HomeMy WebLinkAboutMaster Proposed Book FY2023CITY OF IOWA CITY,
IOWA
FY2023 Proposed Budget
FY2022 – FY2024 Financial Plan
2022 – 2026 Capital
Improvement Plan
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CITY OF IOWA CITY, IOWA
FY202 3 Proposed Budget
FY2022 – FY2024 Financial Plan
2022-2026 Capital Improvement Plan
CITY COUNCIL
Laura Bergus
Susan Mims
Mazahir Salih
Pauline Taylor
Bruce Teague
John Thomas
Janice Weiner
City Manager: Geoff Fruin
Deputy City Manager: Redmond Jones II
Finance Director: Dennis Bockenstedt
Assistant Finance Director: Nicole Davies
Budget & Compliance Risk & Assistant to the
Officer Finance Assistant City Manager .
Jacklyn Fleagle Michelle Cook Rachel Kilburg
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CITY OF IOWA CITY, IOWA
FY2023 Proposed Budget
FY2022 – 2024 Financial Plan
2022 – 2026 Capital Improvement Plan
TABLE OF CONTENTS PAGE
Introduction
City Manager Address ................................................................................................................. 10
Strategic Plan .............................................................................................................................. 28
Other Planning Processes ........................................................................................................... 31
General Information ..................................................................................................................... 33
Economic Overview ..................................................................................................................... 37
Organizational Chart .................................................................................................................. 41
Department Summaries:
City Clerk .............................................................................................................................. 42
City Attorney ......................................................................................................................... 49
City Manager ......................................................................................................................... 55
Finance ................................................................................................................................. 83
Police Department ................................................................................................................ 112
Fire Department .................................................................................................................... 129
Parks & Recreation ............................................................................................................... 146
Library ................................................................................................................................... 171
Senior Center ........................................................................................................................ 181
Neighborhood & Development Services ............................................................................... 190
Public Works ......................................................................................................................... 218
Transportation Services ........................................................................................................ 256
Airport.................................................................................................................................... 271
Budgetary Fund Structure ........................................................................................................... 277
Departments and Divisions by Fund ........................................................................................... 280
Financial Summary
Preparation of the Financial Plan ................................................................................................ 284
Financial and Fiscal Policies ....................................................................................................... 290
Long Range Financial Planning .................................................................................................. 297
All Funds:
Fund Summaries ................................................................................................................... 302
Revenue Summary by Fund ................................................................................................. 307
Revenue Summary by Type ................................................................................................. 308
Expenditure Summary by Fund ............................................................................................ 310
Expenditure Summary by Department .................................................................................. 311
Inter Fund Transfer Schedules ............................................................................................. 312
Personnel Full-Time Equivalents ................................................................................................ 315
General Fund
General Fund Summary .............................................................................................................. 320
Assigned, Committed & Restricted Fund Balance ...................................................................... 333
General Fund Revenues ............................................................................................................. 334
General Fund Expenditures ........................................................................................................ 335
City Council ................................................................................................................................. 336
City Clerk ..................................................................................................................................... 337
City Attorney ................................................................................................................................ 338
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City Manager:
City Manager’s Office............................................................................................................ 339
Communications Office ......................................................................................................... 339
Human Resources ................................................................................................................ 341
Human Rights ....................................................................................................................... 342
Economic Development ........................................................................................................ 343
Climate Action and Outreach ................................................................................................ 343
Finance Department:
Finance Administration ......................................................................................................... 344
Accounting ........................................................................................................................... 347
Purchasing ............................................................................................................................ 348
Revenue ................................................................................................................................ 349
Police Department:
Police Administration ............................................................................................................ 350
Support Services ................................................................................................................... 350
Field Operations .................................................................................................................... 354
Fire Department:
Fire Administration ................................................................................................................ 356
Emergency Operations ......................................................................................................... 357
Fire Prevention ...................................................................................................................... 358
Fire Training .......................................................................................................................... 358
Parks & Recreation:
Parks & Recreation Administration ....................................................................................... 359
Government Buildings…………………………………………………………………………….. 360
Recreation ............................................................................................................................. 361
Park Maintenance ................................................................................................................. 362
Cemetery Operations ............................................................................................................ 365
Library:
Library Operations ................................................................................................................ 366
Library Development Office…………………………………………………………………... ..... 369
Senior Center:
Senior Center Operations ..................................................................................................... 370
Neighborhood & Development Services (NDS):
NDS Administration ............................................................................................................... 372
Neighborhood Services......................................................................................................... 373
Development Services .......................................................................................................... 376
Public Works:
Public Works Administration ................................................................................................. 378
Engineering ........................................................................................................................... 379
Transportation Services:
Transportation Administration ............................................................................................... 380
Special Revenue Funds
Community Development Block Grant (CDBG) ......................................................................... 382
HOME Grant ................................................................................................................................ 384
Road Use Tax Fund (RUT) ........................................................................................................ 386
Road Use Tax Operations .................................................................................................... 389
Other Shared Revenues .............................................................................................................. 393
Metropolitan Planning Organization of Johnson County (MPOJC) ............................................ 395
Metropolitan Planning Organization of Johnson County Operations .................................... 396
Employee Benefits Fund ............................................................................................................. 398
Emergency Levy Fund ................................................................................................................ 402
Affordable Housing Fund ............................................................................................................. 404
Iowa City Property Management Fund ........................................................................................ 406
Tax Increment Financing (TIF) Districts ...................................................................................... 409
Self-Supporting Municipal Improvement District (SSMID) – Downtown ..................................... 415
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Debt Service Fund
Debt Service Fund Summary ...................................................................................................... 420
Debt Schedules ........................................................................................................................... 425
Enterprise Funds
Parking:
Parking Fund Summary ........................................................................................................ 438
Parking Operations ............................................................................................................... 442
Transit:
Transit Fund Summary ......................................................................................................... 446
Transit Operations ................................................................................................................ 450
Wastewater:
Wastewater Fund Summary ................................................................................................. 455
Wastewater Treatment Operations ....................................................................................... 459
Wastewater Debt Service ..................................................................................................... 464
Water:
Water Fund Summary ........................................................................................................... 468
Water Operations .................................................................................................................. 472
Water Debt Service ............................................................................................................... 478
Refuse Collection:
Refuse Collection Fund Summary ........................................................................................ 483
Refuse Collection Operations ............................................................................................... 486
Landfill:
Landfill Fund Summary ......................................................................................................... 490
Landfill Operations ................................................................................................................ .494
Airport:
Airport Fund Summary .......................................................................................................... 498
Airport Operations ................................................................................................................. 500
Stormwater:
Stormwater Fund Summary .................................................................................................. 502
Stormwater Operations ......................................................................................................... 505
Housing Authority:
Housing Authority Fund Summary ........................................................................................ 507
Housing Authority Operations ............................................................................................... 509
Capital Projects Fund
Fund Summary …….. .................................................................................................................. 514
Summary by Division ................................................................................................................... 517
Summary by Funding Source ...................................................................................................... 523
Annual Recurring Projects ........................................................................................................... 531
Project Summary by Name .......................................................................................................... 537
Unfunded Projects ....................................................................................................................... 644
Internal Service Funds
Equipment:
Equipment Fund Summary ................................................................................................... 654
Equipment Operations .......................................................................................................... 656
Risk Management:
Risk Management Fund Summary ....................................................................................... 659
Risk Management Operations: ............................................................................................. 660
Information Technology Services (ITS):
ITS Fund Summary ............................................................................................................... 662
ITS Operations ...................................................................................................................... 663
Central Services:
Central Services Fund Summary .......................................................................................... 666
Central Services Operations ................................................................................................. 667
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Health Insurance Reserve ........................................................................................................... 669
Dental Insurance Reserve ........................................................................................................... 671
Statistics
U.S. Census Data ......................................................................................................................... 674
Revenue Comparisons:
Property Tax ........................................................................................................................ 675
General Fund ........................................................................................................................ 675
Hotel/Motel Tax .................................................................................................................... 676
Utility Franchise Tax Rates ................................................................................................... 676
Utility Rates ........................................................................................................................... 677
Property Tax Valuations .............................................................................................................. 678
Property Tax Levies .................................................................................................................... 680
Principal:
Taxpayers ............................................................................................................................. 681
Employers……… .................................................................................................................. 682
Sewer Customers ................................................................................................................. 683
Water Customers .................................................................................................................. 684
Operating Indicators ...................................................................................................................... 685
Department Statistics:
Police .................................................................................................................................... 686
Fire……… ............................................................................................................................. 690
Library ................................................................................................................................... 692
Senior Center ........................................................................................................................ 697
Transportation Services ........................................................................................................ 700
Neighborhood & Development Services ............................................................................... 702
Appendix
State Property Tax Reform Impact Summary ............................................................................ 706
Glossary ...................................................................................................................................... 708
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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
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To the Honorable Mayor and City Council Members,
It is my pleasure to submit Iowa City's operating and capital budget for Fiscal Year 2023. Although
Iowa Code only requires formal adoption of an annual budget, we have included a three-year
financial plan (FY 2022-2024) and five-year Capital Improvement Program (2022-2026) 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 to finance those services.
City Council’s Strategic Plan, various City Master Plans, and input from the community informed
the development of this budget. Thus, this document aims to provide resources to further strategic
priorities, implement master plans, and continue Iowa City's tradition of providing a balanced
budget while strengthening core municipal services that our residents value. The budget also
contains prudent contingency line items and reserve levels which enable the City to maintain
service levels in the event of unexpected expenditures or revenue shortfalls. Any future
modifications of this budget will be fully disclosed to the City Council and general public through
formal City Council actions at public meetings, in accordance with State of Iowa law.
Throughout the budget compilation process, allocating funding for priorities was balanced with
recognition that the financial impacts of the pandemic continue, taxable property values have
plateaued, and significant financial pressures associated with state property tax reforms will be
felt in the coming fiscal years. While we remain confident in the City’s financial foundation, the
recommended budget keeps expenditure growth to a minimum due to these broader pressures.
This budget recommends a modest addition of 3.74 full-time equivalent (FTE) positions:
• Position expansion: +0.37 FTE Communications Creative Assistant
• Position expansion: +0.37 FTE Community Development Program Assistant
• New position: 1.00 FTE Traffic Engineering Electrician
• New position: 1.00 FTE Transportation Services Program Assistant
• New position: 1.00 FTE Refuse Maintenance Worker I
Additionally, this budget includes funding for a comprehensive Compensation Study to evaluate
the competitiveness of City pay scales which will help the City attract and retain top talent.
Overall, despite anticipated property tax revenue challenges, this budget still manages to
accomplish significant investments in City Council’s strategic priorities. In recent years, strong
taxable growth and good financial management has enabled major investments including
converting several temporary positions to permanent, more than doubling funding for both the Aid
to Agencies and Social Justice and Racial Equity Grant programs, raising the City’s minimum
wage to $15 an hour, contributing $1 million annually to the Affordable Housing Fund, and setting
aside $1 million to address systemic racism and the Black Lives Matter movement.
However, the current economic climate and the final years of property tax reform place limits on
flexibility to pursue such bold investments over the next several fiscal years. This budget
demonstrates a balanced approach of fiscal prudence with continued commitment to major
priorities including aggressive climate action, long-term affordable housing, support for social
services and an increase to the Aid to Agencies program, resources to support public safety
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prevention, diversion, and co-response efforts, and investments in infrastructure and facility needs
through a strong capital improvement program.
Significant, one-time federal pandemic relief dollars will help to offset some of the anticipated
losses in financial flexibility through Fiscal Year 2025. These funds are prioritized for strategic
one-time investments in City Council priorities including transit service improvements, affordable
housing, eviction prevention, home repair, childcare and workforce development, BIPOC
business support, mental health and social services support, the arts, and hazard resilience.
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 by prioritizing the physical, mental, and economic well-being of all residents:
• Advance Social Justice, Racial Equity, and Human Rights
• Demonstrate Leadership in Climate Action
• Strengthen Community Engagement and Intergovernmental Relations
• Invest in Public Infrastructure, Facilities, and Fiscal Reserves
• Foster Healthy Neighborhoods and Affordable Housing Throughout the City
• Enhance Community Mobility for All Residents
• Promote an Inclusive and Resilient Economy Throughout the City
Significant resources are devoted to each of these Strategic Plan priorities. Additionally, financial
resources are provided to aggressively implement adopted master plans, including the Bicycle
Master Plan, Parks Master Plan, Climate Action and Adaptation Plan, the forthcoming Affordable
Housing Action Plan and a plan to accelerate community policing. Finally, significant resources
have been provided to bolster core service levels in critical areas such as community health and
safety, roadways, and utility infrastructure.
Climate Action Plan: This budget again includes an emergency levy and departmental dollars to
continue implementation of the City’s Climate Action Plan. This funding supported significant
progress in Fiscal Year 2022, including training new Climate Ambassador cohorts, another round
of Community Climate Grants and Root for Trees vouchers, development of a Teen Resilience
Corps., bolstered food waste programs, planning for a Zero-Waste Farmer’s Market in 2022, the
first annual Neighborhood Energy Blitz, and the launch of new energy efficiency incentive
programs for commercial/industrial properties, small businesses, and households. Many of the
City’s sustainability efforts are also incorporated into the Parks Master Plan, Natural Areas Plan,
and Bike Master Plan. Each of these receive significant funding for implementation through this
budget and the five-year Capital Improvement Plan for projects such as tree plantings, urban
forest management (including addressing Emerald Ash Borer), on street bike facilities, multi-
modal roadway improvements, local foods efforts and community gardens, and waste reduction.
Affordable Housing & Community Development: An update to the Affordable Housing Action Plan
is underway. Substantial resources are again devoted to affordable housing with another $1
million earmarked for the affordable housing fund, bringing the total for this line item to $5.4 million
over five years. This is in addition to several other City housing rehabilitation grant and loan
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programs. The City has also successfully created supplemental affordable housing revenue
streams through fee-in-lieu and Tax Increment Financing strategies that will bolster our efforts in
coming years. In 2021, the City purchased eight duplexes for affordable homeownership
opportunities in the South District through these alternative revenue sources. The Fiscal Year
2023 budget includes rehabilitation funds for two of the duplex units. Other community
development investments incorporated into this budget include funding for an overhaul of the
City’s comprehensive plan and a 5% increase in the Historic Preservation Grant Program.
Social Justice & Racial Equity: In recent years, City Council has demonstrated a commitment to
strengthening social services in our community, including a notable expansion of the annual Aid
to Agencies program. In Fiscal Year 2020, the Council doubled the Aid to Agencies budget,
increased the amount again in Fiscal Year 2021, and applied a 3% increase in Fiscal Year 2022
with the expectation the Aid to Agencies program will receive this inflationary increase annually.
Accordingly, this budget includes another 3% increase in local funds (+$84,808) to bring the total
funding (federal and local) for the Aid to Agencies program to $800,058 in Fiscal Year 2023.
Examples of other social justice initiatives found in this budget include:
• Increased funding for the Social Justice and Racial Equity grant program by $25,000,
bringing the total to $100,000 for Fiscal Year 2023.
• Elimination of library fines for all patrons and increased bookmobile hours bringing
library services to more geographic areas
• Addition of an outreach budget for the Community Police Review Board
• Accessibility improvements, including physical improvements to sidewalks and City parks
and facilities and funding for the annual community ADA Celebration.
• Bolstered funding for community partnerships and sponsored events, including
Juneteenth and MLK Day celebrations
• An additional $35,000 to expand the community’s crisis response efforts
• Funds to complete fair housing testing to ensure compliance with federal, state, and local
discrimination laws.
• A new commitment of $25,000 in annual funding set aside to support BIPOC business
growth and entrepreneurship.
Parks & Recreation: Over $18 million in the five-year capital improvement plan is budgeted for
parks and recreation projects, many implementing park and accessibility improvements
recommended in the Parks Master Plan. The Fiscal Year 2023 CIP budget includes funding for
playground and shelter improvements at Chadek Green Park and Court Hill Park, development
of an off-road bike trail, and ecological restoration at Whispering Meadows. Funding is also
earmarked to respond to recommendations from the Recreation Master Plan addressing major
community interests, such as City aquatics facilities.
Bike Master Plan: This budget also includes funding to continue implementation of the Bike
Master Plan. In 2021, bike lanes were added on Muscatine Avenue between Burlington and Iowa
and a series of bike boulevards in the eastside neighborhoods. Projects planned for 2022-2023
will significantly increase bike connectivity in the South District. Anticipated 2022 projects include
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a 4- to 3-lane conversion on Keokuk with bike lanes from Highway 6 to Sandusky; bike lanes
along Southgate (Keokuk to Gilbert); S. Gilbert Street 4-lane to 3-lane conversion (Southgate to
McCollister); Wetherby, Hollywood, and Lakeside bike boulevards, and extension of the Highway
6 Trail (Heinz Road and Fairmeadows). 2022-2023 road construction and resurfacing projects will
result in bike lanes on W. Benton Street (Mormon Trek to Greenwood); Rochester Avenue (1st to
Montrose); buffered bike lanes and a sidepath in conjunction with the extension of American
Legion Road; and a 4- to 3-lane conversion with bike lanes on Madison (Burlington to Iowa).
Existing bike lanes of Jefferson and Market Streets will also be upgraded to buffered bike lanes.
Anticipated 2023 projects include bike lanes along Sunset (Benton to Highway 1) and
establishing bike boulevards along Emerald, Arlington, and Oakcrest.
Core Services: Significant funds are also devoted to artistic and cultural endeavors, fostering the
vibrant community that makes Iowa City such an attractive place to live and visit. Operational
support is provided for the Englert Theater, FilmScene, Summer of the Arts, EntreFest, 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 and additional funding
has been budgeted to support placemaking in the proposed South District Self-Supporting
Municipal District. The budget also includes continued funding for the Cyclocross World Cup, Bike
to Work Month activities, Juneteenth Celebration, MLK Day Celebration, and partnership events.
Finally, this budget continues to maintain responsible funding levels for roadway repairs and
equipment replacement. In addition to annual pavement rehabilitation program funding, several
important road rehabilitation and reconstruction projects are planned for 2022 including
reconstructions of Rochester Avenue (First Ave. to Ralston Creek) and Fairchild Street. Various
water, sewer, and landfill projects are also planned in accordance with replacement and
maintenance schedules. As the need for replacement of many City facilities grows, this budget
continues to fund and refine the schedule for use of the facility reserve fund to address major
needs such as the Senior Center, Transit and Equipment Maintenance facilities, aquatic facilities,
and additional fire stations. This long-term financial planning strategy will help the City fund the
next generation of public facilities without the need for undertaking significant long-term debt.
Budget Impacts and Financial Goals
This budget was developed within the context of several significant financial impacts:
• The final years of the phased 2013 state property tax reform, including an estimated $146
million loss in multi-residential taxable value in Fiscal Year 2023 and an anticipated loss of
well over $200 million in Fiscal Year 2024.
• Beginning in 2023, commercial and industrial property tax backfill payments (which have
historically totaled $1.5 million annually) will be phased out over a five-year period.
• Despite an increase in assessed value, the City anticipates zero growth in taxable valuations
in the coming fiscal year, driven by the continued drop in multi-family rollback and a 2.27%
drop in the residential rollback rate, the lowest rate since Fiscal Year 2014.
• Ongoing financial impacts caused by COVID-19 include continued lags in revenue for some
City services and higher cost of goods.
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In light of these impacts, the preparation of this budget
was guided by three primary financial goals that seek
to establish a sound fiscal strategy for the upcoming
year and beyond. First, within the context of
heightened financial challenges, the budget aims to
prioritize adequate resources for making substantial
progress on City Council’s Strategic Plan priorities and
adopted Master Plans. The preceding pages of this
letter outline several of such investments.
Second, this budget continues to respond to phased
State property tax reforms while also confronting a
plateau in taxable property value and continued
financial impacts caused by the COVID-19 pandemic.
In recent years, robust growth in taxable valuations
has offset the losses associated with the property tax
reform and enabled the City to fund new initiatives, improve service levels, and reduce the tax
levy rate. However, while development has rebounded slightly from 2020 levels (which was
significantly impacted by the pandemic) assessed growth has slowed from the strong levels in
development over the previous decade and is expected to level off in the coming years. This is
compounded by the phased loss of commercial/industrial property tax reimbursement payments
(“backfill”), which the City had been anticipating for several years.
Thus, like past budgets, this budget includes measures to financially prepare the City before the
full impacts of these tax reforms are realized. This enables us to shift resources and adjust
operations gradually, avoiding abrupt service disruptions or steep tax rate increases. An example
of this preparation includes the aforementioned Emergency Reserve Fund, which was created
after the 2013 tax reform legislation and carries a balance of approximately $5.1 million. However,
while the City has taken such steps to manage the impacts of tax reform, maintaining service
levels will require prudent budget decisions as the next two years will be the most difficult to
navigate since the state reform efforts were approved in 2013.
Finally, while the overall impact of tax and fee changes on our community is carefully evaluated
each budget cycle, this budget remains especially mindful that many households and businesses
continue to experience pandemic-related financial pressures. Overall, the Fiscal Year 2023
impact to households is a 0.1% decrease in City taxes and utility fees over Fiscal Year 2022. This
includes a proposed $0.04 decrease in the City property tax rate and a $3 per month increase in
refuse fees (reflecting increases of $1.50 in Yard Waste, $.50 in Recycling, and $1 in Refuse) to
support recently expanded service offerings and balance growing expenses in that fund.
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 most consistent stretches of low
Financial Goals
Continue to dedicate resources towards
advancing City Council’s Strategic Plan
priorities and adopted Master Plans.
Seek fiscal stability and maintenance of
service levels through competing
financial pressures of the COVID-19
pandemic, the phase out of the property
tax backfill, and the final years of the
phased 2013 tax reform.
Support households and businesses
through the pandemic’s impact with
stable utility rates, fees, and continued
efforts to lower the City’s tax rate.
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unemployment rates in the nation. As an organization, the City has a rich tradition of responsible
budgeting policies that has created a strong financial foundation, which has helped the community
weather both past and recent economic recessions while sustaining service delivery. In 2021,
Moody’s Investors Service reaffirmed its highest quality bond rating (Aaa) for the City’s general
obligation debt.
Moody’s notes factors that could negatively impact the City’s bond rating include a substantial
and sustained reduction in reserve funds or large growth in leverage. Iowa City’s 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 community’s dollars are
spent on service delivery and Strategic Plan priorities, rather than interest payments.
Despite the stable financial position of the organization, the public should be aware of the
economic trends shaping the community. Iowa City has many attributes that attract new residents
to our city. A strong job market, good schools, and diverse cultural amenities all contribute to the
desirability of our area for families, retirees, and young professionals to make their permanent
homes. New residents, including students, bring a social and economic vibrancy that helps define
Iowa City. The City Council has adopted several policies and initiatives in recent years to maintain
and enhance our positive attributes, considering this population growth. However, population
growth has a profound effect on service delivery, land use, and housing affordability and creates
additional service demands, stresses transportation and utility infrastructure, and impacts critical
quality of life factors.
Fortunately, growth in our tax base in recent years has allowed the City to weather implementation
of state property tax reforms while devoting significant resources to new programs and
maintaining top notch service delivery. However, we have simultaneously seen both a plateau in
development and a minor decrease in taxable property valuations. As previously discussed, this
stagnation in taxable value will be compounded in coming years by a more dramatic drop in multi-
family taxability through the final year of property tax reform implementation and the new five-year
phaseout of commercial/industrial property tax backfill payments. Additionally, in Fiscal Year
2023, a drop in the residential rollback rate will reduce taxable value by 2.27% which equates to
a loss of roughly $1.6 million in direct revenue to the City.
Thus, Iowa City must continue to move forward with cautious budgeting and strong reserves to
help soften the blow of these changes and any additional unanticipated circumstances. With this
approach, I am confident Iowa City can navigate the impacts of tax reform and the pandemic and
retain 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.
“The rating further reflects a robust financial profile supported by very strong reserves and ample revenue
raising ability… The stable outlook reflects our view that the city's financial performance will remain healthy,
the city will continue to grow in size, and the strong management team will be able to offset any additional
uncertainty regarding the coronavirus impact”
- Source: Moody’s Investors Service, Iowa City 2021 GO Bond Rating
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Fiscal Year 2023 Budget Overview
The proposed Fiscal Year 2023 budget includes budgeted expenditures totaling $194,494,456.
Of the total budget, $64,980,913 is for the General Fund, $47,356,220 is directed to Capital
Projects and $53,925,114 is related to the operations of enterprise funds. A breakdown of the
budget by fund type follows:
Property taxes and charges for services account for the majority of City revenues. The following
table depicts a year-over-year comparison of Iowa City's revenue mix across all funds. The
decrease in Property Taxes is a result of property tax rollback percentages set by the State. The
increase in Other City Taxes is due to anticipated higher TIF revenues. The decrease in Use of
Money and Property is due to reduced interest revenue. The decrease in Intergovernmental is
related to one-time federal relief dollars in Fiscal Year 2022 and a decrease in State rollback
payments beginning in Fiscal Year 2023. The increase in Charges for Services represents
recovery from COVID-19 shortfalls and includes the Refuse fee increase. The decrease in
Miscellaneous includes the recommended elimination of library fines for overdue materials and a
decrease in contributions/donations. The increase in Other Financial Sources is due largely to
issuance of a sewer revenue bond. Overall, the City’s revenue is projected to decrease 6.6%.
All Funds Revenue Comparison of FY2022 versus FY2023
FY2022
Revised
FY2023
Budget
Percent
Change
Property Taxes $ 66,911,637 $ 66,468,602 -0.66%
Other City Taxes $ 6,689,842 $ 6,993,579 4.54%
Licenses & Permits $ 2,575,470 $ 2,593,050 0.68%
Use of Money & Prop $ 2,857,310 $ 2,745,188 -3.92%
Intergovernmental $ 62,667,825 $ 32,332,070 -48.41%
Charges for Services $ 43,668,325 $ 44,276,643 1.39%
Miscellaneous $ 8,172,659 $ 8,009,115 -2.00%
Other Financial Sources $ 11,499,325 $ 28,390,663 146.9%
Total $205,352,467 $191,808,910 -6.6%
General Enterprise Special Revenue Debt Service Capital Projects
FY2023 $64,980,913 $53,925,114 $15,279,396 $12,952,813 $47,356,220
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
Fiscal Year 2023 Expenditure Comparison by Fund Type
excludes transfers
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The following pie chart displays revenue across all funds for Fiscal Year 2023 only. The chart
shows the heavy reliance on taxes and charges for services to support the various projects and
services contained in this budget.
It is imperative to consider how the overall revenue and expenditure recommendations in this
budget will impact local households and businesses. The proposed property tax rate is $15.63,
the lowest tax rate in Iowa City since Fiscal Year 2002. Just a decade ago, Iowa City’s tax rate
was one of the highest in the state at $17.84 and since then we have reduced our tax rate by over
12%. In recent years, tax levy rate reductions have been made possible predominantly through
decreases in property taxes levied to repay debt.
Based on a lower property tax rate and a minor rate increase for expanded recycling, yard waste,
and refuse services, it is estimated in Fiscal Year 2023 a household with a $200,000 assessed
home value will pay approximately $4 less in taxes and fees for basic City services compared to
the previous year. The following bar chart illustrates the estimated overall financial impact of tax
and fee changes to the average household in Iowa City. The table uses $100,000 in assessed
home value so the reader may easily calculate tax payments based on their own home value.
The Fiscal Year 2023 Refuse Rate includes a $3 monthly fee increase encompassing $1.50 in
Yard Waste, $.50 in Recycling, and $1 in Refuse, supporting the heightened demand and cost
increases for these curbside services.
Property Taxes
35%
Other City Taxes, 4%
Licenses & Permits, 1%
Use of Money & Prop, 1%
Intergovernmental
17%
Charges for Services
23%
Misc.
4%
Other Financial
Sources
15%
All Funds Revenue Sources
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Property Tax Overview
The taxable valuation of property subject to all levies in Iowa City decreased 0.21% for Fiscal
Year 2023, despite assessed growth increasing 3.4%. This suggests the residential and multi-
residential tax rollbacks imposed by the State are the primary cause of the reduction in taxable
value and the reduction in the taxable proportion of multi-residential residential properties is the
most notable property tax reform provision for Iowa City’s budget. Prior to assessment year 2013
(Fiscal Year 2015), multi-residential properties were classified as commercial and taxed at 100
percent of assessed value. Since then, the taxable percentage of multi-residential properties has
dropped 3-4% annually, as depicted in the following graph.
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023
Property Taxes $930 $900 $901 $869 $884 $846
Stormwater $54 $54 $60 $60 $60 $60
Refuse $205 $229 $229 $240 $240 $276
Sewer - 800 cubic feet $433 $433 $433 $433 $433 $433
Water-- 800 cubic feet $362 $380 $399 $399 $419 $419
Total $1,984 $1,996 $2,022 $2,001 $2,036 $2,034
Percent Change 1.1%0.6%1.3%-1.1%1.8%-0.1%
-$500
$0
$500
$1,000
$1,500
$2,000
$2,500
Annual Financial Impact to Residential Households
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 Proj.
FY2024
Taxable %
of Multi-Family 100.00%95.00%90.00%86.25%82.50%78.75%75.00%71.25%67.50%63.75%54.13%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Taxable % of Multi-Family Residential Properties
18
In Fiscal Year 2024, the taxable percentage of multi-family properties will drop to match the
residential taxable percentage. This has been as low as 44% in past years and has more recently
been in the mid-fifties. If the residential rollback rate were to remain the same, the taxable
percentage of multi-family properties could drop by as much as 9% in Fiscal Year 2024. While
the property tax reform legislation has clearly provided significant benefit to multi-residential
property owners, it places additional strain on the City’s budget. For context, the multi-family
rollback will result in Iowa City losing over $146 million in taxable value in Fiscal Year 2023 alone
and that number will likely double in Fiscal Year 2024. Compounding the decline in multi-
residential taxability, in Fiscal Year 2023 the residential rollback rate will decrease by 2.27%,
which equates to a loss of roughly $1.6 million in direct revenue to the City. This drop is the largest
percentage drop in the residential rollback rate since Fiscal Year 2014.
While new construction and higher property values in recent years have fortunately been sufficient
to make up for the reduction in the taxability of residential and multi-residential properties, the
Fiscal Year 2023 budget marks a juncture in this trend with rollback rates outpacing the assessed
growth. We project similar circumstances through the next few fiscal years.
In light of these financial impacts, the proposed Fiscal Year 2023 budget reflects a minor reduction
of $0.04 in the property tax levy rate, marking the eleventh straight year of property tax rate
decreases. 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. Thus, despite the City’s tax levy rate reductions, many (if not most) property
owners’ tax bills will increase. Nonetheless, we are unaware of any city in Iowa that has been
able to implement tax rate decreases during each of the last eleven years.
In recent budgets, a reduction in the debt service portion of the property tax levy has been largely
achieved through recent debt restructuring and early bond retirement strategies, fueled by strong
taxable valuation growth. The debt service levy remains unchanged from Fiscal Year 2022. The
Emergency Levy has been modestly reduced from $.24 in Fiscal Year 2022 to $.20 in Fiscal Year
2023, which will generate approximately $850,000 for climate action activities. This allocation will
provide resources to execute climate action strategies but will also begin to create new capacity
in the Emergency Levy, which the state caps at $0.27.
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, and valuation growth. Typically, the City
experiences a larger boost in taxable valuable in valuation years (odd years). However, it should
be noted Fiscal Year 2023 deviates from that trend and the taxable valuation actually decreases
– again due largely to a reduction in the taxable percentage of residential properties (including
multi-family) in Fiscal Year 2023. It is also important to recognize that 2022 is not a re-valuation
year and thus we anticipate similarly flat taxable growth in Fiscal Year 2024.
19
The following chart shows a detailed breakdown of the City’s property tax asking for Fiscal Year
2023 compared to the previous year. The emergency levy is reduced by $0.04 and both the
employee benefits levy and debt service levy remained unchanged from Fiscal Year 2022. The
total in property tax dollars levied by the City decreased slightly from the previous fiscal year.
LEVIES
FY2022 FY2023
Dollars Tax Rate Dollars Tax Rate
per $1,000 per $1,000
General Fund Tax Levies:
General $34,188,090 8.100 $34,043,728 8.100
Transit $4,009,714 0.950 $3,992,783 0.950
Tort Liability $1,225,875 0.290 $1,220,699 0.290
Library $1,139,603 0.270 $1,134,791 0.270
Emergency $1,012,980 0.240 $840,586 0.200
Subtotal: $41,576,262 9.850 $41,232,587 9.810
Agland Levy $4,362 3.003 $4,210 3.003
General Fund Property Taxes $41,580,624 $41,236,797
Special Revenue Levies:
Employee Benefits $14,114,827 3.344 $14,055,226 3.344
Subtotal: $14,114,827 3.344 $14,055,226 3.344
Debt Service $10,786,090 2.478 $10,754,809 2.478
Total City Levy Property Taxes: $66,481,541 15.673 $66,046,832 15.633
% Change from prior year 1.65% -0.65% -0.65% -0.26%
SSMID Levy $430,096 2.000 $421,770 2.000
Total Property Taxes $66,911,637 ---- $66468,602 ----
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
Tax Value (millions)$3,036 $3,137 $3,183 $3,421 $3,543 $3,745 $3,923 $4,258 $4,396 $4,385
Val % Change 2.56%3.32%1.46%7.50%3.55%5.72%4.74%8.54%3.24%-0.26%
Ptax Rate 16.805 16.705 16.651 16.583 16.333 16.183 15.833 15.773 15.673 15.633
Rate % Change -2.69%-0.60%-0.32%-0.41%-1.51%-0.92%-2.16%-0.38%-0.63%-0.26%
15
15.2
15.4
15.6
15.8
16
16.2
16.4
16.6
16.8
17
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
Taxable Value (in millions)Property Tax Rate vs. Valuations
20
Iowa City’s tax rate reflects enhanced levels of public services
(e.g. full-time fire department, senior center, human rights,
transit and library levies, etc.), unique state and federal
mandates (e.g. public safety pension contributions), a lack of
alternative revenue sources (e.g. LOST, gaming, etc.) and
other factors such as a significant number of University of Iowa
affiliated tax-exempt properties within the jurisdiction.
Continued efforts to reduce Iowa City’s property tax rate have
begun to bring our community in closer alignment to the tax rates of other cities in Eastern Iowa.
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
support expected growth and facilitate a more affordable environment for residents and
businesses. Looking ahead, it is likely Iowa City’s property tax rate will stabilize at or near the
Fiscal Year 2023 level.
General Fund Overview
The General Fund, which includes services such as police, fire, parks and recreation, and general
government, represents approximately one third of the total budget. General Fund operations are
largely supported by property taxes, which constitute approximately 69% of the total revenue in
this fund. A breakdown of General Fund revenue sources is provided in the following pie chart.
On the expense side, annual expenditure growth in the General Fund is typically around 3% but
recognizing the unique financial challenges in the years ahead, the Fiscal Year 2023 budget
includes an increase of only 1.25% in General Fund expenditures. Furthermore, personnel-
related costs account for the bulk of General Fund expenses (approximately 75% in Fiscal Year
2023), meaning services and supplies will shoulder the impact of decreased expenditures. A
summary of General Fund expenditures by category is provided in the following pie chart.
Property Taxes
69%
Other City Taxes
5%
Licenses & Permits
4%
Use of Money & Property
1%
Intergovernmental
7%
Charges for Fees & Services
2%
Miscellaneous
11%Other Financing
Sources
1%
FY2023 Revenues & Other Financing Sources
excludes transfers
FY2022 Municipal Property
Tax Rates in Eastern Iowa
North Liberty $11.52
Coralville $14.28
Iowa City $15.67
Cedar Rapids $15.87
Davenport $16.78
21
Prioritization of General Fund expenditures is crucial considering annual salary and benefit growth
(generally 3-4% annually), rising supply and material costs, and increased service demands due
to a growing population. Balancing the increasing service demands with other financial pressures,
this budget recommends a modest increase of 0.74 FTE property tax supported staff positions.
Though this proposed budget is the eleventh consecutive recommended reduction in the property
tax rate, the reduction is in the emergency levy and does not impact General Fund operations.
Staff remain committed to identifying efficiencies that strengthen our operations while continuing
to provide the services in alignment with community expectations and Council’s Strategic Plan.
Enterprise / Business Fund Overview
Enterprise or Business Funds refer to specific operations intended to be self-sustaining without
the need for subsidy from property taxes or revenue sources other than fee collection directly
related to the operation. The budgeted revenues, expenditures, and corresponding fund balances
of the City’s enterprise funds are detailed in the following table.
Fund Estimated
Revenues
Transfers
In
Budgeted
Expenditures
Transfers
Out
Estimated
Fund
Balance
6/30/22
Restricted,
Committed,
Assigned
Unassigned
Fund
Balance,
6/30/2022
Unassigned
Balance as
% of Rev &
Trans In
Parking 5,867,389 1,000,000 4,097,573 2,073,050 3,086,434 603,702 2,482,732 36%
Transit 5,091,857 4,390,999 8,490,957 400,000 12,215,022 6,408,312 5,806,710 61%
Wastewater 12,411,110 4,791,312 9,975,902 7,918,437 24,695,909 10,112,236 14,583,673 85%
Water 10,926,637 3,126,725 9,408,244 4,166,725 13,436,342 6,675,868 6,760,474 48%
Refuse 4,474,772 8,125 4,600,849 0 1,019,739 0 1,019,739 23%
Landfill 7,222,531 1,459,739 5,783,431 6,072,471 22,774,802 21,444,946 1,329,857 15%
Airport 385,410 100,000 385,060 32,500 351,170 286,258 64,912 13%
Stormwater 1,715,290 1,101,500 682,768 1,790,000 1,303,882 674,000 629,882 22%
ICHA 10,905,608 0 10,500,330 54,791 6,836,909 1,352,997 5,483,912 50%
Personnel
75%
Services
18%
Contingency, 1%
Supplies, 3%
Capital Outlay, 3%
FY 2023 General Fund Expenditures by Category
excludes transfers
22
Each of the City's enterprise funds are in varying, yet stable conditions. In Refuse operations, the
demand for expanded services within curbside collection programs has grown considerably in
recent years. Additionally, new automated equipment and the addition of one staff position in the
proposed budget have pushed expenditure projections up. To maintain the high level of customer
service within these programs, a $3 per month fee increase is recommended for the Refuse Fund,
which represents increases of a $1.50 in Yard Waste, $.50 in Recycling, and $1.00 in Refuse.
Recognizing the financial pressures many households and businesses are facing due to impacts
from COVID-19, no other new rate or fee increases are recommended for Fiscal Year 2023.
Capital Improvement Plan Highlights
The capital budget for Fiscal Year 2023 totals $47,356,220 and the five-year CIP totals
$205,848,950. 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, other non-committed dollars are directed toward critical infrastructure projects and facility
improvements.
Each year, significant resources are committed to annual capital projects including water and
sewer main replacements, fire truck replacements, annual street overlays, facility projects, and
curb ramp replacements. Recurring projects in this five-year Capital Improvement Plan include
bicycle master plan improvements, annual tree plantings, bus stop improvements, and ADA
improvements. Other examples of significant projects that align with Council priorities and are
budgeted for in the 2022-2026 Capital Improvement Plan include the following (many projects will
span multiple years):
Streets, Bridges, and
Traffic Engineering
45%
Water/Wastewater/Stormwater
21%
Landfill
4%
Transit & Parking
12%
Culture & Rec
12%
Public Safety
2%
Government Buildings
2%
Airport
2%
Capital Improvement Projects by Category 2022-2026
23
2022
• Chadek Green Park improvements
• Court Hill Park improvements
• North Westminster Storm Sewer
• Parking ramp automated equipment
• Senior Center exterior improvements
• Whispering Meadows Ecological
Restoration
• Rochester Avenue reconstruction (First
Ave to Ralston Creek)
• Fairchild Street Reconstruction
2023
• Kiwanis Park improvements
• Gilbert Street Bridge replacement
• Hunter’s Run Park improvements
• Willow Creek Trail replacement
• Landfill Cell development
• Dubuque Street reconstruction
• Iowa Avenue Bridge rehabilitation
• Riverside Dr. pedestrian bridge rehab
• Wastewater Digester Complex rehab
• Rohret South Sewer expansion
2024
• Equipment Maintenance building
replacement
• Palisades or Stone Bridge Park
• Lower City Park shelters & restroom
• Terrell Mill Skate Park redevelopment
• College Green Playground Replacement
• River Street Storm Sewer improvements
• Court Street Reconstruction
• Fire Apparatus Replacement
2025
• City Park pool replacement
• Senior Center interior improvements
• Dodge Street reconstruction
• Park Road reconstruction
• North Gilbert Street reconstruction
• Airport Apron Expansion
• Upper City Park improvements
• Hickory Hill Park shelters and restrooms
2026
• Library furnishings replacement
• Highway 6 trail extension
• Taft Avenue reconstruction
• Napoleon Park softball field renovation
• Melrose Water Main
• N. Market Square playground
• S. Dubuque St. reconstruction
• Market & Jefferson two-way conversion
Debt Service
Staff is projecting general obligation bond issues of $10.3 million in both Fiscal Year 2023 and
Fiscal Year 2024, including 2% for bond issuance costs. The use of general obligation bonds is
required to carry out the projects that are being recommended. This level of bonding projected is
well below the thresholds established by the State and is consistent with Iowa City’s debt policies.
24
The State of Iowa limits city debt to no more than 5% of the total assessed value of taxable
property within the corporate limits as established by the City Assessor. The City Council’s Debt
Management policy follows best practices for Aaa rated communities and aims to limit outstanding
general obligation and tax increment revenue bonded debt to no more than 0.75% of total
assessed property valuations. The budget anticipates outstanding debt of $65 million at Fiscal
Year 2023 year-end, which is approximately 0.90% of total valuations and equal to roughly 18%
of the allowable debt level established by the State.
Iowa City's internal fiscal policy also specifies that the debt service levy shall not exceed 30% of
the total property tax levy. The debt service levy included in the Fiscal Year 2023 budget remains
unchanged from the prior fiscal year and accounts for approximately 16% of the City’s total levy.
The following depicts outstanding general obligation and TIF revenue 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. Recent early general obligation bond redemptions include $2.1
million in Fiscal Year 2016, $2.2 million in Fiscal Year 2017, $5.5 million in Fiscal Year 2018, and
$3.9 million in Fiscal Year 2019. These early redemptions save the City a significant amount in
interest expenses, which means money is spent on service delivery rather than debt payments.
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
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 *FY22 *FY23 *FY24
Debt (millions)67 62 58 67 67 67 68 67 66 65 67
% of Val 1.33%1.44%1.28%1.17%1.25%1.22%1.14%1.11%0.97%0.94%0.90%
0.00%
0.20%
0.40%
0.60%
0.80%
1.00%
1.20%
1.40%
1.60%
$0.0
$10.0
$20.0
$30.0
$40.0
$50.0
$60.0
$70.0
$80.0
Millions of Dollars ($)General Bonded Debt Outstanding
and Percent of Total Valuation
25
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.
Looking Ahead
In summary, this year’s budget is built on a strong foundation of several years of prudent financial
decision-making but is nonetheless strained by the significant financial pressures caused by
several state level property tax reforms, a sharp decline in the residential rollback percentage,
and plateauing taxable property values. The statewide reforms will disproportionately affect
growing communities with large multi-residential residential markets like Iowa City. These
pressures on the City’s budget will require continued fiscal prudence to maintain the City’s
financial position in Fiscal Year 2023 and to prepare for even greater stress on the budget in
Fiscal Year 2024.
Although we must remain cognizant of these impending challenges, the City is currently in a
secure financial position. While staffing and public service investments in previous budgets
indicated a strong economic climate during that time, this budget assumes a more cautious
approach to maintain these previously established, excellent service levels. The Fiscal Year 2023
operating budget continues to prioritize funding for Strategic Plan initiatives and projects that
support our community’s values. Capital investments continue to largely focus on addressing
deferred critical infrastructure maintenance.
It cannot be understated how rare the flexibility to invest millions of dollars in climate action
initiatives, social justice and racial equity, affordable housing, historic preservation, and public
health and crisis services is for a municipal government. In recent years, the City has tackled such
audacious undertakings while absorbing property tax reforms and continuing to invest in deferred
road, facility, and park maintenance, staff positions to serve a rapidly growing community, and
healthy reserve funds. The ability to accomplish these goals simultaneously is an exceptional
financial feat 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 which will
continue to benefit the community even as we anticipate strain on property tax revenue in the
coming years.
Conclusion and Acknowledgements
This budget document reflects Iowa City’s focus on providing high quality municipal services in a
fiscally responsible manner. It was crafted with guidance provided by the City Council through the
Strategic Plan and adopted Master Plans.
The City’s financial condition remains strong despite the pandemic and our reserve levels provide
sufficient flexibility to respond to upcoming challenges. While property tax reforms and continued
economic impacts from the pandemic will create funding challenges in the upcoming years, with
proper planning and realistic priority setting, the City will be able to achieve our long-term goals.
In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads,
supervisors, and staff in submitting thoughtful and responsible spending plans for the coming
year. I would like to specifically recognize the efforts of the Finance Department, led by Director
26
27
City of Iowa City
Strategic Plan
Strategic Plan and the Financial Plan
This Three-Year Financial Plan for fiscal years 2022 through 2024 and the fiscal year 2023
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. Respond to climate crisis and implement Climate Action and Adaptation Plan, and
2. Provide resources to make significant progress in implementing City Council’s other
Strategic Plan priorities and adopted Master Plans, and
3. Balance expanding service needs and community priorities with declining taxable value
of apartment buildings, and
4. Consider the overall effect of changes on household budgets including taxes, fees, and
School District/County needs.
The following is a summary of the City Council’s strategic plan priorities and initiatives that were
adopted by the City Council.
Strategic Plan Priorities
This Strategic Plan intends to foster a more Inclusive, Just and Sustainable Iowa City.
1. Advance Social Justice, Racial Equity, and Human Rights
2. Demonstrate Leadership in Climate Action
3. Strengthen Community Engagement and Intergovernmental Relations
4. Invest in Public Infrastructure, Facilities and Fiscal Reserves
5. Foster Healthy Neighborhoods and Affordable Housing Throughout the City
6. Enhance Community Mobility for All Residents
7. Promote an Inclusive and Resilient Economy Throughout the City
Strategic Plan Projects, Programs, Policies and Initiatives
Advance Social Justice, Racial Equity, and Human Rights
• Ensure City progress towards increasing diversity of staff in a manner that is reflective of
community demographics
• Complete the phased effort to raise the minimum wage for temporary employees to $15.00
per hour by July 1, 2021
28
• Continue emphasis on human rights-based training for city employees, boards and
commissions, and the community
• Establish priorities and ensure resources for increased access and translation of critical
city messages
• Continue partnerships with community organizations through the City’s Social Justice and
Racial Equity grant program
• Develop a coordinated effort across City departments to expand social and recreational
programming for special populations
Demonstrate Leadership in Climate Action
• Adopt and begin implementation of the Accelerating Iowa City’s Climate Actions Report
• Track and effectively communicate progress toward reaching the Intergovernmental Panel
on Climate Change’s (IPCC) carbon emission reduction targets adopted locally by the City
Council in 2019
Strengthen Community Engagement and Intergovernmental Relations
• Initiate a redesign of the City’s website
• Pursue creative engagement techniques with a focus on reaching diverse populations and
neighborhoods
• Work collaboratively with other local governments and strengthen ties with our state and
federal elected delegation
Invest in Public Infrastructure, Facilities and Fiscal Reserves
• Carefully prepare for significant financial challenges projected during the final years of
State property tax reform mandates through fiscal year 2024
• Strive to continue to reduce the City’s overall property tax rate
• Evaluate Local Option Sales Tax and other alternative revenues that may be needed to
achieve Iowa City’s strategic objectives and reduce reliance on debt and property taxes
• Develop a long-term plan to improve the pavement condition of City streets
• Initiate physical and financial planning efforts to modernize and expand critical public
facilities
• Consider establishing a cost of development framework that can help guide decisions on
how best to accommodate future growth
Foster Healthy Neighborhoods and Affordable Housing Throughout the City
• Identify new efforts to expand and adapt the City’s affordable housing and neighborhood
improvement strategies to meet long-term needs throughout the community
• Consider and adopt the South District form-based code and ensure it can be adapted to
other parts of Iowa City
• Continue implementation of the Parks Master Plan and complete an accompanying
Recreational Facilities Master Plan
• Monitor and report biannually on building and rental permit trends in the former rental cap
neighborhoods
29
• Support neighborhood activities and improvements that create vibrant, creative spaces
and inspire a sense of place and community
Enhance Community Mobility for All Residents
• Continue implementation of the City’s Bicycle Master Plan and pursue Gold Bicycle
Friendly Community status from the League of American Bicyclists
• Complete the Iowa City Area Transit Study, pursue recommended changes, and evaluate
implementation outcomes, to ensure community needs are met by system changes
• Ensure ease and safety of travel for residents and visitors through expansion of
accessibility measures, improved connectivity, and use of adopted complete streets
design standards
Promote an Inclusive and Resilient Economy Throughout the City
• Through collaboration with local partners, increase opportunities for marginalized and low-
income populations to obtain access to skills training, good jobs and affordable childcare
• Encourage healthy, diverse, and sustainable economic activity throughout Iowa City,
including taking steps to invigorate neighborhood commercial districts and create new
small neighborhood commercial nodes
• Effectively support growth and promotion of small locally-owned businesses, women and
minority-owned businesses, and the local foods economy
30
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
31
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).
32
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
33
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.
34
Iowa City by the Numbers:
• Population 74,828
• Land Area 25.01 square miles
• Average Persons Per Household 2.24
• Bachelor's Degree or Higher 59.1%
• 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 (2020 Census & QuickFacts) and Weatherbase (November
2021)
Iowa City: Best Of...
Area Recognition & Accolades 2021
• Iowa City #58: Top 100 Best Places to Live, Livability
• Wilson's Orchard and Farm #1: Best Places to Go Apple Picking in Every State,
Reader's Digest
• Iowa City #13: Most Livable College Towns, SmartAsset.com
• Iowa City #25 of Top Cities in the Midwest for startup businesses,
MidwestStartups.com
• Iowa City #13: The 50 Happiest Cities in the United States, USA Today
• Iowa City earned the top score for municipal support of LGBTQ rights – Human
Rights Campaign’s 2021 Municipality Equality Index
Education: Public education to the City is provided by the Iowa City Community School
District, with certified enrollment of 14,086 for the 2020-21 school year. The district
operates twenty elementary schools, three junior high schools, three 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 2,680 for school year 2020-21. Iowa City is also home to Regina Catholic
Education Center, a private Catholic institution, Willowwind 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.
35
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 Street 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.
36
Economic Overview
The Iowa City economy
experienced consistent
annual growth from 2010
through 2018; real GDP
grew in thirty-six consecutive
quarters up until that time. A
decline in GDP occurred in
2019 due to the international
trade wars which broadly
impacted the Midwest
region. The resumption of
growth in 2020 is uncertain,
due to the onset of the
COVID-19 pandemic.
(Source: Bureau of
Economic Analysis)
Iowa City’s employment
picture has fared better
than the state as a
whole over the past ten
years, and its
unemployment rate
continues to remain
below state and national
levels. As of February
2021 (preliminary), the
Iowa City Metropolitan
Statistical Area (MSA)
was the thirty-third
lowest unemployment
rate of all MSAs
nationally.
(Source: Bureau of
Labor Statistics)
37
The growth in
assessed property
value has averaged
4.55 % over the last
ten years. The growth
in taxable value has
averaged 4.54% 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 fiscal year 2009,
when forty-four percent of residential property values were taxable. This percentage has increased
steadily for several consecutive years and decreased the last year. However, this has coincided with
slower assessed value growth and an Iowa Supreme Court decision allowing some apartment
complexes previously taxed as commercial properties to reorganize as residential cooperatives.
Currently, ninety percent of a commercial property’s assessed value is taxable, meaning that as
apartment complexes are reclassified as residential, the revenue the City realizes in property taxes
from these complexes drops by approximately half. As Iowa City has more multi-unit apartment
buildings per capita than elsewhere in the state, this decision disproportionately affects Iowa City’s tax
base.
38
The value of building permits issued
reached an all-time high of $388
million in 2016. The value of building
permits was at $87 million in 2020,
which was below the ten -year
average of $184 million due to a lag
in construction during the COVID-19
pandemc.
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 2020
revenues are down due to the
onset of the COVID-19
pandemic.
*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 City
Council passed and approved an
ordinance establishing a one percent
(1%) tax. Of the $884,000 for fiscal year
2020, $532 ,000 fund ed a portion of the
operational costs associated with Fire
Station #4 and maintenance of street
right-of-way.
*FY14 is first period reported on an accrual basis.
39
Iowa City’s levy
rate dropped
approximately
four-tenths of a
percent (0.4%) in
fiscal year 2021
to $15.773, and
another six-tenths
of a percent
(0.6%) in fiscal
year 2022 to
$15.673. The
rates of
overlapping
jurisdictions are
not certified as of
this publication.
City pension contributions
has grown six of the last
nine years at a rapid pace,
except fiscal year 2017
and fiscal year 2016
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 basis.
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.
40
City of Iowa City
Organization Chart
CITY COUNCIL
CITY ATTORNEY
City Attorney
• City Attorney
CITY MANAGER
City Manager
• City Manager
• Communications Office
• Human Resources
• Human Rights
• Economic Development
• Climate Action & Outreach
AIRPORT
COMMISSION
Airport
• Airport Operations
LIBRARY
BOARD
Library
• Library Operations
• Library Development
Office
CITY CLERK
City Clerk
• City Clerk
Fire
• Administration• Emergency Operations• Fire Prevention• Training
Public Works
• Administration• Engineering• Streets• Wastewater• Water• Equipment • Resource Management
Transportation Services
• Administration• Parking• Public Transportation
Police
• Administration• Support Services• Field Operations
Finance
• Administration• Accounting• Purchasing• Revenue• Risk Management• Information Technology Services
Neighborhood &
Development Services
• Administration• Development Services• Neighborhood Services• Metropolitan Planning Organizationof Johnson County
Parks & Recreation
• Administration• Recreation• Park Maintenance• Cemetery• Government Buildings
Senior Center
• Senior Center Operations
ELECTED
APPOINTED
Departments & Divisions
COMMUNITY
41
City Clerk
Department
Contact information
City Clerk: Kellie Fruehling
Website: www.icgov.org
Telephone: 319-356-5043
Address: 410 E. Washington Street
42
City Clerk Department
Department Mission
“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, outdoor service areas, cigarette licenses, beer/liquor licenses, cemetery deeds, and
parade and public assembly permits 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).
Department Staffing
Kellie Fruehling
City Clerk
Ashley Platz
Deputy City Clerk
Chris Olney
Administrative Secretary
Wendy Mayer
License Specialist
“The City Clerk’s Office promotes
transparency by ensuring access
to public records”
- Kellie Fruehling
43
Funds/Divisions
General Fund:
•City Clerk
City Council
City Clerk
*City Clerk's Office
*Citizen Police Review Board
44
City Clerk
The City Clerk division oversees keeping of the official records and proceedings for the City.
General Fund Activities:
• City Clerk’s Office
• Citizen Police Review Board
Boards and Commissions:
The City Clerk 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 the community’s views on the policies, practices and
procedures of the Iowa City Police Department.
45
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
The CPRB expenditures of $60,596 are all Services expenditures. Their expenditures grew
by 20.2% in fiscal year 2023 due to the addition of $10,000 for retaining a social
worker/medical professional with trauma awareness training for purposes of assisting a
complainant throughout the complaint process.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
46
Goals, objectives, and performance measures
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the City,
Enhance Community Mobility for All Residents, Foster Healthy
Neighborhoods and Affordable Housing Throughout the City, Invest in
Public Infrastructure, Facilities and Fiscal Reserves, Strengthen
Community Engagement and Intergovernmental Relations,
Demonstrate Leadership in Climate Action, Advance Social Justice,
Racial Equity, and Human Rights
Department Goal/Objective: Provide support to the City Council, City staff, and individuals
to implement strategic plan.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Ordinances & Resolutions
Received and Finalized (with
attached documents e.g.
Contracts)
377 346 304 456 371
Legal Publications Published 585 552 499 586 556
Notice to Bidders Posted 33 23 21 44 30
Council Meeting and
Information Packets Distributed 121 107 115 144 122
0
100
200
300
400
500
600
700
CY 2018 CY 2019 CY 2020 CY 2021 Projected CY 2022 Estimate
Ordinances & Resolutions Received and Finalized
Legal Publications Published
Council Meeting and Information Packets Distributed
47
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Invest in Public Infrastructure, Facilities and Fiscal Reserves
Department Goal/Objective: 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.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Number of Licenses and Permits
Processed 521 685 442 478 532
Board & Commission
Applications Processed 78 111 136 148 118
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental Relations
Department Goal/Objective: Provide support to the City Council, City staff, and individuals to Efficient
and timely release of information from Council and City departments as
requested (agenda packets, press releases, etc.); and ad hoc
committees. Archive documents as required by state code and City
policy.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Number of Committees/
Commissions Meetings Staffed
(Diversity; Charter Review;
Community Police Review
Board; Senior Services)
13 15 15 14 14
Number of Images converted
from microlfim - Council folders 66,163 N/A N/A N/A N/A
Number of Images Electronically
Archived (JC Recorder and
Project Files)
6,030 10,974 6,432 1,740 6,294
Number of Board and
Commission Meeting Packets
Archived
171 155 173 190 172
48
City Attorney
Department
Contact information
City Attorney: Eric Goers
Website: www.icgov.org
Telephone: 319-356-5030
Address: 410 E. Washington Street
49
City Attorney Department
Department Mission
“The City Attorney’s Office represents the City in 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.
Department Staffing
Eric Goers
City Attorney
Sue Dulek
First Assistant City Attorney
Liz Craig
Assistant City Attorney
Sara Greenwood Hektoen
Assistant City Attorney
Jennifer Schwickerath
Assistant City Attorney
Mary McChristy
Legal Assistant
Kathleen Thornton
Administrative Secretary
“The City Attorney’s Office strives to
advance the strategic objectives of
Council through thoughtful, rigorous, and
timely legal advice and representation.”
- Eric Goers
50
Funds/Divisions
General Fund:
•City Attorney
City Council
City Attorney
*City Attorney's Office
51
City Attorney
The City Attorney division oversees the legal affairs for the City.
General Fund Activities:
• City Attorney’s Office
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures for the fiscal year 2023 budget increased by $1,588 or 14.43%
primarily due to an increase in the purchase of reference materials and software licenses.
Staffing Level Change Summary
The City Attorney’s office has 5.50 full-time equivalents. There are no staffing level changes
in the fiscal year 2023 budget.
52
Goals, objectives, and performance measures
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout the
City, Invest in Public Infrastructure, Facilities and Fiscal
Reserves, Strengthen Community Engagement and
Intergovernmental Relations, Demonstrate Leadership in Climate
Action, Advance Social Justice, Racial Equity, and Human
Rights
Department Goal/Objective: Provide professional legal advice and representation to the City
Council, City Manager, Department Directors and Staff and City
Assessor.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Ordinances & Resolutions
Approved (with attached
documents e.g. Contracts)
377 346 304 456 371
Public Meetings of City Council,
Boards and Commissions Staffed
by City Attorney’s Office
81 70 63 57 60
Cases in State and Federal
Courts and Administrative
Agencies
24 28 33 53 40
24 28 33
53
40
Cases in State and Federal
Courts and Administrative
Agencies
CY 2018 CY 2019 CY 2020 CY 2021 Projected CY 2022 Estimate
53
Strategic Plan Goal: Foster Healthy Neighborhoods throughout the City, Invest in
Public Infrastructure, Facilities and Fiscal Reserves
Department Goal/Objective: Provide Professional Representation to City in enforcement of
the City Code and rules of the Housing Authority.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Prosecution of Simple
Misdemeanors 174 154 63 70 150
Municipal Infraction Cases 102 209 78 150 200
Property Acquisition Parcels Acq. N/A N/A 66 125 125
Housing Authority Hearings 26 30 27 30 30
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal/Objective: Professional handling of acquisition & purchases of homes in
programs endorsed by City Council (e.q. UniverCity & flood
buyout).
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Number of Closings 11 6 3 10 10
0 100 200 300 400 500 600
CY 2018
CY 2019
CY 2020
CY 2021 Projected
CY 2022 Estimate
Prosecution of Simple Misdemeanors Municipal Infraction Cases
Property Acquisition Parcels Acq.Housing Authoritty Hearings
54
City Manager
Department
Contact information
City Manager: Geoff Fruin
Website: www.icgov.org
Telephone: 319-356-5010
Address: 410 E. Washington Street
55
City Manager Department
Department Mission
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 community
members, 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 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 administration of the City’s personnel
system. The City Manager prepares a proposed annual budget along with policy and program
recommendations and submits it to the City Council for consideration and approval.
“The City Manager’s Office is committed to
ensuring our financial resources contribute
to efficient, high-quality municipal services,
reliable public infrastructure, and the
meaningful pursuit of strategic goals set by
our elected leaders.”
- Geoff Fruin
56
Funds/Divisions
General Fund:
• City Manager
• Communications Office
• Human Rights
• Human Resources
• Economic Development
• Climate Action and Outreach
City Manager
*City Manager
Communications Office
*Communications Office
*Cable Administration
*Cable Reserves
Human Rights
*Human Rights
*Black Lives Matter
Human Resources
*Human Resources
Economic Development
*Economic Development
Climate Action
& Outreach
*Climate Action & Outreach
57
Department Staffing
The City Manager Department has 21.26 FTE across 6 divisions.
Senior Management
Deputy City Manager Human Resources Economic Development
Redmond Jones Administrator Coordinator
Karen Jennings Wendy Ford
Equity Director Communications Coordinator
Stefanie Bowers Shannon McMahon
3.00
9.26
3.00
2.00
1.00
3.00
City Manager Communications
Office
Human Resources Human Rights Economic
Development
Climate Action &
Outreach
City Manager Department FTE by Division
58
59
City Manager
The City Manager’s Office 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.
General Fund Activities:
• The City Manager is the chief administrative officer for the City and is appointed by the
City Council, managing the City’s day-to-day operations under broad policy direction from
Council. The City Manager supervises the activities of all City departments and advises
the City Council on matters relating to planning, development, and municipal operations.
The City Manager implements policy decisions of the City Council and enforces City
ordinances through the management of the City’s operating departments and
administration of the City’s personnel system. The City Manager prepares a proposed
annual budget along with policy and program recommendations and submits it to the City
Council for consideration and approval.
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Fiscal year 2023 Services expenditures decreased by $7,876 or 3.60% due to a decrease in
Community Sponsored Event expenditures.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
60
Communications Office
The Communications Office coordinates and assists with internal and external
communications for 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 Cable
Television (City Channel 4) activities.
General Fund Activities:
• The Communications Office coordinates media, informational efforts and promotional
campaigns, maintains the City’s public website and employee intranet, manages social
media, and collaborates with Cable staff to create and share photography and video
content for television, social media, and general City news. The team coordinates with
City staff to advise on policies and procedures, publicizes city and community events,
while also supporting customer service functions throughout the organization through an
online customer service portal. The division also provides creative services and
communications support throughout the organization, and staffs the front lobby
information desk, which serves as the customer service hub of City Hall.
• 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 monitors changes in Federal and State
laws and regulations and relevant legal decisions related to cable television.
• Cable TV Reserves are used to purchase equipment and supplies, including computer
hardware and software.
Boards and Commissions:
The Iowa City Telecommunications Commission completed research in the beginning of 2021
regarding the potential for a municipal broadband network and for funding opportunities to
help make broadband in Iowa City more affordable and accessible. In April 2021, the
Commission recommended, and the City Council approved the repeal of the cable television
franchise ordinance and the dissolution of the Commission. The City’s franchise agreement
with Mediacom expired in August 2018 and Mediacom has since operated pursuant to a state
franchise.
61
Recent Accomplishments:
• Changing how the City does business and communicates with the public during
COVID
• Administer the City Zoom account to make virtual meetings accessible to the
public; provide staff support
• Created Facebook Live video updates in multiple languages during pandemic
onset
• Reimagined annual events to provide virtual experiences
• Implemented ADA accessible web forms to continue business online
• Began coordinating the audio-video recording and distribution of City board,
commission, and committee meetings
• Began captioning all video programming archived on citychannel4.com and on
the City Channel 4 YouTube channel
• Continued production of the Community Connection program, focusing on
current issues, upcoming events, and new City initiatives; featuring staff from
City departments, representatives of local organizations, and other community
leaders. 63 of these programs were produced from March 2020 through
September 2021.
• City Channel 4 staff won third place for its citychannel4.com website in a
national competition within the category of Government Access Station Website
Upcoming Challenges:
• New website
• New customer service reporting app – Tyler311
• Increased engagement with marginalized community
• Increased engagement with student population
• Creative solutions for video coverage of virtual and hybrid events
• Increased Equity & Human Rights focus on initiatives – Equity toolkit
• Continued conversion of forms to ADA compliant versions, will improve website
accessibility
• ADA compliance in design and website
• Improve public safety and social services messaging
• Further exploration of ways to utilize video content to appeal to and engage a diverse
population
62
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Services expenditures in the Communications Office budget decreased by 57.6% in fiscal
year 2023 primarily due $90,000 being budgeted in fiscal year 2022 for website redesign.
Services expenditures in the Cable Administration budget increased by 50.9% in fiscal year
2023 primarily due to the addition of media management software/service.
Capital Outlay expenditures in the Cable Reserves increased by $20,500 due to an increase
in spending for the replacement of video recording equipment.
Staffing Level Change Summary
The Communications Creative Assistant position was upgraded from a .63 FTE part-time
position to a 1.0 FTE full-time position to meet the growing demand for pictures and graphics
for City materials and publications.
63
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Increase opportunities for public engagement and education.
Department Objective: Utilize social media, website, video messaging and media outreach
to provide access to a wide audience.
Video Programming FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Programming promoting urban
core activities and organizations 115 101 58 60 65
Programming promoting general
City initiatives, projects,
and public input
322 341 313 463 475
Note: Includes full-length and short programs, public service announcements, & program segments
0
5,000
10,000
15,000
20,000
25,000
30,000
Twitter
(followers)
Facebook
(Likes)
Instagram
(followers)
Media release
activity
E-subscriptions
Social Media and Digital Outreach Growth
FY 2019 FY 2020 FY 2021 FY 2022 Projected FY 2023 Estimate
64
Human Resources
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.
General Fund Activities:
The Human Resources activity 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 hourly
• 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 hourly 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
Boards and Commissions:
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.
Recent Accomplishments:
• Completed entry level Police Officer testing in compliance with Chapter 400 of the
Iowa Code.
• Secured Civil Service Commission approval for Police Officer recruitment and testing,
implementing 1-year trial period using rolling application cycles.
• Completed update and revision of City Personnel Policies.
• Settled voluntary five-year collective bargaining agreement with AFSCME union.
• Created Non-bargained employment and benefits manual containing policy guidance
on issues prohibited under collective bargaining statute.
• Navigated and advised on numerous personnel issues related to COVID-19.
65
Upcoming Challenges:
• Fire Chief recruitment.
• Police promotional testing for ranks of Sergeant, Lieutenant and Captain.
• Fire promotional testing for ranks of Lieutenant, Captain, Battalion Chief and Deputy
Chief.
• Wage and insurance re-opener negotiations with Fire union for FY23 and FY24.
• Implementation of Police Officer testing under approved rolling application cycle
process.
• Potential entry level Firefighter testing.
66
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Services expenditures increased by 32.4% in fiscal year 2023 budget primarily due to the
addition of $100,000 for a compensation study.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
67
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Recruitment for permanent and temporary positions in
compliance with Chapter 400 of the Iowa Code, applicable
collective bargaining agreements and City policies.
Department Objective: To employ effective and efficient recruitment practices in a
cost-effective manner.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Internal Hires 45 48 48 47 47
Number of External Hires 144 118 131 130 130
Positions posted but not filled 7 11 10 9 9
Performance Measures:
(Averages) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY2023
Estimate
Days to Fill Vacant Position 61.05 74.42 87.34 75 75
Advertising Expense
per External Hire $68.06 $19.67 $23.28 $26.88 $30.48
Applicants per Hire 15.7 18.09 22.01 18 15
Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees, or Recreation
program hourly staff.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
City Employee Turnover Rate 8.59% 8.73% 6.00% 8.00% 7.00%
8.59%8.73%
6.00%
8.00%
7.00%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
City Employee Turnover Rate
68
Human Rights
The Office of Equity & Human Rights enforces the antidiscrimination laws for the City,
investigates complaints alleging discrimination here in Iowa City and serves as staff to the
Human Rights Commission and the Ad Hoc Truth and Reconciliation Commission.
General Fund Activities:
• 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 trainings to the community on unlawful
discrimination, Iowa’s civil rights history, and on advancing racial equity within
municipal government.
• The Black Lives Matter activity accounts for funds allocated by City Council in June
16, 2020 City Council passed Resolution 20-159, outlining 17 actions to be taken by the
City to address the Black Lives Matter (BLM) movement and systemic racism. One of
the action items included committing $1,000,000 to local efforts promoting racial equity
and social justice including development of a new affordable housing plan and the
creation of an Ad Hoc Truth & Reconciliation Commission to carry out restorative justice.
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.
Recent Accomplishments:
• MEI perfect score for 8th consecutive year.
• Complimentary Community Training Sessions offered to area businesses,
organizations, and community members.
• Sponsorship of the Expungement and Employment Barrier Seminar.
• Success of “It’s a Matter of Pride” yard signs.
69
Upcoming Challenges:
• Removal of Housing Choice Vouchers as a protected characteristic under fair housing
law.
• Community engagement in working towards an inclusive community.
70
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
The fiscal year 2022 Services expenditures for the Black Lives Matter activity had a one-time
appropriation of $1 million. The Human Rights activity Services expenditures increased by
14.7% primarily due to a $25,000 increase in the appropriation for racial equity grants to
$100,000.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
71
Goals, objectives, and performance measures
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: To address unlawful discrimination through education, outreach,
and enforcement.
Department Objective: Investigate and resolve complaints alleging unlawful
discrimination in a timely manner.(Complaints filed in one fiscal
year may be closed in the next fiscal year which may create a
distorted difference in numbers between those opened and
closed.)
Number of complaints resolved within a year from the date filed.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Complaints Filed 46 38 28 40 42
Resolved Complaints 41 31 33 34 36
Percentage of Complaints
Resolved 89.13% 81.57% 117.86% 85.00% 86.00%
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: To address unlawful discrimination through education, outreach,
and enforcement.
Department Objective: Provide targeted information on unlawful discrimination, and the
functions of the department to organizations, businesses, and
other entities for outreach.
Performance Measure: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Outreach Efforts 88 104 99 104 108
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
140.00%
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Percentage of Complaints Resolved
72
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human
Rights
Department Goal: To foster inclusiveness and assist in making the City
more inclusive for all.
Department Objective: Survey the racial diversity of persons serving on City
Boards and Commissions.
Survey the racial demographics of individuals serving on City boards/commission on an annual basis.
Performance Measure: FY 2019* FY 2020 FY 2021
**
FY 2022
Projected
FY 2023
Estimate
Number of persons of color
serving on boards/commissions 5 13 16 19 22
Percentage of total
board/commission positions that
are persons of color
4.0% 10.4% 12.8% 15.2% 17.6%
*This is self-reported by the board/commission members. Some opt not to provide a response to the
question on their application.
**Only permanent boards and commissions members were counted.
5
13
16
19
22
FY 2019*FY 2020 FY 2021 **FY 2022
Projected
FY 2023
Estimate
Number of persons of color serving
on boards/commissions
73
74
Economic Development
The Economic Development Division researches, compiles, and analyzes demographic and
economic data in order to recommend, implement, and advocate policies and programs
designed to further the economic development of Iowa City. Staff members work closely with
The Iowa City Area Business Partnership (formerly 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.
General Fund Activities:
• 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.
Recent Accomplishments:
• Tailwind TIF project on 100 block of E. College St. approved by Council (photos below)
• Implemented Highway Commercial Tax Abatement Area
• Eight (8) Industrial Area Energy Efficiency Grants totaling $798,000 approved by Council
• Conducted second annual Climate Action Awards in categories of Buildings, Adaptation,
Waste Management, Transportation and Sustainable Lifestyle
• Supported MCDIowa’s INcubate BIPOC-owned business accelerator
Upcoming Challenges:
• Promote Energy Efficiency grant program in Downtown/Riverfront Crossings/Northside
Marketplace
• Improve Minority- and BIPOC-owned business support
• Find ways to help mitigate impact of Covid-19 on economic and business landscape
75
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
The Services expenditures decreased by 22.1% in fiscal year 2023 due to approximately
$250,000 in Economic Development Assistance in fiscal year 2022 for the Englert Theatre.
Services expenditure account for 83.4% of the fiscal year 2023 Economic Development
expenditure budget of $1,031,765.
Community Development Assistance includes funding for the following appropriations:
$253,092 Convention and Visitors Bureau hotel/motel tax pass through
60,000 City of Literature
50,000 Englert Theater
10,000 Entrefest
25,000 Entrepreneurial Development Center, Inc.
25,000 Film Scene
25,000 Kirkwood ESL program
20,000 Mission Creek Festival
7,000 Refocus Film Festival
20,000 Riverside Theatre
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
76
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Build tax base in effort to continue to reduce the City's property tax levy
Department Objective: Work with public and private sectors to facilitate economic development
opportunities
Performance Measures:
New Value created in TIF
districts Jan 2018 Jan 2019 Jan 2020 Jan 2021
Projected
Jan 2022
Estimate
Current Value (in millions) $ 979.67 $ 1,160.37 $ 1,224.10 $ 1,375.97 $ 1,428.40
Base Value (in millions) $ 401.12 $ 401.12 $ 401.12 $ 401.12 $ 401.12
percent increase 144.2% 189.3% 205.2% 243.0% 256.1%
Total - All Urban Renewal Areas FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
New 1 0 1 0 0
Amended 2 0 4 0 2
Total Urban Renewal Areas 14 14 14 14 14
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the City
Department Goal:
Build stronger relations with business owners throughout the community
Develop programs aimed to enhance small business development and
retention with a focus on diverse communities
identify ways to market and grow the local foods economy.
Department Objective: Build Employment Opportunities
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Unemployment Rate 2.0% 2.1% 4.7% 4% 3%
$-
$200.00
$400.00
$600.00
$800.00
$1,000.00
$1,200.00
$1,400.00
$1,600.00
Jan 2018 Jan 2019 Jan 2020 Jan 2021
Projected
Jan 2022
Estimate
Current Value (in millions) -Base Value (in millions)
77
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
# Projects assisted that grow
the Local Foods economy 4 3 2 2 2
Support ICAD in efforts to do
targeted industry development $167,392 $173,392 $173,392 $173,392 $173,392
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Collaborate with community partners on sustainability efforts
Department Objective: Work with private sectors to include environmental sustainability
measures in City-assisted projects
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Development Projects with
sustainability features 0 0 9 2 2
Provide financial incentives to
encourage infill and
redevelopment
3 0 1 1 1
Strategic Plan Goal: Enhance Community Mobility for All Residents
Department Goal: Support historic preservation efforts.
Department Objective: Work with public and private sectors to promote historic preservation
where appropriate
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Assist Historic Preservation
projects including existing
building financial assistance
3 1 1 1 1
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: Ensure access to information and resources with a focus toward small
business entrepreneurs of color
Department Objective: Develop and partner to present programming and provide microloan
funding
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022*
Estimate
Develop programs to enhance
small business 0 0 0 3 2
Financial assistances directed
to Black, Indigenous, and
People of Color (BIPOC)
businesses and organizations
N/A N/A N/A N/A 4
*New measure for CY2022
78
Climate Action and Outreach
The Climate Action & Outreach Division is responsible for implementation of climate action
initiatives as well as tracking and publicly reporting carbon emission reduction and energy
usage data.
General Fund Activities:
• The Climate Action & Outreach staff provides technical support to City departments and
public for environmental and climate action programs. They serve as liaison to the Climate
Action Commission.
Boards and Commissions:
The Climate Action Commission is charged with assisting the City in implementation of the
Climate Action and Adaptation Plan, Accelerating Iowa City’s Climate Actions Report, and
meeting carbon emissions reduction goals. The Commission, guided by principles of equity,
considers equity impacts of proposed climate initiatives and recommends changes to current
and future climate action plans. The group is also responsible for advising the City Council on
climate issues, researching, analyzing, and promoting climate actions, and educating and
engaging the public on climate action and the City’s climate and sustainability goals.
79
Recent Accomplishments:
• Held second-annual, weeklong ClimateFest, focusing each day on various themes
within the Climate Action & Adaptation Plan
• Launched second round of Root for Trees residential tree planting program
• Initiated residential energy efficiency rebate program
• Climate action duplex rehab project in coordination with the City’s South District
Homeownership program
• Held first annual Neighborhood Energy Blitz event, supplying homeowners with energy
efficiency education and resources such as LED light bulbs and furnace whistles
• Continued providing financial incentives for businesses and non-profits to pursue
adaptation, electrification and energy efficiency improvements, including through
Community Climate Action Grants and TIF Commercial/Industrial Matching Grant
Program
Upcoming Challenges:
• Continued implementation of initiatives within Accelerating Iowa City’s Climate Actions
report and achieving City’s emission reduction goals of net zero by 2050
• Implementation of strategies upon Marketing Study completion
• Further developing Climate Ambassador program to incorporate “Climate Leader”
projects
• Implementation of regional EV Readiness Study recommendations
• Augmenting diversity, equity, and inclusion throughout climate action initiatives
• Identifying energy efficiency needs through several upcoming municipal facility capital
projects
80
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Service expenditures increased by $12,499 or 30.6% in fiscal year 2023 primarily due to
moving the Americorps expenditures into this activity from Parks Administration.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
81
Goals, objectives, and performance measures
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Reduce community-wide greenhouse gas emissions.
Department Objective:
Monitor community-wide greenhouse gas emissions, which includes
emissions used from energy in the following sectors: residential,
commercial, industrial, transportation and waste.
Performance Measures: Greenhouse
gas emissions CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Total tonnes CO2e 1,020,073 916,741 705,303 756,091 805,000
Estimated population* 76,290 75,130 73,998 74,828 79,000
Tonnes CO2e per capita 13.4 12.2 9.4 9.7 10.2
* Annual population estimates from the American Community Survey
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Increase awareness of sustainability within the community.
Department Objective: External outreach within the community focusing on sustainability.
Performance Measures: External
Communications FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Subscribers of Sustainable
News e-Subscriptions 1,501 1,830 1,977 2,100 2,250
Number of Public Outreach Events 23 15 17 20 25
23
15 17
20
25
0
5
10
15
20
25
30
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Public Outreach Events
82
Finance
Department
Contact information
Finance Director: Dennis Bockenstedt
Website: www.icgov.org
Telephone: 319-356-5050
Address: 410 E. Washington Street
83
Finance Department
Department Mission
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
The Finance Department encompasses all facets of financial management and reporting for the City
including budgeting, accounting, debt, insurance, technology, purchasing, banking, and more.
“Maintaining a strong and sustainable
financial position is paramount to
achieving all of the City’s strategic
goals."
- Dennis Bockenstedt
84
Funds/Divisions
General Fund:
• Finance Administration
• Accounting
• Purchasing/Central Services
• Revenue
Internal Service Funds:
• Risk Management
• Information Technology Services
• Purchasing/Central Services
Special Revenue Funds:
• Administration
Finance Administration
*Finance Administration
*Tort Liability
*Non-Operational Administration
*Disaster Assistance
*Emergency Fund
*Employee Benefits
Accounting
*Accounting
Purchasing
*Purchasing
*Central Services
Revenue
*Revenue
Risk Management
*Risk Management
Information Technology Services
*Information Technology Services
*ITS Equipment Replacement
85
Department Staffing
The Finance Department has 36.08 FTE across 5 divisions and 12 activities.
Senior Management
Asst. Finance Director Revenue & Risk Manager ITS Coordinator
Nicole Knudtson-Davies Melissa Miller-Deshler Michael Harapat
Finance
Adminstration,
4.00 Risk
Management,
2.80
Accounting,
6.45
Purchasing,
4.45
Revenue, 7.88
Information
Technology
Services, 10.50
Finance Department FTE by Division
86
87
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.
General Fund Activities:
• Finance 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, thr ee-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, casualty and workers compensation premium costs.
• Non-Operational Administration - The Non-Operational Administration cost center facilities
financial transactions which are non-operational in nature.
o 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.
o 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.
o 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.
o Contingency: The General Fund budgets a contingency of 1% of expenditures.
• Disaster Assistance 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 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.
88
Employee Benefits Fund Activities:
• General Government Employee Benefits accounts for the risk and employee benefits spending
of the Employee Benefits Levy for non-public safety personnel
• Public Safety Employee Benefits accounts for the risk and employee benefits spending of the
Employee Benefits Levy for public safety personnel
Recent Accomplishments:
• Implemented 3D flipping book software for Budget Book presentation
• Bid insurance broker service contract
• Redesigned budget book to be more department focused
• Meeting the financial challenges during COVID-19
Upcoming Challenges:
• Phase out of State property tax backfill
• Major upgrade planned in Munis financial software
• Funding of replacement of major City facilities
• Tracking and management of ARPA funds
• Closing out FEMA COVID-19 and derecho disasters
89
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
In fiscal year 2023, a General Fund Contingency is budgeted at $643,000. Also, Services
expenditures in the Tort Liability activity are budget to increase by $177,757 or 19.42% primarily
due to a substantial increase in property and liability insurance premiums.
In the Employee Benefits Fund, Services expenditures are estimated to decrease by $35,070 or
2.6% primarily due to an estimated decrease in public safety medical claims due to the switch to
Iowa Municipal Workers Comp Association for police workers compensation coverage.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
90
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Maintain the City’s Overall Sustainable Financial Health.
Department Objective: Maintain the City’s Aaa Bond Rating.
Performance Measure: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Moody’s Aaa Bond Rating (maintained) Yes Yes Yes Yes Yes
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Accurate and Timely Financial Reporting.
Department Objective: Earn the GFOA Distinguished Budget Presentation Award.
Performance Measure: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Budget Award Yes Yes Yes Yes Yes
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: The City of Iowa City’s investment objectives are safety, liquidity
and yield. The primary objective of the City of Iowa City’s
investment activities is the preservation of capital and the
protection of investment principal.
Department Objective: In investing public funds, the City’s cash management portfolio is
designed with the objective of regularly exceeding the average
return on the six month U.S. Treasury Bill. The Treasury Bill is
considered a benchmark for riskless investment transactions and
therefore comprises a minimum standard for the portfolio’s rate of
return.
Performance Measures:
Quarterly Return on Investment FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
First Quarter 1.86% 2.21% 0.91% 0.30% 0.40%
Second Quarter 2.19% 2.03% 0.59% 0.30% 0.40%
Third Quarter 2.38% 1.90% 0.46% 0.35% 0.45%
Fourth Quarter 2.35% 1.34% 0.39% 0.35% 0.50%
91
Rolling Average Return on the Six Month
U.S. Treasury Bill (prior 365 days) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
First Quarter 1.87% 2.32% 0.74% 0.05% 0.15%
Second Quarter 2.15% 2.11% 0.62% 0.08% 0.15%
Third Quarter 2.33% 1.76% 0.12% 0.10% 0.20%
Fourth Quarter 2.39% 1.21% 0.08% 0.10% 0.25%
Amount Quarterly Return is higher (lower)
than U.S. Treasury Bill FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
First Quarter -0.01% -0.12% 0.16% 0.25% 0.25%
Second Quarter 0.05% -0.08% -0.03% 0.22% 0.25%
Third Quarter 0.05% 0.13% 0.35% 0.25% 0.25%
Fourth Quarter -0.04% 0.12% 0.31% 0.25% 0.25%
-0.20%
-0.10%
0.00%
0.10%
0.20%
0.30%
0.40%
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Amount Quaterly Return is higher (lower) than
U.S Treasury Bill
First Quarter Second Quarter Third Quarter Fourth Quarter
92
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.
General Fund Activities:
• The Accounting 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 an Annual 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.
Recent Accomplishments:
• The City’s Annual Report for fiscal year 2020 earned the Government Finance Officers
Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the
36th 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 Standards Board (GASB) Statement No.
87, Leases
93
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Personnel expenditures make up 85% of total expenditures for Accounting in fiscal year 2023.
Staffing Level Change Summary
There are no staffing level changes included in the fiscal year 2023 budget.
94
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Accurate and timely financial reporting.
Department Objective:
Earn the GFOA Certificate of Achievement for Excellence in
Financial Reporting, receive an Unqualified/Unmodified opinion on
Financial Statements from External Auditors and not have any
significant deficiencies or material weaknesses in internal control
Performance Measures: FY 2020 FY 20202 FY 2021
Target
FY 2022
Projected
FY 2023
Estimate
Annual Report Certificate Yes Yes Yes Yes Yes
Audited Financial
Statements FY 2019 FY 2020 FY 2021
Target
FY 2022
Projected
FY 2023
Estimate
Auditor's Opinion on Financial
Statements Unmodified Unmodified Unmodified Unmodified Unmodified
Internal Control
Deficiencies FY 2019 FY 2020 FY 2021
Target
FY 2022
Projected
FY 2023
Estimate
Significant Deficiencies 0 0 0 0 0
Material Weaknesses 0 0 0 0 0
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Improve customer service through expanded receipt/delivery
options
Department Objective: Increase the number of transactions conducted electronically
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
W-2s Delivered Electronically 744 897 748 900 920
Electronic Payments to
Employees 20,511 20,470 17,764 21,000 21,500
Electronic Payments to Vendors 5,395 5,560 6,949 8,400 9,400
95
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. This division also operates the Central Services Internal Service Fund that
manages the City’s mail and copier operations and other central functions.
General Fund Activities:
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.
Central Services Fund Activities:
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.
Recent Accomplishments:
• Developed and issued over 100 Solicitations including Request for Bids, Request for Proposals
and Request for Quotes.
• Started implementing online purchasing and bidding software.
• Processed over 100,000 pieces of outgoing City Mail.
• Replaced 2 copy machines.
Upcoming Challenges:
• Increase participation of minority and women business enterprises in the City’s purchasing
process.
• Fully implement online purchasing and bidding software.
• Review, editing and creation of policies, procedures and templates.
96
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
In fiscal year 2023, Central Services has budgeted $45,500 for the replacement of copy machines.
Approximately 90% of the Purchasing activity budget is for Personnel wages and benefits.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
97
Goals, objectives, and performance measures
Purchasing
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Department Objective: Provide assistance to City employees in the purchase of
commodities and services while ensuring inclusivity in the
procurement process through fair and open competition.
Performance Measures: Quantity of
Solicitations and Dollar Value FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Request for Proposals 21 25 26 27 29
Request for Bids, Request for Quotes, &
Cooperatives 84 118 79 120 125
Other (Purchase Agreements, Sole Source
Purchases, Contract Renewals, Change
Orders, Emergency Purchases, & Assisted
Purchases)
92 166 216 175 150
Dollar Value of Procurements*
(in millions) $10.8 $11.9 $13.4 $13.7 $14.0
*amount does not include all City-Wide Contract Procurements
98
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Department Objective: Provide assistance to City employees in the purchase of
commodities and services while ensuring inclusivity in the
procurement process through fair and open competition.
Performance Measures:
Request for Bids, Request for Proposals,
and Request for Quotes received from
Minority and Women Business Enterprises
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of bids received by MBE/WBE
vendors 5 5 10 15 20
Number of bids awarded to MBE/WBE
vendors 2 2 4 6 8
Percentage of bids from MBE/WBE vendors
that were successful 40% 40% 40% 40% 40%
Central Services
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: To provide quality service to City departments, protect the
City’s legal interests, and act responsibly on behalf of the
public by maintaining the integrity of the City’s procurement
system through the encouragement of fair and open
competition.
Department Objective: To achieve efficiency and cost savings by utilizing resources,
technology, sharing of resources, or other methods in order
to provide cost effective services to the residents of Iowa
City.
Performance Measures:
Cost Savings for Standard Letters
Processed
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Quantity of Standard Letters 132,093 96,316 93,457 90,000 88,000
Cost Savings Using City Mail
Machine/Pitney Bowes vs. Standard
Mail
$5,142 $5,784 $8,411 $8,100 $7,920
99
Strategic Plan Goal: Demonstrate Leadership in Climate Action Department Goal: To provide quality service to City departments, protect the City’s
legal interests, and act responsibly on behalf of the public by
maintaining the integrity of the City’s procurement system through
the encouragement of fair and open competition.
Department Objective: Minimizing the environmental impact by providing a means to
reuse our current equipment and furniture. Providing assistance
to City employees with the transfer and disposal of surplus
equipment through the transfer to other City Departments, on-line
bidding, the sale or transfer to other government agencies, or
through donation or sale to non-profit organizations.
Minimizing the environmental impact through the migration of
paper documents to scanned documents.
Performance Measures:
Migration from Paper Copies to
Electronic Documents
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Paper Copies 1,409,616 1,179,498 1,065,932 965,000 915,000
Pounds of CO2 Used 12,968 10,851 9,807 8,878 8,418
Performance Measures:
Surplus Equipment Sold FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Bids Received 2,579 1,163 2,233 2,500 2,500
Dollar Value of Surplus Sold $347,905 $193,223 $444,146 $300,000 $300,000
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Paper Copies Pounds of CO2 Used
100
Revenue
The Revenue Division is responsible for the customer service, billing, and collection procedures
for 26,754 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.
General Fund Activities:
• The Revenue division is responsible for the customer service, billing, and collection
procedures City utility customer accounts and landfill customer accounts. The division also
records and reconciles all City receipts and banking activity.
Recent Accomplishments:
• Increased percentage of customers on E-billing
• Configured Tyler Notify
• Implemented COVID-19 protocols
Upcoming Challenges:
• Resume utility collection procedures
• Implement Tyler Notify and other changes to the utility collection process.
• Upgrade to Munis 2019
101
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Services expenditures increased by $21,388 or 4.95% in the fiscal year 2023 budget primarily due
an increase in financial services charges.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
102
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental Relations
Department Goal: Improve customer service through expanded payment/service request
options.
Department Objective: Increase the number of transactions conducted online and by Intelligent
Voice Recognition system
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Active Accounts 26,414 26,726 26,978 27,247 27,519
Total Calls 23,364 20,272 21,829 23,329 24,829
Average Speed to Answer 13 seconds 12 seconds 12 seconds 12 seconds 12 seconds
Web Start/Stop Service FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Customer Transactions 5,249 5,919 6,304 6,682 7,083
% Change 14.26% 12.76% 6.50% 6.00% 6.00%
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
% Utility Customers on
Surepay* * 30.00% 32.00% 34.00% 36.00%
% Utility Customers on Ebilling* * 35.00% 39.00% 41.00% 43.00%
*New performance measure FY2020
Payment Method FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Total Receipt Transactions 347,399 350,805 342,235 348,000 351,000
Web Transactions 110,891 116,914 127,363 121,800 122,850
IVR Transactions 4,889 5,596 7,384 8,700 8,775
% Web Transactions of Total
Transactions 31.92% 33.33% 37.22% 35.00% 35.00%
Change in Web Transactions
(%) 3.08% 5.43% 8.94% -4.37% 0.86%
% IVR Transcations of Total
Transactions 1.41% 1.60% 2.16% 2.50% 2.50%
Change in IVR Transactions (%) 4.44% 14.46% 31.95% 17.82% 0.86%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
FY 2020 FY 2021 FY 2022 Projected FY 2023 Estimate
% Utility Customers on Surepay* * *% Utility Customers on Ebilling* * *
103
Risk Management
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
Risk Management Fund Activities:
• 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.
104
Recent Accomplishments:
• Implemented Facility Safety Inspections
• Created the Safety Management Handbook
• Maintained Safety Certifications for existing divisions
Upcoming Challenges:
• Issue a RFQ for the Loss Reserve Actuarial Analysis
• Implement IMWCA workers’ compensation program
• Implement a Return to Work Program for workers’ compensation injuries
105
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Services expenditures are budgeted to decrease by $476,646 or 32.7% due to an expected
decrease in workers comp claim payments in fiscal year 2023 due to the switch to the fully insured
workers comp carrier, Iowa Municipal Workers Comp Association. In addition, water main break
estimated claims expenditures were reduced by nearly $200,000.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
106
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Protect the resources and assets of the City of Iowa City.
Department Objective: Work with City divisions to protect employees from injury and
promote accident prevention.
Performance Measure: FY 2019 FY 2020 FY 2021* FY 2022
Projected
FY 2023
Estimate
Hours of safety training provided
to employees 600 694 63 600 600
*In person training suspended due to COVID19
Performance Measure: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Injury Rate (percentage of
workers injured in a given year) 3.39% 6.43% 5.34% 6.00% 6.00%
Performance Measure: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Lost Day Rate (percentage of
workers who missed work days due
to work related injury)
1.36% 2.80% 1.98% 2.00% 2.00%
600
694
63
600 600
0
100
200
300
400
500
600
700
800
FY 2019 FY 2020 FY 2021*FY 2022 Projected FY 2023 Estimate
Hours Of Safety Training Provided To
Employees
107
Information Technology Services
The Information Technology Service (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
• Manages the City’s fiber optic network
• Monitors technology changes for potential cost savings
• Perform tasks and design Information Technology Systems that reduce our carbon footprint
Information Technology Services Fund Activities:
• ITS Operations includes 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.
• 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.
108
Recent Accomplishments:
• Enhanced security services
• GIS maps and apps for park locations, amenities, reservations
• GIS maps and apps for transit stop location, routes, and publications
• Streamlined farmers market token handling to improve records keeping and eliminate paper
waste
Upcoming Challenges:
• Data management and archiving
• Egov Upgrade
• Move email services to the cloud
• Munis Upgrade
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Personnel expenditures increased by 9.30% in the fiscal year 2023 budget due to the staffing
changes that are being implemented.
Capital Outlay expenditures decreased by $226,699 in the fiscal year 2023 budget due to the
purchase of new data storage servers and equipment in fiscal year 2022.
Staffing Level Change Summary
In the fiscal year 2023 budget, a new Security Analyst position was added to help monitor and
update system to combat cybercrime. Also being changed, the Operations Clerk position’s FTE is
being reduced from .80 to .50 as some of those duties are being automated.
109
Goals, objectives, and performance measures
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Reduce datacenter electric consumption to be sustainable via
Virtualization.
Department Objective: Control growth of Datacenter Electricity Consumption year over
year, and be energy conscious in decisions.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Total number of Kilowatt hours
of electricity consumed 72,978 75,877 76,261 75,498 74,743
Change (year/year) -2.7% 4.0% 0.5% -1.0% -1.0%
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the City
Department Goal: Strive for 99.99% (Four-9’s standard) uptime for internet services.
Department Objective: Internet service is critical for public safety access, email
communication, and citizen access to City information on iowa-
city.org website at 99.99% (maximum 4.32 minutes downtime per
month).
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Uptime Percentage 99.96% 99.98% 99.96% 99.95% 99.95%
-3.0%
-2.0%
-1.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
71,000
72,000
73,000
74,000
75,000
76,000
77,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Kilowatt Hours Consumed
Total number of Kilowatt hours of electricity consumed Change (year/year)
110
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Collaborate on projects to allow for cost savings and greater
utilization of resources.
Department Objective: Work with University of Iowa, Iowa City Community School, and
private vendors to collaborate on fiber projects.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of projects the city has
collaborated with an outside
entity.
12 15 5 8 10
Number of Iowa City school
facilities connected to City
backbone fiber cable
20 20 20 20 20
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Collaborate on projects to allow for cost savings by reducing paper
usage and printer numbers.
Department Objective: Partner with Purchasing, Accounting and Finance Administration
to collaborate on paperless projects.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of printers owned by
the City. * 140 142 140 130
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Reduce workstation electric consumption to be sustainable via
Virtualization.
Department Objective: Replace desktop workstation with lower power consuming thin
clients.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Total number of thin clients * 42 145 250 350
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Create efficient processes for enhance existing processes.
Department Objective: Enhance or replace existing processes.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Laserfiche Forms
and Workflow processes built. * 8 57 62 67
111
Police
Department
Contact information
Police Chief: Dustin Liston
Website: www.icgov.org
Telephone: 319-356-5275
Address: 410 E. Washington Street
112
Police Department
Department Mission
“To work in partnership with the community, enhance trust, protect with courage and
compassion, and empower victims of crime through excellence in service.”
Department Description
The Police Department maintains 110.76 Full-time Equivalents which is made up of 84 sworn
officers and 26.76 non-sworn personnel which is allocated across the Department’s three
divisions and 10 activities. The Police Department’s comprehensive annual report can be
viewed online by visiting www.icgov.org/police and clicking on the Resources and Documents
tab.
“This budget prioritizes the
initiatives outlined in the
Preliminary Plan to Restructure the
Police Department.”
-Chief Liston
113
Funds/Divisions
General Fund:
• Administration
• Support Services
• Field Operations
Police Administration
*Police Administration
Police Support Services
*Support Administration
*Station Masters
*Crime Prevention
*Crossing Guards
*Records & Identification
*Animal Services
Police Field Operations
*Patrol
*Criminal Investigation
*Other Field Services
114
Department Staffing
The Police Department has 110.76 FTE across 3 divisions and 10 activities.
Senior Management
Police Captain Police Captain
Support Services Field Operations
Scott Gaarde Denise Brotherton
2.00 2.00 7.26 9.00
5.00
7.50
59.00
16.00
3.00
Police Staffing FTE by Activity
Police Administration Support Administration
Animal Services Records
Station Masters Crime Prevention
Patrol Investigations
Other Field Ops
84.00
26.76
Sworn
Civilian
115
Police Admin $ 779,632
Station Masters $ 425,082
Crime Prevention $ 708,777
Crossing Guards $ 76,940
Records & Identification $ 771,302
Police Support Admin $ 862,048
Animal Services $ 975,156
Patrol $ 9,827,249
Criminal Investigation $ 1,463,850
Other Field Operations $ 501,350
5%
3%4%
0%
5%
5%
6%
60%
9%
3%
Police Department Budget
FY23 Expenditures -$16,391,387
Police Admin
Station Masters
Crime Prevention
Crossing Guards
Records & Identification
Police Support Admin
Animal Services
Patrol
Criminal Investigation
Other Field Operations
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projection
Historical Police Department
Expenditures by Division
Police Administration Support Services Field Operations
86%
9%
2%3%
Police Department FY23
Expenditures by Type
Personnel
Services
Supplies
Capital Outlay
116
Police Administration
The Police Administration oversees the Department’s two operating divisions, Support
Services and Field Operations.
General Fund Activities:
• Police Administration manages the police department including staffing, facilities,
policies, etc.
Recent Accomplishments:
• Filled the vacant Police Chief position
• Achieved CALEA Accreditation for 7th time
• Implemented Lexipol policy manual re-write
• Initiated continuous application process for new applicants
• Expedited hiring process for certified officers to fill immediate openings
Upcoming Challenges:
• Recruiting a diverse applicant pool to fill current vacancies
• Continuing implementation of the City Manager’s Preliminary Plan to Restructure the
department
117
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures decreased by 35.16% or $16,698 in the fiscal year 2023 primarily due
to the purchase of evidence industrial shelving and office furniture replacement in fiscal year
2022.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
Personnel
46%
Services
50%
Supplies
4%
Police Administration
FY23 Expenditures -$779,632
118
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Commit to excellence in leadership, resource management,
service-delivery and improving our city and neighborhoods.
Department Objective: Maintain Commission on Accreditation for Law Enforcement
Agencies, Inc. (CALEA) accredited agency status compliance
each year.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Maintain compliance of CALEA
accreditation Yes Yes Yes Yes Yes
Universal Crime Reporting
(UCR 1) Violent Crimes
(includes murder, non-
negligent manslaughter,
forcible rape, robbery, and
aggravated assault)
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Iowa City 176 167 139 225 236
Average of Comparable Cities
in Iowa* 240 282 490 514 540
Universal Crime Reporting
(UCR 1) Property Crimes
(includes burglary, larceny-
theft, and motor vehicle theft)
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Iowa City 1,518 1,252 1,354 1,462 1,345
Average of Comparable Cities
in Iowa* 2,295 2,130 3,380 3,042 2,798
*Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Violent Crimes Iowa City Violent Crimes Comparable Cities
Property Crimes Iowa City Property Crimes Comparable Cities
119
Police 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:
General Fund 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.
• 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.
• 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.
• Community Outreach works to establish and maintain relationships in the community
which foster positive communication and interactions between the police department
and the public. 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 and from school.
Recent Accomplishments:
• Created a full-time civilian Support Services Supervisor to improve efficiency and
oversight in Station Master, Records, and Crossing Guards
• Established a full-time crime analyst
• A new outdoor canine recreational area was completed at the Animal Services Center
• New shelving for additional evidentiary item storage
• External vest carriers for the officers per the most recent PLRO contract
• Integration of new AEDs to the patrol units and planned repurposing of the older units
for further usage
Upcoming Challenges:
• The current uniform contract is set to expire in December 2021 and the new contract is
currently accepting bids. In the past, a transition from one uniform company contract
to another has been problematic and expectations are being put in place to attempt to
mitigate any future concerns
• Installation of the new outdoor recreation area for felines, otherwise known as a
“Catio” area at the Animal Services Center
120
• Maintenance issues with the Animal Services Center (floor polishing, duct work
cleaning, HVAC software update)
121
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Services expenditures within Crime Prevention increased by 83.9% in fiscal year 2023
primarily due to increased budgeted amounts for non-profit partnerships.
Services expenditures for Animal Services decreased by 9.9% in the fiscal year 2023 budget
due to larger heating and cooling expenditures budgeted in fiscal year 2022.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
11%
19%
2%20%
23%
25%
Support Services FY23 Expenditures
by Activity
Station Masters
Crime Prevention
Crossing Guards
Records & Identification
Police Support
Administration
Animal Services
85%
12%
3%0%
Support Services
FY23 Expenditures -$3,819,305
Personnel
Services
Supplies
Capital Outlay
122
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable
Housing Throughout the City, Advance Social Justice, Racial
Equity, and Human Rights
Department Goal: Enhance community relations and promote minority recruitment.
The Department hopes the minority community will also gain a
better understanding of a police officer’s job.
Department Objective: Develop programs designed to promote interaction between
community members and officers. A better understanding of the
job will also enhance recruitment of minority citizens.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Community Outreach Events 916 394 135 300 435
Community Presentations 142 149 58 100 112
Public Education
Efforts on Rights 5 1 0 2 2
Community Partnerships Events 180 119 47 100 110
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable
Housing Throughout the City
Department Goal: Increase the efficiency in which lost pets and owners are
reunited.
Department Objective: Increase the number of pets that are licensed and/or implanted
with a microchip. Outsourcing licensing will be evaluated, as
other jurisdictions have found that privatization has increased
community participation.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Pets Micro-chipped 1,345 1,150 900 600 500
Licensed Pets 3,881 4,112 3,804 4,294 3,932
0 200 400 600 800 1,000
Community Outreach Events
Community Presentations
Public Education
Efforts on Rights
Community Partnerships Events
CY 2022 Estimate CY 2021 Projected CY 2020 CY 2019 CY 2018
123
Police Field Operations
The Police Field Operations Division is organized into two sections: Patrol and Investigations.
The division is commanded by a Captain.
General Fund Activities:
• 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 (CSOs), 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 two Sergeants. 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.
• Other Field Services: 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.
Recent Accomplishments:
• Implemented an EDMR program for officers to receive access to trauma specific
therapy.
• Joined into a Chapter 28E agreement with Johnson County and University of Iowa for
a joint forensic analysis team.
• Embedded a social worker from CommUnity Crisis Services in the police department
to improve response to individuals in crisis.
• Hired a full-time Victim Services Coordinator to better serve crime victims.
• Partnered with Shelter House to support a Street Outreach position to serve the
homeless population in the community.
124
Upcoming Challenges:
• Maintain response time and services as vacated patrol positions are being filled.
• Re-establish specialty positions, Street Crimes, Investigations, Crime Prevention,
Downtown and Neighborhood liaisons as staffing is replaced.
• Increase positive engagement with immigrant and refugee communities.
• Continue focus on decreasing disproportionality in police contacts.
• Increase utilization of the Guidelink Access Center and Mobile Crisis Outreach as an
alternative to arrest or hospitalization and link those in need to services.
125
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
The Patrol fiscal year 2023 budget includes Capital Outlay expenditures of $359,000 for the
replacement of marked patrol and unmarked vehicles. To achieve objectives set forth in the
City’s Climate Action Plan, hybrid/electric vehicles will be purchased when applicable.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
83%
13%
4%
Field Operations FY23 Expenditures
by Activity
Patrol
Criminal Investigations
Other Field Operations
88%
6%2%4%
Field Operations FY23 Expenditures
- $11,792,449
Personnel
Services
Supplies
Capital Outlay
126
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City
Department Goal: Traffic crash reduction.
Address the impact of underage drinking on downtown and near
downtown neighborhoods.
Department Objective: Increase OWI and traffic enforcement.
Continue alcohol compliance checks, bar checks, and directed
party patrols, reduce response time to loud party calls.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
OWI Arrests 602 591 353 500 511
Traffic Stops 12,572 14,482 6,688 10,000 11,000
Traffic Accidents and Average
Damage CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Accidents* 2,509 2,076 733 2,000 1,800
Average Damage, Reportable
Accident* $5,082 $3,650 $6,166 $6,000 $5,225
* 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
$1,500.
Bar/Compliance Checks CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Bar Checks Performed 608 810 198 400 504
Compliance Checks 49 16 1 2 17
Response Time: Loud Party
Complaints (in minutes) CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Call to Dispatch 5:49 6:49 2:30 6:00 6:00
Dispatch to On Scene 5:02 4:49 6:40 5:00 4:50
5:49 6:49
2:30
6:00 6:00
5:02
4:49
6:40
5:00 4:50
CY 2018 CY 2019 CY 2020 CY 2021
PROJECTED
CY 2022
ESTIMATE
127
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: Identify and implement an achievable goal to reduce
disproportionality in arrests.
Department Objective: The Police Department strives to provide services to members of
the community in a manner which is fair and equitable. This
includes the manner in which it enforces the law and makes
arrests. The Department will reduce its disproportionality in arrests
through officer education and training, in conjunction with
supervisory coaching and monitoring.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Total # of Charges 4,614 5,214 2,727 4,115 3,867
Total # of Charges - White 2,966 3,544 1,601 3,000 2,780
Total # of Charges - Black 1,543 1,524 1,057 1,000 990
Total # of Charges - Asian 72 91 40 80 70
Total # of Charges - Am.
Indian 10 22 16 15 9
Total # of Charges - Unknown 23 33 13 20 18
0
2,000
4,000
6,000
8,000
10,000
12,000
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022 Estimate
Total # of Charges - Unknown Total # of Charges - UnknownTotal # of Charges - Am. Indian Total # of Charges - Am. IndianTotal # of Charges - Asian Total # of Charges - AsianTotal # of Charges - Black Total # of Charges - BlackTotal # of Charges - White Total # of Charges - WhiteTotal # of Charges Total # of Charges
128
Fire Department
Contact information
Fire Chief: John Grier
Website: www.icgov.org
Telephone: 319-356-5260
Address: 410 E. Washington Street
129
Fire Department
Department Mission
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 75 ,000 residents in the 26
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.
“This fiscal year 2023 budget reflects the
ICFD’s commitment to mitigate
increasing operational demands in our
community while being faithful stewards
of the community’s resources.”
- Chief Grier
130
Funds/Divisions
General Fund:
• Fire Administration
• Emergency Operations
• Fire Prevention
• Fire Training
Fire Administration
*Fire Administration
Emergency Operations
*Emergency Operations
Fire Prevention
*Fire Prevention
Fire Training
*Fire Training
131
Department Staffing
The Fire Department has 64 FTE across 4 divisions and 4 activities.
Senior Management
Deputy Fire Chief
Eric Nurnberg
Fire Marshal Battalion Chief Battalion Chief Battalion Chief
Brian Greer Greg Tinnes Brian Rohr Zach Hickman
3.00
59.00
1.00 1.00
Fire Department FTE by Division
Fire Administration Fire Emergency Operations Fire Prevention Fire Training
132
Fire Administration
13%
Fire Emergency
Operations
82%
Fire Prevention
3%
Fire Training
2%
Fire Department
FY23 Expenditures by Division
$9,587,713
133
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, large
purchases, maintenance of buildings and grounds, and other special projects. The three
battalion chiefs have assigned administrative duties to include the health & safety oversight,
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
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 rigorous commitment to 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.
Activities:
• 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 2018.
Recent Accomplishments:
• Accreditation annual compliance report was received and approved.
• Maintained status as internationally accredited agency – one of 189 in the United
States.
• Successfully navigated the emergency response aspects of the pandemic.
• Received grant for installation of commercial laundry facility at Station 2 to care for
firefighting PPE, reducing exposure to carcinogens.
• Facilitated seven Youth Empowered to Serve apprenticeships in 2021.
134
Upcoming Challenges:
• 2022 & spring of 2023 will be challenging as the most demanding aspects of the
reaccreditation process begin.
• 2023 marks the beginning of a 5–10-year period where succession challenges and
opportunities will abound.
• In order to generate high-fidelity performance data, need to find a technology solution
to log/validate performance benchmarks which removes the human element.
• Need to conduct civil service promotional process and create candidate hiring list.
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
A $300,000 Contingency was added in fiscal year 2023. This is a placeholder for future
staffing for a fifth fire station. It will be increased $300,000 per year until it reaches $1.8
million which is the estimated cost of staffing another fire station.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
135
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Maintain Insurance Services Office (ISO) Public Protection
Classification of 2.
Department Objective: Maintain Commission on Fire Accreditation International (CFAI)
accredited agency status by timely submission of Annual
Compliance Report (ACR).
Implement strategic and specific recommendations accepted from
2018 CFAI reaccreditation report.
Performance Measures:
Meet ACR requirements to maintain
CFAI accredited agency status CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
ACR Submitted * Yes Yes Yes Yes
*Reaccredited Year - No ACR Required
Number of reaccreditation report
adopted recommendations
implemented CY 2018 CY 2019 CY 2020
Projected
CY 2021
Projected
CY 2022
Estimate
Strategic Recommendations (7) 7 of 7 5 of 8 5 of 8 5 of 8 7 of 8
Specific Recommendations (9) 9 of 9 8 of 15 11 of 15 13 of 15 13 of 15
Maintain ISO Class 2 rating CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Rating 2 2 2 2 2
136
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 daily 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.
Activities:
• Emergency Operations services include fire suppression, emergency medical services,
technical rescue, and hazardous materials response. The Fire Department responds to
over 7,000 emergency incidents annually.
Recent Accomplishments:
• Once again responded to a record number of emergency calls for service in 2021
• Purchased and made operational one new fire engine
• Completed specification process for construction of new aerial ladder truck
Upcoming Challenges:
• Managing apparatus replacement schedule with several new fire truck replacements in
the next few years
• Operational tempo will continue to challenge unit availability – staffing issues are a
critical strategic consideration
• Adaptive deployment model must be considered for District 2 – only one fire station
covers the area west of the river
• Cardiac defibrillators and Self-Contained Breathing Apparatus both nearing the end of
useful life.
137
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Capital Outlay expenditures increased by $42,000 in the fiscal year 2023 budget due to the
addition of $42,000 for the replacement the department’s automated external defibrillators
(AED).
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
138
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Confine fires to the room or object of origin for at least 40% of
all commercial and residential fires.
Department Objective: Arrive at incident location within six minutes of dispatch
center notification, 90% of the time.
Performance Measures:
Total Calls and Percentage
Overlapping CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Total Calls 7,022 7,430 6,921 7,700 8,350
Percentage Overlapping 62.4% 46.1% 46.9% 46.0% 50.0%
Emergent Fire Response (All)
Citywide CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
% Compliance 72% 73% 57% 65% 65%
Goal % Compliance 90% 90% 90% 90% 90%
In Minutes < 6:24 < 6:24 < 6:24 < 6:24 < 6:24
Goal In Minutes < 6:24 < 6:24 < 6:24 < 6:24 < 6:24
EMS Response Citywide CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
% Compliance 65% 65% 53% 68% 70%
Goal % Compliance 90% 90% 90% 90% 90%
In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Goal In Minutes < 6:00 < 6:00 < 6:00 < 6:00 < 6:00
Fire Control CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Building Fires 44 37 37 60 50
Fires confined to object of origin 9 10 7 12 10
Fires confined to room of origin 27 14 16 30 25
Fires confined to floor of origin 4 4 5 9 8
Confined to building of origin 4 9 6 9 7
Beyond the building of origin 0 0 0 0 0
% Compliance 82% 65% 43% 50% 60%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Total Calls Percentage Overlapping
139
Fire Prevention
The Fire Prevention Division continues to serve the citizens of Iowa City through fire code
enforcement, plans review, fire origin and cause determination, and public education
programs.
Activities:
• Fire Prevention 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.
Recent Accomplishments:
• Successfully transitioned public education program to remote learning, to include 2020
and 2021 Fire prevention Week activities.
Upcoming Challenges:
• Fostering necessary engagement to maintain / enhance expertise in community risk
reduction activities.
• Dealing with the likely long-term loss of face-to-face access to ICCSD students /
classrooms.
• Obtaining a long-
term funding
stream for
programs that
benefit at-risk
populations. This
includes, but is
not limited to, free
smoke alarms,
residential Knox
Boxes for elderly
or infirmed, and
other programs
that promote
safety.
140
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures increased by 12.7% in the fiscal year 2023 budget primarily due to the
addition of $2,000 for supplies to recognize the 150th anniversary of the Iowa City Fire
Department.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
141
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Enhance Community Mobility for All
Residents
Department Goal: Ensure fire prevention core programs meet projected
jurisdictional and regional service delivery demands & needs.
Department Objective: Provide fire prevention services by collaborating with and
educating the public, enforcing the codes, reviewing planned
development, and identifying the mitigating hazards so that
life and property are protected and disasters prevented.
Performance Measures:
Public education/fire
prevention community
contacts and staff hours CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Contacts (200 - Goal) 276 663 87 125 300
Staff Hours 1,118 2,247 91 218 1,400
Average Staff Hours per
Contact 4.05 3.39 1.05 1.75 3.00
Fire & life-safety building
inspections conducted CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Bureau 572 460 137 247 250
Commercial 539 538 58 901 500
University 294 302 55 144 145
Increase presence and condition of smoke alarms encountered in fire incidents to 100%
Smoke Alarm Status CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Working 17 21 21 22 23
Not Working 2 4 3 3 3
None Present/Undetermined 15 14 10 11 9
Incidents 34 39 34 36 35
Percent Working 50.0% 53.5% 61.8% 61.1% 65.7%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Percent of Working Fire Alarms
142
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 responsible for training in the areas of emergency medical services, technical
rescue, fire suppression, and hazardous materials.
Activities:
• 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.
Recent Accomplishments:
• Made new training center operational for large- and small-scale evolutions.
• Facilitated regional technical rescue and hazardous materials training classes.
• Facilitated day-long live-burn training in acquired structure with county mutual aid
partners.
Upcoming Challenges:
• Succession of new
Training Officer
• Refurbish faulty
below-ground
storage tank
• Roof replacement
of warm storage
building
• Continue to add
necessary
augments to
training facility
(training props,
shipping
containers)
• Incremental
transition to an “at
home” training model using resources previously designated to travel
• Fostering engagement necessary to maintain discipline-specific expertise
143
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures increased by 27.2% in the fiscal year 2023 budget due to budgeted
purchases for various supplies for the new training center.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
144
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves,
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Provide a service to the community that is prepared to respond to
emergencies, natural disasters, catastrophic events, and other
events that threaten the health and safety of the public.
Department Objective: Train personnel to respond to emergencies, natural disasters,
hazardous materials events, and other such high-risk events that
threaten the health and safety of the public.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Training hours completed per
individual (% achieved)
%
Achieved
%
Achieved
%
Achieved
%
Achieved
%
Achieved
Minimum (96) 100% 100% 100% 100% 100%
Goal (160) 100% 98% 100% 100% 100%
During CY 2019, one member on extended leave and unable to participate in training.
Safety Officer
Goal: 64 CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Certified 33 33 30 30 30
In Process 0 0 0 0 0
Fire Officer
Goal: 30 CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Certified 38 44 44 41 41
In Process 8 0 0 0 0
Haz Mat Tech
Goal: 64 CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Certified 64 64 64 64 64
In Process 0 0 0 0 0
97%
98%
98%
99%
99%
100%
100%
101%
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Minimum (96)Goal (160)
145
Parks and Recreation
Department
Contact information
Parks & Recreation Director: Juli Seydell-Johnson
Website: www.icgov.org
Telephone: 319-356-5107
Address: 220 South Gilbert Street
146
Parks and Recreation Department
Department Mission
The mission of the Parks and Recreation Department is to increase community engagement
and connection by providing equitable and accessible outdoor spaces, recreation facilities and
programs to encourage interaction by all community members; protect and enhance the natural
environment; preserve the history and culture of the community in Oakland cemetery and
showcase public art throughout the park system.
Department Description
The Parks & Recreation Department provides leadership and direction to the Parks
Maintenance, Government Buildings, Recreation, and Oakland Cemetery divisions as well as
operates the Farmer’s Market.
“Parks and Recreation provides
spaces, places and programs that
bring our community together.”
- Juli Seydell-Johnson
147
Funds/Divisions
General Fund:
• Parks Administration
• Government Buildings
• Recreation
• Parks Maintenance
• Cemetery Operations
Parks & Recreation Administration
*Administration
*Farmer's Market
Park Maintenance
*Administration
*Operations
*Forestry
Recreation
*Recreation
Cemetery Operations
*Cemetery Operations
*Perpetual Care
Government Buildings
*Government Buildings
148
Department Staffing
The Parks & Recreation Department has 46.50 FTE across 4 divisions and 7 activities.
Senior Management
Cemetery Supervisor Facilities Manager Parks & Forestry Supt. Recreation Supt.
Russell Buffington Kumi Morris Tyler Baird Brad Barker
2.00
4.00
14.50
2.00
14.00
7.00
3.00
Parks & Recreation FTE by Activity
Park and Rec Admin
Government Buildings
Recreation
Park Maintenance
Administration
Park Maintenance Operations
Forestry
Cemetery Operations
149
Parks & Rec Admin $ 476,909
Government Buildings $ 872,735
Recreation $ 3,739,859
Park Maintenance Admin $ 308,026
Park Maintenance Ops $ 3,447,760
Forestry $ 1,140,547
Cemetery $ 447,541
5%8%
36%
3%
33%
11%
4%
Parks & Recreation
FY23 Expenditures -$10,433,377
Parks & Rec Admin
Government Buildings
Recreation
Park Maintenance Admin
Park Maintenance Ops
Forestry
Cemetery
150
Parks and Recreation Administration
The Parks & Recreation Administration division is responsible for the oversight and support of
the department’s operating divisions.
General Fund Activities:
• Administration personnel include the Parks & Recreation Director and an Administrative
Secretary.
• The 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
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.
Recent Accomplishments:
• Farmers Market returned to
in-person operations.
Saturday markets had
strong attendance and
sales. Wednesday markets
struggled for both vendors
and shoppers.
• Entered partnership with
FilmScene to provide free
outdoor movies at
Chauncey Swan Park.
• New partnership with
Shelter House provided
daytime warming shelter at
Robert A. Lee during
pandemic.
• Neighborhood park special
events were doubled during
2021 to provide COVID-
friendly outdoor recreation
opportunities.
151
Upcoming Challenges:
• Finding a new normal and operating strategies as the community re-opens as COVID-19
progresses in the Community.
• Completing the Recreation Facility and Program Master Plan in 2022.
• Implementing Park Master Plan vision for Recreation Services. (STEAM, support Climate
Action Goals, teaching kids to swim, bicycle safely and participate in outdoor recreation.
• Activating Riverfront Crossings Park and neighborhood parks throughout the City.
• Replacing ash trees lost to Emerald Ash Borer infestation and storm damage. Addressing
public policy and education regarding tree removals and tree planting.
• Increasing Parks & Rec Foundation donations and participation
• Implementing Natural Areas Plan.
• Documenting changes supporting Climate Action Goals.
Budget highlights
Service Level Change Summary
There are no service level changes in the
fiscal year 2023 budget.
Financial Highlights
Services expenditures in the Parks and
Recreation Administration budget
decreased by 71.1% due to the funds
budgeted in fiscal year 2022 for the Parks
and Recreation Master Plan.
152
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Park & Rec Admin
FY23 Expenditures -$476,909
Personnel Services Supplies
153
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Monitor/utilize endowments, donations, and grant funding sources
to decrease reliance on general fund subsidies. (Strategic Goal:
Evaluate alternative revenue sources.)
Department Objective: Continue to work with the Iowa City Parks and Recreation
Foundation and Community Foundation of Johnson County, which
provides unique memorial opportunities and support of the Iowa
City Parks and Recreation Department. Continue to research and
apply for possible grant funding sources to benefit the Iowa City
Parks and Recreation Department.
Performance Measures:
Endowments CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Iowa City Parks and Recreation
Foundation $88,591 $91,929 $99,659 $93,393 $94,994
Community Foundation
of Johnson County $112,701 $141,469 $177,152 $212,582 $246,595
Donations & Grant Funding FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Donations* $25,179 $17,549 $10,652 $17,793 $15,331
Grant Funding* $37,500 $301,478 $261,450 $200,142 $254,435
Total $62,679 $319,027 $272,102 $217,935 $269,766
Per capita calculation
(used 2010 US Census) $0.923 $7.030 $3.680 $2.950 $3.650
* Amounts include both General Fund and Capital Improvement Project Funds
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Donations*Grant Funding*
154
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Strengthen Community Engagement and
Intergovernmental Relations
Department Goal: Develop programs and events that support community engagement
and neighborhood development.
Department Objective: Enhance and expand program offerings to include all areas and
demographic segments.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Programs (in ActiveNet) 1,672 1,447 142 1,300 900
Participants (Registered through
ActiveNet 10,024 8,766 1,032 9,100 7,200
Average Participants per
Program 6 6 7 7 8
*FY21 numbers based on Summer 2020, Fall 2020 and Winter/Spring 2021 programs. FY21 program quantity
was significantly reduced due to most programs cancelled in 2020 and mostly small group, outdoor
programming in Spring 2021. Numbers for the Summer and Fall 2021 are expected to be less than what we'd
typically have registered
0
1
2
3
4
5
6
7
8
9
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023 Estimate
Programs (in ActiveNet)Average Participants per Program
155
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.
General Fund Activities:
• Government Buildings provides daily
cleaning and maintenance for the 88,100
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.
Government Buildings
Maintenance and Custodial care
Square
Footage
Year constructed
City Hall (including Police and Fire Station 1) 88,100 1960/additions varies
Robert A. Lee Recreation Center 45,479 1964
Mercer Aquatic Center/Scanlon Gymnasium 62,935 1988/1999
Ashton House 2,339 1947
The Center 24,348 1904/1931/1981 (center)
Cable TV offices in Tower Court Parking Ramp 3,830 2008
Terry Trueblood Recreation Area Lodge 5,780 2013
City Park Pool (Bathhouse SF and pool) 3770 1947
Fairmeadows Splash Pad (pump house SF) 400 2015
Weatherby Splash Pad n/a 2015
Tower Court Splash Pad 615 2016
Weatherdance Fountain- downtown ped mall n/a 2000
Fire Station 2* 11,306 2009
Fire Station 4* 11,826 2010
Iowa City Public Works Facility* 99,300 2019
*Mechanical, HVAC and BAS monitoring, maintenance, and care
156
Recent Accomplishments:
• Government Buildings staff altered operations and work environments throughout City
facilities for public reopening during COVID-19.
• Recreation Centers, swimming pools and programs largely closed for first half of year
due to COVID-19. Staff completed a number of small projects in the closed buildings
and then prepared each to reopen for operation.
Upcoming Challenges:
• Continue recovery and reopening from pandemic closures.
• Preparing for facility capital projects as prioritized in
Recreation Program and Facilities Master Plan.
• Aging mechanical and filtration systems at all three
swimming pools.
• Documenting and reporting facility operation metrics that
support Climate Action Goals.
157
Budget highlights
Service Level Change Summary
There are no service level changes included
in the fiscal year 2023 budget.
Financial Highlights
The fiscal year 2023 Capital Outlay
expenditures include $29,000 for a
generator, $24,000 for a vehicle and $8,000
for facility improvements.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Government Buildings
FY23 Expenditures -$872,735
Personnel Services Supplies Capital Outlay
158
Goals, objectives, and performance measures
Strategic Plan Goals: Demonstrate Leadership in Climate Action and Invest in Public
Infrastructure, Facilities and Fiscal Reserves
Department Goal: Foster and improve healthy sustainable municipally owned buildings, with
a focus on best life cycle costs. Decrease the City's Carbon Emissions
and energy use in public buildings.
Department Objective: Improve existing systems in Heating, Ventilation and Air Conditioning
(HVAC), building envelope (wall and roofing systems, doors and
windows) and Building Automation Systems (BAS).
Performance Measures:
Annual energy Improvements
and Savings
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Investing and upgrading
HVAC Building Automation
Systems (per number of
buildings)
1 1 1 4 2
Annual kWh electrical savings 58,061 26,471 51,994 Pending Pending
Annual Therms savings 4,681* 3,966 5,666 Pending Pending Annual energy savings in
dollars $5,511 * $3,678 $5,613 Pending Pending
Energy Incentive Rebate $1,936 * $17,339 $11,905 Pending Pending
*Electricity rebate only/transfer gas does not qualify for natural gas savings.
159
Recreation
The Recreation Division manages the operation of the City’s recreation facilities, programs
and special events. The City offers programming that includes neighborhood events, large
scale community events, sports, aquatics, social/arts/STEAM environmental educational and
enrichment programs for all ages and abilities. The Division provides outreach to the
community to ensure they have the ability to participate regularly in recreation pursuits.
General Fund Activities:
• Recreation Division’s budget is the sum of nine areas: Recreation Administration,
Recreation Center Operations, Social/Cultural/Environmental Activities, Aquatics,
Underserved Populations, Youth Sports, Adult Sports, and Communications and Special
Events.
The Recreation Division provides two recreational
facilities. The Robert A. Lee Community Recreation
Center houses a variety of activity spaces including: a
gymnasium, fitness room, swimming pool, arts and
crafts room, social hall, and potter’s studio. The
Scanlon Gymnasium at the Mercer Park Aquatic
Center provides a gymnasium, a game room and
multipurpose rooms.
The Recreation Division also maintains three public
pool facilities: City Park Pool, the Robert A. Lee
Recreation Center Pool, and the Mercer Park Aquatic
Center.
Recent Accomplishments:
• Reopening facilities and programs following pandemic-related closures.
• Root for Trees – Public outreach and program implementation.
Upcoming Challenges:
• Implementing changes suggested by Recreation Program & Facilities Master Plan.
• Preparing for facility projects as prioritized by Recreation Program & Facilities Master
Plan.
160
Budget highlights
Service Level Change Summary
There are no service level changes included in the
fiscal year 2023 budget.
Financial Highlights
Services expenditures decreased by 5.8% in fiscal year
2023 primarily due to a general decrease in repairs and
maintenance expenses.
Capital Outlay includes $18,000 for a chair lift and
$24,500 for facility improvements in the fiscal year
2023 budget.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Recreation
FY23 Expenditures -$3,739,859
Personnel Services Supplies Capital Outlay
161
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: To make the recreation programs as financially self-sufficent
as possible and reduce the reliance upon property taxes.
(Strategic Goal: Evaluate alternative revenue sources.)
Department Objective: Set program fees to recover more of direct program costs in
order to rely less on general fund subsidies.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Recreation program cost
recovery 41% 30% 25% 30% 35%
Cost recovery goal 40% 40% 40% 40% 40%
FY21 - Most programs and events were cancelled July 2020 through March 2021. The
Robert A Lee Recreation Center and swimming pool was closed during this period as well.
Returning programs and events have been smaller scale
FY22 Projected - Assumes swimming pool access will gradually return to normal and that
patrons begin participating more broadly in late 2021 and throughout 2022.
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Provide and promote gardening throughout the City.
Department Objective: Provide spaces for community and neighborhood gardens.
(Strategic Goal: Grow the local foods economy.)
Performance Measures: FY2019 FY2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Rented Garden Plots 213 273 273 273 300
Number of Neighborhood
Garden Sites 4 4 4 4 5
Number of Demonstration
Gardens 0 0 1 4 4
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Recreation program cost recovery Cost recovery goal
162
Parks Maintenance
The Park Maintenance Division oversees the maintenance of the City’s green space, natural
areas, athletic fields, tree canopy, horticulture plantings and 56 designated parks.
General Fund Activities:
• Park Maintenance Administration
provides oversight, planning, and
management of the division.
• Park Maintenance Operations are
responsible for continual cleaning,
maintenance and repair of park facilities
including park shelters, playgrounds, and
athletic facilities. Responsibilities include
visiting all designated parks, cleaning and
securing restroom and shelter facilities and
providing for trash removal. Park
Maintenance also manages approximately
150,000 square feet of landscaping in
ROWs, gateways and traffic islands
throughout the city. They manage,
enhance, and protect City-owned
woodlands, wetlands and prairie areas,
scheduled mowing in the 1,800+ acres of
land managed including residential-style
turf, prairies and 200+ acres of non-
parkland along highways, water retention
areas and ROWs, and provide snow
removal and winter maintenance of access
roads, parking areas, bridges, 60+ miles of trails and sidewalks, and ice-skating areas.
• Forestry staff provides routine arboricultural services such as inspecting, pruning,
removing and planting trees located in the city rights-of-way, city parks and city-owned
properties. Forestry staff responds to emergency storm damage of public and private
trees when public facilities or services are impacted and advises Engineering and
Housing Inspection staff regarding tree protection during construction and/or
demolition projects, species selection for building permits and zoning requests.
163
Recent Accomplishments:
• 1,000+ Trees planted in 2021
• Glendale Park and Ped Mall Playground projects
designed and bid.
• Increased native planting areas throughout City.
• Ecological restoration work completed at Hickory
Hill Park, Terry Trueblood Recreation Area, and
Whispering Meadows Wetland Park using Iowa
DNR REAP Grant funds.
• “Root for Trees” tree planting program for trees
to be planted on private property.
Upcoming Challenges:
• Emerald Ash Borer Infestation and Derecho tree
damage.
• Additional public use of outdoor facilities and
spaces during pandemic.
• Climate Change - Trend toward extreme weather events.
164
Budget highlights
Service Level Change Summary
There are no service level changes
included in the fiscal year 2023 budget.
Financial Highlights
Capital Outlay in Park Maintenance
Administration includes $26,000 for a
vehicle in the fiscal year 2023 budget.
Park Maintenance Operations Capital
Outlay expenditures decreased by 14.9%
in the fiscal year 2023 budget primarily
due to natural area management project
carryforwards included in the fiscal year 2022 budget.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Park Maintenance
FY23 Expenditures -$4,896,333
Personnel Services Supplies Capital Outlay
165
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Develop and enhance Parkland areas and open spaces to
exceed existing and future needs of Iowa City patrons.
(Strategic Goal: Substantially improve access and use of public
spaces.)
Department Objective: Utilize public engagement through neighborhood meetings,
outreach and social media to gather input for the purposes of
planning, education and volunteerism. Review and update the
master plan every five years to reflect current and future needs
of the community.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Acres of Developed Parkland 1,540 1,540 1,540 1,540 1,540
Acres of Undeveloped Parkland 210 218 218 221 229
Total Acres of Parkland 1,750 1,758 1,759 1,762 1,770
Total Acres per 1,000
Population (used 2010 US
Census)
25.79 25.91 25.92 25.96 26.08
Total Non-Parkland* 220 221 221 221 221
*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.
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves,
Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: 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.)
Department Objective: Efficiently and equitably manage Parkland areas, open spaces
and facilities utilizing sustainable techniques.
Performance Measures:
Park Maintenance Operating
Expenses per Acre (Total
Acres of Parkland) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Operating Expenses $3,710,152 $3,779,076 $4,548,235 $4,818,351 $4,938,810
Per Capita
(used 2010 US Census) $54.67 $55.69 $67.02 $71.00 $72.78
Per Acre Cost $1,883 $1,910 $2,297 $2,430 $2,481
*Starting FY2014 calculation includes non-parkland acres, which more accurately reflects cost per acre.
166
Strategic Plan Goal: Demonstrate Leadership in Climate Action Department Goal: 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.
Department Objective: Increase the number of trees planted in City ROWs.
Performance Measures:
Trees planted in City ROWs.
CY
20183 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Trees planted 162 400 400 1100 750
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
$80.00
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Per Capita Per Acre Cost
167
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.
General Fund Activities:
• Cemetery Operations maintains all cemetery grounds, buildings, equipment, and snow
route. They also provide assistance with family members/funeral homes regarding
funeral arrangements; determine right of interment, interment placement, lot
sales/repurchases, and they assist the general public/funeral homes/monument dealers
with genealogy requests, lot locations and explanation, enforcement of cemetery rules
and regulations.
• Cemetery Perpetual Care accounts for donations that are dedicated for the long-term
maintenance of the Oakland Cemetery.
Recent Accomplishments:
• Repaired 15 monument foundations.
• The addition of prairie grass in the expansion area of the cemetery.
Upcoming Challenges:
• Removal of declining Ash trees and the pruning of the oak trees after the first hard
frost.
• Increase monument foundation repair.
168
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
The fiscal year 2023 Services expenditures increased by 5.8% due to an increase in other
building repairs and maintenance expenditures.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Cemetery Operations
FY23 Expenditures -$447,541
Personnel Services Supplies Capital Outlay
169
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Track and compare the number of full burials verse cremation
burials for each fiscal year.
Department Objective: Report burial trends to effectively estimate the current longevity
of the Cemetery. Use the results to assist with the strategic
planning for future expansions and needs.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Full Burials 25 22 30 28 25
Cremation 38 29 47 49 51
0
10
20
30
40
50
60
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Full Burials Cremation
170
Iowa City Public
Library
Contact information
Library Director: Elsworth Carman
Website: www.icpl.org
Telephone: 319-356-5200
Address: 123 South Linn Street
171
Iowa City Public Library
Department Mission
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.
Library values include access, belonging, collaboration, community, enjoyment, intellectual
freedom, and literacy.
The Library is committed to excellence in customer service, working collaboratively, minimizing
barriers to use, providing a welcoming environment, amplifying community voices, and
maintaining a professional, passionate, and skilled staff.
Department Description
The Iowa City Public Library is a busy, vibrant community hub, focused on identifying and
championing community aspirations. Services are intentionally designed to excite and engage
diverse audiences and support the community in growing and learning together. Services include
an exceptional materials collection, programming for all ages, technology access (wi-fi, hardware
and software access and a full digital media lab), and a bookmobile. Online access makes
collections and information available 24/7.
Services are offered to residents of Iowa City and, through contract, residents of Hills, rural
Johnson County, Lone Tree, and University Heights. Reciprocal agreements with other public
libraries across Iowa provide for a sharing of services through the Open Access Program.
“This is a truly exciting time at ICPL; we are
engaging with the community in new ways,
asking lots of questions, and actively
seeking opportunities to be the library Iowa
City needs and wants.”
- Elsworth Carman, Director
172
Funds/Divisions
General Fund:
•Library Operations
•Library Development Office
Library Board of Trustees
Library Operations
*Library Operations
*Library Materials
*Board Controlled Funds
*Gifts & Bequests
*Gifts -Materials
*Library Replacement Reserves
Library Development Office
*Library Development Office
173
Department Staffing
The Library Department has 45.92 FTE across 2 divisions and 7 activities.
Senior Management
Community & Access Coord. Admin Services Coord. Collection Services Coord. Dev. Office Coord.
Sam Helmick Open Anne Mangano Patty McCarthy
IT Coord. Adult Services Coord. Children’s Services Coord.
Brent Palmer Jason Paulios Angela Pilkington
43.02
0.50 0.40 2.00
Library FTE by Activity
General Library Library Board Controlled Funds
Library Gifts and Bequests Library Development Office
174
Library Operations
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.
General Fund Activities:
• Library Operations accounts for the majority of the library’s budget, and includes
staffing, programs, public services, building repair and maintenance, and the
Bookmobile. This also includes transfers to equipment replacement reserves.
• Library Materials represents the acquisition and replacement of library materials.
Materials budgets are organized into children’s materials, young adult materials,
and adult materials in a variety of formats. Electronic and downloadable formats
represent an increasing number of materials acquisitions.
• Library Board Controlled Funds is funded largely through State Library of Iowa
funded grants for Library Open Access (reciprocal borrowing) and Enrich Iowa
programs.
• Library Gifts and Bequests includes contributions and donations, both
designated and undesignated, for library operations, programs, and building
improvements.
• Library Gifts – Materials are donated and designated for materials acquisitions.
• Library Replacement Reserves are funded through a transfer from General
Library operations, these funds are intended for the scheduled replacement of
library equipment and computer hardware.
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.
175
Recent Accomplishments:
• Prioritized public health and safety in designing and delivering library services
during the COVID-19 pandemic.
• Established new recruiting and hiring practices to reduce barriers to establishing a
workplace reflective of the community served.
• Supported Friends’ Foundation volunteers and the Development Office staff in
exploration and adoption of Sustainable Investing practices in order to grow
Foundation investments.
• Continued to craft new ways for the community and the Library to communicate -
including dynamic options for “browsing” the shelves remotely, an enhanced ICPL
app, and the ability to contact the Director for comments and feedback via text
message.
• Responded to direct community feedback by applying multiple new electronic
resources—including two learning-based tools: Creativebug (craft video tutorials)
and LinkedIn Learning (creative, business, and technology training tutorials)—and
making these available to the public.
• Recognized the Bookmobile as a community hotspot and information hub following
the derecho (land hurricane) incident.
• Held a virtual In-Service Day, with focus on finding alternatives to calling the Police
for library rule infractions (one of the strategic initiatives).
• Encouraged Friends’ Foundation volunteers and supported creative new virtual
events to assist in surpassing fundraising goals.
• Developed and offered a variety of community programs and historical reflections
in celebration of Iowa City Public Library’s 125th Anniversary.
176
Upcoming Challenges:
• Engage the Iowa City community in defining their Library needs as we move
through the COVID-19 pandemic.
• Continue to collect data related to effects of the provisional all-collections Fine Free
Policy, while actively engaging with City management around aspirations to
implement this policy at the beginning of fiscal year 2023.
• As part of the Strategic Plan, measure resources allocated to programming,
outreach, and collections for and with Black, Indigenous, and People of Color.
• Continue to celebrate Iowa City Public Library’s 125th Anniversary with programs,
events, and displays.
• Explore Automatic Material Handler options with Staff and Board; evaluate impact
on current check-in procedures.
• Work with Library volunteers to design and implement a lobby Welcome Desk.
• Explore Automatic Material Handler options with Staff and Board; evaluate impact
on current check-in procedures.
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Capital Outlay expenditures for the General Library are 10.5% of the Library Operation’s
fiscal year 2023 expenditure budget which includes $710,000 for collection materials. In
fiscal year 2022, Capital Outlay expenditures totaled 11.1% of the expenditure budget.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
177
Goals, objectives, and performance measures
Strategic Plan Goal:
Strengthen Community Engagement and Intergovernmental
Relations, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: The Iowa City Public Library actively encourages discovery,
learning, and greater participation in community life.
Department Objective:
Work with the ICCSD, preschools and summer programs to help
children sign up for a library card and participate in summer
reading programs.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Children Registering for
Summer Reading Programs 3,360 636
Program
runs
through
9/5/2021
1,500 2,000
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal:
The Iowa City Public Library contributes to the quality of life in
Iowa City by offering opportunities to explore diverse ideas, to
exercise imagination, and to express creativity.
Department Objective: Provide programs, displays, and reading lists to diverse
audiences on themes of social justice and racial equity.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of programs, displays,
and reading lists specifically
aimed at diverse audiences or
relating to themes of social
justice and racial equity.
389 343 270 300 350
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Introduce Bookmobile Service.
Department Objective: Improve equitable access to library services
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Community Members Visits to
the Bookmobile Per Week 340 378 93 200 250
340
378
93
200
250
0 50 100 150 200 250 300 350 400
FY 2019
FY 2020
FY 2021
FY 2022 Projected
FY 2023 Estimate
Community Members Visits to the
Bookmobile
178
Library Development Office
Staff of the Library Development Office partner
with the Board of Directors of the Iowa City
Public Library Friends Foundation (ICPLFF) to
achieve fundraising and friend-raising goals for
the Library. The ICPLFF mission is “to
generate private resources to support the Iowa City Public Library.” The ICPLFF is a
501(c)(3) non-profit organization governed by community volunteers who serve as Board
members to help ensure that the Library continues to provide our community with
excellent library experiences.
General Fund Activities:
• Library Development Office accounts for personnel costs associated with the K’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.
Recent Accomplishments:
• Successfully shifted to host virtual events to support Library services being offered
to the community in new ways during the pandemic.
• Introduced Local Libraries LIT (listen, initiate, talk) speaker series to present
diverse authors and writers to help spark action toward more inclusive
communities.
• Created and supported unique programs o celebrate the Library’s 125th
anniversary.
• Generated $322,144 to support the Library.
Upcoming Challenges:
• Developing successful strategies to achieve financial goals during the pandemic.
• Attracting and developing diverse board members and other volunteers.
179
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
The expenditures for this activity are offset by the revenues with no general funding
utilized for this activity.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
180
Senior Center
Department
Contact information
Coordinator: LaTasha DeLoach
Website: www.icgov.org
Telephone: 319-356-5220
Address: 28 South Linn Street
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Senior Center
Department Mission
The Center enhances quality of life by creating opportunities to support wellness, social connections,
community engagement and lifelong learning for diverse and growing older adult population.
Department Description
The Iowa City/Johnson County Senior Center (The Center) opened its doors in 1981 and has
championed its vision for continued social involvement for community members aged 50+ and end
social isolation.
The Center offers a variety of in person and virtual 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.
“Social isolation and loneliness are
at an all-time high for all groups and
we all must work together to heal
our community.”
- Latasha DeLoach
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Funds/Divisions
General Fund:
• Senior Center Operations
Senior Center Operations
*Senior Center Administration
*Senior Center Programs
*Senior Center Gifts & Memorials
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Senior Center Operations
The Senior Center Operations oversees the operation of the senior facility.
General Fund Activities:
• 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 in
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; Simple and Free Pantry Exchange,
the AARP Tax Aide Program; and Honoring Your Wishes advanced care planning. In
addition, the Visiting Nurse Association offers health care clinics; Horizons, Inc. serves
noon congregate meals five days a week; Johnson County Public Health offers
community resources 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 - There are four budget subdivisions for Program activity:
• Senior Center Classes - Classes cover everything from literature and fitness,
music, and art education. They are often open to non-members or
intergenerational. Programming occurs on a bi-monthly basis. Classes are
taught by staff, volunteers and/or independent contractors.
• Senior Center Special Events – Encompass large programs of general interest
that are open to all members of the community as well as events specifically for
members. For instance, dances, fundraisers, band concerts, choral
performances, movies, or speakers. They often have sponsors and community
partners and involve many volunteers.
• Senior Center Technology and Video (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 older adults 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 which has increased significantly over the past few months due to relying
on technology to provide continuous quality programming.
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• Senior Center Choir- The Center for many years has been fortunate to continue
a tradition of offering a chorus. Voice of Experience is a fun and dynamic chorus
open for all Senior Center members. They provide seasonal choral
performances.
• Senior Gifts and Memorials – Accounts for the activity of specific gifts and memorials.
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 regarding 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 regarding to the needs of older adults; and assist the City Manager in the
evaluation of personnel.
Recent Accomplishments:
• At the end of fiscal year 2021 there were 1,215 members with 83 or 7% on low income
scholarships. This number is significantly decreased due to the pandemic. While
membership numbers have been on the rise since re-opening the building, many
continue to be cautious about in person activities. The Center continues to provide
virtual classes. Membership is not required to participate in many of The Centers
programs and services
• Volunteer support continues to be a cornerstone of The Center’s success. In fiscal
year 2021 there were 202 volunteers
• In an effort to increase accuracy of classes and activities provided to the community
we have a new reporting system that lines up with our mission and vision statements
and are reported below. Class sizes vary from 5 to 120 participants
• Wellness Description classes and activities which include nutrition, exercise,
functional movement, mental health, safety, spirituality, caregiving, disease
prevention - 26 classes and/or activities
• Social Connections Description classes and activities which include: friendship,
shared interests, space to meet, networking, extends beyond the building - 22
classes and/or activities
• Community Engagement classes and activities which include: Support of
community groups, cultural center, equity focused, fostering sense of
community for all, inclusion - 27 classes and/or activities
• Lifelong Learning classes and activities which include: vocational/occupational
training, sharing your passions, volunteering, kills learning new things, teaching
others – 102 classes and/or activities
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• Approximately 5 offsite and 171 virtually and 23 culturally responsive classes
and 20 classes specifically about climate action.
• Community services expand The Center’s outreach into the surrounding community. In
fiscal year 2021 the Visiting Nurses Association had 537 health clinic visits and Elder
Services, Inc. served 1,952 meals this number was significantly impacted by our
closure. Honoring Your Wishes had 35 consultations for advanced care planning and 5
workshops attended by 43 community members. The AARP tax aide and Volunteer
Lawyer programs were suspended in fiscal year 2021 due to the in-person
appointment requirements set by outside organizations. had 291 and 32 appointments
respectively. The Senior Health Insurance Information Program (SHIIP) counselors
continued to serve the community virtually throughout fiscal year 2021.
• The Center received $47,662 from the Friends of The Center Senior Center
Endowment in fiscal year 2021
• The Center continues providing 20 hours/week of operational space to TRAIL of
Johnson County in fiscal year 2021
• Partnered with Towncrest Pharmacy and Iowa City Parks and Rec to provide
administrative support and infrastructure for multiple Covid-19 vaccination clinics
• Give Back Garden was developed to fight social isolation and bring older adults
together to learn new skills and provided free and fresh produce to the Simple and
Free Pantry at the Senior Center.
Upcoming Challenges:
• Given the continuity of the pandemic and how the older adult population at a high rate
there is concerns of keeping members and public safely utilizing services and so we
will continue to be creative about how we work towards our goal of decreasing social
isolation and keeping older adults connected to the community.
• We continue to work through the phases of adjusting the programs and services and
prepare for the upcoming construction in the building as we get closer to having a solid
Facility Master Plan will cause challenges in regards to access to different parts of the
building that’s accessible for programming and social spaces.
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Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Senior Center Administration Services expenditures increased by 13.9% in the fiscal year
2023 budget primarily due to $30,000 was added for a feasibility study on how to develop
funding to assist with the building master plan.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
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Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Strengthen Community Engagement and
Intergovernmental Relationships
Department Goal: The mission of The Center enhances quality of life by creating
opportunities to support wellness, social connections,
community engagement and lifelong learning for a diverse and
growing older adult population.
Department Objective: Each trimester throughout the year, offer culturally responsive
and diverse program opportunities that address social isolation
in the Iowa City area which include wellness, social
connections, community engagement, and lifelong learning.
Performance Measures:
Classes that address the four
mission areas
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Wellness 107 77 26 55 65
Social Connections 127 60 22 55 35
Community Engagement 23 29 27 23 25
Lifelong Learning 145 103 102 110 115
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: To enhance financial stability of the Center.
Department Objective: Move toward electronic communication as a cost saving measure
and for customer convenience. Collaborate with Friends of the
Center to fund annual operational expenses through the Senior
Center Charitable Giving Account.
Performance Measures:
Endowment's Annual
Contribution to the
Operational Budget
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Annual Contribution $45,852 $47,662 $47,622 $49,000 $50,000
Change in Contribution 15.30% 3.90% 0.00% 2.85% 2.02%
Goal $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000
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77
26
55
65
127
60
22
55
35
23
29
27
23
25
145
103
102
110
115
FY 2019
FY 2020
FY 2021
FY 2022 Projected
FY 2023 Estimate
Wellness Social Connections Community Engagement Lifelong Learning
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Cost Recovery FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Cost Recovery Percentage 30% 30% 30% 30% 32%
Goal Cost Recovery 35% 35% 35% 35% 35%
Strategic Plan Goal: Advance Social Justice, Racial Equity, and Human Rights
Department Goal: To promote inclusion and diversity among participants.
Department Objective: Maintain and expand opportunities to reach a diverse audience
for on and off-site programs.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Senior Center member
Race/Ethnicity (Based on
optional information collected on
member registration form)
Out of
1,481
known
Out of
1,278
known
Out of
1,002
known
Out of
1,040
projected
Out of
1,067
estimated
Asian 24 16 9 12 15
Black or African American 22 23 10 13 16
Hispanic or Latino 17 13 9 11 13
Multi-Racial 0 2 1 1 2
Native American/Alaskan 3 4 2 2 2
Pacific Islander 2 4 4 2 4
White 1,406 1,199 955 989 1,000
Self-identify 7 17 12 10 15
* At least until levels reflect community demographics of the 50 + population
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of diverse
representation or culturally
responsive programming
8 18 23 26 32
Percent of Members who
participate in the low-income
membership program.
10% 9% 7% 8% 11%
Goal 9-11% 9-11% 9-11% 9-11% 9-11%
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%.
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Neighborhood &
Development Services
Department
Contact information
NDS Director: Tracy Hightshoe
Website: www.icgov.org
Telephone: 319-356-5120
Address: 410 E. Washington Street
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Neighborhood & Development Services
Department
Department Mission
To support a vibrant, sustainable community by connecting people, places and services
through planning, partnerships and effective community engagement. NDS strives to improve
neighborhood livability and to protect the health, safety, and welfare of Iowa City residents
through administration and enforcement of the City’s Code of Ordinances and
Comprehensive Plan and through various housing and community development programs.
Department Description
Neighborhood & Development Services (NDS) incorporates four divisions across multiple
funds including the Metropolitan Planning Organization of Johnson County and the Iowa City
Housing Authority. The department manages many grants and entitlement funds primarily with
a focus on housing and development.
“NDS works to create community and find
solutions that promote healthy
neighborhoods and a vibrant business
community."
- Tracy Hightshoe
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Funds/Divisions
General Fund:
• NDS Administration
• Neighborhood Services
• Development Services
Metropolitan Planning Organization of Johnson County (MPOJC) Fund:
• MPOJC Operations
Iowa City Property Management Fund:
• Neighborhood Services
Housing Authority Fund:
• Neighborhood Services
Neighborhood & Development Services Administration
*NDS Administration
Development Services
*Building Inspection
*Urban Planning
Neighborhood Services
*Community Development
*Neighborhood Outreach
*Housing Inspections
*Human Services
*Iowa City Property Management
*Iowa City Housing Authority
Metro Planning Organization of Johnson County
*Metro Planning Organization of Johnson County (MPOJC)
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Department Staffing
The Neighborhood & Development Services Department has 45.30 FTE across 4 divisions and
10 activities.
Senior Management
Development Services Neighborhood Sevices MPOJC Executive
Coordinator Coordinator Director
Danielle Sitzman Erika Kubly Kent Ralston
1.30 4.00
1.70
8.80
7.80 5.50
5.20
11.00
NDS Department FTE by Activity
NDS Administration
Community Development
Neighborhood Outreach
Housing Inspection
Building Inspection
Urban Planning
Metro Planning Org of Johnson Co
Housing Authority
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NDS 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 Organization of Johnson County (MPOJC).
General Fund Activities:
• The NDS Administration activity manages and coordinates the activities of the
department’s four divisions.
Recent Accomplishments:
• Our work in planning, zoning, site, design review and building code and inspection
services support continued development in the Riverfront Crossings district. Since the
adoption of the Riverfront Crossings Form Based Code in 2014 there has been an
investment of over $196.7 million and 1,093 multi-family housing units created. One
additional six story residential development approved, and demo permit issued by end of
fiscal year 2021.
• Purchased, renovated, and sold 70 homes since 2011 under the UniverCity program in
our downtown and campus neighborhoods, an investment of over $3.5 million in the
housing stock of our university impacted neighborhoods.
• Allocated and programmed more than $17.3 million in federal COVID emergency relief
funding to our local transit agencies (Iowa City, Coralville and Cambus).
• Coordinated and implemented a new permitting software (Energov) for public works and
NDS, as well as provide ongoing education to the public and development community
about the new software.
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Upcoming Challenges:
• The complexity, lack of flexibility and number of reviews in our development process.
We currently have zoning districts, conservation/historic districts, sensitive areas
ordinance, design overlays, Peninsula Code, Eastside Mixed Use District, Riverfront
Crossings Form Based Code with eight sub-districts, and the upcoming South District
Form Based Code to learn and implement. The process is time consuming and there
is difficulty understanding requirements amongst enforcement officials, other
departments, and the development community.
• Staff capacity. In Development Services they have been asked to complete several
Council initiatives that are in addition to their existing workload including, but not
limited to, City-wide Comprehensive and Neighborhood District Planning, integrating
missing middle housing in our residential zones as well as regulatory changes to
support affordable housing, substantial amendments to the Riverfront Crossings Form
Based Code, and climate action initiatives. Neighborhood Services is the primary
administrator of additional state and federal funding through the CARES Act in
response to COVID-19 for low-moderate income households. These funds are
approximately three times our typical federal entitlement amount. Administering these
funds, as well as potential ARPA funds, while spending out current funds in a timely
and effective manner will be challenging. MPO has allocated and programmed more
than $17.3 million in COVID emergency relief to our local transit agencies.
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures increased by 26.2% in the fiscal year 2023 budget primarily due to an
increase in software expenditures.
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Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
Personnel
84%
Services
15%
Supplies
1%
Neighborhood & Development Admin
FY23 Expenditures -$312,038
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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.
General Fund Activities:
• Community Development provides 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.
• Housing Inspection complete she 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, and investigating and resolving housing
and nuisance complaints for all properties.
• Human Services 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.
Iowa City Property Management Fund Activities:
• The Iowa City Property Management activity accounts for the operations of the City-
owned rental units at the Peninsula Apartments (ten units) and Augusta Place (six units).
Each development pays 9% of its gross rents towards administration which is accounted
for in the Iowa City Property Management activity.
Housing Authority Fund Activities:
• Housing Authority Voucher Programs works with over 400+ owners/ landlords and
administers 1,191 HCVP vouchers, 95 VASH vouchers, 78 Mainstream Vouchers for
Permanent Supportive Housing, 69 Emergency Housing Vouchers, and 24 Project Based
vouchers for Permanent Supportive Housing.
• Housing Authority Public Housing owns and manages 86 public housing units. The
Housing Authority serves as the landlord and rents these units to eligible tenants. They
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are low-density units scattered throughout Iowa City and were constructed to conform and
blend into the existing neighborhood architecture.
Boards and Commissions:
• 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.
Recent Accomplishments:
• Assisted 47 affordable housing units through CDBG and HOME funds, including rental
acquisition, rental rehab, and owner-occupied rehab.
• Provided technical assistance funds to support in-home childcare providers through 4Cs.
• Completed and sold the 3rd home through the South District Homeownership Program to a
buyer under 50% AMI. Estimated monthly housing costs are under $550/month.
• Assisted six households with home repair to mitigate environmental triggers for asthma or
other lung disorders through the Healthy Homes program.
• Awarded $689,250 to 18 legacy agencies and $30,000 to three emerging agencies
through the Aid to Agency funding allocation.
• Provided $725,000 in fiscal year 2020 and fiscal year 2021 Affordable Housing Funds to
the Housing Trust Fund who allocated to Shelter House’s 501 Project which will provide
36 units of permanent supportive housing for homeless individuals.
• Allocated $37,500 to Center for Worker Justice and $125,000 to Shelter House in
Opportunity Funds to provide COVID-relief and eviction prevention services to residents.
• Served 84 households through the Security Deposit Assistance program administered by
CommUnity Crisis Services and Food Bank.
• Allocated $616,000 in CDBG-CV funds to CommUnity Crisis Services and Shelter House
for emergency housing assistance in response to COVID. 273 households were served in
fiscal year 2021, 80% of which were under 30% of the Area Median Income.
• Awarded $532,323 in CDBG-CV funds to nonprofits for 17 public service projects to
prevent, prepare for and respond to COVID-19.
• Partnered with ECICOG to provide $424,000 in CDBG-CV funds to assist 27 Iowa City
small businesses impacted by the pandemic. Twenty-two of the 27 businesses are owned
by women or persons of color.
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• Collected $1.8M in TIF affordable housing fee-in-lieu funds for the Tailwinds project.
$1.5M of these funds were used to purchase 16 duplexes that will be part of the South
District Homeownership Program.
• Purchased six units at Augusta Place which serve as affordable rentals operated by the
Iowa City Housing Authority.
• Provided ongoing monitoring for 93 units with affordable housing requirements in the
Riverfront Crossings District.
• Utilized new Energov land use management software for housing inspections and shifted
from sending notices of inspection and inspection reports by mail to email.
• Resumed systematic rental inspections in-person with additional COVID protocols in
place, balancing concerns of tenants and property managers while continuing to perform
necessary health and life-safety inspections.
• PIN grants funded 11 projects including tree plantings in Benton Hill Park, Eulenspiegel
Puppet drive-in performances, Iowa City Community Band performances, neighborhood
newsletters, and South District Neighborhood events, bike repair stations, and meeting
daycare services.
• Committed $33,800 in public art funds for the Oracles of Iowa City mural at the Capital
Street Parking Ramp to provide paid opportunities for BIPOC artists and to foster public
conversation and action towards racial justice.
• Provided over $37,000 in public art funds for artist matching grants, the Iowa City
Sculptor’s Showcase, and Kiwanis Park Community Garden art.
• Developed an online Artist Registry for visual, literary, performing and multi-disciplinary
artists to provide an opportunity to feature local artists and connect with them about
available arts funds.
• The partnership with Shelter House and the receipt of 69 Emergency Housing Vouchers to
assist persons who are chronically homeless.
• Since July 1, 2021, 63 of the 69 EHV vouchers have been issued. Effective October 1,
2021, 28 qualifying families and individuals are under lease. It is noteworthy to add a
Nationwide survey of Housing Authorities in mid-August revealed that the Iowa City
Housing Authority, working in collaboration with Shelter House, was one of only 7% (44 of
626) of Housing Authorities that have progressed far enough with project execution to
have issued EHV vouchers and actually housed qualifying families and individuals.
• Using CARES Act funds to assist Shelter House with the hiring of case management staff
dedicated to the Mainstream Program ($139,088).
• The partnership with Shelter House has resulted in increased resources for Shelter House
from the Balance of State Continuum of Care.
• Since 1998, 195 families have moved to homeownership with assistance from the
Housing Authority (TOP/ADHOP, HCVP Homeownership, FSS Program, Down Payment
Assistance, and UniverCity).
• The Housing Choice Voucher Program is projected to pay approximately $8.1+ million in
Housing Assistance Payments to landlords/owners of rental properties in Johnson County
in calendar year 2021.
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• The Housing Authority is projected to pay approximately $400,000+ to private sector Iowa
City contractors for the capital improvement, general maintenance, and repair of Public
Housing properties in calendar year 2021.
Upcoming Challenges:
• Staff capacity to administer all existing and new programs including HOME funds
allocated through the American Rescue Plan Act. HOME-ARP funding in response to the
pandemic is more than triple the amount of the City’s regular entitlement award and has
different program requirements to administer. Additionally, increased training is necessary
for newer staff members.
• Implementation of new software for inspections and complaints while continuing to
conduct inspections using COVID-19 protocols.
• Continue to maximize our Federal resources; especially the Mainstream and Emergency
Housing vouchers which provide housing assistance our most vulnerable populations.
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Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Community Development saw a 96.75% decrease in Capital Outlay for fiscal year 2023
primarily due to the purchase of South District homes in the fiscal year 2022 budget.
Neighborhood Outreach also saw a 48.86% decrease in Capital Outlay in the fiscal year 2023
due to carryforwards in the fiscal year 2022 budget for public art projects.
Housing Inspections Supplies expenditures increased by 130% in the fiscal year 2023 budget
due to the addition of some office furniture.
Services expenditures for the Housing Authority Voucher Program decreased in fiscal year
2023 due to a budgeted decrease in landlord rents from fiscal year 2022.
Staffing Level Change Summary
A .63 FTE Program Assistant – Community Development was increased to a 1.00 FTE
position. With the receipt of the EHV Vouchers, the Iowa City Housing Authority increased
a .63 FTE Housing Program Assistant to a 1.00 FTE.
2019 Actual
2020 Actual
2021 Actual
2022 Revised
2023 Budget
2024 Projected
Neighborhood Services
Community Development Neighborhood Outreach
Housing Inspection Human Services
GF Iowa City Property Management CDBG
HOME Iowa City Property Management
Housing Authority Voucher Housing Authority Public Housing
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Goals, objectives, and performance measures
Neighborhood Services
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City
Department Goal: Effectively resolve complaints to protect the health, safety, and livability
of Iowa City’s neighborhoods.
Department Objective: Expand proactive neighborhood code enforcement efforts.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Rental Permits 4,557 4,531 4,524 4,530 4,540
Rental Units 19,838 19,951 19,274 19,500 19,600
Housing, Zoning & Nuisance
Complaints 3,783 2,539 2,158 2,100 2,100
Percent Citizen
Complaints/Inquires are
Resolved within 14 days
87% 80% 90% 90% 90%
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City
Department Goal: Improve the City’s private residential building stock.
Department Objective: Stabilize neighborhoods through UniverCity, South District, and GRIP
reinvestment programs.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Rental Properties Converted
to Single Family Homes
(UniverCity & South District)
4 3 2 4 2
Owner-Occupied Homes
Rehabilitated (GRIP) 5 10 1 6 7
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City
Department Goal: Facilitate productive and effective communication and cooperation
between the City and the neighborhood associations.
Department Objective: Maintain an updated active list of neighborhood association contacts so
as to sustain communication with neighborhoods. Encourage
alternatives to neighborhood newsletters such as email lists, Facebook
and NextDoor so that communication can continue within the
neighborhood.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Housing, Zoning & Nuisance
Complaints
202
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of neighborhoods with
active leadership and
established community link.
18 16 16 16 16
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City
Department Goal: Facilitate productive and effective communication and cooperation
between developers proposing land use changes (rezonings,
subdivisions, special exceptions, etc.) and residents near the subject
property by assisting in the implementation of the Good Neighbor
Program.
Department Objective: Coordinate communication between developers and residents through
meetings and other public input opportunities.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Good Neighborhood Meetings 4 4 5 6 6
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Enhance Community Mobility for All Residents
Department Goal: To enhance the appearance of the City through the selection and
integration of art in the public environment.
Department Objective: Utilize Public Art Program funding to encourage the creation of public art
within the downtown core as well as the neighborhoods as well as
overseeing the review of proposals for public art installations in the City
by the Public Art Advisory committee.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Public Art Projects 9 2 15 12 12
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Create/enhance suitable living environments, provide decent housing
and create economic development opportunities.
Department Objective: Allocate grant and City funds to serve the needs of low-to-moderate
income (LMI) residents in the following areas: housing, homelessness,
and community development (various services for at-risk and LMI
persons).
Performance Measures: FY 2019 FY 2020* FY 2021* FY 2022*
Projected
FY 2023*
Estimate
Legacy Agencies Assisted * 18 18 18 18
Average Funds per Legacy Agency * $33,083 $36,570 $38,292 $39,000
Emerging Agencies Assisted * 3 2 3 3
Average Funds per Emerging
Agency * $6,333 $8,369 $10,000 $10,000
Total Funds Spent/Allocated $391,700 $644,500 $675,000 $719,250 $737,100
Total Agencies Assisted 17 21 20 21 21
Average Funds per Agency $23,041 $29,262 $33,750 $32,059 $35,100
*Aid to Agencies funding was split into two categories beginning in FY20 (Legacy/Emerging)
203
Goals, objectives, and performance measures
Housing Authority
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Advance Social Justice, Racial Equity, and Human Rights
Department Goal: Assist low income families in bridging the economic gap through
building assets, improving employment opportunities, and
transitioning from renters of units to owners of homes.
Department Objective: The Family Self-Sufficiency (FSS) Program: Promote self-
sufficiency and asset development by providing supportive services
to participants to increase their employability, to increase the
number of employed participants, and to encourage increased
savings through an escrow savings program.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Total Participants 247* 240 215 212 220
% of Participants with Escrow
Accounts 92% 92% 88% 89% 92%
% of Participants with Increased
Income versus Prior Year 65% 64% 52% 54% 65%
FSS Graduates 45 39 21 25 42
*Revised 2020
0
5
10
15
20
25
30
35
40
45
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
45
39
21
25
42
Family Self Sufficiency Graduates
204
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City
Department Goal: Affordable Rental Housing: Provide affordable, decent and safe
rental housing for eligible low-income families, elderly persons, and
persons with disabilities.
Department Objective: Maintain a scattered sites Public Housing program.
Performance Measure: FY 2019 FY 2019 FY 2020 FY 2021
Projected
FY 2022
Estimate
Actual Occupancy Rate for
Fiscal Year (Goal – 95%) 90% 91% 91% 92% 92%
% 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)
1.5 days 1.5 days 1.5 days 1.5 days 1.5 days
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Promote an Inclusive and Resilient Economy Throughout
the City
Department Goal: Affordable Rental Housing: Increase affordable housing choices for
low-income families, the elderly, and persons with disabilities in
private market rental units.
Department Objective: Provide homeownership opportunities through the HCV
homeownership program. Pay rental subsidies directly to private
market landlords on behalf of eligible families. Provide mortgage
assistance payments to lenders on behalf of eligible families.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
HCVP Homeownership
Vouchers $63,264 $66,679 $77,773 $81,766 $86,673
HCVP Non-Elderly Disabled
Vouchers $326,908 $329,382 $333,260 $369,779 $391,965
HCVP Portable Vouchers $321,535 $296,829 $149,328 $193,581 $205,196
VASH Vouchers $344,403 $330,016 $350,673 $344,118 $364,765
Mainstream Vouchers N/A N/A $51,182 $140,142 $222,668
Emergency Housing Vouchers N/A N/A N/A $53,255 $519,156
All Other HCVP Vouchers $6,113,805 $6,678,413 $6,601,056 $6,437,304 $6,823,542
Total HAP Payments (includes
FSS Escrow Deposits) $7,846,567 $8,358,264 $8,060,850 $8,002,749 $8,482,946
Total Voucher Utilization
(# of vouchers leased on the
first day of the month)
98% 101% 98% 97% 98%
205
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 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 Climate Action Plan, 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.
General Fund Activities:
• The Building Inspections activity 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.
• The Urban Planning activity 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 activity
fulfills state statutory requirements pertaining to zoning, development, and historic
preservation.
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 Board of Appeals holds appeal hearings on and determines the suitability of
alternate materials and methods of construction and to provide for reasonable
206
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.
Recent Accomplishments:
• Adoption of a form-based zoning code for a portion of the South District.
• Identified additional building inspection types to improve enforcement of energy
efficiency code in new and existing buildings.
• Gained listing on the National Register of Historic Places for a 6 ½ block area of the
downtown.
• 1121 S. Gilbert Street-design review, site plan, and building plan/construction review
of new 4 story residential building in the Riverfront Crossings District.
• Tailwinds-E. College Street-development agreement, rezoning and design review to
preserve historic buildings and construct new 11-story residential building
• Gilbane Project-rezoning, design, and site review of new 6-story residential building in
the Riverfront Crossings District
• Completed an update to the Iowa City/Johnson County Fringe Area Agreement.
• Hired and on-boarded four new staff members (27% of entire Division staffing) due to
retirements job transfer, and FTE expansion.
207
Upcoming Challenges:
• Assistance with program development to incentivize improved energy efficiency in new
and existing buildings in the community
• City-wide Comprehensive Planning and Neighborhood District Planning of ten districts
to engage with the community on key future land use and climate action goals
• South District Form Based Code Incentive program to help the implementation of the
new code.
• Lead the collaboration with Neighborhood Services and Communications Department
to implement the Tyler 311 customer complaint software.
• Study of parking ratios to inform code changes to minimum parking standards
• Support the adoption of an update to the Affordable Housing Action Plan through
potential code changes to improve housing affordability.
208
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Building Inspection Supplies expenditures decreased by 68% in the fiscal year 2023 budget
due a workspace redesign budgeted in the fiscal year 2022 budget.
Urban Planning Services expenditures decreased by 30.2% in fiscal year 2023 primarily due
to higher consultant fees in the fiscal year 2022 budget for the South District FBC program.
The fiscal year 2023 budget does include $150,000 in consulting services for a
Comprehensive Plan update and a parking study.
Staffing Level Change Summary
A 1.00 FTE Development Regulation Specialist position within Building Inspections was
converted to a 1.00 FTE Associate Planner within Urban Planning.
2019 Actual
2020 Actual
2021 Actual
2022 Revised
2023 Budget
2024 Projected
Development Services
Building Inspections Urban Planning
209
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Efficiently process construction permits to encourage economic development.
Department Objective: Review building permit and site plan applications to protect the health and
safety of citizens while facilitating economic development opportunities.
Performance Measures: CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
New Single Family Dwellings 157 109 80 97 130 130
Total Building Permits 818 684 702 651 750 750
Total Value of Construction (in
millions) $216.8 $192.8 $231.5 $87.3 $167.0 $167.0
Percent change year over year -44.2% -11.1% 20.1% -62.3% 91% 0%
*10 Year Average $169.50
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the City
Department Goal: Promote sustainable growth and development within the City by applying the
vision, goals, and strategies of the Comprehensive Plan(s) and administering
zoning and subdivision regulations.
Department Objective: Review application proposals, coordinate feedback from various departments,
provide advice to the applicants, and write reports, including
recommendations to boards and commissions. Participate in public meetings,
both formal and informal, to communicate proposals, solicit input, and
respond to questions about the approval process.
Performance Measures:
Planning & Zoning Commission FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Annexations 1 0 1 1 2 2
Rezonings 26 16 6 9 10 10
Preliminary Plats 11 4 6 3 5 5
Final Plats 0 6 5 4 5 5
Code Amendments 5 3 6 6 5 4
Comprehensive Plan
Amendments 3 2 0 2 3 2
Right-of-way Vacations 2 2 0 2 1 1
County Zoning Items 0 5 8 7 6 6
Total 48 38 32 34 37 35
$0.0
$50.0
$100.0
$150.0
$200.0
$250.0
0
100
200
300
400
500
600
700
800
900
CY 2017 CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
New Single Family Dwellings
Total Building Permits
Total Value of Construction (in millions)
210
Board of Adjustment FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Special Exceptions 7 6 13 11 13 9
Appeals 0 0 0 1 1 0
Variances 0 0 0 0 0 0
Development Activity Metrics FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Acres Annexed 7.9 0.0 35.29 3.6 70.0 10.0
Acres Zoned Residential 171.0 80.0 72.1 37.2 50.0 50.0
Acres Zoned Commercial 0.70 26.90 0 17.68 80.00 5.00
Acres Zoned Mixed-Use / RF
Crossings 5.08 5.30 2.75 5.90 2.00 2.00
Acres Zoned Commercial / Office 0.00 0.00 0.00 0.00 0.00 0.00
Residential Lots Final Platted /
Created 67 32 83 59 60 60
Commercial Lots Final Platted /
Created 1 3 0 2 1 1
Public Meetings Staffed FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Planning and Zoning 22 20 13 16 15 15
Board of Adjustment 8 6 11 8 8 8
Historic Preservation 14 18 12 13 14 14
Comp. Plan-related 3 0 0 3 5 5
Good Neighbor 14 8 4 3 15 15
Other public meetings 4 7 14 5 5 5
Historic Preservation Commission FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Project Reviews 102 100 96 94 102 110
Additional Landmarks 6 5 2 6 4 4
Additional properties in
historic/conservation districts 0 0 0 1 0 62
Properties rehabed, restored, or
converted through adaptive reuse 30 22 24 24 26 30
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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 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.
In past years, the MPO has also facilitated discussion on regional issues including a fire
protection mutual aid agreement, a Joint Emergency Communications Center, future
passenger rail, and affordable housing issues.
Watch this short video to learn more about the MPO: https://youtu.be/qTX5WP7m3pU
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.
MPOJC Fund Activities:
• The Metropolitan Planning Organization (MPO) of Johnson County 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.
212
Recent Accomplishments:
• Completion of fiscal year 2021 Transportation Planning Work Program projects &
adoption of the fiscal year 2022 Work Program.
• Completion of the MPO Fiscal Year 2022-2025 Transportation Improvement Program
and acceptance by the Iowa DOT, Federal Transit Administration, and Federal
Highway Administration.
• Completion of the year-end National Transit Database Annual Reports for Iowa City
and Coralville Transit and University of Iowa Cambus system.
• Allocation and programming of more than $10.5 million in surface transportation
infrastructure and transit operating funds.
• Allocation and programming of more than $17.3 million in federal COVID emergency
relief funding for local transit agencies.
213
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 2023-2026 Transportation Improvement Program
and acceptance by the Iowa DOT, Federal Transit Administration, and Federal
Highway Administration.
• Completion of fiscal year 2022 Transportation Planning Work Program projects &
adoption of the fiscal year 2023 Work Program
• Completion and adoption of the MPO Long Range Transportation Plan revision by the
Iowa DOT, Federal Transit Administration, and Federal Highway Administration – due
May 2022.
• Allocation and programming of Surface Transportation Block Grant and Transportation
Alternative Program funds for the urbanized area.
214
Budget highlights
Service Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
Financial Highlights
The fiscal year 2023 budgeted expenditures increased by 3.9% over fiscal year 2022
primarily due to increases in wages and benefits.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
Actual Actual Actual Revised Budget Projected
2019 2020 2021 2022 2023 2024
MPOJC
FY23 Expenditures -$845,692
Personnel Services Supplies
215
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
throughout the City, Promote an Inclusive and Resilient
Economy throughout the City, Enhance Community Mobility
for All Residents, Invest in Public Infrastructure, Facilities and
Fiscal Reserves, and Strengthen Community Engagement
and Intergovernmental Relations
Department Goal: To improve residents’ lives in the community by improving
transportation safety, and increasing the percentage of
commuters walking, biking, or using public transit.
Department Objective: Provide transportation (private vehicle, transit, bicycle and
pedestrian) planning services including data collection,
analysis, grant application and administration, development
review, long range planning, traffic studies, traffic modeling,
and coordination with other local governments including the
University of Iowa, Iowa Department of Transportation,
Federal Transit Administration and the Federal Highway
Administration.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2022
Estimate
Grant Awards Received for the
City 7,214,896 2,763,479 3,564,207 9,592,924 1,822,924
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 2018 CY 2019 CY 2020 CY 2021
Projected*
CY 2022
Estimate
Property Damage Only 1,073 1,065 534 1,074 1,060
Possible/Unknown Injury 218 195 113 223 215
Minor Injury 116 92 72 108 105
Major Injury 17 9 13 14 14
Fatal 0 2 1 2 1
Totals 1,424 1,363 733 1,421 1,395
*Average of CY 2016-2019
Vehicle Miles Traveled & Emissions Per Capita : Vehicle miles traveled and CO2 emissions per capita within
corporate limits. Reducing vehicle miles traveled and subsequent greenhouse emissions is an objective of the
Transportation Planning Division.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected*
CY 2022
Estimate
Total Vehicle Miles Traveled
Per Capita 4,728 4,803 4,126 4,770 4,579
Metric tonnes of Vehicle CO2e
Per Capita 2.08 2.10 1.82 2.10 2.01
*Average of CY 2016-2019
216
Bicycle & Pedestrian Collisions: Includes all reported collisions involving bicycles or pedestrians. Department
objective is to have zero fatalities.
Transportation Safety
(Bicycle & Pedestrian
Collisions)
CY 2018 CY 2019 CY 2020 CY 2021
Projected*
CY 2022
Estimate
Property Damage Only 0 0 1 1 1
Possible/Unknown Injury 25 12 8 19 18
Minor Injury 28 28 13 30 27
Major Injury 5 3 5 5 4
Fatal 0 0 0 0 1
Totals 58 43 27 55 51
*Average of CY 2016-2019
Mode Split - Commuting to Work: Includes all workers 16 years or older by primary means of travel to work.
Department objective is to increase the mode split for walking, biking, or use of public transit.
Travel to Work (%) CY 2000* CY
2009**
CY
2012**
CY
2015**
CY
2018**
Drove alone 65.3 63.1 63.6 57.0 58.0
2 or more person carpool 13.7 14.3 12.6 8.9 8.4
Transit 6.0 6.9 7.3 9.9 8.6
Bike 1.7 2.2 2.6 3.7 3.5
Walked 11.1 10.7 10.4 16.0 15.7
Taxi, Motorcycle and other
means 0.4 0.8 1.5 1.2 1.6
Worked at Home 1.7 2.0 2.1 3.5 4.2
*Includes CTPP data from 2000. ** Includes 3-year American Community Survey data.
Drove alone
58%
2 or more person
carpool
8%
Transit
9%
Bike
3%
Walked
16%
Taxi, Motorcycle
and other means
2%Worked at Home
4%
CY 2018**
217
Public Works
Department
Contact information
Public Works Director: Ronald Knoche, PE
Website: www.icgov.org/publicworks
Telephone: 319-356-5138
Address: 410 E. Washington Street
218
Public Works Department
Department Mission
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 community members
today and for generations to come.
Department Description
The Public Works Department is a combination of seven different divisions across eight
different funds.
“Public Works plays a daily role in
everyone’s lives. It is our privilege to be
able to serve the Iowa City community."
- Ron Knoche
219
Funds/Divisions
General Fund:
• Public Works Administration
• Engineering
Road Use Tax Fund:
• Streets Operations
Wastewater Fund:
• Wastewater Operations
Water Fund:
• Water Operations
Refuse Collection Fund:
• Resource Management
Landfill Fund:
• Resource Management
Stormwater Fund:
• Engineering
Equipment Fund:
• Equipment Operations
Public Works Administration
*Public Works Administration
*Public Works Facility
Engineering Services
*Engineering Services
*Stormwater Operations
*Stormwater Capital Reserves
Streets Operations
*Road Use Tax Administration
*Sidewalk Inspection
*Traffic Engineering
*Streets System Maintenance
Water Operations
*Administration
*Treatment Plant Operations
*Distribution System
*Customer Service
*Public Relations
*Debt Service
*Capital Reserves
Wastewater Operations
*Administration
*Treatment Plant Operations
*Lift Stations
*Collection Systems
*Debt Service
*Capital Reserves
Resource Management
*Landfill Administration
*Landfill Operations
*Landfill Replacement Reserves
*Solid Waste Surcharge Reserve
*Landfill Closure Reserves
*Refuse Administration
*Refuse Operations
*Yard Waste Collection
*Curbside Recycling Collection
*White Goods/Bulky Collection
Equipment Services
*General Fleet Maintenance
*Non-Public Safety Radio System
*Equipment Replacement Reserves
220
Department Staffing
The Public Works Department has 159.76 FTE across 7 divisions and 25 activities.
Senior Management
City Engineer Resource Mgmt. Supt. Equipment Supt. Wastewater Supt.
Jason Havel, PE Jennifer Jordan Dan Striegel Tim Wilkey, PE
Streets Supt. Water Supt.
Brock Holub Jonathan Durst, PE
2.00
20.00
26.00
31.25
36.51
11.00
33.00
Public Works
Administration
Engineering
Services
Wastewater Water Resource
Management
Equipment Streets
Public Works FTE by Division
221
PW Admin $551,100
Engineering $3,332,023
Wastewater $9,975,902
Water $9,408,244
Resource Management $10,384,280
Equipment $6,119,417
Streets $7,279,259
1%
7%
21%
20%22%
13%
16%
Public Works
FY23 Expenditures -$47,050,225
PW Admin
Engineering
Wastewater
Water
Resource Management
Equipment
Streets
222
Public Works Administration
Public Works Administration provides direction and administrative support to departmental
operating divisions.
General Fund Activities:
• The Public Works Administration activity manages and coordinates the activities of the
department’s seven divisions.
• The Public Works Facility activity accounts for the operations and maintenance of the
City’s public works facility.
Recent Accomplishments:
• Final review for asset management software purchase.
• Implementation of the Pavement Management Plan.
• Implementation of Salt Brine and other winter maintenance treatments.
• Implementation of additional staff for right of way management.
Upcoming Challenges:
• Workforce development and succession planning.
• Implementation of the asset management software.
• Updating asset inventory for public infrastructure.
• Continued planning for the Public Works Complex.
• Right of way management and increased fiber optic installation.
• Continued COVID 19 response.
223
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
The Public Works Facility Supplies expenditures decreased by 48.6% due to a decrease in
other maintenance materials budgeted.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Public Works Administration
FY23 Expenditures -$551,100
Personnel Services Supplies Capital Outlay
224
Goals, objectives, and performance measures
Strategic Plan Goal:
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout
the City
Department Goal: Effectively facilitate and regulate sidewalk cafes within the
parameters established by the City Council.
Department Objective: Issue permits and provide site inspections for sidewalk and
street cafes.
Performance Measures:
Permits Issued CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Sidewalk Cafes 36 34 34 39 40
Street Cafes 3 4 3 3 3
Strategic Plan Goal:
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout
the City
Department Goal: Effectively regulate the use of public right-of-way necessary
to facilitate construction of building projects.
Department Objective: Issue permits for use of public right-of-way that facilitate
development while protecting the public interest, health and
safety.
Performance Measures:
Permits Issued CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Use of ROW 7 6 9 7 7
Strategic Plan Goal:
Promote an Inclusive and Resilient Economy Throughout the
City, Enhance Community Mobility for All Residents, Foster
Healthy Neighborhoods and Affordable Housing Throughout
the City
36
34 34
39
40
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Sidewalk Cafes
225
Department Goal: Effectively regulate the use of public right-of-way necessary
to facilitate construction and operation of fiber
optic/telecommunications projects.
Department Objective: Issue license agreements for use of public right-of-way fiber
optic/telecommunications projects while protecting the public
interest, health and safety.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
License Agreements Issued 0 2 0 1 0
0
1
1
2
2
3
CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
License Agreements Issued
License Agreements Issued
226
Engineering
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
residents. 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.
General Fund Activities:
• Engineering 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.
Storm Water Fund Activities:
• Stormwater Operations 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.
The National Pollutant Discharge Elimination System (NPDES) is a federal program that
regulates Stormwater discharge into waterways. To comply with the federal requirements,
the City of Iowa City received a permit to discharge Stormwater and develop programs to
reduce the discharge of pollutants carried by Stormwater into our local waterways.
• Stormwater Capital Reserves accounts for storm water funds that are set aside for the
replacement of storm water and storm sewer infrastructure and to provide for the repair
and restoration of public stream banks.
Recent Accomplishments:
• Substantial completion of the Asphalt Resurfacing 2020 Project
• Substantial completion of the Prentiss Street Bridge Project
• Substantial completion of the Petsel Place Storm Sewer Improvements Project
• Substantial completion of the Gilbert Court Sidewalk Infill Project.
• Hosted 20 events, where volunteers logged 120 hours of service to clean up the City’s
watersheds, waterways, wetlands, prairies, and other natural spaces in calendar year
2020
• The Stormwater Quality Best Management Practices Program participated in a total of 26
projects aimed at improving Stormwater runoff water quality throughout the community,
providing approximately $29,000 toward total combined project costs in fiscal year 2021
• Initiated 17 creek repair projects totaling approximately $117,000 to repair damaged areas
along local creeks in fiscal year 2021
227
• Completed design and construction of projects to repair damaged storm sewer
infrastructure at various locations within the City
• Participating in the Your Best Lawn campaign with the cities of Coralville and North
Liberty, and the Iowa Department of Natural Resources
Upcoming Challenges:
• Close out the Iowa City Gateway Project
• Complete construction of the Asphalt Resurfacing 2021 Project
• Complete construction of the Idyllwild Drainage Diversion Project
• Complete construction of the Second Avenue Bridge Project
• Complete design and construction of the Gilbert Street Bridge Project
• Complete construction of the American Legion Road Improvements Project
• Complete construction of the Melrose Avenue / IWV Road – Highway 218 to Hebl Avenue
Improvement Project
• Complete design and construction of the First Avenue/Scott Boulevard Intersection
Improvements Project
• Complete design and construction of the Benton Street Rehabilitation Project
• Complete design and construction of the Rochester Avenue Reconstruction Project
• Complete construction of the Scott Boulevard Trunk Sewer Extension Project
• Design and construction of the Asphalt Resurfacing 2022 Project
• Complete construction of the Orchard Street Reconstruction Project
• Adopt SUDAS Design Standards and implementation of SUDAS design standards for
Stormwater infrastructure
• Development of a right-of-way management ordinance
• Extended periods of saturated soils coupled with more frequent and more intense
rainstorms have contributed to increased streambank erosion and failure across the City
in recent years. The City’s Creek Maintenance Program remains a valuable tool in helping
address these issues
• Complete design and construction of the North Westminster Storm Sewer Upgrades
Project
• On-going maintenance and repair of aging stormwater infrastructure
• On-going maintenance of stormwater detention basins
• On-going creek maintenance projects
• Improving the quality of stormwater runoff related to the City’s MS4 permit
• Inspections and enforcement from complaints received related to stormwater issues
• Complete design of the Court Street Reconstruction Project
• Complete design and construction of the Highway 6 Trail Project – Fairmeadows to Heinz
• Complete design of the Rohret South Sewer Project
• Design of the Dodge Street Reconstruction Project
• Design of the Burlington Street Bridge Replacement Project
• Complete design and construction of the Fairchild Street Reconstruction Project
• Design of the Park Road Reconstruction Project – Rocky Shore to Riverside
• Design of the Taft Road Reconstruction Project – American Legion to Lower West Branch
228
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Engineering Services expenditures increased by 10.9% in the fiscal year 2023 budget due to
software repair and maintenance expenses and ITS storage chargebacks.
Stormwater Operations Capital Outlay expenditures include $12,000 for a push camera in the
fiscal year 2023 budget.
Staffing Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024
Projection
Engineering Services
FY23 Expenditures -$2,649,255
Personnel Services Supplies Capital Outlay
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Stormwater
FY23 Expenditures -$682,768
Personnel Services Supplies Capital Outlay
229
Goals, objectives, and performance measures
Engineering
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the
City, Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Continue the investment and reinvestment in infrastructure.
Department Objective: Provide plan review and inspection of infrastructure which will
become City assets.
Performance Measures:
Accepted Public Improvements FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
# of Projects Accepted 19 33 22 25 25
# of Subdivision Accepted 5 2 6 4 5
Streets (miles) 3.90 1.13 1.58 3.00 1.50
Water Main (miles) 1.95 1.95 2.57 2.00 2.00
Sanitary Sewer (miles) 1.21 0.68 1.57 2.50 1.00
Storm Sewer (miles) 1.53 1.92 1.70 1.50 1.75
Fire Hydrants 35 47 36 40 38
Trails/Sidewalks (miles) 0.41 1.97 0.03 0.50 0.80
Lift Station 0 0 0 0 0
Traffic Signals 0 0 0 1 0
Pedestrian Bridge 0 1 0 0 0
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Provide oversight of private construction on City Right-of-ways.
Department Objective: 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.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Excavation Permits Issued 420 453 409 460 480
Sidewalk Hazards
Identified Addresses 264 428 279 291 300
Sidewalk Hazards
Identified # of Squares 1,127 1,444 1,181 1,200 1,250
0 5 10 15 20 25 30 35
FY 2019
FY 2020
FY 2021
FY 2022 Projected
FY 2023 Estimate
Number of Projects Accepted
230
Stormwater
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Demonstrate Leadership in Climate
Action
Department Goal: Continue the investment and reinvestment in Best
Management Practices.
Department Objective: Provide plan review and inspection of Best Management
Practices for stormwater quality improvements.
Performance Measures:
Stormwater Quality BMP –
Grant Applications FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number Funded 28 25 26 25 25
Amount $40,185 $30,813 $29,037 $30,000 $30,000
Creek Maintenance – Grant
Applications FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number Funded 7 15 17 15 15
Amount $32,020 $110,350 $116,927 $70,000 $70,000
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City, Demonstrate Leadership in Climate
Action
Department Goal: Integrate volunteers to perform labor intensive water quality
related projects.
Department Objective: Cost effectively satisfy the regulatory requirements of our
stormwater permit while engaging the public in activities and
education.
Performance Measures:
Stormwater Volunteer
Program CY2018* CY 2019* CY 2020* CY 2021
Projected
CY 2022
Estimate
Events 27 22 20 5 8
Volunteers 788 468 3 58 90
Volunteer Hours 1,898 1,836 120 90 135
Value $44,432 $42,980 $2,809 $2,107 $3,160
** amount is calculated using FEMA’s Volunteer Rate of $22.95/hour
*** amount is calculated using FEMA’s Volunteer Rate of $22.73/hour
*amount is calculated using FEMA's Volunteer rate for Iowa $23.41/hour
$0
$0
$0
$1
$1
$1
$1
0
5
10
15
20
25
30
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
SW BMP Grants Funded Creek Grants Funded
231
Streets Operations
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 Streets Division is also responsible for
maintenance and repair of the traffic signal systems and City-owned roadway lighting.
Road Use Tax Fund Activities:
• 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 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 staff coordinate and maintain traffic signals; pedestrian signs and
signals; lane line painting for traffic, bicycles, and pedestrians; street lighting and poles;
banners; specialty bridge lighting; locating City utilities; and plan review and coordination
for projects.
• Streets System Maintenance provides 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.
232
Recent Accomplishments:
• Patched approximately 4,960 potholes and replaced 138 street panels in fiscal year 2021
• Leaf program picked up 635 loads totaling 1,715 tons in fiscal year 2021
• Replaced 1,486 street signs in fiscal year 2021 to comply with Federal retro-reflectivity
requirements.
• Completed five street sweeping passes of the entire street network.
• Street sweeping program picked up 157 loads totaling 1,256 tons in fiscal year 2021
• Sprayed all pavement markings including a second fall application on major streets.
• Assisted with the cleanup after the 8-10-2020 Derecho Event.
• Responded to City needs during the protests.
• Assisted other Divisions and Departments with tasks such as; sign installations, water main
breaks, traffic control setup, erosion control, tree removal, and concrete projects.
• Moved into the new PW building.
• Brine maker and blending station completed.
Upcoming Challenges:
• Limited road use tax revenues inhibit adequate preventive street maintenance.
• Deferred maintenance will result in poorer pavement quality and increased demand for
patching and temporary repairs.
• Completing existing work assignments such as pavement repairs, leaf collection, and
snow plowing with current revenue and resource levels
• More bike lanes and cross walks to maintain.
• Maintenance on the new Public Works Facility
• Integrating brine into the snow removal/ice control operations.
• To construct covered bunkers to store sand/salt
• Upgrading unsupported Autoscope controlled intersections
• Additional specialty lighting and banners to manage and maintain
• To install PTZ cameras at all signalized intersections.
233
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Traffic Engineering expenditures increased in fiscal year 2023 by $110,537 or 7.9% largely
due to the inclusion of a paint truck within Capital Outlay expenditures for $140,000 and
traffic signal equipment for $85,000.
Streets System Maintenance expenditures increased in fiscal year 2023 by $291,211 or 5.6%
primarily due to an increase in vehicle rental and replacement chargebacks.
Streets System Maintenance Capital Outlay expenditures include $22,000 for a claw bucket
and Sidewalk Inspection expenditures include $120,000 for sidewalk and right of way repairs.
Road Use Tax revenues are projected to increase at only 2.5% in fiscal year 2023 versus
fiscal year 2022 despite the completion of the 2020 census.
Staffing Level Change Summary
A 1.00 FTE Electrician – Traffic Engineering position was added in the fiscal year 2023
budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Streets
FY23 Expenditures -$7,279,259
Personnel Services Supplies Capital Outlay
234
Goals, objectives, and performance measures
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental Relations
Department Goal: Meet Retro-reflectivity Standards.
Department Objective: Continue sign replacements.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Signs Replaced 976 946 1,486 1,000 1,000
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the City,
Strengthen Community Engagement and Intergovernmental Relations
Department Goal: Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to
Residents & Businesses.
Department Objective: Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum
Program.
Performance Measures: Dump Truck Loads of Sweeping
Debris FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Loads 250 169 157 175 175
Tons 2,224 1,079 1,256 1,400 1,400
Leaf Vacuum Pickup Season -
Packer Truck Loads of Leaves FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Loads 13 46 23 35 35
Tons 104 368 184 280 280
Leaf Vacuum Pickup Season -
Dump Truck Loads of Leaves FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Loads 445 516.25 612 525 525
Tons 1,113 1290.63 1,531 1,312 312
0
200
400
600
800
1,000
1,200
1,400
1,600
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Signs Replaced
235
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout the
City, Promote an Inclusive and Resilient Economy Throughout the City
Department Goal: Provide Street Maintenance & Repairs.
Department Objective: Efficiently Maintain & Repair Public Streets.
Performance Measures: Input Measures: Materials
Used/Miles of Street Maintained FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
5 Year
Average
Concrete (yards) 1,547.75 1,751.25 1,238.75 1,800 1,800 1,472.46
Asphalt (tons) 571.11 445.05 446.43 550 550 383.64
Rock (tons) 1,155.78 2,028.96 2,599.21 2,600.00 2,600.00 1,600.13
Streets (miles) 294 295 250 252 255 250
Workload Measures FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Potholes Patched 6,344 4,945 4,960 6,100 6,100
Street Panels –
Removal/Replacement 172 195 138 200 200
172
195
138
200 200
FY 2019 FY 2020 FY 2021 FY 2022 Projected FY 2023 Estimate
Street Panels –
Removal/Replacement
236
Wastewater 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.
The Wastewater Division operates and maintains the City’s Grade IV Biologic Nutrient
Removal Wastewater Treatment Plant and associated Collection system that processes an
average of 8.7 million gallons of wastewater per day. State of Iowa licensed 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, maintenance and collections staff are on-site five days a
week. The division’s budget is organized into six activities:
Wastewater Fund Activities:
• Wastewater Administration administers Wastewater Division policies, procedures,
budget and manages Wastewater division personnel. Wastewater Administration
coordinates Wastewater Division activities with other City departments, and oversees the
wastewater treatment plant, collections and lift stations.
• Wastewater Treatment Plant Operations operates and maintains one treatment plant.
The plant, located at 4366 Napoleon St. SE, was expanded in 2010 to accommodate
more stringent water quality standards, future growth in residential and industrial
customers and closure of the North Plant. The site of the North Plant that was in service
for 79 years, has been decommissioned and restored to a recreation area, the Riverfront
Crossings Park.
• Wastewater Lift Stations operates and maintains 17 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.
• Wastewater Collection Systems maintains 320 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.
237
• Wastewater debt service consists of principal and interest payments on wastewater
revenue bonds, which are repaid with wastewater revenue.
• Wastewater Capital Reserves accounts for wastewater funds that are set aside for the
replacement of wastewater and sanitary sewer infrastructure.
Recent Accomplishments:
• Completed construction for the replacement of existing 1.0KW Generator with a 2KW
generator, that will operate the full plant electrical load in emergency conditions was
completed in 2020.
• Installed air conditioning for control rooms at the new sludge digester complex, grit
removal and blower building, this will extend variable frequency drive and other
electronics life.
• Performed a mixer study in Aeration Train One using an energy efficient mixer to observe
compatibility, mixing action and consumption. Information to be used for upcoming CIP
Mixer Replacement Project.
• Updated Napoleon Lift Station pump drives from soft starts to VFD’s. This allows the
pumps to match the incoming flows and increase energy efficiency during operation.
• Purchase of E-ride utility trucks for maintenance staff to use around the plant rather than a
gas engine full-size pick-up.
• Completion of the Melrose Court Sanitary Sewer Replacement was accomplished before
the University of Iowa football season started. There are some minor punch list items to
complete this fall.
• Rebuild of Tank 8001 mixer completed.
• Continue with the yearly sewer maintenance program including lining and spot repairs.
• 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:
• Review the recommendations of the Methane Feasibility Study to develop a methane
recovery and utilization strategy to work towards the City Council goals as set out in the
Iowa City Climate Action and Adaptation Plan.
• Replace failed brick façade and top seal for sludge storage tank 8801 as well as replace
internal piping.
• Initiate a study to determine improvements and replacement of equipment and structures
in the digester complex. Study to incorporate findings from the Methane Feasibility Study.
• Digester Complex Rehabilitation Project that includes findings from the aforementioned
study and addresses phosphorous removal/remediation.
• Replacement of the influent pump station bar screen mechanisms with new and include
screenings compactors and associated buildings and equipment. This work will include
paving the screenings roll off access and the dewatering roll-off use for car wash sand
loads, drilling fluids and concrete saw waste.
238
• Rebuild of the West Park Sanitary Lift Station. This work to be completed by WWD staff
and includes pump, controls, gen-set, wet well conversion, new utility service (by others)
and existing station abandonment.
• New controls for several lift stations. These include Northwest, Naples, Country club and
Rundell and Center. All work to be completed by WWD staff.
• Make improvements to several storm and sanitary lift stations.
• Continue with the yearly sewer maintenance program and to make repairs of sewer
deficiencies as they are found to maintain the integrity of the sanitary sewer.
• Construction of the Nevada Avenue sewer replacement project to begin in calendar year
2021. Because of the location of the sewer, construction coordination with homeowners
will be the key to a successful project.
• Construction of the Scott Boulevard Trunk extension and the American Legion Road
improvement will require coordination in making the sanitary sewer connection that will
result in the demobilization of the Windsor Height Lift Station and associated force main.
• Continue to support inspection request for new sewer installations within the City prior to
acceptance so to reduce issues when the contractor maintenance bond ends.
• Creating a 5-year sewer maintenance program to better utilize our Sewer Main
Replacement fund. This will incorporate the current lining and repair program and capture
sewer replacement projects.
• The WWD is working with the University of Iowa Department of Civil and Environmental
Engineering on the development of a technology park to pilot emerging technologies in
wastewater treatment and water reclamation.
• Continue to offer tours to outside groups, students of all grade levels and student interns
so to promote the importance of wastewater treatment as it applies to public safety and to
“build the bench” of future professionals in the field of wastewater treatment and water
reclamation.
239
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
In Wastewater Administration, Services expenditures increased by 5.2% in the fiscal year
2023 budget largely due to changes and increases in insurance.
In Wastewater Treatment Plant Operations, Services expenditures increased by 20.0% due
to an increase in budgets for electricity as well as other equipment repair and maintenance
costs for fiscal year 2023.
Capital Outlay expenditures for Lift Stations includes $75,000 for a portable trash pump and
$35,000 for a portable generator in fiscal year 2023.
Staffing Level Change Summary
In the fiscal year 2023 budget, there are no staffing level changes.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Wastewater
FY23 Expenditures -$9,975,902
Personnel Services Supplies Capital Outlay Debt Service Total Expenditures
240
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Promote an Inclusive and Resilient Economy Throughout
the City, Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Protect the City’s natural resources and waterways for public health,
recreation opportunities and development.
Department Objective: Meet or exceed DNR permit requirements for sanitary sewer
systems.
Performance Measures:
Carbonaceous Biochemical
Oxygen Demand (CBOD) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate Goal
Percent Removal* 98.6% 98.7% 98.7% 98.8% 98.8% 98.0%
Total Suspended Solids (TSS) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate Goal
Percent Removal* 98.2% 98.1% 98.1% 98.2% 98.2% 98.0%
Ammonia (NH3) FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate Goal
Percent Removal* 94.0% 85.3% 88.0% 90.0% 94.0% 97.0%
* Higher Number is Better
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing Throughout
the City, Promote an Inclusive and Resilient Economy Throughout
the City, Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Protect public and private property from water damage and health
hazards.
Department Objective: Control Sanitary Sewer Overflows (SSO – sewer backups).
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of SSOs per Year** 12 6 17 10 10
Sewer Jetting, Miles per Year* 36.0 43 49.5 53 53
Video Inspection, Miles per Year* 27.5 21 13.2 31 31
* Higher Number is Better ** Lower Number is Better
75.0%
80.0%
85.0%
90.0%
95.0%
100.0%
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
CBOD % Removal TSS % Removal NH# % Removal
241
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 .
Water Fund Activities:
• 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 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 approximately 280 miles of water main and connections that contains pipe as
old as 1886.
• 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.
• Water debt service consists of principal and interest payments on water revenue bonds,
which are repaid with water revenue.
• Water Capital Reserves accounts for water funds that are set aside for the replacement
of water system infrastructure.
Recent Accomplishments:
• Filled 14 vacant permanent positions.
• Plugged unused Jordan Well on Madison St.
• Purchased a new excavator to replace an aged backhoe.
242
• Rehabilitated raw water and backwash pumps.
• Performed extended river water pumping operations.
• Recovered from damages caused by the Derecho.
• Updated utility maps and processes.
• Provided water main testing on numerous public and private projects.
• Continued uninterrupted operations throughout the pandemic.
Upcoming Challenges:
• Rehabilitation of two alluvial wells.
• Completion of multiple water main replacement projects both public and private.
• Completion of the pressure reducing valve stations.
• Train and make ready personnel to succeed three tenured staff upon retirement.
• Extend a second power source to the peninsula well site.
• Rebuild the chlorine feeder and emergency ventilation systems.
• Adapt to new regulations related to lead, copper, chromium, and PFAS.
• Collect survey-grade asset inventory data.
• Rehabilitation of the emergency generators at remote facilities.
243
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
In Water Treatment Plant Operations, Services expenditures has decreased slightly in fiscal
year 2023 due to some repairs and maintenance budgeted in the revised fiscal year 2022
budget for damage to water meters during the Derecho storm.
Water Distribution System Capital Outlay expenditures include $225,000 for water main
repairs and $25,000 for oversizing of water mains in the fiscal year 2023 budget.
Water Customer Service includes $673,357 in chargeback revenues in fiscal year 2023 for
services now shared with the Wastewater Fund.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projection
Water
FY23 Expenditures -$9,408,244
Personnel Services Supplies Capital Outlay Debt Service
244
Goals, objectives, and performance measures
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the City
Department Goal: Provide sufficient quantities of competitively priced high quality
potable water to enable economic growth.
Department Objective: Utilize long-term planning studies and prioritization matrices to
make targeted distribution system investments to meet current and
future water demand.
Performance Measures: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
New Water Main in Miles 2.7 2.5 2.5 2.5 2.5
Water Main Replaced in
Miles 1.6 0.4 0.6 0.5 0.5
% system 0.6% 0.2% 0.2% 0.2% 0.2%
Annual Locates* in tickets 7,677 8,912 9,513 9,750 10,000
* Underground utility locates are performed prior to a digging activity in the right-of-way. The number of annual
locates can be used as an indirect measurement of development activity.
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Water Efficiency
Department Objective: Monitor production and usage trends to continue to identify
opportunities to promote sustainable and affordable water use.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Water Pumped
(millions of gallons*) 2,016 1,951 2,024 2,000 2,000
Water Use
(gal. per capita per day) 72 69 73 72 72
Cost for one gallon of water** $0.0099 $0.0104 $0.0104 $0.0109 $0.0109
Unmetered Water Loss*** 11.0% 9.9% 9.6% 10.0% 10.0%
Metered, Unbilled Water**** 1.0% 0.9% 0.9% 1.0% 1.0%
(present worth at vol. rate) $1,122,000 $1,025,000 $1,033,000 $1,124,000 $1,124,000
* The City makes enough drinking water to put a mile-high stack of water on Kinnick Stadium
football field annually.
** Cost determined by dividing the 5/8" meter monthly service charge by 100 cubic feet of water.
*** Water lost to main breaks, flushing, development testing, firefighting, private service 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.
245
Strategic Plan Goal: Enhance Community Mobility for All Residents
Department Goal: Maintain infrastructure and water affordability for a variety of
income levels and associated housing types.
Department Objective: Minimize service interruptions from infrastructure failure or non-
payment.
Performance Measure: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Water Main Breaks*
(per 100 miles) 19 13 25 20 20
* The national median for water operations main breaks per 100 miles of main is 14.
("2012 Benchmarking", AWWA, 2014)
Performance Measure: CY 2018 CY 2019 CY 2020 CY 2021
Projected
CY 2022
Estimate
Non-payment Shutoffs 1,593 1,668 352* 600 1,500
*Shutoffs in CY20 are suppressed due to COVID protocols beginning in March
246
Resource Management
The Resource Management Division 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.
Refuse Collection Fund Activities:
• Refuse Collection Administration oversees division policies, procedures, budget and
manages Landfill Operations and Refuse Operations personnel.
• Refuse Collection Operations provides weekly pick-up for the monthly rate; wheeled
carts have been delivered to almost all customers, making the collection process safer,
cleaner and more efficient; additional stickers can be purchased for bagged trash.
• Yard Waste Collection activities provide curbside collection for waste such as grass,
leaves and garden residue.
• Curbside Recycling Collection is provided for each single-family residence and each
multiple unit dwelling of four units or fewer. Recycle carts provide capacity for residents to
recycle safer and cleaner and for more efficient collection.
• White Goods/Bulky Items 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.
Landfill Fund Activities:
• Landfill Administration coordinates Landfill Operations activities with other City
departments and divisions.
• Landfill Operations takes in about 130,000 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.
• 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, cell construction and landfill gas infrastructure.
• 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.
247
Recent Accomplishments:
• Maintained full scope of operations amid COVID and derecho challenges. Both
situations contributed to a significant increase to the amount of materials collected at
the curb, particularly yard waste.
• Transitioned fully to carts, bags, and bundles for yard waste; ceased use of residents’
own containers, which increased efficiency of routes and reduced potential injuries.
• Continue to purchase and deliver 95-gallon organics carts based on budget and
demand. About 60% of curbside customer have organics carts. It appears we’ve met
the pent-up demand and we can reduce the budget request moving forward.
• Purchased and received two new fully automated trucks to add a third organics route.
• Transitioned to online customer sign-up for scheduling bulky items.
• Completed a community mural on the Refuse Building.
248
• Staff continues to excel in meeting the demands of an ever-growing customer base
with existing space limitations. The landfill, recycling center, yard waste facility and
hazardous materials receiving facility regularly see 350 to 400 customers per day and
a record high of 555 customers was reached on a single day in September 2020.
• Staff response to the derecho storm was commendable. The weeks after the storm
saw significant increases in yard waste traffic, which we safely accommodated with
minimal issue or customer complaints.
• Staff continues to expand options and promotion for the proper disposal of hazardous
materials, including batteries. The program continues to see high usage, which has
resulted in increases in customers and pounds of batteries diverted from the landfill.
• Recycling program usage continue to grow, both in customers and volumes/weights.
• Successfully transitioned to virtual education and outreach programming and continue
to adapt to a hybrid model that includes virtual and in-person events and programs.
• FY09 Landfill cell was closed out with intermediate cover.
• The increase of a 0.5 FTE to 0.75 FTE Scalehouse Operator will allow for time for
additional customer training, reprieves from the scale house and more consistent
enforcement of landfill policies.
• A site planning study is underway with a consultant.
Upcoming Challenges:
• After maintaining the full scope of operations through COVID and with the significant
increase in work derecho, staff are exhausted.
• Additional trucks have not been fully utilized on organics waste routes as planned.
The new trucks are regularly replacing refuse or recycling trucks on routes for
breakdowns and to accommodate planned maintenance. This leaves rear-load
packers for organics routes, or one rear-load and one fully automated; leaving us at
only run two routes.
• Addition of three glass recycling locations will increase staff and equipment time
needed to service the locations.
• Trash tonnages increased 18% from fiscal year 2020 to fiscal year 2021. Many people
were able to work from home, increasing waste from residences. In addition, we saw
a jump in August and September 2020 with building materials from the derecho storm.
• Customer counts continue to increase year after year and the current layout is not
adequate to safely accommodate existing programs and customers.
• Space restraints limit potential new waste diversion, recycling and composting options.
• Wood waste and wood chip volumes continue to remain a challenge. We will continue
to explore options for wood waste other than wood chips.
• Several construction projects are in planning; these will impact incoming traffic and
operations at the compost pad.
• Landfill Operators and Heavy Equipment Operators worked over 2,000 total hours of
OT in fiscal year 2021. They regularly work an average of 15 hours of overtime per
person, per pay period, during the busy season; in the slower season they work an
average of 5 hours OT per pay period, per person. This is not sustainable.
249
Budget highlights
Service Level Change Summary
In the Refuse fiscal year 2023 budget, a $3 per household rate increase is budgeted. There
are no service level changes included in the fiscal year 2023 budget within Landfill.
Financial Highlights
Refuse Administration Capital Outlay expenditures includes $200,000 for the demolition of
the old Refuse building in the fiscal year 2023 budget.
Refuse Operations Services expenditures increased 7.1% in the fiscal year 2023 budget due
to landfill charges and increased vehicle replacement and rental chargebacks.
In Yard Waste Collection, Personnel expenditures increased by 45.2% for the fiscal year
2023 budget primarily due to the addition of the new MW I – Refuse position.
Landfill Operations Capital Outlay expenditures includes $15,000 for GEMS replacement,
$7,000 for a pressure washer, and $15,000 in other operating equipment for fiscal year 2023.
Staffing Level Change Summary
In the fiscal year 2023 Refuse budget, a 1.00 FTE MW I – Refuse position was added.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024
Projection
Landfill
FY23 Expenditures -$5,783,431
Personnel Services Supplies Capital Outlay
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024
Projection
Refuse
FY23 Expenditures -$4,600,849
Personnel Services Supplies Capital Outlay
250
Goals, objectives, and performance measures
Refuse
Strategic Plan Goal:
Strengthen Community Engagement and Intergovernmental
Relations, Demonstrate Leadership in Climate Action, Foster
Healthier Neighborhoods and Affordable Housing Throughout the
City
Department Goal: Provide sustainable and cost-effective services for residents that
divert material from the landfill.
Department Objective: Continue to provide exceptional curbside recycling, yard waste,
appliance, and electronic waste collection services to Iowa City
residents.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Residential Refuse Collection Accounts 16,105 16,206 16,466 16,616 16,766
Refuse Tonnages 9,675 9,681 10,339 9,650 9,000
Recycling Tonnages 2,058 2,354 2,438 2,500 2,700
Yard Waste Tonnages 2,956 3,667 3,756 3,900 4,200
White Goods – Scheduled Pickups FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Appliances 314 322 746 750 850
Electronics 155 191 387 450 550
White Goods Route
Total Tonnages 305.62 243 563 500 300
15,600
15,800
16,000
16,200
16,400
16,600
16,800
17,000
0
2,000
4,000
6,000
8,000
10,000
12,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Refuse Tonnages
Refuse Tonnages Recycling Tonnages
Yard Waste Tonnages Residential Refuse Collection Accounts
251
Landfill
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations, Demonstrate Leadership in Climate Action
Department Goal: Provide innovative and cost-effective services for residents that
divert material from the landfill.
Department Objective: Provide residents with convenient and efficient recycling
opportunities.
Performance Measures: FY 2019 FY
2020
FY
2021
FY 2022
Projected
FY 2023
Estimate
Tons of Solid Waste Landfilled 127,587 128,270 151,823 140,000 130,000
Organics (Food Waste) FY 2019 FY
2020
FY
2021
FY 2022
Projected
FY 2023
Estimate
Tons Diverted to Composting 866 801 393 500 800
Recycling Drop Site FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Tons Collected 1,591 1,546 1,574 1,800 1,900
All Solid Waste Recycled FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Amount (%) 11.8% 12.7% 11.9% 12.5% 15.0%
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023 Estimate
Tons Diverted from Landfill
Tons Diverted to Composting Tons Diverted to Recycling
252
Equipment
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.
Equipment Fund Activities:
• General Fleet Maintenance 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 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 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 which are
budgeted within the respective departments.
Recent Accomplishments:
• Upgrading the McCollister fuel site to include a Diesel Exhaust Fluid dispensing
system
Upcoming Challenges:
• Ongoing succession planning for long-term staff retirements
• Design and funding for a new Fleet Maintenance Shop
• Maintaining equipment replacement schedules due to supplier constraints
253
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
Supplies expenditures increased by 8.6% due to diesel and gasoline estimates in the fiscal
year 2023 budget.
Fuel continues to be the highest operating expense for the Fleet Maintenance activity. Total
fuel expense in fiscal year 2021 was 4% higher than fiscal year 2020, with a 1.2% increase in
the total quantity dispensed. Fuel is budgeted at $1,549,000 in fiscal year 2023. Fuel is
included within the Supplies expenditures.
Equipment replacement reserve capital outlay for expenditures in fiscal year 2023 total
$2,154,500; and in fiscal year 2024 total $1,805,900.
Staffing Level Change Summary
In the fiscal year 2023 budget, a 1.00 FTE Mechanic I position was removed. The position
was originally added in fiscal year 2021 to cover a military leave.
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024
Projection
Equipment
FY23 Expenditures -$6,119,417
Personnel Services Supplies Capital Outlay
254
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Maximize Revenue from Surplus Vehicles/Equipment.
Department Objective: Promptly Dispose of all Replaced Units.
Performance Measure: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Sale of Autos & Equipment $206,595 $95,437 $296,970 $220,000 $225,000
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Serve Internal Customers Efficiently and Effectively.
Department Objective: Maintain City vehicles and equipment cost effectively and
respond to internal service requests in a timely manner.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Total Vehicles & Equipment
Maintained 566 571 596 610 625
Percent of Repairs Completed
in less than 1 Day 91.3% 90.6% 89.2% 90.0% 90.0%
Percent of Expenditures
Contracted with Outside
Vendors
20.4% 28.0% 22.0% 25.0% 25.0%
Strategic Plan Goal: Demonstrate Leadership in Climate Action
Department Goal: Increase the use alternative fuel vehicles within the City fleet.
Department Objective: As City vehicles and equipment are added and replaced,
explore opportunities to bring more alternative fuel vehicles into
the fleet.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Number of Hybrid Electric
Vehicles (HEV) 3 3 10 15 20
Number of Battery Electric
Vehicles (BEV) 5 7 8 12 17
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
530
540
550
560
570
580
590
600
610
620
630
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Total Vehicles & Equipment Maintained
Percent of Repairs Completed in less than 1 Day
Percent of Expenditures Contracted with Outside Vendors
255
Transportation Services
Department
Contact information
Transportation Services Director: Darian Nagle-Gamm
Website: www.icgov.org/transit; www.icareatransit.org
Telephone: 319-356-5151
Address: 410 E. Washington Street
256
Transportation Services Department
Department Mission
The Iowa City Transportation Services Department is committed to providing convenient, safe,
affordable 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.
“We should always be seeking ways
improve transit service for those that
rely on it most, and make it an easier
choice for others”
- Darian Nagle-Gamm
257
Funds/Divisions
General Fund:
• Transportation Services Administration
Parking Fund:
• Parking Operations
Transit Fund:
• Transit Operations
Transportation Services Administration
*Administration
*CBD Maintenance Operations
Parking Operations
*Parking Administration
*On Street Operations
*Ramp Operations
*Parking Debt Service
*Parking Impact Fee
*Capital Reserves
Public Transportation
*Transit Administration
*Transit Operations
*Fleet Operations
*Court Street Transpotation Center
*Replacement Reserves
258
Department Staffing
The Transportation Services Department has 76.51 FTE across 3 divisions and 13 activities.
Senior Management
Associate Director of Transportation
Mark Rummel
3.00
21.88
51.63
Transportation Services Department
FTE by Division
Transportation Services Admin Parking Transit
259
Transportation Services Administration
$692,290
Parking
$4,097,573
Transit
$8,490,957
5%
31%
64%
Transportation Services -
FY23 Expenditures -$13,280,820
Transportation Services
Administration
Parking
Transit
260
Transportation Services Administration
The Transportation Services Administration Division manages the activities of the two
enterprise divisions, Parking and Transit, and it oversees the Central Business District (CBD)
maintenance operations.
General Fund Activities:
• Transportation Services Administration personnel include the Transportation
Services Director and Associate Director.
• Central Business District Maintenance Operations provides daily grounds
maintenance in the Downtown, Northside Marketplace, and City Plaza (Pedestrian
Mall). CBD provides cleanup, ambassador duties, and assistance for 120+ events a
year.
Recent Accomplishments:
• Assisted Downtown District with waste management initiatives.
• Assisted Downtown District, Summer of the Arts, and other community organizations
with the return to in-person events in the summer of 2021.
Upcoming Challenges:
• Snow removal.
• Maintenance of downtown alleys.
261
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
CBD Maintenance Operations Services expenditures decreased by 12.65% in fiscal year
2023 largely due to a decrease in the budget for other building repairs and maintenance.
Capital Outlay for CBD Maintenance Operations includes $11,200 for a sweeper in fiscal year
2023.
Staffing Level Change Summary
There are no staffing level changes in the fiscal year 2023 budget.
72%
26%
1%1%
Transportation Services Admin
FY23 Expenditures -$692,290
Personnel
Services
Supplies
Capital Outlay
262
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.
Parking Fund Activities:
• Parking Administration oversees the operation of City’s parking system including
staffing, equipment, and infrastructure.
• On Street Operations is responsible for the maintenance and operations of the City’s
downtown parking meter system as well as the downtown metered and un-metered
street parking lots:
o Schumann Lot (near Market & Dubuque)
o Market Street Lot (Blue Bird Cafe)
o Recreation Center Lot (Robert A. Lee Recreation Center)
o Burlington Street Lot (near Mill Restaurant)
o Maiden Lane Parking Lot (west of Gilbert Street)
• Parking Ramp Operations is responsible for the maintenance and operations of the
City’s parking garages in the downtown and near-downtown areas:
o Dubuque Street Garage (Burlington Street & Dubuque Street) - One block south
of the Public Library
o Capitol Street Garage (Burlington Street & Capitol Street) - Adjoins Old Capitol
Town Center
o Chauncey Swan Garage (Washington Street - across from City Hall)
o Tower Place & Parking (Iowa Avenue & Gilbert Street) - mixed-use
commercial/parking facility
o Harrison Street Garage (Harrison Street & Dubuque Street) - mixed-use
residential/public parking facility opened April of 2017
• Parking Debt Service consists of principal and interest payments on parking revenue
bonds and the Harrison Street lease-purchase agreement (retired in 2020), which are
repaid with parking revenue.
• Parking Impact Fee activity is derived from fees generated from downtown
developments that pay a parking impact fee to the City in lieu of providing a minimum
level of parking spaces as required by the zoning code. The fees from these fees
must be used within the impacted area.
263
Recent Accomplishments:
• Completed eighth year of First Hour Free resulting in 485,031 hours of free vehicle
parking
• 137,567 total digital parking transactions using the Passport app
• Commenced parking for the Police Department and Fire Department at Augusta Place
Upcoming Challenges:
• Replacement of automated parking and enforcement systems
• Accommodating commercial deliveries while maintaining bicycle movements in
evolving downtown environment
• Replacement of electronic parking meter equipment
• Rehabilitation and expansion of bike parking downtown
• Bringing bikeshare online
264
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
In Parking Administration, Services expenditures increased by 11.0% in fiscal year 2023
primarily due to an increase in financial services charges which were down in fiscal years
2020 and 2021 due to the COVID-19 pandemic. They are now budgeted similarly to actuals
from fiscal year 2019.
On Street Operations Services expenditures increased by 8.6% in fiscal year 2023 primarily
due to vehicle replacement and vehicle rental chargebacks.
In Parking Ramp Operations, Supplies expenditures decreased by 62.9% in the fiscal year
2023 budget. Part of this decrease is due to larger amounts budgeted for sanitary supplies in
the fiscal year 2022 budget due to the COVID-19 pandemic, and the other portion of the
decrease comes from pay stations budgeted in fiscal year 2022.
The fiscal year 2022 revised budget for Parking Ramp Operations includes $610,000 in
Capital Outlay expenditures for the purchase of parking ramp improvements in Augusta
Place.
Staffing Level Change Summary
Half of a 1.00 FTE Program Assistant – Transportation Services position was added to the
Parking Fund in the fiscal year 2023 budget.
46%
53%
0%1%
Parking
FY23 Expenditures -$4,097,573
Personnel
Services
Supplies
Capital Outlay
265
Goals, objectives, and performance measures
Strategic Plan Goal: Enhance Community Mobility for All Residents
Department Goal: Provide convenient parking options.
Department Objective: Increase transient hours parked in downtown on-street and off-
street spaces.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Transient Hours Parked 5,054,757 3,621,758 2,152,048 4,000,000 5,000,000
Percent Change -1.8% -28.3% -40.6% 85.9% 25.0%
Strategic Plan Goal: Strengthen Community Engagement and Intergovernmental
Relations
Department Goal: Increase convenience and access for parking customers.
Department Objective: Increase credit card usage as a payment mechanism to 85%.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Credit Card Usage –
Access Controlled Facilities 78% 81% 85% 87% 90%
5,054,757
3,621,758
2,152,048
4,000,000
5,000,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Transient Hours Parked
266
Transit Operations
The Transit Operations Division provides fixed-route and paratransit bus services as well as
operating the Court Street Transportation Center. The division is committed to providing
safe, courteous, affordable and quality transportation to the citizens and visitors of Iowa City
as well as the City of University Heights.
Transit Fund Activities:
• Transit Administration personnel consists of a 45% cost share of the Transportation
Services Administration budget, an Operations Supervisor, Customer Service
Representatives, and a Data Analyst.
• Transit operations include 13 routes within the corporate limits of Iowa City and
University Heights. Fixed route bus service is operated with a 27 bus fleet, Monday -
Friday from 6:00 am – 11:00 pm and Saturday from 7:00 am - 7:30 pm. During peak
hours, all routes operate on 30 minute or better headways while providing hourly
service evenings and Saturdays. During the weekday mid-day, 7 routes have 30
minutes or better headways, while 5 routes have hourly service. 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 maintains a fleet of 27 heavy duty buses and 13 para-transit
buses, all of which are ADA accessible.
• Court Street Transportation Center Is a 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.
• The Replacement 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.
267
Recent Accomplishments:
• Completed Iowa City Area Transit Study
• Implemented recommendations from the transit study including a redesign of transit
routes and stops, development of a new bus schedule, and alignment of fare and fare
system with Coralville
• Facilitated procurement process for (4) battery electric buses
• Facilitated infrastructure project to prepare transit facility for an electrified fleet
Upcoming Challenges:
• Ensuring adequate staff to maintain operations
• Continuing to implement recommendations from the transit study
• Introducing seven-day-a-week transit service with the commencement of a two-year
Sunday service pilot
• Introduction of electric bus operations
• Building transit ridership post-COVID
• Commencing design for new transit facility
268
Budget highlights
Service Level Change Summary
There are no service level changes included in the fiscal year 2023 budget.
Financial Highlights
In Transit Admin, Services expenditures increased by 13.5% in the fiscal year 2023 budget
due to a change and increase in insurance fees.
Transportation Operations saw a decrease of 67.4% in Supplies expenditures for fiscal year
2023 primarily due to an increase in sanitation supplies in the fiscal year 2022 due to the
COVID-19 pandemic.
Services expenditures within Fleet Maintenance decreased 54.8% in the fiscal year 2023 due
to a large engine transmission repair budgeted in the fiscal year 2022 revised budget.
In the Court Street Transportation Center, Supplies expenditures in fiscal year 2023
decreased by 77.7%. This decrease is the result pay stations included in the budget for fiscal
year 2022.
Staffing Level Change Summary
Half of a 1.00 FTE Program Assistant – Transportation Services position was added to the
Transit Fund in the fiscal year 2023 budget.
56%34%
10%
0%
Transit
FY23 Expenditures -$8,490,957
Personnel
Services
Supplies
Capital Outlay
269
Goals, objectives, and performance measures
Strategic Plan Goal: Foster Healthy Neighborhoods and Affordable Housing
Throughout the City
Department Goal: Provide safe, courteous, and quality transportation services.
Department Objective: Increase Rides per Revenue Hour to 35
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Riders per Revenue Vehicle
Hour 27.56 21.30 9.58 16.52 19.28
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Increase fare-box/expense ratio.
Department Objective: Fare-box revenues to cover 30% of operating costs.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Fare-box/Expense Ratio 21% 16% 11% 12% 14%
27.56
21.30
9.58
16.52
19.28
FY 2019 FY 2020 FY 2021 FY 2022 Projected FY 2023 Estimate
Riders per Revenue Vehicle Hour
270
Iowa City
Municipal Airport
Contact information
Airport Manager: Michael Tharp
Website: www.iowacityairport.org
Telephone: 319-356-5045
Address: 1801 S. Riverside Drive
271
Iowa City Airport
Department Mission
The Iowa City 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.
Department Description
The Iowa City 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 118 pub lic airports in Iowa, the
Iowa City Municipal Airport is one of the busiest general aviation airports in the state.
The airfield consists of 2 runways (7/25 & 12/30) with a maximum landing distance of 5,004 feet, a full
parallel taxiway and an aircraft parking apron at the terminal building.
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
370,000 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 Airport Manager
staffs an administrative office, manages leased areas and contracts, plans and oversees airport-
related capital improvements.
“The Iowa City Municipal Airport is an
important piece of the economic
engine to the Iowa City and Johnson
County area.”
- Mike Tharp
272
Funds/Divisions
Airport Fund:
•Airport Operations
AirportCommission
Airport Operations
*Airport Operations
*Capital Reserves
273
Airport Operations
The Airport Operations division oversees the operation of the airport facilities.
Airport Fund Activities:
• Airport Operations
• Airport Capital Reserves
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.
Recent Accomplishments:
• Completed additional fuel storage capacity project.
• Completed Terminal Apron & Taxiway project.
• Hosted Drive-In Movie nights with Summer of the Arts.
Upcoming Challenges:
• Need to diversity of funding for operations.
• Reliance on grant programs for projects to be completed.
274
Budget highlights
Service Level Change Summary
There are no service level changes in the fiscal year 2023 budget.
Financial Highlights
Services expenditures in fiscal year 2023 increased by 3.7% or $10,433 primarily due to an
increase in vehicle repair and maintenance charges. Supplies expenditures increased by
$1,012 due to the addition of $1,000 for the replacement of personal computers in the pilot
briefing area.
Staffing Level Change Summary
The Airport Operations division has 1.0 full-time equivalent, the Airport Manager. There are
no staffing level changes in the fiscal year 2023 budget.
275
Goals, objectives, and performance measures
Strategic Plan Goal: Invest in Public Infrastructure, Facilities, and Fiscal Reserves
Department Goal: Develop and maintain adequate funding mechanisms for airport
operations and improvements; increase revenue generated by
airport operations.
Department Objective: Accelerate loan repayments through the sale of airport land for
development.
Annual review of hangar rates to maximize revenue.
Performance Measures: FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Hangar Rental Revenue $273,720 $276,101 $282,286 $280,000 $280,000
Levy Support FY 2019 FY 2020 FY 2021
Projected
FY 2022
Projected
FY 2023
Estimate
General Levy Support for
Operations $0 $0 $0 $0 $0
Strategic Plan Goal: Promote an Inclusive and Resilient Economy Throughout the
City
Department Goal: Increase the usefulness of the Airport for economic
development.
Department Objective: Increase fuel sales.
Allow for privately funded hangar construction.
Performance Measures:
Fuel Flowage FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Jet Fuel Sold 314,289 267,715 341,406 325,000 325,000
Av Gas Sold 58,809 49,610 62,387 55,000 55,000
Total Gallons Sold 373,098 317,325 403,793 380,000 380,000
Number of Based Aircraft 92 92 92 92 92
$273,720
$276,101
$282,286
$280,000 $280,000
$268,000
$270,000
$272,000
$274,000
$276,000
$278,000
$280,000
$282,000
$284,000
FY 2019 FY 2020 FY 2021 FY 2022
Projected
FY 2023
Estimate
Hangar Rental Revenue
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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*) (1)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)
Emergency Levy
(2450)Airport (7600)
Affordable Housing
(2500)Stormwater (7700)Agency Funds
Iowa City Property
Management (2510)
Housing Authority
(79**)Project Green (9102)
Tax Increment
Financing (26**)
Self-Supporting
Municipal
Improvement District
(2820)
Major funds
City of Iowa City
Budgetary Fund Structure
Budgetary Funds
(1) The Parking Fund did not qualify as a major fund in the
Annual Report, but it is being presented as one for
managerial reasons.
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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; emergency 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 transfers in 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 Annual Report funds are evaluated based upon the level of
their assets, liabilities, revenue s, 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
governmenta l 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 Annual Report 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 Government Buildings
Communications Office
Human Resources Library
Human Rights Library Operations
Economic Development Library Development Office
Climate Action & Outreach
Finance Fire
Finance Administration Fire Administration
Accounting Fire Emergency Operations
Purchasing Fire Prevention
Revenue Fire Training
Police
Police Administration Senior Center
Police Support Services Senior Center Operations
Police Field 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 Iowa City Property Management 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
Emergency Levy Fund
City Manager
Climate Action & Outreach
Departments & Divisions by Fund
Special Revenue Funds
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Parking Fund Airport Fund
Transportation Services Airport
Parking Operations Airport Operations
Transit Fund Stormwater 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
3
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PREPARATION OF THE FINANCIAL PLAN
Introduction
This Three-Year Financial Plan is for fiscal years 2022 through 2024. The Financial Plan
includes the current year revised budget (fiscal year 2022), the one-year annual budget as
required by Iowa Code (fiscal year 2023), and an additional projection year (fiscal year 2024)
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 2022 through 2026.
Basis of Accounting
The modified accrual basis of accounting has been used for preparation of the City’s fiscal
year 2023 budget for all funds and fund types including proprietary funds. The modified
accrual basis of accounting used in the preparation of the fiscal year 2023 budget is similar
to the accounting basis used in the City’s Annual Report 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
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the balance sheet. Under the modified accrual basis, revenue is recognized when
susceptible to accrual, which is in the period in which it becomes both available (collectible
within the current period or soon thereafter to be used to pay liabilities of the current period)
and measurable (the amount of the transaction can be determined). Revenue accrued
includes property taxes, intergovernmental revenue, and interest earned on investments (if
they are collected within 60 days after the year-end). Expenditures are recorded when the
related fund liability is incurred. Principal and interest on long -term debt, as well as
expenditures related to compensated absences and claims and judgments, are recorded
only when payment is due. This basis differs from that used in the Annual Report 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 Annual Report. 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.)
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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.
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 31 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
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appropriation to be carried forward into the next fiscal year, it must meet the following
criteria:
1) The appropriation must be for an item or service specifically listed in the requesting
department’s budget. Appropriations for regular and ordinary operating
expenditures may not be carried forward. Purchases of items and services not
listed in the requesting department’s budget are not eligible for carryover.
2) The amount of the appropriation may not be lower than the lesser of 1) one percent
of the activity’s budget, or 2) $5,000.
3) All appropriations to be carried forward are contingent upon adequate, available
resources and fund balance.
In addition to these carry forward requests, there are many capital improvement projects
that span across fiscal years. These projects must be re-appropriated in accordance with
State budget law. The Finance Department compiles a summary of capital projects and
their remaining, unspent appropriations, and then these unspent project appropriations are
included as part of the budget amendment for the following fiscal year. These two types of
budget carry forwards are the primary basis for the first budget amendment of the year.
The second budget amendment is compiled during the annual budget process. While
department budget requests for the next year are being compiled during the budget process,
departments also submit their revised budget requests for the current year. These requests
help formulate the revised budget for the current year. Revisions to the current year budget
must still comply with the City’s budget amendment policy. Following the completion of the
next year’s budget process and approval in March, the second budget amendm ent 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
July 1 – August 31, 2021
Finance Department meets with each division to review division performance measures and goals,
and their alignment with City Council strategic plan. Performance measurement data is compiled
and summarized.
September 1, 2021
Capital Improvement Program (CIP) forms and instructions are distributed to departments.
September 21, 2021
City Council work session discussion regarding fiscal year 2023 budget goals.
September 24, 2021
Capital Improvement Program forms are due to the Finance Department.
September 29, 2021
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.
October 1 – October 22, 2021
Munis system is available for departments to enter fiscal year 2023 line item budgets, add fiscal
year 2023 budget requests for each activity, and amend fiscal year 2022 line item budgets.
Finance Department develops personnel budget through consultation with the Human Resource
department and each individual department.
October 7, 2021
Finance Department produces preliminary Five-Year CIP.
October 8, 2021
Capital Improvement Program review committee reviews project requests and rankings; committee
makes amendments to the preliminary Program.
October 15, 2021
Finance Department produces amended Five-Year Capital Improvement Program with updated
project rankings.
October 20, 2021
Capital Improvement Program review committee reviews amended program and makes final
Program adjustments.
October 22, 2021
Department directors deliver budget summary to City Manager’s office and Finance Department.
Munis financial system is closed for departmental updates.
November 1 – November 19, 2021
City Manager and Finance Director meet with each department to discuss their divisions’ fiscal year
2023 budget requests and submittals, fiscal year 20 22 revised budgets, performance measures,
and goals. Finance Department reviews and updates long range financial plans.
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November 22 – November 29, 2021
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.
November 30, 2021
City Manager and Finance Department finalize departmental fiscal year 2023 budget requests,
fiscal year 2022 revised budgets, Five-Year CIP, division goals and performance measures, and
long-range financial plans.
December 17, 2021
The proposed City budget document including the Three-Year Financial Plan, the Five-Year CIP,
and division goals and performance measures is distributed to City Council.
January 8 – February 21, 2021
City Manager and City Council discuss budget process overview, budget environment, proposed
budget, CIP, significant budget issues, and to incorporate Council policy preferences.
February 1, 2022
City Council approves notices of public hearing on the proposed maximum property tax dollars to
be assessed for specified levies for fiscal year 2023.
February 4, 2022
Publication of notice of public hearing on the proposed maximum property tax dollars to be
assessed for specified levies for fiscal year 2023.
February 15, 2022
City Council holds public hearing and adopts resolution setting the maximum property tax dollars to
be assessed for specified levies for the fiscal year 2023 budget.
March 1, 2022
City Council approves notices of public hearing on the proposed fiscal year 2023 budget and the
fiscal year 2022 revised budget.
March 4, 2022
Publication of notice of public hearing on the proposed fiscal year 20 23 budget and revised fiscal
year 2022 budget. City budget made available for public inspection at City Hall and library.
March 15, 2022
Following public hearings, the fiscal year 20 23 budget, the Three-Year Financial Plan, the Five-
Year CIP, and the fiscal year 2022 revised budget are adopted by City Council.
March 31, 2022
Adopted fiscal year 20 23 budget and fiscal year 20 22 revised budget are certified with Johnson
County Auditor.
April 5, 2022
City Council sets the hearings for service fee and rate changes for fiscal year 2023, if necessary.
July 1, 2022
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 activitie s 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. Un assigned 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, used to provide property tax relief, or 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 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,
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Info rmation 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 an Annual Report 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 includ es a trend
analysis and a chart of revenues and expenditures. These projections are done through a software
package known as Synario.
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 Stormwater 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, $1,551,685 in fiscal
year 2019, $1,542,660 in fiscal year 2020, $1,586,724 in fiscal year 2021 and is estimated to be
$1,537,842 in 2022 . The State passed additional legislation in 2021 to phase out the backfill
payments to local governments. Starting in fiscal year 2023, the City’s backfill payment from the
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State will be reduced by 20% per year until it is fully phased out in fiscal year 2027. The backfill
revenue budgeted for fiscal year 2023 is $1,230,270.
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 not including the additional lost revenue from the 2021 phase out legislation.
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 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 balance for fiscal year 2023 in the closure and post-closure funds
totals $14,970 ,991 .
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 2023 is $5,806,012.
At June 30, 2021, it is estimated that the landfill had deposited 4,748,619 tons versus its permitted
capacity of 5,440,343 or 87%.
Capital replacement reserves
The City maintains long-term replacement reserves including cable television equipment, library
equipment, vehicles and heavy equipment, information technology equipment replacement, transit
system buses and facilities, parking facilities, water and wastewater facilities, airport infrastructure,
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and storm water infrastructure. Included in the operating budget are transfers and internal charges
to the replacement reserves for the purpose of funding the replacement of these types of equipment,
facilities, and infrastructure. Equipment Fund transfers are equivalent to the annual depreciation on
the equipment so that these replacements are fully funded when they are necessary. The
replacement reserve for transit buses and facilities is funded at 20% of accumulated depreciation
due to the availability of state and federal grants to make these purchases. Transit buses and
facilities are depreciated using the straight-line method over an eight-year useful life. These grants
typically fund 80% - 85% of the acquisition cost of the bus. The projected balances for replacement
funds for fiscal year 2023 are as follows:
Reserve Fund Balance
Library equipment equipment General 452,635$
Public transportation buses & facilities Transit 6,408,312$
Facility replacement General 12,900,000$
Vehicles and heavy equipment Equipment 16,392,078$
Cable television equipment General 114,100$
Info technology equipment ITS 1,462,772$
Wastewater infrastructure & facilities Wastewater 6,312,236$
Water infrastructure & facilities Water 3,450,663$
Airport infrastructure & facilities Airport 186,258$
Stormwater infrastructure & facilities Storm Water 674,000$
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 $791,348 in fund balance at the end of
fiscal year 202 3 available for the replacement of copy machines.
Risk Management and Health & Dental Insurance Reserves (OPEB)
The City contracts for actuarial services for the purpose of calculating and maintaining reserves that
are intended to provide for certain liabilities. Actuarial calculations regarding liabilities for future
expenditures are determined for risk management (liability, workers compensation, and property
insurance) payments, health and dental insurance payments, and retiree health and dental
insurance benefits. Actuarial calculations are updated annually and help determine internal charge
rates and premium rates for risk management and health insurance charges. The estimated Risk
Management fund reserve for fiscal year 2023 is $4,138,379 . The estimated Health Insurance
reserve for fiscal year 202 3 is $12,361,551 of which $9,697,868 is being reserved for Other Post-
Employment Benefit (OPEB) liabilities. The OPEB liability was calculated with the actuarial
assumption of a 2.19 % discount rate, an inflation rate of 2.6% per annum, a salary increase rate of
3.25%, and an annual medical trend rate of 8.00% decreasing 0.5% each year to a 4.5% ultimate
medical trend rate. The estimated Dental Insurance reserve for fiscal year 2023 is $480,557.
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-
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year capital improvement plan is integrated into the City’s financial plan and annual budget. This
plan also coordinates with the City’s long-range debt planning to ensure that sufficient debt funding
is available at the time improvements are needed or expected. The projected debt issues in the
program have been integrated into the Debt Service Fund’s budget.
Below is the five-year capital improvement plan expenditure summary by division.
Total expenditures for the Capital Improvement Program for years 2022 – 2026 are $205,848,950.
Total funding sources for the Capital Improvement Program for year 2022 – 2026 are $205,922,725.
2022 2023 2024 2025 2026 Total
Airport 1,148,750$ 397,250$ 450,000$ 1,400,000$ 1,170,000$ 4,566,000$
Equipment 825,000 1,000,000 11,000,000 12,825,000
Fire 95,000 1,422,800 1,700,000 3,217,800
Government Buildings 955,000 1,700,000 1,100,000 550,000 350,000 4,655,000
Landfill 838,800 5,175,000 840,000 280,000 7,133,800
Library 150,000 375,000 400,000 925,000
Parking Operations 2,090,000 700,000 632,000 737,500 500,000 4,659,500
Parks Maintenance 1,480,000 2,605,000 3,720,000 1,240,000 3,220,000 12,265,000
Police 125,000 108,500 233,500
Public Works Administration 750,000 750,000
Recreation 100,000 500,000 5,500,000 6,100,000
Senior Center 2,720,000 1,655,000 1,745,000 6,120,000
Stormwater 1,625,000 690,000 990,000 240,000 240,000 3,785,000
Street Operations 11,870,470 13,710,470 9,860,470 27,147,470 17,010,470 79,599,350
Transit Operations 120,000 120,000 20,120,000 120,000 120,000 20,600,000
Wastewater Treatment 3,464,000 19,466,000 3,059,000 3,338,000 3,519,500 32,846,500
Water Operations 1,181,000 1,042,500 844,000 1,200,000 1,300,000 5,567,500
TOTAL 28,788,020$ 47,356,220$ 56,301,770$ 43,592,970$ 29,809,970$ 205,848,950$
Capital Improvement Plan 2022-2026
Summary by Division
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301
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 7/1/2022 48,436,825$ 3,955,250$ 7,100,334$ 2,389,668$ 11,623,123$ 25,387,826$ 12,957,969$
Revenues
Property Taxes 40,396,211$ 14,055,226$ 10,754,809$ -$ -$ -$ -$
Delinquent Property Taxes - - - - - - -
TIF Revenues - - - - - - -
Other City Taxes 2,590,124 160,563 119,396 - - - -
Licenses, Permits, & Fees 2,581,550 - - - - 11,500 -
Use of Money and Property 730,963 - 25,292 10,030 215,000 175,200 250,850
Intergovernmental 3,923,709 626,757 189,557 - 2,646,267 - -
Charges for Fees and Services 1,270,587 - - 5,573,759 2,161,590 12,155,200 9,987,370
Miscellaneous 6,686,225 - - 283,600 69,000 69,210 688,417
Other Financial Sources 388,507 - 61,656 - - - -
Sub-Total Revenues 58,567,876 14,842,546 11,150,710 5,867,389 5,091,857 12,411,110 10,926,637
Transfers In 13,063,633 - 1,789,850 1,000,000 4,390,999 4,791,312 3,126,725
Total Revenues & Transfers In 71,631,509$ 14,842,546$ 12,940,560$ 6,867,389$ 9,482,856$ 17,202,422$ 14,053,362$
Expenditures by Department
City Council 168,774$ -$ -$ -$ -$ -$ -$
City Clerk 632,229 - - - - - -
City Attorney 868,194 - - - - - -
City Manager 4,654,388 - - - - - -
Finance 5,028,909 1,394,767 12,952,813 - - - -
Police 16,391,387 - - - - - -
Fire 9,587,713 - - - - - -
Parks & Recreation 10,433,377 - - - - - -
Library 7,325,426 - - - - - -
Senior Center 1,082,805 - - - - - -
Neighborhood & Dvlpmt Services 4,915,066 - - - - - -
Public Works 3,200,355 - - - - 9,975,902 9,408,244
Transportation Services 692,290 - - 4,097,573 8,490,957 - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 64,980,913 1,394,767 12,952,813 4,097,573 8,490,957 9,975,902 9,408,244
Transfers Out 7,503,130 13,446,978 - 2,073,050 400,000 7,918,437 4,166,725
Total Expenditures & Transfers Out 72,484,043$ 14,841,745$ 12,952,813$ 6,170,623$ 8,890,957$ 17,894,339$ 13,574,969$
Estimated Fund Balance 6/30/2023 47,584,291$ 3,956,051$ 7,088,081$ 3,086,434$ 12,215,022$ 24,695,909$ 13,436,362$
Restricted, Committed, Assigned 20,425,455 - - 603,702 6,408,312 10,112,236 6,675,888
Unassigned Fund Balance 6/30/2023 27,158,836$ 3,956,051$ 7,088,081$ 2,482,732$ 5,806,710$ 14,583,673$ 6,760,474$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
All Fund Summary
Fiscal Year 2023
302
Refuse Housing Capital Non-Major Total Total
Collection Landfill Stormwater Authority Projects Budgetary Budgetary Non-Budgetary All
Fund (7400)Fund (750*)Fund (770*)Fund (79**)Fund Funds Funds Funds Funds
1,137,691$ 25,948,434$ 959,860$ 6,486,422$ 3,644,382$ 8,405,477$ 158,433,262$ 40,153,523$ 198,586,785$
-$ -$ -$ -$ -$ 1,262,356$ 66,468,602$ -$ 66,468,602$
- - - - - - - - -
- - - - - - - - -
- - - - - 4,123,496 6,993,579 - 6,993,579
- - - - - - 2,593,050 - 2,593,050
10,000 267,456 5,000 396,514 - 639,205 2,725,510 276,850 3,002,360
- - - 10,464,171 3,432,525 11,049,084 32,332,070 569,500 32,901,570
4,448,112 6,909,235 1,700,790 - - 70,000 44,276,643 669,730 44,946,373
16,660 45,840 9,500 31,923 - 128,418 8,028,793 23,306,806 31,335,599
- - - 13,000 27,756,000 171,500 28,390,663 135,000 28,525,663
4,474,772 7,222,531 1,715,290 10,905,608 31,188,525 17,444,059 191,808,910 24,957,886 216,766,796
8,125 1,459,739 1,101,500 - 16,796,228 2,298,563 49,826,674 - 49,826,674
4,482,897$ 8,682,270$ 2,816,790$ 10,905,608$ 47,984,753$ 19,742,622$ 241,635,584$ 24,957,886$ 266,593,470$
-$ -$ -$ -$ -$ -$ 168,774$ -$ 168,774$
- - - - - - 632,229 - 632,229
- - - - - - 868,194 - 868,194
- - - - - 518,692 5,173,080 - 5,173,080
- - - - - 2,736,186 22,112,675 16,546,056 38,658,731
- - - - - - 16,391,387 - 16,391,387
- - - - - - 9,587,713 - 9,587,713
- - - - - - 10,433,377 - 10,433,377
- - - - - - 7,325,426 - 7,325,426
- - - - - - 1,082,805 - 1,082,805
- - - 10,500,330 - 3,350,492 18,765,888 - 18,765,888
- - 682,768 - - 7,279,259 30,546,528 6,119,417 36,665,945
4,600,849 5,783,431 - - - - 23,665,100 - 23,665,100
- - - - - 385,060 385,060 - 385,060
- - - - 19,765,470 - 19,765,470 - 19,765,470
- - - - 27,590,750 - 27,590,750 - 27,590,750
4,600,849 5,783,431 682,768 10,500,330 47,356,220 14,269,689 194,494,456 22,665,473 217,159,929
- 6,072,471 1,790,000 54,791 - 5,401,092 48,826,674 1,000,000 49,826,674
4,600,849$ 11,855,902$ 2,472,768$ 10,555,121$ 47,356,220$ 19,670,781$ 243,321,130$ 23,665,473$ 266,986,603$
1,019,739$ 22,774,802$ 1,303,882$ 6,836,909$ 4,272,915$ 8,477,318$ 156,747,716$ 41,445,936$ 198,193,652$
- 21,444,946 674,000 1,352,997 - 286,258 67,983,793 - 67,983,793
1,019,739$ 1,329,857$ 629,882$ 5,483,912$ 4,272,915$ 8,191,060$ 88,763,922$ 41,445,936$ 130,209,859$
City of Iowa City
All Fund Summary
Fiscal Year 2023
303
Other Metro
Road Shared Planning Org.Emergency
CDBG HOME Grant Use Tax Revenue of Jo. Co.Levy
Fund (2100)Fund (2110)Fund (2200)Fund (2300)Fund (2350)Fund (2450)
Estimated Fund Balance 7/1/2022 48,404$ 147,625$ 4,136,788$ (5,194)$ 431,378$ 408,173$
Revenues
Property Taxes -$ -$ -$ -$ -$ 840,586$
Other City Taxes - - - - - 9,763
Licenses, Permits, & Fees - - - - - -
Use of Money and Property 16,000 16,310 - - 1,840 -
Intergovernmental 731,974 494,354 9,390,000 - 385,188 18,343
Charges for Fees and Services - - 70,000 - - -
Miscellaneous 14,900 17,000 71,340 - 5,500 -
Other Financial Sources 95,000 76,500 - - - -
Sub-Total Revenues 857,874 604,164 9,531,340 - 392,528 868,692
Transfers In - - 645,524 - 399,039 -
Total Revenues & Transfers In 857,874$ 604,164$ 10,176,864$ -$ 791,567$ 868,692$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$
City Clerk - - - - - -
City Attorney - - - - - -
City Manager - - - - - 518,692
Finance - - - - - -
Police - - - - - -
Fire - - - - - -
Parks & Recreation - - - - - -
Library - - - - - -
Senior Center - - - - - -
Neighborhood & Dvlpmt Services 805,974 475,170 - - 845,692 -
Public Works - - 7,279,259 - - -
Transportation Services - - - - - -
Airport - - - - - -
Governmental Projects - - - - - -
Enterprise Projects - - - - - -
Sub-Total Expenditures 805,974 475,170 7,279,259 - 845,692 518,692
Transfers Out - - 3,180,496 - - 350,000
Total Expenditures & Transfers Out 805,974$ 475,170$ 10,459,755$ -$ 845,692$ 868,692$
Estimated Fund Balance 6/30/2023 100,304$ 276,619$ 3,853,897$ (5,194)$ 377,253$ 408,173$
Restricted, Committed, Assigned - - - - - -
Unassigned Fund Balance 6/30/2023 100,304$ 276,619$ 3,853,897$ (5,194)$ 377,253$ 408,173$
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 2023
304
Iowa City Tax Total
Affordable Property Increment SSMID -Non-Major
Housing Management Financing Downtown Airport Budgetary
Fund (2500)Fund (2510)Fund (26**)Fund (2820)Fund (7600)Funds
3,598,374$ 276,298$ (919,689)$ -$ 283,320$ 8,405,477$
-$ -$ -$ 421,770$ -$ 1,262,356$
- - 4,113,733 - - 4,123,496
- - - - - -
- 219,645 - - 385,410 639,205
- - - 29,225 - 11,049,084
- - - - - 70,000
- 19,678 - - - 128,418
- - - - - 171,500
- 239,323 4,113,733 450,995 385,410 17,444,059
1,000,000 - 154,000 - 100,000 2,298,563
1,000,000$ 239,323$ 4,267,733$ 450,995$ 485,410$ 19,742,622$
-$ -$ -$ -$ -$ -$
- - - - - -
- - - - - -
- - - - - 518,692
- - 2,285,191 450,995 - 2,736,186
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
1,000,000 223,656 - - - 3,350,492
- - - - - 7,279,259
- - - - - -
- - - - 385,060 385,060 -
- - - - - -
- - - - - -
1,000,000 223,656 2,285,191 450,995 385,060 14,269,689
- - 1,838,096 - 32,500 5,401,092
1,000,000$ 223,656$ 4,123,287$ 450,995$ 417,560$ 19,670,781$
3,598,374$ 291,965$ (775,243)$ -$ 351,170$ 8,477,318$
- - - - 286,258 286,258
3,598,374$ 291,965$ (775,243)$ -$ 64,912$ 8,191,060$
City of Iowa City
Non-Major Budgetary Fund Summary
Fiscal Year 2023
305
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 7/1/2022 18,563,011$ 4,293,831$ 3,685,709$ 794,532$ 12,350,051$ 466,389$ 40,153,523$
Revenues
Property Taxes -$ -$ -$ -$ -$ -$ -$
Other City Taxes - - - - - - -
Licenses, Permits, & Fees - - - - - - -
Use of Money and Property 165,000 25,000 30,000 5,000 50,000 1,850 276,850
Intergovernmental 569,500 - - - - - 569,500
Charges for Fees and Services 890 - 17,460 - 633,600 17,780 669,730
Miscellaneous 7,230,878 1,055,610 2,987,883 203,803 11,451,573 377,059 23,306,806
Other Financial Sources 135,000 - - - - - 135,000
Sub-Total Revenues 8,101,268 1,080,610 3,035,343 208,803 12,135,173 396,689 24,957,886
Transfers In - - - - - - -
Total Revenues & Transfers In 8,101,268$ 1,080,610$ 3,035,343$ 208,803$ 12,135,173$ 396,689$ 24,957,886$
Expenditures by Department
City Council -$ -$ -$ -$ -$ -$ -$
City Clerk - - - - - - -
City Attorney - - - - - - -
City Manager - - - - - - -
Finance - 1,236,062 2,591,813 211,987 12,123,673 382,521 16,546,056
Police - - - - - - -
Fire - - - - - - -
Parks & Recreation - - - - - - -
Library - - - - - - -
Senior Center - - - - - - -
Neighborhood & Dvlpmt Services - - - - - - -
Public Works 6,119,417 - - - - - 6,119,417
Transportation Services - - - - - - -
Airport - - - - - - -
Governmental Projects - - - - - - -
Enterprise Projects - - - - - - -
Sub-Total Expenditures 6,119,417 1,236,062 2,591,813 211,987 12,123,673 382,521 22,665,473
Transfers Out 1,000,000 - - - - - 1,000,000
Total Expenditures & Transfers Out 7,119,417$ 1,236,062$ 2,591,813$ 211,987$ 12,123,673$ 382,521$ 23,665,473$
Estimated Fund Balance 6/30/2023 19,544,862$ 4,138,379$ 4,129,239$ 791,348$ 12,361,551$ 480,557$ 41,445,936$
Restricted, Committed, Assigned - - - - - - -
Unassigned Fund Balance 6/30/2023 19,544,862$ 4,138,379$ 4,129,239$ 791,348$ 12,361,551$ 480,557$ 41,445,936$
Additional information regarding changes in fund balances can be found within individual fund summaries.
City of Iowa City
Non-Budgetary Fund Summary
Fiscal Year 2023
306
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Budgetary Fund Revenues
General Fund
10** General Fund 56,279,461$ 54,093,751$ 59,209,763$ 59,406,832$ 58,567,876$ 58,382,561$
Special Revenue Funds
2100 CDBG 758,935 696,930 1,431,648 1,210,198 857,874 857,874
2110 HOME Grant 714,103 890,256 323,187 2,884,958 604,164 604,164
2200 Road Use Tax Fund 8,955,947 9,343,122 10,241,077 9,293,500 9,531,340 9,625,240
2300 Other Shared Revenue 8,333 12,500 9,162,595 10,021,499 - -
2350 Metro Planning Org of Johnson Co 378,503 393,607 385,456 394,296 392,528 408,047
2400 Employee Benefits 12,845,423 12,798,747 14,799,472 14,901,826 14,842,546 14,778,647
2450 Emergency Levy - 2,613 1,039,399 1,046,152 868,692 863,146
2500 Affordable Housing 422,309 (26,615) 1,836,537 - - -
2510 Iowa City Property Management 70,805 65,497 85,162 127,933 239,323 239,323
26** Tax Increment Financing 2,598,651 3,479,948 2,679,150 3,983,340 4,113,733 4,502,220
2820 SSMID - Downtown 397,730 371,277 503,091 470,394 450,995 443,689
Debt Service Fund
5*** Debt Service 12,811,836 12,084,974 11,517,947 11,220,220 11,150,710 11,103,321
Enterprise Funds
710* Parking 6,192,536 4,555,583 3,817,435 5,977,526 5,867,389 5,867,389
715* Transit 4,535,779 5,114,607 4,614,597 11,360,399 5,091,857 5,091,857
720* Wastewater 13,424,866 12,854,265 12,340,860 12,630,210 12,411,110 12,532,635
730* Water 10,065,852 10,398,875 10,045,311 10,828,954 10,926,637 11,047,128
7400 Refuse Collection 3,717,374 3,808,883 3,915,932 3,956,436 4,474,772 4,519,250
750* Landfill 7,105,849 7,273,518 8,365,111 7,329,338 7,222,531 7,222,531
7600 Airport 367,258 444,565 398,016 373,100 385,410 385,410
7700 Stormwater 1,595,027 1,749,864 1,714,836 1,744,660 1,715,290 1,732,298
79** Housing Authority 10,293,528 10,379,669 10,115,575 11,930,650 10,905,608 10,130,083
Capital Projects Fund
Governmental Projects 15,145,337 16,828,142 15,049,424 21,902,030 13,410,000 13,087,000
Enterprise Projects 1,528,537 3,046,134 1,733,157 2,047,942 17,778,525 15,405,000
Total Budgetary Revenues 170,213,979$ 170,660,713$ 185,324,738$ 205,042,393$ 191,808,910$ 188,828,813$
Non-Budgetary Fund Revenues
Internal Service Funds
810* Equipment 7,327,947 7,106,528 7,517,750 7,726,205 8,101,268 8,183,750
8200 Risk Management 1,671,941 1,741,050 1,624,378 1,689,680 1,080,610 1,101,190
830* Information Technology 2,444,853 2,693,000 2,910,525 2,833,011 3,035,343 3,035,343
8400 Central Services 252,275 243,536 198,909 236,009 208,803 208,803
8500 Health Insurance 8,887,214 10,272,878 10,559,371 11,118,580 12,135,173 12,739,432
8600 Dental Insurance 411,909 411,351 396,698 441,458 396,689 404,230
Total Non-Budgetary Expenditures 20,996,138$ 22,468,344$ 23,207,631$ 24,044,943$ 24,957,886$ 25,672,748$
Total Revenues - All Funds 191,210,117$ 193,129,057$ 208,532,369$ 229,087,336$ 216,766,796$ 214,501,561$
Additional information regarding specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Revenues by Fund
307
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Budgetary Fund Revenues
Property Taxes 59,115,402$ 59,360,168$ 66,780,996$ 66,911,637$ 66,468,602$ 66,468,602$
Other City Taxes
Gas/Electric Excise Tax 667,713 677,091 643,961 636,270 688,135 688,135
Mobile Home Tax 58,354 51,220 63,002 51,710 62,999 62,039
Hotel/Motel Tax 1,301,827 1,134,864 938,048 1,134,862 1,134,862 1,134,862
Local Option Sales Tax
Utility Franchise Tax 964,690 883,652 993,852 883,660 993,850 993,850
TIF Revenues 2,564,840 3,434,710 2,637,854 3,983,340 4,113,733 4,502,220
Other City Taxes Total 5,557,424 6,181,536 5,276,717 6,689,842 6,993,579 7,381,106
Licenses, Permits, & Fees
General Use Permits 86,756 15,063 18,029 63,210 65,920 65,920
Food & Liquor Licenses 126,709 95,476 24,651 95,480 94,510 94,510
Professional License 6,150 3,925 3,760 5,050 3,760 3,760
Franchise Fees 586,428 438,753 724,570 581,900 582,920 582,920
Miscellaneous Permits & Licenses 58,608 68,060 73,547 54,990 62,930 62,930
Construction Permits & Inspection Fees 2,141,423 1,742,746 1,707,958 1,774,840 1,783,010 1,783,010
Licenses, Permits, & Fees Total 3,006,074 2,364,024 2,552,515 2,575,470 2,593,050 2,593,050
Use Of Money And Property
Interest Revenues 4,198,581 3,277,337 981,957 1,484,392 1,134,991 1,132,514
Rents 1,290,859 1,177,377 1,084,618 1,264,564 1,463,605 1,463,605
Royalties & Commissions 106,716 100,348 120,765 108,354 146,592 146,592
Use Of Money And Property Total 5,596,157 4,555,062 2,187,339 2,857,310 2,745,188 2,742,711
Intergovernmental
Federal Intergovernmental Revenue 13,349,850 15,404,149 26,600,680 42,627,648 16,572,899 29,444,849
Property Tax Credits 1,559,040 1,519,888 1,593,623 1,544,912 1,234,157 925,618
Road Use Tax 8,820,138 9,163,303 10,076,978 9,163,300 9,390,000 9,483,900
State 28E Agreements 2,060,750 2,107,692 2,128,143 2,014,420 2,512,490 2,359,490
Operating Grants 69,584 66,984 61,849 66,980 61,850 61,850
Disaster Assistance - - 2,700 27,043 - -
Other State Grants 3,203,172 5,601,294 2,257,948 4,310,043 1,216,505 566,505
Local 28E Agreements 1,204,577 1,280,923 1,343,940 2,913,480 1,344,169 1,359,688
Intergovernmental Total 30,267,112 35,144,234 44,065,861 62,667,825 32,332,070 44,201,900
Charges For Fees & Services
Building & Development 1,219,311 492,643 2,678,588 413,910 455,270 455,270
Police Services 149,766 188,901 13,523 98,710 75,000 75,000
Animal Care Services 14,922 13,484 11,742 13,480 11,740 11,740
Fire Services 9,060 8,880 11,734 8,880 11,070 11,070
Transit Fees 1,220,379 968,924 668,695 1,220,390 1,409,590 1,409,590
Culture & Recreation 767,966 467,105 267,221 696,126 705,255 705,255
Miscellaneous Charges For Services 69,454 53,024 57,336 61,234 62,202 62,202
Water Charges 9,645,556 10,051,603 9,937,678 9,851,600 9,991,670 10,091,587
Wastewater Charges 12,830,133 12,353,935 12,152,455 12,353,930 12,152,450 12,273,975
Refuse Charges 4,056,934 4,185,695 4,572,826 4,334,880 4,910,372 4,954,851
Landfill Charges 5,889,533 5,961,888 7,326,438 6,450,049 6,448,175 6,448,175
Stormwater Charges 1,568,019 1,730,056 1,700,792 1,730,060 1,700,790 1,717,798
Parking Charges 6,546,854 4,795,660 4,154,129 6,435,076 6,343,059 6,343,059
Charges For Fees & Services Total 43,987,888$ 41,271,797$ 43,553,157$ 43,668,325$ 44,276,643$ 44,559,571$
City of Iowa City
All Funds
Revenues by Type
308
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
City of Iowa City
All Funds
Revenues by Type
Miscellaneous
Code Enforcement 278,070$ 300,368$ 67,546$ 306,900$ 289,130$ 289,130$
Parking Fines 602,260 438,244 505,391 488,220 490,000 490,000
Library Fines & Fees 135,183 60,545 4,328 50,000 - -
Contributions & Donations 453,913 405,111 400,403 550,050 360,810 360,810
Printed Materials 51,279 39,128 20,871 38,175 22,000 22,000
Animal Adoption 45,839 62,646 49,080 45,000 45,000 45,000
Miscellaneous Merchandise 57,232 36,506 17,177 41,330 36,310 36,910
Intra-City Charges 4,428,621 4,667,718 4,929,976 5,812,165 6,016,011 6,035,828
Other Miscellaneous Revenue 852,007 913,580 938,489 840,529 748,854 749,054
Special Assessments 568 294 2,134 290 1,000 1,000
Miscellaneous Total 6,904,973 6,924,141 6,935,394 8,172,659 8,009,115 8,029,732
Other Financial Sources
Debt Sales 12,565,848 13,012,385 12,744,378 10,100,000 27,756,000 12,215,000
Sale Of Assets 1,586,827 901,476 616,257 1,059,742 328,168 328,168
Insurance Recoveries 279,874 2,258 - - - -
Loans 1,346,402 943,633 612,123 339,583 306,495 308,972
Other Financial Sources Total 15,778,950 14,859,752 13,972,758 11,499,325 28,390,663 12,852,140
Total Budgetary Revenues 170,213,979$ 170,660,713$ 185,324,738$ 205,042,393$ 191,808,910$ 188,828,813$
Non-Budgetary Fund Revenues
Internal Service Funds 20,996,138 22,468,344 23,207,631 24,044,943 24,957,886 25,672,748
Total Non-Budgetary Revenues 20,996,138$ 22,468,344$ 23,207,631$ 24,044,943$ 24,957,886$ 25,672,748$
Total Revenues - All Funds 191,210,117$ 193,129,057$ 208,532,369$ 229,087,336$ 216,766,796$ 214,501,561$
Property Taxes
35%
Other City Taxes
4%
Licenses, Permits, &
Fees
1%
Use Of Money And
Property
1%
Intergovernmental
17%
Charges For Fees &
Services
23%
Miscellaneous
4%
Other Financial
Sources
15%
FY23 Budgetary Fund Revenues by Type
309
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Budgetary Fund Expenditures
General Fund
10** General Fund 55,494,514$ 57,237,518$ 55,608,874$ 67,507,478$ 64,980,913$ 66,902,079$
Special Revenue Funds
2100 CDBG 628,016 710,805 1,253,229 1,093,741 805,974 824,062
2110 HOME Grant 799,452 864,090 281,357 2,741,766 475,170 485,189
2200 Road Use Tax Fund 6,653,708 6,541,337 6,822,871 6,855,409 7,279,259 7,330,670
2300 Other Shared Revenue 29,885 1,810 351,891 18,875,573 - -
2350 Metro Planning Org of Johnson Co 618,626 666,417 759,938 813,751 845,692 869,508
2400 Employee Benefits 806,781 1,380,902 1,790,332 1,426,486 1,394,767 1,423,269
2450 Emergency Levy - - 147,787 1,082,204 518,692 525,593
2500 Affordable Housing 995,422 782,779 860,507 1,000,000 1,000,000 1,000,000
2510 Iowa City Property Management 55,583 60,567 76,763 72,187 223,656 201,008
26** Tax Increment Financing 418,306 1,545,792 984,345 2,611,853 2,285,191 3,018,169
2820 SSMID - Downtown 397,730 367,177 507,191 470,394 450,995 443,689
Debt Service Fund
5*** Debt Service 13,678,214 13,038,331 14,652,318 13,191,264 12,952,813 13,017,863
Enterprise Funds
710* Parking 6,534,781 13,153,203 3,359,425 4,493,285 4,097,573 4,203,905
715* Transit 7,446,609 8,285,908 6,836,241 12,278,896 8,490,957 8,708,039
720* Wastewater 12,613,542 8,928,996 9,722,217 10,038,067 9,975,902 9,391,966
730* Water 8,285,265 8,512,594 9,042,120 9,425,148 9,408,244 9,581,246
7400 Refuse Collection 3,440,755 3,687,875 3,798,095 4,093,888 4,600,849 4,499,981
750* Landfill 6,064,090 5,337,862 5,617,439 5,734,127 5,783,431 5,923,726
7600 Airport 395,866 421,723 417,765 372,257 385,060 393,648
7700 Stormwater 451,277 603,911 593,191 648,988 682,768 687,172
79** Housing Authority 10,030,517 9,904,793 11,967,304 11,317,990 10,500,330 9,930,831
Capital Projects Fund
Governmental Projects 39,752,910 24,573,233 18,333,523 54,094,592 19,765,470 29,366,770
Enterprise Projects 5,674,170 5,947,033 5,404,177 23,864,580 27,590,750 26,935,000
Total Budgetary Expenditures 181,266,021$ 172,554,657$ 159,188,899$ 254,103,924$ 194,494,456$ 205,663,381$
Non-Budgetary Funds Expenditures
Internal Service Funds
810* Equipment 5,141,589 5,786,860 6,650,876 6,367,391 6,119,417 5,919,045
8200 Risk Management 1,351,299 1,511,332 1,423,612 1,710,211 1,236,062 1,263,147
830* Information Technology 2,072,637 2,430,267 2,620,181 2,692,385 2,591,813 2,684,394
8400 Central Services 176,149 188,400 146,775 239,587 211,987 220,241
8500 Health Insurance 9,105,067 9,129,477 10,550,091 11,078,100 12,123,673 12,729,827
8600 Dental Insurance 344,357 295,202 347,747 398,636 382,521 390,171
Total Non-Budgetary Expenditures 18,191,097$ 19,341,538$ 21,739,282$ 22,486,310$ 22,665,473$ 23,206,825$
Total Expenditures - All Funds 199,457,118$ 191,896,195$ 180,928,182$ 276,590,234$ 217,159,929$ 228,870,206$
Additional information specific funds can be found within individual fund summaries.
City of Iowa City
All Funds
Expenditures by Fund
310
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Budgetary Funds Expenditures
City Council 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
City Clerk 540,893 491,473 530,843 625,947 632,229 689,469
City Attorney 751,266 836,849 823,919 872,818 868,194 893,636
City Manager 3,944,970 3,727,694 4,226,493 6,871,342 5,173,080 5,278,769
Finance 19,271,220 20,421,612 21,788,070 22,509,581 22,112,675 23,068,115
Police 14,073,173 14,503,070 14,471,307 16,399,742 16,391,387 16,850,928
Fire 8,292,055 8,477,010 8,899,332 9,194,319 9,587,713 10,133,719
Parks & Recreation 8,191,404 8,574,237 8,340,197 10,648,198 10,433,377 10,584,037
Library 6,403,794 6,327,197 6,083,482 7,129,719 7,325,426 7,512,050
Senior Center 865,825 913,616 927,263 1,075,527 1,082,805 1,112,013
Neighborhood & Development Services 18,776,670 19,058,153 19,825,644 42,933,596 18,765,888 18,353,867
Public Works 30,109,215 27,065,129 28,748,425 30,116,230 30,546,528 30,282,805
Transportation Services 24,112,009 31,067,417 20,219,622 27,243,047 23,665,100 24,035,343
Airport 395,866 421,723 417,765 372,257 385,060 393,648
Capital Projects Fund
Governmental Projects 39,752,910 24,573,233 18,333,523 54,094,592 19,765,470 29,366,770
Enterprise Projects 5,674,170 5,947,033 5,404,177 23,864,580 27,590,750 26,935,000
Total Capital Project Funds 45,427,080 30,520,267 23,737,700 77,959,172 47,356,220 56,301,770
Total Budgetary Expenditures 181,266,021$ 172,554,657$ 159,188,899$ 254,103,924$ 194,494,456$ 205,663,381$
Non-Budgetary Funds Expenditures
Internal Service Funds
Finance 13,049,508 13,554,678 15,088,406 16,118,919 16,546,056 17,287,780
Public Works 5,141,589 5,786,860 6,650,876 6,367,391 6,119,417 5,919,045
Total Non-Budgetary Expenditures 18,191,097$ 19,341,538$ 21,739,282$ 22,486,310$ 22,665,473$ 23,206,825$
Total Expenditures - All Funds 199,457,118$ 191,896,195$ 180,928,182$ 276,590,234$ 217,159,929$ 228,870,206$
City of Iowa City
All Funds
Expenditures by Department
City Council
0%
City Clerk
0%
City Attorney
1%
City Manager
3%FinancePolice
Fire
7%
Parks &
Recreation
7%
Library
5%
Senior Center
1%
Neighborhood &
Development Services
13%
Public Works
21%
Transportation
Services
16%
Airport
0%
FY23 Budgetary Fund Expenditures by Department
(excluding Capital Projects)
311
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 5,072,422$ 1,107,325$ 154,000$ 1,358,470$ 20,052$ 4,365,954$ 12,078,223$
Special Revenue Funds:
Employee Benefits 12,519,760 631,319 13,151,079
CDBG 87,976 87,976
Road Use Tax 90,795 340,582 2,832,000 74,561 3,337,938
Emergency Levy 350,000 350,000
Tax Increment Financing 42,540 2,020,905 1,803,256 3,866,701
Enterprise Funds:
From Parking 1,090,000 1,367,535 2,457,535
From Transit 120,000 885,433 1,005,433
From Wastewater 2,474,000 2,500,000 1,178,495 6,152,495
From Water 1,281,000 1,300,000 1,879,237 4,460,237
From Landfill 838,800 1,897,471 2,736,271
From Airport 81,063 81,063
From Stormwater 1,625,000 1,500,000 3,125,000
From Housing Authority 51,836 51,836
Capital Project Funds 425,000 425,000
Internal Service Funds:
From Equipment 825,000 825,000
Total Transfers In:17,777,353$ 2,079,226$ 154,000$ 14,984,214$ 1,823,308$ -$ 14,315,954$ 3,057,732$ 54,191,787$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 5,072,422$ 12,610,555$ 42,540$ 51,836$ 17,777,353$
Road Use Tax Fund 71,789 631,319 703,108
Other Special Revenue Funds 1,189,536 340,582 1,530,118
Debt Service Fund 20,052 1,803,256 1,823,308
Enterprise Funds 4,365,954 74,561 425,000 9,450,439 14,315,954
Debt Service Reserves 3,057,732 3,057,732
Capital Project Funding 1,358,470 3,269,976 2,020,905 825,000 7,509,863 14,984,214
Total Transfers Out:12,078,223$ 16,926,993$ 3,866,701$ 425,000$ -$ 825,000$ 20,069,870$ -$ 54,191,787$
City of Iowa City
Revised Budget Transfer Schedule
Fiscal Year 2022
Transfers In
Transfers Out
312
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 1,083,656$ 154,000$ 1,833,470$ 20,052$ 4,339,530$ 7,503,130$
Special Revenue Funds:
Employee Benefits 12,801,454 645,524 13,446,978
Road Use Tax 92,426 315,383 2,697,000 75,687 3,180,496
Emergency Levy 350,000 350,000
Tax Increment Financing 42,540 25,758 1,769,798 1,838,096
Enterprise Funds:
From Parking 700,000 1,373,050 2,073,050
From Transit 120,000 280,000 400,000
From Wastewater 3,130,000 3,500,000 1,288,437 7,918,437
From Water 1,042,500 1,800,000 1,324,225 4,166,725
From Landfill 5,175,000 897,471 6,072,471
From Airport 32,500 32,500
From Stormwater 690,000 1,100,000 1,790,000
From Housing Authority 54,791 54,791
Internal Service Funds:
From Equipment 1,000,000 1,000,000
Total Transfers In:13,063,633$ 2,044,563$ 154,000$ 16,796,228$ 1,789,850$ -$ 13,365,738$ 2,612,662$ 49,826,674$
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 12,893,880$ 42,540$ 54,791$ 13,063,633$
Road Use Tax Fund 83,656 645,524 729,180
Other Special Revenue Funds 1,154,000 315,383 1,469,383
Debt Service Fund 20,052 1,769,798 1,789,850
Enterprise Funds 4,339,530 75,687 8,950,521 13,365,738
Debt Service Reserves 2,612,662 2,612,662
Capital Project Funding 1,833,470 3,047,000 25,758 1,000,000 10,890,000 16,796,228
Total Transfers Out:7,503,130$ 16,977,474$ 1,838,096$ -$ -$ 1,000,000$ 22,507,974$ -$ 49,826,674$
City of Iowa City
Adopted Budget Transfer Schedule
Fiscal Year 2023
Transfers In
Transfers Out
313
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 1,086,166$ 154,000$ 1,327,770$ 20,052$ 4,323,025$ 6,983,435$
Special Revenue Funds:
Employee Benefits 12,801,454 645,524 13,446,978
Road Use Tax 95,199 324,844 2,697,000 76,786 3,193,829
Emergency Levy 350,000 350,000
Tax Increment Financing 42,540 1,688,012 1,730,552
Enterprise Funds:
From Parking 632,000 1,378,594 2,010,594
From Transit 5,120,000 280,000 5,400,000
From Wastewater 4,084,000 3,500,000 1,450,750 9,034,750
From Water 1,644,000 1,800,000 1,366,176 4,810,176
From Refuse Collection 250,000 250,000
From Landfill 1,340,000 897,471 2,237,471
From Airport 45,000 45,000
From Stormwater 1,240,000 1,100,000 2,340,000
From Housing Authority 56,435 56,435
Internal Service Funds:
From Equipment 3,500,000 3,500,000
Total Transfers In:13,068,050$ 2,056,534$ 154,000$ 22,229,770$ 1,708,064$ -$ 13,355,876$ 2,816,926$ 55,389,220$
13,068,050
General
Special
Revenue
TIF
Special
Revenue
Capital
Projects
Debt
Service
Fund
Internal
Service Enterprise
Debt
Reserves Total
General Fund 72,422$ 12,896,653 42,540$ 56,435$ 13,068,050$
Road Use Tax Fund 86,166 645,524 731,690
Other Special Revenue Funds 1,154,000 324,844 1,478,844
Debt Service Fund 20,052 1,688,012 1,708,064
Enterprise Funds 4,323,025 76,786 8,956,065 13,355,876
Debt Service Reserves 2,816,926 2,816,926
Capital Project Funding 1,327,770 3,047,000 3,500,000 14,355,000 22,229,770
Total Transfers Out:6,983,435$ 16,990,807$ 1,730,552$ -$ -$ 3,500,000$ 26,184,426$ -$ 55,389,220$
City of Iowa City
Projected Budget Transfer Schedule
Fiscal Year 2024
Transfers In
Transfers Out
314
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Adopted
2021
Adopted
2022
Adopted
2023
Budget
Change
in FTEs
FY2021-2022
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 5.50 5.50 5.50 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 (1)7.50 7.50 6.00 6.00 6.00 7.89 8.89 9.26 0.37
Human Resources 3.00 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 1.00 1.00 1.00 -
Climate Action & Outreach - - - - - 3.00 3.00 3.00 -
Finance:
Finance Adminstration 3.15 3.15 2.15 2.90 2.90 2.90 3.00 3.00 -
Tort Liability 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Accounting 7.60 7.60 7.60 7.00 7.00 7.00 6.45 6.45 -
Purchasing 3.44 3.50 3.50 3.50 3.50 3.50 3.95 3.95 -
Revenue 7.88 7.88 7.88 7.88 7.88 7.88 7.88 7.88 -
Police:
Police Administration 5.00 6.00 6.00 2.00 2.00 2.00 2.00 2.00 -
Police Support Services 20.00 19.00 19.00 26.00 27.00 29.26 30.76 30.76 -
Police Field Operations 80.00 80.00 80.00 79.00 78.00 78.00 78.00 78.00 -
Fire:
Fire Administration 3.00 3.00 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 -
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 5.33 4.33 5.00 4.00 5.00 4.00 4.00 4.00 -
Recreation 14.42 15.42 14.75 14.00 14.50 14.50 14.50 14.50 -
Park Maintenance Administration 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 -
Park Maintenance Operations 12.00 15.00 15.00 15.00 14.00 14.00 14.00 14.00 -
Forestry 3.00 3.00 3.00 5.00 5.00 7.00 7.00 7.00 -
CBD Maintenance Operations 3.00 - - - - - - - -
Cemetery Operations 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 -
Library:
General Library 42.27 43.27 43.27 43.27 43.15 43.02 43.02 43.02 -
Library Board Controlled Funds 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 -
Library Gifts and Bequests - 0.40 0.40 0.40 0.40 0.40 0.40 0.40 -
Library Development Office 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Senior Center Administrations 6.50 7.00 7.00 7.00 7.00 7.76 7.76 7.76 -
Neighborhood & Development Services:
Neighborhood & Development Admin 1.55 1.55 1.55 1.55 1.55 1.30 1.30 1.30 -
Sustainability Services 1.00 1.00 1.00 1.00 1.00 - - - -
Community Development (2)1.55 3.63 3.63 3.63 3.63 3.63 3.63 4.00 0.37
Neighborhood Outreach 1.05 1.95 1.95 1.95 1.95 1.70 1.70 1.70 -
Housing Inspection 5.55 6.20 6.20 8.30 8.30 8.80 8.80 8.80 -
Economic Development 2.00 1.00 - - - - - - -
Building Inspection (3)7.30 7.30 7.30 7.30 7.30 8.80 8.80 7.80 (1.00)
Urban Planning (3)3.50 3.50 4.00 4.00 4.00 4.50 4.50 5.50 1.00
Public Works:
Public Works Administration 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 -
Engineering Services 12.00 16.00 16.00 16.00 16.00 18.00 18.00 18.00 -
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
315
2016
Adopted
2017
Adopted
2018
Adopted
2019
Adopted
2020
Adopted
2021
Adopted
2022
Adopted
2023
Budget
Change
in FTEs
FY2021-2022
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
Transportation Services:
Transportation Services Admin - 2.00 3.00 2.00 2.00 2.00 2.00 2.00 -
CBD Maintenance Operations - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Sub-total General Fund 356.59 368.18 367.18 370.68 372.06 383.84 386.34 387.08 0.74
Special Revenue Funds
Community Development Block Grant 2.38 - - - - - - - -
HOME Grant 0.45 - - - - - - - -
Road Use Tax:-
Traffic Engineering (4)3.90 4.50 3.00 3.00 3.00 3.00 3.00 4.00 1.00
Streets System Maintenance 25.25 25.50 29.00 29.00 29.00 29.00 29.00 29.00 -
Metro Planning Org of Johnson Co 4.70 4.70 4.70 5.20 5.20 5.20 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 37.23 35.25 37.25 37.75 37.75 37.75 37.75 38.75 1.00
Enterprise Funds
Parking (5)23.13 21.63 21.63 21.38 19.63 21.38 21.38 21.88 0.50
Transit (5)51.13 50.63 50.63 50.38 50.38 51.13 51.13 51.63 0.50
Wastewater 24.65 25.40 26.00 26.00 26.00 26.00 26.00 26.00 -
Water 32.00 31.75 31.75 31.75 31.75 31.25 31.25 31.25 -
Refuse Collection (6)17.85 17.50 17.50 17.88 18.88 19.38 19.38 20.38 1.00
Landfill 15.50 14.00 14.00 14.88 15.88 15.88 16.13 16.13 -
Airport Operations 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 -
Stormwater 2.60 2.10 1.50 1.50 2.50 2.00 2.00 2.00 -
Housing Authority (7)10.19 9.60 9.60 9.50 9.50 10.62 10.62 11.00 0.38
Sub-total Enterprise Funds 178.05 173.61 173.61 174.27 175.52 178.64 178.89 181.27 2.38
Capital Project Funds
Iowa City Gateway Project 1.00 - - - - - - - -
West Side Levee Project 1.00 - - - - - - - -
Rocky Shore Lift Station Project 2.00 - - - - - - - -
Sub-total Capital Project Funds 4.00 - - - - - - - -
Total Budgetary Funds 575.87 577.04 578.04 582.70 585.33 600.23 602.98 607.10 4.12
Non-Budgetary Funds
Internal Service Funds
Equipment (8)9.50 10.75 10.75 10.75 10.75 11.75 12.00 11.00 (1.00)
Risk Management 1.80 1.80 1.80 1.80 1.80 1.80 1.80 1.80 -
Information Technology Services (9)(10)9.86 9.80 10.80 9.80 9.80 9.80 9.80 10.50 0.70
Central Services 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 -
Sub-total Internal Service Funds 21.66 22.85 23.85 22.85 22.85 23.85 24.10 23.80 (0.30)
Total Non-Budgetary Funds 21.66 22.85 23.85 22.85 22.85 23.85 24.10 23.80 (0.30)
Total Full-Time Equivalents 597.53 599.89 601.89 605.55 608.18 624.08 627.08 630.90 3.82
316
(1) The Communications Creative Assistant increased from .63 FTE to 1.00 FTE.
(2) The Program Assistant - Community Development position increased from .63 FTE to 1.00 FTE.
(3) The 1.00 FTE Development Regulation Specialist position converted to a 1.00 FTE Associate Planner position in Urban Planning.
(4) A 1.00 FTE Electrician - Traffic Engineering positon was added in the fiscal year 2023 budget.
(5) A 1.00 FTE Program Assistant - Transportation Services position was added in the fiscal year 2023 budget and split
between Transit and Parking.
(6) A 1.00 FTE MW I - Refuse position was added in the fiscal year 2023 budget.
(7) The .63 FTE Program Assistant position increased to 1.00 FTE in the fiscal year 2023 budget.
(8) A 1.00 FTE Mechanic I position was removed in the fiscal year 2023 budget.
(9) A 1.00 FTE Security Analyst position was added in the fiscal year 2023 budget.
(10) The .80 FTE Operactions Clerk position was reduced to .50 FTE in the fiscal year 2023 budget.
City of Iowa City
Personnel Full-Time Equivalents
Last Eight Years
356.59 368.18 367.18 370.68 372.06 383.84 386.34 387.08
37.23 35.25 37.25 37.75 37.75 37.75 37.75 38.75
178.05 173.61 173.61 174.27 175.52 178.64 178.89 181.27
4.00 ----
---
21.66 22.85 23.85 22.85 22.85
23.85 24.10 23.80
2016
ADOPTED
2017
ADOPTED
2018
ADOPTED
2019
ADOPTED
2020
ADOPTED
2021
ADOPTED
2022
ADOPTED
2023
BUDGET
FTE Summary by Fund Type
Last Eight Years
General Fund Special Revenue Funds Enterprise Funds Capital Project Funds Internal Service Funds
317
318
GENERAL FUND
Fund Summary
Assigned, Committed & Restricted
Fund Balance
Revenues
Expenditures
F
Y
2
0
2
3
319
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 Serv ices. We present a budget where revenues are less than expenditures for the
General Fund in f iscal year 2023, with revenue & transfers in and expenditures & transfers out
projected at $71.6 and $72.5 million, respectively.
A. General Fund Revenues
Revenues & Transfers In 2020
Actual
2021
Actual
2022
Revised
2023
Budgeted
2024
Projected
Property Taxes $ 35,626,227 $ 40,271,900 $ 40,567,644 $ 40,396,211 $ 40,396,211
Other City Taxes 2,460,592 2,362,649 2,439,753 2,590,124 2,590,124
Licenses And Permits 2,352,233 2,541,011 2,563,680 2,581,550 2,581,550
Use Of Money And Property 1,091,682 514,191 802,367 730,963 730,963
Intergovernmental 4,008,624 5,923,927 4,016,130 3,923,709 3,738,350
Charges For Fees And Services 1,129,259 825,692 1,266,960 1,270,587 1,270,631
Miscellaneous 6,010,753 5,997,468 6,630,651 6,686,225 6,686,225
Other Financial Sources 1,414,383 772,926 1,119,647 388,507 388,507
Sub-total Revenues: 54,093,751 59,209,763 59,406,832 58,567,876 58,382,561
Transfers In 15,150,816 16,639,310 17,777,353 13,063,633 13,068,050
Total Revenues & Transfers In $ 69,244,567 $ 75,849,073 $ 77,184,185 $ 71,631,509 $ 71,450,611
320
1. Property Taxes - Property tax revenue of $40.4 million is the primary funding source for
General Fund operations, providing approximately 69.0% of total revenue, excluding
transfers in, in fiscal year 2023. The fiscal year 2023 budget is a decrease of 0.4% over
the fiscal year 2022 revised budget of $40.6 million, and there is an average increase of
4.3% 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 reservations 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 7.0% in revaluation years and 2.5% in non-revaluation years.
Valuations reported by the Johnson County Auditor’s office for January 1, 2021 served as
the basis for determining property tax revenue in fiscal year 2023. Their report indicates an
3.4% increase in total assessed value in the last year, from $7.02 billion to $7.26 billion.
Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth
limitation of three percent (3%) annually on taxable residential property valuations. Each
year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by
class which, when applied, determines taxable valuations. The growth restriction is applied
to the residential valuations, limiting the growth percentage in taxable value to agricultural
valuations. 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.
321
In fiscal year 2013, the rollback exempted $1.7 billion of Iowa City’s assessed valuation.
In fiscal year 2023, the rollback will exempt $2.9 billion of assessed valuations. The
residential and agricultural rollbacks for fiscal year 2023 are 54.1302% and 89.0412%,
respectively, compared to fiscal year 2022 rollbacks of 56.4094% and 84.0305%,
respectively.
Also, in fiscal year 2023 the commercial, industrial, and railroad rollback is 90%, which is
the same as fiscal year 2022. The multi-residential rollback in fiscal year 2023 is 63.75%
compared to the fiscal year 2022 rate of 67.50%. The following graph illustrates the impact
of the rollback on taxable valuations.
2. Other City Taxes - This category, estimated at $2.6 million in fiscal year 2023, includes
Hotel Motel Taxes of $1,134,862, $423,032 in gas and electric excise taxes, and $993,850
in utility franchise taxes. The fiscal year 2023 budget is an increase of 6.2% over the
fiscal year 2022 revised budget of $2.4 million, and there is an average increase of 1.3%
over the last five years.
a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at
$1,134,862 in fiscal year 2023, the seven percent (7%) tax on gross hotel/motel room
rental receipts is distributed as follows:
322
Convention & Visitor's Bureau 25.00%
Police Patrol 47.50%
Parks & Recreational Facilities 27.50%
Total Hotel Motel 7% Tax 100.00%
In addition, fifty percent (50%) of the hotel/motel taxes generated by the Hilton Garden
Inn are transferred to the Tax Increment Financing Fund and then rebated back to the
developer. This agreement started in fiscal year 2018 and will continue until fiscal year
2029.
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.
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.
$993,850 estimate for fiscal year 2023, approximately $680,380 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 $313,470 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 2023 budget for Licenses and
Permits is estimated at $2.58 million. The fiscal year 2023 revenue is an increase of
0.7% over the fiscal year 2022 revised budget of $2.56 million, but the average over the
last five years is a decrease of 0.5%. These decreases have been primarily due to
decreases in construction permit and license revenue from fiscal year 2017 to 2018 and
then again from 2019 to 2020 due to the COVID-19 pandemic.
323
4. Use of Money & Property - This revenue source consists of interest income and rents
and is budgeted at $730,963 for fiscal year 2023. The fiscal year 2023 budget is a
decrease of 8.9% of the fiscal year 2022 revised budget of $802,367; additionally, there
is an average increase of 0.3% over the last five years. The decrease from the fiscal
year 2022 estimate is from a decrease in estimated interest income; the average slight
increase over the last five years is a result of increased interest income and rent revenue
before dropping the last two years with COVID-19 impacts.
5. Intergovernmental - This revenue category includes state and federal grants, 28E
agreements, and contracts with local governmental entities. Intergovernmental revenue
is budgeted at $3.9 million in fiscal year 2023. The fiscal year 2023 budget is a
decrease of 2.3% of the fiscal year 2022 revised budget of $4.0 million, and there is an
average increase of 3.9% over the last five years. The decrease in fiscal year 2023 is
from a decrease in Property Tax Credits for the State Property Tax Backfill, and the
average increase over the last five years is from the increases in state and local 28E
agreements.
The majority of intergovernmental revenue is the result of 28E agreements with local entities
for services provided to area residents, as shown in the following schedule. The largest of
these agreements is for fire protection services to the University of Iowa, estimated at $2.1
million in fiscal year 2022, with $1.7 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.
324
Intergovernmental Funding
FY2020
Actual
FY2021
Actual
FY2022
Revised
FY2023
Budget
FY2024
Projected
Local Governmental: 28E Agreements
Coralville, Johnson County & Other
Governments - Animal Services $ 242,531 $ 265,679 $ 265,291 $ 242,771 $ 242,771
IC Comm. Schools - Mercer Pool 97,395 98,846 97,400 98,850 98,850
County, Univ Heights, Hills - Library 565,694 607,429 610,820 652,410 652,410
Johnson County - Senior Center 60,000 60,300 60,000 65,000 65,000
Downtown District - Police Department 20,000 20,000 20,000 20,000 20,000
University Heights - Fire Department 32,498 32,818 34,343 36,403 36,403
University Heights - Revenue 552 1,101 640 1,100 1,100
JECC - Accounting 29,879 30,626 31,050 32,177 32,177
Local Governmental Revenue: 1,048,550 1,116,799 1,119,544 1,148,711 1,148,711
State Revenue:
Public Safety Grants 4,725 - 825 3,975 3,975
University of Iowa - Fire Protection 1,643,190 1,716,326 1,643,190 1,716,330 1,716,330
Operating Grants 66,984 61,849 66,980 61,850 61,850
Property Tax Credits 903,008 929,988 925,241 741,435 556,076
Other State Grants - 46,110 - - -
Total State Revenue: 2,617,907 2,754,273 2,636,236 2,523,590 2,338,231
Federal Revenue:
Public Safety Grants 342,168 255,480 246,158 251,408 251,408
FEMA - 11,746 14,192 - -
CARES Act - 1,785,629 - - -
Total Federal Revenue: 342,168 2,052,855 260,350 251,408 251,408
Total - Intergovernmental Funding: $4,008,624 $5,923,927 $4,016,130 $3,923,709 $3,738,350
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 Se rvices, Animal Care, and Cemetery services. Charges for Fees and
Services are budgeted at $1.27 million in fiscal year 2023. The fiscal year 2023 revenue is
an increase of 0.3% of the fiscal year 2022 revised budget of $1.27 million, and there is an
average increase of 1.0 % over the last five yea rs. The relative stagnation in the fiscal year
2023 budget is due to holding expected revenues steady from fiscal year 2022 due to
lingering uncertainties surrounding COVID-19; the average increase over the past five years
was small and stagnated by the impact of the COVID-19 pandemic in fiscal years 2020 and
2021.
7. Miscellaneous - Miscellaneous revenue is budgeted at $6.7 million in fiscal year 2023. This
category includes a variety of revenue sources, including parking fines ($250,000), magistrate
court fines and surcharges related to code enforcement ($289,130) and contributions and
donations ($360,810). Also included within this category are internal chargebacks of $5.3
million to the City’s Capital Projects Fund for legal and engineering services, and to the
enterprise funds for administrative services. The fiscal year 20 23 revenue is an increase of
325
0.8% of the fiscal year 2022 revised budget of $6.6 million and there is an average increase
of 3.0% over the last five years. The average increase amounts are due to the increases in
administrative chargebacks.
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
$388,507 in fiscal year 2023, which is a decrease of 65.3% from the fiscal year 2022 revised
budget of $1.1 million. The decrease is from home sales in the UniverCity and South District
home programs. The UniverCity and South District home activities are budgeted at $1.0
million in fiscal year 2022, which consists of the proceeds from the sale of assets of $938,500.
There is an average decrease of 9.6% over the last five years. These decreases are due to
discontinuing the use of bank loans for the UniverCity program. Purchases of properties for
the UniverCity and South District home programs are now made without the use of bank
lines of credits.
9. Transfers In - The category is budgeted at $13.1 million in fiscal year 2023. This includes an
approximate $12.8 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.
326
B. General Fund Expenditures
Expenditures &
Transfers Out
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Personnel $ 41,749,108 $ 41,674,490 $ 47,740,998 $ 48,622,959 $ 50,081,648
Services 10,712,663 10,202,437 13,273,717 11,856,425 12,133,561
Supplies 1,386,717 1,612,561 1,898,313 1,809,677 1,845,870
Capital Outlay 2,437,531 2,119,387 4,142,850 1,748,852 1,574,000
Other Financial Uses 951,500 - - - -
Contingency - - 451,600 943,000 1,267,000
Sub-total Expenditures: 57,237,518 55,608,875 67,507,478 64,980,913 66,902,079
Transfers Out 9,661,841 11,042,749 12,078,223 7,503,130 6,983,435
Total Expenditures & $ 66,899,359 $ 66,651,624 $ 79,585,701 $ 72,484,043 $ 73,885,514 Transfers Out
327
1. Personnel - Personnel costs account for approximately 74.8% of budgeted expenditu res
(excluding transfers out) within the General Fund in fiscal year 2023. Employee benefit costs
are discussed in greater detail in the City Manager Address.
2. Services - Expenditures for services are budgeted at $11.86 million in fiscal year 20 23.
Initial projections were based on fiscal year 2021 actual expenditures and projected at
4.73 % 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 service s; 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:
$680,058 Aid to Human Service Agencies
$401,000 Community Event / Program Funding
$253,092 ICCVB – Community / Economic Development Assistance
$125,000 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 $1.8 million in
fiscal year 2023. Individual items costing under $5,000 are considered supplies. This limit is
consistent with the threshold utilized to capitalize assets for the annual report.
4. Capital Outlay – The general fund capital outlay is budgeted at $1.7 million in fiscal year
2023 and includes police vehicle replacements, library materials, operating equipment,
South District Properties, and building maintenance and improvements of $5,000 or greater.
5. Other Financial Uses - This category is budgeted at $0 in fiscal year 2023. This category
previously consisted of loan repayments to financial institutions that are from the homes sold
in the UniverCity program. Starting in fiscal year 2021, loans were no longer used to purchase
homes for neither the UniverCity nor South District home programs.
328
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 $643 ,000 in fiscal year 20 23. In fiscal year 2023, a new contingency was
added within the Fire Department to begin preparing for the eventual addition of another fire
station.
7. Transfers Out - This category is budgeted at $7.5 million in fiscal year 2021. One of the
largest transfers out is from the transit property tax levy of $4.1 million that is being
transferred into the Transit Fund . Other major transfers out include approximately $1.8
million to the Capital Projects Fund and $1,0 0,000 to the Affordable Housing Fund.
The General Fund borrowed $2.1 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 6/30/22
Total
Payment
FY23
FY23
Principal
FY23
Interest
2019 Public Works
Facility Loan 6/30/2019 $ 2,100,000 2036 $ 1,800,160 $139,759 $ 113,531 $ 26,228
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 starting in
fiscal year 2014. Transfers into the Emergency Fund have totaled $6.15 million from fiscal
year 2014 through fiscal year 2020. No transfer is being proposed in fiscal year 2022 or fiscal
year 2023. Emergency Fund’s estimated balance is $5.1 million at the end of fiscal year 2023.
General Fund unassigned fund balance was also transferred into the Facility Master Plan
Reserve, within the General Fund, in the fiscal year 2019 and fiscal year 2020 at $2 million
each year. In fiscal year 2021, $4 million was transferred and fiscal year 2022 transfers are
expected to be $5 million. This fund is assigned for implementation of the 2012 Facilities
Space Needs Study and Master Plan.
329
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
FY2022 $ 11,282,036 $ 17,424,535
(6,142,499)
FY2021 $ 9,621,807 $ 14,521,703
(4,899,896)
FY2020 9,517,460 15,862,567
(6,345,107)
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)
D. Long-term Projections
Future property tax revenues were projected to grow 0% for fiscal year 2024 and to increase by
3.00% in fiscal years 2025 and beyond. Odd numbered years are re -evaluation years, which
typically lead to higher growth rates. 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.
Expenditures are projected to continue to outpace revenues within the General Fund. If this trend
continues, the City will need to evaluate potential solutions to balance the budget including, but
not limited to, raising property tax rates or reducing expenditures.
Fiscal year 2022 revenues and expenditures are higher than average due to the transfer of $5
million into the facility reserve. The Facility Reserve Fund is included within the General Fund,
so Transfers In and Out are inflated by that amount.
330
331
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Fund Balance, July 1 36,401,766$ 39,295,682$ 41,640,890$ 50,838,340$ 48,436,825$ 47,584,291$
Revenues:
Property Taxes 34,728,747$ 35,626,227$ 40,271,900$ 40,567,644$ 40,396,211$ 40,396,211$
Other City Taxes 2,697,698 2,460,592 2,362,649 2,439,753 2,590,124 2,590,124
Licenses And Permits 2,981,465 2,352,233 2,541,011 2,563,680 2,581,550 2,581,550
Use Of Money And Property 1,568,506 1,091,682 514,191 802,367 730,963 730,963
Intergovernmental 4,098,694 4,008,624 5,923,927 4,016,130 3,923,709 3,738,350
Charges For Fees And Services 1,631,188 1,129,259 825,692 1,266,960 1,270,587 1,270,631
Miscellaneous 6,007,291 6,010,753 5,997,468 6,630,651 6,686,225 6,686,225
Other Financial Sources 2,565,872 1,414,383 772,926 1,119,647 388,507 388,507
Sub-Total Revenues 56,279,461 54,093,751 59,209,763 59,406,832 58,567,876 58,382,561
Transfers In:
Operating Transfers In 14,070,366 15,150,816 16,639,310 17,777,353 13,063,633 13,068,050
Sub-Total Transfers In 14,070,366 15,150,816 16,639,310 17,777,353 13,063,633 13,068,050
Total Revenues & Transfers In 70,349,827$ 69,244,567$ 75,849,073$ 77,184,185$ 71,631,509$ 71,450,611$
Expenditures by Department:
City Council 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
City Clerk 540,893 491,473 530,843 625,947 632,229 689,469
City Attorney 751,266 836,849 823,919 872,818 868,194 893,636
City Manager 3,944,970 3,727,694 4,078,706 5,789,138 4,654,388 4,753,176
Finance 3,970,187 4,089,409 3,853,885 4,809,584 5,028,909 5,165,125
Police 14,073,173 14,503,070 14,471,307 16,399,742 16,391,387 16,850,928
Fire 8,292,055 8,477,010 8,899,332 9,194,319 9,587,713 10,133,719
Parks and Recreation 8,191,404 8,574,237 8,340,197 10,648,198 10,433,377 10,584,037
Library 6,403,794 6,327,197 6,083,482 7,129,719 7,325,426 7,512,050
Senior Center 865,825 913,616 927,263 1,075,527 1,082,805 1,112,013
Neighborhood & Development Services 5,619,169 6,066,892 4,274,656 7,018,588 4,915,066 5,043,269
Public Works 2,105,423 2,478,291 2,568,025 3,148,619 3,200,355 3,291,752
Transportation Services 625,773 602,569 608,423 642,850 692,290 699,693
Sub-Total Expenditures 55,494,514 57,237,518 55,608,874 67,507,478 64,980,913 66,902,079
Transfers Out:
Capital Project Fund 4,482,101 1,988,176 1,538,784 1,358,470 1,833,470 1,327,770
GO Bond Abatement 20,052 20,052 15,484 20,052 20,052 20,052
General Levy 184,551 168,970 158,127 171,789 183,656 186,166
Emergency Fund 450,000 500,000 - - - -
Facility Master Plan Reserve 2,000,000 2,000,000 4,000,000 5,000,000 - -
Interfund Loan Repayment to Landfill - 77,821 110,177 111,842 113,531 115,178
Transfers Out - Transit Fund 3,563,749 3,660,631 4,076,795 4,142,112 4,110,999 4,092,847
Transfers Out - Affordable Housing Fund 1,002,700 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Miscellaneous Transfers Out 258,243 246,191 143,381 273,958 241,422 241,422
Sub-Total Transfers Out 11,961,397 9,661,841 11,042,749 12,078,223 7,503,130 6,983,435
Total Expenditures & Transfers Out 67,455,911$ 66,899,359$ 66,651,623$ 79,585,700$ 72,484,043$ 73,885,514$
Fund Balance, June 30 39,295,682$ 41,640,890$ 50,838,340$ 48,436,825$ 47,584,291$ 45,149,388$
Restricted / Committed /Assigned 9,053,822 11,469,555 15,537,600 20,498,855 20,425,455 20,469,329
Unassigned Balance 30,241,860$ 30,171,335$ 35,300,740$ 27,937,970$ 27,158,836$ 24,680,059$
% of Revenues & Transfers In 43%44%47%36%38%35%
General Fund (1000 - 1027)
Fund Summary
332
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Assigned:
(Available for current and / or future operations)
Library Special Revenue Funds 986,872$ 1,189,393$ 1,308,282$ 1,384,203$ 1,436,969$ 1,486,882$
Library Foundation Development (4,075) (5,029) (5,427) (5,427) (5,427) (5,427)
Library Equipment Replacement Reserve 323,289 347,261 383,878 407,850 452,635 497,060
Senior Center Gift Funds 799 813 817 817 817 817
Cable Replacement Reserves 123,529 133,529 134,600 134,600 114,100 114,100
Facility Master Plan Reserve 2,000,000 4,000,000 8,000,000 13,000,000 12,900,000 12,900,000
Animal Shelter Bequest Funds 148,119 148,670 149,361 146,209 146,209 146,209
3,578,533$ 5,814,637$ 9,971,510$ 15,068,252$ 15,045,302$ 15,139,641$
Committed:
(Available for current and / or future operations)
Emergency Funds 5,068,879$ 5,239,582$ 5,173,498$ 5,137,963$ 5,137,963$ 5,137,963$
5,068,879$ 5,239,582$ 5,173,498$ 5,137,963$ 5,137,963$ 5,137,963$
Restricted:
(Not available for general operations)
Police Forfeiture Share 196,844$ 276,567$ 252,373$ 152,422$ 101,972$ 51,522$
Police Abandon Property 17,058 17,655 18,541 18,541 18,541 18,541
Cemetery Perpetual Care 119,058 121,114 121,677 121,677 121,677 121,662
Public Art 73,450 - - - - -
406,411$ 415,336$ 392,591$ 292,640$ 242,190$ 191,725$
Total Assigned / Committed / Restricted:9,053,822$ 11,469,555$ 15,537,600$ 20,498,855$ 20,425,455$ 20,469,329$
Unassigned 30,241,860 30,171,335 35,300,740 27,937,970 27,158,836 24,680,059
General Fund Ending Fund Balance 39,295,682$ 41,640,890$ 50,838,340$ 48,436,825$ 47,584,291$ 45,149,388$
General Fund
Assigned, Committed & Restricted Fund Balance
333
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Property Taxes
Property Taxes 34,728,747$ 35,626,227$ 40,271,900$ 40,567,644$ 40,396,211$ 40,396,211$
Other City Taxes
Gas/Electric Excise Tax 396,527 410,985 392,362 390,141 423,032 423,032
Mobile Home Tax 34,654 31,092 38,387 31,090 38,380 38,380
Hotel/Motel Tax 1,301,827 1,134,864 938,048 1,134,862 1,134,862 1,134,862
Utility Franchise Tax 964,690 883,652 993,852 883,660 993,850 993,850
Licenses And Permits
General Use Permits 73,856 15,063 18,029 63,210 65,920 65,920
Food & Liquor Licenses 126,709 95,476 24,651 95,480 94,510 94,510
Professional License 6,150 3,925 3,760 5,050 3,760 3,760
Franchise Fees 586,428 438,753 724,570 581,900 582,920 582,920
Construction Permit & Inspection Fees 2,141,423 1,742,746 1,707,958 1,774,840 1,783,010 1,783,010
Miscellaneous Licenses & Permits 46,899 56,269 62,043 43,200 51,430 51,430
Use Of Money And Property
Interest Revenues 1,136,303 775,987 265,385 435,647 329,463 329,463
R ents 410,623 296,209 234,964 352,410 383,540 383,540
Royalties & Commissions 21,580 19,486 13,842 14,310 17,960 17,960
Intergovernmental
Federal Intergovernmental Revenue 505,133 342,168 2,052,856 260,350 251,408 251,408
Property Tax Credits 908,337 903,008 929,988 925,241 741,435 556,076
State 28E Agreements 1,600,044 1,643,190 1,716,326 1,643,190 1,716,330 1,716,330
Operating Grants 69,584 66,984 61,849 66,980 61,850 61,850
Other State Grants 9,075 4,725 46,110 825 3,975 3,975
Local 28E Agreements 1,006,521 1,048,550 1,116,799 1,119,544 1,148,711 1,148,711
Charges For Fees And Services
Building & Development 584,388 383,299 448,552 373,910 385,270 385,270
Police Services 149,766 188,901 13,523 98,710 75,000 75,000
Animal Care Services 14,922 13,484 11,742 13,480 11,740 11,740
Fire Services 9,060 8,880 11,734 8,880 11,070 11,070
T ransit Fees - (50) - - - -
Culture & Recreation 767,966 467,105 267,221 696,126 705,255 705,255
Miscellaneous Charges For Services 68,544 51,824 54,986 60,034 59,852 59,852
Water Charges 5,574 5,275 4,300 5,280 4,300 4,343
Refuse Charges 218 101 84 100 100 101
Parking Charges 30,750 10,440 13,550 10,440 18,000 18,000
Miscellaneous
Code Enforcement 278,070 300,368 67,546 306,900 289,130 289,130
Parking Fines 362,426 248,220 303,449 248,220 250,000 250,000
Library Fines & Fees 135,183 60,545 4,328 50,000 - -
Contributions & Donations 435,580 364,504 393,908 355,050 360,810 360,810
Printed Materials 46,900 38,217 20,266 38,175 22,000 22,000
Animal Adoption 45,839 62,646 49,080 45,000 45,000 45,000
Mis cellaneous Merchandise 21,077 12,818 6,417 18,930 15,550 15,550
Intra-City Charges 4,396,524 4,624,134 4,877,381 5,166,875 5,331,154 5,331,154
Other Miscellaneous Revenue 285,124 299,006 272,960 401,211 371,581 371,581
Special Assessments 568 294 2,134 290 1,000 1,000
Other Financial Sources
Sale Of Assets 1,585,434 812,155 593,591 1,059,742 328,168 328,168
Loans 980,438 602,228 179,334 59,905 60,339 60,339
Total Revenues 56,279,461$ 54,093,751$ 59,209,763$ 59,406,832$ 58,567,876$ 58,382,561$
General Fund
Revenues by Type
334
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
City Council
City Council 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
City Clerk
City Clerk 540,893 491,473 530,843 625,947 632,229 689,469
City Attorney
City Attorney 751,266 836,849 823,919 872,818 868,194 893,636
City Manager
City Manager 787,008 761,394 794,009 802,778 799,235 821,071
Communications Office 804,935 799,709 892,796 1,186,042 1,175,829 1,187,298
Human Resources 523,801 543,564 555,910 682,426 752,292 771,696
Human Rights 432,981 408,832 443,170 1,497,977 540,193 553,859
Economic Development 1,396,245 1,199,196 1,149,231 1,266,029 1,031,765 1,054,113
Climate Action & Outreach - 14,999 243,591 353,886 355,074 365,139
Finance
Finance Adminstration 1,741,922 1,799,617 1,653,713 2,346,146 2,527,553 2,595,047
Accounting 744,479 817,136 747,553 809,413 818,822 842,187
Purchasing 364,063 367,071 351,851 473,983 470,812 484,451
R evenue 1,119,723 1,105,586 1,100,768 1,180,042 1,211,722 1,243,440
Police
Police Administration 574,814 604,952 735,369 720,852 779,632 798,808
Police Support Services 2,922,558 3,376,557 3,328,394 3,931,579 3,819,305 3,928,116
Police Field Operations 10,575,802 10,521,560 10,407,545 11,747,311 11,792,449 12,124,004
Fire
Fire Administration 874,148 901,195 942,481 964,765 1,265,032 1,590,119
Fire Emergency Operations 7,053,288 7,180,745 7,554,630 7,791,466 7,887,230 8,091,139
Fire Prevention 207,419 214,658 217,123 248,027 250,309 257,236
Fire Training 157,201 180,412 185,099 190,061 185,142 195,225
Parks and Recreation
Park and Rec Admin 1,132,359 1,164,322 425,288 656,194 476,909 490,065
Government Buildings - - 753,245 804,576 872,735 832,247
Recreation 2,986,271 2,897,238 2,195,655 3,816,168 3,739,859 3,824,325
Park Maintenance 3,723,027 4,129,820 4,557,782 4,923,061 4,896,333 4,977,336
Cemetery Operations 349,747 382,858 408,227 448,200 447,541 460,063
Library
Library Operations 6,281,591 6,199,145 5,952,773 6,908,268 7,098,272 7,278,081
Library Development Office 122,203 128,052 130,709 221,451 227,154 233,969
Senior Center
Senior Center 865,825 913,616 927,263 1,075,527 1,082,805 1,112,013
Neighborhood & Dvlpmt Services
Neighborhood & Dvlpmt Admin 460,228 480,114 268,971 275,349 312,038 320,912
Neighborhood Services 3,559,545 3,829,745 2,406,120 4,631,886 2,586,685 2,649,691
Development Services 1,599,396 1,757,032 1,599,564 2,111,353 2,016,344 2,072,666
Public Works
Public Works Administration 336,644 433,948 493,340 570,870 551,100 565,661
Engineering Services 1,768,779 2,044,343 2,074,685 2,577,749 2,649,255 2,726,091
Transportation Services
Administration 625,773 602,569 608,423 642,850 692,290 699,693
Total Expenditures 55,494,514$ 57,237,518$ 55,608,874$ 67,507,478$ 64,980,913$ 66,902,079$
General Fund
Expenditures by Department and Division
335
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
Total Revenues 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
Expenditures:
Personnel 54,282$ 76,289$ 96,745$ 94,045$ 106,298$ 109,487$
Services 55,087 45,980 51,610 55,902 60,476 61,686
Supplies 1,211 26,942 480 2,480 2,000 2,040
Total Expenditures 110,580$ 149,212$ 148,836$ 152,427$ 168,774$ 173,212$
Personnel Services - FTE 2019 2020 2021 2022 2023
City Council 7.00 7.00 7.00 7.00 7.00
Total Personnel 7.00 7.00 7.00 7.00 7.00
City Council Department
Division: City Council
Activity: City Council (110100)
336
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 503,485$ 473,249$ 462,630$ 557,664$ 556,773$ 612,901$
Licenses And Permits
Professional License 3,505 1,595 2,420 2,720 2,420 2,420
Miscellaneous
Code Enforcement 23,537 - 30,616 6,000 6,000 6,000
Other Miscellaneous Revenue 9,013 9,150 6,994 9,150 6,340 6,340
Printed Materials 46 5 95 - 100 -
Total Revenues 539,586$ 483,998$ 502,755$ 575,534$ 571,633$ 627,661$
Expenditures:
Personnel 410,597$ 392,780$ 426,377$ 434,252$ 459,503$ 473,288$
Services 125,985 88,856 75,254 139,867 110,746 152,961
Supplies 3,004 2,363 1,124 1,415 1,384 1,412
Total Expenditures 539,586$ 483,998$ 502,755$ 575,534$ 571,633$ 627,661$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,307$ 7,475$ 28,088$ 50,413$ 60,596$ 61,808$
Total Revenues 1,307$ 7,475$ 28,088$ 50,413$ 60,596$ 61,808$
Expenditures:
Personnel 64$ -$ 217$ -$ -$ -$
Services 1,244 7,475 27,871 50,413 60,596 61,808
Total Expenditures 1,307$ 7,475$ 28,088$ 50,413$ 60,596$ 61,808$
City Clerk Department
Division: City Clerk
Activity: City Clerk (120100)
Division: City Clerk
Activity: Community Police Review Board (120200)
337
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 695,987$ 761,508$ 742,495$ 796,938$ 786,004$ 810,240$
Miscellaneous
Code Enforcement 90 65 214 600 600 600
Intra-City Charges 55,011 74,590 80,019 74,590 80,400 81,606
Other Miscellaneous Revenue 166 686 1,192 690 1,190 1,190
Printed Materials 12 - - - - -
Total Revenues 751,266$ 836,849$ 823,919$ 872,818$ 868,194$ 893,636$
Expenditures:
Personnel 708,247$ 747,533$ 773,071$ 814,499$ 807,823$ 832,058$
Services 34,142 38,026 36,560 45,781 47,779 48,735
Supplies 8,876 9,701 12,158 11,004 12,592 12,844
Capital Outlay - 41,589 2,131 1,534 - -
Total Expenditures 751,266$ 836,849$ 823,919$ 872,818$ 868,194$ 893,636$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Software 1,534$ -$
Total Capital Outlay 1,534$ -$
City Attorney Department
Division: City Attorney
Activity: City Attorney (130100)
338
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 785,103$ 761,394$ 794,009$ 802,778$ 799,235$ 821,071$
Miscellaneous
Miscellaneous Merchandise 1,905 - - - - -
Total Revenues 787,008$ 761,394$ 794,009$ 802,778$ 799,235$ 821,071$
Expenditures:
Personnel 546,676$ 525,384$ 547,837$ 579,993$ 585,154$ 602,709$
Services 236,777 233,765 243,365 218,638 210,762 214,977
Supplies 3,555 2,246 2,807 4,147 3,319 3,385
Total Expenditures 787,008$ 761,394$ 794,009$ 802,778$ 799,235$ 821,071$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
Deputy City Manager - - - - 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 367,790$ 383,187$ 443,580$ 685,167$ 606,686$ 623,411$
Total Revenues 367,790$ 383,187$ 443,580$ 685,167$ 606,686$ 623,411$
Expenditures:
Personnel 241,579$ 286,245$ 310,082$ 409,576$ 459,167$ 472,942$
Services 24,840 62,607 67,875 172,224 73,074 74,535
Supplies 101,371 34,335 35,523 103,367 74,445 75,934
Capital Outlay - - 30,100 - - -
Total Expenditures 367,790$ 383,187$ 443,580$ 685,167$ 606,686$ 623,411$
Personnel Services - FTE 2019 2020 2021 2022 2023
Communications Creative Assistant - - 0.63 0.63 1.00
Communications Aide - - 1.26 1.26 1.26
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
Public Safety Information Officer - - - 1.00 1.00
Total Personnel 2.00 2.00 3.89 4.89 5.26
Division: City Manager
Activity: City Manager (210100)
Division: Communications Office
Activity: Communications Office (210200)
City Manager Department
339
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Licenses And Permits
Franchise Fees 586,428$ 438,753$ 724,570$ 581,900$ 582,920$ 582,920$
Miscellaneous
Contributions & Donations 2 - - - - -
Other Miscellaneous Revenue 503 - - - - -
Total Revenues 586,933$ 438,753$ 724,570$ 581,900$ 582,920$ 582,920$
Expenditures:
Personnel 352,075$ 372,022$ 391,995$ 429,376$ 447,039$ 460,450$
Services 36,963 40,878 43,113 59,024 89,066 90,847
Supplies 10,053 3,621 5,179 2,475 2,538 2,589
Total Expenditures 399,090$ 416,522$ 440,287$ 490,875$ 538,643$ 553,886$
Personnel Services - FTE 2019 2020 2021 2022 2023
Communications Tech - Cable 1.00 1.00 1.00 1.00 1.00
Media Production Assistant - - 1.00 1.00 1.00
Media Production Service Coordinator 1.00 1.00 1.00 1.00 1.00
Production Assistant - Cable T.V. 1.00 1.00 1.00 1.00 1.00
Special Projects Assistant - Cable 1.00 1.00 - - -
Total Personnel 4.00 4.00 4.00 4.00 4.00
2019 2020 2021 2022 2023 2024
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 38,054$ -$ 8,929$ 10,000$ 30,500$ 10,000$
Total Expenditures 38,054$ -$ 8,929$ 10,000$ 30,500$ 10,000$
Capital Outlay 2022 2023
Equipment 10,000$ 30,500$
Total Capital Outlay 10,000$ 30,500$
Division: Communications Office
Activity: Cable Administration (210251)
Division: Communications Office
Activity: Cable Reserves (210257)
340
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 511,723$ 536,457$ 545,394$ 675,016$ 743,292$ 762,696$
Charges For Fees And Services
Miscellaneous Charges For Services 50 50 70 - - -
Intra-City Charges 11,149 6,646 10,392 7,000 9,000 9,000
Other Miscellaneous Revenue 878 410 53 410 - -
Total Revenues 523,801$ 543,564$ 555,910$ 682,426$ 752,292$ 771,696$
Expenditures:
Personnel 381,789$ 401,226$ 407,741$ 428,321$ 435,795$ 448,869$
Services 100,409 93,083 89,852 193,850 256,580 261,712
Supplies 41,603 49,255 58,316 60,255 59,917 61,115
Total Expenditures 523,801$ 543,564$ 555,910$ 682,426$ 752,292$ 771,696$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
Division: Human Resources
Activity: Human Resources (210300)
341
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 425,455$ 399,608$ 434,976$ 488,747$ 529,513$ 543,179$
Licenses And Permits
Miscellaneous Licenses & Permits 60 180 90 180 - -
Charges For Fees And Services
Special Events 3,809 2,845 223 2,850 2,800 2,800
Miscellaneous
Contributions & Donations 1,850 - - - - -
Other Miscellaneous Revenue 1,807 6,199 7,880 6,200 7,880 7,880
Total Revenues 432,981$ 408,832$ 443,170$ 497,977$ 540,193$ 553,859$
Expenditures:
Personnel 240,107$ 243,036$ 264,482$ 277,809$ 286,212$ 294,799$
Services 167,436 154,321 164,194 206,673 237,058 241,799
Supplies 25,438 11,474 14,494 13,495 16,923 17,261
Total Expenditures 432,981$ 408,832$ 443,170$ 497,977$ 540,193$ 553,859$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 1,000,000$ -$ -$
Total Revenues -$ -$ -$ 1,000,000$ -$ -$
Expenditures:
Services -$ -$ -$ 1,000,000$ -$ -$
Total Expenditures -$ -$ -$ 1,000,000$ -$ -$
Division: Human Rights
Activity: Human Rights (210400)
Division: Human Rights
Activity: Black Lives Matter (210410)
342
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 558,872$ 936,827$ 925,830$ 1,003,657$ 766,463$ 788,811$
Other City Taxes
Hotel/Motel Tax 283,249 253,092 211,187 253,092 253,092 253,092
Use Of Money And Property
Rents - 9,276 12,214 9,280 12,210 12,210
Other Financial Sources
Sale Of Assets 554,125 - - - - -
Total Revenues & Transfer In 1,396,245$ 1,199,196$ 1,149,231$ 1,266,029$ 1,031,765$ 1,054,113$
Expenditures:
Personnel 152,068$ 158,615$ 161,620$ 161,212$ 171,289$ 176,428$
Services 1,244,143 1,040,381 987,539 1,104,792 860,451 877,660
Supplies 35 200 72 25 25 26
Total Expenditures 1,396,245$ 1,199,196$ 1,149,231$ 1,266,029$ 1,031,765$ 1,054,113$
Personnel Services - FTE 2019 2020 2021 2022 2023
Economic Development Coord 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy -$ 14,999$ 178,196$ 353,886$ 355,074$ 365,139$
Intergovernmental
Other State Grants - - 46,110 - - -
Miscellaneous
Contributions & Donations - - 19,112 - - -
Other Miscellaneous Revenue - - 173 - - -
Total Revenues & Transfer In -$ 14,999$ 243,591$ 353,886$ 355,074$ 365,139$
Expenditures:
Personnel -$ 12,694$ 135,463$ 307,022$ 296,361$ 305,252$
Services - 2,306 82,378 40,814 53,313 54,379
Supplies - - 25,750 6,050 5,400 5,508
Total Expenditures -$ 14,999$ 243,591$ 353,886$ 355,074$ 365,139$
Personnel Services - FTE 2019 2020 2021 2022 2023
Sustainability Coordinator - - 1.00 1.00 1.00
Climate Action Analyst - - 1.00 1.00 1.00
Climate Action Engagement Specialist - - 1.00 1.00 1.00
Total Personnel - - 3.00 3.00 3.00
* Prior to fiscal year 2022, this activity was the Sustainability Services activity in the Neighborhood & Development Services department.
Division: Economic Development
Activity: Economic Development (210510)
Division: Climate Action & Outreach
Activity: Climate Action & Outreach (210610) *
343
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Property Taxes 29,271,235$ 30,027,632$ 33,943,219$ 34,192,452$ 34,047,938$ 34,047,938$
Other City Taxes
Gas/Electric Excise Tax 334,206 346,392 330,696 328,824 356,545 356,545
Mobile Home Tax 29,208 26,205 32,354 26,210 32,350 32,350
Licenses And Permits
Food & Liquor Licenses 126,534 95,346 24,546 95,350 94,400 94,400
General Use Permits 52,443 1,855 2,105 50,000 50,000 50,000
Use Of Money And Property
Interest Revenues 1,071,183 735,631 225,905 400,000 300,000 300,000
Intergovernmental
Property Tax Credits 766,733 762,196 784,909 780,935 625,992 469,494
Miscellaneous
Code Enforcement 238,738 268,142 26,228 268,140 270,000 270,000
Intra-City Charges 3,452,469 3,613,547 4,049,774 4,105,531 4,185,114 4,247,891
Other Miscellaneous Revenue 581 - - - - -
Parking Fines 362,426 248,220 303,449 248,220 250,000 250,000
Other Financial Sources
Sale Of Assets 10,253 15,017 10,758 - - -
Transfer In - Business Type Funds 20,072 20,714 21,232 21,699 22,936 23,395
Total Revenues & Transfer In 35,736,080$ 36,160,896$ 39,755,175$ 40,517,361$ 40,235,275$ 40,142,012$
Expenditures:
Personnel 334,240$ 352,868$ 397,697$ 408,919$ 446,142$ 459,526$
Services 59,617 59,452 67,436 68,311 70,557 71,968
Supplies 28,609 29,825 24,454 29,300 30,218 30,822
Capital Outlay - 8,500 - 20,000 - -
Total Expenditures 422,465$ 450,645$ 489,587$ 526,530$ 546,917$ 562,317$
Personnel Services - FTE 2019 2020 2021 2022 2023
Administrative Secretary 0.25 - - - -
Assistant Finance Director - - - 0.10 0.10
Risk & Finance Assistant - 0.25 0.25 0.25 0.25
Budget & Compliance Officer 1.00 1.00 1.00 1.00 1.00
Internal Auditor/Budget Analyst 0.75 0.75 0.75 0.75 0.75
Finance Director 0.90 0.90 0.90 0.90 0.90
Total Personnel 2.90 2.90 2.90 3.00 3.00
Capital Outlay 2022 2023
Software 20,000$ -$
Total Capital Outlay 20,000$ -$
Division: Finance Adminstration
Activity: Finance Adminstration (310100)
Finance Department
344
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 1,049,416$ 1,076,545$ 1,216,932$ 1,225,875$ 1,220,699$ 1,257,320$
Other City Taxes
Gas/Electric Excise Tax 11,984 12,420 11,858 11,790 12,785 12,785
Mobile Home Tax 1,047 940 1,160 940 1,160 1,160
Intergovernmental
Property Tax Credits 27,229 27,076 27,897 27,748 22,198 16,649
Miscellaneous
Intra-City Charges 2,735 - - 5,000 12,000 12,000
Total Revenues 1,092,410$ 1,116,981$ 1,257,846$ 1,271,353$ 1,268,842$ 1,299,913$
Expenditures:
Personnel 140,247$ 146,673$ 153,215$ 154,475$ 134,188$ 138,214$
Services 827,453 814,819 914,892 915,557 1,093,314 1,115,180
Supplies 5,969 5,617 7,157 5,758 7,495 7,645
Total Expenditures 973,669$ 967,109$ 1,075,264$ 1,075,790$ 1,234,997$ 1,261,039$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Other City Taxes
Hotel/Motel Tax 168,832$ 122,494$ 93,299$ 122,494$ 122,494$ 122,494$
Utility Franchise Tax 313,470 287,157 323,084 287,160 323,080 323,080
Use Of Money And Property
Rents 7,800 7,200 6,600 7,200 7,200 7,200
Transfer-In - Employee Benefits 10,480,206 11,279,971 12,340,630 12,519,760 12,801,454 12,801,454
Total Revenues & Transfer In 10,970,307$ 11,696,822$ 12,763,612$ 12,936,614$ 13,254,228$ 13,254,228$
Expenditures:
Services 2,784$ 14,226$ 2,639$ 292,226$ 102,639$ 104,692$
Contingency - - - 451,600 643,000 667,000
Total Expenditures 2,784$ 14,226$ 2,639$ 743,826$ 745,639$ 771,692$
Division: Finance Administration
Activity: Tort Liability (310630)
Division: Finance Administration
Activity: Non-Operational Admin (310710)
345
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 38,339$ 17,616$ -$ -$ -$
Intergovernmental
Federal Intergovernmental Revenue - - 2,523 - - -
Total Revenues -$ 38,339$ 20,139$ -$ -$ -$
Expenditures:
Supplies -$ 38,339$ 20,139$ -$ -$ -$
Total Expenditures -$ 38,339$ 20,139$ -$ -$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 343,003$ 329,297$ 66,084$ -$ -$ -$
Total Revenues 343,003$ 329,297$ 66,084$ -$ -$ -$
Expenditures:
Services 1,481$ 46$ 381$ -$ -$ -$
Supplies - - 2 - - -
Capital Outlay 341,522 329,251 65,700 - - -
Total Expenditures 343,003$ 329,297$ 66,084$ -$ -$ -$
Division: Finance Administration
Activity: Disaster Assistance (310720/310730)
Division: Finance Administration
Activity: Emergency Fund (310712)
346
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 707,255$ 780,372$ 707,099$ 771,483$ 777,955$ 801,320$
Intergovernmental
Local 28E Agreements 29,150 29,879 30,626 31,050 32,177 32,177
Miscellaneous
Other Miscellaneous Revenue 7,506 6,591 7,695 6,590 7,690 7,690
Special Assessments 568 294 2,134 290 1,000 1,000
Total Revenues 744,479$ 817,136$ 747,553$ 809,413$ 818,822$ 842,187$
Expenditures:
Personnel 661,549$ 712,234$ 644,686$ 695,254$ 698,872$ 719,838$
Services 72,359 95,078 98,841 110,378 116,385 118,713
Supplies 10,572 9,824 4,026 3,781 3,565 3,636
Total Expenditures 744,479$ 817,136$ 747,553$ 809,413$ 818,822$ 842,187$
Personnel Services - FTE 2019 2020 2021 2022 2023
Account Clerk - Accounting 1.00 1.00 1.00 1.00 1.00
Accounting Coordinator - - - 1.00 1.00
Senior Accountant - Payroll 1.00 1.00 1.00 1.00 1.00
Assistant Controller 1.00 1.00 1.00 - -
Assistant Finance Director - - - 0.45 0.45
Controller 1.00 1.00 1.00 - -
Senior Accountant - Accounting 2.00 2.00 2.00 2.00 2.00
Senior Accounts Payable Clerk 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.00 7.00 7.00 6.45 6.45
Division: Accounting
Activity: Accounting (310200)
347
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 349,625$ 355,537$ 337,018$ 462,653$ 458,762$ 472,401$
Miscellaneous
Printed Materials - 4 88 - -
Other Miscellaneous Revenue 10,137 9,254 9,953 9,250 9,950 9,950
Other Commissions 3,380 2,079 4,761 2,080 2,100 2,100
Other Financial Sources
Sale Of Assets 922 197 31 - - -
Total Revenues 364,063$ 367,071$ 351,851$ 473,983$ 470,812$ 484,451$
Expenditures:
Personnel 337,312$ 294,708$ 331,376$ 427,260$ 422,280$ 434,948$
Services 24,258 66,313 20,125 46,280 48,032 48,993
Supplies 2,493 6,050 349 443 500 510
Total Expenditures 364,063$ 367,071$ 351,851$ 473,983$ 470,812$ 484,451$
Personnel Services - FTE 2019 2020 2021 2022 2023
Assistant Finance Director - - - 0.45 0.45
Buyer I - Purchasing 1.00 1.00 1.00 1.00 1.00
Buyer II 1.00 1.00 1.00 1.00 1.00
Procurement Coordinator - - - 1.00 1.00
Purchasing Agent 1.00 1.00 1.00 - -
Purchasing Assistant - - 0.50 0.50 0.50
Purchasing Clerk 0.50 0.50 - - -
Total Personnel 3.50 3.50 3.50 3.95 3.95
Division: Purchasing
Activity: Purchasing (310300)
348
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,103,988$ 1,087,939$ 1,075,226$ 1,160,922$ 1,190,462$ 1,222,137$
Charges For Fees And Services
Water Charges 5,574 5,275 4,300 5,280 4,300 4,343
Intergovernmental
Local 28E Agreements - 552 1,101 640 1,100 1,100
Miscellaneous
Contributions & Donations 10,041 10,542 19,243 12,000 15,000 15,000
Other Miscellaneous Revenue 96 1,278 899 1,200 860 860
Other Financial Sources
Sale Of Assets 24 - - - - -
Total Revenues 1,119,723$ 1,105,586$ 1,100,768$ 1,180,042$ 1,211,722$ 1,243,440$
Expenditures:
Personnel 703,389$ 703,736$ 685,920$ 736,721$ 748,294$ 770,743$
Services 409,704 395,941 409,993 432,365 453,753 462,828
Supplies 6,630 5,909 4,855 10,956 9,675 9,869
Total Expenditures 1,119,723$ 1,105,586$ 1,100,768$ 1,180,042$ 1,211,722$ 1,243,440$
Personnel Services - FTE 2019 2020 2021 2022 2023
Cashier - Revenue 1.38 1.38 1.38 1.38 1.38
Customer Service Rep - Revenue 4.00 4.00 4.00 4.00 4.00
Utility Billing Coordinator 1.00 1.00 1.00 1.00 1.00
Revenue & Risk Manager 0.50 0.50 0.50 0.50 0.50
Senior Accountant - Revenue 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.88 7.88 7.88 7.88 7.88
Division: Revenue
Activity: Revenue (310400)
349
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 574,814$ 600,921$ -$ 719,852$ 779,132$ 798,308$
Intergovernmental
Federal Intergovernmental Revenue - - 1,063,006 - - -
Miscellaneous
Other Miscellaneous Revenue - 4,031 23,560 1,000 500 500
Total Revenues 574,814$ 604,952$ 1,086,566$ 720,852$ 779,632$ 798,808$
Expenditures:
Personnel 319,182$ 324,804$ 314,849$ 303,722$ 358,319$ 369,069$
Services 247,350 276,727 347,002 369,634 390,515 398,325
Supplies 8,282 3,420 5,824 47,496 30,798 31,414
Capital Outlay - - 67,694 - - -
Total Expenditures 574,814$ 604,952$ 735,369$ 720,852$ 779,632$ 798,808$
Personnel Services - FTE 2019 2020 2021 2022 2023
Police Administrative Coordinator 1.00 1.00 1.00 1.00 1.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 418,482$ 428,429$ 433,708$ 484,770$ 425,082$ 437,400$
Total Revenues 418,482$ 428,429$ 433,708$ 484,770$ 425,082$ 437,400$
Expenditures:
Personnel 373,086$ 372,325$ 389,248$ 443,075$ 381,593$ 393,041$
Services 40,377 34,622 40,353 39,140 41,562 42,393
Supplies 5,019 1,391 4,108 2,555 1,927 1,966
Capital Outlay - 20,091 - - - -
Total Expenditures 418,482$ 428,429$ 433,708$ 484,770$ 425,082$ 437,400$
Personnel Services - FTE 2019 2020 2021 2022 2023
Comm Serv Officer - Station Master 5.00 5.00 5.00 5.00 5.00
Total Personnel 5.00 5.00 5.00 5.00 5.00
Division: Police Administration
Activity: Police Administration (410100)
Police Department
Division: Police Support Services
Activity: Station Masters (410210)
350
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 441,787$ 499,306$ 551,837$ 772,471$ 708,777$ 729,189$
Intergovernmental
Local 28E Agreements 20,000 20,000 - 20,000 - -
Total Revenues 441,787$ 499,306$ 551,837$ 772,471$ 708,777$ 729,189$
Expenditures:
Personnel 448,295$ 510,353$ 541,442$ 734,161$ 623,712$ 642,423$
Services 5,333 5,572 8,628 41,810 76,885 78,423
Supplies 8,159 3,382 1,767 16,500 8,180 8,344
Total Expenditures 461,787$ 519,306$ 551,837$ 792,471$ 708,777$ 729,189$
Personnel Services - FTE 2019 2020 2021 2022 2023
Comm Serv Officer - Community Outreach 1.00 1.00 1.00 1.50 1.50
Police Officer 4.00 4.00 4.00 4.00 4.00
Total Personnel 5.00 5.00 5.00 5.50 5.50
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 54,489$ 54,555$ 45,509$ 80,719$ 76,940$ 79,245$
Total Revenues 54,489$ 54,555$ 45,509$ 80,719$ 76,940$ 79,245$
Expenditures:
Personnel 54,181$ 54,343$ 45,379$ 80,502$ 76,640$ 78,939$
Supplies 308 211 130 217 300 306
Total Expenditures 54,489$ 54,555$ 45,509$ 80,719$ 76,940$ 79,245$
Division: Police Support Services
Activity: Crime Prevention (410220)
Division: Police Support Services
Activity: Crossing Guards (410230)
351
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 530,372$ 569,153$ 701,981$ 763,988$ 759,472$ 781,349$
Miscellaneous
Printed Materials 31,830 27,605 18,893 27,595 11,530 11,530
Other Miscellaneous Revenue 2,706 1,954 2,023 2,000 300 300
Total Revenues 530,372$ 569,153$ 701,981$ 763,988$ 759,472$ 781,349$
Expenditures:
Personnel 451,502$ 478,631$ 613,057$ 657,571$ 645,046$ 664,398$
Services 110,453 112,188 102,680 117,671 110,491 112,701
Supplies 2,953 7,893 7,159 18,341 15,765 16,080
Total Expenditures 564,908$ 598,712$ 722,896$ 793,583$ 771,302$ 793,179$
Personnel Services - FTE 2019 2020 2021 2022 2023
Police Records Technician 4.00 4.00 4.00 4.00 4.00
Police Officer - - 1.00 1.00 1.00
Police Sergeant 2.00 2.00 2.00 1.00 1.00
Total Personnel 6.00 6.00 7.00 6.00 6.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 646,368$ 663,080$ 718,268$ 796,257$ 861,048$ 886,844$
Miscellaneous
Other Miscellaneous Revenue 1,250 850 - 824 1,000 1,000
Total Revenues 646,368$ 663,080$ 718,268$ 796,257$ 861,048$ 886,844$
Expenditures:
Personnel 641,574$ 658,765$ 713,126$ 791,160$ 855,532$ 881,198$
Services 4,898 4,891 5,142 4,891 5,266 5,371
Supplies 1,146 273 - 1,030 1,250 1,275
Total Expenditures 647,618$ 663,930$ 718,268$ 797,081$ 862,048$ 887,844$
Personnel Services - FTE 2019 2020 2021 2022 2023
Comm Serv Officer - Evidence 1.00 1.00 1.00 1.00 1.00
Comm Serv Officer - Property Room 1.00 1.00 1.00 1.00 1.00
Comm Serv Officer - Support Services Asst - 1.00 1.00 1.00 1.00
Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 1.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Officer - - - 1.00 1.00
Support Services Supervisor - - - 1.00 1.00
Total Personnel 4.00 5.00 5.00 7.00 7.00
Division: Police Support Services
Activity: Records & Identification (410240)
Division: Police Support Services
Activity: Police Support Admin (410250/410260)
352
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 329,997$ 673,257$ 382,139$ 518,925$ 507,585$ 533,688$
Licenses And Permits
Miscellaneous Licenses & Permits 43,734 52,089 60,403 40,000 50,000 50,000
Use Of Money And Property
Interest Revenues 2,919 3,601 691 - - -
Intergovernmental
Local 28E Agreements 227,451 242,531 285,679 265,291 262,771 262,771
Charges For Fees And Services
Animal Care Services 14,922 13,484 11,742 13,480 11,740 11,740
Miscellaneous Charges For Services 5,985 8,455 7,110 8,460 7,110 7,110
Miscellaneous
Animal Adoption 45,839 62,646 49,080 45,000 45,000 45,000
Code Enforcement 45 - 80 - - -
Contributions & Donations 73,111 43,716 46,379 79,640 78,400 78,400
Miscellaneous Merchandise 6,255 3,837 4,011 3,840 4,010 4,010
Other Miscellaneous Revenue 17,927 8,009 8,861 8,320 8,540 8,540
Other Financial Sources
Sale Of Assets 7,089 - - - - -
Total Revenues 775,273$ 1,111,626$ 856,175$ 982,956$ 975,156$ 1,001,259$
Expenditures:
Personnel 477,954$ 460,693$ 602,307$ 634,915$ 659,962$ 679,761$
Services 216,083 581,917 186,380 243,987 219,939 224,338
Supplies 81,237 69,016 64,833 104,054 95,255 97,160
Capital Outlay - - 2,655 - - -
Total Expenditures 775,273$ 1,111,626$ 856,175$ 982,956$ 975,156$ 1,001,259$
Personnel Services - FTE 2019 2020 2021 2022 2023
Animal Care Technician 2.00 2.00 2.00 2.00 2.00
Animal Center Assistant 1.00 1.00 1.26 1.26 1.26
Animal Center Assistant II - - 1.00 1.00 1.00
Animal Control Supervisor 1.00 - - - -
Animal Control Coordinator - 1.00 1.00 1.00 1.00
Animal Services Officer 2.00 2.00 2.00 2.00 2.00
Total Personnel 6.00 6.00 7.26 7.26 7.26
Division: Police Support Services
Activity: Animal Services (4104*)
353
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 7,800,642$ 8,090,747$ 8,006,168$ 9,048,342$ 9,176,372$ 9,451,684$
Other City Taxes
Hotel/Motel Tax 538,173 480,876 401,256 480,875 480,875 480,875
Intergovernmental
Federal Intergovernmental Revenue 56,364 52,381 70,066 76,217 81,467 81,467
Other State Grants 4,575 4,725 - 825 3,975 3,975
Charges For Fees And Services
Fire Services 6,360 6,180 6,600 6,180 5,940 5,940
Miscellaneous
Code Enforcement 89 164 6,533 160 6,530 6,530
Other Miscellaneous Revenue 6,249 2,761 1,687 1,000 1,690 1,690
Contributions & Donations 131,070 5,450 46,901 - - -
Other Financial Sources
Sale Of Assets 46,606 29,572 107,309 61,000 70,400 70,400
Total Revenues 8,590,127$ 8,672,855$ 8,646,520$ 9,674,599$ 9,827,249$ 10,102,561$
Expenditures:
Personnel 7,750,330$ 7,872,676$ 7,592,143$ 8,541,115$ 8,691,854$ 8,952,610$
Services 473,044 476,182 498,873 524,799 558,154 569,317
Supplies 155,144 121,331 184,514 174,775 167,289 170,635
Capital Outlay 211,609 202,665 370,990 433,910 409,952 410,000
Total Expenditures 8,590,127$ 8,672,855$ 8,646,520$ 9,674,599$ 9,827,249$ 10,102,561$
Personnel Services - FTE 2019 2020 2021 2022 2023
Community Service Officer 3.00 2.00 2.00 2.00 2.00
Police Captain 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 3.00 3.00 3.00 3.00 3.00
Police Officer 55.00 54.00 54.00 53.00 53.00
Police Sergeant 7.00 7.00 7.00 7.00 7.00
Total Personnel 69.00 67.00 67.00 66.00 66.00
Capital Outlay 2022 2023
Automobiles 280,000$ 359,000$
Downtown Ped Mall Security Cameras 105,310 -
Vehicle Equipment 3,000 21,000
Other Operating Equipment 45,600 29,952
Total Capital Outlay 433,910$ 409,952$
Division: Police Field Operations
Activity: Patrol (410310)
354
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,189,149$ 1,251,618$ 1,375,040$ 1,528,190$ 1,463,850$ 1,506,809$
Total Revenues 1,189,149$ 1,251,618$ 1,375,040$ 1,528,190$ 1,463,850$ 1,506,809$
Expenditures:
Personnel 1,104,150$ 1,165,074$ 1,288,607$ 1,434,926$ 1,368,153$ 1,409,198$
Services 46,268 49,021 48,401 51,404 49,583 50,575
Supplies 38,730 37,523 28,680 41,860 46,114 47,036
Capital Outlay - - 9,352 - - -
Total Expenditures 1,189,149$ 1,251,618$ 1,375,040$ 1,528,190$ 1,463,850$ 1,506,809$
Personnel Services - FTE 2019 2020 2021 2022 2023
Police Lieutenant 1.00 1.00 1.00 1.00 1.00
Police Officer 6.00 7.00 7.00 7.00 7.00
Police Sergeant 1.00 - 1.00 1.00 1.00
Victim Services Specialist - - - 1.00 1.00
Total Personnel 8.00 8.00 9.00 10.00 10.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 199,287$ 116,664$ 186,804$ 275,871$ 256,409$ 269,693$
Use Of Money And Property
Interest Revenues 1,462 1,736 244 - - -
Intergovernmental
Federal Intergovernmental Revenue 440,743 289,787 185,414 169,941 169,941 169,941
Other State Grants 1,167 - - - - -
Charges For Fees And Services
Police Services 149,766 188,901 13,523 98,710 75,000 75,000
Miscellaneous
Other Miscellaneous Revenue 4,100 - - - - -
Total Revenues 796,526$ 597,088$ 385,985$ 544,522$ 501,350$ 514,634$
Expenditures:
Personnel 540,274$ 487,836$ 285,695$ 375,524$ 381,684$ 393,135$
Services 228,707 100,428 74,641 74,297 69,666 71,059
Supplies 27,545 8,823 25,650 19,500 22,000 22,440
Capital Outlay - - - 75,201 28,000 28,000
Total Expenditures 796,526$ 597,088$ 385,985$ 544,522$ 501,350$ 514,634$
Personnel Services - FTE 2019 2020 2021 2022 2023
Police Officer 2.00 2.00 2.00 2.00 2.00
Police Sergeant - 1.00 - - -
Total Personnel 2.00 3.00 2.00 2.00 2.00
Capital Outlay 2022 2023
Other Operating Equipment 75,201$ 28,000$
Total Capital Outlay 75,201$ 28,000$
Division: Police Field Operations
Activity: Other Field Operations (410330:410350)
Division: Police Field Operations
Activity: Criminal Investigation (410320)
355
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Intergovernmental
Federal Intergovernmental Revenue -$ -$ 722,623$ -$ -$ -$
State 28E Agreements 1,600,044 1,643,190 1,716,326 1,643,190 1,716,330 1,716,330
Local 28E Agreements 32,186 32,498 32,818 34,343 36,403 36,403
Miscellaneous
Contributions & Donations 400 - - - - -
Total Revenues 1,632,630$ 1,675,688$ 2,471,767$ 1,677,533$ 1,752,733$ 1,752,733$
Expenditures:
Personnel 510,885$ 534,292$ 556,175$ 583,700$ 598,653$ 616,613$
Services 246,911 222,973 234,951 247,530 269,908 275,306
Supplies 61,704 77,281 97,427 79,607 86,471 88,200
Capital Outlay 54,648 66,648 53,928 53,928 10,000 10,000
Contingency - - - - 300,000 600,000
Total Expenditures 874,148$ 901,195$ 942,481$ 964,765$ 1,265,032$ 1,590,119$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Weather Alert Siren(s)53,928$ 10,000$
Total Capital Outlay 53,928$ 10,000$
Division: Fire Administration
Activity: Fire Administration (450100)
Fire Department
356
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 6,471,356$ 6,642,763$ 6,936,960$ 7,253,486$ 7,295,580$ 7,499,489$
Intergovernmental
Federal Intergovernmental Revenue - - 708 - -
Other City Taxes
Utility Franchise Tax 569,068 521,299 586,521 521,300 586,520 586,520
Charges For Fees And Services
Fire Services 2,700 2,700 5,134 2,700 5,130 5,130
Miscellaneous
Other Miscellaneous Revenue 10,164 13,983 - 13,980 - -
Other Financial Sources
Sale Of Assets - - 25,307 - - -
Total Revenues 7,053,288$ 7,180,745$ 7,554,630$ 7,791,466$ 7,887,230$ 8,091,139$
Expenditures:
Personnel 6,616,797$ 6,814,149$ 7,100,767$ 7,326,647$ 7,420,465$ 7,643,079$
Services 324,418 329,760 298,886 357,295 318,165 324,528
Supplies 90,543 36,837 147,107 97,524 96,600 98,532
Capital Outlay 21,529 - 7,869 10,000 52,000 25,000
Total Expenditures 7,053,288$ 7,180,745$ 7,554,630$ 7,791,466$ 7,887,230$ 8,091,139$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
AEDs -$ 42,000$
Thermal Imaging Camera - 10,000
Technical Rescue Search Camera 10,000 -$
Total Capital Outlay 10,000$ 52,000$
Division: Fire Emergency Operations
Activity: Fire Emergency Operations (450200)
357
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 207,019$ 214,658$ 217,123$ 248,027$ 250,309$ 257,236$
Licenses And Permits
Miscellaneous Licenses & Permits 100 - - - - -
Miscellaneous
Other Miscellaneous Revenue 300 - - - - -
Total Revenues 207,419$ 214,658$ 217,123$ 248,027$ 250,309$ 257,236$
Expenditures:
Personnel 160,129$ 168,130$ 174,426$ 189,996$ 192,093$ 197,855$
Services 35,662 32,904 30,041 41,933 40,074 40,875
Supplies 11,627 13,624 12,656 16,098 18,142 18,505
Total Expenditures 207,419$ 214,658$ 217,123$ 248,027$ 250,309$ 257,236$
Personnel Services - FTE 2019 2020 2021 2022 2023
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 157,201$ 180,412$ 185,099$ 190,061$ 185,142$ 195,225$
Total Revenues 157,201$ 180,412$ 185,099$ 190,061$ 185,142$ 195,225$
Expenditures:
Personnel 125,201$ 135,617$ 138,408$ 136,462$ 137,994$ 142,134$
Services 29,859 22,825 25,893 35,099 32,648 33,301
Supplies 2,141 5,611 9,098 11,400 14,500 14,790
Capital Outlay - 16,359 11,700 7,100 - 5,000
Total Expenditures 157,201$ 180,412$ 185,099$ 190,061$ 185,142$ 195,225$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Shipping Containers 7,100$ -$
Total Capital Outlay 7,100$ -$
Division: Fire Training
Activity: Fire Training (450400)
Division: Fire Prevention
Activity: Fire Prevention (450300)
358
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 370,356$ 371,788$ 357,927$ 590,445$ 403,925$ 415,500$
Charges For Fees And Services
Building & Development - - 7,173 - 7,170 7,170
Total Revenues 370,356$ 371,788$ 365,100$ 590,445$ 411,095$ 422,670$
Expenditures:
Personnel 277,308$ 284,855$ 285,764$ 329,596$ 335,308$ 345,367$
Services 87,570 79,036 78,470 258,049 74,456 75,945
Supplies 5,478 7,897 866 2,800 1,331 1,358
Total Expenditures 370,356$ 371,788$ 365,100$ 590,445$ 411,095$ 422,670$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 17,279$ -$ 3,556$ 2,544$ 4,125$
Use Of Money And Property
Rents 64,162 17,730 48,769 46,000 48,770 48,770
Charges For Fees And Services
Miscellaneous Charges For Services 2,114 668 3,141 2,942 3,140 3,140
Miscellaneous
Contributions & Donations 6,662 9,967 8,314 10,750 10,750 10,750
Miscellaneous Merchandise 1,959 2,035 608 2,500 610 610
Total Revenues 74,897$ 47,679$ 60,832$ 65,748$ 65,814$ 67,395$
Expenditures:
Personnel 15,895$ 13,707$ 29,105$ 26,462$ 26,462$ 27,256$
Services 35,056 31,624 29,381 36,644 34,847 35,544
Supplies 2,830 2,348 1,703 2,642 4,505 4,595
Total Expenditures 53,781$ 47,679$ 60,189$ 65,748$ 65,814$ 67,395$
Parks and Recreation Department
Division: Park and Rec Admin
Activity: Park and Rec Admin (510100)
Division: Park and Rec Admin
Activity: Farmers Market (510200)
359
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 706,626$ 743,448$ 748,637$ 803,216$ 871,615$ 832,247$
Use of Money And Property
Royalties & Commissions 1,597 1,359 1,122 1,360 1,120 1,120
Intergovernmental
Federal Intergovernmental Revenue - - 3,486 - - -
Other Financial Sources
Sale Of Assets - 48 - - - -
Total Revenues 708,222$ 744,855$ 753,245$ 804,576$ 872,735$ 833,367$
Expenditures:
Personnel 352,076$ 370,991$ 391,466$ 407,784$ 427,793$ 440,627$
Services 330,213 335,589 328,930 343,648 350,390 357,398
Supplies 25,933 32,500 32,849 30,744 33,552 34,223
Capital Outlay - 5,775 - 22,400 61,000 -
Total Expenditures 708,222$ 744,855$ 753,245$ 804,576$ 872,735$ 832,247$
Personnel Services - FTE 2019 2020 2021 2022 2023
Custodian - Government Buildings 2.00 2.00 2.00 2.00 2.00
M.W. II - Government Buildings 1.00 1.00 - - -
Facilities Manager 1.00 1.00 1.00 1.00 1.00
Assistant Facilities Manager - 1.00 1.00 1.00 1.00
Total Personnel 4.00 5.00 4.00 4.00 4.00
Capital Outlay 2022 2023
Vehicle -$ 24,000$
Generator - 29,000
Facility Improvements 22,400 8,000
22,400$ 61,000$
Division: Government Buildings
Activity: Government Buildings (510300)
360
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 1,908,059$ 2,073,577$ 1,714,730$ 2,769,621$ 2,694,043$ 2,778,509$
Other City Taxes
Hotel/Motel Tax 311,574 278,402 232,306 278,401 278,401 278,401
Use Of Money And Property
Rents 73,868 109,092 37,398 108,110 115,670 115,670
Royalties & Commissions 6,337 5,401 288 5,400 3,410 3,410
Intergovernmental
Federal Intergovernmental Revenue - - 3,698 - -
Local 28E Agreements 95,560 97,395 98,846 97,400 98,850 98,850
Charges For Fees And Services
Culture & Recreation 572,367 312,305 97,532 536,316 528,695 528,695
Transit Fees - (50) - - - -
Miscellaneous
Contributions & Donations 3,980 6,064 502 3,100 3,200 3,200
Miscellaneous Merchandise 1,666 2,126 363 7,820 8,020 8,020
Other Miscellaneous Revenue 8,800 12,087 9,993 10,000 9,570 9,570
Other Financial Sources
Sale Of Assets 4,062 839 - - - -
Total Revenues 2,986,271$ 2,897,238$ 2,195,655$ 3,816,168$ 3,739,859$ 3,824,325$
Expenditures:
Personnel 2,102,290$ 2,139,024$ 1,494,469$ 2,808,630$ 2,801,952$ 2,886,010$
Services 626,683 573,431 434,572 651,684 614,039 626,320
Supplies 234,495 171,957 203,469 289,354 281,368 286,995
Capital Outlay 22,803 12,826 63,146 66,500 42,500 25,000
Total Expenditures 2,986,271$ 2,897,238$ 2,195,655$ 3,816,168$ 3,739,859$ 3,824,325$
Personnel Services - FTE 2019 2020 2021 2022 2023
Recreation Superintendent 1.00 1.00 1.00 1.00 1.00
Assistant Recreation Superintendent - - 1.00 1.00 1.00
Custodian - Government Buildings 3.00 3.50 3.50 3.50 3.50
M.W. I - Pools 1.00 1.00 1.00 1.00 1.00
M.W. II - Pools 1.00 1.00 1.00 1.00 1.00
M.W. III - Government Buildings 1.00 1.00 1.00 1.00 1.00
Recreation Assistant - - 1.00 1.00 1.00
Aquatics Assistant 1.00 1.00 - - -
Rec Program Supervisor 6.00 6.00 5.00 5.00 5.00
Total Personnel 14.00 14.50 14.50 14.50 14.50
Capital Outlay 2022 2023
Facility Improvements 31,500$ 24,500$
Chair lift - 18,000
Scissor Lift 35,000 -
Total Capital Outlay 66,500$ 42,500$
Division: Recreation
Activity: Recreation (520100)
361
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 220,660$ 276,291$ 235,166$ 250,648$ 308,026$ 290,059$
Total Revenues 220,660$ 276,291$ 235,166$ 250,648$ 308,026$ 290,059$
Expenditures:
Personnel 174,626$ 230,750$ 193,473$ 208,144$ 239,296$ 246,475$
Services 40,212 41,745 39,134 40,054 40,848 41,665
Supplies 5,822 3,796 2,560 2,450 1,882 1,920
Capital Outlay - - - - 26,000 -
Total Expenditures 220,660$ 276,291$ 235,166$ 250,648$ 308,026$ 290,059$
Personnel Services - FTE 2019 2020 2021 2022 2023
Asst Superintendent Parks/Forestry - 1.00 1.00 1.00 1.00
Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 2.00 2.00 2.00 2.00
Capital Outlay 2022 2023
Vehicle -$ 26,000$
Total Capital Outlay -$ 26,000$
Division: Park Maintenance
Activity: Park Maintenance Administration (530100)
362
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 2,235,269$ 2,681,234$ 3,079,520$ 3,129,504$ 3,149,460$ 3,219,025$
Use Of Money And Property
Rents 215,804 128,256 105,954 155,160 171,690 171,690
Royalties & Commissions 3,593 3,059 - 3,500 3,750 3,750
Intergovernmental
Federal Intergovernmental Revenue - - 101 - - -
Charges For Fees And Services
Culture & Recreation 118,308 96,693 120,751 96,690 120,760 120,760
Miscellaneous
Miscellaneous Merchandise 1,550 905 938 910 940 940
Other Miscellaneous Revenue 1,627 19,060 1,159 19,060 1,160 1,160
Other Financial Sources
Sale Of Assets 84,144 995 22,208 - - -
Total Revenues 2,660,295$ 2,930,202$ 3,330,632$ 3,404,824$ 3,447,760$ 3,517,325$
Expenditures:
Personnel 1,524,896$ 1,546,665$ 1,711,963$ 1,896,433 1,939,950$ 1,998,149$
Services 850,071 882,742 970,921 977,849 1,022,747 1,043,202
Supplies 252,393 243,933 248,606 278,433 270,563 275,974
Capital Outlay 32,936 256,863 399,142 252,109 214,500 200,000
Total Expenditures 2,660,295$ 2,930,202$ 3,330,632$ 3,404,824$ 3,447,760$ 3,517,325$
Personnel Services - FTE 2019 2020 2021 2022 2023
M.W. I - Parks 2.00 2.00 2.00 2.00 2.00
M.W.I - Athletic Fields 1.00 1.00 1.00 1.00 1.00
M.W. II - Parks 4.00 4.00 4.00 4.00 4.00
M.W. II - Horticulture 1.00 1.00 1.00 1.00 1.00
M.W. III - Parks 4.00 3.00 3.00 3.00 3.00
Senior MW - Parks 1.00 1.00 1.00 1.00 1.00
Senior MW - Horticulture Specialist 1.00 1.00 1.00 1.00 1.00
Senior MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 1.00
Total Personnel 15.00 14.00 14.00 14.00 14.00
Capital Outlay 2022 2023
Natural Area Management Projects 164,758$ 150,000$
Tilt-bed Trailer 13,000 -
Laser Grade Ball Fields 9,000 -
Automatic Locks for Restrooms 20,351 10,000
Soccer Field Improvements 16,000 16,000
Zero Turn Mower - 20,500
Facility Improvements - 18,000
Other Operating Equipment 23,000 -
Irrigation Improvements 6,000 -
Total Capital Outlay 252,109$ 214,500$
Division: Park Maintenance
Activity: Park Maintenance Operations (530200)
363
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 746,944$ 826,290$ 891,272$ 1,162,124$ 1,034,031$ 1,061,587$
Other City Taxes
Utility Franchise Tax 9,813 8,929 9,690 8,930 9,690 9,690
Miscellaneous
Contributions & Donations 5,450 5,735 4,400 5,740 4,400 4,400
Other Miscellaneous Revenue - 46 - - - -
Transfer In -Government Activities 79,864 82,326 86,622 90,795 92,426 94,275
Total Revenues & Transfer In 842,072$ 923,326$ 991,984$ 1,267,589$ 1,140,547$ 1,169,952$
Expenditures:
Personnel 411,921$ 432,262$ 469,133$ 653,061$ 659,395$ 679,177$
Services 358,976 427,387 465,358 420,628 412,952 421,211
Supplies 67,539 63,676 57,492 68,900 68,200 69,564
Capital Outlay 3,636 - - 125,000 - -
Total Expenditures 842,072$ 923,326$ 991,984$ 1,267,589$ 1,140,547$ 1,169,952$
Personnel Services - FTE 2019 2020 2021 2022 2023
M. W. I - Forestry 2.00 2.00 4.00 4.00 4.00
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
Senior MW - Forestry 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.00 5.00 7.00 7.00 7.00
Capital Outlay 2022 2023
Water Wagon 10,000$ -$
One-ton Truck 65,000 -
Grapple Truck 50,000 -
Total Capital Outlay 125,000$ -$
Division: Park Maintenance
Activity: Forestry (530300)
364
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ 296,214$ 334,884$ 349,421$ 361,928$
Intergovernmental
Federal Intergovernmental Revenue - - - 14,192 - -
Charges For Fees And Services
Miscellaneous Charges For Services 42,753 31,386 44,665 37,382 39,602 39,602
Other Financial Sources
Sale Of Assets 43,999 63,375 67,348 60,242 57,768 57,768
Total Revenues 86,752$ 94,761$ 408,227$ 446,700$ 446,791$ 459,298$
Expenditures:
Personnel 276,948$ 298,853$ 318,667$ 341,281$ 357,117$ 367,831$
Services 61,937 70,645 73,085 72,504 76,705 78,239
Supplies 10,861 13,360 12,905 13,723 12,969 13,228
Capital Outlay - 3,570 19,192 - -
Total Expenditures 349,747$ 382,858$ 408,227$ 446,700$ 446,791$ 459,298$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
Capital Outlay 2022 2023
Cement Spreader 5,000$ -$
Cemetary Markers 14,192 -
Total Capital Outlay 19,192$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 2,710$ 2,056$ 563$ 1,500$ 750$ 750$
Total Revenues 2,710$ 2,056$ 563$ 1,500$ 750$ 750$
Expenditures:
Services -$ -$ -$ 1,500$ 750$ 765$
Total Expenditures -$ -$ -$ 1,500$ 750$ 765$
Division: Cemetery Operations
Activity: Cemetery Operations (540100)
Division: Cemetery Operations
Activity: Cemetery Perpetual Care (540500)
365
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 3,684,799$ 3,673,496$ 3,267,867$ 4,077,133$ 4,289,038$ 4,470,794$
Property Taxes 975,562 1,000,782 1,131,289 1,139,603 1,134,791 1,134,791
Other City Taxes
Gas/Electric Excise Tax 11,140 11,546 11,023 10,961 11,885 11,885
Mobile Home Tax 974 873 1,078 870 1,080 1,080
Use Of Money And Property
Rents 30,000 22,000 24,000 24,000 26,000 26,000
Royalties & Commissions 1,936 1,869 90 1,850 - -
Intergovernmental
Federal Intergovernmental Revenue - - 231 - -
Property Tax Credits 25,313 25,171 25,934 25,796 20,636 15,477
Local 28E Agreements 542,174 565,694 607,429 610,820 652,410 652,410
Charges For Fees And Services
Library Charges 26 10 - - - -
Miscellaneous
Library Fines & Fees 135,183 60,545 4,328 50,000 - -
Other Miscellaneous Revenue 12,502 13,286 14,226 13,260 13,510 13,510
Other Financial Sources
Sale Of Assets 868 56 121 - - -
Total Revenues & Transfer In 5,420,477$ 5,375,329$ 5,087,616$ 5,954,293$ 6,149,350$ 6,325,947$
Expenditures:
Personnel 4,660,965$ 4,650,770$ 4,349,812$ 5,205,330$ 5,374,942$ 5,536,191$
Services 635,584 630,228 615,505 636,967 662,837 676,094
Supplies 117,228 94,331 115,599 104,996 104,571 106,662
Capital Outlay 6,700 - 6,700 7,000 7,000 7,000
Total Expenditures 5,420,477$ 5,375,329$ 5,087,616$ 5,954,293$ 6,149,350$ 6,325,947$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 1.50 1.00 1.00 1.00
Library Assistant III 6.36 6.36 7.36 7.36 7.36
Library Building Manager 1.00 1.00 1.00 1.00 1.00
Library Clerk 2.38 1.63 1.00 1.00 1.00
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 0.63 0.63 0.63 0.63
Network Database Specialist - Lib 1.00 1.00 1.00 1.00 1.00
Pulic Relations Specialist 0.65 0.65 0.65 0.65 0.65
Senior Librarian 2.00 2.00 2.00 2.00 2.00
Senior 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 43.27 43.15 43.02 43.02 43.02
Capital Outlay 2022 2023
RFID tags 7,000$ 7,000$
Total Capital Outlay 7,000$ 7,000$
Library Department
Division: Library Operations
Activity: General Library (550100)
366
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 674,187$ 685,122$ 688,863$ 707,957$ 710,000$ 710,000$
Total Revenues 674,187$ 685,122$ 688,863$ 707,957$ 710,000$ 710,000$
Expenditures:
Capital Outlay 674,187$ 685,122$ 688,863$ 707,957$ 710,000$ 710,000$
Total Expenditures 674,187$ 685,122$ 688,863$ 707,957$ 710,000$ 710,000$
Capital Outlay 2022 2023
Adult Library Materials 588,176$ 590,000$
Children's Library Materials 119,781 120,000
Total Capital Outlay 707,957$ 710,000$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues (3,717)$ -$ -$ -$ -$ -$
Intergovernmental
Operating Grants 69,584 66,984 61,849 66,980 61,850 61,850
Charges For Fees And Services
Refuse Charges 218 101 84 100 100 101
Miscellaneous
Miscellaneous Merchandise 1,632 1,004 31 1,000 1,000 1,000
Other Miscellaneous Revenue 15,016 10,103 9,119 10,100 9,120 9,120
Printed Materials 14,646 10,370 926 10,370 10,370 10,370
Total Revenues 97,379$ 88,561$ 72,008$ 88,550$ 82,440$ 82,441$
Expenditures:
Personnel 25,317$ 11,438$ -$ 40,380$ 42,524$ 43,800$
Services 26,652 6,741 6,670 6,074 5,689 5,803
Supplies 3,880 1,150 23,175 1,090 23,654 24,127
Capital Outlay - - - 9,715 9,120 9,000
Total Expenditures 55,849$ 19,329$ 29,845$ 57,259$ 80,987$ 82,730$
Personnel Services - FTE 2019 2020 2021 2022 2023
Library Assistant I 0.50 0.50 0.50 0.50 0.50
Total Personnel 0.50 0.50 0.50 0.50 0.50
Capital Outlay 2022 2023
Library Materials 9,715$ 9,120$
Total Capital Outlay 9,715$ 9,120$
Division: Library Operations
Activity: Library Materials (550200)
Division: Library Operations
Activity: Library Board Controlled Funds (550300)
367
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 26,302$ 19,258$ 5,759$ -$ -$ -$
Miscellaneous
Contributions & Donations 118,764 152,761 160,644 152,760 160,640 160,640
Other Miscellaneous Revenue 6,915 3,132 3,892 3,130 3,890 3,890
Total Revenues 151,981$ 175,151$ 170,295$ 155,890$ 164,530$ 164,530$
Expenditures:
Personnel 27,974$ 29,116$ 31,566$ 71,837$ 72,548$ 74,724$
Services 24,241 10,012 8,778 8,089 6,687 6,821
Supplies 19,361 5,793 33,304 31,333 33,983 34,663
Capital Outlay 5,430 1,338 18,073 - - -
Total Expenditures 77,005$ 46,260$ 91,721$ 111,259$ 113,218$ 116,208$
Personnel Services - FTE 2019 2020 2021 2022 2023
Library Assistant III 0.40 0.40 0.40 0.40 0.40
Total Personnel 0.40 0.40 0.40 0.40 0.40
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Contributions & Donations 30,908$ 39,054$ 27,076$ 39,050$ 27,080$ 27,080$
Total Revenues 30,908$ 39,054$ 27,076$ 39,050$ 27,080$ 27,080$
Expenditures:
Services 5,000$ -$ -$ -$ -$ -$
Supplies - 126 10,000 126 10,000 10,200
Capital Outlay 48,154 34,530 18,924 38,924 17,080 15,000
Total Expenditures 53,154$ 34,656$ 28,924$ 39,050$ 27,080$ 25,200$
Capital Outlay 2022 2023
Adult Library Materials 21,700$ 9,920$
Children's Library Materials 17,224 7,160
Total Capital Outlay 38,924$ 17,080$
Division: Library Operations
Activity: Library Gifts and Bequests (550400)
Division: Library Operations
Activity: Library Gifts - Materials (550500)
368
2019 2020 2021 2022 2023 2024
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:
Services -$ -$ 8,880$ -$ 712$ 733$
Supplies 919 38,450 16,925 38,450 16,925 17,264
Total Expenditures 919$ 38,450$ 25,805$ 38,450$ 17,637$ 17,997$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Miscellaneous
Other Miscellaneous Revenue 122,104$ 127,098$ 130,311$ 221,451$ 227,154$ 233,969$
Total Revenues 122,104$ 127,098$ 130,311$ 221,451$ 227,154$ 233,969$
Expenditures:
Personnel 122,203$ 128,052$ 130,709$ 221,451$ 227,154$ 233,969$
Total Expenditures 122,203$ 128,052$ 130,709$ 221,451$ 227,154$ 233,969$
Personnel Services - FTE 2019 2020 2021 2022 2023
Library Coordinator - Development 1.00 1.00 1.00 1.00 1.00
Senior Library Assistant 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
Division: Library Development Office
Activity: Library Development Office (550600)
Division: Library Operations
Activity: Library Replacement Reserves (550800)
369
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 599,807$ 659,025$ 717,909$ 840,678$ 847,571$ 875,863$
Use Of Money And Property
Rents 8,910 2,655 30 2,660 2,000 2,000
Royalties & Commissions 85 117 - 120 - -
Intergovernmental
Federal Intergovernmental Revenue - - 999 - -
Local 28E Agreements 60,000 60,000 60,300 60,000 65,000 65,000
Charges For Fees And Services
Culture & Recreation 67,455 51,720 48,445 51,720 48,450 48,450
Parking Charges 30,750 10,440 13,550 10,440 18,000 18,000
Miscellaneous
Contributions & Donations 53,342 91,215 61,337 52,010 61,340 61,340
Printed Materials - 12 - - - -
Miscellaneous Merchandise 5,314 2,219 24 2,220 500 500
Other Miscellaneous Revenue 5,406 13,748 3,971 13,790 4,040 4,040
Other Financial Sources
Sale Of Assets 72 34 - - - -
Total Revenues 831,140$ 891,186$ 906,564$ 1,033,638$ 1,046,901$ 1,075,193$
Expenditures:
Personnel 585,734$ 651,994$ 709,190$ 746,022$ 735,369$ 757,430$
Services 197,617 210,256 183,526 228,922 265,861 271,178
Supplies 25,342 25,850 13,848 48,694 45,671 46,584
Capital Outlay 22,447 3,085 - 10,000 - -
Total Expenditures 831,140$ 891,186$ 906,564$ 1,033,638$ 1,046,901$ 1,075,193$
Personnel Services - FTE 2019 2020 2021 2022 2023
Development Specialist - Senior Center 0.50 0.50 0.50 0.50 0.50
M. W. III - Senior Center 1.00 - - - -
Sr. M.W. - Government Buildings - 1.00 - - -
M.W. II - Government Buildings - - 1.00 1.00 1.00
M.W. I - Senior Center 1.00 - - - -
Custodian - Government Buildings - 1.00 1.00 1.00 1.00
Operations Assistant - Senior Center 1.00 1.00 1.00 1.00 1.00
Program Specialist - Senior Center 1.00 1.00 1.00 1.00 1.00
Receptionist - Senior Center 0.50 0.50 1.26 1.26 1.26
Senior Center Coordinator 1.00 1.00 1.00 1.00 1.00
Volunteer Specialist-Senior Center 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.00 7.00 7.76 7.76 7.76
Capital Outlay 2022 2023
Building Improvements 10,000$ -$
Total Capital Outlay 10,000$ -$
Senior Center Department
Division: Senior Center Operations
Activity: Senior Center Administration (570100)
370
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 6,647$ 6,995$ 20,009$ 21,448$ 20,933$ 21,850$
Charges For Fees And Services
Culture & Recreation 6,026 3,542 270 8,550 4,550 4,550
Miscellaneous Charges For Services 17,616 11,255 - 11,250 10,000 10,000
Miscellaneous
Miscellaneous Merchandise 770 638 419 640 420 420
Other Miscellaneous Revenue 1,500 - - - - -
Total Revenues 32,559$ 22,430$ 20,698$ 41,888$ 35,903$ 36,820$
Expenditures:
Personnel 15,288$ 14,704$ 16,268$ 20,481$ 19,905$ 20,502$
Services 7,465 5,304 203 16,407 10,963 11,182
Supplies 9,807 2,422 4,227 5,000 5,035 5,136
Total Expenditures 32,559$ 22,430$ 20,698$ 41,888$ 35,903$ 36,820$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Interest Revenues 49$ 14$ 4$ -$ -$ -$
Total Revenues 49$ 14$ 4$ -$ -$ -$
Expenditures:
Capital Outlay 2,126$ -$ -$ -$ -$ -$
Total Expenditures 2,126$ -$ -$ -$ -$ -$
Division: Senior Center Operations
Activity: Senior Center Gifts and Memori (570400)
Division: Senior Center Operations
Activity: Senior Center Programs (570200)
371
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 224,907$ 197,921$ 230,233$ 211,212$ 273,253$ 281,490$
Charges For Fees And Services
Building & Development 700 1,300 - 1,300 - -
Miscellaneous
Code Enforcement 15,572 31,998 3,875 32,000 6,000 6,000
Other Miscellaneous Revenue 1,370 702 2,316 700 930 930
Other Financial Sources
Sale Of Assets 4 - - - - -
Transfer In -Enterprise Activities 27,877 28,769 29,488 30,137 31,855 32,492
Total Revenues & Transfer In 270,431$ 260,690$ 265,912$ 275,349$ 312,038$ 320,912$
Expenditures:
Personnel 226,138$ 213,830$ 222,795$ 224,882$ 263,371$ 271,272$
Services 40,526 44,237 40,995 48,217 45,828 46,745
Supplies 3,766 2,623 2,122 2,250 2,839 2,896
Total Expenditures 270,431$ 260,690$ 265,912$ 275,349$ 312,038$ 320,912$
Personnel Services - FTE 2019 2020 2021 2022 2023
Administrative Secretary 0.55 0.55 - - -
Development Services Assistant - - 0.30 0.30 0.30
NDS Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.55 1.55 1.30 1.30 1.30
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 185,857$ 219,424$ 3,059$ -$ -$ -$
Total Revenues 185,857$ 219,424$ 3,059$ -$ -$ -$
Expenditures:
Personnel 114,462$ 125,886$ 1,997$ -$ -$ -$
Services 68,785 91,949 1,061 - - -
Supplies 2,610 1,590 - - - -
Total Expenditures 185,857$ 219,424$ 3,059$ -$ -$ -$
Personnel Services - FTE 2019 2020 2021 2022 2023
Sustainability Coordinator 1.00 1.00 - - -
Total Personnel 1.00 1.00 - - -
* This activity converted to the Climate Action & Outreach division in the City Manager department in fiscal year 2021.
Division: Neighborhood & Dvlp Admin
Activity: Neighborhood & Dvlp Admin (610100)
Division: Neighborhood & Dvlp Admin
Activity: Sustainability Services (610150) *
Neighborhood and Development Services Department
372
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
Miscellaneous
Other Miscellaneous Revenue 17,067$ -$ -$ -$ -$ -$
Total Revenues & Transfer In 17,067$ -$ -$ -$ -$ -$
Expenditures:
Capital Outlay 3,941$ -$ -$ -$ -$ -$
Total Expenditures 3,941$ -$ -$ -$ -$ -$
* This activity was discontinued in the fiscal year 2020 budget.
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues & Transfer In:
General Revenues Subsidy 319,337$ 862,189$ 56,898$ 1,463,107$ 163,670$ 173,430$
Use Of Money And Property
Interest Revenues 35,395 34,073 32,219 34,147 28,713 28,713
Miscellaneous
Other Miscellaneous Revenue 222 350 - 24,036 21,357 21,357
Other Financial Sources
Loans 980,304 600,734 176,824 59,905 60,339 60,339
Sale Of Assets 827,450 701,355 360,500 938,500 200,000 200,000
Total Revenues & Transfer In 2,162,708$ 2,198,701$ 626,440$ 2,519,695$ 474,079$ 483,839$
Expenditures:
Personnel 177,317$ 202,223$ 204,353$ 127,045$ 167,885$ 172,922$
Services 297,864 299,792 196,251 240,160 236,093 240,815
Supplies 4,319 896 273 877 101 103
Capital Outlay 1,000,708 744,289 225,563 2,151,613 70,000 70,000
Other Financial Uses 682,500 951,500 - - - -
Total Expenditures 2,162,708$ 2,198,701$ 626,440$ 2,519,695$ 474,079$ 483,839$
Personnel Services - FTE 2019 2020 2021 2022 2023
Associate Planner 1.00 1.00 1.00 1.00 1.00
Building Inspector 1.00 1.00 2.00 2.00 2.00
Code Enforcement Specialist 1.00 1.00 - - -
Program Assistant - Community Development 0.63 0.63 0.63 0.63 1.00
Total Personnel 3.63 3.63 3.63 3.63 4.00
Capital Outlay 2022 2023
House Acquisitions for UniverCity 200,000$ -$
South District Home Ownership Program 1,720,000 -
Rehab Costs 231,613 70,000
Total Capital Outlay 2,151,613$ 70,000$
Division: Neighborhood & Dvlp Admin
Activity: Energy Efficiency Revolving Loan (610150)
Division: Neighborhood Services
Activity: Community Development (610200)
373
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 223,384$ 214,842$ 255,393$ 377,624$ 327,279$ 335,302$
Use Of Money And Property
Rents 10,079 - - - - -
Licenses And Permits
Miscellaneous Permits & Licenses - - 130 - - -
Miscellaneous
Miscellaneous Merchandise 27 53 24 - 50 -
Other Miscellaneous Revenue 150 - 57 - - -
Printed Materials 272 71 - 70 - -
Total Revenues 233,911$ 214,965$ 255,604$ 377,694$ 327,329$ 335,302$
Expenditures:
Personnel 187,078$ 171,212$ 182,836$ 237,711$ 242,644$ 249,923$
Services 26,280 25,851 41,754 41,053 33,435 34,104
Supplies 5,552 9,302 7,681 1,163 1,250 1,275
Capital Outlay 15,000 8,600 23,333 97,767 50,000 50,000
Total Expenditures 233,911$ 214,965$ 255,604$ 377,694$ 327,329$ 335,302$
Personnel Services - FTE 2019 2020 2021 2022 2023
Neighborhood Services Coordinator 0.70 0.70 0.70 0.70 0.70
Associate Planner 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 0.25 0.25 - - -
Total Personnel 1.95 1.95 1.70 1.70 1.70
Capital Outlay 2022 2023
Public Art 97,767$ 50,000$
Total Capital Outlay 97,767$ 50,000$
Division: Neighborhood Services
Activity: Neighborhood Outreach (610710/610720)
374
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 23,256$ 13,426$ -$ 64,247$ -$ 11,890$
Licenses And Permits
Construction Permit & Inspection Fees 792,248 810,064 1,036,505 920,000 1,040,000 1,040,000
Charges For Fees And Services
Building & Development 25,605 49,481 13,455 40,000 35,000 35,000
Miscellaneous
Intra-City Charges 12,726 40,097 39,996 40,000 40,000 40,000
Other Miscellaneous Revenue 6,261 16,169 2,561 10,000 10,000 10,000
Other Financial Sources
Sale Of Assets - 19 - - - -
Total Revenues 860,096$ 2,939,107$ 1,092,516$ 1,074,247$ 1,125,000$ 1,136,890$
Expenditures:
Personnel 748,819$ 778,579$ 814,959$ 918,965$ 956,693$ 985,394$
Services 100,856 141,770 106,130 152,782 142,776 145,632
Supplies 10,420 8,908 2,838 2,500 5,750 5,865
Capital Outlay - - 23,482 - - -
Total Expenditures 860,096$ 929,257$ 947,409$ 1,074,247$ 1,105,219$ 1,136,890$
Personnel Services - FTE 2019 2020 2021 2022 2023
Building Inspector 5.50 4.50 5.00 5.00 5.00
Housing Assistant 1.00 1.00 1.00 1.00 1.00
Housing Inspector Assistant 0.50 1.50 1.50 1.50 1.50
Neighborhood Services Coordinator 0.30 0.30 0.30 0.30 0.30
Senior Housing Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 8.30 8.30 8.80 8.80 8.80
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 300,000$ 480,412$ 571,000$ 660,250$ 680,058$ 693,659$
Total Revenues 300,000$ 480,412$ 571,000$ 660,250$ 680,058$ 693,659$
Expenditures:
Services 300,000$ 480,412$ 571,000$ 660,250$ 680,058$ 693,659$
Total Expenditures 300,000$ 480,412$ 571,000$ 660,250$ 680,058$ 693,659$
Division: Neighborhood Services
Activity: Housing Inspections (610730/610740)
Division: Neighborhood Services
Activity: Human Services (610820)
375
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Use Of Money And Property
Royalties & Commissions 4,654$ 5,602$ 7,581$ -$ -$ -$
Total Revenues 4,654$ 5,602$ 7,581$ -$ -$ -$
Expenditures:
Personnel 2,830$ 6,411$ 5,667$ -$ -$ -$
Total Expenditures 2,830$ 6,411$ 5,667$ -$ -$ -$
* Iowa City Property Management moved to Fund 2510 starting in fiscal year 2022.
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ -$ -$ 94,595$ 158,872$ 192,678$
Licenses And Permits
General Use Permits 14,183 7,808 10,524 7,810 10,520 10,520
Food & Liquor Licenses 175 130 105 130 110 110
Professional License 2,645 2,330 1,340 2,330 1,340 1,340
Miscellaneous Permits & Licenses 3,005 4,000 1,420 3,020 1,250 1,250
Construction Permit & Inspection Fees 1,316,188 880,667 630,219 814,840 703,010 703,010
Charges For Fees And Services
Building & Development 437,935 279,948 385,858 280,040 301,040 301,040
Miscellaneous
Other Miscellaneous Revenue 3,600 350 7,774 350 8,280 8,280
Other Financial Sources
Sale Of Assets 54 - - - - -
Total Revenues 1,777,784$ 1,175,233$ 1,037,240$ 1,203,115$ 1,184,422$ 1,218,228$
Expenditures:
Personnel 769,460$ 808,669$ 847,162$ 990,361$ 1,011,735$ 1,042,088$
Services 143,016 154,113 121,802 171,088 166,718 170,052
Supplies 8,039 6,674 3,164 18,666 5,969 6,088
Capital Outlay 12,300 - 16,395 23,000 - -
Total Expenditures 932,815$ 969,455$ 988,523$ 1,203,115$ 1,184,422$ 1,218,228$
Personnel Services - FTE 2019 2020 2021 2022 2023
Building Inspector 3.00 3.00 4.00 4.00 4.00
Building Inspector II 1.00 1.00 1.00 1.00 1.00
Development Services Assistant - - 0.50 0.50 0.50
Development Regulation Specialist 1.00 1.00 1.00 1.00 -
Housing Inspector Assistant 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
Senior Building Inspector 1.00 1.00 1.00 1.00 1.00
Total Personnel 7.30 7.30 8.80 8.80 7.80
Capital Outlay 2022 2023
Vehicle 23,000$ -$
Total Capital Outlay 23,000$ -$
Division: Neighborhood Services
Activity: Iowa City Property Management (490100)*
Division: Development Services
Activity: Building Inspection (610610)
376
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 628,742$ 762,600$ 582,425$ 884,768$ 805,821$ 828,338$
Intergovernmental
Federal Intergovernmental Revenue 8,026 - - - - -
Other State Grants 3,333 - - - - -
Charges For Fees And Services
Building & Development 26,315 23,470 26,106 23,470 26,100 26,100
Miscellaneous
Printed Materials 30 13 - - - -
Other Financial Sources
Loans 134 1,494 2,511 - - -
Total Revenues 2,360,860$ 786,083$ 608,531$ 908,238$ 831,921$ 854,438$
Expenditures:
Personnel 454,012$ 505,638$ 537,402$ 558,678$ 587,803$ 605,437$
Services 209,910 277,702 70,730 345,360 241,108 245,930
Supplies 2,659 4,236 2,910 4,200 3,010 3,070
Total Expenditures 666,581$ 787,577$ 611,041$ 908,238$ 831,921$ 854,438$
Personnel Services - FTE 2019 2020 2021 2022 2023
Associate Planner 1.50 1.50 2.00 2.00 3.00
Development Services Coordinator 0.50 0.50 0.50 0.50 0.50
Historic Preservation Planner 0.50 0.50 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 4.00 4.00 4.50 4.50 5.50
Division: Development Services
Activity: Urban Planning (610620)
377
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 336,131$ 409,562$ 388,507$ 403,280$ 414,108$ 426,500$
Miscellaneous
Other Miscellaneous Revenue 513 3,000 555 - 560 -
Total Revenues 336,644$ 412,562$ 389,062$ 403,280$ 414,668$ 426,500$
Expenditures:
Personnel 314,803$ 327,660$ 335,796$ 345,633$ 353,848$ 364,464$
Services 21,763 84,739 53,224 57,447 60,620 61,832
Supplies 79 163 41 200 200 204
Total Expenditures 336,644$ 412,562$ 389,062$ 403,280$ 414,668$ 426,500$
Personnel Services - FTE 2019 2020 2021 2022 2023
Program Assistant - Public 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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy -$ 21,386$ 104,278$ 167,590$ 136,432$ 139,161$
Total Revenues -$ 21,386$ 104,278$ 167,590$ 136,432$ 139,161$
Expenditures:
Services -$ 11,208$ 102,356$ 132,590$ 118,432$ 120,801$
Supplies - 10,178 1,922 35,000 18,000 18,360
Total Expenditures -$ 21,386$ 104,278$ 167,590$ 136,432$ 139,161$
Public Works Department
Division: Public Works Administration
Activity: Public Works Administration (710100)
Division: Public Works Administration
Activity: Public Works Facility (710150)
378
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 771,885$ 992,547$ 1,134,037$ 1,492,765$ 1,498,025$ 1,559,791$
Other City Taxes
Utility Franchise Tax 72,339 66,267 74,558 66,270 74,560 74,560
Licenses And Permits
Construction Permit & Inspection Fees 32,987 52,015 41,235 40,000 40,000 40,000
Charges For Fees And Services
Building & Development 20,384 29,100 15,960 29,100 15,960 15,960
Miscellaneous
Other Miscellaneous Revenue 8,686 14,719 16,069 14,720 16,070 16,070
Printed Materials 64 139 253 140 - -
Intra-City Charges 862,434 889,253 792,565 934,754 1,004,640 1,019,710
Other Financial Sources
Sale Of Assets - 303 9 - - -
Total Revenues 1,768,779$ 2,044,343$ 2,074,685$ 2,577,749$ 2,649,255$ 2,726,091$
Expenditures:
Personnel 1,579,381$ 1,834,692$ 1,872,771$ 2,336,886$ 2,385,088$ 2,456,640$
Services 157,966 199,446 195,467 220,804 244,959 249,858
Supplies 9,183 10,204 5,298 20,059 19,208 19,592
Capital Outlay 22,249 - 1,150 - - -
Total Expenditures 1,768,779$ 2,044,343$ 2,074,685$ 2,577,749$ 2,649,255$ 2,726,091$
Personnel Services - FTE 2019 2020 2021 2022 2023
City Engineer 1.00 1.00 1.00 1.00 1.00
Assistant City Engineer - - 1.00 1.00 1.00
Civil Engineer 2.00 2.00 2.00 2.00 2.00
Public Works Aide - - 1.00 1.00 1.00
Construction Inspector I - - - - 1.00
Construction Inspector II 2.00 2.00 2.00 2.00 2.00
Special Projects Administrator 2.00 2.00 2.00 2.00 2.00
Special Projects Inspector 2.00 2.00 2.00 2.00 1.00
Senior Construction Inspector 1.00 1.00 1.00 1.00 1.00
Senior Engineer 3.00 3.00 3.00 3.00 3.00
Senior 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 - Engineer 1.00 1.00 1.00 1.00 1.00
Total Personnel 16.00 16.00 18.00 18.00 18.00
Division: Engineering Services
Activity: Engineering Services (710200)
379
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
Property Taxes 3,432,534$ 3,521,269$ 3,980,460$ 4,009,714$ 3,992,783$ 3,992,783$
Other City Taxes
Gas/Electric Excise Tax 39,197 40,626 38,785 38,566 41,817 41,817
Mobile Home Tax 3,426 3,073 3,795 3,070 3,790 3,790
Intergovernmental
Property Tax Credits 89,063 88,564 91,248 90,762 72,609 54,457
Total Revenues 3,564,219$ 3,653,533$ 4,114,288$ 4,142,112$ 4,110,999$ 4,092,847$
Expenditures:
Personnel 324,128$ 341,728$ 352,909$ 357,300$ 399,514$ 411,499$
Services 4,048 5,172 6,306 5,409 6,449 6,578
Supplies - 255 956 255 450 459
Total Expenditures 328,176$ 347,156$ 360,172$ 362,964$ 406,413$ 418,536$
Personnel Services - FTE 2019 2020 2021 2022 2023
Transportation Services Director 1.00 1.00 1.00 1.00 1.00
Associate Director -Transportation Services 1.00 1.00 1.00 1.00 1.00
Total Personnel 2.00 2.00 2.00 2.00 2.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projection
Revenues:
General Revenues Subsidy 284,605$ 249,667$ 242,851$ 274,486$ 280,477$ 275,756$
Licenses And Permits
General Use Permits 7,230 5,400 5,400 5,400 5,400 5,400
Other Financial Sources
Sale Of Assets 5,763 346 - - - -
Total Revenues 297,598$ 255,413$ 248,251$ 279,886$ 285,877$ 281,156$
Expenditures:
Personnel 85,022$ 75,786$ 80,106$ 74,433$ 98,544$ 101,501$
Services 208,149 177,845 166,157 196,953 172,029 175,470
Supplies 4,427 1,782 1,988 8,500 4,104 4,186
Capital Outlay - - - - 11,200 -
Total Expenditures 297,598$ 255,413$ 248,251$ 279,886$ 285,877$ 281,156$
Personnel Services - FTE 2019 2020 2021 2022 2022
M. W. II - CBD 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Capital Outlay 2022 2023
Sweeper -$ 11,200$
Total Capital Outlay -$ 11,200$
Transportation Services Department
Division: Transportation Services Admin
Activity: CBD Maintenance Operations (810200)
Division: Transportation Services Admin
Activity: Transportation Services Admin (810100)
380
SPECIAL REVENUE FUNDS
Community Development Block Grant
HOME Grant
Road Use Tax
Other Shared Revenue
Metropolitan Planning Organization of
Johnson County (MPO)
Employee Benefits
Emergency Levy
Affordable Housing
Iowa City Property Management
Tax Increment Financing (TIF) Districts
Self-Supporting Municipal Improvement
District (SSMID) - Downtown
F
Y
2
0
2
3
381
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.
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.
Fund Balance:
The CDBG fund has a budgeted ending fund balance of $100,304 in fiscal year 2023
versus an estimated ending fund balance of $48 ,404 in fiscal year 2022. This is an
increase of $51,900. The in crease is due to the repayment of CDBG loans.
Revenues:
85.3% of revenue comes from Federal grants, with most of the remainder from loan
repayments. Federal grant revenue is budgeted to decrease from $1,081,593 in fiscal
year 2022 to an estimated $731,974 in fiscal year 2023, a decrease of 32.2%. This is
primarily due to the receipt of CARES Act funds in fiscal year 2022.
Expenditures:
Fiscal year 2023 expenditures represent a 26.3% decline from fiscal year 2022. This
reduction is primarily due the expenditure of the CARES Act funds in fiscal year 2022.
382
2019 2020 2021 2022 2023 2024
Actual Actuals Actuals Revised Budget Projected
Fund Balance, July 1 (25,935)$ -$ (17,210)$ 19,924$ 48,404$ 100,304$
Revenues:
Use Of Money And Property
Interest Revenues 18,222$ 17,268$ 16,044$ 17,265$ 16,000$ 16,000$
Intergovernmental
Federal Intergovernmental Revenue 628,824 522,608 1,237,016 1,081,593 731,974 731,974
Miscellaneous
Other Miscellaneous Revenue 3,021 6,336 4,898 16,340 14,900 14,900
Other Financial Sources
Loans 108,867 150,718 173,690 95,000 95,000 95,000
Total Revenues 758,935$ 696,930$ 1,431,648$ 1,210,198$ 857,874$ 857,874$
Transfers In:
Transfers In-Govt Activities 2,700$ -$ -$ -$ -$ -$
Sub-Total Transfers In 2,700$ -$ -$ -$ -$ -$
Total Revenues & Transfers In 761,635$ 696,930$ 1,431,648$ 1,210,198$ 857,874$ 857,874$
Expenditures:
Personnel 153,909$ 146,947$ 165,946$ 190,552$ 196,869$ 202,775$
Services 472,227 561,438 1,087,192 902,939 608,855 621,032
Supplies 1,880 2,421 91 250 250 255
Sub-Total Expenditures 628,016 710,805 1,253,229 1,093,741 805,974 824,062
Transfers Out:
Miscellaneous Transfers Out 107,684 3,335 141,285 87,976 - -
Sub-Total Transfers Out 107,684 3,335 141,285 87,976 - -
Total Expenditures & Transfers Out 735,700$ 714,141$ 1,394,514$ 1,181,718$ 805,974$ 824,062$
Fund Balance, June 30 -$ (17,210)$ 19,924$ 48,404$ 100,304$ 134,116$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ (17,210)$ 19,924$ 48,404$ 100,304$ 134,116$
% of Revenues 0%-2%1%4%12%16%
CDBG (2100)
Fund Summary
383
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.
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
Fund Balance:
Budgeted fund balance at the end of fiscal year 2023 is $276,619 which is an 87.4%
increase from the fiscal year 2022 revised estimate . This is due to the budgeted
repayment and reallocation of prior of HOME loans.
Revenues:
81.8% 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 202 3 by $2,237,034 or 81.9% from fiscal year 2022 due to American
Rescue Plan Act funds expected to be received in fiscal year 2022.
Expenditures:
Fiscal year 2023 expenditures represent an 82.7% decrease from the fiscal year 2022
estimate. This decrease is primarily due to the expenditure of the American Rescue
Plan Act funds received in fiscal year 2022.
384
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 191,819$ -$ (37,397)$ 4,433$ 147,625$ 276,619$
Revenues:
Use Of Money And Property
Interest Revenues 17,706$ 16,070$ 16,354$ 16,070$ 16,310$ 16,310$
Intergovernmental
Federal Intergovernmental Revenue 502,997 745,655 141,035 2,731,388 494,354 494,354
Miscellaneous
Other Miscellaneous Revenue 2,297 1,251 - 25,000 17,000 17,000
Other Financial Sources
Loans 191,103 127,281 165,799 112,500 76,500 76,500
Total Revenues 714,103$ 890,256$ 323,187$ 2,884,958$ 604,164$ 604,164$
Expenditures:
Personnel 42,629$ 92,465$ 65,668$ 324,847$ 51,587$ 53,135$
Services 756,725 771,625 215,689 2,416,919 423,583 432,055
Supplies 98 - - - - -
Sub-Total Expenditures 799,452 864,090 281,357 2,741,766 475,170 485,189
Transfers Out:
Miscellaneous Transfers Out 106,470 63,564 - - - -
Sub-Total Transfers Out 106,470 63,564 - - - -
Total Expenditures & Transfers Out 905,922$ 927,653$ 281,357$ 2,741,766$ 475,170$ 485,189$
Fund Balance, June 30 -$ (37,397)$ 4,433$ 147,625$ 276,619$ 395,594$
Restricted / Committed /Assigned - - - -
Unassigned Balance -$ (37,397)$ 4,433$ 147,625$ 276,619$ 395,594$
% of Revenues & Transfers In 0%-4%1%5%46%65%
HOME Grant (2110)
Fund Summary
385
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, streetlights, traffic
signs and signals, snow removal, street cleaning, right-of-way maintenance, etc.
Fund Balance:
Road Use Tax Fund’s fund balance on June 30, 2022 is projected to be $4,136,788, a decrease
of $268,528 or 6.1 % from the fiscal year 2021 year-end balance. This decrease is primarily due
to a decrease in Road Use Tax revenue stemming from COVID-19 and an increase in transfers
out for Capital Projects.
The fiscal year 2023 estimated fund balance is budgeted to decrease by another $282,891 to
$3,853,897. This decrease is a result of increased expenditures within Streets System
Maintenance and an additional position added within Traffic Engineering.
(1) FY22 - FY24 figures are estimates.
The Road Use Tax Fund borrowed $1.4 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 6/30/22
Total
Payment
FY23
FY23
Principal
FY23
Interest
2019 Public Works
Facility Loan 6/30/2019 $ 1,400,000 2036 $ 1,200,106 $ 93,172 $ 75,687 $ 17,485
386
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 202 3, Road Use Tax Fund reve nue s are projected to be over $9.39 million, which
is a 2.47 % in crease over the fiscal year 2022 estimated revenue. Road Use Tax Fund
revenues are expected to take a slight decrease during fiscal year 2022 due to the COVID-19
pandemic. We are expecting the revenues to bounce back in fiscal year 2023, with a slight
increase budgeted as a result of the 2020 census. Road Use Tax shared revenue represents
98.5% of the revenue in the Road Use Tax Fund.
Expenditures:
Fiscal year 2023 budgeted expenditures, excluding transfers out, are higher than fiscal year
2022 expenditures by 6.2%. This in crease is primarily due to an in crease in Traffic Engineering
expenditures particularly in capital outlay and a new position and an increase in expenditures in
Streets System Maintenance vehicle chargebacks.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2019 Actual 2020 Actual 2021 Actual 2022 Revised 2023 Budget 2024 Projected
Revenue Trends
Intergovernmental Charges for Services Miscellaneous Other Financial Sources
387
Long-term Projections:
Future revenues for the Road Use Tax Fund are projected to increase only 1% each year. The
City’s population has grown substantially since the last census, but revenue growth is being
projected conservatively until a more definitive pattern develops.
Future expenditures are projected with the assumptions that personnel related expenditures will
grow at a 3% rate annually and services and supplies will grow at a 2% rate annually.
The structural deficit in the Road Use Tax fund persists despite the revenue growth, because
there has also been substantial growth in the operating expenditures. The fund deficit may
have to be addressed through expenditure or capital funding cuts at some point in the future.
388
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,893,383$ 3,363,436$ 3,547,923$ 4,405,316$ 4,136,788$ 3,853,897$
Revenues:
Intergovernmental
Disaster Assistance -$ -$ 721$ -$ -$ -$
Road Use Tax 8,820,138 9,163,303 10,076,978 9,163,300 9,390,000 9,483,900
Charges For Fees And Services
Building & Development 37,814 68,359 69,020 40,000 70,000 70,000
Miscellaneous
Other Miscellaneous Revenue 97,569 111,460 94,084 90,200 71,340 71,340
Other Financial Sources
Sale Of Assets 426 - 273 - - -
Sub-Total Revenues 8,955,947 9,343,122 10,241,077 9,293,500 9,531,340 9,625,240
Transfers In:
Transfers In-Govt Activities 451,026 507,510 622,374 631,319 645,524 645,524
Sub-Total Transfers In 451,026 507,510 622,374 631,319 645,524 645,524
Total Revenues & Transfers In 9,406,973$ 9,850,631$ 10,863,451$ 9,924,819$ 10,176,864$ 10,270,764$
Expenditures:
Road Use Tax Administration 83,316$ 124,389$ 103,093$ 101,787$ 101,016$ 103,036$
Sidewalk Inspection 121,711 93,923 112,300 130,878 153,752 154,661
Traffic Engineering 1,563,535 1,391,771 1,310,543 1,398,923 1,509,460 1,416,606
Streets System Maintenance 4,885,145 4,931,255 5,296,935 5,223,821 5,515,032 5,656,366
Sub-Total Expenditures 6,653,708 6,541,337 6,822,871 6,855,409 7,279,259 7,330,670
Transfers Out:
Capital Projects Fund 2,954,873 2,707,360 2,702,664 2,832,000 2,697,000 2,697,000
Interfund Loan Repayment to Landfill - 51,881 73,452 74,561 75,687 76,786
Miscellaneous Transfers Out 328,340 365,566 407,072 431,377 407,809 420,043
Sub-Total Transfers Out 3,283,213 3,124,807 3,183,188 3,337,938 3,180,496 3,193,829
Total Expenditures & Transfers Out 9,936,921$ 9,666,144$ 10,006,059$ 10,193,347$ 10,459,755$ 10,524,499$
Fund Balance, June 30 3,363,436$ 3,547,923$ 4,405,316$ 4,136,788$ 3,853,897$ 3,600,162$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,363,436$ 3,547,923$ 4,405,316$ 4,136,788$ 3,853,897$ 3,600,162$
% of Revenues & Transfers In 36%36%41%42%38%35%
Road Use Tax (2200)
Fund Summary
389
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Road Use Tax 8,820,138$ 9,163,303$ 10,076,978$ 9,163,300$ 9,390,000$ 9,483,900$
Transfers In-Govt Activities 451,026 507,510 622,374 631,319 645,524 645,524
Total Revenues & Transfers In 9,271,164$ 9,670,813$ 10,699,353$ 9,794,619$ 10,035,524$ 10,129,424$
Expenditures:
Services 83,316$ 124,389$ 103,093$ 101,787$ 101,016$ 103,036$
Total Expenditures 83,316$ 124,389$ 103,093$ 101,787$ 101,016$ 103,036$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Building & Development 37,814$ 68,359$ 69,020$ 40,000$ 70,000$ 70,000$
Total Revenues 37,814$ 68,359$ 69,020$ 40,000$ 70,000$ 70,000$
Expenditures:
Personnel 11,933$ 12,719$ 12,547$ 23,136$ 23,418$ 24,121$
Services 6,736 3,204 4,375 12,298 9,012 9,192
Supplies 435 313 - 444 1,322 1,348
Capital Outlay 102,607 77,686 95,379 95,000 120,000 120,000
Total Expenditures 121,711$ 93,923$ 112,300$ 130,878$ 153,752$ 154,661$
Capital Outlay 2023 2023
Sidewalk And R.O.W. Repairs 95,000$ 120,000$
Total Capital Outlay 95,000$ 120,000$
Division: Streets Operations
Activity: Road Use Tax Administration (710310)
Division: Streets Operations
Activity: Sidewalk Inspection (710220)
390
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Miscellaneous Revenue 41,386$ 40,690$ 53,653$ 29,480$ 30,940$ 30,940$
Other Financial Sources
Sale Of Assets 426 - - - - -
Total Revenues 41,812$ 40,690$ 53,653$ 29,480$ 30,940$ 30,940$
Expenditures:
Personnel 501,177$ 533,051$ 568,860$ 636,953$ 645,714$ 665,085$
Services 440,297 489,968 473,148 472,951 501,791 511,827
Supplies 224,797 134,056 149,896 167,019 136,955 139,694
Capital Outlay 397,265 234,697 118,639 122,000 225,000 100,000
Total Expenditures 1,563,535$ 1,391,771$ 1,310,543$ 1,398,923$ 1,509,460$ 1,416,606$
Personnel Services - FTE 2019 2020 2021 2022 2023
Electrician - Traffic Eng 2.00 2.00 2.00 2.00 3.00
Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 4.00
Capital Outlay 2022 2023
Paint Truck -$ 140,000$
Sign Cutter 10,000 -
Street Light Bases 30,000 -
Traffic Signal Equipment 82,000 85,000
Total Capital Outlay 122,000$ 225,000$
Division: Streets Operations
Activity: Traffic Engineering (710320)
391
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Disaster Assistance -$ -$ 721$ -$ -$ -$
Miscellaneous
Other Miscellaneous Revenue 56,183 70,770 40,431 60,720 40,400 40,400
Other Financial Sources
Sale Of Assets - - 273 - - -
Total Revenues 56,183$ 70,770$ 41,426$ 60,720$ 40,400$ 40,400$
Expenditures:
Personnel 2,585,629$ 2,598,069$ 2,608,449$ 2,724,899$ 2,847,378$ 2,932,799$
Services 1,539,614 1,446,504 1,837,848 1,739,255 1,933,123 1,971,785
Supplies 718,833 754,963 696,876 737,667 712,531 726,782
Capital Outlay 41,069 131,718 153,762 22,000 22,000 25,000
Total Expenditures 4,885,145$ 4,931,255$ 5,296,935$ 5,223,821$ 5,515,032$ 5,656,366$
Personnel Services - FTE 2019 2020 2021 2022 2023
Assistant Streets Superintendent 1.00 1.00 1.00 1.00 1.00
M.W. II - Signs 1.00 - - - -
M.W. I - Streets 8.00 8.00 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 1.00 1.00 1.00
Sr Clerk/Typist - Streets 1.00 1.00 1.00 1.00 1.00
Sr M.W. - Streets 2.00 2.00 2.00 2.00 2.00
Streets Superintendent 1.00 1.00 1.00 1.00 1.00
Total Personnel 29.00 29.00 29.00 29.00 29.00
Capital Outlay 2022 2023
Claw Bucket -$ 22,000$
Message Board 22,000 -
Total Capital Outlay 22,000$ 22,000$
Division: Streets Operations
Activity: Streets System Maintenance (710330)
392
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), Invest
Health, and American Rescue Plan Act (ARPA). 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. This grant is
expected to be completed in fiscal year 2021.
• 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. This grant was completed in fiscal year 2018.
The American Rescue Plan Act (ARPA) funds are being housed within this fund. On March 11,
2021, President Biden signed the American Rescue Plan Act (ARPA) into law. This legislation
established the Coronavirus State and Local Fiscal Recovery Fund (SLFRF), which provides
significant resources to state, local, territorial, and Tribal governments to support urgent COVID-
19 response efforts, replace lost public sector revenue and restore service levels, support
immediate financial stabilization for households and businesses, and address public health and
economic challenges caused by the pandemic and that have disproportionately impacted
certain populations.
The U.S. Treasury has allocated $18.3 million to the City of Iowa City. The City received
approximately half of this amount in May 2021 and anticipates receiving the remaining balance
around May 2022. SLFRF dollars are intended to both address emergency stabilization needs
and help localities make long-term, transformative investments (especially in underserved
populations) through careful planning and extensive public input.
393
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,968$ (17,584)$ 2,639$ 8,813,344$ (5,194)$ (5,194)$
Revenues:
Intergovernmental
Federal Intergovernmental Revenue -$ 12,500$ 9,162,595$ 9,994,457$ -$ -$
Disaster Assistance - - - 27,043 - -
Miscellaneous
Contributions & Donations 8,333 - - - - -
Sub-Total Revenues 8,333 12,500 9,162,595 10,021,499 - -
Transfers In:
Miscellaneous Transfers In - 9,533 - 35,536 - -
Sub-Total Transfers In - 9,533 - 35,536 - -
Total Revenues & Transfers In 8,333$ 22,033$ 9,162,595$ 10,057,035$ -$ -$
Expenditures:
Personnel 2,634$ 458$ -$ -$ -$ -$
Services 26,554 1,351 351,891 18,625,573 - -
Supplies 697 - - - - -
Capital Outlay - - - 250,000 - -
Sub-Total Expenditures 29,885 1,810 351,891 18,875,573 - -
Total Expenditures 29,885$ 1,810$ 351,891$ 18,875,573$ -$ -$
Fund Balance, June 30 (17,584)$ 2,639$ 8,813,344$ (5,194)$ (5,194)$ (5,194)$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (17,584)$ 2,639$ 8,813,344$ (5,194)$ (5,194)$ (5,194)$
% of Revenues & Transfers In -211%300%300%200%100%400%
Other Shared Revenue (2300)
Fund Summary
394
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 MPO JC’s
other government members in Johnson County and from State of Iowa grants.
Fund Balance:
The MPOJC’s fund balance is expected to slightly decrease by $54,125 or 12.55% fiscal
year 2023. The decrease is primarily due to revenues are projected to decline while
expenditures are projected to increase.
Revenues:
Revenues and transfers in for fiscal year 2023 are expected to decrease by $15,110 or
1.9% due a decrease in transfers-in from the General Fund and Road Use Tax Fund
totaling $13,332.
Expenditures:
Expenditures are budgeted higher in fiscal year 2023 by $31,941 or 3.9%. Personnel
expenditures account for most of that growth totaling $23,583 and Supplies expenditure
growth accounts for most of the remainder totaling $6,054.
395
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 262,063$ 354,968$ 434,367$ 438,462$ 431,378$ 377,253$
Revenues:
Use Of Money And Property
Interest Revenues 6,613$ 5,891$ 1,842$ 4,000$ 1,840$ 1,840$
Intergovernmental
Federal Intergovernmental Revenue 230,000 230,000 230,000 230,000 230,000 230,000
Local 28E Agreements 135,308 147,187 153,614 154,796 155,188 170,707
Miscellaneous
Other Miscellaneous Revenue 6,550 10,529 - 5,500 5,500 5,500
Other Financial Sources
Sale Of Assets 32 - - - - -
Sub-Total Revenues 378,503 393,607 385,456 394,296 392,528 408,047
Transfers In:
Transfer-In from General Fund and RUT 333,028 352,210 378,577 412,371 399,039 411,010
Sub-Total Transfers In 333,028 352,210 378,577 412,371 399,039 411,010
Total Revenues & Transfers In 711,530$ 745,817$ 764,033$ 806,667$ 791,567$ 819,057$
Expenditures:
Metro Planning Org of Johnson County 618,626$ 666,417$ 759,938$ 813,751$ 845,692$ 869,508$
Total Expenditures 618,626$ 666,417$ 759,938$ 813,751$ 845,692$ 869,508$
Fund Balance, June 30 354,968$ 434,367$ 438,462$ 431,378$ 377,253$ 326,802$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 354,968$ 434,367$ 438,462$ 431,378$ 377,253$ 326,802$
% of Revenues and Transfers In 50%58%57%53%48%40%
Metro Planning Organization of Johnson County (2350)
Fund Summary
396
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 6,613$ 5,891$ 1,842$ 4,000$ 1,840$ 1,840$
Intergovernmental
Federal Intergovernmental Revenue 230,000 230,000 230,000 230,000 230,000 230,000
Local 28E Agreements 135,308 147,187 153,614 154,796 155,188 170,707
Miscellaneous
Other Miscellaneous Revenue 6,550 10,529 - 5,500 5,500 5,500
Other Financial Sources
Sale Of Assets 32 - - - - -
Transfer-In from General Fund and RUT 333,028 352,210 378,577 412,371 399,039 411,010
Total Revenues & Transfers In 711,530$ 745,817$ 764,033$ 806,667$ 791,567$ 819,057$
Expenditures:
Personnel 495,221$ 547,022$ 621,020$ 666,629$ 690,212$ 710,918$
Services 120,183 108,173 125,281 135,981 138,285 141,051
Supplies 3,221 11,223 13,637 11,141 17,195 17,539
Total Expenditures 618,626$ 666,417$ 759,938$ 813,751$ 845,692$ 869,508$
Personnel Services - FTE 2019 2020 2021 2022 2023
Administrative Secretary 0.20 0.20 - - -
Development Services Assistant - - 0.20 0.20 0.20
Associate Planner 3.00 3.00 3.00 3.00 3.00
Sr. Associate Planner 1.00 1.00 1.00 1.00 1.00
MPO Director 1.00 1.00 1.00 1.00 1.00
Total Personnel 5.20 5.20 5.20 5.20 5.20
Division: Metro Planning Org of Jo Co
Activity: Metro Planning Org of Jo Co (610810)
397
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 of Iowa 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.
Fund Balance:
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, fund
reserves will be utilized to prevent a spike in the tax levy in any given year from such
claims. For this reason, fund balance is recommended to be between 25% and 35% of
total fund revenues. The fund balances versus revenues since fiscal year 2019 are as
follows:
Employee
Benefits
Fund
2019
Actual
2020
Actual
2021
Actual
2022
Revised
2023
Budget
2024
Projected
Revenues $ 12,845,423 $ 12,798,747 $ 14,799,472 $ 14,901,826 $ 14,842,546 $ 14,778,647
Fund Balance $ 3,954,489 $ 3,584,853 $ 3,630,989 $ 3,955,250 $ 3,956,051 $ 3,864,450
Percentage 30.79% 28.01% 24.53% 26.54% 26.65% 26.15%
Revenues:
The Employee Benefits property tax levy rate for fiscal year 2023 is $3.34415 per $1,000
of valuation. There is no change in the Employee Benefits property tax levy rate from
fiscal year 2022. Property tax revenues make up nearly 95% of the Employee Benefits
Fund’s revenues. Property tax revenue shrunk by $59,601 or 0.42% from fiscal year
2022 to fiscal year 2023.
398
Expenditures:
Transfers out to the General Fund and the Road Use Tax Fund for employee benefit
costs totals $13,446,978 in fiscal year 2023. This accounts for more than 90% of the
fund’s expenditures in fiscal year 2023, and they grew by $295,899 or 2.24% over fiscal
year 2022.
Long-term Projections:
Employee Benefits revenue is heavily dependent upon property tax revenues. Property
tax revenues are estimated to have 0% increase in fiscal year 2024 and to increase by
3.00% in fiscal years 2025 and later.
Future expenditures are projected with the assumptions that personnel related
expenditures will grow at a 3% rate annually and services will grow at a 2% rate
annually. A large proportion of expenditures for the Employee Benefits Fund is the
transfers out to the General Fund and Road Use Tax Fund to cover personnel benefits
expense. These transfers are projected to grow at the same level as the property tax
revenues.
399
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,847,078$ 3,954,489$ 3,584,853$ 3,630,989$ 3,955,250$ 3,956,051$
Revenues:
Property Taxes 12,083,012$ 12,025,846$ 14,011,849$ 14,114,827$ 14,055,226$ 14,055,226$
Other City Taxes
Gas/Electric Excise Tax 137,980 138,734 136,530 135,772 147,203 147,203
Mobile Home Tax 12,059 10,500 13,357 10,500 13,360 13,360
Intergovernmental
Property Tax Credits 313,515 302,438 321,208 319,497 255,597 191,698
State 28E Agreements 298,858 321,229 316,527 321,230 371,160 371,160
Total Revenues 12,845,423$ 12,798,747$ 14,799,472$ 14,901,826$ 14,842,546$ 14,778,647$
Expenditures:
General Government Employee Benefits 375,122$ 380,748$ 417,434$ 374,012$ 430,794$ 440,017$
Public Safety Employee Benefits 431,659 1,000,154 1,372,898 1,052,474 963,973 983,252
Sub-Total Expenditures 806,781 1,380,902 1,790,332 1,426,486 1,394,767 1,423,269
Transfers Out:
Employee Benefits Levy 10,931,231 11,787,481 12,963,004 13,151,079 13,446,978 13,446,978
Sub-Total Transfers Out 10,931,231 11,787,481 12,963,004 13,151,079 13,446,978 13,446,978
Total Expenditures & Transfers Out 11,738,012$ 13,168,383$ 14,753,336$ 14,577,565$ 14,841,745$ 14,870,247$
Fund Balance, June 30 3,954,489$ 3,584,853$ 3,630,989$ 3,955,250$ 3,956,051$ 3,864,450$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,954,489$ 3,584,853$ 3,630,989$ 3,955,250$ 3,956,051$ 3,864,450$
% of Revenues 31%28%25%27%27%26%
Employee Benefits (2400)
Fund Summary
400
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Property Taxes 12,083,012$ 12,025,846$ 14,011,849$ 14,114,827$ 14,055,226$ 14,055,226$
Other City Taxes
Gas/Electric Excise Tax 137,980 138,734 136,530 135,772 147,203 147,203
Mobile Home Tax 12,059 10,500 13,357 10,500 13,360 13,360
Intergovernmental
Property Tax Credits 313,515 302,438 321,208 319,497 255,597 191,698
Total Revenues 12,546,565$ 12,477,518$ 14,482,945$ 14,580,596$ 14,471,386$ 14,407,487$
Expenditures:
Personnel 50,496$ 51,933$ 54,180$ 57,356$ 60,707$ 62,528$
Services 324,626 328,815 363,254 316,656 370,087 377,489
Total Expenditures 375,122$ 380,748$ 417,434$ 374,012$ 430,794$ 440,017$
Personnel Services - FTE 2019 2020 2021 2022 2023
Administrative Secretary 0.50 - - - -
Risk & Finance Assistant - 0.50 0.50 0.50 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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
State 28E Agreements 298,858$ 321,229$ 316,527$ 321,230$ 371,160$ 371,160$
Total Revenues 298,858$ 321,229$ 316,527$ 321,230$ 371,160$ 371,160$
Expenditures:
Services 431,659$ 1,000,154$ 1,372,898$ 1,052,474$ 963,973$ 983,252$
Total Expenditures 431,659$ 1,000,154$ 1,372,898$ 1,052,474$ 963,973$ 983,252$
Finance Department
Division: Finance Administration
Activity: Public Safety Employee Benefits (310650 - 310660)
Division: Finance Administration
Activity: General Government Employee Benefits (310640)
401
EMERGENCY LEVY FUND
The Emergency Levy Fund accounts for the collection and disbursement of the
Emergency property tax levy.
Legal authority for the fund is established by Iowa State Code chapter 384.13 which
provides authority for municipalities to establish an emergency fund and certify a property
tax levy not to exceed $.27 per $1,000 of valuation. The City must be at its General Fund
property tax levy limit of $8.10 for the City to be able to utilize the Emergency levy.
On August 6, 2019, the City Council declared a climate crisis for the City and accelerated
the City’s goals for carbon emission reduction to reach net-zero emissions by the year
2050. As a result of this declaration, the City Council has accepted an action plan in their
effort to accomplish this goal.
The Emergency property tax levy is being utilized to enhance and support efforts to reduce
carbon emissions city-wide and within City operations. The Emergency property tax levy
is being utilized in fiscal year 2023 for climate action purposes and is being set at $.20 per
$1,000 of valuation. This is expected to generate approximately $850,000 in revenue to
be utilized to help the City meet its climate action goals. The levy rate is $.04 than the
levy rate in fiscal year 2022 of $.24.
402
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ 2,613$ 794,225$ 408,173$ 408,173$
Revenues:
Property Taxes -$ 2,603$ 1,005,590$ 1,012,980$ 840,586$ 840,586$
Other City Taxes
Gas/Electric Excise Tax - - 9,798 9,743 8,803 8,803
Mobile Home Tax - 10 959 500 960 -
Intergovernmental
Property Tax Credits - - 23,052 22,929 18,343 13,757
Total Revenues -$ 2,613$ 1,039,399$ 1,046,152$ 868,692$ 863,146$
Expenditures:
Personnel -$ -$ -$ 2,342$ 2,692$ 2,773$
Services - - 82,009 356,409 227,500 232,050
Supplies - - 65,777 147,800 113,500 115,770
Capital Outlay - - - 575,653 175,000 175,000
Sub-Total Expenditures - - 147,787 1,082,204 518,692 525,593
Transfers Out:
Capital Projects Fund - - 100,000 350,000 350,000 350,000
Sub-Total Transfers Out - - 100,000 350,000 350,000 350,000
Total Expenditures & Transfers Out -$ -$ 247,787$ 1,432,204$ 868,692$ 875,593$
Fund Balance, June 30 -$ 2,613$ 794,225$ 408,173$ 408,173$ 395,727$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 2,613$ 794,225$ 408,173$ 408,173$ 395,727$
% of Revenues 0%100%76%39%47%46%
Emergency Levy (2450)
Fund Summary
403
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 contribute $1,000,000 to create the City’s Affordable Housing Fund.
In fiscal year 2018, the City contributed $650,000 to the Affordable Housing Fund. In
fiscal years 2019 through 2022, the City has contributed $1,000,000 per year to this fund
from the General Fund. Another $1,000,000 is budgeted in fiscal year 2023.
Prior to fiscal year 2020, City Council had directed that affordable housing funds to be
split three 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.
Starting in fiscal year 2020, City Council changed the allocation of the Affordable
Housing Fund as follows:
1)70% to the Housing Trust Fund, which includes the LIHTC set-aside.
2)7.5% to an Opportunity Fund
3)7.5% to the Healthy Homes program
4)10% to programs to help tenants secure housing. (70% is dedicated to a
security deposit program and 30% to a landlord risk mitigation fund)
5)5% will be reserved for emergent situations. If balance at end of year,
converts to the Opportunity Fund.
This fund has also received developer contributions for housing developments in the
Riverfront Crossings District. As a result of the inclusionary zoning code in this district,
developers must provide affordable housing units in new developments or they may
make contributions into this fund instead. Over $2,500,000 in contributions have been
made into the Affordable Housing Fund as a result of these zoning code provisions.
These funds must be used in the Riverfront Crossings District.
In fiscal years 2022 and 202 3, the ending fund balances are projected to be $3,598,374 .
Fund balance represents a combination of unspent developer contributions from the
Riverfront Crossings District and accumulated City contributions.
404
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,208,851$ 1,635,738$ 1,622,344$ 3,598,374$ 3,598,374$ 3,598,374$
Revenues:
Use Of Money And Property
Interest Revenues 17,949$ 25,861$ 10,246$ -$ -$ -$
Intergovernmental
Federal Intergovernmental Revenue - - 8,100 - - -
Disaster Assistance - - 2,700 - - -
Charges for Fees & Services
Building & Development 404,360 (52,476) 1,805,648 - - -
Other Financial Sources
Loans - - 9,844 - - -
Sub-Total Revenues 422,309 (26,615) 1,836,537 - - -
Transfers In:
Transfer-In from General Fund 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Sub-Total Transfers In 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Total Revenues & Transfers In 1,422,309$ 973,385$ 2,836,537$ 1,000,000$ 1,000,000$ 1,000,000$
Expenditures:
Services 995,422$ 782,779$ 826,295$ 850,000$ 850,000$ 850,000$
Capital Outlay - - 34,212 150,000 150,000 150,000
Sub-Total Expenditures 995,422 782,779 860,507 1,000,000 1,000,000 1,000,000
Transfers Out:
Capital Projects Fund -$ 204,000$ -$ -$ -$ -$
Sub-Total Transfers Out - 204,000 - - - -
Total Expenditures 995,422$ 986,779$ 860,507$ 1,000,000$ 1,000,000$ 1,000,000$
Fund Balance, June 30 1,635,738$ 1,622,344$ 3,598,374$ 3,598,374$ 3,598,374$ 3,598,374$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,635,738$ 1,622,344$ 3,598,374$ 3,598,374$ 3,598,374$ 3,598,374$
% of Revenues 387% 300% 300% 200%100%400%
Affordable Housing (2500)
Fund Summary
405
IOWA CITY PROPERTY MANAGEMENT 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 and are known as the Peninsula
Apartments.
Funding for the Peninsula Apartments 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, 2022 will be
$52,268. The final payment on this loan is in June 2025.
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.
In fiscal year 2017, the City entered into a public-private partnership with a developer to
construct a 126-unit apartment building and a 117-space parking ramp in the City Hall
parking lot. The apartment building is known as the Augusta Place. From that
development, the City purchased 60 of the parking spaces and six one-bedroom rental
units. The sale of the six rental units was complete in fiscal year 2020.
In fiscal year 2022, the City purchased eight townhouses and duplexes in the South
District with the intent of eventually converting each rental until to an owner-occupied
unit. While the units remain occupied with tenants, rents and expenses to maintain the
units will be housed within this fund until such time that the units are vacated. At this
time, expenses for renovations of the units and sale of the units will be transferred to the
General Fund.
The Iowa City Property Management Fund accounts for the operations of the City-owned
rental units in these three developments. Each development pays 9% of its gross rents
towards administration which is accounted for in the Iowa City Property Management
activity.
Fund Balance: The fiscal year 2023 ending fund balance is projected at $291,965. The
fund’s current fund balance level is necessary to be able cover the $210,784 loan
balloon payment due in fiscal year 2025.
406
Revenues: Rental income is projected at $239,323 in fiscal year 2023, an increase of
87% from fiscal year 202 2. This is primarily due to the addition of the South District
units.
Expenditures: Expenditures are budgeted to grow by $151,469 or 209.8% in fiscal year
2023 primarily due to the same reason as the revenue growth.
407
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 192,000$ 207,222$ 212,153$ 220,552$ 276,298$ 291,965$
Revenues:
Use Of Money And Property
Interest Revenues 4,374$ 3,253$ 928$ 2,000$ 1,000$ 1,000$
Rents 66,431 62,244 84,234 115,534 218,645 218,645
Royalties & Commissions - - - 10,399 19,678 19,678
Total Revenues 70,805$ 65,497$ 85,162$ 127,933$ 239,323$ 239,323$
Expenditures:
Iowa City Property Management -$ -$ -$ 10,399$ 19,678$ 19,678$
Peninsula Apartments 55,583 60,567 71,433 57,212 71,941 73,052
Augusta Place Apartments - - 5,329 4,576 28,312 28,878
South District Townhomes - - - - 103,725 79,400
Total Expenditures 55,583$ 60,567$ 76,763$ 72,187$ 223,656$ 201,008$
Fund Balance, June 30 207,222$ 212,153$ 220,552$ 276,298$ 291,965$ 330,280$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 207,222$ 212,153$ 220,552$ 276,298$ 291,965$ 330,280$
% of Revenues 373%350%287%383%131%164%
Iowa City Property Management (2510)
Fund Summary
408
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.
Urban Renewal Area
Outstanding TIF
Debt Previously
Certified
6/30/2021
TIF Debt
Certified
12/1/21
Estimated
TIF Receipts
FY22
Estimated
TIF Receipts
FY23
Estimated TIF
Debt 6/30/2022
2603 - City-University I (1)35,879,608$ (26,559)$ 3,168,797$ 3,072,887$ 29,611,365$
2604 - Sycamore & 1st Ave (2)750,149 (750,000) 149 - -
2607 - Scott 6 Industrial 1,180 27,640 1,032 27,640 148
2608 - Heinz Road 149 209,003 149 209,003 -
2613 - Moss Green Village 1,988,014 - 13,432 69,865 1,904,717
2614 - Towncrest Area 668,211 - 108,816 49,211 510,184
2615 - Riverside Drive 2,146,026 - 417,165 424,302 1,304,559
2616 - Foster Road 6,136,242 339 273,800 260,825 5,601,956
Total 47,569,579$ (539,577)$ 3,983,340$ 4,113,733$ 38,932,929$
(1) Does not include estimated reductions from Hotel/Motel Tax rebates for the Hilton Garden Inn
(2) Excess funds collected on Sycamore Mall rebate will be returned to Johnson County.
409
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,525,593$ 977,949$ 783,349$ 1,421,525$ (919,689)$ (775,243)$
Revenues:
Other City Taxes
TIF Revenues 2,564,840$ 3,434,710$ 2,637,854$ 3,983,340$ 4,113,733$ 4,502,220$
Use Of Money And Property
Interest Revenues 33,811 45,238 8,734 - - -
Intergovernmental
Property Tax Credits - - 32,561 - - -
Sub-Total Revenues 2,598,651 3,479,948 2,679,150 3,983,340 4,113,733 4,502,220
Transfers In:
Transfers In 175,780 153,693 51,716 154,000 154,000 154,000
Sub-Total Transfers In 175,780 153,693 51,716 154,000 154,000 154,000
Total Revenues & Transfers In 2,774,431$ 3,633,641$ 2,730,866$ 4,137,340$ 4,267,733$ 4,656,220$
Expenditures By Urban Renewal Area:
City-University I 168,832$ 1,289,291$ 699,472$ 1,754,762$ 1,668,574$ 1,668,574$
Sycamore & 1st Ave - - - 200,000 - 959,892
Scott 6 Industrial - - 27,414 - - -
Heinz Road - - - 250,000 208,967 -
Riverside Drive 249,474 256,501 257,459 256,501 264,196 246,249
Foster Road - - - 150,590 143,454 143,454
Sub-Total Expenditures 418,306 1,545,792 984,345 2,611,853 2,285,191 3,018,169
Transfers Out:
TIF Debt Transfers Out 2,903,769 2,282,448 1,108,346 3,866,701 1,838,096 1,730,552
Sub-Total Transfers Out 2,903,769 2,282,448 1,108,346 3,866,701 1,838,096 1,730,552
Total Expenditures & Transfers Out 3,322,075$ 3,828,241$ 2,092,690$ 6,478,554$ 4,123,287$ 4,748,721$
Fund Balance, June 30 977,949$ 783,349$ 1,421,525$ (919,689)$ (775,243)$ (867,744)$
Restricted / Committed /Assigned 47,651 47,651 47,651 47,651 47,651 47,651
Unassigned Balance 930,298$ 735,698$ 1,373,874$ (967,340)$ (822,894)$ (915,395)$
% of Revenues & Transfers In 34%20%50%-23%-19%-20%
Starting in fiscal year 2018 activity moved from Neighborhood and Development Services Department to Finance Department
Tax Increment Financing (2601 - 2616)
Fund Summary
410
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 (37,619)$ (15,469)$ (586,726)$ 238,918$ (1,761,082)$ (1,761,082)$
Revenues:
Other City Taxes
TIF Revenues 1,362,039$ 2,163,364$ 2,064,940$ 3,168,797$ 3,072,887$ 3,471,768$
Use Of Money And Property
Interest Revenues 33,811 45,238 8,734 - - -
Intergovernmental
Property Tax Credits - - 32,561 - - -
Transfers In:
Transfers In 175,780 153,693 51,716 154,000 154,000 154,000
Total Revenues 1,571,630$ 2,362,295$ 2,157,952$ 3,322,797$ 3,226,887$ 3,625,768$
Expenditures:
TIF Rebate 168,832$ 1,289,291$ 699,472$ 1,754,762$ 1,668,574$ 1,668,574$
Transfers Out:
TIF Debt Transfers Out 1,380,649$ 1,644,260$ 632,837$ 3,568,035$ 1,558,313$ 1,457,174$
Total Transfers Out 1,549,481$ 2,933,551$ 1,332,308$ 5,322,797$ 3,226,887$ 3,125,748$
Fund Balance, June 30 (15,469)$ (586,726)$ 238,918$ (1,761,082)$ (1,761,082)$ (1,261,062)$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance (15,469)$ (586,726)$ 238,918$ (1,761,082)$ (1,761,082)$ (1,261,062)$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 574,271$ 945,388$ 1,318,818$ 1,159,892$ 959,892$ 959,892$
Revenues:
Other City Taxes
TIF Revenues 530,123$ 532,339$ 1,316$ 149$ -$ -$
Total Revenues 530,123$ 532,339$ 1,316$ 149$ -$ -$
Expenditures:
TIF Rebate -$ -$ -$ 200,000$ -$ 959,892$
Transfers Out:
TIF Debt Transfers Out 159,006 158,909 160,242 149 - -
Total Expenditures & Transfers Out 159,006$ 158,909$ 160,242$ 200,149$ -$ 959,892$
Fund Balance, June 30 945,388$ 1,318,818$ 1,159,892$ 959,892$ 959,892$ 0$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 945,388$ 1,318,818$ 1,159,892$ 959,892$ 959,892$ 0$
Fund Summary
City-University Project I (2603)
Fund Summary
Sycamore & 1st Avenue (2604)
411
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 937,442$ -$ 35$ (27,414)$ (27,414)$ 0$
Revenues:
Other City Taxes
TIF Revenues 20,764$ 7,160$ 1,032$ 27,640$ -$
Total Revenues 20,764$ 7,160$ -$ 1,032$ 27,640$ -$
Expenditures:
TIF Administration -$ -$ 27,414$ -$ -$ -$
Transfers Out:
TIF Debt Transfers Out 958,206 7,125 35 1,032 226 -
Total Expenditures & Transfers Out 958,206$ 7,125$ 27,449$ 1,032$ 226$ -$
Fund Balance, June 30 -$ 35$ (27,414)$ (27,414)$ 0$ 0$
Restricted / Committed /Assigned - - - -
Unassigned Balance -$ 35$ (27,414)$ (27,414)$ 0$ 0$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ -$ (250,000)$ (250,000)$
Revenues:
Other City Taxes
TIF Revenues -$ -$ -$ 149$ 209,003$ 250,000$
Total Revenues -$ -$ -$ 149$ 209,003$ 250,000$
Expenditures:
TIF Rebate -$ -$ -$ 250,000$ 208,967$ -$
Transfers Out:
TIF Debt Transfers Out - - - 149 36 -
Total Expenditures & Transfers Out -$ -$ -$ 250,149$ 209,003$ -$
Fund Balance, June 30 -$ -$ -$ (250,000)$ (250,000)$ -$
Restricted / Committed /Assigned - - - -
Unassigned Balance -$ -$ -$ (250,000)$ (250,000)$ -$
Scott 6 Industrial (2607)
Fund Summary
Heinz Road (2608)
Fund Summary
412
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ -$ -$ -$
Revenues:
Other City Taxes
TIF Revenues -$ -$ -$ 13,432$ 69,865$ 69,865$
Total Revenues -$ -$ -$ 13,432$ 69,865$ 69,865$
Transfers Out:
TIF Debt Transfers Out -$ -$ -$ 13,432$ 69,865$ 69,865$
Total Expenditures -$ -$ -$ 13,432$ 69,865$ 69,865$
Fund Balance, June 30 -$ -$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ -$ -$ -$ -$ -$
*Fund Balance is Cash Balance for July 1, 2013
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,848$ 379$ 1,011$ 977$ 977$ 977$
Revenues:
Other City Taxes
TIF Revenues 242,097$ 310,284$ 154,662$ 108,816$ 49,211$ 42,540$
Total Revenues 242,097$ 310,284$ 154,662$ 108,816$ 49,211$ 42,540$
Transfers Out:
TIF Debt Transfers Out 245,566$ 309,652$ 154,696$ 108,816$ 49,211$ 42,540$
Total Transfers Out 245,566$ 309,652$ 154,696$ 108,816$ 49,211$ 42,540$
Fund Balance, June 30 379$ 1,011$ 977$ 977$ 977$ 977$
Restricted / Committed /Assigned - - - -
Unassigned Balance 379$ 1,011$ 977$ 977$ 977$ 977$
Fund Summary
Fund Summary
Towncrest Area (2614)
Moss Green Village (2613)
413
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 47,651$ 47,651$ 50,211$ 49,151$ 49,151$ 49,151$
Revenues:
Other City Taxes
TIF Revenues 409,816$ 421,563$ 416,936$ 417,165$ 424,302$ 407,222$
Total Revenues 409,816$ 421,563$ 416,936$ 417,165$ 424,302$ 407,222$
Expenditures:
TIF Rebate 249,474$ 256,501$ 257,459$ 256,501$ 264,196$ 246,249$
Transfers Out:
TIF Debt Transfers Out 160,342 162,502 160,536 160,664 160,106 160,973
Total Expenditures & Transfers Out 409,816$ 419,003$ 417,995$ 417,165$ 424,302$ 407,222$
Fund Balance, June 30 47,651$ 50,211$ 49,151$ 49,151$ 49,151$ 49,151$
Restricted / Committed /Assigned 47,651 47,651 47,651 47,651 47,651 47,651
Unassigned Balance 0$ 2,560$ 1,500$ 1,500$ 1,500$ 1,500$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ -$ -$ 108,786$ 225,818$
Revenues:
Other City Taxes
TIF Revenues -$ -$ 273,800$ 260,825$ 260,825$
Total Revenues -$ -$ -$ 273,800$ 260,825$ 260,825$
Expenditures:
TIF Rebate -$ -$ -$ 150,590$ 143,454$ 143,454$
Transfers Out:
TIF Debt Transfers Out - - - 14,424 339 -
Total Expenditures & Transfers Out -$ -$ -$ 165,014$ 143,793$ 143,454$
Fund Balance, June 30 -$ -$ -$ 108,786$ 225,818$ 343,189$
Restricted / Committed /Assigned - - - -
Unassigned Balance -$ -$ -$ 108,786$ 225,818$ 343,189$
Foster Road (2616)
Fund Summary
Riverside Drive (2615)
Fund Summary
414
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. The SSMID
levy rate remains at $2.00 in fiscal year 2023. Below is a map of the improvement district:
415
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 2021 totaled $507,191 , and estimated payments in fiscal
year 2022 total $470,394. In fiscal year 2023, estimated SSMID distributions total
$450,995, a decrease of 5.30%. This decrease is primarily related to a decrease in the
Commercial & Industrial Property Tax Backfill and a decrease in property values.
416
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 -$ -$ 4,100$ -$ -$ -$
Revenues:
Property Taxes 363,211$ 337,288$ 466,559$ 430,096$ 421,770$ 421,770$
Intergovernmental
Property Tax Credits 34,520 33,989 36,531 40,298 29,225 21,919
Total Revenues 397,730$ 371,277$ 503,091$ 470,394$ 450,995$ 443,689$
Expenditures:
Services 397,730$ 367,177$ 507,191$ 470,394$ 450,995$ 443,689$
Total Expenditures 397,730$ 367,177$ 507,191$ 470,394$ 450,995$ 443,689$
Fund Balance, June 30 -$ 4,100$ -$ -$ -$ -$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance -$ 4,100$ -$ -$ -$ -$
% of Revenues 0%1%0%0%0%0%
SSMID - Downtown (2820)
Fund Summary
417
418
DEBT SERVICE FUND
Fund Summary
Debt Schedules
F
Y
2
0
2
3
419
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 rate for fiscal year 2023 is $2.478 per $1,000 in valuation. There is
no change from the fiscal year 2022 levy rate.
The schedule of annual principal and interest payments as of June 30, 2021 is as follows:
Future general obligation bond issues, including 2% for bond issuance costs, are
estimated at $10,300,000 in fiscal year 2022, $10,300,000 in fiscal year 2023, and
$12,450,000 in fiscal year 2024. Proceeds from bond issues are recorded in the Capital
Projects Fund, net of the bond issuance costs.
Fiscal
Year Principal Interest Total
2022 11,220,000 1,956,263 13,176,263 66,740,000
2023 9,770,000 1,622,813 11,392,813 55,520,000
2024 8,640,000 1,324,363 9,964,363 45,750,000
2025 7,580,000 1,069,713 8,649,713 37,110,000
2026 6,810,000 839,150 7,649,150 29,530,000
2027 5,735,000 621,025 6,356,025 22,720,000
2028 4,590,000 449,000 5,039,000 16,985,000
2029 3,625,000 326,400 3,951,400 12,395,000
2030 2,680,000 232,750 2,912,750 8,770,000
2031 1,885,000 171,600 2,056,600 6,090,000
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,
2021
66,740,000 8,998,725 75,738,725
Annual Payments Principal
Outstanding
Beginning of
Fiscal Year
420
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 2023 are approximately $7.258 billion. The debt limit, or five
percent (5%) of this amount, is about $362.9 million. Outstanding G.O. and TIF debt at
June 30, 2023, is estimated to be $65.32 million, which is 18% 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 2014.
* FY22, FY23, and FY24 figures are estimates
421
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 2015 through fiscal year 2024. Fiscal years 2022 through 2024 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 2023 is $2.478 per $1,000 of value while
the City’s total property tax levy rate is $15.633 per $1,000 of value.
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 2015 through 2024.
422
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 priority for the City.
Fund Balance:
The estimated ending fund balance for fiscal year 2022 is projected to be $7,100,334 which is
a decrease of $145,022 or 2.0%. The projected fund balance decrease is primarily due the
intentional use of Debt Service Fund cash balance to make debt service payments in order to
begin a strategy to reduce fund balance in this fund.
Ending fund balance for fiscal year 2023 is estimated to be $7,088,081 which is a decrease of
$12,253 or .17% from fiscal year 2022. This de crease is primarily from principal and interest
payments that are being repaid from fund balance.
Long-term Projections :
The debt service levy rate is projected to stay flat over the next five years, while property
valuations are projected to increase approximately 3% each year except fiscal years 2023 and
2024 which are estimated to have no change.
Future debt service expenditures are expected to start to increase in fiscal year 2025 due to
the switch to a flat principal repayment schedule from a flat debt payment schedule. This will
cause the debt service expenditures to rise before eventually flattening out at a level parallel
with the projected revenues. No growth in the property tax revenues in fiscal years 2023 and
2024 have started to create a slight imbalance in projected revenues and expenditures which
may have to be corrected if property tax revenue growth does not change. In fiscal year 2027,
a large capital program and debt issuance is projected which is planned to do a one -time draw
on the Debt Service Fund cash balance in order to intentionally reduce it from its current level.
423
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 8,135,314$ 9,227,708$ 9,354,036$ 7,245,356$ 7,100,334$ 7,088,081$
Revenues:
Property Taxes 11,940,433$ 11,368,205$ 11,025,098$ 10,786,090$ 10,754,809$ 10,754,809$
Other City Taxes
Gas/Electric Excise Tax 133,206 127,372 105,270 100,614 109,097 109,097
Mobile Home Tax 11,641 9,619 10,299 9,620 10,299 10,299
Use Of Money And Property
Interest Revenues 242,006 248,717 65,341 27,771 25,292 22,815
Intergovernmental
Property Tax Credits 302,669 280,452 250,284 236,947 189,557 142,168
Charges For Fees And Services
Building & Development 129,103 - - - - -
Other Financial Sources
Loan Repayments 52,777 50,609 61,655 59,178 61,656 64,133
Sub-Total Revenues 12,811,836 12,084,974 11,517,947 11,220,220 11,150,710 11,103,321
Transfers In
Transfers-In 1,958,773 1,079,685 1,025,691 1,826,022 1,789,850 1,708,064
Sub-Total Transfers In 1,958,773 1,079,685 1,025,691 1,826,022 1,789,850 1,708,064
Total Revenues & Transfers In 14,770,609$ 13,164,659$ 12,543,638$ 13,046,242$ 12,940,560$ 12,811,385$
Expenditures:
Financial Services & Charges 9,033$ 5,000$ 2,250$ 15,000$ 15,000$ 15,000$
GO Bonds Principal 11,945,000 11,245,000 10,760,000 10,255,000 9,840,000 9,745,000
GO Bonds Interest 1,134,847 1,196,696 1,456,373 1,572,114 1,782,613 1,976,463
Revenue Bonds Principal 135,000 140,000 1,985,000 965,000 960,000 955,000
Revenue Bonds Interest 454,335 451,635 448,695 384,150 355,200 326,400
Total Expenditures 13,678,214$ 13,038,331$ 14,652,318$ 13,191,264$ 12,952,813$ 13,017,863$
Fund Balance, June 30 9,227,708$ 9,354,036$ 7,245,356$ 7,100,334$ 7,088,081$ 6,881,603$
Restricted / Committed /Assigned 2,230,153 2,025,364 - - - -
Unassigned Balance 6,997,555$ 7,328,672$ 7,245,356$ 7,100,334$ 7,088,081$ 6,881,603$
Debt Service Fund (5000 - 5999)
Fund Summary
424
FY2022 FY2023 FY2024
2012A G.O. Multi-purpose 9,070,000 2022 1,005,000 1,027,613 - -
2013A G.O. Multi-purpose 7,230,000 2023 1,725,000 887,363 887,400 -
2014 G.O. Multi-purpose/
Refunding
11,980,000 2024 3,000,000 1,042,575 1,050,750 1,055,750
2015 G.O. Multi-Purpose 7,785,000 2025 3,365,000 872,300 881,200 884,600
2016A G.O. Multi-purpose 8,795,000 2026 4,945,000 1,058,550 1,054,550 1,045,600
2016E TIF Revenue Bonds 12,805,000 2036 12,805,000 1,349,150 1,315,200 1,281,400
2017 G.O. Multi-Purpose 9,765,000 2027 6,100,000 1,090,263 1,096,163 1,096,563
2018A G.O. Multi-Purpose 8,895,000 2028 6,420,000 1,047,600 1,041,950 1,035,700
2019 G.O. Multi-purpose 12,535,000 2029 7,505,000 1,079,900 1,091,400 1,102,300
2020 G.O. Multi-purpose 12,145,000 2030 8,545,000 2,132,450 1,442,450 987,450
2021 G.O. Multi-purpose 11,325,000 2031 11,325,000 1,588,500 1,531,750 1,475,000
2022 G.O. Proposed 10,300,000 2032 - - 1,545,000 1,493,500
2023 G.O. Proposed 10,300,000 2033 - - - 1,545,000
Total - General Obligation Debt Service: 66,740,000$ 13,176,263$ 12,937,813$ 13,002,863$
Principal
Outstanding
June 30, 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
425
Fiscal
Year Principal Interest Total
2022 1,005,000 22,613 1,027,613 966,432 61,181 1,005,000 2.225%
Totals 1,005,000 22,613 1,027,613 966,432 61,181
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: $9,070,000
Dated: June 20, 2012
Callable: June 1, 2018
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Property Tax
Revenue
Tax
Increment
Financing
426
Fiscal
Year Principal Interest Total
2022 855,000 32,363 887,363 732,105 155,258 1,725,000 1.75%
2023 870,000 17,400 887,400 732,136 155,264 870,000 2.00%
Totals 1,725,000 49,763 1,774,763 1,464,240 310,522
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,610,000$
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$
Property Tax
Revenue
Tax
Increment
Financing
2013A General Obligation Bond Issue
Principal: $7,230,000
Dated: July 16, 2013
Callable: June 1, 2019
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
427
Fiscal
Year Principal Interest Total
2022 970,000 72,575 1,042,575 736,471 306,104 3,000,000 2.25%
2023 1,000,000 50,750 1,050,750 742,246 308,504 2,030,000 2.50%
2024 1,030,000 25,750 1,055,750 745,778 309,972 1,030,000 2.50%
Totals 3,000,000 149,075 3,149,075 2,224,495 924,580
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Moss Ridge Road 1,890,000$
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 Facilities 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$
Property Tax
Revenue
Tax
Increment
Financing
2014 General Obligation/Refunding Bond Issue
Principal: $11,980,000
Dated: June 3, 2014
Callable: June 1, 2020
Project
Payments Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
428
Fiscal
Year Principal Interest Total
2022 805,000 67,300 872,300 799,468 72,832 3,365,000 2.00%
2023 830,000 51,200 881,200 807,625 73,575 2,560,000 2.00%
2024 850,000 34,600 884,600 810,741 73,859 1,730,000 2.00%
2025 880,000 17,600 897,600 822,656 74,944 880,000 2.00%
Totals 3,365,000 170,700 3,535,700 3,240,491 295,209
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 200,000$
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: $7,785,000
Dated: June 2, 2015
Callable: June 1, 2023
Project
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Payments
Property Tax
Revenue
Tax
Increment
Financing
429
Fiscal
Year Principal Interest Total
-
2022 950,000 108,550 1,058,550 1,058,550 4,945,000 2.00%
2023 965,000 89,550 1,054,550 1,054,550 3,995,000 3.00%
2024 985,000 60,600 1,045,600 1,045,600 3,030,000 2.00%
2025 1,010,000 40,900 1,050,900 1,050,900 2,045,000 2.00%
2026 1,035,000 20,700 1,055,700 1,055,700 1,035,000 2.00%
Totals 4,945,000 320,300 5,265,300 5,265,300
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
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: $8,795,000
Dated: June 16, 2016
Callable: June 1, 2024
Payments
Property Tax
Revenue
430
Fiscal
Year Principal Interest Total
2022 965,000 384,150 1,349,150 1,349,150 12,805,000 3.00%
2023 960,000 355,200 1,315,200 1,315,200 11,840,000 3.00%
2024 955,000 326,400 1,281,400 1,281,400 10,880,000 3.00%
2025 950,000 297,750 1,247,750 1,247,750 9,925,000 3.00%
2026 950,000 269,250 1,219,250 1,219,250 8,975,000 3.00%
2027 *825,000 240,750 1,065,750 1,065,750 8,025,000 3.00% *
2028 *725,000 216,000 941,000 941,000 7,200,000 3.00% *
2029 *740,000 194,250 934,250 934,250 6,475,000 3.00% *
2030 *755,000 172,050 927,050 927,050 5,735,000 3.00% *
2031 *775,000 149,400 924,400 924,400 4,980,000 3.00% *
2032 *795,000 126,150 921,150 921,150 4,205,000 3.00% *
2033 *815,000 102,300 917,300 917,300 3,410,000 3.00% *
2034 *840,000 77,850 917,850 917,850 2,595,000 3.00% *
2035 *865,000 52,650 917,650 917,650 1,755,000 3.00% *
2036 *890,000 26,700 916,700 916,700 890,000 3.00% *
Totals 12,805,000 2,990,850 15,795,850 15,795,850
Principal payable June 1.
Interest payable June 1 and December 1.
* Rate resets on June 1, 2026 at 10 year CMT plus 1.65% with a cap of 6%
Amount
Chauncey Building Project 12,097,250$
Capitalized Interest 657,323
Issuance Costs 50,427
Amount of Issue 12,805,000$
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate *
Project
2016E Taxable Urban Renewal Capital Loan Notes
Principal: $12,805,000
Dated: September 15, 2016
Callable: June 1, 2026, 2029, 2032, 2035
Payments Tax
Increment
Financing
431
Fiscal
Year Principal Interest Total
2022 955,000 135,263 1,090,263 930,156 160,106 6,100,000 2.00%
2023 980,000 116,163 1,096,163 935,190 160,973 5,145,000 2.00%
2024 1,000,000 96,563 1,096,563 935,531 161,031 4,165,000 2.00%
2025 1,025,000 76,563 1,101,563 939,797 161,766 3,165,000 2.25%
2026 1,055,000 53,500 1,108,500 945,716 162,784 2,140,000 2.50%
2027 1,085,000 27,125 1,112,125 945,358 166,767 1,085,000 2.50%
Totals 6,100,000 505,175 6,605,175 5,631,748 973,427
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Riverfront Crossings Redevelopment 150,000$
Climate Action Plan Project 150,000
Permitting Software Upgrade 500,000
Public Works Campus Design 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: $9,765,000
Dated: June 15, 2017
Callable: June 1, 2023
Payments
Property Tax
Revenue
Tax
Increment
Financing
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
432
Fiscal
Year Principal Interest Total
2022 855,000 192,600 1,047,600 1,047,600 6,420,000 2.15%
2023 875,000 166,950 1,041,950 1,041,950 5,565,000 2.25%
2024 895,000 140,700 1,035,700 1,035,700 4,690,000 2.35%
2025 915,000 113,850 1,028,850 1,028,850 3,795,000 2.40%
2026 940,000 86,400 1,026,400 1,026,400 2,880,000 2.50%
2027 960,000 58,200 1,018,200 1,018,200 1,940,000 2.60%
2028 980,000 29,400 1,009,400 1,009,400 980,000 2.65%
Totals 6,420,000 788,100 7,208,100 7,208,100
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
City Hall Remodel for MPOJC 150,000$
Public Works Maintenance 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: $8,895,000
Dated: June 1, 2018
Callable: June 1, 2024
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
433
Fiscal
Year Principal Interest Total
2022 925,000 154,900 1,079,900 1,079,900 7,505,000 2.00%
2023 955,000 136,400 1,091,400 1,091,400 6,580,000 2.00%
2024 985,000 117,300 1,102,300 1,102,300 5,625,000 2.00%
2025 875,000 97,600 972,600 972,600 4,640,000 2.00%
2026 905,000 80,100 985,100 985,100 3,765,000 2.00%
2027 940,000 62,000 1,002,000 1,002,000 2,860,000 2.00%
2028 960,000 43,200 1,003,200 1,003,200 1,920,000 2.25%
2029 960,000 21,600 981,600 981,600 960,000 2.25%
Totals 7,505,000 713,100 8,218,100 8,218,100
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
City Hall boiler and controls replacement 400,000$
West Riverbank Stabilization 270,000
Riverfront Crossings Park Development 950,000
Highway 1 Sidewalk/Trail 477,000
Willow Creek/Kiwanis Park Improvements 800,000
Pedestrian Mall Reconstruction 3,650,000
Lower City Park Adventure Playground 850,000
McCollister Blvd - Gilbert to Sycamore 4,410,000
Prentiss Street Bridge Replacement 555,000
Issuance Costs 173,000
Amount of Issue 12,535,000$
Project
2019A General Obligation Bonds
Principal: $12,535,000
Dated: June 4, 2019
Callable: June 1, 2025
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
434
Fiscal
Year Principal Interest Total
2022 1,800,000 332,450 2,132,450 2,132,450 8,545,000 5.00%
2023 1,200,000 242,450 1,442,450 1,442,450 6,745,000 5.00%
2024 805,000 182,450 987,450 987,450 5,545,000 5.00%
2025 790,000 142,200 932,200 932,200 4,740,000 5.00%
2026 790,000 102,700 892,700 892,700 3,950,000 5.00%
2027 790,000 63,200 853,200 853,200 3,160,000 2.00%
2028 790,000 47,400 837,400 837,400 2,370,000 2.00%
2029 790,000 31,600 821,600 821,600 1,580,000 2.00%
2030 790,000 15,800 805,800 805,800 790,000 2.00%
Totals 8,545,000 1,160,250 9,705,250 9,705,250
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Infrastructure Asset Management software 660,000$
Wetherby Restroom, Shelter & Playground Replacement 800,000
Napolean, Scott, Fairmeadows Parks Rehabilitation 520,000
Mercer Park Pool Dehumidifcation & Tuckpointing 700,000
Pavement Rehabilitation - citywide 800,000
American Legion Road - Scott to Taft 4,851,340
First Ave/Scott Blvd Intersection Improvements 1,400,000
Court Street Reconstruction 775,000
Rochester Ave Reconstruction - First to Ralston Creek 650,000
Gilbert Court Sidewalk Infill 100,000
Fire Apparatus Replacement 716,000
Issuance Costs 172,660
Amount of Issue 12,145,000$
Project
2020A General Obligation Bonds
Principal: $12,145,000
Dated: June 1, 2020
Callable: June 1, 2026
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
435
Fiscal
Year Principal Interest Total
2022 1,135,000 453,500 1,588,500 1,588,500 11,325,000 5.00%
2023 1,135,000 396,750 1,531,750 1,531,750 10,190,000 5.00%
2024 1,135,000 340,000 1,475,000 1,475,000 9,055,000 5.00%
2025 1,135,000 283,250 1,418,250 1,418,250 7,920,000 5.00%
2026 1,135,000 226,500 1,361,500 1,361,500 6,785,000 5.00%
2027 1,135,000 169,750 1,304,750 1,304,750 5,650,000 5.00%
2028 1,135,000 113,000 1,248,000 1,248,000 4,515,000 3.00%
2029 1,135,000 78,950 1,213,950 1,213,950 3,380,000 3.00%
2030 1,135,000 44,900 1,179,900 1,179,900 2,245,000 2.00%
2031 1,110,000 22,200 1,132,200 1,132,200 1,110,000 2.00%
Totals 11,325,000 2,128,800 13,453,800 13,453,800
Principal payable June 1.
Interest payable June 1 and December 1.
Amount
Glendale Park Shelter & Playground Replacement 275,000$
Pedestrian Mall Playground Replacement 400,000
Park Facilty Parking Lot/Drives Overlay 200,000
Street Pavement Rehabilitation 1,300,000
Melrose Avenue Improvements 1,780,000
Benton Street Rehabilitation 2,409,140
Orchard Street Reconstruction 1,210,000
Highland Court Sidewalk Infill 55,000
Scott Blvd. Sidewalk Infill 120,000
Fire Apparatus Replacement 1,520,000
Senior Center Facility Improvements 700,000
South Side Recycling Site 620,000
Sand/Salt Storage Bunkers 410,000
Hwy 6 Trail - Fairmeadows to Heinz 162,000
Issuance Costs 163,860
Amount of Issue 11,325,000$
Project
2021A General Obligation Bonds
Principal: $11,325,000
Dated: June 1, 2021
Callable: June 1, 2027
Payments
Property Tax
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
436
ENTERPRISE FUNDS
Parking
Transit
Wastewater
Water
Refuse Collection
Landfill
Airport
Stormwater
Housing Authority
F
Y
2
0
2
3
437
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, 2021 was $1,969,620, a $202,426 or 9.3%
decrease from fiscal year 2020. The decrease was due to the COVID-19 pandemic. The Parking Fund
experienced sudden and significant revenue loss starting in March 2020 when the pandemic hit.
In fiscal year 2022, the unassigned fund balance is estimated to increase by $116,706 or 5.9%. This
increase is due to the estimated restoration of parking revenues back to pre-COVID levels.
(1) FY22 - FY24 figures are estimates
The fiscal year 2023 unassigned fund balance is expected to increase to by $396,766 or 19%. This
increase is projected with expectations that the Parking Fund will be returned to normal operations and
be free of any bonded debt.
This assigned fund balance in fiscal year 2023 represents $300,000 held in capital reserves and
$303,702 in restricted parking impact fees.
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
438
collects the fee, which may be paid in three installments, with the first installment due before the
certificate of occupancy is issued.
During fiscal year 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. In fiscal year 2022, the
Parking Fund borrowed $1,000,000 from the Landfill Cell Replacement Reserve to replace the
automatic gate equipment at the various parking facilities. The following is a summary of those loans:
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/22
Total
Payment
FY23
FY23
Principal
FY23
Interest
2009F Revenue Bond
Defeasance 11/1/2014 $ 2,495,350 2025 $ 762,064 $ 289,143 $ 279,621 $ 9,522
Parking Gate
Equipment 6/30/2022 $ 1,000,000 2032 $ 1,000,000 $ 107,750 $ 93,429 $ 14,321
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. No rate adjustments are
included in the fiscal year 2023 budget.
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 --
*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.
439
Revenues:
Fiscal year 2023 revenue is estimated to decrease by $110,137 or 1.84% when compared to fiscal year
2022 estimated revenue. The decrease is due to a slight decrease in estimated on-street and parking
permit revenues.
Expenditures:
Fiscal year 2023 budgeted expenditures represent a $395,712 or 8.81% decrease from fiscal year 2022
revised expenditures. The decrease is a result of the fiscal year 2022 revised expenditures including
$610,000 for the purchase of the Augusta Place parking ramp.
440
Long-term Projections:
Future revenues for the Parking Fund are projected to be relatively flat over the next five years, with no
projected rate increases. This assumes that revenues will return to normal in fiscal year 2022 once the
impact of the COVID-19 pandemic subsides.
Future expenditures were projected with the assumptions that personnel related expenditures would grow
at a 3% rate annually and services and supplies would grow at a 2% rate annually.
The Parking Fund has a structural surplus in its operations to allow for future potential growth in the
system’s parking supply.
441
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 12,222,373$ 11,195,768$ 2,171,686$ 2,272,962$ 2,389,668$ 3,086,434$
Revenues:
Use Of Money And Property
Interest Revenues 177,037$ 138,303$ 10,034$ 25,000$ 10,030$ 10,030$
Intergovernmental
Federal Intergovernmental Revenue - - 1,139 - - -
Charges For Fees And Services
Parking Charges 5,741,940 4,164,207 3,556,033 5,677,526 5,573,759 5,573,759
Miscellaneous
Parking Fines 239,834 190,024 201,942 240,000 240,000 240,000
Other Miscellaneous Revenue 33,726 63,049 48,288 35,000 43,600 43,600
Sub-Total Revenues 6,192,536 4,555,583 3,817,435 5,977,526 5,867,389 5,867,389
Transfers In:
Capital Reserves - 225,000 250,000 1,090,000 1,000,000 1,000,000
1) Debt Service Transfers 1,021,221 6,288,823 - - - -
Sub-Total Transfers In 1,021,221 6,513,823 250,000 1,090,000 1,000,000 1,000,000
Total Revenues & Transfers In 7,213,757$ 11,069,406$ 4,067,435$ 7,067,526$ 6,867,389$ 6,867,389$
Expenditures:
Parking Administration 1,448,416$ 1,429,747$ 1,469,395$ 1,595,816$ 1,773,373$ 1,814,219$
On Street Operations 781,704 656,739 742,908 916,366 971,893 995,311
Parking Ramp Operations 1,283,440 1,277,894 1,147,123 1,981,104 1,352,307 1,394,375
Parking Debt Service 3,021,221 9,788,823 - - - -
Sub-Total Expenditures 6,534,781 13,153,203 3,359,425 4,493,285 4,097,573 4,203,905
Transfers Out:
Capital Improvement Projects 441,893 176,727 250,000 1,090,000 700,000 632,000
Capital Reserves - 225,000 220,609 1,090,000 1,000,000 1,000,000
1) Debt Service Transfers 1,021,221 6,288,823 - - - -
Interfund Loan Repayment to Landfill 242,467 249,736 136,124 277,535 373,050 378,594
Sub-Total Transfers Out 1,705,581 6,940,286 606,734 2,457,535 2,073,050 2,010,594
Total Expenditures & Transfers Out 8,240,362$ 20,093,489$ 3,966,159$ 6,950,820$ 6,170,623$ 6,214,499$
Fund Balance, June 30 11,195,768$ 2,171,686$ 2,272,962$ 2,389,668$ 3,086,434$ 3,739,325$
Restricted / Committed /Assigned 3,790,663 - 303,702 303,702 603,702 971,702
Unassigned Balance 7,405,105$ 2,171,686$ 1,969,260$ 2,085,966$ 2,482,732$ 2,767,623$
% of Revenues & Transfers In 103% 20% 48% 30%36%40%
Parking (7100 - 7104)
Fund Summary
442
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 177,037$ 138,303$ 10,034$ 25,000$ 10,030$ 10,030$
Miscellaneous
Parking Fines 239,834 190,024 201,942 240,000 240,000 240,000
Other Miscellaneous Revenue 4,059 (1,778) 1,877 - - -
Total Revenues 420,930$ 326,549$ 213,853$ 265,000$ 250,030$ 250,030$
Expenditures:
Personnel 378,068$ 373,738$ 420,865$ 482,688$ 537,829$ 553,964$
Services 1,059,681 1,055,848 1,043,850 1,112,728 1,235,144 1,259,847
Supplies 13 161 4,680 400 400 408
Capital Outlay 10,654 - - - - -
Total Expenditures 1,448,416$ 1,429,747$ 1,469,395$ 1,595,816$ 1,773,373$ 1,814,219$
Personnel Services - FTE 2019 2020 2021 2022 2023
Customer Service Rep - Trans Services 0.75 0.75 0.75 0.88 0.88
Data Analyst - - - 0.50 0.50
Operations Supv - Trans Services 2.50 2.50 2.50 3.00 3.00
Operations Specialist - Trans Services 0.38 0.38 0.38 - -
Program Assistant - Trans Services - - - - 0.50
Total Personnel 3.63 3.63 3.63 4.38 4.88
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 1,584,317$ 1,152,653$ 795,329$ 1,599,130$ 1,532,010$ 1,532,010$
Miscellaneous
Other Miscellaneous Revenue (1,978) (606) 9,082 - - -
Total Revenues 1,582,339$ 1,152,047$ 804,411$ 1,599,130$ 1,532,010$ 1,532,010$
Expenditures:
Personnel 419,368$ 373,661$ 430,239$ 630,399$ 642,026$ 661,287$
Services 271,095 271,371 285,501 277,675 301,668 307,701
Supplies 15,906 4,804 4,098 8,292 6,199 6,323
Capital Outlay 75,336 6,903 23,069 - 22,000 20,000
Total Expenditures 781,704$ 656,739$ 742,908$ 916,366$ 971,893$ 995,311$
Personnel Services - FTE 2019 2020 2021 2022 2023
Electronics Technician - Trans Services 1.00 1.00 1.00 1.00 1.00
MW II - Transportation Services 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 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2022 2023
Parking Lot Sweeper -$ 22,000$
Total Capital Outlay -$ 22,000$
Transportation Services Department
Division: Parking Operations
Activity: Parking Administration (810110)
Division: Parking Operations
Activity: On Street Operations (810120)
443
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Federal Ingergovernmental Revenue -$ -$ 1,139$ -$ -$ -$
Charges For Fees And Services
Parking Charges 3,866,959 2,866,222 2,457,002 4,078,396 4,041,749 4,041,749
Miscellaneous
Other Miscellaneous Revenue 31,645 65,433 37,328 35,000 43,600 43,600
Total Revenues 3,898,604$ 2,931,655$ 2,495,470$ 4,113,396$ 4,085,349$ 4,085,349$
Expenditures:
Personnel 537,694$ 547,098$ 545,616$ 702,641$ 702,156$ 723,221$
Services 713,425 628,106 580,451 644,313 641,203 654,027
Supplies 32,321 14,370 11,878 24,150 8,948 9,127
Capital Outlay - 88,320 9,177 610,000 - 8,000
Total Expenditures 1,283,440$ 1,277,894$ 1,147,123$ 1,981,104$ 1,352,307$ 1,394,375$
Personnel Services - FTE 2019 2020 2021 2022 2023
Cashier - Parking 6.75 5.00 5.00 5.00 5.00
M.W. I - Parking Systems 2.50 2.50 3.50 3.50 3.50
Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 0.50
Total Personnel 9.75 8.00 9.00 9.00 9.00
Capital Outlay 2022 2023
Purchase of parking ramp improvements 610,000$ -$
Total Capital Outlay 610,000$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Debt Service Transfer
(From Restricted Parking Impact Fees to
Restricted for Debt Service)-$ 435,996$ -$ -$ -$ -$
Debt Service Transfer
(From Parking Unrestricted to
Restricted for Debt Service)1,021,221 5,852,827 - - - -
Total Revenues & Transfers In 1,021,221$ 6,288,823$ -$ -$ -$ -$
Expenditures:
Lease-purchase Payments 3,021,221$ 9,788,823$ -$ -$ -$ -$
Total Expenditures 3,021,221$ 9,788,823$ -$ -$ -$ -$
Division: Parking Operations
Activity: Parking Ramp Operations (810140)
Division: Parking Operations
Activity: Parking Debt Service (810180)
444
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Parking Charges 290,664$ 145,332$ 303,702$ -$ -$ -$
Total Revenues 290,664$ 145,332$ 303,702$ -$ -$ -$
Transfers Out:
Debt Service Transfer -$ 435,996$ -$ -$ -$ -$
Total Transfers Out -$ 435,996$ -$ -$ -$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Parking Operations -$ 225,000$ 250,000$ 1,090,000$ 1,000,000$ 1,000,000$
Total Transfers In -$ 225,000$ 250,000$ 1,090,000$ 1,000,000$ 1,000,000$
Transfers Out:
Capital Project Fund -$ 225,000$ 250,000$ 1,090,000$ 700,000$ 632,000$
Total Transfers Out -$ 225,000$ 250,000$ 1,090,000$ 700,000$ 632,000$
Division: Parking Operations
Activity: Parking Capital Reserves (810190)
Division: Parking Operations
Activity: Parking Impact Fee (810170)
445
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 2021, the unassigned fund balance increased by $371,340 or 19.4% over fiscal
year 2020 primarily due the receipt of Federal CARES Act funding. The fiscal year 2022
projected unassigned fund balance is estimated to increase by $3,206,652 or 140% from fiscal
year 2021. This increase is also primarily due to the expected receipt of CARES Act grant
funding. The CARES Act grant funds have not been appropriated yet; however, it is anticipated
that these funds will be used to pay for the addition of Sunday bus service and other program
enhancements.
Unassigned fund balance is budgeted to grow by $311,899 or 5.68% in fiscal year 2023. This
increase is primarily due to the budgeted surplus generated by the Court Street Transportation
Center parking ramp operation.
(1) FY22 - FY24 figures are estimates
The Transit Fund has assigned fund balance for replacement reserves. For fiscal year 2023,
the assigned fund balance is estimated at $6,408,312. 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%. In fiscal year 2023, the replacement
reserve is projected to have a balance of $1,408,312 for the replacement of buses. The reserve
also an additional $5,000,000 that is being held for the replacement of the transit equipment
facility.
446
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 28% of fiscal year 2023 budgeted revenue and transfers in.
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 14.87% of the Transit fund revenue and transfers in.
No fare increases are being proposed for fiscal year 2023. This share is lower
than most years due to the CARES Act and electric bus grant funding.
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 2023 revenue is projected to decrease from the fiscal year 2022 revised revenue
estimates by $6,268,542 or 55%. The decrease is due to the CARES Act grant funding
budgeted in fiscal year 2022.
447
The Transit Property Tax Levy (including State backfill funds), estimated at $4,110,999, will
be transferred into the Transit fund from the General fund in fiscal year 2023. Combined
with funding from other governments, $6,757,266 of the $9,482,856 in revenues and
transfers in (not including reserve transfers) or 71.26% is from sources of revenue not
generated by transit operations. This is a lower than fiscal year 2022 funding due to the
CARES Act and electric bus grant revenue.
Expenditures:
Fiscal year 2023 budgeted expenditures represent a 30.85% decrease from the fiscal year
2022 revised expenditure budget. The decrease is due to the bus replacement
expenditures budgeted in fiscal year 2022.
Long-term Projections:
448
The Transit Fund revenues in fiscal year 2022 are high due to receipt of CARES Act grant
funding. Transit Fund revenues are projected flat for future years with any increases coming
from growth in the Transit Property Tax Levy transfer in. Transit Property Taxes are projected
with no taxable valuation growth in fiscal year 2023 and in fiscal year 2024, and 3% in fiscal
years 2025 through 2027. The final drop in the Multi-Residential rollback rates to match the
Residential rollback rates occurs in fiscal year 2024.
Future expenditures were projected with the assumptions that personnel related expenditures
would grow at a 3% rate annually and services and supplies would grow at a 2% rate
annually. Expenditures in fiscal year 2022 are higher due to purchases of new buses and
higher in fiscal year 2024 due to Capital Projects Fund transfers out for a new Transit Facility.
449
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 6,159,100$ 6,576,920$ 6,914,357$ 8,519,509$ 11,623,123$ 12,215,022$
Revenues:
Use Of Money And Property
Interest Revenues 137,651$ 103,672$ 29,829$ 50,000$ 50,000$ 50,000$
Rents 137,562 152,123 89,102 130,050 165,000 165,000
Intergovernmental
Federal Ingergovernmental Revenue 1,692,952 2,562,895 2,542,456 8,590,049 2,043,467 2,043,467
State 28E Agreements - 52,611 3,805 - - -
Other State Grants 456,467 531,641 562,529 531,640 562,530 562,530
Local 28E Agreements 37,749 60,186 41,787 39,140 40,270 40,270
Charges For Fees And Services
Transit Fees 1,220,379 968,974 668,695 1,220,390 1,409,590 1,409,590
Miscellaneous Charges For Services 910 - 700 - 700 700
Parking Charges 774,165 621,013 584,545 747,110 751,300 751,300
Miscellaneous
Printed Materials - 15 - - - -
Miscellaneous Merchandise 1,183 - - - - -
Other Miscellaneous Revenue 76,738 61,468 74,903 52,020 69,000 69,000
Other Financial Sources
Sale Of Assets 23 9 16,245 - - -
Sub-Total Revenues 4,535,779 5,114,607 4,614,597 11,360,399 5,091,857 5,091,857
Transfers In:
Transit Property Tax Levy 3,563,749 3,660,631 4,076,795 4,142,112 4,110,999 4,092,847
Capital Reserves 3,152,097 1,380,922 1,178,397 885,433 280,000 280,000
Sub-Total Transfers In 6,715,846 5,041,553 5,255,192 5,027,545 4,390,999 4,372,847
Total Revenues & Transfers In 11,251,625$ 10,156,160$ 9,869,789$ 16,387,944$ 9,482,856$ 9,464,704$
Expenditures:
Transit Admin 444,131$ 501,285$ 559,645$ 588,589$ 684,875$ 700,863$
Transit Operations 5,336,491 5,881,294 4,751,461 5,905,746 6,008,810 6,166,886
Fleet Maintenance 1,453,355 1,372,252 1,286,622 1,553,878 1,572,463 1,610,624
Court St Transportation Center 212,632 218,120 216,728 224,934 224,809 229,666
Replacement Reserve - 312,957 21,785 4,005,750 - -
Sub-Total Expenditures 7,446,609 8,285,908 6,836,241 12,278,896 8,490,957 8,708,039
Transfers Out:
Capital Project Fund 235,099 151,894 250,000 120,000 120,000 5,120,000
Capital Reserves 3,152,097 1,380,922 1,178,397 885,433 280,000 280,000
Sub-Total Transfers Out 3,387,196 1,532,815 1,428,397 1,005,433 400,000 5,400,000
Total Expenditures & Transfers Out 10,833,805$ 9,818,723$ 8,264,638$ 13,284,329$ 8,890,957$ 14,108,039$
Fund Balance, June 30 6,576,920$ 6,914,357$ 8,519,509$ 11,623,123$ 12,215,022$ 7,571,688$
Restricted / Committed /Assigned 3,929,573 4,997,537 6,231,349 6,128,312 6,408,312 1,688,312
Unassigned Balance 2,647,348$ 1,916,820$ 2,288,160$ 5,494,811$ 5,806,710$ 5,883,376$
% of Revenues & Transfers In 24%19%23%34%61%62%
Transit (7150 - 7151)
Fund Summary
450
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 137,651$ 103,672$ 29,829$ 50,000$ 50,000$ 50,000$
Intergovernmental
Federal Ingergovernmental Revenue - 700,000 - 3,709,870 - -
Miscellaneous
Printed Materials - 15 - - - -
Other Miscellaneous Revenue - 2,547 - - - -
Other Financial Sources
Sale Of Assets 23 - - - - -
Transfers In:
Transfer In - Transit Property Tax Levy 3,563,749 3,660,631 4,076,795 4,142,112 4,110,999 4,092,847
Total Revenues & Transfers In 3,701,423$ 4,466,865$ 4,106,625$ 7,901,982$ 4,160,999$ 4,142,847$
Expenditures:
Personnel 115,331$ 117,800$ 126,793$ 186,758$ 229,069$ 235,941$
Services 327,657 382,920 432,201 401,431 455,406 464,514
Supplies 1,143 564 651 400 400 408
Total Expenditures 444,131$ 501,285$ 559,645$ 588,589$ 684,875$ 700,863$
Personnel Services - FTE 2019 2020 2021 2022 2023
Customer Service Rep - Trans Services 0.75 0.75 0.88 0.88 0.88
Data Analyst - - 0.50 0.50 0.50
Operations Supv - Trans Services 0.50 0.50 0.50 0.50 0.50
Program Assistant - Trans Services - - - - 0.50
Total Personnel 1.25 1.25 1.88 1.88 2.38
Transportation Services Department
Division: Public Transportation
Activity: Transit Admin (810210)
451
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Federal Ingergovernmental Revenue 1,692,952$ 1,862,895$ 2,463,515$ 1,862,899$ 2,043,467$ 2,043,467$
State 28E Agreements - 52,611 3,805 - - -
Other State Grants 456,467 531,641 562,529 531,640 562,530 562,530
Local 28E Agreements 37,749 60,186 41,787 39,140 40,270 40,270
Charges For Fees And Services
Transit Fees 1,220,379 968,974 668,695 1,220,390 1,409,590 1,409,590
Miscellaneous Charges For Services 910 - 700 - 700 700
Miscellaneous
Other Miscellaneous Revenue 10,851 - - - - -
Sale Of Assets - 9 16,245 - - -
Total Revenues 3,419,308$ 3,476,316$ 3,757,276$ 3,654,069$ 4,056,557$ 4,056,557$
Expenditures:
Personnel 3,355,501$ 3,492,005$ 3,576,718$ 3,737,167$ 3,789,977$ 3,903,676$
Services 1,956,533 2,355,392 1,160,259 2,146,539 2,211,636 2,255,869
Supplies 24,457 33,897 14,484 22,040 7,197 7,341
Total Expenditures 5,336,491$ 5,881,294$ 4,751,461$ 5,905,746$ 6,008,810$ 6,166,886$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 - Trans Services 1.00 1.00 1.50 1.50 1.50
Operations Specialist - Trans Services 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 42.75 42.75 42.75
Division: Public Transportation
Activity: Transit Operations (810220)
452
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Federal Ingergovernmental Revenue -$ -$ 1,737$ -$ -$ -$
Miscellaneous
Miscellaneous Merchandise 1,183 - - - - -
Other Miscellaneous Revenue - 6,537 2,121 - - -
Total Revenues 1,183$ 6,537$ 3,858$ -$ -$ -$
Expenditures:
Personnel 511,567$ 561,310$ 540,556$ 660,544$ 671,147$ 691,281$
Services 149,659 44,830 57,002 101,939 46,034 46,955
Supplies 792,129 766,112 689,064 791,395 855,282 872,388
Total Expenditures 1,453,355$ 1,372,252$ 1,286,622$ 1,553,878$ 1,572,463$ 1,610,624$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 Services 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
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Federal Ingergovernmental Revenue -$ -$ 4$ -$ -$ -$
Use Of Money And Property
Rents 137,562 152,123 89,102 130,050 165,000 165,000
Charges For Fees And Services
Parking Charges 774,165 621,013 584,545 747,110 751,300 751,300
Miscellaneous
Other Miscellaneous Revenue 65,887 52,384 72,782 52,020 69,000 69,000
Total Revenues 977,614$ 825,520$ 746,433$ 929,180$ 985,300$ 985,300$
Expenditures:
Personnel 32,316$ 36,904$ 37,372$ 35,381$ 36,054$ 37,136$
Services 172,801 179,912 174,967 180,804 186,805 190,541
Supplies 7,515 1,305 4,389 8,749 1,950 1,989
Total Expenditures 212,632$ 218,120$ 216,728$ 224,934$ 224,809$ 229,666$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
Division: Public Transportation
Activity: Fleet Maintenance (810230)
Division: Public Transportation
Activity: Court St Transportation Center (810240)
453
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Intergovernmental
Federal Ingergovernmental Revenue -$ -$ 77,200$ 3,017,280$ -$ -$
Other Financial Sources
Transfer In from Transit Operations 3,152,097 1,380,922 1,178,397 885,433 280,000 280,000
Total Revenues & Transfers In 3,152,097$ 1,380,922$ 1,255,597$ 3,902,713$ 280,000$ 280,000$
Expenditures:
Services -$ -$ 21,785$ -$ -$ -$
Capital Outlay - 312,957 - 4,005,750 - -
Total Expenditures -$ 312,957$ 21,785$ 4,005,750$ -$ -$
Capital Outlay 2022 2023
Four Electric Bus replacement upgrades 4,005,750$ -$
Total Capital Outlay 4,005,750$ -$
Division: PublicTransportation
Activity: Replacement Reserve (810280/810290)
454
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.
The loan was repaid with the State sales tax flood mitigation grant, and the final loan payment
was made in fiscal year 2022.
Fund Balance:
The Wastewater Fund’s unassigned fund balance at fiscal year 2021 year-end was higher than
fiscal year 2020 by approximately $1,088,916 or 9.4% This increase was primarily due a
$950,000 interfund loan payment from the sales tax flood hazard mitigation grant program.
In fiscal years 2022, unassigned fund balance is expected to increase by $2,154,948 or 17%.
This increase is stemming from the retirement of the 2016C Sewer Revenue Refunding Bonds
which releases the bond issue’s debt reserve of $936,000 and also due to the final receipt of the
sales tax flood mitigation grant loan payments of $425,000.
In fiscal year 2023, the unassigned fund balance is budgeted to decrease by $211,729 or 1.43%
primarily due a decrease in estimated Wastewater Charges.
455
(1) FY22 - FY24 figures are estimated
The Wastewater Fund maintains two reserved funds: one restricted fund for debt service and
one assigned one for capital reserves. The debt reserve funds are restricted in accordance with
revenue bond covenants. The capital reserve is assigned to build reserves for future system
and infrastructure improvements. Restricted fund balances in the debt reserve and assigned
fund balances in the capital reserve are anticipated to be $3,800,000 and $6,312,236,
respectively, in fiscal year 2023.
Revenues:
Approximately 98% 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 $0.284 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 $907.00 per year
456
Overall, the fiscal year 2023 budgeted revenue decreased from the 2022 revised budget by
1.7%. This is lower, because the fiscal year 2023 budget was prepared using the using the
fiscal year 2021 revenue levels as a baseline which were lower due to COVID-19. No changes
to the City’s sewer rate structure are proposed in the fiscal year 2023 budget.
Use of Money & Property primarily consists of interest on investments. Other Financial
Sources are proceeds from the sale of debt and from the sale of assets.
Expenditures:
The fiscal year 2023 budgeted expenditures, not including debt service, are estimated to be
8.5% higher than the fiscal year 2022 revised expenditures. This is due to an increase in
expenditures across all types including Capital Outlay.
21% of the Wastewater Fund’s expenditures are for revenue bond principal and interest
payments. All outstanding sewer revenue bonds will be repaid by the end of fiscal year 2023.
457
Long-term Projections:
Future Charges for Services revenues for Wastewater are projected forward based on an
account growth rate of 1%. Fiscal year 2027 revenues are projected to decrease as transfers
for capital projects are expected to drop off.
Future expenditures were projected with the assumptions that Personnel related expenditures
would grow at a 3% rate annually and Services and Supplies would grow at a 2% rate
annually. Expenditures are expected to increase in fiscal year 2023 as a result a substantial
increase in transfers to the Capital Projects Fund. Changes in Capital Project transfers out
are the primary reason for the volatility in the projected expenditures.
458
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 20,759,108$ 20,785,877$ 23,423,906$ 24,842,383$ 25,387,826$ 24,695,909$
Revenues:
Licenses And Permits
Miscellaneous Permits & Licenses 11,709$ 11,791$ 11,504$ 11,790$ 11,500$ 11,500$
Intergovernmental
Disaster Assistance - - 1,157 - - -
Use Of Money And Property
Interest Revenues 400,987 351,503 95,088 175,000 175,000 175,000
Royalties & Commissions 169 254 204 250 200 200
Charges For Fees And Services
Miscellaneous Charges For Services - 1,200 1,650 1,200 1,650 1,650
Wastewater Charges 12,830,133 12,353,935 12,152,455 12,353,930 12,152,450 12,273,975
Refuse Charges 738 1,509 1,097 1,510 1,100 1,100
Miscellaneous
Other Miscellaneous Revenue 181,130 86,530 77,705 86,530 69,210 69,210
Other Financial Sources
Sale Of Assets - 47,544 - - - -
Sub-Total Revenues:13,424,866 12,854,265 12,340,860 12,630,210 12,411,110 12,532,635
Transfers In:
Interfund Loans 1,275,000 1,750,000 950,000 425,000 - -
Miscellaneous Transfers In 1,877 1,971 3,597 2,300 2,875 2,875
Capital Reserves - 8,600,000 2,500,000 2,500,000 3,500,000 3,500,000
1) Bond Ordinance Transfer 2,930,250 2,934,100 2,861,500 1,178,495 1,288,437 1,450,750
Sub-Total Transfers In 4,207,127 13,286,071 6,315,097 4,105,795 4,791,312 4,953,625
Total Revenues & Transfers In 17,631,993$ 26,140,336$ 18,655,958$ 16,736,005$ 17,202,422$ 17,486,260$
Expenditures:
Wastewater Administration 1,879,511$ 1,927,439$ 2,040,291$ 2,741,514$ 2,861,157$ 2,922,288$
Wastewater Treatment Plant Ops 3,073,284 3,067,601 3,785,479 3,371,523 3,738,135 3,837,517
Lift Stations 235,473 248,790 214,831 274,818 324,085 243,367
Wastewater Collection Systems 749,385 808,365 803,440 836,212 913,900 938,044
Wastewater Debt Service 6,675,888 2,876,800 2,878,175 2,814,000 2,138,625 1,450,750
Sub-Total Expenditures 12,613,542 8,928,996 9,722,217 10,038,067 9,975,902 9,391,966
Transfers Out:
Capital Project Fund 2,061,433 3,039,211 2,153,764 2,474,000 3,130,000 4,084,000
Capital Reserves - 8,600,000 2,500,000 2,500,000 3,500,000 3,500,000
1) Debt Service Funding 2,930,250 2,934,100 2,861,500 1,178,495 1,288,437 1,450,750
Sub-Total Transfers Out 4,991,683 14,573,311 7,515,264 6,152,495 7,918,437 9,034,750
Total Expenditures & Transfers Out 17,605,225$ 23,502,307$ 17,237,481$ 16,190,562$ 17,894,339$ 18,426,716$
Fund Balance, June 30 20,785,877$ 23,423,906$ 24,842,383$ 25,387,826$ 24,695,909$ 23,755,453$
Restricted / Committed /Assigned 6,245,068 11,872,368 12,201,929 10,592,424 10,112,236 9,528,236
Unassigned Balance 14,540,809$ 11,551,538$ 12,640,454$ 14,795,402$ 14,583,673$ 14,227,217$
% of Revenues & Transfers In 82%44%68%88%85%81%
1) Same Fund Transfers required by bond covenants
Wastewater (7200 - 7204)
Fund Summary
459
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 400,987$ 351,503$ 95,088$ 175,000$ 175,000$ 175,000$
Wastewater Charges 12,830,133 12,353,935 12,152,455 12,353,930 12,152,450 12,273,975
Total Revenues 13,231,121$ 12,705,438$ 12,247,543$ 12,528,930$ 12,327,450$ 12,448,975$
Expenditures:
Personnel 328,529$ 347,938$ 363,670$ 369,205$ 390,800$ 402,524$
Services 1,512,462 1,538,328 1,631,042 2,294,594 2,414,953 2,463,252
Supplies 38,520 38,285 45,579 47,715 55,404 56,512
Capital Outlay - 2,888 - 30,000 - -
Total Expenditures 1,879,511$ 1,927,439$ 2,040,291$ 2,741,514$ 2,861,157$ 2,922,288$
Personnel Services - FTE 2019 2020 2021 2022 2023
Asst Superintendent - Wastewater 1.00 1.00 1.00 1.00 1.00
Sr Clerk/Typist - Wastewater 1.00 1.00 1.00 1.00 1.00
Wastewater Superintendent 1.00 1.00 1.00 1.00 1.00
Total Personnel 3.00 3.00 3.00 3.00 3.00
Capital Outlay 2022 2023
Admin Building Floor Tile 30,000$ -$
Total Capital Outlay 30,000$ -$
Public Works Department
Division: Wastewater Operations
Activity: Wastewater Administration (720110)
460
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Royalties & Commissions 169$ 254$ 204$ 250$ 200$ 200$
Intergovernmental
Federal Ingergovernmental Revenue - - 1,157 - -
Charges For Fees And Services
Miscellaneous Charges For Services - 1,200 1,650 1,200 1,650 1,650
Refuse Charges 738 1,509 1,097 1,510 1,100 1,100
Miscellaneous
Other Miscellaneous Revenue 181,010 86,530 77,411 86,530 69,210 69,210
Other Financial Sources
Sale Of Assets - 47,544 - - - -
Total Revenues 181,917$ 137,036$ 81,518$ 89,490$ 72,160$ 72,160$
Expenditures:
Personnel 1,328,086$ 1,410,247$ 1,524,258$ 1,683,759$ 1,745,975$ 1,798,354$
Services 1,080,827 985,652 1,190,979 975,630 1,170,862 1,194,279
Supplies 625,280 666,703 926,792 690,134 779,298 794,884
Capital Outlay 39,090 5,000 143,450 22,000 42,000 50,000
Total Expenditures 3,073,284$ 3,067,601$ 3,785,479$ 3,371,523$ 3,738,135$ 3,837,517$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Electric Forklift -$ 42,000$
Electric Cart Replacement 22,000 -
Total Capital Outlay 22,000$ 42,000$
Division: Wastewater Operations
Activity: Wastewater Treatment Plant Ops (720120)
461
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Other Miscellaneous Revenue -$ -$ -$ -$ -$ -$
Total Revenues -$ -$ -$ -$ -$ -$
Expenditures:
Services 165,884$ 214,630$ 163,074$ 219,787$ 170,264$ 173,669$
Supplies 69,590 31,491 47,822 33,031 43,821 44,697
Capital Outlay - 2,670 3,935 22,000 110,000 25,000
Total Expenditures 235,473$ 248,790$ 214,831$ 274,818$ 324,085$ 243,367$
Capital Outlay 2022 2023
Lift Station Control Panel Replacement 22,000$ -$
27KW Portable Generator - 35,000
8" Portable Trash Pump - 75,000
Total Capital Outlay 22,000$ 110,000$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
Miscellaneous Permits & Licenses 11,709$ 11,791$ 11,504$ 11,790$ 11,500$ 11,500$
Miscellaneous
Other Miscellaneous Revenue 120 - 295 - - -
Total Revenues 11,829$ 11,791$ 11,799$ 11,790$ 11,500$ 11,500$
Expenditures:
Personnel 496,209$ 558,440$ 552,699$ 556,786$ 626,561$ 645,358$
Services 188,770 191,301 192,658 197,160 201,982 206,022
Supplies 40,172 42,797 45,465 49,266 65,357 66,664
Capital Outlay 24,234 15,827 12,618 33,000 20,000 20,000
Total Expenditures 749,385$ 808,365$ 803,440$ 836,212$ 913,900$ 938,044$
Personnel Services - FTE 2019 2020 2021 2022 2023
M.W. III - Wastewater Collect. 2.00 2.00 2.00 2.00 2.00
M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 3.00 3.00 3.00
Sr M.W. - Wastewater Collection 1.00 1.00 1.00 1.00 1.00
Total Personnel 6.00 6.00 6.00 6.00 6.00
Capital Outlay 2022 2023
Trimble GIS Unit -$ 20,000$
Sewer Line Rapid Assessment Tool 33,000 -
Total Capital Outlay 33,000$ 20,000$
Division: Wastewater Operations
Activity: Lift Stations (720130)
Division: Wastewater Operations
Activity: Wastewater Collection Systems (720140)
462
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Bond Ordinance Transfer 2,930,250$ 2,934,100$ 2,861,500$ 1,178,495$ 1,288,437$ 1,450,750$
Total Revenues & Transfers In 2,930,250$ 2,934,100$ 2,861,500$ 1,178,495$ 1,288,437$ 1,450,750$
Expenditures:
Services 1,438$ -$ 750$ 1,500$ 1,500$ 750$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 6,674,450 2,876,800 2,877,425 2,812,500 2,137,125 1,450,000
Total Expenditures 6,675,888$ 2,876,800$ 2,878,175$ 2,814,000$ 2,138,625$ 1,450,750$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Wastewater Operations -$ 8,600,000$ 2,500,000$ 2,500,000$ 3,500,000$ 3,500,000$
Total Revenues & Transfers In -$ 8,600,000$ 2,500,000$ 2,500,000$ 3,500,000$ 3,500,000$
Transfers Out
Capital Projects Fund -$ 3,030,000$ 2,153,764$ 2,474,000$ 3,130,000$ 4,084,000$
Total Transfers Out -$ 3,030,000$ 2,153,764$ 2,474,000$ 3,130,000$ 4,084,000$
Division: Wastewater Operations
Activity: Wastewater Capital Reserves (720190)
Division: Wastewater Operations
Activity: Wastewater Debt Service (720800)
463
Issue / Use of Funds Amount of
Issue FY2022 FY2023 FY2024
2016C Sewer Revenue Refunding
of Series 2008 Revenue Bonds 9,360,000 2022 1,825,000 1,852,375 - -
2017B Sewer Revenue Refunding
of Series 2009 Revenue Bonds 4,550,000 2023 2,920,000 960,125 2,137,125 -
2023A Sewer Revenue Bonds (projected)18,000,000 2043 - - - 1,450,000
Total Sewer Revenue Bonds:4,745,000 2,812,500 2,137,125 1,450,000
Principal
Outstanding
Fiscal Year
Debt Paid
in Full
Debt Service Payments
Sewer Revenue Bonds
Outstanding Debt Obligation at June 30, 2021
Summary by Individual Issue
464
Fiscal
Year Principal Interest Total
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 4,745,000 204,625 4,949,625 4,949,625
Payments Principal
Outstanding
Beginning of
Fiscal Year
Sewer
Revenue
Sewer Revenue Bonds -Summary
Debt Repayment Schedule
465
Fiscal
Year Principal Interest Total
2022 1,825,000 27,375 1,852,375 1,852,375 1,825,000 3.00%
Totals 1,825,000 27,375 1,852,375 1,852,375
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: $9,360,000
Dated: June 16, 2016
Callable: N/A
Payments
Sewer
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
466
Fiscal
Year Principal Interest Total
2022 835,000 125,125 960,125 960,125 2,920,000 5.00%
2023 2,085,000 52,125 2,137,125 2,137,125 2,085,000 5.00%
Totals 2,920,000 177,250 3,097,250 3,097,250
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2009A Sewer Revenue Bonds 5,083,955$
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
467
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 2021 was
$6,444,750 or $366,708 lower than fiscal year 2020. The decrease in unassigned fund
balance in fiscal year 2021 was primarily due an increase in lime removal and insurance
expenditures and a decrease in late fee interest charges.
(1) FY22 - FY24 figures are estimates
The fiscal year 2022 unassigned fund balance is estimated to increase to $6,509,410 or
$124,756. This is primarily due to a new 50% cost share of the Customer Service
function with the Wastewater Fund totaling $638,690 that was added in fiscal year 2022.
Fiscal year 2023 unassigned fund balance is anticipated to grow by $251,064 over fiscal
year 2022. This is primarily due to a reduction in Debt Service Funding of $555,012 due
to the retirement of the 2012C Water Refunding Bonds and the corresponding release of
the bond reserves.
The Water Fund maintains two reserved funds: one restricted fund for debt service and
one assigned fund for capital reserves. The debt service reserve will have an estimated
$3,225,224 in restricted fund balance, and the capital reserve is estimated to have
$3,450,663 in assigned fund balance at the end of fiscal year 2023. Contributions into
the Capital Reserve are projected to increase to $1,800,000 in fiscal year 2023.
468
Revenues:
The Water Division is funded by water user fees, per the current schedule:
Minimum Monthly Charge (MMC) Minimum Usage Rates
Meter Size (inches)
5/8 (residential) $8.19
3/4 $8.95
1 $10.54
1½ $21.01
2 $28.26
3 $52.23
4 $91.09
6 $183.29
Cubic Feet
First 100/mo. MMC (varies)
101-3,000/mo. $3.82/100 cu. ft.
3,001 and over $2.74/100 cu. ft.
Single Purpose
Meter Charges
First 100/mo. MMC (varies)
Over 101/mo. $3.82/100 cu. ft.
A flat 5% rate increase was budgeted for fiscal year 2021 for all usage levels and meter
sizes; however, this rate increase was delayed until fiscal year 2022 due to the COVID-
19 pandemic. An intra-city charge was also added in fiscal year 2022 to charge the
Wastewater Fund for customer service costs. This added $673,357 in revenue to the
Water Fund in fiscal year 2023. Approximately 91% of Water operations are funded
through charges for services. No rate changes are proposed for fiscal year 2023.
Use of Money & Property primarily consists of interest on investments and interest on
past due utility bills.
469
Expenditures:
The fiscal year 2023 expenditures are relatively flat from fiscal year 2022 revised
expenditures.
Revenue bond principal and interest payments are 19.7% of the Water fund’s
expenditure budget for fiscal year 2023. No new revenue debt is planned in fiscal year
2023.
Other financing uses include transfers out of $1,042,500 to the Capital Projects Fund in
fiscal year 2023.
Long-term Projections:
470
Future revenues are projected to gradually increase as the number of accounts is
projected to grow by 1% annually. Fiscal years 2025 through 2026 revenues are
projected to decrease as transfers for debt service payments drop off.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually. Expenditures increase in fiscal year 2024 due to a one-time increase in
Capital Project Fund transfers out.
Expenditures after fiscal year 2024 start to decrease dramatically as the remaining
outstanding water revenues bonds are paid off.
471
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 11,938,239$ 12,578,952$ 13,016,183$ 12,833,162$ 12,957,969$ 13,436,362$
Revenues:
Use Of Money And Property
Interest Revenues 405,135$ 292,501$ 48,592$ 325,000$ 250,000$ 250,000$
Rents - 1,200 600 1,200 600 600
Royalties & Commissions 361 330 251 330 250 250
Intergovernmental
Federal Ingergovernmental Revenue - - 41,228 13,274 - -
Charges For Fees And Services
Water Charges 9,639,983 10,046,328 9,933,378 9,846,320 9,987,370 10,087,244
Miscellaneous
Printed Materials 20 11 80 - - -
Miscellaneous Merchandise 15,761 2,143 10,759 2,140 10,760 11,360
Intra-City Charges 2,000 2,000 2,000 640,690 675,357 695,174
Other Miscellaneous Revenue 1,680 44,215 2,303 - 2,300 2,500
Other Financial Sources
Sale Of Assets 912 10,148 6,119 - - -
Sub-Total Revenues 10,065,852 10,398,875 10,045,311 10,828,954 10,926,637 11,047,128
Transfers In:
1) Bond Ordinance Transfers In 1,826,040 1,846,390 1,861,190 1,879,237 1,324,225 1,366,176
Capital Reserves - 4,000,000 1,300,000 1,300,000 1,800,000 1,800,000
Miscellaneous Transfers In 1,628 1,710 3,121 2,000 2,500 2,500
Sub-Total Transfers In 1,827,668 5,848,100 3,164,311 3,181,237 3,126,725 3,168,676
Total Revenues & Transfers In 11,893,520$ 16,246,975$ 13,209,622$ 14,010,191$ 14,053,362$ 14,215,804$
Expenditures:
Water Administration 1,732,781$ 1,740,431$ 1,836,129$ 1,862,737$ 1,875,687$ 1,915,920$
Water Treatment Plant Ops 2,291,827 2,341,670 2,687,066 2,772,747 2,703,118 2,787,176
Water Distribution System 1,248,986 1,459,558 1,404,977 1,594,601 1,544,289 1,604,095
Water Customer Service 1,219,258 1,167,595 1,289,783 1,356,971 1,430,754 1,471,729
Water Public Relations 747 - - - - -
Water Debt Service 1,791,666 1,803,340 1,824,165 1,838,091 1,854,396 1,802,326
Sub-Total Expenditures 8,285,265 8,512,594 9,042,120 9,425,148 9,408,244 9,581,246
Transfers Out:
Capital Project Fund 1,141,502 1,450,761 1,189,332 1,281,000 1,042,500 1,644,000
1) Debt Service Funding 1,826,040 1,846,390 1,861,190 1,879,237 1,324,225 1,366,176
Capital Reserves - 4,000,000 1,300,000 1,300,000 1,800,000 1,800,000
Sub-Total Transfers Out 2,967,542 7,297,151 4,350,522 4,460,237 4,166,725 4,810,176
Total Expenditures & Transfers Out 11,252,807$ 15,809,744$ 13,392,642$ 13,885,385$ 13,574,969$ 14,391,422$
Fund Balance, June 30 12,578,952$ 13,016,183$ 12,833,162$ 12,957,969$ 13,436,362$ 13,260,743$
Restricted / Committed /Assigned 3,634,175 6,204,725 6,388,413 6,448,559 6,675,888 6,395,738
Unassigned Balance 8,944,777$ 6,811,458$ 6,444,750$ 6,509,410$ 6,760,474$ 6,865,006$
% of Revenues & Transfers In 75% 42% 49% 46%48%48%
1) Same Fund Transfers required by bond covenants
Water (7300 - 7304)
Fund Summary
472
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 405,135$ 292,501$ 48,592$ 325,000$ 250,000$ 250,000$
Royalties & Commissions 361 330 251 330 250 250
Charges For Fees And Services
Water Charges 9,184,481 9,692,014 9,834,446 9,692,010 9,834,440 9,932,784
Miscellaneous
Printed Materials 20 11 - - - -
Intra-City Charges 2,000 2,000 2,000 2,000 2,000 2,000
Other Miscellaneous Revenue 1,680 44,215 2,303 - 2,300 2,500
Transfers In:
Miscellaneous Transfers In 1,628 1,710 3,121 2,000 2,500 2,500
Total Revenues & Transfers In 9,595,304$ 10,032,780$ 9,890,713$ 10,021,340$ 10,091,490$ 10,190,034$
Expenditures:
Personnel 312,975$ 302,385$ 257,554$ 292,619$ 271,911$ 280,068$
Services 1,414,116 1,433,815 1,573,870 1,565,136 1,599,025 1,631,006
Supplies 5,691 4,230 4,705 4,982 4,751 4,846
Total Expenditures 1,732,781$ 1,740,431$ 1,836,129$ 1,862,737$ 1,875,687$ 1,915,920$
Personnel Services - FTE 2019 2020 2021 2022 2023
Asst Superintendent - Water 1.00 1.00 1.00 1.00 1.00
Water Superintendent 1.00 1.00 1.00 1.00 1.00
PubLicensesInfo/Ed Coord - Pub Wks 0.50 0.50 - - -
Total Personnel 2.50 2.50 2.00 2.00 2.00
Public Works Department
Division: Water Operations
Activity: Water Administration (730110)
473
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intergovernmental
Federal Intergovernmental Revenue -$ -$ 41,228$ 13,274$ -$ -$
Charges For Fees And Services
Water Charges - 12 - - - -
Other Financial Sources
Sale of Assets 509 1,113 2,196 - - -
Total Revenues 509$ 1,125$ 43,424$ 13,274$ -$ -$
Expenditures:
Personnel 942,495$ 1,007,224$ 999,343$ 1,089,135$ 1,059,536$ 1,091,322$
Services 818,498 833,486 1,008,911 1,064,212 1,031,828 1,052,465
Supplies 499,726 463,080 553,762 571,799 581,754 593,389
Capital Outlay 31,109 37,880 125,050 47,601 30,000 50,000
Total Expenditures 2,291,827$ 2,341,670$ 2,687,066$ 2,772,747$ 2,703,118$ 2,787,176$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Electric fork lift 32,000$ -$
Derecho Plant Roof 15,601 -
Sample Station Replacements - 5,000
Process Analyzer Replacements - 25,000
Total Capital Outlay 47,601$ 30,000$
Division: Water Operations
Activity: Water Treatment Plant Ops (730120)
474
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Rents -$ 1,200$ 600$ 1,200$ 600$ 600$
Charges For Fees And Services
Water Charges 80,488 81,718 78,892 81,720 78,890 79,679
Miscellaneous
Printed Materials - - 80 - -
Miscellaneous Merchandise 2,268 141 759 140 760 760
Other Financial Sources
Sale of Assets 403 9,035 3,523 - - -
Total Revenues 83,159$ 92,094$ 83,854$ 83,060$ 80,250$ 81,039$
Expenditures:
Personnel 716,334$ 760,720$ 814,266$ 859,504$ 892,068$ 918,830$
Services 278,809 296,605 305,179 288,093 318,583 324,955
Supplies 55,394 120,395 86,843 97,004 83,638 85,311
Capital Outlay 198,449 281,838 198,689 350,000 250,000 275,000
Total Expenditures 1,248,986$ 1,459,558$ 1,404,977$ 1,594,601$ 1,544,289$ 1,604,095$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 1.00 1.00 1.00
Water Engineer 1.00 - - - -
Total Personnel 8.00 8.00 8.00 8.00 8.00
Capital Outlay 2022 2023
Water Main Repairs-Contracted Improvement 290,000 225,000
Pipe Trailer 10,000 -
Oversizing Water Main 50,000 25,000
Total Capital Outlay 350,000$ 250,000$
Division: Water Operations
Activity: Water Distribution System (730130)
475
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Water Charges 375,014$ 272,584$ 20,040$ 72,590$ 74,040$ 74,780$
Miscellaneous
Miscellaneous Merchandise 13,493 2,002 10,000 2,000 10,000 10,600
Intra-City Charges - - - 638,690 673,357 693,174
Other Financial Sources
Sale Of Assets - - 400 - - -
Total Revenues 388,508$ 274,586$ 30,441$ 713,280$ 757,397$ 778,555$
Expenditures:
Personnel 814,718$ 809,934$ 842,886$ 902,873$ 948,013$ 976,453$
Services 119,731 122,434 145,516 129,557 153,223 156,287
Supplies 15,536 14,106 15,066 24,541 23,518 23,988
Capital Outlay 269,274 221,120 286,316 300,000 306,000 315,000
Total Expenditures 1,219,258$ 1,167,595$ 1,289,783$ 1,356,971$ 1,430,754$ 1,471,729$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 3.00
M. W. III - Water Service 1.00 1.00 1.00 1.00 1.00
M.W. I - Meter Reader 1.00 1.00 - - -
M.W. I-Water Customer Service 3.00 3.00 4.00 4.00 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 2022 2023
Radio Locator -$ 6,000$
Water Meters 300,000 300,000
Total Capital Outlay 300,000$ 306,000$
Division: Water Operations
Activity: Water Customer Service (730140)
476
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Expenditures:
Personnel 455$ -$ -$ -$ -$ -$
Services 291 - - - - -
Total Expenditures 747$ -$ -$ -$ -$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Bond Ordinance Transfers In 1,826,040$ 1,846,390$ 1,861,190$ 1,879,237$ 1,324,225$ 1,366,176$
Total Revenues & Transfers In 1,826,040$ 1,846,390$ 1,861,190$ 1,879,237$ 1,324,225$ 1,366,176$
Expenditures:
Services 1,813$ 375$ 1,125$ 1,900$ 2,250$ 1,500$
Other Financial Uses
Revenue Bonds Principal
& Interest Payments 1,789,853 1,802,965 1,823,040 1,836,191 1,852,146 1,800,826
Total Expenditures 1,791,666$ 1,803,340$ 1,824,165$ 1,838,091$ 1,854,396$ 1,802,326$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Water Operations -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,800,000$ 1,800,000$
Total Revenues & Transfers In -$ 4,000,000$ 1,300,000$ 1,300,000$ 1,800,000$ 1,800,000$
Transfers Out
Capital Projects Fund -$ 1,472,500$ 1,153,337$ 1,281,000$ 1,042,500$ 1,644,000$
Total Transfers Out -$ 1,472,500$ 1,153,337$ 1,281,000$ 1,042,500$ 1,644,000$
Division: Water Operations
Activity: Water Capital Reserves (730190)
Division: Water Operations
Activity: Water Debt Service (730800)
Division: Water Operations
Activity: Water Public Relations (730150)
477
Issue / Use of Funds FY2022 FY2023 FY2024
2012C Water Revenue Refunding
of Series 2002 Revenue Bonds 4,950,000 2023 1,070,000 546,640 545,670 -
2016D Water Revenue Refunding
of Series 2008 Revenue Bonds 3,650,000 2025 2,000,000 518,113 519,238 533,088
2017C Water Revenue Refunding
of Series 2009 Revenue Bonds 5,910,000 2026 4,000,000 771,438 787,238 1,267,738
Total - Water Revenue Bonds 7,070,000 1,836,190 1,852,145 1,800,825
Fiscal Year
Debt Paid
in Full
Principal
Outstanding
Water Revenue Bonds
Outstanding Debt Obligation at June 30, 2021
Summary by Individual Issue
Debt Service PaymentsAmount of
Issue
478
Fiscal
Year Principal Interest Total Water Revenue
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 7,070,000 331,485 7,401,485 7,401,485
Payments Principal
Outstanding
Beginning of
Fiscal Year
Water Revenue Bonds -Summary
Debt Repayment Schedule
by Fiscal Year
479
Fiscal
Year Principal Interest Total
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 1,070,000 22,310 1,092,310 1,092,310
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: $4,950,000
Dated: June 20, 2012
Callable: July 1, 2020
Project
480
Fiscal
Year Principal Interest Total
2022 465,000 53,113 518,113 518,113 2,000,000 5.00%
2023 490,000 29,238 519,238 519,238 1,535,000 5.00%
2024 520,000 13,088 533,088 533,088 1,045,000 1.50%
2025 525,000 4,594 529,594 529,594 525,000 1.75%
Totals 2,000,000 100,031 2,100,031 2,100,031
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2008D Water Revenue Bonds 3,964,470$
Issuance Costs 67,698
Bond Premium (382,168)
Amount of Issue 3,650,000$
2016D Water Revenue Refunding Capital Loan Notes
Principal: $3,650,000
Dated: June 16, 2016
Callable: N/A
Payments
Water
Revenue
Principal
Outstanding
Beginning of
Fiscal Year
Coupon
Rate
Project
481
Fiscal
Year Principal Interest Total
2022 695,000 76,438 771,438 771,438 4,000,000 2.00%
2023 725,000 62,238 787,238 787,238 3,305,000 2.00%
2024 1,225,000 42,738 1,267,738 1,267,738 2,580,000 2.00%
2025 800,000 21,488 821,488 821,488 1,355,000 2.25%
2026 555,000 6,244 561,244 561,244 555,000 2.25%
Totals 4,000,000 209,144 4,209,144 4,209,144
Principal payable July 1.
Interest payable July 1 and January 1.
Amount
Refunded 2009B Water Revenue Bonds 5,372,468$
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
482
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, 2021 was
$1,268,644 which was an 24.9% decrease from fiscal year 2020. The decrease was
due to a transfer to the Capital Projects Fund.
(1) FY22 - FY24 figures are estimates
Fiscal year 2022 fund balance is projected to decrease by $130,952 or 10.3% to
$1,137,691. This is primarily due to an increase in equipment maintenance chargebacks
and Personnel expenditures.
Fiscal year 2023 fund balance is projected to decrease by $117,952 or 10.37% to
$1,019,739. This decrease is primarily due Capital Outlay expenditures of $257,000.
The Refuse Collection fund has no restricted or assigned fund balances.
Revenues:
The Refuse Collection operations are funded primarily by user fees. In fiscal year 2021,
the monthly curbside recycling fee increased from $5.10 per month to $6.00 per month.
In fiscal year 2023, there is a $1.50 per month increase in the Yard Waste Collection
fees to increase the fee from $2.00 per month to $3.50 per month, a $.50 increase in the
curbside recycling fee to $6.50 per month, and a $1.00 increase in the garbage
collection fee from $12.00 to $13.00 per month. The combined monthly refuse collection
483
fee for a regular household will increase by $3.00 per month from $20.00 per month to
$23.00 per month.
There are additional fees not listed including pickup of tires, TVs, and monitors.
Refuse charges (includes recycling, yard waste, and solid waste fees) 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
2023 revenue is estimated at 13.1% higher than fiscal year 2022 due to the collection
fee increases.
Expenditures:
The fiscal year 2023 budgeted expenditures are estimated to be 12.38% higher than
fiscal year 2022 estimated expenditures due an increase in Personnel expenditures due
to the addition of new staff, an increase in workers compensation insurance, an increase
in equipment maintenance chargebacks, and an increase in Capital Outlay to a
$200,000 appropriation to demolish the old solid waste building.
Solid Waste Collection: FY2022 FY2023
Garbage Collection per month $12.00 $13.00
Additional bag stickers $2.50 $2.50
Curbside Recycling per month $6.00 $6.50
Appliance Collection $20.00 $20.00
Bulky Item Pickup:
First item $12.50 $12.50
Additional items $6.00 $6.00
Yard Waste:
Yard/Food Waste Collection per
month $2.00 $3.50
484
Long-term Projections:
In fiscal year revenues jump do to the increases in the monthly user fee rate. Future
revenues are projected to gradually increase as the account growth is expected to be 1%
annually in fiscal year 2024 and later.
Future expenditures were projected with the assumptions that personnel related
expenditures would grow at a 3% rate annually and services and supplies would grow at a
2% rate annually.
Fiscal year 2023 and 2024 budgeted expenditures include large, one-time capital outlays
or transfers to the Capital Projects Fund; however, expenditures are projected to grow at a
higher rate than revenues, the City will need to consider additional future rate increases for
to help cover the cost of rising expenditures and purchases for refuse, recycling, and yard
waste carts.
485
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 1,281,369$ 1,563,487$ 1,690,269$ 1,268,644$ 1,137,691$ 1,019,739$
Revenues:
Licenses And Permits
General Use Permits 12,900$ -$ -$ -$ -$ -$
Use Of Money And Property
Interest Revenues 28,547 23,234 6,414 10,000 10,000 10,000
Intergovernmental
Federal Intergovernmental Revenue - - 10,098 3,366 - -
Charges For Fees And Services
Refuse Charges 3,675,862 3,769,882 3,881,495 3,919,070 4,448,112 4,492,590
Miscellaneous
Contributions & Donations - 8,164 - - - -
Other Miscellaneous Revenue 65 7,603 17,925 24,000 16,660 16,660
Sub-Total Revenues 3,717,374 3,808,883 3,915,932 3,956,436 4,474,772 4,519,250
Transfers In:
Miscellaneous Transfers In 5,499 5,773 10,539 6,500 8,125 8,125
Sub-Total Transfers In 5,499 5,773 10,539 6,500 8,125 8,125
Total Revenues 3,722,873$ 3,814,657$ 3,926,470$ 3,962,936$ 4,482,897$ 4,527,375$
Expenditures:
Refuse Administration 487,837$ 543,976$ 583,520$ 643,103$ 905,928$ 722,725$
Refuse Operations 1,417,987 1,498,413 1,556,776 1,565,824 1,614,997 1,655,527
Yard Waste Collection 302,798 350,250 331,579 533,377 608,946 664,059
Curbside Recycling Collection 1,019,353 1,127,388 1,117,333 1,143,148 1,233,905 1,214,135
White Goods/Bulky Collection 212,781 167,848 208,887 208,438 237,073 243,536
Sub-Total Expenditures 3,440,755 3,687,875 3,798,095 4,093,888 4,600,849 4,499,981
Transfers Out:
Capital Project Fund - - 550,000 - - 250,000
Sub-Total Transfers Out - - 550,000 - - 250,000
Total Expenditures & Transfers Out 3,440,755$ 3,687,875$ 4,348,095$ 4,093,888$ 4,600,849$ 4,749,981$
Fund Balance, June 30 1,563,487$ 1,690,269$ 1,268,644$ 1,137,691$ 1,019,739$ 797,133$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 1,563,487$ 1,690,269$ 1,268,644$ 1,137,691$ 1,019,739$ 797,133$
% of Revenues 42%44%32%29%23%18%
*Fund Balance is Cash Balance for July 1, 2013
Refuse Collection (7400)
Fund Summary
486
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 28,547$ 23,234$ 6,414$ 10,000$ 10,000$ 10,000$
Intergovernmental
Federal Ingergovernmental Revenue - - 10,098 3,366 - -
Charges For Fees And Services
Refuse Charges - 125 275 130 280 280
Miscellaneous
Contributions & Donations - 1,607 - - - -
Other Miscellaneous Revenue 65 7,603 17,925 24,000 16,660 16,660
Transfers In:
Miscellaneous Transfers In - - 10,539 6,500 8,125 8,125
Total Revenues & Transfers In 28,612$ 32,570$ 45,250$ 43,996$ 35,065$ 35,065$
Expenditures:
Personnel 169,018$ 196,720$ 207,166$ 259,262$ 267,797$ 275,831$
Services 318,245 344,945 371,934 370,239 437,842 446,599
Supplies 574 2,311 4,420 137 289 295
Capital Outlay - - - 13,465 200,000 -
Total Expenditures 487,837$ 543,976$ 583,520$ 643,103$ 905,928$ 722,725$
Personnel Services - FTE 2019 2020 2021 2022 2023
Asst Superintendent - Refuse 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Refuse 0.38 0.38 0.88 0.88 0.88
Resource Management Superintendent 0.50 0.50 0.50 0.50 0.50
Total Personnel 1.88 1.88 2.38 2.38 2.38
Capital Outlay 2022 2023
New Solid Waste Building storm repairs 13,465$ -$
Demolish old Solid Waste Building - 200,000
Total Capital Outlay 13,465$ 200,000$
Public Works Department
Division: Resource Management
Activity: Refuse Administration (740110)
487
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Licenses And Permits
General Use Permits 12,900$ -$ -$ -$ -$ -$
Charges For Fees And Services
Refuse Charges 2,299,142 2,348,790 2,315,835 2,348,800 2,503,962 2,529,002
Miscellaneous
Contributions & Donations - 2,860 - - - -
Total Revenues 2,312,042$ 2,351,650$ 2,315,835$ 2,348,800$ 2,503,962$ 2,529,002$
Expenditures:
Personnel 469,095$ 492,760$ 495,155$ 513,914$ 536,976$ 553,085$
Services 908,338 949,617 1,053,241 992,498 1,062,727 1,083,982
Supplies 6,597 8,294 7,967 9,412 8,294 8,460
Capital Outlay 33,956 47,742 413 50,000 7,000 10,000
Total Expenditures 1,417,987$ 1,498,413$ 1,556,776$ 1,565,824$ 1,614,997$ 1,655,527$
Personnel Services - FTE 2019 2020 2021 2022 2023
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 2022 2023
Refuse Carts and Lids 50,000$ -$
Pressure Washer - 7,000
Total Capital Outlay 50,000$ 7,000$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 378,330$ 386,248$ 378,950$ 385,840$ 662,872$ 669,501$
Total Revenues 378,330$ 386,248$ 378,950$ 385,840$ 662,872$ 669,501$
Expenditures:
Personnel 142,275$ 140,046$ 153,970$ 202,089$ 293,398$ 302,200$
Services 139,823 111,189 77,459 291,288 315,548 321,859
Capital Outlay 20,700 99,015 100,150 40,000 - 40,000
Total Expenditures 302,798$ 350,250$ 331,579$ 533,377$ 608,946$ 664,059$
Personnel Services - FTE 2019 2020 2021 2022 2023
M.W. I - Refuse 2.00 2.00 2.00 2.00 3.00
Total Personnel 2.00 2.00 2.00 2.00 3.00
Capital Outlay 2022 2023
Yard Waste Carts 40,000$ -$
Total Capital Outlay 40,000$ -$
Division: Resource Management
Activity: Refuse Operations (740120)
Division: Resource Management
Activity: Yard Waste Collection (740130)
488
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 964,224$ 997,402$ 1,134,747$ 1,134,300$ 1,229,308$ 1,241,601$
Miscellaneous
Contributions & Donations - 3,697 - - - -
Total Revenues 964,224$ 1,001,099$ 1,134,747$ 1,134,300$ 1,229,308$ 1,241,601$
Expenditures:
Personnel 535,180$ 594,890$ 612,237$ 630,813$ 655,237$ 674,894$
Services 484,173 497,798 504,006 512,335 528,668 539,241
Supplies - 34,700 1,091 - - -
Capital Outlay - - - - 50,000 -
Total Expenditures 1,019,353$ 1,127,388$ 1,117,333$ 1,143,148$ 1,233,905$ 1,214,135$
Personnel Services - FTE 2019 2020 2021 2022 2023
M.W. II - Refuse 6.00 7.00 7.00 7.00 7.00
Total Personnel 6.00 7.00 7.00 7.00 7.00
Capital Outlay 2022 2023
Recycle Carts -$ 50,000$
Total Capital Outlay -$ 50,000$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Refuse Charges 34,167$ 37,316$ 51,688$ 50,000$ 51,690$ 52,207$
Total Revenues 34,167$ 37,316$ 51,688$ 50,000$ 51,690$ 52,207$
Expenditures:
Personnel 146,566$ 113,066$ 146,722$ 146,240$ 172,114$ 177,277$
Services 66,215 54,783 61,924 62,198 64,959 66,258
Supplies - - 242 - - -
Total Expenditures 212,781$ 167,848$ 208,887$ 208,438$ 237,073$ 243,536$
Personnel Services - FTE 2019 2020 2021 2022 2023
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
Division: Resource Management
Activity: White Goods/Bulky Collection (740150)
Division: Resource Management
Activity: Curbside Recycling Collection (740140)
489
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, 2021 was $25.728 million, which was a
3.43% increase from fiscal year 2020. Of the $25.728 million, $23.534 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 overall fund balance increase was primarily due to
the increase in the restricted reserves.
(1) FY22 - FY24 figures are estimates
The fiscal year 2022 unassigned fund balance is $2,076,406 which is a 5.35% or $117,385
decrease over the fiscal year 2021 unassigned fund balance. The projected reduction is
primarily due to an increase in budgeted transfers out to the Capital Projects Fund. The fiscal
year 2023 unassigned fund balance is projected to decrease $746,549 or 35.95% to
$1,329,857. This decrease is also primarily due to 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 2023 is $5.81 million not including
projected outstanding loan balances of $1,389,014 million to the Parking Fund, $1,686,629
million to the General Fund, and $1,124,419 to the Road Use Tax Fund.
The Landfill Cell Replacement Reserve will have four outstanding inter-fund loan as of the end
of fiscal year 2022. The following is a summary of those loans:
490
Loan Date Loan Amount
Final
Payment
Principal
Outstanding as
of 6/30/22
Total
Payment
FY23
FY23
Principal
FY23
Interest
Parking Fund
2009F Revenue Bond
Defeasance
11/1/2014 $ 2,495,350 2025 $ 762,064 $ 289,143 $ 279,621 $ 9,522
General Fund
2019 Public Works
Facility Loan
6/30/2019 $ 2,100,000 2036 $ 1,800,160 $ 139,759 $ 113,531 $ 26,228
Road Use Tax Fund
2019 Public Works
Facility Loan
6/30/2019 $ 1,400,000 2036 $ 1,200,106 $ 93,172 $ 75,687 $ 17,485
Parking Fund
Parking Gate
Equipment
6/30/2022 $ 1,000,000 2032 $ 1,000,000 $ 107,750 $ 93,429 $ 14,321
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
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 has estimated restricted fund balances at the end of fiscal year 2023 of $14.971
million for Closure/Post-Closure Reserves and $667,943 in the Solid Waste Surcharge Reserve.
Revenues:
The Landfill Fund is primarily supported by user fees. Fee increases were implemented in fiscal
year 2021 which included a $2.50 per ton increase in the trash disposal tipping fee and an
increase in the TV/monitor disposal fees. The last tipping fee increase prior to that was in fiscal
year 2016 which was a $4.00 per ton increase in the trash disposal tipping fee for both Iowa
City and non-Iowa City residents. The major landfill fees charged are summarized as follows:
Trash Disposal Rates (per ton):
Iowa City residents: $45.00
Non-Iowa City residents: $50.00
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 monitors (includes peripherals) $20
Bulk electronic waste (no TV or monitor) $3 per item
491
For fiscal year 2023, Landfill Charges of $6,448,175 and Refuse Charges of $461,060 comprise
approximately 96% of the landfill’s budgeted revenue. Total revenues are estimated to
decrease slightly in fiscal year 2023 due to a bump in refuse and recycling charges in fiscal year
2022 resulting from the derecho storm.
Expenditures:
Fiscal year 2023 budgeted expenditures increased by $49,304 or 0.86% from the fiscal year
2022 revised budget. The Landfill Fund’s expenditures increased due to an increase in
Personnel expenditures.
Fiscal year 2023 expenditures include $42,000 for capital outlay which is only 0.7% of the
expenditure budget.
492
Long-term Projections:
Future revenues are projected out at a flat rate, assuming no rate increases or account growth.
Transfers in will decrease slightly starting in fiscal year 2025 as the Parking Fund pays off their
2009F Revenue Bond 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 2023 has a large $5,175,000 Capital Projects Fund transfer out which
includes funding for a new landfill cell projected and causes the fund expenditures to spike in that
year.
493
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 26,940,544$ 24,896,655$ 24,875,608$ 25,728,085$ 25,948,434$ 22,774,802$
Revenues:
Use Of Money And Property
Interest Revenues 665,796$ 612,375$ 218,029$ 350,639$ 210,056$ 210,056$
Rents 58,243 46,691 46,353 48,370 57,400 57,400
Royalties & Commissions 148 141 36 140 - -
Intergovernmental
Federal Ingergovernmental Revenueenue - - 301 - - -
Other State Grants 13,807 103,033 5,987 - - -
Charges For Fees And Services
Refuse Charges 380,116 414,203 690,150 414,200 461,060 461,060
Landfill Charges 5,889,533 5,961,888 7,326,438 6,450,049 6,448,175 6,448,175
Miscellaneous
Contributions & Donations - 7,443 - - - -
Miscellaneous Merchandise 17,593 21,285 - 20,000 10,000 10,000
Intra-City Charges 25,394 36,983 41,142 - - -
Other Miscellaneous Revenue 55,219 37,884 36,674 45,940 35,840 35,840
Other Financial Sources
Sale Of Assets - 31,592 - - - -
Sub-Total Revenues 7,105,849 7,273,518 8,365,111 7,329,338 7,222,531 7,222,531
Transfer In:
Interfund Loans 242,467 379,438 319,753 463,938 562,268 570,558
Miscellaneous Transfers In 1,494,779 897,471 1,062,550 897,471 897,471 897,471
Sub-Total Transfers In 1,737,246 1,276,909 1,382,303 1,361,409 1,459,739 1,468,029
Total Revenues & Transfers In 8,843,096$ 8,550,427$ 9,747,414$ 8,690,747$ 8,682,270$ 8,690,560$
Expenditures:
Landfill Administration 890,712$ 959,483$ 994,523$ 1,015,514$ 1,045,778$ 1,069,458$
Landfill Operations 4,058,135 4,283,915 4,523,909 4,613,069 4,628,275 4,741,710
Solid Waste Surcharge Reserve 1,115,244 94,464 99,007 105,544 109,378 112,558
Sub-Total Expenditures 6,064,090 5,337,862 5,617,439 5,734,127 5,783,431 5,923,726
Transfers Out:
Capital Project Funding 828,115 1,336,140 2,214,948 838,800 5,175,000 1,340,000
Miscellaneous Transfers Out 1,494,779 897,471 1,062,550 897,471 897,471 897,471
Interfund Loan 2,500,000 1,000,000 - 1,000,000 - -
Sub-Total Transfers Out 4,822,894 3,233,611 3,277,498 2,736,271 6,072,471 2,237,471
Total Expenditures & Transfers Out 10,886,984$ 8,571,474$ 8,894,937$ 8,470,398$ 11,855,902$ 8,161,197$
Fund Balance, June 30 24,896,655$ 24,875,608$ 25,728,085$ 25,948,434$ 22,774,802$ 23,304,166$
Restricted / Committed /Assigned 22,387,426 22,789,815 23,534,295 23,872,029 21,444,946 22,807,973
Unassigned Balance 2,509,229$ 2,085,794$ 2,193,790$ 2,076,406$ 1,329,857$ 496,193$
% of Revenues & Transfers In 28%24%23%24%15%6%
Landfill (7500 - 7504)
Fund Summary
494
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 376,114$ 378,550$ 96,002$ 250,000$ 100,000$ 100,000$
Other Financial Sources
Sale of Assets - 31,104 - - - -
Total Revenues 376,114$ 409,654$ 96,002$ 250,000$ 100,000$ 100,000$
Expenditures:
Personnel 225,964$ 253,007$ 242,841$ 267,871$ 276,479$ 284,773$
Services 660,717 705,332 748,272 746,129 768,009 783,369
Supplies 4,031 1,144 3,410 1,514 1,290 1,316
Total Expenditures 890,712$ 959,483$ 994,523$ 1,015,514$ 1,045,778$ 1,069,458$
Personnel Services - FTE 2019 2020 2021 2022 2023
Assist Superintendent - Landfill 1.00 1.00 1.00 1.00 1.00
Customer Service Rep - Solid Waste 0.88 0.88 0.88 0.88 0.88
Resource Management Superintendent 0.50 0.50 0.50 0.50 0.50
Total Personnel 2.38 2.38 4.76 2.38 2.38
Public Works Department
Division: Resource Management
Activity: Landfill Administration (750110)
495
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 3,482$ 3,607$ 4,122$ 2,500$ 2,500$ 2,500$
Rents 58,243 46,691 46,353 48,370 57,400 57,400
Royalties & Commissions 148 141 36 140 - -
Intergovernmental
Federal Intergovernmental Revenueenue - - 301 - - -
Other State Grants 13,807 12,033 5,987 - - -
Charges For Fees And Services
Refuse Charges 380,116 414,203 690,150 414,200 461,060 461,060
Landfill Charges 5,691,772 5,763,162 7,091,159 6,251,319 6,248,175 6,248,175
Miscellaneous
Contributions & Donations - 7,443 - - - -
Miscellaneous Merchandise 17,593 21,285 - 20,000 10,000 10,000
Intra-City Charges 25,394 36,983 41,142 - - -
Other Miscellaneous Revenue 55,219 37,884 36,674 45,940 35,840 35,840
Other Financial Sources
Sale Of Assets - 488 - - - -
Total Revenues 6,245,774$ 6,343,920$ 7,915,925$ 6,782,469$ 6,814,975$ 6,814,975$
Expenditures:
Personnel 1,040,781$ 1,131,628$ 1,254,262$ 1,316,245$ 1,370,920$ 1,412,048$
Services 2,839,505 2,958,715 3,080,850 3,121,374 3,047,702 3,108,656
Supplies 135,649 116,961 126,508 120,450 167,653 171,006
Capital Outlay 42,199 76,611 62,289 55,000 42,000 50,000
Total Expenditures 4,058,135$ 4,283,915$ 4,523,909$ 4,613,069$ 4,628,275$ 4,741,710$
Personnel Services - FTE 2019 2020 2021 2022 2023
Landfill Operator 8.00 9.00 8.00 8.00 8.00
M.W. II - Eastside Recycling 1.00 1.00 1.00 1.00 1.00
Scalehouse Operator 1.50 1.50 1.50 1.75 1.75
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Sr. Landfill Operator - Heavy Equipment - - 1.00 1.00 1.00
Total Personnel 11.50 12.50 12.50 12.75 12.75
Capital Outlay 2022 2023
Pressure Washer -$ 7,000$
GEMS Replacement - 15,000
Glass Drop-off Bins 15,000 -
Other Operating Equipment 30,000 15,000
Dual Extraction Pumps 10,000 5,000
Total Capital Outlay 55,000$ 42,000$
Division: Resource Management
Activity: Landfill Operations (750120)
496
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues & Transfers In:
Use Of Money And Property
Interest Revenues 217,127$ 203,048$ 69,842$ 78,139$ 87,556$ 87,556$
Other Financial Sources
Transfer In from Landfill Operations 765,525 769,260 910,758 769,260 769,260 769,260
Interfund Loans 242,467 379,438 319,753 463,938 562,268 570,558
Total Revenues & Transfers In 1,225,119$ 1,351,746$ 1,300,353$ 1,311,337$ 1,419,084$ 1,427,374$
Transfers Out:
Capital Project Fund (1,946)$ -$ 892,000$ 215,000$ 4,085,000$ -$
InterFund Loan - Disbursed to Other Funds 2,500,000 1,000,000 - 1,000,000 - -
Other 601,669 - - - - -
Total Transfers Out 3,099,723$ 1,000,000$ 892,000$ 1,215,000$ 4,085,000$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Charges For Fees And Services
Landfill Charges 197,760$ 198,726$ 235,279$ 198,730$ 200,000$ 200,000$
Intergovernmental
Other State Grants - 91,000 - - - -
Total Revenues 197,760$ 289,726$ 235,279$ 198,730$ 200,000$ 200,000$
Expenditures:
Personnel 81,461$ 85,092$ 88,408$ 96,085$ 99,210$ 102,186$
Services 9,814 9,373 10,092 9,459 10,168 10,371
Supplies 651 - 508 - - -
Capital Outlay 1,023,317 - - - - -
Total Expenditures 1,115,244$ 94,464$ 99,007$ 105,544$ 109,378$ 112,558$
Personnel Services - FTE 2019 2020 2021 2022 2023
Recycling Coordinator 1.00 1.00 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 69,074$ 27,170$ 48,063$ 20,000$ 20,000$ 20,000$
Other Financial Sources
Transfer In from Landfill Operations 729,254 128,211 151,792 128,211 128,211 128,211
Total Revenues 798,328$ 155,381$ 199,855$ 148,211$ 148,211$ 148,211$
Division: Resource Management
Activity: Solid Waste Surcharge Reserve (750220)
Division: Resource Management
Activity: Landfill Replacement Reserve (750910)
Division: Resource Management
Activity: Landfill Closure/Post-Closure Reserves (750230/240)
497
AIRPORT FUND
The Airport Fund accounts for the operations of the municipal airport. The Airport Fund is
managed as a business-like operation ; however, it does receive certain financial assistance
from the City’s General Fund.
The Airport Fund’s fund balance on June 30, 2021 was $263,541, a 11.89% increase from the
fiscal year 2020 year-end fund balance. This increase is primarily due a decrease in transfers
out to the Capital Project Fund.
In fiscal year 2022, fund balance is estimated to increase by 7.51% to $283,320. This increase
is primarily due to an increase in the capital reserves. In fiscal year 2023, the fund balance is
project to increase by 23.95% to $351,170. This in crease is a result of a decrease in transfers
out to the Capital Projects Fund.
(1) FY22 - FY24 figures are estimates
The City’s General Fund contributes $100,000 annually towards capital projects at the Airport.
These funds can be used to leverage State and Federal grants. In fiscal year 2020, a Capital
Reserve fund was created to account for these funds separately from the Airport’s operations
and to build the reserve for future capital improvements. The balance of this reserve is
projected to be $186,258 at the end of fiscal year 2023. The Airport also maintains a $100,000
reserve for emergencies. This amount is static and does not fluctuate.
Revenues:
For fiscal year 2023, 89% of Airport Fund revenue is provided through rentals of airport
property. The Airport’s second largest source of revenue is fuel sales commission which is 11%
of the total revenues.
498
Expenditures:
In the fiscal year 2023 budget, operating expenditures increased from the fiscal year 2022
budget by 3.44 % to $385,060 primarily due to cost of living and inflation adjustments and an
increase in equipment repair and maintenance expenditures.
499
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 216,769$ 244,898$ 235,540$ 263,541$ 283,320$ 351,170$
Revenues:
Use Of Money And Property
Interest Revenues 4,706$ 2,287$ (909)$ 1,000$ -$ -$
Rents 322,756 338,755 333,579 336,840 342,640 342,640
Royalties & Commissions 38,179 32,214 42,765 35,000 42,770 42,770
Intergovernmental
Federal Ingergovernmental Revenue - 69,000 23,000 - - -
Miscellaneous
Miscellaneous Merchandise 1,617 260 - 260 - -
Other Miscellaneous Revenue - 2,049 (420) - - -
Sub-Total Revenues 367,258 444,565 398,016 373,100 385,410 385,410
Transfers In:
Capital Reserves 100,000 184,271 100,000 100,000 100,000 100,000
Sub-Total Transfers In 100,000 184,271 100,000 100,000 100,000 100,000
Total Revenues & Transfers In 467,258$ 628,836$ 498,016$ 473,100$ 485,410$ 485,410$
Expenditures:
Airport Operations 395,866$ 421,723$ 417,765$ 372,257$ 385,060$ 393,648$
Sub-Total Expenditures 395,866 421,723 417,765 372,257 385,060 393,648
Transfers Out:
Capital Project Fund 43,264 132,200 52,250 81,063 32,500 45,000
Capital Reserves - 84,271 - - - -
Sub-Total Transfers Out 43,264 216,471 52,250 81,063 32,500 45,000
Total Expenditures & Transfers Out 439,129$ 638,194$ 470,015$ 453,320$ 417,560$ 438,648$
Fund Balance, June 30 244,898$ 235,540$ 263,541$ 283,320$ 351,170$ 397,933$
Restricted / Committed /Assigned 100,000 152,071 199,821 218,758 286,258 341,258
Unassigned Balance 144,898$ 83,469$ 63,719$ 64,562$ 64,912$ 56,674$
% of Revenues & Transfers In 31%13%13%14%13%12%
*Fund Balance is Cash Balance for July 1, 2013
Airport (7600 -7604)
Fund Summary
500
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 4,706$ 2,287$ (909)$ 1,000$ -$ -$
Rents 322,756 338,755 333,579 336,840 342,640 342,640
Royalties & Commissions 38,179 32,214 42,765 35,000 42,770 42,770
Intergovernmental
Federal Ingergovernmental Revenue - 69,000 23,000 - - -
Miscellaneous
Miscellaneous Merchandise 1,617 260 - 260 - -
Other Miscellaneous Revenue - 2,049 (420) - - -
Total Revenues & Transfers In 367,258$ 444,565$ 398,016$ 373,100$ 385,410$ 385,410$
Expenditures:
Personnel 80,215$ 81,932$ 221,487$ 87,272$ 88,630$ 91,289$
Services 281,875 292,410 182,959 281,639 292,072 297,913
Supplies 19,137 5,788 13,319 3,346 4,358 4,445
Capital Outlay 14,639 41,593 - - - -
Total Expenditures 395,866$ 421,723$ 417,765$ 372,257$ 385,060$ 393,648$
Personnel Services - FTE 2019 2020 2021 2022 2023
Airport Operations Specialist 1.00 1.00 - - -
Airport Manager - - 1.00 1.00 1.00
Total Personnel 1.00 1.00 1.00 1.00 1.00
Airport Department
Division: Airport Operations
Activity: Airport Operations (850110)
501
STORMWATER FUND
The Stormwater Fund is an enterprise fund that accounts for the activities of the City’s
Stormwater Utility.
Fund Balance:
The Stormwater Fund’s fund balance on June 30, 2021 was $1,487,988 which was a 36.67%
increase from the fiscal year 2020. The fiscal year 2022 fund balance is estimated to decrease
35.49% from fiscal year 2021 to $959,860. These changes are primarily due to the level of
capital project funding and the amounts that are retained in the capital reserves at year end.
Fiscal year 2023 projected fund balance represents a 35.84% increase over the fiscal year 2022
estimated year-end balance to finish at $1,303,882. This increase is due to a lower level of
capital project funding planned in 2023.
In fiscal year 2020, a Capital Reserve fund was created in the Stormwater Fund to set funds
aside for future infrastructure replacement. These funds are shown below as assigned. The
Capital Reserve balance is expected to be at $264,000 in fiscal year 2022 and $674,000 in
fiscal year 2023.
(1) FY22 - FY24 figures are estimates
Revenues:
The Stormwater Fund is primarily funded through a monthly Stormwater Utility fee. This fee was
last 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.
Commercial properties pay a $5.00 base fee and then $2.00 per ERU per month. No rate
increases are included in the fiscal year 2023 budget.
502
Approximately 99% of the Stormwater Fund’s operations are funded through Stormwater Utility
fees. Interest on investments and miscellaneous revenue comprise less than 1% of Stormwater
Fund’s revenue.
Expenditures:
Fiscal year 2023 budgeted expenditures represent a $33,780 or 5.21% increase from the fiscal
year 2022 revised expenditures. The increase is attributed to an increase in all expenditures
types including $12,000 for Capital Outlay.
503
Long-term Projections:
Future stormwater fund revenues are projected to 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 2022 total expenditures are higher significantly due to a
large transfer for Capital Projects. Transfers out to the Capital Projects Fund decreases from
$1,625,000 in fiscal year 2022 to $690,000 in fiscal year 2023 and then back up to $1,240,000 in
fiscal year 2024.
504
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 795,950$ 931,736$ 1,088,776$ 1,487,988$ 959,860$ 1,303,882$
Revenues:
Use Of Money And Property
Interest Revenues 22,305$ 15,114$ 4,327$ 10,000$ 5,000$ 5,000$
Charges For Fees And Services
Stormwater Charges 1,568,019 1,730,056 1,700,792 1,730,060 1,700,790 1,717,798
Miscellaneous
Intra-City Charges 4,703 4,602 9,454 4,600 9,500 9,500
Other Miscellaneous Revenue - 92 264 - - -
Sub-Total Revenues 1,595,027 1,749,864 1,714,836 1,744,660 1,715,290 1,732,298
Transfers In:
Miscellaneous Transfers In 1,036 1,088 1,986 1,200 1,500 1,500
Capital Reserves - 1,100,000 1,000,000 1,500,000 1,100,000 1,100,000
Sub-Total Transfers In 1,036 1,101,088 1,001,986 1,501,200 1,101,500 1,101,500
Total Revenues 1,596,063$ 2,850,952$ 2,716,822$ 3,245,860$ 2,816,790$ 2,833,798$
Expenditures:
Stormwater Operations 451,277$ 603,911$ 593,191$ 648,988$ 682,768$ 687,172$
Sub-Total Expenditures 451,277 603,911 593,191 648,988 682,768 687,172
Transfers Out:
Capital Project Fund 1,009,000 990,000 721,000 1,625,000 690,000 1,240,000
Capital Reserves - 1,100,000 1,003,419 1,500,000 1,100,000 1,100,000
Sub-Total Transfers Out 1,009,000 2,090,000 1,724,419 3,125,000 1,790,000 2,340,000
Total Expenditures & Transfers Out 1,460,277$ 2,693,911$ 2,317,610$ 3,773,988$ 2,472,768$ 3,027,172$
Fund Balance, June 30 931,736$ 1,088,776$ 1,487,988$ 959,860$ 1,303,882$ 1,110,509$
Restricted / Committed /Assigned - 110,000 389,000 264,000 674,000 534,000
Unassigned Balance 931,736$ 978,776$ 1,098,988$ 695,860$ 629,882$ 576,509$
% of Revenues 58%34%40%21%22%20%
Stormwater (7700 - 7704)
Fund Summary
505
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 22,305$ 15,114$ 4,327$ 10,000$ 5,000$ 5,000$
Charges For Fees And Services
Stormwater Charges 1,568,019 1,730,056 1,700,792 1,730,060 1,700,790 1,717,798
Miscellaneous
Intra-City Charges 4,703 4,602 9,454 4,600 9,500 9,500
Other Miscellaneous Revenue - 92 264 - - -
Total Revenues 1,595,027$ 1,749,864$ 1,714,836$ 1,744,660$ 1,715,290$ 1,732,298$
Expenditures:
Personnel 204,029$ 200,472$ 244,186$ 290,114$ 298,826$ 307,791$
Services 244,721 401,778 340,341 354,622 364,480 371,770
Supplies 2,528 662 8,664 4,252 7,462 7,611
Capital Outlay - 1,000 - - 12,000 -
Total Expenditures 451,277$ 603,911$ 593,191$ 648,988$ 682,768$ 687,172$
Personnel Services - FTE 2019 2020 2021 2022 2023
PubLicensesInfo/Ed Coord - Public Works 0.50 0.50 - - -
Sr. Engineer 1.00 1.00 1.00 1.00 1.00
Stormwater Technician - 1.00 1.00 1.00 1.00
Total Personnel 1.50 2.50 2.00 2.00 2.00
Capital Outlay 2022 2023
Push camera -$ 12,000$
Total Capital Outlay -$ 12,000$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Transfers In:
Stormwater Operations -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,100,000$ 1,100,000$
Total Revenues & Transfers In -$ 1,100,000$ 1,000,000$ 1,500,000$ 1,100,000$ 1,100,000$
Transfers Out
Capital Projects Fund -$ 990,000$ 721,000$ 1,625,000$ 690,000$ 1,240,000$
Total Transfers Out -$ 990,000$ 721,000$ 1,625,000$ 690,000$ 1,240,000$
Public Works Department
Division: Engineering
Activity: Stormwater Capital Reserves (770800)
Division: Engineering Services
Activity: Stormwater Operations (770110)
506
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, 2021 was $5,925,598, a decrease
of $1,902,448 or 24.30% from the fiscal year 2020 year-end fund balance. The decrease in
fiscal year 2021 was primarily due to purchase of housing units in the Augusta Place and the
Chauncey. At the end of fiscal year 2021, $1,281,657 in fund balance was restricted for
maintenance and development of Public Housing units and the development of affordable
homeownership opportunities. Fund balance history and projections are as follows:
(1) FY22 – FY24 are estimates
Fiscal year 2022 revised year-end fund balance increased by 9.46% or $560,824 over the fiscal
year 2021 ending balance. The fiscal year 2022 increase is also due to a surplus generated in
the Housing Voucher Program due to expanded Federal funding for vouchers.
In fiscal year 2023, the Housing Authority’s fund balance is projected to increase by $350,487 or
5.40%. The fiscal year 2023 increase in fund balance is also projected due to a surplus
generated in the Housing Voucher Program.
Revenues:
HUD allocations account for approximately 96% of ICHA revenue. ICHA is projected to receive
$10,464,171 in federal funding through HUD in fiscal year 2023. This is an 8.97% percent
FY2019 FY2020 FY2021 FY2022 FY2023 FY2024
Unassigned $4,070,553 $4,485,858 $4,643,941 $5,166,425 $5,483,912 $5,593,730
Restricted $3,268,537 $3,342,188 $1,281,657 $1,319,997 $1,352,997 $1,385,997
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
Fund Balance (1)
507
decrease from the fiscal year 2022 revised budget primarily due to the expansion of the Housing
Voucher program through CARES Act and ARPA funding in fiscal year 2022.
Expenditures:
Fiscal year 2023 estimated expenditures are budgeted to decrease from the fiscal year 2022
revised expenditures by $817,660 or 7.22% which primarily represents a decrease in housing
voucher payments due to the expansion of the Housing Voucher program through CARES Act
and ARPA funding in fiscal year 2022.
85.6% of the Housing Fund expenditure budget is to provide rental vouchers to citizens.
508
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 7,017,559$ 7,339,090$ 7,828,046$ 5,925,598$ 6,486,422$ 6,836,909$
Revenues:
Use Of Money And Property
Interest Revenues 134,299$ 101,062$ 22,929$ 35,000$ 35,000$ 35,000$
Rents 295,244 280,156 295,785 280,160 295,780 295,780
Royalties & Commissions 46,280 47,922 63,667 47,925 65,734 65,734
Intergovernmental
Federal Ingergovernmental Revenue 9,442,728 9,874,826 9,690,623 11,495,777 10,464,171 9,688,646
Miscellaneous
Other Miscellaneous Revenue 81,888 60,619 20,743 58,788 31,923 31,923
Other Financial Sources
Loan Repayments 13,216 12,797 21,802 13,000 13,000 13,000
Insurance Recoveries 279,874 2,258 - - - -
Sale Of Assets - 28 28 - - -
Sub-Total Revenues 10,293,528 10,379,669 10,115,575 11,930,650 10,905,608 10,130,083
Miscellaneous Transfers In 106,470 63,563 - - -
Sub-Total Transfers In 106,470 63,563 - - - -
Total Revenues & Transfers In 10,399,998$ 10,443,232$ 10,115,575$ 11,930,650$ 10,905,608$ 10,130,083$
Expenditures:
Voucher Program 9,238,969$ 9,252,541$ 9,144,010$ 10,771,050$ 9,950,614$ 9,367,979$
Public Housing Program 791,548 652,252 2,823,294 546,940 549,716 562,851
Sub-Total Expenditures 10,030,517 9,904,793 11,967,304 11,317,990 10,500,330 9,930,831
Transfers Out:
Operating Subsidy - PILOT General Fund 20,072 20,714 21,232 21,699 22,936 23,624
Miscellaneous Transfers Out - Director Reimb 27,877 28,769 29,488 30,137 31,855 32,811
Sub-Total Transfers Out 47,949 49,483 50,720 51,836 54,791 56,435
Total Expenditures & Transfers Out 10,078,466$ 9,954,276$ 12,018,024$ 11,369,826$ 10,555,121$ 9,987,265$
Fund Balance, June 30 7,339,090$ 7,828,046$ 5,925,598$ 6,486,422$ 6,836,909$ 6,979,727$
Restricted / Committed /Assigned 3,268,537 3,342,188 1,281,657 1,319,997 1,352,997 1,385,997
Unassigned Balance 4,070,553$ 4,485,858$ 4,643,941$ 5,166,425$ 5,483,912$ 5,593,730$
% of Revenues & Transfers In 39% 43% 46% 43%50%55%
City of Iowa City
Housing Authority (7900 - 7922)
Fund Summary
509
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues (9,112)$ (7,492)$ 854$ -$ -$ -$
Royalties & Commissions 46,006 47,675 63,441 47,675 65,504 65,504
Intergovernmental
Federal Ingergovernmental Revenue 9,172,148 9,565,292 9,224,509 11,249,992 10,237,831 9,462,306
Miscellaneous
Other Miscellaneous Revenue 22,189 50,691 15,241 52,337 30,913 30,913
Sale Of Assets - 24 22 - - -
Transfers In:
Miscellaneous Transfers In 106,470 63,563 - - - -
Total Revenues & Transfers In 9,337,701$ 9,719,754$ 9,304,067$ 11,350,004$ 10,334,248$ 9,558,723$
Expenditures:
Personnel 762,625$ 784,308$ 821,375$ 903,205$ 952,246$ 980,813$
Services 8,469,067 8,458,110 8,313,455 9,860,989 8,991,677 8,380,475
Supplies 7,277 10,124 9,180 6,856 6,691 6,691
Total Expenditures 9,238,969$ 9,252,541$ 9,144,010$ 10,771,050$ 9,950,614$ 9,367,979$
Personnel Services - FTE 2019 2020 2021 2022 2023
Building Inspector 0.25 0.25 - - -
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.80
Housing Administrator 0.78 0.78 0.78 0.78 0.80
Housing Office Manager 0.96 0.96 0.96 0.96 0.80
Housing Program Assistant 3.84 3.84 4.33 4.33 4.20
Housing Receptionist - - 0.78 0.78 0.80
PubLicensesHsg. Coord 0.50 0.50 0.50 0.50 0.80
Housing Choice Voucher Program Coord 1.00 1.00 1.00 1.00 0.80
Total Personnel 7.83 7.83 8.85 8.85 9.00
Neighborhood & Development Services Department
Division: Neighborhood Services
Activity: Housing Authority Voucher (490200)
510
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 143,412$ 108,554 22,075$ 35,000$ 35,000$ 35,000$
Rents 295,244 280,156 295,785 280,160 295,780 295,780
Royalties & Commissions 273 247 226 250 230 230
Intergovernmental
Federal Ingergovernmental Revenue 270,580 309,534 466,114 245,785 226,340 226,340
Miscellaneous
Other Miscellaneous Revenue 59,698 9,928 5,501 6,451 1,010 1,010
Other Financial Sources
Loans 13,216 12,797 21,802 13,000 13,000 13,000
Insurance Recoveries 279,874 2,258 - - - -
Sale Of Assets - 4 6 - - -
Total Revenues 1,062,297$ 723,479$ 811,508$ 580,646$ 571,360$ 571,360$
Expenditures:
Personnel 164,836$ 160,090$ 184,156$ 204,863$ 214,092$ 220,515$
Services 369,339 464,559 539,790 338,603 334,056 340,737
Supplies 2,126 2,921 2,168 3,474 1,568 1,599
Capital Outlay 255,248 24,681 2,097,179 - - -
Total Expenditures 791,548$ 652,252$ 2,823,294$ 546,940$ 549,716$ 562,851$
Personnel Services - FTE 2019 2020 2021 2022 2023
Building Inspector 0.25 0.25 - - -
F.S.S. Program Coordinator 0.50 0.50 0.50 0.50 0.20
Housing Administrator 0.22 0.22 0.22 0.22 0.20
Housing Office Manager 0.04 0.04 0.04 0.04 0.20
Housing Program Assistant 0.16 0.16 0.29 0.29 0.80
Housing Receptionist - - 0.22 0.22 0.20
PubLicensesHsg. Coord 0.50 0.50 0.50 0.50 0.20
Housing Choice Voucher Program Coord - - - - 0.20
Total Personnel 1.67 1.67 1.77 1.77 2.00
Division: Neighborhood Services
Activity: Housing Authority Public Housing (490300)
511
512
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
3
513
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 2022-2026. Additional information
for the City’s five-year CIP program including maps and photos is available on the City’s
web page: https://www.icgov.org/budget under the Capital Improvement Program
heading.
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 2022-2026, the total funding sources are $205,922,725, and the
total expenditures are $205,848,950. The difference between the total expenditures and
the total funding sources over the five-year period is a result of prior plan funding
sources that are being utilized to cover current plan expenditures such as engineering
and design.
The 2023 CIP expenditures of $47,356,220 will be certified as part of the fiscal year
2023 operating budget.
The 2023 CIP funding sources of $47,958,995 will also be certified as part of the fiscal
year 2023 operating budget. Budgeted fiscal year 2023 Capital Projects Fund revenues
and transfers in also include a transfer in from the TIF funds to reimburse for prior year
expenditures of $25,758. Total Capital Projects Fund fiscal year 2023 budgeted
revenues and transfer in are $47,984,753.
The changes to the 2022 CIP are amended into the fiscal year 2022 operating budget.
The fiscal year 2022 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 2022 are
$77,959,172; the revised budget includes the 2022 CIP expenditures of $28,788,020
514
and prior year project carry forwards of $49,171,152 . A transfer out of $425,000 was
carried forward from fiscal year 2021 for the final payment of the State sales tax flood
mitigation grant loan to the Wastewater Fund.
The revised fiscal year 2022 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 2022 are $39,931,472;
the revised budget includes the 2022 CIP funding sources of $26,784,020 and a transfer
in from the TIF funds to reimburse for prior year expenditures of $18,191, and prior year
project carry forwards of $13,129,261.
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 2023 is $4,272,915.
515
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 51,478,202$ 37,683,022$ 38,062,482$ 42,097,081$ 3,644,382$ 4,272,915$
Revenues:
Use Of Money And Property
Interest Revenues 745,132$ 499,001$ 162,752$ -$ -$ -$
Intergovernmental
Federal Intergovernmental Revenue 347,216 1,044,497 1,458,355 8,227,394 2,357,525 16,005,000
Disaster Assistance - - - - - -
Other State Grants 2,723,823 4,961,896 1,643,322 3,777,578 650,000 -
State 28E Agreements 161,848 90,661 91,484 50,000 425,000 272,000
Local 28E Agreements 25,000 25,000 31,740 1,600,000 - -
Charges of Fees & Services
Development Fees 63,645 93,462 355,368 - - -
Miscellaneous
Contributions & Donations 10,000 25,000 6,495 195,000 - -
Printed Materials 4,360 885 525 - - -
Other Miscellaneous Revenue 27,002 121,490 288,162 - - -
Other Financial Sources
Debt Sales 12,565,848 13,012,385 12,744,378 10,100,000 27,756,000 12,215,000
Sub-Total Revenues 16,673,874 19,874,276 16,782,581 23,949,972 31,188,525 28,492,000
Transfers In:
Transfers-In from Governmental Funds 6,987,195 4,751,737 4,456,604 6,558,661 4,906,228 9,874,770
Transfers-In from Enterprise Funds 9,138,147 8,020,378 7,447,763 8,509,863 10,890,000 14,355,000
Miscellaneous Transfers-In 107,684 3,335 35,351 87,976 - -
Internal Service (Non-Budgetary):
Equipment Fund - - - 825,000 1,000,000 3,500,000
Sub-Total Transfers In 16,233,026 12,775,451 11,939,718 15,981,500 16,796,228 27,729,770
Total Revenues & Transfers In 32,906,900$ 32,649,727$ 28,722,299$ 39,931,472$ 47,984,753$ 56,221,770$
Expenditures:
Governmental:
General Government 440,206$ 1,060,808$ 2,827,102$ 869,855$ -$ -$
Culture & Recreation 8,245,547 5,556,924 2,482,195 9,139,432 4,305,000 6,975,000
Community and Economic Dvlpmnt 8,407,063 237,979 97,096 398,077 - -
Public Safety 5,026 768,914 1,895,807 2,056,319 - 1,531,300
Public Works 22,655,067 16,948,609 11,031,324 41,630,909 15,460,470 20,860,470
Enterprise:
Parking Operations 288,825 70,266 61,616 3,141,861 700,000 632,000
Public Transportation 178,752 36,345 89,234 948,191 120,000 20,120,000
Wastewater Treatment 2,203,521 3,025,409 2,453,813 7,737,166 19,466,000 3,059,000
Water Operations 922,313 1,137,779 376,206 3,101,800 1,042,500 844,000
Refuse Operations - - - 550,000 - -
Landfill 1,698,022 - 879,645 3,452,104 5,175,000 840,000
Storm Water 226,608 594,327 879,466 3,136,294 690,000 990,000
Airport 156,128 1,082,908 664,196 1,797,164 397,250 450,000
Sub-Total Expenditures 45,427,080 30,520,267 23,737,700 77,959,172 47,356,220 56,301,770
Transfers Out:
Miscellaneous Transfers Out 1,275,000 1,750,000 950,000 425,000 - -
Sub-Total Transfers Out 1,275,000 1,750,000 950,000 425,000 - -
Total Expenditures & Transfers Out 46,702,080$ 32,270,267$ 24,687,700$ 78,384,172$ 47,356,220$ 56,301,770$
Fund Balance, June 30 37,683,022$ 38,062,482$ 42,097,081$ 3,644,382$ 4,272,915$ 4,192,915$
Capital Projects Fund
Fund Summary
516
Capital Improvement Plan 2022-2026
City of Iowa City, Iowa
Division Summary
thru2022 2026
TotalCategory20222023202420252026
Airport 1,148,750 397,250 450,000 1,400,000 1,170,000 4,566,000
Equipment 825,000 1,000,000 11,000,000 12,825,000
Fire 95,000 1,422,800 1,700,000 3,217,800
Government Buildings 955,000 1,700,000 1,100,000 550,000 350,000 4,655,000
Landfill 838,800 5,175,000 840,000 280,000 7,133,800
Library 150,000 375,000 400,000 925,000
Parking Operations 2,090,000 700,000 632,000 737,500 500,000 4,659,500
Parks Maintenance 1,480,000 2,605,000 3,720,000 1,240,000 3,220,000 12,265,000
Police 125,000 108,500 233,500
Public Works Administration 750,000 750,000
Recreation 100,000 500,000 5,500,000 6,100,000
Senior Center 2,720,000 1,655,000 1,745,000 6,120,000
Stormwater 1,625,000 690,000 990,000 240,000 240,000 3,785,000
Street Operations 11,870,470 13,710,470 9,860,470 27,147,470 17,010,470 79,599,350
Transit Operations 120,000 120,000 20,120,000 120,000 120,000 20,600,000
Wastewater Treatment 3,464,000 19,466,000 3,059,000 3,338,000 3,519,500 32,846,500
Water Operations 1,181,000 1,042,500 844,000 1,200,000 1,300,000 5,567,500
28,788,020 47,356,220 56,301,770 43,592,970 29,809,970 205,848,950TOTAL
517
Airport, $4,566,000
Fire, $3,217,800
Equipment, $12,825,000
Landfill, $7,133,800
Library, $925,000 Government Buildings,
$4,655,000 Parks Maint,
$12,265,000 Parking, $4,659,500
Transit, $20,600,000
Police, $233,500
Public Works Admin,
$750,000
Recreation, $6,100,000
Senior Center,
$6,120,000
Stormwater, $3,785,000
Streets, $79,599,350
Wastewater,
$32,846,500
Water, $5,567,500
Capital Improvement Program
by Division
2022-2026
$205,848,950
518
Capital Improvement Plan 2022-2026
City of Iowa City, Iowa
Projects By Division
2022 2026thru
Total20222023202420252026CategoryProject #Priority
Airport
A3447 75,00075,000Airport Parking Lot Expansion 3
A3462 94,00094,000Hangar A Door Replacement 2
A3465 150,000150,000Runway 7 Environmental Assessment 1
A3466 1,170,0001,170,000Runway 7 Extension (213')2
A3470 566,000566,000Runway 25 Threshold Relocation 1
A3471 397,250397,250Runway 12/30 Threshold Displacement/Relocation 1
A3473 1,250,0001,250,000Airport Apron Expansion 2
A3474 250,000250,000Runway 7/25 Pavement Repairs 2
A3475 200,000200,000Runway 12/30 Pavement Repairs 2
A3476 413,750413,750South Hanger Development Apron Expansion 1
4,566,0001,148,750 397,250 450,000 1,400,000 1,170,000Airport Total
Equipment
P3953 12,000,0001,000,000 11,000,000Equipment Maintenance Facility replacement 2
P3987 825,000825,000Non-Public Safety Radio System Upgrade 1
12,825,000825,000 1,000,000 11,000,000Equipment Total
Fire
Z4406 2,560,0001,360,000 1,200,000Fire Apparatus Replacement Program 1
Z4409 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2
Z4410 62,80062,800Fire Station #1 Carpet/Tile Flooring Replacement 2
Z4411 500,000500,000Fire Station #5 Construction and #3 Replacement 2
3,217,80095,000 1,422,800 1,700,000Fire Total
Government Buildings
R4129 810,000400,000 260,000 50,000 50,000 50,000City Hall - Other Projects 1
R4194 1,250,000250,000 250,000 250,000 250,000 250,000Climate Action Facility Improvements 3
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4332 205,000205,000Upgrade Building BAS Controls 3
R4351 950,000250,000 700,000Recreation Center Improvements 1
R4370 640,000640,000Robert A. Lee Recreation Center Pool Filter & HVAC 2
R4381 300,00050,000 250,000Event Facility Improvements 2
R4388 250,00050,000 200,000ADA Elevator Improvements 1
4,655,000955,000 1,700,000 1,100,000 550,000 350,000Government Buildings Total
Landfill
L3328 1,100,000100,000 1,000,000Landfill Equipment Building Replacement 2
L3333 330,00030,000 300,000Compost Pad Improvements 2
L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3
L3338 4,300,000215,000 4,085,000Future Landfill Cell 1
L3340 175,000175,000Bulk Water Fill Station 2
L3342 150,000150,000Leachate Lagoon updates 2
519
Total20222023202420252026CategoryProject #Priority
L3344 198,800198,800ACM Landfill Gas Infrastructure Expansion 1
L3345 280,000280,000Excavator for compost operations 2
7,133,800838,800 5,175,000 840,000 280,000Landfill Total
Library
B4343 775,000375,000 400,000Carpet and Furnishings Replacement 2
B4346 150,000150,000Automated Material Handler/Sorter 3
925,000150,000 375,000 400,000Library Total
Parking Operations
T3004 2,650,000650,000 500,000 500,000 500,000 500,000Parking Facility Restoration Repair 2
T3021 100,000100,000Video Cameras for Parking Facilities 3
T3022 90,00090,000Parking Enforcement Vehicles 3
T3023 1,000,0001,000,000Parking Ramp Automated Parking Equipment 2
T3025 400,000200,000 200,000Replacement of LED fixtures in Parking Facilities 2
T3026 237,500237,500Tower Place Drainage Modifications 1
T3027 50,00050,000Parking Ramp Stairwell Roof Replacement 1
T3028 132,000132,000Tower Place Office Remodel 3
4,659,5002,090,000 700,000 632,000 737,500 500,000Parking Operations Total
Parks Maintenance
R4130 450,00090,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2
R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4227 1,700,000200,000 1,500,000Hwy 6 Sidepath - Broadway to Fairmeadows 5
R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2
R4350 390,000390,000Chadek Green Park Playground & and Shelter 2
R4357 150,000150,000Whispering Meadows Park Ecological Restoration 2
R4358 600,000600,000Lower City Park Shelters & Restroom Replacement 2
R4359 425,000425,000Kiwanis Park Playground & Shelter Renovation 2
R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3
R4363 600,00050,000 550,000Upper City Park Improvements 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4368 450,000450,000Court Hill Park Shelter & Playground Replacement 2
R4371 175,000175,000Happy Hollow Playground Replacement 2
R4372 1,250,0001,250,000Terrell Mill Skate Park Redevelopment 2
R4374 950,000950,000Mercer Park Ball Diamond Improvements 3
R4375 300,000300,000Hunter's Run Park Playground & Shelter 2
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4
R4382 180,000180,000Off Road Bike Trail Development 5
R4384 135,000135,000Benton Hills Playground Replacement 2
R4385 350,000350,000College Green Park Playground 2
R4387 575,00065,000 510,000Willow Creek Trail Replacement 2
R4389 300,000300,000N. Market Square Playground Replacement 2
R4390 240,000240,000Reno Street Park Renovations 2
R4391 175,000175,000Tennis Court Renovations 5
R4392 700,000700,000Westside Park Land Acquisition 2
12,265,0001,480,000 2,605,000 3,720,000 1,240,000 3,220,000Parks Maintenance Total
Police
Y4446 125,000125,000Digital Photo Evidence Management 3
Y4447 108,500108,500Animal Shelter Standy Generator 2
233,500125,000 108,500Police Total
520
Total20222023202420252026CategoryProject #Priority
Public Works Administration
P3988 750,000750,000Entrance Way Improvements 4
750,000750,000Public Works Administration Total
Recreation
R4229 6,000,000500,000 5,500,000City Park Pool Replacement 3
R4230 100,000100,000Splash Pad Improvements 2
6,100,000100,000 500,000 5,500,000Recreation Total
Senior Center
K1001 2,720,0002,720,000Senior Center Facility Exterior Improvements 4
K1002 3,400,0001,655,000 1,745,000Senior Center Interior Improvements Project 3
6,120,0002,720,000 1,655,000 1,745,000Senior Center Total
Stormwater
M3631 960,000240,000 240,000 240,000 240,000Annual Stormwater Improvements 2
M3633 1,625,0001,625,000North Westminster Storm Sewer Upgrades 2
M3634 350,000350,000Rundell Street Pump Station Vault Modifications 2
M3635 850,000100,000 750,000River Street Storm Sewer Improvements 2
3,785,0001,625,000 690,000 990,000 240,000 240,000Stormwater Total
Street Operations
S3814 1,100,000300,000 200,000 200,000 200,000 200,000Annual Traffic Signal Projects 3
S3816 110,00050,000 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 10,536,9402,107,388 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1
S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2
S3827 750,000150,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
S3939 3,000,000300,000 2,700,000Dubuque Street Reconstruction 1
S3940 100,000100,000Kirkwood Avenue to Capitol Street Connection 2
S3946 6,600,000150,000 6,450,000Court Street Reconstruction 2
S3950 6,350,0006,350,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3951 150,000150,000Hwy 1/Hwy 6 Intersection Improvements Study 2
S3952 15,750,00015,750,000Dodge Street Reconstruct - Governor to Burlington 2
S3955 1,437,000200,000 1,237,000N. Gilbert Street Reconstruction 2
S3956 3,125,0003,125,000Gilbert Street Bridge Replacement 1
S3958 6,700,000700,000 6,000,000Park Road Reconstruct - Rocky Shore to Riverside 2
S3959 11,000,0001,000,000 10,000,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2
S3963 750,000750,000Burlington Street Bridge Replacement 1
S3965 1,350,0001,350,000Fairchild Street Reconstruction 2
S3977 2,250,000150,000 2,100,000Iowa Avenue Bridge Rehabilitation 2
S3978 1,300,000225,000 1,075,000Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab 1
S3979 1,850,000250,000 1,600,000South Dubuque St Reconstruction - Wright to Benton 2
S3980 2,600,000300,000 2,300,000Market & Jefferson Street Two-Way Conversion 5
79,599,35011,870,470 13,710,470 9,860,470 27,147,470 17,010,470Street Operations Total
Transit Operations
T3055 20,000,00020,000,000Transit Maintenance Facility Relocation 2
T3067 600,000120,000 120,000 120,000 120,000 120,000Transit Interchange and Bus Stop Improvements 2
521
Total20222023202420252026CategoryProject #Priority
20,600,000120,000 120,000 20,120,000 120,000 120,000Transit Operations Total
Wastewater Treatment
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3151 12,801,000880,000 11,921,000Digester Complex Rehabilitation 1
V3154 1,025,00025,000 1,000,000Hawkeye Lift Station Rehabilitation 2
V3155 4,500,000110,000 4,390,000Rohret South Sewer 2
V3157 238,000238,000Wastewater Plant Mixer Improvements 2
V3158 170,000170,000Biosolids Conveyor Improvements 2
V3162 580,000580,000Benton Street Trunk Sewer Improvements 1
V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3
V3164 1,009,0001,009,000Return Activated Sludge Pump Replacement 2
V3165 605,000605,000Replacement of Influent Pump Station Pumps 2
V3167 394,000394,000Replace Grit Classifiers 2
V3169 1,475,0001,475,000Napoleon Lift Station Improvements 1
V3170 900,000300,000 300,000 300,000WWTP Roof Replacements 1
V3172 150,000150,000Highlander Lift Station Improvements 2
V3173 175,000175,000Jet Truck Replacement 1
V3174 2,036,0002,036,000Aeration Equipment Improvements 3
V3175 251,000251,000Influent Flow Monitoring 1
V3176 71,00071,000Treatment Plant Paving Improvements 2
V3177 371,00035,000 336,000HVAC Replacement 2
V3178 526,000526,000Primary Clarifier Repairs 2
V3179 1,210,0001,210,000Rotating Drum Thickener Replacement 2
V3180 97,50097,500Peninsula Control Panel and Pump Improvement 2
V3181 212,000212,000Wastewater Division Master Plan 2
32,846,5003,464,000 19,466,000 3,059,000 3,338,000 3,519,500Wastewater Treatment Total
Water Operations
W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3
W3313 526,000526,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 650,00050,000 600,000High Service Pump VFD Replacement 2
W3316 200,000200,000Chlorine Feeder System Upgrade 2
W3317 65,00065,000Water Front Meeting Room A/V Upgrades 3
W3318 40,00040,000GSR Generator Enclosure Replacement 2
W3320 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1
W3321 150,000150,000Treatment Technology Study 2
W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1
W3323 250,000250,000Water Distribution Asset Inventory 2
W3324 75,00075,000Water Plant HVAC Study 3
W3325 100,000100,000Roof Replacements 2
W3326 600,000600,000Treatment Process Update 2
W3327 600,000600,000Melrose Water Main Camp Cardinal to 218 2
5,567,5001,181,000 1,042,500 844,000 1,200,000 1,300,000Water Operations Total
GRAND TOTAL 205,848,95028,788,020 47,356,220 56,301,770 43,592,970 29,809,970
522
City of Iowa City, Iowa
Capital Improvement Plan 2022-2026
2022 thru 2026
Funding Source Summary
TotalSource20222023202420252026
AIRPORT FUND 415,56381,063 32,500 45,000 140,000 117,000
EMERGENCY LEVY 1,750,000350,000 350,000 350,000 350,000 350,000
EQUIPMENT FUND 5,325,000825,000 1,000,000 3,500,000
FACILITY REPLACEMENT RESERVE 11,800,0005,500,000 5,800,000 500,000
FEDERAL GRANTS 29,211,212765,687 2,357,525 16,005,000 5,010,000 5,073,000
GENERAL FUND 5,534,300950,000 1,520,000 1,014,300 920,000 1,130,000
GO BONDS-ESSENTIAL PURPOSE 51,077,0008,700,000 7,600,000 8,765,000 11,382,000 14,630,000
GO BONDS-GENERAL PURPOSE 9,185,0001,400,000 2,485,000 3,450,000 1,400,000 450,000
LANDFILL FUND 3,333,800623,800 1,090,000 1,340,000 280,000
LANDFILL REPLACEMENT RESERVE 5,300,0001,215,000 4,085,000
OTHER STATE GRANTS 10,638,000138,000 650,000 9,850,000
PARKING FUND 3,659,5001,090,000 700,000 632,000 737,500 500,000
REFUSE COLLECTION FUND 250,000250,000
REVENUE BONDS 17,671,00017,671,000
ROAD USE TAX FUND 13,620,0002,832,000 2,697,000 2,697,000 2,697,000 2,697,000
STORMWATER FUND 4,035,0001,625,000 690,000 1,240,000 240,000 240,000
TAX INCREMENT FINANCING 2,000,0002,000,000
TRANSIT FUND 5,600,000120,000 120,000 5,120,000 120,000 120,000
UNIVERSITY OF IOWA 937,000425,000 272,000 240,000
UTILITY FRANCHISE TAX 1,567,350313,470 313,470 313,470 313,470 313,470
WASTEWATER FUND 16,545,5002,474,000 3,130,000 4,084,000 3,338,000 3,519,500
WATER FUND 6,467,5001,281,000 1,042,500 1,644,000 1,200,000 1,300,000
26,784,020 47,958,995 56,221,770 43,497,970 31,459,970 205,922,725GRAND TOTAL
523
Utility Franchise Tax,
$1,567,350
Facility Replacement
Reserve, $11,800,000
Federal Grants,
$29,211,212
University of Iowa,
$937,000
Other State Grants,
$10,638,000General Fund, $5,534,300Road Use Tax,
$13,620,000
Water, $6,467,500
Wastewater, $16,545,500
Parking, $3,659,500
Transit, $5,600,000
Airport, $415,563
Landfill, $8,633,800
Stormwater, $4,035,000
Tax Increment Financing,
$2,000,000
Emergency Levy,
$1,750,000
Refuse Collection,
$250,000
Equipment, $5,325,000 GO Bonds, $60,262,000
Revenue Bonds,
$17,671,000
Capital Improvement Program
by Funding Source
2022-2026
$205,922,725
524
Capital Improvement Plan 2022-2026
City of Iowa City, Iowa
Projects By Funding Source
2022 2026thru
TotalSourceProject #Priority 2022 2023 2024 2025 2026
AIRPORT FUND
A3462 19,00019,000Hangar A Door Replacement 2
A3465 15,00015,000Runway 7 Environmental Assessment 1
A3466 117,000117,000Runway 7 Extension (213')2
A3471 32,50032,500Runway 12/30 Threshold Displacement/Relocation 1
A3473 125,000125,000Airport Apron Expansion 2
A3474 25,00025,000Runway 7/25 Pavement Repairs 2
A3475 20,00020,000Runway 12/30 Pavement Repairs 2
A3476 62,06362,063South Hanger Development Apron Expansion 1
415,56381,063 32,500 45,000 140,000 117,000AIRPORT FUND Total
EMERGENCY LEVY
R4194 1,250,000250,000 250,000 250,000 250,000 250,000Climate Action Facility Improvements 3
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 4
1,750,000350,000 350,000 350,000 350,000 350,000EMERGENCY LEVY Total
EQUIPMENT FUND
P3953 4,500,0001,000,000 3,500,000Equipment Maintenance Facility replacement 2
P3987 825,000825,000Non-Public Safety Radio System Upgrade 1
5,325,000825,000 1,000,000 3,500,000EQUIPMENT FUND Total
FACILITY REPLACEMENT RESER
K1002 2,000,0001,000,000 1,000,000Senior Center Interior Improvements Project 3
P3953 4,000,0004,000,000Equipment Maintenance Facility replacement 2
R4229 5,300,000500,000 4,800,000City Park Pool Replacement 3
Z4411 500,000500,000Fire Station #5 Construction and #3 Replacement 2
11,800,0005,500,000 5,800,000 500,000FACILITY REPLACEMENT
RESERVE Total
FEDERAL GRANTS
A3465 135,000135,000Runway 7 Environmental Assessment 1
A3466 1,053,0001,053,000Runway 7 Extension (213')2
A3470 414,000414,000Runway 25 Threshold Relocation 1
A3471 357,525357,525Runway 12/30 Threshold Displacement/Relocation 1
A3473 1,125,0001,125,000Airport Apron Expansion 2
A3474 225,000225,000Runway 7/25 Pavement Repairs 2
A3475 180,000180,000Runway 12/30 Pavement Repairs 2
A3476 351,687351,687South Hanger Development Apron Expansion 1
R4227 520,000520,000Hwy 6 Sidepath - Broadway to Fairmeadows 5
R4372 600,000600,000Terrell Mill Skate Park Redevelopment 2
525
TotalSourceProject #Priority 2022 2023 2024 2025 2026
S3952 3,750,0003,750,000Dodge Street Reconstruct - Governor to Burlington 2
S3956 1,000,0001,000,000Gilbert Street Bridge Replacement 1
S3959 3,500,0003,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
S3977 1,000,0001,000,000Iowa Avenue Bridge Rehabilitation 2
T3055 15,000,00015,000,000Transit Maintenance Facility Relocation 2
29,211,212765,687 2,357,525 16,005,000 5,010,000 5,073,000FEDERAL GRANTS Total
GENERAL FUND
B4343 775,000375,000 400,000Carpet and Furnishings Replacement 2
B4346 150,000150,000Automated Material Handler/Sorter 3
P3988 650,000650,000Entrance Way Improvements 4
R4129 150,00050,000 50,000 50,000City Hall - Other Projects 1
R4130 450,00090,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 2
R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 2
R4230 100,000100,000Splash Pad Improvements 2
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4346 700,000350,000 350,000Palisades or Stone Bridge Park Development 2
R4357 150,000150,000Whispering Meadows Park Ecological Restoration 2
R4374 250,000250,000Mercer Park Ball Diamond Improvements 3
R4381 300,00050,000 250,000Event Facility Improvements 2
R4382 180,000180,000Off Road Bike Trail Development 5
R4384 135,000135,000Benton Hills Playground Replacement 2
R4388 250,00050,000 200,000ADA Elevator Improvements 1
R4391 175,000175,000Tennis Court Renovations 5
S3951 150,000150,000Hwy 1/Hwy 6 Intersection Improvements Study 2
S3960 100,000100,000Oakdale Blvd Extension - Alignment Study 2
Y4446 125,000125,000Digital Photo Evidence Management 3
Y4447 108,500108,500Animal Shelter Standy Generator 2
Z4406 48,00048,000Fire Apparatus Replacement Program 1
Z4410 62,80062,800Fire Station #1 Carpet/Tile Flooring Replacement 2
5,534,300950,000 1,520,000 1,014,300 920,000 1,130,000GENERAL FUND Total
GO BONDS-ESSENTIAL PURPOSE
R4227 1,180,0001,180,000Hwy 6 Sidepath - Broadway to Fairmeadows 5
R4350 450,000450,000Chadek Green Park Playground & and Shelter 2
R4358 600,000600,000Lower City Park Shelters & Restroom Replacement 2
R4359 425,000425,000Kiwanis Park Playground & Shelter Renovation 2
R4363 600,000600,000Upper City Park Improvements 2
R4365 245,000245,000Hickory Hill Park Conklin St Shelter & Restrooms 2
R4368 450,000450,000Court Hill Park Shelter & Playground Replacement 2
R4371 175,000175,000Happy Hollow Playground Replacement 2
R4375 300,000300,000Hunter's Run Park Playground & Shelter 2
R4385 350,000350,000College Green Park Playground 2
R4389 300,000300,000N. Market Square Playground Replacement 2
R4390 240,000240,000Reno Street Park Renovations 2
S3939 3,000,0003,000,000Dubuque Street Reconstruction 1
S3946 6,600,0006,600,000Court Street Reconstruction 2
S3950 6,350,0006,350,000Rochester Ave Reconst- First Ave. to Ralston Creek 2
S3952 2,400,0002,400,000Dodge Street Reconstruct - Governor to Burlington 2
S3955 1,437,0001,437,000N. Gilbert Street Reconstruction 2
S3956 2,300,0002,300,000Gilbert Street Bridge Replacement 1
526
TotalSourceProject #Priority 2022 2023 2024 2025 2026
S3958 6,700,0006,700,000Park Road Reconstruct - Rocky Shore to Riverside 2
S3959 7,500,0007,500,000Taft Avenue Reconstruct - Am Legion to Lwr West Br 2
S3965 1,450,0001,450,000Fairchild Street Reconstruction 2
S3977 1,250,0001,250,000Iowa Avenue Bridge Rehabilitation 2
S3978 325,000325,000Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab 1
S3979 1,850,0001,850,000South Dubuque St Reconstruction - Wright to Benton 2
S3980 2,600,0002,600,000Market & Jefferson Street Two-Way Conversion 5
Z4406 2,000,0001,040,000 960,000Fire Apparatus Replacement Program 1
51,077,0008,700,000 7,600,000 8,765,000 11,382,000 14,630,000GO BONDS-ESSENTIAL PURPOSE
Total
GO BONDS-GENERAL PURPOSE
K1001 700,000700,000Senior Center Facility Exterior Improvements 4
K1002 1,400,000700,000 700,000Senior Center Interior Improvements Project 3
P3953 700,000700,000Equipment Maintenance Facility replacement 2
R4129 660,000400,000 260,000City Hall - Other Projects 1
R4229 700,000700,000City Park Pool Replacement 3
R4332 205,000205,000Upgrade Building BAS Controls 3
R4351 950,000250,000 700,000Recreation Center Improvements 1
R4362 450,000450,000Napoleon Park Softball Fields 5-8 Renovation 3
R4370 700,000700,000Robert A. Lee Recreation Center Pool Filter & HVAC 2
R4372 650,000650,000Terrell Mill Skate Park Redevelopment 2
R4374 700,000700,000Mercer Park Ball Diamond Improvements 3
R4387 575,000575,000Willow Creek Trail Replacement 2
R4392 700,000700,000Westside Park Land Acquisition 2
Z4409 95,00095,000Fire Station #1 Apparatus Bay Slab Reconstruction 2
9,185,0001,400,000 2,485,000 3,450,000 1,400,000 450,000GO BONDS-GENERAL PURPOSE
Total
LANDFILL FUND
L3328 1,100,000100,000 1,000,000Landfill Equipment Building Replacement 2
L3333 330,00030,000 300,000Compost Pad Improvements 2
L3335 600,00060,000 540,000Landfill Dual Extraction System Expansion 3
L3340 175,000175,000Bulk Water Fill Station 2
L3342 150,000150,000Leachate Lagoon updates 2
L3344 198,800198,800ACM Landfill Gas Infrastructure Expansion 1
L3345 280,000280,000Excavator for compost operations 2
P3953 500,000500,000Equipment Maintenance Facility replacement 2
3,333,800623,800 1,090,000 1,340,000 280,000LANDFILL FUND Total
LANDFILL REPLACEMENT RESE
L3338 4,300,000215,000 4,085,000Future Landfill Cell 1
T3023 1,000,0001,000,000Parking Ramp Automated Parking Equipment 2
5,300,0001,215,000 4,085,000LANDFILL REPLACEMENT
RESERVE Total
OTHER STATE GRANTS
A3447 63,00063,000Airport Parking Lot Expansion 3
A3462 75,00075,000Hangar A Door Replacement 2
S3952 9,850,0009,850,000Dodge Street Reconstruct - Governor to Burlington 2
527
TotalSourceProject #Priority 2022 2023 2024 2025 2026
S3978 650,000650,000Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab 1
10,638,000138,000 650,000 9,850,000OTHER STATE GRANTS Total
PARKING FUND
T3004 2,650,000650,000 500,000 500,000 500,000 500,000Parking Facility Restoration Repair 2
T3021 100,000100,000Video Cameras for Parking Facilities 3
T3022 90,00090,000Parking Enforcement Vehicles 3
T3025 400,000200,000 200,000Replacement of LED fixtures in Parking Facilities 2
T3026 237,500237,500Tower Place Drainage Modifications 1
T3027 50,00050,000Parking Ramp Stairwell Roof Replacement 1
T3028 132,000132,000Tower Place Office Remodel 3
3,659,5001,090,000 700,000 632,000 737,500 500,000PARKING FUND Total
REFUSE COLLECTION FUND
P3953 250,000250,000Equipment Maintenance Facility replacement 2
250,000250,000REFUSE COLLECTION FUND Total
REVENUE BONDS
V3151 12,921,00012,921,000Digester Complex Rehabilitation 1
V3155 4,750,0004,750,000Rohret South Sewer 2
17,671,00017,671,000REVENUE BONDS Total
ROAD USE TAX FUND
S3814 1,100,000300,000 200,000 200,000 200,000 200,000Annual Traffic Signal Projects 3
S3816 110,00050,000 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 9,910,0001,982,000 1,982,000 1,982,000 1,982,000 1,982,000Annual Pavement Rehabilitation 1
S3827 750,000150,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 3
S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
13,620,0002,832,000 2,697,000 2,697,000 2,697,000 2,697,000ROAD USE TAX FUND Total
STORMWATER FUND
M3631 960,000240,000 240,000 240,000 240,000Annual Stormwater Improvements 2
M3633 1,625,0001,625,000North Westminster Storm Sewer Upgrades 2
M3634 350,000350,000Rundell Street Pump Station Vault Modifications 2
M3635 850,000100,000 750,000River Street Storm Sewer Improvements 2
P3953 250,000250,000Equipment Maintenance Facility replacement 2
4,035,0001,625,000 690,000 1,240,000 240,000 240,000STORMWATER FUND Total
TAX INCREMENT FINANCING
K1001 2,000,0002,000,000Senior Center Facility Exterior Improvements 4
2,000,0002,000,000TAX INCREMENT FINANCING Total
TRANSIT FUND
T3055 5,000,0005,000,000Transit Maintenance Facility Relocation 2
528
TotalSourceProject #Priority 2022 2023 2024 2025 2026
T3067 600,000120,000 120,000 120,000 120,000 120,000Transit Interchange and Bus Stop Improvements 2
5,600,000120,000 120,000 5,120,000 120,000 120,000TRANSIT FUND Total
UNIVERSITY OF IOWA
P3988 100,000100,000Entrance Way Improvements 4
S3978 325,000325,000Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab 1
Z4406 512,000272,000 240,000Fire Apparatus Replacement Program 1
937,000425,000 272,000 240,000UNIVERSITY OF IOWA Total
UTILITY FRANCHISE TAX
S3824 626,940125,388 125,388 125,388 125,388 125,388Annual Pavement Rehabilitation 1
S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 2
1,567,350313,470 313,470 313,470 313,470 313,470UTILITY FRANCHISE TAX Total
WASTEWATER FUND
P3953 1,000,0001,000,000Equipment Maintenance Facility replacement 2
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 2
V3154 1,025,0001,025,000Hawkeye Lift Station Rehabilitation 2
V3157 238,000238,000Wastewater Plant Mixer Improvements 2
V3158 170,000170,000Biosolids Conveyor Improvements 2
V3162 580,000580,000Benton Street Trunk Sewer Improvements 1
V3163 300,000300,000Aeration Basin Electric & Instrument Improvements 3
V3164 1,009,0001,009,000Return Activated Sludge Pump Replacement 2
V3165 605,000605,000Replacement of Influent Pump Station Pumps 2
V3167 394,000394,000Replace Grit Classifiers 2
V3169 1,475,0001,475,000Napoleon Lift Station Improvements 1
V3170 900,000300,000 300,000 300,000WWTP Roof Replacements 1
V3172 150,000150,000Highlander Lift Station Improvements 2
V3173 175,000175,000Jet Truck Replacement 1
V3174 2,036,0002,036,000Aeration Equipment Improvements 3
V3175 251,000251,000Influent Flow Monitoring 1
V3176 71,00071,000Treatment Plant Paving Improvements 2
V3177 371,00035,000 336,000HVAC Replacement 2
V3178 526,000526,000Primary Clarifier Repairs 2
V3179 1,210,0001,210,000Rotating Drum Thickener Replacement 2
V3180 97,50097,500Peninsula Control Panel and Pump Improvement 2
V3181 212,000212,000Wastewater Division Master Plan 2
16,545,5002,474,000 3,130,000 4,084,000 3,338,000 3,519,500WASTEWATER FUND Total
WATER FUND
P3953 800,000800,000Equipment Maintenance Facility replacement 2
W3300 650,00050,000 600,000Bradford Drive Water Main Replacement 3
W3313 626,000626,000Hwy 1 (Hawk Ridge to WalMart) Water Main Repl 2
W3314 650,00050,000 600,000High Service Pump VFD Replacement 2
W3316 200,000200,000Chlorine Feeder System Upgrade 2
W3317 65,00065,000Water Front Meeting Room A/V Upgrades 3
W3318 40,00040,000GSR Generator Enclosure Replacement 2
W3320 661,50067,500 594,000Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl 1
W3321 150,000150,000Treatment Technology Study 2
529
TotalSourceProject #Priority 2022 2023 2024 2025 2026
W3322 1,000,000100,000 900,000Collector Well #2 Cleaning and Upgrade 1
W3323 250,000250,000Water Distribution Asset Inventory 2
W3324 75,00075,000Water Plant HVAC Study 3
W3325 100,000100,000Roof Replacements 2
W3326 600,000600,000Treatment Process Update 2
W3327 600,000600,000Melrose Water Main Camp Cardinal to 218 2
6,467,5001,281,000 1,042,500 1,644,000 1,200,000 1,300,000WATER FUND Total
205,922,72526,784,020 47,958,995 56,221,770 43,497,970 31,459,970GRAND TOTAL
530
Capital Improvement Plan 2022-2026
City of Iowa City, Iowa
Annual Recurring Projects
2022 2026thru
PARKS & RECREATION
Total20222023202420252026DepartmentProject #Priority
R4129 810,000400,000 260,000 50,000 50,000 50,000City Hall - Other Projects 1
R4130 450,00090,000 90,000 90,000 90,000 90,000Parks Annual Improvements/Maintenance 1
R4132 150,00030,000 30,000 30,000 30,000 30,000Park Annual ADA Accessibility Improvements 1
R4194 1,250,000250,000 250,000 250,000 250,000 250,000Climate Action Facility Improvements 1
R4206 125,00025,000 25,000 25,000 25,000 25,000Intra-city Bike Trails 1
R4330 250,00050,000 50,000 50,000 50,000 50,000Annual Recreation Center Improvements 1
R4380 500,000100,000 100,000 100,000 100,000 100,000Annual Contracted Tree Planting 1
3,535,000945,000 805,000 595,000 595,000 595,000PARKS & RECREATION Total
2022 - Roof Replacement; 2023 - Renovate lower level restrooms. 2024 - Remodel Employee Fitness room bathroom to become ADA
compliant and add toilet and sink. Update finishes and lighting in space; 2025 and 2026 - Undesignated.
R4129
City Hall - Other Projects
Annual funding for small capital projects and improvements throughout park system. Priorities per the 2017 Park Master Plan are: Park
Signs, Site Furnishings, Shelter/Facility Maintenance, Court Maintenance, Partner Opportunities for Small Projects and Emerging
Opportunities and Needs.
R4130
Parks Annual Improvements/Maintenance
Small projects in parks to improve and enhance physical accessility to park facilities and activity centers. 2022 - Oak Grove; 2023 - Kiwanis,
Hunter's Run and Ryerson's Woods; 2024 - Reno St; 2025 - Thornberry and Crandic; 2026 - Undetermined
R4132
Park Annual ADA Accessibility Improvements
Improvements to municipal facilities that reduce carbon emmissions and conserve resources such as LED lighting improvements, solar panel
additions, window replacements, etc.
R4194
Climate Action Facility Improvements
Annual appropriation for the construction or repair of bike trails.
R4206
Intra-city Bike Trails
Annual projects to maintain RALRC & Mercer/Scanlon Recreation Centers.
2022 - RALRC Lower Level Flooring; 2023 RALRC Craft Room Renovations; 2024 - Renovate former shooting range and lower level
storage; 2025 and 2026 not yet designated.
R4330
Annual Recreation Center Improvements
Annual contracted tree program for additions to street trees, neighborhood infill and park tree plantings. Areas of emphasis include low
income neighborhoods as well as neighborhoods that lost trees to the Emerald Ash Borer or the 2020 Derecho storm.
R4380
Annual Contracted Tree Planting
531
PUBLIC WORKS
Total20222023202420252026DepartmentProject #Priority
M3631 960,000240,000 240,000 240,000 240,000Annual Stormwater Improvements 1
S3814 1,100,000300,000 200,000 200,000 200,000 200,000Annual Traffic Signal Projects 1
S3816 110,00050,000 15,000 15,000 15,000 15,000Traffic Calming 1
S3822 500,000100,000 100,000 100,000 100,000 100,000Curb Ramps-ADA 1
S3824 10,536,9402,107,388 2,107,388 2,107,388 2,107,388 2,107,388Annual Pavement Rehabilitation 1
S3826 940,410188,082 188,082 188,082 188,082 188,082Underground Electrical Facilities 1
S3827 750,000150,000 150,000 150,000 150,000 150,000Bicycle Master Plan Implementation 1
S3910 1,250,000250,000 250,000 250,000 250,000 250,000Annual Bridge Maintenance & Repair 1
V3101 3,750,000750,000 750,000 750,000 750,000 750,000Annual Sewer Main Replacement 1
19,897,3503,895,470 4,000,470 4,000,470 4,000,470 4,000,470PUBLIC WORKS Total
This is an annual project that will repair and/or improve storm water infrastructure throughout the City.
M3631
Annual Stormwater Improvements
This is an annual project to replace or add traffic signals at intersections with outdated traffic signal equipment or at dangerous and
uncontrolled intersections. This project will install pan/tilt/zoom (PTZ) cameras at signalized intersections that do not currently have PTZ
cameras (approximately 57 intersections) in 2022.
S3814
Annual Traffic Signal Projects
Annual appropriation for traffic calming projects
S3816
Traffic Calming
Annual appropriation for the construction of ADA accessible curb ramps.
S3822
Curb Ramps-ADA
Annual appropriation for resurfacing roadways and alleys including asphalt, concrete, and brick.
S3824
Annual Pavement Rehabilitation
This is an annual project to convert overhead electrical systems to underground.
Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities.
S3826
Underground Electrical Facilities
This is an annual project to implement the recommendations of the bicycle master plan. Improvement projects include construction of bike
lanes, bike boulevards, and other features that will improve streets to promote equal access and usability for all modes of transportation.
Projects also fund the conversion of 4-lane roads into 3-lane roads in certain areas that are highly used by all of the various modes of
transportation. Projects are scheduled as follows:
2022 - Keokuk 4 to 3 lane conversion; Gilbert 4 to 3 lane conversion, south of highway 6; Southgate Bike Lanes (Gilbert to Keokuk;
Wetherby Bicycle Boulevard (Lakeside, Sandusky, Taylor, Wetherby); Hollywood Bike Bike Blvd; Lakeside Bicycle Blvd; 2023 - Sunset
Bike Lanes (Benton to Highway 1); Oakcrest Bike Blvd; Emerald Bike Blvd; Arlington Bicycle Blvd; 2024 - Dover /Westminster Bike Blvd;
Highland Bicycle Blvd; 2025 - Church Street Bicycle Blvd; Broadway Bike Lanes (Sandusky to Highway 6); Ridge/Broadway Bike Blvd;
2026 - Washington Street Bike Blvd (Scott Blvd to 1st Avenue); River Bike Blvd; Woolf Bike Blvd; Newton Marked Route
S3827
Bicycle Master Plan Implementation
This provides for the biennial inspection and preservation of Iowa City's bridges including major repairs and restoration. 2019 funding for
this project was moved to the 2nd Avenue Bridge Replacement project.
S3910
Annual Bridge Maintenance & Repair
This project consists of annual sanitary sewer repairs and preventive maintenance throughout the sewer system.
V3101
Annual Sewer Main Replacement
532
TRANSPORTATION SERVICES
Total20222023202420252026DepartmentProject #Priority
T3004 2,650,000650,000 500,000 500,000 500,000 500,000Parking Facility Restoration Repair 1
T3067 600,000120,000 120,000 120,000 120,000 120,000Transit Interchange and Bus Stop Improvements 1
3,250,000770,000 620,000 620,000 620,000 620,000TRANSPORTATION SERVICES
Total
This annual project includes concrete restoration, application of concrete sealants, repair of control and expansion joints in addition to other
parking facility specific repairs.
T3004
Parking Facility Restoration Repair
To improve pedestrian safety and traffic flow at the downtown interchange and improve amenities at transit stops throughout the community
as recommended through the 2019-2020 Transit Study planning process. This project will include annual bus stop repairs and amenity
installations including concrete pads, benches, trash containers, lighting, information amenities, and bike racks.
T3067
Transit Interchange and Bus Stop Improvements
533
Capital Project Funds
Project Listing
Project Page
Airport
A3447 – Airport Parking Lot Expansion…………………………………………………... .. . 537
A3462 – Hangar A Door Replacement……………………………………………………… 537
A3465 - Runway 7 Environmental Assessment ............................................................ 538
A3466 - Runway 7 Extenstion……………………………………………………………….. 539
A3470 – Runway 25 Threshold Relocation…………………………………………………..539
A3471 - Runway 12/30 Threshold Displacement/Relocation……………………………...540
A3473 - Airport Apron Expansion………………………………………………………. ....... 540
A3474 – Runway 7/25 Pavement Repairs……………………………………………….. .... 541
A3475 - Runway 12/30 Pavement Repairs……………………………………………….. .. 541
A3476 - South Hanger Development Apron Expansion……………………………………542
Fire
Z4406 - Fire Apparatus Replacement Program……………………………………………. . 543
Z4409 – Fire Station #1 Apparatus Bay Slab Reconstruction……………………………. 544
Z4410 - Fire Station #1 Carpet/Tile Flooring Replacement………………………………. 545
Z4411 - Fire Station #5 Construction and #3 Replacement……………………………….545
Library
B4343 – Library Carpet and Furnishings Replacement……………………………………..546
B4346 – Automated Material Handler/Sorter……………………………………………….. 547
Parks & Recreation
R4227 - Hwy 6 Trail – Broadway to Fairmeadows………………………………………….548
R4229 - City Park Pool Replacement………………………………………………………...549
R4230 - Splash Pad Improvements…………………………………………………………..550
R4332 - Upgrade Building BAS Controls…………………………………………………….551
R4346 – Palisades & Stone Bridge Park Development……………………………………. 552
R4350 – Chadek Green Park Restrooms and Shelter………………………………………553
R4351 - Recreation Center Improvements…………………………………………………..554
R4357 – Whispering Meadows Shelter & Playground………………………………………555
R4358 – Lower City Park Shelters & Restroom Replacement……………………………..556
R4359 – Kiwanis Park Playground & Shelter Renovation…………………………………..557
R4362 – Napoleon Park Softball Fields 5 – 8 Renovation………………………………….558
R4363 – Upper City Park Shelters & Restroom Replacement……………………………..559
R4365 – Hickory Hill Park Conklin St Shelter & Restrooms……………………………… . 560
R4368 – Court Hill Park Shelter & Playground Replacement………………………………561
R4370 - RAL Pool Filter and HVAC………………………………………………………… . 562
R4371 – Happy Hollow Playground Replacement………………………………………… . 563
R4372 – Terrill Mill Skate Park Redevelopment…………………………………………… . 564
R4374 - Mercer Park Ball Diamond #1 Turf Conversion………………………………… .. 565
R4375 – Hunter’s Run Park Playground & Shelter…………………………………………. 566
R4381 - Event Facility Improvements……………………………………………………... .. 567
R4382 - Off Road Bike Trail Development………………………………………………... .. 568
R4384 - Benton Hill Playground Replacement……………………………………………. . 569
R4385 - College Green Park Playground………………………………………………….. . 569
R4387 - Willow Creek Trail Replacement………………………………………………….. . 570
R4388 - ADA Elevator Improvements………………………………………………………. 571
R4389 – N. Market Square Playground Replacement…………………………………….. 572
R4390 - Reno Street Park Renovations……………………………………………………. 573
R4391 - Tennis Court Renovations…………………………………………………………. 574
R4392 - Westside Park Land Acquisition…………………………………………………... 575
534
Police
Y4446 – Digital Photo Evidence Management……………………………………………... 575
Y4447 - Animal Shelter Standy Generator…………………………………………………. 576
Public Works
L3328 - Landfill Equipment Building Replacement……………………………………… ... 577
L3333 – Compost Pad Improvements………………………………………………………. . 578
L3335 – Landfill Dual Extraction System Expansion………………………………………..579
L3338 - Future Landfill Cell Design…………………………………………………………..580
L3340 - Bulk Water Fill Station………………………………………………………………. 581
L3342 - Leachate Lagoon updates…………………………………………………………...581
L3344 - ACM Landfill Gas Infrastructure Expansion………………………………………..582
L3345 - Excavator for Compost Operations…………………………………………………583
M3633 – North Westminster Storm Sewer Upgrades……………………………………….584
M3634 - Rundell Street Pump Station Vault Modifications………………………………...585
M3635 - River Street Storm Sewer Improvements………………………………………….586
P3953 - Equipment Maintenance Facility Replacement……………………………………587
P3987 - Non-Public Safety Radio System Upgrade……………………………………….. 588
P3988 - Entrance Way Improvements………………………………………………………..588
S3939 - Dubuque Street Reconstruction……………………………………………………. 589
S3940 – Kirkwood Avenue to Capitol Street Connection………………………………….. 590
S3946 – Court Street Reconstruction………………………………………………………... 591
S3950 – Rochester Ave Reconstruction – First Ave to Ralston Creek…………………... 592
S3951 – Hwy 1/Hwy 6 Intersection Improvements Study…………………………………. 593
S3952 – Dodge Street Reconstruction – Governor to Burlington………………………... . 594
S3955 - N. Gilbert Street Reconstruction…………………………………………………… 595
S3956 - Gilbert Street Bridge Replacement……………………………………………….. . 596
S3958 - Park Road Reconstruct – Rocky Shore to Riverside…………………………… . 597
S3959 - Taft Avenue Reconstruct – Am Legion to Lwr West Br………………………… . 598
S3960 - Oakdale Blvd Extension – Alignment Study……………………………………... . 599
S3963 - Burlington Street Bridge Replacement…………………………………………… . 600
S3965 - Fairchild Street Reconstruction…………………………………………………… . 601
S3977 - Iowa Avenue Bridge Rehabilitation…………………………………………………602
S3978 - Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab……………………………..603
S3979 - South Dubuque St Reconstruction – Wright to Benton…………………………..604
S3980 - Market & Jefferson Street Two-Way Conversion…………………………………605
V3151 – Digester Complex Rehabilitation…………………………………………………. . 606
V3154 – Hawkeye Lift Station Rehabilitation………………………………………………. . 607
V3155 – Rohret South Sewer……………………………………………………………….. . 608
V3157 - Wastewater Plant Mixer Improvements………………………………………….. .609
V3158 - Biosolids Conveyor Improvements………………………………………………. .. 610
V3162 - Benton Street Trunk Sewer Improvements……………………………………… . 611
V3163 - Aeration Basin Electric & Instrument Improvements…………………………… . 612
V3164 - Return Activated Sludge Pump Replacement…………………………………... . 613
V3165 - Replacement of Influent Pump Station Pumps………………………………….. 614
V3167 - Replace Grit Classifiers……………………………………………………………. . 615
V3169 - Napoleon Lift Station Improvements……………………………………………... . 616
V3170 - WWTP Roof Replacements……………………………………………………….. 617
V3172 - Highlander Lift Station Improvements………………………………….………… . 618
V3173 - Jet Truck Replacement……………………………………………………………. .619
V3174 - Aeration Equipment Improvements………………………………………………. .620
V3175 - Influent Flow Monitoring……………………………………………………………..621
V3176 – Treatment Plant Paving Improvements…………………………………………….622
V3177 - HVAC Replacement…………………………………………………………………623
V3178 - Primary Clarifier Repairs……………………………………………………………624
V3179 - Rotating Drum Thickener Replacement…………………………………………..625
V3180 - Peninsula Control Panel and Pump Improvement……………………………… 626
V3181 - Wastewater Division Master Plan………………………………………………… 627
535
W3300 – Bradford Drive Water Main Replacement………………………………………... 628
W3313 – Hwy 1 (Hawk Ridge to Walmart) Water Main Replacement……………………. 629
W3314 – High Service Pump VFD Replacement……………………………………………630
W3316 – Chlorine Feeder System Upgrade………………………………………………… 630
W3317 - Water Front Meeting Room A/V Upgrades……………………………………… 631
W3318 - GSR Generator Enclosure Replacement………………………………………….631
W3320 - Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl…………………………632
W3321 - Treatment Technology Study……………………………………………………….633
W3322 - Collector Well #2 Cleaning and Upgrade………………………………………….634
W3323 - Water Distribution Asset Inventory…………………………………………………634
W3324 - Water Plant HVAC Study……………………………………………………………635
W3325 - Roof Replacement…………………………………………………………………...635
W3326 - Treatment Process Update………………………………………………………… 636
W3327 - Melrose Water Main Camp Cardinal to 218……………………………………… 636
Senior Center
K1001 – Senior Center Facility Exterior Improvements……………………………………637
K1002 - Senior Center Interior Improvements……………………………………………..638
Transportation & Resource Management
T3021 – Video Cameras for Parking Facilities……………………………………………….639
T3022 – Parking Enforcement Vehicles……………………………………………………… 639
T3023 – Parking Ramp Automated Parking Equipment…………………………………….640
T3025 - Replacement of LED fixtures in Parking Facilities………………………………...640
T3026 - Tower Place Drainage Modifications………………………………………………. 641
T3027 - Parking Ramp Stairwell Roof Replacemet…………………………………………642
T3028 - Tower Place Office Remodel………………………………………………………..642
T3055 – Transit/Equipment Facility Relocation……………………………………………. . 643
536
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 maintenance 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:$75,000
Contact Michael Tharp
Department AIRPORT
MATCH %20%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
65,00065,000CONSTRUCTION
75,000 75,000Total
Total20222023202420252026Funding Sources
63,00063,000OTHER STATE GRANTS
63,000 63,000Total
Prior
12,000
Total
Description
Hangar A door replacement; Hangar A has 10 doors to be replaced. Phase 1 and 2 will replace approximately 4 doors each pending bids. Phase 3 is a future
project.
Project #A3462
Priority Essential (2)
Justification
Hangar building A contains doors that are manual operation on a pulley/counterweight system. These doors are becoming difficult for some tenants to operate, and
are frequently the last hangars to be rented when openings occur. Proposal is to replace the doors with electric motor doors which would enhance the appeal of the
hangar and allow for rates to be in line with other hangars of similar size with motorized doors.
Budget Impact/Other
Minor decrease in operating expenses due to decreased maintenance and repair expenses on the doors. The decrease in operating expenditures is less than $10,000.
Useful Life 50 years
Project Name Hangar A Door Replacement
Category Airport
Type Multi-Phase
Total Project Cost:$94,000
Contact Michael Tharp
Department AIRPORT
MATCH %30%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
19,00019,000PLANNING/DESIGN
75,00075,000CONSTRUCTION
94,000 94,000Total
Total20222023202420252026Funding Sources
19,00019,000AIRPORT FUND
75,00075,000OTHER STATE GRANTS
94,000 94,000Total
Project Summary By Name
537
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 Critical (1)
Justification
One of the primary comments from pilots was a concern of the landing distance on 7/25. This project is for completion of the Environmental Assessment a future
extension of Runway 7 and stopway without expanding the protection zones.
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
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20222023202420252026Funding Sources
15,00015,000AIRPORT FUND
135,000135,000FEDERAL GRANTS
150,000 150,000Total
538
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
Total20222023202420252026Expenditures
235,000235,000PLANNING/DESIGN
935,000935,000CONSTRUCTION
1,170,000 1,170,000Total
Total20222023202420252026Funding Sources
117,000117,000AIRPORT FUND
1,053,0001,053,000FEDERAL GRANTS
1,170,000 1,170,000Total
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 not 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
Total20222023202420252026Expenditures
106,000106,000PLANNING/DESIGN
460,000460,000CONSTRUCTION
566,000 566,000Total
Total20222023202420252026Funding Sources
414,000414,000FEDERAL GRANTS
414,000 414,000Total
Prior
152,000
Total
539
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
Total20222023202420252026Expenditures
72,25072,250PLANNING/DESIGN
325,000325,000CONSTRUCTION
397,250 397,250Total
Total20222023202420252026Funding Sources
32,50032,500AIRPORT FUND
357,525357,525FEDERAL GRANTS
390,025 390,025Total
Prior
7,225
Total
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
Total20222023202420252026Expenditures
375,000375,000PLANNING/DESIGN
875,000875,000CONSTRUCTION
1,250,000 1,250,000Total
Total20222023202420252026Funding Sources
125,000125,000AIRPORT FUND
1,125,0001,125,000FEDERAL GRANTS
1,250,000 1,250,000Total
540
Description
Runway 7/25 joint sealant and miscellaneous pavement repairs.
Project #A3474
Priority Essential (2)
Justification
Pavement repair work required as part of upkeep of airport runways.
Budget Impact/Other
Neutral budget affect to maintain pavement condition.
Useful Life 15 years
Project Name Runway 7/25 Pavement Repairs
Category Airport
Type One Phase
Total Project Cost:$250,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
250,000 250,000Total
Total20222023202420252026Funding Sources
25,00025,000AIRPORT FUND
225,000225,000FEDERAL GRANTS
250,000 250,000Total
Description
Runway 12/30 joint sealant and miscellaneous pavement repairs.
Project #A3475
Priority Essential (2)
Justification
Pavement repair work required as part of upkeep of airport runways.
Budget Impact/Other
Neutral budget affect to maintain pavement condition.
Useful Life 15 years
Project Name Runway 12/30 Pavement Repairs
Category Airport
Type One Phase
Total Project Cost:$200,000
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20222023202420252026Expenditures
20,00020,000PLANNING/DESIGN
180,000180,000CONSTRUCTION
200,000 200,000Total
Total20222023202420252026Funding Sources
20,00020,000AIRPORT FUND
180,000180,000FEDERAL GRANTS
200,000 200,000Total
541
Description
Install concrete apron/taxilanes for privately funded hangar development south of existing T-hangars.
Project #A3476
Priority Critical (1)
Justification
Airport Commission has sought to jumpstart an effort to get private investment into hangar construction by completing the necessary infrastructure to allow for
hangar construction to take place. This construction lays the work for multiple possible units in the area south of the existing south t-hangar complex.
Budget Impact/Other
Increased revenue from ground leases for new hangar space.
Useful Life 20 years
Project Name South Hanger Development Apron Expansion
Category Airport
Type One Phase
Total Project Cost:$413,750
Contact Michael Tharp
Department AIRPORT
MATCH %10%
GRANTEE FAA
TIF DISTRICT None
PLAN Airport Master Plan
Status Active
Total20222023202420252026Expenditures
70,00070,000PLANNING/DESIGN
343,750343,750CONSTRUCTION
413,750 413,750Total
Total20222023202420252026Funding Sources
62,06362,063AIRPORT FUND
351,687351,687FEDERAL GRANTS
413,750 413,750Total
542
Description
Replacement of Fire Department equipment:
2024 Fire Pumper/Aerial #358
2024 Scotty House
2026 Fire Pumper #352
2027 Fire Pumpers #353 & #354
Project #Z4406
Priority Critical (1)
Justification
The department recommends replacement per the established schedule as it is anticipated Fleet Management Scoring will indicate apparatus exceeding scoring
thresholds. 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:$7,755,000
Contact John Grier
Department FIRE
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
2,560,0001,360,000 1,200,000EQUIPMENT
1,360,000 1,200,000 2,560,000Total
Prior
2,795,000
Total
Future
2,400,000
Total
Total20222023202420252026Funding Sources
48,00048,000GENERAL FUND
2,000,0001,040,000 960,000GO BONDS-ESSENTIAL
PURPOSE
512,000272,000 240,000UNIVERSITY OF IOWA
1,360,000 1,200,000 2,560,000Total
Prior
2,795,000
Total
Future
2,400,000
Total
543
Description
This project will reconstruct the floor slab in the apparatus bay of Fire Station 1.
Project #Z4409
Priority Essential (2)
Justification
The slab is nearing the end of its useful life and is developing large cracks.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 50 years
Project Name Fire Station #1 Apparatus Bay Slab Reconstruction
Category Fire
Type One Phase
Total Project Cost:$95,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
7,5007,500PLANNING/DESIGN
75,00075,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
7,5007,500CONTINGENCY
95,000 95,000Total
Total20222023202420252026Funding Sources
95,00095,000GO BONDS-GENERAL
PURPOSE
95,000 95,000Total
544
Description
This project will replace the carpet and tile flooring throughout Fire Station 1.
Project #Z4410
Priority Essential (2)
Justification
The flooring is nearing the end of its useful life and is fade and developing worn/torn spots.
Budget Impact/Other
The impact on the operating budget is negligible.
Useful Life 15 years
Project Name Fire Station #1 Carpet/Tile Flooring Replacement
Category Fire
Type One Phase
Total Project Cost:$62,800
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
5,0005,000PLANNING/DESIGN
48,00048,000CONSTRUCTION
5,0005,000ADMINISTRATION
4,8004,800CONTINGENCY
62,800 62,800Total
Total20222023202420252026Funding Sources
62,80062,800GENERAL FUND
62,800 62,800Total
Description
The project is to construct a new Fire Station #5 and construct a new replacement Fire Station #3.
Project #Z4411
Priority Essential (2)
Justification
The City is continuing to grow and expand which increases to need to add fire stations and reposition them for the changes in the City coverage areas in order to
meet demand and maintain appropriate response times.
Budget Impact/Other
Fire Station #5 will require new staffing, equipment, and facilities which will require considerable additional annual expenditures. The replacement of Fire Station
#3 will most likely also increase annual operating expenditures even though it may be more efficient, it will require more costly insurance coverage and operating
costs. The estimated increase in annual operating expenditures is $600,000 per year.
Useful Life 40 Years
Project Name Fire Station #5 Construction and #3 Replacement
Category Fire
Type One Phase
Total Project Cost:$500,000
Contact John Grier
Department FIRE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
500,000500,000PLANNING/DESIGN
500,000 500,000Total
Total20222023202420252026Funding Sources
500,000500,000FACILITY REPLACEMENT
RESERVE
500,000 500,000Total
545
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 second 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 casual seating and gallery furnishings will be replaced. An emphasis on sustainable, durable materials and flexible space-making will steer
this project.
Project #B4343
Priority Essential (2)
Justification
Since the building opened in 2004, more than 9,500,000 people have come through the doors. The Library is a heavily visited public space in the heart of
downtown; ongoing investment in the building is necessary to ensure a safe and attractive space is maintained. While this project falls under the "Aesthetic
Improvement" priority right now, failure to complete this work in a timely manner will result in safety and efficiency issues in the future, which could lead to more
costly unplanned repairs.
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 Carpet and Furnishings Replacement
Category Library
Type Multi-Phase
Total Project Cost:$775,000
Contact Elsworth Carman
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
775,000375,000 400,000EQUIPMENT
375,000 400,000 775,000Total
Total20222023202420252026Funding Sources
775,000375,000 400,000GENERAL FUND
375,000 400,000 775,000Total
546
Description
Design and install an Automated Material Handler; specifically a six-bin sorter with 2 internal patron inlets and 1 staff inlet. Estimated cost includes all shipping,
installation, and staff training.
Project #B4346
Priority Efficiency Improvement (3)
Justification
The Library was built to accommodate an Automated Material Handler (AMH) in the returns area/circulation workroom on the first floor. Our circulation system
includes use of RFID tagging. Adding an AMH to ICPL’s workflow would significantly reduce the number of times a material is handled throughout the circulation
process by automating several parts of check-in and check-out procedures. It would also allow for more accurate data collection related to physical collection use
and allow staff hours to be allocated to other critical services. Combined, this would result in increased access to materials for library users.
Budget Impact/Other
Despite a significant up-front cost, AMH's lead to a reduction in staff hours related to check-in and check-out procedures and increased efficiancy overall (reducing
costs related to manually managing material searching and locating). The estimated annual cost savings is less than $10,000 per year.
Useful Life 30 Years
Project Name Automated Material Handler/Sorter
Category Library
Type One Phase
Total Project Cost:$150,000
Contact Elsworth Carman
Department LIBRARY
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20222023202420252026Funding Sources
150,000150,000GENERAL FUND
150,000 150,000Total
547
Description
Construction of sidepath extension along Hwy 6 between Broadway Street and Fairmeadows Blvd and along First Avenue from the south side of Hwy 6 to Lower
Muscatine Road.
Project #R4227
Priority Non-essential (5)
Justification
This project is an extension of the Hwy 6 sidepath and is an integral piece of the planned trail network. The project appears in MPOJC documents as a 'future'
sidewalk and also appears in the adopted 2017 Iowa City Bicycle Master Plan. This project also meets the Council's Strategic Plan goal of 'Enhancing Community
Mobility' by substantially improving the sidewalk network. This is the last major segment of missing Hwy 6 trail and connects to the 2021 CIP funded segment
between Heinz and Fairmeadows.
Budget Impact/Other
This project will add 4,800 feet of sidepath to the Parks & Recreation Department snow plowing, mowing, and general maintenance expenses. Additional operating
expenditures are estimated to be approximately than $10,000 per year.
Useful Life 40 Years
Project Name Hwy 6 Sidepath - Broadway to Fairmeadows
Category Parks Maintenance
Type One Phase
Total Project Cost:$1,700,000
Contact Kent Ralston
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE TRAILS GRANT
TIF DISTRICT None
PLAN Bike Master Plan
Status Active
Total20222023202420252026Expenditures
200,000200,000PLANNING/DESIGN
1,500,0001,500,000CONSTRUCTION
200,000 1,500,000 1,700,000Total
Total20222023202420252026Funding Sources
520,000520,000FEDERAL GRANTS
1,180,0001,180,000GO BONDS-ESSENTIAL
PURPOSE
1,700,000 1,700,000Total
548
Description
Replace City Park Pool with new outdoor swimming pool and bathhouse.
Project #R4229
Priority Efficiency Improvement (3)
Justification
City Park Pool is an Iowa City landmark and tradition. However, due to its advancing age it will need to be replaced with a more modern facility.
Budget Impact/Other
This project will increase annual operating expenditures for insurance and utilities, but will also require lower maintenance and upkeep. The net increase in
operating expenditures is estimated between $15,000 and $25,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 40 Years
Project Name City Park Pool Replacement
Category Recreation
Type One Phase
Total Project Cost:$6,000,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Recreation Master Plan
Status Active
Total20222023202420252026Expenditures
500,000500,000PLANNING/DESIGN
5,000,0005,000,000CONSTRUCTION
500,000500,000CONTINGENCY
500,000 5,500,000 6,000,000Total
Total20222023202420252026Funding Sources
5,300,000500,000 4,800,000FACILITY REPLACEMENT
RESERVE
700,000700,000GO BONDS-GENERAL
PURPOSE
500,000 5,500,000 6,000,000Total
549
Description
Renovate splash pads at Wetherby Park and Fairmeadows Park with new features which will replace the current features, but not change the underground
infrastructure.
Project #R4230
Priority Essential (2)
Justification
Wetherby Park and Fairmeadows Park splash pads have aging equipment and spray features.
Budget Impact/Other
These renovations will have a negligible impact on the operating budget.
Useful Life 20 years
Project Name Splash Pad Improvements
Category Recreation
Type Multi-Phase
Total Project Cost:$100,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Recreation Master Plan
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
90,00090,000CONSTRUCTION
100,000 100,000Total
Total20222023202420252026Funding Sources
100,000100,000GENERAL FUND
100,000 100,000Total
550
Description
Upgrade or add Building Automation Systems (BAS) for multiple municipal structures: Senior Center, and Animal Care and Adoption Center. This will include
panel upgrades to current controls software, field devices to be compatible with new controls, installation of new controllers, VFDs, perimeter heat temp sensors, gas
CO and NO@ compatible sensors, DDC programming and pathways for conduit, cables & wired per current code.
Project #R4332
Priority Efficiency Improvement (3)
Justification
The building controls in the facilities need to be updated to work with the current BAS software system. Systems like Senior Center is dated and no longer
servicable without a technician from out of state.
Budget Impact/Other
This project will significantly reduce operating costs and energy consumption in multiple facilities. Typical average annual energy savings on projects of this type
range 8-12% of the cost of the project. Estimated savings is $30,000 per year.
Useful Life 15 years
Project Name Upgrade Building BAS Controls
Category Government Buildings
Type Multi-Phase
Total Project Cost:$835,000
Contact Kumi Morris
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
180,000180,000CONSTRUCTION
2,0002,000ADMINISTRATION
13,00013,000CONTINGENCY
205,000 205,000Total
Prior
630,000
Total
Total20222023202420252026Funding Sources
205,000205,000GO BONDS-GENERAL
PURPOSE
205,000 205,000Total
Prior
630,000
Total
551
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 Palisades or Stone Bridge Park Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$700,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
60,00030,000 30,000PLANNING/DESIGN
600,000300,000 300,000CONSTRUCTION
10,0005,000 5,000INSPECTION
10,0005,000 5,000ADMINISTRATION
20,00010,000 10,000CONTINGENCY
350,000 350,000 700,000Total
Total20222023202420252026Funding Sources
700,000350,000 350,000GENERAL FUND
350,000 350,000 700,000Total
552
Description
Build picnic shelter, playground, accessible paths and parking at Chadek Green Park community gardens.
Project #R4350
Priority Essential (2)
Justification
The 2017 Park Master Plan recommends these park improvement projects to address park needs in the community.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 20 years
Project Name Chadek Green Park Playground & and Shelter
Category Parks Maintenance
Type One Phase
Total Project Cost:$450,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
350,000350,000CONSTRUCTION
10,00010,000INSPECTION
30,00030,000CONTINGENCY
390,000 390,000Total
Prior
60,000
Total
Total20222023202420252026Funding Sources
450,000450,000GO BONDS-ESSENTIAL
PURPOSE
450,000 450,000Total
553
Description
This project is planning for renovations for the City's recreation enters: Robert A. Lee (RALRC) and Mercer Pool/Scanlon Gym.
2023 - Upper Level RALRC: ADA compliant single user public restrooms, ADA compliant offices, door and signage needs. Catering kitchen to be relocated to the
Social Hall. 2024 - RALRC: renovate Lower Level locker rooms; Mercer/Scanlon: renovate lobby, restrooms, and meeting rooms. Future: Renovate
Mercer/Scanlon locker rooms
Project #R4351
Priority Critical (1)
Justification
Presently there are critical and public use areas of the recreation facilities do not meet the current ADA standards. Parts of the facilities are still operating from their
original design. These improvements will update and bring the facilities into closer compliance with ADA requirements and improve operational efficiencies in
their use 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 Improvements
Category Government Buildings
Type Multi-Phase
Total Project Cost:$950,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20222023202420252026Expenditures
70,00020,000 50,000PLANNING/DESIGN
775,000200,000 575,000CONSTRUCTION
40,00015,000 25,000ADMINISTRATION
65,00015,000 50,000CONTINGENCY
250,000 700,000 950,000Total
Total20222023202420252026Funding Sources
950,000250,000 700,000GO BONDS-GENERAL
PURPOSE
250,000 700,000 950,000Total
554
Description
Ecological restoration work in Whispering Meadows Park.
Project #R4357
Priority Essential (2)
Justification
The Natural Areas Master Plan identified public areas and park lands that could provide improved ecological benefit to the City through additional natural
plantings, prairie grass, controlled burns, or other improvements.
Budget Impact/Other
This will be an addition of park natural plantings. 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 Park Ecological Restoration
Category Parks Maintenance
Type One Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE REAP
TIF DISTRICT None
PLAN Natural Areas Master Plan
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
150,000 150,000Total
Prior
100,000
Total
Total20222023202420252026Funding Sources
150,000150,000GENERAL FUND
150,000 150,000Total
Prior
100,000
Total
555
Description
This project will demolish six picnic shelters and one restroom in Lower City Park and replace these with one large and two small shelters and restroom facility.
The remaining facilities will be in locations outlined in Lower City Park Master Plan.
Project #R4358
Priority Essential (2)
Justification
The shelters and restrooms in Lower City Park are quickly reaching the end of their serviceable life. Some are in areas that are prone to regular flooding. This
project follows recommendations of the 2016 Lower City Park Master Plan and 2017 Park Master Plan while repositioning and resizing the shelters to meet current
and future use patterns.
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:$600,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Lower City Park Master Plan
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
490,000490,000CONSTRUCTION
10,00010,000INSPECTION
50,00050,000CONTINGENCY
600,000 600,000Total
Total20222023202420252026Funding Sources
600,000600,000GO BONDS-ESSENTIAL
PURPOSE
600,000 600,000Total
556
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.
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:$425,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
30,00030,000PLANNING/DESIGN
355,000355,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
30,00030,000CONTINGENCY
425,000 425,000Total
Total20222023202420252026Funding Sources
425,000425,000GO BONDS-ESSENTIAL
PURPOSE
425,000 425,000Total
557
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.
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 10 years
Project Name Napoleon Park Softball Fields 5-8 Renovation
Category Parks Maintenance
Type One Phase
Total Project Cost:$450,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
380,000380,000CONSTRUCTION
5,0005,000INSPECTION
15,00015,000CONTINGENCY
450,000 450,000Total
Total20222023202420252026Funding Sources
450,000450,000GO BONDS-GENERAL
PURPOSE
450,000 450,000Total
558
Description
In 2023, a Upper City Park master plan will be developed. In 2024, Upper City Park improvements will be constructed which may include demolition of four picnic
shelters and one restroom in Upper City Park and replacement with one large and two small shelters and restroom facility.
Project #R4363
Priority Essential (2)
Justification
The shelters and restrooms in Upper City Park are quickly reaching the end of their serviceable life. This project follows recommendations of the 2017 Park Master
Plan while repositioning and resizing the shelters to meet current and future use patterns.
Budget Impact/Other
No impact on operating budget as these are replacements for current facilities.
Useful Life 20 years
Project Name Upper City Park Improvements
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
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
5,0005,000INSPECTION
5,0005,000ADMINISTRATION
40,00040,000CONTINGENCY
50,000 550,000 600,000Total
Total20222023202420252026Funding Sources
600,000600,000GO BONDS-ESSENTIAL
PURPOSE
600,000 600,000Total
559
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. 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
Total20222023202420252026Expenditures
20,00020,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
245,000 245,000Total
Total20222023202420252026Funding Sources
245,000245,000GO BONDS-ESSENTIAL
PURPOSE
245,000 245,000Total
560
Description
Replace playground and two picnic shelters at Court Hill Park. Project also adds concrete paths for increased accessibility and additional 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. This park also presents opportunities to provide access to Ralston Creek for play and exploration.
Budget Impact/Other
This project will sligtly increase park maintenance need through the addition of park amenities. The estimate increase on operating expenditures is less than
$10,000 per year.
Useful Life 20 years
Project Name Court Hill Park Shelter & Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$450,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
30,00030,000PLANNING/DESIGN
390,000390,000CONSTRUCTION
10,00010,000INSPECTION
20,00020,000CONTINGENCY
450,000 450,000Total
Total20222023202420252026Funding Sources
450,000450,000GO BONDS-ESSENTIAL
PURPOSE
450,000 450,000Total
561
Description
This project would include the replacement of the existing pool filters, the addition of a UV system, and a new pool dehumidification system at the Robert A. Lee
Recreation Center swimming pool.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 25 years
Project Name Robert A. Lee Recreation Center Pool Filter & HVAC
Category Government Buildings
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
Total20222023202420252026Expenditures
600,000600,000CONSTRUCTION
40,00040,000CONTINGENCY
640,000 640,000Total
Prior
60,000
Total
Total20222023202420252026Funding Sources
700,000700,000GO BONDS-GENERAL
PURPOSE
700,000 700,000Total
562
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:$175,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
5,0005,000PLANNING/DESIGN
155,000155,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
10,00010,000CONTINGENCY
175,000 175,000Total
Total20222023202420252026Funding Sources
175,000175,000GO BONDS-ESSENTIAL
PURPOSE
175,000 175,000Total
563
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 will
nenovate the skateboard park area and expand the facility to include a pump track for BMX bicycle and other roller sport use.
Budget Impact/Other
The budget impact of this project is negligible as it replaces outdated infrastructure and adds a minimal amount of new infrastructure.
Useful Life 20 years
Project Name Terrell Mill Skate Park Redevelopment
Category Parks Maintenance
Type One Phase
Total Project Cost:$1,250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
1,050,0001,050,000CONSTRUCTION
10,00010,000INSPECTION
10,00010,000ADMINISTRATION
80,00080,000CONTINGENCY
1,250,000 1,250,000Total
Total20222023202420252026Funding Sources
600,000600,000FEDERAL GRANTS
650,000650,000GO BONDS-GENERAL
PURPOSE
1,250,000 1,250,000Total
564
Description
First phase will implement field playability enhancements, safety improvements, and increased accessibility. The second phase will include new fence lines, shade
structures and complex amenities. This includes the concession area, entrance and plaza area.
Project #R4374
Priority Efficiency Improvement (3)
Justification
Hitchcock Design has been contracted to evaluate the complex for draining, safety and access priorities. 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. The proposed improvements will improve field drainage, player
safety, and accessibility limitations.
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 Improvements
Category Parks Maintenance
Type Multi-Phase
Total Project Cost:$1,050,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %VARIES
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
55,00055,000PLANNING/DESIGN
810,000810,000CONSTRUCTION
45,00045,000ADMINISTRATION
40,00040,000CONTINGENCY
950,000 950,000Total
Prior
100,000
Total
Total20222023202420252026Funding Sources
250,000250,000GENERAL FUND
700,000700,000GO BONDS-GENERAL
PURPOSE
950,000 950,000Total
Prior
100,000
Total
565
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 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:$300,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
250,000250,000CONSTRUCTION
2,5002,500INSPECTION
2,5002,500ADMINISTRATION
20,00020,000CONTINGENCY
300,000 300,000Total
Total20222023202420252026Funding Sources
300,000300,000GO BONDS-ESSENTIAL
PURPOSE
300,000 300,000Total
566
Description
On-going repairs and improvements at Terry Trueblood Lodge, Terry Trueblood concession building, Ashton House Event Facility and Riverside Festival stage.
Roof and façade repairs to Riverside Festival Stage, Exterior staining of TTRA Lodge & Concession buildings, BAS replacement Ashton & TTRA, Audio Visio
Equipment Upgrades.
Project #R4381
Priority Essential (2)
Justification
These facilities are maintained for city events and private event rentals. Renovations are needed as they buildings age.
Budget Impact/Other
This project should have a minimal impact on the annual operating budget.
Useful Life 20 years
Project Name Event Facility Improvements
Category Government Buildings
Type One Phase
Total Project Cost:$300,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
30,0005,000 25,000PLANNING/DESIGN
245,00045,000 200,000CONSTRUCTION
5,0005,000ADMINISTRATION
20,00020,000CONTINGENCY
50,000 250,000 300,000Total
Total20222023202420252026Funding Sources
300,00050,000 250,000GENERAL FUND
50,000 250,000 300,000Total
567
Description
Build off-road "single track" trail course for biking on site recently acquired from Elks Golf Course.
Project #R4382
Priority Non-essential (5)
Justification
Bicycling is a growing activity in the area. This course will provide area for new off-road cyclists to learn the sport and more experienced bicyclist to practice and
compete. This supports the 2017 Park Master Plan which has a goal that all Iowa City children learn bicycle skills and add the growing collection of similar
facilities in the region acting as a tourist destination.
Budget Impact/Other
Facility will require maintenance similar to other trails and disc golf areas. No new staff are anticipated. Estimated annual maintenance costs are less than $10,000
per year.
Useful Life 20 years
Project Name Off Road Bike Trail Development
Category Parks Maintenance
Type One Phase
Total Project Cost:$180,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
15,00015,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
5,0005,000INSPECTION
10,00010,000CONTINGENCY
180,000 180,000Total
Total20222023202420252026Funding Sources
180,000180,000GENERAL FUND
180,000 180,000Total
568
Description
This project replaces the playground at Benton HIll Park. Site constraints keep this as a smaller piece of equipment.
Project #R4384
Priority Essential (2)
Justification
Playground replacement following Park Master Plan. Playground reaching end of servicable life.
Budget Impact/Other
No impact on operating budget as this replaces current infrastructure.
Useful Life 20 years
Project Name Benton Hills Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$135,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
5,0005,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
5,0005,000CONTINGENCY
135,000 135,000Total
Total20222023202420252026Funding Sources
135,000135,000GENERAL FUND
135,000 135,000Total
Description
This project replaces the playground at College Green Park.
Project #R4385
Priority Essential (2)
Justification
Playground replacement following Park Master Plan. Playground reaching end of servicable life.
Budget Impact/Other
No impact on operating budget as this replaces current infrastructure.
Useful Life 20 years
Project Name College Green Park Playground
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 Park Master Plan
Status Active
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
285,000285,000CONSTRUCTION
15,00015,000INSPECTION
25,00025,000CONTINGENCY
350,000 350,000Total
Total20222023202420252026Funding Sources
350,000350,000GO BONDS-ESSENTIAL
PURPOSE
350,000 350,000Total
569
Description
The Willow Creek trail spanning 0.8 miles from Benton St to Willow Creek Dr including a spur of the trail connecting to Aber Ave is in need of replacement.
Project #R4387
Priority Essential (2)
Justification
This trail is crumbling in many locations and will soon be unsafe to use. Patching has occurred as a temporary fix but a complete replacement is necessary. Project
request includes 10 ft wide concrete trail on the same footprint as the existing .8 mile trail. Cost estimate mirrors estimate for construction of Hwy 6 trail section
from Fairmeadows to Heinz because it is the same length.
Budget Impact/Other
This project will slightly lower the operating budget to less maintenance and upkeep from replacing older infrastructure with newer infrastructure. The esimated
annual cost savings is less than $10,000.
Useful Life 20 years
Project Name Willow Creek Trail Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$575,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
65,00065,000PLANNING/DESIGN
418,000418,000CONSTRUCTION
21,00021,000INSPECTION
21,00021,000ADMINISTRATION
50,00050,000CONTINGENCY
65,000 510,000 575,000Total
Total20222023202420252026Funding Sources
575,000575,000GO BONDS-GENERAL
PURPOSE
575,000 575,000Total
570
Description
Update elevators in City Hall, Senior Center, Robert A. Lee Recreation Center with ADA operating system improvements including braille and visible and verbal
signals to indicate which elevator car is available, its direction, and when it has reached a designated floor.
Project #R4388
Priority Critical (1)
Justification
Presently these elevators do not meet the current ADA standards. These recommendations were cited in the 2012 Space Needs Study and Master Plan and the
Facility ADA study.
Budget Impact/Other
This project will lower annual operating expenditures due to the replacement of older equipment with new equipment. The estimated annual savings is less than
$10,000 per year.
Useful Life 10 years
Project Name ADA Elevator Improvements
Category Government Buildings
Type One Phase
Total Project Cost:$250,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
50,000 200,000 250,000Total
Total20222023202420252026Funding Sources
250,00050,000 200,000GENERAL FUND
50,000 200,000 250,000Total
571
Description
Replace playground at North Market Square Park. This includes replacing rubber mat surface with engineered wood fiber. Adjacent elementary school playground
has poured in place surfacing.
Project #R4389
Priority Essential (2)
Justification
This replacement follows recommendatation of 2017 Park Master Plan. Playground components are aging and becoming difficult to repair and replace.
Budget Impact/Other
This replaces existing equipment. No increased expenditures.
Useful Life 20 years
Project Name N. Market Square Playground Replacement
Category Parks Maintenance
Type One Phase
Total Project Cost:$300,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
20,00020,000PLANNING/DESIGN
250,000250,000CONSTRUCTION
10,00010,000INSPECTION
20,00020,000CONTINGENCY
300,000 300,000Total
Total20222023202420252026Funding Sources
300,000300,000GO BONDS-ESSENTIAL
PURPOSE
300,000 300,000Total
572
Description
Replace playground at Reno Street Park. Add ADA compliant paths, park furnishings and fence to community garden.
Project #R4390
Priority Essential (2)
Justification
This replacement follows recommendatation of 2017 Park Master Plan. Playground components are aging and becoming difficult to repair and replace. This park
lacks ADA compiant paths.
Budget Impact/Other
There will be slightly less maintenance costs due to the replacement of older equipment. The expected annual savings is less than $5,000 per year.
Useful Life 20 years
Project Name Reno Street Park Renovations
Category Parks Maintenance
Type One Phase
Total Project Cost:$240,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
20,00020,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
5,0005,000INSPECTION
15,00015,000CONTINGENCY
240,000 240,000Total
Total20222023202420252026Funding Sources
240,000240,000GO BONDS-ESSENTIAL
PURPOSE
240,000 240,000Total
573
Description
Tennis Court renovations at City Park and Mercer Park. City Park: resurface courts, replace fences, and add hitting practice wall at both ends. Mercer Park:
resurface courts and add hitting practice wall.
Project #R4391
Priority Non-essential (5)
Justification
The tennis court surfaces, fencing and practice walls are deteriorating and require renovation for continued use.
Budget Impact/Other
The tennis courts are deteriorating to a point in which they will soon not be suitable for play. This project will not have impact on operating budget as the courts do
not require much on-goin maintenance.
Useful Life 15 years
Project Name Tennis Court Renovations
Category Parks Maintenance
Type One Phase
Total Project Cost:$175,000
Contact Juli Seydell-Johnson
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
15,00015,000PLANNING/DESIGN
135,000135,000CONSTRUCTION
15,00015,000INSPECTION
10,00010,000ADMINISTRATION
175,000 175,000Total
Total20222023202420252026Funding Sources
175,000175,000GENERAL FUND
175,000 175,000Total
574
Description
This project is to acquire property in the future growth and annexation areas west of Highway 218 between Rohret Road and Highway 1.
Project #R4392
Priority Essential (2)
Justification
The future growth area west of Highway 218 includes a 196-acre potential annexation which will require ameneties for parks and recreation to serve the anticipated
population growth.
Budget Impact/Other
The future west park would require additional maintenance such as mowing and natural areas management. It also has the potential to include other amenities in the
future such as park shelters, trails, restroom facilities, pavilions, playgrounds, sport fields, etc. The estimated increase in annual operating expenditures due to the
land acquisition not including future amenities is $50,000 per year.
Useful Life 75 years
Project Name Westside Park Land Acquisition
Category Parks Maintenance
Type One Phase
Total Project Cost:$700,000
Contact Geoff Fruin
Department PARKS & RECREATION
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Park Master Plan
Status Active
Total20222023202420252026Expenditures
700,000700,000LAND/ROW ACQUISITION
700,000 700,000Total
Total20222023202420252026Funding Sources
700,000700,000GO BONDS-GENERAL
PURPOSE
700,000 700,000Total
Description
Acquisition and purchase of an Evidence Management System that will enhance the efficiency and acccuracy of submitting, cataloging, retrieving and distributing
digital evidence.
Project #Y4446
Priority Efficiency Improvement (3)
Justification
Currently evidence photographs/videos must be cataloged on paper, transferred to DVD disks and submitted to evidence for storage. Upon request for
viewing/copies to attorneys these disks must be located, replicated and distributed, a very time consuming and antiquated process by today's standards. This new
system that will allow upload directly into the system, create photo logs and associated information and file it under the proper incident number for ease of retrieval
while maintaining high security, making the entire department efficient.
Budget Impact/Other
This system will save much time for the officers submitting evidence to the property room managers retrieving the evidence. This project will also require $3,500
annual license fee. The project is estimated to reduce annual operating expenditures by $5,000 to $10,000 due to reduced staff time.
Useful Life 10 years
Project Name Digital Photo Evidence Management
Category Police
Type One Phase
Total Project Cost:$125,000
Contact Jody Matherly
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
125,000125,000EQUIPMENT
125,000 125,000Total
Total20222023202420252026Funding Sources
125,000125,000GENERAL FUND
125,000 125,000Total
575
Description
This project provides a natural gas generator at the Animal Shelter which would be able to provide a safe and comfortable enviroment for the animals during any
kind of power outage.
Project #Y4447
Priority Essential (2)
Justification
Currently the Animal Center loses the abliity to provide heat or cooling during any kind of power outage. The Animal Center was built to be climate controlled
which does not allow us to have any possiblity to open any of the windows. Some rooms with animals have no ability to have access to outside air. Extended periods
of time exposed to extreme heat or cold has the potential to cause physical distress and/or death to an animal.
Budget Impact/Other
This project would increase the operating budget due to maintenance and inspection costs of the generator. The estimated annual increase in operating expenditures
is less than $5,000.
Useful Life 25 years
Project Name Animal Shelter Standy Generator
Category Police
Type One Phase
Total Project Cost:$108,500
Contact Denise Brotherton
Department POLICE
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
98,50098,500CONSTRUCTION
108,500 108,500Total
Total20222023202420252026Funding Sources
108,500108,500GENERAL FUND
108,500 108,500Total
576
Description
The project consists of creating a Landfill Master Plan in 2021 and the design and replacement of the landfill equipment storage buildings, currently known as
buildings A and B, in 2022 and 2023. The Master Plan component will determine where on the site the new building will be constructed in addition to assessing
overall traffic flow, potential compost facility changes and potential methane use infrastructure locations.
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
The new building will be more energy efficient, allow for better equipment maintenance and accommodate storing landfill equipment indoors. A potential new
traffic pattern could allow for more customers and quicker, more efficient transactions. The net decrease in estimated annual expenditures is less than $10,000 per
year.
Useful Life 30 Years
Project Name Landfill Equipment Building Replacement
Category Landfill
Type One Phase
Total Project Cost:$1,250,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
950,000950,000CONSTRUCTION
50,00050,000CONTINGENCY
100,000 1,000,000 1,100,000Total
Prior
150,000
Total
Total20222023202420252026Funding Sources
1,100,000100,000 1,000,000LANDFILL FUND
100,000 1,000,000 1,100,000Total
Prior
150,000
Total
577
Description
The landfill 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 Essential (2)
Justification
The landfill six-acre compost pad and wood processing pad is in need of significant repair. Deferred maintenance over many years has resulted in the need for repair
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 20 years
Project Name Compost Pad Improvements
Category Landfill
Type One Phase
Total Project Cost:$330,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
30,00030,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
30,000 300,000 330,000Total
Total20222023202420252026Funding Sources
330,00030,000 300,000LANDFILL FUND
30,000 300,000 330,000Total
578
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 (13 pnuematic pumps and 4 solar pumps) to include pumps in 8-9 additional wells and add SCADA monitoring to the proposed new and
existing pumps.
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. Adding
SCADA greatly improves monitoring capabilities and efficiencies for landfill staff.
Budget Impact/Other
Adding SCADA monitoring to the new and existing pumps will increase staff efficiency by allowing central monitoring., but but the annual savings are expected to
be less than $10,000 per year.
Useful Life 20 years
Project Name Landfill Dual Extraction System Expansion
Category Landfill
Type One Phase
Total Project Cost:$600,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
55,00055,000PLANNING/DESIGN
485,000485,000CONSTRUCTION
50,00050,000INSPECTION
10,0005,000 5,000ADMINISTRATION
60,000 540,000 600,000Total
Total20222023202420252026Funding Sources
600,00060,000 540,000LANDFILL FUND
60,000 540,000 600,000Total
579
Description
This project includes the preliminary design and studies, detailed design, construction, construction observation, and regulatory compliance associated with
implementing the next landfill cell.
Project #L3338
Priority Critical (1)
Justification
The current rate of landfilling and compaction allows for approximately 2-3 years in the current cell, Cell FY18. New cells take 2-3 years to design, construct,
permit, and complete the initial landfilling.
Budget Impact/Other
Expediting this project will reduce rock purchases, because operations will allow for using existing interior roads and rainy day pads instead of building new. The
annual estimated reduction of expenditures is $25,000 per year.
Useful Life 10 years
Project Name Future Landfill Cell
Category Landfill
Type One Phase
Total Project Cost:$4,400,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
300,000200,000 100,000PLANNING/DESIGN
3,600,0003,600,000CONSTRUCTION
40,00015,000 25,000ADMINISTRATION
360,000360,000CONTINGENCY
215,000 4,085,000 4,300,000Total
Prior
100,000
Total
Total20222023202420252026Funding Sources
4,300,000215,000 4,085,000LANDFILL REPLACEMENT
RESERVE
215,000 4,085,000 4,300,000Total
Prior
100,000
Total
580
Description
This project provides for the purchase and installation of a bulk water tank at the landfill.
Project #L3340
Priority Essential (2)
Justification
The tank will help provide the needed volume to ensure the refresh rate of the planned water main and allow for efficient filling of the landfill's tank used for daily
spray cover mixing. In the event of a fire it will also significantly reduce both transportation and fill time for the Fire Department.
Budget Impact/Other
Water costs and maintenance costs will be incurred based on water use. The estimated annual increase in operating expenditures is $10,000 to $15,000.
Useful Life 15 years
Project Name Bulk Water Fill Station
Category Landfill
Type One Phase
Total Project Cost:$175,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
125,000125,000CONSTRUCTION
175,000 175,000Total
Total20222023202420252026Funding Sources
175,000175,000LANDFILL FUND
175,000 175,000Total
Description
This project will decommission and fill the older of two leachate lagoons and clean and repair the newer of the two lagoons.
Project #L3342
Priority Essential (2)
Justification
The older lagoon has not been utilized since 2012 and is not anticipated to be needed due to the newer lagoon's capacity and the ability to direct pipe to the
Wastewater Treatment Plant. The newer lagoon is in need of a clean-out and minor repairs to the liner.
Budget Impact/Other
While difficult to estimate a dollar amount, the removal of the older lagoon could reduce the amount of clean rainwater currently collected and treated as leachate, at
a cost. The estimated reduction in operating expenditures is less than $10,000 per year.
Useful Life 30 Years
Project Name Leachate Lagoon updates
Category Landfill
Type One Phase
Total Project Cost:$150,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000CONSTRUCTION
150,000 150,000Total
Total20222023202420252026Funding Sources
150,000150,000LANDFILL FUND
150,000 150,000Total
581
Description
The project consists of installing six leachate extraction pneumatic pumps, air supply lines and leachate drainage lines in gas wells in two old unlined areas of the
landfill which have seen leachate migration impacts.
Project #L3344
Priority Critical (1)
Justification
This project is required to be complete by December 21, 2022, to meet the regulatory requirements with the Corrective Action Plan negotiated with the Iowa
Department of Natural Resources as part of the Assessment of Corrective Measures (ACM). The ACM was negotiated in summer 2021.
Budget Impact/Other
These updates will continue to reduce potential long-term liability for groundwater contamination and reduce long-term groundwater testing expenses. The
estimated decrease in operating expenditures is less than $10,000 per year.
Useful Life 30 Years
Project Name ACM Landfill Gas Infrastructure Expansion
Category Landfill
Type One Phase
Total Project Cost:$198,800
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
30,00030,000PLANNING/DESIGN
142,600142,600CONSTRUCTION
6,0006,000INSPECTION
6,0006,000ADMINISTRATION
14,20014,200CONTINGENCY
198,800 198,800Total
Total20222023202420252026Funding Sources
198,800198,800LANDFILL FUND
198,800 198,800Total
582
Description
This machine would be used primarily in the compost and wood chip facility at the landfill to assist in safely grinding incoming materials.
Project #L3345
Priority Essential (2)
Justification
Currently an endloader with a grapple bucket is used to load the grinder. This limits staff's ability to see what is being dumped on the grinder belt and occasionally
includes items not suitable or safe to run through the grinder, such as metal fence posts or large rocks. An excavator with a grapple hook would enable staff to see
what they're picking up and be more selective and safe in loading the grinder.
Budget Impact/Other
Anticipated savings in down time and equipment costs is approximately $50,000 per year. The process change will slow down material throughput and will
therefore require more stafftime. Additional staff time is expected to cost approximately $20,000 per year.
Useful Life 10 years
Project Name Excavator for compost operations
Category Landfill
Type One Phase
Total Project Cost:$280,000
Contact Jen Jordan
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
280,000280,000EQUIPMENT
280,000 280,000Total
Total20222023202420252026Funding Sources
280,000280,000LANDFILL FUND
280,000 280,000Total
583
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 Stormwater
Type One Phase
Total Project Cost:$1,775,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
1,300,0001,300,000CONSTRUCTION
50,00050,000INSPECTION
25,00025,000ADMINISTRATION
150,000150,000CONTINGENCY
1,625,000 1,625,000Total
Prior
150,000
Total
Total20222023202420252026Funding Sources
1,625,0001,625,000STORMWATER FUND
1,625,000 1,625,000Total
Prior
150,000
Total
584
Description
This project will modify the top of the vault and hatches in order to accommodate ADA compliant sidewalks. It will also include replacement of the trash rack
screen and other associated pump station components.
Project #M3634
Priority Essential (2)
Justification
The location of the vault and hatches creates a maintenance issue and prohibits the installation of ADA compliant sidewalks. This pump station was installed 36
years ago and some of the components are in need of replacement.
Budget Impact/Other
There is no anticipated impact to the operating budget.
Useful Life 50 years
Project Name Rundell Street Pump Station Vault Modifications
Category Stormwater
Type One Phase
Total Project Cost:$350,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
40,00040,000PLANNING/DESIGN
250,000250,000CONSTRUCTION
25,00025,000INSPECTION
10,00010,000ADMINISTRATION
25,00025,000CONTINGENCY
350,000 350,000Total
Total20222023202420252026Funding Sources
350,000350,000STORMWATER FUND
350,000 350,000Total
585
Description
This project will install storm sewer pipe in an open ditch along the west side of River Street, north of the lower Lincoln School parking lot. A five-foot-wide
compliant sidewalk will replace the existing walk.
Project #M3635
Priority Essential (2)
Justification
The existing open channel storm water drainage ditch is deteriorating and is susceptible to blockage from debris. Utility services have been exposed to the surface
due to erosion along the bottom of the ditch. Further erosion will potentially impact the sidewalk and street. A compliant sidewalk will facilitate pedestrian traffic
to the school.
Budget Impact/Other
There is no anticipated impact to operating budget.
Useful Life 50 years
Project Name River Street Storm Sewer Improvements
Category Stormwater
Type One Phase
Total Project Cost:$850,000
Contact Ben Clark
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
90,00090,000PLANNING/DESIGN
10,00010,000LAND/ROW ACQUISITION
600,000600,000CONSTRUCTION
60,00060,000INSPECTION
30,00030,000ADMINISTRATION
60,00060,000CONTINGENCY
100,000 750,000 850,000Total
Total20222023202420252026Funding Sources
850,000100,000 750,000STORMWATER FUND
100,000 750,000 850,000Total
586
Description
Construct a new Equipment Maintenance Facility on the public works campus to replace the old and dated facility at the corner of Highways 1 & 6.
Project #P3953
Priority Essential (2)
Justification
The current Equipment Maintenance Facility is outdated, inefficient, and a poor working environment for the employees.
Budget Impact/Other
A new facility will be more energy efficient which will save costs on utilities; however, a newer facility will add square footage and increase insurance, cleaning,
and similar expenses. The estimated annual increase in operating expenditures is $50,000 to $100,000 per year.
Useful Life 40 Years
Project Name Equipment Maintenance Facility replacement
Category Equipment
Type One Phase
Total Project Cost:$12,000,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Facilities Master Plan
Status Active
Total20222023202420252026Expenditures
1,000,0001,000,000PLANNING/DESIGN
11,000,00011,000,000CONSTRUCTION
1,000,000 11,000,000 12,000,000Total
Total20222023202420252026Funding Sources
4,500,0001,000,000 3,500,000EQUIPMENT FUND
4,000,0004,000,000FACILITY REPLACEMENT
RESERVE
700,000700,000GO BONDS-GENERAL
PURPOSE
500,000500,000LANDFILL FUND
250,000250,000REFUSE COLLECTION FUND
250,000250,000STORMWATER FUND
1,000,0001,000,000WASTEWATER FUND
800,000800,000WATER FUND
1,000,000 11,000,000 12,000,000Total
587
Description
The City's non-public safety radio system is nearing the end of the infrastructure's service life and needs updated to ensure radio communications continue.
Project #P3987
Priority Critical (1)
Justification
Divisions within the City rely on radio communication daily and is critical to our operation. Motorola factory service support for our portable and mobile radios
ended in April 2020, the Motorola Connect Plus system we have has reached end of life and end of support will be in early 2023. Future meetings will be held to
determine if we want to continue to own and maintain our own system or possibly join on the JECC P-25 network.
Budget Impact/Other
This project will have a minimal impact on the operating budget, but it will reduce expenditures slightly due to the replacement of aging equipment. The estimated
annual savings is less than $10,000.
Useful Life 10 years
Project Name Non-Public Safety Radio System Upgrade
Category Equipment
Type One Phase
Total Project Cost:$825,000
Contact Dan Striegel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
825,000825,000CONSTRUCTION
825,000 825,000Total
Total20222023202420252026Funding Sources
825,000825,000EQUIPMENT FUND
825,000 825,000Total
Description
This project improves the landscaping at the City entrance ways on North Dubuque Street and North Dodge Street including entrance signage on North Dubuque.
Project #P3988
Priority Aesthetic Improvement (4)
Justification
The entrance ways to the city provide an important impression of the community to visitors. North Dubuque Street and North Dodge Street are primary entrances to
the City off Highway 80 and serve as the front doors to the city.
Budget Impact/Other
This project will slightly increase the annual operating expenditures due to the additional maintenance required on the landscaping and signage. The estimated
increase in operating expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name Entrance Way Improvements
Category Public Works Administration
Type One Phase
Total Project Cost:$750,000
Contact Ron Knoche
Department PUBLIC WORKS
MATCH %VARIES
GRANTEE U OF I
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
750,000750,000CONSTRUCTION
750,000 750,000Total
Total20222023202420252026Funding Sources
650,000650,000GENERAL FUND
100,000100,000UNIVERSITY OF IOWA
750,000 750,000Total
588
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 also includes alley
improvements, lighting, and wayfinding.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Dubuque Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$3,000,000
Contact Geoff Fruin
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT City-University
PLAN Downtown Streetscape Plan
Status Active
Total20222023202420252026Expenditures
300,000300,000PLANNING/DESIGN
2,100,0002,100,000CONSTRUCTION
200,000200,000INSPECTION
400,000400,000CONTINGENCY
300,000 2,700,000 3,000,000Total
Total20222023202420252026Funding Sources
3,000,0003,000,000GO BONDS-ESSENTIAL
PURPOSE
3,000,000 3,000,000Total
589
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Kirkwood Avenue to Capitol Street Connection
Category Street Operations
Type One Phase
Total Project Cost:$3,100,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverfront Crossings
PLAN Riverfront Crossings Master Pla
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
100,000 100,000Total
Future
3,000,000
Total
Future
3,100,000
Total
590
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Court Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$7,500,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
5,600,0005,600,000CONSTRUCTION
200,000200,000INSPECTION
150,000150,000ADMINISTRATION
500,000500,000CONTINGENCY
150,000 6,450,000 6,600,000Total
Prior
900,000
Total
Total20222023202420252026Funding Sources
6,600,0006,600,000GO BONDS-ESSENTIAL
PURPOSE
6,600,000 6,600,000Total
Prior
900,000
Total
591
Description
Reconstruction of Rochester Avenue from First Avenue to the bridge over Ralston Creek. The project will include intersection improvements at First Avenue, new
street paving, sidewalk, utility improvements and other associated work. This project will also include water pressure zoning improvements at First Avenue.
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, ADA curb ramp, and water pressure zone 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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Rochester Ave Reconst- First Ave. to Ralston Creek
Category Street Operations
Type One Phase
Total Project Cost:$7,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
150,000150,000LAND/ROW ACQUISITION
5,400,0005,400,000CONSTRUCTION
250,000250,000INSPECTION
250,000250,000ADMINISTRATION
250,000250,000CONTINGENCY
6,350,000 6,350,000Total
Prior
650,000
Total
Total20222023202420252026Funding Sources
6,350,0006,350,000GO BONDS-ESSENTIAL
PURPOSE
6,350,000 6,350,000Total
Prior
650,000
Total
592
Description
This project will study the south Hwy 1/Hwy 6 intersection and adjacent City owned properties 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:$150,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Riverside Drive
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20222023202420252026Funding Sources
150,000150,000GENERAL FUND
150,000 150,000Total
593
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Dodge Street Reconstruct - Governor to Burlington
Category Street Operations
Type One Phase
Total Project Cost:$17,117,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %35%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000LAND/ROW ACQUISITION
13,200,00013,200,000CONSTRUCTION
350,000350,000INSPECTION
350,000350,000ADMINISTRATION
1,800,0001,800,000CONTINGENCY
15,750,000 15,750,000Total
Prior
1,367,000
Total
Total20222023202420252026Funding Sources
3,750,0003,750,000FEDERAL GRANTS
2,400,0002,400,000GO BONDS-ESSENTIAL
PURPOSE
9,850,0009,850,000OTHER STATE GRANTS
16,000,000 16,000,000Total
Prior
1,117,000
Total
594
Description
Reconstruct N. Gilbert Street from Brown Street to the construction limits of the Gateway project just south of Kimball Road. Improvements to include new water
main, sanitary sewer, storm sewer, PCC roadway paving and sidewalks on both sides of the roadway.
Project #S3955
Priority Essential (2)
Justification
Gilbert Street requires full reconstruction at this time. There is no storm sewer between Brown Street and the new intakes installed with the Gateway project.
Sidewalks are located only at the top of the hill, near Brown Street and residents have requested that pedestrian connectivity be provided to them with the roadway
improvements.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name N. Gilbert Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,437,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
800,000800,000CONSTRUCTION
105,000105,000INSPECTION
32,00032,000ADMINISTRATION
300,000300,000CONTINGENCY
200,000 1,237,000 1,437,000Total
Total20222023202420252026Funding Sources
1,437,0001,437,000GO BONDS-ESSENTIAL
PURPOSE
1,437,000 1,437,000Total
595
Description
This project will replace the existing Gilbert Street bridge over Ralston Creek. In addition, the project will include removal and replacement of slope protection,
sidewalk, storm sewer and street pavement, and other related work.
Project #S3956
Priority Critical (1)
Justification
The 2017 Biennial Bridge Inspection Program identified advanced deterioration of the deck and super structure on the Gilbert Street bridge. The Program
recommended the bridge be scheduled for significant repairs or replacement.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Gilbert Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$3,300,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %60%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
2,600,0002,600,000CONSTRUCTION
150,000150,000INSPECTION
75,00075,000ADMINISTRATION
300,000300,000CONTINGENCY
3,125,000 3,125,000Total
Prior
175,000
Total
Total20222023202420252026Funding Sources
1,000,0001,000,000FEDERAL GRANTS
2,300,0002,300,000GO BONDS-ESSENTIAL
PURPOSE
3,300,000 3,300,000Total
596
Description
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.
Project #S3958
Priority Essential (2)
Justification
This section of Park Road is in poor condition and is in need of repair. The City has received numerous complaints about its condition.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Park Road Reconstruct - Rocky Shore to Riverside
Category Street Operations
Type One Phase
Total Project Cost:$6,700,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
650,000650,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
5,250,0005,250,000CONSTRUCTION
250,000250,000INSPECTION
250,000250,000ADMINISTRATION
250,000250,000CONTINGENCY
700,000 6,000,000 6,700,000Total
Total20222023202420252026Funding Sources
6,700,0006,700,000GO BONDS-ESSENTIAL
PURPOSE
6,700,000 6,700,000Total
597
Description
Reconstruction of Taft Avenue from American Legion Road to Lower West Branch. Design of this project would begin in 2022 with construction to begin in 2025.
Project #S3959
Priority Essential (2)
Justification
The properties west of Taft Avenue between Lower West Branch Road and American Legion Road are now fully developed. With the construction of the new
Hoover School and the upcoming American Legion Road and Scott Boulevard trunk sewer extension projects, the area will likely experience growth in the next five
to ten years necessitating improvements to Taft Avenue.
Budget Impact/Other
This project will add infrastructure into the City which will incrementally increase the City's operating costs. The estimated increase in operating expenditures is
less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Taft Avenue Reconstruct - Am Legion to Lwr West Br
Category Street Operations
Type One Phase
Total Project Cost:$11,000,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
1,000,0001,000,000PLANNING/DESIGN
10,000,00010,000,000CONSTRUCTION
1,000,000 10,000,000 11,000,000Total
Total20222023202420252026Funding Sources
3,500,0003,500,000FEDERAL GRANTS
7,500,0007,500,000GO BONDS-ESSENTIAL
PURPOSE
11,000,000 11,000,000Total
598
Description
Obtain consultant services to perform an alignment study for the Oakdale Boulevard extension east of Highway 1.
Project #S3960
Priority Essential (2)
Justification
This project will conduct an aligment study for the Oakdale Boulevard extension east of Highway 1. The existing alignment study was completed in 2003 and
changes in land use, ownership and travel patterns nessesitate revisting the appropriate alignment for the road extension. This project also meets the Council's
Strategic Plan goal of 'Investing in Public Infrastructure' by initiating a planning effort to prepare for future expansion of a critical public facility.
Budget Impact/Other
This project will not have an impact on the operating budget.
Useful Life 10 years
Project Name Oakdale Blvd Extension - Alignment Study
Category Street Operations
Type Multi-Phase
Total Project Cost:$100,000
Contact Kent Ralston
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Northgate Corporate Park
PLAN Transportation Plan
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
100,000 100,000Total
Total20222023202420252026Funding Sources
100,000100,000GENERAL FUND
100,000 100,000Total
599
Description
This project will replace both the eastbound and westbound Burlington Street bridges with one new bridge over the Iowa River. In addition, the project will
investigate the feasibililty of eliminating the dam as well as the realignment of Grand Avenue west of Riverside Drive. This project will be a joint project with the
DOT.
Project #S3963
Priority Critical (1)
Justification
The 2019 biennial bridge inspection program identified advanced detorioration of the sub and super structures on the Burlington Street Bridges. The program
recommended the bridge to be scheduled for replacement.
Budget Impact/Other
Operating expenses are expected to be minimal or decrease, as this will be replacing aged infrastructure that has reached the end of its useful life.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Capital Projects fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 75 years
Project Name Burlington Street Bridge Replacement
Category Street Operations
Type One Phase
Total Project Cost:$19,050,000
Contact Scott Sovers
Department PUBLIC WORKS
MATCH %VARIES
GRANTEE STP
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
750,000750,000PLANNING/DESIGN
750,000 750,000Total
Prior
300,000
Total
Future
18,000,000
Total
Prior
300,000
Total
Future
18,750,000
Total
600
Description
This project includes the reconstruction of two blocks of brick street along Fairchild Street from Clinton Street to Linn Street.
Project #S3965
Priority Essential (2)
Justification
The pavement condition in these areas is poor, and several areas have utilities that are in need of repair/replacement, which is contributing to the deterioration of the
street.
Budget Impact/Other
Estimated savings in operating expenses are less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Fairchild Street Reconstruction
Category Street Operations
Type One Phase
Total Project Cost:$1,450,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
1,100,0001,100,000CONSTRUCTION
50,00050,000INSPECTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
1,350,000 1,350,000Total
Prior
100,000
Total
Total20222023202420252026Funding Sources
1,450,0001,450,000GO BONDS-ESSENTIAL
PURPOSE
1,450,000 1,450,000Total
601
Description
This project will be a comprehensive concrete rehabilitation of the Iowa Ave Bridge over the Iowa River. Additional repair items will include sidewalks, approach
pavement, expansion joints, pedestrian handrails and painting.
Project #S3977
Priority Essential (2)
Justification
The Iowa Avenue Bridge was built in 1916 and the most recent reconstruction project was in 1985. The most recent inspection in the summer of 2021 found it to
be in Fair Condition structurally, but noted delamination, cracks and spalls in the concrete on the deck, superstructure and substructure of the bridge. Deterioration
is also noted at the sidewalk approaches and abutments. To extend the longevity of the bridge, it is recommended that a comprehensive rehabilitation project be
completed.
Budget Impact/Other
The project will lower operating costs due to the replacement of aging infrastructure. The reduction in operating expenditures is estimated to be less than $10,000
per year.
Useful Life 20 years
Project Name Iowa Avenue Bridge Rehabilitation
Category Street Operations
Type One Phase
Total Project Cost:$2,250,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %60%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
1,500,0001,500,000CONSTRUCTION
150,000150,000INSPECTION
75,00075,000ADMINISTRATION
75,00075,000CONTINGENCY
300,000300,000OTHER
150,000 2,100,000 2,250,000Total
Total20222023202420252026Funding Sources
1,000,0001,000,000FEDERAL GRANTS
1,250,0001,250,000GO BONDS-ESSENTIAL
PURPOSE
2,250,000 2,250,000Total
602
Description
This project will provide repairs to the existing pedestrian overpass, including removal of loose / delaminated material at risk of falling and the application of a
corrosive inhibiting coating to protect the exposed areas and match the appearance of the surrounding concrete.
Project #S3978
Priority Critical (1)
Justification
A condition assessment of the Pedestrian Bridge was completed in the Spring of 2021 and a rehabilitation project was recommended. Loose material and
delaminated concrete was identified. This presents a hazard to vehicles and pedestrians under the structure.
Budget Impact/Other
This project will reduce maintenance costs through the rehabilitation of an older structure. A more complex rehabilitation project is recommended prior to the end
of its current life expectancy and would to further extend the life of the pedestrian bridge by 30 years. The annual savings is less than $10,000 per year.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 10 years
Project Name Riverside Dr. Pedestrian Bridge at Iowa Ave Rehab
Category Street Operations
Type One Phase
Total Project Cost:$1,300,000
Contact Melissa Clow
Department PUBLIC WORKS
MATCH %25%
GRANTEE IDOT
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
1,025,00075,000 950,000CONSTRUCTION
65,00015,000 50,000INSPECTION
60,00035,000 25,000ADMINISTRATION
50,00050,000CONTINGENCY
225,000 1,075,000 1,300,000Total
Total20222023202420252026Funding Sources
325,000325,000GO BONDS-ESSENTIAL
PURPOSE
650,000650,000OTHER STATE GRANTS
325,000325,000UNIVERSITY OF IOWA
1,300,000 1,300,000Total
603
Description
Reconsturction of South Dubuque Street from Wright St to Benton St. The project will include new street paving, sidewalks, utility improvements and other
associated work.
Project #S3979
Priority Essential (2)
Justification
South Dubuque St is in poor condition and has been indentified as a good candidate for reconstruction by the Pavement Management Program.
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name South Dubuque St Reconstruction - Wright to Benton
Category Street Operations
Type One Phase
Total Project Cost:$1,850,000
Contact Jason Havel
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
50,00050,000LAND/ROW ACQUISITION
1,300,0001,300,000CONSTRUCTION
100,000100,000INSPECTION
100,00050,000 50,000ADMINISTRATION
150,000150,000CONTINGENCY
250,000 1,600,000 1,850,000Total
Total20222023202420252026Funding Sources
1,850,0001,850,000GO BONDS-ESSENTIAL
PURPOSE
1,850,000 1,850,000Total
604
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 #S3980
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 negligible as the corridors already exist and require routine maintenance activities. The conversion will only change
how the facilities are used by the traveling public.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 20 years
Project Name Market & Jefferson Street Two-Way Conversion
Category Street Operations
Type One Phase
Total Project Cost:$2,600,000
Contact Kent Ralston
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20222023202420252026Expenditures
300,000300,000PLANNING/DESIGN
1,900,0001,900,000CONSTRUCTION
100,000100,000INSPECTION
100,000100,000ADMINISTRATION
200,000200,000CONTINGENCY
300,000 2,300,000 2,600,000Total
Total20222023202420252026Funding Sources
2,600,0002,600,000GO BONDS-ESSENTIAL
PURPOSE
2,600,000 2,600,000Total
605
Description
The future project has two parts: 1) Provide process/related structures and equipment removing phosphorous before or during digestion. 2) Replace multiple heat
exchangers (HEX) with internal corrosion and Struvite deposition, renovate digester covers, install wall thimbles in digester wall for inspection and cleaning, replace
internal/external(buried) piping clogging with Struvite, replace (HEX) and sludge recirculation pumps as required and add new piping for the thickened Waste
Activated Sludge.
Project #V3151
Priority Critical (1)
Justification
Biological nutrient removal was part of last ICWWTP project, captured phosphorous (P) reduces Struvite formation and reduces maintenance costs. In addition. the
digester complex was constructed in 1989/2002 and has multiple covers in various stages of wear, along with multiple pumps and HEX’s and multiple valves/pipes
show struvite deposition that have required significant maintenance to keep cleared of struvite or need 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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 20 years
Project Name Digester Complex Rehabilitation
Category Wastewater Treatment
Type One Phase
Total Project Cost:$12,921,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
880,000880,000PLANNING/DESIGN
10,621,00010,621,000CONSTRUCTION
200,000200,000INSPECTION
100,000100,000ADMINISTRATION
1,000,0001,000,000CONTINGENCY
880,000 11,921,000 12,801,000Total
Prior
120,000
Total
Total20222023202420252026Funding Sources
12,921,00012,921,000REVENUE BONDS
12,921,000 12,921,000Total
606
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
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
25,000 1,000,000 1,025,000Total
Total20222023202420252026Funding Sources
1,025,0001,025,000WASTEWATER FUND
1,025,000 1,025,000Total
607
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.
This serves as a declaration of official intent under Treasury Regulation 1.150-2 that it is reasonably expected that capital expenditures will be made in respect of
the above-described project, such expenditures to be advanced from the Wastewater fund, and the City reasonably expects to reimburse all or a portion of the
expenditures with the proceeds of bonds, notes or other indebtedness to be issued or incurred by the City in the future.
Useful Life 50 years
Project Name Rohret South Sewer
Category Wastewater Treatment
Type One Phase
Total Project Cost:$4,750,000
Contact Joe Welter
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
170,000110,000 60,000PLANNING/DESIGN
130,000130,000LAND/ROW ACQUISITION
3,500,0003,500,000CONSTRUCTION
175,000175,000INSPECTION
175,000175,000ADMINISTRATION
350,000350,000CONTINGENCY
110,000 4,390,000 4,500,000Total
Prior
250,000
Total
Total20222023202420252026Funding Sources
4,750,0004,750,000REVENUE BONDS
4,750,000 4,750,000Total
608
Description
Install new high efficiency mixers in aeration basin trains 1-4, Cell 9 to improve mixing and reduce energy usage. Includes four new high efficiency mixers,
electrical improvements and installation.
Project #V3157
Priority Essential (2)
Justification
2010 project made significant improvements to the aeration basin. Cell 9 was not fitted with a mixer but relied on mixing by compressed air. Mixing by compressed
air is not as efficient as using a mechanical mixer. The mixers are high efficiency and a lower horsepower than the current mixers installed in Cells 1, 2, 3, 5, 8, and
10. This will reduce wear and tear on the aeration blowers and reduce our electrical usage and carbon footprint.
Budget Impact/Other
This will reduce wear and tear on the aeration blowers, reduce our electrical usage/cost, and reduce out carbon footprint. The estimated annual savings is less than
$10,000 per year.
Useful Life 20 years
Project Name Wastewater Plant Mixer Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$238,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
15,00015,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
2,0002,000INSPECTION
1,0001,000ADMINISTRATION
20,00020,000CONTINGENCY
238,000 238,000Total
Total20222023202420252026Funding Sources
238,000238,000WASTEWATER FUND
238,000 238,000Total
609
Description
Extend or add new belt conveyor form the end of the existing conveyor to the loading area over the truck bay. Project includes a truck hopper loader so staff can
keep the presses in operation while bumping the truck.
Project #V3158
Priority Essential (2)
Justification
The conveyor currently collects the biosolid from the belt filter press and take to to a shaftless screw auger that lift the biosolids up to discharge over the truck bay. It
has been found that when we operate all three presses, the screw auger cannot keep up with the volume of biosolids delivered by the conveyor. By including the
truck hopper loader, staff can keep the presses in operation while bumping the truck which make the belt filter
presses operation more efficient.
Budget Impact/Other
Current auger conveyor will not keep up with solids generated from more than two belt filter presses which limits out ability to dewater biosolids, and repairs takes
at least one business day to make, which also limits our ability to dewater biosolids. The estimated impact on the operating budget is negligible.
Useful Life 25 years
Project Name Biosolids Conveyor Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$170,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
7,0007,000PLANNING/DESIGN
146,000146,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
13,00013,000CONTINGENCY
170,000 170,000Total
Total20222023202420252026Funding Sources
170,000170,000WASTEWATER FUND
170,000 170,000Total
610
Description
Reroute the Benton Street trunk sewer through green space and a parking lot to allow access for maintenance. Upsize the sewer main to Emerald Street to increase
capacity.
Project #V3162
Priority Critical (1)
Justification
Previous rerouting of the trunk and upstream sanitary sewer left a undersized pipe creating a bottle neck and limited maintenance access to the sanitary sewer on
private property. The bottle neck has caused potential project to be routed to the west or not pursued. Making improvements will allow better access and not be a
bottleneck, which limits future growth north of Melrose Avenue.
Budget Impact/Other
This project will have a minimal impact on the operating budget.
Useful Life 50 years
Project Name Benton Street Trunk Sewer Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$580,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
63,00063,000PLANNING/DESIGN
55,00055,000LAND/ROW ACQUISITION
350,000350,000CONSTRUCTION
21,00021,000INSPECTION
21,00021,000ADMINISTRATION
70,00070,000CONTINGENCY
580,000 580,000Total
Total20222023202420252026Funding Sources
580,000580,000WASTEWATER FUND
580,000 580,000Total
611
Description
Install cable tray and hanger system along the aeration basin walkways to move the existing wiring/conduits from the hand rails and provide for future expansion
Project #V3163
Priority Efficiency Improvement (3)
Justification
Existing power and instrument wiring/conduits are currently placed on the hand rails. The hand rails were not designed to carry the extra weight of the current and
future wiring/conduits that will be required to supply/support the operation of the aeration basins. The cable tray and hanger system will move existing conduits and
wiring from the handrails and allow for future expansion of power and control wiring.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 40 Years
Project Name Aeration Basin Electric & Instrument Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$300,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
259,000259,000CONSTRUCTION
2,0002,000INSPECTION
2,0002,000ADMINISTRATION
27,00027,000CONTINGENCY
300,000 300,000Total
Total20222023202420252026Funding Sources
300,000300,000WASTEWATER FUND
300,000 300,000Total
612
Description
The project would include the replacement of return activated sludge pumps. This includes all pumps and any piping/structural modifications required to fit the
pumps.
Project #V3164
Priority Essential (2)
Justification
These pumps have been in service since 2002 and are nearing the end of their useful working life. The maintenance repair frequency for these pumps has been
increasing in the past year. Failure to replace these pumps in a timely manner could cause diminished operation and treatment of the wastewater resulting in
violations of our NPDES discharge permit.
Budget Impact/Other
New pumps would increase pump efficiency, but lower energy consumption and maintenance costs. The estimated reduction in operating expenditures is less than
$10,000 per year.
Useful Life 20 years
Project Name Return Activated Sludge Pump Replacement
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$1,009,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
80,00080,000PLANNING/DESIGN
823,000823,000CONSTRUCTION
16,00016,000INSPECTION
8,0008,000ADMINISTRATION
82,00082,000CONTINGENCY
1,009,000 1,009,000Total
Total20222023202420252026Funding Sources
1,009,0001,009,000WASTEWATER FUND
1,009,000 1,009,000Total
613
Description
Replacement of the influent pump station pumps 1301A, 1302A, and 1303A and any piping/electrical modifications that will be required.
Project #V3165
Priority Essential (2)
Justification
There are 6 influent pumps currently installed. The three discussed above were installed in 2002 and are nearing the end of their design life. These pumps have had
significant repairs over the past 5 years but those repairs have not extended their design life. These pumps are close coupled centrifugal style pumps and will be
replaced with dry pit submersible pumps to match the existing style of the three remaining pumps. There will be piping modifications, upgrading of controls and
includes installation. The current pumps are rated at 10 milllion gallons per day (MGD), the newer pumps will be 12 MGD.
Budget Impact/Other
The existing pumps have increasing maintenance cost and operation costs when they are OOS. New pumps will improve pump efficiency, lower power cost and
reduced maintenance cost. The estimated reduction in operating expenditures is less than $10,000 per year.
Useful Life 20 years
Project Name Replacement of Influent Pump Station Pumps
Category Wastewater Treatment
Type One Phase
Total Project Cost:$605,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
521,000521,000CONSTRUCTION
4,0004,000INSPECTION
2,0002,000ADMINISTRATION
53,00053,000CONTINGENCY
605,000 605,000Total
Total20222023202420252026Funding Sources
605,000605,000WASTEWATER FUND
605,000 605,000Total
614
Description
Replace the Grit Classifiers located in the Grit Building including any required piping and bunker modifications. Project includes installing a bagging system and
roll-off to move away from having to install a liming system to meet IDNR grit disposal requirements. This cost includes the 2 roll-off containers.
Project #V3167
Priority Essential (2)
Justification
The grit classifiers were installed in 2002 and have requiried a major frame repair in 2015 and multiple rotating parts replacment over the past 5 years. The
equipment is at the end of it's useful design life. IDNR rules require raising the grit pH to 12 for 2 hours, by installing a bagging system and roll-off, we can apply
for a waiver for liming and the roll-off will reduce staff handling the grit. With improvements in technology, the new classifiers are more effective at dewatering and
will produce a drier grit.
Budget Impact/Other
Grit removal is critical in WWTP operations in meeting its NPDES permit and reduces wear and tear on down steam pumping. Scheduled replacement is is more
cost ffective than an emergency replacement project. 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 Replace Grit Classifiers
Category Wastewater Treatment
Type One Phase
Total Project Cost:$394,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
30,00030,000PLANNING/DESIGN
325,000325,000CONSTRUCTION
6,0006,000INSPECTION
3,0003,000ADMINISTRATION
30,00030,000CONTINGENCY
394,000 394,000Total
Total20222023202420252026Funding Sources
394,000394,000WASTEWATER FUND
394,000 394,000Total
615
Description
Rehabilitate selected equipment at the Napoleon Lift Station including the bar screen crawler assemblies with drive unit, the air handling system and rebuilding of
the NPPS Pumps #1 and #6 pumping assembly’s and replacing associated electrical or mechanical appurtenances as necessary.
Project #V3169
Priority Critical (1)
Justification
Napoleon lift station was constructed in 2000 and is the primary lift station for approximately 2/3 of the wastewater flow to the WWTP. The Bar screen crawler,
pumps #1 and #6 and air handling system have operated consistently since its coming into operations and show wear and tear consistent with 20 years of operations
and are nearing the end of their useful design life. Improvements in crawler and pump design will offer operation and efficiency improvements. Napoleon Lift
Station is the City's primary lift station conveying 2/3 of the daily total flow to the WWTP. If any of this equipment were to fail it would limit the operation of the
lift station until repairs could be made.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name Napoleon Lift Station Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,475,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
120,000120,000PLANNING/DESIGN
1,200,0001,200,000CONSTRUCTION
25,00025,000INSPECTION
10,00010,000ADMINISTRATION
120,000120,000CONTINGENCY
1,475,000 1,475,000Total
Total20222023202420252026Funding Sources
1,475,0001,475,000WASTEWATER FUND
1,475,000 1,475,000Total
616
Description
Replace roofs on buildings at wastewater treatment plant.
Project #V3170
Priority Critical (1)
Justification
City staff has identified various plant building roofs as being deficient. The bulk of these buildings are part of the original WWTP project from 1988 with the others
from the 2000 project. They have outlived any warranty’s given at the time of construction and are in need of replacement. These roof's cover multiple buildings
with critical infrastructure in them. Should any building suffer water damage that impedes the division staff from performing their job function or causes equipment
failure, that could cause the WWTP to not meet its NPDES permit required discharge limits and put the City in environmental liability.
Budget Impact/Other
These projects should lower operating expenditures through the replacement of aging infrastructure. The estimated annual savings is less than $10,000 per year.
Useful Life 25 years
Project Name WWTP Roof Replacements
Category Wastewater Treatment
Type Multi-Phase
Total Project Cost:$1,200,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
60,00020,000 20,000 20,000PLANNING/DESIGN
750,000250,000 250,000 250,000CONSTRUCTION
15,0005,000 5,000 5,000INSPECTION
15,0005,000 5,000 5,000ADMINISTRATION
60,00020,000 20,000 20,000CONTINGENCY
300,000 300,000 300,000 900,000Total
Future
300,000
Total
Total20222023202420252026Funding Sources
900,000300,000 300,000 300,000WASTEWATER FUND
300,000 300,000 300,000 900,000Total
Future
300,000
Total
617
Description
Replace and rehabilitate the pumps, power and electrical controls, and mechanical appurtenances. The project includes replacing the pump with an upsized capacity,
change out the controls for PLC/ VFD's , replace all mechanical equipment and install a standby genset. The 2018 pump will be repurposed.
Project #V3172
Priority Essential (2)
Justification
The Highlander lift station has been in place since 1984 with a one original pump and one replacement pump(2018), mostly original controls and mechanical
appurtenances. The area serviced by the lift station has grown considerably and is projected to continue to grow with the installed pumps nearing their max pumping
capacity. With the past and potential growth in the area, capacity and reliability is becoming an issue. Rebuilding and increasing the pumping capacity will add
longevity to the station to meet future needs.
Budget Impact/Other
This project will increase the operating budget due to expanding system capacity. The estimated annual increase in expenditures is less than $5,000 per year.
Useful Life 20 years
Project Name Highlander Lift Station Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$150,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
7,0007,000PLANNING/DESIGN
121,000121,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
20,00020,000CONTINGENCY
150,000 150,000Total
Total20222023202420252026Funding Sources
150,000150,000WASTEWATER FUND
150,000 150,000Total
618
Description
Moving the replacement schedule to 12 years from 15. These are additional funds supplementing the City Equipment Replacement funds required to complete the
purchase.
Project #V3173
Priority Critical (1)
Justification
The jet truck was purchased in 2011 and was scheduled for a 15 years replacement. The jet-vac has been having frequent mechanical and electrical issues for the
past 2 years which has caused our cleaning activities to cease while repairs are made. We do not anticipate that this maintenance history will change and will likely
increase. We want to move up the replacement to 2023, this will make for a 12 year replacement. Monthly replacement fees would be increased to reflect a 12 year
replacement in the future.The jet truck is vital in the WWD's collection system maintenance cleaning program. Cleaning the sewer helps to reduce backups, Sanitary
Sewer Overflows (SSO's) and limits the City's liability. By moving up the replacement date, we can stay on schedule with cleaning program and avoid increased
liability.
Budget Impact/Other
These projects should lower operating expenditures through the earlier replacement of equipment, but it will increase operating expenditures through increased
replacement charges. The estimated net increase in annual operating expenditures is $25,000 per year.
Useful Life 12 years
Project Name Jet Truck Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$175,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
175,000175,000EQUIPMENT
175,000 175,000Total
Total20222023202420252026Funding Sources
175,000175,000WASTEWATER FUND
175,000 175,000Total
619
Description
Phase 1: Replace the remaining mixers in the aeration trains 1 - 4 with high efficiency mixers matching those placed in Cell 9 of trains 1-4 and replace mixers in the
high strength tank. This would be total of 30 mixers. Phase 2: Replace Lamson 300 HP Centrifugal Blower with a High Speed Turbo Blower including any ancillary
equipment, pipe modifications and PLC programing.
Project #V3174
Priority Efficiency Improvement (3)
Justification
Phase 1: Most of these mixers are original to the 2002/2014 construction and have been rebuilt at least once at a cost of $7,000 to almost $10,000 apiece. They
typically operate 24hs/7 days a week when the trains are in service. Replacement with the higher efficiency mixer with lower horsepower will decrease energy usage
and continue to reduce our carbon footprint. Estimated cost savings over a 20-year period were estimated to be in excess of $600,000 when all 30 mixers in
operation. Phase 2: The existing Lamson Blowers were placed in service in 2002 as part of the first iteration of the activated sludge process units. The blower is a
"starts across the line", meaning that it's either on or off and cannot be regulated with Variable frequency drives. Because of this and it's HP capacity, it has high
starting amps that affect our electrical peak loading billing with REC. The New High Speed turbo blower uses a VFD which eliminates the inrush of power,
allowing us to regulate our peak loading and work at a lower operating amperage.
Budget Impact/Other
By replacing the Lamson blower with a high speed turbo blower, we anticipate a 10% reduction in power cost for the foreseeable future. The estimated annual
savings is less than $10,000 per year.
Useful Life 20 years
Project Name Aeration Equipment Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$3,506,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
2,000,0002,000,000CONSTRUCTION
4,0004,000INSPECTION
2,0002,000ADMINISTRATION
20,00020,000CONTINGENCY
2,036,000 2,036,000Total
Future
1,470,000
Total
Total20222023202420252026Funding Sources
2,036,0002,036,000WASTEWATER FUND
2,036,000 2,036,000Total
Future
1,470,000
Total
620
Description
Place Parshall flume(s) directly downstream of the grit tank channel isolation valves including ultrasonic measuring. This will require channel modifications, flume
and sensor installation and programming into the headworks PLC.
Project #V3175
Priority Critical (1)
Justification
Flow measuring was changed from a Parshall flume to an in-channel area velocity sensor/meter in the last plant upgrade. That sensor/meter failed and subsequent
efforts at flow measurement lack staff confidence in being greater than 80% accurate. Parshall flumes have been used in the wastewater industry for decades with
99+% accuracy and confidence.
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 Flow Monitoring
Category Wastewater Treatment
Type One Phase
Total Project Cost:$251,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
200,000200,000CONSTRUCTION
4,0004,000INSPECTION
2,0002,000ADMINISTRATION
20,00020,000CONTINGENCY
251,000 251,000Total
Total20222023202420252026Funding Sources
251,000251,000WASTEWATER FUND
251,000 251,000Total
621
Description
Replace multiple paving panels at various locations in the main drive and mill a portion of the existing paving to improve ride and life of that paving.
Project #V3176
Priority Essential (2)
Justification
Multiple panels have degraded and exhibit severe fracturing. The main drive was hand laid in the last plant upgrade and create vehicle rocking which over time will
cause paving degradation and failure.
Budget Impact/Other
This project repairs existing pavement which should reduce maintenance and future repairs costs. The estimated impact on the operating budget is less than $10,000.
Useful Life 15 years
Project Name Treatment Plant Paving Improvements
Category Wastewater Treatment
Type One Phase
Total Project Cost:$71,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
2,0002,000PLANNING/DESIGN
60,00060,000CONSTRUCTION
2,0002,000INSPECTION
1,0001,000ADMINISTRATION
6,0006,000CONTINGENCY
71,000 71,000Total
Total20222023202420252026Funding Sources
71,00071,000WASTEWATER FUND
71,000 71,000Total
622
Description
Replace the heating/ventilation/air conditioning (HVAC) for the Influent Pump Station (IPS), Sludge Processing Building (SSPRS), Motor Vehicle Storage Building
(MVSB), Administration Building (ADMIN), and Grit Building (GRIT).
Project #V3177
Priority Essential (2)
Justification
The HVAC systems for the buildings listed above are all original to them. They age from 20 to 35 years old and have had significant repair work in the past 5 years
but that has not extended the useful life of these systems. Due to the nature of the facility, building ventilation is critical to the work that is being performed and
provides a safe work environment for the employees.
Budget Impact/Other
The estimated impact on the operating budget is less than $10,000.
Useful Life 20 years
Project Name HVAC Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$371,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
35,00035,000PLANNING/DESIGN
300,000300,000CONSTRUCTION
4,0004,000INSPECTION
2,0002,000ADMINISTRATION
30,00030,000CONTINGENCY
35,000 336,000 371,000Total
Total20222023202420252026Funding Sources
371,00035,000 336,000WASTEWATER FUND
35,000 336,000 371,000Total
623
Description
This project will replace the rake mechanisms for Calrifiers C3300 and 3400 that were new in 2002 and part of WWTP upgrades.
Project #V3178
Priority Essential (2)
Justification
They both have the original zinc plated carbon steel mechanisms that are severly corroded and are in need of replacement and/or repair. These repairs were
identified during recent inspections of the clarifiers. 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 Primary Clarifier Repairs
Category Wastewater Treatment
Type One Phase
Total Project Cost:$526,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
25,00025,000PLANNING/DESIGN
450,000450,000CONSTRUCTION
4,0004,000INSPECTION
2,0002,000ADMINISTRATION
45,00045,000CONTINGENCY
526,000 526,000Total
Total20222023202420252026Funding Sources
526,000526,000WASTEWATER FUND
526,000 526,000Total
624
Description
Replace Rotating Drum Thinckeners (RDTs) 1 and 2 with in-kind process equipment or a more efficient process equipment. This will include all ancillary
equipment required to make this an operational and a direct replacement for the existing RDTs 1 and 2 and all of their ancillary equipment.
Project #V3179
Priority Essential (2)
Justification
The existing RDT 1 and 2 were put in place as part of the 2002 WWTP renovation and have reached the end of their design life. Both machines have had significant
repairs in the past 5 years but these repairs will not significantly extend the useful design life.
Budget Impact/Other
The estimated impact on the operating budget is less than $10,000.
Useful Life 20 years
Project Name Rotating Drum Thickener Replacement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$1,210,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
80,00080,000PLANNING/DESIGN
1,000,0001,000,000CONSTRUCTION
20,00020,000INSPECTION
10,00010,000ADMINISTRATION
100,000100,000CONTINGENCY
1,210,000 1,210,000Total
Total20222023202420252026Funding Sources
1,210,0001,210,000WASTEWATER FUND
1,210,000 1,210,000Total
625
Description
The project includes the replacement of the control panel and aquisistion of a redundent pump.
Project #V3180
Priority Essential (2)
Justification
This station was placed in service in 2005 and existing deficiencies in the control panel have caused operational and communication problems.
Budget Impact/Other
The estimated impact on the operating budget is less than $10,000.
Useful Life 20 years
Project Name Peninsula Control Panel and Pump Improvement
Category Wastewater Treatment
Type One Phase
Total Project Cost:$97,500
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
2,0002,000PLANNING/DESIGN
85,00085,000CONSTRUCTION
1,0001,000INSPECTION
1,0001,000ADMINISTRATION
8,5008,500CONTINGENCY
97,500 97,500Total
Total20222023202420252026Funding Sources
97,50097,500WASTEWATER FUND
97,500 97,500Total
626
Description
Perform a master plan for the Wastewater Division looking forward for the next 20 years. The study will include the wastewater treatment plant, all sanitary lift
stations, and the sanitary sewer collection system.
Project #V3181
Priority Essential (2)
Justification
The last Master Planning was completed in 2010 and 2011. With changing City development patterns and environmental regulation, updating the master planning
documents is critical for future Division needs.
Budget Impact/Other
Guidance provided by the update planning documents will help with future project to maximize City investments.
Useful Life 15 years
Project Name Wastewater Division Master Plan
Category Wastewater Treatment
Type One Phase
Total Project Cost:$212,000
Contact Tim Wilkey
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
10,00010,000ADMINISTRATION
2,0002,000CONTINGENCY
200,000200,000OTHER
212,000 212,000Total
Total20222023202420252026Funding Sources
212,000212,000WASTEWATER FUND
212,000 212,000Total
627
Description
This is a water main replacement project on Bradford Dr, Louise St, and Wayne Ave. Approximately 1950 feet of 6-inch cast-iron pipe (vintage 1956) will be
replaced with 2,500 feet of 8-inch PVC. The scope of the project will replace or install water main on Bradford Dr from Arthur St to 1st Ave, on Louise St from
Bradford Dr to Wayne Ave, and on Wayne Ave from Wade St to Arthur St.
Project #W3300
Priority Efficiency Improvement (3)
Justification
The existing water main has been subject to 18 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:$650,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
50,000 600,000 650,000Total
Total20222023202420252026Funding Sources
650,00050,000 600,000WATER FUND
50,000 600,000 650,000Total
628
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.
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 50 years
Project Name Hwy 1 (Hawk Ridge to WalMart) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$690,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
460,000460,000CONSTRUCTION
20,00020,000INSPECTION
15,00015,000ADMINISTRATION
31,00031,000CONTINGENCY
526,000 526,000Total
Prior
164,000
Total
Total20222023202420252026Funding Sources
626,000626,000WATER FUND
626,000 626,000Total
Prior
64,000
Total
629
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 21 years when this project reaches construction. This is a typical life
span for VFD's. The VFD's have begun to show signs of deterioration with the loss of communications due to worn electronics components and the new SCADA
system was modified to accommodate the out-moded communications protocols utilized by these drives. We anticipate continued and more frequent repair
activities as these drives reach the end of their useful life.
Budget Impact/Other
Potential cost savings derived from decreased power usage, less wear on the pumps, and less repair or reactive maintenance.
Useful Life 20 years
Project Name High Service Pump VFD Replacement
Category Water Operations
Type One Phase
Total Project Cost:$650,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
600,000600,000CONSTRUCTION
50,000 600,000 650,000Total
Total20222023202420252026Funding Sources
650,00050,000 600,000WATER FUND
50,000 600,000 650,000Total
Description
Design and install new chlorine feed equipment with associated computer system integration and repairs to the CSI Scrubber system.
Project #W3316
Priority Essential (2)
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. The chlorine system is a high hazard system that includes a
number of process controls to keep City staff and the surrounding area safe from a release of chemical.
Useful Life 20 years
Project Name Chlorine Feeder System Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$315,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
200,000200,000CONSTRUCTION
200,000 200,000Total
Prior
115,000
Total
Total20222023202420252026Funding Sources
200,000200,000WATER FUND
200,000 200,000Total
Prior
115,000
Total
630
Description
Upgrade the audio and visual equipment in the Water Front Meeting Room with new flat panel screens, associated computer controls, and audio for the use by City
Staff to conduct training events and meetings. Upgrade room lighting with LED lights.
Project #W3317
Priority Efficiency Improvement (3)
Justification
The Water Front Meeting Room has two broken overhead screens, no mounted projector, and an antiquated audio system. The room was originally designed to be
able to host two separate meetings, but has since been adapted to use a large front projector screen that impedes the use of the divider wall and a projector set upon a
collapsable table in the middle of the aisle. This setup has proved to be adequate and cumbersome. The goal is to update the room to include better room usage and
data display functionality.
Budget Impact/Other
The operational budget will be impacted by increased internal service chargebacks for the ITS equipment program. Estimated annual impact is less than $5,000 per
year.
Useful Life 20 years
Project Name Water Front Meeting Room A/V Upgrades
Category Water Operations
Type One Phase
Total Project Cost:$110,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
65,00065,000EQUIPMENT
65,000 65,000Total
Prior
45,000
Total
Total20222023202420252026Funding Sources
65,00065,000WATER FUND
65,000 65,000Total
Prior
45,000
Total
Description
Replace the metal housings enclosing the ground storage reservoir (GSR) back up power generators at the Rochester, Sycamore, and Emerald GSR's.
Project #W3318
Priority Essential (2)
Justification
The ground storage reserviors (GSR's) are provided with backup power generation by diesel generators. These generators are external to the building and enclosed
within metal housings. These housings have deteriorated and are beginning to allow the weather to damage internal components.
Budget Impact/Other
Reduced operational costs associated with annual generator preventative maintenance contract costs. Estimated annual savings is less than $10,000 per year.
Useful Life 20 years
Project Name GSR Generator Enclosure Replacement
Category Water Operations
Type One Phase
Total Project Cost:$40,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
40,00040,000CONSTRUCTION
40,000 40,000Total
Total20222023202420252026Funding Sources
40,00040,000WATER FUND
40,000 40,000Total
631
Description
Replace approximately 2,000 feet of 1964 16-inch ductile iron water main along the north side of Highway 6 from Fairmeadows Blvd. to Industrial Park Rd. with
16-inch PVC water main.
Project #W3320
Priority Critical (1)
Justification
This water main has had five (5) water main breaks since the year 2000, four (4) of which have happened in 2018/2019. The type of break have been majority
corrosion related and it is expected to continue to have main breaks on this main until it is replaced due to corrosive soils. Due to the size and relative location of
the water main in the distribution system the breaks on this line are very disruptive - large pressure swings that cause other water quality and integrity issues as well
as loss of service to critical customers.
Budget Impact/Other
Main breaks on average cost approximately $10,000 each to repair. The main breaks on this stretch of Hwy 6 are significant enough to cause cascading effects such
as more main breaks or the need to flush the distribution system which increases costs. Therefore the replacement of this main will have a direct impact on the
operational budget lessening main break repairs and indirectly by increasing system integrity overall. Savings is anticipated to average $10,000 to $20,000 per year.
Useful Life 70 years
Project Name Hwy 6 (Fairmeadows to Ind Park Rd) Water Main Repl
Category Water Operations
Type One Phase
Total Project Cost:$661,500
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT Lower Muscatine/Ind Park Rd
PLAN None
Status Active
Total20222023202420252026Expenditures
67,50067,500PLANNING/DESIGN
540,000540,000CONSTRUCTION
54,00054,000INSPECTION
67,500 594,000 661,500Total
Total20222023202420252026Funding Sources
661,50067,500 594,000WATER FUND
67,500 594,000 661,500Total
632
Description
An engineering study of dissolved nutrient removal from source water (nitrates, polyfluoroalkyl compounds, mycrositins, etc...), the long-term financial and
environmental sustainability of lime softening, and filter system valving and build-out based on the study results.
Project #W3321
Priority Essential (2)
Justification
Regulations on dissolved ions in source and finished water are changing with federal administrations and increasing evidence of chemcial toxicity which will result
in a need to have treatment technologies capable of ionic removal. Further quicklime and lime solids management costs have continued to increase yearly and a
cost/benefite analysis of lime softening is warranted while investigating treatment technologies. The filters may need modification to accommodate new
technologies. This is a study and will inform future CIP, including five projects on the unfunded list - Nutrient Removal, WTP Filter #6 Buildout, Water Plant
Softener Improvements, Soda Ash Replacement, and Lime Lagoon Outlet Structure Modifications.
Budget Impact/Other
The impact on the operating budget will be negligible.
Useful Life 10 years
Project Name Treatment Technology Study
Category Water Operations
Type Multi-Phase
Total Project Cost:$150,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
150,000 150,000Total
Total20222023202420252026Funding Sources
150,000150,000WATER FUND
150,000 150,000Total
633
Description
Clean and cap portions on the existing laterals of Collector Well #2 and install new 12-inch laterals to increase the production capacity of this raw water well.
Project #W3322
Priority Critical (1)
Justification
Collector Well #2 has degraded specific capacity (amount of water yield per foot of well height) and will continue to decline as the pore spaces in the surrounding
geologic formations plug with fines. Therefore to maintain the usefulness of this high quality water source and to increase its yield capacity lateral cleaning and
lateral installation are necessary.
Budget Impact/Other
Useful Life 70 years
Project Name Collector Well #2 Cleaning and Upgrade
Category Water Operations
Type One Phase
Total Project Cost:$1,000,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
900,000900,000CONSTRUCTION
100,000 900,000 1,000,000Total
Total20222023202420252026Funding Sources
1,000,000100,000 900,000WATER FUND
100,000 900,000 1,000,000Total
Description
Locate with survey grade accuracy all hydrants, valves, tanks, and other above ground accessible water distribution appertenances and deliver in a geographic
information system geometric network with associated metadata for asset management functions.
Project #W3323
Priority Essential (2)
Justification
Asset management requires an accurate asset inventory to reliably know the number, location, and information regarding above and below ground assets. The
budget provided is based on an $18 per structure cost with about 10,000 structures (hydrants, valves, etc.).
Budget Impact/Other
This project will have a negligible impact on the operating budget.
Useful Life 10 years
Project Name Water Distribution Asset Inventory
Category Water Operations
Type One Phase
Total Project Cost:$250,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
20,00020,000PLANNING/DESIGN
230,000230,000CONSTRUCTION
250,000 250,000Total
Total20222023202420252026Funding Sources
250,000250,000WATER FUND
250,000 250,000Total
634
Description
Evaluate and make recommendations to include cost estimates for the removal, repair, and upgrade of environmental systems at the Water Treatment Facility.
[Would precede unfunded project #75]
Project #W3324
Priority Efficiency Improvement (3)
Justification
The Water Treatment Facility was originally designed to have a heated process area and basement storage. Heating the building in the winter or cooling in the
summer is not practical with the existing systems due to the volume of water passing through the processes. Providing for this is not the intent of the project but to
remove unused dilapidated systems and to improve existing air handing to better conform to reality. Additionally the administrative spaces suffer from humidity
intrusion and malfunctioning controls due to improperly situated and sized equipment, and obsolete building controls systems.
Budget Impact/Other
The impact to the operating budget is negligible.
Useful Life 10 years
Project Name Water Plant HVAC Study
Category Water Operations
Type One Phase
Total Project Cost:$75,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
75,00075,000PLANNING/DESIGN
75,000 75,000Total
Total20222023202420252026Funding Sources
75,00075,000WATER FUND
75,000 75,000Total
Description
Replace the roofs on the Water Plant garage, chemical storage rooms, 5 collector wells, 3 deep wells, and emergency generator building.
Project #W3325
Priority Essential (2)
Justification
The existing roofs are showing signs of failure due to age. The roof material is degrading causing leaks inside the buildings. The roofs will need replacement.
Budget Impact/Other
The operating impact of these improvements will be negligible.
Useful Life 20 years
Project Name Roof Replacements
Category Water Operations
Type One Phase
Total Project Cost:$900,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
100,000 100,000Total
Future
800,000
Total
Total20222023202420252026Funding Sources
100,000100,000WATER FUND
100,000 100,000Total
Future
800,000
Total
635
Description
Update treatment processes to better conform with pending regulation. The scope of this project will be informed by the Treatment Study (CIP W3321)
Project #W3326
Priority Essential (2)
Justification
Forecasted regulations include PFAS, Magenese, stricter lead and copper rules, continued intrusion of nutrient runoff, and heavy metal reductions. Climate change
will also continue to cause carbon producing processes to increase operating costs. Due to these factors a treatment study will be commissioned in 2024 to evaluate
the existing unit processes employed by the treatment plant and make recommendations for changes to better conform with climate change and new regulation. Our
expectation is to move away from lime softening and employ membrane filtration.
Budget Impact/Other
The impact to the operating budget may increase or decrease depending on the results of the Treatment Study.
Useful Life 20 years
Project Name Treatment Process Update
Category Water Operations
Type One Phase
Total Project Cost:$600,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
100,000100,000PLANNING/DESIGN
500,000500,000CONSTRUCTION
600,000 600,000Total
Total20222023202420252026Funding Sources
600,000600,000WATER FUND
600,000 600,000Total
Description
Replace approximately 1,900 feet of 12-inch, 1984 ductile iron water main with 16-inch PVC water main.
Project #W3327
Priority Essential (2)
Justification
The existing water main has four corrosion-related water main breaks and signs of continued corrosion within the surrounding wet soils. Replacing the existing with
16-inch PVC will remove the corrosion hazard and mitigate velocity headloss identified during the 2018 water distribution system future growth study.
Budget Impact/Other
This project has minimal impact on the operating budget.
Useful Life 70 years
Project Name Melrose Water Main Camp Cardinal to 218
Category Water Operations
Type One Phase
Total Project Cost:$600,000
Contact Jonathan Durst
Department PUBLIC WORKS
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
600,000600,000CONSTRUCTION
600,000 600,000Total
Total20222023202420252026Funding Sources
600,000600,000WATER FUND
600,000 600,000Total
636
Description
INecessary building envelope repairs include rebuilding the stone parapets and cornices, roof flashing improvements, stone façade pointing and sealing, painting
and sealing exterior wood, and refurbishing historic wood framed windows. The Improvements are based on recommendations from the 2020 Accessibility Study
and the 2021 Master Plan.
Project #K1001
Priority Aesthetic Improvement (4)
Justification
The building is in dire need of tuckpointing and the entrances historically restored. The Senior Center will require a full building assessment to determine the scope
of work and facility master plan over the next ten years.
Budget Impact/Other
There are no additional operating impacts at this time. There are cost savings for reducing building maintenance and repairs. The estimated operating expenditure
savings is less than $10,000 per year.
Useful Life 15 years
Project Name Senior Center Facility Exterior Improvements
Category Senior Center
Type Multi-Phase
Total Project Cost:$3,515,000
Contact LaTasha DeLoach
Department SENIOR CENTER
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
150,000150,000PLANNING/DESIGN
2,420,0002,420,000CONSTRUCTION
50,00050,000ADMINISTRATION
100,000100,000CONTINGENCY
2,720,000 2,720,000Total
Prior
795,000
Total
Total20222023202420252026Funding Sources
700,000700,000GO BONDS-GENERAL
PURPOSE
2,000,0002,000,000TAX INCREMENT FINANCING
2,700,000 2,700,000Total
Prior
815,000
Total
637
Description
This project will include American Disabilities Act (ADA), code, architectural, mechanical, electrical, cosmetic, wayfinding, kitchen, and signage improvements to
all floors of The Center, including a new (ADA) accessible vestibule on East Washington Street. The interior building improvement projects will focus on
sustainable and life cycle cost improvements, with a goal to reduce The Center's carbon foot print. The Improvements are based on recommendations from the 2020
Accessibly Study and the 2021 Master Plan. Lower level fitness rooms will be realigned to better accommodate equipment and to provide adequate space for
classes. The first floor will be converted to a social floor that can be used for public events. Offices will be centrally relocated on the second floor for better
collaboration. The third floor includes a reception area for patrons that park in the ramp and includes realigning classrooms to better accommodate lifelong learning
activities. Energy efficiency improvements and building code upgrades be incorporated into the project.
Project #K1002
Priority Efficiency Improvement (3)
Justification
This project will allow for program and event needs to continue mission work of lifelong learning, connection and community engagement of residents 50 plus. This
will provide adequate office space and classrooms, increase customer service capacity, improve wayfinding, provide improved lighting and design for older adults,
aging eyes and decreased capacity which occurs when serving older adults. This project will address sustainability needs, and provide more access to community
members for rental space. It will also address aging infrastructure, sustainability needs, and provide more access to community members for rental space.
Budget Impact/Other
Renovating the Senior Center will increase revenue by creating a space where more community members will have events for weddings, small conferences,
retirement events, etc. Improved wayfinding and tailored design for older adults will allow for longevity of The Center for older adults for generations to come.
There will be a need for a new staff to assist with additional programs needed. The estimated net additiona cost to the operating budget is approximately $75,000
per year.
Useful Life 30 Years
Project Name Senior Center Interior Improvements Project
Category Senior Center
Type Multi-Phase
Total Project Cost:$3,400,000
Contact LaTasha DeLoach
Department SENIOR CENTER
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN Senior Center Facility Study
Status Active
Total20222023202420252026Expenditures
395,000245,000 150,000PLANNING/DESIGN
2,715,0001,270,000 1,445,000CONSTRUCTION
90,00040,000 50,000ADMINISTRATION
200,000100,000 100,000CONTINGENCY
1,655,000 1,745,000 3,400,000Total
Total20222023202420252026Funding Sources
2,000,0001,000,000 1,000,000FACILITY REPLACEMENT
RESERVE
1,400,000700,000 700,000GO BONDS-GENERAL
PURPOSE
1,700,000 1,700,000 3,400,000Total
638
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. Several windows have been damaged on the rooftop
stairwells during 2021.
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 Multi-Phase
Total Project Cost:$200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
100,000100,000EQUIPMENT
100,000 100,000Total
Prior
100,000
Total
Total20222023202420252026Funding Sources
100,000100,000PARKING FUND
100,000 100,000Total
Prior
100,000
Total
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 2020.
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:$180,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
90,00090,000EQUIPMENT
90,000 90,000Total
Prior
90,000
Total
Total20222023202420252026Funding Sources
90,00090,000PARKING FUND
90,000 90,000Total
Prior
90,000
Total
639
Description
Replacement automated parking equipment in parking ramps.
Project #T3023
Priority Essential (2)
Justification
Original equipment installed beginning in 2009. Performance is degrading as equipment is reaching the end of its useful life requiring an increasing amount of staff
time to address issues.
Budget Impact/Other
Installing new automated parking equipment at all gated facilities will have a positive effect on the operating budget, reducing the amount of staff time required to
attend to malfunctioning equipment. The estimated decrease in operating expenditurs is less than $40,000 per year. Loan payments to the Landfill Replacement
Reserve will be approxiamtely $60,000 per year including interest expense for 20 years for a $1 million internal loan.
Useful Life 10 years
Project Name Parking Ramp Automated Parking Equipment
Category Parking Operations
Type Multi-Phase
Total Project Cost:$1,275,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
1,000,0001,000,000EQUIPMENT
1,000,000 1,000,000Total
Prior
275,000
Total
Total20222023202420252026Funding Sources
1,000,0001,000,000LANDFILL REPLACEMENT
RESERVE
1,000,000 1,000,000Total
Prior
275,000
Total
Description
Project to replace all LED fixtures in the Court Street Transportation Center, Capitol Street ramp, Dubuque Street ramp, Tower Place ramp, Chauncey Swan Ramp,
and fixtures in other facilities as they age out of production.
Project #T3025
Priority Essential (2)
Justification
LED technologies have evolved since our early adoption in our parking facilities nearly a decade ago. Many of the early-style fixtures need to be replaced. During
2021 the fixtures in the Court Street Transportation Center were replaced. This project will allow the replacements of the Capitol Street and Dubuque Street
facilities in 2022, and Tower Place and Chauncey Swan facilities in 2023.
Budget Impact/Other
It will cost approximately $10,000 in staff time to replace all fixtures in the Capitol Street facility. The impact on the operating budget is negligible.
Useful Life 10 years
Project Name Replacement of LED fixtures in Parking Facilities
Category Parking Operations
Type One Phase
Total Project Cost:$400,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
400,000200,000 200,000CONSTRUCTION
200,000 200,000 400,000Total
Total20222023202420252026Funding Sources
400,000200,000 200,000PARKING FUND
200,000 200,000 400,000Total
640
Description
This project will modify the existing drainage pipe network and divert storm water from the upper decks to the exterior of the structure rather than routing it through
the lower level.
Project #T3026
Priority Critical (1)
Justification
The lower level of Tower Place Parking Ramp repeatedly floods during high intensity rain events causing significant property damage.
Budget Impact/Other
There is no anticipated impact to the operating budget.
Useful Life 50 years
Project Name Tower Place Drainage Modifications
Category Parking Operations
Type One Phase
Total Project Cost:$237,500
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
50,00050,000PLANNING/DESIGN
150,000150,000CONSTRUCTION
15,00015,000INSPECTION
7,5007,500ADMINISTRATION
15,00015,000CONTINGENCY
237,500 237,500Total
Total20222023202420252026Funding Sources
237,500237,500PARKING FUND
237,500 237,500Total
641
Description
Repair/replacement of the stairwell rooftops for the Capitol Street Ramp and Dubuque Street Ramp.
Project #T3027
Priority Critical (1)
Justification
The roofs of two stairwells located at the Capitol Street Parking Ramp and the two stairwells at the Dubuque Street Parking Ramp need repaired or replaced. These
have reached the end of their useful life and will begin to cause structure damaged if not addressed.
Budget Impact/Other
This project will greatly reduce future structural maintenance and repair costs. The impact on the current operating budget is a reduction of expenditures due to
decreased repair and maintenance costs. The estimated decrease in operating expendtires is less than $15,000 per year.
Useful Life 40 Years
Project Name Parking Ramp Stairwell Roof Replacement
Category Parking 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
Total20222023202420252026Expenditures
10,00010,000PLANNING/DESIGN
40,00040,000CONSTRUCTION
50,000 50,000Total
Total20222023202420252026Funding Sources
50,00050,000PARKING FUND
50,000 50,000Total
Description
Design and remodel of Customer Service and Administrative Support office areas of the Tower Place parking ramp.
Project #T3028
Priority Efficiency Improvement (3)
Justification
Administrative office space demand has greatly changed at our Tower Place location. This remodel will provide dedicated workspaces for three Customer Services
Representatives who currently share two work stations in an open office space. The remodel will also provide dedicated office space for Supervisory staff including
Operations Supervisors, Director, Associate Director, and a Data Analyst. Currently the Supervisory staff operate in an open workspace room with very limited
privacy. Upgraded funiture will also be part of this project.
Budget Impact/Other
There is no anticipated impact to the operating budget.
Useful Life 20 years
Project Name Tower Place Office Remodel
Category Parking Operations
Type One Phase
Total Project Cost:$132,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %NONE
GRANTEE NONE
TIF DISTRICT None
PLAN None
Status Active
Total20222023202420252026Expenditures
12,00012,000PLANNING/DESIGN
120,000120,000CONSTRUCTION
132,000 132,000Total
Total20222023202420252026Funding Sources
132,000132,000PARKING FUND
132,000 132,000Total
642
Description
This project involves the construction of a new transit 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 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
The current tranist maintenance facility has outlived its useful life and is in need of replacement. The facility has structural issues from the surrounding area, and a
new facility will improve the delivery of service. The new facility would be eventually be consolidated with Equipment Services into one facility to better utilize
space and be more cost effective. Grants are being sought to assist in the construction.
Budget Impact/Other
The replacement of transit maintenance facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more
operational functionality. The additional size and capability of the facility will most likely offset the potential savings from a newer and more efficient facility.
Additional savings/cost from this facility has not been determined.
Useful Life 40 Years
Project Name Transit Maintenance Facility Relocation
Category Transit Operations
Type One Phase
Total Project Cost:$20,200,000
Contact Darian Nagle-Gamm
Department TRANSPORTATION SERVIC
MATCH %20%
GRANTEE FTA
TIF DISTRICT None
PLAN Transportation Plan
Status Active
Total20222023202420252026Expenditures
20,000,00020,000,000CONSTRUCTION
20,000,000 20,000,000Total
Prior
200,000
Total
Total20222023202420252026Funding Sources
15,000,00015,000,000FEDERAL GRANTS
5,000,0005,000,000TRANSIT FUND
20,000,000 20,000,000Total
Prior
200,000
Total
643
Project Name Description Unfunded Amt
1 - Bridges
1 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
2 F Street Bridge This project involves the removal and replacement of the
existing corrugated metal arch bridge with a larger bridge.
$773,000
3 Fourth Avenue Bridge This project will replace the bridge over the South Branch of
Ralston Creek at Fourth Avenue and will include sidewalks.
Possibility of approximately $75,000 state funding.
$773,000
4 Sixth Avenue Bridge This project involves the removal and replacement of the
existing twin box culvert with a larger bridge.
$773,000
5 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
6 Benton Street - Orchard To
Oaknoll
This is a capacity related improvement identified by the
Arterial Street Plan.
$5,150,000
7 Brookland Park Drive
Rehabilitation
This project will include reconstruction of Brookland Park
Drive and updates to utilities.
$1,450,000
8 Dodge St - Burlington To Bowery Street reconstruction and storm sewer improvements. This is
a joint project with the IDOT.
$13,250,000
9 Dubuque Rd Paving - Bristol To
Dodge
Reconstruct and upgrade to urban cross sections.$1,339,000
10 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
11 Emerald Street Diamond Grinding This project will diamond grind all of Emerald Street to
remove the slab warping that interferes with the use of this
street by fire trucks.
$212,000
12 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
13 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
14 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
15 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
City of Iowa City
Capital Improvement Program
Unfunded Projects
644
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
16 Mccollister - Sycamore St To Scott
Blvd
Extend proposed McCollister Boulevard from Sycamore
Street to Scott Boulevard.
$9,088,000
17 Muscatine Avenue
Reconstruction, Iowa To First Ave
This project will reconstruct Muscatine Avenue from Iowa
Avenue to 1st Avenue.
$10,510,000
18 Oakdale Blvd This project would construct an extension north across I-80 to
a new intersection with Iowa Hwy 1.
$15,000,000
19 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
20 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
21 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
22 Rohret Rd Improvements-
Lakeshore To Limits
Project will reconstruct Rohret Rd to urban standards.$1,813,000
23 South Gilbert Street Improvements Reconstruction from Benton Street to Stevens Drive. This
project does not include improvements to the Gilbert St. /
Highway 6 intersection.
$4,326,000
24 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
25 Sycamore-Hwy 6 To Highland This project involves additional lanes to improve capacity and
storm sewer improvements.
$750,000
26 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
27 Taft Avenue – Herbert Hoover
Hwy To Lower West Branch
Reconstruct Taft Avenue from Herbert Hoover Hwy to Court
Street.
$3,300,000
28 Taft Avenue – American Legion
Road To 420th Street
Reconstruct Taft Avenue from American Legion Road to
Herbert Hoover Hwy.
$8,200,000
29 Laura Drive Reconstruction Reconstruction of entire length of Laura Drive to standard two
lane width with curb, storm sewer and sidewalk.
$2,000,000
30 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
31 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
32 Kimball Road Reconstruction Reconstruct Kimball road from N. Gilbert Street to N.
Governor Street. Project includes 22 foot wide PCC street
and a 5 foot wide sidewalk on one side of the street, new 8"
DIP water main, new storm sewer, and sanitary service
improvements.
$3,480,000
645
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
33 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
34 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
35 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
36 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
37 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
38 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
39 Iowa River Trail, Gateway
Segment
Construction of a trail extension adjacent to (east) of the Iowa
River between Park Road and the University of Iowa
pedestrian bridge.
$500,000
40 Windsor Ridge Trail Extension The project includes the extension of a 10' wide trail along
north Branch of Snyder Creek from Scott Boulevard to
American Legion Road.
$1,200,000
41 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
42 Crandic Railroad Rails-To-Trails
Project
The project removes the existing Crandic tracks and
repurposes the existing corridor for a 10' multi-use trail
approximately between Oakdale Boulevard in Coralville to
Gilbert Street in Iowa City (approximately 6.1 miles). Iowa
City's portion of the project is approximately 1.75 miles.
$1,575,000
43 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.
$155,000
44 Southgate Ave Iowa River Trail
Connector
This project will construct a trail connection along Southgate
Avenue from Gilbert Street to the Iowa River Trail.
$250,000
45 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
46 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
646
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
5 - Wastewater
47 North Branch Dam Trunk Sewer This project extends easterly along Ralston Creek from the
North Branch Dam to Scott Boulevard.
$3,860,000
48 Northeast Trunk Sewer Reconstruction of an under-sized sewer through the northeast
neighborhoods.
$5,221,000
49 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
50 New Cold Storage Building Construct 90' by 40' covered roof area with open side similar
to the Sludge Storage area. Building to be the same
dimension of the existing cold storage building.
$340,000
51 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
52 West Side Ground Storage
Reservoir
Construction of a two million gallon ground or elevated
storage reservoir with associated pumping station and
generator west of US-218. Current land acquired for this
reservoir is southeast of the Slothower Rd at Hebl Ave
intersection.
$4,000,000
53 Nutrient Removal Project This project will be for the reduction of dissolved nutrients (i.e.
nitrates) in the source water. The project is preceded by a
study. The study will review treatment technology options
(i.e. reverse osmosis, biological treatment) and the long-term
viability of continued lime softening.
$700,000
54 Collector Well #1 Rehabilitation Clean two of the existing laterals and cap one existing lateral
of Collector Well #1. Install two new 12-inch laterals to
increase the production capacity of this raw water well.
$1,000,000
55 Water Treatment Plant Filter #6
Buildout
Add underdrains, granular media, controls, and
instrumentation to filter bay #6. This bay was left unfinished
to allow for future expanded production. The project will also
repair or replace a number of filter control valves. The project
will be informed by the Treatment Study.
$1,500,000
56 Well Field Electrical Cable
Replacement
Replace aging medium voltage (13,200V) cabling and install
communication fiber to wells at the Water Plant and
Peninsula sites.
$1,000,000
57 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
58 Deforest Ave Water Main
Replacement
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.
$350,000
59 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
647
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
60 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
61 Water Plant Softener
Improvements
Automate manual operating procedures, motorize
concentrator adjustment and motorized valve adjustor for the
small influent valve. This project will be informed by the
Treatment Study
$75,000
62 Well House & Generator Building
Roof Replacement
Replace the roofs on the 5 collector wells, 3 deep wells, and
emergency generator building.
$500,000
63 Lime Lagoon Outlet Structure
Modifications
Modify the lagoon outlet structure to an open channel design.
This project will be informed by the Treatment Study.
$500,000
64 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.
This project will be preceded by the abandonment of the 20-
inch main along the old Davenport St right-of-way between
dormitories.
$1,400,000
65 Bloomington Gsr
Decommissioning
Decommission the Bloomington ground storage reservoir
within the University of Iowa Campus Parking Ramp and
return the space to the University of Iowa per the associated
28E agreement. The 28E agreement expires on December
31, 2038. (Resolution No. 88-176)
250,000$
66 Soda Ash Replacement Remove the existing soda ash and ammonia chemical feed
systems. Replace the existing powdered soda ash feed
system with a liquid soda ash feed. The use of soda ash is
to increase alkalinity of the source water for lime softening
purposes. This is necessary if drawing from the river. This
project will be informed by the Nutrient Study.
1,000,000$
67 Sand Pit Pumping Station
Rehabilitation
Clean and inspect the laterals of the Sand Pit Pumping
Station. Replace and repair the lateral isolation valves and
operators.
250,000$
68 East Side Water Tower Construct a two million gallon ground or elevated storage
reservoir within the East Pressure Zone.
4,000,000$
69 Sycamore Gsr Replacement Replace the two million gallon ground storage reservoir
located on Sycamore Street with a ground or elevated two
million gallon storage tank along McCollister Blvd.
4,000,000$
70 Emerald And Rochester Gsr
Improvements
Upgrade or expand the buildings at the Emerald and
Rochester ground storage reservoirs. Add a third pump to
both ground storage reservoirs. Replace the backup
generators at both ground storage reservoirs.
1,500,000$
71 Melrose & Westgate 16-Inch
Water Main
Install 16-inch water main parallel to the existing water main
on Melrose Ave from Dublin Rd to Westgate St and on
Westgate St from Melrose Ave to Benton St. This project
would reduce velocity headloss from the Emerald ground
storage reservoir to customers west of US-218, increasing
service pressure. This project will be evaluated by hydraulic
modeling after the West Side GSR project is completed.
4,000,000$
72 Bulk Water Station At Public
Works Facility
Construct a new bulk water filling station on the Public Works
Campus to replace the station to be demolished at the
existing Equipment / Transit site.
150,000$
73 Lighting Upgrades To Led Upgrade aging water treatment facility lighting to LED's 250,000$
648
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
74 Construct New Collector Well #3 Add an additional radial collector well for high quality source
water production. The project will need to be a hydrogeologic
study and cost/benefit analysis between adding collector
laterals to existing collector wells or constructing a new
collector well.
4,000,000$
75 Hvac System Replacement &
Remove Process Area Heaters
Replace and upgrade aging HVAC equipment and controls at
the water treatment facility. Remove gas overhead heaters
and associated gas lines, electrical, and exhaust piping. The
heaters are not used and in time pose a safety hazard.
1,000,000$
76 Shop And Chemical Storage Roof
Replacements
Replace the adhered membrane roof on the water treatment
facility garage and chemical storage sections.
300,000$
77 Teeters Ct Water Main
Replacement
Replace approximately 410 linear feet of 6-inch 1950 cast iron
water main on Teeters Ct. The water main has experienced
three main breaks and services Lincoln Elementary.
125,000$
78 Hwy 6 (Industrial Park Rd To
Riveria)
Replace approximately 1,400 linear feet of 12-inch 1971
ductile iron water main on Highway 6. The water main has
experienced two water main breaks. Due to the size of the
water main, it's proximity to the Sycamore reservoir, and 16-
inch water main on the north side of Highway 6, breaks tend
to cause large system disruptions.
450,000$
79 Reseal Water Treatment Plant
Exterior
Reseal the concrete exterior of the water treatment plant
facility.
100,000$
80 Southlawn Dr Water Main
Replacement
Replace approximately 1,100 linear feet of 6-inch 1962 cast
iron water main on Southlawn Dr (800-900 blk). The water
main has experienced 10 main breaks and services Lucas
Elementary.
400,000$
81 Melrose Water Main Camp
Cardinal To Us-218
Replace approximately 1,900 feet of 12-inch, 1984 ductile iron
water main with 16-inch PVC water main.
600,000$
82 Pwf Water Material Outdoor
Covered Storage
Installation of paving and covered outdoor material storage
structures to protect water distribution materials from the
elements.
100,000$
83 Water Plant And Gsr Gate
Replacement
Replace the (3) water plant site gates and the (3) GSR gates
(Rochester, Emerald, and Sycamore).
100,000$
84 Process Flow Meter And Valve
Replacements
Replace (14) flow meters within the treatment plant and wells.
Replace process valves coincident to the flow meters and
filters.
1,200,000$
85 Water Plant And Peninsula Well
Field Fiber Optic Cable
Install fiber optic communication cable to all wells and remove
existing radio telemetry.
1,000,000$
7 - Stormwater
86 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.
$1,160,000
87 Riverfront Crossings Storm Sewer Storm sewer improvements in the Central Crossings Sub-
District.
$1,375,000
88 Iowa Avenue Culvert Repairs This project will repair a box culvert that carries Ralston
Creek under Iowa Avenue.
$348,000
649
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
89 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
90 Olympic Court Storm Water Storm sewer retrofit to relieve localized flooding from storm
water runoff.
$464,000
91 Sunset Street Storm Sewer The area just north and south of Kineton Green, east of
Sunset, has experienced back yard flooding and drainage
problems.
$440,000
92 Riverside Drive & 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
93 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
94 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
94 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
95 Riverfront Crossings Park - Phase
4
Phase 4 of the Riverfront Crossings Park master plan adds a
new river access, an amphitheater, a kayak launch, and new
river trails.
$1,353,000
96 Riverfront Crossings Park
Restroom & Bridge
Construction of second restroom/shelter by Nature Play and
second bridge to 2nd Street; also includes removing an
abandoned trunk sewer line.
$910,000
97 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
98 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 Sturgis Ferry Park and on
top of the west side levee to McCollister Blvd.
$1,700,000
99 Ralston Creek Trail Under Iowa
Interstate Railroad
The project would involve constructing a trail connection
under the Iowa Interstate Railroad that connects the existing
trail along the west side of Ralston Creek, north of the Iowa
Interstate Railroad, to the proposed trail that will be
constructed along the west side of Ralston Creek as part of a
development located south of the Iowa Interstate Railroad.
$1,700,000
100 Sand Prairie 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
101 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
102 Kicker's Park Playground
Replacement
Replace playground #1 at Kickers Athletic Complex as it is
reaching the end of projected serviceable life. Project also
adds ADA compliant paths.
$185,000
650
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
103 Calder Park Playground
Replacement
Replace the playground at Calder Park. Site constraints keep
this as a smaller piece of equipment.
$135,000
104 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
105 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
106 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
107 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
108 Wetherby Park Entrance And
Parking Lot Improvements
Connect Broadway sidewalks to the trail system in Wetherby
Park. Resurface the parking lot and basketball court adjacent
to parking lot. A trail extension will also be made to the
Community Garden area in order to provide ADA access.
$100,000
9 - Other Projects
109 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
110 Cemetery Columbarium Construction of a columbarium.$405,000
111 City Hall Relocation Relocate and expand / modernize City Hall and City Council
Chambers.
$12,000,000
112 Police Evidence Storage Facility Construction of a permanent evidence storage facility.$929,000
113 Central Police Station Relocation Relocate and expand / modernize Central Police Station.$19,000,000
114 Fire Station #1 Relocation Relocate and expand / modernize Central Fire Station #1.$11,593,000
115 Fire Station #5 Construction of Fire Station #5 in the South Planning District.$2,898,000
116 Fire Station #6 Construction of Fire Station #6 in the Southwest Planning
District.
$2,898,000
117 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
118 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
119 Airport Equipment Shelter Snow removal equipment was previously stored in United
Hangar. Equipment Shelter would provide enclosed storage
for equipment.
$337,500
120 Airport Perimeter Road Construction perimeter road for maintenance and fueling
vehicles to travel to south development area.
$267,700
121 South Airport Site Development South General Aviation area site development with access
roadway and utilities.
$2,125,100
122 Hangar A Door Replacement Hangar A door replacement; hangar A has 10 doors to be
replaced.
$200,000
123 Summit Street Historic Plan Streetscape and intersection elements through Summit Street
Historic District.
$302,000
651
Project Name Description Unfunded Amt
City of Iowa City
Capital Improvement Program
Unfunded Projects
124 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
125 Iowa Interstate Railroad Quiet
Zones
The Quiet Zones project would be for design and
implementation of required upgraded warning devices and
physical infrastructure (medians and gates) for four at-grade
street crossings. The upgrades would improve safety at each
crossing and reduce the need for trains to sound their horns.
$1,000,000
126 Burlington Street Dam Modification of the Burlington Street Dam to address public
safety concerns, improve riverbank stability, improve fish
habitat, and create recreational opportunities.
$6,435,000
Total - Unfunded Projects 336,362,466$
652
INTERNAL SERVICE FUNDS
Equipment
Risk Management
Information Technology Services
Central Services
Health Insurance Reserve
Dental Insurance Reserve
F
Y
2
0
2
3
653
EQUIPMENT FUND
The Equipment Fund is an internal service fund created to account for the City’s fuel facility,
maintenance of the City’s vehicle and equipment fleet, and the accumulation of funds for the
replacement of vehicles and equipment.
Internal customers and departments and other local governments are charged labor and parts
for the cost to repair vehicles and equipment by the City’s fleet maintenance division. Those
charges are designed to cover the division’s actual cost of service. Fuel has also been charged
at actual cost, however, starting in fiscal year 2015 a fuel surcharge was added to accumulate
savings for the future replacement of the new fuel facility. These funds are reported in the
replacement reserve 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.
(1) FY22 – FY24 are estimates.
The Equipment Fund’s unassigned fund balance is budgeted to decrease in fiscal year 2022 by
$190,955 or 1.06% from fiscal year 2021 to $3,349,322. This budgeted decrease is directly
related to a transfer to the Capital Projects fund in fiscal year 2022 for the replacement of the
non-public safety radios. This project will be done in coordination with Johnson County
654
Emergency Management and will eliminate the need for the non-public safety radio system
activity and related chargeback. Unassigned fund balance is projected to start decreasing in
future years as well to $3,152,784 in fiscal year 2023 and $448,678 in fiscal year 2024. This
increase is due to the projected transfers to the Capital Projects fund for the replacement of the
Equipment Maintenance Facility.
Total fund balance is projected to be $18,563,011 in fiscal year 2022, an increase of $533,814
or 2.96% over the previous fiscal year. The increase in fund balance is due to an increase in
the accumulation of funds for equipment and vehicle replacement. In fiscal year 2023, the total
fund balance is expected to grow by $981,851 or 5.29% which is due to an increase in the
equipment replacement reserves. Fund balance growth is expected to decrease in fiscal year
2024 due to the previously mentioned capital project transfers.
655
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 13,604,406$ 15,667,564$ 17,243,786$ 18,029,197$ 18,563,011$ 19,544,862$
Revenues:
Use Of Money And Property
Interest Revenues 314,976$ 341,513$ 101,198$ 150,000$ 165,000$ 165,000$
Intergovernmental
Local 28E Agreements 598,593 426,916 397,725 566,630 569,500 569,500
Charges For Fees And Services
Refuse Charges 539 989 885 700 890 890
Miscellaneous
Miscellaneous Merchandise 2,625 - - - - -
Intra-City Charges 6,201,971 6,241,672 6,697,951 6,883,875 7,230,878 7,313,360
Other Miscellaneous Revenue 2,649 - - - - -
Other Financial Sources
Sale Of Assets 206,594 95,438 309,316 125,000 135,000 135,000
Sub-Total Revenues 7,327,947 7,106,528 7,517,750 7,726,205 8,101,268 8,183,750
Transfers In:
Miscellaneous Transfers In 258,485 - 218,257 - - -
Sub-Total Transfers In 258,485 - 218,257 - - -
Total Revenues 7,586,432$ 7,106,528$ 7,736,007$ 7,726,205$ 8,101,268$ 8,183,750$
Expenditures:
General Fleet Maintenance 3,409,141$ 3,210,295$ 3,848,795$ 3,874,916$ 3,906,030$ 3,996,080$
Non-Public Safety Radio System 37,480 31,912 32,788 33,027 - -
Equipment Replacement Reserves 1,694,968 2,544,653 2,769,293 2,459,448 2,213,387 1,922,965
Sub-Total Expenditures 5,141,589 5,786,860 6,650,876 6,367,391 6,119,417 5,919,045
Transfers Out:
Capital Project Fund 381,685 (256,554) 81,463 825,000 1,000,000 3,500,000
Miscellaneous Transfers Out - - 218,257 - - -
Sub-Total Transfers Out 381,685 (256,554) 299,719 825,000 1,000,000 3,500,000
Total Expenditures & Transfers Out 5,523,274$ 5,530,306$ 6,950,596$ 7,192,391$ 7,119,417$ 9,419,045$
Fund Balance, June 30 15,667,564$ 17,243,786$ 18,029,197$ 18,563,011$ 19,544,862$ 18,309,567$
Adjusted Fund Balance, June 30 15,667,564 17,243,786 18,029,197 18,563,011 19,544,862 18,309,567
Restricted / Committed /Assigned 13,713,471 14,197,392 14,488,920 15,213,689 16,392,078 17,860,889
Unassigned Balance 1,954,093$ 3,046,394$ 3,540,277$ 3,349,322$ 3,152,784$ 448,678$
% of Revenues 26%43%46%43%39%5%
Equipment (8100 - 8101)
Fund Summary
656
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 31,193$ 44,795$ 14,819$ -$ 15,000$ 15,000$
Intergovernmental
Fed Intergovnt Revenue - - 10,676 - - -
Local 28E Agreements 598,593 426,916 397,725 566,630 569,500 569,500
Charges For Fees And Services
Refuse Charges 539 989 885 700 890 890
Miscellaneous
Miscellaneous Merchandise 2,625 - - - - -
Intra-City Charges 3,626,887 3,587,541 3,786,281 3,941,631 4,124,102 4,206,584
Other Miscellaneous Revenue 2,649 - - - - -
Other Financial Sources
Sale Of Assets - - 1,496 - - -
Total Revenues 4,262,486$ 4,060,241$ 4,211,882$ 4,508,961$ 4,709,492$ 4,791,974$
Expenditures:
Personnel 1,068,456$ 1,091,450$ 1,099,218$ 1,230,759$ 1,192,970$ 1,228,759$
Services 453,057 574,799 496,447 545,786 536,233 546,958
Supplies 1,882,910 1,540,921 1,608,590 2,004,871 2,176,827 2,220,364
Capital Outlay 4,718 3,125 644,540 93,500 - -
Total Expenditures 3,409,141$ 3,210,295$ 3,848,795$ 3,874,916$ 3,906,030$ 3,996,080$
Personnel Services - FTE 2019 2020 2021 2022 2023
Buyer I - Equipment 0.75 0.75 0.75 1.00 1.00
Equipment Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Superintendent 1.00 1.00 1.00 1.00 1.00
Mechanic I - Equipment 2.00 2.00 3.00 3.00 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 10.75 10.75 11.75 12.00 11.00
Capital Outlay 2022 2023
DEF dispensing Unit 93,500$ -$
Total Capital Outlay 93,500$ -$
Public Works Department
Division: Equipment Services
Activity: General Fleet Maintenance (710510)
657
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Miscellaneous
Intra-City Charges 36,384$ 17,713$ 26,790$ 33,027$ -$ -$
Total Revenues 36,384$ 17,713$ 26,790$ 33,027$ -$ -$
Expenditures:
Services 37,480$ 31,912$ 32,788$ 33,027$ -$ -$
Total Expenditures 37,480$ 31,912$ 32,788$ 33,027$ -$ -$
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 283,783$ 296,718$ 86,378$ 150,000$ 150,000$ 150,000$
Intergovernmental
Disaster Assistance - - - - - -
Miscellaneous
Intra-City Charges 2,538,700 2,636,419 2,884,880 2,909,217 3,106,776 3,106,776
Other Financial Sources
Sale of Assets 206,594 95,438 307,820 125,000 135,000 135,000
Total Revenues 3,029,077$ 3,028,574$ 3,279,078$ 3,184,217$ 3,391,776$ 3,391,776$
Expenditures:
Services 52,488$ 39,958$ 56,554$ 42,193$ 58,887$ 60,065$
Supplies 78 324 - 332 - -
Capital Outlay 1,642,402 2,504,371 2,712,739 2,416,923 2,154,500 1,862,900
Total Expenditures 1,694,968$ 2,544,653$ 2,769,293$ 2,459,448$ 2,213,387$ 1,922,965$
Capital Outlay 2022 2023
Automobiles 38,600$ 75,100$
Other Vehicular Equipment 440,476 586,200
Snow Removal Equipment 263,100 56,800
Tractors 143,500 78,100
Other Vans & Trucks 1,531,247 1,358,300
Total Capital Outlay 2,416,923$ 2,154,500$
Division: Equipment Services
Activity: Non-Public Safety Radio System (710540)
Division: Equipment Services
Activity: Equipment Replacement Reserves (710520)
658
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.
The Housing Authority Fund is insured under a separate policy with the Assisted Housing Risk
Management Association. All other funds participate in the Loss Reserve Fund. Nearly 93% of
the Risk Management Fund’s revenue is from internal service charges to the other funds for
annual premiums.
For the fiscal year ending June 30, 2022 the City has purchased property, liability, and workers’
compensation insurance under the program that provides for a $100,000 self-insured retention
per occurrence on property losses (2% or $250,000 for wind or hail damage), and a $500,000
self-insured retention per occurrence on liability. Liability insurance provides coverage for
claims in excess of the aforementioned self-insured retention up to a maximum of $12.0 million
annual aggregate of losses paid. Starting in fiscal year 2022, the City switched from being self-
insured for worker’s compensation coverage to being fully insured by Iowa Municipal Workers
Comp Association (IMWCA) except for Fire Fighters.
Settled claims have not exceeded this commercial coverage in any of the past five fiscal years.
The City will seek bids to renew or replace its insurance coverage this spring for fiscal year
2023.
The fiscal year 2022 revised fund balance is $4,293,831 which is $20,531 or .48% lower than the
fiscal year 2021 ending fund balance. The budgeted ending fund balance for fiscal year 2022 is
$4,138,379, which is lower than the 2022 revised fund balance by 3.62%. The fund balance is
expected to slightly decrease over the next two years; however, the change in fund balance is
entirely dependent on the amount of claims paid. Due to the change in workers compensation
coverage, it is difficult to predict what the actual impact from that change will be.
659
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 3,563,235$ 3,883,876$ 4,113,595$ 4,314,362$ 4,293,831$ 4,138,379$
Revenues:
Use Of Money And Property
Interest Revenues 94,222$ 77,257$ 20,519$ 25,000$ 25,000$ 25,000$
Intergovernmental
Federal Intergovernmental Revenue - - 121 - - -
Miscellaneous
Intra-City Charges 1,543,692 1,578,080 1,577,107 1,579,000 1,029,000 1,049,580
Other Miscellaneous Revenue 34,027 85,713 26,631 85,680 26,610 26,610
Total Revenues 1,671,941$ 1,741,050$ 1,624,378$ 1,689,680$ 1,080,610$ 1,101,190$
Expenditures:
Risk Management Loss Reserve 1,351,299$ 1,511,332$ 1,423,612$ 1,710,211$ 1,236,062$ 1,263,147$
Total Expenditures 1,351,299$ 1,511,332$ 1,423,612$ 1,710,211$ 1,236,062$ 1,263,147$
Fund Balance, June 30 3,883,876$ 4,113,595$ 4,314,362$ 4,293,831$ 4,138,379$ 3,976,421$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 3,883,876$ 4,113,595$ 4,314,362$ 4,293,831$ 4,138,379$ 3,976,421$
% of Revenues 232%236%266%254%383%361%
Risk Management Reserve (8200)
Fund Summary
660
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 94,222$ 77,257$ 20,519$ 25,000$ 25,000$ 25,000$
Intergovernmental
Federal Intergovernmental Revenue - - 121 - - -
Miscellaneous
Intra-City Charges 1,543,692 1,578,080 1,577,107 1,579,000 1,029,000 1,049,580
Other Miscellaneous Revenue 34,027 85,713 26,631 85,680 26,610 26,610
Total Revenues 1,671,941$ 1,741,050$ 1,624,378$ 1,689,680$ 1,080,610$ 1,101,190$
Expenditures:
Personnel 206,855$ 225,630$ 225,472$ 231,035$ 236,407$ 243,499$
Services 1,105,130 1,201,012 1,181,541 1,457,189 980,543 1,000,154
Supplies 17,964 18,300 16,598 21,987 19,112 19,494
Capital Outlay 21,350 66,390 - - - -
Total Expenditures 1,351,299$ 1,511,332$ 1,423,612$ 1,710,211$ 1,236,062$ 1,263,147$
Personnel Services - FTE 2019 2020 2021 2022 2023
Administrative Secretary 0.25 - - - -
Risk & Finance Assistant - 0.25 0.25 0.25 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
Finance Department
Division: Risk Management
Activity: Risk Management (310600)
661
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. The ITS Fund includes 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 $3,685,709 the end of fiscal year 2022.
This is an increase of $140,626 or 3.97% percent from fiscal year 2021. This decrease is
primarily due to an increase in equipment replacement reserves.
Fund balance is expected to increase in fiscal year 2023 by $94,712 or 2.57%. This increase is
due to an increase in intra-city service charges especially for data storage, hardware
maintenance, and capital replacement. The estimated fund balance designated for equipment
replacement is $1,241,050 in fiscal year 2021, $1,368,060 in fiscal year 2022, and $1,462,772 in
fiscal year 2023.
662
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 2,799,531$ 2,992,006$ 3,254,739$ 3,545,083$ 3,685,709$ 4,129,239$
Revenues:
Use Of Money And Property
Interest Revenues 70,944$ 43,733$ 14,663$ 30,000$ 30,000$ 30,000$
Charges For Fees And Services
Miscellaneous Charges For Services 18,274 17,423 17,459 17,420 17,460 17,460
Miscellaneous
Intra-City Charges 2,350,696 2,614,371 2,874,509 2,785,591 2,987,883 2,987,883
Other Miscellaneous Revenue - 15,582 - - - -
Other Financial Sources
Sale Of Assets 4,939 1,892 3,895 - - -
Sub-Total Revenues 2,444,853 2,693,000 2,910,525 2,833,011 3,035,343 3,035,343
Transfers In:
Miscellaneous Transfers In 504,734 8,890 335,678 - - -
Sub-Total Transfers In 504,734 8,890 335,678 - - -
Total Revenues 2,949,586$ 2,701,890$ 3,246,203$ 2,833,011$ 3,035,343$ 3,035,343$
Expenditures:
Information Technology 1,788,673$ 2,248,734$ 2,560,513$ 2,599,410$ 2,473,086$ 2,534,250$
Info Technology Equipment Replacement 283,964 181,533 59,669 92,975 118,727 150,144
Sub-Total Expenditures 2,072,637 2,430,267 2,620,181 2,692,385 2,591,813 2,684,394
Transfers Out:
Capital Project Fund 179,741 8,890 - - - -
Misc Transfers Out 504,734 - 335,678 - - -
Sub-Total Transfers Out 684,475 8,890 335,678 - - -
Total Expenditures & Transfers Out 2,757,111$ 2,439,157$ 2,955,859$ 2,692,385$ 2,591,813$ 2,684,394$
Fund Balance, June 30 2,992,006$ 3,254,739$ 3,545,083$ 3,685,709$ 4,129,239$ 4,480,188$
Restricted / Committed /Assigned 708,925 756,300 1,241,050 1,368,060 1,462,772 1,526,067
Unassigned Balance 2,283,081$ 2,498,439$ 2,304,033$ 2,317,650$ 2,666,468$ 2,954,121$
% of Revenues 93%93%79%82%88%97%
Information Technology (8300 - 8302)
Fund Summary
663
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 70,944$ 43,733$ 14,663$ 30,000$ 30,000$ 30,000$
Charges For Fees And Services
Miscellaneous Charges For Services 18,274 17,423 17,459 17,420 17,460 17,460
Miscellaneous
Intra-City Charges 2,184,789 2,394,354 2,665,768 2,565,607 2,774,444 2,774,444
Other Miscellaneous Revenue - 15,582 - - - -
Other Financial Sources
Sale Of Assets 4,935 1,892 3,895 - - -
Total Revenues 2,278,942$ 2,472,983$ 2,701,784$ 2,613,027$ 2,821,904$ 2,821,904$
Expenditures:
Personnel 967,032$ 1,111,777$ 1,149,974$ 1,253,729$ 1,370,255$ 1,411,363$
Services 306,003 486,864 573,619 509,236 571,863 583,300
Supplies 372,445 502,315 465,659 483,934 430,968 439,587
Capital Outlay 143,192 147,778 371,260 352,511 100,000 100,000
Total Expenditures 1,788,673$ 2,248,734$ 2,560,513$ 2,599,410$ 2,473,086$ 2,534,250$
Personnel Services - FTE 2019 2020 2021 2022 2023
I.T.S. Coordinator 1.00 1.00 1.00 1.00 1.00
GIS Coordinator 1.00 1.00 1.00 1.00 1.00
Operations Clerk - I.T.S. 0.80 0.80 0.80 0.80 0.50
Solutions Architect 1.00 1.00 1.00 1.00 1.00
Application Specialist 1.00 1.00 1.00 1.00 1.00
Data Base Administrator 1.00 1.00 1.00 1.00 1.00
Security Analyst - - - - 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 9.80 9.80 9.80 9.80 10.50
Capital Outlay 2022 2023
Fiber Optic Cable/Ductwork 75,000$ 50,000$
Data Communication Equipment 25,000 -
Software Licenses/Upgrades 25,000 25,000
Storage Server and Hardware 227,511 25,000
Total Capital Outlay 352,511$ 100,000$
Finance Department
Division: Information Technology
Activity: Information Technology (310500)
664
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Intra-City Charges 165,907$ 220,018$ 208,741$ 219,984$ 213,439$ 213,439$
Other Financial Sources
Sale Of Assets 4 - - - - -
Total Revenues 165,911$ 220,018$ 208,741$ 219,984$ 213,439$ 213,439$
Expenditures:
Services 202$ 196$ 135$ 201$ 141$ 144$
Capital Outlay 283,762 181,337 59,534 92,774 118,586 150,000
Total Expenditures 283,964$ 181,533$ 59,669$ 92,975$ 118,727$ 150,144$
Capital Outlay 2022 2023
File Servers 78,622$ 71,474$
Network Switches/Firewalls 14,152 47,112
Total Capital Outlay 92,774$ 118,586$
Division: Information Technology
Activity: Information Technology Equipment Replacement (310581)
665
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
• Procurement of City copiers and maintenance contracts.
The cost of these services is recovered through service charges to the internal clients and
to other local governments for the services that they consume. Funds are also retained for
the replacement of copy machines on a regularly scheduled basis.
Total fiscal year 2023 budgeted revenue is $208,803, and internal service fund charges
make up 98% of the fund’s revenue. Budgeted revenue in fiscal year 2023 is a decrease
of 11.53% from fiscal year 2022 budgeted revenue of $236,009, but a 4.97% increase
from fiscal year 2021 actual revenue of $198,909. The increase in revenue since fiscal
year 2021 is due to an increase in internal service charges which mostly likely due to
employees returning to the office following working from home for all of fiscal year 2021 as
a result of the COVID-19 pandemic.
The Central Services fund has an estimated ending fiscal year 2022 fund balance of
$794,532. This is a very slight decrease from fiscal year 2021. The fiscal year 2023
estimated ending fund balance is $791,348 which is a slight decrease of 0.40% from fiscal
year 2022 ending fund balance. The changes in fund balance are primarily the
accumulation of replacement funds for copy machines versus what is spent on
replacement during the given year.
666
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 725,692$ 701,818$ 756,955$ 798,110$ 794,532$ 791,348$
Revenues:
Use Of Money And Property
Interest Revenues 16,742$ 12,526$ 3,517$ 5,000$ 5,000$ 5,000$
Charges For Fees And Services
Library Charges 2 - 1 - - -
Miscellaneous
Intra-City Charges 235,413 230,890 195,390 230,889 203,803 203,803
Printed Materials 118 121 - 120 - -
Total Revenues 252,275$ 243,536$ 198,909$ 236,009$ 208,803$ 208,803$
Expenditures:
Central Services 176,149$ 188,400$ 146,775$ 239,587$ 211,987$ 220,241$
Sub-Total Expenditures 176,149$ 188,400$ 146,775$ 239,587$ 211,987$ 220,241$
Transfers Out:
Capital Project Fund 100,000 - 10,978 - - -
Sub-Total Transfers Out 100,000 - 10,978 - - -
Total Expenditures & Transfers Out 276,149$ 188,400$ 157,753$ 239,587$ 211,987$ 220,241$
Fund Balance, June 30 701,818$ 756,955$ 798,110$ 794,532$ 791,348$ 779,911$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 701,818$ 756,955$ 798,110$ 794,532$ 791,348$ 779,911$
% of Revenues 278%311%401%337%379%374%
Central Services (8400)
Fund Summary
667
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Revenues:
Use Of Money And Property
Interest Revenues 16,742$ 12,526$ 3,517$ 5,000$ 5,000$ 5,000$
Charges For Fees And Services
Library Charges 2 - 1 - - -
Miscellaneous
Intra-City Charges 235,413 230,890 195,390 230,889 203,803 203,803
Printed Materials 118 121 - 120 - -
Total Revenues 252,275$ 243,536$ 198,909$ 236,009$ 208,803$ 208,803$
Expenditures:
Personnel 37,951$ 44,783$ 36,209$ 42,816$ 42,379$ 43,650$
Services 111,333 112,359 94,554 115,250 122,608 125,060
Supplies 445 1,850 317 1,521 1,500 1,530
Capital Outlay 26,420 29,407 15,695 80,000 45,500 50,000
Total Expenditures 176,149$ 188,400$ 146,775$ 239,587$ 211,987$ 220,241$
Personnel Services - FTE 2019 2020 2021 2022 2023
Purchasing Assistant - - 0.50 0.50 0.50
Purchasing Clerk 0.50 0.50 - - -
Total Personnel 0.50 0.50 - - 0.50
Capital Outlay 2022 2022
Copiers 80,000$ 45,500$
Total Capital Outlay 80,000$ 45,500$
Finance Department
Division: Purchasing
Activity: Central Services (310300)
668
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 2021, health insurance premiums increased by 5.49%, and in fiscal year
2022, premiums increased by 9.85%. Premiums are budgeted to increase by 10.00% in
fiscal year 2023.
Increases in employee contributions have been negotiated as shown in the following
table:
The fiscal year 2022 estimated ending fund balance is estimated at $12,350,051. This is
an increase of $40,480 or .03% from the fiscal year 2021 ending fund balance of
$12,309,571. For fiscal year 2023, the fund balance is expected to increase to
$12,361,551 which is an increase of $11,500 less than .01%.
Restricted/assigned fund balance represents the City’s Net OPEB Obligation. The City’s
Net OPEB obligation at June 30, 2021 was $9,697,868. This increased by $1,070,448
or 12.41% over the fiscal year 2020 restricted/assigned fund balance due to increases in
actual experience, assumptions, interest, and service cost estimates.
Health Insurance Plan:FY2019 FY2020 FY2021 FY2022 FY2023
Single Deductible 675$ 700$ 700$ 750$ 800$
Family Deductible 900 950 950 1,200 1,600
Single Out-of-Pocket Max 1,100 1,200 1,200 1,250 1,300
Family Out-of-Pocket Max 1,900 2,000 2,000 2,250 2,600
Single Contribution/Month (1)60 65 70 10% of cost 11% of cost
Family Contribution/Month (1)100 105 110 10% of cost 11% of cost
(1) Police premiums will be 10% of cost for Single & Family Contributions/Month in FY2021 and FY2022;
premiums will be 11% of cost in FY2023 and FY2024; 12% of cost in FY2025.
Fire premiums will be 10% of cost for Single & Family Contributions/Month starting in FY2022;
plans are eligible for re-negotiation in FY2023.
AFSCME & Non-union premiums will be 10% of cost starting in FY2022 and will be updated
in FY2023.
669
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 11,374,743$ 11,156,890$ 12,300,290$ 12,309,571$ 12,350,051$ 12,361,551$
Revenues:
Use Of Money And Property
Interest Revenues 190,177$ 232,731$ 103,866$ 50,000$ 50,000$ 50,000$
Charges For Fees And Services
Miscellaneous Charges For Services 456,175 458,212 515,566 505,180 633,600 665,280
Miscellaneous
Intra-City Charges 8,240,251 9,581,325 9,939,939 10,563,400 11,451,573 12,024,152
Other Miscellaneous Revenue 610 609 - - - -
Total Revenues 8,887,214$ 10,272,878$ 10,559,371$ 11,118,580$ 12,135,173$ 12,739,432$
Expenditures:
Services 9,103,800$ 9,127,875$ 10,550,091$ 11,075,600$ 12,122,673$ 12,728,807$
Supplies 1,267 1,603 - 2,500 1,000 1,020
Total Expenditures 9,105,067$ 9,129,477$ 10,550,091$ 11,078,100$ 12,123,673$ 12,729,827$
Fund Balance, June 30 11,156,890$ 12,300,290$ 12,309,571$ 12,350,051$ 12,361,551$ 12,371,156$
Restricted / Committed / Assigned 8,877,831 8,627,420 9,697,868 9,697,868 9,697,868 9,697,868
Unassigned Balance 2,279,059$ 3,672,870$ 2,611,703$ 2,652,183$ 2,663,683$ 2,673,288$
% of Revenues 26%36%25%24%22%21%
Health Insurance Reserve (8500)
Fund Summary
670
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 2022 is expected
to be $466,389 or $42,822 higher than the fiscal year 2021 ending fund balance. This is
an increase of 10.11% percent. Fund balance is expected to increase in fiscal year
2023 to $480,557, which is an increase of $14,168 or 3.04%.
671
2019 2020 2021 2022 2023 2024
Actual Actual Actual Revised Budget Projected
Fund Balance, July 1 190,915$ 258,467$ 374,616$ 423,567$ 466,389$ 480,557$
Revenues:
Use Of Money And Property
Interest Revenues 5,765$ 5,295$ 1,854$ 2,000$ 1,850$ 1,850$
Charges For Fees And Services
Miscellaneous Charges For Services 17,843 15,291 17,784 16,858 17,780 17,780
Miscellaneous
Intra-City Charges 388,300 390,765 377,059 422,600 377,059 384,600
Total Revenues 411,909$ 411,351$ 396,698$ 441,458$ 396,689$ 404,230$
Expenditures:
Services 344,357$ 295,202$ 347,747$ 398,636$ 382,521$ 390,171$
Total Expenditures 344,357$ 295,202$ 347,747$ 398,636$ 382,521$ 390,171$
Fund Balance, June 30 258,467$ 374,616$ 423,567$ 466,389$ 480,557$ 494,616$
Restricted / Committed /Assigned - - - - - -
Unassigned Balance 258,467$ 374,616$ 423,567$ 466,389$ 480,557$ 494,616$
% of Revenues 63%91%107%106%121%122%
Dental Insurance Reserve (8600)
Fund Summary
672
STATISTICS
US Census Data
Revenue Comparisons
Property Tax Valuations
Property Tax Levies
Principal:
Taxpayers
Employers
Sewer Customers
Water Customers
Operating Indicators
Department Statistics:
Police
Fire
Library
Senior Center
Transportation Services
Neighborhood & Development
Services
F
Y
2
0
2
3
673
Iowa
City
Johnson
County Iowa
Population
Population estimates, July 1, 2019, (V2019)75,130 151,140 3,155,070
Population, percent change - April 1, 2010 (estimates base) to July 1, 2019, (V2019)10.5%15.5%3.6%
Population, Census, April 1, 2010 67,961 130,882 3,046,355
Population, Census, April 1, 2020 74,828 152,854 3,190,369
Age and Sex
Persons under 5 years, percent, July 1, 2019 4.3%5.8%6.2%
Persons under 18 years, percent, July 1, 2019 15.2%19.9%23.0%
Persons 65 years and over, percent, July 1, 2019 10.5%12.3%17.5%
Female persons, percent, July 1, 2019 50.3%50.4%50.2%
White alone, percent, July 1, 2019 78.5%83.0%90.6%
Black or African American alone, percent, July 1, 2019 (a)8.3%7.5%4.1%
American Indian and Alaska Native alone, percent, July 1, 2019 (a)20.0%0.4%0.5%
Asian alone, percent, July 1, 2019 (a)7.3%6.5%2.7%
Native Hawaiian and Other Pacific Islander alone, percent, July 1, 2019 (a)0.1%0.1%0.2%
Two or More Races, percent, July 1, 2019 2.7%2.5%2.0%
Hispanic or Latino, percent, July 1, 2019 (b)5.8%5.8%6.3%
White alone, not Hispanic or Latino, percent, July 1, 2019 75.3%78.0%85.0%
Veterans, 2015-2019 2,354 5,055 185,671
Foreign born persons, percent, 2015-2019 14.3%11.9%5.3%
Housing
Housing units, July 1, 2019 (V2019)29,270 66,257 1,418,626
Owner-occupied housing unit rate, 2015-2019 47.7%58.5%71.1%
Median value of owner-occupied housing units, 2015-2019 $215,100 $227,600 $147,800
Median selected monthly owner costs -with a mortgage, 2015-2019 $1,574 $1,652 $1,260
Median selected monthly owner costs -without a mortgage, 2015-2019 $559 $548 $485
Median gross rent, 2015-2019 $967 $972 $789
Households, 2015-2019 30,568 59,134 1,265,473
Persons per household, 2015-2019 2.24 2.38 2.40
Living in same house 1 year ago, percent of persons age 1 year+, 2015-2019 69.4%75.1%85.2%
Language other than English spoken at home, percent of persons age 5 years+, 2015-2019 17.7%15.4%8.3%
Education
High school graduate or higher, percent of persons age 25 years+, 2015-2019 95.3%94.9%92.1%
Bachelor's degree or higher, percent of persons age 25 years+, 2015-2019 59.1%52.8%28.6%
Health
With a disability, under age 65 years, percent, 2015-2019 4.9%4.8%7.9%
Persons without health insurance, under age 65 years, percent 6.5%5.9%6.0%
Transportation
Mean travel time to work (minutes), workers age 16 years+, 2015-2019 17.0 19.1 19.3
Economy
In civilian labor force, total, percent of population age 16 years+, 2015-2019 69.3%71.6%67.3%
In civilian labor force, female, percent of population age 16 years+, 2015-2019 67.4%69.1%62.9%
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 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 2019 dollars), 2015-2019 $49,075 $62,542 $60,523
Per capita income in past 12 months (in 2019 dollars), 2015-2019 $29,284 $35,108 $32,176
Persons in poverty, percent 27.6%16.0%11.2%
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., V2019) refers to the final year of the series (2010 thru 2019). 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
Source: US Census Bureau - QuickFacts
US Census Data
674
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
FY22
Tax Rate Rank
FY22/FY21
% Change
Waterloo 18.632 1 1.04%
Council Bluffs 17.530 2 -4.00%
Davenport 16.780 3 0.00%
Des Moines 16.610 4 -0.01%
Cedar Rapids 15.876 5 6.56%
Iowa City 15.673 6 -0.63%
Sioux City 14.449 7 -7.85%
Coralville 14.284 8 -0.20%
North Liberty 11.517 9 4.39%
West Des Moines 10.950 10 -0.36%
Ames 9.874 11 -2.69%
Dubuque 9.889 12 -2.51%
FY2022 Estimated General Fund Revenue
FY2022 Adopted Budget
City Revenues
Transfers
In
Debt
Proceeds/
Asset
Sales
Total
Revenues
Per
Capita
Revenue*
Per
Cap.
Rank
Coralville $22,790,045 $5,871,678 $0 $28,661,723 $1,284.24 1
Dubuque $65,177,203 $10,824,268 $54,000 $76,055,471 $1,274.67 2
West Des Moines $65,047,641 $13,169,261 $10,000 $78,226,902 $1,138.29 3
Council Bluffs $53,407,428 $17,795,139 $0 $71,202,567 $1,133.82 4
Cedar Rapids $111,754,190 $39,211,935 $175,000 $151,141,125 $1,097.53 5
Iowa City $58,332,899 $13,777,353 $521,242 $72,631,494 $970.65 6
Waterloo $55,216,706 $9,332,713 $235,000 $64,784,419 $962.42 7
Sioux City $61,009,854 $21,217,289 $82,162 $82,309,305 $959.35 8
Des Moines $141,048,444 $55,427,582 $8,000 $196,484,026 $917.58 9
Davenport $63,781,411 $24,113,350 $0 $87,894,761 $864.05 10
North Liberty $12,617,468 $3,191,061 $0 $15,808,529 $771.94 11
Ames $29,798,031 $10,314,451 $0 $40,112,482 $603.86 12
*Per Capita calculations used 2020 US Census data 675
Hotel/Motel Tax Revenues
FY2021 Receipts
City*
Effective
Date Receipts
Des Moines 4/1/1979 $4,041,075
Cedar Rapids 4/1/1979 $3,333,559
West Des Moines 4/1/1979 $2,743,692
Coralville 7/1/1983 $2,360,278
Davenport 4/1/1981 $2,278,160
Council Bluffs 4/1/1979 $2,066,856
Dubuque 4/1/1979 $2,036,045
Sioux City 4/1/1979 $1,810,695
Ames 4/1/1988 $1,257,396
Waterloo 4/1/1981 $986,557
Iowa City 4/1/1983 $938,049
North Liberty 7/1/2008 $77,630
*All cities listed impose the state allowed maximum rate of 7%
Source: Iowa Department of Revenue
Utility Franchise Tax Rates (as of October 16, 2020)
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 4%
Dubuque 5%
Sioux City 5%
Des Moines 5%
676
Utility Rates (Residential Monthly Billing – July 1, 2021)
City Water Sewer Waste Storm Total Rank
Davenport $56.93 $64.57 $17.60 $2.97 $142.07 1
North Liberty* $51.34 $59.30 $19.50 $2.00 $132.14 2
Des Moines $37.15 $51.91 $24.98 $15.11 $129.15 3
Dubuque $31.53 $46.39 $20.65 $8.85 $107.42 4
Cedar Rapids $35.03 $40.15 $22.53 $7.26 $104.97 5
West Des Moines $40.13 $41.77 $13.10 $6.65 $101.65 6
Ames* $33.71 $35.26 $26.25 $4.95 $100.17 7
Iowa City** $34.93 $36.08 $20.00 $5.00 $96.01 8
Sioux City $38.20 $40.04 $15.25 $0.00 $93.49 9
Coralville $17.80 $40.15 $20.00 $3.00 $80.95 10
Council Bluffs $31.73 $28.80 $20.00 $0.00 $80.53 11
Waterloo $20.85 $31.95 $20.75 $4.50 $78.05 12
* Ames and North Liberty trash collection provided by private contractors
** Average rate is $103.88/difference of $7.87
677
Property Tax Valuations
Last Ten Fiscal Years
Assessed Valuation
Tax Collection Year:
FY2023 Prelim.FY2022 FY2021 FY2020
Residential 5,279,894,970$ 5,067,120,030$ 4,958,648,218$ 4,399,451,083$
Agricultural (taxed at Ag rate)1,574,220 1,727,980 1,748,000 2,539,080
Multi-Residential 543,720,448 539,398,739 539,636,381 489,176,499
Commercial 1,053,033,418 1,056,414,063 1,060,943,044 932,699,374
Industrial 79,499,810 79,998,654 80,663,794 76,905,588
Railroads 4,072,190 4,072,190 4,488,469 3,601,348
Utilities w'out Gas & Electric 4,339,508 4,339,508 6,152,547 7,386,408
Gross valuation 6,966,134,564 6,753,071,164 6,652,280,453 5,911,759,380
Less: Military exemption 2,240,920 2,392,784 2,435,380 2,489,088
Net valuation 6,963,893,644 6,750,678,380 6,649,845,073 5,909,270,292
Incremental value 159,292,951 142,496,667 89,469,635 115,175,495
Gas and Electric Utilities 134,787,151 126,171,274 118,583,613 109,124,421
Total Assessed valuation 7,257,973,746$ 7,019,346,321$ 6,857,898,321$ 6,133,570,208$
Percent change 3.400%2.354%11.809%3.824%
Taxable Valuation
Tax Collection Year:
FY2023 Prelim.FY2022 FY2021 FY2020
Assessment Limitation:
Residential rollback 54.1302%56.4094%55.0743%56.9180%
Agricultural rollback 89.0412%84.0305%81.4832%56.1324%
Multi-Residential rollback 63.75%67.50%71.25%75.00%
Commercial and Railroad rollback 90.0%90.0%90.0%90.0%
Industrial rollback 90.0%90.0%90.0%90.0%
Utilities rollback 100.0%98.5489%100.0%100.0%
Residential 2,838,271,942$ 2,837,384,852$ 2,719,569,602$ 2,490,442,298$
Agricultural (taxed at Ag rate)1,401,705 1,452,029 1,424,328 1,425,151
Multi-Residential 342,905,832 360,829,356 382,070,966 363,613,829
Commercial 944,438,184 944,990,382 950,525,463 832,628,954
Industrial 71,549,829 71,998,513 72,596,824 68,970,889
Railroads 3,664,971 3,664,971 4,039,622 3,241,213
Utilities w'out Gas & Electric 4,339,508 4,276,538 6,152,547 7,386,408
Gross valuation 4,206,571,971 4,224,596,641 4,136,379,352 3,767,708,742
Less: Military exemption 2,240,920 2,392,784 2,435,380 2,489,088
Net valuation 4,204,331,051 4,222,203,857 4,133,943,972 3,765,219,654
Incremental value 136,381,853 131,180,258 84,077,937 115,175,495
Gas and Electric Utilities 44,017,962 40,595,608 40,156,239 42,719,065
Total Taxable Valuation 4,384,730,866$ 4,393,979,723$ 4,258,178,148$ 3,923,114,214$
Percent change -0.210%3.189%8.541%4.743%
Total Direct Tax Rate
City of Iowa City 15.633$ 15.673$ 15.773$ 15.833$
678
FY2019 FY2018 FY2017 FY2016 FY2015 FY2014
4,255,597,838$ 4,001,761,478$ 3,882,757,454$ 3,603,743,609$ 3,488,112,611$ 3,367,051,717$
2,625,810 3,425,692 3,720,671 3,553,520 3,680,920 2,655,640
471,420,082 411,460,472 410,426,868 - - -
915,964,068 821,949,555 805,734,128 1,129,397,979 1,144,437,631 1,113,600,025
71,553,904 72,635,554 73,206,895 74,399,739 80,153,614 72,834,630
3,549,414 3,984,932 4,096,577 4,015,580 3,827,506 3,205,451
7,099,293 6,734,894 7,375,066 8,239,789 9,599,528 10,816,940
5,727,810,409 5,321,952,577 5,187,317,659 4,823,350,216 4,729,811,810 4,570,164,403
2,579,836 2,635,396 2,727,994 2,828,002 2,939,122 3,059,502
5,725,230,573 5,319,317,181 5,184,589,665 4,820,522,214 4,726,872,688 4,567,104,901
85,379,709 80,577,275 72,666,677 42,307,287 21,131,574 14,113,908
97,050,716 94,582,279 92,987,351 87,728,294 78,642,915 87,100,183
5,907,660,998$ 5,494,476,735$ 5,350,243,693$ 4,950,557,795$ 4,826,647,177$ 4,668,318,992$
7.520%2.696%8.074%2.567%3.392%1.144%
FY2019 FY2018 FY2017 FY2016 FY2015 FY2014
55.6209%56.9391%55.6259%55.7335%54.4002%52.8166%
54.4480%47.4996%46.1068%44.7021%43.3997%59.9334%
78.75%82.50%86.25%NA NA NA
90.0%90.0%90.0%90.0%95.0%NA
90.0%90.0%90.0%90.0%95.0%NA
100.0%100.0%100.0%100.0%100.0%100.0%
2,356,529,643$ 2,274,451,551$ 2,155,033,296$ 2,008,493,138$ 1,894,079,854$ 1,776,096,066$
1,429,547 1,618,090 1,706,955 1,588,496 1,597,501 1,591,636
368,969,925 337,946,106 353,335,857 - - -
819,505,276 734,200,396 720,036,878 1,016,458,199 1,086,556,293 1,113,600,025
64,152,540 64,688,055 65,301,535 66,959,765 76,128,877 72,834,630
3,194,473 3,586,439 3,686,919 3,614,022 3,636,130 3,205,451
7,099,293 6,734,894 7,375,066 8,239,789 9,599,528 10,816,940
3,620,880,697 3,423,225,531 3,306,476,506 3,105,353,409 3,071,598,183 2,978,144,748
2,579,836 2,635,396 2,727,994 2,828,002 2,939,122 3,059,502
3,618,300,861 3,420,590,135 3,303,748,512 3,102,525,407 3,068,659,061 2,975,085,246
85,379,369 80,559,947 72,650,838 33,331,128 21,131,574 14,113,908
41,797,475 41,702,196 44,986,783 46,785,426 47,004,994 46,813,214
3,745,477,705$ 3,542,852,278$ 3,421,386,133$ 3,182,641,961$ 3,136,795,629$ 3,036,012,368$
5.719%3.550%7.501%1.462%3.320%2.564%
16.183$ 16.333$ 16.583$ 16.651$ 16.705$ 16.805$
679
Property Tax Levies
Property Tax History – All Direct and Overlapping Governments
(per $1,000 assessed valuation)
Collection
Year
Iowa City
Community
School
District
Johnson
County*
Kirkwood
Community
College
State
of
Iowa
City of
Iowa
City
Total
Iowa City
Percentage
of Total
Residential
Rollback %
2011-12 14.591 7.320 0.999 0.003 17.842 40.754 43.8 48.5299
2012-13 14.073 7.075 1.079 0.003 17.269 39.499 43.7 50.7518
2013-14 13.688 7.077 1.065 0.003 16.805 38.639 43.5 52.8166
2014-15 13.699 7.062 1.058 0.003 16.705 38.528 43.4 54.4002
2015-16 13.868 7.228 1.061 0.003 16.651 38.811 42.9 55.7335
2016-17 13.989 7.093 1.080 0.003 16.583 38.748 42.8 55.6259
2017-18 13.959 7.179 1.132 0.003 16.333 38.606 42.3 56.9391
2018-19 14.856 6.839 1.204 0.003 16.183 39.085 41.4 55.6209
2019-20
2020-21
14.791
14.839
6.761
6.674
1.213
1.257
0.003
0.003
15.833
15.773
38.601
38.546
41.0
40.9
56.1324
56.6259
2021-22 14.851 6.493 1.312 0.003 15.673 38.331 40.9 56.4094
*Includes Johnson County, the City of Iowa City Assessor, and Agricultural Extension levies.
Source: Johnson County Auditor
680
% of Total % of Total
Taxable Taxable Taxable Taxable
Ten largest taxpayers1 Valuation Rank Valuation Valuation Rank Valuation
Rise at Riverfrot Crossings Owner LLC -$ -N/A %55,705$ 1 1.31 %
BBCS Hawkeye Housing LLC --N/A 50,166 2 1.18
ACT Inc (Am College Testing Prgrm)47,985 1 1.68 42,611 3 1.00
Tailwind Iowa City LLC - -N/A 42,542 4 1.00
Webber - Iowa LLC --N/A 28,279 5 0.66
Vesper Iowa City LLC - -N/A 27,604 6 0.65
Midwestone Bank - -N/A 27,019 7 0.63
Mid-American Energy Company 44,301 2 1.56 25,546 8 0.60
Augusta Place LLC - -N/A 25,243 9 0.59
Hollingsworth Capitaal Partners - Iowa Inc - -N/A 24,974 10 0.59
Ann Gerdin Trust (formerly Russell Gerdin)20,968 3 0.74 - -N/A
SouthGate Development CO 18,273 4 0.64 - -N/A
MEHSM LC (Sycamore Mall)16,375 5 0.57 - -N/A
Alpha Inc. 16,083 6 0.56 - -N/A
Proctor & Gamble LLC 15,086 7 0.53 - -N/A
National Computer Systems (Pearson)14,410 8 0.51 - -N/A
United Natural Foods 12,903 9 0.45 - -N/A
CCA: Hawk Ridge Dr LLC Lodge Apts 12,052 10 0.42 - -N/A
Total 218,436$ 7.66 %349,689$ 8.21 %
Sources:
1City of Iowa City Assessor's Office - Annual Report
PRINCIPAL TAXPAYERS
2021 and Nine Years Ago (2012)
(amounts expressed in thousands)
20212012
681
Employers Employees Rank Percentage Employees Rank Percentage
University of Iowa 30,804 1 34.2 %24,733 1 26.0 %
Iowa City Community School District 1,700 2 1.9 2,578 2 2.7
Veterans Administration Medical Center 1,562 3 1.7 2,012 3 2.1
Hy Vee 1,166 8 1.3 1,327 4 1.4
Proctor and Gamble --N/A 1,004 5 1.1
Mercy Hospital 1,208 6 1.3 912 6 1.0
City of Iowa City 1,216 5 1.4 840 7 0.9
NCS Pearson 1,200 7 1.3 695 8 0.7
Johnson County - -N/A 580 9 0.6
ACT Inc. (formerly American College Testing Program)1,243 4 1.4 570 10 0.6
Internaltion Automotive Components formerly Lear Corp 785 10 0.9 - -N/A
System Unlimited 890 9 1.0 - -N/A
41,774 46.4 %35,251 37.1 %
Total Employees 90,000 95,000
Sources:
Iowa City Area Development Group
Various Employers
PRINCIPAL EMPLOYERS
2021
2021 and Nine Years Ago (2012)
2012
682
Customer Name Charges Rank Percentage Charges Rank Percentage
University of Iowa 2,127,659$ 1 16.69 %1,729,679$ 1 14.63 %
Proctor & Gamble 1,051,742 2 8.25 918,828 2 7.77
Iowa City Landfill 120,138 5 0.94 115,947 3 0.98
Veterans Administration Medical Center 169,399 3 1.33 99,127 4 0.84
Mercy Hospital 122,441 4 0.96 97,216 5 0.82
Campus Apartments 84,386 8 0.66 83,604 6 0.71
Dominium JIT Srv formerly Mark IV Apts 85,055 7 0.67 67,983 7 0.58
Tailwind Iowa City LLC formerly Dolphin Lake 119,505 6 0.94 65,641 8 0.56
Oaknoll Retirement Residence - -0.00 55,115 9 0.47
Seville Apts - -0.00 49,030 10 0.41
University of Iowa/Mayflower Apartments 79,062 9 0.62 --N/A
RBD Iowa City LLC (Sheraton Hotel)56,092 9 0.44 - -N/A
4,015,479$ 31.50 %3,282,170$ 27.77 %
Total Sewer System Charges 12,748,321$ 11,819,500$
Sources:
City of Iowa City Revenue Department
PRINCIPAL SEWER SYSTEM CUSTOMERS
20212012
2021 and Nine Years Ago (2012)
683
Customer Name Charges Rank Percentage Charges Rank Percentage
Proctor & Gamble 589,583$ 1 7.41 % 739,049$ 1 7.81 %
Veterans Administration Medical Center 108,018 2 1.36 100,143 2 1.06
Mercy Hospital 71,544 3 0.90 78,892 3 0.83
Campus Apartments 62,159 5 0.78 73,955 4 0.78
Tailwind Iowa City LLC formerly Dolphin Lake - -N/A 63,774 5 0.67
Dominium JIT Srv formerly Mark IV Apts 590,404 6 7.42 60,226 6 0.64
Oaknoll Retirement Residence - -N/A 43,145 7 0.46
Seville Apts 33,505 9 0.42 39,597 8 0.42
Emerald Court Apts - -N/A 37,789 9 0.40
Rise at Riverfront Crossing - -N/A 33,922 10 0.36
Rus Property Management/Lakeside Manor 70,173 4 0.88 - -N/A
University of Iowa Mayflower 44,794 7 0.56 - -N/A
ACT 38,819 8 0.49 - -N/A
RBD Iowa City LLC (Sheraton Hotel)32,246 10 0.41 - -N/A
1,641,245$ 20.63 % 1,270,492$ 13.43 %
Total Water System Charges 7,953,738$ 9,459,987$
Sources:
City of Iowa City Revenue Division
PRINCIPAL WATER SYSTEM CUSTOMERS
20212012
2021 and Nine Years Ago (2012)
684
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Public Safety
Police1
Physical arrests 5,911 4,468 6,192 5,595 5,465 4,482 3,373 4,418 2,155 2,693
Traffic Violations 3,761 2,499 3,718 3,356 2,989 2,246 2,061 2,463 862 1,201
Fire1
Number of calls answered 5,173 4,713 5,828 6,016 6,974 6,749 5,258 5,568 5,535 6,299
Inspections conducted 1,970 1,431 2,032 1,903 2,459 874 864 801 177 873
Parking
Parking Violations 96,117 88,909 60,680 65,196 57,549 62,930 50,346 61,330 48,042 45,727
Wastewater Treatment
Daily average treatment
in million gallons 8.28 9.84 10.02 9.76 10.48 8.32 7.77 10.97 8.58 7.93
Maximum daily capacity
of plant in million gallons 41.1 41.1 41.1 43.3 43.3 43.3 43.3 43.3 43.3 43.3
Number of sewer system
customers 23,529 24,059 24,389 24,533 25,085 25,485 26,069 26,270 26,576 26,892
Water
Daily average consumption
in million gallons 5.49 5.54 5.64 5.33 5.32 5.50 5.84 5.69 5.33 5.57
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 24,086 24,442 24,790 23,089 23,638 24,025 24,595 24,818 25,133 25,452
Commercial 1,489 1,491 1,491 1,409 1,415 1,425 1,436 1,431 1,448 1,448
Industrial 15 15 15 14 14 14 15 15 15 15
Other 200 204 202 135 131 134 136 139 138 137
Total Customers 25,790 26,152 26,498 24,647 25,198 25,598 26,182 26,403 26,734 27,052
Sanitation
Number of Customers 15,030 15,177 15,331 14,811 15,620 15,917 15,960 16,112 16,180 16,330
Tonnage 8,935 8,956 9,160 9,210 9,476 9,623 9,694 8,989 9,682 10,339
Landfill
Tonnage 148,953 111,445 115,624 123,692 126,875 137,025 140,658 127,587 128,210 151,823
Sources: Various city divisions.
Notes:
1 Numbers are based on a calendar year and 2021 figures are compiled through 10/11/21 for Fire and 10/11/21 for Police.
OPERATING INDICATORS BY FUNCTION
Last Ten Fiscal Years (FY 2012 through FY 2021)
685
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. Iowa City data synthesis for
2012 to 2019 is based on the 2010 US Census population. Iowa City 2020 data synthesis is
based on the 2020 US Census population. The comparison of Iowa City with the nine largest
cities in Iowa is based on 2020 US Census population. 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.
686
Iowa City Raw Data
Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019
2020
Number of Officers 78 87 82 82 83 82 86 84
78
Total Violent Crimes 185 222 228 194 197 156 176 167
139
Total Property Crimes 1,842 1,839 1,842 1,978 1,551 1,767 1,518 1,252
1,354
Total Violent Crime
Arrests 88 92 111 93 80 78 78 108
91
Total Property Crime
Arrests 456 568 501 444 330 292 213 270
206
Total Juvenile Violent
Crime Arrests 14 10 7 7 5 10 11 7
3
Total Juvenile Property
Crime Arrests 126 121 84 88 52 46 28 17
21
Total DUI Arrests 440 598 569 621 703 594 602 590
292
Total PAULA Arrests 300 415 339 216 254 348 281 114
41
687
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census from 2012 to 2019. Per capita calculations for 2020 use the 2020
US Census.
Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019 2020
Sworn Officers
per 1,000 Population 1.15 1.28 1.21 1.21 1.22 1.2 1.26 1.24 1.04
Total Violent Crimes
per 1,000 Population 2.73 3.27 3.36 2.86 3 2.2 2.6 2.46 1.86
Total Violent Crime
Arrests
per 1,000 Population
1.30 1.36 1.64 1.37 1.18 1.14 1.15 1.6 1.22
Total Property Crimes
per 1,000 Population 27.14 27.10 27.14 29.15 23.84 26.03 22.4 18.45 18.09
Total Property Crime
Arrests
per 1,000 Population
6.72 8.37 7.38 6.54 4.86 4.3 3.14 3.98 2.75
Total UCR 1 Arrests
per Sworn Officer 6.97 7.59 7.46 6.55 4.94 4.51 3.38 4.5 3.81
Juvenile Violent Crime
Arrests as % of Total 7.57% 4.50% 3.07% 3.61% 2.54% 6.41% 6.25% 4.2% 3.3%
Juvenile Property
Crime Arrests as % of
Total
6.84% 6.58% 4.56% 4.49% 3.35% 2.6% 1.84% 1.36% 1.55%
Total DUI Arrests
per 1,000 Population 6.48 8.81 8.38 9.15 10.36 8.75 8.87 8.7 3.9
Total DUI Arrests
per Sworn Officer 5.64 6.87 6.94 7.57 8.47 7.24 7 7.02 3.74
Total PAULA* Arrests
per 1,000 Population 4.42 6.12 5.00 3.18 3.74 5.13 4.14 1.7 .56
Total PAULA* Arrests
per Sworn Officer 3.85 4.77 4.13 2.63 3.06 4.24 3.27 1.36 .53
*Possession of Alcohol Under the Legal Age
688
Iowa Largest Cities Comparison
The tables below present total offenses and rates by UCR 1 type.
UCR 1 Data, 2020:
Ames
Cedar
Rapids
Council
Bluffs Davenport
Des
Moines Dubuque
Sioux
City Waterloo
Ave.
w/o
Iowa
City
Iowa
City
Population 66,428 137,710 62,799 101,724 214,133 59,667 85,797 67,314 88,397 74,828
Violent Crime 112 403 529 644 1386 71 428 349 490.25 139
Violent Crime Rate 168.6 31.23 842.37 633.08 647.26 118.99 498.85 518.46 432.35 185.76
Murder/Non-negligent 0 11 0 10 24 1 8 7 7.62 2
Manslaughter
Murder/Non-negligent 0 7.99 0 9.83 11.21 1.67 9.32 10.4 6.3 2.67
Manslaughter Rate
Rape 54 15 34 75 116 51 58 33 54.5 20
Rape Rate 81.29 10.89 54.14 73.73 54.17 85.47 67.6 49.02 59.54 26.73
Robbery 15 102 69 137 248 26 75 49 90.12 16
Robbery Rate 22.58 74.07 109.87 134.68 115.81 43.57 87.41 72.79 58.85 21.38
Aggravated Assault 43 275 426 422 998 139 287 260 356.25 107
Aggravated Assault 64.73 199.69 678.35 414.85 466.06 232.96 331.51 386.25 346.8 142.99
Rate
Property Crime 1205 4371 3066 4128 8521 1207 2724 1824 3380 1354
Property Crime Rate 1813.99 3174.06 4882.24 4058.34 3979.3 2022.89 3174.94 2706.69 3249.06 1809.48
Arson 3 30 17 26 69 21 15 21 25.25 4
Arson Rate 4.52 21.78 27.07 25.26 32.22 35.19 17.48 31.2 24.34 5.34
Burglary 211 813 417 871 1863 212 488 500 671.87 262
Burglary Rate 314.64 590.37 664.02 856.24 870.02 355.3 568.78 742.79 620.27 350.14
Larceny-Theft 924 2967 2187 2756 5125 903 1947 1114 2240.37 949
Larceny-Theft 1390.98 2154.73 3482.54 2709.29 2393.37 1622.14 2269.31 1654.93 2214.66 1268.24
Rate
Motor Vehicle Theft 67 561 445 475 1464 71 274 189 443.25 139
Motor Vehicle Theft
Rate 100.86 707.38 708.61 466.95 683.69 118.99 319.36 280.77 423.33 185.76
• 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 (2012-2019), FBI Crime Data Explorer (2020).
• Beginning in 2020, the FBI transitioned to reporting only National Incident-Based Reporting System (NIBRS)
data. Prior to 2020, data was reported using the Summary Reporting System (SRS). SRS collected aggregated
data using the Hierarchy Rule, which stated that that only the one most serious offense within a criminal incident
was counted.
689
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.
690
Iowa City Raw Data
Collected by the Iowa City Fire Department
Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019 2020
Number of Firefighters 64 64 64 64 64 64 64 64 64
Total Non-Fire Incidents 4,948 5,332 5,624 5,819 6,786 6,284 6,865 7,330 6,742
Total Structure Fires 81 106 93 115 106 121 93 101 120
Residential Building Fires 64 87 73 91 79 99 74 79 79
Non-Residential
Building Fires 17 19 20 24 27 22 19 22 17
Total Non-Structure Fires 144 87 82 81 82 76 64 53 51
Average Response Time -
Fire Incident (Min) 5:22 4:54 4:54 5:28 5:43 5:47 5:51 5:59 6:33
Average Response Time -
Non-Fire Incident (Min) 4:39 5:06 4:41 5:21 5:44 6:22 5:38 5:41 5:59
False Alarms 796 749 860 928 997 903 977 951 799
Iowa City Synthesized Data
Per capita calculations use the 2010 US Census
Calendar Year 2012 2013 2014 2015 2016 2017 2018 2019 2020
Sworn Firefighters
per 1,000 Population 0.94 0.94 0.94 0.94 0.94 0.94 0.94 0.94 0.94
Total Non-Fire Incidents
per 1,000 Population 72.94 78.57 82.87 85.75 99.99 92.59 101.16 108.01 99.35
Total Structure Fires
per 1,000 Population 1.19 1.56 1.37 1.69 1.56 1.78 1.37 1.48 1.77
Residential Building Fires
per 1,000 Population 0.94 1.28 1.08 1.34 1.16 1.45 1.09 1.16 1.16
Non-Residential
Building Fires
per 1,000 Population
0.25 0.28 0.29 0.35 0.40 0.32 0.28 0.32 0.25
Total Non-Structure Fires
per 1,000 Population 2.12 1.28 1.08 1.34 1.16 1.11 0.94 0.78 0.75
False Alarms
per 1,000 Population 11.73 11.04 12.67 13.67 14.69 13.30 14.4 14.01 11.77
691
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 remove inactive 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 technology expenses.
692
Iowa City Raw Data
Fiscal Year FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Circulation 1,406,995 1,391,482 1,369,069 1,307,735 1,226,305 1,292,526 950,617 889,483
Visits 710,595 826,217 789,919 800,040 746,359 676,237 455,549 105,020
Registered Borrowers 65,499 64,957 63,208 61,117 57,601 52,872 49,788 45,755
Total Collection 251,837 240,111 235,337 241,612 266,427 251,666 243,140 252,920
Reference
Transactions 76,415 *45,510 45,613 42,360 44,643 43,735 31,554 12,108
Reserves Placed 132,801 146,917 163,505 170,255 193,606 225,606 105,567 228,295
Internet Terminal
Users 115,990 108,345 91,565 83,104 75,067 68,613 48,119 3,550
WIFI uses N/A N/A 628,382 1,130,391 1,266,902 1,146,005 731,539 17,972
Children's Program
Attendance 39,583 40,337 39,882 37,618 47,981 45,503 21,941 2,378
*Reference transaction definition changed in FY15.
Iowa City Synthesized Data
Per capita calculations use ICPL’s entire service area population, 82,791, as reported by the Institute of Museum & Library
Services (FY19).
Fiscal Year FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Circulation per
Capita 16.86 17.12 16.42 15.68 15.18 15.50 11.31 10.74
Circulation per
Registered Borrower 21.48 21.42 21.66 21.4 21.98 24.45 19.09 19.44
Visits per Capita 8.51 10.17 9.47 9.59 8.95 8.11 5.42 1.27
Visits per
Registered Borrower 10.85 12.72 12.50 13.09 12.96 12.79 9.15 22.95
Registered
Borrowers as % of
Service Area
Population
78% 80% 76% 73% 69% 63% 59% 55%
693
Iowa Metro Coalition Comparison
The Metropolitan Coalition is an organization comprised of Iowa’s largest communities. Fiscal year
2021 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 $5,126,054 $4,054,070 $6,235,276 $2,782,934 $8,572,272 $2,559,358
City Income per Capita $75.54 $68.75 $49.36 $44.72 $41.98 $37.41
County Income $529,920 $162,829 $84,054 $249,389 $60,860 $58,329
State/Federal Income $61,849 $63,364 $97,474 $25,708 $103,206 $36,140
Other Income $230,104 $2,293 $990,764 $157,697 $488,232 $31,341
Total Income $5,947,927 $4,504,166 $7,407,568 $3,215,728 $9,224,570 $2,685,168
Total Income per Capita $87.65 $76.39 $58.64 $51.67 $45.17 $39.25
Expenditures:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Staff Expenditures $4,512,087 $3,102,890 $4,775,291 $2,166,224 $6,665,818 $2,015,745
Collection Expenditures $691,514 $666,826 $760,278 $315,429 $1,077,022 $256,691
Other Expenditures $800,226 $734,450 $1,841,989 $323,926 $1,481,730 $228,359
Total Expenditures $6,003,827 $4,504,166 $7,377,558 $2,805,579 $9,224,570 $2,500,795
Per Capita Expenditures $88.47 $76.39 $58.40 $45.08 $45.17 $36.56
694
Collections:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Physical Items 220,998 241,170 210,933 6,421 458,824 98,952
Total Downloadable 42,655 1,124,255 33,655 98,174 56,447 13,668
Total Downloadable &
Physical 263,653 1,365,425 244,588 232,039 515,271 112,620
Licensed Databases 86 64 21 66 29 57
Subscriptions- Periodical - - - - - -
*Subscriptions & periodicals were not counted in the FY20 & FY21 State Report.
Circulation/ Building Visits:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Total Circ ulation 893,481 854,397 553,150 288,315 977,243 146,010
Per Capita Circulation 13.17 14.49 4.38 4.63 4.79 2.13
Registered Borrowers 45,755 43,619 97,177 41,477 100,388 35,400
Visits 56,186 133,959 125,007 105,868 252.782 37,579
Total Hours Open: All
Buildings/ Bookmobile 1,013 2,711 4,260 3,388 8.963 2,397
Other:
City Iowa City Ames Cedar
Rapids
Council
Bluffs
Des
Moines Waterloo
Reference Transactions 12,108 5,011 7.124 27,637 93,501 21,305
Kids' Program Attendance 12,595 1,255 3.273 246 3,468 660
YA Program Attendance 582 457 559 578 280 98
Adult Program
Attendance
1,862 1,979 1.363 2,068 3,669 121
Internet PCs 12 63 57 27 97 69
Internet PC Use per Year 3,550 6,186 24.063 12,351 25,877 5,869
FTE Librarian 15 19.00 19.00 7.63 35.50 7.65
FTE Other Staff 57.55 24.25 49.00 20.13 50.35 22.18
FTE Total Staff 72.55 43.25 68.00 27.76 85.85 29.83
695
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 2019 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 1 0 0 0 0 1
Number of Branch
Libraries 0 0 2 4 4 0
Population Legal
Service Area 82,791 90,764 74,486 106,456 163,590 76,610
Number of Outlets 1 1 1 1 1 1
ALA-MLS
Librarians 15 25.65 19.75 17.25 18 13.3
Total Staff 65.45 79.48 67.15 77.75 169.13 67.26
Local Revenue $5,855,098 $4,262,984 $6,597,472 $8,639,639 $16,389,818 $4,822,567
Local Revenue per
Capita $70.72 $46.97 $88.57 $81.16 $100.19 $103.47
State Revenue $69,584 $3,027,504 $150,941 $26,015 $106,634 $226,163
State Revenue per
Capita $0.84 $33.36 $2.03 $0.24 $0.65 $2.95
Total Revenue $6,402,222 $8,314,194 $7,707,342 $8,665,654 $17,248,491 $5,659,143
Total Revenue per
Capita $77.33 $91.60 $103.47 $81.40 $105.44 $73.87
Total Collection
Expenditures $790,960 $1,028,752 $835,000 $1,067,966 $1,747,264 $704,916
Total Collection
Expenditures per
Capita
$9.55 $11.33 $11.21 $10.03 $10.68 $9.20
Total Operating
Expenditures $6,356,322 $7,324,732 $7,257,751 $8,996,727 $15,734,525 $5,283,042
Total Operating
Expenditures per
Capita
$76.78 $80.70 $97.44 $84.51 $96.18 $68.96
Total Circulation 1,334,866 1,752,075 1,157,137 1,856,404 6,907,091 1,179,913
Total Circulation
per Capita 16.12 19.30 15.53 17.44 42.22 15.40
Reference
Transactions 43,735 64,792 37,908 57,808 4,493 45,639
Library Visits 692,561 497,276 558,090 1,000,414 1,767,965 317,512
Library Visits per
Capita 8.37 5.48 7.49 9.4 10.81 4.14
Children's
Program
Attendance
45,503 51,232 30,646 55,461 105,409 25,047
696
Senior Center Statistics
Membership & Associated Revenue Sources
74.96% of Center members are between the ages of 60 and 79.
Membership Distribution by Age Group
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Total
Members* 1,595 1,620 1,618 1,554 1,608 1,732 1,565 1215
Percent, Age
≤59 9.9% 8.7% 6.6% 6.1% 5.5% 5.64% 5.53% 3.63%
Percent, Age
60-69 38.2% 39.5% 39.1% 35.5% 33.3% 33.75% 30.55% 24.54%
Percent, Age
70-79 33.5% 33.9% 35.8% 39.2% 42% 43.42% 45.16% 50.42%
Percent, Age
≥80 18.4% 17.9% 18.5% 19.2% 19.2% 17.21% 18.76% 21.33%
*Number of members as of the end of each fiscal year.
FY202 1 total membership decreased 8.5 % based on the peak membership number.
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
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Membership Fee
Revenue $57,354 $53,811 $48,676 $61,555 $63,105 $67,455 $51,720 $48,445
% Change 22.7% -6.17% -9.5% 26.5% 2.5% 6.9% -23.3% -6.3%
82.88% of the Center’s membership resides within the corporate limits of Iowa City; approximately
17.11% of the Center’s members are Johnson County residents outside of Iowa City.
Peak Membership Number During the Fiscal Year
FY13 FY15 FY16 FY17 FY18 FY19 FY20 FY21
1,625 1,621 1,618 1,614 1,608 1,715 1,774 1,622
Why We Exist: The mission of The Center enhances quality of life by creating opportunities
to support wellness, social connections, community engagement and lifelong learning for a
diverse and growing older adult population.
697
Membership Distribution by Place of Residence
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Percent of Members, Iowa
City Residents 81.0% 80.0% 81.0% 80.6% 80.41% 80.77% 74.48% 82.88%
Percent Johnson County
Residents (Outside Iowa
City)
18.0% 18.1% 17.0% 17.4% 17.79% 17.09% 13.97% 14.81%
Percent non-Johnson
County 1.0% 1.9% 2.0% 2% 1.80% 2.14% 1.91% 2.30%
During FY2020, the City of Iowa City supported 73% of the Senior Center’s budget. Senior Center
revenue includes grants, donations, membership fees, parking fees, independent contractors, and
rentals, etc. In FY2012, the City began applying for the Economic Development/Quality of Life Block
Grant application to Johnson County for funding. From FY2012 -FY20 we have been approved for
funding each year from between $70,000 to $60,000. We will continue to apply for increased funding
from this fund as we continue to partner with rural communities in the county.
Iowa City Senior Center Finances
FY17 FY18 FY19 FY20 FY21
Senior Center Revenue $264,532 $263,767 $257,245 $247,595 $188,346
Senior Center Expenses $898,941 $877,515 $863,699 $913,615 $927,263
Iowa City Contribution $634,409 $613,748 $606,454 $666,020 $738,917
The Center’s goal is for revenue from sources other than Iowa City property taxes to support 30 % of
the Center’s budget. This goal of 30% 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 transfers in
General Fund (1000 only).
Cost Recovery Percentage
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Cost Recovery 28.33% 26.97% 27.88% 29% 30% 30% 27% 21%
698
Programs, Attendance, and Volunteerism
FY20 Senior Center Programming by Area of Mission
Area of Mission FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Community Engagement * * * * * * 29 27
Lifelong Learning * * * * * * 103 102
Social Connections * * * * * * 60 22
Wellness * * * * * * 77 26
Total Program Offerings
(unduplicated) * * * * * * 269 177
Additional Program Details
Virtual * * * * * * 32 171
Off-site * * * * * * 15 5
Diverse representation and
culturally responsive * * * * * * 18 23
Climate Action * * * * * * 4 20
*New measures in 2020.
Volunteer involvement in the Center remains strong.
Volunteer Involvement
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Volunteers 668 637 592 623 685 648 600* 202**
*Number approximated due to a new volunteer system.
**Number is significantly lower because of the suspension of in-person activities due to pandemic-related closure.
699
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 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
Web Citation Payments 65.38% 68.12% 68.87% 72.1% 76.3% 76.2%
Citations Issued 57,560 62,927 50,347 61,330 48,044 45,727
$0 Expired Meter Citations 19,339 20,833 15,614 19,041 15,782 13,557
Citation Appeals 519 732 597 818 603 619
Faulty Meters 370 725 853 2,411 2,342 2,172
Available Spaces
On Street 1,174 1,174 1,189 1,177 1,177 1,177
Off Street 3,086 3,686 3,686 3,686 3,686 3,686
Transient Hours Parked 4,981,945 5,063,659 5,147,055 5,054,757 3,621,758 2,152,048
Average Hourly Duration
Access Controlled facilities 3.10 3.07 3.28 3.41 3.68 4.32
Credit Card Usage
Access Controlled facilities 70% 71% 74% 78% 81% 85%
Pay by Space facilities 76% 79% 80% 89% 99% 91%
Permits Issued
Automobile 1,883 1,985 1,961 1,918 2,104 2,204
Moped/Scooter/Motorcycle 735 736 687 721 793 471
*FY19 Faulty Meters data includes all meter service calls. Previous data was exclusively coin
jams and battery issues.
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.
700
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 2016 FY 2017 FY 2018 * FY 2019 * FY 2020 * FY 2021 *
Ridership 1,683,634 1,554,549 1,498,468 1,486,351 1,149,620 525,416
Total Operating Expense $4,857,006 $4,949,243 $5,413,686 $5,563,357 $5,796,283 $5,619,675
Fare Revenue $1,252,155 $1,216,109 $1,180,297 $1,172,298 $953,281 $637,606
Revenue Vehicle Miles 708,473 712,806 704,184 702,568 634,526 688,207
Revenue Vehicle Hours 54,404 54,658 53,953 53,937 51,710 54,869
Cost per Ride $2.89 $3.18 $3.61 $3.74 $5.04 $10.70
Cost per Rev Vehicle Mile $6.86 $6.94 $7.69 $7.92 $9.13 $8.17
Cost per Rev Vehicle Hour $89.28 $90.55 $100.34 $103.15 $112.09 $105.42
Farebox/Expense Ratio 0.26 0.25 0.22 0.21 0.16 0.11
Average Fare $0.74 $0.78 $0.79 $0.79 $0.83 $1.21
Operating Deficit per trip $2.15 $2.40 $2.83 $2.95 $4.21 $9.48
Riders per Rev Vehicle
Mile 2.4 2.18 2.13 2.12 1.81 0.76
Riders per Rev Vehicle
Hour 31.0 28.4 27.77 27.56 22.23 9.58
Passenger Miles 3,586,140 3,311,189 3,236,690 3,210,518 2,483,179 1,129,644
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 13.15 13.62 14.25 7.59 8.59 9.44
Fuel Consumption 195,995 194,402 196,942 189,081 177,699 172,720
Days Operated 306 306 307 305 309 305
Court St Trans Center
Total Revenue - - $1,256,055 $1,285,686 $1,101,006 $762,482
Total Ops Expense - - $137,530 $182,030 $143,813 $182,508
Net Income - - $1,118,525 $1,103,656 $957,193 $579,974
*FY18 – FY21 Data reflects a separation of the Court Street Transportation Center from Transit
Fleet Operations
701
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.
FY18 FY19 FY20 FY21
CDBG/HOME Funds Spent $1,136,400 $1,631,081 $1,613,303 $2,017,2802
Univercity Homes Purchased and Sold 5 4 1 1
HMGP Buyouts - Purchased/removed from
floodplain 21 0 0
0
Aid to Agencies $378,700 $391,700 $644,500 $675,000
Neighborhood Associations 33 33 33 33
PIN Grants $15,379 $15,505 $11,690 $12,243
Public Art Projects $14,207 $18,024 $17,591 $46,916
1In FY18 one home purchased and removed with HMGP funds, one home purchased and removed with
City General Funds.
2Includes all CARES Act CDBG-CV 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 over 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 under the Affordable Dream Homeownership Program
(ADHOP), and the HCV Homeownership Program.
CY17 CY18 CY19 CY20
Public Housing Units 81 81 81 86
Housing Choice Vouchers 1,215 1,215 1,191 1,191
VASH Vouchers 83 83 83 95
702
Project Based Vouchers 0 0 24 24
Mainstream Vouchers NA NA NA 78
Total HAP Payments (Landlords, Mortgage
Lenders, Escrow Deposits) $7,064,201 $7,846,567 $8,358,264 $8,060,850
Public Housing Payment for maintenance &
repair of Public Housing units $306,264 $301,907 $307,163 $425,149
Public Housing Payment in Lieu of Taxes
(PILOT) $30,847 $30,540 $27,771 $26,123
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.
CY17 CY18 CY19 CY20
Rental Units 19,032 19,838 19,951 Pending
Documented Compliant Cases 1,073 1,796 2,681 2,158
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.
703
Permit Activity by Calendar Year
Applied for Only not Issued
Permit Description 2014 2015 2016 2017 2018 2019 2020 2021 YTD**10 Yr. Avg.
Building Permits 780 726 837 818 684 702 651 369 755
Electrical Permits 280 268 316 340 418 343 304 159 323
Plumbing Permits 172 148 216 143 162 189 162 109 164
Mechanical Permits 140 146 182 190 148 109 62 58 155
Construction Site Run-off Permits 198 156 198 201 124 106 121 72 156
Demolition Permits 33 21 44 12 38 17 18 13 32
Backflow Prevention Cases 54 40 20 39 51 104 24 35 52
Water Tap Applications *238 200 277 266 112 102 50 190
Fire Sprinkler/Alarm Permits 97 121 136 142 140 115 53 34 108
Sign Permits 151 198 148 180 201 160 140 115 166
Site Plan Development Reviews 31 47 31 35 34 28 23 12 35
Flood Plan Development
Permits 16 15 16 16 13 13 8 7 17
Moving Permits 11700292 3
Temporary Use Permits 15 13 30 28 14 10 13 19 23
Hydrant Connections 19 18 26 14 16 27 22 10 22
Total Permit 2,225 2,118 2,484 2,424 2,155 2,027 1,660 1,014 2,201
Single-Family Dwellings 176 137 172 157 109 80 97 72 132
Duplex Dwelling Units 14 6 12 8 10 8 8 6 11
Multi-Family Dwelling Units 218 499 896 353 169 476 49 9 336
Total ISSUED Permit Value 152,579,212 138,311,513 388,427,023 216,818,013 192,814,810 231,476,881 87,302,173 88,532,263 184,354,296
Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable Non Taxable
34,930,777 4,259,627 49,173,944 25,058,150 50,631,602 63,593,777 8,929,755 6,962,133
Financial Report by Fiscal Year
FY 15 FY 16 FY 17 FY18 FY19 FY20 FY21 FY22YTD 10 Yr. Avg.
Total Revenue 1,200,562 2,021,881 2,353,394 1,642,098 1,775,930 1,174,721 1,037,143 N/A 1,457,360
Total Expenditures 841,655 870,358 945,994 876,555 903,528 969,084 988,194 N/A 859,366
Total Revenue, Net of
Expenditures 358,907 1,151,523 1,407,400 765,543 872,402 205,637 48,949 N/A 597,995
*Water Tap Applications administered in Engineering Division with the implemenation of Energov on 6/23/20.
** January 1, 2021 to June 30,2021
***1st year for Game Day Vendors (33 permits)
July 1, 2021 Update
City of Iowa City Building Inspection Services
Activity and Financial Data
704
APPENDIX
State Property Tax Reform Impact
Summary
Glossary
F
Y
2
0
2
3
705
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, comme rcial 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.
706
• 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
New legislation
During the 2021 legislative session, the State of Iowa legislature passed new legislation to
phase out the State’s backfill payments to local governments for lost revenue due to the
commercial and industrial rollback provisions of the 2013 property tax reform bill. Starting in
fiscal year 2023, the City’s backfill payment from the State will be reduced by 20% per year until
it is fully phased out in fiscal year 2027.
707
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.
Annual Report: This is the annual audited financial statements of the City compiled in
accordance with Generally Accepted Accounting Principles.
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 b ond 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 prepa re, 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 Annual Report 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.
708
Capital Improvements Projects: The specific projects that make up the Capital Improvements
Program. The projects involve construction, purchase, or renovation of city facilities or
property. They are generally non -recurring major improvements to the City's physical plant
which necessitate long-term financing and are permanent in nature. 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.
Contingency: Funds set aside, but not appropriated or approved for use. These funds could be
used for unanticipated expenditure requirements, new programs, or to absorb unexpected
revenue losses.
Contractual Service: Services such as utilities, postage, printing, employee travel, repairs and rentals,
which are purchased from private contractors.
Debt Limit: Debt incurred as a general obligation of the City shall not exceed statutory limits:
presently 5% of the total assessed value of property within the corporate limits as
established by the City Assessor.
Debt Service: Payment of principal and interest to holders of the City debt instruments.
Deficit: Excess of an entity's liabilities over its assets (a negative fund balance). The term may also be
used to describe a situation where expenditures exceed revenues.
Department: A major organizational unit in the City comprised of related work activities aimed at
accomplishing a major service or regulatory program.
Division: The organizational subdivision of a department.
Employee Benefits: Contributions made by the City to designated funds to meet commitments or
obligations for employee fringe benefits. Included are the City's share of costs for Social
Security, Iowa Retirement System, and the other pension, medical, and life insurance
plans.
709
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 Annual Report.
Governmental Accounting Standards Board (GASB): Th e 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.
Grants: Contributions or gifts of cash or other assets from another governmental entity to be used or
expended for a specified purpose, activity or facility.
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Intergovernmental Revenue: A contribution of assets (usually cash) by one governmental unit or other
organization to another. Typically, these contributions are made to local governments from the State
and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund: Funds used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, on a cost reimbursement basis.
Interfund Loan: Loans between funds.
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 Annual Report, funds are evaluated based upon the
level of their revenues, expenditures, assets, and liabilities to determine whether or not they are
a major fund. Governmental accounting standards sets forth the minimum provisions for
determining which funds to treat as a major fund. If a fund is determined to be a major fund, its
financial information is presented individually in the City’s CAFR and cannot be presented as an
aggregate with other funds. For budgetary presentation, all of the City’s funds are presented
individually.
Municipal Fire & Police Retirement System of Iowa (MFPRSI): The defined benefit public retirement
system for public safety staff. The System was created by act of the 1990 Iowa Legislature, with
formal operations beginning on January 1, 1992. MFPRSI is administered under the direction of a
Board of Trustees, with representatives from the membership, participating cities, citizens of Iowa
and the Iowa General Assembly under Iowa Code Chapter 411.
Modified Accrual Basis: This is the basis of accounting that the City utilizes as its budgetary basis of
accounting for all funds. The modified accrual basis of accounting uses a current financial resources
measurement focus, which generally includes only current assets and current liabilities on the
balance sheet. This became the City’s budgetary basis of accounting starting in fiscal year 2013.
Moody’s Investors Service: An independent bond rating agency that provides bond rating services for the
City’s bond issues. The City’s current bond rating is Aaa for its long-term General Obligation bonds.
Non-Program: Program costs that do not relate to any one department, but represent costs of a general
City-wide nature.
Non-spendable Fund Balance: Portion of net resources that cannot be spent because of their form
or because they must be maintained intact.
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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: Limitation s imposed by creditors, grantors, contributors, laws and regulations
of other governments or laws through constitutional provisions or enabling legislation.
Revenue: Income derived from taxes, fees, grants and charges. In the broader sense, "revenue" refers to all
government income, regardless of source, to fund services.
Revenue Bonds: A bond that is payable from a specific source of revenue and to which full faith and credit
of the city is not pledged.
Services: 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.
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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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