assault
All forms of theft
While more crimes exist, these crimes are utilized to provide an overview of workload and
highlight serious crimes in a community. Even with universal reporting, actual reporting of
crimes may vary between communities.
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.
642642
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
Total PAULA Arrests 852 529 495 300 415 339 216 254 348
643643
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
per 1,000 Population 1.11 1.11 1.16 1.15 1.28 1.21 1.21 1.22 1.2
Total Violent Crimes
per 1,000 Population 3.64 2.70 2.40 2.73 3.27 3.36 2.86 3 2.2
Total Violent Crime
Arrests
per 1,000 Population
1.61 1.41 1.55 1.30 1.36 1.64 1.37 1.18 1.14
Total Property Crimes
per 1,000 Population 23.21 22.59 23.28 27.14 27.10 27.14 29.15 23.84 26.03
Total Property Crime
Arrests
per 1,000 Population
7.12 6.91 6.31 6.72 8.37 7.38 6.54 4.86 4.3
Total UCR 1 Arrests
per Sworn Officer 7.89 7.51 6.75 6.97 7.59 7.46 6.55 4.94 4.51
Juvenile Violent Crime
Arrests as % of Total 6.07% 10.38% 7.36% 7.57% 4.50% 3.07% 3.61% 2.54% 6.41%
Juvenile Property
Crime Arrests as % of
Total
6.10% 7.37% 6.46% 6.84% 6.58% 4.56% 4.49% 3.35% 2.6%
Total DUI Arrests
per 1,000 Population 6.17 4.70 6.66 6.48 8.81 8.38 9.15 10.36 8.75
Total DUI Arrests
per Sworn Officer 5.59 4.25 5.72 5.64 6.87 6.94 7.57 8.47 7.24
Total PAULA* Arrests
per 1,000 Population 12.57 7.80 7.29 4.42 6.12 5.00 3.18 3.74 5.13
Total PAULA* Arrests
per Sworn Officer 11.36 7.05 6.27 3.85 4.77 4.13 2.63 3.06 4.17
*Possession of Alcohol Under the Legal Age
644644
Iowa Metro Coalition Comparison
The Metropolitan Coalition1 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:
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 1.4 4.5 1.6 12.6 12.88 3.4 2.4 7.4 7.1 5.3
Manslaughter Rate
Rape 49 34 24 90 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 75.6 158.5 100.7 430.8 456.1 184.1 278.7 367.0 115.2 107.2
Rate
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 84.5 259.3 685.9 538.5 578.0 107.4 348.7 209.3 396.1 107.2
Rate
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.
645645
Iowa City Fire Department Statistics
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.
Geography—Street layout, terrain, the fire/EMS station locations, and traffic flow can
significantly impact the ability for one jurisdiction to achieve the same level of service as
another.
Staffing—Jurisdictions can vary in the numbers assigned per fire apparatus, the minimum
scheduled to work each day, the percentage of sworn vs. civilian staff, and the percentage of
volunteers.
Scope—Jurisdictions have varying levels of EMT-medical services offered by fire departments.
The three levels are first responder, paramedic provisional and full paramedic EMS. Cost of
service may vary depending on the degree to which different departments perform EMS
services.
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.
646646
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) 5:43 5:30 4:48 5:22 4:54 4:54 5:28 5:43 5:47
Average Response Time -
Non-Fire Incident (Min) 5:23 6:10 4:53 4:39 5:06 4:41 5:21 5:44 6:22
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
per 1,000 Population 0.83 0.83 0.94 0.94 0.94 0.94 0.94 0.94 0.94
Total Non-Fire Incidents
per 1,000 Population 58.83 63.38 65.91 72.94 78.57 82.87 85.75 99.99 92.59
Total Structure Fires
per 1,000 Population 0.80 1.13 0.91 1.19 1.56 1.37 1.69 1.56 1.78
Residential Building Fires
per 1,000 Population 0.66 0.88 0.75 0.94 1.28 1.08 1.34 1.16 1.45
Non-Residential
Building Fires
per 1,000 Population
0.13 0.25 0.16 0.25 0.28 0.29 0.35 0.40 0.32
Total Non-Structure Fires
per 1,000 Population 1.56 1.37 1.47 2.12 1.28 1.08 1.34 1.16 1.11
False Alarms
per 1,000 Population 11.74 13.26 11.54 11.73 11.04 12.67 13.67 14.69 13.30
647647
Iowa City Public Library Statistics
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.
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.
648648
Iowa City Raw Data
Fiscal Year FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
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
WIFI 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 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Circulation per
Capita 19.12 19.23 18.42 16.86 17.12 16.42 15.68 15.18
Circulation per
Registered Borrower 22.85 22.80 22.39 21.48 21.42 21.66 21.4 21.98
Visits per Capita 9.35 9.31 9.02 8.51 10.17 9.47 9.59 8.95
Visits per Registered
Borrower 11.17 11.04 10.97 10.85 12.72 12.50 13.09 12.96
Registered
Borrowers as % of
Service Area
Population
84% 84% 82% 78% 80% 76% 73% 69%
649649
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. FY2018 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
Rapids
Council
Bluffs
Des
Moines Waterloo
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
650650
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Physical Items 232,694 259,411 298,010 142,175. 445,111 103,446
Total Downloadable 28,597 70,297 16,061 82,242 33,126. 9,331
Total Downloadable &
Physical
261,291 329,708 214,071 224,417. 478,237 112,777
Licensed Databases 87 61. 71. 60. 28. 51
Subscriptions- Periodical 392 451. 249. 395. 797. 188
Circulation/ Building Visits:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Circ 1,270,720 1222,360 963,166 447,254 1,243,173 297,483
Per Capita Circ 18.73 20.73 7.62 7.19 6.09 4.35
Registered Borrowers 57,601 46,868 70,952 46,008 95,553 39,323
Visits 746,359 508,918 621,758 137,161 813,042 250,804.
Total Hours Open: All
Buildings/ Bookmobile
3,409 3,551 3,120 3,432 2,661 3,176.
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 44,643 N/A 38,688 54,685 208,874 52,029
Kids' Program Attendance 47,981 55,190 26,070 53,968 41,182 26,756
YA Program Attendance 7,068 2,680 1,478 14,306 2,696 583
Adult Program Attendance 14,132 9,320 24,476 6,349 23,376 2,534
Internet PCs 54 63 128 86 120 99
Internet Use per Year 75,067 43,554 113,556 45,481 130,248 51,914
FTE Librarian 15 9 13 6.43 32.50 5.03
FTE Other Staff 67.18 45.63 62.65 24.46 91.50 29.53
FTE Total Staff 82.18 54.63 75.65 30.89 124 34.56
651651
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.
Library
Iowa City
Public
Library, IA
Westerville
Public
Library, OH
Evanston
Public
Library, IL
Boulder
Public
Library, CO
Ann Arbor
District
Library, MI
Bloomington
Public Library,
IL
Number of
Bookmobiles 0 0 0 0 0 1
Number of Branch
Libraries 0 0 2 4 4 0
Population Legal
Service Area 81,889 90,764 74,918 106,088 163,365 77,054
Number of Outlets 1 1 3 5 5 2
ALA-MLS
Librarians 15 25 18 17.5 23 12.35
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
Capita $65.98 $44.96 $78.98 $68.27 $79.76 $58.98
State Revenue $81,847 $2,782,752 $143,308 $26,518 $894,560 $226,163
State Revenue per
Capita $1.00 $30.66 $1.91 $0.25 $5.48 $2.94
Total Revenue $6,110,927 $7,799,810 $6,885,044 $7,512,839 $13,810,936 $5,309,209
Total Revenue per
Capita $74.62 $85.94 $91.90 $70.82 $84.54 $68.90
Total Collection
Expenditures $708,553 $944,113 $681,866 $1,074,683 $1,815,808 $709,942
Total Collection
Expenditures per
Capita
$8.65 $10.40 $9.10 $10.13 $11.12 $9.21
Total Operating
Expenditures $6,076,422 $7,181,763 $6,161,107 $7,662,840 $12,231,842 $5,062,334
Total Operating
Expenditures per
Capita
$74.20 $79.13 $82.23 $72.23 $74.87 $65.70
Total Circulation 1,357,560 3,858,712 1,071,401 1,473,520 7,286,102 1,392,122
Total Circulation
per Capita 16.58 42.51 14.30 13.89 44.60 18.07
Reference
Transactions 45,613 367,016 117,524 62,123 3,434 51,113
Library Visits 789,910 597,740 629,032 982,648 1,564,780 328,241
Library Visits per
Capita 9.65 6.59 8.40 9.26 9.58 4.26
Children's Program
Attendance 39,882 34,734 27,171 58,022 84,646 13,986
652652
Senior Center Statistics
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 FY18
Total Members 1,391 1,587 1,545 1,595 1,620 1,618 1,554 1608
Percent, Age
≤59 11.5% 12.0% 8.6% 9.9% 8.7% 6.6% 6.1% 5.5%
Percent, Age
60-69 37.0% 38.5% 35.6% 38.2% 39.5% 39.1% 35.5% 33.3%
Percent, Age
70-79 29.8% 29.7% 35% 33.5% 33.9% 35.8% 39.2% 42%
Percent, Age
≥80 19.3% 17.1% 20.8% 18.4% 17.9% 18.5% 19.2% 19.2%
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
FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18
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%
Why We Exist: The Senior Center promotes optimal aging by creating opportunities to
support wellness, social connections, community engagement, and lifelong learning.
653653
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
City Residents 79.0% 78.8% 78.7% 81.0% 80.0% 81.0% 80.6% 80.41%
Percent Johnson County
Residents (Outside Iowa
City)
19.0% 20.0% 19.7% 18.0% 18.1% 17.0% 17.4% 17.79%
Percent non-Johnson
County 2.0% 1.2% 1.4% 1.0% 1.9% 2.0% 2% 1.80%
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
Contribution $599,234 $657,457 $618,795 $579,722 $605,166 $579,548 $634,409 $613,748
Johnson County
Contribution $75,000 $70,000 $70,000 $59,224 $59,244 $59,224 $59,224 $60,000
IC % of Expenditures 75.51% 76.49% 74.69% 71.67% 73.08% 72.12% 71% 70%
Johnson County % of
Expenditures 9.45% 8.14% 8.45% 7.32% 7.14% 7.37% 6.6% 6.8%
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
per Visit $0.76 $0.67 $0.55 $0.47 $0.48 $0.49 $0.49 $0.46
IC Contribution per IC Member $545.31 $525.73 $508.87 $448.70 $466.95 $442.07 $506.72 $474.67
Johnson County Contribution
per Non-IC County Member $283.78 $220.54 $230.26 $206.35 $201.44 $216.15 $219.35 $209.79
*Total Number of Visits
654654
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 FY12 FY13 FY14 FY15 FY16 FY17 FY18
Cost Recovery 24.49% 23.51% 25.31% 28.33% 26.97% 27.88% 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 123,996 128,227 126,164 125,410 124,077 121,672 120,563 130,344
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
655655
Iowa City Transportation Services Statistics
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
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
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.
656656
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
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
657657
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.
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.
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
658658
Public Housing Payment for maintenance &
repair of Public Housing units $254,348 $175,575 $190,393 $306,264
Public Housing Payment in Lieu of Taxes
(PILOT) $17,989 $20,629 $28,606 $30,847
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.
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.
659659
Permit Activity by Calendar Year
Applied for Only not Issued
Permit Description 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 10 Yr. Avg.
Building Permits 889 704 779 750 758 842 780 726 837 818 788
Electrical Permits 555 322 326 333 307 322 280 268 316 340 337
Plumbing Permits 230 120 107 127 166 158 172 148 216 143 159
Mechanical Permits 185 116 238 191 218 165 140 146 182 190 177
Construction Site Run-off Permits 149 140 117 97 167 194 198 156 198 201 162
Demolition Permits 19 47 74 47 47 42 33 21 44 12 39
Backflow Prevention Cases 70 78 59 59 71 56 54 40 20 39 55
Water Tap Applications 194 162 192 139 242 270 238 200 277 266 218
Fire Sprinkler Permits 69 50 42 43 46 47 52 54 78 68 55
Fire Alarm Permits 45 53 45 42 52 48 45 67 58 76 53
Sign Permits 192 118 160 162 165 157 151 198 148 180 163
Site Plan Development Reviews 44 31 20 34 36 46 31 47 31 35 36
Flood Plan Development Permits 107 48 33 34 27 15 16 15 16 16 33
Liquor 155 155 155 155 155 155 155 155 185 185 161
Moving Permits 4 1 1 1 8 2 1 1 7 0 3
Temporary Use Permits 22 13 16 49 30 25 15 13 30 28 24
Hydrant Connections 16 14 20 18 33 24 19 18 26 14 20
Total Permit 2,945 2,172 2,384 2,281 2,528 2568 2380 2273 2669 2611 2481
Single-Family Dwellings 114 127 108 80 143 171 176 137 172 157 139
Duplex Dwelling Units 16 10 8 18 16 8 14 6 12 8 12
Multi-Family Dwelling Units 141 71 80 76 140 488 218 499 896 353 296
Total ISSUED Permit Value 145,317,051 75,147,792 96,038,872 81,699,792 169,236,691 184,876,852 152,579,212 138,311,513 388,427,023 216,818,013 164,845,281
Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable
***1st year for Game Day Vendors (33 permits)61,196,114 7,602,912 34,930,777 4,259,627 49,173,944 25,058,150
Breakdow of Complaints 10 Yr. Avg.
Snow 986 (49%)790 (38%)788 (37%)404 (23%)394 (27%)716 (36%)520 (31%)589 (35%)961 (48%)38 (4%)619 (33%)
Weeds 333 (16%)345 (17%)412 (19%)444 (25%)302 (20%)403 (20%)379 (23%)416 (25%)394 (20%)360 (34%)379 (22%)
Junk/Salvage 117 (6%)200 (10%)165 (8%)162 (9%)135 (9%)165 (8%192 (12%)168 (10%)133 (7%)164 (15%)160 (9%)
Other 590 (29%)718 (35%)775 (36%)757 (43%)651 (44%)714 (36%)567 (34%)510 (30%)485 (25%)511 (47%)628 (36%)
Total Complaint Cases 2026 2053 2140 1767 1482 1998 1658 1683 1973 1073 1785
Citation Cases 52 (7%)101 (11%)69 (7%)66 (7%)58 (7%)83 (9%)74 (10%)61 (9%)61 (10%)62(9%)69 (7%)
(1) Other includes illegal parking, no rental permit, sign violations, inoperable vehicles, erosion control violations, over occupancy, etc.
(2) Percent of citations based on total complaint cases less snow and weed complaints since compliance for snow and weed complants is through abatement.
July 2018 Update
City of Iowa City Building Inspection Division
Activity and Financial Data
(1)
(2)
***660660
APPENDIX
Department Expenditure Comparison
to State Forms
Budget Resolutions
State Forms
State Property Tax Reform Impact
Summary
Glossary
F
Y
2
0
2
0
Notice of
Pubic Hearing
Budget Estimate
2018
Actual 2019 Revised
2020
Budget
Public Safety
Finance 590,525$ 907,899$ 919,871$
Police 13,809,546 14,846,647 14,843,901
Fire 8,030,716 8,278,847 8,517,508
Neighborhood & Dvlpmnt Services 1,484,480 1,892,110 1,849,653
Line 16 23,915,266 25,925,503 26,130,933
Public Works
Parks & Recreation 606,945 792,431 778,824
Public Works 7,969,045 8,987,168 9,200,493
Transportation & Resource Mgmt 224,796 304,775 340,484
Line 17 8,800,785 10,084,374 10,319,800
Health and Social Services
Neighborhood & Dvlpmnt Services Line 18 292,501 310,000 531,500
Culture and Recreation
Parks & Recreation 6,680,435 7,379,286 7,702,439
Library 6,400,494 6,677,934 6,920,059
Senior Center 888,544 986,855 941,522
Line 19 13,969,472 15,044,075 15,564,020
Community and Economic Dvlpmnt
City Manager 812,912 1,694,532 1,465,780
Finance 746,516 1,020,317 1,574,485
Parks & Recreation - - -
Neighborhood & Dvlpmnt Services 5,613,104 8,414,428 5,772,018
Transportation & Resource Mgmt 263,407 292,786 276,594
Line 20 7,435,938 11,422,063 9,088,878
General Government
City Council 109,461 120,391 153,065
City Clerk 491,517 570,242 570,679
City Attorney 765,417 780,796 873,609
City Manager 2,270,641 2,683,734 2,758,002
Finance 4,182,475 5,215,663 4,816,407
Parks & Recreation 705,907 719,402 846,415
Line 21 8,525,418 10,090,228 10,018,177
Debt Service
Finance Line 22 13,469,600 13,806,387 13,039,775
Capital Projects
Governmental Capital Projects 33,751,050 81,247,521 21,807,822
Line 23 33,751,050 81,247,521 21,807,822
Total Government Activities Line 24 110,160,031 167,930,151 106,500,905
Enterprise
Neighborhood & Dvlpmnt Services 9,342,128 11,429,618 9,339,315
Public Works 30,618,850 22,263,373 18,799,136
Transportation & Resource Mgmt 26,484,228 23,672,939 23,154,931
Airport Operations 468,122 357,310 364,678
Enterprise Capital Projects 9,696,038 15,088,368 9,555,460
Line 25 76,609,366 72,811,608 61,213,521
Total ALL Expenditures Line 26 186,769,397$ 240,741,759$ 167,714,426$
* Totals & state program sub-totals may have rounding variances to Notice of Public Hearing - Budget Estimate.
City of Iowa City
Department Expenditure Comparison to State Forms
Budgetary Expenditures by State Program by Department *
663
Prepared by: Dennis Bockenstedt, Finance Director, 410 E. Washington St., Iowa City, IA 52240; 319-356-5053
RESOLUTION NO. 19-79
Resolution adopting the annual budget for the fiscal year ending
June 30, 2020.
Whereas, a public hearing on the proposed budget for the fiscal year ending June 30, 2020 was
held on March 12, 2019, at a regularly scheduled City Council meeting and public comments were
received.
Now, therefore, be it resolved by the City Council of the City of Iowa City, Iowa, that:
The annual budget for the fiscal year ending June 30, 2020, as set forth in the Adoption of
Budget and Certification of Taxes and on the Adopted Budget Summary, together with the
detailed budget in support thereof showing revenue estimates, appropriation expenditures,
and program allocations for said fiscal year should be and hereby is adopted.
2. The City Clerk is hereby directed to make the filings required by law, and to set up the
books in accordance with the summary and details, as adopted.
Passed and approved this 12th day of March 2019.
MIA
Attest: (. t
City Clerk
V
roved by
City Attorneys Office
It was moved by Thomas and seconded by Mims the Resolution be
adopted, and upon roll call there were:
AYES:
X
finadmVa \ann1bdgb2020.dw
NAYS: ABSENT:
Mims
X Salih
Taylor
Teague
Thomas
Throgmorton
I
664
665
666
Form 631.1 Department of Management
NOTICE OF PUBLIC HEARING
BUDGET ESTIMATE
FISCAL YEAR BEGINNING JULY 1, 2019 - ENDING JUNE 30, 2020
City of , Iowa
The City Council will conduct a public hearing on the proposed Budget at
on 3/12/2019 at 7:00 pm
(Date) xx/xx/xx (hour)
The Budget Estimate Summary of proposed receipts and expenditures is shown below.
Copies of the the detailed proposed Budget may be obtained or viewed at the offices of the Mayor,
City Clerk, and at the Library.
The estimated Total tax levy rate per $1000 valuation on regular property . . . . . . . . . . $ 15.83305
The estimated tax levy rate per $1000 valuation on Agricultural land is . . . . . . . . . . . $3.00375
At the public hearing, any resident or taxpayer may present objections to, or arguments in favor of, any part
of the proposed budget.
(319) 356-5041
phone number City Clerk/Finance Officer's NAME
Budget FY Re-estimated FY Actual FY
2020 2019 2018
(a)(b) (c)
Revenues & Other Financing Sources
Taxes Levied on Property 1 60,296,653 59,173,825 56,524,400
Less: Uncollected Property Taxes-Levy Year 2 0 0 0
Net Current Property Taxes 3 60,296,653 59,173,825 56,524,400
Delinquent Property Taxes 4 0 0 1,399
TIF Revenues 5 3,450,835 2,621,772 2,459,216
Other City Taxes 6 2,759,321 2,932,681 2,767,237
Licenses & Permits 7 2,073,060 2,040,630 2,743,504
Use of Money and Property 8 3,487,731 2,439,672 4,264,474
Intergovernmental 9 36,270,227 42,111,631 32,886,160
Charges for Fees & Service 10 46,456,326 47,849,512 46,363,000
Special Assessments 11 810 1,090 0
Miscellaneous 12 2,673,701 4,266,994 4,999,992
Other Financing Sources 13 12,664,817 17,869,518 15,806,107
Transfers In 14 40,712,880 49,473,358 52,220,150
Total Revenues and Other Sources 15 210,846,361 230,780,683 221,035,639
Expenditures & Other Financing Uses
Public Safety 16 26,130,934 25,925,504 23,915,266
Public Works 17 10,319,801 10,084,374 8,800,786
Health and Social Services 18 531,500 310,000 292,501
Culture and Recreation 19 15,564,020 15,044,074 13,969,475
Community and Economic Development 20 9,088,877 11,422,062 7,435,938
General Government 21 10,018,177 10,090,228 8,525,418
Debt Service 22 13,039,775 13,806,387 13,469,600
Capital Projects 23 21,807,822 81,247,520 33,751,049
Total Government Activities Expenditures 24 106,500,906 167,930,149 110,160,033
Business Type / Enterprises 25 61,213,521 72,811,606 76,609,369
Total ALL Expenditures 26 167,714,427 240,741,755 186,769,402
Transfers Out 27 40,712,880 49,473,358 52,220,150
Total ALL Expenditures/Transfers Out 28 208,427,307 290,215,113 238,989,552
Excess Revenues & Other Sources Over
(Under) Expenditures/Transfers Out 29 2,419,054 -59,434,430 -17,953,913
Beginning Fund Balance July 1 30 133,984,705 193,419,135 211,373,048
Ending Fund Balance June 30 31 136,403,759 133,984,705 193,419,135
Iowa City
410 E Washington St, City Hall
Kellie Fruehling
667
Form 635.2A CITY OF Department of Management
2020 Fiscal Years
TIF
SPECIAL SPECIAL DEBT CAPITAL BUDGET RE-ESTIMATED ACTUAL
GENERAL REVENUES REVENUES SERVICE PROJECTS PERMANENT PROPRIETARY 2020 2019 2018
(A)(B)(C)(D)(E)(F)(G)(H)(I)(J)(K)(L)
Revenues & Other Financing Sources
Taxes Levied on Property 1 36,176,002 12,567,294 11,553,357 0 60,296,653 59,173,825 56,524,400
Less: Uncollected Property Taxes-Levy Year 2 0 0 0 0 0 0 0
Net Current Property Taxes 3 36,176,002 12,567,294 11,553,357 0 60,296,653 59,173,825 56,524,400
Delinquent Property Taxes 4 0 0 0 0 0 0 1,399
TIF Revenues 5 3,450,835 3,450,835 2,621,772 2,459,216
Other City Taxes 6 2,468,300 150,378 140,643 0 2,759,321 2,932,681 2,767,237
Licenses & Permits 7 2,063,620 0 9,440 2,073,060 2,040,630 2,743,504
Use of Money and Property 8 1,092,107 106,805 10,000 120,370 0 0 2,158,449 3,487,731 2,439,672 4,264,474
Intergovernmental 9 4,038,925 10,749,280 0 321,689 7,241,660 13,918,673 36,270,227 42,111,631 32,886,160
Charges for Fees & Service 10 6,430,452 21,000 0 0 0 40,004,874 46,456,326 47,849,512 46,363,000
Special Assessments 11 810 0 0 0 0 810 1,090 0
Miscellaneous 12 1,706,617 282,830 54,525 100,000 0 529,729 2,673,701 4,266,994 4,999,992
Sub-Total Revenues 13 53,976,833 23,877,587 3,460,835 12,190,584 7,341,660 0 56,621,165 157,468,664 163,437,807 153,009,382
Other Financing Sources:
Total Transfers In 14 12,294,657 1,817,004 107,620 1,079,920 4,669,301 0 20,744,378 40,712,880 49,473,358 52,220,150
Proceeds of Debt 15 200,000 0 0 0 10,607,340 1,550,000 12,357,340 14,949,500 12,174,462
Proceeds of Capital Asset Sales 16 307,477 0 0 0 0 0 0 307,477 2,920,018 3,631,645
Total Revenues and Other Sources 17 66,778,967 25,694,591 3,568,455 13,270,504 22,618,301 0 78,915,543 210,846,361 230,780,683 221,035,639
Expenditures & Other Financing Uses
Public Safety 18 25,211,063 919,871 0 0 26,130,934 25,925,504 23,915,266
Public Works 19 3,785,480 6,534,321 0 0 10,319,801 10,084,374 8,800,786
Health and Social Services 20 531,500 0 0 0 531,500 310,000 292,501
Culture and Recreation 21 15,564,020 0 0 0 15,564,020 15,044,074 13,969,475
Community and Economic Development 22 4,453,525 3,458,958 1,176,394 0 9,088,877 11,422,062 7,435,938
General Government 23 9,645,420 372,757 0 0 10,018,177 10,090,228 8,525,418
Debt Service 24 0 0 0 13,039,775 0 13,039,775 13,806,387 13,469,600
Capital Projects 25 0 0 0 21,807,822 0 21,807,822 81,247,520 33,751,049
Total Government Activities Expenditures 26 59,191,008 11,285,907 1,176,394 13,039,775 21,807,822 0 106,500,906 167,930,149 110,160,033
Business Type Proprietray: Enterprise & ISF 27 61,213,521 61,213,521 72,811,606 76,609,369
Total Gov & Bus Type Expenditures 28 59,191,008 11,285,907 1,176,394 13,039,775 21,807,822 0 61,213,521 167,714,427 240,741,755 186,769,402
Total Transfers Out 29 6,840,994 14,767,770 2,258,669 0 0 0 16,845,447 40,712,880 49,473,358 52,220,150
Total ALL Expenditures/Fund Transfers Out 30 66,032,002 26,053,677 3,435,063 13,039,775 21,807,822 0 78,058,968 208,427,307 290,215,113 238,989,552
Excess Revenues & Other Sources Over 31
(Under) Expenditures/Transfers Out 32 746,965 -359,086 133,392 230,729 810,479 0 856,575 2,419,054 -59,434,430 -17,953,913
Beginning Fund Balance July 1 33 33,423,436 9,571,659 721,357 8,762,609 -227,257 116,348 81,616,553 133,984,705 193,419,135 211,373,048
Ending Fund Balance June 30 34 34,170,401 9,212,573 854,749 8,993,338 583,222 116,348 82,473,128 136,403,759 133,984,705 193,419,135
ADOPTED BUDGET SUMMARY
YEAR ENDED JUNE 30,
Iowa City
668
Form 631 B CITY OF Iowa City Department of Management
REVENUES DETAIL
Fiscal Year Ending 2020 Fiscal Years
TIF
SPECIAL SPECIAL DEBT CAPITAL BUDGET RE-ESTIMATED ACTUAL
GENERAL REVENUES REVENUES SERVICE PROJECTS PERMANENT PROPRIETARY 2020 2019 2018
(B)(C)(D)(E)(F)(G)(H)(I)(J)(K)(L)
REVENUES & OTHER FINANCING SOURCES
Taxes Levied on Property 1 36,176,002 12,567,294 11,553,357 0 60,296,653 59,173,825 56,524,400
Less: Uncollected Property Taxes - Levy Year 2 0 0 0Net Current Property Taxes (line 1 minus line 2)3 36,176,002 12,567,294 11,553,357 0 60,296,653 59,173,825 56,524,400
Delinquent Property Taxes 4 0 0 1,399
TIF Revenues 5 3,450,835 3,450,835 2,621,772 2,459,216
Other City Taxes:
Utility Tax Replacement Excise Taxes 6 410,550 138,588 127,253 0 676,391 676,411 684,299
7 976,050 976,050 939,400 976,060
Parimutuel wager tax 8 0 0 0
Gaming wager tax 9 0 0 0
Mobile Home Taxes 10 36,000 11,790 13,390 61,180 65,150 61,182
Hotel/Motel Taxes 11 1,045,700 1,045,700 1,251,720 1,045,696
Other Local Option Taxes 12 0 0 0
Subtotal - Other City Taxes (lines 6 thru 12)13 2,468,300 150,378 140,643 0 2,759,321 2,932,681 2,767,237
Licenses & Permits 14 2,063,620 9,440 2,073,060 2,040,630 2,743,504
Use of Money & Property 15 1,092,107 106,805 10,000 120,370 2,158,449 3,487,731 2,439,672 4,264,474
Intergovernmental:
Federal Grants & Reimbursements 16 215,193 1,468,408 5,000,660 11,119,497 17,803,758 15,373,782 13,756,041
Road Use Taxes 17 8,426,500 8,426,500 8,672,280 8,426,502
Other State Grants & Reimbursements 18 1,279,382 391,496 0 321,689 450,000 2,760,426 5,202,993 11,108,686 7,456,380
Local Grants & Reimbursements 19 2,544,350 462,876 1,791,000 38,750 4,836,976 6,956,883 3,247,237
Subtotal - Intergovernmental (lines 16 thru 19)20 4,038,925 10,749,280 0 321,689 7,241,660 13,918,673 36,270,227 42,111,631 32,886,160
Charges for Fees & Service:
Water Utility 21 9,333,360 9,333,360 9,739,892 9,495,496
Sewer Utility 22 11,433,056 11,433,056 12,277,530 12,625,550
Electric Utility 23 0 0 0
Gas Utility 24 0 0 0
Parking 25 26,210 6,526,410 6,552,620 6,477,470 6,331,215
Airport 26 0 0 0
Landfill/Garbage 27 9,767,878 9,767,878 9,902,710 9,684,652
Hospital 28 0 0 0
Transit 29 1,227,160 1,227,160 1,272,497 1,227,264
Cable TV, Internet & Telephone 30 512,750 512,750 512,750 0
Housing Authority 31 0 0 0
Storm Water Utility 32 1,717,010 1,717,010 1,522,290 1,559,683
Other Fees & Charges for Service 33 5,891,492 21,000 5,912,492 6,144,373 5,439,140
Subtotal - Charges for Service (lines 21 thru 33)34 6,430,452 21,000 0 0 0 40,004,874 46,456,326 47,849,512 46,363,000
Special Assessments 35 810 810 1,090 0
Miscellaneous 36 1,706,617 282,830 54,525 100,000 529,729 2,673,701 4,266,994 4,999,992
Other Financing Sources:
Regular Operating Transfers In 37 11,128,335 1,817,004 20,052 4,636,822 20,744,378 38,346,591 46,427,544 51,062,230
Internal TIF Loan Transfers In 38 1,166,322 107,620 1,059,868 32,479 2,366,289 3,045,814 1,157,920
Subtotal ALL Operating Transfers In 39 12,294,657 1,817,004 107,620 1,079,920 4,669,301 0 20,744,378 40,712,880 49,473,358 52,220,150
Proceeds of Debt (Excluding TIF Internal Borrowing)40 200,000 10,607,340 1,550,000 12,357,340 14,949,500 12,174,462
Proceeds of Capital Asset Sales 41 307,477 307,477 2,920,018 3,631,645
Subtotal-Other Financing Sources (lines 38 thru 40)42 12,802,134 1,817,004 107,620 1,079,920 15,276,641 0 22,294,378 53,377,697 67,342,876 68,026,257
Total Revenues except for beginning fund balance
(lines 3, 4, 5, 13, 14, 15, 20, 34, 35, 36, & 41)43 66,778,967 25,694,591 3,568,455 13,270,504 22,618,301 0 78,915,543 210,846,361 230,780,683 221,035,639
Beginning Fund Balance July 1 44 33,423,436 9,571,659 721,357 8,762,609 -227,257 116,348 81,616,553 133,984,705 193,419,135 211,373,048
TOTAL REVENUES & BEGIN BALANCE (lines 42+43)45 100,202,403 35,266,250 4,289,812 22,033,113 22,391,044 116,348 160,532,096 344,831,066 424,199,818 432,408,687
The last two columns will fill in once
the Re-Est forms are completed
(A)
Utility franchise tax (Iowa Code Chapter 364.2)
669
Form 631 A P1 CITY OF Iowa City Department of Management
EXPENDITURES SCHEDULE PAGE 1
Fiscal Year Ending 2020 Fiscal Years
TIF
SPECIAL SPECIAL DEBT CAPITAL BUDGET RE-ESTIMATED ACTUAL
GENERAL REVENUES REVENUES SERVICE PROJECTS PERMANENT PROPRIETARY 2020 2019 2018
(A)(B)(C)(D)(E)(F)(G)(H)(I)(J)(K)(L)
PUBLIC SAFETY
Police Department/Crime Prevention 1 13,946,348 13,946,348 13,919,625 12,967,594
Jail 2 0 0 0
Emergency Management 3 0 0 0
Flood Control 4 0 0 0
Fire Department 5 8,514,382 8,514,382 8,275,728 8,030,716
Ambulance 6 0 0 0
Building Inspections 7 1,849,653 1,849,653 1,892,109 1,484,480
Miscellaneous Protective Services 8 0 0 0
Animal Control 9 897,554 897,554 927,024 841,952
Other Public Safety 10 3,126 919,871 922,997 911,018 590,524
TOTAL (lines 1 - 10)11 25,211,063 919,871 0 26,130,934 25,925,504 23,915,266
PUBLIC WORKS
Roads, Bridges, & Sidewalks 12 4,224,763 4,224,763 4,391,040 3,562,669
Parking - Meter and Off-Street 13 0 0 0
Street Lighting 14 488,541 488,541 454,283 0
Traffic Control and Safety 15 884,221 884,221 1,012,006 1,281,309
Snow Removal 16 452,820 452,820 388,794 727,059
Highway Engineering 17 2,666,172 2,666,172 2,554,182 1,909,621
Street Cleaning 18 371,170 371,170 103,326 405,146
Airport (if not Enterprise)19 0 0 0
Garbage (if not Enterprise)20 0 0 0
Other Public Works 21 1,119,308 112,806 1,232,114 1,180,743 914,982
TOTAL (lines 12 - 21)22 3,785,480 6,534,321 0 10,319,801 10,084,374 8,800,786
HEALTH & SOCIAL SERVICES
Welfare Assistance 23 0 0 0
City Hospital 24 0 0 0
Payments to Private Hospitals 25 0 0 0
Health Regulation and Inspection 26 0 0 0
Water, Air, and Mosquito Control 27 0 0 0
Community Mental Health 28 0 0 0
Other Health and Social Services 29 531,500 531,500 310,000 292,501 TOTAL (lines 23 - 29)30 531,500 0 0 531,500 310,000 292,501
CULTURE & RECREATION
Library Services 31 6,920,059 6,920,059 6,677,934 6,400,495
Museum, Band and Theater 32 0 0 0
Parks 33 3,388,990 3,388,990 3,281,207 2,783,558
Recreation 34 3,924,995 3,924,995 3,726,903 3,549,023
Cemetery 35 388,454 388,454 371,175 347,855
Community Center, Zoo, & Marina 36 0 0 0
Other Culture and Recreation 37 941,522 941,522 986,855 888,544 TOTAL (lines 31 - 37)38 15,564,020 0 0 15,564,020 15,044,074 13,969,475
GOVERNMENT ACTIVITIES
670
Form 631 A P2 CITY OF Iowa City Department of Management
EXPENDITURES SCHEDULE PAGE 2
Fiscal Year Ending 2020 Fiscal Years
TIF
SPECIAL SPECIAL DEBT CAPITAL BUDGET RE-ESTIMATED ACTUAL
GENERAL REVENUES REVENUES SERVICE PROJECTS PERMANENT PROPRIETARY 2020 2019 2018
(A)(B)(C)(D)(E)(F)(G)(H)(I)(J)(K)(L)
COMMUNITY & ECONOMIC DEVELOPMENT
Community Beautification 39 327,339 327,339 405,048 276,137
Economic Development 40 1,629,143 1,629,143 1,877,174 2,106,198
Housing and Urban Renewal 41 2,321,471 2,321,471 2,993,913 2,180,927
Planning & Zoning 42 1,442,953 1,442,953 1,553,841 1,137,265
Other Com & Econ Development 43 1,054,090 1,137,487 1,176,394 3,367,971 4,592,086 1,735,411
44
TOTAL (lines 39 - 44)45 4,453,525 3,458,958 1,176,394 0 9,088,877 11,422,062 7,435,938
GENERAL GOVERNMENT
Mayor, Council, & City Manager 46 1,435,111 1,435,111 1,334,652 1,559,428
Clerk, Treasurer, & Finance Adm.47 3,423,175 3,423,175 3,325,242 3,097,266
Elections 48 0 0 0
Legal Services & City Attorney 49 873,609 873,609 780,796 765,417
City Hall & General Buildings 50 846,415 846,415 719,403 706,946
Tort Liability 51 1,008,473 1,008,473 1,042,394 945,270
Other General Government 52 2,058,637 372,757 2,431,394 2,887,741 1,451,091
TOTAL (lines 46 - 52)53 9,645,420 372,757 0 0 10,018,177 10,090,228 8,525,418
DEBT SERVICE 54 13,039,775 13,039,775 13,806,387 13,469,600
Gov Capital Projects 55 21,807,822 21,807,822 81,247,520 33,751,049
TIF Capital Projects 56 0 0 0TOTAL CAPITAL PROJECTS 57 0 0 0 21,807,822 0 21,807,822 81,247,520 33,751,049
TOTAL Government Activities Expenditures(lines 11+22+30+38+45+53+54+57)58 59,191,008 11,285,907 1,176,394 13,039,775 21,807,822 0 106,500,906 167,930,149 110,160,033
BUSINESS TYPE ACTIVITIES
Proprietary: Enterprise & Budgeted ISF
Water Utility 59 6,876,483 6,876,483 6,649,720 6,104,189
Sewer Utility 60 6,569,539 6,569,539 6,555,682 6,089,646
Electric Utility 61 0 0 0
Gas Utility 62 0 0 0
Airport 63 364,678 364,678 357,309 841,952
Landfill/Garbage 64 8,928,216 8,928,216 9,576,399 7,777,373
Transit 65 7,617,583 7,617,583 7,544,879 7,060,644
Cable TV, Internet & Telephone 66 0 0 0
Housing Authority 67 9,339,315 9,339,315 11,429,619 9,282,229
Storm Water Utility 68 670,948 670,948 537,865 497,955
Other Business Type (city hosp., ISF, parking, etc.)69 3,587,912 3,587,912 3,530,440 2,973,733
Enterprise DEBT SERVICE 70 7,703,387 7,703,387 11,541,325 33,704,008
Enterprise CAPITAL PROJECTS 71 9,555,460 9,555,460 15,088,368 2,277,640
Enterprise TIF CAPITAL PROJECTS 72 0 0 0
TOTAL Business Type Expenditures (lines 59 - 73)73 61,213,521 61,213,521 72,811,606 76,609,369
TOTAL ALL EXPENDITURES (lines 58+74)74 59,191,008 11,285,907 1,176,394 13,039,775 21,807,822 0 61,213,521 167,714,427 240,741,755 186,769,402
Regular Transfers Out 75 6,733,374 14,767,770 16,845,447 38,346,591 46,427,544 51,062,230
Internal TIF Loan / Repayment Transfers Out 76 107,620 2,258,669 2,366,289 3,045,814 1,157,920
Total ALL Transfers Out 77 6,840,994 14,767,770 2,258,669 0 0 0 16,845,447 40,712,880 49,473,358 52,220,150
Total Expenditures & Fund Transfers Out (lines 75+78)78 66,032,002 26,053,677 3,435,063 13,039,775 21,807,822 0 78,058,968 208,427,307 290,215,113 238,989,552
Ending Fund Balance June 30 79 34,170,401 9,212,573 854,749 8,993,338 583,222 116,348 82,473,128 136,403,759 133,984,705 193,419,135
* A continuing appropriation is the unexpended budgeted amount from a prior year's capital project. The entry is made on the Con Approps page that must accompany the budget forms if used. SEE INSTRUCTIONS FOR USE.
GOVERNMENT ACTIVITIES CONT.
671
Form 703 Department of Management
LONG TERM DEBT SCHEDULE
GENERAL OBLIGATION BONDS, TIF BONDS, REVENUE BONDS, LOANS, LEASE-PURCHASE PAYMENTS
PAGE 1 Fiscal Year
City Name:Iowa City 2020
Date Bond Reg./Total Paid from
Amount Type of Certified to Debt Principal Interest Paying Agent Obligation Funds OTHER THAN Amount Paid
Debt Name of Debt County Resolution Due FY Due FY Fees Due FY Due FY Current Year Current Year
Issue Obligation Auditor Number 2020 2020 2020 2020 Debt Service Taxes Debt Service Levy
(A)(B)(C)(D)(E)(F) +(G) +(H) =(I)=-(J)=(K)
(1)9,070,000 GO 06/2021 12-284 955,000 61,213 400 1,016,613 60,502 956,111
(2)7,230,000 GO 06/2013 13-213 820,000 57,613 400 878,013 153,552 724,461
(3)11,980,000 GO 06/2014 14-134 627,044 128,825 400 756,269 309,407 446,862
(4)7,785,000 GO 06/2015 15-155 0 100,213 400 100,613 72,240 28,373
(5)8,795,000 GO 06/2016 16-162 0 154,450 400 154,850 154,850
(6)9,765,000 GO 06/2017 17-150 0 172,463 400 172,863 160,429 12,434
(7)8,895,000 GO 06/2018 18-133 3,717,956 242,550 400 3,960,906 3,960,906
(8)3,100,000 GO 06/2018 18-134 1,000,000 26,000 400 1,026,400 1,026,400
(9)13,323,240 GO proposed proposed 3,836,883 532,930 400 4,370,213 4,370,213
(10)2012D TIF Revenue Bonds 2,655,000 NON - GO 11/2012 16-255 140,000 67,485 400 207,885 207,885 0
(11)2016E TIF Revenue Bonds 12,805,000 NON - GO 09/2016 16-255 0 384,150 400 384,550 384,550 0
(12)2010 Sewer Revenue Refunding Bonds 15,080,000 NON - GO 04/2010 10-94 0 0 400 400 400 0
(13)2016 Sewer Revenue Refunding Bonds 9,360,000 NON - GO 06/2016 16-168 2,010,000 165,550 400 2,175,950 2,175,950 0
(14)2017 Sewer Revenue Refunding Bonds 4,550,000 NON - GO 06/2017 17-152 500,000 201,250 400 701,650 701,650 0
(15)2012 Water Revenue Refunding Bonds 4,950,000 NON - GO 06/2012 12-286 510,000 37,440 400 547,840 547,840 0
(16)2016 Water Revenue Refunding Bonds 3,650,000 NON - GO 06/2016 16-172 420,000 97,488 400 517,888 517,888 0
(17)2017 Water Revenue Refunding Bonds 5,910,000 NON - GO 06/2017 17-154 635,000 103,038 400 738,438 738,438 0
(18)NO SELECTION 0 0
(19)NO SELECTION 0 0
(20)NO SELECTION 0 0
(21)NO SELECTION 0 0
(22)NO SELECTION 0 0
(23)NO SELECTION 0 0
(24)NO SELECTION 0 0
(25)NO SELECTION 0 0
(26)NO SELECTION 0 0
(27)NO SELECTION 0 0
(28)NO SELECTION 0 0
(29)NO SELECTION 0 0
(30)NO SELECTION 0 0
TOTALS 15,171,883 2,532,658 6,800 17,711,341 6,030,731 11,680,610
2012 GO
2013 GO
2014 GO
2015 GO
2016 GO
2017 GO
2018A GO
2018B GO
2019 GO (proposed)
672
State Property Tax Reform Impact Summary
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; the specific provisions of bill SF295 that affect the
City’s ability to finance services are briefly explained below along with an estimate of the future
financial impact to the City’s operations.
Residential Assessment Limitation
Summary: For each assessment year beginning January 2013 and thereafter, SF295 reduces
the limit of taxable valuation growth from 4 percent to 3 percent or whichever is lowest of the
agricultural and residential classes. The City will not receive any money from the State due to
lost revenue from this provision.
Commercial & Industrial Rollback
Summary: For valuations at January 1, 2013, commercial and industrial property will be rolled
back to 95 percent. For valuations at January 1, 2014, commercial and industrial property were
rolled back to 90 percent. Thereafter, the two classes are taxed at 90 percent of their assessed
value. The bill establishes a standing appropriation for the State to backfill losses to the City
due to the commercial and industrial rollback beginning in Fiscal Year 2015 and then caps the
amount at Fiscal Year 2017 levels.
Multi-residential Property
Summary: This provision establishes a multi-residential property classification that includes
mobile home parks, manufactured home communities, land-leased communities, assisted living
facilities and property primarily intended for human habitation containing three or more separate
living quarters. Additionally, for buildings that are not otherwise classified as residential property,
that portion of a building that is intended for human habitation can be classified as a multi-
residential property, even if human habitation is not the primary use of the building and
regardless of the number of dwelling units.
The following rollback percentages will be phased in over eight years, beginning in assessment
year 2015 (fiscal year 2017). The projected loss will not be backfilled:
• January 1, 2015 – 86.25%
• January 1, 2016 – 82.50%
• January 1, 2017 – 78.75%
• January 1, 2018 – 75.00%
• January 1, 2019 – 71.25%
• January 1, 2020 – 67.50%
• January 1, 2021 – 63.75%
• January 1, 2022 and thereafter– same as residential property
Telecommunications Property Taxation
Summary: This provision provides partial exemption of property used by companies in the
transaction of telegraph and telephone business that is on a graduated percentage scale based
upon the value of the property. This is phased in, with half in assessment year 2013 (Fiscal
Year 2015) and the remainder being added in assessment year 2014 (Fiscal Year 2016). The
projected loss will not be backfilled.
673
•40 percent of the actual value of the property that exceeds $0 but does not exceed $20
million.
•35 percent of the actual value of the property that exceeds $20 million but does not
exceed $55 million.
•25 percent of the actual value of the property that exceeds $55 million but does not
exceed $500 million.
•20 percent of the actual value of the property that exceeds $500 million.
10-Year Financial Impact Projection for the City
Multi-Residential 3% Growth Com/Ind Com/Ind Com/Ind Total Property
Properties (1)Limit Rollback Total Rollback - Year 1 Rollback - Year 2 Total Tax Reduction
FY15 -$ 306,121$ -$ 306,121$ 1,015,119$ -$ 1,015,119$ 1,321,240$
FY16 - 627,423 - 627,423 1,017,657 1,017,657 2,035,314 2,662,737
FY17 851,745 982,915 - 1,834,660 730,102 730,102 1,460,203 3,294,863
FY18 1,116,560 1,350,772 3,651 2,470,982 730,102 730,102 1,460,203 3,931,186
FY19 1,396,497 1,757,911 50,443 3,204,852 730,102 730,102 1,460,203 4,665,055
FY20 1,692,226 2,177,375 54,219 3,923,821 730,102 730,102 1,460,203 5,384,024
FY21 2,004,442 2,638,952 109,644 4,753,038 730,102 730,102 1,460,203 6,213,242
FY22 2,333,868 3,115,578 113,569 5,563,014 730,102 730,102 1,460,203 7,023,218
FY23 2,681,255 3,637,715 174,931 6,493,902 730,102 730,102 1,460,203 7,954,105
FY24 3,428,308 4,177,423 179,019 7,784,750 730,102 730,102 1,460,203 9,244,954
Total 15,504,902$ 20,772,185$ 685,477$ 36,962,564$ 7,873,589$ 6,858,470$ 14,732,059$ 51,694,623$
(1) 3% annual value growth
(2) At current property tax rate
Not Subject to State Backfill Subject to State Backfill
674
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
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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 cos ts for Social
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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.
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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.
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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.
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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.
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