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FY2015 Adopted Budget and FY2014-FY2016 Financial PlanFY2015 ADOPTED BUDGET &FY2014-2016 FINANCIAL PLAN CITY OF IOWA CITY Cover photo taken on the Iowa Avenue bridge July 4, 2013 by Matt Wagner, a Community Service Officer - Station Master in the Iowa City Police Department. City of Iowa City Adopted Budget for the Fiscal Year Ending June 30, 2015 & 2014 - 2016 Financial Plan Council: CITY MANAGER ASSISTANT CITY MANAGER FINANCE DIRECTOR Tom Markus Geoff Fruin Dennis Bockenstedt BUDGET ANALYSTS Deb Mansfield, Nickolas Schaul FINANCE ADMIN ANALYST TO SECRETARY THE CITY MANAGER Cyndi Ambrose Simon Andrew Terry Dickens DISTRICT B Michelle Payne AT-LARGE JIM THROGMORTON DISTRICT C Susan Mims, Mayor Pro Tem AT-LARGE Matt Hayek, Mayor AT-LARGE Rick Dobyns DISTRICT A Kingsley Botchway II AT-LARGE CITY OF IOWA CITY Adopted Budget for the Fiscal Year Ending June 30, 2015 and the FY2014 – 2016 Financial Plan TABLE OF CONTENTS PAGE Introduction City Manager Address…… .......................................................................................................... 11 Strategic Plan .............................................................................................................................. 28 Other Planning Processes ........................................................................................................... 30 Organizational Chart ................................................................................................................... 32 Department Summaries .............................................................................................................. 33 Budgetary Fund Structure............................................................................................................ 58 Department/Division by Fund ...................................................................................................... 59 Financial Summary Preparation of the Financial Plan: Basis of Accounting .............................................................................................................. 65 Schedule ............................................................................................................................... 66 Process to Amend ................................................................................................................. 67 Financial & Fiscal Policies ........................................................................................................... 70 All Funds: Fund Balance Summary ....................................................................................................... 76 Revenue Summary by Fund ................................................................................................. 77 Revenue Summary by Type .................................................................................................. 78 Expenditure Summary by Fund ............................................................................................. 80 Expenditure Summary by Program Area .............................................................................. 81 Inter Fund Transfers ............................................................................................................. 83 Personnel Full-Time Equivalents Last Five Years ....................................................................... 86 General Fund Summary General Fund Summary .............................................................................................................. 91 Assigned, Committed & Restricted Cash Balance ...................................................................... 100 General Fund Revenue ............................................................................................................... 101 General Fund Expenditures ......................................................................................................... 102 General Government City Council .................................................................................................................................. 105 City Clerk ..................................................................................................................................... 107 City Attorney ................................................................................................................................ 111 City Manager ............................................................................................................................... 114 Communications Office ............................................................................................................... 118 Human Resources ....................................................................................................................... 120 Human Rights .............................................................................................................................. 123 Finance Department: Finance Administration ......................................................................................................... 126 Disaster Assistance .............................................................................................................. 130 Tort Liability ........................................................................................................................... 131 Non-Operational Administration ............................................................................................ 131 Community Event Funding ................................................................................................... 132 Accounting ........................................................................................................................... 133 Purchasing ............................................................................................................................ 136 Revenue ................................................................................................................................ 140 Public Safety Police Department: Police Administration............................................................................................................. 145 Administrative Services ......................................................................................................... 148 Field Operations .................................................................................................................... 153 Fire Department Fire Administration ................................................................................................................ 158 Emergency Operations ......................................................................................................... 162 Fire Prevention ...................................................................................................................... 166 Fire Training .......................................................................................................................... 170 Housing & Inspection Services: HIS Administration ................................................................................................................ 174 Building Inspection ................................................................................................................ 176 Housing Inspection................................................................................................................ 180 Culture and Recreation Parks & Recreation: Parks & Recreation Administration ....................................................................................... 185 Recreation ............................................................................................................................. 190 Park Maintenance Administration ......................................................................................... 196 Park Maintenance Operations .............................................................................................. 201 Forestry ................................................................................................................................. 202 Central Business District (CBD) Maintenance ...................................................................... 202 Cemetery Operations ............................................................................................................ 203 Library: Library Operations ................................................................................................................. 206 Library Foundation………………………………………………………………………... ............ 214 Senior Center: Senior Center Operations ..................................................................................................... 216 New Horizons Band .............................................................................................................. 223 Senior Center Gift Fund ........................................................................................................ 223 Community and Economic Development Planning and Community Development: PCD Administration ............................................................................................................... 227 Community Development ..................................................................................................... 229 Economic Development ........................................................................................................ 233 Urban Planning .................................................................................................................... 237 Neighborhood Services ......................................................................................................... 241 Human Services ................................................................................................................... 245 Aid to Agencies ..................................................................................................................... 245 Donation Stations .................................................................................................................. 247 Public Works Public Works Administration........................................................................................................ 251 Engineering.................................................................................................................................. 254 Transit Operations ....................................................................................................................... 258 Special Revenue Funds Community Development Block Grant (CDBG) ......................................................................... 263 H.O.M.E. Program ....................................................................................................................... 269 Road Use Tax Fund (RUT) ........................................................................................................ 274 Road Use Tax Operations .................................................................................................... 277 Other Shared Revenues .............................................................................................................. 285 Energy Efficiency & Conservation Block Grant Fund .................................................................. 288 UniverCity Neighborhood Partnerships Fund .............................................................................. 291 Metropolitan Planning Organization of Johnson County (MPO) ................................................. 294 Employee Benefits Fund ............................................................................................................. 300 Peninsula Apartments Fund ........................................................................................................ 303 Tax Increment Financing (TIF) Districts ...................................................................................... 306 General Rehabilitation & Improvement Program (GRIP) ............................................................ 313 Downtown Self Supporting Municipal Improvement District (SSMID) ......................................... 316 Debt Service Debt Service Fund Summary ...................................................................................................... 321 Debt Schedules ........................................................................................................................... 326 Enterprise Fund Activities Transportation Services: Parking Fund Summary ........................................................................................................ 345 Parking Operations ............................................................................................................... 348 Parking Debt Service ........................................................................................................... 355 Transit Fund Summary ......................................................................................................... 358 Transit Operations ................................................................................................................ 361 Wastewater Treatment: Wastewater Fund Summary ................................................................................................. 368 Wastewater Treatment Operations ....................................................................................... 372 Wastewater Debt Service ..................................................................................................... 380 Water: Water Fund Summary ........................................................................................................... 386 Water Operations .................................................................................................................. 389 Water Debt Service ............................................................................................................... 398 Refuse Collection: Refuse Collection Fund Summary ........................................................................................ 404 Refuse Collection Operations ............................................................................................... 407 Landfill: Landfill Fund Summary ......................................................................................................... 415 Landfill Operations ................................................................................................................ .419 Airport: Airport Fund Summary .......................................................................................................... 425 Airport Operations ................................................................................................................. 428 Storm Water Management: Storm Water Management Fund Summary .......................................................................... 432 Storm Water Management Operations ................................................................................. 435 Cable Television: Cable Television Fund Summary .......................................................................................... 439 Cable Television Operations ................................................................................................. 442 Housing Authority: Housing Authority Fund Summary ........................................................................................ 446 Housing Authority Operations ............................................................................................... 449 Capital Project Funds Fund Summary............................................................................................................................. 457 Summary by Division ................................................................................................................... 459 Summary by Funding Source ....................................................................................................... 464 Project Summary by Name .......................................................................................................... 470 Unfunded Projects 2019 and Beyond .......................................................................................... 500 Internal Service Funds Equipment: Equipment Fund Summary ................................................................................................... 509 Equipment Operations .......................................................................................................... 512 Equipment Replacement Reserve ........................................................................................ 516 Risk Management: Risk Management Fund Summary ....................................................................................... 517 Risk Management Operations: ............................................................................................. 519 Information Technology Services (ITS): ITS Fund Summary ............................................................................................................... 522 ITS Operations ...................................................................................................................... 524 Central Services: Central Services Fund Summary .......................................................................................... 530 Central Services Operations ................................................................................................. 532 Health Insurance Reserve ........................................................................................................... 536 Dental Insurance Reserve ........................................................................................................... 539 Statistics General Information ..................................................................................................................... 545 U.S. Census Data ........................................................................................................................ 549 Property Tax Valuations .............................................................................................................. 550 Property Tax History .................................................................................................................... 554 Principal: Taxpayers ............................................................................................................................. 555 Employers……… .................................................................................................................. 556 Wastewater Customers ........................................................................................................ 557 Water Customers .................................................................................................................. 558 Operating Indicators ...................................................................................................................... 559 Performance Measures Police .................................................................................................................................... 560 Fire……… ............................................................................................................................. 564 Library ................................................................................................................................... 566 Senior Center ........................................................................................................................ 572 Transportation Services ........................................................................................................ 575 Economic Overview ..................................................................................................................... 577 Revenue Comparisons Property Tax ......................................................................................................................... 584 Hotel/Motel Tax .................................................................................................................... 585 Utility Franchise Tax Rates ................................................................................................... 585 Local Option Sales Tax ......................................................................................................... 586 Business Type Revenue Utility Rates ..................................................................................................................... 586 Appendix State Forms ................................................................................................................................ 589 Budget Resolutions .................................................................................................................... 597 Glossary....................................................................................................................................... 600 F 2 INTRODUCTION City Manager Address Strategic Plan Y Other Planning Processes Organi]ational Chart Department Su mmaries 0 Budgetary Fund Structure 1 Department/Division by F und 5 To the Honorable Mayor and City Council Members, It is my pleasure to submit to you Iowa City s operating and capital budget for the 2014-15 fiscal year. Although Iowa State Code requires formal adoption of an annual budget, a three-year financial plan (fiscal years 2014-2016) and five-year capital improvement program (2014-2018) are also included for planning purposes. The budget is one of the most important documents the City prepares because it identifies the services to be provided and the mechanisms that finance those services. This budget aims to continue Iowa City s tradition of providing a balanced budget utili]ing conservative assumptions while strengthening core municipal services that our residents value. Should unexpected expenditures or revenue shortfalls arise during the fiscal year, the budget contains prudent contingency line items and reserve levels that can adequately support the City¶s services. Any future modifications of this budget will be fully disclosed to the City Council and the general public through formal City Council actions at public meetings, in accordance with State of Iowa law. In preparing this document, City staff aimed to accomplish four overriding financial goals. First, the budget aims to prepare for declining revenue associated with the State¶s 2013 property tax reform. An initial estimate of the cumulative effect of these reforms over ten years shows the potential for up to $50 million in decreased revenue. Management of the tax reform impact will require prudent decisions over the next several years to put the City in the position to respond to this sharp revenue decline without a significant reduction in service levels or shifting the entirety of this burden to residential property tax payers. By preparing for reform before the full financial impacts are reali]ed, the City will be able to shift resources and adjust operations gradually, avoiding abrupt service disruptions or steep tax rate increases once property tax reform is fully implemented. This is critical to ensuring that the City has the ability to maintain service levels and remains economically competitive in the region. Second, the budget attempts to establish conditions that will enhance the community s fiscal condition and ensure that it will maintain its prestigious Moody s Aaa bond rating. Third, the budget strives to maintain a competitive tax and fee environment for economic development purposes. Finally, we strive to achieve the Government Financial Officers Association (GFOA) Distinguished Budget Award for the third consecutive year, as well as the GFOA Certificate of Achievement for Excellence in Financial Reporting for the City¶s Comprehensive Annual Financial Report, an award that the City has received for twenty-eight consecutive years. Financial Goals Prepare for property tax shortfall resulting from 2013 legislative changes while maintaining service levels Maintain the City¶s Moody¶s Aaa bond rating for the 38th consecutive year Maintain a competitive tax and fee environment for economic development purposes Continue to achieve the GFOA Distinguished Budget Award and Certificate of Achievement for Excellence in Financial Reporting 11 At the same time, staff referred to the City Council's strategic plan priorities for additional guidance in developing the budget document. Throughout the budget compilation process, staff utilized the City Council’s strategic plan to help prioritize expenditure decisions. In addition, we are working to make sure that Boards and Commissions are taking note of the organization’s priorities and actively incorporating those into processes that involve the allocation of City resources. From a day-to-day management standpoint, the strategic plan is filtering through the organization, including in individual employee performance reviews. The 2014-15 strategic plan process identified five Council priorities for the community. Along with these five priorities, two overarching values of inclusivity and sustainability were articulated that are applicable to a wide array of City activities and will guide and inform City initiatives presented throughout the budget. The City of Iowa City 2014-2015 strategic plan goals are as follows: Fostering a more Inclusive and Sustainable Iowa City through a commitment to: • Healthy Neighborhoods • A Strong Urban Core • Strategic Economic Development Activities • A Solid Financial Foundation • Enhanced Communication and Marketing The financial resources in this budget will allow the City to continue to pursue initiatives that support these priorities and accomplish the Council’s long-term goals. For instance, to further Council’s stated priority of enhancing the sustainability of City operations, the FY15 budget establishes a revolving sustainable projects fund. This program will enable the City to pursue a variety of projects improving energy efficiency, increasing the use of renewable energy, and other opportunities as identified in the 2013 sustainability assessment. Similar resources are provided for in this budget to make progress toward each of the Council’s strategic plan priorities. While there are certainly unfunded projects that could further the organization’s efforts toward these goals, a fiscally responsible balance needs to be sought and is provided in this budget. Approximately every four months, staff provides Council with a Strategic Plan Status Report that details progress on each priority. A report summarizing the completed 2012-2013 strategic planning process, significant accomplishments, and ongoing projects can be viewed online at www.icgov.org/strategicplan. This will be updated with the first 2014-2015 status report in the spring of 2014. With these principles serving as a backdrop, staff has carefully crafted a budget that furthers the organization's priorities, achieves the stated financial goals, and continues to improve the health and competitive position of the community. Community Outlook Iowa City benefits from a strong local economy anchored by the presence of the University of Iowa. The local economy consists of a diverse set of successful industries that together help sustain one of the lowest unemployment rates in the nation. As an organization, the City has a 12 rich tradition of conservative economic policies that has created a strong financial foundation. This foundation helped the community weather the recent economic recession and continues to serve as a cornerstone for the community¶s future. In 2014, Moody¶s Investors Service noted that Iowa City¶s, ³financial operations are expected to remain sound going forward given management’s commitment to controlling expenditure growth and m aintaining healthy reserves,´ and reaffirmed its highest quality bond rating (Aaa) for the community. Despite the increasing health of the economy and strong financial position of the organi]ation, the community needs to be cogni]ant of the trends, pressures and opportunities that are shaping the community in various fashions. Iowa City is at a pivotal period in its history as it faces numerous internal and external pressures that will influence the health and vibrancy of the community. Over the last two decades, Iowa City has witnessed a rapid suburban growth in the surrounding communities of Coralville and North Liberty. This trend, which is not unlike that experienced in other metropolitan areas throughout the country, directly threatens the future well-being of our community. It is imperative that the City carefully analy]e and address the forces contributing to the suburbani]ation of our metropolitan area and implement strategies to strengthen our community in a manner that attracts new investment in the residential and commercial sectors. In examining the forces behind the sprawling landscape of the larger Eastern Iowa region, there are three predominant factors within our ability to influence. First, is the economic competiveness of our local government. Specifically, this point addresses Iowa City¶s property tax rate, utility rates, and other cost of doing business factors. The information table to the right shows the property tax rate disparity between Iowa City and other Eastern Iowa cities. The large difference plays a role in private sector economic development decisions and Iowa City needs to work to close that gap. However, the increased rate also reflects enhanced level of services in Iowa City (e.g. paid full-time fire department, Senior Center, Animal Shelter, Airport, Human Rights Office, etc.), unique State or federal mandates (e.g. increased public safety pension contributions), and other factors such as a significant number of University of Iowa affiliated tax-exempt properties within the jurisdiction. Second, is our organi]ation¶s responsiveness to the changing demands of the business sector. This includes the nimbleness of our development review process and our ability to modify regulations in a manner that facilitates growth in the ever changing marketplace. Third, is to ensure that capital investments are judiciously planned and that public incentives are responsibly offered only when the resulting outcome has a justifiable rate of return, quantified both financially and in terms of the City¶s strategic plan priorities. Forces that are outside of our control also influence Iowa City¶s ability to compete with neighboring jurisdictions. Lower costs of land and aggressive economic incentives from neighboring jurisdictions are outside of our span of control yet have a great impact on the City¶s FY 2013-14 Municipal Property Tax Rates in Eastern Iowa North Liberty $11.03 Coralville $13.53 Cedar Rapids $15.22 Davenport $16.78 Iowa City $16.81 * Iowa City¶s proposed tax rate for FY 2014-15 is $16.71. At this time the tax rates of other listed jurisdictions are not yet certified. 13 economy. However, we need to be cognizant of those variables and leverage our unique assets and character in ways that clearly illustrate value that cannot be matched in other communities. Fiscal Year 2014-15 Budget Overview In preparing this budget document, City staff accounted for the previously-mentioned financial goals, strategic plan and the controllable factors that influence desired growth and development in the region. By adhering to these principles, the staff has compiled a budget that balances both the short-term needs and the long-term health and stability of the community. The proposed City budget includes projected expenditures totaling $174,532,078. Of the total operating budget, $52,313,602 is for the General Fund, $50,578,591 is directed to Capital Projects and $45,669,826 is related to the operations of various enterprise or business funds. A breakdown of the proposed budget by fund type is provided below. It is important to look deeper into the types of expenditures that occur within each of these funds. For that purpose the following chart displays the program of expenses across all funds. The largest outlay is associated with capital projects, followed by expenses related to business or enterprise funds such as water, sewer, parking and transit. General Enterprise Special Revenue Debt Service Capital Projects Series1 $52,313,602 $45,669,826 $12,189,660 $13,780,399 $50,578,591 $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 FY 2014-15 Expenditure Comparison by Fund Type excludes transfers 14 Iowa City derives the majority of its revenues through property taxes and charges for services. The following table and pie chart details Iowa City's revenue mix across all fund types. Of note are decreases in Other City Taxes, which is due to the expiration of the local option sales tax, and Other Financial Sources, which is primarily due to a decrease in debt sales. Changes in Use of Money & Property and Charges for Services are primarily due to the reclassification of some revenue types, rather than significant changes in overall revenue. All Funds Revenue Comparison of FY2014 versus FY2015 FY2014 Adopted FY2015 Adopted Percent Change Property Taxes $ 50,307,189 $ 51,608,730 2.6% Other City Taxes $ 5,461,284 $ 3,247,124 -37.5% Licenses & Permits $ 2,193,586 $ 2,265,527 3.3% Use of Money & Prop $ 6,953,361 $ 2,263,791 -67.4% Intergovernmental $ 42,254,005 $ 40,984,912 -3.0% Charges for Services $ 33,067,340 $ 39,115,542 18.3% Miscellaneous $ 6,080,826 $ 6,522,542 7.3% Other Financial Sources $ 20,623,015 $ 13,533,417 -34.4% Total $ 166,940,606 $159,541,585 -4.4% 2.4% 1.5% 7.5% 0.5% 22.1% 3.4% 2.1% 4.5% -0.7% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 FY2014-15 Expenditures by Category & Percent Change from Previous Year Adopted Budget excludes transfers 15 It is important to consider how the overall revenue and expenditure recommendations in this budget will impact local households and businesses. Businesses will realize tax savings from the outlined reduction in the property tax levy to $16.71. Just three years ago, Iowa City's rate was $17.84, which means the fiscal year 2014-15 rate represents a 6.3% decrease over three years. The amount of services provided, such as water, sewer and stormwater vary considerably among businesses and therefore total financial impact numbers are not able to be quantified for a 'typical' business. However, with the savings in property taxes, it is believed that the majority of businesses in the Iowa City community will pay less in taxes and fees compared to the previous year. Though in comparison to neighboring jurisdictions, Iowa City businesses will still be paying higher rates. On the residential side, it is easier to determine an overall financial impact to an average household. The following bar chart illustrates the estimated financial impact to the average household in Iowa City. Despite a lower property tax rate, it is estimated that a typical household (assuming $100,000 assessed property value) will pay approximately $3.50 more per month, or $42 per year, in taxes and fees for basic city services in fiscal year 2014-15. This is due to the increase in the state rollback percentage, which makes a greater percentage of assessed residential property value taxable, a 5% increase in the Water rate, and a $0.40 increase in the Refuse Collection rate, which will be discussed below. Property Taxes 32% Other City Taxes 2% Licenses & Permits 1% Use of Money & Prop 1% Intergovernmental 26% Charges for Services 25% Misc. 4% Other Financial Sources 9% All Funds Revenue Sources 16 General Fund Highlights The General Fund, which includes services such as police, fire, parks and recreation, and general government, represents approximately 30% of the total budget. General Fund operations are largely supported by property taxes, which constitute approximately 61% of the total revenue in this fund. A complete breakdown of General Fund revenue sources can be viewed in the following pie chart. FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 Property Taxes $814 $833 $866 $876 $888 $909 Stormwater $24.00 $24.00 $30.00 $36.00 $42.00 $42.00 Refuse $174.00 $186.00 $186.00 $186.00 $186.00 $191.00 Sewer - 800 cubic feet $432.96 $432.96 $432.96 $432.96 $432.96 $432.96 Water-- 800 cubic feet $328.08 $328.08 $328.08 $328.08 $328.08 $344.48 Percent of annual change 1.9%1.8%2.2%0.9%0.9%2.3% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% $- $500.00 $1,000.00 $1,500.00 $2,000.00 $2,500.00 Annual Financial Impact to the Average Household Property Taxes 61% Other City Taxes 5% Licenses & Permits 3% Use of Money & Property 1% Intergovernmental 7% Charges for Fees & Services 3% Miscellaneous 10% Other Financing Sources 10% FY2015 Revenues & Other Financing Sources excludes transfers 17 For economic competitiveness reasons, reducing the property tax rate in recent years has been a clear priority in assembling City budgets. The taxable valuation of property subject to all levies in Iowa City increased 3.1% for FY 2014-15, primarily due to an increase in the State of Iowa rollback percentage on residential properties. The rollback percentage defines how much of residential assessed value becomes taxable in any given year. The following chart depicts the change in taxable valuations over the last six years. The budget reflects a reduction of $0.10 in the tax levy, which will bring Iowa City's rate to $16.71. The reduction is being achieved through several internal strategies, as well as through an increased rollback figure being applied by the State of Iowa. The internal strategies employed to achieve a lower rate include the following: • Debt restructuring and early bond retirement strategies pursued by the Finance Department • Favorable health insurance premium rates • Pursuing equitable cost sharing arrangements from other taxing jurisdictions for municipal services provided beyond Iowa City's borders • Achieving operational efficiencies in our departments; this budget contains one new engineering staff position, with a net reduction of 7.5 FTE across all departments • Selected user fee increases that reduce property tax subsidies FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 Taxable valuations $2,515,989,363 $2,686,242,752 $2,774,415,800 $2,900,995,801 $2,975,085,246 $3,068,659,061 Percent of change 4.4%6.8%3.3%4.6%2.6%3.1% $- $500,000,000 $1,000,000,000 $1,500,000,000 $2,000,000,000 $2,500,000,000 $3,000,000,000 $3,500,000,000 Six Year Trend of Taxable Valuations excludes applicable increment 18 The projected reduction in the property tax rate follows similar actions taken by the City Council in fiscal years 2013 and 2014. Combined, these efforts have contributed to narrowing the gap between Iowa City¶s rate and that of neighboring municipalities and other comparable jurisdictions in Iowa. The projected property tax rate of $16.71 in this budget reflects the lowest level it has been since 2001-02. These efforts not only produce real savings, but they also send a positive message that Iowa City is committed to enhancing the local business environment. The percentage of commercial properties¶ value that is taxable will also drop 5% in FY2015, a result of 2013 state legislative changes, reflected in the chart above. 2013 State legislation also enacted the Iowa Business Property Tax Credit program to lower property tax burden on businesses savings from this program are not reflected in the chart above. For residential property owners, the combination of the increased State rollback and the lower property tax rate will mean that a property assessed at $100,000 will pay an estimated additional $21 in City property taxes in the coming year. This is primarily the result of the increased rollback percentage, which causes a larger portion of the assessed value to become taxable. The following chart is provided for a greater historical perspective on Iowa City¶s municipal tax rate: Below is a detailed breakdown of the City¶s property tax asking for fiscal year 2014-15 compared to the previous year: FY 2012 FY 2013 FY 2014 FY 2015 City Property Taxes $8,921 $8,634 $8,403 $7,935 $7,400 $7,600 $7,800 $8,000 $8,200 $8,400 $8,600 $8,800 $9,000 Iowa City Property Taxes Paid on a $500,000 Commercial Property A p r o j e c t e d r e d u c t i o n o f $ 9 8 6 o v e r a f o u r y e a r p e r i o d F Y 0 4 F Y 0 5 F Y 0 6 F Y 0 7 F Y 0 8 F Y 0 9 F Y 1 0 F Y 1 1 F Y 1 2 F Y 1 3 F Y 1 4 F Y 1 5 I o w a C i t y T a x R a t e1 7 . 5 9 6 1 7 . 3 1 4 1 7 . 7 2 9 1 7 . 3 0 2 1 7 . 2 9 7 1 7 . 7 1 7 1 7 . 8 5 3 1 7 . 7 5 7 1 7 . 8 4 2 1 7 . 2 6 9 1 6 . 8 0 5 1 6 . 7 0 5 P e r c e n t C h a n g e4 . 6 6 % - 1 . 6 0 % 2 . 4 0 % - 2 . 4 1 % - 0 . 0 3 % 2 . 4 3 % 0 . 7 7 % - 0 . 5 4 % 0 . 4 8 % - 3 . 2 1 % - 2 . 6 9 % - 0 . 6 0 % $ 1 0 . 0 0 $ 1 1 . 0 0 $ 1 2 . 0 0 $ 1 3 . 0 0 $ 1 4 . 0 0 $ 1 5 . 0 0 $ 1 6 . 0 0 $ 1 7 . 0 0 $ 1 8 . 0 0 $ 1 9 . 0 0 $ 2 0 . 0 0 I o w a C i t y P r o p e r t y T a x R a t e T r e n d 19 LEVIES FY2014 Adopted FY2015 Adopted Dollars Tax Rate per $1,000 Dollars Tax Rate per $1,000 General Fund Tax Levies: General $ 24,085,298 8.100 $ 24,843,199 8.100 Transit $ 2,824,819 0.950 $ 2,913,708 0.950 Tort Liability $ 869,033 0.292 $ 896,379 0.292 Library $ 802,843 0.270 $ 828,107 0.270 Subtotal: $ 28,581,993 9.612 $ 29,481,393 9.612 Agland Levy $ 4,781 3.004 $ 4,798 3.004 General Fund Property Taxes $ 28,596,774 $ 29,486,191 Special Revenue Levies: Employee Benefits $ 9,406,082 3.164 $ 9,088,654 2.963 Subtotal: $ 9,406,082 3.164 $ 9,088,654 2.963 Debt Service $ 12,039,013 4.030 $ 12,753,095 4.130 Total City Levy Property Taxes: $ 50,027,088 16.806 $ 51,327,940 16.705 % Change from prior year: 0.19% -2.68% 2.60% -0.60% SSMID Levy $ 275,320 2.000 $ 280,790 2.000 Total Property Taxes $ 50,307,189 ---- $ 51,608,730 ---- On the expense side, General Fund operations largely consist of personnel related expenses. As a result, significant reductions in General Fund expenditures typically require a reduction in staffing levels. In the fiscal year 2014-15 budget, an estimated 69% of General Fund expenditures are personnel related. A complete view on General Fund expenditures by category can be viewed in the following pie chart. Services 16% Supplies 3% Capital Outlay 7% Contingency 1% Personnel 69% Debt Service 4% General Fund Expenditures by Category excludes transfers 20 Over the last three years, there has been a concerted effort to control General Fund expenses through staffing policies. While these initiatives help, they struggle to keep up with rising salary and benefit costs. The General Fund budget reflects a status quo approach to current services. While there is no funding for expanded or enhanced service levels, staff remains committed to identifying efficiencies that strengthen our services without the need for new financial outlay. Items of note in the General Fund budget include: • The budget allows for the flexibility to achieve internal efficiencies through department restructuring. Most notably, the City Manager’s Office will be taking steps to merge the Planning and Community Development Department with the Housing and Inspections Services Department. This budget neutral change will be fully implemented in 2015. • Initiatives have been incorporated into the General Fund to address each of Council’s strategic plan priorities, including those that meet sustainability and inclusiveness goals. • The budget incorporates fee increases approved by Council for the Parks and Recreation Department in December of 2013. Enterprise / Business Fund Highlights Enterprise or Business Funds refer to specific operations that are intended to be self-sustaining, or without need of subsidy from property taxes or revenue sources other than fees collected that are directly related to the operation. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Transfers In Budgeted Expenditures Transfers Out Est Fund Balance 6/30/15 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2015 % of Exp & Trans Out Parking 5,167,627 843,550 4,238,247 1,343,550 6,251,867 1,679,996 4,571,871 81.91% Transit 4,032,763 2,971,842 6,544,321 110,388 3,851,671 1,745,925 2,105,746 31.64% Wastewater Treatment 13,283,613 4,559,962 10,332,884 8,459,962 22,362,456 9,860,329 12,502,127 66.53% Water 9,242,556 2,008,715 8,075,239 4,256,340 9,681,710 4,194,487 5,487,223 44.50% Refuse Collection 3,017,982 - 3,006,805 - 755,691 - 755,691 25.13% Landfill 5,288,063 835,601 4,375,589 1,397,087 24,443,794 20,703,026 3,740,768 64.80% Airport 322,091 68,415 358,380 32,126 347,331 100,000 247,331 63.34% Stormwater Management 1,202,321 - 705,953 - 1,613,130 - 1,613,130 228.50% Broadband Telecomm. 687,580 25,000 688,566 80,000 1,501,918 270,059 1,231,859 160.28% Housing Authority 7,393,837 - 7,343,842 44,737 6,168,087 2,775,386 3,392,701 45.92% 21 Each of the City's enterprise funds are in a stable condition. In order to maintain healthy reserves there are several fee increases included in the budget. Those increases are noted with other significant changes or issues below: • The Parking Fund does not contain rate increases after a completely revised rate schedule was implemented this calendar year, including the ‘first hour free’ promotion in ramps. Revenues under the new rate schedule have exceeded initial projections; feedback on expanded payment options has been largely positive. • Last year’s budget document noted that a water rate increase may be necessary in FY15 to fund much needed infrastructure improvements and repairs. A rate study conducted in 2008 noted that while the Water Fund has sufficient resources to cover current operational expenses, revenues are not capable of funding much needed infrastructure repairs. The rate study recommended a rate increase of 5% in FY2010 followed by 3% in FY2011. Further, the last three water rate changes were all decreases of 5% in 2003, 2004, and 2006. In light of this information and planned capital improvements/repairs in the water distribution infrastructure, this budget proposes a 5% increase in water fees in both FY2015 and FY2016. • A $0.40 increase in refuse collection fees is also proposed in this budget, taking the fee from the current $11.40 to $11.80 per month. This amounts to an annual increase of $4.80 on residential customers. Internal Service Fund Highlights Internal Service Funds serve needs that are internal to the City as an organization. The budgeted revenues, expenditures and corresponding fund balances are detailed in the following table. Fund Estimated Revenues Budgeted Expenditures Transfers Out Est Fund Balance, 6/30/2015 Restricted, Committed, Assigned Unassigned Fund Balance, 6/30/2015 % of Exp & Trans Out Equipment 5,919,870 6,643,635 790,000 7,932,812 6,550,968 1,381,844 18.59% Risk Management Loss Reserve 1,398,223 1,495,273 - 3,129,983 - 3,129,983 209.33% Information Technology 1,901,016 2,077,726 - 1,906,598 - 1,906,598 91.76% Central Services 238,071 241,938 - 748,396 - 748,396 309.33% Health Insurance Reserve 7,678,437 7,703,828 - 10,342,791 3,954,092 6,388,699 82.93% Dental Insurance Reserve 365,000 379,829 - 88,573 - 88,573 23.32% All funds are in good condition with healthy balances. Strong balances create reserves that can provide flexibility to deal with unexpected costs or opportunities. Of particular note is the Health 22 Insurance Reserve Fund, which has strengthened in recent years due to relatively low increases in premium costs. Capital Improvement Plan Highlights The capital budget proposed for fiscal year 2014-15 totals $50,578,591 and the five year Capital Improvement Plan (CIP) totals $223,887,986. The majority of CIP projects in the five year period improve the local transportation network and municipal utility system. The five year program continues to reflect the City Council¶s priorities established in previous fiscal years. As funding allows, non-committed dollars are directed toward critical infrastructure projects and initiatives that address the City Council¶s strategic plan priorities. Of particular note is the end of the 1% voter approved Local Option Sales Tax (LOST) that expired in June of 2013. These funds have been collected to fund flood recovery and mitigation projects, most notably the Gateway Project (Dubuque Street) and the South Wastewater Plant Expansion. Other funding sources, including local monies are expected to be required to supplement LOST revenues on these high dollar projects. In FY 2014-15, staff is projecting the issuance of approximately $8.39 million in general obligation bonds. The use of general obligation bonds is required in order to carry out the projects that are being recommended. The level of bonding projected is well below the thresholds established by the State of Iowa and is consistent with Iowa City¶s own internal debt policies. S t r e e t s , B r i d g e s & T r a f f i c E n g . 5 1 % G e n e r a l G o v e r n m e n t 1 % W a t e r / W a s t e w a t e r / S t o r m w a t e r 1 6 % L a n d f i l l 2 % T r a n s p o r t a t i o n S e r v i c e s 1 1 % C u l t u r e & R e c r e a t i o n 4 % P u b l i c S a f e t y 2 % A i r p o r t 5 % C o m m u n i t y & E c o n o m i c D e v e l o p m e n t 7 % C a p i t a l I m p r o v e m e n t s P r o g r a m b y C a t e g o r y 2 0 1 4-2 0 1 8 P e r c e n t a g e s d o n o t t o t a l 1 0 0 % d u e t o r o u n d i n g . 23 Examples of significant projects planned for the coming fiscal years include: (Sorted by strategic plan priority or other critical need identification) Note many projects span several fiscal years and may not be fully completed in 2014-15. Projected costs include those already incurred in prior years and costs anticipated in future years. Capital improvements utilize multiple funding sources. Flood Recovery and Mitigation • South wastewater plant expansion ($54.9 million) • Gateway project ($51.3 million) • North Wastewater Plant Demolition ($6.0 million) • West side levee project ($5.7 million) • Animal shelter facility construction ($3.2 million) Critical Infrastructure Need / Committed Projects • Dubuque Street / I-80 pedestrian bridge ($2.1 million) • Washington St. water main replacement ($0.8 million) • 1st Avenue water main replacement ($0.6 million) • Sycamore St. – City limits to S. Gilbert ($4.5 million) Strategic Economic Development Activities • Moss Ridge Road design and construction ($4.9 million) • Lower Muscatine Road reconstruction ($9.2 million) • First Avenue railroad crossing ($8.4 million) • Towncrest redevelopment/streetscape ($2.5 million) A Strong Urban Core • Parking facility and enforcement automation ($2.8 million) • Parking facility restoration repair ($1.9 million) • CBD streetscape enhancement project ($5.4 million) • Riverside Drive pedestrian tunnel ($1.5 million) • Riverfront Crossings development ($1.6 million) • Burlington/Madison intersection and median ($1.6 million) • Burlington/Clinton intersection improvements ($1.1 million) • Riverfront park at former wastewater site ($1.5 million) Healthy Neighborhoods • Elementary school recreation facility partnership ($0.8 million) • Neighborhood park improvements ($1.5 million) • Iowa River Trail, Benton to Sturgis Park ($2.3 million) • Hwy 1 sidewalk/trail Riverside to Sunset ($1.3 million) • Various miscellaneous utility, road/trail/sidewalk/curb ramp and park repair line items 24 As illustrated above, staff¶s recommendations on CIP projects are driven by the strategic plan priorities and those projects that are already committed. While there are several additional projects that would further these goals, the City must balance fiscal pressures and limit projects that increase operating costs in future years. Debt Service The State of Iowa limits City debt to no more than 5% of the total assessed value of taxable property within the corporate limits as established by the City Assessor. The budget anticipates an outstanding debt of $64 million at FY2014-15 year end, which is 1.3% of total valuations and well below the State of Iowa threshold. Considering these figures, Iowa City is carrying debt equal to roughly 27% of the allowable level. The following chart provides a historical view of Iowa City¶s debt in relation to the allowable debt level. Iowa City s internal fiscal policy was revised in April 2010 to specify that the "debt service levy shall not exceed 30% of the city levy in any one fiscal year´. The FY 2014-15 budget includes a debt service levy that is approximately 25% of the total levy. The budget continues to reflect prudent borrowing practices, which help preserve financial flexibility and ultimately lower the cost of borrowing. Over the last several years, Iowa City has worked to reduce its debt load, which in turn has helped to lower property tax rates in the community. 25 Issues on the Horizon This year’s budget was developed with an understanding that revenue sources in future years will be dramatically affected by 2013 reforms at the state level concerning commercial property taxes, the tax classification of multiple-family buildings, and the allowable growth percentage. Some type of property tax reform has been anticipated for several years; this proposed budget continues the advance planning exercised over this period. The statewide changes will disproportionately affect growing communities with large multi-family residential markets like Iowa City. While the total effect of these reforms is uncertain, an early estimate places the potential cumulative lost revenue for Iowa City over the next ten years at up to $50 million. Thus, it is imperative that the City continues to pursue initiatives that reduce the overreliance on property tax revenue and ensure services are being delivered in the most efficient manner possible. Prudent financial decisions in recent years, including those that streamline operations, reduced debt loads, and the shift of Transit operations to an enterprise fund has provided the City some flexibility in dealing with declining property tax revenue, however, in order to maintain services at or near current levels this level of planning must continue. To do otherwise is to risk precipitous drops in service levels or rapidly increasing tax rates as the effects of state reforms are fully realized. While the state legislature intends that a portion of the revenue lost to cities through 2013 reforms will be ‘backfilled’ by state funding, it has historically been the case in such situations that future state legislatures do not follow through with backfill funding. Thus, this budget recommends changes to the City’s financial policies that will establish an emergency fund, according to industry best practices supported by ratings agencies, to be used for replacement of backfill revenue should it fail to materialize. Other possible uses for such emergency funds include disaster relief and mitigation funding; health care, insurance, or pension funding anomalies or emergencies; the avoidance of any defaults from the payment of long term or bonded debts; or any other financial emergency declared by the City Council. Given the community’s need to become more economically competitive in our taxing structure, it is unlikely that increases in the property tax rate to offset the loss in revenue will be a palatable option. With the decreasing taxable percentage of commercial property, rate increases would disproportionately affect residential property owners. Rather, it is more realistic that a combination of service cuts and revenue enhancements will need to be considered by the community. One option to diversify revenue sources is to pursue a vote on a local option sales tax. Having achieved its intended purpose for flood recovery, the City did not pursue extending the LOST that expired June 30, 2013. From 2009 to 2013 the LOST generated close to $35 million, all of which is being used for the relocation of wastewater treatment operations outside of the flood plain and the Iowa City Gateway project. Reinstatement of the local option sales tax could help diversify revenue sources and fund expanded initiatives to achieve strategic plan goals. Thus, I recommend a study committee to explore the concept and identify potential uses of LOST revenue. Potential uses could include transportation infrastructure (both road and bicycle), property tax relief, affordable housing initiatives, neighborhood school partnerships, and sustainability projects. 26 The City’s enterprise funds are in stable condition. Recent and ongoing capital investments in Water and Wastewater plants will provide a solid utility foundation, however aging distribution infrastructure necessitate the rate increase recommended in this budget. We continue to work through the rebuilding of the landfill cell that was destroyed by the 2012 fire. Fortunately, the landfill reserves appear to be healthy enough to support the rebuilding of the cell without significant cost increases to the public. However, the reserve levels will be depleted to points that will limit short-term flexibility to respond to unexpected operational or capital needs. Moving forward, reserve levels will be analyzed to ensure proper funding of closure and post-closure reserves, as well as adequately funding the replacement reserve. From a capital investment standpoint, the City is continuing to move into the flood mitigation construction phase. The flood projects have consumed a significant amount of City staff time and financial resources. As the community initiates and completes these important projects, more focus and attention can be turned to assignments that directly relate to the organization’s strategic plan. Conclusion and Acknowledgements This budget document reflects Iowa City’s focus on providing high quality municipal services in a fiscally responsible manner. It was crafted with guidance provided by the City Council through the Strategic Plan. Specifically, the budget takes another step forward in becoming more economically competitive in our region, while providing prudent levels of resources for valued services and capital projects that align with stated goals and can demonstrate positive returns for the community. The City’s financial condition remains strong and our reserve levels provide sufficient flexibility in the event of unexpected conditions. Activities associated with further recovery from the recent recession and rebuilding from the 2008 flood are projected to provide economic stability in the region. While property tax reform will create funding challenges in the upcoming years, with proper planning and realistic priority setting the City will be in a position to achieve our long-term goals. In conclusion, I would be remiss if I did not acknowledge the efforts of our department heads, supervisors, and staff in submitting responsible spending plans for the coming year. I would like to specifically recognize the efforts of the Finance Department, led by Director Dennis Bockenstedt. Additionally, I would like to recognize the hard work and analysis of Budget Analysts Deb Mansfield and Nick Schaul, Administrative Secretary Cyndi Ambrose, and Administrative Analyst Simon Andrew. The compilation of this complex document requires a significant amount of work, which was largely performed by these five employees in the Finance Department and City Manager’s Office. Sincerely, Thomas M. Markus City Manager 27 City of Iowa City, Iowa Strategic Plan Priorities After review and discussion, the City Council identified the following as their strategic planning focus for 2014-15: Fostering a more INCLUSIVE and SUSTAINABLE Iowa City through a commitment to: ‡ Healthy Neighborhoods ‡ A Strong Urban Core ‡ Strategic Economic Development Activities ‡ A Solid Financial Foundation ‡ Enhanced Communication and Marketing It should be noted, that the City Council has placed an emphasis on making Iowa City more inclusive and sustainable. These two goals are intended to filter through all of the City¶s activities and thus were not listed as a single isolated priority in the strategic plan. They are rather guiding principles that should be considered w hen working within each of the stated priorities. As in previous years, staff will prepare an Action Plan for City Council review and approval. The Action Plan will set forth specific goals, defined actions and designation of responsibilities. The status of implementation of the Action Plan will be reviewed on a regular basis with the City Council. Initiatives During the strategic planning session, the City Council identified several new initiatives that will be combined with on-going commitments from the 2012-13 Strategic Plan and incorporated into the new Action Plan for 2 014-15. Those new initiatives include: Healthy Neighborhoods ‡ Evaluate programs and methods to promote affordable housing including city specific and regional actions ‡ Partner with the ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long-term sustainability Strategic Economic Development Activities ‡ Inform the City Council and the Iowa City community about current programs and services provided b y City, Chamber of Commerce, ICAD and others to foster local business growth and economic development and review duties and responsibilities of the various org ani]ations engaged in economic development in Iowa City ‡ Forge additional partnerships with the University of Iowa (Research Park, mixed use, etc.) ‡ Examine enhancing the CDBG micro-enterprise loan program to demonstrate to the general public that Iowa City is committed to serving all populations and ensuring the long-term sustainability of the community. 28 Enhanced Communication and Marketing • Advance intent of Ad Hoc Diversity Committee recommendations and develop new programs/initiatives that directly respond to ongoing concerns • Increase the diversity of city staff and department leadership • Explore ways to facilitate and improve relations between city staff and minority residents • Achieve greater racial/ethnic diversity on city boards and commissions • Examine alternative approaches to delivering services and programs for senior citizens • Consider establishing council member “listening posts” on a regular basis in different parts of the city; consider the possibility of joint listening posts with representatives of other governing bodies • Meet on regular basis with members of the ICCSD board • Develop comprehensive communications plan and a marketing strategy for the community • Incorporate the 2013 Sustainability Assessment findings into operations and develop an associated action plan for the community. Strategic Plan and the Budget This FY 2015 budget was prepared with a strategic plan serving as a backdrop. In preparing the budget, the City recognized the impact that funding decisions would have on future progress to the organization’s stated priorities in the plan. As a result, this budget aims to provide resources that accomplish the following objectives: 1. Maintain the City’s core municipal services at levels that meet or exceed community expectations, and 2. Direct discretionary funding to projects and initiatives that directly align with the stated priorities of the Strategic Plan, and 3. Continues to strengthen the City’s strong financial foundation and enhance the budget document through the incorporation of best practices in the industry. Each year as the strategic plan is modified or updated, the City will incorporate such changes throughout the organization, including into the budget document. Through a continual improvement process that is guided by an organizational strategic plan, the City will continue to make progress toward the community’s stated goals and priorities. 29 City of Iowa City Other Planning Processes Comprehensive Plan/District Plans - The City of Iowa City Comprehensive Plan, titled Iowa City 2030, was adopted in the summer of 2013; it presents a vision for Iowa City, provides a strategy for realizing the vision and sets policies for the growth and development of specific geographic areas of the city. The Comprehensive Plan guides decisions on planning and development issues as they arise. The plan evolves as amendments are made. The plan divides the community into ten planning districts. Detailed plans will be conducted for each planning district to address the unique issues, features and goals of the different parts of the city. This process involves extensive citizen participation so that the people of Iowa City help determine the future of their community. Once adopted by the City Council, the district plans become part of the Iowa City Comprehensive Plan. Airport Five-Year Strategic Plan - The Iowa City Municipal Airport exists to serve the general aviation needs of the greater Iowa City community. This strategic plan is to guide the direction of the Iowa City Municipal Airport for the period fiscal years 2011-2015. Through implementation of the 1996 Iowa City Municipal Airport Master Plan and FAA Airport Layout Plan, facilities will be maintained and upgraded to comply with the latest safety features and Federal Aviation Administration regulations. Fire Strategic Plan - In an effort to work toward self-improvement, the ICFD contracted with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the department’s path into the future - this resulted in the development and implementation of a “Community- Driven Strategic Plan.” The strategic plan was written in accordance with the guidelines set forth in the CFA I Fire & Emergency Service Self-Assessment Manual 8th Ed., and is intended to guide the organization within established parameters set forth by the authority having jurisdiction. The CPSE utilized the Community–Driven Strategic Planning process to go beyond just the development of a document. It challenged the membership of the ICFD to critically examine paradigms, values, philosophies, beliefs and desires, and challenged individuals to work in the best interest of the “team.” Furthermore, it provided the membership with an opportunity to participate in the development of their organization’s long-term direction and focus. Members of the department’s external and internal stakeholders’ groups performed an outstanding job in committing to this important project and remain committed to the document’s completion. The Iowa City Fire Department’s Strategic Plan sets forth a comprehensive vision and mission statement that provides the agency with a clear path into the future. Additionally, this strategic plan identifies the core values that embody how the agency’s members, individually and collectively, will carry out the agency’s mission. In the following pages, the ICFD identifies its goals, objectives, and strategies that will allow the agency to realize its vision. 30 Capital Improvement Plan – The five-year capital improvement program is developed and updated annually through a process involving all City departments in the collection and review of the capital improvement needs of the City. The plan reviews, plans, and prioritizes the capital replacement and capital expansion needs of the City in coordination with the City’s financial strengths. The first year of the City’s five-year capital improvement plan is integrated into the City’s financial plan in the Capital Projects fund section. Park Master Plan - The Iowa City Parks, Recreation and Trails Master Plan is intended to help meet the needs of current and future residents by positioning Iowa City to build on the community’s unique parks and recreation assets and identify new opportunities. The citizen- driven plan establishes a clear direction to guide city staff, advisory committees, and elected officials in their efforts to enhance the community’s parks system, open space, trails, recreation facilities, programs, and services. Iowa City Public Library Strategic Plan – The Library’s current strategic plan covers years FY11-FY15. The plan establishes the Library’s mission to be, “an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas.” The plan also establishes four primary goals including making the library easier to use and more accessible, improving visibility and awareness, developing partnerships, and providing resources to the community. A strategic planning process update has begun that will address library services in FY16 and beyond. Long Range Transportation Plan - The Long Range Transportation Plan is the transportation vision for the community in the same way that a comprehensive plan is the land use vision for a municipality. A comprehensive plan provides the basis for subsequent zoning and subdivision laws in a municipality, and the long range transportation plan should provide a similar basis for the programming of projects for all modes of transportation, specifically federally-funded transportation. The Long Range Transportation Plan should be consistent with the land use plans of individual entities that belong to Metro Planning Organization of Johnson County (MPOJC). The Long Range Transportation Plan is subject to a public comment process which assures that members of the public have had adequate opportunity to comment on the provisions of the proposed plan. The Plan should reflect priorities for the community that can be translated into politically and financially feasible transportation projects. Metro Bicycle Master Plan - The Johnson County Council of Governments (JCCOG) Metro Bicycle Master Plan outlines a strategy to create an accessible, coordinated, safe, and comfortable bike network that is bolstered by targeted education and encouragement programs, as well as enforcement and policy recommendations that expand the bicycle network. The scope of the plan includes the Urbanized Area and important links to surrounding areas. The process involved the coordination of plans from five communities, Johnson County, and the University of Iowa as well as a public input process. 31 City of Iowa City Citi]ens City Manager City Manager Communications Office Human Resources Human Rights Cable Television Airport Operations Iowa City Municipal Airport City Attorney City Clerk Library Board Airport Commission Library Library Operations Library Foundation Fire Administration Emergency Operations Fire Prevention Training Police Administration Administrative Services Field Operations Parks & Recreation Administration Recreation Park Maintenance Cemetery Operations Finance Administration Accounting Purchasing Revenue Risk Management Information Technology Services Housing & Inspection Services HIS Administration Building Inspections Housing Inspections Housing Authority Senior Center Planning & Community Development Administration Urban Planning Community Development Economic Development Neighborhood Services Metropolitan Planning Organi]ation of Johnson County Human Services Public Works Administration Engineering Services Streets Operations Wastewater Treatment Water Refuse Collection Landfill Storm Water Operations Equipment Replacement Transportation Services Parking Public Transportation City Council 32 City Clerk: Marian .arr Office Location: 410 E. Washington St. Phone: (319) 356-5043 Boards and Commissions: The Citi]ens Police Review Board, based on a citi]en initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing citi]ens¶ views on the policies, practices and procedures of the Iowa City Police Department. City Clerk Personnel: FY2013 FY2014 FY2015 Total FTEs 4.00 4.00 4.00 CITY CLER. MISSION STATEMENT The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. DEPARTMENT DESCRIPTION The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk s office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk s office assists both staff and the general public in researching information. Taxi company licenses and driver authori]ation, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk s office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk s office also provides staff support for the Citi]ens Police Review Board (CPRB). 33 City Attorney: Eleanor Dilkes Office Location: 410 E. Washington St. Phone: (319) 356-5030 City Attorney Personnel: FY2013 FY2014 FY2015 Total FTEs 5.60 5.60 5.60 CITY ATTORNEY MISSION STATEMENT The City Attorney¶s Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. DEPARTMENT DESCRIPTION The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney s Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents oversees property acquisition needed for public improvements prepares legal opinions for Council and City staff and represents the City in litigation in which the City is involved, including violations of City ordinances. 34 City Manager: Tom Markus Office Location: 410 E. Washington St. Phone: (319) 356-5010 CITY MANAGER MISSION STATEMENT The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City¶s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City¶s citi]ens, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. DEPARTMENT DESCRIPTION The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City¶s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of all City departments and advises the City Council on matters relating to planning, development, and municipal operations. The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City¶s website and intranet, utili]es social media to promote City events and programs, and works closely with the Cable TV division on public programming. The Human Resources division provides services in the areas of employee & labor relations, collective bargaining, civil service compliance, employee benefits administration, recruitment of prospective employees, personnel policy development & administration, and administration of applicable employment laws. The Human Rights division enforces antidiscrimination laws, conducts trainings, and serves as staff to the Human Rights Commission. City Manager¶s Office Divisions General Fund: Enterprise Fund: City Manager Ɣ Cable Television Communications Office Human Resources Human Rights 35 City Manager Personnel*: FY2013 FY2014 FY2015 Total FTEs 17.63 17.63 16.63 The Cable Television division schedules programming for City Channel 4 and manages the channel¶s website. The division also operates cable Channel 5 and produces local government and community video programming. Cable Television monitors cable franchise agreement compliance, regulates basic cable service rates, and provides a complaint resolution service for citi]ens with the local cable company. 36 Finance Director: Dennis Bockenstedt Office Location: 410 E. Washington St. Phone: (319) 356-5050 FINANCE DEPARTMENT Finance Department Divisions: General Fund : Internal Service: Administration Ɣ Information Technology Services Accounting Ɣ Risk Management Purchasing Revenue MISSION STATEMENT It is the mission of the Finance Department to provide quality services to residents and to safeguard City assets. The role of the Finance Department is to support the operating departments in achieving their program objectives utili]ing effective and efficient financial planning, reporting, and central support systems. DEPARTMENT DESCRIPTION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. Administration also oversees the City¶s Health & Dental Reserves as Internal Service Funds which are maintained for permanent employees¶ health care coverage through the City¶s self- insurance plan. Finance Administration also manages the City¶s Employee Benefits Fund which is a Special Revenue Fund that collects property taxes levied for the purpose of funding public employee benefits such as IPERS, MFPRSI, health insurance, dental insurance, Social Security and Medicare, as well as other similar benefits. 37 Finance Department Personnel*: FY2013 FY2014 FY2015 Total FTE¶s 38.84 38.06 35.18 The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The Purchasing division provides quality service to City departments, protects the City¶s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City¶s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. This division also operates the Central Services Internal Service Fund that manages the City¶s mail and copier operations and other central functions. The Revenue division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The Information Technology Service (ITS) division provides server management, legacy system management, software development, system integration, desktop computer management and support, data network design and management, website application development and management, City phone systems support, and fiber optic network design and management. The Risk Management division is responsible for managing the City¶s property and casualty risks and selecting prudent and cost effective solutions to minimi]e the financial impact of losses to the City. Risk Management also coordinates the City¶s safety and OSHA programs. 38 Police Chief: Chief Sam Hargadine Office Location: 410 E. Washington St. Phone (Front desk/non-emergency): (319) 356-5275 IOWA CITY POLICE DEPARTMENT Police Department Divisions: Administration Administrative Services Field Operations MISSION STATEMENT The mission of the Iowa City Police Department is to protect the rights of all persons within its jurisdiction to be free from crime, to be secure in their possessions, and to live in peace. By pursuing the goals of education, prevention and enforcement, it is the primary objective of the Iowa City Police Department to pursue the ideal of a community free from crime and disorder in a fair, responsive, collaborative and professional manner. DEPARTMENT DESCRIPTION The Administration division oversees the Department¶s 82 sworn officers and 23 non- sworn personnel. Administration is responsible for the management of the Department¶s two operating divisions, Field Operations and Administrative Services. The Administrative Services division supports or provides services to Field Operations. In addition, Administrative Services provides support activities to groups and organi]ations throughout the City. Administrative Services consists of Records, Property and Evidence, Computer Operations, Training / Accreditation, Crime Prevention, Planning and Research, Animal Control, and Community Relations. 39 Police Department Personnel: FY2013 FY2014 FY2015 Total FTEs 103.00 105.00 105.00 The Field Operations division is the part of the police department normally associated with the provision of police services. Field Operations consists of the Patrol and Investigations Sections. 40 IOWA CITY FIRE DEPARTMENT Fire Chief: John Grier Administrative Office Location: 410 E. Washington Street Phone (Administration/non-emergency): (319) 356-5260 Fire Department Divisions  Fire Administration  Emergency Operations  Fire Prevention  Fire Training MISSION STATEMENT The mission of the Iowa City Fire Department is to protect our community by providing progressive, high quality emergency and preventive services. DEPARTMENT DESCRIPTION The Iowa City Fire Department is dedicated to providing the community progressive, high quality emergency and preventive services. Sixty-four full-time firefighters provide fire, medical, technical rescue, and ha]ardous materials emergency response to approximately 68,000 residents in the 24.4 square-mile incorporated area of Iowa City, including the University of Iowa main campus. The department operates from four fire stations and staffs four engine companies, one truck company, and a command vehicle. The Iowa City Fire Department collaborates with many other fire protection agencies at the local, state, and federal levels. Specialty areas include: Fire Investigations, the Johnson County Ha]ardous Materials Response Team, and Special Operations Response Team. The department is organi]ed into four functional program divisions: Fire Administration, Emergency Operations, Fire Prevention, and Fire Training. 41 Iowa City Fire Department community projects include: fire safety education, fire station tours, juvenile fire setters intervention, a mobile fire safe house, a mobile fire sprinkler trailer, ride-along program, the Safety Village, and is a co-leader with Mercy Hospital of the Johnson County SAFE .IDS Coalition. The department¶s community-driven strategic plan for fire protection services will guide the department¶s path into the fut ure. Fire Administration is responsible for all departmental activities, accreditation, the purchase and maintenance of computer hardware & software, and building maintenance. The department attained reaccredited agency status through the Commission on Fire Accreditation International in 2013. The reaccreditation process is currently underway. Emergency Operations services include fire suppression, emergency medical services, technical rescue, and ha]ardous materials response. The Fire Department responds to over 5,000 emergency incidents annually. Fire Prevention provides proactive prevention services, such as fire safety inspections of commercial and University properties, site plan reviews, and fire and environmental safety education. Fire Training plans, develops, and coordinates in-house training activities with the assistance of the Tra ining Committee. Training emphases include emergency medical services, technical rescue, fire suppression, and ha]ardous materials. Equipment and apparatus purchases are also overseen by this division. Fire Department Personnel: FY2013 FY2014 FY2015 Total FTE¶s 65.0 65.0 64.0 42 Housing and Inspection Services Director: Douglas Boothroy Office Location: 410 E. Washington St. Phone: (319) 356-5120 DEPARTMENT OF HOUSING & INSPECTION SERVICES MISSION STATEMENT The mission of the Department of Housing & Inspection Services is to protect the health, safety, and welfare of the general public through the enforcement of a broad range of public health and safety regulations (i.e., ]oning, nuisance, building codes, rental housing, environmental, etc.). The department is responsible for providing affordable housing opportunities through the Housing Choice Voucher, Public Housing, and Homeownership programs. DEPARTMENT DESCRIPTION Housing and Inspection Services (HIS) includes the following General Fund divisions: HIS Administration, Building Inspection, and Housing Inspection. The Iowa City Housing Authority, also part of HIS, is funded with federal grants this division is found in the Enterprise Fund section of this budget. HIS Administration supports departmental divisions to provide high quality, proactive services and programs that protect and enhance the quality of life for all citi]ens through opportunities for affordable housing and the equitable, timely, and effective enforcement of land use regulations while conserving the integrity of neighborhoods. The Building Inspection division enforces a number of codes and ordinances which relate to new construction and the maintenance of existing structures in order to protect the health and safety of the general public, and is entirely supported by permit and inspection-related fees. The division issues building permits for new construction, additions, alterations and repairs, sign and professional permits including mechanical, plumbing, fire sprinkler, and alarms. All building site plans are reviewed and inspections are conducted to ensure safe and proper construction in adherence with code. The division also enforces ]oning ordinances and responds to complaints of nuisance-related ordinance violations. Housing & Inspection Services Divisions General Fund Enterprise Fund Ɣ Administration Ɣ Housing Authority Ɣ Building Inspection Ɣ Housing Inspection 43 Housing & Inspection Personnel: FY2013 FY2014 FY2015 Total FTEs 28.73 25.74 23.74 Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. The Housing Inspection division inspects more than 18,000 rental units biannually, working with property owners, managers, and tenants to ensure conformance with the Iowa City Housing Code. Code language establishes minimum health and safety standards considered necessary to protect and promote the welfare of tenants and the general public. The division also enforces ]oning ordinances and responds to complaints of nuisance-related ordinance violations. The Iowa City Housing Authority (ICHA) division acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide: Information & Education, Housing Assistance, Public & Private partnership opportunities. The ICHA also manages the operations of the Peninsula Apartments reported in the Special Revenue Funds ± Peninsula Apartments Fund. 44 Parks & Recreation Director: Mike Moran Parks Division Office Location: 2275 South Gilbert Street Phone: (319) 356-5107 Recreation Division Office Location: 220 South Gilbert Street Phone: (319) 356-5100 DEPARTMENT OF PAR.S & RECREATION MISSION STATEMENT Provide a high-quality level of leisure time opportunities, increase the number of people served, improve the quality of program delivery, and advocate the benefits of recreational involvement to the general public. We strive to enhance the quality of life for residents of Iowa City by providing cost-effective, quality programs and services, facilities, parks, open spaces, and information as an essential link in creating a dynamic, vital community. Parks & Recreation Divisions Administration Parks Maintenance Recreation Cemetery Operations DEPARTMENT DESCRIPTION The Parks & Recreation Administration division oversees the operation of the Parks Maintenance, Recreation, and Oakland Cemetery Divisions. The division also manages City Hall maintenance operations (Government Buildings), and supports the City¶s Farmers Markets. The Recreation division manages the operation of the City¶s recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special populations involvement programs designed for persons of all ages with special needs. The division also helps organi]e the annual Farmer¶s Market and Market Music programs. 45 Boards and Commissions: A nine member Parks and Recreation Commission is appointed by the City Council to recommend and review policies, rules, regulations, ordinances and budgets relating to parks, playgrounds, recreational centers and cultural functions of the city and make such reports to the City Council as the Commission deems in the public interest. Parks & Recreation Personnel: FY2013 FY2014 FY2015 Total FTEs 44.25 44.25 44.25 The Park Maintenance division oversees the maintenance of the City¶s green space and 43 designated parks. Duties include: cleaning, repairing, and maintaining park shelters mowing, snow and ice removal and repair of park fixtures such as picnic tables and garbage racks. Staff also assist organi]ed sports groups through the operation of lighting and irrigation systems. Staff prepare community gardens and manage dog parks, City Park¶s carnival rides, and the City¶s disc golf course, among others. This division also oversees Forestry and Central Business District maintenance operations. The Cemetery Operations division occupies 40 acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 18,000 interments in the cemetery to date. Staff maintain all cemetery grounds, buildings, equipment, and snow route. Staff assist family members and funeral homes regarding funeral arrangements, manage billing and maintain records, and assist with genealogy requests. 46 Library Director: Susan Craig Location: 123 South Linn Street Phone: (319) 356-5200 LIBRARY ICPL Hours of Operation: Mon-Thurs: 10 am – 9 pm Friday: 10 am – 8 pm Saturday: 10 am – 6 pm Sunday: 12 pm – 5 pm MISSION STATEMENT The Iowa City Public Library is an innovative and responsive community center that supports lifelong learning, literacy, and access to the world of ideas. The Library values and is committed to: intellectual freedom, excellence in customer service, community building, working collaboratively, minimi]ing barriers to use, providing a welcoming environment, and a well-trained staff. DEPARTMENT DESCRIPTION The Iowa City Public Library is the busiest public library building in the state of Iowa. On average, over 225 people enter the building every hour and an average of over 4,300 items are checked out each day. Five public meeting rooms are booked more than 2,100 times a year for a variety of community uses. Programs for children are offered almost every day and in-house computer and wireless use is over 211,000 per year. Online access at www.icpl.org makes collections and information available 24/7. Iowa City Public Library Divisions: Library Operations Library Foundation 47 Boards and Commissions: Nine-member Board of Trustees appointed by the City Council with powers to set policy, employ a Director and staff, expend tax funds allocated by the City Council, contract with other jurisdictions, and receive and spend gift funds and other revenues. Library Personnel: FY2013 FY2014 FY2015 Total FTEs 44.63 45.13 45.13 The Library is governed by a semi-autonomous nine-member board of trustees which is empowered by state law and city ordinance to set policy, determine goals and objectives, direct the use of monies appropriated or gifted to the Library, and to employ staff. Services are offered to residents of Iowa City and, through contract, residents of University Heights, Hills, and rural Johnson County. Reciprocal agreements with other public libraries across Iowa provide for a sharing of services through the Open Access Program. The Library also contracts with the University of Iowa to provide access to children¶s literature materials for education and library science students & faculty. Approximately 82% of funding comes from Iowa City tax support which includes a voter approved .27 levy (per $1,000 taxable valuation). Other major funding sources include contracts for service, library fines, gifts, and building rent. The Iowa City Public Library is separated into two budgetary divisions: Library Operations and the Library Foundation. Operations accounts for Library programs, services, materials, and building maintenance. The Library Foundation’s budget accounts for personnel costs in the Iowa City Public Library Friends Foundation development office. These expenditures are fully reimbursed by the Foundation. 48 Senior Center Coordinator: Linda .opping Location: 28 South Linn Street Phone: (319) 356-5220 SENIOR CENTER Senior Center Hours of Operation: Business Hours Extended Member Hours 8 AM - 5 PM, 7 AM ± 7 PM, Monday ± Friday Monday - Thursday 7 AM ± 5 PM, Friday Building hours are 10:30 AM ± 1:30 PM, often extended to Saturday & Sunday accommodate evening and weekend programming. Please see Calendar of Events for program schedule. MISSION STATEMENT The mission of the Senior Center is to promote optimal aging among older adults by offering programs and services that promote wellness, social interaction, community engagement, and intellectual growth. The Center serves the public through intergenerational programming and community outreach. DEPARTMENT DESCRIPTION Establishing social connections, keeping active physically and mentally, and maintaining contact with the community are cornerstones of optimal aging, and they are what we do best at The Center. Establishing Social Connections Social interaction and engagement is an essential component of all programming. Classes, programs, special events, performance groups, volunteer activities, clubs, and organi]ations all incorporate time for participants to interact with each other. 49 Boards and Commissions: The Senior Center Commission is comprised of seven members with renewable three-year terms. Six members are appointed by the City Council. The seventh at-large member must be a Johnson County resident living outside of Iowa City. This person is appointed by a majority vote of the six Council appointees. Duties and powers of the Commission include serving in an advisory role to the City Council with regard to the needs of the Senior Center. Commission members make recommendations on policies and programs and join staff and other interested persons in seeking adequate financial resources for the operation of The Center. They encourage full participation of older adults in Center programs and activities and work to ensure that The Center is well integrated into the community. Commissioners encourage partnering with other organi]ations to meet the needs of older adults serve in an advocacy role with regard to the needs of older adults and assist the City Manager in the evaluation of personnel. Senior Center Personnel: FY2013 FY2014 FY2015 Total FTEs 6.50 6.50 6.50 Keeping Active, Physically and Mentally Classes: The Center provides abundant educational opportunities. Classes cover everything from literature and fitness to video production, music, and art education. They are taught by knowledgeable volunteers and independent contractors. All are non- credit with no tests or educational prerequisites. Volunteer Service: Center volunteers work as teachers, leaders, project directors, building supervisors, or special project volunteers. They play a critical role in the successful operation of The Center. Notably, this type of volunteering can bring a sense of purpose or meaningfulness to a person¶s life. Maintaining Contact with the Community Community Services Offered at The Center: The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, Senior Nutrition Program, and Respecting Your Wishes all ensure that the community comes into The Center. The Center Reaches Out to the Community: Center volunteers share information about The Center and conduct fundraising activities in a variety of venues. Performances by music, theater, choral, dance and poetry groups are regularly scheduled throughout the community. Performances benefit both the performers and the audience. Performers share their talents with the community and maintain or expand mental fitness and social connections. Viewers enjoy entertainment in an environment that promotes social interaction. 50 PCD Director: Jeff Davidson Office Location: 410 E. Washington St. Phone: (319) 356-5230 DEPARTMENT OF PLANNING & COMMUNITY DEVELOPMENT MISSION STATEMENT It is the mission of the Department of Planning and Community Development to facilitate the successful growth of the community. DEPARTMENT DESCRIPTION The Planning & Community Development (PCD) Department is comprised of the following divisions: The Planning & Community Development Administration division provides professional oversight of PCD divisions. The PCD Administration also oversees the City¶s Tax Increment Financing funds budgeted in the Special Revenue Funds ± Tax Increment Financing Fund. The Community Development division is committed to providing Iowa City residents with access to safe and affordable housing, jobs and services to promote the general economic prosperity and welfare of Iowa City. This is accomplished by coordinating efforts with local agencies, businesses, nonprofit organi]ations and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. The division also oversees the following programs budgeted in the Special Revenue Funds: The Community Development Block Grant (CDBG) program and CDBG Rehab are federally funded programs for community and economic development. Staff makes assessments of community employment opportunities, housing, and services for low and moderate income residents, and use CDBG funds to fulfill identified needs. PCD Department Divisions: General Fund: Administration Community Development Economic Development Urban Planning Neighborhood Services Human Services Special Revenue Funds: Metro Planning Organi]ation of Johnson County (MPOJC) Artist rendering of possible development at Benton St./Riverside Dr. 51 The HOME Investment Partnership program is a federally funded program through the US Department of Housing & Urban Development (HUD). The program provides safe, decent, affordable housing. Other Shared Revenue grants, including Jumpstart Iowa, Ha]ard Mitigation Grant Project Buyout, and Supplemental Community Development Block Grants provide assistance to business and residential flood recovery efforts. The Self-Supporting Municipal Improvement District (SSMID) collects and remits a property tax collected in a special taxing district that is used to promote the downtown development district. The Economic Development division researches, compiles, and analy]es demographic and economic data in order to recommend, implement, and advocate policies and programs designed to further the economic development of Iowa City. Staff members work closely with the Chamber of Commerce, Iowa City Area Development Group (ICAD), University of Iowa, and others in promoting the City as a viable business location. They assist developers and prospective companies with commercial and industrial development projects. Staff advises the City Council, boards and commissions regarding economic development projects and proposals. The Urban Planning division coordinates preparation of the Comprehensive Plan including district plans that focus on development, redevelopment, preservation and conservation issues within the city¶s ten neighborhood districts. Drafting of these plans includes extensive citi]en participation through public planning workshops, surveys and interviews with property owners, developers, realtors, environmental organi]ations and neighborhood groups. The division promotes sustainable growth and development within the city by establishing comprehensive plans and associated policies and regulations that ensure that the best qualities of the city¶s residential, commercial, and employment areas are preserved and supported while promoting new development opportunities that will create long term value for the community. The division fulfills state statutory requirements pertaining to ]oning, development, and historic preservation. The Neighborhood Services division supports and encourages citi]ens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. The Human Services division makes annual allocations to the area¶s human service agencies. Staff coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing recommendations for the allocation of these funds. The division also manages the donation stations for homeless citi]ens. The Metropolitan Planning Organi]ation of Johnson County (MPOJC) is the County- wide planning organi]ation for Johnson County, Iowa. Assistance is provided to MPOJC member agencies in three specific program areas: transportation planning, transportation assistance to small communities, and general human service issues. 52 Boards and Commissions:  The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council.  The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code.  The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts.  The Public Art Advisory Committee administers the Public Art Program by determining the placement of public art, the type of art to be used in a specific project, and the artist to be engaged; overseeing the acceptance of gifts of art; overseeing the maintenance and disposition of public art; and overseeing expenditures of the Public Art Program budget.  Housing and Community Development Commission assesses and reviews policies and planning documents related to the provision of housing, jobs, and services for low and moderate income residents, reviews policies and programs of the Community Development 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. Planning & Community Development Personnel: FY2013 FY2014 FY2015 Total FTEs 19.13 19.15 17.53 Subsequent to adoption of the FY2015 budget a new department has been formed. The Neighborhood & Development Services Department will encompass both Housing & Inspection Services and Planning & Community Development Department. It will be presented as the Neighborhood & Development Services Department beginning in the FY2016 budget. 53 Public Works Director: Rick Fosse Administrative Office Location: 410 E. Washington St. Phone: (319) 356-5141 PUBLIC WOR.S DEPARTMENT Public Works Department Divisions General Fund: Administration Ɣ Engineering Special Revenue: Streets Operations (Road Use Tax Fund) Enterprise: Wastewater Treatment Ɣ Water Refuse Collection Ɣ Landfill Storm Water Internal Service: Equipment MISSION STATEMENT The Public Works Department exists to provide the essential infrastructure and services necessary for the health, safety, and welfare of our community. These services are provided in a manner that will enhance the quality of life of our citi]ens today and for generations to come. DEPARTMENT DESCRIPTION The Public Works Department is comprised of nine operational areas which operate from various locations throughout the city. The Public Works Administration division manages the activities of the nine divisions. Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the Special Revenue Funds ± Energy Efficiency & Conservation Block Grant Fund. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers and stormwater systems and is a General Fund account funded primarily through property tax revenue. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. The Streets Operations division is funded by the Road Use Tax. The Streets Division is responsible for the maintenance of the City s street system. The work duties include maintenance and repair of the City s concrete and asphalt streets, street sweeping, leaf vacuum program and snow plowing. 54 Public Works Personnel: FY2013 FY2014 FY2015 Total FTEs 157.60 153.60 154.60 The Wastewater Treatment division ensures the public health and safety of the citi]ens of Iowa City and locally protects the Iowa River as a water resource for the people of Iowa. The division provides proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. The division is supported primarily through user fees. The Water division is responsible for maintaining clean, safe drinking water for the community. Because of the many water sources on two water well sites, Iowa City has the ability to provide an excellent blend of high quality water as well as an abundant capacity. The division produces and distributes high quality water in a quantity sufficient to meet the residential, commercial, industrial, and firefighting needs of the City. The division is supported primarily through user fees. The Refuse Collection division protects the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. The division is supported primarily through user fees. The Landfill division serves Johnson County, .alona and Riverside. Each year, the landfill takes in about 125,000 tons of trash. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The division is supported primarily through user fees. The Storm Water Management division is administered by the Engineering Division of the Public Works Department. The City of Iowa City has developed programs to reduce the discharge of pollutants carried by storm water into our local waterways. Revenue to support its mission is derived from monthly stormwater utility fees collected from local residents and businesses. The ETuipment division provides repair, preventive maintenance and equipment management services for all major City-owned vehicular equipment with the exception of Transit buses. Fueling services are also the responsibility of the Equipment Division, along with acquisition of new vehicles/equipment and disposition of replaced vehicles/equipment. The division operates as an internal service fund and is supported through chargebacks to City divisions. 55 Transportation Services Director: Chris O¶Brien Parking Office Location: 335 Iowa Avenue Phone: (319) 356-5096 Transit Office Location: 1200 South Riverside Dr. Phone: (319) 356-5151 www.ebongo.org Transportation Services Personnel: FY2013 FY2014 FY2015 Total FTEs 81.00 77.50 77.50 TRANSPORTATION SERVICES Transportation Services Department Divisions: General Fund: Public Transportation Enterprise Funds: Parking Public Transportation MISSION STATEMENT 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 citi]ens and visitors of Iowa City. DEPARTMENT DESCRIPTION The Transportation Services Department manages the City¶s Parking and Public Transportation divisions. Both divisions are self-supporting enterprise funds the Public Transportation division was transferred out of the General Fund and into its own enterprise fund starting in fiscal year 2013. The Parking division consists of Administration, On-street, Parking Lot, and Parking Ramp operations. The division oversees the operation of four parking structures with 2,486 off-street spaces, 1,302 on-street and surface parking lot spaces, and 148 designated motorcycle/scooter spaces. The Public Transportation division consists of Administration, Mass Transit Operations, Fleet Maintenance, and Court Street Transportation Center management. The division operates and maintains a 27 bus fleet serving 19 routes during weekday peak service, as well as contracting with Johnson County SEATS for paratransit service. The Court Street Transportation Center is maintained and operated by the Transit Division. 56 Operations Specialist: Michael Tharp Location: 1801 S. Riverside Drive Phone: (319) 356-5045 Iowa City Municipal Airport Five Year Strategic Plan 2011-2015 Airport Personnel: FY2013 FY2014 FY2015 Total FTEs 1.00 1.00 1.00 AIRPORT VISION STATEMENT The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost-effective general aviation airport that creates and enriches economic, educational, health care, cultural, and recreational opportunities for the greater Iowa City area. MISSION STATEMENT The mission of the Iowa City Municipal Airport is to support the strategic goals of the City of Iowa City and to meet the needs of its stakeholders. DEPARTMENT DESCRIPTION Iowa City¶s Municipal Airport is a general aviation airport located in the southwest part of Iowa City. It is the oldest, continuously operating airport west of the Mississippi. Of the 113 pubic airports in Iowa, the Iowa City Municipal Airport is one of the busiest general aviation airports in the state. A Fixed Base Operator on the airfield provides fuel service, aircraft maintenance, flight instruction, and charter services. The airport has approximately 30,000 take-offs and landings annually and sold over 240,000 gallons of jet fuel and aviation gasoline to aircraft operators in FY2012. Airport staff is responsible for daily operation and maintenance of all airport facilities, including 59 T-Hangars, 6 corporate hangars, other airfield buildings, runways and equipment. The Operations Specialist staffs an administrative office, manages leased areas and contracts, plans and oversees airport-related capital improvements. 57 Non-Budgetary Funds General Fund Special Revenue Funds Debt Service Fund Permanent Funds Enterprise Funds Capital Projects Fund Internal Service Funds General (10**) Community Development Block Grant (2100) Debt Service (50**) Perpetual Care (6001)Parking (710*)Capital Projects Equipment (810*) HOME Grant (2110)Transit (715*)Risk Management Services (8200) Road Use Tax (2200)Wastewater Treatment (720*) Information Technology Services (830*) Other Shared Revenues (2300)Water (730*)Central Services (8400) Energy Efficiency & Conservation Block Grant (2310) Refuse Collection (7400) Health Insurance (8500) UniverCity (2315)Landfill (750*)Dental Insurance (8600) Metro Planning Organization of Johnson County (2350) Airport (7600) Employee Benefits (2400) Stormwater Management (7700) Agency Funds Peninsula Apartments (2510) Cable Television (780*)Project Green (9102) Tax Increment Financing (26**) Public Housing Authority (79**) General Rehabilitation & Improvement Program (2810) Self-Supporting Municipal Improvement District (2820) Major funds City of Iowa City Fund Structure Budgetary Funds 58 59 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 areas: general government administration, public work administration, public safety, cultural and recreational activities, community and economic development.  Special Revenue funds account for proceeds from specific sources (other than those accounted for within capital projects funds) which are usually required by law or regulation to be accounted for in separate funds and to be expended for specific purposes. Examples include the employee benefits tax levy; Community Development Block Grant (CDBG), Road Use Tax receipts; activities of the Metropolitan Planning Organization of Johnson County (formerly known as JCCOG), taxes generated for a Self-Supporting Municipal Improvement District (SSMID), and tax increment financing (TIF) property tax receipts.  The Debt Service Fund accounts for principal and interest payments on the City’s general long-term debt. Funding is provided by the debt service property tax levy, transfers from Water Operations, and loan repayments.  Capital Project funds account for the acquisition and/or construction of major facilities and assets in excess of $25,000.  Permanent funds account for resources in which the entity is restricted to expending earnings and not principal for purposes that support a specific program. The City has one permanent fund, the Perpetual Care fund, which supports the City’s cemetery. Proprietary Funds  Enterprise funds are primarily self-supporting in that they are financed by program and/or user fees for the services provided. Such functions for the City of Iowa City include Parking, Transit, Wastewater Treatment, Water, Refuse / Solid Waste, Landfill, and Storm Water Management. The Iowa City Airport, Cable Television, and Iowa City Housing Authority are also classified as enterprise funds. The Iowa City Airport is not self- supporting at this time and receives $100,000 property tax subsidy each year. Cable Television is funded through a non-exclusive franchise agreement. The Iowa City Housing Authority’s primary funding source is through the Department of Housing and Urban Development (HUD)’s federal grant and voucher programs.  Internal Service funds (non-budgetary) are also self-supporting and financed on a cost- reimbursement basis through charges to the departments and divisions (budgetary units) which utilize their goods and services. Such activities are not reportable, based on the State of Iowa’s budget filing requirements, nor are they reflected in the government-wide financial statements. Funds in this category include Equipment, Information Technology Services, Risk Management, Central Services, and the Health and Dental Reserves. Fiduciary Funds  Agency funds (non-budgetary) are fiduciary funds that account for resources held for the benefit of parties outside the city government. For this reason, agency funds are not appropriated through the budget process, nor are they reflected in the government-wide financial statements. The City has one agency fund presented, Project Green. Agency funds do not report revenues and expenditures; they only report assets and liabilities. 60 City Council Housing & Inspection Services Housing & Inspection Administration City Clerk Building Inspections Housing Inspections City Attorney Housing Authority City Manager Parks & Recreation City Manager Parks & Recreation Administration Communications Office Recreation Administration Human Resources Park Maintenance Human Rights Cemetery Operations Finance Library Finance Administration Library General Accounting Library Foundation Purchasing Revenue Senior Center Police Planning & Community Development Police Administration Planning & Community Development Admin Police Administrative Services Urban Planning Police Field Operations Community Development Economic Development Fire Neighborhood Services Fire Administration Human Services Fire Emergency Operations Fire Prevention Public Works Fire Training Public Works Administration Engineering Services Departments & Divisions by Fund General Fund 61 CDBG Fund Peninsula Apartments Fund Planning & Community Development Housing & Inspection Services Community Development Housing Authority HOME Grant Fund Tax Increment Financing Fund Planning & Community Development Planning & Community Development Community Development Planning & Community Development Admin Road Use Tax Fund General Rehabilitation & Imprv Program Public Works Planning & Community Development Streets Operations Community Development Other Shared Revenues Fund Self-Supporting Municipal Imprv District Planning & Community Development Planning & Community Development Community Development Community Development Energy Efficiency & Conservation Block Grant Public Works Public Works Administration UniverCity Fund Planning & Community Development UniverCity Neighborhood Partnerships Metro Planning Organization of Johnson County Planning & Community Development Metro Planning Organization of Johnson County Employee Benefits Fund Finance Finance Administration Perpetual Care Parks & Recreation Cemetery Operations Departments & Divisions by Fund Special Revenue Funds Permanent Funds 62 Parking Fund Landfill Fund Transportation Services Public Works Parking Operations Landfill Operations Transit Fund Airport Fund Transportation Services Airport Operations Public Transportation Airport Operations Wastewater Treatment Fund Storm Water Management Fund Public Works Public Works Wastewater Treatment Storm Water Water Fund Cable Television Fund Public Works City Manager Water Operations Cable Television Refuse Collection Fund Housing Authority Fund Public Works Housing & Inspection Services Refuse Collection Housing Authority Equipment Fund Central Services Fund Public Works Finance Equipment Purchasing Risk Management Services Fund Health Insurance Fund Finance Finance Risk Management Finance Administration Information Technology Services Fund Dental Insurance Fund Finance Finance Information Technology Services Finance Administration Departments & Divisions by Fund Enterprise Funds Internal Service Funds FINANCIAL SUMMARY Financial Plan Preparation Schedule Financial and Fiscal Policies All Funds Fund Balance Summary Revenue Summary Expenditure Summary Inter Fund Transfers Personnel Full Time Equivalents (FTE) F Y 2 0 1 5 PREPARATION OF THE FINANCIAL PLAN Introduction This Three-Year Financial Plan is for fiscal years FY2014 through FY2016, which begins July 1 and ends June 30. The Financial Plan includes the current year revised budget, the one-year annual budget as required by Iowa Code, and provides an additional projection year as a planning tool. The purpose of the overview is to disclose the basis on which the financial plan has been prepared. The role of a government's operating budget differs from that of a private business. Budgets are an important internal planning tool for business, but they also play an external role for governmental entities. A multi-year financial plan informs parties inside and outside government of future objectives and provision of services to its constituents. The three-year plan also permits a more comprehensive review of the City‟s financial condition, allowing analysis of current and future needs and requirements. During preparation of the plan, careful review is made of property tax levy rates, utility and user fee requirements, ending cash balances by fund, debt service obligations, bond financing needs, capital outlay for equipment purchases, and major capital improvement projects. This document contains operating budgets for the governmental funds: general, special revenue, debt service, capital project and permanent funds. It also includes business type funds and internal service funds. Internal service fund activities are considered non- budgetary in that they are not formally appropriated, reported to the State of Iowa or included in the adopted budget resolution approved by City Council each year. This is in accordance with the state‟s filing requirements. Financial summaries for “All Funds” exclude these non-budgetary funds. Budget projections are summarized by major revenue and expenditure categories within each division. A separate multi-year Capital Improvements Program (CIP) shows budgeted revenue and expenditures for FY2014 through FY2018. Basis of Accounting The modified accrual basis of accounting has been used for preparation of the City‟s fiscal year 2015 budget for all funds and fund types including proprietary funds. Fiscal year 2015 will be the City‟s first budget using the modified accrual basis of accounting, whereas prior year budgets were prepared using the cash basis of accounting. The modified accrual basis of accounting used in the preparation of the fiscal year 2015 budget is similar to the accounting basis used in the City‟s Comprehensive Annual Financial Report (CAFR) for the governmental funds, except for the treatment of interfund loans, loan repayments, and same fund transfers. 65 All of the City‟s governmental funds are accounted for using the modified accrual basis of accounting. The modified accrual basis of accounting uses a current financial resources measurement focus, which generally includes only current assets and current liabilities on the balance sheet. Under the modified accrual basis, revenue is recognized when susceptible to accrual, which is in the period in which it becomes both available (collectible within the current period or soon thereafter to be used to pay liabilities of the current period) and measurable (the amount of the transaction can be determined). Revenue accrued includes property taxes, intergovernmental revenue, and interest earned on investments (if they are collected within 60 days after the year-end). Expenditures are recorded when the related fund liability is incurred. Principal and interest on long-term debt, as well as expenditures related to compensated absences and claims and judgments, are recorded only when payment is due. This basis differs from that used in the CAFR for the government-wide financial statements and the proprietary fund statements. The government-wide financial statements and the proprietary fund statements are accounted for on the flow of economic resources measurement focus and use the accrual basis of accounting in the City‟s CAFR. Agency funds do not have a measurement focus and use the accrual basis of accounting. Under the accrual method, revenues are recorded when earned and expenses are recorded at the time liabilities are incurred. The City applies all applicable Financial Accounting Standards Board pronouncements issued on or before November 30, 1989, except those that conflict with GASB pronouncements, in accounting and reporting for these funds. Annual Preparation Schedule The City Manager instructs the Department Heads on whether any changes in level of service can be factored into the proposed financial plan. This is done before the actual budget process starts. Changes to the financial plan are done annually during the budget process. All revenue and expenditure estimates are re-evaluated and revised if necessary. In early October, Department and Division Heads are able to access their respective budget projections. They can make adjustments to their budget during this time. They review 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.) In late October, budget entry is restricted and only accessible to the Finance Department. In November, the Finance Department reviews the budget projections with requests added and compiles them all into a budget. All budget forms and adjustments are forwarded to the City Manager. 66 By mid-December, the City Manager and Finance Department decide which modifications to operations will be made. A tax levy is computed. Analysis is done so all funds have required balances or zero balances. Then the Proposed Financial Plan document is printed. City Council reviews the Proposed Financial Plan during the month of January. In February, The Proposed Financial Plan and a memo of Council‟s changes are presented to the public. A public hearing is held at least one week prior to the final adoption. In March, the final Financial Plan is adopted. The State of Iowa requires a one-year budget be adopted by March 15 of each year. The applicable year in Iowa City‟s three- year Financial Plan is adopted as the annual budget to satisfy State requirements. Amending the Adopted Budget 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 31 st, as required by law. The fall budget amendment is primarily comprised of appropriations from the prior year that must be „carried-forward‟ or re-appropriated as part of the new fiscal year. These carry forwards are in two forms 1) unspent department appropriations, and 2) incomplete capital improvement projects. Departments may request to carry appropriations forward into the next fiscal year that remain unspent at the end of the fiscal year. These requests are submitted to the Finance Director for review and then approved or denied by the City Manager. In order for an appropriation to be carried forward into the next fiscal year, it must meet the following criteria: 1) The appropriation must be for an item or service specifically listed in the requesting department‟s budget. Appropriations for regular and ordinary operating expenditures may not be carried forward. Purchases of items and services not listed in the requesting department‟s budget are not eligible for carryover. 2) The amount of the appropriation may not be lower than the lesser of 1) one percent of the activity‟s budget, or 2) $5,000. 3) All appropriations to be carried forward are contingent upon adequate, available resources and fund balance. 67 In addition to these carry forward requests, there are many capital improvement projects that span across fiscal years. These projects must be re-appropriated in accordance with State budget law. The Finance Department compiles a summary of capital projects and their remaining, unspent appropriations, and then these unspent project appropriations are included as part of the budget amendment for the following fiscal year. These two types of budget carry forwards are the primary basis for the first budget amendment of the year. The second budget amendment is compiled during the annual budget process. While department budget requests for the next year are being compiled during the budget process, departments also submit their revised budget requests for the current year. These requests help formulate the revised budget for the current year. Revisions to the current year budget must still comply with the City‟s budget amendment policy. Following the completion of the next year‟s budget process and approval in March, the second budget amendment is compiled and submitted for City Council approval. Financial statements which compare the fiscal year‟s actual revenues and expenditures to budgeted authority are published by the 1 st of December immediately following the end of the fiscal year (June 30). These statements are also presented for the City as a whole in the notes to that year‟s Financial Report. Legal compliance is met if actual expenditures do not exceed the budgeted expenditures by program areas: Public Safety, Public Works, Health & Social Services, Culture and Recreation, Community and Economic Development, General Government, Debt Service, Capital Projects and Business Type/Enterprises. 68 Financial Plan Preparation Schedule FY2015 – 2016 October 1, 2013 FY15 budget projections are available to Departments/Divisions. October 25 Department/Division budget entry deadline. October 28 – November 15th City Manager, Finance Administration, department directors and managers review financial plan. November 18 – December 3rd Input approved adjustments from City Manager. November 18 Preparation of the proposed financial plan and FY15 thru December 13th budget by Finance Administration. December 19 Distribution of proposed Financial Plan to City Council. (PDF due to Clerk‟s office December 18th) January 2014 City Council budget work sessions. January 31 State forms prepared. February 18 Set Public Hearing & send hearing notice to newspaper. March 4 Hold Public Hearing. City Council approves FY2015 budget , the FY2015-2016 Financial Plan and FY2014-FY2018 CIP Plan. March 15 File deadline date for budget with Iowa Department of Management and Johnson County Auditor 69 FINANCIAL AND FISCAL POLICIES The City of Iowa City's financial policies set forth the basic framework for the overall fiscal management of the City. These policies assist the decision-making process of the City Council. These policies provide guidelines for evaluating both current activities and proposals for future programs. Most of the policies represent long-standing principles, traditions and practices, and follow generally accepted accounting principles which have guided the City in the past and have helped maintain financial stability. OPERATING BUDGET POLICIES  The City will prepare an annual balanced budget for all operating funds. A balanced budget is one that has revenues sufficient to equal expenditures.  The City will maintain a budgetary control system to ensure adherence to the budget and will prepare monthly reports comparing actual revenues and expenditures to budgeted amounts.  Operating budgets are established on a fund/department/program basis.  A contingency account will be maintained in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted annually at approximately ¾ of one percent of expenditures and transfers out. The City Council will be informed semi- annually on staff initiated amendments from the contingency account to the operating programs within the General Fund.  Budget amendments may be made throughout the year with approval of the Department Director, Director of Finance and the City Manager. The City Council formally reviews and approves all amendments processed by staff twice a year – once in the late summer/early fall and once in the spring.  Increases or amendments to operating budgets are made only in the following situations: - emergency situations - transfer from contingency - expenditures with offsetting revenues or fund balance - carry-over of prior year budget authority for expenses that had not been paid as of the end of the fiscal year.  Emergency funds will be transferred to operations for the following purposes: - to provide natural or other disaster response or mitigation funding/interim loans - to mitigate fluctuations or sudden elimination of State of Iowa property tax backfill or other State operating assistance 70 - to mitigate pension, insurance, or health care funding anomalies, emergencies, or spikes - to avoid any defaults from the payment of long term or bonded debts - for any other financial emergencies declared by the City Council OPERATING BUDGET PREPARATION CRITERIA General Guidelines: - Maintain the fiscal integrity of the City’s operating and capital improvement budgets in order to provide services and to construct and maintain the City’s infrastructure. - Maintain the City’s responsible fiscal position and AAA bond rating. - Present budget data to the City Council in a format that will facilitate annual budget decisions based on a three-year planning perspective. Provide the City Council with a summary of the three-year forecasts. - Encourage citizen involvement in the annual budget decision-making process through public hearings, informal meetings, budget briefs and related informational efforts. Service Level Guidelines: - Deliver service levels which are consistent with the citizens' willingness to pay and the City's available resources. - Base decisions to reduce service levels or eliminate programs on City-wide priorities. - Recognize that City employees are one of the City government's most valuable resources and are essential to the delivery of high quality, efficient services. Revenue Guidelines: - Property tax levy rates will not exceed the limits as established by the State of Iowa. - Revise user fee rate structures to charge the costs of service provided to the benefiting customers, while maintaining sensitivity to the needs of low income citizens. Expenditure Guidelines: Support responsible management efforts to increase productivity by providing resources for office automation, preventive maintenance, risk management/employee safety, and employee training. 71 REVENUE POLICIES  The City will try to maintain a diversified and stable revenue system to minimize short-run fluctuations in any one revenue source.  The City will attempt to maximize benefits from major revenue sources as a way of maintaining a stable property tax rate.  The City will follow an aggressive policy of collecting revenues.  The City will establish all user charges and fees at a level related to the full cost (operating, direct, and indirect) of providing the service, whenever practical.  The City will review licenses, fees, and charges annually to determine if the revenues support the cost of providing the service.  The finance goal of Recreation programs is for fees to provide 50% of departmental funding.  Parking, Refuse, Wastewater Treatment, Stormwater, Landfill, Cable Television and Water funds will be self-supporting through user fees. Self-supporting shall be defined as maintaining a positive net income after depreciation but before capital contributions, transfers, and extraordinary items. - Rate adjustments will be submitted to the City Council by ordinance if state or locally legislated, or by resolution (if not state or locally legislated).  The City will use up to 5% of the annual Road Use Tax allocation to fund employee benefits for the Streets and Traffic Engineering personnel. ECONOMIC DEVELOPMENT POLICIES  It shall be the policy of Iowa City to maintain an economic development plan. The purpose of the plan is to attract new development including residential, commercial and industrial uses. Further, the purpose of the plan is to retain the city's existing business operations and to encourage them to expand and foster spin-off business operations. The city's plan also supports organizations which help to incubate, grow, foster, and create new business operations by providing non-traditional collaborative environments.  The expected results of the economic development plan are: increased economic activity, more jobs, lower unemployment, higher wages, greater property values, more tax revenues, more ownership and entrepreneurial opportunities and revitalization of underutilized or blighted areas.  The city will consider the use of incentive programs including city, state and federal economic development funds, tax increment financing, public private partnerships and other tools in order to achieve the expected results. 72  Various evaluative tools including financial pro forma's, written evaluation reports, established benefit metrics, and other performance tools shall be used to monitor the use of economic incentives from the early stages of project development through the issuance of an incentive and post incentive to make sure the objectives are met.  Developers who receive incentives will be expected to enter into development agreements which delineate the terms, conditions, understandings and the expected results of receiving an incentive.  It will be the policy of the City of Iowa City to endeavor to attract, recruit, retain, foster and develop business that is new to our region or metropolitan statistical area (MSA) through the use of incentives. The city will not actively recruit business from other jurisdictions within our MSA unless a business is seeking to expand or considering a relocation outside the state. Should businesses from jurisdictions within our MSA wish to locate in the City of Iowa City we will notify our neighboring jurisdiction of the interest. It will be the general practice of the City of Iowa City to not provide economic incentives to business wishing to relocate from another jurisdiction within our MSA unless a business is seeking to expand or considering a relocation outside the state.  When incentive programs are utilized they will be used to maximize the benefits to the City of Iowa City. The dollar amount of the incentive and time duration of the incentive shall be smallest amount necessary to achieve the maximum amount of city benefit as determined by the City of Iowa City, City Council.  Despite the need for the program to be flexible and nimble in order to respond to the ever changing economic conditions of the marketplace it will be the policy of the city to insure that the process of using incentives is an open and transparent public process which instills confidence in the public’s understanding of how economic development incentives are utilized. CAPITAL IMPROVEMENT PROGRAM BUDGET POLICIES  The City will develop a multi-year Capital Improvement Program (CIP), which will be reviewed and updated annually, comply with City Council goals and be compatible with the Comprehensive Plan whenever possible.  The complete multi-year CIP funding plan must be balanced each year by matching projected expenditures with proposed revenue sources by fund.  Funding for projects should be obtained through borrowing from: - bond market, general obligation or revenue bonds - enterprise fund operations and reserves - internal loans  The City may utilize General Fund cash balances to fund capital projects whenever available and feasible. For the Airport, it is policy that the General Fund will match up to $100,000 in grants received per year. 73  The City shall utilize available funding sources for capital improvements whenever practical and feasible such as but not limited to: - federal and state grant funds - special assessments - developer contributions  The City will maintain its physical assets at a level adequate to protect the City's capital investment and to minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and the orderly replacement of the capital plant and equipment from current revenues when possible. RESERVE POLICIES  The City will establish a contingency line-item in the annual General Fund operating budget to provide for unanticipated expenditures or to meet unexpected small increases in service delivery costs, budgeted at ¾ of one percent of expenditures.  Operating fund balances at fiscal year-end will be maintained at a level to ensure sufficient cash flow throughout the fiscal year. Unassigned fund balance in the General Fund reserves will not go below 15% of total expenditures and transfers out, with a ceiling of 25%. Fund balances in excess of 25% will be transferred to the City’s Emergency fund, used to retire outstanding debt, and/or be used to provide property tax relief.  The City will create an Emergency fund and will strive to maintain the balance at an amount equal to the State reimbursement for commercial/industrial property tax replacement plus the City’s pension and OPEB liabilities.  Reserves will be maintained in the Water, Wastewater, and Parking funds, and all business-type funds that have issued revenue bonds, in accordance with the applicable bond covenant provisions.  Reserves will be maintained in the City’s business-type funds to ensure sufficient cash flow throughout the year as well as funds for capital repairs and infrastructure replacement. Unassigned reserves shall be limited to accumulated depreciation plus 25% of expenditures and transfers out. Excess reserve balances will be transferred to the Emergency fund, used to retire outstanding debt, used to provide utility rate relief, or be reserved for future capital improvement needs.  Reserves will be maintained for equipment replacement and for unexpected major repairs in the following areas: Parking, Wastewater, Water, Landfill, Transit, Cable Television, Equipment Replacement, Information Technology Services, Central Services, Library Computer Equipment, and Parkland Acquisition and Replacement.  Reserves, based on actuaries, will be maintained for the Risk Management Loss Reserve, Medical and Dental Insurance Funds. Excess reserve balances may be transferred to the Emergency fund if the City’s OPEB liabilities are not fully funded. 74  All City trucks, cars and necessary accessories will be maintained on a replacement cost basis each year. A separate reserve fund has been set up to fund these replacements. Additions to the fleet are made through allocations in the annual budget. Fire Department vehicles and Transit buses will be purchased through the issuance of debt.  All general obligation debt will be paid from the Debt Service Fund. General Obligation debt applicable to Enterprise Fund projects will be paid out of the Debt Service Fund, but will be abated from revenues from the respective Enterprise Fund(s). DEBT POLICIES  The City will confine long-term borrowing to capital improvements and Community and Economic Development initiatives. Short term borrowing will be applicable for large dollar rolling stock (buses, fire apparatus) purchases and computer systems.  Total general obligation debt will not exceed 5% of total taxable assessed value of real property.  The debt service property tax levy shall not exceed 30% of the total property tax levy.  The City will follow a policy of full disclosure on every financial report and bond prospectus.  The City will use "pay as you go" financing to fund general capital improvement projects, whenever feasible and practical. ACCOUNTING, AUDITING, AND FINANCIAL REPORTING POLICIES  Quarterly financial reports will be prepared.  A three-year financial plan for all operating funds will be prepared by the City Manager and presented to the City Council for their review. This will include the current revised year and two projected years.  A Multi-Year Capital Improvement Program budget will be prepared, reviewed and revised annually.  An independent audit will be performed annually for all City funds.  The City will produce a Comprehensive Annual Financial Report (CAFR) in accordance with generally accepted accounting principles as outlined by the Governmental Accounting Standards Board. 75 Estimated Estimated Unassigned Fund Fund Restricted,Fund Balance Budgeted Transfers Budgeted Transfers Balance Committed,Balance 7/1/2014 Revenues In Expenditures Out 6/30/2015 Assigned 6/30/2015 Budgetary Funds 10**General Fund 20,676,017$ 48,016,536$ 8,782,808$ 52,313,602$ 3,887,016$ 21,274,743$ 5,666,299$ 15,608,444$ Special Revenue Funds 2100 CDBG & CDBG Rehab 341,170 1,006,351 - 849,708 - 497,813 - 497,813 2110 HOME Program 88,173 641,922 - 594,330 - 135,765 - 135,765 2200 Road Use Tax 3,289,746 6,657,760 390,883 5,624,316 1,020,214 3,693,859 - 3,693,859 2300 Other Shared Revenue (105,214) 3,700,000 - 3,150,000 - 444,786 - 444,786 2310 Energy Efficiency and Conservation 26,884 137,805 - 171,136 - (6,447) - (6,447) 2315 UniverCity Neighborhood Partnrship (2,645) - - - - (2,645) - (2,645) 2350 Metropolitan Planning Organization 125,585 323,545 353,596 696,562 - 106,164 - 106,164 2400 Employee Benefits 1,806,806 9,714,870 - 595,717 8,938,242 1,987,717 - 1,987,717 2510 Peninsula Apartments 80,179 60,559 - 56,225 - 84,513 - 84,513 26**Tax Increment Financing (227,671) 652,624 - 155,525 652,624 (383,196) - (383,196) 2810 General Rehabilitation and Imprv - - - - - - - - 2820 SSMID: Downtown District 1,590 296,141 - 296,141 - 1,590 - 1,590 50**Debt Service Fund 5,279,826 13,497,271 1,125,849 13,780,399 - 6,122,547 - 6,122,547 Permanent Funds 6001 Perpetual Care 115,091 - - - - 115,091 - 115,091 Enterprise Funds 710*Parking 5,822,487 5,167,627 843,550 4,238,247 1,343,550 6,251,867 1,679,996 4,571,871 715*Transit 3,501,775 4,032,763 2,971,842 6,544,321 110,388 3,851,671 1,745,925 2,105,746 720*Wastewater Treatment 23,311,727 13,283,613 4,559,962 10,332,884 8,459,962 22,362,456 9,860,329 12,502,127 730*Water 10,762,018 9,242,556 2,008,715 8,075,239 4,256,340 9,681,710 4,194,487 5,487,223 7400 Refuse Collection 744,514 3,017,982 - 3,006,805 - 755,691 - 755,691 750*Landfill 24,092,806 5,288,063 835,601 4,375,589 1,397,087 24,443,794 20,703,026 3,740,768 7600 Airport 347,331 322,091 68,415 358,380 32,126 347,331 100,000 247,331 7700 Stormwater Management 1,116,762 1,202,321 - 705,953 - 1,613,130 - 1,613,130 780*Cable Television 1,557,904 687,580 25,000 688,566 80,000 1,501,918 270,059 1,231,859 79**Housing Authority 6,162,829 7,393,837 - 7,343,842 44,737 6,168,087 2,775,386 3,392,701 Capital Project Funds 28,588,868 25,197,768 9,046,065 50,578,591 - 12,254,110 - 12,254,110 Sub-total Budgetary Funds 137,504,557$ 159,541,585$ 31,012,286$ 174,532,078$ 30,222,286$ 123,304,065$ 46,995,507$ 76,308,557$ Non-Budgetary Funds Internal Service Funds 810*Equipment 9,446,577$ 5,919,870$ -$ 6,643,635$ 790,000$ 7,932,812$ 6,550,968$ 1,381,844$ 8200 Risk Management Loss Reserve 3,227,033 1,398,223 - 1,495,273 - 3,129,983 - 3,129,983 830*Information Technology 2,083,308 1,901,016 - 2,077,726 - 1,906,598 - 1,906,598 8400 Central Services 752,263 238,071 - 241,938 - 748,396 - 748,396 8500 Health Insurance Reserve 10,368,182 7,678,437 - 7,703,828 - 10,342,791 3,954,092 6,388,699 8600 Dental Insurance Reserve 103,402 365,000 - 379,829 - 88,573 - 88,573 Agency Funds 9102 Project Green 145,479 - - - - 145,479 145,479 - Sub-total Non-Budgetary Funds 26,126,244$ 17,500,617$ -$ 18,542,229$ 790,000$ 24,294,632$ 10,650,539$ 13,644,093$ Total All Funds 163,630,801$ 177,042,202$ 31,012,286$ 193,074,307$ 31,012,286$ 147,598,697$ 57,646,047$ 89,952,650$ Fiscal Year 2015 All Fund Summary City of Iowa City 76 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected Budgetary Fund Revenues General Fund 10** General Fund 49,937,485$ 53,914,461$ 50,939,996$ 48,472,788$ 48,016,536$ 48,101,569$ Special Revenue Funds 2100 Community Development Block Grant 2,750,882 909,142 1,249,318 1,192,499 1,006,351 1,006,350 2110 HOME 1,073,247 815,658 749,760 700,000 641,922 641,920 2200 Road Use Tax Fund 5,964,592 6,503,513 6,591,930 6,608,316 6,657,760 6,657,765 2300 Other Shared Revenue 13,215,271 5,956,946 3,179,010 785,000 3,700,000 3,150,000 2310 Energy Eff & Cons Block Grant (30,700) 430,786 100,251 50,278 137,805 88,962 2315 UniverCity Neighborhood Partnership 2,852,929 4,538,391 1,284,035 - - - 2350 Metro Planning Org of Johnson Cty 309,075 319,826 317,399 332,977 323,545 328,260 2400 Employee Benefits 9,990,925 10,150,122 9,689,814 9,775,069 9,714,870 9,732,711 2510 Peninsula Apartments 59,728 58,963 60,559 58,883 60,559 60,560 26** Tax Increment Financing 847,377 839,486 408,274 453,937 652,624 1,031,912 2810 General Rehab & Improvement Prgm 101,129 153,672 - - - - 2820 SSMID-Downtown District - - 277,672 275,320 296,141 317,108 Debt Service Fund 5*** Debt Service 23,596,499 13,507,482 14,072,873 12,396,568 13,497,271 13,497,271 Permanent Funds 6001 Perpetual Care 266 239 405 239 - - Enterprise Funds 710*Parking 5,349,414 4,851,940 4,959,159 4,721,734 5,167,627 5,167,770 715*Mass Transit - - 3,896,478 4,029,104 4,032,763 3,824,780 720*Wastewater 13,126,884 12,995,670 13,283,613 12,995,201 13,283,613 13,107,720 730*Water 8,237,210 13,799,113 8,993,449 8,386,021 9,242,556 9,676,125 7400 Refuse Collection 2,899,485 2,958,686 2,945,036 2,984,915 3,017,982 3,050,819 750*Landfill 5,845,601 5,488,647 5,095,703 5,521,838 5,288,063 5,331,879 7600 Airport 670,924 711,488 652,283 547,819 322,091 324,456 7700 Stormwater 632,880 787,310 972,369 1,201,860 1,202,321 1,227,290 780*Cable Television 808,650 823,849 829,637 841,569 687,580 684,664 79** Housing Authority 7,923,886 7,335,275 7,340,886 8,115,568 7,393,837 7,423,420 Capital Project Funds Capital Projects 24,455,973 19,216,808 35,772,665 66,296,981 25,197,768 26,832,434 Total Budgetary Revenues 180,619,612$ 167,067,473$ 173,662,574$ 196,744,484$ 159,541,585$ 161,265,745$ Non-Budgetary Fund Revenues Internal Service Funds 810*Equipment 5,482,982$ 5,652,704$ 5,858,464$ 5,885,820$ 5,919,870$ 6,043,893$ 8200 Risk Management 1,829,911 1,530,530 1,273,402 1,087,931 1,398,223 1,396,475 830*Information Technology 1,838,063 2,017,746 1,860,961 1,842,517 1,901,016 1,923,030 8400 Purchasing 240,160 238,989 236,554 238,871 238,071 239,950 8500 Health Insurance Reserves 7,828,599 7,884,269 7,619,744 7,935,184 7,678,437 7,912,110 8600 Dental Insurance Reserves 338,589 344,320 352,828 352,881 365,000 375,574 Total Non-Budgetary Expenditures 17,558,304$ 17,668,558$ 17,201,953$ 17,343,204$ 17,500,617$ 17,891,032$ Total Revenues - All Funds 198,177,916$ 184,736,031$ 190,864,527$ 214,087,688$ 177,042,202$ 179,156,777$ City of Iowa City All Funds Revenues by Fund 77 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected Budgetary Fund Revenues Property Taxes 47,825,754$ 49,542,640$ 50,416,210$ 50,307,189$ 51,608,730$ 50,589,145$ Current Taxes 47,825,754 49,542,640 50,416,210 50,307,189 51,608,730 50,589,145 Delinquent Property Taxes 7,688 1,219 3,408 - - - Delinquent Taxes 7,688 1,219 3,408 - - - TIF Revenues 846,062 838,766 376,192 453,937 652,624 1,031,912 TIF Revenues 846,062 838,766 376,192 453,937 652,624 1,031,912 Other City Taxes 10,865,460 11,314,443 11,216,538 4,743,992 2,594,500 2,648,211 Other City Taxes 10,865,460 11,314,443 11,216,538 4,743,992 2,594,500 2,648,211 Licenses, Permits, & Fees 2,221,561 2,140,219 2,610,554 2,194,336 2,265,527 2,235,994 General Use Permits 61,723 56,953 76,896 56,953 74,492 71,885 Food & Liq Licenses 114,805 99,187 109,068 98,363 103,933 103,933 Professional License 14,982 17,310 18,190 14,705 17,955 18,793 Franchise Fees 804,200 820,285 821,183 838,468 679,174 679,174 Misc Permits & Licenses 8,685 9,346 9,914 9,346 9,964 10,140 Const Per & Ins Fees 1,193,343 1,111,460 1,553,320 1,147,103 1,356,956 1,328,521 Misc Lic & Permits 23,823 25,678 21,983 29,398 23,053 23,548 Use Of Money And Property 7,643,563 7,964,181 7,480,408 7,021,561 2,263,791 2,265,299 Interest Revenues 988,810 1,742,733 1,038,618 991,785 871,485 870,024 Rents 1,098,723 1,104,933 1,095,260 1,150,448 1,315,989 1,320,704 Parking Meter Revenue 798,340 790,574 789,191 1,090,574 - - Parking Lot Revenue 225,194 191,355 212,500 177,495 - - Parking Ramp Revenue 3,822,064 3,905,901 4,136,730 3,486,614 - - Misc Parking Revenue 630,063 162,415 132,547 58,385 - - Royalties & Commissions 80,369 66,270 75,562 66,260 76,317 74,571 Intergovernmental 39,439,206 35,804,373 55,513,718 63,706,524 40,984,912 36,838,069 Fed Intergovnt Revenue 10,214,771 12,129,597 29,151,485 32,279,775 19,039,798 16,821,000 Property Tax Credits 35,250 49,372 57,528 24,888 1,083,921 2,125,340 Road Use Tax 5,890,842 6,447,020 6,508,053 6,548,683 6,616,545 6,616,545 State 28E Agreements 1,526,712 1,614,125 1,761,212 1,720,187 1,914,181 1,922,887 Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Disaster Assistance - 1,418 261,106 361,172 - - Other State Grants 20,671,216 14,532,429 16,699,487 21,346,430 11,265,256 8,282,365 Local 28E Agreements 1,018,634 969,379 998,153 1,364,356 983,711 988,432 Charges For Fees And Services 32,181,519 32,202,417 33,437,219 33,067,340 39,115,542 39,550,316 Building & Devlpmt 304,404 330,934 476,716 335,900 340,829 340,834 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Fire Services 7,179 9,086 10,529 10,651 10,305 10,305 Transit Fees 1,060,227 1,121,409 1,292,339 1,367,269 1,290,908 1,290,910 Culture & Recreation 783,127 780,074 728,364 795,572 831,155 879,155 Library Charges 114 304 57 304 57 158 Misc Charges For Services 127,351 75,239 57,590 176,753 50,569 69,079 Water Charges 8,038,944 8,232,517 8,679,147 8,232,517 9,087,539 9,520,574 Wastewater Charges 12,682,773 12,548,976 12,889,204 12,548,976 12,889,204 12,712,490 Refuse Charges 3,349,466 3,395,269 3,321,736 3,472,353 3,395,719 3,434,199 Landfill Charges 5,083,840 4,778,585 4,733,705 4,778,585 4,733,705 4,774,661 Stormwater Charges 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 Parking Charges - - - - 5,243,427 5,250,826 Miscellaneous 5,919,896 5,613,986 5,831,390 6,167,477 6,522,542 9,008,415 Code Enforcement 411,418 455,264 451,306 461,664 455,386 455,836 Parking Fines 777,341 744,285 673,223 944,285 975,000 975,000 Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Contrib & Donations 358,585 254,392 941,615 895,816 286,139 2,636,139 Printed Materials 42,491 43,063 44,196 39,041 39,569 39,570 Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Misc Merchandise 94,792 67,091 62,252 66,724 64,174 66,655 Intra-City Charges 2,779,569 2,669,720 2,587,123 2,801,614 2,739,292 2,739,337 Other Misc Revenue 1,228,500 1,164,254 877,624 744,156 1,769,300 1,901,491 Special Assessments 3,322 1,740 1,013 - - - City of Iowa City All Funds Revenues by Type 78 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected City of Iowa City All Funds Revenues by Type Other Financial Sources 33,668,903 21,645,229 6,776,937 29,082,128 13,533,417 17,098,384 Debt Sales 27,488,246 14,845,362 2,690,020 23,311,613 8,893,180 12,459,696 Sale Of Assets 1,202,557 4,059,276 1,997,537 3,109,950 2,086,450 2,081,450 Insurance Recoveries 619,822 54,640 7,520 - - - Loans 4,358,278 2,685,951 2,081,860 2,660,565 2,553,787 2,557,238 Total Budgetary Revenues 180,619,612$ 167,067,473$ 173,662,574$ 196,744,484$ 159,541,585$ 161,265,745$ Non-Budgetary Fund Revenues Internal Service Funds 17,558,304$ 17,668,558$ 17,201,953$ 17,343,204$ 17,500,617$ 17,891,032$ Total Non-Budgetary Revenues 17,558,304$ 17,668,558$ 17,201,953$ 17,343,204$ 17,500,617$ 17,891,032$ Total Revenues - All Funds 198,177,916$ 184,736,031$ 190,864,527$ 214,087,688$ 177,042,202$ 179,156,777$ Property Taxes 32% TIF Revenues 0% Other City Taxes 2% Licenses, Permits, & Fees 1% Use Of Money And Property 1% Intergovernmental 26% Charges For Fees And Services 25% Miscellaneous 4% Other Financial Sources 9% Budgetary Fund Revenues by Type 79 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected Budgetary Fund Expenditures General Fund 10** General Fund 47,158,858$ 49,970,857$ 44,405,272$ 52,794,563$ 52,313,602$ 53,535,416$ Special Revenue Funds 2100 Community Dev Block Grant 867,449 2,405,661 1,453,301 851,329 849,708 869,065 2110 HOME 944,754 827,052 741,437 604,132 594,330 606,639 2200 Road Use Tax Fund 5,549,645 5,216,698 5,091,336 5,669,459 5,624,316 5,720,885 2300 Other Shared Revenue 10,796,855 6,367,512 2,421,381 810,339 3,150,000 3,150,000 2310 Energy Eff & Cons Block Grant 268,179 426,643 90,507 - 171,136 - 2315 UniverCity Neighborhood Partnership 3,135,152 4,819,845 950,383 - - - 2350 Metro Planning Org of Johnson Cty 672,573 661,153 643,917 680,833 696,562 716,160 2400 Employee Benefits 610,206 853,006 616,602 585,695 595,717 613,589 2510 Peninsula Apartments 46,438 45,131 55,036 50,653 56,225 57,349 26** Tax Increment Financing 374,012 569,333 7,098 266,287 155,525 - 2810 General Rehab & Improv Program 98,292 200,436 - - - - 2820 SSMID-Downtown District - - 277,672 275,320 296,141 317,108 Debt Service Fund 5*** Debt Service 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 Permanent Funds 6001 Perpetual Care - - - - - - Enterprise Funds 710*Parking 3,816,438 3,933,635 3,770,254 3,970,588 4,238,247 5,142,298 715*Mass Transit - - 6,155,701 6,827,089 6,544,321 6,662,361 720*Wastewater 28,228,162 11,855,425 11,523,353 10,116,509 10,332,884 10,308,073 730*Water 7,560,509 7,755,976 12,624,784 8,019,075 8,075,239 8,201,014 7400 Refuse Collection 2,747,441 2,932,956 2,929,934 2,959,828 3,006,805 3,066,289 750*Landfill 4,461,546 4,310,812 4,142,885 4,792,684 4,375,589 4,474,891 7600 Airport 350,676 330,776 321,256 343,715 358,380 365,449 7700 Stormwater 715,969 605,146 695,405 799,200 705,953 717,843 780*Cable Television 658,491 679,691 662,800 814,020 688,566 706,665 79** Housing Authority 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 Capital Project Funds Governmental 16,636,120 14,250,404 21,665,402 48,271,738 39,098,791 34,884,165 Enterprise 15,942,895 10,778,277 39,151,506 43,984,554 11,479,800 5,493,900 Total Budgetary Expenditures 172,997,923$ 166,329,277$ 187,212,505$ 215,008,945$ 174,532,078$ 167,353,203$ Non-Budgetary Funds Expenditures Internal Service Funds 810*Equipment 5,405,162$ 4,797,854$ 5,149,268$ 4,919,434$ 6,643,635$ 6,187,036$ 8200 Risk Management 1,387,377 1,182,799 2,474,803 928,691 1,495,273 1,527,001 830*Information Technology 2,194,141 1,761,564 1,746,003 2,558,255 2,077,726 1,727,338 8400 Purchasing 185,734 201,342 206,049 247,990 241,938 231,383 8500 Health Insurance Reserves 6,537,655 6,476,112 5,931,135 7,926,255 7,703,828 7,934,941 8600 Dental Insurance Reserves 330,556 332,162 322,709 368,000 379,829 391,224 Total Non-Budgetary Expenditures 16,040,625$ 14,751,833$ 15,829,967$ 16,948,625$ 18,542,229$ 17,998,924$ Total Expenditures - All Funds 189,038,548$ 181,081,110$ 203,042,472$ 231,957,570$ 193,074,307$ 185,352,127$ City of Iowa City All Funds Expenditures by Fund 80 2011 Actual 2012 Actual 2013 Actual 2014 Revised 2015 Budget 2016 Projected Budgetary Funds Expenditures Public Safety 18,907,106$ 20,581,448$ 20,323,145$ 22,262,143$ 22,302,870$ 22,847,188$ Finance 350,988 613,987 307,130 295,638 252,590 260,168 Police 10,564,227 11,388,735 11,443,807 12,692,064 12,819,029 13,163,585 Fire 6,243,478 7,001,473 7,093,507 7,668,941 7,688,638 7,836,846 Housing and Inspection Service 1,748,413 1,577,128 1,478,701 1,605,500 1,542,613 1,586,589 Park and Rec Adminstration - 125 - - - - Public Works 13,702,513 13,817,013 6,823,672 7,483,926 7,595,415 7,588,996 Parks Maintenance 471,772 452,604 485,736 499,594 501,047 514,083 Public Works 6,941,857 6,844,165 6,337,936 6,984,332 7,094,368 7,074,913 Health and Social Services - - 292,997 285,175 285,031 290,477 Planning & Community Dvlpmnt - - 292,997 285,175 285,031 290,477 Culture and Recreation 11,805,316 12,445,566 12,215,333 13,235,647 13,197,263 13,528,731 Park and Rec Adminstration 282,893 326,542 313,910 341,416 324,202 333,406 Recreation 2,608,160 2,801,548 2,870,350 2,971,479 3,066,959 3,123,753 Parks Maintenance 2,173,164 2,348,849 2,182,062 2,508,500 2,521,186 2,618,459 Cemetery 372,869 381,117 315,647 381,597 348,378 357,995 Library 5,567,592 5,758,770 5,692,845 6,111,961 6,038,379 6,210,821 Senior Center 800,638 828,740 840,519 920,694 898,159 884,297 Community and Economic Dvlpmnt 18,647,104 17,908,789 10,020,900 11,579,097 13,064,481 13,048,414 Parks Maintenance 531,175 544,331 517,093 617,821 648,540 664,659 Planning & Community Dvlpmnt 18,069,491 17,319,327 9,448,771 10,910,623 12,359,716 12,326,406 General Government 7,460,374 7,610,511 7,077,894 7,742,622 8,058,202 8,282,405 City Council 133,840 133,922 103,002 134,870 116,138 119,005 City Clerk 541,679 533,569 489,167 540,549 507,040 586,046 City Attorney 601,424 654,080 654,800 690,133 713,474 724,191 City Manager 1,403,535 1,509,148 1,468,756 1,712,605 1,755,623 1,770,354 Finance 4,300,301 4,289,424 3,878,221 4,165,916 4,307,731 4,408,427 Park and Rec Adminstration 479,595 490,368 483,947 498,549 658,196 674,382 Debt Service 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 Capital Projects Governmental Capital Projects 16,636,120 14,250,404 21,665,402 48,271,738 39,098,791 34,884,165 Enterprise 71,786,146 51,001,565 89,622,579 90,651,897 57,149,626 52,638,386 City Manager 658,491 679,691 662,800 814,020 688,566 706,665 Housing Authority 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 Public Works 43,713,627 27,460,315 31,916,361 26,687,296 26,496,470 26,768,110 Transportation Services 3,816,438 3,933,635 9,925,955 10,797,677 10,782,568 11,804,659 Airport 350,676 330,776 321,256 343,715 358,380 365,449 Enterprise Capital Projects 15,942,895 10,778,277 39,151,506 43,984,554 11,479,800 5,493,900 Total Budgetary Expenditures 172,997,923$ 166,329,277$ 187,212,505$ 215,008,945$ 174,532,078$ 167,353,203$ Non-Budgetary Funds Expenditures Internal Service 16,040,625$ 14,751,833$ 15,829,967$ 16,948,625$ 18,542,229$ 17,998,924$ Finance 10,635,463 9,953,979 10,680,699 12,029,191 11,898,594 11,811,887 Public Works 5,405,162 4,797,854 5,149,268 4,919,434 6,643,635 6,187,036 Total Non-Budgetary Expenditures 16,040,625$ 14,751,833$ 15,829,967$ 16,948,625$ 18,542,229$ 17,998,924$ Total Expenditures - All Funds 189,038,548$ 181,081,110$ 203,042,472$ 231,957,570$ 193,074,307$ 185,352,127$ City of Iowa City All Funds Expenditures by State Program by Department 81 City of Iowa City All Funds Expenditures by State Program by Department Public Safety 12% Public Works 4% Health and Social Services 0% Culture and Recreation 7% Community and Economic Dvlpmnt 7% General Government 4% Debt Service 8% 21% Enterprise 31% Enterprise Capital Projects 6% Budgetary Fund Expenditures by State Program 82 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 1,720,980$ 118,128$ 25,847,978$ 140,000$ 2,941,633$ 30,768,719$ Special Revenue Funds: Empl Benefits Levy 8,768,255 405,477 9,173,732 Road Use Tax 73,078 225,169 597,927 896,174 Transfers from TIF Districts 105,338 236,777 75,335 417,450 Enterprise Funds: From Parking Operations 1,357,221 840,350 2,197,571 From Transit Operations 374,000 55,324 429,324 From Wastewater Operations 10,704,015 4,570,067 15,274,082 From Water Operations 1,398,872 344,325 2,010,316 3,753,513 From Landfill Operations 1,498,830 796,098 2,294,928 From Airport Operations 36,793 190,819 227,612 From Storm Water Operations 59,000 59,000 From Broadband 55,000 180,000 25,000 260,000 From IC Housing Authority 43,989 43,989 Capital Project Funds: From FY13 GO Bonds 500,000 500,000 From FY14 GO Bonds 8,917,771 8,917,771 Total Transfers In:11,266,640$ 748,774$ -$ 51,209,184$ 559,660$ 4,008,874$ 7,420,733$ 75,213,865$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 1,720,980$ 8,841,333$ 105,338$ 500,000$ 98,989$ 11,266,640$ Road Use Tax Fund 405,477 405,477 Other Special Revenue Funds 118,128 225,169 343,297 Debt Service Fund 140,000 75,335 344,325 559,660 Enterprise Funds 2,941,633 1,067,241 4,008,874 Debt Service Reserves 7,420,733 7,420,733 Capital Project Funding 25,847,978 597,927 236,777 8,917,771 15,608,731 51,209,184 Total Transfers Out:30,768,719$ 10,069,906$ 417,450$ 9,417,771$ -$ 24,540,019$ -$ 75,213,865$ City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2014 Transfers In Transfers Out: 83 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Equipment Fund Enterprise Debt Reserves Total General Fund 62,422$ 121,672$ 522,665$ 140,000$ 3,040,257$ 3,887,016$ Special Revenue Funds: Empl Benefits Levy 8,547,359 390,883 8,938,242 Road Use Tax 73,290 231,924 715,000 1,020,214 Transfers from TIF Districts 652,624 652,624 Enterprise Funds: From Parking Operations 500,000 843,550 1,343,550 From Transit Operations 54,000 56,388 110,388 From Wastewater Operations 3,900,000 4,559,962 8,459,962 From Water Operations 1,914,400 333,225 2,008,715 4,256,340 From Landfill Operations 650,000 747,087 1,397,087 From Airport Operations 32,126 32,126 From Broadband 55,000 25,000 80,000 From IC Housing Authority 44,737 44,737 Internal Service Funds: From Equipment Reserve 790,000 790,000 8,782,808$ 744,479$ -$ 9,046,065$ 1,125,849$ -$ 3,900,858$ 7,412,227$ 31,012,286$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Equipment Fund Enterprise Debt Reserves Total General Fund 62,422$ 8,620,649$ 99,737$ 8,782,808$ Road Use Tax Fund 390,883 390,883 Other Special Revenue Funds 121,672 231,924 353,596 Debt Service Fund 140,000 652,624 333,225 1,125,849 Enterprise Funds 3,040,257 860,601 3,900,858 Debt Service Reserves 7,412,227 7,412,227 Capital Project Funding 522,665 715,000 790,000 7,018,400 9,046,065 3,887,016$ 9,958,456$ 652,624$ -$ -$ 790,000$ 15,724,190$ -$ 31,012,286$ Transfers In Transfers Out: City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2015 84 General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 62,422$ 124,105$ 522,665$ 140,000$ 3,040,257$ 3,889,449$ Special Revenue Funds: Empl Benefits Levy 8,718,306 398,701 9,117,007 Road Use Tax 74,755 236,563 615,000 926,318 Transfers from TIF Districts 365,000 666,912 1,031,912 Enterprise Funds: From Parking Operations 670,000 1,724,734 2,394,734 From Transit Operations 200,000 29,651 229,651 From Wastewater Operations 2,500,000 4,488,036 6,988,036 From Water Operations 1,469,000 317,125 2,010,715 3,796,840 From Landfill Operations 754,557 754,557 From Airport Operations 33,349 33,349 From Storm Water Operations 500,000 500,000 From Broadband 55,000 25,000 80,000 From IC Housing Authority 45,632 45,632 Total Transfers In:8,956,115$ 759,369$ -$ 6,841,665$ 1,124,037$ 3,882,814$ 8,223,485$ 29,787,485$ General Special Revenue TIF Special Revenue Capital Projects Debt Service Fund Enterprise Debt Reserves Total General Fund 62,422$ 8,793,061$ 100,632$ 8,956,115$ Road Use Tax Fund 398,701 398,701 Other Special Revenue Funds 124,105 236,563 360,668 Debt Service Fund 140,000 666,912 317,125 1,124,037 Enterprise Funds 3,040,257 842,557 3,882,814 Debt Service Reserves 8,223,485 8,223,485 Capital Project Funding 522,665 615,000 365,000 5,339,000 6,841,665 Total Transfers Out:3,889,449$ 10,043,325$ 1,031,912$ -$ -$ 14,822,799$ -$ 29,787,485$ City of Iowa City Revised Budgeted Transfer Schedule Fiscal Year 2016 Transfers In Transfers Out: 85 86 2011 Adopted 2012 Adopted 2013 Adopted 2014 Adopted 2015 Proposed Change in FTEs FY2014- 2015 Budgetary Funds General Fund City Council 7.00 7.00 7.00 7.00 7.00 - City Clerk 4.00 4.00 4.00 4.00 4.00 - City Attorney 5.60 5.60 5.60 5.60 5.60 - City Manager: City Manager 3.00 3.00 3.00 3.00 3.00 - Communications Office 3.50 4.00 2.00 3.00 3.00 - Human Resources 4.00 4.00 4.00 3.00 3.00 - Human Rights 2.50 2.50 2.00 2.00 2.00 - Finance: Finance Adminstration 2.86 2.65 2.65 3.65 3.15 (0.50) Accounting 7.00 8.00 8.00 8.00 7.00 (1.00) Purchasing 4.00 4.00 3.94 3.44 3.44 - Revenue 7.88 7.88 7.88 7.88 7.88 - Tort Liability 1.00 1.00 1.00 1.00 1.00 - Disaster Assistance 0.40 0.40 0.40 0.38 - (0.38) Police: Police Administration 5.00 5.00 5.00 5.00 5.00 - Police Administrative Services 18.00 18.00 18.00 20.00 20.00 - Police Field Operations 81.00 80.00 80.00 80.00 80.00 - Fire: Fire Administration 4.00 3.00 4.00 4.00 3.00 (1.00) Fire Emergency Operations 59.00 59.00 59.00 59.00 59.00 - Fire Prevention 2.00 2.00 1.00 1.00 1.00 - Fire Training 1.00 1.00 1.00 1.00 1.00 - Housing & Inspection Services: Housing and Inspection Admin 2.00 2.00 2.00 2.00 2.00 - Building Inspection 7.80 7.80 7.80 6.30 6.30 - Housing Inspections 5.75 5.75 5.75 5.25 5.25 - Parks and Recreation: Park and Rec Admin 2.00 2.00 2.00 2.00 2.00 - Government Buildings 4.96 4.83 4.83 4.83 4.83 - Recreation 15.42 15.42 15.42 15.42 15.42 - Park Maintenance Administration 2.00 2.00 2.00 2.00 2.00 - Park Maintenance Operations 11.00 11.00 11.00 11.00 11.00 - Forestry 3.00 3.00 3.00 3.00 3.00 - CBD Maintenance Operations 3.00 3.00 3.00 3.00 3.00 - Cemetery Operations 3.00 3.00 3.00 3.00 3.00 - Library: General Library 42.39 42.89 42.88 42.38 42.38 - Library Board Controlled Funds 0.75 0.75 0.75 0.75 0.75 - Library Foundation Office 0.00 0.00 1.00 2.00 2.00 - Senior Center Administrations 6.31 6.50 6.50 6.50 6.50 - Planning & Community Development: Planning & Comm Dvlp Admin 2.55 2.55 2.55 2.55 2.55 - Community Development 1.05 0.85 1.20 1.75 1.75 - Economic Development 1.00 1.00 1.00 1.00 1.00 - Urban Planning 3.50 3.50 2.50 2.50 2.50 - Neighborhood Services 1.00 1.00 1.00 1.00 1.00 - Human Services 0.00 0.00 0.15 0.15 0.15 - City of Iowa City Personnel Full-Time Equivalents Last Five Years 87 2011 Adopted 2012 Adopted 2013 Adopted 2014 Adopted 2015 Proposed Change in FTEs FY2014- 2015 City of Iowa City Personnel Full-Time Equivalents Last Five Years Public Works: Public Works Administration 2.00 2.00 2.00 2.00 2.00 - Engineering Services 12.10 12.10 12.10 12.10 12.10 - Transportation Services: Mass Transit 56.25 56.25 0.00 0.00 0.00 - Sub-total General Fund 411.57 411.22 352.90 354.43 351.55 (2.88) Special Revenue Funds Community Development Block Grant 2.88 2.88 2.63 2.48 2.48 - HOME Program 0.95 0.95 0.70 0.50 0.50 - Road Use Tax: Traffic Engineering 4.15 4.15 4.15 4.15 4.15 - Streets System Maintenance 25.50 25.50 25.50 25.50 25.50 - Other Shared Revenues 1.60 1.60 1.60 1.62 - (1.62) UniverCity Neighbporhood Partnership 0.00 0.20 0.20 - - - Metro Planning Org of Johnson County 6.60 6.60 5.60 5.60 5.60 - Employee Benefits 0.26 0.55 0.55 0.55 0.55 - Sub-total Special Revenue Funds 41.94 42.43 40.93 40.40 38.78 (1.62) Enterprise Funds Parking 32.75 32.75 29.25 26.25 26.25 - Mass Transit 0.00 0.00 51.75 51.25 51.25 - Wastewater 25.60 25.40 25.40 24.40 24.65 0.25 Water 32.75 32.75 32.75 31.75 32.00 0.25 Refuse Collection 20.35 20.35 20.35 19.35 19.35 - Landfill 15.50 17.50 17.50 16.50 16.50 - Airport Operations 1.75 1.75 1.00 1.00 1.00 - Storm Water 1.90 2.10 2.10 2.10 2.60 0.50 Cable Television 6.69 6.63 6.63 6.63 5.63 (1.00) Housing Authority 13.25 13.25 13.18 12.19 10.19 (2.00) Sub-total Enterprise Funds 150.54 152.47 199.90 191.41 189.42 (2.00) Capital Project Funds ERP Software-Finances and HR/Payroll 1.00 1.00 1.00 1.00 0.00 (1.00) Fire Station #4 1.00 1.00 0.00 0.00 0.00 - Iowa City Gateway Project (Dubuque St)0.00 1.00 1.00 1.00 1.00 - 420th Street Industrial Park 1.00 1.00 0.00 0.00 0.00 - West Side Levee Project 0.00 0.00 1.00 1.00 1.00 - S Wastewater Plant Expansion 0.00 1.00 3.00 3.00 3.00 - Sub-total Capital Project Funds 3.00 5.00 6.00 6.00 5.00 (1.00) Total Budgetary Funds 607.05 611.13 599.73 592.25 584.75 (7.50) Non-Budgetary Funds Internal Service Funds Equipment 11.26 11.26 10.75 10.75 10.75 - Risk Management 2.01 1.80 1.80 1.80 1.80 - Information Technology Services 11.30 11.80 10.86 9.86 9.86 - Central Services 0.75 0.75 0.76 0.50 0.50 - Sub-total Internal Service Funds 25.32 25.61 24.17 22.91 22.91 - 88 2011 Adopted 2012 Adopted 2013 Adopted 2014 Adopted 2015 Proposed Change in FTEs FY2014- 2015 City of Iowa City Personnel Full-Time Equivalents Last Five Years Agency Funds Library Foundation Office 1.00 1.00 0.00 0.00 0.00 - Sub-total Agency Funds 1.00 1.00 0.00 0.00 0.00 - Total Non-Budgetary Funds 26.32 26.61 24.17 22.91 22.91 - Total Full-Time Equivalents 633.37 637.74 623.90 615.16 607.66 (7.50) - 100 200 300 400 500 600 700 2011 Adopted 2012 Adopted 2013 Adopted 2014 Adopted 2015 Proposed City of Iowa City FTE Summary by Fund Type Last Five Years General Fund Special Revenue Funds Capital Projects Fund Enterprise Funds Internal Service Funds Agency funds GENERAL FUND SUMMARY Fund Summary Assigned, Committed & Restricted Cash Balance Revenues Expenditures Fund Balance General Government Public Safety Culture & Recreation Community & Economic Development Public Works F Y 2 0 1 5 GENERAL FUND The General Fund is the City’s main operating fund and includes activities in the following areas: Public Safety, Public Works, Health and Social Services, Cultural and Recreational Activities, Community and Economic Development and General Government Administration. We present a balanced budget for General Fund in FY2015, with revenue and expenditures projected at $56.8 and $56.2 million, respectively. The UniverCity program is expanded in compliance with the City Council Priority on Neighborhood Stabilization. Additional financing of the UniverCity program will come from general obligation bonds and should provide for the purchase of ten homes projected to be a part of the program in FY2015. A. General Fund Revenue Revenues & Other Financing Sources 2013 Actual 2014 Revised 2015 Budget 2016 Projected Property Taxes 27,937,740$ 28,586,774$ 29,486,191$ 28,897,979$ Delinquent Property Taxes 1,897 - - - Other City Taxes 10,536,839 4,393,378 2,231,144 2,275,767 Licenses And Permits 1,777,267 1,345,822 1,574,249 1,544,710 Use Of Money And Property 619,227 615,842 753,220 751,797 Intergovernmental 2,661,403 2,719,651 3,401,207 3,990,286 Charges For Fees And Services 1,469,628 1,362,974 1,268,550 1,335,473 Miscellaneous 4,484,836 4,714,897 4,666,881 4,675,463 Other Financial Sources 1,451,159 4,733,450 4,635,094 4,630,094 Sub-total Revenues & Other Financing Sources (excluding Transfers In):50,939,996 48,472,788 48,016,536 48,101,569 Transfers In 9,339,373 11,266,640 8,782,808 8,956,115 Total Revenues, Other Financing Sources, & Transfers In 60,279,369$ 59,739,428$ 56,799,344$ 57,057,684$ Property Taxes 61% Other City Taxes 5% Licenses & Permits 3% Use of Money & Property 1% Intergov't 7% Charges For Fees & Services 3% Misc 10% Other Financinal Sources 10% Revenues & Other Financing Sources: (excluding Transfers In) 91 1. Property Taxes - Property tax revenue of $29.5 million is the primary funding source for General Fund operations, providing approximately 61.4% of total revenue, excluding transfers in, in FY2015. The FY2015 revenue is an increase of 3.1% of the FY2014 revised budget of $28.6 million and there is an average increase of 3.0% over the last four years. This does not include a transfer-in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. There are a number of factors which determine the City’s tax levy each year: property valuations by class, the state’s annual Assessment Limitation Order (rollback), TIF district valuations and rebates, statutory limits on individual tax levies, the City’s own Financial and Fiscal Policies, restrictions from external entities on other financing sources, and funding requirements for projected expenditures. 100% Assessment - Property valuations are set by the City and County Assessor. State law requires that all real property be reassessed every two years, specifically in odd- numbered years. Since 2003, valuations within the Iowa City corporate limits have increased an average of 6.5% in revaluation years and 2.3% in non-revaluation years. Valuations reported by the Johnson County Auditor’s office for January 1, 2013 served as the basis for determining property tax revenue in FY2015. Their report indicates a 3.4% increase in total assessed value in the last year, from $4.67 billion to $4.83 billion. Assessment Limitation Order / Rollback - The State of Iowa has a statutory growth limitation of three percent (3%) annually on taxable residential property valuations. Each year, the Department of Revenue’s Assessment Limitation Order sets a ‘rollback’ value by class which, when applied, determines taxable valuations. The growth restriction is applied to the residential valuations, limiting the growth percentage in taxable value to agricultural valuations. In other words, the percentage change in taxable valuations for urban residential property each year is limited to either three percent (3%) or the growth in agricultural property, whichever is lower. Growth restrictions and rollbacks for current and future years were changed with state legislation in 2013 with Iowa Senate File 295; the resulting reduction in City revenue will be monitored and starts its affect with FY2015 taxable valuation. The growth limitation of three percent (3%) starting in FY2015 was a decrease from four percent (4%) annually on taxable residential and agricultural property valuations. In FY2015 the commercial, industrial, and railroad property classes will have a rollback of ninety-five percent (95%) and the commercial and industrial property rollback will be backfilled by the State. The following graph illustrates the impact of the rollback on taxable valuations. In FY2006 the residential rollback exempted $1.17 billion of Iowa City’s residential assessed valuation. In FY2015 the rollback will exempt $1.69 billion of assessed valuations. The residential and agricultural rollbacks for FY2015 are 54.4002% and 43.3997%, respectively, compared to FY2014 rollbacks of 52.8166% and 59.9334%, respectively. Also, in FY2015 the commercial, industrial, and railroad rollback will exempt additional amounts of commercial, industrial, and railroad assessed valuations. Those rollbacks for FY2015 are 95%, compared to 100% for last year. 92 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 100% Assessed $3.3 $3.8 $3.9 $4.3 $4.4 $4.4 $4.5 $4.6 $4.7 $4.8 % Change 3.2%15.6%3.2%8.5%2.6%1.7%1.6%2.1%1.1%3.4% Taxable $2.1 $2.3 $2.4 $2.5 $2.6 $2.7 $2.8 $2.9 $3.0 $3.1 % Change 2.6%11.5%2.9%5.7%4.4%3.0%3.3%4.0%2.6%3.4% Taxable % of Total 63.2%60.9%60.7%59.2%60.2%60.9%61.9%63.1%64.0%64.0% $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 $4.5 $5.0 in Billions100% Assessed vs. Taxable Valuations 2. Other City Taxes - This category, estimated at $2.2 million in FY2015, includes Hotel Motel Taxes of $850,000, $452,000 in gas and electric excise taxes, and $895,000 in utility franchise taxes. The FY2015 revenue is a decrease of 49.2% of the FY2014 revised budget of $4.4 million and there is an average decrease of 26.1% over the last four years. The change is from the local option sales tax, which ended June 30, 2013. a) Hotel Motel Tax: This revenue source is a state-administered tax. Estimated at $850,000 in FY2015, the seven percent (7%) tax on gross hotel/motel room rental receipts is distributed as follows: Convention & Visitor's Bureau 25.00% Police Patrol 47.50% Parks & Recreational Facilities 27.50% Total Hotel Motel 7% Tax 100.00% b) Utility Replacement Excise Tax: The Gas and Electric Excise tax is collected on the generation, distribution, and delivery of electricity and natural gas. This tax replaced the taxation on utility property in 1999. Cities are required to calculate property tax revenues with and without property valuations. The calculated difference is required to establish the General Property Tax Equivalents, the basis of the Iowa Department of Revenue distribution formula. 93 c) Utility Franchise Taxes on utility customers: Senate File 478 was enacted by the Iowa state legislature during its 2009 session, establishing cities’ right to impose a franchise tax on gas and electric utilities. On February 16, 2010, the Iowa City Council passed and approved an ordinance establishing a one percent (1%) tax to be expended for the following purposes: 1) Inspecting, supervising and otherwise regulating the MidAmerican Energy Company’s gas and electric franchises. 2) Public safety, including the equipping of fire, police and emergency services. 3) Public infrastructure to support commercial and industrial economic development. Of the $895,000 estimate for FY2015, approximately $602,000 will remain in the City’s General Fund for maintenance of the right-of-way and operational costs associated with Fire Station #4. The remaining $293,000 is for recurring Capital Improvement Projects (CIP) in the right of way. 3. Licenses & Permits - This category consists of revenue received for building and rental housing permits/inspections, plumbing license and taxi license fees; beer, liquor and cigarette permit/license fees (state regulated), sign permits, burial permits, animal licensing and some miscellaneous fees. FY2015 revenue for Licenses and Permits is estimated at $1.6 million. The FY2015 revenue is an increase of 17.0% of the FY2014 revised budget of $1.3 million and there is an average increase of 5.3% over the last four years. These changes are from the estimates in construction permits and licenses revenue. 4. Use of Money & Property - This revenue source consists of interest income and rents are budgeted at $753,000 for FY2015. The FY2015 revenue is an increase of 22.3% of the FY2014 revised budget of $616,000 and there is an average decrease of 2.9% over the last four years. The increase from the FY2014 amount is from estimates in rental income and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 5. Intergovernmental - revenue is estimated at $3.4 million in FY2015. This revenue category includes state and federal grants, 28-E agreements, and contracts with local governmental entities. The FY2015 revenue is an increase of 25.1% of the FY2014 revised budget of $2.7 million and there is an average increase of 8.6% over the last four years. The increase from the FY2014 amount is from estimates in the property tax credits from property tax backfill from the state and 28E agreements. The majority of intergovernmental revenue is the result of 28E agreements with local entities for services provided to area residents, as shown in the following schedule. The largest of these agreements is for fire protection services to the University of Iowa, estimated at $1.8 million in FY2015, with $1.5 million receipted into the General Fund. The remainder is deposited into the Employee Benefits Fund as reimbursement for a percentage of Fire employee benefits. 94 FY2013 FY2014 FY2015 FY2016 Intergovernmental Funding Actual Amended Budget Projected Local Governmental: 28E Agreements Coralville, Johnson County & Other Governments - Animal Services 71,382$ 195,583$ 218,286$ 218,286$ IC Comm. Schools - Mercer Pool 99,404 98,163 104,440 104,440 County, Univ Heights, Hills - Library 413,750 424,363 420,750 420,750 Johnson County - Senior Center 70,000 59,215 70,000 70,000 Other Local Governmental 346 707 346 346 Local Governmental Revenue:654,882 778,031 813,822 813,822 State Revenue: Public Safety Grants 178,284 124,471 131,315 131,315 University of Iowa - Fire Protection 1,469,557 1,479,926 1,524,187 1,524,187 University of Iowa - Library Services 35,000 35,000 - - Operating Grants 76,694 61,033 81,500 81,500 Property Tax Credits 57,528 24,888 631,581 1,220,660 UniverCity Funding - - 100,000 100,000 State Disaster Assistance 122,522 24,557 - - Total State Revenue:1,939,585 1,749,875 2,468,583 3,057,662 Federal Revenue: Public Safety Grants 23,508 - 118,802 118,802 FEMA Assistance / Reimbursements 43,428 191,745 - - Total Federal Revenue:66,936 191,745 118,802 118,802 Total - Intergovernmental Funding: 2,661,403$ 2,719,651$ 3,401,207$ 3,990,286$ 6. Charges for Fees and Services - are estimated at $1.3 million in FY2015. Divisions with fee- based services include: Parks and Recreation, Police (special events, contracted services), Fire (inspections), Housing & Inspection Services, Animal Care, and Cemetery services. The FY2015 revenue is a decrease of 6.9% of the FY2014 revised budget of $1.4 million and there is an average decrease of 12.0% over the last four years. The decrease from the FY2014 amount is from estimates in police services revenue and the average decrease is from the movement of transit operations into an enterprise fund starting in FY2013. 7. Miscellaneous - Miscellaneous revenue is estimated to receive $4.67 million in FY2015. This category includes a variety of revenue sources, including parking fines ($500,000), magistrate court fines and surcharges related to code enforcement ($455,000) and library fines ($182,000). Also included within this category is an administrative chargeback of $2.7 million to the City’s proprietary funds for services rendered by administrative divisions. The FY2015 revenue is a decrease of 1.0% of the FY2014 revised budget of $4.71 million and there is an average increase of 0.6% over the last four years. These revenues have been fairly consistent over the years reported ranging between $4.37 million and $4.71 million. 8. Other Financing Sources - includes an approximate $4.5 million that is from homes in the UniverCity program, which consists of the proceeds from the sale of assets ($2 million), loan proceeds from financial institutions ($2 million), and bond proceeds for rehabilitation costs 95 ($500,000). The category is budgeted at $4.6 million in FY2015. . The FY2015 revenue is a decrease of 2.1% of the FY2014 revised budget of $4.7 million and there is an average increase of 90.0% over the last four years. The change is from the movement of the UniverCity program activity into the general fund starting in FY2013. 9. Transfers In - includes an approximate $8.5 million transfer-in of the Employee Benefits Levy from the Employee Benefits Special Revenue Fund. This category also includes allocation of funds to equipment replacement reserves, and operating support from other funds for specific staff positions. The category is budgeted at $8.8 million in FY2015. B. GENERAL FUND E;PENDITURES Expenditures &2013 2014 2015 2016 Transfers Out Actual Revised Budget Projected Personnel 33,072,265$ 35,471,910$ 36,096,164$ 37,145,266$ Services 7,440,002 8,765,699 8,581,545 8,872,674 Supplies 1,237,818 1,563,406 1,395,290 1,406,778 Capital Outlay 2,317,187 4,416,602 3,853,603 3,715,698 Debt Service 338,000 2,300,000 2,000,000 2,000,000 Contingency - 276,946 387,000 395,000 Sub-total Expenditures:44,405,272 52,794,563 52,313,602 53,535,416 Transfers Out 17,559,619 30,768,719 3,887,016 3,889,449 Total Expenditures & Transfers Out 61,964,891$ 83,563,282$ 56,200,618$ 57,424,865$ 96 1. Personnel - Personnel costs account for approximately 69.0% of budgeted expenditures (excluding transfers out) within the General Fund in FY2015. Employee benefit costs are discussed in greater detail in this document’s transmittal letter. 2. Services - Expenditures for services are budgeted at $8.6 million in FY2015. Initial projections were based on FY2013 actual expenditures and projected at two percent (2%) annually. This is in line with the Consumer Price Index for All Urban Consumers (CPI-U). A number of operating costs within the services category have more specific inflationary guidelines and methods of projection. This includes funding for liability, fire & casualty insurance premiums; professional and consultant services; internal service fund charges (Equipment, Information Technology Services, Risk Management, and Central Services); training & education; building and equipment repair and maintenance services; vehicle and equipment rentals. These costs are adjusted individually by year, based on specific operating plans and projects, claims/loss history, trend analysis, and operations-specific needs, by year. The Services category also includes funding for Community and Economic Development initiatives such as Aid to Human Service Agencies, Community Event Funding, support to the Iowa City Coralville Convention & Visitors Bureau, and Community and Economic Development Assistance, as follows: $250,000 Aid to Human Service Agencies $106,200 Community Event / Program Funding $208,581 ICCVB – Community / Economic Development Assistance $100,000 Economic Development Assistance 3. Supplies - Supplies consist primarily of commodities that are consumed or depleted, such as office and cleaning supplies, vehicle fuel and materials for repair and maintenance of buildings, streets, and equipment. Expenditures for supplies are budgeted at $1.4 million in FY2015. Individual items under $5,000 which may have been categorized as capital outlay in prior years are now budgeted within the supplies category for FY2012 and beyond. This adjustment is in line with the capitalization threshold utilized in the comprehensive annual financial report. 4. Capital Outlay - General Fund capital outlay is budgeted at $3.9 million in FY2015 and includes police vehicle replacements, library materials, operating equipment, and building maintenance and improvements of $5,000 or greater. 5. Debt Service - This category is budgeted at $2 million in FY2015. This consists from loan repayments to financial institutions that are from the homes sold in the UniverCity program 6. Contingency - A General Fund contingency amount is established each fiscal year for those unforeseen expenditures that arise following formal adoption of the annual budget. This amount is available for appropriation by formal amendment, subject to recommendation from the Finance Director and City Manager, and approval by City Council. Contingency is budgeted at ¾ of one percent (1%) of General Fund expenditures (excluding transfers) - approximately $387,000 in FY2015. 97 7. Transfers Out - This category is budgeted at $3.9 million in FY2015. The majority of transfers out is the result of transit property taxes of $3 million that is transferring into the Transit Fund. C. FUND BALANCE It is part of the City’s Financial Reserves policy that General Fund’s unassigned fund balance not fall below fifteen percent (15%) of expenditures, with a ceiling of twenty-five percent (25%). During the FY2010 budget process, City Council further revised this policy, stating that fund balance in excess of twenty-five percent (25%) of expenditures could be considered for property tax relief. In FY2013, $1.9 million of the unassigned balance was used to repay the Landfill Fund for construction of Fire Station #2 ($946,000), Fire Station #4 ($822,000), Terry Trueblood Rec Area ($111,000), and Senior Center Building Envelope ($15,000). In FY2014, $1.7 million of the unassigned balance was used to transfer into the City’s Emergency fund. General Fund’s unassigned fund balance is relied upon to provide cash flow during the first quarter of the fiscal year as the majority of property taxes are not received until Octo- ber/November. The following chart demonstrates how expenditures have exceeded receipts in the first three months over the past ten years. 3 Months @ Sept. 30 Receipts Expenditures Shortfall FY2014 11,705,632$ 15,145,130$ (3,439,498)$ FY2013 9,727,204 16,725,202 (6,997,998) FY2012 12,090,490 15,441,933 (3,351,443) FY2011 8,976,380 13,778,695 (4,802,315) FY2010 8,934,768 13,186,810 (4,252,042) FY2009 6,496,526 13,877,093 (7,380,567) FY2008 7,041,379 12,484,773 (5,443,394) FY2007 7,881,225 13,014,632 (5,133,407) FY2006 6,315,525 12,105,987 (5,790,462) FY2005 6,040,943 10,889,278 (4,848,334) 98 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Fund Balance*, July 1 29,002,340$ 38,069,998 46,294,999$ 44,499,871$ 20,676,017$ 21,274,743$ Revenues: Property Taxes 26,169,027$ 26,782,560$ 27,937,740$ 28,586,774$ 29,486,191$ 28,897,979$ Delinquent Property Taxes 4,215 661 1,897 - - - Other City Taxes 10,224,378 10,619,112 10,536,839 4,393,378 2,231,144 2,275,767 Licenses And Permits 1,408,810 1,309,888 1,777,267 1,345,822 1,574,249 1,544,710 Use Of Money And Property 1,174,459 1,456,551 619,227 615,842 753,220 751,797 Intergovernmental 3,484,579 5,549,428 2,661,403 2,719,651 3,401,207 3,990,286 Charges For Fees And Services 2,300,258 2,442,843 1,469,628 1,362,974 1,268,550 1,335,473 Miscellaneous 4,572,602 4,371,667 4,484,836 4,714,897 4,666,881 4,675,463 Other Financial Sources 599,157 1,381,751 1,451,159 4,733,450 4,635,094 4,630,094 Sub-Total Revenues 49,937,485 53,914,461 50,939,996 48,472,788 48,016,536 48,101,569 Transfers In: Operating Transfers In 9,859,523 12,380,414 9,339,373 11,266,640 8,782,808 8,956,115 Sub-Total Transfers In 9,859,523 12,380,414 9,339,373 11,266,640 8,782,808 8,956,115 Total Revenues & Transfers In 59,797,008$ 66,294,875$ 60,279,369$ 59,739,428$ 56,799,344$ 57,057,684$ Expenditures by Department: City Council 133,840$ 133,922$ 103,002$ 134,870$ 116,138$ 119,005$ City Clerk 541,679 533,569 489,167 540,549 507,040 586,046 City Attorney 601,424 654,080 654,800 690,133 713,474 724,191 City Manager 1,403,535 1,509,148 1,468,756 1,712,605 1,755,623 1,770,354 Finance 4,041,083 4,050,405 3,568,749 3,875,859 3,964,604 4,055,006 Police 10,564,227 11,388,735 11,443,807 12,692,064 12,819,029 13,163,585 Fire 6,243,478 7,001,473 7,093,507 7,668,941 7,688,638 7,836,846 Housing and Inspection Service 1,748,413 1,577,128 1,478,701 1,605,500 1,542,613 1,586,589 Parks and Recreation 6,919,628 7,345,484 7,168,745 7,818,956 8,068,508 8,286,737 Library 5,567,592 5,758,770 5,692,845 6,111,961 6,038,379 6,210,821 Senior Center 800,638 828,740 840,519 920,694 898,159 884,297 Planning & Community Development 1,180,404 1,468,335 3,246,579 7,707,558 6,902,481 6,957,911 Public Works 1,124,033 1,200,824 1,156,093 1,314,873 1,298,916 1,354,028 Transportation Services 6,288,884 6,520,244 - - - - Sub-Total Expenditures 47,158,858 49,970,857 44,405,272 52,794,563 52,313,602 53,535,416 Transfers Out: Capital Project Fund 2,358,554 5,364,893 8,269,562 25,847,978 522,665 522,665 GO Bond Abatement 108,862 117,059 266,650 140,000 140,000 140,000 Improvement Res Fund - 1,618,372 - - - - General Levy 293,960 270,912 209,729 190,470 190,087 192,520 Emergency Fund 4,997 - - 1,656,058 - - Transfers Out - Transit Fund - - 4,027,141 2,869,291 2,971,842 2,971,842 Misc Transfers Out 773,371 195,819 2,832,102 64,922 62,422 62,422 IntrFund Loan 108,554 798,767 1,954,435 - - - Sub-Total Transfers Out 3,648,298 8,365,822 17,559,619 30,768,719 3,887,016 3,889,449 Total Expenditures & Transfers Out 50,807,156$ 58,336,679$ 61,964,891$ 83,563,282$ 56,200,618$ 57,424,865$ Fund Balance*, June 30 37,992,192$ 46,028,193$ 44,609,478$ 20,676,017$ 21,274,743$ 20,907,561$ Adjustments to Cash / Non-Cash Asset/Liab 77,806 266,806 (90,477) - - - Change in Accounting Method - - (19,130) - - - Adjusted Fund Balance*, June 30 38,069,998 46,294,999 44,499,871 20,676,017 21,274,743 20,907,561 Restricted / Committed /Assigned 19,561,946 29,190,545 27,380,775 5,677,537 5,666,299 5,750,154 Unassigned Balance 18,508,051$ 17,104,454$ 17,119,096$ 14,998,480$ 15,608,444$ 15,157,407$ % of Expenditures 36%29%28%18%28%26% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 General Fund (1000 - 1023) Fund Summary City of Iowa City 99 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Unassigned:18,508,051$ 17,104,454$ 17,119,096$ 14,998,480$ 15,608,444$ 15,157,407$ Assigned: (Available for current and / or future operations) Library Special Revenue Funds 301,648$ 276,279$ 264,249$ 219,969$ 229,124$ 229,124$ Library Escrow 278,173 298,942 383,431 383,063 400,563 400,563 Senior Center Gift Funds 33,198 34,014 33,633 32,204 17,226 18,346 New Horizons Band 4,773 5,478 7,636 6,722 6,082 5,106 Emergency Funds - - - 1,656,058 1,656,058 1,656,058 Library Foundation Development - - (1,968) - - - Fire Dept. Donations 500 25 - - - - Honor Guard Donation 1,054 1,054 3,529 - - - Police Department Donations 1,448 1,448 1,106 - - - Cemetery Flags & Flagpoles Program 1,212 1,212 1,212 - - - 622,008$ 618,453$ 692,828$ 2,298,016$ 2,309,053$ 2,309,197$ Committed: (Available for current and / or future operations) Library Equipment Replacement Reserve 103,721 109,936 108,578 184,953 202,375 218,897 Park Land Acquisition Reserve 185,733 185,608 185,608 185,608 185,608 185,608 Library Computer Replacement Reserve 97,564 82,962 76,977 - - - Park Land Development Reserve 23,437 23,437 23,437 23,437 23,437 23,437 Transit Reserve: Grant & Levy Restrictions 1,920,703 3,510,848 - - - - Fire Equipment Replacement Reserve 487,207 557,188 626,562 699,342 739,331 852,099 2,818,365$ 4,469,978$ 1,021,162$ 1,093,340$ 1,150,751$ 1,280,041$ Restricted: (Not available for general operations) Police Forfeiture Share 440,995 464,039 630,118 584,847 505,161 459,582 Local Option Sales Tax 14,050,814 21,836,156 23,335,333 - - - Restricted (Develop/Constr Escrows)1,629,765 1,801,920 1,701,334 1,701,334 1,701,334 1,701,334 16,121,574$ 24,102,114$ 25,666,785$ 2,286,181$ 2,206,495$ 2,160,916$ General Fund Ending Fund Balance 38,069,998$ 46,294,999$ 44,499,871$ 20,676,017$ 21,274,743$ 20,907,561$ General Fund Assigned, Committed & Restricted Fund Balance City of Iowa City 100 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected Property Taxes Current Taxes 26,169,027$ 26,782,560$ 27,937,740$ 28,586,774$ 29,486,191$ 28,897,979$ Delinquent Property Taxes Delinquent Taxes 4,215 661 1,897 - - - Other City Taxes Other City Taxes 10,224,378 10,619,112 10,536,839 4,393,378 2,231,144 2,275,767 Licenses And Permits General Use Permits 58,027 52,803 71,396 52,803 68,992 66,385 Food & Liq Licenses 114,805 99,187 109,068 98,363 103,933 103,933 Professional License 14,982 17,310 18,190 14,705 17,955 18,793 Misc Permits & Lic 3,830 3,450 3,310 3,450 3,360 3,530 Const Per & Ins Fees 1,193,343 1,111,460 1,553,320 1,147,103 1,356,956 1,328,521 Misc Lic & Permits 23,823 25,678 21,983 29,398 23,053 23,548 Use Of Money And Property Interest Revenues 112,675 353,442 240,017 158,954 150,887 151,227 Rents 486,708 472,812 341,012 414,538 580,849 580,849 Parking Ramp Revenue 548,065 609,937 17,035 22,000 - - Royalties & Commiss 27,011 20,360 21,163 20,350 21,484 19,721 Intergovernmental Fed Intergovnt Rev 367,651 2,367,581 66,936 191,745 118,802 118,802 Property Tax Credits 35,250 49,372 57,528 24,888 631,581 1,220,660 State 28E Agreements 1,372,970 1,416,759 1,504,557 1,514,926 1,624,187 1,624,187 Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Disaster Assistance - 1,101 122,522 24,557 - - Other State Grants 870,791 851,635 178,284 124,471 131,315 131,315 Local 28E Agreements 756,136 801,947 654,882 778,031 813,822 813,822 Charges For Fees And Services Building & Devlpmt 275,558 311,445 393,429 305,900 314,484 314,484 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Fire Services 7,179 9,086 10,529 10,651 10,305 10,305 Transit Fees 1,060,227 1,121,409 - 2,140 - - Culture & Recreation 783,127 780,074 728,364 795,572 831,155 879,155 Library Charges 114 304 57 304 57 158 Misc Charges For Svc 51,655 66,574 53,188 93,088 47,209 65,715 Water Charges 7,240 6,680 5,869 6,680 5,869 5,869 Refuse Charges 2,030 2,697 296 179 296 296 Parking Charges - - - - 17,050 17,366 Miscellaneous Code Enforcement 411,418 455,264 451,306 461,664 455,386 455,836 Parking Fines 479,911 470,104 420,040 470,104 500,000 500,000 Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Contrib & Donations 300,385 236,566 390,624 305,816 286,139 286,139 Printed Materials 40,466 38,607 38,874 39,041 39,329 39,330 Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Misc Merchandise 42,879 36,340 25,462 34,861 27,384 28,105 Intra-City Charges 2,779,569 2,665,720 2,585,123 2,797,614 2,737,292 2,737,337 Other Misc Revenue 290,774 253,149 379,356 391,620 427,669 434,329 Special Assessments 3,322 1,740 1,013 - - - Other Financial Sources Sale Of Assets 130,413 1,183,162 549,549 2,381,450 2,086,450 2,081,450 Insurance Recoveries 427,334 - - - - - Bonds - - - - 500,000 500,000 Loans 41,410 198,589 901,610 2,352,000 2,048,644 2,048,644 Total Revenues 49,937,485$ 53,914,461$ 50,939,996$ 48,472,788$ 48,016,536$ 48,101,569$ General Fund Revenues by Type City of Iowa City 101 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projected City Council City Council 133,840$ 133,922$ 103,002$ 134,870$ 116,138$ 119,005$ City Clerk City Clerk 541,679 533,569 489,167 540,549 507,040 586,046 City Attorney City Attorney 601,424 654,080 654,800 690,133 713,474 724,191 City Manager City Manager 470,578 577,187 566,010 562,399 593,554 579,466 Communications Office 264,822 286,241 257,001 396,356 339,068 347,544 Human Resources 458,025 416,151 412,215 488,886 492,016 505,027 Human Rights 210,110 229,569 233,530 264,964 330,985 338,317 Finance Finance Adminstration 2,103,776 2,020,336 1,543,026 1,763,073 1,933,884 1,968,099 Accounting 690,281 752,835 785,592 867,965 768,181 790,110 Purchasing 321,452 323,862 283,274 303,507 302,947 311,924 Revenue 925,574 953,372 956,857 941,314 959,592 984,873 Police Police Administration 672,428 738,252 737,532 953,615 766,081 788,530 Police Administrative Services 1,645,019 1,729,034 1,712,112 2,112,879 1,939,698 2,033,862 Police Field Operations 8,246,780 8,921,449 8,994,163 9,625,570 10,113,250 10,341,193 Fire Fire Administration 643,292 796,569 791,222 899,631 805,521 807,966 Fire Emergency Operations 5,114,338 5,851,931 5,957,389 6,283,108 6,420,621 6,609,688 Fire Prevention 317,028 197,402 185,249 254,100 260,845 212,336 Fire Training 168,820 155,571 159,647 232,102 201,651 206,856 Housing and Inspection Housing and Inspection Admin 277,240 307,600 256,118 270,254 274,651 282,651 Building Inspection 1,002,375 780,924 671,148 830,123 751,488 772,575 Housing Inspections 468,798 488,604 551,435 505,123 516,474 531,363 Parks and Recreation Park and Rec Admin 762,488 817,035 797,858 839,965 982,398 1,007,788 Recreation 2,608,160 2,801,548 2,870,350 2,971,479 3,066,959 3,123,753 Park Maintenance 3,176,111 3,345,784 3,184,891 3,625,915 3,670,773 3,797,201 Cemetery Operations 372,869 381,117 315,647 381,597 348,378 357,995 Library Library Operations 5,567,592 5,758,770 5,560,202 5,951,770 5,847,418 6,014,131 Library Foundation Office - - 132,644 160,191 190,961 196,690 Senior Center Senior Center 800,638 828,740 840,519 920,694 898,159 884,297 Planning & Community Dvlpmnt Planning & Comm Dvlp Admin 264,652 290,469 288,435 359,458 298,924 307,656 Community Development 55,212 258,360 1,629,993 5,685,738 5,043,143 5,055,771 Economic Development 367,243 445,625 588,884 898,756 791,351 806,968 Urban Planning 356,248 320,870 319,152 327,532 333,640 343,121 Neighborhood Services 136,269 152,011 124,419 149,899 149,392 152,898 Human Services 780 1,000 295,697 286,175 286,031 291,497 Public Works Public Works Administration 263,045 274,406 279,099 292,514 295,662 304,395 Engineering Services 860,988 926,418 876,994 1,022,359 1,003,254 1,049,633 Transportation Services Transit Operations 6,288,884 6,520,244 - - - - Total Expenditures:47,158,858$ 49,970,857$ 44,405,272$ 52,794,563$ 52,313,602$ 53,535,416$ City of Iowa City General Fund Expenditures by Department and Division 102 GENERAL FUND GENERAL GOVERNMENT City Council City Clerk City Attorney City Manager Communications Office Human Resources Human Rights Finance Administration Accounting Purchasing Revenue F Y 2 0 1 5 CITY COUNCIL The City has seven (7) Council members, who serve staggered, four-year terms. Four Council members are "at-large" and are nominated by all voters and elected by all voters. Although the three "district" Council members (Districts A, B, and C) are nominated solely by voters within their districts and any primary is held only within the district, they are elected by voters city-wide. Council elections are held in odd-numbered calendar years. Council members select the Mayor from among themselves at their first meeting of the calendar year after each city council election. The Mayor is a voting member of the council and has no veto power. The Mayor is the official representative of the City, presiding officer of the Council and its policy spokesperson. The Council appoints a City Manager, City Attorney and City Clerk. The City Manager serves as the Chief Administrative Officer of the City. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 7.00 7.00 7.00 Financial Highlights: Services expenditures are decreasing $19,483 or 25.6%, primarily because $15,000 is in the FY2014 budget for possible Herky-on-Parade statue purchases, and this is not in the FY2015 budget. 105 City of Iowa City Activity: City Council (110100)Fund: General (1000) Division: City Council (110100)Department: City Council 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 133,840$ 133,922$ 102,334$ 134,870$ 116,138$ 119,005$ Miscellaneous: Other Misc Revenue - - 668 - - - Total Revenues & Other Financing Sources 133,840$ 133,922$ 103,002$ 134,870$ 116,138$ 119,005$ Expenditures: Personnel 55,922$ 57,282$ 54,364$ 55,085$ 54,365$ 55,996$ Services 72,523 64,569 46,952 76,231 56,748 57,883 Supplies 2,732 2,368 1,685 3,554 5,025 5,126 Capital Outlay 2,663 9,703 - - - Total Expenditures 133,840$ 133,922$ 103,002$ 134,870$ 116,138$ 119,005$ Personnel Services - FTE 2012 2013 2014 2015 City Council 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 Activity Summary 106 CITY CLERK The City Clerk is the official recordkeeping office of the City, performing recordkeeping duties as prescribed by State Law, the City Charter, and the Municipal Code. The City Clerk is appointed by the City Council, reports directly to the Council and attends all City Council meetings. The City Clerk is charged with custody of deeds, contracts, and abstracts. The Clerk's office is responsible for the keeping of all ordinances, resolutions, minutes, and the City Code. The office publishes public notices, ordinances, and minutes as required by law. The City Clerk's office assists both staff and the general public in researching information. Taxi company licenses and driver authorization, dancing permits, outdoor service areas, cigarette licenses, beer/liquor licenses, and cemetery deeds are issued from the Clerk's office. City subdivision files, project files, the Domestic Partnership Registry, and an index of Council proceedings are also maintained in the office. The Clerk's office also provides staff support for the Citizens Police Review Board (CPRB). The Citizens Police Review Board, based on a citizen initiative, was established in 1997. The board reviews police policies, procedures, and practices and may recommend modifications to them. The CPRB also reviews reports prepared after investigation of complaints about alleged police misconduct and then issues its own written report. The Board is also required to maintain a central registry of complaints and holds at least one community forum each year for the purpose of hearing citizens’ views on the policies, practices and procedures of the Iowa City Police Department. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 4.00 4.00 4.00 Financial Highlights: Services expenditures decreased by $58,563 or 44.3% in FY2015 due to the decrease in election expenditures. Scanning services, however, increased by $8,000 to convert microfilm records into electronic records for permanent storage. 107 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal/Objective: Provide support to the City Council, City staff, and individuals to implement strategic plan. Performance Measures: Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core 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 2010 CY 2011 CY 2012 Ordinances & Resolutions Received and Finalized (including attached documents e.g. Contracts) 560 439 584 Hours Processing Initiatives and Referendum Petitions New Measure New Measure New Measure Legal Publications Published New Measure New Measure New Measure Council Meeting and Information Packets Distributed New Measure New Measure New Measure CY 2010 CY 2011 CY 2012 Number of Licenses and Permits Processed New Measure New Measure New Measure Board & Commission Applications Processed New Measure New Measure New Measure 108 Strategic Plan Goal: Enhanced Communication and Marketing Department Goal/Objective: 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. Performance Measures: CY 2010 CY 2011 CY 2012 Number of Committees/ Commissions Meetings Staffed (Diversity; Charter Review; Citizens Police Review Board; Senior Services) New Measure New Measure New Measure Number of Images Electronically Archived (JC Recorder and Project Files) New Measure New Measure New Measure Number of Board and Commission Meeting Packets Archived New Measure New Measure New Measure 109 City of Iowa City Activity: City Clerk (120100)Fund: General (1000) Division: City Clerk (120100)Department: City Clerk 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 514,950$ 501,994$ 453,793$ 508,367$ 471,649$ 549,353$ Licenses And Permits Professional License 12,468 14,605 15,335 14,605 15,335 16,102 Miscellaneous Code Enforcement 1,500 3,300 4,200 3,300 4,200 4,650 Other Misc Revenue 10,089 10,445 11,512 10,413 11,512 11,512 Printed Materials 30 303 94 303 94 94 Total Revenues & Other Financing Sources 539,037$ 530,647$ 484,934$ 536,988$ 502,790$ 581,711$ Expenditures: Personnel 376,442$ 398,648$ 407,730$ 393,406$ 416,544$ 418,740$ Services 156,174 124,134 69,291 132,134 73,571 150,042 Supplies 6,421 7,865 7,913 11,448 12,675 12,929 Total Expenditures 539,037$ 530,647$ 484,934$ 536,988$ 502,790$ 581,711$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 License Specialist 1.00 1.00 1.00 1.00 Total Personnel 4.00 4.00 4.00 4.00 Citizens Police Review Board (120200)Fund: General (1000) Division: City Clerk Department: City Clerk Revenues & Other Financing Sources: General Revenues Subsidy 2,642$ 2,922$ 4,233$ 3,561$ 4,250$ 4,335$ Total Revenues & Other Financing Sources 2,642$ 2,922$ 4,233$ 3,561$ 4,250$ 4,335$ Expenditures: Services 2,642$ 2,922$ 4,233$ 3,561$ 4,250$ 4,335$ Total Expenditures 2,642$ 2,922$ 4,233$ 3,561$ 4,250$ 4,335$ Activity Summary Activity Summary 110 CITY ATTORNEY The City Attorney’s Office represents the City in court litigation and provides legal advice, opinions, and services to City staff, boards, and commissions. The City Attorney is appointed by the City Council and works at the direction of the City Council. The City Attorney supervises the City Attorney's Office, including four Assistant City Attorneys. In addition, the City Attorney acts as Chief Legal Counsel to the City Council, City Manager, the various City departments and staff, and most City commissions, committees and boards. The City Attorney also reviews and approves proposed City ordinances, resolutions, contracts, and other legal documents; oversees property acquisition needed for public improvements; prepares legal opinions for Council and City staff; and represents the City in litigation in which the City is involved, including violations of City ordinances. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 5.60 5.60 5.60 Financial Highlights: There was no major financial changes or highlights in the City Attorney FY2015 budget. GOALS, OBJECTIVES, and MEASURES Strategic Plan Goal: Healthy Neighborhoods; A Strong Urban Core; Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal/Objective: Provide professional legal advice and representation to the City Council, City Manager, Department Directors and Staff and City Assessor. 111 Measures: Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal/Objective: Provide Professional Representation to City in enforcement of the City Code and rules of the Housing Authority Measures: Strategic Plan Goal: Healthy Neighborhoods Department Goal/Objective: Professional handling of acquisition and purchases of homes in programs endorsed by City Council (e.q. UniverCity and flood buyout) Measures: CY 2010 CY 2011 CY 2012 Ordinances & Resolutions Approved (including attached documents e.g. Contracts) 560 439 584 Public Meetings of City Council, Boards and Commissions Staffed by City Attorney’s Office New Measure New Measure New Measure Cases in State and Federal Courts and Administrative Agencies New Measure New Measure New Measure CY 2010 CY 2011 CY 2012 Prosecution of Simple Misdemeanors 378 469 462 Municipal Infraction Trials New Measure New Measure New Measure Housing Authority Hearings New Measure New Measure New Measure CY 2010 CY 2011 CY 2012 Number of Closings 47 52 24 112 City of Iowa City Activity: City Attorney (130100)Fund: General (1000) Division: City Attorney (130100)Department: City Attorney 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 500,070$ 575,224$ 554,601$ 611,277$ 636,730$ 647,447$ Miscellaneous Code Enforcement 610 409 612 409 612 612 Intra-City Charges 99,434 75,874 96,430 75,874 72,975 72,975 Other Misc Revenue 1,310 2,573 3,157 2,573 3,157 3,157 Total Revenues & Other Financing Sources 601,424$ 654,080$ 654,800$ 690,133$ 713,474$ 724,191$ Expenditures: Personnel 562,482$ 615,541$ 618,798$ 646,395$ 674,697$ 684,638$ Services 28,261 30,864 28,634 35,568 30,832 31,449 Supplies 10,681 7,675 7,368 8,170 7,945 8,104 Total Expenditures 601,424$ 654,080$ 654,800$ 690,133$ 713,474$ 724,191$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 2.00 City Attorney 0.60 0.60 0.60 0.60 First Asst City Attorney 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 Total Personnel 5.60 5.60 5.60 5.60 Activity Summary 113 CITY MANAGER The City Manager strives to ensure City services are provided in an efficient, responsible manner. Through effectively managing the City’s operating departments, the City Manager seeks to implement policy that is consistent with the preferences of Iowa City’s citizens, as reflected in the direction provided by the City Council. Further, the City Manager provides Council with information needed to make informed policy decisions. The City Manager is the chief administrative officer for the City and is appointed by the City Council, managing the City’s day-to-day operations under broad policy direction from Council. The City Manager supervises the activities of all City departments and advises the City Council on matters relating to planning, development, and municipal operations. The City Manager implements policy decisions of the City Council and enforces City ordinances through the management of the City’s operating departments and the administration of the City’s personnel system. The City Manager also oversees administration of City contracts, execution of public improvements, as well as construction, improvement, and maintenance of all City facilities. The City Manager prepares a proposed annual budget and submits it to the City Council for consideration and final approval consistent with State law, along with presenting policy and program recommendations to the City Council. The City Manager’s Office also administers the City’s lobbyist contract. The City’s lobbyist monitors legislative action that will impact the city, and works to affect legislation at the state level to protect the city’s interests, support its goals, and ensure state funding for local programs. The City Manager’s Office oversees the operations of four divisions within the department: the Communications Office, Human Resources, Human Rights, and Cable Television, which operates as an enterprise fund. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 3.00 3.00 3.00 Financial Highlights: Personnel expenditures increased by 7.2%, partly due to the addition of a temporary Management Intern in FY2015. 114 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong Urban Core Department Goal: Support the cultural and economic vibrancy of the City while allowing citizens to use City-owned property. Department Objective: Process public assembly, parade, use of City Plaza, and ambulatory vendor permits in a manner that supports the cultural and economic vibrancy of the downtown and near downtown areas while protecting public safety. Performance Measures: Permits Processed Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Keep the City Council informed with the City’s accomplishments and future plans that further the strategic plan goals. Department Objective: Report strategic plan progress to Council, at a minimum, every four months. These updates should include specific projects and initiatives that support strategic plan goals. Performance Measures: Strategic Plan Report Updates CY 2010 CY 2011 CY 2012 159 154 151 Goal CY 2010 CY 2011 CY 2012 > 3 New Measure New Measure 3 115 Strategic Plan Goal: Strategic Economic Development Activities & Enhanced Communication and Marketing Department Goal: Enhance community relations to encourage cooperative projects to help improve residents’ lives in the community. Department Objective: Engage with local community and economic development organizations to develop collaborative relationships to coordinate service delivery and foster economic development. Performance Measures: United Way and Iowa City Area Development Group (ICAD) Functions Attended CY 2010 CY 2011 CY 2012 New Measure 40 69 116 City of Iowa City Activity: City Manager (210100)Fund: General (1000) Division: City Manager (210100)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 470,574$ 564,714$ 565,510$ 561,649$ 591,554$ 576,966$ Licenses And Permits Parade/Assembly Permit Fee - - - 750 1,500 2,000 Miscellaneous Other Misc Revenue 4 5 500 - 500 500 Total Revenues & Other Financing Sources 470,578$ 564,719$ 566,010$ 562,399$ 593,554$ 579,466$ Expenditures: Personnel 400,218$ 507,942$ 445,186$ 461,044$ 494,183$ 478,108$ Services 67,349 66,600 118,598 96,855 95,371 97,278 Supplies 3,011 2,645 576 4,500 4,000 4,080 Capital Outlay - - 1,650 - - - Total Expenditures 470,578$ 577,187$ 566,010$ 562,399$ 593,554$ 579,466$ Personnel Services - FTE 2012 2013 2014 2015 Adm Assistant To City Manager 1.00 1.00 1.00 - Administrative Analyst - - - 1.00 Assistant To The City Manager - - 1.00 - Asst City Manager 1.00 1.00 - 1.00 City Manager 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 Activity Summary 117 COMMUNICATIONS OFFICE The Communications Office serves as the central point of contact for internal and external communications at the City. The communications team coordinates media efforts and informational and promotional campaigns for the City, maintains the City’s website and intranet, utilizes social media to promote City events and programs, and works closely with the Cable Television division on public programming. They coordinate with staff to educate citizens and fellow staff on policies and procedures, publicize events, and support customer service functions throughout the organization. The Communications Office also staffs the front lobby information desk, which serves as the customer service hub of City Hall. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.00 3.00 3.00 Financial Highlights: Personnel expenditures decreased by 9.6% due to staff turnover. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase opportunities for citizen engagement and education Department Objective: Utilize social media, website, video messaging and media outreach to provide access to a wide audience Performance Measures: Social media growth and digital outreach using e-subscription service FY 2011 FY 2012 FY 2013 Twitter New Measure New Measure 574 Facebook New Measure New Measure 520 Media release activity 706 751 813 118 City of Iowa City Activity: Communications Office (210200)Fund: General (1000) Division: Communications Office (210200)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 249,561$ 267,205$ 257,001$ 396,356$ 289,068$ 297,544$ Miscellaneous Intra-City Charges 15,261 19,036 - - - - Total Revenues & Other Financing Sources 264,822$ 286,241$ 257,001$ 396,356$ 289,068$ 297,544$ Expenditures: Personnel 241,840$ 266,548$ 239,874$ 297,846$ 269,389$ 277,471$ Services 17,618 16,383 14,942 74,312 67,222 67,567 Supplies 5,364 3,310 2,186 15,098 2,457 2,506 Capital Outlay - - - 9,100 - - Total Expenditures 264,822$ 286,241$ 257,001$ 396,356$ 339,068$ 347,544$ Personnel Services - FTE 2012 2013 2014 2015 Communications Assistant - - 1.00 1.00 Communications Coordinator - - 1.00 1.00 Document Services Supv 1.00 1.00 - - Document Specialist 2.00 - - - Digital Communications Spec - - 1.00 1.00 Sr. Document Specialist 1.00 1.00 - - Total Personnel 4.00 2.00 3.00 3.00 Capital Outlay 2014 2015 Software 9,100$ -$ Total Capital Outlay 9,100$ -$ Activity Summary 119 HUMAN RESOURCES The Human Resources Division provides quality, comprehensive Human Resources services to the City of Iowa City and its employees with integrity, responsiveness, and sensitivity to the employees of the City and other customer, consistent with appropriate best practices and legal requirements. The Human Resources Division strives to provide quality, comprehensive Human Resources services to the City of Iowa City and its employees in the areas of:  Employee and labor relations for approximately 1,000 City employees, both permanent and temporary  Collective bargaining and contract administration for three collective bargaining agreements: AFSCME, Police, and Fire unions  Civil Service compliance per Chapter 400 of the Code of Iowa  Comprehensive benefits administration for approximately 640 permanent employees  Internal and external recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, collective bargaining agreements, and Personnel Policies  Personnel policy development and administration  Administration of applicable state and federal employment laws Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 4.00 3.00 3.00 Financial Highlights: Personnel expenditures decreased in FY2015 by 4.6% due to a reduction of temporary staffing. Services expenditures increased by 15.6% due to the addition of consulting expenses for fire and police promotional testing. The current certified candidate list expires next year. 120 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Recruitment for permanent and temporary positions in compliance with Chapter 400 of the Iowa Code, applicable collective bargaining agreements and City policies. Department Objective: To employ effective and efficient recruitment practices in a cost-effective manner. Performance Measures: Averages Note: Recruitment data does not include non-civilian Police and Fire Staff, Library employees or Recreation program hourly staff. City Employee Turnover Rate FY 2011 FY 2012 FY 2013 Number of Internal Hires 21 15 26 Number of External Hires 103 99 105 Positions posted but not filled 5 6 9 FY 2011 FY 2012 FY 2013 Days to Fill Vacant Position 45.47 38.23 43.65 Advertising Expense per External Hire $241.10 $268.21 $240.62 Applicants per Hire 11.61 10.43 9.97 FY 2011 FY 2012 FY 2013 4.26% 5.19% 7.01% 121 City of Iowa City Activity: Human Resources (210300)Fund: General (1000) Division: Human Resources (210300)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 448,803$ 410,016$ 404,607$ 488,766$ 484,408$ 497,419$ Charges For Fees And Services Misc Charges For Svc 110 120 70 120 70 70 Intra-City Charges 9,084 5,965 7,538 - 7,538 7,538 Other Misc Revenue 8 50 - - - - Printed Materials 20 - - - - - Total Revenues & Other Financing Sources 458,025$ 416,151$ 412,215$ 488,886$ 492,016$ 505,027$ Expenditures: Personnel 313,268$ 327,267$ 289,562$ 332,269$ 317,073$ 326,585$ Services 132,734 80,297 114,312 122,638 141,735 144,569 Supplies 12,023 7,186 8,341 33,979 33,208 33,873 Capital Outlay - 1,401 - - - - Total Expenditures 458,025$ 416,151$ 412,215$ 488,886$ 492,016$ 505,027$ Personnel Services - FTE 2012 2013 2014 2015 Human Resources Administrator - - 1.00 1.00 Human Resources Assistant - - 1.00 1.00 Human Resources Generalist - - 1.00 1.00 Personnel Administrator 1.00 1.00 - - Personnel Assistant 2.00 2.00 - - Personnel Generalist 1.00 1.00 - - Total Personnel 4.00 4.00 3.00 3.00 Activity Summary 122 HUMAN RIGHTS The staff of the Human Rights Commission strives to ensure equal opportunity in education, employment, credit, housing, and public accommodation with efficiency and competency. The Human Rights Coordinator enforces the local antidiscrimination laws, receives, investigates and makes decisions on complaints alleging unlawful discrimination. Conducts trainings, prepares specialized materials including correspondence, brochures, and advertisements. Receives daily inquiries, makes public presentations, plans programs for both cable and the community, provides specialized reports to state agencies and serves as secretary and liaison to the Human Rights Commission. Other responsibilities include but are not limited to reviewing contract compliance with the Equal Opportunity Program. The Human Rights Division receives, processes, and investigates complaints of unlawful discrimination. Responds to requests and concerns, provides assistance to the public, makes referrals to appropriate agencies as needed, and participates in training regarding civil rights and discrimination issues. The mission of the Human Rights Commission is to foster inclusiveness in the community by disseminating information to educate the public on illegal discrimination and civil rights. The Commission has the authority to make recommendations to the City Council for such further policy or legislation concerning discrimination as the Commission may deem necessary and desirable. In addition, the Commission organizes and plans programs of community need or concern by itself or in cooperation with other agencies both public and private whose purposes are not inconsistent with the Human Rights Ordinance. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.00 2.00 2.00 Financial Highlights: Services expenditures increased by $59,361 or 106% primarily due to additional expenditures for the City’s contribution to the Fastrac ($15,000) and to the Diversity Focus ($50,000) programs. In addition, advertising for discrimination notices and diversity programming/events was increased by $9,000. 123 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To eradicate discrimination through outreach, education and enforcement. Department Objective: Support and promote equal opportunity without regard to age, color, creed, sex, sexual orientation, disability, gender identity, race, religion, marital status, national origin, familial status and public assistance source of income. Performance Measures: Complaints Filed Demographic Information (voluntarily provided) FY 2011 FY 2012 FY 2013 New Measure New Measure New Measure FY 2011 FY 2012 FY 2013 New Measure New Measure New Measure New Measure 124 City of Iowa City Activity: Human Rights (210400)Fund: General (1000) Division: Human Rights (210400)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 204,633$ 226,292$ 223,235$ 263,464$ 327,985$ 335,317$ Licenses And Permits Misc Lic & Permits 120 30 90 - - - Special Events - - 8,418 - 2,000 2,000 Contrib & Donations 100 100 100 - - - Other Misc Revenue 5,257 3,147 1,687 1,500 1,000 1,000 Total Revenues & Other Financing Sources 210,110$ 229,569$ 233,530$ 264,964$ 330,985$ 338,317$ Expenditures: Personnel 177,478$ 195,402$ 195,609$ 204,170$ 211,091$ 217,424$ Services 28,053 30,122 33,519 55,825 115,186 116,090 Supplies 4,579 4,045 4,402 4,969 4,708 4,803 Total Expenditures 210,110$ 229,569$ 233,530$ 264,964$ 330,985$ 338,317$ Personnel Services - FTE 2012 2013 2014 2015 Human Rights Coordinator 1.00 1.00 1.00 1.00 Human Rights Investigator 1.50 1.00 1.00 1.00 Total Personnel 2.50 2.00 2.00 2.00 Activity Summary 125 FINANCE ADMINISTRATION Finance Administration provides direction and administrative support to departmental operating divisions. It supervises the preparation and dissemination of financial data for use by City Council and staff in making managerial decisions and coordinates the annual budget process. The division’s budget is organized into five activities: Administration, Disaster Assistance, Tort Liability, and Non-Operational Administration. Administration Administration monitors financial trends and provides analysis of budget to actual data and three-year financial projections. Staff provide oversight of long and short-term investment portfolios, cash flows and reserves, and oversees the preparation of general liability, fire & casualty, and workers compensation insurance specifications. Administration coordinates annual health and dental insurance renewals. Administration prepares the annual budget, three year financial plan, and five year capital improvement program and subsequent amendments thereof. Disaster Assistance This activity accounts for Federal Emergency Management Agency (FEMA) reimbursements for repairs to public facilities damaged in the June 2008 floods. Revenue includes State of Iowa matching funds. In addition to public facility repairs, reimbursements are also provided for some flood recovery services. Also, this activity accounts for expenses incurred from the June 2008 flood for which the City does not expect reimbursement. Tort Liability Chapter 384.12 of the Iowa State Code provides municipalities within the state of Iowa the legal authority with which to levy “a tax to pay the premium costs on tort liability insurance, property insurance, and any other insurance that may be necessary in the operation of the city, the costs of a self-insurance program, the costs of a local government risk pool and amounts payable under any self-insurance program, or local government risk pool.” The Tort Liability cost center accounts for General Fund’s contribution to the Risk Management Loss Reserve; general liability, fire and casualty and workers compensation premium costs. The account is administered by the Finance Department’s Revenue and Risk Manager. 126 Non-Operational Administration The Non-Operational Administration cost center facilities financial transactions which are non-operational in nature. Employee Benefits Levy: State code requires that a separate fund be established to account for revenue from the Employee Benefits Levy. Monies are then transferred into Non-Op Admin to cover General Fund’s share of Employee Benefit costs levied. Local Option Sales Tax: A one percent (1%) sales tax was approved by voter referendum in May, 2009. These funds are transferred out to the respective capital projects in FY2012 and 2013. The sunset for this tax was June 30, 2013. Community Event and Program Funding: The City’s Community Events and Programming budget has financially supported groups that have requested funding for various community events. Aid to Human Service Agencies and Community / Economic Development grant funding were moved out of this cost center with the FY2013 budget proposal. HIGHLIGHTS  Maintained the City’s Aaa bond rating from Moody’s Investors Service  Kronos time keeping software is being proposed for FY2015 Recent Accomplishments:  The City’s FY2013 & FY2014 budget documents earned the GFOA Distinguished Budget Presentation Award. Upcoming Challenges:  Planning for the effects of commercial property tax reform at the state level. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.65 3.65 3.15 The 0.5 FTE Management Analyst position was eliminated in FY2013, after Adopted FY2014. 127 Financial Highlights: The FY2015 budget includes capital outlay of $9,350 for timekeeping software implementation. Personnel expenditures decreased by 3.9% due to the elimination of the .50 FTE Management Analyst position and also due to staff turnover. Property tax revenue increased by 3.1% or $757,918, and property tax credit revenue increased by $514,153 due to the State’s replacement of lost property tax revenue. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Maintain the City’s Overall Sustainable Financial Health Department Objective: Maintain the City’s Aaa Bond Rating Performance Measures: Moody’s Aaa Bond Rating (maintained) Strategic Plan Goal: A Solid Financial Foundation Department Goal: Accurate and Timely Financial Reporting Department Objective: Earn the GFOA Distinguished Budget Presentation Award Performance Measures: Budget Award FY 2011 FY 2012 FY 2013 Yes Yes Yes FY 2011 FY 2012 FY 2013 Did not Apply Did not Apply Yes 128 City of Iowa City Activity: Finance Adminstration (310100)Fund: General (1000) Division: Finance Adminstration (310100)Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Property Taxes Current Taxes 21,766,882$ 22,441,703$ 23,492,249$ 24,090,079$ 24,847,997$ 24,352,325$ Delinquent Property Taxes Delinquent Taxes 3,507 554 1,595 - - - Other City Taxes Other City Taxes 405,707 421,220 415,403 411,080 412,633 420,886 Licenses And Permits Food & Liq Licenses 96,490 98,363 108,788 98,363 103,933 103,933 General Use Permits 38,679 40,765 51,425 40,765 51,425 51,425 Use Of Money And Property Interest Revenues 106,605 122,495 204,196 122,495 122,495 122,827 Intergovernmental Property Tax Credits 35,250 49,372 57,528 24,888 539,041 1,035,580 Miscellaneous Code Enforcement 390,783 442,897 418,463 442,897 418,463 418,463 Contrib & Donations 1,500 - - - - - Intra-City Charges 2,655,062 2,564,470 2,480,670 2,721,365 2,656,294 2,656,294 Other Misc Revenue 51 22 11 - - - Parking Fines 479,911 470,104 420,040 470,104 500,000 500,000 Other Financial Sources Misc Transfers In 4,490 - - - - - Sale Of Assets 1,000 - - - - - Trans-Bus Type Funds 18,000 18,000 18,000 18,414 18,727 19,102 Total Revenues & Other Financing Sources 26,003,917$ 26,669,965$ 27,668,367$ 28,440,450$ 29,671,008$ 29,680,835$ Expenditures: Personnel 264,628$ 316,178$ 366,855$ 374,879$ 360,136$ 370,940$ Services 71,021 91,532 82,680 67,088 50,097 51,099 Supplies 1,617 4,073 3,308 4,041 3,719 3,793 Capital Outlay - 1,850 6,120 - 9,350 - Total Expenditures 337,266$ 413,633$ 458,963$ 446,008$ 423,302$ 425,832$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.25 0.25 0.25 0.25 Budget Management Analyst 1.00 1.00 2.00 2.00 Finance Director 0.90 0.90 0.90 0.90 (1) Management Analyst 0.50 0.50 0.00 0.00 Total Personnel 2.65 2.65 3.15 3.15 (1) Position Eliminated by Resolution May 2013, subsequent to FY14 Budget Adoption. Capital Outlay 2014 2015 Software -$ 9,350$ Total Capital Outlay -$ 9,350$ Activity Summary 129 City of Iowa City Activity: Disaster Assistance (310730)Fund: General (1000) Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy -$ 38,847$ -$ -$ -$ -$ Intergovernmental FEMA Reimbursements 159,224 72,971 43,428 191,745 - - State Disaster Assistance - 1,101 122,522 24,557 - - Use Of Money And Property Interest Revenues 12 29 7 - - - Miscellaneous Other Misc Revenue 288 6,071 794 - - - Other Financial Sources Insurance Recoveries 427,333 - - - - - Transfer-In - - 26,027 - - - Total Revenues & Other Financing Sources 586,857$ 119,019$ 192,778$ 216,302$ -$ -$ Expenditures: Personnel 48,723$ 34,507$ 40,200$ 39,415$ -$ -$ Services 76,199 84,512 3,453 2,155 - - Supplies 160 - - - - - Capital Outlay 41,928 - - - - - Total Expenditures 167,010$ 119,019$ 43,653$ 41,570$ -$ -$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 0.40 0.40 0.38 - Total Personnel 0.40 0.40 0.38 - Activity Summary 130 City of Iowa City Activity: Tort Liability (310630)Fund: General (1000) Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Property Taxes 1,119,406$ 961,434$ 907,808$ 869,033$ 896,379$ 878,495$ Delinquent Property Taxes 180 24 62 - - - Other City Taxes 20,868 18,041 16,051 15,062 15,102 15,404 Intergovernmental Property Tax Credits - - - - 17,884 35,768 Total Revenues & Other Financing Sources 1,140,454$ 979,499$ 923,921$ 884,095$ 929,365$ 929,667$ Expenditures: Personnel 104,209$ 113,766$ 114,916$ 123,177$ 121,118$ 124,752$ Services 885,085 736,297 812,567 754,560 889,266 907,052 Supplies 11,200 4,789 4,884 4,981 5,081 5,183 Total Expenditures 1,000,494$ 854,852$ 932,368$ 882,718$ 1,015,465$ 1,036,987$ Personnel Services - FTE 2012 2013 2014 2015 Assistant City Attorney 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 Activity: Non-Operational Admin (310710)Fund: General (1000) Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Property Taxes 4,964$ -$ 2,754,939$ 2,824,819$ 2,913,708$ 2,855,574$ Other City Taxes 8,691,481 8,949,784 8,664,389 2,719,472 337,320 344,066 Use Of Money And Property Interest Revenues - 220,433 - - - - Rents - 2,000 5,500 6,000 5,500 5,500 Intergovernmental Property Tax Credits - - - - 58,134 116,268 Miscellaneous Misc Merchandise 22 12 18 - - - Other Misc Revenue - - 6,952 - 6,952 6,952 Other Financial Sources Interfund Loans 678,096 882,222 - - - - Sale Of Assets - 804,380 101,162 - - - Transfer-In from Employee Benefits 7,515,304 8,846,298 8,705,258 8,768,255 8,547,359 8,718,306 Total Revenues & Other Financing Sources 16,889,867$ 19,705,129$ 20,238,217$ 14,318,546$ 11,868,973$ 12,046,666$ Expenditures: Personnel 1,836$ -$ -$ -$ -$ -$ Services 590,895 624,276 107,443 107,775 107,493 109,643 Supplies - 7,746 600 8,056 624 637 Capital Outlay 6,275 810 - - - - General Fund Contingency - - - 276,946 387,000 395,000 Total Expenditures 599,006$ 632,832$ 108,043$ 392,777$ 495,117$ 505,280$ Activity Summary Activity Summary 131 City of Iowa City - General Fund Community Event and Program Funding Community event and City sponsored event funding totals $106,200 for FY2015. Funding requests totaled $139,355. Funding Requests for Community Events & Programs Actual FY2012 Actual FY2013 Budget FY2014 Requested FY2015 Budget FY2015 319 Music Fest 2,562 3,000 - 3,000 - 3rd Annual Northside Oktoberfest - - 1,000 10,000 1,500 4rh Annual Iowa City Juneteenth Celebration - - 275 1,000 1,000 Backyard Abundance 400 - - - - Think Bicycles:- - - 8,500 - Bike to Work Month - - 1,000 - 1,000 1st Annual Hand Built Bicycle Exhibition - - - - 3,700 The Community Meal Project - - - 5,000 - Harvest Preserve Open House - - - 355 - ICCR Kappa League Program - - - 5,000 - Iowa City Book Festival 1,500 1,000 - - - Iowa City Community String Orchestra 200 200 400 - - Landlocked Film Festival 3,000 3,000 3,000 3,000 3,000 Mission Creek Festival - 4,000 4,000 - - Public Space One: 52 Weeks/Works in Progress Festival (WiP5)- - 500 3,500 - Riverside Theatre - Shakespeare Festival 7,000 5,000 5,000 6,000 5,000 Tree Huggers Program - - - 4,000 - Summer of the Arts 69,000 67,000 67,000 67,000 67,000 4th of July Fireworks (City of Iowa City) 23,000 23,000 23,000 23,000 23,000 Contingency - - 1,025 - 1,000 Community Event/Program Funding 106,662 106,200 106,200 139,355 106,200 132 ACCOUNTING The Accounting Division provides processing and reporting of all financial transactions for the City of Iowa City. The division also provides financial controls for departments to help ensure proper stewardship of public funds. Accounting provides services that support management decisions through timely and accurate processing and reporting of payroll, accounts payable, accounts receivable, and cash transactions. The division processes payments for goods and services and pays all vendors timely and accurately, taking advantage of any discounts offered, monitors the City’s debt and ensures accurate and timely principal and interest payments, and processes and distributes payroll for all City employees accurately and timely. Accounting files quarterly and annual payroll tax returns, receives unqualified opinions on the City’s annual audited financial statements and compliance with requirements described in OMB Circular A-133, and prepares a Comprehensive Annual Financial Report in conformance with GAAP that meets the requirements of the GFOA excellence in financial reporting program. The division also requests funds for City programs funded by Federal and State grants on a monthly basis and monitors these funds to ensure compliance with applicable laws and guidelines. Recent Accomplishments:  The City’s Comprehensive Annual Financial Report (CAFR) for FY2012 earned the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the 28th consecutive year. The Certificate is the highest form of recognition for excellence in state and local financial reporting. Upcoming Challenges:  Finalize implementation of the City’s new ERP software Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 8.00 8.00 7.00 The Grant Accountant position added for the 2008 flood is being eliminated in the FY2015 adopted budget. Financial Highlights: Personnel expenditures decreased by 4.5% due to the elimination of the 2008 flood Grant Accountant position and services expenditures decreased by 38.9% due to a reduction in computer internal service charges. 133 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong and Sustainable Financial Foundation Department Goal: Accurate and timely financial reporting Department Objective: Earn the GFOA Certificate of Achievement for Excellence in Financial Reporting and an Unqualified/Unmodified opinion on Financial Statements from External Auditors Performance Measures: CAFR Certificate Audited Financial Statements FY 2011 FY 2012 FY 2013 Target Yes Yes Yes FY 2011 FY 2012 FY 2013 Auditor’s Opinion on Financial Statements Unqualified Unqualified Unmodified 134 City of Iowa City Activity: Accounting (310200)Fund: General (1000) Division: Accounting (310200)Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 681,715$ 746,173$ 780,016$ 863,073$ 763,621$ 785,395$ Use Of Money And Property Interest Revenues - 26 - - - - Intergovernmental Local 28E Agreements 560 - - - - - Miscellaneous Intra-City Charges 728 375 485 375 485 530 Other Misc Revenue 3,954 4,519 4,075 4,517 4,075 4,185 Printed Materials 2 2 3 - - - Special Assessments 3,322 1,740 1,013 - - - Total Revenues & Other Financing Sources 690,281$ 752,835$ 785,592$ 867,965$ 768,181$ 790,110$ Expenditures: Personnel 522,849$ 580,294$ 613,019$ 687,320$ 656,602$ 676,300$ Services 163,891 169,453 167,861 176,008 107,532 109,683 Supplies 3,541 3,088 4,711 4,637 4,047 4,127 Total Expenditures 690,281$ 752,835$ 785,592$ 867,965$ 768,181$ 790,110$ Personnel Services - FTE 2012 2013 2014 2015 Account Clerk - Acctng 1.00 1.00 1.00 1.00 Accountant - Payroll 1.00 1.00 1.00 1.00 Assistant Controller 1.00 1.00 1.00 1.00 Controller 1.00 1.00 1.00 1.00 Grant Accountant *1.00 1.00 1.00 0.00 Internal Auditor 1.00 1.00 1.00 0.00 Sr Accountant - Accounting 1.00 1.00 1.00 2.00 Sr Accounts Payable Clerk 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 7.00 * Temporary position created for 2008 flood Activity Summary 135 PURCHASING The Purchasing Division provides quality service to City departments, protects the City’s legal interests, and acts responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of open competition and the impartial and fair treatment of vendors. The Purchasing Division provides services to internal clients/staff and the general public in the following areas:  Develops and issues solicitations for the City’s procurement requirements for commodities and services – including Request for Bids, Request for Proposals, and Request for Quotes.  Administers contracts for commodity and services.  Assists with the procurement of office furniture, equipment, and supplies.  Assists with the transfer and sale of City’s Surplus Equipment, Vehicles, etc. - Participation in the State of Iowa Surplus Agreement for the sale of surplus equipment.  Administers City Procurement Card Program – Includes issuing cards, training internal clients, answering procurement card questions, and assisting with problem resolution.  Sorts and distributes incoming mail for the City’s departments and divisions. HIGHLIGHTS  A new purchasing policy was developed by staff and adopted by Council during FY2012 Recent Accomplishments: In fiscal year 2013 the Purchasing Division  Developed and Issued 40 new solicitations including Request for Bids, Request for Proposals, and Request for Quotes.  Administered over 100 City contracts.  Procured over $4.2 million in goods and services.  Sold over $174,000 of surplus equipment and vehicles. Upcoming Challenges:  Implementation of the Munis purchasing card software Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 3.94 3.44 3.44 136 Financial Highlights: There is a decrease in services expenditures of 44.4% or $8,400 due to a decrease in outside printing services, travel and training, and internal service fund charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: To provide quality service to City departments, protect the City’s legal interests, and act responsibly on behalf of the public by maintaining the integrity of the City’s procurement system through the encouragement of fair and open competition. Department Objective: Provide assistance to City employees in the purchase of commodities and services while ensuring inclusivity in the procurement process through fair and open competition. Performance Measures: Quantity of Solicitations and Dollar Value *amount does not include all City-Wide Contract Procurements FY 2011 FY 2012 FY 2013 Request for Proposals 18 19 11 Request for Bids, Request for Quotes, & Cooperative Agreements 48 38 36 Other (Purchase Agreements, Sole Source Purchases, Contract Renewals, & Emergency Purchases) 21 24 46 Dollar Value of Procurements* (in millions) $1.9 $2.5 $4.2 137 Request for Bids, Request for Quotes, and Cooperative Agreements FY 2011 FY 2012 FY 2013 Estimated Cost Savings (rounded to the nearest thousand) $325,000 $218,000 $200,000 Number of Bids and Proposals Received (excluding cooperative agreements) New Measure New Measure New Measure 138 City of Iowa City Activity: Purchasing (310300)Fund: General (1000) Division: Purchasing (310300)Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 317,365$ 318,315$ 277,577$ 297,984$ 297,250$ 305,516$ Miscellaneous Other Misc Revenue 4,087 5,523 3,739 5,523 3,739 4,450 Other Commissions - - 1,958 - 1,958 1,958 Sale Of Assets - 24 - - - - Total Revenues & Other Financing Sources 321,452$ 323,862$ 283,274$ 303,507$ 302,947$ 311,924$ Expenditures: Personnel 304,282$ 304,374$ 270,291$ 283,639$ 291,825$ 300,580$ Services 16,496 18,556 11,736 18,899 10,499 10,709 Supplies 674 932 1,247 969 623 635 Total Expenditures 321,452$ 323,862$ 283,274$ 303,507$ 302,947$ 311,924$ Personnel Services - FTE 2012 2013 2014 2015 Buyer I - Purchasing 1.00 1.00 0.94 0.94 Buyer II 1.00 1.00 1.00 1.00 Purchasing Agent 1.00 1.00 1.00 1.00 Purchasing Clerk 1.00 0.94 0.50 0.50 Total Personnel 4.00 3.94 3.44 3.44 Activity Summary 139 REVENUE The Revenue Division is responsible for the customer service, billing, and collection procedures for 25,500 City of Iowa City utility accounts and 200 Landfill accounts. The division also records and reconciles all City receipts and banking activity. The division strives to provide excellent customer service and timely and accurate billings to City and Iowa City utility and landfill customers, minimize revenue written off as uncollectible, and accurately record all customer receipts. HIGHLIGHTS  Billed for over $24,000,000 in City utility services  Received over 24,000 customer calls and answered 86% of calls within 20 seconds  Processed 307,770 receipt transactions Recent Accomplishments:  Changed credit card processors resulting in an annual savings of $30,000  Tightened up the utility reading schedule to more closely coincide with the bill dates  Worked with the City Attorney’s Office and Public Works to draft a revised Landfill Permit application and charge card agreement Upcoming Challenges:  Conversion to the Munis CIS software  Complete the remodel of the Cashier area Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 7.88 7.88 7.88 Financial Highlights: There are no major financial changes in the Revenue budget for FY2015. 140 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Improve customer service through expanded payment/service request options Department Objective: Increase the number of transactions conducted online Performance Measures: *percent of calls answered within 20 seconds Web Start/Stop Service Payment Method FY 2011 FY 2012 FY 2013 Active Accounts 25,902 26,268 26,510 Total Calls 24,119 23,907 24,228 Service Level* 86.96% 87.28% 86.40% FY 2011 FY 2012 FY 2013 Customer Transactions 3,801 4,242 4,372 % Change 11.40% 11.60% 3.06% FY 2011 FY 2012 FY 2013 Total Receipt Transactions 303,038 298,262 307,770 Web Transactions 74,889 83,811 90,700 % Web Transactions of Total Transactions 24.71% 28.10% 29.47% Change in Web Transactions (%) 13.60% 11.91% 8.22% Change in % Web Transactions of Total (%) 13.20% 13.71% 4.88% 141 City of Iowa City Activity: Revenue (310400)Fund: General (1000) Division: Revenue (310400)Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 921,599$ 945,503$ 951,130$ 934,270$ 953,107$ 978,388$ Charges For Fees And Services Water Charges 7,240 6,680 5,869 6,680 5,869 5,869 Miscellaneous Misc Merchandise 395 340 - - 333 333 Other Misc Revenue (3,660) 493 (141) 364 283 283 Other Financial Sources Sale Of Assets - 356 - - - - Total Revenues & Other Financing Sources 925,574$ 953,372$ 956,857$ 941,314$ 959,592$ 984,873$ Expenditures: Personnel 550,144$ 589,509$ 591,759$ 587,700$ 608,926$ 627,194$ Services 369,140 353,951 359,919 349,010 345,276 352,181 Supplies 6,290 4,616 5,179 4,604 5,390 5,498 Capital Outlay - 5,296 - - - - Total Expenditures 925,574$ 953,372$ 956,857$ 941,314$ 959,592$ 984,873$ Personnel Services - FTE 2012 2013 2014 2015 Cashier - Revenue 1.38 1.38 1.38 1.38 Customer Service Rep - Revenue 5.00 5.00 5.00 5.00 Revenue & Risk Manager 0.50 0.50 0.50 0.50 Sr Accountant - Revenue 1.00 1.00 1.00 1.00 Total Personnel 7.88 7.88 7.88 7.88 Activity Summary 142 GENERAL FUND PUBLIC SAFETY Police Fire Housing & Inspection Services F Y 2 0 1 5 POLICE ADMINISTRATION The Police Department’s Administration Division oversees the Department’s two operating divisions, Administrative Services and Field Operations. Administrative Services activities:  Records  Property & Evidence  Training & Accreditation  Crime Prevention  Planning & Research  Animal Services  Community Relations  Computer Operations Field Operations activities:  Patrol  Investigations Recent Accomplishments:  The Iowa City Police Department is a Nationally Accredited Police Department, receiving its initial accreditation from the Commission on Accreditation for Law Enforcement Agencies (CALEA) in March of 2002. The reaccreditation review occurred in December of 2013. Upcoming Challenges:  Keeping up with rapid changes in technology Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 5.00 5.00 5.00 Financial Highlights: Personnel expenditures decreased from the FY2014 revised expenditures due to a budget correction for pension contributions during FY2014. 145 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Commit to excellence in leadership, resource management, service-delivery, and improving our city and neighborhoods. Department Objective: Maintain Commission on Accreditation for Law Enforcement Agencies, Inc. (CALEA) accredited agency status compliance each year. Performance Measures: Maintain compliance of CALEA accreditation Universal Crime Reporting (UCR 1) Violent Crimes (includes murder, non-negligent manslaughter, forcible rape, robbery, and aggravated assault) Universal Crime Reporting (UCR 1) Property Crimes (includes burglary, larceny-theft, and motor vehicle theft) **Average does not include Dubuque because FBI determined that the agency’s data were over-reported, and consequently were not included in their tables *Comparable Cities were Ames, Council Bluffs, Dubuque, Sioux City, and Waterloo CY 2010 CY 2011 CY 2012 Yes Yes Yes CY 2010 CY 2011 CY 2012 Iowa City 183 163 185 Average of Comparable Cities in Iowa* 373 333 339 CY 2010 CY 2011 CY 2012 Iowa City 1,533 1,580 1,842 Average of Comparable Cities in Iowa* 2,527 2,658 2,932** 146 City of Iowa City Activity: Police Administration (410100)Fund: General (1000) Division: Police Administration (410100)Department: Police 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 667,652$ 732,057$ 737,513$ 953,615$ 766,081$ 788,530$ Other Financial Sources Misc Transfers In 4,776 6,195 - - - - Sale of Assets - - 20 - - - Total Revenues & Other Financing Sources 672,428$ 738,252$ 737,532$ 953,615$ 766,081$ 788,530$ Expenditures: Personnel 612,425$ 676,839$ 671,317$ 904,831$ 712,845$ 734,230$ Services 50,866 50,767 54,205 40,172 43,920 44,798 Supplies 9,137 10,646 12,010 8,612 9,316 9,502 Total Expenditures 672,428$ 738,252$ 737,532$ 953,615$ 766,081$ 788,530$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 Computer Syst Analyst - Police 1.00 1.00 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Chief 1.00 1.00 1.00 1.00 Police Sergeant 1.00 1.00 1.00 1.00 Total Personnel 5.00 5.00 5.00 5.00 Activity Summary 147 ADMINISTRATIVE SERVICES The Administrative Services Division supports or provides services to Field Operations. The division is commanded by a Captain and is organized into the following activities:  Records is responsible for the recording of information, the housing and maintenance of departmental records, reproduction and forwarding of records or data, providing copies of records to the public, and compiles statistics for the National Crime Reporting System.  Property & Evidence maintains all property turned into the department. This includes found property as well of property held for evidentiary purposes. Additionally, the property section prepares evidentiary items for transport applicable lab facilities.  Training & Accreditation is responsible for maintaining the mandated level of training for members of the department as well as ensuring those personnel are trained in those areas that are necessary for the efficient functioning of the department. Monitor general orders to ensure they comply with accreditation standards.  Crime Prevention The officer holding the position of Crime Prevention Officer is certified as a Crime Prevention Specialist by the American Crime Prevention Institute. The Crime Prevention Office adheres to the philosophy that open communication is key to making our community a safer place to live. The two new COPS grant officers will operate out of this position.  Planning & Research is responsible for the analyzing of statistical information compiled by the Records Section in order to identify trends affecting the public so departmental resources may best be deployed. This Sergeant is also responsible for dealing with releasing information to the public and news media.  Animal Services operates as a public safety/enforcement agency for the protection of the public and animals of the City. The division also operates an animal center for stray and abandoned animals.  Community Relations is responsible for involving the community in the operations of the police department. This may be in participating in educational programs in the schools or participating in educational programs such as the Citizen Police Academy or neighborhood watch activities.  Computer Operations is responsible for the Police information technology, CAD system support, records integration and technology. This includes wireless solutions, communication upgrades and day-to-day support of all police computer hardware and software, both in the station and mobile applications. HIGHLIGHTS  Completed fourth CALEA on-site inspection.  The department is in the process of replacing the old squad car computers with a new laptop which will allow officers to remove the laptop from the car and complete the report where ever the officer wishes. 148 Recent Accomplishments:  An agreement with the Cedar Rapids Police Department guarantees usage of the CRPD range. This was accomplished using funds from two Department of Justice JAG awards and forfeited funds from drug seizures. The department will also receive free basic officer academy tuition under this agreement.  The department identified a new squad car and equipment to replace the Ford Crown Victoria, which is no longer manufactured.  The downtown businesses and several neighborhoods have teamed up with the COPS grant officers to address issues in their area. Upcoming Challenges:  Starting and overseeing the construction of the new animal shelter.  Implementing a dual identification software system to meet new FBI computer requirements.  Addressing the space needs caused by the loss of the Wilson building for property and bike storage. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 18.00 20.00 20.00 Financial Highlights: Personnel expenditures decreased 6.7% due to staff turnover and services expenditures decreased by 14.1% due to software maintenance expenditures being postponed until FY2016. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Enhance community relations and promote minority recruitment. By continuing to participate in “Badges for Baseball, starting a Youth Citizen Police Academy and Police Cadet program, the department hopes the minority community will have a better understanding of a police officer’s job. 149 Department Objective: Develop programs designed to promote interaction between teens, young adults, and officers outside of the regular duty hours. In this non-adversarial environment officers and minority community members will be able to interact and open up communication lines. A better understanding of the job will also enhance recruitment of minority citizens. Performance Measures: Community Presentations Youth Related Programs Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods Department Goal: Increase the efficiency in which lost pets and owners are reunited. Department Objective: Increase the number of pets that are licensed and/or implanted with a microchip. Pets with microchips and/or licensed are more easily identified and returned to their owners. This decreased time reduces the stress on both the pet and owner. This also increases the amount of time that officers can spend patrolling and addressing nuisance animals, which can affect the quality of life in a neighborhood. Outsourcing licensing will be evaluated, as other jurisdictions have found that privatization has increased community participation. CY 2010 CY 2011 CY 2012 117 129 174 CY 2010 CY 2011 CY 2012 New Measure New Measure New Measure 150 Performance Measures: Pets with microchips Licensed pets CY 2010 CY 2011 CY 2012 1,100 1,075 1,150 CY 2010 CY 2011 CY 2012 3,602 3,500 3,834 151 City of Iowa City Activity: Police Administrative Services (410200)Fund: General (1000) Division: Police Administrative Services (410200)Department: Police 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 1,404,221$ 1,425,860$ 1,526,537$ 1,776,054$ 1,565,483$ 1,661,156$ Licenses And Permits Misc Lic & Permits 23,403 25,348 21,383 28,348 21,383 23,378 Intergovernmental Local 28E Agreements 111,517 173,081 71,382 195,583 218,286 218,286 Charges For Fees And Services Animal Care Services 12,078 9,539 8,873 12,000 11,420 11,420 Misc Charges For Svc 4,402 3,569 3,879 3,569 3,879 3,950 Miscellaneous Animal Adoption 12,268 13,020 10,620 13,020 11,264 11,969 Code Enforcement 645 - - 6,400 4,080 4,080 Contrib & Donations 2,020 1,818 - 1,816 22,289 22,289 Misc Merchandise 11,067 10,302 7,887 10,302 9,032 9,752 Other Misc Revenue 45,232 45,531 39,088 45,687 44,670 44,670 Printed Materials 18,166 19,423 22,434 20,100 22,912 22,912 Other Financial Sources Sale Of Assets - 1,543 29 - 5,000 - Total Revenues & Other Financing Sources 1,645,019$ 1,729,034$ 1,712,112$ 2,112,879$ 1,939,698$ 2,033,862$ Expenditures: Personnel 1,329,276$ 1,408,740$ 1,405,753$ 1,603,659$ 1,495,702$ 1,540,573$ Services 229,190 237,026 223,533 413,705 355,556 412,668 Supplies 68,469 68,797 60,532 78,515 79,040 80,621 Capital Outlay 18,084 14,471 22,295 17,000 9,400 - Total Expenditures 1,645,019$ 1,729,034$ 1,712,112$ 2,112,879$ 1,939,698$ 2,033,862$ Personnel Services - FTE 2012 2013 2014 2015 Animal Care Technician 2.00 2.00 2.00 2.00 Animal Center Assistant 1.00 1.00 1.00 1.00 Animal Control Supervisor 1.00 1.00 1.00 1.00 Animal Services Officer 2.00 2.00 2.00 2.00 CSO/Station Master 5.00 5.00 5.00 5.00 Police Officer 1.00 1.00 3.00 3.00 Police Records Clerk 2.00 2.00 2.00 2.00 Police Sergeant 1.00 1.00 1.00 1.00 Records Supervisor 1.00 1.00 1.00 1.00 Sr Police Records Clerk 2.00 2.00 2.00 2.00 Total Personnel 18.00 18.00 20.00 20.00 Capital Outlay 2014 2015 Animal Control Truck 17,000$ -$ Other Operating Equipment - 9,400 Total Capital Outlay 17,000$ 9,400$ Activity Summary 152 FIELD OPERATIONS The Police Department’s Field Operations Division is organized into two activities, Patrol and Investigations. The division is commanded by a Captain.  Patrol: The Patrol section is the largest section in the department and is responsible for handling calls for service from the public in addition to handling special assignments and self-initiated activities. Officers are responsible for the protection of life and property, and help maintain peace, order, and safety for all. The patrol section is divided in to three watches (shifts) providing 24-hour service. Each watch is under the supervision of a Lieutenant and two Sergeants. In addition to the traditional patrol units, the patrol section also has a canine unit, bicycle officers, Community Service Officers, Street Crimes Unit, Special Response Team (SRT) and provides Crime Scene Technicians (CST) for the processing of crime scenes.  Investigations: The Investigations section is responsible for the investigation of criminal activity beyond that which is conducted by the patrol section. The Investigations section is headed by a Lieutenant and a Sergeant. The Investigations section has investigators assigned to the Johnson County Drug Task Force, Domestic Abuse, in addition to general investigators.  Forfeitures: Criminal forfeiture is an action brought as a part of the criminal prosecution of a defendant. It is an in personam (against the person) action and requires that the government indict (charge) the property used or derived from the crime along with the defendant. The money or items that are forfeited can only be used by law enforcement for law enforcement equipment or law enforcement related activities. The money or items cannot be used to supplant a budget or budgeted item. Forfeiture is governed by State of Iowa Code chapter 1133 in addition to federal guidelines. HIGHLIGHTS  Directed Patrol resources emphasizing neighborhood stabilization.  Completion of the construction of the crime lab. 153 Recent Accomplishments:  The Department implemented the two additional positions under the Department of Justice COPS grant. One of the positions focuses on the Downtown area, and the other position focuses on specific problems in residential neighborhoods.  Officers worked with the Iowa City Community School District and provided training for critical incidents to School District employees.  The Department's cold case investigator recently completed an extensive investigation of a 1997 homicide which resulted in the arrest of a suspect.  In September the Juvenile Investigator joined representatives from Juvenile Court, the Iowa City Community School District, and District Court Judge in attending Georgetown University’s program for Reducing Racial and Ethnic Disparities in Juvenile Justice Certificate Program.  The Department recently completed construction and implemented use of a new crime scene lab. The lab includes updated equipment that will assist Officers in the cultivation of evidence to lead to the successful resolution and prosecution of criminal cases. Upcoming Challenges:  Identifying solutions to the problems associated with the homeless population in Iowa City.  Addressing the disparate arrest/incarceration rate of the minority population. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 80.00 80.00 80.00 Financial Highlights: Capital outlay expenditures include $170,000 for squad car replacement, $24,000 to purchase AEDs as part of a two-year program, and $22,500 for vehicle equipment. 154 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Traffic crash reduction Address the impact of underage drinking on downtown and near downtown neighborhoods Department Objective: Increase OWI and traffic enforcement Continue alcohol compliance checks, bar checks, and directed party patrols, reduce response time to loud party calls Performance Measures: Traffic Accidents and Average Damage * Iowa City Police Officers respond to all calls for traffic accidents. Average damage is collected only for reportable accidents; reportable accidents include those causing personal injury or property damage over $1,000. CY 2010 CY 2011 CY 2012 OWI Arrests 319 452 476 Traffic Stops 11,804 13,728 11,981 CY 2010 CY 2011 CY 2012 Accidents* 1,889 1,886 2,047 Average Damage, Reportable Accident* $4,488 $4,421 $3,276 155 Response Time: Loud Party Complaints (in minutes) CY 2010 CY 2011 CY 2012 Bar Checks Performed 976 1,800 1,365 Compliance Checks 25 149 273 CY 2010 CY 2011 CY 2012 Call to Dispatch 18:07 11:30 9:03 Dispatch to On Scene 9:25 4:19 4:01 156 City of Iowa City Activity: Police Field Operations (410300)Fund: General (1000) Division: Police Field Operations (410300)Department: Police 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 7,239,909$ 8,085,646$ 8,034,265$ 8,872,484$ 9,355,467$ 9,575,335$ Other City Taxes 528,240 386,601 396,304 447,077 403,750 411,825 Use Of Money And Property Interest Revenues 214 209 95 209 95 95 Intergovernmental Fed Intergovnt Rev 27,404 30,458 23,508 - 118,802 118,802 Other State Grants 266,129 223,097 180,233 124,471 131,315 131,315 Charges For Fees And Services Fire Services 4,345 5,255 5,305 5,255 5,305 5,305 Police Services 101,050 135,035 269,023 136,460 30,705 30,705 Miscellaneous Code Enforcement 2,989 1,611 1,587 1,611 1,587 1,587 Other Misc Revenue 20,878 15,342 42,252 14,003 42,224 42,224 Other Financial Sources Sale Of Assets 55,622 38,195 41,590 24,000 24,000 24,000 Total Revenues & Other Financing Sources 8,246,780$ 8,921,449$ 8,994,163$ 9,625,570$ 10,113,250$ 10,341,193$ Expenditures: Personnel 7,201,970$ 7,906,418$ 7,867,958$ 8,303,215$ 8,970,917$ 9,240,044$ Services 646,113 603,239 635,273 748,971 686,317 700,043 Supplies 179,017 129,691 194,863 225,378 204,516 208,606 Capital Outlay 219,680 282,101 296,068 348,006 251,500 192,500 Total Expenditures 8,246,780$ 8,921,449$ 8,994,163$ 9,625,570$ 10,113,250$ 10,341,193$ Personnel Services - FTE 2012 2013 2014 2015 Comm Serv Officer - Evidence 1.00 1.00 1.00 1.00 Community Service Officer 4.00 4.00 4.00 4.00 Police Captain 1.00 1.00 1.00 1.00 Police Lieutenant 4.00 4.00 4.00 4.00 Police Officer 63.00 63.00 63.00 63.00 Police Officer - Temp Military Overhire 0.00 0.00 0.00 0.00 Police Sergeant 7.00 7.00 7.00 7.00 Total Personnel 80.00 80.00 80.00 80.00 Capital Outlay 2014 2015 1 SCAT Truck 29,206$ -$ AED'S 24,000 24,000 Automobiles 168,000 170,000 PC Hardware 20,000 35,000 Vehicle Equipment 36,000 22,500 Video Recording Devices 10,800 - Total Capital Outlay 288,006$ 251,500$ Activity Summary 157 FIRE ADMINISTRATION The Fire Administration division is under the direction of the Fire Chief. The Fire Chief is responsible for all department activities as set out by Federal or State laws, and City ordinances. The Deputy Fire Chief is the second in command officer in the department and is responsible for homeland security initiatives, fire service accreditation, the maintenance and purchase computer hardware and software, and other special projects. The Battalion Chief assigned to the Administration and Support Division is responsible for maintenance of buildings and grounds, calendar administration, the Health & Safety Committee, uniforms, physicals and immunizations. The ICFD continues to accomplish many goals and objectives to improve services, as determined by stakeholders. The department was first accredited by the Commission on Fire Accreditation International (CFAI) in August 2008. The department recently completed its first reaccreditation in 2013. Maintaining accredited status demonstrates a commitment to excellence and continuous quality improvement. HIGHLIGHTS  Developing in partnership with CFAI a professional development and credentialing program for current and aspiring company fire officers. The program will elevate the technical and professional competencies of the ICFD company officer corps.  The ICFD has rolled out a new scheduling and callback software solution to automate staffing needs and save time.  Two of the ICFD’s Battalion Chiefs completed the National Fire Academy’s four-year Executive Fire Officer Program, successfully earning the EFO professional designation.  After serving nearly 35 years and 17 years as fire chief, Andy Rocca retired from the department on May 13, 2013. John Grier was appointed fire chief on August 21, 2013. Recent Accomplishments:  The Department was reaccredited by the Commission on Fire Accreditation International (CFAI). The ICFD is one of only 178 accredited fire departments in the world. Upcoming Challenges:  Succession planning for anticipated retirements in the command staff.  Reorganize job responsibilities of command staff to account for the loss of our administrative secretary position.  Maintenance of aging facilities at Stations 1 and 3 158 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 4.00 4.00 3.00 The Administrative Secretary position was eliminated in FY2015 budget. Financial Highlights: Personnel expenditures are budgeted to decrease by $106,064 or 18.4% due to the elimination of the Administrative Secretary position and staff turnover. The capital outlay budget includes $18,000 for one Mobile Data Computer (MDC) for Training Officer vehicle (backup Command Vehicle) and two mobile radios for Fire Chief and Deputy Chief vehicles. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase two-way communication with customers seeking information or feedback. Department Objective: Maintain Commission on Fire Accreditation International (CFAI) accredited agency status by timely submission of Annual Compliance Report (ACR). Implement strategic and specific recommendations accepted from 2013 CFAI reaccreditation report. Maintain Insurance Services Office (ISO) Public Protection Classification of 2. Performance Measures: Meet ACR requirements to maintain CFAI accredited agency status CY 2010 CY 2011 CY 2012 ACR Submitted Yes Yes Yes 159 Number of reaccreditation report adopted recommendations implemented Maintain ISO Class 2 rating. CY 2010 CY 2011 CY 2012 Strategic Recommendations (7) New Measure New Measure New Measure Specific Recommendations (9) New Measure New Measure New Measure CY 2010 CY 2011 CY 2012 Rating 3 3 2 160 City of Iowa City Activity: Fire Administration (450100)Fund: General (1000) Division: Fire Administration (450100)Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Intergovernmental State 28E Agreements 1,271,134$ 1,311,778$ 1,400,183$ 1,407,146$ 1,411,418$ 1,411,418$ Miscellaneous Contrib & Donations 30 25 2,550 - - - Printed Materials 8 - 4 - - - Other Misc Revenue - - 121 - - - Other Financial Sources Sale Of Assets 1,025 - 595 - - - Total Revenues & Other Financing Sources 1,272,197$ 1,311,803$ 1,403,453$ 1,407,146$ 1,411,418$ 1,411,418$ Expenditures: Personnel 381,047$ 528,589$ 537,848$ 575,500$ 469,436$ 483,519$ Services 136,434 196,774 196,106 239,667 253,002 258,062 Supplies 67,588 57,570 57,269 74,464 65,083 66,385 Capital Outlay 58,223 13,636 - 10,000 18,000 - Total Expenditures 643,292$ 796,569$ 791,222$ 899,631$ 805,521$ 807,966$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 0.00 Battalion Chief 0.00 1.00 1.00 1.00 Deputy Fire Chief 1.00 1.00 1.00 1.00 Fire Chief 1.00 1.00 1.00 1.00 Total Personnel 3.00 4.00 4.00 3.00 Capital Outlay 2014 2015 Other Operating Equipment 10,000$ 18,000$ Total Capital Outlay 10,000$ 18,000$ Activity Summary 161 EMERGENCY OPERATIONS The Fire Emergency Operations division works a three-shift system. Each duty shift is comprised of 24 hours and consists of one Battalion Chief, one Captain, four Lieutenants, and 14 Firefighters. Minimum staffing for the department is 16 emergency response personnel. This division is directly responsible for all emergency incident response. Calls for service are divided into four categories: fire suppression, emergency medical services, technical rescue, and hazardous materials.  Fire Suppression: ICFD personnel spend time mitigating various types of fires, as well as time responding to false alarms. Firefighting activities typically require more resources (personnel, equipment, etc.) than any other type of emergency. Fires also have a greater potential to harm people and property than other emergencies. The department continually seeks ways to decrease response times to all emergencies.  Emergency Medical Services: All ICFD personnel are certified to at least the Emergency Medical Technician—Basic (EMT-B) level. The department does not transport patients, but rather serves as first responders in conjunction with Johnson County Ambulance Service paramedics as part of Johnson County’s tiered response system.  Technical Rescue: Technical rescue includes those incidents where a successful operation requires the rescuer(s) to employ special knowledge, skills, tools, and techniques. The ICFD provides several technical rescue services: water and ice emergencies, trench and structural collapse rescue, vehicle and heavy machinery rescue, rope rescue, and confined space rescue. The Special Operations Response Team (SORT) keeps skill levels high with team training in addition to regular company and shift training on various rescue disciplines.  Hazardous Materials Response: The department continues to be active and take a leading role in the Johnson County Hazardous Materials Response Team (JCHMRT), which includes 14 ICFD personnel. The JCHMRT consists of 27 members who are trained and certified to the Hazmat Technician level. HIGHLIGHTS  In 2013, emergency service demand continued to increase. The ICFD responded to over 5500 incidents, a 6 percent over 2012. Total call volume has increased by 24% in the last five years.  Fire personnel responded to 204 fire emergencies, resulting in $2.7 million in property damage. The largest single fire loss was estimated at more than $1.6 million for a fire that occurred at the Johnson County Secondary Roads facility.  The ICFD continues to experience a troubling number of simultaneous emergency calls for service. In 2013, 22% of emergency incidents were overlapping. 162 Recent Accomplishments:  Transitioned all responders to new EMT certification as directed by the Iowa Department of Public Health.  Established a quantitative fit-testing process for all firefighters.  Instituted the Blue Card incident management system for all emergency incidents.  Augmented EMS diagnostic abilities for diabetic emergencies by placing glucometers on every apparatus.  Adjusted response protocols to include an additional engine company for probable or confirmed structure fires, to comply with CFAI recommendations.  Modified fire alarm response assignments to reflect the risk demonstrated by historical data.  Increased our tactical capabilities by instituting wide-area search protocols for instances involving victims lost in wooded areas or people who wander from assisted-living facilities.  Enhanced trench rescue capability by adding soil vacuum equipment that can quickly expose victims of trench collapse. Upcoming Challenges:  Meeting established response time goals. Growth and development on the east, southeast and west create response time challenges.  Develop a training curriculum and schedule to gain additional proficiencies in emergency response to hazardous materials incidents.  Research and determine how to best provide emergency medical services. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 59.00 59.00 59.00 Financial Highlights: Services expenditures decreased by 13.4% due to a decrease in vehicle repair and maintenance internal charges to the Equipment fund from the fiscal year 2014 budget ($95,000). The fiscal year 2015 internal charges ($56,700) is a 4% increase from the fiscal year 2013 actual internal charges ($54,000) for vehicle repair and maintenance. 163 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Reduce emergency response times to reduce property loss and risk to civilians. Department Objective: Arrive at incident location within six minutes of dispatch center notification, 90% of the time. Confine fires to the room or object of origin for at least 40% of all commercial and residential fires. Performance Measures: Fire response time EMS response time Fire control (confined to room or object) CY 2010 CY 2011 CY 2012 Goal In Minutes % Compliance In Minutes % Compliance In Minutes % Compliance URBAN 90% <6 minutes 7:29 71% 8:44 50% 6:41 79% SUBURBAN 90% <6 minutes 8:41 50% 7:16 55% 7:56 75% CY 2010 CY 2011 CY 2012 Goal In Minutes % Compliance In Minutes % Compliance In Minutes % Compliance URBAN 90% <6 minutes 7:52 68% 8:43 54% 8:10 76% SUBURBAN 90% <6 minutes 9:00 51% 9:08 37% 8:51 61% CY 2010 CY 2011 CY 2012 Total Fires 70 57 79 Fires Confined 65 47 69 164 City of Iowa City Activity: Fire Emergency Operations (450200)Fund: General (1000) Division: Fire Emergency Operations (450200)Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 4,643,352$ 5,341,785$ 5,423,942$ 5,788,070$ 5,885,397$ 6,063,867$ Other City Taxes Other City Taxes 257,545 489,258 521,476 489,258 529,840 540,437 Charges For Fees And Services Fire Services 2,834 3,396 3,000 3,396 3,000 3,000 Miscellaneous Contrib & Donations 500 - - - - - Other Misc Revenue 754 2,384 2,855 2,384 2,384 2,384 Other Financial Sources Interfund Loans 209,178 - - - - - Sale Of Assets 175 15,108 6,116 - - - Total Revenues & Other Financing Sources 5,114,338$ 5,851,931$ 5,957,389$ 6,283,108$ 6,420,621$ 6,609,688$ Expenditures: Personnel 4,774,986$ 5,443,757$ 5,579,298$ 5,888,629$ 6,080,937$ 6,263,365$ Services 207,482 261,508 207,082 271,732 235,379 240,087 Supplies 99,139 82,343 84,219 102,647 96,555 98,486 Capital Outlay 32,731 64,323 86,789 20,100 7,750 7,750 Total Expenditures 5,114,338$ 5,851,931$ 5,957,389$ 6,283,108$ 6,420,621$ 6,609,688$ Personnel Services - FTE 2012 2013 2014 2015 Battalion Chief 3.00 2.00 2.00 2.00 Fire Captain 3.00 3.00 3.00 3.00 Fire Lieutenant 12.00 12.00 12.00 12.00 Firefighter 41.00 42.00 42.00 42.00 Total Personnel 59.00 59.00 59.00 59.00 Capital Outlay 2014 2015 Rescue Vac 800 14,100$ -$ Strut Kit 6,000 - Other Operating Equipment - 7,750 Total Capital Outlay 20,100$ 7,750$ Activity Summary 165 FIRE PREVENTION The Fire Prevention Bureau (FPB) continues to serve the citizens of Iowa City through fire code compliance, fire origin and cause determination, and public education programs. The Fire Prevention Bureau is staffed by a Battalion Chief assigned as Fire Marshal and as such reports to the Deputy Fire Chief. The Fire Marshal is directly responsible for organizing all fire prevention activities, including fire/arson investigation, code enforcement inspections, and public education. A shift fire inspector conducts inspections of liquor license establishments, schools, day care centers, churches, and City buildings. Emergency operations personnel conduct fire safety inspections of all commercial and University of Iowa buildings. The FPB continues to conduct regular inspections for businesses, churches, daycares, schools, and university buildings. Multiple educational opportunities exist with each inspection: an opportunity to increase fire safety awareness through explanation of a violation and associated hazard, firefighters can become familiar with the building, and an opportunity to foster community relationships. The wide range of activities provided by fire and life-safety educators include daycare/preschool and school presentations, Kids Safety House visits, Safety Village, UI Resident Assistant Fire Academy, senior safety tips for older adults, and crowd manager training for assembly occupancy employees. Building on a long partnership with SAFE KIDS Johnson County, the department has also trained additional personnel and designated Station 4 as a child safety seat “FIT Station.” Investigation of fires is an integral part of fire prevention. All reported fires are investigated by a company officer and/or a member of the fire investigation team in an attempt to determine the origin and cause. Fire investigation team members have received specialized training and are required to complete continuing education requirements. HIGHLIGHTS  In 2013, the FPB conducted 1,649 fire and life-safety inspections  In 2013, the FPB investigated 204 fire incidents. As in years past, the kitchen remains the reported area of origin for the majority of fires; unattended cooking accounted for the largest number of these fires. 166 Recent Accomplishments:  Instituted a continuing education program for members of the Fire Investigation Team.  Fire Marshal Grier promoted to Fire Chief; Battalion Chief Brian Greer laterally transferred to Fire Marshal on September 9, 2013.  Provided 14 sessions of Crowd Control Manager training to employees of assembly occupancies.  Conducted 6 child safety seat fit clinics at fire station #4. Upcoming Challenges:  Identify efficiencies to coordinate the needs of fire and life safety activities against the demands of emergency services.  Obtain training and education necessary to gain fire code and origin and cause certifications for the Fire Marshal Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 1.00 1.00 1.00 Financial Highlights: Capital outlay expenditures increased due to funding for the replacement of two fire department vehicles, which are used by the Deputy Fire Chief ($27,000) and the Fire Marshal ($27,000). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & A Strong Urban Core Department Goal: Ensure fire prevention core programs meet projected jurisdictional and regional service delivery demands & needs. Department Objective: Provide fire prevention services by collaborating with and educating the public, enforcing the codes, reviewing planned development, and identifying the mitigating hazards so that life and property are protected and disasters prevented. 167 Performance Measures: Public education/fire prevention community contacts and staff hours Fire & life-safety building inspections conducted Increase presence and condition of smoke alarms encountered in fire incidents to 100%. CY 2010 CY 2011 CY 2012 Contacts (200 - Goal) 108 147 175 Staff Hours 615 746 806 Type CY 2010 CY 2011 CY 2012 Bureau 686 458 507 Commercial 956 855 1,052 University 415 435 399 Smoke Alarm Status CY 2010 (70 incidents) CY 2011 (57 incidents) CY 2012 (79 incidents) Working 48 22 56 Not Working 3 2 5 None Present/ Undetermined 19 10 18 168 City of Iowa City Activity: Fire Prevention (450300)Fund: General (1000) Division: Fire Prevention (450300)Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 309,165$ 179,707$ 184,398$ 254,100$ 260,845$ 212,336$ Licenses And Permits Food & Liquor Licenses 105 82 - - - - Intergovernmental Federal Intergovernmental Revenue - 17,613 - - - - Miscellaneous Other Misc Revenue 333 - 851 - - - Other Financial Sources Sale Of Assets 7,425 - - - - - Total Revenues & Other Financing Sources 317,028$ 197,402$ 185,249$ 254,100$ 260,845$ 212,336$ Expenditures: Personnel 215,296$ 141,593$ 140,530$ 157,597$ 145,355$ 149,716$ Services 44,505 35,143 38,568 45,923 40,956 41,775 Supplies 12,179 17,203 6,151 33,585 15,534 15,845 Capital Outlay 45,048 3,463 - 16,995 59,000 5,000 Total Expenditures 317,028$ 197,402$ 185,249$ 254,100$ 260,845$ 212,336$ Personnel Services - FTE 2012 2013 2014 2015 Battalion Chief 1.00 1.00 1.00 1.00 Total Personnel 2.00 1.00 1.00 1.00 Capital Outlay 2014 2015 Inflatable Fire Education House 16,995$ -$ Automobiles - 54,000 Other Operating Equipment - 5,000 Total Capital Outlay 16,995$ 59,000$ Activity Summary 169 FIRE TRAINING The Fire Training division is under the direction of the assigned Battalion Chief and the Training Officer. They plan, develop, and coordinate in-house training activities with the assistance of the Training Committee. This division is directly responsible for training in the areas of emergency medical services, technical rescue, fire suppression, and hazardous materials. The division is also responsible for purchasing tools, equipment, radios, protective clothing; and purchase and repair of fire apparatus. HIGHLIGHTS 2013 training activities include:  For the year: 3,039 classes; 11,857 attendees; 32,270 hours logged  Company training: 642 classes; 2,364 attendees; 16,276 hours logged  Department level training: 156 classes; 2,381 attendees; 1,935 hours logged  Outside training & education: 720 hours logged  Physical fitness training: 1,715 classes; 5,744 hours logged  Firefighter orientation training: 127 classes; 469 hours logged  Training Center utilized by other agencies/departments: 61.5 hours logged Recent Accomplishments:  Development of a senior high school Fire Cadet program to aid diversity recruitment initiatives.  Conducted three six-week candidate orientation classes.  Implemented skills based performance testing for individual, company, and multi-company operations. Upcoming Challenges:  Planning for the retirement/replacement of the ICFD Training Officer and Equipment/Training Battalion Chief.  Maintaining high-risk, low-frequency technical proficiencies.  Short term planning for the loss of our Training Center due to the redevelopment of the north wastewater treatment site.  Long term planning for a new ICFD training center at a site to be determined. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 1.00 1.00 1.00 170 Financial Highlights: Expenditures decreased by 13.1% due to the reduction in capital outlay. Services expenditures increased by 17.6% due to certifications for officers to meet CFAI/Strategic Planning recommendations ($3,000), as well as the network and internet internal service charges to the Information Technology Services fund ($7,800). Also, supplies expenditures decreased by 40% due to minor equipment and furniture ($7,500), as well as reference materials and books ($4,000). GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Provide a service to the community that is prepared to respond to emergencies, natural disasters, catastrophic acts, and other events that threaten the health and safety of the public. Department Objective: Train personnel to respond to emergencies, natural disasters, hazardous materials events, and other such high risk events that threaten the health and safety of the public. Performance Measures: Training hours completed per individual (% achieved) CY 2010 CY 2011 CY 2012 Hours % Achieved % Achieved % Achieved Minimum (96) New Measure New Measure New Measure Goal (160) New Measure New Measure New Measure 171 Certifications obtained Certification (Goal) CY 2010 CY 2011 CY 2012 Safety Officer (64) Certified New Measure New Measure New Measure In Progress New Measure New Measure New Measure Fire Officer (30) Certified New Measure New Measure New Measure In Progress New Measure New Measure New Measure Haz Mat Tech (64) Certified New Measure 50 62 In Progress New Measure 14 2 172 City of Iowa City Activity: Fire Training (450400)Fund: General (1000) Division: Fire Training (450400)Department: Fire 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 167,620$ 137,733$ 156,393$ 230,102$ 199,651$ 204,856$ Intergovernmental Fed Intergovnt Rev - 17,347 - - - - Charges For Fees And Services Fire Services - 435 2,224 2,000 2,000 2,000 Miscellaneous Contrib & Donations 1,200 - - - - Other Misc Revenue - 56 530 - - - Sale of Assets - - 500 - - - Total Revenues & Other Financing Sources 168,820$ 155,571$ 159,647$ 232,102$ 201,651$ 206,856$ Expenditures: Personnel 96,585$ 105,042$ 105,094$ 110,152$ 117,128$ 120,642$ Services 57,924 32,793 32,651 55,904 65,744 67,059 Supplies 11,341 17,736 15,902 31,346 18,779 19,155 Capital Outlay 2,970 - 6,000 34,700 - - Total Expenditures 168,820$ 155,571$ 159,647$ 232,102$ 201,651$ 206,856$ Personnel Services - FTE 2012 2013 2014 2015 Fire Lieutenant/Training 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 Capital Outlay 2014 2015 Automobile 34,700$ -$ Total Capital Outlay 34,700$ -$ Activity Summary 173 HIS ADMINISTRATION The Department of Housing & Inspection Services Administration Division is responsible for oversight and support of the department’s three operating divisions, Building Inspection, Housing Inspection, and the Iowa City Housing Authority. Administration personnel include the Housing and Inspection Services Director and a Code Enforcement Assistant. HIGHLIGHTS  The City is currently increasing the usage of a new web-based plan and document workflow system that was implemented which allows citizens, architects, and developers to initiate and complete plan submission, reviews, and approval. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.00 2.00 2.00 Financial Highlights: Miscellaneous code enforcement revenues increased by 275% due to an increase in the level of enforcement of the City’s nuisance codes. 174 City of Iowa City Activity: Housing and Inspection Admin (470100)Fund: General (1000) Division: Housing and Inspection Admin (470100)Department: Housing and Inspection Service 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 236,039$ 274,436$ 203,259$ 236,632$ 221,197$ 228,677$ Charges For Fees And Services Building & Devlpmt 800 1,000 1,400 1,000 1,000 1,000 Miscellaneous Code Enforcement 14,891 7,047 26,444 7,047 26,444 26,444 Other Misc Revenue 31 10 - - - - Printed Materials 479 107 16 - - - Other Financial Sources Trans-Govt Activities 25,000 25,000 25,000 25,575 26,010 26,530 Total Revenues & Other Financing Sources 277,240$ 307,600$ 256,118$ 270,254$ 274,651$ 282,651$ Expenditures: Personnel 223,562$ 239,467$ 238,175$ 244,356$ 250,697$ 258,218$ Services 53,548 68,107 17,943 25,871 23,954 24,433 Supplies 130 26 - 27 - - Total Expenditures 277,240$ 307,600$ 256,118$ 270,254$ 274,651$ 282,651$ Personnel Services - FTE 2012 2013 2014 2015 Code Enforcement Asst. 1.00 1.00 1.00 1.00 H.I.S. Director 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 Activity Summary 175 BUILDING INSPECTION The Building Inspection Division is responsible for enforcement of all 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. Issuing all permits for new construction, additions, alterations, repairs and signs is one of the key functions to the Building Inspection Division. The Building Inspection Division enforces the following construction codes:  2009 International Building / Residential Code, as amended  2009 International Mechanical Code  2009 Uniform Plumbing Code, as amended  2009 International Fire Code  2009 International Fuel Gas Code  2008 National Electrical Code, as amended In addition to the above codes, the Building Inspection Division enforces the Zoning, Sign, Nuisance, Weed, Noise, Graffiti, Site Plan Review, Floodplain Management and Construction Site Runoff Ordinances. Enforcement of snow and ice removal from public sidewalks is also a responsibility of the Building Inspection Division. HIGHLIGHTS  Total value of construction in 2013, through November, was $179 million, up $10 million from the total calendar year 2012 and is the highest value over the last 10 calendar years. Recent Accomplishments:  Reviewed 95% of building permit applications within 2 days of receipt and 99% were reviewed within 6 days of receipt.  Issued 81% of building permits within 14 days of receipt, 93% within 30 days of receipt, and 98% within 60 days of receipt. Upcoming Challenges:  Update of technology to increase efficiency and enhance customer service. o Increase electronic submittals of plan documents o Scanning of subdivisions files to make accessible electronically o Activate process to allow inspection activities to be emailed to clients after each inspection 176 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 7.80 6.30 6.30 Financial Highlights: Services expenditures decreased by $50,033 or 26.6% due to the discontinuance of software maintenance on the City’s permit software, and the planning of its replacement in the capital improvement program. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Efficiently enforce public health and safety regulations related to building and housing codes. Department Objective: Review building permit and site plan applications to protect the health and safety of citizens while facilitating economic development opportunities. Performance Measures: Building Permit Applications CY 2010 CY 2011 CY 2012 % reviewed within 2 days of receipt New Measure 91% 89% % reviewed within 6 days of receipt New Measure 100% 97% % issued within 14 days of receipt New Measure 75% 80% % issued within 30 days of receipt New Measure 88% 91% % issued within 60 days of receipt New Measure 96% 97% 177 Site Plan Applications Minor Site Plans Approved Major Site Plans Approved Total Value of Construction (in millions) CY 2010 CY 2011 CY 2012 % reviewed within 1 days of receipt New Measure 45% 57% % reviewed within 10 days of receipt New Measure 94% 86% % reviewed within 14 days of receipt New Measure 100% 91% CY 2010 CY 2011 CY 2012 % approved within 10 days of receipt New Measure 23% 47% % approved within 25 days of receipt New Measure 54% 68% % approved within 58 days of receipt New Measure 92% 95% CY 2010 CY 2011 CY 2012 % approved within 7 days of receipt New Measure 25% 17% % approved within 30 days of receipt New Measure 50% 42% % approved within 60 days of receipt New Measure 83% 83% % approved within 90 days of receipt New Measure 100% 100% CY 2010 CY 2011 CY 2012 10 Year Average $96.0 $81.7 $169.2 $120.3 % Change 27.8% (14.9%) 107.1% 178 City of Iowa City Activity: Building Inspection (470200)Fund: General (1000) Division: Building Inspection (470200)Department: Housing and Inspection Service 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 97,497$ -$ -$ -$ -$ -$ Licenses And Permits Const Per & Ins Fees 584,991 615,061 874,203 615,062 644,415 644,415 Food & Liq Licenses 18,210 742 280 - - - General Use Permits 11,172 7,100 9,504 7,100 7,100 7,100 Misc Lic & Permits 300 300 510 300 170 170 Misc Permits & Lic 2,100 2,250 1,950 2,250 2,000 2,100 Professional License 2,514 2,705 2,855 100 2,620 2,691 Use Of Money And Property Interest Revenues 386 929 1,095 929 1,095 1,098 Intergovernmental Local 28E Agreements 715 707 346 707 346 346 Charges For Fees And Services Building & Devlpmt 248,381 260,073 338,830 260,073 263,405 263,405 Misc Charges For Svc - - 28,448 28,435 28,435 Miscellaneous Other Misc Revenue 5,106 142 - - - - Printed Materials 9 6 - - - - Loans 30,994 12,315 15,250 12,000 8,644 8,644 Sale Of Assets - 200,353 - - - - Total Revenues & Other Financing Sources 1,002,375$ 1,102,683$ 1,244,824$ 926,969$ 958,230$ 958,404$ Expenditures: Personnel 636,417$ 680,486$ 568,442$ 593,763$ 605,655$ 623,825$ Services 166,079 91,786 98,092 188,293 138,260 141,025 Supplies 4,879 8,652 4,613 48,067 7,573 7,725 Capital Outlay 195,000 - - - - - Total Expenditures 1,002,375$ 780,924$ 671,148$ 830,123$ 751,488$ 772,575$ Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 5.00 5.00 4.00 4.00 Development Reg Specialist 1.00 1.00 1.00 1.00 Housing Inspector Asst 0.30 0.30 0.30 0.30 Housing/Devel Reg Inspector 0.50 0.50 - - Sr Building Inspector 1.00 1.00 1.00 1.00 Total Personnel 7.80 7.80 6.30 6.30 Activity Summary 179 HOUSING INSPECTION The mission of the Housing Inspection Division is to ensure the housing facilities are of the quality necessary to protect and promote the health, safety, and welfare of not only those persons utilizing these facilities, the general public as well. We strive to achieve these goals and contribute to the overall mission of the City by:  The inspection of all rental properties located in the City on a two year cycle.  The inspection of all housing related to the Housing Authority’s Housing Choice Voucher Program.  Investigating and resolving housing and nuisance complaints for all properties. The City of Iowa City began the rental housing inspection division in the mid 1970's. The division has four full-time inspectors, inspecting more than 18,000 rental units bi-annually. We work with owners, property managers and tenants to ensure conformance with the Iowa City Housing Code, which establishes minimum health and safety standards necessary to protect and promote the welfare of tenants and the general public as well. We achieve this purpose by inspecting all rental property on a systematic basis. Currently, multi-family structures (e.g. those buildings with three or more units), single family, and duplex structures are inspected every two years. Fraternities and sororities are inspected annually. Complaint inspection may be made upon request. In an effort to promote healthier neighborhoods we have shifted to more pro- active inspections in our core neighborhoods to address nuisance trash and litter violations. HIGHLIGHTS  Maintained a two-year inspection cycle for all rental properties  Added 100 properties to the rental permit roles Recent Accomplishments:  1,600 housing assistance inspections conducted for the Iowa City Housing Authority.  98.1% of rental cases brought into voluntary compliance.  Implemented the use of ICgovXpress, a cloud based complaint tracking software. Upcoming Challenges:  Continue to monitor all available resources to find over-occupied rentals and properties rented without permits.  Facilitate the expansion of ICgovXpress to all City departments.  Expand pro-active neighborhood code enforcement efforts. 180 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 5.75 5.25 5.25 Financial Highlights: Construction permit and inspection revenues are budgeted to increase by 29% as the City’s building construction has continued to rebound. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Effectively resolve complaints to protect the health, safety, and livability of Iowa City’s neighborhoods. Department Objective: Expand proactive neighborhood code enforcement efforts. Performance Measures: Voluntary compliance rate for complaint cases Days to complaint response and compliance FY 2011 FY 2012 FY 2013 Rental Permits 3,768 3,890 4,003 Rental Units 16,780 16,979 17,171 Complaints 1,844 1,354 1,864 FY 2011 FY 2012 FY 2013 97% 98.25% 94.5% FY 2011 FY 2012 FY 2013 Average Response Time < 2 days 2 days 2 days Average Time to Compliance < 14 days < 14 days < 14 days 181 City of Iowa City Activity: Housing Inspections (470300)Fund: General (1000) Division: Housing Inspections (470300)Department: Housing and Inspection Service 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy -$ 12,948$ -$ -$ -$ -$ Licenses And Permits Const Per & Ins Fees 594,217 474,358 631,695 510,000 657,806 657,806 Misc Permits & Lic 1,730 1,200 1,360 1,200 1,360 1,430 Charges For Fees And Services Building & Devlpmt 75 - - - - - Miscellaneous Other Misc Revenue 318 95 - - - - Printed Materials 33 3 60 - 60 60 Total Revenues & Other Financing Sources 596,373$ 488,604$ 633,115$ 511,200$ 659,226$ 659,296$ Expenditures: Personnel 416,651$ 432,724$ 418,237$ 443,285$ 456,002$ 469,682$ Services 49,815 52,667 57,983 59,422 57,296 58,442 Supplies 2,332 3,213 8,715 2,416 3,176 3,239 Capital Outlay - - 66,500 - - - Total Expenditures 468,798$ 488,604$ 551,435$ 505,123$ 516,474$ 531,363$ Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 0.00 0.00 3.00 3.00 Housing Assistant 0.75 0.75 0.75 0.75 Housing Inspector 3.00 3.00 0.00 0.00 Housing Inspector Asst 0.50 0.50 0.50 0.50 Housing/Devel Reg Inspector 0.50 0.50 0.00 0.00 Sr Housing Inspector 1.00 1.00 1.00 1.00 Total Personnel 5.75 5.75 5.25 5.25 Activity Summary 182 GENERAL FUND CULTURE & RECREATION Parks & Recreation Library Senior Center F Y 2 0 1 5 PARKS & RECREATION ADMINISTRATION Parks & Recreation Administration is responsible for the oversight and support of the department’s operating divisions. The division’s budget is organized into four activities: Administration, Parkland Acquisition, Farmers Market, and Government Buildings. Administration Administration personnel includes the Parks & Recreation Director and an Administrative Secretary responsible for management of the department. Parkland Acquisition This activity accounts for the costs association with acquiring additional parkland. Farmers’ Market Farmers’ Market makes homegrown fruits, vegetables, homemade baked goods, foodstuffs, handcrafts, and flowers available. The market season May through October is held on Wednesday evenings and Saturday mornings. Also, the market season November through April is held on Saturday mornings. Market Music features performances by local musicians on Wednesdays, June through September, in Chauncey Swan Park before and during the Farmers’ Market. Government Buildings Government Buildings staff provide routine custodial services and other periodic maintenance projects for City Hall, utilizing a combination of in-house and contracted services. Staff provide daily cleaning and maintenance for this 64,445 sq. ft. building, including Police and Fire facilities which are in operation 24/7. HVAC zones are also maintained daily for optimal energy efficiency, productivity, and comfort. HIGHLIGHTS  The Iowa City started a Winter Farmers’ Market in 2013 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 6.83 6.83 6.83 185 Financial Highlights: Administration – Services expenditures have decreased by 28.1% due to outside printing services ($2,600), as well as charges for travel and training expenditures ($1,600). Also, there was a decrease in the network, internet, and application development internal service charges to the Information Technology Services fund ($2,100). Farmers’ Market – The fiscal year 2014 budget and the 2015 budget have increased revenues and expenditures due to the addition of a winter farmer’s market. Government Buildings – Services expenditures increased by 112% due to a change in the method of allocating network and internet internal service charges to the Information Technology Services fund. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Monitor/utilize endowments, donations, and grant funding sources to decrease reliance on general fund subsidies. Department Objective: Continue to work with the Iowa City Parks and Recreation Foundation and Community Foundation of Johnson County, which provides unique memorial opportunities and support of the Iowa City Parks and Recreation Department. Continue to research and apply for possible grant funding sources to benefit the Iowa City Parks and Recreation Department. Performance Measures: Endowments * Community Foundation started in CY 2012 CY 2010 CY 2011 CY 2012 Iowa City Parks and Recreation Foundation $80,895 $118,125 $165,194 Community Foundation of Johnson County* NA NA $10,373 186 Donations and Grant Funding ** Amounts include both General Fund and Capital Improvement Project Funds Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Develop programs and events that support Iowa City business economically and promotionally. Department Objective: Enhance and expand program offerings to include targeted groups that will bring patrons to use local businesses. Performance Measures: FY 2011 FY 2012 FY 2013 Donations** $64,157 $56,541 $258,063 Grant Funding** $62,702 $448,780 $1,820,930 Total $126,859 $505,321 $2,078,993 Per capita calculation (used 2010 US Census) $1.869 $7.446 $30.635 FY 2011 FY 2012 FY 2013 Programs New Measure New Measure New Measure Participants New Measure New Measure New Measure 187 City of Iowa City Activity: Park and Rec Admin (510100)Fund: General (1000) Division: Park and Rec Admin (510100)Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 245,520$ 273,000$ 264,037$ 265,135$ 264,015$ 271,766$ Miscellaneous Misc Merchandise 10 10 - - - - Other Misc Revenue 82 - - - - - Total Revenues & Other Financing Sources 245,612$ 273,010$ 264,037$ 265,135$ 264,015$ 271,766$ Expenditures: Personnel 219,719$ 237,812$ 235,643$ 241,554$ 247,067$ 254,479$ Services 22,161 27,594 26,393 22,679 16,303 16,629 Supplies 2,655 1,104 2,002 902 645 658 Capital Outlay 1,077 6,500 - - - - Total Expenditures 245,612$ 273,010$ 264,037$ 265,135$ 264,015$ 271,766$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 1.00 1.00 1.00 1.00 Parks & Recreation Director 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 Activity: Parkland Acquisition (510400)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy -$ 125$ -$ -$ -$ -$ Total Revenues & Other Financing Sources -$ 125$ -$ -$ -$ -$ Expenditures: Services -$ 125$ -$ -$ -$ -$ Total Expenditures -$ 125$ -$ -$ -$ -$ Activity Summary Activity Summary 188 City of Iowa City Activity: Farmers Market (510200)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property Rents 49,100$ 60,305$ 69,115$ 73,505$ 83,380$ 83,380$ Charges For Fees And Services Misc Charges For Svc 2,725 3,462 2,919 3,368 3,500 3,500 Miscellaneous Contrib & Donations 3,601 3,100 3,043 - 3,100 3,100 Misc Merchandise 5,272 5,282 4,012 5,282 5,000 5,000 Total Revenues & Other Financing Sources 60,698$ 72,149$ 79,088$ 82,155$ 94,980$ 94,980$ Expenditures: Personnel 10,341$ 16,606$ 16,124$ 28,136$ 24,939$ 25,687$ Services 23,384 28,241 28,552 38,899 30,004 30,604 Supplies 3,556 8,685 5,197 9,246 5,244 5,349 Total Expenditures 37,281$ 53,532$ 49,873$ 76,281$ 60,187$ 61,640$ Activity: Government Buildings (510300)Fund: General (1000) Division: Park and Rec Admin Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 479,595$ 490,358$ 483,947$ 498,549$ 658,196$ 674,382$ Other Financial Sources Sale Of Assets - 10 - - - - Total Revenues & Other Financing Sources 479,595$ 490,368$ 483,947$ 498,549$ 658,196$ 674,382$ Expenditures: Personnel 285,585$ 310,237$ 300,807$ 316,056$ 302,187$ 311,253$ Services 168,158 147,759 161,314 157,580 333,718 340,392 Supplies 24,267 24,153 21,827 24,913 22,291 22,737 Capital Outlay 1,585 8,219 - - - - Total Expenditures 479,595$ 490,368$ 483,947$ 498,549$ 658,196$ 674,382$ Personnel Services - FTE 2012 2013 2014 2015 Custodian - Govt Bldgs 2.50 2.50 2.50 2.50 M. W. II - Govt Bldgs 1.00 1.00 1.00 1.00 M.W. I - Govt Bldgs 1.00 1.00 1.00 1.00 Rec. Maint. Supr 0.33 0.33 0.33 0.33 Total Personnel 4.83 4.83 4.83 4.83 Activity Summary Activity Summary 189 RECREATION The Recreation Division manages the operation of the City’s recreation facilities and programs. The City offers programs in youth & adult sports, aquatics, culture & art programs, and special population involvement programs designed for persons of all ages with special needs. The division’s budget is the sum of eight areas: Administration, Rec Center Operations, Building Maintenance, Social & Cultural Activities, Aquatics, Special Populations Involvement (SPI), Youth Sports, and Adult Sports. Recreation Administration Administration personnel include the Recreation Superintendent, Office Coordinator, and a Senior Clerk Clerk/Typist. Administration provides oversight and support for the division. Rec Center Operations The Iowa City Recreation Division provides recreational facilities for everyone. The Robert A. Lee Community Recreation Center houses a variety of activity spaces including: a gymnasium, weight room, pool, game room, racquetball court, craft room, social hall, and potter’s studio. A kitchen and meeting rooms are also available for public use. Open gym and game room play includes basketball, volleyball, table tennis, billiards, foosball, and table games. In addition to scheduled programs, day-to-day open public use is available in the weight room and exercise room. The Scanlon Gymnasium addition at the Mercer Park Aquatic Center provides gymnasiums, a game room, and multipurpose rooms. Grant Wood Gym is located at Grant Wood elementary school. Building Maintenance Recreation Division staff are responsible for maintenance, repair, and improvements at the City’s recreation facilities. This includes recreation equipment within these facilities. Social & Cultural Activities Cultural and social programs are provided year-round for all ages. Most art programs are offered in 4, 5, 8, and 10 week sessions and are available 48 weeks of the year. The division sponsors a children’s theatre in cooperation with the Young Footliters and the Iowa City Community Theatre. A potter’s studio, darkroom, watercolor studio, painting facilities, print shop, and craft room are available year-round. Special events, workshops, and clinics include coach’s training, trips, teen dances, artist residencies, music performances, holiday events, and no-school day activities. 190 Summer camp offers eight weeks of swimming, crafts, roller skating, field trips, sports, and elective camps. This indoor/outdoor camp consists of eight one-week sessions for children completing grades K-6. Playgrounds provide supervised activities in several Iowa City park sites. Sports, games, crafts, and special events are included. This eight-week summer program is designed for children completing grades K-6. Aquatics Aquatics programs offer a variety of levels in swimming instruction. Along with lessons, the Robert A. Lee Community Recreation Center pool is available at various hours for public swimming, lap swim, and specialty classes. The Mercer Park Aquatic Center, completed in 1988, is indoors and offers a variety of programs as well. The division maintains one outdoor pool at City Park for summer classes and open swim. City Park Pool is located outdoors on Park Road in Upper City Park on the northwest side of Iowa City. This is a T-shaped pool featuring a super shallow area on both sides of the ‘T,’ a 50-meter and 25-yard lap swim area, and two (2) one-meter and one (1) three-meter diving boards. The pool depth ranges from 1 to 14 feet. The facility also features a small wading pool for use by young children being directly supervised by a responsible adult (16 years or older). The City Park Pool is open from Memorial Day to Labor Day. Mercer Aquatic Center is divided into three separate sections. The deep section is on the east end of the pool. This section is 25 yards long; depth ranges from 4'6" to 12' and contains two (2) one-meter diving boards. The middle section is 25 yards long; depth ranges from 4'2" to 4'6". The shallow section is on the west end of the pool. It is approximately 2'6" to 4'. There is an outside wading pool area which requires children to have adult supervision. The Mercer Aquatic Center is also equipped with a 12 person spa. Robert A. Lee Pool is located at 220 S. Gilbert St. in downtown Iowa City. This is an L- shaped pool featuring a 25-yard main body, with the water ranging from 3 to 5 feet in this area and a rock climbing wall. There is a wading pool area which requires children to have adult supervision. This pool is in operation on a year-round basis. Special Populations Involvement Special Populations Involvement (SPI) programs provide year-round recreation for persons with special needs of all ages and ability levels. A principal goal for the programs is to enhance independent leisure skills and lifestyles of persons with various disabilities. SPI programs promote skill development and offer educational activities, while maintaining the recreational values. The SPI programs are offered year-round through five- and ten-week programming sessions. Each session includes programs and activities in the following recreation areas: sports and fitness, arts, music and 191 movement, independent living skills, special events, clubs, and social activities. The SPI program offers year-round Special Olympics sports training and competition. Youth Sports Youth sports and wellness programs offered by the Iowa City Recreation Division are diverse and well-attended by community residents. Year-round programs are established for all ages. Youth sports include flag football, basketball, volleyball, softball, baseball, tennis, and a variety of special events such as the Hershey Track and Field Meet. The youth sports programs follow a basic philosophy that the child and learning come first and competition second. Programs are designed to allow for instruction, full- participation, and fun. The Recreation Division also works cooperatively with local sports associations to provide program opportunities. Tennis lessons for youth run approximately eight weeks in the summer (two four-week sessions) at both City Park and Mercer Park. In addition to our regular tennis program, the Iowa City Recreation Division works closely with the United States Tennis Association (USTA) to provide classes, tournaments, and special events. Gymnastics instruction is offered year-round. Parent Tot Tumbling (2-3 year olds) and Tiny Tumblers (3-5 year olds) meet twice weekly during the school year. Saturday classes (2-8 year olds) are offered for five-week sessions, meeting one time per week throughout the year. Teen programming provides various after-school activities and special events for teens to participate in. The Scanlon Gymnasium’s main focus is to provide a safe environment for teens. Adult Sports Adult sports programs include men’s, women’s and co-recreational basketball, volleyball, and softball leagues. Over 100 teams participate in our summer softball leagues and 40 in the fall league. Up to 100 teams are involved in volleyball and 50 teams in basketball. Competitive and recreational fall, winter, and spring leagues are established to meet participants’ interests. Aerobics, fitness, and wellness classes run year-round. Classes are established for those persons just beginning to those individuals who are advanced. Both low-impact and high-intensity aerobics are offered. Step aerobics, aquacize, and exercise classes are popular. HIGHLIGHTS  Over 1,000 activities are offered annually  Parks and Recreation activity registration increased 7% compared to previous year 192 Recent Accomplishments:  In FY2013 ActiveNet, a web-based information and customer registration system, became available to users. ActiveNet allows for easy online registration for classes, programs, and events; check availability and reserve online park shelters, meeting rooms, and other facilities; and online renewal of swimming pool passes. Upcoming Challenges:  Continue to pursue collaborations with area schools, neighborhood associations, the University, and the Senior Center  Update fee structure to work toward cost recovery goal Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 15.42 15.42 15.42 Financial Highlights: Services expenditures increased by 16.5% due to the addition of support for the minority recreation programming of $30,000 and the additional financial services and charges from the new ActiveNet system of $12,700. Also, there was an increase in gas utilities charges ($10,800) and the internal charges to the Information Technology Services fund ($24,100). Supplies expenditures decreased by 12.4% due to a decrease in other chemicals and supplies for pool operations of $16,800, recreational program supplies of $4,900, other surfacing materials of $4,000, and plumbing supplies of $3,800. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Relate program fees to the full cost of providing service. Department Objective: Set program fees to recover more of direct program costs in order to rely less on general fund subsidies. 193 Performance Measures: Recreation program cost recovery Strategic Plan Goal: Healthy Neighborhoods Department Goal: Partner with ICCSD regarding planned improvements to older schools and the development of new elementary schools that collectively contribute to stronger neighborhoods designed for long-term sustainability. Department Objective: Enhance partnership with ICCSD in joint facility development and usage to provide recreational opportunities at the neighborhood level. Performance Measures: Goal FY 2011 FY 2012 FY 2013 FY 2014 Budget 50% 46% 41% 40% 39% FY 2011 FY 2012 FY 2013 Number of Schools New Measure New Measure New Measure Operation Expenses New Measure New Measure New Measure Capital Expenses New Measure New Measure New Measure Number of Activities New Measure New Measure New Measure 194 City of Iowa City Activity: Recreation (520100)Fund: General (1000) Division: Recreation Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 1,539,383$ 1,767,489$ 1,822,827$ 1,869,383$ 1,933,167$ 1,985,286$ Other City Taxes 205,020 223,821 239,719 258,834 233,750 238,425 Use Of Money And Property Rents 93,511 92,051 96,760 92,035 96,493 96,493 Royalties & Commiss 19,599 13,351 12,319 13,486 12,640 12,640 Intergovernmental Local 28E Agreements 117,908 98,163 99,404 98,163 104,440 104,440 Charges For Fees And Services Culture & Recreation 592,638 578,804 569,311 632,234 660,046 660,046 Transit Fees 740 2,140 - 2,140 - - Misc Charges for Services - - 17 - - - Miscellaneous Contrib & Donations 34,931 20,325 22,030 - 20,650 20,650 Misc Merchandise 4,883 4,204 3,512 4,204 4,405 4,405 Other Misc Revenue (593) 768 4,451 1,000 1,368 1,368 Printed Materials - 3 - - - - Other Financial Sources Sale Of Assets 140 429 - - - - Total Revenues & Other Financing Sources 2,608,160$ 2,801,548$ 2,870,350$ 2,971,479$ 3,066,959$ 3,123,753$ Expenditures: Personnel 1,862,923$ 2,102,962$ 2,082,737$ 2,179,288$ 2,233,945$ 2,300,964$ Services 487,866 434,953 520,080 467,323 544,352 554,639 Supplies 192,849 203,002 231,133 241,868 211,912 216,150 Capital Outlay 64,522 60,632 36,400 83,000 76,750 52,000 Total Expenditures 2,608,160$ 2,801,548$ 2,870,350$ 2,971,479$ 3,066,959$ 3,123,753$ Personnel Services - FTE 2012 2013 2014 2015 Office Coord - Recreation 1.00 1.00 1.00 1.00 Rec Program Supervisor 5.00 5.00 5.00 5.00 Recreation Supt 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Rec 1.00 1.00 1.00 1.00 M.W. I - Pools 1.00 1.00 1.00 1.00 M.W. I - Recreation 2.75 2.75 2.75 2.75 M.W. II - Recreation 1.00 1.00 1.00 1.00 M.W. III - Pools 1.00 1.00 1.00 1.00 Rec. Maint. Supr 0.67 0.67 0.67 0.67 Swimming Pool Asst 1.00 1.00 1.00 1.00 Total Personnel 15.42 15.42 15.42 15.42 Capital Outlay 2014 2015 Flooring 7,500$ -$ Entrance Ramp 7,500 - Facility Improvements 12,000 11,750 Grating And Tile Repairs 10,000 - Park & Rec Equipment - 20,000 Treadmill 5,000 - Cabin Repair 7,000 7,000 Deck Furniture 2,000 - Dive Board Refurbishment & Handrails - 9,000 Maintenance And Repairs 20,000 20,000 New Diving Board - 9,000 Repair And Maintenance 12,000 - Total Capital Outlay 83,000$ 76,750$ Activity Summary 195 PARK MAINTENANCE The Park Maintenance division cares for the City’s 1,500+ acres of parkland and open/green space. This includes 43 designated parks with 53 outdoor shelters, 33 playground structures, 17 restroom facilities, over 28 miles of trails, and 2 splash pads. The division also maintains City-owned trees. The division’s budget is organized into four activities: Administration, Operations, Forestry, and Central Business District (CBD) Maintenance. Park Maintenance Administration Administration personnel include the Superintendent of Parks & Forestry, and a Clerk/Typist. Administration provides oversight and support for the division. Park Maintenance Operations Daily staff responsibilities include visiting all designated parks, cleaning and securing restroom facilities and providing for trash removal. Other regular duties include the following:  Park Shelters: Staff is responsible for shelter cleaning, preparation, maintenance and repair. Annual repair and maintenance includes siding, roofs, plumbing, windows and doors; painting, concrete work, and construction of building additions to any or all of these facilities. Installing new play equipment, inspecting, repairing and maintaining existing play structures.  Sports Fields: Staff is responsible for 23 competition level ball fields, 4 practice fields, 20 competitive soccer fields and 5 general purpose/multi use sport fields. Ball fields are prepped daily for practices and games from May through October. Soccer fields are re-seeded, re-lined, moved to spread spot ware, daily, weekly and monthly.  Mowing: Scheduled mowing includes 490 acres of residential-style turf, and 220 acres of rough areas along highways and in water retention areas. Efforts are also made to remove invasive vegetation when possible.  Snow and ice removal: Access roads, parking areas, 28.5 miles of trails and sidewalks and the City Park ice skating area are maintained during winter months, weather permitting.  Repair of park fixtures: Fixtures such as picnic tables (375) and garbage racks (260) are inspected and repaired as needed by staff during winter months. Forestry Forestry staff provide arboricultural services for the trees located in the city right-of-way, city parks, open space, and other public property as needed. Forestry staff respond to and resolve service requests regarding hazardous trees, low limbs, and diseased trees. Staff continually perform routine street tree pruning throughout the city. Forestry staff respond to after-hours storm damage of public and private trees when they impact a public facility or service. Forestry staff issue and inspect contracts for tree and stump removal and tree planting. Forestry staff regularly advise Engineering and Housing Inspection Services staff regarding tree protection during construction and/or demolition 196 projects, species selection for building permits, zoning requests, and hazardous tree assessment on private property. Forestry staff will complete or provide action on all service requests within 30 days of receipt of the request. The division will plant a minimum of 125 trees per year, and will prune 1800 per year. Hazardous tree or limb requests will be considered to pose an imminent threat and will be inspected within 72 hours of receipt of the request, and will be prioritized according to the degree of threat. Staff is also responsible for keeping streets open for emergency vehicles and emergency work (caused by wind, ice, etc.). Central Business District (CBD) Maintenance This activity provides for grounds maintenance in the City Plaza (pedestrian mall) and adjacent areas, including City Hall and Chauncey Swan Park. This includes, but is not limited to the following responsibilities:  Ground litter and leaf removal in the City Plaza on a daily basis throughout the year, and twice per week in outer areas for the spring, summer, and fall seasons  Design, installation and maintenance of planting beds with annuals and perennials in the aforementioned areas and various city parks  Assist organizations and persons in preparations for special events held in the City Plaza  Snow and ice removal of natural accumulations in the City Plaza, including clearing sidewalk areas, the fire lane and a minimum of two crosswalks per half block.  Snow and ice removal to various City-owned park areas, bridges, and right-of-ways on assigned routes, as needed.  Maintenance of site furnishings: play equipment and surfaces, trash receptacles, bicycle racks, benches, kiosks, posting pillars, drinking fountains, trellises, the Weather Dance Fountain, recycling units and tree grates. HIGHLIGHTS  Acquired the Ned Ashton House in the Parkview Terrace neighborhood. The house is listed on the National Register of Historic Places and was damaged during the 2008 flood. The property will be rented as a venue for events such as weddings, receptions, and meetings. Recent Accomplishments:  Opened the Terry Trueblood Recreation Area (TTRA) marina lodge, completing phase III of the TTRA development  Installed new shelters in Reno Street Park and Mercer Park, as well as new play structure at Kickers soccer park.  Completed the new splash pad at Fairmeadows Park and new restroom at South Hickory Hill Park. Upcoming Challenges:  Continue to prioritize maintenance projects and facility upgrade 197 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 19.00 19.00 19.00 Financial Highlights: Park Maintenance Administration – Services expenditures decreased by 19.7% due to no interest expenditures on an inter-fund loan from the Landfill fund that was paid back in fiscal year 2013 ($5,500) and the network and internet internal service charges to the Information Technology Services fund ($4,300). Personnel expenditures decreased by 2.2% due to a decrease in health insurance expenditures. Park Maintenance Operations – Includes capital outlay expenditures of $25,000 for the fence repair and replacement at Mercer and City Park fields. Forestry – Services expenditures include $78,000 for tree trimming and removal services and $89,900 for city vehicle rental and replacement internal service charges to the Equipment fund. Central Business District (CBD) Maintenance – Services expenditures increased by 18.8% due to an increase in contracted maintenance in the pedestrian mall areas. Supplies expenditures decreased by 50% due to a decrease in sanitation and industrial supplies of $34,000. The capital outlay budget includes $15,000 for surface repairs and fixture replacements. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Acquire and develop recreation areas and open space to meet existing and future needs of the Iowa City parks system. Department Objective: Continue to review facilities to ensure safe settings for patrons. Utilize neighborhood meetings to receive public input regarding planning of facilities and to educate residents to all aspects of the parks system. Utilize techniques to acquire open space. Review the master plan every five years to reflect current needs of the community. 198 Performance Measures: Strategic Plan Goal: A Solid Financial Foundation Department Goal: Create effective sustainable methods of operating and maintaining facilities that accurate distribute the costs and benefits to the public. Department Objective: Maintain recreation areas, open space and facilities in the most cost-effective manner possible, while recognizing the community’s needs and desires. Promote sustainable landscapes to increase the ecological functions of natural areas. Performance Measures: Park Maintenance Operating Expenses per Acre (Total Acres of Parkland) FY 2011 FY 2012 FY 2013 Acres of Developed Parkland 1,354 1,441 1,506 Acres of Undeveloped Parkland 327 248 186 Total Acres of Parkland 1,681 1,689 1,692 Total Acres per 1,000 Population (used 2010 US Census) 24.77 24.89 24.93 FY 2011 FY 2012 FY 2013 Operating Expenses $2,597,523 $2,742,135 $2,582,975 Per Acre Cost $1,545 $1,624 $1,527 199 City of Iowa City Activity: Park Maintenance Administration (530100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 230,289$ 242,540$ 229,303$ 245,018$ 235,050$ 241,744$ Miscellaneous Other Misc Revenue 18 25 - - - - Total Revenues & Other Financing Sources 230,307$ 242,565$ 229,303$ 245,018$ 235,050$ 241,744$ Expenditures: Personnel 188,115$ 200,104$ 194,545$ 203,776$ 199,307$ 205,287$ Services 35,055 37,710 29,373 36,486 29,292 29,877 Supplies 4,299 4,751 5,385 4,756 6,451 6,580 Capital Outlay 2,838 - - - - - Total Expenditures 230,307$ 242,565$ 229,303$ 245,018$ 235,050$ 241,744$ Personnel Services - FTE 2012 2013 2014 2015 Clerk/Typist - Parks & Forest 1.00 1.00 1.00 1.00 Superintendent Parks/Forestry 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 Activity Summary 200 City of Iowa City Activity: Park Maintenance Operations (530200)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 1,793,205$ 1,931,574$ 1,801,485$ 2,046,420$ 1,887,247$ 1,977,826$ Use Of Money And Property Rents 58,581 62,629 59,867 117,630 261,560 261,560 Charges For Fees And Services Culture & Recreation 85,964 96,711 82,412 96,711 137,329 137,329 Miscellaneous Contrib & Donations 870 8,398 2,500 - - - Misc Merchandise 1,030 - - - - Other Misc Revenue 914 1,129 973 2,721 - - Other Financial Sources Sale Of Assets 2,293 5,843 5,522 - - - Total Revenues & Other Financing Sources 1,942,857$ 2,106,284$ 1,952,759$ 2,263,482$ 2,286,136$ 2,376,715$ Expenditures: Personnel 1,104,681$ 1,222,340$ 1,157,949$ 1,270,865$ 1,335,634$ 1,375,703$ Services 664,460 662,433 621,688 757,610 742,254 757,099 Supplies 129,142 162,194 147,780 192,445 183,248 186,913 Capital Outlay 44,574 59,317 25,342 42,562 25,000 57,000 Total Expenditures 1,942,857$ 2,106,284$ 1,952,759$ 2,263,482$ 2,286,136$ 2,376,715$ Personnel Services - FTE 2012 2013 2014 2015 M.W. II - Parks 5.00 5.00 5.00 5.00 M.W. III - Parks 4.00 4.00 4.00 4.00 Sr MW - Parks 1.00 1.00 1.00 1.00 Sr MW - Turfgrass Specialist 1.00 1.00 1.00 1.00 Total Personnel 11.00 11.00 11.00 11.00 Capital Outlay 2014 2015 Fences at City & Mercer Fields -$ 25,000$ Rougharea 72 Inch Mower 7,950 - Salt/Sand Spreader 6,900 - Utility Vehicle 8,200 - Ztr Mower 15,000 - Total Capital Outlay 38,050$ 25,000$ Activity Summary 201 City of Iowa City Activity: Forestry (530300)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 379,484$ 352,348$ 388,908$ 397,066$ 402,087$ 413,658$ Other City Taxes - 4,959 5,285 4,959 5,370 5,370 Miscellaneous Contrib & Donations 20,000 20,000 20,000 20,000 20,000 20,000 Misc Merchandise 800 - - - - - Other Misc Revenue 7,028 5,301 366 4,491 300 300 Other Financial Sources Sale Of Assets 50 - 595 - - - Trans-Govt Activities 64,410 69,996 70,582 73,078 73,290 74,755 Total Revenues & Other Financing Sources 471,772$ 452,604$ 485,736$ 499,594$ 501,047$ 514,083$ Expenditures: Personnel 268,024$ 277,950$ 256,775$ 295,168$ 301,524$ 310,570$ Services 163,097 139,167 147,840 189,297 183,765 187,440 Supplies 40,651 35,487 21,640 15,129 15,758 16,073 Capital Outlay - - 59,480 - - - Total Expenditures 471,772$ 452,604$ 485,736$ 499,594$ 501,047$ 514,083$ Personnel Services - FTE 2012 2013 2014 2015 M. W. II - Forestry 1.00 1.00 1.00 1.00 M. W. III - Forestry 1.00 1.00 1.00 1.00 Sr MW - Forestry 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 Activity: CBD Maintenance Operations (535100)Fund: General (1000) Division: Park Maintenance Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 498,825$ 539,393$ 505,968$ 612,883$ 638,073$ 656,799$ Licenses And Permits General Use Permits 8,176 4,938 10,467 4,938 10,467 7,860 Miscellaneous Other Misc Revenue 24,174 - 659 - - - Total Revenues & Other Financing Sources 531,175$ 544,331$ 517,093$ 617,821$ 648,540$ 664,659$ Expenditures: Personnel 323,691$ 350,634$ 342,345$ 369,639$ 404,878$ 417,024$ Services 124,627 153,430 146,144 162,371 192,913 196,171 Supplies 16,744 28,327 28,604 70,811 35,749 36,464 Capital Outlay 66,113 11,940 - 15,000 15,000 15,000 Total Expenditures 531,175$ 544,331$ 517,093$ 617,821$ 648,540$ 664,659$ Personnel Services - FTE 2012 2013 2014 2015 M. W. II - Cbd 2.00 2.00 2.00 2.00 Sr M.W. - Cbd 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 Capital Outlay 2014 2015 Fixture Replace & Surface Repair 15,000$ 15,000$ Total Capital Outlay 15,000$ 15,000$ Activity Summary Activity Summary 202 CEMETERY OPERATIONS Oakland Cemetery occupies 40+ acres adjacent to the western edge of Hickory Hill Park. There have been an estimated 15,757 interments in the cemetery based on the complete burial report contained in the Cemetery Information Management System (CIMS) program. Staff maintain all cemetery grounds, buildings, equipment, and snow route.  Assistance with family members/funeral homes regarding funeral arrangements; determine right of interment, interment placement, lot sales/repurchases; complete billing and maintain records.  Assist the general public/funeral homes/monument dealers with genealogy requests, lot locations and explanation, enforcement of cemetery rules and regulations.  Future expansion: mausoleum, columbarium addition, purchase surrounding property and/or expand to the east. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 3.00 3.00 3.00 Financial Highlights: There are no major financial changes in the Cemetery Operations budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Track the number of hits on the Oakland Cemetery website in order to measure the usefulness and benefits for the community. Department Objective: Increase the use/knowledge of the website by offering informative workshops to the public. Establish awareness through different media outlets. 203 Performance Measures: Strategic Plan Goal: A Solid Financial Foundation Department Goal: Track and compare the number of full burials verse cremation burials for each fiscal year. Department Objective: Report burial trends to effectively estimate the current longevity of the Cemetery. Use the results to assist with the strategic planning for future expansions and needs. Performance Measures: FY 2011 FY 2012 FY 2013 Website Hits New Measure New Measure New Measure FY 2011 FY 2012 FY 2013 Full Burials 30 34 27 Cremation 28 44 39 204 City of Iowa City Activity: Cemetery Operations (540100)Fund: General (1000) Division: Cemetery Operations (540100)Department: Parks and Recreation 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 279,059$ 240,909$ 242,814$ 283,262$ 261,168$ 270,785$ Charges For Fees And Services Misc Charges For Svc 29,760 40,885 31,845 40,885 29,760 29,760 Miscellaneous Contrib & Donations 600 - - - - - Misc Merchandise - 28 - - - - Other Misc Revenue 6,000 - 1,423 - - - Other Financial Sources Sale Of Assets 57,450 99,295 39,565 57,450 57,450 57,450 Total Revenues & Other Financing Sources 372,869$ 381,117$ 315,647$ 381,597$ 348,378$ 357,995$ Expenditures: Personnel 257,500$ 279,840$ 243,511$ 292,366$ 265,087$ 273,039$ Services 57,571 55,961 52,328 65,952 65,955 67,274 Supplies 11,366 20,776 14,637 23,279 17,336 17,682 Capital Outlay 46,432 24,540 5,170 - - - Total Expenditures 372,869$ 381,117$ 315,647$ 381,597$ 348,378$ 357,995$ Personnel Services - FTE 2012 2013 2014 2015 Cemetery Supervisor 1.00 1.00 1.00 1.00 M.W. II - Cemetery 1.00 1.00 1.00 1.00 M.W. III - Cemetery 1.00 1.00 1.00 1.00 Total Personnel 3.00 3.00 3.00 3.00 Activity Summary 205 LIBRARY OPERATIONS The Iowa City Public Library is the busiest public library building in the state of Iowa. The City of Iowa City is proud to have been named the third UNESCO City of Literature in 2009. There are currently seven cities in the world who share this distinction; Iowa City is the only one in the western hemisphere. This honor is reflected in and supported by the City’s public library services. The Library Operations budget is organized into General Library, Library Materials, Board Controlled Funds, Gifts & Bequests, and Gifts – Materials, and Library Replacement Reserves. General Library This activity accounts for the bulk of the Library’s budget, accounting for Library staffing, programs, public services, building repair & maintenance, and activities associated with the Library’s commercial space. This budget also includes transfers to computer and equipment replacement reserves. Library Materials This activity accounts for the acquisition & replacement of Library materials. Materials budgets are organized into Children’s Materials and Adult Materials. An increasing number of materials acquisitions in recent years are in electronic or downloadable formats. Board Controlled Funds This activity is funded largely through Library Open Access (reciprocal borrowing) and Enrich Iowa grants. 0.75 FTE are budgeted within reciprocal borrowing. Gifts & Bequests This activity includes contributions & donations, both designated and undesignated, for Library operations, programs, and building improvements. Gifts – Materials These are donated funds used for materials acquisitions. Library Replacement Reserves Funded through a transfer from Library General, this activity accounts for funds set aside for the scheduled replacement of Library equipment and computer hardware. 206 HIGHLIGHTS  Continued cooperation with Iowa City UNESCO City of Literature One Book Two Book, a children’s literature festival.  By the numbers fiscal year 2013: o 67,597 cardholders o 1,512,852 circulation o 721,058 visits o 235,545 computer users o 76,675 questions answered o 46% increase in use of digital collections Recent Accomplishments:  The first year of the two-year project combined two service desks, re- carpeted areas of first floor, moved Young Adult Fiction upstairs, and prepared areas for new digital signage.  The Local Music Project to offer digital access to works of area musicians, which allowed access at year end of 126 albums and had been download 1,400 times.  Shared our story on Facebook, with 4,624 people receiving regular updates. Upcoming Challenges:  Continue to improve customer service through a variety of initiatives, including better telephone service and more customer-focused policies.  Complete Phase two of a two year project of building improvements. Increase private support to help fund this project. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 43.63 43.13 43.13 Service Level Changes for FY2015:  Support anticipated continued growth in the use of electronic downloadable collections.  Open new teen space as a part of Phase two of the building improvement project. 207 Financial Highlights: General Library – Property tax credit revenue was added for $16,522 due to the State replacement of lost property tax revenue. Intergovernmental revenue from State 28E agreements was reduced by $35,000 due to the discontinuance of a usage agreement with the University of Iowa. Capital outlay expenditures decreased by $41,500. Library Materials – Capital outlay for library materials increased by one percent. Library Board Controlled Funds –Personnel expenditures have decreased by 35.7% due to a decrease in part time employee expenditures. Library Replacement Reserves – Includes $45,000 for supplies expenditures for miscellaneous computer hardware supplies. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Develop partnerships that build community and support the Library’s mission. Department Objective: Work with the ICCSD, preschools and summer programs to help children sign up for a library card and get ready for summer reading programs. Performance Measures: Children Registering for Summer Reading Programs Number of Summer Library Bus Riders FY 2015 Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate 2,722 1,599 2,280 2,178 2,395 FY 2015 Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate 1,751 1,126 1,103 1,401 1,573 208 Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Improve use of Library website. Department Objective: Increase the availability of information regarding program and service offerings. Performance Measures: Library Website Use (Measured by Page Views) * Home Page Only FY 2015 Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate 1,309,309 810,728* 1,122,935 1,187,582 1,246,961 209 City of Iowa City Activity: General Library (550100)Fund: General (1000) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 3,018,256$ 3,159,577$ 3,019,609$ 3,254,127$ 3,175,983$ 3,308,109$ Property Taxes 725,411 747,907 782,931 802,843 828,107 811,585 Delinquent Property Taxes 117 18 53 - - - Other City Taxes 13,523 14,041 13,847 13,703 13,754 14,029 Use Of Money And Property Rents 123,829 118,948 107,947 123,829 132,292 132,292 Royalties & Commiss 3,464 3,068 3,027 3,068 3,027 3,186 Intergovernmental Property Tax Credits - - - - 16,522 33,044 Local 28E Agreements 417,592 424,363 413,750 424,363 420,750 420,750 State 28E Agreements 35,000 35,000 35,000 35,000 - - Charges For Fees And Services Library Charges 114 304 57 304 57 158 Miscellaneous Library Fines & Fees 211,610 201,157 182,418 201,157 182,418 182,418 Other Misc Revenue 59,105 63,433 62,535 63,440 62,852 62,852 Other Financial Sources Sale Of Assets 655 - - - - - Trans-Bus Type Funds 55,000 55,000 55,000 55,000 55,000 55,000 Total Revenues & Other Financing Sources 4,663,676$ 4,822,816$ 4,676,173$ 4,976,834$ 4,890,762$ 5,023,423$ Expenditures: Personnel 3,804,194$ 4,018,230$ 3,886,479$ 4,096,779$ 4,096,538$ 4,219,434$ Services 643,649 630,975 627,682 673,845 643,780 656,656 Supplies 124,560 135,023 149,539 158,710 144,444 147,333 Capital Outlay 91,273 38,588 12,473 47,500 6,000 - Total Expenditures 4,663,676$ 4,822,816$ 4,676,173$ 4,976,834$ 4,890,762$ 5,023,423$ Personnel Services - FTE 2012 2013 2014 2015 Custodian - Library 2.00 2.00 2.00 2.00 IT Support Specialist 0.00 0.00 1.00 1.00 Librarian II 7.16 7.00 6.00 6.00 Library Admin Coordinator 1.00 1.00 1.00 1.00 Library Assistant I 2.50 2.50 5.50 5.50 Library Assistant II 1.75 1.00 1.00 1.00 Library Assistant III 5.23 5.23 5.23 5.23 Library Building Manager 1.00 1.00 1.00 1.00 Library Clerk 6.25 6.25 2.75 2.75 Library Coordinator 6.00 6.00 5.00 5.00 Library Director 1.00 1.00 1.00 1.00 Library Web Specialist 0.75 1.00 1.00 1.00 M. W. II - Library 1.00 1.00 1.00 1.00 Microcomputer Specialist - Lib 1.00 1.00 0.00 0.00 MW I - Library 0.50 0.50 0.50 0.50 Network Database Spec - Lib 1.00 1.00 1.00 1.00 Pulic Relations Specialist 0.00 0.65 0.65 0.65 Sr Librarian 1.00 1.00 2.00 2.00 Sr Library Assistant 3.75 3.75 3.75 3.75 Supervising Librarian 0.00 0.00 1.00 1.00 Total Personnel 42.89 42.88 42.38 42.38 Capital Outlay 2014 2015 Children's Technology Table 18,000$ -$ Light System 10,000 - RFID tags 13,000 6,000 Smartboard 6,500 - Total Capital Outlay 47,500$ 6,000$ Activity Summary 210 City of Iowa City Activity: Library Materials (550200)Fund: General (1000) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 600,036$ 614,796$ 631,163$ 642,820$ 649,248$ 655,740$ Total Revenues & Other Financing Sources 600,036$ 614,796$ 631,163$ 642,820$ 649,248$ 655,740$ Expenditures: Services 256$ -$ 319$ -$ -$ -$ Capital Outlay 599,780 614,796 630,845 642,820 649,248 655,740 Total Expenditures 600,036$ 614,796$ 631,163$ 642,820$ 649,248$ 655,740$ Capital Outlay 2014 2015 Adult Library Materials 541,393$ 546,807$ Children's Library Materials 101,427 102,441 Total Capital Outlay 642,820$ 649,248$ Activity: Library Board Controlled Funds (550300)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 691$ 670$ -$ 670$ 931$ 934$ Intergovernmental Operating Grants 81,781 61,033 76,694 61,033 81,500 81,500 Charges For Fees And Services Refuse Charges 410 179 296 179 296 296 Miscellaneous Misc Merchandise 7,036 2,512 1,965 2,512 879 879 Other Misc Revenue 23,056 25,035 21,745 - 20,000 20,000 Printed Materials 14,778 16,290 15,606 16,290 15,606 15,606 Total Revenues & Other Financing Sources 127,752$ 105,719$ 116,306$ 80,684$ 119,212$ 119,215$ Expenditures: Personnel 49,410$ 42,628$ 30,529$ 44,243$ 28,443$ 29,296$ Services 30,551 56,452 30,843 14,246 18,781 19,157 Supplies 4,634 8,148 3,602 8,475 6,833 6,970 Capital Outlay - 23,857 42,692 58,000 56,000 81,500 Total Expenditures 84,595$ 131,085$ 107,665$ 124,964$ 110,057$ 136,923$ Personnel Services - FTE 2012 2013 2014 2015 Library Assistant Iii 0.50 0.50 0.50 0.50 Library Clerk 0.25 0.25 0.25 0.25 Total Personnel 0.75 0.75 0.75 0.75 Capital Outlay 2014 2015 Building Improvements 30,000$ 10,000$ Digital Signage Equipment 15,000 - Self Check Station 13,000 - IT Hardware - 36,000 Furniture & Office Equipment - 10,000 Total Capital Outlay 58,000$ 56,000$ Activity Summary Activity Summary 211 City of Iowa City Activity: Library Gifts and Bequests (550400)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 624$ 686$ 1,150$ 686$ 1,150$ 1,153$ Miscellaneous Contrib & Donations 78,111 44,814 199,854 50,000 90,000 90,000 Other Misc Revenue 988 3,074 3,700 3,074 3,700 3,700 Total Revenues & Other Financing Sources 79,723$ 48,574$ 204,705$ 53,760$ 94,850$ 94,853$ Expenditures: Services 47,209$ 12,700$ 13,415$ 2,225$ 11,362$ 11,589$ Supplies 23,390 12,016 17,955 11,903 17,989 18,348 Capital Outlay 6,454 2,989 2,349 40,000 48,000 47,208 Total Expenditures 77,053$ 27,705$ 33,719$ 54,128$ 77,351$ 77,145$ Capital Outlay 2014 2015 Building Improvements 40,000$ 48,000$ Total Capital Outlay 40,000$ 48,000$ Activity: Library Gifts - Materials (550500)Fund: Library Gifts (1001) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Miscellaneous Contrib & Donations 112,286$ 94,344$ 70,299$ 90,000$ 75,000$ 75,000$ Other Financial Sources Misc Transfers In 7,575 - - - - - Total Revenues & Other Financing Sources 119,861$ 94,344$ 70,299$ 90,000$ 75,000$ 75,000$ Expenditures: Supplies 525$ -$ -$ -$ -$ -$ Capital Outlay 73,965 91,558 41,180 90,000 75,000 75,000 Total Expenditures 74,490$ 91,558$ 41,180$ 90,000$ 75,000$ 75,000$ Capital Outlay 2014 2015 Adult Library Materials 70,000 60,000 Children's Library Materials 20,000 15,000 Total Capital Outlay 90,000 75,000 Activity Summary Activity Summary 212 City of Iowa City Activity: Library Replacement Reserves (550800)Fund: Library Replacement Reserves (1006) Division: Library Operations Department: Library 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 5,026$ 8,388$ 7,342$ 602$ -$ -$ Other Financial Sources Sale Of Assets 294 - 537 - - - Transfer In From General Fund 62,422 62,422 62,422 62,422 62,422 62,422 Total Revenues & Other Financing Sources 67,742$ 70,810$ 70,301$ 63,024$ 62,422$ 62,422$ Expenditures: Services 10$ -$ 30$ -$ -$ -$ Supplies 7,620 5,294 21,953 2,274 45,000 45,900 Capital Outlay 60,112 65,516 48,318 60,750 - - Total Expenditures 67,742$ 70,810$ 70,301$ 63,024$ 45,000$ 45,900$ Capital Outlay 2014 2015 Computer Server 25,750$ -$ Software Upgrade 35,000 - Total Capital Outlay 60,750$ -$ Activity Summary 213 LIBRARY FOUNDATION The mission of the Iowa City Public Library Friends Foundation is to generate private resources to support the Iowa City Public Library. The Iowa City Public Library Friends Foundation is an IRS designated non-profit organization. Board members are our neighbors, business and community leaders. Each is dedicated to helping our Library provide the very best materials, programs and services. The Board of Directors and the Development Office of the Iowa City Public Library work together on Library fundraising efforts. The Library Foundation budgetary division accounts for personnel costs associated with the Foundation’s development activities. These activities were budgeted in fund 9105 in previous years through fiscal year 2013. City expenditures are fully reimbursed by the Foundation. 2.0 FTE’s are budgeted in this division: Library Coordinator – Development, and a Senior Library Assistant. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 0.00 2.00 2.00 Financial Highlights: Personnel expenditures have increased by 19.2% due to an increase in full time employee expenditures, which is offset with the reimbursement of expenditures from the Iowa City Public Library Friends Foundation. 214 City of Iowa City Activity: Library Foundation Office (550600)Fund: Library Dvlp Off (Foundation) (1005) Division: Library Foundation Office (550600)Department: Library * Activity Prior to FY2013 in Agency Fund 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Miscellaneous Other Misc Revenue -$ -$ 132,644$ 160,191$ 190,961$ 196,690$ Total Revenues & Other Financing Sources -$ -$ 132,644$ 160,191$ 190,961$ 196,690$ Expenditures: Personnel -$ -$ 132,644$ 160,191$ 190,961$ 196,690$ Total Expenditures -$ -$ 132,644$ 160,191$ 190,961$ 196,690$ Personnel Services - FTE 2012 2013 2014 2015 Library Coord - Development 0.00 1.00 1.00 1.00 Sr Library Assistant 0.00 0.00 1.00 1.00 Total Personnel 0.00 1.00 2.00 2.00 Activity Summary 215 SENIOR CENTER OPERATIONS The Iowa City/Johnson County Senior Center is a department of the City of Iowa City and has been serving older adults, age 50 and above, since 1981. Located in a beautifully restored historic post office on the corner of Linn and Washington Streets in downtown Iowa City, the Center offers a full array of classes, activities, and volunteer opportunities which support independence and encourage involvement in the community. The Senior Center’s budget is organized into three activities: Administration, New Horizons Band, and Gifts & Memorials. Senior Center Administration Administration oversees and supports the operation of Center programs, building maintenance, volunteer service, and development. Administration also supports the activities of the Senior Center Commission. The Senior Center’s program components provide a variety of opportunities for education, social engagement, physical activity, and community involvement. Educational classes cover everything from literature and fitness classes to video production, music, and art education. Social engagement among participants and within the community is promoted. Classes, which are often open to non-members or intergenerational, incorporate time for participants to interact with each other. Volunteer groups are involved with community activities to teach, share information about The Center, and conduct fundraising activities. The AARP Tax Aide Program, University of Iowa Counseling Services, Volunteer Lawyers, Senior Health Insurance Information Program, Visiting Nurses Association, and Senior Nutrition Program all ensure that the community comes into The Center. Senior Center Programs (New Horizons Band) This activity accounts for the Iowa City New Horizons Band (IC-NHB). The Iowa City New Horizons Band was founded in January 1995. The IC-NHB’s mission is to provide the opportunity for all persons age 50 and older to learn and make music. In addition to the band itself, the IC-NHB will encourage entry-level group-music opportunities for members and nonmembers alike and facilitate the many current self-formed ensembles and those that will emerge. Gifts & Memorials This activity accounts for contributions and donations made to the Senior Center Gift Fund. 216 HIGHLIGHTS  There were 104,970 visits to Senior Center sponsored programs in FY13  There were an additional 14,254 and 6,940 visits to The Center for the Senior Nutrition Program and other services & meetings, respectively  There were 360 classes, 50 special events, 7 performance groups, 24 groups & clubs, 18 different volunteer activities, and 26 professional services offered at The Center  Membership climbed from 1,587 at the end of FY2012 to 1,592 at the close of FY2013  Over 640 volunteers provided services to support Center programming and the community Recent Accomplishments:  The Center conducted a survey during the summer of 2013. The average satisfaction rating with programs and services was 97%. Positive outcomes from participation were identified by 88% of the respondents. The primary beneficial outcomes included: learning new things; keeping my mind active; obtaining needed information; making new friends; gaining a sense of belonging; and improving personal health.  Implemented new software to track memberships, parking permits, sales, donations, class registration, and other important services. Worked successfully to make it ―fit‖ The Center’s specific needs and improve customer service. As a result, on- line registration for members will become available in February 2014.  Promoted outreach programming to all adult members of the community without regard to membership e.g. the Senior Health Insurance Information Program, Honoring Your Wishes, a community-wide advanced care planning initiative, and the AARP tax services.  Encouraged and supported participant involvement in leadership committees addressing community outreach, membership issues, program planning, and expanding diversity among Center participants. Upcoming Challenges:  Work with volunteer members of the Steering Council and Working Committees, participants, Senior Center Commission, staff, and Friends of the Center to diversify The Center’s funding.  Develop a multi-year plan to upgrade the interior of sections of the building— flooring, window coverings, some furnishings, wall coverings and repairs— to create a safe, welcoming environment conducive to learning, relaxation, and social interaction.  The summer 2013 survey results showed the participation of low-income and minority residents in Center programming is disproportionately low. Using available resources, develop, implement, and evaluate a plan to resolve this situation.  In response to requests and recommendations identified in the summer 2013 survey, use available resources to expand operational hours on nights and weekends. 217 Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 6.50 6.50 6.50 Financial Highlights: Senior Center Administration – Capital outlay expenditures decreased by $35,464. Services expenditures decreased by 7.2% due to a decrease in building repair and maintenance services of $15,900 and outside printing services of $4,200. Senior Center Programs (New Horizons Band) – There are no major financial changes in the New Horizons Band budget. Senior Center Gifts & Memorials – Supplies expenditures increased by $16,098 due to expenditures to update audiovisual equipment in frequently used classrooms that would provide improvements to existing equipment that would also be easier to use and increase security for after-hours use of equipment. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: To be synonymous with the highest quality programs that promote optimal aging; thereby encouraging individuals to become their best selves regardless of personal challenges. Department Objective: Each quarter throughout the year, offer diverse program opportunities in seven dimensions of wellness: emotional; environmental; intellectual/cognitive; physical; professional/vocational; social; and spiritual. 218 Performance Measures: Each quarter* had a Minimum of 4 Unique Programs Offered in Each of the 7 Dimensions of Wellness * A quarter, corresponds with the publication of the Senior Center Program Guide. The Fall Program Guide covers September through November; Winter, December through February; Spring, March through May; and Summer, June through August. The Program guide is released two weeks prior to the beginning of the quarter. Random Class Evaluations (done throughout the year) Strategic Plan Goal: A Solid Financial Foundation & Enhanced Communication and Marketing Department Goal: To improve stability and diversity of financing. Department Objective: Move toward electronic communication as a cost saving measure and for customer convenience. Performance Measures: Percent of Members using On-line Class Registration and/or Membership Renewals Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer Fall Winter Spring Summer     New Measure New Measure New Measure     Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate Overall Satisfaction Rating of > 95% New Measure New Measure 91% 95% FY 2011 FY 2012 FY 2013 FY 2014 Estimate Percent of Members New Measure New Measure New Measure 3.8% Change in Percent (Goal of > 5% increase) New Measure New Measure New Measure New Measure 219 Senior Center Endowment’s Annual Contribution to the Operational Budget Cost Recovery Percentage Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: To increase cultural diversity among participants and promote an environment of inclusion. Department Objective: Use available resources to expand the participant base for both on-site and off-site programming. Performance Measures: Participation of Racial Minorities in the Senior Center Programming (Based on Annual On-site Demographic Survey) * At least until levels reflect community demographics of the 50 + population FY 2011 FY 2012 FY 2013 FY 2014 Estimate Annual Contribution $20,323 $23,632 $23,077 $30,380 Change in Contribution (Goal of 4 - 8% increase) New Measure 16.3% (2.3%) 31.6% Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate 25% and to Increase % 15% 25% 25% 25% FY 2011 FY 2012 FY 2013 FY 2014 Estimate Percent of Participation New Measure New Measure New Measure 5% Change in Percent (Goal of 1 - 2% increase)* New Measure New Measure New Measure New Measure 220 Percent of Respondents with Incomes at or below Department of Health and Human Services Poverty Guidelines (Based on Annual On-site Demographic Survey) * Based upon the U.S. Census Bureau’s American Community Survey (2008-2012) and the U.S. Decennial Census population counts, the percent of people ≥ 55 living in poverty in Iowa City and Johnson County is 6% and 4% respectively. A 2010 community survey done by the United Way of Johnson and Washington Counties identified a 6.1% poverty rate among people ≥ 65 in Johnson County. Completed Programs that Targeted Under-Represented Populations (including at risk and in need adults over 50) Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate 4.0% – 6.1%* New Measure New Measure New Measure 10% Goal FY 2011 FY 2012 FY 2013 FY 2014 Estimate > 16 per year (at least 4 each quarter) New Measure New Measure New Measure > 16 221 City of Iowa City Activity: Senior Center Administrations (570100)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 592,692$ 613,987$ 618,795$ 668,841$ 666,108$ 667,683$ Use Of Money And Property Parking Ramp Revenue 17,400 17,663 17,035 22,000 - - Rents 2,125 1,539 1,624 1,539 1,624 1,624 Royalties & Commiss 304 299 322 299 322 322 Intergovernmental Local 28E Agreements 75,000 70,000 70,000 59,215 70,000 70,000 Charges For Fees And Services Culture & Recreation 42,167 42,283 54,701 56,427 54,680 54,680 Misc Charges For Svc 13,853 16,698 14,459 16,698 - - Parking Charges - - - - 17,050 17,366 Miscellaneous Contrib & Donations 25,927 34,743 37,130 40,000 51,000 51,000 Misc Merchandise 11,614 12,491 7,736 12,491 7,736 7,736 Other Misc Revenue 5,415 5,483 6,719 27,500 - - Other Financial Sources Misc Transfers In 280 - - 2,500 - - Sale Of Assets 284 836 - - - - Total Revenues & Other Financing Sources 787,061$ 816,022$ 828,520$ 907,510$ 868,520$ 870,411$ Expenditures: Personnel 464,905$ 519,362$ 508,023$ 541,271$ 553,758$ 570,371$ Services 229,655 234,516 209,364 259,443 240,651 245,464 Supplies 62,844 55,734 44,144 50,727 53,506 54,576 Capital Outlay 29,657 6,410 66,989 56,069 20,605 - Total Expenditures 787,061$ 816,022$ 828,520$ 907,510$ 868,520$ 870,411$ Personnel Services - FTE 2012 2013 2014 2015 M. W. III - Senior Center 1.00 1.00 1.00 1.00 M.W. I - Senior Center 1.00 1.00 1.00 1.00 Operations Asst - Sr Center 1.00 1.00 1.00 1.00 Program Specialist - Sr Center 1.00 1.00 1.00 1.00 Receptionist - Sr Center 0.50 0.50 0.50 0.50 Senior Center Coordinator 1.00 1.00 1.00 1.00 Volunteer Specialist-Sr Center 1.00 1.00 1.00 1.00 Total Personnel 6.50 6.50 6.50 6.50 Capital Outlay 2014 2015 Addressable Alarm Panel 18,069$ -$ Contracted Improvements 15,000 - Hot Steam Serving Table 5,000 - PC Hardware 18,000 - Other Operating Equipment - 13,000 Building Improvements - 7,605 Total Capital Outlay 56,069$ 20,605$ Activity Summary 222 City of Iowa City Activity: Senior Center Programs (570200)Fund: General (1000) Division: Senior Center Operations Department: Senior Center 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Charges For Fees And Services Culture & Recreation -$ -$ -$ -$ 16,300$ 16,300$ Miscellaneous Other Misc Revenue - - - - 6,000 6,000 Total Revenues & Other Financing Sources -$ -$ -$ -$ 22,300$ 22,300$ Activity: Senior Center Programs (570200)Fund: Sr Center New Horizons Band (1004) Division: Senior Center Operations Department: Senior Center 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Charges For Fees And Services Culture & Recreation 10,584$ 9,665$ 10,736$ 10,200$ 10,800$ 10,800$ Miscellaneous Contrib & Donations 1,558 3,712 3,157 2,000 2,100 2,100 Misc Merchandise 44 47 - 70 - - Total Revenues & Other Financing Sources 12,186$ 13,424$ 13,893$ 12,270$ 12,900$ 12,900$ Expenditures: Personnel 7,825$ 6,756$ 6,244$ 7,577$ 7,573$ 7,800$ Services 1,411 3,700 3,601 3,675 3,677 3,750 Supplies 4,341 2,262 1,625 1,932 2,291 2,336 Total Expenditures 13,577$ 12,718$ 11,469$ 13,184$ 13,541$ 13,886$ Activity: Senior Center Gifts and Memori (570400)Fund: Sr Center Gift Fund (1003) Division: Senior Center Operations Department: Senior Center 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Use Of Money And Property Interest Revenues 74$ 71$ 120$ 71$ 120$ 120$ Miscellaneous Contrib & Donations 3,711 745 - 1,000 1,000 1,000 Total Revenues & Other Financing Sources 3,785$ 816$ 120$ 1,071$ 1,120$ 1,120$ Expenditures: Supplies -$ -$ 530$ -$ 16,098$ -$ Total Expenditures -$ -$ 530$ -$ 16,098$ -$ Activity Summary Activity Summary Activity Summary 223 224 GENERAL FUND COMMUNITY & ECONOMIC DEVELOPMENT Planning & Community Dev. Admin. Community Development Economic Development Urban Planning Neighborhood Services Human Services F Y 2 0 1 5 PLANNING & COMMUNITY DEVELOPMENT ADMINISTRATION Planning and Community Development (PCD) Administration provides professional oversight and support for the department’s operating divisions. The division’s personnel is comprised of the Planning and Community Development Director, Administrative Secretary, Engineering Technician, and Planning & Community Devlepment Clerk. The division acts as a liaison between the department, City Manager’s Office, and the City Council. The division ensures proper implementation of the elements of the City Council’s strategic plan pertinent to the department’s activities. Further, administration coordinates the PCD/MPOJC management team, administering unique capital, research, and/or policy-oriented projects as directed by the City Council. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.55 2.55 2.55 Financial Highlights: Services expenditures decreased from $78,545 to $18,060 due to a one-time appropriation in the fiscal year 2014 revised budget for planning services on the 100 block of E. Washington Street. Partial reimbursement for that expenditure is included in the revised fiscal year 2014 miscellaneous other revenues. 227 City of Iowa City Activity: Planning & Comm Dvlp Admin (610100)Fund: General (1000) Division: Planning & Comm Dvlp Admin (610100)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Fund Subsidy 264,652$ 290,469$ 288,401$ 325,360$ 298,924$ 307,656$ Misc Other Income - - 34 34,098 - - Total Revenues & Other Financing Sources 264,652$ 290,469$ 288,435$ 359,458$ 298,924$ 307,656$ Expenditures: Personnel 242,646$ 262,679$ 259,604$ 273,557$ 275,340$ 283,600$ Services 15,531 20,324 21,092 78,545 18,060 18,421 Supplies 5,362 7,466 7,739 7,356 5,524 5,635 Capital Outlay 1,113 - - - - - Total Expenditures 264,652$ 290,469$ 288,435$ 359,458$ 298,924$ 307,656$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.55 0.55 0.55 0.55 Clerk/PCD 0.00 0.50 0.50 0.50 Engineering Technician 0.50 0.50 0.50 0.50 PCD Director 1.00 1.00 1.00 1.00 Planning & Comm Dev Clerk 0.50 0.00 0.00 0.00 Total Personnel 2.55 2.55 2.55 2.55 Activity Summary 228 COMMUNITY DEVELOPMENT Community Development staff are committed to providing Iowa City residents with access to safe and affordable housing, jobs and services. This is accomplished by coordinating efforts with local organizations, businesses and other community partners, and by administering and coordinating activities relating to city, state, and federal housing and community and economic development programs. Economic development activities include:  Neighborhood redevelopment  Entrepreneurial and microenterprise business development  Working with financial institutions The Housing Rehabilitation program works to help residents maintain and update their homes by providing financial assistance to income eligible homeowners. The availability of affordable, low or no-interest loans provides lower income homeowners the opportunity to make repairs and improve energy efficiency to their homes and ultimately helps to maintain Iowa City's housing stock. Funding is available through the federally-funded Community Development Block Grant (CDBG) and HOME Investment Partnership programs, and through the General Rehabilitation and Improvement Program (GRIP), which is funded by general obligation bonds. CDBG and HOME descriptions can be found in the Special Revenue Fund section of this budget. HIGHLIGHTS  30 former rental properties have been acquired and restored to single family homes to date through the UniverCity Neighborhood Partnership, a cooperative effort between the City and the University of Iowa. Seventeen additional houses will be completed in fiscal year 2014 (one funded with CDBG and HOME funds, two funded through the Iowa’s I-JOBS Program and three funded through the Iowa City Hosing Authority), with an expected ten additional homes in fiscal year 2015. 229 Recent Accomplishments:  Secured EPA Urban Waters Program, Iowa Great Places and Iowa DNR grants to plan and design modifications to the Burlington Street dam that could create recreational opportunities such as whitewater rafting, boating, and integration with Riverfront Crossings and Iowa River Water Trail. Modifications would also reduce safety hazards associated with the low-head dam and create fish passage.  Completed flood buyouts in the Park View Terrace and Taft Speedway neighborhoods. 93 homes were purchased through the program, removing these properties from the flood plain. These areas will be returned to green space. The buyouts began in May 2009 and were funded through federal and state grant programs.  Partnered with the Iowa City Downtown District and the City’s Economic Development Division for the Building Change Program. Four downtown building owners were assisted with CDBG funds to rehabilitate the façade of their buildings. Upcoming Challenges:  Continue to promote the availability of affordable housing and assist local businesses despite decreasing CDBG and HOME funding.  Continue the Single Family New Home Construction Program. The program was implemented to replace housing stock that was lost in the 2008 flood. CDBG funds are awarded by the Iowa Economic Development Authority. Currently, 136 homes have been constructed and sold. Five additional homes will be constructed in fiscal year 2014 and fiscal year 2015 for a total of 141 homes. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 1.75 1.75 1.75 Financial Highlights: The fiscal year 2015 budget includes capital appropriations of $4,500,000 for the UniverCity program. This includes funding from University Iowa contributions of $100,000, loan proceeds and assets sales totaling $4,040,000, and general obligation bonds of $500,000. 230 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Invest in the City’s private residential building stock. Department Objective: Stabilize neighborhoods through UniverCity and GRIP reinvestment programs. Performance Measures: Rental Properties Converted to Single Family Homes (UniverCity) Owner-Occupied Homes Rehabilitated (GRIP) FY 2011 FY 2012 FY 2013 5 16 9 FY 2011 FY 2012 FY 2013 6 13 13 231 City of Iowa City Activity: Community Development (610200)Fund: General (1000) Division: Community Development (610200)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 40,727$ 64,192$ 14,293$ 411,844$ 377,751$ 390,379$ Use Of Money And Property Interest Revenues 4,069 7,894 32,423 33,894 25,000 25,000 Intergovernmental State 28E Agreements - - - - 100,000 100,000 Miscellaneous Contrib & Donations - - 25,578 100,000 - - Other Misc Revenue - - 397 - 392 392 Other Financial Sources Loans 10,416 186,274 886,360 2,340,000 2,040,000 2,040,000 Sale Of Assets - - 353,319 2,300,000 2,000,000 2,000,000 Bond Proceeds - - - - 500,000 500,000 Transfers In - GO Bonds - - 317,623 500,000 - - Total Revenues & Other Financing Sources 55,212$ 258,360$ 1,629,993$ 5,685,738$ 5,043,143$ 5,055,771$ Expenditures: Personnel 52,207$ 65,538$ 123,182$ 166,899$ 176,370$ 181,661$ Services 2,716 22,692 307,578 413,602 366,069 373,391 Supplies 289 130 706 5,237 704 719 Capital Outlay - 170,000 860,527 2,800,000 2,500,000 2,500,000 Other Financial Uses - - 338,000 2,300,000 2,000,000 2,000,000 Total Expenditures 55,212$ 258,360$ 1,629,993$ 5,685,738$ 5,043,143$ 5,055,771$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 0.05 0.35 0.35 0.35 Community Development Coord 0.10 0.30 0.30 0.30 Housing Rehab Specialist 0.60 1.00 1.00 1.00 Program Asst - Comm Devel 0.10 0.10 0.10 0.10 Total Personnel 0.85 1.75 1.75 1.75 Capital Outlay 2014 2015 House Acquisitions for UniverCity 2,300,000$ 2,000,000$ Loan repayment to Banks - UniverCity 2,300,000 2,000,000 Rehab Costs of UniverCity Houses 500,000 500,000 Total Capital Outlay 5,100,000$ 4,500,000$ Activity Summary 232 ECONOMIC DEVELOPMENT The Economic Development Division is charged with helping to grow the community, increasing the property tax base, and attracting new jobs. The division serves as a resource for businesses operating in or considering operating in Iowa City. The Economic Development Division is the municipal office to contact for business assistance in City of Iowa City. A division of the Iowa City Department of Planning and Community Development, they provide access to information and to individuals throughout the City organization and assist in pursuing new and expanding business endeavors. In addition to providing access to information throughout the City organization, the Economic Development Division has access to economic and demographic information for the area. Working in cooperation with other City departments and the Iowa City Area Development Group, the Economic Development Division assists developers and site selection consultants with specific commercial, office, and industrial development projects. This assistance ranges from helping businesses understand local regulations to determining available local public financial assistance for a specific firm. The Economic Development Division acts as a municipal resource for the business community. Recent Accomplishments:  Developed a new set of economic development processes and policies intended to streamline the development process and codify policies pertaining to public incentives. Upcoming Challenges:  Redevelopment of the City-owned property on the corner of College and Gilbert Streets.  Continue planning for future development in the Riverfront Crossings district south of downtown. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 1.00 1.00 1.00 Financial Highlights: Services expenditures include appropriations for $75,000 for a new Micro-Enterprise program, and $70,000 for the Englert Theater – an increase from $50,000 in fiscal year 2014. Fiscal year 2014 revised services expenditures include a carry-forward of unspent economic development appropriations of $92,643 from fiscal year 2013. 233 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Build tax base and add employment opportunities. Department Objective: Work with public and private sectors to build economic development infrastructure. Performance Measures: City-University Urban Renewal Area (Original Blighted Area) City-University Urban Renewal Area (2001 Economic Development Amended Area) City-University Urban Renewal Area (Totals from Above Areas) Jan 2010 Jan 2011 Jan 2012 Current Value Base Value $233,727,970 $127,864,760 $111,829,760 $30,239,640 $66,008,360 $20,432,178 Ratio 1.828 3.698 3.231 Current Value (SSMID) Base Value (SSMID) – $125,552,670 $97,625,120 $68,235,470 $50,047,502 Ratio (SSMID) – 1.286 1.363 Jan 2010 Jan 2011 Jan 2012 Current Value Base Value – – $47,161,650 $15,361,532 Ratio – – 3.070 Current Value (SSMID) Base Value (SSMID) – – $56,179,810 $42,023,548 Ratio (SSMID) – – 1.337 Jan 2010 Jan 2011 Jan 2012 Current Value Base Value $233,727,970 $127,864,760 $237,382,430 $127,864,760 $237,585,290 $127,864,760 Ratio 1.828 1.857 1.858 234 City-University Urban Renewal Area (Riverfront Crossings – Amendment #10 Area) Towncrest Urban Renewal Area Jan 2010 Jan 2011 Jan 2012 Current Value Base Value – Base Year $117,071,480 $118,148,120 $117,071,480 Ratio – – 1.009 Jan 2010 Jan 2011 Jan 2012 Current Value Base Value – Base Year $32,550,010 $32,847,880 $32,550,010 Ratio – – 1.009 235 City of Iowa City Activity: Economic Development (610500)Fund: General (1000) Division: Economic Development (610500)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 301,148$ 388,040$ 320,843$ 663,452$ 578,851$ 590,218$ Other City Taxes Other City Taxes - - 208,581 235,304 212,500 216,750 Miscellaneous Other Misc Revenue 15,000 - - - - - Other Financial Sources Trans-Bus Type Funds 51,095 57,585 59,460 - - - Total Revenues & Other Financing Sources 367,243$ 445,625$ 588,884$ 898,756$ 791,351$ 806,968$ Expenditures: Personnel 105,286$ 120,891$ 122,197$ 131,843$ 128,962$ 132,831$ Services 261,149 324,055 466,572 766,207 662,270 674,015 Supplies 808 679 115 706 119 122 Total Expenditures 367,243$ 445,625$ 588,884$ 898,756$ 791,351$ 806,968$ Personnel Services - FTE 2012 2013 2014 2015 Economic Development Coord 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 Activity Summary 236 URBAN PLANNING The Urban Planning Division promotes sustainable growth and development within the city by applying the vision, goals, and strategies of the Comprehensive Plan (including district plans and master plans for specific sections of the community) and administering zoning and subdivision regulations. The guiding principle of these regulations and policies are to preserve and enhance the best qualities of the city’s existing residential, commercial, and employment areas while promoting new development opportunities that create long-term value for the community. The division fulfills state statutory requirements pertaining to zoning, development, and historic preservation. The division provides staffing for the following boards and commissions, which are associated with developmental regulations and zoning:  The Planning and Zoning Commission is charged with drafting and implementation of the zoning code and subdivision regulations in accordance with the Comprehensive Plan. Commission members review annexations and requests for rezoning and subdivision; making a final recommendation to City Council.  The Board of Adjustment reviews requests for special exceptions, variances and other appeals pertaining to the zoning code.  The Historic Preservation Commission conducts studies and implements regulations designed to promote the preservation of historic landmarks and districts. Urban Planning staff work with prospective applicants to review requirements for new development and construction and to create solutions for properties that confront obstacles to development, renovation, or reuse. Once an application is filed, staff reviews the proposal, coordinates feedback from various departments, provides advice to the applicant, and writes reports, including recommendations to boards and commissions. Staff prepares public notices, responds to questions from the public, and prepares meeting agendas and minutes. Staff also administers the design review process for infill apartment buildings and urban renewal projects. HIGHLIGHTS  In 2013, the City Council adopted the IC2030: Comprehensive Plan Update. 237 Recent Accomplishments:  Plan update with the Riverfront Crossings Master Plan, which will guide the community preservation and redevelopment efforts for a large area in the center of the city generally bounded by Burlington St. on the north, Highway 6 on the south, Gilbert St. on the east and Riverside Dr. on the west. The Plan details new opportunities for housing, business, recreation, transportation improvements, arts and entertainment. Key features include mixed- use and pedestrian-oriented development, local and regional rail service, an artists’ district with live-work space and galleries, and a landscaped promenade linking downtown to a riverfront park, which will replace the flood- damaged North Wastewater Treatment Plant. Upcoming Challenges:  The Urban Planning and Historic Preservation Division will work to implement the Riverfront Crossing Master Plan through a form based zoning code, a detailed plan for the riverfront park and review of infill development proposals.  The division will continue to use historic and conservation districts to implement the strategic plan initiative to create and sustain healthy neighborhoods. In this effort the Historic Preservation Commission will be considering the Horace Mann Conservation District for portions of the Northside Neighborhood surrounding Horace Mann School. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.50 2.50 2.50 Financial Highlights: Revenues for building and development fees are budgeted to increase by 48.9% due to the level of development activities. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Promote sustainable growth and development within the City by applying the vision, goals, and strategies of the Comprehensive Plan(s) and administering zoning and subdivision regulations. 238 Department Objective: Review application proposals, coordinate feedback from various departments, provide advice to the applicants, and write reports, including recommendations to boards and commissions. Performance Measures: Planning and Zoning Commission Board of Adjustment Historic Preservation Commission FY 2011 FY 2012 FY 2013 Annexations 3 0 1 Rezonings 15 13 29 Preliminary Plats 6 5 7 Final Plats 4 0 0 Code Amendments 5 13 11 Comprehensive Plan Amendments 2 0 6 Right-of-way Vacations 0 3 2 County Zoning Items 2 1 2 Total 37 35 58 FY 2011 FY 2012 FY 2013 Special Exceptions 11 15 13 Appeals 1 0 2 Variances 0 1 1 FY 2011 FY 2012 FY 2013 Project Reviews 71 80 93 239 City of Iowa City Activity: Urban Planning (610600)Fund: General (1000) Division: Urban Planning (610600)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 322,774$ 289,480$ 278,256$ 301,687$ 295,864$ 305,345$ Intergovernmental Other State Grants 10,297 - - - - - Charges For Fees And Services Building & Devlpmt 22,145 30,770 40,675 25,225 37,555 37,555 Miscellaneous Printed Materials 1,032 620 221 620 221 221 Total Revenues & Other Financing Sources 356,248$ 320,870$ 319,152$ 327,532$ 333,640$ 343,121$ Expenditures: Personnel 326,105$ 271,364$ 265,298$ 274,922$ 280,885$ 289,312$ Services 27,563 47,601 50,730 50,517 48,985 49,964 Supplies 2,580 1,905 3,123 2,093 3,770 3,845 Total Expenditures 356,248$ 320,870$ 319,152$ 327,532$ 333,640$ 343,121$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 2.50 1.50 1.50 1.50 Senior Planner 1.00 1.00 1.00 1.00 Total Personnel 3.50 2.50 2.50 2.50 Activity Summary 240 NEIGHBORHOOD SERVICES The Neighborhood Services Division provides a conduit between all City departments and the network of neighborhood associations within Iowa City, and facilitates the distribution of funds made available by the City Council for small-scale neighborhood improvements. Neighborhood Services supports and encourages citizens to help shape the future of their neighborhood. By assisting in the establishment of neighborhood associations, and coordinating with 33 neighborhood associations, this division seeks to encourage action by providing ideas and resources that help associations address their needs and interests within the goals of the larger community. The City Council has made funds available to neighborhood associations through the Program for Improving Neighborhoods (PIN) grant program, with $15,000 available, annually. Administration of this program involves making applications available to the neighborhoods, clarifying the administrative rules, assisting with project development, review by the Neighborhood Council, preparation of a recommendation to the City Council, formal approval by the City Council, execution of contract documents, and implementation of projects. HIGHLIGHTS  The Program for Improving Neighborhoods (PIN) funded several neighborhood initiatives, including tools and improvements to North Market Square Park, renovation of brick sidewalks, improvements to Reno Street Park, creation of Free Little Libraries in Creekside, and several projects in the Grant Wood neighborhood including continuation of the Fas Trac Curb Numbering Project, PTO Family Dinners, and providing Recreation Pass Equipment at the Grant Wood gym.  The division also oversees the Iowa City Public Art program with funding made available for the maintenance of the existing public art inventory as well as funding smaller projects such as murals and the Poetry in Public Program. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.63 2.48 2.48 Financial Highlights: Capital outlay expenditures include $15,000 for neighborhood PIN grants and $12,000 for the maintenance of public art. 241 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: Sustain communications within neighborhoods by encouraging regular communication within through the use of neighborhood newsletters and/or neighborhood meetings. Performance Measures: Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: Use Program for Improving Neighborhood (PIN) grants to promote family-friendly neighborhood events, activities or projects. Performance Measures: PIN Grant Funded Events, Activities, or Projects * Roller-skating and open gym events previously funded by PIN grant program will be absorbed by the Parks and Recreation budget starting in FY 2014. FY 2011 FY 2012 FY 2013 FY 2014 Estimate # of Newsletters/Meetings New Measure 25 15 26 # of Neighborhoods Involved New Measure 6 4 8 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 62 82 24* 242 Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: Continue to work with City Departments in coordinating neighborhood meetings to distribute information, request feedback on City initiated projects and encourage cooperation and partnership in addressing issues. Performance Measures: Neighborhood Meetings Coordinated to Address Above Objective Strategic Plan Goal: Healthy Neighborhoods Department Goal: Facilitate Communication & Cooperation between the City and the neighborhood associations. Department Objective: Coordinate communication between neighborhood associations through meetings and activities of the Neighborhood Council. Performance Measures: Neighborhood Council Meetings FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 24 26 30 FY 2011 FY 2012 FY 2013 FY 2014 Estimate New Measure 3 4 8 243 City of Iowa City Activity: Neighborhood Services (610700)Fund: General (1000) Division: Neighborhood Services (610700)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 129,091$ 151,108$ 123,028$ 149,899$ 148,251$ 151,757$ Use Of Money And Property Rents 220 782 - - - - Miscellaneous Contrib & Donations 6,250 - 250 - - - Misc Merchandise 492 - - - - - Other Misc Revenue - - 1,000 - 1,000 1,000 Printed Materials 216 121 141 - 141 141 Total Revenues & Other Financing Sources 136,269$ 152,011$ 124,419$ 149,899$ 149,392$ 152,898$ Expenditures: Personnel 94,742$ 101,224$ 99,495$ 103,252$ 105,772$ 108,945$ Services 31,129 23,417 20,155 20,025 14,679 14,973 Supplies 3,193 9,272 4,770 1,622 1,941 1,980 Capital Outlay 7,205 18,098 - 25,000 27,000 27,000 Total Expenditures 136,269$ 152,011$ 124,419$ 149,899$ 149,392$ 152,898$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 1.00 1.00 1.00 1.00 Total Personnel 1.00 1.00 1.00 1.00 Capital Outlay 2014 2015 Maint. of the Public Art Pieces 10,000$ 12,000$ Neighborhood PIN Grant 15,000 15,000 Total Capital Outlay 25,000$ 27,000$ Activity Summary 244 HUMAN SERVICES The Human Services division coordinates with United Way of Johnson County and the Housing and Community Development Commission in providing funds for human service agencies. This division was new with the fiscal year 2013 budget proposal and assumes some of the duties previously provided by the Metropolitan Planning Organization of Johnson County’s Human Services Division. Aid to Agencies The City Council makes annual allocations to the area’s human service agencies as part of the budget process. This is reflected in the following schedule. These monies were accounted for in the General Fund’s Non-Operational Administration account in prior years. Donation Stations The City has also placed nine purple parking meters throughout downtown to serve as donation stations for local residents wishing to donate to local human service agencies serving the homeless. Contributions are made to such organizations as Shelter House, Crisis Center, Free Lunch, Free Medical Program, Community Mental Health, and United Action for Youth. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 0.15 0.15 0.15 Financial Highlights: The City has received requests of $567,240 for contributions from outside agencies. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: 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). 245 Department Objective: Create/enhance suitable living environments, provide decent housing and create economic development opportunities. Performance Measures: Aid to Agencies Donation Stations FY 2011 FY 2012 FY 2013 FY 2014 Estimate Funds Spent $414,094 $422,950 $391,829 $378,700 Agencies Assisted 15 19 16 19 FY 2011 FY 2012 FY 2013 FY 2014 Estimate Funds Spent $780 $1,000 $2,700 $1,113 Agencies Assisted 3 2 6 6 246 City of Iowa City Activity: Human Services (610820)Fund: General (1000) Division: Human Services (610820)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy -$ -$ 292,997$ 265,175$ 265,031$ 270,477$ Total Revenues & Other Financing Sources -$ -$ 292,997$ 265,175$ 265,031$ 270,477$ Expenditures: Personnel -$ -$ 13,021$ 12,291$ 14,489$ 14,924$ Services - - 279,976 270,764 270,542 275,553 Supplies - - - 2,120 - - Total Expenditures -$ -$ 292,997$ 285,175$ 285,031$ 290,477$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 0.00 0.15 0.15 0.15 Total Personnel 0.00 0.15 0.15 0.15 Activity: Donation Stations (610830)Fund: General (1000) Division: Human Services Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Miscellaneous Contrib & Donations 3,035$ 1,224$ 1,078$ 1,000$ 1,000$ 1,000$ Total Revenues & Other Financing Sources 3,035$ 1,224$ 1,078$ 1,000$ 1,000$ 1,000$ Expenditures: Services 780$ 1,000$ 2,700$ 1,000$ 1,000$ 1,020$ Total Expenditures 780$ 1,000$ 2,700$ 1,000$ 1,000$ 1,020$ Activity Summary Activity Summary 247 248 GENERAL FUND PUBLIC WOR.S Public Works Administration Engineering Public Transportation F Y 2 0 1 5 PUBLIC WORKS ADMINISTRATION The Public Works department is comprised of six divisions which operate from various locations throughout the city. These divisions include: Administration, Engineering, Streets, Equipment, Wastewater / Landfill, and Water. Engineering provides direction to the Stormwater Management program and Streets provides oversight to Refuse Collection. Administration also oversees the Energy Efficiency & Conservation Block Grant reported in the Special Revenue Funds – Energy Efficiency & Conservation Block Grant Fund. Administration personnel include the Public Works Director and a Project Coordinator. The division provides oversight and support for the department’s operating divisions. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 2.00 2.00 2.00 Financial Highlights: There are no major financial changes in the Public Works Administration budget. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Effectively facilitate and regulate sidewalk cafes within the parameters established by the City Council. Department Objective: Issue permits for and provide site inspections of sidewalk cafes. 251 Performance Measures: Permits Issued * started in 2013 Strategic Plan Goal: Healthy Neighborhoods, & Strategic Economic Development Activities Department Goal: Effectively regulate the use of public right-of-way (ROW) necessary to facilitate construction of building projects. Department Objective: Issue permits for use of public ROW that facilitate development while protecting the public interest, health and safety. Performance Measures: Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, & Strategic Economic Development Activities Department Goal: Effectively regulate the use of public ROW necessary to facilitate construction and operation of fiber optic/telecommunications projects. Department Objective: Issue license agreements for use of public ROW fiber optic/telecommunications projects while protecting the public interest, health and safety. Performance Measures: License Agreements Issued CY 2010 CY 2011 CY 2012 Sidewalk Cafes 23 24 24 Street Cafes* New Measure New Measure New Measure CY 2010 CY 2011 CY 2012 Use of ROW Permits Issued 8 3 15 CY 2010 CY 2011 CY 2012 0 3 3 252 City of Iowa City Activity: Public Works Administration (710100)Fund: General (1000) Division: Public Works Administration (710100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 262,545$ 273,703$ 278,173$ 291,811$ 295,062$ 303,685$ Miscellaneous Other Misc Revenue 500 703 926 703 600 710 Total Revenues & Other Financing Sources 263,045$ 274,406$ 279,099$ 292,514$ 295,662$ 304,395$ Expenditures: Personnel 256,336$ 266,684$ 271,075$ 274,851$ 281,973$ 290,432$ Services 6,454 7,209 7,243 15,217 13,142 13,405 Supplies 255 513 782 2,446 547 558 Total Expenditures 263,045$ 274,406$ 279,099$ 292,514$ 295,662$ 304,395$ Personnel Services - FTE 2012 2013 2014 2015 Program Asst - Pub Works 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 Total Personnel 2.00 2.00 2.00 2.00 Activity Summary 253 ENGINEERING SERVICES The Engineering division exists to provide the technical expertise for the design and construction management of the public infrastructure to enhance the quality of life of our citizens. The division also manages the public right of way to maintain the health, safety, and welfare of our community, and operates the stormwater utility. The Engineering division performs work in connection with all municipal public works improvements including bridges, roads, sanitary sewers, and stormwater systems. Engineering staff review subdivision plans, design public works improvement projects, perform survey work, and inspect the construction of public works projects and subdivision improvements. Engineering division functions include:  Right of Way Management  Capital Improvement Plan (CIP) Project Design  CIP Project Construction Administration and Inspection  Subdivision and Site Plan Review and Inspection  Special Projects Administration and Inspection  Mapping of Streets and Public Utilities Recent Accomplishments:  Completion of the Rochester Avenue Bridge Project  Completion of the Iowa City Fuel Facility Project  Completion of the Highway 1 Trail Project  Completion of the Sycamore Street and Highway 6 Intersection Project  Completion of the First Avenue Storm Sewer Improvements Project  Completion of the National Environmental Policy Act process for the Iowa City Gateway Project Upcoming Challenges:  Design of the Iowa City Gateway Project  Design of the First Ave Grade Separation Project  Design of the Sycamore Street Improvements Project  Complete Construction of the Lower Muscatine Road Projects  Construction of the Moss Ridge Road Project  Adopt the Statewide Urban Design Standards and Construction Specifications  Development of a Right of Way Management Ordinance Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 12.10 12.10 12.10 254 Financial Highlights: Personnel expenditures decreased by 1.8% due to a reduction in temporary wages. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Continue the investment and reinvestment in infrastructure. Department Objective: Provide plan review and inspection of infrastructure which will become City assets. Performance Measures: Accepted Public Improvements FY 2011 FY 2012 FY 2013 # of Projects Accepted 35 39 30 # of Subdivision Accepted 8 7 7 Streets (miles) 0.44 3.11 1.08 Water Main (miles) 0.50 2.21 1.55 Sanitary Sewer (miles) 0.90 2.15 1.38 Storm Sewer (miles) 1.98 3.40 1.28 Fire Hydrants 18 55 37 Trails/Sidewalks (miles) 1.43 2.93 0.53 Lift Station 0 0 1 Traffic Signals 2 0 1 Pedestrian Bridge 0 0 1 255 Strategic Plan Goal: Healthy Neighborhoods 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 2011 FY 2012 FY 2013 Excavation Permits Issued 438 356 339 Sidewalk Hazards Identified Addresses 210 445 474 Sidewalk Hazards Identified # of Squares 806 1,631 1,704 256 City of Iowa City Activity: Engineering Services (710200)Fund: General (1000) Division: Engineering Services (710200)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: General Revenues Subsidy 780,358$ 813,625$ 721,281$ 909,566$ 877,009$ 922,045$ Other City Taxes 54,411 61,984 66,065 61,984 67,125 68,468 Licenses And Permits Const Per & Ins Fees 14,135 22,041 47,422 22,041 26,300 26,300 Charges For Fees And Services Building & Devlpmt 4,157 19,602 12,524 19,602 12,524 12,524 Miscellaneous Other Misc Revenue 2,234 7,438 29,406 7,438 20,000 20,000 Printed Materials 5,693 1,728 296 1,728 296 296 Total Revenues & Other Financing Sources 860,988$ 926,418$ 876,994$ 1,022,359$ 1,003,254$ 1,049,633$ Expenditures: Personnel 747,324$ 807,162$ 743,224$ 876,054$ 859,909$ 903,422$ Services 95,572 114,006 127,413 135,912 134,529 137,219 Supplies 9,739 5,250 6,357 10,393 8,816 8,992 Capital Outlay 8,353 - - - - - Total Expenditures 860,988$ 926,418$ 876,994$ 1,022,359$ 1,003,254$ 1,049,633$ Personnel Services - FTE 2012 2013 2014 2015 Architectural Srv/Energy Coord 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 Civil Engineer 2.00 2.00 2.00 2.00 Construction Inspector Ii 2.00 2.00 2.00 2.00 Engineering Technician 0.10 0.10 0.10 0.10 Sr Construction Inspector 1.00 1.00 1.00 1.00 Sr Engineer 2.00 2.00 2.00 2.00 Sr Engineering Tech 1.00 1.00 1.00 1.00 Survey Party Chief 1.00 1.00 1.00 1.00 Utilities Technician - Eng 1.00 1.00 1.00 1.00 Total Personnel 12.10 12.10 12.10 12.10 Activity Summary 257 TRANSIT OPERATIONS Transit Operations were reclassified as an enterprise fund at the start of FY2013, with existing cash balances transferred out of the General Fund. In FY2006, Court Street Transportation Center was constructed with the assistance of federal grant monies which were designated for transit-related facilities. Operating revenues were then assigned to Transit Operations within the General Fund. Since FY2008, Court Street has generated a surplus for Transit Operations, making it viable as an enterprise fund in that it is primarily supported through user fees. Current budgets and future projections for Mass Transit Operations can be found in the Enterprise Fund section of this budget. This change effectively eliminates approximately $1 million from the Employee Benefits tax levy asking annually, as the employee benefits levy can only be utilized for General Fund and Road Use Tax Fund employee benefits per Iowa Code. Transit operations, staffing, and fare prices have all been reviewed to ensure adequate revenues are available to maintain the operation’s viability as a self-supporting enterprise fund. The schedule presented show transit operations in the General Fund through fiscal year 2012. Fiscal years 2013 through 2016 are presented in the Enterprise Fund section. See the Transit Operations pages within the Enterprise section for more information on this operation. 258 City of Iowa City Activity: Transit Operations (810200)Fund: Transit (1000) Division: Transit Operations (810200)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Other Financing Sources: Property Taxes 2,552,364$ 2,631,516$ -$ -$ -$ -$ Delinquent Property Taxes 411 65 - - - - Other City Taxes 47,583 49,403 - - - - Use Of Money And Property Parking Ramp Revenue 530,665 592,274 - - - - Rents 159,342 134,558 - - - - Intergovernmental Fed Intergovnt Rev 181,023 2,194,687 - - - - Local 28E Agreements 32,844 35,633 - - - - Other State Grants 594,365 628,538 - - - - Charges For Fees And Services Misc Charges For Svc 805 1,840 - - - - Refuse Charges 1,620 2,518 - - - - Transit Fees 1,059,487 1,119,269 - - - - Miscellaneous Misc Merchandise 214 1,112 - - - - Other Misc Revenue 52,813 44,353 - - - - Other Financial Sources Sale Of Assets 4,000 16,790 - - - - Trans-Govt Activities 1,163,897 739,324 - - - - Trans-Govt Activities - 1,618,372 - - - - Total Revenues & Other Financing Sources 6,381,433$ 9,810,252$ -$ -$ -$ -$ Expenditures: Personnel 3,665,957$ 3,869,012$ -$ -$ -$ -$ Services 1,500,376 1,525,856 - - - - Supplies 874,718 897,039 - - - - Capital Outlay 247,833 228,337 - - - - Total Expenditures 6,288,884$ 6,520,244$ -$ -$ -$ -$ Personnel Services - FTE 2012 2013 Assoc Dir -Trans Service 0.50 Body Repair Mechanic 1.00 Customer Service Rep - Transit 1.00 M.W. I - Parking Systems 1.00 M.W. I - Transit 3.00 M.W. II - Transit 1.00 Mass Transit Operator 37.75 Mechanic II - Transit 2.00 Mechanic III - Transit 2.00 MW II - Transportation Serv. 1.00 Operations Supv - Trans Serv 3.50 Parts/Data Entry Clk - Transit 1.00 Sr MW - Parking & Transit 0.50 Transportation Svc Director 0.50 Total Personnel 55.75 Activity Summary See Fund 7150 259 260 SPECIAL REVENUE FUNDS Community Development Block Grant H.O.M.E. Program Road Use Tax Other Shared Revenue Energy Efficiency & Conservation Block Block Grant UniverCity Neighborhood Partnerships Metropolitan Planning Organi]ation of Johnson County (MPO) Employee Benefits Peninsula Apartments Tax Increment Financing (TIF) Districts General Rehabilitation & Improvement Program (GRIP) Downtown Self Supporting Municipal Improvement District (SSMID) F Y 2 0 1 5 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND Community Development Block Grant (CDBG) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. CDBG funds are used throughout the community to address the needs of lower income citizens. CDBG funds may be used for a variety of activities (e.g. public services, public facilities, housing, economic development, fair housing, and job training). The CDBG fund has a budgeted ending cash balance of $497,813 in fiscal year 2015 versus an estimated ending cash balance of $341,170 in fiscal year 2014. The increase is related to the timing of grant revenues and loan activity. Revenue: 82% of revenue comes from Federal grants, with most of the remainder from loan repayments. Expenditures: FY15 adopted expenditures represent a 0.2% decline. Most of the reduction represents a decrease in services. 1% 88% 0% 11% FY15 Adopted - $1,006,351 Interest Revenue Federal Grants Misc Loan Repayment 27% 73% 0% FY15 Adopted - $849,708 Personnel Services Supplies 263 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 (220)$ 1,883,213$ 386,694$ -$ 341,170$ 497,813$ Revenues: Use Of Money And Property Interest Revenues 835$ 8,733$ 6,339$ 8,733$ 6,339$ 6,340$ Intergovernmental Federal Intergovernmental Revenue 652,809 98,638 1,070,399 1,045,000 825,000 825,000 Miscellaneous Other Misc Revenue 2,338 2,773 5,012 2,766 5,012 5,010 Other Financial Sources Loans 2,094,900 798,998 167,568 136,000 170,000 170,000 Total Revenues 2,750,882$ 909,142$ 1,249,318$ 1,192,499$ 1,006,351$ 1,006,350$ Expenditures: CDBG & CDBG Rehab 867,449$ 2,405,661$ 1,453,301$ 851,329$ 849,708$ 869,065$ Transfers Out: Misc Transfers Out - - 330,000 - - - Sub-Total Transfers Out - - 330,000 - - - Total Expenditures & Transfers Out 867,449$ 2,405,661$ 1,783,301$ 851,329$ 849,708$ 869,065$ Fund Balance*, June 30 1,883,213$ 386,694$ (147,289)$ 341,170$ 497,813$ 635,098$ Change in Accounting Method - - 147,289 - - - Adjusted Fund Balance*, June 30 1,883,213 386,694 - 341,170 497,813 635,098 Restricted / Committed /Assigned - - - - - - Unassigned Balance 1,883,213$ 386,694$ -$ 341,170$ 497,813$ 635,098$ % of Expenditures 217%16%0%40%59%73% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 CDBG & CDBG Rehab (2100) Fund Summary City of Iowa City 264 CDBG OPERATIONS The mission of Community Development Block Grant operations is to develop viable urban communities by providing decent housing, a suitable living environment, and economic opportunities, principally for persons of low and moderate incomes. As part of the Department of Planning and Community Development, the Community Development office is responsible for administering and coordinating activities relating to federal, state, and local community development programs. This includes Community Development Block Grant (CDBG) programs. CDBG funds are used to acquire property, construct new buildings, rehabilitate existing buildings and owner-occupied homes, operate service agencies, and encourage micro-enterprise development. Community Development staff coordinate with local service agencies, small businesses, and lenders in the administration of these programs. The City created a citizen advisory group, the Housing and Community Development Commission (HCDC), in 1995, to assess Iowa City’s community development needs for housing, jobs and services for low and moderate income residents, and to promote public and private efforts to meet such needs. HCDC leads the CDBG/HOME allocation process to determine what projects will be awarded funds based on priorities established in CITY STEPS, Iowa City’s Consolidated Plan for Housing, Jobs and Services for Low‐Income Residents. HIGHLIGHTS  Over $32 million in CDBG funds have been invested in Iowa City since 1974  In FY13, programs leveraged $2,847,719 in private and public funds  In FY13, programs assisted 1,143 persons who are homeless with support services and shelter upgrades  Provided operational funding to non-profits that assisted 13,230 persons during fiscal year 2013  Assisted in the creation of 20.5 FTEs for primarily low-moderate income persons.  Assisted in the construction or rehabilitation of 86 affordable owner-occupied or rental homes. FY14 projects are identified in the FY14 Annual Action Plan at www.icgov.org/actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City’s Citizen Participation Plan. 265 Textures Salon (left) is a past recipient of CDBG micro- enterprise funding. FY13 CDBG Economic Development low-interest loans were utili]ed to open the following businesses: Trumpet Blossom Cafp, Molly¶s Cupcakes, and IBlit] Boxing & Fitness Club. Combined, these businesses created 20.5 full-time equivalent positions. Recent Accomplishments  Rehabilitated 56 affordable rental homes  Completed improvements to six non- profits facilities. The missions of these agencies include assisting those with chronic mental health problems, employment training, the youth, substance abuse problems, and those in crisis. The Fair Meadows splash pad was completed this summer. Upcoming Challenges:  Continue to provide housing, jobs and services to low-moderate income residents despite decreasing CDBG and HOME funding. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE¶s 2.63 2.48 2.48 Financial Highlights: Federal intergovernmental revenue is budgeted to decrease by $220,000 or 21.1%. 266 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Allocate grant and City funds to serve the needs of low-to- moderate income residents in the following areas: housing, homelessness, and community and economic development Department Objective: Create/enhance suitable living environments, provide decent housing, and create economic development opportunities Performance Measures: CDBG Funds Only FY 2011 FY 2012 FY 2013 FY 2014 Estimate Funds Spent $865,109 $2,402,893 $1,778,290 $680,694 Local, State & Other Funds Leveraged $3,688,070 $896,263 $2,847,719 $478,957 Housing Units Assisted 28 26 86 21 Public Facilities Assisted 5 10 6 4 Persons Receiving Services 2,882 11,478 1,457 2,350 Businesses Assisted in Creating Low-Moderate Income Jobs 2 2 3 2 267 City of Iowa City Activity: Community Development Block Grant (610300)Fund: CDBG & CDBG Rehab (2100) Division: Community Development Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 835$ 8,733$ 6,339$ 8,733$ 6,339$ 6,340$ Intergovernmental Federal Intergovernmental Revenue 652,809 98,638 1,070,399 1,045,000 825,000 825,000 Miscellaneous Other Misc Revenue 2,338 2,773 5,012 2,766 5,012 5,010 Other Financial Sources Loans 2,094,900 798,998 167,568 136,000 170,000 170,000 Total Revenues 2,750,882$ 909,142$ 1,249,318$ 1,192,499$ 1,006,351$ 1,006,350$ Expenditures: Personnel 183,237$ 193,086$ 197,819$ 227,592$ 236,272$ 243,360$ Services 681,375 2,210,203 1,250,546 619,186 610,480 622,690 Supplies 1,287 722 4,936 4,551 2,956 3,015 Capital Outlay 1,550 1,650 - - - - Total Expenditures 867,449$ 2,405,661$ 1,453,301$ 851,329$ 849,708$ 869,065$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.25 0.25 0.25 0.25 Associate Planner 0.45 0.25 0.20 0.20 Community Development Coord 0.45 0.40 0.50 0.50 Housing Rehab Specialist 1.20 1.20 1.00 1.00 Program Asst - Comm Development 0.53 0.53 0.53 0.53 Total Personnel 2.88 2.63 2.48 2.48 Activity Summary 268 HOME PROGRAM FUND The HOME Program Fund accounts for HOME Investment Partnerships program (HOME) funds that are provided to the City on an annual basis from the U.S. Department of Housing and Urban Development. Budgeted fund balance at the end of fiscal year 2015 is $135,765 which is a 54% increase from the fiscal year 2014 revised estimate. This is primarily due to a reduction in loan repayment activity. An adjustment due to a change in accounting method is being presented for FY13 to reduce fund balance by $6,873. The City’s budgetary basis was changed from a cash basis to a modified accrual basis. The reduction primarily represents wages and accounts payable at year-end. Revenue: 82% of HOME revenue is from Federal grants with most of the remainder from loan repayments and loan interest. The amount of Federal HOME funding has decreased the past four years from the FY11 receipts of $862,299 to a FY15 budgeted amount of $490,000, a decrease of 43% in four years. Expenditures: FY15 adopted expenditures represent a 1.6% decrease from FY14 estimated expenditures. This decrease is primarily due to a decrease in services and a reduction in staffing FTE from .70 to .50. 82% 4% 14% FY15 Adopted - $641,922 Federal Grants Interest Loan Repayment 9% 91% 0% FY15 Adopted - $594,330 Personnel Services Supplies 269 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance*, July 1 (3,396)$ 44,783$ (4,358)$ (7,695)$ 88,173$ 135,765$ Revenues: Use Of Money And Property Interest Revenues 19$ 22,721$ 21,922$ 25,000$ 21,922$ 21,920$ Intergovernmental Fed Intergovnt Rev 862,299 688,241 603,846 575,000 490,000 490,000 Other Financial Sources Loans 210,929 104,696 123,992 100,000 130,000 130,000 Total Revenues 1,073,247$ 815,658$ 749,760$ 700,000$ 641,922$ 641,920$ Expenditures: HOME Program 944,754$ 827,052$ 741,437$ 604,132$ 594,330$ 606,639$ Sub-Total Expenditures 944,754 827,052 741,437 604,132 594,330 606,639 Transfers Out: Misc Transfers Out 80,314 37,747 4,787 - - - Sub-Total Transfers Out 80,314 37,747 4,787 - - - Total Expenditures & Transfers Out 1,025,068$ 864,799$ 746,224$ 604,132$ 594,330$ 606,639$ Fund Balance*, June 30 44,783$ (4,358)$ (822)$ 88,173$ 135,765$ 171,046$ Change in Accounting Method - - (6,873) - - - Adjusted Fund Balance*, June 30 44,783 (4,358) (7,695) 88,173 135,765 171,046 Restricted / Committed /Assigned - - - - - - Unassigned Balance 44,783$ (4,358)$ (7,695)$ 88,173$ 135,765$ 171,046$ % of Expenditures 4%-1%-1%15%23%28% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 HOME Program (2110) Fund Summary City of Iowa City 270 HOME PROGRAM OPERATIONS The mission of the HOME Investment Partnership program is to provide safe, decent, affordable housing. HOME Investment Partnerships program (HOME) funds are provided to the City of Iowa City on an annual basis from the U.S. Department of Housing and Urban Development. HOME funds are used throughout the community to address the housing needs of lower income citizens. This is accomplished through:  Acquisition of land and buildings  Rehabilitation of existing housing  Tenant-based rental assistance  New construction of owner-occupied and rental housing HIGHLIGHTS  Over $10 million in HOME funds invested in Iowa City since 1994  In FY13, the program leveraged $2,486,405 in private and public funds  The program provided 12 newly constructed rental units, acquired and rehabilitated 20 affordable rental homes, constructed two new affordable homes for eligible homebuyers, rehabilitated six owner-occupied homes, and provided operational funds to a nonprofit organization to support affordable housing activities in fiscal year 2013 FY14 projects are identified in the FY14 Annual Action Plan at www.icgov.org/actionplan. The CDBG and HOME allocation process, including the public input process can be found in the City’s Citizen Participation Plan. Recent Accomplishments:  Acquired and rehabilitated 20 affordable rental homes  Constructed 12 new units for affordable rental housing Upcoming Challenges:  Securing funds to provide affordable, decent housing in a high land cost community despite decreasing CDBG and HOME funding Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 0.70 0.50 0.50 271 Financial Highlights: Federal intergovernmental revenue is budgeted to decrease by $85,000 or 14.8%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Allocate grant and City funds to provide safe, decent, affordable housing for low-moderate income residents. Department Objective: Create/enhance suitable living environments and provide decent, affordable housing opportunities. Performance Measures: HOME Funds Only FY 2011 FY 2012 FY 2013 FY 2014 Estimate Funds Spent $1,025,067 $864,797 $746,224 $445,340 Local, State & Other Funds Leveraged $6,597,045 $3,184,232 $2,486,405 $424,213 Housing Units Assisted 47 47 40 18 BEFORE AFTER Owner-occupied Housing Rehabilitation 272 City of Iowa City Activity: HOME (610400)Fund: HOME Program (2110) Division: Community Development Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 19$ 22,721$ 21,922$ 25,000$ 21,922$ 21,920$ Intergovernmental Fed Intergovnt Rev 862,299 688,241 603,846 575,000 490,000 490,000 Other Financial Sources Loans 210,929 104,696 123,992 100,000 130,000 130,000 Total Revenues 1,073,247$ 815,658$ 749,760$ 700,000$ 641,922$ 641,920$ Expenditures: Personnel 65,385$ 89,092$ 66,139$ 52,452$ 42,228$ 43,495$ Services 879,369 737,960 673,503 549,780 550,235 561,240 Supplies - - 1,795 1,900 1,867 1,904 Total Expenditures 944,754$ 827,052$ 741,437$ 604,132$ 594,330$ 606,639$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 0.50 0.25 0.30 0.30 Community Development Coord 0.45 0.45 0.20 0.20 Total Personnel 0.95 0.70 0.50 0.50 Activity Summary 273 ROAD USE TAX FUND The Road Use Tax fund accounts for revenue sharing from state taxes related to transportation (road use taxes). Road use taxes include gasoline taxes, weight taxes, and license fees collected through a state and deposited into the Iowa Road Use Tax Fund (RUTF). After some off-the-top diversions, receipts into the RUTF are distributed according to a formula of 47.5 percent for the state primary road system, 24.5 percent for secondary county roads, 8 percent for farm-to-market county roads, and 20 percent for city streets. In 2008, an additional source of state revenue was established through legislation creating a separate “TIME-21” funding stream. This revenue is dedicated primarily to maintenance and construction of certain primary highways in the state (60 percent), but also of secondary roads (20 percent) and municipal streets (20 percent). The new revenue stream was created by changing certain vehicle registration fees and schedules and by increasing trailer and title fees. The road use tax funds are allocated to cities on a per capita basis. The population counts used for distribution are based on the U.S. Census Bureau figures, which are updated every ten years. The 2010 census was finalized in the summer of 2011 and resulted in an increase in the City’s population from 62,220 in 2000 to 67,862 in 2010. This result caused the City’s road use revenues to take a step-up during fiscal year 2012. The city use of these funds is restricted for street and storm sewer maintenance, repair, and construction. This includes engineering, street lighting, streets signs and signals, snow removal, street cleaning, right-of-way maintenance, and related activities. Road Use Tax Fund fund balance on June 30, 2013 was $2.84 million, an increase of 74.1% over the FY2012 year-end balance. FY14 projected cash balance is a 15.8% increase compared to FY13; FY15 projected cash balance represents a 12.3% increase over FY14. (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis. FY11 FY12 FY13 FY14 FY15 Unassigned $459,894 $1,632,521 $2,841,586 $3,289,746 $3,693,859 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 Fund Balance (1) 274 FY12-14 fund balance growth reflects the growth in the City’s share of the road use revenues as well as a change in how some capital projects are funded. Several projects funded through RUT that were moved to bonded projects are being returned to RUT funding in FY15 such as the ADA curb ramp program. In addition, FY13 ending fund balance was adjusted upward by $361,578 due to the change in accounting method from cash basis to modified accrual basis. The adjustment primarily reflects the road use tax payment due at year-end from the State less outstanding wages and accounts payable. Revenue: The Road Use Tax fund revenue consists of state shared road use tax revenues, and of other miscellaneous revenues. In FY15, Iowa City road use tax revenue is projected to be over $6.6 million, a 1.04% increase over the FY14 estimated revenue. Road Use Tax revenues represent over 99% of the revenue in the Road Use Tax fund. Expenditures: FY15 budgeted expenditures excluding transfers out are a 0.8% decrease from the FY14 estimated expenditures. This is primarily due to reduced supply costs due to the change in the paint striping program. Street maintenance is largest program funded by Road Use taxes followed by Traffic Engineering. 99% 1% FY15 Adopted - $6,657,760 Road Use Tax Misc 48% 33% 15% 4% FY15 Adopted - $5,624,316 Personnel Services Supplies Capital Outlay 275 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 1,202,790$ 459,894$ 1,632,521$ 2,841,586$ 3,289,746$ 3,693,859$ Revenues: Intergovernmental Other State Grants 12,595$ -$ 17,790$ -$ -$ -$ Road Use Tax 5,890,842 6,447,020 6,508,053 6,548,683 6,616,545 6,616,545 Charges For Fees And Services Building & Devlpmt 28,846 19,489 26,345 30,000 26,345 26,350 Miscellaneous Misc Merchandise 1,432 2,188 3,179 2,188 3,179 3,170 Other Misc Revenue 27,073 34,816 36,563 27,445 11,691 11,700 Other Financial Sources Sale Of Assets 3,804 - - - - - Sub-Total Revenues 5,964,592 6,503,513 6,591,930 6,608,316 6,657,760 6,657,765 Transfers In: Transfers In-Govt Activities 398,954 416,369 425,659 405,477 390,883 398,701 Sub-Total Transfers In 398,954 416,369 425,659 405,477 390,883 398,701 Total Revenues & Transfers In 6,363,546$ 6,919,882$ 7,017,589$ 7,013,793$ 7,048,643$ 7,056,466$ Expenditures: Road Use Tax Administration 2,214$ 2,489$ 2,406$ 77,489$ 77,406$ 78,954$ Sidewalk Inspection 61,217 35,474 45,412 82,712 77,001 77,604 Traffic Engineering 1,603,738 1,570,987 1,485,931 1,532,486 1,441,637 1,452,337 Streets System Maintenance 3,882,476 3,607,748 3,557,587 3,976,772 4,028,272 4,111,991 Sub-Total Expenditures 5,549,645 5,216,698 5,091,336 5,669,459 5,624,316 5,720,885 Transfers Out: Capital Project Fund 1,318,824 222,785 790,627 597,927 715,000 615,000 Misc Transfers Out 237,973 307,772 288,139 298,247 305,214 311,318 Sub-Total Transfers Out 1,556,797 530,557 1,078,766 896,174 1,020,214 926,318 Total Expenditures & Transfers Out 7,106,442$ 5,747,255$ 6,170,102$ 6,565,633$ 6,644,530$ 6,647,204$ Fund Balance*, June 30 459,894$ 1,632,521$ 2,480,008$ 3,289,746$ 3,693,859$ 4,103,121$ Change in Accounting Method - - 361,578 - - - Adjusted Fund Balance*, June 30 459,894 1,632,521 2,841,586 3,289,746 3,693,859 4,103,121 Restricted / Committed /Assigned - - - - - - Unassigned Balance 459,894$ 1,632,521$ 2,841,586$ 3,289,746$ 3,693,859$ 4,103,121$ % of Expenditures 6%28%46%50%56%62% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Road Use Tax (2200) Fund Summary City of Iowa City 276 STREETS OPERATIONS The mission of the Streets division is to provide a high quality driving surface on city streets and bridges during all seasons of the year, and to maintain and optimize traffic control to accommodate efficient and safe traffic movement. The division’s budget is organized into four activities: Road Use Tax Administration, Traffic Engineering, Streets System Maintenance, and Sidewalk Inspection. The Road Use Tax Fund accounts for the activity of the Streets division. Road Use Tax Administration Road Use Tax Administration accounts for Road Use Tax receipts, receipt of the Streets division’s portion of the Employee Benefits Levy, and costs associated with an annual audit and loss reserve payment. Sidewalk Inspection Iowa City is divided into ten geographical areas for sidewalk inspection. Each year, the sidewalks in one of those ten areas are thoroughly inspected in accordance with the criteria established by the City Engineer to determine if sidewalk repairs are necessary. Traffic Engineering Traffic Engineering staff coordinate and maintain traffic signals and signage, traffic and pedestrian signs, traffic, bicycle, and pedestrian street painting, street lighting and poles. Streets System Maintenance Street crews provide maintenance and repair of the City’s concrete, asphalt, and brick streets, provide maintenance and repair to culverts, catch basins, and other City right of way property, street sweeping, leaf vacuuming, and snow plowing. HIGHLIGHTS  The Leaf Vacuum Program serves all Iowa City residences and businesses that are adjacent to public streets.  Streets in the downtown area are swept every Thursday evening into Friday morning during spring, summer, and fall seasons.  City alleys in the downtown area are swept every Monday morning during spring, summer, and fall seasons.  Response time to the majority of potholes reported during regular business hours is no more than two hours.  The Streets division was able to assist with clearing debris and tree growth from bridges and box culverts throughout the City. 277 Recent Accomplishments:  Patched approximately 2,700 potholes and replaced 200 street panels in FY13  Traffic Engineering staff have successfully completed additional signal interconnect locations at McCollister Blvd., Mormon Trek Blvd., at the intersection with Hwy 921  The Streets Division completed new 80’ x 80’ warm storage building  Leaf program picked up 663 loads totaling 1,823 tons in FY13  Replaced 5,250 street signs in FY13 to comply with Federal retro-reflectivity requirements. Upcoming Challenges:  Limited road use tax revenues inhibit our ability to perform adequate preventive maintenance  This deferred maintenance will result in poorer pavement quality and increased demand for patching and temporary repairs Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 29.65 29.65 29.65 Financial Highlights: Road Use Tax revenues are budgeted to increase in FY2015 by 1% to $6,616,545. The Streets division has budgeted $120,000 in Traffic Engineering for traffic signal equipment and $12,500 in Streets System Maintenance for one-half of the purchase of a forklift to be split with the Refuse Collection division. Road Use Tax funds are budgeted to be transferred to the Capital Projects fund totaling $715,000. This includes $100,000 for ADA curb ramps, $50,000 for LED streetlight replacements, and $425,000 for the annual street overlay program. 278 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Complete Retro-reflectivity Standards Department Objective: Continue sign replacements Performance Measures: Signs Replaced Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and Marketing Department Goal: Provide Street Sweeping/Cleaning of Public Streets and Leaf Removal to Residents & Businesses Department Objective: Efficiently Sweep & Clean Public Streets and Continue Leaf Vacuum Program Performance Measures: Dump Truck Loads of Sweeping Debris Packer Truck Loads of Sweeping Debris FY 2011 FY 2012 FY 2013 FY 2014 Estimate 3,191 5,257 5,250 5,240 FY 2011 FY 2012 FY 2013 Number of Loads 274 277 189 Tons 2,192 2,216 1,512 FY 2011 FY 2012 FY 2013 Number of Loads 33 133 28 Tons 264 1,072 224 279 Leaf Vacuum Pickup Season Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Provide Street Maintenance & Repairs Department Objective: Efficiently Maintain & Repair Public Streets Performance Measures: Input Measures: Materials Used Workload Measures FY 2011 FY 2012 FY 2013 Number of Loads 445 672 663 Tons 1,335 2,016 1,989 FY 2011 FY 2012 FY 2013 5 Year Average Concrete (yards) 1,336.25 1,781.50 1,599.75 1,227.25 Asphalt (tons) 450.68 402.37 570.61 531.53 Rock (tons) 301.94 143.23 432.30 430.52 FY 2011 FY 2012 FY 2013 Potholes Patched 3,000 3,500 3,300 Street Panels – Removal/Replacement 120 160 200 280 City of Iowa City Activity: Road Use Tax Administration (710310)Fund: Road Use Tax (2200) Division: Streets (RUTF)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Intergovernmental Road Use Tax 5,890,842$ 6,447,020$ 6,508,053$ 6,548,683$ 6,616,545$ 6,616,545$ Other Financial Sources Transfers In-Govt Activities 398,954 416,369 425,659 405,477 390,883 398,701 Total Revenues 6,289,796$ 6,863,389$ 6,933,712$ 6,954,160$ 7,007,428$ 7,015,246$ Expenditures: Services 2,214$ 2,489$ 2,406$ 77,489$ 77,406$ 78,954$ Total Expenditures 2,214$ 2,489$ 2,406$ 77,489$ 77,406$ 78,954$ Activity Summary 281 City of Iowa City Activity: Sidewalk Inspection (710220)Fund: Road Use Tax (2200) Division: Streets (RUTF)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Building & Devlpmt 28,846$ 19,489$ 26,345$ 30,000$ 26,345$ 26,350$ Total Revenues 28,846$ 19,489$ 26,345$ 30,000$ 26,345$ 26,350$ Expenditures: Personnel 6,246$ 12,328$ 9,939$ 16,263$ 16,263$ 16,751$ Services 4,985 4,878 2,125 6,234 5,588 5,700 Supplies 32 207 88 215 150 153 Capital Outlay 49,954 18,061 33,260 60,000 55,000 55,000 Total Expenditures 61,217$ 35,474$ 45,412$ 82,712$ 77,001$ 77,604$ Capital Outlay 2014 2015 Sidewalk And R.O.W. Repairs 60,000$ 55,000$ Total Capital Outlay 60,000$ 55,000$ Activity Summary 282 City of Iowa City Activity: Traffic Engineering (710320)Fund: Road Use Tax (2200) Division: Streets (RUTF)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental Other State Grants 12,595$ -$ -$ -$ -$ -$ Miscellaneous Misc Merchandise 289 1,591 1,535 1,591 1,535 1,530 Other Misc Revenue 24,712 6,732 24,321 1,561 275 280 Total Revenues 37,596$ 8,323$ 25,856$ 3,152$ 1,810$ 1,810$ Expenditures: Personnel 520,830$ 587,673$ 572,879$ 423,361$ 426,741$ 439,543$ Services 552,513 566,814 586,036 597,899 608,385 620,553 Supplies 371,326 282,248 200,891 311,226 286,511 292,241 Capital Outlay 159,069 134,252 126,125 200,000 120,000 100,000 Total Expenditures 1,603,738$ 1,570,987$ 1,485,931$ 1,532,486$ 1,441,637$ 1,452,337$ Personnel Services - FTE 2012 2013 2014 2015 Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 Electrician - Traffic Eng 2.00 2.00 2.00 2.00 Electronics Tech/Traffic Eng 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 0.50 0.50 0.50 Supt Streets/Solid Waste 0.15 0.15 0.15 0.15 Total Personnel 4.15 4.15 4.15 4.15 Capital Outlay 2014 2015 Painting Equipment 100,000$ -$ Traffic Signal Equipment 100,000 120,000 Total Capital Outlay 200,000$ 120,000$ Activity Summary 283 City of Iowa City Activity: Streets System Maintenance (710330)Fund: Road Use Tax (2200) Division: Streets (RUTF)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental Other State Grants -$ -$ 17,790$ -$ -$ -$ Miscellaneous Misc Merchandise 1,143 597 1,644 597 1,644 1,640 Other Misc Revenue 2,361 28,084 12,242 25,884 11,416 11,420 Other Financial Sources Sale Of Assets 3,804 - - - - - Total Revenues 7,308$ 28,681$ 31,676$ 26,481$ 13,060$ 13,060$ Expenditures: Personnel 2,090,950$ 2,081,054$ 1,990,876$ 2,291,651$ 2,282,308$ 2,350,777$ Services 1,126,130 1,032,481 1,033,871 1,131,113 1,154,400 1,177,488 Supplies 600,411 489,075 530,155 508,558 533,064 543,725 Capital Outlay 64,985 5,138 2,685 45,450 58,500 40,000 Total Expenditures 3,882,476$ 3,607,748$ 3,557,587$ 3,976,772$ 4,028,272$ 4,111,991$ Personnel Services - FTE 2012 2013 2014 2015 Asst Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 M. W. II - Signs 1.00 1.00 1.00 1.00 M.W. I - Streets 6.00 6.00 6.00 6.00 M.W. II - Streets 7.00 7.00 7.00 7.00 M.W. III - Streets 7.00 7.00 7.00 7.00 Mw III - Lead Sweeper Operator 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Streets 0.50 0.50 0.50 0.50 Sr M.W. - Streets 2.00 2.00 2.00 2.00 Supt Streets/Solid Waste 0.50 0.50 0.50 0.50 Total Personnel 25.50 25.50 25.50 25.50 Capital Outlay 2014 2015 Forklift (split 50% with Solid Waste division)-$ 12,500$ Vibra plate tamper replacement (3)- 6,000 Arrow Board 5,450 - Crack Seal Program 40,000 40,000 Total Capital Outlay 45,450$ 58,500$ Activity Summary 284 OTHER SHARED REVENUE FUND This fund accounts for federal and state disaster and stimulus grants, including Jumpstart Iowa, Hazard Mitigation Grant Project (HMGP) Buyout, and Supplemental Community Development Block Grants (CDBG). Individual programs provide public assistance for business and residential flood recovery efforts, the acquisition and removal of properties within the flood plain, down payment assistance for owner-occupied affordable housing to replace the tax base lost from the buyout. Infrastructure projects related to flood protection include levees, water well head protection, and bridge and roadway elevation. The City of Iowa City’s role in the majority of grant programs is to manage pass-through grants and distribute them to Iowa City businesses and residents affected by the flood. Assistance Summary:  Buyout: 93 residential properties were acquired in the Park View Terrace and Taft Speedway neighborhoods with disaster recovery buyout grants. The HMGP Buyout has been closed out, and the CDBG Buyout will be closed out in 2013. Approximately $22 million in grant funds have been expended for property acquisition, demolition and relocation.  Residential Rehabilitation: 106 households received assistance from state Jumpstart and federal Jumpstart grants. Approximately $3.3 million in residential rehabilitation assistance was distributed.  Business Assistance: 79 businesses were assisted with either Jumpstart Business funds or Business Rental Assistance Program funds. Approximately $2.3 in business assistance has been distributed.  Single Family New Construction: 103 owner-occupied affordable housing units have been constructed and sold. The City expects to assist 38 additional properties through this program. Approximately $4.4 million has been expended for down payment assistance and an additional $1.6 million will be expended by the end of FY14.  Infrastructure: CDBG Public Infrastructure funding, management, and monitoring is being provided for the Wastewater Treatment Facility relocation, Rocky Shore Lift Station project, construction of the East Side Levee and West Side Levee projects, and flood proofing protection of the water well heads at the Water Treatment Facility site. Two temporary Associate Planners that were added after the 2008 flood to manage these flood recovery programs. These two positions are being eliminated in the fiscal year 2015 budget. 285 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 (3,363,474)$ (874,354)$ (1,283,445)$ (79,875)$ (105,214)$ 444,786$ Revenues: Use Of Money And Property Interest Revenues 214$ -$ -$ -$ -$ -$ Intergovernmental Other State Grants 13,215,057 5,956,946 3,179,010 785,000 3,700,000 3,150,000 Sub-Total Revenues 13,215,271 5,956,946 3,179,010 785,000 3,700,000 3,150,000 Transfers In: Other Financial Sources Misc Transfers In 83,324 1,475 4,101 - - - Sub-Total Transfers In 83,324 1,475 4,101 - - - Total Revenues & Transfers In 13,298,595$ 5,958,421$ 3,183,111$ 785,000$ 3,700,000$ 3,150,000$ Expenditures: Community Development Grants: Hazard Mitigation Flood Buyout 447,720$ 661,283$ 5,513$ -$ -$ -$ Jumpstart Business Rental Assistance 55,142 167,080 20,857 60,000 - - Non-Hazard Mitigation Grant Buyout 6,483,056 4,539,931 1,436,473 25,339 - - Supplemental CDBG - Res. Proj. Delivery 7,360 5,020 951,984 600,000 3,000,000 3,000,000 Supplemental CDBG - Residential 3,803,577 994,198 6,554 125,000 150,000 150,000 Sub-Total Expenditures 10,796,855 6,367,512 2,421,381 810,339 3,150,000 3,150,000 Transfers Out: Misc Transfers Out 12,620 - - - - - Sub-Total Transfers Out 12,620 - - - - - Total Expenditures & Transfers Out 10,809,475$ 6,367,512$ 2,421,381$ 810,339$ 3,150,000$ 3,150,000$ Fund Balance*, June 30 (874,354)$ (1,283,445)$ (521,715)$ (105,214)$ 444,786$ 444,786$ Change in Accounting Method - - 441,840 - - - Adjusted Fund Balance*, June 30 (874,354) (1,283,445) (79,875) (105,214) 444,786 444,786 Restricted / Committed /Assigned - - - - - - Unassigned Balance (874,354)$ (1,283,445)$ (79,875)$ (105,214)$ 444,786$ 444,786$ % of Expenditures -8%-20%-3%-13%14%14% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Other Shared Revenue (2300) Fund Summary City of Iowa City 286 City of Iowa City Activity: Community Development (610200)Fund: Other Shared Revenue (2300) Division: Community Development (610200)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues 214$ -$ -$ -$ -$ -$ Intergovernmental Other State Grants 13,215,057 5,956,946 3,179,010 785,000 3,700,000 3,150,000 Other Financial Sources Misc Transfers In 83,324 1,475 4,101 - - - Total Revenues & Transfers In 13,298,595$ 5,958,421$ 3,183,111$ 785,000$ 3,700,000$ 3,150,000$ Expenditures: Personnel 201,410$ 206,721$ 154,879$ 152,101$ -$ -$ Services 4,268,829 1,317,096 951,412 658,238 3,150,000 3,150,000 Supplies 606 76 - - - - Capital Outlay 6,326,010 4,843,619 1,315,090 - - - Total Expenditures 10,796,855$ 6,367,512$ 2,421,381$ 810,339$ 3,150,000$ 3,150,000$ Personnel Services - FTE 2012 2013 2014 2015 Associate Planner 1.60 1.60 1.62 0.00 Total Personnel 1.60 1.60 1.62 0.00 Activity Summary 287 ENERGY EFFICIENCY & CONSERVATION BLOCK GRANT FUND The Energy Efficiency and Conservation Block Grant (EECBG) Program is a federally-funded initiative intended to spur deployment of the cleanest, most economical and reliable energy efficiency and conservation technologies across the country by providing funds to state and local governments for the development, promotion, implementation, and management of energy efficiency and conservation projects and/or programs. The City of Iowa City was awarded $692,300 in November, 2009, and the City use the funding to retrofit eight municipal buildings, advertise free residential energy audits, and employ one intern to track municipal utility usage. The fund is now being used as an inter-fund energy efficiency reimbursement program. The facilities and funds that received improvements through the grant (Phase I) will be repaying the fund annually based on the expected savings from the improvements. The first year of repayment is fiscal year 2014. Another round of improvements (Phase II) is budgeted for fiscal year 2015. A schedule of the cost of improvements (net of rebates), the annual savings, and payback period is presented is as follows: Facility/Project Net Cost Annual Savings Predicted Estimated Payback Period Phase I: Wastewater blower $253,266 $20,000 12.66 Wastewater lighting $60,511 $2,060 29.37 Water Detailed Studies $44,960 $10,000 4.50 Water Plant Lighting $168,941 $9,596 17.61 Mercer/Scanlon $91,789 $5,130 17.89 Rec Center $66,934 $3,492 19.17 Phase I Totals $686,401 $50,278 Phase II: City Hall lighting/controls $8,143 $13,732 0.59 Library lighting/controls $32,693 $8,288 3.94 Senior Center lighting/controls $31,427 $13,298 2.36 Transit lighting/motors $11,346 $3,366 3.37 Phase II Totals $83,609 $38,684 288 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 261,598$ (37,281)$ (33,138)$ (23,394)$ 26,884$ (6,447)$ Revenues: Use Of Money And Property Interest Revenues (756)$ -$ -$ -$ -$ -$ Intergovernmental Federal Intergovernmental Revenue (29,944) 406,169 36,075 - - - Miscellaneous Other Misc Revenue - 24,617 64,176 50,278 137,805 88,962 Total Revenues (30,700)$ 430,786$ 100,251$ 50,278$ 137,805$ 88,962$ Expenditures: Energy Eff Revolving Loan Fund 186$ -$ -$ -$ 171,136$ -$ Environmental Coordinator 24,827 17,913 22,634 - - - Municipal Energy Conservation 227,803 408,580 67,873 - - - Public Aware Midam Audit Prog 15,363 150 - - - - Total Expenditures 268,179$ 426,643$ 90,507$ -$ 171,136$ -$ Fund Balance*, June 30 (37,281)$ (33,138)$ (23,394)$ 26,884$ (6,447)$ 82,515$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (37,281)$ (33,138)$ (23,394)$ 26,884$ (6,447)$ 82,515$ % of Expenditures -14%-8%-26%-4% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Energy Efficiency & Conservation Block Grant (2310) Fund Summary City of Iowa City 289 City of Iowa City Activity: Energy Efficiency & Conserv. Block Grant (710450)Fund: Energy Eff & Cons Block Grant (2310) Division: Public Works Administration Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues (756)$ -$ -$ -$ -$ -$ Intergovernmental Fed Intergovnt Rev (29,944) 406,169 36,075 - - - Miscellaneous Other Misc Revenue - 24,617 64,176 50,278 137,805 88,962 Total Revenues (30,700)$ 430,786$ 100,251$ 50,278$ 137,805$ 88,962$ Expenditures: Personnel 18,577$ 26,758$ 20,463$ -$ -$ -$ Services 137,010 26,711 6,010 - - - Supplies 2,800 61,488 112 - - - Capital Outlay 109,792 311,686 63,922 - 171,136 - Total Expenditures 268,179$ 426,643$ 90,507$ -$ 171,136$ -$ Activity Summary 290 UNIVERCITY NEIGHBORHOOD PARTNERSHIPS FUND The UniverCity Neighborhood Partnership program is a collaboration between the City and the University of Iowa. The program purchases rental homes in designated neighborhoods, restores them to single-family homes, and then sells them to income- qualifying families. The property renovations are to be between $40,000 and $50,000, and the University provides down payment assistance to University employees. Local lenders provide low- interest loans for the purchase of properties. Homebuyers who are selected to purchase one of the homes will pay the original acquisition price plus loan and carrying costs, which may include interest for the time that the property is held in City ownership, recording fee for construction loan mortgage, mowing and snow removal, utilities, real estate taxes, and insurance. The cost of renovations will NOT be passed on to the homebuyers so long as the homebuyers retain ownership of the property as their primary residence for seven years. In addition, all homes must be maintained as owner- occupied housing and affordable housing for twenty years. The program began in fiscal year 2010 when the City initially received $1.25 million through the State of Iowa I-JOBS program. The first ‘round’ of the UniverCity program (using I-JOBS funds) renovated 26 homes. The program was moved to the General Fund in fiscal year 2013 which included funds for four homes. The program was expanded in fiscal year 2014 with funds for 12 homes (including 2 funded through the Housing Authority) and was continued at that level again in fiscal year 2015. The 2015 budget information for this program can be found in the Community and Economic Development section of the General Fund. 291 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 48,948$ (138,789)$ (342,856)$ (2,645)$ (2,645)$ (2,645)$ Revenues: Intergovernmental Other State Grants 296,774$ 875,856$ -$ -$ -$ -$ Miscellaneous Contrib & Donations 57,500 6,076 (41,750) - - - Other Misc Revenue 20,985 5,535 844 - - - Other Financial Sources Loans 1,795,500 1,395,405 270,538 - - - Sale Of Assets 682,170 2,255,519 1,054,403 - - - Sub-Total Revenues 2,852,929 4,538,391 1,284,035 - - - Transfers In: Misc Transfers In 94,486 77,387 8,657 - - - Sub-Total Transfers In 94,486 77,387 8,657 - - - Total Revenues & Transfers In 2,947,415$ 4,615,778$ 1,292,692$ -$ -$ -$ Expenditures: Univercity Neighborhood Partnership 3,135,152$ 4,819,845$ 950,383$ -$ -$ -$ Total Expenditures 3,135,152$ 4,819,845$ 950,383$ -$ -$ -$ Fund Balance*, June 30 (138,789)$ (342,856)$ (547)$ (2,645)$ (2,645)$ (2,645)$ Change in Accounting Method - - (2,098) - - - Adjusted Fund Balance*, June 30 (138,789) (342,856) (2,645) (2,645) (2,645) (2,645) Restricted / Committed /Assigned - - - - - - Unassigned Balance (138,789)$ (342,856)$ (2,645)$ (2,645)$ (2,645)$ (2,645)$ % of Expenditures -4%-7%0% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 UniverCity Neighborhood Partnership (2315) Fund Summary City of Iowa City 292 City of Iowa City Activity: Community Development (610200)Fund: UniverCity Neighborhood Partnership (2315) Division: Community Development (610200)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Intergovernmental Other State Grants 296,774$ 875,856$ -$ -$ -$ -$ Miscellaneous Contrib & Donations 57,500 6,076 (41,750) - - - Other Misc Revenue 20,985 5,535 844 - - - Other Financial Sources Loans 1,795,500 1,395,405 270,538 - - - Sale Of Assets 682,170 2,255,519 1,054,403 - - - Misc Transfers In 94,486 77,387 8,657 - - - Trans-Govt Activities - - - - - - Total Revenues & Transfers In 2,947,415$ 4,615,778$ 1,292,692$ -$ -$ -$ Expenditures: Personnel 72,325$ 74,974$ 8,854$ -$ -$ -$ Services 99,371 152,758 35,967 - - - Supplies 1,237 4,796 24 - - - Capital Outlay 2,284,719 2,211,412 - - - - Other Financial Uses 677,500 2,375,905 905,538 - - - Total Expenditures 3,135,152$ 4,819,845$ 950,383$ -$ -$ -$ Personnel Services - FTE 2012 2013 2014 2015 Housing Rehab Specialist 0.20 0.20 0.00 0.00 Activity Summary 293 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY The Metropolitan Planning Organization (MPO) of Johnson County Fund is a special revenue fund that accounts for the operations of the MPO. Funding for the MPO is derived from multiple sources including the City’s General Fund and the Road Use Tax Fund. Contributions are also received from the MPO’s other government members in Johnson County and from State of Iowa grants. Estimated revenues and transfers-in in fiscal year 2014 are 4.9% higher than the actual fiscal year 2013 due to increased member contributions and state grant funds. Budgeted revenues and transfers-in for fiscal year 2015 is expected to increase only very slightly over fiscal year 2014. Fund balance in the MPO fund is trending slightly downward from fiscal year 2012 through fiscal year 2015 dropping from $140,937 to $106,164. The fund balance as a percentage of expenditures ranges from 21% in fiscal year 2012 to 15% in fiscal year 2015, however, is still higher than the 2011 fund balance coverage of 11% of expenditures. An adjustment to fund balance is presented in fiscal year 2013 for the City’s change from cash basis accounting to modified accrual basis of accounting. The downward adjustment of $11,561 primarily represents wages and accounts payable at year-end. 294 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 69,551$ 73,576$ 140,937$ 130,144$ 125,585$ 106,164$ Revenues: Intergovernmental Local 28E Agreements 127,107$ 140,761$ 121,772$ 146,477$ 137,045$ 141,760$ Other State Grants 175,445 177,449 175,000 185,000 185,000 185,000 Miscellaneous Other Misc Revenue 6,523 1,616 20,627 1,500 1,500 1,500 Sub-Total Revenues 309,075 319,826 317,399 332,977 323,545 328,260 Transfers In: Transfer-In from General Fund and RUT 367,523 408,688 327,286 343,297 353,596 360,668 Sub-Total Transfers In 367,523 408,688 327,286 343,297 353,596 360,668 Total Revenues & Transfers In 676,598$ 728,514$ 644,685$ 676,274$ 677,141$ 688,928$ Expenditures: Metro Planning Org of Johnson County 672,573$ 661,153$ 643,917$ 680,833$ 696,562$ 716,160$ Total Expenditures 672,573$ 661,153$ 643,917$ 680,833$ 696,562$ 716,160$ Fund Balance*, June 30 73,576$ 140,937$ 141,705$ 125,585$ 106,164$ 78,932$ Change in Accounting Method - - (11,561) - - - Adjusted Fund Balance*, June 30 73,576 140,937 130,144 125,585 106,164 78,932 Restricted / Committed /Assigned - - - - - - Unassigned Balance 73,576$ 140,937$ 130,144$ 125,585$ 106,164$ 78,932$ % of Expenditures 11%21%20%18%15%11% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Metro Planning Organization of Johnson County (2350) Fund Summary City of Iowa City 295 METROPOLITAN PLANNING ORGANIZATION (MPO) OF JOHNSON COUNTY OPERATIONS It is the mission of the Metropolitan Planning Organization (MPO) of Johnson County to fulfill state and federal requirements necessary and beneficial to receive state and federal transportation capital and operating funds; to conduct transportation and traffic studies related to public and private development projects; to provide traffic data collection and analysis services, prepare and administer transportation-related grants; and serve as a body for regional policy and project-related discussions. Metropolitan Planning Organization (MPO) designations are made by the Governor of the State of Iowa. The MPO of Johnson County services the Iowa City Urbanized Area, which includes Iowa City, Coralville, North Liberty, Tiffin, University Heights, and the University of Iowa. The MPO coordinates planning efforts for all of Johnson County in: transportation planning, data collection and analysis, and assistance to small communities. Member agencies outside of the Iowa City Urbanized Area include Johnson County, Lone Tree, Oxford, Shueyville, Solon, and Swisher. The Transportation Planning Division fulfills federal requirements involving the transportation planning process in order to maintain eligibility for grant programs through the Federal Transit Administration (FTA) and Federal Highway Administration (FHA). The "3-C" transportation planning process consists of a comprehensive, coordinated and continuing planning effort for all modes of transportation. Projects include short- and long-range transportation development plans, corridor studies, intersection analyses, survey reports, and review of development projects. The Transportation Planning Division also prepares state and federal grant applications and fulfills the associated administration and regulation compliance. In past years, the MPO has also facilitated discussion on regional issues including a fire protection mutual aid agreement, joint animal control facilities, and a Joint Emergency Communications Center. Although funding is received from all MPO members, the MPO is organized under the City of Iowa City. Through a 28(E) agreement, staff provides assistance to the other members of MPOJC. This provides for cost-effective sharing of clerical, accounting, office space and vehicle pool expenditures. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 6.60 5.60 5.60 296 Financial Highlights: There are no major budget changes or highlights in FY2015 for the MPOJC. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, A Strong Urban Core, Strategic Economic Development Activities, A Solid Financial Foundation, & Enhanced Communication and Marketing Department Goal: Provide transportation (traffic, transit, bicycle and pedestrian) planning services including data collection, analysis, grant application and administration, development review, long range planning, traffic studies, traffic modeling, coordination with other local governments and the University of Iowa and other services. Department Objective: Provide these necessary services that are beneficial for the area to continue to receive federal transportation funding, including transit capital and operations funds, streets and trails infrastructure funds and discretionary grant funds, to help improve residents’ lives in the community. Performance Measures: Grant Awards Received for Iowa City: Grant awards are pursued to help fund and achieve Iowa City’s Capital Improvements Program priorities. *Includes all planning & legal documents, grant preparation & administration, & IDOT/FTA reporting FY 2011 FY 2012 FY 2013 $1,200,000 RECAT grant for Trueblood Park $200,000 REAP grant for Iowa River Trail $1,900,000 RISE Grant for Moss Ridge Road $200,000 REAP grant for Trueblood Park $60,000 for Urban Waters Grant $200,000 Traffic Safety Grant for Burlington St/Clinton St $1,218,202 Federal Transit Grant for Iowa City Transit* $441,000 State Trails Grant – Dubuque Street Ped. Bridge $500,000 Traffic Safety Grant for Burlington St Median $50,000 DNR Low Head Dam grant $6,000,000 MPO/STP funds for Gateway Project (multiple years) $152,000 Iowa Great Places Grant $1,211,970 Federal Transit Grant for Iowa City Transit* $2,400,000 MPO/STP funds for First Ave Grade Separation $1,262,652 Federal Transit Grant for Iowa City Transit* 297 Work Orders for signage and traffic control: The majority of work orders are for signage and changes to traffic control in response to citizen and neighborhood requests, and are based on an evaluation and/or data collection to ensure consistency with traffic sign rules and regulations. Work orders are typically consistent with neighborhood stabilization efforts. Traffic Counts: The MPO/Transportation Planning Division conducts a traffic count program to evaluate and inform design decisions; re-time traffic signals; assist with the evaluation of development proposals; address neighborhood concerns; update data into the traffic model; and to provide information to realtors and developers seeking to invest in Iowa City. Formal Studies: Formal studies include reports and evaluations for which significant documentation is required due to policy and/or funding decisions being made based on the information. Formal studies include significant staff time due to data collection, analysis, report preparation, and (depending on the study) public involvement. Formal studies differ from ‘work orders’ in that a formal report is published. FY 2011 FY 2012 FY 2013 49 53 53 FY 2011 FY 2012 FY 2013 Traffic volume, intersection & speed counts 24 22 17 Peak-hour intersection counts 88 71 90 In Iowa City FY 2011 FY 2012 FY 2013 Neighborhood Study 2 1 0 Corridor Study 4 2 4 Bike and Ped. Study 2 2 2 All-Way Stop Study 2 1 7 Signal Warrant Study 1 3 4 Traffic Calming Study 1 4 1 Speed Study 2 1 1 Trip Generation Study 1 0 0 298 City of Iowa City Activity: Metro Planning Org of Jo Co (610810)Fund: Metro Planning Org Of Johnson Cnty (2350) Division: Metro Planning Org of Jo Co (610810)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Intergovernmental Local 28E Agreements 127,107$ 140,761$ 121,772$ 146,477$ 137,045$ 141,760$ Other State Grants 175,445 177,449 175,000 185,000 185,000 185,000 Miscellaneous Other Misc Revenue 6,523 1,616 20,627 1,500 1,500 1,500 Other Financial Sources Transfer-In from General Fund and RUT 367,523 408,688 327,286 343,297 353,596 360,668 Total Revenues & Transfers In 676,598$ 728,514$ 644,685$ 676,274$ 677,141$ 688,928$ Expenditures: Personnel 569,055$ 554,654$ 533,160$ 552,272$ 566,707$ 583,708$ Services 91,364 95,824 98,997 112,796 112,379 114,627 Supplies 4,816 10,675 11,760 15,765 17,476 17,826 Capital Outlay 7,338 - - - - - Total Expenditures 672,573$ 661,153$ 643,917$ 680,833$ 696,562$ 716,160$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.20 0.20 0.20 0.20 Associate Planner 4.00 4.00 4.00 4.00 Engineering Technician 0.40 0.40 0.40 0.40 Human Services Coordinator 1.00 0.00 0.00 0.00 JCCOG Director 1.00 0.00 0.00 0.00 MPO Director 0.00 1.00 1.00 1.00 Total Personnel 6.60 5.60 5.60 5.60 Activity Summary 299 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 workers compensation insurance. Legal authority for the fund is established by two sections code. Iowa State Code chapter 386.6.1 provides authority for municipalities to establish a fund for the purpose of “accounting for pension and related employee benefit funds as provided by the City Finance Committee”, while also providing the authority to levy a tax in the amount necessary to meet these obligations. Chapter 545.4 of the Administrative Code of Iowa provides the City Finance Committee’s definition of eligible benefits and how they are must be accounted for. During the 2009 legislative session, a bill was passed amending section 411.l6(5)(c)(2) of the Iowa State Code. This amendment added a presumption for police and fire personnel, that any infectious disease and/or cancer is presumed to have been contracted during the performance of the duties, placing fiduciary responsibility for all related medical claims upon the employer. As with other accidental disability and on- the-job medical claims, cash reserves will be utilized to prevent a spike in the tax levy in any given year from such claims. For this reason, cash balance is recommended to be twenty-five percent (25%) of total fund expenditures and transfers out. The fund’s cash balances versus expenditures including transfers out since fiscal year 2011 are as follows: FY2011 FY2012 FY2013 FY2014 FY2015 Actual Actual Actual Revised Budget Expenditures plus transfers out 9,444,976$ 10,854,997$ 9,747,519$ 9,759,427$ 9,533,959$ Fund Balance * 2,477,999$ 1,773,124$ 1,791,164$ 1,806,806$ 1,987,717$ Percentage 26.24% 16.33% 18.38% 18.51% 20.85% * FY2011 and FY2012 ending fund balance is cash balance. The City converted its budget basis in fiscal year 2014 to modified accrual from cash basis. An adjustment to the fiscal year 2013 ending fund balance was made which increased the Employee Benefits fund balance by $75,745. This increase primarily reflects taxes receivable at year-end. The Employee Benefits property tax levy for fiscal year 2014 was $3.16331 per $1,000 of valuation. For fiscal year 2015, this levy is being reduced to $2.96331 per $1,000 of valuation. 300 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 1,932,050$ 2,477,999$ 1,773,124$ 1,791,164$ 1,806,806$ 1,987,717$ Revenues: Property Taxes 9,623,376$ 9,767,404$ 9,262,912$ 9,406,082$ 9,088,654$ 8,907,317$ Delinquent Property Taxes 1,551 242 633 - - - Other City Taxes 179,392 183,360 163,781 161,976 153,182 162,270 Intergovernmental Property Tax Credits - - - - 181,337 362,674 State 28E Agreements 153,742 197,366 256,655 205,261 289,994 298,700 Miscellaneous Other Misc Revenue 32,864 1,750 5,833 1,750 1,703 1,750 Total Revenues 9,990,925$ 10,150,122$ 9,689,814$ 9,775,069$ 9,714,870$ 9,732,711$ Expenditures: General Government Employee Benefits 426,228$ 358,038$ 353,125$ 331,627$ 343,127$ 353,421$ Public Safety Employee Benefits 183,978 494,968 263,477 254,068 252,590 260,168 Sub-Total Expenditures 610,206 853,006 616,602 585,695 595,717 613,589 Transfers Out: Empl Benefits Levy to Gen Fund & RUT 8,834,770 10,001,991 9,130,917 9,173,732 8,938,242 9,117,007 Sub-Total Transfers Out 8,834,770 10,001,991 9,130,917 9,173,732 8,938,242 9,117,007 Total Expenditures & Transfers Out 9,444,976$ 10,854,997$ 9,747,519$ 9,759,427$ 9,533,959$ 9,730,595$ Fund Balance*, June 30 2,477,999$ 1,773,124$ 1,715,419$ 1,806,806$ 1,987,717$ 1,989,833$ Change in Accounting Method - - 75,745 - - - Adjusted Fund Balance*, June 30 2,477,999 1,773,124 1,791,164 1,806,806 1,987,717 1,989,833 Restricted / Committed /Assigned - - - - - - Unassigned Balance 2,477,999$ 1,773,124$ 1,791,164$ 1,806,806$ 1,987,717$ 1,989,833$ % of Expenditures 26%16%18%19%21%20% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Employee Benefits (2400) Fund Summary City of Iowa City 301 City of Iowa City Activity: General Government Employee Benefits (310640)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Property Taxes 9,623,376$ 9,767,404$ 9,262,912$ 9,406,082$ 9,088,654$ 8,907,317$ Delinquent Property Taxes 1,551 242 633 - - - Other City Taxes 179,392 183,360 163,781 161,976 162,569 162,270 Intergovernmental Property Tax Credits - - - - 181,337 362,674 Total Revenues 9,804,319$ 9,951,006$ 9,427,326$ 9,568,058$ 9,432,560$ 9,432,261$ Expenditures: Personnel 50,566$ 64,526$ 50,905$ 51,771$ 51,115$ 52,648$ Services 375,662 293,512 302,220 279,856 292,012 300,772 Total Expenditures 426,228$ 358,038$ 353,125$ 331,627$ 343,127$ 353,421$ Personnel Services - FTE 2012 2013 2014 2015 Administrative Secretary 0.50 0.50 0.50 0.50 Finance Director 0.05 0.05 0.05 0.05 Total Personnel 0.55 0.55 0.55 0.55 Activity: Public Safety Employee Benefits (310650 - 310660)Fund: Employee Benefits (2400) Division: Finance Administration Department: Finance 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental State 28E Agreements 153,742$ 197,366$ 256,655$ 205,261$ 289,994$ 298,700$ Miscellaneous Other Misc Revenue 32,864 1,750 5,833 1,750 1,703 1,750 Total Revenues 186,606$ 199,116$ 262,488$ 207,011$ 291,697$ 300,450$ Expenditures: Services 183,978$ 494,968$ 263,477$ 254,068$ 252,590$ 260,168$ Total Expenditures 183,978$ 494,968$ 263,477$ 254,068$ 252,590$ 260,168$ Activity Summary Activity Summary 302 PENINSULA APARTMENTS FUND In 2003, City Council voted to support the development of affordable housing by committing to the construction of 17 housing units in conjunction with The Housing Fellowship. The City, under the management of the Iowa City Housing Authority, a division of the Department of Housing and Inspection Services (HIS), owns and operates seven (7) of the rental units. The remaining ten (10) units are owned and operated by The Housing Fellowship. This fund accounts for the operation of the seven units owned by the Housing Authority. Funding for the project included an Economic Development Grant, CDBG funds, and HOME funds. In addition, general obligation bonds were issued to finance a $410,000 loan to The Housing Fellowship and a $256,000 internal loan to the Housing Authority. The internal loan payments are accounted for in this fund. Both of these loans are payable to the City’s Debt Service Fund. The outstanding balance owed to the Debt Service fund from the Peninsula Apartments fund at June 30, 2014 will be $163,894. Also as part of the financing structure, The Housing Fellowship issued an interest-only loan to the Housing Authority for $210,784 for the Peninsula Apartments. The repayment of the full principal balance will be due in a balloon payment in fiscal year 2025. These interest-only payments are accounted for in this fund. Revenue: Rental income is projected at $60,559 in FY2015, an increase of 2.8% from the estimated FY2014 total. Fund Balance: The FY2015 ending fund balance is projected at $84,513. Cash balance will be allowed to increase until reaching $210,784. This is the amount of a lump sum payment which is due in FY2025 as part of the original financing for this project. 303 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 44,393$ 57,683$ 71,515$ 71,949$ 80,179$ 84,513$ Revenues: Use Of Money And Property Rents 59,728$ 58,883$ 60,559$ 58,883$ 60,559$ 60,560$ Miscellaneous Other Misc Revenue - 80 - - - - Total Revenues 59,728$ 58,963$ 60,559$ 58,883$ 60,559$ 60,560$ Expenditures: Housing Authority Property Management 46,438$ 45,131$ 55,036$ 50,653$ 56,225$ 57,349$ Total Expenditures 46,438$ 45,131$ 55,036$ 50,653$ 56,225$ 57,349$ Fund Balance*, June 30 57,683$ 71,515$ 77,038$ 80,179$ 84,513$ 87,724$ Change in Accounting Method - - (5,089) - - - Adjusted Fund Balance*, June 30 57,683 71,515 71,949 80,179 84,513 87,724 Restricted / Committed /Assigned 4,294 4,474 - - - - Unassigned Balance 53,389$ 67,041$ 71,949$ 80,179$ 84,513$ 87,724$ % of Expenditures 115%149%131%158%150%153% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Peninsula Apartments (2510) Fund Summary City of Iowa City 304 City of Iowa City Activity: Housing Authority Administration (490100)Fund: Peninsula Apartments (2510) Division: Housing Authority Administration (490100)Department: Housing Authority 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents 59,728$ 58,883$ 60,559$ 58,883$ 60,559$ 60,560$ Miscellaneous Other Misc Revenue - 80 - - - - Total Revenues 59,728$ 58,963$ 60,559$ 58,883$ 60,559$ 60,560$ Expenditures: Services 35,762$ 32,697$ 43,571$ 32,696$ 43,913$ 44,791$ Supplies - 28 - 29 - - Capital Outlay - 1,343 - - - - Other Financial Uses 10,676 11,063 11,465 17,928 12,312 12,558 Total Expenditures 46,438$ 45,131$ 55,036$ 50,653$ 56,225$ 57,349$ Activity Summary 305 TAX INCREMENT FINANCING FUNDS Tax Increment Financing (TIF) Districts have been established in various locations in Iowa City to encourage economic development. TIF revenues are used to repay debt incurred for specific projects and to pay property tax rebates on increased valuation per development-specific agreements within the districts. As TIF agreements expire and/or their legal requirements are satisfied, tax revenue generated by the incremental valuation (increase in property values for the district since it was established) is distributed to all taxing authorities. The objective of Iowa City’s TIF capacity is to provide gap financing for development projects which meet the adopted goals and criteria of the respective TIF district. The City has established twelve TIF districts. The table below presents debt that has been certified against the City’s TIF districts and their respective collections to repay those debts. Not presented in the budget are the Industrial Park Road and the Camp Cardinal urban renewal areas; these areas have no activity to present. Urban Renewal Area Total Certified TIF Debt TIF Receipts FY13 & Prior Estimated TIF Receipts FY14 Estimated TIF Receipts FY15 Estimated TIF Debt 6/30/2015 2601 - Highway 6 700,221$ 700,221$ -$ -$ -$ 2603 - City-University I 11,578,228 7,721,963 302,939 511,289 3,042,037 2604 - Sycamore & 1st Ave 3,473,840 2,462,698 - 79,302 931,840 2606 - Northgate Corp Park - - - - - 2607 - Scott 6 Industrial 1,884,941 206,667 - - 1,678,274 2608 - Heinz Road 1,547,014 1,411,653 141,539 - (6,178) 2611 - Lower Muscatine Rd - - - - - 2613 - Moss Green Village - - - - - 2614 - Towncrest Area 2,341,833 - 9,459 40,892 2,291,482 2615 - Riverside Drive 21,141 - - 21,141 - Total 21,547,218$ 12,503,202$ 453,937$ 652,624$ 7,937,455$ 306 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 142,843$ 657,482$ (75,855)$ 2,129$ (227,671)$ (383,196)$ Revenues: TIF Revenues 846,062$ 838,766$ 376,192$ 453,937$ 652,624$ 1,031,912$ Use Of Money And Property Interest Revenues 1,315 720 287 - - - Other Financing Sources Sale of Assets - - 31,795 - - - Sub-Total Revenues 847,377 839,486 408,274 453,937 652,624 1,031,912 Transfers In: Transfers In - - 36,150 - - - Sub-Total Transfers In - - 36,150 - - - Total Revenues & Transfers In 847,377$ 839,486$ 444,424$ 453,937$ 652,624$ 1,031,912$ Expenditures By Urban Renewal Area: Highway 6 TIF 130,853$ 129,725$ -$ 124,748$ -$ -$ Riverside Dr URA - 108 - - - - City-University I 8,246 267,073 6,050 - - - Sycamore & 1st Ave 34,654 34,355 - - - - Northgate Corp Park 27,499 - - - - - Scott 6 Industrial 2,486 3,104 1,048 - - - Heinz Road 161,035 126,834 - 141,539 155,525 - Lower Muscatine Road - - - - - - Moss Ridge Campus 9,175 8,134 - - - - Towncrest TIF 64 - - - - - Sub-Total Expenditures 374,012 569,333 7,098 266,287 155,525 - Transfers Out: TIF Capital Transfers Out (41,274) 1,003,490 94,612 417,450 652,624 1,031,912 Sub-Total Transfers Out (41,274) 1,003,490 94,612 417,450 652,624 1,031,912 Total Expenditures & Transfers Out 332,738$ 1,572,823$ 101,710$ 683,737$ 808,149$ 1,031,912$ Fund Balance*, June 30 657,482$ (75,855)$ 266,859$ (227,671)$ (383,196)$ (383,196)$ Change in Accounting Method - - (264,730) - - - Adjusted Fund Balance*, June 30 657,482 (75,855) 2,129 (227,671) (383,196) (383,196) Restricted / Committed /Assigned - - - - - - Unassigned Balance 657,482$ (75,855)$ 2,129$ (227,671)$ (383,196)$ (383,196)$ % of Expenditures 198%-5%2%-33%-47%-37% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Tax Increment Financing (2601 - 2615) Fund Summary 307 City of Iowa City 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 18,156$ 18,317$ 18,442$ 1,604$ (123,144)$ (123,144)$ Revenues: TIF Revenues 130,853$ 129,725$ 106,165$ -$ -$ -$ Use Of Money And Property Interest Revenues 161 125 141 - - - Total Revenues 131,014$ 129,850$ 106,306$ -$ -$ -$ Expenditures: TIF Administration 130,853$ 129,725$ -$ 124,748$ -$ -$ Total Expenditures 130,853$ 129,725$ -$ 124,748$ -$ -$ Fund Balance*, June 30 18,317$ 18,442$ 124,748$ (123,144)$ (123,144)$ (123,144)$ Change in Accounting Method - - (123,144) - - - Adjusted Fund Balance*, June 30 18,317 18,442 1,604 (123,144) (123,144) (123,144) Restricted / Committed /Assigned - - - - - - Unassigned Balance 18,317$ 18,442$ 1,604$ (123,144)$ (123,144)$ (123,144)$ % of Expenditures 14%14%-99% 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 2,515$ 86,963$ (180,237)$ (26,214)$ (26,214)$ (26,214)$ Revenues: TIF Revenues -$ -$ 128,072$ 302,939$ 511,289$ 344,336$ Use Of Money And Property Interest Revenues 35 (127) (284) - - - Other Financing Sources Sale of Fixed Assets - - 31,795 - - - Total Revenues 35$ (127)$ 159,583$ 302,939$ 511,289$ 344,336$ Expenditures: TIF Administration 8,246$ 267,073$ 6,050$ -$ -$ -$ Transfers Out: TIF Capital Transfers Out (92,659) - - 302,939 511,289 344,336 Total Expenditures & Transfers Out (84,413)$ 267,073$ 6,050$ 302,939$ 511,289$ 344,336$ Fund Balance*, June 30 86,963$ (180,237)$ (26,704)$ (26,214)$ (26,214)$ (26,214)$ Change in Accounting Method - - 490 - - - Adjusted Fund Balance*, June 30 86,963 (180,237) (26,214) (26,214) (26,214) (26,214) Restricted / Committed /Assigned - - - - - - Unassigned Balance 86,963$ (180,237)$ (26,214)$ (26,214)$ (26,214)$ (26,214)$ % of Expenditures -103%-67%-433%-9%-5%-8% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Highway 6 URA (2601) Fund Summary City-University Project I URA (2603) Fund Summary 308 City of Iowa City 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 47,461$ 549,470$ 94,382$ -$ -$ -$ Revenues: TIF Revenues 587,272$ 582,207$ 22$ -$ 79,302$ 85,110$ Use Of Money And Property Interest Revenues 776 550 208 - - - Total Revenues 588,048$ 582,757$ 230$ -$ 79,302$ 85,110$ Expenditures: TIF Administration 34,654$ 34,355$ -$ -$ -$ -$ Transfers Out: TIF Capital Transfers Out 51,385 1,003,490 94,612 - 79,302 85,110 Total Expenditures & Transfers Out 86,039$ 1,037,845$ 94,612$ -$ 79,302$ 85,110$ Fund Balance*, June 30 549,470$ 94,382$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 549,470$ 94,382$ -$ -$ -$ -$ % of Expenditures 639%9%0%0%0% 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 35,876$ 8,455$ 8,473$ 8,496$ 8,496$ 8,496$ Revenues: Use Of Money And Property Interest Revenues 78$ 18$ 23$ -$ -$ -$ Total Revenues 78$ 18$ 23$ -$ -$ -$ Expenditures: TIF Administration 27,499$ -$ -$ -$ -$ -$ Total Expenditures 27,499$ -$ -$ -$ -$ -$ Fund Balance*, June 30 8,455$ 8,473$ 8,496$ 8,496$ 8,496$ 8,496$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 8,455$ 8,473$ 8,496$ 8,496$ 8,496$ 8,496$ % of Expenditures 31% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Fund Summary Northgate Corporate Park URA (2606) Fund Summary Sycamore & 1st Avenue URA (2604) 309 City of Iowa City 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 11,660$ 9,201$ 6,111$ 5,079$ 5,079$ 5,079$ Revenues: Use Of Money And Property Interest Revenues 27$ 14$ 16$ -$ -$ -$ Total Revenues 27$ 14$ 16$ -$ -$ -$ Expenditures: TIF Administration 2,486$ 3,104$ 1,048$ -$ -$ -$ Total Expenditures 2,486$ 3,104$ 1,048$ -$ -$ -$ Fund Balance*, June 30 9,201$ 6,111$ 5,079$ 5,079$ 5,079$ 5,079$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 9,201$ 6,111$ 5,079$ 5,079$ 5,079$ 5,079$ % of Expenditures 370%197%485% 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 46,129$ 13,269$ 13,409$ 13,591$ 13,591$ (141,934)$ Revenues: TIF Revenues 127,937$ 126,834$ 141,933$ 141,539$ -$ -$ Use Of Money And Property Interest Revenues 238 140 183 - - - Total Revenues 128,175$ 126,974$ 142,116$ 141,539$ -$ -$ Expenditures: TIF Administration 161,035$ 126,834$ -$ 141,539$ 155,525$ -$ Total Expenditures 161,035$ 126,834$ -$ 141,539$ 155,525$ -$ Fund Balance*, June 30 13,269$ 13,409$ 155,525$ 13,591$ (141,934)$ (141,934)$ Change in Accounting Method - - (141,934) - - - Adjusted Fund Balance*, June 30 13,269 13,409 13,591 13,591 (141,934) (141,934) Restricted / Committed /Assigned - - - - - - Unassigned Balance 13,269$ 13,409$ 13,591$ 13,591$ (141,934)$ (141,934)$ % of Expenditures 8%11%10%-91% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Heinz Road URA (2608) Fund Summary Scott 6 Industrial Park URA (2607) Fund Summary 310 City of Iowa City 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 (113)$ (113)$ (113)$ (113)$ (113)$ (113)$ Revenues -$ -$ -$ -$ -$ -$ Total Revenues -$ -$ -$ -$ -$ -$ Expenditures -$ -$ -$ -$ -$ -$ Total Expenditures -$ -$ -$ -$ -$ -$ Fund Balance*, June 30 (113)$ (113)$ (113)$ (113)$ (113)$ (113)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (113)$ (113)$ (113)$ (113)$ (113)$ (113)$ 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 (18,841)$ (28,016)$ (36,150)$ (142)$ (142)$ (142)$ Revenues TIF Revenues -$ -$ -$ -$ -$ 162,630$ Transfers In: Transfers In - - 36,150 - - - Total Revenues & Transfers In -$ -$ 36,150$ -$ -$ -$ Expenditures: TIF Administration 9,175$ 8,134$ -$ -$ -$ -$ Transfers Out: TIF Capital Transfers Out - - - - - 162,630 Total Expenditures & Transfers Out 9,175$ 8,134$ -$ -$ -$ 162,630$ Fund Balance*, June 30 (28,016)$ (36,150)$ -$ (142)$ (142)$ (162,772)$ Change in Accounting Method - - (142) - - - Adjusted Fund Balance*, June 30 (28,016) (36,150) (142) (142) (142) (162,772) Restricted / Committed /Assigned - - - - - - Unassigned Balance (28,016)$ (36,150)$ (142)$ (142)$ (142)$ (162,772)$ % of Expenditures -305%-444%-100% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Lower Muscatine Rd URA (2611) Fund Summary Moss Green Urban Village URA (2613) Fund Summary 311 City of Iowa City 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 -$ (64)$ (64)$ (64)$ (83,975)$ (83,975)$ Revenues: TIF Revenues -$ -$ -$ 9,459$ 40,892$ 74,836$ Total Revenues -$ -$ -$ 9,459$ 40,892$ 74,836$ Expenditures: Economic Development 64$ -$ -$ -$ -$ -$ Transfers Out: TIF Capital Transfers Out - - - 93,370 40,892 74,836 Total Expenditures & Transfers Out 64$ -$ -$ 93,370$ 40,892$ 74,836$ Fund Balance*, June 30 (64)$ (64)$ (64)$ (83,975)$ (83,975)$ (83,975)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance (64)$ (64)$ (64)$ (83,975)$ (83,975)$ (83,975)$ % of Expenditures -100%-90%-205%-112% 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 -$ -$ (108)$ (108)$ (21,249)$ (21,249)$ Revenues: TIF Revenues -$ -$ -$ -$ 21,141$ 365,000$ Total Revenues -$ -$ -$ -$ 21,141$ 365,000$ Expenditures: TIF Administration -$ 108$ -$ -$ -$ -$ Transfers Out: TIF Capital Transfers Out - - - 21,141 21,141 365,000 Total Expenditures & Transfers Out -$ 108$ -$ 21,141$ 21,141$ 365,000$ Fund Balance*, June 30 -$ (108)$ (108)$ (21,249)$ (21,249)$ (21,249)$ Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ (108)$ (108)$ (21,249)$ (21,249)$ (21,249)$ % of Expenditures -100%-101%-101%-6% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Towncrest URA (2614) Fund Summary Riverside Drive URA (2615) Fund Summary 312 GENERAL REHABILITATION AND IMPROVEMENT PROGRAM (GRIP) FUND The General Rehabilitation and Improvement (GRIP) program offers low-interest loans to income-qualifying individuals (20 year term) for home improvement projects. Homes must be owner-occupied with enough equity to secure a loan. A similar program was considered successful in 2001 (TARP – Targeted Area Rehabilitation Program). The current program was recommended by the Housing and Community Development Commission and authorized by Council resolution April 29, 2008. GRIP was initially financed annually with $200,000 of General Obligation bonds. The program was transferred to the General Fund in fiscal year 2013 and is now being funded with general property tax revenue. The 2015 budget information for this program can be found in the Community and Economic Development section of the General Fund. 313 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 45,967$ 118,058$ -$ -$ -$ -$ Revenues: Use Of Money And Property Interest Revenues -$ 24,867$ -$ -$ -$ -$ Other Financial Sources Loans 101,129 128,805 - - - - Sub-Total Revenues 101,129 153,672 - - - - Transfers In Transfers-In from GO Bonds 170,383 82,378 - - - - Sub-Total Transfers In 170,383 82,378 - - - - Total Revenues & Transfers In 271,512$ 236,050$ -$ -$ -$ -$ Expenditures: GRIP Program 98,292$ 200,436$ -$ -$ -$ -$ Sub-Total Expenditures 98,292 200,436 - - - - Transfers Out: To GO Bonds for Abatement 101,129 153,672 - - - - Sub-Total Transfers Out 101,129 153,672 - - - - Total Expenditures & Transfers Out 199,421$ 354,108$ -$ -$ -$ -$ Fund Balance*, June 30 118,058$ -$ -$ -$ -$ -$ Restricted / Committed /Assigned - - - - - - Unassigned Balance 118,058$ -$ -$ -$ -$ -$ % of Expenditures 59%0% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 General Rehab & Improvement Program (GRIP) (2810) Fund Summary City of Iowa City 314 City of Iowa City Activity: Community Development (610200)Fund: GRIP-Gen Rehab & Improve Prog (2810) Division: Community Development (610200)Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues -$ 24,867$ -$ -$ -$ -$ Other Financial Sources Loans 101,129 128,805 - - - - Transfers-In From GO Bonds - 82,378 - - - - Total Revenues & Transfers In 101,129$ 236,050$ -$ -$ -$ -$ Expenditures: Services 98,292$ 200,436$ -$ -$ -$ -$ Total Expenditures & Transfers Out 98,292$ 200,436$ -$ -$ -$ -$ Activity Summary 315 DOWNTOWN SELF-SUPPORTED MUNICIPAL IMPROVEMENT DISTRICT (SSMID) In fiscal year 2013, the City in conjunction with Iowa City downtown businesses created a Self-Supporting Municipal Improvement District as allowed under Iowa property tax code in downtown Iowa City. The City levies a property tax of $2.00 per $1,000 of taxable valuable on property that is within the boundaries of the downtown district. The taxes that are collected are then remitted to the Iowa City Downtown District (ICDD) which uses the funds to promote and enhance the downtown district. In addition to the property tax funds, the ICDD receives annual assistance of $100,000 from the University of Iowa. Below is a map of the improvement district: All of the funds received by the City through the SSMID property tax levy are remitted to the ICDD, therefore the fund does not maintain a fund balance. The actual taxes collected in fiscal year 2013 were $277,672. The estimated collections in fiscal year 2014 total $275,320, and the budgeted collections in fiscal year 2015 are $296,141 including the State backfill for commercial property taxes. 316 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance*, July 1 -$ -$ -$ 1,590$ 1,590$ 1,590$ Revenues: Property Taxes -$ -$ 277,672$ 275,320$ 280,790$ 286,406$ Intergovernmental Property Tax Credits - - - - 15,351 30,702 Total Revenues -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Expenditures: SSMID -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Total Expenditures -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Fund Balance*, June 30 -$ -$ -$ 1,590$ 1,590$ 1,590$ Change in Accounting Method - - 1,590 - - - Adjusted Fund Balance*, June 30 - - 1,590 1,590 1,590 1,590 Restricted / Committed /Assigned - - - - - - Unassigned Balance -$ -$ 1,590$ 1,590$ 1,590$ 1,590$ *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 SSMID-Downtown District (2820) Fund Summary City of Iowa City 317 City of Iowa City Activity: Community Development Fund: SSMID-Downtown District (2820) Division: Community Development Department: Planning & Community Dvlpmnt 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Revenues: Property Taxes -$ -$ 277,672$ 275,320$ 280,790$ 286,406$ Intergovernmental Property Tax Credits - - - - 15,351 30,702 Total Revenues -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Expenditures: Services -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Total Expenditures -$ -$ 277,672$ 275,320$ 296,141$ 317,108$ Activity Summary 318 DEBT SERVICE Debt Service Fund F Y 2 0 1 5 DEBT SERVICE FUND This fund accounts for annual principal and interest payments due on general obligation and taxable urban renewal revenue debt of the City. Funding is provided by the debt service property tax levy, tax increment financing, transfers from Water Operations, and loan repayments. Chapter 384.4 of the Iowa State Code provides legal authority for a city to establish a debt service fund and certify taxes to be levied in the amount necessary to pay for the principal and interest on general obligation bonds issued by the city. The debt service levy for FY2015 is $4.13 per $1,000 in valuation. Future general obligation bond issues are estimated at $9.35 million in FY2015, $12.3 million in FY2016 and $10.8 million in FY2017. Annual principal and interest payments as of June 30, 2014 are as follows: Fiscal Year Principal Interest Total 2015 11,055,000 1,637,298 12,692,298 57,755,000 2016 10,755,000 1,307,390 12,062,390 46,700,000 2017 9,175,000 991,248 10,166,248 35,945,000 2018 8,045,000 734,464 8,779,464 26,770,000 2019 5,575,000 498,729 6,073,729 18,725,000 2020 4,950,000 347,141 5,297,141 13,150,000 2021 3,625,000 213,099 3,838,099 8,200,000 2022 2,005,000 116,300 2,121,300 4,575,000 2023 1,020,000 75,245 1,095,245 2,570,000 2024 150,000 53,945 203,945 1,550,000 2025 155,000 49,745 204,745 1,400,000 2026 160,000 45,095 205,095 1,245,000 2027 165,000 39,975 204,975 1,085,000 2028 170,000 34,365 204,365 920,000 2029 175,000 28,245 203,245 750,000 2030 185,000 21,770 206,770 575,000 2031 190,000 14,925 204,925 390,000 2032 200,000 7,800 207,800 200,000 - - - - Totals at June 30, 2014 57,755,000 6,216,779 63,971,779 Annual Payments Principal Outstanding Beginning of Fiscal Year 321 City¶s Debt Policies There are currently two benchmarks used by the City of Iowa City to evaluate its financial position concerning its debt: the 5% statutory debt limit and the internal restriction on the debt service levy of 30% of the City¶s total levy. Statutory limitations which govern the issuance of debt in Iowa include Article ;I Section 3 of the state constitution, entitled ³Indebtedness of Political or Municipal Corporations.´ Language in this section restricts the level of indebtedness for Iowa municipalities to five percent (5%) of ³the value of «taxable property within such county or corporation.´ This is commonly referred to as the ³debt ceiling or debt limit.´ The graph below compares Iowa City¶s outstanding general obligation (G.O.) debt with the statutory debt limit. Total valuations for Iowa City for FY2015 are approximately $4.83 billion. The debt limit, or five percent (5%) of this amount, is about $241.3 million. Outstanding G.O. debt at June 30, 2015, totals $64.42 million, which is 26.7% of the debt limit and 1.3% of total valuations. When compared with the increase in taxable property valuations and the debt limit, Iowa City¶s general obligation outstanding debt has been on a gradual declining trend since FY2011. 322 This City¶s internal fiscal policy, which limits its ability to levy taxes for repayment of debt, specifically states that ³debt service levy shall not exceed 30% of the city levy in any one fiscal year.´ Iowa City s internal fiscal policy was revised in April 2010, upon recommendation of the Finance Director to specify that the "debt service levy shall not exceed 30% of the City levy in any one fiscal year." The following chart shows the debt service levy as a percentage of the city levy rate for FY2008 through FY2017. Fiscal years 2016 & 2017 are based on estimated financing requirements for the City¶s five-year capital improvement program. The City¶s debt service property tax levy rate for FY15 is proposed at $4.13 per $1,000 of value while the City¶s total property tax levy rate is proposed at $16.705 per $1,000 of value. The City obtains its General Obligation bond rating from Moody’s Investors Service each time a new bond is issued. The City¶s current bond rating is Aaa. Maintaining the City¶s Aaa bond is a strategic priority for the City. 323 Fund Balance The estimated ending fund balance in the Debt Service fund for fiscal year 2014 is $5,279,826. This is a decline of $540,472 or 9.3% from the fiscal year 2013 ending cash balance. The decrease in fund balance is primarily related to routine extinguishment of debt. Ending cash balance for fiscal year 2015 is estimated to be $6,122,547 which is an increase of 16.0% from fiscal year 2014. In fiscal year 2013, an adjustment is presented for the change in budget basis from cash basis to modified accrual basis of accounting. This change resulted in an upward adjustment of $124,841 in fund balance. This adjustment primarily relates to taxes and accounts receivable at year-end. 324 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 12,812,998$ 23,311,924$ 10,146,622$ 5,820,298$ 5,279,826$ 6,122,547$ Revenues: Property Taxes 12,033,351$ 12,992,676$ 12,937,886$ 12,039,013$ 12,753,095$ 12,497,443$ Delinquent Property Taxes 1,922 316 878 - - - Other City Taxes 222,283 241,722 227,873 188,638 210,174 210,174 Use Of Money And Property Interest Revenues 158,516 233,326 125,012 142,438 94,615 91,166 Intergovernmental Property Tax Credits - - - - 255,652 511,304 Miscellaneous Contrib & Donations - - 170,143 - - - Other Financial Sources Loan Repayments 37,881 39,442 535,150 26,479 183,735 187,184 Debt Sales 11,142,546 - 75,931 - - - Sub-Total Revenues 23,596,499 13,507,482 14,072,873 12,396,568 13,497,271 13,497,271 Transfers In Transfers-In from Other Funds 1,020,701 14,149,631 1,101,066 559,660 1,125,849 1,124,037 Sub-Total Transfers In 1,020,701 14,149,631 1,101,066 559,660 1,125,849 1,124,037 Total Revenues & Transfers In 24,617,200$ 27,657,113$ 15,173,939$ 12,956,228$ 14,623,120$ 14,621,308$ Expenditures: Financial Services & Charges 4,265$ -$ 6,372$ -$ -$ -$ Issuance Costs 28,896 - - - - - GO Bonds Principal 10,990,000 25,525,000 16,770,000 11,644,000 11,864,100 12,247,550 GO Bonds Interest 3,030,083 3,188,981 2,394,210 1,777,365 1,840,964 1,791,555 Revenue Bonds Principal - - - - - 130,000 Revenue Bonds Interest - - - 75,335 75,335 75,335 Sub-Total Expenditures 14,053,244 28,713,981 19,170,582 13,496,700 13,780,399 14,244,440 Transfers Out: Debt Service Funding - 12,108,434 - - - - Misc Transfers Out 65,030 - 454,522 - - - Sub-Total Transfers Out 65,030 12,108,434 454,522 - - - Total Expenditures & Transfers Out 14,118,274$ 40,822,415$ 19,625,104$ 13,496,700$ 13,780,399$ 14,244,440$ Fund Balance*, June 30 23,311,924$ 10,146,622$ 5,695,457$ 5,279,826$ 6,122,547$ 6,499,415$ Change in Accounting Method - - 124,841 - - - Adjusted Fund Balance*, June 30 23,311,924$ 10,146,622$ 5,820,298$ 5,279,826$ 6,122,547$ 6,499,415$ *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Debt Service Fund (5000 - 5999) Fund Summary City of Iowa City 325 FY2015 FY2016 2005 G.O. - Multi-purpose 7,020,000$ 2015 820,000$ 852,800$ -$ 2006A G.O. - Multi-purpose 6,265,000$ 2016 1,495,000 789,800 795,600 2006B G.O. - Taxable 1,000,000$ 2016 250,000 134,000 137,280 2006C G.O. - .Refunding 1997A Capital Loan Notes 3,350,000$ 2017 890,000 333,225 317,125 2007 G.O. - Multi-purpose 8,870,000$ 2017 3,020,000 1,083,250 1,081,875 2008A G.O. - Multi-purpose 9,150,000$ 2018 4,040,000 1,100,356 1,101,931 2008B G.O. - Refunding 1998, 1999 & 2000 Capital Loan Notes 17,005,000$ 2018 5,975,000 1,656,263 1,639,300 2009C G.O. - Multi-purpose 6,685,000$ 2019 3,570,000 790,425 792,000 2009E G.O. - Refunding 2001 G.O.5,840,000$ 2016 1,795,000 951,800 951,600 2010B G.O. - Multi-purpose 7,470,000$ 2020 4,550,000 812,975 813,775 2011A G.O. - Multi-purpose 7,925,000$ 2021 5,610,000 983,544 987,044 2011C G.O. - Refunding 2002 G.O.10,930,000$ 2021 8,520,000 1,382,538 1,374,838 2012A GO - Multi-purpose 9,070,000$ 2022 7,440,000 1,026,313 1,018,813 2012D TIF Revenue Bonds 2,655,000$ 2032 2,655,000 75,335 205,335 2013A GO - Multi-purpose 7,230,000$ 2023 6,865,000 454,475 845,875 2013B GO - Taxable 520,000$ 2015 260,000 265,200 - 2014 GO - Proposed 9,300,000$ 2024 9,300,000 1,088,100 1,088,100 2015 GO - Proposed 9,350,000$ 2025 - - 1,093,950 2016 GO - Proposed 12,300,000$ 2026 - - - 67,055,000$ 13,780,399$ 14,244,441$ Issue / Use of Funds Amount of Issue Fiscal Year Debt Paid in Full Principal Outstanding June 30, 2014 Debt Service Payments General Obligation/TIF Revenue Bonds Outstanding Debt Obligation Summary by Individual Issue 326 Fiscal Year Principal Interest Total 2015 820,000 32,800 852,800 852,800 820,000 4.00% Totals @ 6/30/14 820,000 32,800 852,800 852,800 This bond has a yearly abatement of $28,082, due to an external loan repayment from GICHF (Greater Iowa City Housing Fellowship, Peninsula Duplexes & Townhouses) Bonds due after June 1, 2013 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Payments Coupon Rate Principal Outstanding Beginning of Fiscal Year Paid from Property Tax Revenue 2005 General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2006; Interest payable 12-1 and 6-1 beginning December 1, 2005. This bond provides funding of $7.020 million for the City's 2005 Capital Improvement Program, including land acquisition costs for Fire Station #4; Iowa City's portion of the Grant Wood gymnasium's construction costs; targeted area housing rehabilitation improvements; art acquisition for public buildings and areas; acquisition of low income housing facilities; construction of a transit intermodal facility; construction, repair and maintenance of streets, bridges and the municipal airport; rehabilitation, improvement and equipping of city parks; and equipping of the fire and police departments. 327 Principal Interest Total Coupon Rate 2015 730,000 59,800 789,800 789,800 1,495,000 4.00% 2016 765,000 30,600 795,600 795,600 765,000 4.00% Totals @ 6/30/14 1,495,000 90,400 1,585,400 1,585,400 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Fiscal Year Payments Paid from Property Tax Revenue Principal Outstanding Beginning of Fiscal Year 2006A General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning December 1, 2006. This bond provides funding of $6.265 million for the City's Capital Improvement Program, including the construction, reconstruction and repairing of improvements to public ways and streets; the acquisition, installation and repair of traffic control devices and signals; equipping of the fire and police departments; the improvement and equipping of recreation grounds, including the Soccer Park; improvements to the Waterworks Prairie Park, including canoe/kayak launch area and nature trails, construction of one or more park shelters and a fishing pier;; acquisition of land for development of the Sand Lake Recreational Area; improvements to Mercer baseball fields; and targeted area housing rehabilitation improvements; the acquisition of art for public buildings and areas and window replacement to a Recreation Center. 328 Fiscal Year Principal Interest Total 2015 120,000 14,000 134,000 134,000 250,000 5.600% 2016 130,000 7,280 137,280 137,280 130,000 5.600% Totals @ 6/30/14 250,000 21,280 271,280 271,280 The annual principal and interest due, starting FY14, is 100% abated by external loan repayments from Southgate Development Company, Inc. Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Coupon Rate Payments Principal Outstanding Beginning of Fiscal Year Paid from Property Tax Revenue 2006B General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning December 1, 2006. This series was issued to provide funds for the purpose of paying costs of the construction, reconstruction and repairing of improvement to public ways and streets. 329 Fiscal Year Principal Interest Total 2015 300,000 33,225 333,225 333,225 890,000 3.700% 2016 295,000 22,125 317,125 317,125 590,000 3.750% 2017 295,000 11,063 306,063 306,063 295,000 3.750% Totals @ 6/30/14 890,000 66,413 956,413 956,413 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Coupon Rate Paid from Water Revenue Payments Principal Outstanding Beginning of Fiscal Year 2006C General Obligation Refunding Bond Issue Principal payable 6-1 beginning June 1, 2007; Interest payable 12-1 and 6-1 beginning June 1, 2007. This series was issued for the purpose of paying costs of refunding the remaining outstanding indebtedness of $3.3 million on Iowa City's General Obligation Bond Series 1997A, dated November 1, 1997. 330 Fiscal Year Principal Interest Total 2015 970,000 113,250 1,083,250 1,083,250 3,020,000 3.750% 2016 1,005,000 76,875 1,081,875 1,081,875 2,050,000 3.750% 2017 1,045,000 39,188 1,084,188 1,084,188 1,045,000 3.750% Totals @ 6/30/14 3,020,000 229,313 3,249,313 3,249,313 Bonds due after June 1, 2014 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Coupon Rate Paid from Property Tax Revenue Payments Principal Outstanding Beginning of Fiscal Year 2007 General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2008; Interest payable 12-1 and 6-1 beginning December 1, 2007. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways and streets; the reconstruction, extension and improvement of the existing Municipal Airport; the reclamation of properties from flood and construction of flood control improvements; the construction, reconstruction and repair of water mains; the rehabilitation, improvement and equipping of existing city parks; equipping of the fire and police departments; the construction, reconstruction and improvement of Fire Station #2; improvements to the Mercer baseball fields and the Sand Lake Recreational Area; improving low income housing facilities for the Greater Iowa City Housing Fellowship to provide affordable housing within the City and contributions to targeted area housing rehabilitation improvements; the acquisition of art for public buildings and areas, window replacement to a Recreation Center and miscellaneous city hall remodeling and improvements. 331 Fiscal Year Principal Interest Total 2015 955,000 145,356 1,100,356 1,100,356 4,040,000 3.500% 2016 990,000 111,931 1,101,931 1,101,931 3,085,000 3.500% 2017 1,025,000 77,281 1,102,281 1,102,281 2,095,000 3.625% 2018 1,070,000 40,125 1,110,125 1,110,125 1,070,000 3.750% Totals @ 6/30/14 4,040,000 374,694 4,414,694 4,414,694 Bonds due after June 1, 2015 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Coupon Rate Paid from Property Tax Revenue Payments Principal Outstanding Beginning of Fiscal Year 2008A General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2009; Interest payable 12-1 and 6-1 beginning December 1, 2008. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways and streets; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire, police and public works departments; improvements to the Senior Center, including tuck pointing, roof, boiler and chiller repairs; remodeling of the lower level of City Hall and other miscellaneous improvements to City Hall including purchase of an emergency generator; equipment for city offices and the acquisition of art for public buildings and areas; improvements to the Mercer baseball field and General Rehabilitation and Improvement Program housing improvements. 332 Fiscal Year Principal Interest Total 2015 1,445,000 211,263 1,656,263 1,656,263 5,975,000 3.250% 2016 1,475,000 164,300 1,639,300 1,639,300 4,530,000 3.500% 2017 1,510,000 112,675 1,622,675 1,622,675 3,055,000 3.625% 2018 1,545,000 57,938 1,602,938 1,602,938 1,545,000 3.750% Totals @ 6/30/14 5,975,000 546,175 6,521,175 6,521,175 Notes due after June 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Paid from Property Tax Revenue 2008B General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2009; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund outstanding General Obligation Bonds Series 1998, 1999 and 2000 in the amounts of $2.75, $4.75 and $9.58 million, respectively. 333 Fiscal Year Principal Interest Total 2015 670,000 120,425 790,425 790,425 3,570,000 2.750% 2016 690,000 102,000 792,000 792,000 2,900,000 3.000% 2017 710,000 81,300 791,300 791,300 2,210,000 3.000% 2018 735,000 60,000 795,000 795,000 1,500,000 4.000% 2019 765,000 30,600 795,600 795,600 765,000 4.000% Totals @ 6/30/14 3,570,000 394,325 3,964,325 3,964,325 This bond has a yearly abatement of $20,052, due to an external loan repayment from GICHF (Greater Iowa City Housing Fellowship, Berry Court) Bonds due after June 1, 2017 will be subject to call on said date or on any date thereafter upon terms of par plus accrued interest to date of call Coupon Rate Paid from Property Tax Revenue Payments Principal Outstanding Beginning of Fiscal Year 2009C General Obligation Bond Issue Principal payable 6-1 beginning June 1, 2010; Interest payable 12-1 and 6-1 beginning December 1, 2009. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; equipping of the fire department; improvements to the Salt Storage Building; the renovation, improvement and equipping of recreation grounds, including the Soccer Field and the napoleon Softball Field; the acquisition of art for public buildings and areas; roof repair and elevator improvements to a Recreation Center; City hall remodeling; miscellaneous improvements to city Hall; improvements to Mercer Swimming pool, including filter system replacement and roof repair to the Senior Center. 334 Fiscal Year Principal Interest Total 2015 880,000 71,800 951,800 951,800 1,795,000 4.000% 2016 915,000 36,600 951,600 951,600 915,000 4.000% Totals @ 6/30/14 1,795,000 108,400 1,903,400 1,903,400 The bonds are NOT subject to early redemption. Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue 2009E General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2010; Interest payable 6-1 and 12-1, beginning June 1, 2009. These notes were issued to provide funds to current refund, on June 8, 2009, $6.06 million of the outstanding General Obligation Bonds, Series 2001. 335 Fiscal Year Principal Interest Total 2015 710,000 102,975 812,975 812,975 4,550,000 2.000% 2016 725,000 88,775 813,775 813,775 3,840,000 2.000% 2017 745,000 74,275 819,275 819,275 3,115,000 2.000% 2018 765,000 59,375 824,375 824,375 2,370,000 2.250% 2019 790,000 42,163 832,163 832,163 1,605,000 2.500% 2020 815,000 22,413 837,413 837,413 815,000 2.750% Totals @ 06/30/14 4,550,000 389,975 4,939,975 4,939,975 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue 2010B General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2011; Interest payable 6-1 and 12-1, beginning December 1, 2010. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses and streets; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks and equipping of the fire, police and civil defense department and the acquisition and improvement of real estate for cemeteries, and the construction, reconstruction and repair of receiving vaults, mausoleums and other cemetery facilities; construction, reconstruction and improvement of Fire Station #4; construction of a new public works fuel facility; and renovation, improvement and equipping of recreation grounds, including soccer field renovation; elevator improvements to a recreation center; construction of a city owned evidence storage facility and miscellaneous improvements to City Hall and other departments. 336 Fiscal Year Principal Interest Total 2015 825,000 158,544 983,544 983,544 5,610,000 2.000% 2016 845,000 142,044 987,044 987,044 4,785,000 2.250% 2017 860,000 123,031 983,031 983,031 3,940,000 2.500% 2018 885,000 101,531 986,531 986,531 3,080,000 3.000% 2019 910,000 74,981 984,981 984,981 2,195,000 3.250% 2020 940,000 45,406 985,406 985,406 1,285,000 3.500% 2021 345,000 12,506 357,506 357,506 345,000 3.625% Totals @ 06/30/14 5,610,000 658,044 6,268,044 6,268,044 Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Property Tax Revenue Coupon Rate 2011A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. This series was issued for the purpose of paying costs of the construction, reconstruction, and repairing of improvements to public ways, sidewalks, overpasses, pedestrian underpasses and overpasses, bridges and streets; the opening, widening, extending, grading and draining of the right-of-way of streets, highways, avenues and public grounds and the removal and replacement of dead or diseased trees thereon; the construction, reconstruction, improvement and equipping of recreation grounds and buildings, including the construction of a marina and shelter area and elevator and entrance improvements to a recreation center, and of City Hall, including miscellaneous improvements to City Hall and other departments; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, installation and repair of traffic control devices; the rehabilitation, improvement and equipping of existing city parks, including facilities, equipment and improvements commonly found in city parks; and the equipping of the fire department. 337 Fiscal Year Principal Interest Total 2015 1,135,000 247,538 1,382,538 1,382,538 8,520,000 2.000% 2016 1,150,000 224,838 1,374,838 1,374,838 7,385,000 2.250% 2017 1,180,000 198,963 1,378,963 1,378,963 6,235,000 2.500% 2018 1,205,000 169,463 1,374,463 1,374,463 5,055,000 3.000% 2019 1,240,000 133,313 1,373,313 1,373,313 3,850,000 3.250% 2020 1,280,000 93,013 1,373,013 1,373,013 2,610,000 3.500% 2021 1,330,000 48,213 1,378,213 1,378,213 1,330,000 3.625% Totals @ 6/30/14 8,520,000 1,115,338 9,635,338 9,635,338 This bond has an estimated annual abatement of $100,000 from Library rental income Notes due after June 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Property Tax Revenue Coupon Rate 2011C General Obligation Refunding Bond Issue Principal payable 6-1, beginning June 1, 2012; Interest payable 6-1 and 12-1, beginning December 1, 2011. These notes were issued in advance of a refunding to take place on June 1, 2012, $10.58 million of the outstanding General Obligation Bonds, Series 2002 dated May 1, 2002. 338 Fiscal Year Principal Interest Total 2015 875,000 151,313 1,026,313 1,026,313 7,440,000 2.00% 2016 885,000 133,813 1,018,813 1,018,813 6,565,000 2.00% 2017 900,000 116,113 1,016,113 1,016,113 5,680,000 2.00% 2018 915,000 98,113 1,013,113 1,013,113 4,780,000 2.00% 2019 930,000 79,813 1,009,813 1,009,813 3,865,000 2.00% 2020 955,000 61,213 1,016,213 1,016,213 2,935,000 2.00% 2021 975,000 42,113 1,017,113 1,017,113 1,980,000 2.00% 2022 1,005,000 22,613 1,027,613 1,027,613 1,005,000 2.225% Totals @ 06/30/14 7,440,000 705,100 8,145,100 8,145,100 Notes due after June 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Property Tax Revenue 2012A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2013; Interest payable 6-1 and 12-1, beginning December 1, 2012 This series was issued to pay the cost of construction, reconstruction, and repair of public ways, sidewalks, bridges, culverts, retaining walls, overpasses, and pedestrian underpasses and overpasses; the opening, widening, extending, grading and draining of the right-of-way of public grounds and the removal and replacement of dead or diseased trees thereon; the reconstruction, extension and improvement of the existing Municipal Airport; the acquisition, construction, improvement and installation of street lighting fixtures, connections, and facilities; the acquisition, installation and repair of traffic control devices; the acquisition, construction, reconstruction, extension, improvement, and equipping of works and facilities useful for the collection and disposal of surface waters and streams; the improvement, reconstruction and repair of cemetery facilities; the rehabilitation, improvement and equipping of existing city parks; the acquisition, construction, reconstruction, and improvement of all waterways useful for the protection or reclamation of property situated within the corporate limits of the city from floods or high waters, and for the protection of property in the city from the effects of flood waters, including the construction of levees, embankments, structures, impounding reservoirs, or conduits, as well as the development and beautification of the banks and other area adjacent to flood control improvements; the construction, reconstruction, enlargement, improvement and equipping of City Hall, police stations, and fire stations; the construction, reconstruction, improvement and equipping of city facilities, including the construction of 339 Fiscal Year Principal Interest Total 2015 75,335 75,335 75,335 2,655,000 2016 130,000 205,335 335,335 335,335 2,655,000 1.000% 2017 130,000 204,035 334,035 334,035 2,525,000 1.300% 2018 135,000 207,345 342,345 342,345 2,395,000 1.600% 2019 135,000 205,185 340,185 340,185 2,260,000 2.000% 2020 140,000 207,485 347,485 347,485 2,125,000 2.100% 2021 140,000 204,545 344,545 344,545 1,985,000 2.300% 2022 145,000 206,325 351,325 351,325 1,845,000 2.400% 2023 150,000 207,845 357,845 357,845 1,700,000 2.600% 2024 150,000 203,945 353,945 353,945 1,550,000 2.800% 2025 155,000 204,745 359,745 359,745 1,400,000 3.000% 2026 160,000 205,095 365,095 365,095 1,245,000 3.200% 2027 165,000 204,975 369,975 369,975 1,085,000 3.400% 2028 170,000 204,365 374,365 374,365 920,000 3.600% 2029 175,000 203,245 378,245 378,245 750,000 3.700% 2030 185,000 206,770 391,770 391,770 575,000 3.700% 2031 190,000 204,925 394,925 394,925 390,000 3.750% 2032 200,000 207,800 407,800 407,800 200,000 3.900% Totals @ 06/30/14 2,655,000 3,569,300 6,224,300 6,224,300 Bonds maturing after June 1, 2021 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Property Tax Revenue Coupon Rate 2012D Taxable Urban Renewal Revenue Bonds Principal payable 6-1, beginning June 1, 2016; Interest payable 6-1 and 12-1, beginning June 1, 2013. This bond were issued to provide funds to pay costs of aiding in the planning, undertaking and carrying out of an urban renewal project, including one or more grants to Central Park, L.L.C. (the "Developer") totaling $2.5 million. 340 Fiscal Year Principal Interest Total 2015 360,000 94,475 454,475 454,475 6,865,000 1.00% 2016 755,000 90,875 845,875 845,875 6,505,000 1.00% 2017 775,000 83,325 858,325 858,325 5,750,000 1.00% 2018 790,000 75,575 865,575 865,575 4,975,000 1.00% 2019 805,000 67,675 872,675 872,675 4,185,000 1.25% 2020 820,000 57,613 877,613 877,613 3,380,000 1.45% 2021 835,000 45,723 880,723 880,723 2,560,000 1.60% 2022 855,000 32,363 887,363 887,363 1,725,000 1.75% 2023 870,000 17,400 887,400 887,400 870,000 2.00% Totals @ 06/30/14 6,865,000 565,023 7,430,023 7,430,023 Notes due after June 1, 2019 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2013A General Obligation Bond Issue Principal payable 6-1, beginning June 1, 2014; Interest payable 6-1 and 12-1, beginning December 1, 2013 This bond proceeds will be used to pay costs of the opening, widening, extending, grading, and draining of the right-of-way of streets, highways, avenues, public grounds, and market places; the construction, reconstruction, and repairing of street improvements; the acquisition, installation, and repair of traffic control devices; and the acquisition of any real estate needed for the foregoing purposes; the acquisition, construction, improvement, and installation of street lighting fixtures, connections, and facilities; the construction, reconstruction, and repair of sidewalks and pedestrian underpasses and overpasses, and the acquisition of real estate needed for such purposes; the acquisition, construction, reconstruction, and improvement of real and personal property, useful for the protection or reclamation of property situated within the corporate limits of cities from floods or high waters, and for the protection of property in cities from the effects of flood waters, as well as the development and beautification of the banks, streets, and other areas adjacent to flood control improvements; the rehabilitation and improvement of parks already owned, including facilities, equipment, and improvements commonly found in city parks; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of recreation grounds, recreation buildings, juvenile playgrounds, recreation centers, parks and the acquisition of real estate therefor; the acquisition, construction, reconstruction, enlargement, improvement, and equipping of public buildings, including but not limited to city hall, fire station #3, and the library, and the acquisition of any real estate necessary therefor; and any other purpose which is necessary for the operation of the city or the health and welfare of its citizens, including engineering and planning for flood prevention. 341 Fiscal Year Principal Interest Total 2015 260,000 5,200 265,200 265,200 260,000 2.00% Totals @ 06/30/14 260,000 5,200 265,200 265,200 The bonds are NOT subject to early redemption Payments Property Tax Revenue Principal Outstanding Beginning of Fiscal Year Coupon Rate 2013B General Obligation Taxable Bond Issue Principal payable 6-1 beginning June 1, 2014; Interest payable 12-1 and 6-1 beginning December 1, 2013. This bond proceeds will be used to pay costs of the purchase of downtown rental properties and improvement of said properties for return to single family residence. 342 ENTERPRISE FUND ACTIVITIES Parking Transit Wastewater Water Refuse Collection Landfill Airport Stormwater Management Cable Television Housing Authority F Y 2 0 1 5 PARKING FUND The Parking fund accounts for the activities of the City’s parking operations. The parking enterprise fund is a fully self-sustaining business-like activity. Revenues are primarily derived from parking meter revenue, parking ramp revenue, and parking fines. In fiscal year 2014, the Parking operations implemented a new parking revenue structure. The new structure includes an increase in on-street parking rates and parking fines, but institutes a new “first-hour-free” program in the parking garages. The structure of this program is intended to raise the usage rate of the City’s parking garages and has been endorsed by the Iowa City Downtown District (ICDD). The effect will be to lower parking ramp revenue, but raise parking meter and parking fine revenue. The Parking fund’s unassigned fund balance on June 30, 2013 was $4.76 million, a 8.8% decrease from the FY12. In FY13, an accounting adjustment was also recorded for the change in accounting basis from cash to modified accrual. This resulted in a decrease to fund balance of $172,945. The decrease was primarily due to accounts and contracts payable. FY14 year- end unassigned fund balance is estimated to drop 12.8%. These decreases are due to an increase in capital project funding. In FY15, the unassigned fund balance is estimated to increase 10.1% to $4.6 million. (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis The Parking Facility and Enforcement Automation capital project began during fiscal year 2012. The project involves the automation of operations in the parking decks and the upgrade of parking meters on street to a smart meter system. Additional pay on foot and pay in lane equipment will be placed in Capitol St., Dubuque St., and Tower Place facilities. The on-street parking meters will be upgraded to allow credit card payment and pay by cell options. This will create the ability to push real-time parking data to our customers related to parking availability on street. This will allow for better access and more convenient payment options for our customers while enhancing operational efficiencies. The total project cost is approximately $2.3 million and is being funded entirely from parking revenues. The Parking fund transferred $1.4 million towards this project in fiscal years 2012 and 2013. $1,057,221 is budgeted to be FY11 FY12 FY13 FY14 FY15 Unassigned $5,896,299 $5,220,210 $4,761,916 $4,153,791 $4,571,871 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 Fund Balance (1) 345 transferred towards this project in FY2014. This project will be fully completed by fiscal year 2015, and the impact on the operating budget will be more determinable at that time. Estimated restricted fund balance at June 30, 2015 is $1.68 million. Restricted fund balance represents $1.55 million in funds held in accordance with parking revenue bond provisions, and $134,371 in parking impact fees. A parking facility impact fee, which deals with off-street parking requirements, is required for residential development in most of the Near Southside Neighborhood. The Near Southside is bound by Burlington Street to the north, Madison Street to the west, Gilbert Street to the east, and the Iowa Interstate Railway main-line to the south. The revenues from the impact fee are used by the City to provide parking facilities in the Near Southside. A formula is used to determine the amount of required off-street parking and the amount of required parking impact fee. The Department of Housing and Inspection Services collects the fee, which may be paid in three installments, with the first installment due before the certificate of occupancy is issued. Revenue: FY15 revenue is estimated to increase 8.1% when compared to FY14 estimated revenue. This increase is anticipated due to the change in the parking rate structure. Parking service charges are approximately 89% of fund revenues and parking fines are about 9%. Expenditures: FY15 budgeted expenditures represent a 6.7% increase from FY14 estimated expenditures, due to increases in capital outlay expenditures, software maintenance and internal service fees. 89% 9% 1% 1% FY15 Adopted - $5,167,627 Service Charges Fines Lot Revenue Interest Income 43% 35% 1% 1% 20% FY15 Adopted - $4,238,247 Personnel Services Supplies Capital Outlay Debt Service 346 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 7,161,953$ 7,415,899$ 6,747,310$ 6,428,562$ 5,822,487$ 6,251,867$ Revenues: Use Of Money And Property Interest Revenues 41,798$ 39,247$ 47,422$ 39,247$ 47,422$ 47,550$ Rents 23,689 26,555 21,790 - - - Parking Meter Revenue 798,340 790,574 789,191 1,090,574 - - Parking Lot Revenue 225,194 191,355 212,500 177,495 - - Parking Ramp Revenue 3,273,999 3,295,964 3,466,776 2,832,340 - - Misc Parking Revenue 630,063 162,415 132,547 58,385 - - Charges For Fees And Services Refuse Charges 290 1,698 43 1,677 - - Parking Charges - - - - 4,608,236 4,608,250 Miscellaneous Parking Fines 297,430 274,181 253,183 474,181 475,000 475,000 Other Misc Revenue 58,611 69,951 35,707 47,835 36,969 36,970 Sub-Total Revenues 5,349,414 4,851,940 4,959,159 4,721,734 5,167,627 5,167,770 Transfers In: 1) Bond Ordinance Transfer 846,700 846,700 844,150 840,350 843,550 1,724,734 Sub-Total Transfers In 846,700 846,700 844,150 840,350 843,550 1,724,734 Total Revenues & Transfers In 6,196,114$ 5,698,640$ 5,803,309$ 5,562,084$ 6,011,177$ 6,892,504$ Expenditures: Parking Administration 1,000,620$ 1,001,218$ 946,746$ 1,050,817$ 1,175,094$ 1,203,046$ On Street Operations 807,831 739,645 786,887 778,290 912,967 871,403 Parking Lot Operations 2,633 3,750 2,738 - - - Parking Ramp Operations 1,194,488 1,349,822 1,194,908 1,303,181 1,317,936 1,351,915 Parking Debt Service 810,866 839,200 838,975 838,300 832,250 1,715,934 Sub-Total Expenditures 3,816,438 3,933,635 3,770,254 3,970,588 4,238,247 5,142,298 Transfers Out: Capital Improvement Projects 551,772 1,298,938 827,266 1,357,221 500,000 670,000 1) Debt Service Transfers 846,700 846,700 844,150 840,350 843,550 1,724,734 Interfund Loan Repayment to Landfill 727,258 287,956 507,442 - - - Sub-Total Transfers Out 2,125,730 2,433,594 2,178,858 2,197,571 1,343,550 2,394,734 Total Expenditures & Transfers Out 5,942,168$ 6,367,229$ 5,949,112$ 6,168,159$ 5,581,797$ 7,537,032$ Fund Balance*, June 30 7,415,899$ 6,747,310$ 6,601,507$ 5,822,487$ 6,251,867$ 5,607,339$ Change in Accounting Method - - (172,945) - - - Adjusted Fund Balance*, June 30 7,415,899 6,747,310 6,428,562 5,822,487 6,251,867 5,607,339 Restricted / Committed /Assigned 1,519,600 1,527,100 1,666,646 1,668,696 1,679,996 1,688,796 Unassigned Balance 5,896,299$ 5,220,210$ 4,761,916$ 4,153,791$ 4,571,871$ 3,918,543$ % of Expenditures 99%82%80%67%82%52% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Parking (7100 - 7102) Fund Summary City of Iowa City 347 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 four ramps, five surface lots, and on-street (metered) parking. Parking Services enforces parking regulation in the central business district, while the Police Department enforces parking regulations in residential areas. The division’s budget is organized into five activities: Parking Administration Parking Administration personnel consists of 3 Operations Supervisors and half of the Transportation Services Director and Associate Director positions. Administration oversees the operation of: On-Street Operations Short-term meters (1-2 hours) are concentrated in the core of the downtown. These meters are intended for shopper's use. Parking Lot Operations North Area  Schumann Lot (near Market & Dubuque)  Market Street Lot (near Gilpin's Paint) Central Area  Recreation Center Lot  Burlington Street Lot (near Mill Restaurant) South Area  Maiden Lane Parking Lot (west of Gilbert Street) Parking Ramp Operations Cashiered Garages:  Dubuque Street Garage (220 S. Dubuque Street) One block south of the Public Library  Capitol Street Garage (Burlington & Capitol Street) Adjoins Old Capitol Town Center  Tower Place & Parking (Iowa Avenue & Gilbert Street) mixed-use commercial/parking facility Unattended Garages:  Chauncey Swan Garage (Washington Street across from City Hall)  Court Street Transportation Center (Dubuque and Court Street) mixed-use commercial/parking facility. Managed by the Transit Division. Parking Debt Service Parking debt service consists of principal and interest payments on parking revenue bonds, which are repaid with parking revenue. 348 HIGHLIGHTS  Increased on-street parking rates as a part of the First Hour Free program  Continued trend of automating parking operational processes  Changed parking fine structure for expired meter violations  Entered into agreement for license plate recognition system  Implemented on-line parking permit renewals Recent Accomplishments:  Installed 1134 smart parking meters allowing for credit card payments  Implemented First Hour Free program in four parking facilities; Capitol Street, Dubuque Street, Tower Place and Court Street Transportation Center  Continue to implement recommendations of the Ad-hoc Diversity Committee through the Diversity Implementation Form  Worked with Parks and Recreation, ICPD and ICDD to phase in implementation of Ambassador Program  Extended parking enforcement hours until 6:00pm in the core of downtown  Finalizing mobile application that provides real-time parking occupancy data for gated facilities Upcoming Challenges:  Several downtown development projects are pending that could impact our operations.  Major parking facility restoration project spread over the next several years  Operational impact of increase in moped and scooter traffic  Addressing needs of bicycle users that travel to and through downtown Iowa City Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 29.25 26.25 26.25 Service Level Changes for FY2015:  Downtown Ambassador Program: a partnership with the Iowa City Downtown District to welcome and ensure guests and community members feel invited and safe Downtown. Ambassadors interact with business owners, help maintain and keep Downtown clean by providing litter removal, and work with the Downtown beat police officer on safety concerns. 349 Financial Highlights: Services expenditures increased in Parking Administration by $117,594 or 19.2% primarily due to an increase in credit card charges from the new parking meter system. Parking charge revenue in the On-Street Operations is budgeted to increase by $225,782 or 17% due to the change in the parking structure and from taking credit card payments at the meter. Services expenditures are budgeted to increase by 19.6% for the On-Street Operations and by 12.3% in the Parking Ramp Operations primarily due to the software fees associated with the new parking meter system. Capital outlay for On-Street Parking was added for $64,500 including $44,000 for electrical vehicle stations and $10,500 for a bike sharing program with the University of Iowa. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Strong Urban Core Department Goal: Provide convenient parking options Department Objective: Increase transient hours parked in downtown on-street and off- street spaces 3% Performance Measures: Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase convenience and access for parking customers Department Objective: Increase credit card usage as a payment mechanism to 75% by the end of FY2015 Performance Measures: Credit Card Usage – Access Controlled Facilities FY 2011 FY 2012 FY 2013 FY 2014 Target Transient Hours Parked 4,215,164 4,337,326 4,453,418 4,587,021 % Change 0.3% 2.9% 2.7% 3.0% FY 2011 FY 2012 FY 2013 42% 43% 53% 350 City of Iowa City Activity: Parking Administration (810110)Fund: Parking (7100) Division: Parking (810100)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 41,798$ 39,247$ 47,422$ 39,247$ 47,422$ 47,550$ Miscellaneous Parking Fines 297,430 274,181 253,183 474,181 475,000 475,000 Other Misc Revenue (79) 2 (849) - 1,500 1,500 Total Revenues 339,149$ 313,430$ 299,756$ 513,428$ 523,922$ 524,050$ Expenditures: Personnel 313,904$ 358,184$ 371,104$ 436,119$ 445,017$ 458,368$ Services 682,649 639,203 573,436 612,483 730,077 744,679 Supplies 4,067 2,130 2,206 2,215 - - Capital Outlay - 1,701 - - - - Total Expenditures 1,000,620$ 1,001,218$ 946,746$ 1,050,817$ 1,175,094$ 1,203,046$ Personnel Services - FTE 2012 2013 2014 2015 Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 Operations Supv - Trans Serv 2.50 3.00 3.00 3.00 Parking Clerk 1.00 - - - Transportation Svc Director 0.50 0.50 0.50 0.50 Total Personnel 4.50 4.00 4.00 4.00 Activity Summary 351 City of Iowa City Activity: On Street Operations (810120)Fund: Parking (7100) Division: Parking (810100)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Parking Meter Rev 798,340$ 790,574$ 789,191$ 1,090,574$ -$ -$ Parking Lot Revenue 208,814 177,495 197,380 177,495 - - Misc Parking Revenue 39,291 38,385 48,075 58,385 - - Miscellaneous Other Misc Revenue 134 (166) 594 - - - Charges For Fees And Services Parking Charges - - - - 1,552,236 1,552,250 Total Revenues 1,046,579$ 1,006,288$ 1,035,240$ 1,326,454$ 1,552,236$ 1,552,250$ Expenditures: Personnel 553,602$ 577,631$ 612,512$ 571,458$ 596,667$ 614,567$ Services 226,804 149,310 152,103 193,619 231,592 236,224 Supplies 13,145 12,704 20,932 13,213 20,208 20,612 Capital Outlay 14,280 - 1,340 - 64,500 - Total Expenditures 807,831$ 739,645$ 786,887$ 778,290$ 912,967$ 871,403$ Personnel Services - FTE 2012 2013 2014 2015 Cashier - Parking 0.75 - - - Customer Service Rep - Pkg 1.00 1.00 1.50 1.50 MW II - Transportation Serv. 3.00 3.00 3.00 3.00 Parking Enforcement Attendant 6.50 5.00 5.00 5.00 Total Personnel 11.25 9.00 9.50 9.50 Capital Outlay 2014 2015 Bike racks - replacement/expansion -$ 10,000$ Bike sharing program with U of I - 10,500 Electric Vehicle Charging Stations - 44,000 Total Capital Outlay -$ 64,500$ Activity Summary 352 City of Iowa City Activity: Parking Lot Operations (810130)Fund: Parking (7100) Division: Parking (810100)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Parking Lot Revenue 16,380$ 13,860$ 15,120$ -$ -$ -$ Total Revenues 16,380$ 13,860$ 15,120$ -$ -$ -$ Expenditures: Services 2,633$ 3,750$ 2,738$ -$ -$ -$ Total Expenditures 2,633$ 3,750$ 2,738$ -$ -$ -$ Activity Summary 353 City of Iowa City Activity: Parking Ramp Operations (810140)Fund: Parking (7100) Division: Parking (810100)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents 23,689$ 26,555$ 21,790$ -$ -$ -$ Parking Ramp Revenue 3,273,999 3,295,964 3,466,776 2,832,340 - - Charges For Fees And Services Refuse Charges 290 1,698 43 1,677 - - Parking Charges - - - - 3,056,000 3,056,000 Miscellaneous Other Misc Revenue 58,556 70,115 35,962 47,835 35,469 35,470 Total Revenues 3,356,534$ 3,394,332$ 3,524,571$ 2,881,852$ 3,091,469$ 3,091,470$ Expenditures: Personnel 780,143$ 841,733$ 713,089$ 747,843$ 762,049$ 784,910$ Services 339,409 419,744 434,189 463,214 520,093 530,495 Supplies 36,387 65,810 38,455 92,124 35,794 36,510 Capital Outlay 38,549 22,535 9,175 - - - Total Expenditures 1,194,488$ 1,349,822$ 1,194,908$ 1,303,181$ 1,317,936$ 1,351,915$ Personnel Services - FTE 2012 2013 2014 2015 Cashier - Parking 11.50 11.25 9.75 9.75 M.W. I - Parking Systems 4.00 4.00 2.50 2.50 M.W. II - Parking Syst (Night) 1.00 - - - Sr M.W. - Parking & Transit 0.50 0.50 0.50 0.50 Total Personnel 17.00 16.25 12.75 12.75 Activity Summary 354 City of Iowa City Activity: Parking Debt Service (810180)Fund: Parking (7100 - 7101) Division: Parking (810100)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Other Financial Sources Misc Parking Revenue Parking Impact Fees 590,772$ 124,030$ 84,472$ -$ -$ -$ Transfers In: Bond Ordinance Transfer (From Parking Unrestricted to Restricted for Debt Service)846,700 846,700 844,150 840,350 843,550 1,724,734 Total Revenues & Transfers In 1,437,472$ 970,730$ 928,622$ 840,350$ 843,550$ 1,724,734$ Expenditures: Services (60)$ -$ -$ -$ -$ -$ Lease-purchase Payments - - - - - 882,984 Revenue Bonds Principal & Interest Payments 810,926 839,200 838,975 838,300 832,250 832,950 Sub-Total Expenditures 810,866 839,200 838,975 838,300 832,250 1,715,934 Transfers Out: To Landfill - Repay for S Side Parking Land Acquisition.590,772 124,030 - - - - Sub-Total Transfers Out 590,772 124,030 - - - - Total Expenditures & Transfers Out 1,401,638$ 963,230$ 838,975$ 838,300$ 832,250$ 1,715,934$ Activity Summary 355 Issue / Use of Funds Amount of Issue Principal Interest Total Obligation 2009F Revenue Refunding of Series 1999 Revenue Bonds 9,110,000 2025 838,300 7,145,000 1,848,613 8,993,613 2015 Parking Lease-Purchase Agreement - Proposed 12,000,000 2036 0 0 0 0 Total - Parking Revenue Bonds 838,300 7,145,000 1,848,613 8,993,613 Fiscal Year Debt Paid in Full Parking Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue Principal & Interest Payments FY2014 Outstanding June 30, 2014 356 Fiscal Year Principal Interest Total 2015 540,000 292,250 832,250 832,250 7,145,000 3.00% 2016 560,000 272,950 832,950 832,950 6,605,000 4.00% 2017 580,000 250,150 830,150 830,150 6,045,000 4.00% 2018 605,000 226,450 831,450 831,450 5,465,000 4.00% 2019 625,000 201,850 826,850 826,850 4,860,000 4.00% 2020 650,000 176,350 826,350 826,350 4,235,000 4.00% 2021 680,000 148,900 828,900 828,900 3,585,000 4.25% 2022 705,000 119,469 824,469 824,469 2,905,000 4.25% 2023 735,000 88,869 823,869 823,869 2,200,000 4.25% 2024 770,000 54,000 824,000 824,000 1,465,000 5.00% 2025 695,000 17,375 712,375 712,375 695,000 5.00% Totals @ 06/30/14 7,145,000 1,848,613 8,993,613 8,993,613 Bonds due after July 1, 2017 will be subject to call for prior redemption Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Paid by Parking Revenues 2009 Parking Revenue Bond Issue Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2011 This $9,110,000 bond issue was used to refund the 1999 Parking Revenue Bonds. 357 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. These activities were transferred from the General fund to the enterprise fund in fiscal year 2013. With the FY13 budget, Transit operations were transitioned to an enterprise fund. Fund balance and other trends will continue develop. In fiscal years 2011 and 2012, the transit operations were within the General Fund. An adjustment to fund balance was also made in FY13 for the change in accounting method from cash basis to accrual basis. This resulted in a downward adjustment of $456,213 in fund balance. This decrease was a result of accounts and contracts payable at year-end. The FY14 projected fund balance is estimated as 16.9% lower than FY13. For FY15, the unassigned fund balance is estimated to increase from the FY14 revised budget by 19.9%. Assigned fund balance is for bus replacement reserves. (1) FY14 and FY15 figures are estimates An inter-fund loan was made in fiscal year 2006 from the Landfill fund to the Transit operations for the construction of a day care center at the Court Street Transportation Facility. The loan was a 10 year loan for 513,181. A loan payment transfer is budgeted in FY15 for $56,388 to the Landfill fund. The loan will be fully repaid in fiscal year 2016. Revenue: The Transit fund is funded through several revenue sources:  Federal Operating Assistance: Based on an MPOJC formula, these funds are distributed annually between Cambus, Coralville Transit, and Iowa City Transit. State Operating Assistance: Job Access and Reverse Commute Program (JARC), is a Federally-funded, application-based grant program, with annual allocations. This is 34.7% of FY15 budgeted revenue.  Transit Property Tax Levy: Iowa State Code chapter 384.12.10 provides the legal authority for municipalities to levy additional taxes, including “a tax for the operation and maintenance of a municipal transit system…” Iowa City FY11 FY12 FY13 FY14 FY15 Unassigned $-$-$2,113,868 $1,755,850 $2,105,746 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 Fund Balance (1) 358 transit property tax levy is $.95 per thousand of valuation. These property tax funds are collected in the General fund and transferred to the Transit fund.  Fares: Fares amount to 32% of the Transit fund revenue. Fare increases were last implemented during fiscal year 2013.  Court Street Transportation Parking and Rent Revenues: These revenues include all hourly ($1.00 per hour after the first hour) and permit ($80 per month) parking as well as rent from the commercial properties.  Other Revenue: In addition to fare increases, the Transit fund receives revenue from advertising and other miscellaneous sources. FY15 revenue is projected to remain flat from the FY14 revised revenue estimates. The budget estimates a greater percentage of the Transit revenue to come from the Federal operating subsidy (9% increase) in FY15 and a slightly lower percentage (2% decrease) from transit fees compared to FY14. The Transit Property Tax Levy estimated at $2.97 million will be transferred into the Transit fund from the General fund in FY15. Combined with the funding from other governments, approximately $4.95 million of the $7 million in revenues and transfers in or 70.7% is from sources of revenue that are not generated by the transit operations. Expenditures: FY15 budgeted expenditures represent a 4.1% decrease from the FY14 revised estimate, with the primary difference coming from a decrease in capital outlay expenditures. The FY15 budget includes a $54,000 capital project transfer for the replacement and upgrade of security camera recorders on the buses. 32% 49% 19% 0% FY15 Adopted - $4,032,763 Charges for Services Intergovernmental Use of Money & Property Miscellaneous 58% 24% 17% 1% FY15 Adopted - $6,544,321 Personnel Services Supplies Capital Outlay 359 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 -$ -$ -$ 3,859,793$ 3,501,775$ 3,851,671$ Revenues: Use Of Money And Property Interest Revenues -$ -$ 11,353$ -$ 11,353$ 11,380$ Rents - - 124,530 134,558 124,530 129,540 Parking Ramp Revenue - - 652,919 632,274 - - Intergovernmental Fed Intergovnt Rev - - 1,043,854 1,025,000 1,400,144 1,212,570 Other State Grants - - 644,416 754,675 548,941 516,050 Local 28E Agreements - - 120,413 32,844 32,844 32,850 Charges For Fees And Services Transit Fees - - 1,292,339 1,365,129 1,290,908 1,290,910 Misc Charges For Svc - - 3,016 75,000 3,000 3,000 Refuse Charges - - 1,541 2,518 1,541 2,030 Parking Charges - - - - 618,141 625,210 Miscellaneous Misc Merchandise - - 1,361 1,112 1,361 1,240 Other Misc Revenue - - 736 5,994 - - Sub-Total Revenues - - 3,896,478 4,029,104 4,032,763 3,824,780 Transfers In: Transfers In - General Fund - - 4,027,141 - - - Transfer In - Transit Property Tax Levy - - 2,754,939 2,869,291 2,971,842 2,971,842 Transfer In - Operations to Imprv Resrv - - 1,892,475 - - - Sub-Total Transfers In - - 8,674,555 2,869,291 2,971,842 2,971,842 Total Revenues & Transfers In -$ -$ 12,571,033$ 6,898,395$ 7,004,605$ 6,796,622$ Expenditures: Mass Transit Admin -$ -$ 345,618$ 484,357$ 446,316$ 458,027$ Mass Transit Operations - - 4,112,979 4,710,787 4,298,021 4,362,734 Fleet Maintenance - - 1,539,029 1,482,792 1,651,527 1,689,883 Court St Transportation Center - - 158,075 149,153 148,457 151,716 Sub-Total Expenditures - - 6,155,701 6,827,089 6,544,321 6,662,361 Transfers Out: Capital Project Fund - - 152,622 374,000 54,000 200,000 InterFund Loan Repay Landfill - - 54,229 55,324 56,388 29,651 Reserve Transfers Out - - 1,892,475 - - - Sub-Total Transfers Out - - 2,099,326 429,324 110,388 229,651 Total Expenditures & Transfers Out -$ -$ 8,255,027$ 7,256,413$ 6,654,709$ 6,892,012$ Fund Balance*, June 30 -$ -$ 4,316,006$ 3,501,775$ 3,851,671$ 3,756,281$ Change in Accounting Method - - (456,213) - - - Adjusted Fund Balance*, June 30 - - 3,859,793 3,501,775 3,851,671 3,756,281 Restricted / Committed /Assigned - - 1,745,925 1,745,925 1,745,925 1,745,925 Unassigned Balance -$ -$ 2,113,868$ 1,755,850$ 2,105,746$ 2,010,356$ % of Expenditures 26%24%32%29% * Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 ** See General Fund for Transit Activity Prior to 2013, Beginning Cash Reclassified from General Fund in 2013 Transit (7150 - 7151) Fund Summary City of Iowa City 360 TRANSIT OPERATIONS The Transit Division is a self-supporting enterprise fund that provides fixed-route and paratransit bus services as well as operating the Court Street Transportation Center. The division is committed to providing safe, courteous, and quality transportation to the citizens and visitors of Iowa City as well as the City of University Heights. The division’s budget is organized into four activities: Transit Administration Transit Administration personnel consists of two Operations Supervisors, a 0.5 FTE Customer Service Representative, and half of the Transportation Services Director and Associate Director positions. Administration oversees the operation of: Mass Transit Operations (fixed-route and paratransit services) Iowa City Transit fixed route operations include 19 routes during weekday peak service within the corporate limits of Iowa City and University Heights. Fixed route bus service is operated with a 27 bus fleet, Monday - Friday from 5:45 am - 11:20 pm, Saturday from 5:45 am - 7:40 pm. During peak hours, most routes operate on 30 minute headways while providing hourly service during off-peak and Saturdays. Complimentary paratransit service is provided mirroring the hours of operation of the fixed route service. These services are contracted through an agreement with Johnson County SEATS with vehicles provided by the City of Iowa City. Fleet Maintenance Iowa City Transit maintains a fleet of 27 40 ft. heavy duty buses and 10 paratransit buses, all of which are ADA accessible. Court Street Transportation Center In addition to operating the public transit services, Iowa City Transit also operates the Court Street Transportation Center. This multi-use facility houses a 600 space parking facility and four commercial properties. This facility was FTA funded resulting in all revenues being directed to the transit fund. HIGHLIGHTS  Provided 1,879,594 passenger trips in FY13  Provided service covering 712,000 miles and 54,500 hours  Contracted paratransit service provided 101,700 passenger trips in FY13  Joint project with Coralville Transit to implement new fare collection system utilizing 50% grant funds 361 Recent Accomplishments:  Purchased 1 new 20 passenger Light Duty bus utilizing 80% FTA funding. Received grant funding for replacement of 4 Light Duty buses to replace aging para-transit vehicles.  Continuing partnership with University of Iowa-Cambus and Coralville Transit, began design of automated trip planner system.  Expanded and restructured Eastside Loop route to make more efficient.  Completed negotiations of a five year 28E Agreement with Johnson County to provide para-transit services.  Installed access and revenue control equipment at the Court Street Transportation Center, which allowed us to offer “first hour free”. Upcoming Challenges:  Property tax reform will impact our transit levy funds which currently are $2.9 million annually.  The current transit maintenance and storage facility is located on a former uncontrolled dump site which is also a highly desirable location for development. Relocation of this facility continues to be a priority for the department but funding this facility may be a challenge due to the decrease in transit capital funding. Working with MPOJC to develop planning documents.  Increase in cost of para-transit services. Some of this has been offset by rate increases and service cuts. Staffing: FY 2013 Actual FY 2014 Actual FY 2015 Adopted Total FTE’s 51.75 51.25 51.25 Service Level Changes for FY 2015:  The SEATS para-transit service will have service cuts as a result of reduced funding from Johnson County. This will be coupled with an increase in fees for this same service and an increase in maintenance costs as the City takes over the para-transit fleet maintenance from the County. Financial Highlights: Services expenditures in Mass Transit Administration increased by 36.3% or $44,686 primarily due to an increase in insurance costs. Personnel expenditures decreased by $82,513 or 22.9% primarily due to staff turnover. Supplies expenditures in the Fleet Maintenance activity increased by $161,279 or 17.4% due to an increase in the price of diesel fuel and due to a budget estimate of $60,000 for the cost of repair and maintenance supplies for the para-transit bus fleet. 362 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Provide safe, courteous, and quality transportation services Department Objective: Increase Rides per Revenue Hour to 37 by FY 2015 Performance Measures: Riders per Revenue Vehicle Hour Strategic Plan Goal: A Solid Financial Foundation Department Goal: Increase fare-box/expense ratio Department Objective: Fare-box revenues to cover 33% of operating costs by the end of FY2015 Performance Measures: Fare-box/Expense Ratio FY 2011 FY 2012 FY 2013 33.39 35.70 34.50 FY 2011 FY 2012 FY 2013 22% 21% 27% 363 City of Iowa City Activity: Mass Transit Admin (810210)Fund: Transit (7150) Division: Mass Transit (810200)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues -$ -$ 11,353$ -$ 11,353$ 11,380$ Miscellaneous Other Misc Revenue - - 345 - - - Other Financial Sources Transfer In - Transit Property Tax Levy - - 2,754,939 2,869,291 2,971,842 2,971,842 Transfer In - Imprv Resrv to Operations - - 1,618,372 - - - Total Revenues -$ -$ 4,385,009$ 2,869,291$ 2,983,195$ 2,983,222$ Expenditures: Personnel -$ -$ 195,840$ 361,005$ 278,492$ 286,847$ Services - - 150,707 122,999 167,685 171,039 Supplies - - (929) 353 139 142 Total Expenditures -$ -$ 345,618$ 484,357$ 446,316$ 458,027$ Personnel Services - FTE 2012 2013 2014 2015 Assoc Dir -Trans Service 0.50 0.50 0.50 0.50 Customer Service Rep - Pkg - - 0.50 0.50 Operations Supv - Trans Serv 2.50 2.00 2.00 2.00 Transportation Svc Director 0.50 0.50 0.50 0.50 Total Personnel 3.50 3.00 3.50 3.50 * See General Fund for Transit activity prior to 2013 Activity Summary 364 City of Iowa City Activity: Mass Transit Operations (810220)Fund: Transit (7150) Division: Mass Transit (810200)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Intergovernmental Fed Intergovnt Rev -$ -$ 1,043,854$ 1,025,000$ 1,400,144$ 1,212,570$ Other State Grants - - 644,416 754,675 548,941 516,050 Local 28E Agreements - - 120,413 32,844 32,844 32,850 Charges For Fees And Services Transit Fees - - 1,292,339 1,365,129 1,290,908 1,290,910 Misc Charges For Svc - - 3,016 75,000 3,000 3,000 Miscellaneous Other Misc Revenue - - 142 1,107 - - Total Revenues -$ -$ 3,104,180$ 3,253,755$ 3,275,837$ 3,055,380$ Expenditures: Personnel -$ -$ 2,886,328$ 2,789,388$ 2,975,261$ 3,064,519$ Services - - 1,193,827 1,349,601 1,245,926 1,270,845 Supplies - - 28,592 21,442 26,834 27,371 Capital Outlay - - 4,232 550,356 50,000 - Total Expenditures -$ -$ 4,112,979$ 4,710,787$ 4,298,021$ 4,362,734$ Personnel Services - FTE 2012 2013 2014 2015 Customer Service Rep - Transit 1.00 1.00 - - M.W. I - Transit 3.00 2.00 2.00 2.00 M.W. II - Transit 1.00 - - - Mass Transit Operator 37.75 37.75 37.75 37.75 M.W. II - Transit - 1.00 1.00 1.00 M.W. II - Transportation Serv. 1.00 - - - Sr. M.W. - Parking & Transit 0.50 0.50 0.50 0.50 Total Personnel 44.25 42.25 41.25 41.25 Capital Outlay 2014 2015 Fare boxes 543,000$ -$ Mobile hoist system - 40,000 Air conditioning treatment equipment - 10,000 Video camera for court street ramp 7,356 - Total Capital Outlay 550,356$ 50,000$ Activity Summary 365 City of Iowa City Activity: Fleet Maintenance (810230)Fund: Transit (7150) Division: Mass Transit (810200)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Refuse Charges -$ -$ 1,541$ 2,518$ 1,541$ 2,030$ Miscellaneous Misc Merchandise - - 1,361 1,112 1,361 1,240 Other Misc Revenue - - 249 4,887 - - Total Revenues -$ -$ 3,151$ 8,517$ 2,902$ 3,270$ Expenditures: Personnel -$ -$ 485,485$ 521,266$ 532,584$ 548,562$ Services - - 32,409 34,071 30,209 30,813 Supplies - - 896,863 927,455 1,088,734 1,110,509 Capital Outlay - - 124,272 - - - Total Expenditures -$ -$ 1,539,029$ 1,482,792$ 1,651,527$ 1,689,883$ Personnel Services - FTE 2012 2013 2014 2015 Mechanic II - Transit 2.00 2.00 2.00 2.00 Mechanic III - Transit 2.00 2.00 2.00 2.00 Operations Supv - Trans Serv 1.00 1.00 1.00 1.00 Parts/Data Entry Clk - Transit 1.00 1.00 1.00 1.00 Body Repair Mechanic 1.00 - - - Total Personnel 7.00 6.00 6.00 6.00 * See General Fund for Transit activity prior to 2013 Activity Summary 366 City of Iowa City Activity: Court St Transportation Center (810240)Fund: Transit (7150) Division: Mass Transit (810200)Department: Transportation Services 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents -$ -$ 124,530$ 134,558$ 124,530$ 129,540$ Parking Ramp Revenue - - 652,919 632,274 - - Charges For Fees And Services Parking Charges - - - - 618,141 625,210 Total Revenues -$ -$ 777,449$ 766,832$ 742,671$ 754,750$ Expenditures: Personnel -$ -$ 62,629$ 32,604$ 29,005$ 29,875$ Services - - 93,716 102,554 115,930 118,249 Supplies - - 1,730 13,995 3,522 3,592 Total Expenditures -$ -$ 158,075$ 149,153$ 148,457$ 151,716$ Personnel Services - FTE 2012 2013 2014 2015 M.W. I - Parking Systems 1.00 0.50 0.50 0.50 Total Personnel 1.00 0.50 0.50 0.50 * See General Fund for Transit activity prior to 2013 Activity Summary 367 WASTEWATER TREATMENT FUND The Wastewater Treatment fund accounts for the business-like operations of the City’s wastewater/sewer utility. The wastewater utility operates the City’s two waste treatment plants, the sanitary sewer collection system, and the wastewater monitoring operations. The Wastewater fund is primarily supported through user fees. The wastewater operations are currently undergoing a major transformation. The City is currently completing expansion of the South Wastewater Plant and relocating the North Wastewater Treatment Plant operations into the South Plant. The project estimate is $55 million, with funding of $41.4 million from state and federal grants, $8.6 million from Local Option Sales Tax revenue, and $5 million from Wastewater user fees. This project has spanned several years and is scheduled for completion in FY15. Closure and removal of the North Treatment Plant is planned following the completion of the south plant expansion. Reconstruction of the North River Corridor Trunk Sewer is scheduled for FY2015-2016 and is to be constructed in conjunction with the Gateway project. It will replace two existing sewers with a single sewer the will be sized to the existing drainage area plus 5,700 acres of the Rapid Creek watershed north of I-80. The existing sewers were constructed in 1983 and 1936. Total project estimate is for $5.1 million and is to be funded from Wastewater user fees. The fiscal year 2015 and 2016 budgets each include a transfer of $2 million for this project. (1) FY14 and FY15 figures are estimated; FY11 and FY12 are cash basis The Wastewater fund’s unassigned fund balance at FY13 year-end increased to approximately $14.1 million. The increase is primarily due to an upward adjustment for the change in accounting method from cash basis to modified accrual basis. The adjustment primarily represents sewer fees receivable at year end. Restricted cash balance was approximately $10 million at the end of fiscal year 2013. These funds are restricted in accordance with revenue bond covenants. FY11 FY12 FY13 FY14 FY15 Unassigned $12,861,879 $13,546,595 $14,063,169 $13,336,460 $12,502,127 $11,500,000 $12,000,000 $12,500,000 $13,000,000 $13,500,000 $14,000,000 $14,500,000 Fund Balance (1) 368 FY14 year-end unassigned fund balance is estimated to drop 5.2% from FY13, and FY15 year- end balance is estimated to fall another 6.3%. These decreases are primarily due to the continuation of major capital project expenditures. Bond covenant requirements are monitored on an accrual basis and reported in the City’s Consolidated Annual Financial Report. Restricted cash balance is expected to decrease to $9.86 million in fiscal year 2015. Revenues: Approximately 97% of Wastewater operations are funded through charges for services. Wastewater Operations are funded by sewer user fees, per the following schedule: Minimum Monthly Charge (includes the first 100 cu. ft. used) $8.15 Each Additional 100 cu. ft. $3.99 BOD (per pound) 300 mg/L or less included in charge for 100 cu. ft. of water used BOD (per pound) from 301 mg/L to 2000 mg/L $0.28 per pound BOD (per pound) greater than 2000 mg/L $0.425 per pound Suspended Solids (SS) per pound $0.227 per pound Monthly Minimum, Unmetered User $33.36 per month Manufactured Housing Park, Monthly Minimum per lot $33.36 per month Holding Tank Waste - plus landfill fees $0.032 per gallon Holding Tank Waste Hauler - Annual Permit $907.00 per year Overall, the FY15 budgeted revenue is estimated at 2.2% higher than the FY14 estimate. The increase stems primarily from the increase in revenue in FY13 actual revenue due to drought conditions. No changes are proposed in the FY15 budget to the City’s sewer rate structure. Use of Money & Property primarily consists of interest on investments. 97% 1% 2% FY15 Adopted - $13,283,613 Charges for Services Misc Revenue Use of Money & Property 369 Expenditures: The FY15 budgeted expenditures are 2.1% higher than the estimated FY2014 expenditures. The FY15 Wastewater budget also splits the Lift Station expenditures out of the Collection Systems cost center into its own cost center for accounting purposes. The impact of the plant renovations and closure will not be fully known until after the completion of the FY15 budget. The Wastewater fund added a .25 FTE for a Project Support Assistant in FY15. This position is being split between the Water, Wastewater, and Storm Sewer funds. Debt service expenditures account for 45% of the Wastewater fund’s total expenditures. 20% 26% 6% 3% 45% FY15 Adopted - $10,332,884 Personnel Services Supplies Capital Outlay Debt Service 370 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 41,380,120$ 24,863,582$ 25,451,053$ 24,137,050$ 23,311,727$ 22,362,456$ Revenues: Licenses And Permits Misc Permits & Lic 4,855$ 5,896$ 6,604$ 5,896$ 6,604$ 6,610$ Use Of Money And Property Interest Revenues 300,965 276,163 291,054 276,163 291,054 291,850 Royalties & Commiss 248 271 274 271 274 280 Charges For Fees And Services Misc Charges For Svc 75,696 8,665 1,386 8,665 360 364 Wastewater Charges 12,682,773 12,548,976 12,889,204 12,548,976 12,889,204 12,712,490 Refuse Charges - 3,421 - 3,421 1,026 1,026 Miscellaneous Misc Merchandise 222 323 524 323 524 530 Other Misc Revenue 53,537 151,486 94,567 151,486 94,567 94,570 Other Financial Sources Sale Of Assets 8,588 469 - - - - Sub-Total Revenues:13,126,884 12,995,670 13,283,613 12,995,201 13,283,613 13,107,720 Transfers In: Debt Sales - - - 7,000,000 - - 1) Bond Ordinance Trans 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 Sub-Total Transfers In 6,485,896 6,488,050 4,581,311 11,570,067 4,559,962 4,488,036 Total Revenues & Transfers In 19,612,780$ 19,483,720$ 17,864,924$ 24,565,268$ 17,843,575$ 17,595,756$ Expenditures: Wastewater Administration 1,753,074$ 1,759,669$ 1,447,946$ 1,682,245$ 1,634,979$ 1,649,567$ Wastewater Treatment Plant Ops 2,707,145 2,918,215 2,824,314 2,914,034 3,041,683 3,113,956 Lift Stations - - - - 361,934 213,623 Wastewater Collection Systems 753,939 869,541 839,205 851,549 619,388 635,808 Wastewater Debt Service 23,014,004 6,308,000 6,411,888 4,668,681 4,674,900 4,695,119 Sub-Total Expenditures 28,228,162 11,855,425 11,523,353 10,116,509 10,332,884 10,308,073 Transfers Out: Capital Project Fund 1,394,822 529,740 4,584,177 10,704,015 3,900,000 2,500,000 1) Debt Service Funding 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 Operating Subsidy 20,438 23,034 23,784 - - - Sub-Total Transfers Out 7,901,156 7,040,824 9,189,272 15,274,082 8,459,962 6,988,036 Total Expenditures & Transfers Out 36,129,318$ 18,896,249$ 20,712,625$ 25,390,591$ 18,792,846$ 17,296,109$ Fund Balance*, June 30 24,863,582$ 25,451,053$ 22,603,352$ 23,311,727$ 22,362,456$ 22,662,103$ Change in Accounting Method - - 1,533,698 - - - Adjusted Fund Balance*, June 30 24,863,582 25,451,053 24,137,050 23,311,727 22,362,456 22,662,103 Restricted / Committed /Assigned 12,001,703 11,904,458 10,073,881 9,975,267 9,860,329 9,653,246 Unassigned Balance 12,861,879$ 13,546,595$ 14,063,169$ 13,336,460$ 12,502,127$ 13,008,857$ % of Expenditures 36%72%68%53%67%75% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Wastewater Treatment (7200 - 7201) Fund Summary City of Iowa City 371 WASTEWATER TREATMENT OPERATIONS The Iowa City Wastewater division exists in order to economically ensure the public health and safety of the citizens of Iowa City and locally protect the Iowa River as a water resource for the people of Iowa. The division will achieve the mission by providing proper care, operation, and maintenance of City wastewater and storm water collection systems, treatment plants, and the local environment. Wastewater Treatment processes an average of 9.7 million gallons of wastewater per day. Staff members measure and report 120 different tests per month to the Iowa Department of Natural Resources (DNR) for both influent waste and treated effluent. Other major work elements for this division include sewer main repairs, preventative maintenance, and 24/7 response to emergency sewer calls. Staffing is seven days a week for operations staff. Administrative, lab, and maintenance staff are on-site five days a week. The division’s budget is organized into five activities: Wastewater Administration Wastewater Administration personnel consists of 0.5 FTE Wastewater Superintendent, 1.0 FTE Assistant Superintendent, and 0.5 FTE Senior Clerk. Administration oversees the operation of: Wastewater Treatment Plant Operations The Wastewater division operates and maintains only one treatment plant now. The South Plant, located at 4366 Napoleon St. SE, was expanded in 2013 to accommodate more stringent water quality standards and future growth in residential and industrial customers. The North Plant, in service for 79 years, has been decommissioned. Wastewater Collection Systems The Wastewater division maintains 300 miles of sanitary sewer. The division also operates and maintains 18 lift stations throughout the City. Wastewater lift stations are facilities designed to move wastewater from lower to higher elevation, particularly where the elevation of the source is not sufficient for gravity flow and/or when the use of gravity conveyance will result in excessive excavation depths and high sewer construction costs. Wastewater Debt Service Wastewater debt service consists of principal and interest payments on wastewater revenue bonds, which are repaid with wastewater revenue. 372 HIGHLIGHTS  The total treatment capacity for both City plants is 24 million gallons/day under average conditions.  Treatment Plant operations accomplish 95.5% removal of CBOD, suspended solids, and ammonia nitrogen – the key pollutants required to be monitored.  Preventive maintenance jetting of the sewer collection system covers 15% per year and video inspection covers 5% per year of the 300 miles of public sewer.  Sewer emergency call response takes place within 30 minutes, 24 hours per day. Recent Accomplishments:  The decommissioning of the North Wastewater Treatment plant has consolidated operations at the South Plant, with a potential for improved efficiency and economic development potential at the former plant location.  The Wastewater division analyzes 6,376 required samples for compliance with NPDES requirement, with 1 sample at the South Plant exceeding limits in CY13, a compliance rate of 99.9%.  18 out 26 division Staff are certified Treatment Plant Operators by the state of Iowa. The staff collectively carries15 additional technical certifications. Upcoming Challenges:  Completion and start-up of the expanded facilities at the South Plant will require compliance with new and more stringent effluent limits.  The North River Trunk Sewer reconstruction will provide future development capacity, improve the sewer system reliability, and decrease infiltration.  Flooding in 2013 revealed a compromised interceptor line along the east bank of the Iowa River. Lining of this section will decrease infiltration, which will reduce pumping costs. Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 25.40 24.40 24.65 Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2015:  North Treatment Plant will be decommissioned and flows will be directed to the expanded South Treatment Plant. 373 Financial Highlights: Services expenditures increased by $235,063 or 26.2% in the Wastewater Treatment Plant operations due to the increase in electricity stemming from transferring the North Plant operations to the South Plant. Supplies expenditures decreased by $108,353 or 18.8% in FY2015 also due to the closure of the North Plant operations. The Lift Stations activity was split from the Wastewater Collection Systems budget into its own budget. The FY2015 budget for Lift Stations is $361,934 which includes capital outlay for process instruments for $152,500. The Wastewater Collection Systems budget decreased by $232,161 in FY2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Department Goal: Protect the City’s natural resources and waterways for public health, recreation opportunities and development. Department Objective: Meet or exceed DNR permit requirements for sanitary sewer systems. Performance Measures: Carbonaceous Biochemical Oxygen Demand (CBOD) – Percent Removal* Total Suspended Solids (TSS) – Percent Removal* Ammonia (NH3) – Percent Removal* * Higher Number is Better Goal FY 2011 FY 2012 FY 2013 98.0% 97.7% 97.8% 97.0% Goal FY 2011 FY 2012 FY 2013 98.0% 97.1% 97.3% 97.6% Goal FY 2011 FY 2012 FY 2013 97.0% 91.9% 91.3% 96.7% 374 Strategic Plan Goal: Healthy Neighborhoods, Strategic Economic Development Activities, & Enhanced Communication and Marketing Department Goal: Protect public and private property from water damage and health hazards Department Objective: Control Sanitary Sewer Overflows (SSO – sewer backups) Performance Measures: Number of SSOs per Year** Sewer Jetting, Miles per Year* Video Inspection, Miles per Year* * Higher Number is Better ** Lower Number is Better FY 2011 FY 2012 FY 2013 FY 2014 Estimate 5 4 9 6 FY 2011 FY 2012 FY 2013 FY 2014 Estimate 40 39.1 45.5 45 FY 2011 FY 2012 FY 2013 FY 2014 Estimate 4.5 15.7 19.2 18 375 City of Iowa City Activity: Wastewater Administration (720110)Fund: Wastewater Treatment (7200) Division: Wastewater (720100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 295,450$ 276,163$ 291,054$ 276,163$ 291,054$ 291,850$ Charges For Fees And Services Wastewater Charges 12,681,817 12,548,566 12,880,269 12,548,566 12,880,269 12,703,550 Miscellaneous Other Misc Revenue 1,068 - 941 - 941 940 Other Financial Sources Sale of Assets 8,588 429 - - - - Total Revenues 12,986,923$ 12,825,158$ 13,172,264$ 12,824,729$ 13,172,264$ 12,996,340$ Expenditures: Personnel 198,011$ 205,669$ 192,845$ 206,456$ 228,826$ 235,691$ Services 1,494,905 1,507,861 1,207,636 1,400,812 1,350,119 1,377,121 Supplies 60,158 46,139 47,465 47,477 36,034 36,755 Capital Outlay - - - 27,500 20,000 - Total Expenditures 1,753,074$ 1,759,669$ 1,447,946$ 1,682,245$ 1,634,979$ 1,649,567$ Personnel Services - FTE 2012 2013 2014 2015 Asst Supt - Wastewater 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 Project Support Assistant - - - 0.25 Total Personnel 2.00 2.00 2.00 2.25 Capital Outlay 2014 2015 Laboratry Equipment 27,500$ 20,000$ Total Capital Outlay 27,500$ 20,000$ Activity Summary 376 City of Iowa City Activity: Wastewater Treatment Plant Ops (720120)Fund: Wastewater Treatment (7200) Division: Wastewater (720100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Misc Permits & Licenses 907$ -$ -$ -$ -$ -$ Use Of Money And Property Royalties & Commissions 248 271 274 271 274 280 Charges For Fees And Services Misc Charges For Services 75,696 8,665 1,386 8,665 360 364 Refuse Charges - 3,421 - 3,421 1,026 1,026 Miscellaneous Misc Merchandise 192 - - - - - Other Misc Revenue - 148,496 92,911 148,496 92,911 92,910 Total Revenues 76,136$ 160,853$ 94,571$ 160,853$ 94,571$ 94,580$ Expenditures: Personnel 1,283,389$ 1,357,737$ 1,283,238$ 1,283,019$ 1,343,958$ 1,384,277$ Services 937,915 951,714 933,266 895,618 1,130,681 1,153,295 Supplies 477,509 605,464 489,887 575,397 467,044 476,385 Capital Outlay 8,332 3,300 117,923 160,000 100,000 100,000 Total Expenditures 2,707,145$ 2,918,215$ 2,824,314$ 2,914,034$ 3,041,683$ 3,113,956$ Personnel Services - FTE 2012 2013 2014 2015 Chemist 1.00 1.00 1.00 1.00 Electrician - Wastewater 1.00 1.00 1.00 1.00 Electronics Tech - Wastewater 1.00 1.00 1.00 1.00 Laboratory Technician - WW 2.00 2.00 1.00 1.00 M. W. I - Wastewater Trtmt 1.00 1.00 1.00 1.00 Maint Operator - Wastewater 3.00 3.00 3.00 3.00 M.W. II - Wastewater Trtmnt Plnt 3.00 3.00 2.00 2.00 Sr M.W. - Wastewater Plant 1.00 1.00 1.00 1.00 Sr TPO - Wastewater 1.00 1.00 1.00 1.00 TPO - Wastewater Treatment 4.00 4.00 4.00 4.00 Total Personnel 18.00 18.00 16.00 16.00 Capital Outlay 2014 2015 Building improvements 20,000$ -$ Contracted Improvements 15,000 - Facility Repairs 50,000 - Facility Repairs & Process Equipment 15,000 - Landscaping 5,000 - North Plant Maintenance 5,000 - NP Instruments Upgrade/Repairs - 100,000 Process instruments 50,000 - Total Capital Outlay 160,000$ 100,000$ Activity Summary 377 City of Iowa City Activity: Lift Stations (720130)Fund: Wastewater Treatment (7200) Division: Wastewater (720100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Expenditures: Services -$ -$ -$ -$ 197,934$ 201,893$ Supplies - - - - 11,500 11,730 Capital Outlay - - - - 152,500 - Total Expenditures -$ -$ -$ -$ 361,934$ 213,623$ Capital Outlay 2014 2015 Lift Station Process Instruments -$ 152,500$ Total Capital Outlay -$ 152,500$ Activity Summary 378 City of Iowa City Activity: Wastewater Collection Systems (720140)Fund: Wastewater Treatment (7200) Division: Wastewater (720100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Misc Permits & Licenses 3,948$ 5,896$ 6,604$ 5,896$ 6,604$ 6,610$ Charges For Fees And Services Wastewater Charges 956 410 8,935 410 8,935 8,940 Miscellaneous Misc Merchandise 30 323 524 323 524 530 Other Misc Revenue 52,469 2,990 715 2,990 715 720 Other Financial Sources Sale Of Assets - 40 - - - - Total Revenues 57,403$ 9,659$ 16,778$ 9,619$ 16,778$ 16,800$ Expenditures: Personnel 427,163$ 444,148$ 412,998$ 493,529$ 503,203$ 518,299$ Services 198,928 187,941 205,339 192,543 24,078 24,560 Supplies 54,535 55,748 38,251 57,977 42,107 42,949 Capital Outlay 73,313 181,704 182,617 107,500 50,000 50,000 Total Expenditures 753,939$ 869,541$ 839,205$ 851,549$ 619,388$ 635,808$ Personnel Services - FTE 2012 2013 2014 2015 M.W. III - Wastewater Collect. 1.80 1.80 1.80 1.80 M.W. II - Wastewater Trtmnt Plnt 2.70 2.70 3.70 3.70 Sr M.W. - Wastewater Collection 0.90 0.90 0.90 0.90 Total Personnel 5.40 5.40 6.40 6.40 Capital Outlay 2014 2015 Inflow & Infiltration Repair 50,000$ 50,000$ Lift Station Process Equip 15,000 - Lift Station Structure Repair 15,000 - Mr. Manhole Repair System 20,000 - Sampling Equipment 7,500 - Total Capital Outlay 107,500$ 50,000$ Activity Summary 379 City of Iowa City Activity: Wastewater Debt Service (720800)Fund: Wastewater Treatment (7200) Division: Wastewater (720100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues 5,515$ -$ -$ -$ -$ -$ Other Financial Sources Bond Ordinance Trans 6,485,896 6,488,050 4,581,311 4,570,067 4,559,962 4,488,036 Total Revenues & Transfers In 6,491,411$ 6,488,050$ 4,581,311$ 4,570,067$ 4,559,962$ 4,488,036$ Expenditures: Other Financial Uses Revenue Bonds Principal & Interest Payments 23,014,004$ 6,308,000$ 6,411,888$ 4,668,681$ 4,674,900$ 4,695,119$ Total Expenditures 23,014,004$ 6,308,000$ 6,411,888$ 4,668,681$ 4,674,900$ 4,695,119$ Activity Summary 380 Issue / Use of Funds Amount of Issue Principal Interest Total Obligation 2008C Sewer Revenue Refunding of Series 1996, 1997 and 1999 Revenue Bonds 24,280,000 2023 2,459,131 16,145,000 3,106,906 19,251,906 2009A Sewer Refunding of Series 2000 Revenue Bonds 8,660,000 2026 785,175 7,225,000 2,255,450 9,480,450 2010A Sewer Revenue Refunding of Series 2001 and 2002 Revenue Bonds 15,080,000 2021 1,424,375 8,585,000 1,249,100 9,834,100 Total Sewer Revenue Bonds:4,668,681 31,955,000 6,611,456 38,566,456 Outstanding June 30, 2014Principal & Interest Payments FY2014 Fiscal Year Debt Paid in Full Sewer Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue 381 Fiscal Year Principal Interest Total 2015 1,800,000 664,438 2,464,438 2,464,438 16,145,000 3.50% 2016 1,885,000 597,594 2,482,594 2,482,594 14,345,000 3.75% 2017 1,945,000 523,350 2,468,350 2,468,350 12,460,000 4.00% 2018 2,035,000 443,750 2,478,750 2,478,750 10,515,000 4.00% 2019 2,095,000 361,150 2,456,150 2,456,150 8,480,000 4.00% 2020 2,205,000 264,125 2,469,125 2,469,125 6,385,000 5.00% 2021 1,775,000 164,625 1,939,625 1,939,625 4,180,000 5.00% 2022 1,850,000 74,000 1,924,000 1,924,000 2,405,000 5.00% 2023 555,000 13,875 568,875 568,875 555,000 5.00% Totals @ 06/30/14 16,145,000 3,106,906 19,251,906 19,251,906 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Paid by Sewer Revenues Coupon Rate 2008 Sewer Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2009; Interest payable 7-1 and 1-1, beginning January 1, 2009. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 1996, 1997, and 1999. 382 Fiscal Year Principal Interest Total 2015 465,000 319,163 784,163 784,163 7,225,000 3.50% 2016 485,000 301,325 786,325 786,325 6,760,000 4.00% 2017 505,000 281,525 786,525 786,525 6,275,000 4.00% 2018 525,000 260,925 785,925 785,925 5,770,000 4.00% 2019 550,000 238,050 788,050 788,050 5,245,000 4.50% 2020 575,000 212,738 787,738 787,738 4,695,000 4.50% 2021 605,000 186,188 791,188 791,188 4,120,000 4.50% 2022 635,000 158,288 793,288 793,288 3,515,000 4.50% 2023 665,000 127,375 792,375 792,375 2,880,000 5.00% 2024 700,000 93,250 793,250 793,250 2,215,000 5.00% 2025 740,000 57,250 797,250 797,250 1,515,000 5.00% 2026 775,000 19,375 794,375 794,375 775,000 5.00% Totals @ 06/30/14 7,225,000 2,255,450 9,480,450 9,480,450 Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Paid by Sewer Revenues 2009 Sewer Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2010. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2000. 383 Fiscal Year Principal Interest Total 2015 1,105,000 321,300 1,426,300 1,426,300 8,585,000 4.00% 2016 1,150,000 276,200 1,426,200 1,426,200 7,480,000 4.00% 2017 1,175,000 229,700 1,404,700 1,404,700 6,330,000 4.00% 2018 1,215,000 181,900 1,396,900 1,396,900 5,155,000 4.00% 2019 1,270,000 132,200 1,402,200 1,402,200 3,940,000 4.00% 2020 1,310,000 80,600 1,390,600 1,390,600 2,670,000 4.00% 2021 1,360,000 27,200 1,387,200 1,387,200 1,360,000 4.00% Totals @ 06/30/14 8,585,000 1,249,100 9,834,100 9,834,100 Notes due after July 1, 2018 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Paid by Sewer Revenues Coupon Rate 2010 Sewer Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2011; Interest payable 7-1 and 1-1, beginning January 1, 2011. These notes were issued to provide funds for refunding the outstanding Sewer Revenue Bonds Series 2001 and 2002 Refunding. 384 Fiscal Year Principal Interest Total 2015 3,370,000 1,304,900 4,674,900 4,674,900 31,955,000 2016 3,520,000 1,175,119 4,695,119 4,695,119 28,585,000 2017 3,625,000 1,034,575 4,659,575 4,659,575 25,065,000 2018 3,775,000 886,575 4,661,575 4,661,575 21,440,000 2019 3,915,000 731,400 4,646,400 4,646,400 17,665,000 2020 4,090,000 557,463 4,647,463 4,647,463 13,750,000 2021 3,740,000 378,013 4,118,013 4,118,013 9,660,000 2022 2,485,000 232,288 2,717,288 2,717,288 5,920,000 2023 1,220,000 141,250 1,361,250 1,361,250 3,435,000 2024 700,000 93,250 793,250 793,250 2,215,000 2025 740,000 57,250 797,250 797,250 1,515,000 2026 775,000 19,375 794,375 794,375 775,000 - - - - - Totals @ 06/30/14 31,955,000 6,611,456 38,566,456 38,566,456 Payments Principal Outstanding Beginning of Fiscal Year Paid by Sewer Revenue Sewer Revenue Bonds - Summary Debt Repayment Schedule 385 WATER FUND The Water enterprise fund accounts the City’s water utility operations including the operation of a water production plant, water storage facilities, water distribution system, water meter reading, and water quality monitoring. The business-like fund is primarily supported through user fees. The Water fund’s unassigned fund balance at the close of FY13 was approximately $8.0 million. Though user fees are currently sufficient to cover annual operating costs, they are insufficient to cover capital project expenditures. The budget presented includes a 5% rate increase for FY15 and another 5% rate increase for FY16. FY13 fund balance includes an upward adjustment of $265,032 due to the change in accounting method from cash basis to modified accrual basis. This increase primarily represents accrued water fee revenues at year-end. (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis FY14 year-end unassigned fund balance is estimated to fall 17.5% compared to FY13. Despite the estimated rate increase, FY15 fund balance is expected to decrease another 16.7%. The fund’s fund balance has declined steadily since fiscal year 2010. The Water fund will have an estimated $4.2 million in restricted fund balance at the end of FY15 for revenue bond covenants. Revenue: The Water Division is funded by water user fees, per the current schedule: Minimum Monthly Charge (MMC) Minimum Usage Rates Meter Size (inches) Rate 5/8 (residential) $6.41 3/4 $7.00 1 $8.26 1½ $16.47 2 $22.14 3 $40.91 4 $71.37 6 $143.61 Cubic Feet Rate First 100/mo. MMC (by meter size) 101-3,000/mo. $2.99/100 cu. ft. 3,001 and over $2.15/100 cu. ft. Single Purpose Meter Charges First 100/mo. MMC Over 101/mo. $2.99/100 cu. ft. FY11 FY12 FY13 FY14 FY15 Unassigned $10,065,355 $8,733,754 $7,988,259 $6,586,731 $5,487,223 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 Fund Balance 386 A flat 5% rate increase is being proposed for both fiscal year 2015 and 2016 for all usage levels and meter sizes. The residential meter rate would increase from $6.41 per month to $6.73 per month in FY15 and then to $7.07 in FY16.Approximately 98% of Water operations are funded through charges for services. The estimated change in revenues from FY14 to FY15 is a 10.2% increase, which is based on quantities used during the previous drought year and the new, proposed rates. FY14 budgeted revenues was based on revenues from FY12 which was a more normal year for precipitation. Use of Money & Property primarily consists of interest on investments. Expenditures: The adopted FY15 expenditures are .7% higher than the FY14 revised expenditures. The FY15 budget includes a .25 FTE for a Project Support Assistant which is being split between the Water, Sewer, and Storm Water funds. Personnel costs account for 35% of the Water funds expenditures while debt service accounts for 25% of the fund’s expenditures. Other financing uses include transfers out of $1,914,400 for capital improvements. 98% 2% 0% FY15 Adopted - $9,242,556 Charges for Fees & Services Use of Money & Property Misc Revenue 35% 27% 7% 6% 25% FY15 Adopted - $8,075,239 Personnel Services Supplies Capital Outlay Debt Service 387 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 16,147,654$ 14,268,644$ 17,950,722$ 12,138,269$ 10,762,018$ 9,681,710$ Revenues: Use Of Money And Property Interest Revenues 141,174$ 567,240$ 144,268$ 147,967$ 144,253$ 144,650$ Rents 650 - 1,000 - 1,000 1,000 Royalties & Commiss 790 846 913 846 913 970 Intergovernmental Fed Intergovnt Rev 26,319 2,849 - - - - Disaster Assistance - 317 - - - - Charges For Fees And Services Water Charges 8,031,704 8,225,837 8,673,278 8,225,837 9,081,670 9,514,705 Miscellaneous Printed Materials 30 16 12 - - - Misc Merchandise 29,043 5,135 12,350 5,135 12,350 12,370 Intra-City Charges - 4,000 2,000 4,000 2,000 2,000 Other Misc Revenue 7,500 2,236 143,303 2,236 370 430 Other Financial Sources Debt Sales - 4,989,908 - - - - Sale Of Assets - 729 16,325 - - - Sub-Total Revenues 8,237,210 13,799,113 8,993,449 8,386,021 9,242,556 9,676,125 Transfers In: 1) Bond Ordinance Trans 2,082,551 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 Misc Transfers In - - 16,878 - - - Sub-Total Transfers In 2,082,551 2,085,268 2,012,993 2,010,316 2,008,715 2,010,715 Total Revenues & Transfers In 10,319,761$ 15,884,381$ 11,006,442$ 10,396,337$ 11,251,271$ 11,686,840$ Expenditures: Water Administration 1,234,179$ 1,319,931$ 1,209,463$ 1,169,368$ 1,249,557$ 1,277,157$ Water Treatment Plant Ops 2,003,682 1,846,513 1,935,659 2,213,695 2,175,052 2,212,556 Water Distribution System 1,118,935 1,248,509 1,248,942 1,374,400 1,356,585 1,390,948 Water Customer Service 1,124,819 1,207,553 1,099,863 1,203,857 1,234,130 1,260,904 Water Public Relations 66,922 71,973 67,769 72,716 70,400 72,234 Water Debt Service 2,011,972 2,061,497 7,063,088 1,985,039 1,989,515 1,987,215 Sub-Total Expenditures 7,560,509 7,755,976 12,624,784 8,019,075 8,075,239 8,201,014 Transfers Out: Capital Project Fund 1,790,265 567,560 2,078,787 1,398,872 1,914,400 1,469,000 1) Debt Service Funding 2,082,550 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 GO Bond Abatement 745,009 1,770,465 360,457 344,325 333,225 317,125 Operating Subsidy 20,438 23,034 23,784 - - - Sub-Total Transfers Out 4,638,262 4,446,327 4,459,143 3,753,513 4,256,340 3,796,840 Total Expenditures & Transfers Out 12,198,771$ 12,202,303$ 17,083,927$ 11,772,588$ 12,331,579$ 11,997,854$ Fund Balance*, June 30 14,268,644$ 17,950,722$ 11,873,237$ 10,762,018$ 9,681,710$ 9,370,696$ Change in Accounting Method - - 265,032 - - - Adjusted Fund Balance*, June 30 14,268,644 17,950,722 12,138,269 10,762,018 9,681,710 9,370,696 Restricted / Committed /Assigned 4,203,289 9,216,968 4,150,010 4,175,287 4,194,487 4,217,987 Unassigned Balance 10,065,355$ 8,733,754$ 7,988,259$ 6,586,731$ 5,487,223$ 5,152,709$ % of Expenditures 83%72%47%56%44%43% 1) Same Fund Transfers required by bond covenants *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Water (7300 - 7301) Fund Summary City of Iowa City 388 WATER OPERATIONS The mission of the Water division is to efficiently produce and distribute high quality and abundant quantity of potable water necessary for the residential, commercial, industrial, and firefighting needs of the City while maintaining compliance with EPA drinking water regulations. The Water division, as part of the Public Works Department, operates and maintains the potable water system for the City of Iowa City and University Heights. 24/7 system operation is maintained to provide regulatory approved quality, at satisfactory pressures, and in quantities and rates of flow to satisfy all customer demands. Iowa City’s award-winning water exceeds all required standards set by the Environmental Protection Agency, with over 200 water quality tests performed each day by professional staff to ensure that quality standards are attained. Water quality data is available through the Consumer Confidence Report that is released to the public annually. The division’s budget is organized into five activities: Water Administration Water Administration personnel consists of the Water Superintendent and Assistant Superintendent. Administration oversees the operation of: Water Treatment Plant Operations Iowa City’s state-of-the-art water treatment facility, located at 80 Stephen Atkins Drive, has a 16.7 million gallon per day capacity. Water Distribution System The division operates and maintains 263 miles of water main and appurtenances that date back to 1882. In FY12, in-house staff replaced 3,000 ft. of water main in the distribution system. Customer Service Nearly 26,000 service accounts are billed monthly. The division recently created a ‘critical customer’ list for emergency communication during main breaks or planned shut downs. Public Information/Education The Water division creates and delivers the Consumer Confidence Report to all customers and updates the industrial water quality report for review on the City’s website. The division also generates informative inserts for the customers’ water bills. Water Debt Service Water debt service consists of principal and interest payments on water revenue bonds, which are repaid with water revenue. 389 HIGHLIGHTS  Completion of an Aquifer Storage and Recovery study that will allow treated water to be stored in the Jordan aquifer during low demand periods and be used during high demand periods. The benefit of retrofitting and using an existing facility will preclude the water system from needing to construct additional source and treatment capacity for future demands.  A Student Operator Program, that was created in 2012 as a cooperative endeavor with the University Of Iowa College Of Engineering, provides training and experience that is beneficial for the Water Division and the students. The will be expanded in FY ’15 by adding two (2) additional students to perform weekend operations and summer distribution work.  Continuation of inspection, repair and replacement of distribution system assets, i.e. hydrants, valves, and water main, by distribution staff has been supported by the introduction of asset management software and hardware.  Water main breaks increased due to drought conditions in FY ’14 will continue in FY ’15 as drought conditions continue. Recent Accomplishments  Competed water distribution pressure zone study  Drinking water compliance rate is 100%.  Repaired 94 water main breaks in FY13 up from 57 in FY12  City added 8,565 feet of water main in FY13  Automated Water Meter Reading (AMR) system to be completed in FY16. Upcoming Challenges  Transition to distribution infrastructure appurtenance predictive and preventative repair and/or replacement. Hydrants, valves, and system needs will be evaluated to address the aging infrastructure components.  Replace and repair aging infrastructure in a timely manner  Planning and implementation of pressure zones as the City water system continues to grow. Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 32.75 31.75 32.00 Added 25% of a Project Support Assistant position in Water Administration in FY2015 budget. Service Level Changes for FY2015:  Water rate increases proposed for capital improvement program funding.  Complete expansion of the student operator program. 390 Financial Highlights: Water service charges in Water Administration are higher by 11.1% due to a proposed rate increase of 5% in FY2015 and an increase in user activity stemming from the droubt during FY2013. Services expenditures also increased in the Water Administration activity due to an increase in insurance reserve payments and administrative charges. There is $206,500 budgeted in FY2015 under the Water Distribution System for water main repairs that is in addition-to the capital improvement project transfers. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Ensure the water distribution system delivers high quality water in sufficient quantities to meet development opportunities. Department Objective: Use Comprehensive Distribution Plan to ensure distribution system will meet current and future water demand. This includes: pressure zoning; asset management; rehabilitation and replacement model and plan; and the GIS migration plan. Performance Measures: Water Pumped (millions of gallons) New Water Main (feet) FY 2011 FY 2012 FY 2013 10 Year Average 1,989.3 2,008.2 2,031.6 2,028.6 FY 2011 FY 2012 FY 2013 Subdivisions 2,627 5,745 4,444 Projects 0 4,823 251 391 Water Main Replaced (feet) Miles of Main Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Ensure high quality water is supplied in abundant quantities to the residents of Iowa City. Department Objective: Surpass EPA water quality standards and minimize service disruptions. Performance Measures: Bacterial Samples Main Breaks Service Work Orders FY 2011 FY 2012 FY 2013 3,393 3,807 8,435 FY 2011 FY 2012 FY 2013 261 262 263 Goal FY 2011 FY 2012 FY 2013 840 890 920 948 FY 2011 FY 2012 FY 2013 10 Year Average 56 57 95 64 FY 2011 FY 2012 FY 2013 10 Year Average 3,691 5,441 3,596 3,600 392 Strategic Plan Goal: A Solid Financial Foundation Department Goal: Efficiently distribute high quality water to a growing city. Department Objective: Identify energy and leak efficiency opportunities. Performance Measures: Non-Account Water Percentage Strategic Plan Goal: Healthy Neighborhoods Department Goal: Maintain Insurance Services Office (ISO) rating to maintain high level of service and safety for property owners and residents in Iowa City. Department Objective: Ensure reliable water supplies for public safety purposes. Performance Measures: Number of Hydrants Number of Hydrants Flushed FY 2011 FY 2012 FY 2013 10 Year Average 11.0% 8.3% 7.1% 8.1% FY 2011 FY 2012 FY 2013 3,240 3,316 3,372 FY 2011 FY 2012 FY 2013 3,899 4,000 3,970 393 City of Iowa City Activity: Water Administration (730110)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 138,013$ 567,240$ 144,253$ 147,967$ 144,253$ 144,650$ Royalties & Commiss 790 846 913 846 913 970 Charges For Fees And Services Water Charges 7,695,498 7,805,858 8,261,741 7,805,858 8,670,133 9,098,945 Miscellaneous Printed Materials 30 16 12 - - - Intra-City Charges - 4,000 2,000 4,000 2,000 2,000 Other Misc Revenue 1,500 494 2,377 494 370 430 Other Financial Sources Sale Of Assets - 729 98 - - - Misc Transfers In - - 16,878 - - - Total Revenues 7,835,831$ 8,379,183$ 8,428,272$ 7,959,165$ 8,817,669$ 9,246,995$ Expenditures: Personnel 213,678$ 238,090$ 236,466$ 241,000$ 260,848$ 268,673$ Services 1,011,456 1,074,857 968,897 924,138 981,017 1,000,637 Supplies 9,045 4,717 4,100 4,230 7,692 7,846 Capital Outlay - 2,267 - - - - Total Expenditures 1,234,179$ 1,319,931$ 1,209,463$ 1,169,368$ 1,249,557$ 1,277,157$ Personnel Services - FTE 2012 2013 2014 2015 Asst Supt - Water 1.00 1.00 1.00 1.00 Water Superintendent 1.00 1.00 1.00 1.00 Project Support Assistant - - - 0.25 Total Personnel 2.00 2.00 2.00 2.25 Activity Summary 394 City of Iowa City Activity: Water Treatment Plant Ops (730120)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Miscellaneous Other Misc Revenue 6,000$ 1,742$ 140,926$ 1,742$ -$ -$ Other Financial Sources Sale Of Assets - - 362 - - - Total Revenues 6,000$ 1,742$ 141,288$ 1,742$ -$ -$ Expenditures: Personnel 786,240$ 847,317$ 873,952$ 900,551$ 930,281$ 958,189$ Services 723,904 671,238 698,569 753,063 808,276 824,442 Supplies 379,403 325,315 357,683 384,445 421,495 429,925 Capital Outlay 114,135 2,643 5,455 175,636 15,000 - Total Expenditures 2,003,682$ 1,846,513$ 1,935,659$ 2,213,695$ 2,175,052$ 2,212,556$ Personnel Services - FTE 2012 2013 2014 2015 Laboratory Technician - Water 0.50 0.50 0.50 0.50 Maintenance Operator - Water 4.00 4.00 3.00 3.00 M.W. I - Water Plant 1.00 1.00 1.00 1.00 Sr. M.W. Water Plant 1.00 1.00 1.00 1.00 Sr. T.P.O. - Water 1.00 1.00 1.00 1.00 T.P.O. - Water 4.00 4.00 4.00 4.00 Total Personnel 11.50 11.50 10.50 10.50 Capital Outlay 2014 2015 Drought Mitigation Projects 20,000$ -$ Exhaust Catalyst for Generator 53,000 - Liquivision-Reservoir inspection/clean 8,490 - Replace 2 Turbidimeters and Controllers 5,146 - Replace 2 Variable Frequency Drives 40,000 - Silurian Well #1 7,000 - Var. Frequency Drive Replacements 42,000 - Replace Power Mixer - 15,000 Total Capital Outlay 175,636$ 15,000$ Activity Summary 395 City of Iowa City Activity: Water Distribution System (730130)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Rents 650$ -$ 1,000$ -$ 1,000$ 1,000$ Intergovernmental Fed Intergovnt Rev 26,319 2,849 - - - - Disaster Assistance - 317 - - - - Charges For Fees And Services Water Charges 24,873 80,239 72,437 80,239 72,437 76,340 Miscellaneous Misc Merchandise 10,902 4,384 10,785 4,384 10,785 10,800 Total Revenues 62,744$ 87,789$ 84,222$ 84,623$ 84,222$ 88,140$ Expenditures: Personnel 599,355$ 676,380$ 669,959$ 728,590$ 786,149$ 809,733$ Services 183,691 183,895 193,581 215,534 211,089 215,311 Supplies 178,914 179,872 128,887 212,776 152,847 155,904 Capital Outlay 156,975 208,362 256,515 217,500 206,500 210,000 Total Expenditures 1,118,935$ 1,248,509$ 1,248,942$ 1,374,400$ 1,356,585$ 1,390,948$ Personnel Services - FTE 2012 2013 2014 2015 M. W. II - Water Distribution 4.00 4.00 4.00 4.00 M. W. III - Water Distribution 2.00 2.00 2.00 2.00 Sr. M.W. - Water Distribution 1.00 1.00 1.00 1.00 Utilities Technician - Water 1.00 1.00 1.00 1.00 Total Personnel 8.00 8.00 8.00 8.00 Capital Outlay 2014 2015 Water main repairs-contracted improvemnt 217,500$ 206,500$ Total Capital Outlay 217,500$ 206,500$ Activity Summary 396 City of Iowa City Activity: Water Customer Service (730140)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Water Charges 311,333$ 339,740$ 339,100$ 339,740$ 339,100$ 339,420$ Miscellaneous Misc Merchandise 18,141 751 1,565 751 1,565 1,570 Other Financial Sources Sale Of Assets - - 15,865 - - - Total Revenues 329,474$ 340,491$ 356,530$ 340,491$ 340,665$ 340,990$ Expenditures: Personnel 695,669$ 757,364$ 758,713$ 778,044$ 795,758$ 819,631$ Services 144,023 128,038 130,806 118,953 121,229 123,654 Supplies 16,620 12,380 12,661 13,590 23,823 24,299 Capital Outlay 268,507 309,771 197,683 293,270 293,320 293,320 Total Expenditures 1,124,819$ 1,207,553$ 1,099,863$ 1,203,857$ 1,234,130$ 1,260,904$ Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 1.00 1.00 1.00 1.00 Customer Service Coord 1.00 1.00 1.00 1.00 M. W. II - Water Service 2.00 2.00 2.00 2.00 M. W. III - Water Service 1.00 1.00 1.00 1.00 M.W. I - Meter Reader 1.00 1.00 1.00 1.00 M.W. I-Water Customer Service 3.00 3.00 3.00 3.00 Water Services Clerk 1.75 1.75 1.75 1.75 Total Personnel 10.75 10.75 10.75 10.75 Capital Outlay 2014 2015 Radio read devices 105,500$ 110,150$ Water Meters 187,770 183,170 Total Capital Outlay 293,270$ 293,320$ Activity Summary 397 City of Iowa City Activity: Water Public Relations (730150)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Expenditures: Personnel 45,079$ 40,582$ 40,605$ 40,810$ 42,608$ 43,886$ Services 21,457 30,522 26,370 30,800 27,038 27,579 Supplies 386 869 794 1,106 754 769 Total Expenditures 66,922$ 71,973$ 67,769$ 72,716$ 70,400$ 72,234$ Personnel Services - FTE 2012 2013 2014 2015 Public Info/Ed Coord - Pub Wks 0.50 0.50 0.50 0.50 Total Personnel 0.50 0.50 0.50 0.50 Activity: Water Debt Service (730800)Fund: Water (7300) Division: Water (730100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 3,161$ -$ 15$ -$ -$ -$ Other Financial Sources Debt Sales - 4,989,908 - - - - Bond Ordinance Transfers In 2,082,551 2,085,268 1,996,115 2,010,316 2,008,715 2,010,715 Total Revenues 2,085,712$ 7,075,176$ 1,996,130$ 2,010,316$ 2,008,715$ 2,010,715$ Expenditures: Services -$ 88$ 12,810$ 92$ -$ -$ Other Financial Uses Revenue Bonds Principal & Interest Payments 2,011,972 2,061,409 7,050,278 1,984,947 1,989,515 1,987,215 Total Expenditures 2,011,972$ 2,061,497$ 7,063,088$ 1,985,039$ 1,989,515$ 1,987,215$ Activity Summary 398 Issue / Use of Funds Amount of Issue Principal Interest Total Obligation 2008 / Refunding 1999B Capital Loan Notes 7,115,000 2025 605,094 5,315,000 1,306,844 6,621,844 2009 Water Revenue Refunding of Series 2000 Revenue Bonds 9,750,000 2026 847,938 7,930,000 2,260,794 10,190,794 2012C Water Revenue Refunding of Series 2002 Revenue Bonds 4,950,000 2023 531,915 4,500,000 390,790 4,890,790 Total - Water Revenue Bonds 1,984,946 17,745,000 3,958,428 21,703,428 Water Revenue Bonds Outstanding Debt Obligation at June 30, 2014 Summary by Individual Issue Fiscal Year Debt Paid in Full Principal & Interest Payments FY2014 Outstanding June 30, 2014 399 Fiscal Year Principal Interest Total 2015 395,000 206,925 601,925 601,925 5,315,000 3.500% 2016 410,000 192,838 602,838 602,838 4,920,000 3.500% 2017 425,000 177,694 602,694 602,694 4,510,000 3.750% 2018 445,000 160,825 605,825 605,825 4,085,000 4.000% 2019 460,000 142,725 602,725 602,725 3,640,000 4.000% 2020 475,000 124,025 599,025 599,025 3,180,000 4.000% 2021 495,000 104,625 599,625 599,625 2,705,000 4.000% 2022 515,000 84,103 599,103 599,103 2,210,000 4.125% 2023 540,000 62,006 602,006 602,006 1,695,000 4.250% 2024 565,000 38,172 603,172 603,172 1,155,000 4.375% 2025 590,000 12,906 602,906 602,906 590,000 4.375% Totals @ 06/30/14 5,315,000 1,306,844 6,621,844 6,621,844 Notes due after July 1, 2016 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Paid from Water Revenues Coupon Rate 2008 Water Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2009; Interest payable 7-1 and 1-1, beginning January 1, 2009. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 1999B. 400 Fiscal Year Principal Interest Total 2015 520,000 327,538 847,538 847,538 7,930,000 4.00% 2016 540,000 306,338 846,338 846,338 7,410,000 4.00% 2017 560,000 284,338 844,338 844,338 6,870,000 4.00% 2018 585,000 261,438 846,438 846,438 6,310,000 4.00% 2019 610,000 237,538 847,538 847,538 5,725,000 4.00% 2020 635,000 212,638 847,638 847,638 5,115,000 4.00% 2021 665,000 185,806 850,806 850,806 4,480,000 4.25% 2022 695,000 156,038 851,038 851,038 3,815,000 4.50% 2023 725,000 124,088 849,088 849,088 3,120,000 4.50% 2024 760,000 90,675 850,675 850,675 2,395,000 4.50% 2025 800,000 55,575 855,575 855,575 1,635,000 4.50% 2026 835,000 18,788 853,788 853,788 835,000 4.50% Totals @ 06/30/14 7,930,000 2,260,794 10,190,794 10,190,794 Notes due after July 1, 2017 are subject to call on said date or any date thereafter upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Coupon Rate Paid by Water Revenues 2009 Water Revenue Refunding Capital Loan Notes Principal payable 7-1, beginning July 1, 2010; Interest payable 7-1 and 1-1, beginning January 1, 2010. These notes were issued to provide funds to current refund outstanding Water Revenue Bonds Series 2000. 401 Fiscal Year Principal Interest Total 2015 465,000 75,053 540,053 540,053 4,500,000 1.50% 2016 470,000 68,040 538,040 538,040 4,035,000 1.50% 2017 480,000 60,915 540,915 540,915 3,565,000 1.50% 2018 490,000 53,640 543,640 543,640 3,085,000 1.50% 2019 495,000 46,253 541,253 541,253 2,595,000 1.50% 2020 510,000 37,440 547,440 547,440 2,100,000 2.00% 2021 520,000 27,140 547,140 547,140 1,590,000 2.00% 2022 530,000 16,640 546,640 546,640 1,070,000 2.00% 2023 540,000 5,670 545,670 545,670 540,000 2.10% Totals @ 06/30/14 4,500,000 390,790 4,890,790 4,890,790 Notes due after July 1, 2020 are subject to call on said date or any date thereafter Upon terms of par plus accrued interest to date of call Payments Principal Outstanding Beginning of Fiscal Year Paid by Water Revenues Coupon Rate 2012 Water Revenue Refunding Bond Principal payable 7-1, beginning July 1, 2013; Interest payable 7-1 and 1-1, beginning January 1, 2013. This bond was issued for the purpose of the current refunding of $5,015,000 of the 2002 Water Revenue Bonds. 402 Fiscal Year Principal Interest Total Paid by Water Revenue 2015 1,380,000 609,515 1,989,515 1,989,515 17,745,000 2016 1,420,000 567,215 1,987,215 1,987,215 16,365,000 2017 1,465,000 522,946 1,987,946 1,987,946 14,945,000 2018 1,520,000 475,903 1,995,903 1,995,903 13,480,000 2019 1,565,000 426,515 1,991,515 1,991,515 11,960,000 2020 1,620,000 374,103 1,994,103 1,994,103 10,395,000 2021 1,680,000 317,571 1,997,571 1,997,571 8,775,000 2022 1,740,000 256,781 1,996,781 1,996,781 7,095,000 2023 1,805,000 191,764 1,996,764 1,996,764 5,355,000 2024 1,325,000 128,847 1,453,847 1,453,847 3,550,000 2025 1,390,000 68,481 1,458,481 1,458,481 2,225,000 2026 835,000 18,788 853,788 853,788 835,000 - - - - - Totals @ 06/30/14 17,745,000 3,958,428 21,703,428 21,703,428 Payments Principal Outstanding Beginning of Fiscal Year Water Revenue Bonds - Summary Debt Repayment Schedule by Fiscal Year 403 REFUSE COLLECTION FUND The Refuse Collection enterprise fund accounts for the activities of the City’s curbside pickup program for household waste, yard waste, bulky items, and appliances. The Refuse Collection fund is operated as a business and is primarily supported by user fees. The Refuse Collection unassigned fund balance on June 30, 2013 was $719,427, a 47.6% increase from fiscal year 2012. The increase primarily stems from an adjustment upward of $272,859 due to the change in accounting methodology from cash basis to modified accrual basis. The increase primarily represents refuse collection fees receivable at year end. (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis FY14 fund balance is estimated to increase by 3.5% compared to FY13 primarily due to a decrease in capital outlay expenditures. FY15 fund balance is projected to increase 1.5% which includes a proposed refuse fee increase of $.40 per month. The proposed fee increase allows the Refuse Collection fund to project a positive cash flow in FY15. The Refuse Collection fund has no restricted or assigned fund balances. Revenue: The Refuse Collection operations are funded by user fees. The following schedule presents current user fees and the proposed FY15 fees. There are additional fees not listed, including the pickup of tires, TVs, and computer monitors. The FY15 schedule includes a proposed fee increase for garbage collection fees of $.40 per month. FY11 FY12 FY13 FY14 FY15 Unassigned $461,736 $487,466 $719,427 $744,514 $755,691 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Fund Balance (1) Current FY15 Proposed Garbage Collection $11.40 $11.80 Curbside Recycling per Unit $4.10 $4.10 Appliance Collection $20.00 $20.00 404 Revenue: Refuse charges for services fund nearly 100% of refuse collection operations. General use permits and interest on investments comprise less than 0.3% of Refuse Collection estimated revenue. Fiscal year 2015 revenue is estimated at 1.1% higher than fiscal year 2014 revenue including the proposed garbage collection fee increase. Expenditures: The FY15 adopted budget represents a 1.6% increase from FY14 estimated expenditures. The increase is predominantly from increases in equipment operating costs and capital outlay costs. Capital outlay costs include the purchase of refuse carts and lids and the half of a forklift that the cost is being shared with the Streets division. 100% 0% 0% FY15 Adopted - $3,017,982 Charges for Services General Use Permits Interest on Investments 49% 47% 2% 2% FY15 Adopted - $3,006,805 Personnel Services Supplies Capital Outlay Bulky Item Pickup: First item $12.50 $12.50 Additional items $6.00 $6.00 Yard Waste: Per bag $1.25 $1.25 Annual sticker $25.00 $25.00 405 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 309,692$ 461,736$ 487,466$ 719,427$ 744,514$ 755,691$ Revenues: Licenses And Permits General Use Permits 3,696$ 4,150$ 5,500$ 4,150$ 5,500$ 5,500$ Use Of Money And Property Interest Revenues 615 661 1,131 661 1,131 1,140 Charges For Fees And Services Refuse Charges 2,895,030 2,953,846 2,936,096 2,980,104 3,009,096 3,043,249 Miscellaneous Other Misc Revenue 144 29 2,309 - 2,255 930 Total Revenues 2,899,485$ 2,958,686$ 2,945,036$ 2,984,915$ 3,017,982$ 3,050,819$ Expenditures: Refuse Administration 484,281$ 509,411$ 530,439$ 518,582$ 514,763$ 525,286$ Refuse Operations 1,153,522 1,266,536 1,268,670 1,321,132 1,286,089 1,303,484 Yard Waste Collection 321,686 338,974 276,988 220,638 303,344 310,981 Curbside Recycling Collection 625,208 633,688 658,437 705,323 728,641 747,904 White Goods/Bulky Collection 162,744 184,347 195,400 194,153 173,968 178,633 Sub-Total Expenditures 2,747,441 2,932,956 2,929,934 2,959,828 3,006,805 3,066,289 Transfers Out: Capital Project Fund - - 56,000 - - - Sub-Total Transfers Out - - 56,000 - - - Total Expenditures & Transfers Out 2,747,441$ 2,932,956$ 2,985,934$ 2,959,828$ 3,006,805$ 3,066,289$ Fund Balance*, June 30 461,736$ 487,466$ 446,568$ 744,514$ 755,691$ 740,221$ Change in Accounting Method - - 272,859 - - - Adjusted Fund Balance*, June 30 461,736 487,466 719,427 744,514 755,691 740,221 Restricted / Committed /Assigned - - - - - - Unassigned Balance 461,736$ 487,466$ 719,427$ 744,514$ 755,691$ 740,221$ % of Expenditures 17%17%24%25%25%24% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Refuse Collection (7400) Fund Summary City of Iowa City 406 REFUSE COLLECTION OPERATIONS Iowa City’s refuse collection programs are designed to protect the health safety and welfare of our community by providing prompt and safe curbside collection of waste materials. Our programs are designed around sustainable principles that promote recycling and ensure that each specific category of waste is disposed of properly. Refuse, Recycling, and Yard Waste Collection is administered by the Solid Waste staff within the Streets Division. Crews provide curbside pickup of household waste, recycling, yard waste, bulky items, and appliances to 15,177 households on a weekly basis in Iowa City. Services are provided to residential properties ranging from one to four units. In addition, Solid Waste crews provide elderly and handicap carryout service to residents whom document need. The Refuse Collection budget is organized into five activities: Refuse Collection Administration Refuse Collection Administration personnel consists of 0.35 FTE Streets/Solid Waste Superintendent, an Assistant Superintendent, and a Solid Waste Clerk. Administration oversees the operation of: Refuse Collection Operations The city is divided into 5 sectors for garbage pickup. Visit www.icgov.org or call (319)- 356-5180 for pickup schedules. Tipper carts have now been delivered to 14,634 Iowa City residents, making the collection process safer and more efficient. The conversion to tipper carts has been a 10 year process. Yard Waste Collection Yard waste such as grass, leaves and garden residue can be bagged in special Iowa City yard waste bags imprinted with the City logo. The bags are available for purchase at participating Iowa City grocery, hardware and general merchandise stores, and at the Iowa City City Hall Cashier (410 E. Washington St.). Residents may also purchase annual yard waste stickers. This sticker is to be placed on a container no larger than 35 gallons that you supply. These stickers are effective beginning April 1 and are valid for one year. Curbside Recycling Collection A recycling container is provided for each single-family residence, and each unit of multiple dwelling of 4 units or fewer. 407 White Goods/Bulky Items Customers may call the Solid Waste Division (319) 356-5180 to schedule special item collection; additional fees apply. Items available for pickup include furniture, electronics, appliances, and tires. Usable furniture in good condition may also be donated to Habitat for Humanity’s Furniture Project, which provides good, used furniture to households in need while diverting material from the landfill. HIGHLIGHTS In fiscal year 2013 Refuse Collection handled:  8,956 tons of refuse  1,433 tons of yard waste  1,542 tons of recycling  2,323 bulk items from the curbside  193 appliances from the curbside  292 electronics from the curbside  15,177 households serviced weekly Recent Accomplishments:  In 2012, the City’s third fully automated truck was purchased and put into service, allowing the reduction of one FTE, accomplished through attrition.  Customers have fewer sorting requirements for recyclables than in the past; bags are no longer required. Upcoming Challenges:  Implement recycling pilot program for multifamily complexes/condos.  Acquire 500 additional refuse carts  Continue planning for transferring refuse operations from current location to new public works facility location Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 20.35 19.35 19.35 There a no staffing increases or decreases adopted in the FY2015 budget. One FTE is being adjusted from Refuse Operations to Yard Waste Collections for cost purposes. Service Level Changes for FY2015:  No service levels changes are planned. 408 Financial Highlights: Capital outlay in the Refuse Operations was increased by $12,500 to pay for one-half of a forklift that the other half is being funded by the Streets division. Services expenditures in the Yard Waste Collection operations increased by $31,545 or 40.2% due to an increase in Equipment Fund operating and replacement charges. Refuse charge budgeted revenue increased by 4.6% due to the proposed service charge rate increase in Refuse Operations activity. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing & Healthy Neighborhoods 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: White Goods – Scheduled Pickups FY 2011 FY 2012 FY 2013 Residential Refuse Collection Accounts 14,960 15,030 15,177 Refuse Tonnages 8,969 8,935 8,956.29 Recycling Tonnages 1,471 1,528 1,541.65 Yard Waste Tonnages 1,730 1,638 1,433.38 FY 2011 FY 2012 FY 2013 Bulk Items 2,414 2,382 2,323 Appliances 245 243 193 Electronics 191 203 292 Tires 20 10 11 White Goods Route Total Tonnages 258.76 280.91 253.65 409 Strategic Plan Goal: Healthy Neighborhoods Department Goal: Continue the collection of illegally dumped material on City property and rights of way. Department Objective: Maintain clean and safe neighborhoods. Performance Measures: Strategic Plan Goal: A Strong Urban Core Department Goal: Continue the collection of illegally dumped material in the Central Business District alleys. Department Objective: Maintain a clean and safe environment for a vibrant downtown. Performance Measures: FY 2011 FY 2012 FY 2013 Bulk items 34 53 43 Appliances 10 9 4 Electronics 10 9 13 Tires 38 14 6 Deer 10 20 27 FY 2011 FY 2012 FY 2013 Bulk items 53 63 76 Appliances 9 12 10 Electronics 12 6 6 Tires 9 0 0 410 City of Iowa City Activity: Refuse Administration (740110)Fund: Refuse Collection (7400) Division: Refuse Collection (740100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 615$ 661$ 1,131$ 661$ 1,131$ 1,140$ Charges For Fees And Services Refuse Charges 175 175 200 175 200 200 Miscellaneous Other Misc Revenue 34 - - - - - Other Financial Sources Total Revenues 824$ 836$ 1,331$ 836$ 1,331$ 1,340$ Expenditures: Personnel 198,403$ 213,718$ 213,723$ 222,336$ 226,812$ 233,616$ Services 285,391 294,933 315,872 295,455 285,341 291,048 Supplies 487 760 844 791 2,610 622 Total Expenditures 484,281$ 509,411$ 530,439$ 518,582$ 514,763$ 525,286$ Personnel Services - FTE 2012 2013 2014 2015 Asst Supt Streets/Solid Waste 1.00 1.00 1.00 1.00 Clerk/Typist - Solid Waste 1.00 1.00 1.00 1.00 Supt Streets/Solid Waste 0.35 0.35 0.35 0.35 Total Personnel 2.35 2.35 2.35 2.35 Activity Summary 411 City of Iowa City Activity: Refuse Operations (740120)Fund: Refuse Collection (7400) Division: Refuse Collection (740100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits General Use Permits 3,696$ 4,150$ 5,500$ 4,150$ 5,500$ 5,500$ Charges For Fees And Services Refuse Charges 2,029,857 2,023,519 2,047,890 2,027,420 2,120,890 2,129,900 Miscellaneous Other Misc Revenue 110 29 2,266 - 2,255 930 Total Revenues 2,033,663$ 2,027,698$ 2,055,656$ 2,031,570$ 2,128,645$ 2,136,330$ Expenditures: Personnel 441,607$ 487,832$ 473,964$ 556,240$ 507,345$ 522,565$ Services 704,676 710,962 698,053 724,635 725,900 740,418 Supplies 7,239 6,497 5,838 7,757 7,844 8,001 Capital Outlay - 61,245 90,815 32,500 45,000 32,500 Total Expenditures 1,153,522$ 1,266,536$ 1,268,670$ 1,321,132$ 1,286,089$ 1,303,484$ Personnel Services - FTE 2012 2013 2014 2015 M.W. I - Refuse 4.00 4.00 3.00 2.00 M.W. II - Refuse 4.00 4.00 4.00 4.00 M. W. III - Refuse - - 1.00 1.00 Total Personnel 8.00 8.00 8.00 7.00 Capital Outlay 2014 2015 Refuse carts and lids -$ 32,500$ Forklift (1/2 split with Streets Division)- 12,500 Total Capital Outlay -$ 45,000$ Activity Summary 412 City of Iowa City Activity: Yard Waste Collection (740130)Fund: Refuse Collection (7400) Division: Refuse Collection (740100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Refuse Charges 131,389$ 130,124$ 115,036$ 145,264$ 115,036$ 130,150$ Total Revenues 131,389$ 130,124$ 115,036$ 145,264$ 115,036$ 130,150$ Expenditures: Personnel 216,274$ 233,672$ 153,907$ 108,073$ 157,025$ 161,736$ Services 67,966 75,065 105,623 78,545 110,090 112,292 Supplies 37,446 30,237 17,458 34,020 36,229 36,954 Total Expenditures 321,686$ 338,974$ 276,988$ 220,638$ 303,344$ 310,981$ Personnel Services - FTE 2012 2013 2014 2015 M.W. I - Refuse 2.00 2.00 1.00 2.00 M.W. II - Refuse 1.00 1.00 - - M. W. III - Refuse 1.00 1.00 - - Total Personnel 4.00 4.00 1.00 2.00 Activity Summary 413 City of Iowa City Activity: Curbside Recycling Collection (740140)Fund: Refuse Collection (7400) Division: Refuse Collection (740100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Refuse Charges 705,261$ 771,445$ 751,391$ 771,445$ 751,391$ 761,420$ Miscellaneous Other Misc Revenue - - 43 - - - Total Revenues 705,261$ 771,445$ 751,434$ 771,445$ 751,391$ 761,420$ Expenditures: Personnel 374,249$ 401,583$ 421,717$ 450,729$ 469,045$ 483,116$ Services 213,790 232,105 236,620 238,544 243,442 248,311 Supplies 37,169 - 100 16,050 16,154 16,477 Total Expenditures 625,208$ 633,688$ 658,437$ 705,323$ 728,641$ 747,904$ Personnel Services - FTE 2012 2013 2014 2015 M.W. II - Refuse 5.00 5.00 6.00 6.00 Total Personnel 5.00 5.00 6.00 6.00 Activity: White Goods/Bulky Collection (740150)Fund: Refuse Collection (7400) Division: Refuse Collection (740100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Refuse Charges 28,348$ 28,583$ 21,579$ 35,800$ 21,579$ 21,579$ Total Revenues 28,348$ 28,583$ 21,579$ 35,800$ 21,579$ 21,579$ Expenditures: Personnel 110,374$ 129,978$ 142,120$ 138,307$ 118,586$ 122,144$ Services 52,270 54,369 53,280 55,846 55,382 56,490 Supplies 100 - - - - - Total Expenditures 162,744$ 184,347$ 195,400$ 194,153$ 173,968$ 178,633$ Personnel Services - FTE 2012 2013 2014 2015 M.W. I - Refuse 1.00 1.00 2.00 2.00 Total Personnel 1.00 1.00 2.00 2.00 Activity Summary 414 LANDFILL FUND The Landfill enterprise fund accounts for the business-like operations of the City¶s municipal landfill and recycling operations. The Landfill fund is primarily supported user fees. The Landfill fund¶s total fund balance on June 30, 2013 was $24.6 million, a 10.2% increase from the FY12 year-end fund balance. Of the $24.6 million, $18.5 million was restricted in use per Iowa State code for site closure, post closure, and environmental protection costs and reserved for landfill cell replacement. The fund balance increase was primarily due to the early repayment of inter-fund loan balances by other City funds. Also in FY13, an adjustment was made for the conversion from the cash basis method of accounting to the modified accrual basis. This resulted in an adjustment of fund balance upward by $652,943. The increase was primarily due to the insurance recovery receivable pertaining to the landfill fire in 2012. (1) FY14 and FY15 figures are estimates FY11 and FY12 are cash basis FY14 unassigned fund balance of $4,330,078 is a 29.2% decrease over the FY13 unassigned fund balance. In FY15, the unassigned fund balance is estimated to decrease another $589,310 or 13.61%. These reductions in unassigned fund balance are primarily attributed to the transfer of resources into the replacement and closure/post-closure reserves. State law requires landfill fund balance restrictions as follows:  Financial Assurance for Closure and Post-Closure: The State of Iowa requires that the owner/operator of a landfill set aside funds to provide for the costs associated with closing the landfill and ongoing maintenance of the closed landfill site. The City is mandated to provide for the future costs associated with closing the landfill in a manner that satisfies State environmental and safety requirements, including minimi]ing infiltration and erosion and sufficient to provide for the costs related to post-closure requirements. 2011 2012 2013 2014 2015 Unassigned $9,509,169 $6,782,765 $6,117,030 $4,330,078 $3,740,768 Restricted $14,660,572 $15,560,790 $18,499,309 $19,762,728 $20,703,026 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 Fund Balance (1) 415  Solid Waste Surcharge Reserve: Landfill operators are also required to retain a portion of user fees for environmental protection, waste reduction, and recycling programs. The Solid Waste Surcharge Reserve in the Landfill fund balance is reserved for these uses and is not accessible for other City projects. The Landfill has estimated restricted fund balances of $19.76 million at the end of FY14. The Landfill fund has several outstanding inter-fund loans. Over the past two years, the Landfill has called most of its inter-fund loans due to the fire event in the FY09 cell. The following loans remain outstanding at the end of fiscal year 2014: Revenue: The Landfill is supported by user fees. Thee major fees charged are summari]ed as follows Iowa City residents: $38.50 per ton Non-Iowa City residents: $43.50 per ton ($3 for load less than 140 lbs. approx. $0.50 for each 20 lb. increment over 140) FY14 Rates Iowa City Community Compost (per ton) $20 Iowa City Community Compost (minimum) $2 Wood chip mulch (per ton) $10 Wood chip mulch (minimum) $2 TV or monitor (18´, includes peripherals) $10 TV or monitor (• 18´, includes peripherals) $15 Bulk electronic waste (with no TV or monitor) $2 per item Loan AcTuis. Date Loan Amount Final Payment Principal Outstanding As of 6/30/14 Total Payment Principal Interest Transit Fund: Transit - Court St. Daycare 6/30/2005 400,000.00 400,000.00 2016 86,038.79 57,595.55 57,595.55 56,388.03 56,388.03 1,207.52 1,207.52 Total Transit 86,038.79 57,595.55 57,595.55 56,388.03 56,388.03 1,207.52 1,207.52 Airport: UI Hangar #3436-560300 2030 338,798.84 338,798.84 28,698.26 28,698.26 15,424.83 13,273.43 13,273.43 F: Corp. Hangar #37330 6/30/2000 723,439.83 723,439.83 2034 489,989.95 489,989.95 36,000.00 36,000.00 17,330.60 19,298.38 19,298.38 Total Airport 828,788.79 828,788.79 64,698.26 64,698.26 32,126.45 32,126.45 32,571.81 32,571.81 Total inter-fund loans 914,827.58 122,293.81 88,514.48 88,514.48 33,779.33 33,779.33 416 There are no proposed fee increases in fiscal year 2015. Revenue: Landfill charges of $4,733,705 and Refuse charges of $383,760 comprise approximately 97% of the landfill¶s revenue. Total revenues are estimated to decrease by 2.8% from FY14 to FY15 partly due to the City¶s own recycling efforts. Expenditures: FY15 budgeted expenditures represent a 8.7% decrease from the FY14 amended budget. This decrease is primarily due to a decrease in engineering services. The Landfill fund FY15 budget includes a $650,000 transfer to the Capital Projects fund for capital improvements. 97% 2% 1% FY15 Adopted - $5,288,063 Landfill & Refuse Charges for Services Use of Money & Property Misc Revenue 33% 60% 4% 3% FY15 Adopted - $4,375,589 Personnel Services Supplies Capital Outlay 417 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Projection Projection Fund Balance*, July 1 28,845,573$ 24,169,947$ 22,343,555$ 24,616,339$ 24,092,806$ 24,443,794$ Revenues: Use Of Money And Property Interest Revenues 207,297$ 170,245$ 114,833$ 170,245$ 70,894$ 71,090$ Rents 26,531 40,711 25,311 40,711 50,118 50,120 Intergovernmental Other State Grants 5,221 10,425 (210,815) - - - Charges For Fees And Services Refuse Charges 452,116 433,607 383,760 484,454 383,760 387,598 Landfill Charges 5,083,840 4,778,585 4,733,705 4,778,585 4,733,705 4,774,661 Miscellaneous Contrib & Donations 700 250 400 - - - Misc Merchandise 21,216 23,105 19,376 23,105 19,376 21,240 Other Misc Revenue 48,680 25,059 29,133 24,738 30,210 27,170 Other Financial Sources Sale Of Assets - 6,660 - - - - Sub-Total Revenues 5,845,601 5,488,647 5,095,703 5,521,838 5,288,063 5,331,879 Transfer In: Interfund Loans 878,129 1,410,603 2,795,347 246,143 88,514 63,000 Misc Transfers In - - - 796,098 747,087 754,557 Sub-Total Transfers In 878,129 1,410,603 2,795,347 1,042,241 835,601 817,557 Total Revenues & Transfers In 6,723,730$ 6,899,250$ 7,891,050$ 6,564,079$ 6,123,664$ 6,149,436$ Expenditures: Landfill Administration 918,778$ 739,412$ 647,597$ 894,623$ 667,905$ 683,273$ Landfill Operations 3,455,789 3,483,600 3,402,742 3,799,291 3,608,305 3,689,622 Solid Waste Surcharge Reserve 86,979 87,800 92,546 98,770 99,379 101,996 Sub-Total Expenditures 4,461,546 4,310,812 4,142,885 4,792,684 4,375,589 4,474,891 Transfers Out: Capital Project Funding 6,728,838 3,532,608 2,128,324 1,498,830 650,000 - Misc Transfers Out - - 796,098 747,087 754,557 Interfund Loan 209,178 882,222 - - - - Sub-Total Transfers Out 6,938,016 4,414,830 2,128,324 2,294,928 1,397,087 754,557 Total Expenditures & Transfers Out 11,399,562$ 8,725,642$ 6,271,209$ 7,087,612$ 5,772,676$ 5,229,448$ Fund Balance*, June 30 24,169,741$ 22,343,555$ 23,963,396$ 24,092,806$ 24,443,794$ 25,363,782$ Change in Accounting Method - - 652,943 - - - Adjusted Fund Balance*, June 30 24,169,741 22,343,555 24,616,339 24,092,806 24,443,794 25,363,782 Restricted / Committed /Assigned 14,660,572 15,560,790 18,499,309 19,762,728 20,703,026 21,649,972 Unassigned Balance 9,509,169$ 6,782,765$ 6,117,030$ 4,330,078$ 3,740,768$ 3,713,809$ % of Expenditures 83%78%98%61%65%71% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Landfill (7500 - 7504) Fund Summary City of Iowa City 418 LANDFILL OPERATIONS The Iowa City Landfill and Recycling Center is committed to providing environmentally and fiscally responsible solid waste, composting, and recycling facilities while working towards significantly reducing reliance on the Landfill. The Landfill will operate in accordance with all rules and regulations of the U.S. Environmental Protection Agency and the Iowa Department of Natural Resources. The Iowa City Landfill and Recycling Center is managed by the Wastewater Division. The Landfill serves Johnson County, Kalona and Riverside. Trash is landfilled according to stringent federal and state regulations to ensure that environmental protection is in place. The Iowa Waste Reduction and Recycling Act was legislated in 1989 and banned several items from Iowa landfills, including yard waste, tires, lead acid batteries, appliances, and oil. This initiated recycling programs for these items that are still in place today. The Landfill’s budget is organized into five activities: Landfill Administration Landfill Administration personnel consists of 0.50 FTE Wastewater/Landfill Superintendent, 1.0 FTE Assistant Superintendent, and 0.50 FTE Senior Clerk. Administration oversees the operation of: Landfill Operations The landfill takes in about 125,000 tons of trash and collects hundreds of groundwater and stormwater samples to evaluate environmental compliance annually. The landfill has been at its current location at 3900 Hebl Avenue since 1971. In total, the landfill is about 400 acres in size; about half which contains buried trash. Remaining land is used as a buffer for surrounding properties and wetlands. The Eastside Recycling Center was completed in FY2012 and is located at 2401 Scott Boulevard. Facilities include an environmental education building, bulk water and concrete washout stations, and drop-off areas for waste oil and electronic items. The complex also provides space for the Furniture Project and Salvage Barn. In an effort to meet the State of Iowa's waste reduction goals, Iowa City has implemented garbage and recycling programs to encourage waste reduction. These programs are designed to promote recycling and re-use of materials rather than disposal of these materials into the City's landfill. Landfill Assurance Reserves for Closure and Post-Closure Assurance Reserves account for state-mandated set-asides for costs associated with closing the landfill and ongoing maintenance of the closed landfill site in accordance with Iowa Department of Natural Resources environmental requirements. 419 Solid Waste Surcharge Reserve This activity accounts for the portion of user fees required by state law to be set aside for environmental protection, waste reduction, and recycling programs. HIGHLIGHTS  Iowa City Community Compost is produced from local yard waste and food waste. The annual production of nearly 4000 tons is often “sold out”.  The household hazardous waste facility accepts material from 3,000 households and small businesses annually, diverting around 60,000 pounds of hazardous waste from the landfill.  Landfill recycling programs continue to expand: o Five drop-off sites collect about 500 tons of materials annually. o Rummage in the Ramp diverts about 25 tons of waste each year, supporting around 30 local non-profit groups with the proceeds. o The electronic waste recycling program has been expanded to the East Side Recycling Center. Recent Accomplishments:  The landfill was accepted as a DNR Environmental Management System, setting goals for continuous progress in designated environmental program areas.  The East Side Recycling Center opened in April 2012. City staff hosts events to educate and promote environmental goals to the community.  Construction was completed on the reconstruction of the cell that was destroyed by fire in 2012 and insurance settlement was finalized. Upcoming Challenges:  State’s definition of recycling facilities could possibly jeopardize control of waste flow to the landfill.  To develop a recycling program for multi-family residences.  Drawing public and private organizations toward the adoption and implementation of sustainability as a guiding principle for community wide activities. Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 17.50 16.50 16.50 Service Level Changes for FY2015:  No service levels changes are planned. 420 Financial Highlights: Services expenditures in the Landfill Administration are budgeted to decrease by $232,197 or 33.3% and services expenditures in the Landfill Operations are budgeted to decrease by $171,092 or 7.4%, primarily due to a decrease in engineering services of $300,000, a decrease in administrative charges, and a decrease in contracted temporary labor. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Provide innovative and cost-effective services for residents that divert material from the landfill Department Objective: Provide residents with convenient and efficient recycling opportunities Performance Measures: Tons of Solid Waste Landfilled Organics (Food Waste) Tons Diverted to Composting Recycling Drop Site Tons Collected Amount (%) of All Solid Waste Recycled FY 2011 FY 2012 FY 2013 116,954 111,790 112,104 FY 2011 FY 2012 FY 2013 59 192 246 FY 2011 FY 2012 FY 2013 569 661 762 FY 2011 FY 2012 FY 2013 8.2% 13.6% 12.2% 421 City of Iowa City Activity: Landfill Administration (750110)Fund: Landfill (7500) Division: Landfill (750100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 33,278$ 16,640$ 35,949$ 16,640$ 35,949$ 36,050$ Miscellaneous Other Misc Revenue - 665 509 665 509 470 Other Financial Sources Sale Of Assets - 6,660 - - - - Total Revenues 33,278$ 23,965$ 36,458$ 17,305$ 36,458$ 36,520$ Expenditures: Personnel 179,649$ 177,081$ 184,193$ 195,471$ 201,007$ 207,037$ Services 737,040 560,520 462,615 698,153 465,956 475,275 Supplies 2,089 1,811 789 999 942 961 Total Expenditures 918,778$ 739,412$ 647,597$ 894,623$ 667,905$ 683,273$ Personnel Services - FTE 2012 2013 2014 2015 Assist Supt - Landfill 1.00 1.00 1.00 1.00 Sr Clerk/Typist - Wastewater 0.50 0.50 0.50 0.50 Wastewater Superintendent 0.50 0.50 0.50 0.50 Total Personnel 2.00 2.00 2.00 2.00 Activity Summary 422 City of Iowa City Activity: Landfill Operations (750120)Fund: Landfill (7500) Division: Landfill (750100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 6,142$ 9,870$ 25,973$ 9,870$ 1,166$ 1,170$ Rents 26,531 40,711 25,311 40,711 50,118 50,120 Intergovernmental Other State Grants 5,221 10,425 (210,815) - - - Charges For Fees And Services Refuse Charges 452,116 433,607 383,760 484,454 383,760 387,598 Landfill Charges 4,099,344 3,793,814 3,753,129 4,602,372 4,563,407 4,602,660 Miscellaneous Contrib & Donations 700 250 400 - - - Misc Merchandise 21,216 23,105 19,376 23,105 19,376 21,240 Other Misc Revenue 48,680 24,394 28,624 24,073 29,701 26,700 Total Revenues 4,659,950$ 4,336,176$ 4,025,758$ 5,184,585$ 5,047,528$ 5,089,488$ Expenditures: Personnel 944,475$ 983,076$ 1,001,389$ 1,157,070$ 1,175,057$ 1,210,309$ Services 2,356,720 2,300,910 2,224,688 2,317,848 2,146,756 2,189,691 Supplies 123,873 160,735 96,481 159,373 156,492 159,622 Capital Outlay 30,721 38,879 80,184 165,000 130,000 130,000 Total Expenditures 3,455,789$ 3,483,600$ 3,402,742$ 3,799,291$ 3,608,305$ 3,689,622$ Personnel Services - FTE 2012 2013 2014 2015 Environmental Coord/Landfill 1.00 1.00 1.00 1.00 Landfill Operator 6.00 6.00 5.00 5.00 M.W. I - Landfill 1.00 1.00 - - M.W. II - Eastside Recycling - - 1.00 1.00 M.W. III - Landfill 2.00 2.00 2.00 2.00 Recycle Clerk - Landfill 1.00 1.00 1.00 1.00 Recycling Coordinator 0.25 0.25 0.25 0.25 Scalehouse Operator 1.50 1.50 1.50 1.50 Sr. Engineer 1.00 1.00 1.00 1.00 Sr. M.W. - Landfill 1.00 1.00 1.00 1.00 Total Personnel 14.75 14.75 13.75 13.75 Capital Outlay 2014 2015 Contracted Improvements 115,000$ 100,000$ Facility Improvements 10,000 - Landscaping 5,000 5,000 Monitoring Instruments 10,000 10,000 Non-Contracted Improvements 5,000 - Other Operating Equipment 5,000 - Roll off containers 15,000 15,000 Total Capital Outlay 165,000$ 130,000$ Activity Summary 423 City of Iowa City Activity: Solid Waste Surcharge Reserve (750220)Fund: Landfill (7500) Division: Landfill (750100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Charges For Fees And Services Landfill Charges 185,147$ 176,213$ 170,298$ 176,213$ 170,298$ 172,001$ Total Revenues 185,147$ 176,213$ 170,298$ 176,213$ 170,298$ 172,001$ Expenditures: Personnel 47,762$ 53,036$ 54,328$ 60,823$ 62,981$ 64,870$ Services 39,217 34,482 38,218 37,654 36,398 37,126 Supplies - 282 - 293 - - Total Expenditures 86,979$ 87,800$ 92,546$ 98,770$ 99,379$ 101,996$ Personnel Services - FTE 2012 2013 2014 2015 Recycling Coordinator 0.75 0.75 0.75 0.75 Total Personnel 0.75 0.75 0.75 0.75 Activity Summary 424 AIRPORT FUND The Airport fund accounts for the operations of the municipal airport operations. The Airport is management like a business-like operation, however, is subsidized by the City’s General fund. The Airport fund’s fund balance on June 30, 2013 was $298,497, a 55.9% decrease over the FY2012 year-end fund balance. The decrease in fund balance was primarily the result of transfers to the capital projects fund. An adjustment was made in FY13 for the change from cash basis accounting to modified accrual basis of accounting. This resulted in a decrease in fund balance of $14,399 primarily due to contracts and accounts payable. In FY14, fund balance is estimated to increase to $347,331 or 16.36% and is then projected to remain flat in FY15. The FY14 increase in fund balance is anticipated from the continued sale of airport land for development. . (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis The Airport retains $100,000 of fund balance that is assigned for capital projects at the airport. At June 30, 2014, the Airport fund is expected to have outstanding inter-fund loans with the Landfill fund. A summary of the outstanding loans is as follows: Loan RATE Final Payment Principal Outstanding As of 6/30/13 Total Payment Principal Interest Principal Outstanding As of 6/30/14 UI Hangar #3436-560300 4.00% 2030 $353,619.82 $28,698.26 $14,820.99 $13,877.27 $338,798.84 F: Corp. Hangar #37330 4.00% 2034 $506,037.76 $36,000.00 $16,047.81 $19,952.19 $489,989.95 Total due Landfill $859,657.58 $64,698.26 $30,868.80 $33,829.46 $828,788.79 FY11 FY12 FY13 FY14 FY15 Fund Balance $580,651 $676,370 $298,497 $347,331 $347,331 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 Fund Balance (1) 425 The Airport currently has additional lots for sale in its commercial business park. The sale of one lot was revised into the fiscal year 2014 revised budget. Seventy percent of each lot sale goes towards repaying the Airport’s inter-fund loans. The loan balances and payment amounts listed above for the inter-fund loans have not been adjusted to reflect the potential principal payments that may be made due to the sale of commercial lots anticipated in the revised fiscal year 2014 budget. Revenue: For FY15, 92% of Airport fund revenue is provided through rentals of airport property. In addition to the revenue presented in the chart below, the general fund will provide a subsidy to the Airport in FY15. General fund property tax support for the Airport is budgeted to drop 5.4% in FY15 from $72,342 to $68,415. Expenditures: In the FY15 adopted budget, operating expenditures increase from the FY14 budget by 4.3% to $358,380. This increase reflects an increase in personnel costs and service expenditures. $40,000 is budgeted for unspecified capital improvements at the airport facilities. 92% 0% 8% FY15 Adopted - $322,091 Rents Interest Revenue Royalties & Commissions 20% 68% 1% 11% FY15 Adopted - $358,380 Personnel Services Supplies Capital Outlay 426 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 286,364$ 580,651$ 676,370$ 298,497$ 347,331$ 347,331$ Revenues: Use Of Money And Property Interest Revenues 1,170$ 1,314$ 1,236$ 1,314$ 1,314$ 1,321$ Rents 276,226 282,023 289,305 293,757 295,647 297,635 Royalties & Commiss 17,028 24,248 24,696 24,248 25,130 25,500 Miscellaneous Other Misc Revenue - 3,156 110 - - - Other Financial Sources Sale Of Assets 376,500 400,747 336,936 228,500 - - Sub-Total Revenues 670,924 711,488 652,283 547,819 322,091 324,456 Transfers In: Transfer In from General Fund - Subsidy 100,000 100,000 100,000 72,342 68,415 68,415 Sub-Total Transfers In 100,000 100,000 100,000 72,342 68,415 68,415 Total Revenues & Other Financing Sources 770,924$ 811,488$ 752,283$ 620,161$ 390,506$ 392,871$ Expenditures: Airport Operations 350,676$ 330,776$ 321,256$ 343,715$ 358,380$ 365,449$ Sub-Total Expenditures 350,676 330,776 321,256 343,715 358,380 365,449 Transfers Out: Capital Project Fund 73,425 49,594 503,369 36,793 - - Operating Subsidy - General Fund 10,219 11,517 11,892 - - - InterFund Loan Repay Principal - Landfill 42,317 323,882 279,240 190,819 32,126 33,349 Sub-Total Transfers Out 125,961 384,993 794,501 227,612 32,126 33,349 Total Expenditures & Transfers Out 476,637$ 715,769$ 1,115,757$ 571,327$ 390,506$ 398,798$ Fund Balance*, June 30 580,651$ 676,370$ 312,896$ 347,331$ 347,331$ 341,404$ Change in Accounting Method - - (14,399) - - - Adjusted Fund Balance*, June 30 580,651 676,370 298,497 347,331 347,331 341,404 Restricted / Committed /Assigned 9,342 8,687 100,000 100,000 100,000 100,000 Unassigned Balance 571,309$ 667,683$ 198,497$ 247,331$ 247,331$ 241,404$ % of Expenditures 120%93%18%43%63%61% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Airport (7600) Fund Summary City of Iowa City 427 AIRPORT OPERATIONS The Iowa City Municipal Airport, through the direction of the Airport Commission, will provide a safe, cost-effective general aviation airport that creates and enriches economic, educational, health care, cultural, and recreational opportunities for the greater Iowa City area. The Iowa City Airport Commission is a five member commission of Iowa City residents. The Airport Commission duties are as follows: To exercise all the powers granted to cities and towns under Chapter 330 of the Code of Iowa, except the power to sell said airport. To annually certify the amount of taxes within the limitations of the Statutes of the State of Iowa to be levied for airport purposes. All funds derived from taxation or otherwise for airport purposes shall be under the full and absolute control of the Airport Commission, deposited with the City Treasurer, and disbursed only on the written warrants or order of the Airport Commission. HIGHLIGHTS  The Iowa City Municipal Airport has secured over $17.9 million in outside grant funding for improvement projects since 2007  The University of Iowa Center for Computer Aided Design continued to conduct research at their Operator Performance Laboratory at the Airport  The Airport will be hosting Fly Iowa 2014, a statewide event.  The Iowa Department of Transportation estimates that the Airport has an economic impact of over $11 million on the Iowa City area annually Recent Accomplishments:  Completed acquisition of Ruppert property with FAA assistance.  Construction of parallel taxiway (phase 2) paving and lighting in progress.  In process of rehabilitating Airport Terminal and Building D roofs. Upcoming Challenges:  Maintenance of the Airports aging buildings.  Improve public outreach by hosting more events and activities at the Airport.  To continue to market and sell lots at Airport Commercial Business Park. Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 1.0 1.0 1.0 428 Financial Highlights: The Airport operations budget includes $40,000 for building and facility rehabilitation projects. In FY2014, $228,500 of revenue is estimated for the sale of commercial park property. There is no revenue budgeted for the sale of the business park lots in FY2015. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: A Solid Financial Foundation Department Goal: Develop and maintain adequate funding mechanisms for airport operations and improvements; increase revenue generated by airport operations. Department Objective: Accelerate loan repayments through the sale of airport land for development Annual review of hangar rates to maximize revenue Performance Measures: Revenue Generated through Airport Land Sales Outstanding Loan Balance Inter-Fund Loan Repayments Note: 70% of land sale revenue is directed to inter-fund loan repayments FY 2011 FY 2012 FY 2013 $376,500 $400,000 $336,936 FY 2011 FY 2012 FY 2013 $1,462,780 $1,138,898 $859,658 FY 2011 FY 2012 FY 2013 Principal $42,317 $323,882 $279,240 Interest $59,442 $57,877 $39,464 429 Hangar Rental Revenue Strategic Plan Goal: Strategic Economic Development Activities Department Goal: Increase the usefulness of the Airport for economic development. Department Objective: On an annual basis, track the number of flights by type Allow for privately funded hangar construction Performance Measures: Fuel Flowage, as a Proxy for Airport Activity Based Aircraft (Number of Aircraft Based at IOW) FY 2011 FY 2012 FY 2013 $235,283 $238,266 $243,658 FY 2011 FY 2012 FY 2013 Jet Fuel Sold 111,426 153,525 165,644 Av Gas Sold 67,799 70,989 63,339 Total Gallons Sold 179,225 224,514 228,983 FY 2011 FY 2012 FY 2013 84 84 85 430 City of Iowa City Activity: Airport Operations (850110)Fund: Airport (7600) Division: Airport Operations (850100)Department: Airport 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues 1,170$ 1,314$ 1,236$ 1,314$ 1,314$ 1,321$ Rents 276,226 282,023 289,305 293,757 295,647 297,635 Royalties & Commiss 17,028 24,248 24,696 24,248 25,130 25,500 Miscellaneous Other Misc Revenue - 3,156 110 - - - Other Financial Sources Sale Of Assets 376,500 400,747 336,936 228,500 - - Transfer In from General Fund - Subsidy 100,000 100,000 100,000 72,342 68,415 68,415 Total Revenues & Transfers In 770,924$ 811,488$ 752,283$ 620,161$ 390,506$ 392,871$ Expenditures: Personnel 42,320$ 47,181$ 64,264$ 67,483$ 70,179$ 72,284$ Services 269,113 242,040 232,752 230,447 243,607 248,479 Supplies 5,748 7,718 5,342 5,785 4,594 4,686 Capital Outlay 33,495 33,837 18,898 40,000 40,000 40,000 Total Expenditures 350,676$ 330,776$ 321,256$ 343,715$ 358,380$ 365,449$ Personnel Services - FTE 2012 2013 2014 2015 Airport Operations Specialist 0.75 1.00 1.00 1.00 M.W. I - Airport 1.00 - - - Total Personnel 1.75 1.00 1.00 1.00 Capital Outlay 2014 2015 Life Cycle Rehabilitation 40,000$ 40,000$ Total Capital Outlay 40,000$ 40,000$ Activity Summary 431 STORM WATER MANAGEMENT FUND The Storm Water Management enterprise fund accounts for the activities of the City¶s storm water utility. The Storm Water Management fund¶s fund balance on June 30, 2013 was $773,102 a 4.1% increase from the previous year. In FY13, the ending fund balance was adjusted upward by $77,172 for the change in accounting method from cash basis to modified accrual basis. This increase primarily represents storm water fees receivable at year end. FY14 fund balance is estimated to increase 44.5% over the previous year to $1,116,762. FY15 projected fund balance represents a 44.4% increase over the FY14 estimated year-end balance at $1,613,130. This is due to increases in the storm water utility fees and a decrease in the capital improvement fund transfer. (1) FY14 and FY15 figures are estimates FY11 and FY12 are cash basis Revenue: Nearly 100% of the Storm Water fund¶s operations are funded through storm water utility charges. Interest on investments and miscellaneous revenue comprise less than 0.2% of Stormwater revenue. Annual utility rate increases were recommended for FY12-FY14. In FY14, the Equivalent Residential Unit (ERU) increased from $3.00/month to $3.50/month. No rate increases are proposed for FY15. FY11 FY12 FY13 FY14 FY15 Series1 $664,830 $742,906 $773,102 $1,116,762 $1,613,130 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 Fund Balance (1) 100% 0%0% FY15 Adopted - $1,202,321 Charges for Services Interest Misc Revenue 432 Expenditures: FY15 adopted expenditures represent an 11.7% decrease from FY14 estimated expenditures. The decrease is primarily attributed to decreases in intra-city chargebacks, and other service expenditures. FY15 capital outlay includes $200,000 for storm sewer maintenance projects and $40,000 for the drain tile program. 50% of a new Project Support Assistant was added to the Storm Water budget in fiscal year 2015. This position is split between the Storm Water, Water, and Wastewater funds. 37% 29% 0% 34% FY15 Adopted - $705,953 Personnel Services Supplies Capital Outlay 433 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 1,303,356$ 664,830$ 742,906$ 773,102$ 1,116,762$ 1,613,130$ Revenues: Use Of Money And Property Interest Revenues 1,914$ 1,231$ 1,919$ 1,231$ 1,919$ 1,930$ Charges For Fees And Services Storm Water Charges 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 Miscellaneous Printed Materials - - - - 240 240 Other Misc Revenue - 629 514 629 162 120 Total Revenues 632,880$ 787,310$ 972,369$ 1,201,860$ 1,202,321$ 1,227,290$ Expenditures: Storm Water Operations 715,969$ 605,146$ 695,405$ 799,200$ 705,953$ 717,843$ Sub-Total Expenditures 715,969 605,146 695,405 799,200 705,953 717,843 Transfers Out: Capital Project Fund 555,437 104,088 323,940 59,000 - 500,000 Sub-Total Transfers Out 555,437 104,088 323,940 59,000 - 500,000 Total Expenditures & Transfers Out 1,271,406$ 709,234$ 1,019,345$ 858,200$ 705,953$ 1,217,843$ Fund Balance*, June 30 664,830$ 742,906$ 695,930$ 1,116,762$ 1,613,130$ 1,622,577$ Change in Accounting Method - - 77,172 - - - Adjusted Fund Balance*, June 30 664,830 742,906 773,102 1,116,762 1,613,130 1,622,577 Restricted / Committed /Assigned - - - - - - Unassigned Balance 664,830$ 742,906$ 773,102$ 1,116,762$ 1,613,130$ 1,622,577$ % of Expenditures 52%105%76%130%229%133% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Storm Water Management (7700) Fund Summary City of Iowa City 434 STORMWATER MANAGEMENT OPERATIONS The Iowa City Stormwater utility exists to provide safe, clean, and healthy waterways for our community. We do this by using education, outreach, community involvement, volunteers, capital projects, and enforcing our City’s Ordinances that provide for and protect our watersheds. When it rains in Iowa City, water passes over roofs, streets, parking lots and other land surfaces picking up pollutants such as oil, chemicals, pesticides and eroded soil along the way. Any pollutant that is directed into the stormwater drainage system bypasses any treatment and flows directly into our waterways and to those downstream from us. This creates hazards for people, wildlife, and the environment. Protecting stormwater quality keeps our waterways healthy and preserves wildlife habitat. 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. The local Stormwater Management Program is administered by the Engineering division of the Public Works Department. Revenue to support its mission is derived from monthly stormwater utility fees collected from local residents and businesses. HIGHLIGHTS  Volunteers logged 3,300 hours of service to clean up the City’s watersheds, waterways, wetlands, prairies, and other natural spaces in 2012  The Iowa River Clean-Up drew 56 volunteers. Their efforts removed 8.6 tons of garbage from the river, including 188 tires and 1,850 pounds of metal, all of which were recycled. Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 2.10 2.10 2.60 Added 50% of a Project Support Assistant position in Stormwater operations in FY2015. 435 Financial Highlights: Services expenditures are lower by $85,904 or 29.4% due to a decrease in internal service fund charges and administrative charges. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities 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 Creek Maintenance – Grant Applications FY 2011 FY 2012 FY 2013 Number Funded 11 10 13 Amount $25,000 $48,000 $36,000 FY 2011 FY 2012 FY 2013 Number Funded 7 7 4 Amount $53,000 $50,000 $20,000 436 Strategic Plan Goal: Healthy Neighborhoods & Enhanced Communication and Marketing 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 * amount is calculated using FEMA’s Volunteer Rate of $16.25/hour CY 2010 CY 2011 CY 2012 Events 15 15 31 Volunteers 410 435 1,171 Volunteer Hours 1,422 1,868 3,300 Value* $23,108 $30,355 $53,625 437 City of Iowa City Activity: Storm Water Operations (770110)Fund: Storm Water Management (7700) Division: Storm Water (770100)Department: Public Works 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 1,914$ 1,231$ 1,919$ 1,231$ 1,919$ 1,930$ Charges For Fees And Services Storm Water Charges 630,966 785,450 969,936 1,200,000 1,200,000 1,225,000 Miscellaneous Printed Materials - - - - 240 240 Other Misc Revenue - 629 514 629 162 120 Total Revenues 632,880$ 787,310$ 972,369$ 1,201,860$ 1,202,321$ 1,227,290$ Expenditures: Personnel 181,112$ 208,503$ 198,736$ 263,871$ 257,102$ 264,815$ Services 147,153 256,999 198,578 292,492 206,588 210,720 Supplies 8,158 2,118 2,559 2,837 2,263 2,308 Capital Outlay 379,546 137,526 295,532 240,000 240,000 240,000 Total Expenditures 715,969$ 605,146$ 695,405$ 799,200$ 705,953$ 717,843$ Personnel Services - FTE 2012 2013 2014 2015 M.W. III - Wastewater Collection 0.20 0.20 0.20 0.20 Mw II - Wastewater Treatment Plant 0.30 0.30 0.30 0.30 Public Info/Ed Coord - Public Works 0.50 0.50 0.50 0.50 Sr. Engineer 1.00 1.00 1.00 1.00 Sr. M.W. - Wastewater Collection 0.10 0.10 0.10 0.10 Project Support Assistant - - - 0.50 Total Personnel 2.10 2.10 2.10 2.60 Capital Outlay 2014 2015 Storm Sewer Maintenance 200,000$ 200,000$ Sump Pump Discharge Tiles 40,000 40,000 Total Capital Outlay 240,000$ 240,000$ Activity Summary 438 CABLE TELEVISION FUND The Cable Television enterprise fund accounts for the City’s cable television administration and the City’s media production unit. The fund’s activities are primarily supported by City franchise fees collected by the City’s primary cable television operator, Mediacom. The fund also accounts for the equipment replacement activities of the media production unit. The Cable Television fund’s total fund balance on June 30, 2013 was just over $1.76 million, a 10.5% increase over the previous year. FY14 year-end total fund balance is estimated to be an 11.8% or $207,451 decrease over FY13. In FY13, an adjustment was made to convert from the cash basis accounting method to the modified accrual basis method. This change resulted in an upward adjustment in fund balance of $56,487 primarily due to franchise fees that were receivable at year end. The FY14 revised budget includes a transfer to the capital projects fund for the City Council chambers video camera and remodel project of $180,000. FY15 projected balance is expected to decrease 3.6%. (1) FY14 and FY15 figures are estimates; FY11 and FY12 are cash basis. The Cable Television fund estimates $270,059 in restricted fund balances at the end of FY15 for Public Access Television and for equipment replacement. This is an increase of 10.2% from the estimated restricted fund balance in FY14. FY11 FY12 FY13 FY14 FY15 Fund Balance $1,507,873 $1,597,031 $1,765,355 $1,557,904 $1,501,918 $1,350,000 $1,400,000 $1,450,000 $1,500,000 $1,550,000 $1,600,000 $1,650,000 $1,700,000 $1,750,000 $1,800,000 Fund Balance (1) 439 Revenues: FY15 projected revenue represents an 18.3% decrease over FY14 estimated revenue. With Mediacom’s cancellation of their franchise agreement with the City, it is estimated that the decrease from franchise fees that the City would have received will be about 20%. Expenditures: FY15 adopted expenditures are 15.4% lower from FY14 estimated expenditures. The primary decrease is the elimination of the Cable TV Administrator position in response to the franchise agreement cancellation. 100% 0% FY15 Adopted - $687,580 Franchise Fees Interest Revenue 63% 35% 2% 0% FY15 Adopted - $688,566 Personnel Services Supplies Capital Outlay 440 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 1,412,714$ 1,507,873$ 1,597,031$ 1,765,355$ 1,557,904$ 1,501,918$ Revenues: Licenses And Permits Franchise Fees 804,200$ 820,285$ 821,183$ 838,468$ 679,174$ 679,174$ Use Of Money And Property Interest Revenues 3,251 3,101 5,357 3,101 5,357 5,370 Miscellaneous Other Misc Revenue 117 131 3,048 - 3,049 120 Other Financial Sources Sale Of Assets 1,082 332 49 - - - Sub-Total Revenues 808,650 823,849 829,637 841,569 687,580 684,664 Transfers In: Transfer Into Equip Reserve from Oper.25,000 25,000 11,500 25,000 25,000 25,000 Sub-Total Transfers In 25,000 25,000 11,500 25,000 25,000 25,000 Total Revenues & Transfers In 833,650$ 848,849$ 841,137$ 866,569$ 712,580$ 709,664$ Expenditures: Cable Administration 658,491$ 679,691$ 662,800$ 803,020$ 688,566$ 706,665$ Cable Reserves - - - 11,000 - - Sub-Total Expenditures 658,491 679,691 662,800 814,020 688,566 706,665 Transfers Out: Capital Projects Fund - - - 180,000 - - Operating Subsidy - General Fund 55,000 55,000 55,000 55,000 55,000 55,000 Misc Transfers Out - to Equip Reserve 25,000 25,000 11,500 25,000 25,000 25,000 Sub-Total Transfers Out 80,000 80,000 66,500 260,000 80,000 80,000 Total Expenditures & Transfers Out 738,491$ 759,691$ 729,300$ 1,074,020$ 768,566$ 786,665$ Fund Balance*, June 30 1,507,873$ 1,597,031$ 1,708,868$ 1,557,904$ 1,501,918$ 1,424,917$ Change in Accounting Method - - 56,487 - - - Adjusted Fund Balance*, June 30 1,507,873 1,597,031 1,765,355 1,557,904 1,501,918 1,424,917 Restricted / Committed /Assigned 200,524 229,759 243,524 245,059 270,059 295,059 Unassigned Balance 1,307,349$ 1,367,272$ 1,521,831$ 1,312,845$ 1,231,859$ 1,129,858$ % of Expenditures 177%180%209%122%160%144% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Cable Television (7800 - 7801) Fund Summary City of Iowa City 441 CABLE TELEVISION OPERATIONS The mission of the Iowa City Cable Television Division is to inform and educate the Iowa City community about the civic and public activities, issues and political events of local governments and community organizations; to recommend to the City Council through its Commission policies related to the regulation development and operation of cable television, broadband, and interactive systems in Iowa City, to support cable television subscribers in resolution of problems with service providers; to provide general audio/visual support to City departments and to facilitate and support other local cable channels in their efforts to provide news, information and entertainment to the Iowa City community. The division’s budget is organized into two activities, Administration and Reserves. Cable TV Administration Administration oversees the Cable Division's operations, monitors cable franchise agreement compliance, provides a complaint resolution service for citizens with the local cable company, regulates basic cable service rates, monitors the public access service contract compliance and supports other local cable television programming channels. Administration also serves as staff for the Iowa City Telecommunications Commission (ICTC), manages their official triennial review of cable provider's performance and conducts special projects such as research or community surveys. Administration monitors changes in Federal and State laws and regulations and relevant legal decisions related to cable television. The division produces local government and community video programming including local public meetings such as the Iowa City City Council and Foreign Relations Council meetings; balanced political programming such as League of Women Voters and other NGO forums; informational programming such as City departmental and community organizational profiles, services, projects, or activities and a wide variety of local musical public performances. The division also schedules programming on City Channel 4, operates cable Channel 5, an interactive service providing local video programming on demand, and manages Channel 4's web presence including streaming video. Cable TV Reserves Cable TV’s annual budget includes transfers to an equipment replacement reserve that is used to purchase equipment and supplies, including computer hardware and software. 442 Staffing: FY2013 Actual FY2014 Actual FY2015 Adopted Total FTE’s 6.63 6.63 5.63 In FY2015 budget, the Cable TV Administrator will be eliminated due to the termination of the cable franchise agreement with Mediacom and a subsequent expected 20% decline in revenue. Financial Highlights: Cable TV Administration personnel expenditures are budgeted to decrease by $104,506 or 19.5% due to the elimination of the Cable TV Administrator position. This stems from an expected decrease of revenue which was budgeted lower by $159,294 or 19%. GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Enhanced Communication and Marketing Department Goal: Increase opportunities for citizen engagement and education Department Objective: Utilize social media, website, video messaging and media outreach to provide access to a wide audience Performance Measures: Video Programming Note: Includes full-length and short programs, public service announcements, and program segments FY 2011 FY 2012 FY 2013 Programming promoting downtown activities and organizations 25 34 42 Programming promoting general City initiatives, projects, and public input 125 142 160 443 City of Iowa City Activity: Cable Administration (210510)Fund: Cable Television (7800) Division: Cable Television (210500)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Licenses And Permits Franchise Fees 804,200$ 820,285$ 821,183$ 838,468$ 679,174$ 679,174$ Use Of Money And Property Interest Revenues 3,251 3,101 5,357 3,101 5,357 5,370 Miscellaneous Other Misc Revenue 117 131 3,048 - 3,049 120 Other Financial Sources Sale Of Assets 1,082 332 49 - - - Total Revenues 808,650$ 823,849$ 829,637$ 841,569$ 687,580$ 684,664$ Expenditures: Personnel 448,394$ 511,644$ 517,279$ 537,236$ 432,730$ 445,712$ Services 148,050 157,368 136,382 257,204 243,013 247,873 Supplies 11,719 10,679 9,139 8,580 12,823 13,079 Capital Outlay 50,328 - - - - Total Expenditures 658,491$ 679,691$ 662,800$ 803,020$ 688,566$ 706,665$ Personnel Services - FTE 2012 2013 2014 2015 Cable Production Coordinator 1.00 - - - Cable T.V. Administrator 1.00 1.00 1.00 - Clerical Assistant - Cable T.V. 0.75 0.75 0.75 0.75 Communications Tech - Cable 1.00 1.00 1.00 1.00 Community Programmer 1.00 1.00 - - Custodian - Govt Bldgs 0.13 0.13 0.13 0.13 Government Programmer - Cable - 1.00 1.00 1.00 Media Production Service Coordinator - - 1.00 1.00 Production Asst - Cable T.V. 1.00 1.00 1.00 1.00 Special Projects Asst - Cable 0.75 0.75 0.75 0.75 Total Personnel 6.63 6.63 6.63 5.63 Activity Summary 444 City of Iowa City Activity: Cable Reserves (210520)Fund: Cable Television (7800) Division: Cable Television (210500)Department: City Manager 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Other Financial Sources Transfer-In from Cable Operations 25,000$ 25,000$ 11,500$ 25,000$ 25,000$ 25,000$ Total Revenues & Transfers In 25,000$ 25,000$ 11,500$ 25,000$ 25,000$ 25,000$ Expenditures: Supplies -$ -$ -$ 6,000$ -$ -$ Capital Outlay - - - 5,000 - - Total Expenditures -$ -$ -$ 11,000$ -$ -$ Capital Outlay 2014 2015 Video Production Equipment 5,000$ -$ Total Capital Outlay 5,000$ -$ Activity Summary 445 HOUSING AUTHORITY FUND The Housing Authority enterprise fund accounts for the public housing programs operated by the Iowa City Housing Authority (ICHA) including the rental assistance programs and the City- owned public housing units. These programs are primarily funded through Federal funds from the U.S. Department of Housing and Urban Development (HUD). The Housing Authority fund’s total fund balance on June 30, 2013 was approximately $6.1 million, a 10.0% decrease from FY12 year-end fund balance. This decrease was also larger due to an adjustment presented converting the accounting method from cash basis to modified accrual basis. This adjustment was a decrease in fund balance of $331,983 in FY13 primarily due to accounts and contracts payable. At the end of FY13, an estimated $2.81 million in fund balance will be restricted for Housing Authority operations; subsidy payments to landlords; maintenance and development of Public Housing units; and, development of affordable homeownership opportunities. Restricted fund balance does not reflect further limitations and restrictions on the use of housing funds placed by HUD that exists on the unassigned fund balance. Fund balance history is as follows: (1) FY14 and FY15 are estimates; FY11 & FY12 are cash basis. Two voucher program positions were laid off during fiscal year 2014 due to sequestration cuts to the Housing Voucher program administration revenues. Consideration regarding the future of these positions will be determined based on the restoration of funding from the federal government. FY14 estimated year-end fund balance is expected to remain steady with a 0.7% increase over the FY13 estimated balance. FY15 projected fund balance also remains flat with virtually no change from the FY14 fund balance. FY11 FY12 FY13 FY14 FY15 Unassigned $3,834,490 $3,638,417 $3,303,981 $3,411,354 $3,392,701 Restricted $3,447,991 $3,155,215 $2,811,904 $2,751,475 $2,775,386 $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 Fund Balance (1) 446 Revenues: HUD allocations account for approximately 97% of ICHA revenue. ICHA is projected to receive $7.1 million in federal funding through HUD in FY15. This is an 8.8% decrease from FY14 projections. Expenditures: FY15 adopted budget expenditures represent an 8.5% decrease over FY14 estimated expenditures. This decrease is primarily due to a decrease in estimated Housing Voucher program expenditures. 86% of the Housing fund budget is to provide services to citizens. 97% 3% FY15 Adopted - $7,393,837 Federal Rents Interest Revenue Royalties & Commissions Local Agreements 12% 88% 0% 0% FY15 Adopted - $7,343,842 Personnel Services Supplies Capital Outlay 447 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 6,655,300$ 7,282,481$ 6,793,632$ 6,115,885$ 6,162,829$ 6,168,087$ Revenues: Use Of Money And Property Interest Revenues 16,536$ 16,492$ 23,025$ 16,492$ 23,025$ 23,090$ Rents 210,973 208,255 203,286 208,001 203,286 201,000 Royalties & Commissions 35,292 20,545 28,516 20,545 28,516 28,100 Intergovernmental Fed Intergovnt Rev 7,479,382 6,765,226 6,985,739 7,787,215 7,101,264 7,132,890 Local 28E Agreements - 1,350 - 1,350 - - Miscellaneous Other Misc Revenue 105,174 91,733 16,338 35,879 16,338 16,930 Other Financial Sources Loan Repayments 76,529 20,016 83,002 46,086 21,408 21,410 Sale Of Assets - 211,658 980 - - - Sub-Total Revenues 7,923,886 7,335,275 7,340,886 8,115,568 7,393,837 7,423,420 Misc Transfers In 80,314 37,747 4,787 - - - Sub-Total Transfers In 80,314 37,747 4,787 - - - Total Revenues & Transfers In 8,004,200$ 7,373,022$ 7,345,673$ 8,115,568$ 7,393,837$ 7,423,420$ Expenditures: Voucher Program 6,902,414$ 7,287,896$ 7,055,349$ 7,514,936$ 6,676,165$ 6,816,619$ Public Housing Program 401,605 530,975 589,352 509,699 667,677 682,985 Sub-Total Expenditures 7,304,019 7,818,871 7,644,701 8,024,635 7,343,842 7,499,604 Transfers Out: Capital Project Fund - - 3,736 - - - Operating Subsidy - PILOT Gen Fund 18,000 18,000 18,000 18,414 18,727 19,102 Misc Transfers Out - Director Reimb 55,000 25,000 25,000 25,575 26,010 26,530 Sub-Total Transfers Out 73,000 43,000 46,736 43,989 44,737 45,632 Total Expenditures & Transfers Out 7,377,019$ 7,861,871$ 7,691,437$ 8,068,624$ 7,388,579$ 7,545,235$ Fund Balance*, June 30 7,282,481$ 6,793,632$ 6,447,868$ 6,162,829$ 6,168,087$ 6,046,272$ Change in Accounting Method - - (331,983) - - - Adjusted Fund Balance*, June 30 7,282,481 6,793,632 6,115,885 6,162,829 6,168,087 6,046,272 Restricted / Committed /Assigned 3,447,991 3,155,215 2,811,904 2,751,475 2,775,386 2,799,297 Unassigned Balance 3,834,490$ 3,638,417$ 3,303,981$ 3,411,354$ 3,392,701$ 3,246,974$ % of Expenditures 52%46%43%42%46%43% *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Housing Authority (7900 - 7922) Fund Summary City of Iowa City 448 HOUSING AUTHORITY OPERATIONS To improve quality of life, the Iowa City Housing Authority acts as a community leader for affordable housing, family self-sufficiency, and homeownership opportunities. We provide information and education, housing assistance, and public and private partnership opportunities. The Housing Authority is a division of the Department of Housing & Inspection Services established in 1969 to administer housing assistance programs throughout its jurisdiction, including all of Johnson County and portions of Iowa and Washington Counties. Annually, the Housing Authority assists approximately 1,300 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 Tenant-to-Owner Program, Affordable Dream Homeownership Program, and the HCV Homeownership Program. Participation in all programs requires the families meet federally established income guidelines. The Housing Authority’s budget is organized into three activities: Administration, Voucher Programs, and Public Housing. The division also manages Peninsula Apartments units; a description of this activity may be found in the Special Revenue Fund section of this document. Housing Authority Administration Housing Authority Administration personnel manage all of the housing programs. These expenditures are fully allocated to the Voucher and Public Housing programs. Voucher Programs The Housing Authority works with over 400 owners/ landlords and administers 1250 HCV and VASH vouchers. These Owners/landlords receive approximately $6 million/year in rental subsidy paid on behalf of Housing Authority participants. Public Housing The City of Iowa City owns 81 public housing units; the Housing Authority serves as the landlord and rents these units to eligible tenants. They are low-density units scattered throughout Iowa City and were constructed to conform and blend into the existing neighborhood architecture. 449 HIGHLIGHTS  The Housing Choice Voucher Program paid approximately $5.8 million in Housing Assistance Payments to landlords/owners of rental properties in Johnson County in FY2013 (98% vouchers utilized)  The Housing Authority paid over $298,098 to private sector Iowa City contractors for the capital improvement, general maintenance, and repair of Public Housing properties in FY2013  Since 1998, 159 families have moved to homeownership with assistance from the Housing Authority. Recent Accomplishments:  1,600 housing assistance inspections conducted for the Iowa City Housing Authority  In FY2013, maintained a 98% lease-up rate for the HCV and VASH programs; 98% for Public Housing.  Maintained a 100% lease-up rate for the Peninsula Apartments. Upcoming Challenges:  Dispelling damaging myths regarding Housing Authority programs and participants  Maintain lease-up rates of at least 98% for the HCV, VASH, and Public Housing programs in spite of sequestration budget cuts.  Continue efforts to ensure program integrity by monitoring landlord/tenant compliance with program responsibilities.  Continue to support homeownership opportunities. Staffing: FY2013 FY2014 FY2015 Adopted Total FTE’s 13.13 12.19 10.19 In FY2015 budget, Housing Program Assistant reduced from 5.0 FTE to 4.0 and Housing Assistant reduced from 1.25 FTE to 0.25. Financial Highlights: Public Housing expenditures are up by $157,978 or 31% and Housing Voucher program expenditures are down by 11.2%. Part of this reflects a change in Administration cost sharing by shifting the split from 95% voucher/5% public housing to 78% voucher/22% public housing. The most significant part of the decrease in Housing Voucher program expenditures, however, is due to a budgeted decrease in landlord rent expenditures by $621,582 or 9.7%. This is also reflected in the budgeted decrease of Federal intergovernmental revenue. 450 GOALS, OBJECTIVES, and PERFORMANCE MEASURES Strategic Plan Goal: Healthy Neighborhoods Department Goal: Assist low income families in bridging the economic gap through building assets, improving employment opportunities, and transitioning from renters of units to owners of homes. Department Objective: The Family Self-Sufficiency (FSS) Program: Promote self-sufficiency and asset development by providing supportive services to participants to increase their employability, to increase the number of employed participants, and to encourage increased savings through an escrow savings program. Performance Measures: Strategic Plan Goal: Healthy Neighborhoods Department Goal: Maintain a scattered sites Public Housing program. Department Objective: Affordable Rental Housing: Provide affordable, decent and safe rental housing for eligible low-income families, elderly persons, and persons with disabilities. CY 2010 CY 2011 CY 2012 Total Participants 134 135 139 % of Participants with Escrow Accounts 73% 69% 64% % of Participants with Reduced or Eliminated Family Investment Program Cash Assistance 15% 16% 27% % of Participants with Increased Income versus Prior Year 43% 27% 41% FSS Graduates 11 16 23 451 Performance Measures: Strategic Plan Goal: Healthy Neighborhoods & Strategic Economic Development Activities Department Goal: Increase affordable housing choices for low-income families, the elderly, and persons with disabilities in private market rental units. Provide homeownership opportunities through the HCV homeownership program. Department Objective: Affordable Rental Housing: Pay rental subsidies directly to private market landlords on behalf of eligible families. Provide mortgage assistance payments to lenders on behalf of eligible families. Performance Measures: FY 2011 FY 2012 FY 2013 Actual Occupancy Rate for Fiscal Year (Goal – 95%) 95% 95% 98% CY 2010 CY 2011 CY 2012 % of All Emergency Work Orders Completed within 24 hours (Goal – 100%) 100% 100% 100% Average Number of Calendar Days of All Non- Emergency Work Orders (Goal – < 25 days) 2.7 days 2.3 days 1.9 days CY 2010 CY 2011 CY 2012 HCVP Homeownership Vouchers $122,713 $124,288 $108,029 HCVP Non-Elderly Disabled Vouchers Not Reported Separately Not Reported Separately $340,446 HCVP Portable Vouchers $356,874 $193,943 $198,815 VASH Vouchers $93,562 $115,605 $141,878 All Other HCVP Vouchers $5,199,386 $5,327,627 $5,381,083 HCVP Voucher Utilization 97% 96% 102% 452 City of Iowa City Activity: Housing Authority Voucher (490200)Fund: Housing Authority (7910) Division: Housing Authority Voucher (490200)Department: Housing Authority 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues & Transfers In: Use Of Money And Property Interest Revenues 3,235$ 3,959$ 1,870$ 3,959$ 1,870$ 1,880$ Royalties & Commiss 34,968 20,273 28,251 20,273 28,251 27,830 Intergovernmental Fed Intergovnt Rev 7,016,560 6,479,324 6,676,733 7,377,333 6,760,451 6,760,500 Local 28E Agreements - 1,350 - 1,350 - - Miscellaneous Other Misc Revenue 104,650 78,431 11,865 28,705 11,865 11,870 Other Financial Sources Misc Transfers In 80,314 37,747 4,787 - - - Total Revenues & Transfers In 7,239,727$ 6,621,084$ 6,723,506$ 7,431,620$ 6,802,437$ 6,802,080$ Expenditures: Personnel 840,831$ 878,048$ 868,160$ 905,313$ 693,047$ 713,838$ Services 6,053,605 6,401,600 6,181,562 6,601,045 5,978,386 6,097,954 Supplies 7,978 8,248 5,627 8,578 4,732 4,827 Total Expenditures 6,902,414$ 7,287,896$ 7,055,349$ 7,514,936$ 6,676,165$ 6,816,619$ Personnel Services - FTE 2012 2013 2014 2015 Building Inspector - - 0.71 0.50 F.S.S. Program Coordinator 0.95 0.95 0.95 0.50 Housing Administrator 0.95 0.95 0.95 0.78 Housing Assistant 1.19 1.19 1.19 0.24 Housing Office Manager 0.95 0.95 0.95 0.96 Housing Program Assistant 5.75 5.75 4.75 3.84 Public Hsg. Coord 0.50 0.50 0.50 0.50 Section 8 Coord 0.95 0.88 0.89 0.90 Total Personnel 11.95 11.88 10.89 8.22 Activity Summary 453 City of Iowa City Activity: Housing Authority Public Housing (490300)Fund: Housing Authority (792*) Division: Housing Authority Public Housing (490300)Department: Housing Authority 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Revenues: Use Of Money And Property Interest Revenues 13,301$ 12,533$ 21,155$ 12,533$ 21,155$ 21,210$ Rents 210,973 208,255 203,286 208,001 203,286 201,000 Royalties & Commissions 324 272 265 272 265 270 Intergovernmental Fed Intergovnt Rev 462,822 285,902 309,006 409,882 340,813 372,390 Miscellaneous Other Misc Revenue 524 13,302 4,473 7,174 4,473 5,060 Other Financial Sources Sale Of Assets - 211,658 980 - - - Loans 76,529 20,016 83,002 46,086 21,408 21,410 Total Revenues 764,473$ 751,938$ 622,167$ 683,948$ 591,400$ 621,340$ Expenditures: Personnel 93,692$ 100,960$ 109,240$ 113,487$ 195,439$ 201,302$ Services 276,004 409,231 441,729 295,761 462,841 472,098 Supplies 9,857 5,372 8,092 451 9,397 9,585 Capital Outlay 22,052 15,412 30,291 100,000 - - Total Expenditures 401,605$ 530,975$ 589,352$ 509,699$ 667,677$ 682,985$ Personnel Services - FTE 2012 2013 2014 2015 Building Inspector 0.29 0.29 0.29 0.50 F.S.S. Program Coordinator 0.05 0.05 0.05 0.50 Housing Administrator 0.05 0.05 0.05 0.22 Housing Assistant 0.06 0.06 0.06 0.01 Housing Office Manager 0.05 0.05 0.05 0.04 Housing Program Assistant 0.25 0.25 0.25 0.16 Public Hsg. Coord 0.50 0.50 0.50 0.50 Section 8 Coord 0.05 0.05 0.05 0.04 Total Personnel 1.30 1.30 1.30 1.97 Capital Outlay 2014 2015 2 House Renovations 100,000$ -$ Total Capital Outlay 100,000$ -$ Activity Summary 454 CAPITAL PROJECT FUNDS Fund Summary Summary by Division Summary by Funding Source Project Summary by Name Unfunded Projects F Y 2 0 1 5 CAPITAL IMPROVEMENT PROJECTS FUND The Capital Improvement Projects fund accounts for the collection and disbursement of funds related to capital improvements or significant capital equipment. Capital projects involve construction, purchase, or renovation of city facilities or property. They are generally non-recurring major improvements to the City's physical plant which necessitate long-term financing and are permanent in nature. The funding sources for these projects are generally not from operating funds but are instead from bond proceeds, grants, donations, or other one-time sources of income. The City annually updates and issues a five-year capital improvement program (CIP). This program is the planning guide for the City’s issuance of general obligation bonded debt and for the construction and replacement of the City’s buildings and infrastructure. The City’s total five-year for the 2014-2018 capital improvement program is $223,887,986. The current portion of the CIP is then adopted as part of the annual operating budget. Changes to the 2014 capital improvement program are amended into the fiscal year 2014 operating budget, and the 2015 projected capital improvement program is certified as part of the 2015 operating budget. The 2014 capital projects fund budget also includes totals for the carry forward of prior year projects that must be re-appropriated with the State. These amounts being carried forward are not included in the current five- year CIP. The revised capital improvement program expenditures for fiscal year 2014 are $85,455,521 while the appropriated budget including project carry forwards is $92,256,292. The capital improvement fund expenditures for fiscal year 2015 are $50,578,591. Fund balance in the Capital Improvement Projects fund primarily represents unspent bond proceeds. This fluctuates based on the timing of the issuance of the bonds and the timing of the project expenditures. With the conversion from cash basis accounting to modified accrual basis of accounting in fiscal year 2013, a conversion adjustment is presented for a decrease in fund balance of $7,028,078. This adjustment primarily represents unpaid contract progress payments and retainages. The estimated ending fund balance for fiscal year 2015 is $12,254,110. 457 2011 2012 2013 2014 2015 2016 Actual Actual Actual Revised Budget Projection Fund Balance*, July 1 11,517,577$ 18,274,393$ 25,102,181$ 12,756,766$ 28,588,868$ 12,254,110$ Revenues: Other City Taxes 239,407$ 270,249$ 288,045$ -$ -$ -$ Use Of Money And Property Interest Revenues 1,006 22,991 3,038 - - - Rents 14,218 15,694 28,467 - - - Intergovernmental Fed Intergovnt Rev 856,255 1,800,893 19,344,636 21,655,815 9,104,588 7,041,738 Disaster Assistance - - 138,584 336,615 - - Other State Grants 6,095,333 6,660,118 12,715,802 19,497,284 6,700,000 4,300,000 Local 28E Agreements 135,391 25,321 101,086 405,654 - - Charges of Fees & Services Development Fees - - 56,942 - - - Miscellaneous Contrib & Donations - 11,500 422,198 590,000 - 2,350,000 Printed Materials 1,995 4,440 5,310 - - - Other Misc Revenue 574,180 495,508 39,448 - 1,000,000 1,181,000 Other Financial Sources Sale Of Assets - - 7,500 500,000 - - Insurance Recoveries 192,488 54,640 7,520 - - - Debt Sales 16,345,700 9,855,454 2,614,089 23,311,613 8,393,180 11,959,696 Sub-Total Revenues 24,455,973 19,216,808 35,772,665 66,296,981 25,197,768 26,832,434 Transfers In: Transfers-In from Governmental Funds 3,999,960 6,645,703 9,142,201 26,682,682 1,237,665 1,502,665 Transfers-In from Enterprise Funds 11,094,559 6,082,529 10,670,820 8,608,731 7,808,400 5,339,000 Transfers-In from G.O. Bonds 8,884,622 5,722,976 19,638,960 8,917,771 - - Transfers-In from Revenue Bonds - - - 7,000,000 - - Misc Transfers-In - - 330,000 - - - Sub-Total Transfers In 23,979,141 18,451,208 39,781,981 51,209,184 9,046,065 6,841,665 Total Revenues & Transfers In 48,435,114$ 37,668,016$ 75,554,646$ 117,506,165$ 34,243,833$ 33,674,099$ Expenditures: Governmental: General Government 210,232$ 406,363$ 840,951$ 1,969,556$ 264,040$ 150,000$ Culture & Recreation 1,729,596 2,504,596 5,769,746 5,007,432 3,999,511 430,000 Planning & Community Development 120,125 1,537,540 3,139,390 2,222,058 400,000 6,530,000 Public Safety 4,844,886 839,266 1,857,913 4,676,995 - 60,000 Public Works 9,731,281 8,962,639 10,057,402 34,395,697 34,435,240 27,714,165 Enterprise: Parking Operations 547,814 1,695,730 684,502 1,529,221 500,000 670,000 Public Transportation 2,236,427 28,227 854,571 802,949 54,000 200,000 Wastewater Treatment 3,814,453 3,176,289 31,529,955 28,057,707 7,900,000 500,000 Water Operations 1,557,794 530,697 2,202,669 1,996,144 1,814,400 1,469,000 Landfill 6,733,981 3,495,411 705,470 2,870,240 650,000 - Storm Water 527,898 428,512 372,789 1,101,239 - 1,000,000 Airport 524,528 1,423,411 2,801,550 7,627,054 561,400 1,654,900 Sub-Total Expenditures 32,579,015 25,028,681 60,816,908 92,256,292 50,578,591 40,378,065 Transfers Out: Capital Project Fund 8,884,623 5,805,352 19,956,583 8,917,771 - - Debt Service Funding - - 133 - - - Misc Transfers Out 214,660 6,195 98,359 500,000 - - Sub-Total Transfers Out 9,099,283 5,811,547 20,055,075 9,417,771 - - Total Expenditures & Transfers Out 41,678,298$ 30,840,228$ 80,871,983$ 101,674,063$ 50,578,591$ 40,378,065$ Fund Balance*, June 30 18,274,393$ 25,102,181$ 19,784,844$ 28,588,868$ 12,254,110$ 5,550,144$ Change in Accounting Method - - (7,028,078) - - - Adjusted Fund Balance*, June 30 18,274,393$ 25,102,181$ 12,756,766$ 28,588,868$ 12,254,110$ 5,550,144$ *Fund Balance is Cash Balance for 2011, 2012, and July 1 of 2013 Capital Project Funds Fund Summary City of Iowa City 458 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total Airport 7,604,506$ 561,400$ 1,654,900$ 337,500$ 267,700$ 10,426,006$ Finance Administration 1,689,528 264,040 150,000 150,000 547,279 2,800,847 Fire 614,425 - 60,000 810,000 - 1,484,425 Housing 115,000 - - 300,000 - 415,000 Landfill 2,869,814 650,000 - - - 3,519,814 Library 200,000 - - - - 200,000 Planning & Community Development 4,634,007 2,758,000 6,830,000 700,000 700,000 15,622,007 Park Maintenance 1,744,856 841,511 80,000 1,650,000 303,000 4,619,367 Parking System 1,282,500 500,000 670,000 650,000 300,000 3,402,500 Police 3,865,363 - - - - 3,865,363 Public Transportation 811,003 54,000 200,000 20,000,000 - 21,065,003 Public Works Administration 13,182,159 1,800,000 1,000,000 3,134,000 1,000,000 20,116,159 Refuse Operations - - - 700,000 - 700,000 Recreation 2,011,063 800,000 50,000 300,000 375,000 3,536,063 Storm Water 1,101,239 - 1,000,000 - - 2,101,239 Streets 22,691,431 32,635,240 26,714,165 2,477,665 10,467,665 94,986,166 Wastewater Treatment 19,177,347 7,900,000 500,000 500,000 500,000 28,577,347 Water 1,861,280 1,814,400 1,469,000 706,000 600,000 6,450,680 Total Projects 85,455,521$ 50,578,591$ 40,378,065$ 32,415,165$ 15,060,644$ 223,887,986$ City of Iowa City Capital Improvement Program Summary by Division Airport, $10,426,006 Finance Administration, $2,800,847 Fire, $1,484,425 Housing, $415,000 Landfill, $3,519,814 Library, $200,000 Planning & Community Development, $15,622,007 Park Maintenance, $4,619,367 Parking System, $3,402,500 Police, $3,865,363 Public Transportation, $21,065,003 Public Works Administration, $20,116,159 Refuse Operations, $700,000 Recreation, $3,536,063 Storm Water, $2,101,239 Streets, $94,986,166 Wastewater Treatment, $28,577,347 Water, $6,450,680 Capital Improvement Program by Division FY2014-2018 $223,887,986 459 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total Airport A3425 - FAA Runway 7 Grading/Obstr Mitigation 101,730$ 101,730$ A3427 - Runway 7 Parallel Taxiway Grading 353,318 353,318 A3428 - Runway 7-25 Parallel Taxiway Paving & Lighting 1,551,950 1,551,950 A3430 - Apron Reconstruction & Connecting Taxiway 1,654,900 1,654,900 A3437 - Hangar L 6 Units 9I110IOW300 185,384 185,384 A3442 - Runway 12-30 Obstruction Mitigation & Part77 Removals 561,400 561,400 A3443 - Airport Equipment Shelter 337,500 337,500 A3448 - Airport Perimeter Rd 267,700 267,700 A3450 - FY12 Airport Electrical Rehab & Security Improve 110,689 110,689 A3452 - Install Taxiway & Utility Lines 39,435 39,435 A3453 - Rehabilitate Terminal Building D & Roof 102,000 102,000 A3454 - Airport Master Plan 160,000 160,000 A3458 - Ruppert Property Land Acquisition 5,000,000 5,000,000 Total 7,604,506$ 561,400$ 1,654,900$ 337,500$ 267,700$ 10,426,006$ Finance Administration G4704 - City Hall-Other Projects 686,452$ 164,040$ 50,000$ 50,000$ 50,000$ 1,000,492$ G4712 - ERP Software-Finances and HR/Payroll 200,097 200,097 G4714 - Remodel City Hall Lobby and Revenue Areas 326,400 326,400 G4718 - City-wide Video Camera Upgrade 238,924 238,924 I4721 - Fiber Optic Cable Infill Program 100,000 100,000 100,000 100,000 400,000 I4722 - Wastewater South Fiber Repair/Redundant Path Project 237,655 397,279 634,934 Total 1,689,528$ 264,040$ 150,000$ 150,000$ 547,279$ 2,800,847$ Fire Y4406 - Fire Apparatus 60,000$ 810,000$ 870,000$ Y4411 - Fire SCBA/Air System Replacement 550,000 550,000 Y4432 - Fire Station #3 Kitchen Remodel 35,000 35,000 Y4427 - Fire Station #1 Kitchen Remodel &Admin Office Upgrade 29,425 29,425 Total 614,425$ -$ 60,000$ 810,000$ -$ 1,484,425$ Housing Administration G4719 - Projectdox Quickstart 115,000$ 115,000$ G4720 - Permitting Software Upgrade 300,000 300,000 Total 115,000$ -$ -$ 300,000$ -$ 415,000$ Landfill L3321 - Reconstruct FY09 Landfill Cell Due to Fire 1,395,240$ 1,395,240$ L3322 - Hebl Road Improvements 764,574 50,000 814,574 L3324 - Landfill Gas Collection System Flare Replacement 300,000 300,000 L3325 - Landfill Household Hazardous Water Storage Unit Replacement 300,000 300,000 W3220 - Water Main Extension - Melrose to Landfill 710,000 710,000 Total 2,869,814$ 650,000$ -$ -$ -$ 3,519,814$ Library R4328 - Library Public Space Remodeling 200,000$ 200,000$ Total 200,000$ -$ -$ -$ -$ 200,000$ Planning and Community Development R4160 - Iowa River Corridor Trail-Peninsula Park to Waterworks Prairie 200,000$ 200,000$ R4206 - Intra-City Bike Trails 100,000 50,000 50,000 50,000 50,000 300,000 R4219 - Scott Park Development & Trail (incl Court Hill Trail Ph. 3) - R4222 - Highway 1 Sidewalk/Trail-Riverside Drive to Sunset 697,599 697,599 R4224 - Hickory Hill Trail Redesign and Development 250,000 250,000 250,000 750,000 R4204 - Iowa River Trail, Benton Street to Sturgis Park 150,000 2,108,000 2,258,000 4918 - Central Park LLC 1,761,943 1,761,943 E4513 - Riverfront Crossings Redevelopment 556,213 200,000 200,000 200,000 200,000 1,356,213 E4514 - Towncrest Redevelopment 1,107,704 200,000 200,000 200,000 200,000 1,907,704 E4609 - Burlington St Dam 260,548 6,130,000 6,390,548 Total 4,634,007$ 2,758,000$ 6,830,000$ 700,000$ 700,000$ 15,622,007$ Park Maintenance R4130 - Parks Annual Improvements/Maint.367,759$ 80,000$ 80,000$ 80,000$ 80,000$ 687,759$ R4136 - Hickory Hill Park Safe/Restroom 272,027 272,027 City of Iowa City Capital Improvement Program Project Summary by Division 460 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Division R4137 - Frauenholtz-Miller Park Development 223,000 223,000 R4177 - Lower City Park Emergency Access Road 261,511 261,511 R4178 - Normandy Drive Restoration Project 630,070 630,070 R4180 - Fairmeadows Park Restroom and Splash Pad 425,000 425,000 R4181 - Neighborhood Park Improvements 100,000 100,000 R4322 - Willow Creek/Kiwanis Park Master Plan and Splash Pad 50,000 350,000 400,000 R4185 - Creation of a park at site of N. Wastewater Treatment Plant 1,470,000 1,470,000 R4186 - Mercer Park Playground 150,000 150,000 Total 1,744,856$ 841,511$ 80,000$ 1,650,000$ 303,000$ 4,619,367$ Parking System T3004 - Parking Facility Restoration Repair 300,000$ 500,000$ 400,000$ 400,000$ 300,000$ 1,900,000$ T3009 - Parking Facility and Enforcement Automation 982,500 270,000 1,252,500 T3012 - Iowa City Multi-Use Parking Facility 250,000 250,000 Total 1,282,500$ 500,000$ 670,000$ 650,000$ 300,000$ 3,402,500$ Police Y4404 - Radio System Upgrade and Migration 658,433$ 658,433$ Y4405 - Police Records & CA Dispatch 186,566 186,566 Y4422 - Animal Shelter Repl PW 3039 2,840,851 2,840,851 Y4423 - PD 09 JAG Firearms Range & Tactical Equipment 61,633 61,633 Y4428 - Police Crime Lab 15,353 15,353 Y4429 - Police Station Master Remodeling 42,740 42,740 Y4430 - Police Break room/Restroom Remodel 27,542 27,542 Y4433 PD FY12 JAG Range Equipment Part II 32,245 32,245 Total 3,865,363$ -$ -$ -$ -$ 3,865,363$ Public Transportation T3051 - Bus Acquisition 437,003$ 437,003$ T3055 - Transit Facility Relocation 20,000,000 20,000,000 T3058 - Court Street Facility Automation 270,000 270,000 T3059 - Transit Bus Shelter Replacement and Expansion 50,000 50,000 100,000 T3060 - Transit Bus Camera Replacement 54,000 54,000 108,000 T3017 - Capitol Street and Dubuque Street Façade Improvements 150,000 150,000 Total 811,003$ 54,000$ 200,000$ 20,000,000$ -$ 21,065,003$ Public Works Administration P3956 - Public Works Facility Site Work 155,257$ 155,257$ P3957 - Vehicle Wash System at Public Works Facility-S. Gilbert 16,056 800,000 816,056 P3958 - Public Works Fuel Facility 254,550 254,550 P3961 - West Side Levee Project 5,274,960 5,274,960 P3964 - Rocky Shore Lift Station/Flood Gates Project 5,871,000 5,871,000 P3970 - Warm Storage Building, Napoleon Park Public Works 25,336 25,336 P3971 - CBD Streetscape Project 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,350,000 P3973 - Traffic Engineering Building 700,000 700,000 P3974 - Riverside Drive Pedestrian Tunnel 35,000 1,434,000 1,469,000 P3977 - Riverside Drive Streetscape Improvements 200,000 200,000 Total 13,182,159$ 1,800,000$ 1,000,000$ 3,134,000$ 1,000,000$ 20,116,159$ Refuse Operations K3972 - Refuse Building 700,000$ 700,000$ Total -$ -$ -$ 700,000$ -$ 700,000$ Recreation R4152 - Terry Trueblood Recreation Area 1,341,631$ 1,341,631$ R4153 - Soccer Park Improvements 250,000 250,000 R4316 - Recreation Center Improvements 19,432 19,432 R4321 - City Park Master Plan & Pool Upgrade 650,000 650,000 R4329 - Recreation Center Phase 2 Improvements 325,000 325,000 R4331 - Elementary School Recreation Facility Partnership 750,000 750,000 R4330 - Annual Recreation Center Improvement Fund 50,000 50,000 50,000 50,000 200,000 Total 2,011,063$ 800,000$ 50,000$ 300,000$ 375,000$ 3,536,063$ Storm Water M3624 - Riverside Dr & Arts Campus Storm Sewer Modification 1,000,000$ 1,000,000$ M3626 - First Avenue Storm Sewer Improvements 1,080,239 1,080,239 461 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Division P3976 - Idyllwild Storm Water Drainage Diversion Project 21,000 21,000 Total 1,101,239$ -$ 1,000,000$ -$ -$ 2,101,239$ Street Operations S3802 - Moss Ridge Road 4,559,606$ 4,559,606$ S3803 - Lower Muscatine-Kirkwood to First Avenue 6,453,696 6,453,696 S3806 - Harrison Street Reconstruction 500,000 500,000 S3809 - Iowa City Gateway Project (Dubuque Street)1,478,387 23,905,362 22,870,500 48,254,249 S3811 - Sycamore St-Highway 6 to City Limits 206,871 206,871 S3814 - Traffic Signal Projects 618,323 120,000 120,000 120,000 120,000 1,098,323 S3816 - Traffic Calming 74,423 25,000 25,000 25,000 25,000 174,423 S3821 - Overwidth Paving/Sidewalks 55,000 25,000 25,000 25,000 25,000 155,000 S3822 - Curb Ramps-ADA 9,300 100,000 100,000 209,300 S3823 - Brick Street Repairs 20,000 20,000 20,000 20,000 20,000 100,000 S3824 - Pavement Rehabilitation 968,821 642,665 642,665 642,665 642,665 3,539,481 S3826 - Underground Electrical Facilities 273,330 175,000 175,000 175,000 175,000 973,330 S3828 - Sidewalk Infill 183,215 100,000 100,000 383,215 S3830 - Alley Assessment 181,000 181,000 362,000 S3834 - Burlington/Madison Intersection and Median 329,200 1,100,000 1,429,200 S3840 - Burlington/Clinton Intersection Improvements 1,138,332 1,138,332 S3843 - RR Crossings-City Wide 45,000 20,000 20,000 20,000 20,000 125,000 S3849 - Brick Street Reconstruction 74,700 800,000 874,700 S3854 - American Legion Road Scott Blvd to Taft Ave 350,000 6,300,000 6,650,000 S3868 - Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conv 500,000 500,000 S3871 - 1st Ave/IAIS RR Crossing Improvements 3,291,865 2,519,222 1,935,000 7,746,087 S3910 - Bridge Maintenance/Repair 84,253 50,000 50,000 50,000 50,000 284,253 S3919 - Rochester Avenue Bridge 687,581 687,581 S3921 - Interstate 80 Aesthetic Improvements 30,000 100,000 100,000 230,000 S3930 - Dubuque St/I-80 Pedestrian Bridge 2,044,659 2,044,659 S3975 - William St Reconstruction 566,860 566,860 S3931 - Sycamore Street - City Limits to South Gilbert Street 2,500,000 3,040,000 5,540,000 S3932 - LED Streetlight Replacement 50,000 50,000 50,000 50,000 200,000 Total 22,691,431$ 32,635,240$ 26,714,165$ 2,477,665$ 10,467,665$ 94,986,166$ Wastewater Treatment V3101 - Annual Sewer Main Projects 973,502$ 500,000$ 500,000$ 500,000$ 500,000$ 2,973,502$ V3135 - South Wastewater Plant Expansion 18,203,845 18,203,845 V3141 - Sludge Biosolid Dewatering Equipment Replacement 1,400,000 1,400,000 V3142 - North Wastewater Plant Demolition 6,000,000 6,000,000 Total 19,177,347$ 7,900,000$ 500,000$ 500,000$ 500,000$ 28,577,347$ Water Operations W3202 - Muscatine (2700-3400) (Arthur to Scott)172,371$ 172,371$ W3204 - Annual Water Main Projects 600,000 600,000 600,000 600,000 600,000 3,000,000 W3279 - Water Mains Crossings Flood Repairs 137,316 137,316 W3295 - ERP - Utility Billing Software 326,896 326,896 W3297 - Utility Asset Management Software 56,197 56,197 W3212 - First Ave. (400 - 500 block) Water Main Replacement 554,000 554,000 W3213 - Ground Storage Reservoir VFD Replacement/Upgrade 91,000 98,500 106,000 295,500 W3214 - Reseal Water Treatment Plant Building 27,500 27,500 W3215 - Slothower Road - Melrose Water Main 568,500 568,500 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement 189,000 189,000 W3217 - Wade St. Water Main Replacement (1000 - 1100 Block)238,000 238,000 W3218 - Washington St (100-200 block) & Linn (1/2 100 block) Water Main Replacemen 821,000 821,000 W3219 - SCADA File Server Replacement 64,400 64,400 Total 1,861,280$ 1,814,400$ 1,469,000$ 706,000$ 600,000$ 6,450,680$ Expense Total 85,455,521$ 50,578,591$ 40,378,065$ 32,415,165$ 15,060,644$ 223,887,986$ 462 City of Iowa City Capital Improvement Program Project Summary by Division $ - $ 1 0 , 0 0 0 , 0 0 0 $ 2 0 , 0 0 0 , 0 0 0 $ 3 0 , 0 0 0 , 0 0 0 $ 4 0 , 0 0 0 , 0 0 0 $ 5 0 , 0 0 0 , 0 0 0 $ 6 0 , 0 0 0 , 0 0 0 $ 7 0 , 0 0 0 , 0 0 0 $ 8 0 , 0 0 0 , 0 0 0 $ 9 0 , 0 0 0 , 0 0 0 2 0 1 4 R e v i s e d 2 0 1 5 B u d g e t 2 0 1 6 P r o j e c t i o n 2 0 1 7 P r o j e c t i o n 2 0 1 8 P r o j e c t i o n $ 8 5 , 4 5 5 , 5 2 1 $ 5 0 , 5 7 8 , 5 9 1 $ 4 0 , 3 7 8 , 0 6 5 $ 3 2 , 4 1 5 , 1 6 5 $ 1 5 , 0 6 0 , 6 4 4 C a p i t a l I m p r o v e m e n t P r o g r a m E x p e n d i t u r e s b y Y e a r 463 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total Utility Franchise Tax 292,665$ 292,665$ 292,665$ 292,665$ 292,665$ 1,463,325$ Federal Grants 14,236,679 9,104,588 7,041,738 16,303,750 240,930 46,927,684 FEMA Reimbursements 1,599,240 - - - - 1,599,240 University of Iowa - - 500,000 60,000 - 560,000 State Disaster Assistance 178,875 - - - - 178,875 Other State Grants 22,378,220 700,000 3,800,000 - - 26,878,220 I-JOBS 850,000 - - - - 850,000 Other Local Governments 405,654 - - - - 405,654 Contrib & Donations 477,492 - 2,350,000 50,000 65,000 2,942,492 Reimb of Expenses 505,100 - - - - 505,100 Sale of Land 500,000 - - - - 500,000 Sale of Buildings 300,000 - - - - 300,000 General Fund CIP Funding 201,000 230,000 230,000 230,000 230,000 1,121,000 Road Use Tax 597,927 715,000 615,000 1,415,000 615,000 3,957,927 Local Option Taxes 25,156,614 - - - - 25,156,614 Transfers from TIF Districts 236,777 - 365,000 - - 601,777 Water Operations 1,398,872 1,914,400 1,469,000 706,000 600,000 6,088,272 Wastewater Operations 3,704,015 3,900,000 2,500,000 500,000 897,279 11,501,294 Parking Operations 1,357,221 500,000 670,000 650,000 300,000 3,477,221 Mass Transit Operations 374,000 54,000 200,000 - - 628,000 Airport Operations 36,793 - - - - 36,793 Refuse Operations - - - 700,000 - 700,000 Landfill Operations 1,498,830 650,000 - - - 2,148,830 Storm water 59,000 - 500,000 - - 559,000 Equipment Operations - 790,000 - - - 790,000 Cable Television Operations 180,000 - - - - 180,000 General Obligation Bonds 15,127,660 8,393,180 11,959,696 10,507,750 10,819,770 56,808,056 Sales Tax Go Bonds - 6,000,000 - - - 6,000,000 Misc Transfers In 181,000 1,000,000 1,181,000 1,000,000 1,000,000 4,362,000 Revenue Total 91,833,634$ 34,243,833$ 33,674,099$ 32,415,165$ 15,060,644$ 207,227,374$ City of Iowa City Capital Improvement Program Summary by Funding Source Utility Franchise Tax, $1,463,325 Federal Grants, $46,927,684 FEMA Reimbursements, $1,599,240 University of Iowa, $560,000 State Disaster Assistance, $178,875 Other State Grants, $26,878,220 I-JOBS , $850,000 Other Local Governments, $405,654 Contrib & Donations, $2,942,492 Reimb of Expenses, $505,100 Sale of Land, $500,000 Sale of Buildings, $300,000 General Fund CIP Funding, $1,121,000 Road Use Tax, $3,957,927 Local Option Taxes , $25,156,614 Transfers from TIF Districts, $8,701,777 Water Operations, $6,088,272 Wastewater Operations, $11,501,294 Parking Operations, $3,477,221 Mass Transit Operations, $628,000 Airport Operations, $36,793 Refuse Operations, $700,000 Landfill Operations, $2,148,830 Storm water, $559,000 Equipment Operations, $790,000 Cable Television Operations, $180,000 General Obligation Bonds, $56,808,056 Sales Tax Go Bonds, $6,000,000 Misc Transfers In, $4,362,000 Capital Improvement Program by Funding Source FY2014-2018 $207,227,374 464 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total 313500 Utility Franchise Tax S3824 - Pavement Rehabilitation 117,665$ 117,665$ 117,665$ 117,665$ 117,665$ 588,325$ S3826 - Underground Electrical Facilities 175,000 175,000 175,000 175,000 175,000 875,000 Total 292,665$ 292,665$ 292,665$ 292,665$ 292,665$ 1,463,325$ 331100 Federal Grants T3055 - Transit Facility Relocation 16,000,000$ 16,000,000$ V3135 - South Wastewater Plant Expansion 5,947,346 5,947,346 A3425 - FAA Runway 7 Grading/Obstr Mitigation 107,242 107,242 A3427 - Runway 7 Parallel Taxiway Grading 297,863 297,863 A3428 - Runway 7-25 Parallel Taxiway Paving & Lighting 1,432,703 1,432,703 A3430 - Apron Reconstruction & Connecting Taxiway 1,489,410 1,489,410 A3442 - Runway 12-30 Obstruction Mitigation & Part77 Removals 505,260 505,260 A3443 - Airport Equipment Shelter 303,750 303,750 A3448 - Airport Perimeter Rd 240,930 240,930 A3454 - Airport Master Plan 144,000 144,000 A3458 - Ruppert Property Land Acquisition 4,500,000 4,500,000 S3803 - Lower Muscatine-Kirkwood to First Avenue 1,720,000 1,720,000 S3809 - Iowa City Gateway Project (Dubuque Street)4,541,328 4,541,328 9,082,655 S3834 - Burlington/Madison Intersection and Median 500,000 1,011,000 1,511,000 S3840 - Burlington/Clinton Intersection Improvements 200,000 200,000 S3871 - 1st Ave/IAIS RR Crossing Improvements 2,423,000 2,423,000 S3930 - Dubuque St/I-80 Pedestrian Bridge 935,000 935,000 Y4428 - Police Crime Lab 27,525 27,525 E4609 - Burlington St Dam 60,000 60,000 Total 14,236,679$ 9,104,588$ 7,041,738$ 16,303,750$ 240,930$ 46,927,684$ 331200 FEMA Reimbursements W3279 - Water Mains Crossings Flood Repairs 324,703$ 324,703$ Y4422 - Animal Shelter Repl PW 3039 1,274,537 1,274,537 Total 1,599,240$ -$ -$ -$ -$ 1,599,240$ 334610 University of Iowa M3624 - Riverside Dr & Arts Campus Storm Sewer Modification 500,000$ 500,000$ Y4406 - Fire Apparatus 60,000 60,000 Total -$ -$ 500,000$ 60,000$ -$ 560,000$ 334810 State Disaster Assistance V3134 - Inverted Siphon Sewer Pipes 37,260$ 37,260$ Y4422 - Animal Shelter Repl PW 3039 141,615 141,615 Total 178,875$ -$ -$ -$ -$ 178,875$ 334900 Other State Grants T3051 - Bus Acquisition 411,310$ 411,310$ V3135 - South Wastewater Plant Expansion 6,231,238 6,231,238 A3450 - FY12 Airport Electrical Rehab & Security Improve 55,194 55,194 A3452 - Install Taxiway & Utility Lines 35,289 35,289 A3453 - Rehabilitate Terminal Building D 75,000 75,000 S3802 - Moss Ridge Road 1,906,250 1,906,250 S3811 - Sycamore St-Highway 6 to City Limits 402,389 402,389 S3814 - Traffic Signal Projects 61,000 61,000 S3849 - Brick Street Reconstruction 56,325 56,325 S3919 - Rochester Avenue Bridge 574,515 574,515 S3921 - Interstate 80 Aesthetic Improvements 100,000 100,000 200,000 P3961 - West Side Levee Project 4,885,908 4,885,908 P3964 - Rocky Shore Lift Station/Flood Gates Project 5,872,702 5,872,702 R4136 - Hickory Hill Park Safe/Restroom 168,742 168,742 R4152 - Terry Trueblood Recreation Area 933,166 933,166 R4160 - Iowa River Corridor Trail-Peninsula Park to Waterworks Prairie 200,000 200,000 R4204 - Iowa River Trail, Benton Street to Sturgis Park 400,000 400,000 E4512 - 420th Street Industrial Park 524,192 524,192 E4609 - Burlington St Dam 185,000 3,700,000 3,885,000 Total 22,378,220$ 700,000$ 3,800,000$ -$ -$ 26,878,220$ 334910 I-JOBS V3135 - South Wastewater Plant Expansion 850,000$ 850,000$ S3824 - Pavement Rehabilitation - Total 850,000$ -$ -$ -$ -$ 850,000$ City of Iowa City Capital Improvement Program Project Summary by Funding Source 465 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Funding Source 336190 Other Local Governments S3803 - Lower Muscatine-Kirkwood to First Avenue 405,654$ 405,654$ Y4404 - Radio System Upgrade and Migration - Total 405,654$ -$ -$ -$ -$ 405,654$ 362100 Contrib & Donations R4152 - Terry Trueblood Recreation Area 100,000$ 100,000$ R4224 - Hickory Hill Trail Redesign and Development 50,000 50,000 50,000 150,000 R4328 - Library Public Space Remodeling 100,000 100,000 R4329 - Recreation Center Phase 2 Improvements 15,000 15,000 Y4422 - Animal Shelter Repl PW 3039 277,492 277,492 E4609 - Burlington St Dam 2,300,000 2,300,000 Total 477,492$ -$ 2,350,000$ 50,000$ 65,000$ 2,942,492$ 369100 Reimb of Expenses L3321 - Reconstruct FY09 Landfill Cell Due to Fire 505,100$ 505,100$ Total 505,100$ -$ -$ -$ -$ 505,100$ 392100 Sale of Land A3458 - Ruppert Property Land Acquisition 500,000$ 500,000$ Total 500,000$ -$ -$ -$ -$ 500,000$ 392200 Sale of Buildings S3803 - Lower Muscatine-Kirkwood to First Avenue 300,000$ 300,000$ Total 300,000$ -$ -$ -$ -$ 300,000$ 393140 General Fund CIP Funding S3824 - Pavement Rehabilitation 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 500,000$ R4130 - Parks Annual Improvements/Maint.80,000 80,000 80,000 80,000 80,000 400,000 R4330 - Annual Recreation Center Improvement Fund 50,000 50,000 50,000 50,000 200,000 E4609 - Burlington St Dam 21,000 21,000 Total 201,000$ 230,000$ 230,000$ 230,000$ 230,000$ 1,121,000$ 393150 Road Use Tax S3816 - Traffic Calming 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 125,000$ S3821 - Overwidth Paving/Sidewalks 25,000 25,000 25,000 25,000 25,000 125,000 S3822 - Curb Ramps-ADA 100,000 100,000 200,000 S3823 - Brick Street Repairs 20,000 20,000 20,000 20,000 20,000 100,000 S3824 - Pavement Rehabilitation 425,000 425,000 425,000 425,000 425,000 2,125,000 S3843 - RR Crossings-City Wide 20,000 20,000 20,000 20,000 20,000 100,000 S3849 - Brick Street Reconstruction 32,927 32,927 S3910 - Bridge Maintenance/Repair 50,000 50,000 50,000 50,000 50,000 250,000 S3932 - LED Streetlight Replacement 50,000 50,000 50,000 50,000 200,000 P3973 - Traffic Engineering Building 700,000 700,000 Total 597,927$ 715,000$ 615,000$ 1,415,000$ 615,000$ 3,957,927$ 393160 Local Option Taxes S3809 - Iowa City Gateway Project (Dubuque Street)25,156,614$ 25,156,614$ Total 25,156,614$ -$ -$ -$ -$ 25,156,614$ 393170 Transfers from TIF Districts P3974 - Riverside Drive Pedestrian Tunnel 35,000$ 35,000$ P3977 - Riverside Drive Streetscape Improvements 200,000 200,000 E4513 - Riverfront Crossings Redevelopment 143,407 143,407 E4514 - Towncrest Redevelopment 93,370 93,370 E4609 - Burlington St Dam 130,000 130,000 Total 236,777$ -$ 365,000$ -$ -$ 601,777$ 393210 From Water Operations W3202 - Muscatine (2700-3400) (Arthur to Scott)132,407$ 132,407$ W3204 - Annual Water Main Projects 600,000 600,000 600,000 600,000 600,000 3,000,000 W3212 - First Ave. (400 - 500 block) Water Main Replacement Project 554,000 554,000 W3213 - Ground Storage Reservoir VFD Replacement/Upgrade 91,000 98,500 106,000 295,500 466 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Funding Source W3214 - Reseal Water Treatment Plant Building 27,500 27,500 W3215 - Slothower Road - Melrose Water Main 568,500 568,500 W3216 - Spruce St (1300 - 1400 block) Water Main Replacement Project 189,000 189,000 W3217 - Wade St. Water Main Replacement (1000 - 1100 Block)238,000 238,000 W3218 - Washington St (100 - 200 block) & Linn (1/2 100 block) Water Main Replacem 821,000 821,000 W3219 - SCADA File Server Replacement and Integration of Backup Server 64,400 64,400 S3811 - Sycamore St-Highway 6 to City Limits 100,000 100,000 S3834 - Burlington/Madison Intersection and Median (81,405) (81,405) S3840 - Burlington/Clinton Intersection Improvements 100,000 100,000 S3975 - William St Reconstruction 30,000 30,000 G4718 - City-wide Video Camera Upgrade 49,370 49,370 Total 1,398,872$ 1,914,400$ 1,469,000$ 706,000$ 600,000$ 6,088,272$ 393220 From Wastewater Operations V3101 - Annual Sewer Main Projects 500,000$ 500,000$ 500,000$ 500,000$ 500,000$ 2,500,000$ V3135 - South Wastewater Plant Expansion 2,550,000 2,550,000 V3141 - Sludge Biosolid Dewatering Equipment Replacement Project 1,400,000 1,400,000 S3809 - Iowa City Gateway Project (Dubuque Street)400,000 2,000,000 2,000,000 4,400,000 G4718 - City-wide Video Camera Upgrade 16,360 16,360 I4722 - Wastewater South Fiber Repair/Redundant Path Project 237,655 397,279 634,934 Total 3,704,015$ 3,900,000$ 2,500,000$ 500,000$ 897,279$ 11,501,294$ 393230 From Parking Operations T3004 - Parking Facility Restoration Repair 300,000$ 500,000$ 400,000$ 400,000$ 300,000$ 1,900,000$ T3009 - Parking Facility and Enforcement Automation 1,057,221 270,000 1,327,221 T3012 - Iowa City Multi-Use Parking Facility 250,000 250,000 Total 1,357,221$ 500,000$ 670,000$ 650,000$ 300,000$ 3,477,221$ 393235 From Mass Transit Operations T3058 - Court Street Facility Automation 270,000$ 270,000$ T3059 - Transit Bus Shelter Replacement and Expansion 50,000 50,000 100,000 T3060 - Transit Bus Camera Replacement 54,000 54,000 108,000 T3017 - Capitol Street and Dubuque Street Façade Improvements 150,000 150,000 Total 374,000$ 54,000$ 200,000$ -$ -$ 628,000$ 393240 From Airport Operations A3437 - Hangar L 6 Units 9I110IOW300 36,793$ 36,793$ Total 36,793$ -$ -$ -$ -$ 36,793$ 393250 From Refuse Operations K3972 - Refuse Building 700,000$ 700,000$ Total -$ -$ -$ 700,000$ -$ 700,000$ 393260 From Landfill Operations L3322 - Hebl Road Improvements 765,000$ 50,000$ 815,000$ L3324 - Landfill Gas Collection System Flare Replacement 300,000 300,000 L3325 - Landfill Household Hazardous Water Storage Unit Replacement 300,000 300,000 W3220 - Water Main Extension - Melrose to Landfill 710,000 710,000 G4718 - City-wide Video Camera Upgrade 23,830 23,830 Total 1,498,830$ 650,000$ -$ -$ -$ 2,148,830$ 393290 From Storm water M3624 - Riverside Dr & Arts Campus Storm Sewer Modification 500,000$ 500,000$ P3976 - Idyllwild Storm Water Drainage Diversion Project 21,000 21,000 S3975 - William St Reconstruction 38,000 38,000 Total 59,000$ -$ 500,000$ -$ -$ 559,000$ 393295 Equipment Operations P3957 - Vehicle Wash System at Public Works Facility-S. Gilbert Street 790,000$ 790,000$ Total -$ 790,000$ -$ -$ -$ 790,000$ 393310 From Cable Television Operations G4704 - City Hall-Other Projects 180,000$ 180,000$ Total 180,000$ -$ -$ -$ -$ 180,000$ 467 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Funding Source 393417 From 08 GO Bonds G4718 - City-wide Video Camera Upgrade 118,645$ 118,645$ Total 118,645$ -$ -$ -$ -$ 118,645$ 393419 From 10 GO Bonds S3834 - Burlington/Madison Intersection and Median (290,000)$ (290,000)$ G4718 - City-wide Video Camera Upgrade 30,719 30,719 Total (259,281)$ -$ -$ -$ -$ (259,281)$ 393420 From 11 GO Bonds S3811 - Sycamore St-Highway 6 to City Limits (281,369)$ (281,369)$ Total (281,369)$ -$ -$ -$ -$ (281,369)$ 393411 From FY13 GO Bonds S3802 - Moss Ridge Road 1,610,000$ 1,610,000$ S3803 - Lower Muscatine-Kirkwood to First Avenue 375,000 375,000 S3814 - Traffic Signal Projects 250,000 250,000 S3828 - Sidewalk Infill 100,000 100,000 P3970 - Warm Storage Building, Napoleon Park Public Works 300,000 300,000 P3971 - CBD Streetscape Project 350,000 350,000 S3975 - William St Reconstruction 540,000 540,000 R4130 - Parks Annual Improvements/Maint.200,000 200,000 R4136 - Hickory Hill Park Safe/Restroom 34,000 34,000 R4152 - Terry Trueblood Recreation Area 2,000,000 2,000,000 R4178 - Normandy Drive Restoration Project 409,050 409,050 R4180 - Fairmeadows Park Restroom and Splash Pad 95,000 95,000 R4206 - Intra-City Bike Trails 50,000 50,000 R4219 - Scott Park Development & Trail (incl Court Hill Trail Ph. 3) 140,000 140,000 R4328 - Library Public Space Remodeling 100,000 100,000 Y4432 - Fire Station #3 Kitchen Remodel 35,000 35,000 G4714 - Remodel City Hall Lobby and Revenue Areas 116,400 116,400 G4719 - Projectdox Quickstart 306,000 306,000 Total 7,010,450$ -$ -$ -$ -$ 7,010,450$ 393413 From FY14 GO Bonds A3454 - Airport Master Plan 16,000$ 16,000$ S3802 - Moss Ridge Road 1,390,000 1,390,000 S3871 - 1st Ave/IAIS RR Crossing Improvements 1,000,000 1,000,000 S3921 - Interstate 80 Aesthetic Improvements 30,000 30,000 S3931 - Sycamore Street - City Limits to South Gilbert Street 2,500,000 2,500,000 P3971 - CBD Streetscape Project 1,000,000 1,000,000 R4178 - Normandy Drive Restoration Project 409,050 409,050 R4206 - Intra-City Bike Trails 50,000 50,000 R4204 - Iowa River Trail, Benton Street to Sturgis Park 150,000 150,000 R4321 - City Park Master Plan & Pool Upgrade 650,000 650,000 R4322 - Willow Creek/Kiwanis Park Master Plan and Splash Pad 50,000 50,000 R4328 - Library Public Space Remodeling 100,000 100,000 Y4411 - Fire SCBA/Air System Replacement 550,000 550,000 E4513 - Riverfront Crossings Redevelopment 200,000 200,000 E4514 - Towncrest Redevelopment 200,000 200,000 G4704 - City Hall-Other Projects 244,165 244,165 Total 8,539,215$ -$ -$ -$ -$ 8,539,215$ 393412 From 2015 GO Bonds A3442 - Runway 12-30 Obstruction Mitigation & Part77 Removals 56,140$ 56,140$ S3806 - Harrison Street Reconstruction 500,000 500,000 S3814 - Traffic Signal Projects 120,000 120,000 S3828 - Sidewalk Infill 100,000 100,000 S3840 - Burlington/Clinton Intersection Improvements 840,000 840,000 S3871 - 1st Ave/IAIS RR Crossing Improvements 2,050,000 2,050,000 S3930 - Dubuque St/I-80 Pedestrian Bridge 785,000 785,000 R4177 - Lower City Park Emergency Access Road 270,000 270,000 R4206 - Intra-City Bike Trails 50,000 50,000 R4204 - Iowa River Trail, Benton Street to Sturgis Park 1,708,000 1,708,000 R4322 - Willow Creek/Kiwanis Park Master Plan and Splash Pad 350,000 350,000 R4186 - Mercer Park Playground 150,000 150,000 E4513 - Riverfront Crossings Redevelopment 200,000 200,000 468 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Funding Source E4514 - Towncrest Redevelopment 200,000 200,000 G4704 - City Hall-Other Projects 164,040 164,040 I4721 - Fiber Optic Cable Infill Program 100,000 100,000 R4331 - Elementary School Recreation Facility Partnership 750,000 750,000 Total -$ 8,393,180$ -$ -$ -$ 8,393,180$ 393426 From FY16 GO bonds A3430 - Apron Reconstruction & Connecting Taxiway 165,490$ 165,490$ S3809 - Iowa City Gateway Project (Dubuque Street)10,314,206 10,314,206 S3814 - Traffic Signal Projects 120,000 120,000 S3868 - Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conversion 500,000 500,000 R4206 - Intra-City Bike Trails 50,000 50,000 R4224 - Hickory Hill Trail Redesign and Development 200,000 200,000 Y4406 - Fire Apparatus 60,000 60,000 E4513 - Riverfront Crossings Redevelopment 200,000 200,000 E4514 - Towncrest Redevelopment 200,000 200,000 G4704 - City Hall-Other Projects 50,000 50,000 I4721 - Fiber Optic Cable Infill Program 100,000 100,000 Total -$ -$ 11,959,696$ -$ -$ 11,959,696$ 393427 From 2017 G O Bond T3055 - Transit Facility Relocation 4,000,000$ 4,000,000$ A3443 - Airport Equipment Shelter 33,750 33,750 S3814 - Traffic Signal Projects 120,000 120,000 S3828 - Sidewalk Infill 100,000 100,000 S3849 - Brick Street Reconstruction 800,000 800,000 S3849 - Brick Street Reconstruction 350,000 350,000 P3974 - Riverside Drive Pedestrian Tunnel 1,434,000 1,434,000 R4153 - Soccer Park Improvements 250,000 250,000 R4181 - Neighborhood Park Improvements 100,000 100,000 R4206 - Intra-City Bike Trails 50,000 50,000 R4224 - Hickory Hill Trail Redesign and Development 200,000 200,000 R4185 - Creation of a park at site of North Wastewater Treatment Plant 1,470,000 1,470,000 Y4406 - Fire Apparatus 750,000 750,000 E4513 - Riverfront Crossings Redevelopment 200,000 200,000 E4514 - Towncrest Redevelopment 200,000 200,000 G4704 - City Hall-Other Projects 50,000 50,000 I4721 - Fiber Optic Cable Infill Program 100,000 100,000 G4720 - Permitting Software Upgrade 300,000 300,000 Total -$ -$ -$ 10,507,750$ -$ 10,507,750$ 393428 From 2018 GO Bonds A3448 - Airport Perimeter Rd 26,770$ 26,770$ S3814 - Traffic Signal Projects 120,000 120,000 S3854 - American Legion Road Scott Blvd to Taft Ave 6,300,000 6,300,000 S3931 - Sycamore Street - City Limits to South Gilbert Street 3,040,000 3,040,000 R4137 - Frauenholtz-Miller Park Development 223,000 223,000 R4206 - Intra-City Bike Trails 50,000 50,000 R4224 - Hickory Hill Trail Redesign and Development 200,000 200,000 R4329 - Recreation Center Phase 2 Improvements 310,000 310,000 E4513 - Riverfront Crossings Redevelopment 200,000 200,000 E4514 - Towncrest Redevelopment 200,000 200,000 G4704 - City Hall-Other Projects 50,000 50,000 I4721 - Fiber Optic Cable Infill Program 100,000 100,000 Total -$ -$ -$ -$ 10,819,770$ 10,819,770$ 393429 Sales Tax Go Bonds V3142 - North Wastewater Plant Demolition 6,000,000$ 6,000,000$ Total -$ 6,000,000$ -$ -$ -$ 6,000,000$ 393900 Misc Transfers In S3830 - Alley Assessment 181,000$ 181,000$ 362,000$ P3971 - CBD Streetscape Project 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Total 181,000$ 1,000,000$ 1,181,000$ 1,000,000$ 1,000,000$ 4,362,000$ Revenue Total 91,833,634$ 34,243,833$ 33,674,099$ 32,415,165$ 15,060,644$ 207,227,374$ 469 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total T3004 - Parking Facility Restoration Repair This project includes routine concrete restoration, application of sealant and repair of stairwells. 393230 From Parking Operations 220,000 300,000 500,000 400,000 400,000 300,000 2,120,000 Receipts Total 220,000 300,000 500,000 400,000 400,000 300,000 2,120,000 510800 Parking Capital Acquisition/CIP 48,000 300,000 500,000 400,000 400,000 300,000 1,948,000 Expense Total 48,000 300,000 500,000 400,000 400,000 300,000 1,948,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. T3009 - Parking Facility and Enforcement Automation This project involves the automation operations in the parking decks and the upgrade of parking meters on street to a smart meter system. Additional pay on foot and pay in lane equipment will be placed in Capitol Street, Dubuque Street and Tower Place facilities. The on street parking meters will be upgraded to allow credit card payment and pay by cell options. This will create the ability to push real-time parking data to our customers related to parking availability on street. This will allow for better access and more convenient payment option for our customers while enhancing operational efficiencies. 393230 From Parking Operations 1,434,597 1,057,221 270,000 2,761,818 Receipts Total 1,434,597 1,057,221 270,000 2,761,818 510400 Capitol Street Garage Operations 586,311 586,311 510500 Dubuque Street Garage Operations 455,759 455,759 510700 Tower Place Garage Operations 445,188 445,188 510800 Parking Capital Acquisition/CIP 22,060 982,500 270,000 1,274,560 Expense Total 1,509,318 982,500 270,000 2,761,818 Operating Impact: This project reduces the need for staff to monitor parking and to staff parking decks. Staff is being shifted from these duties to assist in the cleaning of the facilities and to provide public relations. T3012 - Iowa City Multi-Use Parking Facility This project involves the construction of a parking facility in a location south of Burlington Street to support continued economic development. 393230 From Parking Operations 542,026 250,000 792,026 Receipts Total 542,026 250,000 792,026 458000 Community & Econ Dvlp CIP 1,269 1,269 510800 Parking Capital Acquisition/CIP 540,757 250,000 790,757 Expense Total 542,026 250,000 792,026 Operating Impact: This project will produce net income to the City when it is complete and established. The net income to the City will vary, however, should increase as the facility establishes a regular customer base. Whether or not the facility would have a net income or a net loss in the first year and what that would be, is difficult to determine and is currently not estimated. T3017 - Capitol Street and Dubuque Street Façade Improvements This project involves design of façade improvements for the Capitol Street and Dubuque Street parking facilities. 393235 From Mass Transit Operations 150,000 150,000 Receipts Total 150,000 150,000 517600 Transit Capital Acquisitions/CIP 150,000 150,000 Expense Total 150,000 150,000 Operating Impact: This project will have a negligible impact on the City's operations. T3051 - Bus Acquisition This project involves the financing and replacement of City buses. 334900 Other State Grants 691,200 411,310 1,102,510 393235 From Mass Transit Operations 183,820 183,820 Receipts Total 875,020 411,310 1,286,330 517600 Transit Capital Acquisitions/CIP 854,571 437,003 1,291,574 Expense Total 854,571 437,003 1,291,574 City of Iowa City Capital Improvement Program Project Summary by Name 470 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipment with new equipment. The estimated savings is less than $10,000 per year. T3055 - Transit Facility Relocation This project involves the construction of anew transit facility for maintenance operations and storage. As part of this project, the storage area will be expanded allowing 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 site and allow for the redevelopment of a major commercial site at the corner of Highway 6 and Riverside Drive. 331100 Federal Grants 16,000,000 16,000,000 393427 From 2017 G O Bond 4,000,000 4,000,000 Receipts Total 20,000,000 20,000,000 517600 Transit Capital Acquisitions/CIP 20,000,000 20,000,000 Expense Total 20,000,000 20,000,000 Operating impact: The replacement of transit facility should be to a newer and more energy efficient facility, however, the new facility will be larger and contain more operational functionality. The additional size and capability of the facility will most likely offset the potential savings from the newer facility. Additional savings/cost from this facility has not been determined. T3058 - Court Street Facility Automation This project involves the automation of operations in the Court Street Transportation Center with the installation of gates, payon foot, and pay in lane equipment. This will create the ability to push real-time parking data to our customers related to parking availability on street. This will allow for better access and more convenient payment options for our customers while enhancing operational efficiencies. 393235 From Mass Transit Operations 270,000 270,000 Receipts Total 270,000 270,000 517900 Court St Transportation Center 270,000 270,000 Expense Total 270,000 270,000 Operating Impact: This project reduces the need for staff to monitor parking and to staff parking decks. Staff will be shifted from these duties to assist in the cleaning of the facilities and to provide public relations. T3059 - Transit Bus Shelter Replacement and Expansion This project will allow for the purchase of bus shelters to replace shelters in need of extensive repair as well as allow for new bus shelter installations. 393235 From Mass Transit Operations 50,000 50,000 100,000 Receipts Total 50,000 50,000 100,000 517600 Transit Capital Acquisitions/CIP 50,000 50,000 100,000 Expense Total 50,000 50,000 100,000 Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipment. The estimated savings is less than $10,000 per year. T3060 - Transit Bus Camera Replacement This project involves the replacement, over a two year period, of the DVRs that record the transit bus camera data. Each bus contains six cameras and a DVR to record the data on the vehicle. There is also a backend software system that allows for viewing and recording of the data for retention of records. 393235 From Mass Transit Operations 54,000 54,000 108,000 Receipts Total 54,000 54,000 108,000 517600 Transit Capital Acquisitions/CIP 54,000 54,000 108,000 Expense Total 54,000 54,000 108,000 Operating impact: The replacement of City buses will decrease operating expenses due to the replacement of older equipment. The estimated savings is less than $10,000 per year. V3101 - Annual Sewer Main Projects Annual costs to rehabilitate or replace sewer mains. 363150 Copies/Computer Queries 540 540 369100 Reimb of Expenses 11,970 11,970 393220 From Wastewater Operations 905,758 500,000 500,000 500,000 500,000 500,000 3,405,758 471 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Receipts Total 918,268 500,000 500,000 500,000 500,000 500,000 3,418,268 520300 Sewer Systems 444,766 973,502 500,000 500,000 500,000 500,000 3,418,268 Expense Total 444,766 973,502 500,000 500,000 500,000 500,000 3,418,268 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. V3134 - Inverted Siphon Sewer Pipes Repair three sewer mains that cross the Iowa River that were damaged during the Flood of 2008. 331200 FEMA Reimbursements 879,439 879,439 334810 State Disaster Assistance 37,260 37,260 393220 From Wastewater Operations 331,814 331,814 Receipts Total 1,211,253 37,260 1,248,513 520300 Sewer Systems 1,248,513 1,248,513 Expense Total 1,248,513 1,248,513 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. V3135 - South Wastewater Plant Expansion This project will relocate the North Wastewater Treatment Plant and consolidate operations into the South Wastewater Treatment Plant by expansion of the SWTP facilities. 331100 Federal Grants 16,055,217 5,947,346 22,002,563 334900 Other State Grants 6,780,562 6,231,238 13,011,800 334910 I-JOBS 5,495,293 850,000 6,345,293 393160 Local Option Taxes 8,610,000 8,610,000 393220 From Wastewater Operations 2,490,000 2,550,000 5,040,000 Receipts Total 39,431,072 15,578,584 55,009,656 520400 South Plant Operations 36,741,155 18,203,845 54,945,000 Expense Total 36,741,155 18,203,845 54,945,000 Operating impact: The expansion of the south treatment plant and the closure of the north treatment plant will most likely achieve savings for the City as it decreases from two facilities to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential savings could be in excess of $100,000. V3141 - Sludge Biosolid Dewatering Equipment Replacement Project This project includes removal and replacement of the sludge dewatering equipment at the South Wastewater Plant - Engineering design services, construction drawings, purchase and installation of new equipment. 393220 From Wastewater Operations 1,400,000 1,400,000 Receipts Total 1,400,000 1,400,000 520400 South Plant Operations 1,400,000 1,400,000 Expense Total 1,400,000 1,400,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. V3142 - North Wastewater Plant Demolition This project will demolish the North Wastewater Treatment Plant and create wetlands along the Iowa River for flood protection. Funding for this project will be from the sales tax increment funding from the State of Iowa. 393429 Sales Tax Go Bonds 6,000,000 6,000,000 Receipts Total 6,000,000 6,000,000 5204200 North Treatment Plant 6,000,000 6,000,000 Expense Total 6,000,000 6,000,000 Operating impact: The expansion of the south treatment plant and the closure of the north treatment plant will most likely achieve savings for the City as it decreases from two facilities to one. The potential savings has not been estimated, and the project is primarily related to the mitigation of future flood damage, however, potential savings could be in excess of $100,000. 472 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name W3202 - Muscatine (2700-3400) (Arthur to Scott) Repair and replace aging water mains. 363150 Copies/Computer Queries 245 245 393210 From Water Operations 809,229 132,407 941,636 Receipts Total 809,474 132,407 941,881 530300 Water Distribution System 769,510 172,371 941,881 Expense Total 769,510 172,371 941,881 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3204 - Annual Water Main Projects Annual replacement of water mains. 363150 Copies/Computer Queries 540 540 393210 From Water Operations 158,119 600,000 600,000 600,000 600,000 600,000 3,158,119 Receipts Total 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 530300 Water Distribution System 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 Expense Total 158,659 600,000 600,000 600,000 600,000 600,000 3,158,659 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3212 - First Ave. (400 - 500 block) Water Main Replacement Project This project is a water main replacement project with respective street and sidewalk replacement. Approximately 1,100 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron water main. 60 ft of 16" cast iron (vintage 1962) will also be replaced. A significant amount of street repair will be included in this project. 393210 From Water Operations 554,000 554,000 Receipts Total 554,000 554,000 530300 Water Distribution System 554,000 554,000 Expense Total 554,000 554,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3213 - Ground Storage Reservoir VFD Replacement/Upgrade Replacement of two Variable Frequency Drives at Sycamore GSR in FY 2015. Replacement of two Variable Frequency Drives at Rochester GSR in FY 2016. Replacement of two Variable Frequency Drives at Bloomington St. GSR in FY 2017. 393210 From Water Operations 91,000 98,500 106,000 295,500 Receipts Total 91,000 98,500 106,000 295,500 530300 Water Distribution System 91,000 98,500 106,000 295,500 Expense Total 91,000 98,500 106,000 295,500 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3214 - Reseal Water Treatment Plant Building Remove and reseal horizontal and vertical precast and masonry joints and repair cracks in south elevation above and below grade and reseal south curtain wall. reseal south curtain wall. 393210 From Water Operations 27,500 27,500 Receipts Total 27,500 27,500 530300 Water Distribution System 27,500 27,500 Expense Total 27,500 27,500 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. 473 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name W3215 - Slothower Road - Melrose Water Main This project will complete a critical loop between Melrose and Rohret along Slothower Road. It includes approximately 3,700 feet of 12" ductile iron water main. 393210 From Water Operations 568,500 568,500 Receipts Total 568,500 568,500 530300 Water Distribution System 568,500 568,500 Expense Total 568,500 568,500 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3216 - Spruce St (1300 - 1400 block) Water Main Replacement Project This project is a water main replacement project with respective street and sidewalk replacement. Approximately 875 feet of 6" cast iron (vintage 1955) will be replaced with 8" PVC and ductile iron pipe. 393210 From Water Operations 189,000 189,000 Receipts Total 189,000 189,000 530300 Water Distribution System 189,000 189,000 Expense Total 189,000 189,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3217 - Wade St. Water Main Replacement (1000 - 1100 Block) This project is a water main replacement project with respective street and sidewalk replacement. Approximately 800 feet of 6" cast iron (vintage 1956) will be replaced with 8" ductile iron. 393210 From Water Operations 238,000 238,000 Receipts Total 238,000 238,000 530300 Water Distribution System 238,000 238,000 Expense Total 238,000 238,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3218 - Washington St (100 - 200 block) & Linn (1/2 100 block) Water Main Replacement Project This project is a water main replacement project. Approximately 1,300 feet of 12" cast iron (vintage 1974), 10" cast iron (vintage 1926) and 16" cast iron (vintage 1975) will be replaced. Significant street and sidewalk reconstruction will be required with this project. 393210 From Water Operations 821,000 821,000 Receipts Total 821,000 821,000 530300 Water Distribution System 821,000 821,000 Expense Total 821,000 821,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3219 - SCADA File Server Replacement and Integration of Backup Server The project is to replace the current (obsolete) File Server and accommodate addition of Backup File Server for the Water Plant. The project also includes upgrading existing software, purchasing additional software and replacement of (1) obsolete Industrial Computer. 393210 From Water Operations 64,400 64,400 Receipts Total 64,400 64,400 530300 Water Distribution System 64,400 64,400 Expense Total 64,400 64,400 Operating Impact: This project reduces expenditures through the replacement of aged equipment with new equipment. The anticipated change in operating costs are negligible. W3220 - Water Main Extension - Melrose to Landfill This project is a water main extension project needed to serve the recycling - energy project at the Iowa City Landfill. Approximately 8,500 feet of water main (400 ft 12" ductile iron and 8,000 feet of 8" PVC). 474 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 393260 From Landfill Operations 710,000 710,000 Receipts Total 710,000 710,000 530300 Water Distribution System 710,000 710,000 Expense Total 710,000 710,000 Operating Impact: This project increases expenditures through the addition of new infrastructure The increase in expenses are less than $10,000 per year. W3279 - Water Mains Crossings Flood Repairs Repairs water main crossings under the Iowa River that were damaged from the Flood of 2008. 331200 FEMA Reimbursements 324,703 324,703 393210 From Water Operations 238,237 238,237 Receipts Total 238,237 324,703 562,940 530300 Water Distribution System 425,624 137,316 562,940 Expense Total 425,624 137,316 562,940 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. W3295 - ERP - Utility Billing Software Upgrade aging billing and customer service software. 369100 Reimb of Expenses 20,000 20,000 393210 From Water Operations 224,000 224,000 393220 From Wastewater Operations 224,000 224,000 393250 From Refuse Operations 56,000 56,000 393290 From Storm water 56,000 56,000 Receipts Total 580,000 580,000 530100 Water System Administration & Supp 253,104 326,896 580,000 Expense Total 253,104 326,896 580,000 Operating impact: The City should experience less programming cost and hardware maintenance through the replacement of this computer software, however, these savings will be offset by additional software maintenance charges. The change in operating costs should be minimal. W3297 - Utility Asset Management Software This project will implement asset management software for the Water Division. The software will facilitate evaluating and prioritizing distribution infrastructure(water mains, hydrants, valves, and appurtenances) for repair or replacement. 393210 From Water Operations 83,592 83,592 Receipts Total 83,592 83,592 530300 Water Distribution System 27,395 56,197 83,592 Expense Total 27,395 56,197 83,592 Operating impact: The software should create efficiencies through better identification and timing of infrastructure replacement. However, these savings will be offset by additional software maintenance charges. The change in operating costs should be minimal. L3321 - Reconstruct FY09 Landfill Cell Due to Fire This project consists of rebuilding the landfill FY09 Cell that was destroyed by the fire in 2012. The fire destroyed almost 2/3 of the recently opened FY09 cell before being extinguished. This project is necessary to rebuild the cell for proper solid waste disposal and the continued operation of the landfill. This project is limited to reconstruction only and does not include firefighting, pyrolitic oil disposal, or site cleanup. 393260 From Landfill Operations 1,318,826 1,318,826 369100 Insurance Recovery 505,100 505,100 Receipts Total 1,318,826 505,100 1,823,926 550900 Landfill Capital Acquisition/CIP 428,685 1,395,240 1,823,925 Expense Total 428,685 1,395,240 1,823,925 Operating impact: This project replaces the landfill cell that was previously damaged and should not increase or decrease the cost of financial operations. 475 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name L3322 - Hebl Road Improvements This project includes upgrading and asphalt overlay of Hebl Road from Melrose Avenue to the landfill entrance. This roadway is currently unimproved rural chip sealed roadway. In the future there will be more heavy truck traffic because the fill for the Gateway project on Dubuque Street will be hauled from the landfill stockpiles by trucks. Potentially, a material recycling facility may be located at the Landfill adding to traffic on Hebl Road. 393260 From Landfill Operations 765,000 50,000 815,000 Receipts Total 765,000 50,000 815,000 550900 Landfill Capital Acquisition/CIP 426 764,574 50,000 815,000 Expense Total 426 764,574 50,000 815,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. L3324 - Landfill Gas Collection System Flare Replacement This project consists of replacing the existing landfill gas collection system flare unit. 393260 From Landfill Operations 300,000 300,000 Receipts Total 300,000 300,000 550900 Landfill Capital Acquisition/CIP 300,000 300,000 Expense Total 300,000 300,000 Operating Impact: This project reduces expenditures through the replacement of aged infrastructure with new infrastructure. The anticipated savings are less than $10,000 per year. L3325 - Landfill Household Hazardous Water Storage Unit Replacement This project consists of replacing the existing landfill household hazardous waste storage unit. 393260 From Landfill Operations 300,000 300,000 Receipts Total 300,000 300,000 550900 Landfill Capital Acquisition/CIP 300,000 300,000 Expense Total 300,000 300,000 Operating Impact: This project reduces expenditures through the replacement of aged facilities with new facilities. The anticipated savings are less than $10,000 per year. A3425 - FAA Runway 7 Grading/Obstr Mitigation #3190047-13-2006 Runway 7 Obstruction Mitigation and Grading contracts. 331100 Federal Grants 476,818 107,242 584,060 Receipts Total 476,818 107,242 584,060 560300 Airport Capital Acquisition/CIP 482,330 101,730 584,060 Expense Total 482,330 101,730 584,060 Operating impact: The operating impact of this project will be negligible. A3427 - Runway 7 Parallel Taxiway GradingFAA #3-19-00440744 A parallel taxiway for the main runway is needed to allow for safe taxi of aircraft from Runway 7-25 to and from terminal area and to allow for lower instrument approach minimums for Runway 7-25. This is the grading project. 331100 Federal Grants 1,426,387 297,863 1,724,250 393420 From 11 GO Bonds 90,750 90,750 Receipts Total 1,517,137 297,863 1,815,000 560300 Airport Capital Acquisition/CIP 1,501,680 353,318 1,854,998 Expense Total 1,501,680 353,318 1,854,998 Operating impact: The addition of more taxiway will require additional maintenance and utilities by the City. The estimated additional cost is less than $10,000 per year. A3428 - Runway 7-25 Parallel Taxiway Paving&Lighting #319004721 2012 A parallel taxiway for the main runway is needed to allow for safe taxi of aircraft from Runway 7-25 to and from terminal area and to allow for lower paving and lighting construction. 476 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 331100 Federal Grants 1,447,297 1,432,703 2,880,000 393410 From FY12 GO Bonds 320,000 320,000 Receipts Total 1,767,297 1,432,703 3,200,000 560300 Airport Capital Acquisition/CIP 1,648,050 1,551,950 3,200,000 Expense Total 1,648,050 1,551,950 3,200,000 Operating impact: The addition of more taxiway will require additional maintenance and utilities by the City. The estimated additional cost is less than $10,000 per year. A3430 - Apron Reconstruction & Connecting Taxiway Existing terminal apron is showing signs of pavement failure and needs replacement. In addition, the ever-growing amount of general aviation traffic using the facility requires the expansion of the apron and the necessity to provide additional connect or taxiways to the runway system. 331100 Federal Grants 1,489,410 1,489,410 393426 From FY16 GO bonds 165,490 165,490 Receipts Total 1,654,900 1,654,900 560300 Airport Capital Acquisition/CIP 1,654,900 1,654,900 Expense Total 1,654,900 1,654,900 Operating impact: The expansion of the apron will require additional maintenance and utilities by the City, however, the replacement of the existing apron should lower maintenance costs. The estimated change in operating costs is less than $10,000 per year. A3437 - Hangar L 6 Units 9I110IOW300 Construct large bay hangar for storage of business jet and large aircraft traffic. 334900 Other State Grants 200,000 200,000 393240 From Airport Operations 363,207 36,793 400,000 393420 From 11 GO Bonds 300,000 300,000 Receipts Total 863,207 36,793 900,000 560300 Airport Capital Acquisition/CIP 725,058 185,384 910,442 Expense Total 725,058 185,384 910,442 Operating impact: The addition of new hangar units will add both revenue and expense to the airport's operating budget. The net effect should be a net income of less than $10,000 per year. A3442 - Runway 12-30 Obstruction Mitigation & Part77 Removals Removal of obstructions per FAA Airport Layout Plan. 331100 Federal Grants 505,260 505,260 393412 From 2015 GO Bonds 56,140 56,140 Receipts Total 561,400 561,400 560300 Airport Capital Acquisition/CIP 561,400 561,400 Expense Total 561,400 561,400 Operating impact: The operating impact of the removals should be negligible to the operating budget. A3443 - Airport Equipment Shelter Snow removal equipment was previously stored in United Hangar. Equipment shelter would provide room for snow removal equipment. 331100 Federal Grants 303,750 303,750 393427 From 2017 G O Bond 33,750 33,750 Receipts Total 337,500 337,500 560300 Airport Capital Acquisition/CIP 337,500 337,500 Expense Total 337,500 337,500 Operating impact: The operating impact of the equipment shelter includes insurance and utilities. The impact is estimated to be less than $10,000 per year. A3448 - Airport Perimeter Rd Construct perimeter road for aircraft vehicles to travel to south development area. 331100 Federal Grants 240,930 240,930 477 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 393428 From 2018 GO Bonds 26,770 26,770 Receipts Total 267,700 267,700 560300 Airport Capital Acquisition/CIP 267,700 267,700 Expense Total 267,700 267,700 Operating impact: The addition of a new road will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. A3450 - FY12 Airport Electrical Rehab & Security Improve 9I120IOW100 Anticipated hangar maintenance with IDOT grant. Hangar building reskinning and resealing. 334900 Other State Grants 89,306 55,194 144,500 393240 From Airport Operations 25,500 25,500 393420 From 11 GO Bonds 36,000 36,000 Receipts Total 150,806 55,194 206,000 560300 Airport Capital Acquisition/CIP 105,588 110,689 216,277 Expense Total 105,588 110,689 216,277 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. A3452 - Install Taxiway & Utility Lines 9I130IOW300 334900 Other State Grants 55,236 35,289 90,525 393240 From Airport Operations 15,975 15,975 Receipts Total 71,211 35,289 106,500 560300 Airport Capital Acquisition/CIP 67,065 39,435 106,500 Expense Total 67,065 39,435 106,500 Operating impact: The installation of a new utility lines will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. A3453 - Rehabilitate Terminal Building D &Roof 9I130IOW300 334900 Other State Grants 75,000 75,000 393240 From Airport Operations 27,000 27,000 Receipts Total 27,000 75,000 102,000 560300 Airport Capital Acquisition/CIP 102,000 102,000 Expense Total 102,000 102,000 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. A3454 - Airport Master Plan This project is to update the Airport's master plan. 331100 Federal Grants 144,000 144,000 393413 From FY14 GO Bonds 16,000 16,000 Receipts Total 160,000 160,000 560300 Airport Capital Acquisition/CIP 160,000 160,000 Expense Total 160,000 160,000 Operating impact: This will have a negligible impact on the City's operating budget. A3458 - Ruppert Property Land Acquisition 331100 Federal Grants 4,500,000 4,500,000 392100 Sale of Land 500,000 500,000 Receipts Total 5,000,000 5,000,000 560300 Airport Capital Acquisition/CIP 5,000,000 5,000,000 Expense Total 5,000,000 5,000,000 Operating impact: This will have a negligible impact on the City's operating budget. 478 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name M3624 - Riverside Dr & Arts Campus Storm Sewer Modification 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. 334610 University of Iowa 500,000 500,000 393290 From Storm water 19 500,000 500,019 Receipts Total 19 1,000,000 1,000,019 580200 Storm Water Mgmt Capital Acquisition 19 1,000,000 1,000,019 Expense Total 19 1,000,000 1,000,019 Operating impact: The storm sewer upgrade will have a negligible effect on the operating budget, however, the potential benefit could be significant in another flood event. M3626 - First Avenue Storm Sewer Improvements This project will replace and upgrade the storm sewer system between Mall Drive and First Avenue, north of Lower Muscatine Road. 363150 Copies/Computer Queries 630 630 393410 From FY12 GO Bonds 346,035 346,035 393415 From 06 GO Bonds 363,336 363,336 393417 From 08 GO Bonds 1,125,000 1,125,000 Receipts Total 1,835,001 1,835,001 580200 Storm Water Mgmt Capital Acquisition 754,762 1,080,239 1,835,001 Expense Total 754,762 1,080,239 1,835,001 Operating impact: Repairing aged facilities will lower the City's operating expenditures through decreased maintenance costs. The estimated decrease in operating expenses is less than $10,000 per year. S3802 - Moss Ridge Road This project will provide a transportation link from Hwy 1 to properties west of the Pearson property. The project will include paving, sidewalk, sanitary sewer, water main, traffic signals, and a storm sewer improvements. An grant from Revitalize Iowa's Sound Economy (RISE) from the Iowa Department of Transportation has been approved. 334900 Other State Grants 1,906,250 1,906,250 393411 From FY13 GO Bonds 1,610,000 1,610,000 393413 From FY14 GO Bonds 1,390,000 1,390,000 Receipts Total 4,906,250 4,906,250 434710 Roads 344,494 4,559,606 4,904,100 Expense Total 344,494 4,559,606 4,904,100 Operating impact: The addition of a new road will add maintenance expense to the City's operations. The estimated expenses are less than $10,000 per year. S3803 - Lower Muscatine-Kirkwood to First Avenue Reconstruct Lower Muscatine from Kirkwood to First Avenue. Construction includes storm sewer, water mains, sanitary sewer, undergrounding of aerial utilities and sidewalks on both sides of street. This project is utilizing Federal STP funds. 313500 Utility Franchise Tax 375,102 375,102 331100 Federal Grants 1,720,000 1,720,000 336190 Other Local Governments 405,654 405,654 382500 Housing Rents 31,080 31,080 392200 Sale of Buildings 300,000 300,000 393170 Transfers from TIF Districts 1,386,541 1,386,541 393210 From Water Operations 1,095,819 1,095,819 393220 From Wastewater Operations 470,000 470,000 393290 From Storm water 250,000 250,000 393410 From FY12 GO Bonds 540,000 540,000 393411 From FY13 GO Bonds 375,000 375,000 393412 From 2015 GO Bonds 397 397 393417 From 08 GO Bonds 600,000 600,000 393418 From 09 GO Bonds 125,000 125,000 393419 From 10 GO Bonds 543,909 543,909 393420 From 11 GO Bonds 1,091,261 1,091,261 Receipts Total 6,509,109 2,800,654 9,309,763 434710 Roads 2,784,430 4,359,515 7,143,945 479 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 520300 Sewer Systems 340,000 340,000 530300 Water Distribution System 1,254,181 1,254,181 580200 Storm Water Mgmt Capital Acquisition 500,000 500,000 Expense Total 2,784,430 6,453,696 9,238,126 Operating impact: 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. S3806 - Harrison Street Reconstruction This project reconstruct Harrison Street from Dubuque St.to Clinton Street subject to the private development of the adjacent parcel. 393150 Road Use Tax 7,630 7,630 393412 From 2015 GO Bonds 500,000 500,000 Receipts Total 7,630 500,000 507,630 434710 Roads 7,630 500,000 507,630 Expense Total 7,630 500,000 507,630 Operating impact: 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. S3809 - Iowa City Gateway Project (Dubuque Street) This project will reconstruct and elevate approx. 4,200 feet of Dubuque Street and replace the Park Road Bridge with a structure that is higher and longer than the existing bridge. The project will incorporate multi-modal features and be designed to provide flood protection for the Dubuque Street corridor and reduce flood peaks upstream from the Park Road Bridge. Federal funding of this project is identified as a $6 million grant from the Surface Transportation Program; $3 million grant from Economic Development Administration; and $1.5 million from Transportation, Housing & Urban Development. This project includes the North River Corridor Trunk Sewer and construction of Park Road to Riverside Drive. 331100 Federal Grants 1,417,345 4,541,328 4,541,328 10,500,000 393160 Local Option Taxes 937,614 25,156,614 26,094,228 393426 From FY16 GO bonds 10,314,206 10,314,206 393220 From Wastewater Operations 400,000 2,000,000 2,000,000 4,400,000 Receipts Total 2,354,959 25,556,614 6,541,328 16,855,534 51,308,434 434710 Roads 2,301,898 1,078,387 16,180,522 18,735,000 38,295,807 434720 Bridge Construction 18,000 5,724,840 2,135,500 7,878,340 434730 Other PW Capital Acquisition/CIP 2,014 2,014 520300 Sewer Systems 732,273 400,000 2,000,000 2,000,000 5,132,273 Expense Total 3,054,185 1,478,387 23,905,362 22,870,500 51,308,434 Operating impact: The project will not only add new infrastructure and replace old infrastructure, but it will also lower operating costs due to the decrease in the number of times that the road will have to be closed during rain and flood events. Estimated savings is between $10,000 and $20,000 per year. S3811 - Sycamore St-Highway 6 to City Limits This project will reconstruct Sycamore St from Burns Ave to the City limits as three lane portland cement concrete street with curb and gutter. The project also includes sidewalks and storm sewer. Sycamore St from US 6 to Burns Ave will be converted from a four lane roadway to a three lane section. The project may include improvements at the US 6 intersection. This project may include IDOT U-STEP funds for the US 6 intersection. 334900 Other State Grants 57,611 402,389 460,000 341500 Dev Fee-Sdwlk/Paving 14,268 14,268 363150 Copies/Computer Queries 3,750 3,750 393210 From Water Operations 100,000 100,000 393412 From 2015 GO Bonds 116,448 116,448 393416 From 07 GO Bonds 700,000 700,000 393418 From 09 GO Bonds 55,829 55,829 393419 From 10 GO Bonds 1,930,000 1,930,000 393420 From 11 GO Bonds 1,376,370 (281,369) 1,095,001 Receipts Total 4,254,276 221,020 4,475,296 434710 Roads 4,327,735 106,871 4,434,606 530300 Water Distribution System 100 100,000 100,100 Expense Total 4,327,835 206,871 4,534,706 Operating impact: 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. 480 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name S3814 - Traffic Signal Projects Annual appropriation for the signalization of intersections. 334900 Other State Grants 61,000 61,000 393150 Road Use Tax 113,084 113,084 393410 From FY12 GO Bonds 120,000 120,000 393411 From FY13 GO Bonds 250,000 250,000 393412 From 2015 GO Bonds 120,000 120,000 393419 From 10 GO Bonds 120,000 120,000 393420 From 11 GO Bonds 70,000 70,000 393426 From FY16 GO bonds 120,000 120,000 393427 From 2017 G O Bond 120,000 120,000 393428 From 2018 G O Bond 120,000 120,000 Receipts Total 423,084 311,000 120,000 120,000 120,000 120,000 1,214,084 433500 Traffic Eng Lights 235,761 618,323 120,000 120,000 120,000 120,000 1,334,084 Expense Total 235,761 618,323 120,000 120,000 120,000 120,000 1,334,084 Operating impact: The addition of new traffic signals will add maintenance expense to the City's operating budget. The estimated increase in operating expenses is less than $10,000 per year. S3816 - Traffic Calming Annual appropriation for providing traffic calming. 393150 Road Use Tax 82,358 25,000 25,000 25,000 25,000 25,000 207,358 Receipts Total 82,358 25,000 25,000 25,000 25,000 25,000 207,358 433500 Traffic Eng Lights 32,935 74,423 25,000 25,000 25,000 25,000 207,358 Expense Total 32,935 74,423 25,000 25,000 25,000 25,000 207,358 Operating impact: The addition of infrastructure of this nature adds maintenance expense to the City's operating budget. The estimated increase in operating expenses is less than $10,000 per year. S3821 - Overwidth Paving/Sidewalks Annual appropriation for providing extra width pavement on roadways. 393150 Road Use Tax 66,959 25,000 25,000 25,000 25,000 25,000 191,959 Receipts Total 66,959 25,000 25,000 25,000 25,000 25,000 191,959 434710 Roads 20,848 20,848 434740 Sidewalks 16,111 55,000 25,000 25,000 25,000 25,000 171,111 Expense Total 36,959 55,000 25,000 25,000 25,000 25,000 191,959 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. S3822 - Curb Ramps-ADA Biennial appropriation for the construction of ADA accessible curb ramps. 393150 Road Use Tax 5,188 100,000 100,000 205,188 393420 From 11 GO Bonds 99,003 99,003 Receipts Total 104,191 100,000 100,000 304,191 434740 Sidewalks 94,891 9,300 100,000 100,000 304,191 Expense Total 94,891 9,300 100,000 100,000 304,191 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. S3823 - Brick Street Repairs Annual appropriation for the repair of brick streets. 363150 Copies/Computer Queries 180 180 369200 Reimbursement of Damages 24,505 24,505 393150 Road Use Tax 58,047 20,000 20,000 20,000 20,000 20,000 158,047 Receipts Total 82,732 20,000 20,000 20,000 20,000 20,000 182,732 434710 Roads 82,732 20,000 20,000 20,000 20,000 20,000 182,732 481 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Expense Total 82,732 20,000 20,000 20,000 20,000 20,000 182,732 Operating impact: 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. S3824 - Pavement Rehabilitation Annual appropriation for resurfacing roadways. 313500 Utility Franchise Tax 324,269 117,665 117,665 117,665 117,665 117,665 912,594 334900 Other State Grants 545,633 545,633 334910 I-JOBS 537,142 537,142 363150 Copies/Computer Queries 1,215 1,215 369100 Reimb of Expenses 30,355 30,355 393140 General Fund CIP Funding 100,000 100,000 100,000 100,000 100,000 100,000 600,000 393150 Road Use Tax 2,741,914 425,000 425,000 425,000 425,000 425,000 4,866,914 393220 From Wastewater Operations 23,970 23,970 393240 From Airport Operations 41,228 41,228 393260 From Landfill Operations 20,020 20,020 393290 From Storm water 17,940 17,940 Receipts Total 4,383,686 642,665 642,665 642,665 642,665 642,665 7,597,011 434710 Roads 4,057,530 968,821 642,665 642,665 642,665 642,665 7,597,011 Expense Total 4,057,530 968,821 642,665 642,665 642,665 642,665 7,597,011 Operating impact: 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. S3826 - Underground Electrical Facilities Annual average expense to convert overhead electrical systems to underground. Dubuque Street, Riverside Drive, and Gilbert Street are currently the priority corridors for undergrounding electrical facilities. 313500 Utility Franchise Tax 98,330 175,000 175,000 175,000 175,000 175,000 973,330 Receipts Total 98,330 175,000 175,000 175,000 175,000 175,000 973,330 434710 Roads 273,330 175,000 175,000 175,000 175,000 973,330 Expense Total 273,330 175,000 175,000 175,000 175,000 973,330 Operating impact: Maintenance of the electrical lines is the responsibility of the utility companies. This project has a negligible impact on the City's operating budget. S3828 - Sidewalk Infill Annual program to construct sidewalks where gaps exist. 363150 Copies/Computer Queries 340 340 393150 Road Use Tax 1,420 1,420 393410 From FY12 GO Bonds 100,000 100,000 393411 From FY13 GO Bonds 100,000 100,000 393412 From 2015 GO Bonds 100,000 100,000 393418 From 09 GO Bonds 99,660 99,660 393419 From 10 GO Bonds 100,000 100,000 393420 From 11 GO Bonds 100,000 100,000 393427 From 2017 G O Bond 100,000 100,000 Receipts Total 401,420 100,000 100,000 100,000 701,420 434710 Roads 63 63 434740 Sidewalks 318,142 183,215 100,000 100,000 701,357 Expense Total 318,205 183,215 100,000 100,000 701,420 Operating impact: This project creates additional infrastructure to maintain. The estimated increase in operating costs is negligible. S3830 - Alley Assessment This project will include new concrete paving and storm sewer for one block of alley. The cost of this project will be assessed to the adjacent property owners. 393910 Misc Transfers In 181,000 181,000 362,000 Receipts Total 181,000 181,000 362,000 482 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 434710 Roads 181,000 181,000 362,000 Expense Total 181,000 181,000 362,000 Operating impact: 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. S3834 - Burlington/Madison Intersection and Median This project will reconstruct the intersection of Burlington and Madison to add turn lanes on Madison, signal improvements, and the replacement of water and sewer mains. The project also includes a landscaped median from the Iowa River to Madison Street. The project is designed to address pedestrian and traffic flows related to the U of I Recreation Center and future growth. 331100 Federal Grants 500,000 1,011,000 1,511,000 393150 Road Use Tax 53,774 53,774 393210 From Water Operations 84,355 (81,405) 2,950 393419 From 10 GO Bonds 290,000 (290,000) - Receipts Total 428,129 (371,405) 500,000 1,011,000 1,567,724 434710 Roads 138,524 289,605 1,100,000 1,528,129 530300 Water Distribution System 39,595 39,595 Expense Total 138,524 329,200 1,100,000 1,567,724 Operating impact: This project will replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require additional maintenance. The net impact of the changes on the City's operating budget will be negligible. S3840 - Burlington/Clinton Intersection Improvements This project will reconstruct the intersection of Burlington and Clinton to add turn lanes on Clinton, signal improvements, and replace water mains. This project will be designed to reduce the accident rate at this location. This project is proposed for completion during construction of the Voxman Music Building and Clapp Recital Hall. 331100 Federal Grants 200,000 200,000 393210 From Water Operations 100,000 100,000 393412 From 2015 GO Bonds 840,000 840,000 Receipts Total 1,140,000 1,140,000 434710 Roads 1,668 1,038,332 1,040,000 530300 Water Distribution System 100,000 100,000 Expense Total 1,668 1,138,332 1,140,000 Operating impact: This project will replace old infrastructure which should reduce operating costs, but also adds additional turning lanes and traffic signals which will require additional maintenance. The net impact of the changes on the City's operating budget will be negligible. S3843 - RR Crossings-City Wide Annual appropriation for the repair of railroad crossings. 369100 Reimb of Expenses 2,625 2,625 393150 Road Use Tax 60,049 20,000 20,000 20,000 20,000 20,000 160,049 Receipts Total 62,674 20,000 20,000 20,000 20,000 20,000 162,674 434710 Roads 37,674 45,000 20,000 20,000 20,000 20,000 162,674 Expense Total 37,674 45,000 20,000 20,000 20,000 20,000 162,674 Operating impact: 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. S3849 - Brick Street Reconstruction This project will reconstruct one block of brick street and will include complete removal of the existing pavement, salvage of existing bricks, construction of new 7 inch concrete pavement base with asphalt setting bed and brick surface. 334900 Other State Grants 56,325 56,325 393150 Road Use Tax 32,927 32,927 393410 From FY12 GO Bonds 290,000 290,000 393417 From 08 GO Bonds 70,216 70,216 393427 From 2017 G O Bond 800,000 800,000 Receipts Total 360,216 89,252 800,000 1,249,468 434710 Roads 374,768 74,700 800,000 1,249,468 Expense Total 374,768 74,700 800,000 1,249,468 483 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Operating impact: 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. S3854 - American Legion Road Scott Blvd to Taft Ave This project will include the study of the intersection of Scott Boulevard and Muscatine Avenue/American Legion Road to determine the preferred traffic control measures to reduce delay/congestion. The study will evaluate existing conditions, traffic signal control with additional turn lanes, and a roundabout. Based on the results of the study, a preferred alternative for the intersection improvements will be chosen, designed and constructed. This project will also reconstruct American Legion Road to urban standards from Taft Avenue to Scott Boulevard and include an 8' sidewalk. 341500 Dev Fee-Sdwlk/Paving 41,537 41,537 393427 From 2017 GO Bond 350,000 350,000 393428 From 2018 GO Bond 6,300,000 6,300,000 Receipts Total 41,537 350,000 6,300,000 6,691,537 434710 Roads 350,000 6,300,000 6,650,000 Expense Total 350,000 6,300,000 6,650,000 Operating impact: This project will replace old infrastructure which should reduce operating costs, but also adds additional pavement and trails which will require additional maintenance. The net impact of the changes on the City's operating budget will be an increase of less than $10,000 per year. S3868 - Mormon Trek Blvd - Right Turn at Benton & 3 Lane Conversion This project will install a right turn lane from northbound Mormon Trek to eastbound Benton Street. The existing four lane section from Rohret Road to Cameron Way will be converted to a three lane section and necessary signal modifications will be made. 393426 From FY16 GO Bonds 500,000 500,000 Receipts Total 500,000 500,000 434710 Roads 500,000 500,000 Expense Total 500,000 500,000 Operating impact: This project will replace old infrastructure which should reduce operating costs. The net impact of the changes on the City's operating budget will be negligible. S3871 - 1st Ave/IAIS RR Crossing Improvements This project will construct an overpass to replace the at grade crossing of the IAIS Railroad and First Avenue. 331100 Federal Grants 2,423,000 2,423,000 363150 Copies/Computer Queries 160 160 393150 Road Use Tax 13,618 13,618 393410 From FY12 GO Bonds 2,190,000 2,190,000 393412 From 2015 GO Bonds 2,050,000 2,050,000 393413 From FY14 GO Bonds 1,000,000 1,000,000 393417 From 08 GO Bonds 192,000 192,000 393418 From 09 GO Bonds 500,000 500,000 Receipts Total 2,895,778 1,000,000 4,473,000 8,368,778 434710 Roads 443,149 3,291,865 2,519,222 1,935,000 8,189,236 434720 Bridge Construction 160,764 160,764 Expense Total 603,913 3,291,865 2,519,222 1,935,000 8,350,000 Operating impact: This project will increase operating costs due to the increased cost of maintenance on the overpass. The estimated increase in operating costs is less than $10,000 per year. S3910 - Bridge Maintenance/Repair Annual appropriation for the repair and minor maintenance of bridges. 393150 Road Use Tax 225,280 50,000 50,000 50,000 50,000 50,000 475,280 Receipts Total 225,280 50,000 50,000 50,000 50,000 50,000 475,280 434300 Streets Cleaning Programs 4,767 4,767 434720 Bridge Construction 186,260 84,253 50,000 50,000 50,000 50,000 470,513 Expense Total 191,027 84,253 50,000 50,000 50,000 50,000 475,280 Operating impact: This project should reduce operating costs due to the upkeep and maintenance of older infrastructure. The decrease in operating costs is negligible. 484 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name S3919 - Rochester Avenue Bridge This project will replace the Rochester Avenue Bridge over Ralston Creek. The project will include sidewalks on both sides of Rochester Avenue. This project will be funded with 80/20 federal bridge funds. 334900 Other State Grants 65,485 574,515 640,000 393210 From Water Operations 315,000 315,000 393420 From 11 GO Bonds 215,000 215,000 Receipts Total 595,485 574,515 1,170,000 434720 Bridge Construction 482,419 687,581 1,170,000 Expense Total 482,419 687,581 1,170,000 Operating impact: This project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. S3921 - 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. Local funds are proposed for design; outside funding is proposed for implementation. 334900 Other State Grants 100,000 100,000 200,000 336130 Coralville 19,838 19,838 393150 Road Use Tax 20,102 20,102 393413 From FY14 GO Bonds 30,000 30,000 Receipts Total 39,940 30,000 100,000 100,000 269,940 434720 Bridge Construction 39,940 30,000 100,000 100,000 269,940 Expense Total 39,940 30,000 100,000 100,000 269,940 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the landscaping improvements. The estimated increase in operating costs is less than $10,000 per year. S3930 - Dubuque St/I-80 Pedestrian Bridge This project will construct a pedestrian bridge along Dubuque Street over I-80, and extend the trail north along Dubuque Street to the Butler Bridge. Portions of this project will be constructed with the IDOT's project to reconfigure this interchange. 331100 Federal Grants 935,000 935,000 393410 From FY12 GO Bonds 380,000 380,000 393412 From 2015 GO Bonds 785,000 785,000 Receipts Total 380,000 1,720,000 2,100,000 434720 Bridge Construction 55,341 2,044,659 2,100,000 Expense Total 55,341 2,044,659 2,100,000 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the pedestrian bridge improvements. The estimated increase in operating costs is less than $10,000 per year. S3931 - Sycamore Street - City Limits to South Gilbert Street This project will reconstruct Sycamore Street to arterial standards using the Complete Streets Policy. This project will be built in two phases. Phase 1 will be north-south leg of Sycamore Street and Phase 2 will be the east-west leg of Sycamore Street. 393413 From FY14 GO Bonds 2,500,000 2,500,000 393428 From 2018 G O Bond 3,040,000 3,040,000 Receipts Total 2,500,000 3,040,000 5,540,000 434710 Roads 2,500,000 3,040,000 5,540,000 Expense Total 2,500,000 3,040,000 5,540,000 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the roadway improvements. The estimated increase in operating costs is less than $10,000 per year. S3932 - LED Streetlight Replacement This project will retrofit existing streetlights with LED technology. Estimated payback period for LED streetlights is 3.5 years. 393150 Road Use Tax 50,000 50,000 50,000 50,000 200,000 Receipts Total 50,000 50,000 50,000 50,000 200,000 433500 Traffic Eng Lights 50,000 50,000 50,000 50,000 200,000 485 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Expense Total 50,000 50,000 50,000 50,000 200,000 Operating impact: This project will decrease street lighting costs by 30% when the project is complete. The accumulated savings will be in excess of $100,000 per year. P3956 - Public Works Facility Site Work This project will consist of grading, undergrounding utilities, partial paving, and landscaping/screening of the South Gilbert Street Public Works Facility site. 393418 From 09 GO Bonds 280,000 280,000 Receipts Total 280,000 280,000 434730 Other PW Capital Acquisition/CIP 94,743 155,257 250,000 Expense Total 94,743 155,257 250,000 Operating impact: This project will increase operating expenses due to the maintenance necessary for the improvements. The estimated increase in operating costs is negligible. P3957 - Vehicle Wash System at Public Works Facility-S. Gilbert Street Construct an automated vehicle wash system for large vehicles and provide wash racks for the manual cleaning of large vehicles at the South Gilbert Street Public Works Facility. 393295 Equipment Operations 790,000 790,000 393420 From 11 GO Bonds 40,000 40,000 Receipts Total 40,000 790,000 830,000 434730 Other PW Capital Acquisition/CIP 13,944 16,056 800,000 830,000 Expense Total 13,944 16,056 800,000 830,000 Operating impact: This system replaces the current system at the old public works facility. The system should be more energy efficient and water efficient which should lower the City's operating costs. The estimated decrease in operating costs is less than $10,000 per year. P3958 - Public Works Fuel Facility Construct new fuel tanks and fueling island at the South Gilbert Street Public Works Facility, replacing the existing fuel facilities at Riverside Dr. 363150 Copies/Computer Queries 1,000 1,000 393418 From 09 GO Bonds 1,243 1,243 393419 From 10 GO Bonds 700,000 700,000 Receipts Total 702,243 702,243 434730 Other PW Capital Acquisition/CIP 447,693 254,550 702,243 Expense Total 447,693 254,550 702,243 Operating impact: This system replaces the current system at the old public works facility. The system should be more efficient which should lower the City's operating costs. The estimated decrease in operating costs is negligible. P3961 - West Side Levee Project The West Side Levee Project includes the construction of an earthen levee, riverbank stabilization, and interior drainage improvements. The Levee will extend approximately 3000 linear feet along the western bank of the Iowa River from the CRANDIC Railroad Bridge to McCollister Boulevard. Interior storm water drainage improvements include the construction of new storm sewer and two new storm water pumping stations. 334900 Other State Grants 441,378 4,885,908 5,327,286 363150 Copies/Computer Queries 1,560 1,560 393410 From FY12 GO Bonds 400,000 400,000 Receipts Total 842,938 4,885,908 5,728,846 434710 Roads 72 72 434730 Other PW Capital Acquisition/CIP 453,814 5,274,960 5,728,774 Expense Total 453,886 5,274,960 5,728,846 Operating impact: There will be maintenance costs associated with the new levee. The estimated increase in operating costs is less than $10,000 per year. P3964 - Rocky Shore Lift Station/Flood Gates Project This project will construct a pump station near Rocky Shore Drive and construct flood gates on the CRANDIC railroad bridge at Rocky Shore Drive to minimize future flooding of the Hwy 6 corridor. This project is part of a larger flood control strategy developed by the City of Coralville. 486 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 334900 Other State Grants 634,255 5,872,702 6,506,957 Receipts Total 634,255 5,872,702 6,506,957 434730 Other PW Capital Acquisition/CIP 635,957 5,871,000 6,506,957 Expense Total 635,957 5,871,000 6,506,957 Operating impact: There will be maintenance costs associated with the new lift station. The estimated increase in operating costs is between $10,000 and $20,000 per year. P3970 - Warm Storage Building, Napoleon Park Public Works Site preparation for and construction of a 80'x 80' building to be used for warm equipment storage in the winter. This building will replace space lost by development of the Terry Trueblood Recreation Area. 363150 Copies/Computer Queries 480 480 393150 Road Use Tax 7,200 7,200 393411 From FY13 GO Bonds 300,000 300,000 Receipts Total 7,680 300,000 307,680 434730 Other PW Capital Acquisition/CIP 282,344 25,336 307,680 Expense Total 282,344 25,336 307,680 Operating impact: The addition of the storage building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. P3971 - CBD Streetscape Project This project includes the development and implementation of a streetscape plan for the downtown area, including the Pedestrian Plaza. It is expected that a study will commence in FY13 and that a phased implementation will begin in FY14. 393410 From FY12 GO Bonds 67,318 67,318 393411 From FY13 GO Bonds 350,000 350,000 393413 From FY14 GO Bonds 1,000,000 1,000,000 393910 Misc Transfers In 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 Receipts Total 67,318 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,417,318 434730 Other PW Capital Acquisition/CIP 67,320 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,417,320 Expense Total 67,320 1,350,000 1,000,000 1,000,000 1,000,000 1,000,000 5,417,320 Operating impact: This project will decrease operating costs due to the repair and replacement of infrastructure. The estimated decrease in operating costs is less than $10,000 per year. K3972 - Refuse Building This project will construct a new Solid Waste building with offices, lockers & meeting rooms, and storage areas. This project is necessary to replace outdated facilities and allow for the relocation of the Public Works Operations from the Riverside Drive site to the South Gilbert Street Facility, which is a prerequisite for redevelopment of the Riverside Drive site. 393250 From Refuse Operations 700,000 700,000 Receipts Total 700,000 700,000 434730 Other PW Capital Acquisition/CIP 700,000 700,000 Expense Total 700,000 700,000 Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. P3973 - Traffic Engineering Building This project will construct a new Traffic Engineering building with a tech room work bench, sign shop, materials & equipment storage, and vehicle parking. This project is necessary to replace outdated facilities and facilitate the relocation of the Public Works Operations form the Riverside Drive site to the South Gilbert Street Facility and is a prerequisite to redevelopment of the Riverside Drive site. 393150 Road Use Tax 700,000 700,000 Receipts Total 700,000 700,000 434730 Other PW Capital Acquisition/CIP 700,000 700,000 Expense Total 700,000 700,000 Operating impact: The replacement of the building will increase the City's operating costs for utilities and insurance. The estimated increase in operating costs is $10,000 to $20,000 per year. 487 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name P3974 - Riverside Drive Pedestrian Tunnel Construct a pedestrian tunnel through the railroad overpass on the west side of Riverside Drive. 393170 Transfers from TIF Districts 35,000 35,000 393427 From 2017 GO Bond 1,434,000 1,434,000 Receipts Total 35,000 1,434,000 1,469,000 434730 Other PW Capital Acquisition/CIP 35,000 1,434,000 1,469,000 Expense Total 35,000 1,434,000 1,469,000 Operating impact: Operating costs will increase due to the required maintenance of the tunnel. The estimated increase in operating costs is less than $10,000 per year. S3975 - William St Reconstruction Reconstruct Williams Street and include streetscape improvements beginning at the intersection of Muscatine Avenue. This project is dependent on the redevelopment of property on the east side of Williams Street. 393210 From Water Operations 30,000 30,000 393290 From Storm water 38,000 38,000 393411 From FY13 GO Bonds 540,000 540,000 Receipts Total 608,000 608,000 434710 Roads 41,140 566,860 608,000 Expense Total 41,140 566,860 608,000 Operating impact: This project will increase operating costs due to the maintenance that will be necessary for the streetscape improvements. The estimated increase in operating costs is less than $10,000 per year. P3976 - Idyllwild Storm Water Drainage Diversion Project The Idyllwild Storm water Drainage Diversion Project study will evaluate re-routing of off-site drainage from the northwest corner of the Idyllwild Condominiums site. 393290 From Storm water 21,000 21,000 Receipts Total 21,000 21,000 580200 Storm Water Mgmt Capital Acquisition 21,000 21,000 Expense Total 21,000 21,000 Operating impact: The storm water drainage study will have a negligible effect on the operating budget, however, the potential benefit could be significant in another major rain event. P3977 - Riverside Drive Streetscape Improvements Riverside Drive streetscape improvements between Myrtle Avenue and U. S. Highway 6. Project includes consolidation of driveways, undergrounding utilities, installing sidewalks and landscaping. 393170 Transfers from TIF Districts 200,000 200,000 Receipts Total 200,000 200,000 434730 Other PW Capital Acquisition/CIP 200,000 200,000 Expense Total 200,000 200,000 Operating impact: This project will increase operating costs due to the addition of a new park that requires maintenance. The estimated increase in operating expenses is less than $10,000 per year. R4130 - Parks Annual Improvements/Maint. Annual appropriation for maintenance and improvements in parks. 334900 Other State Grants 13,936 13,936 362100 Contrib & Donations 1,500 1,500 369100 Reimb of Expenses 4,635 4,635 393140 General Fund CIP Funding 80,000 80,000 80,000 80,000 80,000 400,000 393410 From FY12 GO Bonds 200,000 200,000 393411 From FY13 GO Bonds 200,000 200,000 393416 From 07 GO Bonds 80,722 80,722 393417 From 08 GO Bonds 200,000 200,000 393418 From 09 GO Bonds 61,954 61,954 393419 From 10 GO Bonds 73,701 73,701 393420 From 11 GO Bonds 103,978 103,978 488 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name Receipts Total 740,426 280,000 80,000 80,000 80,000 80,000 1,340,426 441820 Parks Operations & Maintenance 34,425 34,425 441870 Parks Capital Acquisition/CIP 618,242 367,759 80,000 80,000 80,000 80,000 1,306,001 Expense Total 652,667 367,759 80,000 80,000 80,000 80,000 1,340,426 Operating impact: This project will reduce operating costs due to the replacement of older infrastructure. The estimated decrease in operating expenses is less than $10,000 per year. R4136 - Hickory Hill Park Safe/Restroom Construct a safe room/restroom and replace oldest pedestrian bridge in Hickory Hill Park, approximately 50'. A federal hazard mitigation grant of $172,000, state grant of $23,000 and our share of this project will be $34,000. 334810 State Disaster Assistance 256 256 334900 Other State Grants 26,812 168,742 195,554 393411 From FY13 GO Bonds 34,000 34,000 393414 From 05 GO Bonds 10,810 10,810 393420 From 11 GO Bonds 149,190 149,190 Receipts Total 187,068 202,742 389,810 441870 Parks Capital Acquisition/CIP 117,783 272,027 389,810 Expense Total 117,783 272,027 389,810 Operating impact: This additional facility will require maintenance, insurance and utilities. The estimated increase in operating expenses is less than $10,000 per year. R4137 - Frauenholtz-Miller Park Development Develop newly acquired park land on Lower West Branch Rd adjacent to St. Patrick's church site. 369100 Reimb of Expenses 16,650 16,650 393428 From 2018 G O Bond 223,000 223,000 Receipts Total 16,650 223,000 239,650 441870 Parks Capital Acquisition/CIP 16,650 223,000 239,650 Expense Total 16,650 223,000 239,650 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new features and amenities. Estimated additional operating costs are less than $10,000 per year. R4145 - Cemetery Resurfacing Resurface specified roadways within Oakland Cemetery as part of the city-wide biennial asphalt resurfacing program. 393410 From FY12 GO Bonds 50,000 50,000 393419 From 10 GO Bonds 50,000 50,000 Receipts Total 100,000 100,000 441870 Parks Capital Acquisition/CIP 46,398 46,398 Expense Total 46,398 46,398 Operating impact: 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. R4152 - Terry Trueblood Recreation Area This project provides for the phased development, in accordance with the concept plan, of the newly acquired Sand Lake Recreation Area (former S & G Materials site). The area will include both recreation and conservation components. An Iowa Community Attraction and Tourism grant application will be submitted. 334900 Other State Grants 1,266,834 933,166 2,200,000 362100 Contrib & Donations 209,690 100,000 309,690 393410 From FY12 GO Bonds 500,000 500,000 393411 From FY13 GO Bonds 2,000,000 2,000,000 393416 From 07 GO Bonds 208,409 208,409 393417 From 08 GO Bonds 499,999 499,999 393418 From 09 GO Bonds 242,274 242,274 393419 From 10 GO Bonds 606,388 606,388 393420 From 11 GO Bonds 250,000 250,000 Receipts Total 3,783,594 3,033,166 6,816,760 441100 Parks & Rec Admin 1,051 1,051 489 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 441870 Parks Capital Acquisition/CIP 5,472,115 1,341,631 6,813,746 Expense Total 5,473,166 1,341,631 6,814,797 Operating impact: This project will increase operating costs through the addition of facilities, shelters, a lodge, trails, and other amenities. The estimated increase in operating costs is $50,000 per year. R4153 - Soccer Park Improvements This project provides for the continued development and improvement to the Iowa City Kickers Soccer Park. Planned improvements include a system of trails to enhance accessibility, and to create a more park-like atmosphere in the open space areas of the facility. 393427 From 2017 G O Bond 250,000 250,000 Receipts Total 250,000 250,000 441870 Parks Capital Acquisition/CIP 250,000 250,000 Expense Total 250,000 250,000 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are less than $10,000 per year. R4160 - Iowa River Corridor Trail-Peninsula Park to Waterworks Prairie This project is a meandering trail along riparian corridor of the Iowa River extending from Peninsula Park(and Thornberry Dog Park) towards Waterworks Prairie Park. The trail will access to trail users, including persons with disabilities. This project also includes interpretive signage and benches. The 2,950 linear foot trail project will be part one of a two part project in linking these two park systems. A Resource Enhancement and Protection (REAP) grant was applied for and granted for $200,00. 334900 Other State Grants 200,000 200,000 Receipts Total 200,000 200,000 441870 Parks Capital Acquisition/CIP 200,000 200,000 Expense Total 200,000 200,000 Operating impact: This project will increase operating expenses due to the additional maintenance required for the new trail and amenities. Estimated additional operating costs are less than $10,000 per year. R4177 - Lower City Park Emergency Access Road Extend the Lower City Park Access Road along ball diamonds and into Normandy Drive to create a secondary access road for emergency vehicle access. 393412 From 2015 GO Bonds 270,000 270,000 393420 From 11 GO Bonds 128 128 Receipts Total 128 270,000 270,128 441870 Parks Capital Acquisition/CIP 8,617 261,511 270,128 Expense Total 8,617 261,511 270,128 Operating impact: Operating costs will increase due to the additional maintenance for the road. The estimated increase in operating costs is less than $10,000 per year. R4178 - Normandy Drive Restoration Project Design and development of parkland in the Normandy Drive areas where housing has been removed due to flooding. This project is a two year phased project and will also include the repurposing of the Ned Ashton House. 393411 From FY13 GO Bonds 409,050 409,050 393413 From FY14 GO Bonds 409,050 409,050 393420 From 11 GO Bonds 12,454 12,454 Receipts Total 12,454 818,100 830,554 441870 Parks Capital Acquisition/CIP 200,484 630,070 830,554 Expense Total 200,484 630,070 830,554 Operating impact: This project will increase operating costs due to the City adding a community facility and additional park land. Increased costs include maintenance and utilities. Estimated increase in operating costs is $25,000to $35,000 per year, but revenue generated by rentals should offset these costs. R4180 - Fairmeadows Park Restroom and Splash Pad This project consists of a restroom that will be build adjacent to the new splash pad. The splash pad will be funded by a $330,0000 Community Development Block Grant. 490 Prior Years 2014 Revised 2015 Budget 2016 Projection 2017 Projection 2018 Projection Total City of Iowa City Capital Improvement Program Project Summary by Name 331100 Federal Grants 330,000 330,000 393411 From FY13 GO Bonds 95,000 95,000 Receipts Total 330,000 95,000 425,000 441870 Parks Capital Acquisition/CIP 362,691 425,000 787,691 Expense Total 362,691 425,000 787,691 Operating impact: This project will increase operating costs due to the addition of a new splash pad. The increase in operating costs is estimated to be approximately $10,000 per year. R4181 - Neighborhood Park Improvements Develop a master plan for parks and construct facilities at an older park. 393427 From 2017 G O Bond 100,000 100,000 Receipts Total 100,000 100,000 441870 Parks Capital Acquisition/CIP 100,000 100,000 Expense Total 100,000 100,000 Operating impact: The impact on operating costs is negligible. R4185 - Creation of a park at site of North Wastewater Treatment Plant Creation of a new park at the site of the North Wastewater Treatment Plant as part of the Riverfront Crossings Plan. 393427 From 2017 G O Bond 1,470,000 1,470,000 Receipts Total 1,470,000 1,470,000 445100 Culture & Recreation Capital Acquis.1,470,000 1,470,000 Expense Total 1,470,000 1,470,000 Operating impact: Estimated impact on operating costs includes the potential for additional insurance, utilities, and personnel. The estimated increase in operating costs would be between $50,000 and $100,000. R4186 - Mercer Park Playground This project will upgrade the playground facilities at Mercer Park to a regional park. 393412 From 2015 GO Bonds 150,000 150,000 Receipts Total 150,000 150,000 441870 Parks Capital Acquisition/CIP 150,000 150,000 Expense Total 150,000